Coalinga City Council
August 6, 2026

City of Coalinga Policy
POLICY: SURPLUS PERSONAL PROPERTY POLICY
EFFECTIVE DATE: August 6, 2026

PURPOSE
The purpose of the Surplus Personal Property Policy is to establish uniform procedures for the identification, transfer, sale, donation, recycling and disposal of surplus personal property owned by the City. The policy provides a method of disposing of surplus obsolete, worn out, or no longer needed materials and equipment.

This policy does not apply to surplus real property.

POLICY
It is the policy of the City to dispose of surplus items by first determining if it may be redistributed to any other department. If items cannot be used or are unsuitable for another City department the items should be disposed of the either by either of the following methods. Using public auction services (GovDeals) City has used for vehicles in the past) or another site, silent auction, transfer/donation to other Public Agency or donation to local non-profit agency.

This policy is intended to maximize the value of surplus property, junk material and scrap metal, to ensure procedures are in place that provide for sale of property and transferred appropriately. Record retention for shall be in accordance with City’s record retention schedule. Surplus items that have no or de minimis resale value may be donated. City Council approval is required prior to the auction, sale or donation of City property with a residual value of $25,000 or more for furniture, fixtures, equipment, including vehicles.

Section 1: Definitions

1. De Minimis value for surplus property is a negligible fair market value threshold of $499 or less. Property with an estimated fair market value of $499 or less where the administrative cost of sale is likely to exceed the expected proceeds.

2. No Value is defined as personal property that is broken, obsolete, worn-out, damaged or expired unusable supplies.

3. Surplus property means obsolete property, worn, damaged, salvageable, scrap material, capital assets, and any other personal property determined to have de minimis value to the City.

Section 2: Responsibilities

1. City Manager has the authority to dispose of surplus property by any of the following methods: sale, auction, competitive sealed bid, donation, recycle, discard, or in any other manner determined to meet the objective of the City.

2. It is the responsibility of City department staff to offer their surplus items to other City departments for their use. Department staff will dispose of surplus items that have no further use under the direction of the Department Head following the procedures in the policy

Section 3: Procedures

1. Items are identified by a department or division as surplus. If an item identified is broken, damaged beyond repair, or otherwise unusable, the Department Head may request authorization to dispose of the item by providing photos documenting its condition to the City Manager or designee.

2. A description of the item(s) is sent to the City Manager or designee, that includes information such as year, make and model, fair market value and whether the item(s) are in working order.

3. All other City departments will be notified that the item(s) are available for City use.

4. If another department/division wishes to utilize an item, the City Manager of designee will evaluate and authorize the transfer to the department.

5. If a surplus item(s) cannot be utilized by other departments, however, is determined to have fair market value of $25,000 or more, the Department Head will prepare a staff report for City Council approval for all items valued at $25,000 or more to be sold. The staff report will declare the item(s) surplus and authorize the City Manager or designee to dispose of the items

6. Upon City Council approval (for items valued $25,000+), the Department Head will attempt to sell the item(s); typically using a public auction service such as Gov.Deals or for specialized industry sites for fire equipment, however other methods may be used to maximize the residual value of the item(s).

7. If the City Manager or designee determines that an item(s) has no auction/sale value it will be the responsibility of the originating department to properly dispose of item(s).

8. The City Manager or designee may authorize employees to take possession of surplus items that have no value that would otherwise be disposed of in a landfill. Employees may not take possession of any surplus item(s) for any reason without prior authorization.

9. City employees may only purchase surplus City property at public auctions.

10. Conflict of interest for employees. Employees who participate in identifying, valuing, approving administering or overseeing the disposition of surplus property shall not directly or indirectly purchase or acquire that property.

Employees not involved in the disposal process may purchase surplus property only through a publicly advertised auction or sale that is open to the general public. If doing so would create an actual or perceived conflict of interest.

11. If an item(s) that is initially evaluated to be worth under $25,000 ultimately sells for $25,000 or more due to unforeseen demand/market forces, that sale shall not be a violation of this policy. The City Manager should take care to minimize these occurrences.

12. All items sold or donated will not be released without a Release, Waiver & Indemnity Agreement signed by the buyer/receiving party
Section 4: Donations
Surplus items that have no or de minimis resale value may be donated. Approval of the City Manager or designee is required. The Department Head will prepare a staff report for City Council approval for all items of fair market value at $25,000 or more to be donated. The staff report will declare the item(s) surplus, authorize the City Manager or designee to dispose of the item(s), and be accompanied by a list of all surplus items and photos of items to be donated.

Donations of surplus property to nonprofit organizations may be authorized when the donation services or furthers a public purpose, as determined by the City Manager or designee and in accordance with City policy. The nonprofit organization must be designated as a 501(c)(3).

Section 5: Junk Material and Scrap Metal

City departments may accumulate junk material and scrap metal during the course of their operations. It is not feasible to dispose of junk material or scrap metal by hauling it to scrap metal vendor. An acceptable method for disposing is allowing a “junk hauler” to pick up the material. The “junk hauler” must have a current City of Coalinga Business License to eligible to haul off junk material and/or scrap metal.

Section 6: Preparing Items for Sale, Disposal or Donation Prior to sale, disposal or donation of personal property all City identification, decals, inventor tags, and any sensitive data shall be removed from equipment.

Electronic devices capable of storing City information (including computers, servers, tablets, mobile phones, storage devices, and similar equipment) shall undergo certified data destruction or media sanitization before disposal.

Documentation verifying destruction shall be retained in accordance with the City's records retention schedule.

Section 7: Emergency Disposal
The City Manager may authorize immediate disposal of property that presents an imminent threat to public health and safety. Such actions should be documented and reported to the City Council when the property would otherwise have required Council approval.

Section 8: Fiscal and Record Controls
To ensure adequate accountability for disposal of equipment and monies secured from such disposal, as well as protection of employees handing such funds, the following control shall be carried out:

1. Following and auction, the auction service will provide the City a detailed list of the proceeds from each item(s).

Net Proceeds will then be deposited in the appropriate fund as determined by the Finance Department. The original funding source and applicable accounting procedures or legal requirements necessitate deposit of proceeds in an enterprise or special revenue fund of the City.

2. Any scrap metal/materials disposed of to outside vendors shall require documentation.

3. All Cahs (or check) sales shall be supported by an acceptable sales slip, indicating the employees’ name, item sold, amount of the sale, date, employee’s signature handling the transaction, the serial number method of payment (cash/check), and vendor’s name, address and phone number.

4. Check/money orders shall be made payable to the City of Coalinga. Checks and/or cash along with a copy of the sales slip will be submitted to the Financial Servies Department.

5. Monies received from the sale of materials are subject to Ste of California sales taxes and must be collected and deposited in the City’s sales tax revenue account. If California sales taxes have not been collected or are not shown as a separated line item on the remittance, the appropriate tax amount must be calculated.

Approved by:

Signature Title Date of Approval

STAFF REPORT - CITY COUNCIL/SUCCESSOR AGENCY/PUBLIC FINANCE

AUTHORITY
Subject: Authorize the City Manager to Execute Right-of-Way Consultant Change Order with Bender Rosenthal, Inc. Related to the ATP-5/CMAQ Grant Funded Project Meeting Date: Thursday, August 6, 2026
From: Sean Brewer, City Manager
Prepared by: Jesse Barron, Assistant City Manager
I. RECOMMENDATION:

Staff is recommending Councilauthorize the City Manager to execute right of way consultant change order with Bender Rosenthal, Inc. related to the ATP-5/CMAQ Grant Funded Project.

II. BACKGROUND:

The City of Coalinga applied for and received both ATP & CMAQ grants funds to support the East Polk Street Safety and Connectivity Initiative Project. The project includes the installation of sidewalk, curb ramps, curb and gutter, drive approaches, crosswalk striping, and a Class I multi-use trail (between Merced and Willow Springs). The various sidewalk, curb ramps and curb and gutter improvements are expected to occur in the neighborhoods both the north and south of Polk Street between Garfield and Hayes.

The City of Coalinga also released an RFQ for an On-Call Right of Way Consultant for services on various projects. Bender Rosenthal, Inc. won the award for $250,000.00 total services. This project and task order is their first project under those On-Call Services. Since the execution of the original task order, the project has gone through design changes and will now require new appraisal reports, procurement of independent reviews for three (3) impacted larger parcels. The narrative appraisals are required in order to maintain federal compliance. Bender Rosenthal Inc willalso conduct additional project management and coordination tasks with the larger parcels.

The original right-of-way phase budget consisted of $37,835.05 for Bender Rosenthal, Inc. professional services, $17,500.00 for Tri City Engineering professional services, and $320,864.95 for right-of-way acquisition costs, for a total right-of-way phase budget of $376,200.00.

The proposed change order will increase the Bender Rosenthal, Inc. professional services budget to $59,427.63 and the Tri City Engineering professional services budget to $67,500.00. The updated right-ofway acquisition cost is $18,913.15 based on the finalacquisition estimates. After accounting for these revised costs, approximately $230,359.22 will remain available within the approved right-of-way phase budget.

III. DISCUSSION:

The Right of Way Consultant, Bender Rosenthal, has submitted a change order for additional right of way services, new appraisalcoordination and reporting, and independent reviews.

IV. ALTERNATIVES:

Do not authorize the City Manager to execute the change order submitted by the Right of Way Consultant and Tri City Engineering.

