Coalinga City Council
May 21, 2026

Reasonableness of the individual firm-fixed prices and/or hourly rates, and competitiveness of quoted firm-fixed prices with other proposals received; adequacy of the data in support of figures quoted; basis on which prices are quoted.

8. References and Past Performance (10%)
Demonstrated ability to maintain positive customer relations and professional conduct throughout the collection process. Feedback from current or past clients, especially in the utility sector.

The City reserves the right to select an agency to perform all of the work identified in the RFP, or only a selected portion based on price and/or other factors.

Section III: Specifications/Scope of Service
The City of Coalinga intends to obtain the services of a full-service collection agency to provide Collection Service for unpaid and delinquent accounts receivable to include, but may not be limited to:

1. Damage to City Property Invoices

2. Returned Checks

3. Utility Services

4. Service Fees

5. Miscellaneous Receivables
A. Specific Requirements for the Agency

1. The City has not had a collection agency since October 2024. There are 2,452 closed accounts eligible to be sent for collections. Those accounts totaled $883,600. With the previous agency, the City sent an average of $6,225.00 per month.

2. Agency shall make a minimum of two written or telephone contacts for each account (unless the account clears sooner) within sixty (60) days of receipt of account. Agency shall provide in the proposal detailed steps that will be taken once account is received from the City and number of contacts and procedures that will be taken.

3. Agency shall make contacts with delinquent accounts under the name of the collection agency.

4. Agency shall submit status reports on a monthly basis and an annual report (on a fiscal year bases) July 1, through June 30, comparing the activities to the previous fiscal year. These reports shall include data for each account detailing the value of the current debt, money received, charges waived, interest charged, balance due and date of last payment. A financial summary will also be required showing “period to date” and “year to date” totals for pertinent information such as receipts, net accounts receivable, total accounts receivable, and collection percentage. In addition, an aging report should be available in summary and in detail. Agency shall provide copies of all available reports or have it available to the City at any given time.

5. Agency shall conduct skip tracing on delinquent accounts. Agency to provide specific tools used to conduct skip tracing.

6. Agency shall indicate policy on when delinquent accounts will be reported to the three major national credit bureaus.

7. Agency shall accept automated or manual transfer of delinquent payment information from the City of Coalinga or other vendor’s database. It is expected the agency will work, at no additional cost, with the City of Coalinga and its software to ensure accurate and timely transmission of data.

8. Agency shall guarantee the confidentiality, security, and safety of all files and access, through secure technology such as API or SFTP integration, Online portal for City and consumers, digital payment capabilities, and reporting dashboards.

9. Agency shall maintain administrative, technical, and physical safeguards designed to protect the security, confidentiality, and integrity of City data. Agency shall comply with PCI DSS and maintain SOC 2 Type II certification or equivalent. All data must be encrypted in transit and at rest. In the event of a data breach or security incident involving City data, Agency shall notify the City within seventy-two (72) hours, cooperate fully in investigation and mitigation efforts, and bear all costs associated with required notifications, credit monitoring (if applicable), and remediation.

10. All data provided by the City, and all data generated, collected, or maintained by the Agency in connection with this agreement, shall remain the sole and exclusive property of the City. Agency shall not sell, share, disclose, or otherwise use such data for any purpose other than performance of services under this agreement without the City’s prior written consent.

11. Agency shall provide detailed information regarding its collection process and methods.

12. Agency shall instruct consumers to submit payment to the collection agency. Any payments received at the City will be forwarded to the collection agency. The collection agency will be notified within ten (10) working days of any payment processed by the City.

13. Agency shall comply with all applicable federal, state, and local laws and regulations, including but not limited to the Fair Debt Collection Practices Act (FDCPA), Consumer Financial Protection Bureau Regulation F (12 CFR Part 1006), California Consumer Privacy Act (CCPA) and California Privacy Rights Act (CPRA), Telephone Consumer Protection Act (TCPA), Fair Credit Reporting Act (FCRA), and all applicable California laws governing debt collection practices.

14. Agency shall develop and implement Key Performance Indicators (KPIs), subject to City approval, and provide quarterly performance reports. At a minimum, KPIs shall include recovery rates, timeliness of collection efforts, reporting accuracy, and dispute resolution timelines. Agency shall meet performance standards established by the City.

15. The City reserves the right, upon reasonable notice, to audit Agency’s records, systems, and processes related to the services provided under this agreement. Agency shall provide full access to relevant records and personnel and shall cooperate fully with any such audit.

16. The agency will be fully responsible for maintaining accurate records of all correspondence, documents, accounting records, transactions and other relative evidence. These records shall remain on file for a period of at least seven (7) years. All records shall be made available to the City of Coalinga for review upon request.

17. No work shall be subcontracted without the prior written consent of the City of Coalinga.

18. Maintain professional and respectful communication with the City of Coalinga’s customers. Ensure that collection efforts do not harm the relationship between the customer and the City. Collection agencies shall not initiate any legal action pertaining to any account without the prior written permission of the City. No compromise settlement shall be accepted by the Collection agency without the City’s written consent.

19. Any settlement of principal or charges shall be agreed upon between the agency and the City, prior to acceptance. The City shall support this in writing.

20. The City reserves the right to terminate the agreement, with or without cause, upon thirty (30) days written notice. In the event of termination for cause, the City may terminate immediately. Agency shall cooperate with the City to ensure an orderly transition of services and return of all City data.

Thank you for your interest in partnering with the City of Coalinga.

1 2.0 TABLE OF CONTENTS

3.0 COVER LETTER ......................................................................................................................................... 2

4.0 QUALIFICATIONS & EXPERIENCE ............................................................................................................. 4

4.1 Cedars Summary ................................................................................................................................. 4

4.2 Key Personnel and Management ........................................................................................................ 4

4.3 Equivalent Collections Experience ...................................................................................................... 9

4.4 Oversight and Quality Control .......................................................................................................... 12

5.0 REFERENCES .......................................................................................................................................... 14

6.0 NATIONWIDE COLLECTIONS & CREDIT BUREAU REPORTING ............................................................... 15

6.1 Nationwide Licensing ........................................................................................................................ 15

6.2 Credit Bureau Reporting (If Authorized) ........................................................................................... 16

7.0 SAMPLE MONTHLY STATEMENT OF ACCOUNTS ................................................................................... 17

8.0 SAMPLE MONTHLY AGING REPORT ...................................................................................................... 18

9.0 SAMPLE COLLECTION LETTERS .............................................................................................................. 19

10.0 APPROACH & METHODOLOGY............................................................................................................ 23

10.1 Implementation Plan ...................................................................................................................... 23

10.2 Collection Process ........................................................................................................................... 25

10.3 Contact Standards ........................................................................................................................... 29

10.4 Skip Tracing Practices ...................................................................................................................... 31

10.5 Data Transfer and System Integration ............................................................................................ 33

10.6 Payments via CollectCo™ Consumer Portal .................................................................................... 36

10.7 KPIs and Quarterly Performance .................................................................................................... 42

10.8 Dispute Resolution .......................................................................................................................... 45

10.9 Compliance and Data Security ........................................................................................................ 46

11.0 FEE PROPOSAL .................................................................................................................................... 49

12.0 ACCOUNT BALANCE THRESHOLD ........................................................................................................ 50

12.1 Legal Action (If Authorized) ............................................................................................................ 50

13.0 COLLECTCO™ CLIENT PORTAL ............................................................................................................. 51

13.1 Reporting Suite ............................................................................................................................... 52

13.2 Invoicing and Remittance ............................................................................................................... 55

14.0 KEY DIFFERENTIATORS ........................................................................................................................ 57 2 3.0 COVER LETTER
City of Coalinga, CA
Attn: Mai Vang, Financial Services Director
April 21, 2026
Re: City of Coalinga, Request for Proposal Collection Agency Services On behalf of Cedars Business Services, LLC (“Cedars”), we appreciate the opportunity to be considered to provide collection agency services for the City of Coalinga. The City’s program includes unpaid and delinquent receivables such as utility services, returned checks, damage to City property invoices, service fees, and other miscellaneous receivables. Cedars understands the importance of improving recoveries while maintaining professional, respectful communication that protects public trust and the City’s relationship with its residents and businesses.

Cedars is a California-based accounts receivable management and collection agency established in 1991 and headquartered in Calabasas, California. Our public-sector work supports cities, counties, utilities, and state agencies with compliant recovery services that emphasize transparency, documentation discipline, and a service-forward approach consistent with public agency expectations.

Our experience directly aligns with the City’s needs for managing delinquent utility accounts, returned checks, damage to City property charges, service fees, and miscellaneous receivables. Our programs are designed to operate as a low-burden extension of City finance operations, allowing staff to maintain full visibility and control while Cedars manages the day-to-day collection activity under a contingency-based structure at no cost to the City unless funds are recovered.

Our approach emphasizes compliance, transparency, and professionalism at every stage of the collection process. Our operations adhere to applicable federal and California requirements, and are supported by secure systems, detailed documentation, and audit-ready reporting. Our collectors are trained specifically for public-sector environments and understand the importance of courteous, measured communication when working on behalf of a city government.

Our services are fully self-performed. We do not outsource core collection activity, and we maintain dedicated internal functions for operations, client success, compliance oversight, reporting/remittance support, and secure IT/MIS administration. This structure provides the City with clear accountability, consistent service quality, and direct escalation paths without reliance on subcontracted collection agencies.

In support of the City’s collection program, Cedars confirms the following program commitments:
 Compliance & Professional Standards: Our program operates under a compliance-first model supported by documented policies, training, and quality monitoring.  Operational Transparency: Authorized City users will have secure online visibility into account status, documented activity, payments, disputes, and reporting outputs through our CollectCo™ client access tools.
 Secure Data Handling: Our technology environment supports secure data exchange and access controls suitable for public-sector requirements, including encryption and disciplined information security practices.
3  City-Controlled Escalation: Any legal escalation occurs only with prior written permission, and any settlement/compromise is City-directed and supported in writing.

Our objective is straightforward: maximize net recovery while protecting the City of Coalinga’s reputation and its relationship with residents and businesses. Our public-sector clients rely on Cedars for consistent performance, reliable reporting, and a collections program that reflects accountability and professionalism.

State of Incorporation
Cedars Business Services, LLC is a California limited liability company established in 1991.

Owner and Principal Parties
Cedars Business Services, LLC principal parties authorized to execute a binding contract include:
 Amir Erez, Chief Executive Officer
 Paul Hoare, Chief Operating Officer
 Syntheia Nagel, Board Secretary and Chief Compliance Officer Number and Position Titles of Staff
Cedars maintains more than 210 staff members supported by specialized internal departments, including Government Services, Compliance, Client Success, Information Technology/MIS, Accounting/Remittance, and Collections Operations. Key position titles supporting this engagement include: Project/Program Lead (Government Development & Solutions), Operations Leadership, Compliance Leadership, Client Success Leadership, Training Management, Accounting/Remittance support, and IT/MIS support.

Collection Associations / Industry Affiliations
Cedars maintains active memberships and industry affiliations that support continuing education, legislative awareness, and professional best practices, including:
 ACA International
 California Association of Collectors (CAC)
o Cedars’ Chief Compliance Officer, Syntheia Nagel, currently serves as President-Elect.  International Association of Commercial Collectors (IACC)  Commercial Law League of America (CLLA)
The undersigned certifies that he is an officer and main contact point of the firm with authority to bind Cedars Business Services, LLC to all commitments made in our proposal. We appreciate your time and consideration and look forward to the opportunity to support the City of Coalinga with a compliant, accountable, and community-focused collections program
Sincerely,
Patrick Miller
Director of Government Development & Solutions
Cedars Business Services, LLC
[email protected] / (757) 560-5801
4 4.0 QUALIFICATIONS & EXPERIENCE

4.1 Cedars Summary
Cedars Business Services, LLC (“Cedars”) is a California-based accounts receivable management and collections firm established in 1991, with more than three decades of continuous experience delivering compliant recovery programs for public-sector portfolios. Cedars’ headquarters is located in Calabasas, California, and our government services and technology administration are managed through our centralized California operations.

Cedars’ public-sector operating model is designed to increase net recoveries while protecting public trust and reducing administrative burden through a disciplined, transparent, and service-forward approach that keeps the City in control of key policy decisions. We self-perform collection services (no subcontracting), maintain documented controls appropriate for government environments, and provide transparency through secure reporting and portal-based access to account activity.

For the City of Coalinga, Cedars’ experience aligns directly with a mixed municipal portfolio that includes utility services, returned checks, damage to City property invoices, service fees, and other miscellaneous receivables. Cedars is prepared to support both existing inventory and ongoing placements with a respectful, community-sensitive program that maintains clear City oversight and control.

Cedars supports government clients nationwide, enabling consistent recovery efforts when responsible parties relocate outside the City or outside California. Our operating model emphasizes secure intake, consistent account handling, and measurable performance supported by portal-based visibility and structured reporting; so City staff have continuous transparency without the burden of day-to-day collections activity.

4.2 Key Personnel and Management
Cedars supports municipal programs through a layered governance model that keeps City staff informed and in control while Cedars manages day-to-day execution. Our structure is designed for public-facing receivables; where professionalism, documentation discipline, and responsiveness are essential to protect the City’s reputation while improving net recoveries. 5 Management Flow Chart
Key Personnel
Patrick Miller – Director of Government Development & Solutions Patrick serves as the primary program lead and executive point of contact for municipal and government clients. He oversees implementation, ongoing program governance, escalation management, and performance review to ensure each program remains aligned with client policy, fiscal objectives, and public-sector service expectations.

Patrick brings more than two decades of experience supporting California municipal and state agency receivables, including programs for Caltrans, CalRecycle, CalPERS, Riverside County, Contra Costa County, and multiple city utilities and finance departments. His involvement typically includes upfront program design, approval of workflow rules, review of reporting and compliance controls, and executive oversight throughout the life of the contract. For the City of Coalinga, Patrick provides senior-level 6 leadership to ensure the collection program operates as a seamless extension of City operations while maintaining accountability, responsiveness, and reputational protection.

Stacey Leigh – Director of Client Success
Stacey leads client success and ongoing coordination for municipal and government programs. She supports onboarding, day-to-day client communication, reporting coordination, and service responsiveness to ensure City requests are addressed promptly and consistently.

Stacey has extensive experience supporting city and county clients across California, including municipal utilities, special districts, and local government finance offices. Her role with these clients includes coordinating data transfers, portal access, reporting schedules, and operational adjustments following implementation. For the City of Coalinga, Stacey serves as a primary operational liaison, ensuring City staff receive timely updates, dependable follow-through, and organized communication without unnecessary administrative burden.

Justin Franklin – Senior Director of Operations
Justin oversees day-to-day operational execution for municipal portfolios, including collector supervision, workflow design, staffing oversight, and performance monitoring. He brings more than 15 years of experience managing regulated, public-facing collections programs.

Justin has direct operational responsibility for portfolios supporting municipal utilities, city finance departments, and California state agencies, including large and small government clients with compliance-sensitive requirements. His involvement includes designing account treatment strategies, monitoring execution against approved standards, and ensuring receivable types—such as utilities, returned checks, and service fees—are handled appropriately. For the City of Coalinga, Justin’s oversight supports consistent execution, disciplined documentation, and operational scalability while preserving professionalism and public trust.

Syntheia Nagel – Chief Compliance Officer
Syntheia provides compliance oversight and quality governance for public-sector programs. She oversees adherence to applicable federal, state, and municipal requirements, ensuring collection activity remains lawful, professional, and well documented.

Syntheia brings extensive experience in compliance leadership and regulatory monitoring within the collections industry. Her oversight includes policy adherence, dispute and complaint handling, quality assurance controls, and ongoing training reinforcement. She reviews trends, escalations, and exceptions to ensure issues are addressed promptly and corrective actions are applied consistently. Her involvement is especially important for municipal programs like Coalinga’s, where reputational sensitivity and resident interaction require careful oversight and documented controls.

Frank Tirre – Collections Training Manager
Frank leads training and ongoing coaching for collectors assigned to government and municipal accounts. He brings more than 16 years of experience in the industry and specializes in preparing staff to work public-sector receivables with professionalism, clarity, and consistency.

Frank develops and delivers training focused on municipal workflows, documentation standards, respectful communications, and dispute handling procedures. During implementation, he supports collector readiness specific to the City’s account types and policies. Following go-live, he provides 7 continued coaching and performance reinforcement to maintain quality standards and support consistent outcomes. His training leadership helps ensure all interactions on behalf of the City of Coalinga reflect professionalism and a service-oriented approach.

