Agenda — Dinuba City Council, April 11, 2023

Tuesday, April 11, 2023 / 6:30 PM / City Hall / 405 East El Monte Way, Dinuba District 1
Rachel NerioGuerrero
Vice Mayor
District 2
Maribel Reynosa
Mayor
District 3
Benjamin Prado
Council Member
District 4
Kuldip Thusu
Council Member
District 5
Linda Launer
Council Member
All attendees are advised that electronic devices should be placed on silent upon entering the Council Chambers.

The City Council will take action on all items listed on the agenda.

1. OPENING CEREMONIES

1.1. Welcome and Call to Order

1.2. Invocation

1.3. Pledge of Allegiance

2. AGENDA CHANGES OR DELETIONS
To better accommodate members of the public or convenience in the order of presentation, items on the agenda may not be presented or acted upon in the order listed. Additions to Agenda may be added only pursuant to California Government Code section 54954.2(b).

3. PRESENTATIONS/CEREMONIAL MATTERS

3.1. Introduction of the 2023 Cinco de Mayo Pageant Contestants (MA)

4. REQUEST TO ADDRESS COUNCIL
This portion of the meeting is reserved for any person who would like to address the Council on any item that is not on the agenda. Please be advised that State law does not allow the City Council to discuss or take any action on any issue not on the agenda. The City Council may direct staff to follow up on such item(s). Speakers are limited to three (3) minutes. If there is any person wishing to address the City Council at this time please approach the podium and state your name and nature of the request.

5. NEW EMPLOYEES AND PROMOTIONS

5.1. Police Department Promotions: Rosalva Flores, Robin Galvan & Samuel Hara (AI)

5.2. Introduction of Full-Time Public Safety Dispatcher Leelah Espino (AI)

6. CONSENT CALENDAR
Matters listed under the Consent Calendar are considered routine and will be enacted by one motion and one vote. There will be no separate discussion of these items. If discussion is desired, a member of the audience or a Council Member may request an item be removed from the Consent Calendar and it will be considered separately.

6.1. SUBJECT
Resolution No. 2023-22 Approving the Abandonment/Vacation of a Public Alley and Dedication of a Public Utility Easement in connection with the Sequoia Apartment Complex Project (JW)
a

RECOMMENDATION
Council adopts Resolution No. 2023-22 by one motion taking the following actions:

1. Approve the abandonment/vacation of the existing Public Alley that currently exists through the proposed Sequoia Apartment complex property; and

2. Approve the right-of-way dedication for a public utility easement through the proposed Sequoia Apartment complex property.
a

6.2. SUBJECT
Resolution No. 2023-20 Authorizing Reallocation of Opioid Distributor Settlement Payments to Tulare County (DY)
a

RECOMMENDATION
Council to adopt Resolution No. 2023-20 authorizing the Financed Director transfer two (2) direct payments in the amount of $7,815.84 and $8,214.07, and any future payments received, from the National Prescription Drug Litigation Settlement Funds to Tulare County for programs and activities aimed at preventing the abuse of prescription drugs throughout Tulare County. a

6.3. SUBJECT
Approval of City Council Meeting Minutes (MA)
a

RECOMMENDATION
Council to review and approve City Council meeting minutes of March 28, 2023 as presented.
a

6.4. SUBJECT
Alta Historical Society Gold Level Sponsorship for the Spring Celebration Dinner (MA)
a

RECOMMENDATION
Council approve Gold Level sponsorship in the amount of $750 for the Alta Historical Society Spring Celebration Dinner and Auction event on April 15, 2023. a

6.5. SUBJECT
Resolution No. 2023-23 Authorization of City of Dinuba's Participation in New 2022 Opioid Settlements and Reallocation of Settlement Payments to Tulare County for Opioid Abuse Abatement (DY)
a

RECOMMENDATION
City Council to take the following actions by one motion and one vote:

1. Adopt Resolution 2023-23 authorizing City Manager or his designee to execute new national Opioid settlement participation forms to allow the City of Dinuba to receive—via direct payments or reallocation to Tulare County— settlement payments from proposed settlements with manufacturers Teva and Allergan and chain pharmacies CVS, Walgreens, and Walmart.

2. Authorize the City Manager or his designee to approve the reallocation of any settlement payments from proposed settlements with manufacturers Teva and Allergan and chain pharmacies CVS, Walgreens, and Walmart to Tulare County for the purpose of Opioid abuse abatement. a

6.6. SUBJECT
Silver Level Sponsorship for the Dinuba Lions Club Annual Signature Fundraiser to be held on Saturday, Apri 29, 2023.(MA)
a

RECOMMENDATION
Council approve Silver Level Sponsorship for the Dinuba Lyons Club Annual Dinner Fundraiser in the amount of $500.
a

6.7. SUBJECT
Cancellation of City Council Meeting on April 25, 2023 (MA) a

RECOMMENDATION
Council to consider cancellation of the City Council meeting scheduled for April 25, 2023.
a

7. WARRANT REGISTER

7.1. SUBJECT
Warrant Register March 31, 2023 (KS)
a

RECOMMENDATION
Council to review and approve the Warrant Register as presented. a

8. PUBLIC HEARING

8.1. SUBJECT
Public Hearing to Consider Resolution No. 2023-21 Approving Annual Review and Adjustment to Fees, Charges and Fines (KS)
a

RECOMMENDATION
Council to conduct a public hearing to solicit community input, close the public hearing and adopt Resolution No. 2023-21 implementing the recommended charges and user fees effective July 1, 2023.
a

9. DEPARTMENT REPORTS

9.1. SUBJECT
Award of Contract to JT2, Inc. DBA Todd Companies in the amount of $313.952.90 for the Entertainment Plaza Restroom Improvements Project; State Project No. 18-54-004 (JW)
a

RECOMMENDATION
Council to award the contract for the Entertainment Plaza Restroom Improvements Project to JT2, Inc. DBA Todd Companies in the amount of $313,952.90 and authorize the City Manager or designee to execute the contract documents.
a

9.2. SUBJECT
Award of Contract to Avison Construction, Inc. in the amount of $472.348 for the Road 74 Street Improvements Project (JW)
a

RECOMMENDATION
Council to award the contract for the Road 74 Street Improvements Project to Avison Construction, Inc. in the amount of $472,348.00 and authorize the City Manager or designee to execute the contract documents.
a

9.3. SUBJECT
Annual Audit Report for Fiscal Year 2021-22 (KS)
a

RECOMMENDATION
Council to accept the Independent Auditor's Report for the Fiscal Year 2021-22. a

10. MAYOR/COUNCIL REPORTS

11. CITY MANAGER COMMUNICATIONS

12. CITY STAFF COMMUNICATIONS

13. ADJOURNMENT
This agenda was posted at least 72 hours prior to the regular meeting per GC Section 54954.2(a). A Citizens' Packet regarding this meeting is available at the City Clerk's Office located at City Hall, 405 East El Monte Way, Dinuba CA 93618.

In compliance with the Americans with Disabilities Act, if special assistance is needed to participate in the meeting, please contact the City Clerk's Office at 559-591-5900. Please provide at least 48 hours notification prior to the meeting to allow staff to make reasonable arrangements. (28 CFR 35.102-35.104 ADA Title II)
559.591.5900 / FAX 559.591.5902 . e-mail address: [email protected]. www.dinuba.org City Council Staff Report
Department: CITY CLERK April 11, 2023
To: Mayor and City Council
From: Maria Alaniz, City Clerk/Human Resources Director Subject: Introduction of the 2023 Cinco de Mayo Pageant Contestants (MA)

RECOMMENDATION
Council to receive introduction of the 2023 Cinco de Mayo Pageant Contestants

EXECUTIVE SUMMARY

OUTSTANDING ISSUES

DISCUSSION

FISCAL IMPACT

PUBLIC HEARING
City Council Staff Report
Department: POLICE SERVICES April 11, 2023
To: Mayor and City Council
From: Abel Iriarte, Chief of Police
Subject:

Police Department Promotions: Rosalva Flores, Robin Galvan & Samuel Hara (AI)

RECOMMENDATION
Council to recognize the following individuals:

1. Rosalva Flores on her recent promotion from Dispatcher to Records Technician effective October 9, 2022.

2. Robin Galvan on her recent promotion from part-time Animal Control Officer to full-time Dispatcher effective February 13, 2023.

3. Recognition to Samuel Hara on his recent promotion from Evidence Technician to full-time Animal Control Officer effective February 13, 2023.

EXECUTIVE SUMMARY
None.

OUTSTANDING ISSUES
None.

DISCUSSION
None.

FISCAL IMPACT
None.

PUBLIC HEARING
None.

City Council Staff Report
Department: POLICE SERVICES April 11, 2023
To: Mayor and City Council
From: Abel Iriarte, Chief of Police
Subject: Introduction of Full-Time Public Safety Dispatcher Leelah Espino (AI)

RECOMMENDATION
Introduction of new Public Safety Dispatcher Leelah Espino effective March 29, 2023.

EXECUTIVE SUMMARY
None.

OUTSTANDING ISSUES
None.

DISCUSSION
None.

FISCAL IMPACT
None.

PUBLIC HEARING
None.

City Council Staff Report
Department: ENGINEER/PLANNING April 11, 2023
To: Mayor and City Council
From: Jason Watts, City Engineer
Subject:

Resolution No. 2023-22 Approving the Abandonment/Vacation of a Public Alley and Dedication of a Public Utility Easement in connection with the Sequoia Apartment Complex Project (JW)

RECOMMENDATION
Council adopts Resolution No. 2023-22 by one motion taking the following actions:

1. Approve the abandonment/vacation of the existing Public Alley that currently exists through the proposed Sequoia Apartment complex property; and

2. Approve the right-of-way dedication for a public utility easement through the proposed Sequoia Apartment complex property.

EXECUTIVE SUMMARY
The City has been working with the developer for the Sequoia Apartment Complex currently just east of Alta Avenue in between Davis Drive and Sequoia Drive. In order to formally approve the plans the City has to reclassify the existing City owned easement from a public alley to an easement for public utility purposes due to an existing storm drain force main currently running from the davis basin to Sequoia Drive.

OUTSTANDING ISSUES
None

DISCUSSION
City staff has been working closely with Tormon Global, Inc., currently the developer, and the design engineer for the Sequoia Apartment Complex currently located approximately 500 feet east of Alta Avenue in between Davis Drive and Sequoia Drive. The developer plans on constructing 62 market rate apartments and the work will also include the deepening of the storm drain basin currently located on the southeast corner of Euclid Avenue and Saginaw Avenue.

The property currently has an existing public alley easement going through the property for the existing City owned storm drain force main. In order for the Davis basin, located on the north side of Davis Drive just east of Alta Avenue, to function properly and for the City to continue to maintain the existing storm drain line the City needs to reclassify the existing Public Alley easement to an easement for Public Utility purposes.

Staff recommends City Council adopt Resolution No. 2023-22 enclosed herein as Attachment 'A' abandoning/vacating the existing alley easement and accepting the reclassified easement for public utility purposes. A copy of the legal description and diagram is also enclosed herein as Attachment 'B'.

The developer is tentatively planning on breaking ground early summer 2023.

FISCAL IMPACT
None

PUBLIC HEARING
None
ATTACHMENTS:

Description
A. Resolution 2023-22
B. Easement Reclassification Legal Description/Diagram
RESOLUTION 2023-22

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF DINUBA ABANDONING/VACATING AN EXISTING PUBLIC ALLEY

EASEMENT AND ACCEPTING THE DEDICATION FOR A PUBLIC UTILITY EASEMENT WHEREAS, the Developer, Torman Global, Inc., is proposing 62 market rate apartments in between Davis Drive and Sequoia Drive approximately 500 feet east of Alta Avenue; and WHEREAS, the Sequoia Apartment Complex requires the reclassification of the existing Public Alley easement to a Public Utility Easement in order for the City to still have access to maintain the existing storm drain force main; and
WHEREAS, the City Engineer recommends the reclassification of the existing easement; NOW, THEREFORE, BE IT RESOLVED that the City Council of Dinuba herby takes the following actions:

1. Approves the abandonment/vacation of the existing Public Alley Easement at the Sequoia Apartment Complex.

2. Approves the dedication of a public Utility Easement at the Sequoia Apartment Complex.

3. The above recitals are true and correct and are adopted as the findings of the City Council.

4. The provisions of this Resolution are severable and if any provision, clause, sentence, word or part thereof is held illegal, invalid, unconstitutional, or inapplicable to any person or circumstances, such illegality, invalidity, unconstitutionality, or inapplicability shall not affect or impair any of the remaining provisions, clauses, sentences, sections, words or parts thereof of the Resolution or their applicability to other persons or circumstances.

5. That the City Clerk shall certify to the adoption of this Resolution and that the same shall be in full force and effect.

IN WITNESS THEREOF, I, Maribel Reynosa, Mayor of the City of Dinuba have hereunto set my hand and caused the great seal of the City of Dinuba to be affixed, on this _____ day of ____________________ two-thousand-twenty-three.

PASSED AND ADOPTED this ___ day of _______________, 20_____ by the following vote:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:
________________________________
Mayor
ATTEST:
______________________________
Maria Alaniz, City Clerk

EXHIBIT A

ALLEY VACATION/ABANDONMENT
That portion of the “Public Alley” as shown on Parcel Map No. 2401, recorded in Book 25 of Parcel Maps, at Page 2, of Tulare County Records, located in the North half of the Southwest quarter of the Northwest quarter of Section 8, Township 16 South, Range 24 East, Mount Diablo Base and Meridian, in the City of Dinuba, County of Tulare, State of California, described as follows:

Beginning at the Northwest corner of Parcel 2 of said Parcel Map No. 2401; Thence South 00°00’12” East, along the West line of said Parcel 2, a distance of 599.86 feet, to the Southwest corner of said Parcel 2;
Thence North 87°34’25” West, along the westerly projection of the North Right of Way of Sequoia Drive,

10.01 feet, to the West line of said Parcel Map No. 2401; Thence North 00°00’12” West, along said West line, 599.86 feet, to the westerly projection of the South Right of Way of Davis Drive;
Thence South 87°31’16” East, along said projection of South Right of Way line, 10.01 feet, to the Point of Beginning.

RESERVING UNTO, an easement for Public Utilities purposes over and across the above described parcel.
(Consisting of 5,999 sf. more or less)
12/31/24
PARCEL 2 PARCEL 1
PARCEL MAP NO. 2401
NW COR. PARCEL 2
(POINT OF BEGINNING)
SW COR. PARCEL 2
EXIST. 10.0' DEDICATION
FOR ALLEY PER PM 2401 11.0'
EXIST. A.I.D. EASE
S87° 31' 16"E 10.01' N0° 00' 12"W 599.86' S0° 00' 12"E 599.86' N87° 34' 25"W 10.01' 30.0' 30.0'
324 S. SANTA FE, STE. A
VISALIA, CA 93292
(559) 802-3052
22314
22314-SEQ AB
3/02/23

EXHIBIT B

ALLEY VACATION/ABANDONMENT

DINUBA, CA NORTH
100' 0' 100'
City Council Staff Report
Department: CITYATTORNEY April 11, 2023
To: Mayor and City Council
From: David Yanez, City Attorney
Subject:

Resolution No. 2023-20 Authorizing Reallocation of Opioid Distributor Settlement Payments to Tulare County (DY)

EXECUTIVE SUMMARY
On December 14, 2021, City Council approved Resolution No. 2021-56 allowing the City of Dinuba to participate in the National Opioid Litigation Settlement. Thereafter, city staff elected to receive direct payments from one of the two settlements and waived any legal claims against the prescription drug manufacturers and distributors.

City Staff now recommends that the City of Dinuba’s settlement shares be reallocated to Tulare County which has more resources to spend the money according to State legal requirements.

OUTSTANDING ISSUES
City staff will coordinate with Tulare County and with the Settlement Administrator, Brown Greer to have the two direct payments transferred to Tulare County. Also, City staff will need to report the receipt of the two direct payments and their transfer to Tulare County during the reporting period to the State of California Department of Health Care Services (DHCS).

DISCUSSION
On December 14, 2021, the City Council adopted Resolution 2021-56 which authorized the City Manager to sign participation forms to receive payments from a monetary settlement stemming from nationwide litigation against the manufacturers and distributors of prescription drugs. That litigation ensued on the claims that the makers and distributors of prescription drugs contributed significantly to the nation’s Opioid abuse crisis. Under the terms of the settlement, the city's share of these funds totals $16,029.91.

Resolution 2021-56 allowed the City of Dinuba to choose whether to receive direct payments of the settlement proceeds or to re-allocate its share of the settlement payments to the County of Tulare. City staff, on advice of the City Attorney, chose to receive direct payments. However, after review of the State’s allowable expenditures of the settlement funds and the relative smaller dollar amounts received, city staff has reconsidered and is now recommending that these funds be transferred to Tulare County. The city does not have the staff or expertise to meet the states requirements relative to implementing programs and activities aimed at preventing opioid abuse.

Tulare County Health and Human Services Department is better suited to utilize these funds for the stated purposes.

For more information on these national settlements, please visit the California Attorney General’s webpage at https://oag.ca.gov/opioids and at https://nationalopioidsettlement.com/.

FISCAL IMPACT
Rather than receive approximately $8,000 annually (for a period of 18 years) through direct payments from the Opioid Distributor’s Settlement Agreement, the City of Dinuba will reallocate these amounts to Tulare County which has more resources to utilize these funds for countywide benefit through prescription drug abuse abatement efforts.

PUBLIC HEARING
None required.

ATTACHMENTS:

Description
A. Resolution 2023-20 City Council Action on Reallocation of Opioid Distributor Settlement Payments to Tulare County
B. State of Califlornia - DHCS Allowable Settlement Fund Expenditures 1 Attachment “A”
RESOLUTION NO. 2023-20

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF DINUBA
Authorization to Transfer Direct Payments received
from National Opioid Distributor Settlement to Tulare County WHEREAS, for many years the Opioid epidemic has been a public health crisis in the United States of America which has exacted a staggering toll on the lives and wellbeing of millions of its people and communities; and
WHEREAS, states and local governments sued the major distributors and manufacturer of prescription Opioid drugs in federal court to seek compensation for the significant costs borne by local governments due to drug abuse in the community and their subsequent abatement and response efforts; and WHEREAS, on July 21, 2021, two national settlements were reached between the states and local governments and the distributors and manufacturers of opioid prescription drugs under which the State of California is receiving hundreds of millions of dollars, a portion of which the City of Dinuba is eligible to receive; and
WHEREAS, on December 14, 2021, the City Council of the City of Dinuba adopted Resolution 2021-56 authorizing the City’s participation in the two settlements and waiving any possible legal claims against the major opioid and prescription drug manufacturers and distributors; and WHEREAS, up to the current date, the City of Dinuba has received two direct payments from the national Opioid Distributor Settlement Agreement in the amounts of $7,815.84 and $8,214.07 but has not spent any of these funds as it has waited to received guidance from the State of California on what are allowable expenditures; and
WHEREAS, upon review of the State of California, Department of Health Care Services’ (DHCS) Guidelines for Allowable Expenditures, City staff believe that it would be impractical and a significant burden for the City of Dinuba to create opioid abuse prevention programs and track and monitor each allowable expenditure and comply with the resulting reporting requirements; and WHEREAS, the City Attorney for the City of Dinuba has received confirmation from both DHCS and the National Opioid Settlement administrator, Brown Greer, that it is legally permissible, under Section 4(B)(ii)(d) the “ California State-Subdivision Agreement Regarding Distribution and Use of Settlement Funds – Distributor Settlement”, to transfer the direct payments that it has received to Tulare County for the purpose of Tulare County using the funds for county wide opioid drug abuse abatement. 2 NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of Dinuba authorizes:

1. The City Manager, Administrative Service Director, City Attorney or the City Manager’s authorized designee to reallocate and transfer the two direct payments received of $7,815.84 and $8,214.07 from the Opioid Distributor’s Settlement Agreement to Tulare County and to elect to reallocate all further direct payments received to Tulare County; and

2. City staff to complete any necessary actions related to transferring said Opioid Litigation Settlement payments to Tulare County, including any required reporting to the proper authorities, including but not limited, to the State of California, Department of Healthcare Services.

PASSED and ADOPTED this 11th day of April, 2023 by the following vote:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

Attest:
______________________________
Mayor, City of Dinuba
Maribel Reynosa
______________________________
City Clerk, City of Dinuba
Maria Alaniz
1 Janssen & Distributors Settlement Funds
Allowable Expenditures
On July 21, 2021, California Attorney General Rob Bonta announced the final settlement agreements with prescription opioid manufacturer Janssen Pharmaceuticals and pharmaceutical distributors McKesson, Cardinal Health, and AmerisourceBergen (the Janssen and Distributors, or J&D Settlement) that will provide substantial funds for the abatement of the opioid epidemic in California. This document is intended to provide guidance for California’s cities and counties (Participating Subdivisions, listed in Appendix 1 of the California Janssen and Distributors Agreements) that receive funds from the J&D settlements.

Allowable expenditures must include activities tied to the ending, reduction or lessening the effects of the opioid epidemic in communities and include prevention, intervention, harm reduction, treatment and recovery services. After reviewing the list, if you have questions about the applicability of your strategy to expend these funds, send questions to DHCS at [email protected].

The following information is intended to provide Participating Subdivisions with a list of allowable expenditures for the J&D settlement funds and includes two sections:
• Section 1: High Impact Abatement Areas (HIAA)
• Section 2: List of Opioid Remediation Uses – Core Strategies and Approved Uses
Section 1: High Impact Abatement Areas (HIAA)
No less than fifty percent (50%) of the funds received by a California Participating Subdivision from the Abatement Accounts Fund in each calendar year, will be used for one or more of the High Impact Abatement Activities shown in Table 1. 2 Table 1: High Impact Abatement Activities (HIAA)
No. Activity
1 Provision of matching funds or operating costs for substance use disorder facilities with an approved project within the Behavioral Health Continuum Infrastructure Program (BHCIP)
2 Creating new or expanded substance use disorder (SUD) treatment infrastructure1
3 Addressing the needs of communities of color and vulnerable populations (including sheltered and unsheltered homeless populations) that are disproportionately impacted by SUD
4 Diversion of people with SUD from the justice system into treatment, including by providing training and resources to first and early responders (sworn and non-sworn) and implementing best practices for outreach, diversion and deflection, employability, restorative justice, and harm reduction 5 Interventions to prevent drug addiction in vulnerable youth Section 2: List of Opioid Remediation Uses – Core Strategies and Approved Uses Participating Subdivisions shall choose from among the abatement strategies listed in Schedule B of Exhibit E from the J&D Settlement Agreement and listed below in Approved Uses (Schedule B). However, priority should be given to the following core abatement strategies (“Core Strategies” Schedule A).

