Agenda packet — Hollister City Council, December 19, 2022 (part 2 of 3)

Several changes in State Law and a court ruling have changed how a City can evaluate a density bonus request. Density bonuses in Hollister are regulated under Chapter 17.04, Article II which was last updated in 2011. The current Article II, Density Bonus is not consistent with the current State Law.

Because the City’s Zoning Ordinance is not up to date with the current SB 9 as well as changes in State Law regarding ADUs and Density Bonuses, the City must review applications for the items against the Government Code and cannot use the Zoning Ordinance.

Tonight’s discussion is an overview of the new SB 9 and the changes in State Law related to ADUs and Density Bonuses.

ANALYSIS:

Senate Bill 9 (SB 9)
Senate Bill (SB) 9 took effect on January 1, 2022 and is not codified in the current Zoning Ordinance. The purpose of SB 9 is to increase density in single family neighborhoods (the most expensive type of housing to own or rent) and to increase housing units in the State and to create more inclusive neighborhoods.

SB 9 applies to all single-family residential zoned properties with several key exceptions:

• Environmentally sensitive areas (i.e. farmland, wetlands, protected habitats, or easements);

• Environmental hazard areas (such as a fault zone) if mitigations are not possible;

• Historic properties and districts;

• Properties where the Ellis Act was used to evict tenants at any time in the last 15 years; and

• Additionally, demolition is generally not permitted for units rented in the last 3 years, rent-controlled units, or units restricted to people of low or moderate incomes.

SB 9 requires ministerial approval of the following:
• Two-unit Housing Development – Two homes on an eligible single-family residential parcel (whether the proposal adds up to two new housing units or adds one new unit to one existing unit).

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• Urban Lot Split - A one-time subdivision of an existing single-family residential parcel into two parcels. This would allow up to four units (unless a jurisdiction decides to allow additional units).

Two-Unit Housing Development
Under the provisions of SB 9, a person can request to construct a maximum of two primary dwellings units (attached or detached) on a single family residential parcel. The following requirements apply to all two-unit housing developments under SB 9:

• The City must review and process an application for a SB 9 development ministerially without any discretionary/subjective review;

• Development of a two-unit residential development and an Urban Lot Splits is not subject to the California Environmental Quality Act;

• Minimum four foot interior side and rear yard setbacks;

• Front yard and street side setbacks shall be the same as the regulations for the zoning district in which it is located unless it precludes the construction of two 800 square foot units on the subject property;

• If the existing dwelling unit is demolished to make way for a new two-unit residential development, the City cannot impose any setback requirements that are above what was existing on the site prior to the dwelling being torn down;

• The residential dwellings may be attached as long as they meet building code safety standards;

• All uses are restricted to residential uses only;

• Provide a minimum of one off street parking space per unit unless the subject property is located within ½ mile, walking distance, to a major transit stop and then no parking spaces are required;

• The City may restrict the short term rental of dwelling units created by SB 9 to a term of greater than 30 days;

• The City must allow an ADU or JADU to be constructed per primary dwelling unit if the lot was not previously split under SB 9;

• The design of the unit must comply with any objective design standards or design A.5.a
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guidelines the City has adopted for the Zoning District in which the property is located.

Urban Lot Splits

Under the provisions of SB 9, a person may choose to divide an existing residential parcel into two new parcels (otherwise known as an Urban Lot Split). This split may be conducted one time only and the two lots created by the lot split cannot be split later into additional lots. All Urban Lots Splits are required to comply with the following:

• Each new lot must be a minimum of 1,200 square feet in size;

• The Urban Lot Split must result in lots of approximately equal size provided that one parcel shall not be smaller than 40 percent of the size of the original parcel;

• The property owner must intend to occupy one of the units as their principle residence for a minimum of three years;

• A maximum of two dwelling units are allowed on each lot;

• The same development standards for a two-unit development (as stated above) shall also apply for the construction of dwelling units on the new parcel.

The following graphic prepared by the Association of Bay Area Governments illustrates potential scenarios that could occur on a single-family property under SB 9 (please also refer to Attachment 2 for more information):

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Under SB 9, the City must review and process applications for SB 9 two-unit housing developments and urban lot splits ministerially without any discretionary/subjective review or CEQA. The City may only deny an SB 9 proposal if the Building Official finds that it would have a "specific, adverse impact [as defined by the law], upon public health and safety or the physical environment and for which there is no feasible method to satisfactorily mitigate or avoid the specific, adverse impact." Any denials must be based on objective, identified public health and safety standards, policies, or conditions that existed when the application was submitted.

The City’s Zoning Ordinance does not include provisions that would allow the development of units permitted by SB 9. Minor modifications to allowable residential uses in the Zoning Ordinance as well as a new section in the Zoning Ordinance dedicated to these type of developments would be required in order to comply with SB 9.

Accessory Dwelling Units (ADUs)
An Accessory Dwellings Unit (ADU) is an accessory dwelling with complete living facilities for one A.5.a
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LOT WITH LOT WITH LOT WITH SINGLE-FAMILY

VACANT LOT SINGLE-FAMILY HOME NONCONFORMING DUPLEX HOME AND AN ADU A1 81 (1 D1
LU a::
0 u._
LU
CD
No units 1 unit Up to 2 units 1 unit
(nonconforming) + 1 ADUIJADU
A2 B2 (2 D2
V'I .. !::
f--__J
-c.. z Vl
::, f--
o9
00 <t 2
Up to 2 units Up to 2 units No additional units Can add 1 addtl. unit + 2 ADUsl JADUs + 2 ADUs IJADUs + 1 ADUIJADU
0 B3 (3
z
-t: Vl __,
f--c.. 2 Vl
::, f--
0 0
__J
0 <t
Up to 4 total units Up ta 4 total units Up to 4 total units Up to 4 total units 'Legally constructed but not currently permitted. Check your local ordinance for nonconforming use policies.

USING SB 9 WITHOUT A LOT SPLIT :
• Without a lot split , SB 9 does not limit the number
of ADUs or JADUs (B2, D2) -but other laws might.
• SB 9 could be interpreted to allow 2 new units
beyond an existing unit (up to 3 units/lot, plus
any allowed ADUs/ JADUs).

USING SB 9 WITH A LOT SPLIT :
• SB 9 does not require jurisdictions
to approve more than 4 units
total, including any ADUs/ JADUs.

SINGLE-UNIT DEVELOPMENTS
SB 9 can be used to develop single
units -but projects must comply
with all SB 9 requirements.

PC Study Session Staff Report
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or more persons. There are several types of ADUs including:

• Detached – which means the ADU is separated from the primary dwelling unit or structure;
• Attached – which means the ADU is attached to the primary structure on a lot; • Converted Existing Space – which is any space on a lot with a primary dwelling unit (i.e. master bedroom, garage, storage space, accessory structure, etc.) that is converted into an independent living unit.
• Junior Accessory Dwelling Unit (JADU) - which is a specific type of conversion of an existing space within a single-family residence that is contained entirely within that structure.

The City regulates Accessory Dwelling Units under Chapter 17.22.040 of the Zoning Ordinance (Attachment 3). This Ordinance was last updated in 2019, but is not consistent with the changes in State Law which are summarized below.

The following changes to State Law have been made with regards to how the City processes review of an Application for an ADU:

• The Application for an ADU or JADU shall be deemed approved if the City has not acted on a complete application within 60 days (reduced from 120 days);

• Requires ministerial approval of an application for a Building Permit in a residential or mixed use zone to create one ADU and one JADU per lot;

• Establishes impact fee exemptions and limitations; and

• Prohibits Covenants, Codes and Restrictions that restrict the construction of or use of and ADU or JADU.

The following changes to State Law have been made which restrict how a City can review ADUs which are not consistent with the City’s current Zoning Ordinance:

• Allows for the rental of a ADU or JADU even if the ADU or JADU was approved with a condition that restricted the unit being rented;

• Prohibits requirements which require a minimum lot size for construction of an ADU;

• Eliminates owner occupancy requirements for ADUs approved between January 1, 2020 – January 1, 2025;

• Prohibits a City from establishing a maximum size of an ADU of less than 850 square A.5.a
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feet, or 1,000 square feet if the ADU has one or more bedrooms;

• When an ADU is created through the conversion of a garage, carport, or covered parking, the City may not require replacement off-street parking;

• The accessory structure definition has been modified to read “a structure that is accessory or incidental to a dwelling on the same lot as the ADU”;

• Allows a City to identify an ADU or JADU as an adequate site to satisfy Regional Housing Needs Allocation housing needs;

• Allows a JADU to be constructed within the walls of a proposed or existing single family residence and eliminates the required inclusion of an existing bedroom or interior entry into the residence;

• An ADU does not count towards the allowable density of a lot;

• Parking requirements for an ADU may not exceed one parking space per unit or bedroom, whichever is less and may be provided as tandem parking on a driveway;

• There is no limit on the number of bedrooms in an ADU; and

• An ADU is also permitted on a lot where an SB 9 lot split has occurred (as long as there are no more than two total dwelling units on each parcel).

For additional information regarding ADUs, please refer to the Accessory Dwelling Unit Handbook, prepared by the California Department of Housing and Community Development, included as Attachment 4. As mentioned above, the existing Zoning Ordinance is not consistent with State Law and changes to the Ordinance will need to be made in order to comply with State Law.

Density Bonus

The State Density Bonus Law (Sections 65915-65918 of the California Government Code, Attachment 6) allows developer to seek a density bonus in exchange for donating land or for building affordable projects. A density bonus means the increase over the otherwise maximum allowable gross residential density established by the City, the amount of which varies based on the type and percentage of affordable housing provided by the Developer.

The following Table summarizes the percentage of bonus granted by the Target Group (level of affordability) and the percentage of affordable units that are provided on-site. The density bonus granted by the current Density Bonus State Law is higher than what is currently listed in Hollister’s A.5.a
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Zoning Ordinance.

Table 1: Density Bonus by Target Group and Percentage of Development Affordability

Target Group Minimum %
Target Units
Bonus
Granted
Additional
Bonus for Each
1% Increase in
Target Units
% Target Units
Required for
Maximum 50%
Bonus
Very Low Income 5% 20% 2.5% 15%
Low Income 10% 20% 1.5% 24%
Moderate Income
(Common Interest
Development, Condo or
PUD only)
10% 5% 1% 44%
Senior Citizen Housing
Development
100% 20% – –
100% Affordable
Project (includes bonus
units)
100% 80%1 – –
1 If the housing development is located within one-half mile of a major transit stop, the city shall not impose any maximum controls on density [Gov. Code. Sec. 65915 (f)(3)(D)(ii)]

In addition to granting a density bonus, the City is required to provide one or more incentives or concessions to each project which qualifies for a density bonus (see Table 1). The following have been identified as a concession or incentive under the Government Code:

• A reduction in site development standards or a modification of zoning code or architectural design requirements, such as a reduction in setback or minimum square footage requirements; or

• Approval of mixed use zoning; or

• Other regulatory incentives or concessions which actually result in identifiable and actual cost reductions.

The number of incentives that can be granted are based on the percentage and type of affordable housing provided in the development.

Several changes have been made to the State Density Bonus Law since the City’s Density Bonus Ordinance was amended in 2011. The following changes to have been made which are not consistent with the City’s current Ordinance:

• The City must allow for a higher density bonus as listed in Table 1; A.5.a
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• The City must grants a density bonus for the provision of units for foster youths, disabled veterans, homeless and college students;

• The Law now allows a density bonus for mixed-use projects;

• The State Law establishes parking requirements which are lower than what is in the Zoning Ordinance (granted based on the provision of affordable housing, a Developer may also seek an incentive to further reduce required on-site parking);

• The State Law establishes affordable housing restrictions which are different from what is in the current Zoning Ordinance;

• A City is required to clearly show what information must be submitted for a complete density bonus application;

• Current law increases the total number of incentives the City must provide (up to four incentives);

• A City must grant a density bonus for the provision of a childcare facility on residential and commercial and industrial projects; and

• Permits the City to grant a floor area ratio bonus rather than a tradition density bonus for high density projects adjacent to public transit.

As mentioned above, the existing Zoning Ordinance is not consistent with State Law and changes to the Ordinance will need to be made in order to comply with State Law.

CONCLUSION:

The City’s Zoning Ordinance is not consistent with State Law with respect to Density Bonuses and Accessory Dwelling Units. Additionally, SB 9 recently took effect and the Hollister Zoning Ordinance does not allow for the additional dwellings allowed under this Senate Bill.

Modifications to the Zoning Ordinance are required in order to comply with current regulations.

RECCOMENDATION:

Staff recommends that the Planning Commission provide Staff with direction/comments and direct Staff to do the following:

• Draft a new Ordinance related to SB 9 for inclusion into the Zoning Ordinance; and

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• Make minor modifications in the Zoning Ordinance so that the Zoning Ordinance is consistent with the new Ordinance related to SB 9; and

• Modify Section 17.22.040, Accessory Structures, so that this Section is consistent with State Law; and

• Modify Chapter 17.04, Article II, Density Bonus, so that this section is consistent with State Law.

NEXT STEPS:

Should the Planning Commission direct Staff to make the modifications mentioned above, Staff will bring draft Ordinances to the Planning Commission for review during a Public Hearing for recommendation to the City Council.

Most of the current Zoning Ordinance has not been amended since 2008. Staff is aware of several changes to the Zoning Ordinance that both the Planning Commission and City Council would like made. Additionally, changes will be required once the Hollister 2040 General Plan is adopted, which is currently being drafted. Once the General Plan is adopted, Staff intends to overhaul the entire Zoning Ordinance to reflect desired changes, changes required by the General Plan and to make the Zoning Ordinance more user friendly. Staff intends to bring the modifications to the Planning Commission for review during several Study Sessions prior to a Public Hearing.

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SUBJECT: Zoning Ordinance Amendment 2022-2 – Amendments to the City of Hollister Municipal Code to incorporate changes related to Senate Bill 9 (Gov. Code Sections 66452.6, 65852.21, and 66411.7) which came into effect January 1, 2022. The changes will bring the municipal code into conformance with the State Law and will allow for Urban Lot Splits and two-unit housing development within single-family residential zoning districts.

STAFF PLANNER: Eva Kelly, Interim Planning Manager (831) 636-4360 Erica Fraser, AICP, Consulting Planner

ATTACHMENTS: 1. Resolution recommending City Council adoption of Chapter

17.26, Two-Unit Residential Developments and Urban Lot Splits of the Zoning Ordinance with Ordinance included as Exhibit A.

RECOMMENDATION: Approve Resolution

BACKGROUND:

The Planning Commission previously discussed urban lot splits and two-unit residential developments related to Senate Bill 9 (SB 9) during a Study Session on August 4, 2022. The purpose of the Study Session was to discuss recent laws adopted by the State of California and modifications that were required in order to implement the changes. At the Study Session, Staff indicated that we would prepare a draft Ordinance and bring the Ordinance for review by the Planning Commission during a Public Hearing.

In anticipation of the adoption of an Ordinance implementing the provisions of SB 9, the City Council adopted Ordinance No. 2020 on October 3, 2022. This Ordinance modified the Zoning Ordinance to allow duplexes within the R1 (Low Density Residential) District, consistent with the requirements of Senate Bill 9.

The purpose of tonight’s meeting is to review the proposed Zoning Ordinance Amendment to adopt Chapter 17.26, Two-Unit Residential Developments and Urban Lot Splits, to implement the provisions of SB 9 into the City’s Zoning Ordinance.

Planning Commission
Staff Report
November 17, 2022
Item 4
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Staff Report
ZOA 2022-2

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SENATE BILL 9:

Senate Bill (SB) 9 took effect on January 1, 2022. The purpose of SB 9 is to increase density in single family neighborhoods (the most expensive type of housing to own or rent) and to increase housing units in the State and to create more inclusive neighborhoods.

SB 9 applies to all single-family residential zoned properties with several key exceptions:

• Environmentally sensitive areas (i.e. farmland, wetlands, protected habitats, or easements);

• Environmental hazard areas (such as a fault zone) if mitigations are not possible;

• Historic properties and districts;

• Properties where the Ellis Act was used to evict tenants at any time in the last 15 years; and

• Additionally, demolition is generally not permitted for units rented in the last 3 years, rent-controlled units, or units restricted to people of low or moderate incomes.

• The City must review and process an application for a SB 9 development ministerially without any discretionary/subjective review;

• Development of a two-unit residential development and an Urban Lot Split is not subject to the California Environmental Quality Act;
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• Minimum four foot interior side and rear yard setbacks;

• The residential dwellings may be attached as long as they meet building code safety standards;

• All uses are restricted to residential uses only;

• The City may restrict the short term rental of dwelling units created by SB 9 to a term of greater than 30 days;

• The City must allow an ADU or JADU to be constructed per primary dwelling unit if the lot was not previously split under SB 9;

• The design of the unit must comply with any objective design standards or design guidelines the City has adopted for the Zoning District in which the property is located.

Urban Lot Splits

• Each new lot must be a minimum of 1,200 square feet in size;

• The Urban Lot Split must result in lots of approximately equal size provided that one parcel shall not be smaller than 40 percent of the size of the original parcel;

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• The property owner must intend to occupy one of the units as their principle residence for a minimum of three years;

• A maximum of two dwelling units are allowed on each lot;

• The same development standards for a two-unit development (as stated above) shall also apply for the construction of dwelling units on the new parcel.

The following graphic prepared by the Association of Bay Area Governments illustrates potential scenarios that could occur on a single-family property under SB 9.

Under SB 9, the City must review and process applications for SB 9 two-unit housing developments and urban lot splits ministerially without any discretionary/subjective review or CEQA. The City may only deny an SB 9 proposal if the Director of Development Services finds that it would have a "specific, adverse impact [as defined by the law], upon public health and safety or the physical environment and for which there is no feasible method to satisfactorily mitigate A.5.b
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LOT WITH LOT WITH LOT WITH SINGLE-FAMILY

VACANT LOT SINGLE-FAMILY HOME NON CONFORMING DUPLEX HOME AND AN ADU A1 B1 (1 D1
UJ
er::
0 U-
UJ
co
No units 1 unit Up to 2 units 1 unit
(nonconforming) + 1 ADUIJADU
A2 B2 (2 D2
-t:: ~~ z V,
:::) I-
0 0 _J
0 0 <( z
Up to 2 units Up to 2 units No odditionol units Can add 1 addtL unit + 2 ADUs!JADUs + 2 ADUs!JADUs + 1 ADUIJADU
0 B3 C3
z -t:: V, _J
I-0.. 2 Vl
:::) I-
0 0
_J
0 <(
Up to 4 total units Up to 4 total units Up to 4 total units Up to 4 total units 'Legally constructed but not currently permitted. Check your local ordinance for nonconforming use policies.

USING SB 9 WITHOUT A LOT SPLIT:
• Without a lot split, SB 9 does not limit the number
of ADUs or JADUs (82, D2) -but other laws might.
• SB 9 could be interpreted to allow 2 new units
beyond an existing unit (up to 3 units/lot, plus
any allowed ADUs/ JADUs).

USING SB 9 WITH A LOT SPLIT :
• SB 9 does not require jurisdictions
to approve more than 4 units
total, including any ADUs/ JADUs.

SINGLE-UNIT DEVELOPMENTS
SB 9 can be used to develop single
units -but projects must comply
with all SB 9 requirements.

Staff Report
ZOA 2022-2

Page 5 of 6 ends

or avoid the specific, adverse impact." Any denials must be based on objective, identified public health and safety standards, policies, or conditions that existed when the application was submitted.

CHAPTER 17.26, TWO-UNIT RESIDENTIAL DEVELOPMENTS AND URBAN LOT SPLITS

Under the provisions of SB 9, a City may choose to adopt an Ordinance regulating two-unit residential developments and urban lot splits. Any Ordinance adopted by the City Council must comply with all requirements of State Law. If a City does not adopt an Ordinance, any requests for a SB 9 development or lot split would need to conform to State Law and would just need a building permit.

In order to better implement SB 9, Staff has prepared Chapter 17.26, Two-Unit Residential Developments and Urban Lot Splits (Exhibit A of Attachment 1) for inclusion into the Zoning Ordinance. By adopting this Chapter of the Zoning Ordinance, the City can provide a clear path for review and approval of these types of developments. Additionally, by adopting an Ordinance the City can include objective design standards and other requirements for approval of these projects.

The proposed Ordinance will provide the following:

• Clear language which defines the number of lot splits allowed and the total number of dwelling units allowed on each property.

• List of development standards (setbacks, lot coverage, height, etc.) that apply to two- unit residential developments.

• Limit two-unit residential units to two primary dwelling units and prohibit accessory dwelling units on properties with two primary dwelling units.

• Include design standards.

• Establish application submittal requirements.

• Establish City review procedures.

• Require an Affidavit which requires the Applicant to occupy one of the primary dwelling units as their principal residence for a minimum of three years (for urban lot splits only).

• Require a Deed Restriction which prohibits future lot splits (in the case of an urban lot split), prohibits short term rentals, and prohibits non-residential uses on the site.

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With the implementation of this Ordinance, a homeowner will be able to clearly review all the regulations this type of project must follow. A homeowner who wishes to build a two-unit development or conduct an urban lot split, would be required to submit the City’s prescribed application form and an affidavit to the Planning Department for review. Upon approval, as proposed in the Ordinance, the homeowner would also need to record a restrictive covenant prior to issuance of a building permit.

CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA):

The California Environmental Quality Act does not apply to a SB 9 lot split and/or two unit development because the project is a ministerial project and CEQA does not apply to ministerial projects (Pub. Resources Code, Section 21080(b)(1); CEQA Guidelines, Section 15268.) Additionally, the adoption of an Ordinance related to the implementation of SB 9 is exempt from CEQA because the Ordinance is not a project under CEQA (CEQA Guidelines, Section 15378).

CONCLUSION:

Although not required, a City can implement an Ordinance related to SB 9 in order to establish requirements for the review and approval of a two-unit residential development and lot splits in the City. By including a Chapter in the Zoning Ordinance related to the implementation of SB 9, the City can establish clear, easy to understand requirements for urban lot splits and the construction of two-unit residential developments in the City. Additionally, the City can establish design standards and other submittal requirements (that do not conflict with State Law) that would otherwise not be codified if the City relied only on State Law for implementation of these developments which a City is required to allow under SB 9.

PLANNING COMMISSION OPTIONS:

The Planning Commission can choose one of the following options:

1. Adopt a Resolution recommending City Council adoption of Chapter 17, 26, Two-Unit Residential Developments and Urban Lot Splits;

2. Adopt a Resolution recommending City Council adoption of Chapter 17, 26, Two-Unit Residential Developments and Urban Lot Splits, with modifications to the draft Ordinance proposed by the Planning Commission;

3. Continue the hearing and direct Staff to provide additional information or clarification.

Staff recommends the Planning Commission select Option 1 for this Item.

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STAFF REPORT

CITY COUNCIL REGULAR MEETING AGENDA
MEETING DATE: DECEMBER 19, 2022
SUBMITTED: December 8, 2022 AGENDA ITEM: Consent Items
DEPARTMENT:

DEPARTMENT HEAD:

Engineering
Mark Falgout, Acting City
Engineer
CONTACT: Socorro Zendejas, Associate
Engineer

TITLE OF ITEM: RESOLUTION NO. 2022-208, A RESOLUTION OF THE CITY

COUNCIL OF THE CITY OF HOLLISTER GRANTING FINAL ACCEPTANCE OF

PUBLIC IMPROVEMENTS AND APPROVING BOND RELEASE FOR THE SOLORIO

PARK I SUBDIVISION

BRIEF DESCRIPTION: This resolution will grant final acceptance of the public improvements installed as part of the Solorio Park I subdivision and will approve the bond release for the subdivision.

RECOMMENDATION: The City Council accept the public improvements as constructed in accordance with the approved plans and specifications, as well as approve the bond release for such improvements.

DEPARTMENT SUMMARY: Meritage Homes of California entered into a Subdivision Improvement Agreement with the City of Hollister. Said agreement required Meritage Homes to install certain public improvements for the Solorio Park I development and to bond as a way to secure the improvements.

Engineering has performed a final inspection for the subdivision and has found that all requirements have been met; the improvements for Solorio Park I have been installed as required and bonding can be released in full.

FINANCIAL IMPACT: None

CEQA: n/a

THIS REPORT WAS REVIEWED BY THE CITY MANAGER WHO CONCURS WITH

THE STAFF RECOMMENDATION

Brett Miller, City Manager

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RESOLUTION NO. 2022-208

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HOLLISTER GRANTING

FINAL ACCEPTANCE OF PUBLIC IMPROVEMENTS AND APPROVING BOND

RELEASE FOR THE SOLORIO PARK I SUBDIVISION

WHEREAS, the Final Map for the Solorio Park I Subdivision (“The Project”) was approved by the City Council of the city of Hollister (“City Council”) on December 3rd 2018, under and pursuant to the provisions of the Subdivision Improvement Agreement (“SIA”) between Meritage Homes of California, (“Developer”), and the City of Hollister (“City”) (collectively, the “Parties”); and

WHEREAS, Meritage Homes of California, as Principal, and International Fidelity Insurance Company, as Surety, executed and posted a certain Performance Bond No.

LAIFSU0737066 conditioned upon the faithful performance of the provisions of said SIA and upon the faithful performance of all improvement work required thereunder; and

WHEREAS, as of May 22, 2020, the City found the required improvements to be substantially complete; and

WHEREAS, as of August 6, 2020, Meritage Homes of California, as Principal, and International Fidelity Insurance Company, as Surety, executed and posted a certain Warranty Bond No. LAIFSU0737066-M to guarantee and warranty the aforementioned improvement work against any defective work or labor done, or defective materials furnished; and

WHEREAS, said Warranty Bond releases the Performance Bond in its entirety and shall remain in place until after construction and final building inspection approval of the last home within the subdivision, but no less than a period of one year, from the date the City has found the required improvements to be substantially complete; and

WHEREAS, the City Council is willing to consent to the release of the entirety of the Warranty Bond; and

WHEREAS, the City ‘s Engineering Division (“Engineering”) has made final inspection of the required Public Improvements for the Solorio Park I Subdivision; and

WHEREAS, Engineering has found that all Warranty Bond requirements have been met and recommends that City Council accept the Public Improvements as constructed in accordance with the approved plans and specifications.

NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of Hollister hereby finds, determines, and resolves as follows:

1. The Public Improvements installed for the Solorio Park I Subdivision, are hereby accepted as constructed in accordance with the approved plans and specifications upon recommendation of Engineering.

2. The penal sum of the faithful Performance Bond by the above-named Subdivider, as Principal, and the above-named Surety in connection with the Solorio Park I A.6
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Subdivision was released and replaced by the Warranty Bond upon the City’s receipt and acceptance of such.

3. The penal sum of certain Security furnished for warranty by the above-named Subdivider, as Principal, and the above-named Surety in connection with the Solorio Park I Subdivision may be released in full, upon request of said Principal and Surety.

4. Provided, however, that nothing herein contained shall in any way be deemed to be a waiver, release or relinquish by City of any obligations imposed upon the Subdivider or his/its Surety, or sureties, by law or by the SIA, save and except as expressly set forth herein.

5. City Council grants authorization for Engineering to release the Warranty Bond in full, with the understanding that all required warranty work has been complete to the satisfaction of Engineering.

PASSED AND ADOPTED, by the City Council of the City of Hollister at a Regular Meeting held this 19th day of December, 2022, by the following vote:

Ignacio Velazquez, Mayor
ATTEST:

Jennifer Woodworth, MMC, City Clerk

APPROVED AS TO FORM:

Lozano Smith Attorneys at Law

Mary F. Lerner, City Attorney

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I, JENNIFER WOODWORTH, MMC, City Clerk of the City of Hollister, do hereby certify that the attached Resolution No. 2022-208, is an original Resolution, or true and correct copy of a City Resolution, duly adopted by the Council of the City of Hollister at a regular meeting of said Council held on the 19th day of December, 2022, at which meeting a quorum was present.

IN WITNESS WHEREOF, I have hereunto set my hand and affixed the Official Seal of the City of Hollister this City Council day of December, 2022.

Jennifer Woodworth, MMC

City Clerk of the City of Hollister
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STAFF REPORT

CITY COUNCIL REGULAR MEETING AGENDA
MEETING DATE: DECEMBER 19, 2022
SUBMITTED: December 8, 2022 AGENDA ITEM: Consent Items
DEPARTMENT:

DEPARTMENT HEAD:

Engineering
Mark Falgout, Acting City
Engineer
CONTACT: Socorro Zendejas, Associate
Engineer

TITLE OF ITEM: RESOLUTION NO. 2022-209, A RESOLUTION OF THE CITY

COUNCIL OF THE CITY OF HOLLISTER GRANTING FINAL ACCEPTANCE OF

PUBLIC IMPROVEMENTS AND APPROVING BOND RELEASE FOR THE SOLORIO

PARK II SUBDIVISION

BRIEF DESCRIPTION: This resolution will grant final acceptance of the public improvements installed as part of the Solorio Park II subdivision and will approve the bond release for the subdivision.

RECOMMENDATION: The City Council accept the public improvements as constructed in accordance with the approved plans and specifications, and approve the bond release for such improvements.

DEPARTMENT SUMMARY: Meritage Homes of California entered into a Subdivision Improvement Agreement with the City of Hollister. Said agreement required Meritage Homes to install certain public improvements for the Solorio Park II development and to bond as a way to secure the improvements.

Engineering has performed a final inspection for the subdivision and has found that all requirements have been met; the improvements for Solorio Park II have been installed as required and bonding can be released in full.

FINANCIAL IMPACT: None

CEQA: N/A

THIS REPORT WAS REVIEWED BY THE CITY MANAGER WHO CONCURS WITH

THE STAFF RECOMMENDATION

Brett Miller, City Manager

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RESOLUTION NO. 2022-209

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HOLLISTER GRANTING

FINAL ACCEPTANCE OF PUBLIC IMPROVEMENTS AND APPROVING BOND

RELEASE FOR THE SOLORIO PARK II SUBDIVISION

WHEREAS, the Final Map for the Solorio Park II Subdivision (“The Project”) was approved by the City Council of the city of Hollister (“City Council”) on December 3rd 2018, under and pursuant to the provisions of the Subdivision Improvement Agreement (“SIA”) between Meritage Homes of California, (“Developer”), and the City of Hollister (“City”) (collectively, the “Parties”); and

WHEREAS, Meritage Homes of California, as Principal, and International Fidelity Insurance Company, as Surety, executed and posted a certain Performance Bond No.

LAIFSU0737067 conditioned upon the faithful performance of the provisions of said SIA and upon the faithful performance of all improvement work required thereunder; and

WHEREAS, as of June 2, 2020, the City found the required improvements to be substantially complete; and

WHEREAS, as of August 6, 2020, Meritage Homes of California, as Principal, and International Fidelity Insurance Company, as Surety, executed and posted a certain Warranty Bond No. LAIFSU0737067-M to guarantee and warranty the aforementioned improvement work against any defective work or labor done, or defective materials furnished; and

WHEREAS, the City Council is willing to consent to the release of the entirety of the Warranty Bond; and

WHEREAS, the City‘s Engineering Division (“Engineering”) has made final inspection of the required Public Improvements for the Solorio Park II Subdivision; and

NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of Hollister hereby finds, determines, and resolves as follows:

1. The Public Improvements installed for the Solorio Park II Subdivision, are hereby accepted as constructed in accordance with the approved plans and specifications upon recommendation of Engineering.

2. The penal sum of the faithful Performance Bond by the above-named Subdivider, as Principal, and the above-named Surety in connection with the Solorio Park II A.7
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Subdivision was released and replaced by the Warranty Bond upon the City’s receipt and acceptance of such.

3. The penal sum of certain Security furnished for warranty by the above-named Subdivider, as Principal, and the above-named Surety in connection with the Solorio Park II Subdivision may be released in full, upon request of said Principal and Surety.

5. City Council grants authorization for Engineering to release the Warranty Bond in full, with the understanding that all required warranty work has been complete to the satisfaction of Engineering.

PASSED AND ADOPTED, by the City Council of the City of Hollister at a Regular Meeting held this 19th day of December, 2022, by the following vote:

Ignacio Velazquez, Mayor
ATTEST:

Jennifer Woodworth, MMC, City Clerk

APPROVED AS TO FORM:

Lozano Smith Attorneys at Law

Mary F. Lerner, City Attorney

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I, JENNIFER WOODWORTH, MMC, City Clerk of the City of Hollister, do hereby certify that the attached Resolution No. 2022-209, is an original Resolution, or true and correct copy of a City Resolution, duly adopted by the Council of the City of Hollister at a regular meeting of said Council held on the 19th day of December, 2022, at which meeting a quorum was present.

IN WITNESS WHEREOF, I have hereunto set my hand and affixed the Official Seal of the City of Hollister this City Council day of December, 2022.

Jennifer Woodworth, MMC

City Clerk of the City of Hollister
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STAFF REPORT

CITY COUNCIL REGULAR MEETING AGENDA
MEETING DATE: DECEMBER 19, 2022
SUBMITTED: November 28, 2022 AGENDA ITEM: Consent Items DEPARTMENT:

DEPARTMENT HEAD:

Recreation
Tina Garza, Recreation Services
Manager
CONTACT: Tina Garza, Recreation Services
Manager
831-636-4390

TITLE OF ITEM: RESOLUTION NO. 2022-210, A RESOLUTION OF THE CITY

COUNCIL OF THE CITY OF HOLLISTER AMENDING THE GRANT AGREEMENT

WITH THE CALIFORNIA DEPARTMENT OF PARKS AND RECREATION FOR THE PROP 68 FIRE STATION #2 NEW PARK PROJECT.

BRIEF DESCRIPTION: The City Council of the City of Hollister will receive an amended contract with amendments to the Prop 68 Fire Station #2 New Park project.

RECOMMENDATION: Staff recommends the City Council of the City of Hollister approve the recommended amendments to the contract and authorize the City Representative to sign the contract.

DEPARTMENT SUMMARY: In March 2021, by Council approval, staff applied to the Prop 68 Grant Statewide Park Development and Community Revitalization Program.

The purpose of the submittal was to build a new park on the north side of the City of Hollister Fire Station 2. Some of the project’s amenities included a dog park, art in the park, a fire station playground, pickleball courts, a basketball court, a pavilion, and exercise stations.

On December 20, 2021, by Resolution 221-241, the City Council of the City of Hollister accepted $1,826,125.00 from the California Department of Parks and Recreation Prop 68 Statewide Park Development and Community Revitalization Program.

On November 22, 2022, staff received an amendment to the contract by email. The State of California Department of Parks and Recreation, Contract No. C5054084 amended two areas of the agreement.

The Amended Grant Contract for the Prop 68 Statewide Park program Fire Station #2 New Park Project performance period has been extended to June 30, 2028, and additional language has been added to the Contract Provisions. The Special Provisions below are made a part of and incorporated into the contract amendment.

Sanctions. This Executive order extends to recipients of any State Grants (Grantee). Grantees include those who have contracted or will contract to receive State grant funds. Accordingly, should the State determine that a Grantee is a target of Economic Sanctions or is conducting prohibited transactions with sanctioned individuals or entities, that shall be grounds for termination of this agreement. The State shall provide the Grantee advance written notice of such termination, allowing the Grantee at least 30 calendar days to provide a written response. Termination of any contract found to be in violation of this Executive Order shall be at the sole discretion of the State.

FINANCIAL IMPACT: None

CEQA: N/A

ATTACHMENTS:

1. 2022-12-05 Amended Contract C5054084 and Provisions

THIS REPORT WAS REVIEWED BY THE CITY MANAGER WHO CONCURS WITH

THE STAFF RECOMMENDATION

Brett Miller, City Manager

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RESOLUTION NO. 2022-210

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HOLLISTER AMENDING

THE GRANT AGREEMENT WITH THE CALIFORNIA DEPARTMENT OF PARKS AND RECREATION FOR THE PROP 68 FIRE STATION #2 NEW PARK PROJECT.

