Agenda packet — La Quinta City Council, August 1, 2023 (part 1 of 3)

CITY COUNCIL AGENDA Page 1 of 7 AUGUST 1, 2023

CITY COUNCIL
AGENDA

CITY HALL COUNCIL CHAMBER
78495 Calle Tampico, La Quinta
REGULAR MEETING ON TUESDAY, AUGUST 1, 2023
3:30 P.M. CLOSED SESSION | 4:00 P.M. OPEN SESSION
Members of the public may listen to this meeting by tuning-in live via http://laquinta.12milesout.com/video/live.

CALL TO ORDER
ROLL CALL: Councilmembers: Fitzpatrick, McGarrey, Peña, Sanchez, Mayor Evans

PUBLIC COMMENTS - INSTRUCTIONS
Members of the public may address the City Council on any matter listed or not listed on the agenda as follows:

WRITTEN PUBLIC COMMENTS can be provided either in-person during the meeting by submitting 15 copies to the City Clerk, it is requested that this takes place prior to the beginning of the meeting; or can be emailed in advance to [email protected], no later than 12:00 p.m., on the day of the meeting. Written public comments will be distributed to Council, made public, and will be incorporated into the public record of the meeting, but will not be read during the meeting unless, upon the request of the Mayor, a brief summary of public comments is asked to be reported.

If written public comments are emailed, the email subject line must clearly state “Written Comments” and should include: 1) full name, 2) city of residence, and 3) subject matter.

VERBAL PUBLIC COMMENTS can be provided in-person during the meeting by completing a “Request to Speak” form and submitting it to the City Clerk; it is requested that this takes place prior to the beginning of the meeting. Please limit your comments to three (3) minutes (or approximately 350 words). Members of the public shall be called upon to speak by the Mayor.

City Council agendas and staff reports
are available on the City’s
web page: www.LaQuintaCA.gov
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CITY COUNCIL AGENDA Page 2 of 7 AUGUST 1, 2023

In accordance with City Council Resolution No. 2022-027, a one-time additional speaker time donation of three (3) minutes per individual is permitted; please note that the member of the public donating time must: 1) submit this in writing to the City Clerk by completing a “Request to Speak” form noting the name of the person to whom time is being donated to, and 2) be present at the time the speaker provides verbal comments.

Verbal public comments are defined as comments provided in the speakers’ own voice and may not include video or sound recordings of the speaker or of other individuals or entities, unless permitted by the Mayor.

Public speakers may elect to use printed presentation materials to aid their comments; 15 copies of such printed materials shall be provided to the City Clerk to be disseminated to the City Council, made public, and incorporated into the public record of the meeting; it is requested that the printed materials are provided prior to the beginning of the meeting. There shall be no use of Chamber resources and technology to display visual or audible presentations during public comments, unless permitted by the Mayor.

All writings or documents, including but not limited to emails and attachments to emails, submitted to the City regarding any item(s) listed or not listed on this agenda are public records. All information in such writings and documents is subject to disclosure as being in the public domain and subject to search and review by electronic means, including but not limited to the City’s Internet Web site and any other Internet Web-based platform or other Web-based form of communication. All information in such writings and documents similarly is subject to disclosure pursuant to the California Public Records Act [Government Code § 7920.000 et seq.].

PUBLIC COMMENT ON MATTERS NOT ON THE AGENDA
At this time, members of the public may address the City Council on any matter not listed on the agenda pursuant to the “Public Comments – Instructions” listed above. The City Council values your comments; however, in accordance with State law, no action shall be taken on any item not appearing on the agenda unless it is an emergency item authorized by the Brown Act [Government Code § 54954.2(b)].

TELECONFERENCE ACCESSIBILITY – INSTRUCTIONS
Teleconference accessibility may be triggered in accordance with AB 2449 (Stats. 2022, Ch. 285), codified in the Brown Act [Government Code § 54953], if a member of the City Council requests to attend and participate in this meeting remotely due to “just cause” or “emergency circumstances,” as defined, and only if the request is approved. In such instances, remote public accessibility and participation will be facilitated via Zoom Webinar as detailed at the end of this Agenda.

CONFIRMATION OF AGENDA
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CITY COUNCIL AGENDA Page 3 of 7 AUGUST 1, 2023

CLOSED SESSION

1. ANNUAL PERFORMANCE EVALUATION PURSUANT TO GOVERNMENT CODE SECTION 54957, COUNCIL APPOINTED POSITION – CITY

ATTORNEY

RECESS TO CLOSED SESSION
RECONVENE AT 4:00 P.M.

REPORT ON ACTION(S) TAKEN IN CLOSED SESSION

PLEDGE OF ALLEGIANCE

ANNOUNCEMENTS, PRESENTATIONS, AND WRITTEN COMMUNICATIONS – None

CONSENT CALENDAR
NOTE: Consent Calendar items are routine in nature and can be approved by one motion.

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1. APPROVE PLANS, SPECIFICATIONS, ENGINEER’S ESTIMATE, AND

ADVERTISE FOR BID THE LA QUINTA LANDSCAPE RENOVATION
IMPROVEMENTS PROJECT 2016-03I, LOCATED ON THE EAST SIDE OF JEFFERSON STREET, SOUTH OF AVENUE 50
9 2. APPROVE PLANS, SPECIFICATIONS, ENGINEER’S ESTIMATE, AND

ADVERTISE FOR BID THE COVE TRAILS PARKING LOT IMPROVEMENTS PROJECT NO. 2022-30
13 3. APPROVE DEMAND REGISTERS DATED JULY 7, JULY 14, AND JULY 21, 2023
17 4. APPROVE AMENDMENT NO. 3 TO SOFTWARE AS A SERVICE AGREEMENT WITH TYLER TECHNOLOGIES INC. FOR FINANCE AND HUMAN

RESOURCES SOFTWARE SERVICES
41 5. APPROVE AMENDMENT NO. 3 TO AGREEMENT FOR CONTRACT SERVICES

WITH INTERWEST CONSULTING GROUP, INC, FOR ON-CALL BUILDING

CODE PLAN REVIEW AND INSPECTION SERVICES, TO INCREASE THE COMPENSATION FOR FISCAL YEAR 2022/23
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CITY COUNCIL AGENDA Page 4 of 7 AUGUST 1, 2023

6. ADOPT RESOLUTION TO AUTHORIZE CITY PARTICIPATION IN THE COUNTY OF RIVERSIDE’S URBAN COUNTY PROGRAM FOR FEDERAL
FISCAL YEARS 2024-2025, 2025-2026, AND 2026-2027
[RESOLUTION NO. 2023-030]
51 7. AUTHORIZE OVERNIGHT TRAVEL FOR UP TO SIX EMPLOYEES FROM THE

FINANCE AND HUMAN RESOURCES DEPARTMENTS TO ATTEND THE

CALPERS EDUCATIONAL FORUM IN LOS ANGELES, CALIFORNIA,
OCTOBER 1-4, 2023
71 BUSINESS SESSION – None

STUDY SESSION PAGE

1. DISCUSS REVISIONS TO THE PILLARS OF THE COMMUNITY,

DISTINGUISHED ARTISTS, AND DISTINGUISHED ATHLETES AWARD

PROGRAMS
73 2. DISCUSS MARKETING RECAP FOR FISCAL YEAR 2022/23 AND MARKETING STRATEGIES FOR FISCAL YEAR 2023/24
75 3. DISCUSS IMPERIAL IRRIGATION DISTRICT CONTRACT EXPIRATION AND

THE OPTIONS IN MOVING FORWARD THAT ADDRESS AGING EQUIPMENT AND STRESSED POWER GRID; PROVIDE DIRECTION REGARDING THE CITY’S RESPONSE TO THE MARCH 2023 LOCAL AGENCY FORMATION COMMISSION STUDY; AND APPOINT TWO COUNCIL MEMBERS TO

FINALIZE THE COMMENT LETTER
77 PUBLIC HEARINGS – 5:00 p.m. or thereafter
For all Public Hearings on the agenda, a completed “Request to Speak” form must be filed with the City Clerk prior to consideration of that item; comments are limited to three (3) minutes (approximately 350 words).

Any person may submit written comments to the City Council prior to the public hearing and/or may appear and be heard in support of or opposition to the project(s) at the time of the public hearing. If you challenge a project(s) in court, you may be limited to raising only those issues you or someone else raised at the public hearing or in written correspondence delivered to the City at or prior to the public hearing.

PAGE

1. ADOPT RESOLUTION TO APPROVE PLACEMENT OF PUBLIC NUISANCE ABATEMENT ASSESSMENTS ON THE FISCAL YEAR 2023/24 PROPERTY TAX ROLL [RESOLUTION NO. 2023-031]
241

2. ADOPT RESOLUTIONS TO ADOPT A MITIGATED NEGATIVE DECLARATION (EA 2022-0001) AND APPROVE GENERAL PLAN AMENDMENT 2022-0002, SPECIFIC PLAN 2022-0001, AND SITE DEVELOPMENT PERMIT 2022-0001 247
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CITY COUNCIL AGENDA Page 5 of 7 AUGUST 1, 2023

FOR A 252-UNIT APARTMENT PROJECT, LA QUINTA VILLAGE
APARTMENTS; CEQA: DESIGN AND DEVELOPMENT DEPARTMENT

PREPARED A MITIGATED NEGATIVE DECLARATION CONSISTENT WITH THE CALIFORNIA ENVIRONMENTAL QUALITY ACT; LOCATION:

NORTHEAST CORNER OF WASHINGTON STREET AND AVENUE 50
[RESOLUTION NOS. 2023-032 AND 2023-033]

DEPARTMENTAL REPORTS

1. CITY MANAGER

2. CITY ATTORNEY

3. CITY CLERK

4. COMMUNITY RESOURCES

5. DESIGN AND DEVELOPMENT – QUARTERLY REPORT – APRIL-JUNE 2023 675

6. FINANCE

7. PUBLIC WORKS – DISCUSS LA QUINTA LANDSCAPE RENOVATION PROJECT 2016-03I TO INCLUDE AN ACTIVITIES PROMENADE; LOCATION:

CACTUS FLOWER DEVELOPMENT
681
MAYOR’S AND COUNCIL MEMBERS’ ITEMS

REPORTS AND INFORMATIONAL ITEMS

1. CVAG CONSERVATION COMMISSION (Evans)

2. CVAG ENERGY AND SUSTAINABILITY COMMITTEE (Evans)

3. CVAG EXECUTIVE COMMITTEE (Evans)

4. GREATER PALM SPRINGS CONVENTION AND VISITORS BUREAU (Evans)

5. IMPERIAL IRRIGATION DISTRICT – COACHELLA VALLEY ENERGY COMMISSION (Evans)

6. LEAGUE OF CALIFORNIA CITIES DELEGATE (Evans)

7. COACHELLA VALLEY WATER DISTRICT JOINT POLICY COMMITTEE (Evans)

8. SOUTHERN CALIFORNIA ASSOCIATION OF GOVERNMENTS (Evans)

9. GREATER CV CHAMBER OF COMMERCE INFORMATION EXCHANGE COMMITTEE (Evans)

10. ECONOMIC DEVELOPMENT SUBCOMMITTEE (Evans & Fitzpatrick)

11. COACHELLA VALLEY MOUNTAINS CONSERVANCY (McGarrey)

12. DESERT RECREATION DISTRICT COMMITTEE (Fitzpatrick & McGarrey)

13. COACHELLA VALLEY UNIFIED SCHOOL DISTRICT COMMITTEE (Fitzpatrick & Peña)

14. RIVERSIDE COUNTY TRANSPORTATION COMMISSION (Fitzpatrick)

15. CANNABIS AD HOC COMMITTEE (Peña & Sanchez)

16. CVAG PUBLIC SAFETY COMMITTEE (Peña)

17. CVAG VALLEY-WIDE HOMELESSNESS COMMITTEE (Peña)

18. LEAGUE OF CALIFORNIA CITIES – PUBLIC SAFETY POLICY COMMITTEE (Peña)

19. IMPERIAL IRRIGATION DISTRICT – ENERGY CONSUMERS ADVISORY COMMITTEE (McGarrey)

20. COACHELLA VALLEY MOSQUITO AND VECTOR CONTROL DISTRICT (Peña)

21. CVAG TRANSPORTATION COMMITTEE (Fitzpatrick)
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CITY COUNCIL AGENDA Page 6 of 7 AUGUST 1, 2023

22. SUNLINE TRANSIT AGENCY (Peña)

23. DESERT SANDS UNIFIED SCHOOL DISTRICT COMMITTEE (Evans & Sanchez)

24. ANIMAL CAMPUS COMMISSION (Sanchez)

25. LEAGUE OF CALIFORNIA CITIES – PUBLIC SAFETY COMMITTEE (Sanchez & Peña)

26. RIVERSIDE LOCAL AGENCY FORMATION COMMISSION (Sanchez)

27. PALM SPRINGS AIRPORT COMMISSION – MARKETING & BUSINESS DEVELOPMENT COMMITTEE MEETING MINUTES OF JULY 12, 2023
691

28. PALM SPRINGS AIRPORT COMMISSION MEETING MINUTES OF JULY 19, 2023
693

ADJOURNMENT
*********************************
The regular City Council meetings of August 15, 2023, and September 5, 2023, have been cancelled.

The next regular meeting of the City Council will be held on September 19, 2023, at 4:00 p.m. at the City Hall Council Chamber, 78495 Calle Tampico, La Quinta, CA 92253.

DECLARATION OF POSTING
I, Monika Radeva, City Clerk of the City of La Quinta, do hereby declare that the foregoing Agenda for the La Quinta City Council meeting was posted on the City’s website, near the entrance to the Council Chamber at 78495 Calle Tampico, and the bulletin board at the La Quinta Cove Post Office at 51321 Avenida Bermudas, on July 28, 2023.

DATED: July 28, 2023
MONIKA RADEVA, City Clerk
City of La Quinta, California
Public Notices
 Agenda packet materials are available for public inspection: 1) at the Clerk’s Office at La Quinta City Hall, located at 78495 Calle Tampico, La Quinta, California 92253; and 2) on the City’s website at www.laquintaca.gov/councilagendas, in accordance with the Brown Act [Government Code § 54957.5; AB 2647 (Stats. 2022, Ch. 971)].  The La Quinta City Council Chamber is handicapped accessible. If special equipment is needed for the hearing impaired, please call the City Clerk’s office at (760) 777-7123, 24- hours in advance of the meeting and accommodations will be made.

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CITY COUNCIL AGENDA Page 7 of 7 AUGUST 1, 2023

 If background material is to be presented to the City Council during a City Council meeting, please be advised that 15 copies of all documents, exhibits, etc., must be supplied to the City Clerk for distribution. It is requested that this takes place prior to the beginning of the meeting.
*** TELECONFERENCE PROCEDURES – PURSUANT TO AB 2449***

APPLICABLE ONLY WHEN TELECONFERENCE ACCESSIBILITY IS IN EFFECT Verbal public comments via Teleconference – members of the public may attend and participate in this meeting by teleconference via Zoom and use the “raise your hand” feature when public comments are prompted by the Mayor; the City will facilitate the ability for a member of the public to be audible to the City Council and general public and allow him/her/them to speak on the item(s) requested. Please note – members of the public must unmute themselves when prompted upon being recognized by the Mayor, in order to become audible to the City Council and the public.

Only one person at a time may speak by teleconference and only after being recognized by the Mayor.

ZOOM LINK: https://us06web.zoom.us/j/82540879912
Meeting ID: 825 4087 9912
Or join by phone: (253) 215 – 8782
Written public comments – can be provided in person during the meeting or emailed to the City Clerk’s Office at [email protected] any time prior to the adjournment of the meeting, and will be distributed to the City Council, made public, incorporated into the public record of the meeting, and will not be read during the meeting unless, upon the request of the Mayor, a brief summary of any public comment is asked to be read, to the extent the City Clerk’s Office can accommodate such request.

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City of La Quinta
CITY COUNCIL MEETING: August 1, 2023

STAFF REPORT
AGENDA TITLE: APPROVE PLANS, SPECIFICATIONS, ENGINEER’S ESTIMATE,

AND ADVERTISE FOR BID THE LA QUINTA LANDSCAPE RENOVATION IMPROVEMENTS PROJECT 2016-03I, LOCATED ON THE EAST SIDE OF JEFFERSON STREET, SOUTH OF AVENUE 50

RECOMMENDATION
Approve plans, specifications, engineer’s estimate, and authorize Staff to bid the La Quinta Landscape Renovation Improvements Project No. 2016-03I, located on the east side of Jefferson Street, south of Avenue 50.

EXECUTIVE SUMMARY
• The City recently constructed a sidewalk along the east side of Jefferson Street, south of Avenue 50, which removed a large amount of existing vegetation. Staff recommends replacing the vegetation concurrent with the construction of the Cactus Flower Landscape Renovation Improvements Project for scale of economy and like work. (Attachment 1)
• The project includes over 2,500 square feet of new landscape and irrigation.

FISCAL IMPACT
The Capital Improvement Program (CIP) has allocated $9,963,148 to Landscape Renovation projects, $9,043,914 of Measure G Funds, $426,073 of General Funds, $479,661 of CVWD reimbursement, and $13,500 of Arts in Public Places Funds. The following is the project budget:

Total Budget
(All Phases)*
Expended To Date Phase 7
Cactus Flower
Jefferson Street
Professional: $ 547,258 $ 242,715 $ 30,000 $ 2,000
Design: $ 699,212 $ 518,047 $ 76,610 $ 6,000
Inspection/Tes
ting/Survey:
$ 677,242 $ 69,758 $ 40,000 $ 2,000
Construction: $ 6,970,407 $4,930,967 $1,336,060 $ 95,000 Contingency: $ 1,069,029 $ 0 $ 134,000 $ 10,000
Total Budget: $ 9,963,148 $5,761,487 $1,616,670 $ 115,000 *Note: This is the last phase in the multi-year Landscaping Renovation Project.

CONSENT CALENDAR ITEM NO. 1
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BACKGROUND/ANALYSIS
In 2021 the City completed a sidewalk on the east side of Jefferson Street from Avenue 50 south approximately 660 feet. The City utilized Community Block Grant Funds (CDBG) for the project. The construction of the project required much of the existing vegetation to be removed. The landscaping replacement was planned to be included with the City’s large-scale landscape and renovation improvement project for scale of economy and like work.

Contingent upon approval to advertise the project for bid on August 1, 2023, the following is the project schedule:

Council Bid Authorization August 1, 2023
Bid Period August 2 to September 12, 2023
Council Considers Project Award October 3, 2023
Execute Contract and Mobilize October 4 to October 30, 2023 Construction (70 Working Days) October 2023 to February 2024 Accept Improvements February 2024

ALTERNATIVES
Staff does not recommend an alternative.

Prepared by: Julie Mignogna, Management Analyst
Approved by: Bryan McKinney, Public Works Director/ City Engineer Attachment: 1. Vicinity Map
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Jefferson Street
Avenue 50
Jefferson Street Landscape Improvements

VICINITY MAP
ATTACHMENT 1
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City of La Quinta
CITY COUNCIL MEETING: August 1, 2023

STAFF REPORT
AGENDA TITLE: APPROVE PLANS, SPECIFICATIONS, ENGINEER’S ESTIMATE,

AND ADVERTISE FOR BID THE COVE TRAILS PARKING LOT IMPROVEMENTS PROJECT NO. 2022-30

RECOMMENDATION
Approve plans, specifications, engineer’s estimate, and authorize Staff to bid the Cove Trails Parking Lot Improvements Project No. 2022-30, located on Calle Tecate between Avenida Madero and Avenida Juarez, and on Calle Tecate at Avenida Bermudas.

EXECUTIVE SUMMARY
• This project has two locations with identical scopes of work (Attachment 1):
o Calle Tecate and Avenida Madero; Calle Tecate and Avenida Bermudas – Work will include to remove four (4) inches of unstable existing native dirt and rock and replace it with four (4) inches of compacted class II aggregate base.
• This project is not currently included in the Capital Improvement Program (CIP).

Staff is currently only requesting authorization to advertise and will present bids and request for funding at a separate meeting.

FISCAL IMPACT
There is currently no fiscal impact to advertise the project. Funding for this project in the amount of $100,000 was allocated from the Greater Palm Springs Tourism Grant Account 401-0000-43650 Contributions from Other Agencies for construction cost. The following represents the preliminary budget to complete the project*:

Total Budget
Design/Professional: $ 10,000
Inspection/Testing/Survey: $ 10,000
Construction: $ 160,000
Contingency: $ 20,000
Total Budget: $ 200,000
CONSENT CALENDAR ITEM NO. 2
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*Note: Staff will make an appropriate fiscal recommendation when the Council considers award of the construction contract.

BACKGROUND/ANALYSIS
In January 2023 the City’s grant application was approved for GPS Tourism Grant funding. The grant will provide $100,000 towards the construction phase of the Cove Trails parking lot improvements. The improvements to the parking lots will support the ‘Greater Palm Springs’ destination pillars, stimulate the existing tourism location, and enhance the visitor experience. Also, the project will help mitigate the dust that is generated by vehicles driving over the native surface and allow for a more structured parking lot to include additional vehicles as well as allow for transit vans that bring hiking groups from the drive markets.

Contingent upon approval to advertise the project for bid on August 1, 2023, the following is the project schedule:

Council Bid Authorization August 1, 2023
Bid Period August 2 to August 30, 2023
Council Considers Project Award September 19, 2023
Execute Contract and Mobilize September 19 to October 16, 2023 Construction (10 Working Days) October 2023
Accept Improvements November 2023

ALTERNATIVES
Staff does not recommend an alternative.

Prepared by: Julie Mignogna, Management Analyst
Approved by: Bryan McKinney, P.E., Public Works Director/City Engineer Attachment: 1. Vicinity Map
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*IMPORTANT* Maps and data are to be used for reference purposes only. Map features are approximate, and are not necessarily accurate to surveying or engineering standards. The County of Riverside makes no warranty or guarantee as to the content (the source is often third party), accuracy, timeliness, or completeness of any of the data provided, and assumes no legal responsibility for the information contained on this map. Any use of this product with respect to accuracy and precision shall be the sole responsibility of the user. © Riverside County GIS
Legend

VICINITY MAP
Notes
REPORT PRINTED ON... 7/6/2023 11:20:59 AM

COVE TRAILS PARKING LOT IMPROVEMENTS
0 6, 12,037
019
Feet
Blueline Streams
World Street Map
ATTACHMENT 1
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City of La Quinta
CITY COUNCIL MEETING: August 1, 2023

STAFF REPORT
AGENDA TITLE: APPROVE DEMAND REGISTERS DATED JULY 7, JULY 14, AND JULY 21, 2023

RECOMMENDATION
Approve demand registers dated July 7, July 14, and July 21, 2023.

EXECUTIVE SUMMARY – None

FISCAL IMPACT
Demand of Cash:

City $ 5,624,492.64
Successor Agency of RDA $ -
Housing Authority $ 36,775.78
$ 5,661,268.42

BACKGROUND/ANALYSIS
Routine bills and payroll must be paid between Council meetings. Attachment 1 details the weekly demand registers for July 7, July 14, and July 21, 2023.

Warrants Issued:
211359-211387 $ 1,267,328.94
211388-211463 $ 293,921.48
211464-211511 $ 1,851,865.39
Voids $ (4,718.55)
Wire Transfers $ 1,621,589.82
Payroll Tax Transfers $ 121,805.74
Payroll Direct Deposit $ 509,290.90
Payroll Check # 37674 $ 184.70
$ 5,661,268.42
*Check number 211512, payable to Southern California Gas Company, w ill be reported on a future Demand Register Report.

CONSENT CALENDAR ITEM NO. 3
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Three checks were voided and reissued due to non-receipt, mail theft, and an invoice was processed using the City’s credit card.

The most significant expenditures on the demand registers are:

Vendor Account Name Amount Purpose
California Joint Powers
Insurance
Various $1,094,175.00 FY 23/24 Insurance Premiums
Ortiz Enterprises, Inc. Construction $656,291.63 Dune Palms Bridge Progress Payment
Desert Electric Supply(1) Various $332,303.30 LED Light Poles for City Parks & Lighting and Landscape District
California Commercial
Pools, Inc.

Construction $233,405.50 LQ Park Splash Pad Renovation
Progress Payment
Visit Greater Palm
Springs
VGPS $166,439.30 FY 23/24 QTR 1 City Funding & FY
22/23 Additional Funding
(1) Payments w ere made 7/14/23 & 7/21/23
Wire Transfers: Sixteen transfers totaled $1,621,590. Of this amount, $1.0 million was to the Bank of New York Mellon for investment purchases, and $395,314 was to Landmark. (See Attachment 2 for a complete listing).

Purchase Orders/Contracts: During the quarterly period starting April 1 through June 30, 2023, five purchase orders with a value between $25,000 and $50,000 were issued for a total of $170,929 (See Attachment 3 for a complete listing).

Investment Transactions: Full details of investment transactions as well as total holdings are reported quarterly in the Treasurer’s Report.

Transaction Issuer Type Par Value
Settle
Date
Coupon
Rate YTM
Maturity United States Treasury T-Bill $ 3,000,000 7/5/2023 0.000% 4.980% Purchase United States Treasury Treasury Note $ 2,000,000 7/12/2023 2.750% 5.380% Purchase United States Treasury Treasury Note $ 1,000,000 7/12/2023 0.875% 5.416% Maturity American National Bank CD $ 248,000 7/19/2023 2.000% 2.000% Purchase Balboa Thrift and Loan CD $ 248,000 7/19/2023 4.400% 4.400% Maturity First National Bank of America CD $ 245,000 7/20/2023 3.150% 3.150% Purchase Maine Savings FCU CD $ 248,000 7/21/2023 4.800% 4.800% Purchase Utah First FCU CD $ 245,000 7/21/2023 5.000% 5.000% 18 CLICK HERE to Return to Agenda
Prepared by: Jesse Batres, Account Technician
Approved by: Rosemary Hallick, Financial Services Analyst Attachments: 1. Demand Registers

