151 Obispo, LLC
CANNABIS WASTE MANAGEMENT PLAN
Revision No. 1
Date: 03/01/2020
Revision History
Revision Date Description Sections Affected Revised By Approved By 03/01/2020 Implementation All RB RO
CANNABIS WASTE MANAGEMENT PLAN
1.0 Purpose
The Cannabis Waste Management Plan (The Plan) clearly defines for all company employees and affiliates as well as State and Local regulating agencies, our methods for proper and compliant disposal of Cannabis Waste generated at company facilities and through company activities pursuant to the requirements set forth by the Business and Professions Code sections 26012, 26013 and 26060, Public Resources Code sections 40141 and 42649.8, California Code of Regulations sections 5054, 5405(c), 5410(e) and 5727(c), and Health & Safety Code sections 114244 and 114245.
2.0 Policy
This Cannabis Waste Management Plan identifies the companys policies and procedures for managing cannabis waste in a compliant and environmentally responsible manner. The Plan will ensure the proper handling, labeling, storage and disposal of all cannabis waste materials generated and is available for review by company employees as well as State and Local authorities having jurisdiction.
3.0 Scope
The Cannabis Waste Management Plan is designed to ensure that there will be no improper, unauthorized or non compliant disposal of cannabis waste by any affiliate of the company. The Cannabis Waste Management Plan applies to all company employees, agents, representatives, officers and directors of the company as well as all suppliers and contractors doing business with the Company; each of whom are required to fully comply with the letter and intent of the Cannabis Waste Management Plan.
4.0 Definitions
Waste is any matter, whether gaseous, liquid, or solid or any combination thereof, which is from time to time designated as an undesirable or superfluous by product, omission residue or remainder of any processor activity.
Solid Waste is garbage, refuse, sludge or other discarded material, resulting from industrial, commercial, mining, and agricultural operations or activities.
Cannabis Waste is waste that is not hazardous waste, as defined in Public Resources Code section 40141, that contains cannabis, in any form, and that has been removed from its packaging and made unusable and unrecognizable (CCR §5054). This includes post processing organic matter, residues and bi products.
To be rendered as cannabis waste for proper disposal, including disposal as defined under Public Resources Code section 40192, cannabis goods shall first be destroyed on company premises. This includes, at a minimum, removing or separating the cannabis goods from any packaging or container and rendering it unrecognizable and unusable.
Hazardous Waste is waste with properties that make it dangerous or capable of having a harmful effect on human health or the environment. Hazardous waste in any form, including liquids, solids gases, and sludges.
Any waste material listed on the D.O.T.s HMT (Hazardous Materials Table) Table 1 or Table 2 is considered hazardous waste within this Cannabis Waste Management Plan.
5.0 Responsibilities
5.1 Management Responsibility
Management shall be responsible for ensuring that all policies, practices and procedures in the Cannabis Waste Management Plan are followed and that all cannabis waste is properly handled, labeled and disposed of. Managers are responsible for enforcement of this plan and for ensuring that all employees are properly trained and aware of the requirements for their positions as it relates to cannabis waste disposal and all related best management practices to safeguard the environment. On an on going basis, assigned management personnel will identify, assess, and comply with any changes in applicable laws, regulations, permits, and other obligations or requirements related to cannabis waste disposal.
5.2 Employee Responsibility
All employees have the responsibility to fully support The Cannabis Waste Management Plan and under no circumstances should dispose of cannabis waste at any unauthorized site, or in a manner that is not fully compliant with this plan, company policies and all applicable State and local regulations for cannabis waste handling and disposal. Employees are responsible to follow standard operating procedures, perform duties in accordance with regulations, company training and safety rules and must wear any Personal Protective Equipment (PPE) necessary for each job task.
6.0Cannabis Waste Material Types
6.1 Organic / Mixed Organic Waste
Organic material may include the following; spent trim (bi product), flower, stocks, water leaf, potting material (soil), ball roots, etc.
All cannabis waste organic material will be made unusable and unrecognizable prior to leaving the licensed premises by blending and incorporating it with non cannabis organic material, organic waste, organic absorbents, or other means pursuant to the California Code of Regulations Title 16 Division 42 and as described on attachment A of this document.
Organic material will not be comingled with non organic material; to maintain the composting or recycling characteristics of the organic material.
Organic cannabis waste will be transported in a secured waste receptacle by an authorized cannabis waste disposal contractor to a permitted composting, recycling, waste to energy or disposal site.
Organic waste recycling will be compliant with requirements under California AB1826.
Authorized Organic waste disposal sites, must qualify as one of the following (§8108):
a) A manned fully permitted solid waste landfill or transformation facility, or; b) A manned fully permitted composting facility or manned composting operation, or; c) A manned fully permitted in vessel digestion facility or manned in vessel digestion operation, or; d) A manned fully permitted transfer/processing facility, or; e) A manned fully permitted chip and grind operation or facility.
6.2 Universal Waste
Universal Waste materials may include the following; Batteries, Light bulbs (incl. mercury), Electronic devices, Electronic components, etc. All Universal Waste will be disposed of in a designated container designed for the material. This container will be stored in a specified area for safe collection and subsequent disposal at an authorized Universal Waste disposal facility only as described in attachment A of this document.