WHEREAS, in March 2021, by Council approval, staff applied to the Prop 68 Grant Statewide Park Development and Community Revitalization Program; and

WHEREAS, on December 20, 2021, by Resolution 221-241, the City Council of the City of Hollister accepted $1,826,125.00 from the California Department of Parks and Recreation Prop 68 Statewide Park Development and Community Revitalization Program; and

WHEREAS, on November 22, 2022, staff received an amendment to the contract by email. The State of California Department of Parks and Recreation, Contract No.

C5054084 amended two areas of the agreement; and

WHEREAS, the Amended Grant Contract for the Prop 68 Statewide Park Program Fire Station #2 New Park Project performance period has been extended to June 30, 2028; and

WHEREAS, the Special Provisions are made a part of and incorporated into the contract amendment.

III. Special Provisions
A. Economic Sanctions
On March 4, 2022, Governor Gavin Newsom issued Executive Order N-6- 22 (the EO) regarding Economic Sanctions against Russia and Russian entities and individuals. “Economic Sanctions” refers to sanctions imposed by the U.S. government in response to Russia’s actions in Ukraine, as well as any sanctions imposed under state law. The EO directs state agencies to terminate contracts with, and to refrain from entering any new contracts with, individuals or entities that are determined to be a target of Economic Sanctions. This Executive order extends to recipients of any State Grants (Grantee). Grantees include those who have contracted or will contract to receive State grant funds. Accordingly, should the State determine that a Grantee is a target of Economic Sanctions or is conducting prohibited transactions with sanctioned individuals or entities, that shall be grounds for termination of this agreement. The State shall provide the Grantee advance written notice of such termination, allowing the Grantee at least 30 calendar days to provide a written response. Termination of any contract found to be in violation of this Executive Order shall be at the sole discretion of the State.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Hollister accept the amended grant contract for the Prop 68 Statewide Park Program Fire Station #2 New Park Project and authorize the City Manager to execute the amended grant contract.

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PASSED AND ADOPTED, by the City Council of the City of Hollister at a Regular Meeting held this 19th day of December, 2022, by the following vote:

Ignacio Velazquez, Mayor
ATTEST:

Jennifer Woodworth, MMC, City Clerk

APPROVED AS TO FORM:

Lozano Smith Attorneys at Law

Mary F. Lerner, City Attorney

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I, JENNIFER WOODWORTH, MMC, City Clerk of the City of Hollister, do hereby certify that the attached Resolution No. 2022-210, is an original Resolution, or true and correct copy of a City Resolution, duly adopted by the Council of the City of Hollister at a regular meeting of said Council held on the 19th day of December, 2022, at which meeting a quorum was present.

IN WITNESS WHEREOF, I have hereunto set my hand and affixed the Official Seal of the City of Hollister this City Council day of December, 2022.

Jennifer Woodworth, MMC

City Clerk of the City of Hollister
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State of California – Natural Resources Agency

DEPARTMENT OF PARKS AND RECREATION

AMENDMENT TO CONTRACT

Contract No. C5054084 Amendment No. 1

THIS AMENDMENT is hereby made and agreed upon by the State of California, acting through the Director of the Department of Parks and Recreation and by the City of Hollister

The State and, City of Hollister in mutual consideration of the promises made herein and in the contract in which this is an amendment, do promise as follows:

GRANT PERFORMANCE PERIOD is from _July 01, 2021__________ through _June 30, 2028_____

CONTRACT PERFORMANCE PERIOD is from _July 01, 2021__________ through _June 30, 2051____ _

PROJECT TITLE __Fire Station #2 New Park_______ APPLICATION NUMBER _SW-35-001_____________

The GRANTEE agrees to the terms and conditions of this contract, hereinafter referred to as AGREEMENT, and the State of California, acting through its Director of Parks and Recreation, pursuant to the State of California, agrees to fund the total State grant amount indicated below. The GRANTEE agrees to complete the GRANT SCOPE as defined in the GRANT SCOPE /Cost Estimate Form of the APPLICATION filed with the State of California referenced by the application number indicated above.

Total State grant amount not to exceed _$1,826,125_______________

The General and Special Provisions attached are made a part of and incorporated into this Contract Amendment.

1. To extend the grant performance period from June 30, 2024, to June 30, 2028

2. To add III. Special Provision, A. Economic Sanctions

In all other respects, the contract of which this is an amendment, and the terms and conditions if relevant thereto, shall remain in full force and effect. In witness whereof the parties hereto have executed this amendment as of the date entered below.

STATE DEPARTMENT OF PARKS AND RECREATION
Applicant: City of Hollister

Title City Manager
Applicant’s Authorized Representative as shown in Resolution

Date

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State of California – Natural Resources Agency

DEPARTMENT OF PARKS AND RECREATION

CERTIFICATION OF FUNDING
(FOR STATE USE ONLY)

CONTRACT NO
C5054084

AMENDMENT NO
1 FISCAL SUPPLIER I.D.
0000011722

PROJECT NO
SW-35-001

AMOUNT ENCUMBERED BY THIS
DOCUMENT $0.00
FUND
General Fund

PRIOR AMOUNT ENCUMBERED BY THIS
CONTRACT $1,826,125
ITEM 3790-101-0001 CHAPTER 21 STATUTE 21 FISCAL YEAR 2022/23 TOTAL AMOUNT ENCUMBERED TO DATE $1,826,125 Reporting Structured 37900091 Account/Alt Account 5432000- 5432000000

ACTIVITY CODE
60054

PROJECT/WORK
PHASE

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1 I. RECITALS

This CONTRACT is entered into between the California Department of Parks and Recreation (hereinafter referred to as “GRANTOR,” “DEPARTMENT” or “STATE”) and City of Hollister (hereinafter referred to as “GRANTEE”).

The DEPARTMENT hereby grants to GRANTEE a sum (also referred to as “GRANT MONIES”) not to exceed _$1,826,125___, subject to the terms and conditions of this CONTRACT and the 2021/22 California State Budget, Chapter 21, statutes of 2021, Item number – 3790-101-0001 (appropriation chapter and budget item number hereinafter referred to as “2018 Parks Bond Act, Statewide Park Development and Community Revitalization GRANT”). These funds shall be used for completion of the GRANT SCOPE(S).

The Grant Performance Period is from _July 01, 2021_ to _June 30, 2028_.

II. GENERAL PROVISIONS

A. Definitions

As used in this CONTRACT, the following words shall have the following meanings:

1. The term “ACT” means the California Drought, Water, Parks Climate, Coastal Protection, and Outdoor Access for All Act of 2018, as referred to in section I of this CONTRACT.

2. The term “APPLICATION” means the individual project APPLICATION packet for a project pursuant to the enabling legislation and/or grant program process guide requirements.

3. The term “DEPARTMENT” or “STATE” means the California Department of Parks and Recreation.

4. The term “DEVELOPMENT” means capital improvements to real property by means of, but not limited to, construction, expansion, and/or renovation, of permanent or fixed features of the property.

5. The term “GRANTEE” means the party described as the GRANTEE in Section I of this CONTRACT.

6. The term “GRANT SCOPE” means the items listed in the GRANT SCOPE/Cost Estimate Form found in each of the APPLICATIONS submitted pursuant to this grant.

7. The term “GUIDE” means (1) the document identified as the “Grant Administration Guide for California Drought, Water, Parks, Climate, Coastal Protection, and Outdoor Access for All Act of 2018 Competitive Grant Programs Capital A.8.a
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2 Improvement Projects” and (2) The Application Guide that established the competitive procedures and policies for the selection of projects.

B. Project Execution

1. Subject to the availability of GRANT MONIES, the STATE hereby grants to the GRANTEE a sum of money not to exceed the amount stated in Section I of this CONTRACT, in consideration of, and on condition that, the sum be expended in carrying out the purposes as set forth in the scope described in the enabling legislation and referenced in the APPLICATION, Section I of this CONTRACT, and under the terms and conditions set forth in this CONTRACT.

The GRANTEE shall assume any obligation to furnish any additional funds that may be necessary to complete the GRANT SCOPE(S).

The GRANTEE agrees to submit any change or alteration from the original GRANT SCOPE(S) in writing to the STATE for prior approval. This applies to any and all changes that occur after STATE has approved the APPLICATION. Changes in the GRANT SCOPE(S) must be approved in writing by the STATE.

2. The GRANTEE shall complete the GRANT SCOPE(S) in accordance with the time of the Performance Period set forth in Section I of this CONTRACT, and under the terms and conditions of this CONTRACT.

To maintain the integrity of the competitive grant program, the GRANTEE agrees that any other project changes or alterations which deviate from the intent of the project selection criteria provided by the GRANTEE in the original competitive APPLICATION must be submitted in writing to the STATE for prior approval.

3. The GRANTEE shall comply with the California Environmental Quality Act (Public Resources Code, Section 21000, et seq., Title 14, California Code of Regulations, Section 15000 et seq.).

4. The GRANTEE shall comply with all applicable current laws and regulations affecting DEVELOPMENT projects, including, but not limited to, legal requirements for construction contracts, building codes, health and safety codes, and laws and codes pertaining to individuals with disabilities, including but not limited to the Americans with Disabilities Act of 1990 (42 U.S.C. §12101 et seq.) and the California Unruh Act (California Civil Code §51 et seq.).

C. Project Guide

1. GRANTEE agrees to abide by the GUIDES.

2. GRANTEE acknowledges that STATE may make reasonable changes to its procedures as set forth in the GUIDE. If STATE makes any changes to its procedures and guidelines, STATE agrees to notify GRANTEE within a reasonable time.

D. Project Administration
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3 1. If GRANT MONIES are advanced for DEVELOPMENT projects, the advanced funds shall be placed in an interest-bearing account until expended. Interest earned on the advanced funds shall be used on the project as approved by the STATE. If grant monies are advanced and not expended, the unused portion of the grant and any interest earned shall be returned to the STATE within 60 days after project completion or end of the Grant Performance Period, whichever is earlier.

2. The GRANTEE shall submit written project status reports within 30 calendar days after the STATE has made such a request. In any event, the GRANTEE shall provide the STATE a report showing total final project expenditures within 60 days of project completion or the end of the grant performance period, whichever is earlier. The Grant Performance Period is identified in Section I of this CONTRACT.

3. The GRANTEE shall make property or facilities acquired and/or developed pursuant to this contract available for inspection upon request by the STATE.

E. Project Termination

1. Project Termination refers to the non-completion of a GRANT SCOPE. Any grant funds that have not been expended by the GRANTEE shall revert to the STATE.

2. The GRANTEE may unilaterally rescind this CONTRACT at any time prior to the commencement of the project. The commencement of the project means the date of the letter notifying GRANTEE of the award or when the funds are appropriated, whichever is later. After project commencement, this CONTRACT may be rescinded, modified or amended only by mutual agreement in writing between the GRANTEE and the STATE, unless the provisions of this CONTRACT provide that mutual agreement is not required.

3. Failure by the GRANTEE to comply with the terms of the (a) GUIDE, (b) any legislation applicable to the ACT, (c) this CONTRACT as well as any other grant contracts, specified or general, that GRANTEE has entered into with STATE, may be cause for suspension of all obligations of the STATE unless the STATE determines that such failure was due to no fault of the GRANTEE. In such case, STATE may reimburse GRANTEE for eligible costs properly incurred in performance of this CONTRACT despite non-performance of the GRANTEE. To qualify for such reimbursement, GRANTEE agrees to mitigate its losses to the best of its ability.

4. Any breach of any term, provision, obligation or requirement of this CONTRACT by the GRANTEE shall be a default of this CONTRACT. In the case of any default by GRANTEE, STATE shall be entitled to all remedies available under law and equity, including but not limited to: a) Specific Performance; b) Return of all GRANT MONIES; c) Payment to the STATE of the fair market value of the project property or the actual sales price, whichever is higher; and d) Payment to the STATE of the costs of enforcement of this CONTRACT, including but not limited to court and arbitration costs, fees, expenses of litigation, and reasonable attorney fees.

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4 5. The GRANTEE and the STATE agree that if the GRANT SCOPE includes DEVELOPMENT, final payment may not be made until the work described in the GRANT SCOPE is complete and the GRANT PROJECT is open to the public.

F. Budget Contingency Clause
If funding for any fiscal year is reduced or deleted by the budget act for purposes of this program, the STATE shall have the option to either cancel this contract with no liability occurring to the STATE or offer a CONTRACT amendment to GRANTEE to reflect the reduced grant amount. This Paragraph shall not require the mutual agreement as addressed in Paragraph E, provision 2 of this CONTRACT.

G. Hold Harmless

1. The GRANTEE shall waive all claims and recourse against the STATE including the right to contribution for loss or damage to persons or property arising from, growing out of or in any way connected with or incident to this CONTRACT except claims arising from the concurrent or sole negligence of the STATE, its officers, agents, and employees.

2. The GRANTEE shall indemnify, hold harmless and defend the STATE, its officers, agents and employees against any and all claims, demands, damages, costs, expenses or liability costs arising out of the ACQUISITION, DEVELOPMENT, construction, operation or maintenance of the property described as the project which claims, demands or causes of action arise under California Government Code Section 895.2 or otherwise except for liability arising out of the concurrent or sole negligence of the STATE, its officers, agents, or employees.

3. The GRANTEE agrees that in the event the STATE is named as codefendant under the provisions of California Government Code Section 895 et seq., the GRANTEE shall notify the STATE of such fact and shall represent the STATE in the legal action unless the STATE undertakes to represent itself as codefendant in such legal action in which event the GRANTEE agrees to pay the STATE’s litigation costs, expenses, and reasonable attorney fees.

4. The GRANTEE and the STATE agree that in the event of judgment entered against the STATE and the GRANTEE because of the concurrent negligence of the STATE and the GRANTEE, their officers, agents, or employees, an apportionment of liability to pay such judgment shall be made by a court of competent jurisdiction.

Neither party shall request a jury apportionment.

5. The GRANTEE shall indemnify, hold harmless and defend the STATE, its officers, agents and employees against any and all claims, demands, costs, expenses or liability costs arising out of legal actions pursuant to items to which the GRANTEE has certified. The GRANTEE acknowledges that it is solely responsible for compliance with items to which it has certified.

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5 H. Financial Records

1. The GRANTEE shall maintain satisfactory financial accounts, documents, including loan documents, and all other records for the project and to make them available to the STATE for auditing at reasonable times. The GRANTEE also agrees to retain such financial accounts, documents and records for five years following project termination or issuance of final payment, whichever is later.

2. The GRANTEE shall keep such records as the STATE shall prescribe, including records which fully disclose (a) the disposition of the proceeds of STATE funding assistance, (b) the total cost of the project in connection with such assistance that is given or used, (c) the amount and nature of that portion of the project cost supplied by other sources, and (d) any other such records that will facilitate an effective audit.

3. The GRANTEE agrees that the STATE shall have the right to inspect and make copies of any books, records or reports pertaining to this contract or matters related thereto during regular office hours. The GRANTEE shall maintain and make available for inspection by the STATE accurate records of all of its costs, disbursements and receipts with respect to its activities under this CONTRACT.

Such accounts, documents, and records shall be retained by the GRANTEE for at least five years following project termination or issuance of final payment, whichever is later.

4. The GRANTEE shall use a generally accepted accounting system.

I. Use of Facilities

1. The GRANTEE agrees that the GRANTEE shall operate and maintain the property acquired or developed with the GRANT MONIES, for the duration of the Contract Performance Period.

2. The GRANTEE agrees that, during the Contract Performance Period, the GRANTEE shall use the property acquired or developed with GRANT MONIES under this contract only for the purposes of this grant and no other use, sale, or other disposition or change of the use of the property to one not consistent with its purpose shall be permitted except as authorized by the STATE and the property shall be replaced with property of equivalent value and usefulness as determined by the STATE.

3. The property acquired or developed may be transferred to another entity if the successor entity assumes the obligations imposed under this CONTRACT and with the approval of STATE.

4. Any real Property (including any portion of it or any interest in it) may not be used as security for any debt or mitigation, without the written approval of the STATE provided that such approval shall not be unreasonably withheld as long as the A.8.a
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6 purposes for which the Grant was awarded are maintained. Any such permission that is granted does not make the STATE a guarantor or a surety for any debt or mitigation, nor does it waive the STATE’S rights to enforce performance under the Grant CONTRACT.

5. All real property, or rights thereto, acquired with GRANT MONIES shall be subject to an appropriate form of restrictive title, rights, or covenants approved by the STATE. If the project property is taken by use of eminent domain, GRANTEE shall reimburse STATE an amount at least equal to the amount of GRANT MONIES received from STATE or the pro-rated full market value of the real property, including improvements, at the time of sale, whichever is higher.

6. If eminent domain proceedings are initiated against GRANTEE, GRANTEE shall notify STATE within 10 days of receiving the complaint.

J. Nondiscrimination

1. The GRANTEE shall not discriminate against any person on the basis of sex, race, color, national origin, age, religion, ancestry, sexual orientation, or disability in the use of any property or facility developed pursuant to this contract.

2. The GRANTEE shall not discriminate against any person on the basis of residence except to the extent that reasonable differences in admission or other fees may be maintained on the basis of residence and pursuant to law.

3. All facilities shall be open to members of the public generally, except as noted under the special provisions of this project contract or under provisions of the enabling legislation and/or grant program.

K. Severability

If any provision of this CONTRACT or the application thereof is held invalid, that invalidity shall not affect other provisions or applications of the CONTRACT which can be given effect without the invalid provision or application, and to this end the provisions of this CONTRACT are severable.

L. Liability

1. STATE assumes no responsibility for assuring the safety or standards of construction, site improvements or programs related to the GRANT SCOPE. The STATE’S rights under this CONTRACT to review, inspect and approve the GRANT SCOPE and any final plans of implementation shall not give rise to any warranty or representation that the GRANT SCOPE and any plans or improvements are free from hazards or defects.

2. GRANTEE will secure adequate liability insurance, performance bond, and/or other security necessary to protect the GRANTEE’s and STATE’S interest A.8.a
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7 against poor workmanship, fraud, or other potential loss associated with completion of the grant project.

M. Assignability

Without the written consent of the STATE, the GRANTEE’S interest in and responsibilities under this CONTRACT shall not be assignable by the GRANTEE either in whole or in part.

N. Use of Grant Monies

GRANTEE shall not use any grant funds (including any portion thereof) for the purpose of making any leverage loan, pledge, promissory note or similar financial device or transaction, without: 1) the prior written approval of the STATE; and 2) any financial or legal interests created by any such leverage loan, pledge, promissory note or similar financial device or transaction in the project property shall be completely subordinated to this CONTRACT through a Subordination Agreement provided and approved by the STATE, signed by all parties involved in the transaction, and recorded in the County Records against the fee title of the project property.

O. Section Headings

The headings and captions of the various sections of this CONTRACT have been inserted only for the purpose of convenience and are not a part of this CONTRACT and shall not be deemed in any manner to modify, explain, or restrict any of the provisions of this CONTRACT.

P. Waiver

Any failure by a party to enforce its rights under this CONTRACT, in the event of a breach, shall not be construed as a waiver of said rights; and the waiver of any breach under this CONTRACT shall not be construed as a waiver of any subsequent breach.

III. Special Provisions

A. Economic Sanctions

On March 4, 2022, Governor Gavin Newsom issued Executive Order N-6-22 (the EO) regarding Economic Sanctions against Russia and Russian entities and individuals. “Economic Sanctions” refers to sanctions imposed by the U.S. government in response to Russia’s actions in Ukraine, as well as any sanctions imposed under state law. The EO directs state agencies to terminate contracts with, and to refrain from entering any new contracts with, individuals or entities that are determined to be a target of Economic Sanctions. This Executive order extends to recipients of any State Grants (Grantee).

Grantees include those who have contracted or will contract to receive State grants A.8.a
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8 funds. Accordingly, should the State determine that a Grantee is a target of Economic Sanctions or is conducting prohibited transactions with sanctioned individuals or entities, that shall be grounds for termination of this agreement. The State shall provide the Grantee advance written notice of such termination, allowing the Grantee at least 30 calendar days to provide a written response. Termination of any contract found to be in violation of this Executive Order shall be at the sole discretion of the State.

_City of Hollister____________________________________

GRANTEE

By: __________________________________
Signature of Authorized Representative

Title: _________________________________

Date: _________________________________

STATE OF CALIFORNIA

DEPARTMENT OF PARKS AND RECREATION

By: _________________________________
Signature of Authorized Representative

Title: _________________________________

Date: _________________________________

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STAFF REPORT

CITY COUNCIL REGULAR MEETING AGENDA
MEETING DATE: DECEMBER 19, 2022
SUBMITTED: December 5, 2022 AGENDA ITEM: Consent Items
DEPARTMENT:

DEPARTMENT HEAD:

Police
Carlos Reynoso, Police Chief
CONTACT: Rosie Betanio, Lieutenant
831-636-4330

TITLE OF ITEM: RESOLUTION NO. 2022-211, A RESOLUTION OF THE CITY

COUNCIL OF THE CITY OF HOLLISTER AUTHORIZING AN AGREEMENT

BETWEEN THE CITY OF HOLLISTER ANIMAL SHELTER AND THE REGENTS OF

THE UNIVERSITY OF CALIFORNIA ON BEHALF OF ITS DAVIS CAMPUS SCHOOL

OF VETERINARY MEDICINE ON BEHALF OF ITS KORET SHELTER MEDICINE

PROGRAM

BRIEF DESCRIPTION: Koret Shelter Medicine Program will provide grant funding to the Hollister Animal Shelter in a one-time payment of $50,000. The grant will allow Hollister Animal Shelter to allocate the dollars to provide spay/neuter surgeries for their shelter animals and low-cost surgeries for pets in their community. The Hollister Animal Shelter would keep track and provide the total number of surgeries per species used with grant funds, the number of veterinary and non-veterinary staff trained, the total amount spent on supplies and equipment, and the number of spay/neuter events held.

RECOMMENDATION: Adopt a Resolution authorizing the City Council of the City of Hollister to accept a $50,000 grant from Koret Shelter Medicine Program.

DEPARTMENT SUMMARY: Koret Shelter Medicine Program will provide grant funding to the Hollister Animal Shelter in a one-time payment of $50,000. The grant will allow Hollister Animal Shelter to allocate the dollars to provide spay/neuter surgeries for our shelter animals and low-cost surgeries for pets in their community. The Hollister Animal Shelter will utilize the funds received to provide 300 spay/neuter surgeries for animals in our community and the Animal Shelter animals.

The Hollister Animal Shelter would keep track and provide the total number of surgeries per species used with grant funds, the number of veterinary and non-veterinary staff trained, the total amount spent on supplies and equipment, and the number of spay/neuter events held. This work agreement will be completed during the contract period of December 15, 2022, through December 14, 2023.

FINANCIAL IMPACT: Increase in funding for the shelter of $50,000

CEQA:

ATTACHMENTS:

1. UCD #A67065 - Koret Shelter Medicine Program - Shelter Service Agmt - Hollister Animal Shelter- REVISED

THIS REPORT WAS REVIEWED BY THE CITY MANAGER WHO CONCURS WITH

THE STAFF RECOMMENDATION
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Brett Miller, City Manager

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RESOLUTION NO. 2022-211

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HOLLISTER

AUTHORIZING AN AGREEMENT BETWEEN THE CITY OF HOLLISTER ANIMAL

SHELTER AND THE REGENTS OF THE UNIVERSITY OF CALIFORNIA ON BEHALF

OF ITS DAVIS CAMPUS SCHOOL OF VETERINARY MEDICINE ON BEHALF OF ITS

KORET SHELTER MEDICINE PROGRAM

WHEREAS, the Regents of the University of California on behalf of its Davis Campus School of Veterinary Medicine on behalf of its Koret Shelter Medicine Program has offered a $50,000 grant to support the organization’s spay/neuter services; and

WHEREAS the Hollister Animal Shelter will utilize the funds received to provide 200 spay/neuter surgeries for animals in our community and for our shelter animals; and

WHEREAS, the Hollister Animal Shelter will be required upon completion of the programs to provide statics of the total number of surgeries per species used with grant funds, the number of veterinary and non-veterinary staff trained, and the number of spay/neuter events held; and

WHEREAS, the City of Hollister and Hollister Animal Shelter will mutually benefit from the agreement.

NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of Hollister authorize an agreement between the City Hollister and the Regents of the University of California on behalf of its Davis Campus School of Veterinary Medicine on behalf of its Koret Shelter Medicine Program.

PASSED AND ADOPTED, by the City Council of the City of Hollister at a Regular Meeting held this 19th day of December, 2022, by the following vote:

Ignacio Velazquez, Mayor
ATTEST:

Jennifer Woodworth, MMC, City Clerk

APPROVED AS TO FORM:

Lozano Smith Attorneys at Law

Mary F. Lerner, City Attorney

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I, JENNIFER WOODWORTH, MMC, City Clerk of the City of Hollister, do hereby certify that the attached Resolution No. 2022-211, is an original Resolution, or true and correct copy of a City Resolution, duly adopted by the Council of the City of Hollister at a regular meeting of said Council held on the 19th day of December, 2022, at which meeting a quorum was present.

IN WITNESS WHEREOF, I have hereunto set my hand and affixed the Official Seal of the City of Hollister this City Council day of December, 2022.

Jennifer Woodworth, MMC

City Clerk of the City of Hollister
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UCD #_______
1 of 4
UC Davis Agreement #_______

SHELTER SERVICES AGREEMENT
(Hollister Animal Shelter)

THIS SHELTER SERVICES AGREEMENT (“Agreement”) is made and entered into as of the date last signed below by and between THE REGENTS OF THE UNIVERSITY OF CALIFORNIA (“University”) on behalf of its Davis Campus School of Veterinary Medicine on behalf of its Koret Shelter Medicine Program (“Facility”) and HOLLISTER ANIMAL SHELTER (“Shelter”) in connection with the California for All Animals statewide animal shelter assistance program (“Program”).

The parties agree as follows:

1. Shelter Services. Shelter shall adhere to the scope of work described in “Exhibit A”, attached hereto and by this reference made a part hereof (collectively the “Services”). University shall reimburse Shelter for costs (“Expenses”) pursuant to Section 2 below and as outlined in Exhibit A. “Deliverables” shall consist of report(s) and photographs, as applicable, as more fully described in Exhibit A. Additional work shall be performed only if authorized in advance by written amendment to this Agreement executed by both parties. To the extent that any provision of Exhibit A is inconsistent with this Agreement, this Agreement shall take precedence.

2. Payment by University. In consideration of Shelter’s Expenses as described in Exhibit A, Facility shall pay Shelter an amount not to exceed $50,000 upon invoice from Shelter and final signature of this Agreement. Payment questions should be addressed to Nancy Bei at telephone number (530) 754-9183 or at e-mail address [email protected].

3. Term. Services shall be rendered from December 15, 2022 through December 14, 2023.

4. Endorsement Disclaimer. Nothing in this agreement shall be interpreted to indicate, imply, or otherwise suggest (i) that University supports, endorses, favors, or advances, any product or service offered, connected, or affiliated with Shelter; or (ii) that University endorses, favors, supports, or opposes, any proposal, measure, program of action, campaign, or public appeal that is advocated, promoted, advanced, or opposed by any other person or entity with respect to the subject matter presented by Shelter.

5. Amendment. This Agreement may be amended at any time by amendment in writing and signed by the parties, and no other change in any term or condition shall be valid or binding unless made by amendment.

6. Mutual Indemnification. The parties agree to defend, indemnify and hold one another harmless from and against any and all liability, loss, expense, attorneys' fees, or claims for injury or damages arising from the performance of this agreement, but only in proportion to and to the extent such liability, loss, expense, attorneys' fees, or claims for injury or damages are caused by or result from the negligent or intentional acts or omissions of the indemnifying party, its officers, agents, students, or employees.

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UCD #______

Page 2 of 4 ends

7. Insurance. The parties at their own respective costs shall carry sufficient insurance, or programs of self-insurance (general liability, workers’ compensation, and auto liability), adequate to cover any claims arising from their respective activities under this Agreement.

8. Force Majeure. Neither party shall be liable for damages suffered by the other party because of University’s or Shelter’s failure to perform if failure is due to any cause beyond that party’s control.

9. Relationship of the Parties. The parties to this Agreement shall be and remain at all times independent contractors, neither being the employee, agent, or representative of the other in their relationship under this Agreement.

10. Use of University’s Name. Shelter shall not use the name or mark of University in any form or manner in advertisements, reports, or other information released to the public without the prior written approval of University.

11. Notice. Any notice, request, or inquiry regarding the provisions of this Agreement, its termination, or similar matters shall be directed to the appropriate party at the following address:

UNIVERSITY (regarding contracts) SHELTER (regarding contracts) Valerie A. Roque Alyssa Bautista
Business & Revenue Contracts Animal Care and Services Supervisor University of California, Davis Hollister Animal Shelter One Shields Ave. 1331 South St
Davis, CA 95616 Hollister, CA 95023
E-mail: [email protected] E-mail: [email protected]

UNIVERSITY (regarding project)
Karol Tapias
School of Veterinary Medicine
University of California, Davis
One Shields Ave.

Davis, CA 95616
E-mail: [email protected]

12. University's Right to Use Data. University shall have the unrestricted right to use for its own purposes, including publication, any data or information which may be developed, provided by or arising in connection with the performance of this Agreement.

13. Governing Law. This Agreement shall be construed pursuant to California law.

14. Federal Exclusion Warranty. Shelter warrants that it is not excluded from participation in any governmental sponsored program, including, without limitation, the Medicare, Medicaid, or Champus programs ( http://exclusions.oig.hhs.gov/search.html) and the Federal Procurement and Nonprocurement Programs ( https://www.sam.gov/index.html/##11#1) . This agreement shall be A.9.a
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UCD #______

Page 3 of 4 ends

subject to immediate termination in the event that Shelter is excluded from participation in any federal healthcare or procurement program.

15. Audit Requirements. The Agreement, and any pertinent records involving activities related to the services provided pursuant to the terms and conditions of this Agreement, shall be subject to the examination and audit of the California State Auditor and any other duly authorized agents of the State of California for a period of three (3) years after the date of final payment hereunder.

Shelter hereby agrees to make all such records available during normal business hours to inspection, audit and reproduction by University and any duly authorized local, state and/or federal agencies. Any and all examinations and audits conducted hereunder shall be strictly confined to those matters connected with the performance of this Agreement, including, without limitation, the costs associated with the administration of this Agreement.

16. Termination. University may terminate this Agreement at any time by giving Shelter thirty (30) calendar days’ written notice of such action. If this Agreement is terminated, Shelter shall retain any funds expended or committed for the purposes of this Agreement and will return any unexpended funds.

17. Entire Agreement. This Agreement constitutes the entire understanding of the parties respecting the subject matter hereof and supersedes any prior understanding or agreement between them, written or oral, regarding the same subject matter.

AGREED:

HOLLISTER ANIMAL SHELTER THE REGENTS OF THE

UNIVERSITY OF CALIFORNIA

By: By:
(authorized signature)

Print name:

UC Davis
Title:

Date: Date:

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UCD #_______
4 of 4
Exhibit A
Scope of Work

1.Purpose of the work: Hollister Animal Shelter will received funds to provide spay/neuter surgeries for their shelter animals and low-cost surgeries for pets in their community.

2.Roles and responsibilities of each party: Hollister Animal Shelter will utilize the funds received to provide an estimated 300 spay/neuter surgeries for animals in their community and their shelter animals. No university equipment will be used.

3.Dates and times will the work be completed: Work will be completed during the contract period of December 15, 2022 through December 14, 2023.

4.Location where work will be performed: 1331 South St, Hollister, CA 95023

5.Required deliverables: One final report will be required upon completion of the program. Additional touch points during the grant will be discussed with project officer. Organization is asked to keep track of the total number of surgeries per species used with grant funds, number of veterinary and nonveterinary staff trained, total amount spent on supplies and equipment, and number of spay/neuter events held.

6.Project milestones: Program pilot to be completed by December 14, 2023.

7.Total cost of the services: Total of services not to exceed $50,000. No construction costs will be funded through this grant.

Items:
•Spay/neuter surgeries $50,000
Total expenses: $50,000

8.Payment schedule: Payment will be upon execution of the agreement.

9. Anticipated additional work: Additional work is not anticipated at this time.

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STAFF REPORT

CITY COUNCIL REGULAR MEETING AGENDA
MEETING DATE: DECEMBER 19, 2022
SUBMITTED: December 8, 2022 AGENDA ITEM: Consent Items
DEPARTMENT:

DEPARTMENT HEAD:

Community Services
William Via, Community Services
Director
CONTACT: William Via, Community Services
Director

TITLE OF ITEM: RESOLUTION NO. 2022-212, A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HOLLISTER APPROPRIATING $40,000 FROM FUND 216 FOR SUPPLIES ASSOCIATED WITH SPEED CUSHION INSTALLATION

BRIEF DESCRIPTION: This resolution will appropriate $40,000 from Fund Balance 216-4000 to account 216-4000-750050 for supplies associated with Speed Cushion installations.

RECOMMENDATION: Staff recommends City Council adopt the resolution appropriating the $40,000 for supplies associated with Speed Cushion installation.

DEPARTMENT SUMMARY: This supplemental appropriation is to correct an error made during the budget process. Since the cushions were previously purchased, there was an oversight when budgeting, where the materials and supplies needed for installation were overlooked.

These funds will be used to cover the costs of materials and supplies used during the installation of speed cushions. These materials and supplies are separate from the actual speed cushions and consist of signs, sign poles, drill bits, and concrete (for poles).

FINANCIAL IMPACT: Decrease in Fund balance 216-4000 of $40,000 to account #216-4000-750050 Improvements.

CEQA: N/A

ATTACHMENTS:

1. Budget Transfer-Appropriation Form

THIS REPORT WAS REVIEWED BY THE CITY MANAGER WHO CONCURS WITH

THE STAFF RECOMMENDATION

Brett Miller, City Manager

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RESOLUTION NO. 2022-212

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HOLLISTER APPROPRIATING $40,000 FROM FUND 216 FOR SUPPLIES ASSOCIATED WITH

SPEED CUSHION INSTALLATION

WHEREAS, City of Hollister has purchased recycled rubber speed cushions for installation throughout the City; and

WHEREAS, the installation of speed cushions has been approved at various locations in the City; and

WHEREAS, the installation of speed cushions requires certain materials and supplies beyond the actual speed cushions.

NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of Hollister does hereby approve the appropriation of $40,000 from Fund 216 for the purchase of materials and supplies used in the installation of Speed Cushions.

PASSED AND ADOPTED, by the City Council of the City of Hollister at a Regular Meeting held this 19th day of December, 2022, by the following vote:

Ignacio Velazquez, Mayor
ATTEST:

Jennifer Woodworth, MMC, City Clerk

APPROVED AS TO FORM:

Lozano Smith Attorneys at Law

Mary F. Lerner, City Attorney

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I, JENNIFER WOODWORTH, MMC, City Clerk of the City of Hollister, do hereby certify that the attached Resolution No. 2022-212, is an original Resolution, or true and correct copy of a City Resolution, duly adopted by the Council of the City of Hollister at a regular meeting of said Council held on the 19th day of December, 2022, at which meeting a quorum was present.

IN WITNESS WHEREOF, I have hereunto set my hand and affixed the Official Seal of the City of Hollister this City Council day of December, 2022.

Jennifer Woodworth, MMC

City Clerk of the City of Hollister
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APPROPRIATION ADJUSTMENT

1. TRANSFERS OF APPROPRIATIONS WITHIN CLASSIFICATIONS OF EXPENDITURES (i.e. BETWEEN PROFESSIONAL SERVICES AND SUPPLIES EXPENSE) MAY BE SUBMITTED DIRECTLY TO FINANCE WITH DEPARTMENT HEAD’S SIGNATURE.