V. FISCAL IMPACT:

The totalauthorized amount for this Change Order to the Original Task Order is $21,592.58 for additional services provided by Bender Rosenthal Inc. These expenses are reimbursable by the grant proceeds from CMAQ, ATP and Caltrans funding commitments.

There will be no impact to the general fund.

ATTACHMENTS:

File Name Description
5146(031)_BRI_Change_Order_No_002.pdf Change Order
07/09/2026 7:03:43 AM

CONTRACT CHANGE ORDER
Project: Coalinga E Polk Street Bike/Ped Safety &
Connectivity Initiative ATP5
Change Order
No. 002
Change Requested By: ☐ Engineer ☒ Consultant
Project No.: 5146(031) Plan No.: 2964 / PW 23-008 Initiation Date: 07/08/2026 Owner: City of Coalinga Final Revision
Date: 07/09/2026
Consultant: Bender Rosenthal, Inc. State, County: CA, Fresno The Contract is Changed as follows:

Bender Rosenthal Inc. (BRI) has requested additional funds to provide right of way services for the project. Due to design modifications that have occurred during project development, new appraisal reports and independent appraisal reviews are necessary.

The additional scope of work includes the preparation of narrative appraisal reports and the procurement of independent appraisal reviews for three (3) impacted larger parcels. The consultant will also provide continued right-of-way project management, coordination, and related support services necessary to facilitate property acquisition activities and maintain project progress.

Based on the right-of-way acquisition estimate awarded and the original appraisal estimates, it is anticipated that a portion of the funds allocated to the right-of-way phase may remain unused. The additional funding requested by the BRI is as follows:

Right of Way Services Funds Requested: + $21,592.58
Summary
Additional funds requested due to design changes that will now require new appraisal reports and independent reviews. Bender Rosenthal Inc. will need to provide appraisal reports and obtain independent appraisals for larger lots. The requested additional services can be accommodated within the existing right-of-way funding, as a portion of the originally allocated funds are anticipated to remain unused.

Not valid until signed by the Owner, Construction Manager, Engineer, and Consultant.

The original Contract Sum was: $37,835.05
Net change by previously authorized Change Orders: $0.00 The Contract Sum prior to this Change Order was: $37,835.05 The Contract Sum will be increased by this Change Order: $21,592.58 The new Contract Sum including this Change Order will be: $59,427.63 The Contract Time will be (increased) by: ( 0 ) days
Consultant: Bender Rosenthal Engineer: Tri City Engineering, Inc.

Address: 2825 Watt Ave. Suite 200,
Sacramento, CA 95821
Address: 4630 W. Jennifer Ave. #101
Fresno, CA 93722
By: By: Erika Lansburgh, Resident
Engineer
Signature Date Signature Date
07/09/2026
We, the undersigned consultant, have given careful consideration to the change proposed and agree to provide equipment, furnish materials, and perform the work specified above, and will accept as full payment the prices shown above. NOTE: If you do not sign this order, you are directed to proceed with the ordered work. You may file a Request for Information within the time specified.

Owner: City of Coalinga
Coalinga, CA 93721 Address: 155 Durian Avenue
By:
7/9/2026
Jesse Barron, Assistant City Manager
07/09/2026 7:03:43 AM
Signature Date
2825 Watt Avenue, Suite 200 Sacramento, California 95821 | www.benderrosenthal.com | 916.978.4900 May 1, 2026
Sean Brewer ORIGINAL BY EMAIL:

City Manager [email protected]
City of Coalinga
155 W. Durian
Coalinga, CA 93210
RE: UPDATED RIGHT OF WAY & APPRAISAL SERVICES

EAST POLK STREET BIKE & PEDESTRIAN SAFETY CONNECTIVITY INITIATIVE PROJECT Mr. Brewer,
Bender Rosenthal Inc. (BRI) was engaged by the City of Coalinga (City) in 2024 to provide right of way services for the East Polk Street Bike & Pedestrian Safety Connectivity Initiative Project (Project). The project has since gone through design changes and will now require new appraisal reports and independent reviews. BRI will provide narrative appraisal reports and obtain independent appraisal reviews for the three (3) impacted larger parcels. Narrative appraisals are required in order to maintain federal compliance. Additionally, BRI will need additional budget for right of way project management and coordination tasks.

The total fee for services, as outlined in the attached 10-H1 Cost Proposal, is $21,592.58.

Please do not hesitate to contact me if you have any questions or require any additional information. I can be reached at (916) 978-4900, Ext, 2005 or [email protected]. You can also contact Project Manager Rebekah Green, who can be reached by phone at (916) 978-4900 x 2065 or by email at [email protected].

Respectfully,
BENDER ROSENTHAL, INC.

Renee Baur, PMP, SR/WA
CA Real Estate Broker
Chief Executive Officer
Note: Mark-Ups are Not Allowed
Consultant: BENDER ROSENTHAL, INC.

Project No. ATP CYCLE 5 Contract No. TBD Date
Project Name

DIRECT LABOR
Classification/Title Name Hours Actual Hr Rate Total
Project Manager Rebekah Green 20 $ 72.24 $ 1,444.80
20 LABOR COSTS
a) Subtotal Direct Labor Costs $ 1,444.80
b) Anticipated Salary Increases $21.67
c) TOTAL DIRECT LABOR COSTS [(a) + (b)] $ 1,466.47

INDIRECT COSTS
d) Fringe Benefits (Rate: 39.83% ) c) Total Fringe Benefits [(c) x (d)] $ 584.10 f) Overhead (Rate: 28.46% ) g) Overhead [(c) x (f)] $ 417.36 h) General and Admin (Rate: 54.42% ) i) Gen & Admin [(c) x (h)] $ 798.05 j) TOTAL INDIRECT COSTS [(e) + (g) + (i)] $ 1,799.51
FIXED FEE k) TOTAL FIXED FEE [(c) + (j)] x fixed fee 10% ] $ 326.60 l) CONSULTANT’S OTHER DIRECT COSTS (ODC) – ITEMIZE (Add additional pages if necessary) Quantity Unit Unit Cost Total
Appraisal Reports 3 Report $ 4,500.00 $ 13,500.00
i) TOTAL OTHER DIRECT COSTS $ 13,500.00
m) SUBCONSULTANTS' COSTS (Add additional pages if necessary) Independent Appraisal Reviews - 3 @ $1,500 $ 4,500.00 m) TOTAL SUBCONSULTANTS' COSTS $ 4,500.00
n) TOTAL OTHER DIRECT COSTS INCLUDING SUBCONSULTANTS [(l) + (m)] $ 18,000.00 TOTAL COST [(c) + (j) + (k) + (n)] $ 21,592.58
NOTES:

Coalinga East Polk Street BikePed Safety and Connectivity Initiative

3. Anticipated salary increases calculation (page 2) must accompany.

1. Key personnel must be marked with an asterisk (*) and employees that are subject to prevailing wage requirements must be marked with two asterisks (**). All costs must comply with the Federal cost principles. Subconsultants will provide their own cost proposals.

2. The cost proposal format shall not be amended. Indirect cost rates shall be updated on an annual basis in accordance with the consultant’s annual accounting period and established by a cognizant agency or accepted by Caltrans.

Description of Item
EXHIBIT 10-H COST PROPOSAL

ACTUAL COST-PLUS-FIXED FEE OR LUMP SUM OR FIRM FIXED PRICE CONTRACTS (DESIGN, ENGINEERING AND ENVIRONMENTAL STUDIES)
May 1, 2026
Range
$62.00 - $75.00
Prime Consultant Subconsultant 2nd Tier Subconsultant

Direct Labor Total Hours per Avg 5 Year
Subtotal per Cost Cost Proposal Hourly Contract
Proposal Rate Duration
= $72.24 Year 1 Avg
Hourly Rate
Avg Hourly Rate Proposed Escalation
Year 1 + 3.0% = $74.41 Year 2 Avg Hourly Rate
Year 2 + 3.0% = $76.64 Year 3 Avg Hourly Rate
Year 3 + 3.0% = $78.94 Year 4 Avg Hourly Rate
Year 4 + 3.0% = $81.31 Year 5 Avg Hourly Rate
Estimated % Completed Total Hours per Cost Total Hours per Each Year Proposal Year
Year 1 * 20 = 10 Estimated Hours Year 1
Year 2 * 20 = 10 Estimated Hours Year 2
Year 3 * 20 = 0 Estimated Hours Year 3
Year 4 * 20 = 0 Estimated Hours Year 4
Year 5 * 20 = 0 Estimated Hours Year 5
Total Total = 20
Avg Hourly Rate Estimated hours
(Calculated above) (Calculated Above)
Year 1 * 10 = Estimated Hours Year 1
Year 2 * 10 = Estimated Hours Year 2
Year 3 * 0 = Estimated Hours Year 3
Year 4 * 0 = Estimated Hours Year 4
Year 5 * 0 = Estimated Hours Year 5
Total Direct Labor Cost with Escalation =
Direct Labor Subtotal before Escalation =
Estimated total of Direct Labor Salary Increase = Transfer to Page 1 NOTES:

3. This assumes that one year will be worked at the rate on the cost proposal before salary increases are granted.

4. Calculations for anticipated salary escalation must be provided. $78.94 $0.00
$81.31 $0.00
$1,466.47
$72.24 $722.40
$74.41 $744.07
$76.64 $0.00
$1,444.80
$21.67

1. This is not the only way to estimate salary increases. Other methods will be accepted if they clearly indicate the % increase, the # of years of the contract, and a breakdown of the labor to be performed each year.

