CITY OF OAKDALE
CITY COUNCIL
REGULAR MEETING AGENDA
City Council Chambers
277 North Second Avenue
Oakdale, CA 95361
“Cowboy Capital of the World”
Monday, March 17, 2025 7:00 PM City Council Chambers
Welcome to your City of Oakdale City Council Meeting
Mayor Cherilyn Bairos
Mayor Pro Tem Christopher Smith Council Member Jarod Pitassi Council Member Jeff Kettering Council Member Kayleigh Gilbert The meeting will be televised on Comcast Channel 7 and available for public viewing on YouTube at: https://www.youtube.com/@CityofOakdaleca
1. Call to Order – 7:00 p.m.
2. City Council Members Present/Absent
3. Pledge of Allegiance
4. Invocation Provided by Jeff Cavanaugh of Calvary Chapel Oakdale
5. Presentations/Acknowledgements
5.1 Recognizing Kayleigh Gilbert for SD 4 Oakdale City Woman of the Year.
6. Report out of Closed Session and Additions / Deletions to the Agenda.
7. Public Comments
Pursuant to Government Code section 54954.3, the City Council may adopt reasonable regulations to ensure that the business on the agenda can be conducted, therefore all members of the public will be given 3 minutes for their public comments. Individuals may not defer their time to another person. A maximum of 30 minutes will be allotted for general public comment. For agenda items, a maximum of 30 minutes will be allotted for public comment on each specific agenda item. California law prohibits the City Council from taking action on any matter that is not on the posted agenda unless it is determined to be an emergency by the Council. All items will be referred to staff for follow-up and/or placed on a future agenda.
8. Appointment to Boards, Commissions, Committees
8.1 Consider By Minute Order Re-Appointment of Saundra Sward-West as Commissioner to the Planning Commission to Serve a Four-Year Term to Expire 4/2029.
8.2 Consider By Minute Order Re-Appointment of Mark Silfer as Commissioner to the Planning Commission to Serve a Four-Year Term to Expire 4/2029
8.3 Consider By Minute Order Appointment of Giovanna Brazil as Commissioner to the Oakdale Planning Commission to Serve a Four-Year Term to Expire 4/2029.
8.4 Consider By Minute Order Appointment of Danielle Sanders as Commissioner to the Senior Citizen Advisory Commission to Serve a Four-Year Term to Expire 4/2029.
8.5 Consider By Minute Order Appointment of Bianca Signorelli as Committee Member of the Measure H Residents Oversight Committee to Serve a Four-Year Term to Expire 4/2029.
1 CITY OF OAKDALE
CITY COUNCIL
REGULAR MEETING AGENDA
Monday, March 17, 2025
Next City Council Resolution: 2025-018 Next Ordinance: 1290
9. City Council Consent Agenda
The consent agenda is comprised of Items 9.1 through 9.7, unless there is discussion by a member of the audience/Council they may be approved in one motion.
9.1 Approve the Regular City Council Meeting Minutes of March 3, 2025.
9.2 Receive and file the Warrant List for the period February 25, 2025 - March 10, 2025.
9.3 Waive all readings of Ordinances and Resolutions, except by Title.
9.4 Second Reading and Adoption of Ordinance 1288, Prezoning the Parcels Located in the Sierra Pointe Specific Plan Area.
9.5 Second Reading and Adoption of Ordinance 1289, Introducing Chapter 21 to the Oakdale Municipal Code Designating an Entertainment Zone on 3rd Avenue Between E and F Streets on Saturdays from 8am though 11am from May through September in Conjunction with the Oakdale Morning Market.
9.6 Adopt a Resolution Authorizing the Stanislaus County Department of Environmental Resources to Submit a Tire Amnesty Event Grant Application on behalf of the City of Oakdale.
9.7 Adopt a Resolution Authorizing an Update to the Police Services Agreement Between the City of Oakdale and the Oakdale Joint Unified School District and Authorizing the City Manager to Execute Said Updated Agreement.
10. Public Hearings
11. Staff Reports
11.1 Consider a Resolution Authorizing Staff to Enter into a Contract with Tuckfield & Associates to Conduct a Water and Wastewater Rate Study Using Funds from Water Operations Fund 645 and Sewer Operation Fund 622.
Recommended Action: Adoption a resolution authorizing funding for a Water and Wastewater Rate Study and approve a contract with Tuckfield & Associates for professional consulting services in an amount not to exceed $34,200, split evenly between Water Operations Fund 645 and Sewer Operations Fund 622.
11.2 By Minute Order Consider Paint Color Options for the Gene Bianchi Community Center Painting Project.
Recommended Action: By minute order approve paint color options for the Gene Bianchi Community Center Painting Project.
11.3 Consider a Resolution Authorizing Staff to Enter into an Agreement with Bob Murray & Associates for Executive Recruitment Services of the Permanent City Manager for a Cost not to Exceed $33,000 Using Funds from Fund 110- Contract Services. 2 CITY OF OAKDALE
CITY COUNCIL
REGULAR MEETING AGENDA
Monday, March 17, 2025
Next City Council Resolution: 2025-018 Next Ordinance: 1290 Recommended Action: Adopt a resolution authorizing Staff to enter into an agreement with Bob Murray & Associates for executive recruitment services in order to fill the permanent City Manager position for a cost not to exceed $33,000 using funds from Fund 110- Contract Services.
11.4 Consider a Resolution Selecting Retired Police Captain Jason Grogan as the Interim Police Chief for the City of Oakdale Effective March 18, 2025, and Approving an Employment Agreement that Articulates Grogans’ Compensation and Duties as Interim Police Chief.
Recommended Action: Adopt a resolution selecting Retired Captain Jason Grogan as the Interim Police Chief for the City of Oakdale effective March 18, 2025, and authorizing the Interim City Manager to execute the employment agreement.
12. City Manager’s Report
12.1 March Department Reports
13. City Council Items
14. Adjournment
The next Regular meeting of the Oakdale City Council will be held on Monday, April 7, 2025 at 7:00 p.m. in the City Council Chambers.
In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact City Hall, 209-845-3571. Notification 48 hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility to this meeting. (28CFR 35.102-35.104 ADA Title II).
Any documents produced by the City and distributed to a majority of the City Council regarding any item on this agenda will be made available in the City Clerk’s office at City Hall located at 280 North Third Avenue, Oakdale, California.
DECLARATION OF POSTING
I, Colleen Andersen, Council Services and Legislative Records Manager/Deputy City Clerk for the City of Oakdale, certify that I caused to be posted a copy of the City of Oakdale City Council Agenda for the Regular Meeting of Monday, March 17, 2025 at the City Council Chambers, 277 North Second Avenue, Oakdale, CA, 95361 on March 13, 2025.
Dated: March 13, 2025 /s/ Colleen Andersen
Colleen Andersen, Deputy City Clerk
Council Services and Legislative Records Manager
3 AGENDA ITEM 5.1
Recognizing Kayleigh Gilbert for SD 4 Oakdale City
Women of the Year
4 AGENDA ITEM 8.1
5 6
AGENDA ITEM 8.2
7 8
AGENDA ITEM 8.3
9 10
AGENDA ITEM 8.4
11 12
AGENDA ITEM 8.5
13 14
CITY OF OAKDALE CITY COUNCIL
REGULAR MEETING MINUTES
City Council Chambers
277 North Second Avenue
Oakdale, CA 95361
“Cowboy Capital of the World”
Monday, March 3, 2025 7:00 PM City Council Chambers
1. CALL TO ORDER:
Mayor Barios called the meeting to order at 7:00 p.m.
2. COUNCIL MEMBERS PRESENT/ABSENT:
Present: Mayor Cherilyn Bairos
Mayor Pro Tem Christopher Smith
Council Member Kayleigh Gilbert
Council Member Jarod Pitassi
Council Member Jeff Kettering
3. Pledge of Allegiance
Mayor Bairos led the pledge of allegiance.
4. Invocation
Pastor Ryan Poling of The River Christian Community provided the invocation.
5. Presentations/Acknowledgements
5.1 Recognizing City Manager Bryan Whitemyer for 12 Years of Service to the City of Oakdale.
Mayor Bairos and Members of the City Council recognized City Manager Bryan Whitemyer.
6. Additions / Deletions
There were no additions or deletions to the agenda.
7. Public Comments
Mayor Bairos opened Public Comment. There being no public comment, Mayor Bairos closed the Public Comment period.
8. Appointment to Boards, Commissions, Committees
9. City Council Consent Agenda
The consent agenda is comprised of Items 9.1 through 9.6. Unless there is discussion by a member of the audience/Council they may be approved in one motion.
9.1 Approve the Regular City Council Meeting Minutes of February 18, 2025.
9.2 Approve the Special City Council Meeting Minutes of February 25, 2025.
9.3 Receive and file the Warrant List for the period February 12, 2025 - February 24, 2025.
9.4 Waive all readings of Ordinances and Resolutions, except by Title.
9.5 Accepting the January 2025 Treasurer’s Report.
AGENDA ITEM 9.1
15 CITY OF OAKDALE
CITY COUNCIL REGULAR MEETING MINUTES
Monday, March 3, 2025
Next City Council Resolution: 2025-014 Next Ordinance: 1288
9.6 Adopt a Resolution Authorizing the City Manager to Execute a 20-Year Term Lease Agreement with MH Properties, LLC, for Airport Hangar L-4.
Public Services Director Gravel stated Item 9.6 will be removed from the Consent Agenda and considered at a later date.
MOTION
To approve Items 9.1 through 9.5 on the City of Oakdale City Council March 3, 2025, Consent Agenda.
Moved by Mayor Pro Tem Smith, and seconded by Council Member Gilbert PASSED this 3rd day of February 2025, by the following vote:
AYES: COUNCIL MEMBERS: Smith, Kettering, Gilbert, Pitassi, Bairos (5) NOES: COUNCIL MEMBERS: None (0)
ABSENT: COUNCIL MEMBERS: None (0)
ABSTAINED: COUNCIL MEMBERS:None (0)
Motion carried 5/0 by City Council roll call vote.
10. Public Hearings
10.1 Consider Amendment to Sierra Pointe Specific Plan, General Plan Amendment, Prezone, Addendum to Environmental Impact Report and Annexation Application No. 2017-17, the Specific Plan Area is Approximately 297-acres Located within the Southeastern Portion of the City of Oakdale.
Contract Planner Niskanen provided a PowerPoint Presentation City Manager Whitemyer provided a PowerPoint Presentation.
Staff responded to questions from the City Council.
Mayor Bairos opened the Public Hearing for public comment.
Public Testimony Provided:
Dave Ramano
Clarance Teem
Justin Larabie
Charolet Williams
Samantha Franco
Kerry Brasil
Randi Kaufman Hunter
Tiffany Sexton
Linda Santos
Doug Hummer
Ron Wise
16 CITY OF OAKDALE
CITY COUNCIL REGULAR MEETING MINUTES
Monday, March 3, 2025
Next City Council Resolution: 2025-014 Next Ordinance: 1288 With no further public comment, Mayor Bairos closed the Public Hearing and brought the item back to the City Council.
Staff responded to questions from the City Council.
MOTION
Adopt City Council Resolution 2025-014, adopting an addendum to the Environmental Impact Report for the Sierra Pointe Specific Plan, amendment to the Sierra Pointe Specific Plan, and a General Plan Amendment and approve the changes to the land use map for the High Density Residential (HDR) and Very Low Density Residential designations the language changes to the Sierra Pointe Specific Plan related to School Funding Agreement; and
Introduce and waive further reading of Ordinance 1288, prezoning the parcels located in the Sierra Pointe Specific Plan; and
Adopt City Council Resolution 2025-015, approving of an application to initiate proceedings for the reorganization of the Sierra Pointe Specific Plan.
Mitigation and change of Land use Plan
Moved by Mayor Pro Tem Smith, and seconded by Council Member Kettering PASSED AND ADOPTED this 3rd day of March 2025, by the following vote:
AYES: COUNCIL MEMBERS: Smith, Kettering, Gilbert, Bairos (4) NOES: COUNCIL MEMBERS: Pitassi (1)
ABSENT: COUNCIL MEMBERS: None (0)
ABSTAINED: COUNCIL MEMBERS:None (0)
Motion carried 4/1 by City Council roll call vote.
Mayor Bairos called for a 5 minute recess at 10:06 p.m.
Mayor Bairos called the meeting back to order at 10:12 p.m.
10.2 Introduction and Waive the First Reading of an Ordinance Introducing Chapter 21 Titled Oakdale Entertainment Zone to the Oakdale Municipal Code Designating an Entertainment Zone on Third Avenue between E and F Streets on Saturdays from 8am through 11am from May through September in conjunction with Oakdale Morning Market.
Chief Ramar provided a PowerPoint Presentation.
Mayor Bairos opened the Public Hearing for public comment.
Public Testimony Provided:
Fred Smith
Randy Raduechel
With no further public comment, Mayor Bairos closed the Public Hearing and brought 17 CITY OF OAKDALE
CITY COUNCIL REGULAR MEETING MINUTES
Monday, March 3, 2025
Next City Council Resolution: 2025-014 Next Ordinance: 1288 the item back to the City Council.
Staff responded to questions from the City Council.
MOTION
Introduce and waive the first reading of Ordinance 1289, introducing Chapter 21 titled Oakdale Entertainment Zone designating an Entertainment Zone on Third Avenue between E and F Streets on Saturdays from 8am through 11am from May through September in conjunction with the Oakdale Morning Market.
Moved by Mayor Pro Tem Smith, and seconded by Council Member Kettering PASSED this 3rd day of March 2025, by the following vote:
AYES: COUNCIL MEMBERS: Smith, Kettering, Gilbert, Kettering, Bairos (5) NOES: COUNCIL MEMBERS: None (0)
ABSENT: COUNCIL MEMBERS: None (0)
ABSTAINED: COUNCIL MEMBERS:None (0)
Motion carried 5/0 by City Council roll call vote.
10.3 Consider a Resolution Approving Adjustment to the City’s Capital Facilities Fees (CFF) in Accordance with Chapter 7, Article XIII of the Oakdale Municipal Code and Government Code 6600 Et. Seq.
City Manager Whitemyer provided a PowerPoint Presentation.
Mayor Bairos opened the Public Hearing for public comment. With no further public comment, Mayor Bairos closed the Public Hearing and brought the item back to the City Council.
Staff responded to questions from the City Council.
MOTION
Adopt City Council Resolution 2025-016, approving adjustments to the Capital Facilities Fees (CFF) in accordance with 2016 CFF Nexus Study and Chapter 7, Article XIIII of the Oakdale Municipal Code and Government Code 6600 Et Seq.
Moved by Mayor Pro Tem Smith, and seconded by Council Member Gilbert PASSED AND ADOPTED this 3rd day of March 2025, by the following vote:
AYES: COUNCIL MEMBERS: Smith, Gilbert, Pitassi, Kettering, Bairos (5) NOES: COUNCIL MEMBERS: None (0)
ABSENT: COUNCIL MEMBERS: None (0)
ABSTAINED: COUNCIL MEMBERS:None (0)
Motion carried 5/0 by City Council roll call vote.
18 CITY OF OAKDALE
CITY COUNCIL REGULAR MEETING MINUTES
Monday, March 3, 2025
Next City Council Resolution: 2025-014 Next Ordinance: 1288
11. Staff Reports
11.1 Consider a Resolution Selecting Oakdale Police Chief Jerry Ramar as the Interim City Manager for the City of Oakdale Effective March 7, 2025 and Approving an Employment Agreement that Articulates Chief Ramar’s Compensation and Duties as the Interim City Manager.
City Manager Whitemyer provided a summary of the staff report.
Staff responded to questions from the City Council.
Mayor Bairos opened the item for public comment. With no public comment, Mayor Bairos brought the item back to the City Council and asked for a motion to be made.
MOTION
Adopt City Council Resolution 2025-017, selecting Oakdale Police Chief Jerry Ramar as the Interim City Manager of the City of Oakdale effective March 7, 2025 and approving an employment agreement that articulates Chief Ramar’s compensation and duties as the Interim City Manager.
Moved by Council Member Gilbert, and seconded by Mayor Pro Tem Smith PASSED AND ADOPTED this 3rd day of March 2025, by the following vote:
AYES: COUNCIL MEMBERS: Gilbert, Smith, Pitassi, Kettering, Bairos (5) NOES: COUNCIL MEMBERS: None (0)
ABSENT: COUNCIL MEMBERS: None (0)
ABSTAINED: COUNCIL MEMBERS: None (0)
Motion carried 5/0 by City Council roll call vote.
12. City Manager’s Report
13. City Council Items
14. Adjournment
The next Regular meeting of the Oakdale City Council will be held March 17, 2025 at 7:00 p.m. in the Council Chambers. There being no further business, Mayor Bairos adjourned the meeting at 10:57 p.m.
ATTEST: APPROVED:
Colleen Andersen, Deputy City Clerk Cherilyn Bairos, Mayor 19 Amount
Vendor 350 - AT&T Total: 452.16
02/12/2025 12725657 ARC DOCUMENT SOLUTIONS L156970 120-3130-425003 MONTHLY LEASE FOR SUPPLIE 164.93 Vendor 280 - ARC DOCUMENT SOLUTIONS LLC Total: 329.87
Vendor: 350 - AT&T02/11/2025 FEB 2025 AT&T 156971 110-2110-420003 831-000-9659 421 452.1602/12/2025 12725657 ARC DOCUMENT SOLUTIONS L156970 120-3110-423000 MONTHLY LEASE FOR SUPPLIE 82.47 Vendor 1469 - ALPHA ANALYTICAL LABORATORIES INC. Total: 678 Vendor: 01640 - ANGEL ARMOR LLC02/04/2025 INV12408 ANGEL ARMOR LLC 156969 110-2110-427004 UNIFORM CARRIER, PISTOL MA 1871.91 Vendor 01640 - ANGEL ARMOR LLC Total: 1871.91
Vendor: 280 - ARC DOCUMENT SOLUTIONS LLC02/12/2025 12725657 ARC DOCUMENT SOLUTIONS L156970 119-4110-423000 MONTHLY LEASE FOR SUPPLIE 82.47 02/26/2025 5026324-SFL ALPHA ANALYTICAL LABORATO156968 622-4151-425003 DAILY WATER TESTING 176 02/27/2025 5026709-SFL ALPHA ANALYTICAL LABORATO156968 622-4151-425003 DAILY WATER TESTING 41 02/28/2025 5026933-SFL ALPHA ANALYTICAL LABORATO156968 622-4151-425003 DAILY WATER TESTING 176 Vendor 01197 - ALLPRO PEST SERVICES Total: 265
Vendor: 1469 - ALPHA ANALYTICAL LABORATORIES INC.02/21/2025 5025725-SFL ALPHA ANALYTICAL LABORATO156968 622-4151-425003 DAILY WATER TESTING 24402/21/2025 5025745-SFL ALPHA ANALYTICAL LABORATO156968 622-4151-425003 DAILY WATER TESTING 41 02/25/2025 54825 ALLPRO PEST SERVICES 156967 110-7413-425003 455 S FIFTH AVE. 70 02/25/2025 54857 ALLPRO PEST SERVICES 156967 110-7413-425003 ALLPRO - 445 N YOSEMITE AVE 75 03/04/2025 55066 ALLPRO PEST SERVICES 156967 117-7440-425003 ALLPRO - 450 E A ST 45 Vendor 9999999 - * Total: 1060
Vendor: 01055 - ALL TRAFFIC SOLUTIONS01/29/2025 SIN043573 ALL TRAFFIC SOLUTIONS 156966 110-2110-425003 TRAFFIC, REPORTING, IMAGE M 2700 Vendor 01055 - ALL TRAFFIC SOLUTIONS Total: 2700
Vendor: 01197 - ALLPRO PEST SERVICES02/25/2025 54804 ALLPRO PEST SERVICES 156967 118-7390-425003 ALLPRO - 750 WARNERVILLE R 75 02/20/2025 MAJOR SINGH OR RUPENDER MAJOR SINGH OR RUPENDER 156961 631-4180-340200 MAJOR SINGH OR RUPENDER 2502/20/2025 MODESTO POLICE OFFICERS AMODESTO POLICE OFFICERS 156965 117-204-0500 MODESTO POLICE OFFICERS A 1000 02/20/2025 ROGELIO FLORES III ROGELIO, FLORES III 156964 631-4180-340200 ROGELIO FLORES III - OVERPAY 10 03/03/2025 HERRERA, FRANCISCO HERRERA, FRANCISCO 156960 622-4151-416002 HERRERA, FRANCISCO - SWRC 122.1 Vendor 5555555 - * Total: 972.1
Vendor: 9999999 - *02/20/2025 BORGES, ELIZABETH 2/20/25 BORGES, ELIZABETH 156958 631-4180-340200 BORGES, ELIZABETH - REFUND 2511/26/2024 STILWELL, CHELSIE 11/26/24 STILWELL, CHELSIE 156962 110-2110-416003 PER DIEM - TRAINING - 3/17/2 250 02/25/2025 MCMAHON, TYSON 2/25/25 MCMAHON, TYSON 156963 110-2110-416003 PER DIEM - TRAINING - 3/18/2 10002/28/2025 HARCROW, SARAH 3-3-3/7 20 HARCROW, SARAH 156954 110-2110-416003 TRAINING 5 DAYS PER DIEM 250
WARRANT LIST
City of Oakdale, CA By Vendor Name
Payment Dates 2/25/2025 - 3/10/2025
Post Date Payable Number Vendor Name Payment Number Account Number Description (Item)Vendor: 5555555 - *11/26/2024 SMITH, RYAN 11/26/24 SMITH, RYAN 156959 110-2110-416003 PER DIEM - TRAINING - 3/17/2 250 1 of 19
AGENDA ITEM 9.2
20 Amount
WARRANT LIST
City of Oakdale, CA By Vendor Name
Payment Dates 2/25/2025 - 3/10/2025
Post Date Payable Number Vendor Name Payment Number Account Number Description (Item) 02/28/2025 INV02094 CITY OF OAKDALE FSA ACCOU 10777 512-1910-374120 CITY OF OAKDALE FSA ACCOU 875.75 Vendor 1507 - CITY OF OAKDALE FSA ACCOUNT Total: 1032.13 Vendor 346 - CITY OF OAKDALE CITYHALL ASSN Total: 37
Vendor: 1507 - CITY OF OAKDALE FSA ACCOUNT02/28/2025 INV02093 CITY OF OAKDALE FSA ACCOU 10777 512-1910-374120 CITY OF OAKDALE FSA ACCOU 156.3802/24/2025 4222084342 CINTAS CORPORATION 156977 565-7215-425016 LANDSCAPING PARKS WEEKLY 195.19 Vendor 1577 - CINTAS CORPORATION Total: 1358.51
Vendor: 346 - CITY OF OAKDALE CITYHALL ASSN02/28/2025 INV02089 CITY OF OAKDALE CITYHALL AS10776 110-219-0800 CITY OF OAKDALE CITYHALL AS 37 02/24/2025 4222084327 CINTAS CORPORATION 156977 622-4152-425016 WEEKLY UNIFORM LAUNDRY S 306.23 02/24/2025 4222084327 CINTAS CORPORATION 156977 645-4160-425016 WEEKLY UNIFORM LAUNDRY S 306.2302/24/2025 4222084342 CINTAS CORPORATION 156977 110-7210-425016 LANDSCAPING PARKS WEEKLY 97.6 Vendor 01484 - CENTRAL SWEEPING CO Total: 1120
Vendor: 1577 - CINTAS CORPORATION02/24/2025 4222084252 CINTAS CORPORATION 156977 622-4151-425016 WEEKLY UNIFORM LAUNDRY S 208.28 02/24/2025 4222084327 CINTAS CORPORATION 156977 110-4140-425016 WEEKLY UNIFORM LAUNDRY S 244.9803/04/2025 231145 CAR WASH PARTNERS INC. 156975 622-4151-427006 CAR WASHES 8 Vendor 232 - CAR WASH PARTNERS INC. Total: 120