Under no circumstances may any Universal Waste be directed to a Landfill. When transporting any containers containing Universal Waste, care will be taken at all times to prevent contamination or pollution to the environment.
No Universal Waste of any description will be disposed into any incidental trash bin.
6.3 Cannabis Waste Destruction
Cannabis Waste Destruction materials may include; Recalled and expired product, failed lab test product, failed production (contaminated) flower, oils, waxes, edibles and liquids containing THC as well as unacceptable levels of pesticides, heavy metals, fungus / mold, chemicals and toxins; except as determined to be hazardous materials.
All Cannabis Waste Destruction materials will be disposed of in a designated container designed for the material.
Containers will be stored in a specified area for safe collection and subsequent disposal at an authorized disposal facility only as described in attachment A of this document. No Cannabis Waste Destruction material of any description will be disposed into any incidental trash bin.
6.4 Hazardous Materials Waste
Hazardous Materials as defined by Health and Safety Code section 25117, may include the following; acids, solvents, corrosives and other materials listed in Table 1 and Table 2 of the D.O.T. Hazardous Materials Tables.
All Hazardous Materials will be properly tested, categorized and profiled and will be properly manifested, packaged and labeled in an approved Hazardous Materials shipping container ONLY. Hazardous Materials storage areas will have proper signage and will be limited to designated areas ONLY per Attachment A of this plan.
All personnel handling, labeling or shipping hazardous materials will complete initial and on going Hazardous Materials training and D.O.T. hazardous materials shipper training.
6.5 Hazardous Materials Shipments
All Hazardous Materials shipments will be transported ONLY by a properly permitted, licensed and authorized third party Hazardous Materials transportation company.
7.0 Cannabis Waste Storage
All Cannabis waste shall be securely stored, managed, and disposed of in accordance with all applicable waste management laws, including, but not limited to, Division 30 of the Public Resources Code. a) Cannabis waste shall remain secured on company premises until transferred to an authorized waste hauler. b) Access to the cannabis waste will be restricted to authorized company and waste hauler personnel ONLY. c) Storage of the cannabis waste will be separate and distinct from other cannabis goods. d) All Cannabis Waste will be stored only in designated cannabis waste containers at all times (CCR §5054-55). e) Differing waste material types will be stored in a manner as to keep the materials separated.
8.0 Cannabis Waste Reporting & Recordkeeping
The assigned Account Manager shall report all cannabis waste activities, up to and including disposal, into the track and trace system, as required under Chapter 1, Article 6. Ref. CDFA (§21160, 40512).
All Cannabis Waste disposal shipments will be weighed using a certified scale and will be manifested, including the license ID. The weight shall be recorded on site; prior to any transfer or disposal of the material.
9.0 Standard Operating Procedures
The company will maintain a current and complete listing of Cannabis Waste Standard Operating Procedures (attachment A) which shall be available to employees and regulators upon request.
Any changes to the Standard Operating Procedures must be approved by management and contemporaneously incorporated into attachment A with a revision date.
Attachment A
STANDARD OPERATING PROCEDURES
a) Cannabis Waste Generator Facility Information
a.1 To be determined
b) Cannabis Waste Material Types
b.1 Organic Waste (spent trim) mixed with absorbent
b.2 Universal Waste (vapor pens batteries) removed
b.3 Hazardous Waste (liquids and solids) profiled
b.4 Cannabis Waste Destruction (recalled products)
c) Cannabis Waste Containers
c.1 17 gallon green cannabis waste destruction bin
c.2 43 gallon green cannabis waste destruction bin
c.3 55 gallon poly open top drums
c.4 95 gallon lock lid carts
c.5 20 cubic yard roll off containers
c.6 40 cubic yard roll off containers
c.7 2.5 and 4.5 gal wall lockable wall mounted used Vape Pen Recycling containers c.8 US D.O.T. Rated Gaylord Containers with plastic liners d) Designated Cannabis Waste Storage Area(s)
d.1 Hazardous: Inside building one: Southeast corner
d.2 Non Hazardous See attachment B (Facility Site Plan) e) Record keeping (manifests, weight tickets, video and bill of lading) e.1 Electronic: G drive / Operations folder / CW disposal e.2 Hard copy: Account Managers office
e.3 CCTV video: DVR drive (60 days)
Attachment B
WASTE MATERIALS
CANNABIS WASTE MANAGEMENT PLAN
ORGANIC WASTE MATERIALS
Spent trim Stalks Stems
Ball roots Water Leaf Flower
UNIVERSAL WASTE MATERIALS
Batteries Electronics Incandescent Bulbs
Florescent Bulbs LED bulbs Other E Waste
HAZARDOUS MATERIALS
Solvents Solids Pesticides
Corrosives Gases Other
CANNABIS WASTE DISPOSAL FACILITIES (PERMITTED / MANNED) MRF / Transfer Transformation (W2E) Hazardous Waste facility On Site Composting Landfill Universal Waste Facility
WASTE HAULER (PERMITTED)
Private Hauler Franchise / Agency Self Haul
TYPE OF RECEIPT / DOCUMENTATION OF WASTE COLLECTION
Weight Ticket Manifest/Bill Lading Service Invoice
WASTE MATERIAL STORAGE
On premise Secured / locked CCTV Camera
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Section D: Security Plan
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Section F: Neighborhood Compatibility Plan
1) Complaints and Nuisances
a) The city of Guadalupe has standards in place to preserve the quality of its neighborhoods. will greatly support the community and the city in our mutual efforts to ensure safety and security within the neighborhood we operate.
b) We will provide an appealing addition to Guadalupe by maintaining excellent relationships within the community and organize functions to minimize impacts on the neighborhood.
c) Our team will reach out to neighboring businesses and establish great rapport with them.