2. Wire Transfers

3. Purchase Orders
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7/24/2023 4:05:27 PM Page 1 of 5
Demand Register
City of La Quinta Packet: APPKT03516 - 07/07/2023 JB
Vendor Name Payment Number Description (Item) Account Name Account Number Amount Fund: 101 - GENERAL FUND
SIGNATURE TINT 211378 06/22/23 - DIGITAL PRINT PICKLEBALL S… Materials/Supplies 101-3005-60431 258.60 AMERICAN PLANNING ASSOC… 211360 FY 23/24 APA MEMBERSHIP D.CASTRO Membership Dues 101-6001-60351 125.00 AMERICAN PLANNING ASSOC… 211360 FY 23/24 APA MEMBERSHIP C.FLORES Membership Dues 101-6002-60351 125.00 AMERICAN PLANNING ASSOC… 211360 FY 23/24 APA MEMBERSHIP S.FERNAND… Membership Dues 101-6002-60351 125.00 DESERT SANDS UNIFIED SCH… 211370 05/04-05/31/23 - BP #12 SCHOOL RESO… School Officer 101-2001-60168 18,706.22 WELLNESS WORKS 211386 06/2023 - EAP SERVICES Consultants/Employee Servic… 101-1004-60104 396.00 VINTAGE ASSOCIATES 211385 06/28/23 - FLOWERS FOR CIVIC CENTER… Materials/Supplies 101-3005-60431 690.00 XPRESS GRAPHICS 211387 03/23/23 - STAFF CHART POSTERS Printing 101-1006-60410 325.98 CALIFORNIA MUNICIPAL TRE… 211365 FY 23/24 CMTA MEMBERSHIP R.HALLICK Membership Dues 101-1006-60351 95.00 STAPLES ADVANTAGE 211381 06/28/23 - OFFICE SUPPLIES Office Supplies 101-1004-60400 213.99 MISSION LINEN SUPPLY 211375 06/23/23 - CITY STAFF SHIRTS Operating Supplies 101-1005-60420 51.26 MISSION LINEN SUPPLY 211375 06/29/23 - CITY STAFF SHIRTS Operating Supplies 101-1005-60420 720.54 SOUTHWEST BOULDER & ST… 211380 06/29/23 - BASE ROCK FOR SRR Materials/Supplies 101-3005-60431 263.76 SOUTHWEST BOULDER & ST… 211380 06/29/23 - BASE ROCK FOR SRR Materials/Supplies 101-3005-60431 229.54 SOUTHWEST BOULDER & ST… 211380 06/29/23 - BASE ROCK FOR SRR Materials/Supplies 101-3005-60431 181.01 SOUTHWEST BOULDER & ST… 211380 06/29/23 - BASE ROCK FOR SRR Materials/Supplies 101-3005-60431 158.62 SOUTHWEST BOULDER & ST… 211380 06/30/23 - BASE ROCK Materials/Supplies 101-3005-60431 199.69 SOUTHWEST BOULDER & ST… 211380 06/30/23 - BASE ROCK FOR SRR Materials/Supplies 101-3005-60431 216.78 HIGH TECH IRRIGATION INC 211373 06/30/23 - IRRIGATION PARTS Materials/Supplies 101-3005-60431 213.81 ESGIL CORPORATION 211372 05/2023 - ONCALL PLAN REVIEW SERVIC… Plan Checks 101-6003-60118 1,050.00 IMPERIAL IRRIGATION DIST 211374 06/22/23 - ELECTRICITY SERVICE Electricity - Utilities 101-2002-61101 1,114.15 IMPERIAL IRRIGATION DIST 211374 06/22/23 - ELECTRICITY SERVICE Electricity - Utilities 101-3008-61101 597.36 IMPERIAL IRRIGATION DIST 211374 06/28/23 - ELECTRICITY SERVICE Electricity - Utilities 101-2002-61101 656.98 IMPERIAL IRRIGATION DIST 211374 06/28/23 - ELECTRICITY SERVICE Electric - Monticello Park - Uti… 101-3005-61102 13.65 IMPERIAL IRRIGATION DIST 211374 06/28/23 - ELECTRICITY SERVICE Electric - Civic Center Park - U… 101-3005-61103 3,653.23 IMPERIAL IRRIGATION DIST 211374 06/28/23 - ELECTRICITY SERVICE Electric - Fritz Burns Park - Uti… 101-3005-61105 1,300.81 IMPERIAL IRRIGATION DIST 211374 06/28/23 - ELECTRICITY SERVICE Electric - Sports Complex - Uti… 101-3005-61106 2,906.64 IMPERIAL IRRIGATION DIST 211374 06/28/23 - ELECTRICITY SERVICE Electric - Colonel Paige - Utilit… 101-3005-61108 12.34 IMPERIAL IRRIGATION DIST 211374 06/28/23 - ELECTRICITY SERVICE Electric - Community Park - U… 101-3005-61109 5,473.70 IMPERIAL IRRIGATION DIST 211374 06/28/23 - ELECTRICITY SERVICE Electric - Adams Park - Utiliti… 101-3005-61110 47.70 IMPERIAL IRRIGATION DIST 211374 06/28/23 - ELECTRICITY SERVICE Electric - Velasco Park - Utiliti… 101-3005-61111 13.99 IMPERIAL IRRIGATION DIST 211374 06/28/23 - ELECTRICITY SERVICE Electric - Eisenhower Park - U… 101-3005-61113 19.08 IMPERIAL IRRIGATION DIST 211374 06/28/23 - ELECTRICITY SERVICE Electric - Desert Pride - Utiliti… 101-3005-61114 13.33 IMPERIAL IRRIGATION DIST 211374 06/28/23 - ELECTRICITY SERVICE Electricity - Utilities 101-3008-61101 18,827.92 COACHELLA VALLEY WATER D… 211367 06/15/23 - WATER SERVICE Water - Utilities 101-2002-61200 617.81 COACHELLA VALLEY WATER D… 211367 06/15/23 - WATER SERVICE Water -Monticello Park - Utili… 101-3005-61201 3,650.60 COACHELLA VALLEY WATER D… 211367 06/15/23 - WATER SERVICE Water - Utilities 101-3008-61200 70.13 COACHELLA VALLEY WATER D… 211367 06/22/23 - WATER SERVICE Water - Civic Center Park - Uti… 101-3005-61202 4,721.72 COACHELLA VALLEY WATER D… 211367 06/22/23 - WATER SERVICE Water -Community Park - Util… 101-3005-61209 5,967.66 COACHELLA VALLEY WATER D… 211367 06/28/23 - WATER SERVICE PM 10 - Dust Control 101-7006-60146 148.40 TRULY NOLEN INC 211383 07/01/23-06/30/24 - LQ PARK PEST CO… Pest Control 101-3008-60116 741.00 TRULY NOLEN INC 211383 07/01/23-06/30/24 - LQ PARK RODENT … Pest Control 101-3008-60116 228.00 TRULY NOLEN INC 211383 07/01/23-06/30/24 - FS #32 PEST CONT… Pest Control 101-2002-60116 798.00 TRULY NOLEN INC 211383 07/01/23-06/30/24 - FS #32 RODENT C… Pest Control 101-2002-60116 570.00 TRULY NOLEN INC 211383 07/01/23-06/30/24 SPORT COMPLEX P… Pest Control 101-3008-60116 391.40 TRULY NOLEN INC 211383 07/01/23-06/30/24 - WC PEST CONTROL Pest Control 101-3008-60116 889.20 TRULY NOLEN INC 211383 07/01/23-06/30/24 - WC RODENT CON… Pest Control 101-3008-60116 615.60 TRULY NOLEN INC 211383 07/01/23-06/30/24 - CH PEST CONTROL Pest Control 101-3008-60116 946.20 TRULY NOLEN INC 211383 07/01/23-06/30/24 - CH RODENT CONT… Pest Control 101-3008-60116 832.20 TRULY NOLEN INC 211383 07/01/23-06/30/24 - FS #70 PEST CONT… Pest Control 101-2002-60116 820.80 TRULY NOLEN INC 211383 07/01/23-06/30/24 - FS #70 RODENT C… Pest Control 101-2002-60116 570.00 TRULY NOLEN INC 211383 07/01/23-06/30/24 - FS #93 PEST CONT… Pest Control 101-2002-60116 752.40 TRULY NOLEN INC 211383 07/01/23-06/30/24 - FS #93 RODENT C… Pest Control 101-2002-60116 513.00 ATTACHMENT 1
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Vendor Name Payment Number Description (Item) Account Name Account Number Amount TRULY NOLEN INC 211383 07/01/23-06/30/24 - PW YARD PEST CO… Pest Control 101-3008-60116 570.00 TRULY NOLEN INC 211383 07/01/23-06/30/24 - FB PARK PEST CON… Pest Control 101-3008-60116 456.00 TRULY NOLEN INC 211383 07/01/23-06/30/24 - SRR PARK PEST C… Pest Control 101-3008-60116 855.00 COUNTY OF RIVERSIDE DEPT… 211369 FY 23/24 PW YARD PERMIT Annual Permits/Inspections 101-3008-60196 1,129.00 DISH NETWORK 211371 06/22-07/21/23 - EOC CABLE Cable/Internet - Utilities 101-2002-61400 100.70 AYON, UBALDO 211361 FY 22/23 ANNUAL WELLNESS DOLLARS … Annual Wellness Dollar Reim… 101-1004-50252 200.00 RIVERSIDE ASSESSOR 211377 05/2023 - RECORDING FEES Due to County Recorder 101-0000-20325 50.00 CALIFORNIA PARK & RECREA… 211366 FY 23/24 - CPRS MEMBERSHIP R.ALVAR… Membership Dues 101-3005-60351 150.00 CALIFORNIA PARK & RECREA… 211366 FY 23/24 CPRS MEMBERSHIP B.TELLEZ Membership Dues 101-3005-60351 145.00 IMPERIAL IRRIGATION DIST 211374 06/22/2023 - ELECTRICITY SERVICE Electric - SilverRock Event Sit… 101-3005-61115 4,077.51 COACHELLA VALLEY WATER D… 211367 06/15/23 - WATER SERVICE PM 10 - Dust Control 101-7006-60146 40.80 COACHELLA VALLEY WATER D… 211367 06/22/23 - WATER SERVICE Water - Utilities 101-2002-61200 254.50 COACHELLA VALLEY WATER D… 211367 06/22/23 - WATER SERVICE Water -Eisenhower Park - Util… 101-3005-61203 143.53 COACHELLA VALLEY WATER D… 211367 06/22/23 - WATER SERVICE Water -Velasco Park - Utilities 101-3005-61205 191.58 COACHELLA VALLEY WATER D… 211367 06/28/23 - WATER SERVICE Water -Fritz Burns Park - Utili… 101-3005-61204 2,577.20 COACHELLA VALLEY WATER D… 211367 06/28/23 - WATER SERVICE Water - Utilities 101-3008-61200 695.23 SOUTHERN CALIFORNIA ASS… 211379 FY 23/24 MEMBERSHIP DUES ASSESSM… Membership Dues 101-1002-60351 4,856.00 Fund 101 - GENERAL FUND Total: 99,332.85
Fund: 201 - GAS TAX FUND
TOPS' N BARRICADES INC 211382 06/28/23 - TRAFFIC CONTROL SIGNS Traffic Control Signs 201-7003-60429 444.84 IMPERIAL IRRIGATION DIST 211374 06/28/23 - ELECTRICITY SERVICE Electricity - Utilities 201-7003-61101 655.20 Fund 201 - GAS TAX FUND Total: 1,100.04
Fund: 202 - LIBRARY & MUSEUM FUND
IMPERIAL IRRIGATION DIST 211374 06/28/23 - ELECTRICITY SERVICE Electricity - Utilities 202-3004-61101 5,037.90 IMPERIAL IRRIGATION DIST 211374 06/28/23 - ELECTRICITY SERVICE Electricity - Utilities 202-3006-61101 1,472.64 TRULY NOLEN INC 211383 07/01/23-06/30/24 - MUSEUM PEST C… Pest Control 202-3006-60116 592.80 TRULY NOLEN INC 211383 07/01/23-06/30/24 - LIBRARY PEST CON… Pest Control 202-3004-60116 843.60 Fund 202 - LIBRARY & MUSEUM FUND Total: 7,946.94
Fund: 215 - LIGHTING & LANDSCAPING FUND
PWLC II, INC 211376 05/09/23 - PLANT REPLACEMENT WASH… Maintenance/Services 215-7004-60691 1,520.00 IMPERIAL IRRIGATION DIST 211374 06/15/23 - ELECTRICITY SERVICE Electric - Utilities 215-7004-61116 405.99 IMPERIAL IRRIGATION DIST 211374 06/15/23 - ELECTRICITY SERVICE Electric - Medians - Utilities 215-7004-61117 12.34 IMPERIAL IRRIGATION DIST 211374 06/22/2023 - ELECTRICITY SERVICE Electric - Utilities 215-7004-61116 336.87 IMPERIAL IRRIGATION DIST 211374 06/22/2023 - ELECTRICITY SERVICE Electric - Medians - Utilities 215-7004-61117 483.72 IMPERIAL IRRIGATION DIST 211374 06/28/23 - ELECTRICITY SERVICE Electric - Utilities 215-7004-61116 4,962.40 IMPERIAL IRRIGATION DIST 211374 06/28/23 - ELECTRICITY SERVICE Electric - Medians - Utilities 215-7004-61117 2,026.92 COACHELLA VALLEY WATER D… 211367 06/15/23 - WATER SERVICE Water - Medians - Utilities 215-7004-61211 937.91 COACHELLA VALLEY WATER D… 211367 06/22/23 - WATER SERVICE Water - Medians - Utilities 215-7004-61211 6,858.03 COACHELLA VALLEY WATER D… 211367 06/28/23 - WATER SERVICE Water - Medians - Utilities 215-7004-61211 10,243.02 IMPERIAL IRRIGATION DIST 211374 06/22/23 - ELECTRICITY SERVICE Electric - Utilities 215-7004-61116 118.92 IMPERIAL IRRIGATION DIST 211374 06/28/23 - ELECTRICITY SERVICE Electric - Utilities 215-7004-61116 850.50 Fund 215 - LIGHTING & LANDSCAPING FUND Total: 28,756.62 Fund: 235 - SO COAST AIR QUALITY FUND
IMPERIAL IRRIGATION DIST 211374 06/28/23 - ELECTRICITY SERVICE Electricity - Utilities 235-0000-61101 1,784.13 Fund 235 - SO COAST AIR QUALITY FUND Total: 1,784.13
Fund: 241 - HOUSING AUTHORITY
CAHA, BECKY 211363 06/2023 - HOUSING CONSULTANT SERV… Professional Services 241-9101-60103 4,800.00 Fund 241 - HOUSING AUTHORITY Total: 4,800.00
Fund: 401 - CAPITAL IMPROVEMENT PROGRAMS
ACE ELECTRIC INC 211359 06/2023 - SPORTS COMPLEX LIGHTING … Retention Payable 401-0000-20600 -750.50 ACE ELECTRIC INC 211359 06/2023 - SPORTS COMPLEX LIGHTING … Construction 401-0000-60188 15,010.00 Fund 401 - CAPITAL IMPROVEMENT PROGRAMS Total: 14,259.50 Fund: 502 - INFORMATION TECHNOLOGY
BLUEBEAM, INC. 211362 FY 23/24 STUDIO PRIME SUBSCRIPTION Software Licenses 502-0000-60301 2,340.00 Fund 502 - INFORMATION TECHNOLOGY Total: 2,340.00
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Vendor Name Payment Number Description (Item) Account Name Account Number Amount Fund: 503 - PARK EQUIP & FACILITY FUND
COACHELLA VALLEY WATER D… 211368 FY 23/24 PIONEER PARK LEASE Parks 503-0000-71060 1.00 Fund 503 - PARK EQUIP & FACILITY FUND Total: 1.00
Fund: 504 - INSURANCE FUND
CALIFORNIA JOINT POWERS … 211364 FY 23/24 LIABILITY INSURANCE Liability Insurance 504-1010-60441 395,165.00 CALIFORNIA JOINT POWERS … 211364 FY 23/24 WORKERS COMP INSURANCE Workers Comp Premium 504-1010-60452 269,483.00 CALIFORNIA JOINT POWERS … 211364 FY 23/24 PROPERTY INSURANCE PREMI… Property Insurance 504-1010-60443 164,283.00 CALIFORNIA JOINT POWERS … 211364 FY 23/24 ADMIN FEE & APPRAISAL FUND… Property Insurance 504-1010-60443 7,971.00 CALIFORNIA JOINT POWERS … 211364 FY 23/24 VEHICLES PHYSICAL DAMAGE I… Property Insurance 504-1010-60443 17,086.00 CALIFORNIA JOINT POWERS … 211364 FY 23/24 MECHANICAL INSURANCE PR… Property Insurance 504-1010-60443 3,462.00 CALIFORNIA JOINT POWERS … 211364 FY 23/24 REFUND INSURANCE PREMIU… Property Insurance 504-1010-60443 -5,275.00 CALIFORNIA JOINT POWERS … 211364 FY 23/24 EARTHQUAKE/FLOOD INSURA… Earthquake Insurance 504-1010-60447 242,000.00 Fund 504 - INSURANCE FUND Total: 1,094,175.00
Fund: 760 - SUPPLEMENTAL PENSION PLAN
US BANK-PARS #6745031400 211384 FY 23/24 ANNUAL CONTRIBUTION EXCE… Annual PARS Contribution 760-0000-50199 12,832.86 Fund 760 - SUPPLEMENTAL PENSION PLAN Total: 12,832.86
Grand Total: 1,267,328.94
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Fund Summary
Fund Expense Amount
101 - GENERAL FUND 99,332.85
201 - GAS TAX FUND 1,100.04
202 - LIBRARY & MUSEUM FUND 7,946.94
215 - LIGHTING & LANDSCAPING FUND 28,756.62
235 - SO COAST AIR QUALITY FUND 1,784.13
241 - HOUSING AUTHORITY 4,800.00
401 - CAPITAL IMPROVEMENT PROGRAMS 14,259.50
502 - INFORMATION TECHNOLOGY 2,340.00
503 - PARK EQUIP & FACILITY FUND 1.00
504 - INSURANCE FUND 1,094,175.00
760 - SUPPLEMENTAL PENSION PLAN 12,832.86
Grand Total: 1,267,328.94
Account Summary
Account Number Account Name Expense Amount
101-0000-20325 Due to County Recorder 50.00
101-1002-60351 Membership Dues 4,856.00
101-1004-50252 Annual Wellness Dollar … 200.00
101-1004-60104 Consultants/Employee S… 396.00
101-1004-60400 Office Supplies 213.99
101-1005-60420 Operating Supplies 771.80
101-1006-60351 Membership Dues 95.00
101-1006-60410 Printing 325.98
101-2001-60168 School Officer 18,706.22
101-2002-60116 Pest Control 4,024.20
101-2002-61101 Electricity - Utilities 1,771.13
101-2002-61200 Water - Utilities 872.31
101-2002-61400 Cable/Internet - Utilities 100.70
101-3005-60351 Membership Dues 295.00
101-3005-60431 Materials/Supplies 2,411.81
101-3005-61102 Electric - Monticello Park… 13.65
101-3005-61103 Electric - Civic Center Pa… 3,653.23
101-3005-61105 Electric - Fritz Burns Park… 1,300.81
101-3005-61106 Electric - Sports Complex… 2,906.64
101-3005-61108 Electric - Colonel Paige -… 12.34
101-3005-61109 Electric - Community Par… 5,473.70
101-3005-61110 Electric - Adams Park - Ut… 47.70
101-3005-61111 Electric - Velasco Park - … 13.99
101-3005-61113 Electric - Eisenhower Par… 19.08
101-3005-61114 Electric - Desert Pride - U… 13.33
101-3005-61115 Electric - SilverRock Even… 4,077.51
101-3005-61201 Water -Monticello Park -… 3,650.60
101-3005-61202 Water - Civic Center Park… 4,721.72
101-3005-61203 Water -Eisenhower Park … 143.53
101-3005-61204 Water -Fritz Burns Park -… 2,577.20
101-3005-61205 Water -Velasco Park - Uti… 191.58
101-3005-61209 Water -Community Park … 5,967.66
101-3008-60116 Pest Control 6,524.60
101-3008-60196 Annual Permits/Inspecti… 1,129.00
101-3008-61101 Electricity - Utilities 19,425.28
101-3008-61200 Water - Utilities 765.36
101-6001-60351 Membership Dues 125.00
101-6002-60351 Membership Dues 250.00
101-6003-60118 Plan Checks 1,050.00
101-7006-60146 PM 10 - Dust Control 189.20
201-7003-60429 Traffic Control Signs 444.84
201-7003-61101 Electricity - Utilities 655.20
202-3004-60116 Pest Control 843.60
202-3004-61101 Electricity - Utilities 5,037.90
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Account Summary
Account Number Account Name Expense Amount
202-3006-60116 Pest Control 592.80
202-3006-61101 Electricity - Utilities 1,472.64
215-7004-60691 Maintenance/Services 1,520.00
215-7004-61116 Electric - Utilities 6,674.68
215-7004-61117 Electric - Medians - Utilit… 2,522.98
215-7004-61211 Water - Medians - Utiliti… 18,038.96
235-0000-61101 Electricity - Utilities 1,784.13
241-9101-60103 Professional Services 4,800.00
401-0000-20600 Retention Payable -750.50
401-0000-60188 Construction 15,010.00
502-0000-60301 Software Licenses 2,340.00
503-0000-71060 Parks 1.00
504-1010-60441 Liability Insurance 395,165.00
504-1010-60443 Property Insurance 187,527.00
504-1010-60447 Earthquake Insurance 242,000.00
504-1010-60452 Workers Comp Premium 269,483.00
760-0000-50199 Annual PARS Contributi… 12,832.86
Grand Total: 1,267,328.94
Project Account Summary
Project Account Key Project Account Name Project Name Expense Amount **None** **None** **None** 1,253,069.44
202204CT Construction Expense Sports Complex Lighting Replacement 15,010.00 202204RP Retention Payable Sports Complex Lighting Replacement -750.50 Grand Total: 1,267,328.94
*Project codes are generally used to track Capital Improvement Program (CIP) projects, other large public works projects, developer deposits, or city-wide events. Normal operational expenditures are not project coded and, therefore, will report as "none" in this section.
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7/24/2023 2:31:43 PM Page 1 of 8
Demand Register
City of La Quinta Packet: APPKT03525 - 07/14/2023 JB
Vendor Name Payment Number Description (Item) Account Name Account Number Amount Fund: 101 - GENERAL FUND
GALLS LLC 211418 06/08/23 - CODE UNIFORMS Uniforms 101-6004-60690 33.94 GALLS LLC 211418 06/08/23 - CODE UNIFOMRS Uniforms 101-6004-60690 51.18 GALLS LLC 211418 06/13/23 - CODE UNIFORMS Uniforms 101-6004-60690 144.30 SECURE PRODUCTS CORPOR… 211443 04/13/23 - DAILY CASH BAGS SALES TAX Sales Taxes Payable 101-0000-20304 -14.00 SECURE PRODUCTS CORPOR… 211443 04/13/23 - DAILY CASH BAGS Office Supplies 101-1006-60400 193.08 CHARTER COMMUNICATIONS… 211400 06/24-07/23/23 - FS #93 CABLE (2415) Cable/Internet - Utilities 101-2002-61400 113.90 CHARTER COMMUNICATIONS… 211400 06/29-07/28/23 - FS #32 INTERNET (649… Cable/Internet - Utilities 101-2002-61400 99.99 VINTAGE E & S INC 211462 06/26-06/30/23 - REPLACED CITY LIGHT … Maintenance/Services 101-3005-60691 7,815.00 VINTAGE E & S INC 211462 06/27/23 - PVC CONDUIT INSTALL FOR S… Maintenance/Services 101-3005-60691 1,008.27 ALARM MONITORING SERVI… 211390 06/19-06/23/23 - INSTALL CAT6 WIRE IT… Security & Alarm 101-3008-60123 262.09 TRI-STATE MATERIALS INC 211456 06/26/23 - BASE ROCK FOR SRR EVENT … Materials/Supplies 101-3005-60431 195.75 TRI-STATE MATERIALS INC 211456 06/28/23 - BASE ROCK FOR SRR EVENT … Materials/Supplies 101-3005-60431 110.11 TRI-STATE MATERIALS INC 211456 06/28/23 - BASE ROCK FOR SRR EVENT … Materials/Supplies 101-3005-60431 122.34 TRI-STATE MATERIALS INC 211456 06/28/23 - BASE ROCK FOR SRR EVENT … Materials/Supplies 101-3005-60431 122.34 TRI-STATE MATERIALS INC 211456 06/28/23 - BASE ROCK FOR SRR EVENT … Materials/Supplies 101-3005-60431 122.34 COSTAR REALTY INFORMATI… 211404 FY 23-24 RETAIL DEVELOPMENT CONT… Membership Dues 101-1002-60351 9,474.85 COSTAR REALTY INFORMATI… 211404 06/2023 - RETAIL DEVELOPMENT INFO… Membership Dues 101-1002-60351 861.35 PVP COMMUNICATIONS INC 211435 12/30/22 - MOTOR HELMET Special Enforcement Funds 101-2001-60175 1,288.17 AED BRANDS, LLC 211389 01/23/23 - AED BATTERY REPLACEMENT Non-Reimbursable Misc 101-2002-60445 4,935.59 SPARKLETTS 211445 06/14/23 & 06/28/23 - CITYWIDE DRINK… Citywide Supplies 101-1007-60403 239.31 HR GREEN PACIFIC INC 211422 05/2023 - ONCALL PLAN CHECK SVCS E… Map/Plan Checking 101-7002-60183 10,955.00 TPX COMMUNICATIONS 211455 06/23-07/22/23 - EOC PHONE LINE SVC Telephone - Utilities 101-2002-61300 1,794.76 DESERT SANDS UNIFIED SCH… 211411 7/28/22-4/5/23 - SRO RATE ADJ BP #1-10 School Officer 101-2001-60168 2,977.37 DESERT SANDS UNIFIED SCH… 211411 04/06-05/03/23 - BP #11 SCHOOL RESO… School Officer 101-2001-60168 15,022.32 IRC CORPORATION 211423 06/2023 - PRE EMPLOYMENT BACKGRO… Recruiting/Pre-Employment 101-1004-60129 385.30 VERITAS TECHNOLOGIES LLC 211459 06/30/23 - DATA BACK-UP FOR LASERFI… Professional Services 101-1005-60103 1,146.10 DESERT CONCEPTS CONSTR… 211409 06/30/23 - FB PARK BENCH INSTALLATI… Maintenance/Services 101-3005-60691 10,800.00 SURVIVAL MODE 211452 06/28/23 - EMPLOYEE 1 DAY SURVIVAL … Disaster Prep Supplies 101-2002-60406 457.94 BANK OF NEW YORK MELLON 211393 03/01-05/31/23 - BANK FEES Administration 101-1006-60102 3,077.31 CIVICPLUS, LLC 211401 FY 23/24 LQ MUNICIPAL CODE ONLINE … Professional Services 101-1005-60103 210.00 CIVICPLUS, LLC 211401 FY 23/24 LQ MUNICIPAL CODE ONLINE … Professional Services 101-1005-60103 1,149.75 VAN DERMYDEN MAKUS LA… 211458 06/23/23 - WORKPLACE CLIMATE ASSES… Professional Services 101-1004-60103 8,945.50 CIVICPLUS, LLC 211401 FY 23/24 LQ MUNICIPAL CODE CODIFIC… Professional Services 101-1005-60103 2,560.00 ODP BUSINESS SOLUTIONS, L… 211432 06/30/23 - RETURN DESK PAD Office Supplies 101-1005-60400 -15.65 ODP BUSINESS SOLUTIONS, L… 211432 06/23/23 - 2024 WALL CALENDARS Office Supplies 101-1005-60400 179.38 ODP BUSINESS SOLUTIONS, L… 211432 06/27/23 - OFFICE SUPPLIES Office Supplies 101-1005-60400 124.88 ODP BUSINESS SOLUTIONS, L… 211432 06/23/23 - BINDING COVERS Office Supplies 101-1005-60400 50.01 ODP BUSINESS SOLUTIONS, L… 211432 06/23/23 - PAPER PLATES Office Supplies 101-1005-60400 16.46 ODP BUSINESS SOLUTIONS, L… 211432 06/26/23 - OFFICE SUPPLIES Office Supplies 101-1006-60400 284.32 ODP BUSINESS SOLUTIONS, L… 211432 06/27/23 - RETURN DESK PAD Office Supplies 101-1005-60400 -15.65 STAPLES ADVANTAGE 211448 6/19/23 STAND UP DESK CONVERTER C… Office Supplies 101-6004-60400 677.71 STAPLES ADVANTAGE 211448 06/26/23 - CITYWIDE PRINTING PAPER Forms, Copier Paper 101-1007-60402 599.79 STAPLES ADVANTAGE 211448 06/26/23 - CITYWIDE PRINTING PAPER Forms, Copier Paper 101-1007-60402 257.05 STAPLES ADVANTAGE 211448 06/29/23 - OFFICE & OPERATING SUPPL… Office Supplies 101-3005-60400 101.79 STAPLES ADVANTAGE 211448 06/30/23 - OFFICE SUPPLIES Office Supplies 101-1005-60400 394.51 MISSION LINEN SUPPLY 211429 06/29/23 - UNIFORM CAPS Uniforms 101-3005-60690 326.14 SOUTHWEST BOULDER & ST… 211444 07/03/23 - ROCK BASE FOR SRR EVENT … Materials/Supplies 101-3005-60431 118.50 SOUTHWEST BOULDER & ST… 211444 07/10/23 - LANDSCAPE ROCK Materials/Supplies 101-3005-60431 4,447.88 PRYOR LEARNING, INC. 211434 FY 23/24 FRED PRYOR TRAINING C.VILL… Travel & Training 101-6006-60320 249.00 PRYOR LEARNING, INC. 211434 FY 23/24 FRED PRYOR TRAINING M.GO… Travel & Training 101-6006-60320 249.00 PRYOR LEARNING, INC. 211434 FY 23/24 FRED PRYOR TRAINING T.SUD… Travel & Training 101-6006-60320 249.00 BRIGHT EVENT RENTALS, LLC 211398 05/24-06/27/23 - TEMPORARY SHADE F… Community Experiences 101-3003-60149 2,296.90 STERICYCLE, INC 211449 05/26/23 - POLICE SHRED LQ Police Volunteers 101-2001-60109 19.25 25 CLICK HERE to Return to Agenda
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Vendor Name Payment Number Description (Item) Account Name Account Number Amount KONE INC 211426 07/01-09/30/23 - CH ELEVATOR MAINT… Maintenance/Services 101-3008-60691 682.89 VERIZON WIRELESS 211460 05/26-06/25/23 - LQPD CELL (6852) Telephone - Utilities 101-2001-61300 887.73 COUNTY OF RIVERSIDE 211405 FY 23/24 LAFCO FEES Membership Dues 101-1002-60351 9,762.39 DEPARTMENT OF ANIMAL SE… 211408 05/2023 - ANIMAL SERVICES Animal Shelter Contract Servi… 101-6004-60197 30,923.12 SUNLINE TRANSIT AGENCY 211451 05/2023 - SUNLINE PASSES Due to SunLine 101-0000-20305 210.00 SUNLINE TRANSIT AGENCY 211451 05/2023 - SUNLINE PASSES Miscellaneous Revenue 101-0000-42301 -11.00 GOVOS, INC. 211421 07/2023 PERMITTING SOFTWARE FOR S… Professional Services 101-1005-60103 3,820.00 MAYSELS, SUSAN MULLIN 211427 06/19 & 06/30/23 - CLERK'S OFFICE ASSI… Professional Services 101-1005-60103 630.00 FRONTIER COMMUNICATIO… 211416 06/26-07/25/23 - POLICE INTERNET Cable/Internet - Utilities 101-2001-61400 528.94 FRONTIER COMMUNICATIO… 211416 06/28-07/27/23 - SPORTS COMPLEX PH… Telephone - Utilities 101-3005-61300 52.71 SANCHEZ, TOMMI 211441 FY 22/23 ANNUAL WELLNESS DOLLARS … Annual Wellness Dollar Reim… 101-1004-50252 200.00 MENDEZ, MARTHA 211428 FY 22/23 ANNUAL WELLNESS DOLLARS … Annual Wellness Dollar Reim… 101-1004-50252 200.00 GHERA, EDWARD R 211420 FY 22/23 ANNUAL WELLNESS DOLLARS … Annual Wellness Dollar Reim… 101-1004-50252 189.17 ORTEGA, VIRGINIA 211433 FY 22/23 ANNUAL WELLNESS DOLLARS … Annual Wellness Dollar Reim… 101-1004-50252 200.00 FLORES, TANIA 211415 FY 22/23 ANNUAL WELLNESS DOLLARS … Annual Wellness Dollar Reim… 101-1004-50252 200.00 MOLINA, ELIZABETH 211430 FY 22/23 ANNUAL WELLNESS DOLLARS … Annual Wellness Dollar Reim… 101-1004-50252 200.00 SUDAKOFF, TOBY A. 211450 FY 22/23 ANNUAL WELLNESS DOLLARS … Annual Wellness Dollar Reim… 101-1004-50252 181.61 BANK OF THE WEST 211394 06/28/23 - FLEET CERTIFICATE A.BERU… Travel & Training 101-3008-60320 2,700.00 BANK OF THE WEST 211394 06/07/23 - SKILLPATH TRAINING J.MIG… Travel & Training 101-7001-60320 149.00 BANK OF THE WEST 211394 06/22/23 - SKILLPATH MEMBERSHIP C.E… Travel & Training 101-7001-60320 349.00 BANK OF THE WEST 211394 06/22/23 - SKILLPATH MEMBERSHIP M.… Travel & Training 101-7001-60320 349.00 BANK OF THE WEST 211394 05/31/23 - QSP & QSD CERTIFICATE B.M… Travel & Training 101-7006-60320 125.00 BANK OF THE WEST 211394 06/05/23 - APWA LUNCHEON C.ESCARR… Travel & Training 101-7001-60320 45.00 BANK OF THE WEST 211394 06/05/23 - APWA LUNCHEON A.CABERA Travel & Training 101-7001-60320 45.00 BANK OF THE WEST 211394 06/05/23 - APWA LUNCHEON J.MIGNO… Travel & Training 101-7001-60320 40.00 BANK OF THE WEST 211394 06/05/23 - APWA LUNCHEON M.LERMA Travel & Training 101-7001-60320 45.00 BANK OF THE WEST 211394 06/05/23 - APWA LUNCHEON B.MCKIN… Travel & Training 101-7001-60320 40.00 BANK OF THE WEST 211394 06/21/23 - SAFETY BOOTS FOR E.SANAB… Safety Gear 101-7006-60427 201.18 BANK OF THE WEST 211394 06/22/23 - ERGO MOUSE #361 SALES T… Sales Taxes Payable 101-0000-20304 -6.56 BANK OF THE WEST 211394 6/5/23 BEANBAGS FOR CIVIC CENTER C… Sales Taxes Payable 101-0000-20304 -7.44 BANK OF THE WEST 211394 06/29/23 - LIFE LINE VOUCHERS (8) Consultants/Employee Servic… 101-1004-60104 1,184.00 BANK OF THE WEST 211394 06/23/23 - SENIOR PLANNER JOB POSTI… Recruiting/Pre-Employment 101-1004-60129 50.00 BANK OF THE WEST 211394 06/05/23 - INTERVIEW PANEL LUNCH P… Recruiting/Pre-Employment 101-1004-60129 73.35 BANK OF THE WEST 211394 06/02/23 - TRAFFIC SIGNAL ANALYST JO… Recruiting/Pre-Employment 101-1004-60129 375.00 BANK OF THE WEST 211394 06/06/23 - TRAFFIC SIGNAL ANALYST JO… Recruiting/Pre-Employment 101-1004-60129 300.00 BANK OF THE WEST 211394 06/02/23 - SENIOR PLANNER JOB POST Recruiting/Pre-Employment 101-1004-60129 250.00 BANK OF THE WEST 211394 06/05/23 - BEANBAGS FOR CIVIC CENTE… Operating Supplies 101-3002-60420 108.44 BANK OF THE WEST 211394 FY 23/24 FIRE MARSHAL ONLINE ACCESS… Membership Dues 101-2002-60351 114.99 BANK OF THE WEST 211394 06/23/23 - FIRE WRAP GRIP KIT Fire Station 101-2002-60670 70.52 BANK OF THE WEST 211394 FY 23/24 SPROUT SOCIAL MEMBERSHIP Membership Dues 101-3007-60351 1,188.00 BANK OF THE WEST 211394 07/2023 - APPLE MUSIC/STORAGE Membership Dues 101-3007-60351 22.95 BANK OF THE WEST 211394 FY 23/24 SMASH BALLOON SUBSCRIPTI… Membership Dues 101-3007-60351 98.00 BANK OF THE WEST 211394 06/07/23 - PRINTER INK Office Supplies 101-1002-60400 57.61 BANK OF THE WEST 211394 06/07/23 - SCREEN CLEANER Office Supplies 101-1002-60400 20.53 BANK OF THE WEST 211394 06/22/23 - PLANNERS (3) Office Supplies 101-1004-60400 63.63 BANK OF THE WEST 211394 06/08/23 - ERGO CHAIR FOR HUB Operating Supplies 101-1006-60420 185.95 BANK OF THE WEST 211394 06/09/23 - ERGO CHAIR & CHARGERS F… LQ Police Volunteers 101-2001-60109 573.42 BANK OF THE WEST 211394 06/23/23 - LABEL MAKER FOR POLICE LQ Police Volunteers 101-2001-60109 107.66 BANK OF THE WEST 211394 06/20/23 - POWER STRIP SURGES (2) LQ Police Volunteers 101-2001-60109 36.96 BANK OF THE WEST 211394 06/09/23 - POWER STRIP FOR POLICE LQ Police Volunteers 101-2001-60109 10.86 BANK OF THE WEST 211394 06/09/23 - POWER STRIP FOR POLICE LQ Police Volunteers 101-2001-60109 10.86 BANK OF THE WEST 211394 06/12/23 - DRIP TRAY & COFFEE MAKER… Operating Supplies 101-3002-60420 317.10 BANK OF THE WEST 211394 06/01/23 - CORNHOLE BAGS & PING PO… Operating Supplies 101-3002-60420 205.47 BANK OF THE WEST 211394 06/01/23 - TENNIS BALLS Operating Supplies 101-3002-60420 35.85 BANK OF THE WEST 211394 06/2023 - MAILCHIMP Membership Dues 101-3007-60351 193.00 BANK OF THE WEST 211394 06/23/23 - SAFETY BOOTS Safety Gear 101-3008-60427 91.30 BANK OF THE WEST 211394 05/31/23 - GLASS WHITEBOARD Materials/Supplies 101-3008-60431 141.36 BANK OF THE WEST 211394 06/21/23 - ELECTROLYTE POWDER PAC… Materials/Supplies 101-3008-60431 112.28 BANK OF THE WEST 211394 06/05/23 - ADJUSTABLE BENCH Materials/Supplies 101-3008-60431 347.99 BANK OF THE WEST 211394 06/2023 - DESERT SUN Subscriptions & Publications 101-6001-60352 11.98 26 CLICK HERE to Return to Agenda
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Vendor Name Payment Number Description (Item) Account Name Account Number Amount BANK OF THE WEST 211394 06/08/23 - MOUSE PAD Office Supplies 101-6001-60400 9.66 BANK OF THE WEST 211394 06/08/23 - CLEANING DUSTERS Office Supplies 101-6001-60400 18.17 BANK OF THE WEST 211394 06/08/23 - ERGO OFFICE CHAIR FOR D&D Operating Supplies 101-6001-60420 199.00 BANK OF THE WEST 211394 06/07/23 - PANTS FOR CODE Uniforms 101-6004-60690 75.81 BANK OF THE WEST 211394 06/21/23 - HARD HAT Safety Gear 101-7006-60427 21.50 BANK OF THE WEST 211394 06/21/23 - SAFETY VESTS (3) Safety Gear 101-7006-60427 72.06 BANK OF THE WEST 211394 FY 23/24 CCAC MEMBERSHIP T.FLORES Membership Dues 101-6001-60351 250.00 BANK OF THE WEST 211394 07/06/23 - DVBA LUNCHEON S.FERNAN… Travel & Training 101-6002-60320 45.00 BANK OF THE WEST 211394 06/27/23 - DINNER FOR PLANNING MEE… Travel & Training 101-6001-60320 196.32 BANK OF THE WEST 211394 06/01/23 - BUILDING CODE BOOKS Subscriptions & Publications 101-6003-60352 86.73 BANK OF THE WEST 211394 06/07/23 - BUILDING CODE BOOKS Subscriptions & Publications 101-6003-60352 52.14 BANK OF THE WEST 211394 06/27/23 - BUILDING CODE BOOKS Subscriptions & Publications 101-6003-60352 73.95 BANK OF THE WEST 211394 06/01/23 - BUILDING CODE BOOKS Subscriptions & Publications 101-6003-60352 139.14 BANK OF THE WEST 211394 06/12/23 - UNIFORMS Uniforms 101-6003-60690 1,021.60 BANK OF THE WEST 211394 06/26/23 - WATER BROOMS SALES TAX Sales Taxes Payable 101-0000-20304 -70.58 BANK OF THE WEST 211394 06/26/23 - WATER BROOMS Tools/Equipment 101-3005-60432 877.21 BANK OF THE WEST 211394 06/23/23 - STANDING DESK FOR S.BARK… Operating Supplies 101-1002-60420 798.25 BANK OF THE WEST 211394 06/19/23 - 18OZ RAMBLERS (150) Promotional Items 101-3007-60134 4,649.06 BANK OF THE WEST 211394 6/22/23 - CARRY STRAPS FOR FIRE STAT… Sales Taxes Payable 101-0000-20304 -13.11 BANK OF THE WEST 211394 06/22/23 - FIRE HOOKS FOR FS #93 SAL… Sales Taxes Payable 101-0000-20304 -27.30 BANK OF THE WEST 211394 06/22/23 - IDENTIFIERS FOR FIRE STATI… Sales Taxes Payable 101-0000-20304 -22.05 BANK OF THE WEST 211394 07/06-07/07/23 - CPPB EXAM D.ARME… Travel & Training 101-1006-60320 395.00 BANK OF THE WEST 211394 FY23/24 CSMFO MEMBERSHIP S.LAURE… Membership Dues 101-1006-60351 50.00 BANK OF THE WEST 211394 FY 23/24 FIRE MARSHAL ONLINE ACCESS… Membership Dues 101-2002-60351 1,056.00 BANK OF THE WEST 211394 06/22/23 - FIRE HOOKS FOR FS #93 Fire Station 101-2002-60670 339.30 BANK OF THE WEST 211394 06/22/23 - IDENTIFIERS FOR FIRE STATI… Fire Station 101-2002-60670 294.05 BANK OF THE WEST 211394 06/22/23 - CARRY STRAPS FOR FIRE STA… Fire Station 101-2002-60670 174.55 BANK OF THE WEST 211394 06/27/23 - CREDIT CARD MACHINE TEST… Administration 101-1006-60102 -8.50 BANK OF THE WEST 211394 06/27/23 - CREDIT CARD MACHINE TEST… Administration 101-1006-60102 8.50 BANK OF THE WEST 211394 06/08/23 - CPPB EXAM D.ARMENDARIZ Travel & Training 101-1006-60320 315.00 BANK OF THE WEST 211394 06/01/23 - STAND UP DESK D.BATUTA Office Supplies 101-1006-60400 464.91 BANK OF THE WEST 211394 06/15/23 - NEIGHBOURHOOD WATCH … LQ Police Volunteers 101-2001-60109 82.14 BANK OF THE WEST 211394 06/21/23 - FOOD BARS FOR EOC Disaster Prep Supplies 101-2002-60406 554.85 BANK OF THE WEST 211394 06/26/23 - LEAGUE OF CITIES CONFERE… Travel & Training 101-1001-60320 3,250.00 BANK OF THE WEST 211394 06/26/23 - LEAGUE OF CITIES CONFERE… Travel & Training 101-1002-60320 650.00 BANK OF THE WEST 211394 06/14/23 - CVAG ASSEMBLY S.SANCHEZ Travel & Training 101-1001-60320 75.00 BANK OF THE WEST 211394 06/20/23 - COUNCIL MEETING DINNER Travel & Training 101-1001-60320 222.23 BANK OF THE WEST 211394 06/06/23 - COUNCIL MEETING DINNER Travel & Training 101-1001-60320 164.60 BANK OF THE WEST 211394 06/20/23 - COUNCIL MEETING DRINKS Travel & Training 101-1001-60320 7.79 BANK OF THE WEST 211394 06/14/23 - CVAG ASSEMBLY J.PENA Travel & Training 101-1001-60320 75.00 BANK OF THE WEST 211394 06/14/23 - CVAG ASSEMBLY L.EVANS Travel & Training 101-1001-60320 75.00 BANK OF THE WEST 211394 06/14/23 - CVAG ASSEMBLY K.FITZPATR… Travel & Training 101-1001-60320 75.00 BANK OF THE WEST 211394 06/14/23 - CVAG ASSEMBLY D.MCGARR… Travel & Training 101-1001-60320 75.00 BANK OF THE WEST 211394 06/14/23 - CVAG ASSEMBLY J.MCMILLEN Travel & Training 101-1002-60320 75.00 BANK OF THE WEST 211394 09/25-09/29/23 - MSA TRAINING FOR … Travel & Training 101-7003-60320 770.00 BANK OF THE WEST 211394 08/27-08/30/23 - PWX CONFERENCE T.… Travel & Training 101-7003-60320 365.00 BANK OF THE WEST 211394 FY 23/24 CCAC MEMBERSHIP M.RADEVA Membership Dues 101-1005-60351 250.00 BANK OF THE WEST 211394 FY 23/24 CCAC MEMBERSHIP N.FUENTES Membership Dues 101-1005-60351 250.00 BANK OF THE WEST 211394 FY 23/24 CCAC MEMBERSHIP L.LORETT Membership Dues 101-1005-60351 250.00 BANK OF THE WEST 211394 FY 23/24 CCAC MEMBERSHIP O.MOJICA Membership Dues 101-1005-60351 250.00 BANK OF THE WEST 211394 FY 23/24 CCAC MEMBERSHIP L.MCGINL… Membership Dues 101-1005-60351 250.00 BANK OF THE WEST 211394 5/30-6/1/23 LASERFICHE CONFERENCE … Travel & Training 101-1005-60320 601.92 BANK OF THE WEST 211394 5/30-6/1/23 LASERFICHE CONFERENCE … Travel & Training 101-1005-60320 671.92 BANK OF THE WEST 211394 05/31/23 - LASERFICHE CONFERENCE L… Travel & Training 101-1005-60320 21.17 BANK OF THE WEST 211394 06/22/23 - NOTARY EXAM & SUPPLIES O… Travel & Training 101-1005-60320 673.75 KILEY & ASSOCIATES 211425 06/2023 - FEDERAL LOBBYIST SERVICES Contract Services - Administr… 101-1002-60101 3,500.00 CAMILLE BARBER 211399 06/23/23 - CITATION REDUCED LQ2004… Administrative Citations 101-0000-42700 2,100.00 EISENHOWER MEDICAL CEN… 211412 05/19/23 - SEXUAL ASSULAT EXAM LA2… Sexual Assault Exam Fees 101-2001-60193 1,200.00 QUADIENT FINANCE USA, INC. 211436 07/13-10/12/23 - CITYWIDE POSTAGE … Postage Machine 101-1007-60661 2,998.27 OCEAN SPRINGS TECH INC 211431 07/04/23 - FB POOL EXTRA CLEANING Fritz Burns Pool Maintenance 101-3005-60184 225.00 27 CLICK HERE to Return to Agenda
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Vendor Name Payment Number Description (Item) Account Name Account Number Amount COUNTY OF RIVERSIDE PUBL… 211406 06/2023 - RADIO MAINTENANCE Operating Supplies 101-2001-60420 310.68 VINTAGE ASSOCIATES 211461 01/10/23 - PLANTS FOR ADAMS PARK Materials/Supplies 101-3005-60431 1,252.59 ROADPOST USA INC. 211439 06/23-07/22/23 - EOC SATELLITE PHON… Mobile/Cell Phones/Satellites 101-2002-61304 200.85 WALTERS WHOLESALE ELECT… 211463 06/14/23 - ELECTRICAL WIRE Operating Supplies 101-7003-60420 289.95 WALTERS WHOLESALE ELECT… 211463 06/15/23 - ELECTRICAL WIRING Operating Supplies 101-7003-60420 695.20 JOHNSTONE SUPPLY 211424 07/03/23 - SRR EVENT HVAC MAINTEN… HVAC 101-3008-60667 377.02 RIVERSIDE COUNTY SHERIFF … 211438 05/25-06/24/23 - MOTOR FUEL CHARGES Sheriff - Other 101-2001-60176 427.54 TERRA NOVA PLANNING & R… 211453 04/01-06/30/23 - SPHERE ANNEXATION … Professional Services 101-6002-60103 2,180.25 Fund 101 - GENERAL FUND Total: 193,596.41
Fund: 201 - GAS TAX FUND
MISSION LINEN SUPPLY 211429 06/29/23 - UNIFORM CAPS Uniforms 201-7003-60690 326.14 UNDERGROUND SERVICE AL… 211457 07/01/23 - DIG ALERT SERVICES Materials/Supplies 201-7003-60431 157.00 BANK OF THE WEST 211394 06/27/23 - CONCRETE MIXER RENTAL Materials/Supplies 201-7003-60431 711.53 BANK OF THE WEST 211394 06/27/23 - CONCRETE MIXER RENTAL D… Materials/Supplies 201-7003-60431 -440.00 Fund 201 - GAS TAX FUND Total: 754.67
Fund: 202 - LIBRARY & MUSEUM FUND
KONE INC 211426 07/01-09/30/23 - MUSEUM ELEVATOR … Maintenance/Services 202-3006-60691 682.89 Fund 202 - LIBRARY & MUSEUM FUND Total: 682.89
Fund: 215 - LIGHTING & LANDSCAPING FUND
VINTAGE E & S INC 211462 06/26-06/30/23 - REPLACED CITY LIGHT … Maintenance/Services 215-7004-60691 4,200.00 VINTAGE E & S INC 211462 06/21-06/26/23 - TROUBLESHOOTING L… Maintenance/Services 215-7004-60691 3,038.94 SPARKLETTS 211446 06/14/23 & 06/28/23 - DRINKING WATER Operating Supplies 215-7004-60420 254.68 STAPLES ADVANTAGE 211448 06/29/23 - OFFICE & OPERATING SUPPL… Operating Supplies 215-7004-60420 173.82 DESERT ELECTRIC SUPPLY 211410 07/06/23 - ELECTRICAL WIRE & PARTS Materials/Supplies 215-7004-60431 2,062.94 DESERT ELECTRIC SUPPLY 211410 07/07/23 - PVC CONDUIT Materials/Supplies 215-7004-60431 14.45 Fund 215 - LIGHTING & LANDSCAPING FUND Total: 9,744.83
Fund: 221 - AB 939 - CALRECYCLE FUND
ALPHA MEDIA LLC 211392 06/2023 - RECYCLING RADIO ADS 93.7 K… AB 939 Recycling Solutions 221-0000-60127 1,488.63 ALPHA MEDIA LLC 211392 06/2023 - RECYCLING RADIO ADS MIX 1… AB 939 Recycling Solutions 221-0000-60127 1,490.06 Fund 221 - AB 939 - CALRECYCLE FUND Total: 2,978.69
Fund: 226 - EMERGENCY MANAGEMENT PERFORMANCE GRANT (EMPG) EVERBRIDGE, INC. 211414 FY 23/24 ALERT & WARNING SYSTEM Tools/Equipment 226-0000-60432 9,750.00 Fund 226 - EMERGENCY MANAGEMENT PERFORMANCE GRANT (EMPG) Total: 9,750.00 Fund: 247 - ECONOMIC DEVELOPMENT FUND
BANK OF THE WEST 211394 FY 23/24 IEDC MEMBERSHIP G.VILLALP… Membership Dues 247-0000-60351 1,850.00 Fund 247 - ECONOMIC DEVELOPMENT FUND Total: 1,850.00
Fund: 401 - CAPITAL IMPROVEMENT PROGRAMS
CONVERSE CONSULTANTS 211403 04/29-05/26/23 - MATERIALS TESTING S… Technical 401-0000-60108 4,740.00 ST. FRANCIS ELECTRIC, LLC 211447 06/2023 - ONCALL TRAFFIC SIGNAL MAI… Construction 401-0000-60188 3,662.06 ST. FRANCIS ELECTRIC, LLC 211447 06/30/23 - ONCALL TRAFFIC SIGNAL MA… Construction 401-0000-60188 360.00 CONVERGINT TECHNOLOGIES… 211402 06/28/23 - CITYWIDE CAMERA SYSTEM… Construction 401-0000-60188 3,521.25 CONVERGINT TECHNOLOGIES… 211402 06/28/23 - CITYWIDE CAMERA SYSTEM… Construction 401-0000-60188 3,521.25 Fund 401 - CAPITAL IMPROVEMENT PROGRAMS Total: 15,804.56 Fund: 501 - FACILITY & FLEET REPLACEMENT
GARCIA SANCHEZ, IBAN 211419 07/01/23 - VEHICLE WASHES Vehicle Repair & Maintenan… 501-0000-60676 590.00 SEBMIA AUTO GLASS 211442 06/01/23 - 2022 CHEVY COLORADO WI… Vehicle Repair & Maintenan… 501-0000-60676 325.00 TOWER ENERGY GROUP 211454 06/16-06/30/23 - FUEL Fuel & Oil 501-0000-60674 4,507.69 S&D CARWASH MANAGEME… 211440 06/2023 - CAR WASH MEMBERSHIP Vehicle Repair & Maintenan… 501-0000-60676 819.59 BANK OF THE WEST 211394 06/22/23 - PARTS FOR VACTRON VACU… Parts, Accessories, and Upfits 501-0000-60675 881.31 FUELMAN 211417 06/2023 - FUEL Fuel & Oil 501-0000-60674 874.13 QUINN COMPANY 211437 06/30/23 - NOZZLE & GASKET FOR SKID … Parts, Accessories, and Upfits 501-0000-60675 63.64 QUINN COMPANY 211437 07/06/23 - RETURN GASKET Parts, Accessories, and Upfits 501-0000-60675 -6.18 Fund 501 - FACILITY & FLEET REPLACEMENT Total: 8,055.18 Fund: 502 - INFORMATION TECHNOLOGY
CHARTER COMMUNICATIONS… 211400 04/15-06/14/23 - WC CABLE (8105) Cable/Internet - Utilities 502-0000-61400 309.32 CHARTER COMMUNICATIONS… 211400 06/20-07/19/23 - WC CABLE (1909) Cable/Internet - Utilities 502-0000-61400 11.59 CHARTER COMMUNICATIONS… 211400 06/24-07/23/23 - WC CABLE (4601) Cable/Internet - Utilities 502-0000-61400 289.70 28 CLICK HERE to Return to Agenda
Demand Register Packet: APPKT03525 - 07/14/2023 JB
7/24/2023 2:31:43 PM Page 5 of 8
Vendor Name Payment Number Description (Item) Account Name Account Number Amount ACORN TECHNOLOGY SERVI… 211388 07/2023 - IT SERVICES Consultants 502-0000-60104 28,390.00 DELL MARKETING LP 211407 05/16/23 - IT COMPUTER PURCHASES Computers 502-0000-80103 3,527.41 TPX COMMUNICATIONS 211455 06/23-07/22/23 - PHONE LINE SVC Telephone - Utilities 502-0000-61300 3,787.41 FRONTIER COMMUNICATIO… 211416 06/25-07/24/23 - CH INTERNET Cable/Internet - Utilities 502-0000-61400 100.09 FRONTIER COMMUNICATIO… 211416 06/27-07/26/23 - BLACKHAWK/LQ PARK… Cable/Internet - Utilities 502-0000-61400 95.09 BANK OF THE WEST 211394 FY 23/24 PHOTOSHOP D.HANSEN Software Licenses 502-0000-60301 239.88 BANK OF THE WEST 211394 FY 23/24 UBIQ SUBSCRIPTION M.GONZ… Software Licenses 502-0000-60301 725.70 BANK OF THE WEST 211394 FY 23/24 ABOBE FOR CLERK'S OFFICE Software Licenses 502-0000-60301 19.99 BANK OF THE WEST 211394 FY 23/24 ABOBE HOMEBASE J.DELGADO Software Licenses 502-0000-60301 239.88 BANK OF THE WEST 211394 FY 23/24 CANCEL ABOBE HOMEBASE J.… Software Licenses 502-0000-60301 -239.88 BANK OF THE WEST 211394 07/2023 HULU SUBSCRIPTION Cable/Internet - Utilities 502-0000-61400 74.99 BANK OF THE WEST 211394 06/2023 - ADOBE HOMEBASE J.DELGADO Software Licenses 502-0000-60301 12.99 BANK OF THE WEST 211394 06/01-06/30/23 - EMAIL SPAM PROTECT… Software Licenses 502-0000-60301 449.00 BANK OF THE WEST 211394 06/21/23 - KEYBOARD/MOUSE COMBO … Operating Supplies 502-0000-60420 217.45 BANK OF THE WEST 211394 06/02/23 - ERGO CHAIR FOR IT DEPART… Operating Supplies 502-0000-60420 239.24 BANK OF THE WEST 211394 06/12/23 - IPHONE CHARGERS (2) Operating Supplies 502-0000-60420 20.80 BANK OF THE WEST 211394 06/12/23 - KEYBOARD & MOUSE PAD M… Operating Supplies 502-0000-60420 238.14 BANK OF THE WEST 211394 06/21/23 - DOCKING STATION Machinery & Equipment 502-0000-80100 210.93 BANK OF THE WEST 211394 06/19/23 - COMPUTER MONITORS FOR … Machinery & Equipment 502-0000-80100 1,654.74 EMPHASYS 211413 FY 23/24 INVESTMENT PORTFOLIO MA… Maintenance Agreements 502-0000-60300 4,637.10 Fund 502 - INFORMATION TECHNOLOGY Total: 45,251.56
Fund: 503 - PARK EQUIP & FACILITY FUND
BANK OF THE WEST 211394 06/20/23 - PARK BENCHES (2) Parks 503-0000-71060 2,787.25 Fund 503 - PARK EQUIP & FACILITY FUND Total: 2,787.25
Fund: 504 - INSURANCE FUND
ALLIANT INSURANCE SERVIC… 211391 FY 23/24 CRIME INSURANCE Crime Insurance 504-1010-60446 1,800.00 BANK OF THE WEST 211394 06/27/23 - ERGO DESK & ARMS #372 Operating Supplies 504-1010-60420 648.42 BANK OF THE WEST 211394 06/22/23 - ERGO MOUSE #361 Operating Supplies 504-1010-60420 81.56 BANK OF THE WEST 211394 06/22/23 - ERGO MOUSE #371 Operating Supplies 504-1010-60420 135.46 Fund 504 - INSURANCE FUND Total: 2,665.44
Grand Total: 293,921.48
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Demand Register Packet: APPKT03525 - 07/14/2023 JB
7/24/2023 2:31:43 PM Page 6 of 8
Fund Summary
Fund Expense Amount
101 - GENERAL FUND 193,596.41
201 - GAS TAX FUND 754.67
202 - LIBRARY & MUSEUM FUND 682.89
215 - LIGHTING & LANDSCAPING FUND 9,744.83
221 - AB 939 - CALRECYCLE FUND 2,978.69
226 - EMERGENCY MANAGEMENT PERFORMANCE GRAN… 9,750.00
247 - ECONOMIC DEVELOPMENT FUND 1,850.00
401 - CAPITAL IMPROVEMENT PROGRAMS 15,804.56
501 - FACILITY & FLEET REPLACEMENT 8,055.18
502 - INFORMATION TECHNOLOGY 45,251.56
503 - PARK EQUIP & FACILITY FUND 2,787.25
504 - INSURANCE FUND 2,665.44
Grand Total: 293,921.48
Account Summary
Account Number Account Name Expense Amount
101-0000-20304 Sales Taxes Payable -161.04
101-0000-20305 Due to SunLine 210.00
101-0000-42301 Miscellaneous Revenue -11.00
101-0000-42700 Administrative Citations 2,100.00
101-1001-60320 Travel & Training 4,019.62
101-1002-60101 Contract Services - Admi… 3,500.00
101-1002-60320 Travel & Training 725.00
101-1002-60351 Membership Dues 20,098.59
101-1002-60400 Office Supplies 78.14
101-1002-60420 Operating Supplies 798.25
101-1004-50252 Annual Wellness Dollar … 1,370.78
101-1004-60103 Professional Services 8,945.50
101-1004-60104 Consultants/Employee S… 1,184.00
101-1004-60129 Recruiting/Pre-Employm… 1,433.65
101-1004-60400 Office Supplies 63.63
101-1005-60103 Professional Services 9,515.85
101-1005-60320 Travel & Training 1,968.76
101-1005-60351 Membership Dues 1,250.00
101-1005-60400 Office Supplies 733.94
101-1006-60102 Administration 3,077.31
101-1006-60320 Travel & Training 710.00
101-1006-60351 Membership Dues 50.00
101-1006-60400 Office Supplies 942.31
101-1006-60420 Operating Supplies 185.95
101-1007-60402 Forms, Copier Paper 856.84
101-1007-60403 Citywide Supplies 239.31
101-1007-60661 Postage Machine 2,998.27
101-2001-60109 LQ Police Volunteers 841.15
101-2001-60168 School Officer 17,999.69
101-2001-60175 Special Enforcement Fu… 1,288.17
101-2001-60176 Sheriff - Other 427.54
101-2001-60193 Sexual Assault Exam Fees 1,200.00
101-2001-60420 Operating Supplies 310.68
101-2001-61300 Telephone - Utilities 887.73
101-2001-61400 Cable/Internet - Utilities 528.94
101-2002-60351 Membership Dues 1,170.99
101-2002-60406 Disaster Prep Supplies 1,012.79
101-2002-60445 Non-Reimbursable Misc 4,935.59
101-2002-60670 Fire Station 878.42
101-2002-61300 Telephone - Utilities 1,794.76
101-2002-61304 Mobile/Cell Phones/Sate… 200.85
101-2002-61400 Cable/Internet - Utilities 213.89
101-3002-60420 Operating Supplies 666.86
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Account Summary
Account Number Account Name Expense Amount
101-3003-60149 Community Experiences 2,296.90
101-3005-60184 Fritz Burns Pool Mainten… 225.00
101-3005-60400 Office Supplies 101.79
101-3005-60431 Materials/Supplies 6,491.85
101-3005-60432 Tools/Equipment 877.21
101-3005-60690 Uniforms 326.14
101-3005-60691 Maintenance/Services 19,623.27
101-3005-61300 Telephone - Utilities 52.71
101-3007-60134 Promotional Items 4,649.06
101-3007-60351 Membership Dues 1,501.95
101-3008-60123 Security & Alarm 262.09
101-3008-60320 Travel & Training 2,700.00
101-3008-60427 Safety Gear 91.30
101-3008-60431 Materials/Supplies 601.63
101-3008-60667 HVAC 377.02
101-3008-60691 Maintenance/Services 682.89
101-6001-60320 Travel & Training 196.32
101-6001-60351 Membership Dues 250.00
101-6001-60352 Subscriptions & Publicat… 11.98
101-6001-60400 Office Supplies 27.83
101-6001-60420 Operating Supplies 199.00
101-6002-60103 Professional Services 2,180.25
101-6002-60320 Travel & Training 45.00
101-6003-60352 Subscriptions & Publicat… 351.96
101-6003-60690 Uniforms 1,021.60
101-6004-60197 Animal Shelter Contract … 30,923.12
101-6004-60400 Office Supplies 677.71
101-6004-60690 Uniforms 305.23
101-6006-60320 Travel & Training 747.00
101-7001-60320 Travel & Training 1,062.00
101-7002-60183 Map/Plan Checking 10,955.00
101-7003-60320 Travel & Training 1,135.00
101-7003-60420 Operating Supplies 985.15
101-7006-60320 Travel & Training 125.00
101-7006-60427 Safety Gear 294.74
201-7003-60431 Materials/Supplies 428.53
201-7003-60690 Uniforms 326.14
202-3006-60691 Maintenance/Services 682.89
215-7004-60420 Operating Supplies 428.50
215-7004-60431 Materials/Supplies 2,077.39
215-7004-60691 Maintenance/Services 7,238.94
221-0000-60127 AB 939 Recycling Solutio… 2,978.69
226-0000-60432 Tools/Equipment 9,750.00
247-0000-60351 Membership Dues 1,850.00
401-0000-60108 Technical 4,740.00
401-0000-60188 Construction 11,064.56
501-0000-60674 Fuel & Oil 5,381.82
501-0000-60675 Parts, Accessories, and … 938.77
501-0000-60676 Vehicle Repair & Maint… 1,734.59
502-0000-60104 Consultants 28,390.00
502-0000-60300 Maintenance Agreements 4,637.10
502-0000-60301 Software Licenses 1,447.56
502-0000-60420 Operating Supplies 715.63
502-0000-61300 Telephone - Utilities 3,787.41
502-0000-61400 Cable/Internet - Utilities 880.78
502-0000-80100 Machinery & Equipment 1,865.67
502-0000-80103 Computers 3,527.41
503-0000-71060 Parks 2,787.25
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Demand Register Packet: APPKT03525 - 07/14/2023 JB
7/24/2023 2:31:43 PM Page 8 of 8
Account Summary
Account Number Account Name Expense Amount
504-1010-60420 Operating Supplies 865.44
504-1010-60446 Crime Insurance 1,800.00
Grand Total: 293,921.48
Project Account Summary
Project Account Key Project Account Name Project Name Expense Amount **None** **None** **None** 254,974.52
201804E Landscape & Lighting Median Islan… Landscape & Lighting Median Island Improvements 3,038.94 202003CT Construction Expense Citywide Public Safety Camera System 7,042.50 202204T Technical Expense Sports Complex Lighting Replacement 4,740.00 202216E General PW Maint - Desert Concep… General PW Maintenance - Desert Concepts10,800.00 2223TMICT Construction Expense FY22/23 Traffic Maintenance Improvements 4,022.06 CSA152E CSA 152 Expenses CSA 152 Project Tracking 1,006.31 SOITN SOI - Sphere of Influence Terra No… (SOI) Sphere of Influence Fiscal Study 2,180.25 STVRE Short Term Vacation Rental Expen… Short Term Vacation Rental Tracking 3,820.00 XPARKE X Park Expenses X Park 2,296.90
Grand Total: 293,921.48
*Project codes are generally used to track Capital Improvement Program (CIP) projects, other large public works projects, developer deposits, or city-wide events. Normal operational expenditures are not project coded and, therefore, will report as "none" in this section.
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7/24/2023 7:31:59 PM Page 1 of 5
Demand Register
City of La Quinta Packet: APPKT03533 - 07/21/2023 JB
Vendor Name Payment Number Description (Item) Account Name Account Number Amount Fund: 101 - GENERAL FUND
WILLDAN 211510 04/2023 - PW ONCALL PLAN CHECKING … Map/Plan Checking 101-7002-60183 1,365.00 WILLDAN 211510 04/2023 - PW ONCALL PLAN CHECKING … Map/Plan Checking 101-7002-60183 1,820.00 INDIO FLORIST 211483 05/29/23 - WREATH FOR MEMORIAL D… Community Special Events 101-1001-60137 32.63 CHARTER COMMUNICATIONS… 211472 07/03-08/02/23 - FS #93 INTERNET (351… Cable/Internet - Utilities 101-2002-61400 99.99 GARDAWORLD 211480 07/2023 - ARMORED SERVICE Professional Services 101-1006-60103 297.11 SIGNATURE TINT 211502 PICKLEBALL SIGNS Materials/Supplies 101-3005-60431 258.60 DATA TICKET, INC. 211474 06/2023 - CODE CITATION PROCESSING Administrative Citation Servi… 101-6004-60111 689.10 DATA TICKET, INC. 211474 06/2023 - POLICE CITATION PROCESSING Administrative Citation Servi… 101-6004-60111 207.71 CACEO 211468 07/19/23 - WEBINAR K.MEREDITH Travel & Training 101-6004-60320 60.00 CACEO 211468 09/05/23 - WEBINAR K.MEREDITH Travel & Training 101-6004-60320 54.00 CACEO 211468 09/19/23 - WEBINAR K.MEREDITH Travel & Training 101-6004-60320 36.00 CACEO 211468 09/05/23 - WEBINAR B.RODRIGUEZ Travel & Training 101-6004-60320 54.00 CACEO 211468 09/19/23 - WEBINAR B.RODRIGUEZ Travel & Training 101-6004-60320 36.00 CACEO 211468 09/05/23 - WEBINAR P.VILLANUEVA Travel & Training 101-6004-60320 54.00 CACEO 211468 09/19/23 - WEBINAR P. VILLANUEVA Travel & Training 101-6004-60320 36.00 DESERT SANDS UNIFIED SCH… 211477 06/01-06/30/23 - BP #13 SCHOOL RESO… School Officer 101-2001-60168 2,019.86 JENSEN, SHARLA W 211486 07/13/23 - 1 DAY SESSION CLASSES Instructors 101-3002-60107 96.00 JENSEN, SHARLA W 211486 07/2023 - PERSONAL TRAINING 6 SESSI… Instructors 101-3002-60107 264.00 JENSEN, SHARLA W 211486 06/2023 - PERSONAL TRAINING 6 SESSI… Instructors 101-3002-60107 264.00 SHIRY, TERESA 211501 07/13/23 - BALLROOM BEGINNING CLA… Instructors 101-3002-60107 99.75 WILLIAMS, BILLEE 211511 07/2023 - PILATES & GENTLE YOGA CLA… Instructors 101-3002-60107 217.00 JENSEN, SHARLA W 211486 07/2023 - PERSONAL TRAINING 3 SESSI… Instructors 101-3002-60107 396.00 VINTAGE ASSOCIATES 211508 06/27-06/30/23 - LANDSCAPE SERVICES Maintenance/Services 101-3005-60691 2,880.00 ANSAFONE CONTACT CENTE… 211466 07/2023 - PM 10 ANSWERING SERVICE PM 10 - Dust Control 101-7006-60146 152.89 CACEO 211468 FY 23/24 CACEO MEMBERSHIP C.WOODS Membership Dues 101-6004-60351 100.00 MOTION PICTURE LICENSING… 211492 08/30/23-08/29/24 - WC MOTION PICT… Membership Dues 101-3002-60351 346.38 ROBERT HALF 211500 06/30/23 - TEMP AGENCY SERVICES A.… Temporary Agency Services 101-6006-60125 1,575.00 ROBERT HALF 211500 07/07/23 - TEMP AGENCY SERVICE Temporary Agency Services 101-6006-60125 1,312.65 MACIAS NURSERY, INC. 211489 PLANTS Materials/Supplies 101-3005-60431 1,049.44 GRAINGER 211482 COFFEE Operating Supplies 101-7003-60420 33.69 GRAINGER 211482 HYDRATION SUPPLIES Operating Supplies 101-7003-60420 555.86 VISIT GREATER PALM SPRINGS 211509 FY 22/23 ADDITIONAL FUNDING -BUD A… VGPS - Visit Greater Palm Spr… 101-3007-60151 69,091.00 VISIT GREATER PALM SPRINGS 211509 FY 23/24 QTR 1 CITY FUNDING VGPS - Visit Greater Palm Spr… 101-3007-60151 97,348.30 COACHELLA VALLEY ASSOC O… 211473 FY 23/24 MEMBERSHIP DUES Membership Dues 101-1002-60351 65,943.00 MCGARREY, DEBORAH 211490 7/10/23 LEAGUE OF CA MEETING TRAVE… Travel & Training 101-1001-60320 59.87 CASTRO, DANNY 211471 FY 22/23 ANNUAL WELLNESS DOLLARS … Annual Wellness Dollar Reim… 101-1004-50252 12.11 LOWE'S HOME IMPROVEME… 211488 05/31/23 - LUMBER (15) Materials/Supplies 101-3005-60431 52.19 LOWE'S HOME IMPROVEME… 211488 06/20/23 - PIPE HANGERS & RISER EXTR… Materials/Supplies 101-3005-60431 28.25 LOWE'S HOME IMPROVEME… 211488 06/08/23 - MEASURING WHEEL & LONG… Tools/Equipment 101-3005-60432 100.15 LOWE'S HOME IMPROVEME… 211488 06/05/23 - CONDENSATE PUMP & SHAK… Materials/Supplies 101-3008-60431 135.77 LOWE'S HOME IMPROVEME… 211488 06/08/23 - WATER HOSE NOZZLES Materials/Supplies 101-3008-60431 53.67 LOWE'S HOME IMPROVEME… 211488 06/14/23 - DOOR KEYPAD Materials/Supplies 101-3008-60431 180.76 LOWE'S HOME IMPROVEME… 211488 06/22/23 - GLOVES & PRIMER SPRAY Materials/Supplies 101-3008-60431 106.83 LOWE'S HOME IMPROVEME… 211488 05/25/23 - TOWELS & AEROSOL SPRAY … Materials/Supplies 101-3008-60431 83.09 LOWE'S HOME IMPROVEME… 211488 05/25/23 - SPRAY PAINT Materials/Supplies 101-3008-60431 31.03 LOWE'S HOME IMPROVEME… 211488 05/29/23 - RATCHET & SOCKET EXTENSI… Tools/Equipment 101-3008-60432 60.92 LOWE'S HOME IMPROVEME… 211488 06/02/23 - WATER COOLER Operating Supplies 101-7003-60420 235.54 LOWE'S HOME IMPROVEME… 211488 06/01/23 - TOOL APRON & HEX BOLTS Operating Supplies 101-7003-60420 43.86 LOWE'S HOME IMPROVEME… 211488 06/16/23 - SCISSORS & HAMMERS Tools/Equipment 101-7003-60432 100.03 OCEAN SPRINGS TECH INC 211495 WADDING POOL MEDIA FILTER REPLAC… Fritz Burns Pool Maintenance 101-3005-60184 5,584.90 OCEAN SPRINGS TECH INC 211495 FB POOL MEDIA FILTER REPLACEMENT Fritz Burns Pool Maintenance 101-3005-60184 5,584.90 Fund 101 - GENERAL FUND Total: 261,298.83
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Demand Register Packet: APPKT03533 - 07/21/2023 JB
7/24/2023 7:31:59 PM Page 2 of 5
Vendor Name Payment Number Description (Item) Account Name Account Number Amount Fund: 202 - LIBRARY & MUSEUM FUND
OFFICE OF ECONOMIC DEVE… 211496 04/01-06/30/23 - QTR 4 MAKERSPACE … Makerspace Operations 202-3009-60105 42,728.56 OFFICE OF ECONOMIC DEVE… 211496 04/01-06/30/23 - QTR 4 MUSEUM CON… Museum Operations 202-3006-60105 33,751.94 PACIFIC WEST AIR CONDITIO… 211498 02/16/23 - LIBRARY BOILER HEATER MA… HVAC 202-3004-60667 1,408.55 Fund 202 - LIBRARY & MUSEUM FUND Total: 77,889.05
Fund: 215 - LIGHTING & LANDSCAPING FUND
LANDMARK GOLF MANAGE… 211487 05/2023 - SRR PERIMETER LANDSCAPE … SilverRock Way Landscape 215-7004-60143 6,028.00 LANDMARK GOLF MANAGE… 211487 06/2023 - SRR PERIMETER LANDSCAPE … SilverRock Way Landscape 215-7004-60143 5,278.00 TRI-STATE MATERIALS INC 211504 04/13/23 - LANDSCAPE ROCK Materials/Supplies 215-7004-60431 2,220.63 LOWE'S HOME IMPROVEME… 211488 05/30/23 - WATER HOSES (5) Tools/Equipment 215-7004-60432 278.75 DESERT ELECTRIC SUPPLY 211476 70 LED LIGHT POLES FOR L & L Materials/Supplies 215-7004-60431 231,498.58 Fund 215 - LIGHTING & LANDSCAPING FUND Total: 245,303.96 Fund: 401 - CAPITAL IMPROVEMENT PROGRAMS
NAI CONSULTING INC 211493 06/2023 CITYWIDE MISC ADA IMPROV… Professional Services 401-0000-60103 1,675.00 NAI CONSULTING INC 211493 06/2023 - AVE 48 ART AND MUSIC LINE Professional Services 401-0000-60103 350.00 NAI CONSULTING INC 211493 06/2023 COVE TRAILS PARKING LOT IM… Professional Services 401-0000-60103 420.00 NAI CONSULTING INC 211493 06/2023 VILLAGE UNDERGROUND PJT F… Professional Services 401-0000-60103 175.00 NAI CONSULTING INC 211493 6/2023 AVE 50 REHABILITATION WASH … Professional Services 401-0000-60103 5,177.50 NAI CONSULTING INC 211493 06/2023 PAVEMENT MANAGEMENT PL… Professional Services 401-0000-60103 2,100.00 NAI CONSULTING INC 211493 06/2023 - 2016-03 LANDSCAPE RENOVA… Professional Services 401-0000-60103 1,962.50 NAI CONSULTING INC 211493 6/2023 FRED WARING DR PAVEMENT R… Professional Services 401-0000-60103 8,942.50 NAI CONSULTING INC 211493 06/2023 - 2021-02 FRITZ BURNS PARK I… Professional Services 401-0000-60103 425.00 NAI CONSULTING INC 211493 06/2023 - 2019-05 HIGHWAY 111 CORR… Professional Services 401-0000-60103 675.00 NAI CONSULTING INC 211493 CIVIC CENTER CAMPUS LAKE IRRIG CON… Professional Services 401-0000-60103 350.00 NAI CONSULTING INC 211493 06/2023 AVE 52 PAVEMENT REHAB MA… Professional Services 401-0000-60103 1,925.00 NAI CONSULTING INC 211493 06/2023 CIVIC CENTER ACTIVITIES PRO… Professional Services 401-0000-60103 700.00 NAI CONSULTING INC 211493 06/2023 - 2011-05 DUNE PALMS BRIDGE Professional Services 401-0000-60103 1,487.50 NAI CONSULTING INC 211493 06/2023 AVE 50 BRIDGE SPANNING THE… Professional Services 401-0000-60103 1,207.50 NAI CONSULTING INC 211493 06/2023 - 2019-01 VILLAGE ART/CULTU… Professional Services 401-0000-60103 1,575.00 NAI CONSULTING INC 211493 6/2023 AVE 50 WIDENING IMPROVEME… Professional Services 401-0000-60103 525.00 NAI CONSULTING INC 211493 06/2023 - 2021-08 SLURRY SEAL PROJECT Professional Services 401-0000-60103 500.00 ORTIZ ENTERPRISES INC. 211497 06/2023 - DUNE PALMS BRIDGE PROGR… Retention Payable 401-0000-20600 -34,541.67 ORTIZ ENTERPRISES INC. 211497 06/2023 - DUNE PALMS BRIDGE PROGR… Construction 401-0000-60188 690,833.30 AMERICAN BUSINESS BANK 211465 06/2023 - DUNE PALMS BRIDGE RETENT… Retention Payable 401-0000-20600 34,541.67 GHD INC. 211481 02/2023 - HWY 111 CORRIDOR PLANNI… Design 401-0000-60185 18,667.58 GHD INC. 211481 03/2023 - HWY 111 CORRIDOR PLANNI… Design 401-0000-60185 9,366.25 STALKER RADAR 211503 SPEED LIMIT SIGN AND CARD SET Construction 401-0000-60188 327.31 Fund 401 - CAPITAL IMPROVEMENT PROGRAMS Total: 749,366.94 Fund: 501 - FACILITY & FLEET REPLACEMENT
BMW MOTORCYCLES OF RIV… 211467 07/02/23 - MOTORCYCLE REPAIR A1154 Motorcycle Repair & Mainte… 501-0000-60679 594.30 E&C TOWING INC. 211478 05/12/23 - VEHICLE TOW CHEVY 3500HD Vehicle Repair & Maintenan… 501-0000-60676 150.00 Fund 501 - FACILITY & FLEET REPLACEMENT Total: 744.30
Fund: 502 - INFORMATION TECHNOLOGY
TYLER TECHNOLOGIES 211505 FY 23/24 JUL-MAY ANNUAL SERVICE Prepaid Expense 502-0000-13600 132,215.38 TYLER TECHNOLOGIES 211505 FY 22/23- JUNE ANNUAL SERVICES Software Licenses 502-0000-60301 12,019.62 ACORN TECHNOLOGY SERVI… 211464 SOFTWARE UPGRADES LABOR Consultants 502-0000-60104 562.50 DELL MARKETING LP 211475 COMPUTER REPAIR SERVICES Software Licenses 502-0000-60301 222.93 INTELESYSONE 211485 FY 23/24 PHONE SYSTEM MAINTENANCE Technical 502-0000-60108 16,800.72 INNOVATIVE DOCUMENT SO… 211484 04/01-06/30/23 - COPIER CONTRACT O… Copiers 502-0000-60662 679.00 CANON FINANCIAL SERVICES,… 211470 06/2023 METER USAGE Copiers 502-0000-60662 1,590.96 CANON FINANCIAL SERVICES,… 211470 07/2023 CITY PRINTERS Copiers 502-0000-60662 1,793.99 RINCON CONSULTANTS, INC. 211499 06/2023 - GEOGRAPHIC INFORMATION … Software Licenses 502-0000-60301 7,064.25 VERIZON WIRELESS 211506 06/02-07/01/23 - BACKUP SERVER (2183) Cable/Internet - Utilities 502-0000-61400 66.17 VERIZON WIRELESS 211506 06/02-07/01/23 - CITY IPADS (5587) Cell/Mobile Phones 502-0000-61301 1,273.83 VERIZON WIRELESS 211506 06/02-07/01/23 - CITY CELL SVC (5496) Cell/Mobile Phones 502-0000-61301 3,116.36 MICROSOFT CORPORATION 211491 06/10-07/09/23 - MS AZURE ONLINE SV… Software Licenses 502-0000-60301 749.29 FRONTIER COMMUNICATIO… 211479 07/04-08/03/23 - DSL SVC Cable/Internet - Utilities 502-0000-61400 436.23 NATIX, INC. 211494 APPLE TV FOR WC CONFERENCE ROOM Operating Supplies 502-0000-60420 470.29 34 CLICK HERE to Return to Agenda
Demand Register Packet: APPKT03533 - 07/21/2023 JB
7/24/2023 7:31:59 PM Page 3 of 5
Vendor Name Payment Number Description (Item) Account Name Account Number Amount VERMONT SYSTEMS INC 211507 FY 23/24 MAINTENANCE REC TRAC SOF… Software Licenses 502-0000-60301 6,031.94 Fund 502 - INFORMATION TECHNOLOGY Total: 185,093.46
Fund: 503 - PARK EQUIP & FACILITY FUND
CALIFORNIA COMMERCIAL P… 211469 6/2023 LQ PARK SPLASH PAD RENOVAT… Retention Payable 503-0000-20600 -12,284.50 CALIFORNIA COMMERCIAL P… 211469 6/2023 LQ PARK SPLASH PAD RENOVAT… Parks 503-0000-71060 245,690.00 DESERT ELECTRIC SUPPLY 211476 27 LED LIGHT POLES FOR PARKS Parks 503-0000-71060 98,727.33 Fund 503 - PARK EQUIP & FACILITY FUND Total: 332,132.83 Fund: 601 - SILVERROCK RESORT
LOWE'S HOME IMPROVEME… 211488 06/07/23 - HARDWARE Repair & Maintenance 601-0000-60660 36.02 Fund 601 - SILVERROCK RESORT Total: 36.02
Grand Total: 1,851,865.39
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Demand Register Packet: APPKT03533 - 07/21/2023 JB
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Fund Summary
Fund Expense Amount
101 - GENERAL FUND 261,298.83
202 - LIBRARY & MUSEUM FUND 77,889.05
215 - LIGHTING & LANDSCAPING FUND 245,303.96
401 - CAPITAL IMPROVEMENT PROGRAMS 749,366.94
501 - FACILITY & FLEET REPLACEMENT 744.30
502 - INFORMATION TECHNOLOGY 185,093.46
503 - PARK EQUIP & FACILITY FUND 332,132.83
601 - SILVERROCK RESORT 36.02
Grand Total: 1,851,865.39
Account Summary
Account Number Account Name Expense Amount
101-1001-60137 Community Special Even… 32.63
101-1001-60320 Travel & Training 59.87
101-1002-60351 Membership Dues 65,943.00
101-1004-50252 Annual Wellness Dollar … 12.11
101-1006-60103 Professional Services 297.11
101-2001-60168 School Officer 2,019.86
101-2002-61400 Cable/Internet - Utilities 99.99
101-3002-60107 Instructors 1,336.75
101-3002-60351 Membership Dues 346.38
101-3005-60184 Fritz Burns Pool Mainten… 11,169.80
101-3005-60431 Materials/Supplies 1,388.48
101-3005-60432 Tools/Equipment 100.15
101-3005-60691 Maintenance/Services 2,880.00
101-3007-60151 VGPS - Visit Greater Palm… 166,439.30
101-3008-60431 Materials/Supplies 591.15
101-3008-60432 Tools/Equipment 60.92
101-6004-60111 Administrative Citation … 896.81
101-6004-60320 Travel & Training 330.00
101-6004-60351 Membership Dues 100.00
101-6006-60125 Temporary Agency Servi… 2,887.65
101-7002-60183 Map/Plan Checking 3,185.00
101-7003-60420 Operating Supplies 868.95
101-7003-60432 Tools/Equipment 100.03
101-7006-60146 PM 10 - Dust Control 152.89
202-3004-60667 HVAC 1,408.55
202-3006-60105 Museum Operations 33,751.94
202-3009-60105 Makerspace Operations 42,728.56
215-7004-60143 SilverRock Way Landsca… 11,306.00
215-7004-60431 Materials/Supplies 233,719.21
215-7004-60432 Tools/Equipment 278.75
401-0000-20600 Retention Payable 0.00
401-0000-60103 Professional Services 30,172.50
401-0000-60185 Design 28,033.83
401-0000-60188 Construction 691,160.61
501-0000-60676 Vehicle Repair & Maint… 150.00
501-0000-60679 Motorcycle Repair & Ma… 594.30
502-0000-13600 Prepaid Expense 132,215.38
502-0000-60104 Consultants 562.50
502-0000-60108 Technical 16,800.72
502-0000-60301 Software Licenses 26,088.03
502-0000-60420 Operating Supplies 470.29
502-0000-60662 Copiers 4,063.95
502-0000-61301 Cell/Mobile Phones 4,390.19
502-0000-61400 Cable/Internet - Utilities 502.40
503-0000-20600 Retention Payable -12,284.50
503-0000-71060 Parks 344,417.33
36 CLICK HERE to Return to Agenda
Demand Register Packet: APPKT03533 - 07/21/2023 JB
7/24/2023 7:31:59 PM Page 5 of 5
Account Summary
Account Number Account Name Expense Amount
601-0000-60660 Repair & Maintenance 36.02
Grand Total: 1,851,865.39
Project Account Summary
Project Account Key Project Account Name Project Name Expense Amount **None** **None** **None** 866,872.32
111205CT Construction Expense Dune Palms Bridge Imp/BRLKS-5433(014) 690,833.30 111205P Professional Expense Dune Palms Bridge Imp/BRLKS-5433(014) 1,487.50 111205RP Retention Payable Dune Palms Bridge Imp/BRLKS-5433(014) 0.00 201603P Professional Expense La Quinta Landscape Renovation Improvement1,962.50 201606P Professional Expense Civic Center Campus Lake/Irrigation Conv Improvmnt 350.00 201804E Landscape & Lighting Median Islan… Landscape & Lighting Median Island Improvements 2,220.63 201901P Professional Expense Village Art Plaza Promenade & Cultural Campus 1,575.00 201902P Professional Expense Avenue 50 Bridge Spanning the Evacuation Channel 1,207.50 201905D Design Expense Highway 111 Corridor Area Plan Implementation 28,033.83 201905P Professional Expense Highway 111 Corridor Area Plan Implementation675.00 202008P Professional Expense Avenue 48 Art and Music Line Project 350.00 202102P Professional Expense Fritz Burns Park Improvements 425.00 202108P Professional Expense FY 21/22 PMP Slurry Seal Improvements 500.00 202201P Professional Expense Avenue 50 Pavement Rehab (Wash St to Eisenhower) 5,177.50 202203P Professional Expense Fred Waring Drive Pavement Rehabilitation 8,942.50 202205P Professional Expense Avenue 50 Widening Improvements (Jeff to Madison) 525.00 202206P Professional Expense Village Utilities Undergrounding Project 175.00 202208P Professional Expense Citywide Miscellaneous ADA Improvements 1,675.00 202214P Professional Expense Avenue 52 Pavement Rehabilitation (Madison/Monroe) 1,925.00 202219E La Quinta Splash Pad Renovation La Quinta Splash Pad Renovation 245,690.00 202219RP Retention Payable La Quinta Splash Pad Renovation -12,284.50 202227P Professional Expense Civic Center Activities Promenade 700.00 202230P Professional Expense Cove Trails Parking Lot Improvements 420.00 2223PMPP Professional Expense FY22/23 Pavement Management Plan 2,100.00 2223TMICT Construction Expense FY22/23 Traffic Maintenance Improvements 327.31 Grand Total: 1,851,865.39
*Project codes are generally used to track Capital Improvement Program (CIP) projects, other large public works projects, developer deposits, or city-wide events. Normal operational expenditures are not project coded and, therefore, will report as "none" in this section. 37 CLICK HERE to Return to Agenda
City of La Quinta
Bank Transactions 7/1/2023 – 7/21/2023
Wire Transaction
Listed below are the wire transfers from 7/1/2023– 7/21/2023.