Vendor: 01484 - CENTRAL SWEEPING CO01/21/2025 0263 CENTRAL SWEEPING CO 156976 110-4141-425003 STREET SWEEPING AREA 3 & 8 1120 Vendor 1361 - CALIFORNIA STATE DISBURSEMENT UNIT Total: 2392.13 Vendor: 232 - CAR WASH PARTNERS INC.03/04/2025 231145 CAR WASH PARTNERS INC. 156975 110-2110-427004 CAR WASHES 10403/04/2025 231145 CAR WASH PARTNERS INC. 156975 110-2161-425003 CAR WASHES 802/27/2025 59460 BMW MOTORCYCLES OF MOD156974 110-2110-480009 2023 BMW BRAKE PADS MAIN 227.29 Vendor 01523 - BMW MOTORCYCLES OF MODESTO Total: 2324.09 Vendor: 1361 - CALIFORNIA STATE DISBURSEMENT UNIT02/28/2025 INV02095 CALIFORNIA STATE DISBURSEM156947 110-219-1900 GARNISHMENT CHILD SUPPOR 2392.13 02/11/2025 7559 BLACKWATER CONSULTING EN156973 622-4151-425003 Standing PO - Nitrate Control P 3710.75 Vendor 1537 - BLACKWATER CONSULTING ENGINEERS INC Total: 5854.5 Vendor: 01523 - BMW MOTORCYCLES OF MODESTO02/21/2025 59415 BMW MOTORCYCLES OF MOD156974 570-4120-424002 2023 BMW MAINT. 2096.8 Vendor 942 - AT&T Total: 525.05
Vendor: 1537 - BLACKWATER CONSULTING ENGINEERS INC
02/06/2025 7545 BLACKWATER CONSULTING EN156973 645-4160-425003 Invoice 7545 Water Operation 1424.5 02/06/2025 7553 BLACKWATER CONSULTING EN156973 621-4159-442001 Construction Engineering Serv 719.25 Vendor: 942 - AT&T02/25/2025 FEB 2025 2 AT&T 156972 110-2110-420003 9391064580 286.21 02/25/2025 FEB 2025 2 AT&T 156972 110-2110-420003 9391053225 238.84 1 of 19
21 Amount
WARRANT LIST
City of Oakdale, CA By Vendor Name
Payment Dates 2/25/2025 - 3/10/2025
Post Date Payable Number Vendor Name Payment Number Account Number Description (Item) Vendor 01013 - DAILEY-WELLS COMMUNICATIONS INC. Total: 24586.09 Vendor 1193 - CSG CONSULTANTS Total: 7012.88
Vendor: 01013 - DAILEY-WELLS COMMUNICATIONS INC.02/06/2025 24MK053001 DAILEY-WELLS COMMUNICAT 156982 110-2110-425003 RADIO MAINT VPN TO MFA 24586.09 Vendor 59 - CRESCENT SUPPLY CO Total: 130.61
Vendor: 1193 - CSG CONSULTANTS01/10/2025 59669 CSG CONSULTANTS 156981 120-3130-410013 Invoice 59669 Building Insp & 6600 02/03/2025 B250096 CSG CONSULTANTS 156981 120-3130-425003 Standing PO - Fire Insp/Buildin 412.88 Vendor 01622 - CLIFTONLARSONALLEN LLP Total: 6510
Vendor: 1059 - COLONIAL PROCESSING CENTER02/28/2025 INV02092 COLONIAL PROCESSING CENTE156948 110-219-1700 COLONIAL LIFE 27.41 Vendor 1059 - COLONIAL PROCESSING CENTER Total: 27.41
Vendor: 59 - CRESCENT SUPPLY CO02/20/2025 K45153 CRESCENT SUPPLY CO 156980 110-2110-427004 UNIFORMS - H PETERSON 130.6102/18/2025 L251067096 CLIFTONLARSONALLEN LLP 156979 110-1310-425002 Audit 1884.56 02/18/2025 L251067096 CLIFTONLARSONALLEN LLP 156979 622-4153-425002 Audit 1412.12 02/18/2025 L251067096 CLIFTONLARSONALLEN LLP 156979 645-4161-425002 Audit 3213.32 02/27/2025 37025235 CLARK PEST CONTROL 156978 284-6210-425003 BRIDLE RIDGE PARK 4 LOCATIO 141 02/27/2025 37025238 CLARK PEST CONTROL 156978 110-7210-425003 PURCHASE ORDER PERC SERVI 85 Vendor 50 - CLARK PEST CONTROL Total: 4531
Vendor: 01622 - CLIFTONLARSONALLEN LLP02/27/2025 37025224 CLARK PEST CONTROL 156978 622-4150-427009 PURCHASE ORDER STORM DRA 303 02/27/2025 37025231 CLARK PEST CONTROL 156978 284-6210-425003 PO VINEYARD PARKS 4 LOCATI 71 02/27/2025 37025233 CLARK PEST CONTROL 156978 622-4150-427006 PO PARKS & STORM BASINS 15 318 02/26/2025 37025226 CLARK PEST CONTROL 156978 110-7210-427009 PURCHASE ORDER PARKS WEE 36302/26/2025 37025239 CLARK PEST CONTROL 156978 284-6210-425003 PURCHASE ORDER ICON SUBD 23002/26/2025 37025240 CLARK PEST CONTROL 156978 284-6210-425003 PURCHASE ORDER MEADOWL 19502/20/2025 37025236 CLARK PEST CONTROL 156978 110-2162-425003 CLARK PEST CONTROL - ANIMA 19 02/25/2025 37025227 CLARK PEST CONTROL 156978 645-4160-425003 PURCHASE ORDER WELLS 5,6, 36302/25/2025 37025228 CLARK PEST CONTROL 156978 110-4140-427009 PURCHASE ORDER STREETS W 227 02/18/2025 37025237 CLARK PEST CONTROL 156978 110-7210-425003 PURCHASE ORDER PERC SERVI 85 02/20/2025 37025236 CLARK PEST CONTROL 156978 110-2160-425003 CLARK PEST CONTROL - ANIMA 3802/20/2025 37025236 CLARK PEST CONTROL 156978 110-2161-425003 CLARK PEST CONTROL - ANIMA 3802/18/2025 37025230 CLARK PEST CONTROL 156978 284-6210-425003 PO VINEYARD PARKS 4 LOCATI 7102/18/2025 37025232 CLARK PEST CONTROL 156978 622-4150-427006 PO PARKS & STORM BASINS 15 318 02/18/2025 37025234 CLARK PEST CONTROL 156978 284-6210-425003 BRIDLE RIDGE PARK 4 LOCATIO 14101/24/2025 36856523 CLARK PEST CONTROL 156978 284-6210-425003 PO VINEYARD PARKS 4 LOCATI 71 01/24/2025 36856525 CLARK PEST CONTROL 156978 284-6210-425003 BRIDLE RIDGE PARK 4 LOCATIO 141 02/18/2025 37023264 CLARK PEST CONTROL 156978 622-4151-427009 PURCHASE ORDER FOR WWTP 1193 Vendor: 50 - CLARK PEST CONTROL01/24/2025 36771827 CLARK PEST CONTROL 156978 110-7210-425003 PURCHASE ORDER PERC SERVI 120 1 of 19
22 Amount
WARRANT LIST
City of Oakdale, CA By Vendor Name
Payment Dates 2/25/2025 - 3/10/2025
Post Date Payable Number Vendor Name Payment Number Account Number Description (Item) 01/29/2025 539264 FAMILY VETERINARY CARE OF 156987 110-2161-425003 VETERINARY SERVICES 20 01/29/2025 539259 FAMILY VETERINARY CARE OF 156987 110-2162-425003 VETERINARY SERVICES 10 01/29/2025 539259 FAMILY VETERINARY CARE OF 156987 742-2160-425003 VETERINARY SERVICES 375.45 01/29/2025 539264 FAMILY VETERINARY CARE OF 156987 110-2160-425003 VETERINARY SERVICES 20 01/29/2025 539259 FAMILY VETERINARY CARE OF 156987 110-2161-425003 VETERINARY SERVICES 20 01/29/2025 539258 FAMILY VETERINARY CARE OF 156987 110-2162-425003 VETERINARY SERVICES 10 01/29/2025 539258 FAMILY VETERINARY CARE OF 156987 742-2160-425003 VETERINARY SERVICES 325.45 01/29/2025 539259 FAMILY VETERINARY CARE OF 156987 110-2160-425003 VETERINARY SERVICES 20 01/28/2025 539193 FAMILY VETERINARY CARE OF 156987 742-2160-425003 VETERINARY SERVICES 130.5 01/29/2025 539258 FAMILY VETERINARY CARE OF 156987 110-2160-425003 VETERINARY SERVICES 20 01/29/2025 539258 FAMILY VETERINARY CARE OF 156987 110-2161-425003 VETERINARY SERVICES 20 01/28/2025 539187 FAMILY VETERINARY CARE OF 156987 110-2161-425003 VETERINARY SERVICES 20 01/28/2025 539187 FAMILY VETERINARY CARE OF 156987 110-2162-425003 VETERINARY SERVICES 10 01/28/2025 539187 FAMILY VETERINARY CARE OF 156987 742-2160-425003 VETERINARY SERVICES 375.45 01/21/2025 538770 FAMILY VETERINARY CARE OF 156987 110-2162-425003 VETERINARY SERVICES 10 01/21/2025 538770 FAMILY VETERINARY CARE OF 156987 742-2160-425003 VETERINARY SERVICES 565.45 01/28/2025 539187 FAMILY VETERINARY CARE OF 156987 110-2160-425003 VETERINARY SERVICES 20 02/04/2025 532468 FAMILY VETERINARY CARE OF 156987 110-2162-425003 VETERINARY SERVICES 44.46 01/21/2025 538770 FAMILY VETERINARY CARE OF 156987 110-2160-425003 VETERINARY SERVICES 20 01/21/2025 538770 FAMILY VETERINARY CARE OF 156987 110-2161-425003 VETERINARY SERVICES 20 02/04/2025 531072 FAMILY VETERINARY CARE OF 156987 742-2160-425003 VETERINARY SERVICES 259.5 02/04/2025 532468 FAMILY VETERINARY CARE OF 156987 110-2160-425003 VETERINARY SERVICES 88.93 02/04/2025 532468 FAMILY VETERINARY CARE OF 156987 110-2161-425003 VETERINARY SERVICES 88.93 02/04/2025 531072 FAMILY VETERINARY CARE OF 156987 110-2160-425003 VETERINARY SERVICES 10 02/04/2025 531072 FAMILY VETERINARY CARE OF 156987 110-2161-425003 VETERINARY SERVICES 10 02/04/2025 531072 FAMILY VETERINARY CARE OF 156987 110-2162-425003 VETERINARY SERVICES 5 02/12/2025 9123-19342 ENVIRONMENTAL.COM LLC 156986 645-4160-425003 PURCHASE ORDER MANDATO 45502/12/2025 9123-19343 ENVIRONMENTAL.COM LLC 156986 645-4160-425003 PURCHASE ORDER MANDATO 390 Vendor 01585 - ENVIRONMENTAL.COM LLC Total: 1375
Vendor: 213 - FAMILY VETERINARY CARE OF OAKDALE
Vendor 01630 - ECOFERT INC. Total: 450
Vendor: 01585 - ENVIRONMENTAL.COM LLC02/04/2025 9123-19086 ENVIRONMENTAL.COM LLC 156986 645-4160-425003 PURCHASE ORDER MANDATO 455 02/04/2025 9123-19088 ENVIRONMENTAL.COM LLC 156986 645-4160-425003 PURCHASE ORDER MANDATO 75 Vendor 718 - DEPARTMENT OF JUSTICE Total: 2004.98
Vendor: 01174 - DIVISION OF THE STATE ARCHITECT03/04/2025 797 DIVISION OF THE STATE ARCH 156984 110-1310-320700 SB 1186 FEES - BUSINESS LICEN 634 Vendor 01174 - DIVISION OF THE STATE ARCHITECT Total: 634 Vendor: 01630 - ECOFERT INC.12/03/2024 6172 ECOFERT INC. 156985 343-7219-442001 Ecofert Fertility Program Servic 450 Vendor: 718 - DEPARTMENT OF JUSTICE01/29/2025 792203 DEPARTMENT OF JUSTICE 156983 110-2110-425003 CLETS QUARTERLY OCT, NOV, 1876.9802/05/2025 794828 DEPARTMENT OF JUSTICE 156983 110-2110-425003 JANUARY 2025 FINGERPRINT A 128 1 of 19
23 Amount
WARRANT LIST
City of Oakdale, CA By Vendor Name
Payment Dates 2/25/2025 - 3/10/2025
Post Date Payable Number Vendor Name Payment Number Account Number Description (Item) 02/12/2025 540000 FAMILY VETERINARY CARE OF 156987 110-2160-425003 VETERINARY SERVICES 10 02/11/2025 539938 FAMILY VETERINARY CARE OF 156987 110-2162-425003 VETERINARY SERVICES 5 02/11/2025 539938 FAMILY VETERINARY CARE OF 156987 742-2160-425003 VETERINARY SERVICES 255.4502/11/2025 539938 FAMILY VETERINARY CARE OF 156987 110-2160-425003 VETERINARY SERVICES 10 02/11/2025 539938 FAMILY VETERINARY CARE OF 156987 110-2161-425003 VETERINARY SERVICES 10 02/11/2025 539931 FAMILY VETERINARY CARE OF 156987 110-2161-425003 VETERINARY SERVICES 10 02/11/2025 539931 FAMILY VETERINARY CARE OF 156987 110-2162-425003 VETERINARY SERVICES 5 02/11/2025 539931 FAMILY VETERINARY CARE OF 156987 742-2160-425003 VETERINARY SERVICES 205 02/11/2025 539929 FAMILY VETERINARY CARE OF 156987 110-2162-425003 VETERINARY SERVICES 5 02/11/2025 539929 FAMILY VETERINARY CARE OF 156987 742-2160-425003 VETERINARY SERVICES 255.4502/11/2025 539931 FAMILY VETERINARY CARE OF 156987 110-2160-425003 VETERINARY SERVICES 10 02/11/2025 539924 FAMILY VETERINARY CARE OF 156987 110-2162-425003 VETERINARY SERVICES 20.61 02/11/2025 539929 FAMILY VETERINARY CARE OF 156987 110-2160-425003 VETERINARY SERVICES 10 02/11/2025 539929 FAMILY VETERINARY CARE OF 156987 110-2161-425003 VETERINARY SERVICES 10 02/05/2025 539624 FAMILY VETERINARY CARE OF 156987 742-2160-425003 VETERINARY SERVICES 165 02/11/2025 539924 FAMILY VETERINARY CARE OF 156987 110-2160-425003 VETERINARY SERVICES 41.23 02/11/2025 539924 FAMILY VETERINARY CARE OF 156987 110-2161-425003 VETERINARY SERVICES 41.23 02/05/2025 539624 FAMILY VETERINARY CARE OF 156987 110-2160-425003 VETERINARY SERVICES 10 02/05/2025 539624 FAMILY VETERINARY CARE OF 156987 110-2161-425003 VETERINARY SERVICES 10 02/05/2025 539624 FAMILY VETERINARY CARE OF 156987 110-2162-425003 VETERINARY SERVICES 5 02/04/2025 539564 FAMILY VETERINARY CARE OF 156987 110-2162-425003 VETERINARY SERVICES 5 02/04/2025 539564 FAMILY VETERINARY CARE OF 156987 742-2160-425003 VETERINARY SERVICES 130.5 02/05/2025 539620 FAMILY VETERINARY CARE OF 156987 742-2160-425003 VETERINARY SERVICES 130.5 02/04/2025 539558 FAMILY VETERINARY CARE OF 156987 742-2160-425003 VETERINARY SERVICES 325.45 02/04/2025 539564 FAMILY VETERINARY CARE OF 156987 110-2160-425003 VETERINARY SERVICES 10 02/04/2025 539564 FAMILY VETERINARY CARE OF 156987 110-2161-425003 VETERINARY SERVICES 10 02/04/2025 539558 FAMILY VETERINARY CARE OF 156987 110-2160-425003 VETERINARY SERVICES 20 02/04/2025 539558 FAMILY VETERINARY CARE OF 156987 110-2161-425003 VETERINARY SERVICES 20 02/04/2025 539558 FAMILY VETERINARY CARE OF 156987 110-2162-425003 VETERINARY SERVICES 10 02/04/2025 539553 FAMILY VETERINARY CARE OF 156987 110-2161-425003 VETERINARY SERVICES 10 02/04/2025 539553 FAMILY VETERINARY CARE OF 156987 110-2162-425003 VETERINARY SERVICES 5 02/04/2025 539553 FAMILY VETERINARY CARE OF 156987 742-2160-425003 VETERINARY SERVICES 255.4502/04/2025 539549 FAMILY VETERINARY CARE OF 156987 110-2162-425003 VETERINARY SERVICES 5 02/04/2025 539549 FAMILY VETERINARY CARE OF 156987 742-2160-425003 VETERINARY SERVICES 375.45 02/04/2025 539553 FAMILY VETERINARY CARE OF 156987 110-2160-425003 VETERINARY SERVICES 10 01/29/2025 539265 FAMILY VETERINARY CARE OF 156987 742-2160-425003 VETERINARY SERVICES 385.45 02/04/2025 539549 FAMILY VETERINARY CARE OF 156987 110-2160-425003 VETERINARY SERVICES 10 02/04/2025 539549 FAMILY VETERINARY CARE OF 156987 110-2161-425003 VETERINARY SERVICES 10 01/29/2025 539265 FAMILY VETERINARY CARE OF 156987 110-2160-425003 VETERINARY SERVICES 10 01/29/2025 539265 FAMILY VETERINARY CARE OF 156987 110-2161-425003 VETERINARY SERVICES 10 01/29/2025 539265 FAMILY VETERINARY CARE OF 156987 110-2162-425003 VETERINARY SERVICES 5 01/29/2025 539264 FAMILY VETERINARY CARE OF 156987 110-2162-425003 VETERINARY SERVICES 10 01/29/2025 539264 FAMILY VETERINARY CARE OF 156987 742-2160-425003 VETERINARY SERVICES 325.45 1 of 19
24 Amount
WARRANT LIST
City of Oakdale, CA By Vendor Name
Payment Dates 2/25/2025 - 3/10/2025
Post Date Payable Number Vendor Name Payment Number Account Number Description (Item) 02/26/2025 540748 FAMILY VETERINARY CARE OF 156987 742-2160-425003 VETERINARY SERVICES 255.45 02/26/2025 540748 FAMILY VETERINARY CARE OF 156987 110-2162-425003 VETERINARY SERVICES 10 02/25/2025 540675 FAMILY VETERINARY CARE OF 156987 742-2160-425003 VETERINARY SERVICES 375.45 02/26/2025 540748 FAMILY VETERINARY CARE OF 156987 110-2160-425003 VETERINARY SERVICES 20 02/26/2025 540748 FAMILY VETERINARY CARE OF 156987 110-2161-425003 VETERINARY SERVICES 20 02/25/2025 540675 FAMILY VETERINARY CARE OF 156987 110-2160-425003 VETERINARY SERVICES 20 02/25/2025 540675 FAMILY VETERINARY CARE OF 156987 110-2161-425003 VETERINARY SERVICES 20 02/25/2025 540675 FAMILY VETERINARY CARE OF 156987 110-2162-425003 VETERINARY SERVICES 10 02/25/2025 540670 FAMILY VETERINARY CARE OF 156987 110-2161-425003 VETERINARY SERVICES 10 02/25/2025 540670 FAMILY VETERINARY CARE OF 156987 110-2162-425003 VETERINARY SERVICES 5 02/25/2025 540670 FAMILY VETERINARY CARE OF 156987 742-2160-425003 VETERINARY SERVICES 375.4502/19/2025 540386 FAMILY VETERINARY CARE OF 156987 110-2162-425003 VETERINARY SERVICES 5 02/19/2025 540386 FAMILY VETERINARY CARE OF 156987 742-2160-425003 VETERINARY SERVICES 165 02/25/2025 540670 FAMILY VETERINARY CARE OF 156987 110-2160-425003 VETERINARY SERVICES 10 02/19/2025 540383 FAMILY VETERINARY CARE OF 156987 742-2160-425003 VETERINARY SERVICES 165 02/19/2025 540386 FAMILY VETERINARY CARE OF 156987 110-2160-425003 VETERINARY SERVICES 10 02/19/2025 540386 FAMILY VETERINARY CARE OF 156987 110-2161-425003 VETERINARY SERVICES 10 02/19/2025 540383 FAMILY VETERINARY CARE OF 156987 110-2160-425003 VETERINARY SERVICES 10 02/19/2025 540383 FAMILY VETERINARY CARE OF 156987 110-2161-425003 VETERINARY SERVICES 10 02/19/2025 540383 FAMILY VETERINARY CARE OF 156987 110-2162-425003 VETERINARY SERVICES 5 02/19/2025 540378 FAMILY VETERINARY CARE OF 156987 110-2161-425003 VETERINARY SERVICES 10 02/19/2025 540378 FAMILY VETERINARY CARE OF 156987 110-2162-425003 VETERINARY SERVICES 5 02/19/2025 540378 FAMILY VETERINARY CARE OF 156987 742-2160-425003 VETERINARY SERVICES 130.5 02/19/2025 540374 FAMILY VETERINARY CARE OF 156987 110-2162-425003 VETERINARY SERVICES 5 02/19/2025 540374 FAMILY VETERINARY CARE OF 156987 742-2160-425003 VETERINARY SERVICES 385.4502/19/2025 540378 FAMILY VETERINARY CARE OF 156987 110-2160-425003 VETERINARY SERVICES 10 02/19/2025 540372 FAMILY VETERINARY CARE OF 156987 742-2160-425003 VETERINARY SERVICES 385.45 02/19/2025 540374 FAMILY VETERINARY CARE OF 156987 110-2160-425003 VETERINARY SERVICES 10 02/19/2025 540374 FAMILY VETERINARY CARE OF 156987 110-2161-425003 VETERINARY SERVICES 10 02/19/2025 540372 FAMILY VETERINARY CARE OF 156987 110-2160-425003 VETERINARY SERVICES 10 02/19/2025 540372 FAMILY VETERINARY CARE OF 156987 110-2161-425003 VETERINARY SERVICES 10 02/19/2025 540372 FAMILY VETERINARY CARE OF 156987 110-2162-425003 VETERINARY SERVICES 5 02/12/2025 540005 FAMILY VETERINARY CARE OF 156987 110-2161-425003 VETERINARY SERVICES 20 02/12/2025 540005 FAMILY VETERINARY CARE OF 156987 110-2162-425003 VETERINARY SERVICES 10 02/12/2025 540005 FAMILY VETERINARY CARE OF 156987 742-2160-425003 VETERINARY SERVICES 255.45 02/12/2025 540001 FAMILY VETERINARY CARE OF 156987 110-2162-425003 VETERINARY SERVICES 6.33 02/12/2025 540001 FAMILY VETERINARY CARE OF 156987 742-2160-425003 VETERINARY SERVICES 323.74 02/12/2025 540005 FAMILY VETERINARY CARE OF 156987 110-2160-425003 VETERINARY SERVICES 20 02/12/2025 540000 FAMILY VETERINARY CARE OF 156987 742-2160-425003 VETERINARY SERVICES 205 02/12/2025 540001 FAMILY VETERINARY CARE OF 156987 110-2160-425003 VETERINARY SERVICES 12.69 02/12/2025 540001 FAMILY VETERINARY CARE OF 156987 110-2161-425003 VETERINARY SERVICES 12.69 02/12/2025 540000 FAMILY VETERINARY CARE OF 156987 110-2161-425003 VETERINARY SERVICES 10 02/12/2025 540000 FAMILY VETERINARY CARE OF 156987 110-2162-425003 VETERINARY SERVICES 5 1 of 19
25 Amount
WARRANT LIST
City of Oakdale, CA By Vendor Name
Payment Dates 2/25/2025 - 3/10/2025
Post Date Payable Number Vendor Name Payment Number Account Number Description (Item) Vendor 104 - GROVER LANDSCAPE SERVICES INC. Total: 2265 Vendor: 111 - HAIDLEN FORD-MERCURY01/21/2025 5078488 HAIDLEN FORD-MERCURY 156998 570-4120-427006 TIRE PRESSURE SENSOR FOR P 59.81 Vendor 111 - HAIDLEN FORD-MERCURY Total: 59.81
Vendor 01219 - GOVERNMENTJOBS.COM INC. Total: 6815.25
Vendor: 104 - GROVER LANDSCAPE SERVICES INC.02/28/2025 0334794 GROVER LANDSCAPE SERVICES156997 293-6250-425015 Tesoro I - Landscape for CFD 2 2265 11/19/2024 INV-45480 GOVERNMENTJOBS.COM INC. 156996 622-4153-425003 INV-45480 681.52 11/19/2024 INV-45480 GOVERNMENTJOBS.COM INC. 156996 645-4160-425003 INV-45480 681.5211/19/2024 INV-45480 GOVERNMENTJOBS.COM INC. 156996 645-4161-425003 INV-45480 681.5211/19/2024 INV-45480 GOVERNMENTJOBS.COM INC. 156996 110-1910-425003 INV-45480 3407.6411/19/2024 INV-45480 GOVERNMENTJOBS.COM INC. 156996 622-4151-425003 INV-45480 340.7611/19/2024 INV-45480 GOVERNMENTJOBS.COM INC. 156996 622-4152-425003 INV-45480 1022.2903/03/2025 FEBRUARY 2025 GILTON SOLID WASTE MANAG156995 229-1910-374150 FEBRUARY 2025 - REFUSE MO -4947.84 03/03/2025 FEBRUARY 2025 GILTON SOLID WASTE MANAG156995 799-8280-425003 FEBRUARY 2025 - REFUSE MO 288678.71 Vendor 96 - GILTON SOLID WASTE MANAGEMENT INC. Total: 249089.42 Vendor: 01219 - GOVERNMENTJOBS.COM INC.
Vendor 1473 - GARY V. BUFKIN Total: 750
Vendor: 95 - GEORGE REED INC.01/23/2025 9 GEORGE REED INC. 156994 343-7219-442001 Greger Sports Park Constructio 315741.78 Vendor 95 - GEORGE REED INC. Total: 315741.78
Vendor: 96 - GILTON SOLID WASTE MANAGEMENT INC.03/03/2025 FEBRUARY 2025 GILTON SOLID WASTE MANAG156995 110-1910-320401 FEBRUARY 2025 - REFUSE MO -34641.45 Vendor 1428 - FIRST CHOICE INDUSTRIAL SUPPLY INC. Total: 249.26 Vendor: 92 - FRANCHISE TAX BOARD02/28/2025 INV02097 FRANCHISE TAX BOARD 156949 110-219-1900 GARNISHMENT - FTB 151.38 Vendor 92 - FRANCHISE TAX BOARD Total: 151.38
Vendor: 1473 - GARY V. BUFKIN02/18/2025 25-0218 GARY V. BUFKIN 156993 120-3130-425003 MUNI PERMIT FILE TRANSFER 750 Vendor 213 - FAMILY VETERINARY CARE OF OAKDALE Total: 9905.89 Vendor: 87 - FARMER'S BLACKMITH LLC02/20/2025 753913 FARMER'S BLACKMITH LLC 156991 622-4151-427006 TOOLS AND SUPPLIES 129.95 Vendor 87 - FARMER'S BLACKMITH LLC Total: 129.95
Vendor: 1428 - FIRST CHOICE INDUSTRIAL SUPPLY INC.02/27/2025 104826 FIRST CHOICE INDUSTRIAL SUP156992 110-2110-427004 GLOVES 249.26 02/26/2025 540760 FAMILY VETERINARY CARE OF 156987 110-2161-425003 VETERINARY SERVICES 20 02/26/2025 540760 FAMILY VETERINARY CARE OF 156987 110-2162-425003 VETERINARY SERVICES 10 02/26/2025 540760 FAMILY VETERINARY CARE OF 156987 742-2160-425003 VETERINARY SERVICES 285.4502/26/2025 540753 FAMILY VETERINARY CARE OF 156987 110-2162-425003 VETERINARY SERVICES 5 02/26/2025 540753 FAMILY VETERINARY CARE OF 156987 742-2160-425003 VETERINARY SERVICES 475.4502/26/2025 540760 FAMILY VETERINARY CARE OF 156987 110-2160-425003 VETERINARY SERVICES 20 02/26/2025 540753 FAMILY VETERINARY CARE OF 156987 110-2160-425003 VETERINARY SERVICES 10 02/26/2025 540753 FAMILY VETERINARY CARE OF 156987 110-2161-425003 VETERINARY SERVICES 10 1 of 19
26 Amount
WARRANT LIST
City of Oakdale, CA By Vendor Name
Payment Dates 2/25/2025 - 3/10/2025
Post Date Payable Number Vendor Name Payment Number Account Number Description (Item) Vendor: 1504 - METLIFE - GROUP BENEFITS02/14/2025 KM05931316 0001 2/14/25 METLIFE - GROUP BENEFITS 157007 110-219-1104 METLIFE - MARCH BENEFITS 1338.19 Vendor 1504 - METLIFE - GROUP BENEFITS Total: 1338.19
02/11/2025 20640 MCR ENGINEERING INC. 157006 119-4110-425003 ENCROACHMENTS PERMITS IN 465 Vendor 158 - MCR ENGINEERING INC. Total: 3435
01/30/2025 20634 MCR ENGINEERING INC. 157006 720-3110-425003 Invoice 20634 CD1304 MCR 288001/30/2025 20641 MCR ENGINEERING INC. 157006 119-4110-425003 AUDIT ASSISTANCE - WOOD BA 90 02/19/2025 3290 MARTIN PLUMBING 157005 110-2161-425003 Water Heater Animal Shelter 54002/19/2025 3290 MARTIN PLUMBING 157005 110-2162-425003 Water Heater Animal Shelter 270 Vendor 01573 - MARTIN PLUMBING Total: 1350
Vendor: 158 - MCR ENGINEERING INC.