Rachel Moaddab – Accounting Manager / Financial Oversight Rachel oversees remittance administration, reconciliation, and financial reporting for public-sector programs. She brings more than 10 years of experience supporting collections-related accounting functions for government clients.

Rachel ensures payments are posted accurately, remittances are prepared consistently, and reporting aligns with City requirements. During implementation, she supports file layout design, reconciliation logic, and remittance scheduling so financial reporting is clean and audit-ready from the start. Ongoing oversight ensures transparency, accuracy, and dependable financial documentation throughout the contract term. For the City of Coalinga, Rachel’s role supports efficient reconciliation and confidence in reported collections activity.

Ongoing Account Management
Following stabilization, Cedars transitions the City into steady-state operations supported by a dedicated municipal account team.
 Dedicated account manager and escalation support
 Monthly activity, status, and remittance reporting
 24/7 portal access for real-time account visibility
 Periodic performance and strategy reviews
 Ongoing compliance monitoring, dispute handling, and audit readiness  Support for account recalls, closures, and contract-end file return

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4.3 Equivalent Collec-ons Experience
Cedars’ municipal collections experience aligns directly with the City of Coalinga’s receivable mix: utility services, returned checks, damage to City property invoices, service fees, and miscellaneous receivables, and with the expectations that come with public-facing collections (professional tone, documented activity, and transparent reporting). Our programs are built to improve recoveries while protecting public trust, using structured workflows, strong documentation discipline, and technology that provides real-time visibility and control for City staff
Comparable Account Types and Portfolios
Cedars routinely manages public-sector portfolios that mirror Coalinga’s account categories, including utility receivables (water/sewer/refuse), general municipal receivables and department fees, returned 10 checks/NSF, and property damage/subrogation-style claims. Our municipal programs are designed to keep account handling consistent across multiple departments and receivable types while still applying the right workflow and communication approach for each category.

Our engagements reflect the same operational fundamentals required for Coalinga: accurate intake and account validation, respectful resident-facing communication, structured reporting and reconciliation support, and clear client control over escalations.
11 Level of Involvement and How We Support Municipal Programs Cedars’ level of involvement on municipal programs is end-to-end and designed to be low-burden for City staff. Our involvement typically includes:
 Implementation and start-up coordination: confirming placement formats, secure transfer methods, reporting cadence, program rules, and escalation/approval boundaries.  Ongoing account servicing: consistent workflow execution by receivable type, documented communications, skip tracing for contact ability improvements, and structured follow-up to prevent inventory stagnation.
 Reporting and reconciliation support: portal-based visibility and recurring reporting outputs designed for public-sector oversight, audit readiness, and clean reconciliation.  Dispute and complaint handling: documented workflows that pause activity as appropriate, ensure defensible review, and support reputation-safe resolution for public-facing accounts.  Client-controlled escalation tools: any credit reporting or legal escalation is governed by client policy and explicit authorization controls in municipal programs, maintaining public agency control over sensitive actions.

Our structure mirrors Cedars’ municipal “transparent and accountable” operating style; keeping the City in control of policy decisions while Cedars maintains daily execution responsibility and documentation discipline.

Historical Collections Mix by Account Type
Because recovery varies based on account age, balance, documentation, contact ability, and client policy, Cedars measures outcomes by revenue type and provides category-specific baselines early in the engagement. For comparable public-sector portfolios, Cedars has demonstrated the following historical performance benchmarks:

12 4.4 Oversight and Quality Control
Cedars operates municipal programs under a structured oversight model designed to protect public trust while delivering consistent, well-documented results. Our quality framework emphasizes clear supervision, professional communications, and audit-ready documentation so City staff maintain confidence and visibility without day-to-day operational burden.

Supervision Model
Our program is managed through layered supervision that keeps accountability clear:
 Program leadership remains responsible for overall governance, coordination, and escalation support.
 Operations leadership supervises daily collector activity, workflow adherence, staffing allocation, and performance monitoring.
 Compliance leadership reinforces standards through monitoring and corrective controls to ensure communication remains professional and defensible.

Quality Monitoring and Call Oversight
We maintain structured quality monitoring for municipal portfolios to ensure consistent treatment and respectful public-facing engagement. Collector activity is supervised through documented QA practices, and our municipal proposal materials describe the use of technology-supported call auditing and supervisor intervention capabilities to reduce complaint risk and protect client reputation.

Training and Ongoing Reinforcement
Our municipal programs include defined training and reinforcement so collectors apply consistent communication standards, documentation practices, and client-approved procedures across different receivable types (utilities, fees, returned checks, and miscellaneous City receivables). Training reinforcement continues post-launch through coaching and performance feedback loops. 13 Documentation Discipline and Audit Readiness
Our operating model emphasizes audit-ready documentation: time-stamped activity histories, documented communications, and account-level notes that support transparent oversight and clean reporting. Our discipline strengthens defensibility and supports efficient internal review when City staff need account-level visibility.

Communication Standards and Customer Experience
Since we would represent the City every time we contact a resident or business, our customer experience standard is: professional, respectful, and resolution-oriented: without unnecessary pressure or escalation. Our collectors are trained to explain the “why” clearly (what the balance represents, what options exist, what happens next) and to de-escalate concerns quickly so interactions remain constructive. We also recognize that municipal receivables are reputationally sensitive: people remember how they were treated. That’s why our scripts, disclosures, and tone controls are designed to protect the City’s community relationships while still producing results. When someone disputes a balance or raises a service complaint, we treat it as a service event—document it, route it to the right workflow, pause as appropriate, and resolve it with clear notes and outcomes so the City can confidently stand behind the program.

Client Maintenance and Ongoing Municipal Support
Cedars maintains a structured client maintenance model designed specifically for municipal clients, providing reliable service delivery, regulatory compliance, and transparent oversight with minimal administrative burden on City staff. Dedicated client support personnel serve as the City of Coalinga’s primary point of contact for day-to-day coordination, reporting, account updates, and issue resolution, ensuring continuity and responsiveness throughout the engagement.

Cedars conducts regular check-ins with designated City personnel to review performance, address compliance considerations, and align services with City priorities or policy updates. Cedars manages the full account lifecycle in accordance with City-approved guidelines, with all actions documented in a complete, audit-ready account history.

The City is provided secure, real-time access to Cedars’ client portal for visibility into account status, inventory, financial activity, and performance reporting. This hands-off, self-service model reduces follow-up requests while ensuring the City retains clear oversight and control. Cedars acts as a dependable extension of City operations, supporting ongoing alignment with municipal objectives and regulatory expectations.
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6.0 NATIONWIDE COLLECTIONS & CREDIT BUREAU REPORTING
Cedars supports public-sector clients with a nationally operating collections program designed to maintain consistent servicing when responsible parties relocate outside the originating jurisdiction. Our operating footprint allows the City of Coalinga’s accounts to be worked effectively across state lines while maintaining the same professionalism, documentation discipline, and transparency standards used for local servicing.

Cedars also maintains the capability to report eligible accounts to the three national credit bureaus, with credit reporting used as a controlled tool aligned to client policy and authorization. Our credit reporting processes are designed to support accuracy, defensibility, and timely dispute handling; consistent with public-sector expectations for transparency and resident protections.

6.1 Na-onwide Licensing
Cedars is able to make collections in all 50 states,
supporting Coalinga’s need for consistent recovery when debtors move or reside outside California. Our
nationwide operating footprint supports structured
outreach, skip tracing, and account servicing across state lines while maintaining the same compliance and
documentation standards applied to municipal programs.

In addition to domestic capability, Cedars operates within a broader organizational platform that supports recovery efforts internationally, allowing the City to benefit from continuity of servicing when accounts involve crossborder contact ability or international relocation. 16 6.2 Credit Bureau Repor-ng (If Authorized)
Cedars has the technical capability to report eligible accounts to all three national credit reporting agencies (Equifax, Experian, and TransUnion) and to manage all related consumer communications and disputes using established bureau processes, including e-OSCAR.

Consistent with public-sector best practices, Cedars treats credit bureau reporting as a City-controlled tool, not a default collection tactic. Credit reporting is implemented only if expressly authorized by the City of Coalinga and only in accordance with City-defined policies, thresholds, and account eligibility rules.

Policy-Controlled Credit Reporting Framework
Where the City elects to authorize credit reporting, Cedars applies structured controls designed to support accuracy, fairness, and defensibility:
 Eligibility gating: Accounts are screened based on City-approved criteria (such as account type, age, balance, and status). Accounts deemed ineligible by City policy are suppressed from furnishing.
 Timing controls: As a best practice, Cedars recommends delaying any credit bureau reporting until at least 60–90 days after placement, allowing sufficient time to validate accuracy, resolve disputes, and facilitate voluntary payment arrangements before furnishing.  Data integrity discipline: Balances, responsible party information, and status codes are validated prior to furnishing to reduce the likelihood of errors and avoid unnecessary dispute activity.  Payment plan protections: Accounts on approved and active payment plans are typically suppressed from reporting, consistent with City policy, to encourage resolution and avoid adverse consumer impact while payments are being made.

Dispute Handling and Ongoing Account Management
Cedars manages credit bureau disputes through the appropriate bureau channels, including e-OSCAR, and ensures disputes are researched, documented, and resolved within required timeframes. Where an account is recalled, adjusted, paid, or otherwise directed by the City, Cedars promptly updates or deletes bureau records as applicable.

All credit reporting activity; including furnishing decisions, disputes, updates, and deletions, is fully documented and available to the City for review.

Compliance and Oversight
Cedars adheres to all applicable credit reporting requirements, including the Fair Credit Reporting Act (FCRA) and associated federal guidance. Staff supporting credit reporting activities receive dedicated training through Cedar University to ensure accurate handling, proper disclosures, and professional consumer interactions.

Cedars does not report any account to the credit bureaus without explicit City authorization and alignment with City policy. The City of Coalinga retains complete authority over whether credit reporting is utilized, which account types are eligible, and how reporting integrates into the broader collections strategy.
17 7.0 SAMPLE MONTHLY STATEMENT OF ACCOUNTS
The images below illustrate Cedars’ standard monthly remittance statement, which is provided to the City of Coalinga to support financial reconciliation, audit readiness, and transparent oversight. Each statement itemizes gross collections, contingency fees, and net amounts due to the City, with transaction-level detail traceable to individual accounts and payments.

Monthly statements are delivered in both downloadable PDF format for official recordkeeping and CSV format for reconciliation, reporting, and internal analysis, ensuring flexibility and ease of use for City finance staff.
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10.2 Collec-on Process
Cedars’ collection process is designed to provide the City of Coalinga with a predictable, low-burden, and transparent program that delivers consistent recovery results while protecting the City’s reputation and relationships with residents and businesses. We understand that collection services should operate in the background of City operations: structured, monitored, and effective without requiring ongoing staff intervention or oversight.
26 Our process is built around clear stages, disciplined controls, and documented accountability from the moment an account is placed through final resolution. The City retains authority over policy decisions and sensitive actions, while Cedars manages the operational execution, consumer communication, documentation, and reporting.

28 Recalls, Administrative Updates, and Inventory Control The City retains full authority to recall accounts, place administrative holds, or redirect servicing based on internal needs. When directed, Cedars immediately ceases collection activity and updates the account record accordingly. Upon recall or closure, Cedars can provide complete account documentation, including activity history, correspondence records, and payment summaries.

Escalation Controls and Sensitive Actions
Cedars operates under strict escalation boundaries for municipal programs. No legal action is initiated without the City’s prior written permission, and no compromise settlement is accepted without written consent (unless settlement offers are below 20%, as indicated by the City). Our hardline controls ensure the City retains decision-making authority over high-impact actions while Cedars continues managing daily servicing and documentation.

Credit bureau reporting and legal escalation capabilities are discussed separately in Sections 6.2 and

12.1 and are only employed in accordance with City policy and authorization.

Day-to-Day City Experience
Cedars’ collection process is designed so City staff do not need to manage collections as an ongoing task.

Clear intake controls, structured workflows, defined escalation points, and consistent documentation allow the program to run reliably with minimal City touchpoints.

City staff are able to review account status, understand outcomes, and reconcile activity through standard reporting and visibility tools without repeated follow-ups or manual intervention. Our approach allows the City of Coalinga to focus on core operations while Cedars manages the full lifecycle of delinquent accounts professionally and efficiently, promoting a low-burden structured collections program that fulfills all of the City’s requirements and keeps constituents happy. 29 Rather than repeating outreach indefinitely, Cedars applies manager-reviewed cool-off periods where responsiveness declines. These pauses prevent over-contact and allow later re-engagement with refreshed data or revised messaging. Accounts may move through multiple engagement cycles over time, or be routed for alternate treatment, based on responsiveness and City-approved guidelines.

All outreach actions: across telephone, written, and authorized electronic channels, are fully documented and time-stamped within the account record. Supervisors review engagement trends regularly to ensure activity remains compliant, effective, and aligned with the City of Coalinga’s expectations.

10.3 Contact Standards
Cedars applies structured, compliance-driven contact standards designed specifically for municipal receivables. Our approach balances consistent follow-through with respectful, professional engagement that protects the City of Coalinga’s reputation and encourages voluntary resolution. These standards are applied uniformly across all accounts while allowing controlled flexibility based on account status, resident response, and City direction.

All contact activity is governed by applicable federal and California requirements, documented in the account record, and subject to supervisory and quality-assurance oversight. 30 All written communications are professional, plain-language, and appropriate for a public-sector environment. Copies of correspondence, mailing dates, and delivery status are maintained in the account record and are available to the City through the CollectCo™ Client Portal and standard reports, supporting transparency and audit readiness.

Telephone Contact Standards
Telephone outreach is used to support resolution, answer questions, and clarify issues that may prevent payment, while strictly adhering to federal and state contact limitations.

Cedars follows the “7-in-7” telephone contact rule, applied per individual debt, which provides that:
 No more than seven telephone call attempts are made within any consecutive seven-day period for a specific account.
 After a telephone conversation with the responsible party, Cedars waits at least 7 consecutive days before placing another call regarding that debt.
 All call attempts count toward the limit, including unanswered calls and voicemail messages.

Calls are placed only during permitted hours (8:00 a.m. to 9:00 p.m. local time) and are discontinued at workplaces if Cedars is informed—or should reasonably know—that such calls are not allowed.

Collectors are trained to communicate in a courteous, non-confrontational manner and to adapt discussions based on account type, balance, and resident response. Detailed outcomes of each call are documented to ensure full City visibility.

Multichannel Contact (Where Lawful and Authorized)
Where permitted by law and appropriately authorized or consented to, Cedars may supplement written and telephone outreach with additional channels such as secure email, text messaging, or portal notifications. These channels are used selectively and responsibly, with messaging focused on clarity, assistance, and ease of resolution—not pressure.

Electronic communications include required opt-out mechanisms and comply with all applicable anti-harassment standards. Use of supplemental channels never replaces required written notices and never increases contact frequency beyond lawful limits. All multichannel activity is documented in the account record, providing a complete, unified contact history.

Treatment of Non-Responsive Accounts
When an account does not respond to initial outreach, Cedars continues activity in accordance with established contact standards rather than allowing the account to stagnate. Non-responsive accounts are reviewed for contact-ability issues, data limitations, or routing into enhanced contact-ability workflows. Activity remains structured, compliant, and fully documented. Accounts progress through defined workflows until one of the following occurs:
 Resolution
 City-authorized hold or recall
 Transition into an alternate, City-approved treatment path Documentation and City Visibility
Cedars maintains a complete, time-stamped account history capturing all contact attempts and outcomes across every channel. Written notices, telephone calls, supplemental messages, and resident responses are documented in a single account record. Through CollectCo™, City staff can review activity histories, confirm compliance with contact frequency rules, and quickly understand the status of any 31 account without ad-hoc requests or additional explanation. Our documentation supports low-burden oversight and confidence in program execution.

Professional Standards and Reputation Protection
Cedars’ contact standards are designed to safeguard the City of Coalinga’s reputation and its relationship with the community. Communications emphasize professionalism, clarity, and respect at every stage. Aggressive, excessive, or coercive tactics are prohibited. Escalation boundaries, dispute handling, credit reporting, and legal action are governed by separate City-controlled policies addressed elsewhere in this proposal. Contact standards remain focused on ethical engagement, consistent execution, and defensible compliance.
32 33
Manual research is applied selectively based on account characteristics and likelihood of resolution, ensuring resources are focused where they will have the greatest impact.