2. TRANSFERS OF APPROPRIATIONS BETWEEN CLASSIFICATIONS OF EXPENDITURES (i.e. BETWEEN SALARIES AND SERVICES AND SUPPLIES) MUST BE APPROVED BY THE CITY MANAGER.

3. TRANSFERS OF APPROPRIATIONS BETWEEN FUNDS OR COST CENTERS MUST BE APPROVED BY THE CITY COUNCIL.

4. INCREASE IN APPROPRIATIONS NEEDS TO BE OFFSET BY ADDITIONAL REVENUE SOURCE OR AVAILABLE FUND BALANCE.

(ROUND UP TO WHOLE DOLLAR)

Account Project
Department/ Account Title Fund #Cost Center Number Task #Increase Decrease Trans. Dev. Account (COG)
Improvements 216 4000 750050 40,000
Fund Balance 216 301001 40,000
Total 40,000 40,000

Explanation of Transaction:

Supplemental Appropriation for speed cushion installation materia ls and supplies.

Prepared by Date
Department Head

FOR ADMINISTRATION AND FINANCE OFFICE ONLY

Approved
for Entry Date
Finance Office

Approved Date Journal No.

City Manager

Date Resolution No.

City Clerk

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STAFF REPORT

CITY COUNCIL REGULAR MEETING AGENDA
MEETING DATE: DECEMBER 19, 2022
SUBMITTED: December 6, 2022 AGENDA ITEM: Consent Items
DEPARTMENT:

DEPARTMENT HEAD:

Housing
Adrianna Ortiz, Acting Planning
Director
CONTACT: Jamila Saqqa, Housing Program
Coordinator
831-636-4300 x13

TITLE OF ITEM: RESOLUTION NO. 2022-213, A RESOLUTION OF THE CITY

COUNCIL OF THE CITY OF HOLLISTER AUTHORIZING THE RELEASE OF THE REQUEST FOR PROPOSALS FOR THE SB 2 PLANNING GRANT

BRIEF DESCRIPTION: The City of Hollister is seeking a qualified consultant firm to prepare accessory dwelling unit (ADU) pre-approved site plans and guide for future applicants.

RECOMMENDATION: Staff recommend the City Council to approve authorization to release a request for proposal for consulting services to prepare ADU pre-approved site plans and guidebook.

DEPARTMENT SUMMARY: Senate Bill 2 (SB 2) Building Homes and Jobs Act passed on September 29, 2017 helped to create a permanent source of funding for affordable housing. SB 2 established a $75 recording fee on specific real estate transactions. The fees began generating January 1, 2018 and are collected on an annual basis. The goals of the grant program seek to complete the following: facilitate housing affordability, ensure geographic equity, support local governments, promote development, streamline approval of housing, and accelerate housing production.

The City of Hollister was awarded a non-competitive grant allocation of $160,000 in March 2020. Due to COVID-19 impacts and state-wide agency delays HCD has approved an extended expenditure deadline of December 2023.

The City of Hollister grant was approved to use a portion of the grant funding to complete pre-approved accessory dwelling unit (ADU) site-plans and provide applicants a guidebook for the adu approval process. The goal of the pre-approved site-plans and guidebook is to streamline the ADU approval process the goal is to decrease the amount of staff time to review the projects and increase the number of Housing and Community Development approved units. Staff plan to release the request for proposal on January 2, 2023 and provide council a professional service agreement in February 2023.

FINANCIAL IMPACT: City of Hollister awarded $160,000 and a portion of the grant will be allocated to this Request for Proposal

CEQA: None

THIS REPORT WAS REVIEWED BY THE CITY MANAGER WHO CONCURS WITH

THE STAFF RECOMMENDATION
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Brett Miller, City Manager

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RESOLUTION NO. 2022-213

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HOLLISTER

AUTHORIZING THE RELEASE OF THE REQUEST FOR PROPOSALS FOR THE SB 2 PLANNING GRANT

WHEREAS, Senate Bill 2 (SB 2) Building Homes and Jobs Act passed on September 29, 2017 helped to create a permanent source of funding for affordable housing; and

WHEREAS, The State of California, Department of Housing and Community Development issued a Notice of Funding Availability (NOFA) dated March 28, 2019, for its Planning Grants Program (PGP); and

WHEREAS, The Planning Grants Program (PGP) seeks to prepare, adopt, and implement plans and process improvements that streamline housing approvals to accelerate housing production; and

WHEREAS, the City of Hollister applied in November 2019 for the non-competitive grant application; and

WHEREAS, the City of Hollister was awarded $160,000 in May 2020; and

WHEREAS, the City of Hollister is seeking to use a portion of the grant award to issue a Request for a Proposal to develop pre-approved accessory dwelling unit site-plans and guidebook.

NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of Hollister authorizes Staff to issue a Request for Proposal for the preparation of SB 2 accessory dwelling unit size pre-approved site-plans and guidebook.

PASSED AND ADOPTED, by the City Council of the City of Hollister at a Regular Meeting held this 19th day of December, 2022, by the following vote:

Ignacio Velazquez, Mayor
ATTEST:

Jennifer Woodworth, MMC, City Clerk

APPROVED AS TO FORM:

Lozano Smith Attorneys at Law

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Mary F. Lerner, City Attorney

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I, JENNIFER WOODWORTH, MMC, City Clerk of the City of Hollister, do hereby certify that the attached Resolution No. 2022-213, is an original Resolution, or true and correct copy of a City Resolution, duly adopted by the Council of the City of Hollister at a regular meeting of said Council held on the 19th day of December, 2022, at which meeting a quorum was present.

IN WITNESS WHEREOF, I have hereunto set my hand and affixed the Official Seal of the City of Hollister this City Council day of December, 2022.

Jennifer Woodworth, MMC

City Clerk of the City of Hollister
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STAFF REPORT

CITY COUNCIL REGULAR MEETING AGENDA
MEETING DATE: DECEMBER 19, 2022
SUBMITTED: December 7, 2022 AGENDA ITEM: Consent Items
DEPARTMENT:

DEPARTMENT HEAD:

Fire
Bob Martin Del Campo, Fire
Chief
CONTACT: Delia Ramon, Administrative
Assistant
831-636-4325

SPONSOR(S): Perez

TITLE OF ITEM: RESOLUTION NO. 2022-214, A RESOLUTION OF THE CITY

COUNCIL OF THE CITY OF HOLLISTER TO APPROVE AND AUTHORIZE THE

HOLLISTER FIRE DEPARTMENT TO PURSUE A REQUEST FOR PROPOSAL FOR TWO (2) COMMAND AND UTILITY VEHICLES FOR STAFF TO PERFORM

DEPARTMENT OPERATIONS

BRIEF DESCRIPTION: This resolution will authorize the Hollister Fire Department to pursue a Request for Proposal for bids to purchase two (2) Command and Utility Vehicles for staff to perform department operations.

RECOMMENDATION: Staff recommends that the City Council adopt a resolution to authorize the Hollister Fire Department to pursue a Request for Proposal for bids to purchase two (2) Command and Utility Vehicles with Code 3 outfitting equipment for staff to perform department operations.

DEPARTMENT SUMMARY: City Council approved two Fire Inspector positions for the Fire Prevention Bureau with Resolution No. 2022-127. The Fire Department has a dedicated Prevention Bureau, and these positions are under direct supervision of the Battalion Chief/Fire Marshal or Fire Chief – to perform inspections, participate in prevention activities, and enforce fire codes, laws and regulations relating to fire protection prevention and safety. The Prevention Bureau is also responsible for State Mandated 1205 - Education, Institution, and Multi-unit residential inspections along with Commercial & New Residential Construction, conducting over 1,700 Fire Life Safety inspections each year. Fire Inspectors are actively performing Fire and Life Safety operations, and compliance to life safety is essential and the Bureaus number one priority.

The Hollister Fire Department is requesting authorization to pursue a Request for Proposal to bid for the purchase of two (2) command and utility vehicles with Code 3 outfitting equipment for staff and department operations. Vehicles must be delivered to 110 5th Street seven days of manufacturer receipt. Furthermore, bidder must include shipping & handling in their submitted bid/quote.

FINANCIAL IMPACT: $157,000 - estimated cost includes Code 3 outfitting, radio equipment and required reflective markings

CEQA: N/A

ATTACHMENTS:

1. Budget Transfer-Appropriation Form
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THIS REPORT WAS REVIEWED BY THE CITY MANAGER WHO CONCURS WITH

THE STAFF RECOMMENDATION

Brett Miller, City Manager

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RESOLUTION NO. 2022-214

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HOLLISTER TO

APPROVE AND AUTHORIZE THE HOLLISTER FIRE DEPARTMENT TO PURSUE A REQUEST FOR PROPOSAL FOR TWO (2) COMMAND AND UTILITY VEHICLES

FOR STAFF TO PERFORM DEPARTMENT OPERATIONS

WHEREAS, City Council approved two Fire Inspector positions for the Fire Prevention Bureau with Resolution No. 2022-127; and

WHEREAS, the Fire Department has a dedicated Prevention Bureau, and these positions are under the direct supervision of the Battalion Chief/Fire Marshal – to perform inspections, participate in prevention activities, and enforce fire codes, laws and regulations relating to fire protection prevention and safety; and

WHEREAS, Fire Inspectors are actively performing Fire and Life Safety operations, and compliance to life safety is essential and the Bureaus number one priority; and

WHEREAS, the Hollister Fire Department is requesting authorization to pursue a Request for Proposal for bids/quote to purchase two (2) command and utility vehicles with Code 3 outfitting equipment for staff and department operations; and

WHEREAS, the vehicles must be delivered to 110 5th Street seven days of manufacturer receipt, furthermore, bidder must include shipping & handling with their submitted bid/quote.

NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of Hollister authorize the Hollister Fire Department to pursue a Request for Proposal for bids for the purchase of two (2) Command and Utility Vehicles for staff to perform department operations.

PASSED AND ADOPTED, by the City Council of the City of Hollister at a Regular Meeting held this 19th day of December, 2022, by the following vote:

Ignacio Velazquez, Mayor
ATTEST:

Jennifer Woodworth, MMC, City Clerk

APPROVED AS TO FORM:

Lozano Smith Attorneys at Law

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Mary F. Lerner, City Attorney

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I, JENNIFER WOODWORTH, MMC, City Clerk of the City of Hollister, do hereby certify that the attached Resolution No. 2022-214, is an original Resolution, or true and correct copy of a City Resolution, duly adopted by the Council of the City of Hollister at a regular meeting of said Council held on the 19th day of December, 2022, at which meeting a quorum was present.

IN WITNESS WHEREOF, I have hereunto set my hand and affixed the Official Seal of the City of Hollister this City Council day of December, 2022.

Jennifer Woodworth, MMC

City Clerk of the City of Hollister
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APPROPRIATION ADJUSTMENT

2. TRANSFERS OF APPROPRIATIONS BETWEEN CLASSIFICATIONS OF EXPENDITURES (i.e. BETWEEN SALARIES AND SERVICES AND SUPPLIES) MUST BE APPROVED BY THE CITY MANAGER.

3. TRANSFERS OF APPROPRIATIONS BETWEEN FUNDS OR COST CENTERS MUST BE APPROVED BY THE CITY COUNCIL.

4. INCREASE IN APPROPRIATIONS NEEDS TO BE OFFSET BY ADDITIONAL REVENUE SOURCE OR AVAILABLE FUND BALANCE.

(ROUND UP TO WHOLE DOLLAR)
2022/2023

Account Project
Department/ Account Title Fund #Cost Center Number Task #Increase Decrease CAPITAL/VEHICLE 101 2205 750080 157,000
RESERVES 101 300101 157,000
Total 157,000 157,000

Explanation of Transaction:

This item would allow the City of Hollister Fire Department to establish a budget and purchase Command and Utility Vehicles for the Fire Prevention Bureau staff to perform department operations.

Prepared by Date
Department Head

FOR ADMINISTRATION AND FINANCE OFFICE ONLY

Approved
for Entry Date
Finance Office

Approved Date Journal No.

City Manager

Date Resolution No.

City Clerk

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STAFF REPORT

CITY COUNCIL REGULAR MEETING AGENDA
MEETING DATE: DECEMBER 19, 2022
SUBMITTED: December 13, 2022 AGENDA ITEM:

DEPARTMENT:

DEPARTMENT HEAD:

City Manager
Brett Miller, City Manager
CONTACT: Brett Miller, City Manager

TITLE OF ITEM: RESOLUTION NO. 2022-215, A RESOLUTION OF THE CITY

COUNCIL OF THE CITY OF HOLLISTER AUTHORIZING THE CITY MANAGER TO

EXECUTE AN EMPLOYMENT CONTRACT WITH CASEY ESTORGA AS

ADMINISTRATIVE SERVICES DIRECTOR

BRIEF DESCRIPTION: The City Council will consider a resolution authorizing the City Manager to execute an employment contract with Casey Estorga for the position of Administrative Services Director.

RECOMMENDATION: Staff recommends that the City Council adopt a resolution authorizing the City Manager to execute an employment contract with Casey Estorga for the position of Administrative Services Director.

DEPARTMENT SUMMARY: The City Council will consider a resolution authorizing the City Manager to execute an employment contract for a three-year period with Casey Estorga for the position of Administrative Services Director for the City of Hollister.

Salary adjustments are consistent with the other bargaining groups and have been budgeted for in our current operating budget.

FINANCIAL IMPACT: $213,000 per Fiscal Year

CEQA: N/A

ATTACHMENTS:

1. Administrative_Services_Director_Agreement_-_Casey_Estorga

THIS REPORT WAS REVIEWED BY THE CITY MANAGER WHO CONCURS WITH

THE STAFF RECOMMENDATION

Brett Miller, City Manager

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RESOLUTION NO. 2022-215

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HOLLISTER

AUTHORIZING THE CITY MANAGER TO EXECUTE AN EMPLOYMENT CONTRACT

WITH CASEY ESTORGA AS ADMINISTRATIVE SERVICES DIRECTOR

WHEREAS, the City of Hollister has a need for an Administrative Services Director; and

WHEREAS, the City of Hollister conducted a recruitment with the assistance of Peckham and McKenney; and

WHEREAS, Casey Estorga has proven to have the experience and abilities to perform the duties in a professional manner; and

WHEREAS, the City Manager hereby recommends that Casey Estorga for the position of City of Hollister Administrative Services Director.

NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of Hollister, that the City Manager, Brett I. Miller, is hereby authorized and directed, for and on behalf of the City Council, to execute an Employment Agreement with Casey Estorga for the position of City of Hollister Administrative Services Director.

PASSED AND ADOPTED, by the City Council of the City of Hollister at a Regular Meeting held this 19th day of December, 2022, by the following vote:

Ignacio Velazquez, Mayor
ATTEST:

Jennifer Woodworth, MMC, City Clerk

APPROVED AS TO FORM:

Lozano Smith Attorneys at Law

Mary F. Lerner, City Attorney

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I, JENNIFER WOODWORTH, MMC, City Clerk of the City of Hollister, do hereby certify that the attached Resolution No. 2022-215, is an original Resolution, or true and correct copy of a City Resolution, duly adopted by the Council of the City of Hollister at a regular meeting of said Council held on the 19th day of December, 2022, at which meeting a quorum was present.

IN WITNESS WHEREOF, I have hereunto set my hand and affixed the Official Seal of the City of Hollister this City Council day of December, 2022.

Jennifer Woodworth, MMC

City Clerk of the City of Hollister
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1 EMPLOYMENT AGREEMENT

This Employment Agreement (the "Agreement") is made this 19th day of December, 2022, by and between the City of Hollister, California, a municipal corporation (hereinafter, the "City") and Casey Estorga, an individual, (hereinafter, "Employee"). City and Employee are hereinafter collectively referred to as the "Parties" and individually as "Party."

RECITALS
The City desires to employ the services of Employee in the capacity of Administrative Services Director, and further desires to assure the service of Employee by establishing herein certain salary and limited benefits, and other terms and conditions of his employment.

Employee has the necessary education, experience, skills, and expertise to serve as the City’s Administrative Services Director.

Employee desires to accept employment as Administrative Services Director effective on 1/9/2023.

The Parties desire to execute this Agreement pursuant to the authority of, and acknowledge that it shall be subject to, the provisions of Government Code section 53260 et seq.

NOW THEREFORE, in consideration of the mutual covenants, promises, and representations hereinafter set forth, the Parties agree as follows:

SECTION I: DUTIES

A. Employee shall have the powers and shall perform the functions and duties in applicable City Ordinances and Administrative Rules and Regulations, as the same presently exist or may hereafter be amended or adopted, and perform other legally permissible and proper duties and functions consistent with the position of the Administrative Services Director (as provided in the City’s Administrative Services Director job description as it currently exists and may hereinafter be modified, which is incorporated herein by this reference), including other duties as City Manager may assign from time to time.

B. Employee accepts employment as Administrative Services Director and agrees to serve as such. Employee shall serve as an officer of the City pursuant to the authority set forth in applicable State law. Employee shall be responsible for attending all regular, adjourned regular and speci al City Council and Successor Agency meetings or other meetings of City agencies and commissions, which are generally held on the first and third Mondays of each month, all City Council agenda meetings, Department Head meetings, Oversight Board meetings, and maintain regularly scheduled office hours at City Offices.

C. Employee shall perform his duties to the best of his ability in accordance with the highest professional and ethical standards of the profession. He shall comply with and carry out the City's r ules and regulations and he shall obey the laws of the State of California and the United States of America as they apply to the performance of his duties.

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2 D. Employee shall devote his full energies, interest, abilities and productive time to the performance of this Agreement and shall not, without the City's prior written consent, render services of any kind to others for compensation or engage in any other act ivity which would materially interfere with the performance of his duties under this Agreement.

E. Employee shall not engage in any activity which is or may become a conflict of interest with his obligations to the City or which might create an incompatibility of office as defined under California law.

He shall also complete and file financial disclosure statements immediately upon entry into his employment and annually thereafter pursuant to California law.

SECTION II: TERM

This Agreement shall be effective on 1/9/2023 and will remain in full force and effect until terminated as set forth in Section IV of this Agreement.

Nothing in this Agreement shall prevent, limit or otherwise interfere with the right of the City Manager to terminate the services of E mployee at any time, subject only to the provisions set forth in Section IV of this Agreement.

A. The Parties recognize and affirm that: 1) Employee is an "at will" employee whose employment may be terminated by the City without cause; 2) there is no express or implied promise made to Employee for any form of continued employment; and 3) this Agreement is the sole and exclusive basis for an employment relationship between Employee and the City.

B. Employee agrees to remain in the exclusive employ of the City during the term of this Agreement. This Agreement shall not be construed to preclude volunteer work performed by Employee, so long as the provisions set forth in Section I, paragraphs (D) and (E ) of this Agreement are not violated.

SECTION III: COMPENSATION
A. The City agrees to pay Employee for his services rendered hereunder at an annual rate of One Hundred Seven-Three Thousand dollars ($173,000.00), which sum shall be considered the base salary and shall be payable in installments at the same times as the City's other employees are paid, and subject to customary withholdings.

B. The City agrees that Employee's base salary shall be adjusted annually the first full pay period each January 9th pursuant to the Consumer Price Index published by the U.S. Department of Labor, Bureau of Labor Statistics, as of October of the current calendar year for the San Francisco Area average, all items, not seasonally adjusted; provide, however, that such adjustment shall not exceed three and one -half (3.5) percent per year.

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3 SECTION IV: TERMINATION AND SEVERANCE PAY
A. The City Manager may terminate this Agreement for convenience in his absolute discretion upon thirty (30) days written notice to Employee. If Employee is terminated by the City Manager for 1) refusing or failing to carry out the duties of the Administrative Services Director as set forth in the Government Code, the City's Code, or herein; 2) convic tion of a felony; 3) conviction of any illegal act involving moral turpitude or personal gain; or 4) a plea of nolo contendere to any felony or illegal act involving moral turpitude or personal gain, the City shall have no obligation to provide thirty (30) days’ advance written notice and the Employee shall not be entitled to severance pay as set forth herein. Pursuant to Government Code section 53243 et seq., if Employee is convicted of a crime involving abuse of office or position, Employee shall further reimburse the City for the following: (a) paid leave salary during any investigation of matters related to the conviction; (b) legal criminal defense costs associated with the conviction; and (c) any severance or cash settlement related to termination of this Agreement.

B. In the event Employee is terminated by the City Manager and Employee is willing and able to perform the duties of Administrative Services Director, the City shall pay Employee a lump sum cash payment, equal to the Employee's then forty-five (45) days base salary. Such severance, as set forth herein, is contingent upon Employee signing and delivering a general release and waiver of all claims against the City (including and without limitation to its former and current elected officials, emplo yees, officers and agents). Such severance shall be payable on the tenth (10) day after the general release and waiver is fully executed by the City and Employee. Any severance amount paid pursuant to this Agreement shall be subject to the restrictions set forth in Government Code Sections 53260 and 53261, or any successor statutory restrictions.

C. In the event Employee voluntarily resigns his position with the City at any time during the term of this Agreement, Employee shall give the City no less than thirty (30) days’ written notice, unless the Parties otherwise agree in writing. Voluntary resignation by Employee will result in a loss of any and all severance pay to him by the City.

SECTION V: EVALUATION OF PERFORMANCE
A. The City Manager shall review and evaluate the performance of Employee at least annually, but not later than the anniversary date of this Agreement, or at other times chosen by the City Manager in his sole discretion. Said review and evaluation shall be in accordance with specific criteria developed by the City. Further, the City Manager shall provide Employee with a summary written statement of the findings of the City Manager and provide an adequate opportunity for Employee to discuss his evaluation with the City Manager.

B. The City Manager and Employee shall periodically define such goals and performance objectives which they determine necessary for the proper operations of the City and in the attainment of the City Council policy objectives and shall further establish a relative priority among those various goals and objectives. They shall generally be reasonably attainable within the time limitations as specified in the annual operating and capital budgets and appropriations provided.

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4 SECTION VI: HOURS OF WORK
The Administrative Services Director position is exempt for purposes of the Fair Labor Standards Act. Employee is expected to engage in those hours of work that are necessary to fulfill the obligations of the Administrative Services Director’s position. It is recognized that Emplo yee must devote a great deal of time outside the normal office hours to business of the City, and to that end, Employee shall be allowed to take administrative time off from work as provided in Sections VII and IX of this Agreement.

SECTION VII: BENEFITS
Except for any provisions contradicting Employee's at-will employment status or creating due process or property rights, which Employee does not have,, all provisions of the Municipal Code, ordinances, resolutions, and personnel rules and regulations of th e City relating to vacation, sick leave, administrative leave, retirement and pension system contributions, holiday, disability, dental, medical and life insurance that apply to the City’s executive management employees, and all other benefits afforded to the City’s executive management employees, shall apply to Employee. The City policy of “Longevity Bonus” pay will not apply to Employee.

SECTION VIII: PROFESSIONAL DEVELOPMENT
City recognizes and wishes to encourage professional Development of Employee. To this end, Employee is encouraged to continue his professional Development through involvement with professional societies and organizations of which Employee may be a member. City agrees to budget and pay for reasonable travel and expenses of Employee to attend meetings and conferences which assist in his professional advancement.

SECTION IX: VACATION
A. Employee shall start with a vacation leave bank of one hundred (100) hours.

B. Employee shall accrue vacation leave beginning at the rate of an employee with eight years of service, six point one five (6.15) hours per pay period, totaling 20 days per year, with a maximum accrual of 280 hours. After four years of service, Employee shall accrue vacation leave at the rate of an employee with sixteen years of services, and so forth. Employee shall cease accruing vacation leave upon reaching the maximum accrual.

SECTION X: OUT OF POCKET EXPENSES
The City shall reimburse Employee for reasonable out -of-pocket expenses incurred in connection with the City's business, including travel, food and lodging while away from home, subject to such policie s as the City may from time to time establish for its employees.

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5 SECTION XI: OTHER TERMS AND CONDITIONS OF EMPLOYMENT
A. The City Council may from time to time fix other terms and conditions of employment relating to the performance of Employee provided suc h terms and conditions are not inconsistent with or in conflict with the provisions of this Agreement, the Code or other applicable law.

B. The provisions of the Code and any City personnel resolution(s), rules, and regulations shall apply to Employee except where the specific provisions conflict with this Agreement, in which event the terms and conditions of this Agreement shall prevail.

SECTION XII: CONFIDENTIAL INFORMATION
Employment with the City creates a relationship of confidence and trust between Employee and the City, with respect to all Confidential Information of City. "Confidential Information" includes but is not limited to trade secrets, confidential information, information subject to the attorney-client privilege, client lists, knowledge or data of the City or any of its constituent entities or members that Employee may produce, obtain or otherwise acquire or have access to during the course of Employee's employment with the City, including but not limited to personnel information, passwords , and computer security systems. Employee agrees that during and after Employee's employment with the City, Employee 1) shall keep all Confidential Information confidential and shall not directly or indirectly use, divulge, publish or otherwise disclose or allow to be disclosed any aspect of Confidential Information without prior written consent of the City; and 2) shall refrain from any action or conduct which might reasonably or foreseeably be expected to compromise the confidentiality or proprietary nature of the Confidential Information. Upon termination of employment for any reason, Employee agrees to return promptly to the City all writings and other tangible things in Employee's possession that contain Confidential Information.

SECTION XIII: EMPLOYEE'S WARRANTIES
Employee warrants that, as of the commencement of his employment with the City, he will be able to immediately begin performance of his duties and that, by entering into this Agreement, he will not be in violation of any other contract or agreement related to his employment, or his eligibility or availability for employment that could subject him or the City to any claims or liability.

SECTION XIV: INDEMNIFICATION
The City agrees to defend, hold harmless and indemnify Employee, subject to t he provisions and limitations set forth in Government Code section 825 et seq., against any and all claims, liabilities, expenses or damages of any nature, including reasonable attorney's fees, arising out of or in connection with Employee's performance of the course and scope of this Agreement. The City may decline to defend Employee as permitted in the California Government Code. At its sole discretion, the City may compromise and settle any such claim or suit and pay the amount of any settlement or judgm ent rendered therefrom. The provisions of this Section shall survive the termination of this Agreement.

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6 SECTION XV: GENERAL PROVISIONS
A. This Agreement is the final expression of the complete Agreement of the Parties with respect to the matters specified herein and supersedes all prior oral or written understandings. Except as prescribed herein, this Agreement cannot be modified except by written mutual agreement signed by the Parties.

B. This Agreement is not assignable by either the City or Employee.

C. In the event that any provision of this Agreement is finally held or determined to be illegal or void by a court having jurisdiction over the Parties, the remainder of the Agreement shall remain in full force and effect unless the parts found to be void are wholl y inseparable from the remaining portion of the Agreement.

D. This Agreement may be signed in any one or more counterparts all of which taken together shall be but one and the same Agreement. Any signed copy of this Agreement or of any other document or agreement referred to herein, or copy or counterpart thereof, delivered by facsimile transmission, shall for all purposes be treated as if it were delivered containing an original manual signature of the Party whose signature appears in the facsimile and shall be binding upon such party in the same manner as though an original signed copy had been delivered.

E. The waiver of any breach of a specific provision of this Agreement does not constitute a waiver of any other breach of that term or any other term of this Agreement.

F. Each of the Parties acknowledges that he or it has been represented by independent legal counsel of its own choosing, or if not, has been advised to obtain independent legal counsel and has freely and voluntarily waived and relinquished the right to legal counsel. Further, each Party who has not obtained independent legal counsel acknowledges that the failure to have independent legal counsel will not excuse such Party's failure to perform under this Agreement or any agreement referred to in this Agreement.

G. This Agreement shall be interpreted and construed according to the laws of the State of California, and venue shall be in the County of San Benito.

H. All notices shall be personally delivered or mailed to the addresses listed below:

Casey Estorga
Most recent address on file in Employee's personnel file Mayor
City of Hollister
375 Fifth Street
Hollister, Ca 95023

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7 Courtesy copy to:

Mary Lerner, City Attorney
Lozano Smith
7404 N. Spalding Avenue
Fresno, CA93720

IN WITNESS WHEREOF, the Parties hereto have hereunto affixed their signatures as of the date and year first above written.

EMPLOYEE CITY OF HOLLISTER
Casey Estorga Mia Casey, Mayor

ATTEST:

___________________________________
Jennifer Woodworth, City Clerk

APPROVED AS TO FORM
___________________________________
Mary Lerner, City Attorney
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STAFF REPORT

CITY COUNCIL REGULAR MEETING AGENDA
MEETING DATE: DECEMBER 19, 2022
SUBMITTED: December 8, 2022 AGENDA ITEM: Consent Items
DEPARTMENT:

DEPARTMENT HEAD:

City Manager
David Mirrione, Assistant City
Manager
CONTACT: Eva Kelly, Interim Planning
Manager
831-636-4360 x25

TITLE OF ITEM: RESOLUTION NO. 2022-216, A RESOLUTION OF THE CITY

COUNCIL OF THE CITY OF HOLLISTER APPROVING A SUPPLEMENTAL APPROPRIATION OF $82,500 FOR NECESSARY UPDATES TO THE 2040

GENERAL PLAN UPDATE ENVIRONMENTAL IMPACT REPORT AND CLIMATE

ACTION PLAN THAT ARE REQUIRED DUE TO RECENT CHANGES IN STATE LEGISLATURE.

BRIEF DESCRIPTION: A Resolution of the City Council approving a supplemental appropriation of $82,500 to allow for necessary updates to the 2040 General Plan Update Environmental Impact Report and Climate Action Plan that are required due to recent changes in state legislature.

RECOMMENDATION: The Council adopt a resolution approving a supplemental appropriation of $82,500 to allow for the updates to the EIR and Climate Action Plan.

DEPARTMENT SUMMARY: Recent legislation approved by the State of California has come into effect which affects the City’s currently underway 2040 General Plan Update and Climate Action Plan.

The first major changes affect the Environmental Impact Report (EIR) that is being prepared for the General Plan Update. On October 11, 2022, the State released new wildfire evaluation guidance which will need to be reflected in the EIR. In addition, the Greenhouse Gas (GHG) emission inventory and forecast that was in the State’s Scoping Plan may no longer be used as significance thresholds in CEQA based on recent case law. The State’s Scoping Plan is also being updated to address new carbon neutrality targets. The EIR’s Air Quality and GHG sections will need to address these new changes to the regulations and approach to ensure that they are consistent with the latest GHG emissions reduction targets. To make these changes, the City’s consultant Placeworks, is requesting $43,000 that was not a part of the original scope of work.

The second legislative change was the adoption of Assembly Bill 1279, which moves the previous greenhouse gas emission reduction target to 2045, from the previous target year of 2050. The Climate Action Plan (CAP) that is also being prepared by Placeworks as part of the overall General Plan Update has already been largely completed, and quantified GHG emissions to the previous target year, 2050. While the Climate Action Plan is a separate planning document from the General Plan Update, and is not a mandatory planning document for the City to have, it was requested to be included in the scope of work as a separate item under the Placeworks Contract – among several other items such as a Local Hazard Mitigation Plan and an SB743 Implementation program. Adopting a Certified Climate Action Plan will allow the City to A.14
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go after grant funding for projects that relate to climate change and greenhouse gas emission reduction efforts, as well as outline important policies and actions for climate planning that the City can then implement. Having a qualified CAP will also allow future environmental documents to tier off the analysis to reduce efforts needed when preparing future GHG analyses for private and public development projects. To reanalyze the GHG emissions targets and update the draft strategies to reflect the new 2045 target, Placeworks is requesting an additional $28,000 that was not a part of the original scope of work.

There are two additional items that are being requested as part of this supplemental appropriation. The first item is that Placeworks’ original scope of work for the Climate Action Plan did not include and analysis of the expansion of the Sphere of Influence that resulted from the policy options workshops and direction of the GPAC, Planning Commission, and City Council. Placeworks had originally thought that this out-of-scope work could have been covered within the existing budget; however, it ended up being a significant effort for them that has costs beyond the original budget. This work is already completed, but as part of this request Placeworks is requesting $10,000 to cover this completed work.

Finally, as the Council may be aware, in addition to the General Plan Update, the City is also currently processing a General Plan Amendment for a private annexation and future development project, known as the Hollister Research Campus (HRC) Project.

The HRC Project is located east of San Felipe Road, both north and south of Highway 156. Due to the nature of the preparation of both general plan amendments and Environmental Impact Reports, both the HRC Project and the 2040 General Plan Update have been coordinated to ensure that there are no duplicate efforts in the analyses and that both environmental impact reports that are being prepared will be consistent. This also means that the HRC Project EIR must be adopted after the General Plan Update EIR, as both projects are currently being processed, otherwise significant scope changes will be needed on both projects which will have financial and timeline consequences. Staff and the consultant teams from both projects have been in discussion, and have determined that minor amendments to a few of the maps within the General Plan Update should be amended to incorporate a boundary identifying the HRC Project Area as an area intended to be studied in the near future by the City. This will not affect the environmental analyses for the General Plan Update, nor the current progress of the HRC Project, but it will ensure that the General Plan Update anticipates a potential adoption of another environmental analysis and general plan amendment that has already been authorized by the City Council. These minor changes are anticipated to cost $1,500.

The City of Hollister was awarded $160,000 in grant funding for the SB2 Planning Grant which was split amongst the following three projects:

$54,000 - Develop an inclusionary housing ordinance (currently underway) $52,000 - Create pre-approved Accessory Dwelling Unit architectural designs (RFP release authorization is scheduled for tonight’s meeting) $54,000 - Update the City’s website

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The City Manager’s Office and IT Department separately received authorization from the City Council to move forward with a website redesign project that is currently under way, outside of the grant project.

The SB2 Planning Grant NOFA had many different qualified projects, including General Plan Updates and other planning-level documents which would include the Climate Action Plan. Because the website update is already underway, Staff is recommending that the $54,000 that was allocated for that project be instead utilized to cover part of the additional expenses being requested described above. Staff has been in contact with the California Department of Housing and Community Development (HCD), and the proposed change is pending approval. While Staff have no reason to believe that this change would not be approved by HCD, we are requesting the City Council authorize the supplemental appropriation in the full requested amount of $82,500 at this time to allow the General Plan Update and Climate Action Plan projects to continue moving forward without delay. If the grant amendment is approved, $54,000 would be then reimbursed through the SB2 Planning Grant award funding. The remaining $106,000 of SB Planning Grant Funding would continue to be used for the two other projects outlined in the grant application.

As part of the supplemental appropriation, the draft resolution will authorize staff to make the amendment to the SB2 Grant Scope of work to allocate the $54,000 toward this project, pending HCD approval, as partial reimbursement to the $82,500 total supplemental appropriation.

FINANCIAL IMPACT: $82,500 from General Fund (101), with the potential for $54,000 to be reimbursed through the SB2 Planning Grant award.

CEQA: Exempt. The supplemental appropriation itself is not a project under CEQA, and the funded items (General Plan Update and Climate Action Plan) will be covered under the EIR that is being prepared.

ATTACHMENTS:

1. Budget Transfer-Appropriation Form

THIS REPORT WAS REVIEWED BY THE CITY MANAGER WHO CONCURS WITH

THE STAFF RECOMMENDATION

Brett Miller, City Manager

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RESOLUTION NO. 2022-216

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HOLLISTER APPROVING A SUPPLEMENTAL APPROPRIATION OF $82,500 FOR NECESSARY UPDATES TO THE 2040 GENERAL PLAN UPDATE ENVIRONMENTAL IMPACT

REPORT AND CLIMATE ACTION PLAN THAT ARE REQUIRED DUE TO RECENT CHANGES IN STATE LEGISLATURE.