Core Strategies (Schedule A)
A. Naloxone or Other FDA-Approved Drug to Reverse Opioid Overdoses • Expand training for first responders, schools, community support groups and families
• Increase distribution to individuals who are uninsured or whose insurance does not cover the needed service
B. Medication-Assisted Treatment (MAT) Distribution and Other OpioidRelated Treatment • Increase distribution of MAT to individuals who are uninsured or whose insurance does not cover the needed service
• Provide education to school-based and youth-focused programs that discourage or prevent misuse
• Provide MAT education and awareness training to healthcare providers, EMTs, law enforcement, and other first responders
• Provide treatment and recovery support services such as residential and inpatient treatment, intensive outpatient treatment, outpatient therapy or 1 May include cost overrun for BHCIP programs as needed. 3 counseling, and recovery housing that allow or integrate medication and with other support services
C. Pregnant and Postpartum Women
• Expand Screening, Brief Intervention, and Referral to Treatment (SBIRT) services to non-Medi-Cal eligible or uninsured pregnant women • Expand comprehensive evidence-based treatment and recovery services, including MAT, for women with co-occurring Opioid Use Disorder (OUD) and other SUD/Mental Health disorders for uninsured individuals for up to 12 months postpartum
• Provide comprehensive wrap-around services to individuals with OUD, including housing, transportation, job placement/training, and childcare D. Expanding Treatment for Neonatal Abstinence Syndrome (NAS) • Expand comprehensive evidence-based and recovery support for NAS babies
• Expand services for better continuum of care with infant-need dyad • Expand long-term treatment and services for medical monitoring of NAS babies and their families
E. Expansion Of Warm Hand-Off Programs and Recovery Services • Expand services such as navigators and on-call teams to begin MAT in hospital emergency departments
• Expand warm hand-off services to transition to recovery services • Broaden scope of recovery services to include co-occurring SUD or mental health conditions
• Provide comprehensive wrap-around services to individuals in recovery, including housing, transportation, job placement/training, and childcare • Hire additional social workers or other behavioral health workers to facilitate expansions above
F. Treatment for Incarcerated Population
• Provide evidence-based treatment and recovery support, including MAT for persons with OUD and co-occurring SUD/MH disorders within and transitioning out of the criminal justice system
• Increase funding for jails to provide treatment to inmates with OUD G. Prevention Programs
• Funding for media campaigns to prevent opioid use (similar to the FDA’s “Real Cost” campaign to prevent youth from misusing tobacco) • Funding for evidence-based prevention programs in schools 4 • Funding for medical provider education and outreach regarding best prescribing practices for opioids consistent with the 2016 CDC guidelines, including providers at hospitals (academic detailing)
• Funding for community drug disposal programs
• Funding and training for first responders to participate in pre-arrest diversion programs, post-overdose response teams, or similar strategies that connect at-risk individuals to behavioral health services and supports H. Expanding Syringe Service Programs
• Provide comprehensive syringe services programs with more wrap-around services, including linkage to OUD treatment, access to sterile syringes and linkage to care and treatment of infectious diseases I. Evidence-Based Data Collection and Research Analyzing the Effectiveness of the Abatement Strategies Within the State
Approved Uses (Schedule B)
Participating Subdivisions shall choose from among the abatement strategies listed below which are from the Approved Uses (Schedule B) list in Exhibit E.

Part I: Treatment
A. TREAT OPIOID USE DISORDER (OUD)
Support treatment of OUD and any co-occurring Substance Use Disorder or Mental Health (SUD/MH) conditions through evidence-based or evidenceinformed programs or strategies that may include, but are not limited to, those that:
• Expand availability of treatment for OUD and any co-occurring SUD/MH conditions, including all forms of MAT approved by the U.S. Food and Drug Administration.
• Support and reimburse evidence-based services that adhere to the American Society of Addiction Medicine (ASAM) continuum of care for OUD and any co-occurring SUD/MH conditions.
• Expand telehealth to increase access to treatment for OUD and any cooccurring SUD/MH conditions, including MAT, as well as counseling, psychiatric support, and other treatment and recovery support services. • Improve oversight of Opioid Treatment Programs (OTPs) to assure evidence- based or evidence-informed practices such as adequate methadone dosing and low threshold approaches to treatment. • Support mobile intervention, treatment, and recovery services, offered by qualified professionals and service providers, such as peer recovery 5 coaches, for persons with OUD and any co-occurring SUD/MH conditions and for persons who have experienced an opioid overdose. • Provide treatment of trauma for individuals with OUD (e.g., violence, sexual assault, human trafficking, or adverse childhood experiences) and family members (e.g., surviving family members after an overdose or overdose fatality), and training of health care personnel to identify and address such trauma.
• Support evidence-based withdrawal management services for people with OUD and any co-occurring mental health conditions. • Provide training on MAT for health care providers, first responders, students, or other supporting professionals, such as peer recovery coaches or recovery outreach specialists, including tele-mentoring to assist community-based providers in rural or underserved areas. • Support workforce development for addiction professionals who work with persons with OUD and any co-occurring SUD/MH
conditions.
• Offer fellowships for addiction medicine specialists for direct patient care, instructors, and clinical research for treatments. • Offer scholarships and supports for behavioral health practitioners or workers involved in addressing OUD and any co-occurring SUD/MH or mental health conditions, including, but not limited to, training, scholarships, fellowships, loan repayment programs, or other incentives for providers to work in rural or underserved areas.
• Provide funding and training for clinicians to obtain a waiver under the federal Drug Addiction Treatment Act of 2000 (DATA 2000) to prescribe MAT for OUD, and provide technical assistance and professional support to clinicians who have obtained a DATA 2000 waiver.
• Disseminate of web-based training curricula, such as the American Academy of Addiction Psychiatry’s Provider Clinical Support Service– Opioids web-based training curriculum and motivational interviewing. • Develop and disseminate new curricula, such as the American Academy of Addiction Psychiatry’s Provider Clinical Support Service for Medication– Assisted Treatment.

B. SUPPORT PEOPLE IN TREATMENT AND RECOVERY
Support people in recovery from OUD and any co-occurring SUD/MH conditions through evidence-based or evidence-informed programs or strategies that may include, but are not limited to, the programs or strategies that:
• Provide comprehensive wrap-around services to individuals with OUD and any co-occurring SUD/MH conditions, including housing, transportation, education, job placement, job training, or childcare. • Provide the full continuum of care of treatment and recovery services for OUD and any co-occurring SUD/MH conditions, including supportive housing, peer support services and counseling, community navigators, 6 case management, and connections to community-based services. • Provide counseling, peer-support, recovery case management and residential treatment with access to medications for those who need it to persons with OUD and any co-occurring SUD/MH conditions. • Provide access to housing for people with OUD and any co-occurring SUD/MH conditions, including supportive housing, recovery housing, housing assistance programs, training for housing providers, or recovery housing programs that allow or integrate FDA-approved mediation with other support services.
• Provide community support services, including social and legal services, to assist in deinstitutionalizing persons with OUD and any co-occurring SUD/MH conditions.
• Support or expand peer-recovery centers, which may include support groups, social events, computer access, or other services for persons with OUD and any co-occurring SUD/MH conditions.
• Provide or support transportation to treatment or recovery programs or services for persons with OUD and any co-occurring SUD/MH conditions.
• Provide employment training or educational services for persons in treatment for or recovery from OUD and any co-occurring SUD/MH conditions.
• Identify successful recovery programs such as physician, pilot, and college recovery programs, and provide support and technical assistance to increase the number and capacity of high-quality programs to help those in recovery.
• Engage non-profits, faith-based communities, and community coalitions to support people in treatment and recovery and to support family members in their efforts to support the person with OUD in the family. • Provide training and development of procedures for government staff to appropriately interact and provide social and other services to individuals with or in recovery from OUD, including reducing stigma. • Support stigma reduction efforts regarding treatment and support for persons with OUD, including reducing the stigma on effective treatment. • Create or support culturally appropriate services and programs for persons with OUD and any co-occurring SUD/MH conditions, including new Americans.
• Create and/or support recovery high schools.
• Hire or train behavioral health workers to provide or expand any of the services or supports listed above.

C. CONNECT PEOPLE WHO NEED HELP TO THE HELP THEY NEED
(CONNECTIONS TO CARE)
Provide connections to care for people who have—or are at risk of developing—OUD and any co-occurring SUD/MH conditions through evidencebased or evidence-informed programs or strategies that may include, but are not limited to, those that:
7 • Ensure that health care providers are screening for OUD and other risk factors and know how to appropriately counsel and treat (or refer if necessary) a patient for OUD treatment.
• Fund SBIRT programs to reduce the transition from use to disorders, including SBIRT services to pregnant women who are uninsured or not eligible for Medicaid.
• Provide training and long-term implementation of SBIRT in key systems (health, schools, colleges, criminal justice, and probation), with a focus on youth and young adults when transition from misuse to opioid disorder is common.
• Purchase automated versions of SBIRT and support ongoing costs of the technology.
• Expand services such as navigators and on-call teams to begin MAT in hospital emergency departments.
• Provide training for emergency room personnel treating opioid overdose patients on post-discharge planning, including community referrals for MAT, recovery case management or support services.
• Support hospital programs that transition persons with OUD and any cooccurring SUD/MH conditions, or persons who have experienced an opioid overdose, into clinically appropriate follow-up care through a bridge clinic or similar approach.
• Support crisis stabilization centers that serve as an alternative to hospital emergency departments for persons with OUD and any cooccurring SUD/MH conditions or persons that have experienced an opioid overdose.
• Support the work of Emergency Medical Systems, including peer support specialists, to connect individuals to treatment or other appropriate services following an opioid overdose or other opioidrelated adverse event. • Provide funding for peer support specialists or recovery coaches in emergency departments, detox facilities, recovery centers, recovery housing, or similar settings; offer services, supports, or connections to care to persons with OUD and any co-occurring SUD/MH conditions or to persons who have experienced an opioid overdose.
• Expand warm hand-off services to transition to recovery services. • Create or support school-based contacts that parents can engage with to seek immediate treatment services for their child; and support prevention, intervention, treatment, and recovery programs focused on young people.
• Develop and support best practices on addressing OUD in the workplace • Support assistance programs for health care providers with OUD. • Engage non-profits and the faith community as a system to support outreach for treatment.
• Support centralized call centers that provide information and connections to appropriate services and supports for persons with 8 OUD and any co-occurring SUD/MH conditions.

D. ADDRESS THE NEEDS OF CRIMINAL JUSTICE-INVOLVED PERSONS Address the needs of persons with OUD and any co-occurring SUD/MH conditions who are involved in, are at risk of becoming involved in, or are transitioning out of the criminal justice system through evidence-based or evidence-informed programs or strategies that may include, but are not limited to, those that:
• Support pre-arrest or pre-arraignment diversion and deflection strategies for persons with OUD and any co-occurring SUD/MH conditions, including established strategies such as:
i. Self-referral strategies such as the Angel Programs or the Police Assisted Addiction Recovery Initiative (PAARI);
ii. Active outreach strategies such as the Drug Abuse
Response Team (DART) model;
iii. “Naloxone Plus” strategies, which work to ensure that individuals who have received naloxone to reverse the effects of an overdose are then linked to treatment programs or other appropriate services;
iv. Officer prevention strategies, such as the Law Enforcement Assisted Diversion (LEAD) model;
v. Officer intervention strategies such as the Leon County, Florida Adult Civil Citation Network or the Chicago Westside Narcotics Diversion to Treatment Initiative; or
vi. Co-responder and/or alternative responder models to address OUD-related 911 calls with greater SUD expertise.
• Support pre-trial services that connect individuals with OUD and any co- occurring SUD/MH conditions to evidence-informed treatment, including MAT, and related services.
• Support treatment and recovery courts that provide evidence-based options for persons with OUD and any co-occurring SUD/MH conditions.
• Provide evidence-informed treatment, including MAT, recovery support, harm reduction, or other appropriate services to individuals with OUD and any co- occurring SUD/MH conditions who are incarcerated in jail or prison.
• Provide evidence-informed treatment, including MAT, recovery support, harm reduction, or other appropriate services to individuals with OUD and any co- occurring SUD/MH conditions who are leaving jail or prison or have recently left jail or prison, are on probation or parole, are under community corrections supervision, or are in re-entry programs or facilities.
• Support critical time interventions (CTI), particularly for individuals living with dual-diagnosis OUD/serious mental illness, and services for individuals who face immediate risks and service needs and risks upon 9 release from correctional settings.
• Provide training on best practices for addressing the needs of criminal justice- involved persons with OUD and any co-occurring SUD/MH conditions to law enforcement, correctional, or judicial personnel or to providers of treatment, recovery, harm reduction, case management, or other services offered in connection with any of the strategies described in this section.

E. ADDRESS THE NEEDS OF PREGNANT OR PARENTING WOMEN AND

THEIR FAMILIES, INCLUDING BABIES WITH NEONATAL ABSTINENCE

SYNDROME
Address the needs of pregnant or parenting women with OUD and any cooccurring SUD/MH conditions, and the needs of their families, including babies with NAS, through evidence-based or evidence-informed programs or strategies that may include, but are not limited to, those that:
• Support evidence-based or evidence-informed treatment, including MAT, recovery services and supports, and prevention services for pregnant women—or women who could become pregnant—who have OUD and any co-occurring SUD/MH conditions, and other measures to educate and provide support to families affected by Neonatal Abstinence Syndrome.
• Expand comprehensive evidence-based treatment and recovery services, including MAT, for uninsured women with OUD and any co-occurring SUD/MH conditions for up to 12 months postpartum.
• Provide training for obstetricians or other healthcare personnel who work with pregnant women and their families regarding treatment of OUD and any co- occurring SUD/MH conditions.
• Expand comprehensive evidence-based treatment and recovery support for NAS babies; expand services for better continuum of care with infantneed dyad; and expand long-term treatment and services for medical monitoring of NAS babies and their families.
• Provide training to health care providers who work with pregnant or parenting women on best practices for compliance with federal requirements that children born with NAS get referred to appropriate services and receive a plan of safe care.
• Provide child and family supports for parenting women with OUD and any co- occurring SUD/MH conditions.
• Provide enhanced family support and child care services for parents with OUD and any co-occurring SUD/MH conditions.
• Provide enhanced support for children and family members suffering trauma as a result of addiction in the family; and offer trauma-informed behavioral health treatment for adverse childhood events. • Offer home-based wrap-around services to persons with OUD and any co- occurring SUD/MH conditions, including, but not limited to, parent skills training.
10 • Provide support for Children’s Services—Fund additional positions and services, including supportive housing and other residential services, relating to children being removed from the home and/or placed in foster care due to custodial opioid use.

Part II: Prevention
F. PREVENT OVER-PRESCRIBING AND ENSURE APPROPRIATE PRESCRIBING

AND DISPENSING OF OPIOIDS
Support efforts to prevent over-prescribing and ensure appropriate prescribing and dispensing of opioids through evidence-based or evidence-informed programs or strategies that may include, but are not limited to, the following:
• Funding medical provider education and outreach regarding best prescribing practices for opioids consistent with the Guidelines for Prescribing Opioids for Chronic Pain from the U.S. Centers for Disease Control and Prevention, including providers at hospitals (academic detailing).
• Training for health care providers regarding safe and responsible opioid prescribing, dosing, and tapering patients off opioids.
• Continuing Medical Education (CME) on appropriate prescribing of opioids.
• Providing Support for non-opioid pain treatment alternatives, including training providers to offer or refer to multi-modal, evidence-informed treatment of pain.
• Supporting enhancements or improvements to Prescription Drug Monitoring Programs (PDMPs), including, but not limited to, improvements that:
i. Increase the number of prescribers using PDMPs;
ii. Improve point-of-care decision-making by increasing the quantity, quality, or format of data available to prescribers using PDMPs, by improving the interface that prescribers use to access PDMP data, or both; or
iii. Enable states to use PDMP data in support of surveillance or intervention strategies, including MAT referrals and follow-up for individuals identified within PDMP data as likely to experience OUD in a manner that complies with all relevant privacy and security laws and rules.
• Ensuring PDMPs incorporate available overdose/naloxone deployment data, including the United States Department of Transportation’s Emergency Medical Technician overdose database in a manner that complies with all relevant privacy and security laws and rules.
11 • Increasing electronic prescribing to prevent diversion or forgery. • Educating dispensers on appropriate opioid dispensing.

G. PREVENT MISUSE OF OPIOIDS
Support efforts to discourage or prevent misuse of opioids through evidencebased or evidence-informed programs or strategies that may include, but are not limited to, the following:
• Funding media campaigns to prevent opioid misuse.
• Corrective advertising or affirmative public education campaigns based on evidence.
• Public education relating to drug disposal.
• Drug take-back disposal or destruction programs.
• Funding community anti-drug coalitions that engage in drug prevention efforts.
• Supporting community coalitions in implementing evidence-informed prevention, such as reduced social access and physical access, stigma reduction—including staffing, educational campaigns, support for people in treatment or recovery, or training of coalitions in evidence-informed implementation, including the Strategic Prevention Framework developed by the U.S. Substance Abuse and Mental Health Services Administration (SAMHSA).
• Engaging non-profits and faith-based communities as systems to support prevention.
• Funding evidence-based prevention programs in schools or evidenceinformed school and community education programs and campaigns for students, families, school employees, school athletic programs, parentteacher and student associations, and others. • School-based or youth-focused programs or strategies that have demonstrated effectiveness in preventing drug misuse and seem likely to be effective in preventing the uptake and use of opioids. • Create or support community-based education or intervention services for families, youth, and adolescents at risk for OUD and any cooccurring SUD/MH conditions. • Support evidence-informed programs or curricula to address mental health needs of young people who may be at risk of misusing opioids or other drugs, including emotional modulation and resilience skills. • Support greater access to mental health services and supports for young people, including services and supports provided by school nurses, behavioral health workers or other school staff, to address mental health needs in young people that (when not properly addressed) increase the risk of opioid or another drug misuse.

H. PREVENT OVERDOSE DEATHS AND OTHERHARMS (HARM REDUCTION) Support efforts to prevent or reduce overdose deaths or other opioid-related harms through evidence-based or evidence-informed programs or strategies 12 that may include, but are not limited to, the following:
• Increased availability and distribution of naloxone and other drugs that treat overdoses for first responders, overdose patients, individuals with OUD and their friends and family members, schools, community navigators and outreach workers, persons being released from jail or prison, or other members of the general public.
• Public health entities providing free naloxone to anyone in the community.
• Training and education regarding naloxone and other drugs that treat overdoses for first responders, overdose patients, patients taking opioids, families, schools, community support groups, and other members of the general public.
• Enabling school nurses and other school staff to respond to opioid overdoses, and provide them with naloxone, training, and support. • Expanding, improving, or developing data tracking software and applications for overdoses/naloxone revivals.
• Public education relating to emergency responses to overdoses. • Public education relating to immunity and Good Samaritan laws. • Educating first responders regarding the existence and operation of immunity and Good Samaritan laws.
• Syringe service programs and other evidence-informed programs to reduce harms associated with intravenous drug use, including supplies, staffing, space, peer support services, referrals to treatment, fentanyl checking, connections to care, and the full range of harm reduction and treatment services provided by these programs.
• Expanding access to testing and treatment for infectious diseases such as HIV and Hepatitis C resulting from intravenous opioid use. • Supporting mobile units that offer or provide referrals to harm reduction services, treatment, recovery supports, health care, or other appropriate services to persons that use opioids or persons with OUD and any cooccurring SUD/MH conditions. • Providing training in harm reduction strategies to health care providers, students, peer recovery coaches, recovery outreach specialists, or other professionals that provide care to persons who use opioids or persons with OUD and any co- occurring SUD/MH conditions.
• Supporting screening for fentanyl in routine clinical toxicology testing.

Part III: Other Strategies
I. FIRST RESPONDERS
In addition to items in section C, D and H relating to first responders, support the following:
• Education of law enforcement or other first responders regarding appropriate practices and precautions when dealing with fentanyl or 13 other drugs.
• Provision of wellness and support services for first responders and others who experience secondary trauma associated with opioidrelated emergency events.

J. LEADERSHIP, PLANNING AND COORDINATION
Support efforts to provide leadership, planning, coordination, facilitations, training and technical assistance to abate the opioid epidemic through activities, programs, or strategies that may include, but are not limited to, the following:
• Statewide, regional, local or community regional planning to identify root causes of addiction and overdose, goals for reducing harms related to the opioid epidemic, and areas and populations with the greatest needs for treatment intervention services, and to support training and technical assistance and other strategies to abate the opioid epidemic described in this opioid abatement strategy list.
• A dashboard to (a) share reports, recommendations, or plans to spend opioid settlement funds; (b) to show how opioid settlement funds have been spent; (c) to report program or strategy outcomes; or (d) to track, share or visualize key opioid- or health-related indicators and supports as identified through collaborative statewide, regional, local or community processes.
• Invest in infrastructure or staffing at government or not-for-profit agencies to support collaborative, cross-system coordination with the purpose of preventing overprescribing, opioid misuse, or opioid overdoses, treating those with OUD and any co-occurring SUD/MH conditions, supporting them in treatment or recovery, connecting them to care, or implementing other strategies to abate the opioid epidemic described in this opioid abatement strategy list.
• Provide resources to staff government oversight and management of opioid abatement programs.

K. TRAINING
In addition to the training referred to throughout this document, support training to abate the opioid epidemic through activities, programs, or strategies that may include, but are not limited to, those that:
• Provide funding for staff training or networking programs and services to improve the capability of government, community, and not-for-profit entities to abate the opioid crisis.
• Support infrastructure and staffing for collaborative cross-system coordination to prevent opioid misuse, prevent overdoses, and treat those with OUD and any co- occurring SUD/MH conditions, or implement other strategies to abate the opioid epidemic described in this opioid abatement strategy list (e.g., health care, primary care, 14 pharmacies, PDMPs, etc.).

L. RESEARCH
Support opioid abatement research that may include, but is not limited to, the following:
• Monitoring, surveillance, data collection and evaluation of programs and strategies described in this opioid abatement strategy list. • Research non-opioid treatment of chronic pain.
• Research on improved service delivery for modalities such as SBIRT that demonstrate promising but mixed results in populations vulnerable to opioid use disorders.
• Research on novel harm reduction and prevention efforts such as the provision of fentanyl test strips.
• Research on innovative supply-side enforcement efforts such as improved detection of mail-based delivery of synthetic opioids. • Expanded research on swift/certain/fair models to reduce and deter opioid misuse within criminal justice populations that build upon promising approaches used to address other substances (e.g., Hawaii HOPE and Dakota 24/7).
• Epidemiological surveillance of OUD-related behaviors in critical populations, including individuals entering the criminal justice system, including, but not limited to approaches modeled on the Arrestee Drug Abuse Monitoring (ADAM) system.
• Qualitative and quantitative research regarding public health risks and harm reduction opportunities within illicit drug markets, including surveys of market participants who sell or distribute illicit opioids. • Geospatial analysis of access barriers to MAT and their association with treatment engagement and treatment outcomes.

City Council Staff Report
Department: CITY CLERK April 11, 2023
To: Mayor and City Council
From: Maria Alaniz, City Clerk/Human Resources Director Subject: Approval of City Council Meeting Minutes (MA)

RECOMMENDATION
Council to review and approve City Council meeting minutes of March 28, 2023 as presented.

EXECUTIVE SUMMARY
None.

OUTSTANDING ISSUES
None.

DISCUSSION
None.

FISCAL IMPACT
None.

PUBLIC HEARING
None required.