2. An estimation that is based on direct labor multiplied by salary increase % multiplied by the # of years is not acceptable. (i.e. $250,000 x 2% x 5 yrs = $25,000 is not an acceptable methodology)

0.0%
100.0%

4. Calculate Total Costs including Escalation (Multiply Average Hourly Rate by the number of hours) Cost Per
Year

3. Calculate estimated hours per year (Multiply estimate % each year by total hours)

50.0%

50.0%

0.0%

0.0%

1. Calculate hourly rate for all years (Increase the Average Hourly Rate for a year by proposed escalation %) $72.24
$74.41
$76.64
$78.94
EXHIBIT 10-H COST PROPOSAL

ACTUAL COST-PLUS-FIXED FEE OR LUMP SUM OR FIRM FIXED PRICE CONTRACTS (CALCULATIONS FOR ANTICIPATED SALARY INCREASES)

1. Calculate Average Hourly Rate for 1st year of the contract (Direct Labor Subtotal divided by total hours) $1,444.80 20

1. Generally Accepted Accounting Principles (GAAP)

2. Terms and conditions of the contract

3. Title 23 United States Code Section 112 - Letting of Contracts

4. 48 Code of Federal Regulations Part 31 - Contract Cost Principles and Procedures

5. 6. 48 Code of Federal Regulations Part 9904 - Cost Accounting Standards Board (when applicable) Prime Consultant or Subconsultant Certifying:

Name**: Title**:

Signature: Date of Certification (mm/dd/yyyy):

Email**: Phone Number:

Address: 2825 Watt Ave. Suite 200, Sacramento CA 95821
List services the consultant is providing under the proposed contract:
5/1/2026
EXHIBIT 10-H COST PROPOSAL
Certification of Direct Costs:
**An individual executive or financial officer of the consultant’s or subconsultant’s organization at a level no lower than a Vice President or a Chief Financial Officer, or equivalent, who has authority to represent the financial information utilized to establish the cost proposal for the contract.

Right of Way Services
I, the undersigned, certify to the best of my knowledge and belief that all direct costs identified on the cost proposal(s) in this contract are actual, reasonable, allowable, and allocable to the contract in accordance with the contract terms and the following requirements:

All costs must be applied consistently and fairly to all contracts. All documentation of compliance must be retained in the project files and be in compliance with applicable federal and state requirements. Costs that are noncompliant with the federal and state requirements are not eligible for reimbursement. Local governments are responsible for applying only cognizant agency approved or Caltrans accepted Indirect Cost Rate(s).

Renee Baur Chief Executive Officer
[email protected] (916) 978-4900
23 Code of Federal Regulations Part 172 - Procurement, Management, and Administration of Engineering and Design Related Service

STAFF REPORT - CITY COUNCIL/SUCCESSOR AGENCY/PUBLIC FINANCE

AUTHORITY
Subject: Adopt Resolution No. 4340 Approve Senior Account Clerk Job Description, Adopt Resolution No 4348 for Budget Adjustment No. 27-001 Meeting Date: Thursday, August 6, 2026
From: Sean Brewer, City Manager
Prepared by: Mai Vang, Financial Services Director
I. RECOMMENDATION:

Staff recommend that the City Council:

1. Resolution No. 4340 Adopt the new Senior Account Clerk job description.

2. Resolution No. 4348 Approve a budget adjustment to fund the new classification for the remainder of FiscalYear 2026-27.

II. BACKGROUND:

As part of the City's ongoing effort to strengthen operationalefficiency and maintain a competitive compensation structure, staff is recommending the adoption of a new Senior Account Clerk classification and related budget adjustment. The proposed classification provides lead-level oversight of the City's revenue administration functions, including utility billing, business licenses, cannabis taxes and regulatory fees, transient occupancy tax (TOT), accounts receivable, collections, and other revenue-related activities.

III. DISCUSSION:

Senior Account Clerk Classification
The Senior Account Clerk Job Description establishes a lead clericalaccounting position responsible for coordinating the City's revenue administration functions while providing technical guidance and oversight to clerical staff. The position may exercise occasional supervision over Account Clerk I, II, and III staff and serves as the department lead in the absence of higher-level management. The classification better aligns staff responsibilities with the increasing complexity of municipal revenue administration.

Budget Adjustment
Approval of the new classification requires a budget adjustment to fund the position for the remainder of FiscalYear 2026-27. The adjustment recognizes the personnelcosts associated with the new classification and ensures sufficient appropriations are available.

IV. ALTERNATIVES:

Not approve the recommendations
V. FISCAL IMPACT:

The Senior Account Clerk position will be a reclassification of an existing Account Clerk III position. This is not an additional FTE position. The salary of the Account Clerk III was budgeted; therefore, a budget adjustment for the additionalannualcost of $3,300 is needed to sufficiently fund the position as a Senior Account Clerk.

ATTACHMENTS:

File Name Description
20260806_-_Senior_Account_Clerk_Reso_4340_and_4348.pdf Resolution No 4340 and Resolution No 4348 Resolution No. 4340
RESOLUTION NO. 4340

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COALINGA

APPROVING THE SENIOR ACCOUNT CLERK JOB DESCRIPTION
BE IT HEREBY RESOLVED BY THE CITY COUNCIL OF THE CITY OF COALINGA.

WHEREAS, the City Manager and his/her staff have presented the City Council with a Senior Account Clerk job description; and;
WHEREAS, the Senior Account Clerk Job Description has been reviewed by the City Council and the City Council has determined that the Job Description is adequate and necessary; and; WHEREAS, the City Council has determined to approve the Senior Account Clerk; and;

NOW, THEREFORE, BE IT HEREBY RESOLVED BY THE CITY COUNCIL OF THE CITY OF COALINGA:

1. The Senior Account Clerk Job Description is hereby approved.

2. The City Manager and his/her designees are authorized to implement and carry out the provisions of the Senior Account Clerk Job Description.

3. The City Council hereby adopts the Senior Account Clerk job description, attached hereto as Exhibit "A", and authorizes its incorporation into the City's Classification Plan.

4. The City Council approves the associated Pay Class 27 General, FLSA Non-Exempt, as identified in the adopted job description.

5. This Resolution shall become effective immediately upon its adoption.

The foregoing Resolution was adopted at a Regular Meeting of the City Council of the City of Coalinga on August 6th, 2026, by the following roll call vote.

AYES:

NOES:

ABSENT:

ABSTAIN:

APPROVED
_________________________________
Nathan Vosburg, Mayor
ATTEST
_________________________________
City Clerk/Deputy City Clerk
Created 08/06/26 1 of 3

EXHIBIT A
City of Coalinga
155 W. Durian
Coalinga, CA 93210
Senior Account Clerk
Pay Class: 27 General
FLSA Non-Exempt

DEFINITION
Under general direction of the Financial Services Supervisor, performs advanced clerical accounting duties, serves as the lead clerical staff, and responsible for the City's revenue operations. Oversees the administration, collection, reconciliation, and reporting of City revenues, including business licenses, cannabis taxes and regulatory fees, transient occupancy tax (TOT), permits, miscellaneous fees and fines, utility billing, and other General Fund revenues. Provides technical guidance and occasional supervision over clerical staff; and ensures compliance with applicable laws, ordinances, policies, and internal controls and performs related work as required.

This classification exercises considerable independent judgment in administering revenue programs, resolving complex customer issues, implementing process improvements, and maintaining the integrity of the City's revenue systems.

DISTINGUISHING CHARACTERISTICS
The Senior Accounting Clerk is the advanced-level classification responsible for coordinating and overseeing the City's revenue administration functions. Unlike the Account Clerk I, II, and III classifications, which primarily perform assigned clerical accounting functions, the Senior Accounting Clerk provides lead direction and technical oversight of revenue-related operations, assigns and reviews work, develops procedures, ensures compliance with revenue policies and regulations, and serves as the primary resource for complex revenue administration issues. The incumbent may exercise occasional supervision over Account Clerk I, II, and III staff and serves as the department lead in the absence of higherlevel management, as assigned.

EXAMPLES QF ESSENTIAL DUTIES
NOTE: Examples listed in this class specification represents but is not necessarily exhaustive or descriptive of duties assigned to this position. Each individual in this classification may not necessarily perform all the duties listed. Management reserves the right to assign other related tasks if such duties are a logical assignment for this position.
 Perform a variety of complex clerical accounting duties in support of assigned accounts and functions such as accounts payable, accounts receivable, utility billing, and collections; balance assigned accounts as directed.
 Process and evaluate various forms and applications as assigned; compare and reconcile forms, statements, records, reports and other financial documents; identify errors and resolve discrepancies; initiate account transfers as needed.
 Process accounts receivable as assigned; prepare and process receipts; check money totals against Created 08/06/26 2 of 3
receipts and invoices; prepare and distribute bank deposits as required.  Perform customer service duties including assisting the public in person, via email and by telephone to explain and interpret City policies and procedures and answer questions related to utility accounts and billings and City services such as business license, transient occupancy tax, etc.; direct visitors, telephone calls and emails to appropriate City staff.
 Receive, code, verify and process incoming monies and payments for City related services including utility billings, permits, or other services as assigned; balance and reconcile cash drawers and accounts; process adjustments, transfers, notices, refunds as appropriate.  Type and input a variety of accounting data into an assigned computer system.  Receive, sort, date stamp and distribute mail.
 Communicate with City personnel, citizens, and auditors and outside agencies to exchange information and resolve issues and concerns.
 Operate a variety of office equipment including a calculator, computer and assigned software including spreadsheets, databases and word processing; operate a cash drawer/register.  Perform various clerical duties in support of assigned functions such as typing, filing, preparing routine correspondence, duplicating and distributing materials.  Develop and maintain professional relationships with the City's collection agency, maintain accurate records of all delinquent accounts, and provide monthly/quarterly status reports.  Monitor and manage accounts receivable aging reports and develop process for collecting from customers;
 Prepare delinquency notices and collection correspondence; and coordinates collection efforts to improve revenue recovery and reduce outstanding receivables.  Performs other duties as may be assigned.