We will utilize local and neighboring business for our business needs whenever possible. d) 151 Obispo, LLC will maintain the integrity of the current location to prevent the facility from causing any negative aesthetic on the neighborhood. Our goal is to make our location fit the Citys aesthetical and environmental expectations and have beautiful curb appeal without drawing unneeded attention to the facility. Our signage will be discrete and tasteful and will only contain designs approved by the city of Guadalupe e) 151 Obispo, LLC will have an open-door policy to the community regarding potential nuisances to encourage members of the community to speak up f) We will conduct regular surveys among the community to detect and mitigate any nuisances as soon as they occur
g) Community outreach meetings will be held to assess the success and overall happiness of the community once the facility is operating
2) Odor Mitigation
a) 151 Obispo, LLC will be using Byers Scientific odor-control equipment to mitigate any odors that could potentially leak from the building
b) Air Treatment System - Activated Carbon Filtration System i) The facility will be equipped with an Activated Carbon Filtration system and other methods of odor control to ensure that air leaving the building through any exhaust vent first passes through the activated carbon filters. This involves forcing the air circulating within the HVAC system through the activated carbon filter in order to filter out odors and other pathogens.
ii) The filtration system shall consist of one or more fans and activated carbon filters. At a minimum, the fan(s) shall be sized for cubic feet per minute (CFM) equivalent to the volume of the building (length multiplied by width multiplied by height) divided by three. The filter(s) shall be rated for the applicable CFM. iii) This method is not only highly effective in odor reduction but is the least energy intensive odor control technology as the energy required to run the filtration system is already accounted for in the air handling and exchange system. The excess energy necessary to force air through the filter is negligible and, depending on the size of the discharge and intake, only slightly alters the speed of the exchange. c) Best Management Practices for Odor Mitigation and Control i) The primary cases of odor detection in non-volatile manufacturing facilities occurs during the delivery and storage of pre-processed cannabis products to facilities.
Operations protocol will mitigate this risk of odor detection as no product will be handled or moved out of the delivery vehicles until the delivery vehicle has fully entered the interior space of the facility, the garage doors have been closed and hermetically sealed, and air exchange equipment with carbon filters engaged. 72 | P a g e
ii) All penetrations in the containment building shell will be sealed from air leakage. iii) A robust HVAC system is proposed for the post-processing laboratory to ensure that air exchange using carbon filters is engaged before any transfer of occurs.. iv) The air within the containment area is scrubbed with carbon filters v) Doors and windows shall remain closed, except for the minimum length of time needed to allow people to ingress or egress the building. vi) No air is allowed to leave, or leak from within, the containment area. vii)The filtration system shall be maintained in working order and shall be in continual use. The filters shall be changed a minimum of once every 365 days. viii) Dust collector "socks" will be replaced/changed out per manufacturer's recommendations.
ix) Another point of potential odor creation occurs typically in the post-processing or distillation efforts due to the common use of ethanol or ethyl alcohol as a solvent.
This facility proposes to utilize only trace quantities of ethanol in the distillation process and all ethanol will be contained in sealed stainless-steel canisters. Transfer of ethanol from the canisters into the distillation equipment will be performed using sealed tubes and vacuums to ensure that odor emittance is controlled. A robust HVAC system is proposed for the post-processing laboratory to ensure that air exchange using carbon filters is engaged before any transfer of ethanol occurs. x) Staff will be trained on the maintenance of odor control equipment 3) Waste Management Plan
a) Identifying Types of Waste
i) Cannabis Waste- Non-Hazardous Cannabis category:
(1) Any organic plant matter that has not been contaminated with a hazardous chemical
(2) Unprocessed cannabis that has fallen onto the floor (3) Spent cannabis biomass that has been processed with non-volatile solvents; the solvent has been completely removed
(4) Acquired cannabis fails pre-processing R&D Testing, and Remediation has been denied or decided against
ii) Hazardous Solid Waste- Cannabis Waste and Flammable Rags categories:
(1) Spent cannabis biomass that has been processed with volatile solvents (2) Spent cannabis biomass that has been processed with non-volatile solvents that remain in the waste
(3) Gloves and paper towels used for processing and cleaning that have ethanol on them (separate container)
iii) Non-hazardous Liquid Waste:
(1) Liquid waste that can be disposed of down the citys water system (2) Sink water used for washing hands
(3) Sink water used for washing utensils
iv) Hazardous Liquid Waste:
(1) Any hazardous liquid chemical that needs to be disposed of (2) Solvents used in processing
(3) Spilled liquid chemicals such as ethanol used for cleaning v) Trash and Recycling
(1) Regular commercial waste such as paper, broken pens, etc. 73 | P a g e
(2) Regular commercial recycling such as cardboard boxes, plastic, etc. b) Collection and Storage
i) All waste (with the exclusion of garbage and recycling) will be stored in a LimitedAccess room where only credentialed employees with appropriate security clearance in their key fobs may enter
ii) Cannabis Waste: collected in a temporary storage bin before each break. At the end of the shift, the manager will empty the bin into the secured waste receptacle onsite. iii) If applicable, all cannabis will be removed from its packaging before being disposed of
iv) Cannabis Waste is stored in a secured waste receptacle labeled Non-Hazardous Cannabis Waste Only
v) Cannabis Waste is collected on an as-needed basis until the need for scheduled pickups arrives vi) All Cannabis Waste needs to be entered into Track and Trace software (see 5.