ATTACHMENTS:

Description
City Council Meeting Minutes, March 28, 2023

City Council Staff Report
Department: CITY MANAGER'S OFFICE April 11, 2023
To: Mayor and City Council
From: Maria Alaniz, City Clerk/Human Resources Director Subject:

Alta Historical Society Gold Level Sponsorship for the Spring Celebration Dinner (MA)

RECOMMENDATION
Council approve Gold Level sponsorship in the amount of $750 for the Alta Historical Society Spring Celebration Dinner and Auction event on April 15, 2023.

EXECUTIVE SUMMARY
The Alta District Historical Society holds an annual Spring Celebration Dinner and Auction to raise funds to maintain the facilities, grounds and operations of Dinuba's only historical museum. The city typically supports this annual event and staff recommends Council approve a Gold Level sponsorship in the amount of $750 for the 2023 Spring Celebration scheduled for Saturday, April 15, 2023.

OUTSTANDING ISSUES
None.

DISCUSSION
The Alta District Historical Society primary purpose is to encourage and promote the study of the history and culture of the surrounding areas. They collect, classify, and publish historical information, data facts and folklore with reference to the local area.

The Alta District Historical Society will host its annual Spring Celebration Dinner and Auction on Saturday, April 15, 2023. The event will raise funds to maintain the facilities, grounds and operations of Dinuba's only historical museum.

This year there are four (4) sponsorship levels, details of each sponsorship and formal request for sponsorship are attached herein as "Attachment A". Staff recommends that the Council approve a $750 Gold Level sponsorship for the annual Spring Celebration.

FISCAL IMPACT
The City's FY 2022-23 Community Grants/Miscellaneous Fund was budgeted at $10,000 for sponsorship requests such as these.

PUBLIC HEARING
None required.

ATTACHMENTS:

Description
A. Alta District Historical Society Sponsorship Request ��r,. DISTRICT IIlSTORICAL SOCIETY
.- - T"l"'T"'�s YOU TO A
------- ---------

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We appreciate your consideration of support of the Alta District Historical Society with a sponsorship or donation.

Below are the Monetary or In-kind Sponsorship Levels:

Platinum $1500
Full page Ad in Program, Banner on Stage, 8 dinner and 8 drink tickets Gold-$750
½ page Card Ad in Program, Banner, 4 dinner and 4 drink tickets Silver-$500
Business Card Ad in Program, Banner, 2 dinner and 2 drink tickets Bronze -$100
Business Card Ad In Program, Listing on Poster, 2 drink tickets Business Card Ad in Program - $50
Please provide a digital copy (JPEG format) of your business card or full page ad for our program by April 1st. If you don't have a digital copy, provide a business card ...

We also are looking for Silent Auction Items - Gift Baskets, Gift Certificates, ant 1 -
Merchandise. Any questions please call Alta District Historical Society at 559-51 1-2144 or Email us at [email protected] or Call Sandy Sills 559-972-3873 for pil , up or if you plan to drop off items at ADHS. We would like to have items by April 7 th• <f'/,.anlc
11-011.!
Attachment 'A'

City Council Staff Report
Department: CITYATTORNEY April 11, 2023
To: Mayor and City Council
From: David Yanez, City Attorney
Subject:

Resolution No. 2023-23 Authorization of City of Dinuba's Participation in New 2022 Opioid Settlements and Reallocation of Settlement Payments to Tulare County for Opioid Abuse Abatement (DY)

RECOMMENDATION
City Council to take the following actions by one motion and one vote:

1. Adopt Resolution 2023-23 authorizing City Manager or his designee to execute new national Opioid settlement participation forms to allow the City of Dinuba to receive—via direct payments or reallocation to Tulare County—settlement payments from proposed settlements with manufacturers Teva and Allergan and chain pharmacies CVS, Walgreens, and Walmart.

EXECUTIVE SUMMARY
In late 2022, five new proposed national opioid settlements were reached with Teva, Allergan, CVS, Walgreens, and Walmart. These cases are in addition to the opioid settlement reached with Johnson and Johnson on July 21, 2021. The city must choose whether to participate in these new settlements and provide notice by April 18, 2023. Participation in the settlements means that the city would waive any claims against the above companies and be eligible to receive a share of the settlement proceeds. City staff recommends that City Council grant the above stated authorizations by adopting Resolution 2023-23.

OUTSTANDING ISSUES
None.

DISCUSSION
In late 2022, California Attorney General Rob Bonta announced proposed settlements with opioid manufacturers Teva and Allergan for up to $6.6 billion and chain pharmacies CVS, Walgreens, and Walmart for up to $13.8 billion. California stands to receive up to $1.8 billion in abatement funding from these settlements. Like the 2021 Johnson & Johnson and Opioid Distributors settlements, local government support and sign-on is required to maximize the amount coming to our communities.

Also, eligible cities may elect to receive direct payment or have their allocated share go to the county in which they are located.

The support and participation in these new settlements is critical to California maximizing the amount received from the defendants. The majority of abatement funds (85%) will go directly to cities and counties, and any funds left on the table go back to the defendants. Assuming maximum participation, these new settlements require:

Teva to pay up to $3.34 billion over 13 years and to provide either $1.2 billion of its generic version of the drug Narcan over 10 years or $240 million of cash in lieu of product, as each state may elect.

Allergan to pay up to $2.02 billion over 7 years.

CVS to pay up to $4.90 billion over 10 years. Walgreens to pay up to $5.52 billion over 15 years. Walmart to pay up to $2.74 billion in 2023, and all payments to be made within 6 years.

The 2021 and 2022 National Settlements are the culmination of many years of intense negotiations among representatives of the State Attorneys General, the courtappointed Plaintiffs’ Executive Committee and Negotiation Committee, which are comprised of lawyers in the National Prescription Opiate MDL who represent subdivisions, and counsel to the Settling Defendants.

Staff is recommending that the City Council adopt Resolution No. 2023-23 enclosed herein as Attachment 'A' authorizing the City of Dinuba to receive direct payments and re-allocate its share of settlement payments from this new settlement agreement to the County of Tulare similar to the settlement payments received from the Johnson and Johnson settlement. Again, the settlement payments are expected to be small, and staff is recommending that these funds be transferred to the County of Tulare.

The city does not have the staff or expertise to meet the state requirements relative to implementing programs and activities aimed at preventing opioid abuse. Tulare County through the Health and Human Services Department is better suited to utilize these funds for the stated purpose.

More information on these settlements can be found at the California Attorney General’s webpage at https://oag.ca.gov/opioids and at https://nationalopioidsettlement.com/.

FISCAL IMPACT
At this time, the City of Dinuba’s settlement allocation percentage is unknown due to the undetermined number of local governments participating in the settlement.

PUBLIC HEARING
None required.

ATTACHMENTS:

Description
A. Resolution 2023-XX Authorization of City Council for City's Participation in New 2022 Opioid Settlements and Reallocation of Settlement Payments to Tulare County for Opioid Abuse Abatement
1 Attachment “A”
RESOLUTION NO. 2023-XX

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF DINUBA
AUTHORIZATION OF CITY COUNCIL FOR CITY’S PARTICIPATION IN NEW 2022

OPIOID SETTLEMENTS AND REALLOCATION OF SETTLEMENT PAYMENTS

TO TULARE COUNTY FOR OPIOID ABUSE ABATEMENT
WHEREAS, for many years the Opioid epidemic has been a public health crisis in the United States of America which has exacted a staggering toll on the lives and wellbeing of millions of its people and communities; and
WHEREAS, states and local governments sued the major distributors, manufacturers, and chain pharmacies of prescription Opioid drugs in federal court to seek compensation for the significant costs borne by local governments due to drug abuse in the community and their subsequent abatement and response efforts; and
WHEREAS, in late 2022, California Attorney General, Rob Bonta, announced proposed settlements with opioid manufacturers Teva and Allergan for up to $6.6 billion and chain pharmacies CVS, Walgreens, and Walmart for up to $13.8 billion and the State of California stands to receive up to $1.8 billion in abatement funding from these settlements; and WHEREAS, previously, on December 14, 2021, the City Council of the City of Dinuba adopted Resolution 2021-56 authorizing the City’s participation in two previous settlements with Opioid manufacturer, Johnson & Johnson, and Opioid distributors; and WHEREAS, the governing settlement agreements allow cities to reallocate its share settlement payments to the County in which it sits and for the purpose of county wide opioid drug abuse abatement; and
WHEREAS, upon review of the State of California, Department of Health Care Services’ (DHCS) Guidelines for Allowable Expenditures, City staff believe that it would be impractical and a significant burden for the City of Dinuba to create opioid abuse prevention programs and track and monitor each allowable expenditure and comply with the resulting reporting requirements.

NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of Dinuba adopts and authorizes:

1. Resolution 2023- XX authorizing the City Manager or his designee to execute new national Opioid settlement participation forms to allow the City of Dinuba to receive 2 settlement payments from proposed settlements with manufacturers Teva and Allergan and chain pharmacies CVS, Walgreens, and Walmart.

PASSED and ADOPTED this 11th day of April, 2023 by the following vote:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ATTEST:
____________________________
Mayor, City of Dinuba
Maribel Reynosa
__________________________
City Clerk, City of Dinuba
Maria Alaniz
City Council Staff Report
Department: CITY MANAGER'S OFFICE April 11, 2023
To: Mayor and City Council
From: Maria Alaniz, City Clerk/Human Resources Director Subject:

Silver Level Sponsorship for the Dinuba Lions Club Annual Signature Fundraiser to be held on Saturday, Apri 29, 2023.(MA)

RECOMMENDATION
Council approve Silver Level Sponsorship for the Dinuba Lyons Club Annual Dinner Fundraiser in the amount of $500.

EXECUTIVE SUMMARY
The Dinuba Lions Club will hold their annual fundraiser on Saturday, April 29, 2023.

The Dinuba Lions Club submitted a letter requesting a donation of $500 to support their annual signature fundraiser.

OUTSTANDING ISSUES
None.

DISCUSSION
The Dinuba Lions Club has served the community of Dinuba since 1947. The Dinuba Lions Club on the local level supports:

Scholarships awards for High School Seniors
School and youth, such as free eyeglasses to students, FFA and other student clubs, numerous Dinuba recreation sports teams
Community assistance, such as assist local non-profits like Open Gate, Dawning's and Youth for Christ
Leo Club for development of Leadership and Service in school-age youth The Dinuba Lions Club will host A Night with Dave Stamey on Saturday, April 29, 2023.

There is four (4) sponsorship levels and details of each sponsorship level and a formal request for sponsorship are attached herein as 'Attachment A' Staff recommends that the Council approve the $500 Silver level sponsorship to support their annual signature fundraiser.

FISCAL IMPACT
The City's FY 2022-23 Community Grants/Miscellaneous Fund was budgeted at $10,000 for sponsorship request such as these.

PUBLIC HEARING
None required.

ATTACHMENTS:

Description
A. Dinuba Lions Club Sponsorship Request
Attachment 'A'

City Council Staff Report
Department: CITY MANAGER'S OFFICE April 11, 2023
To: Mayor and City Council
From: Maria Alaniz, City Clerk/Human Resources Director Subject: Cancellation of City Council Meeting on April 25, 2023 (MA)

RECOMMENDATION
Council to consider cancellation of the City Council meeting scheduled for April 25, 2023.

EXECUTIVE SUMMARY
Mayor Reynosa, Vice Mayor Nerio-Guerrero, and Council Member Launer will be attending the San Joaquin Valley Policy Conference in Manteca, CA on April 24 through April 26 and will not be in town for the regularly scheduled City Council meeting scheduled for April 25, 2023. Therefore, the City Council is being asked to cancel the April 25, 2023 Council meeting.

OUTSTANDING ISSUES
None.

DISCUSSION
Mayor Reynosa, Vice Mayor Nerio-Guerrero, and Council Member Launer will be attending the San Joaquin Valley Policy Conference in Manteca, CA from Monday, April 24, 2023, to Wednesday, April 26, 2023. The regular City Council meeting is on April 25, 2023. The City Council may wish to cancel this meeting due to lack of a quorum.

Staff does not anticipate any major agenda items for the April 25, 2024 meeting. However, if a need arises to have a second meeting in April staff will advise the City Council and coordinate a special meeting either before or after the week of April 24, 2023.

FISCAL IMPACT
None.

PUBLIC HEARING
None required.

City Council Staff Report
Department: FINANCE SERVICES April 11, 2023
To: Mayor and City Council
From: Karina Solis, Administrative Services Director
By: Maria Alaniz, City Clerk/Human Resources Director
Subject: Warrant Register March 31, 2023 (KS)

RECOMMENDATION
Council to review and approve the Warrant Register as presented.

EXECUTIVE SUMMARY
None.

OUTSTANDING ISSUES
None.

DISCUSSION
None.

FISCAL IMPACT
None.

PUBLIC HEARING
None required.

ATTACHMENTS:

Description
WR 03.31.2023
Invoice Number Invoice Description Status Held Reason Invoice Date Due Date G/L Date Received Date Payment Date Invoice Net Amount Vendor 263 - Advantek Benefit Administrators
03/24/2023 03/24/2023 Funding Request Paid by Check #41031 03/24/2023 03/31/2023 03/31/2023 03/31/2023 62,925.85 Vendor 263 - Advantek Benefit Administrators Totals Invoices 1 $62,925.85 Vendor 21 - Aramark Uniform Services Inc.
5031165345 Fy 22/23-Parks-Uniforms for the
week of 3/22/23
Paid by Check #41032 03/22/2023 03/31/2023 03/31/2023 03/23/2023 03/31/2023 75.90 Vendor 21 - Aramark Uniform Services Inc. Totals Invoices 1 $75.90 Vendor 17 - AT&T
939105447503/23 CS Telephone 02/10/23-03/09/23 Paid by Check #41033 03/10/2023 03/31/2023 03/31/2023 03/31/2023 24.51 939106901203/23 Sportsplex - Telephone 02/10/23-
03/09/23
Paid by Check #41035 03/10/2023 03/31/2023 03/31/2023 03/31/2023 68.25 939105474403/23 CS Telephone 02/11/23-03/10/23 Paid by Check #41034 03/11/2023 03/31/2023 03/31/2023 03/31/2023 366.57 Vendor 17 - AT&T Totals Invoices 3 $459.33
Vendor 65 - Banner Pest Control
209857 PD - Removal of Pigeons -
Downtown
Paid by Check #41036 03/01/2023 03/31/2023 03/31/2023 03/31/2023 75.00 210026 PD - Removal of Pigeons -
Downtown
Paid by Check #41036 03/13/2023 03/31/2023 03/31/2023 03/31/2023 75.00 Vendor 65 - Banner Pest Control Totals Invoices 2 $150.00 Vendor 1826 - Bouncing Off the Walls, INC
22-026 FY 22/23-SE-Rental of bounce
house for S.Fling 4/1/23
Paid by Check #41037 03/23/2023 03/31/2023 03/31/2023 03/24/2023 03/31/2023 250.00 Vendor 1826 - Bouncing Off the Walls, INC Totals Invoices 1 $250.00 Vendor 232 - Courier Printing and Village Printer
C26534 BUSINESS CARDS-Reynosa Paid by Check #41038 03/29/2023 03/31/2023 03/31/2023 03/31/2023 55.07 Vendor 232 - Courier Printing and Village Printer Totals Invoices 1 $55.07 Vendor 1651 - Deere Credit, Inc.
2757034 Fy 22/23-Parks-Final lease pymnt
on John Deere tractor
Paid by Check #41039 03/10/2023 03/31/2023 03/31/2023 03/15/2023 03/31/2023 8,029.57 Vendor 1651 - Deere Credit, Inc. Totals Invoices 1 $8,029.57 Vendor 1920 - Desmond & Louis, Inc
PIO0914152023 PD - PIO Training for First
Responders - E. Trevino & T.

Ashford
Paid by Check #41040 03/22/2023 03/31/2023 03/31/2023 03/31/2023 850.00 Vendor 1920 - Desmond & Louis, Inc Totals Invoices 1 $850.00 Vendor 30 - Dinuba Chamber of Commerce
Earth Day 2023 Sponsorship Earth Day Golf
Tournament Event 2023
Paid by Check #41041 03/29/2023 03/31/2023 03/31/2023 03/31/2023 1,000.00 Run by Rosemary Silva on 03/31/2023 02:00:49 PM Page 1 of 5 Accounts Payable Invoice Report
Payment Date Range 03/25/23 - 03/31/23
Report By Vendor - Invoice
Summary Listing
Invoice Number Invoice Description Status Held Reason Invoice Date Due Date G/L Date Received Date Payment Date Invoice Net Amount Vendor 30 - Dinuba Chamber of Commerce Totals Invoices 1 $1,000.00 Vendor 341 - Dinuba Tires LLC
075408 Fy 22/23-Parks-Repair on a flat Paid by Check #41042 03/23/2023 03/31/2023 03/31/2023 03/24/2023 03/31/2023 20.00 Vendor 341 - Dinuba Tires LLC Totals Invoices 1 $20.00
Vendor 200 - Dinuba Unified School District
653 Fy 22/23-Sports Prog-Basketball
22-23-Supplies
Paid by Check #41043 03/13/2023 03/31/2023 03/31/2023 03/21/2023 03/31/2023 203.02 Vendor 200 - Dinuba Unified School District Totals Invoices 1 $203.02 Vendor 35 - Federal Express Corporation
8-071-78992 PD - Shipment Service Charges /
Sgt. Robison
Paid by Check #41044 03/17/2023 03/31/2023 03/31/2023 03/31/2023 113.22 Vendor 35 - Federal Express Corporation Totals Invoices 1 $113.22 Vendor 1244 - Fire Apparatus Solutions
FAS-PP064349 Smeal 105' Aerial Paid by Check #41045 02/08/2023 03/31/2023 03/31/2023 03/31/2023 1,323,521.00 Vendor 1244 - Fire Apparatus Solutions Totals Invoices 1 $1,323,521.00 Vendor 252 - Geil Enterprises, Inc.
428841 PD - April-June 2023 / Entre
Access Software Support
Paid by Check #41046 04/01/2023 03/31/2023 03/31/2023 03/31/2023 96.00 Vendor 252 - Geil Enterprises, Inc. Totals Invoices 1 $96.00 Vendor 1588 - Jonathan Gonzalez
S-223 Fireline Educational Reimbursement Paid by Check #41047 03/01/2023 03/31/2023 03/31/2023 03/31/2023 398.00 ACLS Reimbursement Paid by Check #41047 03/27/2023 03/31/2023 03/31/2023 03/31/2023 158.00 Vendor 1588 - Jonathan Gonzalez Totals Invoices 2 $556.00 Vendor 1921 - Imagine Court Reporting
72090 Eagle Fire and Water V City of
Dinuba
Paid by Check #41048 09/06/2022 03/31/2023 03/31/2023 03/31/2023 2,003.65 74922 Eagle Fire and Water v City of
Dinuba
Paid by Check #41048 10/18/2022 03/31/2023 03/31/2023 03/31/2023 759.15 75009 Eagle Fire and Water v City of
Dinuba
Paid by Check #41048 10/20/2022 03/31/2023 03/31/2023 03/31/2023 1,560.06 76428 Eagle Fire and Water v City of
Dinuba
Paid by Check #41048 11/17/2022 03/31/2023 03/31/2023 03/31/2023 492.30 Vendor 1921 - Imagine Court Reporting Totals Invoices 4 $4,815.16 Vendor 1403 - Kings Industrial Occupational Medical Center, Inc. 181497 SERVICE MONTH FEBRUARY 2023 Paid by Check #41049 03/09/2023 03/31/2023 03/31/2023 03/31/2023 1,975.34 Vendor 1403 - Kings Industrial Occupational Medical Center, Inc. Totals Invoices 1 $1,975.34 Vendor 281 - Law and Associates Investigations
Run by Rosemary Silva on 03/31/2023 02:00:49 PM Page 2 of 5 Accounts Payable Invoice Report
Payment Date Range 03/25/23 - 03/31/23
Report By Vendor - Invoice
Summary Listing
Invoice Number Invoice Description Status Held Reason Invoice Date Due Date G/L Date Received Date Payment Date Invoice Net Amount 23-066 PD - Background / Reserve Police
Officer J. Vasquez
Paid by Check #41050 03/24/2023 03/31/2023 03/31/2023 03/31/2023 700.00 Vendor 281 - Law and Associates Investigations Totals Invoices 1 $700.00 Vendor 449 - Les Schwab Tire Centers of Central California 55100306877 E-231 Tires Paid by Check #41051 03/22/2023 03/31/2023 03/31/2023 03/31/2023 1,776.99 Vendor 449 - Les Schwab Tire Centers of Central California Totals Invoices 1 $1,776.99 Vendor 1723 - Matson Alarm Co, Inc.
3482139 405 E El Monte Way 04/01/23-
04/30/23
Paid by Check #41052 04/01/2023 03/31/2023 03/31/2023 03/31/2023 43.00 Vendor 1723 - Matson Alarm Co, Inc. Totals Invoices 1 $43.00 Vendor 160 - Mid Valley Publishing Inc.
0012685 03/21/23 Membership Renewal Dinuba City
Hall Cashiers
Paid by Check #41053 03/21/2023 03/31/2023 03/31/2023 03/31/2023 30.00 Vendor 160 - Mid Valley Publishing Inc. Totals Invoices 1 $30.00 Vendor 899 - NBS
202303-1408 Professional Services 04/01/2023-
06/30/2023 CFD 2018-1
Paid by Check #41054 03/20/2023 03/31/2023 03/31/2023 03/31/2023 1,255.37 202303-1427 Professional Services 04/01/2023-
06/30/2023
Paid by Check #41054 03/20/2023 03/31/2023 03/31/2023 03/31/2023 7,469.90 Vendor 899 - NBS Totals Invoices 2 $8,725.27
Vendor 142 - Office Depot BSD
301197675001 Fy 22/23-Dept Office supplies Paid by Check #41055 03/13/2023 03/31/2023 03/31/2023 03/23/2023 03/31/2023 280.70 303423924001 Fy 22/23-CS-Office supplies for
front office
Paid by Check #41055 03/14/2023 03/31/2023 03/31/2023 03/23/2023 03/31/2023 106.13 Vendor 142 - Office Depot BSD Totals Invoices 2 $386.83 Vendor 76 - Pacific Gas & Electric
3166578419003/23 3007 W KAMM AVE 02/16/23-
02/28/23
Paid by Check #41061 03/20/2023 03/31/2023 03/31/2023 03/31/2023 28.34 1557710974503/23 1851 E KAMM AVE 02/09/23-
3/12/23
Paid by Check #41056 03/14/2023 03/31/2023 03/31/2023 03/31/2023 1,801.37 4323390246903/23 CITRUS HEIGHTS VENTURA AND
O 02/15/23-03/16/23
Paid by Check #41057 03/16/2023 03/31/2023 03/31/2023 03/31/2023 69.94 8543598174203/23 L & L 02/15/23-03/16/23 Paid by Check #41058 03/16/2023 03/31/2023 03/31/2023 03/31/2023 191.40 9018373735303/23 L & L DUNMORE HOMES VISCAYA
1 AT SAGINA 02/15/23-03/16/23
Paid by Check #41059 03/16/2023 03/31/2023 03/31/2023 03/31/2023 1,025.16 9196176758803/23 L & L SIERRA WAY AND BUENA
VISTA AVE 02/15/23-03/16/23
Paid by Check #41060 03/16/2023 03/31/2023 03/31/2023 03/31/2023 92.24 0915078178003/23 PW 02/15/23-03/16/23 Paid by Check #41062 03/16/2023 03/31/2023 03/31/2023 03/31/2023 1,457.76 5949665550303/23 6675 AVE 412 02/16/23-03/19/23 Paid by Check #41063 03/21/2023 03/31/2023 03/31/2023 03/31/2023 26.29 6744215678103/23 6675 AVE 412 02/16/23-03/19/23 Paid by Check #41064 03/22/2023 03/31/2023 03/31/2023 03/31/2023 5,095.83 Run by Rosemary Silva on 03/31/2023 02:00:49 PM Page 3 of 5 Accounts Payable Invoice Report
Payment Date Range 03/25/23 - 03/31/23
Report By Vendor - Invoice
Summary Listing
Invoice Number Invoice Description Status Held Reason Invoice Date Due Date G/L Date Received Date Payment Date Invoice Net Amount Vendor 76 - Pacific Gas & Electric Totals Invoices 9 $9,788.33 Vendor 7 - Pena's Disposal Services
724843 Fy 22/23-Parks-Disposal service
for Vuich park
Paid by Check #41065 03/20/2023 03/31/2023 03/31/2023 03/23/2023 03/31/2023 330.62 Vendor 7 - Pena's Disposal Services Totals Invoices 1 $330.62 Vendor 1922 - Jeremiah Reynoso
03/27/2023 Reimb Medical Screening fee Paid by Check #41066 03/27/2023 03/31/2023 03/31/2023 03/31/2023 27.00 Vendor 1922 - Jeremiah Reynoso Totals Invoices 1 $27.00 Vendor 1161 - Jacqueline L. Ryle Ph.D.
03/16/2023 Goal Strategies workshop
03/10/2023
Paid by Check #41067 03/16/2023 03/31/2023 03/31/2023 03/31/2023 450.00 Vendor 1161 - Jacqueline L. Ryle Ph.D. Totals Invoices 1 $450.00 Vendor 1447 - Monte Sylvester
April 2023 Anthem Reimb 04/01/2023-
04/30/2023
Paid by Check #41068 03/28/2023 03/31/2023 03/31/2023 03/31/2023 331.93 Vendor 1447 - Monte Sylvester Totals Invoices 1 $331.93 Vendor 189 - Terminix International
430988131 PD - Pest Control Service Paid by Check #41069 03/08/2023 03/31/2023 03/31/2023 03/31/2023 69.00 Vendor 189 - Terminix International Totals Invoices 1 $69.00 Vendor 311 - Top Dog Training Center
1681 PD - K9 Enzo / Maintenance
Training
Paid by Check #41070 03/26/2023 03/31/2023 03/31/2023 03/31/2023 90.00 Vendor 311 - Top Dog Training Center Totals Invoices 1 $90.00 Vendor 273 - US Bank
496937731 PD - Copiers Lease Paid by Check #41071 03/19/2023 03/31/2023 03/31/2023 03/31/2023 907.08 Vendor 273 - US Bank Totals Invoices 1 $907.08
Vendor 354 - Verizon Wireless
9930128295 Administration 02/15/23-03/14/23 Paid by Check #41075 03/14/2023 03/31/2023 03/31/2023 03/31/2023 127.00 9930128296 CM & Council 02/15/23-03/14/23 Paid by Check #41074 03/14/2023 03/31/2023 03/31/2023 03/31/2023 309.57 9930025623 March 2023 Paid by Check #41073 03/12/2023 03/31/2023 03/31/2023 03/31/2023 336.19 9930128293 Fy 22/23-Dept. cell phone bill Paid by Check #41072 03/14/2023 03/31/2023 03/31/2023 03/24/2023 03/31/2023 1,049.68 Vendor 354 - Verizon Wireless Totals Invoices 4 $1,822.44 Vendor 14 - W & E Electric
2212061 Court House Parking Lot Lights Paid by Check #41076 12/15/2022 03/31/2023 03/31/2023 03/31/2023 100.00 Vendor 14 - W & E Electric Totals Invoices 1 $100.00
Vendor Kaiser Permanente
Run by Rosemary Silva on 03/31/2023 02:00:49 PM Page 4 of 5 Accounts Payable Invoice Report
Payment Date Range 03/25/23 - 03/31/23
Report By Vendor - Invoice
Summary Listing
Invoice Number Invoice Description Status Held Reason Invoice Date Due Date G/L Date Received Date Payment Date Invoice Net Amount 22-3247 Overpayment Run #22-3247 Paid by Check #41077 03/27/2023 03/31/2023 03/31/2023 03/31/2023 1,920.10 Vendor Kaiser Permanente Totals Invoices 1 $1,920.10
Vendor Kings River Quilters Guild
Refund fees Fy 22/23-Multipurpose room
indoor rental refund for 3/11/23
Paid by Check #41078 03/20/2023 03/31/2023 03/31/2023 03/20/2023 03/31/2023 701.00 Vendor Kings River Quilters Guild Totals Invoices 1 $701.00 Grand Totals Invoices 55 $1,433,295.05
Run by Rosemary Silva on 03/31/2023 02:00:49 PM Page 5 of 5 Accounts Payable Invoice Report
Payment Date Range 03/25/23 - 03/31/23
Report By Vendor - Invoice
Summary Listing
City Council Staff Report
Department: FINANCE SERVICES April 11, 2023
To: Mayor and City Council
From: Karina Solis, Administrative Services Director
By: Jacqueline Lopez, Fiscal Analyst I
Subject:

Public Hearing to Consider Resolution No. 2023-21 Approving Annual Review and Adjustment to Fees, Charges and Fines (KS)

EXECUTIVE SUMMARY
The City of Dinuba retained Willdan Financial Services to conduct a comprehensive User Fee Study to evaluate all city charges and fees assessed for providing a variety of city services. The firm completed their review and is recommending adjustments to certain charges and user fees. The Council must conduct a public hearing before approving Resolution No. 2023-21 adopting the proposed fees as contained in the User Fee Study.

OUTSTANDING ISSUES
None.

DISCUSSION
Local governments adopt user fees to cover the cost of providing certain public services primarily benefitting specific users. The City of Dinuba adopted Ordinance No. 92-10 on June 23, 1992, establishing user fees for a variety of city services. The fees included an annual increase tied to the Consumer Price Index in order to keep up with inflation. However, many of the fees have not been reviewed and adjusted since 1992 except for certain fees charged by Public Works, Building, Engineering and Planning services. The fees for these services were update in November 2015 following a comprehensive User Fee Study prepared by an outside consultant.

In order to ensure user fees, charges and fines reflect the true cost of providing specific services to the end-user, staff retained Wildan Financial Services to prepare a comprehensive User Fee Study of all city-wide fees. A User Fee Study is used as the basis to calculate and set fees to recover the full cost of providing city services; and to make findings that the fees reflect a reasonable estimate of the cost of providing the applicable services. User fees cannot be set in excess of the cost of service.

Wildan Financial Services completed its analysis of user fees based on the full cost of providing city services, including direct salaries and benefits of City staff, direct departmental costs, and indirect costs from central service support. The scope of the study encompassed a review and calculation of the user fees charged by the following Dinuba departments: Engineering & Planning, Building, Community Services, Public Works, Police, Fire, and Ambulance Services.

The total cost of each service included in the analysis is based on the Fully Burdened Hourly Rates (FBHRs) that were determined for city personnel directly involved in providing services such as, but not limited, to salaries and benefits, operating costs, administrative support, and overhead costs. Again, the user fees included in the study are based on hard costs associated with providing the specific services to the public.

A copy of the User Fee Study is enclosed as Exhibit 1 to the Resolution.

Staff is recommending that the City Council adopt Resolution No. 2023-21 enclosed herein as Attachment 'A' approving the User Fee Study prepared by Wildan Financial Services.

FISCAL IMPACT
As presented in this item, the City will be reimbursed for more of its cost in providing municipal services; however, the ultimate fiscal impact will be determined by the cost recovery method that is authorized by council.

PUBLIC HEARING
A notice of the hearing was published in the Mid-Valley Times and on the City’s Website.

ATTACHMENTS:

Description
A. Resolution 2023-21 and Exhibit "1" User Fee Study
RESOLUTION 2023-21

A RESOLUTION OF THE CITY COUNCIL OF THE

CITY OF DINUBA, CALIFORNIA

AMENDING VARIOUS RESOLUTIONS WHICH SET

FEES, CHARGES, AND FINES FOR CITY SERVICES
WHEREAS, the City of Dinuba has conducted an extensive analysis of its services, the costs reasonably borne of providing those services, the beneficiaries of those services, and the revenues produced by those paying fines, fees and charges for special services; and, WHEREAS, the City wishes to comply with both the letter and the spirit of Article XIIB of the California Constitution and limit the growth of taxes; and WHEREAS, the City has adopted Ordinance 92-10 establishing its policy as to the recovery of costs reasonably borne to be recovered from users of City services; and WHEREAS, pursuant to Government Code Section 54994.1 the specific fees and fines to be charged for services must be adopted by the City Council by Resolution, after providing notice and holding a public hearing; and
WHEREAS, notice of public hearing has been provided per Government Code Section 6062A, oral and written presentations have been made and received, a general explanation of the hereinafter contained schedule of fees, charges and fines has been published as required, and the required public hearing held; and
WHEREAS, it is the intention of the City Council to develop a revised schedule of fees, charges and fines based on the City’s budgeted and projected costs reasonably borne; and WHEREAS, Resolution 98-08, adopted by the City Council on March 24, 1998, did declare the intent of the City Council to be that all fees, charges, and fines included in this schedule be reviewed at least annually and adjusted accordingly; and WHEREAS, all requirements of California Government Code Sections 66016 and 66018 are hereby found to have been complied with;
WHEREAS, Willdan Financial Services (Willdan) prepared an analysis of the City’s fees, as reflected on the attached Exhibit ‘1’;

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF DINUBA, CALIFORNIA, DOES RESOLVE, DETERMINE, AND ORDER AS FOLLOWS:

The changes to the fee schedule enclosed herein as Exhibit‘1’ shall be in effect commencing July 1, 2023, and shall remain in effect until change or amended by the City Council. All other existing and approved fees, charges and fines will remain at their approved rates.

Attachment 'A'
PASSED, APPROVED, AND ADOPTED this 11th day of April 2023 by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:
________________________
Mayor
ATTEST:
______________________________
City Clerk
City of Dinuba
User Fee Study
Exhibit '1'
i Comprehensive User Fee Study

TABLE OF CONTENTS
TABLE OF CONTENTS ................................................................................................. i Executive Summary .................................................................................................. 1 User Fee Background ............................................................................................... 2 Background .................................................................................................................................................. 2 California User Fee History .......................................................................................................................... 2 Additional Policy Considerations ................................................................................................................. 3 Study Objective ....................................................................................................... 4 Scope of the Study ....................................................................................................................................... 4 Aim of the Report......................................................................................................................................... 5 Project Approach and Methodology ........................................................................... 6 Conceptual Approach................................................................................................................................... 6 Fully Burdened Hourly Rates........................................................................................................................ 6 Summary Steps of the Study ........................................................................................................................ 7 Allowable Costs ............................................................................................................................................ 7 Methodology ................................................................................................................................................ 8 Quality Control/Quality Assurance .............................................................................................................. 8 Reasons for cost increases/decreases over current fees............................................................................. 8 City Staff Contributions ................................................................................................................................ 9 Dinuba User Fees ................................................................................................... 10 Cost Recovery............................................................................................................................................. 10 Subsidization .............................................................................................................................................. 10 Impact on Demand (Elasticity) ................................................................................................................... 11 Summary .................................................................................................................................................... 11 Engineering and Planning ....................................................................................... 12 Analysis ...................................................................................................................................................... 12 Building ................................................................................................................ 13 Analysis ...................................................................................................................................................... 13 Community Services ............................................................................................. 14 Analysis ...................................................................................................................................................... 14 Public Works ......................................................................................................... 15 ii Comprehensive User Fee Study
Analysis ...................................................................................................................................................... 15 Police ................................................................................................................... 16 Analysis ...................................................................................................................................................... 16 Fire ...................................................................................................................... 17 Analysis ...................................................................................................................................................... 17 Appendix A – Total Allowable Cost to be Recovered .................................................. 18 Appendix B – Fully Burdened Hourly Rates ............................................................... 19 Appendix C – Cost Recovery Analysis ....................................................................... 22 1 Comprehensive User Fee Study
Executive Summary
The City of Dinuba engaged Willdan Financial Services (Willdan) to determine the full costs incurred by the City to support the various activities for which the City charges user fees. Due to the complexity and the breadth of performing a comprehensive review of fees, Willdan employed a variety of fee methodologies to identify the full costs of individual fee and program activities. This report and the appendices herein identifies 100% full cost recovery for City services and the recommended level of recovery as determined through discussion with departmental staff.

The reality of the local government fee environment is that significant increases to achieve 100% cost recovery can often not be feasible, desirable, or appropriate depending on policy direction —particularly in a single year. The recommended fees identified herein are either at or less than full cost recovery.

2 Comprehensive User Fee Study
User Fee Background
Background
As part of a general cost recovery strategy, local governments adopt user fees to fund programs and services that provide limited or no direct benefit to the community as a whole. As cities struggle to maintain levels of service and variability of demand, they have become increasingly aware of subsidies provided by the General Fund and have implemented cost-recovery targets. To the extent that governments use general tax monies to provide individuals with private benefits, and not require them to pay the full cost of the service (and, therefore, receive a subsidy), the government is limiting funds that may be available to provide other community-wide benefits. In effect, the government is using community funds to pay for private benefit. Unlike most revenue sources, cities have more control over the level of user fees they charge to recover costs, or the subsidies they can institute.

Fees in California are required to conform to the statutory requirements of the California Constitution, Proposition 218, and the California Code of Regulations. The Code also requires that the City Council adopt fees by either ordinance or resolution, and that any fees in excess of the estimated total cost of rendering the related services must be approved by a popular vote of two-thirds of those electors voting because the charge would be considered a tax and not a fee.

California User Fee History
Before Proposition 13, California cities were less concerned with potential subsidies and recovering the cost of their services from individual fee payers. In times of fiscal shortages, cities simply raised property taxes, which funded everything from police and recreation to development-related services. However, this situation changed with the passage of Proposition 13 in 1978.

Proposition 13 established the era of revenue limitation in California local government. In subsequent years, the state saw a series of additional limitations to local government revenues. Proposition 4 (1979) defined the difference between a tax and a fee: a fee can be no greater than the cost of providing the service; and Proposition 218 (1996) further limited the imposition of taxes for certain classes of fees. As a result, cities were required to secure a supermajority vote in order to enact or increase taxes. Since the public continues to resist efforts to raise local government taxes, cities have little control and very few successful options for new revenues. Compounding this limitation, the State of California took a series of actions in the 1990’s and 2000’s to improve the State’s fiscal situation—at the expense of local governments. As an example, in 2004-05, the Educational Revenue Augmentation Funds (“ERAF”) take-away of property taxes and the reduction of Vehicle License Fees have severely reduced local tax revenues.

In addition, on November 2, 2010, California voters approved Proposition 26, the “Stop Hidden Taxes Initiative”, which is aimed at defining “regulatory fees” as a special tax rather than a fee, thus requiring approval by two-thirds vote of local voters. These regulatory fees are typically intended to mitigate the societal and environmental impacts of a business or person’s activities. Proposition 26 contains seven categories of exceptions. The fees analyzed as part of this study fell under categories one through five consisting of charges for specific benefits, government service, regulatory need, for use of government property, or a fine/penalty.
3 Comprehensive User Fee Study
Additional Policy Considerations
The recent trend for municipalities is to update their fee schedules to reflect the actual costs of certain public services primarily benefitting users. User Fees recover costs associated with the provision of specific services benefiting the user, thereby reducing the use of General Fund monies for such purposes.

In addition to collecting the direct cost of labor and materials associated with processing and administering user services, it is common for local governments to recover support costs. Support costs are those costs relating to a local government’s central service departments that are properly allocable to the local government’s operating departments. Central services support cost allocations were incorporated using the resulting indirect overhead percentages determined through the Cost Allocation Plan. This plan was developed prior to the User Fee study to determine the burden placed upon central services by the operating departments in order to allocate a proportionate share of central service cost.

As labor effort and costs associated with the provision of services fluctuate over time, a significant element in the development of any fee schedule is that it has the flexibility to remain current. Therefore, it is recommended that the City include an inflationary factor in the resolution adopting the fee schedule to allow the City Council, by resolution, to annually increase or decrease the fees.

The City may employ many different inflationary factors. The most commonly used inflator is some form of the Consumer Price Index (CPI) as it is widely well known and accepted. A similar inflator is the implicit price deflator for GDP, which is much like the CPI except that while the CPI is based on the same “basket” of goods and services every year, the price deflators’ “basket” can change year to year. Since the primary factor for the cost of a City’s services is usually the costs of the personnel involved, tying an inflationary factor that connects more directly to the personnel costs can be suitable if there is a clear method, or current practice of obtaining said factor.

Each City should use an inflator that they believe works the best for their specific situation and needs. It is also recommended that the City perform this internal review annually with a comprehensive review of services and fees performed every three to five years, which would include adding or removing fees for any new or eliminated programs/services.
4 Comprehensive User Fee Study
Study Objective
As the City of Dinuba seeks to efficiently manage limited resources and adequately respond to increased service demands, it needs a variety of tools. These tools provide assurance that the City has the best information and the best resources available to make sound decisions, fairly and legitimately set fees, maintain compliance with state law and local policies, and meet the needs of the City administration and its constituency. Given the limitations on raising revenue in local government, the City recognizes that a User Fee Study is a very cost-effective way to understand the total cost of services and identify potential fee deficiencies. Essentially, a User Fee is a payment for a requested service provided by a local government that primarily benefits an individual or group.

The total cost of each service included in this analysis is based on the full cost of providing City services, including direct salaries and benefits of City staff, direct departmental costs, and indirect costs from central service support. This study determines the full cost recovery fee for the City to provide each service; however, each fee is set at the City’s discretion, up to 100% of the total cost, as specified in this report.

The principal goal of the study was to help the City determine the full cost of the services that the City provides. In addition, Willdan established a series of additional objectives including:
 Developing a rational basis for setting fees
 Identifying subsidy amount, if applicable, of each fee in the model  Ensuring compliance with State law
 Developing an updatable and comprehensive list of fees  Maintaining accordance with City policies and goals
The study results will help the City better understand its true costs of providing services and may serve as a basis for making informed policy decisions regarding the most appropriate fees, if any, to collect from individuals and organizations that require individualized services from the City.

Scope of the Study
The scope of this study encompasses a review and calculation of the user fees charged by the following Dinuba departments and fee groups:
 Engineering & Planning
 Building
 Community Services
 Public Works
 Police
 Fire
 Ambulance Services
The study involved the identification of existing and potential new fees, fee schedule restructuring, data collection and analysis, orientation and consultation, quality control, communication and presentations, and calculation of individual service costs (fees) or program cost recovery levels. 5 Comprehensive User Fee Study
Aim of the Report
The User Fee Study focused on the cost of City services, as City staff currently provides them at existing, known, or reasonably anticipated service and staff levels. This report provides a summary of the study results, and a general description of the approach and methods Willdan and City staff used to determine the recommended fee schedule. The report is not intended to document all of the numerous discussions throughout the process, nor is it intended to provide influential dissertation on the qualities of the utilized tools, techniques, or other approaches.

6 Comprehensive User Fee Study
Project Approach and Methodology
Conceptual Approach
The basic concept of a User Fee Study is to determine the “reasonable cost” of each service provided by the City for which it charges a user fee. The full cost of providing a service may not necessarily become the City’s fee, but it serves as the objective basis as to the maximum amount that may be collected.

The standard fee limitation established in California law for property-related (non-discretionary) fees is the “estimated, reasonable cost” principle. In order to maintain compliance with the letter and spirit of this standard, every component of the fee study process included a related review. The use of budget figures, time estimates, and improvement valuation clearly indicates reliance upon estimates for some data.

Fully Burdened Hourly Rates
The total cost of each service included in this analysis is primarily based on the Fully Burdened Hourly Rates (FBHRs) that were determined for City personnel directly involved in providing services. The FBHRs include not only personnel salary and benefits, but also any costs that are reasonably ascribable to personnel. The cost elements that are included in the calculation of fully burdened rates are:
 Salaries & benefits of personnel involved
 Operating costs applicable to fee operations
 Departmental support, supervision, and administration overhead  Indirect City-wide overhead costs calculated through the Cost Allocation Plan An important factor in determining the fully burdened rate is in the calculation of productive hours for personnel. This calculation takes the available workable hours in a year of 2,080 and adjusts this figure to account for calculated or anticipated hours’ employees are involved in non-billable activities such as paid vacation, sick leave, emergency leave, holidays, and other considerations as necessary. Dividing the full cost by the number of productive hours provides the FBHR.

The FBHRs are then used in conjunction with time estimates, when appropriate, to calculate a fee’s cost based on the personnel and the amount of their time that is involved in providing each service. 7 Comprehensive User Fee Study
Summary Steps of the Study
The methodology to evaluate most User Fee levels is straightforward and simple in concept. The following list provides a summary of the study process steps:

Allowable Costs
This report identifies three types of costs that, when combined, constitute the fully burdened cost of a service (Appendix B). Costs are defined as
direct labor, including salary and benefits,
departmental overhead costs, and the City’s
central services overhead, where
departmental and central service overhead
costs constitute support costs. These cost
types are defined as follows:
 Direct Labor (Personnel Costs): The
costs related to staff salaries for
time spent directly on fee-related
services.
 Departmental Overhead: A
proportional allocation of
departmental overhead costs,
including operation costs such as
supplies and materials that are necessary for the department to function.  Central Services Overhead: These costs, detailed in the City’s Cost Allocation Plan, represent services provided by those Central Services Departments whose primary function is to support other City departments.

Data Analysis
Department Interviews
Time Estimates
Labor Costs
Cost Allocation Plan
Building Cost Layers
Direct Services
Indirect Services
Department Overhead
City-Wide Overhead
Set Fees
Define the Full Cost of
Services
Set Cost Recovery Policy
8 Comprehensive User Fee Study
Methodology
The two methods of analysis for calculating fees used in this report are the:

Case Study Method (Standard Unit Cost Build-Up Approach): This approach estimates the actual labor and material costs associated with providing a unit of service to a single user. This analysis is suitable when City staff time requirements do not vary dramatically for a service, or for special projects where the time and cost requirements are easy to identify at the project’s outset. Further, the method is effective in instances when a staff member from one department assists on an application, service or permit for another department on an as-needed basis. Costs are estimated based upon interviews with City staff regarding the time typically spent on tasks, a review of available records, and a time and materials analysis.

Programmatic Approach: In some instances, the underlying data is not available or varies widely, leaving a standard unit cost build-up approach impractical. In addition, market factors and policy concerns (as opposed to actual costs) tend to influence fee levels more than other types of services. Willdan employed a different methodology where appropriate to fit the programs’ needs and goals. Typical programmatic approach cases are facility use fees, penalties, and instances where a program cost is divided over the user base to obtain a per applicant cost for shared cost services.