WHEREAS, the City of Hollister is currently preparing an update to the current 2005- 2023 General Plan (General Plan Update) and a Climate Action Plan (CAP); and

WHEREAS, the State adopted recently legislature in October 2022, which changed the requirements for environmental analyses with respect to wildfire and greenhouse gas (GHG) emissions; and

WHEREAS, the legislative changes affect the ongoing 2040 General Plan Update Environmental Impact Report (EIR) and the CAP and require additional changes to the scope of work and prepared analyses; and

WHEREAS, in addition to the legislative changes, the City’s General Plan Update consultant, Placeworks Inc, required additional time and materials costs for the preparation of the Climate Action Plan than originally scoped, and the City desires to compensate them for these additional costs that have incurred; and

WHEREAS, minor mapping changes are also required to incorporate the Hollister Research Campus Project area as an area for future detailed study to accommodate a potential future adoption of a general plan amendment and annexation for that project after adoption of the General Plan Update; and

WHEREAS, the cost to make these amendments to the General Plan Update and Climate Action Plan scopes of work total $82,500; and

WHEREAS, the City of Hollister received grant funding from the state for the SB2 Planning Grant, which allocated $54,000 for a website update along with two other projects which are in progress; and

WHEREAS, the City Council authorize a separate project to update the City’s website outside of the grant funding, which has already begun; and

WHEREAS, the Notice of Funding Availability for the SB2 Planning Grant allowed general plan amendments and long-range planning documents as qualified projects; and

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WHEREAS, the City desires to amend the scope of the awarded SB2 Planning Grant to utilize the $54,000 of funding that was originally approved for a website update to instead help cover the costs needed for the amendments to the General Plan Update Environmental Impact Report and Climate Action Plan, pending approval by the California Department of Housing and Community Development.

NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of Hollister does here by approve a supplemental appropriation of $82,500 to the general fund for professional services (101-4010-730000) to make necessary amendments to the General Plan Update and Climate Action Plan scope of work and authorizes the City Manager or his designee to make any necessary changes to the contract and scope of work to this effect; and

BE IT FURTHER RESOLVED, that the City Council of the City of Hollister does hereby authorize staff to coordinate with the California Department of Housing and Community Development to amend the SB2 Planning Grant scope of work to remove the website update as a project and allocate $54,000 of the grant funding toward the General Plan Update and Climate Action Plan, and authorizes the City Manager or his designee to make any necessary changes to the contact and scope of work this effect.

PASSED AND ADOPTED, by the City Council of the City of Hollister at a Regular Meeting held this 19th day of December, 2022, by the following vote:

Ignacio Velazquez, Mayor
ATTEST:

Jennifer Woodworth, MMC, City Clerk

APPROVED AS TO FORM:

Lozano Smith Attorneys at Law

Mary F. Lerner, City Attorney

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I, JENNIFER WOODWORTH, MMC, City Clerk of the City of Hollister, do hereby certify that the attached Resolution No. 2022-216, is an original Resolution, or true and correct copy of a City Resolution, duly adopted by the Council of the City of Hollister at a regular meeting of said Council held on the 19th day of December, 2022, at which meeting a quorum was present.

IN WITNESS WHEREOF, I have hereunto set my hand and affixed the Official Seal of the City of Hollister this City Council day of December, 2022.

Jennifer Woodworth, MMC

City Clerk of the City of Hollister
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APPROPRIATION ADJUSTMENT

2. TRANSFERS OF APPROPRIATIONS BETWEEN CLASSIFICATIONS OF EXPENDITURES (i.e. BETWEEN SALARIES AND SERVICES AND SUPPLIES) MUST BE APPROVED BY THE CITY MANAGER.

3. TRANSFERS OF APPROPRIATIONS BETWEEN FUNDS OR COST CENTERS MUST BE APPROVED BY THE CITY COUNCIL.

4. INCREASE IN APPROPRIATIONS NEEDS TO BE OFFSET BY ADDITIONAL REVENUE SOURCE OR AVAILABLE FUND BALANCE.

(ROUND UP TO WHOLE DOLLAR)

Account Project
Department/ Account Title Fund #Cost Center Number Task #Increase Decrease Fund Balance 101 300101 82,500
Professional Services 101 4010 730000 82,500
Total 82,500 82,500

Explanation of Transaction:

Modification to Scope of Work with Placeworks Inc. contract for General Plan Update and Climate Action Plan to reflect necessary changes from legislative updates.

Prepared by Date
Department Head

FOR ADMINISTRATION AND FINANCE OFFICE ONLY

Approved
for Entry Date
Finance Office

Approved Date Journal No.

City Manager

Date Resolution No.

City Clerk

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STAFF REPORT

CITY COUNCIL REGULAR MEETING AGENDA
MEETING DATE: DECEMBER 19, 2022
SUBMITTED: December 8, 2022 AGENDA ITEM: Consent Items
DEPARTMENT:

DEPARTMENT HEAD:

Planning
Adrianna Ortiz, Acting Planning
Director
CONTACT: Eva Kelly, Interim Planning
Manager
831-636-4360 x25

TITLE OF ITEM: RESOLUTION NO. 2022-217, A RESOLUTION OF THE CITY

COUNCIL OF THE CITY OF HOLLISTER APPROVING A SUPPLEMENTAL APPROPRIATION OF $53,920 FOR THE IMPLEMENTATION OF A VEHICLE MILES

TRAVELED (VMT) BANKING PROGRAM AND TREDLITE VMT EVALUATION

ONLINE TOOL

BRIEF DESCRIPTION: A resolution approving a supplemental appropriation of $53,920 for the implementation of a VMT Banking Program and the TredLite VMT evaluation tool to aid in the implementation of SB743 required under the California Environmental Quality Act (CEQA).

RECOMMENDATION: The City Council adopt a resolution approving a supplemental appropriation of $53,920 for the implementation of a VMT Banking Program and the TredLite VMT evaluation tool.

DEPARTMENT SUMMARY: The City of Hollister plans to adopt SB 743 policies and guidelines under the California Environmental Quality Act (CEQA). These policies and guidelines will be used to determine potential transportation impacts using Vehicle Miles Traveled (VMT) for all future development projects. The TredLite VMT evaluation tool calculates VMT per project and identifies Transportation Demand Measures (TDM) and VMT mitigation fees to potentially eliminate VMT impacts caused by the project. The development process will include the following key tasks:

- Develop VMT Evaluation Tool and Thresholds
- Develop VMT TDM Mitigation Strategies
- Develop VMT Mitigation/Banking Fee Program

The VMT Evaluation Tool will be developed using Kimley-Horn’s online platform, TredLite. The tool will consist of a specific version of TredLite for the City of Hollister to allow the user to perform VMT estimation and mitigation. The tool requires land use characteristics of a proposed project, such as the number of residential units or square footage of a project, and the project’s physical address. Thresholds of Significance for the VMT analysis will be developed using a combination of AMBAG travel demand model as well as Big Data sources such as Replica. VMT thresholds for residential and employment-based land use projects will consider County average as a baseline. VMT Mitigation Strategies will be incorporated within the TredLite evaluation tool that will include all the current CAPCOA 2021 Transportation Demand Management (TDM) updates. VMT mitigation strategies will be developed that will best suit the City’s needs.

The VMT Mitigation Fee Program will be developed that will contribute to reducing citywide VMT and serve as a source of CEQA project mitigation. The Mitigation Fee A.15
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Program projects will include select projects from the City’s planned mobility hubs, complete streets projects, bike/ped/transit project, and programs. VMT Mitigation/Bank fee calculations will be included within the TredLite evaluation tool.

The implementation of both the TredLite tool and a VMT Mitigation Fee Program will not only assist the City with reviewing and preparing CEQA analyses for development projects, consistent with SB 743, but will aid future development project proponents in preparing a VMT analysis of a proposed project – without the need for time-consuming and costly individualized project analysis. The TredLite tool is an online, cloud-based program that utilizes an intuitive GIS-based system and the underlying VMT data to analyze VMT impacts for commercial, industrial, residential, and mixed-use projects.

With the exception of exceptionally unique project designs or uses, this tool will be able to be utilized by applicants and staff to quickly calculate VMT impacts against CEQA thresholds, and can identify mitigation strategies that can be utilized to reduce any impacts, without the need for further evaluation. Selection of mitigation strategies within the tool, identifies in real time the reductions and remaining impacts. Once all impacts and potential mitigation strategies have been selected for a project, the reports and data that are within the tool, can also be downloaded as concise reports.

The VMT Mitigation Fee Program specifically will provide an alternative mitigation option for projects which cannot fully mitigate VMT impacts using other TDM strategies. In implementing a fee program, the City can identify large infrastructure projects, such as bike/pedestrian/transit projects, complete streets projects, and other projects that will result in increased multi-modal mobility within and around the City that are larger than any individual development might be able to be required to implement on its own, and allow the development to pay fees toward the implementation of these larger projects as mitigation or partial mitigation of their VMT impacts. The policies regarding when and how development may qualify to mitigate their VMT impacts using this program, rather than other TDM, can be established during the implementation of the program.

FINANCIAL IMPACT: $53,920 from General Fund

CEQA: Not a project under CEQA.

ATTACHMENTS:

1. Budget Transfer-Appropriation Form

2. Kimley-Horn City of Hollister VMT Banking and TREDlite Scope and Fee_082522

3. Hollister_12_14_22v2

THIS REPORT WAS REVIEWED BY THE CITY MANAGER WHO CONCURS WITH

THE STAFF RECOMMENDATION

Brett Miller, City Manager

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RESOLUTION NO. 2022-217

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HOLLISTER APPROVING A SUPPLEMENTAL APPROPRIATION OF $53,920 FOR THE

IMPLEMENTATION OF A VEHICLE MILES TRAVELED (VMT) BANKING PROGRAM

AND TREDLITE VMT EVALUATION ONLINE TOOL

WHEREAS, the State of California adopted SB 743 which required, beginning July 1, 2020, Vehicle Miles Traveled (VMT) to be utilized as the metric for measuring traffic impacts in CEQA documents, rather than Level of Service (LOS); and

WHEREAS, the City of Hollister is in the process of preparing SB 743 policies and implementation guidelines; and

WHEREAS, the City desires to implement a VMT mitigation fee banking program as well as the online TredLite VMT Evaluation Tool to aide in evaluating proposed development for VMT impacts, identifying mitigation strategies, and offering a fee-based mitigation option to fund large-scale City mobility projects in the future.

NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of Hollister does hereby approve a supplemental appropriation of $53,920 for the Implementation of a Vehicle Miles Traveled (VMT) Banking Program and TredLite VMT Evaluation Online Tool.

PASSED AND ADOPTED, by the City Council of the City of Hollister at a Regular Meeting held this 19th day of December, 2022, by the following vote:

Ignacio Velazquez, Mayor
ATTEST:

Jennifer Woodworth, MMC, City Clerk

APPROVED AS TO FORM:

Lozano Smith Attorneys at Law

Mary F. Lerner, City Attorney

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I, JENNIFER WOODWORTH, MMC, City Clerk of the City of Hollister, do hereby certify that the attached Resolution No. 2022-217, is an original Resolution, or true and correct copy of a City Resolution, duly adopted by the Council of the City of Hollister at a regular meeting of said Council held on the 19th day of December, 2022, at which meeting a quorum was present.

IN WITNESS WHEREOF, I have hereunto set my hand and affixed the Official Seal of the City of Hollister this City Council day of December, 2022.

Jennifer Woodworth, MMC

City Clerk of the City of Hollister
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APPROPRIATION ADJUSTMENT

2. TRANSFERS OF APPROPRIATIONS BETWEEN CLASSIFICATIONS OF EXPENDITURES (i.e. BETWEEN SALARIES AND SERVICES AND SUPPLIES) MUST BE APPROVED BY THE CITY MANAGER.

3. TRANSFERS OF APPROPRIATIONS BETWEEN FUNDS OR COST CENTERS MUST BE APPROVED BY THE CITY COUNCIL.

4. INCREASE IN APPROPRIATIONS NEEDS TO BE OFFSET BY ADDITIONAL REVENUE SOURCE OR AVAILABLE FUND BALANCE.

(ROUND UP TO WHOLE DOLLAR)

Account Project
Department/ Account Title Fund #Cost Center Number Task #Increase Decrease Fund Balance 101 300101 53,920
Professional Services 101 4010 730000 53,920
Total 53,920 53,920

Explanation of Transaction:

Implementation of Vehicle Miles Traveled Fee Banking Program, purchase and implementation of the TredLite VMT evaluation tool including a 2-year TredLite software license.

Prepared by Date
Department Head

FOR ADMINISTRATION AND FINANCE OFFICE ONLY

Approved
for Entry Date
Finance Office

Approved Date Journal No.

City Manager

Date Resolution No.

City Clerk

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:

kimley-horn.com 10 Almaden Boulevard, Suite 1250, San Jose CA 95113 669-800 4130

August 22, 2022

Eva Kelly
Planning Department
City of Hollister
375 5th Street
Hollister CA 95023

Re: City of Hollister Vehicle Miles Traveled (VMT) Banking Program, and TREDlite Implementation) VMT Mitigation Banking Program, TREDlite – Scope of Services and Fee Estimate Hollister, California

Dear Eva:

Kimley-Horn and Associates, Inc. (“Kimley-Horn” or the “Consultant”) is pleased to submit this scope and fee estimate (the “Proposal”) to the City of Hollister (the “Client”) to provide Vehicle Miles Traveled (VMT) analysis services for the City of Hollister VMT Banking Program and TREDLite Implementation project in Hollister, California (the “project”). Our Scope of Services, Schedule and Fee are as follows:

Scope of Services

Task 1: Project Initiation and Coordination
Kimley-Horn will attend up to four (4) virtual meetings to review the needs of the City pertaining to the VMT banking program and TREDlite implementation, provide progress updates, and review and finalize the project. Kimley-Horn will host a virtual kick-off meeting at the onset of the project to review the project scope and schedule (in addition to the 4 meeting). This task also covers other efforts related to project management such as email correspondence, internal coordination, and invoicing.

Deliverables
 Kick-Off Meeting
 Upto 4 Virtual Progress Meetings

Task 2: TREDlite Implementation

A. Update Travel Demand Management and Mitigation
Kimley-Horn will revise and update the City of Hollister’s Travel Demand Measures (TDMs) and their relative efficacy in reducing VMT within the City of Hollister based on the most recent version of CAPCOA’s Handbook for Analyzing Greenhouse Gas Emission Reductions, Assessing Climate Vulnerabilities, and Advancing Health and Equity published in January 2022. As part of this effort, Kimley- Horn will work to the city to implement both individual and category maximum percentage trip reductions and/or eliminate TDMs that City staff determine to either not be feasible or consistent with the City of Hollister’s circumstances.

B. TREDLite Implementation
Kimley-Horn will provide a working version of TREDLite, Kimley-Horn’s VMT analysis tool, with the TDM measures determined during Task 1. The tool will include specific modifications to reflect the City of Hollister’s basis for thresholds and VMT determination. TREDLite will be licensed for a 2-year period and be subject to the terms of that license.

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Kimley >>> Horn

City of Hollister, August 22, 2022
Vehicle Miles Traveled (VMT) Banking Program, TREDLite, Page 2

The TREDLite calculator VMT calculator includes a VMT banking analysis tool that Kimley-Horn will use to test various hypothetical or existing projects with VMT mitigation needs to understand the real-world implications of VMT “credit” pricing. These analyses will help evaluate the overall program feasibility and the impact that various candidate banking projects’ return on investment (ROI) may have on VMT mitigation costs as described in the Task 3.

Task 3: Vehicle Miles Traveled (VMT) Mitigation Banking Program Kimley-Horn will prepare a VMT Mitigation Banking Program that will contribute to reducing citywide VMT and serve as a source of CEQA project mitigation. The Banking Program projects will include select projects from the City’s planned mobility hubs, complete street projects, bike/ped/transit projects, and programs.

A. Identify Projects
Kimley-Horn will work with the City to establish a list of project selection criteria and funding criteria based on regional goals such as equity, return on VMT investment, and other considerations that arise.

We will work with the project team to select a draft list of projects that meet the VMT Banking Program legal and framework requirements.

B. Analysis of Projects
Kimley-Horn will obtain appropriate analysis data for up to ten (10) identified projects that is anticipated to include a combination of the Association of Monterrey Bay Area Governments (AMBAG) Travel Demand Model, home and work location data, and commuter information data obtained from either big data sources or the US Census, to determine estimate VMT reductions. The final selection of data sources and methodologies will be based on each individual project specific attributes.

C. Cost Estimates
Kimley-Horn will work with City staff to determine the total cost associated with each project selected to be analyzed during Tasks 3A and 3B. Subsequently, the cost per VMT for each selected project will be determined by dividing the total project cost by the VMT reduced for the project. This will help evaluate the feasibility and the impact that various selected banking projects’ return on investment (ROI) may have on VMT mitigation costs. Kimley-Horn will create cost estimates for up to ten (10) projects based on consultation with the project team. Kimley-Horn will work with City staff to determine which projects should be included in the VMT Mitigation Bank Program based on each project’s calculated cost per VMT and the overall cost per VMT resulting from the combination of projects selected.

D. Documentation
Kimley-Horn will prepare a VMT Mitigation Banking Program draft technical memorandum documenting the methodology, analysis, and results of the VMT Mitigation Banking Program. The draft memorandum will be submitted to the City for review. Kimley-Horn will produce a Final version of the memorandum based on one set of non-conflicting comments and will submit the Final memorandum to the City. Note that any required CEQA documentation will be provided as a separate task and be dependent on the final form of the recommended program.

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Kimley >>> Horn

City of Hollister, August 22, 2022
Vehicle Miles Traveled (VMT) Banking Program, TREDLite, Page 3

Schedule
We anticipate providing our services described in Tasks 1-3 within six (6) weeks of receipt of a Notice to Proceed and receipt of all required information.

Scope of Services
Kimley-Horn will perform the Scope of Services for a Time and Materials Not to Exceed fee of $53,920 (includes a budget of $15,000 for a 2-year license of TREDLite online platform) will provide all additional services on a labor fee plus expense basis. All such labor fee will be billed according to our then current rates. Direct reimbursable expenses such as express delivery services, traffic coe, and word processing.

Fees and expenses will be invoiced monthly based, as applicable, upon the percentage of services performed or actual services performed and expenses incurred as of the invoice date. unts, fees, and other direct expenses will be billed at 1.10 times cost. Five percent will be added to each invoice to cover certain other expenses such as in-house duplicating, telephone calls, facsimiles, postage. The Order Form attached to this Proposal includes Software License Agreement for TREDLite online platform.

Task 1 – Project Initiation and Coordination $3,,920
Task 2.A – TREDLite Implementation $10,500
Task 3 – VMT Banking Program $24,500
TREDLite 2-Year License Fee $15,000
Total $53,920 –
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Kimley >>> Horn

Rev 10/2020

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SB 743 Implementation
SB 743 Implementation
TREDLite and VMT Mitigation Programs
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Kimley >>>Horn

SB 743 Implementation
Agenda
•SB 743 Experience
•What is a VMT Bank?
• TREDLite
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Kimley >>>Horn

SB 743 ImplementationSB 743 Experience
•Fresno COG
•Santa Cruz County
•Wa tsonville
•Salinas
•Tr acy
•30 Agency ’s Policies and Thresholds
•More than 20 VMT Tools implemented
•TREDLite Solution
•VMT Banking Studies for
•TA MC
•SLOCOG
•StanCOG
•Palmdale
•Providing input on Banking Programs for
•More than 100 agency/conference presentations
•Caltrans SB 743 Technical Roundtable
•ITE California SB 743 Task Force
•ITE Sustainability Report
•VMT Banking White Paper
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Santa Cruz County ~
City of Scotts Valley
City of Santa Cruz
City of Capitola
City of Watsonville
City of Marina
City of Pacific Grove
City of Monterey
City of Sand City
City of Del Rey Oaks
City of Salinas
City of Gonzales
Kimley-Horn's
VMT/SB 743
Experience in California
Sacramento International Airport
City of Tracy
StanCOG
City of Hollister
San Benito County
Town of Mammoth Lakes
Fresno COG
City of Palmdale
City of Soledad
City of Greenfield
City of Kings City
Monterey County
City~ Westlake ViUage ~
Los Angeles International Ai'porl .

City of Agoura Hills v
City of El Segundo
Riverside County

SB 743 Implementation
Understanding
•Image #2
175k
125k
75k
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175k -
125k -
Initial Project
Analysis
75k--~
Impact
Site Mitigation/ --
TDMss
VMT Bank/
Exchange
VMT
----------r~=~r----Threshold
Impact Mitigated
Kimley>>> Horn

SB 743 Implementation
Understanding
•Image #2
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Available
VMT
Mitigation
Banking Projects
IQ ~
Bike
Transit ~ Pedestrian
l!cb
Parking Technology
Mitigation = 250k VMT
Total Cost :::: $1 M
Unit Price = $4/ 1 VMT
125k-
75k-
Impact Mitigated
-VMT
Threshold
Requires 50k VMT Mitigation at
@ $4/ 1 VMT for a cost of $200k
Bank
L...._ _____ ..:.:.:...:=----=------=:=::::::::;;:__~D~epleted Kimley>>> Horn

SB 743 Implementation
TREDLite Separators
•Big Data Solution or Tr avel Demand Model
•Multiple land uses at once
•ITE Trip Generation
•Internal Capture
•Criteria pollutants and Greenhouse Gas Estimates
•2022 CAPCO Transportation Demand Measure
• VMT Banking Solution
•Statewide solution developed
•Environmental Justice Analysis (pending)
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Kimley >>>Horn

SB 743 ImplementationTREDLite
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>)) Lite
Environmental Plamlng Tool
This tool was developed for use In SB 743 land use project analysis. The purpose of the tool ls to calculate VMT for a land use project. As with any planning tool, there are !imitations In terms of Its application Including limits on the type and size of development that can be applied to. Note that It Is anticipated that the tool will continue to evolve In response to data or methodological changes and as such It Is lmponant that the most current version of the tool be utilized. Broadly, the planning tool provides the following Information:
lnstnute of Transponation Engineers (ITE) Trip Generation VMT Threshold Analysis
Greenhouse Gas (GHG) Estimation
Transponatlon Demand Management (TOM) Evaluation
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>>> TRED Lite
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Questions?
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Kimley >>> Horn

STAFF REPORT

CITY COUNCIL REGULAR MEETING AGENDA
MEETING DATE: DECEMBER 19, 2022
SUBMITTED: November 10, 2022 AGENDA ITEM: Introduction and Adoption of Resolutions and Ordinances
DEPARTMENT:

DEPARTMENT HEAD:

Planning
Adrianna Ortiz, Acting Planning
Director
CONTACT: Eva Kelly, Interim Planning
Manager
831-636-4360 x25

TITLE OF ITEM: RESOLUTION NO. 2022-218, A RESOLUTION OF THE CITY

COUNCIL OF THE CITY OF HOLLISTER APPROVING THE INITIATION OF GENERAL PLAN AMENDMENT 2022-2 TO AMEND THE 2005-2023 HOLLISTER

GENERAL PLAN DESIGNATION FROM NORTH GATEWAY COMMERCIAL TO MIXED-USE AND APPROVING THE INITIATION OF REZONE 2022-1 TO AMEND

THE CITY OF HOLLISTER ZONING MAP DESIGNATION FROM NORTH GATEWAY

TO NEIGHBORHOOD MIXED-USE FOR TWO PROPERTIES TOTALING
APPROXIMATELY 4.6 ACRES LOCATED EAST OF SAN FELIPE ROAD, SOUTH OF

MAPLE STREET, NORTH OF SANTA ANA ROAD, AND WEST OF NORTH SALLY

STREET, FURTHER IDENTIFIED AS SAN BENITO COUNTY ASSESSOR PARCEL NUMBERS 051-020-017 AND 051-020-019

BRIEF DESCRIPTION: Consider approval of the initiation of General Plan Amendment 2022-2 and Rezone 2022-1 to amend the 2005-2023 Hollister General Plan Designation and the City of Hollister Zoning Map to designate two properties currently designated North Gateway Commercial as Mixed-Use and rezone the properties from North Gateway to Neighborhood Mixed-Use. The properties total approximately 4.6 acres and are located east of San Felipe Road, south of Maple Street, north of Santa Ana Road, and west of North Sally Street, further identified as San Benito County Assessor Parcel Numbers 051-020-017 and 051-020-019. Section 17.24.290 of the Hollister Municipal Code requires City Council authorization to initiate a general plan amendment with four affirmative votes.

RECOMMENDATION: That the City Council of the City of Hollister consider a resolution to authorize the initiation of General Plan Amendment 2022-2 and Rezone 2022-1.

DEPARTMENT SUMMARY: The applicant is requesting authorization to initiate a General Plan Amendment (GPA 2022-2) and Rezone (RZ 2022-1) for two properties located east of San Felipe Road, south of Maple Street, north of Santa Ana Road, and west of North Sally Street (APNs 051-020-017 and 051-020-019). The properties have a current General Plan Designation of North Gateway Commercial and are proposed to be re-designated to Mixed-Use. The properties are currently zoned North Gateway (NG) and are proposed to be rezoned to Neighborhood Mixed Use (NMU).

Section 17.24.290 of the Hollister Municipal Code requires City Council authorization to initiate a general plan amendment with four affirmative votes. A rezoning from NG to NMU as proposed by the applicant, is contingent upon a concurrent general plan amendment to ensure that the zoning designations are consistent with the overarching general plan designation of the properties.

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The project site is substantially surrounded by properties also designated as North Gateway Commercial within the project site block (Maple Street to the north, North Sally Street to the east, Santa Ana Road to the south, San Felipe Road to the west) as well as to the north and west, with properties to the east of North Sally Street and the project site designated Medium Density Residential and properties to the south of Santa Ana Road designated High Density Residential and Downtown Commercial and Mixed Use.

There are no properties nearby or contiguous to the project site which are currently designated Mixed-Use. See Attachment 1, GPA 2022-2_2022-09-21, for a map of the existing and proposed general plan designation.

The project site is substantially surrounded by properties also zoned as North Gateway (NG). Properties within the block of the project site are all currently zoned NG, as well as properties to the north and west of the project site. To the east of the project site, across North Sally Street, properties are designated High Density Residential (R4), and to the south of the project site across Santa Ana Road, properties are zoned R4 and Downtown Mixed-Use (DMU). There are no properties nearby or contiguous to the project site which are currently designated Neighborhood Mixed Use (NMU). See Attachment 2, RZ 2022-1_2022-09-21, for a map of the existing and proposed rezoning.

The current and proposed zoning designations, North Gateway and Neighborhood Mixed-Use respectively, have the following purposes in accordance with Section

17.08.010:

C. “NG (North Gateway) District. The North Gateway (NG) Zoning District is intended to encourage large-scale retail commercial uses, office park, and service-oriented businesses along the north entrance to Hollister along the Highway 25 and San Felipe Road corridors. The district also includes existing auto dealerships and opportunity for future dealerships along the San Felipe Road corridor south of Wright Road. The North Gateway District provides an opportunity for the assembly of larger parcels for the development of larger retail commercial and/or office park uses on an entry boulevard to the City that is not available in most other commercial Zoning Districts in Hollister. The NG Zoning District is consistent with the North Gateway Commercial (NG) land use category of the General Plan and is part of the North Gateway Special Planning Area.”

D. “Mixed Use Districts…

2. NMU (Neighborhood Mixed Use) District. The Neighborhood Mixed Use (NUM) [sic.] Zoning District provides for pedestrian-oriented commercial uses of low intensity and of a neighborhood character which serves the convenience retail and service needs of nearby residents and high-density residential at densities of 25-40 units per net acre. The neighborhood shopping centers accommodated by this zoning district typically have anchor market and drug stores, with supporting neighborhood-related convenience businesses. The NMU Zoning District is consistent with the Mixed Use Commercial and Residential (MU) land use category of the General Plan.”

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Pursuant to Section 17.24.290 of the Hollister Municipal Code, the City Council must make the following findings in order to approve a General Plan Amendment. A preliminary analysis of the proposed amendments are provided below for the Council consideration of the initiation of the current proposal.

1. The amendment is internally consistent with all other provisions of the General Plan.

Analysis. If the Initiation is authorized, through the course of the review and preparation of the General Plan Amendment and Rezone for this project, it would be brought into conformity with all provisions of the General Plan. The Mixed-Use designation is a current designation for other properties within the 2005-2023 City of Hollister General Plan Planning Area, so no inconsistencies with the proposed designation are anticipated. However, if an inconsistency was identified during the review of the project, it could be addressed during project review and considered by the Planning Commission and Council at time of approval. Staff has identified no issues with the project proposal as it relates to this finding.

2. The proposed amendment would not be detrimental to the public interest, health, safety, convenience, or welfare.

Analysis. As the City Council is aware, the City of Hollister is currently processing a General Plan Update (GPU) through the year 2040. During the policy recommendations outreach for the GPU which took place during 2020 and 2021, the project site was identified as a specific site for resignation to High Density Residential with a specific policy regarding a commercial component based on the direction received from the public, General Plan Advisory Committee (GPAC), Planning Commission, and City Council. In January of 2022 the City Council re-affirmed the direction of the policy recommendations outreach land use map with the site having a designation of high density residential. The vast majority of the modeling for traffic analyses, greenhouse gas and air quality, and the environmental analysis for the GPU have been completed at this time based on a high density residential designation of the project site.

The applicant’s proposed designation for this site is not high density residential, but rather Mixed-Use, and a rezoning to Neighborhood Mixed-Use. If it is the desire of the City Council to authorize the initiation of a General Plan Amendment and Rezone for the proposed project site, the GPU land use designation of the site should be modified to reflect this proposed change. It is unknown if this change to the GPU draft land use map will affect the modeling and studies that have already been completed. At approximately 4.6 acres, the site is relatively small, and it has been analyzed for a residential designation with a commercial component, so it may not have an effect. However, if the change of designation does require an amendment to studies and/or drafted documents and policies, this could come at significant cost to the City to have the draft GPU remodeled or re-drafted. The processing of GPA 2022-2 and RZ 2022-1 including any application fees, analyses, or environmental review, will be at the applicant’s expense and will have no direct cost to the City. However, the GPU is a City project and the costs of its amendments would be borne by the City.

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Staff recommends that the City Council ensure that this is taken into consideration if they do find that public interest and convenience would be served in authorizing the initiation of the proposed General Plan Amendment.

Authorizing staff and the applicant to initiate GPA 2022-2 and RZ 2022-1 will require staff to also make an adjustment to the policy direction that was generated from the public outreach for the GPU as it relates to this site to ensure consistency between all efforts.

Additionally, the City of Hollister Development Services Department received and reviewed Preliminary Application 2022-4 (PLM 2022-4) in May 2022, which was submitted by the applicants of GPA 2022-2 and RZ 2022-1. The applicant proposes future development of residential units with some live-work units located closer to San Felipe Road. During the preliminary application meeting for PLM 2022-4, and several subsequent meetings with staff, the applicant was informed that their project site was zoned North Gateway, which did not permit their proposed development proposed, and that they would need to apply for and complete a General Plan Amendment and Rezone in order to propose residential uses on the site. Staff also discussed the General Plan Update and policy recommendations described above, and recommended that rather than initiate a process at the applicant’s own expense which is likely to extend their processing time beyond the timeframe of the GPU, the applicant wait for the adoption of the GPU and propose a development consistent with the ultimate general plan designation and zoning. This was also reflected in the City’s May 26, 2022 preliminary comment letter for PLM 2022-4 which was provided to the applicant (Attachment 3).

It is important to note that the project received for review for PLM 2022-4 was reviewed against the site’s current zoning, NG. It is also important to note that even that review was preliminary and not a formal development project submittal and review. The project has not been reviewed for consistency with any other potential zoning designation, nor consistency with any other general plan designation. It is unknown if the proposed use from PLM 2022-4 would be consistent with either the GPU proposed designation of High Density Residential or the proposed Mixed-Use designation. Complete project review will take place after a formal application submittal. Regardless of the authorization of GPA 2022- 2 and RZ 2022-1 or not, any proposed development must be consistent with the general plan designation and zoning requirements in place at the time of approval.

The City Council should also consider the public interest and convenience when authorizing the initiation of a General Plan Amendment and Rezone which affects the GPU for a private development project that may or may not be consistent with the proposed general plan designation and rezone.

3. The affected site is physically suitable (including absence of physical constraints, access, compatibility with adjoining land uses, and provision of utilities) for proposed or anticipated uses.

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Analysis. The project site is currently vacant and generally flat, and is surrounded by urban development with utility access readily available.

The site is surrounded by developed parcels to the north, northeast, west, and southwest by existing commercial development. Access easements exist abutting the project site from the newly established Starbucks site (111 San Felipe Road), which were intended to extend onto a future North Gateway Commercial development of the project site in accordance with General Plan description of the North Gateway designation which states “[l]imit entry and exit points to main roads; encourage internal circulation between shops”.

To the east and southeast, there are existing single and multifamily homes which have zoning designations which would allow for north gateway commercial redevelopment (hones within the project site block), or high-density residential development (east of North Sally Street and southeast of Santa Ana Road).

While the site is vacant and flat, which would in and of itself not restrict development of any kind, the compatibility of a mixed-use designation on the site is subject to Council consideration. The nearby commercial and north gateway development would be conducive to shared access and compatibility of potential uses due to the shared general plan and zoning designation. While the nearby residential development does warrant consideration of a mixed-use “buffer” site to transition from residential development on the east to commercial moving west toward San Felipe Road. The redevelopment of any of the nearby residential sites to conforming high density could further aid in this transition, while redevelopment of the existing residential sites to the direct southeast of the project site (north of Santa Ana, west of North Sally Street) to conforming North Gateway uses, could isolate both those redeveloped sites and the project site.

A “true” mixed-use development on the project site which focused ground floor retail and other commercial to San Felipe Road and Maple Street while providing high density residential on higher floors and focused toward the existing residential on North Sally Street and Santa Ana Road, would be possible under the Mixed-Use General Plan Designation and could accomplish the policy direction that was received for the GPU. However, the current General Plan and Municipal Code do not have the requirements and design guidelines in place to ensure any particular development proposal contains a mixed-use component in the NMU (or any other mixed-use) Zoning District. A site in the NMU could be proposed as fully commercial, fully residential, or mixed use and still be potentially in compliance with the current general plan and zoning designation.

The City Council should consider all surrounding development both existing and potential, the development potential of a mixed-use and NMU designation, as well as the applicant’s proposed development described above, when making a finding for compatibility with surrounding land use.

The authorization to initiate proceedings for GPA 2022-2 and RZ 2022-1 is subject to the approval of the Council by four affirmative votes (Section 17.24.290 of the Hollister Municipal Code). Upon authorization of the initiation of the project, the applicant will be F.1
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able to submit a formal application for a General Plan Amendment and Rezone, which will be reviewed by Staff and the Development Review Committee, any and all applicable analyses and environmental reviews will be completed, and the recommendations of staff will be brought for a public hearing before the Planning Commission for a recommendation to the City Council, who will hold the ultimate authority over the approval of the General Plan Amendment and Rezone.

FINANCIAL IMPACT: Unknown. As identified in the staff report, while the project applicant will be responsible for all application fees, project analyses, and studies – including environmental analyses directly related to the processing of a General Plan Amendment and Rezone – the project’s financial effect upon the City’s ongoing 2040 General Plan Update is uncertain at this time. The project’s financial impact to the City is dependent upon whether the new designation would affect the studies and conclusions that have been prepared during the background drafting of the General Plan Update that would require revisions.

CEQA: To be determined during the processing of a formal General Plan Amendment and Rezoning application after initiation is authorized.

