Agenda — Farmersville City Council, January 24, 2022

CITY P
Farmersville City Council
Regular Meeting
Paul Boyer, Mayor
Tina Hernandez Mayor Pro Tem
Gregorio Gomez, Council Member Monday, January 24, 2022 6:00 PM Ruben Macareno, Council Member Meeting held in Civic Center Council Chambers Danny Valdovinos, Council Member - 909 W. Visalia Road Farmersville, California Pursuant to AB 361, the City of Farmersville will be allowing the public, staff, and City Council to attend this meeting via Zoom.

Please dial 1-669-900-6833
Meeting ID: 85393268173
Password: 511816

1. Call to Order:

2. Roll Call:

Invocation:

4. Pledge of Allegiance:

5. Public Comment:

Provides an opportunity for members of the public to address the City Council on items of interest to the public within the Council's jurisdiction and which are not already on the agenda this evening. It is the policy of the Council not to answer questions impromptu. Concerns or complaints will be referred to the City Manager's office. Speakers should limit their comments to not more than two (2) minutes. No more than twenty (20) total minutes will be allowed for Public Comment. For items which are on the agenda this evening, members of the public will be provided an opportunity to address the council as each item is brought up for discussion. Comments are to be addressed to the Council as a body and not to any individual Council Member.

6. Presentations:

Consent Agenda:

Under a CONSENT. AGENDA category, a recommended course of action for each item is made. Any Council Member or Member of the Public may remove any item from the CONSENT AGENDA in order to discuss and/or change the recommended course of action, and the Council can approve the remainder of the CONSENT AGENDA.

A. Minutes of Regular City Council Meeting of January 10, 2022.

Recommend approval of minutes.

Documents: Draft Action Minutes of January 10, 2022
B. Finance Update for December 2021: Warrant Register and Investment Summary
Recommend that the City Council:

1. Approve the Warrant Register as presented for the period. This reporting period represents warrants issued for the current Fiscal Year (2021/2022); and

2. Accept the Investment Summary as presented for the period. This reporting period represents investment summary for the previous month.

Documents: December 2021 Warrant Register
Investment Summary December 2021
c. Approve City Manager to execute agreement with Public Consulting Group for a Strategic Plan and Master Plan for the Farmersville Fire Department in an amount not to exceed $46,230
Recommend that City Council receive and approve an agreement with Public Consulting Group to provide organizational analysis of the fire department and development of a short-term strategic plan and a 10- year Master Plan.

Documents: Draft Agreement with Public Consulting Group Copy of Proposal from Public Consulting Group
General Business
A. Discussion on City Logo Design
Recommend that the City Council provide direction on City Logo options.

Documents: City Logo Artwork Options
B. Approve Resolution 2022-002 for Police Department Vehicle Lease Financing through Municipal Finance Corporation
Recommend that the City Council approve Resolution 2022-002 directing the City Manager to sign the attached lease agreement for the ultimate purchase and delivery of three new police patrol vehicles for the City of Farmersville.

Documents:
1) Resolution 2022-002
2) Proposed Lease Purchase agreement prepared by
Municipal Finance Corporation
Council Reports
A. City Council Updates and Committee Reports

10. Staff Communications:

11. Future Agenda Items

1. Update and Discussion on Homelessness Issues in Farmersville

2. Discussion on crosswalk at Visalia Rd./entura Ave.

12. Adjournment:

NOTICE TO PUBLIC
The City of Farmersville Civic Center and City Council Chambers comply with the provisions of the Americans with Disabilities Act (ADA). Anyone needing special assistance please contact City Hall at (559) 747-0458 please allow at least six (6) hours prior to the meeting so that staff may make arrangements to accommodate you.

Materials related to an item on this agenda submitted to the Council after distribution of the agenda packet are available for public inspection in the City's offices during normal business hours.

Drafted by: J. Gomez
Strong Roots..... Growing Possibilities
Farmersville City Council
Regular Meeting
Paul Boyer, Mayor
Tina Hernandez, Mayor Pro Tem
Gregorio Gomez, Council Member Monday, January 10, 2022 6:00 PM Ruben Macareno, Council Member Meeting held in Civic Center Council Chambers Danny Valdovinos, Council Member - 909 W. Visalia Road Farmersville, California Pursuant to AB 361, the City of Farmersville will be allowing the public, staff, and City Council to attend this meeting via Zoom.

Please dial 1-669-900-6833
Meeting ID: 88403991938
Password: 057219

1. Call to Order: 6:01 pm

2. Roll Call:

Attendee Name Title Status Arrived
Paul Boyer Mayor Present 6:00pm
Tina Hernandez Mayor Pro Tem Present-Zoom 6:00pm
Greg Gomez Council Member Present-Zoom 6:00pm
Danny Valdovinos Council Member Absent
Ruben Macareno Council Member Present-Zoom 6:00pm

3. Invocation: Mayor Boyer

4. Pledge of Allegiance: Mayor Boyer

5. Public Comment: No Public comment given
Provides an opportunity for members of the public to address the City Council on items of interest to the ub within the Council's jurisdiction and which are not already on the agenda this evening. It is the olicy of the Council not to answer questions impromptu. Concerns or complaints will be referred to th City Manager's office. Speakers should limit their comments to not more than two (2) minutes. No more than twenty (20) total minutes will be allowed for Public Comment. For items which are on the agenda this evening, members of the public will be provided an opportunity to address the council as each item is brought up for discussion. Comments are to be addressed to the Council as a body and not to any individual Council Member.

6. Presentations: No presentation given

7. Consent Agenda:

Under a CONSENT AGENDA category, a recommended course of action for each item is made. Any Council Member or Member of the Public may remove any item from the CONSENT AGENDA in order to discuss and/or change the recommended course of action, and the Council can approve the remainder of the CONSENT AGENDA.

A. Minutes of Regular City Council Meeting of December 13, 2021.

Recommend approval of minutes.

Documents: Draft Action Minutes of December 13, 2021
B. Treasurer's Report for November 2021
Recommend the City council accept the Investment Summary as presented for this period.

Documents: Investment Summary November 2021
C. Amended Delegation of Authority to Make a Disability Determination for CaPERS by Resolution 2022-001
Recommend that the City Council amend delegate authority to make a disability determination for CaPERS retirement benefits to the City Manager, Director of Finance & Administration and Human Resource Manager by Resolution 2022-001.

Documents: Resolution 2022-001
Motion to approve the Consent Calendar.

RESULT: APPROVED (UNANIMOUS)
MOVER: Ruben Macareno, Council Member
SECONDER: Greg Gomez, Council Member
AYES: Boyer, Hernandez, Gomez, Macareno
ABSENT: Valdovinos
General Business
Clean California Local Grant Application
Recommend that the City Council authorize the City Manager to submit an application for grant funds to the Clean California Local Grant Program.

City Manager Jennifer Gomez provided a presentation on Cal Trans Clean California Local Grant. She answered questions and comments by City Council Members.

Council Member Gomez discussed Downtown Farmersville Planters being a part of the Landscape Improvements Plan to Downtown.

City Manager Jennifer Gomez let Council members know that the grant should be awarded in March of 2022.

Motion to approve as presented.

RESULT: APPROVED (UNANIMOUS)
MOVER: Greg Gomez, Council Member
SECONDER: Tina Hernandez, Mayor Pro Tem
AYES: Boyer, Hernandez, Gomez, Macareno
ABSENT: Valdovinos
B. AB 361 and Teleconferenced Meetings
Recommend that the City Council provide findings and direction regarding AB 361 related to teleconference meetings.

Documents: AB 361
City Manager Jennifer Gomez gave a review of AB 361 and Teleconference meetings.

The Council decided that because several Council Members and staff were attending Zoom, that Teleconference meetings should continue.

Motion to approve as presented.

RESULT: APPROVED (UNANIMOUS)
MOVER: Ruben Macareno, Council Member
SECONDER: Tina Hernandez, Mayor Pro Tem
AYES: Boyer, Hernandez, Gomez, Macareno
ABSENT: Valdovinos
Council Reports
A. City Council Updates and Committee Reports
Council Member Macareno would like to discuss adding a crosswalk by the Catholic Church as a future agenda item. Also, thanked City and Public Works for Christmas lights and banners in Downtown Farmersville. He would like to encourage City Hall to have more decorations for 2022.

City Manager Jennifer Gomez reminded Council that a study session was already presented about crosswalks. According to our City Engineers, QK, there is no safe way to install a crosswalk at the location of concern. She also let them know that the ADA study concluded that a fence should be put down the middle of Visalia Road to deter residents' unsafely crossing.

Mayor Pro Tem Hernandez has concerns regarding potholes by the new Petunia subdivision.

Council Member Gomez thanked staff for installing reflectors by CB Performance. He commented that the Citizens Advisory Committee has a city seat open and would like to know if anyone from Farmersville City Council would be interested in the position.

Mayor Boyer has concerns regarding a pothole on N. Oakview next to the sewer lift station by Ash, and there are potholes on E. Front Street. Also, he commented due to the increase of gas prices to possibly get new gas cards for the City staff.

Director of Finance and Administration Steve Huntley commented that the City has a new contract with Wex for our gas services.

10. Staff Communications:

City Manager Jennifer Gomez let Council Members know that the groundbreaking for Sequoia Gateway Park will be on January 21, 2022, at 11:00 am. Larry Micari, Devin Mathis, and Melissa Hurtado have been invited to the groundbreaking. A new sign was purchased for the Museum and Event Center.

Public Works will be installing the new sign.

Director of Finance and Administration Steve Huntley let Council Members know that the budget process has started for the upcoming year. The review process will be in late February, early March. Adoption will be in late May or early June.

11. Future Agenda Items
At Council's direction, staff will add a future agenda item to discuss a crosswalk on Visalia Road.

City Manager Jennifer Gomez let Council know that the presentation by Armando Hinojosa regarding Farmersville history was removed. Mayor Boyer would like to add something onto the City webpage about Farmersville history.

1. Review of Property Zoned for Highway Commercial
This item will be updated with the general plan with our City Planner Karl Schoettler; therefore, it was removed from Future Agenda Items.

2. Discussion on potentially contracting park maintenance City Manager Jennifer Gomez stated that Abel Industries has been contracted for Park and Restroom upkeep.

3. Discussion on homelessness issues

12. Adjournment:

Mayor Boyer adjourned the meeting at 7:01 pm
Respectfully submitted,
Rochelle Giovani
City Clerk

CITY OF

PMERSVILLS
City Council
Staff Report
Consent Item # 7B
TO: Honorable Mayor and City Council
FROM: Steve Huntley, CPFO, IPMA-SCP
Director of Finance & Administration
DATE: January 24, 2022
SUBJECT: Finance Update for December 2021: Warrant Register and Investment Summary
RECOMMENDED ACTION:

It is respectfully recommended that the City Council:

1. Approve the Warrant Register as presented for the period. This reporting period represents warrants issued for the current Fiscal Year (2021/2022)

2. Accept the Investment Summary as presented for the period. This reporting period represents investment summary for the previous month.

COORDINATION & REVIEW:

Preparation and presentation of the Warrant Register has been coordinated with the City Finance Department and City Manager's Office.

Preparation and presentation of the Investment Summary is in compliance with Government Code 53607 and 53646(b) and has been coordinated with the City Finance Department and City Manager's Office.
1 FISCAL IMPACT:

Each demand has been audited for accuracy and sufficiency of funds for payment. The current Warrant Registers total to $1,503,386.64 inclusive of the following batches allowed for in the adopted Fiscal Year 2021/2022 Budget:

GENERAL FUND WARRANTS #134787-134817 81,839.56
GENERAL FUND WARRANTS #134818-134852 1,039,521.58
GENERAL FUND WARRANTS #134853-134898 205,446.13
PAYROLL WARRANTS #12520-12555 68,004.39
PAYROLL WARRANTS #12556-12591 39,657.09
PAYROLL WARRANTS #12592-12631 68,917.89
1,503,386.64
Each investment is accurately reflected and in conformity with the City's investment policy as amended. The City has cashflow to meet six months expenditures.

CONCLUSION:

It Is respectiully recommended that the City Council approve the Warrant Register as presented tor the period December 1, 2021 to December 31, 2021.

It is respectfully recommended that the City Council accept the Investment Summary as presented for the period of December 2021.

Attachments):

1. Warrant Registers December 2021.

2. Investment Summary December 2021. (Document will be distributed at the meeting)
2 munis
iter erp solution
12/01/2021 16:26
6175mame ATE CASH DISBORSEMENTS JOURNAL
CASH ACCOUNT: 01 1100 CASH (DUE TO/DUE PROM)|

CHECK NO CHK DATE TYPE VENDOR NAME VOUCHER INVOICE INV DATE PO WARRANT NET
12/01/2021 PRTD 819 HAMNER & JEWELL ASSO 201280 11/09/2021 2862 2, 839.00 CHECK TOTAL: 2,839.00
12/01/2021 PRTD 849 MURILLO, JOSE ULISES 111821 11/18/2021 2862 200.00
11182021 11/18/2021 2862 100.00
CHECK TOTAL: 300.00
12/01/2021 PRTD 897 DUNN'S SAND, INC 59184 11/02/2021 2862 409.05 CHECK TOTAL: 409.05
12/01/2021 PRTD 1367 THOMAS, JAMES 112421 11/24/2021 2862 1,000.00 CHECK TOTAL: 1,000.00
12/01/2021 PRTD 1555 METLIFE 111421 11/14/2021 2862 3,924.62 CHECK TOTAL: 3,924.62
12/01/2021 PRTD 1559 ASI ADMINISTRATIVE S A1019293 11/18/2021 2862 1,072.50 CHECK TOTAL: 1,072.50
12/01/2021 PRTD 1653 ESTRELLA, LUIS ANGEL 112321 11/23/2021 2862 100.00 CHECK TOTAL: 100.00
12/01/2021 PRTD 1708 NHA ADVISORS, LLC 00594 11/08/2021 2862 3,787.50 CHECK TOTAL: 3,787.50
12/01/2021 PRTD 1723 EXPRESS SERVICES INC 26301646 11/03/2021 2862 2,965.92 CHECK TOTAL: 2,965.92
12/01/2021 PRTD 1734 GOMEZ, JENNIFER 113021 11/30/2021 2862 160.00 CHECK TOTAL: 160.00
munis
Iter erp solution
12/01/2021 16:26 CITY OF FARMERSVILLE
6175mame A CASH DISBURSEMENTS JOURNAL
CASH ACCOUNT: 01 1100 CASH (DUE TO/DUE FROM

CHECK NO CHK DATE TYPE VENDOR NAME VOUCHER INVOICE INV DATE PO WARRANT NET 12/01/2021 PRTD 1770 DATA TICKET INC 128736 10/13/2021 2862 200.00 CHECK TOTAL: 200.00
12/01/2021 PRTD 2167 ADVANCED BUILDING MA 33173 11/18/2021 2862 595.00
CHECK TOTAL: 595.00
12/01/2021 PRTD 2183 ROQUE, DOMINIC 111821 11/18/2021 2862 800.00
CHECK TOTAL: 800.00
12/01/2021 PRTD 2203 WESTSCAPES, INC 18396 10/31/2021 2862 2,275.00 CHECK TOTAL: 2,275.00
12/01/2021 PRTD 2214 SALVADOR, ISAIAH 112321 11/23/2021 2862 800.00 CHECK TOTAL: 800.00
12/01/2021 PRTD 3602 BILL WALL'S DIRECT A 16446 11/19/2021 2862 120.00 CHECK TOTAL: 120.00
12/01/2021 PRTD 4109 BEATWEAR, INC 7044 09/27/2021 2862 648.69 6944 09/27/2021 2862 422.00
CHECK TOTAL: 1,070.69
12/01/2021 PRTD 5300 B S & E COMPANY, INC 281993 11/16/2021 2862 73.24 281962 11/16/2021 2862 362.52
CHECK TOTAL: 435.76
12/01/2021 PRTD 7360 CRAIG'S AUTO PARTS 380944 11/09/2021 2862 22.50 380946 11/09/2021 2862 22.50
CHECK TOTAL: 45.00
tyler er solution
12/01/2021 16:26 CITY OF FARMERSVILLE
6175mame A/P CASH DISBURSEMENTS JOURNAL
CASH ACCOUNT: 01 1100 CASH (DUE TO/DUE FROM)

CHECK NO CHK DATE TYPE VENDOR NAME VOUCHER INVOICE INV DATE PO WARRANT NET 12/01/2021 PRTD 9940 DEPARTMENT OF JUSTIC 547045 11/04/2021 2862 35.00 CHECK TOTAL: 35.00
12/01/2021 PRTD 10530 EMPLOYMENT DEVELOPME L1895846160 11/08/2021 2862 1,575.00 CHECK TOTAL: 1,575.00
12/01/2021 PRTD 11900 EXETER MERCANTILE CO EXE-1340012 11/12/2021 2862 7.31 CHECK TOTAL: 7.31
12/01/2021 PRTD 14651 FGL ENVIRONMENTAL 148420A 11/08/2021 2862 85.00 CHECK TOTAL: 85.00
12/01/2021 PRTD 16603 GROSS & STEVENS INC 125235 11/18/2021 2862 741.52 CHECK TOTAL: 741.52
12/01/2021 PRTD • 25500 LUIS NURSERY 53404 10/26/2021 2862 1,289.33 CHECK TOTAL: 1,289.33
12/01/2021 PRTD 30200 MONARCH FORD, INC. 111021 11/10/2021 2862 52,340.58 CHECK TOTAL: 52, 340.58
12/01/2021 PRTD 31570 TULARE COUNTY TAX CO 129-111-002-000/2021 11/24/2021 2862 619.38 CHECK TOTAL: 619.38
12/01/2021 PRTD 43685 STEWART, DOUGLAS 112421 11/24/2021 2862 2,000.00 CHECK TOTAL: 2,000.00
12/01/2021 PRTD 45000 TRUCK PARTS AND SERV 98171 11/09/2021 2862 82.50 CHECK TOTAL: 82.50
munis
tyler ero solution
12/01/2021 16:26 CITY OF FARMERSVILLE
6175mame A/P CASH DISBURSEMENTS JOURNAL
CASH ACCOUNT: 01 1100 CASH (DUE TO/DUE FROM)

CHECK NO CHK DATE TYPE VENDOR NAME VOUCHER INVOICE INV DATE WARRANT NET
12/01/2021 PRTD 47100 TULARE COUNTY ENVIRO IN0194794-P 08/10/2021 2862 30.90 CHECK TOTAL: 30.90
12/01/2021 PRTD 51525 VERIZON INV24855675 11/09/2021 2862 133.00 CHECK TOTAL: 133.00
NUMBER OF CHECKS 31 *** CASH ACCOUNT TOTAL *** 81,839.56

COUNT AMOUNT
TOTAL PRINTED CHECKS 31 81,839.56
*** GRAND TOTAL *** 81,839.56
munis
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12/01/2021 16:17
6175mame apinvent
CLERK: 6175mame BATCH: 2862 NEW INVOICES

DOCUMENT

VENDOR REMIT NAME INVOICE PO VOUCHER WARRANT NET AMOUNT EXCEEDS PO BY PO BALANCE CHK/WIRE ERR

APPROVED UNPAID INVOICES TO BE POSTED
819 00001 HAMNER & JEWELL 40897 2862 2,839.00
. 00 .00
201280
CASH 01 2022/06 INV 11/09/2021 SEP-CHK: N 26425 5516 ENTRY 2,839.00 ACCT 1100 DEPT DUE 12/01/2021 SES ENTRY-PROFESSIONAT SE 1099:

SERVICE
849 00000 MURILLO, JOSE UL 40882 2862 200.00 • 00 . 00 w9rcd 111821
CASH 01 2022/06 INV 11/18/2021 SEP-CHK: N DISC: .00 01420 5205 200.00 ACCT 1100 DEPT DUE 12/01/2021 DESC: RESERVE SHIFT 1099: 0 849 00000 MURILLO, JOSE UL 40883 2862 100.00 .00 . 00 w9rcd 11182021
CASH 01 2022/06 INV 11/18/2021 DESCCRRSERVE SHIPT DISC: .00 01420 5205 100.00 1099:0 ACCT 1100 DEPT DUE 12/01/2021
897 00000 DUNN'S SAND, INC 40875 2862 409.05 . 00 . 00 w9rcd 59184
CASH 01 2022/06 INV 11/02/2021 SEP-CHK: N DISC: 00 103425 5504 409.05 : 1099:

ACCT 1100 DEPT DUE 12/01/2021 DESC: ARMSTRONG PARK
1367 0000° THOMAS, JAMES 40889 2862 1,000.00 .00 . 00
112421
CASH 01 2022/06 INV 11/24/2021 DISC: .00 01420 5205 1,000.00 1099:0 ACCT 1100 DEPT DUE 12/01/2021 BESC: NOV 2021
1555 00000 METLIFE 40898 2862 3,924.62 . 00 .00
111421
CASH 01 2022/06 IN 1201/2021 BESC:32/01/22-22/3392.00 01 2233 3,924.62 1099:

ACCT 1100 DEPT
1559 00000 ASI ADMINISTRATI 40887 2862 1,072.50 .00 .00 w9rcd A1019293
ACT 1200 2022/06 INV 11/18/2021 DESC: NOV 2021 DISC: .00 01 2233 1,072.50 1099:

DEPT DUE 12/01/2021
1653 00000 ESTRELLA, LUIS A 40895 2862 100.00 .00 .00 w9rcd 112321
CASH 01 2022/06 INV 11/23/2021 DES: RESERVE DISC: .00 01420 5205 100.00 1099:

ACCT 1100 DEPT DUE 12/01/2021
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12/01/2021 16:17 | SNO OE ENTA SXOOF LIST
6175mame lapinvent
CLERK: 6175mame BATCH: 2862 NEW INVOICES

DOCUMENT

VENDOR REMIT NAME INVOICE PO VOUCHER WARRANT NET AMOUNT EXCEEDS PO BY ERR

PO BALANCE CHK/WIRE
1708 2862 3,787.50 . 00
00000 NHA ADVISORS, LL 40059 . 00 w9rcd
CASH 01 2022/06 INV 11/08/2021 SEP-CHK: N DISC: 04425 5205 ACCT 1100 DEPT DUE 12/01/2021 DESC: PROFESSIONAD SCRVICE 3,787.50 1099:
1723 00000 EXPRESS SERVICES 40868 2862 2,965.92 .00 .00 W9rcd
26301646
CASH 01 2022/06 INV 11/03/2021 SEP-CHK: N 01425 5205 TEMP 2,965.92 ACCT 1100 DEPT DUE 12/01/2021 SESC TRMP- PROFESSIONAL SERVICE 1099:
1734 00000 GOMEZ, JENNIFER 40896 2862 160.00 . 00
.00 W9rcd
113021
CASH 01 2022/06 INV 11/30/2021 SEP-CHK: N 01404 5208 160.00 1099:

ACCT 1100 DEPT DUE 12/01/2021 SESC CON ERENCB 12/5-1299 1770 00000 DATA TICKET INC 40885 2862 200.00 . 00 .00
128736
CASH 01 2022/06 INV 10/13/2021 BESC PROPESSTONAD SERVICE 01411 5205 200.00 1099:

ACCT 1100 DEPT DUE 12/01/2021
2167 00000 ADVANCED BUILDIN 40891 2862 595.00 . 00 . 00 w9rcd 33173
CASH 01 2022/06 DUE12/08/2021 BESCN2021SERVC:00 01406 5205 595.00 1099:

ACCT 1100
2183 00000 ROQUE, DOMINIC 40881 2862 800.00 . 00 .00
111821
CASH 01 2022/06 INV 11/18/2021 SEP-CHK: N DISC: .00 01420 5205 800.00 1099:0 ACCT 1100 DEPT DUE 12/01/2021 DESC: RESERVE SHIFT
2203 00000 WESTSCAPES, INC 40874 2862 2,275.00 . 00 .00 w9rcd 18396
CASH 01 2022/06 DU% 12/01/2022 SEP-CHK: N DISC: . 00 35425 5205 2,275.00 1099:

ACCT 1100 DEPT DESC:OCTOBER
2214 00000 SALVADOR, ISAIAH 40894 2862 800.00 .00 .00 w9rcd 112321
CASH 01 2022/06 INV 11/23/2021 SEP-CHK: N DISC: .00 01420 5205 800.00 1099:

ACCT 1100 DEPT DUE 12/01/2021 DESC. RESERVE
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tyler erp solution
12/01/2021 16:17 CITY OF FARMERSVILLE
6175mame INVOICE ENTRY PROOF LIST apinvent
CLERK: 6175mame BATCH: 2862 NEW INVOICES

DOCUMENT

VENDOR REMIT NAME INVOICE VOUCHER WARRANT NET AMOUNT EXCEEDS PO BY

BALANCE CHK/WIRE ERR
3602 00000 BILL WALL'S DIRE 40692 2862 120.00 . 00 . 00 CASH 01 2022/06 INV 11/19/2021 SEP-CHK: N DISC:. 00 01406 5205 ACCT 1100 DEPT 120.00 1099:0
DUE 12/01/2021 DESC: CONSULTING
4109 00000 BEATWEAR, INC 40878 2862 648.69 . 00 .00
7044
CASH 01 2022/06 INV 09/27/2021 SEP-CHK: N 01411 5204 648.69 1099:

ACCT 1100 DEPT DUE 12/01/2021 SES HOPESSIONAD SERVICE
1109 0O000 BEATWEAR, INC 40879 2862 422.00 . 00
. 00
6944
CASH 01 2022/06 INV 09/27/2021 SEP-CHK: N DISC: 00 01415 5204 422.00 1099:

ACCT 1100 DEPT DUE 12/01/2021 DESC: PROFESSIONAL SERVICE 5300 00000 B S & E COMPANY, 40871 2862 73.24 .00 .00
281993
CASH 01 2022/06 INV 11/16/2021 SEP-CHK: N DISC: .00 103425 5504 73.24 1099:

ACCT 1100 DEPT DUE 12/01/2021 DESC: ARMSTRONG PARK
5300 00000 B S & E COMPANY, 40872 2862 362.52 . 00 . 00 281962
CASH 01 2022/06 DUE 12/06/2023 SEP-CHK: N DISC: .00 103425 5504 362.52 1099:

ACCT 1100 DEPT DESC: ARMSTRONG PARK
7360 00000 CRAIG'S AUTO PAR 40865 2862 22.50 . 00 .00 word 380944
Act i00 2022/06 DO: 12/02/3021 DESCRED SERVICEDISC: •00 5.63 DEPT 21425 5203 5203 5.63 1099:
02425 5203 5.63 1099
04425 5203 5.61
7360 00000 CRAIG'S AUTO PAR 40866 2862 22.50 . 00 .00 w9rcd 380946
CASH 01 2022/06 INV 11/09/2021 DESCREP SUPPLIES DISC:.00 01425 5203 5.63 ACCT 1100 DEPT DUE 12/01/2021 02425 5203 5:63 1099
24425 5203 5.61 1099
munis
tyler erp solution
12/01/2021 16:17
6175mame apinvent
CLERK: 6175mame BATCH: 2862 NEW INVOICES

DOCUMENT

VENDOR REMIT NAME INVOICE PO VOUCHER WARRANT NET AMOUNT EXCEEDS PO BY

PO BALANCE CHK/WIRE ERR
9940 00000 DEPARTMENT OF JU 40877 2862 35.00 . 00
547045 . 00
CASH 01 2022/06 INV 11/04/2021 SEP-CHK: N DISC: 01411 5205 ACCT 1100 DEPT DUE 12/01/2021 DES PROFESSIONAL SERVICE 35.00 1099:
10530 00001 EMPLOYMENT DEVEL 40884 2862 1,575.00 . 00
• 00
L1895846160
CASH 01 2022/06 INV 11/08/2021 SEP-CHK: N DISC: .00 01420 5120 ACCT 1100 DEPT DUE 12/01/2021 1,575.00 1099:

DESC: 944-0868-9
11900 00000 EXETER MERCANTIL 40870 2862 7.31 . 00 . 00
EXE-1340012
CASH 01 2022/06 INV 11/12/2021 SEP-CHK: N DISC:.00 39425 5203 7.31 1099:

ACCT 1100 DEPT DUE 12/01/2021 DESC: REP SUPPLIES
14651 00000 FGL ENVIRONMENTA 40869 2862 85.00 .00 .00
148420A
CASH 01 2022/06 INV 11/08/2021 04425 5205 85.00 1099:

ACCT 1100 DEPT DUE 12/01/2021
16603 00000 GROSS & STEVENS 40893 2862 741.52 . 00 .00
125235
CASH 01 2022/06 DUE 12/03/2021 SEP-CHK: N 01411 5204 741.52 1099:

ACCT 1100 DEPT DESC: REP SERVICEDISC: .00
25500 00000 LUIS NURSERY 40864 2862 1,289.33 .00 .00
53404
CASH 01 2022/06 INV 10/26/2021 DESC PROPESSTONAT SERVICE 01425 5205 1,289.33 1099:0 ACCT 1100 DEPT DUE 12/01/2021
30200 00001 MONARCH FORD, IN 108621 2862 52,340.58 . 00 .00 CASH 01 2022/06 INV 11/10/2021 SEP-CHK: N DISC: .00
ACCT 1100 DEPT DUE 12/01/2021 DESC:2 F150 'S TRUCKS 121555524 10,468:12 1099:
04425 5514 10,468.12
21425 5514 10,468.12
35425 5514 10,468.10 1099
31570 00001 TULARE COUNTY TA 40899 2862 619.38 .00 . 00 129-111-002-000/2021
CASH 01 2022/06 DUR 12/02/2021 BESCHKO FARMERSIC 00 01414 5205 619.38 1099:

ACCT 1100 DEPT
munis
yler arp solutiot
12/01/2021 16:17 LEAVE EAT BE LISTE
6175mame lapinvent
CLERK: 6175mame BATCH: 2862 NEW INVOICES

DOCUMENT

VENDOR REMIT NAME INVOICE PO VOUCHER WARRANT NET AMOUNT EXCEEDS PO BY

PO BALANCE CHK/WIRE ERR
43685 00000 STEWART, DOUGLAS 40888 2862 2,000.00
112421 • 00 . 00
CASH 01 2022/06 INV 11/24/2021 DISC: .00 01420 5205
ACCT 1100 DEPT DUE 12/01/2021 DESC: NOV 2021 2,000.00 1099:0 45000 00000 TRUCK PARTS AND 40880 2862 82.50
• 00 . 00
98171
CASH 01 2022/06 INV 11/09/2021 SEP-CHK: N DISC: .00 01420 5204 ACCT 1100 DEPT DUE 12/01/2021 DESC:REP SERVICE 82.50 1099:
47100 00000 TULARE COUNTY EN 40873 2862 30.90 . 00
• 00
IN0194794-P
CASH 01 2022/06 INV 08/10/2021 01425 5205
ACCT 1100 DEPT DUE 12/01/2021 DESE PROPESSIONAD SERVICE 30.90 1099:
51525 00001 VERIZON 40876 2862 133.00 . 00
INV24855675 . 00
CASH 01 2022/06 INV 11/09/2021 SEP-CHK: N DISC: .00 01411 5205 ACCT 1100 DEPT DUE 12/01/2021 DESC: MONTHLY SERVICE 133.00 1099:
35 APPROVED UNPAID INVOICES TOTAL 81,839.56
35 INVOICE (S) REPORT POST TOTAL 81,839.56
munis
ter erp solution
12/08/2021 18:56 CITY OF FARMERSVILLE
6175mame A/P CASH DISBURSEMENTS JOURNAL
CASH ACCOUNT: 01 1100 CASH (DUE TO/DUE FROM)

CHECK NO CHK DATE TYPE VENDOR NAME VOUCHER INVOICE INV DATE PO WARRANT NET 12/08/2021 PRTD 633 CHARTER COMMUNICATIO 0001993112321 11/23/2021 2865 3,277.07 CHECK TOTAL: 3,277.07
12/08/2021 PRTD 750 LAMPE CHRYSLER DODGE 6137536/1 12/03/2021 2865 4,800.00 CHECK TOTAL: 4,800.00
12/08/2021 PRTD 1242 CALIFORNIA BUSINESS 285242 11/16/2021 2865 368.75 CHECK TOTAL: 368.75
12/08/2021 PRTD 1272 MUNICODE 003627040 08/31/2021 2865 2,020.19 CHECK TOTAL: 2,020.19
12/08/2021 PRTD 1481 HINDERLITER DELLAMAS SIN013128 11/23/2021 2865 6,188.37 CHECK TOTAL: 6,188.37
12/08/2021 PRTD 1491 SIERRA AERIFORM LIC 1353 11/29/2021 2865 100.00 CHECK TOTAL: 100.00
12/08/2021 PRTD 1559 ASI ADMINISTRATIVE S 112921 12/03/2021 2865 794.31 CHECK TOTAL: 794.31
12/08/2021 PRTD 1559 ASI ADMINISTRATIVE S 111821 12/03/2021 2865 6,773.65 CHECK TOTAL: 6,773.65
12/08/2021 PRTD 1598 CSET 09021 09/09/2021 2865 18,417.00 CHECK TOTAL: 18,417.00
12/08/2021 PRTD 1658 DIAZ, VINCENT A. 112921 11/29/2021 2865 400.00 CHECK TOTAL: 400.00
munis
tyler ero solutio
12/08/2021 18:56 CITY OF FARMERSVILLE
6175mame A/P CASH DISBURSEMENTS JOURNAL lapeshdab
CASH ACCOUNT: 01 1100

CHECK NO CHK DATE TYPE VENDOR NAME CASH (DUE TO/DUE FICHER INVOICE INV DATE

PO WARRANT NET
12/08/2021 PRTD 1662 LIEBERT CASSIDY WHIT 207248 10/31/2021 2865 266.00 CHECK TOTAL: 266.00
12/08/2021 PRTD 1709 COMTEK 21490 10/22/2021 2865 3,642.63 CHECK TOTAL: 3,642.63
12/08/2021 PRTD 1719 GHD INC. 380-0003973 11/02/2021 2865 1,435.00 CHECK TOTAL: 1,435.00
12/08/2021 PRTD 1748 CLARK BROS INC 32 10/25/2021 2865 936, 150.79 CHECK TOTAL: 936,150.79
12/08/2021 PRTD 1845 GOPHER GETTER INV0480 12/03/2021 2865 1,400.00 INV0451 11/01/2021 2865 1,400.00
CHECK TOTAL: 2,800.00
12/08/2021 PRTD 1865 MYGOV, LLC 6912 12/01/2021 2865 20,400.00 CHECK TOTAL: 20,400.00
12/08/2021 PRTD 2100 AT&T MOBILITY 287309535277X0910202 09/02/2021 2865 253.17 CHECK TOTAL: 253.17
12/08/2021 PRTD 2167 ADVANCED BUILDING MA 33695 12/01/2021 2865 995.00 CHECK TOTAL: 995.00
12/08/2021 PRTD 2267 TOWNSEND PUBLIC AFFA 17767 12/01/2021 2865 5,000.00 CHECK TOTAL: 5,000.00
12/08/2021 PRTD 2285 THE POLICE AND SHERI 155624 11/24/2021 2865 32.58 munis
tyler erp solution
12/08/2021 18:56 CITY OF FARMERSVILLE
6175mame A/P CASH DISBURSEMENTS JOURNAL lapeshdeb
CASH ACCOUNT: 01 1100 CASH (DUE TO/DUE FROM)

CHECK NO CHK DATE TYPE VENDOR NAME VOUCHER INVOICE INV DATE WARRANT PO NET
CHECK TOTAL: 32.58
12/08/2021 PRTD 2290 BRENDA LEE BRINSON 112221 11/22/2021 2865 150.00 CHECK TOTAL: 150.00
12/08/2021 PRTD 3602 BILL WALL'S DIRECT A 16432 10/15/2021 2865 360.00
16449 11/26/2021 2865 120.00
16450 11/26/2021 2865 120.00
16451 12/03/2021 2865 180.00
16452 12/03/2021 2865 97.64
CHECK TOTAL: 877.64
12/08/2021 PRTD 7381 COMPANION ANIMAL MED 376436 10/29/2021 2865 437.00 CHECK TOTAL: 437.00
12/08/2021 PRTD 8300 CITY OF FARMERSVILLE 1113021 11/30/2021 2865 2,925.69 CHECK TOTAL: 2,925.69
12/08/2021 PRTD 9940 DEPARTMENT OF JUSTIC 541172 10/07/2021 2865 70.00 CHECK TOTAL: 70.00
12/08/2021 PRTD 12000 FARLEY LAW FIRM 112421 11/24/2021 2865 12,358.59 CHECK TOTAL: 12,358.59
12/08/2021 PRTD 16603 GROSS & STEVENS INC 125253 11/18/2021 2865 741.52 CHECK TOTAL: 741.52
12/08/2021 PRTD 23505 LANDSBERG 92014839 11/09/2021 2865 625.57 CHECK TOTAL: 625.57
munis
tyler erp solution
12/08/2021 18:56 CITY OF FARMERSVILLE
6175mame A/P CASH DISBURSEMENTS JOURNAL
CASH ACCOUNT: 01 1100 CASE (DUE TO/DUE VERGER
CHECK NO CHK DATE TYPE VENDOR NAME • INVOICE INV DATE PO WARRANT NET
12/08/2021 PRTD 30200 MONARCH FORD, INC. 87351 11/16/2021 2865 72.59 CHECK TOTAL: 72.59
12/08/2021 PRTD 34634 PITNEY BOWES-PURCHAS 111621 11/16/2021 2865 216.79 CHECK TOTAL: 216.79
12/08/2021 PRTD 41000 SELF-HELP ENTERPRISE FVL18NOV21 11/30/2021 2865 1,134.00 FVLADM NOV-21 11/30/2021 2865 2,290.89
FVLHMPI NOV-21 11/30/2021 2865 521.00
CHECK TOTAL: 3,945.89
12/08/2021 PRTD 46960 TULARE COUNTY JAIL I 18764 11/29/2021 2865 43.10 CHECK TOTAL: 43.10
12/08/2021 PRTD 48030 TULARE COUNTY GENERA 22171 11/04/2021 2865 240.97 CHECK TOTAL: 240.97
12/08/2021 PRTD 51550 VERIZON WIRELESS 9893098606 11/18/2021 2865 210.71 9892098101 11/04/2021 2865 190.05
CHECK TOTAL: 400.76
12/08/2021 PRTD 52000 VISALIA TIMES DELTA/ 0004170567 10/31/2021 2865 2, 300.96 CHECK TOTAL: 2, 300.96
munis
tyler arp solution
12/08/2021 18:56 CITY OF FARMERSVILLE
6175mame A/P CASH DISBURSEMENTS JOURNAL Lapeshdas
NUMBER OF CHECKS 35 *** CASH ACCOUNT TOTAL *** 1,039,521.58

COUNT AMOUNT
TOTAL PRINTED CHECKS 35 1,039,521.58
*** GRAND TOTAL *** 1,039,521.58
munis
tyler eip solution
12/08/2021 18:49
6175mame Spinnent
CLERK: 6175mame BATCH: 2865 NEW INVOICES

DOCUMENT

VENDOR REMIT NAME INVOICE PO VOUCHER WARRANT NET AMOUNT EXCEEDS PO BY

PO BALANCE CHK/WIRE ERR

APPROVED UNPAID INVOICES TO BE POSTED
633 00000 CHARTER COMMUNIC 40940 2865 3,277.07 . 00 .00 W9rcd 0001993112321
CASH 01 2022/06 INV 11/23/2021 SEP-CHK: N DISC: .00 39425 5211 ACCT 1100 DEPT DUE 12/08/2021 DESC: INTERNET 68.08 1099:
01406 5211 125.11 1099:
39425 5211 360.00 1099 -
01406 5211 246.45 1099:
01425 5211 123 . 22 1099:
01411_5211 205.37 1099:
01420 5211 164.30 1099:
01415 5211 82.15 1099:
01406 5211 570.72 1099:
01425 5211 285.36
01411 5211 475.60 1099:
01420 5211 380.48 1099:
014155211 190.23
750 00000 LAMPE CHRYSLER D 40922 2865 4,800.00 .00 .00 w9rcd 6137536/1
CASH 01 2022/06 INV 12/03/2021 SEP-CHK: N 01411 5204
ACCT 1100 4,800.00 1099:

DEPT DUE 12/08/2021
1242 00001 CALIFORNIA BUSIN 2893742 2865 368.75 .00 .00 2022/06 INV 11/16/2021 DISC: .00 01411 5205 184.38
DEPT DUE 12/08/2021 DESE MONTHLY BILLING 01406 5205 1099:
184.37
1272 00000 MUNICODE 40932 2865 2,020.19 • 00 .00
003627040
CASH 01 2022/06 INV 08/31/2021 SEP-CHK: N DISC: 01404 5205 2,020.19 1099:

ACCT 1100 DEPT DUE 12/08/2021
1481 00000 HINDERLITER DELL 40IN013128 2865 6,188.37 . 00 . 00 w9rcd CASH 01 2022/06 INV 11/23/2021 SEP-CHK: N 01414 5205 DEVLP 6,188.37 1099:

ACCT 1100 DEPT DUE 12/08/2021 SEC: DEVP-PROFESSIONAL SERVICE 1491 00000 SIERRA AERIFORM 40313 2865 100.00 .00 .00
CASH 01 2022/06 INV 11/29/2021 SEP-CHK: N 26425 5205 ENTRY 100.00 1099:0 ACCT 1100 DEPT DUE 12/08/2021 DESC: ENTRY-NOV 2021 SERVICE munis
tyler erp solution
12/08/2021 18:49
6175mame apinvent
CLERK: 6175mame BATCH: 2865 NEW INVOICES

DOCUMENT

VENDOR REMIT NAME INVOICE PO VOUCHER WARRANT NET AMOUNT EXCEEDS PO BY ERR

PO BALANCE CHK/WIRE
1559 00000 ASI ADMINISTRATI 40912 2865 6,773.65 .00
. 00 W9rcd
111821
CASH 01 2022/06 SEP-CHK: Y DISC: 01 2233
ACCT 1100 DEPT DU% 12/08/2021 DESC: MEDICAL CHECK RUN 00 6,773.65 1099:
1559 00000 ASI ADMINISTRATI 40920 2865 794.31 . 00
• 00 W9rcd
112921
ACT 1100 2022/06 INV 12/03/2021 SEP-CHK: Y SES MEDICAL CHECK RUN 0° 01 2233 794.31 1099:

DEPT DUE 12/08/2021
1598 00000 CSET 40908 2865 18,417.00 . 00 . 00
W9rcd
09021
CASH 01 2022/06 INV 09/09/2021 SEP-CHK: N 12400 5205 00013 18,417.00 1099:

ACCT 1100 DEPT DUE 12/08/2021 SES0001/21-0893172100
1658 00000 DIAZ, VINCENT A. 40915 2865 400.00 . 00 . 00 w9rcd 112921
CASH 01 2022/06 DUE 12/08/2021 SEP -CHK: N DISC: .00 01420 5205 400.00 1099:

ACCT 1100 DEPT DESC: RESERVE
1662 00000 LIEBERT CASSIDY 40923 2865 266.00 . 00 .00 w9rcd 207248
CASH 01 2022/06 INV 10/31/2021 SEP-CHK: N 01406 5205 266.00 1099:

ACCT I100 DEPT DUE 12/08/2021 SESCHROPESSIONAD SERVICE
1709 00000 COMTEK 40903 2865 3, 642.63 .00 .00
21490
CASH 01 2022/06 INV 10/22/2021 SEP-CHK: N 103411 5504 3,642.63 1099:

ACCT 1100 DEPT 12/08/2021 SES: PROFESSIONAN SERVICE
1719 00000 GHD INC. 40909 2865 1,435.00 . 00 . 00 w9rcd 380-0003973
CASH 01 2022/06 DU% 12/08/2021 SEP-CHK: N 26425 5516 ENTRY 1,435.00 1099:

ACCT 1100 DEPT
1748 00000 CLARK BROS INC 40943 2865 936,150.79 . 00 . 00 worcd 32 CASH 01 2022/06 INV 10/25/2021 DESC WE EXPANSTON & UPGRADE 04 2245 WWTP 936,150.79 1099:

ACCT 1100 DEPT DUE 12/08/2021
munis
tyler erp solution
12/08/2021 18:49
6175mame apinvent
CLERK: 6175mame BATCH: 2865 NEW INVOICES

DOCUMENT

VENDOR REMIT NAME INVOICE PO VOUCHER WARRANT NET AMOUNT EXCEEDS PO BY

PO BALANCE CHK/WIRE ERR
1845 00000 GOPHER GETTER 40906 2865 1,400.00
INV0480 • 00 .00 W9rcd
CASH 01 2022/06 INV 12/03/2021 SEP -CHK: N DISC: .00 01425 5203 ACCT 1100 DEPT DUE 12/08/2021 DESC: NOV. 2021 1,400.00 1099:
1845 00000 GOPHER GETTER 40907 2865 1,400.00 • 00
INVO451 . 00 w9rcd
CASH 01 2022/06 INV 11/01/2021 SEP-CHK: N DISC: .00 01425 5203 ACCT 1100 DEPT DUE 12/08/2021 1,400.00 1099:

DESC:OCT 2021
1865 00000 MYGOV, LLC 40918 2865 20,400.00 . 00
. 00 W9rcd
6912
CASH 01 2022/06 INV 12/01/2021 SEP-CHK: N DISC: 01406 5205 ACCT 1100 DEPT DUE 12/08/2021 DESC: YEARLY SUBSCRIPTION 9,200.00 1099 01414 5205 1099:
01415 5205 4,800.00
2100 00001 AT&T MOBILITY 40944 2865 253.17 . 00 . 00
287309535277X0910202
CASH 01 2022/06 INV 09/02/2021
ACCT 1100 DEPT BESCHELL PHONE DISC: •00 02425 5214 40.20 DUE 12/08/2021 70.99
04425 5211 70:35
06425 5211
2167 00000 ADVANCED BUILDIN 40916 2865 995.00 .00 .00 warca 33695
CASH 01 2022/06 INV 12/01/2021 SEP-CHK: N 01406 5205 995.00 1099:

ACCT 1100 DEPT DUE 12/08/2021 DESC: DEC. 2021 SDRVICE: 00 2267 00000 TOWNSEND PUBLIC 409257 2865 5,000.00 .00 .00 2022/06 INV 12/01/2021 SEP-CHK: N DISC: .00 01404 5205 5,000.00 1099:

DEPT DUE 12/08/2021 DESC:DEC. 2021
2285 00000 THE POLICE AND S 40910 2865 32.58 .00 .00
155624
CASH 01 2022/06 INV 11/24/2021 SEP-CHK: N 01411 5205 1099:

ACCT 1100 DEPT DUE 12/08/2021 DES PROFESSIONAL SERVICE 32.58 2290 00000 BRENDA LEE BRINS 40926 2865 150.00 . 00 .00
112221
CASH 01 2022/06 INV 11/22/2021 26425 5516 ENTRY 150.00 1099:

ACCT 1100 DEPT' DUE 12/08/2021 DESC:HX1-202-042DISC: .00 - munis
12/08/2021 18:49
6175mame apinvent
CLERK: 6175mame BATCH: 2865 NEW INVOICES

DOCUMENT

VENDOR REMIT NAME INVOICE VOUCHER WARRANT NET AMOUNT EXCEEDS PO BY PO BALANCE CHK/WIRE ERR 3602 00000 BILL WALL'S DIRE 40905 2865 360.00 . 00 . 00 2022/06 INV 10/15/2021 SEP-CHK: N DISC: .00 01406 5205
DEPT DUE 12/08/2021 DESC: CONSULTING 360.00 1099:0
3602 00000 BILL WALL'S DIRE 40924 2865 120.00
• 00 . 00
16449
2022/06 TNV 11/26/2021 SEP-CHK: N DISC: .00 01406 5205
DEPT DUE 12/08/2021 120.00 1099: 0
DESC: CONSULTING
3602 00000 BILL WALL'S DIRE 10925 2865 120.00 . 00 . 00 CASH 01 2022/06 INV 11/26/2021 SEP-CHK: N DISC: .00 01406 5205 120.00 1099:0 ACCT 1100 DEPT DUE 12/08/2021 DESC: CONSULTING
3602 00000 BILL WALL'S DIRE 40934 2865 180.00 .00 .00
16451
CASH 01 2022/06 INV 12/03/2021 DESC CONSULIING DISC: .00 01411 5205 180.00 1099:0 ACCT 1100 DEPT DUE 12/08/2021
3602 00000 BILL WALL'S DIRE 40935 2865 97.64 .00 . 00
16452
CASH 01 2022/06 INV 12/03/2021 SEP-CHK: N DISC: .00 01411 5205 97.64 1099:0 ACCT 1100 DEPT DUE 12/08/2021 DESC: HARDWARE
7381 00000 COMPANION ANIMAL 40911 2865 437.00 .00 .00
376436
CASH 01 2022/06 DN% 12/08/2022 SEP -CHK: N 01411 5205 437.00 1099:0 ACCT 1100 DEPT DESC PROFESSIONAL SERVICE
8300 00000 CITY OF FARMERSV 40941 2865 2,925.69 .00 .00 1113021
CASH 01 2022/06 INV 11/30/2021 SEP-CHK: N DISC: . 00 82.02 ACCT 1100 DUE 12/08/2021 DESC: UTILITY 1,577.79 1099
115.40 1099

63.53 1099:
915.54 1099:
39425 5206 HLTHY 107.28 1099:
39425 5206 CMCTR 64.13 1099:
munis
tyler erp solution
12/08/2021 18:49
6175mame apinvent
CLERK: 6175mame BATCH: 2865 NEW INVOICES

DOCUMENT

VENDOR REMIT NAME INVOICE PO VOUCHER WARRANT NET AMOUNT EXCEEDS PO BY

PO BALANCE CHK/WIRE ERR
9940 00000 DEPARTMENT OF JU 40936 2865 70.00
541172 - 00 . 00
2022/06 INV 10/07/2021 SEP-CHK: N 01411 5205
ACT 1700 DEPT DUE 12/08/2021 DES PROFESSIONAD SCAV 70.00 1099:
12000 00000 FARLEY LAW FIRM 40902 2865 12,358.59
. 00 . 00
112421
2022/06 INV 11/24/2021 SEP-CHK: N 01411 5205
ACT 100 DEPT DUE 12/08/2021 922.50 1099:0
04425 5516 WWTR 540.00 1099:7
01414 5205 3;039.35
01406 5205 1099:0
16603 00000 GROSS & STEVENS 40914 2865 741.52 . 00 .00
125253
CASH 01 2022/06 INV 11/18/2021 DISC:.00 01411 5204 741.52 1099:

ACCT 1100 DEPT DUE 12/08/2021 DESC REP SERVICE
23505 00001 LANDSBERG 40938 2865 625.57 . 00 • 00
92014839
CASH 01 2022/06 INV 11/09/2021 SEP-CHK: N DISC: 01406 5205 625.57 1099:

ACCT 1100 DEPT DUE 12/08/2021 DESC PROFESSIONAL SERVICO 30200 00001 MONARCH FORD, IN 109351 2865 72.59 .00 .00
CASH 01 2022/06 INV 11/16/2021 01411 5204 72.59 1099:

ACCT 1100 DEPT DUE 12/08/2021 DESCRIP SERVICEDISC: •00
34634 00001 PITNEY BOWES-PUR 40931 2865 216.79 . 00 .00 111621
CASH 01 2022/06 INV 11/16/2021 SEP-CHK: N DISC: .00 01406 5205 216.79 1099:

ACCT 1100 DEPT DUE 12/08/2021 DESC: POSTAGE
41000 00000 SELF-HELP ENTERP 40928 2865 1,134.00 .00 .00 FVL18NOV21
CASH 01 2022/06 INV 11/30/2021 DISC: .00 12400 5205 12909 737.10 ACCT 1100 DEPT DUE 12/08/2021 SES GENERAL ADMIN 396:90 1099:
12400 5205 12910
41000 00000 SELF-HELP ENTERP 40922 2865 2,290.89 .00 . 00 EVLADM NOV-21
CASH 01 2022/06 INV 11/30/2021 SEP-CHK: N 01414 5205 2,290.89 1099:

ACCT 1100 DEPT DUE 12/08/2021 DES-CHOAN PORFOLIO MANAGEMENT munis
12/08/2021 18:49 ANO E EA SOOF LIST
6175mame
CLERK: 6175mame BATCH: 2865 NEW INVOICES

DOCUMENT

VENDOR REMIT NAME INVOICE PO VOUCHER WARRANT NET AMOUNT EXCEEDS PO BY

PO BALANCE CHK/WIRE ERR
11000 00000 SELP-HELP BVTERP AVIMPI NOV-22 2865 521.00 . 00 .00 FVLHMPI NOV-21
CASH 01 2022/06 INV 11/30/2021 SEP-CHK: N DISC: .00 41404 5205 ACCT 1100 DEPT DUE 12/08/2021 DESC: GENERAL ADMIN 521.00 1099:
16960 00000 TULARE COUNTY JA 40913 2865 43.10 . 00 w9rcd . 00
18764
CASH 01 2022/06 INV 11/29/2021 01411 5205
ACCT 1100 DEPT DUE 12/08/2021 DESC: PROTESSIONAD SERVICE 43.10 1099:
48030 00000 TULARE COUNTY GE 40921 2865 240.97 . 00
22171 . 00
CASH 01 2022/06 INV 11/04/2021 SEP-CHK: N 01411 5205 240.97 1099:

ACCT 1100 DEPT DUE 12/08/2021 DESC PROFESSIONAL SERVICE 51550 00001 VERIZON WIRELESS 40942 2865 210.71 .00 .00
9893098606
CASH 01 2022/06 INV 11/18/2021 DESC: M2 N DISC: .00 22423 3211 184.37 ACCT 1100 DEPT DUE 12/08/2021 36.37 1099
51550 00001 VERIZON WIRELESS 40945 2865 190.05 .00 . 00 9892098101
CASH 01 2022/06 DUE 12/08/2022 SEP-CHK: N
ACCT 1100 DEPT DESC PROFESSIONAD SERVICE 01415 5211 158.01 1093 52000 00001 VISALIA TIMES DE 40904 2865 2,300.96 .00 .00 0004170567
CASH 01 2022/06 INV 10/31/2021 DESC PROFESSTONAL, SERVICE 01414 5205 2,300.96 1099:

ACCT 1100 DEPT DUE 12/08/2021
43 APPROVED UNPAID INVOICES TOTAL 1,039,521.58
43 INVOICE (S) REPORT POST TOTAL 1,039,521.58
munis
ler erp solution
12/14/2021 19:00 CITY OF FARMERSVILLE
6175mame A/P CASH DISBURSEMENTS JOURNAL lapshab
CASH ACCOUNT: 01 CASH (DUE TO/DUE FROM)

CHECK NO CHK DATE TYPE VENDOR NAME VOUCHER INVOICE INV DATE PO WARRANT NET
12/14/2021 PRTD 574 CARA'S BLUEPRINT EXP 176012 11/10/2021 2866 29.33 CHECK TOTAL: 29.33
12/14/2021 PRTD 849 MURILLO, JOSE ULISES 121021 12/10/2021 2866 100.00 CHECK TOTAL: 100.00
12/14/2021 PRTD 897 DUNN'S SAND, INC 59231 11/08/2021 2866 636.90 59308 12/01/2021 2866 415.56
CHECK TOTAL: 1,052.46
12/14/2021 PRTD 990 TERMINIX 414333199 11/15/2021 2866 64.00 CHECK TOTAL: 64.00
12/14/2021 PRTD 1024 VISALIA TIRE & WHEEL 114625B 12/06/2021 2866

47.00 CHECK TOTAL: 47.00
12/14/2021 PRTD 1207 PROFESSIONAL PRINT & 110344 11/30/2021 2866 824.76 110381 11/30/2021 2866 670.64
110369 11/30/2021 2866 499.13
109710 10/07/2021 2866 804.67
CHECK TOTAL: 2,799.20
12/14/2021 PRTD 1378 MID VALLEY DISPOSAL m-2022-5 12/14/2021 2866 39,331.17 CHECK TOTAL: 39,331.17
12/14/2021 PRTD 1559 ASI ADMINISTRATIVE S 120621 12/06/2021 2866 3,985.06 CHECK TOTAL: 3,985.06
12/14/2021 PRTD 1559 ASI ADMINISTRATIVE S 121421 12/14/2021 2866 5,344.16 munis
tyler erp solutio
12/14/2021 19:00 CITY OF FARMERSVILLE
6175mame A/P CASH DISBURSEMENTS JOURNAL lapcahdab
CASH ACCOUNT: 01 1100 CASH (DUE TO/DUE POCHER