Quality Control/Quality Assurance
All study components are interrelated, thus flawed data at any step in the process will cause the ultimate results to be inconsistent and unsound. The elements of our Quality Control process for User Fee calculations include:
 Involvement of knowledgeable City staff
 Clear instructions and guidance to City staff
 Reasonableness tests and validation
 Normalcy/expectation ranges
 Internal and external reviews
 Cross-checking
Reasons for cost increases/decreases over current fees
Within the fee tables in Appendix C the differences are identified between the full costs calculated through the study and the fee levels currently in effect. The reasons for differences between the two can arise from a number of possible factors including:
 Previous fee levels may have been set at levels less than full cost intentionally, based on policy decisions
 Staffing levels and the positions that complete fee and service activity may vary from when the previous costs were calculated
9 Comprehensive User Fee Study
 Personnel and materials costs could have increased at levels that differed from any inflationary factors used to increase fees since the last study
 Costs that this study has identified as part of the full cost of services may not have been accounted for in a previous study
o Departmental overhead and administration costs
o Vehicle and Facility Maintenance support costs
o Indirect overhead from the Cost Allocation Plan
 Changes in processes and procedures within a department, or the City as a whole City Staff Contributions
As part of the study process, Willdan received tremendous support and cooperation from City staff, which contributed and reviewed a variety of components to the study, including:
 Budget and other cost data
 Staffing structures
 Fee and service structures, organization, and descriptions  Direct and indirect work hours (billable/non-billable)  Time estimates to complete work tasks
 Review of draft results and other documentation
A User Fee Study requires significant involvement of the managers and line staff from the departments— on top of their existing workloads and competing priorities. The contributions from City staff were critical to this study. We would like to express our appreciation to the City and its staff for their assistance, professionalism, positive attitudes, helpful suggestions, responsiveness, and overall cooperation. 10 Comprehensive User Fee Study
Dinuba User Fees
Cost Recovery
The cost recovery models, by department/division fee type, are presented in detail in Appendix C. Full cost recovery is determined by summing the estimated amount of time each position (in increments of minutes or hours) spends to render a service. Time estimates for each service rendered were predominately determined by Willdan and City Staff through a time and materials survey conducted for each department/division fee included in the study. The resulting cost recovery amount represents the total cost of providing each service. The City’s current fee being charged for each service, if applicable, is provided in this section, as well, for reference.

It is important to note that the time and materials survey used to determine the amount of time each employee spends assisting in the provision of the services listed on the fee schedule is essential in identifying the total cost of providing each service. Specifically, in providing services, a number of employees are often involved in various aspects of the process, spending anywhere from a few minutes to several hours on the service.

A primary goal of this study was to identify the cost of City services, to provide information to help the City make informed decisions regarding the actual fee levels and charges. The responsibility to determine the final fee levels is a complicated task. City staff must consider many issues in formulating recommendations, and the City Council must consider those same issues and more in making the final decisions.

City staff assumes the responsibility to develop specific fee level recommendations to present to the City Council. Unfortunately, there are no hard and fast rules to guide the City, since many of the considerations are based on the unique characteristics of the City of Dinuba, and administrative and political discretion.

However, in setting the level of full cost recovery for each fee, one should consider whether the service solely benefits one end user or the general community.

Subsidization
Recalling the definition of a user fee helps guide decisions regarding subsidization. The general standard is that individuals (or groups) who receive a wholly private benefit should pay 100% of the full cost of the services. In contrast, services that are simply public benefit should be funded entirely by the general fund’s tax dollars. Unfortunately, for the decision makers, many services fall into the range between these two extremes.

Further complicating the decision, opponents of fees often assert that the activities subject to the fees provide economic, cultural, “quality of life,” or other community benefits that exceed the costs to the City.

It is recommended the City consider such factors during its deliberations regarding appropriate fee levels.

Of course, subsidization can be an effective public policy tool, since it can be used to reduce fees to encourage certain activities (such as compliance inspections to ensure public safety) or allow some people to be able to afford to receive services they otherwise could not at the full cost. In addition, subsidies can 11 Comprehensive User Fee Study
be an appropriate and justifiable action, such as to allow citizens to rightfully access services, without burdensome costs.

Despite the intent, it is important for the City and public to understand that subsidies must be covered by another revenue source, such as the General Fund. Therefore, the general taxpayer will potentially help to fund private benefits, and/or other City services will not receive funds that are otherwise directed to cover subsidies.

Impact on Demand (Elasticity)
Economic principles of elasticity suggest that increased costs for services (higher fees) will eventually curtail the demand for the services; whereas lower fees may spark an incentive to utilize the services and encourage certain actions. Either of these conditions may be a desirable effect to the City. However, the level of the fees that would cause demand changes is largely unknown. The Cost of Service Study did not attempt to evaluate the economic or behavioral impacts of higher or lower fees; nevertheless, the City should consider the potential impacts of these issues when deciding on fee levels.

Summary
If the City’s principal goal of this study were to maximize revenues from user fees, Willdan would recommend setting user fees at 100% of the full cost identified in this study. However, we understand that revenue enhancement is not the only goal of a cost of service study, and sometimes full-cost recovery is not needed, desired, or appropriate. Other City and departmental goals, City Council priorities, policy initiatives, past experience, implementation issues, and other internal and external factors may influence staff recommendations and City Council decisions. In this case, the proper identification of additional services (new or existing services) and creation of a consistent and comprehensive fee schedule was the primary objective of this study. City staff has reviewed the full costs and identified the “recommended fee levels” for consideration by City Council. The attached appendices exhibit these unit fees individually.

The fee changes suggested in the below sections also require some context based on the City’s recent history in fee setting. Engineering, Planning, and Building fees were last changed July 1st, 2016, and to the best of Willdan’s knowledge it has been longer for other fee groups. Accounting for consumer price index adjustments to fees alone would be around a 17% increase, but that increase would be larger if the adjustment was based on wage and benefit inflation over the years that are the key drivers for the cost of services.

The preceding sections provide background for each department or division and the results of this study’s analysis of their fees. For the full list of each fee’s analysis, refer to Appendix C of this report. 12 Comprehensive User Fee Study
Engineering and Planning
The Engineering division ensure private development meets all city conditions and standards with regard to development. The division also implements the city Community Investment Program, constructing new infrastructure and maintaining and repairing existing infrastructure, to enhance the safety and security of the community (Capital Improvement Program/Design Bid/Construction Management/ROW Acquisition/Public Improvement Plan Review/Traffic Engineering/Master Utility Plans/Final Maps).

The Planning Division is responsible for maintaining the City's General Plan, Zoning Ordinance and Specific Plans. The Planning Division provides environmental and planning support to other departments within the City. The Planning Division also prepares studies and reports such as demographics, land absorption trends, and development entitlement activity on a regular basis. Other responsibilities include current planning related to site plans, conditional use permits, zoning enforcement, environmental review & general plan implementation.

Analysis
Willdan individually reviewed the services and programs associated with the Engineering and Planning Division. The review also consisted of an evaluation of existing services in an effort to update the fee schedule.

The analysis of Engineering and Planning Services relied primarily upon a standard unit cost build-up approach, whereby we determined the reasonable cost of each fee occurrence using staff time to recover the direct cost of staff and the pro-rata share of departmental costs, including indirect costs for City Central Services. Willdan then compared the calculated full cost against the current fee amount to determine, if charged, whether the current fee is recovering the costs associated with the requested service. The analysis found that current fee levels are subsidizing the cost for most services. The suggested fees in Appendix C were set to limit any fee increase to 50% or the full cost (whichever is less) based on the full cost calculation.The 50% restriction on fee increase applies to the City’s cost of providing service through staff efforts, as third party cost involved are paid by the applicant. As a result, there would be:
 an increase to 35 fees;
 3 fees would decrease, and;
 6 fees would remain as currently set.
13 Comprehensive User Fee Study
Building
The Building Division. Building inspectors and plans examiners provide for community minimum standards to safeguard health, property, and the public welfare. This is accomplished by regulating and controlling the design, construction, quality of materials, use and occupancy, location, and maintenance of all buildings and structures within the city (Permit Issuance/Inspections/Plan Check/Substandard Housing). The division functions in adherence to state and federal building standards such as the California Building Code, Green Code, and MWELO.

Analysis
Willdan individually reviewed the services and programs associated with the Building Divison. The review also consisted of an evaluation of existing services in an effort to update the fee schedule.

The analysis of Building services relied primarily upon a standard unit cost build-up approach (except for fees related to the Building Permit program), whereby we determined the reasonable cost of each fee occurrence using staff time to recover the direct cost of staff and pro-rata share of departmental costs, including indirect costs for City Central Services. The analysis found that services are currently set below the full cost of providing them. The building permit fees were evaluated through a program cost analysis where the average cost of providing service was evaluated against the revenue received for services from FY 18/19 through FY 23/24 estimates. The resulting average cost recovery was determined to be around 58%. The suggested fees for all Building fees in Appendix C were set to limit any fee increase to 50% or the full cost (whichever is less) based on the full cost calculation. As a result, there would be:
 an increase to 152 fees;
 5 fees would decrease;
 The general plan mainteanance fee would change to % based from per square foot, and; o This fee recovers a portion of the cost of updating the City’s General Plan on each Building Permit fee issued. The full cost was determined by dividing the annualized cost of the update in today’s dollars by the average Building Permit revenue to determine a percentage based fee at 50% cost recovery The cost recovery suggested is 50% as development is not the sole driver for the need to update the General Plan, but is the dominant factor for changes between updates.
 7 fees would remain as currently set.
14 Comprehensive User Fee Study
Community Services
The City of Dinuba Parks & Community Services Department works to provide exceptional service, innovative programs and diverse experiences in vibrant, sustainable spaces. They aim improve the quality of life for the citizens of Dinuba by providing exceptional parks, places, programs and services, while preserving and protecting the City’s natural resources.

Analysis
Willdan individually reviewed the services and programs associated with the Community Services Department. The review also consisted of an evaluation of existing services in an effort to update the fee schedule.

The analysis of most Community Services programs encompassed facility rentals and other recreation services. The fee for use of government owned facilities and property can be set discretionally by the City per Proposition 26 because there is market availability for facility use to the public other than those the City provides. The cost of acquisition, maintenance, repair, and upgrade to the City and subsequently the community is offset by rental or use fee revenue. As such these fees should be set using the knowledge of activity use for the facilities, policy desires of the City, and market factors when desirable. It is generally accepted that many Recreation programs provide a measure of public benefit to the residents and City as a whole. In addition, cities generally want to ensure that their programs and services remain affordable to the community at large, and that the programs remain competitive with surrounding jurisdictions and private businesses. Therefore, full cost recovery is typically not the primary goal of fee setting. A cost recovery analysis was performed on the operational cost of the divisions involved with the services and found that current reveneues are resulting in 28% cost recovery. Staff has suggested reasonable fee adjustments to the fee schedule, and they are detailed in Appendix C. As a result, there would be:
 An increase for the 3 team packages for batting cage fees;  8 new fees related to soccer, football, Basketball, and volleyball packages would be added, and;  85 fees would remain as currently set as detailed in Appendix C. 15 Comprehensive User Fee Study
Public Works
The Dinuba Public Works department maintains streets, storm drains, streetlights, traffic signals, sidewalks, water treatment/distribution, recycling and Capital Improvement projects.

Analysis
Willdan individually reviewed the services and programs associated with the Public Works Department. The review also consisted of an evaluation of existing services in an effort to update the fee schedule.

The analysis of Public Works Services relied primarily upon a standard unit cost build-up approach, whereby we determined the reasonable cost of each fee occurrence using staff time to recover the direct cost of staff and the pro-rata share of departmental costs, including indirect costs for City Central Services. Willdan then compared the calculated full cost against the current fee amount to determine, if charged, whether the current fee is recovering the costs associated with the requested service. The analysis found that current fee levels are subsidizing the cost for services. The suggested fees in Appendix C were set to limit any fee increase to 50% or the full cost (whichever is less) based on the full cost calculation. As a result, there would be:
 an increase to 24 fees;
 4 new fees would be added, and;
 3 fees would remain as currently set.
16 Comprehensive User Fee Study
Police
To provide executive support for the overall leadership of the Police Department. This division is responsible for directing all police personnel and assuring that the Goals for Police Services set by the City Council are achieved and that the performance levels of staff are consistent with the expectations of the organizational mission statement.

Analysis
Willdan individually reviewed the services and programs associated with the Police Department. The review also consisted of an evaluation of existing services in an effort to update the fee schedule.

The services included in Police are a mixture of citations and user fees. The fines are set to deter the listed activities, and the analysis of the user fee relied primarily upon a standard unit cost build-up approach, whereby we determined the reasonable cost of each fee occurrence using staff time to recover the direct cost of staff and the pro-rata share of departmental costs, including indirect costs for City Central Services.

Willdan then compared the calculated full cost against the current fee amount to determine, if charged, whether the current fee is recovering the costs associated with the requested service. It is recommended that the City set Police fees at or near 100% cost recovery for most fees as detailed in Appendix C:
 an increase to 4 fees;
 2 new fees would be added, and;
 36 fees would remain as currently set as detail in Appendix C. 17 Comprehensive User Fee Study
Fire
The Fire Department provides fire prevention and suppression, rescue, hazardous material incidents, emergency medical treatment and transport services to the community. The department also provides emergency medical treatment and transport to residents in parts of the unincorporated areas in Northern Tulare County.

Analysis
Willdan individually reviewed the services associated with the Fire Department. The review also consisted of an evaluation of existing services in an effort to update the fee schedule.

The analysis of the Fire services relied primarily upon a standard unit cost build-up approach, whereby we determined the reasonable cost of each fee occurrence using staff time to recover the direct cost of staff and the pro-rata share of departmental costs, including indirect costs for City Central Services. Willdan then compared the calculated full cost against the current fee amount to determine, if charged, whether the current fee is recovering the costs associated with the requested service. The analysis found that the majority of services are being subsidized. It is recommended that the City set Fire fees at the suggested fee levels detailed in Appendix C. As a result:
 an increase to 15 fees;
 10 fees would decrease;
 1 new fee would be added;
 1 fee would go to a flat fee from a no charge fee, and;  14 fees would remain as currently set.

In addition to the above referenced fees listed under Fire, the Ambulance Services fees are also provided by this department. A program cost analysis was performed for Ambulance Services to determine what cost recovery is for transport services based on ambulance levels, call utilization, involved expenses, and incorporating collection and non-transport considerations. The analysis found that the current EMS fee result in 49% cost recovery per trasnport. As a result, staff is recommending a 67% fee increase as detailed in Appendix C, which would bring cost recovery for services up to around 81%. As a result:
 an increase for 13 fees;
 2 fees would decrease;
 13 new fees will be added, and;
 5 fees would remain as currently set as detailed in Appendix C. 18 Comprehensive User Fee Study
Appendix A – Total Allowable Cost to be Recovered
Below are the total allowable costs that may be recovered through User Fees; however, only a percentage of the total cost is realized as staff doesn’t just work on services related to User Fees, but also work on an array of other City functions during the operational hours of the City. The amounts listed below will not reconcile to City budgets as costs that should not be included in overhead for personnel in the application of determining fully burdened hourly rates were excluded. Examples of these costs are capital, debt, monetary transfers, and any other costs that is charged directly to the service requestor.

City of Dinuba - User Fee Study
Overhead Rate Calculations
Department
Salaries &
Benefits
Maintenance &
Operations, and
Admin Overhead
Direct
Overhead
%
Indirect
Allocation
Indirect
Allocation
%
Community Development 131,890 431,882 31% 34,074 6%
Finance - Administration 23,000 845,983 3% 25,124 3%
Parks & Community Services 545,940 1,602,373 34% 118,061 5% Police 464,788 5,859,511 8% 229,459 4%
Fire 117,336 2,356,948 5% 111,549 5%
Water 461,914 904,203 51% 377,960 28%
Sewer 421,651 690,184 61% 365,268 33%
Disposal 175,912 376,068 47% 132,190 24%
Ambulance 311,297 2,111,135 15% 433,795 18%
Facilities 128,131 152,882 84% 10,355 4%
19 Comprehensive User Fee Study
Appendix B – Fully Burdened Hourly Rates
Below are fully burdened hourly rates of staff positions that provide for the services detailed in Appendix C. The FBHRs were used to determine the full cost of each service. They include the salary and benefit costs for each position as well as all applicable overhead amounts for each position. For positions in central service departments, such as the City Clerk and Finance, what is shown is the salary and benefit rate only, as the overhead of central service departments is recovered through the cost allocation plan. When a central service department position works on a fee or project in the purview of an operating department, the overhead rates of the operating department (shown in Appendix A) will be applied to that central service positions’ salary and benefit rate for full cost recovery. For any user fee service request that is outside the scope of the fees detailed in Appendix C, or for services for which there is no fee currently set, the City can charge up to the full cost of the FBHR for personnel involved.

City of Dinuba - Development Services User Fee Study
Fully Burdened Hourly Rate Calculation
Department Position
Fully Burdened
Hourly Rate
Position Rates
Community Development CD - Accounting Tech $72.86
Community Development CD - Associate Engineer $126.78
Community Development CD - Billing Clerk $61.53
Community Development CD - Bldg. Inspector/Code Enforcement Officer $84.63 Community Development CD - Bldg. Official/Sr. Bldg. Inspector $121.85 Community Development CD - Building Official $131.95
Community Development CD - Business Manager $126.78
Community Development CD - City Engineer $237.37
Community Development CD - Code Enforcement Officer $84.63 Community Development CD - Department Director $170.93
Community Development CD - Fiscal Analyst II $103.92
Community Development CD - Permit Technician $72.86
Community Development CD - Planner I $89.51
Community Development CD - Planner II $98.87
Community Development CD - Planning Technician $72.86
Community Development CD - Public Improvement Inspector $94.40 Finance - Administration Fin - Accounting Technician I $47.35 Finance - Administration Fin - Billing Clerk $40.55
Fire Fire - Administrative Assistant II $72.44
Fire Fire - Engineer Paramedic $130.96
Fire Fire - Fire Battalion Chief $140.82
Fire Fire - Fire Captain $131.95
20 Comprehensive User Fee Study

City of Dinuba - Development Services User Fee Study
Fully Burdened Hourly Rate Calculation
Department Position
Fully Burdened
Hourly Rate
Position Rates
Fire Fire - Firefighter EMTB $81.67
Fire Fire - Firefighter Paramedic $94.52
Fire Fire - Fire Inspector $61.27
Parks & Community Services Parks - Administrative Assistant I $73.29 Parks & Community Services Parks - Administrative Technician $75.71 Parks & Community Services Parks - Grounds Maintenance Worker I $56.35 Parks & Community Services Parks - Grounds Maintenance WorkerII $82.28 Parks & Community Services Parks - Parks Supervisor $102.83 Parks & Community Services Parks - PT Assistant Recreation Leader $21.64 Parks & Community Services Parks - PT Grounds Maintenance WorkerI $30.27 Parks & Community Services Parks - PT Recreation Leader $27.58 Parks & Community Services Parks - Senior Center Supervisor $93.39 Parks & Community Services Parks - Sports Coordinator $72.60 Parks & Community Services Parks - Sports Plex Coordinator $68.85 Parks & Community Services Parks - Temp Clerial Asst I $21.64 Parks & Community Services Parks - Temp Sports Plex Assistant $21.64 Police Police - Administrative Assistant I $71.57
Police Police - Community Service Officer $60.01
Police Police - Evidence Technician $57.97
Police Police - Police Officer $120.84
Police Police - Police Officer - Events Patrol $89.66
Police Police - Police Sergent - Events $109.32
Police Police - PT Animal Control Officer $21.01
Police Police - RecordsTech. Customer Service Rep. $64.53 Police Police - Sergeant $144.54
Facilities Fund 216 Facilities - Maintenance Worker 1 $109.18 Facilities Fund 216 Facilities - PT Custodian II $40.84 Water Fund 230 Water - Accounting Technician I $91.76
Water Fund 230 Water - Administrative Assistant I $91.17 Water Fund 230 Water - Billing Clerk $76.31
Water Fund 230 Water - Fiscal Analyst II $158.43
Water Fund 230 Water - Planning Technician $114.03
Water Fund 230 Water - Public Works Supervisor $156.84
Water Fund 230 Water - Utility Worker I $104.42
Water Fund 230 Water - Utility Worker II $116.00
Water Fund 230 Water - Water Systems Specialist III $124.49 21 Comprehensive User Fee Study

City of Dinuba - Development Services User Fee Study
Fully Burdened Hourly Rate Calculation
Department Position
Fully Burdened
Hourly Rate
Position Rates
Sewer Fund 231 Sewer - Accounting Technician I $101.81
Sewer Fund 231 Sewer - Billing Clerk $84.67
Sewer Fund 231 Sewer - Fiscal Analyst II $175.79
Sewer Fund 231 Sewer - Planning Technician $126.52
Sewer Fund 231 Sewer - Public Works Supervisor $174.02
Disposal Fund 232 Disposal - Administrative Assistant I $85.99 Disposal Fund 232 Disposal - Billing Clerk $71.97
Disposal Fund 232 Disposal - Fiscal Analyst II $149.43
Public Safety Sales Tax Fund 301 PS - Dispatcher $74.79 Public Safety Sales Tax Fund 301 PS - Firefighter EMTB $110.45 Public Safety Sales Tax Fund 301 PS - Firefighter Paramedic $102.27 Ambulance Fund 320 Ambulance - Administrative Assistant II $89.34 Ambulance Fund 320 Ambulance - Billing Clerk $74.07
Ambulance Fund 320 Ambulance - Engineer Paramedic $157.52 Ambulance Fund 320 Ambulance - Fire Battalion Chief $173.66 Ambulance Fund 320 Ambulance - Fire Captain $162.72
Ambulance Fund 320 Ambulance - Firefighter EMTB $92.70
Ambulance Fund 320 Ambulance - Firefighter Paramedic $103.40 Ambulance Fund 320 Ambulance - Paramedic Trainee $63.76 Ambulance Fund 320 Ambulance - Senior Accounting Technican $84.69 Ambulance Fund 320 Ambulance - Single Role Paramedic $84.44 22 Comprehensive User Fee Study
Appendix C – Cost Recovery Analysis
The following tables provide the results of the analysis, resulting full cost recovery amount, and recommended fees. For fees, services, and penalties in which the full cost, existing fee and suggested fee is listed as “NA”, the amount or percentage was not calculable based on cost data or variable fee structure.

This is most common when either the current or the suggested fee includes a variable component that is not comparable on a one-to-one basis, a full cost was not calculated (for penalties, fines, market-based fees, or items not included in the study), or when there is not a current fee amount to compare against.

All services and fees analyzed as part of this study fall under one or multiple categories one through five of the exemptions defined in Proposition 26. As such a cost analysis was performed to calculate the estimated reasonable full cost of each service, and suggested fees are recommended at or below those amounts.

Estimated reasonable full costs were calculated based on City expenditures and time estimates.

To provide a thorough list of all fees and services, the schedules also includes items that were not part of the scope of this study. Examples of such items are utility rates, taxes, in-lieu fees, and developer impact fees.