Vendor 64 - L.N. CURTIS & SONS Total: 3039.48
Vendor: 01553 - LEXIPOL LLC02/01/2025 INVPM11248826 LEXIPOL LLC 157004 110-2110-425003 ANNUAL METR SUBSCRIPTION 3173.43 Vendor 01553 - LEXIPOL LLC Total: 3173.43
Vendor: 01573 - MARTIN PLUMBING02/19/2025 3290 MARTIN PLUMBING 157005 110-2160-425003 Water Heater Animal Shelter 540 Vendor 1437 - J.B. ANDERSON Total: 22655.7
Vendor: 01474 - JAYS TIRES02/14/2025 1-14311 JAYS TIRES 157002 203-2110-441005 OUTFITTING THE BLAZER EV 27911.26 Vendor 01474 - JAYS TIRES Total: 27911.26
Vendor: 64 - L.N. CURTIS & SONS02/20/2025 INV918410 L.N. CURTIS & SONS 157003 545-2110-441005 BALLISTIC PANEL RAWLINS, CA 3039.48 02/01/2025 02012025GPS J.B. ANDERSON 157001 720-3110-425003 Invoice 02012025GPS 765002/01/2025 02012025GPS J.B. ANDERSON 157001 720-3110-425003 Invoice 02012025GPS 75002/01/2025 02012025GPS J.B. ANDERSON 157001 720-3110-425003 Invoice 02012025GPS 522.502/01/2025 02012025GPS J.B. ANDERSON 157001 212-3110-425003 Invoice 02012025GPS 29002/01/2025 02012025GPS J.B. ANDERSON 157001 215-4149-442001 Invoice 02012025GPS 4166.502/01/2025 02012025GPS J.B. ANDERSON 157001 720-3110-425003 Invoice 02012025GPS 180001/15/2025 0325709-IN HOWK SYSTEMS INC 157000 622-4151-425003 ACID TREAT AND TEST WELL A 6269.43 Vendor 123 - HOWK SYSTEMS INC Total: 6269.43
Vendor: 1437 - J.B. ANDERSON02/01/2025 02012025GPS J.B. ANDERSON 157001 120-3110-410013 Invoice 02012025GPS 7476.703/01/2025 242158 HLP INC. 156999 110-2161-425003 CHAMELEON SERVER SUPPOR 252003/01/2025 242158 HLP INC. 156999 110-2162-425003 CHAMELEON SERVER SUPPOR 1260 Vendor 01113 - HLP INC. Total: 6300
Vendor: 123 - HOWK SYSTEMS INCVendor: 01113 - HLP INC.03/01/2025 242158 HLP INC. 156999 110-2160-425003 CHAMELEON SERVER SUPPOR 2520 1 of 19
27 Amount
WARRANT LIST
City of Oakdale, CA By Vendor Name
Payment Dates 2/25/2025 - 3/10/2025
Post Date Payable Number Vendor Name Payment Number Account Number Description (Item) 02/15/2025 41806 ONTEL SECURITY SERVICES IN 157017 117-222-0700 SECURITY 2/8/25 MPD ASSOCI 645 02/15/2025 41806 ONTEL SECURITY SERVICES IN 157017 117-7460-350305 SECURITY 2/8/25 MPD ASSOCI -33.6 Vendor 1563 - ONTEL SECURITY SERVICES INC. Total: 611.4 Vendor: 01386 - OLSEN MARHSA P02/20/2025 JANUARY - MARCH 2025 OLSEN MARHSA P 157016 118-7340-425003 INSTRUCTOR PAYMENTS - JAN 145 Vendor 01386 - OLSEN MARHSA P Total: 145
Vendor: 1563 - ONTEL SECURITY SERVICES INC.
Vendor 206 - OAKDALE LEADER Total: 344
Vendor: 208 - OAKDALE POLICE OFFICERS ASSOCIATION02/28/2025 INV02090 OAKDALE POLICE OFFICERS AS10779 110-219-0800 ASSOCIATION DUES 825 Vendor 208 - OAKDALE POLICE OFFICERS ASSOCIATION Total: 825 Vendor 156 - MUNISERVICES/AVENU Total: 2648.13
Vendor: 198 - OAKDALE EMPLOYEES ASSOCIATION02/28/2025 INV02091 OAKDALE EMPLOYEES ASSOCI 10778 110-219-0800 OAKDALE EMPLOYEES ASSOCI 62 Vendor 198 - OAKDALE EMPLOYEES ASSOCIATION Total: 62
Vendor: 206 - OAKDALE LEADER02/05/2025 386463 OAKDALE LEADER 157015 216-4149-442001 Ad for Formal Bid - Slurry Seal 344 Vendor 01092 - MOTION INDUSTRIES INC. Total: 1459.09
Vendor: 173 - MUNICIPAL MAINTENANCE EQUIPMENT01/22/2025 031515 MUNICIPAL MAINTENANCE EQ157013 570-4120-427006 FLEET SERVICE REPAIRS VAC T 495.75 Vendor 173 - MUNICIPAL MAINTENANCE EQUIPMENT Total: 495.75 Vendor: 156 - MUNISERVICES/AVENU02/18/2025 INV06-020315 MUNISERVICES/AVENU 157014 110-1910-320100 sales tax audit 2648.13 Vendor 168 - MODESTO STEEL Total: 607.38
Vendor: 830 - MODESTO WELDING PRODUCTS INC.01/25/2025 47015 MODESTO WELDING PRODUCT157011 622-4151-427006 ANNUAL CYLINDER RENTAL 320 Vendor 830 - MODESTO WELDING PRODUCTS INC. Total: 320
Vendor: 01092 - MOTION INDUSTRIES INC.02/07/2025 CA15-00971437 MOTION INDUSTRIES INC. 157012 622-4151-424002 AERATION WAVE -OX VALVES 1459.0902/27/2025 FEB 2025 MID 157008 622-4151-420001 5933712338 168.08 Vendor 161 - MID Total: 919.25
Vendor: 168 - MODESTO STEEL01/09/2025 456604 MODESTO STEEL 157010 622-4152-427006 MISC METALS FOR STOCK SEW 607.38 02/27/2025 FEB 2025 MID 157008 110-1910-420001 0913324769 328.0402/27/2025 FEB 2025 MID 157008 110-7210-420001 5326920183 293.3302/27/2025 FEB 2025 MID 157008 622-4151-420001 3357914926 129.802/12/2025 202145256 Mid Valley IT 157009 525-1910-425003 IT SERVICES 1767802/12/2025 202145256 Mid Valley IT 157009 525-1910-425012 IT SERVICES 2385.23 Vendor 01522 - Mid Valley IT Total: 20678.4
Vendor: 161 - MIDVendor: 01522 - Mid Valley IT02/12/2025 202145256 Mid Valley IT 157009 270-1910-425003 IT SERVICES 615.17 1 of 19
28 Amount
WARRANT LIST
City of Oakdale, CA By Vendor Name
Payment Dates 2/25/2025 - 3/10/2025
Post Date Payable Number Vendor Name Payment Number Account Number Description (Item) 02/23/2025 FEB 2025 4 PGE 157021 645-4160-420001 70558644897 3288.53 02/23/2025 FEB 2025 4 PGE 157021 645-4160-420001 59146046806 48.06 02/23/2025 FEB 2025 4 PGE 157021 657-4170-420001 88819309373 742.1 02/23/2025 FEB 2025 4 PGE 157021 622-4150-420001 9748453729-1 269.1 02/23/2025 FEB 2025 4 PGE 157021 622-4150-420001 44172864934 89.54 02/23/2025 FEB 2025 4 PGE 157021 622-4152-420001 59146046806 48.05 02/23/2025 FEB 2025 4 PGE 157021 110-7210-420001 02411052901 133.14 02/23/2025 FEB 2025 4 PGE 157021 110-7210-420001 56060120856 18.73 02/23/2025 FEB 2025 4 PGE 157021 110-7210-420001 25332532271 143.36 02/23/2025 FEB 2025 4 PGE 157021 110-7210-420001 47029806701 15.55 02/23/2025 FEB 2025 4 PGE 157021 110-4142-420001 58748645171 15600.91 02/23/2025 FEB 2025 4 PGE 157021 110-7210-420001 60758610988 1200.93 02/23/2025 FEB 2025 4 PGE 157021 110-7210-420001 63695829133 1007.92 Vendor 223 - P & L CONCRETE PRODUCTS INC. Total: 245.67 Vendor: 1344 - PACE SUPPLY CORP.01/21/2025 0510121141 PACE SUPPLY CORP. 157020 622-4151-424002 FILTER FOR BACKWASH ACTUA 1024.69 Vendor 1344 - PACE SUPPLY CORP. Total: 1024.69
Vendor: 226 - PGE02/23/2025 FEB 2025 4 PGE 157021 110-4142-420001 48213775637 778.7402/06/2025 2721-181266 O'REILLY AUTOMOTIVE STORE157018 570-4120-427006 PD SERVICE PARTS 79.3 Vendor 62 - O'REILLY AUTOMOTIVE STORES INC. Total: 1214.99 Vendor: 223 - P & L CONCRETE PRODUCTS INC.02/12/2025 7006201 P & L CONCRETE PRODUCTS IN157019 110-4140-427006 CONCRETE FOR G AND SOUTH 245.67 02/04/2025 2721-180837 O'REILLY AUTOMOTIVE STORE157018 570-4120-427006 RETURN -36.13 02/05/2025 2721-181043 O'REILLY AUTOMOTIVE STORE157018 570-4120-427006 PD SERVICE PARTS 350.2 02/05/2025 2721-181071 O'REILLY AUTOMOTIVE STORE157018 570-4120-427006 PD SERVICE PARTS 82.0102/03/2025 2721-180623 O'REILLY AUTOMOTIVE STORE157018 570-4120-427006 PD SERVICE PARTS 75.8502/03/2025 2721-180647 O'REILLY AUTOMOTIVE STORE157018 570-4120-427006 PD SERVICE PARTS 101.9502/03/2025 2721-180711 O'REILLY AUTOMOTIVE STORE157018 570-4120-427006 PD SERVICE PARTS 121.7501/28/2025 2721-179379 O'REILLY AUTOMOTIVE STORE157018 570-4120-427006 PD SERVICE PARTS 27.0701/29/2025 2721-179650 O'REILLY AUTOMOTIVE STORE157018 570-4120-427006 PD SERVICE PARTS 67.4301/30/2025 2721-179829 O'REILLY AUTOMOTIVE STORE157018 570-4120-427006 PD SERVICE PARTS 11.6 01/23/2025 2721-178155 O'REILLY AUTOMOTIVE STORE157018 570-4120-427006 PD SERVICE PARTS 40.09 01/23/2025 2721-178181 O'REILLY AUTOMOTIVE STORE157018 570-4120-427006 PD SERVICE PARTS 101.8701/27/2025 2721-179214 O'REILLY AUTOMOTIVE STORE157018 570-4120-427006 PD SERVICE PARTS 98.2501/23/2025 2721-177891 O'REILLY AUTOMOTIVE STORE157018 570-4120-427006 PD SERVICE PARTS 86.6601/22/2025 2721-177915 O'REILLY AUTOMOTIVE STORE157018 570-4120-427006 RETURN -2.35 01/23/2025 2721-178096 O'REILLY AUTOMOTIVE STORE157018 570-4120-427006 PD SERVICE PARTS 9.44 02/28/2025 INV02098 OPERATING ENGINEERS LOCA 156950 110-219-0800 UNION DUES - OAKDALE POLIC 1155 02/28/2025 INV02099 OPERATING ENGINEERS LOCA 156950 110-219-0800 UNION DUES - OAKDALE MISC 735 Vendor 219 - OPERATING ENGINEERS LOCAL #3 Total: 1890
Vendor: 62 - O'REILLY AUTOMOTIVE STORES INC.Vendor: 219 - OPERATING ENGINEERS LOCAL #3 1 of 19
29 Amount
WARRANT LIST
City of Oakdale, CA By Vendor Name
Payment Dates 2/25/2025 - 3/10/2025
Post Date Payable Number Vendor Name Payment Number Account Number Description (Item) 02/28/2025 54036 STANISLAUS FOUNDATION 157028 510-1910-425003 Benefits Admin 431.92 Vendor 1368 - STANISLAUS FOUNDATION Total: 7768.11
02/18/2025 53974 STANISLAUS FOUNDATION 157028 510-1910-436001 Dental Benefits 1352.79 02/18/2025 53993 STANISLAUS FOUNDATION 157028 510-1910-436001 Dental benefits 1197 02/26/2025 54012 STANISLAUS FOUNDATION 157028 510-1910-436001 DENTAL BENEFITS 2742Vendor: 1212 - STANISLAUS COUNTY SHERIFF'S OFFICE12/31/2024 7692 STANISLAUS COUNTY SHERIFF 157027 110-2110-416003 ACADEMY POST CLASS SMITH- 2052.67 Vendor 1212 - STANISLAUS COUNTY SHERIFF'S OFFICE Total: 2052.67 Vendor: 1368 - STANISLAUS FOUNDATION02/18/2025 53926 STANISLAUS FOUNDATION 157028 510-1910-425003 dental benefits 2044.4 03/01/2025 682 RP LANDSCAPING 157026 117-7460-425015 RP LANDSCAPING - CITYHALL, 1064.99 Vendor 01378 - RP LANDSCAPING Total: 2360
Vendor 01436 - RAINBOW POWDER COATING Total: 80
Vendor: 01378 - RP LANDSCAPING03/01/2025 682 RP LANDSCAPING 157026 110-7413-425015 RP LANDSCAPING - CITYHALL, 315.2303/01/2025 682 RP LANDSCAPING 157026 117-7440-425015 RP LANDSCAPING - CITYHALL, 979.7812/31/2024 2093802 RAIN FOR RENT 157024 622-4152-425003 RENTAL PUMP FOR SIERRA AN 8777.91 Vendor 1426 - RAIN FOR RENT Total: 8777.91
Vendor: 01436 - RAINBOW POWDER COATING02/25/2025 286905 RAINBOW POWDER COATING 157025 644-4160-441009 POWDER COAT VISE MOUNT F 80 03/01/2025 250203968101 PROFESSIONAL EXCHANGE SER157023 622-4152-425003 A SIMPLE SOLUTION - AFTER H 86.7 03/01/2025 250203968101 PROFESSIONAL EXCHANGE SER157023 645-4160-425003 A SIMPLE SOLUTION - AFTER H 86.7 Vendor 727 - PROFESSIONAL EXCHANGE SERVICE Total: 173.4 Vendor: 1426 - RAIN FOR RENT02/27/2025 FEB 2025 3 PGE 157021 657-4170-420001 44024983676 85.7302/27/2025 FEB 2025 3 PGE 157021 657-4170-420001 07028519473 2196.56 Vendor 226 - PGE Total: 39027.55
Vendor: 727 - PROFESSIONAL EXCHANGE SERVICE02/27/2025 FEB 2025 3 PGE 157021 622-4152-420001 44133562536 3865.9602/27/2025 FEB 2025 3 PGE 157021 645-4160-420001 07228975343 363.4102/27/2025 FEB 2025 3 PGE 157021 657-4170-420001 86502703126 433.0102/27/2025 FEB 2025 3 PGE 157021 288-6241-420001 29646608462 87.2102/27/2025 FEB 2025 3 PGE 157021 622-4150-420001 45427294660 1271.9102/27/2025 FEB 2025 3 PGE 157021 622-4152-420001 07228975343 363.402/27/2025 FEB 2025 3 PGE 157021 285-6220-420001 16364492971 1510.9502/27/2025 FEB 2025 3 PGE 157021 285-6220-420001 98085099004 292.9402/27/2025 FEB 2025 3 PGE 157021 286-6230-420001 98085099004 20.3702/27/2025 FEB 2025 3 PGE 157021 117-7470-420001 63063551012 542.2802/27/2025 FEB 2025 3 PGE 157021 119-4110-420001 07228975343 45.6302/27/2025 FEB 2025 3 PGE 157021 119-4110-420002 07228975343 136.0802/27/2025 FEB 2025 3 PGE 157021 117-7430-420001 12937367741 2069.9102/27/2025 FEB 2025 3 PGE 157021 117-7430-420002 12937367741 24.2902/27/2025 FEB 2025 3 PGE 157021 117-7460-420001 71493181177 2333.25 1 of 19
30 Amount
WARRANT LIST
City of Oakdale, CA By Vendor Name
Payment Dates 2/25/2025 - 3/10/2025
Post Date Payable Number Vendor Name Payment Number Account Number Description (Item) Vendor 1583 - TYLER TECHNOLOGIES INC. Total: 725
02/12/2025 025-497700 TYLER TECHNOLOGIES INC. 157033 120-3130-425012 COMMUNITY DEVELOPMENT S 234.33 02/12/2025 025-497700 TYLER TECHNOLOGIES INC. 157033 622-4153-425012 COMMUNITY DEVELOPMENT S 64.08 02/12/2025 025-497700 TYLER TECHNOLOGIES INC. 157033 645-4161-425012 COMMUNITY DEVELOPMENT S 64.0801/29/2025 025-495786 TYLER TECHNOLOGIES INC. 157033 622-4153-425012 COMMUNITY DEVELOPMENT S 42.7201/29/2025 025-495786 TYLER TECHNOLOGIES INC. 157033 645-4161-425012 COMMUNITY DEVELOPMENT S 42.7202/12/2025 025-497700 TYLER TECHNOLOGIES INC. 157033 120-3120-425012 COMMUNITY DEVELOPMENT S 72.51Vendor: 1583 - TYLER TECHNOLOGIES INC.01/29/2025 025-495786 TYLER TECHNOLOGIES INC. 157033 120-3120-425012 COMMUNITY DEVELOPMENT S 48.3401/29/2025 025-495786 TYLER TECHNOLOGIES INC. 157033 120-3130-425012 COMMUNITY DEVELOPMENT S 156.22 Vendor 1328 - SWIFT LAWN & GARDEN INC. Total: 280
Vendor: 01128 - SWRCB/DWOCP02/24/2025 55589 SWRCB/DWOCP 157032 645-4160-425003 CHRIS ERTMOED - CERTIFICAT 120 Vendor 01128 - SWRCB/DWOCP Total: 120
01/29/2025 1711260 STEVES CHEVROLET-BUICK 157030 570-4120-427006 FLEET SERVICE REPAIRS FOR P 209.49 Vendor 278 - STEVES CHEVROLET-BUICK Total: 811.49
Vendor: 1328 - SWIFT LAWN & GARDEN INC.02/04/2025 3253 SWIFT LAWN & GARDEN INC. 157031 285-6220-424007 TREE REMOVAL IN BURCHELL 28002/19/2025 6024624498 STAPLES BUSINESS ADVANTAG157029 645-4161-427001 OFFICE SUPPLIES 42.33 Vendor 1163 - STAPLES BUSINESS ADVANTAGE Total: 1458.72 Vendor: 278 - STEVES CHEVROLET-BUICK01/16/2025 6082119 STEVES CHEVROLET-BUICK 157030 621-4152-441009 UPLIFTER SWITCH FOR NEW S 602 02/14/2025 6024297036 STAPLES BUSINESS ADVANTAG157029 110-2110-427001 OFFICE SUPPLIES -51.79 02/15/2025 6024368324 STAPLES BUSINESS ADVANTAG157029 110-2110-427001 OFFICE SUPPLIES 112.0302/19/2025 6024624498 STAPLES BUSINESS ADVANTAG157029 622-4153-427001 OFFICE SUPPLIES 42.33 02/07/2025 6023878896 STAPLES BUSINESS ADVANTAG157029 110-2110-427001 OFFICE SUPPLIES 33.8902/11/2025 6024121550 STAPLES BUSINESS ADVANTAG157029 110-2110-427001 OFFICE SUPPLIES 191.87 02/13/2025 6024236980 STAPLES BUSINESS ADVANTAG157029 110-2110-427001 OFFICE SUPPLIES 228.1101/22/2025 6022095677 STAPLES BUSINESS ADVANTAG157029 110-2110-427001 OFFICE SUPPLIES 303.9401/23/2025 6022169716 STAPLES BUSINESS ADVANTAG157029 110-2110-427001 OFFICE SUPPLIES 45.76 01/23/2025 6022169717 STAPLES BUSINESS ADVANTAG157029 110-2110-427001 OFFICE SUPPLIES 29.1401/22/2025 6022095674 STAPLES BUSINESS ADVANTAG157029 110-2110-427001 OFFICE SUPPLIES 127.85 01/22/2025 6022095675 STAPLES BUSINESS ADVANTAG157029 110-2110-427001 OFFICE SUPPLIES 124.7301/22/2025 6022095676 STAPLES BUSINESS ADVANTAG157029 110-2110-427001 OFFICE SUPPLIES 10.07 01/22/2025 6021749507 STAPLES BUSINESS ADVANTAG157029 110-2110-427001 OFFICE SUPPLIES 22.7201/18/2025 6021897954 STAPLES BUSINESS ADVANTAG157029 110-2110-427001 CREDIT - OFFICE SUPPLIES -17.64 01/22/2025 6021897955 STAPLES BUSINESS ADVANTAG157029 110-2110-427001 OFFICE SUPPLIES 67.07 01/22/2025 6021749501 STAPLES BUSINESS ADVANTAG157029 110-2110-427001 OFFICE SUPPLIES 24.5901/22/2025 6021749503 STAPLES BUSINESS ADVANTAG157029 110-2110-427001 OFFICE SUPPLIES 54.1301/22/2025 6021749505 STAPLES BUSINESS ADVANTAG157029 110-2110-427001 OFFICE SUPPLIES 15.8 Vendor: 1163 - STAPLES BUSINESS ADVANTAGE01/22/2025 6021749499 STAPLES BUSINESS ADVANTAG157029 110-2110-427001 OFFICE SUPPLIES 51.79 1 of 19
31 Amount
WARRANT LIST
City of Oakdale, CA By Vendor Name
Payment Dates 2/25/2025 - 3/10/2025
Post Date Payable Number Vendor Name Payment Number Account Number Description (Item) 01/22/2025 FAC-1 1383 1/22/25 U.S. BANK 157034 744-7340-427004 Amazon Friday Movie SC Trust 3.99 01/22/2025 FAC-1 1383 1/22/25 U.S. BANK 157034 744-7340-427004 Amazon candy concessions 2 S 38.95 01/22/2025 FAC-1 1383 1/22/25 U.S. BANK 157034 744-7340-427004 Walmart chips concessions SC 39.9601/22/2025 FAC-1 1383 1/22/25 U.S. BANK 157034 118-7340-427001 Office supplies SC 68.2201/22/2025 FAC-1 1383 1/22/25 U.S. BANK 157034 232-7340-442001 iPad Class Materials 389.9701/22/2025 FAC-1 1383 1/22/25 U.S. BANK 157034 744-7340-427004 Amazon xmas tree bag SC Trus 33.5901/22/2025 FAC-1 1383 1/22/25 U.S. BANK 157034 118-7320-425003 Jane Retirement Party Amazon 18.4101/22/2025 FAC-1 1383 1/22/25 U.S. BANK 157034 118-7320-425003 Jane Retirement Party Amazon 23.8301/22/2025 FAC-1 1383 1/22/25 U.S. BANK 157034 118-7340-427001 Printer ink General supplies 68.2201/22/2025 FAC-1 1383 1/22/25 U.S. BANK 157034 118-7320-425003 Jane Retirement Party lunch 2087.7201/22/2025 FAC-1 1383 1/22/25 U.S. BANK 157034 118-7320-425003 Jane Retirement Party Amazon 91.1201/22/2025 FAC-1 1383 1/22/25 U.S. BANK 157034 118-7320-425003 Jane Retirement Party Crumbl 59.9801/22/2025 FAC-1 1383 1/22/25 U.S. BANK 157034 118-7320-425003 Jane Retirement Party Bundt 15003/03/2025 ADM-4 5334 1/22/25 U.S. BANK 157034 110-2110-420003 US BANK 01/22/25 104.9201/22/2025 ADM-5 7126 1/22/25 U.S. BANK 157034 110-1120-416002 MONDRAGON JANUARY STATE 30 01/22/2025 FAC-1 1383 1/22/25 U.S. BANK 157034 118-7320-425003 Jane Retirement Party Costco 86.2103/03/2025 ADM-4 5334 1/22/25 U.S. BANK 157034 110-1910-420003 US BANK 01/22/25 44.3503/03/2025 ADM-4 5334 1/22/25 U.S. BANK 157034 110-1910-420003 US BANK 01/22/25 104.9203/03/2025 ADM-4 5334 1/22/25 U.S. BANK 157034 110-2110-420003 US BANK 01/22/25 44.3601/22/2025 ADM-3 8860 1/22/25 U.S. BANK 157034 110-1130-427001 Amazon 19.52 01/22/2025 ADM-3 8860 1/22/25 U.S. BANK 157034 110-1130-427001 Amazon 54.2 01/22/2025 ADM-3 8860 1/22/25 U.S. BANK 157034 110-1910-425003 Zoom Monthly 279.9 01/22/2025 ADM-3 8860 1/22/25 U.S. BANK 157034 110-1130-416005 Membership IIMC City Clerk 235 01/22/2025 ADM-3 8860 1/22/25 U.S. BANK 157034 110-1130-427001 Amazon 49.47 01/22/2025 ADM-3 8860 1/22/25 U.S. BANK 157034 110-1130-427001 Amazon 108.07 01/22/2025 ADM-2 8172 1/22/25 U.S. BANK 157034 110-1110-427001 Amazon - Supplies 9.4201/22/2025 ADM-2 8172 1/22/25 U.S. BANK 157034 110-1110-427001 Amazon - Supplies 94.21 01/22/2025 ADM-2 8172 1/22/25 U.S. BANK 157034 110-1110-427001 Adobe Acrobat Monthly Charg 19.99 03/03/2025 ADM-1 1899 1/22/25 U.S. BANK 157034 645-4161-427006 us bank 01/22/2025 66.0503/03/2025 ADM-1 1899 1/22/25 U.S. BANK 157034 645-4161-427006 us bank 01/22/2025 75.32 01/22/2025 ADM-2 8172 1/22/25 U.S. BANK 157034 110-1110-427001 Quadient Postage - Supplies 111.19 03/03/2025 ADM-1 1899 1/22/25 U.S. BANK 157034 622-4153-427006 us bank 01/22/2025 143.8503/03/2025 ADM-1 1899 1/22/25 U.S. BANK 157034 645-4160-427006 us bank 01/22/2025 143.8403/03/2025 ADM-1 1899 1/22/25 U.S. BANK 157034 645-4161-427006 us bank 01/22/2025 26.96 03/03/2025 ADM-1 1899 1/22/25 U.S. BANK 157034 622-4153-427006 us bank 01/22/2025 26.97 03/03/2025 ADM-1 1899 1/22/25 U.S. BANK 157034 622-4153-427006 us bank 01/22/2025 66.05 03/03/2025 ADM-1 1899 1/22/25 U.S. BANK 157034 622-4153-427006 us bank 01/22/2025 75.32 03/03/2025 ADM-1 1899 1/22/25 U.S. BANK 157034 270-1910-425003 us bank 01/22/2025 21.6 03/03/2025 ADM-1 1899 1/22/25 U.S. BANK 157034 525-1910-441005 us bank 01/22/2025 178.8 03/03/2025 ADM-1 1899 1/22/25 U.S. BANK 157034 525-1910-441005 us bank 01/22/2025 84.3 Vendor: 978 - U.S. BANK01/22/2025 012225 U.S. BANK 157034 622-4152-427006 MISC CHARGES 240.9201/22/2025 012225 U.S. BANK 157034 645-4160-427006 MISC CHARGES 240.91 1 of 19
32 Amount
WARRANT LIST
City of Oakdale, CA By Vendor Name
Payment Dates 2/25/2025 - 3/10/2025
