Coalinga City Council
April 16, 2026

CITY COUNCIL/SUCCESSOR

AGENCY/PUBLIC FINANCE AUTHORITY

MEETINGAGENDA
April 16, 2026
6:00 PM
The Mission of the City of Coalinga is to provide for the preservation of the community character by delivering quality, responsive City services, in an efficient and cost-effective manner, and to develop, encourage, and promote a diversified economic base in order to ensure the future financial stability of the City for its citizens.

Notice is hereby given that the City Council will hold a Meeting, on April 16, 2026 in the City Council Chambers located at 155 West Durian, Coalinga, CA. Persons with disabilities who may need assistance should contact the City Clerk at least 24 hours prior to this meeting at 935-1533 x113. Anyone interested in translation services should contact the City Clerk at least 24 hours prior to the meeting at 935-1533 x113. The Meeting will begin at 6:00 p.m. and the agenda will be as follows:

1. CALL TO ORDER

1. Pledge of Allegiance

2. Changes to the Agenda

3. Council's Approval of Agenda

2. AWARDS, PRESENTATIONS, APPOINTMENTS AND PROCLAMATIONS (NONE)

3. CITIZEN COMMENTS
This section of the agenda allows members of the public to address the City Council on any item within the jurisdiction of the Council. Members of the public, when recognized by the Mayor, should come forward to the lectern, identify themselves and use the microphone. Comments are normally limited to three (3) minutes. In accordance with State Open Meeting Laws, no action will be taken by the City Council this evening and all items will be referred to staff for follow up and a report.

Citizen Comments submitted in writing to the City Clerk by 5:00pm on the day of the City Council meeting shall be distributed to the City Council and included in the record, however they will not be read.

4. PUBLIC HEARINGS (NONE)

5. CONSENT CALENDAR

1. Approve MINUTES - January 20, 2026 (Special)

2. Information Only: Code Enforcement Report March 2026

3. Information Only: FY25/26 Budget Report Quarter Ending December 31, 2025

4. Information Only: FY25/26 Budget Report Quarter Ending September 30, 2025

5. Informational Only: Cannabis Related Revenue Quarter Ending December 31, 2025

6. Informational Only: Cannabis Related Revenue Quarter Ending September 30, 2025

7. Informational Only: FY25/26 Measure J Revenue Quarter Ending December 31, 2025

8. Informational Only: FY25/26 Measure J Revenue Quarter Ending September 30, 2025

9. Informational Only: FY25/26 Transient Occupancy Tax Revenue Ending December 31, 2025

10. Informational Only: FY25/26 Transient Occupancy Tax Revenue Ending September 30, 2025

11. Declare Items as Surplus Property and Authorize Disposal

12. Authorize City Manager to Proceed with Preliminary Study and Scope Development for SMART Sunset Corridor Project

13. Authorize Assistant City Manager to Execute a Task Order with AM Consulting Engineers to Prepare the 2025 Urban Water Management Plan

14. Adopt Resolution No. 4317 Authorizing the City Manager to Execute Agreements for Water Conveyance Services for Pleasant Valley Water Conveyance Partners and for Gladstone California Water LP

15. Waive Second Reading and Adopt Ordinance No. 878 Amending Chapter 6 of Title 7 of the Coalinga Municipal Code related to Summary Abatement of Public Nuisances

16. Authorize City Manager to Execute Task Orders with the City Engineer for Design Engineering for Solar LED Street Lighting infrastructure Funded by the Affordable Housing and Sustainable Communities Program Transportation Related Amenities

17. Introduce and Waive First Reading of Ordinance No. 879 Amending Section 3-9.02 of the Municipal Code related to Cannabis Tax

18. Approve Memorandum of Understanding (MOU) between the City of Coalinga and Coalinga Police Officers' Association

6. ORDINANCE PRESENTATION, DISCUSSION AND POTENTIAL ACTION ITEMS

1. Strategic Priorities Overview and FY 2026–2027 Budget Direction Sean Brewer, City Manager

2. Strategic Plan Implementation - Envision Coalinga Project List Monthly Update (March 2026)
Sean Brewer, City Manager

7. ANNOUNCEMENTS

1. City Manager's Announcements

2. Councilmembers' Announcements/Reports

3. City Treasurer's Announcements

4. Mayor's Announcements

8. FUTURE AGENDA ITEMS

9. CLOSED SESSION

1. CONFERENCE WITH LABOR NEGOTIATORS – Government Code 54957.6.

CITY NEGOTIATORS: City Manager, Sean Brewer and City Attorney, Mario Zamora. EMPLOYEE (ORGANIZATIONS): General Employees, Non-Safety Employees and Coalinga Police Officers Association

10. CLOSED SESSION REPORT
Closed Session: A "Closed" or "Executive" Session of the City Council, Successor Agency, or Public Finance Authority may be held as required for items as follows: personnel matters; labor negotiations; security matters; providing instructions to real property negotiators; legal counsel regarding pending litigation; and protection of records exempt from public disclosure.

Closed session will be held in the Administration Building at 155 W. Durian Avenue and any announcements or discussion will be held at the same location following Closed Session.

11. ADJOURNMENT

STAFF REPORT - CITY COUNCIL/SUCCESSOR AGENCY/PUBLIC FINANCE

AUTHORITY
Subject: Approve MINUTES - January 20, 2026 (Special)
Meeting Date: Thursday, April 16, 2026
From: Sean Brewer, City Manager
Prepared by: Shannon Jensen, City Clerk
I. RECOMMENDATION:

II. BACKGROUND:

III. DISCUSSION:

IV. ALTERNATIVES:

V. FISCAL IMPACT:

ATTACHMENTS:

File Name Description
MINUTES_SPECIAL_For_Approval_012026.pdf Minutes - January 20, 2026 (Special) SPECIAL Minutes – January 20, 2026

SPECIAL

MINUTES

CITY COUNCIL/SUCCESSOR

AGENCY/PUBLIC FINANCE AUTHORITY

MEETING AGENDA
January 20, 2026

1. CALL TO ORDER 6:03 PM
Council Members Present: Vosburg, Schindler, Ramirez, Lowder, Arroyo Others Present: City Manager Sean Brewer, Assistant City Attorney Nick Matoian, Assistant City Manager Jesse Barron, Chief of Police Jose Garza, Fire Chief Greg DuPuis, Administrative Analyst Mercedes Garcia, and City Clerk Shannon Jensen
Council Members Absent: None
Others Absent: Financial Services Director Mai Vang and City Treasurer Dawn Kahikina Changes to the Agenda: City Manager Sean Brewer announced the following Changes to the Agenda:

1. Item No. 5.5 includes an amended contract.

Motion by Ramirez, Second by Schindler to Approve the Agenda for the Special meeting of January 20, 2026.

Motion Approved by 5/0 Roll-Call Majority Vote.

2. AWARDS, PRESENTATIONS, APPOINTMENTS AND PROCLAMATIONS

1. Swearing In of New Councilman Abel Arroyo
Mayor Vosburg swore-in newly appointed Councilman Abel Arroyo.

2. 2025 Firefighter of the Year Award
Fire Chief Greg DuPuis presented Firefighter Darren Burke with a certificate for 2025 Firefighter of the Year.

SPECIAL Minutes – January 20, 2026

3. 2025 Officer of the Year Award
Chief of Police Jose Garza presented Police Officer Cirilo Cruz with a certificate for 2025 Officer of the Year.

Chief Garza presented Dispatcher Stacy Anderson with a certificate for 2025 Dispatcher of the Year.

4. 2025 Coalinga Police Department Annual Report
Chief of Police Jose Garza presented the 2025 Coalinga Police Department Annual Report.

Mayor Vosburg called a brief recess to allow those being honored to take photographs with their families.

Mayor Vosburg reconveyed the meeting at 6:19pm.

3. CITIZEN COMMENTS
The following individual(s) spoke under Citizen Comments:

Bill Lewis announced that the Coalinga Healthcare District will be launching its annual grant funding program to support community wellness initiatives. He noted that, in March, the District will fund CPR training for four participants. Mr. Lewis encouraged anyone aware of opportunities that promote community wellness and may be eligible for District funding to contact him directly.

David Gutierrez expressed concerns regarding job opportunities and the availability of activities for younger residents in the community. He stated he would like to see more employment opportunities for youth. Mr.

Gutierrez also expressed opposition to the proposed splash pad location and indicated his support for the development of a fishing pond.

The following individual(s) submitted written comment(s):

None

4. PUBLIC HEARINGS
None

5. CONSENT CALENDAR

1. Authorize the Completion of the Fire Station Emergency Generator

2. Strategic Plan Implementation – Envision Coalinga Project List Monthly Update (November / December 2025)
Mayor Pro-Tem Schindler Pulled Item No. 5.2 for Discussion.

City Manager Sean Brewer provided a brief overview of the project list monthly update.

3. Consideration of Bid Award for Natural Gas Cathodic Protection Deep Anode Well #4 and #10 Replacement Project
SPECIAL Minutes – January 20, 2026

4. Notice of Completion for Coalinga Perimeter Multi-Use Trail 3, 4, and 9 Project Councilman Ramirez Pulled Item No. 5.4 for Discussion.

City Manager Sean Brewer provided a brief overview of the item, outlining upcoming phases and planned improvements, including future connectivity and lighting enhancements.

5. Adopt Resolution No. 4303 Approving Water Conveyance Agreement with Gladstone California Water LP for Westlands Source Water to be Conveyed in January and February 2026 Councilman Arroyo Pulled Item No. 5.5 for Discussion
City Manager Sean Brewer provided an brief overview of the item, clarifying that the Agreement is a water transfer of water through the City’s conveyance system, not a sale of water.

6. Waive the Second Reading and Adopt Ordinance No. 877 – Authorizing the City Manager to Execute City Instruments Pursuant to California Government Code Section 40602

7. Approve Award for the Interior Building Painting Project of City Hall

8. Authorize the City Manager to Execute an Agreement with Pleasant Valley Groundwater Sustainability Agency (PVGSA) to Allow Access to a Water Well in the City of Coalinga to Monitor Groundwater Quality in the Pleasant Valley Subbasin
Mayor Vosburg Pulled Item No. 5.8 for Discussion.

City Manager Sean Brewer provided a brief overview of the item, clarifying that the Agreement allows PVGSA access to a City well for monitoring purposes only.

Motion by Schindler, Second by Lowder to Approve Consent Calendar Item Nos. 5.1 through 5.8. Approved by 5/0 Roll-Call Majority Vote.

6. ORDINANCE PRESENTATION, DISCUSSION AND POTENTIAL ACTION ITEMS

1. Consideration of Establishing an Ad Hoc Community Outreach Committee Sean Brewer, City Manager
City Manager Sean Brewer provided a brief overview of the item.

Council discussed the structure of the committee and proposed modifications to the policy, including removing the designation of a specific alternate member to allow flexibility for Council participation.

Motion by Schindler, Second by Lowder to Approve the Ad Hoc Community Outreach Committee Policy with the modification to remove the designation alternate member. Approved by 5/0 Roll-Call Majority Vote.

2. Consideration of City Council Appointments to Fill Two Vacant San Joaquin Valley Division (SSJVD) Policy Committee Positions with the League of California Cities and Authorization for related Travel
Sean Brewer, City Manager
SPECIAL Minutes – January 20, 2026
City Manager Sean Brewer provided an overview of the item.

Council discussed the San Joaquin Valley Division Policy Committee positions, the related travel requirements, and the nomination of two Councilmembers to serve as representatives for the Public Safety and Transportation Policy Committees.

Motion by Lowder, Second by Ramirez to Appoint Councilman Lowder to the Public Safety Policy Committee and Councilman Ramirez to the Transportation Policy Committee, and to Authorize related travel. Approved by a 5/0 Roll-Call Majority Vote.

3. Consideration of Commemorative Banners in Recognition of the 250th Anniversary of the United States (Future Agenda Item – Mayor Pro-Tem Schindler
Sean Brewer, City Manager
City Manager Sean Brewer provided an overview of the item.

Council discussed the proposed design and installation of commemorative banners recognizing the 250th anniversary of the United States and directed staff to include funding in the FY 2026–2027 budget, with approximately $5,000 allocated as a one-time cost, and the ability to return to Council for additional funding if needed.

Motion by Ramirez, Second by Schindler to Approve a $5,000 Allocation in the FY 2026-27 Budget as a OneTime Cost for the Design and Installation of Commemorative Banners Recognizing the 250th Anniversary of the United States, with the Ability to Return to Council for Additional Funding if Needed. Approved by a 5/0 Roll-Call Majority Vote.

7. ANNOUNCEMENTS
City Manager’s Announcements:

City Manager Sean Brewer announced a potential Washington, D.C. advocacy trip in coordination with Townsend Public Affairs, tentatively scheduled for March 3th – 6th, 2026 and encouraged any Councilmembers interested in participating to reach out to him.

Following a brief discussion, Council requested that the item be brought back for formal consideration at a future meeting.

Council Member’s Announcements:

None
Mayor’s Announcements:

None
SPECIAL Minutes – January 20, 2026

8. FUTURE AGENDA ITEMS
Mayor Pro-Tem Schindler requested a Future Agenda Item to explore options for reopening the West Hills College pool for summer use, including potential coordination and possible funding opportunities through the Coalinga Healthcare District.

Councilman Ramirez noted that the wording on the electronic sign is too small and difficult to read.

City Manager Sean Brewer acknowledged the concern, and stated staff is actively working on adjusting the electronic sign display.

Councilman Lowder requested a Future Agenda Item to update Council regarding the proposed Rally Cross events at the Airport.

Councilman Ramirez requested staff coordinate with Fresno County Public Works regarding ongoing illegal dumping concerns along Phelps Avenue just past the cemetery, including potential monitoring or enforcement solutions.

City Manager Sean Brewer stated staff would follow up with Fresno County Public Works regarding the illegal dumping concerns and potential monitoring solutions.

Mayor Vosburg requested a Future Agenda Item for staff to explore implementation of a public-facing crime reporting tool that maps and shares crime activity with the community to help increase awareness.

Mayor Vosburg requested a Future Agenda Item for staff to bring back neighborhood watch awareness efforts along with the Explorer Program.

Mayor Vosburg requested meetings be scheduled through the newly established Ad Hoc Community Outreach Committee, including a meet and greet with the School District and a meeting with the City of Huron regarding ambulance services.

Councilman Lowder requested a Future Agenda Item to explore coordination of community event scheduling among the City, Chamber of Commerce, School District, and Recreation and Parks District to reduce scheduling conflicts and avoid overlapping events that divide attendance and limit overall participation.

9. CLOSED SESSION

1. CONFERENCE WITH LABOR NEGOTIATORS – Government Code Section 54957.6. CITY NEGOTIATORS: City Manager, Sean Brewer and City Attorney, Mario Zamora. EMPLOYEE (ORGANIZATION): Police Officers Association

2. CONFERENCE WITH LABOR NEGOTIATORS – Government Code 54957.6. CITY NEGOTIATORS: City Manager, Sean Brewer and City Attorney, Mario Zamora. EMPLOYEE (ORGANIZATION): General Employees

10. CLOSED SESSION REPORT
No reportable action was taken during Closed Session.

SPECIAL Minutes – January 20, 2026

11. ADJOURNMENT 7:49 PM
APPROVED:
___________________________________
Nathan Vosburg, Mayor
ATTEST:
___________________________________
Shannon Jensen, City Clerk
___________________________________
Date

STAFF REPORT - CITY COUNCIL/SUCCESSOR AGENCY/PUBLIC FINANCE

AUTHORITY
Subject: Information Only: Code Enforcement Report March 2026 Meeting Date: Thursday, April 16,2026
From: Sean Brewer, City Manager
Prepared by: Yaneth Ibarra, Code Enforcement Officer
I. RECOMMENDATION:

II. BACKGROUND:

III. DISCUSSION:

IV. ALTERNATIVES:

V. FISCAL IMPACT:

ATTACHMENTS:

File Name Description
Code_Enforcement_Report_March_2026.pdf March, 2026

STAFF REPORT - CITY COUNCIL/SUCCESSOR AGENCY/PUBLIC FINANCE AUTHORITY Subject: Information Only: FY25/26 Budget Report Quarter Ending December 31, 2025 Meeting Date: Thursday, April 16, 2026
From: Sean Brewer, City Manager
Prepared by: Mai Vang, Financial Services Director
I. RECOMMENDATION:

II. BACKGROUND:

III. DISCUSSION:

IV. ALTERNATIVES:

V. FISCAL IMPACT:

ATTACHMENTS:

File Name Description
Budget_Report_12.2025.pdf BudgetReportQtEndDecember2025 2/2/2026 11:01:06 AM Page 1 of 4
Budget Report
City of Coalinga Group Summary
For Fiscal: 2025-2026 Period Ending: 12/31/2025
Fiscal
Activity
Variance
Favorable
(Unfavorable)
Period
Activity Fun…
Current
Total Budget
Original
Total Budget
Percent
Used
100 - GENERAL FUND RESERVE FUND -1471900.00 (1,471,900.00) 0.00 (1,585,184.64) (113,284.64) 107.70% Total Revenues 128,600.00 128,600.00 0.00 15,315.36 (113,284.64) 11.91% Total Expenses 1,600,500.00 1,600,500.00 0.00 1,600,500.00 0.00 100.00% 101 - GENERAL FUND -1884800.00 (1,949,800.00) (846,862.48) (881,955.72) 1,067,844.28 45.23% Total Revenues 14,376,600.00 14,376,600.00 72,912.03 5,817,054.14 (8,559,545.86) 40.46% Total Expenses 16,261,400.00 16,326,400.00 919,774.51 6,699,009.86 9,627,390.14 41.03% 104 - SCHOLARSHIP FUND 1200.00 1,200.00 0.00 179.41 (1,020.59) 14.95% Total Revenues 2,200.00 2,200.00 0.00 179.41 (2,020.59) 8.16% Total Expenses 1,000.00 1,000.00 0.00 0.00 1,000.00 0.00% 105 - COPS GRANT FUND -82800.00 (82,800.00) 15,000.00 141,687.13 224,487.13 -171.12% Total Revenues 108,800.00 108,800.00 15,000.00 142,149.08 33,349.08 130.65% Total Expenses 191,600.00 191,600.00 0.00 461.95 191,138.05 0.24% 106 - POLICE DEPT GRANTS -5400.00 (5,400.00) (8,458.78) (24,914.70) (19,514.70) 461.38% Total Revenues 366,000.00 366,000.00 3,586.00 5,241.00 (360,759.00) 1.43% Total Expenses 371,400.00 371,400.00 12,044.78 30,155.70 341,244.30 8.12% 107 - GAS TAX FUND 1900.00 1,900.00 (29,294.60) (16,078.43) (17,978.43) -846.23% Total Revenues 509,700.00 509,700.00 3,762.50 180,312.78 (329,387.22) 35.38% Total Expenses 507,800.00 507,800.00 33,057.10 196,391.21 311,408.79 38.67% 109 - TDA - ARTICLE 3 FUND -30000.00 (30,000.00) 0.00 (7,525.00) 22,475.00 25.08% Total Revenues 20,000.00 20,000.00 0.00 0.00 (20,000.00) 0.00% Total Expenses 50,000.00 50,000.00 0.00 7,525.00 42,475.00 15.05% 110 - LTF - ARTICLE 8 FUND 665800.00 665,800.00 (14,976.96) (1,135,614.73) (1,801,414.73) -170.56% Total Revenues 971,800.00 971,800.00 0.00 11,080.63 (960,719.37) 1.14% Total Expenses 306,000.00 306,000.00 14,976.96 1,146,695.36 (840,695.36) 374.74% 111 - SB1-ROAD REHAB MAINT ACCT FUND -521800.00 (521,800.00) (28,300.00) (494,200.17) 27,599.83 94.71% Total Revenues 478,200.00 478,200.00 0.00 132,159.27 (346,040.73) 27.64% Total Expenses 1,000,000.00 1,000,000.00 28,300.00 626,359.44 373,640.56 62.64% 114 - HABITAT CONSERVATION FUND -1400.00 (1,400.00) 0.00 (3,030.30) (1,630.30) 216.45% Total Revenues 3,600.00 3,600.00 0.00 287.99 (3,312.01) 8.00% Total Expenses 5,000.00 5,000.00 0.00 3,318.29 1,681.71 66.37% 117 - IGT-INTERGOVERNMENTAL TRANSFER -1873200.00 (1,873,200.00) 85,941.78 (1,807,458.85) 65,741.15 96.49% Total Revenues 3,825,900.00 3,825,900.00 281,708.88 297,224.56 (3,528,675.44) 7.77% Total Expenses 5,699,100.00 5,699,100.00 195,767.10 2,104,683.41 3,594,416.59 36.93% 125 - MEASURE C-STREET MAINTENANCE -423400.00 (423,400.00) 40,614.95 87,754.69 511,154.69 -20.73% Total Revenues 312,300.00 312,300.00 40,614.95 125,675.12 (186,624.88) 40.24% Total Expenses 735,700.00 735,700.00 0.00 37,920.43 697,779.57 5.15% 126 - MEASURE C-ADA COMPLIANCE -37900.00 (37,900.00) (4,447.71) (7,809.23) 30,090.77 20.60% Total Revenues 11,100.00 11,100.00 1,327.29 4,323.83 (6,776.17) 38.95% Total Expenses 49,000.00 49,000.00 5,775.00 12,133.06 36,866.94 24.76% 127 - MEASURE C-FLEXIBLE FUNDING -503100.00 (503,100.00) 23,550.64 80,344.92 583,444.92 -15.97% Total Revenues 381,000.00 381,000.00 26,218.14 120,691.00 (260,309.00) 31.68% Total Expenses 884,100.00 884,100.00 2,667.50 40,346.08 843,753.92 4.56% 141 - PUBLIC BUILDING/FACILITIES IMPACT FEES 5300.00 5,300.00 0.00 107.17 (5,192.83) 2.02% Budget Report For Fiscal: 2025-2026 Period Ending: 12/31/2025 2/2/2026 11:01:06 AM Page 2 of 4
Fiscal
Activity
Variance
Favorable
(Unfavorable)
Period
Activity Fun…
Current
Total Budget
Original
Total Budget
Percent
Used
Total Revenues 10,300.00 10,300.00 0.00 436.07 (9,863.93) 4.23% Total Expenses 5,000.00 5,000.00 0.00 328.90 4,671.10 6.58% 144 - STORM DRAINAGE & FLOOD CONTROL IMPACT FEES 21400.00 21,400.00 0.00 390.31 (21,009.69) 1.82% Total Revenues 21,400.00 21,400.00 0.00 1,588.21 (19,811.79) 7.42% Total Expenses 0.00 0.00 0.00 1,197.90 (1,197.90) 0.00% 145 - STREETS & BRIDGES IMPACT FEES 25500.00 25,500.00 0.00 211.34 (25,288.66) 0.83% Total Revenues 25,500.00 25,500.00 0.00 859.91 (24,640.09) 3.37% Total Expenses 0.00 0.00 0.00 648.57 (648.57) 0.00%
146 - PARK IMPACT FEES 3900.00 3,900.00 (5,550.00) (9,559.75) (13,459.75) -245.12% Total Revenues 13,900.00 13,900.00 0.00 977.62 (12,922.38) 7.03% Total Expenses 10,000.00 10,000.00 5,550.00 10,537.37 (537.37) 105.37% 150 - COALINGA PUBLIC FINANCING AUTH 616400.00 616,400.00 0.00 2,240.40 (614,159.60) 0.36% Total Revenues 2,003,200.00 2,003,200.00 0.00 9,116.42 (1,994,083.58) 0.46% Total Expenses 1,386,800.00 1,386,800.00 0.00 6,876.02 1,379,923.98 0.50% 303 - CDBG PROGRAM FUND 0.00 0.00 0.00 19,507.64 19,507.64 0.00% Total Revenues 0.00 0.00 0.00 25,916.73 25,916.73 0.00% Total Expenses 0.00 0.00 0.00 6,409.09 (6,409.09) 0.00% 304 - HOME PROGRAM FUND 0.00 0.00 6,807.00 6,807.00 6,807.00 0.00% Total Revenues 0.00 0.00 6,807.00 6,807.00 6,807.00 0.00% Total Expenses 0.00 0.00 0.00 0.00 0.00 0.00%
305 - CALTRANS GRANTS FUND 0.00 0.00 (46,055.42) (396,887.73) (396,887.73) 0.00% Total Revenues 4,525,000.00 4,525,000.00 7,180.05 742,699.59 (3,782,300.41) 16.41% Total Expenses 4,525,000.00 4,525,000.00 53,235.47 1,139,587.32 3,385,412.68 25.18% 306 - SPECIAL REVENUE GRANTS FUND -40000.00 (40,000.00) (11,335.28) (7,374.32) 32,625.68 18.44% Total Revenues 99,000.00 99,000.00 0.00 7,862.62 (91,137.38) 7.94% Total Expenses 139,000.00 139,000.00 11,335.28 15,236.94 123,763.06 10.96% 308 - AB179 TECH IMPROVEMENT 0.00 0.00 0.00 18,181.54 (18,181.54) 0.00% Total Revenues 0.00 0.00 0.00 0.00 0.00 0.00%
Total Expenses 0.00 0.00 0.00 18,181.54 (18,181.54) 0.00% 310 - AHSC PROGRAM 500000.00 500,000.00 (24,541.00) (1,833,689.52) (2,333,689.52) -366.74% Total Revenues 5,000,000.00 5,000,000.00 0.00 0.00 (5,000,000.00) 0.00% Total Expenses 4,500,000.00 4,500,000.00 24,541.00 1,833,689.52 2,666,310.48 40.75% 501 - WATER ENTERPRISE FUND -755900.00 (755,900.00) 267,943.02 (728,368.69) 27,531.31 96.36% Total Revenues 18,397,500.00 18,397,500.00 990,257.46 5,057,616.38 (13,339,883.62) 27.49% Total Expenses 19,153,400.00 19,153,400.00 722,314.44 5,785,985.07 13,367,414.93 30.21% 502 - GAS ENTERPRISE FUND -609700.00 (609,700.00) 418,076.45 140,422.60 750,122.60 -23.03% Total Revenues 3,179,100.00 3,179,100.00 574,070.33 1,143,201.48 (2,035,898.52) 35.96% Total Expenses 3,788,800.00 3,788,800.00 155,993.88 1,002,778.88 2,786,021.12 26.47% 503 - SEWER ENTEPRISE FUND -733100.00 (733,100.00) 110,788.60 55,697.85 788,797.85 -7.60% Total Revenues 3,576,000.00 3,576,000.00 294,425.43 939,559.26 (2,636,440.74) 26.27% Total Expenses 4,309,100.00 4,309,100.00 183,636.83 883,861.41 3,425,238.59 20.51% 504 - SANITATION ENTERPRISE FUND 9200.00 9,200.00 (217,603.64) 500,309.98 491,109.98 5,438.15% Total Revenues 2,685,100.00 2,685,100.00 513,792.84 1,535,667.40 (1,149,432.60) 57.19% Total Expenses 2,675,900.00 2,675,900.00 731,396.48 1,035,357.42 1,640,542.58 38.69% 815 - LOW/MOD HOUSING ASSET FUND 49900.00 49,900.00 0.00 (7,458.75) (57,358.75) -14.95% Total Revenues 73,900.00 73,900.00 0.00 8,005.45 (65,894.55) 10.83% Total Expenses 24,000.00 24,000.00 0.00 15,464.20 8,535.80 64.43% 820 - RORF-REDEV OBLIG RETIREMENT FUND (RDA) -238000.00 (238,000.00) (204.44) (55,802.98) 182,197.02 23.45% Budget Report For Fiscal: 2025-2026 Period Ending: 12/31/2025 2/2/2026 11:01:06 AM Page 3 of 4
Fiscal
Activity
Variance
Favorable
(Unfavorable)
Period
Activity Fun…
Current
Total Budget
Original
Total Budget
Percent
Used
Total Revenues 659,700.00 659,700.00 7,015.20 17,263.29 (642,436.71) 2.62% Total Expenses 897,700.00 897,700.00 7,219.64 73,066.27 824,633.73 8.14% Report Surplus (Deficit): (7,311,900.00) (7,376,900.00) (268,907.87) (7,985,434.61) (608,534.61) 108.25% Budget Report For Fiscal: 2025-2026 Period Ending: 12/31/2025 2/2/2026 11:01:06 AM Page 4 of 4
Fund Summary
Fiscal
Activity
Variance
Favorable
Fund (Unfavorable)
Period
Activity
Current
Total Budget
Original
Total Budget
100 - GENERAL FUND RESERVE FUND (1,471,900.00) (1,471,900.00) 0.00 (1,585,184.64) (113,284.64) 101 - GENERAL FUND (1,884,800.00) (1,949,800.00) (846,862.48) (881,955.72) 1,067,844.28 104 - SCHOLARSHIP FUND 1,200.00 1,200.00 0.00 179.41 (1,020.59) 105 - COPS GRANT FUND (82,800.00) (82,800.00) 15,000.00 141,687.13 224,487.13 106 - POLICE DEPT GRANTS (5,400.00) (5,400.00) (8,458.78) (24,914.70) (19,514.70) 107 - GAS TAX FUND 1,900.00 1,900.00 (29,294.60) (16,078.43) (17,978.43) 109 - TDA - ARTICLE 3 FUND (30,000.00) (30,000.00) 0.00 (7,525.00) 22,475.00 110 - LTF - ARTICLE 8 FUND 665,800.00 665,800.00 (14,976.96) (1,135,614.73) (1,801,414.73) 111 - SB1-ROAD REHAB MAINT ACCT FUND(521,800.00) (521,800.00) (28,300.00) (494,200.17) 27,599.83 114 - HABITAT CONSERVATION FUND (1,400.00) (1,400.00) 0.00 (3,030.30) (1,630.30) 117 - IGT-INTERGOVERNMENTAL TRANSFER (1,873,200.00) (1,873,200.00) 85,941.78 (1,807,458.85) 65,741.15 125 - MEASURE C-STREET MAINTENANCE(423,400.00) (423,400.00) 40,614.95 87,754.69 511,154.69 126 - MEASURE C-ADA COMPLIANCE (37,900.00) (37,900.00) (4,447.71) (7,809.23) 30,090.77 127 - MEASURE C-FLEXIBLE FUNDING (503,100.00) (503,100.00) 23,550.64 80,344.92 583,444.92 141 - PUBLIC BUILDING/FACILITIES IMPACT FEES 5,300.00 5,300.00 0.00 107.17 (5,192.83) 144 - STORM DRAINAGE & FLOOD CONTROL IMPACT FEES 21,400.00 21,400.00 0.00 390.31 (21,009.69) 145 - STREETS & BRIDGES IMPACT FEES 25,500.00 25,500.00 0.00 211.34 (25,288.66) 146 - PARK IMPACT FEES 3,900.00 3,900.00 (5,550.00) (9,559.75) (13,459.75) 150 - COALINGA PUBLIC FINANCING AUTH616,400.00 616,400.00 0.00 2,240.40 (614,159.60) 303 - CDBG PROGRAM FUND 0.00 0.00 0.00 19,507.64 19,507.64 304 - HOME PROGRAM FUND 0.00 0.00 6,807.00 6,807.00 6,807.00 305 - CALTRANS GRANTS FUND 0.00 0.00 (46,055.42) (396,887.73) (396,887.73) 306 - SPECIAL REVENUE GRANTS FUND (40,000.00) (40,000.00) (11,335.28) (7,374.32) 32,625.68 308 - AB179 TECH IMPROVEMENT 0.00 0.00 0.00 (18,181.54) (18,181.54) 310 - AHSC PROGRAM 500,000.00 500,000.00 (24,541.00) (1,833,689.52) (2,333,689.52) 501 - WATER ENTERPRISE FUND (755,900.00) (755,900.00) 267,943.02 (728,368.69) 27,531.31 502 - GAS ENTERPRISE FUND (609,700.00) (609,700.00) 418,076.45 140,422.60 750,122.60 503 - SEWER ENTEPRISE FUND (733,100.00) (733,100.00) 110,788.60 55,697.85 788,797.85 504 - SANITATION ENTERPRISE FUND 9,200.00 9,200.00 (217,603.64) 500,309.98 491,109.98 815 - LOW/MOD HOUSING ASSET FUND 49,900.00 49,900.00 0.00 (7,458.75) (57,358.75) 820 - RORF-REDEV OBLIG RETIREMENT FUND (RDA) (238,000.00) (238,000.00) (204.44) (55,802.98) 182,197.02 Report Surplus (Deficit): (7,311,900.00) (7,376,900.00) (268,907.87) (7,985,434.61) (608,534.61)