Integration with Active Servicing
When updated contact information is identified through skip tracing, the account is immediately returned to active servicing. Outreach resumes using the strongest available channels allowed under the program, and all new data is reflected in the account record.

Invalid data (such as disconnected numbers or bad addresses) is suppressed so it is not repeatedly reused, preventing repetitive failures and improving overall efficiency across the inventory.

Documentation and City Visibility
All skip tracing activity is documented within the account history, including when data enhancement occurred and what type of contact information was updated. This ensures skip tracing activity is fully transparent and supports City oversight without requiring manual explanations or special reporting requests. City staff are able to see the impact of skip tracing efforts through normal reporting and account visibility tools, including improved contact outcomes and renewed account activity.

Coalinga’s Portfolio Adaptation
Coalinga’s receivables include accounts that may be resident-facing, intermittent, or aged, with contact ability as a key driver of recovery. Cedars’ skip tracing practices are designed to address these realities by improving data quality early, re-engaging non-responsive accounts, and ensuring no portion of the portfolio remains inactive due solely to outdated contact information.

By embedding skip tracing directly into the collection lifecycle, Cedars supports steady progress across both backlog and forward-flow placements while keeping City involvement minimal and preserving professional, respectful engagement with account holders.

10.5 Data Transfer and System Integra-on
Cedars’ data transfer and system integration approach is designed to ensure accurate, timely, and low-burden exchange of information between the City of Coalinga and Cedars throughout the life of the contract. Our integration model supports both one-time backlog placements and ongoing forward-flow activity, while maintaining clean reporting, audit-ready documentation, and minimal administrative effort for City staff.

The City retains full ownership of its data at all times. Cedars’ role is to receive, process, update, and return information associated with collection activity in a manner that is secure, predictable, and easy for the City to manage.

Placement File Acceptance and Intake Controls
Cedars supports automated and manual placement file transfer and works with the City’s existing systems to establish a transfer method and file structure that fits the City’s operational environment.

Placement files are mapped and tested during implementation to ensure all required fields are captured accurately and consistently across account types.
34 Each placement file is logged upon receipt, and record counts and identifiers are validated to support City reconciliation and inventory control. This allows City staff to confirm that accounts sent for collection are activated accurately and without data loss or duplication.

Secure Transfer Methods
Cedars supports secure electronic data exchange using industry-standard methods commonly used in municipal programs, including:
 Secure File Transfer Protocol (SFTP)
 API-based integration, where appropriate
 Our CollectCo™ Client Portal for controlled file uploads and downloads Any pertinent or additional methods are selected collaboratively with the City based on technical preference, system capabilities, and volume considerations. All transfers are designed to minimize manual handling and support repeatable, scheduled exchanges.

File Mapping and Field-Level Alignment
During implementation, Cedars works with City staff to map inbound and outbound file layouts. File mapping confirms how each data element is used within Cedars’ system and ensures reporting outputs align back to the City’s source data.

Common mapping elements include:
 Account identifiers and department/source codes
 Original balance, current balance, and fee components  Account status and activity dates
 Placement and recall indicators
Ongoing Data Updates and Status Feeds
Cedars supports recurring data updates to keep account status current and transparent. This includes:
 Placement acknowledgements
 Payment posting updates
35  Status changes (active, hold, closed, returned)
 Recall confirmations
Updates can be transmitted via scheduled outbound files or made available through secure access tools, depending on City preference. Our structure ensures City staff can rely on regular, predictable updates rather than ad-hoc requests.

Direct Pay Posting and City-Received Payments
When payments are received by the City, the City forwards payment information and notifies Cedars within the required timeframe. Cedars supports posting these payments promptly using defined update files or notifications so balances, statuses, and reporting reflect current activity.

This consistently prevents duplicate outreach, maintains accuracy in account activity, and ensures City reports reflect a single source of truth without requiring manual intervention or follow-up.

Exception Handling and Data Corrections
Cedars maintains defined procedures for handling data exceptions, such as incomplete records, invalid values, or transmission errors. Exceptions are flagged and resolved through established communication paths rather than being silently worked or ignored. Our approach prevents problems from compounding later in the process and reduces the need for City staff to investigate discrepancies after the fact.

Integration Support During Contract Term
Cedars continues to support integration needs throughout the contract term, including:
 Adjustments to file formats due to system changes
 Support for additional receivable types added by the City  Volume changes related to backlog or increased placements All integration support is provided as part of Cedars’ standard service model, with no additional cost to the City.

Relationship to Reporting and City Visibility
The data transfer framework described above supports the reporting and visibility tools addressed in later sections of this proposal. Clean integration ensures that reports, dashboards, and portal views reflect accurate, timely information without requiring supplemental explanations or manual reconciliation by City staff.

Please view Section 10.6 Payments via CollectCo™ Consumer Portal on the following pages. 36 37

38 39
40 41

42 43

44 45

10.8 Dispute Resolu-on
Dispute Intake and Immediate Safeguards
Cedars treats disputes as a controlled, time-sensitive workflow designed to protect the City’s reputation, ensure account accuracy, and keep the portfolio moving without creating extra work for City staff. When a resident or business questions a balance, responsibility, or any aspect of the account, our priority is to pause the right activity, confirm facts, and provide a documented outcome that is clear to both the consumer and the City.

Disputes may be received through any channel: phone, written correspondence, or online tools.

Regardless of how the dispute is received, we immediately record it in the account history and apply an appropriate hold so the account does not continue along a standard outreach path while the issue is reviewed. Our pause-and-review approach supports professional, respectful interactions and helps prevent disputes from becoming reputational events.

Investigation and City Touchpoints (Low-Burden by Design) Once a dispute is logged, Cedars follows a consistent internal sequence: acknowledge, investigate, resolve, document. We acknowledge receipt promptly and begin investigation using the account record, payment history, documented communications, and any placement support data already available.

When a dispute can be resolved using existing information, Cedars issues a documented response and updates the account status accordingly. When an issue requires City confirmation or source documentation, Cedars routes a clear, consolidated request to the City’s designated contact rather than generating multiple piecemeal questions. This keeps City involvement limited to defined decision points and prevents dispute handling from turning into a daily administrative task.

Dispute Outcomes and Portfolio Continuity
Dispute outcomes are handled through clear, defensible dispositions so the City always knows what happened and why. If the obligation is confirmed, the account returns to active servicing with the dispute notes and resolution fully documented. If a balance requires correction, Cedars updates the account record and ensures the revised balance is reflected going forward. If City direction is to close, recall, or administratively hold the account, Cedars executes that instruction promptly and documents the action taken and the reason. Our approach ensures disputes do not cause accounts to stall unnecessarily and that the overall inventory continues progressing in an orderly way.

Timeliness Tracking and Performance Visibility
Cedars manages dispute timelines as a performance standard and tracks dispute responsiveness as part of quarterly performance reporting. At a minimum, we measure time to acknowledgement and time to resolution (or time to documented response when additional documentation is required). This keeps dispute responsiveness visible and measurable rather than informal or inconsistent.

Documentation Discipline and Audit Readiness
Documentation discipline is central to our dispute process. Cedars maintains accurate records of dispute receipt, the steps taken to investigate, any City communications associated with the dispute, and the final disposition. These records remain available for City review and support audit readiness throughout the program lifecycle.
46 Finally, our dispute process is designed to remain reputation-safe. Communications stay professional and respectful, and disputes do not trigger unstructured escalation or inconsistent messaging. When a dispute indicates a broader trend (for example, recurring confusion tied to a particular account type), Cedars flags it internally and addresses it through workflow adjustments or coaching so the program improves over time without increasing burden on City staff.

10.9 Compliance and Data Security
Cedars operates a compliance-first, security-driven program designed specifically for municipal receivables and public-sector accountability. We recognize that the City of Coalinga is entrusting Cedars with sensitive financial, personal, and payment-related information, and we maintain disciplined controls to ensure data is protected, activity is lawful, and program execution remains transparent and audit-ready at all times.

Our compliance and security framework is structured to protect the City, safeguard residents and businesses, and support defensible operations through documented policies, trained personnel, and continuous oversight.

Compliance Governance
Cedars’ operations are governed by a formal compliance management system supported by written policies, role-based procedures, training, and supervisory review. Collection activity complies with all applicable federal, California, and local requirements, including but not limited to:
 Fair Debt Collection Practices Act (FDCPA)
 CFPB Regulation F
 California Consumer Privacy Act / CPRA
 Fair Credit Reporting Act (FCRA)
 Telephone Consumer Protection Act (TCPA), where applicable 47 Compliance is embedded into daily operations—not treated as a standalone policy function. This includes controlled communication practices, proper disclosures, documented account activity, and defined escalation procedures. Actions requiring City approval—such as legal escalation, settlements, or credit reporting—are system-gated and cannot proceed without written City authorization. Cedars maintains a culture of accountability, and compliance performance is monitored continuously through supervisory reviews, quality assurance checks, and management oversight.

Data Security Controls and Safeguards
Cedars maintains administrative, technical, and physical safeguards designed to protect the confidentiality, integrity, and availability of City of Coalinga data. Our security posture aligns with public-sector risk management expectations and includes:
 Encryption of data in transit and at rest
 PCI-DSS–compliant payment processing
 SOC 2 Type II–aligned controls or equivalent independent security assurance  Role-based access controls, ensuring City data is accessible only to authorized personnel  Secure data exchange using SFTP, secure portals, or API-based integrations, as applicable System access is monitored and logged, and credentials are managed under least-privilege principles to minimize exposure risk.

Clean Desk Policy and Physical
Security
Cedars enforces a strict Clean
Desk Policy as part of its physical
security controls. Employees are
prohibited from leaving sensitive
information: including City
records, consumer data, or
payment information; unsecured
at workstations or in shared
areas.

At the end of each workday and
during unattended periods:
 Physical documents are secured or properly disposed of using approved shredding procedures  Workstations are locked
 No City or consumer data is left visible or accessible These controls are reinforced through onboarding, annual training, and management enforcement to prevent unauthorized access or accidental disclosure.

Incident Response and 72-Hour Notification
Cedars maintains an incident response posture designed to identify, contain, and remediate security events involving City data. In the event of a data breach or security incident involving City data, Cedars provides notice to the City within 72 hours, cooperates fully with investigation and mitigation efforts, and bears all costs associated with required notifications, credit monitoring (if applicable), and remediation.
48 Our incident response process is designed to be practical and City-supportive. We establish clear City notification contacts during implementation so that if an issue occurs, communication is immediate, coordinated, and consistent.

Data Ownership, Audit Rights, and Record Retention
All data provided by the City, and all data generated or maintained by Cedars in connection with the program, remains the sole and exclusive property of the City. Cedars does not sell, share, disclose, or use City data for any purpose other than performance of services without the City’s prior written consent.

The City retains audit rights over records, systems, and processes related to services provided under the agreement, and Cedars provides access to relevant records and personnel upon reasonable notice.

Cedars maintains accurate records of correspondence, documents, accounting records, transactions, and related evidence for at least 7 years, and makes records available to the City upon request.

Subcontracting Controls
To preserve accountability and data integrity, Cedars does not subcontract any portion of the City’s program and does not plan to do so. No subcontracting may occur without the City’s prior written consent. All services are performed directly by Cedars staff under Cedars’ compliance, security, and oversight framework.
49 11.0 FEE PROPOSAL
Cedars proposes a simple, contingency-only fee structure aligned to the City’s program requirements:
the City incurs no cost for standard collections activity, and Cedars is compensated only when funds are successfully collected. Agency fees are collected from the debtor as part of the program structure, and remittances are supported with clear, reconciliation-ready detail Contingency Fee Rates
Cedars proposes the following contingency rates for this program:
 23% contingency fee for the City’s initial/backlog placements  30% contingency fee for ongoing forward-flow placements Cedars’ contingency fee is calculated as a percentage of amounts collected and is deducted from collections prior to remittance, with fee calculations and net remittances clearly itemized.

What’s Included — No Surprise Add-Ons
The contingency fee includes all standard services required to perform the work, with no additional charges for normal operating components of a municipal collections program.

Included services encompass:
 Account onboarding and activation (placement intake, data validation, setup by account type)  Correspondence and notices (standard collection letters and required notices)  Inbound and outbound collections activity (calls, letters, and compliant electronic outreach where permitted)
 Payment processing administration (acceptance, posting, and reconciliation support)  Secure data exchange (SFTP/FTPS/secure portal methods as established during implementation)  Monthly reporting and remittance detail suitable for finance reconciliation and oversight  Annual fiscal-year summary reporting support consistent with the City’s reporting cadence and needs
 Dispute/validation handling and documentation controls consistent with program procedures  Client portal access for account visibility and report retrieval Legal Action Fees (If Authorized)
Legal action is not part of standard collections activity and is pursued only when authorized in writing.

Where legal action is authorized, Cedars applies a 34% legal contingency fee to amounts recovered through legal action (applies only to legal recoveries).

Any required court costs and filing-related expenses (if applicable to an approved action) are treated as pass-through court costs. Cedars does not mark up these costs, and the City retains full control over whether to proceed on any account proposed for legal action. More information regarding Legal Action Fees is discussed in 12.1 Legal Action (If Authorized).

Other Charges
Cedars does not charge additional fees for standard program components (implementation support, portal access, reporting, routine servicing, or customer service). Any non-standard costs outside the normal scope would be disclosed in advance and would not be incurred without City direction and approval. Any convenience fees may be passed through to the debtor where permitted/disclosed. 50 12.0 ACCOUNT BALANCE THRESHOLD
Accounts below this threshold are not actively worked unless otherwise directed by the City. The City may revise the threshold at any time, and Cedars will implement any changes promptly and without disruption.

12.1 Legal Ac-on (If Authorized)
Cedars does not pursue legal action as part of routine collection activity. Legal action is a City-controlled option and is undertaken only after pre-legal efforts are exhausted and prior written authorization is received from the City of Coalinga.

When authorized, Cedars coordinates legal activity through vetted creditor’s-rights attorneys and manages documentation, status tracking, and communication on the City’s behalf. All filing decisions remain subject to City approval.

Authorized legal collections in California government matters are subject to a 34% contingency fee, applied only to amounts recovered and paid by the debtor. Required court filing fees and court costs are pass-through expenses assessed by the court, not marked up by Cedars, and typically range from $225 to $435 per case, depending on claim size.

Cedars does not initiate legal proceedings or accept compromise settlements without the City’s written consent. Accounts not approved for legal escalation continue through standard, non-litigation collection processes as permitted.
51 52
53 54
55 Remittance Documentation
Each remittance is accompanied by detailed, transaction-level documentation that allows the City to trace:
 Individual payments
 Associated debtor accounts
 Dates posted and applied
 Gross amounts collected
 Fees assessed
 Net remittance totals
All remittance records align with account activity and are maintained in Cedars’ secure system.

Authorized City users may access remittance detail, account history, and supporting reports through the CollectCo™ Client Portal.
56 Direct Pay and Reconciliation Support
Where payments are made directly to the City after accounts have been referred to Cedars, the City may report those payments to Cedars for reconciliation. Cedars will update account balances accordingly to prevent duplicate collection activity and ensure accurate reporting. Cedars’ reconciliation framework is designed to support clear month-end review, internal controls, and audit readiness. Standard reports, consistent formatting, and documented account histories allow City staff to reconcile activity efficiently without the need for ad-hoc research or manual tracking.

City Visibility and Audit Readiness
All remittance, reconciliation, and adjustment activity is fully documented and retained in an audit-ready format. The City of Coalinga maintains real-time visibility into collections and remittances through secure portal access, supporting ongoing oversight, transparency, and confidence in program execution.
57 14.0 KEY DIFFERENTIATORS
Cedars’ approach to municipal collections is built around the understanding that public-sector receivables require a higher standard of care, accountability, and transparency than traditional commercial portfolios. Our services are structured to balance recovery performance with professionalism, compliance, and public trust. The following elements distinguish Cedars from other collection agencies and reflect why cities, counties, and California state agencies consistently select Cedars as a long-term partner.

PLEDGE
Cedars begins every public-sector engagement with a clear pledge: act in the City’s best interest at all times. This means protecting the City’s reputation, applying recovery tools responsibly, and ensuring that every action taken on an account reflects the professionalism expected when working on behalf of a government entity.