Post Date Payable Number Vendor Name Payment Number Account Number Description (Item) 01/22/2025 PD-6 1418 1/22/25 U.S. BANK 157034 110-2110-429000 POSTAGE 36.8 01/22/2025 PD-6 1418 1/22/25 U.S. BANK 157034 110-2130-427023 SWAB BOXES 75.95 01/22/2025 PW-1 0327 1/22/25 U.S. BANK 157034 645-4160-425003 SJVAPCD WELL 8 GEN SET WW 15.52 01/22/2025 PD-6 1418 1/22/25 U.S. BANK 157034 110-2110-427004 STORAGE SHED FOR CONES 487.6801/22/2025 PD-6 1418 1/22/25 U.S. BANK 157034 110-2110-429000 POSTAGE 5.5501/22/2025 PD-6 1418 1/22/25 U.S. BANK 157034 110-2110-429000 POSTAGE 19.3601/22/2025 PD-5 8716 1/22/25 U.S. BANK 157034 110-2110-427004 DROPBOX - SUBSCRIPTION 11.9901/22/2025 PD-5 8716 1/22/25 U.S. BANK 157034 110-2130-427023 USBS FOR INVESTIGATIONS 257.9 01/22/2025 PD-6 1418 1/22/25 U.S. BANK 157034 110-2110-424004 PVP COMMUNICATIONS - REP 50 01/22/2025 PD-5 8716 1/22/25 U.S. BANK 157034 110-2110-427004 CAMERA FOR 290 REG 70.43 01/22/2025 PD-5 8716 1/22/25 U.S. BANK 157034 110-2110-427001 AMAZON - KEYBOARD FOR DIS 102.95 01/22/2025 PD-5 8716 1/22/25 U.S. BANK 157034 110-2110-427004 AMAZON - DRONE PROPELLER 21.66 01/22/2025 PD-5 8716 1/22/25 U.S. BANK 157034 110-2110-427004 CANVA SUBSCRIPTION 12.9901/22/2025 PD-5 8716 1/22/25 U.S. BANK 157034 110-2110-425006 RECRUITING SUPPLIES 68.7901/22/2025 PD-5 8716 1/22/25 U.S. BANK 157034 110-2110-427001 AMAZON - PENS 21.6401/22/2025 PD-5 8716 1/22/25 U.S. BANK 157034 110-2110-427001 CHAIRS 183601/22/2025 PD-4 2568 1/22/25 U.S. BANK 157034 110-2110-427022 FUEL 18.0901/22/2025 PD-4 2568 1/22/25 U.S. BANK 157034 268-2110-441006 CHALK FOR PARKING 115.1401/22/2025 PD-5 8716 1/22/25 U.S. BANK 157034 110-2110-425006 RECRUITING SUPPLIES WALGR 13.6601/22/2025 PD-2 6477 1/22/25 U.S. BANK 157034 110-2162-425003 AMAZON - SHELTER SUPPLIES 22.9801/22/2025 PD-2 6477 1/22/25 U.S. BANK 157034 110-2162-425003 SOAP FOR ANIMAL SHELTER 4.5501/22/2025 PD-3 8002 1/22/25 U.S. BANK 157034 110-2110-427004 OPEN AI CHATGPT 24001/22/2025 PD-2 6477 1/22/25 U.S. BANK 157034 110-2160-425003 AMAZON - SHELTER SUPPLIES 45.9501/22/2025 PD-2 6477 1/22/25 U.S. BANK 157034 110-2161-425003 AMAZON - SHELTER SUPPLIES 45.9501/22/2025 PD-2 6477 1/22/25 U.S. BANK 157034 110-2161-425003 SOAP FOR ANIMAL SHELTER 9.101/22/2025 FAC-2 1921 1/22/25 U.S. BANK 157034 117-7460-427006 Home Depot 75.8701/22/2025 PD-1 9866 1/22/25 U.S. BANK 157034 110-2130-427023 WHITE PAGES FOR INVESTIGAT 22.9901/22/2025 PD-2 6477 1/22/25 U.S. BANK 157034 110-2160-425003 SOAP FOR ANIMAL SHELTER 9.0901/22/2025 FAC-2 1921 1/22/25 U.S. BANK 157034 110-7413-424002 Oakdale Ace 90.9901/22/2025 FAC-2 1921 1/22/25 U.S. BANK 157034 110-7413-425016 Conlin Supply 335.9501/22/2025 FAC-2 1921 1/22/25 U.S. BANK 157034 117-7460-427002 Amazon 29.6701/22/2025 FAC-2 1921 1/22/25 U.S. BANK 157034 110-7413-424001 Amazon 150.64 01/22/2025 FAC-2 1921 1/22/25 U.S. BANK 157034 110-7413-424001 Conlin Supply 99.13 01/22/2025 FAC-2 1921 1/22/25 U.S. BANK 157034 110-7413-424001 The Electric Company 17501/22/2025 FAC-2 1921 1/22/25 U.S. BANK 157034 110-7210-427006 Amazon 238.32 01/22/2025 FAC-2 1921 1/22/25 U.S. BANK 157034 110-7210-427006 Oakdale Ace 11.47 01/22/2025 FAC-2 1921 1/22/25 U.S. BANK 157034 110-7210-427006 Oakdale Ace 140.3301/22/2025 FAC-1 1383 1/22/25 U.S. BANK 157034 744-7340-427004 Amazon candy concessions 1 S 29.79 01/22/2025 FAC-1 1383 1/22/25 U.S. BANK 157034 744-7340-427004 Raley's Pastries 2 SC Trust 84.801/22/2025 FAC-1 1383 1/22/25 U.S. BANK 157034 746-2110-427004 SC Holiday Dinner Forbes 1625.2501/22/2025 FAC-1 1383 1/22/25 U.S. BANK 157034 744-7340-427004 Save Mart concessions SC Trus 41.0801/22/2025 FAC-1 1383 1/22/25 U.S. BANK 157034 744-7340-427004 Raley's Pastries SC Trust 42.6301/22/2025 FAC-1 1383 1/22/25 U.S. BANK 157034 744-7340-427004 Chamber State of the City SC T 160 1 of 19
33 Amount
WARRANT LIST
City of Oakdale, CA By Vendor Name
Payment Dates 2/25/2025 - 3/10/2025
Post Date Payable Number Vendor Name Payment Number Account Number Description (Item) 01/22/2025 PW-9-3 0689 1/22/25 U.S. BANK 157034 645-4160-427006 ACE HARDWARE PUPE PLUGS 12.9701/22/2025 PW-9-3 0689 1/22/25 U.S. BANK 157034 645-4160-427006 HOME DEPOT WELL 5 REPAIR 202.3501/22/2025 PW-9-3 0689 1/22/25 U.S. BANK 157034 645-4160-427006 WILLE ELECTRIC WELL 5 REPAI 193.14 01/22/2025 PW-9-3 0689 1/22/25 U.S. BANK 157034 645-4160-427006 P&L CONCRETE SUPPLY MATE 245.6701/22/2025 PW-9-3 0689 1/22/25 U.S. BANK 157034 645-4160-427006 ACE HARDWARE WELL 5 REPA 147.5401/22/2025 PW-9-3 0689 1/22/25 U.S. BANK 157034 645-4160-427006 HOWK SYSTEM PACKING FOR 110.2901/22/2025 PW-9-3 0689 1/22/25 U.S. BANK 157034 110-1910-374120 DOORDASH - PURCHASE ERRO 80.18 01/22/2025 PW-9-3 0689 1/22/25 U.S. BANK 157034 645-4160-416002 AMERICAN WATER COLLEGE 179.9901/22/2025 PW-9-2 3978 1/22/25 U.S. BANK 157034 645-4160-427006 ACE HARDWARE SUPPLIES FOR 36.7801/22/2025 PW-9-2 3978 1/22/25 U.S. BANK 157034 645-4160-427006 HOME DEPOT SPRAY PAINT FO 29.0601/22/2025 PW-9-2 3978 1/22/25 U.S. BANK 157034 622-4152-427006 OREILLY'S AUTO GREASE FOR S 23.8301/22/2025 PW-9-2 3978 1/22/25 U.S. BANK 157034 645-4160-427006 TRACTOR SUPPLY WELD ON H 22.7101/22/2025 PW-9-2 3978 1/22/25 U.S. BANK 157034 645-4160-427006 TRACTOR SUPPLY WELDING SU 49.8101/22/2025 PW-9-1 2106 1/22/25 U.S. BANK 157034 622-4150-427006 GRAINGER - REPAIR SUPPLIES 27.3501/22/2025 PW-9-1 2106 1/22/25 U.S. BANK 157034 657-4170-427006 ACE HARDWARE - WATER MA 75.9401/22/2025 PW-9-2 3978 1/22/25 U.S. BANK 157034 110-4140-427006 FASTENAL BANDSAW BLADES 64.9601/22/2025 PW-9-1 2106 1/22/25 U.S. BANK 157034 110-4142-427006 HOME DEPOT - BALLARD LIGH 104.501/22/2025 PW-9-1 2106 1/22/25 U.S. BANK 157034 110-4142-427006 HOME DEPOT - TOOL FOR ELE 162.8301/22/2025 PW-9-1 2106 1/22/25 U.S. BANK 157034 110-4142-427006 STAPLES - PHONE FOR SCADA 24.801/22/2025 PW-9 1240 1/22/25 U.S. BANK 157034 622-4151-427006 ACE HARDWARE - SUPPLIES FO 414.92 01/22/2025 PW-9 1240 1/22/25 U.S. BANK 157034 622-4151-427006 ACE HARDWARE - SUPPLIES FO 58.48 01/22/2025 PW-9-1 2106 1/22/25 U.S. BANK 157034 110-4142-427006 STAPLES - SWITCH GEAR FOR S 91.6701/22/2025 PW-9 1240 1/22/25 U.S. BANK 157034 622-4151-427006 HARBOR FREIGHT - SUPPLIES F 59.8201/22/2025 PW-9 1240 1/22/25 U.S. BANK 157034 622-4151-427006 DOLLAR TREE - SUPPLIES FOR W 79.7601/22/2025 PW-9 1240 1/22/25 U.S. BANK 157034 622-4151-427006 HOME DEPOT - SUPPLIES FOR 201.5401/22/2025 PW-8 6972 1/22/25 U.S. BANK 157034 110-4140-427006 ACE HARDWARE RED HEAD CO 73.1301/22/2025 PW-8 6972 1/22/25 U.S. BANK 157034 570-4120-427006 DENAIR LUMBER - DUMP TRUC 135.02 01/22/2025 PW-9 1240 1/22/25 U.S. BANK 157034 622-4151-427006 HOME DEPOT - SUPPLIES FOR 634.9401/22/2025 PW-6 9951 1/22/25 U.S. BANK 157034 645-4160-427006 NLPI CAR QUEST WELDING WI 102.9501/22/2025 PW-7 2141 1/22/25 U.S. BANK 157034 110-4140-427006 FASTENAL GENERAL STREET SU 71.01 01/22/2025 PW-8 6972 1/22/25 U.S. BANK 157034 110-4140-427006 ACE HARDWARE - WIRE WHEE 103.65 01/22/2025 PW-4 6435 1/22/25 U.S. BANK 157034 645-4160-427006 EWING IRRIGATION - BACKFLO 1755.52 01/22/2025 PW-4 6435 1/22/25 U.S. BANK 157034 645-4160-427006 USA BLUEBOOK - CHLORINE PU 269.89 01/22/2025 PW-5 7041 1/22/25 U.S. BANK 157034 565-7215-427006 BOOT ALLOWANCE FOR MANN 103.8301/22/2025 PW-3 1392 1/22/25 U.S. BANK 157034 645-4160-425003 J. GRAVEL JANUARY STATEME 119.9401/22/2025 PW-4 6435 1/22/25 U.S. BANK 157034 645-4160-427006 STAPLES - PRINTER TONER 99.23 01/22/2025 PW-4 6435 1/22/25 U.S. BANK 157034 645-4160-427006 MORRILL INDUSTRIES BUSHIN 11.37 01/22/2025 PW-2 7866 1/22/25 U.S. BANK 157034 110-4140-427006 ACE HARDWARE KEYS FOR STR 25.94 01/22/2025 PW-2 7866 1/22/25 U.S. BANK 157034 110-4140-427006 NEW SPRAY PUMP AND TANK 249.2501/22/2025 PW-3 1392 1/22/25 U.S. BANK 157034 622-4152-425003 J. GRAVEL JANUARY STATEME 119.9401/22/2025 PW-1 0327 1/22/25 U.S. BANK 157034 645-4160-425003 SJVAPCD WELL 8 GEN SET WW 15.5201/22/2025 PW-1 0327 1/22/25 U.S. BANK 157034 645-4160-425003 SJVAPCD WELL 8 GEN SET WW 577 01/22/2025 PW-1 0327 1/22/25 U.S. BANK 157034 645-4160-425003 SJVAPCD WELL 8 GEN SET WW 577 1 of 19
34 Amount
WARRANT LIST
City of Oakdale, CA By Vendor Name
Payment Dates 2/25/2025 - 3/10/2025
Post Date Payable Number Vendor Name Payment Number Account Number Description (Item) 01/22/2025 PW-9-D 4030 1/22/25 U.S. BANK 157034 645-4160-416002 AWWA BACKFLOW TEST CERT 160 01/22/2025 PW-9-D 4030 1/22/25 U.S. BANK 157034 645-4160-427006 CONLIN SUPPLY PARTS FOR W 22.05 01/22/2025 PW-9-D 4030 1/22/25 U.S. BANK 157034 645-4160-427006 ACE HARDWARE - PARTS FOR 10.7901/22/2025 PW-9-C 0547 1/22/25 U.S. BANK 157034 622-4151-424002 WATER FILTER.NET PRESSURE 73.6901/22/2025 PW-9-C 0547 1/22/25 U.S. BANK 157034 622-4151-424002 FRESH WATER SYSTEM - FILTE 190.7501/22/2025 PW-9-C 0547 1/22/25 U.S. BANK 157034 622-4151-424002 AMAZON - SUPPLIES FOR WW 94.6301/22/2025 PW-9-C 0547 1/22/25 U.S. BANK 157034 622-4151-424002 ACE HARDWARE - BRUSH 52.8101/22/2025 PW-9-C 0547 1/22/25 U.S. BANK 157034 622-4151-424002 GRAINGER - PIPE STICKERS 25.401/22/2025 PW-9-C 0547 1/22/25 U.S. BANK 157034 622-4151-424002 MY FILTER COMPANY 114.3801/22/2025 PW-9-C 0547 1/22/25 U.S. BANK 157034 622-4151-424002 AMAZON - SUPPLIES FOR WW 31.3801/22/2025 PW-9-9 4072 1/22/25 U.S. BANK 157034 110-7210-427006 PARKS SUPPLIES 45.4101/22/2025 PW-9-A 9775 1/22/25 U.S. BANK 157034 110-7210-427006 ACE HARDWARE - SAW PARTS 23.8301/22/2025 PW-9-B 0087 1/22/25 U.S. BANK 157034 570-4120-427006 SMOG INSPECTION FOR CITY F 71.7501/22/2025 PW-9-8 8967 1/22/25 U.S. BANK 157034 622-4152-427006 AMAZON - OFFICE SUPPLY 39.7401/22/2025 PW-9-8 8967 1/22/25 U.S. BANK 157034 645-4160-427006 AMAZON - OFFICE SUPPLY 39.7301/22/2025 PW-9-8 8967 1/22/25 U.S. BANK 157034 645-4160-427006 COLLINS FLAGS - CITYWIDE US 401.69 01/22/2025 PW-9-7 1913 1/22/25 U.S. BANK 157034 645-4160-427001 Staples - supplies 19.8201/22/2025 PW-9-7 1913 1/22/25 U.S. BANK 157034 645-4160-427001 Staples - supplies 66.8101/22/2025 PW-9-8 8967 1/22/25 U.S. BANK 157034 622-4152-427001 COLLINS FLAGS - CITYWIDE US 401.7 01/22/2025 PW-9-7 1913 1/22/25 U.S. BANK 157034 645-4160-427001 Staples - supplies 15.2501/22/2025 PW-9-7 1913 1/22/25 U.S. BANK 157034 645-4160-427001 Staples - supplies 7.1701/22/2025 PW-9-7 1913 1/22/25 U.S. BANK 157034 645-4160-427001 Staples - supplies 8.5301/22/2025 PW-9-7 1913 1/22/25 U.S. BANK 157034 622-4152-427001 Staples - supplies 19.8201/22/2025 PW-9-7 1913 1/22/25 U.S. BANK 157034 622-4152-427001 Staples - supplies 15.2601/22/2025 PW-9-7 1913 1/22/25 U.S. BANK 157034 622-4152-427001 Staples - supplies 8.5301/22/2025 PW-9-7 1913 1/22/25 U.S. BANK 157034 120-3110-427001 Staples - supplies 1.801/22/2025 PW-9-7 1913 1/22/25 U.S. BANK 157034 622-4152-427001 Staples - supplies 7.1801/22/2025 PW-9-7 1913 1/22/25 U.S. BANK 157034 622-4152-427001 Staples - supplies 66.801/22/2025 PW-9-7 1913 1/22/25 U.S. BANK 157034 120-3110-427001 Staples - supplies 4.9601/22/2025 PW-9-7 1913 1/22/25 U.S. BANK 157034 120-3110-427001 Staples - supplies 16.701/22/2025 PW-9-7 1913 1/22/25 U.S. BANK 157034 120-3110-427001 Staples - supplies 2.1301/22/2025 PW-9-7 1913 1/22/25 U.S. BANK 157034 119-4110-427001 Staples - supplies 3.8201/22/2025 PW-9-7 1913 1/22/25 U.S. BANK 157034 119-4110-427001 Staples - supplies 2.1301/22/2025 PW-9-7 1913 1/22/25 U.S. BANK 157034 120-3110-427001 Staples - supplies 3.8201/22/2025 PW-9-7 1913 1/22/25 U.S. BANK 157034 119-4110-427001 Staples - supplies 16.701/22/2025 PW-9-7 1913 1/22/25 U.S. BANK 157034 119-4110-427001 Staples - supplies 4.9601/22/2025 PW-9-7 1913 1/22/25 U.S. BANK 157034 119-4110-427001 Staples - supplies 1.802/25/2025 PW-9-6 1855 1/22/25 U.S. BANK 157034 119-4110-427001 Amazon - Phn Charger 26.1102/25/2025 PW-9-6 1855 1/22/25 U.S. BANK 157034 120-3120-425003 Veticon - Vector Files 3502/25/2025 PW-9-6 1855 1/22/25 U.S. BANK 157034 229-4110-425003 Amazon - Grant Purchase OWR 200.28 01/22/2025 PW-9-4 0705 1/22/25 U.S. BANK 157034 120-3130-416005 CA ASSOC FOR CODE ENFORCE 50 01/22/2025 PW-9-4 0705 1/22/25 U.S. BANK 157034 645-4160-416005 CA ASSOC FOR CODE ENFORCE 5001/22/2025 PW-9-5 1497 1/22/25 U.S. BANK 157034 110-4140-427006 ACE HARDWARE FLOOR SWEE 34.66 1 of 19
35 Amount
WARRANT LIST
City of Oakdale, CA By Vendor Name
Payment Dates 2/25/2025 - 3/10/2025
Post Date Payable Number Vendor Name Payment Number Account Number Description (Item) 01/22/2025 PW-9-K 0176 1/22/25 U.S. BANK 157034 622-4151-427006 AMAZON - VOLTAGE DROP RE 21.66 01/22/2025 PW-9-K 0176 1/22/25 U.S. BANK 157034 622-4151-427006 USA BLUEBOOK D.O. PROBE 3587.24 01/22/2025 PW-9-K 0176 1/22/25 U.S. BANK 157034 622-4151-427006 AMAZON - BATTERY AND CHA 866.99 01/22/2025 PW-9-J 0041 1/22/25 U.S. BANK 157034 110-7210-427006 ACE HARDWARE SUPPLIES 19.8701/22/2025 PW-9-J 0041 1/22/25 U.S. BANK 157034 110-7210-427006 ACE HARDWARE SUPPLIES 4.3201/22/2025 PW-9-K 0176 1/22/25 U.S. BANK 157034 622-4151-416005 AMAZON - PRIME MEMBERSH 150.6401/22/2025 PW-9-J 0041 1/22/25 U.S. BANK 157034 110-4140-427006 OREILLY'S FLOOR SWEET TO C 41.1601/22/2025 PW-9-H 8409 1/22/25 U.S. BANK 157034 110-7210-427006 ACE HARDWARE PARKS SUPPL 183.1501/22/2025 PW-9-I 3674 1/22/25 U.S. BANK 157034 110-7210-427006 ACE HARDWARE GENERAL SUP 140.6201/22/2025 PW-9-I 3674 1/22/25 U.S. BANK 157034 110-7210-427006 HOME DEPOT GENERAL SUPPL 6.47 01/22/2025 PW-9-H 8409 1/22/25 U.S. BANK 157034 110-7210-427006 ACE HARDWARE PARK MAINT 56.2901/22/2025 PW-9-H 8409 1/22/25 U.S. BANK 157034 110-7210-427006 CONLIN SUPPLY - PARKS MAIN 76.05 01/22/2025 PW-9-H 8409 1/22/25 U.S. BANK 157034 110-7210-427006 OREILLYS CARGO STRAPS FOR 92.0901/22/2025 PW-9-H 8409 1/22/25 U.S. BANK 157034 110-7210-427006 CARQUEST NLPI HOSE PART PA 7.46 01/22/2025 PW-9-H 8409 1/22/25 U.S. BANK 157034 110-7210-427006 TRACTOR SUPPLY DRILL BIT 32.501/22/2025 PW-9-H 8409 1/22/25 U.S. BANK 157034 110-7210-427006 ACE HARDWARE PARKS SUPPL 39 01/22/2025 PW-9-G 3847 1/22/25 U.S. BANK 157034 622-4151-427006 BATTERY JUNCTION UV MAINT 225.96 01/22/2025 PW-9-G 3847 1/22/25 U.S. BANK 157034 622-4151-427006 HOME DEPOT GOLF CART CHA 429.5301/22/2025 PW-9-H 8409 1/22/25 U.S. BANK 157034 110-7210-427006 ACE HARDWARE PARK MAINT 62.8401/22/2025 PW-9-G 3847 1/22/25 U.S. BANK 157034 622-4151-424002 HOME DEPOT PLANT MAINTEN 362.2201/22/2025 PW-9-G 3847 1/22/25 U.S. BANK 157034 622-4151-424002 MCMASTER CARR HUBER ROL 239.8301/22/2025 PW-9-G 3847 1/22/25 U.S. BANK 157034 622-4151-424002 OREILLY'S VEHICLE MAINTENA 174.3101/22/2025 PW-9-F 8903 1/22/25 U.S. BANK 157034 644-4160-441009 AMAZON H-44 VISE FOR NEW 260.0901/22/2025 PW-9-F 8903 1/22/25 U.S. BANK 157034 645-4160-427001 PERP NEW GENERATOR REGIS 12.04 01/22/2025 PW-9-F 8903 1/22/25 U.S. BANK 157034 645-4160-427001 PERP NEW GENERATOR REGIS 402.501/22/2025 PW-9-F 8903 1/22/25 U.S. BANK 157034 644-4160-441009 STROBS N MORE EXTENSION C 43.1901/22/2025 PW-9-F 8903 1/22/25 U.S. BANK 157034 644-4160-441009 REAL TRUCK H-44 STEPS FOR N 176.47 01/22/2025 PW-9-F 8903 1/22/25 U.S. BANK 157034 644-4160-441009 AMAZON H-44 RACK STRAPS F 212.4201/22/2025 PW-9-F 8903 1/22/25 U.S. BANK 157034 621-4152-441009 STROBS N MORE EXTENSION C 43.19 01/22/2025 PW-9-F 8903 1/22/25 U.S. BANK 157034 622-4152-427006 PERP NEW GENERATOR REGIS 12.0301/22/2025 PW-9-F 8903 1/22/25 U.S. BANK 157034 622-4152-427006 PERP NEW GENERATOR REGIS 402.501/22/2025 PW-9-F 8903 1/22/25 U.S. BANK 157034 570-4120-427006 AMAZON - REPLACEMENT COM 471.06 01/22/2025 PW-9-F 8903 1/22/25 U.S. BANK 157034 570-4120-427006 TRACTOR SUPPLY - PULL CORD 22.71 01/22/2025 PW-9-F 8903 1/22/25 U.S. BANK 157034 570-4120-427006 EBAY - REPLACEMENT DOOR P 38.4801/22/2025 PW-9-F 8903 1/22/25 U.S. BANK 157034 570-4120-427006 ACE HARDWARE REPAIR PART 67.1201/22/2025 PW-9-F 8903 1/22/25 U.S. BANK 157034 570-4120-427006 AMAZON BATTER SHUT OFF SW 9.31 01/22/2025 PW-9-F 8903 1/22/25 U.S. BANK 157034 570-4120-427006 AMAZON - BRASS AIR QUICK C 21.66 01/22/2025 PW-9-F 8903 1/22/25 U.S. BANK 157034 570-4120-427006 AMAZON - RUBBER GLOVES FO 146.301/22/2025 PW-9-F 8903 1/22/25 U.S. BANK 157034 570-4120-427006 EBAY - REPLACEMENT DOOR P 126.401/22/2025 PW-9-F 8903 1/22/25 U.S. BANK 157034 570-4120-427006 EBAY - REPLACEMENT DOOR P 83.4401/22/2025 PW-9-E 4331 1/22/25 U.S. BANK 157034 645-4160-427006 ACE HARDWARE - MASON JAR 30.8301/22/2025 PW-9-F 8903 1/22/25 U.S. BANK 157034 530-1910-441009 AMAZON H-42 NEW TRUCK W 32.7901/22/2025 PW-9-F 8903 1/22/25 U.S. BANK 157034 570-4120-425003 AMAZON PRIME MONTHLY M 16.25 1 of 19
36 Amount
WARRANT LIST
City of Oakdale, CA By Vendor Name
Payment Dates 2/25/2025 - 3/10/2025
Post Date Payable Number Vendor Name Payment Number Account Number Description (Item) Vendor 308 - VERIZON WIRELESS Total: 2106.05
Vendor: 312 - W.B. TAYLOR & SONS12/26/2024 66221 W.B. TAYLOR & SONS 157045 645-4160-427006 ANGLE IRON FOR WATER DEPT 200.28 Vendor 312 - W.B. TAYLOR & SONS Total: 200.28
02/19/2025 970617907-00002 2/19/25 VERIZON WIRELESS 157044 118-7320-420004 TELEPHONE 21.0302/19/2025 970617907-00002 2/19/25 VERIZON WIRELESS 157044 118-7340-420003 TELEPHONE 21.0302/19/2025 970617907-00002 2/19/25 VERIZON WIRELESS 157044 118-7390-420004 TELEPHONE 42.0602/19/2025 570628357-00002 2/19/25 VERIZON WIRELESS 157044 110-2110-420004 TELEPHONE 1153.8202/19/2025 970617907-00002 2/19/25 VERIZON WIRELESS 157044 110-7413-420004 TELEPHONE 161.1902/19/2025 970617907-00002 2/19/25 VERIZON WIRELESS 157044 117-7460-420004 TELEPHONE 84.12 Vendor 1388 - VEHICLE REGISTRATION COLLECTIONS Total: 200 Vendor: 308 - VERIZON WIRELESS02/18/2025 270617885-00002 2/18/25 VERIZON WIRELESS 157044 110-7210-420004 TELEPHONE 322.8 02/18/2025 270617885-00002 2/18/25 VERIZON WIRELESS 157044 565-7215-420004 TELEPHONE 300 Vendor 1401 - UNITED LABORATORIES Total: 814.79
Vendor: 298 - UNITED RENTALS NORTH AMERICA INC.01/31/2025 2435482277-001 UNITED RENTALS NORTH AME157043 657-4170-424002 SCISSOR LIFT FOR AIRPORT LIG 1995.35 Vendor 298 - UNITED RENTALS NORTH AMERICA INC. Total: 1995.35 Vendor: 1388 - VEHICLE REGISTRATION COLLECTIONS02/28/2025 INV02096 VEHICLE REGISTRATION COLLE156951 110-219-1900 Garnishment - VRC 200 02/12/2025 INV428248 UNITED LABORATORIES 157042 110-2160-425003 ANIMAL SHELTER SUPPLIES 325.91 02/12/2025 INV428248 UNITED LABORATORIES 157042 110-2161-425003 ANIMAL SHELTER SUPPLIES 325.92 02/12/2025 INV428248 UNITED LABORATORIES 157042 110-2162-425003 ANIMAL SHELTER SUPPLIES 162.96 01/22/2025 PW-9-L 7211 1/22/25 U.S. BANK 157034 622-4151-427006 ALHAMBRA WATER SERVICE 15.91 01/22/2025 PW-9-L 7211 1/22/25 U.S. BANK 157034 622-4151-427006 USA BLUEBOOK 560.17 Vendor 978 - U.S. BANK Total: 35142
Vendor: 1401 - UNITED LABORATORIES01/22/2025 PW-9-L 7211 1/22/25 U.S. BANK 157034 622-4151-427006 HOME DEPOT PLANT SUPPLIES 311.67 01/22/2025 PW-9-L 7211 1/22/25 U.S. BANK 157034 622-4151-427006 ALHAMBRA WATER SERVICE 121.4401/22/2025 PW-9-L 7211 1/22/25 U.S. BANK 157034 622-4151-427006 ACE HARDWARE PLANT SUPPL 53.53 01/22/2025 PW-9-K 0176 1/22/25 U.S. BANK 157034 622-4151-427006 AMAZON GEM CART PART SUP 27.4801/22/2025 PW-9-L 7211 1/22/25 U.S. BANK 157034 622-4151-427006 ACE HARDWARE PLANT SUPPL 449.28 01/22/2025 PW-9-L 7211 1/22/25 U.S. BANK 157034 622-4151-427006 UPS STORE SHIPPING FOR UVA 426.1401/22/2025 PW-9-K 0176 1/22/25 U.S. BANK 157034 622-4151-427006 AMAZON - AQUATIC HERBACI 302.0201/22/2025 PW-9-K 0176 1/22/25 U.S. BANK 157034 622-4151-427006 AMAZON GENERAL SUPPLIES F 280.2601/22/2025 PW-9-K 0176 1/22/25 U.S. BANK 157034 622-4151-427006 AMAZON GEM CART PART SUP 73.12 1 of 19
37 Amount
WARRANT LIST
City of Oakdale, CA By Vendor Name
Payment Dates 2/25/2025 - 3/10/2025
Post Date Payable Number Vendor Name Payment Number Account Number Description (Item) Grand Total:
Vendor 01331 - WHITE BRENNER LLP Total: 33464.76
Vendor: 01231 - WILLEY PRINTING CO INC.02/19/2025 152926 WILLEY PRINTING CO INC. 157047 117-7460-427006 WILLEY PRINTING - FACILITY FO 185.09 Vendor 01231 - WILLEY PRINTING CO INC. Total: 185.09
902218.57
02/26/2025 51711-51724 WHITE BRENNER LLP 157046 720-3110-425003 legal services 586.302/26/2025 51711-51724 WHITE BRENNER LLP 157046 720-3110-425003 legal services 2162.7502/26/2025 51711-51724 WHITE BRENNER LLP 157046 720-3110-425003 legal services 10418.102/26/2025 51711-51724 WHITE BRENNER LLP 157046 225-1910-425003 legal services 86902/26/2025 51711-51724 WHITE BRENNER LLP 157046 645-4160-425003 legal services 2413.8802/26/2025 51711-51724 WHITE BRENNER LLP 157046 657-4170-425003 legal services 2916Vendor: 01331 - WHITE BRENNER LLP02/26/2025 51711-51724 WHITE BRENNER LLP 157046 110-1610-425003 legal services 13589.1302/26/2025 51711-51724 WHITE BRENNER LLP 157046 120-3130-425003 legal services 509.6 1 of 19
38 AGENDA ITEM 9.3
By Motion, Waive all Readings of Ordinances and
Resolutions, except by Title.