Documentation)
vii)Cannabis Waste will be rendered unrecognizable and unusable by the Third-Party Waste Hauler before it is transported from the property. viii) Hazardous Solid Waste: Emptied into designated secured waste receptacle as soon as processing allows
ix) Hazardous Cannabis Waste will be stored in a secured waste receptacle labeled Hazardous Cannabis Waste Only
x) Non-Hazardous Solid Waste is stored in a secured waste receptacle labeled Hazardous Waste Only
xi) Hazardous Solid Waste is collected once the secured waste receptacle reaches 75% capacity
c) Non-Hazardous Liquid Waste: Not collected or stored; it is disposed of directly down the drain
d) Hazardous Liquid Waste: collected immediately after the waste has been identified to be hazardous
e) Hazardous Liquid Waste will be stored in a secured waste receptacle labeled Hazardous Liquid Waste Only.
f) Hazardous Liquid Waste is collected once the secured waste receptacle reaches 50% capacity
g) Trash and Recycling: collected immediately an disposed of in the proper bin h) Trash and recycling is disposed of in rolling grey garbage bins with black trash bags. i) Once a bag is full, it is taken to a dumpster outside and collected on a schedule by the city trash collection agency
j) Third party Responsibilities
i) Provide labeled Cannabis Waste Bins
ii) Properly collect and dispose of all waste
iii) Provide on-site rendering of cannabis waste if needed iv) Provide documentation records whenever a waste collection has occurred v) Provide documentation records whenever a waste collection has occurred k) Onsite Documentation
i) When weighable amounts of cannabis waste are produced from cycles in the production batch, cannabis waste will be weighed and logged on the Waste Tracking 74 | P a g e
Form (Attachment A) and filled out by all appropriate parties before employees leave for their break or the end of their shift
ii) Track and Trace: Applicable cannabis waste will be weighed or counted and entered into Track and Trace at the end of the day.
iii) By the end of the day, the waste information from all production batches will be entered into Track and Trace
iv) When small amounts or untraceable cannabis wastes are produced (less than .1 gram), the cannabis waste will be stored in a small Cannabis Waste Bin to be weighed at the end of the day/ shift, whichever is more practical
4) Proposed Location
a) Visible Location
i) The facility is located at 151 Obispo Street, Guadalupe, CA 93434 ii) The building is constructed using materials made from iii) The building lies on a concrete lot with a residential property in the Northern part of the property
iv) The interior floor plan is attached on the next page b) The property meets all zoning requirements as described in GMC 9.22.33 and Title 18 c) There are no nearby paths to any schools
d) The proof of the Lease being finalized is attached in the following pages e) The Vicinity Map is attached in the following pages
f) Site photos are attached in the following pages
g) No customers will be visiting the site, and in April 2019, the city of Guadalupe began accepting proposal bids for public transportation
i) Currently, Guadalupe Station is the closest public transportation 90 | P a g e
Section G: Community Benefits and Investments Plan
151 Obispo, LLC will be a leader in establishing institutions within the Guadalupe community that will make our license holders the most supportive in California. Our vision for the Guadalupe facility includes five (5) core goals: Operational Excellence, Economic Vitality, Healthy Community, Strong and Secure Neighborhoods, and a Connected Community. 151 Obispo, LLC is concerned about our impact within the community, choosing hosting and participating in community feedback and advisory sessions as our way of keeping the line of communication open. We care about the Guadalupe community and strive our best to be an embodiment of great neighbors, influence, and active resources for residents. We want to document and encourage activities that positively impact the community. Feedback will allow us to assess and shift our business practices and activities as needed to support and uplift the whole community, which in turn will allow for continual identification and support local community outreach organizations and resource centers throughout the year.
Community business leadership & stewardship goals are as follows:
Establish high standards for quality and ethics.
Establish a cannabis security cooperative. The cooperative would provide specialty training in cannabis security and recruit local Guadalupe residents to serve in such positions with exceptional salaries and benefits.
Encourage our other licensed colleagues to Buy Local to ensure that Guadalupe dollars stay in Guadalupe to the maximum extent possible.
Require our vendors to buy local, and/or help local merchants understand what products and services are needed, so they can add such products and services to their businesses.
Hosting free Cannabis Jobs and Career Fairs for local talent & labor.
Donating a % of profits for all of its commercial cannabis activities to providing financial support in the form of grants and awards to local charities. Such organizations include police, firefighters, labor groups, youth education & activities, food banks, and community development.
Encourage our other licensed colleagues to fund the local organizations as an organized unit which will make it one of the bigger charitable organizations in the City of Guadalupe. 151 Obispo, LLC will be a catalyst for professional/career advancement and on-site job training; 151 Obispo, LLC will utilize facilities to provide opportunities that will directly and positively impact community residents. In addition, 151 Obispo, LLC provides jobs for minorities and Veterans, with preference being shown toward members of the local and surrounding communities.