CHECK NO CHK DATE TYPE VENDOR NAME INVOICE INV DATE PO WARRANT NET
CHECK TOTAL: 5,344.16
12/14/2021 PRTD 1594 SANCHEZ-ALCARAZ, JOH 120821 12/08/2021 2866 100.00
CHECK TOTAL: 100.00
12/14/2021 PRTD 1598 CSET 102521 10/25/2021 2866
13,947.48
120721 12/07/2021 2866 18,698.79
CHECK TOTAL: 32,646.27
12/14/2021 PRTD 1615 DIAZ, BRANDAN MICHAE 121021 12/10/2021 2866 250.00 111521 11/15/2021 2866 150.00
CHECK TOTAL: 400.00
12/14/2021 PRTD 1695 SUPERIOR POOL PRODUC 02017312 12/02/2021 2866 -97.00 02017281 12/01/2021 2866 842.59
02017124 11/17/2021 2866 842.59
CHECK TOTAL: 1,588.18
12/14/2021 PRTD 1723 EXPRESS SERVICES INC 26432817 12/01/2021 2866 2,338.00 26366836 11/17/2021 2866 2,324.64
26331671 11/10/2021 2866 3,653.96
CHECK TOTAL: 8,316.60
12/14/2021 PRTD 1854 PROACTIVE ENVIRONMEN 28431 12/13/2021 2866 169.95 CHECK TOTAL: 169.95
12/14/2021 PRTD 2183 ROQUE, DOMINIC 121021 12/10/2021 2866 500.00 CHECK TOTAL: 500.00
munis
tyler erp solution
12/14/2021 19:00
6175mame LATE CASH DISBEEN JOURNAL
CASH ACCOUNT: 01 1100

CHECK NO CHR DATE TYPE VENDOR NAME CASH (DUE IO/DUE PICHER INVOICE INV DATE

PO WARRANT NET
12/14/2021 PRTD 2203 WESTSCAPES, INC 18476 11/30/2021 2866 2,275.00 CHECK TOTAL: 2,275.00
12/14/2021 PRTD 2205 ALL TRAFFIC SOLUTION Q-60228 12/10/2021 2866 6,000.00 CHECK TOTAL: 6,000.00
12/14/2021 PRTD 2208 LARSEN, ROBERT 120621 12/06/2021 2866 600.00 CHECK TOTAL: 600.00
12/14/2021 PRTD 2226 INFOARMOR, INC 5537DEC21 11/30/2021 2866 68.25 CHECK TOTAL: 68.25
12/14/2021 PRTD 2228 CENTRAL CAL WATERWOR 21361 12/02/2021 2866 26,479.00 21305 11/01/2021 2866 26,479.00
CHECK TOTAL: 52,958.00
12/14/2021 PRTD 2251 GLADWELL GOVERNMENTA 4682 11/30/2021 2866 3,920.00 CHECK TOTAL: 3,920.00
12/14/2021 PRTD 2291 PRIME TOWING & TRANS 21-50368 11/25/2021 2866 562.50 CHECK TOTAL: 562.50
12/14/2021 PRTD 3602 BILL WALL'S DIRECT A 16455 12/10/2021 2866 120.00 16454 12/10/2021 2866 4.32
16453 12/10/2021 2866 180.00
CHECK TOTAL: 304.32
12/14/2021 PRTD 5300 B S & E COMPANY, INC 282600 2866 36.52 CHECK TOTAL: 36.52
munis
tyler erp solution
12/14/2021 19:00 CITY OF FARMERSVILLE
6175mame A/P CASH DISBURSEMENTS JOURNAL
1100 CASH (DUE TO/DUE FROM)

CHECK NO TYPE VENDOR NAME VOUCHER INVOICE INV DATE PO WARRANT NET
12/14/2021 PRTD 7360 CRAIG'S AUTO PARTS 381906 11/29/2021 2866 110.53 CHECK TOTAL: 110.53
12/14/2021 PRTD 8250 COLLINS & SCHOETTLER 1247 12/06/2021 2866 2,282.50 CHECK TOTAL: 2,282.50
12/14/2021 PRTD 9900 DEPARTMENT OF TRANSP SL220486-2 11/21/2021 2866 137.02 CHECK TOTAL: 137.02
12/14/2021 PRID 11900 EXETER MERCANTILE CO EXE-1342636 11/30/2021 2866 17.14 EXE-1342580 11/30/2021 2866 28.26
EXE-1342579 11/30/2021 2866 81.53
EXE-1342637 11/30/2021 2866 7.17
CHECK TOTAL: 134.10
12/14/2021 PRTD 15200 FRESNO OXYGEN-BARNES 62887549 11/30/2021 2866 245.16 62876440 11/05/2021 2866 33.18
CHECK TOTAL: 278.34
12/14/2021 PRTD 22100 JENSEN & PILEGARD 468752 11/30/2021 2866 1,245.43 CHECK TOTAL: 1,245.43
12/14/2021 PRTD 23501 KENS STAKES & SUPPLI 365757 11/29/2021 2866 54.63 365716 11/12/2021 2866 49.67
CHECK TOTAL: 104.30
12/14/2021 PRTD 30600 NATIONAL BUILDERS SU 76923 10/31/2021 2866 1,916.78 CHECK TOTAL: 1,916.78
munis
Aler erp solution
12/14/2021 19:00
6175mame NE CASH DISBURSEMENES JOURNAL
CASH ACCOUNT: 01 1100 CASH (DUE TO/DUE THER

CHECK NO CHK DATE TYPE VENDOR NAME INVOICE INV DATE PO WARRANT NET 12/14/2021 PRTD 31560 OFFICE DEPOT 20343408 11/30/2021 2866 306.61 CHECK TOTAL: 306.61
12/14/2021 PRTD 34500 AT & T 120721 12/07/2021 2866 277.21 CHECK TOTAL: 277.21
12/14/2021 PRTD 36695 PRICE PAIGE & COMPAN 20603 11/30/2021 2866 22,358.00 CHECK TOTAL: 22,358.00
12/14/2021 PRTD 37000 QUAD KNOPF, INC. 111515 12/04/2021 2866 257.85 111514 12/04/2021 2866 1,181.24
111518 12/04/2021 2866 259.20
111517 12/04/2021 2866 2,310.84
111549 12/04/2021 2866 928.84
111516 12/04/2021 2866 2,836.97
CHECK TOTAL: 7,774.94
12/14/2021 PRTD 41705 SIGN TIME 79067 11/23/2021 2866 52.08 CHECK TOTAL: 52.08
12/14/2021 PRTD 41754 SHRED-IT 8000554230 12/03/2021 2866 166.55 CHECK TOTAL: 166.55
12/14/2021 PRTD 48030 TULARE COUNTY GENERA 22173 11/04/2021 2866 27.13 CHECK TOTAL: 27.13
12/14/2021 PRTD 48350 UNITED SECURITY ALAR 112008-20573 12/01/2021 2866 223.50 CHECK TOTAL: 223.50
munis
tyler ero solution
12/14/2021 19:00 CITY OF FARMERSVILLE
6175mame A/P CASH DISBURSEMENTS JOURNAL
CASH ACCOUNT: 01 1100 CASH (DUE TO/DUE FROM)

CHECK NO CHR DATE TYPE VENDOR NAME VOUCHER INVOICE INV DATE PO

WARRANT NET
12/14/2021 PRTD 50400 VALLEY ELECTRICAL SU 9128-1009867 09/22/2021 2866 51.62 CHECK TOTAL: 51.62
12/14/2021 PRTD 51555 VINCENT COMMUNICATIO 82954 2866 3,375.60 CHECK TOTAL: 3,375.60
12/14/2021 PRTD 51700 VISALIA TOYOTA C79491 12/14/2021 2866 781.05 CHECK TOTAL: 781.05
12/14/2021 PRID 52000 VISALIA TIMES DELTA/ 0004272355 11/30/2021 2866 420.90 CHECK TOTAL: 420.90
12/14/2021 PRTD 52200 VOYAGER FLEET SYSTEM 11242021 11/24/2021 2866 223.97 CHECK TOTAL: 223.97
NUMBER OF CHECKS 46 *** CASH ACCOUNT TOTAL *** 205,446.13

COUNT AMOUNT
TOTAL PRINTED CHECKS 46 205,446.13
*** GRAND TOTAL *** 205,446.13
munis
tyler erp solution
12/14/2021 18:52
6175mame apinvent
CLERK: 6175mame BATCH: 2866 NEW INVOICES

VENDOR REMIT NAME DOCUMENT

INVOICE PO VOUCHER WARRANT NET AMOUNT EXCEEDS PO BY PO BALANCE CHR/WIRE ERR

APPROVED UNPAID INVOICES TO BE POSTED
574 00000 CARA'S BLUEPRINT 41004 2866 29.33 . 00 . 00
w9rcd
176012
CASH 01 2022/06 INV 11/10/2021 SEP-CHK: N 01425 5205
ACCT 1100 DEPT DESC PROFESSIONAD SERVICE 9.78 1099:0
DUE 12/14/2021 02425 5205 9.78 1099:0
04425 5205 9.77 1099: 0
849 00000 MURILLO, JOSE UL 40989 2866 100.00 . 00 . 00 w9rcd 121021
CASH 01 2022/06 INV 12/10/2021 DISC: .00 01420 5205
ACCT 1100 DES RESERVE 100.00 1099: 0
DEPT DUE 12/14/2021
897 00000 DUNN'S SAND, INC 40971 2866 636.90 . 00 .00 w9rcd 59231
CASH 01 2022/06 INV 11/08/2021 SEP-CHK: N DISC: .00 103425 5504 636.90 1099:

ACCT 1100 DEPT DUE 12/14/2021 DESC: ARMSTRONG PARK
897 00000 DUNN'S SAND, INC 40983 2866 415.56 . 00 .00 w9rcd 59308
CASH 01 2022/06 INV 12/01/2021 SEP-CHK: N DISC: .00 103425 5504 415.56 1099:

ACCT 1100 DEPT DUE 12/02/2021 DESC: ARMSTRONG PARK
990 00000 TERMINIX 40956 2866 64.00 . 00 . 00
414333199
CASH 01 2022/06 INV 11/15/2021 01406 5205 64.00 1099:

ACCT 1100 DEPT DUE 12/14/2021 SES PEST CONTRODISC: •00
1024 00000 VISALIA TIRE & W 40966258 2866 47.00 .00 . 00 CASH 01 2022/06 INV 12/06/2021 SEP-CHK: N DISC: .00 06425 5203 STSWE 47.00 1099:0 ACCT 1100 DEPT DUE 12/14/2021 DESC: REPAIR SERVICE
1207 00000 PROFESSIONAL PRI 40948 2866 824.76 .00 .00
110344
CASH 01 2022/06 INV 11/30/2021 SEP-CHK: N 02425 5205 824.76 1099:

ACCT 1100 DEPT DUE 12/14/2021 DESC PROFESSIONAL SERVICE 1207 00000 PROFESSIONAL PRI 40949 2866 670.64 .00 . 00
110381
CASH 01 2022/06 INV 11/30/2021 DISC: .00 02425 5205 223.55 ACCT 1100 DEPT DUE 12/14/2021 DESC NOV 2021 04425 5205 1099:
223.55
munis
er erp solütion
12/14/2021 18:52
6175mame ENOICE ENTRY PRO LIST apinvent
CLERK: 6175mame BATCH: 2866 NEW INVOICES

DOCUMENT

VENDOR REMIT NAME INVOICE PO VOUCHER WARRANT NET AMOUNT EXCEEDS PO BY

PO BALANCE CHK/WIRE ERR
06425 5205 223.54 1099:
1207 00000 PROFESSIONAL PRI 40950 2866 499.13 . 00
110369 . 00
CASH 01 2022/06 INV 11/30/2021 SEP-CHK: N DISC: 01414 5205 ACCT 1100 DEPT DUE 12/14/2021 DESC PROFESSIONAD SERVICE 499.13 1099:
1207 00000 PROFESSIONAL PRI 41001 2866 804.67 . 00 .00
109710
CASH 01 2022/06 INV 10/07/2021 SEP-CHK: N 01414 5205
ACCT 1100 DEPT DUE 12/14/2021 DESC: PROFESSIONAL P SERVICE 804.67 1099:
1378 00000 MID VALLEY DISPO 40-9482-5 2866 39,331.17 . 00 . 00 w9rcd CASH 01 2022/06 INV 12/14/2021 SEP-CHK: N DISC: .00
ACCT 1100 DEPT DUE 12/14/2021 DESC: NOV 2021 606255 4054 53,674.05 1099:
606425 4092 -5,147.87 1099:
606425 4093
606425 4094 -3,847:65 1099
1559 00000 ASI ADMINISTRATI 40999 2866 3,985.06 .00 .00 w9rcd 120621
CASH 01 2022/06 INV 12/06/2021 DESC:320621 DISC: .00 01 2233 3,985.06 1099:

ACCT 1100 DEPT DUE 12/14/2021
1559 00000 ASI ADMINISTRATI 41017 2866 5,344.16 . 00 .00 w9rcd 121421
AcT itoe 2022/06 INV 12/14/2021 SEP-CHK: Y 01 2233 5,344.16 1099:

DEPT DUE 12/14/2021 DESC HEDTČAL CHECK RUN OO
1594 00000 SANCHEZ-ALCARAZ, 40985 2866 100.00 .00 .00 w9rcd 120821
CASH 01 2022/06 INV 12/08/2021 SEP-CHK: N DISC: .00 01420 5205 100.00 1099:0 ACCT 1100 DEPT DUE 12/14/2021 DESC: RESERVE
1598 0000 CSET 41007 2866 13,947.48 .00 .00 w9rcd
102521
CCT 1100 2022/06 INV 10/25/2021 12400 5205 00013 13,947.48 1099:

DEPT DUE 12/14/2021 SESC:00023-09/02721909/30/21
munis
tyler erp solution
12/14/2021 18:52 CITY OF FARMERSVILLE
6175mame INVOICE ENTRY PROOF LIST apinvent
CLERK: 6175mame BATCH: 2866 NEW INVOICES

DOCUMENT

VENDOR REMIT NAME INVOICE PO VOUCHER WARRANT NET AMOUNT EXCEEDS PO BY PO BALANCE CHK/WIRE ERR 1598 00000 CSET 41008 2866 18, 698.79 • 00 . 00 w9rcd
120721
CASH 01 2022/06 INV 12/07/2021 SEP-CHK: N 12400 520500013 18,698.79 1099:

ACCT 1100 DEPT DUE 12/14/2021 DESC:00013-10/02721-10/31/21 1615 00000 DIAZ, BRANDAN MI 40992 2866 250.00 • 00 . 00 w9rcd 121021
CASH 01 2022/06 INV 12/10/2021 DISC: .00 01420 5205
ACCT 1100 DEPT DUE 12/14/2021 DES REVE 250.00 1099:
1615 00000 DIAZ, BRANDAN MI 40993 2866 150.00 • 00 . 00 w9rcd 111521
CASH 01 2022/06 INV 11/15/2021 SEP-CHK: N DISC: .00 01420 5205 150.00 1099:

ACCT 1100 DEPT DUE 12/14/2021 DESC: SHIFT 3
1695 00000 SUPERIOR POOL PR 40980 2866 -97.00 . 00 .00 w9rcd 02017312
CASH 01 2022/06 INV 12/02/2021 SEP-CHK: N DISC: .00 02425 5202 -97.00 1099:

ACCT 1100 DEPT DUE 12/02/2021 DESC: CREDIT
1695 00000 SUPERIOR POOL PR 40981 2866 842.59 . 00 . 00 02017281
Acet itoe 2022/06 INV 12/01/2021 DISC: .00 02425_5202 842.59 1099:

DEPT DUE 12/02/2021 DESCOPER SUPPLIES
1695 00000 SUPERIOR POOL PR 40982 2866 842.59 .00 .00 w9rca 02017124
2022/06 INV 11/17/2021 DESCOPER SUPPLIES DISC:.00 02425 5202 842.59 1099:

DEPT DUE 12/02/2021
1723 00000 EXPRESS SERVICES 40977 2866 2,338.00 . 00 .00 w9rca 26432817
2022/06 INV 12/01/2021 DESC HIMP PROFESSTONAL SERVICE 01425 5205 TEMP 2,338.00 1099:

DEPT DUE 12/14/2021
1723 00000 EXPRESS SERVICES 409366836 2866 2,324.64 . 00 .00 w9rcd CASH 01 2022/06 INV 11/17/2021 SEP-CHK: N 01425 5205 TEMP 2,324.64 1099:

ACCT 1100 DEPT DUE 12/14/2021 DESC HEMP PROFESSTONAL SERVICE munis
tyler arp solution
12/14/2021 18:52
6175mame apinvent
CLERK: 6175mame BATCH: 2866 NEW INVOICES

DOCUMENT

VENDOR REMIT NAME INVOICE PO VOUCHER WARRANT NET AMOUNT EXCEEDS PO BY

PO BALANCE CHK/WIRE GRR
1723 00000 EXPRESS SERVICES 40979 2866 3, 653.96 • 00
26331671 .00 W9rcd
CASH 01 2022/06 INV 11/10/2021 SEP-CHK: N DISC: 01425 5205 TEMP ACCT 1100 DEPT DUE 12/14/2021 DESC: TEMP-PROFESSIONAL 00 SERVICE 3,653.96 1099:
1854 00000 PROACTIVE ENVIRO 40991 2866 169.95 . 00
28431 . 00 W9rcd
CASH 01 2022/06 INV 12/13/2021 SEP-CHK: N 04425 5504 169.95 ACCI 1100 DEPT DUE 12/14/2021 SES WAT MONITORING WELLS 1099:
2183 00000 ROQUE, DOMINIC 40990 2866 500.00 . 00 . 00
121021
CASH 01 2022/06 INV 12/10/2021 SEP-CHK: N DISC: .00 01420 5205 500.00 1099:0 ACCT 1100 DEPT DUE 12/14/2021 DESC: RESERVE
2203 00000 WESTSCAPES, INC 40984 2866 2,275.00 .00 .00 w9rcd 18476
CASH 01 2022/06 INV 11/30/2021 35425 5205 2,275.00 1099:

ACCT 1100 DEPT DUE 12/02/2021 DES: NOV SERVICEDISC:00
2205 00000 ALL TRAFFIC SOLU 40998 2866 6,000.00 . 00 . 00 Q-60228
CASH 01 3022/06 DUE 12/19/2021 SEP-CHK: N 21425 5205 6,000.00 1099:

ACCT 1100 BESC PROPESSIONAN SERVICE
2208 00000 LARSEN, ROBERT 40988 2866 600.00 . 00 . 00
120621
CASH 01 2022/06 INV 12/06/2021 SEP-CHK: N DISC: .00 01420 5205 600.00 1099:

ACCT 1100 DEPT DUE 12/14/2021 DESC: RESERVE
2226 00000 INFOARMOR, INC 41000 2866 68.25 . 00 .00
5537DEC21
CASH 01 2022/06 INV 11/30/2021 SEP-CHK: N SES PROFESSIONAL SERVICE 01404 5205 68.25 1099:

ACCT 1100 DEPT DUE 12/14/2021
2228 00000 CENTRAI CAL WATE 421322 2866 26,479.00 .00 . 00 CASH 01 2022/06 INV 12/02/2021 DISC: .00 04425 5205 23,639.50 ACCT 1100 DEPT DUE 12/14/2021 SEND 2022 1090
02425 5205 2,839.50
munis
tyler erp solution
12/14/2021 18:52 CITY OF FARMERSVILLE
6175mame INVOICE ENTRY PROOF LIST apinvent
CLERK: 6175mame BATCH: 2866 NEW INVOICES

DOCUMENT

VENDOR REMIT NAME INVOICE PO VOUCHER WARRANT NET AMOUNT EXCEEDS PO BY

PO BALANCE CHK/WIRE ERR
2228 00000 CENTRAL CAL WATE 41003 2866 26,479.00
• 00 . 00
21305
2022/06 INV 11/01/2021 SEP-CHK: N DISC: .00 04425 5205 23,639 . 50 DEPT DUE 12/14/2021 DESC:OCT 2021 1099:
02425 5205 2,839.50 1099•
2251 00000 GLADWELL GOVERN 10947 2866 3,920.00
. 00 .00 w9rcd
CASH 01 2022/06 INV 11/30/2021 SEP-CHK: N 01404 5208 1099:

ACCT 1100 DEPT DUE 12/14/2021 DESC PROFEESSIONAD SERVICE 3,920.00 2291 00000 PRIME TOWING & T 41005 2866 562.50 . 00
. 00
21-50368
CASH 01 2022/06 INV 11/25/2021 SEP-CHK: N 01420 5204 562.50 1099:

ACCT 1100 DEPT DUE 12/14/2021 DESC: REP SERVICEDISC: .00 3602 00000 BILL WALL'S DIRE 40994 2866 120.00 .00 .00
16455
CASH 01 2022/06 INV 12/10/2021 SEP-CHK: N DISC: .00 01406 5205 120.00 1099:0 ACCT 1100 DEPT DUE 12/14/2021 DESC: CONSULTING
3602 00000 BILL WALL'S DIRE 40996 2866 4.32 .00 .00
16454
CASH 01 2832/06 ĐNE 12/10/2022 SEP-CHK: N DISC: .00 01411 5205 4.32 1099:0 ACCT 1100 DESC: HARDWARE
3602 00000 BILL WALL'S DIRE 10953 2866 180.00 .00 .00
CASH 01 2022/06 INV 12/10/2021 SEP-CHK: N DISC:.00 01411 5205 180.00 1099:0 ACCT 1100 DEPT DUE 12/14/2021 DESC: CONSULTING
5300 00000 B S & E COMPANY, 40973 2866 36.52 . 00 .00
282600
CASH 01 2022/06 INV 11/22/2021 SEP-CHK: N DISC: .00 103425 5504 36.52 1099:

ACCT 1100 DEPT DUE 12/14/2021 DESC: ARMSTRONG PARK
7360 00000 CRAIG'S AUTO PAR 40959 2866 110.53 . 00 .00 w9rcd 381906
CASH 01 2022/06 INV 11/29/2021 SEP-CHK: N 01425 5203 110.53 1099:

ACCT 1100 DEPT DUE 12/14/2021 DESC: REP SUPPLIEDISC: • 00 munis
fer ero solution
12/14/2021 18:52
6175mame apinvent
CLERK: 6175mame BATCH: 2866 NEW INVOICES

DOCUMENT

VENDOR REMIT NAME INVOICE VOUCHER WARRANT NET AMOUNT EXCEEDS PO BY PO BALANCE CHK/WIRE ERR
8250 00000 COLLINS & SCHOET 41046 2866 2,282.50 .00
. 00
CASH 01 2022/06 INV 12/06/2021 SEP-CHK: N DISC: .00 01414 5205 ACCT 1100 DEPT DUE 12/14/2021 DESC: NOV 2021 2,282.50 1099:
9900 00001 DEPARTMENT OF TR 40951 2866 137.02 .00
SL220486-2 . 00
CASH 01 2022/06 INV 11/21/2021 SEP -CHK: N DISC: .00 21425 ACCT 1100 5205 137.02 1099:

DEPT DUE 12/14/2021 DESC: 07/2021-09/2021
11900 00000 EXETER MERCANTIL 40963 2866 17.14
. 00 . 00
EXE-1342636
CASH 01 2022/06 INV 11/30/2021 SEP-CHK: N DISC: .00 01425 5203 17.14 1099:

ACCT 1100 DEPT DUE 12/14/2021 DESC: REP SUPPLIES
11900 00000 EXETER MERCANTIL 40964 2866 28.26 . 00 .00
EXE-1342580
CASH 01 2022/06 INV 11/30/2021 01425 5203 28.26 1099:

ACCT 1100 DEPT DUE 12/14/2021 DESCHE SUPLIERESC: 00
11900 00000 EXETER MERCANTIL 40965 2866 81.53 . 00 .00
EXE-1342579
CASH 01 2022/06 INV 11/30/2021 SEP-CHK: N DISC: .00 01425 5203 81.53 1099:

ACCT 1100 DEPT DUE 12/14/2021 DESC: REP SUPPLIES
11900 00000 EXETER MERCANTIL 40966 2866 7.17 .00 .00
EXE-1342637
сет 1100 2022/06 INV 11/30/2021 DESC REP SUPPLIES DISC: .00 01425 5203 7.17 1099:

DEPT DUE 12/14/2021
15200 00001 FRESNO OXYGEN-BA 40975 2866 245.16 .00 .00
62887549
есст 1100 2022/06 INV 11/30/2021 SEP-CHK: N DISC: .00 01425 5203 49.03 DEPT DUE 12/14/2021 DESC: REP SUPPLIES 02425 5203 49.03 1099 04425 5203 49.03 1099:
35425 5203 49.04 1099
munis
12/14/2021 18:52
6175mame ENOTE ENTREO LIST apinvent
CLERK: 6175mame BATCH: 2866 NEW INVOICES

DOCUMENT

VENDOR REMIT NAME INVOICE VOUCHER WARRANT NET AMOUNT EXCEEDS PO BY

PO BALANCE CHK/WIRE ERR
15200 00001 FRESNO OXXGEN-BA 109376440 2866 33.18 . 00 .00 CASH 01 2022/06 INV 11/05/2021 SEP-CHK: N DISC: .00 01425 5203 ACCT 1100 DEPT DUE 12/14/2021 DESC: REP SUPPLIES 6.64 1099:
02425 5203 6.64 1099
04425 5203 6.64 1099 •
22425 5203 6.64 1099
35425 5203 6.62 1099
22100 00000 JENSEN & PILEGAR 1096152 2866 1,245.43 . 00 . 00 2022/06 INV 11/30/2021 DISC: .00 01425 5205
ACT it00 DEPT DUE 12/14/2021 DESC PARAS 1,245.43 1099:
23501 00000 KENS STAKES & SU 40968 2866 54.63 .00 .00
365757
CASH 01 2022/06 INV 11/29/2021 SEP-CHK: N DISC: .00 103425 5504 1099:

ACCT 1100 DEPT DUE 12/14/2021 DESC: ARMSTRONG PARK 54.63 23501 00000 KENS STAKES & SU 40969 2866 49.67 .00 .00
365716
CASH 01 2022/06 TNV 11/12/2021 SEP-CHK: N DISC: .00 103425 5504 49.67 1099:

ACCT 1100 DEPT DUE 12/14/2021 DESC: ARMSTRONG PARK
30600 00000 NATIONAL BUILDER 10820 2866 1,916.78 . 00 .00 2022/06 INV 10/31/2021 SEP-CHK: N DISC: .00 103425 5504 1,916.78 1099:

DEPT DUE 12/14/2021 DESC: ARMSTRONG PARK
31560 00001 OFFICE DEPOT 40955 2866 306.61 .00 .00
20343408
CASH 01 2022/06 INV 11/30/2021 SEP-CHK: N DISC: .00 01406 5201 306.61 1099:

ACCT 11.00 DEPT DUE 12/14/2021 DESC: OFFICE SUPPLIES
34500 00001 AT & T 40954 2866 277.21 .00 .00
120721
CASH 01 2022/06 DE 12/27/2021 SEP-CHK: N DISC: .00 01411 5211 78.79 ACCT 1100 DEPT DESC: PHONE 93.96 109
01420 5211 15.63 1099:
39425 5211 32.47 1099:

28.18 1039:
04425 5211 28.18
munis
tyler erp solution
12/14/2021 18:52 CITY OF FARMERSVILLE
6175mame INVOICE ENTRY PROOF LIST apinvent
CLERK: 6175mame BATCH: 2866 NEW INVOICES