39 IN THE CITY COUNCIL
OF THE CITY OF OAKDALE
STATE OF CALIFORNIA
ORDINANCE NO. 1288
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF OAKDALE PREZONING THE
PARCELS LOCATED IN THE SIERRA POINTE SPECIFIC PLAN
WHEREAS, in conjunction with this Ordinance, the Oakdale City Council (“City Council”) adopted an amendment to the Sierra Pointe Specific Plan (“Specific Plan”), to establish a regulatory framework for the development of approximately 297 acres located southeast of the City of Oakdale (“City”) limits; and
WHEREAS, on August 8, 2013, the City Council certified an Environmental Impact Report (SCH No. 2011082051) (“EIR”) for the Oakdale 2030 General Plan, Climate Action Plan, Crane Crossing Specific Plan, and Sierra Pointe Specific Plan. The EIR is on file with the City; and WHEREAS, for the adoption of the amendment to the Specific Plan, an Addendum to the EIR (“EIR Addendum”) was prepared, to evaluate project modifications and environmental impacts of the amended Specific Plan; and
WHEREAS, the Specific Plan area is currently located in Stanislaus County, and the City Council intends to initiate annexation of the Specific Plan area into City limits; and WHEREAS, pursuant to Government Code § 56375, the City must prezone territory prior to initiating annexation of territory into City limits; and WHEREAS, the City intends to prezone the parcels in the Specific Plan area as a combination of very-low density residential, low-density residential, medium-density residential, high-density residential, general commercial, flex use / general commercial, office, public / semipublic, parks, and open space; and WHEREAS, based on its review and consideration of the staff report, the 2030 General Plan, the Specific Plan, and all testimony presented, in accordance with Oakdale Municipal Code § 36-23.6, the City Council hereby finds as follows:
1. That the proposed zoning districts are consistent with the 2030 General Plan and the Specific Plan adopted by the City.
2. That the site is physically suitable for the density and/or intensity of the proposed zoning districts.
3. That the proposed zoning districts are not likely to cause substantial environmental damage, or substantially and unavoidably injure fish or wildlife or their habitat.
4. That the zoning district changes are required for public convenience and necessity.
AGENDA ITEM 9.4
40 IN THE CITY COUNCIL
OF THE CITY OF OAKDALE
STATE OF CALIFORNIA
ORDINANCE NO. 1288
IT IS HEREBY ORDAINED BY THE CITY COUNCIL OF THE CITY OF OAKDALE AS FOLLOWS:
1. The affected parcels within the Specific Plan, as described in Exhibit A, are hereby prezoned to be consistent with the zoning designations depicted in Exhibit B.
2. The Public Services Director, or his or her designee, is directed to amend the City’s Zoning Map to reflect the prezoning adopted by this Ordinance.
3. This Ordinance shall replace and supersede any prezoning ordinance previously adopted for the Specific Plan by the City Council.
4. This Ordinance shall take effect and be in full force thirty (30) days from and after its passage, and publication of the Ordinance shall occur in a newspaper of general circulation at least fifteen (15) days prior to its effective date, or a summary of the Ordinance shall be published in a newspaper of general circulation at least five (5) days prior to adoption and again at least fifteen (15) days prior to its effective date.
The foregoing ordinance was introduced at a regular meeting of the City Council of the City of Oakdale, held on the 3rd day of March, 2025, and adopted at a regular meeting of the City Council of the City of Oakdale held on the 17th, day of March, 2025, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
APPROVED:
Cherilyn Bairos, Mayor
ATTEST:
Patrick Mondragon, City Clerk
41 IN THE CITY COUNCIL
OF THE CITY OF OAKDALE
STATE OF CALIFORNIA
ORDINANCE NO. 1288
EXHIBIT A
Affected Parcels
42 IN THE CITY COUNCIL
OF THE CITY OF OAKDALE
STATE OF CALIFORNIA
ORDINANCE NO. 1288
EXHIBIT B
Prezoning
43 IN THE CITY COUNCIL
OF THE CITY OF OAKDALE
STATE OF CALIFORNIA ORDINANCE 1289
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF OAKDALE INTRODUCING CHAPTER 21 TO THE OAKDALE MUNICIPAL CODE DESIGNATING AN ENTERTAINMENT ZONE ON 3RD AVENUE BETWEEN E AND F STREETS ON SATURDAYS FROM 8 AM THROUGH 11 AM FROM
MAY THROUGH SEPTEMBER IN CONJUNCTION WITH THE OAKDALE MORNING MARKET THE CITY COUNCIL OF THE CITY OF OAKDALE, CALIFORNIA, DOES ORDAIN AS FOLLOWS:
WHEREAS, Senate Bill 969 (SB 969) authorizes California cities to establish entertainment zones for the purpose of enhancing local economic activity and promoting public engagement; and WHEREAS, the City of Oakdale desires to designate 3rd Avenue between E and F Streets as an entertainment zone on Saturdays from May through September in conjunction with the Oakdale Morning Market; and
WHEREAS, this entertainment zone will allow for the consumption of alcoholic beverages purchased from participating businesses in non-glass, non-metal containers during designated times; and
WHEREAS, the City has consulted with local law enforcement to ensure public health and safety within the designated entertainment zone; and
WHEREAS, this ordinance complies with all requirements outlined in SB 969.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF OAKDALE DOES ORDAIN AS FOLLOWS:
Chapter 22
Entertainment Zone
Section 22-1. Designation of Entertainment Zone
The area of 3rd Avenue between E and F Streets is hereby designated as an entertainment zone.
Section 22-2. Permitted Hours and Dates
The entertainment zone will operate on Saturdays from 8:00 AM to 11:00 AM during the months of May through September, provided the Morning Market is active.
Section 22.3. Restrictions on Alcohol Consumption
Alcoholic beverages must be purchased from participating licensed businesses within the entertainment zone and consumed in approved non-glass, non-metal containers.
Section 22.4. Age Verification
Licensed businesses must implement measures to ensure that alcoholic beverages are only served to individuals aged 21 or older.
AGENDA ITEM 9.5
44 IN THE CITY COUNCIL
OF THE CITY OF OAKDALE
STATE OF CALIFORNIA ORDINANCE 1289
Section 22.5. Biennial Review
The City shall review the operation of the entertainment zone every two years to ensure compliance with public safety and health standards.
Section 22.6. Restrictions and Provisions
The Chief of Police is granted the authority to establish and enforce restrictions and provisions as necessary to ensure the safety and security of the designated entertainment zone. This includes but is not limited to, modifying operating hours, restricting access, setting alcohol consumption guidelines, and deploying additional law enforcement resources as required.
Additionally, the Chief of Police may mandate the use of a private security company, not at the expense of the City, to provide supplemental security services within the entertainment zone when deemed necessary to address public safety concerns. These measures may be implemented at the Chief's discretion, based on assessments of potential risks, to maintain a safe and orderly environment for all participants and visitors.
This Ordinance shall become effective thirty (30) days from and after its final passage and adoption, provided it is published in a newspaper of general circulation at least fifteen (15) days prior to its effective date.
The foregoing ordinance was introduced at a public hearing held on the 3rd day of March 2025, given a second reading on the 17th day of March 2025, and upon motion by Council Member _________ second by Council Member _________ moved for the adoption of said ordinance by the following vote:
AYES: COUNCIL MEMBERS:
NOES: COUNCIL MEMBERS
ABSENT COUNCIL MEMBERS:
ABSTAIN: COUNCIL MEMBERS:
ATTEST:
Patrick Mondragon, City Clerk
SIGNED:
Cherilyn Bairos, Mayor
45 CITY OF OAKDALE
CITY COUNCIL STAFF REPORT
Date: March 17, 2025
To: Mayor Bairos and City Council
From: Jenny Thompson, Management Analyst
Subject: Authorizing the Stanislaus County Department of Environmental Resources to Submit a Tire Amnesty Event Grant Application on behalf of the City of Oakdale
______________________________________________________________________ I. BACKGROUND
Each year the California Department of Resources, Recycling and Recovery (CALRecycle) releases a grant solicitation for hosting tire amnesty events. These events encourage residents to drop off their used tires at locations across the state which are then recycled. The City of Oakdale has used these grant funds in previous years to hold such events at our Public Works Corp Yard on S Fifth Avenue.
II. DISCUSSION
In previous years the Stanislaus County Department of Environmental Resources has applied for these grants on behalf of most of the local agencies in the County.
Staff recommends continuing this process for the upcoming grant cycle. The city will host 4 tire amnesty events during the two-year grant cycle that the grant applies to, which goes from when we get the Notice to Proceed in late 2025 through October 28, 2027.
III. FISCAL IMPACTS
No fiscal impact for applying for the grant. Grant funds will be used to cover the hauling and recycling of the tires by Gilton Solid Waste. Budgeted funds in future budgets will be used to cover staff time at the events.
IV. RECOMMENDATION
Staff recommends that the City Council adopt the Resolution Authorizing the Stanislaus County Department of Environmental Resources to Submit a Tire Amnesty Event Grant Application on Behalf of the City of Oakdale.
V. ATTACHMENTS
Attachment A: Proposed Budget
Attachment B: Authorization Letter
Attachment C: Draft City Council Resolution 2025-XX
AGENDA ITEM 9.6
46 TA8 Budget FY 2025-26
Applicant Name: City of Oakdale Date 3/4/2025
Personnel - Salary/benefits for event planning, staffing and time spent creating education / outreach materials.
Staff Name and Title or
Contractor's Name Duties Personnel Hours Total
Subtotal $ -
Contracts - Includes waste tire haulers cost of removal, recycling and disposal of the tires.
Vendor Description Quantity Total
Gilton Solid Waste Trailer and Recycle of Tires (1525.00/bin) 4 $ 6,100.00 Subtotal $ 6,100.00
Education - Cost of advertising / educational materials. Do not include personnel time. Up to 15% of Budget.
Vendor Description Quantity Total
Subtotal $ -
Equipment - Includes cost to rent equipment associated with amnesty events.
Attachment A
47 Vendor Description Quantity Total
Subtotal $ -
Materials - Items necessary to conduct amnesty events such as gloves, clipboards, traffic cones, etc.
Vendor Description Quantity Total
Subtotal $ -
Cost per Tire = Total Grant Request / Number of Tires to be Collected.
Total Grant Request Number of Tires to be Collected Cost per Tire $ 6,100.00 1,300 $ 4.69
48 CITY OF OAKDALE PUBLIC WORKS DEPARTMENT
455 South Fifth Avenue • Oakdale, CA 95361 • Ph: (209) 845-3600 • Fax: (209) 848-4344 CITY
ADMINISTRATION
& FINANCE
DEPARTMENT
280 N. Third Ave.
Oakdale, CA 95361
(209) 845-3571
(209) 847-6834 Fax
COMMUNITY
DEVELOPMENT
DEPARTMENT
455 S. Fifth Ave.
Oakdale, CA 95361
(209) 845-3625
(209) 845-8903 Fax
FIRE DEPARTMENT
Station No. 1:
325 East “G” St.
Station No. 2:
450 S. Willowood Dr.
Oakdale, CA 95361
(209) 845-3660
(209) 847-5907 Fax
PARKS & RECREATION
DEPARTMENT
325 East “G” St.
Oakdale, CA 95361
(209) 845-3591
(209) 845-3692
POLICE DEPARTMENT
245 N. Second Ave.
Oakdale, CA 95361
(209) 847-2231
(209) 847-3790 Fax
CITY OF OAKDALE
WEBSITE
www.ci.oakdale.ca.us
E-MAIL
[email protected]
March 18, 2025
Wallace Low
Stanislaus County, Department of Environmental Resources 3800 Cornucopia Way Suite C
Modesto, CA 95358
Re: Letter of Authorization TA8
Dear Mr. Low:
I am the Interim City Manager of the City of Oakdale. I am authorized to contractually bind the City of Oakdale. Pursuant to this authority I hereby authorize Stanislaus County, Department of Environmental Resources to submit a regional application and act as Lead Agency on behalf of the City of Oakdale. Stanislaus County, Department of Environmental Resources is hereby authorized to execute all documents necessary to implement the grant under the Local Government Waste Tire Amnesty Grant program, TA8.
Sincerely,
Jerry Ramar
Interim City Manager
ATTACHMENT B
49 ATTACHMENT C
IN THE CITY COUNCIL
OF THE CITY OF OAKDALE
STATE OF CALIFORNIA
CITY COUNCIL RESOLUTION 2025-XX
A RESOLUTION OF THE CITY OF OAKDALE CITY COUNCIL AUTHORIZING THE STANISLAUS
COUNTY DEPARTMENT OF ENVIRONMENTAL RESOURCES TO SUBMIT A TIRE AMNESTY
EVENT GRANT APPLICATION ON BEHALF OF THE CITY OF OAKDALE THE CITY OF OAKDALE CITY COUNCIL DOES HEREBY RESOLVE THAT:
WHEREAS, California Public Resources Code sections 40000 et seq. authorize the Department of Resources, Recycling and Recovery (CALRecycle), to administer various Grant Programs in furtherance of the state of California’s efforts to reduce and recycle solid waste generated in the state thereby preserving landfill capacity and protecting public health and safety and the environment; and, WHEREAS, CALRecycle is currently accepting applications for its Local Government Waste Tire Cleanup and Amnesty Event Grant Programs; and,
WHEREAS, the City of Oakdale has previously used the grant to host tire amnesty events where local residents can drop off used tires to be recycled for no fee; and, WHEREAS, the Stanislaus County Department of Environmental Resources has previously applied for and helped administer this grant at no charge to the City; and, WHEREAS, CALRecycle’s grant application procedures require that an applicant’s governing body declare by resolution authorization related to applying for and administering CALRecycle grants.
NOW, THEREFORE, BE IT RESOLVED that the CITY OF OAKDALE CITY COUNCIL adopts a Resolution authorizing the Stanislaus County Department of Environmental Resources to submit a grant application for Tire Amnesty Events for Cycle 8 of the Local Government Waste Tire Amnesty Grant Program on behalf of the City of Oakdale.
THE FOREGOING RESOLUTION IS HEREBY ADOPTED THIS 17th day of March, 2025 by the following vote:
AYES: Councilmembers: ( )
NOES: Councilmembers: ( )
ABSENT: Councilmembers: ( )
ABSTAIN: Councilmembers: ( )
SIGNED:
Cherilyn Bairos, Mayor
ATTEST:
Patrick Mondragon, City Clerk
50 CITY OF OAKDALE
CITY COUNCIL STAFF REPORT
Date: Monday, March 17th, 2025
To: Mayor Bairos and Members of the Oakdale City Council From: Jerry Ramar, Interim City Manager
Subject: Consideration of a Resolution Authorizing an Update to the Police Services Agreement Between the City of Oakdale and the Oakdale Joint Unified School District and Authorizing the City Manager to Execute Said Updated Agreement.
I. BACKGROUND
The City of Oakdale and Oakdale Joint Unified School District (OJUSD) entered into a Police Services Agreement on July 1, 2016. Absent a written cancellation request from either party by April 30th of each year, the Agreement continues under the same terms and conditions for another year, beginning July 1st and ending June 30th.
In 2017 the agreement was updated because the Central San Joaquin Valley Risk Management Authority (CSJVRMA) notified the City of changes to CSJVRMA’s Pooled Liability Program Memorandum Coverage. One of the changes required an update to the current Police Services Agreement; specifically, it required the addition of updated language addressing “Indemnity” and “Integration of Prior Terms and Conditions” in the Agreement. City Council approved this update.
The agreement includes a cost-sharing provision, with the school district's contribution capped at $70,000. This cap has remained unchanged despite annual increases in officer pay. Since 2016 there have been several Memorandum of Understanding adjustments resulting in the City’s most recent Memorandum of Understanding (MOU) with the Oakdale Police Officers’ Association. Based on the current MOU, the $70,000 OJUSD cap does not cover the 50% cost-sharing of the School Resource Officer.
II. DISCUSSION
The City of Oakdale and Oakdale Joint Unified School District entered into a Police Services Agreement on July 1, 2016. Absent a written cancellation request from either party by April 30th of each year, the Agreement continues under the same terms and conditions for another year, beginning July 1st and ending June 30th.
AGENDA ITEM 9.7
51 CITY OF OAKDALE
City Council Staff Report (Continued)
SUBJECT: Authorization to update the Police Services Agreement between the City of Oakdale and the Oakdale Joint Unified School District
MEETING DATE: March 17, 2025
In 2022, the City and the Oakdale Police Officers’ Association negotiated a new contract that increased the rate of pay for officers. The most recent MOU increased salaries for officers across the department, resulting in a total annual cost for the SRO program exceeding the $70,000 cap previously set in the agreement. To ensure the sustainability of the program and the agreed-upon equitable cost-sharing between the City of Oakdale and Oakdale Joint Unified School District, staff recommends keeping the cost-sharing of one officer at 50% paid by the City and 50% paid by OJUSD but updating the agreement to increase the school district's annual maximum contribution from $70,000 to $100,000. This adjustment reflects the increased salary and benefit costs associated with the SRO program and aligns the agreement with current operational realities.
III. FISCAL IMPACTS
The proposed adjustment increases the school district’s contribution to the SRO program by up to $30,000, covering their share of the total program costs and reducing the city's financial burden.
IV. RECOMMENDATION
Staff recommends that the Council adopt a Resolution authorizing an update to the Police Services Agreement between the City of Oakdale and the Oakdale Joint Unified School District and authorizing the City Manager to execute said updated Agreement.
V. ATTACHMENTS
ATTACHMENT A: Resolution
EXHIBIT 1: Amended school resource officer program agreement 52 IN THE CITY COUNCIL OF THE CITY OF OAKDALE
STATE OF CALIFORNIA
CITY COUNCIL RESOLUTION 2025-
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OAKDALE
AUTHORIZING THE CITY MANAGER TO EXECUTE AN UPDATED POLICE
SERVICES AGREEMENT WITH THE OAKDALE JOINT UNIFIED SCHOOL
DISTRICT FOR THE SCHOOL RESOURCE OFFICER PROGRAM
WHEREAS, the City of Oakdale and Oakdale Joint Unified School District (OJUSD) entered into a Police Services Agreement on July 1, 2016, establishing a School Resource Officer (SRO) Program to enhance safety and community policing efforts in the District’s schools; and
WHEREAS, the agreement includes a cost-sharing provision, with the District contributing 50% of the total cost of the SRO position, which has been capped at $70,000 annually since the program’s inception; and
WHEREAS, the City and the Oakdale Police Officers’ Association negotiated a new Memorandum of Understanding (MOU) that increases officer salaries and associated benefit costs, resulting in 50% of the SRO salary exceeding the $70,000 cap; and WHEREAS, to ensure the sustainability of the SRO program and equitable costsharing, the District’s annual contribution needs to be increased to a maximum of $100,000; and
WHEREAS, the proposed update to the Police Services Agreement reflects these adjustments and ensures alignment with the City’s operational realities and obligations under the current MOU.
NOW, THEREFORE, BE IT RESOLVED THAT:
1. The City Council of the City of Oakdale approves the updated Police Services Agreement between the City of Oakdale and Oakdale Joint Unified School District, increasing the District’s maximum annual contribution to $100,000.
2. The City Manager is authorized to execute the updated agreement on behalf of the City of Oakdale.
THE FOREGOING RESOLUTION IS HEREBY ADOPTED THIS 17th DAY OF MARCH 2025 by the following votes:
AYES: COUNCIL MEMBERS:
NOES: COUNCIL MEMBERS:
ABSENT: COUNCIL MEMBERS:
ABSTAINED: COUNCIL MEMBERS:
ATTEST
Patrick Mondragon, City Clerk
SIGNED:
Cherilyn Bairos, Mayor
53 CITY OF OAKDALE POLICE SERVICE AGREEMENT
SCHOOL RESOURCE OFFICER PROGRAM
THIS POLICE SERVICE AGREEMENT (hereinafter “Agreement”) is made and entered into by and between the CITY OF OAKDALE, a municipal corporation (hereinafter “CITY”), and the OAKDALE JOINT UNIFIED SCHOOL DISTRICT (hereinafter “DISTRICT’’).
RECITALS
A. On July 1, 2016, the CITY and DISTRICT implemented a School Resource Officer Program, deploying one (1) full-time sworn police officer assigned to the DISTRICT to provide police services at all school sites of the Oakdale Joint Unified School District.
B. The CITY and DISTRICT will share the salary, benefits, and costs of the one (1) fulltime sworn police officer, as further set forth herein.
NOW, THEREFORE, THE PARTIES MUTUALLY AGREE AS FOLLOWS:
1. INTENT. The program will facilitate a contemporary approach to the emerging crime trends within the schools, maintain a safe academic environment, respond to emergency/crisis situations, and further enhance the community-oriented policing philosophy currently practiced by the Oakdale Police Department. The program is designed to provide a trained sworn law enforcement officer within the District’s schools.
This officer will not only address the student or school-related criminal activity and respond to emergencies or safety concerns on and adjacent to the school campuses but will also serve in the role of proactively suppressing such activities, thus facilitating a safe academic environment by focusing on school safety, education, and prevention.
2. GOALS. The program will proactively address criminal activity on and adjacent to the DISTRICT school campuses, enhancing community-oriented policing. This will be accomplished by a direct approach of proactive police presence, as well as through an indirect approach of mentoring activities, gang recognition, and conflict mediation. The School Resource Officer will be effective in achieving this goal by performing a variety of functions within the schools, combining the roles of law enforcement and education.
3. SCOPE OF PROGRAM. “Roles and Responsibilities” of the School Resource Officer (hereinafter SRO) outlined in Addendum “A.”
4. PROGRAM STAFFING. Staffing of one (1) full time SRO position will be appointed from sworn police officers within the CITY. The CITY will select officers for the program through established “Special Assignment” guidelines of the Police Department.
Officers appointed to the program will be rotated according to the “Special Assignment” guidelines or as dictated by the CITY.
54 CITY OF OAKDALE – POLICE SERVICES AGREEMENT
School Resource Officer Program
5. PROGRAM WORK SCHEDULE. The one (1) full-time SRO position will be assigned a 5-day week/ 8 hours per day work schedule. Vacation days will be scheduled during designated “non-school days.” This schedule will accommodate an SRO available to the district at all times.
6. PROGRAM FUNDING.
a) The CITY and DISTRICT will jointly fund the salary and benefit costs of one (1) full-time police officer. The cost will be calculated by the pay scale and benefits of a sworn police officer receiving pay in a specialty assignment in accordance with the Police Officer’s negotiated contract and pay scale. The CITY will invoice the DISTRICT each August for payment by September 30 and March for payment by April 30 in a fiscal year based on the salary and benefits package as set forth in the active Memorandum of Understanding between the CITY and the Oakdale Police Officers’ Association. The calculated cost of the SRO for the year 2024-2025 is not to exceed $200,000 and will be divided by the CITY and DISTRICT equally:
1.) The DISTRICT will pay 50% at a cost not to exceed $100,000. b) The SRO's overtime accrued for school functions will be shared equally between the CITY and DISTRICT.
7. TERMINATION. The CITY and/or District may terminate this Agreement by notifying the other, in writing, no later than April 30th of each year, that the respective party will not continue to participate past the following June 30th. If a termination notice is not received by April 30th, then the agreement will continue under the same terms and conditions for another year, beginning on July 1st and ending on June 30th.
8. ATTORNEY’S FEES. In the event any legal action is commenced to enforce this Agreement, the prevailing party is entitled to reasonable attorney’s fees, costs, and expenses incurred.