Our pledge is supported by defined collection thresholds, City-controlled escalation points, and disciplined oversight. Cedars does not pursue aggressive or unnecessary actions simply to increase short-term recoveries. Instead, we focus on sustainable recovery outcomes that align with City policy, financial objectives, and community expectations that match our message: “Putting People First.”

MISSION STATEMENT
Cedars’ mission is to serve as a low-touch, high-accountability extension of the City’s finance function.

Our services are designed so City staff are not required to manage daily collection activity, respond to routine resident inquiries, or reconcile inconsistent data from multiple sources.

This is achieved through standardized intake processes, clearly defined workflows, self-service consumer tools, and predictable reporting. Cedars manages execution, documentation, and consumer interaction, while the City maintains oversight and control at key decision points. Our model allows municipalities like Coalinga to re-establish and maintain collections efficiently without increasing internal workload.

Cedars has a distinct and proven track record supporting California state agencies, counties, municipalities, utilities, and special districts, ranging from large-scale statewide programs to smaller city portfolios. Our ability to scale services while maintaining consistent standards ensures that both large and small public agencies receive the same level of professionalism, transparency, and control.

COMMUNICATION
One of Cedars’ primary service differentiators is our structured omnichannel engagement system, designed specifically for public-sector portfolios. Cedars combines written correspondence, telephone outreach, and secure digital engagement to improve contact ability and resolution while maintaining professional, respectful communication standards.

Channels are applied strategically rather than indiscriminately, with clear governance over frequency, tone, and messaging. This allows residents and businesses to engage in ways that are most convenient 58 for them, while ensuring the City’s receivables are handled consistently and appropriately across all account types.

TRANSPARENCY
Cedars differentiates itself by providing transparency at both the City level and the consumer level through the CollectCo™ platform. Our dual-portal structure improves resolution rates while significantly reducing administrative burden on City departments.
 CollectCo™ Client Portal Access: Authorized City users have secure, real-time access to account activity, payment history, status updates, and reporting outputs. This visibility reduces the need for ad hoc status requests and allows City staff to quickly answer internal or external questions.  CollectCo™ Consumer Portal Access: Residents and businesses can securely view balances, make payments, establish payment plans where permitted, download receipts, and submit inquiries without contacting City staff.

COMPLIANCE & SECURITY
Cedars’ compliance framework is reinforced through Cedar University, our formal training and annual recertification program. All staff assigned to municipal and government portfolios complete role-based training covering applicable laws and regulations, data privacy requirements, documentation standards, and professional communication specific to public-sector collections.

Training is tracked, tested, and reinforced through ongoing evaluation and refresher courses. This ensures compliance requirements are actively applied in day-to-day operations and that staff remain current as laws, regulations, and City policies evolve. Cedars employs AI-assisted monitoring tools in combination with live supervisory oversight to maintain consistent quality and compliance across all collection activity. Calls are recorded and reviewed for accuracy, tone, and potential compliance risks, allowing supervisors to identify issues early and provide targeted coaching.

Our proactive oversight model goes beyond traditional end-of-month audits. It strengthens quality control, reduces complaint risk, and ensures that communications remain professional and aligned with City expectations throughout the lifecycle of an account.

STAFF REPORT - CITY COUNCIL/SUCCESSOR AGENCY/PUBLIC FINANCE

AUTHORITY
Subject: Adopt Resolution No. 4322 Approving an Emergency Declaration Regarding the Repair of a 2-Inch Steel Gas Line Located on Elm Ave
Meeting Date: Thursday, May 21, 2026
From: Sean Brewer, City Manager
Prepared by: Jesse Barron, Assistant City Manager
I. RECOMMENDATION:

Adopt Resolution No. 4322 approving an emergency declaration regarding the repair of a 2-inch steel gas line located on Elm Ave.

II. BACKGROUND:

While performing construction work along E. Elm Street, a Cal Trans contractor encountered gray soil, indicating a potential gas leak. City crews responded to investigate and discovered an old buried vault containing a small leak on the service line connected to the main gas line feeding West Hills College.

The leak is located at the threaded connection of the 2-inch steel service line connect to the valve. To properly correct the issue, the valve and associated piping must be replaced. The repair will require plugging the line and creating a temporary bypass within the system in order to safely weld and installa new valve and eliminate the leak.

Contractor Herman Weissker, who specializes in this type of hot work and gas system repair, was contacted and has confirmed they are able to perform the necessary work.

III. DISCUSSION:

Herman Weissker has been selected to perform the emergency repair due to the fact that company has already given quotes to the City for valve replacement, and the urgency of the needed repair. The pricing has been acceptable and the firm specializes in constructing temporary bypass lines and repairs on gas systems that are live, minimizing impact to users.

IV. ALTERNATIVES:

Approve the Emergency Resolution (Recommended)
Deny the emergency request and instruct staff to go through with the RFP/RFQ process. (Not Recommended)
V. FISCAL IMPACT:

The cost of the emergency repair is estimated not to exceed $12,000 and will be taken out of the Gas Enterprise Fund.

There will be no impact to the general fund.

ATTACHMENTS:

File Name Description
Resolution_No_4322_Emergency_Declaration_2-inch_Gas_Line_05_21_26.pdf Resolution No. 4322 RESOLUTION NO. 4322

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COALINGA APPROVING AN EMERGENCY DECLARATION REGARDING THE REPAIR OF A 2-INCH STEEL GAS LINE LOCATED ON ELM AVE.

WHEREAS, safe, reliable, and well-maintained gas line infrastructure is fundamental to the public health, safety, economic vitality, and overall quality of life of residents in City of Coalinga, particularly in small and rural communities; and
WHEREAS, the City of Coalinga owns and operates public utility infrastructure necessary to protect the health, safety, and welfare of the community; and
WHEREAS, the City has identified a failure and/or hazardous condition involving a 2-inch steel gas line located on Elm Avenue within the City of Coalinga; and
WHEREAS, the damaged gas line presents an immediate threat to public health, safety, and property due to the potential for gas leakage, fire, explosion, interruption of service, and other associated hazards; and WHEREAS, the City Council finds that immediate action is necessary to restore safe and reliable operation of the gas system infrastructure and to protect life, health, property, and essential public services; and WHEREAS, California Public Contract Code Section 22050 authorizes a public agency, by four-fifths vote, to repair or replace a public facility without complying with competitive bidding requirements when emergency action is necessary to respond to an emergency; and
WHEREAS, the City Council finds that the emergency condition will not permit the delay resulting from a competitive solicitation process and that immediate procurement of labor, equipment, materials, and services is necessary; and
WHEREAS, the City Council desires to authorize the City Manager, Assistant City Manager, Director of Public Works, or their designees to take all actions necessary to complete the emergency repair of the 2-inch steel gas line.

WHEREAS, robust and independent oversight mechanisms—including citizen oversight, fiscal audits, and transparency requirements—are critical to ensuring that all transportation revenues are used exactly as voters intend, safeguarding public trust and accountability; and
WHEREAS, the 30-year measure includes formal evaluations at each 10-year interval to assess whether transportation investments are meeting identified local and countywide needs, to measure performance against adopted outcomes, and to evaluate and respond to changing transportation demands identified by cities and local jurisdictions, while remaining consistent with voter-approved intent; and WHEREAS, sustained, locally directed transportation investment is essential to improving emergency response times, reducing traffic injuries and fatalities, supporting economic development, and ensuring safe, accessible mobility for all residents of Fresno County.

NOW, THEREFORE, IN CONSIDERATION OF THE FOREGOING, BE IT RESOLVED by the City Council of the City of Coalinga, that the city hereby adopts the following to be effective immediately and throughout the duration of the Public Works emergency (2-inch Steel Gas Line):

1. All of the foregoing recitals are true and correct and are incorporated herein.

2. The Council finds on the basis of the foregoing, including all matters incorporated by reference in the foregoing, that a gas line emergency is facing the city such that the time requirement for the notice and advertisement for public bids would preclude timely action by the city to complete the 2-inch Steel Gas Line repair.

3. The City Council finds that due to the gas line emergency, pursuant to Public Contract Code§ 22035, public bidding to let contractors for 2-inch Steel Gas Line repair will not be given.

4. The Council shall review the above emergency action pursuant to the requirements for Public Contract Code§ 22050(c).

5. This Resolution is effective immediately upon this adoption.

I hereby certify that the foregoing resolution was duly passed and adopted by the City Council of the City of Coalinga at a regular meeting on this 21st day of May, 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: Receive Presentation and Accept Employee Cost Allocation Results Meeting Date: Thursday, May 21, 2026
From: Sean Brewer, City Manager
Prepared by: Jesse Barron, Assistant City Manager
I. RECOMMENDATION:

City Council receive presentation and accept the employee cost allocation results.

II. BACKGROUND:

Periodic employee cost allocation studies are necessary for employees with time allocated to more than one department because over time, roles and needs change. A cost allocation study was requested out of concern for adjustments needed for some employees.

III. DISCUSSION:

The significant changes in annualemployee cost allocation are:

1. $124,000 shifted away from the natural gas enterprise (14% of employee cost)

2. $111,000 shifted away from the water enterprise (7% of employee cost)

3. $122,000 shifted to the general fund (1.5% of employee cost, including police and fire) The report includes an Excel-based model that city staff can use to review and adjust employee cost allocations in the future.

IV. ALTERNATIVES:

Do not adjust allocations.

V. FISCAL IMPACT:

The net fiscal impact to the city overall is zero; however, the results of the study shift cost allocations between departments.

There will be no fiscal impacts at this time. Any adjustments will be prepared in future budget adjustments.

ATTACHMENTS:

File Name Description
Cost_Allocation_Report_May_2026_FINAL.pdf Cost Allocation Report 15 Shasta Lane, Walnut Creek, CA 94597
Employee Cost Allocation Study for City of Coalinga
May 2026
Purpose
The purpose of this employee time allocation study is to review and update the existing allocations of employees, where their time is allocated between two or more departments within the City. This exercise is applicable to employees that have varied focuses, from the City Manager, with responsibilities for all departments, to public works employees that work across the multiple task areas such as water, sewer, natural gas, and streets. This study does not apply to employees that have a single focus, such as fire and police staff. The result of this work is to reallocate, where needed, cost allocation of employee time to the departments in which they work, such that the cost allocation is proportional to the time worked. Of consequence, is the extent of shift between the enterprise funds, which are based on utility rates, versus the general and special funds, which are based on taxes and other sources of revenue. This work was conducted attempting to be nonbiased regarding shifting cost burden between rate-based and tax-based funds within the city.

Approach
The study included reviews of 37 employees that have time allocated to two or more departments, or more specifically two or more revenue sources, up to a maximum of eight departments, as follows.

General Fund Related

1. General Fund

2. Community Development
Special Funds

3. Streets (Gas Tax)

4. Coalinga Successor Agency (Former RDA)
Enterprise Funds

5. Water

6. Sewer

7. Natural Gas

8. Sanitation (Refuse)
Each employee’s time is allocated based on percentages assigned to the departments to which they provide services, which is always at least two departments to necessitate determination of an allocation. Of importance is the percentage allocations as they relate to other allocations for a given employee, secondary to the allocations as they apply to a given department. This is because, for many job tasks, it is impossible to know the exact time allocated without imposing burdensome time-use studies on individual employees. Additionally, time studies can be inaccurate because many employees have idle time between responsibilities simply because they must be available to perform a task when it is needed. Finally, for customer services and finance department employees, many tasks apply across department areas such as city accounting and billing together for water, sewer, natural gas and refuse.
2 The approach for the city hall positions such as finance, customer services, human resources, public works administration, and the City Manager’s office (general management) was to interview the City Manager and Finance Director to review the existing allocations for each city hall employee to determine if the existing allocations remain a reasonable representation of how time is spent. Informal interviews were also conducted with some employees.

The approach to public works was based on tasks. The parameters used to do the allocations are as follows:
• Four enterprise areas
o Water
o Natural Gas
o Sewer
o Streets
• 24 tasks, each assigned to an enterprise
• 13 public works employees performing tasks
• 187 productive workdays per employee per year
The specific allocations for public works are shown in Attachment 1. These were developed through a group meeting with public works staff followed by a focused discussion with the public works supervisor. The purpose was to ensure all major tasks performed were included, to estimate the time involved, and then, importantly, to consider times required relative to other tasks. The allocation matrix in Attachment 1 allows for time to be allocated either in terms of days per each week (x 52) or day per every month (x 12), or days per year, which is helpful based on the varied timing for tasks performed by public works. The result is to account for 2,431 workdays per year contributed from the 13 employees.

Results
The results for all employees are shown in Attachments 2 and 3. Attachment 2 shows results on a percentage basis for each employee for each department, from left to right, first the existing percentages, then the proposed percentages, and then, for ease of comprehension, changes where they occurred. Existing and proposed allocations must total 100 percent. Changes must net to zero. To quantify the dollar impact of the changes, each employee’s salary and benefits compensation must be applied to the percentage changes in each department allocation. This is done in Attachment 3. The combined results by department are shown in the bar charts on the next page.