MINIMUM QUALIFICATION
NOTE: The specifications listed below outline the desirable qualifications necessary for entry into the class and do not necessarily convey the qualifications of incumbents within the position.

Education: - Associate's degree in Accounting, Business Administration, Finance, or a related field. -Bachelor's degree desirable.

Experience: - Five years of progressively responsible governmental accounting, revenue administration, utility billing, accounts receivable, or municipal finance. -Lead worker or supervisory experience is desirable.

Licenses: - Valid State of California Drivers License, Class C; must be insurable under the City's insurance policy without the City incurring any additional premiums or costs.

Other: - Must be a U.S. citizen or Legal Resident Alien and pass a live scan through the Department of Justice.

NOTE: It is the employee's responsibility to renew all applicable license(s). The City will reimburse the employee for any requited training expenses.

Created 08/06/26 3 of 3

KNOWLEDGE SKILLS AND ABILITIES
NOTE: The following are a representative sample of the KAS's necessary to perform essential tasks of the position.

Knowledge of: Principles of accounting, auditing and financial transactions; basic principles of governmental accounting and budget control; principles of supervision and training; data processing equipment and systems; basic mathematics and accounting; personal computers and software application including but not limited to Word and Excel.

Skill and Ability to: Understand and apply laws, codes, rules and regulations to specific accounting and financial transactions; analyze routine accounting problems and make standard adjustments; analyze and interpret financial data and accounting records; maintain internal accounting and bookkeeping procedures; effectively prepare staff reports for revenue reporting; recognize problems and recommend improvement in data processing integration and maximum usage of personnel and equipment; supervise and train clerical staff; communicate effectively verbally and in writing; maintain accurate records; use standard office equipment, calculators, personal computers and various software; work under tight deadlines; effectively prioritize and manage time; successfully multi-task and keep organized; follow direction; interact courteously, patiently and effectively with the City Council, City Manager, staff, intergovernmental agencies and the public; maintain strict confidentiality and unquestionable integrity; and have excellent attendance and be punctual. Bilingual in English and Spanish is highly desirable.

ATTITITDE
Characterized by initiative, commitment to teamwork and quality performance, and a customer-service orientation; must interact in a positive manner with City employees and the public.

PHYSICAL AND PSYCHOLOGICAL REQUIREMENTS
NOTE: The physical and psychological demands described herein are representative of those that must be met by an employee to successfully perform the essential duties of this classification. Reasonable accommodation may be made to enable an individual with qualified disabilities to perform the essential functions of this job, on a case-by-case basis.

Ability to work in a typical office setting with appropriate climate controls. Tasks require a variety of physical activities such as hearing and speaking to exchange information in person and on the telephone; vision sufficient to read written materials, including small print and personal computer monitors; sitting for extended periods of time; occasional walking to other offices and standing for brief periods. Bending and reaching to place or retrieve files, office supplies, binders and other reference materials; dexterity of hands and fingers to operate a personal computer; typewriter and other office equipment. Mental application utilizes memory for details, verbal instructions, emotional stability, discriminating thinking and creative problem solving. Individual must exercise good judgment, be flexible and sensitive in response to changing situations and needs; and communicate clearly and concisely, both orally and in writing.

Approved by:

Sean Brewer, City Manager Date
Resolution No. 4348
RESOLUTION NO. 4348

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COALINGA APPROVING BUDGET ADJUSTMENT NO. 27-001 FOR THE BUDGET APPROPRIATION TO

AUTHORIZE THE FUND FOR THE SENIOR ACCOUNT CLERK SALARY AND BENEFIT FOR FISCAL YEAR 2026-27
WHEREAS, the City is required by law to approve a budget prior to the beginning of each fiscal year, and finds it prudent to review the status of the budget throughout the fiscal year; and
WHEREAS, the Financial Services Director and requesting City Department Heads have undertaken a thorough review of the request and account; and WHEREAS, the City Council has received and considered the Staff recommendations and adjustment to the budget for Fiscal Year 2026-2027, commencing July 1, 2026, and ending June 30, 2027; and
WHEREAS, the purpose of the budget adjustment is to update the community on the financial condition of the City and recommend adjustments to the City’s Budget that have been identified subsequent to budget adoption; and WHEREAS, it is the intention of the City Council to adopt the Staff recommendations and said budget as modified and amended by the City Council of the City of Coalinga as the Final Amended Budget for the fiscal year 2025-2026.

NOW, THEREFORE, BE IT HEREBY RESOLVED BY THE CITY COUNCIL OF THE CITY OF COALINGA, STATE OF CALIFORNIA, THAT:

1. That the City Council of the City of Coalinga hereby approves and adopts the Staff recommendations.

2. The Finance Director is hereby authorized to make such budgetary adjustments in accordance with Budget Adjustment No. 27-001 and shall carry out the intent and purpose of this Resolution.

Account No. Account Description Current Budget Increase Decrease Adjusted Budget 101-000-39500 General Fund - Fund Balance (FB) 1,600
101-406-60010 Regular Salaries 151,500 1,600 153,100
501-000-39500 General Fund - Fund Balance (FB) 700
501-406-60010 Regular Salaries 246,400 700 246,400
502-000-39500 General Fund - Fund Balance (FB) 500
502-406-60010 Regular Salaries 208,900 500 209,400
503-000-39500 General Fund - Fund Balance (FB) 500
503-406-60010 Regular Salaries 158,300 500 158,800
Total 3,300 3,300
Resolution No. 4348
The foregoing Resolution was introduced and adopted at a regular meeting of the City Council of the City of Coalinga held on the 6th day of August, 2026, by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:

APPROVED:

Nathan Vosburg, Mayor
APPROVED:

Shannon Jensen, City Clerk

BA No.

To: Fiscal Year:

From: Date:

Contact Name: Resolution No:

X Budget Appropriation Transfer Receipt of Unanticipated Revenue X No Yes. Provide Approval Date:

APPROVED by the City Council of the City of Coalinga, State of California, this day of 20 .

ATTEST:
27-001
Requested by: Reviewed & Approved by:

Budget Adjustment Form
Approvals
Justification of the Transfer (Required)
To cover the cost of reclassifying the Account Clerk III to Sr. Account Clerk.

Totals in “Transfer FROM” and “Transfer TO” must match.

Description Amount
501-406-60010 Salaries 700
Approved by:

City Clerk
City Manager Signature Date
4348
500
Budget Line Description Amount
ACTION
Project previously approved by City Council?
Salaries 500
Total: 3,300
Transfer To
Budget Line
Financial Services Department
Mai Vang
Mai Vang
Transfer From 501-000-39500 Water Enterprise Fund's Fund Balance 700 General Fund's Fund Balance 1,600
502-000-39500 Gas Enterprise Fund's Fund Balance
101-406-60010 Salaries 1,600
Department Head Signature Date Financial Serivces Department Date Type of Request: (Check one)
FY26/27
7/29/2026
502-406-60010 Salaries 500
503-406-60010
503-000-39500 Sewer Fund's Fund Balance 500
Total: 3,300
101-000-39500

STAFF REPORT - CITY COUNCIL/SUCCESSOR AGENCY/PUBLIC FINANCE

AUTHORITY
Subject: Informational Only: Investment Report the Quarter Ended June 30, 2026 Meeting Date: Thursday, August 6, 2026
From: Sean Brewer, City Manager
Prepared by: Mai Vang, Financial Services Director
I. RECOMMENDATION:

Council receive the report.

II. BACKGROUND:

Finance staff hired Optimized Investment Partners in July 2025 to help improve the investment returns for the city and to ensure compliance with California Government Code by ensuring safety of principaland sufficient liquidity for operations. Ongoing portfolio management activity willcontinue to be performed in partnership with Optimized Investment Partners, the City Manager and the Financial Services Director.

III. DISCUSSION:

The totalcash and investment portfolio book value (cost) held by the City as of JUNE 30, 2026 was $32,333,344.

The cash and investments held by the City include the following components: Managed Investment Portfolio ($18,901,225), State of CA LocalAgency Investment Fund ($11,341,815), California Asset Management Program (CAMP) Pooled Investment Fund ($3,275), Cash/Time Deposits ($1,948,252), and accrued interest on investments ($138,777). (Earned interest is the interest earned on investments over a specific time period, accrued interest is the interest that an investment has earned, but hasn’t yet been received, and paid interest is the interest that has already been received as payment).

Cash and investments held by the City and the trustees continue to be invested in accordance with the Government Code and the City’s Investment Policy.

During the quarter, one U.S. Treasury Note in the amount of $1,387,000 matured.