ATTACHMENTS:

1. Attachment 1. GPA 2022-2_2022-09-21

2. Attachment 2. RZ 2022-1_2022-09-21

3. Attachment 3. PLM 2022-4 Pre-App Comment Packet_San Felipe&Maple

THIS REPORT WAS REVIEWED BY THE CITY MANAGER WHO CONCURS WITH

THE STAFF RECOMMENDATION

Brett Miller, City Manager

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RESOLUTION NO. 2022-218

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HOLLISTER APPROVING THE INITIATION OF GENERAL PLAN AMENDMENT 2022-2 TO AMEND THE 2005-2023 HOLLISTER GENERAL PLAN DESIGNATION FROM

NORTH GATEWAY COMMERCIAL TO MIXED-USE AND APPROVING THE INITIATION OF REZONE 2022-1 TO AMEND THE CITY OF HOLLISTER ZONING

MAP DESIGNATION FROM NORTH GATEWAY TO NEIGHBORHOOD MIXED-USE FOR TWO PROPERTIES TOTALING APPROXIMATELY 4.6 ACRES LOCATED

EAST OF SAN FELIPE ROAD, SOUTH OF MAPLE STREET, NORTH OF SANTA

ANA ROAD, AND WEST OF NORTH SALLY STREET, FURTHER IDENTIFIED AS SAN BENITO COUNTY ASSESSOR PARCEL NUMBERS 051-020-017 AND 051-020- 019

WHEREAS, the applicant, Hollister Multifamily, LLC, has submitted an application for the initiation of a General Plan Amendment (GPA 2022-2) and a Rezone (RZ 2022-1) for the properties identified as San Benito County Assessor Parcel Numbers 051-020- 017 and 051-020-019 (Project Site); and

WHEREAS, GPA 2022-2 proposes to change the 2005-2023 City of Hollister General Plan Designation of the Project Site from North Gateway Commercial to Mixed-Use; and

WHEREAS, RZ 2022-1 proposes to change the City of Hollister Zoning Map to rezone the Project Site from the North Gateway (NG) Zoning District to the Neighborhood Mixed-Use (NMU) Zoning District; and

WHEREAS, RZ 2022-1 is subject to a concurrent review of a General Plan Amendment due to the proposed zoning designations and consistency with applicable general plan designations; and

WHEREAS, under the provisions of Section 17.24.290 of the Hollister Municipal Code, the City Council must authorize the initiation of a General Plan Amendment by four affirmative votes of the Council prior to the Applicant submitting a General Plan Amendment application for processing by the Development Services Department; and

WHEREAS, at the regular meeting of November 21, 2022 the City Council considered the applicant’s request, reviewed the City Staff report, and received written and oral testimony for and against the proposal; and

WHEREAS, the City Council deliberated and determined to grant the applicant’s request and approve the application for Initiation of General Plan Amendment 2022-2 and Rezone 2022-1 in accordance with Section 17.24.290 of the Hollister Municipal Code, and based on the facts presented, and the code requirements as plainly stated.

NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of Hollister does hereby make the following findings and determination regarding the proposed Initiation of GPA 2022-2 and RZ 2022-1:

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A. The amendment is internally consistent with all other provisions of the General Plan.

B. The proposed amendment would not be detrimental to the public interest, health, safety, convenience, or welfare.

C. The affected site is physically suitable (including absence of physical constraints, access, compatibility with adjoining land uses, and provision of utilities) for proposed or anticipated uses.

BE IT FURTHER RESOLVED, that the City Council of the City of Hollister does hereby approve the Initiation of General Plan Amendment 2022-2 and Rezone 2022-1.

PASSED AND ADOPTED, by the City Council of the City of Hollister at a Regular Meeting held this 19th day of December, 2022, by the following vote:

Ignacio Velazquez, Mayor
ATTEST:

Jennifer Woodworth, MMC, City Clerk

APPROVED AS TO FORM:

Lozano Smith Attorneys at Law

Mary F. Lerner, City Attorney

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I, JENNIFER WOODWORTH, MMC, City Clerk of the City of Hollister, do hereby certify that the attached Resolution No. 2022-218, is an original Resolution, or true and correct copy of a City Resolution, duly adopted by the Council of the City of Hollister at a regular meeting of said Council held on the 19th day of December, 2022, at which meeting a quorum was present.

IN WITNESS WHEREOF, I have hereunto set my hand and affixed the Official Seal of the City of Hollister this City Council day of December, 2022.

Jennifer Woodworth, MMC

City Clerk of the City of Hollister
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SHEET 1 OF 1 SHEETS

SAN FELIPE ROAD

HOLLISTER, CALIFORNIA
SEPT 22, 2022
JOB NUMBER: 212038

GENERAL PLAN AMENDMENT

EXHIBIT

PROJECT
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LAND USE DESIGNATION (EXISTING)LAND USE DESIGNATION (PROPOSED) NORTH

GATEWAY MIXED USE
(25-40 DU/NET AC)
APPLICANT: HOLLISTER MULTIFAMILY, LLC
1098 LINCOLN AVENUE
SAN JOSE, CA 95125
C/O PETER LIN (408) 292-1601
OWNER: SHAHINIAN, PONTO, GOUGH

C/O APPLICANT
ENGINEER: RUGGERI~JENSEN~AZAR
8055 CAMINO ARROYO
GILROY, CA 95020
C/O ROB ONETO, (408) 848-0300
SITE INFORMATION:

ADDRESS/APN 50 SANTA ANA ROAD
APN 051-020-017, -019
AREA ±4.6 ACRES
HOLLISTER GENERAL PLAN LAND USE:

DESIGNATION (EXIST) NORTH GATEWAY

DESIGNATION (PROP) MIXED USE COMMERCIAL/RESIDENTIAL
(25-40 UNITS/NET ACRE)
HOLLISTER GENERAL ZONING:

DESIGNATION (EXIST) NORTH GATEWAY

DESIGNATION (PROP) NMU
(NEIGHBORHOOD MIXED USE)
UTILITIES:

WATER PROVIDER CITY OF HOLLISTER

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PHONE: (408) 848-0300 FAX: (408) 848-0302

SHEET 1 OF 1 SHEETS

SAN FELIPE ROAD

HOLLISTER, CALIFORNIA
SEPT 22, 2022
JOB NUMBER: 212038

REZONING

EXHIBIT

ZONING DISTRICT (EXISTING)ZONING DISTRICT (PROPOSED)
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APPLICANT: HOLLISTER MULTIFAMILY, LLC
1098 LINCOLN AVENUE
SAN JOSE, CA 95125
C/O PETER LIN (408) 292-1601
OWNER: SHAHINIAN, PONTO, GOUGH

C/O APPLICANT
ENGINEER: RUGGERI~JENSEN~AZAR
8055 CAMINO ARROYO
GILROY, CA 95020
C/O ROB ONETO, (408) 848-0300
SITE INFORMATION:

ADDRESS/APN 50 SANTA ANA ROAD
APN 051-020-017, -019
AREA ±4.6 ACRES
HOLLISTER GENERAL PLAN LAND USE:

DESIGNATION (EXIST) NORTH GATEWAY

DESIGNATION (PROP) MIXED USE COMMERCIAL/RESIDENTIAL
(25-40 UNITS/NET ACRE)
HOLLISTER GENERAL ZONING:

DESIGNATION (EXIST) NORTH GATEWAY

DESIGNATION (PROP) NMU
(NEIGHBORHOOD MIXED USE)
UTILITIES:

WATER PROVIDER CITY OF HOLLISTER

SEWER SERVICE CITY OF HOLLISTER

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Pre-Application Review Meeting
Pre-Application Review Meeting (PLM)
PLM #2022-4
Preliminary Comments
May 26, 2022
Welcome to the City of Hollister!It is our goal to assist you in succeeding with your development proposal. The purpose of this meeting is to outline procedures for filing applications, and for processing the various land use permits, subdivision maps, variances and other regulatory review and approval responsibilities of the Community Development Department, the Planning Commission, and of the City Council.

PLEASE BE ADVISED OF THE FOLLOWING:The comments provided at the Preliminary Review Meeting and in the attached PLM Letters are preliminary,and based upon a review of the information supplied by you the applicant, which may not be complete at this time. Please note that development regulations continue to change over time and that some conditions cannot be anticipated until more detailed plans and studies are prepared for the proposal.

PROPOSAL:Development of 93 rental units - including 15 live/work units at 0 San Felipe Road and 50 Santa Ana Road. The project would also include a pool and amenity building.

LOCATION:0 San Felipe Road (APN: 051-020-017) and 50 Santa Ana Road (APN: 051-020-019) APPLICANT:Hollister Multifamily LLC
ZONING/LAND USE:NG (North Gateway) / currently vacant
CONTACT LIST:

City of Hollister Planning Division
(831) 636-4360
[email protected]
City of Hollister Police Department
(831) 636-4330
[email protected]
City of Hollister Building Division
(831) 636-4355
[email protected]
Recology San Benito County
(831) 636-7500
https://www.recology.com/recology-san-benito-county/
City of Hollister Engineering Division
(831) 636-4340
[email protected]
San Benito County Department of Environmental Health
(831) 636-4035
https://hhsa.cosb.us/environmental-health/
City of Hollister Department of Public Works / Utilities (831) 636-4370
San Benito County Airport Land Use Commission (ALUC)
(831) 637-7665
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I

[email protected]
[email protected]
http://sanbenitocog.org/aluc/
City of Hollister Fire Department
(831) 606-4325
[email protected]

ATTACHMENTS

1. Planning Division Preliminary Comments

2. Engineering Division Preliminary Comments

3. Fire Department Preliminary Comments
THIS PRE-APPLICATION REVIEW MEETING PACKET CONCLUDES THE CITY OF HOLLISTER’S REVIEW OF PRELIMINARY APPLICATION 2022-4. To schedule an appointment to submit a development application or to submit another application for preliminary review, please contact [email protected]. 2 F.1.c
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Attachment 1: Planning Division Preliminary Comments
PLM 2022-4 San Felipe Road and Maple Street

Page 1 of 3 ends

City of Hollister
Planning Division
339 Fifth Street, Hollister, CA. 95023 ●Telephone (831) 636-4360 ●Fax (831) 634-4913 Thursday, May 26, 2022
Planning Preliminary Comments
Development Services Department – Planning Division
City of Hollister
339 Fifth Street
Hollister, California 95023
RE: Preliminary Review Application PLM 2022-4: 0 San Felipe Road (APN: 051-020-017) and 50 Santa Ana Road (APN: 051-020-019).

USEFUL LINKS:

1. Current City of Hollister General Plan adopted December 2005:
http://hollister.ca.gov/government/city-departments/development-services/general-plan/ Hollister 2040 - City of Hollister General Plan Update: https://hollister2040.org/

2. City of Hollister Zoning Code Title 17:
https://library.municode.com/ca/hollister/codes/code_of_ordinances?nodeId=Title%2017%20-%20Zoni ng

3. City of Hollister Zoning Map:
http://hollister.ca.gov/wp-content/uploads/2021/09/ZoningMap2021StreetNames.pdf

4. California Environmental Quality Act (CEQA): https://opr.ca.gov/ceqa/ The City of Hollister’s Planning Division has reviewed the preliminary application materials received by the Planning Division to develop 93 rental units – including 15 live/work units facing San Felipe Road, a pool, and an amenity building and pool at 0 San Felipe Road (APN: 051-020-017) and 50 Santa Ana Road (APN: 051-020-019).

Planning staff have the following comments on the preliminary review application. These comments should be addressed in the formal project application.

1. Note that the following Provisions of Title 17 (Zoning) of the Hollister Municipal Code (HMC) will be applicable to the proposed property:
a.Commercial Districts:Development in the North Gateway district shall be in accordance with Chapter 17.08.
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Attachment 1: Planning Division Preliminary Comments
PLM 2022-4 San Felipe Road and Maple Street

Page 2 of 3 ends

b.Development Standards:Development shall be in accordance with the Development Standards in Section 17.08.030, as well as the North Gateway District supplemental standards outlined in Section 17.08.040.
c.Parking and Loading Standards:Parking and Loading shall be in accordance with Chapter 17.18. d.Landscaping Standards:Landscaping shall be designed in accordance with Chapter 17.16.080 (separate application).
e.Sign Regulations:Proposed signs shall be designed and constructed in accordance with Chapter

17.20 (separate application).

2. The property is located in the North Gateway (NG) Zoning District. As outlined in the Hollister Municipal Code (HMC) Section 17.08.010(C), “…The North Gateway (NG) Zoning District is intended to encourage large-scale retail commercial uses, office park, and service-oriented businesses along the north entrance to Hollister along the Highway 25 and San Felipe Road corridors. The district also includes existing auto dealerships and the opportunity for future dealerships along the San Felipe Road corridor south of Wright Road. The North Gateway District provides an opportunity for the assembly of larger parcels for the development of larger retail commercial and/or office park uses on an entry boulevard to the City that is not available in most other commercial Zoning Districts in Hollister. The NG Zoning District is consistent with the North Gateway Commercial (NG) land use category of the General Plan and is part of the North Gateway Special Planning Area…”
a. Per HMC Chapter 17.08, Live-Work Units, New Mixed-Use Buildings, Multi-Family Residential are all not permitted uses in the North Gateway Zoning District.

3. The proposed project would not be approved under the current zoning designation. However, please note that the City of Hollister is currently in the process of drafting a General Plan Update, under which a number of sites have been identified for zoning changes, including the proposed project sites at 0 San Felipe Road and 50 Santa Ana Road. It is the intention of staff to recommend that these sites be rezoned in the General Plan Update to support high density residential development with a specific commercial component.

4. Should you still wish to proceed with the project as proposed, the following would be required: General Plan Amendment, rezoning of the site, Site & Architectural Review, and CEQA Analysis. The applicant would be required to pay all associated project fees. The estimated timeline for this process would exceed one year. Note that the General Plan Update is anticipated to be adopted in early 2023. Staff recommend that the applicant wait until the anticipated adoption of the General Plan Update to submit an application for these sites that is in accordance with anticipated zoning changes. a. For inquiries regarding the General Plan Update, staff suggests scheduling a scoping meeting with Development Services Director, Adrianna Ortiz. Please contact the Planning Division at [email protected] if you wish to schedule a scoping meeting. Note that there is an associated fee of $3,221.94.

5. Note that parking and loading shall be developed in accordance with HMC Chapter 17.18. a. The design and development for off-street parking must be in accordance with HMC Section

17.18.110, which states “…Off-street parking areas shall be provided on the subject site, outside of any public right of way…”
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Attachment 1: Planning Division Preliminary Comments
PLM 2022-4 San Felipe Road and Maple Street

Page 3 of 3 ends

i. On-street parking spaces, as shown on the preliminary site design along Maple Street, Sally Street, and Santa Ana Road, would not be counted towards the off-street parking requirements for the commercial portion of the proposed live/work units. b. Per HMC Section 17.18.110 (C) “…all commercial, office and industrial use should minimize street-frontage parking lots, and where possible locate the parking behind buildings”… 5 F.1.c
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Attachment 2: Engineering Division Preliminary Comments PLM 2022-4 San Felipe Road & Maple Street

Page 1 of 1 ends

Mailing Address: 375 Fifth Street, Hollister, CA 95023  Physical Address: 339 Fifth Street Hollister, CA 95023 Telephone (831) 636-4340  Fax (831) 636-4349
City of Hollister Engineering Department

M E M O R A N D U M
DATE: 05/17/2022
TO: Planning Department
FROM: Engineering
RE: Pre-application Republic Urban Properties San Felipe Road Engineering Comments The City of Hollister Engineering Division has reviewed the plans received by the Planning Division for Republic Urban Properties (San Felipe Road Development). Engineering staff have the following comments on the preliminary review application. These comments should be addressed in the formal project application.

1. The formal planning application shall include:
a.Preliminary grading and drainage plan
b.Preliminary utility plan
c.Preliminary post-construction stormwater management plan and sizing calculations.

2. Prepare and submit the City’s stormwater management post-construction requirement form.

3.Minimum 26 feet interior road. Please check with Fire Department for roads less than 26 feet

4. Provide only one access point on Maple Street and eliminate access closest to intersection

5.Label all streets internal to the development as private.

6. San Felipe Road intersection at Maple was previously studied and determine to be in need of signalization. Project will be subject to intersection upgrades

7.Verify with Planning for connectivity to adjacent properties and circulation plan

8. Update aerials on plans
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Fire Station 2 2240 Valley View Rd Fire Station 3 2000 Aerostar Way Fire Station 4 24 Polk St.

Hollister, CA 95023 Hollister, CA 95023 San Juan Bautista, CA 95045 (831) 636-4141 (831) 636-4326 (831) 636-4327

Fire Station 1 – Headquarters – 110 Fifth Street • Hollister, CA 95023- Phone (831)636-4325

CITY OF HOLLISTER

FIRE PREVENTION BUREAU

PROJECT COMMENTS

Date: May 23, 2022
Subject: pre app meeting
Address: San Felipe Rd. & Maple Street

1. [A] 105.3.3 Occupancy prohibited before approval. The building or structure shall not be occupied prior to the fire code official issuing a permit and conducting associated inspections indicating the applicable provisions of this code have been met.

2. 503.1.1 Buildings and facilities. Approved fire apparatus access roads shall be provided for every facility, building or portion of a building hereafter constructed or moved into or within the jurisdiction.

The fire apparatus access road shall comply with the requirements of this section and shall extend to within 150 feet (45 720 mm) of all portions of the facility and all portions of the exterior walls of the first story of the building as measured by an approved route around the exterior of the building or facility.

3. 503.1.2 Additional access. The fire code official is authorized to require more than one fire apparatus access road based on the potential for impairment of a single road by vehicle congestion, condition of terrain, climatic conditions or other factors that could limit access.

4. 503.2 Fire Department Access and Egress. (Roads) Required access roads from every building to a public street shall be all-weather hard-surfaced (suitable for use by fire apparatus) right-of-way not less than 20 feet in width. Such right-of-way shall be unobstructed and maintained only as access to the public street.

5. 503.3 Marking. Where required by the fire code official, approved signs or other approved notices or markings that include the words NO PARKING—FIRE LANE shall be provided for fire apparatus access roads to identify such roads or prohibit the obstruction thereof. The means by which fire lanes are designated shall be maintained in a clean and legible condition at all times and be replaced or repaired when necessary to provide adequate visibility.

6. 506.1 Required. Where access to or within a structure or an area is restricted because of secured openings or where immediate access is necessary for life-saving or fire-fighting purposes, the fire code official is authorized to require a key box or other approved emergency access device to be installed in an approved location. The key box or other approved emergency access device shall be of an approved type and shall contain keys or other information to gain necessary access as required by the fire code official. Where a key box is used, it shall be listed in accordance with UL 1037. KNOX

7. 507.5.1 Required. Where a portion of the facility or building hereafter constructed or moved into or within the jurisdiction is more than 400 feet (122 m) from a hydrant on a fire apparatus access road, as measured by an approved route around the exterior of the facility or building, on-site fire hydrants and mains shall be provided where required by the fire code official.

IMPORTANT NOTICE: ALL FIRE PLANS NEED TO BE SUBMITTED DIRECTLY TO HOLLISTER FIRE DEPARTMENT FOR REVIEW AND PERMITTING. FEES WILL BE ASSESED AFTER COMPLETE FIRE APPROVAL. FOR QUESTIONS REGARDING PLAN REVIEW, CONTACT THE FIRE DEPARTMENT DIRECTLY. CALL 831-636-4325 or email questions to [email protected]

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8. 507.5.1.1 Hydrant for standpipe systems. Buildings equipped with a standpipe system installed in accordance with Section 905 shall have a fire hydrant within 100 feet (30 480 mm) of the fire department connections.

9. 507.5.6 Physical protection. Where fire hydrants are subject to impact by a motor vehicle, guard posts or other approved means shall comply with Section 312.

10. 509.1 Identification. Fire protection equipment shall be identified in an approved manner. Rooms containing controls for air-conditioning systems, sprinkler risers and valves, or other fire detection, suppression or control elements shall be identified for the use of the fire department. Approved signs required to identify fire protection equipment and equipment location shall be constructed of durable materials, permanently installed and readily visible.

11. 510.1 Emergency responder radio coverage in new buildings. All new buildings shall have approved radio coverage for emergency responders within the building based upon the existing coverage levels of the public safety communication systems of the jurisdiction at the exterior of the building. This section shall not require improvement of the existing public safety communication systems.

12. 901.5.1 Occupancy. It shall be unlawful to occupy any portion of a building or structure until the required fire detection, alarm and suppression systems have been tested and approved.

13. 903.2 Approved automatic sprinkler systems shall be provided in all new buildings and structures constructed, moved into or relocated within the jurisdiction. Exceptions:
(1) Structures not classified as Group R occupancies and not more than 500 square feet in total floor area.

14. 903.4.1 Monitoring. Alarm, supervisory and trouble signals shall be distinctly different and shall be automatically transmitted to an approved central station, remote supervising station or proprietary supervising station as defined in NFPA 72, or, when approved by the fire code official, shall sound an audible signal at a constantly attended location. The fire alarm system installed to transmit such signals shall be considered a building fire alarm system.

15. 907.2 A fire alarm system shall be installed in accordance with the provisions of this code and NFPA 72 shall be provided in new buildings and structures in accordance this code. Fire alarm box shall be installed at a locations approved by the enforcing agency.

16. 907.6.6 Monitoring. Fire alarm systems, whether required by this chapter or the California Building Code or voluntarily installed, shall be monitored by an approved supervising station in accordance with NFPA 72 and this section.

17. 912.2.1 Fire department connections shall be located on the street side of buildings, fully visible and recognizable from the street or nearest point of fire department vehicle access.

18. 912.4.1 Locking fire department connection caps. The fire code requires locking caps on fire department connections for water-based fire protection systems where the responding fire department carries appropriate key wrenches for removal.

19. 912.5 Signs. A metal sign with raised letters not less than 1 inch (25 mm) in size shall be mounted on all fire department connections serving automatic sprinklers, standpipes or fire pump connections. Such signs shall read: AUTOMATIC SPRINKLERS or STANDPIPES or TEST CONNECTION or a combination thereof as applicable. Where the fire department connection does not serve the entire building, a sign shall be provided indicating the portions of the building served.

20. 912.6 Backflow protection. The potable water supply to automatic sprinkler and standpipe systems shall be protected against backflow as required by the Health and Safety Code Section 13114.7.

21. 3310 ACCESS FOR FIRE FIGHTING Approved vehicle access for firefighting shall be provided to all construction or demolition sites. Vehicle access shall be provided to within 100 feet (30 480 mm) of temporary or permanent fire department connections. Vehicle access shall be provided capable of supporting vehicle loading under all weather conditions. Hollister Fire Department requires all weather hard paved roadway. For Construction
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22. 3312.1 WATER SUPPLY FOR FIRE PROTECTION An approved water supply for fire protection, either temporary or permanent, shall be made available as soon as combustible material arrives on the site. For Construction

23. D103.1 Access road width with a hydrant. Where a fire hydrant is located on a fire apparatus access road, the mini- mum road width shall be 26 feet.

24. D105.2 Aerial fire apparatus access roads shall have a minimum unobstructed width of 26 feet in the immediate vicinity of the building or portion thereof.

25. D105.3 Proximity to building. At least one of the required access routes meeting this condition shall be located within a minimum of 15 feet (4572 mm) and a maximum of 30 feet (9144 mm) from the building, and shall be positioned parallel to one entire side of the building.

26. O104.2 Addresses for buildings. (FIRE 011) All buildings shall be issued an address in accordance with jurisdictional requirements. Each occupancy, except accessory buildings, shall have its own permanently posted address. When multiple occupancies exist within a single building, each individual occupancy shall be separately identified by its own address. Letters, numbers and symbols for addresses shall be a minimum of 4-inch height, 1/2-inch stroke, contrasting with the background color of the sign, and shall be Arabic. (12-18 inch height for commercial or multi-family residential developments). Address signs shall be and visible from both directions of travel along the road. In all cases, the address shall be posted at the beginning of construction and shall be maintained thereafter.

Permanent address numbers shall be posted prior to requesting final clearance. Upper Left/Right of Address Side of Building.

27. O105.1 Water systems shall be installed and made serviceable prior to the time of construction.

Water systems constructed, extended or modified to serve a new development, a change of use, or an intensification of use, shall be designed to meet, in addition to average daily demand, the standards to meet the local Jurisdiction per NFPA Standard 1142, or other adopted standards. The quantity of water required pursuant to this chapter shall be in addition to the domestic demand and shall be permanently and immediately available.

28. O105.4 Fire hydrants and valves. A fire hydrant or fire valve is required. The hydrant or fire valve shall be 18 inches above grade, 8 feet from flammable vegetation, no closer than 4 feet nor further than 12 feet from a roadway, and in a location where fire apparatus using it will not block the roadway.

The hydrant serving any building shall be not less than 50 feet and by road from the building it is to serve. More restrictive hydrant requirements may be applied by the Reviewing Authority.

Each hydrant/valve shall be identified with a reflectorized blue marker, with minimum dimensions of 3 inches, located on the driveway address sign, non-combustible post or fire hydrant riser.

29. O109.1 Standard defensible space requirements. Combustible vegetation shall be removed from within a minimum of 100 feet or to the property line from structures, whichever is closer.

ADDITIONAL INFORMATION:

MAKE CONTACT WITH FIRE DEPARTMENT FOR ADDITIONAL COMMENTS, CONCERNS, PLAN SUBMISSIONS and INSPECTIONS fire at 831-636-4325

AS THE PROJECT MAY CHANGE OVER TIME AND THAT SOME CONDITIONS MAY BE REQUIRED IN ADDITION TO PRELIMINARY PLANS.

From: Carlos Bedolla
Fire Marshal
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STAFF REPORT

CITY COUNCIL REGULAR MEETING AGENDA
MEETING DATE: DECEMBER 19, 2022
SUBMITTED: November 14, 2022 AGENDA ITEM: Introduction and Adoption of Resolutions and Ordinances
DEPARTMENT:

DEPARTMENT HEAD:

Information Services
Paul DaSilva, Information
Systems Manager
CONTACT: Paul DaSilva, Information Systems
Manager
(831) 636-4312

TITLE OF ITEM: RESOLUTION NO. 2022-219, A RESOLUTION OF THE CITY

COUNCIL OF THE CITY OF HOLLISTER APPROVING AN APPROPRIATION FROM THE GENERAL FUND RESERVES IN AN AMOUNT NOT TO EXCEED $557,883.43 FOR FISCAL YEAR 2022-2023, AUTHORIZING AN AGREEMENT WITH SILVER LINING SOLUTIONS, LLC, CARAHSOFT TECHNOLOGY CORP, AND ACCELA INC.

FOR THE IMPLEMENTATION AND ONGOING LICENSING OF THE ACCELA CIVIC

PLATFORM FOR THE CITY OF HOLLISTER DEVELOPMENT SERVICES, FIRE,

AND POLICE DEPARTMENTS IN A TOTAL CONTRACT AMOUNT NOT TO EXCEED $1,121,471.33 OVER THREE (3) YEARS

BRIEF DESCRIPTION: Implementation of the Accela Civic Platform for the Development Services, Fire, and Police Departments to allow for electronic document, application, and inspection processing; online payments; live updates for staff and the public on application review; and to provide interconnectivity between the Planning, Engineering, Building, Code Enforcement, Cannabis Affairs, Housing, Fire Department and other departments for accurate project tracking and reporting from project conceptualization to construction.

RECOMMENDATION: Staff recommends the City Council adopt a resolution authorizing the City of Hollister to enter into an agreement with Carahsoft Technology Corp., not to exceed $1,121,471.33 over three (3) years for the implementation and ongoing licensing of the Accela Civic Platform and approving an appropriation for those services for Fiscal Year 2022-2023 of $557,883.43 from the General Fund.

DEPARTMENT SUMMARY: In March 2022, The City of Hollister Development Services Department Staff had introduced a resolution for City Council review and approval for the Accela Civic Platform Application to provide a solution for the Department to utilize as an Enterprise Point of Record to integrate its planning, permitting, inspections, and enforcement processes. City Council rejected the initial recommendation due to a Council Member’s previous experience with Accela in their work environment as well as cost concerns.

City Staff has since vetted several references for Accela Civic Platform from various Cities and Counties throughout several States, including cities in our regional area. Staff has spent the last few months revisiting previous vendor solutions including secondary demonstrations and demonstrations from new vendors, such as Central Square, OpenGov, Camino, GoGov, Clariti, among others. Most vendors did not have the solutions to integrate all of the department processes and were mainly dedicated more to just permitting or Code Enforcement or Cannabis, but not so much to incorporate much of the other processes that include other departmental involvement, such as F.2
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Finance for payment processing internally and online though Tyler Technologies Financial System used city-wide. Through this process, staff realized more licensing were needed in order to include access to those that interact with Development Services and Code Enforcement processes, such as Housing working closely with Finance on loan payments and as well as Police, Public Works, and Code Enforcement working closely on public reporting of graffiti, abandoned vehicles and overgrown vegetation in public areas, etc.

Out of all of the vendor solutions, staff were focused on two final applications, Clariti Software’s Enterprise and Accela’s Civic Platform. Staff spent the last few months having specific demonstrations with Clariti and providing their team each division’s processes and what were needed to integrate all into one system of record. Staff have been patient with Clariti’s timing as they were focusing on onboarding several cities such as Irvine and Los Angeles. Clariti’s software and implementation team provided a Project implementation and pricing proposal based on the discussions and demonstrations they had with specific departments.

Additionally, Staff had several online sessions and an on-site / all day demonstration with Accela and Silver Lining Solutions implementation teams to fine tune processes and make sure staff had all the understanding on what Accela has to offer in their solution and how those processes could be implemented to better serve both staff and the public. Throughout the whole process, Accela team has stepped back and allowed staff to do their due diligence in vetting other applications, and have been the most responsive to staff’s needs and questions. Accela’s team have put the most resources and time into this project and remained dedicated throughout the process.

During the on-site session, with a lot of different staff interacting in discussions, it became rather apparent that there is a need to review various city processes including Special Event permitting such as block party, parades, street closures, etc which we previously handled by the City Clerk’s Office and streamline these into Development Services normal permitting process and procedures. This has shown the need for additional licensing expansion to other departments, such as Finance and Public Works staff that interact closely with Development Services staff on a variety of operational needs, such as Housing for loan management, as well as Public Works and Utilities for Code Enforcement and construction/development water meter assignments.

Clariti and Accela were the two vendors closest to providing the solution the City needs.

Staff detertmined Accela’s solution best fits what the department’s operational needs are based on in depth conversations and demonstrated abilities of the software. Clariti has similar abilities but lack in various components such as ability to add Service Request and Work Order module that Public Works is in need of, as well as some Housing elements that could not be met. Accela has been able to demonstrate how each process would work and how it could be implemented to best fit the City’s operations, where Clariti was not able to demonstrate directly the processes in some cases.

Staff requested proposals from both vendors, with a licensing user count of 60 users, integrations for Tyler Financial GL and Cashiering, Laserfiche Document Management and digital storage, as well as Bluebeam for Digital Plan Review and Project F.2
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implementation with a three year contract for Support and Licensing. Clariti’s software licensing costs are lower, but project implementation is higher over Accela. This is outlined in the spreadsheet below:

Over the three year period, Accela’s overall project cost will be lower, though Clariti’s annual licensing will be considerably lower. With this, staff continues to recommend Accela’s Civic Platform to best align with the City’s operational needs.

Accela’s proposed licensing includes optional enhancements such as Accela’s Premium Citizen Experience, OpenCities, which enables online users to quickly find the services they need and guide them through the application process for a more seamless experience. This lessens the need for constant phone calls and office visits and guides the user through their processes right the first time. Also included in the optional licenses are the Enhanced Reporting feature, which gives our agencies direct, secure access to their data for increased analysis, reporting and transparency. The licensing also includes Velosimo Integration tools for integrating with Tyler Technologies Financial System for Cashiering and payments, Bluebeam Digital Plan Reviews and Markups for Planning, Building and Engineering needs and Development Review, and for Laserfiche Document Management for digital document storage and archiving.

These are necessary integrations with current applications used by City staff on a daily basis.

This spreadsheet below shows the overall costs which include the optional enhancements, as well as if those enhancements were removed resulting in licensing savings over the three year period of as much as $47,453.72 in year three. Also shown is the complete project savings with implementation of $106,460.63, for a complete picture.

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A ccela vs Clariti Pricing
A ccela
Year One
Year Tw o
Ye ar Three
Li censi ng 60 / 10 Use rs -Cannabis
$218,783.43
$236,154.95 (3% in crease)
$254,371.27 (3% increase)
"'""" Lice nsi ng includes OpenCit ies 1st year No Cost "'** Include s Laserfiche /Tyler/ Bl uebe am Int egrat ion A dapters SL S
Year One
Opti onal Svcs
Year Two
Year Three
A cce la
Im p lementation
$275,400 .00
$63 ,700.00 (Bluebeam/Tyler/Laserfiche)
Tota l w /Option al: $339 ,100.00
$35r990 .32 (16-hours per month @$2999.36-/mo)
$37r071.36 (1 6-hours per month @$3089.28/mo)
Tota l Addition al : $73,06 1.68
Total Services: $4 12,161.68
Total Licen sing & Implementatio n
Year One $557,883.43
Ye ar Two
Year Three
Comple te
$272,145 .27
$29 1,442.63
$1,121.471 .33
Clariti Licensi ng 6() Tot al Use rs
Year One $152,350.00
Year Two $159,967.50 (5% increase)
Year Three $167,965 .88 (5% increa se)
Clariti
Li ce nsing Cost Di ffere nce :

Year One -$66.433 .43
Yea r Two
Ye ar Three
-$76,187.45
-$86,405.40
"'""" Licens i ng i ncl ud es Tyler / Bl uebeam / Laserfi che Integrat i o ns Speridian Implementati o n
Year One $738,000.00
Total Servi ces:
t
$738,000.00
Year Tw o
Year Three
$30,0CX>.OO (20 hou rs per month @$2S00/m o)
$30,0CX>.OO (20 hours per month @$2S00/mo)
Total Additional : $60,000.00
Total Services: $798,000.00
Cla riti
Total Li cen sing & Impl em entatio n
Year One $890,350.00
Year Tw o
Year Three
$189,967.50
$197,965 .88
Cost Di fferen ce:

Year On e -$332,466.57 Acce la Lower
Year Two $32,177.77 CJariULower
Yea r Three $93,476 .76 ClariU Lower
Complete $1,278,283.38 Differen ce -$156,812.05

To recap the staff report that was included in the March 7, 2022 City Council Agenda item, the City of Hollister Development Services Department (Department) currently provides many different services to the Hollister Community including development review and planning; public works project implementation and inspection; building permit issuance, inspection, and review; cannabis business licensing and regulation; code enforcement; and affordable housing loan and program management. The Department consists of the Planning, Engineering, Building, Cannabis Affairs, and Housing Divisions. Code Enforcement has since been moved from Development Services to under Police Department Supervision. Police Department has added four additional staff positions related to Code Enforcement. Hollister Fire Department has since created the Fire Prevention Bureau which handles all fire prevention duties including fire inspections and enforcement and added four new positions.

At this time, the Building Division utilizes Tyler Technologies Incode 9 Application to track their building permits; however, it does not allow for easy tracking or reporting of permits by project or integrate the building inspection process. The remainder of the divisions within the Department currently have no system or technology database to track the various applications, permits, and/or violations which are processed through the Department on a daily basis. Each Division – including the building division for needs which cannot be accomplished with their current technology – utilizes a combination of Excel or paper to track application and processes by hand.

The tracking of projects by hand is inefficient, inaccurate, and makes it incredibly difficult to gather information from many different tracking modules to prepare reporting about development projects. The various divisions of the Department are intricately connected, for example development projects move from Planning to Engineering and ultimately to Building as they progress from concept to construction, or Code Enforcement Violations often requiring a building permit and/or a planning entitlement to be resolved and brought back into compliance. With all of the divisions currently operating on separate, by-hand tracking systems, and dozens of various permits active within each division at a time, keeping track of the permits and reviews and coordinating between divisions is incredibly difficult. This often results in delays in processing times and/or losing track of comments or requirements from various division stakeholders.