Wire Transfers:
07/05/2023 - WIRE TRANSFER - LANDMARK $163,676.22
07/07/2023 - WIRE TRANSFER - CALPERS $122,138.54
07/07/2023 - WIRE TRANSFER - LQCEA $468.00
07/07/2023 - WIRE TRANSFER - MISSION SQUARE $3,775.00
07/07/2023 - WIRE TRANSFER - MISSION SQUARE $9,987.28
07/10/2023 - WIRE TRANSFER - CALPERS $5,162.45
07/10/2023 - WIRE TRANSFER - CALPERS $16,542.19
07/10/2023 - WIRE TRANSFER - CALPERS $34,603.95
07/11/2023 - WIRE TRANSFER - STERLING HEALTH $1,460.39
07/12/2023 - WIRE TRANSFER - BANK OF NEW YORK MELLOW $1,000,000.00 07/13/2023 - WIRE TRANSFER - MIDAMERICA $15,947.33
07/14/2023 - WIRE TRANSFER - STANDARD OF OREGON $1,737.36 07/21/2023 - WIRE TRANSFER - LQCEA $477.00
07/21/2023 - WIRE TRANSFER - MISSION SQUARE $3,775.00
07/21/2023 - WIRE TRANSFER - MISSION SQUARE $10,201.28
07/21/2023 - WIRE TRANSFER - LANDMARK $231,637.83
TOTAL WIRE TRANSFERS OUT $1,621,589.82
ATTACHMENT 2
38 CLICK HERE to Return to Agenda
City of La Quinta
Purchase Orders 4/1/23 – 6/30/23
Purchase Orders
Listed below are Purchase Orders issued from 4/1/23 – 6/30/23 with a value between $25,000 and $50,000 for City Council’s review.

Vendor P.O Number Amount Purpose
Courtmaster Sports, Inc. 2223-0217 36,000.00 $ FB Park Tennis Court to Pickle Ball Conversion
Downstream Services, Inc. 2223-0218 27,824.00 $ Storm Water Infrastructure Inspection Service
Van Dermyden Makus Law Corporation 2223-0224 49,500.00 $ Workplace Climate Assessment Quick Crete Products Corp 2223-0230 32,605.49 $ Ping Pong & Cornhole for Civic Center Campus
Old Town Artisan Studios 2223-0229 25,000.00 $ FY 22/23 Sponsorship ATTACHMENT 3
39 CLICK HERE to Return to Agenda
40 CLICK HERE to Return to Agenda
City of La Quinta
CITY COUNCIL MEETING: August 1, 2023

STAFF REPORT
AGENDA TITLE: APPROVE AMENDMENT NO. 3 TO SOFTWARE AS A SERVICE AGREEMENT WITH TYLER TECHNOLOGIES INC. FOR FINANCE AND HUMAN

RESOURCES SOFTWARE SERVICES

RECOMMENDATION
Approve Amendment No. 3 to Software as a Service Agreement with Tyler Technologies Inc. for Finance and Human Resources software services.

EXECUTIVE SUMMARY
 In July 2013, the City entered into a five-year agreement with Tyler Technologies Inc. (Tyler) for finance and human resources software services, which is an integral part of the City’s daily operations and is used by all departments.  In September 2018, Amendment No. 1 was executed, extending the agreement for another five-year term through August 31, 2023.
 In October 2021, Amendment No. 2 was executed, for the addition of Tyler Energov permitting and business license software.
 Amendment No. 3 provides a five-year extension expiring August 31, 2028.

FISCAL IMPACT
Funds for year one, of the proposed five-year term extension, are budgeted in the fiscal year (FY) 2023/24 Information Technology Fund, Software Licenses (502-0000-60301).

Amendment No. 3 provides a five-year extension at $93,070 annually. The total cost for the five-year term is estimated to be $465,350; with an additional 10% contingency bringing the total to $511,885.

BACKGROUND/ANALYSIS
In July 2013, following a thorough Request for Proposals and selection process, Tyler Technologies cloud based hosted software was selected as the City’s finance and human resources software platform. The 2013 contract term was for five years with an option to extend for five additional years. In September 2018, Amendment No. 1 was executed, extending the agreement for another five-year term through August 31, 2023.

CONSENT CALENDAR ITEM NO. 4
41 CLICK HERE to Return to Agenda
Amendment No. 2, executed in February 2022, added Tyler Energov permitting and business license software, which was approved in October 2021 following a Request for Proposals selection process.

The City uses Tyler Incode as its financial software to process accounts payables, accounts receivables, purchase orders, general ledger accounting, payroll, capital project accounting, fixed assets, budgeting, and bank/investment reconciliations. The human resources department utilizes the system to onboard and track employment, including benefits. The Design and Development department will use the system for permitting, business licensing, GIS integration, and economic data reporting.