9. NOTICES. All notices, demands, or other communications that this Agreement contemplates or authorizes shall be in writing and shall be personally delivered or mailed to the respective party as follows:
To CITY To DISTRICT
City Manager Superintendent
City of Oakdale Oakdale Joint Union School District
280 N. Third Ave. 168 S. Third Ave.
Oakdale, CA 95361 Oakdale, CA 95361
Communications shall be deemed to have been given and received on the first to occur of (1) actual receipt at the address designated above or (2) three working days following the deposit in the United States mail of registered or certified mail, sent to the address designated above.
55 CITY OF OAKDALE – POLICE SERVICES AGREEMENT
School Resource Officer Program
10. MODIFICATIONS. This Agreement may not be modified orally or in any manner other than by an agreement in writing signed by both parties.
11. WAIVERS. Waiver of a breach or default under this Agreement shall not constitute a continuing waiver or a waiver of a subsequent breach of the same or any other provision of this Agreement.
12. SEVERABILITY. In the event any term of this agreement is held invalid by a court of competent jurisdiction, the Agreement shall be construed as not containing that term, and the remainder of this Agreement shall remain in full force and effect.
13. JURISDICTION AND VENUE. The interpretation, validity, and enforcement of this Agreement shall be governed by and construed under the laws of the State of California.
Any suit, claim, or legal proceeding of any kind related to this Agreement shall be filed and heard in a court of competent jurisdiction in the County of Stanislaus.
14. ENTIRE AGREEMENT. This Agreement comprises the entire integrated understanding between the parties concerning the services to be performed for this program. This Agreement supersedes all prior negotiations, representations, or agreements.
15. COMPLIANCE WITH THE LAW. The parties shall comply with all local, state, and federal laws, whether or not said laws are expressly stated in this Agreement.
16. INDEMNITY.
16.1 The DISTRICT shall indemnify, defend, and hold harmless the CITY, its officers, officials, employees, and volunteers from and against any and all liability, claims, damage, cost, expenses, awards, fines, judgments, and expenses of litigation (including, without limitation, costs, attorney fees, expert witness fees, and prevailing party fees and cost) of every nature arising out of or in connection with the assigned officer’s performance of work or his or her failure to comply with any of its obligations contained in the Agreement, except such loss or damage which was caused by the active negligence by the CITY, or the gross or willful misconduct of the assigned officer.
16.2 The CITY shall indemnify, defend, and hold harmless the DISTRICT, its officers, officials, employees, and volunteers from and against any and all liability, claims, damage, cost, expenses, awards, fines, judgments, and expenses of litigation (including, without limitation, costs, attorney fees, expert witness fees and prevailing party fees and cost) of every nature arising out of the active negligence by the CITY or the gross or willful misconduct of the assigned officer during the performance of work hereunder.
16.3 If the DISTRICT rejects a tender of defense by the CITY and/or the assigned officer under this Agreement, and it is later determined that the CITY and/or the officer breached no duty of care and/or was immune from liability, the DISTRICT shall reimburse the CITY and/or officer for any and all litigation expenses (including, without limitation, costs, attorney fees, expert witness fees, and prevailing party fees 56 CITY OF OAKDALE – POLICE SERVICES AGREEMENT
School Resource Officer Program
and cost). A duty of care or immunity determination may be made by a jury or a court, including a declaratory relief determination by a court after the CITY and/or officer settles a liability claim, with or without participation by the DISTRICT.
16.4 The Parties acknowledge that it is not the intent of the Agreement to create a duty of care by the CITY or its assigned officer that they would not owe in the absence of the Agreement. The Agreement does not create an affirmative duty of care (including, without limitation, a duty to protect, a duty to deter and/or a duty to intervene) by the CITY or the assigned officer, and the absence of the assigned officer and/or the patrol vehicle is not a material breach of this Agreement. The Parties further acknowledge that by entering into this Agreement, neither the CITY nor its assigned officer intends to waive any immunities to which they would be entitled in the absence of the Agreement.
17. INTEGRATION OF PRIOR TERMS AND CONDITIONS. This Agreement, including all recitals [and Exhibits], constitutes the entire agreement of the Parties.
This Agreement may be amended or modified only by the Parties' mutual written agreement. This Agreement is invalid unless approved by the legislative body of each Party, although it may be executed by an authorized agent of each Party. An authorized agent of the CITY shall be a person specifically authorized by the legislative body of the CITY to execute this Agreement at the level of City Manager, City Attorney, or equivalent.
18. SIGNATURES. The individuals executing this Agreement represent and warrant that they have the right, power, legal capacity, and authority to enter into and execute this Agreement on behalf of the respective legal entities of the DISTRICT and the CITY.
This Agreement shall inure to the benefit of and be binding upon the parties hereto and their respective successors and assigns.
IN WITNESS WHEREOF the parties do hereby agree to the full performance of the terms set forth herein.
CITY OF OAKDALE
By:
Jerry Ramar, Interim City Manager
ATTEST:
By:
City Attorney, Tom Hallinan
OAKDALE JOINT UNIFIED SCHOOL
DISTRICT
By:
Larry Mendonca, Superintendent of Schools
57 CITY OF OAKDALE – POLICE SERVICES AGREEMENT
School Resource Officer Program
Oakdale Police Department
School Resource Officer Program
Roles and Responsibilities
(Addendum “A”)
I. Goals and Objectives of the School Resource Officer Program Goals and objectives are designed to develop and enhance rapport between students, police officers, school administrators, and parents of students. The goals of the SRO Program are:
1. Provide a safe learning environment for students, educators, and administrators.
2. Respond to and reduce incidents of school violence or safety emergencies and concerns.
3. Reduction of criminal offenses committed by juveniles and young adults.
4. Establish rapport with the students.
5. Establish rapport with parents, faculty, staff, administrators, and other adults.
6. Create, start, and expand programs with vision and creativity to increase student participation, which will benefit the students, school district, police department, and the community.
7. Enforce attendance, safety, and conduct requirements under the law.
II. Duties and Responsibilities of the School Resource Officer The duties of the School Resource Officer can be defined by three roles: law enforcement officer, law-related counselor, and law-related teacher. More specific duties of the School Resource Officer are:
1. To establish liaison with school principals, faculty, and students.
2. To prevent juvenile delinquency through close contact with students and school personnel.
3. To confer with the school administration to develop plans and strategies to prevent and/or minimize dangerous situations on or near the campus or involving students in school-related activities.
4. To take law enforcement action as necessary and notify the school's administration as soon as possible.
5. To respond and assist with serious incidents occurring at the campuses of all schools within the School System.
6. Participate in parent, student, and teacher meetings when there is a violation of the law.
7. To counsel students in special situations, such as students suspected of engaging in criminal misconduct.
8. To formulate educational crime prevention programs to reduce the opportunity for crimes against persons and property in the schools.
9. To develop expertise in presenting various subjects in drug abuse prevention education, other areas of the law and law enforcement, and to seek the advice and guidance of the school 58 CITY OF OAKDALE – POLICE SERVICES AGREEMENT
School Resource Officer Program
administration prior to enacting any program within the school. These are to be short-term programs, as the SRO is not to teach full-time.
10. To coordinate with the school administration and be responsible for law enforcement and security activity at extra-curricular events.
11. To file reports as required by the Oakdale Police Department policies and procedures.
12. To coordinate and plan any extracurricular activities where additional law enforcement is required.
13. Review and assist administrators with school site safety plans.
14. Criminal truancy enforcement and at-risk youth.
15. Intervention with parent/guardian regarding risk behaviors, gang involvement, and illegal or potentially illegal activity.
III. Law Enforcement Involvement and Procedures
A School Resource Officer is, first and foremost, a Law Enforcement Officer for the City of Oakdale Police Department. He or she shall be responsible for carrying out all duties and responsibilities of a police officer and shall remain at all times under the control, through the chain of command, of the Oakdale Police Department.
1. Law Enforcement Officer in the School Environment:
Criminal activity that occurs in the school and is brought to the SRO’s attention will be handled with the same professional discretion as any other law enforcement function of a police officer. In exercising this discretion, SROs will consider and respect the needs and desires of school officials, the seriousness of the offense, and any known history of offenses. Any decision to arrest or not to arrest remains with the officer and is the sole responsibility of the officer.
2. Student Disciplinary Procedures:
An SRO is not considered a part of the school’s in-house disciplinary process and should use discretion in his or her involvement in that process. Officers will assist with students presenting safety, disciplinary, or attendance problems within the guidelines of the School Systems Code of Conduct and procedures available through California Law. Officers should not allow their role to become unclear by being used to “scare” students into conforming behavior. If an incident at the school is a violation of the law, the principal should contact the SRO and the SRO shall then determine whether law enforcement action is appropriate.
SROs shall not be used for regularly assigned lunchroom duties, hall monitors, bus duties, or other monitoring duties. If there is a problem in one of these areas, the SRO may assist the principal or their designee until the problem is solved. SROs will keep the superintendent’s office and school administration apprised of any actions they have taken in response to student violations of Criminal Law. Additionally, SROs will observe, take note of, and report violations of the Student Code of Conduct. They will work to develop good communications with school officials such that they can also bring to their attention suspicious behaviors, rumors, or any other information that might suggest a threat to the
safety and security of the school. SROs will keep them informed of events occurring in the community that may impact the safety and security of the school. He or she will also keep 59 CITY OF OAKDALE – POLICE SERVICES AGREEMENT
School Resource Officer Program
themselves aware of the many social service agencies available for the students and families facing problems, and will refer families to those agencies when appropriate.
3. Reporting of Criminal Activity:
School Resource Officers are responsible for submitting incident/offense reports of events that occur in their schools. Should a criminal incident occur when the SRO is not on campus and is committed to another school or event, the Oakdale Police Department Dispatch will be notified and advised of the necessity to assign the incident to a patrol officer. The SRO should contact the patrol officer as soon as possible to brief the officer on the incident and assume responsibility for future follow-up. Should there be conflict regarding making a report, either between SROs and administrators or between officers, the police department supervisor shall be notified immediately.
NOTE: In an emergency situation, immediately call 911. Oakdale Police Department Dispatch will make the appropriate decision on the course of action from the Oakdale Police.
4. Law Enforcement Responses:
SROs are required to respond to observed criminal activity and may be required to leave the school campus to respond to emergency critical incidents. As soon as it is possible to stabilize a situation and return to assignments within the schools, SROs should do so.
5. School Arrests:
SROs will conform to the Oakdale Police Department Policy and Procedures in affecting any arrest, whether on school grounds or otherwise. In addition, SROs will strive to stay abreast of ever-changing juvenile laws so that their arrests conform to the law and so they can advise others of legal procedures. The SRO will adhere to Oakdale Police Department policy and legal requirements with regard to investigations and interviews. Disclosing confidential information obtained pursuant to proceedings relating to juveniles shall adhere to Oakdale Police Department policy and California law. The SRO takes law enforcement action as required. As soon as practical, the SRO will make the principal of the school and /or the Assistant Superintendent of Pupil Services aware of such action. At the school administration’s request, the SRO shall take appropriate action against intruders and unwanted guests who may appear at the school and related school functions, to the extent that the SRO may do so under the authority of law. SROs will use the greatest discretion in determining the safest method of transporting arrested persons.
6. Interviewing or Interrogating Juveniles:
The SRO should not participate in the interviewing or interrogation of a student during the administration investigation. The SRO may be present in the interview for security purposes or as requested by the administration. SRO must interview students to develop information about a suspected criminal offense. It is not legally required that Miranda warnings be issued or that the student’s parents be informed. In the event that a student is the focus of the inquiry or is a suspect in a criminal inquiry, the extended requirements of Miranda warnings as they apply to juveniles will become activated. When a student becomes a suspect in a criminal matter and is taken into custody, the SRO will notify the school administration. The school administration then becomes responsible for notifying the student’s parents of the student’s status and location. 60 CITY OF OAKDALE – POLICE SERVICES AGREEMENT
School Resource Officer Program
IV. Organization
1. Record Keeping Practices:
The SRO will maintain accurate monthly records of the operation of the SRO program.
2. Equipment Responsibilities:
DISTRICT:
a) Provide an acceptable work pace as available.
b) Assigned cellular or radio communication to each SRO for communications with school officials.
c) Provide an assigned parking area for public safety vehicles.
CITY:
a) Provide all safety equipment required of a police officer. b) Provide a public safety vehicle with a computer for transportation. c) Provide all command and supervisory support necessary for the positions.
3. Employment Status of School Resource Officer:
The School Resource Officer is an employee of the City of Oakdale. The school administration acknowledges that the SRO shall remain responsive to the police department's chain of command; however, the success of the SRO program is based on a true partnership between the two entities.
4. Good Faith:
The Superintendent, the Chief of Police, their agents, and employees agree to cooperate in good faith in fulfilling the terms of this agreement. Unforeseen difficulties or questions will be resolved by negotiation between the Superintendent and the Chief of Police or their designees. 61 CITY OF OAKDALE
CITY COUNCIL STAFF REPORT
Date: Monday, March 17, 2025
To: Mayor Bairos and Members of the City Council
From: Jerry Ramar, Interim City Manager, Chief of Police Subject: Consideration of a Resolution Authorizing Staff to Enter into a Contract with Tuckfield & Associates to Conduct a Water and Wastewater Rate Study Using Funds from Water Operations Fund 645 and Sewer Operations Fund 622
I. BACKGROUND
The City of Oakdale is responsible for providing water and wastewater services to residents and businesses within our jurisdiction. Our water and wastewater rates structures should remain fair, equitable, and sufficient to support the financial sustainability of these essential utilities. The last comprehensive rate study for the City was conducted in 2017. Since then, inflationary impacts, infrastructure maintenance requirements, increased employee pay and benefits, and regulatory requirements have significantly impacted costs. An updated study is necessary to ensure financial sustainability, maintain service quality, and align with current economic conditions.
Tuckfield & Associates has submitted a proposal to perform a comprehensive Water and Wastewater Rate Study for the City. This study will evaluate revenue sufficiency, cost allocation, and appropriate rate structures to ensure compliance with Proposition 218 and industry best practices.
II. DISCUSSION
The proposed study will focus on the following key objectives:
• Assessing the revenue sufficiency to fund operating expenses, capital improvements, and debt service obligations.
• Ensuring appropriate reserve levels for operations, capital improvements, and emergencies.
• Developing a fair and equitable rate structure based on cost-of-service principles.
• Addressing state regulatory requirements, including Proposition 218 compliance.
• Analyzing customer usage patterns and the impact of potential rate changes.
Tuckfield & Associates has extensive experience in water and wastewater financial planning, cost-of-service analysis, and rate structure development. They have successfully conducted similar studies for numerous municipalities across California, including previous work with the City of Oakdale. The total cost of the study is estimated at $34,200, which includes all professional services and direct expenses such as travel and materials.
AGENDA ITEM 11.1
62 CITY OF OAKDALE
City Council Staff Report (Continued)
SUBJECT: Water and Waste Water Study Authorization
MEETING DATE: March 17, 2025
III. FISCAL IMPACTS
No General Fund expenditures will be required. The cost of the study will be funded through the Water and Wastewater Operations Funds. The fiscal impact to the Water and wastewater funds is $34,200, which will be split evenly at $17,100 from Water Operations Fund 645 and $17,100 from Sewer Operations Fund 622.
The work will be completed in the 2025/2026 fiscal year. Therefore, it will be budgeted for and paid for from that budget cycle.
IV. RECOMMENDATION
Staff recommends that the City Council authorize funding for a Water and Wastewater Rate Study and approve a contract with Tuckfield & Associates for professional consulting services in an amount not to exceed $34,200, split evenly between Water Operations Fund 645 and Sewer Operations Fund 622.
Alternatives:
1. Direct staff to seek additional proposals, which may delay the study and increase costs.
2. Take no action, which could result in outdated rate structures that do not adequately support utility operations and capital needs.
V. ATTACHMENTS
ATTACHMENT A: Resolution
ATTACHMENT B: Proposal for water and wastewater rate study submitted by Tuckfield & Associates
63 IN THE CITY COUNCIL OF THE CITY OF OAKDALE
STATE OF CALIFORNIA
CITY COUNCIL RESOLUTION 2025-
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OAKDALE
AUTHORIZING STAFF TO ENTER INTO A CONTRACT WITH TUCKFIELD &
ASSOCIATES TO CONDUCT A WATER AND WASTEWATER RATE STUDY USING FUNDS FROM WATER OPERATIONS FUND 645 AND SEWER OPERATIONS FUND 622.
WHEREAS, the City of Oakdale provides water and wastewater services to residents and businesses within our jurisdiction; and
WHEREAS, periodic rate studies are necessary to ensure fair, equitable, and sustainable utility rate structures; and
WHEREAS, the last comprehensive rate study was conducted in 2017. Since then, inflationary impacts, infrastructure maintenance, increasing employee pay and benefits, and evolving regulatory requirements have significantly impacted costs. An updated study is necessary to ensure financial sustainability, maintain service quality, and align with current economic conditions; and
WHEREAS, Tuckfield & Associates has submitted a proposal to conduct a Water and Wastewater Rate Study in compliance with Proposition 218 and industry best practices; and
WHEREAS, the cost of the study is not to exceed $34,200, and will be funded through the Water and Wastewater Enterprise Funds, with no impact on the General Fund; NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Oakdale as follows:
1. The City Council hereby authorizes funding for a Water and Wastewater Rate Study in an amount not to exceed $34,200, split evenly between Water Operations Fund 645 and Sewer Operations Fund 622.
2. The City Council approves a contract with Tuckfield & Associates for the completion of the study.
3. The City Manager is authorized to execute any necessary agreements and take all actions necessary to implement this Resolution.
THE FOREGOING RESOLUTION IS HEREBY ADOPTED THIS 17th DAY OF MARCH 2025 by the following votes:
AYES: COUNCIL MEMBERS:
NOES: COUNCIL MEMBERS:
ABSENT: COUNCIL MEMBERS:
ABSTAINED: COUNCIL MEMBERS:
64 CITY OF OAKDALE
CITY COUNCIL STAFF REPORT
ATTEST
Patrick Mondragon, City Clerk
SIGNED:
Cherilyn Bairos, Mayor
65 February 2025
Proposal To:
City of Oakdale
280 North Third Avenue
Oakdale, CA 95361
(209) 845-3571
Submitted By:
Tuckfield & Associates
Contact: Mr. Clayton Tuckfield
2549 Eastbluff Dr, #450B
Newport Beach, CA 92660
(949) 760-9454
www.tuckfieldassociates.com
Proposal For:
Water and Wastewater
Rate Study
66 [This Page Intentionally Left Blank]
67 Tuckfield & Associates
2549 Eastbluff Drive, Suite 450B, Newport Beach, CA 92660 Phone (949) 760-9454 Fax (949) 760-2725
Email [email protected]
February 21, 2025
Mr. Bryan Whitemyer
City Manager
City of Oakdale
280 Noth Third Avenue
Oakdale, CA 95361
Dear Mr. Whitemyer:
I am pleased to submit this proposal to provide consulting services for a Water and Wastewater Rate Study (Study) for the City of Oakdale (City). Over the last 35 years, I have conducted numerous water and wastewater rate studies in California as well as previous experience conducting rate studies nationally. This depth of experience will benefit the City throughout the performance of this study and lead to rate structures and rates that are specifically suited to the City.
Our rate study for the City will determine the appropriate water and wastewater rates that are equitable and defensible; meet the requirements of Proposition 218; and funds annual operating expense, capital spending, and debt service.
The scope of work provided herein proposes to address the City’s request for a water and wastewater rate study and will address the following objectives.
Revenue sufficiency to fund operating and capital needs Appropriate levels of operating, capital, and emergency reserves Cost of service following appropriate standards, regulations, and guidelines Rates that are consistent with industry practice
Rates that are easy to understand and administer
Tuckfield & Associates consulting is a local firm with extensive experience in California, specializing in rate studies and capacity charge studies. Mr. Tuckfield is the President and Principal Consultant for Tuckfield & Associates and routinely conducts rate and capacity charge studies as the sole consultant, having completed such studies in this manner for many clients, including those whose populations have exceeded 100,000. Recent clients have included the City of Buena Park, City of Loma Linda, and City of Pismo Beach. Additional experience is provided in the Representative Engagement section of this proposal.
I will be professionally responsible for conducting the study and will provide hands-on work effort. This will allow me to develop an intimate knowledge of the City’s water and wastewater systems which will be beneficial when attending meetings and presenting results and findings. All rates and fees will be developed in accordance with the American Water Works Association (AWWA) for water utilities and Water Environment Federation (WEF) for wastewater utilities as well as California State law.
I have the qualifications, experience, and capabilities to provide the services desired by the City. I have conducted successful studies for large agencies in California with a focus on small to medium sized cities and special districts. 68 Mr. Bryan Whitemyer Page 2
City of Oakdale February 21, 2025
I look forward to working with City on this project. Should the City need any additional information, please contact me at 949-760-9454, [email protected], or at the address below.
Very Truly Yours,
TUCKFIELD & ASSOCIATES
G. Clayton Tuckfield
Principal Consultant
2549 Eastbluff Dr, #450B
Newport Beach, CA 92660
69 Table of Contents
Page
1 Project Approach
3 Firm Qualifications
4 Project Personnel
5 Experience
9 Scope of Work
11 Schedule
12 Cost Proposal
Appendix A ........................................................... Resume 70 Proposal for Water and Wastewater Rate Study City of Oakdale Tuckfield & Associates Page: 1
Project Approach
The rates and charges for the City will be designed
recognizing the American Water Works Association
(AWWA) methodology provided in their Manual M1 for
water utilities, and the Water Environment Federation
(WEF) methodology from their Manual of Practice No. 27 for wastewater utilities. These methodologies represent
industry practice for the development of cost-of-service rates and charges, based upon the demands placed on the facilities by various users. The basic method includes
identifying or creating distinct types of user classifications, allocating annual utility costs to cost-causative components, distributing costs to customer groups based on customer class use characteristics, and designing a rate structure and rates that will recover allocated costs from each customer group. The methods proposed for this study are briefly
described below.
Water Rate Structure and Rates
Following AWWA Manual M1, annual costs of the water
system will be summarized into functional cost categories to the extent possible based on the City’s cost accounting structure. Such functional cost categories may consist of source of supply, pumping, treatment, storage,
transmission, distribution, meters and services, customer billing and collecting, and fire protection. These costs are then allocated to water cost components based on the
design of facilities or may be directly assigned to cost component because of its function. Such cost components include Base, Peaking, Meters and Services, Customer
Billing and Collecting, and Fire Protection. Base costs are further separated into costs by each water supply source.
An example cost-of-service rate structure strategy may
include recovering Peaking costs, Meters and Services
Costs, and Customer Billing and Collecting costs from a schedule of fixed charges designed based on the size of the meter installed at the customer’s premises. Base costs, consisting of the various water supply costs, would be
recovered through a variable rate structure.
The design of the variable rate structure and rates may be established as a uniform rate structure or as rate tiers that recovers Base costs, and possibly Peaking costs. For a
residential tiered rate structure, the tier break points may be established as water use targets for indoor and outdoor water efficient use following guidelines of the state of California “Making Conservation a California Way of Life” final report. This has been followed by legislation
consisting of SB 606 and AB 1668.
An example residential first tier may be established as 4 persons per household (a default number) multiplied by 55 gpcd multiplied by the number of days in the billing cycle (30 days for monthly billing). Outdoor use is intended to reflect efficient water use for landscaped area square
footage of various customer types. It is unlikely that the City has matched actual landscaped square footage to each customer account. Therefore, for residential customers, all use above indoor use may be considered outdoor use. A
third tier may be established to reflect a higher water supply cost that serves customers in this tier.
The figure below provides a method for how the water
variable rates may be calculated in this example. The rate calculated in each tier reflects the cost of the water
supplied to customers in each tier. In the example, costs related to indoor demand and average day demand costs
is in the first tier. The second tier recognizes outdoor demand and the additional costs related to customer
Proposal for Water and Wastewater Rate Study
City of Oakdale
71 Proposal for Water and Wastewater Rate Study City of Oakdale Tuckfield & Associates Page: 2
peaking to supply water in this tier. The third tier would reflect the highest cost and recognizes system peaking
costs in addition to Tier 1 and Tier 2 costs.
Note that in the “Making Conservation a California Way of Life” final report that it acknowledges the framework does not contain a requirement on rate structures, and water suppliers are encouraged to consider drought effects and incorporate measures for rate stabilization. In addition to a tiered rate structure discussed above, a uniform volume rate structure may be considered for the City.
Wastewater Rate Structure and
Rates
The approach to wastewater rate design follows a similar process as described for the water system but following WEF Manual of Practice No. 27 for wastewater systems.
Annual costs of the wastewater system are summarized
into functional cost categories based on the City’s
accounting structure. Such functional cost categories may consist of collection, pumping, treatment, and disposal.
These costs are then allocated to wastewater cost
components based on the design of wastewater facilities.
Cost components commonly include Volume (wastewater
flow), Bio-chemical Oxygen Demand (BOD), Suspended
Solids (SS), and Customer costs. If some facilities are identified and designed based on capacity, a Capacity cost component may be included.
Allocated costs by cost component are distributed to
customer classification based on how each group uses the wastewater system. The use, or units of service, consist of flow (mgd), BOD (lbs), SS (lbs), and Customer (bills).
Wastewater rates are then established to recover the costs distributed to each customer classification.
For the residential classification, costs may be recovered through a few well-known structures. These include (1)
fixed charges applicable to all residential customers, (2) an Equivalent Dwelling Unit (EDU) fixed charge designed for SFR, MFR, Condo, MHP, etc. and (3) a fixed charge that
recovers Customer and possibly Capacity costs, and a
variable charge that recovers flow, BOD, and SS costs based on water consumption read through the meter. A variant
of the variable charge is to cap the residential water
consumption at a certain use level which assumes that any consumption over that is being used for outdoor purposes, though this would require a bill tabulation from
information of the City’s billing system. Commercial
wastewater rates commonly have a fixed charge and a
variable charge as most of the water use of this class
returns to the sewer. The wastewater structures could be improved by having all non-residential customers install irrigation meters to separate indoor uses from outdoor
uses.
72 Proposal for Water and Wastewater Rate Study City of Oakdale Tuckfield & Associates Page: 3
Firm Qualifications
Tuckfield & Associates was founded in 1999 to provide quality consulting services to publicly-owned utilities to sustain their systems on sound rate-making principles.
The firm was founded by Mr. Clayton Tuckfield PE MBA who has over 35 years of experience conducting rate studies and capacity charge studies. Now in its 23rd year, the firm has provided innovative and time-tested strategies founded on industry practice for implementing rates and charges. Tuckfield & Associates is a local firm located in Newport Beach and the performance of this project will be completed at this site.
Prior to the firm’s founding, Mr. Tuckfield served Black & Veatch Corporation for nearly 15 years in their Management Consulting Division. Mr. Tuckfield has worked with numerous cities and special districts in California and has authored papers and articles for AWWA (American Water Works Association) and California Special Districts Association (CSDA) and has conducted a webinar for CSDA regarding financing projects with USDA funding.
Advantages
Tuckfield & Associates offer several unique advantages that will satisfy the City’s expectations for the successful implementation of proposed rate structures and rates. These include the following:
Experience. Having performed numerous rate and capacity charge studies concentrated in California, with additional studies conducted nationally, the firm is able to provide a depth of experience to draw upon for this study, using knowledge of methods and alternative rate structures that will be of benefit to the City. The City can be assured that quality services will be provided through our extensive experience and from our client references themselves.
California Regulatory Requirements. Tuckfield & Associates has experience with the California regulatory environment which will be beneficial to the City for the best outcome. Recent State legislation includes SB 606 and AB 1668, Proposition 218, AB3030, the state’s 20x2020 plan and these have been addressed in previous studies.