Agenda Item No. 11
REPORT TO THE CITY COUNCIL OF THE CITY OF GUADALUPE
Agenda of October 25, 2022
___________________________________ _________________________________ Prepared by: Approved by:
Amelia M. Villegas, Interim HR Manager Todd Bodem, City Administrator SUBJECT: New Job Description and Classification of Finance Clerk, regular, part-time position in the Finance Department
RECOMMENDATION:
That the City Council adopt Resolution No. 2022-94 approving the classification and job description for the regular, part-time Finance Clerk position in the Finance Department and authorizing staff to initiate recruitment.
BACKGROUND:
For the past 10 years, the operations-side of the Finance Department has been staffed with two (2) Account Clerks. The primary responsibilities for the two (2) Account Clerks are to handle utility billings and receive payments, accounts receivables, to include processing payments for building permits, franchise fees, utility user tax, issuing and processing payments for business licenses, accounts payables, and other miscellaneous payments. In addition, there is the handling of monthly billing by manually billing for hydrant meter usage; monitor and mailing code enforcement letters and monitoring for 30-day payment, preparing notification and precollection letters, as required, and preparing miscellaneous quarterly and annual reporting as required by State and County agencies.
Guadalupe’s population has increased over these past 10 years resulting in an increase in residents requiring services provided by the Finance Department, as well as other departments.
A number of city projects have occurred increasing the number of consultants, vendors, etc. the Accounts Payables function administers. It is estimated that the City’s utility customer base has increased by about 450, with a resulting need for increased customer service.
DISCUSSION:
Utility billings go out around the first of each month. There are approximately 20 days for a resident to pay before being delinquent. While the City has implemented other ways for residents to pay besides coming to the Finance Department “counter”, about 55% come in and pay in cash, with 40% paying online and 5% paying via call-in. From the time of the billing to about two (2) Amelia M. Villegas
weeks or so after, there is a flow of traffic with residents coming in to pay at the “counter”. But the heavy traffic flow is around the 19th and 20th of each month for residents making payments on time.
Having this part-time Finance Clerk’s primary responsibility handling utility billing payments at the “counter” frees up both Account Clerks to handle other matters, such as call-ins for payments, preparing monthly billings, responding to concerns on billings, etc.
Many residents view the Finance Department’s “counter” as City Hall. When people ask if City Hall will be open on a certain day, they’re asking if the “counter” will be open. Focused attention on more and improved customer service has long been needed. The regular, part-time Finance Clerk will allow for the department to provide efficient, effective and timely customer service to the City’s 8,000+ residents. Having a regular, part-time employee would help to increase the “counter” hours of availability. In addition, implementation of the new accounting software will bring upon much change for employees and residents and the extra help would be needed.
FISCAL IMPACT:
The proposed salary range for the part-time Finance Clerk is SEIU salary grade 153, with a minimum of $19.578 to a maximum of $26.238. For a 30-hour a week schedule, the annual cost with benefits would be approximately $44,275. Filling the position by January would result in a cost of $22,137, half of annual estimated cost.
A total of $11,500 in ARPA funds was allocated to the Finance Department - $6,500 for an intern and $5,000 for office upgrades which have not been used. An intern was hired and will remain in the department until the part-time position is filled, which would be through the end of the calendar year, which would expend about $4,500 of the ARPA funds, leaving $7,000 available to be used for the part-time Finance Clerk.
The cost for the remaining six (6) months of this fiscal year amounts to $15,1367, which is half the annual cost less the $7,000 remaining ARPA funds. This amount may be funded by remaining unallocated ARPA funds, which are approximately $50,000. For FY 23/24, the ongoing costs for this new position would need to be funded by the General Fund.
ATTACHMENTS:
1. Resolution No. 2022-94
2. Finance Clerk Job Description
RESOLUTION NO. 2022-94
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF GUADALUPE APPROVING THE
CLASSIFICATION AND JOB DESCRIPTION FOR THE REGULAR, PART-TIME FINANCE CLERK AND
AUTHORIZING STAFF TO INITIATE RECRUITMENT FOR THIS POSITON WHEREAS, over the past ten years, the City’s population has increased with a resulting increase in the number of households to be provided utilities; and WHEREAS, the operations staff in the Finance Department providing services to these households has not increased from the two current positions during this time; and WHEREAS, with the increasing focus and ongoing attention for the Finance Department to service the increased number of households in the city; and WHEREAS, this new regular, part-time Finance Clerk position will primarily handle utility billings and cashiering responsibilities, where the focused customer service is needed; and WHEREAS, the Business Manager will oversee this position and will report to the Finance Director; and
WHEREAS, SEIU Salary Range 153 has been established for this new position; and WHEREAS, upon adoption, this new position will allow for the continuing attention and focus for the Finance Department to service the residents and customers in an efficient, effective, and timely manner.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Guadalupe as follows:
SECTION 1: The City Council approves the classification and job description for the regular, parttime Finance Clerk position, attached to the staff report for this item.
SECTION 2: The City Council authorizes staff to initiate recruitment for this position.
SECTION 3: The City Clerk is hereby authorized to make minor changes herein to address clerical errors, so long as substantial conformance of the intent of this document is maintained. In doing so, the City Clerk shall consult with the City Administrator and City Attorney concerning any changes deemed necessary.