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Accela
Year One
Year Two
Ye ar Three
Licensing 60 / 10 Us ers -Cannab i s
$218,783 .43
$236,154.95 (3% increase)
$254,371.27 (3% increase)
*** Licensing includes OpenCit ies 1st year No Cost
*** Include s Laserfich e /Tyler/ Bluebe am Integration Adapter s SLS
Year One
Optional Svcs
Year Two
Year Three
Acce la
Implementation
$275,400.00
$63 ,700 .00 (Bluebeam/Tyle r/Las e rfiche)
Total w/Opt ional: $339,100.00
$35,990.32 (l6hours?ermonth @S2'3'39.36/mo)
$37,071.3 6 ([email protected]/mo)
Total Add itio na l: $73,061.68
Total Service s: $4 12,161.68
Total Li cen sing & Implementation
Year One $557,883 .43
Year Two
Year Three
Com lete
$272,145 .27
$291,442.63
$1,121,471.33
Accela
Year One
Year Two
Year Three
Licensing 60 / 10 Use r s -Cannabis
$195,040.23 (m inus Re porting DB)
$200,891.24 (3% increase - m i nu sRepDB/OpenCities)
$206,917.55 (3% increase• minusRepDB/OpenCities)
*** Includes Laserfiche /Tyler/ Bl uebea m Integr ation Adapters SLS Implementatio n
Year One $275,400.00
Optional Svcs $63,700.00 (Bluebeam/Tyler/Laserfiche)
Tota l w/Optional: $339,100.00
Year Two
Year Three
$35,990.32 (16hours?ermonth@S29'9'3.36/mo)
$37,071.36 (16 hours ?er month @S3039.28/mo)
Acce la
Tot al Licen sing & Implementation
Year One $534,140.23
Year Tw o
Year Three
Complete
$236,881.56
$243 ,988 .91
$1,015,010.70
Tota l Additi onal: $73,061.68
To ta l Services: $412,161.68
Diffe re nce:
-$23,743.20
-$35,263.71
-$47,453.72
-$106,460.63
Difference:

Ye ar One: -$23,743.20
Year Two: -$35,263. 71
Year Three: -$47,453.72

The Development Services Department has been in contact with Silver Lining Solutions, LLC, Carahsoft Technology Corp., and Accela Inc. (“Accela Team”), who provide a software program that can be customized for the City of Hollister to integrate permitting, reporting, and inspection processes for all of the divisions. This system, the Accela Civic Platform (“Accela”), will allow the City to move from paper application processing and tracking to on-line/electronic services. The system will allow each division to integrate all of the various permit and application processes, and will create workflows for each permit. The workflows will be customizable, but will integrate processes between different divisions for review and comment, and will collect all of the data from the course of project review which can then be made available in real time to the project applicant and ultimately to the public.

For the Planning Division: Accela will provide an opportunity for electronic application submittal and electronic payments by applicants. We will be able to establish workflows for each application type, and assign reviews to various divisions that are a part of each application review process – including to divisions that are not a part of Development Services, such as Police and Fire, who are an integral part of project entitlement review.

Accela will allow staff to set timeframes and to receive alerts of the various deadlines which are approaching that are regulated in the planning review process. It will also allow reviewers to collaborate and see others’ comments in real time, and will gather all of the comments together for each project. We will also be able to partially or fully automate the generation of reports and comment letters based on the comments that are received by reviewers throughout the process and provide those reports to project applicants within the system. The system will allow staff to connect all permits and/or violations to “parent” project applications to keep all future permits or processes together within the system. Project information will also integrate with GIS to allow for all applications to be geo-tagged to the subject property and will provide a history of the property or project through time.

For the Engineering Division: Accela will allow for integrated project and plan review and comments. The City Engineering Department recently began using the plan review program Bluebeam, which can be integrated into Accela. Improvement plan and tentative map reviews will be able to be completed within the Accela system and assigned to specific staff members. Plan reviews will be able to be connected to planning entitlements which are also within the system, to allow for easy review and tracking of conditions of approval and mitigation measures that are assigned to various projects. Accela will also allow for the scheduling of public works inspections and has mobile capabilities to allow for inspection reports to be generated in the field.

Additionally, workflow checklists can be made to move projects through the inspection and review process.

For the Building Division: Accela will allow for the upload and download of electronic plans and files which can be integrated with the currently workflow for off-site plan check reviews that are completed by the City’s Building Department consulting firm, 4- Leaf. Plan check comments will be able to be included within the Accela system and can be provided to the applicants in real time. Accela will also allow for online permitting for over-the-counter building permits to decrease processing times for customers. In addition, the system will include the ability to schedule inspections for various building F.2
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permits and will provide a daily schedule to the assigned building inspectors. The system also has full mobile capabilities for inspectors to update and create inspection reports in the field, including uploading pictures or video directly into the permit file, rather than inspectors having to return to the office to complete reports at the end of the day. This will allow for more accurate real-time reporting and will save time travelling to and from the office. The mobile platform is fully compatible with a variety of mobile platforms and operating systems, and automatically uploads to the cloud upon connection, so even if the inspector loses data connection, the information uploaded into Accela will not be lost, and will update as soon as internet/cloud connection is regained.

For the Code Enforcement Division: Accela will provide mobile capabilities for code enforcement officers similar to building inspectors where they will be able to create new violation reports and inspection reports in the field, rather than having to return to the office to prepare a violation notice. Accela can also be integrated with other technology, such as mobile printing, to allow for violation notices to be created directly in the field and provided at the scene. In addition, standard violation notices can be integrated into the system, so that code enforcement staff can automatically generate standard letters or notices, rather than re-writing from scratch. All reports will be customizable to the situation as necessary. The Code Enforcement Division will be able to assign fees for administrative citations and violations which will appear to the property owner/violator within the system, and they will be able to view outstanding fees and pay them online.

The Citizen Portal will allow for members of the public to submit concerns directly to the Code Enforcement Division, and staff will be able to review the concerns and act upon them as appropriate. Citizens will be able to geo-tag the concern and provide evidence such as photos which will be formatted into the system for further review, and staff can generate a case file based off of the data provided. The system will also be able to allow for Code Enforcement to assign workflows for certain violations which may need a permit from, for example, building or planning, and will be able to track that application in connection with the outstanding violations. The system will also allow Code Enforcement to set alerts on properties with outstanding violations which will notify other staff or applicants who are working on other applications on the property. The system can set these alerts at various levels, from a simple notification to staff/applicant, all the way to blocking applications from being submitted or moving forward in a certain application process, depending upon outstanding violations that need to be resolved.

For the Cannabis Affairs Division: The Cannabis Affairs Division of the Development Services Department works closely with the City of Hollister Police Department and Fire Department for both cannabis licensing and regulation. Accela will allow for staff within the Police and Fire Departments to be integrated into the workflow of cannabis permit processes to allow for commentary, review, and facility inspections to be connected between various Department staff that are involved in the process. Accela will allow for online services, and will support physical application processing as well, as the division needs. Accela will also allow for mobile cannabis facility inspection and will allow for the easy exchange of information between staff and/or the applicants at a property and licensing level. It is important to note also that Accela can provide security and access levels for information to limit access to certain staff within the system, or to the public, as necessary so that only the information that is needed to be seen by staff or the public F.2
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is available to them. Accela’s security customization is available for not only Cannabis Affairs, but can also be utilized for all processes and applications within the system as a whole.

For the Housing Division: Accela will provide the capabilities for connecting the terms and current financing of the various active housing loans to the City’s Finance Division and track payments and payoffs for those loans. With the GIS integration of Accela, all current loan documents and home owner information can be consolidated by address, and communications with home owners and refinancing & subordination information can be connected in one place for easy review over the term of the loan. The system will also allow for annual monitoring to be submitted to the Housing Division electronically and can integrate the checklist of required documents into the submittal process, to ensure that all required documents are uploaded as needed for the monitoring review.

In addition, as the City of Hollister is currently in the process of developing an Inclusionary Housing Program, the Housing Division will be able to be incorporated into both the development review process as well as have the capability of creating and monitoring new affordable housing projects, loans, and/or rental agreements.

For the Fire Department: In addition to supporting the Development Services Department, the proposed system will also include a fire inspection process and workflow for the Fire Department. Fire Department Staff will be able to schedule, collect payments, and document fire inspections with Accela. Fire Inspections that are part of a building inspection can be connected in the system using the “parent-child” relationships that can be set up both automatically and manually, so that any comments or conditions generated from an inspection will become integrated with the applicable building permit and will not get lost through separate tracking. The Fire Department also performs other annual inspections that can be assigned and tracked through the workflow process in the system.

Overall, Accela will provide a customizable dashboard for each user which will outline tasks and assignments for staff members, and will provide department- or division-wide information to management staff to track progress and provide reports on the various activities of the Department and staff.

Citizen Access: The Accela Citizen Portal will allow for the public and applicants to review current and past applications, and see the status of projects in real-time. This will not only help to increase transparency between the public and the Development Services Department, but will also help to alleviate the many calls and inquiries that the Department receives with questions as to the status of certain applications or development projects because it will provide the information to the public as soon as it is available at any time. This will further increase staff’s ability to continue processing applications in a timely manner. Further, by interconnecting all of the applications, processes, and divisions, the Department will be able to generate reports about the status of multi-year/multi-division projects that it is currently not possible to prepare with the current tracking systems that are used. Staff will be able to track a project or projects from conception at the planning entitlement phase, through improvement plan review, and into the issuance of building permit(s), and provide all of that information to the public with ease.

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Accela works with many jurisdictions throughout California, the United States, and internationally. They are partnered with many model jurisdictions in the neighborhood of Hollister, including San Benito County, Santa Clara County, Monterey County, City of Palo Alto, City of Oakland, City of Cupertino, City and County of San Francisco, City of Pleasanton, and many more where their permitting system has been successful in improving and streamlining the permitting process.

The proposed agreement (full scope of work and costs included as Exhibit A) with Carahsoft will include the implementation of the system as well as ongoing licensing fees for 60 users. This number of users was estimated based on the following assumed users (fully-staffed divisions) with a few additional licenses in case the city needs to add additional users in the future (could include consultants who are working on project reviews, or additional staff who need to be a part of any of the many processes):

Division Est. Users
Development Services (Director, SSA, Technician) 3
Planning 6
Engineering (Including Public Works Inspectors) 6
Building (Technicians, Building Official, and Inspectors) 12 Code Enforcement 5
Housing 1
Cannabis 1
Information Technology (IT) 2
Fire (Inspection and Development Review Staff) 6
Police (Cannabis and Development Review Staff) 5
City Manager 2
Finance / Public Works 11
Total 60

City staff from all of the Divisions and various Departments have met with the Accela Team over the course of several months to ask questions and determine if this system is capable of meeting each division’s individual needs and goals for an online permitting system. The Accela Team has been incredibly thorough in their approach and have worked with our City staff to generate a proposal that will allow the City to create a full- service online system for the Development Services Department. Staff has been able to ask direct questions regarding certain system capabilities directly related to our current and envisioned processes, and Accela has been able to address all capabilities that we feel are important to moving the City from its current by-hand system to an online, integrated permitting system and database.

The implementation and training process will be hands-on, with City and the Accela Team working closely together to create and customize the system to the City’s needs over the course of implementation. Accela has a base system which they will be able to kick-start right away, and from that base, their staff will work alongside City staff from all of the departments and divisions to customize the processes and workflows that are needed. Rather than Accela’s coding team preparing the system and then training City staff in one or two sessions, City staff will be a part of developing the system and will be F.2
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capable of implementing reports and/or changing the system even after the implementation process is over. It will be built by staff, for the City, so that we can shape the system to best assist the City of Hollister and its citizens with their development needs.

The agreement proposed consists of implementation costs (one time), licensing fees (annual), and professional services assistance following implementation (annual) for a three year contract. Upon review of the contract, there are included “Year 1 Required SLS Services” and “Year 1 Optional SLS Services” which constitute the total “Implementation” costs broken down below. These “optional” services, while not required to implement a functioning Accela program for the City, include services that after detailed discussion with city staff and the Accela Team, are strongly recommended.

These include additional hours dedicated to developing custom scripting and reporting for any services which are found to be unique to Hollister or require additional customization as staff works to implement the program; additional time to utilize the expertise of Accela staff to improve the City’s overall business processes for various applications and time to custom code those processes as needed; as well as assistance with migrating existing permit data into the new system. Staff feels strongly that these services will help us to create the best system possible and they are recommended based on the needs that City staff has identified during the scoping process. The recommended 3-year contract includes all of the following costs, by year:

Year 1
Required Implementation $275,400.00
Optional Implementation $63,700.00
Licensing $218,783.43
Year 1 Subtotal $557,883.43
Year 2
Licensing $236,154.95
Support $35,990.32
Year 2 Subtotal $272,145.27
Year 3
Licensing $254,371.27
Support $37,071.36
Year 3 Subtotal $291,442.63
Total Contract (3 Years) $1,121,471.33

The City Council adopted new user fees for the Development Services Department, which came into effect on July 21, 2021. These fees included a 4% Technology Fee which is collected on all Planning, Engineering, and Building permitting fees, with the intent to purchase and maintain a permitting system for the Department.

Since the creation of a separate General Ledger Account (101-1000-440058) to identify these fees in September 2021, the activity of the Development Services Department has generated $283,509.90 in Technology Fees (data as of November 10, 2022), $212,445.71 for FY 21/22 and $71,391.20 for FY 22/23 so far.

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I
,,, =

The purpose of the Technology Fee is to assist in the implementation and ongoing fees associated with the implementation of technology such as Accela to aid the Department in providing up-to-date services to the Citizens of Hollister. While the collected Technology Fees to date do not rise to cover the costs of proposed implementation at this time, the history of the past 5 months of activity indicate that the City’s adjusted user fees and Technology Fee are in line with the costs of maintaining a system like Accela which will allow us to provide high quality services and streamlined permit processes to the public for years to come.

The Agreement price is based upon the U.S. General Services Administration (“GSA”) GSA Schedules which allow local agencies to procure certain items through general purchasing schedules, including software and related services. The City Municipal Code allows the City to purchase services without competitive bidding when using “cooperative purchasing with other governmental agencies” (HMC, § 3.06.270). The GSA Schedules were created using a competitive procedure and, so, fall within this City competitive purchasing exception.

It is staff’s recommendation that the City Council adopt a resolution authorizing the City to enter into an agreement with Carahsoft Technology Corp. and approving an appropriation of $557,883.43 from the General Fund for Fiscal Year 2021-2022 (50% to Fund 101-4000-730000 Engineering Professional Services and 50% to Fund 101-4010- 730000 Planning Professional Services). Additional annual licensing and ongoing fees will be submitted with the Development Services Department annual budget requests.

FINANCIAL IMPACT: $557,883.43 Fiscal Year 2022-2023; $272,145.27 FY 23-24; $291,442.63 FY 24-25; Fund 101. (Total: $1,121,471.33)

CEQA: N/A

ATTACHMENTS:

1. Carahsoft - Accela Inc. - 11.10.2022 - Quote 36691479 Final-scan

2. November2022Appropriation

3. Accela Civic Platform Presentation

4. Accela v Clariti Pricing

5. Accela Licensing Options

6. Accela v Clariti Pricing - Copy withoutReporting-OpenCities

THIS REPORT WAS REVIEWED BY THE CITY MANAGER WHO CONCURS WITH

THE STAFF RECOMMENDATION

Brett Miller, City Manager

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RESOLUTION NO. 2022-219

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HOLLISTER

APPROVING AN APPROPRIATION FROM THE GENERAL FUND RESERVES IN AN AMOUNT NOT TO EXCEED $557,883.43 FOR FISCAL YEAR 2022-2023,

AUTHORIZING AN AGREEMENT WITH SILVER LINING SOLUTIONS, LLC, CARAHSOFT TECHNOLOGY CORP, AND ACCELA INC. FOR THE

IMPLEMENTATION AND ONGOING LICENSING OF THE ACCELA CIVIC

PLATFORM FOR THE CITY OF HOLLISTER DEVELOPMENT SERVICES, FIRE,

AND POLICE DEPARTMENTS IN A TOTAL CONTRACT AMOUNT NOT TO EXCEED $1,121,471.33 OVER THREE (3) YEARS

WHEREAS, the City of Hollister Development Services Department had recommended Accela Civic Platform in March 2022; and

WHEREAS, the City of Hollister City Council advised staff to review recommendation as well as research other Cities’ Civic Applications for Planning, Permitting and Inspections; and

WHEREAS, the City of Hollister Information Systems Director with assistance from various other City Staff have reviewed and vetted many other Solutions over several months; and

WHEREAS, the City of Hollister Information Systems Director recommends Accela Civic Platform as it best fits the City’s needs as an Enterprise Point of Record interacting with most of the City’s operational processes; and

WHEREAS, the City of Hollister Development Services Department consists of the Planning, Engineering, Building, Housing, and Cannabis Affairs Divisions and Code Enforcement Division has been re-assigned to under Police Department Supervision; and

WHEREAS, the City of Hollister Fire Department has created a Fire Prevention Bureau with staff dedicating to providing fire inspections and enforcement duties; and

WHEREAS, the Development Services Department provides a wide range of services to the Hollister Community ranging from planning and development review, public works project review and inspections, code enforcement, building permitting and inspections, cannabis business regulation and enforcement, to affordable housing loan program management; and

WHEREAS, the various divisions of the Development Services Department currently have no system for processing and managing the intake of projects, plans, applications, or managing and tracking violations; and

WHEREAS, The Accela Civic Platform (“Accela” or “the System”) provides an all-in-one system which will be designed for each individual division as well as provide interconnectivity between the divisions as projects and violations move through the development and review processes; and
F.2
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WHEREAS, the System will allow for real-time updates on application status for not only City Staff but also the project applicant and the public; and

WHEREAS, the System will interconnect with GIS to provide accurate historical permitting history for parcels within the City, which is impossible with the Development Services Department’s current operational setup for the various divisions; and

WHEREAS, the System will allow for the generation of customizable reports to provide information on current projects, issuances of building permits and final occupancy permits, among others, which can be both provided to the public and used to complete annual reports in a timely manner, where they are currently time-consuming and can contain inaccuracies; and

WHEREAS, in addition to incorporating Accela into the Development Services Department, it will also be integrated with the City of Hollister Fire Department to allow for processing fire inspections and coordinating with the City of Hollister Building and Code Enforcement Divisions; and

WHEREAS, the System will also be integrated with the City of Hollister Finance Division to allow for online payments of all permits and violations within the Development Services and Fire Departments; and

WHEREAS, Accela provides continual updates and quality-of-life changes to their technology, and the City would receive these updates as they are released to keep the highest level of service and compatibility while using the system; and

WHEREAS, the City Council finds that the implementation of the Accela Civic Platform for the Development Services, Fire, and Police Departments would increase productivity and the processing of applications as well as increasing transparency of the Departments to the public and applicants; and

WHEREAS, the Agreement price is based upon the U.S. General Services Administration (“GSA”) GSA Schedules which allow local agencies to procure certain items through general purchasing schedules; and

WHEREAS, the City Municipal Code allows the City to purchase services without competitive bidding when using “cooperative purchasing with other governmental agencies”; and

NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of Hollister authorizes an agreement Carahsoft Technology Corp. to implement the Accela Civic Platform utilizing GSA Schedules for the Development Services and Fire Departments, including ongoing licensing fees in an amount of $1,121,471.33, authorizes the Mayor to sign on behalf of the City of Hollister, and approves an appropriation from the General Fund to Fund 101-4000-740027 in the amount of $278,941.72 and an appropriation from the General Fund to Fund 101-4010-740027 in the amount of $278,941.71 for Fiscal Year 2022-2023 ($557,883.43 Total).

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PASSED AND ADOPTED, by the City Council of the City of Hollister at a Regular Meeting held this 19th day of December, 2022, by the following vote:

Ignacio Velazquez, Mayor
ATTEST:

Jennifer Woodworth, MMC, City Clerk

APPROVED AS TO FORM:

Lozano Smith Attorneys at Law

Mary F. Lerner, City Attorney

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I, JENNIFER WOODWORTH, MMC, City Clerk of the City of Hollister, do hereby certify that the attached Resolution No. 2022-219, is an original Resolution, or true and correct copy of a City Resolution, duly adopted by the Council of the City of Hollister at a regular meeting of said Council held on the 19th day of December, 2022, at which meeting a quorum was present.

IN WITNESS WHEREOF, I have hereunto set my hand and affixed the Official Seal of the City of Hollister this City Council day of December, 2022.

Jennifer Woodworth, MMC

City Clerk of the City of Hollister
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\.JUVCl"\l'd!VICl'dl -l'"'l"\l\,..C:. \..(UUIH.IIUI"
~Accela
ACCELA GOVERNMENT AT CARAHSOFT carahsoft
TO:

EIVIAIL:
11493 SUNSET HILLS ROAD I SUITE 100 I RESTON, VIRGINIA 20190 PHONE (703) 871-8500 I FAX (703) 871-8505 I TOLL FREE (888) 66CARAH WWW.CARAHSOFT.COM
Paul DaSilva
Information Systems & Technology Director
City of Hollister
375 Fifth Street
Hollister, CA 95023 USA
[email protected] .gov
FROM:

EMAIL:

Casey Oesterle
Carahsoft Technology Corp.
11493 Sunset Hills Road
Reston, Virginia 20190
[email protected]
PHONE : (831) 636-4312 PHONE : (571) 662-3010 FAX: (703) 871-8505 TERMS: GSA Schedule No: 47QSWA18D008F
Term: August 22, 2018 -August 21, 2023
FTIN: 52-2189693
Shipping Point: FOB Destination
Credit Cards: VISA/MasterCard/AMEX
Remit To: Sarne as Above
Payment Terms : Net 30 (On Approved Credit)
Cage Code: 1 P3C5
DUNS No: 088365767
UEI: DT8KJHZXVJH5
Business Size: other than Small
Sales Tax May Apply
LINE N O . PART NO. DESCRIPTION
YEAR 1 SOFTWARE
SS21 000MU3051-120 M ulti-Solution -Acee la Annual
Accela Building and Planning
A ccela Inc -SS21 000MU3051
QUOTE NO :

QUOTE DATE :

QUOTE EXPIRES:

RFQ NO:

SHIPPING:

TOTAL PRICE:

TOTAL QUOTE:

QUOTE PRICE
$2,393.77 GSA
2 ACCCANLIC-1 Acee la Cannabis licensing Program (2.5 units/max 1 0 $10,389.61 OM users)
Accela Inc -ACCCANLIC-1
3 OPENCITFORMS-1 OpenCities OpenFonns (3rd Party Service) $0.00 OM Quantity = 100 forms
Acce la Inc -OPENCITFORMS-1
4 OPENCITDEPWEB-1 OpenCities Department Website (3rd Party Service) $0.00 OM Quantity = 100 pages
Accela Inc -OPENCITDEPWEB-1
5 OPENCITINT-1 Interface OpenC ities -Accela Connector $0 .00 OM Accela Inc-OPENCITINT-1
6 AS00DAC3051-120 Accela Enhanced R eporting Database Annual $395.72 GSA Accela In c -AS00DAC3051
7 VELOLASER-1 Velos imo Laserfiche/Accela Adapter $7,420 .00 OM Accela Inc -VELOLASER-1
8 VELOBLUE-1 Velosimo Bluebeam/Accela Adapter $10,600.00 OM Accela lnc-VELOBLUE-1
9 VELOTYLER-1 Velosimo Tyler Cashiering/Acee la Adapter $7,420.00 OM Accela Inc -VELOTYLER-1
VEAR 1 SOFTWARE SUBTOTAL:

VEAR 1 REQUIRED SLS SERVICES
28 CON-CE Consulting Engineer (Per Hour) $200.00 GSA
Required SLS Services -Sprint 1
Carahsofl Technology Corporation -CON-CE
36691479
11/10/2022
12/31/2022
ESD
$494,183.43
$494,183.43

QTY EX TE NDED PRICE
60 $143,626.20
2 .5 $25 ,974 .03
$0.00
$0.00
$0.00
60 $23,743 .20
1 $7 ,420.00
$10,600.00
$7,420.00
$21 B, 783.43
137.7 $27 ,540.00

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Packet Pg. 275
~Accela
LINE NO. PART NO.
29 CON-CE
30 CON-CE
31 CON-CE
32 CON-CE
33 CON-CE
34 CON-CE
35 CON-CE
36 CON-CE
37 CON-CE
LINE NO. PART NO.
10 SS21000MU305R1-
120
11 ACCCANLIC-1
12 OPENCITFORMS-1
13 OPENCITDEPWEB-1
14 OPENCITINT-1
\JVV Cr\l"IVIC!'.I I -rl"\.I\..C \.{UV IHI IV l'V

ACCELA GOVERNMENT AT CARAHSOFT
11493 SUNSET HILLS ROAD I SUITE 100 I RESTON, VIRGINIA 20190 PHOI\JE (703) 871-8500 I FAX (703) 871-8505 I TOLL FREE (888) 66CARAH WWW.CARAHSOFT.COM

DESCRIPTION QUOTE PRICE
Consulting Engineer (Per Hour) $200 .00 GSA
Required SLS Services -Sprint 2
Carahsoft Technology Corporation -CON-CE
Consulting Engineer (Per Hour) $200.00 GSA
Required SLS Services -Sprint 3
Carahsoft Technology Corporation -CON-CE
Consulting Engineer (Per Hour) $200.00 GSA
Required SLS Services -Sprint 4
Carahsoft Technology Corporation -CON-CE
Consulting Engineer (Per Hour) $200.00 GSA
Required SLS Services -Sprint 5
Carahsoft Technology Corporation -CON-CE
Consulting Engineer (Per Hour) $200.00 GSA
Required SLS Services -Sprint 6
Carahsoft Technology Corporation -CON-CE
Consulting Engineer (Per Hour) $200.00 GSA
Required SLS Services -Sprint 7
Carahsoft Technology Corporation -CON-CE
Consulting Engineer (Per Hour) $200.00 GSA
Required SLS Services -Sprint 8
Carahsoft Technology Corporation -CON-CE
Consulting Engineer (Per Hour) $200 .00 GSA
Required SLS Services -Sprint 9
Carahsoft Technology Corporation -CON-CE
Consulting Engineer (Per Hour) $200.00 GSA
Required SLS Services -Sprint 10
Carahsoft Technology Corporation -CON-CE
YEAR 1 REQUIRED SLS SERVICES SUBTOTAL:

SUBTOTAL:

TOTAL PRICE:

TOTAL QUOTE:

SUGGESTED OPTIONS

DESCRIPTION QUOTE PRICE
VEAR 2 SOFTWARE
Multi-Solution -Accela Annual (1st Renewal Term) $2,465.58 GSA Accela Building and Planning
Accela Inc-SS21000MU305R1
Accela Cannabis Licensing Program (2.5 units/max 10 $10,701 .30 OM users)
Accela Inc -ACCCANLIC-1
OpenCities OpenForms (3rd Party Service} $4,922.60 OM
Quantity = 100 forms
Accela Inc-OPENCITFORMS-1
OpenCities Department Website (3rd Party Service} $4,548.05 OM Quantity= 100 pages
Accela Inc -OPENCITDEPWEB-1
Interface OpenCities -Accela Connector $1,337.66 OM
Accela Inc -OPENCITINT-1
carahsoft

QTY EXTENDED PRICE
137 .7 $27,540.00
137.7 $27,540.00
137.7 $27,540.00
137.7 $27,540 .00
137.7 $27,540.00
137.7 $27,540.00
137 .7 $27,540.00
137.7 $27,540 .00
137.7 $27,540.00
$275,400.00
$494.163.43
$494,183.43
$494,183.43

QTY EXTENDED PRICE
60 $147,934.80
2 .5 $26 ,753 .25
$4 ,922 .60
$4,548.05
$1,337.66

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~Accela
LINE NO . PART NO.
15 AS00DAC305R 1-120
16 VE LOLASER-1
17 VELOBLUE-1
18 VELOTYLER-1
19 SS21 000MU305R 1-
120
20 ACCCANLIC-1
21 OPENCITFORMS-1
22 OPENCITDEPWEB-1
23 O PENCITINT-1
24 AS00DAC305R1-120
25 VELOLASER-1
26 VELOBLUE-1
27 VELOTY LER-1
38 CON-CE
39 CON-CE
40 CON-CE
41 CON-CE
\JVVCf'\l'\JIVICl'\J I -0-f'\I\..C \.f.UUIHIIUl'l

ACCELA GOVERNMENT AT CARAHSOFT
11493 SUNSET HILLS ROAD I SUITE 100 I RESTON, VIRGINIA 20190 PHONE (703) 871-8500 I FAX {703) 871-8505 I TOLL FREE (888) 66CARAH WWW.CARAHSOFT .COM

DESCRIPTION QUOTE PRICE
Accela Enhanced Reporting Database Annual (1st Renewal $407 .59 GSA Term)
Accela Inc -AS00DAC305R1
Velosimo Laserfiche/Accela Adapter $7,642.60 OM
Accela Inc· VEL.OLASER-1
Velosimo Bluebeam/Accela Adapter $10,917.99 OM
Accela Inc -VELOBL.UE'-1
Vel osimo Tyler Cashiering/Accela Adapter $7,642 .60 OM Accela Inc -VELOTYLER-1
VEAR 2 SOFTWARE SUBTOTAL:

YEAR 3 SOFTWARE
Multi-S olution -Accela Annual (1st Renewal Term) $2 ,539 .54 GSA Accela Building and Planning
Accela Inc -SS21 000MU305R 1
Acee la Cannabis Licensing Program (2 .5 units/max 10 $11,022 .34 OM users)
Accela Inc -ACCCANUC-1
OpenCities OpenForms (3rd Party Service) $10,140 .55 OM Quantity= 100 forms
Accela Inc -OPENCITFORMS-1
OpenCities Department Website (3rd Party Service) $9,368 .99 OM Quantity= 100 pages
Accela Inc -OPENCITDEPWEB-1
Interface OpenCities -Accela Connector $2,755.58 OM
Accela Inc -OPENCITINT-1
Accela Enhanced Reporting Database Annual (1st Renewal $419.81 GSA Term)
Accela Inc -AS00DAC305R1
Velosimo Laserfiche/Accela Adapter $7,871 .88 OM
Accela Inc· VELOLASER-1
Velosimo Bluebeam/Accela Adapter $11 ,245.54 OM
Accela Inc· VELOBLUE-1
Velosimo Tyler Cashiering/Accela Adapter $7 ,871.88 OM
Accela Inc -VELOTYLER-1
YEAR 3 SOFTWARE SUBTOTAL:

OPTIONAL SLS SERVICES
Consulting Engineer (Per Hour) $200 .00 GSA
Optional SLS Services -Sprint 11
Carahsoft Technology Corporation -CON-CE
Consulting Engineer (Per Hour) $200.00 GSA
Optional SLS Services• Sprint 12
Carahsoft Technology Corporation -CON-CE
OPTIONAL SLS SERVICES SUBTOTAL:

SLS ONGOING SERVICES SUPPORT (OPTIONAL)-VEAR 2
Consulting Engineer (Per Hour) $187.46 GSA
SLS Services Program (16 hours per month)
Carahsofl Technology Corporation -CON-CE
SLS ONGOING SERVICES SUPPORT (OPTIONAL) -YEAR 2 SUBTOTAL :

SLS ONGOING SERVICES SUPPORT (OPTIONAL) -VEAR 3
Consulting Engineer (Per Hour) $193 .08 GSA
SLS Services Program (16 hours per month)
Carahsofl Technology Corporation -CON-CE
carahsoft

QTY EXTENDED PRICE
60 $24,455.40
$7,642 .60
$10,917 .99
$7,642.60
$236,154.95
60 $152,372.40
2 .5 $27,555 .85
$10,140 .55
$9 ,368 .99
$2,755 .58
60 $25 ,188.60
$7,871.88
$11,245 .54
1 $7,871 .88
$254,371.27
159.25 $31 ,850 .00
159.25 $31 ,850.00
$63 ,700.00
192 $35,992.32
$35,992.32
192 ¢27 02d ?C

F.2.a
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~Accela
LINE NO. PART NO.
\.:JUV Cl"\.l'\IIVICl'\11 -rl"\.I\..C \.(UV I H. I IVl'II

ACCELA GOVERNMENT AT CARAHSOFT
11493 SUNSET HILLS ROAD I SUITE 100 I RESTON, VIRGINIA 20190 PHONE (703) 871-8500 I FAX (703) 871-8505 I TOLL FREE (888) 66CARAH WWW.CARAHSOFT.COM

DESCRIPTION QUOTE PRICE
SUGGESTED SUBTOTAL:
carahsoft

QTY EXTENDED PRICE
$627,289.90
Use of Accela Products and Services: All use of the services specified in this document shall be governed, as applicable by the Accela Subscription Services and Support Agreement under GSA MAS and the Accela License Agreement under GSA MAS attached hereto .

Use of OpenCities products and services is subject to the applicable terms and conditions provided at https://www.opencities.com/files/content/common/general- pages/terms-conditions-north-america/opencities-terms-of-service-north-america.pdf Use of Velosimo products is subject to the applicable terms and conditions provided at https://velosimo.com/msa-1 •3 Year Agreement

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Accela Civic Platform
Implementation Services
Statement of Work
City of Hollister California
~ory A D L L I STE R ~ C.AL,FORNIA

ENHANCING GOVERNMEN T
Together we are transforming the way we serve our
communities through i mproved efficiency, reliability
and transparency
l.l b.Xt Le\t~I B~s.iJ\eS~ SOlullOrlS
~Accela
velosimo·1
carahsoft.

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Accela Civic Platform Implementati on Services SOW carahsoft.

Corporate Overview ........................................................................................... 5 Key Staff .............................................................................................................. 8 SLS Implementation Methodology ................................................................... 11 Statement of Work ........................................................................................... 24 Refer ences ........................................................................................................ 38 Appendix A : Maintenance and Support Program ........................................... .40 Appendix B: Velosimo Support and Ma intenance Agreements ....................... 47 Appendix C: Accela Premium Citizen Experience -Open Cities ..................... .48 Deliverable OC1 : Design and Configuration -OpenCit ies .......................... .48 Deliverable OC2: Design, Configuration, & Training -Accela ..................... .48 Deliverable OC3 : Training & Handover-OpenCities .................................. .49 Table of Contents

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Accela Civic Platform Implementation Servi ces SOW carahsoft .

Mainte nance Log
Date Version Author Notes
Jan 26, 2022 1 Eric Koontz Original Statement of Work
Nov 9, 2022 2 Eric Koontz Revisions and updates made fo llowing onsite demonstrations and workshops .
• Addition of Appendix B
• Addition of Appendix C
• Updated del i verable tab l es and pricing
• Updated payment schedule

Page 12 ends

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Accela Civic Platform Implementation Services SOW carahsoft .

Submittal Date: November 9, 2022
Valid for 60 days following date of submittal
Presented By : Si lver Lining Solutions, LLC
20419 East Mansfield Avenue
Aurora, CO 80013
720 .789 .1122
And
Carahsoft Technology Corporation
11493 Sunset Hills Rd
Reston, VA 20190
S71 .662 .3010
Vendor Officer : Eric Koontz, President
Vendor Contact :

Vendor Contact :

Page 13 ends

Address : 20419 East Mansfield Avenue Aurora, CO 80013
Ema i l : er ic@slsGov .com
Direct : 720 .789 .1122
Chad Weiffenbach, Director of Operations
Address : 20419 East Mansfield Avenue Aurora, CO 80013
Email : chad@s lsGov .com
Direct: 914 .228 .1915
Casey Oesterle, Senior Account Manager
Address : 14493 Sunset Hills Rd, Su ite 100, Reston, VA 20190 Email : casey .oes t e.r le.@carahso ft .com
Direct: 571 .662 .3010

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Accela Civic Platform Implementation Services SOW
Paul Da Silva
Information Systems & Technology Director
City of Hollister CA
375 Fifth Street
Hollister, CA 95023
RE: Accela Civic Platform Project
Dear Paul Da Silva,
carahsoft.