STAFF REPORT - CITY COUNCIL/SUCCESSOR AGENCY/PUBLIC FINANCE AUTHORITY Subject: Information Only: FY25/26 Budget Report Quarter Ending September 30, 2025 Meeting Date: Thursday, April 16, 2026
From: Sean Brewer, City Manager
Prepared by: Mai Vang, Financial Services Director
I. RECOMMENDATION:

II. BACKGROUND:

III. DISCUSSION:

IV. ALTERNATIVES:

V. FISCAL IMPACT:

ATTACHMENTS:

File Name Description
FY25-26_BudgetReportQtEnd9.30.25.pdf Information Only: FY25/26 Budget Report Quarter Ending September 30, 2025 11/18/2025 2:37:23 PM Page 1 of 4
Budget Report
City of Coalinga Group Summary
For Fiscal: 2025-2026 Period Ending: 09/30/2025
Fiscal
AcƟvity
Variance
Favorable
(Unfavorable)
Period
Fund AcƟvity
Current
Total Budget
Original
Total Budget
Percent
Used
100 - GENERAL FUND RESERVE FUND 1.88 -1471900.00 (1,471,900.00) 1,471,901.88 0.00% 0.00 Total Revenues 0.00% 128,600.00 1.88 128,600.00 (128,598.12) 0.00 Total Expenses 0.00 1,600,500.00 1,600,500.00 1,600,500.00 0.00% 0.00 101 - GENERAL FUND (1,939,527.01) -1884800.00 (1,949,800.00) 10,272.99 99.47% (397,087.98) Total Revenues 15.29% 14,376,600.00 2,198,363.58 14,376,600.00 (12,178,236.42) 848,505.31 Total Expenses 4,137,890.59 16,261,400.00 16,326,400.00 12,188,509.41 25.34% 1,245,593.29 104 - SCHOLARSHIP FUND 0.02 1200.00 1,200.00 (1,199.98) 0.00% 0.00 Total Revenues 0.00% 2,200.00 0.02 2,200.00 (2,199.98) 0.00 Total Expenses 0.00 1,000.00 1,000.00 1,000.00 0.00% 0.00 105 - COPS GRANT FUND (461.88) -82800.00 (82,800.00) 82,338.12 0.56% 0.00 Total Revenues 0.00% 108,800.00 0.07 108,800.00 (108,799.93) 0.00 Total Expenses 461.95 191,600.00 191,600.00 191,138.05 0.24% 0.00 106 - POLICE DEPT GRANTS (3,454.51) -5400.00 (5,400.00) 1,945.49 63.97% (3,454.51) Total Revenues 0.00% 366,000.00 0.00 366,000.00 (366,000.00) 0.00 Total Expenses 3,454.51 371,400.00 371,400.00 367,945.49 0.93% 3,454.51 107 - GAS TAX FUND (19,589.24) 1900.00 1,900.00 (21,489.24) -1,031.01% 15,050.74 Total Revenues 17.30% 509,700.00 88,165.41 509,700.00 (421,534.59) 43,072.66 Total Expenses 107,754.65 507,800.00 507,800.00 400,045.35 21.22% 28,021.92 109 - TDA - ARTICLE 3 FUND 0.00 -30000.00 (30,000.00) 30,000.00 0.00% 0.00 Total Revenues 0.00% 20,000.00 0.00 20,000.00 (20,000.00) 0.00 Total Expenses 0.00 50,000.00 50,000.00 50,000.00 0.00% 0.00 110 - LTF - ARTICLE 8 FUND (586,221.29) 665800.00 665,800.00 (1,252,021.29) -88.05% (563,131.69) Total Revenues 0.00% 971,800.00 1.36 971,800.00 (971,798.64) 0.00 Total Expenses 586,222.65 306,000.00 306,000.00 (280,222.65) 191.58% 563,131.69 111 - SB1-ROAD REHAB MAINT ACCT FUND (536.31) -521800.00 (521,800.00) 521,263.69 0.10% 25,826.07 Total Revenues 8.34% 478,200.00 39,891.19 478,200.00 (438,308.81) 39,891.07 Total Expenses 40,427.50 1,000,000.00 1,000,000.00 959,572.50 4.04% 14,065.00 114 - HABITAT CONSERVATION FUND (217.17) -1400.00 (1,400.00) 1,182.83 15.51% 0.00 Total Revenues 0.00% 3,600.00 0.04 3,600.00 (3,599.96) 0.00 Total Expenses 217.21 5,000.00 5,000.00 4,782.79 4.34% 0.00 117 - IGT-INTERGOVERNMENTAL TRANSFER (873,923.23) -1873200.00 (1,873,200.00) 999,276.77 46.65% (208,597.62) Total Revenues 0.10% 3,825,900.00 4,001.61 3,825,900.00 (3,821,898.39) 0.00 Total Expenses 877,924.84 5,699,100.00 5,699,100.00 4,821,175.16 15.40% 208,597.62 125 - MEASURE C-STREET MAINTENANCE 1,979.44 -423400.00 (423,400.00) 425,379.44 -0.47% 8,291.71 Total Revenues 12.42% 312,300.00 38,798.47 312,300.00 (273,501.53) 38,797.90 Total Expenses 36,819.03 735,700.00 735,700.00 698,880.97 5.00% 30,506.19 126 - MEASURE C-ADA COMPLIANCE 1,219.89 -37900.00 (37,900.00) 39,119.89 -3.22% 1,357.93 Total Revenues 12.23% 11,100.00 1,357.95 11,100.00 (9,742.05) 1,357.93 Total Expenses 138.06 49,000.00 49,000.00 48,861.94 0.28% 0.00 127 - MEASURE C-FLEXIBLE FUNDING 27,945.28 -503100.00 (503,100.00) 531,045.28 -5.55% 36,814.44 Total Revenues 11.38% 381,000.00 43,342.46 381,000.00 (337,657.54) 43,341.94 Total Expenses 15,397.18 884,100.00 884,100.00 868,702.82 1.74% 6,527.50 141 - PUBLIC BUILDING/FACILITIES IMPACT FEES (328.85) 5300.00 5,300.00 (5,628.85) -6.20% 0.00 Budget Report For Fiscal: 2025-2026 Period Ending: 09/30/2025 11/18/2025 2:37:23 PM Page 2 of 4
Fiscal
AcƟvity
Variance
Favorable
(Unfavorable)
Period
Fund AcƟvity
Current
Total Budget
Original
Total Budget
Percent
Used
Total Revenues 0.00% 10,300.00 0.05 10,300.00 (10,299.95) 0.00 Total Expenses 328.90 5,000.00 5,000.00 4,671.10 6.58% 0.00 144 - STORM DRAINAGE & FLOOD CONTROL IMPACT FEES (1,197.71) 21400.00 21,400.00 (22,597.71) -5.60% 0.00 Total Revenues 0.00% 21,400.00 0.19 21,400.00 (21,399.81) 0.00 Total Expenses 1,197.90 0.00 0.00 (1,197.90) 0.00% 0.00 145 - STREETS & BRIDGES IMPACT FEES (648.45) 25500.00 25,500.00 (26,148.45) -2.54% 0.00 Total Revenues 0.00% 25,500.00 0.12 25,500.00 (25,499.88) 0.00 Total Expenses 648.57 0.00 0.00 (648.57) 0.00% 0.00
146 - PARK IMPACT FEES (737.25) 3900.00 3,900.00 (4,637.25) -18.90% 0.00 Total Revenues 0.00% 13,900.00 0.12 13,900.00 (13,899.88) 0.00 Total Expenses 737.37 10,000.00 10,000.00 9,262.63 7.37% 0.00 150 - COALINGA PUBLIC FINANCING AUTH (6,874.90) 616400.00 616,400.00 (623,274.90) -1.12% 0.00 Total Revenues 0.00% 2,003,200.00 1.12 2,003,200.00 (2,003,198.88) 0.00 Total Expenses 6,876.02 1,386,800.00 1,386,800.00 1,379,923.98 0.50% 0.00 303 - CDBG PROGRAM FUND 24,634.84 0.00 0.00 24,634.84 0.00% 22,931.16 Total Revenues 0.00% 0.00 24,634.84 0.00 24,634.84 22,931.16 Total Expenses 0.00 0.00 0.00 0.00 0.00% 0.00
305 - CALTRANS GRANTS FUND (213,275.35) 0.00 0.00 (213,275.35) 0.00% (194,576.60) Total Revenues 0.56% 4,525,000.00 25,431.15 4,525,000.00 (4,499,568.85) 25,431.15 Total Expenses 238,706.50 4,525,000.00 4,525,000.00 4,286,293.50 5.28% 220,007.75 306 - SPECIAL REVENUE GRANTS FUND 2,341.94 -40000.00 (40,000.00) 42,341.94 -5.85% (3,418.50) Total Revenues 7.94% 99,000.00 7,862.62 99,000.00 (91,137.38) 0.00 Total Expenses 5,520.68 139,000.00 139,000.00 133,479.32 3.97% 3,418.50 308 - AB179 TECH IMPROVEMENT 189.83 0.00 0.00 (189.83) 0.00% 0.00 Total Revenues 0.00% 0.00 0.00 0.00 0.00 0.00
Total Expenses 189.83 0.00 0.00 (189.83) 0.00% 0.00
310 - AHSC PROGRAM (1,035,364.63) 500000.00 500,000.00 (1,535,364.63) -207.07% (481,782.88) Total Revenues 0.00% 5,000,000.00 0.00 5,000,000.00 (5,000,000.00) 0.00 Total Expenses 1,035,364.63 4,500,000.00 4,500,000.00 3,464,635.37 23.01% 481,782.88 501 - WATER ENTERPRISE FUND (653,362.39) -755900.00 (755,900.00) 102,537.61 86.44% (148,298.96) Total Revenues 13.71% 18,397,500.00 2,521,381.00 18,397,500.00 (15,876,119.00) 1,020,529.67 Total Expenses 3,174,743.39 19,153,400.00 19,153,400.00 15,978,656.61 16.58% 1,168,828.63 502 - GAS ENTERPRISE FUND (271,675.28) -609700.00 (609,700.00) 338,024.72 44.56% (184,639.08) Total Revenues 8.86% 3,179,100.00 281,536.78 3,179,100.00 (2,897,563.22) 2,979.64 Total Expenses 553,212.06 3,788,800.00 3,788,800.00 3,235,587.94 14.60% 187,618.72 503 - SEWER ENTEPRISE FUND (161,163.86) -733100.00 (733,100.00) 571,936.14 21.98% (201,773.70) Total Revenues 9.33% 3,576,000.00 333,587.95 3,576,000.00 (3,242,412.05) 2,539.04 Total Expenses 494,751.81 4,309,100.00 4,309,100.00 3,814,348.19 11.48% 204,312.74 504 - SANITATION ENTERPRISE FUND 237,505.67 9200.00 9,200.00 228,305.67 2,581.58% (7,223.56) Total Revenues 19.32% 2,685,100.00 518,721.37 2,685,100.00 (2,166,378.63) 6,700.03 Total Expenses 281,215.70 2,675,900.00 2,675,900.00 2,394,684.30 10.51% 13,923.59 815 - LOW/MOD HOUSING ASSET FUND (14,521.51) 49900.00 49,900.00 (64,421.51) -29.10% (2,497.50) Total Revenues 0.00% 73,900.00 0.69 73,900.00 (73,899.31) 0.00 Total Expenses 14,522.20 24,000.00 24,000.00 9,477.80 60.51% 2,497.50 820 - RORF-REDEV OBLIG RETIREMENT FUND (RDA) (49,305.80) -238000.00 (238,000.00) 188,694.20 20.72% (7,195.51) Budget Report For Fiscal: 2025-2026 Period Ending: 09/30/2025 11/18/2025 2:37:23 PM Page 3 of 4
Fiscal
AcƟvity
Variance
Favorable
(Unfavorable)
Period
Fund AcƟvity
Current
Total Budget
Original
Total Budget
Percent
Used
Total Revenues 0.35% 659,700.00 2,338.80 659,700.00 (657,361.20) 0.00 Total Expenses 51,644.60 897,700.00 897,700.00 846,055.40 5.75% 7,195.51 Report Surplus (Deficit): (2,293,406.04) (5,536,947.49) (7,311,900.00) (7,376,900.00) 1,839,952.51 75.06% Budget Report For Fiscal: 2025-2026 Period Ending: 09/30/2025 11/18/2025 2:37:23 PM Page 4 of 4
Fund Summary
Fiscal
AcƟvity
Variance
Favorable
Fund (Unfavorable)
Period
AcƟvity
Current
Total Budget
Original
Total Budget
100 - GENERAL FUND RESERVE FUND (1,471,900.00) (1,471,900.00) 1,471,901.88 0.00 1.88 101 - GENERAL FUND (1,939,527.01) (1,884,800.00) (1,949,800.00) 10,272.99 (397,087.98) 104 - SCHOLARSHIP FUND 0.02 1,200.00 1,200.00 (1,199.98) 0.00 105 - COPS GRANT FUND (461.88) (82,800.00) (82,800.00) 82,338.12 0.00 106 - POLICE DEPT GRANTS (3,454.51) (5,400.00) (5,400.00) 1,945.49 (3,454.51) 107 - GAS TAX FUND (19,589.24) 1,900.00 1,900.00 (21,489.24) 15,050.74 109 - TDA - ARTICLE 3 FUND 0.00 (30,000.00) (30,000.00) 30,000.00 0.00 110 - LTF - ARTICLE 8 FUND (586,221.29) 665,800.00 665,800.00 (1,252,021.29) (563,131.69) 111 - SB1-ROAD REHAB MAINT ACCT FUND(521,800.00) (521,800.00) 521,263.69 25,826.07 (536.31) 114 - HABITAT CONSERVATION FUND (1,400.00) (1,400.00) 1,182.83 0.00 (217.17) 117 - IGT-INTERGOVERNMENTAL TRANSFER (1,873,200.00) (1,873,200.00) 999,276.77 (208,597.62) (873,923.23) 125 - MEASURE C-STREET MAINTENANCE(423,400.00) (423,400.00) 425,379.44 8,291.71 1,979.44 126 - MEASURE C-ADA COMPLIANCE (37,900.00) (37,900.00) 39,119.89 1,357.93 1,219.89 127 - MEASURE C-FLEXIBLE FUNDING (503,100.00) (503,100.00) 531,045.28 36,814.44 27,945.28 141 - PUBLIC BUILDING/FACILITIES IMPACT FEES 5,300.00 5,300.00 (5,628.85) 0.00 (328.85) 144 - STORM DRAINAGE & FLOOD CONTROL IMPACT FEES 21,400.00 21,400.00 (22,597.71) 0.00 (1,197.71) 145 - STREETS & BRIDGES IMPACT FEES 25,500.00 25,500.00 (26,148.45) 0.00 (648.45) 146 - PARK IMPACT FEES (737.25) 3,900.00 3,900.00 (4,637.25) 0.00 150 - COALINGA PUBLIC FINANCING AUTH616,400.00 616,400.00 (623,274.90) 0.00 (6,874.90) 303 - CDBG PROGRAM FUND 24,634.84 0.00 0.00 24,634.84 22,931.16 305 - CALTRANS GRANTS FUND (213,275.35) 0.00 0.00 (213,275.35) (194,576.60) 306 - SPECIAL REVENUE GRANTS FUND (40,000.00) (40,000.00) 42,341.94 (3,418.50) 2,341.94 308 - AB179 TECH IMPROVEMENT 0.00 0.00 (189.83) 0.00 (189.83) 310 - AHSC PROGRAM (1,035,364.63) 500,000.00 500,000.00 (1,535,364.63) (481,782.88) 501 - WATER ENTERPRISE FUND (653,362.39) (755,900.00) (755,900.00) 102,537.61 (148,298.96) 502 - GAS ENTERPRISE FUND (271,675.28) (609,700.00) (609,700.00) 338,024.72 (184,639.08) 503 - SEWER ENTEPRISE FUND (161,163.86) (733,100.00) (733,100.00) 571,936.14 (201,773.70) 504 - SANITATION ENTERPRISE FUND 9,200.00 9,200.00 228,305.67 (7,223.56) 237,505.67 815 - LOW/MOD HOUSING ASSET FUND 49,900.00 49,900.00 (64,421.51) (2,497.50) (14,521.51) 820 - RORF-REDEV OBLIG RETIREMENT FUND (RDA) (238,000.00) (238,000.00) 188,694.20 (7,195.51) (49,305.80) Report Surplus (Deficit): (2,293,406.04) (5,536,947.49) (7,311,900.00) (7,376,900.00) 1,839,952.51

STAFF REPORT - CITY COUNCIL/SUCCESSOR AGENCY/PUBLIC FINANCE AUTHORITY Subject: Informational Only: Cannabis Related Revenue Quarter Ending December 31, 2025 Meeting Date: Thursday, April 16, 2026
From: Sean Brewer, City Manager
Prepared by: Mai Vang, Financial Services Director
I. RECOMMENDATION:

II. BACKGROUND:

III. DISCUSSION:

The year-to-date total for Cannabis related revenue received on December 31, 2025, was $117,945 which is 47% of the totalexpected budgeted revenue of $250,000.

The Cannabis Revenue Raising Fees make up 63% or $108,195 of the total Cannabis revenue received.

IV. ALTERNATIVES:

V. FISCAL IMPACT:

ATTACHMENTS:

File Name Description
Cannabis_Related_Rev_Quarter_End_Dec_2025.pdf CannabisRevenueDec2025 $-
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
$140,000
$160,000
$180,000
July - September October - December
$98,795
$175,342
$44,214
$73,731

JULY - SEPTEMBER
Cannabis Related Revenue FY24/25-25/26 Quarterly
Comparison
FY24/25 FY25/26
Cannabis Related Revenue
Fiscal Year 2025-2026
GL Account GL Name Budget
Jul-Sep 2025
2025-Q3
Oct-Dec 2025
2025-Q4
Jan-Mar 2026
2026-Q1
Apr-Jun 2026
2026-Q2 Total
101-400-42170 Cannabis Application Fees $ 3,000 $ 846 $ - - - $ 846 101-400-42180 Cannabis Regulatory Permit Renewal $ 2,000 $ - $ - - - $ - 101-400-42190 Cannabis Revenue Raising Fee $ 200,000 $ 34,464 $ 73,731 - - $ 108,195 101-400-42200 Cannabis Regulatory Licensing Fee $ 45,000 $ 8,904 $ - - - $ 8,904 Total $ 250,000 $ 44,214 $ 73,731 - - $ 117,945

STAFF REPORT - CITY COUNCIL/SUCCESSOR AGENCY/PUBLIC FINANCE AUTHORITY Subject: Informational Only: Cannabis Related Revenue Quarter Ending September 30, 2025 Meeting Date: Thursday, April 16, 2026
From: Sean Brewer, City Manager
Prepared by: Mai Vang, Financial Services Director
I. RECOMMENDATION:

II. BACKGROUND:

III. DISCUSSION:

The FY25-26 total Cannabis related revenue received at quarter ending September 30, 2025, was $44,214 which is 18% of the totalexpected budgeted revenue of $250,000 for the year. The Cannabis Revenue Raising Fees make up 78% or $34,464 of the totalcannabis revenue received.

IV. ALTERNATIVES:

V. FISCAL IMPACT:

ATTACHMENTS:

File Name Description
Cannabis_Related_Rev_Quarter_End_Sept_2025.pdf CannabisRevenueQtEndSeptember2025

$-
$20,000
$40,000
$60,000
$80,000
$100,000
$98,795
$44,214

JULY - SEPTEMBER
Cannabis Related Revenue FY24/25-25/26 Quarterly
Comparison
FY24/25 FY25/26
Cannabis Related Revenue
Fiscal Year 2025-2026
GL Account GL Name Budget
Jul-Sep 2025
2025-Q3
Oct-Dec 2025
2025-Q4
Jan-Mar 2026
2026-Q1
Apr-Jun 2026
2026-Q2 Total
101-400-42170 Cannabis Application Fees $ 3,000 $ 846 $ - $ - $ - $ 846 101-400-42180
Cannabis Regulatory Permit
Renewal $ 2,000 $ - $ - $ - $ - $ -
101-400-42190 Cannabis Revenue Raising Fee $ 200,000 $ 34,464 $ - $ - $ - $ 34,464 101-400-42200 Cannabis Regulatory Licensing Fee $ 45,000 $ 8,904 $ - $ - $ - $ 8,904 Total $ 250,000 $ 44,214 $ - $ - $ - $ 44,214

STAFF REPORT - CITY COUNCIL/SUCCESSOR AGENCY/PUBLIC FINANCE

AUTHORITY
Subject: Informational Only: FY25/26 Measure J Revenue Quarter Ending December 31, 2025
Meeting Date: Thursday, April 16, 2026
From: Sean Brewer, City Manager
Prepared by: Mai Vang, Financial Services Director
I. RECOMMENDATION:

II. BACKGROUND:

III. DISCUSSION:

The revenue received on December 31, 2025, was $1,143,088 for Measure J. This is 12% more than the quarterly anticipated targeted revenue of $1,015,500.