PASSED, APPROVED AND ADOPTED at the regular meeting on the 25th day of October 2022 by the following vote:
ATTACHMENT 1
MOTION:
AYES:
NOES:
ABSENT:
ABSTAINED:
I, Amelia M. Villegas, City Clerk of the City of Guadalupe, DO HEREBY CERTIFY that the foregoing Resolution, being Resolution No. 2022-94, has been duly signed by the Mayor and attested by the City Clerk, all at a regular meeting of the City Council, held October 25, 2022, and that same was approved and adopted.
ATTEST:
___________________________________ ______________________________ Amelia M. Villegas, City Clerk Ariston Julian, Mayor
APPROVED AS TO FORM:
_______________________________
Philip F. Sinco, City Attorney
CITY OF GUADALUPE
FINANCE CLERK
Part-Time (30 Hours)
October 2022
DEFINITION:
Under the direction of the Business Manager, or designee, this position performs a variety of clerical tasks, including, but not limited to primarily cashiering duties, filing, updating records and tracking transactions.
The hours are scheduled based on the needs of the department.
ESSENTIAL FUNCTIONS:
• Customer service and cashiering duties relating to utility billing • Enters data for utility billing and other transactions • Transfers other financial data into Excel software
• Updates and maintains filing systems for utility billings • Reports errors, discrepancies and customer complaints to supervisor • Acts as back-up to staff for utility payments, accounts payables and other cash handling transactions
• May assist Business Manager on specific reports
• Other duties as may be assigned, related to other finance functions KNOWLEDGE/SKILLS:
• Verbal bilingual, Spanish, required; written, preferred • Basic data entry experience
• General mathematical skills related to cash handling
• Good understanding of filing systems
• Excellent interpersonal and communications skills
• Ability to provide excellent customer service
• Flexibility to work independently or on a team
EDUCATION & EXPERIENCE:
• High School diploma, or GED, required
• Minimum of 9 to 12 months of cashiering and customer service ATTACHMENT 2
Finance Clerk
Job Description
October 2022
PHYSICAL REQUIREMENTS:
The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodations maybe made to enable individuals with disabilities to perform the essential functions. • Frequently sits for extended periods of time. Occasionally stands for short durations of time and walks short distances.
• Occasionally reaches above, at, and below shoulder level. • Occasionally lifts, carries, pushes and pulls and materials and objects up to 10-15 pounds. • Frequently uses a computer and telecommunications equipment. • Visual acuity which could be corrected sufficiently to perform the essential functions of this position; average depth perception needed.
• Occasionally bends, stoops, kneels, handles, grips, grasps, extends neck upward, downward, or side-to-side.
• Ability to communicate to exchange information effectively verbally and to effectively hear and comprehend oral instructions and communications in an office environment.
WORK ENVIRONMENT:
The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions. • Primarily works indoors with no exposures to inclement weather, conditions, or hazards. • The noise level in the work environment is usually quiet in the office. _____________________________________________________________________________________ The job description is not intended to be all-inclusive. The employee may also perform other reasonably related duties as assigned. The City of Guadalupe provides equal employment opportunities to all employees and applicants for employment and prohibits discrimination and harassment of any type without regard to race, color, religion, age, sex, national origin, disability status, genetics, protected veteran status, sexual orientation, gender identity or expression, or any other characteristic protected by federal, state or local laws._____________________________
Agenda Item No. 12
REPORT TO THE CITY COUNCIL OF THE CITY OF GUADALUPE
Agenda of October 25, 2022
_______________________________ _________________________________ Prepared by: Approved by:
Shannon Sweeney Todd Bodem, City Administrator
Public Works Director/City Engineer
SUBJECT: Transit Update
RECOMMENDATION:
For information, general discussion, and input.
BACKGROUND:
On January 12, 2020, Council adopted the Short-Range Transit Plan (SRTP). This document was the culmination of public outreach and evaluation of existing transit services and can be found on the City’s website at ci.guadalupe.ca.us under Miscellaneous Documents.
On July 1, 2022, the changes recommended in the SRTP were implemented. Changes included eliminating the existing on-demand shuttle service and creating two fixed routes. The first route is a local route that runs every half hour through the City Guadalupe. The second route is an express route that runs hourly between the City of Guadalupe Amtrak station and the City of Santa Maria transit station. The two routes meet up at the City of Guadalupe Amtrak station at the bottom of the hour. Originally, free transfers will be made available between two routes. More information can be found at www.smoothinc.org.
DISCUSSION:
City staff has been working in concert with SMOOTH staff to gather data for the first few months of operation of the new schedule and make adjustments as necessary to ensure success of the new operation.
City staff has gathered data in order to evaluate the success of the new operation. Success is defined as improved ridership without loss of revenue. See Table 1 for a summary of data for the first three months.
Shannon Sweeney
Table 1: % Difference from 2019 to 2022
July August September
Deposit -16% -12% -3%
General Ridership -1% 7% 17%
Senior/Handicapped -45% -41% -33%
Students -44% -34% -27%
Free/Token 176% 250% 321%
Total -12% -9% -1%
Fuel Cost 130% 123% 99%
The data in Table 1 indicate decreased ridership and revenue and increased fuel cost after implementation of the changes starting July 1. Ordinarily, this would indicate a failure of the change. However closer analysis of the data between July and September indicates a trend of improvement in those three months. For instance, overall ridership was down 12% in July, but only down 1% in September. This suggests that more time is needed to evaluate changes as people become more accustomed to the new routes and schedule. It is recommended that these changes remain in effect until the end of the year, and that six months of data be evaluated in January to reassess the impact of the changes.