The shift away from natural gas is driven primarily by public works employees shifting from natural gas to streets (Arrow #1). The shift from water to sewer is driven by a correction for one employee assigned to incorrectly to water because responsibilities have changed. (Arrow #2). The shift toward the general fund is driven by combined reallocations away from the enterprise funds (Arrow #3). The data is shown below the bar chart.
3 General
Fund $ Streets $ RDA $ Refuse $ Sewer $ Water $ Natural Gas $ Community Development $ Finance $16,149 $0 $0 $6,459 -$12,919 -$3,230 -$6,459 $0 City Manager $93,716 $8,269 $7,605 $7,673 -$44,945 -$28,064 -$32,736 -$11,518 Public Works $3,720 $45,097 $0 $0 $90,511 -$70,458 -$68,870 $0 Customer Servic $0 $0 $0 $12,963 -$4,324 -$1,452 -$7,187 $0 Grand Total $113,584 $53,366 $7,605 $27,096 $28,323 -$103,203 -$115,253 -$11,518 4 Attachment 1
City of Coalinga Public Works Employee Time Allocations Area Tasks
Days
per
Every
Week
wks/yr
Days
per
Every
Month
mos/yr
Days
per
Year
Person
Count
Days
per
Year
Comments
Water Meter Reading Initial 52 6 12 1 72
Gas Meter Reading Initial 52 6 12 1 72
Water Meter Rereads 52 5 12 1 60
Gas Meter Rereads 52 3 12 1 36
Water Shut Offs / Reinstate 52 8 12 1 96
Gas Shut Offs / Reinstate 52 3 12 1 36
Water New Service / Disconnect 4 52 12 0.5 104
Gas New Service / Disconnect 4 52 12 0.5 104
Water Leaks and Meter Replace 4 52 12 2 417
Gas Leaks and Meter Replace 3 52 12 2 313
Gas Leaks Distribution 52 12 4 4 16 2 leaks x 2 day each x 4 guys Gas Leak detection 52 12 15 2 30 15 days and two guys
Gas Cathodic Survey 52 12 3 1 3 Supervision of survey
Gas PHMSA Gas Safety Items 52 2 12 1 24 Odorization, Pressure, Patrolling Water Hydrants 52 1 12 2 24
Water Back Flow Maintenance 52 12 22 1 22
Water Leaks Transmission 52 12 6 4 24 2 leaks x 3 days each x 4 guys Water Leaks Distribution 52 12 12 4 48 6 leaks x 2 days each x 4 guys Streets Sidewalk Repair 1 52 12 2 104
Streets Crack Seal 52 12 66 3 198 Three months and 3 guys Streets Hole Repair 1 52 12 2 104 One day/wk and two guys Streets Street signs/striping 1 52 12 2 104
Sewer Collection System Problems 2 52 12 2 209
Sewer Lift Station Maintenance 2 52 12 2 209
2,430
Goal: 2,431
s/b 0: -1
Results: Adjusted vs. Existing Public Works Employee Allocations Calculation of Total Public Works Days Area Allocation of Man-Days Adjusted Existing Change 2,080 52 wks x 40 hrs/wk Water 867 36% 35% 1% -80 Less two weeks’ vacation/sickness Gas 634 26% 35% -9% -130 Less 13 holidays x 10 hrs/day
Sewer 417 17% 15% 2% 1,870 Productive hours/employee/year Streets 511 21% 15% 6% 10 Divide by 10 hrs/workday
2,430 100% 100% 0% 187 Productive days/employee/year
13 13 employees
2,431 Total Public Works days/yr
5 Attachment 2
General Fund
Fire IGT
Gas Tax
RDA
Sanitation
Sewer
Water
Nat Gas
Community Devel
Total
General Fund
Fire IGT
Gas Tax
RDA
Sanitation
Sewer
Water
Nat Gas
Community Devel
Total
General Fund
Fire IGT
Gas Tax
RDA
Sanitation
Sewer
Water
Nat Gas
Community Devel
0?
Gen Mgmt Brew er, Sean 17 5 7 0.3 28 29 14 100 30 10 10 20 20 10 100 13 - 5 3 (0) (8) (9) (4) - (0) Gen Mgmt Barron, Jesus 25 30 15 20 10 100 25 5 20 20 15 15 100 - - - - 5 (10) 5 (5) 5 - Gen Mgmt Jensen, Shannon 12 2 14 40 2 5 21 4 100 12 2 14 40 2 5 21 4 100 - - - - - - - - - - Gen Mgmt Garcia, Mercedes 70 30 100 95 5 100 25 - - - - - - (25) - - Gen Mgmt Medina, Jessenia 7 20 6 30 15 15 7 100 7 20 6 30 15 15 7 100 - - - - - - - - - - Gen Mgmt Smith, Robert 10 90 100 10 10 80 100 - - - - - - - 10 (10) - Gen Mgmt Ibarra Gutierrez, Yaneth 75 25 100 100 100 25 - - - - - (25) - - - Gen Mgmt Anderson, Kristine 25 30 15 20 10 100 20 20 20 20 20 100 20 - (5) - - (10) 5 - (10) - Gen Mgmt Aguilar, Carisa 57 13 2 1 1 6 13 7 100 57 13 2 1 1 6 13 7 100 - - - - - - - - - - Gen Mgmt Redding, Suzanne 57 13 2 1 1 6 13 7 100 57 13 2 1 1 6 13 7 100 - - - - - - - - - - Finance Vang, Mai 15 5 5 1 19 30 25 100 20 5 5 3 15 29 23 100 5 - - - 2 (4) (1) (2) - - Finance Echeagaray, Jacqulin 15 5 5 1 19 30 25 100 15 5 5 1 19 30 25 100 - - - - - - - - - - Finance Accountant Vacant 15 5 5 1 19 30 25 100 20 5 5 3 15 29 23 100 5 - - - 2 (4) (1) (2) - - Finance Bravo, Jamie 15 5 5 1 19 30 25 100 20 5 5 3 15 29 23 100 5 - - - 2 (4) (1) (2) - - Finance Estrada, Christina 15 5 5 1 19 30 25 100 15 5 5 1 19 30 25 100 - - - - - - - - - - Customer Service Gonzalez, Yasmin 15 1 19 35 30 100 15 5 19 35 26 100 - - - - 4 - - (4) - -Customer Service Sanchez, Olga 20 5 20 25 30 100 20 5 20 25 30 100 - - - - - - - - - - Customer Service Wright, Donna 15 5 5 1 19 30 25 100 15 5 5 5 18 29 23 100 - - - - 4 (1) (1) (2) - - Customer Service Ramirez, Dayane 20 1 19 35 25 100 20 5 18 34 23 100 - - - - 4 (1) (1) (2) - - Customer Service Garcia, Cora 50 1 14 20 15 100 50 5 10 20 15 100 - - - - 4 (4) - - - - Public Works Deleon, Eric 3 7 10 40 40 100 6 15 17 36 26 100 3 - 8 - - 7 (4) (14) - - Public Works Uribe, Anthony 60 40 100 50 50 100 - - - - - (10) 10 - - - Public Works Ramsey, Eric 28 4 6 10 36 16 100 28 4 6 10 36 16 100 - - - - - - - - - - Public Works Sorto, Ricardo 29 4 3 12 36 16 100 29 4 3 12 36 16 100 - - - - - - - - - - Public Works Crabtree, Brad 15 15 35 35 100 21 17 36 26 100 - - 6 - - 2 1 (9) - - Public Works Garcia, Raul 10 10 5 40 35 100 10 10 5 40 35 100 - - - - - - - - - - Public Works Griffin, Nathan 15 15 35 35 100 21 17 36 26 100 - - 6 - - 2 1 (9) - - Public Works Laso, Brandon 15 15 35 35 100 21 17 36 26 100 - - 6 - - 2 1 (9) - - Public Works Moreno, Joshua 15 15 35 35 100 21 17 36 26 100 - - 6 - - 2 1 (9) - - Public Works Ramirez, Martin 15 15 35 35 100 21 17 36 26 100 - - 6 - - 2 1 (9) - - Public Works Robles Castillo, Manuel 15 15 35 35 100 21 17 36 26 100 - - 6 - - 2 1 (9) - - Public Works Saldana, Eric 15 15 35 35 100 21 17 36 26 100 - - 6 - - 2 1 (9) - - Public Works Zamora, Jacob 50 50 100 50 50 100 - - - - - - - - - - Public Works Zelenka, Kenneth 15 15 35 35 100 21 17 36 26 100 - - 6 - - 2 1 (9) - - Public Works Vargas, Dario 10 10 40 40 100 21 17 36 26 100 - - 11 - - 7 (4) (14) - - Public Works Gomes, Matthew 100 100 80 20 100 - - - - - 80 (80) - - - City of Coalinga Employee Time Allocation for Employees Working Across Departments Employee
Department % Current % Change % Proposed
6 Attachment 3
General Fund
Streets
RDA
Refuse
Sewer
Water
Natural Gas
Community
Development
Gen Mgmt Brew er, Sean 35,490 $ 13,650 $ 8,190 $ (819) $ (20,748) $ (23,751) $ (12,012) $ - $ Gen Mgmt Barron, Jesus - - - 9,083 (18,165) 9,083 (9,083) 9,083 Gen Mgmt Jensen, Shannon - - - - - - - -
Gen Mgmt Garcia, Mercedes 26,156 - - - - - (26,156) -
Gen Mgmt Medina, Jessenia - - - - - - - -
Gen Mgmt Smith, Robert - - - - - - 11,996 (11,996)
Gen Mgmt Ibarra Gutierrez, Yaneth 20,299 - - - - (20,299) - - Gen Mgmt Anderson, Kristine 18,980 (4,745) - - (9,490) 4,745 - (9,490) Gen Mgmt Aguilar, Carisa - - - - - - - -
Gen Mgmt Redding, Suzanne - - - - - - - -
Finance Vang, Mai 9,888 - - 3,955 (7,910) (1,978) (3,955) -Finance Echeagaray, Jacqulin - - - - - - - - Finance Accountant Vacant 3,786 - - 1,514 (3,028) (757) (1,514) -Finance Bravo, Jamie 3,718 - - 1,487 (2,974) (744) (1,487) -Finance Estrada, Christina - - - - - - - - Customer Service Gonzalez, Yasmin - - - 4,614 - - (4,614) - Customer Service Sanchez, Olga - - - - - - - -
Customer Service Wright, Donna - - - 3,581 (895) (895) (1,790) - Customer Service Ramirez, Dayane - - - 2,672 (668) (668) (1,336) -Customer Service Garcia, Cora - - - 3,093 (3,093) - - - Public Works Deleon, Eric 4,006 10,682 - - 9,347 (5,341) (18,694) - Public Works Uribe, Anthony - - - - (13,353) 13,353 - - Public Works Ramsey, Eric - - - - - - - -
Public Works Sorto, Ricardo - - - - - - - -
Public Works Crabtree, Brad - 3,635 - - 1,212 606 (5,453) - Public Works Garcia, Raul - - - - - - - -
Public Works Griffin, Nathan - 3,462 - - 1,154 577 (5,193) - Public Works Laso, Brandon - 3,635 - - 1,212 606 (5,453) - Public Works Moreno, Joshua - 3,635 - - 1,212 606 (5,453) - Public Works Ramirez, Martin - 4,640 - - 1,547 773 (6,960) - Public Works Robles Castillo, Manuel - 4,872 - - 1,624 812 (7,308) - Public Works Saldana, Eric - 3,635 - - 1,212 606 (5,453) - Public Works Zamora, Jacob - - - - - - - -
Public Works Zelenka, Kenneth - 4,419 - - 1,473 736 (6,628) - Public Works Vargas, Dario - 5,950 - - 3,786 (2,164) (7,572) - Public Works Gomes, Matthew - - - - 87,048 (87,048) - - $122,322 $57,471 $8,190 $29,180 $30,501 -$111,141 -$124,119 -$12,404$122,000 $57,000 $8,000 $29,000 $31,000 -$111,000 -$124,000 -$12,000 $ Cost Shift
Employee Cost Allocation Changes
Employee
Department

STAFF REPORT - CITY COUNCIL/SUCCESSOR AGENCY/PUBLIC FINANCE

AUTHORITY
Subject: Approval of the Selection of DKS Associates for Public Information Services and Authorization for the City Manager to Negotiate and Bring Back a Professional Services Agreement at the Next Meeting
Meeting Date: Thursday, May 21, 2026
From: Sean Brewer, City Manager
Prepared by: Sean Brewer, City Manager
I. RECOMMENDATION:

Staff recommends that the City Council:

Approve the selection of DKS Associates to provide Public Information Services; and Authorize the City Manager to negotiate and execute a Professional Services Agreement with DKS Associates, subject to City Attorney review and bring back at the next scheduled Council meeting.

II. BACKGROUND:

On April 2026, the City issued a Request for Qualifications (RFQ) for Public Information Services to support citywide communication efforts, including potential informational outreach related to municipal revenue measures and other City initiatives.

The RFQ emphasized the need for:

Legally compliant public information efforts;
Objective and factualcommunication regarding City services and fiscalconditions; Community engagement and outreach; and
Potential support related to informational materials for revenue measures.

Statements of Qualifications were due on April 24, 2026. DKS was the only respondent to the RFQ.

However, following review of their statement of qualifications, staff feels DKS Associates is qualified to support the City’s needs.

III. DISCUSSION:

DKS Associates submitted a comprehensive Statement of Qualifications demonstrating strong alignment with the City’s RFQ requirements.

DKS clearly understands the legal framework governing public agency communications, including restrictions on advocacy and the importance of maintaining neutrality and public trust.

Their proposal outlines a structured and phased approach that includes:

Fiscalanalysis and evaluation of revenue options;
Development of a legally compliant public information strategy; Community outreach and stakeholder engagement;
Preparation of informational materials (fact sheets, FAQs, presentations, digitalcontent); and Optional polling and public opinion research to inform Council decision-making.

DKS also proposes a realistic project timeline aligned with a potential November 2026 election, including key statutory deadlines and Council decision points.

Qualifications and Experience
DKS brings significant relevant experience working with California municipalities on public information programs and revenue measure education efforts.

Key strengths include:

Extensive experience with municipal outreach and revenue measure planning; Proven track record supporting successful measures (e.g., Stanislaus County Measure L passed with

71.95% voter approval);
Experience throughout the Central Valley, including similar ongoing work in nearby jurisdictions; Strong public engagement capabilities, including bilingual outreach; and Integration of polling expertise through subconsultant FM3, a recognized leader in public opinion research.

The proposed Project Manager, Kendall Flint, has over 30 years of experience in public information and outreach for localagencies, particularly in transportation and revenue-related initiatives.

Alignment with RFQ
DKS’s proposal is highly responsive to the RFQ and meets or exceeds the City’s expectations in the following areas:

Legal Compliance: Strong emphasis on objective, factualcommunication and coordination with legal counsel;
Scope Coverage:Addresses all major service areas outlined in the RFQ, including strategy, outreach, materials, and optional polling;
Public Engagement: Robust plan including stakeholder meetings, town halls, and digitalengagement tools;
Communication Tools: Development of multilingual materials, website enhancements, and interactive tools;
Flexibility: Task-based and optional services structure allowing the City to scale efforts based on Council direction.

IV. ALTERNATIVES:

Do not proceed with DKS and Associates.

V. FISCAL IMPACT:

DKS proposes a flexible, task-based fee structure utilizing hourly billing rates with optional services (such as polling and expanded outreach) to be authorized at the City’s discretion.

This approach provides the City with the ability to controlcosts while tailoring the scope of work to evolving needs and Council direction.

The totalcost will be determined through negotiation of a final scope of work and not-to-exceed contract amount. The proposed structure allows the City to phase services and controlexpenditures based on priorities and Council direction.

Staff is requesting that the City Council direct the City Manager to negotiate a finalagreement not to exceed $131,000 based on the complete cost proposal included in the statement of qualifications which will include feedback from the Council.

ATTACHMENTS:

File Name Description
City_of_Coalinga_Public_Information_Services_DKS_Associates_Statement_of_Qualifications.pdf Public Information Services DKS
Associates Statement of Qualifications

STATEMENT OF QUALIFICATIONS

PUBLIC INFORMATION SERVICES
APRIL 24, 2026 | PREPARED FOR CITY OF COALINGA

SHAPING A SMARTER
TRANSPORTATION EXPERIENCE™
CITY OF COALINGA | PUBLIC INFORMATION SERVICES 2

DKS ASSOCIATES STATEMENT OF QUALIFICATIONS FOR PUBLIC INFORMATION SERVICES Dear Sean and Members of the Selection Committee,
The City of Coalinga is seeking experienced support to deliver clear, objective, and legally compliant public information services that help residents better understand City services, fiscal conditions, and potential funding options. This e
ort requires not only expertise in public outreach and communications, but also a strong understanding of the legal framework governing public agency communications and the importance of transparency, neutrality, and public trust.

Like many Central Valley communities, Coalinga faces challenges related to maintaining service levels, addressing infrastructure needs, and supporting long-term fiscal sustainability. As the City evaluates whether a local revenue measure could provide a stable, locally controlled funding source, residents must receive accurate, unbiased information that informs without advocating for a particular outcome.

DKS Associates (DKS) appreciates the opportunity to support the City in this e ort. We understand that
Coalinga’s public information program must communicate complex fiscal and service-related issues in a way that is clear, factual, and meaningful to residents, while remaining fully compliant with California law governing the use of public resources.

Our team brings extensive experience delivering transparent, legally compliant public information programs, supported by a rigorous quality control process that includes legal review coordination, clear documentation protocols, and multiple levels of content review. We also recognize the importance of reaching all members of the Coalinga community. DKS o ers strong Spanish-language outreach
capabilities, including bilingual sta
, culturally responsive messaging, and translated materials that support meaningful engagement with Spanish-speaking residents.

We understand the balance this work requires. The City must clearly communicate its fiscal realities, service needs, and potential options while maintaining public trust, preserving neutrality, and allowing flexibility as the City Council considers community input and next steps.

We would welcome the opportunity to partner with the City of Coalinga on this important initiative.

Sincerely,
APRIL 24, 2026
Sean Brewer, City Manager
City of Coalinga
155 W. Durian Ave.

Coalinga, CA 93210
Submitted via: [email protected]
1970 BROADWAY, SUITE 740
OAKLAND, CA 94612
510.763.2061
P#26665-000
Kendall Flint
Project Manager
[email protected]
650.455.1201
Richard Hutchinson, PE, PTOE
Senior Vice President, O
cer Authorized
to Negotiate/Contractually Bind the Firm
[email protected]
253.204.5121
CITY OF COALINGA | PUBLIC INFORMATION SERVICES 3
SECTION 1 

OVERVIEW
The City’s evaluation of potential revenue measures is governed by a well-defined legal framework that will shape both the available options and the public information process.

California law authorizes cities to adopt local transactions and use taxes (commonly referred to as local sales taxes), subject to voter approval and administration by the California Department of Tax and Fee Administration. However, the combined rate of all district taxes within a county is generally limited to 2.00 percent (Revenue and Taxation Code Section 7251.1). As a result, Coalinga’s ability to adopt a new tax— whether at a rate of 0.50 percent, 0.75 percent, or another increment—will depend on available capacity under this cap at the time of adoption.

Equally important is the distinction between general and special taxes. A general tax requires approval by a majority of voters, but must generally be placed on a regularly scheduled general election ballot for members of the governing body. A special tax, by contrast, may be placed on a special election ballot but requires approval by two-thirds of voters and must specify the purposes for which the funds will be used (California Constitution, Article XIII C).

If the City elects to pursue a special tax, state law requires accountability provisions, including a clear statement of purpose, restrictions on the use of funds, and annual reporting requirements (Government Code Section 50075.1). These provisions are designed to ensure transparency and maintain public trust.