Two-year Treasuries were yielding 3.79% at the beginning of the quarter and ended the quarter at 4.14%, which was an increase of 35 basis points for the quarter.

As of JUNE 30, 2026, the Weighted Yield to Maturity on the Managed Investment Portfolio was 3.77%.

At the end of this quarter, the Weighted Average Maturity of the Managed Investment Portfolio was 2.23 years.

The Federal Open Market Committee (FOMC) meets approximately every six weeks and determines the level of the Federal Funds Rate. At the June 17th meeting, the FOMC voted to maintain the target range for the federal funds rate at 3-1/2 to 3-3/4 percent.

Summary from the June 17th meeting:
“The Committee decided to maintain the target range for the federal funds rate at 3-1/2 to 3-3/4 percent, in support of the Federal Reserve’s dual mandate. The Committee reaffirmed its policy of maintaining ample reserves in the banking system.

Economic activity is expanding at a solid pace despite elevated uncertainty that owes, in part, to the conflict in the Middle East. Productivity growth and capital investment are strong. Job gains have kept pace with the workforce, and the unemployment rate has changed little.

Inflation remains elevated relative to the Committee’s 2 percent goal, in part reflecting supply shocks that have driven price increases in certain sectors, including energy. The Committee will deliver price stability.”

DECISION-MAKER CONFLICT
Staff has reviewed the decision contemplated by this action and has determined that it is not site-specific and consequently, the real property holdings of the City Council members do not create a disqualifying real property-related financialconflict of interest under the Political Reform Act (Cal. Gov’t Code § 87100, et seq.).

Staff is not independently aware and has not been informed by any City Council member, of any other fact that may constitute a basis for a decision-maker conflict of interest in this matter.

IV. ALTERNATIVES:

Not accept the Report
V. FISCAL IMPACT:

CURRENT-YEAR FISCAL IMPACT
Considering the projected timing of cash receipts and disbursements and the structure of the Pooled Investment Portfolio, the City should be able to comfortably meet overallcash flow needs over the next six months. There is no direct fiscal impact by this action.

ONGOING FISCAL IMPACT
There is no ongoing fiscal impact by this action.

FiscalYear-to-date, the City received $988,169 in interest revenue.

ATTACHMENTS:

File Name Description
20260806_-_FY25-26_Q4_Investment_Report.pdf FY25/26 Quarter 4 ending June 30, 2026 Investment Report City of Coalinga
Summary of Cash and Investments for the Quarter Ended June 30, 2026 Portfolio Assets Par Value (1) Market Value (2) Book Value (3) % of Portfolio Cash & Investments Held by City
Investment Portfolio
Managed Investments
Zions Bank Custodial Cash Account $ 1,562,947 $ 1,562,947 $ 1,562,947 4.85% U.S. Treasury Bill/ Note 7,685,000 7,416,410 7,421,835 23.05% Federal Agency Bond 4,000,000 3,991,678 4,037,958 12.54% Certificate of Deposit 3,948,000 3,927,649 3,948,000 12.26% Corporate Bond/Note 2,000,000 1,900,051 1,930,485 6.00% Managed Investments Subtotal $ 19,195,947 $ 18,798,734 $ 18,901,225 58.71% Pooled Investments
State of CA Local Agency Investment Fund $ 11,341,815 $ 11,341,815 $ 11,341,815 35.23% CAMP 3,275 3,275 $ 3,275 0.01%
Pooled Investments Subtotal $ 11,345,091 $ 11,345,091 $ 11,345,091 35.24% Investment Portfolio Subtotal $ 30,541,038 $ 30,143,825 $ 30,246,315 93.95% Cash/Time Deposits $ 1,948,252 $ 1,948,252 $ 1,948,252 6.05% Funds Available for Investment $ 32,489,290 $ 32,092,077 $ 32,194,567 100.00% Accrued Interest $ 138,777 $ 138,777 $ 138,777
Total Cash & Investments Held by City $ 32,628,067 $ 32,230,854 $ 32,333,344 Notes:

1. Par value is the principal amount of the investment on maturity.

2. Market values contained herein are received from sources we believe are reliable; however, we do not guarantee their accuracy.

3. Book value is par value of the security plus or minus any premium or discount on the security.

City of Coalinga
Investment Report for the Quarter Ended June 30, 2026
Investment Portfolio Summary and Key Statistics
Portfolio Key Statistics
PAR Value $ 30,541,038
Book Value (COST) $ 30,246,315
Market Value $ 30,143,825
Weighted Average Maturity (in years) 2.23
Weighted Yield to Maturity* 3.77%
*Note: Cash/time deposits not included in WYTM and WAM
Excludes Pooled Investments and Custodial Cash Account
Portfolio Maturity PAR Maturing % Maturing
U.S. Treasury Yields - Quarterly Comparison Under 1 Year $ 3,524,000 20% Maturity Jun 2026 Mar 2026 Change 1 - 2 Years $ 3,487,000 20% 3-Month 3.87% 3.70% 0.17% 2 - 3 Years $ 3,498,000 20%
1-Year 3.98% 3.68% 0.30% 3 - 4 Years $ 3,584,000 20%
2-Year 4.14% 3.79% 0.35% 4 - 5 Years $ 3,540,000 20%
3-Year 4.15% 3.81% 0.34% Total $ 17,633,000 100%
5-Year 4.19% 3.92% 0.27%
10-Year 4.44% 4.30% 0.14%
Interest Earnings FY 24-25 FY 25-26 Change
Apr $ - $ 89,642 $ 89,642
2-Year U.S. Treasury Yield - Historical Data May $ - $ 91,689 $ 91,689 Jun 2026 Jun 2025 Jun 2024 Jun 2023 Jun $ - $ 88,843 $ 88,843

4.14% 3.72% 4.71% 4.87% Total for Quarter $ - $ 270,174 $ 270,174 Note: Interest Earnings figures do not include capital gains or losses

35.34%

23.11%

12.44%

12.24%

6.07%

5.92%

4.87%

0.01% LOCAL AGENCY INVESTMENT FUND 35.34%
U.S. TREASURY BILL/NOTE 23.11%
FEDERAL AGENCY BOND/NOTE 12.44%
CERTIFICATE OF DEPOSIT 12.24%
CASH/TIME DEPOSITS 6.07%
CORPORATE BOND/NOTE 5.92%
INVESTMENT CASH ACCOUNT 4.87%
CAMP 0.01% Under 1 Year 1 - 2 Years 2 - 3 Years 3 - 4 Years 4 - 5 Years 0%
5%
10%
15%
20%
25%
30%
20% 20% 20% 20% 20%
Portfolio Maturity Distribution

STAFF REPORT - CITY COUNCIL/SUCCESSOR AGENCY/PUBLIC FINANCE

AUTHORITY
Subject: Discussion, Direction and PotentialAction Regarding Updating the Current Mural Policy
Meeting Date: Thursday, August 6, 2026
From: Sean Brewer, City Manager
Prepared by: Jesse Barron, Assistant City Manager
I. RECOMMENDATION:

Receive the staff presentation, discuss issues related to the City’s existing Mural Guidelines and Procedures, and provide policy direction to staff on the scope and content of potential updates for private-property murals, including maintenance obligations, vandalism response, artistic rights, mural lifespan and removal, review and appealauthority, and prohibition of commercialcontent within murals.

II. BACKGROUND:

On June 23, 2016, the City Counciladopted the City’s Mural Guidelines and Procedures to establish a formal process for reviewing and approving murals in Coalinga. The adopted guidelines were intended to encourage public art that contributes to the City’s history and image while ensuring that murals are not used as advertising.

During City Council discussion on July 16, 2026, Councilmembers raised questions about whether the current guidelines adequately address long-term maintenance, responsibility for graffitiand vandalism, treatment of murals that fade or peel over time, the role of artistic rights in repainting or removal, whether the City should encourage particular themes, whether approvals should remain with the City Council, and whether any advertising should be permitted within murals.

To help inform future direction, staff reviewed Coalinga’s existing mural documents, the Downtown Design Guidelines, and mural policies or guidance from San Francisco, Stanislaus County, Los Angeles, Berkeley, Fresno, Visalia, and Santa Ana. Findings from this review are summarized in Attachment A.

III. DISCUSSION:

Current City Mural Framework
The City already regulates murals through two adopted documents: the 2007 Downtown Design Guidelines and the 2016 Mural Guidelines and Procedures. Together, these documents indicate that murals are encouraged as public art, particularly where they reinforce Coalinga’s history and identity, but may not function as signage or commercialadvertising and are subject to permit review and approval standards.

The Downtown Design Guidelines encourage murals and public art within the downtown project areas and provide design direction regarding compatibility with surrounding architecture and existing public art. The guidelines also state that murals should help communicate Coalinga’s history and image, should use durable outdoor materials, should avoid super-bright or fluorescent colors, and should be designed by qualified mural artists, with vandal- and graffiti-resistant features to the extent feasible.

The 2016 Mural Guidelines and Procedures establish the City’s current approval process. Under that framework, mural proposals are reviewed by the Planning Commission and then forwarded to the City Council for finalapproval; applicants must provide a muralapplication, conceptual rendering, property owner authorization, artist qualifications, and a proposed agreement addressing matters such as maintenance, insurance, and circumstances under which a mural may be removed. The current guidelines also prohibit murals from serving as advertisements or sign extensions and contain enforcement provisions for unapproved or noncompliant murals.