IV. ALTERNATIVES:

V. FISCAL IMPACT:

ATTACHMENTS:

F
ileNameDescription
Quarter_End_DEC_2025.docx.pdfMeasureJDec2025
Measure J
1% Transitions & Use Tax
Fiscal Year 2025-2026
Reporting Period Total
July 2025 $ 157,211
August 2025 $ 154,745
3rd Quarter True Up $ 289,048
October 2025 $ 138,084
November 2025 $ 141,725
4th Quarter True Up $ 262,276
January 2026 -
February 2026 -
1st Quarter True Up -
April 2026 -
May 2026 -
2nd Quarter True Up -
Total $ 1,143,088
Approved Revenue Budget $ 2,031,000
Anticipated Targeted Revenue $ 1,015,500
% of Revenue received over/(under)
Targeted Revenue 13% Over
Amount of Revenue received
over/(under) Targeted Revenue $ 127,588
$-
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
Jul - Sept
Q1
Oct - Dec
Q2
Jan - Mar
Q3
Apr - Jun
Q4
$605,000 $637,975
$510,638
$570,385
$601,004
$542,084

N/A N/A
MEASURE J 1% TRANSITIONS & USE TAX
FISCAL YEAR 24/25-25/26 COMPARISON
FY24/25
Actual
FY25/26
Actual

STAFF REPORT - CITY COUNCIL/SUCCESSOR AGENCY/PUBLIC FINANCE

AUTHORITY
Subject: Informational Only: FY25/26 Measure J Revenue Quarter Ending September 30, 2025
Meeting Date: Thursday, April 16, 2026
From: Sean Brewer, City Manager
Prepared by: Mai Vang, Financial Services Director
I. RECOMMENDATION:

II. BACKGROUND:

III. DISCUSSION:

The revenue received on September 30, 2025, for Measure J was $601,004. This is 18% more than the quarterly anticipated targeted revenue of $507,750.

IV. ALTERNATIVES:

V. FISCAL IMPACT:

ATTACHMENTS:

File Name Description
Quarter_End_Sept_2025.docx.pdf MeasureJSept2025
Measure J
1% Transitions & Use Tax
Fiscal Year 2025-2026
Reporting Period Total
July 2025 $ 157,211
August 2025 $ 154,745
3rd Quarter True Up $ 289,048
October 2025 $ 138,084
November 2025 $ 141,725
4th Quarter True Up $ 262,276
January 2026 -
February 2026 -
1st Quarter True Up -
April 2026 -
May 2026 -
2nd Quarter True Up -
Total $ 1,143,088
Approved Revenue Budget $ 2,031,000
Anticipated Targeted Revenue $ 1,015,500
% of Revenue received over/(under)
Targeted Revenue 13% Over
Amount of Revenue received
over/(under) Targeted Revenue $ 127,588
$-
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
Jul - Sept
Q1
Oct - Dec
Q2
Jan - Mar
Q3
Apr - Jun
Q4
$605,000 $637,975
$510,638
$570,385
$601,004
N/A

N/A N/A
MEASURE J 1% TRANSITIONS & USE TAX
FISCAL YEAR 24/25-25/26 COMPARISON
FY24/25
Actual
FY25/26
Actual

STAFF REPORT - CITY COUNCIL/SUCCESSOR AGENCY/PUBLIC FINANCE

AUTHORITY
Subject: Informational Only: FY25/26 Transient Occupancy Tax Revenue Ending December 31, 2025
Meeting Date: Thursday, April 16, 2026
From: Sean Brewer, City Manager
Prepared by: Mai Vang, Financial Services Director
I. RECOMMENDATION:

II. BACKGROUND:

III. DISCUSSION:

The year-to-date total for Transient Occupancy Tax revenue received on December 31, 2025, was $29,628.

This is 18% or $4,628 more than the anticipated total quarterly revenue of $25,000.

IV. ALTERNATIVES:

V. FISCAL IMPACT:

ATTACHMENTS:

File Name Description
Transient_Occupancy_Tax_for_Quarter_ending_Dec._2025.pdf TOTRevenueDec2025 July - September October -
December
January-March April-June
$17,519
$10,240
$8,134
$10,548
$14,599 $15,029

N/A N/A

TRANSIENT OCCUPANCY TAX
FY24/25-25/26 QUARTERLY COMPARISON
FY24/25 FY25/26

STAFF REPORT - CITY COUNCIL/SUCCESSOR AGENCY/PUBLIC FINANCE

AUTHORITY
Subject: Informational Only: FY25/26 Transient Occupancy Tax Revenue Ending September 30, 2025
Meeting Date: Thursday, April 16, 2026
From: Sean Brewer, City Manager
Prepared by: Mai Vang, Financial Services Director
I. RECOMMENDATION:

II. BACKGROUND:

III. DISCUSSION:

The FY25/26 Transient Occupancy Tax revenue received was $14,599 for the quarter ending September 30 ,2025. This is 16% or $2,099 more than the anticipated total quarterly revenue of $12,500.

IV. ALTERNATIVES:

V. FISCAL IMPACT:

ATTACHMENTS:

File Name Description
Transient_Occupancy_Tax_for_Quarter_ending_Sept._2025.pdf TOTRevenueSept2025 July - September October -
December
January-March April-June
$17,519
$10,240
$8,134
$10,548
$14,599

N/A N/A N/A

TRANSIENT OCCUPANCY TAX
FY24/25-25/26 QUARTERLY COMPARISON
FY24/25 FY25/26

STAFF REPORT - CITY COUNCIL/SUCCESSOR AGENCY/PUBLIC FINANCE

AUTHORITY
Subject: Declare Items as Surplus Property and Authorize Disposal Meeting Date: Thursday, April 16, 2026
From: Sean Brewer, City Manager
Prepared by: Yasmin Gonzalez, Financial Services Supervisor I. RECOMMENDATION:

Staff recommends the City Council declare City Hall office furniture as surplus and authorize disposal.

II. BACKGROUND:

City Hall has several pieces of office furniture that have not been utilized in several years and is taking up much needed space
III. DISCUSSION:

List of miscellaneous office furniture is attached. Office furniture shall be donated to a local non-profit and advertise once the Council has authorized the declaration of surplus property. Any unwanted items shall be disposed of.

IV. ALTERNATIVES:

Do not authorize surplus items, staff does not recommend.

V. FISCAL IMPACT:

No fiscal impact, one desk and conference table will be replaced which has been budgeted FY26/27.

ATTACHMENTS:

File Name Description
2604_Surplus.pdf Surplus Items List
APRIL 2026 SURPLUS

1. ROUND TABLE

2. (9) CHAIRS

3. (4) 4 -DRAWER FILE CABINETS

4. (1) 2-DRAWER FILE CABINET

5. BOOK SHELF

6. PLAN REVIEW DESK

7. TYPEWRITER

8. COUNTER WITH STORAGE

9. PRINTER STAND

10. (2) CREDENZAS

11. CONFERENCE TABLE

12. DESK

STAFF REPORT - CITY COUNCIL/SUCCESSOR AGENCY/PUBLIC FINANCE

AUTHORITY
Subject: Authorize City Manager to Proceed with Preliminary Study and Scope Development for SMART Sunset Corridor Project
Meeting Date: Thursday, April 2, 2026
From: Sean Brewer, City Manager
Prepared by: Jesse Barron, Assistant City Manager
I. RECOMMENDATION:

Authorize staff to initiate Traffic Data Collection (TDC) and analysis for the SMART Sunset Corridor Project to develop a comprehensive Traffic Operation, Safety, and MultimodalAccess Plan for the Sunset Avenue schoolcorridor, and authorize staff to implement near-term operational improvements, as appropriate, based on stakeholder consensus.

II. BACKGROUND:

The SMART Sunset Corridor Project is a targeted initiative to improve traffic operations, pedestrian safety, and multimodalaccess along the Sunset Avenue / Van Ness Street / Cambridge Avenue corridor.

This corridor serves multiple school sites, including elementary, middle, and high school facilities, and experiences high pedestrian volumes and concentrated drop-off/pick-up activity during peak school hours.

As a result, it represents one of the City’s highest priority areas for operationaland safety improvements.

Alta Planning + Design Inc. developed the City’s Active Transportation Plan (ATP) and is recommended for this effort based on their familiarity with localconditions, prior analysis, and established working relationship with City staff.

Initialcosts will be associated with consultant services for the corridor study scoping, concept planning and pre-design, staff is requesting an authorization not to exceed $50k.

The project is being structured to:

Maximize eligibility for external grant funding
Prioritize low-cost, high-impact near-term improvements Phase capitalexpenditures over time
III. DISCUSSION:

In coordination with Alta Planning + Design Inc., the proposed scope includes an evaluation of existing corridor conditions, including traffic circulation, curb management, pedestrian and bicycle access, and safety.

The study will provide a data driven analysis of traffic conflicts and operational deficiencies.

A phased approach is recommended, subject to Council direction, the planning phase will identify near-term operationalchanges, longer-term modifications, and potentialcapital improvements with concepts. The effort will help position the City to pursue external funding by developing grant-ready materials for programs such as ATP and SS4A.

The study area includes the Sunset Avenue corridor and adjacent school frontages and intersections, reflecting current traffic patterns and school related activity. Implementation will require coordination with the Coalinga-Huron Unified School District and City departments to ensure solutions are practical, supported, and effective.

Current conditions indicate:

Congested and inefficient traffic flow during peak periods Conflicts between vehicles, pedestrians, and bicyclists Inconsistent curbside management and loading/unloading practices Limited alignment with best practices for schoolaccess and safety The project is proposed to be delivered in two phases:

Phase 1 – Existing Conditions & Engagement
Analysis of traffic operations, multimodalconditions, curb use, and safety, combined with stakeholder outreach. Findings will inform recommended actions. Development and evaluation of improvement concepts, refinement of preferred strategies, and coordination and outreach with the community, stakeholders and City staff.

Phase 2 – Comprehensive Corridor Plan
Preparation of a unified implementation framework, including a Traffic Operations Plan, Safety Plan, and MultimodalAccess Plan, with identified capital projects, policy recommendations, and implementation priorities.

IV. ALTERNATIVES:

Authorize Project (Recommended)
Modify Scope or Study Area- Direct staff to revise project parameters prior to proceeding Do Not Proceed- Maintain current conditions without a coordinated improvement strategy V. FISCAL IMPACT:

Phase 1 for the TDC and analysis is expected to be an amount not to exceed $50K, funded from Measure C Flexible Funding - Profe4ssional Services.

The project is being structured to:

Maximize eligibility for external grant funding
Prioritize low-cost, high-impact near-term improvements Phase capitalexpenditures over time
Attached is Alta's proposal however this includes a menu of items that can be undertaken however staff is focused on initial planning and developing tangible concepts that can be developed for consideration and future planning and implementation.

ATTACHMENTS:

F
ileNameDescription
SMART_SUNSET_Exhibit.pdfSMARTSunset
Alta_Coalinga_SMART_Sunset_Proposal.pdfAltaProposal

304 12th Street, Suite 2A
Oakland, CA 94607
(510) 788-6878 | altago.com
altago.com
March 27th, 2026
Jesse Barron MPA, CBO, CASp, Assistant City Manager
City of Coalinga
155 W. Durian Ave
Coalinga, CA 93210
Re: SMART Sunset Educational Corridor Traffic Operations and Safety Study Dear Jesse,
We appreciate the opportunity to support the City of Coalinga in advancing the SMART Sunset project. Based on our conversations and site visit, Sunset Street presents a complex set of operational, safety and access challenges that will require a corridor-level response that integrates outreach, engineering, policy and behavior.

We have assembled a team of experts in complete streets design, safe routes to schools, parking & curb management, and traffic engineering that we believe is well suited to delivering the project. We approach school planning through a safety first framework, seeking to align city priorities with grant funding criteria. Following are our proposed staff for this project:
 Sam Corbett, Principal - Planning, Principal-in-Charge  Magnus Barber, Senior Associate - Planning, Project Manager  Siqing Yi, Associate I - Planning, traffic analysis and operations  Eric Purcell, Planner II, Safe-Routes-to-Schools & pick-up/drop-off specialist  Hal Williams, Senior Associate Engineer, engineering oversight and quality assurance  Amanda Zucker, Engineering Associate II, concept design lead  Austin Osburn, Engineering Designer I, concept design We have developed the following proposed scope, schedule and budget to address your requested outcomes. Please let us know if you have any questions or suggested changes.

Project Understanding
Sunset Street serves four schools clustered together on the northern end of Coalinga. The current condition is characterized by traffic congestion, disorganized and inefficient pick-up and drop-off, and a concern for pedestrian and bicyclist safety. The city therefore wishes to conduct a corridor-level study in order to develop a set of recommendations to reduce traffic conflict, improve safety for all users whether they are driving, walking or rolling to school, and to establish more efficient and predictable pick-up and drop-off operations.

Following our meeting with you, we understand the project area to be bounded to the west by California St, Cambridge Ave to the north, Sunset Ave to the east, and E Birch Ave to the south, as shown in Figure 1. 304 12th Street, Suite 2A
Oakland, CA 94607
(510) 788-6878 | altago.com
altago.com
Figure 1: Project Area
Proposed Scope
Task 1: Project Management
We will begin the project with an in-person kickoff meeting, including city staff and stakeholders the City may wish to invite such as school district staff or a representative from the parents-teachers association. During the meeting the group will review the proposed scope and schedule and confirm any changes. Either before or after the kickoff meeting, we will also conduct a walk audit with stakeholders (see Task 3) along with site visit of the study area.

We propose half hour biweekly coordination calls between Alta’s project manager and the city project manager.

Alta will invoice monthly on a time and materials basis, including a progress report covering tasks undertaken during the preceding month.
304 12th Street, Suite 2A
Oakland, CA 94607
(510) 788-6878 | altago.com
altago.com
For all deliverables: Alta will respond to a single set of consolidated, non-conflicting, comments on the draft in order to produce the final deliverable.

Deliverables:
 In-person kickoff meeting
 Finalized scope and schedule
 Site visit
 Biweekly coordination calls
Task 2: Existing Conditions
During the kickoff meeting and following site visit/walk audit, Alta will observe pick-up and drop-off operations at the schools. Alta will also observe circulation within the study area of parents driving and any children walking or bicycling. We will document bicycle amenities and parking facilities at the schools, as well as auto parking and bus stops.

We will review collision history in the study area using data from the Statewide Integrated Traffic Records Systems (SWITRS), to identify any potential collision hot spots in the study area or on major routes between the study area and residential areas. We will also request streetscape improvement plans in the area such as the current Caltrans Complete Streets project on SH 33 (Polk St) and SH 198 (Elm St).

Deliverables:
 Existing conditions memorandum
Task 3: Stakeholder Engagement
It will be important to engage with stakeholders to capture and understand their issues, concerns and priorities. We would suggest involving the representatives from the school district, potentially someone from each school, representatives from the parents-teachers association, and any other stakeholders that city staff feel should be invited.

We propose two meetings with stakeholders. The first meeting would be held the same day (or at least during the same trip to Coalinga) as the kickoff meeting, and would involve an introduction of the project to stakeholders and a walk audit of the main routes to the school and key intersections of concern. The second meeting would be held after the completion of the existing conditions, operational analysis, needs assessment, and development of draft alternatives – with the purpose of gathering stakeholder feedback on the draft alternatives for incorporation in the final recommendations.

Deliverables:
 Introductory meeting and walk audit with stakeholders  Second stakeholder meeting to review concepts and draft alternatives  Memorandum summarizing stakeholder input
304 12th Street, Suite 2A
Oakland, CA 94607
(510) 788-6878 | altago.com
altago.com
Task 4: Operational Analysis
We will develop a memorandum detailing current traffic operations in the study area, including the main routes taken by people driving, walking or bicycling, and potential conflict points between the different modes. The memorandum will be based on observations from the site visit and walk audit, a review of current operations and historical collision data, combined with testimony from City staff and stakeholders. The memo will take the form of a needs assessment, detailing observed operational and safety issues that will be addressed in Task 5 Alternatives Development.

Deliverables:
 Operational analysis memorandum
Task 5: Alternatives Development
Based on the data collection, observations, analysis, and outreach in tasks 2-4, we will develop three alternatives to address the loading, circulation and safety issues. The plan views will cover the streets with proposed changes within the project area and will take the form of CAD over aerial. Cross sections will be generated in StreetMix, providing images that quickly communicate planned changes and can be used for outreach. The changes may include a variety of measures such as street design changes to make the streets calmer, more predictable and safer; or curb management and loading zone changes to improve pick-up and drop-off. Specific recommendations will vary depending on observations and city/stakeholder preferences, but could include striping and signage changes, crosswalk enhancements (markings, signage, beacons, etc), curb extensions (bulbouts), striped or protected bicycle lanes, and traffic calming measures such as speed tables, raised crosswalks, roundabouts, traffic circles, chicanes or diverters.

We will develop a set of draft concepts for review with City staff, followed by a refined set of draft concepts that can be presented to stakeholders and City Council. Based on feedback from stakeholders and City Council, a final set of concepts will be produced. We have allowed for two rounds of review and revisions to the concept designs.

Deliverables:
 Up to two review meetings with City staff
 3 conceptual improvement alternatives
o CAD plan view drawings for the corridor
o Cross-sections
304 12th Street, Suite 2A
Oakland, CA 94607
(510) 788-6878 | altago.com
altago.com
Task 6: Cost Estimates
Alta will develop order-of-magnitude cost estimates based on recent local projects (if available), recent Alta projects, and California precedents, for the purposes of aiding city staff and elected officials to make informed decisions about the recommended alternatives and to support upcoming grant applications.

Deliverables:
 Order-of-magnitude cost estimates
Task 7: Grant Readiness
Our team includes several staff with experience assisting clients apply for active transportation, safety, and safe routes to schools grants. As we develop the recommendations and design alternatives, we will favor solutions that are both effective and also implementation focused and grant-ready. We will submit a memorandum with an overview of the relevant grants and which parts of the recommendations may be relevant for each grant.

Deliverables:
 Grant-readiness memorandum
Task 8: Phasing Strategy
We will develop a phasing memorandum that categorizes the projects by implementation timeline. Typically, phasing aligns with project readiness, cost and coordination requirements.  Near Term (within 1 year): improvements that can be implemented quickly due to low cost, minimal materials, or urgent safety needs. Examples might include signage, or educational materials.  Mid-Term (1-3 years): improvements requiring more coordination, higher costs, or specialized materials, but can still be delivered quickly. Examples might include striping for crosswalks or bike lanes, pick-up and dropoff zones.  Long-Term (3+ years): improvements that require significant changes, higher cost, or additional feasibility analysis. Examples might include intersection design changes, physically protected bike lanes, or larger traffic calming measures.

Deliverables:
 Phasing strategy memorandum
Task 9: Report
We will consolidate the memorandums from tasks 1-8 into a draft project report. Alta will respond to a single set of consolidated, non-conflicting, comments on the draft report to produce the final report. 304 12th Street, Suite 2A
Oakland, CA 94607
(510) 788-6878 | altago.com
altago.com
We will participate in up to two presentations for the City Council. We will follow your recommendation on the best approach and timing, but potentially the first meeting would present the draft recommendations and respond to any questions from councilors, and the second would present the final recommendations.

Deliverables:
 Draft and Final Report
 Up to two presentations to City Council
Proposed Schedule
We share the City’s desire to move this project forward as rapidly as possible. It will be crucial to engage with the school district in order to get buy-in on proposed changes and create an actionable plan, which sets some parameters around our proposed stakeholder engagement. The last day of school for the Coalinga Huron Unified School District is June 4th, which may not leave enough time for engagement until the beginning of the fall 2026-27 school year in August. We have built a draft schedule (see below for details) around the assumption that the school district is able to engage prior to the summer break, but we will work with City staff and the school district to determine realistic timing and will adjust the schedule with stakeholder engagement after the summer break if needed.

Budget
The time and materials budget provided on the following page reflects the scope outlined in the Alta team’s proposal.

Funding allocations are informed by our experience delivering similar work products and will provide the most efficient resources and staffing to deliver the scope efficiently while ensuring excellent quality. The total proposed budget is $167,420. Many of the tasks within our proposal can be scalable to meet the specific needs and constraints of the City of Coalinga. We are committed to closely collaborating with you to refine and adjust the project scope, ensuring it aligns perfectly with your goals and expectations. Our team is ready to work with you to tailor the scope to your satisfaction.

Sincerely,
Sam Corbett, Principal and MTP Group Leader
Alta Planning + Design, Inc.

Principal -
Planning, PIC
Associate -
Senior Planner,
PM
Associate I -
Planning Planner III
Associate - Sr.

Engineer
Associate II -
Engineering
Engineering
Designer III
Engineering
Designer I
Technical
Editor
Graphic
Designer III
Project
Accountant
Alta's
Hours
Alta
Expense
s
Alta's Sub
Total
Samuel Corbett Magnus Barber Siqing Yi Eric Purcell Hal Williams Amanda Zucker Em Katz Austin Osburn Katie Atkins Anne Bothner-By Kirsten Clausen $320 $260 $220 $150 $300 $240 $220 $160 $160 $160 $125
1 Project Management 8 25 0 14 0 4 0 0 0 0 16 67 $1,500 $ 15,620

1.01 Kick-off meeting 3 12 14 29 $1,500 $ 7,680

1.02 Biweekly check-in meetings 4 12 4 20 $ 5,360

1.03 Finalized scope and budget 1 1 2 $ 580

1.04 Admin and billing 16 16 $ 2,000
2 Existing Conditions 4 15 16 52 0 0 0 0 0 0 0 87 $ - $ 16,500

2.01 Document collection and review 2 8 10 $ 1,720

2.02 Historical crash data analysis (SWITRS) 2 4 6 $ 1,120

2.03 Multimodal circulation 2 8 10 $ 1,720

2.04 Site amenities (driveways, pickup/dropoff facilities, bicycle parking, lockers) 2 8 10 $ 1,720

2.05 GIS maps 1 16 17 $ 3,780

2.06 Existing Conditions memorandum 2 4 16 22 $ 4,080

2.07 Existing Conditions memorandum 2 2 8 12 $ 2,360
3 Stakeholder Engagement 3 24 0 0 0 0 0 0 0 0 0 27 $ - $ 7,200

3.01 Introductory meeting and walk audit 1 4 5 $ 1,360

3.02 Second stakeholder meeting 8 8 $ 2,080

3.03 Stakeholder input memorandum draft 1 8 9 $ 2,400

3.04 Stakeholder input memorandum final 1 4 5 $ 1,360
4 Operational Analysis 2 20 40 0 0 0 0 0 0 0 0 62 $ - $ 14,640

4.01 Review current site circulation, qualitative 1 8 16 25 $ 5,920

4.02 Operational analysis memorandum draft 1 8 16 25 $ 5,920

4.03 Operational analysis memorandum final 4 8 12 $ 2,800 5 Alternatives Development 3 22 0 0 24 28 76 150 0 0 0 303 $ - $ 61,320

5.01 Draft concept development, 3 concepts 3 6 12 12 40 80 153 $ 30,600

5.02 Client review meetings, up to 2 4 4 8 $ 2,000

5.03 Revised draft concepts 6 6 6 24 40 82 $ 16,480

5.04 Final concepts 6 6 6 12 30 60 $ 12,240
6 Cost Estimates 1 6 36 0 0 6 0 0 0 0 0 49 $ - $ 11,240

6.01 Order of magnitude cost estimates, draft 1 4 30 6 41 $ 9,400

6.02 Order of magnitude cost estimates, final 2 6 8 $ 1,840 7 Grant Readiness 10 12 0 0 0 0 0 0 0 0 0 22 $ - $ 6,320

7.01 Grant readiness memorandum, draft 8 8 16 $ 4,640

7.02 Grant readiness memorandum, final 2 4 6 $ 1,680
8 Phasing Strategy 2 6 20 0 0 0 0 0 0 0 0 28 $ - $ 6,600

8.01 Phasing strategy memorandum, draft 1 4 12 17 $ 4,000

8.02 Phasing strategy memorandum, final 1 2 8 11 $ 2,600 9 Report 4 42 24 28 0 0 0 0 20 10 0 128 $1,500 $ 27,980

9.01 Draft Report 2 16 16 16 16 8 74 $ 14,560

9.02 Final Report 1 6 8 12 4 2 33 $ 6,400

9.03 Presentations to City Council (up to 2) 1 20 21 $1,500 $ 7,020 Staff Hours 37 172 136 94 24 38 76 150 20 10 16 773
Labor Total 11,840 $ 44,720 $ 29,920 $ 14,100 $ 7,200 $ 9,120 $ 16,720 $ 24,000 $ 3,200 $ 1,600 $ 2,000 $ 164,420 $ Project Total (Labor + Expenses + Sub Markup) 11,840 $ 44,720 $ 29,920 $ 14,100 $ 7,200 $ 9,120 $ 16,720 $ 24,000 $ 3,200 $ 1,600 $ 2,000 $ 3,000 $ 167,420 $ Phase
Alta Planning + Design, Inc.
19–25 26–2 3–9
May 2026
10–16 17–23 24–30 31–6 7–13
Jun 2026
14–20 21–27 28–4 5–11 12–18
Jul 2026
19–25 26–1 2–8 9–15 16–22
Aug 2026
23–29 30–5 6–12 13–19 20–26
Sep 2026
27–3 4–10 11–17 18–24 25–31
Oct 2026
1–7 8–14 15–21 22–28 29–5
Nov 2026
6–12 13
Dec 2026
Coalinga SAFER Sunset
1 Project Management

1.01 Kick-off Meeting

1.03 Finalized scope and budget

1.02 Biweekly check-in meetings

1.04 Admin and billing
2 Existing Conditions

2.01 Document collection and review

2.02 Historical crash data analysis

2.03 Multimodal circulation

2.04 Site amenities

2.05 GIS maps

2.06 Existing conditions draft memorandum

2.07 Existing conditions final memorandum
3 Stakeholder Engagement

3.01 Introductory meeting and walk audit

3.02 Second stakeholder meeting

3.03 Stakeholder input draft memorandum

3.04 stakeholder input final memorandum
4 Operational Analysis

4.01 Review site circulation, qualitative

4.02 Operational analysis memorandum draft

4.03 Operational analysis memorandum final
5 Alternatives Development

5.01 Draft concept development, 3 concepts

5.02 Client review meetings, up to 2

5.03 Revised draft concepts

5.04 Final concepts
6 Cost Estimates

6.01 Order of magnitude cost estimates, draft

6.02 Order of magnitude cost estimates, final
7 Grant Readiness

7.01 Grant readiness memorandum, draft

7.02 Grant readiness memorandum, final
8 Phasing Strategy

8.01 Phasing strategy memo, draft

8.02 Phasing strategy memorandum, final
9 Report

9.01 Draft report

9.04 Second presentation to council

9.02 Final report

9.03 First presentation to council

STAFF REPORT - CITY COUNCIL/SUCCESSOR AGENCY/PUBLIC FINANCE

AUTHORITY
Subject: Authorize Assistant City Manager to Execute a Task Order with AM Consulting Engineers to Prepare the 2025 Urban Water Management Plan Meeting Date: Thursday, April 16, 2026
From: Sean Brewer, Interim City Manager
Prepared by: Jesse Barron, Assistant City Manager
I. RECOMMENDATION:

CouncilAuthorization for the Assistant City Manager to Execute a Task Order with AM Consulting Engineers (AMCE) to prepare the 2025 Urban Water Management Plan.