November 09, 2022
It is my pleasure, on behalf of Silver Lining Solutions, LLC (SLS), velosimo, and Accela Inc . to submit a proposal to the City of Hollister for your Acee/a Civic Platform Project . We are enthusiastic to submit information about our companies, our product solutions, and our team's exceptional experience . We are confident that a partnership with these exceptional companies will provide you with the platform and leadership you demand .

For this project, 5LS is teaming with our longtime partner s:
:;.. Accela Inc. -a clear industry l eader in pro viding licensing and lan d managem ent software solutio ns. >-vel o si mo -t he te chn ica l gurus that ar e en suring today's cri ti ca l systems integrate effect i vely.

We are confident that our proposal will demonstrate both a software platform that is revolution izing the way agencies do business with thei r constituent s, and a services team that has helped to shape that vi sion for more than two decades.

If you have any additional questions related to our response, please contact Eric Koontz directl y at 720 .789.1122 or via email at eric@slsGov .com . Thank you for your time and consideration . We look forward t o working with you.

Sincerely,
Eric A. Koontz, President
Silver Lining Solut ions, LLC
20419 East Mansfield Ave.

Aurora, CO 80013
eric@s l sgov .com
720 .789 .1122
P ag e 14

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Accela Civic Platform Implementation Services SOW carahsoft .

Corporate Overview
For this project, and after working with the City's Subject Matter Experts, we are proposing a team that includes Silver Lining Solutions, Accela Inc., and potentially velosimo. This is a team that works together frequently, and all are certified partners with perhaps more combined industry experience than any other govTech team in the industry . Each of these companies has intimate familiarity with each other's products and services and is committed to a collaborative project approach that ensures the customer will experience a quality project engagement and an impressive enterprise product solution .

Our team is confident that the industry experience we possess with government agencies of all sizes makes us highly qualified for this project.
~ A l Accela was formed in 1981 and incorporated in California in 1999 . We are a E'a cce a privately held corporation with headquarters in San Ramon, California. To meet growing global demand, we employ approximately 400 technology professionals and maintain business offices in the United States, Australia, New Zealand, Ireland, Jordan, and the United Arab Emirates . Accela's solutions are implemented in virtually all 50 states, as well as in Australia, Canada , New Zealand, and the United Arab Emirates .

Throughout its history, Accela has served over 2,000 separate agencies and thousands of their departments with its Civic Solutions.

In 1999, Accela launched the Civic Solutions, a web-enabled Saas platform. For the last 20 years, our focus has been delivering advanced web-based solutions to back-office and field-based government workers, including the following:
► Strong mapping integration (Esri GIS), mobility apps, and on line citizen services ► Cloud or on-premises deployments
► Perpetual License or Subscription-based pricing models ► Multitenant and regional solutions
► Multilingual and internationalized solutions
► Established strategic partnerships with industry leaders including Adobe, Apple, Bluefin, DocuSign, e- PlanSoft, Esri, Microsoft, Oracle, and Selectron
Accela has consistently been first to market in the following areas because Accela continues to purposefully re- invest in technology -at nearly double the industry average in each of the last 5 years-to ensure a leading edge for our agencies .
► First web-based enterprise platform
► First cloud applications
► First fully customizable web interface
► First 508-compliant product
► First internationalized product
► First iPhone app
► First tablet/PC app
P age IS

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Accela Civic Platform Implementation Services SOW carahsoft.

SLS
Sik(.·1 l.i11iu:.; S ul11t io 11:--I .I .('
Since 2009, Silver Lining Solutions has been focused on enhancing how State and Local Governments do business . The SLS team strives to streamline business processes, increase citizen engagement, and empower government employees with improved analytics .

For this engagement, the following credentials, accomplishments, and capabilities are applicable :
::,.. Certified Ac cela Pa rtn er (since 2009)
► Cer t ified e-Pl an Sof t Part n er
, Ce rt ified ve losim o Partner
, Acce l a scripting certified
, Ac cela ana lysis an d con figu rati on cert ified
;.. PMP cer ti fie d Project Manager
,-Agi l e/ Scru m Mast er certified leadership
Our team specializes and has extensive experience in :
,-The Accela Civ ic Platfo r m
,-Do cu men t Ma nage m en t
;. W ide vari ety of in te grati ons
,-Lan d Manageme nt and Lic ensin g sol utions
► Data M igrat ion s
, De sign i ng and Imple m en t ing 311 solu tio ns
-,. Pr oviding Bu sin ess Proc ess Engineerin g solu ti ons t h at en sur e Agencies create sol id bu si nes s pr oc esses ► Leadin g Pr o fess ional Ser vic es Projects
► W o rking w ith Governm ent to extend services to t he community ,,,.. De sig nin g and implementing wor kfl o w processes , Bui ld in g Ma n age ment tool s a nd met r i cs t h at facilitate great management . ;.. And so m uc h mo re!
•• velosimo's velosimo's cloud-native technology fuels millions of I • • transactions across systems for governments that serve over 100 million ve OS Im O citizens, while revolutionizing digital services interoperability with readymade government-specific connectors .

Our deep partnership with Accela includes readymade connectors for Bluebeam and Tyler Cashiering, as well as the additional proposed solution, e-Plan Review . As your future integrations needs grow, Velos imo has a Marketplace that the Agency can easily identify and procure additional integrations for solutions that you already have in place . For example, with the connector between Accela and Cityworks, case data from citizen submissions and work orders can be handled automatically and specific to the agency records in both systems . This growth on a single integration platform will help your agency become more efficient, and seamlessly connected.

Should other integrations be needed, velosimo's model is to work closely with the customer in discovery to understand your goals, challenges thoroughly, and requirements so we can scope the construction of the resulting perfect-fit, no-code connector.

The Velosimo team alone has a combined experience of more than 125 years of experience with the Accela Civic Platform . This knowledge and understanding of both the product and the market has enabled tens of agencies using Accela to utilize the power of the Velosimo connectors, resulting in seamless integrations that bring value to organizations such as yours . Specifically , the Velosimo connectors provide :

Reliability
Predictable and foolproof interoperability, smart recovery from connected system outages, and bulletproof through future systems upgrades .

Prebuilt Integrations
A growing Marketplace of off the shelf connectors to specific public sector use cases and systems interoperability .

Simple and easy no-code setup and maintenance designed for bus iness users .

Pa El e I 6

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Accela Civic Platform Implementation Services SOW carahsoft .

Lowered Costs
Avoid costly legacy system replacement by connecting modern extensions, eliminate redundant systems, and extend use of enterprise agreements, and avoid costly double data entry mistakes and corrections .

Delighted Customers
Deliver a connected and uninterrupted experience for your staff and citizens and avoid staff frustrations and errors of double data entry and reconciliation. And gain insight into systems outages and recovery.

This value was shared multiple times as recently as last week, when four joint Accela and velosimo customers presented at Accelarate2021 (Accela's User Conference). This included the City of El Paso highlighting the reduced turnaround time for plan review, and the ease of sharing results; and Macomb County, Michigan realizing immediate efficiencies in issuing permits after moving to DocuSign for digital signatures-both connecting to the Accela Civic Platform with velosimo connectors .

P age 17

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Key Staff
Re s umes
Key Staff H ighlights: Eric K oontz (Project D ire ct or) As the president and founder of Silver Lining Solutions, Eric has formed a team of leading experts that are changing the way agencies do business today. With a focus on process improvement, cutting-edge technology, and a passion fot collaboration Eric's leadership is redefining success . The Silver Lining Solutions Team has been responsible for the success of hundreds of software implementations . Silver Lining Solutions improves the way governments do business and ultimately the way their constituents experience the benefits of government agencies.

Skills
► Project Oversight and Management
► Certified ScrumMaster Scrum Alliance January 2017
► Certified Asset Management Auditor August 2015
► Business Process Engineering
► Java, Javascript, SQL, CSS, HTML and other programming languages Project Experience
Eric has provided leadership and technical solutions for over 100 projects in the last 12 years. The following projects are highlighted :

Boston Public Health Commission Mobility/Web CXM implementation, Boston, MA Sr PD responsible for overseeing the Community Development Platform Implementation for Environmental Health and Permitting services at BPHC. Provided project oversite, project management, end-user training, scripting, and report development, as well as solution design services resulting in a successful on-time and on-budget project City of Salt Lake Citywide Enterprise Service Request and Licensing Solution, UT SR PM responsible for managing the implementation of a citywide Community Development solution, consisting of 9 City Divisions for their Permitting and Service Request processes. This One Stop solution drastically improved communication and data sharing between these divisions, enhancing the ability for the public to easily retrieve property data and initiate Service Requests with the City of Salt Lake .

City of Brookhaven Community Development Implementation, NY SR PM responsible for ensuring the implementation and delivery of a citywide Community Development solution, consisting of multiple departments for their Permitting and Service Request processes. This Community Development solution significantly improved communication, data sharing, and document sharing between external departments, giving the city of Brookhaven its first city wide solution for Permit processing and Service Requests.

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Key Staff Highlights: Chad We iffenb a ch (Project Manager) Chad leads his clients to enable strong collaboration and empower teams to crush their goals! Accumulating 26 years of professional experience, he has the skills to lead major programs and projects for established businesses and governments as well as start-ups .

Through his vast experience as a project manager has developed an expertise of delivery strategies which has enabled Chad to successfully lead projects to completion. Chad also excels in leading large and small project teams utilizing Agile methodology for software implementations.

Skills
► Certified PMP, Scrum Master, Scrum Product Owner, SAFe Agilist, and Six Sigma Black Belt
► Programming: C, C#, .NET, C++, HTML SQL, Java, Javascript, SQL, PL/SQL ► Systems : Windows Server (2003/2008 & 200 R2/2012 & 2012 R2), Linux (Ubuntu), UNIX (HP-UX, Solaris, AIX), Virtualization (VMware Workstation/Virtual Box/Hyper-V) ► Databases and Analytics : MS SQL, MySQL, Oracle, MS SSRS, Crystal Reports, Power Bl, ► Training, IV&V, Business Process Analysis and Business Process Re-design Proj e ct Experience
Boston Public Health Commission Mobility/Web CXM implementation, Boston, MA Sr PM responsible for successfully managing the Community Development Platform Implementation for Environmental Health and Permitting services at BPHC. Provided change management, project management, end- user training, architectural oversight, scripting and report development, and solution design services resulting in a successful on-time and on-budget project
Enforcement Service Request, Permit Application/Processing Implementation -State of Michigan PgM and Scrum Master responsible for multiple projects including the implementation of Enforcement service requests, Permitting application and processing, and a statewide Business Licensing solution. As a PM and Scrum Master during this multi-year multi-phase project, was critical in the design for upwards of 500 unique business processes.

City of Virginia Beach Planning Dept. Accela Implementation, VA Sr PM responsible for successfully managing the City Planning Department's system implementation of automated business processing, document review and document management. Provided change management, project management, end-user training, architectural oversight, scripting, report development, and solution design services resulting in a successful on-time and on-budget project.

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K ey S t aff H ighlights : Darren Koon t z (Senior Cons ul ta nt) Darren has spent the last 11 years implementing business solutions for government agencies.

From working with new client implementations to enhancing and streamlining existing business processes, Darren has a customer success record that is second to none. Darren's customers have all experienced the same -a relentless passion to solving technical business problems, streamlining processes, increasing public transparency. His understanding and experience in Business Licensing, Record Management, and Asset Management, has made him one of the most experienced Business Consultants in today's rapidly evolving industry.

Skills
►
►
►
►
►
Team Building and Leadership
Business Process Analysis
Microsoft Office Products
Customer Relations
Software Training
Project E xperience
City and County of Denver Permit Processing and Service Requests Implementation, CO Sr Business Analyst responsible for redesigning and st r eamlining out of date business processes, including the implementation of new Service Requests, Permitting Processes, and Licensing Processes, for City of Denver's One - Stop Community Development solution . As the lead consultant on this project, was also critical in resolving upwards of 350 post go live issues identified during the initial implementation.

City of Lincoln Community Development Permit Processing/Service Request Implementation, NE Business Analyst in charge of implementing a One -Stop Community Development solution for the City's Building Department's numerous Permitting Processes, as well as multiple Public Works Service Requests. With experience in script development as well as report writ i ng, was vital to the development stage of the project ensuring the success of script and report development for all city records.

City of Tempe Community Development Permit Processing and Service Request Implementation, AZ Sr Business Analyst tasked with implementing a Community Development solution, consisting of multiple unique Service Requests, and Permitting Processes . As a seasoned business analyst, was key to the successful delivery of this joint partner implementation of a Community Development platform with limited access to additional implementation resources.

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SLS Implementation Methodology
In this section, we provide our well-established approaches and methodologies for project implementation . Our team has been performing these services for over a decade, and in some cases approaching 15 years! Our processes have been tested and continuously improved during this time and today provide our project teams with a reliable approach!
A couple of the topics proposed in this section can be addressed simply. ➔ Data Ownership: You own your data, Accela simp ly hosts your system and data in the Microsoft Azure Cloud environment
➔ End of contract data transfer: Accela provides a simple Microsoft database backup of all your data . ➔ Accela is PCI Compliant:
➔ Audit Tracking is a native function of the Accela Civic Platform and can be administered using simple Admin Configuration .
➔ Business Process Flow: Accela has a library ("CivicApps") that provides industry best practice standards and recommendations for business processes .

The SLS Methodology
When you choose Sl5, you are choosing a winning formula . Project Success should not be an elusive goal or a shot in the dark. In fact, we have identified five key ingredients that must be included to ensure a winning outcome . • Dependable Implementation Methodology -We love methodology! We rely on our processes and recognize that it is the basis from which we create repeatable and dependable so lution s. We've been using this methodology and refining it for a decade now. In fact, ou r partners have all cloned some form of our process. No problem, we are happy to share it with our colleague s -it's a form of flattery after all. • Exceptional IT Professionals -To create long-term and innovative solutions for exceptional organizations we must ensure that busine ss processes and the systems used communicate in perfect synchronization .

We rely on our architectural team to guide us and our tech geeks to make it happen .
• Extensive Platform Experience -Our platform experience is second to none. We have a team of experts that can perform all platform functions P age 111

LEADERSHIP
IN
ACTION
This Agile/ Scrum
implementation approach
was created by Chad
Weiffenbach and Eric
Koontz of Silver Lining
Solutions .

Chad and Eric are both
Certified Scrum Masters
and have been working in
the Computer Science
industry since the late 80 's.

Accela hired Chad and Eric
to create this methodology
for the Accela Commun ity
and today Accela uses this
implementation approach
as do many partners!

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Accela Civic Platform Implementation Services SOW carahsoft . from system deployment and implementation to repor t development, scripting , data migration and interfacing . Having a team that und erstands all aspects of the system and ha s the tenured experience is invaluable.
• Enthusiasm for Success -An often-overlooked corner stone of success is the pure joy found in indi viduals and teams that love what they do. Enthusiasm is an intangible element that is perhaps difficult to measure and seldom spoken of. Whe1t we are certain of is that enthusiastic teams create synergy, they solve more complex problems in a shorter duration, and they achieve greater success than teams that are devoid of this attribute. • Brilliant Resources -There is no substitute for having the right people. People are our greatest resource.

Aristotle said , "There is no great genius without a mixture of madness"! We think outside the box. We are driven by curiosity. We facilitate calm, cool, and collected decision making.

M eth odology Overview
Our project philosophy is to guide and enable our customers towards self-sustained support of their new investment. It is Silver Lining Solutions' opinion that our customer should expect to be immersed in the project.

For new development or new projects, an organization should expect to spend about 70% of the total effort expended by SLS. If you have not already invested the effort to define your goals or may still be looking to conduct some business process improvements, this number can easily go higher . For more simple tasks and modifications that resolve issues, expect your level of effort to be approximately 10-25% of the SLS teams' effort to perform adequate system testing and to adjust your processes when necessary. Our experience tells us that while we are experts in implementing Accela Civic Platform for many customers, our customers are not always experts on the new platform and therefore must invest adequate time to become fully self-supporting.

Silver Llning Solutions will provide a Certified Scrum Master who will lead the team for all projects and tasks. The Agency should dedicate one person to serve the role of the Scrum Product Owner full time for the duration of the project (if possible). The Agency Product Owner wil I be responsible for setting the overall priority of work for the team . Silver Lining Solutions will advise and consult with the Product Owner to insure consistency and success of the project, as necessary .

Project Kick off and Backlog Creation:

After contract signing, SLS and the Agency will create the project charter and define the roles and responsibilities of each team member from both parties . After agreement of the charter, the Scrum Master and Product Owner will lead efforts to plan and break down the work encompassed in the Scope of Work.

The Agency Product Owner, Agency Staff, and Silver Lining Solutions consultants will create a list (the project backlog) of User Stories based on the Agency's requirements and prioritize them for the project. Mo re Agency staff experts may be needed to create the User Stories for their area of expertise. These initial User Stories will be the basis for the Silver Lining Solutions Scrum Master to lead the team in initial sizing of each User Story's work effort. Initial sizing (sometimes referred to as scoring in Agile methodologies) will be relative to each other and not directly tied to actual work effort. Given this initial estimating, the Product Owner can better understand how to prioritize work for the team .

Backlog Planning
The Agency Product Owner and the Silver Lining Solutions Scrum Master will then work collaboratively to create an overall work plan, dividing the work into "Sprints" of equal durations . Each Sprint will have an agreed up on Sprint Goal that sets the tone of what work will be completed in the sprint. The Sprint Goal will direct the Product Owner and Scrum Master to assess the project backlog to determine what highest priority User Stories must be included in a sprint to meet the Sprint Goal. During each sprint the requirements will be elaborated on with the team to create Sprint Backlog of User Stories and decide what work can be committed to being completed with i n the Sprint . The Project Backlog will be updated throughout the project's lifecycle (referred to as Backlog grooming) according to the needs of the project, however once a sprint starts the Sprint Backlog cannot change. By doing this P age I 12

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Accela Civic Platform Implementation Services SOW carahsoft . we reduce the risk of scope creep during a given sprint. Experience tells us that projects change through their lifecycle -change is necessary-and therefore the backlog grooming is a perfect tool to d iscuss and introduce changes needed for the project's success .

Sprint Overview
Sprint P lanning :

During the first 1 to 2 business days of every Sprint, the team will collectively discuss and assign the User Stories on the Sprint Backlog, confirming all the work can be completed by the team . At the end of the sprint planning all parties will agree and commit to the work assigned on the Sprint Backlog.

Within a sprint each user story will go through S processes as follows:

1. Requirements Elaboration -Agency business processes will be analyzed to take advantage of Accela Automation and a solution will be agreed upon and documented by user stories.

2. Design -Tasks will be added to further define the work needed to complete a user story's requirement. At this stage test requirements for the tasks are also developed by Agency staff.

3. Build -all agreed to, in scope, solutions defined during the Design process will be developed . This includes configurations, customizations, conversions, interfaces and reports, testing plans, and training plans.

4. Test -For each User Story, the system is tested, corrections are made as deemed necessary, the system is prepared for deployment to the next environment and users are trained.

S. Deploy-The User Story solutions are moved to the test environment .

Daily Stand-up Meetings :

Daily Stand -Up Meetings will be held on a mutual agreed upon schedule . The purpose of the stand-up meetings is to report progress of daily tasks utilizing a Kanban board (Trello) to track and report progress. Task assignments will be made by the Silver Lining Solutions Scrum Master and agreed to by the team in attendance of the stand-up calls . By meeting regularly for this purpose, the team will be in much closer communication and collaboration while reducing schedule risk as impact will be known much earlier for the project.

Sprint Review :

A Sprint Review is held two days before the last day of the Sprint to inspect the work completed and adapt the Project Backlog if needed . This meeting is run by the Product Owner . During the Sprint Review, the project team and other stakeholders collaborate about what was done in the Sprint. Based on this discussion and any changes to the Project Backlog during the Sprint, attendees collaborate on what could be done to optimize value in the future . This is an informal meeting, not a status meeting, and the presentation of the Increment is intended to elicit feedback and foster collaboration . This is typically a½ day meeting.

Sprint Retrospective:

The Sprint Retrospective is an opportunity for the team to inspect itself and create a plan for improvements to be enacted during the next Sprint .

The Sprint Retrospective occurs after the Sprint Review and prior to the next Sprint Planning. This is a two-hour time-boxed meeting. The Silver Lining Solutions Scrum Master ensures that the event takes place and that attendants understand its purpose.

The purpose of the Sprint Retrospective is to inspect how the last Sprint went with regards to people , relationships, process, and tools . Identify and order the major items that went well and potential improvements .

Create a plan for implementing improvements to the way the Scrum Team does its work. By the end of the Sprint

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Retrospective, the Team should have identified improvements that it will implement in the next Sprint, although improvements may be implemented at any time. The Sprint Retrospective provides a formal opportunity to focus on the team's self-improvement.

Management Approach
While traditional Project Management is not an official part of the Agile and Scrum methodology it remains an essential role in project delivery. For Management we identify 3 critical areas that must work together to foster a successful project environment and support the project team in their mission .

Stak eholders
Often overlooked is the invaluable role of the project stakeholders, champions, and sponsors .

These roles often engage only to initiate a project and then receive the final solution . This is a mistake.

Stakeholders typically have the power to ensure that a project is prioritized sufficiently such that human resources, equipment, and budgets are always supporting the mission . When Stakeholders are not engaged, often the project's support wains and the project progress and success suffer. SLS works with our customers to create active and engaged Stakeholders that consistently review and evaluate the project's performance and adjust as necessary .

Proj ect Management Team
The PM team should be compri sed of at least one individual from both the SLS and Agency teams . Together the PMs ensure that administrative and contractual execution of the project are met satisfactorily. Our PMs ensure resourcing is properly planned, impediments that the Scrum Team cannot resolved are properly expedited and addressed, and Stakeholders receive the information necessary to assess project progress .

With an Agile/Scrum implementation model the PM has an increase in their exposure to the project team's activities, progress, and potential impediments as they attend daily stand ups . In this model, the PM has a primary responsibility for the facilitation of impediment mitigation when the core scrum team cannot resolve the problem.

It is very common and beneficial for a Project Manager to also be actively included on the scrum team and participate in the development of the product. This gives a PM even greater awareness of real project progress .

Together the Agency and SLS Project Managers will determine exactly what project management tools and artifacts will be required during project initiation phase . The necessary project artifacts will vary based on the Agency's project oversight requirements . These tools typically include :

During Project Initiation:
• Revi ew Proje ct Co nt ract and St at ement of Wor k m aki ng modi f i cati on s as n ecessary • Develop an d A pp rov e a Proj ect Charter
• Devel op a Proje ct Sp r in t Pla n (Scru m versi on for a t ra d iti o nal Projec t Pl an ) • Est ab lish forma t fa r Sta tu s Repo rt
• Res o urce t he p roject w ith Te chnical and SME re sour ces as ap p ro priate • Establis h Scrum Sp ri nt sc h edul e
• Identify an Age n cy Pro duct Ow n er that is em p owered to m ake decisions an d has app ro val aL1th ority • Id entify a Stakeho lder tea m a nd coo rdi n at e a regu la r Stakeho ld er meeti ng • Ensure an esc alatio n process is esta blis h ed
• Estab l ish Communi cati o n ch an nels
• Initiate the Proje ct Ba cklog using a Scrum Boar d
• Est;:ib l is h a master p roject re pository
• Estab li sh a risk and iss ue register
Throughout Project Execution:
• Sprint Status M eeti ng (aligne d w it h Sp rin t Schedu l e) Pa g e I 14

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Accela Civic Platform Implementation Serv ices SOW carahsoft • Sprint Retrospective
• Sprint Review
• Execute Project Change Requests if necessary
• Evaluate Project Progress to Plan and address issues as necessary • Ensure Project Plan is updated on a regular basis -typically monthly • Facilitate resourcing challenges
• Prepare project overview for Stakeholders and rneet with Stakeholder tecJm on a regular basis -typically on a four-to -s ix-week cycle .

Scrum Team
Though the Scrum team itself is not officially a PM role, it is the most critical team in ensuring that the final product and solution are excellent . The Scrum Team is a self-regulating and self-governing group that collectively ensures that each member gets the help and assistance needed, resolves impediments together, and measures progress on a regular basis to be provided to the PM team.

The SLS Approach to discovery and business analysis
A successful approach to discovery and business analysis starts with having the right people engaged in the project, clear directives, industry expertise, and business subject matter expertise . Clearly, "It takes a village"! It also takes leadership and guidance from a team that has significant experience .

The SLS team has complete confidence in our ability to foster the collaborative teamwork necessary to ensure project success . The followi ng information illustrates the high -level approach our team takes for business analysis and discovery.
(c',✓,f(, Clearly Establish Go als ~ Well in advance of conducting the actual business analysis and discovery all participants and oversight should discuss and agree to the goals and outcome of the work .

Define Criteria for Done
After goals are established, the team should agree to the outputs and format for work produced .

Id e n tify expected ch allenges
Often overlooked is our ability to project challenges and get ahead of them . This step sets us apart as we communicate and plan for our hurdles!
© Verify the co rrect SM Es and Authorized Approvers a r e involved ,.Q..,.Q...~ Without having the right experts involved it is a waste of everyone's time to engage . The right people must be involved from beginning to end to ensure continuity and accuracy. It is also imperative that whoever owns the responsibility for approval is involved and not simply arriving at the end of the process .

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Accela Civic Platform Implementation Services SOW carahsoft. 0 Prepa re
Prior to executing workshops, it is imperative that all members involved in the process arrive prepared with their homework complete.
[> Execute Wo r kshops
We are workshop experts and thoroughly enjoy the rewards of a team that successfully collaborates and exceeds expectations and goals! This step is easy when the previous steps are executed properly.

Unfortunately, too many teams start and end with this step! Review Solution
0 0
~TWJ.J Before completion of the Workshop, the team should ensure that the solution meets the goals and criteria established at the onset. Often, the work performed will cause the goals and criteria to be adjusted or revised. This is normal and should be documented .

Approve and Commit © This last step seems to be obWo"5 but Is too often ovedooked. It is never okay to w,ap "P the analysis and discovery without having also invested the time to ensure that approval is imminent.

In evaluating the "SLS Approach" above, we expect that most experienced professionals will find the approach to be refreshing. This approach has been refined by talented experts. It has been simplified so that it can be used consistently and with predictability. It has eliminated the excessive tasks that do not add value, and it reinforces a process that ensures quality and confidence . We always follow these steps.

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SLS Training and Education Approach
Training is a key factor of a successful project . Therefore, SLS has an established project goal for training.

A primary reason that we execute every project today using an Agile/ Scrum methodology is that it emphasizes tra ining, testing, and end user immersion -throughout the entire proiect! Our team has implemented nearly 80 projects and worked with hundreds of users of varying degrees of business and technical skills. What we have experienced, is that the degree to which users are trained (or under-trained) has many common denominators regardless of their previous skills .

Agency users that are well trained demonstrates the following attributes :

SLS Project Training Goal
Far eve,y project that SLS executes it is essential to ensure that key IT and SME personnel receive bath exceptional training and system experience during the project, thus ensuring that the Agency has a high degree of expertise, experience, and confidence when the system is deployed to production. • Confidence in the product
• Confidence in the implementation
• De monstrates skills in performing their job o n day 1 • Can easily navigate throLJgh the platform
• Can understand when they have encountered a system error or a user error • Can communicate problems they are experiencing
• Can identify areas of the system that are ideal for fut u re enhanceme n ts and aut omation • Beco me product and project Champions !
Agency users that are under trained de monstrate the following attributes:
• Lack product and implementation co nfide n ce
• Do not understand how to navigate or use the system
• Panic and get frustrated when encountering a problem
• Have d ifficulty communication impediments
• Become product and project detractors.

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People are our greatest resol/rces . When we prepare them correctly and arm them with knowledge and expertise they will flourish .

Like any competent implementation team, we provide course training. The basic classes
That allow new students to attend and go through a curriculum w i th an instructor.

These classes allow students to ask questions and to follow along with their own laptop .

These courses ensure that students are exposed and learn about the basics of the system . It provides them with a foundation so that they can perform their jobs and begin their journey to greater system awareness .

What we do differently and believe sets us apart from others is our commitment to immediately ensuring that the Agency's key SMEs and IT personnel can put their course work to use on the project. We know that a training course is only the first step i n learning. After a class it is important to put the new skills to use on practical tasks . It is important to make mistakes and learn how to fix them . It is important to attempt to create solutions and find gaps in understanding. It is important to gain experience. It is important to gain expertise. It is important to do this in an environment that allows for a new user to be comfortable. Therefore, it is critical to do this during the project and not wait until after the project is done!
Therefore, our standard project training approach i s to :
• Pro vide class room t ra i nin g t o the team just before the skills learned in the classroom are n eed ed on the pro ject.
• Includ e t he Age ncy team in b ot h the ana l ysis an d co nfiguration t asks of the project. • Pro vid e re a l oppo rtu nities for the Agency t eam t o util iz e the skills th ey have l earned in class t hrou gh testing, trainin g, and im pl em en tati on .
• Con t in ue the t ra in i ng thro ughou t t h e p roject on a regu l ar basis .

This approach is in many ways more costly for our team. It takes longer to train, explain, and review someone's work than it does to just go do it ourselves. Therefore, we offset this by engaging the Agency's team and giving them task assignments just like they are one of our own teammates .

For this project we will provide the following Classes :
• Project Read i ness -Stan dard project i ni ti at ion co urse that prepa res the team for proj ect exe cu t ion , Agi le methodology, and basic sys t em platform access.
• End User-Sta nd ard cou rs e for tea ch ing the key pr oj ect tea m o n basic End Us er system ca p abili t i es • Administrato r -s tand ard cou rse for SME and IT person n el that need to deve lo p system admin ist rato r sk ill s
• Tech n ical -fo cus o n Re port Dev elop me nt an d Busin ess A utomat io n/Scr ip ti n g Trai ning • Tra in i ng Apprent iceship -Fre e o ngo in g t ra in ing t hro ughou t the proje ct ! P a g e I 18

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If the Agency has the need for additional training on more advanced subjects, we are happy to discuss these as well.

For this project we believe that it will be necessary to conduct all implementation and train i ng off site via Zoom.

No worries, we've been executing all project work for 2 years now remotely and are flour ishing. We've perfected it. The SLS team has been doing this remotely for much longer. 80% of all project work including training for the last decade have been conducted usi ng Zoom . Should the current Pandemic and the travel challenges associated to it resolve during the project, we are happy to discuss travel and on site engagement .

The Acce l a Comm u nity
In addition to the training conducted during the project, the Agency can also take advantage of the Accela Community and the many benefits it offers .

For example, training documents, how to guides, and video tutor ials are made available by Accela and can be found in the Accela community's libra ry oftraining and support. Also, all updates to Accela user manuals and documents are made av ailable to customers via the Accela Community immediately upon release .

Customer linplementation R esponsibilities
SLS utilizes an Agile/ Scrum Implementation methodology that relies greatly on the participation of the customer or Agency SME and IT team . We know that there is a strong and direct correlation between the engagement of the customer and the success oft he product and the project. For this project, as with most projects we recommend the following customer resourcing for the project .
• Stakeholders -A key success factor for a project is the engagement of a Stakeholder team. Ideall y, Stakeh olders are act ive l y en gage d on a r eg ular b asis with project oversight. We re ly on Stakeholders to proactively sponsor the project, assist with project prioritization, faci litate resourcing . Stakeholders sh ou ld participate i n a Stake hold er m eeti n g that occurs every four to six weeks. • Project Manager -The in dividual with the PM responsibility sh o uld expect to spend o n average about 10 to 12 hours per we ek overseeing the project . This might be a bit on the hig h side, but we p refer to scale d own and not have t h e Ag ency overb u r den ed . This load for t h e PM wi ll be greatest at t he project initiatio n and go-live phases of the project. If possible, it would be advantage o us for the PM to als o be an active m ember of the project. This increased exp osure to the p r oject usuall y r ed uces the PM effort an d increases the PM's true ability to assess project perform ance an d adv o cat e for p roject nee ds. • Scrum Team -Comprised of Su bject Matter Experts (SM Es) and IT personnel, the Scrum Team is the heart of the Agency 's im p lementation team . This team shou l d be comprised of a representative from each of the Agency's departments and expect to be well immersed in t h e project. The Scrum team sh o uld expect to attend daily stand u ps and frequent workshops t o analyze product requirements, participate in product development, test pro du ct improvements and changes, an d all p r oject tasks. For this project, most team members should alloc ate between 25 -50 % of their work capacity t o t he project during the primary analysis and configuration phases of the project . They should expect to atten d a ll trainings avai l ab l e, and their w o r kload w ill be significantly reduced during later stages of the project whe n t h e focus of the project turns toward more tech ni ca l tasks. This esti m ate varies great ly due to many factors su ch as:
department prepara tion for the p roject, the resources co m puter skills, t he resources business expe1tise an d fami liarity with existing bu si n ess processe s, the reso urce's abi l ity to make d ecisions and execute with autono my, etc.
• Product Owner -The product owner is th e most important project team member . Th is in d ividual m ust be part of the scrum team and should participate in all training, stand ups, and m ost workshops. This role is charged with the resp ons ibility of making product requirement decisions an d sho u ld ha ve the authority for approval. Ideally, the product owner is highly engaged in the project during all phases to en sure continuity and quality . Expect a minimum of 50 % engagement for this project .

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Accela D ata Migration M ethodology
Accela has a Data Migration tool that allows for the use of a SQL Server database backup file to map the historical or legacy data to thei r destination fields in the Accela Civic Platform. Using this tool, it is possible to migrate all h istorical data .

When converting data from one system to another it is common and should be expected that some data will have to be adjusted in the process in formatting so that it can be stored based on the rules of the destination system .

This is especially true for fees and payments . This type of information is often migrated as text since the formulas and processes of calculation would not align .

The Agency is responsible for data scrubbing and ensuring data integrity prior to delivering a SQL Server database backup with the source data needed for this process. Failure to do this can result in inaccurate data or increased levels of effort. The agency will be expected to provide a SQL Server and VPN access with SSMS access to the data . If this cannot be provided by the agency, Silver Un i ng Solutions can provide a con vers ion environm e nt for an additional co st .

Definition s
Record -The Transactional entity within Accela (previously C1-V) I Case. Application. or Permit)
ANIS -Asset l\llanagement System
APO -An Address , Parcel. ur Owner in Accela Automation APO Att1·ibute -A custom config·med data field that can be used to store additional information about a n Adch·ess. Parcel, 01· Owner
Licensed Professional - A person that has a unique combination of license number and license type .

Licensed Prnfessional Attribute -A custom configmecl data field that is used to stme additional information regarding a licensed Professional Data Source -A collection of data that will be mapped nncl conve1tecl to Accela Automation History Data Conversion Process Flow
This is the overview of the History Conversion Methodology. Each phase is associated to the overall project phase, a formal review of the conversion should be done at the conclusion of each phase using the associated documents and provided to the Agency for sign off prior to continuing onto the next phase.

History Data Conversion Process Summary
Phase : Project Initiation
Summary : Review deliverables and set expectations for project related tasks . Coordinate with project manager and lead to ensure prototype record
Task : Conduct Conversion Initiation
Docum ent I Tool: Pre-Start Questionnaire, Deliverable Expectation Document Percent Complete: 5%
Phase : To-Be Analysis
Summary: Critical component to data conversion .