The initial five-year agreement expires in August 2023. Staff has reviewed the contract and conducted an internal assessment and determined that the Payroll Electronic Interface will be removed as the City currently does not have the need for a payroll electronic time clock module.

Amendment No. 3 provides a five-year extension for an estimated annual cost of $93,070, including a 10% contingency to account for potential annual increases or should the City decide to add additional services. The term of the amendment commences on September 1, 2023, and expires on August 31, 2028, automatically renewing for additional one-year terms at current fees, unless terminated in writing. The contract can be terminated in writing at any time without a termination penalty contingent upon a 60-day written notice.

ALTERNATIVES
Council may elect not to approve Amendment No. 3. This is not recommended as this software is an integral part of the City’s daily operations and is used by all departments.

Prepared by: Claudia Martinez, Finance Director
Approved by: Jon McMillen, City Manager
Attachment 1: Tyler Technologies Amendment to Software as a Service Agreement 42 CLICK HERE to Return to Agenda
Amendment 3 to Contract ID# 2013-0142
1 AMENDMENT
This amendment (“Amendment”) is effective as of the date of signature of the last party to sign as indicated below (“Amendment Effective Date”), by and between Tyler Technologies, Inc. with offices at One Tyler Drive, Yarmouth, Maine 04096 (“Tyler”) and the City of La Quinta, California, with offices at 78495 Calle Tampico, La Quinta, California 92253 (“Client”).

WHEREAS, Tyler and the Client are parties to an agreement dated July 24, 2013 (“Agreement”); and WHEREAS, the Term of the Agreement expires August 31, 2023 (“Expiration Date”); THEREFORE, in consideration of the mutual covenants contained herein, Tyler and the Client agree as follows.

1. The following Tyler Software as a Service (SaaS) are hereby removed from the Agreement as of August 31, 2023:
 Payroll Electronic Interface
As of such date, Client’s right to access the above-listed software is terminated, as are Tyler’s obligations to maintain, support, host and update such software.

Client’s annual SaaS fees payment obligation commencing August 31, 2023, is hereby reduced, and reflected in the renewal amounts listed below with respect to the removal of the abovelisted software.

2. SaaS Term. The term of the Agreement is hereby renewed for one (1) year commencing on the day following the Expiration Date (the “Renewal Term”). After the completion of the Renewal Term, the Agreement will renew automatically for additional one (1) year terms at our then-current SaaS Fees unless terminated in writing by either party at least sixty (60) days prior to the end of the then-current term. We will provide you notice of any increase in SaaS Fees no less than sixty (60) days prior to the commencement of the renewal term.

3. SaaS Fees. SaaS Fees shall be prorated from September 1, 2023, through June 30, 2024, in the amount of $77,558.00 and will be invoiced upon the Amendment Effective Date. Thereafter SaaS Fees for the Renewal Term (7/1 – 6/30 of each year) are $93,070.00. SaaS Fees are invoiced annually in advance, beginning on the commencement date of the Renewal Term. Subsequent annual SaaS Fees are invoiced annually in advance, beginning on the anniversary of the initial invoice date.

4. Users. The SaaS fees may be based on an unlimited number of users. 43 ATTACHMENT 1 CLICK HERE to Return to Agenda
Amendment to Contract ID# 2013-0142
2 5. This Amendment shall be governed by and construed in accordance with the terms and conditions of the Agreement.

6. All other terms and conditions of the Agreement shall remain in full force and effect.

IN WITNESS WHEREOF, persons having been duly authorized and empowered to enter into this Amendment hereunto executed this Amendment effective as of the date last set forth below.

Tyler Technologies, Inc. City of La Quinta, CA
By: By:

Name: Name:

Title: Title:

Date: Date:
44 CLICK HERE to Return to Agenda
City of La Quinta
CITY COUNCIL MEETING: August 1, 2023

STAFF REPORT
AGENDA TITLE: APPROVE AMENDMENT NO. 3 TO AGREEMENT FOR CONTRACT

SERVICES WITH INTERWEST CONSULTING GROUP, INC, FOR ON-CALL BUILDING

CODE PLAN REVIEW AND INSPECTION SERVICES, TO INCREASE THE COMPENSATION FOR FISCAL YEAR 2022/23

RECOMMENDATION
Approve Amendment No. 3 to Agreement for Contract Services with Interwest Consulting Group, Inc. for on-call building code plan review and inspection services, increasing the compensation by $55,000 for fiscal year 2022/23; and authorize the City Manager to execute the amendment.

EXECUTIVE SUMMARY
 The City has contracted with Interwest Consulting Group, Inc. (Interwest) for on-call building plan review and inspection services (Services) since 2018, following a Request for Proposals (RFP).
 Due to increased workload and a staffing vacancy, additional funding is needed to meet current building activity reviews and inspections; and on February 21, 2023, Council approved a mid-year budget adjustment of $150,000 to provide the necessary resources to meet demand.
 Amendment No. 3 requests to increase fiscal year (FY) 2022/23 compensation by $55,000.

FISCAL IMPACT
Funds are available in the Building Division Contract Services budget (101-6003-60118) for FY 2022/23 for this increase.

TERM COMPENSATION
Original Agreement 2018-2021 $324,000 per year
Amendment No. 1
Optional 2-Year Term Extension
2021-2023 $324,000 per year
Amendment No. 2
Increase Contract Sum
2022-2023 $116,000 additional
compensation
Amendment No. 3
Increase Contract Sum
2022-2023 $ 55,000 (proposed addition)
TOTAL CONTRACT COMPENSATION FY 2022/23: $495,000
CONSENT CALENDAR ITEM NO. 5
45 CLICK HERE to Return to Agenda

BACKGROUND/ANALYSIS
In June 2018, the City published a RFP for the Services and received nine (9) proposals.

Based on experience and qualifications three firms were selected – HR Green Pacific, Interwest, and Esgil Corporation, and all three firms were recommended to be retained to ensure services would be available when needed.

The City’s contract building plan review and inspection services encompass review of structural design and calculations, construction and occupancy type, means of egress, access and egress for persons with disabilities, electrical and plumbing design, adequate lighting, ventilation and energy conservation, and fire/life safety systems, in compliance with Title 24 California Building Standards Code. These consultants provide specialized expertise in these areas.

On August 7, 2018, Council approved Agreements for Contract Services with all three firms to procure the Services, in an amount not to exceed $324,000 per FY for a threeyear term through June 30, 2021. In June 2021, Amendment No. 1 was executed extending the term of the agreement with Interwest for a two-year term ending June 30, 2023.

Due to increased workload and a staffing vacancy, additional funding is needed to meet current building activity reviews and inspections; and on February 21, 2023, Council approved a mid-year budget adjustment of $150,000 to provide the necessary resources to meet demand.

On June 6, 2023, Council approved Amendment No. 2 to the agreement with Interwest increasing fiscal year 2022/23 compensation by $116,000 for a total not to exceed $440,000.

Staff requests approval of proposed Amendment No. 3 to increase the not to exceed agreement amount for FY 2022/23 by $55,000, for a total not to exceed amount of $495,000 due to the increased workload.

On May 19, 2023, the City published a RFP for the Services; and on June 20, 2023, Council approved new three-year agreements with 4Leaf, Inc., Bureau Veritas North America, Inc., HR Green Pacific, and Interwest Consulting Group, Inc. for these services.

ALTERNATIVES
Council may elect not to approve the Amendment.

Prepared by: AJ Ortega, Building Official
Approved by: Danny Castro, Design and Development Director Attachment: 1. Amendment No. 3 to Agreement for Contract Services 46 CLICK HERE to Return to Agenda
AMENDMENT NO. 3 TO AGREEMENT FOR CONTRACT SERVICES
WITH INTERWEST CONSULTING GROUP, INC.

This Amendment No. 3 (“Amendment 6”) to Agreement for Contract Services ("Agreement”) is made and entered into as of the ___ day of _______ July, 2023, ("Effective Date") by and between the CITY OF LA QUINTA ("City"), a California municipal corporation and INTERWEST CONSULTING GROUP, INC. (“Contracting Party”).

RECITALS
WHEREAS, on or about August 1, 2018, the City and Contracting Party entered into an Agreement to provide On-Call Building Plan Review and Inspection Services, for a total not to exceed amount of $324,000 per fiscal year. The term of the Agreement expired on June 20, 2021 (“Initial Term”); and
WHEREAS, on or about July 1, 2021, the City and Contracting Party executed Amendment No. 1 and mutually agreed to extend the term of the Agreement for Two (2) additional year(s), from July 1, 2021 through June 30, 2023; compensation remained unchanged at $324,000 per fiscal year; and
WHEREAS, on or about June 6, 2023, the City and Contracting Party executed Amendment No. 2 amending Section 2.1 Contract Sum of the Agreement to increase the not to exceed amount for fiscal year 2022/23 by an additional $116,000 due to additional demand for these services based on high workloads; the fiscal year 2022/23 total not to exceed amount is $440,000; and
WHEREAS, City and Contracting Party mutually agree to amend Section 2.1 Contract Sum of the Agreement to increase the not to exceed amount for fiscal year 2022/23 by an additional $55,000 due to additional demand for these services based on high workload; the fiscal year 2022/23 total not to exceed amount is $495,000.

NOW THEREFORE, in consideration of the mutual covenant herein contained, the parties agree as follows:

AMENDMENT
In consideration of the foregoing Recitals and the covenants and promises hereinafter contained, and for good and valuable consideration, the sufficiency and receipt of which are hereby acknowledged, the parties hereto agree as follows:

1. Section 2.1 Contract Sum of the Agreement, is amended to read as follows:

Section 2.1 – Contract Sum of the Agreement. For the services rendered pursuant to this Agreement, Contracting Party shall be compensated in a total amount not to exceed Three Hundred Twenty-Four Thousand Dollars ($324,000) per year for fiscal years ATTACHMENT 147 CLICK HERE to Return to Agenda
2018/19 through 2021/22, and Four Hundred and Ninety-Five Thousand Dollars ($495,000) for fiscal year 2022/23, except as provided in Section 1.7.

2. Exhibit B – Schedule of Compensation is amended to read as listed in attached Exhibit B, incorporated herewith by this reference.

In all other respects, the original Agreement shall remain in effect.

IN WITNESS WHEREOF, the City and Contracting Party have executed this Amendment No. 2 to the Agreement on the respective dates set forth below.

CITY OF LA QUINTA INTERWEST CONSULTING GROUP, INC.
a California municipal corporation
________________________________
JON McMILLEN, City Manager Paul Meschino, President
City of La Quinta, California Interwest Consulting Group, Inc. [email protected]
Dated: ___________________ Dated: ___________________
ATTEST: ________________________________
David Kniff, Assistant Secretary
Interwest Consulting Group, Inc.

[email protected]
Dated: ___________________
MONIKA RADEVA, City Clerk
City of La Quinta, California
APPROVED AS TO FORM:

WILLIAM H. IHRKE, City Attorney
City of La Quinta, California
48 CLICK HERE to Return to Agenda
Exhibit B
Schedule of Compensation
With the exception of compensation for Additional Services, provided for in Section

2.3 of this Agreement, the maximum total compensation to be paid to Contracting Party under this Agreement is Three Hundred Twenty-Four Thousand Dollars ($324,000) per year, for fiscal years 2018/19 through 2021/22, and Four Hundred and Ninety-Five Thousand Dollars ($495,000) for fiscal year 2022/23. Contracting Party expressly acknowledges and agrees that the Contract Sum in this Agreement is the annual aggregate total amount covering this Agreement, that certain Agreement for Contract Services by and between the City and Esgil, and that certain Agreement for Contract Services by and between the City and HR Green Pacific, Inc., of or about even date as this Agreement, such that the Contract Sum as defined herein is the maximum amount available for services provided under all three agreements. The Contract Sum may be paid to Contracting Party in an amount identified in Contracting Party's schedule of compensation attached hereto for work tasks performed and properly invoices by Contracting Party in conformance with Section 2.2 of this Agreement.

Initial Term:

FY 2018/19 – not to exceed $324,000
FY 2019/20 – not to exceed $324,000
FY 2020/21 – not to exceed $324,000
Extended Term:

FY 2021/22 – not to exceed $324,000
FY 2022/23 – not to exceed $495,000
49 CLICK HERE to Return to Agenda
50 CLICK HERE to Return to Agenda
City of La Quinta
CITY COUNCIL MEETING: August 1, 2023

STAFF REPORT
AGENDA TITLE: ADOPT RESOLUTION TO AUTHORIZE CITY PARTICIPATION IN THE COUNTY OF RIVERSIDE’S URBAN COUNTY PROGRAM FOR FEDERAL FISCAL YEARS 2024-25, 2025-26, AND 2026-27

RECOMMENDATION
Adopt a resolution to authorize City participation in the County of Riverside’s Urban County Program for Federal Fiscal Years 2024-25, 2025-26, and 2026-27; approving the Riverside County Cooperation Agreement for Community Development Block Grant Funds, Home Investment Partnership Program, and Emergency Solutions Grant Funds for Federal Fiscal Years 2024-25, 2025-26, and 2026-27; and authorize the City Manager to execute the agreement.

EXECUTIVE SUMMARY
• The County of Riverside (County) is currently in the process of applying for Urban County qualification with the United States Department of Housing and Urban Development (HUD) for Federal Fiscal Years 2023-24, 2024-25, and 2025-26. • For the County to participate and receive program funding for the Community Development Block Grant (CDBG), Home Investment Partnership (HOME), and Emergency Solutions Grant (ESG) programs, the County must qualify as an Urban County.
• As part of the HUD application process, the County must have Cooperation Agreements (Agreement) established with participating cities that cover the Urban County qualification period.
• The City must enter into an Agreement with the County to be eligible to receive CDBG funds and to apply for HOME and ESG program funds.

FISCAL IMPACT
There is no fiscal impact associated with approval of the Agreement. Renewing the City’s agreement with the County would provide a three-year revenue source for eligible CDBG projects.

CONSENT CALENDAR ITEM NO. 6
51 CLICK HERE to Return to Agenda

BACKGROUND/ANALYSIS
The Housing and Community Development Act of 1974 (Act) funds the CDBG program.

The CDBG program provides grants from HUD to local governments to provide adequate housing, suitable living environments, and expansion of economic opportunities to persons of very low, low, and moderate income. The City has participated in the CDBG program since 1983. The County’s Economic Development Agency is in the process of requalifying as an Urban County with HUD, enabling the County to receive annual CDBG, HOME, and ESG program funds. The County acts as the intermediary between HUD and the City in the distribution of CDBG funds.

City participation in the County’s CDBG program automatically allows participation in the HOME and ESG programs. These programs do not require City staff support or funding; the City acts as a liaison by providing program information to interested residents.

Key provisions of the Agreement include:
 City and County are obligated to take all actions necessary to assure compliance with all applicable federal statutes.
 City develops a Community Development Plan for the term of the Agreement.  City must follow the approved Citizen Participation Plan.  City certifies there is no undue influence in the appropriation of granted CDBG funds.
 The City cannot opt out of the CDBG program during the Agreement period.

ALTERNATIVES
Staff does not recommend an alternative.

Prepared by: Julie Mignogna, Management Analyst
Approved by: Bryan McKinney, Public Works Director/City Engineer 52 CLICK HERE to Return to Agenda
RESOLUTION NO. 2023 – XXX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

LA QUINTA, CALIFORNIA, AUTHORIZING THE CITY OF

LA QUINTA TO PARTICIPATE IN THE COUNTY OF
RIVERSIDE’S URBAN COUNTY PROGRAM FOR
FEDERAL FISCAL YEARS 2024-25, 2025-26, AND 2026-27
WHEREAS, the City of La Quinta has elected to participate as unit of local government (Cooperating City) in the County of Riverside’s Urban County Program for Federal Fiscal Years 2024-25, 2025-26, and 2026-27; and WHEREAS, the Cooperation Agreement will allow the County and City to carryout activities which are funded by Community Development Block Grant (CDBG), Home Investment Partnership Program (HOME) funds, and Emergency Solutions Grant (ESG); and
WHEREAS, the Cooperation Agreement will allow the Cooperating City to participate in the Urban County Consolidated Planning Programs.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of La Quinta, California, as follows:

SECTION 1. The Cooperation Agreement between the County of Riverside and the City of La Quinta is hereby approved and enclosed hereto as “Exhibit A” and incorporated by this reference.

SECTION 2. The City Council hereby authorizes and directs the City Manager to execute the Cooperation Agreement on behalf of the City of La Quinta.

PASSED, APPROVED, and ADOPTED at a regular meeting of the La Quinta City Council held on this 1st day of August, 2023, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

53 CLICK HERE to Return to Agenda
Resolution No. 2023 – XXX
Riverside County Urban County Participation for CDBG, HOME, & ESG Adopted: August 1, 2023

Page 2 of 2 ends

________________________
LINDA EVANS, Mayor
City of La Quinta, California
ATTEST:
_________________________
MONIKA RADEVA, City Clerk
City of La Quinta, California
APPROVED AS TO FORM:
___________________________
WILLIAM H. IHRKE, City Attorney
City of La Quinta, California
54 CLICK HERE to Return to Agenda
Cooperation Agreement For CDBG, HOME And ESG Funds 2024-2026

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COOPERATION AGREEMENT

FOR THE COMMUNITY DEVELOPMENT BLOCK GRANT,

HOME INVESTMENT PARTNERSHIPS PROGRAM, AND

EMERGENCY SOLUTIONS GRANT
FOR FISCAL YEARS 2024-25, 2025-26, 2026-27
This Cooperation Agreement for the Community Development Block Grant, HOME Investment Partnerships Program, and the Emergency Solutions Grant for Fiscal Years 2024-25, 2025-26, 2026-27, hereinafter referred to as “Agreement” is made and entered into this ______ day of __________ 2023, by and between the COUNTY OF RIVERSIDE, a political subdivision of the State of California, hereinafter referred to as "COUNTY", and CITY OF LA QUINTA, an incorporated municipality within the geographical boundaries of the COUNTY, hereinafter referred to as "CITY.” City and County individually referred to herein as “Party” and collectively as the “Parties.”

RECITALS
WHEREAS, the Housing and Community Development Act of 1974, as amended (42 U.S.C.A. § 5301 et seq.) (Public Law 93-383), hereinafter called "ACT", provides that Community Development Block Grant funds hereinafter referred to as "CDBG", may be used for the support of activities that provide decent housing, suitable living environments, and expanded economic opportunities principally for persons of low and moderate-income; and WHEREAS, the HOME Investment Partnerships Act program, hereinafter referred to as “HOME,” was enacted as Title II of the National Affordable Housing Act of 1990, for the purposes of: expanding the supply of decent, affordable housing for low and very-low income families with emphasis on rental housing; building State and local capacity to carry out affordable housing programs; and providing for coordinated assistance to participants in the development of affordable low-income housing; and
WHEREAS, the Emergency Solutions Grant, hereinafter referred to as “ESG,” was authorized by the McKinney-Vento Homeless Assistance Act of 1987 and the Homeless Emergency Assistance and Rapid Transition to Housing (HEARTH) Act of 2009. The objectives of the ESG program are to increase the number and quality of emergency shelters and transitional RESOLUTION NO. 2023-XXX, EXHIBIT A
ADOPTED: AUGUST 1, 2023
55 CLICK HERE to Return to Agenda
Cooperation Agreement For CDBG, HOME And ESG Funds 2024-2026

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housing facilities for homeless individuals and families, to operate these facilities and provide essential social services, and to help prevent homelessness; WHEREAS, CDBG regulations require counties to re-qualify as an Urban County under the CDBG program every three (3) years.

NOW THEREFORE, in consideration of the mutual covenants herein set forth and the mutual benefits to be derived there from, the parties agree as follows:

1. GENERAL.
(a). This Agreement gives COUNTY authority to undertake, or assist in undertaking, activities for Fiscal Years 2024-25, 2025-26, and 2026-27, that will be funded from the CDBG, HOME, and ESG programs and from any program income generated from the expenditure of such funds. COUNTY and CITY agree to cooperate, to undertake, or to assist in undertaking, community renewal and lower-income housing assistance activities. COUNTY is qualified as an "Urban County" under the ACT. CITY, by executing this Agreement, hereby gives notice of its election to participate in an Urban County’s Community Development Block Grant (CDBG), Home Investment Partnerships Act (HOME), and Emergency Solutions Grant (ESG) programs, hereinafter referred to as "Urban County Programs". (b). By executing this Agreement, CITY understands that it may not apply for grants from appropriations under the Small Cities or State CDBG Programs for fiscal years during the period in which it participates in the Urban County’s CDBG program, and that CITY may only participate in the HOME program through the COUNTY’S Urban County Programs, not a HOME consortium. The CITY may also apply for HOME funds from the State of California, if permitted by the State.
(c). By executing this Agreement, CITY understands that it may only receive a formula allocation of ESG funds through the COUNTY’S Urban County Programs. The CITY may also apply for ESG funds from the State of California, if permitted by the State.

2. TERM.

The term of this Agreement shall be for three (3) years commencing on July 1, 2024, and expiring on June 30, 2027, unless an earlier date of termination is fixed by U.S. 56 CLICK HERE to Return to Agenda
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Department of Housing and Urban Development, hereinafter called HUD, pursuant to ACT. This Agreement shall automatically renew for participation in successive three-year qualification periods, unless COUNTY and CITY provide written notice it elects not to participate in a new qualification period. In the event of termination, a notice shall be sent to the HUD Field Office.

Notwithstanding the above, the Parties agree that each Party shall adopt amendments to the Agreement incorporating changes necessary to meet the requirement for cooperation agreements set forth in an Urban County Qualification Notice that is applicable for any subsequent three-year urban qualification period and shall submit such amendment to HUD as provide in the Urban County Qualification Notice. The Parties agree that failure to comply shall void the automatic renewal for such qualification periods.

During the term and any successive qualification periods should this Agreement automatically renew, the terms of this Agreement shall remain in effect until the CDBG funds and program income received with respect to activities carried out during the three-year qualification period are expended and the funded activities completed. Furthermore, neither the COUNTY nor the CITY may terminate or withdraw from this Agreement while it remains in effect.

3. PREPARATION OF FEDERALLY REQUIRED FUNDING
APPLICATIONS.

The County of Riverside Housing and Workforce Solutions, subject to approval of COUNTY’s Board of Supervisors, shall be responsible for preparing and submitting to the U.S.

Department of Housing and Urban Development (HUD), in a timely manner, all reports and statements required by the ACT and the Federal regulations promulgated by HUD to secure entitlement grant funding under the CDBG, HOME, and ESG programs. This duty shall include the preparation and processing of COUNTY Housing, Community, and Economic Development Needs Identification Report, Citizen Participation Plan, the County Five-Year Consolidated Plan, One-Year Action Plan, Consolidated Annual Performance and Evaluation Report (CAPER), and other related programs which satisfy the application requirements of ACT and its regulations.

4. COMPLIANCE WITH FEDERAL STATUTES, REGULATIONS AND
OTHER APPLICABLE STATUTES, REGULATIONS AND ORDINANCES.
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(a) COUNTY and CITY will comply with the applicable provisions of the ACT and those Federal regulations promulgated by HUD pursuant thereto, as the same currently exists or may hereafter be amended.
(b) The COUNTY and CITY are hereby obligated to take all actions necessary to assure compliance with COUNTY’s certification regarding affirmatively furthering fair housing pursuant to Section 104 (b) of Title I of ACT, as amended. (c) The COUNTY and CITY are hereby obligated to take all actions necessary to assure compliance with Section 504 of the Rehabilitation Act of 1973 and the Age Discrimination Act of 1975.
(d) COUNTY and CITY will comply with the applicable provisions of the following: National Environmental Policy Act of 1969; Title VI of the Civil Rights Act of 1964 and Title VIII of the Civil Rights Act of 1968; the Fair Housing Act; Title 24 Code of Federal Regulations part 570; Cranston-Gonzales National Affordable housing Act (Public Law 101-625); Executive Order 11063, as amended by Executive Order 12259; Executive Order 11988; the Uniform Relocation Assistance and Real Property Acquisition Policies Act of 1970 (42 U.S.C.§4630, et. seq.); Section 109 of Title I of the ACT and implementing regulations at 24 CFR part 6; the implementing regulations at 24 CFR part 8, Title II of the Americans with Disabilities Act; the implementing regulations at 28 CFR part 35, the Age Discrimination Act of 1975; the implementing regulations at 24 CFR part 136, and Section 3 of the Civil Rights Act of 1963, as amended; and other Federal or state statute or regulation applicable to the use of CDBG, HOME Investment Partnerships Act (enacted as Title II of the National Affordable Housing Act of 1990), and Emergency Solutions Grant funds.
(e) CITY agrees that the Urban County Program funding for activities in, or in support of, the CITY are prohibited if CITY does not affirmatively further fair housing within CITY’S jurisdiction or impedes COUNTY actions to comply with its fair housing certification. (f) CITY and COUNTY shall meet the citizen participation requirements of 24 CFR 570.301 and provide Urban County Program citizens with all of the following:
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i. The estimate of the amount of CDBG funds proposed to be used for activities that will benefit persons of low and moderate-income; ii. A plan for minimizing displacement of persons as a result of activities assisted with CDBG funds and to assist persons actually displaced as a result of such activities;
iii. A plan that provides for and encourages citizen participation, with particular emphasis on participation by persons of low and moderate-incomes, residents of slum and blighted areas, and of areas in which funds are proposed to be used, and provides for participation of residents in low and moderate-income neighborhoods; iv. Reasonable and timely access to local meetings, information, and records relating to the grantee’s proposed use of funds, as required by the regulations of the Secretary, and relating to the actual use of funds under the ACT; v. Provide for public meetings to obtain citizen views and to respond to proposals and questions at all stages of the community development program, including at least the development of needs, the review of proposed activities and review of program performance.

Meeting shall be held after adequate notice, at times and locations convenient to potential or actual beneficiaries, and with accommodation for the disabled. (g). CITY shall develop a community development plan, for the period of this Agreement, which identifies community development and housing needs and specifies both short and long-term community development objectives.
(h). CITY certifies, to the best of its knowledge and belief, that:
i. No Federal appropriated funds have been paid or will be paid, by or on behalf of the CITY, to any person influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress, in connection with the awarding of any Federal contract, the making of any Federal grant, the making of any Federal loan, the entering into of any cooperative agreement, and the extension, continuation, renewal, amendment or modification of any Federal contract, grant, loan or cooperative agreement.
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ii. If any funds other than Federally-appropriated funds have been paid or will be paid to any person for influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress, in connection with this Federal contract, grant, loan, or cooperative agreement, the undersigned shall complete and submit standard Form-LLL, "Disclosure Form to Report Lobbying", in accordance with its instructions.
iii. The CITY shall require that the language provided in Sections 4(e)(i) and 4(e)(ii) of this Agreement be included in the award documents for all sub-awards at all tiers (including subcontracts, sub- grants and contracts under grants, loans, and cooperative agreements) and that all sub-recipients shall certify and disclose accordingly. This certification is a material representation of fact upon which reliance was placed when this transaction was made or entered into.
(iv). In accordance with Section 519 of Public Law 101-144, (the 1990 HUD Appropriations Act), the CITY certifies that it has adopted and is enforcing a policy prohibiting the use of excessive force by law enforcement agencies within its jurisdiction against any individuals engaged in non-violent civil rights demonstrations, and that it has adopted and is enforcing applicable State and local laws against physically barring entrance to, or exit from, a facility or location which is the subject of such non-violent civil rights demonstrations within its jurisdiction.

5. COMPLIANCE WITH POLICY AND PROGRAM OBJECTIVES.

The COUNTY’s Board of Supervisors have adopted policies and procedures to ensure efficient and effective administration of the CDBG, HOME and ESG programs. COUNTY will provide these policies and procedures to CITY within a reasonable time after this Agreement’s commencement date. COUNTY and City agree to comply with these said policies and program objectives and to take no actions to obstruct implementation of the approved 2024-2029 Five Year Consolidated Plan and the subsequent Five Year Consolidated Plan.

6. OTHER AGREEMENTS
Pursuant to Federal regulations at 24 CFR 570.501(b), CITY is subject to the same 60 CLICK HERE to Return to Agenda
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requirements applicable to sub-recipients, including the requirement of a written agreement set forth in Federal regulations at 24 CFR 570.503. For each fiscal year during the term of this Agreement, COUNTY and CITY shall enter into an additional agreement, commonly known as a Supplemental Agreement, that will have a term coinciding with a CDBG Program Year and enumerate the project(s) CITY will implement with its entitlement funds. Said Supplemental Agreement will set forth the time schedule for completion of said project(s) and any funding sources, in addition to entitlement funds, that will be used in completing the project(s). If substantial compliance with the completion schedule, due to unforeseen or uncontrollable circumstances, cannot be met by CITY, the schedule for the project(s) may be extended by COUNTY. If COUNY determines that substantial progress toward drawdown of funds is not made during the term of the Supplemental Agreement, the entitlement funds associated with the project(s) may be reprogrammed by COUNTY, to other activities as determined by COUNTY, after COUNTY provides appropriate written notice to CITY. COUNTY's decision not to extend the completion schedule associated with the project(s), or to reprogram the entitlement funds associated with the project(s), will not excuse CITY from complying with terms of this Agreement.

7. DETERMINATION OF PROJECTS TO BE FUNDED AND
DISTRIBUTION OF ENTITLEMENT FUNDS.

CITY agrees to submit to COUNTY in writing, no later than the date specified by COUNTY prior to each program year, the activities that the CITY desires to implement with its entitlement funds, said designation to comply with statutory and regulatory provisions governing citizen's participation. Said designation is to be reviewed by the COUNTY's Housing and Workforce Solutions to determine that the projects are eligible under Federal regulations for funding and inclusion in the One Year Action Plan of the County’s Five-Year Consolidated Plan and consistent with both Federal and COUNTY policy governing use of Community Development Block Grant (CDBG) funds.

In the event that CITY fails to submit to COUNTY the identified activities that the CITY desires to implement with its entitlement funds by the date specified prior to each program year, the COUNTY may determine the activities to be funded, without consent of the CITY, 61 CLICK HERE to Return to Agenda
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consistent with both Federal and COUNTY policy governing use of Community Development Block Grant (CDBG) funds.

Consistent with Sections 3, 4, 5, 6, and 7 of this Agreement, COUNTY's Board of Supervisors will make the final determination of the distribution and disposition of all CDBG funds received by COUNTY pursuant to the Act.

8. COMMUNITY DEVELOPMENT BLOCK GRANT MANUAL.

CITY warrants that those officers, employees, and agents, retained by it and responsible for implementing projects funded with CDBG have received, reviewed, and will follow the Community Development Block Grant Manual that has been prepared and amended by COUNTY, which Manual is incorporated herein and made a part hereof by this reference.

9. REAL PROPERTY ACQUIRED OR PUBLIC FACILITY
CONSTRUCTED WITH CDBG FUNDS.

When CDBG funds are used, in whole or in part, by CITY to acquire real property or to construct a public facility, CITY shall comply with the National Environmental Policy Act of 1969 (42 U.S.C. § 4321, et seq.), the California Environmental Quality Act (Cal. Pub. Resources Code § 21000, et seq.), the Uniform Relocation Assistance and Real Property Acquisition Policies Act of 1970 (42 U.S.C. § 4630, et seq.), and California Government Code Sections 7260 et seq., as those laws may be amended from time-to-time and any Federal or state regulations issued to implement the aforementioned laws.

In addition, the following is to occur:
(a) Title to the real property shall vest in CITY;
(b) The real property title will be held by or the constructed facility will be maintained by the CITY for the approved use until five years after the date that the project is reported as “Completed” within the annual Consolidated Annual Performance and Evaluation Report
(c) While held by CITY, the real property or the constructed facility is to be used exclusively for the purpose for which acquisition or construction was originally approved by COUNTY;
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(d) CITY shall provide timely written notice to COUNTY of any action which would result in a modification or change in the use of the real property purchased or improved, in whole or in part, with CDBG or HOME funds from that planned at the time of acquisition or improvement, including disposition.
(e) CITY shall provide timely written notice to citizens and opportunity to comment on any proposed modification or change;
(f) Written approval from COUNTY must be secured if the property or the facility is to be put to an alternate use that is or is not consistent with Federal regulations governing CDBG funds;
(g) Should CITY desire during the five (5) year period to use the real property or the constructed facility for a purpose not consistent with applicable Federal regulations governing CDBG funds or to sell the real property or facility, then:
(i) If CITY desires to retain title, it will have to reimburse either COUNTY or the Federal government an amount that represents the percentage of current fair market value that is identical to the percentage that CDBG funds initially comprised to when the property was acquired or the facility was constructed;
(ii) If CITY sells the property or facility, or is required to sell the property or facility, CITY is to reimburse the COUNTY an amount that represents the percentage of proceeds realized by the sale that is identical to the percentage that CDBG funds comprised of the monies paid to initially acquire the property or construct the facility. This percentage amount will be calculated after deducting all actual and reasonable cost of sale from the sale proceeds.

10. DISPOSITION OF INCOME GENERATED BY THE EXPENDITURE
OF CDBG FUNDS.

CITY shall inform COUNTY in writing of any income generated by the expenditure of CDBG funds received by CITY from COUNTY. CITY may not retain program income so generated. Any and all program income shall be returned to the County and may only be used for eligible activities in accordance with all CDBG requirements, including all requirements for citizen participation.
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The COUNTY is required by HUD to monitor and report the receipt and use of all program income. CITY is required to track, monitor, and report any and all program income as requested by COUNTY.

11. TERMINATION.

Except as provided for in Section 2, CITY and COUNTY cannot terminate or withdraw from this Agreement while it remains in effect.

12. NOTICES.

All correspondence and notices required or contemplated by this Agreement shall be delivered to the respective parties at the addresses set forth below and are deemed submitted two days after their deposit in the United States mail, postage prepaid:

COUNTY OF RIVERSIDE CITY OF
Heidi Marshall, Director Jon McMillen, City Manager
County of Riverside HWS City of La Quinta
P.O. Box 1528 78-495 Calle Tampico
Riverside, CA 92502 La Quinta, CA 92253

13. AGREEMENT ADMINISTRATION.

The City Manager in the case of the City of La Quinta, and the Director of Housing and Workforce Solutions, in the case of the County of Riverside, or their designee, shall administer the terms and conditions of this Agreement for their respective city or county.

14. COOPERATION; FURTHER ACT.

The PARTIES shall cooperate fully with one another, and shall take any additional acts or sign any additional documents as may be necessary, appropriate or convenient to attain the purpose of the Agreement.

15. NO THIRD-PARTY BENEFICIARIES.
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This Agreement is made and entered into for the sole protection and benefit of the PARTIES hereto and shall not create any rights in any third parties. No other person or entity shall have any right or action based upon the provisions of the Agreement.

16. SECTION HEADINGS.

The Section headings herein are for the convenience of the PARTIES only and shall not be deemed to govern, limit, modify or in any manner affect the scope, meaning or intent of the provisions or language of this Agreement.

17. FORMER AGREEMENTS UTILIZING COMMUNITY
DEVELOPMENT BLOCK GRANT FUNDS BETWEEN COUNTY AND CITY.

All agreements between CITY and COUNTY regarding the use of CDBG funds for fiscal years 1975-76 through fiscal years 2023-2024, and any Supplemental Agreements there under, shall remain in full force and effect. If the language of this Agreement is in conflict or inconsistent with the terms of any prior said agreements between CITY and COUNTY, the language of this Agreement will be controlling.

18. INDEMNIFICATION
CITY agrees to indemnify, defend, and hold harmless COUNTY and its authorized officers, employees, agents, and volunteers from any and all claims, actions, losses, damages, and/or liability arising from CITY acts, errors or omissions and for any costs or expenses incurred by COUNTY on account of any claim therefore, except where such indemnifications is prohibited by law. CITY shall promptly notify COUNTY in writing of the occurrence of any such claims, actions, losses, damages, and/or liability.

CITY shall indemnify and hold harmless COUNTY against any liability, claims, losses, demands, and actions incurred by COUNTY as a result of the determination by HUD or its successor that activities undertaken by CITY under the program(s) fail to comply with any laws, regulations, or policies applicable thereto or that any funds billed by and disbursed to CITY under this Agreement were improperly expended.

19. COMPLIANCE WITH LAWS AND REGULATIONS.
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By executing this Agreement, the Parties hereby certify that they will adhere to and comply with all Federal, state and local laws, regulations and ordinances.

20. ENTIRE AGREEMENT.

It is expressly agreed that this Agreement embodies the entire agreement of the Parties in relation to the subject matter hereof, and that no other agreement or understanding, verbal or otherwise, relative to this subject matter, exists between the Parties at the time of execution.

21. SEVERABILITY.

Each paragraph and provision of this Agreement is severable from each other provision and in the event any provision in this Agreement is held by a court of competent jurisdiction to be invalid, void, or unenforceable, the remaining provision will never the less continue in full force without being impaired or invalidated in any way.

22. ASSIGNMENT.

CITY shall not make any sale, assignment, conveyance or lease of any trust or power, or transfer in any other form with respect to this Agreement, or delegate or assign any interest in this Agreement without prior written approval of the County.

23. INTERPRETATION AND GOVERNING LAW.

This Agreement and any dispute arising hereunder shall be governed by and interpreted in accordance with the laws of the State of California. This Agreement shall be construed as a whole according to its fair language and common meaning to achieve the objectives and purposes of the Parties hereto, and the rule of construction to the effect that ambiguities are to be resolved against the drafting Party shall not be employed in interpreting this Agreement, all Parties having been represented by counsel in the negotiation and preparation hereof.

24. WAIVER.

Failure by a Party to insist upon the strict performance of any of the provisions of this Agreement by the other Party, or the failure by a Party to exercise its rights upon the default of the other Party, shall not constitute a waiver of such Party’s right to insist and demand strict compliance by the other Party with the terms of this Agreement thereafter. 66 CLICK HERE to Return to Agenda
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25. JURISDICTION AND VENUE.

Any action at law or in equity arising under this Agreement or brought by a Party hereto for the purpose of enforcing, construing or determining the validity of any provision of this Agreement shall be filed in the Superior Court of California, County of Riverside, State of California, and the Parties hereto waive all provisions of law providing for the filing, removal or change of venue to any other court or jurisdiction.

26. AMENDMENTS
No change, amendment, or modification to the Agreement shall be valid or binding upon CITY or COUNTY unless such change, amendment, or modification is in writing and duly executed. CITY and COUNTY agree to adopt any necessary amendments to this Agreement to incorporate changes required by HUD as set forth in the Urban County Qualification Notice.

Amendments must be submitted to HUD as provided in the Urban County Qualification Notice and failure to do so will void the automatic renewal for such qualification period.

27. PROHIBITION OF CDBG FUND TRANSFER
The CITY may not sell, trade, or otherwise transfer all or any portion of the CDBG funds to another such cooperating city, metropolitan city, urban county, or Indian tribe, that directly receives CDBG funds in exchange for any other funds, credits, or non-Federal considerations. CITY must use the CDBG funds for activities eligible under Title I of the ACT.

28. EMERGENCY SOLUTIONS GRANT FORMULA ALLOCATION
CITY acknowledges that while participating in the COUNTY’s Urban County program, CITY can only receive a formula Emergency Solutions Grant (ESG) allocation from the Urban County program and only at such times as authorized by the Board of Supervisors. The CITY and COUNTY may also apply for ESG funds from the State of California, if permitted by the State.

29. HOME INVESTMENT PARTNERSHIP ACT FORMULA

ALLOCATION
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and only at such times as authorized by the Board of Supervisors. The CITY and COUNTY may also apply for HOME funds from the State of California, if permitted by the State.

30. AUTHORITY TO EXECUTE.

The persons executing this Agreement or exhibits attached hereto on behalf of the Parties to this Agreement hereby warrant and represent that they have the authority to execute this Agreement and warrant and represent that they have the authority to bind the respective Parties to this Agreement to the performance of its obligations hereunder.

31. INCORPORATION OF RECITALS
The Parties hereby affirm the facts set forth in the recitals above. Said recitals are incorporated herein and made an operative part of this Agreement.

32. COUNTERPARTS
This Agreement may be executed in multiple counterparts, each of which shall be deemed an original, but all of which, together, shall constitute one and the same instrument. [SIGNATURES ON FOLLOWING PAGE]
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IN WITNESS WHEREOF, the COUNTY and CITY have executed this Agreement on the date shown below.