II. BACKGROUND:

In January of 2020, the City of Coalinga completed and approved the 2015 Urban Water Management Plan.

These plans are required by the State of California to be drafted and reviewed every five years. The document that was completed was for the years of 2015-2020.

III. DISCUSSION:

The Urban Water Management Planning Act requires urban water suppliers to update their UWMPs every five years and submit the adopted plan to DWR by July 1, 2026. While there have been no substantive statutory changes to the Water Code since the 2020 UWMP cycle, DWR has issued updated guidance, revised standardized submittal tables, and new reporting expectations that materially affect the scope and level of documentation required for the 2025 UWMP. In particular, the 2025 UWMP places increased emphasis on standardized table reporting, consistency with WUEdata, water loss standard compliance, and clarified accounting for stored water.

This proposal reflects those updates and provides a comprehensive scope of services to prepare a complete, defensible, and DWR-ready 2025 UWMP for the City of Coalinga.

IV. ALTERNATIVES:

The Council may choose to not proceed with updating the City’s Urban Water Management Plan and risk being ineligible for grants and other state and federal water infrastructure funding. Staff does not recommend.

Direct staff to an alternative to get the report completed by the due date of July 1, 2026.

V. FISCAL IMPACT:

This agreement will have no impact to the General Fund as it is funded by Water Enterprise funds. Sufficient funds exist in the Water Enterprise (Plant Operations Professional Services) fund to fulfill this totalagreement n
ottoexceed$39,000.00. ATTACHMENTS: File Name
Description
Coalinga_2025_UWMP_Proposal.pdfAMConsultingPropsal
5150 N Sixth Street, Suite 124
Fresno, CA 93710
Phone 559.473.1371
Fax 559.513.8449
February 19, 2026
Anthony Uribe
Utilities Supervisor/Project Manager
City of Coalinga
155 W. Durian
Coalinga, CA 93210
Re: Proposal for Engineering Services – 2025 Urban Water Management Plan Dear Michael,
AM Consulting Engineers (AMCE) is pleased to submit this proposal to assist the City of Coalinga (City) with preparation of its 2025 Urban Water Management Plan (UWMP). AMCE previously prepared the City’s 2015 UWMPs, in addition to the annual validated water audits and annual water supply and demand assessments, and is thoroughly familiar with the City’s water system, service area, water supply portfolio, and demand characteristics. This allows AMCE to efficiently build upon prior adopted plans while ensuring the 2025 UWMP fully complies with current Department of Water Resources (DWR) guidance and reporting expectations.

The Urban Water Management Planning Act requires urban water suppliers to update their UWMPs every five years and submit the adopted plan to DWR by July 1, 2026. While there have been no substantive statutory changes to the Water Code since the 2020 UWMP cycle, DWR has issued updated guidance, revised standardized submittal tables, and new reporting expectations that materially affect the scope and level of documentation required for the 2025 UWMP. In particular, the 2025 UWMP places increased emphasis on standardized table reporting, consistency with WUEdata, water loss standard compliance, and clarified accounting for stored water.

This proposal reflects those updates and provides a comprehensive scope of services to prepare a complete, defensible, and DWR-ready 2025 UWMP for the City of Coalinga.

Task 1 – Data Collection
AMCE will prepare a comprehensive list of data needs required for preparation of the 2025 UWMP and will coordinate with City staff to obtain available information. AMCE will develop a detailed UWMP outline identifying all required chapters, sections, and DWR standardized submittal tables consistent with the 2025 UWMP Guidebook. The outline will be based on the City’s adopted 2020 UWMP and will identify updates and refinements necessary to comply with current guidance, including standardized table reporting, water loss documentation, and stored water accounting. This outline will serve as the framework for preparation of the 2025 UWMP to ensure that all required analyses and documentation are included.

AMCE will coordinate with relevant agencies and include correspondence in an appendix (e.g., adjacent suppliers, Fresno County, groundwater agencies), include administrative items (i.e. Public Water System ID(s), number of connections, reporting basis (fiscal/calendar), and units of measure).

Task 2 – Water Demand Analysis
AMCE will prepare the Service Area Description, Water Use Characterization, SB X7-7, and Normal-Year Water Supply Characterization related demand chapters of the 2025 UWMP. The City’s system description will be updated to reflect current and projected population, climate conditions, housing density, development

patterns, and other relevant demographic and socioeconomic factors. AMCE will work with City staff to update population projections using planned land use, growth rates, and available planning documents.

Past, current, and projected water demands will be developed for five-year increments for residential, commercial, industrial, institutional, and landscape and recreational uses. Demand projections will incorporate seasonal variations and monthly demand patterns consistent with DWR standardized reporting tables. AMCE will quantify distribution system water loss using the City’s AWWA Water Loss Audit data and will document progress toward compliance with the State Water Resources Control Board’s water loss standard, as required for the 2025 UWMP.

This chapter will provide a reconciliation memo demonstrating consistency with prior WUE data submittals (e.g., past UWMP tables, AWWA audits), clearly state units (AF/MG) and whether data are reported on a fiscal or calendar-year basis, and Include a brief discussion of the Urban Water Use Objective (UWUO).

AMCE will also evaluate historical water use reductions associated with conservation programs and drought response actions and incorporate anticipated future conservation into demand projections. SB X7-7 compliance reporting will be updated to reflect the City’s 2020 target and actual 2020 water use, consistent with current DWR guidance for the 2025 UWMP cycle. A summary of current and future water demands will be prepared and provided to the City for review prior to finalization.

Task 3 – Water Supply Analysis
AMCE will prepare the System Supplies and Water Supply Reliability chapters of the 2025 UWMP. Existing descriptions and analyses from the 2020 UWMP and other recent planning efforts will be reviewed and updated as necessary. AMCE will evaluate the City’s water supply portfolio and quantify available supplies over a 25-year planning horizon under normal-year, single dry-year, and five consecutive dry-year conditions.

This chapter will include a statement of consistency with applicable Groundwater Sustainability Plan(s) under SGMA, and a short methods appendix documenting hydrologic sequences, climate variability assumptions, and selection of the driest five-year period.

This task will include updated accounting for groundwater recharge, conjunctive use, and stored water consistent with DWR’s clarified methodology to avoid double counting. Recycled water supplies and potential future uses will be evaluated and documented as applicable. Required DWR standardized water supply and reliability tables will be completed as part of this task.

Task 4 – Demand Management Measures
AMCE will review the Demand Management Measures chapter from the 2020 UWMP and update the section to reflect current programs and reporting expectations under the Final 2025 UWMP Guidebook.

The updated chapter will document measures implemented during the previous five years, as well as ongoing and planned measures intended to manage water demand and improve water use efficiency. The DMM Chapter will document progress toward 2020 SB X7-7 targets, provide rationale for any variances and summarize assumptions and estimated future savings for planned measures, with citations. Reporting will be structured to align with DWR’s streamlined demand management requirements.

Task 5 – Water Conservation and Shortage Contingency Plan AMCE will update the City’s water conservation programs and Water Shortage Contingency Plan (WSCP) to reflect current practices, regulatory requirements, and lessons learned from recent drought conditions.

This task will include review and refinement of shortage levels, demand reduction actions, enforcement measures, and implementation timing. AMCE will work with City staff to update descriptions of potential

revenue impacts during water shortage periods and identify potential rate adjustment considerations, consistent with UWMP guidance. The WSCP will includes the six standard shortage levels, communication protocols, compliance/enforcement, and evaluation procedures.

As part of this task, AMCE will prepare a Drought Risk Assessment based on the driest five-year historic sequence. The assessment will evaluate supply reliability under drought conditions and compare projected supplies and demands over a five-year drought period, considering climate variability and anticipated regulatory changes. Required DWR standardized tables related to the Water Shortage Contingency Plan and Drought Risk Assessment will be completed.

The WSCP will include a concise seismic risk assessment and mitigation summary and catastrophic interruption procedures. The WSCP will also include an Annual Water Supply and Demand Assessment (AWSDA) methodology section (decision logic, indicators, data sources) and include a one-page flowchart/SOP.

Task 6 – Prepare Draft 2025 UWMP
AMCE will prepare a complete Draft 2025 UWMP for City review. The draft will incorporate all required chapters, analyses, and standardized submittal tables identified in the 2025 UWMP Guidebook. The Draft UWMP will be provided in ADA -accessible PDF and Word formats for staff review, and DWR standardized tables will be provided in Excel format. AMCE will meet with City staff to review comments on the draft and will revise the document accordingly to prepare a Public Draft UWMP. AMCE will provide a completed Appendix F Checklist with page references. AMCE will assist the City with the public hearing notice and prepare presentation materials to support City Council review of the Public Draft UWMP.

Task 7 – Final 2025 UWMP
Following the public review period, AMCE will incorporate comments and prepare the Final 2025 UWMP.

The final document will be provided in ADA- accessible PDF and Word formats and prepared for formal adoption by the City Council. AMCE will assist with preparation of adoption materials and will support the City during the public hearing. Following adoption, AMCE will upload the Final UWMP and associated standardized table data to DWR’s WUE data portal and submit the required copy to the California State Library. AMCE will also assist the City in responding to any comments received from DWR during its review of the UWMP.

FEE
AMCE proposes to prepare the 2025 UWMP for a not to exceed fee of $39,000. Monthly progress invoices will be submitted based on work completed during the previous month.

We are ready to proceed immediately upon Notice to Proceed. We thank you in advance for considering our firm for these tasks and if you have any questions do not hesitate to call me at (559) 288-9172.

Sincerely,
Alfonso Manrique, PE
Principal

STAFF REPORT - CITY COUNCIL/SUCCESSOR AGENCY/PUBLIC FINANCE

AUTHORITY
Subject: Adopt Resolution No. 4317 Authorizing the City Manager to Execute Agreements for Water Conveyance Services for Pleasant Valley Water Conveyance Partners and for Gladstone California Water LP
Meeting Date: Thursday, April 16,2026
From: Sean Brewer, City Manager
Prepared by: Jesse Barron, Assistant City Manager
I. RECOMMENDATION:

City Council is recommended to approve a resolution and agreements for conveyance of water owned by Pleasant Valley Water Conveyance Partners (Farmers) and Gladstone California Water (LP) during the 2026/27 water year.

II. BACKGROUND:

The City has a history of providing untreated water services to both PVWCP and Gladstone. These wholesale activities benefit the city’s water ratepayers.

III. DISCUSSION:

These agreements are for transportation-only of farmer-owned water, not for the sale of excess City water. (Any proposed agreement(s) for sale of excess water will follow, depending on water availability.) Each year, the farmers request services from the city to move surface water they own through the Coalinga Canal, using the city’s conveyance agreement with Westlands Water District. The effort required by the City to provide this service is administrative and financial only. The agreements must be prepared and executed. Westlands personnel read the meters each month, then city staff prepare and issue the billing statements and collect the amounts due. For conveyance only, the proposed cost is unchanged at $25 /AF. Dan Bergmann of IGS continues to support this effort to ensure water volumes are tracked accurately, and billed and collected timely.

The attached agreements are proposed to be effective retroactively to March 1, 2026, which was the beginning of the 2026/2027 water year.

IV. ALTERNATIVES:

Approve the agreement (recommended)
Deny the agreement and not provide water conveyance. (not recommended) V. FISCAL IMPACT:

The projected net benefit to water enterprise rate payers is approximately $57,000, based on 2,300 AF of transfer water last year.

ATTACHMENTS:

File Name Description
Resolution_No_4317_2026_Water_Conveyance_Agreements.pdf Resolution No. 4317 2026_Conveyance_Agreement_COC_PVWCP.pdf 2026 ConveyanceAgreement COC& PVWCP RESOLUTION NO. 4317

RESOLUTION FOR CANAL CONVEYANCE SERVICES OF UNTREATED FARMER-OWNED WATER

WITH PLEASANT VALLEY WATER CONVEYANCE PARTNERS AND GLADSTONE CALIFORNIA WATER LP DURING THE 2026/27 WATER YEAR
WHEREAS, The City of Coalinga has a positive history of providing untreated water services to local farmers, specifically, to the Pleasant Valley Water Conveyance Partners (Farmers), and to Gladstone California Water LP (Gladstone); and
WHEREAS, the proposed agreements hereto are for conveyance only of farmer-owned agricultural water and do not include the sale of City’s excess USBR water; and WHEREAS, conveyance-only water transactions are beneficial to water ratepayers of the City; and WHEREAS, City desires to provide conveyance-only services to the Farmers and to Gladstone under similar terms and conditions as specified in the attached agreements, for the mutual benefit of all parties, and in conformity with applicable State and Federal regulations.

WHEREAS, the Water Year is defined as March 1, 2026, through February 28, 2027; and NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of Coalinga does hereby approve untreated water conveyance in accordance with the terms and conditions of the attached agreements to this Resolution, as follows.

1. Conveyance Agreements for the 2026/27 Water Year with:
a. Pleasant Valley Water Conveyance Partners
b. Gladstone California Water LP

2. The City Manager is authorized to execute the Agreements.

The foregoing resolution was duly adopted by the Coalinga City Council at a regular meeting held on the 16th day of April 2026, by the following vote, to wit:

AYES:

NOES:

ABSTAIN:

ABSENT:
___________________________
Nathan Vosburg, Mayor
Attest:
_____________________________
Shannon Jensen
City Clerk

WATER SUPPLY AGREEMENT

CITY OF COALINGA AND PLEASANT VALLEY WATER CONVEYANCE

PARTNERS, LLC
2026 Agreement
This Agreement is entered into by and between the City of Coalinga (“City”) and Pleasant Valley Water Conveyance Partners, LLC (“Farmers”), with respect to the following Recitals, which are a substantive part of this Agreement.

RECITALS
WHEREAS, Farmers routinely enters into water transfer agreements to convey Central Valley Project water from other water districts to Farmers’ parcels within the City’s place of use (Transfer Water); and
WHEREAS, the districts from which Farmers transfers water are contractors with the United States Department of the Interior, Bureau of Reclamation (USBR) and are entitled to receive Central Valley Project (CVP) water (Project Water) under the terms of their agreements with USBR, subject to the terms and conditions of each contract; and WHEREAS, the City is a contractor with USBR and is entitled to receive CVP water pursuant to USBR Contract No. 14-06-200-4173A-IR1-P; and WHEREAS, the City may elect to receive water requested to be transferred into the city, provided doing so is beneficial to ratepayers and does not jeopardize the City’s treated water supply; and
WHEREAS, Farmers shall be responsible for paying the City San Luis & Delta-Mendota Water Authority (SLDMWA) charges actually paid to SLDMWA by the City. Farmers shall also be responsible for paying COC for other costs and charges as may be imposed upon the Transfer Water by COC, including the Coalinga wheeling fee of $25.00/AF and WWD’s canal maintenance fees which will be paid by Coalinga to WWD.

NOW, THEREFORE, City and Farmers agree to the following:

1. Term of Agreement. The Agreement is effective March 1, 2026, and shall continue effective until February 28, 2027, unless water year 2026/27 water is rescheduled, in which case it shall be effective until May 31, 2027.

2. Delivery Schedule: Deliveries shall be as mutually agreed by City and Farmers on a month-to-month basis.

3. Price for Transfer Water Conveyed. The price for water conveyed only shall be the sum of:

A. San Luis Delta Mendota Water Authority Fee,
B. Westlands Canal Maintenance Fee,
C. Twenty-five dollars ($25) per AF, and
D. Any other fees incurred by City for conveyance only.

Farmers shall provide, or cause to provide, evidence of delivery of all Project Water conveyed by City on a monthly basis prior to the 10th day following each month of conveyance.

4. Notices, Billing, and Payment. City shall issue billing statements to Farmers following each month of water deliveries. Payment shall be rendered by Farmers to City within fifteen (15) days of the date of the statement. Notices, including billing statements may be communicated via email, provided the receiving party acknowledges receipt.

Billing Statements shall be sent to:

Pleasant Valley Water Conveyance Partners, LLC
c/o NK Development
13762 1st Avenue
Hanford, CA 93230
James Nichols
[email protected]
559-772-1582
Payments shall be made to:

City of Coalinga
155 W Durian Avenue
Coalinga, CA 93210
Ms. Mai Vang
Financial Services Director
[email protected]
559-935-1533 Ext. 129

5. Delivery Point. The Delivery Point for water sold hereunder shall be Farmers’ turn-out located near the end of the Coalinga Canal.

6. Resale Prohibited. Water sold to Farmers under this Agreement is explicitly for use by Farmers on land that is within City’s USBR Contractor Service Area. Farmers’ land for irrigation under this agreement is shown on the map on Attachment 1. Farmers shall not resale water purchased under this agreement.

7. Regulatory Compliance. The obligations of City and Farmers to perform under this Agreement are conditioned upon ongoing compliance, approvals, and consents, including without limitation consent from the USBR, Westlands Water District, the State Water Resources Control Board, and any other authority with jurisdiction impacting this Agreement.

8. Conflicts of Interest. Neither City, nor its City Manager, nor any City Council member, department head, manager, employee, consultant, or agent of City, shall give to or receive from any director, employee or agent of Farmers or any affiliate thereof any gift or entertainment of significant value, or any commission, fee, or rebate in connection with this Agreement.

9. Farmers. This Agreement is being entered into with Pleasant Valley Water Conveyance Partners, LLC. The Farmers that are parties to the LLC are listed as Attachment 2 (contact list).

10. Operating Communication. The City shall designate a representative for ongoing operating coordination with Farmers, and similarly Farmers shall designate a representative authorized to represent Farmers for operating coordination.

11. Counterpart Signatures. The parties hereto agree that this Agreement may be signed in counterparts such that each signature alone or combined with others agrees to this single binding Agreement.

IN WITNESS WHEREOF, City and Farmers agree to the terms and conditions herein.

CITY OF COALINGA
By: Date:

Sean Brewer
City Manager
ATTEST: APPROVED AS TO FORM:

City Clerk City Attorney
Intentionally Blank. Countersignatures Follow Next Page

NK DEVELOPMENT
By:

Signature
Name Printed

WEST LOST HILLS ROAD COALINGA
CA, LP
By:

Signature
Name Printed

FIRESTONE AVENUE COALINGA, CA LP
By:

Signature
Name Printed

SUTTER AVENUE COALINGA CA, LP
By:

Signature
Name Printed
NVBInv AF4, LLC
By:

Signature
Name Printed

KREYENHAGEN FAMILY, LLC
By:

Signature
Name Printed

Attachment 1
Maps of Farm Parcels in Green that can be Served by City of Coalinga (All sections shaded below)

Attachment 1 (cont.)
Maps of Farm Parcels in Green that can be Served by City of Coalinga (All sections shaded that are left of right two columns of sections)

Attachment 1 (cont.)
Maps of Farm Parcels in Green that can be Served by City of Coalinga (Lower left two sections on bottom row only)

Attachment 2

CONTACT LIST

PLEASANT VALLEY WATER CONVEYANCE PARTNERS
Sutter Avenue Coalinga CA, LP 25%
Lessee, Rod Stiefvater, 661-809-5199, [email protected]
Landowner, Gladstone, Kyle Murai, 949-735-2737, [email protected] 1521 Westbranch Drive, Suite 100
McLean, VA 22102
West Lost Hills Road Coalinga CA, LP (formerly Wood Ag Management, Inc) 12.5% Landowner, Gladstone, Kyle Murai, 949-735-2737, [email protected] 1521 Westbranch Drive, Suite 100
McLean, VA 22102
Firestone Avenue Coalinga CA, LP (formerly Devine Farms, LLC) 12.5% Lessee, Rod Stiefvater, 661-809-5199, [email protected]
Landowner, Gladstone, Kyle Murai, 949-735-2737, [email protected] 1521 Westbranch Drive, Suite 100
McLean, VA 22102
NBInv AF4, LLC 25%;
Manager, Agriglobe, Phillip Christensen, 559-439-7490, [email protected] Farm Manager, Taylor & Jeff Schmiedier, Taylor 559-349-7776, [email protected]
2787 W. Bullard Ave., Suite 106
Fresno, CA 93711
NK Development 18.75%;
James Nichols, 559-772-1582, [email protected]
Chuck Nichols, 559-772-4111, [email protected]
Farm Manager, Joe, 559-707-4650
13762 1st Ave.

Hanford, CA 93230
Kreyenhagen Family, LLC 6.25%
Scott Kreyenhagen (Signator), [email protected]
PO Box 270114
Louisville, CO 80027
James Kreyenhagen, [email protected]
Accounting & Water Order
Water Wise, Sarah Woolf, 559-341-0174, [email protected] 4955 E. Andersen, Suite 110
Fresno, CA 93727

STAFF REPORT - CITY COUNCIL/SUCCESSOR AGENCY/PUBLIC FINANCE

AUTHORITY
Subject: Waive Second Reading and Adopt Ordinance No. 878 Amending Chapter 6 of Title 7 of the Coalinga Municipal Code related to Summary Abatement of Public Nuisances
Meeting Date: Thursday, April 16, 2026
From: Sean Brewer, City Manager
Prepared by: Jesse Barron, Assistant City Manager
I. RECOMMENDATION:

Waive Second Reading and Adopt Ordinance No. 878 Amending Chapter 6 of Title 7 of the Coalinga Municipal Code Relating to Summary Abatement of Public Nuisances.

II. BACKGROUND:

Fire incidents within the City of Coalinga have raised questions about the City’s authority to immediately abate and place liens on fire-damages or burned properties within the City limits. Under Chapter 6 of Title 7 of the Coalinga Municipal Code, the City has an established property maintenance and nuisance abatement process. This process requires: (a) notice to the property owner describing the nuisance and required corrective action; (b) an opportunity for the owner to request an abatement hearing before the City Manager and appeal to the City Council; (c) City-performed abatement if the nuisance is not corrected; and (d) Councilapproval of abatement costs prior to placement of a lien, specialassessment, or personal obligation.

On February 5, 2026, the City Council reviewed a sample summary abatement ordinance from the City of Carlsbad, which outlined streamlined emergency authority, required documentation, post-abatement notice, and a path for confirmation of costs and lien placement.

III. DISCUSSION:

The attached ordinance provides for a summary abatement process. The abatement provides that a nuisance may be summarily abated without notice, hearing, or a warrant when immediate action is necessary to preserve or protect the public health and safety. The City Manager or designee shall make a determination that a public nuisance exists, posing an immediate risk to the health, safety, or welfare of the public, persons in the city, or the environment. The City Manager or designee shallattempt to contact the responsible party and property owner to request abatement of the nuisance prior to the City proceeding with summary abatement.

Upon such notice, the City Manager board, fence, or secure the building or site, raze and grade that portion of the building or site to prevent collapse or remove any hazard to the general public, and take any other action as reasonably appropriate under the circumstances of an immediate hazard.

The City Manager or designee shall prepare a report of summary abatement that contains a description of the time, duration, type, and extent of the nuisance; an evaluation of the risks to the health, safety, and welfare caused by allowing the nuisance to continue; steps taken to contact the responsible party or property owner; and allcosts associated with the summary abatement. Within ten (10) business days after the determination is made by the City Manager or designee to summarily abate the nuisance, a notice of determination and a copy of the report of summary abatement shall be served on the responsible party, the owner of record of the parcel of land where the nuisance originated, and all persons known to have any legal interest in the property.

Subsequently, a hearing to assess abatement costs and affirm whether immediate action was necessary to preserve or protect the health, safety, and/or welfare of the public, persons in the city and/or the environment shall be conducted before the City Councilat the request of the responsible party and/or the property owner.

The City Council shall determine whether the nuisance posed an immediate risk to the health, safety, or welfare of the public, persons in the City, and/or the environment; whether the responsible party and/or property owner was unavailable, incapable, and/or unwilling to abate the nuisance; the correct abatement cost; and confirm the report of summary abatement as presented or modified, among other things. The decision of the City Council shall be final.

In addition to any other applicable procedures, the cost of summary abatement may be collected or become a lien or specialassessment against the real property.

IV. ALTERNATIVES:

Do not waive the second reading and adopt Ordinance 878.

V. FISCAL IMPACT:

Fiscal impact is realized at the time of nuisance determination and subsequent abatement activities. All associated costs incurred by the City are recoverable through direct billing, property liens, or special assessments. Accordingly, while there may be short-term cash flow impacts, the long-term fiscaleffect to the City is minimal.

ATTACHMENTS:

File Name Description
Summary_Abatement_Ordinance_878.pdf Summary Abatement Ordinance No. 878 ORDINANCE NO. 878

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF COALINGA AMENDING CHAPTER 6 OF TITLE 7 OF THE COALINGA MUNICIPAL CODE

RELATING TO SUMMARY ABATEMENT OF PUBLIC NUISANCES
The City Council of the City of Coalinga does hereby ordain as follows:

Section 1. Article 4 of Title 7 of the Coalinga Municipal Code is hereby amended to read as follows:
“Article 4. – Summary abatement”
Section 2. Section 7-6.401 of the Coalinga Municipal Code is hereby amended to read as follows:

Section 7-6.401 General.

A nuisance may be summarily abated without notice, hearing, or a warrant when immediate action is necessary to preserve or protect the public health and safety.

Summary abatement actions are not subject to all of the requirements of Article 3 of this chapter, but instead shall be subject to the following requirements.

Section 3. Section 7-6.402 of the Coalinga Municipal Code is hereby amended to read as follows:

Section 7-6.402 Determination of summary abatement.

A. The City Manager or designee shall make a determination that a public nuisance exists that poses an immediate risk to the health, safety, or welfare of the public, persons in the city, or the environment.

B. Whenever possible, the city shall attempt to contact the responsible party and property owner to request abatement of the nuisance prior to the city proceeding with summary abatement. If the responsible party and property owner are not available, or are incapable, or unwilling to abate the nuisance, the city may proceed with summary abatement using the minimum level of correction or abatement as necessary to eliminate the immediacy of the hazard.

C. Notwithstanding the requirement in subsection B, the City Manager or designee may exercise the following powers without prior notice to the responsible party and property owner:

1. Order the immediate vacation of any tenants and prohibit occupancy until all repairs are completed.

2. Post the premises as unsafe, substandard, or dangerous.

3. Board, fence, or secure the building or site.

4. Raze and grade that portion of the building or site to prevent further collapse and remove any hazard to the general public.

5. Make any minimal emergency repairs as necessary to eliminate any imminent life safety hazard.

6. Take any other action as reasonably appropriate under the circumstances of an immediate hazard.

7. Exercise any of the summary abatement powers listed in this subsection to remove items placed or stored on city property, sidewalks, or public rights-of-way.