ENGINEERING & PLANNING
# Description Current Fee/Charge Unit Notes Full Cost Subsidy % Suggested Fee Notes Fee Δ 1 Addendum Plan Check $156.00 Checking plan addendum to assure compliance to code $244.07 4% $234.00 $782 Address Change Review $111.00 Reviewing request for a change of address $209.46 21% $166.00 $55 3 Annexation Processing $5,192.00 And/or Actual Cost Review requests to annex property and determine its impact $5,578.82 0% $5,578.00 Plus Outsourcing fees $3864 Building Relocation Permit $699.00 Review proposed relocation of a building to assure code comp. $728.57 0% $728.00 $295 Categorical Exemption $198.00 Plus County Rev circumstances, declare project exempt from CEQA $297.62 0% $297.00 Plus County fees $996 Code Enforcement (Abatement Activities) actual cost of staff time Inspect property for code violations (Abatement Activities) NA NA actual cost of staff time $0 7 Code Enforcement Fines pursuant to municipal code Fines imposed as a result of a code violation NA NA pursuant to municipal code $08 Community Facilities District (CFD) Formation Fee $2,362.00 Review application for formation of Community Facilities District $3,025.19 0% $3,025.00 Plus Outsourcing fees $1 9 Conditional Use Permit $1,301.00 Review request for a CUP within terms of the Zoning Code $2,514.74 22% $1,951.00 $65010 Conditional Use Permit (CUP) Amendment - Minor Amendment $658.00 Review request for a CUP within terms of the Zoning Code (Minor Amendment) $870.91 0% $870.00 $212- Major Amendment $968.00 Review request for a CUP within terms of the Zoning Code (Major Amendment) $1,476.53 2% $1,452.00 $484 11 Dry Utilities Annual Blanket Permit $500.00 NA NA $500.00 $012 Elevator Permit $766.00 Permit for the installation of an elevator $1,125.64 0% $1,125.00 $359 13 Encroachment Permit (Single Family Dwelling) $123.00 Review proposed encroachment of public rights-of- way $267.38 31% $184.00 $61 14 Encroachment Permit (All others) $158.00 + 4% of cost of improvements Review proposed encroachment of public rights-of- way $534.77 56% $237.00 + 4% of cost of improvements $79 15 Environmental Impact Report Consultant & County Fees + 15.4% Admin. Fee Plus Outsourcing Fees Preparation & Processing of EIR $3,300.64 0% $3,300.00 Plus County Fees and Outsourcing Fees NA 16 Excavated Prime Dirt Sales $1.00 cu yd Sale of City owned dirt NA NA Market Rate NA17 FEMA Flood Zone Certification $67.00 FEMA Flood Zone Certification $87.43 0% $87.00 $2018 Final Parcel Map Check $1,455.00 Plus Actual Cost Final parcel map to determine compliance $1,665.96 0% $1,665.00 Plus Outsourcing fees $21019 Final Subdivision Map Check $1,048.00 Plus $36/lot & Actual Cost Review final subdivision map to determine extent of compliance $2,358.10 33% $1,572.00 Plus Outsourcing fees $524 20 General Plan Amendment (Revision) $2,712.00 Review developer initiated amendments to the General Plan $2,722.83 0% $2,722.00 $1021 General Plan Maint. $0.04 per square foot Updating and maintaining the City's General Plan 12% 50% 6% Will be applied to all Building Permit types 6% 22 Home Occupation Permit Review $213.00 Review request for home occupational permit $208.41 0% $208.00 -$523 Landscape Inspection $208.00 Inspect new landscaping to assure compliance to plans $993.14 25% $740.00 $53224 Landscape Plan Check $239.00 Review landscape plan to assure compliance with code req. $868.55 25% $650.00 $41125 Lot Line Adjustment Review $413.00 Plus Actual Cost Review proposed change to property boundary & issue certificate $613.46 0% $613.00 Plus Outsourcing fees $200 23 ENGINEERING & PLANNING
# Description Current Fee/Charge Unit Notes Full Cost Subsidy % Suggested Fee Notes Fee Δ 26 Mitigated Negative Declaration
- Simple $768.00 Plus County Fees and Outsourcing Fees Review circumstances, filing report declaring no adverse impact (includes establishing a mitigation monitoring program) $1,248.26 8% $1,152.00 Plus County Fees and Outsourcing Fees $384 - Complex Actual Cost + 15.4% Admin Fee Review circumstances, filing report declaring no adverse impact (includes establishing a mitigation monitoring program) $2,064.99 0% $2,064.00 Plus County Fees and Outsourcing Fees NA 27 Mitigation Monitoring Actual Cost Review and implement a mitigation monitoring plan $173.04 0% $173.00 Plus Outsourcing fees NA28 Negative Declaration $768.00 Plus County Fees Review circumstances, filing report declaring no adverse impact $401.30 0% $401.00 Plus County fees -$36729 Plan Revision Checking $104.00 Checking building construction plan revisions $560.63 72% $156.00 $5230 Plot Plan Copy Request $5.00 $36.43 4% $35.00 $3031 Precise Plan Review $2,765.00 Review application for the construction. or location of a building on a parcel of land $3,777.29 0% $3,777.00 $1,01232 Processing of Appeal $1,056.00 Reviewing appeal of a Planning staff decision $1,248.26 0% $1,248.00 $19233 Professional/Technical Outsourcing Fees Actual Cost Outsource applicable professional/technical services NA NA Actual Cost $034 Public Improvement Inspection 4 % of estimate Inspect public improvements to assure compliance with code NA NA 4 % of cost of improvements $0 35 Public Improvement Plan Check 3 % of estimate and/or actual costs Review public improvement plan to assure compliance with code NA NA 3 % of cost of improvements $0 36 Rezone $1,536.0 Review requests for re-zoning of a specific parcel of property $2,168.67 0% $2,168.00 $632 37 Site Plan Review (Minor) $658.00 Review site plan to assure compliance with code requirements $1,608.04 39% $987.00 $32938 Site Plan Review (Major) $1,249.00 Review site plan to assure compliance with code requirements $2,957.71 37% $1,873.00 $62439 Temporary Use Permit $200.00 Review request for a temporary use permit $381.45 21% $300.00 $100 40 Tentative Parcel Map Review $2,838.00 Plus Actual Cost Review to identify special conditions and compliance with code $3,137.66 0% $3,137.00 Plus Outsourcing fees $299 41 Tentative Subdivision Map Review $1,716.00 Plus $37/lot and/or actual costs Review to identify special conditions and compliance with code $5,837.01 56% $2,574.00 Plus Outsourcing fees $858 42 Time Extension/ Notification $720.00 Review expiring maps, determine if time ext. should be permitted $948.09 0% $948.00 $228 43 Variance Review $781.00 Review plans for variances from the standards of Zoning Code $1,780.92 34% $1,171.00 $39044 Vintage Car Permit $47.00 Review application for permit $36.43 1% $36.00 -$1145 Williamson Act Contract Notice of NonRenewal actual cost Administrative action to process a Notice of Non- Renewal $1,903.39 0% $1,903.00 Plus Outsourcing fees and/or County fees NA 46 Williamson Act Contract Cancellation actual cost Process a Williamson Act cancellation $3,114.63 0% $3,114.00 Plus Outsourcing fees and/or County fees NA 47 Zoning Letter $107.00 Research and prepare letter regarding zoning designation $270.94 41% $160.00 $5348 Zoning Text Amendment Review $1,790.00 Rev and process request for zoning ordinance amendment $2,429.27 0% $2,429.00 $639 24 BUILDING
# Description Current Fee/Charge Unit Full Cost Subsidy % Suggested Fee Fee Δ 1 NEW COMMERCIAL *2 Without Interior Improvements *3 0 to 5,000 sq. ft. $0.61 per sq. ft $1.05 13% $0.92 $0.314 5,001 to 10,000 sq. ft. $0.45 per sq. ft $0.77 13% $0.68 $0.235 10,001 to 50,000 sq. ft. $0.31 per sq. ft $0.53 13% $0.47 $0.166 50,001 to 100,000 sq. ft. $0.21 per sq. ft $0.36 13% $0.32 $0.117 Over 100,000 sq. ft. $0.15 per sq. ft $0.26 13% $0.23 $0.088 The fees listed above are cumulative9 With Interior Improvements *10 0 to 5,000 sq. ft. $1.00 per sq. ft $1.72 13% $1.50 $0.5011 5,001 to 10,000 sq. ft. $0.73 per sq. ft $1.25 13% $1.10 $0.3712 10,001 to 50,000 sq. ft. $0.45 per sq. ft $0.77 13% $0.68 $0.2313 50,001 to 100,000 sq. ft. $0.33 per sq. ft $0.57 13% $0.50 $0.1714 Over 100,000 sq. ft. $0.29 per sq. ft $0.50 13% $0.44 $0.1515 The fees listed above are cumulative16 TENANT IMPROVEMENTS / RETAIL *17 0 to 5,000 sq. ft. $0.43 per sq. ft $0.74 13% $0.65 $0.2218 5,001 to 10,000 sq. ft. $0.25 per sq. ft $0.43 13% $0.38 $0.1319 10,001 to 50,000 sq. ft. $0.15 per sq. ft $0.26 13% $0.23 $0.0820 50,001 to 100,000 sq. ft. $0.14 per sq. ft $0.24 13% $0.21 $0.0721 Over 100,000 sq. ft. $0.10 per sq. ft $0.17 13% $0.15 $0.0522 The fees listed above are cumulative23 MISCELLANEOUS COMMERCIAL/INDUSTRIAL STRUCTURES 24 Minimum fees required $216.00 $270.64 0% $270.00 $5425 Misc. Commercial / Industrial Structures $1.28 per sq. ft $2.20 13% $1.92 $0.6426 NEW RESIDENTIAL *27 Model Home Plan Check 0 to 1,750 sq. ft. $0.49 per sq. ft $0.84 13% $0.74 $0.2528 Model Home Plan Check 1,751 sq. ft. and over $0.39 per sq. ft $0.67 13% $0.59 $0.2029 Production Home Inspection Only $0.95 per sq. ft $1.63 13% $1.43 $0.4830 Plot Plan Check $78.00 $84.19 0% $84.00 $6 31 The fees listed above are cumulative
32 * The rates listed above include plumbing, mechanical and electrical fees.33 Single Family Dwelling Plan & Inspection 0 to 1,750 sq. ft. $1.12 per sq. ft $1.92 13% $1.68 $0.56 25 BUILDING
# Description Current Fee/Charge Unit Full Cost Subsidy % Suggested Fee Fee Δ 34 Single Family Dwelling Plan/Inspection 1,751 sq. ft. and over $1.03 per sq. ft $1.77 13% $1.55 $0.5235 The fees listed above are cumulative36 Single Family Dwelling Custom Plan Check & Inspection $1.29 per sq. ft $2.22 13% $1.94 $0.6537 APARTMENTS / CONDOS *38 Duplex / Triplex / Fourplex $0.85 per sq. ft $1.46 13% $1.28 $0.4339 Apartments / Mobile Hm40 0 to 5,000 sq. ft. $1.16 per sq. ft $1.99 13% $1.74 $0.5841 5,001 sq. ft. and over $0.92 per sq. ft $1.58 13% $1.38 $0.4642 RESIDENTIAL REMODEL & ADDITIONS *43 Remodel Minor $243.00 $658.49 45% $364.00 $12144 Remodel Major $351.00 $785.43 33% $526.00 $17545 Addition $1.66 per sq. ft $752.45 100% $2.00 $046 Garage Conversion $455.00 $1,462.46 53% $682.00 $22747 ACCESSORY STRUCTURE *48 Detached Garage or Detached Building or Storage (over 120 sqft) $1.04 per sq. ft $1.79 13% $1.56 $0.52 49 Carport, Patio, Deck - 0 to 200 sq. ft.
50 Aluminum / Manufactured / Wood with no foundation $1.04 per sq. ft $1.79 13% $1.56 $0.5251 Aluminum / Manufactured / Wood w/ existing foundation $0.82 per sq. ft $1.41 13% $1.23 $0.4152 Carport, Patio, Deck - 201 sq. ft. and over53 Aluminum / Manufactured / Wood with no foundation $0.69 per sq. ft $1.19 13% $1.04 $0.3554 Aluminum / Manufactured / Wood w/ existing foundation $0.55 per sq. ft $0.94 13% $0.83 $0.2855 Awning $177.00 $287.43 8% $265.00 $8856 SWIMMING POOLS & SPAS57 Swimming Pool $409.00 $592.08 0% $592.00 $18358 Swimming Pool with Heater $446.00 $634.39 0% $634.00 $18859 Spa $337.00 $465.13 0% $465.00 $12860 Pool Abandonment $104.00 $205.25 24% $156.00 $5261 * The rates listed above include plumbing, mechanical and electrical fees.62 RE-ROOFING 63 Residential64 Simple roof overlay $119.00 $274.66 35% $178.00 $59 26 BUILDING
# Description Current Fee/Charge Unit Full Cost Subsidy % Suggested Fee Fee Δ 65 Re-roof with existing sheathing $156.00 $316.98 26% $234.00 $7866 Re-roof with new sheathing $191.00 $359.29 20% $286.00 $9567 Structural with calculations $409.00 $476.90 0% $476.00 $6768 Commercial69 Simple roof overlay up to 7,500 sq. ft. $299.00 $486.23 8% $448.00 $14970 Simple roof overlay 7,501 to 15,000 sq. ft. $445.00 $688.48 3% $667.00 $22271 Simple roof overlay 15,001 to 150,000 sq. ft. $590.00 $857.73 0% $857.00 $26772 Re-roof with NEW sheathing up to 15,000 sq. ft. $445.00 $730.79 9% $667.00 $22273 Re-roof with sheathing 15,001 to 150,000 sq. ft. $590.00 $900.05 2% $885.00 $29574 Structural with calculations up to 15,000 sq. ft. $591.00 $688.48 0% $688.00 $9775 Structural with calculations 15,001 to 150,000 sq. ft. $735.00 $857.73 0% $857.00 $12276 ELECTRICAL 77 Electrical78 Temporary Power Service $72.00 $154.04 30% $108.00 $3679 Temporary Distribution System or Temporary Lighting $177.00 $172.26 0% $172.00 -$580 Christmas Tree Sales Lots $177.00 $172.26 0% $172.00 -$581 Circus and Carnivals $145.00 $289.87 25% $217.00 $7282 Receptacle, Switch, and Light Outlets83 Residential first 20 fixtures $47.00 $322.86 78% $70.00 $2384 Residential over 20 fixtures - ea add’l. fixture $1.72 ea $20.37 90% $2.00 $085 Commercial first 20 fixtures $156.00 $365.17 36% $234.00 $7886 Commercial over 20 fixtures –ea add’l. fixture $6.22 ea $449.80 98% $9.00 $387 Pole or platform-mounted lighting fixtures $53.00 ea $238.23 67% $79.00 $2688 Theatrical-type lighting fixtures or assemblies $54.00 ea $238.23 66% $81.00 $2789 Electrical Equipment90 Residential Appliances - $72.00 ea $172.26 37% $108.00 $369192 Busways93 100 feet or fraction thereof $208.00 $205.25 0% $205.00 -$394 Electrical Panel95 20-200 AMPS Panel $134.00 $271.22 26% $201.00 $67 Not exceeding one horsepower (HP) (746W) in each rating. Fixed appliances or receptacle outlets, including wall-mounted electric ovens; counter-mounted cooking tops; water heaters; clothes dryers, or other motor-operated appliances. For other types; see Power Apparatus. electric ranges; console or through-wall air conditioners; space heaters, dishwashers, washing machines; 27 BUILDING
# Description Current Fee/Charge Unit Full Cost Subsidy % Suggested Fee Fee Δ 96 200+ Amps Panel $171.00 $313.53 18% $256.00 $8597 Electrical Services98 600 volts or less and not over 200 amperes $119.00 $238.23 25% $178.00 $5999 600 volts or less and over 200 to 1,000 amperes $156.00 $280.55 17% $234.00 $78100 Over 600 volts or over 1,000 amperes $191.00 $322.86 11% $286.00 $95101 Miscellaneous Electrical102 For electrical apparatus, conduits and conductors for which a permit is required but for which no fee is herein set forth. $160.00 $256.89 7% $240.00 $80103 Electrical Rewire (Residential) $347.00 $482.79 0% $482.00 $135104 MECHANICAL 105 Installation of a forced-air or gravity-type furnace or burner, including ducts and vents attached to such appliance, up to and including 100,000 BTU's $243.00 $341.07 0% $341.00 $98
106
Installation of a forced-air or gravity-type furnace or burner, including ducts and vents attached to such appliance over 100,000 BTU's $243.00 $341.07 0% $341.00 $98
107 Relocation of Wall Heater (recessed or floor-mounted) $156.00 $280.55 17% $234.00 $78108 Furnace (Closet/Basement) $275.00 $280.55 0% $280.00 $5109 New Wall Heater $118.00 $238.23 26% $177.00 $59110 Appliance and Vents 111 Relocation or Replacement of gas appliance $47.00 $172.26 59% $70.00 $23112 Relocation or Rplcmt of an appliance vent $47.00 $172.26 59% $70.00 $23113 Type I Hood $311.00 $374.06 0% $374.00 $63114 Type II Hood $239.00 $289.43 0% $289.00 $50115 Hoods - Commercial (incld ANSUL System) $223.00 $331.75 0% $331.00 $108116 Metal Chimney Flue $206.00 $355.85 13% $309.00 $103117 Vent Fan (Laundry & Bathroom) $134.00 $238.23 16% $201.00 $67118 Misc. Appliance $171.00 $280.55 9% $256.00 $85119 Boilers, Compressors and Absorption Systems120 Relocation of each boiler or compressor to and including 1 - 15 horsepower (52.7kW) $197.00 $238.23 0% $238.00 $41 121 Relocation of each absorption system to and including 500,000 BTU's $197.00 $238.23 0% $238.00 $41 28 BUILDING
# Description Current Fee/Charge Unit Full Cost Subsidy % Suggested Fee Fee Δ 122 Air Handlers123 For each air-handling unit, including ducts attached thereof $156.00 $280.55 17% $234.00 $78124 Evaporative Coolers125 Commercial Walk-in Freezer/ Refrigeration Unit Inspection $206.00 $355.85 13% $309.00 $103126 Installation of Evaporator Cooler $119.00 $238.23 25% $178.00 $59127 Separate mechanical exhaust systems, including ducts for hoods $119.00 $238.23 25% $178.00 $59 128 Incinerators
129 Relocation of domestic type $119.00 $238.23 25% $178.00 $59130 Relocation of a commercial or industrial-type incinerator $156.00 $280.55 17% $234.00 $78131 HVAC132 New Ducting $238.00 $238.23 0% $238.00 $0133 HVAC Dual-Pak W/ New Duct Work $311.00 $322.86 0% $322.00 $11134 HVAC Dual-Pak Inspection $119.00 $238.23 25% $178.00 $59135 HVAC Ducting Only Inspection $259.00 $280.55 0% $280.00 $21136 PLUMBING 137 Fixtures and Vents138 For each fixture or trap or set of fixtures on one trap (including water, drainage piping and backflow protection thereof) $67.00 $205.25 51% $100.00 $33 139 For repair or alteration of drainage or vent piping; each fixture $145.00 $162.93 1% $162.00 $17140 Bathtub/ Sink Installation $98.00 $195.92 25% $147.00 $49141 Residential Re-Plumbing Inspection $206.00 $398.16 22% $309.00 $103142 Water Heaters and Special Appliances 143 REPL of Water Heater or Special Appliances $119.00 $238.23 25% $178.00 $59144 REPL of Water Heater w/ new gas piping $156.00 $280.55 17% $234.00 $78145 Solar Water Heaters $238.00 $271.22 0% $271.00 $33146 Gas Piping System147 First Five Outlets $61.00 $238.23 62% $91.00 $30 148 Over Five Outlets; each $47.00 each $195.92 64% $70.00 $23149 Lawn Sprinklers 150 For each lawn sprinkler system on any one meter $117.00 each $238.23 27% $175.00 $58 29 BUILDING
# Description Current Fee/Charge Unit Full Cost Subsidy % Suggested Fee Fee Δ 151 Additional meters for new system listed above $27.00 each $238.23 83% $40.00 $13152 Repair of existing system $27.00 each $238.23 83% $40.00 $13153 Protection Devices154 Backflow Preventer or Vacuum Breakers ; one to five devices $24.00 each $238.23 85% $36.00 $12155 Backflow Preventer or Vacuum Breakers over five devices; each $23.00 each $238.23 86% $34.00 $11 156 Atmospheric type vacuum breakers over 2in $46.00 each $238.23 71% $69.00 $23157 Wells 158 Installation of a New Well and Demolition of old Well $368.00 $425.70 0% $425.00 $57159 Demolition of a Well $295.00 $322.86 0% $322.00 $27160 Sewers, Disposal Systems and Interceptors161 New Septic Tank & Disposal System (included in fees is a plan check fee of $92) $331.00 $383.39 0% $383.00 $52 162 REPL or Repair of building private sewer system $368.00 $407.49 0% $407.00 $39163 Replacement or Repair of a industrial waste interceptor; such as carwash or service station / restaurants $368.00 $407.49 0% $407.00 $39 164 Repair of a kitchen-type interceptor $171.00 $238.23 0% $238.00 $67165 Drainage piping, plumbing lines $171.00 $313.53 18% $256.00 $85166 Lateral (Sewer & Water) $156.00 $280.55 17% $234.00 $78167 Leach Line Installation $268.00 $313.53 0% $313.00 $45168 OTHER FEES 169 Re-Inspection fee $119.00 $220.02 19% $178.00 $59170 Duplicate Inspection Card $15.00 $69.42 68% $22.00 $7171 Special Inspections or Temporary Utilities $191.00 $238.67 0% $238.00 $47172 Building Appeals Board Application $47.00 Plus Actual Cost $87.63 20% $70.00 $23173 Investigation Fee or Red Tag Fee 100% of Bldg Permit Fee NA NA 100% of Bldg Permit Fee $0 174 GRADING FEES
175 Grading Plan Review Fees176 0 to 1,000 cubic yards $119.00 $184.59 4% $178.00 $59177 1,001 to 10,000 cubic yards $171.00 $226.90 0% $226.00 $55178 10,001 + cubic yards Actual Cost NA NA Actual Cost $0 30 BUILDING
# Description Current Fee/Charge Unit Full Cost Subsidy % Suggested Fee Fee Δ 179 Plus actual cost for each additional 10,000 (cu yd) or fraction thereof. Actual Cost NA NA Actual Cost $0 180 Grading Inspection Fees
181 0 to 1,000 cubic yards $104.00 $217.57 28% $156.00 $52182 1,001 to 10,000 cubic yards $140.00 $391.84 46% $210.00 $70183 10,001 + cubic yards Actual Cost NA NA Actual Cost $0184 Plus actual cost for each additional 10,000 (cu yd) or fraction thereof. Actual Cost NA NA Actual Cost $0 185 Change / Other Fees
186 Additional plan review required by changes, additions or revisions to approved plans At Cost NA NA At Cost $0 187188 PROJECT / OTHER
189 Brick & Stone Veneer Inspection $206.00 $355.85 13% $309.00 $103190 Foundation $347.00 $416.38 0% $416.00 $69191 Framing (minor) $171.00 $331.75 23% $256.00 $85192 Mobile Home/ Mftrd. Home $303.00 $549.76 17% $454.00 $151193 Monument Sign $171.00 $302.20 15% $256.00 $85194 Parking Lot (over 20,000 sq ft) $600.00 $712.57 0% $712.00 $112195 Parking Lot (up to 20,000 sq ft) $455.00 $510.33 0% $510.00 $55196 Rafters (Repair/Replace) $171.00 $313.53 18% $256.00 $85197 Sheetrock Replacement (SFD) $134.00 $271.22 26% $201.00 $67198 Siding (SFD) $134.00 $271.22 26% $201.00 $67199 Sign (Small) $134.00 $241.67 17% $201.00 $67200 Solar Panels/ Photovoltaic System $249.00 $415.94 10% $373.00 $124201 Stucco (Major) $206.00 $359.29 14% $309.00 $103202 Stucco (Minor) $171.00 $316.98 19% $256.00 $85203 Trellis $134.00 $362.29 45% $201.00 $67204 Water/Gas Service Lateral Inspct $171.00 $247.56 0% $247.00 $76205 Window (Repair/Replace) $156.00 $298.76 22% $234.00 $78206 Misc Building Permit (Minor) $171.00 $302.20 15% $256.00 $85207 Misc Building Permit (Major) $206.00 $344.52 10% $309.00 $103208 Storage Racks $238.00 $274.66 0% $274.00 $36 * Or the total hourly cost to the jurisdiction, whichever is greatest. This cost shall include supervision, overhead, equipment, hourly wages and fringe benefits of the employee involved. 31 BUILDING