Crosswalk of Current Guidelines and Identified Issues
As summarized in Table 1, the existing framework already addresses several of the key issues identified by the City Council, but in some areas the guidance is generaland would benefit from clearer standards. The remainder of this Analysis section discusses potential policy options to clarify and strengthen these provisions and to add new elements where needed (including vandalism timelines, mural lifespan and removal, artistic rights, themes, and review structure).

Table 1. Crosswalk of Current Guidelines and Identified Issues Issue Current Guidelines Gap/Ambiguity

1. Commercial Content
Murals are not intended as
advertising, but up to 1% of ad
space allowed
Could be clearer on logos, branding,
and painted ad space

2. Maintenance
Maintenance addressed through
required muralagreement
Long-term maintenance is not clearly
assigned/required at the policy level

3. Vandalism
Maintenance and related issues are
addressed through the required
muralagreement
Response to vandalism is not clearly
assigned/required at the policy level

4. Lifespan/removal
Maintenance and related issues are
addressed through the required
muralagreement
No detailed standard for faded,
peeling, or obsolete murals at the
policy level

5. Artistic rights Not addressed No explicit CAPA/VARA
acknowledgment language

6. Review authority
Current process goes through
Planning Commission and City
Council
Council may not want to act on every
mural

7. Themes
Community-serving subject matter is
implied through the purpose of the
guidelines
Encouragement only; does not clearly
state whether the City intends to
require specific themes or provide nonbinding thematic guidance Policy Considerations

1. Distinguishing murals from signs and eliminating ad space A consistent practice across the reviewed jurisdictions is to distinguish murals from signs by defining murals as non-commercial works of art and regulating commercial messages as signage. This distinction helps protect murals as artistic expression while preventing building walls from being used as unregulated advertising space.

Based on Council discussion, staff recommends that any future update be structured around a clear prohibition on ad space within murals. Rather than allowing a percentage of muralarea for commercial content, a future policy could define murals as non-commercialart only, with any wall painting containing advertising, logos, business promotion, or similar branding processed under the City’s sign regulations.

2. Maintenance and responsibility for upkeep
Councilexpressed concern that the current policy does not clearly assign responsibility when a mural fades, peels, becomes damaged, or otherwise deteriorates over time. Other jurisdictions generally place ongoing maintenance responsibility on the property owner and/or project sponsor rather than on the localagency.

Staff recommends that Councilconsider a future framework under which the property owner remains primarily responsible for ensuring that an approved mural is maintained in good condition, kept free of graffiti, and repaired when deteriorated by weather, sun exposure, or vandalism. While the owner could assign or share certain duties with the artist by private agreement, the City would not assume long-term maintenance or restoration obligations for private-property murals.

3. Graffiti and vandalism response
Councilalso discussed the need for clearer direction regarding vandalism. Stanislaus County provides one of the clearest examples by requiring graffiti removal within 48 hours after notice and authorizing County action if the responsible party fails to respond.

Staff recommends that Councilconsider whether a future policy should include a defined cure period, such as 48 to 72 hours after written notice, for removal of graffiti or repair of vandalism on approved murals. Staff also recommends clarifying that, after notice and failure to cure, the City may use standard abatement methods to remove graffitieven if the mural is affected, and may require repainting or removal if a mural remains defaced or unmaintained.

4. Aging, outdated content, and mural lifespan
Council raised concerns about murals that become outdated over time, either because they physically decline or because the message no longer reflects the community. Several jurisdictions and guidance documents address this issue through written maintenance plans, expected lifespan provisions, and acknowledgment that murals are not always permanent.

Staff recommends that Councilconsider whether future applications should identify the intended lifespan of a mural or include a basic term or sunset concept addressing when a mural may be repainted, replaced, or removed, subject to applicable artistic-rights protections. This would provide a clearer process for addressing murals that are physically deteriorated or no longer appropriate without requiring ad hoc decisions after installation.

5. Artistic rights and removal authority
Councilalso raised concerns about artistic rights and the City’s ability to address murals that are vandalized, deteriorated, or no longer appropriate. Murals may be protected by the California Art Preservation Act and the federal VisualArtists Rights Act, which can affect whether and how a mural may be altered or removed.

Santa Ana and Fresno materials both illustrate the importance of addressing these issues in advance through written documentation and project agreements.

Staff recommends that Councilconsider whether a future mural policy should require a written acknowledgment by the property owner and artist regarding CAPA and VARA protections and, where appropriate, include agreement language clarifying the circumstances under which the mural may be repaired, repainted, or removed. Addressing these issues at the application stage would reduce uncertainty if a mural later becomes outdated, damaged, or subject to removal.

6. City themes and content guidance
Council discussed whether the City should establish or encourage a thematic direction for murals, such as patriotism or other community-oriented subject matter. Coalinga’s existing Downtown Design Guidelines already encourage murals that communicate the City’s history and image, while many other jurisdictions encourage community identity and context without regulating private muralcontent by viewpoint.

Staff recommends that Councilconsider whether future mural guidelines should include non-binding design guidance encouraging murals that reflect Coalinga’s history, values, and community identity, while avoiding viewpoint-based regulation of private speech except as necessary to prohibit commercialadvertising and ensure compliance with applicable law.

7. Administrative review and appeals
Councilalso raised whether muralapprovals should continue to be brought to the City Council or whether a more administrative review process would be appropriate. Many jurisdictions rely on staff-level, planninglevel, or commission-levelapprovals for qualifying murals while preserving an appeal path for disputed decisions.

Staff recommends that Councilconsider whether a future mural policy should establish an administrative approval process for qualifying murals, with appeals handled through the City’s normal planning or land use appeal procedures. Such a structure could reduce the need for the City Council to serve as the initial decision-maker on individual muralapplications while preserving oversight through the appeal process.

Conclusion
Based on Council’s discussion and the practices reviewed in other jurisdictions, staff’s preliminary recommendation is that any future mural policy update should: (1) define murals as non-commercialart and prohibit advertising within muralarea; (2) assign primary maintenance and graffiti-removal responsibility to property owners and project sponsors; (3) require a basic maintenance plan and intended mural lifespan; (4) address artistic rights and removalauthority through written acknowledgments; (5) include objective safety and placement standards; and (6) establish administrative review with appeal procedures as appropriate IV. ALTERNATIVES:

In addition to the primary policy issues discussed above, staff recommends that Councilalso consider whether a future mural policy update should include the following supplemental provisions:
· A requirement for durable, weather-resistant, and graffiti-resistant materials or protective coatings for approved murals, consistent with Stanislaus County’s standards, Fresno guidance, Santa Ana’s emphasis on durability and maintenance, and Coalinga’s Downtown Design Guidelines. · A cross-reference to the City’s Downtown Design Guidelines, building and safety requirements, and graffiti-abatement procedures so that mural review operates in coordination with existing City standards. · A standardized application checklist requiring property owner consent, site photographs, mural dimensions, materials information, and a basic maintenance and vandalism-response plan. · A requirement that murals be maintained in good repair and that substantial fading, peeling, or prolonged defacement may constitute failure to maintain, subject to enforcement or abatement. · Objective placement and safety standards, such as avoiding obstruction of windows or doors and avoiding moving or electricalcomponents unless separately permitted and reviewed for safety.

V. FISCAL IMPACT:

There will be no fiscal impact.

ATTACHMENTS:

File Name Description
Mural_Policy_-_Attachment_A.pdf Attachment A
Attachment A: Practices from Other Jurisdictions
The jurisdictions reviewed generally follow several common practices. Most distinguish murals from signs by limiting murals to non-commercial artistic expression and regulating advertising, logos, and business promotion under sign regulations instead. Many also require application materials that identify the mural location, dimensions, design, materials, and property owner consent, and several require artist qualifications, maintenance commitments, or both.

A second common theme is that maintenance responsibility is generally placed on the property owner, applicant, or mural sponsor rather than on the local agency. Several jurisdictions also directly address Coalinga’s concerns regarding fading, peeling, vandalism, and removal by requiring durable materials, anti-graffiti coatings, written maintenance plans, or clear enforcement authority if a mural is not maintained.

A brief summary of the reviewed jurisdictions is provided below:

1. San Francisco
San Francisco distinguishes fine-art murals from signs by treating murals as decorative works without commercial message and regulating wall paintings with advertising as signage. On private property, mural approvals follow Planning Department guidance, while murals on certain City-related surfaces require approval by the San Francisco Arts Commission after any required feasibility review by agencies such as SFMTA or Public Works.

San Francisco’s approach is relevant because it separates art from advertising and places maintenance responsibility on the permit holder and artist rather than on the City. For privately funded murals on private property, the City does not assume preservation obligations and strongly encourages property owners and artists to establish care and maintenance expectations in advance.

Link to Guidelines:
https://sfplanning.org/resource/murals

2. Stanislaus County
Stanislaus County treats murals as public art rather than signage and requires durable, graffiti-resistant, and weather-resistant materials. Mural design and location are approved by the Director of Planning, and where murals involve County facilities or donated artistic services, the Board of Supervisors acts to accept the donation and authorize the project.

This framework is relevant to Coalinga’s concerns about vandalism and deterioration. Stanislaus County places clear responsibility for upkeep and graffiti removal on the mural sponsor or artist, requires graffiti removal within 48 hours after notice, and authorizes County action if the responsible party fails to maintain the mural to County standards.