8. Pursue any administrative or judicial remedy to abate any remaining public nuisance.

Section 4. Section 7-6.403 of the Coalinga Municipal Code is hereby amended to read as follows:

Section 7-6.403 Summary abatement cost report.

A. The City Manager or designee shall maintain the following records and shall prepare a report of summary abatement that contains the following:

1. A description of the time, duration, type, and extent of the nuisance;

2. An evaluation of the risks to the health, safety, and welfare of the public and/or the environment caused by allowing the nuisance to continue;

3. Steps taken to contact the responsible party and property owner;

4. All costs associated with the investigation and summary abatement of the nuisance, including the costs of personnel, equipment, facilities, materials, and other external resources.

B. Within ten (10) business days after the determination is made by the City Manager or designee to summarily abate the nuisance, a notice of determination and a copy of the report of summary abatement shall be served on the responsible party, the owner of record of the parcel of land where the nuisance originated, and all persons known to have any legal interest in the property. The city may charge the responsible party or the property owner with the full costs of investigation and summary abatement of the nuisance.

Section 5. Section 7-6.404 of the Coalinga Municipal Code is hereby amended to read as follows:

Section 7-6.404 Summary abatement hearing.

A. A hearing to assess abatement costs and affirm whether immediate action was necessary to preserve or protect the health, safety, and/or welfare of the public, persons in the city and/or the environment shall be conducted before the City Council at the request of the responsible party and/or the property owner.

B. The responsible party and/or the property owner must file a written request for a hearing with the City Clerk within thirty (30) calendar days of the receipt of the notice of determination and report of summary abatement.

C. The hearing shall be scheduled before the City Council within sixty (60) calendar days of receipt of the request for a hearing.

D. Within thirty (30) calendar days of receipt of the notice of determination and the report of summary abatement, and at least thirty (30) calendar days prior to the scheduled hearing date, the responsible party and/or property owner may file a request with the City Clerk for any and all evidence and objections regarding the need for summary abatement and/or the abatement costs.

E. The hearing and consideration may be continued from time and time and upon its conclusion, the City Council shall, by resolution:

1. Determine whether the nuisance posed an immediate risk to the health, safety, or welfare of the public, persons in the city, and/or the environment.

2. Determine whether the responsible party was unavailable, incapable, and/or unwilling to abate the nuisance.

3. Determine the correct abatement cost.

4. If necessary, modify the report of summary abatement to conform such findings as indicated above.

5. Confirm the report of summary abatement as presented or modified.

6. State the date of the summary abatement order.

7. Determine and state the correct legal description of the subject property, the correct county assessor’s parcel number, the street address, and the name and address of the record owner based on the last equalized assessment roll or the supplemental roll, whichever is more current.

F. The decision of the City Council shall be final.

Section 6. Section 7-6.405 of the Coalinga Municipal Code is hereby amended to read as follows:

Section 7-6.405 Collection of cost of summary abatement.

In addition to any other applicable procedures, the cost of summary abatement may be collected in accordance with Section 7-6.304 or become a lien or special assessment against the property in accordance with Section 7-6.305.

Section 7. Article 5 of Title 7 of the Coalinga Municipal Code is hereby amended to read as follows:
“Article 5. – Penalties”
Section 8. Section 7-6.501 of the Coalinga Municipal Code is hereby amended to read as follows:

Section 7-6.501 Civil fines.

Any person who violates any of the provisions of this chapter or any of the provisions of any written authority issued by the Director of Public Works, or his designee, shall be liable for a civil penalty of not less than one hundred dollars ($100.00), nor more than one thousand dollars ($1,000.00), per day for each and every day, or any part thereof, during which any such violation is committed, continued or permitted, which shall be assessed and recovered in a civil action brought in the name of the City.

In any civil action commenced by the City under this chapter, the City shall be entitled to recover from the defendant in any such action reasonable attorney's fees and costs of suit.

Section 9. Section 7-6.502 is hereby added to Article 5 of Title 7 of the Coalinga Municipal Code to read as follows:

Section 7-6.502 Infraction/misdemeanor.

Any person who violates any of the provisions of this chapter or any of the provisions of any written authority issued by the Director of Public Works, or his designee, shall be guilty of an infraction/misdemeanor. Each and every day, or any part thereof, during which any such violation is committed, continued or permitted, shall be a separate offense.

Section 10. Section 7-6.503 is hereby added to Article 5 of Title 7 of the Coalinga Municipal Code to read as follows:

Section 7-6.503 Prosecution.

Every violation of this chapter shall be a misdemeanor; provided, however, that where the City Attorney has determined that such action would be in the best interests of justice, the City Attorney may specify in the accusatory pleading that the violation shall be prosecuted as an infraction.

Section 11. Section 7-6.504 is hereby added to Article 5 of Title 7 of the Coalinga Municipal Code to read as follows:

Section 7-6.504 Penalty for infraction.

Each and every violation of this chapter which is deemed an infraction is punishable by:
(a) A fine not exceeding one hundred dollars ($100.00) for the first violation; (b) A fine not exceeding two hundred dollars ($200.00) for the second violation of the same or similar provision within a one-year period; or (c) A fine not exceeding five hundred dollars ($500.00) for each additional violation, after the second, of the same or similar provision of this chapter within a one-year period of the first violation.

Section 12. Section 7-6.505 is hereby added to Article 5 of Title 7 of the Coalinga Municipal Code to read as follows:

Section 7-6.505 Penalty for misdemeanor.

Each and every violation of this chapter which is deemed a misdemeanor is punishable by a fine of not more than one thousand dollars ($1,000.00), or by imprisonment in the City or County jail for a period of not exceeding six (6) months, or by both fine and imprisonment.

Section 13. Article 6 of Title 7 is hereby added to the Coalinga Municipal Code to read as follows:
“Article 6. – Severability”
Section 14. Section 7-6.601 is hereby added to Article 6 of Title 7 of the Coalinga Municipal Code to read as follows:

Section 7-6.601 Severability.

If any provision, clause, sentence or paragraph of this chapter or the application thereof to any person or circumstances shall be held invalid, such invalidity shall not affect the other provisions or applications of the provisions of this chapter which can be given effect without the invalid provision or application, and to this end, the provisions of this chapter are declared severable.

Section 15. This ordinance shall take effect thirty (30) days after its adoption.

Section 16. The City Clerk is authorized and directed to cause this ordinance or a summary of this ordinance to be published once in a newspaper of general circulation published and circulated in the City of Coalinga, within fifteen (15) days after its adoption. If a summary of this ordinance is to be published, then the City Clerk shall cause a summary of the proposed ordinance to be published and a certified copy of the full text of the proposed ordinance to be posted in the office of the City Clerk at least five (5) days prior to the Council meeting at which the ordinance is adopted, and also shall cause a certified copy of the full text of the adopted ordinance to be posted in the office of the City Clerk after the meeting at which the ordinance is adopted. The summaries shall be approved by the City Attorney.
* * * *
The foregoing ordinance was introduced by the City Council of the City of Coalinga, California, at a regular meeting held on April 2, 2026, and was passed and adopted by the City Council on April 16, 2026, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

APPROVED:
______________________________
Mayor
ATTEST:
______________________________
City Clerk/Deputy City Clerk

STAFF REPORT - CITY COUNCIL/SUCCESSOR AGENCY/PUBLIC FINANCE

AUTHORITY
Subject: Authorize City Manager to Execute Task Orders with the City Engineer for Design Engineering for Solar LED Street Lighting infrastructure Funded by the Affordable Housing and Sustainable Communities Program Transportation Related Amenities Meeting Date: Thursday, April 16, 2026
From: Sean Brewer, City Manager
Prepared by: Jesse Barron, Assistant City Manager
I. RECOMMENDATION:

CouncilAuthorization for the City Manager to execute Task Order for Design Engineering Services for the Solar LED Street Lighting infrastructure Funded by the Affordable Housing and Sustainable Communities Program – Transit Related Amenities (TRA).

II. BACKGROUND:

On February 15,2024 Council proceeded with executing Design & Construction Engineering Task Orders with the City Engineer to design locations for new curb ramps, bike lanes, crosswalks and new solar street lights for the Affordable Housing & Sustainable Communities Transit Related Amenities Project. Subsequent coordination with the grant administrator confirmed the availability of additional project funding in the amount of $352,000. With these supplemental funds, the project scope has been expanded to include the purchase and installation of solar LED street lighting at additional locations throughout the City. The Solar LED Street Lights will be installed along University Avenue to Cambridge Avenue, between North Joaquin Street and California Street, and along Coolidge Street to East Roosevelt Street, between Hayes Street and North Garfield Street.

III. DISCUSSION:

Attached is the work order for Design Engineering from the City Engineer for the design support of the Solar LED Street Lighting plans. Once approved by the City Council, the City Engineer will begin immediately on design in order to proceed with this project expeditiously.

IV. ALTERNATIVES:

None.

V. FISCAL IMPACT:

The design engineering costs of $30,000 are reimbursable under the corresponding grant and shall not have an impact on the general fund.

ATTACHMENTS:

File Name Description
2965B_Work_Order_Design_Engineering_Additional_Solar_Lights.pdf TCE Work Order

PROFESSIONAL SERVICES WORK ORDER

DESIGN ENGINEERING
This agreement entered into the 16th day of April, 2026 between City of Coalinga (hereinafter called the Client) and the Consultant Tri City Engineering (hereinafter called Consultant) for services in connection with the following project: Affordable Housing and Sustainable Communities Program – Transit Related Amenities (TRA). The Client and Consultant's rights, duties, and obligations hereunder will be performed in accordance with the terms and conditions of the Agreement for Professional Services between Client and Consultant dated October 26, 2021 which is fully incorporated herein by reference.

I. Scope of Services. The Consultant's services will consist of the following:
• Develop Final Design: includes; development of final design and analysis for City staff review; includes Solar LED Street Lighting infrastructure construction in Coalinga from University Avenue to Cambridge Avenue between North Joaquin Street and California St; Coolidge Street to East Roosevelt Street between Hayes Street and North Garfield Street; Develop preliminary construction cost estimates, site visits, walks, and pictures; City Staff meetings to review design, issues and costs.
• Develop Final Plan Set: includes; 1 set of Street Lighting Final Plans; includes design engineering, detailed project data, construction plans and final working drawings of the Solar LED Street Lighting locations.
• State Water Resources Control Board General Permit: includes; calculations and preparation of NPDES General Permit (NOI) application for required permit and Contractor Compliance. • Develop Bid Documents: includes; development of bidding documents, final engineers cost estimate for new Solar LED Street Lighting infrastructure and release for bidding; specifications, addendums, public advertising of project.
• Project Management: includes; project management during bidding process including “Request for Information” through advertisement period, public assistance, meeting, and site visits. Prepare and conduct Contractor Bid opening and/or RFP and/or RFP, and develop summary reports for City Manager review. Prepare draft staff report for City Council Public Hearing and assist City Manager with award of bid.

II. Additional Services. Any services not specifically provided for under Section I above shall be Additional Services. Only if mutually agreed to in writing by client or consultant shall consultant perform such additional services.

III. Consultant's Compensation. In consideration for Consultant providing the services noted above, the Client agrees to compensate the Consultant as follows:
$30,000.00
Retainer. The Client shall make an initial payment of -0- dollars ($0.00) (retainer) upon execution of this Agreement. This retainer shall be held by the Consultant and applied against final invoices.

Payment Due. Invoices shall be submitted by the Consultant monthly, are due upon presentation, and shall be considered past due if not paid within ten (10) calendar days of the due date.

Interest. If payment in full is not received by the Consultant within 30 calendar days of the due date, invoices shall bear interest at one-and-one-half (1.5) percent of the PAST DUE amount per month, which shall be calculated from the invoice due date. Payment thereafter shall first be applied to accrued interest and then to the unpaid principal.

Collection Costs. If the Client fails to make payments when due and the Consultant incurs any costs in order to collect overdue sums from the Client, the Client agrees that all such collection costs incurred shall immediately become due and payable to the Consultant. Collection costs shall include, without limitation, legal fees, and expenses, court costs, collection bonds and reasonable Consultant staff costs at standard billing rates for the Consultant’s time spent in efforts to collect.

This obligation of the Client to pay the Consultant’s collection costs shall survive the term of this agreement or any earlier termination by either party.

Set-offs, Back charges, Discounts. Payment of invoices shall not be subject to any discount or set-offs by the Client, unless agreed to in writing by the Consultant. Payment to the Consultant for services rendered and expenses incurred shall be due and payable regardless of any subsequent suspension or termination of this Agreement by either party.

In witness thereof, the parties hereto have accepted, made and executed this agreement upon the terms, conditions and provisions above stated, the day and year first above written.

Consultant: By Client: By
Signature Signature
Name: Daniel E. Jauregui Name: Sean Brewer
For: Tri City Engineering For: City of Coalinga
Title: President Title: City Manager
Address: 4630 W Jennifer Ave #101 Address: 155 W. Durian Ave Fresno, CA 93722 Coalinga, CA 93210
Reference: 2965

STAFF REPORT - CITY COUNCIL/SUCCESSOR AGENCY/PUBLIC FINANCE

AUTHORITY
Subject: Introduce and Waive First Reading of Ordinance No. 879 Amending Section 3-

9.02 of the Municipal Code related to Cannabis Tax
Meeting Date: Thursday, April 16, 2026
From: Sean Brewer, City Manager
Prepared by: Jesse Barron, Assistant City Manager
I. RECOMMENDATION:

Introduce and Waive First Reading of Ordinanace No. 879 Amending Section 3-9.02 of the Municipal Code Relating to Cannabis Tax.

II. BACKGROUND:

Section 3-9.02 of Chapter 9 of Title 3 of the Coalinga Municipal Code establishes a "Gross receipts" tax for commercial cannabis operations. The City Council has requested to amend section 3-9.02 to allow the established tax for various cannabis operations to be reduced from 10% to 5%.

III. DISCUSSION:

City Council was provided with information at the February 19th City Council Meeting to evaluate whether the City’s existing tax rate remains appropriate in relation to market conditions, regionalcompetitiveness, and long-term revenue considerations.

The City of Coalinga currently imposes a local retailcannabis sales tax of 10 percent on gross receipts. The City Council has directed Staff to reduce the 10 percent tax rate on gross receipts to 5 percent to keep in line with other jurisdictions.

IV. ALTERNATIVES:

None.

V. FISCAL IMPACT:

The average quarterly amount currently coming in from "gross" receipts is approximately $36,500. The 5 percent reduction will decrease the "gross" receipt revenue by half.

ATTACHMENTS:

File Name Description
ORDINANCE_NO_879.pdf Ordinance No. 879
ORDINANCE NO. 879
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF COALINGA AMENDING SECTION 3-

9.02 OF CHAPTER 9 TITLE 3 OF THE COALINGA MUNICIPAL CODE

RELATING TO CANNABIS TAX
The City Council of the City of Coalinga does hereby ordain as follows:

Section 1. Sec. 3-9.02. Dispensary gross receipts tax is amended to read:

The owner/operator of a cannabis dispensary located in the City of Coalinga shall pay a five (5) ten (10) percent gross receipts tax. "Gross receipts" is defined as: The total amount actually received or receivable from all cannabis dispensary sales; the total amount of compensation actually received or receivable for the performance of any act or service, of whatever nature it may be, for which a charge is made or credit allowed, whether or not such act or service is done as a part of or in connection with the sale of materials, goods, wares or merchandise; discounts, rents, royalties, fees, commissions, dividends, and gains realized. Included in "gross receipts" shall be all receipts, cash, credits and property of any kind or nature, without any deduction therefrom on account of the cost of the property sold, the cost of the material used, labor or service costs, interest paid or payable, or losses or other expenses whatsoever.

The foregoing Ordinance was introduced by the City Council of the City of Coalinga, California, at a regularly scheduled meeting held on April 16, 2026, and was passed and adopted by the City Council at a regular meeting held on May 7, 2026, by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:

APPROVED:
____________________________
Nathan Vosburg, Mayor
ATTEST:

____________________________
Shannon Jensen, City Clerk

STAFF REPORT - CITY COUNCIL/SUCCESSOR AGENCY/PUBLIC FINANCE

AUTHORITY
Subject: Approve Memorandum of Understanding (MOU) between the City of Coalinga and Coalinga Police Officers' Association
Meeting Date: Thursday, April 16, 2026
From: Sean Brewer, City Manager
Prepared by: Sean Brewer, City Manager
I. RECOMMENDATION:

City Manager recommends approving the MOU.

II. BACKGROUND:

The City of Coalinga have met and negotiated in good faith. The proposed MOU is attached. The item will be attached to this report prior to the meeting.

III. DISCUSSION:

IV. ALTERNATIVES:

Do not approve.

V. FISCAL IMPACT:

ATTACHMENTS:

File Name Description
POA_DRAFT_MOU_041626.pdf POA MOU- Draft

MEMORANDUM OF UNDERSTANDING

BETWEEN AND FOR

CITY OF COALINGA
AND

COALINGA POLICE

OFFICERS' ASSOCIATION
April 1,2026 - March 30, 2027

MOU BETWEEN CITY OF COALINGA & COALINGA POA

TABLE OF CONTENTS
ARTICLE I INTENT AND PURPOSE..........................................................................................4 SECTION 1.01. INTENT AND PURPOSE. ....................................................................................4 ARTICLE II FULL UNDERSTANDING ........................................................................................4 SECTION 2.01. FULL UNDERSTANDING. ...................................................................................4 ARTICLE III RECOGNITION AND NON-DISCRIMINATION .......................................................4 SECTION 3.01. RECOGNITION AND COVERED EMPLOYEES .................................................4 SECTION 3.02. NON-DISCRIMINATION.......................................................................................5 SECTION 3.03. ASSOCIATION AFFILIATION. .............................................................................5 SECTION 3.04. PARTICIPATION IN UNION ACTIVITIES. ...........................................................5 ARTICLE IV DUES DEDUCTION..................................................................................................5 SECTION 4.01. DUES DEDUCTION. ............................................................................................5 ARTICLE V AUTHORIZED REPRESENTATIVES ......................................................................5 SECTION 5.01 AUTHORIZED REPRESENTATIVES. ..................................................................5 SECTION 5.02. TIME OFF FOR REPRESENTATIVES. ...............................................................5 ARTICLE VI HOURS AND WORKING CONDITIONS..................................................................6 SECTION 6.01. WORK SCH EDULES. .........................................................................................6 SECTION 6.02. WORK SCHEDULE CHANGES...........................................................................6 SECTION 6.03. OVERTIME...........................................................................................................6 SECTION 6.04. CALLBACK PAY...................................................................................................7 SECTION 6.05. COURT PAY.........................................................................................................7 SECTION 6.06. STANDBY PAY.....................................................................................................7 SECTION 6.07. ANNUAL TRAINING.............................................................................................7 ARTICLE VII WAGES.....................................................................................................................7 SECTION 7.01. WAGES. ...............................................................................................................7 SECTION 7.02. SALARY ADJUSTMENT. .....................................................................................8 SECTION 7.03. OUT-OF-CLASS PAY...........................................................................................8 SECTION 7.04. EDUCATIONAL ACHIEVEMENT COMPENSATION / TRAINING INCENTIVE PAY. ........................................................................................................................................................8 SECTION 7.05. LONGEVITY PAY.................................................................................................8 SECTION 7.06. TRAINIING PAY. ..................................................................................................9 SECTION 7.07. CANINE OFFICER PAY. ......................................................................................9 SECTION 7.08. SHIFT DIFFERENTIAL PAY. ...............................................................................9 SECTION 7.09. BILINGUAL PAY...................................................................................................9 SECTION 7.10. EXPLORER ADVISOR PAY...............................................................................10

MOU BETWEEN CITY OF COALINGA & COALINGA POA

SECTION 7.11. SIGN ON BONUS...............................................................................................10 ARTICLE VIII VACATION, SICK AND HOLIDAY LEAVE .......................................................10 SECTION 8.01. VACATION ACCRUAL. ......................................................................................10 SECTION 8.02. VACATION USE.................................................................................................10 SECTION 8.03. HOLIDAY LEAVE. ..............................................................................................10 SECTION 8.04. HOLIDAY VACATION BUY BACK. ....................................................................11 SECTION 8.05. MAXIMUM SICK LEAVE ACCRUAL..................................................................11 SECTION 8.06. CONVERSION OF SICK LEAVE. ......................................................................11 ARTICLE IX HEALTH AND WELFARE......................................................................................11 SECTION 9.01. HEALTH AND LIFE INSURANCE COMMITTEE. ..............................................11 SECTION 9.02. CHANGES IN BENEFITS...................................................................................11 SECTION 9.03. RETIREMENT PLAN..........................................................................................12 SECTION 9.04. DEFERRED COMPENSATION..........................................................................12 SECTION 9.05. COMPREHENSIVE BEN EF ITS PACKAGE.....................................................12 SECTION 9.06. CALIFORNIA LABOR CODE SECTION 4850. ..................................................12 SECTION 9.07. POLICE GYM. ....................................................................................................13 SECTION 9.08 RETIREMENT COMMITTEE...............................................................................13 SECTION 9.09. GUN PURCHASE PROGRAM. ..........................................................................13 SECTION 9.10. PHYSICAL FITNESS INCENTIVE: ....................................................................13 SECTION 9.11. FITNESS EQUIPTMENT MAINTENANCE ALLOWANCE.................................13 ARTICLE X UNIFORMS.............................................................................................................14 SECTION 10.01. UNIFORM ALLOWANCES...............................................................................14 SECTION 10.02. BALLISTIC VEST. ............................................................................................14 ARTICLE XI CITY RIGHTS .........................................................................................................14 SECTION 11.01. CITY RIGHTS...................................................................................................14 ARTICLE XII GRIEVANCE PROCEDURE...................................................................................15 SECTION 12.01. GRIEVANCE PROCEDURE ............................................................................15 ARTICLE XIII DISCIPLINARY APPEAL PROCESS................................................................15 SECTION 13.01. APPEALS. ........................................................................................................15 ARTICLE XIV AMERICANS WITH DISABILITIES ACT...........................................................16 SECTION 14.01. AMERICANS WITH DISABILITIES ACT..........................................................16 ARTICLE XV FUTURE NEGOTIATIONS.....................................................................................16 SECTION 15.01. FUTURE NEGOTIATIONS...............................................................................16 ARTICLE XVI DURATION OF AGREEMENT...........................................................................16 SECTION 16.01. DURATION OF AGREEMENT. ........................................................................16

MOU BETWEEN CITY OF COALINGA & COALINGA POA

MEMORANDUM OF UNDERSTANDING
This Memorandum of Understanding is made and entered into on April 1, 2026, by and between the City of Coalinga, hereinafter referred to as the "City," and the Coalinga Police Officers' Association, hereinafter referred to as the "Association".

ARTICLE I INTENT AND PURPOSE
SECTION 1.01. INTENT AND PURPOSE.

The intent and purpose of this Agreement is to foster open communication and a spirit of good will between the employees of the City represented by the Coalinga Police Officers' Association, a recognized unit of representation, and the City of Coalinga, a Municipal Corporation and political subdivision of the State of California, regarding the mutual obligation of the parties to meet and confer in "good faith" regarding wages, benefits, and other terms and conditions of employment as required by that section of the California Government Code known as the Meyers-Milias-Brown Act.

ARTICLE II FULL UNDERSTANDING
SECTION 2.01. FULL UNDERSTANDING.

The Association and the City agree that during the negotiations which resulted in this Agreement, each had the unlimited right and opportunity to make demands and proposals with respect to any subject or matter within the scope of bargaining and that this present document represents the full and complete understanding and agreement of the parties on the terms and conditions of employment specifically addressed herein.

ARTICLE III RECOGNITION AND NON-DISCRIMINATION
SECTION 3.01. RECOGNITION AND COVERED EMPLOYEES.

The City hereby confirms its continued recognition of the Association as the exclusive representative of all regular full time and probationary employees within the job classification listed below as covered by this Agreement, subject to an individual employee's right to self-representation as provided by Government Codes Section 3502.

Employe es in the following classifications are covered by this agreement:

Police Sergeant
Police Corporal
Police Officer
Management, temporary, volunteers, reservists, part-time, and civilian employees of the Police Department are not included in the recognized unit of representation and are not covered by this agreement.

MOU BETWEEN CITY OF COALINGA & COALINGA POA

SECTION 3.02. NON-DISCRIMINATION.

The City and the Association agree that there will be no discrimination against any employees because of race, religious creed, color, sex, sexual harassment, national origin, age, marital status, medical condition, sexual orientation, physical or mental disability or any other basis protected by federal, state, or local law or ordinance or regulation.

SECTION 3.03. ASSOCIATION AFFILIATION.

The City and the Association agree to protect the rights of all employees to exercise their free choice to join or refrain from joining the Association.

SECTION 3.04. PARTICIPATION IN UNION ACTIVITIES.

The City agrees not to intimidate any employee or attempt to restrain any employee or in any way limit the full and free expression of any employee's rights to participate in the Association’s lawful activities. The Association and its members agree not to intimidate, restrain, or otherwise punish any employee exercising their right to full and free expression and their right to join or not join the Association or participate in Association activities.

ARTICLE IV DUES DEDUCTION
SECTION 4.01. DUES DEDUCTION.

The City agrees to withhold from Association member's pay, the appropriate amount required by the Association for dues. The amount to be withheld shall be the annual amount required pro rata on a biweekly basis. The member, prior to withholding, shall be required to sign an authorization for the City to withhold such an amount. In addition, the City agrees to forward to the appropriate Association representative, the total amount withheld on a bi-weekly period within a reasonable time following the pay period.

ARTICLE V AUTHORIZED REPRESENTATIVES
SECTION 5.01 AUTHORIZED REPRESENTATIVES.

For purposes of administering the terms and provisions of the various ordinances, resolutions, rules, and regulations adopted with this Memorandum of Understanding, the City's principal authorized agent shall be the City Manager or designated representative(s), the Association's principal authorized agent shall be the President of the Association or designated representative. In addition to the President, up to three members of the Association may be designated to represent the Association. Such designation shall be in written form and signed by the President.

SECTION 5.02. TIME OFF FOR REPRESENTATIVES.

The City will allow reasonable time off for the Association's representative to attend meetings with City representatives for the purpose of negotiating a successor agreement, processing grievances pursuant to the City's grievance procedure, and representing Association members in internal discipline matters.

However, the Police Chief, the City Manager or an authorized representative of the City, must approve any

MOU BETWEEN CITY OF COALINGA & COALINGA POA

such time in advance. No more than two (2) Association representatives may be released from work at one time. However, nothing shall prevent "off duty" representatives from attending to any Association matters.

ARTICLE VI HOURS AND WORKING CONDITIONS
SECTION 6.01. WORK SCH EDULES.