# Description Current Fee/Charge Unit Full Cost Subsidy % Suggested Fee Fee Δ 209 Mobile Home/ Engrng Foundation $238.00 $380.51 6% $357.00 $119210 DEMOLITION211 Demolition (800 sq ft or less) $119.00 $238.23 25% $178.00 $59212 Demolition (801 sq ft or more) $192.00 $172.26 0% $172.00 -$20213 MASONARY OR RETAINING WALLS214 Retaining Walls 0 to 50 lineal feet $228.00 $344.52 1% $342.00 $114215 Retaining Walls over 5 lineal ft. ea additional 50ft $140.00 $259.89 19% $210.00 $70216 SIGNS217 Reface or Repaint $139.00 $208.69 0% $208.00 $69218 Non-illuminated monument / Pole / Wall $238.00 $293.32 0% $293.00 $55219 Illuminated $275.00 $335.63 0% $335.00 $60220 Each additional branch circuit $36.00 $96.96 44% $54.00 $18221 Approved Subdivision Kiosk Signs $130.00 $129.94 1% $129.00 -$1222 The fees listed do not include the encroachment permit fee223 Strong Motion Table224 Residential - $0.00013 times the valuation as published in the “Building Standards” latest edition225226 General Plan Maint. $0.04 per square foot 12% 50% 6% Of All Building Permits Types
6%
Commercial and all other Building Construction - $0.00028 times the valuation as published in the “Building Standards” latest edition. 32 COMMUNITY SERVICES
# Description Current Fee/Charge Unit Notes Full Cost Subsidy % Suggested Fee Fee Δ 1 Private Building Rentals per hour2 Private Use of Multi-purpose $86.00 NA NA $86.00 $03 Kitchen Use $48.00 NA NA $48.00 $04 Set-up/ Tear Down (Tables & Chairs) $28.00 NA NA $28.00 $05 Park Rentals (Picnic Areas/Bandshell) For 5 hours, for full day, double the rate6 0-50 Attendance $50.00 NA NA $50.00 $07 51-100 Attendance $69.00 NA NA $69.00 $08 101-150 Attendance $92.00 NA NA $92.00 $09 151 + Attendance $110.00 NA NA $110.00 $010 Park Rentals (Athletic Fields) per hour11 Private Use of Field $52.00 2 hr minimum NA NA $52.00 $012 Private Use of Field - Baseball/Softball $52.00 2 hr minimum NA NA $52.00 $013 Private Use of Field - Basketball/Soccer $34.00 2 hr minimum NA NA $34.00 $014 Tournament (Baseball/Softball) $230.00 NA NA $230.00 $015 Tournament (Basketball/Soccer) $171.00 NA NA $171.00 $016 Miscellaneous (Private Rentals)17 Supervision $39.00 $102.83 62% $39.00 $018 Facility Use19 Site Prep.-Athletic Fields20 Site Prep.- Roosevelt Baseball Field $52.00 NA NA $52.00 $021 Site Prep.- Delgado Softball Field $64.00 NA NA $64.00 $022 Site Prep.- K/C Vista Baseball Field $69.00 NA NA $69.00 $023 Site Prep.- Soccer Field $64.00 NA NA $64.00 $024 Site Prep.- Basketball Court $11.00 NA NA $11.00 $025 Site Preparation- Bandshell & Picnic Areas $34.00 NA NA $34.00 $026 Electricity-Athletic Fields (25% off for non-profit groups) $27.00 NA NA $27.00 $027 Electricity-Bandshell/C.C. $11.00 NA NA $11.00 $028 Facility Use for Grantee(s) $0 29 Room Rental $5.00 NA NA $5.00 $030 Electricity $6.00 NA NA $6.00 $031 Custodial Supplies $1.00 NA NA $1.00 $0 33 COMMUNITY SERVICES
# Description Current Fee/Charge Unit Notes Full Cost Subsidy % Suggested Fee Fee Δ 32 Youth Sports33 Youth Sports Registrations $40-$50 NA NA $40-$50 $034 Adult Sports35 3 on 3 Basketball $125.00 NA NA $125.00 $036 5 on 5 Basketball $500.00 NA NA $500.00 $037 Volleyball $150.00 NA NA $150.00 $038 Softball $450.00 NA NA $450.00 $039 Team Sponsorships40 Per Team $250.00 NA NA $250.00 $041 Refund Processing Fee 42 Fee for Processing Registration Refunds $8.00 N A NA $8.00 $043 Aquatics44 Swim Lesson Registrations $34.00 NA NA $34.00 $045 Open Swim Fee $2.00 NA NA $2.00 $046 Special Events Fees47 Parade Entry $11.00 NA NA $11.00 $048 Public Address System Use 49 P.A. Use $64.00 NA NA $64.00 $050 Summer Fun in the Park51 Summer Youth Program $1.50 per day NA NA $30/month $052 After School Care53 After School Care $1.50 per day NA NA $30/month $054 Photocopies55 legal size $2.00 first page plus .05 per addn'l page NA NA $2.00 $0 56 letter size $2.00 first page plus .05 per addn'l page NA NA $2.00 $0 57 Returned Check Charge **
58 Charge for bad checks $25.00
** State Law Mandates the Charge at $25.00
NA NA $25.00 $0
59 Document Search
60 Per hr. set fee, min. 1/2 hr charge $24.00 NA NA $24.00 $061 Subpoena fee 34 COMMUNITY SERVICES
# Description Current Fee/Charge Unit Notes Full Cost Subsidy % Suggested Fee Fee Δ 62 For each day the employee is required to be in attendance at the proceeding pursuant to the subpoena. Required by State Law AB 2727 $275.00 NA NA $275.00 $0
63 Sports Plex
64 Admission (Drop-In Sports)65 Includes basketball/volleyball courts, arcade area, ping pong, and turf area fields (based on availability) $2.00 NA NA $2.00 $0 66 Batting Cage Pitching Machine Use Fee
67 5 minutes (up to 50 pictched balls) $5.00 NA NA $5.00 $068 15 minutes (up to 150 pictched balls) $10.00 NA NA $10.00 $069 30 minutes (up to 300 pictched balls) $15.00 NA NA $15.00 $070 45 minutes (up to 450 pictched balls) $25.00 NA NA $25.00 $071 60 minutes (up to 600 pictched balls) $30.00 NA NA $30.00 $072 Turf Training Area73 30 minutes $15.00 NA NA $15.00 $074 60 minutes $25.00 NA NA $25.00 $075 Batting Cages Rental76 30 minutes $10.00 NA NA $10.00 $077 60 minutes $25.00 NA NA $25.00 $078 Party Area Reservation79 2 hours (does not include admittance fee) $25.00 NA NA $25.00 $080 Batting Cage Pitching Machine Use Fee81 30 minutes (up to 300 pictched balls) $15.00 NA NA $15.00 $082 60 minutes (up to 600 pictched balls) $20.00 NA NA $20.00 $083 Basketball/Volleyball Court Reservation84 30 minutes $15.00 NA NA $15.00 $085 60 minutes $20.00 NA NA $20.00 $086 Turf Area Reservation87 30 minutes $15.00 NA NA $15.00 $088 60 minutes $20.00 NA NA $20.00 $089 Private Facility Rental90 Per hour $150.00 NA NA $150.00 $091 Programming/Competition Facility Rental92 Per hour $120.00 NA NA $120.00 $093 Event Support Staff Service Charge $35.00 per hour NA NA $35.00 $094 Team Packages for Batting Cages (Baseball/Softball Packages) 35 COMMUNITY SERVICES
# Description Current Fee/Charge Unit Notes Full Cost Subsidy % Suggested Fee Fee Δ 95 Bronze Package- 2 hours, 1 cage $30.00 Addl cages $10 NA NA $70.00 $4096 Silver Package - 3 hours, 1 cage $45.00 Addl cages $10 NA NA $95.00 $5097 Gold Package- 4 hours, 2 cages $120.00 Addl cages $10 NA NA $150.00 $3098 Soccer/Football Packages99 Bronze Package - 2 hours New NA NA $40.00 NA100 Silver Package - 3 hours New NA NA $65.00 NA101 Gold Package - 4 hours New NA NA $90.00 NA102 Basketball/Volleyball Packages103 Bronze Package - 2 hours New NA NA $40.00 NA104 Silver Package - 3 hours New NA NA $65.00 NA105 Gold Package - 4 hours New NA NA $90.00 NA106 One year banner sponsorship $400.00 NA NA $400.00 $0107 City Sponsored Activities/Tournaments $5.00 per person NA NA $5.00 $0108 Public Facility Rental $125.00 per hour NA NA $125.00 $0109 Access Card for Pitching Machine - 30 minutes plus entry fee (includes 5 passes) New NA NA $50.00 NA 110 Access Card for Pitching Machine - 60 minutes plus entry fee (includes 5 passes) New NA NA $120.00 NA 111 Senior Center
112 Annex - Maximum Capacity 185113 General Public $82.00 Per Hour NA NA $82.00 $0114 Non-profit $72.00 Per Hour NA NA $72.00 $0115 Dinuba Senior Center Member $64.00 Per Hour NA NA $64.00 $0116 Social Hall - Maximum Capacity 185117 General Public $82.00 Per Hour NA NA $82.00 $0118 Non-profit $72.00 Per Hour NA NA $72.00 $0119 Dinuba Senior Center Member $64.00 Per Hour NA NA $64.00 $0120 Activity Rooms (A-1 or A-2)121 General Public $45.00 Per Hour NA NA $45.00 $0122 Non-profit $40.50 Per Hour NA NA $40.50 $0123 Dinuba Senior Center Member $36.00 Per Hour NA NA $36.00 $0124 Kitchen125 General Public $25.00 Per Hour NA NA $25.00 $0126 Non-profit $22.50 Per Hour NA NA $22.50 $0127 Dinuba Senior Center Member $20.00 Per Hour NA NA $20.00 $0 36 COMMUNITY SERVICES
# Description Current Fee/Charge Unit Notes Full Cost Subsidy % Suggested Fee Fee Δ 128 Kitchen with Social Hall $50.00 NA NA $50.00 $0129 Courtyard130 General Public $40.00 Per Hour NA NA $40.00 $0131 Non-profit $36.00 Per Hour NA NA $36.00 $0132 Dinuba Senior Center Member $32.00 Per Hour NA NA $32.00 $0133 Other Fees134 Ceramics Class $25.00 Per every 10 classes NA NA $25.00 $0135 Newsletter mailing $10.00 Annually NA NA $10.00 $0136 Kiln Firing $35.00 Per Firing NA NA $35.00 $0137 Lunch for Senior Citizens $1.50 Per lunch NA NA $1.00 $0 37 PUBLIC WORKS SERVICES
# Description Current Fee/Charge Unit Notes Full Cost Subsidy % Suggested Fee Fee Δ 1 Account Name Change Account name change $15.00 $19.08 0% $19.00 $42 Backflow Prevention Annual Administrative Fee Annual letter notifying user/owner of ea. Assembly $34.00 $50.20 0% $50.00 $16 3 Backflow Prevention New 3/4 inch to 2 inch device $160.00 $162.65 0% $162.00 $2 -Install. Testing & Inspection fee 2-1/2 inch to 4 inch device $202.00 $224.90 0% $224.00 $22 4-1/2 inch to 8 inch device $252.00 $287.14 0% $287.00 $35 4 Backflow Prevention Testing Fee 3/4 inch to 2 inch device $177.00 + cost of parts $349.39 24% $265.00 $88 Testing for Non-compliance 2-1/2 inch to 4 inch device $228.00 + cost of parts $442.76 23% $342.00 $114 Performed by City Staff 4-1/2 inch to 8 inch device $278.00 + cost of parts $536.13 22% $417.00 $139 5 Commercial/Residential Steam Cleaning Cart New + actual costs $19.08 0% $19.00 NA6 Construction Water Meter Charges (SFD) Deposit Charge for water usage/New SFD $100.00 Water Usage NA NA $100.00 $0 7 Construction Water Meter Charges (Other)
Deposit Hydrant Meter $1,050.00 Water Usage NA NA $1,050.00 $0 8 Contaminated Cart trash in wrong cart New + actual costs $19.08 0% $19.00 NA9 Cut Lock Cut lock $33.00 + cost of lock $79.20 37% $50.00 $1710 Deposit (Residential Tenant) Deposit for Tenant - New utility service $183.00 NA NA $200.00 $1711 Deposit (Commercial) Deposit for new utility service $236.00 NA NA $300.00 $6412 New Utilities Account Set-up Account Set-up Fee for Water, Sewer and Disposal $32.00 $57.23 4% $55.00 $2313 New Water Meter Set 1 inch line $98.00 + cost of meter $363.22 25% $272.00 $174 2 inch line $445.00 + cost of meter $473.43 0% $473.00 $28 14 Sample to Lab Owner request $151.00 + lab cost $373.48 0% $373.00 $22215 Tampered Meter Staff’s time to address Tampered meter $73.00 + citation fees and Cost of Meter $287.14 65% $100.00 $27 16 Unauthorized Water Turn On Unauthorized turn on $32.00 + citation fees $158.40 37% $100.00 $6817 Utility Bill Past Due Fee payment for utility bill received after due date New NA NA 10% of current bill NA 18 Water Delinquent Turn on/off Reconnection fee $32.00 $96.16 48% $50.00 $1819 Water Delinquent Turn on/off (After Hours - 2hr min. call out) After hours turn on/off fee $149.00 (2hr minimum call out) $270.16 26% $200.00 $51 20 Water Meter Check /Change out Meter Water Meter Test $67.00 $294.82 49% $150.00 $8321 Water Service Connection 3/4", 1", 1.5" & 2" line (minor) $2,580.00 +cost of meter $3,067.77 0% $3,067.00 $487 3/4", 1", 1.5" & 2" line (major) $2,580.00 +cost of meter $4,390.33 12% $3,870.00 $1,290 22 Water Quality Check 2nd inspection per year $75.00 $124.49 0% $124.00 $4923 Yard Sale Permit permit for 2nd yard sale in calendar year New $19.08 -550% $124.00 NA24 DISPOSAL FUND 25 Misc. Disposal 2nd Request Process Misc. Customer Disposal Request $15.00 + actual cost $19.08 0% $19.00 $426 Spill/Roadway Debris Clean-up Spill / Roadway Debris Clean-up Actual Cost $0.00 Actual Cost $0 38 POLICE
# Description Current Fee/Charge Unit Notes Full Cost Subsidy % Suggested Fee Fee Δ 1 Emergency Response Fee Emergency resp. for DUI arrest $515.00 up to $10,000 Variable NA Actual Cost Variable2 ABC Review Review for alcohol license $33.00 $33.00 0% $33.00 $03 Noise Disturbance Complaint for noise disturbance $92.00 NA NA $92.00 $0 4 False Alarm Response - 1st call False alarm calls/bus./residential $48.00 NA NA $48.00 $0 5 False Alarm Response - 2nd call False alarm calls/bus./residential $93.00 NA NA $93.00 $0 6 False Alarm Resp. - 3rd & thereafter False alarm calls/bus./residential $135.00 NA NA $135.00 $0 7 VIN Verification Verify VIN number $49.00 $49.00 0% $49.00 $08 Records Check Records Search Criminal History $23.00 $23.00 0% $23.00 $09 Fingerprints (City Fee) Provide fingerprints $13.00 $16.08 0% $16.00 $310 Fingerprints (DOJ Fee)*** Provide fingerprints $32.00 NA NA $32.00 $0 11 Accident Reports Accident & Investigation Report $23.00 $23.00 0% $23.00 $0 12 Citation Sign-Offs Correction of Vehicle Violations $11.00 $12.86 7% $12.00 $113 Correctable Citations Admin Fee $15.00 $17.15 1% $17.00 $214 Stored Vehicle Release Provide release of stored vehicle $126.00 $126.00 0% $126.00 $015 Vehicle Repo Release Form fee $15.00 $15.00 0% $15.00 $016 Special Police Services Security Services/Reserves $30.00 hour Variable NA Actual Cost NA17 Special Police Services Police Officer - Event Patrol New hour Only when available Variable NA Actual Cost NA18 Special Police Services Police Sergent - Events New hour Only when available Variable NA Actual Cost NA19 Special Police Services Funeral Escort $84.00 $84.00 0% $84.00 $020 Vehicle for Sale Permit Permit for sale of vehicle $0.00 NA NA $0.00 $0 21 Crime Report Copies Provide copies of crime reports $48.00 $48.00 0% $48.00 $0 22 Duplication of Digital Media Photo, audio, video recordings $1.00 Variable NA Flash Drive/CD/DVD Actual Costs NA 23 Duplication of Digital Media Digital Media Reproduction - PRA $1.00 Variable NA Actual Costs NA 24 Duplication of Digital Media Digital Media Reproduction - Commerical $1.00 Variable NA Actual Costs NA 25 Citation Copies Provide additional copy of citation $11.00 $11.00 0% $11.00 $026 Animal Recovery/Return Animal Pickup/Transport $91.00 $91.00 0% $91.00 $0 39 POLICE
# Description Current Fee/Charge Unit Notes Full Cost Subsidy % Suggested Fee Fee Δ 27 Running at Large - 1st offense Animal running at large $46.00 NA NA $46.00 $0 28 Running at Large - 2nd offense Animal running at large $88.00 NA NA $88.00 $0 29 Running at Large - 3rd offense Animal running at large $170.00 NA NA $170.00 $0 30 Nuisance - 1st offense Respond to complaint $53.00 NA NA $53.00 $031 Nuisance - 2nd offense Respond to complaint $101.00 NA NA $101.00 $032 Nuisance - 3rd offense Respond to complaint $204.00 NA NA $204.00 $033 Animal Disposal Dispose of dead animals $46.00 $46.00 0% $46.00 $034 Animal License Tags Required Citations for no license tags $23.00 $23.00 0% $23.00 $0 35 Animal License Required Failure to license dog $27.00 $27.00 0% $27.00 $0 36 Animal Cruelty Investigation Investigate complaint of cruelty $142.00 $142.00 0% $142.00 $0 37 Animal Quarantine Bite Investigation/Dog Quarantine $120.00 $120.00 0% $120.00 $038 DUI Breath Test *** DUI arrest breath test fee $30.00 DOJ NA NA $35.00 $539 DUI LAB FEE - BLOOD DRAW GOV CODE 53150-53159 Actual Cost Variable NA Actual Cost $0 40 DUI LAB FEE - ALCOHOL
ANALYSIS GOV CODE 53150-53159 Actual Cost Variable NA Actual Cost $0 41 DUI LAB FEE - DRUG
SCREEN GOV CODE 53150-53159 Actual Cost Variable NA Actual Cost $0 42 Towing Fee Towing fee $200.00 At Tow Yard Contracted NA $200.00 $043 Storage Fee Per day storage fee for towed vehicles $65.00 At Tow Yard Contracted NA $65.00 $0 44 Wide/Overweight/ Long Load (one day permit) Rev request for permit and establishing route $24.00 day $24.00 0% $24.00 $0 45 Graffitti
46 1st Citation $637.00 NA NA $637.00 $0
47 2nd Citation $1,263.00 NA NA $1,263.00 $0
48 3rd Citation $1,263.00 NA NA $1,263.00 $0
40 FIRE
# Description Current Fee/Charge Unit Notes Full Cost Subsidy % Suggested Fee Fee Δ 1 Fire Reports Incident Report New $36.22 23% $28.00 NA Investigation Report 48.00 $54.33 12% $48.00 $0
2 Hydrant Testing Inspect & Test Hydrant 170.00 $237.66 26% $175.00 $53 State Mandated Fire Inspections - Annual High Rise, Jails, Hospitals, etc... 151.00 $192.95 9% $175.00 $24 Schools No Charge NA NA No Charge $0
4 Annual / Bi-Annual Business Inspection 1st Inspection No Charge $131.68 24% $100.00 NA 1st Re-Inspection No Charge $96.48 NA No Charge $02nd Re-Inspection $334.00 Admin Citation in Addition $131.68 24% $100.00 -$234 3rd Re-Inspection $556.00 Admin Citation in Addition $131.68 24% $100.00 -$456 4th Re-Inspection $679.00 Admin Citation in Addition $131.68 24% $100.00 -$579 5 New Business Inspection Commerical Inspection $72.00 $192.95 9% $175.00 $103 Industrial Inspection $151.00 $254.22 2% $250.00 $991st Re-Inspection No Charge NA NA No Charge $02nd Re-Inspection No Charge NA NA No Charge $03rd Re-Inspection $334.00 Admin Citation in Addition $131.68 24% $100.00 -$234 4th Re-Inspection $556.00 Admin Citation in Addition $131.68 24% $100.00 -$456 5th Re-Inspection $679.00 Admin Citation in Addition $131.68 24% $100.00 -$579 6 Fire Sprinkler Plan Check and Site Testing Commercial/Multi Family (Less Than 500 Sprinklers) $427.00 $526.73 10% $475.00 $48 Commercial/Multi Family (More Than 500 Sprinklers) $778.00 $930.91 6% $875.00 $97Residential Plan Check Only $186.00 $131.68 1% $131.00 -$55Residential Site Inspection and Testing $186.00 $254.22 27% $186.00 $0 7 Fire Alarm Plan Check and Site Testing Less than 50 devices $427.00 $404.19 0% $404.00 -$23 More than 50 devices $809.00 $808.37 0% $808.00 -$1
8 Fire Pump Site Testing Inspect and test fire pump site $131.00 $263.36 34% $175.00 $449 Temporary Membrane Structures, Tents and Canopies Inspection and permit for tent or air supported structure used for assemblies (occupant load of 50 or more) $114.00 $263.36 5% $250.00 $136
Inspection and permit of all other tents & canopies $85.00 hr $202.09 51% $100.00 $15 10 Special hazard use permit Special Use Permit $95.00 $202.09 53% $95.00 $011 Permit - Tank Installation/ Removal Flammable combination liquid tanks $119.00 $202.09 53% $95.00 -$2412 Tank Plan Review Flammable combination liquid tanks $174.00 $202.09 53% $95.00 -$7913 Fire Suppression Hood System Permits, plan review, and testing $174.00 $254.22 11% $225.00 $5114 Fireworks Fireworks Stand Inspection $35.00 $45.95 24% $35.00 $0 Public Fireworks Display Permit $151.00 $404.19 51% $200.00 $49Public Fireworks Display Standby (minimum 4 hours) $89.00 hr See Emergency Response Standby $579.93 57% $250.00 $161 15 Special Events Booth Inspection (Carnival, Food Vendor) $20.00 $30.64 35% $20.00 $0 On-site inspection of Carnival/Fair Sites $114.00 event $263.36 15% $225.00 $111 16 Citations Possession or use of illegal fireworks (1st Citation) $1,500.00 See Municipal Code NA NA $1,500.00 $0 Possession or use of illegal fireworks (2nd Citation) $1,500.00 NA NA $1,500.00 $0Possession or use of illegal fireworks (3rd Citation) $1,500.00 NA NA $1,500.00 $0False alarm calls (3rd and additional Responses) $110.00 $262.91 58% $110.00 $0 17 Emergency Response Stand - by Fee Stand -by for first-out apparatus & personnel $222.00 hr See CFAA Agreement $439.10 32% $300.00 $78 each additional apparatus $50.00 See CFAA Agreement $225.48 33% $150.00 $100 41 AMBULANCE SERVICES
# Description Current Fee/Charge Unit Full Cost Subsidy % Suggested Fee Fee Δ Ambulance Records $30.00 $50.01 40% $30.00 $0Ambulance Rates ALS-1 Base Rate $982.00 $3,354.91 43% $1,917.00 $935 ALS-1 Emergency Base Rate - Resident $982.00 $3,354.91 43% $1,917.00 $935ALS-1 Emergency Base Rate - Non Resident $982.00 $3,354.91 40% $2,017.00 $1,035ALS-2 Base Rate $1,194.00 $4,042.06 27% $2,949.00 $1,755BLS Base Rate $0.00 $2,021.03 49% $1,032.00 $1,032BLS Emergency Base Rate - Resident $0.00 $2,021.03 25% $1,506.00 $1,506BLS Emergency Base Rate - Non Resident $0.00 $2,021.03 16% $1,706.00 $1,706Mileage $27.00 mile $45.01 1% $44.70 $18Night Fee $106.00 $176.71 26% $131.00 $25EKG Heart Monitor $106.00 $176.71 26% $131.25 $25Oxygen $106.00 $176.71 40% $106.00 $0Disposable Supplies $0.00 NA NA $0.00 $0IV Admin. $0.00 NA NA $0.00 $0Non-Transport ALS Treatment New $1,677.46 50% $833.50 NANon-Transport Assessment Charge New $1,010.52 46% $544.00 NAStand-By (Waiting with Patient/15 min) New $53.19 15% $45.00 NANon-Transport BLS Treatment New $1,010.52 46% $544.00 NA Special Events Special Event / Stand-by (2 Staff) PER HOUR $288.00 $338.22 15% $288.00 $0Medical Training Classes E.M.T. Basic Full Class $642.00 per person NA NA $600.00 -$42 First Aid, CPR & AED (Full Class) $53.00 per person NA NA $98.00 $45First Aid (Full Class) $26.00 per person NA NA $75.00 $49CPR & AED (Full Class) $26.00 per person NA NA $75.00 $49Pediatric First Aid, CPR & AED (Full Class) New per person NA NA $75.00 NABLS (Full Class) New per person NA NA $75.00 NABLS (Skills Testing) New per person NA NA $35.00 NAACLS (Full Class) New per person NA NA $200.00 NAACLS (Renewal) New per person NA NA $110.00 NAACLS (Skills Testing) New per person NA NA $60.00 NAPALS (Full Class) New per person NA NA $60.00 NAPALS (Renewal) New per person NA NA $110.00 NAPALS (Skills Testing) New per person NA NA $60.00 NA Fire Med Membership $69.00 NA NA $65.00 -$4
42 27368 Via Industria, Suite 200
Temecula, CA 92590
800.755.6864 | Fax: 888.326.6864
951.587.3500 | Fax: 951.587.3510
www.willdan.com
City Council Staff Report
Department: ENGINEER/PLANNING April 11, 2023
To: Mayor and City Council
From: Jason Watts, City Engineer
Subject:

Award of Contract to JT2, Inc. DBA Todd Companies in the amount of $313.952.90 for the Entertainment Plaza Restroom Improvements Project; State Project No. 18-54-004 (JW)

EXECUTIVE SUMMARY
The Entertainment Plaza is actively used during the summer months for Farmer's Market and Hot Summer Night Lights as well as the annual Cruise Night and Concert.

Due to the amount of activities, the Entertainment Plaza is in need of a restroom to satisfy the current events that are occurring at this location. The project was formally advertised and one (1) bid was received. The lowest responsive bid was received from JT2, Inc. DBA Todd Companies in the amount of $313,952.90. Staff is requesting that the City Council award the bid to JT2, Inc. DBA Todd Companies.

OUTSTANDING ISSUES
None.

DISCUSSION
The city received a $177,952 per capita grant from the state for park improvements.

Staff identified the use of these funds to construct new public restrooms at Entertainment Plaza. The existing restrooms were in such poor condition that they were demolished in 2021. Staff has been using portable restrooms at the Plaza.

The new restroom location is identified in the Entertainment Plaza Master Plan enclosed herein as Attachment 'A'. The restrooms are needed to accommodate the various activities held at the Plaza throughout the year. On October 25, 2022, Council authorized the purchase of a pre-cast concrete 4-door Dakota Restroom as depicted in Attachment 'B'.

Staff prepared design specifications and solicited bids for the construction of the site improvements in preparation for the delivery and installation of the concrete restroom. A total of one (1) proposal was received from JT2, Inc. DBA Todd Companies in the amount of $313,952.90. A copy of the JT2, Inc.

DBA Todd Companies bid proposal is enclosed herein as Attachment 'C'.

Staff recommends Council award the contract for the Entertainment Plaza Restroom Improvements Project to JT2, Inc. DBA Todd Companies in the amount of $313,952.90 and authorize the City Manager or designee to execute the contract documents.

FISCAL IMPACT
The City will be using the remaining Parks and Recreation Grant used for the purchase of the Restroom, Park Impact Fees, and ARPA fund savings from the Road 74 Street Improvements Project.

PUBLIC HEARING
None.

ATTACHMENTS:

Description
A. Entertainment Plaza Master Plan Schematic Design
B. 4-Door Dakota Restroom
C. JT2, Inc. DBA Todd Companies Bid Proposal
Entertainment Plaza
Moments of Joy
Schematic Design
February 8, 2022
Site Plan
Farmers Market Layout
Site Plan
Entertainment Area
Entertainment Area
Stage
Citizen’s Row
Main Entrance
Citizen’s Row
Main Entrance
Leisure Zone
Paseo Area
Leisure Zone
Paseo Area
Leisure Zone
Mist Feature on existent Splash Pad
Leisure Zone
Mist Feature on existent Splash Pad
Leisure Zone
Dinuba Letters
Leisure Zone
Dinuba Letters
Family / Kid Zone
Family / Kid Zone
Monument Area
Monument Area
Burt Rutan’s Plane
Entertainment Plaza
Moments of Joy
February 8, 2022

City Council Staff Report
Department: ENGINEER/PLANNING April 11, 2023
To: Mayor and City Council
From: Jason Watts, City Engineer
Subject:

Award of Contract to Avison Construction, Inc. in the amount of $472.348 for the Road 74 Street Improvements Project (JW)

EXECUTIVE SUMMARY
Road 74 is completely deteriorated and has exceeded its pavement life. The project consists of the reconstruction of the pavement structural section and aggregate base shoulders from Sierra Way to Kamm Avenue on Road 74. The project was formally advertised, and twelve (12) bids were received. The lowest responsive bid was received from Avison Construction, Inc. in the amount of $472,348.00. Staff is requesting that the City Council award the bid to Avison Construction, Inc.

OUTSTANDING ISSUES
None.

DISCUSSION
Road 74 between Sierra Way and Kamm Avenue has reached its useful life and needs to be fully reconstructed. Staff solicited bids and received a total of twelve (12) proposals by the April 3, 2023 deadline. The bids are summarized, as follows:

CONTRACTOR TOTAL
MAC General Engineering, Inc. $588,300.73
Dawson-Mauldin, LLC $610,925.49
Emmett Valley Construction $524,695.60
Avison Construction, Inc. $472,348.00
Romanazzi General Engineering $621,456.17
JT2, Inc. DBA Todd Companies $575,000.75
Terra West Construction $475,322.00
Braswell Corporation $555,066.21
Jim Crawford Construction Company, Inc. $575,165.00
RJ Berry, Inc. $504,485.90
Dave Christian Construction Company, Inc. $551,701.30
Agee Construction Corporation $645,407.60
The lowest bid proposal was submitted by Avison Construction, Inc. in the amount of $472,348.00. 4Creeks Inc. has worked with the contractor on various other projects in town and in other jurisdictions. Avison Construction, Inc. completed the 10-foot meandering Paseo from Viscaya Parkway to Euclid Avenue and has a proven track record with these types of projects. Staff is recommending that the contract be awarded to Avison Construction, Inc. in the amount of $472,348.00. A copy of the Avison Construction, Inc. bid proposal is enclosed herein as Attachment 'A'.

The reconstruction of Road 74 is timely as the new Dinuba High School currently under construction is expected to be open for the 2025 school year, which is expected to receive increase traffic loads. Furthermore, the city has received many complaints from drivers due to the current condition of the existing roadway. This project will result in a new road with aggregate base shoulders.

Staff recommends Council award the contract for the Road 74 Street Improvements Project to Avison Construction, Inc. in the amount of $472,348.00 and authorize the City Manager or designee to execute the contract documents.

FISCAL IMPACT
The City budgeted ARPA and General Funds for this project this fiscal year.

PUBLIC HEARING
None.

ATTACHMENTS:

Description
A. Avison Construction, Inc. Bid Proposal

City Council Staff Report
Department: FINANCE SERVICES April 11, 2023
To: Mayor and City Council
From: Karina Solis, Administrative Services Director
Subject: Annual Audit Report for Fiscal Year 2021-22 (KS)

RECOMMENDATION
Council to accept the Independent Auditor's Report for the Fiscal Year 2021-22.

EXECUTIVE SUMMARY
The city retained Lance, Soll & Lunghard, LLP to conduct an independent audit report of the Annual Comprehensive Financial Report (ACFR) for fiscal year 2021-22.

Brandon Young, a partner with Lance, Soll and Lunghard will be presenting the audit report for review and acceptance by the City Council.

OUTSTANDING ISSUES
None.

DISCUSSION
The Finance Department completed the Annual Comprehensive Financial Report (ACFR) for Fiscal Year 2021-2022. The ACFR is a thorough and detailed presentation of the city’s financial condition for a given fiscal year that is in compliance with the accounting requirements established by the Governmental Accounting Standards Board (GASB). The ACFR was audited by Lance, Soll & Lunghard, an independent auditor using generally accepted government auditing standards.

The ACFR consists of three sections: Introductory, Financial and Statistical. The Introductory section orients and guides the reader through the report. The Financial section presents the entity’s basic financial statements as well as notes to the statements and the independent auditors’ report. The Statistical section provides additional financial and statistical data, including data about financial trends that may better inform the reader about the government’s activities. A copy of the audited Annual Comprehensive Financial Report for Fiscal Year 2021-2022 is enclosed as Attachment ‘A’.

In addition, the auditors submitted a report on Internal Controls and Significant Audit Findings enclosed herein as Attachments 'B' and 'C'. The report on Internal Controls evaluates the city's internal control over financial reporting in order to identify any deficiencies. The auditor's identified only one (1) note that staff is addressing per the auditor's recommendation for the 2021-22 fiscal year. Staff works diligently each year to reduce or eliminate any and all deficiencies in financial reporting. For example, the fiscal year 2017-18 audit identified 14 deficiencies, in fiscal year 2018-19 the audit identified 9 deficiencies, in 2019-20, 2 deficiencies were identified and lastly in 2020- 21, 1 deficiency and 1 material weakness were identified. The report on Significant Audit Findings evaluated accounting practices with no reportable issues, encountered no difficulties in performing the audit, reported no disagreements with management, and stipulated new accounting standards applied to the fiscal year.

In summary, the Independent Auditor's Report reflects a clean audit of the city's financial statements for FY 2021-2022.

FISCAL IMPACT
None.

PUBLIC HEARING
None.

ATTACHMENTS:

Description
A. Annual Comprehensive Financial Report
B. Audit Report on Internal Controls over Financial Reporting C. Audit Report on Significant Findings

OVER FINANCIAL REPORTING AND ON COMPLIANCE AND OTHER MATTERS

BASED ON AN AUDIT OF FINANCIAL STATEMENTS PERFORMED IN ACCORDANCE

WITH GOVERNMENT AUDITING STANDARDS
To the Honorable Mayor and Members of the City Council
City of Dinuba, California
We have audited, in accordance with the auditing standards generally accepted in the United States of America and the standards applicable to financial audits contained in Government Auditing Standards issued by the Comptroller General of the United States, the financial statements of the governmental activities, the business-type activities, each major fund, and the aggregate remaining fund information of the City of Dinuba California, (the City) as of and for the year ended June 30, 2022, and the related notes to the financial statements, which collectively comprise the City’s basic financial statements, and have issued our report thereon dated March 23, 2023.

Report on Internal Control over Financial Reporting
In planning and performing our audit of the financial statements, we considered the City’s internal control over financial reporting (internal control) as a basis for designing audit procedures that are appropriate in the circumstances for the purpose of expressing our opinions on the financial statements, but not for the purpose of expressing an opinion on the effectiveness of the City’s internal control. Accordingly, we do not express an opinion on the effectiveness of the City’s internal control.

A deficiency in internal control exists when the design or operation of a control does not allow management or employees, in the normal course of performing their assigned functions, to prevent, or detect and correct, misstatements, on a timely basis. A material weakness is a deficiency, or a combination of deficiencies, in internal control, such that there is a reasonable possibility that a material misstatement of the entity’s financial statements will not be prevented, or detected and corrected, on a timely basis. A significant deficiency is a deficiency, or a combination of deficiencies, in internal control that is less severe than a material weakness, yet important enough to merit attention by those charged with governance.

Our consideration of internal control was for the limited purpose described in the first paragraph of this section and was not designed to identify all deficiencies in internal control that might be material weaknesses or significant deficiencies and therefore, material weaknesses or significant deficiencies may exist that were not identified. We identified certain deficiencies in internal control, described in the accompanying schedule of findings and responses as items 2022-001 that we consider to be material weaknesses.

Compliance and Other Matters
As part of obtaining reasonable assurance about whether the City’s financial statements are free from material misstatement, we performed tests of its compliance with certain provisions of laws, regulations, contracts, and grant agreements, noncompliance with which could have a direct and material effect on financial statements. However, providing an opinion on compliance with those provisions was not an objective of our audit, and accordingly, we do not express such an opinion. The results of our tests disclosed no instances of noncompliance or other matters that are required to be reported under Government Auditing Standards.

To the Honorable Mayor and Members of the City Council
City of Dinuba, California
City of Dinuba, California’s Response to Findings
Government Auditing Standards requires the auditor to perform limited procedures on the City’s response to the findings identified in our audit and described in the accompanying schedule of findings and responses. The City’s response was not subjected to the other auditing procedures applied in the audit of the financial statements and, accordingly, we express no opinion on the response.

Purpose of this Report
The purpose of this report is solely to describe the scope of our testing of internal control and compliance and the results of that testing, and not to provide an opinion on the effectiveness of the City’s internal control or on compliance. This report is an integral part of an audit performed in accordance with Government Auditing Standards in considering the City’s internal control and compliance. Accordingly, this communication is not suitable for any other purpose.

Sacramento, California
March 23, 2023
To the Honorable Mayor and Members of the City Council
City of Dinuba, California

SCHEDULE OF FINDINGS AND RESPONSES
Reference No.: 2022-001
Condition: Through our audit procedures of the City’s capital assets records, it was identified that various asset activity was not properly reconciled in the subledgers, asset listing, and Trial Balance.

Criteria: As part of the year end closing procedures, the City should be accounting for all capital asset activity and communicate with all departments to ensure that the subledgers and asset listings are complete and accurate.

Cause of Condition: Due to the decentralized nature of the City’s operations various asset additions were not properly reconciled in the subledger and asset listing resulting in adjustments to the Trial Balance.

Effect or Potential Effect of Condition: Capital assets balances were misstated and required adjustment.

Recommendation: We recommend the City establish procedures to ensure that all capital assets are properly recorded and reviewed for capitalization.

Client Response: The City will ensure that all departments submit accurate information for all assets. The City will establish procedures to ensure that all additions and deletions to assets are properly recorded and reviewed for capitalization.

Evaluation of Finding:

Significant Deficiency
Material Weakness X
Material Noncompliance
Other Matters

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March 23, 2023
To the Honorable Mayor and Members of the City Council
City of Dinuba, California
We have audited the financial statements of the governmental activities, the business-type activities, each major fund, and the aggregate remaining fund information of the City of Dinuba, California (the City) for the year ended June 30, 2022. Professional standards require that we provide you with information about our responsibilities under generally accepted auditing standards, Government Auditing Standards and the Uniform Guidance, as well as certain information related to the planned scope and timing of our audit. We have communicated such information in our letter to you dated July 18,2022. Professional standards also require that we communicate to you the following information related to our audit.

Significant Audit Matters
Qualitative Aspects of Significant Accounting Practices Management is responsible for the selection and use of appropriate accounting policies. The significant accounting policies used by the City are described in the notes to the financial statements. As described in Note 1 to the financial statements, in the fiscal year ended June 30, 2022, the City adopted new accounting guidance, GASB Statement No. 87, Leases. Accordingly, the cumulative effect of the accounting change as of the beginning of the year is reported in the Governmental and Enterprise statements. All significant transactions have been recognized in the financial statements in the proper period.

Accounting estimates are an integral part of the financial statements prepared by management and are based on management’s knowledge and experience about past and current events and assumptions about future events. Certain accounting estimates are particularly sensitive because of their significance to the financial statements and because of the possibility that future events affecting them may differ significantly from those expected. The most sensitive estimates affecting the City’s financial statements were:

Management’s estimates of its net pension liability and total other post-employment benefits liability are based on actuarial valuation specialist assumptions. We evaluated the key factors and assumptions used to develop the net pension liability and total other post-employment benefits liability in determining that they are reasonable in relation to the financial statements taken as a whole.

The financial statement disclosures are neutral, consistent, and clear.

Significant or Unusual Transactions
Management is responsible for the policies and practices used to account for significant or unusual transactions. No significant unusual transactions have occurred during fiscal year 2021-2022.

Difficulties Encountered in Performing the Audit
We encountered no significant difficulties in dealing with management in performing and completing our audit.

To the Honorable Mayor and Members of the City Council
City of Dinuba, California
Corrected and Uncorrected Misstatements
Professional standards require us to accumulate all known and likely misstatements identified during the audit, other than those that are trivial, and communicate them to the appropriate level of management.

Management has corrected all such misstatements. In addition, we detected misstatements as a result of audit procedures which were material, and were subsequently corrected by management. The details of these misstatements are described in a separate letter dated March 23, 2023.

Disagreements with Management
For purposes of this letter, a disagreement with management is a financial accounting, reporting, or auditing matter, whether or not resolved to our satisfaction, that could be significant to the financial statements or the auditor’s report. We are pleased to report that no such disagreements arose during the course of our audit.

Management Representations
We have requested certain representations from management that are included in the management representation letter dated March 23, 2023.

Management Consultations with Other Independent Accountants In some cases, management may decide to consult with other accountants about auditing and accounting matters, similar to obtaining a “second opinion” on certain situations. If a consultation involves application of an accounting principle to the City’s financial statements or a determination of the type of auditor’s opinion that may be expressed on those statements, our professional standards require the consulting accountant to check with us to determine that the consultant has all the relevant facts. To our knowledge, there were no such consultations with other accountants.

Other Audit Findings or Issues
We generally discuss a variety of matters, including the significant events or transactions that occurred during the year, business conditions affecting the City and business plans and strategies that may affect the risks of material misstatements, the application of accounting principles and auditing standards, with management each year prior to retention as the City’s auditors. However, these discussions occurred in the normal course of our professional relationship and our responses were not a condition to our retention.

Other Matters
We applied certain limited procedures to the management’s discussion and analysis, the budgetary comparison schedules for the general fund and HUD grants fund, the schedule of proportionate share of the net pension liability, the schedule of plan contributions, and the schedule of changes in the total OPEB liability and related ratios which are required supplementary information (RSI) that supplements the basic financial statements. Our procedures consisted of inquiries of management regarding the methods of preparing the information and comparing the information for consistency with management’s responses to our inquiries, the basic financial statements, and other knowledge we obtained during our audit of the basic financial statements. We did not audit the RSI and do not express an opinion or provide any assurance on the RSI.

We were engaged to report on combining and individual fund financial statements and schedules, which accompany the financial statements but are not RSI. With respect to this supplementary information, we made certain inquiries of management and evaluated the form, content, and methods of preparing the information to determine that the information complies with accounting principles generally accepted in the To the Honorable Mayor and Members of the City Council
City of Dinuba, California
United States of America, the method of preparing it has not changed from the prior period, and the information is appropriate and complete in relation to our audit of the financial statements. We compared and reconciled the supplementary information to the underlying accounting records used to prepare the financial statements or to the financial statements themselves.

We were not engaged to report on introductory section and statistical section, which accompany the financial statements but are not RSI. Such information has not been subjected to the auditing procedures applied in the audit of the basic financial statements, and accordingly, we do not express an opinion or provide any assurance on it.

The following new Governmental Accounting Standards Board (GASB) pronouncements were effective for fiscal year 2021-2022 audit:

GASB Statement No. 87, Leases.

GASB Statement No. 89, Accounting for Interest Cost Incurred before the End of a Construction Period.

GASB Statement No. 97, Certain Component Unit Criteria, and Accounting and Financial Reporting for Internal Revenue Code Section 457 Deferred Compensation Plans.

The following GASB pronouncements are effective in the following fiscal years’ audits and should be reviewed for proper implementation by management:

Fiscal year 2023
GASB Statement No. 91, Conduit Debt Obligations.

GASB Statement No. 94, Public-Private and Public-Public Partnerships and Availability Payment Arrangement.

GASB Statement No. 96, Subscription-Based Information Technology Arrangements.

Fiscal year 2024
GASB Statement No. 99, Omnibus 2022.

GASB Statement No. 100, Accounting Changes and Error Corrections.

Fiscal year 2025
GASB Statement No. 101, Compensated Absences.

Restriction on Use
This information is intended solely for the use of the City Council and management of City of Dinuba and is not intended to be, and should not be, used by anyone other than these specified parties.

Very truly yours,
Sacramento, California

Dinuba City CouncilApril 11, 2023

Dinuba City Council
April 11, 2023