Link to Guidelines:
https://www.stancounty.com/parks/pdf/mural.pdf

3. Los Angeles
Los Angeles distinguishes “Original Art Murals” from signs by defining original art murals as noncommercial works of art and regulating wall displays with advertising, logos, or business promotion through the City’s sign regulations rather than its mural program. Original art murals are processed through the City’s mural registration system, while commercial wall signs must follow the sign-permit process.

Los Angeles is useful because it provides a clear model for preventing advertising from being installed under the label of mural art. Its framework also demonstrates how a city can recognize murals as protected artistic expression while still maintaining clear rules for modification, removal, and long-term regulatory treatment.

Link to Mural Ordinance:
https://planning.lacity.gov/Code_Studies/Misc/Adop_MuralOrd182706.pdf

4. Berkeley
Berkeley’s community-initiated public art guidelines apply to murals and other public art on City property or City-funded sites. Proposals are reviewed by the Civic Arts Commission and relevant City departments, and applicants must provide a detailed proposal addressing site conditions, design concept, materials, safety, accessibility, weatherization, vandalism mitigation, and long-term maintenance.

Berkeley is useful because it requires long-term issues to be addressed at the front end of the process rather than after installation. The City also makes clear that project approval does not make City staff responsible for project management, insurance, or maintenance, reinforcing that those responsibilities remain with the applicant or sponsor.

Link to Mural Guidelines:
https://berkeleyca.gov/sites/default/files/documents/Mural%20Approval%20Guidlines_1.pdf

5. Fresno
Fresno’s Administrative Order governing murals on City-owned assets requires murals to emphasize artistic expression and excludes advertising and other commercial content. Murals on City assets are reviewed under the City’s own process, while the Fresno Arts Council separately administers public art and mural programs and issues project-specific guidance and calls for artists.

Fresno is useful because its guidance addresses several of the practical concerns raised by the City Council. Fresno Arts Council materials emphasize wall preparation, durable materials, anti-graffiti coatings, expected mural lifespan, maintenance responsibility, and written agreements regarding repair and long-term care, and they also acknowledge intellectual property and artist-rights issues that may arise later if a mural must be altered or removed.

Link to Administrative Order:
https://www.fresno.gov/wp-content/uploads/2025/11/AO-6-30-CMO_Policy-for-Murals-on-City-Assets11.14.2025.pdf Link to Public Art and Mural Guidelines:
https://www.fresnoartscouncil.org/programs/public-art-and-mural-guidelines

6. Visalia
Visalia allows murals only when they are non-commercial, contain no advertising copy, and do not function as advertisements. Murals require a permit processed through the City’s review system, approved by Community Development/Planning staff, and any wall display that promotes a business or product is treated as signage rather than mural art.

Visalia is relevant because it provides a nearby Central Valley example of a city that expressly recognizes murals as protected non-commercial expression while preserving a firm prohibition on commercial advertising. This distinction is useful to Coalinga because it allows a city to support creative or community-oriented mural content without opening a loophole for painted advertising.

Link to Guidelines:
https://www.visalia.gov/275/Mural-Review-and-Approval

7. Santa Ana
Santa Ana’s mural guidance treats murals as public art subject to content-neutral standards and compliance with applicable law. The City’s design process requires applicants to provide information regarding theme, location, design, materials, and practical issues such as whether the mural would block windows or doors or involve moving or electrical components.

Santa Ana is useful because it addresses several concerns through objective standards rather than highly subjective review criteria. Its materials also emphasize durability, anti-graffiti treatment, safety, and shared responsibility between artists and property owners for upkeep, and provide guidance regarding intervention when murals are neglected or defaced.

Link to Guidelines:
https://santa-ana.gov/documents/mural-design-process/

STAFF REPORT - CITY COUNCIL/SUCCESSOR AGENCY/PUBLIC FINANCE

AUTHORITY
Subject: Consideration of Scheduling the City's Inaugural State of the City Address Meeting Date: Thursday, August 6, 2026
From: Sean Brewer, City Manager
Prepared by: Sean Brewer, City Manager
I. RECOMMENDATION:

That the City Council discuss and provide direction regarding the scheduling of the City's inaugural State of the City Address to be held in September 2026 and provide staff with any additional direction regarding the format, program, and recognition components of the event.

II. BACKGROUND:

At the City Council's previous meeting, Mayor Nathan Vosburg requested that a future agenda item be brought forward to discuss the possibility of hosting a State of the City Address for the community. The Mayor expressed interest in creating an annualevent that provides residents with an overview of the City's accomplishments, ongoing initiatives, and future priorities while offering an opportunity to recognize outstanding community members.

This agenda item is intended to initiate that discussion and receive direction from the City Council regarding whether they wish to establish a State of the City event and, if so, the preferred format and timing.

III. DISCUSSION:

Should the City Council wish to move forward, staff envisions the event being held in September as an afternoon or early evening community gathering that is both informative and engaging. The event could include a State of the City presentation by the Mayor, an opportunity for each Council Member to provide brief remarks, recognition of community members through awards or acknowledgments, and light refreshments following the program to encourage community interaction.

The event could also be livestreamed on the City's YouTube channel to allow residents who are unable to attend in person to participate remotely and view the presentation afterward.

Staff is seeking the Council's input on the overall vision for the event, including topics such as:

Preferred date and venue.

Length and format of the program. Whether community awards or recognitions should be included.

Opportunities for Council Member participation.

Other elements the Council believes would make the event meaningful for the community.

Following Council direction, staff will return with a finalized event plan and program for implementation.

IV. ALTERNATIVES:

None.

V. FISCAL IMPACT:

None determined at this time other than cost of light refreshments and snacks unless a sponsor could be retained for the event.

ATTACHMENTS:

File Name Description
NoAttachments Available

STAFF REPORT - CITY COUNCIL/SUCCESSOR AGENCY/PUBLIC FINANCE

AUTHORITY
Subject: Discussion, Direction and PotentialAction regarding Selecting a Voting Delegate, and Up to Two (2) Alternate Voting Delegates, for the Annual Business Meeting at the League of California Cities 2026 Annual Conference in Anaheim, California Meeting Date: Thursday, August 6, 2026
From: Sean Brewer, City Manager
Prepared by: Shannon Jensen, City Clerk
I. RECOMMENDATION:

Staff is seeking direction regarding the designation of a voting delegate, and up to two (2) alternate voting delegates, for the Annual Business Meeting at the League of California Cities 2026 Annual Conference scheduled for September 23rd through the 25th in Anaheim, California.

II. BACKGROUND:

The League of California Cities (the "League") was established in 1898 as a way of representing the state's incorporated cities. Their mission is "to expand and protect localcontrol for cities through education and advocacy to enhance the quality of life". Each year the League hold an annualconference. Included at the conference is the Annual Business Meeting where League membership considers and takes action on resolutions that establish League policy for the upcoming business year. The City of Coalinga, as a member, has the right to vote during the meeting via the delegate and/or alternates. Only those attending the conference can vote during the Business Meeting.

III. DISCUSSION:

In order for a delegate or alternate to vote on behalf of the City, they must be designated by the City Council.

The Council may also appoint up to 2 alternate delegates, one of whom may vote in the event should the designated voting delegate be unable to attend.

Staff is requesting Council decide who shallact as the delegate and who shallact as the alternate(s).

Depending on the Council's direction, there is a form for the City Clerk to sign affirming the Council's decision regarding the voting delegate and alternate(s).

IV. ALTERNATIVES:

The Council may choose not to attend the 2026 Annual Conference in Anaheim, California.

V. FISCAL IMPACT:

Funding for the Counciland City Manager's attendance of the Conference has been included in the FY 26-27 budget. Conference expenses willcome from the General Fund.

ATTACHMENTS:

F
ileNameDescription
2026-voting-delegate-information-packet.pdf2026VotingDelegate InformationPacket 1400 K Street, Suite 400, Sacramento, CA 95814 • 916.658.8200 • calcities.org DATE: Wednesday, May 13, 2026
TO: Mayors, Council Members, City Clerks, and City Managers RE: DESIGNATION OF VOTING DELEGATES AND ALTERNATES
League of California Cities Annual Conference and Expo, Sept. 23-25, 2026 Anaheim Convention Center
Every year, the League of California Cities convenes a member-driven General Assembly at the Cal Cities Annual Conference and Expo. The General Assembly is an important opportunity where city officials can directly participate in the development of Cal Cities policy.

Taking place on Friday, Sept. 25, 2026 the General Assembly is comprised of voting delegates appointed by each member city; every city has one voting delegate. Your appointed voting delegate plays an important role during the General Assembly by representing your city and voting on resolutions.

To cast a vote during the General Assembly, your city must designate a voting delegate and up to two alternate voting delegates, one of whom may vote if the designated voting delegate is unable to serve in that capacity. Voting delegates may either be an elected or appointed official.

Action by Council Required. Consistent with Cal Cities bylaws, a city’s voting delegate and up to two alternates must be designated by the city council. Please note that designating the voting delegate and alternates must be done by city council action and cannot be accomplished by individual action of the mayor or city manager alone.

Following council action, please submit your city’s delegates through the online submission portal by Tuesday, Sept. 1, 2026. When completing the Voting Delegate submission form, you will be asked to attest that council action was taken. You will need to be signed in to your My Cal Cities account when submitting the form.

Submitting your voting delegate form by the deadline will allow us time to establish voting delegate/alternate records prior to the conference and provide pre-conference communications with voting delegates.