DOCUMENT

VENDOR REMIT NAME INVOICE PO VOUCHER WARRANT NET AMOUNT EXCEEDS PO BY PO BALANCE CHK/WIRE ERR 36695 00000 PRICE PAIGE & CO 40986 2866 22,358.00 . 00
20603 • 00
CASH 01 2022/06 INV 11/30/2021 SEP-CHK: N DISC: 01406 5205 ACCT 1100 DEPT DUE 12/14/2021 DESC: PROFESSIONAL SERVICE 20,358.00 10993 21425 5205 2, 000.00
37000 00001 QUAD KNOPE, INC. 41009 2866 257.85 . 00
111515 . 00
CASH 01 2022/06 INV 12/04/2021 SEP-CHK: N 01414 5205
ACCT 1100 DEPT DUE 12/14/2021 DESCALE MEADOWS SUBDIVISION 257.85 1099:
37000 00001 QUAD KNOPF, INC. 41010 2866 1,181.24 . 00 . 00 111514
CASH 01 2022/06 INV 12/04/2021 DES ENTRY - BLUD MIDENING 26425 5516 ENTRY 1,181.24 1099:

ACCT 1100 DEPT DUE 12/14/2021
37000 00001 QUAD KNOPF, INC. 41011 2866 259.20 .00 .00
111518
CASH 01 2022/06 INV 12/04/2021 BESSELF HELP APART 01414 5205 259.20 1099:

ACCT 1100 DEPT DUE 12/14/2021
37000 00001 QUAD KNOPF, INC. 41012 2866 2,310.84 . 00 . 00 111517
CASH 01 2032/06 SEP-CHK: N DISC: .00 21425 5205 2,310.84 1099:

ACCT 1100 IN 12/94/2021 DESC: PAVEMENT MANAG
37000 00001 QUAD KNOPF, INC. 41013 2866 928.84 .00 .00
111549
ACT 1100 2022/06 DU% 12/24/2021 SEP-CHK: N 31425 5516 CCNR 928.84 1099:

DEPT DESC: CCNR-PHASE DISC: .00
37000 00001 QUAD KNOPF, INC. 1101516 2866 2,836.97 . 00 .00 CASH 01 2022/06 INV 12/04/2021 SEP-CHK: N 01414 5205 1,830.06 1099:

ACCT 1100 DEPT DUE 12/14/2021 DESC GENERAL ENGINEERING O 02425 5205 207.90 1099:
21425 5205 268.65 1099:
02425 5205 1099
01425 5205 384.56
41705 00001 SIGN TIME 40967 2866 52.08 . 00 .00
79067
CASH 01 2022/06 INV 11/23/2021 SEP-CHK: N 01425 5205 52.08 1099:0 ACCT 1100 DEPT DUE 12/14/2021 DESC PROFESSIONAD SERVICE munis
12/14/2021 18:52
6175mame apinvent
CLERK: 6175mame BATCH: 2866 NEW INVOICES

VENDOR REMIT NAME DOCUMENT

INVOICE PO VOUCHER WARRANT NET AMOUNT EXCEEDS PO BX PO BALANCE CHK/WIRE ERR 41754 00001 SHRED-IT 40953 2866 166.55 . 00
8000554230 . 00
CASH 01 2022/06 INV 12/03/2021 SEP-CHK: N 01411 5205
ACCT 1100 DEPT DUE 12/14/2021 DESC: SHREDDING DERVICE 166.55 1099:
48030 00000 TULARE COUNTY GE 40957 2866 27.13
• 00 . 00
22173
CASH 01 2022/06 INV 11/04/2021 SEP-CHK: N 01406 5205
ACCT I100 DEPT DUE 12/14/2021 SES PROFESSIONAL SERVICE 27.13 1099:
18350 00001 UNITED SECURITY 40952 2866 223.50
. 00 • 00
112008-20573
CASH 01 2022/06 INV 12/01/2021 SEP-CHK: N DISC: 01406 5205 ACCT 1100 DEPT DUE 12/14/2021 DES PROFESSIONA SCO 39425 5205 111:75 1099 111.75
50400 00001 VALLEY ELECTRICA 41006 2866 51.62 . 00 .00
9128-1009867
CASH 01 2022/06 INV 09/22/2021 SEP-CHK: N DISC: .00 103425 5504 51.62 1099:

ACCT 1100 DEPT DUE 12/14/2021 DESC: ARMSTRONG PARK
51555 00000 VINCENT COMMUNIC 40987 2866 3,375.60 . 00 . 00 82954
CASH 01 2022/06 SEP-CHK: N 01420 5514 3,375.60 1099:

ACCT 1100 DEPT D0B 12/15/2021 DESC: COMMAND VEHICLE RADIO 51700 00000 VISALIA TOYOTA 40972 2866 781.05 .00 . 00
C79491
CASH 01 2022/06 INV 12/14/2021 01406 5205 781.05 1099:

ACCT 1100 DEPT DUE 12/14/2021 BESC FROPESSTOVAD SERVICE 52000 00001 VISALIA TIMES DE 41015 2866 420.90 . 00 .00 0004272355
CASH 01 2022/06 INV 11/30/2021 SEP-CHK: N DISC: 01414 5205 420.90 1099:

ACCT 1100 DEPT DUE 12/14/2021 DESC PROFESSIONAL SERVICE 52200 00001 VOYAGER FLEET SY 40958 2866 223.97 . 00 .00 11242021
CASH 01 2022/06 INV 11/24/2021 DISC: .00 01411 5255
ACCT 1100 DEPT DUE 12/14/2021 148.01 1093:
01420 5255 75.96
69 APPROVED UNPAID INVOICES TOTAL 205,446.13
munis
tyler erp solution
12/14/2021 18:52 CITY OF FARMERSVILLE
6175mame 10

INVOICE ENTRY PROOF LIST
apinvent
CLERK: 6175mame BATCH: 2866 NEW INVOICES

DOCUMENT

VENDOR REMIT NAME INVOICE PO VOUCHER WARRANT NET AMOUNT EXCEEDS PO BX

PO BALANCE CHK/WIRE ERR
69 INVOICE (S) REPORT POST TOTAL 205,446.13
12/08/2021 13:35 CITY OR FARMERSVILLE
6175bash /ADVICE REGISTER BI WEEKLY [pradvrey
WARRANT: 121021 From: 11/24/2021 TO: 12/07/2021
EMP # NAME CHK # NET PAY
------
1,233.62
927.52
18 23 1,285.50
2,571.19
122 1,012.03
11 3,907.53
1,861
104 1,658.20
112 2,031.29
25 2,277.62
119 1,378.61
26 2,696.75
39 1,619.20
75 2,639.45
113
82 1: 614.83
111 1 453. 87
86 N
ONC
N
30 55 4,
42 117 NEWA
97 N
19 128
81 23
105
124 1,822.23
108 1,44B.81
127 1,362.11
80 1,124.59
, 696.49
156
1,737.56
169
130 3:318:35
Total Deposits: 36 68.004.39
** END OF REPORT - Generated by Betina Ashoori **
12/19/2021 19:18 ICITY OF BARMERSVILLE
MATRANS 121721 ¡ADVICE REGISTER - SPECIAL (pradureg
FrOM: 12/17/2021 To: 12/17/2021
EMP # NAME CHK # NOT PAY
----- -----=-
359.06
293.05
18 292.94
23 629.78
122 614.
11 566.
104
112
25 119
26 46. . 68
39 588.20
75 2,312.20
113 310.25
82 310.63
111 629.78
86 90
w
ww
94 UNUT N
33 UT 27
97 21 25
19 50 87
128 1,255.69
81 1,669.38
105 1,730.28
124
1,371.41
108
127 1,176.73
380.43
80 156 2,339.27
169 1,578.75
130 2,195.20
285.25
Total Deposits: 36 39,657.09
** END OF REPORT - Generated by Betina Ashoori **
12/22/2021 17:00 CITY OR FARMERSVILLE
6175pash ¡ADVICE REGISTER - BI WEEKLY pradured
WARRANT: 122421 From: 12/08/2021 TO: 12/21/2021
EMP # NAME CHK # NET PAY
1,186.78
W 904.79
1,685.50
NNH 1,528.54
1,012.03
277.05
4,069.11
830 • 34
51 83
112 wW
.33
81 .60
119 471 18
2,473.59
wwN 510 O 1,909.63
2,631.48
113 1,693.89
82 612.15
1 50 N 05
N U1
67 1,992.
876. 92
4,423.44
4,245.85
117 368.24
502 273.75
97 1,885.04
19 11.43
128 1,378.55
81 0.
105
124
108
127
80 63
156 161
503 273.75
169
130 3:874:33
Total Deposits: 40 68,917.89
** END OF REPORT - Generated by Betina Ashoori **

CITY OF

CITY OF FARMERSVILLE

PORTFOLIO SUMMARY
Treasurer's Report for Dec 2021
Monthly Transaction Report as prescribed by Government Code Section 53607 & 53646(b) Market %of Days to
Investments Par Value Value Book Value Portfolio Term Maturity Est. Yield Local Agency Investment Funds (LAIF) 4,310,726 4,311,515 4,310,726 21.13% 0.22% CSJVRMA Pool (Chandler Asset Management) 3,633,115 3,653,654 3,653,654 17.91% 1.62% Money Market (Time Value Investments) 3,386 3,386 3,386 0.02% 0.03% Money Market (Citizens Business Bank) 2,507,542 2,507,542 2,507,542 12.29% 0.10% Certificates of Deposit 3,721,000 3,745,216 3,745,216 18.36% 1465 790 1.35% Federal Agency Securities 2,000,000 1,962,211 1,962,211 9.62% 1607 1417.6 0.50% Cash 4,217,740 4,217,740 4,217,740 20.67% 0.10%
20,393,509 20,401,264 20,400,474 100%
This monthly report accurately reflects all the City pooled investments.

It is in conformity with the City's investment policy as amended.

The City has sufficient cash flow to meet six months expenditures.

Citizens Business Bank, Time Value Investments, Chandler Investment Management, and LAIF statements are the source for market values. 1/12/2021
Steve Huntley, Treasurer Date
CrY oF

AMFRSVILLE
City Council
Staff Report 7C
TO: Honorable Mayor and City Council
FROM: Steve Huntley, CPFO, IPMA-SCP
Director of Finance and Administration
DATE: January 24, 2022
SUBJECT: Approve City Manager to execute agreement with Public Consulting Group for a Strategic Plan and Master Plan for the Farmersville Fire Department in an amount not to exceed $46,230
RECOMMENDED ACTION:

It is recommended that City Council receive and approve an agreement with Public Consulting Group to provide organizational analysis of the fire department and development of a short-term strategic plan and a 10- year Master Plan.

BACKGROUND & DISCUSSION:

In Fiscal Year 2021-2022 the City of Farmersville sent out a Request for Proposal for a Strategic Plan for our City Fire Department. The RFP process included review by Fire Chiefs of other agencies in the area and City staff. The results concluded that although the proposals were very similar and competitively priced with each other, that Public Consulting Group was the winner and should be awarded the contract.

Public Consulting group is a well-known municipal consulting group that specializes in creating master plans for fire departments and other specific department plans for several decades. As described in their proposal, the staff committed to this project are professional project managers and experienced Fire Chiefs that know the special laws, rules, and best practices for fire departments in California.

The Fire Department currently does not have a Strategic Plan and the City desires the assistance of qualified professionals to produce a study to this end. This plan, to be developed, will be the starting point for determining the future path and growth of the 1 Fire Department and help ensure its needed level of service for the community on a short and long-term basis. This will assist staff in determining future needs of this department as we evaluate the strategic plan of the City in relation to future planning and budgetary constraints.

The plan will assist the Department's efforts to protect the residents of Farmersville in an efficient and cost-effective manner while providing safe and acceptable standards of coverage levels. The plan will guide the future development of the department. It will act as a guide to the City Council to identify proper levels of service for Fire Protection, Fire Prevention, and support services and other fire department services as needed with changing demands.

FISCAL IMPACT:

The contract is set for a not-to-exceed amount of $46,230 total paid upon the completion of the separate phases of the project as laid out in the project scope of work n the attached contract. This dollar amount fits with the City's budget for this project and is ready to move forward.

Attachments): 2

1. Draft Agreement with Public Consulting Group

2. Copy of Proposal from Public Consulting Group
2 CITY OF FARMERSVILLE

AGREEMENT FOR CONSULTANT SERVICES
THIS AGREEMENT is made, by and between, the City of Farmersville, a municipal corporation ("City") and Public Consulting Group LLC, a Delaware limited liability company ("Consultant"). In consideration of the mutual covenants and conditions set forth herein the parties agree as follows:

1. TERM
This Agreement shall commence on - 2022, and shall remain and continue in effect until tasks described herein are completed, but in no event later than_ , 2022, unless sooner terminated pursuant to the provisions of this Agreement.

SERVICES
Consultant shall perform the tasks described and set forth in Exhibit A, attached hereto and incorporated herein as though set forth in full. Consultant shall complete the tasks according to the schedule of performance which is also set forth in Exhibit A.

PERFORMANCE
Consultant shall at all times faithfully, competently and to the best of its ability, experience, and talent, perform all tasks described herein. Consultant shall employ, at a minimum, generally accepted standards and practices utilized by persons engaged in providing similar services as are required of Consultant hereunder in meeting its obligations under this Agreement.

4. CITY MANAGEMENT
City's Director of Finance and Administration shall represent City in all matters pertaining to the administration of this Agreement, review and approval of all products submitted by Consultant, but not including the authority to enlarge the Tasks to Be Performed or change the compensation due to Consultant. City's City Manager shall be authorized to act on City's behalf and to execute all necessary documents which enlarge the Tasks to Be Performed or change Consultant's compensation, subject to Section 5 hereof.

Page 1 of 12 ends

PAYMENT
(a) City agrees to pay Consultant monthly, in accordance with the payment rates and terms and the schedule of payment as set forth in Exhibit A, attached hereto and incorporated herein by this reference as though set forth in full. That amountshall not exceed $46,230.00 for the total term of the Agreement unless additional payment is approved as provided in this Agreement. (b) Consultant shall not be compensated for any services rendered in connection with its performance of this Agreement which are in addition to those set forth herein, unless such additional services are authorized in advance and in writing by the City Manager. Consultant shall be compensated for any additional services in the amounts and in the manner as agreed to by City Manager and Consultant at the time City's written authorization is given to Consultant for the performance of said services. (c) Consultant will submit invoices monthly for actual services performed. Invoices shall be submitted on or about the first business day of each month, or as soon thereafter as practical, for services provided in the previous month. Payment shall be made within thirty (30) days after receipt of each invoice as to all non-disputed fees. If City disputes any of Consultant's fees, then it shall give written notice to Consultant within fifteen (15) days of receipt of an invoice of any disputed fees set forth on the invoice.

6. SUSPENSION OR TERMINATION OF AGREEMENT WITHOUT CAUSE City may at any time, for any reason, with or without cause, suspend or terminate this Agreement, or any portion hereof, by serving upon Consultant at least ten-days' (10-days') prior written notice. Upon receipt of said notice, Consultant shall immediately cease all work under this Agreement, unless the notice provides otherwise. If City suspends or terminates a portion of this Agreement, then such suspension or termination shall not make void or invalidate the remainder of this Agreement. (b) In the event this Agreement is terminated pursuant to this Section, City shall pay to Consultant the actual value of the work performed up to the time of termination. Upon termination of the Agreement pursuant to this Section, Consultant will submit an invoice to City pursuant to Section 3.

Page 2 of 12 ends

DEFAULT OF CONSULTANT
(a) Consultant's failure to comply with the provisions of this Agreement shall constitute a default.

In the event Consultant is in default for cause under the terms of this Agreement, City shall have no obligation or duty to continue compensating Consultant for any work performed after the date Consultant is notified of default. If such failure by Consultant to make progress in the performance for work hereunder arises out of causes beyond Consultant's control, and without fault or negligence of Consultant, then it shall not be considereda default.
(b) If the City Manager of his/her delegate determines that Consultant is in default in the performance of any of the terms or conditions of this Agreement, then he/she shall cause to be served upon Consultant a written notice of the default. Consultant shall have ten (10) days after service upon it of said notice in which to cure the default by rendering a satisfactory performance. In the event that Consultant fails to cure its default within such period of time, City shall have the right, notwithstanding any other provision of this Agreement, to terminate this Agreement without further notice and without prejudice to any other remedy to which it may be entitled at law, in equity or under this Agreement.

OWNERSHIP OF DOCUMENTS
(a) Consultant shall maintain complete and accurate records with respect to sales, costs, expenses, receipts, and other such information required by City that relate to the performance of services under this Agreement. Consultant shall maintain adequate records of services provided in sufficient detail to permit an evaluation of services. All such records shall be maintained in accordance with generally accepted accounting principles and shall be clearly identified and readily accessible. Consultant shall provide free access to the representatives of City or its designees at reasonable times to such books and records; shall give City the right to examine and audit said books and records; shall permit City to make transcripts therefrom as necessary; and shall allow inspection of all work, data, documents, proceedings, and activities related to this Agreement. Such records, together with supporting documents, shall be maintained for a period of three (3) years after receipt of final payment. (b) Upon completion of, and full payment by City for services performed pursuant to, this Agreement, all final work product such as documents, designs, drawings, maps, models, computer files, surveys, notes, and other documents prepared in the course of providing the services to be performed pursuant to this Agreement shall become the sole property of City and may be used, reused, or otherwise disposed of by City without the permission of Consultant. With respect to computer files, Consultant shall make available to City, as a service in addition to those set forth herein, at Consultant's office and upon reasonable written request by City, the necessary computer software and hardware for purposes of accessing, compiling, transferring, and printing computer files.

Page 3 of 12 ends

CITY OF FARMERSVILLE

1. TERM
This Agreement shall commence on _ 2022, and shall remain and continue in effect until tasks described herein are completed, but in no event later than_ _ 2022, unless sooner terminated pursuant to the provisions of this Agreement.

Page 1 of 12 ends

5. PAYMENT
City agrees to pay Consultant monthly, in accordance with the payment rates and terms and the schedule of payment as set forth in Exhibit A, attached hereto and incorporated herein by this reference as though set forth in full. That amountshall not exceed $46,230.00 for the total term of the Agreement unless additional payment is approved as provided in this Agreement. (b) Consultant shall not be compensated for any services rendered in connection with its performance of this Agreement which are in addition to those set forth herein, unless such additional services are authorized in advance and in writing by the City Manager. Consultant shall be compensated for any additional services in the amounts and in the manner as agreed to by City Manager and Consultant at the time City's written authorization is given to Consultant for the performance of said services.

Consultant will submit invoices monthly for actual services performed. Invoices shall be submitted on or about the first business day of each month, or as soon thereafter as practical, for services provided in the previous month. Payment shall be made within thirty (30) days after receipt of each invoice as to all non-disputed fees. If City disputes any of Consultant's fees, then it shall give written notice to Consultant within fifteen (15) days of receipt of an invoice of any disputed fees set forth on the invoice.

Page 2 of 12 ends

DEFAULT OF CONSULTANT
(a) Consultant's failure to comply with the provisions of this Agreement shall constitute a default.

8. OWNERSHIP OF DOCUMENTS
(a) Consultant shall maintain complete and accurate records with respect to sales, costs, expenses, receipts, and other such information required by City that relate to the performance of services under this Agreement. Consultant shall maintain adequate records of services provided in sufficient detail to permit an evaluation of services. All such records shall be maintained in accordance with generally accepted accounting principles and shall be clearly identified and readily accessible. Consultant shall provide free access to the representatives of City or its designees at reasonable times to such books and records; shall give City the right to examine and audit said books and records; shall permit City to make transcripts therefrom as necessary; and shall allow inspection of all work, data, documents, proceedings, and activities related to this Agreement. Such records, together with supporting documents, shall be maintained for a period of three (3) years after receipt of final payment. (b) Upon completion of, and full payment by City for services performed pursuant to, this Agreement, all final work product such as documents, designs, drawings, maps, models, computer files, surveys, notes, and other documents prepared in the course of providing the services to be performed pursuant to this Agreement shall become the sole property of City and may be used, reused, or otherwise disposed of by City without the permission of Consultant. With respect to computer files, Consultant shall make available to City, as a service in addition to those set forth herein, at Consultant's office and upon reasonable written request by City, the necessary computer software and hardware for purposes of accessing, compiling, transferring, and printing computer files.

Page 3 of 12 ends

9. INDEMNIFICATION
(a) Indemnification for Professional Liability. When the law establishes a professional standard of care for Consultant's Services, to the fullest extent permitted by law, Consultant shall indemnify, protect, defend and hold harmless City and any and all of its officials, employees and agents ("IndemnifiedParties") from and against any and all losses, liabilities, damages, costs and expenses, including reasonable attorney's fees and costs to the extent same are caused by any negligent act, error or omission of Consultant, its officers, agents, employees or subconsultants (or any entity or individual that Consultant shall bear the legal liability thereof) in the performance of professional services under this agreement.

City agrees to hold harmless and indemnify Consultant from and against all claims, liabilities, losses, damages, and costs, including but not limited to attorney's fees, arising out of or in any way connected with the modification, misinterpretation, misuse or reuse by others of the computer files or any other document provided by Consultant under this Agreement.
(b) Indemnification for Other Than Professional Liability. Other than in the performance of professional services and to the full extent permitted by law, Consultant shall indemnify, defend and hold harmless City, and any and all of its employees, officials and agents from and against any liability (including liability for claims, suits, actions, arbitration proceedings, administrative proceedings, regulatory proceedings, losses, expenses or costs of any kind, whether actual, alleged or threatened, including attorneys' fees and costs, court costs, interest, defense costs, and expert witness fees), where the same arise out of, are a consequence of, or are in any way attributable to, in whole or in part, the performance of this Agreement by Consultant or by any individual or entity for which Consultant is legally liable, including but not limited to officers, agents, employees or subconsultants of Consultant. (c) General Indemnification Provisions. Consultant agrees to obtain executed indemnity agreements with provisions identical to those set forth here in this section from each and every subconsultant or any other person or entity involved by, for, with or on behalf of Consultant in the performance of this agreement. In the event Consultant fails to obtain such indemnity obligations from others as required here, Consultant agrees to be fully responsible according to the terms of this section.

Failure of City to monitor compliance with these requirements imposes no additional obligations on City and will in no way act as a waiver of any rights hereunder. This obligation to indemnify and defend City as set forth here is binding on the successors, assigns or heirs of Consultant and shall survive the termination of this agreement or this section.

Consultant shall indemnify the City, its elected officials, officers and employees from any demands, judgements, and all liability including, but not limited to, monetary or property damage, lost profit, personal injury, wrongful death, general liability, infringement of copyright/patent/trademark, professional errors and omissions, investigative expenses, attorney fees, and court costs arising out of an error, a negligent act, or omission of Consultant, or the willful misconduct of Consultant in performing the services described in, or normally associated with, this type of contracted work.

Page 4 of 12 ends

10. INSURANCE
Consultant has reviewed and shall comply with the Insurance Requirements of the City, as directed by City's Procurement Policy pursuant to City's Municipal Code. Consultant will comply with said requirements as a Low Risk - Risk Category 1 contractor pursuant to the Risk Matrix component of the Procurement Policy contained in Exhibit C, attached hereto. The Consultant shall provide a certificate ofinsurance to the City upon request, naming the City of Farmersville as additional insured.

11. INDEPENDENT CONSULTANT/CONTRACTOR
(a) In performing the services called for pursuant to this Agreement, Consultant, on behalf of themselves and all their agents, assigns, employees, and/or subcontractors, acknowledges and affirms that they intend to operate as an independent contractor to the City and not as an employee of the City.

Specifically, Consultant acknowledges that they have read and understand California Labor Code section 2750.3, and that they intend to operate as an Independent Contractor andensure that, for themselves and their agents, assigns, employees, and subcontractors, the application of the factors contained in California Labor Code §2750.3(a)(1)(A thru C) will clearly demonstrate that Consultant, including their agents, assigns, employees, and subcontractors, would not be determined to be employees of City. Accordingly, Consultant agrees to indemnify, hold harmless, and tender costs of defense in any instance wherein an agent, assign, employee, or subcontractor of Consultant files any claimalleging that City was their "employer for the services designated herein. Further, No employee benefitsshall be available to Consultant in connection with the performance of this Agreement. Except for the feespaid to Consultant as provided in the Agreement, City shall not pay salaries, wages, or other compensationto Consultant for performing services hereunder for City. City shall not be liable for compensation or indemnification to Consultant for injury or sickness arising out of performing services hereunder. (b) Consultant shall not incur or have the power to incur any debt, obligation, or liability whatever against City, or bind City in any manner.

12. LEGAL RESPONSIBILITIES
Consultant shall keep itself informed of State and Federal laws and regulations which in any manner affect those employed by it or in any way affect the performance of its service pursuant to this Agreement.

Consultant shall at all times observe and comply with applicable legal requirements in effect at the time the drawings and specifications are prepared. City, and its officers and employees, shall not be liable at law or in equity occasioned by failure of Consultant to comply with this Section.

Page 5 of 12 ends

13. UNDUE INFLUENCE
Consultant declares and warrants that no undue influence or pressure is used against or in concert with any officer or employee of City in connection with the award, terms or implementation of this Agreement, including any method of coercion, confidential financial arrangement, or financial inducement. No officer or employee of City will receive compensation, directly or indirectly, from Consultant, or from any officer, employee or agent of Consultant, in connection with the award of this Agreement or any work to be conducted as a result of this Agreement. Violation of this Section shall be a material breach of this Agreement entitling City to any and all remedies at law or inequity.

14. NO BENEFIT TO ARISE TO LOCAL EMPLOYEES
No member, officer, or employee of City, or their designees or agents, and no public official who exercises authority over or responsibilities with respect to the Project during his/her tenure or for one year thereafter, shall have any interest, direct or indirect, in any agreement or sub-agreement, or the proceeds thereof, for work to be performed in connection with the Project performed under this Agreement.

15. RELEASE OF INFORMATION/CONFLICTS OF INTEREST
(a) All information gained by Consultant in performance of this Agreement shall be considered confidential and shall not be released by Consultant without City's prior written authorization. Consultant, its officers, employees, agents, or subconsultants, shall not without written authorization from the City Manager or unless requested by the City Attorney, voluntarily provide declarations, letters of support, testimony at depositions, response to interrogatories, or other information concerning the work performed under this Agreement or relating to any project or property located within City. Response to a subpoena or court order shall not be considered "voluntary" provided Consultant gives City notice of such court order or subpoena.
(b) Consultant shall promptly notify City if Consultant, or any of its officers, employees, agents, or subconsultants are served with any summons, complaint, subpoena, notice of deposition, request for documents, interrogatories, request for admissions, or other discovery request, court order, or subpoena from any person or party regarding this Agreement and the work performed thereunder or with respect to any project or property located within City. City retains the right, but has no obligation, to represent Consultant or be present at any deposition, hearing, or similar proceeding. Consultant agrees to cooperate with City by providing the opportunity to review any response to discovery requests provided by Consultant. However, City's right to review any such response does not imply or mean the right by Cityto control, direct, or rewrite said response.

Page 6 of 12 ends

16. NOTICES
Any notices which either party may desire to give to the other party under this Agreement must be in writing and may be given either by (i) personal service, (ii) delivery by a reputable document delivery service, such as but not limited to, Federal Express, which provides a receipt showing date and time of delivery, or (iii) mailing in the United States Mail, certified mail, postage prepaid, return receipt requested, addressed to the address of the party as set forth below or at any other address as that party may later designate by notice:

To City: City of Farmersville
909 West Visalia Road
Farmersville, CA 93223
Attention: City Clerk
To Consultant: Public Consulting Group
148 State Street, 10th Floor
Boston, MA 02109
Attn: Legal

17. ASSIGNMENT
Consultant shall not assign the performance of this Agreement, nor any part thereof, nor any monies due hereunder, without prior written consent of City.

18. LICENSES
At all times during the term of this Agreement, Consultant shall have in full force and effect, all licenses and tax certificates required of it by law for the performance of the services described in this Agreement.

19. GOVERNING LAW
City and Consultant understand and agree that the laws of the State of California shall govern the rights, obligations, duties, and liabilities of the parties to this Agreement and also govern the interpretation of

Page 7 of 12 ends

this Agreement. Any litigation concerning this Agreement shall take place in the municipal, superior, orfederal district court with jurisdiction over City.