Starting in July, transfer tokens were offered to riders transferring between the local and express routes and vice versa. However, it became clear that riders were abusing the tokens by taking them even when not transferring to the other route but instead using them to ride for free on the next trip, causing an unexpected drop in revenue. Starting October 1, transfer tokens were no longer accepted, and instead, day passes were offered for the cost of two rides. This change was advertised by posting signs on all the buses and local bus stops in mid-September.
City staff was initially very concerned about the drop in bus use by seniors and the handicapped.
The first thought was that this drop was due to discontinuation of the shuttle. However, the raw data shows that the Flyer was more regularly used than the shuttle by this demographic. This suggests that seniors and the handicapped were using the Flyer to go to Santa Maria. Three reasons why public transit use by this demographic decreased between pre-and post-pandemic periods may include: this population is still wary of public exposure to COVID and has not resumed the use of public transit compared to pre-pandemic times, this demographic was disproportionately impacted by COVID fatalities, and telemedicine has significantly reduced the need for seniors in the handicapped to travel by public transit to Santa Maria for doctor’s appointments.
Student ridership also decreased more than the general public, though not as significantly as ridership by seniors in the handicapped. This demographic will be closely watched over the next three months to see if ridership rebounds once students become more accustomed to the new routes and schedule.
After the changes were implemented, City and SMOOTH received comments from the public.
These comments and responses are summarized below.
• One rider complained about lack of bicycle storage. Our transit buses can accommodate two bicycles outside and one bicycle inside. SMOOTH staff indicate that no bicycle rider has ever been turned away for lack of space.
• One rider complained about having to wait 30 minutes unnecessarily when express and local routes don’t meet at the Amtrak Station due to delays. This issue was resolved by improving communication between the two route drivers so that buses will wait if riders need to transfer and the schedule accommodates it.
• One rider complained that passengers are forced to take two buses instead of one. It is not physically possible to include all existing stops while keeping industry-standard and goal of hourly route time. To address this, the City initially provided transfer tokens for free transfers between two routes; however, due to abuse, has changed to offering day passes for unlimited rides during the calendar day.
• One rider complained about the discontinuation of the shuttle. However, once she found out that the local route now stops every half hour at the bus stop less than one block away from her house, and she no longer needs to call in to reserve a ride each time she wanted to use the shuttle, she was satisfied.
Finally, a resident complained about the location of the new bus stop at W. Main St. and Montez Court. This resident is requesting that the bus stop he moved closer to the shopping center because its current location is causing trash buildup and destruction to the residence. This location was specifically located for its proximity to the school and crosswalk, the prohibition of parking in the area, the limited impact to visibility to vehicles, and the width of City right-of-way.
Staff evaluated several options. See attachment 2 for photos corresponding to some of the following options:
1. Existing location.
2. Across the street has no sidewalk.
3. Further west along Main Street is less accommodating to schoolchildren, the main demographic served by this bus stop. (no photo)
4. Moving the bus stop just east of the crosswalk will block visibility of students crossing.
5. Moving the bus stop further East just before Julia Drive places the bus stop in very close proximity to residents’ windows.
6. Moving the bus stop east of Julia Drive in front of the shopping center will cause loss of streetside parking.
ATTACHMENTS:
1. Raw data from July through September, 2019/2022
2. Photos corresponding to bus stop location alternatives.
ATTACHMENT 1
MONTH: July
Data Analysis
Fare Flyer Fare Shuttle Flyer Shuttle Express Local 2019 2022 % diff Deposit $ 4,083.08 $ 259.83 $ 2,576.95 $ 1,068.62 $ 4,342.91 $ 3,645.57 -16% General Riders $ 1.50 $ 0.50 1,717 201 1,409 486 1,918 1,895 -1% Senior/Handicapped $ 0.75 $ 0.25 1,214 253 507 304 1,467 811 -45% Stuents $ 1.00 $ 0.25 1,430 235 590 348 1,665 938 -44%
Free/Transfer $ - $ - 289.00 123.00 629.00 510.00 412 1,139 176% Total Riders 4,650 812 3,135 1,648 5,462 4,783 -12%
Fuel Diesel Gas Diesel Gas
$ 4,099.97 $ 964.97 $ 10,780.22 $ 869.48 $ 5,064.94 $ 11,649.70 130% 2019 2022
MONTH: August
Data Analysis
Fare Flyer Fare Shuttle Flyer Shuttle Express Local 2019 2022 % diff Deposit $ 4,441.30 $ 425.28 $ 3,030.17 $ 1,234.71 $ 4,866.58 $ 4,264.88 -12% General Riders $ 1.50 $ 0.50 1,753 167 1,488 570 1,920 2,058 7% Senior/Handicapped $ 0.75 $ 0.25 1,385 284 665 319 1,669 984 -41% Stuents $ 1.00 $ 0.25 1,573 842 1,015 582 2,415 1,597 -34% Free/Transfer $ - $ - 235 86 529 596 321 1,125 250%
Total Riders 4,946 1,379 3,697 2,067 6,325 5,764 -9%
Fuel Diesel Gas Diesel Gas
$ 4,373.22 $ 811.49 $ 10,929.60 $ 646.45 $ 5,184.71 $ 11,576.05 123% 2019 2022
MONTH: September
Data Analysis
Fare Flyer Fare Shuttle Flyer Shuttle Express Local 2019 2022 % diff Deposit $ 4,465.38 $ 369.41 $ 3,349.69 $ 1,355.33 $ 4,834.79 $ 4,705.02 -3% General Riders $ 1.50 $ 0.50 1,630 138 1,640 424 1,768 2,064 17% Senior/Handicapped $ 0.75 $ 0.25 1,285 255 704 330 1,540 1,034 -33% Stuents $ 1.00 $ 0.25 1,668 1,035 1,264 711 2,703 1,975 -27% Free/Transfer $ - $ - 201 76 441 724 277 1,165 321%
Total Riders 4,784 1,504 4,049 2,189 6,288 6,238 -1%
Fuel Diesel Gas Diesel Gas
4,945.87$ $ 691.69 $ 10,498.20 $ 711.51 $ 5,637.56 $ 11,209.71 99% 2019 2022
ATTACHMENT 2
1. 2 and 4
5. 6.