The City will make every effort to avoid five (5) day back-to- back work schedules except under extenuating circumstances. A five-day back-to-back work schedule would result in the employee working ten (10) days straight without a day off. The parties agree to an alternative "4/10" work schedule for Records staff. The alternative work schedule may be terminated at any time by the City Manager or the affected Records employees in the CPOA by providing a two-week notice in writing.

SECTION 6.02. WORK SCHEDULE CHANGES.

A. Officers and Police Technicians will receive work schedules at least three weeks prior to implementation.

B. Any change to the posted work schedule that affects an employee requires at least three weeks' prior notice to the affected employee except in situations where such a change is necessitated by event(s) beyond the City's control. If the City changes an employee's schedule without giving three weeks' notice, the City shall pay each affected employee a stipend of $25. This stipend is paid per occurrence, not per shift. For example, if a scheduled change is required that is in t h e City's control and such change affects multiple shifts the City will pay the employee $25 because the schedule was changed without notice on one (1) occasion.

SECTION 6.03. OVERTIME
A. DEFINITION. Overtime is defined as assigned and authorized, or otherwise permitted time actually worked beyond the established 40 hours for non-sworn personnel and 84 hours in a 14-day period for sworn personnel. All hours worked up to 84 hours in a 14-day period for sworn personnel are pensionable through the California Public Employees' Retirement System (PERS). Sick leave, vacation, holidays and compensatory time will not count as hours worked for the purposes of computing overtime.

B. OVERTIME CONTROL POLICIES. The City and the Association will meet and confer in good faith regarding overtime control policy language to be implemented. Policies will be finalized in a side letter to be approved by May 31, 2026.

C. BASIC RATE. Except as otherwise provided in this Memorandum of Understanding, at the Police Chiefs discretion, compensation for overtime shall be either one and one half (1 1/2) times the regular rate of pay or one and one half (1 1/2) hours compensatory time for each hour worked.

D. COMPENSATORY TIME. Employees may accumulate up to 400 hours of compensatory time. Employees with 400 hours of compensatory time will receive overtime pay and not be eligible to earn additional compensatory time. Employees may cash out compensatory time in excess of 200 hours once each calendar year. Employees wishing to cash out these hours must submit a written request to payroll by December 1 to receive payment through regular payroll on or about December 15.

E. CONVERSION OF COMPENSATORY TIME. Employees may convert compensatory time accruals

MOU BETWEEN CITY OF COALINGA & COALINGA POA

over 80 hours to pay for all or a portion of dependent health care premiums, to an AFLAC health account, or to employees’ ICMA 457 Deferred Compensation Plan, pursuant to maximum annual contribution regulations established by the Internal Revenue Service. With respect to a deferred compensation conversion, employees who qualify must notify the Financial Services Department of their decision to convert compensatory time by December 1 and conversion shall take place by December 15.

SECTION 6.04. CALLBACK PAY.

Employees called back to work by the Police Chief or a designated representative shall be paid a minimum of four (4) hours straight-time pay or one and one half (1 1/2) times regular rate of pay or one and one half (1 1/2) hours compensatory time for each hour worked if the employee works in excess of 40 hours for nonshift personnel or 80 hours for shift personnel in a pay period. The Police Chief may elect to fill station staffing needs personally or by the Commander when, in the Chief's judgment, the best interest of the department would be served.

SECTION 6.05. COURT PAY.

Employees subpoenaed to appear in court in connection with their official duties on a regularly scheduled day off, and who are called to report to court, shall receive a minimum of four (4) hours straight-time pay or one and one half (1 1/2) times regular rate of pay or one and one half (1 1/2) hours compensatory time for each hour worked if employee works in excess of 40 hours for non-shift personnel and 80 hours for shift personnel in a pay period.

SECTION 6.06. STANDBY PAY.

Employees ordered by the Chief or authorized designee to stand by for court time or for other operational functions and restricted as to their movement while off duty shall be entitled to standby pay. Standby pay shall be calculated as follows: One and one half times the employee's regular hourly rate times twenty-five percent (1.5 x regular hourly rate x 25% = standby pay rate). Standby pay shall be paid for fifty-percent (50%) of the time the employee is required to stand by but in no event shall the pay be less than the pay for a one-hour minimum, calculated in accordance with the standby pay formula herein described. For example: Assume an employee was asked to stand by for a four (4) hour period. If the employee's regular hourly rate is $20.00 per hour, the calculation for the Standby Pay would be $20.00 x 1.5 x .25 = $7.50 per hour. Four (4) hours x $7.50 = $30.00. If the employee were on standby for 1/2 hour, the employee should be paid the minimum (1 hour's pay).

SECTION 6.07. ANNUAL TRAINING.

The City will make every effort to provide each officer 40 hours and each dispatcher 24 hours of annual training. However, both the City and the Association recognize that staff size and availability may make this training goal difficult to achieve.

ARTICLE VII WAGES
SECTION 7.01. WAGES.

The salary plan is located in Attachment "A". Said salary plan shall remain in effect for all job classifications throughout the term of this agreement.

MOU BETWEEN CITY OF COALINGA & COALINGA POA

SECTION 7.02. SALARY ADJUSTMENT.

All Association members shall receive a salary increase of 5%, effective March 31, 2026.

SECTION 7.03. OUT-OF-CLASS PAY.

It is agreed between the parties that employees requested to work out-of-class must do so for four (4) complete consecutive shifts to receive out-of-class pay. The rate to be paid shall be the first step in the salary range of the position being filled. In the event that rate of pay would result in an increase of less than five percent (5%), the employee will be paid a minimum of five (5%) over the employee's base salary. Police Officer's shall be entitled to a five percent (5%) pay differential over their base salary rate if required to act in the capacity of Watch Commander for a full shift. This differential does not apply to Sergeants and Corporals. The Watch Commander assignment is primarily an assignment filled by a Sergeant. Corporals are required to assume the duties and responsibilities of the Sergeant in the absence of the Sergeant in accordance with their job descriptions.

SECTION 7.04. EDUCATIONAL ACHIEVEMENT COMPENSATION / TRAINING INCENTIVE PAY.

A. POST Certification over and above that required or desirable for a position will be paid as follows:

1. Police Officers and Corporals possessing an Intermediate POST Certificate shall be entitled to an additional one and one quarter percent (1.25%) above base pay, or

2. Police Officers and Corporals possessing an Advanced POST Certificate shall be entitled to an additional two and one half percent (2.5%) above base pay,

3. . Sergeants possessing an Advanced POST Certificate shall be entitled to an additional two and one half percent (2.5%) above base pay.

B. Educational Achievement Compensation for Police Science, Criminal Justice and/or related fields of study that pertain to the services provided by the Coalinga Police Department shall be as follows for all employees irrespective of rank and pay grade.

1. Associate of Arts/Associate of Science - one and one quarter percent (2.5%) above base pay, or

2. Bachelor of Arts/Bachelor of Science - two and one half (5%) above base pay.

C. The degree must be from an accredited institution and documented by the City Manager.

D. The maximum Education and Training pay for any combination of Education and/or Training shall be five percent (5%) above base pay.

SECTION 7.05. LONGEVITY PAY.

Beginning the pay period following the fifth (5th) anniversary date of service to the City, an employee shall be entitled to longevity pay of one and one half percent (1.5%) above base pay. Beginning the pay period following the tenth (10th) anniversary date of service to the City, an employee shall be entitled to longevity pay of an additional one and one half percent (1.5%) of base pay. Beginning the pay period following the

MOU BETWEEN CITY OF COALINGA & COALINGA POA

fifteenth (15th) anniversary date of service to the City, an employee shall be entitled to longevity pay of an additional one and one half percent (1.5%) above base pay. Longevity pay only applies if the employee has had no safety violations or formal disciplinary actions in the most recent 12- month period immediately preceding the pay and an overall rating of competent on the most recent annual performance evaluation.

SECTION 7.06. TRAINIING PAY.

A. Police Officers designated as Field Training Officers for trainees will be additionally compensated at a flat rate of one hundred and fifty dollars ($150.00) per month. Such designation will be on a monthly basis at the discretion of the Police Chief, and shall be made in writing and shall specify the nature of the assignment as well as the beginning and ending date of the training assignment. Both the Human Resources and Financial Services Department shall be provided with a copy of any such written directive.

Sergeants and Corporals are ineligible for field training officer pay because the prescribed duty of these positions includes such field training and/or the supervision of those providing the training.

B. Non-Sworn employees may be designated to train new employees in specialized tasks such as public safety dispatching and to periodical provide training to existing employees regarding changing procedures, rules, regulations, department and city policies, and or the use of new equipment, etc. This does not include routine orientation and familiarization training provided to new employees. An employee designated by the Chief of Police to provide such training will be additionally compensated at a flat rate of $75.00 per month. Any such assignments shall be made in writing and shaIl specify the nature of the assignment as well as the beginning and ending date of the training assignment. Both the Human Resources and Financial Services Department shall be provided with a copy of any such written directive.

SECTION 7.07. CANINE OFFICER PAY.

A. The City agrees to provide premium pay of four hundred ($400.00) per month to officers designated by the Chief of Police as Canine Officers, effective upon assignment by the Chief of Police and continuing until assignment is completed.

B. Canine Officers shall receive two hours overtime pay per week in addition to their regular pay as full compensation for the time required to care for the animals. In addition, the City will pay for food, veterinary, training and other expenses associated with the proper housing and care of the animal.

SECTION 7.08. SHIFT DIFFERENTIAL PAY.

A. Members assigned to work graveyard shift for the scheduled work period shall receive an additional one percent (1%) above base pay. Shifts designated as Graveyard and Night are the graveyard shift.

B. In the event of an extended shift, the differential on the overtime shall be the same as the assigned shift.

SECTION 7.09. BILINGUAL PAY.

When a sworn employee is required to use bilingual skills on a continuous basis outside of his/her normal and typical job duties, that employee shall be granted $200.00 per month for use of that skill. The City Manager shall determine the necessity of the use of bilingual skills and the Personnel Officer shall arrange for testing of employees interested in receiving bilingual pay prior to granting of this amount.

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SECTION 7.10. EXPLORER ADVISOR PAY.

Employees assigned as Explorer Advisors will receive comp time in lieu of overtime for actual time worked associated with Explorer meetings (up to 2 hours per week) and compensation in the amount of one and one half percent (1.5%) for the duration of the Explorer Advisor assignment. No more than two (2) employees can be assigned as Explorer Advisors at one time. As the program is reestablished, Explorer Advisors may be assigned up to four (4) weeks prior to the start of the Explorer post to begin preparations.

SECTION 7.11. SIGN ON BONUS.

A. New Police Officers. New Police Officers hired by the City of Coalinga will be eligible for a $10,000 Signing Bonus payable over five (5) years according to the following schedule: $1,000 at the completion of the one-year probationary period, $1,500 payable on the second anniversary date, $2,000 payable on the third anniversary date, $2.500 on the fourth anniversary date, and $3,000 on the fifth anniversary date. To be eligible for the Sign On Bonus within the specified year, employees must receive a minimum average rating of "Competent" for the annual performance evaluation and have received no disciplinary action (Letter of Reprimand or above) within the specified year. " B. Existing Police Officers, Police Corporals and Police Sergeants. Police Officers, Police Corporals and Police Sergeants currently employed by the City of Coalinga will be eligible fora $10,000 Signing Bonus payable over five (5)years according to the following schedule: $1,000 after one year from the effective date of the Agreement (February 17, 2022), $1,500 payable on the second anniversary date from the effective date of the Agreement, $2,000 payable on the third anniversary date from the effective date of the Agreement, $2.500 on the fourth anniversary date from the effective date of the Agreement, and $3,000 on the fifth anniversary date from the effective date of the Agreement. To be eligible for the Sign On Bonus within the specified year, employees must receive a minimum average rating of "Competent" for the annual performance evaluation and have received no disciplinary action (Letter of Reprimand or above) within the specified year.

ARTICLE VIII VACATION, SICK AND HOLIDAY LEAVE
SECTION 8.01. VACATION ACCRUAL.

Employees shall receive three (3) weeks paid vacation for a total of 120 hours annually. Vacation accrual is capped at 480 hours.

SECTION 8.02. VACATION USE.

A. Vacation time shall be scheduled in advance and the schedule will be submitted to the Police Chief for approval on an annual basis, and may be rescheduled by the Police Chief when necessary.

B. New employees may begin using accrued vacation time after date of employment. However, it is understood that use of vacation time remains at the discretion of the Police Chief, consistent with the provisions of Paragraph A.

SECTION 8.03. HOLIDAY LEAVE.

Employees accrue 96 hours in lieu of prescribed holidays. Holiday time accrues at 3.6923 hours each pay period and is reflected as part of vacation accruals. Holiday time shall be scheduled in the same manner as prescribed in Sections.02A.

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SECTION 8.04. HOLIDAY VACATION BUY BACK.

At the employee's request, the City will convert, at the then current rate of pay, employees’ vacation/holiday hours in excess of 280 hours. The payroll office will make one end-of-fiscal- year transfer and one end-ofcalendar-year transfer to the ICMA 401 Retirement Plan, the ICMA 457 Deferred Compensation Plan, or cash out the excess to the employee. Contributions to the ICMA 401 or ICMA 457 pursuant to maximum annual contribution regulations established by the Internal Revenue Service. Employees who elect to cash out the excess shall receive a separate check on or about the last payroll of each fiscal and calendar year.

The maximum buy back amount remains at 200 hours per fiscal year.

SECTION 8.05. MAXIMUM SICK LEAVE ACCRUAL.

Employees shall receive a total of 96 hours a year in sick leave. The maximum accrual for sick leave is 800 hours. Employees leaving in good standing after completing ten (10) years of service and having a sick leave balance that exceeds 640 hours will receive compensation for 10% of the balance or 110 hours, whichever is less. Employees who retire from the City will receive compensation for 25% of their balance or 160 hours, whichever is less.

SECTION 8.06. CONVERSION OF SICK LEAVE.

Effective July 1, 2010, employees may convert sick leave accruals over 192 hours to pay for all or a portion of dependent health care premiums, to an AFLAC health account, to repay any balance due under Section

9.09. Gun Purchase Program, and to employee's ICMA 457 Deferred Compensation Plan, pursuant to maximum annual contribution regulations established by the Internal Revenue Service. With respect to a deferred compensation conversion, employees who qualify must notify payroll of their decision to convert sick leave by December 1 for conversion to take place by December 15 and by June 1 for conversion to take place by June 15. The maximum fiscal year conversion remains 96 hours.

ARTICLE IX HEALTH AND WELFARE
SECTION 9.01. HEALTH AND LIFE INSURANCE COMMITTEE.

The parties agree the committee is composed of two (2) members from each of the five bargaining units and two (2) members from the non-represented group of City employees. Each member serves as a representative for their bargaining unit or non-represented group. The Personnel Officer attends all committee meetings on behalf of the City but is a non-voting party. The committee is expected to meet periodically to review the City's health and life insurance plans and alternative options. Each committee member is entitled to a vote. The committee's recommendations for plan changes will be presented to the City Manager and City Council via the Personnel Office r. The Personnel Officer will prepare guidelines for the committee members explaining responsibilities, as well as the member appointment and removal procedures and present to the committee no later than August 31, 2009.

SECTION 9.02. CHANGES IN BENEFITS.

The City shall make every reasonable effort to give the Association adequate notice of any proposed material changes in employee benefits or insurance carriers, in order to allow the Association to request to meet and confer and to hold meetings with the City about the proposed changes. Beginning the first pay

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period in July 2021, the City will provide increased health insurance premium contributions to POA members who elect Dependent coverage through the City's health insurance plan.

SECTION 9.03. RETIREMENT PLAN.

The parties agree that the City and members will participate in a CalPERS defined benefit plan with a formula of "2% at 55 for Classic Members" and a "2% at 62 for PEPRA Members". PEPRA Members will contribute an amount not to exceed 12. 208% of reportable compensation toward their retirement plan, and Classic Members contribute an amount not to exceed 7.0% of reportable compensation toward their retirement.

This section does not alter or affect the 457 Deferred Compensation Plan.

SECTION 9.04. DEFERRED COMPENSATION.

The City continues to support and agree with the Association that employees may voluntarily participate in the ICMA 457 Deferred Compensation Plan. The City agrees to continue to match fifty percent (50%) of an employee's contribution up to a maximum of three percent (3.0%) of the employee's annual salary.

SECTION 9.05. COMPREHENSIVE BEN EF ITS PACKAGE.

The City will continue to provide its employees a comprehensive Health, Dental, Vision, Life, and Disability benefits package that consists of the following:

A. Medical, hospital, chiropractic, dental and vision. The City's cost of the coverage is 100% for employees on PPO plans and 65% for dependents across all plans. Employees pay 35% of the premium costs for dependent coverage across all plans. Employees may elect to enroll in a PPO plan rather than the HMO plan. Employees who elect the PPO plan will pay the difference in employee coverage between the HMO plan and the PPO plan. Employees who choose to opt out of healthcare benefits entirely will receive a $175 monthly stipend.

B. Life Insurance. An employee's life and accidental death and dismemberment policy is at no cost to the employee. The face amount of the insurance for non-management employees is $50,000.

C. Additional Life Coverage. Employees have an option to increase their life insurance coverage in units of $10,000 to a maximum of $250,000. Additional Life in excess of $50,000 is subject to medical underwriting approval. Dependents life insurance for spouse and children is also available. The employee through payroll deductions pays the expense of the additional coverage.

D. Employee Assistance Program. Employees have access to an Employee Assistance Program (EAP) for work life services, and legal and financial counseling.

E. Long-Term Disability Plan. Employees have income protection in case of a long-term disability. The employee through payroll deductions pays the expense of the additional coverage.

SECTION 9.06. CALIFORNIA LABOR CODE SECTION 4850.

The City agrees to pay Police Officers, Corporals, and Sergeants who are injured in the course and scope of their employment as if they were entitled to the benefits of California Labor Code Section 4850.

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SECTION 9.07. POLICE GYM.

The Coalinga Police Officers' Association converted the Coalinga Department Annex (old police station) into a gym at their own expense, with the City reserving the right to use this facility as an emergency Operations Center at any time there is an emergency within the City of Coalinga. A lease shall be executed between the City of Coalinga and the Coalinga Police Officers' Association for the use of said facilities. The use of the Coalinga Police Department gym will be restricted to Police Department personnel who will sign a release that they will use the gym at their own risk (Exhibit B ).

SECTION 9.08 RETIREMENT COMMITTEE.

The City and Association have agreed to form a Retirement Committee. As such, Section 9.08. Retirement Committee has been added to read:

The parties agree to the formation of a Retirement Committee to research alternative retirement options.

The parties agree the committee is composed of two (2) members from each of the five bargaining units and two (2) members from the non-represented group of City employees. Committee members are to be selected by the employees in the affected unit or group, and will be responsible to represent the interests of those employees. Though there will be two (2) members from each unit or group, there will be only one (1)vote for a total of six (6) votes. In the event of a tie vote, the issue shall go to the City Manager for his recommendation for adoption by the City Council.

SECTION 9.09. GUN PURCHASE PROGRAM.

The City agrees to purchase a Department approved firearm per Department Policy and Procedure Manual Section 312 (to include handgun, rifle, shotgun, and accessories) for any employee which total cost does not exceed $1200.00 per fiscal year. The employee agrees to repay the City the total balance of the firearm and/or accessories over the next twenty-six (26) pay periods following the purchase of the firearm and/or accessories by payroll deduction.

If the employee separates employment with the City for any reason, the employee must either pay the City in full for the remaining balance for the firearm and/or accessories or relinquish all rights to the firearm and/or accessories for use with the Department or sell the firearm and/or accessories at fair market value.

Employees take full responsibility for the firearm should it be lost, stolen or used unlawfully.

SECTION 9.10. PHYSICAL FITNESS INCENTIVE:

On or about each May, the City will host an annual physical fitness test on two separate dates for sworn POA members. If the employee is scheduled to work on both dates, the City will ensure the employee is provided coverage on one of the dates in order to participate. While all employees are encouraged to participate, testing will be voluntary. Standards to be tested will be the Cooper Institute's recommendations for law enforcement. Tests will be administered by an outside party. Employees who successfully pass the test will receive a $500 annual physical fitness incentive. Employee may test up to (1) time per fiscal year.

SECTION 9.11. FITNESS EQUIPTMENT MAINTENANCE ALLOWANCE.

The parties agree the City will provide the Association with an annual stiped of $2,000.00 on or about each

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August 1 to maintain Association physical fitness training equipment or training gear within the Association gym. The stipend must be used within the fiscal year or will be forfeited to the City. Once equipment is purchased, receipts/invoices will be provided to the Chief of Police or his/her designee to ensure the stipend was fully spend and only utilized for physical fitness training equipment or training gear for the Association gym.

ARTICLE X UNIFORMS
SECTION 10.01. UNIFORM ALLOWANCES.

The City agrees to provide the following annual uniform allowances:

Position
Police Sergeants/Police Corporals/Police Officers $1500.00 Police Technicians $1500.00
The uniform allowance will be paid to each employee with two (2) checks in the amount of $750 each for Police Officers, Corporals, Sergeants and Police Technicians. Uniform allowance payments will be paid on or about each succeeding April 1 and October 1. New full-time employees will receive an advanced uniform allowance check for 50% of their annual uniform allowance when initially hired. This advance must be repaid if the employee leaves City employment prior to six (6) months of employment.

SECTION 10.02. BALLISTIC VEST.

The replacement schedule is to be the responsibility of the Police Department and Police Officers' Association. All II A ballistic vests being replaced, if in good condition, shall be issued to reserve police officers.

ARTICLE XI CITY RIGHTS
SECTION 11.01. CITY RIGHTS.

Except as otherwise provided in this Agreement or by law, the City has and retains the sole and exclusive rights and functions of management, including, but not limited to the following:

1. To determine the nature and extent of services to be performed, as well as the right to determine and implement its public function and responsibility.

2. To manage all facilities and operations of the City, including the methods, means and personnel by which the City operations are to be conducted.

3. To schedule working hours and assign work that provides the best use of manpower resources.

4. To establish, modify, or change work schedules or standards.

5. To direct the working forces, including the right to hire, assign, promote, demote or transfer any employees.

6. To determine the location of all plants and facilities.

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7. To determine the layout of machinery, equipment or materials to be used.

8. To determine processes, techniques, methods, and means of all operations including changes or adjustments of any machinery or equipment.

9. To determine the size and composition of the workforce.

10. To determine policy and procedures affecting the selection or training of an employee.

11. To establish, assess, and implement employee performance standards, including, but not limited to quality and quantity standards, the assessment of employee performance, and the procedures for said assessment.

12. To control and determine the use and location of City property, material, machinery, and/or equipment.

13. To schedule the operation of and to determine the number and duration of shifts.

14. To determine safety, health, and property protection measures.

15. To transfer work from one job to another or from one location or unit to another.

16. To introduce new, improved or different methods of operations, or to change existing methods.

17. To lay off employees for lack of work, lack of funds, or any other reason.

18. To reprimand, suspend, discharge or otherwise discipline employees.

19. To establish, modify, or eliminate job classifications.

20. To promulgate, modify, and enforce work and safety rules and regulations.

21. To take such other and further actions as may be necessary to organize and operate the City in the most efficient and economical manner and in the best interest of the public it serves.

ARTICLE XII GRIEVANCE PROCEDURE
SECTION 12.01. GRIEVANCE PROCEDURE.

All covered employees, and the Association on its own behalf, shall be entitled to use the provisions of the City's existing grievance procedure.

ARTICLE XIII DISCIPLINARY APPEAL PROCESS
SECTION 13.01. APPEALS.

Section XXII of the City of Coalinga’s Personnel Rules establishes appeal rights for all employees.

Appeals filed by Association member shall follow process outlined in Section XXII of Personnel Rules, with the following exception: Appeals shall be heard by a single neutral arbiter selected through a mutual striking of arbitrators provided by the State Mediation and Conciliation Service. The opinion of the neutral party is advisory only, with the City Manager retaining final authority over appeal decision.

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ARTICLE XIV AMERICANS WITH DISABILITIES ACT
SECTION 14.01. AMERICANS WITH DISABILITIES ACT.

The City and the Association recognize that the City has an obligation under law to meet with individual employees who allege a need for reasonable accommodations in the workplace because of a disability. If due to the previously mentioned requirement, the City contemplates actions to provide reasonable accommodation to an individ1uIal employee in compliance with the ADA, which are in potential conflict with any provision of this Memorandum of Understanding, the Association will be advised of any such proposed accommodation prior to any implementation by the City.

ARTICLE XV FUTURE NEGOTIATIONS
SECTION 15.01. FUTURE NEGOTIATIONS.

It is desirable and advantageous to both the City and the Association that a new Memorandum of Understanding be agreed upon and in place upon the expiration of this existing Agreement. To that end, the parties agree as follows:

1. The Association will submit to the City Manager no later than the fifteenth day of September immediately preceding the expiration of this Agreement and prior to any meeting between the City's negotiation team, a preliminary proposal for the period beginning upon expiration of this Memorandum of Understanding.

2. Both parties agree to make a good faith effort to complete negotiations prior to the first day of December immediately preceding expiration of this Memorandum of Understanding. A good faith effort would include, but not limited to:
a. Reasonable agreement of and attendance at negotiation meetings between the City and the Association representatives.
b. Reasonable and expedient disbursement and communication by each party to its respective governing body (i.e., City Council and the Association members) of any proposal made by the other party when necessary or agreed upon.
c. Open and continued communication between the parties during negotiations until agreement is reached.

ARTICLE XVI DURATION OF AGREEMENT
SECTION 16.01. DURATION OF AGREEMENT.

Except as set forth in this document, the MOU shall become effective April 1, 2026 following ratification by the Association and adoption by the City Council and shall remain in full force, effect to, and including March 31 30, 2027.