Review data and gather high level requirements to determine risks, data cleansing activities, and lay the groundwork for data mapping .

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Business Overview-Determine special processing (e.g. defaulting critical values and phased conversion processing) need for history conversion.

Technical Overview-Determine file types, format of data, and technical challenges.

Data Overview -Identify data anomalies, required translations, and required staging tables Data Cleansing -identify issues or areas of source that require cleansing prior to conversion processing GAP & Exception -Document gap's or exceptions that need to be addressed during future tasks (mapping and development)
Task: Provide Data Sources in Acceptable Formats (Agency), Complete Data Conversion Analysis, Initiate Data Cleaning Efforts
Document I Tool: Conversion Requirements Doc, Analysis Spreadsheet Percent Co m plete: 15%
Phase : Solution Foundation
Summa r y: A data map will be generated that will define the relationship between the external data source and history Standardized Tables. During Solution Foundation, an initial data map will be created mapping base Record/Asset, Contact, Owner, Fees, Payments, ASI, ASI Tables, Inspection, and workflow data for one record type .

Data Conversion will be prototyped to demonstrate the results of mapping and aid in finalizing data mapping.

Prototype Review should be conducted against data map. The review will also aid in identifying key test points and developing a formal UAT plan.

Task : Draft Data Map, Develop Prototype Conversion, Execute Prototype Conversion, Review Prototype Data Document I Tool: Data Map Specification, Data Map Tool, Accela Conversion Tool Pe rc ent Com plete : 30%
Phase : Build
Summary: Update and finalize data map after prototype is complete, including any agreed upon custom processing. The bulk of development will take place during this phase after the data map is finalized. Iterative process of development and client validation .

Task: Complete final Data Map, Build and Unit Test Data Conversion, Execute data conversion cycles 1-2*, Validate converted data, Resolve data conversion defects
Docum en t I To ol: Signed-off Specification, Accela Conversion Tool, Conversion Release Notes (for each cycle), SharePoint issue tracking list
Percent Comp l e t e: 60%
Phase : Readiness
Su m ma r y: The data from the last execution in build (e.g cycle 2) should be copied as part of creating the UAT Test environment. A 3rd execution of data conversion (if required) should be planned to initialize data into the 2 nd UAT cycle.

Task: Resolve data conversion defects, Execute Data conversion cycle 3*, Validate converted data, Package complete conversion program, Obtain sign off on data conversion Docu m en t I To ol: Accela Conversion Tool, Conversion Release Notes (for each cycle), SharePoint issue Tracking, Conversion Program Package
Percent Complete: 90%
Phase: Deploy
Summary: Data is converted from source to production
Tosi<: Execute final conversion into production environment Docu ment I Tool: Sharepoint issue Tracking
Percent Complete: 100%
• This is dependent upon the number of iterations defined in the project Statement of Work Pa g e I 21

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Respo n sibility Matrix
The following matrix details responsibilities of the various project roles for the tasks that are involved with the data conversion process .

RACl Def init ion
ll = Responsible -This is the rnle that will be l'esponsible for th0 completing· the task .-\.=Accountable -This is the role that is re s ponsible fol' delegation. verifying· completeness. and/01· quality of the task
C = Consulted -This is a role that is consulted with questions and looked to for key decisions (t:-,·pically two-way communication)
I = Infonnecl -This i;;: a rnle that is informed of status and prngress of tasks (typically one- way communication)
Rol es D efinitions
Acce la PM -The Accela Project Manag·er re::;ponsible fo1· delivery of the pl'oject Acc.;ela TL -The Accela Technical Lead 1:esponsible fol' all conversions Accela TC -The Accela Technical Consultant t·esponsible for this convel'Sion deliverabl0 Agency PM -'The Agency Project iVIanager responsible for the Agency aspects of project delivery
Agency SME -The Agency ;:;ubject matter expert for the data source being converted RA CI Matrix
Phase Task Accela PM Accela TL Accela TC Agency PM Agency SME Project
Initiation Complete Questionnaire I C C A R
Provide Deliverable Expectation
Documents I A* R C C
To-Be Provide Data Sources in
Analysis Acceptable Formats I I C A R
Complete Data Conversion
Analysis l C A/R I C
Initiate Dat a Cleaning Efforts I I C A R
Solution
Foundation Draft Daft Map I C A/R I R
Develop Prototype Conversion I C A/R I C
Execute Prototype Conversion I C A/R I C
Rev iew Prototype Data I I C A R
Build Complete Final Data Map I A• R I C
Review and Sign Off Data Map I A• C R C
Build and Unit Test final Data
Conversion Program I C A/R I I
Execute data conversion cycle 1
(refresh source data and execute
into test environment) I C A/R I C
Validate converted data (cycle 1) I C R A R
Resolve data conversion defects
(cycle 1) I C A/R I R
Execute data convers ion cycle 2
(refresh source data and execute
into test environment) I C A/R I C
Validate converted data (cycle 2) I C R A R
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Resolve data conversion defects
Readiness (cycle 2) I C A/R I R
Execute data conversion cycle 3
(refresh source data and execute
into test environment) I C A/R I C
Validate converted data I C R A R
Resolve data convers ion defects I C A/R I R
Package complete conversion
program I A* R I I
Execute convers ion to Production
Deploy environment I A* R I I
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Statement of Work
Project Deliverable Overview
SLS feattu·es the utilization of the Accela Civic App s when available .

Accela, over the last decade has developed a library of business process for community development, licensing, enforcement, and other typical government business processes. This library has a few hundred specific processes that provide working models for the Accela Civic Platform. These are pre-developed and purpose-built solutions will provide the team with the basic functionality and allow the project team to focus on performing gap analysis and more targeted development.

This assumes that each record type may require some small adjustments to align with the Agency's unique needs.

A general rule of thumb is that the Accela Civic App will provide about 70 to 80 percent of the desired functionality.

As with all aspects of the Accela Platform, there exists an unlimited number of modifications and enhancements that can be performed. For fixed price projects, SLS never describes unlimited services. The scope included for each deliverable assumes that together the Agency and the SLS team will identify priority modifications necessary for initial deployment that can be addressed within the given scope of the project.

We encourage Agencies to take advantage of this initial implementation project to identify all potential modifications and create a future enhancement list that can be addresses in the future. Part of the scope of the configuration deliverables is to coach and teach the agency SM Es how to become self-sufficient and continue to make modifications after the initial project completes.

In the list of deliverables provided, look for "featuring Acee/a Civic Apps". This indicates that our team, based on specific industry experience, believes that most or all the business processes needed for the deliverable can be provided using the Accela Civic App library. Furthermore, if the agency has a unique business process that is not in the library, the project team will select a business process that is most similar as a basis.

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Required Deliverables
Deliverable SKU Deliverable Agency Specific Description General Description CategofY
Project Management is a critical
component of every project. The PM
team oversees and monitors every aspect
of a project from timelines, resourcing,
and quality of execution. SLS, unless
otherwise specified, executes all projects
Project PM effort for this project's requir ed using the SLS Scrum Implementation services is estimated at 12%. This Approach . This approach ensures that Project Delivery 01.PD.100 Management includes an experienced Project the project leadership and the project (for Required Services) Manager that is assigned to the team remain engaged In the project and project. it's activities. This has in impact on the
amount of traditional PM effort that is
required. Large Projects should estimate
15% of the Project to be PM, Medium
projects should factor 10% and Small
projects can reduce PM time to 8% of the
tota I project cost.

Scrum and Agile implementation
methodology places an emphasis on
team engagement. An i mportant project
feature is the "Daily Standup". As the
name suggests, this is a daily (or near
daily for smaller projects) meeting where
Scrum the members of the agile team meet for a
Methodology: Standard Sprint Meetings for the brief 15 minute meeting. This is a forum Sprint Planning, Required Services is estimated as 10 that allows project leadershi p and team Project Delivery 01.PD.110 Review, and Sprints. An accelerated project can members the opportunity to bring into Retrospective help to save time as it reduces the focus the work that is ongoing or about (for Required number of sprints. to start and to quickly i dentify project Services) impediments and resolutions . Large
projects will require severa I SLS team
members in attendance 4 or 5 days a
week. Medium sized projects should
meet 3 or 4 times a week with 2 or 3 SLS
team members in attendance at a II ti mes,
and smaller projects can be scaled as
appropriate
Scrum and Agile implementation
methodology places an emphas is on
team engagement. An important project
feature is the "Daily Standup ". As the
name suggests, this is a daily (or near
daily for smaller projects) meeting where
the members of the agile team meet for a
Scrum brief 15 minute meeting. This is a forum
Methodology: This project is factored at 3 days per that allows project leadership and team Project .Delivery 01.PD.120 Dolly Standups week for an average of 3 SLS members the opportunity to bri ng into (for Required attendees for the estimated 10 focus the work that i s ongoing or a bout Services} Sprints . to start and to quickly identify project impediments and resolutions. Large
projects will require several SLS team
members in attendance 4 or 5 days a
week. Medium sized projects should
meet 3 or 4 times a week with 2 or 3 SLS
team member s in attendance at all t i mes,
and smaller projects can be scaled as
appropriate
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Project initiation is the first phase in any
project life cyde . It's where the Project
Management team refines the project
scope and goals, and where logisti cally a
plan is finalized to meet the project
Project Archives and tools should be requirements. During this phase the i dentified by the Agency to ensure Project Management team will develop the project's control docs, resource the Project Delivery 0l .PD.130 Project Initiation that the Agency's project project properly, and develop the management, oversight, and documentation needs are met. project's timeline. Project Control Tools include : Project Charter, Project
Timeline, Project Resourcing , Project
Status Report Template, Trello Board for
Project Backlog . Other Agency required
project controls should be brought to the
attention of the SLS PM team .

Immediately after the Accela
environment is provisioned in the cloud,
the SLS project team will prepare each
Accela Civic Platform Module. This work
is focused on getting the environment
ready for training and the project team's
engagement. The goa I for the SLS team is
to ensure that the basic elements of the
The scope of this task assumes the system are ready for the project and not Acee/a Civic setup for Building/Permitting, necessarily to resolve a II known Global Project 02.GP.100 Platform Pia nning, Fi re Dept, Engineering, configuration needs. Those will be Environment Cannabis, Police, Housing, and Code focused on later in the project. The team Setup Enforcement. For scoping purposes will focus primarily on the Accela we estimate 1 day for each module. Platform's global setup such as: the Super Agency settings, general global
module setup, global ACA, EDMS security
policy, organization, and the Admin
Security Groups. The effort for this work
is based on the number of modules that
will be included in the project, the overall
project requirements, and the on line
project expectations
The SLS team will work with the Agency
to ensure that overall design and
approach are well communicated and
understood. System Architecture
includes needs such as interdepartmental
communication, interdepartmental
Identify and plan for inter-dept. record dependencies, module security, Global Project 02.GP.H 0 System expectations for communication, secure communication between the Architecture Agency and the Accela Hosted Cloud security, etc . environment and other IT or Business needs requiring a Senior level consultant
to assist in the design of solutions .

Multiple department and large projects
will require a greater amount of work for
System Architecture compared to Smaller
single -department implementations.

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The Accela Civic Platform will be
configured at the Agency level for several
system functionalities . The SLS team will
It is important to ensure that the work with the Agency in workshops to identi fy Agency level defaults for Agency participates in Global calendars, logos, security, and SSO. As Configuration efforts and is trained with many Accela features, there is an Global in this work -thus ensuring future endless number of options and Global Project 02.GP.J20 Configuration self-sufficiency. The majority of tlJis configuration possibilities, so the SLS work will be conducted in work shops to ensure the Agency's team will work with the Agency project administrative and SM E teams are leadership to identify and prioritize the included in the work. features that are most critica I to the project. We focus significantly on
training Agency members on these
settings so that they can become self
sufficient
Exact number of record types is
unknown at this time. Prior to
contracting, this can be further
refined if helpful. As with all Accela
Platform configurati on, there is an
unlimited ability to configure and
modify solutions. We will utilize the
Conflg, Analysis, Analysis ond Accela Civic Apps as a pre-built and Business 03.CA.J00 Configuration -solution and then make adjustments featuring Acee/a Civic Apps Improvement Bui/ding accordingly. Th is effort will be
augmented by the parti cipation of
the Agency staff and by
incorporating economies of scale
and re.usability. If additional work is
re.quired by the Agency that exceeds
this budget a change order must be
processed .

Config, Analysis, Analysis and The approach will align with the and Business 03 .CA.JOO Configuration -Building descripti on above featuring Acee/a Civic Apps Improvement Inspections
Conflg, Analysis, Analysis and The approach will align with the and Business 03.CA.100 Configuration -Building description above featuring Acee/a Civic Apps Improvement Planning
Conflg, Analysis, Analysis and The approach will align with the ond Business 03.CA.JOO Configuration -Building description above featuring Acee/a Civic Apps Improvement Fire Dept .

Config, Analysis, Analysis and The approach will align with the and Business 03.CA.100 Configuration -Building description above featuring Accela Civic Apps Improvement Engineering
Conjig, Analysis, Analysis and Police Dept. scope should already be and Business 03.CA.J00 Configuration -included in the scope for other featuring Acee/a Civic Apps departments plan review, cannabis , Improvement Police and enforcement.

Conjig, Analysis, Analysis and The approach will align with the and Business 03.CA.J00 Configuration -Building description above featuring Acee/a Civic Apps Improvement Housing
Conflg, Analysis, Analysis and The approach will align with the and Business 03.CA.100 Configuration -Building description above featuring Acee/a Civic Apps Improvement Cannabis
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Accela Civic Platform Implementation Services SOW carahsoft Config, Anolysls, Analysis and
The approach will align with the Configuration -featuring Acee/a Civic Apps and Business 03.CA.100 Code Building description above Improvement Enforcement Accela Cloud MS Azure Hosted
Environment now offers Power Bl data
analytic tools and dashboarding features.

This feature is highly customizable and
Config, Analysis, ConfigAccela designed for customers to be able to standard services create the managerial views that will help and Business 03.CA.120 Insights drive business . SLS will help setup the Improvement
initial dashboard and services that are
included with the MS Azure Hosted
environment
The Agency will certainly be
interested in creating many
dashboard widgets. Far more than The SLS team can extend the Accela is provided in the scope of this Insights assistance to include additional deliverable. In fact, we expect and support, training, and dashboard creation Config Acee/a encourage end users to continuosly for the customer. This dashboard is really Config, Analysis, Insights Query develop new widgets that use designed to allow individual users to be and Business 03.CA.125 and Dashboard system information and data to empowered to build their own views and Improvement Assistance improve on the management of create dashboards that facilitate their their work. Therefore, we take a business. Sometimes, however we all workshop approach, build a few need a bit of a ssista nee. example solutions and focus primarily on teaching, training, and
mentoring end users in this process .

The Agency will certainly be One of the many strengths ofthe Accela interested in creating many Civic Platform is it's ability to keep automated notifications for both collegues, management, and customers interna I users and external informed using automated notifications. customers. Far more than is There are several opportunities to utilize provided in the scope of this notifications -Revision requests, receipts, Config, Analysis, deliverable. In fact, we expect and stop work order, approvals, permit, etc . and Business 03.CA . .130 Notifications encourage end users to continuosly There is nearly an endless opportunity for Improvement develop new notifications when these notifications. SLS wil I provide processes are being repeated. assistance to the Agency to create several Therefore, we take a workshop Notifications and to train the Agency on approach, build a few example how to be self sufficent with further solutions and focus primarily on creation of these im portant teaching, training, and mentoring communcations. end users in this process.

The Express Legacy Transactional
migration is the ideal solution for most
Agencies that need to have their current
and archived electronic data moved into Several departments will be the new Accela platform. This is a budget included in the transaction data conscious and predictable solution . The migration. This scope is sufficent Express data migration will import all assuming that the customer can customer data. The focus of this strategy Data Migration: provide this information in a single is to import all data so that it is available Data Migration 04.DM.100 Express Legacy import file or data table. for property research . In this strategy, Transactional Note that this express solution does each record type will be mapped from require a reasonable limit to the the legacy system to the new Accela specifically mapped data . If more Platform using a single historical record mapping is necessary the SLS team type . In addition, the owner, applicant, can provide this on an hourly basis. address, parcel and up to 6 other data fields will be mapped directly. The
remaining data will be imported into
concatenated fields.

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The Accela Civic Platform prov i des a
Acee/a Plat/arm nati ve adapter that can consume and
Enterprise 05.ES.100 AecelaGIS standard services utilize an Agency's GIS information. An Solutlans Confi gurotlon Agency is able to provi de Accela with access to multiple GIS layers and control
via security what users have this access.

The Accela Civic Platform streamlines the
work performed by an Agency 's users by
having a Reference collection of the
Acee/a Address, jurisdictions property information. This reference collection can be used for Acee/a Platform Parcel, and validation and to ensure that data Enterprise 05.ES.110 Owner Reference standard services integrity is maintained. To implement Solutions Configuration this feature, the Agency must have Accela (xAPO) GIS configured . SLS will configure the
Accela platform to use the Accela GIS
property information as a reference
collection
Inspectors, enforcement officers, and
others that take their jobs i nto the field
will benefit from Accela's mobile
capabilities . Users can perform many
Aecelo Platform tasks such as inspection resulting ,
Enterprise 05.ES.120 Acee/a mobile capturing digital signatures, taking Solutions pictures, and reviewing permit and
license information. The SLS team will
configure the Accela Civic Platform to
accomodate mobile device usage and
then demonstrate to the Agency how to
prepare their mobile devices for usage .

The Accela Platform includes a standard
document management solution. This
native solutions provides Accela Agencys
Acee/a Platform Acee/a Document with a solution for attach i ng electronic Enterprise 0S.ES.130 Management files to Permits, Applications, and Solutions Licenses . SLS will assist the Agency in the
simple configuration required to identify
document types and document groups
that the Acency works with.

Today, a strong on line precense is nearly
mandatory for Agencies. Accela Citizen
Access will give your agency the ability to
i ncrease transparancy, enable citizens to
self-serve, and streamline business by
extending the Accela platform to the
internet. The portal can be configured
based on Agency security and business
needs to offe.r application submittal,
Acee/a atizen It is expected that the initial project inspection requesting, document Online fltizen Access will focus on deployment of on line attachment, property research and more.

Portal 06.CP.100 Configuration -services for a Ii mited number of As the options for enhancing and Rebrandlng permit and case types . modifying the on line portal is nearly limi tless, this work will focus on branding,
simple adjustments, enhancing page
flows as necessary, and other prioritized
modifications. We also focus on training
so that Agency 's can meet project goals.

Our SLS team will work with the Agency 's
I!
management team to assess the scope
and focus the SLS team on critica I project
needs within this t i me alloted for this
deliverable.

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Acee/a Citizen In addition to the on line portal Access Configuration -See App endix C: Accela Pre mi um rebranding work that should be Online Otlzen 06.CP.110 Advanced and Citize n Experience -Ope n Cities for performed for all Agencies, the online Portal Open Cities deliverabl e detai ls. Specifically portal can be further enhanced to meet implementation -Deliverable OCl Agency work flow, increase on line help OC1
options, and other refinement.

Acee/a Citizen
Access See Appendix C: Accela Premi um Configuration -Online Otizen 06.CP.111 Advanced and Cit izen Experience • Open Cities for Portal Open Cities del iverable details . Specifically
Implementation -Deliverables OC2 and OC3
OC2& OC3
An online payment adapter extends the
Agency's customer portal capabilities to
include customer payments. This
ACA customer
capability ensures that citizens are able
Online Qtizen 06.CP.1.21 portal Payment The Agency currently uses Open to pay via credit card online using a Portal Edge redirect style merchant account while
Adapter maintaining PMI level security. Using
Accela's construct API services, the
platform can interface with merchant
account processors in real time .

SLS team will assist with rebranding of
standard reports and provide training for
the Agency to help them become self-
sufficient with Report development. The
pre-packaged reports that Accela offers
can be replicated by the Agency for other
uses, and they can be enhanced to add
Report Branding
Agency specific information. As the
Reporting and 07.RD.100 & Letter Content standard services options for enhancing and modifying
Documentation Modifications
reports is nearly Ii mitless and
unpredictable, this work will focus on
branding and simple adjustments. We
also focus on training so that Agency's
can meet project goals. Our SLS team will
work with the Agency's management
team to assess the scope and focus the
SLS team on critical project needs within
this time alloted for this deliverable .

The SLS team can provide professional
assistance with the development of
custom reports . The SLS team can
provide help with the management of
Reporting and 07.RD.1 20 Report Scope is not as solidified report development, prioritization,
Documentation Development specification development, report development, sql and schema assistance,
further training, complex issue resolution,
and other tasks associated with report
development.
3rd Party Microsoft
The Accela Platform has the ability to be
configured to interact with an Agency's
Enterprise 08.3P.105 Outlook standard services exchange environment for the receipt Solutions Exchange Server and deliverv of email.

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End of Day Batch Report for
payment proces sing . The SLS team
will develop an extract from the
Accela platform i n a comma
de limited format that can then be
used by the Agen cy t o import into The Accela Platform is able to be the financial system . integrated with many industry leading Today, Hollist er uses Tyl er GL. Th is end of day batch report sh ould Financial Systems. For more information 3rd Party please contact your Accela
Enterprise 08.3P.110 Interface• accomod ate the normal fi nancia l representative. As with any interface, the Solutions financial r econciliati on pr ocess. specific needs and expectations for the NOTE: The scope of thi s delive r able data import/export will be reviewed and assum es standard Acce la payment agreed to prior to deliverable pr ocessing. Agenci es th at exten d Accela's pa yment process in g may commencement
r equi re additional se rvi ces to
ac comod ate tho se ne e ds .
•• No changes we re made to th is
scope from the original ••
At the on set of the project, the SLS team
I will work with the Agency to ensure that
the key project team members are ready
I and prepared for the project. During the
Project Initiation the project leadership
Training • Project will assess the Agency team's readiness Training 09.TR.110 Readiness standard services and i dentify key areas where the team will need to be coached . This training
I typically focuses on system platform
access, project implementation
I methodologies for Agile, project tools
I
that will be utilized, and any other areas
identified by the team
SLS will provide a standard course for the
Agency's project team on basic End User
training. This is a workshop style course
that requires each member of the course
to have a computer so that they can
actively follow along and experience the
system while the instructor trains. This
course is designed to teach students how
Training 09.TR.120 Training • End standard services to navigate the system and how to User perform basic system operations
including record application, workflow
I i processing, data collection, report
execution, fee assessment, fee payments,
I and other system capabilities as time
I
permits. Every class moves at a different
pace depending on the number of
students and their general capabilities
i' and skills .

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II II Agency's technical support staff on basic
II I Administrator training. This is a
I I workshop style course that requires each
member of the course to have a
II computer so that they can actively follow
II
i! along and experience the system while
the instructor trains. This course is
Training 09.TR.130 Training• standard services designed to teach students how to Administrator navigate the administrative system and
how to perform basic administrative
operations including new record type
creation, fee schedule modifications,
custom data field modifications, and
other system capabilities as time permits.

Every class moves at a different pace
depending on the number of students
and their general capabilities and skills.

SLS offers several standard courses/
Training-curriculums for Report Development,
Training 09.TR.140 standard services Scripting and Business Automation, Technical Interface creation, Ad hoc report development, etc.

User Acceptance Testing (UAT) is an
important step in the project where the
Agency has the opportunity to conduct
full end -to-end testing on the final
solution. UAT is primarily the
responsibility of the Agency . SLS will
Go Live and provide assistance to the Agency during
Prepatory work User Acceptance this dedicated Sprint. This support will for Production 10.GL.100 Testing include activities such as : test script Deployment development, test plan development,
testing assistance, issue resolution,
oversight and additional support and
training. The SLS team will work with the
Agency's management team to assess the
scope and focus the SLS team on critical
project needs within this time alloted for
this deliverable.

An important and critical activity for
every project is the process of production
Go Live and deployment. The SLS team will provide
Prepatory work 10.GL.150 Go-Live Support support such as: oversight and for Production management, issue triage and resolution, Deployment end user assistance, ad hoc training, and
any other immediate needs as identified
by project leadership.

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Optional Deliverab les
Deliverable SKU Deliverable Agency Specific Description General Description Category
Project Management is a critical
component of every project. The PM team
oversees and monitors every aspect of a
project from timelines, resourcing, and
quality of execution . SLS, unless otherwise
PM effort for this project's optional specified, executes all projects using the SLS Project services is estimated at 10%. This Scrum Implementation Approach . This Project 01.PD.101 Management i ncludes an experienced Project approach ensures that the project Delivery (for Optional leadership and the project team remain Services) Manager that is assigned to the engaged in the project and it's activities. project. This has in impact on the amount of traditional PM effort that is required . Large
Projects should estimate 15% of the Project
to be PM, Medium projects should factor
10% and Small projects can reduce PM time
to 8% of the total project cost .

Scrum and Agile implementation
methodology increases the engagement of
both the implementation team and the
Scrum customer. This is intentional. As
Methodology: Standard Sprint Meetings for the engagement increases, many important Sprint measurements of success increase as well.

Project Planning, Optional Services is estimated as 2 Knowledge transfer, training, transparency, Delivery 01.PD.111 Review, and Sprints. An accelerated project can product accuracy, customer confidence, go Retrospective help to save time as it reduces the live readiness are all measurably improved . (for Optional number of sprints. Standard Sprint Approach requires that Services) each Project Sprint will require 1 Sprint
Planning (2 hours), Review (2 hours) and
Retrospective (1 hour) Meetings as
standard
Scrum and Agile implementation
methodology places an emphasis on team
engagement. An important project feature
is the "Oaily Standup". As the name
suggests, this is a daily (or near daily for
smaller projects) meeting where the
members of the agile team meet for a brief
Scrum
15 minute meeting. This is a forum that
Methodology : This project is factored at 3 days per allows project leadership and team Project members the opportunity to bring into
Delivery 01.PD.121 Doily Standups week for an average of 3 SLS focus the work that is ongoing or about to Uor Optional attendees for the estimated 2 Spr i nts. start and to quickly identify project Services) impediments and resolutions. Large projects will require several SLS team
members in attendance 4 or 5 days a week.

Medium sized projects should meet 3 or 4
times a week with 2 or 3 SLS team
members in attendance at all times, and
smaller projects c,rn be scaled as
appropriate
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In general, an Accela project makes an
assumption that the Agency subject matter
experts (SM Es) unde r stand their business
processes and if there are adjustments
being made to the process . SLS recognizes
Config,
The SLS team has significant that an implementation project is an Business implementation and industry opportune time for Agencies to make Analysis, and 03 .CA.150 Process experience that may be beneficia I to business process modifications. We Business Improvement the Agency when process changes and respectfully request that our Agency SM Es Improvement enhancements a re identified. arrive at workshops with business requirements and expectations already
prepared. But, if you need help with this,
SLS can leverage our significant industry
expertise and help the Agency to make
these imorovents.

Data standard services -This can bring in This is the migration of the electronic Dato 04.DM.1.20 Migration: ANY electronic file and attach to a documents that are attached to the Migration Electronic permit. historical permits and licenses. Documents Mapping of fields from the legacy system to
the Accela platform is the responsibility of
Data
the agency's Data mapping team . It is also
Data Migration: The SLS team can assist with data the responsibility of the Agency to perform

04.DM.150 cleansing, consulting on the any data scrubbing, data consolidation, Migration Conversion preparation of legacy/source data, and data type modification, or any other data Assistance preparation. It is often beneficial to have the SLS team augment this team and assist
in the mapping and data preparation.

The Accela Platform offers a business
automation and scripting engine that can
be used to make nearly unlimited
enhancements to the standard
Acee/a Advanced configuration. These enhancements allow Platform 05.ES.150 Business Agencies to automate Business needs for Enterprise Automation & validation, streamlining business processes, Solutions Scripting and many other complex tasks . The Sl.S team will work with the Agency's
management team to assess the scope and
focus the Sl.S team on critica I project needs
within this time alloted for this deliverable.

SLS has added this optional services
based on discussions that occurred
while onsite. It is our understanding
that the City will be looking at
research i ng the available EPR options
as a future project phase. Hollister
may find that this interface i s a
beneficia l addition to the plan review
process.

The Accela Platform is able to be integrated
SLS will provide consultation to map with at least 5 different industry leading 3rd Porty lnterfoc/ng : existing document types and workflow Electronic Plan Review Solutions. For more Electronic Pion to the standard velosimo process. SLS information please contact your Accela Enterprise 08.3P.l00 Review will also provide training to the SME representative . As with any interface, the Solutions (Bluebeam) and project team as a 2 hour specific needs and expectations for the data workshop with the intent that the import/export will be reviewed and agreed Agency can learn how to administer to prior to deliverable commencement the connector and the mapping. This
scope assumes tha t the Agency
project team will participate in
training and once trained also
participate in the mapping and
configu r ation to ens ure that the scope
of the task is not exceeded .
•• Thi s is a new addition to scope
from the orie.i nal • •
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SLS will provi de configuration services
for t he implementation of the
4th Party Interface -Velosimo / Accela interface -will need Enterprise 08.3P.1l 2 Ty ler to get more info from Christina and Solutions Cashiering perhaps Gina -are there different tiers / levels -is it bi-directional? What
should the expected services require?
The SLS team will work with the
Agency and Velosimo to ensure that
overa l l document management
approach are well communicated and
understood . The Implementation of
the Velosimo Connector i nc ludes the
following tasks: While Accela includes a native Electronic Acting as the Agency's liaison to Document Management solution , some Velosimo for initial set up and issue Agencies will expect more robust features Interfacing: resolution than are offered by the ADS solution . SLS 3rd Party 3rd Party • Verificatio n of initial platform set up offers integrations wi th several industry Enterprise 08.3P.1.30 Electr onic • leading the Velosimo and Laserfiche leading EDMS solutions. As with any Solutions Document connectivity and authorization set up. in terface, t he specific needs and Management • Accela Configuration and Scripting for Velos i mo connectors expectations for the data impor t/exp ort will • Existing Docume nt Type Analysis and be reviewed and agreed to prior to Mapping to laserfiche repository deliverable comme ncement • Document Type unit testing
• Assistance for Agency SM Es to
create UAT testing strategy
• Readiness and Go live Assistance
•• This is a new addition to scope
from the original • •
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Payment Schedul e
The following table is an estimated schedule based on the Sprint Schedule for the project . This schedule will be refined during project initiation by the Project Management team .

Payment Schedule based on Sprint Schedule
Sprint Req / Opt Cost
total $339,100.00
1 Req $27,540.00
2 Req $27,540.00
3 Req $27,540.00
4 Req $27,540 .00
5 Req $27,540.00
6 Req $27,540 .00
7 Req $27,540 .00
8 Req $27,540 .00
9 Req $27,540.00
10 Req $27,540 .00
11 Opt $31,850.00
12 Opt $31,850.00
Optional Ongoing Services
SLS Ongo ing Services Support [optional]
Item Year Start Date End Date Term (months) Price Quantity Net Total SLS Services Program (16 hours per month) 2 1/1/2024 12/31/2024 12 $187.46 192 $35,992.32 SLS Services Pro gram (16 hours per month) 3 1/1/2025 12/31/2025 12 $193 .08 192 $37,072 .09 Travel
Due to the current health and safety challenges related to the Cov id -19 Pandemic, we are not providing on site services . Should the health and safety concerns , travel restr i ctions , and comfort of our collaborative teams change during the project we are happy to discuss the inclusion of travel into the project. If travel is included, agency must issue a purchase order.

We are successfully conducting business using virtual meeting rooms today! In fact, this is nothing new to SLS or our industry. Over the last two years we have conducted 100% of our work remotely, and histori cally we have performed at least 80% ofour work remotely. Our projects continue to thrive and experience fantastic results for team engagement, knowledge exchange, successful product development, and constructive communication.

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Signature and Acceptance
City of Hollister, CA
Authorized Signature
Name -Type or Print
Title
Date
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carahsoft .

Carahsoft Technology Corp .

Authorized Signature
Elaine Shadid
Nome -Type or Print
Customer Operations Specialist
Title
11/10/2022
Date

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References
City of Downey, California
Aldo E. Schindler -Deputy City Mgr/ Community Dev
Email : asch i nd ler@downeyca .org
CityofDowney
or
Alvin Lam -IT Department Manager
Email : alam@downeyca .org
11111 Brookshire Avenue
Downey, CA 90 241
Phone 562 .904 .7266
Project Description : Accela Civic Platform Implementation. This was an enterprise project for Building, Planning, Enforcement, Engineering, Fire, and Zoning departments . This project included data conversion, financial interfacing, merchant account, and other various configuration need s. This project was completed in 9 months -way ahead of the original 1-year project estimated timeline. The SLS team continues to provide ongoing maintenance and support for this customer . Population : 113,267 105 Agency Employees
Original Project Estimated at approximately $250K
Today, Maintenance and Support budget is approximately $70K Went live 2011
City of Lancaster CA
Joe Haggard -Senior IT Manager
44933 Fern Avenue
Lancaster, CA 93534
Phone 661 .723 .6060
E mai I: jhaggard@cityoflancasterca .org
Project Description: This implementation of the Accela Civic Platform was for the Community Development Department. Licensing (Cannabis and Business) and permitting modules developed with Customer Request Portals . SLS has become the preferred vendor for support, maintenance, and expansion of this agency's current platform . SLS provi ded the primary services lead responsible for design , analysis, and implementation services .

Population : 160,106
127 Agency Employees
Original Project Estimated at approximately $190K
Today, Maintenance and Support budget is approximately $7SK Went live 2015
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City ofTempe, Arizona
GaryTasky-Tax & License Manager
",r City of Tempe .. 31 E 5 1h St
Tempe, AZ 85281
Phone 480 .35 0 .8685
Email : gar'i task'i@tem1;1 e .gov
Pro ject Descrip t ion : Accela Civic Platform Implementation in the Cloud using a current version V21 . This was a Business License focused solution with on line services. The SLS team continues to provide ongoing maintenance and support for this customer. Population: 180,587 172 Agency Employees estimate
Original Project Estimated at approximately $124,950
Today, Maintenance and Support budget is approximately $21K Went live 2021
Select SLS Customers / Proj e cts
The SLS te am has either prov id ed key roles o r been t h e prim ary co ns ultant for the fo llowing projects:

Adams County, CO Eastvale, CA Pima County, AZ
Arapahoe County, CO Fort Collins, CO Rancho Cucamonga, CA Aurora, CO Fresno, CA Salt Lake City, UT
Boston Health Hermosa Beach, CA San Diego County, CA
Boulder County, CO Hillsboro, OR San Dimas, CA
Boulder, CO King County, WA San Francisco, CA
Brookhaven, NY Lancaster, CA Santa Barbara, CA
Caldwell, ID Larimer County, CO Santa Clarita, CA
California State Lincoln, NE South El Monte, CA
Chula Vista, CA Lone Tree, CO South Metro Fire Rescue, CO Cincinnati, OH Longmont, CO Surprise, AZ
City of Chandler, AZ Miami Beach, FL Tempe, AZ
City of Perris, CA Miami Dade, FL Toledo, OH
Cobb County, GA Michigan State Torrance, CA
Concord, CA Menifee,CA Ventura County, CA
Cowlitz County, WA Mohave County, AZ Virginia Beach, VA Culver City, CA New Mexico State Virginia State
Dayton,OH Oklahoma City, OK Weld County, CO
Denver City and County, CO Oregon State Winter Park, CO Downey, CA Peoria, AZ Tempe, AZ
Virginia State ABC
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Appendix A: Maintenance and Support Program
SLS
for Professional Services and Maintenance
Why Choose the SLS Team?
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0 0
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Hollister City CouncilDecember 19, 2022

Hollister City Council
December 19, 2022