20. ENTIRE AGREEMENT
This Agreement contains the entire understanding between the parties relating to the obligations of the parties described in this Agreement. All prior or contemporaneous agreements, understandings, representations, and statements, oral or written, are merged into this Agreement and shall be of no further force or effect. Each party is entering into this Agreement based solely upon the representations set forth herein and upon each party's own independent investigation of any and all facts such party deems material.

21. CONTENTS OF PROPOSAL
Consultant is bound by the contents of the proposal submitted by Consultant, Exhibit A hereto.

22. AUTHORITY TO EXECUTE THIS AGREEMENT
The person or persons executing this Agreement on behalf of Consultant warrants and represents he/shehas the authority to execute this Agreement on behalf of Consultant and has the authority to bind Consultant to the performance of its obligations hereunder.

Counterparts. This Agreement may be executed in multiple counterparts and may be executed by fax or other e-signing means, any of which shall be considered an original and all of which together shall constitute one agreement.

IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed the day and yearfirst above written.

Page 8 of 12 ends

CITY OF FARMERSVILLE CONSULTANT (2 signatures required) By: By:

Jennifer Gomez, City Manager (Signature)
(Name)
ATTEST
By: By:

Rochelle Giovani, City Clerk (Signature)
(Name)

APPROVED AS TO FORM
By:

Michael Schulte, City Attorney

Page 9 of 12 ends

EXHIBIT A

SERVICES
Public Consulting Group LLC (PCG) will provide an organizational analysis of the Farmersville Fire Department (FFD) and will develop a short-term Strategic Plan and a 10-year Master Plan for the City of Farmersville.

Specific Requirements:

1. Current Level of Service and Response Incident History a. Identify the current status of service levels for stations, equipment and staffing, and the operational processes of the Department. This information will be correlated with:
• The approximate population and area served by the Department • Specialized response circumstances, such as water rescue response and other situations applicable to the station operated by the Department. b. Evaluate the current status of the Department's:
• Staffing, including full time and volunteer employees • Apparatus and equipment
• Programs, including fire suppression, emergency medical, prevention, training, public education and specialized services such as technical rescue and hazardous materials response
• Operational service levels by fire station location
• Mutual and Automatic Aid agreements
c. Summarize the response history (provided by the Department) for each fire station by:
• Incident type (i.e. wildland fire, structure fire, vehicle accident, medical response, rescue, other)
• Month and year of occurrence
• Identify, evaluate and summarize trends in the Department's service levels and response history.

2. Comparable City Service Levels
The consultant shall compare the Department's current staffing, service levels and funding levels with several cities of similar size and demographics.

3. Service Level Strategies
Based upon the information developed above, the consultant shall identify potential service level strategies that provide the population served by the department with enhancements over current service levels, if needed. In suggesting these strategies, the consultant shall consider the suburban, rural character of the areas served by the Department. The improvements that are suggested must be feasible given the constraints posed by the large response area and the fiscal realities of providing service level enhancements. These evaluations shall include:
• Strategies to enhance the current level of fire protection, to include enhanced staffing, changes to fire codes, and revisions to land use criteria regarding wild land/residential interface

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• Other improvements suggested by the consultant that are consistent with a cost- effective approach to improve the services provided by the Department • Strategies and criteria that will assist the City in determining when service level increases are warranted.

4. Funding
This section is intended to provide an overview of past funding for the department and identify potential future funding models that may be used to fund the services of the Department. This section is to be based upon available information and the consultant's expertise. It is intended to be used to determine the benefits and drawbacks in pursuing alternatives. The consultant shall provide the following:
• An evaluation of current Department funding on a per capita basis served as compared with comparable cities
• A summary of funding trends for the past five years as it relates to service levels • An estimation of future costs based upon inflationary factors Recommend funding/revenue opportunities for Hazardous Materials Response and Technical Rescue Responses to areas outside of the current fire department jurisdiction PCG will adhere to the timeframes outlined below.

Strategic and Master Plan for the Farmersville Fire Department Schedule of Work/Milestones
Phase Task Description Responsible Months)
Hold kick-off meeting to review and confirm PCG Project Manager project scope (PM) & FFD
Phase I: Project
Define processes for obtaining required Month
Startup and PCG PM & FFD
data 1
Implementation
Develop communication plan to facilitate

PCG PM & FFD
ongoing coordination between all parties
Request data from relevant stakeholders PCG SMEs & PCG PM Design and implement SCOT PCG Team & FFD
Phase II: Data Develop Community Engagement survey PCG Team & FFD Months Collection 1-3
Host meetings with key stakeholders PCG SMEs
Provide regular progress reports to the PCG PM & PCG SMES FFD Leadership
Confer with other experts and standards PCG PM & PCG SMES (i.e. NFPA, ISO, and ICMA) as needed
Analyze data and summarize information PCG SMES & PCG Months Phase Ill: Data
gathered during meetings and public input
Analysis Support 2-3
strategies
Develop strategic plan goals and PCG SMES & FFD
objectives
Assemble DRAFT Strategic/Master Plan PCG Team
Phase N. FFD leadership review DRAFT Plan FFD
Development of PCG SMES & PCG Months
Plan and Review and incorporate FFD input Support 3-4
Recommendations Complete and present FINAL

PCG SMES
Strategic/Master Plan

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The City will compensate PCG as follows:
• Completion of Phase I: $11,557.50
• Completion of Phase II: $11,557.50
• Completion of Phase III: $11,557.50
• Completion of Phase IV: $11,557.50
The parties agree that all meetings will be conducted via remote means unless the parties mutually agree.

In addition, PCG complies with all applicable health and safety laws, rules, regulations, and guidelines, including those promulgated by the Occupational Safety and Health Administration (OSHA) and the Centers for Disease Control and Prevention (CDC). In case of conflict between federal, state, and/or local recommendations, PCG follows the most stringent safety recommendations. In the event PCG is required to provide in-person services at any site or workplace at which the strictest health and safety guidelines are not followed, or if the conditions associated with any public health emergency, including the COVID- 19 pandemic, materially change, PCG may, in its discretion and without penalty, transition to alternate workplace conditions and/or means of service delivery, including transition to virtual delivery of services.

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Solutions that Matter
PUBLIC

CONSULTING GROUP

TECHNICAL PROPOSAL
Farmersville Fire Department

REQUEST FOR PROPOSAL
Consulting Services for Strategic and Master Plan
November 18,2021|3:00 PM
Proposal for Consulting Services for
Farmersville Fire Department
Attn: City Clerk
909 W. Visalia Road
Farmersville, CA 93223
PUBLIC Solutions that Matter

CONSULTING GROUP

COVER LETTER
November 18, 2021
Attn: City Clerk
909 W. Visalia Road
Farmersville, CA 93223
To whom it may concern:

Public Consulting Group LLC (PCG) is pleased to present this proposal to the Farmersville Fire Department for the Consulting Services for Strategic Plan and Master Plan request for proposal (RFP). PCG hopes to be a trusted advisor to the Department as you seek to address and plan for opportunities and challenges related to department facilities, staffing, service delivery, and finances.

We have been delivering public providers and state agencies practical and cost-effective solutions that matter for more than years. We bring dedicated and experienced staff, company experience, and financial stability to perform the scope of work identified in the RFP. We are uniquely qualified to perform all services identified in the RFP as we offer:
• Unparalleled Knowledge of Fire/EMS Landscape: Our experience providing consulting and assessment services to more than 450 Fire and EMS agencies across the country sets us apart from other firms. PCG has been at the forefront of developing fire/EMS initiatives across the country to help providers improve performance, increase efficiency, maintain compliance, and reduce costs. We have completed fire/EMS assessments with providers in multiple states, at the city and county level, for urban and rural providers, and covered diverse focus areas such as feasibility studies, community risk reduction, standards of cover, station location, operational assessments, cost of service analysis, ambulance deployment and staffing, and more. Our work experience gives us valuable insight to facilitate analysis and develop effective recommendations Local Experience: We are proud of our effective work and partnership with fire/EMS providers and health agencies throughout California. Our consultants have conducted assessments for Monterey County, Sonoma County, Santa Clara County, Merced County, and other relevant studies for the cities of San Diego, Loma Linda, and Placentia. Additionally, our lead SME for this project is retired Fire Chief Charles Hurley who served as both Assistant and Deputy Chief of Special Operations for the California Governor's Office of Emergency Services, Fire & Rescue Division, as Fire Chief for the City of Oroville in Butte County, as Deputy Chief for the La Habra Heights Fire Department in Los Angeles County and completed his 38-year fire service career as Fire Chief for the NASA Jet Propulsion Laboratory in Pasadena. With these combined service experiences in California, Chief Hurley will serve as an exceptional consultant and guide for the Farmersville Fire Department. • High-Performing Project Teams: With more than 2,500 employees across four practice areas, we assemble project teams with the right multi-disciplinary experience to address the unique requirements of each project. Our breadth of knowledge in the fire, emergency medical services, emergency management, and emergency preparedness fields cover all programmatic facets, and the dedicated project team includes subject matter experts (SMEs) with practical fire, emergency medical services expertise, program evaluation, data analysis, and project management.

Our team of SMEs represent over 70 years of combined experience in fire, rescue, and EMS. Retired Fire Chief Ken Riddle, a 30-year fire/EMS veteran, will be the Project Advisor responsible for overseeing the Master and Strategic Plan.

The principal point of contact for this engagement is Chief Ken Riddle, he can be reached at [email protected] or (702) 287-6546 for clarification regarding our response. We greatly appreciate the opportunity to respond to this important initiative and look forward to your review of our proposal.

Sincerely,
ames Dachos
James Dachos, Manager
Health Practice Area
Public Consulting Group LLC
148 State Street, 10th Floor, Boston, Massachusetts 02109 | (617) 426-2026 | www.publicconsultinggroup.com November 18, 2021 Farmersville Fire Department
Consulting Services for Strategic Plan and Master Plan RFP

TABLE OF CONTENTS
COVER LETTER. ..lI
SECTION 1: ABOUT PCG. ..1
SECTION 2: RELEVANT EXPERIENCE. 3
SECTION 3: REFERENCES. ....8
SECTION 4: APPROACH TO SCOPE OF WORK. ...10
SECTION 5: PROJECT TEAM. ...17
SECTION 6: PROPOSED COMPENSATION. ..19
APPENDIX... ..20
Staff Resumes. ..21
Zionsville Strategic and Master Plan Sample of Work ...30 Travis County ESD No. 2 Strategic Plan Sample of Work ...40 PCG Strategic Planning Template Sample ... 56
November 18, 2021 Farmersville Fire Department
Consulting Services for Strategic and Master Plan RFP
SECTION 1: ABOUT PCG
Describe what makes your firm the most experienced and capable of providing consulting services to the Farmersville Fire Department.

At PCG, we believe in the power of the public sector and we provide local/county organizations and state agencies with practical and cost-effective recommendations and solutions that matter. We empower public sector health, fire/EMS, education, and human services organizations to make measurable improvements to their performances and processes. Our public sector focus means we have a deep understanding of the challenges our clients face-from economic constraints to demographic shifts to regulatory changes-and what it takes to surmount them. For more than 35 years, we have helped our clients maximize resources, contain, or cut costs, optimize client outcomes, make better management decisions, improve Federal and state compliance, streamline business processes, and implement and improve technology solutions. • Founded in 1986
• Headquartered in Boston, MA
• Experience in 50 states, six
Canadian providences and the EU
• Current contracts in all 50 states
• 2,000 open contracts at any point in
time
• 2,500+ employees and staff in 45
offices
POLA.

Because PCG has dedicated itself almost
exclusively to the public sector, the firm has
developed a deep understanding of the legal
and regulatory requirements as well as fiscal
constraints that often dictate a public agency's
ability to meet the needs of the populations it serves.

As a result, we have established a diverse service Figure 1: PCG's Global Footprint offering to support our clients. Figure 1 at right
shows our current global footprint.

PCG is a privately held Delaware Limited Liability Company managed through four designated practice areas. Practice areas include Health, Human Services, Education, and Technology Consulting. These practice areas are supported by a corporate infrastructure that includes various administrative departments.

PCG addresses the unique and often multi-dimensional challenges of each public-sector client by assembling project teams that call on the varied knowledge, skills, and technologies from across the country in Education, Health, Human Services, and Technology Consulting. The firm often combines resources from two or more practice areas to offer a multidisciplinary approach to solve a client's challenge or pursue an opportunity to offer high-quality services to our clients. quality services with constrained resources, offering expertise in strategy and finance, revenue cycle management, and payer support services. PCG's Health practice area is a recognized leader in health care reform and health benefits exchange consulting, a leading provider of revenue enhancement, rate setting, and cost settlement services, and a leading provider of health care expense management services.

PCG delivers practical solutions and measurable results to improve the operational and financial performance of our clients. We provide a full array of revenue optimization, supplemental payment Pubie Consulting Group LLO Page 1
November 18, 2021 Farmersville Fire Department
Consulting Services for Strategic and Master Plan RFP
programs, cost reporting, and cost allocation services to local and state governments, including fire departments and ambulance services providers all around the country. Since 2006, PCG has been partnering and supporting Fire and EMS providers to improve service delivery, optimize revenue, promote compliance with state and Federal programs, and implement best practices in the field.

Within the Health practice area is the Public Safety Consulting (PSCS) unit, which will lead your project.

PCG's PSCS team is comprised of experienced subject matter experts with over 70 years of combined fire and EMS industry experience from throughout the country with a variety of service delivery models.

As former/retired chief officers, each SME brings insight related to administration, finance, logistics, operations, and planning within the fire, EMS, hazardous materials, and special operations/rescue disciplines. Our team is ready to offer data- and compliance-minded solutions that are realistic and reasonable for our clients to implement. To maintain our passion and progressive edge as leaders within the industry, our SMEs attend and present at various state/national conferences and events, write industry- focused articles, and provide subject matter content for various sources.

Complimented by an experienced and credentialed project manager and data analysts, the PSCS team brings a strong focus to each of its projects through providing a credible, reliable, and professionally sound final product for each of our clients. A sampling of the PSCS team's services is highlighted in Figure 2 Administrative Financial Logistics Operational Planning Analysis Studies Analysis Assessments Review
• Credentialing & • Cost-of-Services * g.1-1 Communications • Optimization & • Standards of Cover / Accreditation Review Study & Computer-Aided Efficiency Studies Community Risk • Feasibility Studies • Rate & Fee Dispatch (CAD) * Staffing, Unit Location, Reduction Planning • Certificate of Need Scheduling Evaluation UHU/Time-on-Task. • All-Hazards Planning Analysis • Compensation * Apparatus and Station Planning & Assessment • Consolidation Merger, Package & Pay Scale Depreciation & Analysis • Training Program and Regionalization Analysis Valuation Analysis • Alterative Service Development Analysis • Fee-for-Service • Equipment& Delivery Model • Quality Assurance • Partnership & Analysis Apparatus Evaluation Program Integration Stakeholder * innovative Recommendations * Process improvement • Strategic & Master Interviews Reimbursement Modeling Planning
• ISO Rating Strategy Integration • Policy & Protocol • Community Enhancement Development Engagement &
Strategies Program Evaluation
Figure 2: Sample of Available Services
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November 18, 2021 Farmersville Fire Department
Consulting Services for Strategic and Master Plan RFP
SECTION 2: RELEVANT EXPERIENCE
Experience with public agencies; details of previous or on-going consulting services.

PCG works with over 450 individual fire/EMS providers
across the country, providing operational consulting
services, cost reporting, data analysis, feasibility studies, and program development and implementation. Figure 3 at right shows the location of our fire/EMS clients, including the state of California.

In this section, we outline our consulting experience
conducting strategic and master planning as well as
comprehensive analysis and assessment studies to improve service delivery and operations, establish new fire/EMS delivery systems, promote cost efficiency, enhance
revenues, and create implementation plans. We also
Figure 3: PCG's Fire/EMS Footprint
highlight specific sample projects that showcase experience similar to the scope of work required in this RFP.

PCG has more than 30 years' experience working with state and local agencies in California to improve services, increase efficiency, enhance revenues, and reduce costs.

Our subject matter expert, retired Fire Chief Charles Hurley, served as both Assistant and Deputy Chief, of Special Operations with California Governor's Office of Emergency Services (OES), Fire & Rescue Division and has direct experience providing Fire, US&R, SF-SAR, and Hazardous Materials consulting and advising for fire departments throughout California. Chief Hurley was responsible for management of the California Fire & Rescue Mutual Aid System and specifically the Urban Search & Rescue, Swift/Flood Water Rescue and Hazardous Materials response programs from November 2003 thru August 2009.

Chief Hurley also served as Fire Chief for the City of Oroville from 2009 thru 2013, Deputy Chief of Operations/Administration for the La Habra Heights Fire Department and as Fire Chief of NASA/JPL Fire Department in Southern California. Chief Hurley served as the OES representative to the California State Fire Marshal's Statewide Training Education Advisory Committee (STEAC) and oversaw the complete revision of the technical rescue and water rescue training/certification programs. Given these experiences, Chief Hurley brings an extensive depth and breadth of knowledge and experience in the California Fire Service.

State-Level Presence in California
PCG has a strong presence throughout the state in health and technology projects. Below are a few highlights:
• CalOptima - Assessment and Recommendations of a Health Home Model for Care Coordination • Los Angeles County - Substance Abuse Prevention and Control (SAPC) Program Rate Study of Adult Outpatient and Residential Substance Abuse Services • Alameda County - Quality Improvement Unit for the County's Care Connect Whole Person Care Pilot
• California Department of Public Health - Electronic Women, Infants and Children Management Information system
• California Department of Health Care Services - Coordinated Care Initiative; Home and Community Based Services (HCBS), Statewide Transition Plan - Site Assessments • California Department of State Hospitals (DSH) - Charge Master and Cost Reporting Processes Comprehensive Review
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Implementation of New Fire and Life Safety Department. City of Placentia, CA In July 2019, PCG was hired to help guide the City in planning and implementing the new Fire and Life Safety Department as the City prepared to withdraw from its agreement with the Orange County Fire Authority. PCG, led by retired Chief Ken Riddle, provided guidance and strategic support to the City through all planning and implementation phases to stand up a new fire and life safety department. The team worked side-by-side with City staff, including the City Administrator's Office, the Police Department, and other divisions to make decisions and operationalize the new department: everything from hiring and training, communications center and technology needs, equipment and apparatus needs, reports/data, establishing a community risk reduction program, compliance with national standards, to community engagement, marketing, and more. The PCG team provided guidance, resources, and recommendations every step of the way to help ensure a successful launch on July 1, 2020. PCG continues with the valued partnership with Placentia Fire & Life Safety with a renewed contract for consulting services executed in October of 2021.

The City has benefited from PCG's creative and innovative approaches that included strong public-private partnerships and the use of technology to establish its new fire department. Budget for this new state-of- the-art department is expected to save the city $2 million in the first year. The city continued to seek guidance from Chief Riddle to build out the 911 call processing center, participate in interviews to select the fire chief and other key hires, and determine the best deployment of new technology. Based on the trust PCG has built with Placentia, the city expanded our partnership and contracted PCG for fiscal year 2022 to assist with the development of a Fire Prevention Plan and other related programs.

The diverse scope of services that PCG provided includes:

Conducting facility assessments and development of transition plan for each station. • Conducting data analysis to identify cost effective options for the City to provide fire protection engineering services, fire investigation services, and fire inspections. • Analyzing data, reviewing processes, and conducting needs assessment to develop a plan for establishing the communications center and integrating fire and EMS with Placentia PD.

Establishing best practices and protocols for training dispatch services staff, fire fighters, EMS, and police department staff.
• Verifying adherence and compliance with fire standards throughout planning and implementation process including: Insurance Services Office (ISO) standards and National Fire Protection Association (NFPA) standards. Creating a pathway for the City of Placentia to pursue accreditation by the Commission of Fire Accreditation International.

Working with a vendor to develop a fire department cost recovery program for the city.

Facilitating the development of fire records management system (RMS) and implementation of National Fire Operations Reporting System (NFORS).

Our consultants have completed many fire and EMS studies. A list of our recent and ongoing projects with detailed project summaries is included in Figure 4.

Current and Completed Fire/EMS Consulting Projects
Client Scope
Town of Fire Department Strategic Plan (Current Project) Zionsville, IN PCG is currently working alongside the Town of Zionsville to develop a Fire Department Strategic Plan and is performing organizational and operational analysis of the Town's Fire Department including internal and external stakeholder interviews, SCOT analysis, evaluation of system policies and protocols, cost analysis, and more.

Recommendations made based on this analysis will allow the Town to respond to and maintain their services in conjunction with projected growth for the area.

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Current and Completed Fire/EMS Consulting Projects
Travis County District Strategic Plan (Current Project) Emergency PCG is presently performing a comprehensive update to the District's Strategic Plan.

Services As part of this update, PCG is reviewing the District's current Standards of Cover District No. 2 assessment, department vision, mission, and values statements, and performance Pflugerville, TX measures to make recommendations on changes to determine a long-term vision for the District and initiate a tactical plan to implement the recommended strategies.

Analysis includes critical issues and service gaps, fire station locations and trigger points for new stations, and all data and information needed to support the initiatives that will be proposed in the final Strategic Plan.

City of Coconut Transitional Study for Fire and EMS Services (Completed Project) Creek, FL Conducted a transitional study and proposed options to the City of Coconut Creek based our analysis to allow the City to establish a fire and EMS delivery system that provides an equal or better level of service in a cost-efficient manner compared to the current system provided by the City of Margate. PC's fire department options focused on comprehensive community risk reduction activities and community engagement programs.

Travis County Dispatch Optimization and Feasibility Study (Completed Project) Emergency PCG is conducting a comprehensive review of the cost, performance efficiency, and Services optimization of TCESD2's current dispatch services for Fire and EMS response. As District No. 2 part of this review, analysis includes dispatch performance, resource utilization on Pflugerville, TX responses, user experience and feedback on dispatch needs, performance, and service. When completed, recommendations concerning cost tor alternative dispatch services will be made to the District to improve performance and efficiency.

City of Ambulance Transporting Services Cost and Service Analysis (Completed Ashland, OR Project)
Conducted a detailed quantitative (financial) and qualitative (operational) analysis of the ambulance transport services provided by Ashland Fire & Rescue (AF&R). The goal of the study was for PCG to analyze expenditures and revenue data to understand the financial costs and benefits of operating an ambulance service, and to conduct a qualitative analysis to evaluate the impacts if ambulance services were discontinued. The PCG team provided financial data and results of the operational analysis to help the City determine the future of its ambulance operations.

Jefferson Feasibility Study and Report Relative to the Provisions of Public Emergency Parish, LA Medical Services (EMS) within and for Jefferson Parish Hospital District No. 1 City of Austin,
TX
Josephine
County, OR
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Current and Completed Fire/EMS Consulting Projects
Chen Seong
Pueblo of Fire/EMS Feasibility Study (Completed Project) Sandia, NM PCG conducted a needs assessment for the Pueblo and its enterprises to identify the appropriate type and level of fire/EMS services required to meet current and future needs given the growth of the Pueblo. PCG provided a comprehensive set of fire and EMS service delivery options for the Pueblo of Sandia to have reliable services and control over the quality of EMS that residents and visitors receive.

Cache County, Fire and Emergency Medical Services Study (Completed Project) UT PCG completed a review of the EMS system, including an evaluation of the existing inter-local agreement and consideration of changes to that system. Work also included a full assessment of the potential advantages and disadvantages of a combined Cache County Fire District and CCEMS system.

City of Transitional Study for Fire and EMS Services (Completed Project) Placentia, CA CG assisted with the implementation of a new fire and life safety department; workin vith city staff on all aspects of establishing a new Fire and EMS department includin operations, communications center set-up, staffing, procedures, technology, best practices, and compliance.

Figure 4: Recent Projects
Since 2006, PCG has been working with the EMS provider community to increase Medicaid reimbursement for ambulance services. Most notably, PCG assisted the State of Texas with the establishment of the first EMS Certified Public Expenditure (CPE) Program in the country and subsequently supported the Commonwealth of Massachusetts with the approval and implementation of an EMS Certified Public Expenditure (CPE) Program in 2013.

More recently, PCG helped providers in Washington, Missouri, Oklahoma, Oregon, Illinois, lowa, and Florida to navigate the process of cost reporting, revenue maximization, and audits. In Figure 5, we highlight our experience in key Ambulance Supplemental Payment Program (ASPP) states.

Leveraging more than 14 years of experience in this arena, we bring vast financial experience as we work with fire departments and third-service ambulance providers to stand up revenue enhancement programs, identify reimbursable costs and opportunities for revenue maximization, and complete required annual cost reports. With our assistance, PCG clients have realized $400 milliont in additional funding P. bic Conculing Gree LLO Pege S
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Figure 5: Achievements and Results in Key ASPP States
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November 18, 2021 Farmersville Fire Department
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SECTION 3: REFERENCES
Provide three (3) references and examples of similar scope of work.

We are proud to highlight references that showcase the quality of work, customer service, and value we bring to our clients; helping them achieve better outcomes, reduce costs, and improve operational efficiency. As client satisfaction is one of our main goals, current clients value our partnership and have agreed to provide references about the hard work and high-quality services we provide. We encourage you to reach out to our firm with any further questions that you may have respective to other projects, deliverables, or follow-up items.

Reference 1
Client Travis County Emergency Service District #2 - Pflugerville Fire Department (TX) Project Dispatch Study, Strategic Planning (active project) Dates of Service: April - August 2021
Strategic Planning: PCG is reviewing the District' existing Strategic Plan and other relevant information to develop a ten-year (2025-2035) strategic plan.

Analysis includes crucial service gaps, fire station locations, trigger points for new stations, recruitment/retention of dual-role firefighter/paramedics, training and career development, capital asset replacement and Community Risk Reduction strategies - all data and information needed to identify and support the initiatives that will be proposed in the final Strategic Plan. The PCG team recently participated in the Districts annual strategic planning retreat and led a Strengths, Challenges, Opportunities and Threat (SCOT) analysis that included Project fire department leadership, city council members, and District board members Description: The PCG team will also facilitate community engagement in the form of public engagement surveys.

Dispatch Study: The purpose of the study was to conduct a thorough analysis of the current Inter-Local Agreements for dispatching services provided to the District by the City of Austin as well as explore alternatives for dispatch services. As part of the final report, PCG provided seven different dispatching options for District leadership to consider with strengths and challenges to facilitate decision-making. Insights from this study will also be incorporated into the strategic planning project.
individual Nick Perkins, Fire Chief
Reference: (512) 251-2801
[email protected]
Reference 2
Client Town of Zionsville (IN)
Project: Master and Strategic Planning
Dates of Services June 2021 - November 2021
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PCG is currently working alongside the Town of Zionsville to develop a Fire Department Master and Strategic Plan. The PCG team is performing organizational and operational analysis of the Town's Fire Department including internal and external stakeholder interviews, SCOT analysis, evaluation of system policies and protocols, cost analysis, and more. The PCG team is collaborating with the Town's Master Plan Steering Committee to facilitate the development of Profact the Master and Strategic Plans, hosting regular meetings, and work group Description sessions. Our project manager is also working with the Town's public information officer to develop a public engagement strategy that involves a community input survey and virtual public input forums to obtain feedback from key community groups. Recommendations made based on this analysis will allow the Town to respond to and maintain their services in conjunction with projected growth for the area.

Joshua Frost, Deputy Chief
Individua
Reference: (317) 873-5358
[email protected]
Reference 3
Cheme City of Placentia Fire and Life Safety Department (CA) Project Fire and Life Safety Department Implementation
July 2019 - May 2020
PCG assisted the City of Placentia with the implementation of a new fire and life safety department as the city prepared to withdraw from its joint powers agreement with the Orange County Fire Authority (OCFA). Working side by side with City staff, Project transitional staff, stakeholders from neighboring service agencies, and vendors to Description: plan for and establish the new fire department, our proposal outlined the creation of a city-owned and -managed life safety and fire department that would save the City $2 million in the first year. A key focus of this project is the establishment of a communications center.

Rosanna Ramirez, Deputy City Administrator
Individual
(714) 993-8141
Reference:
[email protected]
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SECTION 4: APPROACH TO SCOPE OF WORK
Please describe your approach to providing these services.