In addition, Government Code Section 54964 and related legal authorities prohibit the use of public resources for campaign advocacy, while allowing expenditures for objective and factual information. This distinction is central to the City’s e
ort and informs all aspects of the proposed scope of work.

Finally, implementation timing is an important consideration. Taxes approved by voters typically become operative at the beginning of a calendar quarter more than 110 days after adoption, which a ects when
revenues would begin to be realized following a March 2027 election.

CITY OF COALINGA | PUBLIC INFORMATION SERVICES 4
SECTION 2 

APPROACH AND SCOPE OF SERVICES
DKS proposes a comprehensive and flexible
approach that supports the City from initial
evaluation through potential ballot consideration,
while maintaining a clear focus on legal compliance
and objective communication.

The e
ort will begin with a detailed assessment
of the City’s fiscal condition, service needs, and
existing revenue sources. This work will establish
a clear and defensible understanding of the City’s
financial position and identify potential funding
gaps. Based on this analysis, DKS will assist the
City in evaluating feasible revenue options within
the constraints of state law, including potential tax
structures, rates, and revenue ranges.

If desired, this analysis may be supplemented
by public opinion research to better understand
community priorities and perspectives. Such
research can provide valuable insight into voter
attitudes and help inform both policy discussions
and communication strategies.

Building on this foundation, DKS will develop
a public information strategy designed to
communicate clear, factual, and accessible
information to the community. This strategy will
identify key topics, messaging approaches, and
communication tools, ensuring consistency with
City priorities and legal requirements.

A major component of the e
ort will involve
community outreach and the development of
informational materials.

DKS will assist the City in preparing fact sheets,
frequently asked questions, presentations, and
digital content that explain City services, fiscal
conditions, and potential policy considerations.

Public meetings and stakeholder engagement will
be designed to provide meaningful opportunities
for community input while maintaining a neutral
and informational approach.

As the process advances, DKS will continue to
support the City Council by preparing materials that
facilitate informed decision-making, including clear
explanations of fiscal impacts, service implications,
and potential ballot measure structures. All
materials will be developed in close coordination
with the City Attorney to ensure compliance with
applicable law.

DKS recommends a structured, phased schedule
that allows su
cient time for fiscal analysis, public
engagement, and City Council decision-making in
advance of a potential special election in March
2027. While California law allows a city to call a
special election on a range of dates, the process
is governed by statutory notice requirements and
practical coordination timelines with the County
Registrar of Voters. In particular, the City must
adopt a resolution calling the election and submit
it to the County no later than 88 days prior to the
election, although a lead time of approximately
100 to 120 days is strongly recommended to
allow for ballot preparation, legal review, and
administrative coordination.

Working backward from a potential March 2027
election, the City would need to take formal
Council action no later than late November or
early December 2026, with ballot language and
ordinance development completed in advance
of that deadline. The timeline below reflects
these requirements and provides a realistic and
defensible pathway for decision-making.

CITY OF COALINGA | PUBLIC INFORMATION SERVICES 5
TASK 1: PROJECT MANAGEMENT
Our work will begin with a comprehensive kicko

meeting to confirm roles, communication protocols,
and key milestones. Throughout the project, DKS will
manage timelines, budgets, and deliverables with
precision, o
ering the leadership necessary to keep the
measure on track.

This will include coordination with all departments,
overseeing deliverable tracking, and ensuring that all
activities are e
ectively integrated, especially polling,
engagement, and materials development.

DELIVERABLES
• Project kick-o
meeting
• Bi-weekly check-ins with City sta

• Establishing documentation protocols for all
meetings and public feedback
• Managing budgets, timelines, and subconsultant
deliverables (FM3 and others)
• Monthly progress reports and invoices
TASK 2: DIGITAL PRESENCE AND

ONLINE ENGAGEMENT
Building on the City’s existing website, our team will
propose enhancements to usability and content strategy
to help engage the public in greater understanding of
municipal finance and City Services. This would include creating interactive tools and online surveys to broaden access and input. This would include multilingual access to participatory budgeting tools.

DELIVERABLES
• Updated content, calendar events, and tools for
the project website
• Development of a participatory budgeting tool
• Up to 12 social media posts tailored
The project would begin in May 2026 with initiation and fiscal analysis, followed by refinement of revenue options and development of a policy framework during the summer months. In the fall, the City may elect to conduct public opinion research and finalize a public information strategy. Community outreach would occur through late 2026 and early 2027, leading to a Council decision on whether to place a measure on the ballot. If approved, the process would culminate in a potential special election in March 2027.

CITY OF COALINGA | PUBLIC INFORMATION SERVICES 6
TASK 3: POLLING
In designing the survey for this project, we will
draw from our knowledge of public opinion survey
methodology, our comprehensive review of the
City’s past public opinion research, and your
current and future objectives and needs. The
survey will assess voters’ budgeting and spending
priorities to help refine and strengthen potential
ballot language.

If the measure appears viable, the survey results
will provide a roadmap for drafting legally
permissible educational outreach materials. Our
findings will also help draft the most e
cient 75-
word ballot language and inform best practices for
community engagement.

DELIVERABLES
• Development of survey instrument
• Statistically valid survey of 1,000 residents
• Presentation of results
TASK 4: EDUCATION PROGRAM
We propose to lead at least 20 targeted meetings
with stakeholders, community-based organizations,
and two Town Hall Meetings. We will also
design two mailers: one with information about
engagement opportunities and one measure fact
sheet. In all cases, our message will be educational,
emphasizing how a measure could help improve
local roads, support economic growth, and
contribute to the region’s quality of life

DELIVERABLES
• Review and update presentation materials,
talking points, and engagement tools
• Personally lead at least 20 key stakeholder
meetings
• Two City-wide mailers
• Provide summary memo detailing outcomes
of meetings and feedback received
TASK 5 DRAFT AND FINAL PLAN

AND ORDINANCE
Guided by polling, focus groups, and jurisdictional
input, DKS will work closely with City sta
to
develop a Draft Investment Plan and Ordinance
that is:
• Legally sound
• Politically viable
• Publicly accessible
We will also deliver a comprehensive final report
capturing the full arc of outreach, engagement,
polling, and policy development—providing a clear
record for the public and a foundation for future
communications.

DELIVERABLES
• Development of draft investment plan and
ordinance
• Presentations at City Council
• Summary report
• Overall outcomes of the engagement
e
orts and how feedback impacted project
outcomes and council direction, if applicable
CITY OF COALINGA | PUBLIC INFORMATION SERVICES 7

FEE STRUCTURE
DKS proposes a flexible fee structure based on
hourly rates and task-based budgeting aligned
with the City’s priorities and direction. Based on
our understanding of the scope outlined in this
SOQ, we have developed a preliminary budget
framework that reflects the anticipated level
of e
ort associated with fiscal analysis, public
information strategy, community engagement, and
development of informational materials.

This budget is intended to provide the City with
a clear understanding of expected costs while
maintaining flexibility to refine scope, level of e
ort,
and phasing in coordination with City sta
.

Key elements of our proposed fee structure
include:
• Hourly billing rates by sta
classification
• Task-based budgeting aligned with project
phases (analysis, outreach, materials, and
support)
• Optional services, including public opinion
research and expanded outreach, that may be
authorized at the City’s discretion
A detailed fee estimate and rate schedule are
provided as an attachment. Final scope and budget
will be developed in coordination with the City
following selection.

CITY OF COALINGA | PUBLIC INFORMATION SERVICES 8
SECTION 3 

TEAM QUALIFICATIONS

DKS ASSOCIATES
Founded in 1979, DKS Associates has
provided specialized transportation engineering
and planning services to public agencies across
the country for 47 years. DKS also maintains a
transportation-focused outreach practice that helps
clients connect e
ectively with their communities.

We are strongly committed to social equity and
environmental justice, and we work to ensure that
all people, regardless of socioeconomic status, can
participate meaningfully in processes that value
multicultural engagement.

DKS tailors its approach to each outreach project,
combining innovative technology with grassroots
engagement to develop e
ective outreach
programs. We help agencies collaborate with local
jurisdictions and partner organizations to advance
regional solutions to transportation challenges.

This work includes supporting projects with
shared regional benefits and assisting with
funding strategies designed to maximize
investment from state and federal agencies.
1979
Year Founded
S Corp
Form of Corporation
Office Locations
Seattle, WA
Salem, OR
Boise, ID
Sacramento, CA
Oakland, CA
Austin, TX
Portland, OR (HQ)
Anaheim, CA
8 Oces
47 Years in Business
150+
Employees Firmwide

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TOWN HALLS OR
SPECIAL MEETINGS!

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Chowchilla
Zoom Available
THURS, MARCH 28
6:30 PM – 8:00 PM
Madera BOS
200 W. 4th St.

Madera
District 3
Supervisor
Robert Poythress
TUES, MARCH 19
5:00 PM – 6:30 PM
Reunión
comunitaria
(español)
La Vina Community
23784 Avenue 9
Madera
MON, MARCH 18
6:30PM – 8:00 PM
Meadows
Community Center
1218 E. Cleveland
Madera
District 4
Supervisor
Leticia Gonzalez
SAT, MARCH 23
NOON – 1:30 PM
Reunión
comunitaria
(español)
Fairmead
Elementary School
19421 Avenue 22 ¾
Chowchilla
WED, MARCH 20
6:30 PM – 8:00PM
Oakhurst
Elementary School
49495 High
School Road
Oakhurst
District 5
Supervisor
Bobby Macaulay
Learn about what Measure T
has done for your community
and a potential renewal for 2024.

MEASURE T – 2024

HOW WOULD

YOU INVEST
MEASURE T FUNDS? MEASURE T FUNDS?
Give your input at MeasureT-2024.com
by choosing from these possible
project categories:

LOCAL STREETS
& ROADS

REGIONAL

PROJECTS

SAFE ROUTES

TO SCHOOLS
OTHER

EVACUATION

PREPAREDNESS

TRANSIT BICYCLES &

PEDESTRIANS
MEASURE T – 2024
Madera County Transportation Authority
Paid for by the
Madera County
Transportation
Authority
CITY OF COALINGA | PUBLIC INFORMATION SERVICES 9
FM3
Fairbank, Maslin, Maullin,
Metz & Associates (FM3) has specialized in public
policy opinion research since 1981. With o
ces
in Los Angeles and Oakland, California, FM3
combines the personalized attention and partnerlevel service of a smaller firm with the broad capabilities, fast turnaround, and rigorous quality
control of a larger organization.

KEY STAFF
This e
ort will be led by Kendall Flint, whose
work across California, particularly in the Central
Valley, has focused on revenue measure planning,
public information programs, and community
engagement.

Kendall has led successful e
orts for the Stanislaus
County Council of Governments, the Merced
County Association of Governments, and, most
recently, the renewal of Measure T for the Madera
County Association of Governments. She also
led renewal planning for the Fresno Council of
Governments through 2025. Her experience
includes coordinating with local jurisdictions,
developing expenditure frameworks, and engaging
diverse stakeholders. As a result, she brings
a strong understanding of regional economic
conditions, voter behavior, and the practical
considerations that shape successful ballot
measures.

DKS is also assisting the City of Selma with a
similar e
ort, providing public information and
revenue measure advisory services. This includes
developing legally compliant informational
materials, coordinating with legal counsel, and
crafting clear messaging about fiscal conditions
and service needs. That ongoing work gives DKS
directly relevant experience and allows us to
bring tested approaches and practical insight to
Coalinga.

KENDALL FLINT

PROJECT MANAGER, DKS
Kendall is an industry professional
with more than 30 years of
government experience. She
has developed and implemented a broad
range of communications e
orts for cities,
counties, special districts, and regional planning
agencies throughout California. She brings
extensive experience with outreach in support
of transportation and land use planning and
overall public information. Kendall has developed
expenditure plans for the Stanislaus Governments,
the San Luis Obispo Council of Governments, and
most recently for the Madera County Transportation
Authority. In addition, she has managed education
programs related to measures for those agencies
as well as the Merced County Association of
Governments, Placer County Transportation
Planning Agency, and the Transportation Agency of
Monterey County.

MELISSA ABADIE, AIGA PD

DEPUTY PROJECT MANAGER,
DKS
Melissa leads a team of graphic
designers at DKS which focuses on
strategic branding and visual design of reports,
communications materials, and data visualization.

She has over 25 years of experience developing
creative strategies for public agencies and private
companies. Her work includes development of the
branding and outreach materials for the Madera
County Transportation Authority's Measure T
and the Placer County Transportation Planning
Agency's Measure B. Melissa is committed to
equity and how her design work can contribute to
an equitable practice at DKS. Being able to create
ADA-accessible graphics and documents is one
way that the DKS Creative Services Group uses
their skills to better reach strategically undervalued
communities.

CITY OF COALINGA | PUBLIC INFORMATION SERVICES 10

ALICE CHEN, AICP

PRINCIPAL-IN-CHARGE,

QA/QC MANAGER, DKS
providing key leadership support to
Project Manager Kendall Flint and
ensuring the team has the tools, resources, and
sta
needed to consistently exceed expectations.

She brings over 30 years of experience
in multimodal transportation planning and
engineering, with expertise in policy development,
interagency coordination, and implementation
of Complete Streets, SB 743, and Safe System
strategies.

ELISE BROCKETT

COMMUNITY LIAISON, DKS
Elise has a robust background
in strategic communications and
community engagement. With over
six years of experience, she has successfully
developed and executed complex outreach plans
for construction, land use, and infrastructure
projects across the Northern California region. Elise
is adept at crafting clear and e
ective messaging,
facilitating workshops, and managing project
budgets and milestones. Her expertise extends
to graphic design, event planning, and creating
engaging marketing materials.

SHEIDA CARUGATI

COMMUNITY LIAISON

SUPPORT, DKS
Sheida has experience with
creating public engagement
plans, coordinating and leading outreach events,
presentations, focus groups, and town hall
meetings in multiple languages, and translating
technical and nontechnical documents and
engagement materials. Sheida is fluent in English,
Spanish, and Italian and has a passion for
languages as she is currently studying a fourth
language: Farsi. Sheida is a 2021 FHWA Dwight
D. Eisenhower Transportation Program Fellow
focusing on transportation planning, roadway
safety and design.

RICHARD BERNARD
FOCUS GROUP CO-LEAD, FM3
Richard is one of California’s
foremost public opinion researchers
on issues related to public agencies,
their services, and the funding they need to
provide those services. Richard provides strategic
advice for a diverse set of clients including cities,
counties, special districts, K-12 and community
college districts, nonprofits, businesses, and
labor unions. He has been the lead researcher on
projects examining resident satisfaction with local
government services, as well as branding and
marketing public agencies, nonprofit organizations,
and development projects.

ADAM SONENSHEIN
FOCUS GROUP CO-LEAD, FM3
Senior Vice President Adam
Sonenshein has conducted opinion
research and evaluation and
provided strategic advice for dozens of clients
including local governments, ballot measure
campaigns, candidates running for political o
ce,
local governments, nonprofit organizations, and
business associations. Adam has extensive
experience working in San Luis Obispo County,
including for the cities of San Luis Obispo, Grover
Beach, Morro Bay, Paso Robles, and Pismo Beach,
as well as for the California Polytechnic State
University (Cal Poly) in San Luis Obispo County.

CITY OF COALINGA | PUBLIC INFORMATION SERVICES 11

PROJECT QUALIFICATIONS

MADERA COUNTY

TRANSPORTATION AUTHORITY,

MEASURE T
DKS developed and implemented a community
engagement program on behalf of the Madera
County Transportation Authority. The objective
was to determine which projects, programs, and
investments were viewed as most critical by the
voting public. The new Measure T expenditure
plan was passed on November 5th following
almost two years of reassessing, adapting, and
changing the form and structure of the Measure to
meet those needs and expectations. Kendall, our
proposed Project Manager, gathered a steering
committee of people from each of the five County
Districts instead of having our elected o
cials
appoint people to make it more independent. With
polling suggesting that road maintenance was
the top priority across the County, the committee
allocated 80% of all revenues to local roads. That
category also includes options for evacuation
planning, which residents and businesses in the
eastern part of the county badly wanted. It contains
options for bike and pedestrian improvements in
areas where they are desired and Safe Routes
to Schools. We heard that many of the County’s
disadvantaged communities felt overlooked,
lacking the investments they see happening in
other areas. The Measure now sets aside 10% of all
revenues for these areas using the same criteria as
those used by the state and federal governments
for grant eligibility; a first for a Self-Help County
e
ort. It’s hard to overstate the immense amount
of outreach conducted to develop this new
expenditure plan for Measure T.