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For the City of Coalinga
Date:__________________ By:______________________
Sean Brewer, City Manager
For Coalinga Police Officers Association
Date:__________________ _ By:_______________________

Attachment 1
City of Coalinga Police Pay Scale (CPOA Sworn)

City of Coalinga Police Pay Scale (CPOA Sworn)
Effective: March 31, 2026
Approved: April 16, 2026
*Salary based on 84-hour work schedule
Grade 18 – Police Officer
Step A Step B Step C Step D Step E Step F
Annually $69,384.90 $72,854.08 $76,494.60 $80,321.54 $84,338.02 $88,353.46 Monthly $5,782.08 $6,071.17 $6,374.55 $6,693.46 $7,028.17 $7,362.79 Bi-Weekly $2,668.65 $2,802.08 $2,942.10 $3,089.29 $3,243.77 $3,398.21 Hourly $31.7696 $33.3581 $35.0250 $36.7772 $38.6163 $40.4549 Grade 20 – Police Corporal
Step A Step B Step C Step D Step E Step F
Annually $76,494.60 $80,321.54 $84,338.02 $88,353.46 $92,771.64 $97,409.78 Monthly $6,374.55 $6,693.46 $7,028.17 $7,362.79 $7,730.97 $8,117.48 Bi-Weekly $2,942.10 $3,089.29 $3,243.77 $3,398.21 $3,568.14 $3,746.53 Hourly $35.0250 $36.7772 $38.6163 $40.4549 $42.4779 $44.6016 Grade 22 – Police Sergeant
Step A Step B Step C Step D Step E Step F
Annually $84,338.02 $88,353.46 $92,771.64 $97,409.78 $107,149.12 $112,506.94 Monthly $7,028.17 $7,362.79 $7,730.97 $8,117.48 $8,929.09 $9,375.58 Bi-Weekly $3,243.77 $3,398.21 $3,568.14 $3,746.53 $4,121.12 $4,327.19 Hourly $38.6163 $40.4549 $42.4779 $44.6016 $49.0610 $51.5142

STAFF REPORT - CITY COUNCIL/SUCCESSOR AGENCY/PUBLIC FINANCE

AUTHORITY
Subject: Strategic Priorities Overview and FY 2026–2027 Budget Direction Meeting Date: Thursday, April 2, 2026
From: Sean Brewer, City Manager
Prepared by: Sean Brewer, City Manager
I. RECOMMENDATION:

Receive an overview of the City’s adopted strategic priorities and provide direction to staff regarding Council priorities to guide development of the FiscalYear 2026–2027 budget.

II. BACKGROUND:

On March 29, 2025, the City Council participated in a facilitated goal-setting session to establish strategic priorities for the City. The purpose of that session was to align the Counciland executive leadership on key focus areas, strengthen working relationships, and identify priority initiatives intended to enhance quality of life, public safety, infrastructure, and economic development within the community.

The outcome of the session was the identification of six primary strategic priority areas:

Infrastructure and City Improvements
Community Engagement and Events
Public Safety and Emergency Preparedness
Technology and Administrative Modernization
Employee and Organizational Development
Housing and Economic Development
Since that time, staff has been actively working to implement projects and initiatives aligned with these priorities and has incorporated them into ongoing operations, capital planning, and policy development efforts.

Additionally, since the adoption of these priorities, the composition of the City Council has changed, and newly appointed Councilmembers were not part of the original strategic planning session. As such, it is appropriate to provide a summary of the adopted framework and confirm alignment moving forward.

III. DISCUSSION:

This agenda item is intended to serve as a high-level review of the City’s current strategic direction and to facilitate Council discussion as staff begins preparation of the FiscalYear 2026–2027 budget.

The discussion will focus on the following key areas:

Confirmation that the existing strategic priority areas continue to reflect Council’s direction Identification of any adjustments or areas of increased emphasis Consideration of whether the City should focus on completing existing initiatives or expanding into new efforts
Opportunity for Councilmembers to introduce new ideas or initiatives for consideration The City currently has a significant number of projects and initiatives underway across multiple departments.

As part of this discussion, staff is seeking policy-level direction to ensure that available resources, including funding and staffing capacity, are aligned with Council’s highest priorities.

This discussion is not intended to revisit or recreate the entire strategic plan, but rather to reaffirm and refine the City’s direction to ensure continued progress and alignment with Councilexpectations.

IV. ALTERNATIVES:

Provide direction as recommended
Provide alternative direction regarding priorities for FY 2026–2027 Continue the item to a future meeting for additional discussion V. FISCAL IMPACT:

There is no immediate fiscal impact associated with this item. Direction provided by the City Council will inform the development of the FiscalYear 2026–2027 budget, including the allocation of available financial resources and staff capacity.

ATTACHMENTS:

File Name Description
Envision_2025_Summary.pdf Envision Projects List Summary 2025 ENVISION 2025 – CITY OF COALINGA
Infrastructure & City Improvements
• Citywide Upgrades:
o Upgrade City Access Control Systems
o Rehabilitate City Hall & Police Department (flooring, paint, lighting) o Replace charging stations in back parking lot.
• Landscaping & City Facility Projects:
o Modernize Exterior of Fire Department (Landscaping, Signage, Paint). o Complete Landscaping at City parking lot.
o Re-Pave City Hall/PD Back Parking Lot.
o Complete Animal Shelter.
o Explore the Feasibility of a New Veterans Hall.
• Transportation & Parking:
o Complete Phase 1 of the Center Median Project.
o Phase 1 Valley Gutter Project.
o Slurry/Cape Seal Project Phase 2.
o Update Curb painting near schools.
• Utility & Safety Enhancements:
o New Fueling station for the airport.
o Repair All Lighting at the Airport.
o Backup generator connections for Sewer Lift stations. o Install the remaining backflow enclosures.
• Reservoir & Water Projects:
o Complete Derrick Reservoir Project
o Complete Water Plant and Wastewater Plant Solar Projects. o Update Water Treatment Plant Standard Operations Procedures. o Completion of ADA Transition Plan Update.
o Increase Wastewater Treatment Plant Land Discharge Area.

2. Community Engagement & Events
• Major Events:
o Council/Staff Team Building Event.
o National Night Out (Aug 5, 2025).
o Coalinga Airshow (Sep 27, 2025).
o Annual Employee Appreciation Party (Employee Awards). • Public Amenities:
o Complete Ramsey Splash Park (2026)
o Banner decorations on light poles.
o Holiday lighting for City Hall, Fire Department, and Archway signage. • Outdoor Spaces:
o Begin design of the outdoor food court.
o Install sail shades at the dog park.

3. Public Safety & Emergency Preparedness
• Emergency Readiness:
o Implement Civic Ready for emergency preparedness.
o Install Fire Department generator.
o Purchase a command trailer for PD.
• Ambulance & Fire Services:
o Increase ambulance rates (unchanged since 2014).
o Improvements to the Fire Department training center.
o Remodel Fire Department Bathroom.
o Sponsor Medic School & Academy.
o Feasibility Plan for Increased Presence of the Fire Department at the Coalinga Airport including Ancillary Services (ie. CAL Fire, Sky Life, Ect) • Policy & Regulation Updates:
o Update Animal Control Ordinance.
o Address commercial vehicle parking standards.
o Clean City Initiative: Update Property Maintenance Regulations to Ensure Property Owner Accountability in an Effort to Beautify and Clean City.

4. Technology & Administrative Modernization
• Digital & Process Improvements:
o Implement NeoGov (Human Resources automation)
o Complete implementation of “One Meeting” agenda software. o Implementation of AI for Building Plan Checks.
• Online Services:
o Enable credit card payments for all services.
o Implement virtual pay with the bank.
• Website Modernization:
o Start website redesign efforts.
o Chatbot Integration (AI) into Website.
o Public Records Request Efficiency (NextRequest).

5. Employee & Organizational Development
• Appreciation & Recognition Programs:
o Launch personnel appreciation programs (Employee of the Month, longevity awards, ect.).
• Employee Benefits & Education:
o Expand education on retirement, medical benefits, and mental/physical wellness programs.
• Finance & Policy Updates:
o Decentralize finance functions.
o Update reserve policy.
o Update CAL Card policies.
o Update Purchasing policy, travel, and cash handling procedures.

6. Housing & Economic Development
• Affordable Housing:
o Build 3 ADU units.

STAFF REPORT - CITY COUNCIL/SUCCESSOR AGENCY/PUBLIC FINANCE

AUTHORITY
Subject: Strategic Plan Implementation - Envision Coalinga Project List Monthly Update (March 2026)
Meeting Date: Thursday, April 16, 2026
From: Sean Brewer, City Manager
Prepared by: Sean Brewer, City Manager
I. RECOMMENDATION:

It is recommended that the City Council receive and file the monthly update for March 2026 on the City’s Envision Coalinga strategic planning implementation efforts.

II. BACKGROUND:

As part of the City’s 2025 Strategic Planning Session, the Counciland Executive Team outlined a vision for Coalinga’s future with specific focus areas including infrastructure, economic development, public safety, communication, and quality of life. A key outcome of this planning effort was the creation of the “Envision Coalinga” framework, a comprehensive approach to advancing strategic priorities across departments.

Staff committed to providing, on a regular basis, progress reports in the form of monthly updates to ensure transparency, accountability, and continuity in the implementation of these strategic initiatives.

III. DISCUSSION:

This report provides an overview of progress made on the City’s strategic goals under the Envision Coalinga initiative, categorized into six priority areas established during the Council’s strategic planning retreat. Each area contains specific projects assigned to key staff, aimed at driving improvements citywide.

Infrastructure & City Improvements
Projects include citywide upgrades such as the access control system, City Halland Police Department rehabilitation, and facility landscaping. Public infrastructure projects are underway including the Derrick Reservoir completion, the ADA transition plan update, and solar installations at both the Water and Wastewater Treatment Plants. Efforts are also ongoing to rehabilitate the Fire Department exterior, backflow enclosure installations, and the Center Median and Valley Gutter projects.

Community Engagement & Events
Staff are actively preparing for key events such as National Night Out (August 5) and the Coalinga Airshow (September 27). Additional projects include finalizing design of the outdoor food court, installing banner decorations, and planning the Ramsey Splash Park for 2026. The City is also preparing a team-building event and an employee appreciation ceremony.

Public Safety & Emergency Preparedness
Staff have initiated projects such as the implementation of Civic Ready for emergency alerts, the installation of a Fire Department generator, and procurement of a command trailer for PD. Other notable efforts include updating the Animal Control Ordinance, remodeling fire facilities, and launching a feasibility study for enhanced fire services at the airport.

Technology & Administrative Modernization
The City has launched initiatives to modernize internal operations and resident-facing services, including the website redesign and chatbot integration, implementation of NeoGov and OneMeeting software, and AIassisted building plan checks. Work is also underway to allow virtualand credit card payments citywide.

Employee & Organizational Development
Several projects aim to enhance the City’s workforce environment and operations. These include launching appreciation programs, expanding employee benefit education, and updating key finance policies related to reserves, purchasing, travel, and decentralization of finance functions.

Housing & Economic Development
The City has committed to supporting affordable housing efforts by constructing three accessory dwelling units (ADUs) and continuing to pursue economic development opportunities that align with the community’s long-term vision.

Future monthly updates willcontinue to report progress and highlight key milestones in each strategic area.

IV. ALTERNATIVES:

None. Receive Report Only.

V. FISCAL IMPACT:

None.

ATTACHMENTS:

File Name Description
March_2026_Monthly_Project_Status_Report.pdf March 2026 Monthly Project Status Report Envision Project Updates March 2026
Monthly Project Status Report- MARCH 2026
Prepared by: Jesse Barron- Assistant City Manager
Project Name: Update Commercial Vehicle Parking Standards/ Barron

1. Project Overview:

Scope: The City of Coalinga is undertaking a comprehensive update to its commercial vehicle parking standards to address growing concerns related to the illegal parking of large commercial vehicles within city limits. This project will involve reviewing existing municipal code provisions, identifying enforcement gaps, and drafting clear, enforceable regulations that prohibit the overnight parking, staging, or maintenance of large commercial vehicles in residential areas, vacant lots, and public rights-of-way. The updated ordinance will define key terms, establish appropriate fines and penalties, and provide clear exceptions for loading, unloading, and emergency vehicles.

Timeline: Draft Ordinance (November 2025), Adoption February 2026.

2. Executive Summary and Progress Update:

The current policy and enforcement efforts seem to have accomplished the goal.

Recommend continuing enforcement.

4. Timeline:

Complete- But monitoring

5. Budget:

No formal budget, staff time.

6. Upcoming Milestones:

Provide draft to City Council.

Project Name: Clean City Initiative -Ibarra/Barron

1. Project Overview:

Scope: The Clean City Initiative focuses on enhancing code enforcement efforts by revising and modernizing municipal property maintenance regulations. The goal is to ensure compliance and create a clear, enforceable framework that communicates what businesses and residents are expected to adhere to in maintaining their properties. This effort includes developing more proactive enforcement strategies, improving public education, and aligning internal resources to support sustained compliance.

Timeline:

Initial outline and staff research – November 2025
Council presentation of draft recommendations – December 2025 Council has authorized abatement of a fire damaged residence; this is currently scheduled for 18 APR. Additionally, staff has prioritized beautification efforts on the primary city corridors, and several businesses and residences have complied. Continued effort will likely enhance program efficacy. Formal reporting will commence as soon as useful data is obtained.

Adoption and implementation of revised code – January/February 2026 Adoption and implementation of the International Property Maintenance Code has been accomplished.

2. Executive Summary and Progress Update:

Staff is beginning to assess and implement benchmarks to increase staff efficiency and provide better reporting to Council.

4. Timeline:

Ongoing

5. Budget:

Ongoing TBD

6. Upcoming Milestones:

Spring Cleaning Event is the next significant milestone, with a bulk item pick up or drop off, tbd.

Project Name: Water and Wastewater Treatment Plant Solar Projects- Uribe

1. Project Overview:

Scope: The City of Coalinga is implementing solar energy systems at both the Water Treatment Plant and the Wastewater Treatment Plant to offset utility costs and promote long-term energy sustainability. The projects involve the design, permitting, and installation of ground-mounted photovoltaic systems at each facility. Design is complete for both sites.

Land leases have been secured, and the construction drawings for the Water Treatment Plant project have been submitted to Fresno County for review, as it is located outside city limits.

Timeline: April 2026

2. Executive Summary and Progress Update:

Both Plants are fully permitted, with the Water Plant PV close to completion.

4. Timeline:

Construction has begun, April completion anticipated. Deadline for WWTP extended until February 2027 for NEM-2A rates.

5. Budget:
$10,774,672.00 (Combined both Projects)

6. Upcoming Milestones:
• Final Inspection on Water
• Begin Construction on Waste Water
Project Name: Build (3) ADU’s- Smith

1. Project Overview:

Scope: The City will implement and build two Accessory Dwelling Units (ADUs) on Cityowned property.

Timeline: July 2026

2. Executive Summary and Progress Update:

Staff has determine partial funding sources to undertake the project.

Precision Civil Engineering has prepared a site plan for the property at Cedar Ave and staff is currently reviewing the plan. Staff provided comments to PCE staff and as of September 10, received the updated site plan and cost estimate for the project. Staff is reviewing and considering next steps.

4. Timeline:

Currently establishing budgets and funding sources.

Staff hopes to begin construction by the beginning of Summer: funding will need to be increased to facilitate construction.

5. Budget:
$200 k originally budgeted
FY 26/27- Rough Order of Magnitude (ROM) $900K

6. Upcoming Milestones:

Fiscal year 26-27 Approval
Project Name: Outdoor Food Court (Design Phase)- Barron

1. Project Overview:

Scope: The City of Coalinga is exploring the development of an outdoor food court on the vacant lot located along Elm Avenue between 4th and 5th Streets, designed to serve as a vibrant community gathering space and economic incubator. The project will feature retrofitted sea train containers that provide affordable, flexible space for start-up restaurants and small food vendors, promoting local entrepreneurship and culinary diversity. In addition to the container units, the site will include designated parking and utility hookups for rotating food trucks, open seating areas, shaded canopies, community gathering zones, and amenities such as firepits to enhance year-round usability. The space is intended to activate a currently underutilized property, encourage foot traffic along Elm Avenue, and serve as a dynamic hub for residents and visitors alike.

Timeline: June 30, 2026

2. Executive Summary and Progress Update:

Staff has obtained Council approval for a concept; schedules and further design efforts continue.

4. Timeline:

Preliminary Design Complete by Fiscal Year End 2026
Design is progressing well

5. Budget:

For FY26 there is $100,000 budgeted for preliminary design services with expectations of construction in FY27 unless design is complete early and the Council may approve a budget adjustment for construction should it be within a reasonable amount.

6. Upcoming Milestones:

Concept Plan – Precision Engineering currently working on finalizing concept design.

Expecting design: June 2026
Preliminary Construction Begin: Fall 2027
Project Name: Complete Animal Shelter- Smith
Reporting Period: February 2026

1. Project Overview:

Scope: Remodel inside of 270 S 6th St. Animal Shelter and install kennels Timeline: Early to late spring of 2026

2. Executive Summary and Progress Update:

Project is very near completion- punchlist and walkthroughs forthcoming

4. Timeline: 92% complete

5. Budget:

Construction Budget: $282,627.00(We had an increase of $2380 for miscellaneous change orders due to age of building.)
Electrical Budget: $22,569.00
Kennel and cages: $144,031.65(UC Davis grant to cover $100,000) Total Budget: $449,227.65
Fence Replacement: $23,614.95
Total to date (less Grant): $372,842.60

6. Upcoming Milestones:

Completion and begin operations
Project Name: Purchase and install remaining backflow
enclosures- Smith
Reporting Period: February 2026

1. Project Overview:

Scope: Purchase and install backflow device enclosures
Timeline: Enclosures and blankets have been delivered. Awaiting the installation schedule from Public Works.

2. Executive Summary and Progress Update:

4. Timeline:

Unsure of actual timeline but would hope to have them installed before end of year.

5. Budget:
$12,600

6. Upcoming Milestones:

Project Name: Update Curb Painting Near Schools- Barron Prepared by: Eric De Leon
Reporting Period: Feb 2026

1. Project Overview:

Scope: This project intel’s coordinating with the school district and getting a meeting scheduled to go over red curb painting and getting a plan together to update all red curbs around schools. Determining what needs to stay and what can be removed. Then executing plan to remove red paint not needed and update any new paint needed.

Timeline: Removing and painting red curbs has been placed on hold till further discussion

2. Executive Summary and Progress Update: This project has been superseded by the adoption of Assembly Bill 413. Currently implementation is being discussed with stakeholders. Additionally the SMART Sunset Project will likely replace this project.

3. Timeline: Summer of 2026

4. Budget:

Item funded out of Street Materials 107-422-70130. Expenses absorbed in operations and maintenance budget.

5. Upcoming Milestones:

Further discussion and direction to follow early to late Spring Project Name: Banner decorations on Light Poles- Medina Prepared by: Eric De Leon
Reporting Period: Feb 2026

1. Project Overview:

Scope: The scope of this project is to look at getting Decorative Banners for light poles. Get a cost for each banner and identify all areas that will need banners.

Timeline:

2. Executive Summary and Progress Update: I have continued to do some research on larger Banners that can be installed On Elm Ave. and on Coalinga Plaza. In the Plaza we have 2 banners per pole with a total of 26 banners measuring 24”X 48”. The Cost for these banners is around $110.00 per Banner. On Elm Ave from Polk to Van Ness, I counted a total of 29 Banners + 2 at Clock Tower with a total of 31 larger Banners measuring 30 X 96These range from $200.00-$215.00 dollars per Banner. Coalinga Chamber mentioned they may already own seasonal banners, but the cost was for vendor to come out to install which was a cost at around $2,500 each time Vendor came out which Chamber has not done for a while due to high cost. Chamber let me know that with the busy schedule they have been under at moment that they would get back to me after the first week of February.

4. Timeline: Mid-March
I have emailed and am waiting for chamber to respond if they may already have Seasonal Banners that have already been purchased.

5. Budget:
$5,000

6. Upcoming Milestones:

Get Information on Chamber Banners or City can decide if we just move forward with purchasing of new Banners.

Project Name: Re-Pave City Hall / PD Parking Lot- Uribe Reporting Period: February 2026

1. Project Overview:

Scope: This project entails resurfacing two facilities using either Cape Seal or Slurry Seal and Striping. City crews will perform tasks such as crack sealing, asphalt patching, digouts, and water flow testing to identify low spots.

2. Executive Summary and Progress Update:

The project was unfeasible for $30k; FY 26-27 will request $85-$100k for necessary repairs

4. Timeline:

The goal is to integrate this project with the Phase 3 Slurry Seal Project scheduled for the late spring of 2026.

5. Budget:
$30,000 has been approved in the FY26 Budget.

6. Upcoming Milestones:

This is an ideal time to undertake this project, as it would allow us to secure a favorable cost for both facilities, especially since we have a slurry seal project planned for this year.

Project Name: Complete Phase 1 of the Center Median ProjectUribe Reporting Period: February 2026

1. Project Overview:

Scope: This project aims to update and enhance the Center Median Island at the intersection of Merced Avenue and Chardonnay Lane. The plan includes planting new trees, adding drought-tolerant plants, and incorporating decorative rocks. City crews will also remove all dead trees, plants, and shrubs as part of the preparation work.

2. Executive Summary and Progress Update:

Staff has approved the plans and it is being solicited for bids.

4. Timeline:

Completion by 30 June 2026 anticipated

5. Budget:

Budget is $150,000.00

6. Upcoming Milestones:

Complete Design and Confirm Cost Estimates + Construction Schedule Project Name: Slurry Seal Project Phase 3-Uribe
Reporting Period: February 2025

1. Project Overview:

Scope: This project addresses street base failures and resurfaces various citywide streets to extend their lifespan. A total of 15 streets is recommended for slurry sealing. The scope of work also includes replacing striping and markings. City crews will be doing asphalt concrete "dig-out" repairs, asphalt concrete patching, and crack sealing.

2. Executive Summary and Progress Update:

City staff is reviewing the street plans that have been recommended by our city engineering to resurface

4. Timeline:

Phase 3 will be going out next Spring 2026

5. Budget:

The cost estimate is $500,000.

6. Upcoming Milestones:

Complete Design and Confirm Cost Estimates + Construction Schedule Project Name: Backup Generator Connection for Sewer Lift Stations- Uribe
Reporting Period: February 2026

1. Project Overview:

Scope: This project involves updating and improving four of our city's sewer lift stations by installing a cellular alarm call-out system and creating electrical connections for backup generator power. Additionally, we will be replacing two sewer lift station pumps.

2. Executive Summary and Progress Update:

MKN Engineering has finished the 90% drawings and is moving forward with the city staff reviewing the plans and returning with comments.

4. Timeline:

At this time, a start date has not yet been determined.

5. Budget:

TBD

6. Upcoming Milestones:

Design Cost and Schedule to be established.

Project Name: Update Water Treatment Plant Maintenance & Operation Plans- Uribe
Reporting Period: February 2026

1. Project Overview:

Scope: This project is governed by Title 22 of the California Code of Regulations, which requires a water supplier to operate a surface water treatment plant in accordance with a Maintenance and Operations Plan approved by the State Water Resources Control Board's Division of Drinking Water.

2. Executive Summary and Progress Update:

The State Water Resources Control Board (SWRCB) is reviewing the M&O Plans and awaiting approval.

4. Timeline:

No timeline has been set.

5. Budget:

Budget: $58,262.00.

6. Upcoming Milestones:
• SWRCB review of Plan.
• Approval of Plan.

Project Name: Complete Ramsey Splash Park- Uribe
Reporting Period: February 2026

1. Project Overview:

Scope: The primary scope of work is to construct a new 0.4-acre public park, to be called Ramsey Park, on the undeveloped lot located at 405 5th Street, Coalinga, CA. Site improvements include, but are not limited to, reconstruction of the existing concrete sidewalk, drive approach, curb, and gutter, and the addition of one ADA parking stall with striping. Park amenities include a new splash pad, shade structure, restrooms, a shower, drinking fountains, trash receptacles, seat walls, benches, picnic benches, and signage.

Site improvements also include new private access and driveway for city maintenance, grass areas, trees, new and improved utilities, including drainage improvements.

2. Executive Summary and Progress Update:

Tri City Engineering has put this project out to bid.

4. Timeline:

The timeline is for June 2026 ribbon cutting.

5. Budget:

Engineer’s estimate for this project is $1,688,044.77
$1.7 Million has been budgeted for FY26, which is expected to cover the remaining project expenses.

6. Upcoming Milestones:

Summer 2026 Project Completion and Opening
Project Name: Increase Wastewater Treatment Plant Land
Discharge Area- Uribe
Reporting Period: February 2025

1. Project Overview:

Scope: This project aims to purchase or lease additional property to discharge water onto city property.

2. Executive Summary and Progress Update:

I am currently working with a landowner to acquire land for leasing or purchasing to increase our capacity to discharge wastewater. However, the landowner is not interested in leasing or selling any part of their property at this time.

4. Timeline:

I will continue to check back with them every couple of months.

5. Budget:

None

6. Upcoming Milestones:

None
Project Name: Completion of ADA Transition Plan UpdateBarron Reporting Period: February 2026

1. Project Overview:

Scope: This city-wide ADA improvement project focuses on developing a comprehensive citywide transition plan to enhance accessibility for individuals with disabilities. This plan outlines strategies for improving public facilities, sidewalks, and curb ramps.

2. Executive Summary and Progress Update:

Tri-City Engineering is currently developing the scope of work and cost estimate. I will provide further updates as the project moves forward.

4. Timeline:

Completion by the end of FY26

5. Budget:
$24,000

6. Upcoming Milestones:
• Scope of Work from City Engineer
• Preparation of Plan
• Council Approval of Plan

Financial Services Department
February Monthly Project Status
FY2025/2026
Prepared by Mai Vang
Table of Contents
In the order of Priority
Project Name: Update Travel Policy (Completed 2/11/2026) ................................................................2 Project Name: Credit Card Payments for all Services (Completed 2/4/2026) .......................................4 Project Name: Chart of Accounts ..........................................................................................................8 Project Name: Decentralize Finance Functions ..................................................................................10 Project Name: Revise Fund Balance and Reserve Policy ..................................................................12 Project Schedule.................................................................................................................................14 2 Monthly Project Status Report
Prepared by: Mai Vang
Project Name: Update Travel Policy (Completed 2/11/2026) Reporting Period: February 2026

1. Project Overview:

Scope: To involve the development and implementation of a comprehensive Travel Policy for the City of Coalinga. The policy will provide clear procedures, internal controls, and accountability measures related to employee travel, ensuring that all travel expenditures are reasonable, necessary, properly authorized, and in compliance with city and public fund stewardship standards.

Timeline: Expected Date of Completion: 8/31/2025

2. Executive Summary
The City of Coalinga is initiating a project to develop and implement a comprehensive Travel Policy to establish clear, consistent, and accountable procedures for all employee travel on official city business. This initiative is aimed at enhancing financial transparency, ensuring appropriate use of public funds, and reducing risk through clearly defined internal controls.

The current absence of a formal, citywide travel policy creates inconsistencies in travel approvals, reimbursement practices, and documentation standards. This project will address those gaps by implementing structured procedures and approval workflows to ensure travel is pre-authorized, properly budgeted, and well-documented.