Date: _______________________

COUNTY OF RIVERSIDE, CITY OF LA QUINTA,
a political subdivision of the a charter city
State of California
BY: ____________________________ BY: _________________________ Heidi Marshall, Director Mayor
Housing and Workforce Solutions
APPROVED AS TO FORM: ATTEST:

Minh C. Tran, County Counsel
BY: ________________________
By: __________________________________ City Clerk
Paula S. Salcido, Deputy County Counsel

APPROVED AS TO FORM:

BY: __________________________
City Attorney
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COUNTY COUNSEL CERTIFICATION
The Office of County Counsel of the County of Riverside hereby certifies that the terms and provisions of this Agreement are fully authorized under state and local law and that the Agreement provides full legal authority for the COUNTY to undertake, or assist in undertaking, essential community development and housing assistance activities specifically urban renewal and publicly assisted housing.

Minh C. Tran
County Counsel
By:

Deputy, Paula S. Salcido
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City of La Quinta
CITY COUNCIL MEETING: August 1, 2023

STAFF REPORT
AGENDA TITLE: AUTHORIZE OVERNIGHT TRAVEL FOR UP TO SIX EMPLOYEES

FROM THE FINANCE AND HUMAN RESOURCES DEPARTMENTS TO ATTEND THE CALPERS EDUCATIONAL FORUM IN LOS ANGELES, CALIFORNIA, OCTOBER 1-4, 2023

RECOMMENDATION
Authorize overnight travel for up to six employees from the Finance and Human Resources departments to attend the CalPERS Educational Forum in Los Angeles, California, October 1-4, 2023.

EXECUTIVE SUMMARY
 CalPERS provides retirement, disability and health benefits for the City and sponsors training programs taught by CalPERS experts.
 Finance and Human Resources work in collaboration to assist employees with benefits program administration, payroll, and reporting requirements.  The Finance and Human Resources divisions seek additional knowledge in the administration of CalPERS benefits and reporting requirements.

FISCAL IMPACT
Estimated expenses are $1,500 per attendee which includes registration, travel, lodging, and meals. Funds are included in the travel and training budget, Finance (Account No. 101-1006-60320) and the travel and training budget, Human Resources (Account No. 101-1004-60320).

BACKGROUND/ANALYSIS
The City provides retirement, disability and health benefits through CalPERS. The annual forum is dedicated to assisting members with the administration of CalPERSrelated responsibilities. In addition, CalPERS Board Members, Directors, and Chief Actuaries attend and participate as keynote speakers, as session instructors, and in one-on-one discussions.

CONSENT CALENDAR ITEM NO. 7
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The CalPERS Educational Forum provides training in reporting and documentation of employee membership, payroll, and service credits; actuarial reporting for unfunded pension obligations; basic and complex scenarios involving separation from service, moving between reciprocal retirement systems, and enrollment of members; working after retirement; reducing agency liabilities; and common audit issues for public agencies.

The City processes payroll for all employees, commissioners, and Council members internally. Human Resources is responsible for administering the City’s benefit plans and ensuring compliance with state and federal laws that apply to benefits and leaves along with assisting Finance with the payroll process. Finance is responsible for verifying and processing payroll. Responsibilities include ensuring accurate reporting of retirement and health benefits to CalPERS, annual California Transparency reporting to the State, processing all quarterly and annual payroll reports to the State and Internal Revenue Service, and ensuring all taxes are paid to the appropriate entities with each payroll period.

In order to keep up with ever-evolving regulatory requirements, attending this educational forum mitigates risk and ensures that the City is keeping up with current workplace challenges and compliance requirements. City staff has not attended this conference since 2019 along with new employees who will be attending this conference for the first time. Since the pandemic, various regulatory requirements have been updated and this year’s conference schedule includes a large number of sessions dedicated to key items in all aspects of finance, payroll, human resources, benefits administration and membership, and leadership and management. Because many of the sessions will overlap, having various staff attend will provide us with the opportunity to focus on these essential sessions, while learning in this interactive environment.

ALTERNATIVES
The Council may elect to reduce the number of attendees or not have anyone attend.

Prepared by: Claudia Martinez, Finance Director
Approved by: Jon McMillen, City Manager
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City of La Quinta
CITY COUNCIL MEETING: August 1, 2023

STAFF REPORT
AGENDA TITLE: DISCUSS REVISIONS TO THE PILLARS OF THE COMMUNITY,

DISTINGUISHED ARTISTS, AND DISTINGUISHED ATHLETES AWARD PROGRAMS

RECOMMENDATION
Discuss revisions to the Pillars of the Community, Distinguished Artists, and Distinguished Athletes award programs.

EXECUTIVE SUMMARY
• La Quinta recognizes residents who have made contributions to the City by honoring them as Pillars of the Community. Residents are also acknowledged as Distinguished Artists if they have used their artistic talents to contribute to La Quinta’s image and Distinguished Athletes if they have served the City in the field of sports.
• Despite efforts to promote the awards, recently there has been a decline in nominations submitted by community members.
• A Subcommittee was formed to evaluate the awards process and assess potential modifications to the City’s recognition programs.
• The Subcommittee met in April 2023, identified opportunities to enhance the awards programs, and are bringing their recommendations to Council for discussion.

FISCAL IMPACT – None.

BACKGROUND/ANALYSIS
Since 1992, La Quinta has recognized residents who have made contributions to the City by honoring them as Pillars of the Community. Residents are also acknowledged as Distinguished Artists and Distinguished Athletes if they have used their artistic talents to contribute to La Quinta’s image or served the City in the field of sports. The City asks residents and/or local schools/organizations to nominate individuals deserving of these honors and has increased efforts to promote the recognition programs, however for the past few years there has been a decline in nominations submitted by community members. Due to the lack of interest in these programs, the Community Services STUDY SESSION ITEM NO. 1
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Commission (Commission) discussed revising the nomination process and enhancing promotional strategies to restore the significance of these honors.

During the June 13, 2022, Commission meeting, a subcommittee was formed and tasked with assessing nomination criteria and potential modifications to the recognition programs. On February 7, 2023, Council appointed Councilmember Fitzpatrick to serve on the Subcommittee. The Subcommittee met on April 5, 2023, and discussed potential changes that may improve participation in the recognition programs. The Subcommittee’s recommended changes include:
• Separate the Pillars of the Community Award from the Senior Inspiration Award (SIA) (SIA recipients will not automatically become Pillars) • Create a Junior/Youth achievement award
• Create a Community Services award
• Eliminate Distinguished Artists and Athletes awards to create a Distinguished Citizen award
• Consider non-residents who have volunteered and/or impacted the City, eligible for the various award categories
• Develop a tiered system of recognition culminating in receiving the Pillars of the Community achievement
• Enhance marketing/promotional efforts to promote the recognition programs • Recognize awards’ recipients at the City Picnic and/or in The Gem, Create a network of community members and past awards recipients to champion and nominate individuals deserving recognition
Prepared by: Michael Calderon, Management Analyst
Approved by: Christina Calderon, Community Services Deputy Director 74 CLICK HERE to Return to Agenda
City of La Quinta
CITY COUNCIL MEETING: August 1, 2023

STAFF REPORT
AGENDA TITLE: DISCUSS MARKETING RECAP FOR FISCAL YEAR 2022/23 AND MARKETING STRATEGIES FOR FISCAL YEAR 2023/24

RECOMMENDATION
Discuss marketing recap for fiscal year 2022/23 and Marketing Strategies for fiscal year 2023/24.

EXECUTIVE SUMMARY
• The 2022/23 marketing recap focused primarily on community engagement to inform La Quinta residents of City events, information, and happenings. • The 2023/24 Marketing Strategies will continue to focus on community engagement, and will also include tourism and economic development marketing. • The City will continue its partnership with the current consultant, Madden Media, for marketing services.

FISCAL IMPACT
Fiscal Year (FY) 2023/24 marketing budget is $725,000, which includes contract services for Madden Media, comprised of account management, media buys, and additional marketing services as detailed below :
• Community Engagement – 50%
• Tourism – 35%
• Economic Development – 15%

BACKGROUND/ANALYSIS
FY 2022/23 strategies focused on stronger community engagement and economic development to inform and educate residents and businesses on various projects, events, updates, and provide consistent messaging in the City. The City partnered with Madden Media on an expansive marketing strategy that focused on business development and engaging with and educating residents.

STUDY SESSION ITEM NO. 2
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FY 2023/24 will continue to focus primarily on community engagement and economic development, and include tourism marketing to reach visitors coming to the area.

ALTERNATIVES – None.

Prepared by: Marcie Graham, Marketing Manager
Approved by: Gilbert Villalpando, Director (Business Unit/Housing Development) 76 CLICK HERE to Return to Agenda
City of La Quinta
CITY COUNCIL MEETING: August 1, 2023

STAFF REPORT
AGENDA TITLE: DISCUSS IMPERIAL IRRIGATION DISTRICT CONTRACT

EXPIRATION AND THE OPTIONS IN MOVING FORWARD THAT ADDRESS AGING EQUIPMENT AND STRESSED POWER GRID; PROVIDE DIRECTION REGARDING THE CITY’S RESPONSE TO THE MARCH 2023 LOCAL AGENCY FORMATION COMMISSION STUDY; AND APPOINT TWO COUNCIL MEMBERS TO FINALIZE THE

COMMENT LETTER

RECOMMENDATION
 Discuss the March 2023 Riverside County and Imperial County Local Agency Formation Commissions (LAFCOs) study exploring “Alternative Government Structures and Alternative Electricity Service Provisions” (Study), and possible comments that should be included in a written response due on August 30, 2023.  Appoint two Council members to finalize the written response (Attachment 1).

EXECUTIVE SUMMARY
• The LAFCOs hired Dopudja & Wells Consulting (Consultant) to review the current conditions of energy service provisions by the Imperial Irrigation District (IID) and requested that stakeholders state what they see as an ideal governance for providing reliable energy service beyond December 31, 2032. • In the Draft Study (Attachment 2), released in March 2023, the Consultant outlined the following two options, with multiple variations, for stakeholders’ consideration with input due in writing by August 30, 2023:

1. IID continues to provide electrical service to the Eastern Coachella Valley (CV) with representation on the current IID Board of Directors (Board), with expansion of the IID jurisdictional boundaries; or create a sub-board of directors representative of CV ratepayers and with decision-making powers.

2. IID transitions electrical service to the CV, and the stakeholders invite another entity to assume responsibility as the power provider for the Eastern CV.

FISCAL IMPACT – None
STUDY SESSION ITEM NO. 3
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BACKGROUND/ANALYSIS
In February 1934, the Coachella Valley Water District (CVWD) and IID entered into a 99- year lease agreement making IID the electrical service provider for the Eastern CV. That agreement expires on December 31, 2032.

The stakeholders in the lease agreement are the Cities of La Quinta, Indio, and Coachella, portions of the Cities of Palm Desert, Rancho Mirage, and Indian Wells, and areas of unincorporated Riverside County.

While IID has been providing electrical service to much of the Eastern CV the past 89 years, IID’s Board is comprised of five officials elected by registered voters within IID’s jurisdiction boundary, which is limited to Imperial County.

Riverside County’s (County) voters are ineligible to serve on IID’s Board or vote in IID’s elections, though the CV represents more than 60% of IID’s energy ratepaying customers.

Increasing population, system reliability, aging infrastructure, capacity limitations, new development, frequent service outages, and questions regarding timely implementation of capital improvements are among concerns that have driven the need for CV stakeholders to have representation on IID’s Board and provide oversight on electrical service matters.

In July 2021, IID formed the Coachella Valley Energy Commission (CVEC) as a result of legislation introduced by then-Assemblymember Chad Mayes, which was later vetoed.

Comprised of elected and at-large representatives of CV energy stakeholders, the Commission’s primary purpose is to determine the energy needs of the greater CV portion served by IID and develop a long-term strategic plan for continued energy service beyond 2032.

On May 1, 2022, Riverside and Imperial LAFCOs and the California State Water Resources Control Board (State Water Board) entered into a $500,000 grant agreement to conduct a Study to evaluate alternative governance structures and alternative electricity services currently provided by IID.

As outlined in Section 3 of the agreement regarding “Study Report,” an Initial Draft Study Report must include: “A conclusion and recommendations section that synthesizes the analysis into an overall recommendation for the most cost effective and efficient implementation scenario for each required option.”
In March 2023, the Consultant published a 159-page draft Study for public comment, which outlines multiple options with variations available to stakeholders in moving forward with a new contract.

The study does not include cost analyses or an overall recommendation for the “most cost effective” scenario. IID staff reported that the financials were not completed in time 78 CLICK HERE to Return to Agenda
to be incorporated into the draft Study. At the July 27, 2023, meeting, CVEC discussed the need for the financials to be incorporated, giving stakeholders critical information needed to make informed decisions for the future of energy services.

In choosing a path for the future, stakeholders must also consider that IID equipment was not designed and planned to handle the growth that has occurred in the CV. Intensified electrification by the current customer base is pushing transmission and substation capacity to the limits.

Overall system capacity is also impacting new development that can’t be served by the current substations and grid. IID’s policy has been to not pay for growth, but for growth and development to pay for itself.

IID has identified that $1.5 billion is currently needed to maintain and improve generation and transmission capability in IID’s service territory. That estimate does not include costs for additional substations needed for growth.

ALTERNATIVES
No alternatives recommended.

Prepared by: Sherry Barkas, Marketing and Communications Specialist Approved by: Jon McMillen, City Manager
Attachments: 1. Draft Letter to Riverside and Imperial LAFCOs

2. March 2023 Draft Study by Dopudja & Wells
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August 2, 2023
Gary Thompson, Executive Officer
Riverside County Local Agency Formation Commission (LAFC0) 6216 Brockton Avenue Suite 111 B
Riverside, CA 92506
[email protected] or [email protected]
Re: Alternative Governance and Electricity Services Study - Imperial Irrigation District Dear Mr. Thompson,
As a stakeholder in the Eastern Coachella Valley area, our residents receive electrical service from Imperial Irrigation District (IID) under a 99-year lease agreement with the Coachella Valley Water District (CVWD), the La Quinta City Council is responding to the March 2023 Draft Alternative Governance and Electricity Services Study – Imperial Irrigation District (Study), done by Dopudja & Wells Consulting.

There are questions that this Study does not answer, starting with cost, as no cost analysis was done even though it was a requirement of the May 1, 2022, agreement between Riverside and Imperial LAFCOs and the California Water Resources Control Board (State Water Board) that provided a $500,000 grant to cover the cost of the study.

As outlined in Section 3 of that agreement regarding “Study Report,” an Initial Draft Study Report must include: “A conclusion and recommendations section that synthesizes the analysis into an overall recommendation for the most cost effective and efficient implementation scenario for each required option.”
To make an informed decision about the future of electrical service for our residents, we need as much information as possible, including transitional cost and time frame, how that is paid for and an estimate of new rates going forward.

The Coachella Valley Energy Commission was informed by IID staff during its July 27, 2023, meeting that the financial reports became available too late to include in the Draft Study.

We would ask that the stakeholders and public be provided those financial reports and that the public comment period be extended for 30-days, to September 30, 2023, because the financial data will no doubt contain critical information needed to decide the best option for our residents in moving forward.

ATTACHMENT 1 80 CLICK HERE to Return to Agenda
We support a government structure that is representative of and inclusive of the Eastern Coachella Valley stakeholders and separate from the current IID board representing Imperial County stakeholders. We prefer a Coachella Valley board that represents the area divided into districts, with board members elected by registered voters of each district.

We would like to see a governance structure that plans for and prioritizes ongoing maintenance of equipment and upgrading of outdated equipment, and the addition of substations as needed to better serve existing ratepayers and new development.

Increasing population, system reliability, aging infrastructure, capacity limitations, new development, frequent service outages, stable costs for ratepayers, and questions regarding timely implementation of capital improvements are among our top concerns and have driven the Coachella Valley stakeholders to request representation and provide oversight on electrical service matters.

Thank you.

Sincerely,
_____________________________ __________________________ Linda Evans, Mayor Steve Sanchez, Mayor Pro Tem
City of La Quinta City of La Quinta
______________________________ __________________________ Kathleen Fitzpatrick, Councilmember John Peña, Councilmember City of La Quinta City of La Quinta
______________________________
Deborah McGarry, Councilmember
City of La Quinta
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PREPARED FOR:

RIVERSIDE AND IMPERIAL COUNTY

LOCAL AGENCY FORMATION COMMISSIONS
ATTACHMENT 2 82 CLICK HERE to Return to Agenda

ACKNOWLEDGEMENTS
Dopudja & Wells gratefully acknowledges the time and effort of officials, staff, local agencies, and all others who contributed to the completion of this report.

Imperial Irrigation District
Enrique Martinez, General Manager
Jamie Asbury, Energy Department Manager
J.B. Hamby, Board of Directors Division 2
James C. Hanks, Former Board of Directors
Division 3
Joanna Hoff, Deputy General Counsel
Geoff Holbrook, General Counsel
Coachella Valley Water District
Jim Barrett, General Manager
Scott Burritt, Director of Service and
Communications
John Powell, Board President Division 3
Twenty-Nine Palms Band of Mission Indians
Anthony Madrigal, Tribal Grants
Administrator
Augustine Band of Cahuilla Indians
Karen Kupcha, Tribal Administrator
Torres-Martinez Desert Cahuilla Indians
Joseph Mirelez, Vice Chairman
Coachella Valley Cities
Philip F. Bettencourt, Commissioner AtLarge, Cities
Steven Hernandez, Mayor, City of Coachella
William Pattison, Former City Manager, City
of Coachella
Dr. Gabriel Martin, City Manager, City of
Coachella
Linda Evans, Mayor, City of La Quinta
Jon McMillen, City Manager, City of La
Quinta
John Pena, City of La Quinta
Chris Escobedo, City of Palm Desert
Gina Nestande, Councilmember, City of
Palm Desert
Waymond Fermon, Mayor, City of Indio
Bryan Montgomery, City Manager, City of
Indio
Alianza Coachella Valley
Nida Ruiz, Environmental Justice Project
Coordinator
Silvia Paz, Executive Director
Leadership Counsel for Justice and
Accountability Eastern Coachella Valley
Mariela Loera, Policy Advocate
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i

TABLE OF CONTENTS
vii
1 1
1 2
3 2. EXECUTIVE SUMMARY .........................................................................

Introduction .....................................................................................

Study Objective ................................................................................

Study Approach and Methodology ...................................................

Summary of Findings ........................................................................

2.1 2.2

2.3 2.4

3. ROLE OF THE LOCAL AGENCY FORMATION COMMISSION .....................

4. OVERVIEW OF ELECTRICAL SERVICE FOR THE COACHELLA VALLEY ..........

History of IID's Extended Service Territory ...........................................

Average Electricity Rate Comparison by Utility Type ..........................

Agreement of Compromise and Hydroelectric Generation ...............

4.1 4.2

4.3 1. REFERENCES ....................................................................................... 4 5

4.3.1 4.3.2
Parties to the Agreement .......................................................

Summary of Conditions ..........................................................

4.4 Imperial Irrigation District Energy Division ..........................................

4.4.1 4.4.2
Governance Structure ............................................................

Jurisdictional Boundary and Extended Service Territory ............

5. ENERGY SERVICE STAKEHOLDERS ........................................................

5.1 Coachella Valley Water District ........................................................ 14 14
14 15
16 16
16 17
18 18
18 18
19 19

5.1.1 5.1.2
Governance ..........................................................................

Jurisdictional Boundary ..........................................................

City of La Quinta ..............................................................................

City of Indio .....................................................................................

City of Coachella ............................................................................

Cove Communities Services Commission .........................................

County of Riverside ..........................................................................

5.2 5.3

5.4 5.5

5.6 5.6.1

5.6.2 State Assembly Representation ...............................................

District Supervisor ...................................................................

5.7 County of Imperial ...........................................................................

5.7.1 5.7.2
State Assembly Representation ...............................................

District Supervisors .................................................................. 8 8
9 10
10 10
12 12
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TABLE OF CONTENTS
22 22
22 23
23 6. UNCERTAIN ENERGY OUTLOOK FOR COACHELLA VALLEY .......................

6.1 Desire for Local Representation and Local Control ...........................

7. UTILITY OWNERSHIP MODELS FOR ELECTRICAL SERVICE .........................

7.1 Investor-Owned Utility .......................................................................

7.1.1 7.1.2

7.1.3 7.1.4

7.1.5 Statutory Authority of an Investor-Owned Utility ........................

Funding for an Investor-Owned Utility ......................................

Role of the California Public Utilities Commission ....................

Factors that Support the Formation of an Investor-Owned Utility .....................................................................................

Factors that could Challenge the Formation of an InvestorOwned Utility .........................................................................

7.3.1 7.3.2

7.3.3 7.3.4

7.3.5 Statutory Authority of a Public Utility District ..............................

Funding for a Public Utility District ............................................

Oversight and Regulation of a Public Utility District ..................

Factors that Support the Formation of a Public Utility District ....

Factors that could Challenge the Formation of a Public Utility District ....................................................................................

Municipal Utilities, Public Utility Districts, and Cooperatives ...............

Public Utility Districts .........................................................................

7.2 7.3

7.4 Electrical Cooperatives ....................................................................

7.4.1 7.4.2

7.4.3 Oversight and Regulation of Cooperative ...............................

Factors that would Support the Formation of a Cooperative ...

Factors that could Challenge the Formation of a Cooperative Twenty-Nine Palms Band of Mission Indians .......................................

Augustine Band of Cahuilla Indians ...................................................

Torres-Martinez Desert Cahuilla Indians .............................................

Cabazon Band of Cahuilla Indians ....................................................

Coachella Valley Association of Governments ...................................

5.8 5.9

5.10 5.11

5.12 Community Choice Aggregators ......................................................

Joint Powers Authority .......................................................................

7.5 7.6

7.6.1 7.6.2

7.6.3 Joint Powers Agreement .........................................................

Joint Powers Agency and Authorities .......................................

Statutory Authority of a Joint Powers Authority .......................... 25 25
26 27
27 28
28 28
26 31
32 32
33 34
34 34
34 35
35 36
36 37
37 37
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TABLE OF CONTENTS

8. STUDY APPROACH AND ANALYSIS ........................................................

8.1 Stakeholder Outreach and Feedback Received ...............................

8.1.1 8.1.2
Electrical Service Questionnaire and Responses ......................

Individual Stakeholder Discussions ...........................................

8.2 Analysis of Alternative Options ...........................................................

8.2.1 Establishing Stakeholder-Driven Foundational Objectives ..........

9. ALTERNATIVE ELECTRICAL SERVICE OPTIONS .........................................

Required Capital Investment Common to all Options ........................

OPTION 1: IID Continues to Provide Electrical Service to the Coachella Valley Territory .................................................................

9.1 9.2

7.6.8 7.6.
9 Factors that could Challenge the Formation of a Joint Powers Authority .................................................................................

Comparison Between a Joint Powers Authority and Public
Utility District ...........................................................................

7.6.4 7.6.5

7.6.6 7.6.7
Funding of a Joint Powers Authority .........................................

Public Financing Authority .......................................................

Oversight and Regulation of a Joint Powers Authority ...............

Factors that would Support the Formation of a Joint Powers Authority ................................................................................. 38 38
38 39
39 39
40 40
40 41
43 43
45 45
46 9.2.1 Alternative Governance Structures for Service Alternative Option No. 1 ......................................................................................

OPTION 2: IID Terminates Electrical Service to the Coachella Valley Territory ............................................................................................

9.3 9.3.1 Alternative Governance Structures for Service Alternative Option No. 2 ......................................................................................

Alternative Options Support Foundation Objectives to Varying Degrees .........................................................................................................

9.4 Suggested Actions Prior to the Expiration of the Agreement of Compromise .....................................................................................

9.5 46
49 49
52 57
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iv
4-1 2020 CENSUS POPULATION ESTIMATES FOR CITIES IN THE COACHELLA VALLEY 4-2 RIVERSIDE COUNTY COMMUNITIES THAT RECEIVE ELECTRICITY SERVICE FROM IID 4-3 IID ENERGY DIVISION BUDGET SUMMARY BY MAJOR CATEGORY 9-1 AMERICAN PUBLIC POWER ASSOCIATION GOVERNANCE SURVEY: TYPE OF GOVERNING BODY 9-2 AMERICAN PUBLIC POWER ASSOCIATION GOVERNANCE SURVEY: AUTHORITY OF GOVERNING BODY 4-1 CITIES LOCATED IN THE COACHELLA VALLEY
4-2 IID JURISDICTIONAL BOUNDARY AND EXTENDED ELECTRIC SERVICE TERRITORY 5-1 COACHELLA VALLEY WATER DISTRICT JURISDICTIONAL BOUNDARY 5-2 COACHELLA VALLEY CITIES AND CITY SPHERE OF INFLUENCE 5-3 IMPERIAL COUNTY RENEWABLE ENERGY OVERLAY
5-4 IMPERIAL COUNTY SUPERVISOR DISTRICTS
5-5 TRIBAL NATIONS IN THE COACHELLA VALLEY
7-1 OVERVIEW OF MAJOR TYPES OF UTILITY STRUCTURES
7-2 INVESTOR-OWNED UTILITY OWNERSHIP MODEL
7-3 INVESTOR-OWNED UTILITY GOVERNANCE STRUCTURE
7-4 LOCATION OF IOU’S IN CALIFORNIA
7-5 MUNICIPAL UTILITY DISTRICT OWNERSHIP MODEL
7-6 PUBLIC UTILITY DISTRICT GOVERNANCE STRUCTURE
7-7 COOPERATIVE OWNERSHIP MODEL
7-8 COMMUNITY CHOICE AGGREGATOR’S GOVERNANCE STRUCTURE
9-1 ALTERNATIVE GOVERNANCE EVALUATION MATRIX

LIST OF TABLES

LIST OF FIGURES
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v
APPENDIX A: ASSEMBLY BILL 1021
APPENDIX B: 1934 AGREEMENT OF COMPROMISE

AB ASSEMBLY BILL

ACT LOCAL GOVERNMENT REORGANIZATION ACT

AD ASSEMBLY DISTRICTS

APPA AMERICAN PUBLIC POWER ASSOCIATION

BCPA BOULDER CANYON PROJECT ACT

CAISO CALIFORNIA INDEPENDENT SYSTEM OPERATOR

CCA COMMUNITY CHOICE AGGREGATORS

CCSC COVE COMMUNITIES SERVICES COMMISION

CEPC CALIFORNIA ELECTRIC POWER COMPANY

CFC COOPERATIVE FINANCE CORPORATION

CIP CAPITAL IMPROVEMENT PROGRAM

CFD COMMUNITY FINANCE DISTRICT

CO-OP ELECTRIC COOPERATIVE

CPUC CALIFORNIA PUBLIC UTILITIES COMMISSION

CV COACHELLA VALLEY

CVAG COACHELLA VALLEY ASSOCIATION OF GOVERNMENTS

CVEC COACHELLA VALLEY ENERGY COMMISSION

CVWD COACHELLA VALLEY WATER DISTRICT

LIST OF APPENDICES

LIST OF ABBREVIATIONS AND ACRONYMS
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vi
LIST OF ABBREVIATIONS AND ACRONYMS (CONT.)

CWC CALIFORNIA WATER CODE

EPA ENVIRONMENTAL PROTECTION AGENCY

ESP ELECTRIC SERVICE PROVIDERS

IID IMPERIAL IRRIGATION DISTRICT

IOU INVESTOR-OWNED UTILITY

JFA JOINT FINANCING AUTHORITY

JPA JOINT POWERS AUTHORITY

LAFCO LOCAL AGENCY FORMATION COMMISSION

MW MEGAWATTS

NRECA NATIONAL RURAL ELECTRIC CO-OP ASSOCIATION

O&M OPERATION AND MAINTENANCE

PFA PUBLIC FINANCING AUTHORITY

PUD PUBLIC UTILITY DISTRICT

REA RURAL ELECTRIFICATION ADMINISTRATION

REOZ RENEWABLE ENERGY OVERLAY ZONE

RUS RURAL UTILITY SERVICES

SB SENATE BILL

SCAG SOUTHERN CALIFORNIA ASSOCIATION OF GOVERNMENTS

STUDY ALTERNATIVE GOVERNANCE STRUCTURES AND ALTERNATIVE ELECTRICITY SERVICE PROVISION STUDY

SWRCB STATE WATER RESOURCE CONTROL BOARD

WECC WESTERN ELECTRICITY COORDINATION COUNCIL
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vii

REFERENCES
American Public Power Association. April 2021. Public Power Governance Survey California Publicly Owned Utilities. 16th Edition, 2022. Energy Efficiency in California’s Public Power Sector
California Community Choice Association. 2021. Model Practice Guide California State Legislature, Senate Local Government Committee. August 2007. A Citizen’s Guide to Joint Powers Agreements
Legislative Analyst Report. June 2001. Compare and Contrast: Municipal Power Authorities and Municipal Utility Districts
American Public Power Association. 2016. Public Power for your Community, Local control, Local priorities. A stronger local economy.

Regulatory Assistance Program. March 2011. Electricity Regulations In the US: A Guide Rocky Mountain Institute. 2018. Navigating Utility Business Model Reform California Special District Association. 2020. Special District Laws Reference Guide California Public Utilities Commission. March 2001. Standard Practice U-62-W: Formation of Water Districts in California
California State Legislature, Senate Local Government Committee. October 2010, Fourth Edition. A Citizen’s Guide to Special Districts in California: What’s so Special about Special Districts?
California Department of Finance. Various. Legislative Analysis: Finance Bill Analysis Imperial Irrigation District. November 2016. Strategic Plan Imperial Irrigation District. October 2021. Service Area Plan 90 CLICK HERE to Return to Agenda
viii
Imperial Irrigation District. August 2021. 2021 Annual Report Imperial Irrigation District. August 2021. Coachella Valley Energy Commission: August 5, 2021 Board Meeting Package: IID Coachella Valley Energy Service Background.

United States Census Bureau. 2022. Quick Facts by City
United States Department of the Interior: Indian Affairs. Various. Bureau of Indian Affairs Record Rolls
Clean Power Alliance. January 2021. Southern California Association of Governments Energy and Environment Committee: 2021 Energy Industry Trends Find Energy. 2022. Rate Summary for Energy Providers
Enerdynamics. Energy Knowledge Base. Investor-owned utility California Globe. April 2022. Creating a Joint Powers Authority in Legislation.

BBK Law. January 2016. The Ins and Outs of Joint Powers Authorities in California California Municipal Utilities Association. Resources. What is a Publicly Owned Utility.

California Publicly Owned Utilities. 2021. The California Public Owned Utility Advantage.

REFERENCES
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SECTION 2

EXECUTIVE SUMMARY
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The following effort was developed in accordance with
the Riverside and Imperial Local Agency Formation
Commissions special studies contract for the
development of an “Alternative Governance Structures
and Alternative Electricity Service Provisions: Imperial Irrigation District”, sponsored by the California State Water Resources Control Board, Study Grant Agreement No.

D2118003.

2.1 Introduction
Imperial Irrigation District (IID) was established in 1911 pursuant to the Irrigation District Law (California Water Code sections 20500 et. Seq.). Over the years, the district has expanded its services to become the primary
electricity provider for Imperial County, as well as portions of Riverside and San Diego counties. The jurisdictional boundary, or legal boundary for IID encompasses all
Imperial County. The District also provides electricity service to areas outside of their jurisdictional boundary to customers in the cities of Indio, Coachella, La Qunita, and portions of Palm Desert, Rancho Mirage, Indian Wells and several communities in unincorporated areas of the
Coachella Valley, located in Riverside County.

Since 1943, IID has been providing electricity service to areas outside of its jurisdictional boundary. Today, IID is responsible for an annual operating budget of
approximately $520 million, managing and operating
over 1.2 gigawatts of energy generation facilities and
power purchases, 20 megawatts of energy storage
facilities, 1,800 miles of energy transmission lines, over 125 substations, and approximately 6,150 miles of
distribution lines across a 6,800 square mile service
territory.

IID’s Board of Directors is comprised of five officials who are elected by registered voters from geographic
divisions within the district’s jurisdiction boundary, which is limited to Imperial County. Since the IID’s jurisdictional boundary does not extend into Riverside County,
Riverside County registered voters are ineligible to serve on IID’s Board of Directors, nor are they able to vote in IID elections. Over the years, conditions have changed, and the electrical service requirements have evolved for IID’s Coachella Valley electrical service territory.

Increasing population, system reliability, aging
infrastructure, capacity limitations, new development,
frequent service outages, and questions regarding timely implementation of capital improvements are among the
top concerns and has driven the desire for Coachella
Valley stakeholders to obtain representation on IID’s
Board and provide oversight on electrical service
matters.

With the expiration of the 1934 Agreement of
Compromise nearing, local officials have begin to weigh options and discuss the outlook of electricity service and ability for the Coachella Valley to obtain local
representation on electrical service matters. Today, the Coachella Valley service territory of IID represents over 60 percent of IID’s ratepaying population.
1 Options for providing continued publicly and/or
independent system operator owned and managed
electrical service in perpetuity to Imperial Irrigation District electrical service area customers both prior to and after, the expiration of the 99-year lease for
power rights made between the Imperial Irrigation
District and the Coachella Valley Water District in
1934.

2.2 Study Objective
The scope of the Study is to evaluate potential alternative electrical service governance structures for stakeholders’ consideration, specifically concerning IID’s extended
electrical service territory in the Coachella Valley. The Study provides an analysis of alternative options for future governance, including proportional representation of
Riverside County electricity customers being served by IID and options for future electrical service provision by
alternative utility structures, in the case IID desires to terminate service pursuant to the conditions of the 1934 Agreement of Compromise.

Goal and Objective: The Study is to review the current
conditions relative to the electricity service provisions provided by the Imperial Irrigation District and address the following requirements:

EXECUTIVE SUMMARY
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Options for alternative governance structures that
would extend voting rights to registered voters
residing within the Imperial Irrigation District’s electrical service area, allowing for proportional representation
on a governing board that will have primary
jurisdiction on all electrical service matters. Any
findings will not affect the water service area
boundaries or water rights management, which
remain the sole responsibility of IID's current board of directors.

The Study focuses on identifying a variety of utility
ownership and governance structures that policy makers
and stakeholders can consider when evaluating the
current IID electricity service structure and provisions for the Coachella Valley service territory. To ensure
maximum benefit in both service territories, the Study
established foundational objectives to aid in the review and consideration of alternative options.
2 EXECUTIVE SUMMARY
Considering an
alternative
governance
structure is
typically shaped
by:

Electrical Service Operations
Will the entity have complete
control over electrical services
(i.e vertically integrated) or
specific utility functions?
Public Policy Approach
What level of representation
and oversight is desired and
how does this align with the
proposed electrical service
model?
Type of Ownership Model
Will the proposed entity
acquire and own electrical
facilities and assets?
Regulatory Approach
Will the entity be responsible
for achieving state mandates
and initiatives?

2.3 Study Approach and Methodology
The Study is based on an extensive review of background documents, including IID’s 2018 Integrated Resources
Plan, Service Area Plan, and material presented at the
Coachella Valley Energy Commission (CVEC). The
primary source of information for the development of the Study and alternative options was obtained through
discussions conducted with key stakeholders as part of
the study’s outreach effort.

Identify practical alternatives to enable stakeholders
to further develop and advance implementation.

Determine foundational differences between service
and governance structure options.

Highlight the interaction between the level of utility
responsibility and the corresponding degree of
representation, i.e. the degree of representation
would be equivalent to the amount of control and
market risk of the proposed utility.

Assess each alternative option against criteria that
has been established by local stakeholders.

Over the course of developing the Study, extensive
stakeholder outreach was conducted and included
individual discussions with IID staff, CVWD, Cities within the Coachella Valley, Tribal Nations, Riverside and Imperial Counties, and a general session with over ten different local government and special interest groups. Additional information about key stakeholders who played a vital
role in the development of the evaluation criteria can be found in Section 5. As indicated, stakeholder discussions established foundational objectives that provide insight to how well each alternative option performs against the status quo and stakeholder interests. This approach
defined criteria based on stakeholder input and provides for a locally calibrated set of criteria that can be used to evaluate and compare alternative options. More
information on foundational objectives can be found in
Section 8.

Several attempts over the years, including AB 854
introduced in 2019, have been unsuccessful in providing representation for Coachella Valley customers. In
attempt to address this, the Study will:

After stakeholders determine the appropriate service and governance approach, the next task is to determine
roles, responsibilities, and rights for the alternative option under consideration. The scope of this Study is limited to only identifying alternative service and governance
structures for the Coachella Valley service territory.
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3 EXECUTIVE SUMMARY
Structure Easy to Implement: Proposed structure
should require a limited amount of coordination to
implement the proposed service and/or governance
structure, including legal, financial, and legislative
complexity as compared to status quo.

Ability to Achieve Vertically Integrated Utility Status:

Structure that could allow for the complete oversight
and governance of all electrical service provisions
associated with generation, transmission, and
distribution. A utility ownership structure that could be expanded to provide the greatest regulatory control

2.4 Summary of Findings
Section 9 presents the findings of this Study. The
conclusion as to whether IID should continue to serve as the electrical service provider for the Coachella Valley territory depends on the analysis of how well the
proposed alternative options match the appropriate
scale and ambitions within the service territory,
stakeholder needs, and potential to improve the status
quo.

To determine which alternative option best suits the
needs of the Coachella Valley, stakeholders must first
identify the desired roles, responsibilities, and rights for the potential service and governance option. The alternative option that aligns most effectively with the desired
electrical service responsibilities could likely be selected and pursued. Since existing regulations and underlying
objectives within the service territory may vary,
stakeholders could likely have differing perspectives on which option is more suitable for implementation.

Based on the findings, there are several alternative
service and governance options that support many of
the foundational objectives. To further this finding, each stakeholder will need to determine which of the
established foundational objectives are most important
when deciding which alternative option to consider. For example, among the alternative options that support
many of the foundational objectives, the following
foundational objectives are supported to varying
degrees.

Ability to Adapt to Future Changes and
Responsibilities: Structure that can be modified to
align with future changes in the members roles and
responsibilities of utility ownership and/or governance. and monopoly over all aspects of electricity services
provisions.

If the desire among the Coachella Valley stakeholders is to pursue an alternative option which can be flexible and adapt going forward, then the alternative service and
governance options which support the above
foundational objectives should be further developed and pursued. Please refer to Figure 9-1 for the alternative options evaluation matrix which evaluates the proposed
alternative options against each of the foundational
objectives.
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SECTION 3

ROLE OF THE LOCAL AGENCY

FORMATION COMMISSION
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4 ROLE OF THE LOCAL AGENCY FORMATION COMMISSION
The Riverside County Local Agency Formation
Commission (Riverside LAFCO) and the Imperial County
Local Agency Formation Commission (Imperial LAFCO)
are jointly referred to as the Riverside and Imperial
LAFCOs throughout this document. The Riverside and
Imperial LAFCOs are responsible for conducting periodic reviews of public service providers per to the CorteseKnox-Hertzberg Local Government Reorganization Act of 2000 (Act). Under the Act, each LAFCO is required to
initiate and make studies of existing governmental
agencies, including, but not limited to, studies to
determine each local agency’s maximum service area
and service capacities.

In September 2021, Assembly Bill 1021 (AB 1021, Mayes.

Imperial Irrigation District) was introduced and ultimately vetoed. However, because state funding was included
as part of 2021 Budget Act, the study referenced in AB
1021 was allowed to proceed. Thus, the study
parameters included in AB 1021 established the scope
and basis of evaluation for the proposed study. In
response, the Riverside and Imperial LAFCO’s were
selected to conduct and publish a joint study regarding options for providing continued publicly owned and
managed electrical service to the Imperial Irrigation
District’s electrical service area. Further, this joint study is to evaluate existing electrical service provisions, and to evaluate alternative governance structures that would
provide for proportional representation on a governing
board with primary jurisdiction over electrical service matters for IID electricity customers located in the
Coachella Valley. In response to this requirement, the
Riverside and Imperial LAFCOs initiated the preparation of an “Alternative Governance Structures and Alternative Electricity Service Provision” study (Study).

The Riverside and Imperial LAFCOs are responsible for
providing notice and distributing materials relating to this Study; interested parties can find more information at the respective LAFCO websites.