Conference Registration Required. The voting delegate and alternates must be registered to attend the conference. They need not register for the entire conference; they may register for Friday only. Conference registration opens June 2.

For a city to cast a vote, one voter must be present at the General Assembly and in possession of the voting delegate card and voting tool. Voting delegates and Council Action Advised by September 1, 2026
alternates need to pick up their conference badges before signing in and picking up the voting delegate card at the voting delegate desk. This will enable them to receive the special sticker on their name badges that will admit the voting delegate into the voting area during the General Assembly.

Please view Cal Cities’ event and meeting policy in advance of the conference.

Transferring Voting Card to Non-Designated Individuals Not Allowed. The voting delegate card may be transferred freely between the voting delegate and alternates, but only between the voting delegate and alternates. If the voting delegate and alternates find themselves unable to attend the General Assembly, they may not transfer the voting card to another city official.

Seating Protocol during General Assembly. At the General Assembly, individuals with a voting card will sit in a designated area. Admission to the voting area will be limited to the individual in possession of the voting card and with a special sticker on their name badge identifying them as a voting delegate.

The voting delegate desk, located in the conference registration area of the Anaheim Convention Center, will be open at the following times: Wednesday, Sept. 23, 8:00 a.m.-6:00 p.m. and Thursday, Sept. 24, 7:30 a.m.-4:00 p.m. On Friday, Sept. 25, the voting delegate desk will be open at the General Assembly, starting at 7:30 a.m., but will be closed during roll calls and voting.

The voting procedures that will be used at the conference are attached to this memo.

Please share these procedures and this memo with your council and especially with the individuals that your council designates as your city’s voting delegate and alternates.

Once again, thank you for submitting your voting delegate and alternates by Tuesday, Sept. 1. If you have questions, please contact Zach Seals at [email protected].

Attachments:
• General Assembly Voting Guidelines
• Information Sheet: Cal Cities Resolutions and the General Assembly 1400 K Street, Suite 400, Sacramento, CA 95814 • 916.658.8200 • calcities.org General Assembly Voting Guidelines

1. One City One Vote. Each member city has a right to cast one vote on matters pertaining to Cal Cities policy.

2. Designating a City Voting Representative. Prior to the Cal Cities Annual Conference and Expo, each city council may designate a voting delegate and up to two alternates; these individuals are identified on the voting delegate form provided to the Cal Cities Credentials Committee.

3. Registering with the Credentials Committee. The voting delegate, or alternates, may pick up the city's voting card at the voting delegate desk in the conference registration area. Voting delegates and alternates must sign in at the voting delegate desk. Here they will receive a special sticker on their name badge and thus be admitted to the voting area at the General Assembly.

4. Signing Initiated Resolution Petitions. Only those individuals who are voting delegates (or alternates), and who have picked up their city’s voting card by providing a signature to the credentials committee at the voting delegate desk, may sign petitions to initiate a resolution.

5. Voting. To cast the city's vote, a city official must have in their possession the city's voting card and voting tool; and be registered with the credentials committee. The voting card may be transferred freely between the voting delegate and alternates but may not be transferred to another city official who is neither a voting delegate nor alternate.

6. Voting Area at General Assembly. At the General Assembly, individuals with a voting card will sit in a designated area. Admission to the voting area will be limited to the individual in possession of the voting card and with a special sticker on their name badge identifying them as a voting delegate.

7. Resolving Disputes. In case of dispute, the credentials committee will determine the validity of signatures on petitioned resolutions and the right of a city official to vote at the General Assembly.

Sixty days before the
Annual Conference
and Expo, Cal Cities
members may submit
policy proposals on
issues of importance
to cities. The resolution must
have the concurrence of at least
five additional member cities or
individual members.

How it works: Cal Cities
Resolutions and the General Assembly
General Assembly
General Resolutions Policy Committees
Developing League of California Cities policy is a dynamic process that engages a wide range of members to ensure Cal Cities represents cities with one voice. These policies directly guide Cal Cities’ advocacy to promote local decision-making, and lobby against statewide policies that erode local control.

The resolutions process and General Assembly is one way that city officials can directly participate in the development of Cal Cities policy. If a resolution is approved at the General Assembly, it becomes official Cal Cities policy. Here’s how resolutions and the General Assembly work.

The petitioned
resolution is an
alternate method
to introduce policy
proposals during
the annual conference. The
petition must be signed by
voting delegates from 10% of
member cities, and submitted to
the Cal Cities President at least
24 hours before the beginning
of the General Assembly.

Petitioned Resolutions
The Cal Cities
President assigns
general resolutions
to policy committees
where members
review, debate, and recommend
positions for each policy proposal.

Recommendations are forwarded
to the Resolutions Committee.

Who’s who
The Resolutions Committee
includes representatives
from each Cal Cities
diversity caucus, regional
division, municipal
department, and policy
committee, as well as
individuals appointed by
the Cal Cities president.

Voting delegates
are appointed by each
member city; every city
has one voting delegate.

The General Assembly is a
meeting of the collective
body of all voting
delegates —one from
every member city.

Seven policy committees
meet throughout the year
to review and recommend
positions to take on bills
and regulatory proposals.

Policy committees include
members from each Cal
Cities diversity caucus,
regional division, and
municipal department,
as well as individuals
appointed by the Cal
Cities president.

During the General Assembly, voting delegates
debate and consider general and petitioned
resolutions forwarded by the Resolutions
Committee. Potential Cal Cities bylaws
amendments are also considered at this meeting.

Cal Cities policy
development is a memberinformed process,
grounded in the voices and
experiences of city officials
throughout the state.

For more information visit www.calcities.org/general-assembly Prior to the Annual Conference and Expo
Resolutions Committee
The Resolutions
Committee considers
all resolutions. General
Resolutions approved1 by
either a policy committee
or the Resolutions Committee are next
considered by the General Assembly.

General resolutions not approved, or
referred for further study by both a
policy committee and the Resolutions
Committee do not go to the General
Assembly. All Petitioned Resolutions
are considered by the General
Assembly, unless disqualified.2
During the Annual Conference and Expo
1 The Resolution Committee can amend a general resolution prior to sending it to the General Assembly. 2 Petitioned Resolutions may be disqualified by the Resolutions Committee according to Cal Cities Bylaws Article VI. Sec. 5(f).

STAFF REPORT - CITY COUNCIL/SUCCESSOR AGENCY/PUBLIC FINANCE

AUTHORITY
Subject: Review of Emergency Action for the Polk Street 6-Inch Water Main Replacement Pursuant to Public Contract Code Section 22050 and Determination by a FourFifths Vote That the Need for Emergency Action Continues Meeting Date: Thursday, August 6, 2026
From: Sean Brewer, City Manager
Prepared by: Jesse Barron, Assistant City Manager
I. RECOMMENDATION:

Review the status of the emergency replacement of the 6-inch water main on Polk Street and, by a four-fifths vote, determine that there remains a need to continue the emergency action without competitive bidding pursuant to Public Contract Code Section 22050.

II. BACKGROUND:

On July 30, 2026, the City Counciladopted Resolution No. 4347, declaring the existence of an emergency regarding the repeated failure of the 6-inch water main located along Polk Street and authorizing the immediate replacement of the water main without competitive bidding pursuant to California Public Contract Code Section 22050.

The emergency declaration was based on the repeated failures of the existing water main, which had experienced approximately twelve (12) breaks during Caltrans' Polk Street reconstruction project. These failures resulted in recurring water outages, repeated emergency repairs, and reduced fire hydrant pressure, creating a direct threat to public health, safety, and fire protection.

Following the Council's action, City staff coordinated with Caltrans and its contractor, Cal Valley Construction, to proceed with the emergency replacement of the water main. Because the contractor was already mobilized within the project limits, the emergency replacement could be undertaken immediately, minimizing additional disruption to the public and avoiding further delays to the roadway project.

Pursuant to California Public Contract Code Section 22050, once an emergency has been declared, the City Council is required to review the emergency action at every regularly scheduled meeting until the emergency work has been completed and determine, by a four-fifths (4/5) vote, that there remains a need to continue the emergency action.

III. DISCUSSION:

Since the emergency declaration was adopted on July 30, 2026, staff has continued to coordinate the emergency replacement of the Polk Street water main. At the August 6, 2026, meeting, staff will provide the City Council with an update regarding the status of the project, including whether the emergency work has been completed or remains in progress.

If the emergency work has not been completed, the City Council must determine whether there remains a need to continue the emergency action without competitive bidding pursuant to California Public Contract Code Section 22050. This determination requires a four-fifths (4/5) vote of the City Council.

If the Council determines that the emergency conditions no longer exist because the work has been completed or the immediate threat has otherwise been eliminated, no further emergency reviews will be required.

IV. ALTERNATIVES:

Option 1 (Recommended):

Receive the project status update and, if the emergency work remains incomplete, determine by a fourfifths (4/5) vote that there remains a need to continue the emergency action pursuant to California Public Contract Code Section 22050.

Option 2:

Receive the project status update and determine that the emergency work has been completed or that there is no longer a need to continue the emergency action.

V. FISCAL IMPACT:

The estimated cost of the emergency water main replacement remains $230,000 (lump sum) and will be funded through the Water Enterprise Fund. There is no anticipated impact to the General Fund. If the emergency work is completed prior to the August 6, 2026, meeting, no additionalaction related to the emergency contracting process will be required.

ATTACHMENTS:

File Name Description
NoAttachments Available