PCG fully understands and is prepared to meet and exceed the needs of the Farmersville Fire Department (FFD) as identified in the RFP's Specific Requirements sections. The Department seeks a qualified consultant to develop a Strategic Plan and Master Plan for the Farmersville Fire Department (FFD). We have the combination of knowledge and resources to successfully carry out the scope of work and develop department goals and objectives based on internal/external stakeholder interviews and surveys, an internal/external SCOT (Strengths, Challenges, Opportunities and Threats) analysis, review of relevant call volume data, assessment of FFD finances, and a complete analysis of the Department's operations. Our focus in this entire project will be driven by what is objectively analyzed, what is subjectively perceived, and what is progressively aspired for the future of the department. PCG is prepared to complete the Strategic and Master Plan for the Department within four months.

To carry out the scope of work, we propose an inclusive multifaceted process that incorporates input from local stakeholders, considers applicable fire/EMS standards, considers local, state, and federal policies and regulations, and promotes best practices in the field of fire/EMS service delivery. We will dedicate time to interview fire department staff and other key stakeholders. The PCG team will also collect data from a variety of sources and conduct research to obtain a comprehensive understanding of the current needs and challenges and identify realistic program goals and objectives for the department.

PCG will frequently reference National Fire Protection Association (NFPA) Standards including NFPA 1710:

Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments and NFPA 1300: Standard on Community Risk Assessment and Community Risk Reduction Plan Development to guide this strategic and master plan as well as statewide standards. In addition to the NFPA standards, PCG will reference the standards and guidelines provided by the Insurance Services Office's (ISO) in its Fire Suppression Rating Schedule (FSRS) as well as those provided by the Center for Public Safety Excellence's (CPSE) Commission on Fire Accreditation International (CFAI) as well as those for Cal-OES through FIRESCOPE.

To further facilitate completion of the plan, we recommend meeting with the Department's stakeholders to better understand:

Political, economic, cultural, and environmental context facing the Department • Review of demographic data and population projections • Current fire service delivery and performance
Organizational and operations assessments
Financial review to assess operating budget, funding, fees, taxes, and other financial resources Review of capital assets and capital improvement program Staffing analysis
Fire station location
• Adherence to national, state, and local standards, laws, regulations, and guidelines Phase I: Project Startup and Implementation
PCG initiates every engagement with a project kick-off meeting between our project team and a team of client representatives. These project kick-off meetings are viewed as an opportunity to formally introduce our team members that will manage the engagement and the staff that will be carrying out the tasks necessary to complete the scope of work for the Department.

Phase I - Task A: Initial Kick-Off.

The initial kick-off meeting for this project will include the PCG project team, City and Fire Department representatives, and other designated staff as appropriate. Together, we will review and confirm Puble Censuling Group LLC Page 10
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project scope of work, anticipated deliverables, review proposed approach as well as the detailed project work schedule, and discuss next steps as well as a schedule for project check-ins on a mutually agreed-upon schedule at the project kick-off meeting. PCG will seek to gain an understanding of the City's needs, current and future challenges, and other concerns from the perspective of the City, the City Council, fire/EMS officials, the community, and other stakeholders.

Phase I - Task B: Define Data Request Needs.

The PCG team will work with the City to identify data requests and information relevant to this effort such as budgets, EMS, and fire department activity records, maps, accreditation documents, GIS information, any city/government plans, and other information pertinent to this study.

Phase I - Task C: Communication Plan.

As part of the kick-off, we will work with City and Fire Department staff to develop a communication plan to facilitate ongoing communication, coordination, and project management between all parties The plan will identify and provide contact information for all stakeholders, define meeting/periodic status report requirements, and other communication needs. PCG will provide a project manager as our designated point of contact (POC) and request that the City designate a POC for all correspondence and requests. The POC will also be the person who receives and distributes, as appropriate, copies of the draft and final strategic and master plan.

Phase Il: Data Collection
The PCG team will conduct interviews and collect all relevant data to ensure a thorough understanding and comprehensive analysis of key operational, structural, economic, policy, and political challenges as well as opportunities. Interview topics and data collected from the City will focus on addressing the strategic and master plan.

Phase II - Task A: Data Requests.

The PCG team will provide a detailed data request to collect all relevant information from key stakeholders. Data may also need to be collected from third parties/surrounding agencies, and we will work with the City POC to determine the best strategy for introductions and making the requests of these additional stakeholders. We will also work with City staff to define a secure process for data transfer if needed. Below is a sample list (not exhaustive) of data to be collected, this list will be refined based on conversations with key stakeholders about project needs and data availability:

Computer Aided Dispatch (CAD) data • Comprehensive plans (five years preferred) Capital improvement projects and plans • Expenditures (operating expenses, Facility and capital assets lists/inventory salary and benefits, assets, etc.) Previous studies
Revenues Charters
Shift and staffing schedules, fire/EMS Partnership/shared services agreements unit assignments, organization charts • Labor agreements and union policies as Policy/procedures manuals applicable
Maps Volunteer force non-profit documentation
GIS information Local policies/procedures/guidelines
Fee schedules, assessments, taxes Demographic data
Phase I| - Task B: SCOT Analysis.

PCG values the strength of employing a SCOT analysis (Strength, Challenges, Opportunities, and Threats). PCG will use this tool when seeking input from department personnel as it is not practical and, in some instances, not feasible to interview each member of an organization in one-on-one interview sessions.

Benchmarking such strengths, weaknesses/challenges, opportunities, and threats against local and national standards will help provide valuable input to help develop objective and achievable strategic goals and lay the foundation for any recommendations to address future needs. Further breakdown of subjective comments, individual perceptions, and anecdotal contributions will also aid our firm in assessing the overall climate that surrounds any established relationships, practices, or ambitions regarding the organization.

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Phase II - Task C: Community Expectations and Engagement.

PCG will consult with the City Community Relations Manager to develop a community input survey to assist in determining expectations residents have for the Department and any untapped areas to enhance delivery of service. The input of community representatives shall be based on discussion of performance goals and expectations consistent with national guidelines from the National Fire Protection Association (NFPA), the Commission on Fire Accreditation International (CFAI), and the Insurance Services Office (ISO) and locally identified standards.

Phase II - Task D: Stakeholder Input.

PCG's experience in conducting Fire, EMS, and large-scale system assessments and strategic and master plans has taught us the importance of engaging key stakeholders at the outset. This ensures we deliver a final product that accurately reflects the current environment, future needs, and desired outcomes. PCG will work with FFD staff to develop a comprehensive stakeholder registry for conducting interviews and gathering input.

Given the evolution of the COVID-19 pandemic, PCG will work with the Department to align processes and revise the project approach as needed to address COVID-19 safety measures and comply with federal, state, and local policies, as well as PCG's guidelines. Meetings are usually held in person but may be conducted remotely via video or phone to ensure everyone's safety.

We will hold meetings with a diverse and comprehensive group of stakeholders to ensure as much input as possible. The PCG team may also meet with a group of staff members at the same time and/or may conduct group forums to obtain diverse feedback important to understanding the current environment. The stakeholder groups may include but are not limited to the following individuals:

Fire Department leadership, managers, and other key staff Elected or appointed officials from the City
Finance function managers
Human Resources staff
Labor union representatives
Employee groups/representatives or other members of the fire/emergency medical community
• Other stakeholders, including community members
To facilitate these stakeholder interviews, PCG will develop a set of standard questions that will be used to guide the discussion. Organizational structure, system design, fire and EMS response times, reliability, training, shared resources, fiscal structure and stability, facilities and equipment, adherence to National Fire Protection Association (NFPA) standards, and quality improvement concerns are major topic areas that are included in the assessment.

While all efforts will be made to identify each relevant stakeholder at the outset of the project, we may need to expand the list to ensure that any interested stakeholders are provided the opportunity to share information useful in completing the assessment and developing recommendations.

Phase III: Data Analysis
During this phase of the project, the PCG project team will review and summarize all the information gathered during the interviews as well as analyze data collected. If additional information is required, it will be requested from the network of individuals and organizations that were contacted during the data gathering stage of the project. PCG will conduct an analysis of regional departments as a benchmarking tool to compare and contrast with FFD. PCG will also analyze response activities to ascertain whether alternative fundings opportunities exist. PCG's analysis of all relevant data will help us form goals and objectives for both the Strategic (3-5 years) and Master (5-10 years) Plans. All goals and objectives will be based on the SMART (Strategic, Measurable, Achievable, Realistic, and Timely) planning processes.

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Phase III - Task A: Reviewing Literature and Standards.

PCG staff will review literature and reference documents, as well as confer with other experts as necessary to obtain the latest industry information. PCG's team members have long-standing relationships with key staff at many of these organizations to partner with for detailed information, suggestions, and guidance. PCG will conduct the literature and standards review utilizing the following sources.

International City/County Management Association (ICMA) • NFPA Standards
Insurance Services Office (ISO) Public Protection Classification, (PPC) • Center for Public Safety Excellence (PSE) Commission of Fire Accreditation International (CFAI)
California Fire Chiefs Association (CFCA)
California Professional Firefighters (CPF)
State of California Code of Regulations, Title 8
California Office of the State Fire Marshal (OSFM)
California Department of Public Health, EMS Authority
• Applicable County and City Codes/Ordinances.

Phase III - Task B: Reviewing Call Volume and Response Times.

PCG prefers to collect five years' worth of data to facilitate a detailed analysis. We will review the percent of medical versus fire calls, categories of calls, create call density maps, and review response times including current call processing time, turnout time, travel time, and overall response time as a whole and by station and response unit. PCG will also analyze, to the extent possible, average on- scene wait times for transport units on EMS incidents as well as analysis of concurrent calls throughout the response area. PCG will also analyze the total number of multi-alarm incidents and Phase III - Task C: Reviewing Current Condition of FFD.

PCG will review the condition of the Department's financials, capital assets and needs, and organizational structure.

Phase III - Task D: Reviewing Service Delivery and Performance.

As part of the data collection and analysis, PCG will evaluate service demand, resource distribution, resource concentration, response reliability, response performance, incident and unit response concurrency, current station locations, day/week/month impacts, and the overall strategy behind current resource deployment.

Phase III - Task E: Reviewing Population Projections and Future Development Projects.

The PCG team will review demographic data to identify future demands and define facility and other needs to support the delivery of high-quality fire protection and emergency medical services.

Phase III - Task F: Reviewing Data Collected from FFD and Stakeholders.

PCG has considerable staff resources that are utilized to review all data that has been collected. All data sets will be presented in either graphic or narrative format where appropriate in the strategic and master plan/ If additional information is required, it will be requested from the network of individuals and organizations that were contacted during the data-gathering stage of the project.

Phase IV: Development of Strategic and Master Plan,
Phase IV - Task A: Draft Plan
We will develop a draft strategic and master plan for review by City and Fire Department leadership and other designated staff. PCG will work with City and Fire Department leaders and identified stakeholders to answer questions and update the strategic and master plan to address changes and recommendations. A tentative schedule that includes timelines for draft review and revision will be updated during project kick-off to align with the stakeholder group's desired timelines and processes.

The PCG team will work with the stakeholder group to define an effective review and revision process that will incorporate input, facilitate decision making, as well as allow for discussion and building Fuble Cone ine Group ::5
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consensus. The PCG team will integrate written and verbal feedback and will host stakeholder input meetings as needed to finalize the plan.

The strategic/master plan document will be organized, formatted, and written in a professional, accessible style to promote readability and accommodate a diverse audience. The plan will contain a detailed narrative of each area and topic analyzed as well as the methodology used. Information may be housed in the appendix to provide supporting documentation or additional details. Lastly, gration such a harts. maps. u visual representations of information such as charts, maps, data tables, diagrams, and department photos will be incorporated throughout the plan to further convey information in an effective manner.

The plan will thoroughly address all the items contained in the scope of work as well as other issues and opportunities that come to the attention of PC's consultants as they complete their work. The plan will focus on strategies that align with the goals of the RFP to help the City and Fire Department leadership meet current needs and prepare for future demands.

The plan will be carefully considered to assure that it is realistic, implementable, and will achieve the desired impact as it relates to defining the future of service delivery, making operational changes, making decisions regarding facilities, as well as cost estimates to carry out these recommendations.

Phase III - Task B: Final Plan and Presentation to Staff.

PCG will carefully consider all client input from the draft strategic and master plan review when creating the final plant. PCG consultants will provide the final plan to the Department and other representatives for review and will be prepared to present findings and recommendations if desired.

Deliverables Overview
PCG will provide a comprehensive draft version of the Strategic and Master Plan for review by the both the City and Fire Department leadership. Feedback is a critical part of the project and adequate opportunity will be provided for review and discussion of the draft Strategic and Master Plan prior to finalization. Both Planning documents will include:

1. A summary of the method of analysis.

2. A summary review of the strengths of the Department and opportunities for improvement and change.

3. All response and service level data shall be reported for a minimum of the last three (3) years. PCG prefers to analyze five (5) years' worth Draft Strategic and of response data
Master Plan and 4. Response and Community Risk data shall be displayed in graphic Review format to the extent possible.

5. An explanation of proposed changes and recommendations for their implementation.

6. Inclusion of supporting data and rationale for all recommendations.

7. Supporting statistics and other visual data to fully illustrate the current situation and consultant recommendations.

8. An analysis of the efficiency of the current deployment model and analysis of a recommendation for future optimized service delivery.

9. An analysis of the department's ability to respond to larger or more significant emergencies.

PCG will complete any necessary revisions of the draft and produce Final Strategic and
publication-quality bound, final versions of the written strategic plan, as well Master Plan
as an electronic version of the plan.

Figure 6: Deliverables
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The project will be executed in a series of stages as shown on Figure 7. Tasks may begin during a specific part of kick-off initiatives, a detailed project schedule will be developed and refined to incorporate input from Fire Department staff.

The proposed project timeline and implementation phases are documented below in Figure 7 as well as key deliverables which are denoted with blue text. We included a generous timeline for the data collection, interviews, surveys, public engagement, and analysis process; as well as adequate time to draft the plan, obtain feedback, and then finalize the strategic plan. We estimate the project to take about four (4) months to complete. The PCG team will collaborate with both the City and Department stakeholders to fine tune the project schedule and timelines and ensure it aligns with the City and Department's needs.

Strategic and Master Plan for the Farmersville Fire Department Schedule of Work/Milestones
Phase Task(s) Task Description Responsible Months)
Hold kick-off meeting to review and confirm PCG Project A Manager (PM) &
project scope FFD
Phase I Project
Month
Startup and B Define processes for obtaining required
PCG PM & FFD 1
Implementation data
C Develop communication plan to facilitate PCG PM & FFD ongoing coordination between all parties
A Request data from relevant stakeholders PCG SMEs &
PCG PM
PCG Team &
B Design and implement SCOT
FFD
Phase IT. Data Months
PCG Team &
Coliection Develop Community Engagement survey 1-3
FFD
D Host meetings with key stakeholders PCG SMES
Provide regular progress reports to the PCG PM & PCG
All SMES
FFD Leadership
Confer with other experts and standards PCG PM & PCG
A
(i.e. NFPA, ISO, and ICMA) as needed SMEs
Analyze data and summarize information PCG SMES & Months Phase Ill Data B, C, D, gathered during meetings and public input Analysis E, F PCG Support 2-3
strategies
Develop strategic plan goals and PCG SMEs &
All
objectives FFD
A Assemble DRAFT Strategic/Master Plan PCG Team
Phase IV: B FFD leadership review DRAFT Plan FFD
Development of PCG SMEs & Months
Plan and B Review and incorporate FFD input 3-4
PCG Support
Recommendations Complete and present FINAL

B PCG SMES
Stratedic/Master Plan
Figure 7: Schedule of Work and Milestones
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Our Ability to Deliver
PCG has the financial stability, resource depth, and strategic expertise to deliver—we commit to performing the scope of work effectively, on-time, and with the highest level of quality. Our project success is based on our dedicated and well-rounded team of fire, EMS, and emergency management professionals supported by lead subject matter experts from across the country, including the State of California. Alina Coffman, our certified project manager, has over 15 years of project management experience and will employ PCG's quality control processes. Our process is designed to ensure that actual project performance will meet or exceed that of anticipated project performance in terms of time, cost, and deliverables.

You can count on PCG to:

Partner. We build long-lasting partnerships because of our high customer satisfaction and diverse areas of expertise. We provide support and add value to our clients beyond the initial engagement.
• Develop Innovative Solutions. Staff are engaged in research and application of knowledge, industry standards, best practices, legislation, and new technologies, with a pulse on national and international public safety trends.
• Bring the Right Education and Experience. We build project teams with the right combination of operational, financial, data analysis, and project management expertise.

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SECTION 5: PROJECT TEAM
Identify individuals to be assigned, include their specific roles and backgrounds.

We offer a robust team with a diverse group of experiences, which will ensure the highest level of service for the Department. The project team brings hands-on expertise in the critical areas of strategic and master planning that most matter to the Farmersville Fire Department. Our well-rounded project team has experience in all aspects of the fire and emergency services arena and includes former fire chiefs who provide real-world expertise and practical knowledge, staff with financial analysis and cost reporting expertise, as well as project management professionals. We bring the right combination of skills and experience to ensure a successful engagement. We firmly believe that the strength, skills, and experience of our team sets us apart from other consulting firms.

The proposed project team is structured to maximize project leadership while balancing the wide array of subject matter expertise. The consultants and operational staff on our project team have the technical skills necessary to execute the deliverables set forth in this proposal. Chief Ken Riddle, a 45-year fire/EMS veteran will serve as Project Advisor and will provide leadership and direction to successfully address the scope of work, with support from Chief Charles Hurley who will serve as the Lead Subject Matter Expert.

Chief Hurley, a 38-year veteran fire service professional, has local experience and served as a both Assistant and Deputy Chief of Special Operations for the California Governor's Office of Emergency Services, Fire & Rescue Division, Fire Chief for City of Oroville, Deputy Chief of Administrations and Operations for the City of La Habra Heights, and Fire Chief for NASA-Jet Propulsion Laboratory.

Alina Coffman, a certified project manager with over 15 years' experience coordinating high-stakes projects for state and local entities, will serve as Project Manager and will see that the day-to-day project activities are producing high-quality and timely results. Kaitlynn Edwards will provide valuable data analysis and project support. She has facilitated stakeholder engagement activities such as public input surveys, focus groups, and public meetings for several recent projects and has helped clients navigate the web-based stakeholder engagement strategies to address challenges and constraints related to COVID-19.

Figure 9 below summarizes roles and qualifications of all team members. Full resumes of each team member are available in the Appendix.

Project Team Roles, Qualifications, and Responsibilities ations and Related Expanence
Alina Project Over 15 years' experience managing projects in Texas and beyond, working with Coffman Manager Federal, State, and local entities. Project Manager for fire/EMS consulting and feasibility studies. Experience working coordinating complex projects and high- stakes projects with multiple stakeholders, and collecting public input via forums and surveys, and managing day-to-day operations. Main liaison; provides regular Clients: Currently works with EMS providers in OK, FL, and IA to facilitate the Medicaid cost reporting process and provide audit support. She is also the project manager for the Placentia Fire and Life Safety Department implementation and advisor for Cache County feasibility study.

Certifications and Training:
* Pastet Mr public Afairs The universityp
The University of Texas at Austir
Chief Project Lead Subiect Matter Expert (SME) for fire/EMS operational assessment and Kenneth D. Advisor feasibility studies. Chief Ken Riddle served 28 years with the City of Las Vegas Riddle Fire & Rescue and managed every division in the department, he has over 25 Public Consuling Groop 1C Face :

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Project Team Roles, Qualifications, and Responsibilities Role Qualications and related Expenience
years' experience providing consulting for fire/EMS agencies and currently serves as the Executive Director for the Nevada Fire Chief's Association.

Clients: Provides subject matter expertise for all fire/EMS projects. Provided consulting services for over 50 clients previously
Certifications, Training, and Associations:
• IAFC EMS Section Board Member: 1993 - 2006
• National Fire Academy, Emmitsburg, MD
Executive Fire Officer (EFO) Program, 1995 - 1999
• Clark County Community College, North Las Vegas, NV
Associates of Applied Science - Fire Service Management, 1982 - 1986 • Clark County Community College, North Las Vegas, NV
Associates of Applied Science - Fire Service Technology, 1982 - 1986 • Past Paramedic certification
Over 100 certifications, including instructor level certification related to fire and EMS
Chief Lead Subject Matter Expert for Fire, EMS, Emergency Management, Urban Search & Charles Fire/EMS Rescue and Hazardous Materials response and program management.

Hurley Subject
Matter Clients: Provides subject matter expertise to all fire/EMS projects including projects Expert such as Ashland, Coconut Creek, Placentia, Cache County, Josephine County, Austin, TCESD#2 (Dispatch and Strategic Plan), and Toole County studies.

Certifications and Training:
• Certified Chief Fire Officer, Certified Fire Service Instructor, Hazardous Materials SpecialistIC, Safety Officer, Strike Team Leader, Firefighter - I/II, California State Fire Marshal
• West Point Leadership Academy, Los Angeles, CA
Los Angeles Fire Department, August 2014
• 360 Solutions Intl. High Performance Leadership Program, Graduate/Faculty Member, 2013
• Executive Fire Officer Program, 2000 - 2004
• University of Maryland, MFRI, National Staff & Command Course, 2002 • National Fire Academy, Advanced Fire Administration, Political & Legal Foundations of Fire Protection, Training Program Management, ISO/HSO Train-the-Trainer
• CSTI Certified Instructor
• IAFF Master Instructor, Hazardous Materials (1993 - 2002) • USAF ARFF Certified Firefighter & Firefighter/Rescueman Kaitlynn Project Kaitlynn Edwards has over six years' experience providing project Edwards Support support and customer service for local and state level clients. She brings practical experience in project implementation and support, quality assurance, documentation, technical writing, copy editing, and marketing/community outreach.

Certifications and Training:

Bachelor of Arts, Texas Tech University, December 2015
Figure 9: Project Team Roles and Qualifications
....

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SECTION 6: PROPOSED COMPENSATION
Please provide an estimate of expected cost, consultant hours, hourly rates and reimbursable expenses, if applicable.

PCG is pleased to present the following cost proposal to the Farmersville Fire Department for the scope of work identified in the RFP. For this engagement, Public Consulting Group LLC (PCG) offers the Farmersville Fire Department an all-inclusive fee of $46,230 for the complete scope of the project identified in the RFP.

PCG will not seek reimbursement from the Farmersville Fire Department for any travel and/or other administrative expenditures incurred with the services rendered in course of this agreement. The compensation payable to PCG for the services identified shall not exceed $46,230. If the Farmersville Fire Department requests that PCG perform additional services that are outside of the scope of the original service agreement, PCG will request that the Department provide authorization for payment for additional services through written request from an authorized representative.

Job Classification Hourly Hours Cost
Rate
Project Manager $180 25 $4,500
Subject Matter Expert $230 131 $30,130
Project Support $100 116 $11,600
Given the evolution of the COVID-19 pandemic, PCG will work with the Farmersville Fire Department to align processes and revise the project approach as needed to address COVID-19 safety measures and comply with Federal, State, and local policies, as well as PCG's guidelines.

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APPENDIX
The following information is included in the appendix:

Staff Resumes
Zionsville Strategic and Master Plan Sample of Work
Travis County ESD No. 2 Strategic Plan Sample of Work
• PCG Strategic/Master Planning Template Sample
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Chief Ken Riddle has more than four decades of experience in EMS and fire services. He retired from the Las Vegas Department of Fire & Rescue (LVF&R) after 28 years of service. He served as the Assistant Fire Chief and the Deputy Fire Chief of every division including the Operations Division, Emergency Medical Services Division, Support Services Division, and the Fire Prevention Division, where he served as the Fire Marshal. While serving in those positions, and developed major programs, including
comprehensive in-house firefighter health and wellness program, and a fire- based EMS ambulance transport service. Chief Riddle has served as the Executive Director of the Nevada Fire Chiefs since 2007 and was responsible for overseeing the development and implementation of Nevada's Medicaid Ken Riddle supplemental ambulance payments under their GEMT program.

Senior Advisor at Public
Consulting Group LLC
Chief Riddle has been extremely active in national fire and EMS issues since 1992, serving as an elected officer on the Executive Committee for the International Association of Fire Chief's (IAFC) EMS Section including the chairman of the Section and as the International Director for EMS on the AFC Board of Directors. He also served as the President of the Southern Nevada Fire Chiefs Association.

RELEVANT EXPERIENCE
Medical Transportation Management (MTM), Inc., States of Nevada and Idaho (2016 - 2019): State Education, Training, and Outreach Coordinator Chief Riddle: Responsible for community outreach to medical facilities in the states of Nevada and Idaho, working with case managers, social workers, and other medical professionals regarding non-emergency medical transportation services for Medicaid recipients.

Nevada Fire Chiefs Association
Member of the Board of Trustees (2007 - 2019): Executive Director Chief Riddle: Responsible for the day-to-day administration and management of a non-profit member driven organization. Manage three federal grants for the recruitment and retention of volunteer firefighters in rural Nevada.

Riddle & Associates, State of Nevada
(2006 - Present): Independent Fire and EMS Consultant
Chief Riddle: Served as an independent contractor for fire and EMS studies for a few select fire/EMS consulting firms including the Abaris Group, the Ludwig Group, FACETS Consulting and a few others.

Completed several fire and EMS studies including the following:

City of Tukwila (WA) Fire Station Location Study (2017) City of Houston (TX) Fire Department Operational Assessment (2016) City of Phoenix (AZ) Fire Department Ambulance Deployment and Staffing (2016) Fort Wayne (IN) Fire Department EMS Transport Feasibility Study (2016) City of San Antonio (TX) Fire Department EMS Study
Orange County (FL) Fire Department Consolidation Study
New York Power Authority EMS Study
Sugar Foods Corporation (CA) Fire Safety Study
EMD Pharmaceuticals- Cyanide Antidote Medical Advisory Member US Fire Administration-Coordinated the rewrite of the EMS Safety and Infection Control Manuals Fire and Emergency Television Network-Researched and developed two national training programs, Fire Department response to Bomb Incidents and Cold and Ice Water Rescue Public Consulung Grocp LLO # age 11
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• Several Telephone Consulting projects for investment or equity firms related to fire/ EMS and ambulance services, SCA, software, safety equipment, ePCR, PPE and use of unmanned aircraft systems
National Fire Protection Association, Commonwealth of Massachusetts (2010 - 2011): Fire Service Training Consultant
Chief Riddle: Subject-matter expert in developing training programs for fire and EMS response to emergencies involving electric and hybrid vehicles. Participated as a team member to develop the NFPA's Emergency Response to hybrid and electric vehicle incidents.

The Abaris Group, State of California
(1999 - 2013): Senior Consultant
Chief Riddle: Lead consultant on several fire and EMS studies:
• State of Colorado EMS Department Regional Emergency and Trauma Advisory Councils (RETAC) assessment and strategic planning
City of Spokane (WA) Fire Department EMS Study
City of Great Falls (MT) Fire Department EMS Assessment El Paso (TX) Hospital Study regarding the impact of EPFD establishing hospital destination policy City of Clinton (IA) EMS Study
Santa Clara County (CA) EMS Study
City of San Diego (CA) Fire Department EMS Study
Merced County (CA) EMS Ambulance RFP Evaluator
Monterey County (CA) EMS Ambulance RFP Evaluator
Sonoma County (CA) EMS Study and Development of Ambulance RFP Multnomah County (OR) EMS Ambulance RFP Evaluator
Hamilton County (OH) Fire Department EMS Study
Town of Pahrump (NV) Fire Department EMS Study
Washington D.C. Fire Department EMS System, Consultant, and Subject Matter Expert for Mayor's Office
• Researched and wrote the 2011 edition of Trends in the Ambulance Industry for The Abaris Group

ADDITIONAL CREDENTIALS
Mobile Healthcare Network 2012 - 2017
Fire Chief Recruiters 2012 - 2013
Las Vegas Fire News 1993 - 2006
City of Las Vegas Department of Fire & Rescue 1978 - 2006 International Association of Fire Chiefs 1993 - 2006
Southern Nevada Fire Chiefs Association 2001 - 2004
Nevada Fire Chiefs Association 1997 - Present

EDUCATION
Polytechnical College
Cupertino, CA
Fire Administration, Part-Time Upper-Level courses, 2001 - 2006 National Fire Academy
Emmitsburg, MD
Executive Fire Officer Program, 1995 - 1999
Clark County Community College
North Las Vegas, NV
Associates of Applied Science - Fire Service Management, 1982 - 1986 Public Consuing Group LIC Rece 22
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Clark County Community College
North Las Vegas, NV
Associates of Applied Science - Fire Service Technology, 1982 - 1986 Fublic Consultine Group LLO Face 23
November 18, 2021 Farmersville Fire Department
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Chief Charles Hurley is a seasoned fifth generation fire service professional with over 38 years of experience. Tested and proven public safety leader with 20-years' experience as a Senior Chief Fire Officer, eight of which are as Fire Chief, Emergency/Risk Manager, Personnel Officer and Labor Relations Negotiator. Well-rounded knowledge, skills, abilities and experience in: Fire Suppression, Prevention, Community Risk Reduction, Fuels Management, EMS (Public and Private), Urban Search & Rescue, Swift/Flood Water Rescue, Wildland/Urban Interface and Emergency Management operations at the State and local government levels during major disasters.