Communication. A critical aspect of this study is the need to communicate results to the public.
Communicating the reasons for the rate increases and the impact to customers is imperative to acceptance by the public and a successful rate implementation.
Personalized Service. Mr. Tuckfield works in a collaborative manner with his clients, providing consulting services in a professional and transparent manner with easy explanation of study results. Our collaborative service creates professional relationships that have spanned more than a decade for some clients.
73 Proposal for Water and Wastewater Rate Study City of Oakdale Tuckfield & Associates Page: 4
Project Personnel
Clayton Tuckfield, PE MBA– Project Consultant
Mr. Tuckfield will serve as the project consultant for the study and will be the primary contact with City. He will be responsible for project administration, daily performance of the project, providing all deliverables, attending and/or presenting at all meetings, and will produce key elements of the study.
Mr. Tuckfield routinely conducts rate and capacity charge studies as the sole consultant and has completed such studies in this manner for many clients, even for those whose populations have exceeded 100,000. Mr. Tuckfield is an expert in utility financial planning, cost of service, rate structures, and utility management and is a professional dedicated to maintaining high financial and engineering standards.
Clayton Tuckfield, Principal
Summary Project Responsibilities
35 years of experience
Over 100 rate studies
Public Agency Specialization
Tested Strategies
Project Management
Project Consultant
Financial Plan, Cost of Service, and Rate
Design
Public Meeting Presentations
Mr. Tuckfield has over 35 years of experience and has professionally performed over 100 utility cost of service and rate studies and many other financial feasibility studies. He has performed studies for numerous communities in California ranging from the cities of Long Beach, Buena Park, Ventura, Santa Barbara, Fullerton, Loma Linda, Arroyo Grande, Grover Beach, Pismo Beach, Oakdale, and Firebaugh to special districts including Santa Ynez CSD, Nipomo CSD, Mission Hills CSD, Keyes CSD, Hilmar CWD, Delhi CSD, Seeley CWD, and many others.
Mr. Tuckfield has an engineering degree and a master’s degree in business administration. He has prepared presentations and technical papers for trade organizations that include the American Water Works Association’s annual meeting, American Society of Civil Engineers, Arizona Finance Officers Association, and has authored a section of a webinar for the California Special Districts Association (CSDA) as well as a professional submission for CSDA’s bi-monthly magazine. A resume for Mr. Tuckfield is provided in Appendix A of this proposal.
Visit www.tuckfieldassociates.com to learn more about Tuckfield & Associates. 74 Proposal for Water and Wastewater Rate Study City of Oakdale Tuckfield & Associates Page: 5
Experience
Mr. Tuckfield has been providing rate consulting services for over 35 years, with about 15 years working with an international consulting firm and over 20 years with Tuckfield & Associates. Listed below are representative engagements and references for studies delivered by Tuckfield & Associates. These recent and successful municipal utility financial plans and rate studies are a sample of the work provided to California communities. The studies have been prepared in conformance with Proposition 218 and all studies use the cost of service and allocation methods described in the AWWA Manual M1 for water utilities and WEF Manual of Practice No. 27 for wastewater utilities.
City of Firebaugh, California
Water and Wastewater Rate Study
Reference: Pio Martin, Finance Director, 559-659-2043, [email protected] Tuckfield & Associates completed a water and wastewater rate study for the City of Firebaugh in January of 2024. The study follows previous studies performed for the City in 2005, 2011, and 2019. The City was facing numerous future capital improvements in both their water and wastewater systems. Tuckfield & Associates developed financial plans and rates where those studies were used to secure low interest loans from the USDA. Information was provided to the bond disclosure counsel for use by the bond rating agencies in the debt refinance. A Consultant’s Certificate was executed and included in the closing documents.
The 2019 study updated rates for conditions after the completion of all CIP projects, including the new water and wastewater treatment plants, water and sewer pipe replacements, and installation of new water meters throughout the City. A proposed tiered water rate structure was developed that accounted for water demand by customers as well as a conservation rate structure for residential customers.
City of Oakdale, California
Water and Wastewater Rate Study
Reference: Mr. Bryan Whitemyer, City Manager, 209-845-3571, [email protected] Tuckfield & Associates completed a water and wastewater rate study for the City of Oakdale in January of 2017. The study’s scope of work included preparing several financial plan scenarios to demonstrate the impact of the City’s newly developed CIP on revenues by showing revenues necessary to meet O&M, O&M with replacement, and O&M with replacement and debt financing of the CIP. The financial plan alternatives were developed to maintain cash balances at policy target levels while meeting O&M escalation, future debt service, and annual repair and replacement expenditures.
Several rate structures were reviewed by City staff and several presentations were delivered to the public and public officials regarding the need for rate changes.
Delhi County Water District, California
Water and Wastewater Rate Study
Reference: Mr. Leandro Maldonado, District Manager, 209-632-8777, [email protected] Tuckfield & Associates was engaged by Delhi CWD to conduct a Water and Wastewater Rate Study. Delhi was experiencing revenue loss since its last rate study and was preparing a 10-year CIP that needed to be addressed. During the course of the study, Tuckfield & Associates found that Delhi had neglected to bill the school district for the past 10 years. Through discussions with the Board of Directors, interim General Manager and the Finance Director, Delhi was able to recover four 75 Proposal for Water and Wastewater Rate Study City of Oakdale Tuckfield & Associates Page: 6
years of past billings as well as beginning to bill the customer going forward, which reduced the need for a larger rate increase than would otherwise occur. Delhi chose to keep its existing rate structure; however, several financial planning options were presented that included several revenue increase scenarios and facility financing strategies.
Hilmar County Water District, California
Water and Wastewater Rate Study
Reference: Mr. Curtis Joritsma, District Manager, 209-632-3522, [email protected] Tuckfield & Associates completed a water and wastewater rate study for Hilmar CWD in 2021. The District developed a 10-year water and wastewater capital improvement program (CIP) that identified numerous projects to upgrade the District’s infrastructure. Several financial plan scenarios were developed to fund the CIP which resulted in cash financing the CIP, however with one proposed loan. The District is predominantly residential and water rates were designed that included fixed charges by meter size with a three-tier variable rate for residential customers. All classes recognized customer class peaking costs in the variable rate. Wastewater rates were designed as fixed charges. All rates were adopted by the District Board.
Heritage Ranch Community Services District, California
Water and Wastewater Rate Study
Reference: Mr. Scott Duffield, General Manager, 805-470-3140, [email protected] The District engaged Tuckfield & Associates in July 2021 to perform a water and wastewater Study which was updated in December of 2024. The study included financing options, both interim loans and a USDA take-out loan, for a wastewater treatment plant expansion that will be constructed over several years.
Tuckfield & Associates also completed a Water and Wastewater Rate Study for the District in 2017. The study’s scope of work included preparing several financial plan scenarios to demonstrate the impact of the CIP on cash flow by showing revenues necessary to meet O&M, O&M with replacement, and O&M with replacement and debt financing of the CIP.
The financial plan alternatives provide for maintaining cash balances at policy target levels while meeting O&M escalation, future debt service, and annual repair and replacement expenditures.
Nipomo Community Services District, California
Water and Wastewater Rate Study
Reference: Raymond Dienzo, General Manager, 805-929-1133, [email protected] Mr. Tuckfield completed water rate studies for the District in 2011, 2014, and in 2017 that addressed the District’s needs to acquire supplemental water from the City of Santa Maria. Because of recent legal actions to adjudicate the greater Santa Maria groundwater basin, the District entered into an MOU to contract for 3,000 ac-ft of supplemental water from Santa Maria. In the 2010 study, Mr. Tuckfield assisted the District with evaluating several financial planning scenarios and rates regarding the financing and implementation of the supplemental water project. Rates were ultimately established to cover O&M and capital, without the project, to allow the District to meet its on-going obligations while the District pursued establishing an assessment district to finance the project. Rates from the 2010, 2014, and 2917 studies were adopted by the Board of Directors.
In 2013, Tuckfield & Associates assisted the District for a bond offering by providing a statement of revenue, expense and debt coverage information for its Official Statement, used to secure partial financing for the supplemental water project. 76 Proposal for Water and Wastewater Rate Study City of Oakdale Tuckfield & Associates Page: 7
The financing was incorporated into the 2014 rate study which developed a supplemental water rate structure that passed at the Prop 218 public hearing.
In 2015 and in 2024, Tuckfield & Associates conducted a Wastewater Rate Study for the District. The study included preparing a long-range financial plan that included reserve targets, debt coverage ratios, and funding of CIP. Wastewater rates were developed following cost of service principles from the WEF manual of practice. Wastewater rates are currently scheduled for a Proposition 218 public hearing in May 2025.
City of Pismo Beach, California
Water and Wastewater Rate Study
Reference: Ms. Nadia Feeser, Admin Services Director, 805-773-7010, [email protected] Tuckfield & Associates completed a comprehensive water and wastewater rate study for the City of Pismo Beach in January of 2024. Mr. Tuckfield also completed rate studies for the City in 2007, 2013, and 2019. The current study addressed a large capital spending program that included the Central Coast Blue (CCB) project, a regional recycled water project that was intended to create a new, high quality, and reliable water supply for the three local communities to supplement local water supply while providing sufficient supplies in times of drought. Tuckfield & Associates conducted three rate studies individually for Pismo Beach, Arroyo Grande, and Grover Beach who were all parties to the CCB project. The Study also reviewed and updated the water rate structure to comply with recent legislation and court decisions regarding tiered water rate structures. The study also updated the wastewater rates.
The 2007 study accounted for all financial aspects of the water and wastewater rates, including each water supply source, utility debt and assessment debt, and various sub-funds of the utilities. The study included financial planning, cost of service, and rate structures for both water and wastewater. The 2007 study results were adopted by the city council.
The 2013 study addressed the city’s 2010 Urban Water Management Plan finding that the city needed to reduce its per capita water consumption annually to comply with SB x7-7 as well as plan for significant replacement of infrastructure. One of the water rate structures proposed included a four-block rate structure to promote conservation. Wastewater rates were developed following the WEF and SWRCB guidelines as the City has several loans through the SRF program. Both the water and wastewater proposed rates were adopted by the City Council.
City of Buena Park, California
Water Rate Study and Wastewater Rate Study
Reference: Michael Mikhael, Public Works Director, 714-562-3705, [email protected] Tuckfield & Associates completed a water financial plan and rate study for the City of Buena Park in 2016 and was engaged again in 2022. The scope of work included (1) preparing a long-range financial plan that includes assessment of current revenues to meet the current and future obligations of the water fund, establishing operating and capital reserve policies, and incorporating financing of the proposed capital improvement program (CIP) spending plan and (2) design of an appropriate rate structure that complies with Proposition 218.
Tuckfield & Associates was also engaged to conduct the city’s first wastewater rate study in 2024 that developed a separate wastewater charge independent of the water rate structure. Numerous meetings were held to work out issues that resulted in a wastewater rate structure that was presented to the City Council. The proposed rates were implemented by the City. 77 Proposal for Water and Wastewater Rate Study City of Oakdale Tuckfield & Associates Page: 8
Scope of Work
Based on our understanding of the City’s needs, the following tasks describe our proposed scope of work to complete the Water and Wastewater Rate Study. While the tasks listed below are consecutive, elements of certain tasks may be conducted concurrently with other tasks.
Task 1 – Initial Meeting/Data Collection
The focus of this initial video meeting with City Staff will be to define goals and objectives for the study and explore the issues generated by City Staff. The meeting serves as an important first step in assuring that all key members
develop a clear understanding of the study elements and data required. Prior to the meeting, a request will be
submitted to the City for information to be gathered by City Staff.
Task 2 – Long Range Financial Planning
The objective of this task is to develop ten-year financial plans for the water and wastewater enterprises that
project the revenue and revenue requirements for the
study period. This task requires an assessment of the
sufficiency of revenue based on the existing rates and fee schedules, the City’s ability to meet projected revenue requirements, and the determination of the level of any revenue adjustments required including any additional
financing requirements.
Task 3 – Cost of Service Analyses
The cost of service phase of the study will focus on
allocation of costs (revenue requirements) to customer
classifications based on cost causative methodologies. The cost allocations will be developed using standards and
methodologies from the AWWA, WEF, and best
management practices. The cost of service analysis part of the study provides the defensibility for the selected rate structures and rates, providing compliance with
Proposition 218.
Task 3.1: Analyze Customer Usage Patterns and
Recommend Customer Classifications
Historical billing summaries that were summarized in Task 2 will be reviewed and analyzed by customer classification to determine water consumption, estimate wastewater
discharge volumes, and establish user characteristics.
Task 3.2: Allocate Costs to Functional Cost
Components
The annual revenue requirements will be allocated to
functional cost components following standards in the
AWWA and WEF manuals of practice. Allocations of
operation and maintenance expenses will be allocated
separately from capital requirements of the system.
Task 3.3: Distribute Functional Costs to Customer
Classifications
Costs that have been allocated to functional cost
components are distributed to the various customer
classifications based on their responsibility for the service provided. Responsibility is established from the units of service (such as HCF, HCF/day, and number of customers) applicable to each functional cost component. Unit costs are developed which are then applied back to the units of service by customer class, which determines each
customer classification’s cost responsibility.
The equity of the current rate structure and rates is assessed through a comparison of current revenue with the
allocated Cost of Service.
78 Proposal for Water and Wastewater Rate Study City of Oakdale Tuckfield & Associates Page: 9
Task 4 – Rate Structure Analysis and Rate
Design
The rate structures that are selected for each utility should be responsive to the needs and philosophy of both the
utility and its customers. The selected rate structures are a blend of what may be several competing objectives to
accomplish the overall goals desired by the utility and general public. Through discussion with City staff, our evaluations of the existing rate structures and design of new rate structures will meet the expectations of the utility and public.
The current rate schedules will be evaluated to validate their applicability for the City’s cost structure and customer base. Alternative rate structures will be analyzed to meet the goals and objectives of the City while enhancing the fairness and equitability among the users. It is intended that the recommended rate structure will result in revenue stability, will be easy to administer and understand, and comply with industry practices such as the AWWA, WEF,
and federal, state, and local regulations for rate setting in California.
The impact on customer bills is an important aspect of any rate change. The financial impacts to customers that
results between the existing and alternative rate structure will be determined and a series of tables and figures will be created that show projected rate impacts on different
types of customers at various levels of usage.
Rate schedules will be gathered from other local
communities for the purpose of calculating typical bills at various levels of water and wastewater volume. The
number of communities chosen for analysis will be agreed upon with the City. Example bills will be developed using the proposed rate structure and compared with typical bills of the other communities at the same volumes.
Task 5 – Staff Workshop
The preliminary results of the Study’s findings and
recommendations will be presented to City Staff in a
PowerPoint presentation format. The presentation is for review, discussion, and comment of the assumptions,
financial plan, the selected rate structure, and bill impacts.
Meeting: One (1) video conferencing Staff
Workshop meeting
Deliverables: Presentation materials for Staff
Workshop
Task 6 – Draft Report
A Draft Report will be prepared for review by City staff that includes forward looking financial plans, cost allocations, and proposed rates. The Draft Report will include an
executive summary highlighting the key issues,
assumptions, and findings and recommendations. Sections will be included that discuss the financial plans, cost allocation methodologies, design of the proposed rate
structures and rates, and rate comparisons.
Comments received will be incorporated into a Final
Report for submission to the City. The Final Report will discuss the financial plan, the alternatives reviewed, the cost of service analyses, the rate structures analyzed, the selected rate structure, and bill impacts.
Task 7 – Final Report
Comments received from the City Staff workshop and Draft Report will be incorporated into a Final Report for
The impacts to customer bills can be identified for each rate structure alternative prior to implementation. 0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
$0 to $5 $5 to $10 $10 to $15 $15 to $20 $20 to $25 Over $25 % of Bills Single Family Bill Impacts
Option 1
79 Proposal for Water and Wastewater Rate Study City of Oakdale Tuckfield & Associates Page: 10
submission to the City. The Final Report will be submitted and presented at a regular City Council meeting. At this meeting, it is expected that City Council will adopt the rate study and rates and direct City Staff to prepare the
Proposition 218 Notices.
Meeting: One (1) on-site City Council meeting
Deliverables: Presentation materials
Task 8 – Proposition 218 Public Hearing
Tuckfield & Associates will assist in drafting the Proposition 218 notice and attend and present the Final Report at the Proposition 218 Public Hearing for the adoption of the new rates. To comply with Proposition 218, the notices must be sent to all property owners/customers at least 45 days prior to the Public Hearing.
Meeting: One (1) on-site City Council meeting
Schedule
Tuckfield & Associates has a strong track record of meeting client schedules. Our experience in performing rate studies enables us to meet the City’s goals in a timely and efficient manner. A suggested time-line schedule is presented below in a graphical format showing key milestone and target dates.
The schedule is approximate based on timely receipt of information and acceptance of the study by the City and public.
The study schedule begins with Notice to Proceed (NTP) shown in the graphic and is the same date of the initial meeting and data collection. The timeline can be adjusted to meet the City’s specific needs.
City of Oakdale
Water and Wastewater Rate Study - Project Schedule
Calendar Days from Notice to Proceed
NTP 8 22 36 50 64 78 92 106 120 134 148 162 176 190
Initial Phone Call & Data Collection ◄
Long Range Financial Plan
Cost of Service
Rate Structure Analysis and Rates
Draft Report
Public Workshop/Board Meeting 1
Receive Comments
Final Report
Present at Public Hearing 2
Meeting 1: City Council Presentation
Meeting 2: Public Hearing
Major Task Description
80 Proposal for Water and Wastewater Rate Study City of Oakdale Tuckfield & Associates Page: 11
Cost Proposal
Tuckfield & Associates provides studies with competitive pricing and billing rates. We propose to accomplish the tasks described in our scope of work section for a not-to-exceed cost estimate of $34,200. The cost estimate is based on the standard hourly billing rates above and the number of hours estimated to complete each task. Direct expenses will be billed at cost and will include expenses related to travel, lodging, mileage, meals, long distance telephone, printing and binding, and other direct costs. Additional meetings can be provided as requested by the City at our standard hourly billing rates including direct expenses related to the meetings as shown below. A cost proposal is provided below.
Proposal
Hours
Clayton Total
Major Task Description Tuckfield Budget
Hourly Rate $195
Task 1: Initial Phone Call & Data Collection 1 2 $390
Task 2: Long Range Financial Plans
Tas k 2.1: Review Financial Info, Policy & Practice 4 $780 Tas k 2.2: Review and Summarize Billing Info 18 $3,510
Tas k 2.3: Develop Long Range Fi nancial Plans 1 34 $6,630 Task 3: Cost of Service Analyses
Tas k 3.1: Analyze Cus tomer Us age Patterns & Classes 14 $2,730 Tas k 3.2: Allocate Costs to Cos t Components 12 $2,340 Tas k 3.3: Distribute Cos ts to Cus tomer Class 8 $1,560 Task 4: Rate Analysis and Design
Tas k 4.1: Evaluate Rate Structures & Calculate Rates 1 32 $6,240 Tas k 4.2: Determine Bill Impacts 8 $1,560
Tas k 4.3: Bill Comparis on to Other Communities 4 $780 Task 5: Staff Workshop 6 $1,170
Task 6: Draft Report 2 18 $3,510
Task 7: Final Report 1 6 $1,170
Task 8: Proposition 218 Public Hearing 1 4 $780
Total 5 2 170 $33,150
Other Direct Costs (ODCs): Travel, Mileage & Printing: $1,050 Total Study Cost: $34,200
Conferen
ce Call
On-site
Meeting
City of Oakdale
Water and Wastewater Rate Study - Detailed Cost Breakdown 81 Page: 12
Appendix A
Resume
A resume for Mr. Clayton Tuckfield is provided in Appendix A. 82 Clayton Tuckfield, PE MBA
Principal, Tuckfield & Associates Consulting
Page: 13
Mr. Tuckfield is the Principal of Tuckfield & Associates consulting. He has over 35 years of experience serving in various capacities on work performed for publicly owned water and wastewater utilities. Mr. Tuckfield has performed a variety of financial feasibility and economic analyses studies including utility cost of service and rate design studies, impact fee studies, development of pro forma statements of revenue and operating expense, cash flow analyses, preparation of engineer's reports for revenue bond official statements, valuations of facilities use plans, preparation of alternative financing plans for capital improvement programs, and development of training material for presentation to international interest groups.
Mr. Tuckfield has conducted or managed over 100 water and wastewater rate studies for various cities and special districts in California and nationwide. Clients have included the cities of Long Beach, Ventura, Buena Park, Fullerton, and Loma Linda and special districts including Nipomo CSD, Heritage Ranch CSD, Templeton CSD, Keyes CSD, Hilmar CWD, and for many other clients.
Water and Wastewater Utility Rate Studies, City of San Buenaventura, Ventura, California. Mr. Tuckfield has performed rate study updates almost on an annual basis for the City from 1990 through 2010. Mr. Tuckfield worked with City Staff to extend the study period to 10 years, develop various cash flow scenarios for alternative CIP plans, expand water customer classifications to reflect actual operations, develop analyses regarding the City’s outside rate differential, and present draft results to City Staff. He has also prepared information for City Staff’s use for conducting internal meetings on an as needed basis.
Water and Wastewater Cost of Service and Rate Study, Long Beach, California. Mr. Tuckfield was responsible for cost of service and rates for the water and wastewater utilities for the City. The project work included development of utility rates to promote water conservation and to allow easy implementation and acceptance. The work effort also included the development of computer models to enable the Department to annually review utility rates.
The project included working closely with a departmental task force to develop an alternative rate structure for eventual implementation.
Wastewater Rate Study, City of Santa Barbara, California. Working as a sub consultant to a large regional consulting firm, Mr. Tuckfield performed a wastewater rate study for the City that involved developing a revenue plan, allocating costs, and designing several rate structures that included fixed and variable components. The revenue plan review noted a low cash reserve level because the City had included other assets into its beginning fund balance. The study identified necessary rate increases that were adopted by the City Council. Justification of the current cost allocations was also performed.
Education
M.B.A. – Finance,
University of Kansas,
Lawrence, KS, 1985
B.S. – Mechanical
Engineering, Kansas State
University, 1980
Registration
Professional Engineer:
Kansas
Years of
Experience
33 Presentations
CSDA 2011 Nov/Dec
Magazine
CSDA 2011 Rate Webinar
AWWA Annual Conference
and Exposition
Toronto, Canada
ASCE, Phoenix, AZ
AFOA, Phoenix, AZ
83 Clayton Tuckfield, PE MBA
Principal, Tuckfield & Associates Consulting
Page: 14
Water Utility Rate Study, City of Fullerton, California. Working with a City organized task force, this study included a detailed analysis of the City’s Water Fund. Mr. Tuckfield developed pro forma revenue, revenue requirements, and cash flows including review of the water utility program costs for reasonableness, which resulted in a recommendation to reallocate some of the utility overheads. Costs were compared to other local cities including various operational ratios and franchise fees. The task force accepted the recommendations including cash flow, cost of service allocations and rate design. The proposed utility rates were adopted by the City Council.
Representative Water and Wastewater Rate Studies
City of Avondale, AZ City of Georgetown, TX City of Pismo Beach, CA City Arroyo Grande, CA City of Grover Beach, CA City of Santa Cruz, CA City of Battle Creek, MI City of Homestead, FL Santa Barbara, CA City of Brawley, CA City of Imperial Beach, CA City of Sioux City, IA City of Buena Park, CA City of Imperial, CA City of Sioux Falls, SD City of Charleston, SC City of Kalamazoo, MI City of Westmorland, CA City of Chesapeake, VA City of Loma Linda, CA DuPage County, IL City of El Monte, CA City of Long Beach, CA Hilmar County WD, CA City of Fayetteville, AR City of Modesto, CA Mission Springs WD, CA City of Firebaugh, CA City of Oakdale, CA Nipomo CSD, CA City of Flagstaff, AZ City of Orange Cove, AZ San Miguel CSD, CA City of Florence, AZ City of Peoria, AZ Templeton CSD, CA City of Fullerton, CA City of Phoenix, AZ Town of Cave Creek, AZ Representative Municipal Bond Feasibility Studies
City of Alexandria, LA City of Salem, OR Litchfield Park, AZ City of Kansas City, MO City of Tacoma, WA Memphis Gas, Water, TN City of Owensboro, KY Eugene Water & Elec, OR San Dieguito WD, CA City of Firebaugh, CA City of Livingston, CA City of Buena Park, CA Other Feasibility Studies
City of Brownsville, TX - Electric Utility Rate Study
City of Detroit, MI - Organizational Study
City of Phoenix, AZ - Impact Fee Review
County of Maui, HI - Pretreatment Program
Imperial Irrigation District, CA - Financial Feasibility Study 84 Clayton Tuckfield, PE MBA
Principal, Tuckfield & Associates Consulting
Page: 15
Imperial Valley Task Force, CA - Financial Alternatives Study MWD of Southern California, CA - Review of New Demand Charges Saudi Consolidated Electric Co. - Electric Generation Dispatch Model Texas A&M University, TX - Power Supply Alternatives Study United Water Conservation District - Water Supply Pricing Model Publications/Presentations
"Value of Rate Study in Project Finance", CSDA November/December 2011 Magazine, Sacramento, California
"Role of Rate Study with USDA Financing", CSDA Webinar, September 22, 2011, Sacramento, California "Committee Involvement Facilitates Rate Implementation", AWWA Annual Conference and Expo, Toronto, Canada 1996
“Arizona Utility Rates”, ASCE Arizona Fall Conference, Phoenix, Arizona 1997 “Utility Rate Seminar”, Arizona Finance Officers Association, Spring Meeting, Flagstaff, Arizona 1998 85 CITY OF OAKDALE
CITY COUNCIL STAFF REPORT
Date: March 17, 2025
To: Mayor and City Council
From: Tim Williams, Facilities Maintenance Services Supervisor Reviewed: Albert Avila, Finance Director
Subject: Approval of Color Options for the Gene Bianchi Community Center.
I. Background:
On January 21, 2025, the City Council approved the Gene Bianchi Community Center building trim (green paint inside and out) refresh project. At the meeting, the City Council approved the contract but directed Staff to return with color options for further City Council direction.
Below is a current picture of the Gene Bianchi Community Center building along with recommended trim options.
Current
AGENDA ITEM 11.2
86 Option 1
Roof: Kiln Dried DET692
Window: Espresso Macchiato DET 680
87 Option 2
Option 3
88 Option 4
II. Recommendation
Staff requests that the City Council by minute order select an option. 89 CITY OF OAKDALE
CITY COUNCIL STAFF REPORT
Date: Monday, March 17, 2025
To: Mayor Bairos and Members of the City Council
From: Patrick Mondragon, Assistant to the City Manager
Reviewed by: Jerry Ramar, Interim City Manager
Subject: Consider a Resolution Authorizing Staff to Enter into Agreement with Bob Murray & Associates for Executive Recruitment Services of the Permanent City Manager for a Cost not to Exceed $33,000 Using Funds from Fund 110 – Contract Services
I. BACKGROUND
In January 2025, City Manager Bryan Whitemyer announced that he had accepted the City Manager position with the City of Folsom, CA. His last day with the City of Oakdale was March 06, 2025. City Council directed City Manager Whitemyer to accept applications and hold interviews with qualified City of Oakdale staff interested in serving as Interim City Manager. At the March 3, 2025, City Council meeting, Police Chief Jerry Ramar was approved as the Interim City Manager. He will serve as the City Manager until a permanent City Manager is selected.