Public hearings will be held during review process and
prior to the release of the final Study, and the public review period will allow all stakeholders, the Riverside and Imperial LAFCOs, and the general public to review and
provide comments on the Public Draft Study. The public
review period will commence when the Study is
submitted by LAFCO, currently anticipated for March 31, 2023, and extend to August 30, 2023. A Final Study is
expected to be completed by November 30, 2023.
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SECTION 4

OVERVIEW OF ELECTRICAL SERVICE

FOR THE COACHELLA VALLEY
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5 City Population (2020 census)
Indio 89,137
La Quinta 37,558
Coachella 41,941
Rancho Mirage 16,999
Indian Wells 5,463
Palm Desert 51,163
Palm Springs(1) 44,575
Desert Hot Springs(1) 32,512
Cathedral City(1) 51,493
Notes:
(1) Located in Coachella Valley, but not within IID's
extended electrical service territory.

OVERVIEW OF ELECTRICAL SERVICE FOR THE COACHELLA VALLEY The Coachella Valley, situated in the Colorado Desert of California, spans from the Salton Sea to Riverside County in the northwest. It extends southeast from the San
Gorgonio Pass to the northern shoreline of the Salton Sea, encompassing portions of Imperial County. It is bounded by the San Bernardino and Little San Bernardino
Mountains on the northeast, and by the San Jacinto and
Santa Rosa Mountains on the southwest. Within
Coachella Valley, there are nine incorporated cities and several unincorporated communities. According to the
2020 Census, the total population for the Coachella
Valley was 370,135 individuals. The population is
summarized by incorporated area in Table 4-1 below. An
overview of cities located in the Coachella Valley and
incorporated areas is presented on Figure 4-1.

TABLE 4-1 – 2020 CENSUS POPULATION

ESTIMATES FOR CITIES IN THE COACHELLA VALLEY
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6 OVERVIEW OF ELECTRICAL SERVICE FOR THE COACHELLA VALLEY FIGURE 4-1: CITIES LOCATED IN THE COACHELLA VALLEY
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7 Riverside County Communities that Receive Electricity Service from IID City of Indio Indio Hills District Community
City of La Quinta Mecca District Community
City of Coachella Sky Valley District Community
City of Rancho Mirage Thermal District Community
City of Indian Wells Thousand Palms District Community
City of Palm Desert Bermuda Dunes District Community
City of Desert Hot Springs Cabazon Band of Mission Indians Torres-Martinez Band of Cahuilla Indians Twentynine Palms Band of Mission Indians Augustine Band of Cahuilla Indians

OVERVIEW OF ELECTRICAL SERVICE FOR THE COACHELLA VALLEY The Coachella Valley is also home to several unincorporated areas and towns including Cabazon, Bermuda Dunes, and Thousand Palms, which are located in the east end of the valley. The northern part of the valley includes Indio Hills, Sky Valley, North Palm Springs, and Garnet. In the southeast, there are Thermal, Vista Santa Rosa, Oasis, and Mecca. The native Cahuilla tribe is represented in the area by the Cabazon Band of Mission Indians, Twentynine Palms Band of Mission Indians, Augustine Band of Cahuilla Indians, and the Torres-Martinez Band of Cahuilla Indians, all of whom have reservations in the region.

The portion of IID’s service territory in the Coachella Valley encompasses customers in several cities, as well as a number of communities located in unincorporated areas of Riverside County, also including Salton Sea, North Shores, Chiriaco Summit, and Joshua Tree National Park. A summary of communities located in Riverside County that receive electrical service from IID is provided in Table 4-2 below.

TABLE 4-2 – RIVERSIDE COUNTY COMMUNITIES THAT RECEIVE ELECTRICITY SERVICE FROM IID 101 CLICK HERE to Return to Agenda
8 OVERVIEW OF ELECTRICAL SERVICE FOR THE COACHELLA VALLEY

4.1 History of IID’s Extended Service
Territory
IID was established in 1911 pursuant to the Irrigation
District Law (California Water Code sections 20500 et
seq.). Throughout the 1920’s, the source of power to
Imperial County was approximately 400 miles away at
hydroelectric installations in Northern California. Due to the long distance from power sources and high line
losses, the district faced high electric rates which made it less competitive compared to other areas in California.

In response, IID investigated the potential for developing hydroelectric power.

In 1928, the U.S. Congress enacted the Boulder Canyon
Project Act (BCPA), which authorized the construction of a dam on the Colorado River to control the river and
preserve its waters. The Act also authorized the creation of the Hoover Dam and the construction of the AllAmerican Canal, a canal system that would deliver Colorado River water to the Imperial and Coachella
Valley areas. During this time, both the IID and the
Coachella Valley Water District (CVWD) – described in
more detail in the section that follows, were separately negotiating independent contracts with the United States for the construction of the canal and repayment of costs to bring water to the region. The BCPA was primarily
related to water issues, but also allowed for the
Department of Interior to contract for hydroelectric power generation opportunities on the canal.

The United States recognized the potential for
hydroelectric power and that it could be used as a way
to repay canal construction costs. Realizing the potential, the United States granted all hydroelectric generation
opportunities on the canals to IID and CVWD, in
exchange for a repayment agreement that would
provide “net proceeds” received from power operations
to the United States for the repayment of construction
costs.

In 1936 the IID entered the electric power business for Imperial County during the construction of the AllAmerican Canal. IID anticipated that hydroelectric power generated from the All-American Canal would
enable them to set power rates considerably lower than
their competitors. During this time, Congress authorized construction of the All-American Canal to Coachella
Valley. Negotiations with the United States for repayment contracts also required the determination of water and
power rights for IID and CVWD. The terms of the 1934
Agreement of Compromise between IID and CVWD
granted IID first rights to water delivered through the AllAmerican Canal and a 99-year lease on all power rights CVWD had on the canal. To compensate CVWD for the
power rights lease, IID agreed to pay a percentage of its power operation’s “net proceeds” to CVWD. In return, the CVWD authorized IID to provide electricity service to the Coachella Valley. Section 4.3 provides a detailed
overview of the 1934 Agreement of Compromise.

Customer Charge (Schedule D) = $9.60 per month
fixed charge
Energy Cost Adjustment-NonRenewable (Schedule
ECA) = $0.0383 per Kilowatt-Hour
Based on the previous 12 months of actual costs
Energy Cost Adjustment-Renewable (Schedule ECAR) = $0.0019 per Kilowatt-Hour Based on the previous 12 months of actual costs
Public Benefit Charge (Schedule PBC) = 2.85%
surcharge based on total monthly charge
California Energy Surcharge = $0.00030 per KilowattHour

4.2 Average Electricity Rate
Comparison by Utility Type
For reference and to establish a baseline electric rate for comparison, the following section compares average IID
residential electricity rates to neighboring utilities. Rates are provided for IID, an Investor-owned Utility, and a
Municipally Owned Utility. As shown, IID electricity rates for residential service are competitive and additional
information on can be found on IID’s website
(www.iid.com/energy/rates-regulations/rates).

Based on a February 2023 billing, the average electric
residential service cost is approximately $0.1715 per
Kilowatt-Hour and includes the following components:
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9 OVERVIEW OF ELECTRICAL SERVICE FOR THE COACHELLA VALLEY Imperial Irrigation District: $0.1616 per Kilowatt-Hour Investor-Owned Utility (Southern California Edison):
$0.2513 per Kilowatt-Hour
Municipal Owned Utility (Riverside Public Utilities):
$0.1695 per Kilowatt-Hour
The following provides a residential rate comparison
based on 2020 average rates and charges for various
energy providers and utility structures.

The California Public Utilities Commission (CPUC)
approved an adjustment to the service boundary
between IID and CEPC as part of the acquisition.

According to California Water Code sections 22115
through 22124, irrigation districts may provide and sell electric power outside their boundaries. To facilitate the acquisition of CEPC facilities in Coachella Valley, CVWD agreed to deliver 80 percent of all electricity customers in Coachella Valley to IID.

Today, this area is known as IID’s “District Coachella
Service Territory”. The areas serviced under service
agreements include the cities of Indio, Coachella, La
Quinta, and portions of Palm Desert, Rancho Mirage,
Indian Wells, and several communities in unincorporated areas in the Coachella Valley, located in Riverside
County. Today, approximately 60 percent of IID’s
electricity customers reside outside of IID’s jurisdictional boundary and are located in the Coachella Valley
service territory. Furthermore, growth in this area of
Riverside County continues to outpace Imperial County.

A map of IID’s electrical service territory is shown on Figure 4-2.

4.3 Agreement of Compromise and
Hydroelectric Generation
To facilitate the construction of the All-American Canal and the repayment of associated construction costs,
both IID and CVWD negotiated independent contracts
with the United States. In 1932, the IID and the United States executed a contract for the construction of the
canal. The agreement granted IID exclusive rights to all power generation opportunities created on the canal
system, not reserved by the United States. The
agreement also required the CVWD service territory to
annex into IID, or the United States would forgo the
development and construction of the canal system to
the Coachella Valley area. However, CVWD contested
the requirement by the United States and initiated a
series of negotiations to finalize the contract. Eventually, the United States mandated that the parties resolve their differences to avoid impeding the construction and
repayment of the proposed canal system.

On February 14, 1934, the IID and CVWD resolved their
differences and signed an Agreement of Compromise,
allowing the project to move forward and execute
separate contracts with the United States. On October
15, 1934, CVWD executed a contract with the United
States for the construction of the Coachella branch with similar conditions included in IID’s contract for the AllAmerican Canal.

In 1936, IID entered the power business in Imperial
County and later expanded their service territory by
purchasing electrical facility assets in the Coachella
Valley from the California Electric Power Company
(CEPC) in 1943.

All-American Canal construction, 1937
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10 OVERVIEW OF ELECTRICAL SERVICE FOR THE COACHELLA VALLEY Stipulated the term of the agreement to be 99 years,
through December 31, 2033.

Allowed IID to lease CVWD’s power right opportunities
along the canal over the term of the agreement.

Authorized CVWD to execute an independent
contract with the United States for the All-American
Canal without being annexed by IID.

Gave IID priority Colorado River rights over CVWD.

Authorized IID to sell electricity in CVWD’s territory.

Restricted CVWD’s ability to compete in power sales
with IID.

Called for IID to serve power in the Coachella Valley
for 99 years and to administer electric rates no
greater than those charged by IID to Imperial County
customers.

Required CVWD to provide signed contracts
representing 80 percent of CVWD’s water customers
to IID.

Granted IID control of all power opportunities along
the All-American Canal.

Required IID to pay eight percent of “net proceeds”
annually from its power system to CVWD to settle
water right disputes and combine and coordinate
power rights for benefit of both service territories.

4.3.1 Parties to the Agreement
Signed in 1934, the Agreement of Compromise was
executed to ratify the allocation of water priorities
between the IID and CVWD. The agreement stipulated
that CVWD would lease its power generation
opportunities to IID for a period of 99 years, ending on December 31, 2033, in exchange for certain conditions
as specified in the agreement.

4.3.2 Summary of Conditions
The 1934 Agreement of Compromise provided that the
CVWD would lease their power rights over the term of the agreement to IID, providing IID the exclusive right to
operate, manage, develop, and control the use, sale,
and generation of electricity as related to the AllAmerican Canal. Below is a summary of conditions included as part of the agreement.

4.4 Imperial Irrigation District Energy
Division
The IID headquarters is in the City of Imperial,
approximately 120 miles east of San Diego and directly
to the north of the United States and Mexico International border in Imperial County. IID is a public entity formed pursuant to the Irrigation District Law (California Water Code sections 20500 et. Seq.) and is responsible for
providing irrigation water and energy services to
customers within its district boundaries and, through
service contracts, to customers outside of its district boundaries.

After discovering the potential from hydroelectric
generation along the All-American Canal, IID entered the power industry in 1936. Today, IID serves electricity to more than 150,000 customers in Imperial County, as well as parts of Riverside and San Diego counties. Initially, IID’s power customers were served electricity from a diesel
generation plant in Brawley. Shortly after, with the
purchase of the CEPC in 1943, IID expanded its electrical service area to include the Coachella Valley.

Today, IID manages an annual electric operating
budget of approximately $520 million and operates over

1.2 gigawatts of energy generation facilities and power purchases, 20 megawatts (MW) of energy storage
facilities, 1,800 miles of energy transmission lines, over 125 Substations, and approximately 6,150 miles of
distribution lines across a 6,800 square mile service
territory.
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11 IID Energy Division
2022
Projected
Actual
2023 Budget 2024 Budget
Revenue and Funding
Residential $300,393,800 $310,940,200 $312,089,900
Agricultural $11,222,500 $11,650,900 $11,701,400
Commercial $217,301,200 $225,438,000 $226,352,700
Industrial $3,157,200 $3,279,100 $3,332,900
Lights $2,486,500 $2,566,400 $2,582,900
Public Authorities $10,065,500 $10,430,700 $10,466,500
Interdepartmental $2,587,500 $2,599,600 $2,599,600
Public Benefit Charge $15,658,000 $16,158,700 $16,222,000 Interest Income $(2,971,703) $3,000,000 $3,500,000
Public Benefit Fund $2,852,900 $2,615,100 $2,615,100
Capital Contributions $18,867,800 $91,603,600 $54,023,900 Capital Loans $8,357,103 $9,893,700 $32,184,200
Cert. Of Participation
Proceeds $0 $44,386,800 $71,661,600
Other Income $49,345,600 $40,894,000 $46,261,500
Total Revenue and
Funding $639,323,900 $775,456,800 $795,594,200
Expenditures
Purchased Energy $334,689,300 $339,668,400 $338,837,900 Operations and
Maintenance $148,086,000 $165,778,100 $168,409,600
General and
Administration $19,315,300 $19,639,400 $20,021,200
Energy Capital Projects $81,925,855 $181,859,200 $171,595,600 Support Services
Capital Projects $16,677,445 $26,966,200 $49,454,100
Transmission Rate
Credits $1,600,000 $1,873,200 $1,800,000
Other Operating
Expenses $(3,600,000) $(2,600,000) $(3,900,000)
Debt Service $40,630,000 $42,272,300 $49,375,800
Total Expenditures $639,323,900 $775,456,800 $795,594,200 Imperial Irrigation District 2023 Budget Plan, November 1, 2022.

Public Benefit Charge is based on 2.85% surcharge per Schedule PBC
Notes:

1. 2.

OVERVIEW OF ELECTRICAL SERVICE FOR THE COACHELLA VALLEY All-American Canal Hydroelectric Generation: 32 MW
Palo Verde Nuclear Generating Station: 14 MW
USBR Parker Davis Project: 32.6 MW
Yucca Steam Plant: 70 MW
IID Thermal Generation Plants: over 592 MW
Power Purchases: approximately 460 MW
A summary of IID’s operating budget for their energy
division is provide in Table 4-3. IID is not a member of the California Independent System Operator (CAISO). As a
separate Balancing Authority, it must be self-sufficient in providing reliable energy services under extreme events and is regulated by the Western Electricity Coordination Council (WECC). Below is an overview of the types of
generation facilities constructed and managed by IID to deliver electricity to their customers.

According to the 2018 Energy Integrated Resources Plan, electricity usage, or demand for IID’s service territory in 2018 was recorded as 1,125 megawatts. Based on IID’s
latest projections, electricity usage is expected to
increase by approximately 25 percent by 2035, with
peak demand estimated to reach 1,395 megawatts.

These estimates account for planned energy
conservation programs and services that IID intends to
implement, which will reduce the total demand required
from generation facilities and power purchase contracts.

IID currently serves approximately 159,000 residential, commercial, and industrial customers. Of this, about
61,900 customers, or 39 percent, reside within IID’s
current jurisdictional boundary. The remaining customers, approximately 97,100 customers, or 61 percent, reside in the Coachella Valley, outside of IID’s legal jurisdictional boundary and their political divisions for IID Board of Director elections. Population projections prepared by IID and the Southern California Association of Governments
(SCAG) indicate that growth in the Coachella Valley
service territory is expected to outpace population
growth in Imperial County. Details regarding estimated
service area population projections can be found in IID’s 2020 Service Area Plan (Section III.B, Table G-4).

TABLE 4-3 – IMPERIAL IRRIGATION DISTRICT ENERGY

DIVISION BUDGET SUMMARY BY MAJOR CATEGORY
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12 OVERVIEW OF ELECTRICAL SERVICE FOR THE COACHELLA VALLEY IID’s Mission Statement
The Imperial Irrigation District is a fiscally responsible public agency whose mission is to provide reliable,
efficient, and affordably priced water and energy
service to the communities it serves.

IID’s Vision Statement
The Imperial Irrigation District will protect the Imperial Valley’s water rights and energy balancing authority,
deliver the highest level of customer service and
maintain system reliability for the sustained benefit of the regional economy, the environment and the
communities it serves in a fiscally responsible manner.

4.4.1 Governance Structure
IID is governed by an elected five-member Board of
Directors, who are responsible for overseeing the district’s operations, policies, and finances. The members of the
Board are elected by registered voters from the
geographic divisions in which they reside with a general manager appointed by the Board to manage the dayto-day operations. All the district political divisions are located within Imperial County, but not coterminous with Imperial County. Customers in the Coachella Valley are
currently unable to participate in IID Board elections.

The IID has two primary operational departments, the
Water Department and the Energy Department. Each
department is overseen by the general manager’s
Executive Office and supported by four additional
service departments: General Services, Information
Technology, Finance and Human Resources. The IID
Board of Directors is apprised and supported by the
Executive Department, including Administration Services, which handles matters related to government affairs, real estate and risk management.

4.4.2 Jurisdictional Boundary and Extended
Service Territory
IID’s jurisdictional boundary was amended by the BCPA
of 1928 and the BCPA Agreement of 1932. Their
jurisdictional boundary, also known as legal boundary, is entirely contained in the Imperial County, but not
coterminous with Imperial County. In 1943, IID executed a purchase and sales agreement with CEPC. After the
sales agreement was approved by the CPUC, IID was
allowed to provide energy service to areas outside of its legal boundary and into Riverside and San Diego
counties. IID’s jurisdictional boundary and extended
electrical service territory is presented in Figure 4-2. 106 CLICK HERE to Return to Agenda
13 FIGURE 4-2: IID JURISDICTIONAL BOUNDARY AND EXTENDED ELECTRIC SERVICE TERRITORY 107 CLICK HERE to Return to Agenda
SECTION 5

ENERGY SERVICE STAKEHOLDERS
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This section will introduce key stakeholders involved in the development of the Study. Although there were
additional stakeholders involved as part of the Study’s outreach, the following stakeholders were identified by the Riverside and Imperial County LAFCOs and are
members of the Coachella Valley Energy Commission
(CVEC). Feedback and supplemental materials provided
by stakeholders during outreach is further described in Section 8.1. This includes responses to the Study’s
electrical service questionnaire and input received
during the individual stakeholder discussions.

The CVEC was created by IID in response to Assembly Bill 1021. The Commission is tasked with providing
immediate and diverse local representation by
Coachella Valley stakeholders in IID’s extended electrical service territory. The Commission is tasked with
developing a long-term strategic plan for continued
energy service to the Coachella Valley following the
2033 expiration of the 99-year lease between the CVWD
and IID.

5.1 Coachella Valley Water District
Established under the provisions of the California Water Code, Coachella Valley Water District (CVWD), previously known as Coachella Valley County Water District, was
organized in 1918 as a County Water District. The district's jurisdiction now spans approximately 640,000 acres,
primarily located in Riverside County, but also
encompassing areas in northernly Imperial and
northeastern San Diego Counties.

CVWD has evolved into a multi-faceted agency that
delivers irrigation and domestic water, collects and
recycles wastewater, provides regional storm water
protection, replenishes the groundwater basin and
promotes water conservation. CVWD does not provide
electrical operations or service to its customers and is currently under a service agreement with IID per the
1934 Agreement of Compromise.

Domestic/drinking water treatment and distribution
Irrigation water importation and distribution
Wastewater collection and treatment
Recycled water distribution
Groundwater management
Regional stormwater and flood protection
CVWD’s primary fields of service include:
14 ENERGY SERVICE STAKEHOLDERS
Prior to 1943, the CEPC served as the primary electrical service provider for the Coachella Valley. Subsequently, CVWD entered into a partnership with IID to assume the
responsibility of providing electrical services to the region, while acknowledging the advantages of securing
hydroelectric power. According to the conditions of the 1934 Agreement of Compromise, CVWD is restricted
from competing with IID on electrical service operations and sales through December 31, 2033. Although CVWD
participates, the district is not a member of the CVEC.

CVWD Mission Statement
To meet the water-related needs of the people through
dedicated employees, providing high quality water at a
reasonable cost.

5.1.1 Governance
CVWD is a special district established by the state
legislature and certified by the State on January 16,
1918. CVWD is governed by a five-member Board of
Directors elected to 4-year terms by district voters. Each director represents one of five divisions of the district and are elected at-large by all voters. CVWD policies are
regulated by several state and federal agencies,
including the State Water Resources Control Board,
California Department of Public Health, and the
California and United States Environmental Protection
Agencies.
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15 Because the District is a government agency and not a private company, it is not regulated by the Public Utilities Commission.

5.1.2 Jurisdictional Boundary
CVWDs jurisdictional boundary encompasses the Coachella Valley and extends into Imperial County, southeast from the San Bernardino Mountains to the Salton Sea. The CVWD jurisdictional boundary and corresponding service area is shown in Figure 5-1.

ENERGY SERVICE STAKEHOLDERS
FIGURE 5-1: COACHELLA VALLEY WATER DISTRICT JURISDICTIONAL BOUNDARY 110 CLICK HERE to Return to Agenda

5.2 City of La Quinta
The City of La Quinta, situated in Riverside County, is a growing, premier desert resort destination recognized for its exceptional golf resorts. The governing body of the city, the La Quinta City Council, comprises five members and is led by Mayor Linda Evans. Mayor Evans is currently serving her third term in the position. The La Quinta City Council is responsible for formulating and implementing city legislation and policy-making. The City Council is responsible for appointment of the City Manager and the City Attorney. It serves as the Board of Directors for the Financing Authority. In addition, the Council serves as the legislative authority for the La Quinta Lighting and
Landscaping District.

The City of La Quinta is the southern most city in the
Coachella Valley. The city is bordered by the City of
Indian Wells on the northwest and by the City of Indio on the northeast. It is surrounded by the Santa Rosa
mountain range on all other sides. The location of the
City of La Quinta within IID’s electrical service boundary and their sphere of influence is shown in Figure 5-2 A
sphere of influence is a planning boundary outside of an agency’s legal boundary (such as the city limit line) that designates the agency’s probable future boundary and
service area. The estimated population, as of 2021, is
38,000 and the city is a member of the CVEC.

5.3 City of Indio
The City of Indio, situated in Riverside County, is the largest and fastest growing city in Coachella Valley best known for several large music festivals. The city was
originally founded as a railroad outpost but transitioned into a agricultural hub and is now the sole producer of dates in the United States, yielding 41.4 million pounds of dates each year.

The governing body of the city includes an elected City Council and City Manager, consisting of five elected
members and a Council appointed City Manager. Each
year, a new Mayor is selected by the Council, currently the Council is led by Mayor Oscar Ortiz.

The Indio City Council is responsible for formulating and implementing city legislation, policy-making, and
overseeing the City Budget. The City Council is the
legislative body for the City, Public Financing Authority and Redevelopment Agency.

The City of Indio is located on the eastern side of
Coachella Valley, bordered by the city of La Quinta on
the southwest and the city of Coachella on the
southeast. The location of the City of Indio within IID’s electrical service boundary and their sphere of influence is shown in Figure 5-2. A sphere of influence is a planning boundary outside of an agency’s legal boundary (such
as the city limit line) that designates the agency’s
probable future boundary and service area. The
estimated population, as of 2021, is 90,000 and the city is a member of the CVEC.

5.4 City of Coachella
The City of Coachella, situated in Riverside County, was first settled by J.L. Rector in 1989 when he came to the area to establish a mesquite terminal. Additional
settlement in the area began after he and his brother L.B Rector tapped into an artesian water well in 1900.

The governing body of the city includes an elected City Council and City Manager, consisting of five elected
members and a Council appointed City Manager. All
five members of the City Council are elected by the
residents, with general Council Members serving fouryear terms and the mayor serving two-year terms.

Currently the Council is led by Mayor Steve Hernandez.

The Coachella City Council is responsible for formulating and implementing city legislation, conducting public
hearings, analyzing public issues, and managing city
finances as well as general city operations.

The City of Coachella is located on the most
southeastern edge of Coachella Valley. The location of
the City of Coachella within IID’s electrical service
boundary and their sphere of influence is shown in Figure 5-2.
16 ENERGY SERVICE STAKEHOLDERS
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17 A sphere of influence is a planning boundary outside of an agency’s legal boundary (such as the city limit line) that designates the agency’s probable future boundary and service area. The estimated population, as of 2021, is 43,000 and the city is a member of the CVEC.

5.5 Cove Communities Services Commission
The Cove Communities Services Commission (CCSC) was established by City of Rancho Mirage, the City of Palm Desert and the City of Indian Wells to provide coordinated fire, police, and paramedic services. The Commission, comprised of six elected council members, two from each city, holds quarterly meetings. Hosting and administrative duties are annually rotated among the cities. Although each city now individually contracts for public safety services, the CCSC are actively engaged in regional programs and initiatives that affect all three cities.

The estimated population for the cities included under the CCSC, as of 2021, is approximately 74,500 and the CCSC is a member of the CVEC. Individual city population projections can be found in Table 4-1.

ENERGY SERVICE STAKEHOLDERS
FIGURE 5-2: COACHELLA VALLEY CITIES AND CITY SPHERE OF INFLUENCE 112 CLICK HERE to Return to Agenda

5.6 County of Riverside
Riverside County was formed in 1893 from parts of San
Bernardino and San Diego Counties. These two territorial components comprise over 7,300 square miles. Its early
years were tied to agriculture, but other industries soon took hold and contributed to the county's rapid growth.

The governing body of the County is the Board of
Supervisors. There are five separate districts based on population and other factors within the county. The Board of Supervisors is the governing body of the County,
certain special districts and the Housing Authority. The Board enacts ordinances and resolutions, adopts the
annual budget, approves contracts, appropriates funds,
determines land use zoning for the unincorporated
areas, as well as appoints certain County officers and
members of various boards and commissions.

Riverside County is located north of San Diego and
Imperial Counites and south of San Bernardino County.

Riverside County’s eastern neighbor is the State of
Arizona, and its western neighbor is Orange County. The estimated population, as of 2021, is 2.5 million, making Riverside the fourth largest county in California by
population. This population estimate is for the entire
County, which extends beyond the boundary of the IID
Coachella Valley electrical service territory. Individual population estimates for the cities located in Riverside County, which receive electrical service from IID are
shown in Table 4-1. The County of Riverside is a member of the CVEC.

5.6.1 State Assembly Representation
Riverside County is represented by six Assembly Districts (AD), AD 36, AD 47, AD 58, AD 60, AD 63, and AD 71. The two AD’s of interest for this study are AD 36 and AD 47.

Eduardo Garcia (D) is the current Assembly member of
AD 36, representing Riverside County cities, Imperial
County communities, and San Bernardino communities.

He is the chair of the Water, Parks, and Wildlife
Committee and serves on several other committees
such as Appropriations, Communications and
Conveyance, and Utilities and Energy. Greg Wallis (R) is the current Assembly member of AD 47, representing
Riverside County cities, including the City of La Quinta.

He assumed office in December 2022 and is currently
serving his first term as Assemblyman

5.6.2 District Supervisor
The Riverside County Board of Supervisors consists of five separate districts. The district which oversees the Study area is the Fourth District. The Fourth District is the largest district in Riverside County by area. The Fourth District covers the eastern two-thirds of the County including the cities of Blythe, Cathedral City, Coachella, Desert Hot Springs, Indian Wells, Indio, La Quinta, Palm Desert, Palm Springs and Rancho Mirage. The current supervisor for the Fourth District is Supervisor V. Manuel Perez.

The Fourth District also includes a number of district
communities, each with its own distinct assets and issues.

Ten of these communities are sufficiently large and
active that the Board of Supervisors has established a
Community Council to advise the Board of a wide variety of concerns that arise within the community. While they are strictly advisory in nature, the voice of the councils is heard by both the Board and other important entities
such as the County Planning Commission. The Fourth
District includes Bermuda Dunes, Desert Edge, Indio Hills, Mecca-North Shore, Sky Valley, Thermal-Oasis, Thousand
Palms, and Vista Santa Rosa district communities.

5.7 County of Imperial
Imperial County encompasses seven cities and eight
unincorporated communities across 4,284 square miles.

It was established in 1907 from portions of San Diego
County. The county has a strong agricultural heritage,
producing half of the nation's winter vegetables and
abundant renewable resources such as geothermal,
wind, and solar. It also offers various recreational
activities including the Imperial Sand Dunes Recreation Area, the Sonny Bono Salton Sea National Wildlife Refuge, and frequent community events.
18 ENERGY SERVICE STAKEHOLDERS
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Although geographically ninth largest county in
California, Imperial County is the smallest of the nine counties in Southern California based on population
estimates.

The governing body of the County is the Board of
Supervisors. The Board of Supervisors is the governing
body of the County, certain special districts and the
Housing Authority. The Board enacts ordinances and
resolutions, adopts the annual budget, approves
contracts, appropriates funds, determines land use
zoning for the unincorporated areas, as well as appoints certain County officers and members to various boards
and commissions.

Imperial County is underway with establishing and
implementing a renewable energy overlay zone. These
are areas where the County’s General Plan is
encouraging renewable energy development. The
renewable energy overlay zone is concentrated in areas
that the County has determined to be the most suitable
for developing renewable energy facilities while
minimizing the impact to other established uses. The
overlay zones cover approximately 201,000 acres and
can accommodate a range of technologies. Figure 5-3
provides an overview of the proposed renewable energy
overlay zone.

Imperial County is located on the most southeastern
border of California. Imperial County’s northern neighbor is Riverside County, its Western neighbor is San Diego
County, its Eastern neighbor is the State of Arizona, and its southern neighbor is Mexico. The estimated
population, as of 2021, is 180,000 and the majority of
this area is within IID’s jurisdictional boundary. The County of Imperial is a member of the CVEC.

5.7.1 State Assembly Representation
Imperial County is represented by AD 36. Eduardo
Garcia (D) is the current Assembly member of AD 36,
representing Riverside County cities, Imperial County
communities, and San Bernardino communities.
19 5.7.2 District Supervisors
The Imperial County Board of Supervisors consists of five separate districts as shown on Figure 5-4. The Chairman of the Board is Supervisor Ryan E. Kelly of the Fourth
District.

ENERGY SERVICE STAKEHOLDERS
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20 FIGURE 5-3: IMPERIAL COUNTY RENEWABLE ENERGY OVERLAY ZONE 115 CLICK HERE to Return to Agenda
21 FIGURE 5-4: IMPERIAL COUNTY SUPERVISOR DISTRICTS
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5.8 Twenty-Nine Palms Band of Mission
Indians
The Twenty-Nine Palms Band of Mission Indians are a
Chemehuevi people who are a federally recognized
tribe whose reservation is located near the City of
Twentynine Palms and the City of Coachella, California.

In 1975, President Gerald Ford signed legislation
recognizing the land and the tribe. The Twenty-Nine
Palms Reservation was established by the Executive
Order of 1895 in Twentynine Palms and was expanded in
1979 with an additional parcel in Coachella, California.

Today, the Tribe has established business enterprises and governmental operations on its sovereign lands, with
Spotlight 29 Casino and the Tribal Government Offices
near the City of Coachella, and Tortoise Rock Casino
near the town of Twentynine Palms. The Tribe provides
employment to over 700 people, contributes to the
community through charitable contributions, and
supports the Tribe’s government operations and
programs. The Tribe strives to ensure a solid economic
foundation for future generations by investing diverse
and strategic business ventures within its reservation
boundaries and the neighboring regions for selfresiliency. The Tribe is a member of the CVEC and a general overview of where the Tribe is located is shown on Figure 5-5.

5.9 Augustine Band of Cahuilla Indians
The Cahuilla People are known to be the first known
inhabitants of the Coachella Valley. They have lived in the Coachella Valley and surrounding mountains for over 3,000 years. The Cahuilla can be generally divided into three groups based on the geographical region in which
they lived: Desert Cahuilla, Mountain Cahuilla and
Western (San Gorgonio Pass) Cahuilla. The Augustine
Band of Cahuilla Indians are Desert Cahuilla and are one of a total of nine Cahuilla Indian nations. The other eight are: Torres-Martinez Desert Cahuilla Indians, Cabazon
Band of Mission Indians, Agua Caliente Band of Cahuilla Indians, Morongo Band of Mission Indians, Cahuilla Band of Mission Indians, Ramona Band of Cahuilla Indians,
Santa Rosa Band of Mission Indians and Los Coyotes
Band of Cahuilla Indians.

The Tribe has established a successful business
enterprise, with the opening of the Augustine Casino in the City of Coachella. Since its opening, Augustine
Casino has been a growing business in the East Valley
providing nearly $200 million in total salaries and wages which have gone directly back into the local economy.

The Tribe also has existing power purchase agreement
with IID and considering expanding their current
operations, to assist in the development of renewable
energy or creation of micro-grids. The Augustine Band of Cahuilla Indians is dedicated to shaping a lasting
legacy, today, and for many future generations. The
Tribe is a member of the CVEC and a general overview
of where the Tribe is located is shown on Figure 5-5.

5.10 Torres-Martinez Desert Cahuilla
Indians
The Cahuilla People are known to have inhabited the
Martinez Canyon since the early 1800’s. In May of 1876, an Executive Order by Present Ulysses S. Grant created
the Torres and Martinez reservations and combined them
in 1891. The Tribe is governed by constitution and bylaws adopted by the general membership.

The Tribe also manages and operates Red Earth Casino
and is considering to expand their current operations. The Tribe also has an existing power purchase contract with IID and is interested in expanding this part of their
portfolio to assist in the development of renewable
energy. Torres-Martinez Desert Cahuilla Indians’ vision is to create opportunities in education, economic
development, social services and other aspects of life for its tribal members and employees to become
productive citizens and neighbors, thus creating a more harmonious community. The Tribe is a member of the
CVEC and a general overview of where the Tribe is
located is shown on Figure 5-5.
22 ENERGY SERVICE STAKEHOLDERS
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23 5.11 Cabazon Band of Cahuilla
Indians
Over three thousand years ago, long before the United
States, the Cahuilla People called the Coachella Valley and surrounding areas their home. The Cabazon
reservation was formally recognized in 1867 and gained
national attention under the Supreme Court case
California v Cabazon. The Cabazon Band of Cahuilla
Indians, formerly known as the Cabazon Band of Mission
Indians, is a federally recognized tribe of Cahuilla
Indians, located in Riverside County, California. The tribe has a population of approximately 806 members and is
located northwest of the Twenty-Nine Palms Reservation.

The Tribe has established a successful business enterprise by owning and managing the Fantasy Springs Resort
Casino and several other dining venues throughout the
city. The Tribe is a member of the CVEC and a general
overview of where the tribe is located is shown on Figure 5-5.

5.12 Coachella Valley Association of
Governments
The Coachella Valley Association of Governments
(CVAG) is a regional planning agency which coordinates
government services within the Coachella Valley. The
three major planning departments within CVAG are:
administration, energy and environmental, and
transportation. The Administrative Department is
responsible for overseeing administrative operations and managing the Coachella Valley Housing First program.

The Energy & Environmental Department advocates for
the sustainable use of natural resources and protecting the natural heritage in the Coachella Valley. The
Transportation Department is responsible for the regional transportation program and the Coachella Valley Link
and Coachella Valley Sync programs. CVAG currently
has 15 members, including City of Coachella, Cathedral
City, Desert Hot Springs, Indian Wells, Indio, La Quinta, Palm Desert, Palm Springs, Rancho Mirage, County of
Riverside, and Tribal Nations.

ENERGY SERVICE STAKEHOLDERS
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24 FIGURE 5-5: TRIBAL NATIONS IN THE COACHELLA VALLEY
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SECTION 6

UNCERTAIN ENERGY OUTLOOK FOR

COACHELLA VALLEY
120 CLICK HERE to Return to Agenda
25 Uncertainty whether IID’s low and competitive rates
are sustainable.

Frustration with system capacity limitations
hampering economic development.

Uncertain electrical service outlook for Coachella
Valley due to aging facilities and capacity limitations.

Unclear if facilities are properly maintained and in
accordance with industry standards.

Since executing the 1934 Agreement of Compromise,
many electrical service requirements, community
priorities, economic conditions and political interests have evolved. Over the years, IID’s Coachella Valley
electrical service territory has experienced a tremendous amount of growth and is projected to continue in the
years ahead. Today, the majority of IID’s electrical service customers are in the Coachella Valley and they have
expressed concerns over the existing and future
electrical service outlook for their communities.

6.1 Desire for Local Representation
and Local Control
Increasing population, system reliability, aging
infrastructure, capacity limitations, electrification, new development, frequent service outages, and questions
regarding timely implementation of capital
improvements are among the top concerns and has
driven the desire for Coachella Valley stakeholders to
obtain representation on IID’s Board. With the end of the 99-year lease of power rights nearing, local officials have begin to weigh options and discuss the outlook of
electrical service and ability for the Coachella Valley to obtain local representation and control over electrical service matters. The following section provides an
overview of a variety of electrical service and
governance structures that provide local representation and local control for Coachella Valley customers.

The following highlights the main concerns expressed by Coachella Valley customers receiving electrical service from IID:

Concern with system reliability due to frequent and
extended service outages in Eastern Coachella
Valley.

Concern as to how new developments will be
accommodated, and what the corresponding
impact would be to existing electric rates.

Frustration with billing format and complex rate
structure.

Concern as to how overdue capital improvements
will be funded, or if projects will even be
implemented.

UNCERTAIN ENERGY OUTLOOK FOR COACHELLA VALLEY
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SECTION 7

UTILITY OWNERSHIP MODELS FOR

ELECTRICAL SERVICE
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26 This section examines the most common types of utility ownership models, the regulatory and governance structures these utility structures operate in, and associated implications to the electrical utility business. The following section provides a general overview of the various ownership structures and should be used in conjunction with the findings of this Study. It should be noted that the majority of the following proposed alternative service options can be developed to “best fit” the desired level of service ownership and associated degree of governance responsibility. In summary, Figure 7-1 presents three major types of utility ownership structures.

Investor-owned utilities are granted service areas by the state government over a specified service territory. Shareholders hold stock and are commonly paid dividends based on assessment of many utility factors. Leading examples include Southern California Edison, Pacific Gas and Electric Company, San Diego Gas & Electric, and Arizona Public Service. This type of ownership structure is regulated within the state by the California Public Utilities Commission with limited opportunity for local representation and oversight.

Public Utility District, also defined as Public Power Utilities or Special Districts for the purpose of this Study, serve as a publicly operated agency similar to water service and other public services. These utility structures share similar characteristics and implementation actions, therefore considered as one alternative option in this Study. Revenues are collected by the utility and subject to oversight and governance by an elected or appointed Board of Directors. This type of ownership structure offers the greatest opportunity for local control and representation. Municipal utilities are publicly owned entities, which must be created by voter approval. The creation of a municipal utility can be proposed by a citizen initiative or by the legislative body.

Cooperatives, or also known as co-ops, are owned by their customers and operate on a not-for-profit basis. An elected Board of Directors provides oversight and can set policy and strategy over all business matters.

UTILITY OWNERSHIP MODELS FOR ELECTRICAL SERVICE
FIGURE 7-1 – OVERVIEW OF MAJOR TYPES OF UTILITY STRUCTURES Source: Rocky Mountain Institute. 2018. Navigating Utility Business Model Reform 123 CLICK HERE to Return to Agenda
27 Maximizing shareholder return
Providing reliable service to the grid
Maintaining affordable energy service to customers
Other entity types exist and include structures such as Generation and Transmission Cooperatives, Community
Choice Aggregators, and Joint Power Agencies. These
generally provide a utility structure which has responsibility over specific electrical service functions. These types of structures work closely with the underlying utilities and are flexible when defining roles and responsibilities. Each of these structures are further described below.