RELEVANT EXPERIENCE
Charles D. Hurley Centerra Group LLC
Project Specialist, Subject
Fire Chief (2015 - 2016):

Matter Expert at
Public Consulting Group Project: Assigned to NASA-JPL. Served as fire chief, in command of the LLC department reporting directly to the Centerra Public Safety Division Project Manager.

Responsible for the following:
• All operations and administration of the department to include: Emergency Medical Services, (EMT), Fire, (Structure & Wildland), Rescue and Hazardous Materials at the Specialist Level • Directly supervise 4, Fire Captains.
• As part of the executive management for the Centerra responsible for implementing policy set by Centerra/NASA-JPL Contract.
• Ensure effective use of resources in delivering emergency response services to NASA-JPL community.
• Establish, within Centerra, NASA-JPL and CalTech policy, appropriate service and staffing levels; allocate resources accordingly.
• Select, train, supervise, motivate, and evaluate the performance of department personnel through the chain of command; provide and/or coordinate staff training; implement disciplinary and termination processes.

Direct investigations to determine the cause and origin of fires.

Serve as department liaison to LACo. Fire Dispatch and coordination of NIRS data collection for State Fire Marshal and US Fire Administration.
• Oversee the enforcement of federal, state and local fire codes and regulations.

City of La Habra Heights
(2014 - 2015): Deputy Fire Chief
Project: Served the Deputy Fire Chief is second in command of the department reporting directly to the Fire Chief. Responsible for all operations and administration of the department including: Emergency Medical Services, (Paramedic & EMT); Fire, (Structure & Wildland); Rescue; Hazardous Materials at the FRO Level; US&R at the Type-3, Light; Training; Staffing/Personnel; Dispatch; Emergency Management; Directly supervise 1, /EMS Coordinator and 21, Fire Captains.
• Responsible for all department Administrative and Emergency Operating Policies/Procedures.

Serve as department liaison to Downey Dispatch and coordination of FIRS data collection for State Fire Marshal and US Fire Administration.

Oversee the enforcement of federal, state, and local fire codes and regulations.

The Deputy Chief is Director of Emergency Management and responsible for development and execution of the Community Emergency Operations Plan and oversight of the Emergency Operations Center and serves as City representative to Operational Area-E Disaster Council.

City of Oroville
Fire Chief (2009 - 2013)
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Project: The Fire Chief is an executive level management position and one of 7 department heads appointed by the City Council. The Fire Chief receives administrative direction from the City Administrator but reports to the Council. The Fire Chief is responsible for the following:
• Supervision of Deputy Fire Chief (Fire Marshal), Fire Battalion Chief (Training & Operations) and Administrative Assistant (Budget & payroll).
• Determine overall strategy, goals and objectives for department. • Responsible for developing operational and capital improvement budget for department. • Establish, within City policy, appropriate service and staffing levels; allocate resources accordingly.

Human Resources, City Personnel Officer (2010)
Project: Responsible for overall management of the HR Department servicing 7 departments and 134 employees. 7 Departments: Administration, Finance, Housing & Economic Development, Fire, Police

PROFESSIONAL BACKGROUND
California Governor's Office of Emergency Services
State of California November 2004 - August 2009
City of Gilroy, CA Fire Department
Gilroy, CA November 2003 - August 2004

EDUCATION
Cal-State
Los Angeles, CA
BS Degree, Fire Administration, [5 credits remaining]
Cogswell Polytechnical College
San Jose, CA

CERTIFICATIONS / PUBLICATIONS / SPECIAL SKILLS
California State Fire Marshal: Chief Officer Certification 02/15/12 California Fire Chief Association, Chief Officer Leadership Symposium (11/10) Graduate, National Staff & Command Course, University of Maryland, MFRI (06/02) National Fire Academy, Executive Fire Officer Program
National Fire Academy, Advanced Fire Administration
National Fire Academy, Political & Legal Foundations of Fire Protection National Fire Academy, Community & the Fire Threat
National Fire Academy, Managerial Issues of Hazardous Materials National Fire Academy, Training Program Management
National Fire Academy, Chemistry of Hazardous Materials National Fire Academy, ALS/Hazmat
National Fire Academy, ISO/HSO Train-the-Trainer
National Fire Academy, Terrorism-Basic Concepts Train-the-Trainer National Fire Academy, Advanced Radiological Incident Operations (Terrorism) Fublic Censulling Group Cit Page 25
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Command School Inc., ICS for Command Officers
/CS-200/300/400/700 & 800
S-330 Strike Team/Task Force Leader
S-339 Division Group Supervisor
FEMA US&R Task Force Leader
FEMA US&R Medical Specialist
CSFM, Firefighter /
CSFM, Hazardous Materials 1A-1G, Specialist, IC and WMD CSFM Certified Instructor, Level-1/2 Command/Management Courses CST/ Certified Instructor
IAFF Master Instructor, Hazardous Materials (1993 - 2002) State of Connecticut, Fire Investigator certification
State of Nevada, Fire Officer I/II
State of Nevada, Firefighter I/
USAF ARFF Certified Firefighter & Firefighter/Rescueman Public Consuling Group LLO Page 28
November 18, 2021 Farmersville Fire Department
Consulting Services for Strategic and Master Plan RFP
Alina Coffman has over 15 years' experience working with public sector clients at the state, regional, and local level. She's led projects to implement technical solutions, developed processes to improve efficiencies, and provided technical assistance, consulting, and training services. Alina currently works with EMS providers in IA, OK, and FL to facilitate the Medicaid cost reporting process and provide audit support. She is also the Project Manager for the Placentia Fire and Life Safety Department implementation and the fire/EMS feasibility study for the Pueblo of Sandia in New Mexico.

RELEVANT PROJECT EXPERIENCE
Alina Coffman
Senior Operations City of Austin
Manager at Public Dispatch Equity and Operations Efficiency Study (October 2020 - Consulting Group LLC Present): Project Manager
Project: As Project Manager, Alina provides overall project coordination, and communication to keep the project on track, on budget, and facilitate the work of teams.

Pueblo of Sandia
Fire/EMS Feasibility Study (December 2019 - Spring 2020): Project Manager Project: Conduct a fire/EMS feasibility study to provide the Pueblo of Placentia with recommendations to improve quality of Fire/EMS services and options for the Pueblo to provide its own fire and EMS delivery system.

Placentia Fire and Life Safety Department, California
Implementation of New Fire and Life Safety Department (July 2019 - June 2020): Project Manager Project: To assist with the implementation of a new fire and life safety department; working with city staff on all aspects of establishing a new Fire and EMS department including operations, communications center set-up, staffing, procedures, technology, best practices and compliance.

EMS Cost Reporting, IA, OK, FL
Cost Reporting Client Lead
Project: Work with EMS and fire departments to collect and analyze data; and develop cost report to help providers maximize revenue reimbursement. Provide comprehensive support throughout the State's desk review process.

Education Consulting, Project Management, and Implementation State Level Work (May 2011 - June 2019): Implementation Lead Projects: Implemented projects with state departments of education including online instructional assessments with the Arizona Department of Education, content development with the Oklahoma State Department of Education, and digital library for the Nevada Department of Education.

PROFESSIONAL BACKGROUND
Public Consulting Group
Austin, TX May 2011 - Present
Texas Education Agency
Austin, TX October 2005 - January 2011
University of Texas
Houston and Austin, TX February 2002 - June 2005

EDUCATION
University of Texas at Austin
Austin, TX
Pube Consulte Creep Le Page 2:

November 18, 2021 Farmersville Fire Department
Consulting Services for Strategic and Master Plan RFP
Master of Public Affairs, 2005
Honors College at the University of Houston
Houston, TX
Bachelor of Science, Human Development and Family Studies, 2002

CERTIFICATIONS / PUBLICATIONS / SPECIAL SKILLS
Project Management Professional (PMP), 2015 - Current
Public Consulang Group LLC Page 26
November 18, 2021 Farmersville Fire Department
Consulting Services for Strategic and Master Plan RFP
is project manager or Travis Cony Es No. 2 strategic in rig and On each project, she provides detailed copy editing, data analysis, content development, outreach and stakeholder engagement, implementation planning, and more.

RELEVANT PROJECT EXPERIENCE
Kaitlynn Edwards Travis County ESD No. 2
Operations Analyst at Public Strategic Plan (June 2021 - August 2022): Project Manager Consulting Group LLC roject: PCG is reviewing the District's existing Strategic Plan to develop a ten-year (2025-2035) strategic plan. Analysis includes crucia service gaps, training and career development, and Community Risk Reduction strategies. The PCG team will also facilitate community engagement in the form of public engagement surveys. Ms. Edwards serves as project manager and oversees project execution.

City of Austin
Dispatch and Equity Optimization Study (October 2020 - July 2021): Project Management Support Project: PCG interviewed City of Austin and Travis County staff and other relevant stakeholders, collected data, and conducted research to obtain a comprehensive understanding of the City's dispatch and emergency response, operations, challenges, needs, and opportunities for improving equity, promoting efficiency, reducing costs, and increasing quality of services. Ms. Edwards provided copy editing on the drafts and final report for this project.

Zionsville Strategic Planning
Strategic and Master Plan (June 2021 - November 2021): Project Management Support Project: PCG is currently working alongside the Town of Zionsville to develop a Fire Department Strategic Plan and is performing organizational and operational analysis of the Town's Fire Department including internal and external stakeholder interviews, SCOT analysis, evaluation of system policies and protocols, cost analysis, and more. Recommendations made based on this analysis will allow the Edwards was involved in the creation and design of all surveys utilized throughout this process including the SCOT survey, community engagement survey, and stakeholder survey. Ms. Edwards has also provided implementation documents for the department as they create their strategic plan and will provide copy editing on the final plan.

PROFESSIONAL BACKGROUND
Public Consulting Group LLC
Lubbock, TX June 2015 - Present
Texas Tech University Library
Lubbock, TX July 2013 - August 2015

EDUCATION
Honors College at Texas Tech University
Lubbock, TX
Bachelor of Arts in English, 2015
Fuble Perculine Goep 1C Pe0238
November 18, 2021 Farmersville Fire Department
Consulting Services for Strategic and Master Plan RFP
A sample of the Town of Zionsville Strategic and Master Plan that we are currently completing is included in the following 9 pages.

Puttie Consulne Crap LO Fage 30
Zionsville Strategic and Master Planning
Public Consulting Group LLC (PCG) is currently completing a strategic and master planning project for the town of Zionsville, Indiana. Below are sample documents from our current efforts to facilitate the project.

Public Outreach
As part of the strategic plan, PCG worked alongside Zionsville's Public Information Officer to inform the residents and community of Zionsville about the planning efforts and the Community Input survey that we worked with the Zionsville Fire Department steering committee to create. Below is the end result of our collaboration with the Public Information Officer.
+ | September 7. 2021
Meet the 2021-2022 School Police Partners
nEizabeth Robinson
With the start of the 2021-2022 school Meet this year's team: investgotions, respond to calls for service and document year for Zionsville Community Schools, incidents. Police partners typicolly have additional duties Zioneville Pclice Department introduces our Lieutenont Adrian Martin - Zionaville Community including mentoring ond conducting presentations school police partners (or school resource High School on youth-related issues Police partners should be officers The Zionsville Police Department Sergeant Elizabeth Frost - Zionsville Middle approachable and willing to invest in the students they hes an officer assigned to each school in the School
• Sergeant Sari Deremonn - Pleasont Vievi Doesnt patrodie the ne on the fier to Be pestive district. The police portners work closely with
administrators and faculty to oreate o safer lementary le model, but rather supports it. It is essential for o pol environment for both students and stoff. They • Sergeant Joe Robinson - Union Elementor, irtner to endorse high morol standords and use go are responsible for developing comprehensive School dgment and discretion. Through this, students leom a safety plans to ensure schoole are safe • Schoon Adam Harper - Eagle Elementory derstand what o professional police officer doe places for students ro learn. The officers
ciso provide traffic assistance to ensure the Trie to prode the stoned exceline uns town cl safe arrival and departure of all students and = job duties of police parcers are similar to par buses. ice officers in that they can make orrests, condi Zionsville expects.

Your Input is Needed: Zionsville fire Deportment Master Plan he Zionsville Fire Deportment has started the strategic moster pion process. This process will assist the Fire Department in developing ve-year (2021-2026) plan that supports the Town, guides growthand decision-making priorities, makes recommendations for proces improvements by identifying opportunities ond otjectives and more.

Please participate in our survey (takes approximately eight minutes) by visiong www.zionsville-in gov/firemasterplan or sconning the OR oode. SCAN ME
Currently Zionsville, September 2021 issue
Town of Zionsville

ZIONSVILLE

FIRE DEPARTMENI

RAVENTION RESCU

FIRE EMIS
EST. 1930
Your Input is Needed!
The Zionsville Fire Department has started the strategic master plan process.

This process will assist the Fire Department in developing a five-year (2021- 2026) plan that supports the Town, guides growth and decision-making priorities, makes recommendations for process improvements by identifying opportunities and objectives and more.

Please participate in our survey (takes approximately 8 minutes). Thank you for your time.

Take the survey here

TOWN OF ZIONSVILLE
Town of Zionsville Website, Mobile Link to Survey
Community Input Survey
Residents were able to complete the following survey to help inform the direction of the strategic plan.

Below is a copy of the survey.

Community Input Survey, Zionsville Fire
Department
The purpose of this survey is to get community feedback regarding personal experiences with the Zionsville Fire Department. Your feedback wil assist in the development of a strategic plan spanning the nest three to five years,
i Have you eve used fre/emergency medical services bonded by the Zionsville Fire Decarment is megered code er.

2. Herr woule you rate the overall QUALITY bathe firs/emergency mesica services provided by the Z'onsvile Fire Department? *
3xe ent FEr Pc::

3. Please provice che rationale foryour selections above, Crap: 21:

4. Provide your opinion en howleng it took fire/emergency medical assistance to arrine:* Arred soccer that sected
(Ared ate ime. expected
mine perth sene

5. What are your expectations for now long it antuld take fre/emergencymedica arsistance to arive after caling sit?*
sorries
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6. Flease arrange the list of topics elow in order of highest importance to least importance. To more a topic hover ere the item and use the arrows to move it up or dom.

Autong Pre
Core tes
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# treetor
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7. Fiease rate how valuable each PUBLIC SAFETV/COMMUNITY OUTREACH program offered of the Zonsvile Fire Department is to you.

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Fire Extravishe:

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ide soproprata
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e. Please star: PUBLIC SAFE /CORT OUTREMCH propras listed ecove that you were :: Please rate note table each FIRE PREVENTION program offered by the Zionsville Fire Department is to you.?
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10 Pieasels any FIRE PREVENTION crograms listed above that you were not previousty anare chor are not tamier with.
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11. Please rate howevaluable each SMERGENCY SERVICE program offered by the Zonsville Fre Department is to you.?
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12. Pleasedist any EMERGENCY SERVICE progas listed above chatyco mere not previously aware diage not familiar set.
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13. Please share any areas of me evement or concerns you have about the Zions lle Fire Department.
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14. Flease provide any POSITIVE FEEDBACK (STRENGTHS, you may hate regarsing the personne. service deliver programs. or any other areas you fee are important to the Zensile Fire Debarment mission. *

15. Please list any OPPORTUNTIES for service delivery or program Improvements you fee cite department could or shouid be taking advantage of.

16. Hot long hare you been a resident of the Town of Zionsville? * B01010
Back Submit
SCOT (Strengths, Challenges, Opportunities, Threats) Analysis PCG, alongside the Zionsville Fire Department steering committee, created a SCOT survey that was given to staff to identify strengths, weaknesses/challenges, opportunities, and threats of the department.

PCG analyzes these responses to assess the organization and better inform the strategic planning process. Below is a copy of the SCOT survey.

Zionsville Fire Department Staff Input Survey
The purpose of this survey 5 to get teedback tom the staif for a scot Strengths, Challenges Opportunites, and Threats) analysis that will be used to develop the department's strategic plan Responses to this survey are confidential and anonymous.

Strengths
ha: so orders see as gou stranges
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What set pedestrom cheer ceps-ments!

1. Ust the STRENGTHS of the Zions de fre Departrent: "
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Challenges (Weaknesses)
An; organication seenge progress emprote must be able to handit, chore sent pere: rescape erier:

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here co comes escorte neers?
What are others Chet to see ss samastes?
what coyee ident fy as organice; boat or service gaps?
times programs o processed anct apoor? crot at al?

2. List the CHALLENGES facing the Zions: e Fire Department: *

5. Lis: amy critical and semide gap issues you feel exist within the Bonavi e Fire Decament *. List any cultural and value diven issues you tee exist wo thin the Z ong he Fire Deparmen Opportunities
Oppo tondel e dertied sed degenere0 mid sooth d merget s0 estreme om c Med0 erme ringend popar dragones #rs ascetep ra pesh erfre gehese ten e pret er degressien Dele dre doeste teat delag tester hege dorserg op otTe CONSE Dese-tmen:
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Kinet techne eg es can imeroke operatier:"

5. Let the OPPORTUNITES fo: the Zonsule Fire Department: " Threats
Recognzing eitere threat con rep an organisatie red.de hepeet ereter tone derty0 ademtest nat eitere ray ere prae rot annery@/coreglBeedre guent ing tet canhe@dor/preeg concer gr eand tong me Zens ie Fre Deparment
Whe tress could ham :o0?
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6. List the THREATS to the Zionsville Fire Depanment:"
Demographics
Whatis your current rank an pose thin te Zionsville Fire Decartment? Put: 3015300"
B How'eng have tou carted atre Zongle Fire Department?
: 10-15(323
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8. Please share any otner comments o: thought you have regarding Zonse Fre Department er is sorres
Farmersville Fire Department
November 18, 2021
Consulting Services for Strategic and Master Plan RFP
A sample of the Travis County ESD No. 2 Strategic Plan that we are currently completing is included in the following 16 pages.

Foge 10
Pullie Consuling Group LLO
TCESD No. 2
Strategic Planning
Partnership September
20,2021
PCG Progress: Approach, Timelines, and
Resources

INTRODUCTION
The purpose of this document is to provide District leadership with an overview of how PCG intends to conduct processes for creation of the District' 2025-2035 Strategic Plan.

In June of 2021, Travis County Emergency Services District 2 (the District) selected Public Consulting Group LLC (PCG) to assist in the development of a ten-year Strategic Plan to be executed between 2025 and 2035. This project follows a study PCG performed for the District analyzing Dispatch Equity and Optimization and focusing on the current relationship between the District, the City of Austin Fire Department, and Austin/Travis Emergency Medical Services. In its final report provided to District leadership, PCG recommended that the District incorporate the result of the dispatch study into the strategic planning process as dispatching services will play a critical role in the future growth and expansion of the District.

PCG consultants were invited to and participated in the Districts Annual Strategic Planning Conference held between July 8th and 10*, 2021 in New Braunfels, TX. The information gained serves as one of the initial building blocks to develop of the District' Strategic Plan. During the conference, PCG facilitated a working group session between district board commissioners, senior leadership and external stakeholders crossing a wide range of disciplines including health care, law enforcement, emergency management, neighboring fire districts and leaders from the City of Pflugerville. The purpose of this working group session was to conduct a SCOT (Strength, Challenges, Opportunities, and Threats) analysis. Each participant was asked by PCG to provide 3-5 points in each of the SCOT categories with limited (due to time constraints) facilitated discussion in each segment. Results of the SCOT Analysis conducted both on-line and during two working sessions at the annual planning conference will inform the strategic planning and goal setting process.

District stakeholders and PCG will resume strategic planning activities in November 2021, to continue through July 2022. To prepare for this planning process, PCG has outlined a preliminary framework for establishing a strategic planning committee, and ideas to define workgroups, develop a work plan schedule, identify strategic planning resources, create a public input strategy and more. We hope this document serves as an initial plan to be further refined with District leadership.

TCESD2 Strategic Planning Project: Framework & Activities Table of Contents
Section 1: Community-Driven Strategic Planning Process . 1 Section 2: Proposed Work Plan 2
Section 3: Implementation Approach 4
Section 4: Community Input • 8
Section 5: SCOT Analysis - Preliminary Findings.. ... 10 TCESD2 Strategic Planning Project: Framework & Activities Section 1: Community-Driven Strategic Planning Process
The following list are twelve (12) focus areas that PCG and District leadership will follow throughout the strategic plan development process. Given the fact that District leadership have expressed the desire to achieve accreditation through CFAI, following this process ensures the District can achieve this stated goal.

1. Outline the programs and services to be delivered to the community (current and future).

2. Survey the community to gather priority feedback (what is most important to them).

3. Determine community expectations of the department and its personnel.

4. Identify areas for improvement as indicated by the community (stakeholders).

5. Identify positive feedback provided by the community (stakeholders).

6. Review the Vision, Mission, Goals, and Objectives and the core values of the Department, do these reflect the desires of the community?

7. Conduct Internal information and feedback gather sessions.

8. Conduct a SCOT Analysis of the organization (internal and external stakeholders).

9. Establish broad-level themes for the Strategic Plan.

10. Create a working group for each theme.

11. Create Goals & Objectives specific to each theme.

12. Identify critical tasks to facilitate completion of each theme.

TCESD2 Strategic Planning Project: Framework & Activities Section 2: Proposed Work Plan (Timelines to be Update with TCESD2 Leadership)
TCESD2 Strategic Planning - DRAFT Work Plan Schedule Month Planning and Kick-Off
Project Kickoff Nov-21
Communications Plan Nov-21
Define Data Requests, Stakeholder Interview List (internal, external) Nov-21 Define Community Engagement Strategies Nov/Dec-21
Establish Strategic Planning Committee Meeting Schedule Nov-21 Data Collection, Stakeholder Interviews, Research
Conduct Stakeholder Interviews/Focus Groups Jan-22
Data Collection Dec-21
Strengths, Challenges, Opportunities, Threats (SCOT) Analysis Implement (department Wide) SCOT TBD
SCOT Analysis and Key Findings TBD
Present SCOT Results to Strategic Planning Committee TBD| Implement Partner Agency SCOT TBD
Public Engagement Efforts
Plan engagement efforts logistics (project info page, outreach materials, audience, survey tool) Nov/Dec-21 Community Input Survey Nov/Dec-21
Draft survey and Finalize Survey Nov/Dec-21
Implement outreach strategy Jan-22
Send/open survey Jan-22
Analysis
CAD: Current and Future Service Delivery (Incorporate current SoC Plan) Jan/Feb-22 Facility Assessment Mar-22
Performance and Deployment Assessment Mar-22
Financial Analysis (incorporate current fiscal Analysis) Jan/Feb-22 Analysis of Public Engagement Feedback and results Mar-22 Crafting the Master Plan
Small Workgroups - Develop Goals for each focus area Nov-21 (All) Mission, Vision, Values Nov-21
Draft Goals Dec-21
Planning and Kick-Offs Jan-22
Define small planning workgroups, establish leadership, communication, timelines Jan-22 Incorporate Public Input Results into Goal Planning Mar-22 Pull together all goals, review, and refine May-22
Finalize Strategic Plan - Annual Strategic Planning Retreat? Jul-22 PCG Final Clean - editing and formatting Jul-22
Presentations to Relevant Stakeholders Aug-22
Project Wrap-Up Activities Aug-22
2|P :98
TCESD2 Strategic Planning Project: Framework & Activities TCESD2 Strategic Planning Project: Framework & Activities Section 3: Implementation Approach
Project Kick-Off
PCG recommends that the district schedule a strategic plan kick-off meeting in the early part of November. Ideally this will be 4-hour session that should include:
• PCG Consulting Team
• District Board of Commissioners
• District leadership
• Leadership from labor
• Personnel from department who oversee/manage major programs (Fleet, Facilities, PPE/SCBA etc.)
This session will serve as a follow-up to the strategic planning conference held in July but will be laser-focused on laying the foundation for the strategic planning document.

Besides the roadmap to the future of the District as previously mentioned, the strategic plan will also serve as the vehicle to move the District towards its next major success milestone, accreditation through the Center for Public Safety Excellence (CPSE). The Commission on Fire Accreditation International (CFAI) has become the gold standard for fire service organizations globally. It is an organization self-assessment process focusing on:
• Organizational alignment with the Community
• Encourages quality improvement processes
• Facilitates input from and builds positive relationships with labor' • Identifies areas of strengths and weaknesses
• Allows for the establishment of a plan for continuous improvement • Provides data supported decision-making
• Communicates management and leadership philosophies
• Ensures your department has a defined mission and related objectives • Encourages the development of organizational procedural documents Data Analysis and Interviews
The District has employed two other consulting firms each of which performed analysis of focus areas that will be critical to the Strategic Plan; Standards of Coverage and fiscal analysis have been completed and both reports will be incorporated into the final Strategic Plan. PCG will work with each of these consulting firms to ensure the body of their work remains intact and is properly referenced within the Strategic Plan.
41 F = 99
TCESD2 Strategic Planning Project: Framework & Activities Public Input
Over the course of our various project engagements, particularly since the impact of Covid-19 pandemic restrictions, PCG has employed use of public input surveys in both electronic and paper mediums. PCG has also used videoconferencing as a means of obtaining public input on various projects. PCG consultants recognize and value input from community residents and key stakeholder organizations our client's interface with as this input will often validate our findings and conclusions and often serve as a basis for recommendations to our clients.

In general terms, PCG employs opinion-based survey's rather than scientific surveys. None-the- less, PCG makes every attempt to achieve a statistically relevant number of responses to our public input surveys. This is done so we can gain a more accurate opinion, (both positive and negative of the department's performance in the eyes of the public. Surveys can also help form future service programs the department may need to adopt, particularly Community Risk Reduction programs such as child drownings, elderly falls/accidents, and smoke/CO detector installation efforts.

PCG will work closely with District leaders to develop public and stakeholder input surveys and determine the best means of reaching the greatest number of district residents and stakeholders.

SCOT Analysis
Both prior to and during the Annual Strategic Planning Conference District leadership requested participants to submit comments regarding the District following the SCOT (Strengths, Challenges, Opportunities and Threats) format. These comments will be reviewed by both PCG and District leadership and will, to the extent possible, be incorporated into the development of the Strategic Plan for 2025-2035.

It is important to bear in mind that each of the comments contained here are the opinions of those individuals who took time to participate in the SCOT analysis process. Information from the SCOT analysis will be compared to information PCG receives from both the public and stakeholder input survey. PCG will analyze this information looking for common themes that need to be addressed when developing the Strategic Plan as well as overall goals and objectives to be addressed by each of the focus area working groups.

Defining Small Working Groups
During the proposed planning session PCG will encourage formation of focus area working groups each of which will ideally consist of between 3-5 personnel from the department. Individuals selected for a working group should possess either a subject matter expertise or, a very strong interest in the topic of focus they are assigned.

Although the CFAI process identifies a total of eleven (11) focus areas for the strategic planning and accreditation process, PCG does not believe each focus area requires a stand-a-lone working 5| Pace
TCESD2 Strategic Planning Project: Framework & Activities group and that several focus areas can be consolidated. PCG will work with district leaders to define these consolidated focus areas prior to the proposed strategic planning session. SCOT and community input findings, as well as feedback from leadership will help define small group focus areas.