More than 40 meetings and presentations, nine
town halls, and a Measure website with thousands
of visitors provided opportunities to ask questions
and review all expenditures made for the last
17 years. The Measure was unanimously supported
by the Steering Committee and all of the
member agencies.
“The entire DKS team has been an invaluable asset to our agency. Kendall’s boots-on-the-ground approach, tireless dedication, and ability to foster consensus are truly impressive.

She successfully organized the Steering Committee for the renewal Measure T Expenditure Plan in Madera County,
facilitating discussions with professionalism and positivity.” Patricia Taylor, Executive Director
(559) 675-0721 Ext 3
[email protected]
CITY OF COALINGA | PUBLIC INFORMATION SERVICES 12

PLACER COUNTY

TRANSPORTATION PLANNING

AGENCY (PCTPA) MEASURE B
DKS recently completed a comprehensive outreach
e
ort as part of our role as the on-call public
engagement team for the PCTPA. This included
developing collateral materials and managing
more than 40 pop-up events and presentations
with information on the new proposed sales tax
Measure B, as well as upcoming enhancements
and changes to transit services in the region.

Measure B is unique in that it would apply only to
three cities in the County. It failed in 2016 and was
pulled from the 2020 and 2022 ballots.

SAN LUIS OBISPO COUNCIL

OF GOVERNMENTS (SLOCOG)

MEASURE J
Prior to joining DKS, Kendall managed a
comprehensive education program for SLOCOG’s
Measure J – its first attempt at a ½ cent
transportation sales tax measure. Unlike StanCOG,
the SLOCOG Board was not unanimously in
support of the measure and there was organized
opposition. Utilizing a community-based strategy
that included community presentations, farmers
markets, senior centers, and a collaboration with
Cal Poly San Luis Obispo – we were able to shift
support in favor by nearly 10 points. The measure
ultimately failed by less than 200 votes – an
extremely narrow margin but was still the best
performing first-time e
ort in the 2016 election
cycle. Following the election, several members of
the County Board of Supervisors remarked that if
they had known it was so close to passing, they
would have supported it.

CITY OF COALINGA | PUBLIC INFORMATION SERVICES 13

STANISLAUS COUNCIL OF

GOVERNMENTS (STANCOG)

MEASURE L
Prior to joining DKS, Kendall spearheaded the
creation of a community-centered expenditure
plan following a comprehensive outreach initiative
for the Stanislaus Council of Governments. In
2016, she successfully developed Measure L, a
transportation sales tax measure, after previous
e
orts in 2006 and 2008 had failed. Unlike the
earlier attempts, this measure was firmly rooted in
public input, reflecting what the community wanted
rather than the preferences of transportation
planners or elected o
cials. She managed a
thorough, transparent process that included
focus groups, polling, and over 100 meetings with
local agencies, stakeholder groups, and advisory
bodies. This inclusive approach led to a plan that
was distinct from previous proposals, prioritizing
“Local Roads First”—a message that resonated
across political lines. To ensure widespread
awareness and support, Kendall delivered over
200 presentations to various local organizations,
including community groups, Municipal Advisory
Councils, chambers of commerce, seniors,
students, and local media. The result was a
landslide victory: Measure L passed with 71.95% of
the vote—the highest approval for a transportation
measure in California in 2016 and the highest
since 1989. Its success was particularly remarkable
given the challenging political climate of 2016, with
similar measures failing in more liberal areas like
San Diego, Sacramento, and Contra Costa County.
"The Stanislaus County Council of Governments hired Kendall Flint in 2016 to do community outreach to gauge support for a ½ cent sales tax that would be dedicated to transportation.

Kendall created forums for the residents of Stanislaus County to voice their opinions and concerns. She used the voices of the community as well as polling data to propose an expenditure plan for the measure. This was a difficult task that was fraught with controversy and compromise. Kendall used her skills as a mediator and a moderator to bring the political factions and elected leaders in the county together to endorse the expenditure plan.

Once the expenditure plan was adopted and placed on the ballot as Measure L, Kendall did many educational presentations within the county. Since I was the chair of the political campaign to adopt Measure L, I had many opportunities to see her in action. She was an unbiased referee for Measure L – telling residents what the measure would do and what it would not do. She patiently engaged the opponents of the measure and corrected them when they were factually in error. Many meetings and forums became lively, but Kendall was always calm and focused. She never lost control of the setting.

Measure L was adopted in 2016 by the voters of Stanislaus County. Kendall Flint role was critical in the measure’s passage.

I was, and still are, very impressed with Kendall’s ability to mediate and moderate community meetings and forums. She brings expertise, experience, focus and dedication to the tasks that she is commissioned to accomplish. I highly recommend her." – PAUL J. VAN KONYNENBURG, FORMER CALIFORNIA TRANSPORTATION COMMISSION, CHAIR YES ON L Former CTA Board Member Paul Van Konynenburg,
Kendall Flint, and then Board Chair Vito Chiesa accepting the California Transportation Foundation’s Award for
Public Outreach Project of the Year in Sacramento 2017.

CITY OF COALINGA | PUBLIC INFORMATION SERVICES 14

TAHOE REGIONAL PLANNING

AGENCY (TRPA) EQUITY POLICY
PLAN
DKS and our client, the Tahoe Regional Planning
Agency (TRPA), were honored with the WTS
Sacramento Rosa Parks Diversity Leadership Award
for our work on the agency’s first Equity Study. This
award is a testament to both of our unwavering
commitments to promoting diversity and cultural
awareness in the transportation industry. Over the
course of a year, DKS and TRPA sta
conducted
multilingual surveys and focus groups throughout
the Tahoe Basin to clearly define challenges in
accessibility, availability, safety, and a
ordability of
information and services related to transportation.

This required coordination across the states of
California and Nevada as well as the Washoe Tribal
Nation.

The study culminated in a suite of policy
recommendations across six key areas:

Engagement, Year-Round Access, Services,
Infrastructure, Environment, and Technology. These
recommendations, unanimously approved by the
TRPA Board of Directors, are actively shaping new
guidelines and approaches for implementing equity
policies in housing, public engagement, and the
current update of TRPA’s Regional Transportation
Plan.

ADDITIONAL CLIENTS
• Alameda County Transportation Commission
• El Dorado County Transportation Commission
• Humboldt County Association of Governments
• Metropolitan Transportation Commission
• Nevada County Transportation Commission
• San Joaquin Council of Governments
• Santa Barbara County Association of
Governments
• Solano County Transportation Commission
• Ventura County Transportation Commission
• City of Fresno
• County of Fresno
• City of Fowler
• City of Clovis
• City of Kerman
• City of Kingsburg
• City of Mendota
• City of Parlier
• City of Reedley
CITY OF COALINGA | PUBLIC INFORMATION SERVICES 15

MADERA COUNTY

TRANSPORTATION AUTHORITY,

MEASURE T
Nature of Work Performed: Development of
Measure T Expenditure Plan, Facilitation of Steering
Committee, Development and Implementation of
Multi-Channel Public Engagement Program
Level of Responsibility: Prime Contractor / Project
Manager (Kendall Flint)
Time Span: 2022-2024
Client Contact: Patricia Taylor, Executive Director
559.675.0721, [email protected]
Additional Reference for this Project:

Robert L. Poythress
Madera County Supervisor
San Joaquin Valley Regional Policy Council Chair
San Joaquin Joint Powers Authority Board
California Association Of Councils Of Governments
Board Of Directors
200 W. 4th Street
Madera, CA 93637
559.662.6030

PLACER COUNTY

TRANSPORTATION PLANNING

AGENCY (PCTPA), MEASURE B
Nature of Work Performed: Support for Education
Program for Measure B Community Events and
Engagement
Level of Responsibility: Prime/Project Manager for
Education Only (Kendall Flint)
Time Span: 2024
Client Contact: Matt Click, Executive Director
916.812.2077, [email protected]

STANISLAUS COUNCIL OF

GOVERNMENTS (STANCOG)

MEASURE L
Nature of Work Performed:

Development of Measure L Expenditure Plan
Development and Implementation of Multi-Channel
Public Engagement Program
Level of Responsibility:

Project Manager (Kendall Flint)
Time Span: 2014-2016
Client Contacts:

Vito Chiesa
Stanislaus County Supervisor
San Joaquin Valley Regional Policy Council Chair
San Joaquin Joint Powers Authority Board
California Association of Councils of Governments
Board Of Directors
209.531.5235
[email protected]
Paul J. Van Konynenburg
Former Member California Transportation
Commission, Chair Yes on L
209.505.2308

PROFESSIONAL REFERENCES
Victoria Ortiz, Kira Smith (TRPA PM), Kendall Flint, and Melissa Abadie at the 2024 WTS Awards

KEY STAFF RESUMES
CITY OF COALINGA | PUBLIC INFORMATION SERVICES 17

RESUMES
Kendall is an industry professional with more than 30 years of government experience. She has developed and implemented a broad range of communications e
orts for cities, counties, special
districts, and regional planning agencies throughout California.

She brings extensive experience with outreach in support of transportation and land use planning and overall public information.

Kendall specializes in reaching out to underserved populations and managing controversial projects and issues. Kendall brings two decades of experience working on transportation sales tax measures throughout California.

SELECT EXPERIENCE
Madera County Transportation Authority (MCTA)
Measure T Public Engagement Services, CA. After a failed renewal attempt in 2022, MCTA hired DKS to develop a new expenditure plan that more closely aligned with the expectations of local residents and stakeholders. Over the past year, she created a Steering Committee, developed a new expenditure plan that was unanimously supported by the committee, and then led a countywide education e
ort throughout Madera County. Measure T
appeared on the November 5, 2024, ballot.

Placer County Transportation Planning Agency (PCTPA) Measure B, CA. As the agency’s on-call Public Information Director, Kendall and her team managed a county-wide education program for Measure B, a transportation sales tax on the November 2024 ballot.

Stanislaus Council of Governments (StanCOG) Measure L, CA.

Kendall developed and then managed the education program for StanCOG’s expenditure plan for Measure L and managed a comprehensive education program that ultimately resulted in the measure’s passage by 72% in 2016.

Merced County Association of Governments (MCAG) Measure V, CA. Kendall assisted MCAG with its outreach program for Measure V and assisted in the development of the accompanying Strategic Plan, which was created by the Citizens Steering Committee and member agencies. This included coordination with all local municipalities and stakeholder groups.

Tahoe Regional Planning Agency (TRPA) Equity Policies & Actions, CA. DKS is working with the Tahoe Regional Planning Agency on a multi-level engagement and technical program to

KENDALL FLINT

PROJECT MANAGER

EDUCATION
English Major, University of
California, Los Angeles

YEARS OF EXPERIENCE
Total: 36
With DKS: 6
CITY OF COALINGA | PUBLIC INFORMATION SERVICES 18
develop an area specific Equity Index. This index will guide future investments in transportation infrastructure, recreational amenities and sustainable tourism.

It involves collaboration between both the State of California and the State of Nevada as well as four counties and three cities. Kendall serves as Project Manager for the study which includes measuring resilience of infrastructure related to emergency preparedness, access to public transportation, access to recreational opportunities and economic development. Work includes multiple stakeholder groups, outreach to disadvantaged populations, coordination with the local Washoe Tribe and multilingual communications to reach Spanish and Tagalog speakers.

City of Santa Maria Local Road Safety Plan, CA. DKS recently completed a highly successful e ort to
develop a Local Road Safety Plan for the City of Santa Maria. With a local population that is 75% Hispanic, it was important to coordinate with local community-based organizations and schools to ensure equitable representation throughout the community. Additionally, the city has a substantial Mixteco community which does not speak or read Spanish. To ensure maximum participation, Kendall collaborated with the local Promotores and Proyecto Mixteco Indegena groups and attended local events including the rodeo in person. This resulted in more than 500 interviews with at risk population members - greatly influencing the final study.

Fort Ord Reuse Authority, CA. Kendall successfully facilitated the sunset for the Fort Ord Reuse Authority, negotiating the orderly dissolution of the 25-year-old agency, which includes 10 local cities and Monterey County; University of California, Santa Cruz; Monterey Peninsula College; Cal State Monterey Bay, and more than a dozen local agency stakeholders. This two-year process included negotiations for future land use, property transfers, transportation funding, habitat management, the issuance of bonds for building removal, and a review of more than 120 individual contracts dating back over 20 years. Kendall collaborated with all the Agency’s Committees, its Board, Executive Committee, and sta throughout the
process, which concluded June 30, 2020.

Kings County Association of Governments (KCAG): Kings Regional Vision, Regional Transportation Plan & Sustainable Communities Strategy, Community Outreach 2014, 2018 and 2022 Kings Climate Action Plan (Cities of Avenal and Hanford), Community Outreach 2013-2014. Kendall led three separate outreach e
orts for KCAG; one for its RTP/SCS e
ort and the other as part of the agency’s coordination
of Climate Action Plan development for the cities of Avenal and Hanford. Both projects include a series of workshops, presentations, collateral development, media relations, website development, and bilingual outreach e
orts throughout the County.

Metropolitan Transportation Commission (MTC) Citizens Advisory Committee Review and Reorganization, CA. MTC asked for a review of the form and function of its three advisory committees and recommendations for future organization. Kendall served as the Project Manager for this review which included research regarding similar agencies, multiple meetings with citizen groups and MTC sta , and a
complete review of the committee work products. Her recommended consolidation of the committees into one and restructuring was adopted by the MTC Board in November of 2009.

On-Call Contracts:
• City of Anaheim
• Madera County Transportation Commission
• Placer County Transportation Planning Agency
• Sacramento Area Council of Governments
• San Luis Obispo Council of Governments
• City of Tracy
CITY OF COALINGA | PUBLIC INFORMATION SERVICES 19
Melissa leads the Creative Services Group at DKS which focuses on strategic branding and visual design of reports, communications materials, and data visualization. She has over 25 years of experience developing creative strategies for public agencies and private companies. Melissa possesses a wide range of skills including creative direction, project management, branding, and graphic design. She uses an innovative approach to page layout, typography, and colors to promote an ease of readability—leading to documents with a professional appearance. Melissa is also committed to equity and how her design work can contribute to an equitable practice at DKS. Being able to create accessible graphics and documents is one way that the DKS Creative Services Group uses their skills to better reach strategically undervalued communities.

SELECT EXPERIENCE
Madera County Transportation Authority (MCTA)
Measure T Public Engagement Services, CA. DKS worked with MCTC to develop a comprehensive community engagement
strategy for the proposed renewal of Measure T, a transportation sales tax initiative. Melissa led a team of graphic designers in the creation of the project communication materials, including collateral, mailer, signage, websites, social media, and digital and print advertising.

Placer County Transportation Planning Agency (PCTPA) On-Call Public Engagement Services, CA. To support PCTPA’s goals of bringing transportation to communities that need it the most and providing equitable transportation alternatives to their region, DKS provides ongoing communication and graphic support. As part of this public engagement on-call, Melissa developed a social media strategy with accompanying event announcements and boosted online posts, including communication to promote PCTPA’s attendance at several community events to provide information to the public about Measure B, a new proposed sales tax aimed at reducing tra
c congestion and building transportation projects
in Roseville, Rocklin, and Lincoln. Melissa also created publicfacing communication pieces for the Regional Transportation Plan, including a project logo, banner, info cards, and website updates. To provide people-centered storytelling for PCTPA, Melissa developed an online equity dashboard that highlights regional demographic information and insights.

MELISSA ABADIE, AIGA PD

DEPUTY PROJECT MANAGER

EDUCATION
BFA, Graphic Design,
University of Illinois

CERTIFICATION
Professional Designer, American
Institute of Graphic Arts,
Leadership & Public Speaking,
Dale Carnegie | Essentials of
Management, AmeriBen/IEC
Group

YEARS OF EXPERIENCE
Total: 28
With DKS: 8
CITY OF COALINGA | PUBLIC INFORMATION SERVICES 20
Tahoe Regional Planning Agency (TRPA) Equity Policies & Actions, CA. The development of Equity Policies & Actions for TRPA required clear communication, strategic storytelling, and innovative presentation to reach and present the diverse community of Lake Tahoe. Melissa helped develop an equity dashboard that presented critical demographic and transportation information in an engaging, interactive website. She also created community engagement materials that include public open house flyers, social media posts, banner signage, handouts, and presentation boards. The project will also culminate a final policy and actions document using interesting visuals and page layout.