7.1 Investor-Owned Utility
Majority of electricity customers in the United States are served by an Investor-owned Utility (IOU), which are
private entities subject to state regulations and financed through a combination of shareholder equity and bond
debt. IOU’s operate as for-profit businesses and are the driving principle for this type of ownership structure. IOU’s are corporate, for-profit companies that are either
privately or publicly owned by shareholders. While some are owned by private equity, most IOU’s are publicly
owned and publicly traded. Figure 7-2 provides a
summary of an IOU ownership model.

Because these entities are for-profit, they must be
regulated to ensure that the interests of consumers are being preserved. Each IOU is assigned a specific
franchise service territory by the regulator and is
responsible for serving all consumers within that area. No other entity can provide electric distribution services in the IOU’s service territory. The CPUC provides oversight and determines the rates the IOU can charge and sets
the conditions under which the utility can earn a profit.

Figure 7-3 provides an overview of an IOU’s governance
structure. These entities tend to be large organizations that take advantage of economies of scale. Example
utility types include Southern California Edison, San Diego Gas & Electric, Pacific Gas and Electric, and Arizona
Public Service. Neighboring IOU’s to IID are shown in
Figure 7-4.

An IOU operates to achieve balance between:

UTILITY OWNERSHIP MODELS FOR ELECTRICAL SERVICE
FIGURE 7-2 – INVESTOR-OWNED UTILITY

OWNERSHIP MODEL

7.1.1 Statutory Authority of an Investor-Owned
Utility
Typically, electricity supplied by IOU’s comes from a
combination of self-generated power and power
purchased from public and private markets. IOU’s are
considered monopolistic operations as they are
protected from competition against other electric
providers by state and federal legislation. Most IOU’s sell power at retail rates to various classes of customers and at wholesale rates to other utilities, including federal, state, and local government utilities, public utility districts, rural electric cooperatives, and even other IOU’s. Most IOU’s follow a vertically integrated approach in delivering bundled generation, transmission, distribution and
delivery services to retail customers.

Source: Rocky Mountain Institute. 2018. Navigating Utility Business Model Reform 124 CLICK HERE to Return to Agenda
28 Consumer Affairs Branch to help resolve disputes
between customers and their utility provider
Public Advisors Office to offer information on how to
participate in CPUC proceedings
Business and Community Outreach Office to work
and inform local communities on how to get
involved with CPUC programs and policy making
Small Business Program to allow for business
opportunities with state and local governments
Supplier Diversity Program to administer programs
encouraging utilities to spend more than 20 percent
of contracts to businesses owned by women and
minorities.

Low Income Oversight Board to help ensure utility
companies serve low-income customers with helpful
programs and partnerships
Disadvantaged Community Advisory Group to advise
the California Energy Commission on issues related to
environmental justice and social equity.

Because this type of structure is privately owned and for profit, the CPUC has several programs to engage
customers serviced by IOU’s in CPUC proceeding and
decision-making. The following programs are offered by
the CPUC:

7.1.2 Funding for an Investor-Owned Utility
Revenue is collected from rates resulting from the utilities costs that are passed through to its customers, including additional costs to provide a return on equity back to
shareholders. All functions of an IOU are regulated with oversight by the CPUC, including state and federal
environmental regulations.

7.1.3 Role of the California Public Utilities
Commission
The CPUC is a regulatory agency responsible for
overseeing privately owned public utilities within the state of California. The CPUC regulates services and utilities, protects consumers, safeguards the environment, and
assures Californians’ access to safe and reliable utility infrastructure and services.

Auditing, accounting, financial, advisory, and law
and Commission directive compliance monitoring.

Enforcement and Citation to ensure statutory
mandates are carried out and that ratepayers and
the public are protected from safety, reliability,
service quality, and other violations.

Energy Licensing to register Electric Service Providers (ESPs) and Community Choice Aggregators (CCAs).

CPUC regulatory services include:

UTILITY OWNERSHIP MODELS FOR ELECTRICAL SERVICE
FIGURE 7-3 – INVESTOR-OWNED UTILITY

GOVERNANCE STRUCTURE

7.1.4 Factors that Support the Formation of
an Investor-Owned Utility
The CPUC, as the underlying regulatory agency for
California, oversees all investments and costs expended by IOU’s, including regulatory decisions over what is
included in the utilities’ rates and the allowable rate of return. With several industry trends challenging the
traditional ownership structures, primarily the need to implement necessary upgrades to system infrastructure
and operations, this is forcing regulators to reassess how IOU’s can deliver sufficient shareholder profit and
maintain adequate bond ratings, while meeting new
policy and customer objectives.

Source: California Municipal Utilities Association
125 CLICK HERE to Return to Agenda
29 Adding to those demands, community choice aggregation and municipalization trends are putting pressure on IOU’s to better meet customer needs, or face the possibility of losing customers.

7.1.5 Factors that could Challenge the Formation of an Investor-Owned Utility Revenue is collected from rates resulting from the utilities costs that are passed through to its customers, including additional costs to provide a return on equity back to shareholders. All functions of an IOU are regulated with oversight by the CPUC, including state and federal environmental regulations. 2022 California Code
Public Utilities Code - PUC
DIVISION 3 – Public Utility Franchises by Local Governments DIVISION 5 – Utilities Owned by Municipal Corporations

UTILITY OWNERSHIP MODELS FOR ELECTRICAL SERVICE
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30 7-4: LOCATION OF IOU’S IN CALIFORNIA
127 CLICK HERE to Return to Agenda
31 City-owned or municipal utilities, are governed by the local city council or another elected commission.

Public utility districts or special districts, are utility-only governance agencies, governed by a board of
directors elected by voters within its service territory.

Cooperatives, or known as co-ops tend to be mostly
in rural areas, which are private not-for-profit entities governed by a board elected by the customers
within the co-op.

7.2 Municipal Utilities, Public Utility
Districts, and Cooperatives
Municipalization, or public power ownership, is a way to offer an opportunity for greater local control and
oversight for the community it serves. Specifically,
Municipal Utilities, which may also be referred to as
Publicly Owned Utilities or Special Districts in this study, operate as non-profit organizations subject to oversight by a City Council or an elected or appointed Board of
Directors. In addition to compliance with state and local regulations, the creation and operation of Municipal
Utility Districts are contingent on obtaining voter approval.

Figure 7-5 provides a summary of a Municipal Utility
District ownership model.

Public power utilities operate under the following
principles: not for profit, community owned, and locally controlled.

Before a public utility can begin operations, they must comply with many state and local laws, which generally
determine the types and the manner in which services
could be provided. In California, state and local
provisions authorize the creation of municipal utilities - specifically, the California Constitution (Article XI, Sections 5 and 9), Government Code Sections 6500 through
6599.2, and the Public Utilities Code (Division 6, Section 11501, et seq.) which applies exclusively to Municipal
Utility Districts. The Public Utilities Code (Section 10002) separately addresses the acquisition of an IOU service
territory in the event of acquisition by eminent domain.

Public power comes in a variety of structures, including:

UTILITY OWNERSHIP MODELS FOR ELECTRICAL SERVICE
Public power also exists in a variety of other forms,
including entities such as Native American tribes,
irrigation districts, mutual power associations and other public formed entities which can also provide electricity service to customers. IID is a public entity providing
electrical service pursuant to the Irrigation District Law (California Water Code sections 20500 et. Seq.).
2022 California Code
Public Utilities Code - PUC
DIVISION 6 – Municipal Utility District Act
FIGURE 7-5 – MUNICIPAL UTILITY DISTRICT

OWNERSHIP MODEL
Source: Rocky Mountain Institute. 2018. Navigating Utility Business Model Reform 128 CLICK HERE to Return to Agenda
32 Constitute a form of local government
Have a governing Boards of Directors
Provides public services and facilities
Have defined boundaries

7.3 Public Utility Districts
State law defines a public utility as any agency of the state for the local performance of governmental or
proprietary functions within limited boundaries. A Public Utility District, or purposes for this Study, also a Special District, represents a distinct local government unit
dedicated to delivering a specific range of public
services within a geographically defined area.

Public utility districts have the following distinguishing characteristics:

Public Utility Districts have fundamental powers similar to counties and cities. Their legal jurisdiction allows them to sign contracts, engage in hiring practices, and procure real estate through either purchase or the power of
eminent domain. Within the boundaries of existing
legislation, they are also authorized to issue bonds,
impose special taxes, levy benefit assessments, and
impose service fees. The ability to finance capital
improvements is a key element in determining if this
alternative option would address stakeholder needs. In
other words, if ownership of assets and facilities is a desired outcome, this alternative option should be
considered.

Similar to other forms of governance, Public Utility Districts have the capacity to initiate legal proceedings as well as be subject to litigation. These local agencies function with the objective of delivering distinct services to
designated communities. Although they function as selfgoverned entities, they are responsible to the electorate within their jurisdiction. A Public Utility District operates under the purview of state regulations subject to the
oversight by state officials who, for example, require
annual financial reports to be submitted to the State
Controller's Office. Utility Districts are obliged to abide by state laws regarding special taxes, bonded debt, public hearings, public records, and elections.

UTILITY OWNERSHIP MODELS FOR ELECTRICAL SERVICE

7.3.1 Statutory Authority of a Public Utility
District
Public Utility Districts operate either under a principal act or a special act. A principal act is a generic statute
which applies to all Public Utility Districts. Occasionally, local circumstances don’t fit the general conditions
anticipated by the principal acts and would require new legislation. In those cases, the Legislature can create a special act district that’s tailored to the unique needs of a specific area. Public Utility Districts, which are regional in nature, collaborative among multiple parties, have
unique governing board requirements, provide specific
services, or need special financing are typically special act districts. All principal acts are state law in the
California state codes, whereas most special acts are
not codified - written laws passed by the legislative and administrative bodies. Public Utility Districts are locally controlled utilities, governed by either an independently elected Board or a Board appointed by registered voters within the utility's jurisdictional boundary. Figure 7-6 provides an overview of a Public Utility Districts
governance structure.

Most Special Districts perform only a single function. The powers which state law authorizes, but a district does not currently provide, are called latent powers. Before a
Special District can activate one of its latent powers, it needs approval by LAFCO. If the new service requires
new revenues from special taxes or benefit assessments, the Special District must also get approvals from voters or property owners.

The structure of governing boards for a Special District can differ depending on the district's size and capacity.

Typically, Boards are comprised of a five member
governing Board, but can vary in size. Notably, the
Metropolitan Water District of Southern California has
special legislation that requires a 37-member board.

While the governing boards establish the general policies that guide the managers' activities, in many larger
districts, the daily operations are overseen by professional General Managers, similar to a City Manager or County
Administrator.
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33 7.3.2 Funding for a Public Utility District
As with any government agency, a Public Utility District requires money to operate and to perform the following
main functions: Administration, Operations and
Maintenance, and Capital Improvements.

As Special Districts, Public Utility Districts operate
autonomously compared to municipal utilities. Because
these entities operate independently of municipal
control, they can exercise more budgetary control.

Regardless, any new utility district will face a significant financial challenge from start-up and operational costs.

Given these circumstances, Public Utility Customer
customers are not likely to benefit from low utility costs during the utility’s early, and potentially future years of operation.

Because Public Utility Districts are public entities, they are subject to many regulations and processes involving
state and local laws, as well as involvement by voters, who not only approve their formation, but also approve
the utility’s ability to provide service, make investments, and financing.

Public Utility Districts generate revenue from three basic sources: taxes, benefit assessments, and service
charges.

UTILITY OWNERSHIP MODELS FOR ELECTRICAL SERVICE
General taxes: When the voters amended the California
Constitution by passing Proposition 13 (1978), they
stopped local officials from levying separate property tax rates. Instead, county officials collect a uniform 1%
property tax rate and allocate the resulting revenues to other local governments, following complicated
formulas in state law. Most Special Districts get a share of these general property taxes. Proposition 218 (1996)
constitutionally prohibited Special Districts from levying their own general taxes.

Special taxes: Special Districts may levy special taxes with 2/3-voter approval. Often called “parcel taxes,” these
special taxes are usually a flat amount for each lot or each acre of ground. These are also known as
Community Finance Districts (CFD), a method of
financing public improvements and services when no
other source of funding is available. A CFD may be
established by any County, City, Special District or Joint Powers Authority, pursuant to California Government
Code §53311-53368.3 (The Mello-Roos Community
Facilities Act of 1982). The CFD special tax is assessed against the property, but is not based on the assessed
value of the property. This makes it a viable option to secure funding despite the limitations imposed by
Proposition 13. Utility officials will need to develop a comprehensive debt policy to establish financial policies and principles.

Benefit assessments: Many Special Districts can charge
benefit assessments to pay for operating and
maintaining public facilities and service programs that directly benefit property. Proposition 218 (1996) required assessment amounts to reflect the “proportionate special benefit” that the property receives. Benefit assessments are constitutionally distinct from taxes in several important ways. One key difference between assessments and
taxes is that the affected property owners must give their approval for benefit assessments in a weighted-ballot
election while special taxes require the voters’ approval.

Service Charges: Special Districts that run enterprise
activities or deliver specific services can pay for their activities through monthly rates and service charges.

FIGURE 7-6 – PUBLIC UTILITY DISTRICT

GOVERNANCE STRUCTURE
Source: California Municipal Utilities Association
130 CLICK HERE to Return to Agenda
34 Public Utility Districts create debt to borrow the money they need for capital projects and paying off their
general obligation bonds with higher property tax rates that require 2/3-voter approval. More unique borrowing
opportunities include certificates of participation,
promissory notes, and loans from the state and federal
governments. Over the years, legislators encouraged
utility districts to raise revenues with user fees and service charges and to reduce their reliance on property tax
revenues.

7.3.3 Oversight and Regulation of a Public
Utility District
Public Utility Districts obtain authority directly from the community they serve through a governing body that
serves independently from other government agencies.

They are directly accountable to the community they
serve. Many independent utility districts are governed by a constituent-elected Board of Directors. In some cases, the Board may be appointed by one or more other local
elected officials, so long as the board members serve
fixed-terms and none of the board members serve in an
ex-officio capacity.

California Government Code
Section 1099 - Incompatible offices for publicly
appointed or elected government officials.

7.3.4 Factors that Support the Formation of a
Public Utility District
Public Utility Districts operate not-for-profit and are governed democratically by the local City Council (as
Municipal Owned Utility) or by an elected/appointed
Board of Directors. This structure allows public policy objectives and customer demands to have direct
influence over the operations of the utility. The ownership structure of a Public Utility District allows for the entity to define its role and responsibilities pertaining to electrical service provisions.

UTILITY OWNERSHIP MODELS FOR ELECTRICAL SERVICE

7.3.5 Factors that could Challenge the
Formation of a Public Utility District
With the creation of a new Public Utility District, this type of ownership model could be constrained by the need for
additional staffing, financing, and technical resources.

Despite being a not-for-profit entity, excess revenue is critical to allow for reinvestment in their assets, whether for growth or replacement of aging assets. Public Utility
Districts often face the question of how to pay for
investments if local policy or future assumptions are not realized. The possibility of these investments becoming stranded assets is a major concern, given that all risk falls on the utility and its ratepayers. Additionally, this structure could present challenges associated with existing
elected officials and their ability to hold more than one public office under California Government Code 1099.

7.4 Electric Cooperatives
Electric Cooperatives (Co-op) emerged as a result of the Rural Electrification Administration (REA) established by President Franklin D. Roosevelt in 1935. The Executive
Order establishing the REA and the passage of the REA
Act, marked the first steps in a public-private partnership that helped bring electric power to businesses and
communities willing to organize cooperatively and
accept responsibility of providing safe, affordable and reliable electric power.
2021 California Code
Public Utilities Code - PUC
DIVISION 1 - REGULATION OF PUBLIC UTILITIES
PART 2 - SPECIFIC PUBLIC UTILITIES
CHAPTER 5 - Electrical Cooperatives
A Co-op refers to any private corporation or association organized for the sole purpose of transmitting or
distributing electricity exclusively to its stockholders or members at cost. Figure 7-7 provides a summary of a
Co-op ownership model.
131 CLICK HERE to Return to Agenda
35 In most cases Co-op’s are able to purchase their
wholesale power from non-profit entities, their own
generation and transmission Co-op’s, or from other
federal agencies. Electric Co-op’s have access to
competitive financing, either through their own
Cooperative Finance Corporation (CFC), a Co-op
owned and operated by and for the electric Co-op’s of
America, as well as access to more traditional forms of external funding. CFC’s tend to have consistently high
credit ratings, and therefore, they able to borrow at lower rates.

For Co-op’s that serve remote rural areas, there is
potential access to alternative financing from the United States Department of Agriculture, now known as Rural
Utility Services (RUS). This federal agency gives Co-op’s additional access to low-cost financing to help build rural distribution and transmission lines, and new generation plants. In California, Co-op communities only have
access to RUS loans and programs through the three
distribution Co-op’s, Anza, Plumas-Sierra and Surprise
Valley, when combined, serve less than one percent of
the electricity load in the state. Electric Co-op’s
collaborate closely through the National Rural Electric Co-op Association (NRECA) to take advantage of ways to
reduce operating costs.

UTILITY OWNERSHIP MODELS FOR ELECTRICAL SERVICE

7.4.1 Oversight and Regulation of
Cooperative
Co-op’s function as non-profit entities that are customerowned and governed by an elected or appointed Board of Directors. This type of structure anchors firmly in the communities they serve and allows its members to
closely regulate all business functions. California’s electric Co-op’s are established for the purpose of transmitting or distributing electricity exclusively to its customers at cost and are regulated by the California Public Utilities Code, Section 2779.

FIGURE 7-7 – COOPERATIVE OWNERSHIP MODEL

7.4.2 Factors that would Support the
Formation of a Cooperative
Similar to Municipal Utilities, Co-op’s operate as not-forprofit entities and must have sufficient capital to support their operations, maintain infrastructure, and invest in new initiatives. Any net earnings are typically returned to the customers, who are also owners and members of the
Co-op. As member owners, customers have the
potential to be key drivers of change for the utility. Each member votes annually for members on its Board of
Directors who have oversight and set policy for the utility.

This ownership structure is less flexible compared to the other structures, as it is typically formed to provide
specific services and must rely on the underlying utility for services not responsible of the Co-op.

Source: Rocky Mountain Institute. 2018. Navigating Utility Business Model Reform 132 CLICK HERE to Return to Agenda
36 UTILITY OWNERSHIP MODELS FOR ELECTRICAL SERVICE
Enables local governments to aggregate electricity
demand within their jurisdictions to procure electricity for its customers at cost.

The IOU provides transmission and distribution
services, and continues to provide all metering,
billing, collection, and customer service to retail
customers that participate in a CCA.

Any city or county is eligible to from a CCA if located in an IOU territory. Cities and counties that are part of a Publicly Owned Utility or served by a Special District, such as Imperial Irrigation District, are not eligible to form a CCA, as they are already governed by a local
board.

7.4.3 Factors that could Challenge the
Formation of a Cooperative
Lack of access to capital, need for short-term
affordability, and staffing expertise are often challenges for newly formed Co-op’s. Co-op’s could also be
dependent on other utilities depending on the Co-op’s
desire to be a vertically integrated utility or specific to either generation, transmission, and/or distribution
services and assets. Depending on the desire and policy of the utility, Co-op’s could be restricted in their ability to secure local low cost renewable energy, if contracts are secured with an outside utility for generation or
transmission services.

7.5 Community Choice Aggregators
Community Choice Aggregators (CCA) are
governmental entities, cities, counties, or other eligible organizations that have opted to assume responsibility for certain aspects of their electricity generation,
procurement, distribution, and sales to local residents within the service area of an IOU. It is important to note that CCA’s are not IOU’s. CCA’s are not-for-profit entities that rely on the IOU for several services, including the use of its transmission and distribution system to deliver
electricity, as well as providing maintenance, meter
reading, and billing services to CCA customers. Figure 7- 8 provides an overview of a CCA’s governance structure.

FIGURE 7-8 – COMMUNITY CHOICE
AGGREGATOR’S GOVERNANCE STRUCTURE
The term “aggregate” refers to the process of bringing
together the electricity demand of multiple customers
within a specific geographic area, such as a city or
county, in order to purchase or generate electricity for those customers collectively. This aggregation allows
local governments to leverage the collective buying
power of their communities to negotiate better rates and procure clean energy sources for their customers. CCA’s may be run directly by a city or county government, or
by a third party through a contractual arrangement with a Joint Powers Agreement. Once a CCA program is
established or implemented, state regulations require
that customers located within the member jurisdiction of the CCA be automatically enrolled in the program,
unless they opt-out. In some cases, a CCA may opt to
gradually introduce its program, enrolling customers at different intervals.

Source: California Municipal Utilities Association
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37 UTILITY OWNERSHIP MODELS FOR ELECTRICAL SERVICE

7.6 Joint Powers Authority
The term "joint powers" is used to refer to the
collaboration between government agencies that have
joined forces to solve common problems by pooling their resources and powers. Joint Powers Agreements (JPA’s)
provide an alternative method for governments to deliver services. The acronym JPA stands for Joint Powers
Agreement, Joint Powers Agency, or Joint Powers
Authority.

Municipal utilities and Public Utility Districts often partner together to establish a JPA. The agencies are legally
distinct municipal corporations that allow for two or more public agencies to jointly exercise common powers in
accordance with the Joint Exercise of Powers Act,
California Govt. Code section 6500 and special
legislation. Public officials of two or more public agencies are able to assert joint powers when forming a new legal entity and when establishing a joint approach in tackling a common issue, financing a project, or acting as a
representative body for a particular activity, such as
electrical provisions. In California, such powers can be exercised by federal agencies, state departments,
counties, cities, Special Districts, school districts,
redevelopment agencies, and other joint power
organizations.

JPA’s have separate Boards from their member utilities
and can be granted any of the powers possessed by
their participating agencies. The formation of a JPA not only provides a creative approach to public service, but also enables Public Agencies to provide services more
efficiently and cost-effective.

7.6.1 Joint Powers Agreement
In a JPA, member agencies agree to work together to
provide a service, and one agency may take the lead in
delivering that service on behalf of the others. A JPA is designed to be flexible and highly customizable, such
that it can be adapted to meet the specific
requirements of each participating agency. The
agreement can range from short-term, long-term, or
perpetual-service agreements.

In situations where the agreement necessitates a
significant allocation of resources from one agency,
additional staff may be necessary to ensure effective
delivery of the services provided by the JPA.

7.6.2 Joint Powers Agency and Authorities
An alternative way to exercise joint powers is to create a distinct entity separate from the member agencies by
the use of a JPA. A JPA can create a new, and separate
government organization created by the member
agencies, but is legally independent from them. A Joint Powers Agency shares powers common to the member
agencies, and those powers are outlined in the JPA.

Sometimes public officials establish JPA’s specifically to arrange capital financing by selling bonds. These bonds create the capital needed to finance construction of
public facilities. Public officials sometimes call this type of JPA a Joint Powers Authority or a Public Financing
Authority (PFA).

7.6.3. Statutory Authority of a Joint Powers
Authority
A JPA obtains authority to work together from a state law called the Joint Exercise of Powers Act. JPA’s can
exercise only those powers that are common to their
member agencies. JPA meetings are open to the public
and subject to the Ralph M. Brown Act. Further, JPA’s
must follow the Public Records Act, the Political Reform Act, and other public interest laws to ensure political transparency.

The California Government Code Section 6502 provides
that, if authorized by their legislative or other governing bodies, two or more public agencies by agreement may
jointly exercise any power common to the contracting
parties, including and not limited to, the authority to levy a fee, assessment, or tax, even though one or more of
the contracting agencies may be located outside this
state.
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38 UTILITY OWNERSHIP MODELS FOR ELECTRICAL SERVICE
The first allows two or more public agencies to
contract to jointly exercise common powers.

The second allows two or more public agencies to
form a separate legal entity. This new entity has
independent legal rights, including the ability to enter into contracts, hold property and sue or be sued.

Forming a separate entity can be beneficial
because the debts, liabilities, and obligations of the
JPA belong to that entity, not the contracting parties.

The Joint Exercise of Powers Act authorizes two kinds of JPA arrangements:

The formation of a JPA is relatively uncomplicated,
requiring only the signing of a joint powers agreement by the member agencies. A JPA begins when public
officials negotiate a formal agreement that spells out the member agencies’ intentions, the powers they will share, and other mutually acceptable conditions that define
the intergovernmental arrangement. Each member
agency’s governing body then approves the joint powers
agreement. An agreement that creates a new joint
powers agency describes the size, structure, and
membership of the JPA’s governing board and
documents the JPA’s powers and functions.

State law allows a JPA to issue revenue bonds without
voter approval, provided that each of the JPA’s member
agencies adopts a separate local ordinance. A city, for example, needs majority-voter approval to finance the
expansion of its sewer plant with revenue bonds. On the other hand, if the city and IID created a JPA, the JPA
could issue the revenue bonds without voter approval if the City Council and the District’s Board of Directors
adopted authorizing ordinances.

7.6.4 Funding of a Joint Powers Authority
As with any government agency, a JPA needs money to
operate and there are two popular funding methods: first is to create a revenue stream, and second would be to
raise capital by issuing bonds or special tax by forming CFD’s in partnership with its members. Although JPA’s do not need voter approval before issuing bonds, each
member agency must pass an ordinance.

Those ordinances face a 30-day period in which voters
can object by signing referendum petitions that trigger an election. If there is no referendum petition or if the petition fails to qualify, the JPA can sell the bonds and use the proceeds to build improvements or buy
equipment. JPA’s that provide financing and sell bonds
for multiple agencies pay for their operations by
collecting fees from their member agencies.

A CFD is a method of financing public improvements
and services when no other source of funding is
available. A CFD may be established by any County,
City, Special District or JPA, pursuant to California
Government Code §53311-53368.3 (The Mello-Roos
Community Facilities Act of 1982). The CFD special tax is assessed against the property but is not based on the
assessed value of the property. This makes it a viable
option to secure funding despite the limitations imposed by Proposition 13. Officials will need to develop a
comprehensive debt policy to establish financial policies and principles. The process to administer a CFD shall be in accordance with applicable Government Codes.

7.6.5 Public Financing Authority
In addition to the financing options presented above, the JPA can also form a Public Financing Authority (PFA),
established under the Joint Exercise of Powers Act for the purpose of issuing tax-exempt and taxable bonds for
funding capital improvements. Bonds issued by this JPA
provide the capital to build public facilities and the costs will be paid back over time by the Authority and from the revenue generated by the projects. The PFA may issue
bonds and loan the proceeds to one or more of its
member agencies who are responsible for the debt
service.

7.6.6 Oversight and Regulation of a Joint
Powers Authority
The formation of a JPA begins with a formal agreement
that specifies the members' intentions, the powers that they will share, and other mutually acceptable conditions that define administration arrangements.
135 CLICK HERE to Return to Agenda
39 Joint Power Authority Public Utility District
Purpose
Generate Saving to Customers
Provide Reliable Service
Provides Local Control and access to wholesale
power
Generate Saving to Customers
Provide Reliable Service
Provides Local Control and access to wholesale
power
Statutory
Authority
California Constitution (Article XI, Sections 5 and 9)
Public Utilities Code (Section 10002) regarding the
acquisition of IOU service territory.

Government Code (Sections 6500-6599.2)
Public Utilities Code (Sections 11501-14403.5),
Public Utilities Code (Section 10002), and Public
Utilities Code (Sections 15501-18055)
Local Government Reorganization Act of 2000
(applies to electric Municipal Utility Districts).

Government Code (Sections 6500-6599.2)
Governance
If the member is a city department, it can be
governed by the city’s legislative body or
appointees of the legislative body (and City
Mayor, in some cases), or governered by an
elected or appointed board
the JPA board either operates independently or
with oversight by the legislative body.

Governed by an elected independent utility
board serving in staggered terms and elected by
district residents.

Directors have decision-making authority over all
major functions of the utility.

UTILITY OWNERSHIP MODELS FOR ELECTRICAL SERVICE
JPA’s can exercise only those powers that are common to their member agencies. A JPA’s governance structure depends on what the members agree to. The legal authority for all JPA’s comes from the Joint Exercise of Powers Act.

7.6.7 Factors that would Support the Formation of a Joint Powers Authority Similar to Public Utility Districts and Co-op’s, JPA’s are also not-for-profit and must have enough capital to support operations, maintain infrastructure, and invest in new initiatives. JPA’s are flexible and allows any government agency to participate, the Joint Powers Act permits its member agencies to negotiate their level of commitment and structure their own governing Boards. JPA’s also allow for the ability to finance capital improvements and authorize purchase agreements.

7.6.8 Factors that could Challenge the Formation of Joint Powers Authority JPA’s require mutual trust to form. Getting separate public agencies to cooperate can be difficult because each organization has its own powers, purposes, and politics. If a member agency decides to terminate their agreement, the departure can harm the JPA’s long-term financial strength and purchasing capabilities.

7.6.9 Comparison Between a Joint Powers Authority and Public Utility District The comparison that follows summarizes the differences and similarities between a JPA and a Public Utility District. 136 CLICK HERE to Return to Agenda
SECTION 8

STUDY APPROACH AND ANALYSIS
137 CLICK HERE to Return to Agenda
Identify critical items and key topics.

Understand concerns and drivers for electrical
service.

Discuss potential reorganizational structures
compared to status quo.

Explore strategies for future electrical service and
governance structures in response to AB 1021.

Discuss desired service roles and responsibilities.

Identify level of ambition to pursue an alternative
electrical service and governance option.

To assist with the development and analysis of the
alternative service and governance options, extensive
stakeholder outreach was conducted. Stakeholder
discussions established foundational objectives that
provides insight to how well each alternative option
performs against status quo and stakeholder interests.

The following section overviews the outreach effort and feedback received for the development of the Study.

8.1 Stakeholder Outreach and
Feedback Received
One of the most important aspects when identifying
potential alternative service and governance options is to gain a clear understanding of the needs of the entire electrical service territory. In October 2022, the Study initiated a task to engage with an extensive roster of
Coachella Valley stakeholders located in IID’s extended electrical service territory. This list of stakeholders was provided by the Riverside and Imperial LAFCO’s. To
generate thorough feedback from the maximum
number of stakeholders, the outreach effort involved a
comprehensive electrical service questionnaire and a
series of stakeholder discussions.

To allow for a successful stakeholder driven input process, outreach was designed to address the following key
topics with each stakeholder group.

Understand the extent of knowledge and interest in
considering potential alternative electrical service
and governance options.

Obtain preliminary feedback to help facilitate
content and discussions with each stakeholder
group.

Little interest in pursuing a merger with an IOU.

Preference for public power, assuming IID desires to
maintain continuity of service.

Preference for a special district, JPA or entity with
more than one City and/or utility as partnering
members, for concepts involving formation of a new
public utility.

Conviction that, regardless of alternative options,
local representation is a must.

Uncertainty as to whether IID’s low and competitive
rates are sustainable.

Recognition that electric infrastructure upgrades and
expansions are needed for Coachella Valley as
existing capacity limitations are hampering
economic development.

8.1.1 Electrical Service Questionnaire and
Responses
To maximize feedback from as many stakeholders as
possible, outreach consisted of an electrical service
questionnaire and a series of stakeholder discussions.

The following section will provide an overview of the
feedback received and how this information was used
for analysis of the alternative options.

The electrical service questionnaire consisted of fourteen questions and was provided to approximately 55
stakeholders in October 2022. A total of twelve
completed responses to the questionnaire were
received. The primary purpose of the questionnaire was
to:

Despite the small sample group of responses, in general, several underlying themes emerged from the feedback
received by stakeholders and are summarized below:
40 STUDY APPROACH AND ANALYSIS
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Uncertainty with the electrical service outlook due to
aging facilities and capacity limitations.

Concern regarding frequent and extended service
outages in Eastern Coachella Valley.

Uncertainty as to how new residential and
commercial developments can be accommodated
and their corresponding impact on existing electric
rates.

Frustration with billing format, complicated rate
structures, and lack of transparency.

Uncertainty if and how overdue capital
improvements are to be funded.

Recognizing that planning is a critical component in
mitigating excessive financial risk.

Mixed thoughts regarding the degree of electrical
service role and responsibilities.

8.1.2 Individual Stakeholder Discussions
In addition to the electrical service questionnaire, the Study team conducted a number of individual
stakeholder discussions to further obtain insight on
matters related to both existing and future electrical
service provisions, with an emphasis on services for the Coachella Valley. To facilitate these discussions, a
presentation was prepared and distributed in advance,
which included targeted objectives and goals for each
discussion topic. A total number of nine discussions were conducted and consisted of both in-person and remote
meeting formats.

The main goal of the discussions were twofold. The first goal was to obtain additional insight on items of interest, concerns, and perspectives related to current and future service and governance roles. The second goal was to
understand the desired responsibilities from Coachella
Valley stakeholders. The following section provides a
summary of the discussions, feedback received, when
the discussion occurred, who participated, and if
supplementary information was provided.

November 15, 2022: Sky Valley Community Council
November 17, 2022: Imperial Irrigation District
December 2, 2022: the Cites of La Quinta, Indio,
Coachella, Cove Communities Services and Palm
Desert
December 6, 2022: Coachella Valley Water District
December 8, 2022: Tribe of Torres-Martinez
December 8, 2022: Tribe of Augustine
December 15, 2022: General session with over ten
different local community and special interest groups
January 3, 2023: Imperial County
January 17, 2023: Follow-up with Cities of La Quinta,
Indio, Coachella, Cove Communities Services and
Palm Desert
January 24, 2023: Chair of the Coachella Valley
Energy Commission
February 24, 2023: Tribe of Twenty-Nine Palms
Leadership Counsel for Justice and Accountability:

Eastern Coachella Valley Input for the Alternative
Governance Structure and Service Provisions,
dated March 24, 2023.

Prior comment letter regarding East Coachella
Valley representation, dated March – October
2021.

Coachella Valley Energy Commission: letter
regarding governance alternatives for consideration,
dated February 2023.

Individual stakeholder discussions were conducted with
the following stakeholders as follows:

In addition to the discussions mentioned above,
stakeholders also provided supplemental input in the
form of historical documents, letters, and other Study
related reports. A summary of these items is below:

In general, several of the interests, concerns, and
underlying themes identified from the energy service
questionnaire aligned and were reiterated during the
individual stakeholder discussions. The feedback
gathered during the discussions was consolidated and is summarized into the seven main topics below:
41 STUDY APPROACH AND ANALYSIS
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42 Affordability
Existing rates are competitive and any proposed alternative service options should consider short and long-term rate implications.

Economic Development
Developments are being impacted and concerned about how these, and other new developments will be served, along with the associated impact to existing customer rates.

Financing
How will upgrades and expansions be funded, expenses should be equitable and based on benefits received.

Representation
Representation is top priority and required regardless of which alternative service option is considered.

Industry Trends
Concerned with increased electrification and the plan for achieving renewable energy goals.

Local Programs
Desire for IID to increase local programs and incentives, including power purchase programs with local communities for solar, geothermal, and other generation opportunities.

Local Control
Desired by stakeholders, but degree of role and responsibility was uncertain.

STUDY APPROACH AND ANALYSIS
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Services provided by a Public and Locally Governed Entity: Ability for all eligible, registered voters within the Coachella Valley electrical service territory to be an appointed or elected official for purposes of providing oversight and supervising activities of the underlying electrical service entity.

Provides Representation for Coachella Valley Customers: The service and/or governance structure provides each appointed or elected official local oversight, supervision, and control of all functions of service (including assets) owned and managed by the proposed utility. Local control is provided for assets not owned and managed by IID.

Provides the local official with authority to approve or oppose actions of the utility and the right to adopt sound and ethical governance and financial management policies in alignment with local policies.

Maintain an Advisory Role for Non-Responsible Electrical Service Provisions: Provide an appointed or elected member of Coachella Valley the ability to provide impartial third-party advice to the IID Board of Directors on electrical service provisions which are not the responsibility of the newly formed entity. Ability for Coachella Valley members to provide the IID Board of Directors recommendations, guidance, and knowledge on matters related to these services through an advisory committee and/or commissions.

Ownership Structure Must Provide Flexible Financing Opportunities: Ability to impose rate increases, secure external funding, issue municipal bonds, or form a financing authority to support a capital improvement program (CIP) and/or initial costs for acquiring existing electrical facilities.

Structure that Can Own Electrical Assets: The alternative service option provides the ability to acquire and own underlying electrical assets for electrical generation, transmission, and/or distribution services.

In order to evaluate how each proposed option addresses the interests and concerns of stakeholders, foundational objectives were established. The following section describes how the feedback received was used to establish foundational objectives for performing analysis of the alternative service and governance options.

8.2 Analysis of Alternative Options
Although each alternative service and governance option may achieve different outcomes, the Study has established the following criteria to facilitate an assessment of the degree to which each alternative option addresses the desires of the stakeholders. These fundamental objectives were derived from stakeholder feedback and were utilized during the analysis phase to ascertain how each alternative option compares to the status quo.

8.2.1 Establishing Stakeholder-Driven Foundational Objectives The following foundational objectives were established to aid in the review and assessment of each alternative option and derived from input received by all stakeholders. As each stakeholder may have different core objectives, stakeholders may assess the performance of each alternative option under a distinct subset of foundational objectives, leading to varying conclusions. To address this matter, the ensuing analysis was conducted to provide stakeholders and policymakers with a general indication of which alternative option may optimally cater to their needs based on the established foundational objectives. It's important to note that the findings of this analysis will need to be aligned with the desired level of responsibility each stakeholder is willing to undertake in providing electrical service provisions for the Coachella Valley service territory. The intersection of these two elements will be key in identifying the best fit alternative option for the Coachella Valley service territory.
43 STUDY APPROACH AND ANALYSIS
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Provides Coachella Valley with Oversight of Financial Polices: Governance structure that provides Coachella Vally customers oversight and supervision of financial policies, rates, and charges for electrical services. To endorse polices that administer equitable rates structured to support economic growth and ability to recover cost of service.

Oversight of Capital Planning to Support Economic Development: Governance structure that permits local oversight of capital improvement planning and implementation. Supporting timely planning and capital investments to accommodate growth and development in the underlying community.

Structure Easy to Implement: Proposed structure should require a limited amount of coordination to implement the proposed service and/or governance structure, including legal, financial, and legislative complexity as compared to status quo.

Ability to Expand Public Benefits: Governance structure that permits Coachella Valley customers oversight and supervision of customer programs and incentives. To endorse policies that support state initiatives and local community interests.

Achieve Industry Maintenance Standards: Governance structure that permits Coachella Valley customers oversight of operational and maintenance services. To support business practices that promote efficient and reliable service by endorsing policies that achieve industry standards for preventative maintenance and service.

Use of Efficient Public Resources: Proposed structure should leverage existing resources to help minimize the need to recreate established policies and require additional financial resources. To endorse policies that support the ability to execute service agreements with IID, or other, for established electrical service provisions.

Promote Local Renewable Energy Programs: Structure that provides Coachella Valley customers oversight and supervision of renewable energy opportunities and local generation programs; including solar, wind, geothermal and other eligible resources. Supporting partnerships with regional partners interested in local renewable generation opportunities.

Ability to Achieve Vertically Integrated Utility Status: Structure that could allow for the complete oversight and governance of all electrical service provisions associated with generation, transmission, and distribution. A utility ownership structure that could be expanded to provide the greatest regulatory control and monopoly over all aspects of electricity services provisions.

Ability to Adapt to Future Changes and Responsibilities: Structure that can be modified to align with future changes in the members roles and responsibilities of utility ownership and/or governance.

Minimizes Risk to Rate Payers: Structure that has the potential to reduce or limit the amount of legal and/or financial risk to the members and community it serves regarding start-up, implementation, and ongoing operational costs.

Provides Local Control for Distribution Assets: Structure that can provide Coachella Valley customers with oversight and supervision of capital planning, upgrades, and expansions related to local distribution facilities.

Maximize Public Involvement: Governance structure that will endorse public policies to promote engagement and collaboration with the local community to obtain public input throughout the entire decision-making process. 44 STUDY APPROACH AND ANALYSIS
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SECTION 9

ALTERNATIVE ELECTRICAL SERVICE

OPTIONS
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A range of alternative options with different degrees
of complexity such that stakeholders can determine
their required level of effort in developing and
advancing the implementation of the proposed
alternative structure.

Advantages and disadvantages of alternative
options, including considerations regarding policy,
service and financial implications.