Agenda Item No. 13
REPORT TO THE CITY COUNCIL OF THE CITY OF GUADALUPE
Agenda of October 25, 2022
_______________________________ _________________________________ Prepared by: Approved by:
Shannon Sweeney Todd Bodem, City Administrator
Public Works Director/City Engineer
SUBJECT: Main Street/Obispo intersection traffic issues.
RECOMMENDATION:
That City Council provide direction to staff on next steps for traffic control on Highway 166 (West Main Street) in the vicinity of Obispo Street.
DISCUSSION:
The City completed a Local Road Safety Plan (LRSP) on February 22, 2022. This document is available on the City’s website at www.ci.guadalupe.ca.us under Miscellaneous Documents.
In this document, citywide collision data from December 31, 2015, through December 31, 2020, was analyzed to study collision patterns and trends, and identify high crash locations in the City. The highest ranked intersection was identified at State Highway 166/W. Main St. and Obispo Street, with four collisions during the time period analyzed.
As discussed in the LRSP, this is currently a two-way stop control intersection. Warrant assessments were conducted for this intersection, and it has been concluded that this intersection is warranted for both a multi-way stop control and traffic signal control. The Pasadera development is required to install a traffic signal control. Until this traffic signal is installed, the LRSP recommended that the intersection be converted to a multiway stop control as an interim measure.
City staff initiated the process for installing the recommended multiway stop by submitting an encroachment permit application to Caltrans. Caltrans expressed concern that a multiway stop at this location would cause a queuing problem, or backup of vehicles onto the nearby railroad tracks.
Evaluation of data from an existing traffic study for the intersection confirms that the installation of a multiway stop would cause traffic queuing on railroad tracks at peak traffic times.
Traffic analysis at this intersection was completed by Rick Engineering on May 30, 2019. This report calculated a queue length of 915 feet at Main Street and Obispo Street. The distance between the intersection and railroad is 820 feet.
Shannon Sweeney
Based on this information, the encroachment permit application was rescinded, as the request would be denied due to the safety concerns associated with traffic queuing. Note that the traffic signal would mitigate this queuing issue by programming the signal to change before the queue impacts the railroad.
The Pasadera development is in active communication with Caltrans to obtain an encroachment permit for installation of the traffic signal. The current challenge is that Caltrans is requesting that the development redo its environmental impact report that was originally completed and certified in 2012.
Pasadera believes that this report is still valid since the development has not substantially changed.
Completion of the environmental impact report typically takes between 12 and 18 months. The City is not involved in this dispute.
Since the Obispo/166 intersection remains of concern to the City, but the City is unable to install stop signs or speed up the resolution of the dispute between Caltrans and Pasadera, staff has been considering other possible options to reduce the potential risks of accidents at this intersection. The best of these possible options involves the intersection at Flower and 166. A three-way stop at this intersection may help reduce the speed of traffic coming into town on Highway 166 from Santa Maria.
A three-way stop at this location may also help divert some traffic away from the Obispo and 166 intersection by providing a controlled intersection to facilitate a left turn onto Highway 166 eastbound.
Any reduction in traffic at the Obispo/166 intersection reduces the number of potential conflicts. In addition, slower traffic traveling west on Highway 166 can help reduce the severity of accidents that may occur.
Note that there are positives and negatives to this traffic control to the Treasure Park neighborhood. On one hand, the controlled intersection at Flower St./166 facilitates the left-hand turn from this neighborhood onto Highway 166 eastbound. On the other hand, this change may increase traffic along Flower Street and through any of the seven arterial streets, which are residential. Please note however, that most of the houses adjacent to Flower Street do not face the street (side yards only). This would reduce increased risks of traffic conflicts from the increased traffic and vehicles backing out of driveways in addition to reducing increase nuisances to these residents from the increased traffic.
If Council desires, City staff can submit an encroachment permit application for a three-way stop sign to be installed at the Flower/166 intersection. It is possible that Caltrans may still request a queuing analysis. Pasadera has agreed to assist if such a request is made.