Napa Valley Countywide Transportation Plan, CA. For this long-range transportation plan for the Napa Valley Transportation Authority (NVTA), Melissa used innovative data visualization, infographics, and document design to e
ectively communicate the approach for emerging technologies and multimodal transportation planning strategies. She also developed iconography to support the plan’s goals, objectives, and performance measures that supported NVTA’s existing branding.

San Joaquin County Alternative Fuels Vision Plan, CA. Melissa assisted with the public outreach materials for the Alternative Fuels Vision Plan. Working within the San Joaquin County brand, Melissa has developed a project logo, presentation materials, social media posts, and flyers. All of these outreach materials were created in both English and Spanish to ensure that a wide audience in the area could be reached.

San Luis Obispo Council of Governments US 101 Corridor Study, CA. For this corridor study of US 101 in San Luis Obispo County, Melissa led the development of the project logo and brand package to create a consistent look for the project and outreach materials. To provide vital project information and increase participation from the community, Melissa and the DKS Creative Services Team created social media posts, flyers, a project website, and an interactive comment map.

Nevada County Regional Transportation Plan (RTP), CA. Melissa is developing the community engagement materials for this RTP in Nevada County. The plan will evaluate the region’s current transportation system and develop critical projects to improve mobility for the future. Using the county’s branding, Melissa is creating bold public meeting materials, flyers, social media posts, and an interactive comment map in both English and Spanish to reach the diverse community in Nevada County.

City of Big Bear Lake Community Vision Plan, CA. To capture the unique community of Big Bear Lake, Melissa developed a project logo that represents their vision for the future. Additional community engagement materials will also be created to gather community input, including event materials, social media posts, project website, and an interactive comment map.

City of Santa Maria Local Road Safety Plan, CA. DKS developed a Local Road Safety Plan for the City of Santa Maria. For community engagement, Melissa created a comprehensive branding package that included a project logo and color palette that was used for all project communication. The materials were provided in both English and Spanish to ensure equitable access to all community members.

Transportation Agency of Monterey County (TAMC) Fort Ord Regional Trail and Greenway (FORTAG) Public Outreach Materials, CA. Melissa developed a comprehensive set of public engagement materials for TAMC’s regional planning and outreach for the FORTAG multi-use pathway project. Through the creation of a series of informational mailers, email newsletters, and social media posts, Melissa was able to successfully communicate critical information about FORTAG’s planning, development, and benefits to the community.

CITY OF COALINGA | PUBLIC INFORMATION SERVICES 21
Elise is a skilled Project Manager with a robust background in strategic communications and community engagement. With over four years of experience, she has successfully developed and executed complex outreach plans for construction, land use, and infrastructure projects across the Sacramento and Northern California region. Elise is adept at crafting clear and e ective
messaging, facilitating workshops, and managing project budgets and milestones. Her expertise extends to graphic design, event planning, and creating engaging marketing materials. A graduate of the University of California, Davis, with a B.S. in International Agricultural Development, Elise brings a unique perspective and passion for public engagement and sustainability to her work.

SELECT EXPERIENCE
City of Sacramento Howe Avenue Transportation and Vision Zero Plan, CA. The goal of the project is to eliminate fatal and severe injury crashes on Howe Avenue between Fair Oaks Blvd and the Power Inn light rail station south of Folsom Blvd by identifying needs and recommendations to make it safer and more multimodal.

The project, funded by Caltrans grant money, is focused on improving access and connectivity for all users, especially to nearby Sac State University and the American River Bicycle Trail.

The analysis aims to identify and evaluate alternatives through balancing mobility, safety, and equity considerations, all in concert with a robust public outreach process to increase community buyin. As Community Engagement Project Manager, Elise is currently planning an in-person and a virtual open house to present findings from the first phase of work and solicit community feedback to help refine the plan. To e
ectively promote and advertise this round of
engagement, Elise is developing marketing materials such as a flyer, social media graphic, content for the project website, and email content to increase awareness.

City of Sacramento Norwood Avenue Complete Streets
Transportation Plan, CA. The goal of the project is to provide increased multimodal connectivity and safety along Norwood Avenue from Main Avenue to Arcade Creek by identifying needs and project recommendations for increasing user safety and mobility. The project, funded by Caltrans grant money, is focused on improving access and connectivity for all users. The analysis aims to identify and evaluate alternatives through balancing mobility, safety, and equity considerations, all in concert with a robust public

ELISE BROCKETT

COMMUNITY LIAISON

EDUCATION
BS, International Agricultural
Development, University of
California, Davis

YEARS OF EXPERIENCE
Total: 6
With DKS: 1
CITY OF COALINGA | PUBLIC INFORMATION SERVICES 22
outreach process to increase community buy-in. As Community Engagement Project Manager, Elise is currently planning an in-person and a virtual open house to present findings from the first phase of work and solicit community feedback to help refine the plan. To e
ectively promote and advertise this round of
engagement, Elise is developing marketing materials such as a flyer, social media graphic, content for the project website, and email content to increase awareness.

County of Inyo Electric Vehicle Charging Infrastructure Network Plan, CA.

Inyo County and the Inyo County Local Transportation Commission are developing a plan to determine the best potential sites for building charging stations for electric vehicles (EVs). The Plan will provide detailed implementation guidance for installing these and other strategically-located stations throughout Inyo County to support the travel needs of residents and visitors. As Community Engagement Project Manager, Elise helped plan and facilitate a virtual Stakeholder Focus Group meeting with representatives from local agencies, tribal governments, utility providers, and community organizations to present project information and gather feedback from them about the EV plan. Additionally, Elise planned and facilitated a Virtual Public Workshop to inform community members about the project and encourage them to share any input on potential locations for EV chargers through the online interactive map. Elise also developed an informational project fact sheet that includes a broad overview of the planning process and how stakeholders and members of the public can continue to participate in the project.

Transportation Agency for Monterey County Regional Vision Zero Action Plan, CA. The Monterey County Regional Vision Zero Action Plan is a transformative initiative intended to eliminate fatalities and serious injuries on Monterey County roadways. This plan will outline the strategies needed for achieving safer roads, safer speeds, safer people, safer vehicles, and post-crash care. The Transportation Agency for Monterey County (TAMC) is leading the plan in close collaboration with sta from each city and the
county. Throughout the plan each community will be engaged to ensure the plan reflects the diverse needs of populations throughout Monterey County. As Community Engagement Project Manager, Elise is planning a series of workshops taking place in each jurisdiction throughout the County to educate community members about the initiative and encourage their feedback and participation. Additionally, Elise is developing an informational project fact sheet to be shared with community partners and through the project website to increase public awareness of the plan.

City of Rancho Cordova Active Transportation Plan (ATP), CA. The City of Rancho Cordova is embarking on a journey to develop the Rancho Cordova Active Transportation Plan (ATP), which will be a new plan that establishes a vision for walking, rolling, and bicycling in Rancho Cordova. The ATP will identify needs in the community to create a low-stress network of streets, sidewalks, and paths, connecting people where they live to where they want to go. People are at the center of this plan and collaboration with the Rancho Cordova community is critical throughout the ATP process. As Project Manager, Elise oversaw the development of project communications materials and collateral including branding and logos, content for a dedicated project page on the City’s website, a project fact sheet, informational cards for distribution at community events, and community activities designed to obtain informed feedback on potential active transportation improvements. Early in the planning process, Elise attended and helped facilitate a Community Workshop and Pop-up Workshop at the city’s Good Neighbor Day event to gather public input that would help develop a citywide vision for a well-connected active transportation network.

CITY OF COALINGA | PUBLIC INFORMATION SERVICES 23
Sheida has experience with creating public engagement plans, coordinating and leading outreach events, presentations, focus groups, and town hall meetings in multiple languages, and translating technical and nontechnical documents and engagement materials. Sheida is fluent in English, Spanish, and Italian and has a passion for languages as she is currently studying a fourth language: Farsi. Sheida is a 2021 FHWA Dwight D. Eisenhower Transportation Program Fellow focusing on transportation planning, roadway safety and design.

SELECT EXPERIENCE
Madera County Transportation Authority (MCTA) Measure T Public Engagement Services, CA. Transportation planning assistant on a public outreach project for the Madera County Transportation Authority in California. Sheida led the task of collecting and organizing information about di
erent stakeholder groups,
community service organizations, and service clubs in the County.

Provided Spanish translation for all the project materials, including presentation slides and the project website. Conducted Spanish language town hall presentations to several community groups in Madera County. Coordinated in-person and virtual presentations with these community groups throughout the County to discuss what Measure T’s impact has been on the region and share the Madera County Transportation Authority plan to explore putting a renewal e
ort on the 2024 ballot. Measure T was renewed by
Madera County voters during the 2024 General Election.

City of Livermore Active Transportation Plan Public Engagement, CA. Transportation planning assistant on a public engagement task of the City of Livermore’s Active Transportation Plan (ATP).

Provided Spanish translation for engagement materials, including content on promotional materials such as e-blasts, flyers, and social media posts along with their captions. Conducted English and Spanish-language phone calls to promote the Livermore ATP virtual open house. Assisted in the organization of a virtual open house to provide information about an interim update of the ATP that was completed in April of 2024. Researched and compiled a diverse list of community stakeholders and their contact information to directly share information about the virtual open house. Created presentation materials for the virtual open house.

SHEIDA CARUGATI

COMMUNITY LIAISON SUPPORT

EDUCATION
BS Civil Engineering,
Concentration in Transportation,
University of New Mexico
Associate of Applied Science,
General Studies, Houston
Community College

YEARS OF EXPERIENCE
Total: 3
With DKS: 3
CITY OF COALINGA | PUBLIC INFORMATION SERVICES 24
San Mateo County Midcoast Transportation Demand Management Plan, CA.

Transportation planning assistant on the outreach portion of the San Mateo County Midcoast Transportation Demand Management (TDM) Plan known as Get There Together. Get There Together outlines nine new strategies to leverage existing transportation systems to make it more accessible and equitable to drive, bike, walk, or take transit throughout the Central Coast in San Mateo County.

Spanish translation of all technical documents, including FAQ sheets, presentation slides, focus group evaluation forms, and outreach materials as well as real-time translation during the public outreach pop-ups and focus groups. Spanish translation was used for pop-up public outreach events catered to seniors, youth, and farmworkers in the County. The public’s feedback on the nine outlined TDM strategies will help the County prioritize its strategies based on the input received during the pop-up events and focus groups.

PCTPA Transportation Accessibility and Equity Focus Groups, CA. Transportation planning assistant on an equity index and policy document drafted for the Placer County Transportation Planning Agency (PCTPA). Provided Spanish translation quality assurance and control for presentation and focus group materials. Coordinated between community service groups throughout Placer County and the PCTPA board to develop two focus groups for community members to provide valuable feedback regarding access to transportation in the context of equity.

Austin Transit Enhancement Infrastructure Project, Austin, TX. Transportation planning assistant on a transit infrastructure enhancement project for the City of Austin. Participated as an English and Spanish language outreach deputy representing Austin’s transit agency, CapMetro, for ten events at transit centers throughout di
erent areas of the city. Asked over 400 individuals, of which 19% were Spanish speakers, for feedback regarding preferences in bus infrastructure, speed, and reliability, how to use the funding for di
erent types of projects, and optional demographic questions. Prepared survey questions for Phase 2 of public outreach for the Austin Transit Enhancement Infrastructure Project.

Island Regional Transportation Planning Organization Comprehensive Safety Action Plan, WA.

Transportation planning assistant on a comprehensive safety action plan (CSAP) for the Island Regional Transportation Planning Organization (IRTPO). Developed and executed the public engagement plan for the public outreach and transportation equity portion of the IRTPO’s CSAP. Provided Spanish translation of outreach event materials and promotional tools for outreach events during the Summer and Fall of 2024.

Researched and compiled a diverse list of community stakeholders throughout the entire county and their contact information to share information and coordinate community outreach events. Community stakeholders included senior, youth, bicyclist, pedestrian, di erently-abled, non-English speaking, and other
mobility challenged populations. Nearly 400 comments were received online and over 280 surveys were completed during the IRTPO CSAP outreach process.

Renton Safer Access to Neighborhood Destinations (SAND) Academy, WA. Transportation planning assistant on a public-facing roadway safety initiative spearheaded by the City of Renton in Washington.

Prepared materials for three hands-on 2-hour training sessions – known as the SAND Academy – in both English and Spanish. Coordinated with the Renton School District and student/youth community organizations in the city to promote registration for the SAND Academy training, including preparing and distributing promotional fliers and presentations throughout Renton and providing 2 hours of registered community service hours for high school students.

CITY OF COALINGA | PUBLIC INFORMATION SERVICES 25
Richard Bernard is an experienced public opinion researcher and accomplished focus group lead with deep expertise in qualitative and quantitative research for public agencies, nonprofit organizations, and private-sector clients. At FM3, he has written surveys, conducted focus groups and in-depth interviews, and provided strategic guidance on issues ranging from resident satisfaction and public agency branding to major ballot measure campaigns. His research has helped secure billions of dollars for transportation, clean water, open space, schools, libraries, and public safety initiatives, including recent e
orts that led to the
passage of the largest local transportation sales tax measure and the largest local park and open space parcel tax measure in U.S. history. Richard is particularly skilled at turning complex public opinion research into practical insights and messaging strategies that help clients engage communities and communicate with clarity and confidence.

Adam Sonenshein is a skilled public opinion researcher and strategic advisor with extensive experience conducting research on behalf of local governments, school districts, nonprofit organizations, business associations, and ballot measure campaigns. Since joining FM3 Research in 2013, he has provided opinion research, evaluation, and strategic guidance on a wide range of public issues, including education, homelessness, public safety, housing, transportation, environmental protection, and government trust. His work has helped support the passage of numerous local ballot measures across California and has informed successful campaign strategies for both civic initiatives and public o
ce. Adam is also a lead contributor to major ongoing research e
orts, including the UCLA Quality of Life Index and polling on quality of life and trust in local institutions in San Diego County.

Combined with more than a decade of prior experience in advocacy and public policy, Adam brings a thoughtful, practical approach to helping clients understand public sentiment and develop e ective
engagement and communications strategies.

RICHARD BERNARD

ADAM SONENSHEIN

FOCUS GROUP CO-LEAD

FOCUS GROUP CO-LEAD

EDUCATION
PhD, Sociology, UCLA

EDUCATION
MPP, Public Policy (Education and
Health Care), UCLA
BS, Political Science, Tufts
University
CITY OF COALINGA | PUBLIC INFORMATION SERVICES 26 Principal-in-Charge Project Manager Public Information Graphic Services Project Coordinator $350.00 $325.00 $175.00 $135.00 $150.00
Tasks
Task 1: Project Management and Coordination
Task 1.1 Kick Off Meeting $800 2 2 1800
Task 1.2 Project Management 4 24 12 6 12 13910
Task Subtotal $800 1,400 $ $ 8,450 $ 2,450 $ 810 $ 1,800 $ 15,710 Task 2: Digital Presence Online Engagement
Task 2.1 Fact Sheet/Website Content 2 12 2750
Task 2.2 Social Media Posts 4 16 16 6260
Task Subtotal $0 $ - $ 1,950 $ 4,900 $ 2,160 - $ $ 9,010 Task 3: Polling
Task 1.1 Polling $26,000 2 10 $ 29,950
Task Subtotal $26,000 700 $ 3250 0 0 - $ $ 29,950
Task 4: Community Meeetings and Workshop
Task 4.1 Up to 20 Meetings/Workshops $8,000 2 120 80 24 12 66740 Task Subtotal $8,000 700 $ $ 39,000 14,000$ $ 3,240 $ 1,800 66,740$ Task 5: Investment Plan and Ordinance Development
Task 5.1 Draft and Final Plan and Ordinance 4 24 4 9800 Task Subtotal $0 1,400$ $ 7,800 $ - $ - $ 600 $ 9,800
Subtotal Cost $ 34,800 $ 4,200 $ 60,450 21,350$ $ 6,210 $ 4,200 131,210$ Direct Costs Totals Table 1. SAMPLE BUDGET

TRANSACTION DETAILS DOCUMENT DETAILS
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26665-000 Coalinga On-Call Outreach - Final Proposal
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