This section will present several alternative electrical service options for consideration. However, the question remains of how the service territory should proceed with any of these options. While these alternative options
provide stakeholders and policy makers with a general
indication of the best-suited alternatives, other conditions must also be considered when determining which
options are pursued and timely to implement. In general, each alternative option should be aligned to match with the appropriate scale and ambition of the service
territory. Depending on the existing regulations and
underlying objectives within the service territory,
stakeholders are likely to have varying perspectives on which option is more suitable for implementation.

This section focuses on two alternative electrical service options for providing continued publicly and/or
independent system operator owned and managed
electrical service in perpetuity to IID electrical service area customers prior to, and after, the expiration of the 99-year lease for power rights made between the IID and the CVWD. Both options include a number of alternative
governance structures that can be considered for
potential implementation. It should be noted that the
following alternative options are not exclusive and
therefore, a variety of combinations can exist, i.e.
forming a new Public Utility District and joining with IID through a JPA.

To help stakeholders, regulators, and policy makers
prioritize the potential alternative service options, this section of the Study identifies the following:

9.1 Required Capital Investment
Common to all Options
Many cities and utility districts administer Capital
Investment Program (CIP) to assist with planning and
identifying critical capital infrastructure projects to renovate, repair, or expand existing facilities. Projects could range from minor, low cost to multi-year program
expansions. This effort is necessary in order to identify the extent of near and long-term capital improvements to
sustain operations and assess funding needs to support
implementation. Based on information shared by IID,
there are several capital improvements needed to
facilitate growth and development. Infrastructure
upgrades and additional generation resources are
necessary to serve additional growth in Imperial and
Coachella Valley. The capital requirements to serve the additional growth is estimated to be $800 million. This includes approximately $500 million for additional
infrastructure and substations, and $300 million for
additional generation resources to support the growth
and development.

Although the capital investment indicated above is for
Imperial and Coachella Valley, it would likely not go
away under any of the options presented below. A
capital investment would be required and common to
all options. No further evaluation was performed on the capital investment provided by IID due to limited data
received for this Study. The extent of capital investment would vary by option and must be a consideration when
evaluating each alternative electrical governance
option. After the parties determine which of the following alternative option(s) are to be considered, evaluations should be performed to determine anticipated cost-ofservice and associated rate and operating expense for the desired role and responsibility of the proposed entity.

Performing cost evaluations at this stage is difficult due to several unknown factors to adequately estimate
valuation of the underlying electrical facility assets under consideration.
45 ALTERNATIVE ELECTRICAL SERVICE OPTIONS
144 CLICK HERE to Return to Agenda
This option would maintain the existing service and
governance structure for IID and the Coachella
Valley service territory.

Would not address the concerns of the Coachella
Valley stakeholders.

No reorganization, proceedings, or special elections
are required.

Coachella Valley stakeholders would not have direct
governance control or have representation over
electrical service provisions.

CVEC continues to provide advisement to IID Board
of Directors.

9.2 OPTION 1: IID Continues to Provide
Electrical Service to the Coachella
Valley Territory
Under this option, the following alternative service and associated governance options are provided for
stakeholder consideration. The reader can supplement
the following section with details pertaining to each
governance structure provided in Section 7.

Service Alternative Option No. 1 - Imperial Irrigation
District continues to provide electrical service provisions for the Coachella Valley service territory. Under this
service option, the following alternative governance
structures can be considered.

9.2.1 Alternative Governance Structures for
Service Alternative Option No. 1
The proposed alternative governance structures aim to
ensure proportional representation on a governing board that will have primary jurisdiction over all electrical service matters by extending voting rights to eligible voters
residing within the Imperial Irrigation District electrical service area. The following options do not affect the
water service area boundaries of the Imperial Irrigation District, which will remain under the sole responsibility of the current IID Board of Directors, thereby isolating water rights and management from electrical service matters.

GOVERNANCE OPTION 1.A - Maintain status quo. Under
this governance option, the following should be
considered:
46 ALTERNATIVE ELECTRICAL SERVICE OPTIONS
If additional funding is necessary, individual cities
could adopt as needed charges for local upgrades
and expansion of local distribution facilities. Per
ongoing CVEC discussions.

Can provide the opportunity to reform existing
electrical service provisions/programs to align with
Coachella Valley stakeholder and local community
needs, i.e. local power purchase contracts and
programs.

A comprehensive debt policy should be established
to define financial policies and principles to support
economic development and additional growth in
both service territories.

Having the ability to administering potential change
to Power Rates will be limited per Section 19 of the
Agreement of Compromise.

Does not mitigate the legal complexity or legislative
challenge associated with the conditions of the 1934
Agreement of Compromise.

Reduces or eliminates additional risk, as no
additional start-up or reorganization debt is required.

Eliminates the need for additional staff and related
services by utilizing established IID business functions.

No financial and/or operational impact likely to
existing IID operations.

To note, IID does not receive a portion of the onepercent tax levy from the Coachella Valley service territory located in Riverside County.

Would expand the jurisdictional boundary for IID and
include the Coachella Valley service territory.

Reorganization, proceedings, and/or special
elections would be required.

Allows eligible voters from Coachella Valley to
participate in IID Board of Director elections.

Coachella Valley stakeholders would have direct
governance control and have representation on
electrical service provisions.

This option aligns with the recommendations from
Riverside LAFCO Study 2006-61-4.

GOVERNANCE OPTION 1.B - Annex the Coachella Valley
electrical service territory into IID. Under this
governance option, the following should be
considered:
145 CLICK HERE to Return to Agenda
Division boundaries for the Board of Directors could
be established in a similar approach per previously
adopted IID Resolution No. 50-2021.

New legislation would be required to authorize
exclusive voting rights by elected officials from
Imperial County on all water-related business
functions and decisions.

Management and ownership of electrical facilities
and assets would remain under IID.

The annexation would result in the termination of the
1934 Agreement of Compromise.

A comprehensive debt policy should be established
to define financial policies and principles to support
economic development and additional growth.

Potential to improve economic development by
having the ability to adopt rates and charges based
on cost-of-service.

Opportunity to reform existing electrical service
provisions to align with Coachella Valley stakeholder
interest and their desire to implement energy
programs for solar and other local generation
opportunities.

Policies should be established to administer a
sustainable capital improvement plan to assist with
additional growth and development requirements.

This option limits the amount of risk by not requiring
additional debt and long-term financial obligations
from acquiring new assets and/or staffing
requirements when forming a new entity.

Reduced implementation complexity by utilizing
existing business functions and processes established
by IID.

Potential for complex legal negotiations and/or
legislative challenge associated with the conditions
of the 1934 Agreement and annexation process.

Minimizes financial and/or operational impact to the
existing IID Energy Division.

Could result in a financial impact to the CVWD and
corresponding hydroelectric generation rights on the
canal.

To note, IID does not receive a portion of the onepercent tax levy for the Coachella Valley service territory located in Riverside County.
47 ALTERNATIVE ELECTRICAL SERVICE OPTIONS
Would create a new jurisdictional boundary for IID
and include the Coachella Valley service territory.

The existing IID jurisdictional boundary would remain
and provide oversight of business functions not
responsible of the sub-Board of Directors.

Allows eligible voters from Coachella Valley to
participate in IID sub-Board of Director elections.

Coachella Valley stakeholders would have direct
governance control and obtain representation on
electrical service provisions for Coachella Valley.

Reorganization, proceedings and/or special elections
would be required.

Sub-Board of Directors would provide oversight and
governance on a portion, or all electrical service
provisions for the Coachella Valler service territory.

Exact roles and responsibilities could be established
by the parties.

New legislation would be required to authorize
exclusive voting rights by elected officials from
Imperial County on all water-related business
functions and decisions.

Management and ownership of electrical facilities
and assets would remain under IID.

Provides an opportunity for locally elected officials
from the Coachella Valley to reform existing
electrical service provisions to align with community
needs, and the greater Coachella Valley service
territory.

A comprehensive debt policy should be established
to define financial policies and principles to support
economic development and additional growth.

An Executive Director and/or additional staff could be
required to administer the new subdivision.

Provides a solution for the 1934 Agreement of
Compromise and the ability to update existing
financial policies to help establish equitable rates
and charges for the service territories.

GOVERNANCE OPTION 1.C - Create a new sub-Board of
Directors to provide oversight on all electrical service provisions related to Coachella Valley, and establish
an electrical service jurisdictional boundary for IID’s Coachella Valley service territory. Under this
governance option, the following should be
considered:
146 CLICK HERE to Return to Agenda
This option has the potential to mitigate and reduce
the legal complexity and legislative challenge
associated with the conditions of the 1934
Agreement of Compromise.

This option limits the amount of financial risk by not
requiring additional debt and long-term financial
obligations from acquiring new assets and/or staffing
requirements when forming a new entity.

Reduced implementation complexity by utilizing
existing business functions and processes already
established by IID.

Minimizes financial and/or operational impact to the
existing IID Energy Division.

Could result in a financial impact to the CVWD and
corresponding hydroelectric generation rights on the
canal.

To note, IID does not receive a portion of the onepercent tax levy for the Coachella Valley service territory located in Riverside County.

GOVERNANCE OPTION 1.D - Coachella Valley Parties
Establish a Joint Powers Authority with IID. Under this governance option, the following should be
considered:
48 ALTERNATIVE ELECTRICAL SERVICE OPTIONS
Offers the greatest amount of flexibility. The JPA
structure is very flexible and allows members to
define their own areas of authority and responsibilities pertaining to electrical service.

Allows services exclusive to Imperial County and the
greater region (i.e. regional generation and
transmission) to continue to be governed by the
existing IID Board of Directors.

Board actions from the JPA can provide final
approval and/or be coordinated with IID Board of
Directors.

JPA can administer its own programs and incentives
to align with local community interests.

No new legislation would be required and allows the
JPA full right of predefining it power and rights.

A comprehensive debt policy should be established
to define financial policies and principles to
memorialize guiding directives from members of the
JPA.

Management and ownership of electrical facilities
and assets would remain under IID.

Provides flexible financing opportunities, either by IID rates and charges and/or JPA financing authority.

An Executive Director and/or additional staff could be
required to administer the JPA.

A JPA has the authority to enter into a power supply
agreement with IID, if the JPA desires to control
generation services.

Accommodating additional growth and
development can be improved depending on the
financing policies imposed by IID and/or the JPA.

This option increases the amount of risk by potentially requiring debt and long-term financial obligations
from acquiring property, assets, staffing, and/or
administering a CIP under the JPA, for electrical
services independent of IID.

Potential financial and/or operational impact to IID,
and would be dependent based on the role and
responsibility of the JPA.

Ability to utilize Local Bond Act to assist in the
financing of public capital improvements.

Could potentially result in a financial impact to the
CVWD and corresponding hydroelectric generation
rights on the canal if they are non-member to the
JPA.

No reorganization, proceedings or special elections
are required and maintains IID’s existing jurisdictional boundary and extended electrical service territory.

Will not change the existing IID Board of Directors
structure.

Can establish a multiple party JPA with Cities, Tribal
Nations, State, and Counties.

IID to be a member of the JPA.

Coachella Valley stakeholders would have direct
governance control and obtain representation on
electrical service provisions for Coachella Valley if
desired by the JPA.

To function successfully, would likely require all
Coachella Valley parties to become members of the
JPA.

California Indian Tribal governments can join JPA’s
with legislative permission.

Governance responsibility for the JPA can be
exclusive to electrical service provisions for the
Coachella Valley service territory, or can be modified
based on the desire of the members.
147 CLICK HERE to Return to Agenda
Reorganization, proceedings, and/or special
elections would be required.

Members could have the ability to secure a franchise
fee in exchange for providing the IOU with the right to operate exclusively in their community.

9.3 OPTION 2: IID Terminates Electrical
Service to the Coachella Valley
Territory
Under this option, the following alternative service and associated governance options are provided for
stakeholder consideration. The reader can supplement
the following section with details pertaining to each
governance structure provided in Section 7.

Service Alternative Option No. 2 - Imperial Irrigation
District terminates electrical service provisions for the Coachella Valley service territory. Under this service
option, the following alternative governance structures can be considered.

9.3.1 Alternative Governance Structures for
Service Alternative Option No. 2
The following alternative governance structures aim to
ensure proportional representation on a governing board that will have primary jurisdiction over all electrical service matters by extending voting rights to eligible voters
residing within the Imperial Irrigation District electrical service area. This will establish proportional representation on a governing board that will have primary jurisdiction on all matters related to electrical service. These
proposals distinctly separate water rights and
management, ensuring that the current Imperial Irrigation District Board of Directors retains exclusive authority over them, and that the water service area boundaries shall
remain unaffected
GOVERNANCE OPTION 2.A - Dissolution and merger with
an Investor-Owned Utility. Under this option the
following should be considered:
49 ALTERNATIVE ELECTRICAL SERVICE OPTIONS
Local control and representation would be limited
with local advisement provided by engaging with the
CPUC.

Would not allow eligible voters from Coachella Valley
to participate in elections.

Coachella Valley stakeholders would not have direct
governance control or obtain representation on
electrical service provisions.

The IOU would acquire and purchase existing
electrical infrastructure and assets.

Regulation and oversight would be provided by the
CPUC.

Complex negotiations would be needed to transfer
existing electrical assets.

Potential for higher rates depending on the IOU’s
generation sources and portfolio.

Funding provided by rates are set by the IOU and
regulated by CPUC.

Uncertain if implementation of timely capital
investments would be improved by the IOU and
limited improvement with accommodating
additional growth and development could be
experienced.

Once IOU merger is complete, stakeholders would
be eligible to form a CCA or similar. This would
provide a small degree of local control and oversight
for Coachella Valley stakeholders.

Could potentially minimize the amount of initial risk by deferring the management and ownership to the
IOU. Long-term financial impacts are uncertain, with
the potential to be greater than other alternative
options under consideration.

Will impose a financial and operational impact on
IID, and could ultimately cause IID to administer
future rate increases despite a reduction in service
responsibilities.

Reorganization, proceedings, and/or special
elections would be required.

Would create a new public utility to oversee and
obtain responsibility over electrical service provisions for the entire Coachella Valley territory.

GOVERNANCE OPTION 2.B - Form a new Public Utility
District, or Special District. Under this option the
following should be considered:
148 CLICK HERE to Return to Agenda
The roles and responsibilities for the utility would be specific and based on the member's interest.

Coachella Valley stakeholders would have direct
governance control and obtain representation on
electrical service provisions for Coachella Valley, if
desired by the newly formed utility.

The new utility, or Special District would have the
ability to finance and own electrical facilities and
assets.

Financing for capital improvements could be
provided by the utilities electric rates, charges,
and/or ability to secure bonds for public
improvements.

This structure would require funding resources in order to acquire and purchase underlying electrical assets
from IID, or others. The specific amount to acquire
such assets is uncertain and would need to be
negotiated.

This option offers the greatest amount of flexibility in defining the utilities service responsibilities, such as forming a partially integrated utility or vertically
integrated.

Additional staffing and resources would be required
to administer business functions and associated
services, such as an Executive Director and/or
technical staff.

The existing IID Board of Directors structure and
governance would remain unaltered.

With local control and oversight, local officials can
administer programs and incentives that align with
community needs.

New legislation would not be required and existing
legislation allows for flexibility in defining the utility's powers and rights.

Could impose a financial and operational impact to
the existing IID Energy Division.

The utility can have the authority to execute a power
supply agreement with IID, if the utility desires to
control generation services.

A comprehensive debt policy should be established
to define financial policies and principles to
memorialize guiding directives from local officials.

This structure provides Coachella Valley with local
oversight and could offer the greatest level of control over all, or specific areas of electrical service
provisions.
50 ALTERNATIVE ELECTRICAL SERVICE OPTIONS
Due to potential start-up costs, having the ability to
provide a competitive and affordable service rate
could be challenging for the utility.

Accommodating additional growth and
development can be improved depending on the
financing policies selected by the utility and its
officials.

The ability to adapt to new legislation, state initiatives, and local priorities will be dependent on the utilities policies and available funding resources.

This structure will require an extensive number of
staffing resources and technical expertise for start-up and ongoing operations.

A public vote and adoption by LAFCO would be
required.

Potential financial and/or operational impact on IID,
and would be dependent based on the role and
responsibility of the utility.

The service structure can also be combined with a
JPA, with the members of the JPA being IID and the
new utility.

Under this option, CVWD could also be named as the
public entity and successor to continue service for
the Coachella Valley.

Could result in a financial impact to the CVWD and
corresponding hydroelectric generation rights on the
canal if the new utility district desires oversight over generation services.

Similar to option 2.B, but with expanded oversight
and local governance over all aspects of electrical
service, including: generation, transmission,
distribution and administration.

Each stakeholder would create their own utility district to oversee and obtain responsibility over electrical
service provisions for their service area.

Governance Option 2.C: Create a Vertically Integrated
Public Utility District, or Special District for each
stakeholder in the Coachella Valley service territory.

Under this option the following should be considered:
149 CLICK HERE to Return to Agenda
51 Offers the greatest level of local control and oversight by Coachella Valley stakeholders.

Modifies the electrical service boundary for IID by
removing the Coachella Valley service territory.

This option could have the potential challenge of
being able to administer competitive and equitable
rates due to start-up costs and required capital
investments.

Under this option, CVWD could also be named as the
public entity and successor to continue service for
the Coachella Valley.

This structure would have the highest amount of risk
from requiring the greatest amount of debt and longterm financial obligations associated with the need to acquire property, assets, staffing, and funding
capital improvements for each utility.

Will impose a financial and/or operational impact to
the IID Energy Division.

A comprehensive debt policy will need to be
established to define financial policies and principles to memorialize guiding directives from public
officials.

Will require complex legal negotiations and legislative challenges among the parties to potentially secure
hydroelectric generation rights from CVWD.

Could result in a financial impact to CVWD and
corresponding hydroelectric generation rights on the
canal.

For Coachella Valley stakeholders interested in
forming a CCA, they must terminate all electrical
service provisions from IID and merge with an IOU to
be eligible to form the CCA.

The CCA can be operated under a JPA structure, or
as a single jurisdiction.

The parties to the CCA must issue a Declaration to
Pursue to the service area IOU and the CPUC.

No reorganization, proceedings or special elections
are required.

The CCA would create a new public entity to oversee
and assume responsibility over electrical generation
and/or purchases.

Governance Option 2.D: Create a Community Choice
Aggregation. Under this option the following should be
considered:

ALTERNATIVE ELECTRICAL SERVICE OPTIONS
All electrical facilities and assets would be managed
and owned by others, not the CCA.

Financing programs for the CCA are potentially
limited.

This structure would provide a limited amount of local
control and oversight to Coachella Valley
stakeholders, as this structure would depend on other
utilities for transmission and distribution services.

Could require the need to retain additional staff,
such as administration or operational managers, and
technical.

The existing IID Board of Directors would remain.

No new legislation would be required.

The CCA would be supported and managed by its
members, residents within its service boundary.

Uncertain if improvements can be achieved to
accommodate additional growth and development,
as this option is dependent on other utilities for
providing transmission and distribution services.

Could minimize the amount of initial risk by deferring
the management and ownership of transmission and
distribution services to other utilities. Although, due to changing state regulations and initiatives, the longterm financial impact of forming a CCA is uncertain and could have the potential to be greater than
other alternative options under consideration.

Would impose a financial and/or operational impact
to the IID Energy Division.
150 CLICK HERE to Return to Agenda
52 9.4 Alternative Options Support
Foundation Objectives to Varying
Degrees
While each alternative service option achieves different outcomes, each stakeholder can review performance
under varying subsets of foundational objectives. The
resulting variability in the assessment of alternative option performance could potentially result in conflicting
opinions. Therefore, it is critical for stakeholders in the Coachella Valley to identify the foundational objectives that are common and core, regardless of the alternative option under consideration. To address this issue, the
following analysis was conducted to provide stakeholders and policymakers with a general indication of the
alternative option that might best address their needs.

It is worth noting that the findings of this analysis will need to be aligned with the desired level of responsibility that each stakeholder is willing to commit to providing
electrical service provisions for the Coachella Valley
service territory. For instance, local representation can be provided under a variety of alternative options, but the degree of representation would be limited to the level of control of the proposed utility, or alternative ownership structure other than IID. Evaluating future alternative options based on these two critical elements will be
crucial in identifying the best-fit alternative option for both of the electrical service territories.

The alternative options evaluation matrix is presented in Figure 9-1 and provides an overview of how each of the
proposed alternative options supports the foundational
objectives. The foundational objectives were derived
from stakeholder feedback and used as a way to
evaluate the performance of each alternative option
against status quo.

To supplement this analysis and the overall effort, in April 2021, the American Public Power Association (APPA)
conducted a Governance Survey to present information
on the type of governing bodies responsible for
overseeing public power systems.

ALTERNATIVE ELECTRICAL SERVICE OPTIONS
The survey findings are summarized in Tables 9-1 and 9-2 and revealed that the type of governing body in charge
of public power systems was evenly divided, with 54% of respondents indicating that the electrical system is
governed by a City Council and the remaining 46% by
an independent utility board. This was based on 295
responses, with 18 of those being completed by utilities with more than 50,000 customers. A summary of the
survey results are provided below and additional
information can be found at the APPA website
(https://www.publicpower.org/resource/public-powergovernance-survey).

This information serves as a valuable reference point for gaining insight into the current governance structures of Public Utilities and can further supplement the
information presented in this Study. Depending on the
decisions made by the Coachella Valley stakeholders,
the following survey results are presented by the number of customers served. It should be noted that the
governance structure and roles vary by the number of
customers served. Depending on the outcome of IID
and/or the parties within the Coachella Valley, the
following survey results by customers count appear to
align with the estimated number of customers to be
served by the alternative service or governance options under consideration.
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53 Primary Governing Body
No. Of Customer Connections No. Of Survey
Responses
Independent
Elected
Independent
Appointed City Council
Less than 5,000 144 7% 26% 67%
5,000 to 20,000 94 20% 41% 38%
20,000 to 50,000 34 9% 41% 50%
More than 50,000 17 18% 53% 29%
Total 289 12% 34% 54%
April 2021 survey results from the American Public Power Association – Public Power Governance Survey Notes:

1. ALTERNATIVE ELECTRICAL SERVICE OPTIONS
TABLE 9-1 – AMERICAN PUBLIC POWER ASSOCIATION GOVERNANCE SURVEY: TYPE OF GOVERNING BODY
152 CLICK HERE to Return to Agenda
54 Authorities Independent Utility
Board City Council Other
Less than 5,000 Connections
Set retail electric rates 85% 4% 11%
Approve Utility Budgets 85% 11% 4%
Issue Bonds 61% 28% 11%
Set Financial Policies 87% 7% 6%
Approve Power Purchase Contracts 74% 20% 6%
5,000 to 20,000 Connections
Set retail electric rates 69% 14% 17%
Approve Utility Budgets 78% 11% 11%
Issue Bonds 46% 46% 8%
Set Financial Policies 74% 9% 17%
Approve Power Purchase Contracts 80% 5% 15%
20,000 to 50,000 Connections
Set retail electric rates 69% 25% 6%
Approve Utility Budgets 87% 13% 0%
Issue Bonds 44% 38% 18%
Set Financial Policies 100% 0% 0%
Approve Power Purchase Contracts 94% 6% 0%
More than 50,000 Connections
Set retail electric rates 62% 38% 0%
Approve Utility Budgets 69% 31% 0%
Issue Bonds 38% 38% 24%
Set Financial Policies 69% 8% 23%
Approve Power Purchase Contracts 77% 8% 15%
April 2021 survey results from the American Public Power Association – Public Power Governance Survey The term “other” includes structures where there is a Joint Powers Authority with the underlying independent utility or City Council.

Notes:

1. 2.

ALTERNATIVE ELECTRICAL SERVICE OPTIONS
TABLE 9-2 – AMERICAN PUBLIC POWER ASSOCIATION GOVERNANCE SURVEY: AUTHORITY OF

GOVERNING BODY
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55 ALTERNATIVE ELECTRICAL SERVICE OPTIONS
FIGURE 9-1: ALTERNATIVE GOVERNANCE EVALUATION MATRIX
(TABLE LOCATED ON NEXT PAGE)
154 CLICK HERE to Return to Agenda
FIGURE 9-1: ALTERNATIVE GOVERNANCE EVALUATION MATRIX
Option 1.A: Status Quo Option 1.B: Annex Coachella Valley into IID
Option 1.C: Sub-Board of Directors for
IID
Option 1.D: Create a Joint Powers
Authority
Option 2.A: Merge to Investor-Owned
Utility
Option 2.B: Form a new Public Utility
District
Option 2.C: Form Vertically Integrated
Public Utility District
Option 2.D: Form a Community Choice
Aggregation
Maintain status quo with no service or
governance changes.

Annex Coachella Valley Service Territory
to IID and adjust IID jurisdictional
boundary.

Create IID Sub-Board of Directors for
Coachella Valley electrical service
provisiosn.

Form a Joint Power Agreement or
Agency with Coachella Valley
Stakeholders and IID.

Dissolution and merger with an InvestorOwned Utility.

New Public Utility District for Coachella
Valley electrical service provisions.

Roles to be specific based on
stakeholder desires, such as distribution
only.

New Vertically Integrated Public Utility
Districts for Coachella Valley electrical
service provisions.

CCA to provide electrical generation
and/or power purchases. Utility will be
dependent on other utilities for
transmission and distribution services.

Ability for all eligible, registered voters within the Coachella Valley electrical service territory to be an appointed or elected official for purposes of providing oversight and supervising activities of the underlying electrical service entity.

Provides each appointed or elected official local oversight, supervision, and control of all functions of service (including assets) owned and managed by the proposed utility.

Ability to provide impartial third-party advice to the IID Board of Directors on electrical service provisions which are not the responsibility of the newly formed entity.

Ability to impose rate increases, secure external funding, issue municipal bonds, or form a financing authority to support a capital improvement program and/or initial costs for acquiring existing electrical facilities.

Alternative service option provides the ability to acquire and own underlying electrical assets for electrical generation, transmission, and/or distribution services.

Provides oversight and supervision of financial policies, rates, and charges for electrical services. To endorse polices that administer equitable rates structured to support economic growth and ability to recover cost of service.

Permits local oversight of capital improvement planning and implementation. Supporting timely planning and capital investments to accommodate growth and development.

Structure should require a limited amount of coordination to implement the proposed service and/or governance structure, including legal, financial, and legislative complexity as compared to status quo.

Provides oversight and supervision of customer programs and incentives. To endorse policies that support state initiatives and local community interests.

Provides oversight of operational and maintenance services. To support business practices that promote efficient and reliable service by endorsing policies that achieve industry standards for preventative maintenance and service.

Structure should leverage existing resources to help minimize the need to recreate established policies and the need for additional public resources.

Oversight and supervision of renewable energy opportunities and local generation programs; including solar, wind, geothermal and other eligible resources. Supporting partnerships with regional partners interested in local renewable generation.

Structure that could allow for the complete oversight and governance of all electrical service provisions associated with generation, transmission, and distribution.

Structure that can be modified to align with future changes in the members roles and responsibilities of utility ownership and/or governance.

Structure that has the potential to reduce or limit the amount of legal and/or financial risk to the members and community it serves regarding start-up, implementation, and ongoing operational costs.

Oversight and supervision of capital planning, upgrades, and expansions related to local distribution facilities.

Structure that will endorse public policies to promote engagement and collaboration with the local community to obtain public input throughout the entire decision-making process.

Ability to Expand Public Benefits
Foundational Objectives Service Alternative Option No. 1 - IID continues to provide electrical service to Coachella Valley Service Alternative Option No. 2 - IID terminates electrical service to Coachella Valley Services Provided by a Public and Locally Controlled Entity Provides Representation for Coachella Valley Customers
Maintain an Advisory Role for Non-Responsible Electrical Service Provisions Ownership Structure Must Provide Flexible Financing Opportunities Structure that Can Own Electrical Assets
Provides Coachella Valley with Oversight of Financial Policies Oversight of Capital Planning to Support Economic Development Structure Easy to Implement
Provides Local Control for Distribution Assets
Maximize Public Involvement
Achieve Industry Maintenance Standards
Use of Efficient Public Resources
Promote Local Renewable Energy Programs
Ability to Achieve Vertically Integrated Utility Status Ability to Adapt to Future Changes and Responsibilities Minimizes Risk to Rate Payers
Objective Addressed
Potential to Address Objective Pending Role of the Proposed Utility Objective Note Addressed 155 CLICK HERE to Return to Agenda

9.5 Suggested Actions Prior to the
Expiration of the Agreement of
Compromise
This section provides suggested actions to help assist with addressing outstanding questions regarding the existing and continued electrical service to the Coachella Valley.

Coachella Valley stakeholders and IID can consider the
following actions to support the ongoing collaboration
toward developing a community-based solution for
electrical service and governance for the Coachella
Valley. The following considerations can be used to
establish near-term priorities and help assist with
addressing technical feasibility, legal requirements, and financial policies for the alternative service and
governance options under consideration. Based on the
CVEC 2021-22 Annual Report many of the following
actions are identified as the near and long-term priorities of the Commission.

The following are suggested actions the parties can
consider to assist with ongoing efforts associated with alternative service and governance options:
57 ALTERNATIVE ELECTRICAL SERVICE OPTIONS
The parties should acknowledge that the CVEC is
likely the most effective entity at this time to assist through the details of determining a preferable
solution and/or alternative option. The Study can aid
ongoing discussion and engagements among the
parties, which includes representation from majority
of Coachella Valley customers.

Stakeholders to establish desired rights, roles, and
responsibilities for electrical service and governance.

The guiding polices and principles should also
examine if it will be desired to own electrical facilities, or secure service agreements with IID, or others.

Develop policy principles that can provide a
consistent basis for evaluating issues, making
decisions, and setting policy.

Perform technical feasibility studies to determine if
the proposed entity is financially feasible, conducting valuations to estimate the value of associated
electrical facilities and resources.

Evaluate alternative financing mechanisms to
support new growth and development, including rate
and fee structures for enhancing service reliability for status quo, or for the alternative service and
governance options under consideration.

Continue to expand public engagement as the
stakeholders advance discussions on potential
alternative service and governance options.
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APPENDICES
APPENDIX A: ASSEMBLY BILL 1021
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DEPARTMENT OF FINANCE BILL ANALYSIS
AMENDMENT DATE: 08/16/2021 BILL NUMBER: AB 1021
POSITION: Oppose AUTHOR: Mayes, Chad
BILL SUMMARY: Imperial Irrigation District.

This bill requires the local agency formation commissions (LAFCOs) for Imperial County and Riverside County to conduct a joint study of options for providing electricity in the Imperial Irrigation District (District) and other affected service areas, and options for alternative governance structures that provide for proportional representation for the District’s board of directors, as specified. The bill also requires the study be published on the LAFCOs’ internet websites no later than July 1, 2022. Further, this bill increases the membership of the District’s board of directors from five to six.

This bill requires a two-thirds vote to take effect immediately as an urgency statue.

FISCAL SUMMARY
Finance anticipates that this bill’s requirement for the two LAFCOs to complete a joint study would not create a state-reimbursable mandate. LAFCOs are not eligible to file claims for reimbursement of mandated costs, because they do not have taxing authority. Only those local agencies subject to taxing and spending limitations are eligible to file a claim.

However, Finance anticipates this bill may create a state-reimbursable mandate by requiring the District to add a member to its board of directors, because this may represent a higher level of service to the public. The costs would include salary and benefits, access to technology, and other items. Based on publicly available 2019 pay data for the District, the salary for each board member is about $50,000.

CHANGES SUMMARY
This bill was amended on August 16, 2021 and includes the following significant amendments, which do not change Finance’s position:
• Specifies the joint study must include options to provide continued publicly owned and managed electrical service in perpetuity to the District’s electrical service area. • Specifies the joint study’s options for alternative governance structures must extend voting rights to registered voters who reside within the District’s electrical service area. • Requires the District’s governing board to increase to six members on January 1, 2023, and specifies the added member will be a nonvoting director solely for electrical issues presented before the board.
• Requires the General Counsel of the District to determine which issues before the board are electrical issues and permits the nonvoting director to request a written rationale from the Analyst/Principal Date Program Budget Manager Date
(712) Hill, Chris Calvert, Teresa
Department Deputy Director Date
Governor's Office: By: Date: Position Approved
Position
Disapproved
BILL ANALYSIS Form DF-43 (Rev 03/95 Buff)
ETHLL : AB 1021 - 08/19/2021 10:04 AM
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CHANGES SUMMARY (continued)
General Counsel when it determines the issue before the board is not an electrical issue. • Specifies that if the District no longer serves electricity to 60 percent or more of its existing customers within the electrical service area before or on December 31, 2032, the nonvoting director’s membership will terminate.

COMMENTS
Finance is opposed to this bill because it may create a state-reimbursable mandate of at least $50,000 per year.

LAFCOs are quasi-judicial countywide commissions that oversee boundary changes of cities and special districts, the formation of new agencies including the incorporation of new cities and districts, and the consolidation or reorganization of special districts and cities. LAFCOs are funded by the cities, counties, and, special districts within each commission’s jurisdiction.

The District supplies water and energy service to customers in Imperial County and Riverside County. The rights to provide electric service were granted to the District as part of a 99-year agreement reached between the District and the Coachella Valley Water District in 1934; the agreement expires in 2033. The Riverside County residents that receive electricity from the District have never been fully annexed into IID’s boundaries, and as a result do not have the ability to vote for their representatives on the board of directors. This bill requires the LAFCOs for Imperial County and Riverside County to conduct a joint study that must include options for providing electricity in the District’s jurisdiction and other affected service areas, in the circumstance that the District desires to no longer provide electrical service in its jurisdiction. The bill also requires development of options for alternative governance structures that provide for proportional representation for the District’s board of directors. The bill requires the study to be published on the LAFCOs’ internet websites no later than July 1, 2022.

This bill increases the membership of the District’s board of directors from five to six and specifies the added director will be a non-voting director, with all of the other rights of existing directors.

The bill also provides that if the District no longer serves electricity to 60 percent or more of its existing electric customers within the electrical service area before or on December 31, 2032, the non-voting director’s membership will terminate and the board membership will decrease from six to five members.

SO (Fiscal Impact by Fiscal Year)
Code/Department LA (Dollars in Thousands)
Agency or Revenue CO PROP Fund
Type RV 98 FC 2021-2022 FC 2022-2023 FC 2023-2024 Code
8885/Comm St Mndt LA No C 50-75 C 50-75 C 50-75 0001
(2)
BILL ANALYSIS--(CONTINUED) Form DF-43

AUTHOR AMENDMENT DATE BILL NUMBER
Mayes, Chad 08/16/2021 AB 1021
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APPENDICES
APPENDIX B: 1934 AGREEMENT OF COMPROMISE
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DOPUDJA & WELLS CONSULTING
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City of La Quinta
CITY COUNCIL MEETING: August 1, 2023

STAFF REPORT
AGENDA TITLE: ADOPT RESOLUTION TO APPROVE PLACEMENT OF PUBLIC NUISANCE ABATEMENT ASSESSMENTS ON THE FISCAL YEAR 2023/24 PROPERTY

TAX ROLL

RECOMMENDATION
Adopt a resolution approving placement of public nuisance abatement assessments on the Fiscal Year 2023/24 Property Tax Roll.

EXECUTIVE SUMMARY
 Code Compliance must abate properties that are considered a public nuisance after the property owner fails to voluntarily clean their property.  The City may recover cost associated with the abatement. If the property owner fails to reimburse the City, a tax assessment may be placed on the property.  Council must hold a public hearing and solicit public comment in support or opposition prior to assessing properties.

FISCAL IMPACT
The City may recover $21,347.50 in abatement expenses; funds received will be deposited into the General Fund, Account No. 101-0000-42701 Lot Abatement.

BACKGROUND/ANALYSIS
La Quinta Code Compliance Division is responsible for monitoring the condition of properties within the City. In some cases, if properties are not well maintained, they are declared a public nuisance, due to overgrown vegetation, trash, or other unsafe conditions.

The property owner is notified by a notice posted at the location and by mail. The notice allows the property owner to act and bring the property up to city standards. If the owner fails to respond and the conditions at the property don’t improve, the City may secure a contractor to abate the property. Once the abatement work is completed, the City may request reimbursement for the cost of the abatement.

If the owner does not reimburse the City within 30 days, the property is subject to a special tax assessment.

PUBLIC HEARING ITEM NO. 1
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Listed below are ten properties that were abated by the City and the costs have not been recovered. Therefore, staff requests Council’s approval to place assessments on these properties to recover the cost of abatement, plus a 25% administration fee. Riverside County will collect the assessment and reimburse the City.

Name
Assessor
Parcel
Number
Cost of
Abatement
Administrative
Fee Total

BARTON LAND LA
QUINTA 773-075-003 $2,500.00 $625.00 $3,125.00

BARTON LAND LA
QUINTA 764-240-021 $2,800.00 $700.00 $3,500.00
CADO LA QUINTA 764-460-043 $640.00 $160.00 $800.00

CHRISTINE F CLARKE /

STEPHEN C COLLETT /
STEVEN POPELAR 600-340-047 $3,243.00 $810.75 $4,053.75

CHRISTINE F CLARKE /

STEPHEN C COLLETT /
STEVEN POPELAR 600-340-046 $3,702.00 $925.50 $4,627.50

HAGLUND W T /
HAGLUND RUBY A 773-131-017 $200.00 $50.00 $250.00
KENNETH D SMITH 773-163-015 $250.00 $62.50 $312.50
SIENNA CORP 600-052-009 $300.00 $75.00 $375.00
STAMKO DEV CO 600-340-029 $200.00 $50.00 $250.00
STAMKO DEV CO 600-340-029 $3,243.00 $810.75 $4,053.75
Total $21,347.50

AGENCY AND PUBLIC REVIEW
Public Hearing Notice
A public hearing notice was advertised in The Desert Sun newspaper on July 21, 2023 (Attachment 1).

ALTERNATIVES
Council may elect not to assess these properties or reduce the assessment amount.

Prepared by: Martha Mendez, Public Safety Deputy Director Approved by: Jon McMillen, City Manager
Attachment: 1. Public Notice – Desert Sun published July 21, 2023 242 CLICK HERE to Return to Agenda
RESOLUTION NO. 2023 - XXX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

LA QUINTA, CALIFORNIA, PLACING A SPECIAL

ASSESSMENT AND PROVIDING FOR COLLECTION ON

TAX ROLLS OF CERTAIN PROPERTIES FOR COSTS OF

ABATEMENT OF PUBLIC NUISANCE
WHEREAS, Chapter 11.72 of the La Quinta Municipal Code provides for the declaration and determination of certain conditions of property to be a public nuisance and further provides for the abatement of said nuisance by certain procedures including abatement by the City and collection of the cost of said abatement on tax rolls via a special assessment; and
WHEREAS, in accordance with said abatement procedures, the Public Safety Deputy Director of the City of La Quinta, as agent of the City Manager, has determined that a public nuisance exists on the following described premises, and has given the notice required by law, and the owner thereof has failed to appeal said determination and has failed to abate said nuisance as required in said notice; and WHEREAS, in accordance with said abatement procedure, the Public Safety Deputy Director has, by contract, provided for the abatement of said public nuisance on said properties and has filed a report thereon with the City Council; and WHEREAS, on the 1st day of August 2023, the City Council of the City of La Quinta, California, did hold a duly noticed public hearing on said report and a special assessment of said costs against said properties, and upon hearing and considering all testimony and arguments of all interested persons desiring to be heard, if any, the City Council did approve said report.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of La Quinta, California, as follows:

SECTION 1. The City Council hereby finds, determines, and declares that the City has abated a public nuisance on each of the following described premises, and on August 1st, 2023, held a duly noticed public hearing on special assessment of the costs of said abatement in the time and manner as required by law and further determines that there were no objections or protests to special assessment of said costs by any interested party.

SECTION 2. The City Council hereby finds, determines, and orders that the report of the Public Safety Deputy Director relative to special assessment of costs is hereby approved and the City Council hereby orders that the following costs are hereby placed as a special assessment against the following properties and the amount of said special assessments shall be collected at the time and in the manner of ordinary property taxes. 243 CLICK HERE to Return to Agenda
Resolution No. 2023 – xxx
Fund Number 101-6004-60120/Nuisance Abatement
Adopted: August 1, 2023

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La Quinta City CouncilAugust 1, 2023

La Quinta City Council
August 1, 2023