3. Timeline:

Phase Description Target Date
Policy Review Analyze current policy, identify gaps, gather input March 2025
Drafting Develop updated policy language and structure May 2025 Legal Review Incorporate feedback from legal May 2025
Approval City Manager Approval September 2025
Rollout & Training Distribute policy, train staff on procedures September 2025

4. Budget:
$1,000 Legal Review

5. Upcoming Milestones:
3 Policy adoption – September 2025

6. Progress Update:

Date Comments
09/02/2025 Reviewing final draft for adoption of policy. Policy will be approved in September 2025. 10/02/2025 Completed final draft on September 9, 2025. Pending Union review. 10/14/2025 Policy Completed. Pending Signature.
11/6/2025 Signature obtained. Policy accepted and approved by City Manager. 12/1/2025 Begin distribution of policy and train employees/staff on procedures - Postponed 01/01/2026 Begin distribution of policy and train employees/staff on procedures by the end of the month
02/01/2026 Training was scheduled for February.
02/11/2026 Training completed. Policy fully implemented. 02/11/2026 Project Completed
4 Monthly Project Status Report
Prepared by: Mai Vang
Project Name: Credit Card Payments for all Services (Completed 2/4/2026) Reporting Period: January 2026

1. Project Overview:

Scope: To accept credit card payment for all services
Timeline: Expected Date of Completion: February 2026

2. Executive Summary
The City currently accepts credit card payments only for utility billing. Payments for other services— such as business licenses, permits, and administrative transactions—must still be made via cash, check, or money order.

In accordance with SB 379, most California cities and counties are required to implement an online, automated permitting platform for solar-related permits by September 30, 2024. This transition highlights the City’s ongoing challenges with its current merchant payment processor.

At present, the City uses OpenEdge for credit card processing. However, the provider imposes substantial service fees and lacks the capability to distinguish payments made for services beyond utility billing. Despite efforts to address this—such as requesting a rate analysis and reviewing alternative proposals. The projected annual processing cost remains high, exceeding $300,000.

City staff have also engaged Tyler Technologies, the provider of the City’s financial system, to explore a more cost-effective payment solution.

3. Timeline:

July – Obtain service and rate comparison from TylerTechnologies for the service August – Decide on a solution and implement

1. Continuing service with Open Edge

2. Start merchant service and implement solution with TylerTechnologies October – Select merchant service company
November – Begin application implementation
February – Go Live with new application

4. Budget:

Plan to use the cost savings from the budgeted Fees to pay for the implementation. 5 Current Budget
General Fund $40,000
Water Fund $160,000
Gas Fund $120,000
Sewer Fund $76,000
Sanitation Fund $4,000

5. Upcoming Milestones:

Begin software implementation

6. Progress update:

Date Comments
09/02/2025
Summary for OpenEdge (Current Merchant Servicer)

1.Model proposed
a. City absorbs fee
i. Rate per Transaction - blended rate of 0.90% + $0.15 ii. Risk Assessment Fee and Settle Funding Fee are about 65% of the estimated annual cost

2. Additional Considerations
a. The City is responsible for the fees related to INSITE. This is an addition cost to the proposed model. On average, it costs the City between $5,000 to $6,000 quarterly.
b. There are no implementation cost.
c. Customers will continue to use current landing page to make payments. d. Recurring costs
i. Card reader equipment - $15.00 per device
e. Estimated time to implement - None

3. Estimated annual costs to the City
a. $240,000 - $260,000 (cost include fees and INSITE)
10/02/2025
Summary for TylerTechnologies (Tyler Merchant Services, Current City ERP vendor):

1. Models proposed
a. Model one - City absorbs fee
i. Rate per Transaction - blended rate of 1.20% + $1.20 b. Model two - Customer pays for service fees
i. Rate per Transaction ranges between 3.75% and 3.95%

2. Additional Considerations
a. TylerTechnologies also has a transactional fee for the use of INSITE. INSITE is the landing page in which customer uses to make payment. This is an addition cost to the models listed above. On average, it costs the City between $5,000 to $6,000 quarterly.
b. There are no implementation cost.
6 c. Customers will continue to use current landing page to make payments. d. Upfront costs
i. Card reader equipment - $529.00 per device
e. Recurring costs
i. Annual PCI Service - $180.00 per device
f. Estimated time to implement - 4 months

3. Estimated annual costs to the City
a. Model one - $150,000 - $200,000 (cost include fees and INSITE) b. Model two - $20,000 - $24,000 (INSITE fees only)
Summary for InvoiceCloud (Recommended Merchant Servicer)

1. Models proposed
a. Model one - City absorbs UTILITY fees (Non-Submitter) and General Public/Businesses absorb fees for GENERAL GOVERNMENT SERVICE (Submitter) i. Utility fee includes water, sewer, sanitation, and gas ii. General Government Services fee includes business license, cannabis tax payments, permits, solar permits, and not limited to. (General Fund revenue)
iii. Non-Submitter
+ Rate per Transaction for credit cards - 2.72% absorb by the City + Rate per Transaction for e-Check (pay with bank information) absorb by the City
iv. Submitter
+ Rate per Transaction for credit cards - 3.25% with $1.95 min paid by the General Public/Business payor
+ Rate per Transaction for e-Check (pay with bank information) - flat rate of $2.50 paid by the General Public/Business payor b. Model two - City absorbs UTILITY fees (Hybrid) and General Public/Businesses absorb fees for GENERAL GOVERNMENT SERVICE (Submitter)
i. Utility fee includes water, sewer, sanitation, and gas ii. General Government Services fee includes business license, cannabis tax payments, permits, solar permits, and not limited to. (General Fund revenue)
iii. Hybrid
+ Rate per Transaction for credit cards - 3.25% with $1.95 min paid by utility resident
+ Rate per Transaction for e-Check (pay with bank information) - flat rate of $1.50 absorb by the City
iv. Submitter
+ Rate per Transaction for credit cards - 3.25% with $1.95 min paid by the General Public/Business payor
+ Rate per Transaction for e-Check (pay with bank information) - flat rate of $2.50 paid by the General Public/Business payor

2. Additional Consideration
a. Selecting InvoiceCloud eliminates the quarterly INSITE fees (saving between $20,000 to $24,000 annually)
b. There is no implementation cost. Cost is waived.
7 c. Residents and businesses will be introduced to a new landing page for payment. It provides a user-friendly and verity of payment methods with low costs to all customers, businesses, and City.
d. Recurring costs
i. Card reader equipment - $20.00 per device
e. Estimated time to implement - 3 to 4 months

3. Estimated annual costs to the City
a. Model one (Non-Submitter) - $120,000 - $125,000 with the assumption of implementing/utility customer signing up for E-Check and City absorbs all fees. i. (Submitter) No cost to the city for General Government services b. Model two - (Hybrid) - $27,000 - $32,000 with the assumption of implementing/utility customer signing up for E-Check and City covers the flat rate of the E-check cost
i. (Submitter) No cost to the city for General Government services Taking InvoiceCloud contract to City Council on 10/16/2025. 10/16/2025 Contract approved with InvoiceCloud
10/29/2025 Project Kickoff
12/01/2025 Finalizing boarding documents, testing utility files, employee/staff training 01/01/2026 Testing the new environment in the next few weeks for Go-Live 2/4/2026 02/01/2026 On schedule to go live February 4, 2026.
02/04/2026 Project completed.
8 Monthly Project Status Report
Prepared by: Mai Vang
Project Name: Chart of Accounts
Reporting Period: January 2026

1. Project Overview:

Scope: Revamp the Chart of Accounts to meet GAAP and GASB requirements for financial statement reporting
Timeline: Expected Date of Completion: June 2026

2. Executive Summary:

In 2017/2018, the City of Coalinga implemented ERP Pro 10, which included a redesign of the Chart of Accounts. However, over time, the structure has become noncompliant with GASB standards.

When new budget lines were created, the intended purpose of accounts—such as the proper use of revenue and expenditure categories and subcategories—was not consistently considered. This has led to the commingling of expenditures; for example, capital expenses have been recorded as operating expenses and vice versa. As a result, preparing accurate financial statements has become a cumbersome and time-consuming process.

3. Timeline:

September – Obtain project scope and quote from Tylertechnologies October – Begin the project
July 2026 – Go Live with the new chart of accounts

4. Budget:

Current Budget
General Fund $30,000
Water Fund $12,000
Gas Fund $6,000
Sewer Fund $8,400
Sanitation Fund $600
RDA Fund $3,000
Total $60,000

5. Upcoming Milestones:
9 Review the current chart of accounts and determine the string format for the new chart of accounts.

6. Progress update:

Date Comments
09/02/2025 Meeting with TylerTechnologies to develop scope and cost of project the week of September 1st.
10/02/2025 TylerTechnologies has not responded since the last meeting. Will pursue with Price Paige and Co, CPA
10/23/2025 Project kickoff meeting between City and Price Paige. Discussed and developed the scope of work.
12/01/2025 Review of current structure: consolidate accounts, eliminate/add useful accounts – Postponed to begin in February due to FY24/25 Audit/Financial Statement 01/01/2026 On Hold until March. Project will extend into FY26/27. 02/01/2026 No Change from the last reporting.
03/01/2026 No Change from the last reporting.
10 Monthly Project Status Report
Prepared by: Mai Vang
Project Name: Decentralize Finance Functions
Reporting Period: January 2026

1. Project Overview:

Scope: Decentralize finance functions through process automation using workflow. Finance functions include Accounts Payable, Accounts Receivable, Purchase Orders, Journal Entries, Miscellaneous Revenue receipts, Travel Requests, and Budget Amendments.

Timeline: Expected Date of Completion: June 30, 3027

2. Executive Summary:

The Financial Services Department is undertaking a strategic initiative to decentralize its finance function in response to persistent inefficiencies in the current centralized model. This project is driven by the need to enhance operational responsiveness, improve accountability at all levels, and streamline financial workflows across the organization.

Recent internal assessments have highlighted critical delays in budget execution, lack of transparency in financial reporting, and bottlenecks in procurement and expenditure approvals.

Additionally, the existing financial system is not utilized to its full extent to ensure control and compliance. As a result, the current centralized structure has become a constraint on timely decisionmaking and departmental autonomy.

Decentralization is being pursued as a solution to distribute financial responsibilities more evenly, empower departments with direct control over their budgets, and foster a more agile and responsive finance ecosystem.

3. Timeline:

October 2025

1. Planning and prioritizing the order of module implementation.

2. Work with TylerTechnologies for support and guidance

4. Budget:

No Budget at this time.

5. Upcoming Milestones:

September 2025 – Work with TylerTechnologies for support and guidance

6. Progress Update:
11 Date Comments
09/02/2025 Scheduled a meeting with Tylertechnologies the week of September 1, 2025 10/6/2025 Christina is onboard and will start immediately 12/01/2025 Project postponed to begin in February 2026
01/01/2026 Project postponed until further evaluation
02/01/2026 No Change from the last reporting
03/01/2026 No Change from the last reporting
04/01/2026 No Change from the last reporting
12 Monthly Project Status Report
Prepared by: Mai Vang
Project Name: Revise Fund Balance and Reserve Policy
Reporting Period: January 2026

1. Project Overview:

Scope: Revise Fund Balance and Reserve policy by leveraging the Golden Cone of Prosperity model Timeline: Expected date of completion: June 2026

2. Executive Summary:

The City of Coalinga’s Fund Balance and Reserve Policy is not just a fiscal management tool—it is a foundational element of the City’s long-term financial resilience and prosperity. In alignment with the Government Finance Officers Association (GFOA)’s Golden Cone of Prosperity, this policy reinforces the importance of strong financial foundations to support higher-level community outcomes such as economic stability, service reliability, equity, and sustainable growth.

The GFOA’s Golden Cone of Prosperity is a nationally recognized framework that illustrates how municipalities can build toward community prosperity by focusing first on essential financial disciplines. The cone begins with core practices like maintaining adequate reserves and liquidity and ascends toward more ambitious goals like equity-based budgeting and long-term community wellbeing.

This policy directly supports the base layer of the Golden Cone—Reserves and Liquidity—by ensuring that the City:
• Maintains sufficient reserves in the General Fund to manage revenue volatility, emergencies, and economic downturns.
• Sets strategic reserve levels for Enterprise Funds to cover operational continuity, infrastructure reinvestment, and utility rate stability.
• Commits to annual review and adjustment of reserve targets based on updated forecasts and evolving community needs.

By strengthening the City’s reserve practices, Coalinga will build the fiscal foundation necessary for sound budgetary planning, responsible capital investment, risk management, and ultimately, community prosperity.

3. Timeline:

Time will be provided upon discussion with Wulff, Hansen & Co

4. Budget:
13 $5,000

5. Upcoming Milestones:

February 2026 – Discuss goals with Wulff, Hansen & Co.

6. Progress Update:

Date Comments
09/02/2025 Have not started
10/02/2025 Have not started
11/02/2025 Have not started
12/01/2025 Have not started
01/01/2026 Have not started
02/01/2026 Have not started
03/01/2026 Have not started
04/01/2026 Have not started, Kickoff meeting scheduled for 4/14/2026 14 Project Schedule
As of 04/01/2026
as of 03/01/2026
Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Projects Status 25 25 25 25 25 25 25 25 25 25 26 26 26 26 26 26 26 26 26 26 26 26 27 27 27 27 27 27 Update Travel Policy Completed
Credit Card for all Services Completed
Chart of Accounts In Progress
Decentralize Finance Functions On Hold
Revise Fund Balance and Reserve PolicyNot Started
FY24/25 FY25/26 FY26/27
Project Name: Council/Staff Team Building Event
Prepared by: Shannon Jensen
Project Name: Council / Staff Team Building Event
Reporting Period: March, 2026

1. Project Overview:

Scope: Planning and Coordinating a Team Building Event with the City Council and Department Head Staff.

Timeline: Spring 2026

2. Executive Summary and Progress Update:

The City Manager explored several potential team building opportunities, including go-cart racing, a winery event, and a boat cruise. Staff aimed to keep the event within a day’s travel to avoid the need for overnight accommodations, while still allowing flexibility for those who may choose to stay overnight.

Staff has since coordinated and finalized event details with Cass Winery. The event concept and logistics have been established, and staff is currently working to finalize a date and coordinate schedules.

4. Timeline:

With event details now solidified, staff is coordinating scheduling, with the team building event anticipated to take place in late April or early May 2026.

5. Budget:

The FY26 budget includes $7,000 for team building for the Council and additional allocated funds for the City Manager and Department heads from their respective Training/Travel budgets.

6. Upcoming Milestones:
• Spring 2026: Finalize event date (late April / early May) and confirm attendance.

Project Name: Employee Appreciation Party
Prepared by: Shannon Jensen
Project Name: Annual Employee Appreciation Party & Employee Awards - COMPLETED Reporting Period: March, 2026

1. Project Overview:

Scope: To host a City-wide Employee Appreciation Party that celebrates and recognizes the contributions of all City employees across all departments. The event will promote positive morale, foster interdepartmental camaraderie, and publicly recognize staff achievements, service milestones, and exemplary performance.

Timeline: January 2026

2. Executive Summary and Progress Update:

Significant progress has been made in securing the venue and date for the event. The Elks Lodge has been confirmed as the selected location for its capacity, availability, and suitability for the anticipated attendance. The event will take place on Saturday, January 31, 2026.

Planning remains in the early stages; however, securing the location and date allows staff to now move forward with other key planning components, including catering, program development, awards coordination, and logistics. No issues or delays at this time.

4. Timeline:
• Event Date: Saturday, January 31, 2026
• Event planning efforts remain ongoing and will continue to progress steadily throughout the remainder of 2025.

5. Budget:

The FY26 budget has $5,000 allocated for the appreciation dinner.

6. Upcoming Milestones:
• Finalize catering selection – COMPLETED – Big Belly BBQ (server-assisted buffet style) • Develop program agenda and awards presentation – January 2026 Monthly Project Status Report
Prepared by: Shannon Jensen
Project Name: NextRequest – Public Records Request Software Implementation Reporting Period: March, 2026

1. Project Overview:

Scope: Implement NextRequest to streamline, manage, and fulfill public records requests efficiently through an online portal with centralized tracking, reporting, and compliance support.

Timeline: Agreement executed July 1, 2025. Onboarding and portal activation to begin in early July, with go-live projected within the upcoming 4-8 weeks pending successful onboarding and staff training.

2. Executive Summary and Progress Update:

On July 1, 2025, the fully executed agreement was received. Since that time, staff has been coordinating with the Launch Team to progress through onboarding, portal configuration, and training preparation as availability allows.

The next onboarding session has been scheduled for April 7, 2026 at 10am. This meeting will be an in-depth working session focused on building out system settings and variables to meet the City’s specific needs. This includes adding departments, identifying users, and establishing due dates and reminder settings.

4. Timeline:
7/1/25: Agreement executed.

March – April 2026: Continued onboarding, system configuration, and working sessions with Launch Team.

Projected Go-Live: Finalizing configuration and proceed toward go-live. (4-8 weeks out)

5. Budget:

Initial Cost: $10,490 (FY 2025-2026)
Annual Renewal Cost: $10,788/year thereafter.

6. Upcoming Milestones:
• April 7, 2026: In-depth configuration session (departments, users, settings) • Continue onboarding session and system configuration process • Complete staff training
• Go-Live target: Late April – late May (pending completion of onboarding) Monthly Project Status Report
Prepared by: Shannon Jensen
Project Name: OneMeeting – Agenda Software Implementation Reporting Period: March, 2026

1. Project Overview:

Scope: Implementation of OneMeeting agenda management software to streamline preparation, routing, and publishing of City agendas and staff reports. This includes setting up agenda templates, staff report forms, workflows, and data migration to integrate with existing City processes.

Timeline: Initial estimate (April 2025) anticipated go-live within 4-5 months (September/October 2025). Timeline has since been adjusted to accommodate configuration, training, and testing needs.

2. Executive Summary and Progress Update:

The project continues to move forward as staff works through the onboarding and system configuration process in coordination with the project team. Efforts remain focused on refining agenda templates, staff report forms, and workflow routing to align with the City’s processes.

The next project meeting is scheduled for April 21, 2026. Additional meetings will follow, including end-user training sessions and a mock live meeting to simulate real-time use of the system. These remaining steps are anticipated to extend through early June.

Staff continues to make steady progress toward full implementation and system readiness.

4. Timeline:

April – June 2026: Ongoing onboarding, training sessions, and mock live meeting Projected Go-Live: Anticipated by end of FY 2026, pending successful testing and training

5. Budget:

Budget: Originally approved in 2023; Data Migration (one-time cost): $12,000, paid February 2025. Additional implementation fees are not expected.

6. Upcoming Milestones:

April / June 2026: continue with scheduled onboarding sessions for system configuration; conduct end-user training sessions; complete mock live meeting; and finalize system configuration and workflows.

Project remains on track, with go-live anticipated by end of FY 2026.

Monthly Project Status Report
Prepared by: Shannon Jensen
Project Name: National Night Out (August 5, 2025) – Completed Reporting Period: August, 2025

1. Project Overview:

Scope: Planning and execution of the City’s annual National Night Out event, including coordination of vendors, volunteers, staff booths, school supply giveaways, street closures, and overall event logistics.

Timeline: Tuesday, August 5, 2025. Preparations were conducted throughout June and July, with final logistics and vendor coordination completed in the days leading up to the event.

2. Executive Summary and Progress Update:

The 2025 National Night Out was successfully held on Tuesday, August 5, 2025, in downtown Coalinga. The event brought the community together for an evening of safety awareness, entertainment, and neighborly connection. Vendors, community organizations, and sponsors provided food, entertainment, giveaways, and school supplies. Monetary and inkind donations from local businesses and individuals made it possible to distribute free school supplies to local students, with any remaining needed items purchased using monetary donations received.

City staff coordinated all aspects of the event, including vendor booth assignments, street closures, volunteer coordination, and staff coverage. The event ran smoothly, with positive feedback received from both participants and community members.

Following the event, the City Manager and staff met to debrief and evaluate all aspects of the planning and execution. The discussion focused on identifying what worked well and creating an action plan for improvements to make next year’s National Night Out even better.

4. Timeline:

Event date: Tuesday, August 5, 2025 (completed)
Post-Event Debrief: Completed. Improvement plan developed for the 2026 event.

5. Budget:

Monetary donations were received prior to and during the event, which were used to offset the cost of school supplies and event materials. In-kind contributions from vendors and community partners significantly reduced overall costs.

6. Upcoming Milestones:

None
Monthly Project Status Report- COMPLETED
Prepared by: Greg DuPuis, Fire Chief
Project Name: Landscaping & City Facilities Projects
Reporting Period: March 2026

1. Project Overview:

Scope: Modernize exterior of Fire Department (Landscaping, Signage, Paint).

Timeline: September 2025

2. Executive Summary and Progress Update:

BC Long to manage the project. Quotes received, contractor selected. Waiting for an appointment date.

3. Timeline:

Completed

4. Budget:
$30,000

5. Upcoming Milestones:

Complete
Monthly Project Status Report - COMPLETED
Prepared by: Greg DuPuis, Fire Chief
Project Name: Ambulance & Fire Services
Reporting Period: March 2026

1. Project Overview:

Scope: Increase Ambulance Rates
Timeline: July 2025

2. Executive Summary and Progress Update:

Chief presented at the June 18 Council meeting. Approved by Council. Will take effect July 1, 2025

3. Timeline:

Completed

4. Budget:

N/A

5. Upcoming Milestones:

Complete. Went live with Sharp on October 1st.

Monthly Project Status Report
Prepared by: Greg DuPuis, Fire Chief
Project Name: Ambulance & Fire Services – Improvements to Training Center Reporting Period: March 2026

1. Project Overview:

Scope: Improvements to the Fire Department training center.

Timeline: December 2026

2. Executive Summary and Progress Update:

Apply for CIRA grant to keep improving on the training facility.

3. Timeline:

April 2026- BC Krider and training cadre working on design and plan with ACM Baron

4. Budget:

Will be asking for $3000,000. Some CIRA grant funding may be available. Money will be used for training props, extending the workspace, awning and restroom facilities.

5. Upcoming Milestones:

Determine Cost Estimate and CIRA funding opportunities.

Monthly Project Status Report - COMPLETED
Prepared by: Greg DuPuis, Fire Chief
Project Name: Ambulance & Fire Services – Remodel Fire Department Bathroom Reporting Period: March 2026

1. Project Overview:

Scope: Remodel Fire Department Bathroom
Timeline: September 2025

2. Executive Summary and Progress Update:

BC Milligan to manage the project.

3. Timeline:

Project started 9/29.

4. Budget:
$40,000

5. Upcoming Milestones:
• Receive 3 Quotes and Execute Contract for Services
• Complete Construction
• Project started 9/29/25, Completed on 10/31/25
• Completed
Monthly Project Status Report- COMPLETED
Prepared by: Greg DuPuis, Fire Chief
Project Name: Ambulance & Fire Services - Sponsor Medic School & Fire Academy Reporting Period: March 2026

1. Project Overview:

Scope: Sponsor Medic School & Fire Academy
Timeline: Continuous

2. Executive Summary and Progress Update:

Project already started. To date we have had 3 EMT’s enroll in medic school and 2 Firefighters enroll in the Fire Academy.

3. Timeline:

On going

4. Budget:
$10,000 medic school, $9,000 Fire Academy

5. Upcoming Milestones:
2 EMT’s graduated Medic school in 9/2025, 1 in 2026. 1 FF has already graduated from the fire academy in May of 2025. 1 to graduate December 2025.

Monthly Project Status Report- COMPLETED
Prepared by: Greg DuPuis, Fire Chief
Project Name: Feasibility Plan for Increased Presence of the Fire Department at the Coalinga Airport including Ancillary Services (ie. CAL Fire, Sky Life, Ect) Reporting Period: March 2026

1. Project Overview:

Scope: Determining the Feasibility of Increased Presence of the Fire Department at the Coalinga Airport including Ancillary Services (ie. CAL Fire, Sky Life, Ect) Timeline: Presented to Council

2. Executive Summary and Progress Update:

Chief and BC Long are currently working on the study.

3. Timeline:
started

4. Budget:

Staff resources.

5. Upcoming Milestones:

Presentation to City Council December 4th
Monthly Project Status Report- COMPLETED
Prepared by: Greg DuPuis, Fire Chief
Project Name: Emergency Readiness: Implement Civic Ready Reporting Period: March 2026

1. Project Overview:

Scope: CivicReady is a mass notification system developed by CivicPlus that enables local governments and public safety agencies to quickly communicate emergency alerts and routine updates to residents through text messages, phone calls, emails, and mobile push notifications. It supports targeted messaging using geographic filters and integrates with FEMA’s IPAWS for national alerts. Residents can customize their notification preferences and receive information in multiple languages. Common uses include severe weather warnings, boil water notices, road closures, and community event reminders, making it a critical tool for enhancing public safety and civic engagement.

Timeline: September 2025

2. Executive Summary and Progress Update:

Chief DuPuis has completed the training. This would be a good assignment to bring aboard the new Public Outreach Coordinator position when hired.

3. Timeline:

Started April 2025, completed training June 2025. Next step is to train staff and implement.

4. Budget:

Staff resources, this service is included in the Civic Plus Platform the City uses for its website.

5. Upcoming Milestones:

Train Public Outreach Coordinator
Monthly Project Status Report
Prepared by: Greg DuPuis, Fire Chief
Project Name: Install Fire Department Generator
Reporting Period: March 2026

1. Project Overview:

Scope: Emergency Readiness: New Generator
Timeline: June 2026

2. Executive Summary and Progress Update:

Work started late February. 85% complete. Scheduled to be done mid-June.

3. Timeline:

Began 2022

4. Budget:

Approximately $36,000

5. Upcoming Milestones:

Approved by Council. Work is 80% complete. ACM Baron has taken on the project and working with electrician to get completed.

Monthly Project Status Report
Prepared by: Police Chief Jose Garza
Project Name: Purchase a Command Trailer
Reporting Period: March 2026

1. Project Overview:

Scope: Purchase a multipurpose Command Trailer for the Coalinga PD that would be used in large emergency operations, DUI check points, crime scene investigations, Derby, and community events.

Timeline : FY 2026/2027

2. Executive Summary and Progress Update:

Commander Young and Reserve Officer Matsuzaki will be traveling south to view large trailers and obtain ideas for a Commander trailer, along with cost.

3. Timeline:

Research and Recommended Specifications complete by April 2026.

4. Budget:

No budget for FY26

5. Upcoming Milestones:

Non update
Project Name: Update Animal Control Ordinance
Prepared by: Police Chief Jose Garza
Reporting Period: March 2026

1. Project Overview:

Scope: Review and approval of the amended Animal Control Ordinance Sections 1 through 5 (Peace officers and Animal Control Officers, Animal impoundment, and Inhumane Treatment and Cruelty to Animals).

Timeline: FY 2026

2. Executive Summary and Progress Update:

The City Attorney added specific language and edits to Sections 1, 2, 3, 4 and increased the fines in Section 4 d. The changes were presented to Council on October 16, 2025 and Council requested further review and changes. In addition, Coalinga Police Department Animal Control plan will need to be reviewed and approved by the City Manager and Council.

3. Timeline:

FY 2026

4. Budget:

Attorney fees for preparation.

5. Upcoming Milestones:
• Ordinance Adoption Hearings in April.
• Animal Control Plan approval.

6. Upcoming Milestones:

Once approved by Council, CPD and ACO can enforce the new fines and animal impoundment procedures.