CFAI categories include:

1. Governance and Administration

2. Assessment and Planning

3. Goals & Objectives

4. Financial Resources

5. Community Risk Reduction Programs

6. Physical Resources

7. Human Resources

8. Training & Competency

9. Essential Resources

10. External Systems Relationships

11. Health & Safety
Why Working Groups vs. Committees? Committees meet and discuss issues and/or topics whereas working groups produce specific, focused results. Once selected, PCG's lead project consultant will meet with each of the individuals selected as the leader from each working group to provide guidance and develop goals and objectives each working group will need to achieve as well as establish timelines for accomplishing their mission. PCG will provide resources including a goal planning template and examples.

Goal Planning Process
This part of the strategic planning process should be accomplished over an 8-12-month process.

Once the working groups have completed their assigned tasks. PCG will compile all information and begin the process of writing the actual Strategic Plan document. The initial document will be in a DRAFT form to be distributed to District leadership for review, comments, and revisions.

Once the DRAFT report review is completed PCGs lead project consultant will prepare the Final Report for presentation to the District Board of Commissioners for final review, approval, and adoption.

Strategic Initiatives
Based on information collected via the SCOT analysis, interviews, data analysis, and public input survey, the strategic planning committee will determine critical issues and service gaps, and then define strategic initiatives as the foundation for the development of goals and objectives.

EXAMPLE parents Strategie nitatives
Fire Prevention Physical Resources Training Proficiency Succession Planning Service Delivery Communication
6| Paga
TCESD2 Strategic Planning Project: Framework & Activities Goals and Objectives
To continuously achieve
the mission of the Develop an ongoing process of anticipating the needs of the department as it EXAMPLE GOAL pertains to personnel development and growth to ensure continuity of District, realistic goals operations at all levels.
and objectives with Objective 1A Identify potential future openings based on anticipated retirements and growth.

Time Frame 6 months Assigned to: Work Group 1
timelines for completion
Conduct annual polling of the department for anticipated retirements or separation. must be established. Document the anticipated openings based on the time of service Document the anticipated future promotions based on possible separations.

These will Critical Tasks
serve to Consider department growth based on changes to service delivery. : Prepare and present a report with recommendations on all findings to the enhance strengths, leadership team for further consideration and direction. address identified Capital Costs: S Consumable Costs: S Funding Estimate Personnel Costs: S Contract Services Costs: S weaknesses, provide a Objective 1B lentify the needed development in training, education, and experience t nsure the continuous development of personne
clear direction, and Time Frame 1 year Assigned to: Work Group 2 address the concerns of : Develop an updated list of certifications and education held by personnel Develop a current list of required classes, certifications, and education for each the community. These position
should become a focus of • Communicate with human resources to update the list/Target Solutions with requirements.
the department's efforts, Critical Tasks : Complete a needs assessment report and printize the findings.

Identify other opportunities for professional growth including, but not limited to. the as they will direct the National Fire Academy, involvement in local, regional, and state committees, and educational opportunities.
organization to its desired • Prepare and present a report with recommendations on all findings to the leadership team for further consideration and direction. future while reducing the Funding Estimate Capital Costs: S Consumable Costs: 5 Personne! Costs: $ Contract Services Costs: $
obstacles and distractions
along the way.

Leadership-established workgroups should meet and manage progress toward accomplishing these goals and objectives and adjust timelines as needs and the environment change. Regular reports of progress and changes should be shared with the District leadership. A sample goal planning template is included above.

TCESD2 Strategic Planning Project: Framework & Activities Section 4: Community Input
Planning and Outreach Efforts
Over the course of our various project engagements, particularly since the impact of Covid-19 pandemic restrictions, PCG has employed use of public input surveys in both electronic and paper mediums. PCG has also used videoconferencing as a means of obtaining public input on various projects. PCG consultants recognize and value input from community residents and key stakeholder organizations our client's interface with as this input will often validate our findings and conclusions and often serve as a basis for recommendations to our clients.

In general terms, PCG employs opinion-based survey's rather than scientific surveys. None-the- less, PCG makes every attempt to achieve a statistically relevant number of responses to our public input surveys. This is done so we can gain a more accurate opinion, (both positive and negative) of the department's performance in the eyes of the public. Surveys can also help form future service programs the department may need to adopt, particularly Community Risk Reduction programs such as child drownings, elderly falls/accidents, and smoke/CO detector installation efforts.

PCG will work closely with District leaders to develop a public input survey and determine the best means of reaching the greatest number of district residents and stakeholders. We have included a sample of a community input survey for a recent engagement. PCG will tailor-make a survey specific to the District, its services, and programs. • Sample Community Input Survey
Marketing Examples
Public input surveys are an effective way of reaching a mass audience, especially during the COVID-19 pandemic where we needed to take extra health and safety precautions. Identifying the target audience(s) and developing a tailored outreach campaign designed for that audience is critical to the success of public engagement efforts. We work closely with clients to define the best marketing strategy, public input methods (survey, forums), timing, and the right messaging and eye-catching graphics to maximize public input. Below are examples of several recent campaigns.

The City of Austin public engagement campaign involved working with different city department public information officers, posting the survey link to a city website, and promoting the survey via multiple methods including social media and NextDoor posts, as well as direct outreach through community organizations. The survey was provided in five languages. The Town of Zionsville campaign involved website outreach, press releases, community newsletters, and marketing directly through HOAs.

TCESD2 Strategic Planning Project: Framework & Activities Town of Zionsville Survey Promotion
: Layer zionsie eule pur surver Londie Paze
Town of Zionsville Press Release advertising the survey Austin/ Travis County Social Media Survey Promotion
Social Media Posts-Instagram, Facebook/LinkedIn, Twitter Instagram/Twitter
Note: Any link in an Instagram caption will not be clickable. Clickable links can only be put in an Instagram account's bio or link-tree.

Are you an Austin/Travis County resident? We need YOUR input to leam more about your emergency medical service (EMS) and fire service needs. Please follow the link in our bio to compiete a brief survey so we can find ways to serve you better! #ATX #AustinTX Facebook (and LinkedIn)
Are you an Austin/Travis County resident? We're looking for YOUR input to learn more about your emergency medical service (EMS) and fire service needs. Please complete our brief survey so we can find ways to serve you better! Slink>. Thank you for helping us improve emergency services in our community!
Nextdoor Post
hello, residents of Austin/Travis County! We're looking for YOUR input to learn more about your emergency medical service (EMS) and fire service needs Please complete our brief survey so we can learn how to serve you better! Slink≥ Thank you for helping us improve emergency services in our community!
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TCESD2 Strategic Planning Project: Framework & Activities Section 5: SCOT Analysis - Preliminary Findings
Through a SCOT analysis (strengths, challenges, opportunities, and threats), an organization candidly identifies its positive and negative attributes. The SCOT analysis also provides an opportunity for an organization to evaluate its operating environment for areas in which it can capitalize, as well as those that pose a danger.

Annual Strategic Planning Retreat - SCOT Exercise
PCG consultants were invited to and participated in the Districts Annual Strategic Planning Conference held between July 8th and 10'h, 2021 in New Braunfels, TX. The information gained serves as one of the initial building blocks to develop of the District' Strategic Plan. During the conference, PCG facilitated a working group session between district board commissioners, senior leadership and external stakeholders crossing a wide range of disciplines including health care, law enforcement, emergency management, neighboring fire districts and leaders from the City of Pflugerville. The purpose of this working group session was to conduct a SCOT analysis. Each participant was asked by PCG to provide 3-5 points in each of the SCOT categories with limited, (due to time constraints) facilitated discussion in each segment. Results of the SCOT Analysis conducted both on-line and during two working sessions at the annual planning conference will inform the strategic planning goal and objective setting process.

Preliminary SCOT Findings
A summary of SCOT comments provided below represent the opinions of those individuals who took time to participate in the SCOT analysis process. Information from the SCOT analysis will be compared to information PCG receives from the public input survey, Department-wide SCOT, and partner agencies (SCOT). PCG will analyze this • information looking for common themes that need to be addressed when developing the Strategic Plan.

Strengths
• Willingness to support, flexibility, inclusiveness and communication, professionalism • Admin leadership, vision, fire-based EMS, partnerships • Empathetic tone, connecting to community, forward thinking and innovative • Excellent support, camaraderie, quality of service and commitment to the community, nice facilities
• ISO 1 rating
• Fire Marshal "SUPER STAR SERVICES"
• Partnership with law enforcement, quality of service
• Highly trained personnel
10|- 836
TCESD2 Strategic Planning Project: Framework & Activities • Fiscal responsibility
Response times, knowledge base, training, great people
• History, Visibility, org culture
Commitment to excellence, Commitment to workforce
Strategy, tactical competence, operations, public good-will Challenges
• Collaboration with community-wide exercises
• Community growth and keep up
• Siloed approach to services
• Funding Model, challenges with legislation and constraints • Political relationships
• Fiscal accountability, strategic vision, communication • Separation of politics and operations
• Size of the district & costs, Impact of lack of funding • Recruitment and retention
• Relationship between ESDs & municipality, political relationships • Preparedness and planning for unplanned events
• Obtaining funding for future needs, education/communication • Communicating success, communicating what makes ESD different- transparency • Being prepared for cyber security events
• Increasing complexity of the incidents we respond to
• Attract a diverse workforce - reflecting the community • Improve response times
• Maintain ISO 1 rating
• Took on EMS in good faith, but need more funding to continue • Recruitment/retention
Opportunities
• Grow with community
• Better partners with City of Pflugerville
• Continue to be a better leader in the community
• Obtain funding to preserve quality of services and accommodate future growth • Add remaining overlay of ESD2 to ESD17
• Further education of our citizens of who we are and what we do • Put up an opponent to David Rogers in next election
• Continue supporting good relationships on council
• Share good stories - publicize success! (2020 report is great, but should be distributed to 11|Page
TCESD2 Strategic Planning Project: Framework & Activities stakeholders)
• Grow ISD fire program
• Collaboration, shared services
• Utilize Insurance company/climate change projection data to improve ESD strategic planning
• Regional collaboration - what they can provide to area FDs (apparatus, dispatch) • Charge for services - extra funding
• Expand emergency transport to support emergent trauma • Develop a coordinated program to address high need individuals (housing, health, social determinants, hospital
• Collaborative growth planning with school district, City of Pflugerville, and Travis County • Broaden relationship with school district
• Don't know each other
• Small town dept with big city problems
• Political control - City of Pflugerville
• City council Pflugerville working in opposition of our mission to support community • Funding model does not support growth
• Continued Large Scale response incidents, increasing frequency and severity of weather- related disasters
• Rising costs of dispatch services
• Annexation of unincorporated areas by City of Austin
• Unwillingness to recognize alternate viewpoints creates hostility • Unwillingness to compromise results in a lose/lose scenario • Fire-based naysayers
• Texas legislature
• Silo of operations between hospitals and FD, especially large scale, community involved emergency
• Lack defined scope of services
• Political climate toward paying taxes for needy
• Loss of leadership
• Voters stop funding
• Actions of OTHER ESDs reflect poorly on ESD2
• Not responding to demographic changes
• Not thinking and acting regionally
• Triton report
• Hazmat, bio disasters
• Demographics - poverty levels
12 PacE
November 18, 2021 Farmersville Fire Department
Consulting Services for Strategic and Master Plan RFP
A sample of the template used for Strategic Planning projects is included in the following 23 pages.

Pubie Consulting Croup LEC Paga 56
Department Name

STRATEGIC PLAN

XXXX-XXXX
Logo or picture here.

Message from the Fire Department/Chief
Message here to address the public/reader.

First and Last Name
Title
Introduction
This section will provide an introduction to the strategic plan.

DEPARTMENT NAME XXXX XXXX STRATEGIC PLAN
Table of Contents
Organizational Background ....1
Organizational Structure ....1
Community-Driven Strategic Planning... 2
The Community-Driven Planning Process Outline .... 2
Process and Acknowledgements 3
...

Community Findings 4
Agency Stakeholder Findings .. 5
Mission 6
Values ..

Programs and Services 8
SCOT Analysis 9
Critical Issues and Service Gaps 10
Strategic Initiatives 11
Goals and Objectives. 12
Vision 13
Performance Measurement 14
The Success of the Strategic Plan 15
Glossary 16
Appendix 17

ZIONSVILLE

FIRE DEPARTMENT

DEPARTMENT NAME XXXX-XXXX STRATEGIC PLAN
Organizational Background
This section will include background of the department's location, background of the fire department, and any relevant pictures of the location or department.

Page 1 ends

DEPARTMENT NAME XXXX-XXXX STRATEGIC PLAN
Organizational Structure
This section will provide a visual of the organizational structure of the department.

Page 1 ends

DEPARTMENT NAME XXXX XXXX STRATEGIC PLAN
Community-Driven Strategic Planning
This section will outline strategic planning: what it is, why it's important, and the methodologies used when creating the strategic plan.

The Community-Driven Planning Process Outline

1. Define the programs provided to the community.

2. Establish the community's service program priorities and expectations of the organization.

3. Identify any concerns the community may have about the organization, along with aspects of the organization that the community views positively.

4. Revisit the mission statement, giving careful attention to the services and programs currently provided, and which logically can be provided in the future.

5. Revisit the values of the organization's membership.

6. Identify the internal strengths and weaknesses of the organization.

7. Identify areas of opportunity or potential threats to the organization.

8. Identify the organization's critical issues and service gaps.

9. Determine strategic initiatives for organizational improvement.

10. Establish a realistic goal and objectives for each initiative.

11. Identify implementation tasks for the accomplishment of each objective.

12. Determine the vision of the future.

13. Develop organizational and community commitment to accomplishing the plan.

Page 2 ends

DEPARTMENT NAME XXXX XXXX STRATEGIC PLAN
Process and Acknowledgements
In this section, identify stakeholders and partners you would like to acknowledge as well as any background information on how the planning began.

Page 3 ends

DEPARTMENT NAME XXXX-XXXX STRATEGIC PLAN
Community Findings
This section will include findings about the community public input survey including how it was advertised, what the results were, and how that informed the planning process (if applicable).

Page 4 ends

DEPARTMENT NAME XXXX-XXXX STRATEGIC PLAN
Agency Stakeholder Findings
This section will include findings regarding the SCOT survey for stakeholders including findings and how that informed the planning process (if applicable).

Page 5 ends

DEPARTMENT NAME XXXX XXXX STRATEGIC PLAN
Mission
The mission provides an internal aspect of the existence of an organization and, to a degree, an empowering consideration for all department members. The purpose of the mission is to answer the questions:
• Who are we?
• Why do we exist?
• What do we do?
• Why do we do it?
• For whom?
This section will include information regarding the "Mission" of the department including how the mission was decided upon and by whom.

Mission of the department.

Page 6 ends

DEPARTMENT NAME XXX XXXX STRATEGIC PLAN
Values
Values embraced by all members of an organization are extremely important, as they recognize the features that make up the personality and culture of the organization.

Values of the department.

Page 7 ends

DEPARTMENT NAME XXXX-XXXX STRATEGIC PLAN
Programs and Services
This section will provide information about the department's programs and services here.

Page 8 ends

DEPARTMENT NAME XXXX-XXXX STRATEGIC PLAN
SCOT Analysis
Through a SCOT analysis (strengths, challenges, opportunities, and threats), an organization candidly identifies its positive and negative attributes. The SCOT analysis also provides an opportunity for an organization to evaluate its operating environment for areas in which it can capitalize, as well as those that pose a danger.

This section will provide a summary of the SCOT analysis that was performed

Page 9 ends

DEPARTMENT NAME XXXX-XXXX STRATEGIC PLAN
Critical Issues and Service Gaps
This section will include a summary of the critical issues and service gaps gathered from the SCOT analysis and surveys.

Page 10 ends

DEPARTMENT NAME XXXX XXXX STRATEGIC PLAN
Strategic Initiatives
Based upon all previously captured information and the determination of critical issues and service gaps, the following strategic initiatives were identified as the foundation for the development of goals and objectives.

This section will include any other information regarding strategic initiatives that is relevant.

Department's Strategic Initiatives
Fire Prevention Physical Resources Wellness Training Proficiency Succession Planning Service Delivery Communication

Page 11 ends

DEPARTMENT NAME XXXX XXXX STRATEGIC PLAN
Goals and Objectives
To continuously achieve the mission of the DEPARTMENT, realistic goals and objectives with timelines for completion must be established. These will serve to enhance strengths, address identified weaknesses, provide a clear direction, and address the concerns of the community.

These should become a focus of the department's efforts, as they will direct the organization to its desired future while reducing the obstacles and distractions along the way. Leadership- established workgroups should meet and manage progress toward accomplishing these goals and objectives and adjust timelines as needs and the environment change. Regular reports of progress and changes should be shared with the DEPARTMENT'S leadership.

Goal 1 (Goal Description)
Objective 1A (Objective Description)
Time Frame Assigned to: (Team Members/Group
(Time Frame)
Name)
• Insert tasks here.

Critical Tasks
Capital Costs: $X,XXX Consumable Costs: $X,XXX
Funding Estimate
Personnel Costs: $X,XXX Contract Services Costs: SX,XXX Objective 1B (Objective Description)
Assigned to: (Team Members/Group
Time Frame (Time Frame)
Name)
• Insert tasks here.

Critical Tasks
Capital Costs: $X,XXX Consumable Costs: $X,XXX
Funding Estimate
Personnel Costs: $X,XXX Contract Services Costs: $X,XXX

Page 12 ends

DEPARTMENT NAME XXXI XXXX STRATEGIC PLAN
Vision
Enter information for the vision of the department.

Insert the vision of the department.

Page 13 ends

DEPARTMENT NAME XXXX-XXXX STRATEGIC PLAN
Performance Measurement
This section will contain information about performance Tips for Institutionalization
measurements for the strategic plan.

To assess and ensure that an organization is delivering on 1. Communicate to all levels, even during the promises made in its strategic plan, the organization's onboarding. leaders must determine performance measures for 2. Get all levels involved in the which they are fully accountable. As output measurement implementation and tap their creativity. can be challenging, the organization must focus on the 3. Empower all leaders and let them go. assessment of progress toward achieving improved output. 4. Maintain accountability.

Organizations must further be prepared to revisit and

5. Report progress regularly for all to see.
revise their goals, objectives, and performance measures to keep up with accomplishments and environmental
changes be implemented and integrated as part of the plan.

An integrated process, known as "Managing for Results," will be utilized, which is based upon:
• The identification of strategic goals and objectives; • The determination of resources necessary to achieve them; • The use of that data to drive continuous improvement in the organization.

A "family of measures" typically utilized to indicate and measure performance includes:
• Inputs - Value of resource used to produce an output. • Outputs - Quantifiable units produced which are activity-oriented and measurable. • Efficiency - Inputs used per output (or outputs per input). • Service Quality - The degree to which customers are satisfied with a program, or how accurately or timely a service is provided.
• Outcome - Qualitative consequences associated with a program/service; i.e., the ultimate benefit to the customer. Focused on the "why" of providing a service.

Page 14 ends

DEPARTMENT NAME XXXX XXXX STRATEGIC PLAN
The Success of the Strategic Plan
This section will provide insight into how the success of the strategic plan will be measured.

The department has approached its desire to develop and implement a strategic plan by asking for and receiving input from the community and members of the organization during the development stage of the planning process. To assist in the development of this plan, the department used professional guidance to conduct a community-driven strategic planning process. The success of this strategic plan will not depend upon the implementation of the goals and their related objectives, but from support received from the authority having jurisdiction, the members of the organization, and the community- at-large.

Provided the community-driven strategic planning process is kept dynamic and supported by effective leadership and active participation, it will be a considerable opportunity to unify agency and community stakeholders. This can be accomplished through a jointly developed understanding of organizational direction, focusing on all vested parties working to achieve the mission, goals, and vision. Further consideration must be made on how the organization will measure and be accountable for its progress and successes.

Page 15 ends

DEPARTMENT NAME XXXX XXXX STRATEGIC PLAN
Glossary
This section will include a glossary of terms (if applicable). Examples provided below.

Accreditation A process by which an association or agency evaluates and recognizes a program of study or an institution as meeting certain predetermined standards or qualifications. It applies only to institutions or agencies and their programs of study or their services. Accreditation ensures a basic level of quality in the services received from an agency.

AFG Assistance to Firefighters Grant

Page 16 ends

DEPARTMENT NAME XXXX-XXXX STRATEGIC PLAN
Appendix
Any additional information needed will be added here as an appendix.

Page 17 ends

CITY OF

CARMERSVILLS
City Council
Staff Report 8A
TO: Honorable Mayor and City Council
FROM: Jennifer Gomez, City Manager
DATE: January 24, 2022
SUBJECT: Discussion on City Logo Design
RECOMMENDED ACTION:

Recommend that the City Council provide direction on City Logo options.

BACKGROUND and DISCUSSION:

At Council direction, staff has contracted with a vendor to develop a new City Logo who has since created 4 variations from one concept. Staff requests further direction and feedback from Council on the artwork prepared in order to modify the designs and narrow the selection.

ATTACHMENT(S):

City Logo Artwork Options

CITY CITY

THE THE

FARMERSVILLE FARMERSVILLE
INCORPORATED 1%69 INCORPORATED 1960

CITY OF FARMERSVILLE CITY OF FARMERSVILLE
* * *

CALIFORNIA CALIFORNIA
ELEMENT MEDIA SOLUTIONS Client: The City of Farmersville Print Specs: Vector File for Print Output Date: 12-22-21 Title: Logo Update Design
Job#: 2112_1691
OK Not Approved PLEASE check this proof carefully forerors and omissions, Your signature constitutes full

APPROVAL OK
with corrections Show New Proof responsibilicy for all errors, omissions and legal and ethical compliance in this document ELEMENT MEDIA SOLUTIONS will not accept liability for errors overlooked at this stage of Initial proofing.

Date

FINAL MECHANICAL
City Council
Staff Report 8B
TO: Honorable Mayor and City Council
FROM: Steve Huntley, CPFO, IPMA-SCP
Director of Finance and Administration
DATE: January 24, 2022
SUBJECT: Approve Resolution 2022-002 for Police Department Vehicle Lease Financing through Municipal Finance Corporation
RECOMMENDED ACTION:

It is respectfully recommended that the City Council approve Resolution 2022-002 directing the City Manager to sign the attached lease agreement for the ultimate purchase and delivery of three new police patrol vehicles for the City of Farmersville.

BACKGROUND and DISCUSSION:

This purchase and financing through the lease agreement, is already budgeted for Fiscal Year 2022 (via Resolution 2021-021 dated June 14, 2021 adopting a budget for FY 2022 containing a five-year Capital Improvement Plan). The Council will recall that the original Police Vehicle Purchase Plan approved on December 8, 2014 allowed for a purchase of three new patrol vehicles every other year - this is the continutation of that plan.

The proposed lease is with our close partners at Citizen Business Bank and Municipal Finance Corporation for which the City has executed several leases with now and have been easy to manage and affordable. City staff recommends that we continue with our existing relationship and process.

FISCAL IMPACT:

The total cost of the vehiles includes extended warranties and all new equipment and up-fitting needed to make these vehicles service ready immediately upon delivery. One vehicle will be specially outfitted for a K-9 officer.

The lease agreement is for a term of three years and at an interest rate of 2.50%. The principal amount of the loan is $180,000 and will incur a cost of $7,396.08 in interest over the life of the loan. Payments will be processed each quarter ($15,616.34 per quarter). This low cost option is a direct result of our existing relationship with Municipal Finance Corporation and taking advantage of State contract pricing for public safety vehicles.

This rate is competitive with other current government financing for similar situations revealed through industry research by tinance statt. This agreement would also help the City to maintain a higher level of cash reserves currently needed for other large projects and ongoing operations. This continues to be a historic time to finance vehicles due to the current extended low interest rate environment.

However, the agreement allows for a purchase option at any time, given that the City in good standing with the lease payments, as displayed in Exhibit B of the lease agreement. Should this option be executed, it could dramatically increase the cost to the City in that period but ultimately save some interest expense overall. At this time, staff intends to follow the lease payment schedule to the end as part of our strategy to spread cost over multiple years. These ongoing and regular expenses are both anticipated in the Police Vehicle Purchase Plan and will be budgeted accordingly in future years.

The amount of maintenance and repair costs saved by making these purchases earlier is unknown. However, expense related to fleet maintenance and significant repair costs have been dramatically reduced by prior Police Vehicle Purchase Plan purchases.

There are other various small expenditures and revenues associated with this purchase, namely:

1. Cost of insurance as a high-value vehicle through the CSJVRMA. This is estimated at a few hundred dollars per year for all three vehicles but provides for up to a complete replacement cost of a new vehicle as needed

2. Potential revenue from sale of retiring vehicles to be replaced. The exact vehicles being replaced are unknown at this time and their value and sale price may depend upon their current condition, and other variable factors at the time of sale.

None of these additional costs or revenues are anticipated to be large enough change the existing budget within the Police Department (and may partially or completely offset) but are mentioned as part of a complete analysis of the purchases.

ATTACHMENT(S): 2
1) Resolution 2022-002 AUTHORIZING THE EXECUTION AND DELIVERY OF A

LEASE AGREEMENT, AND AUTHORIZING CERTAIN ACTIONS IN CONNECTION

THEREWITH
2) Proposed Lease Purchase agreement prepared by Municipal Finance Corporation RESOLUTION NO. 2022-002

AUTHORIZING THE EXECUTION AND DELIVERY OF A LEASE AGREEMENT, AND

AUTHORIZING CERTAIN ACTIONS IN CONNECTION THEREWITH
WHEREAS, the City of Farmersville (the "City") is a municipal corporation organized and existing under and pursuant to the laws of the State of California; and WHEREAS, the City desires to provide for financing in the approximate amount of $180,000.00 for the acquisition of police vehicles (the "Property"); and WHEREAS, Municipal Finance Corporation (the "Corporation") has proposed a cost-effective three year lease purchase financing arrangement at a 2.50% interest rate and attached hereto as Exhibit A; NOW, THEREFORE, it is resolved by the City Council of the City of Farmersville as follows:

SECTION 1. Lease Agreement. The City Manager, Finance Director or a designee (each, an "Authorized Officer") is hereby authorized to enter into a Lease Agreement (the "Lease") with the Corporation to finance the Property, subject to approval as to form by the City Attorney.

SECTION 2. Attestations. The City Clerk or other appropriate City officer is hereby authorized and directed to attest the signature of the Authorized Officer as may be required or appropriate in connection with the execution and delivery of the Lease.

SECTION 3. Other Actions. The Authorized Officer and other officers of the City are each hereby authorized and directed, jointly and severally, to take any and all actions and to execute and deliver any and all agreements, documents and certificates which they may deem necessary or advisable in order to carry out, give effect to and comply with the terms of this Resolution. Such actions are hereby ratified, confirmed and approved
SECTION 4. Qualified Tax-Exempt Obligations. The Lease is hereby designated as "qualified tax- exempt obligations" within the meaning of Section 265(b)(3) of the Internal Revenue Code of 1986, as amended (the "Code"). The City, together with all subordinate entities of the City, do not reasonably expect to issue during the calendar year in which the Lease is issued more than $10,000,000 of obligations which it could designate as "qualified tax-exempt obligations" under Section 265(b) of the Code.

SECTION 5. Effect. This Resolution shall take effect immediately upon its passage.

PASSED AND ADOPTED this 24th day of January, 2022, by the following vote:

AYES:

NOES:

ABSTENTIONS:

ABSENT:

Approved:

Mayor
Attest:

City Clerk
Exhibit A
Payments: Quarterly in arrears 3 Years 2.50%
PMT Due Date Rent TO TO
# Payment Principal Interest
1 $15,616.34 $14,491.34 1,125.00
2 15, 616.34 14,581.91 1,034.43
15, 616.34 14,673.05 943.29
15,616.34 14, 764.75 851.59
5 15, 616.34 14,857.03 759.31
6 15, 616.34 14,949.89 666.45
7 15,616.34 15,043.33 573.01
8 15,616.34 15,137.35 478.99
9 15,616.34 15,231.96 384.38
10 15, 616.34 15,327.16 289.18
11 15, 616.34 15,422.95 193.39
12 15,616.34 15,519.28 97.06
TOTALS: $187,396.08 $180, 000.00 $7,396.08

Farmersville City CouncilJanuary 24, 2022

Farmersville City Council
January 24, 2022