The City Council directed staff to obtain proposals from Executive Recruitment firms to recruit a candidate to fill the permanent City Manager position. The City of Oakdale staff has received the following four proposals from Executive Recruitment firms for consideration. • Bob Murray & Associates
• Koff & Associates
• Tripepi Smith
• WBCP
After evaluating all proposals based on experience, services provided, project approach, pricing, and overall fit, Bob Murray & Associates emerged as the staff’s choice for Oakdale's executive recruitment needs.
Firm Experience Services
Provided
Project
Approach
Pricing Overall
Fit
Total
Score
Bob Murray &
Associates
10 10 10 8 10 48
Koff &
Associates
9 9 9 10 7 44
Tripepi Smith 7 7 8 8 8 38
WBCP 6 8 9 5 7 35
Bob Murray & Associates demonstrated superior experience, a proven track record of placing high-caliber candidates, and a highly structured recruitment approach tailored to municipal leadership roles. Their deep understanding of the public sector, particularly in City Manager placements, makes them the most qualified firm for Oakdale's needs.
AGENDA ITEM 11.3
90 CITY OF OAKDALE
City Council Staff Report (Continued)
SUBJECT: Authorizing Staff to Enter into an Agreement with Bob Murray & Associates MEETING DATE: March 17th, 2025
Key Strengths of Bob Murray & Associates:
• Unmatched Experience: Over 35 years in executive recruitment, specializing in municipal government.
• Comprehensive Services: End-to-end recruitment, including personalized candidate outreach, background checks, and rigorous vetting.
• Proven Methodology: A highly structured and efficient five-step process ensuring the best fit for Oakdale.
• Extensive Network: A vast pool of qualified candidates, ensuring access to top-tier professionals.
While Koff & Associates offered a competitive package, their approach lacked the tailored municipal expertise and expansive candidate network that Bob Murray & Associates provides. The added value in service, candidate outreach, and overall recruitment quality makes Bob Murray & Associates the optimal choice for Oakdale.
II. FISCAL IMPACT
The total cost for Bob Murray & Associates’ services is not to exceed $33,000, covering all recruitment-related expenses, including:
• Development and distribution of recruitment materials • Extensive advertising
• Candidate screening and interviews
• Background checks and reference verification if needed • Consultant travel for in-person meetings if needed
Funding for this service is available in Fund 110 (Contract Services).
III. RECOMMENDATION
Based on a thorough review and comparative analysis, the staff recommends the City Council authorize staff to enter into an agreement with Bob Murray & Associates for executive recruitment services to fill the permanent City Manager position for a cost not to exceed $33,000 using funds from Fund 110 – Contract Services.
IIII. ATTACHMENTS
• Draft Resolution
• Bob Murray & Associates Proposal
• Koff & Associates Proposal
• Tripepi Smith Proposal
• WBCP Proposal
91 IN THE CITY COUNCIL OF THE CITY OF OAKDALE
STATE OF CALIFORNIA
CITY COUNCIL RESOLUTION 2025-
A RESOLUTION OF THE CITY OF OAKDALE CITY COUNCIL AUTHORIZING
STAFF TO ENTER INTO AGREEMENT WITH BOB MURRAY & ASSOCIATES FOR
EXECUTIVE RECRUITMENT SERVICES OF THE PERMANENT CITY MANAGER FOR A COST NOT TO EXCEED $33,000 USING FUNDS FROM FUND 110 –
CONTRACT SERVICES
THE CITY OF OAKDALE CITY COUNCIL DOES HEREBY RESOLVE THAT:
WHEREAS, with the resignation of City Manager Bryan Whitemyer effective March 6, 2025, the City of Oakdale required that an Interim City Manager be appointed to provide continuity of leadership and services to the community; and WHEREAS, the City Council gave direction to staff to search for Executive Recruitment Firms to facilitate a recruitment to find a permanent City Manager; and WHEREAS, staff received a total of four proposals and completed a comparative analysis of all proposals; and
WHEREAS, staff recommends Bob Murray & Associates conduct the City of Oakdale recruitment process for the permanent City Manager.
NOW, THEREFORE, BE IT RESOLVED THAT THE CITY COUNCIL OF THE CITY OF OAKDALE hereby authorizes staff to enter into an agreement with Bob Murray & Associates and proceed with the recruitment process for the permanent City Manager for a cost not to exceed $33,000 using funds from Fund 110 – Contract Services.
THE FOREGOING RESOLUTION IS HEREBY ADOPTED THIS 17th DAY OF MARCH 2025, by the following vote:
AYES: COUNCIL MEMBERS:
NOES: COUNCIL MEMBERS:
ABSENT: COUNCIL MEMBERS:
ABSTAINED: COUNCIL MEMBERS:
ATTEST
Patrick Mondragon, City Clerk
SIGNED:
Cherilyn Bairos, Mayor
92 A Proposal to Conduct an Executive Recruitment
for the Position of
CITY MANAGER
on behalf of the
1544 Eureka Road, Suite 180
Roseville, CA 95661
(916) 784-9080
(916) 784-1985 fax
93 February 27, 2025
Mayor Cherilyn Barios and
Members of the City Council
City of Oakdale
280 North Third Ave.
Oakdale, CA 95361
Submitted via email to: [email protected]
Dear Mayor Barios and Members of the City Council:
Bob Murray & Associates is pleased to submit a proposal to conduct the City Manager recruitment for the City of Oakdale. The following details our qualifications and describes our systematic— yet flexible—method of identifying, recruiting, and screening outstanding candidates on your behalf. It also includes a proposed budget, timeline, and guarantee.
At Bob Murray & Associates, we pride ourselves on providing quality service to local governments, non-profit agencies, and private firms by capitalizing on our decades of experience and vast network of contacts. As a minority and woman owned firm, Bob Murray & Associates’ places diversity, equity, and inclusion at the forefront of each recruitment. We recognize the importance of meeting each client’s unique recruitment needs and building a plan together to establish success. Our expertise ensures that the candidates we present to the City of Oakdale will match the criteria you have established, be a positive addition to your organization, and be outstanding in their field.
Bob Murray & Associates recognizes that we work at the pleasure of the City Council and our job is to facilitate the Council in finding the City of Oakdale’s next City Manager. Our best practice is to establish a strong partnership with the Council, to ensure the placement of a City Manager who is ideally suited to its needs. In developing this collaborative approach, we will seek the opportunity to meet with the Council individually to discuss their expectations for the City of Oakdale’s new City Manager. The feedback received from Council will be essential in providing guidance when recruiting and screening candidates for the position.
Current and recent City Manager recruitments we have completed similar in size and scope to your upcoming search include the following:
2025
Fowler, CA (City Manager) - Current
Live Oak, CA (City Manager) - Current
Vancouver, WA (Deputy City Manager)- Current
2024
Vernon, CA (City Administrator)
Folsom, CA (City Manager)
Murrieta, CA (City Manager)
Aliso Viejo, CA (City Manager)
Hayward, CA (City Manager)
Manhattan Beach, CA (City Manager)
Emeryville, CA (City Manager)
Reno, NV (City Manager)
Clovis, CA (City Manager)
Clayton, CA (City Manager)
Vancouver, WA (City Manager)
Orinda, CA (City Manager)
Pinole, CA (City Manager)
Novato, CA (City Manager)
Saratoga, CA (City Manager)
Sparks, NV (City Manager)
94 Salinas, CA (City Manager)
Pacific Grove, CA (City Manager)
2023
Auburn, CA (City Manager)
Desert Hot Springs, CA (City Manager)
Downey, CA (City Manager)
Merced, CA (City Manager)
Moraga, CA (Town Manager)
Pacific Grove, CA (Interim City Manager)
Piedmont, CA (City Administrator)
Rio Vista, CA (City Manager)
San Bruno, CA (City Manager)
San Marino, CA (City Manager)
San Rafael, CA (City Manager)
San Ramon, CA (City Manager)
Santa Clara, CA (City Manager)
South Gate, CA (City Manager)
Ventura, CA (City Manager)
Winters, CA (City Manager)
Yountville, CA (Town Manager)
We work as a team on every search at Bob Murray & Associates. Your Project Lead would be Valerie Gaeta Phillips, Gary Phillips, or Stephanie Dietz. Each Recruiter is highly experienced in guiding elected bodies through the decision-making process and would direct and supervise the project team from beginning to end.
To learn first-hand of the quality of our services and why the majority of our engagements come from repeat and referred clients, we invite you to contact the references listed on page 13 of the attached proposal.
We look forward to your favorable consideration of our qualifications. Please do not hesitate to contact us at (916) 784-9080 with any questions.
Sincerely,
Valerie Gaeta Phillips
President, Bob Murray & Associates
95 TABLE OF CONTENTS
THE RECRUITMENT PROCESS ................................................................ 2 STEP 1 DEVELOP THE CANDIDATE PROFILE ........................................................ 2 Optional Service: Community and Staff Involvement ....................................................... 2 STEP 2 DESIGN/DISTRIBUTE BROCHURE AND ADVERTISEMENTS ................... 2 Reaching Diverse Candidates ......................................................................................... 3 STEP 3 RECRUIT CANDIDATES ................................................................................ 3 STEP 4 SCREEN CANDIDATES .................................................................................. 4 STEP 5 CONDUCT PRELIMINARY INTERVIEWS ...................................................... 4 STEP 6 SEARCH PUBLIC RECORDS ........................................................................... 4 STEP 7 MAKE RECOMMENDATIONS ....................................................................... 4 STEP 8 FACILITATE FINAL INTERVIEWS................................................................. 5 STEP 9 CONDUCT BACKGROUND AND REFERENCE CHECKS ............................ 5 STEP 10 ASSIST IN NEGOTIATIONS ......................................................................... 5 COMPLETE ADMINISTRATIVE ASSISTANCE ....................................... 6 COSTS AND GUARANTEE .......................................................................... 7 PROFESSIONAL FEE AND EXPENSES ...................................................................... 7 Optional Services ........................................................................................................... 7 GUARANTEE............................................................................................................... 8 RECRUITMENT SCHEDULE ..................................................................... 8 FIRM PROFILE .............................................................................................. 9 REFERENCES .............................................................................................. 13 96 Bob Murray & Associates Proposal for the City of Oakdale Page 2
THE RECRUITMENT PROCESS
Bob Murray & Associates’ recruiters are specialists in finding positive placements and providing security and fairness to candidates and clients while ensuring the integrity of the search process.
We understand that superlative recruiting for the City Manager will lead to superlative results for the City of Oakdale. Outlined below are the steps in our proven recruitment process, refined through our 30+ years of experience in executive search.
STEP 1 DEVELOP THE CANDIDATE PROFILE
Our understanding of the City of Oakdale’s needs will be key to a successful search. Valerie Gaeta Phillips, Gary Phillips, or Stephanie Dietz will meet with the City Council and key stakeholders to learn as much as possible about the ideal candidate for the City Manager position. We want to become familiar with the values and culture of the organization, as well as to understand the current and future issues, challenges, and opportunities in the City of Oakdale.
Valerie Gaeta Phillips, Gary Phillips, or Stephanie Dietz will review and help define the City’s wish-list regarding the ideal candidate’s personality, management style, knowledge, skills, and abilities and will work with the City to identify expectations regarding education and experience.
The City Council and your Recruiter will discuss compensation, benefits, and other key information necessary to ensure that outstanding candidates are attracted to this opportunity.
The profile we develop together at this stage will drive subsequent recruitment efforts.
Optional Service: Community and Staff Involvement
We find that many of our clients value a recruitment process that opens the opportunity for community members, business leaders, organization representatives, and employees to provide input regarding the ideal candidate. Our recruiters are skilled in designing and facilitating forums, town hall meetings, and online surveys that allow equitable involvement from a variety of constituencies and in consolidating feedback into a cohesive narrative of common themes.
If the City of Oakdale so desires, we will work with the City Council to create a customized community and/or staff input process.
STEP 2 DESIGN/DISTRIBUTE BROCHURE AND ADVERTISEMENTS
Your Recruiter and your dedicated Recruitment Coordinator will use the candidate profile developed with the City of Oakdale to create a professional recruitment brochure, with the assistance of our professional graphic designer. The four-page, full-color brochure will describe the community, organization, position, ideal candidate, and compensation and will include pictures provided by the City of Oakdale that you feel best represent your organization and your community.
Upon your approval, your Recruiter will send the brochure by postal mail and email to a targeted audience, personally inviting potential candidates to apply for the City Manager position. We will also place the recruitment brochure on our website, which attracts over 11,000 unique hits weekly 97 Bob Murray & Associates Proposal for the City of Oakdale Page 3 and is a trusted resource for candidates seeking executive and professional positions. Two sample brochures are included in this proposal package for your reference.
Your Recruiter will also design an effective advertising campaign appropriate for the City Manager recruitment. Our broadest outreach comes through our active social media involvement on Facebook, LinkedIn, and X (formerly Twitter), where upcoming and current positions are posted.
Sources such as Western City Magazine, PublicCEO, and the Careers in Government website will be used to reach an extensive local government audience, while position-specific postings will be chosen to attract candidates who have built their careers in and are committed to the City Manager field.
Suggested City Manager-specific advertising sources for the City of Oakdale’s search include:
ICMA Newsletter
League of California Cities
National League of Cities
California City Management Foundation
California City News
Bob Murray & Associates does not typically place ads with job aggregators or general job posting sites such as CareerBuilder, Monster, or Indeed, as we have found that the broad reach of these sites does not necessarily lead to quality candidates for executive and professional positions.
Reaching Diverse Candidates
Bob Murray & Associates, a woman- and minority-owned business, is proud of its commitment to attracting and placing diverse candidates. Not only do we place advertisements with websites designed to attract minority and female candidates, but our President, Valerie Phillips, is a member herself of many diversity-focused organizations including the Local Government Hispanic Network, the League of Women in Government, the Professional Women’s Network, Mexican Professionals, and Women Leading Government. She networks frequently with fellow members to gain insight into which potential candidates are leaders in their field.
Your Recruiter will seek to reach candidates in communities and organizations with demographic profiles and populations served like that of the City of Oakdale, to maximize the potential for individuals from a wide variety of backgrounds, cultures, and life experiences to be considered for the City Manager position.
STEP 3 RECRUIT CANDIDATES
The strongest candidates are often those who are successful and content in their current positions and need to be sold on a new opportunity. Our extensive network of contacts, developed through over 1,400 successful placements, is a primary source for identifying and obtaining referrals for these candidates. Our in-house database of 40,000 current and former executive and professional candidates is a valuable resource that can only be built over time—time that we have invested into perfecting our process for finding the right candidates for our clients. Our aggressive outreach efforts are focused on phone calls to personally invite potential applicants, answer questions, and allay any reservations, and these efforts are essential to the success of the City Manager recruitment.
98 Bob Murray & Associates Proposal for the City of Oakdale Page 4 STEP 4 SCREEN CANDIDATES
Following the closing date for the recruitment, Valerie Gaeta Phillips, Gary Phillips, or Stephanie Dietz will screen all resumes we have received, using the criteria established in the candidate profile as a basis upon which to narrow the field of candidates. Internal candidates receive sensitive consideration, and your Recruiter will discuss with the City Council how the City of Oakdale wishes to proceed with these candidates.
STEP 5 CONDUCT PRELIMINARY INTERVIEWS
Valerie Gaeta Phillips, Gary Phillips, or Stephanie Dietz will personally interview the top 10 to 15 candidates from the resume screening, with the goal of determining which candidates have the greatest potential to succeed in your organization. To reduce travel-related expenses to our clients and increase efficiency in the search process, these interviews are typically conducted via Zoom, Teams, or other convenient videoconferencing applications.
STEP 6 SEARCH PUBLIC RECORDS
Under the direction of your Recruiter, your dedicated Recruitment Coordinator will conduct a review of published print and online articles for each recommended candidate. Sources include Lexis-Nexis™, Google, social media, and our contacts in the field. This will alert your Recruiter to any further detailed inquiries we may need to make before our recommendations are finalized.
STEP 7 MAKE RECOMMENDATIONS
Based on our findings during the preliminary interview process, your Recruiter will recommend a limited number of candidates for your further consideration. Your Recruiter will make specific recommendations and will help facilitate discussions regarding the candidate pool, but the final determination of those to be considered will be up to you.
We typically recommend 6-8 candidates that we feel will best match your expectations, and we prepare a detailed written report on each candidate. This bound report provided to each member of the decision-making body includes:
Candidate list with Recommended Finalists identified in Group 1 and Group 2 (primary and secondary recommendations), as well as Internal candidates Summary of experience and education for each Recommended Finalist candidate Complete cover letter and resume for each Recommended Finalist candidate List of Other Applicants (those who did not meet minimum qualifications or were otherwise unsuitable, based on our screening process)
Bob Murray & Associates maintains all search records for a period of seven (7) years following each recruitment, and we are happy to forward cover letters and resumes for each applicant by postal mail or email as soon as the recruitment closes to new applications. 99 Bob Murray & Associates Proposal for the City of Oakdale Page 5 STEP 8 FACILITATE FINAL INTERVIEWS
Our years of experience will be invaluable as we help you develop an interview process that objectively assesses the qualifications of each candidate. We will work with the City of Oakdale to craft and implement an interview approach that fits your needs. This may include individual and panel interviews by the City Council and key stakeholders, community/employee interview panels, writing and presentation samples, meet-and-greets, or another specialized process element your Recruiter helps the City of Oakdale to design.
Valerie Gaeta Phillips, Gary Phillips, or Stephanie Dietz will be present on-site during the interviews to facilitate as necessary during the process and to guide discussion to consensus regarding final candidates. Bound interview books will be provided to each interview panel member containing:
Recruitment brochure with candidate profile
Interview schedule
Suggested interview questions
Experience summary, cover letter, resume, and rating form for each candidate
Ranking forms for use during the panel interview process We will work closely with your staff to coordinate and schedule interviews. Our goal is to ensure that each candidate has a very positive experience, as the way the entire process is conducted will influence the final candidates’ perception of your organization.
STEP 9 CONDUCT BACKGROUND AND REFERENCE CHECKS
Your Recruiter and your Recruitment Coordinator will conduct detailed reference checks for up to three (3) final candidates. To gain an accurate and honest appraisal of the candidates’ strengths and weaknesses, we will talk candidly with people who have direct knowledge of their work and management style. In addition to gaining a 360-degree view of candidates from the perspective of their supervisors, subordinates and peers for the past several years, we will make a point of speaking confidentially to individuals who may have further insight into a candidate’s abilities but who may not be on their preferred list of contacts.
Your Recruitment Coordinator will work with candidates and our professional backgrounding firm, HireRight, to conduct credit, civil litigation, and motor vehicle record checks and verify candidates’ degrees.
STEP 10 ASSIST IN NEGOTIATIONS
We recognize the critical importance of successful negotiations and can serve as your representative during this process. Your Recruiter knows what other organizations have done to put deals together with great candidates and what the current market is like for City Manager positions in organizations like the City of Oakdale’s. Your Recruiter will be available to advise you regarding current approaches to difficult issues, such as housing and relocation. We will represent your interests and advise the chosen candidate and you regarding salary, benefits, and employment agreements, with the goal of putting together a deal that results in the appointment of your chosen 100
Bob Murray & Associates Proposal for the City of Oakdale Page 6 candidate. With our proven experience and vested interest in a positive outcome, we can turn a very difficult aspect of the recruitment into one that is straightforward and agreeable for all parties involved.
COMPLETE ADMINISTRATIVE ASSISTANCE
We receive many unsolicited testimonials each year from clients and candidates alike noting our prompt, considerate, accurate, and professional service during the search process. Throughout the recruitment, in time intervals that suit the City of Oakdale, we will provide you with updates on the status of the search and attend to all administrative details on your behalf.
Candidates receive immediate acknowledgement of their applications, as well as personal phone calls and/or emails (as appropriate) advising them of their status at each critical point in the recruitment. Candidates who receive preliminary or final interviews and are not chosen to move forward in the interview process will receive personal calls from your Recruiter on behalf of the City of Oakdale.
It is our internal company standard that all inquiries from clients and candidates receive a response within the same business day whenever possible, and certainly within 24 hours if the inquiry is received during the work week. Your Recruiter will be available to the City of Oakdale by office phone, cell phone, and email at any time to ensure a smooth and stress-free recruitment process. 101
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COSTS AND GUARANTEE
PROFESSIONAL FEE AND EXPENSES
The fixed, flat professional services fee for conducting the City Manager recruitment on behalf of the City of Oakdale is $25,000. Services provided for in this fee consist of all steps outlined in this proposal, including two (2) meetings on site. The professional fee does not limit the amount of time invested by Bob Murray & Associates in promoting a successful outcome for this project.
In fact, our mission for this project is to ensure we assist in identifying the right candidate for the City of Oakdale. Therefore, your Recruiter will contact the City at the first anniversary of the placement to confirm an effective transition has occurred.
The City of Oakdale will also be responsible for reimbursing expenses Bob Murray & Associates incurs on your behalf. We estimate expenses for this project not to exceed $8,000. Reimbursable expenses include (but are not limited to) such items as the cost of recruiter travel; clerical support; brochure development; placement of ads; credit and civil background checks; education verification; and public records searches. Postage, printing, photocopying, and telephone charges are allocated costs and included in the expense estimate. In no instance will expenses exceed this estimate without prior approval from the City of Oakdale.
Expense reimbursement for candidate travel related to on-site interviews will be the responsibility of the City of Oakdale.
Optional Services
Community/Staff Input Forum: $1,500/day, plus travel expenses Online survey: $1,000 (Surveys include formatting questions and preparing survey link.
Services do not include summaries or analysis of data.) Additional on-site meeting days: $1,500/day, plus travel expenses Additional background checks: $250/candidate
Additional reference checks: $500/candidate
Additional hires: $9,000/candidate
Other services: $250/hour or $1,500/day
Professional Fees and Reimbursable Expenses
Professional Services (Fixed Flat Fee) $25,000
Reimbursable Expenses
Example costs and approximate amounts include:
Brochure Design and Printing ($1,375)
Advertising ($2,600)
Background Checks – 3 candidates ($750)
Consultant Travel ($2,200)
Other expenses – supplies, shipping, clerical ($1,075)
$8,000
Not-to-Exceed Total $33,000
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GUARANTEE
Should a candidate recommended by our firm resign or be terminated within the first 12 months of employment, we will provide the City of Oakdale with professional services to secure a replacement. Services will be provided at no cost, aside from expenses incurred on the City of Oakdale’s behalf during the new search. We are confident in our ability to recruit outstanding candidates and do not expect the City to find it necessary to exercise this provision of our proposal.
RECRUITMENT SCHEDULE
We are prepared to start work on this assignment upon receipt of a signed professional services agreement or other written, authorized notification. A full search can be completed in 13-16 weeks from the date of initial meetings with our client.
The final recruitment schedule will be determined in collaboration with City of Oakdale. A typical timeline of tasks and events is included here for reference. 103
Bob Murray & Associates Proposal for the City of Oakdale Page 9
FIRM PROFILE
OUR STAFF
Bob Murray & Associates is a small firm focusing exclusively on executive search services. We have a team of fifteen (15):
Bob Murray, Founder
Valerie Gaeta Phillips, President
Gary Phillips, Executive Vice President
Joel Bryden, Vice President
Yasmin Beers, Senior Executive Recruiter
Adele Fresé, Senior Executive Recruiter
Stacy Stevenson, Senior Executive Recruiter
Jon Lewis, Executive Recruiter
Stephanie Dietz, Executive Recruiter
Melanie Richardson, Executive Recruiter
Jeff Mori, Executive Recruiter
Alexandria Kopack, Recruitment and Operations Manager
Kathy Lolas, Senior Recruitment Coordinator
Grace Marshall, Senior Recruitment Coordinator
Steph Souza, Recruitment Coordinator
Please see your lead recruiter’s biography below:
VALERIE GAETA PHILLIPS, PRESIDENT, OWNER AND EXECUTIVE RECRUITER Ms. Gaeta Phillips has over 20 years of recruiting experience, including more than a decade of recent experience in executive search for public, private, and startup companies nationwide. Since joining Bob Murray & Associates, Valerie has completed hundreds of executive recruitments in a diverse range of fields, including city and general management, planning, finance, human resources, transportation, communication and public relations, community and economic development, information technology, parks and recreation, high-tech and operations. Ms. Gaeta Phillips has recruited executives for municipal, non-profit, and private organizations, from Directors and Chiefs to Executive Directors and Chief Executive Officers.
Ms. Gaeta Phillips is a Latina business owner who is valued for her passion for identifying and placing outstanding candidates for even the most difficult or nontraditional roles, and for her commitment to her clients’ success. She is also active in a variety of industry organizations and diversity-focused associations. Ms Gaeta Phillips is often called upon to serve as an expert speaker on topics including managing one’s online reputation, diversity issues in municipal and non-profit leadership, and how to identify the best candidate for organizational culture.
Ms. Gaeta Phillips, along with Executive Vice President Gary Phillips, has a passion for helping people, evidenced by fundraising, sponsorship, and involvement in raising awareness for organizations such as Autism Speaks, the UC Davis M.I.N.D. Institute, and the Northern 104
Bob Murray & Associates Proposal for the City of Oakdale Page 10 California Special Olympics. Ms. Gaeta Phillips is based in the Sacramento region and serves clients throughout California and in neighboring states.
GARY PHILLIPS, EXECUTIVE VICE PRESIDENT AND RECRUITER
Since joining Bob Murray & Associates, Mr. Phillips has completed over 250 searches for executives and professionals in a wide variety of fields including animal services, city and general management, planning, legal counsel, cyber security, and human resources. Gary’s clients have ranged from municipal government to non-profit and private sector organizations, and he has sourced outstanding candidates for positions from the level of division managers up to City Managers, Executive Directors, and General Managers.
Gary started his career with a New York-based Fortune 100 company and quickly became a Senior Manager, building and running a large customer service organization that eventually expanded to 13 countries in Europe. He proceeded to hold senior leadership positions in several Fortune 500 companies, with noted successes such as building an organization from two to 250 employees worldwide and growing a company from 800 to 1200 employees.
As part of an executive acquisition and recruiting team, Gary helped build a start-up enterprise software company in San Francisco, recruiting top-notch talent and building a world-class organization. He has maintained customer relationships in the public sector and the private sector, including medical and financial institutions. He prides himself on finding key talent and offering the best customer service to his clients. Mr. Phillips is based in the Sacramento region, and serves clients throughout California and in neighboring states.
STEPHANIE DIETZ, EXECUTIVE RECRUITER
Stephanie Dietz brings over 20 years of municipal and public agency experience to Bob Murray and Associates. Stephanie retired as the City Manager for the City of Merced, a City with a population of nearly 100,000 and the newest University of California campus. She served as the Chief Executive Officer overseeing more than 500 employees who provided services within the areas of Police, Fire, Development and Inspection Services, Engineering, Public Works, Parks & Recreation, Arts & Culture, Housing, and the Office of Neighborhood Safety.
For 20 years, Stephanie garnered experience across city and county governments, along with the University of California, specializing in public finance and budgeting, human resources, labor relations, strategic planning, public safety, water management, redistricting, and leading cityinitiated sales tax and charter ballot initiatives. Her professional career saw great success, with projects that included the construction of a new municipal airport terminal, the award of several state and federal grants to construct 850 affordable housing units, and the annexation of UC Merced. Throughout her professional career, she has been responsible for recruiting and retaining executive-level leaders who reflect the culture of their communities while fostering a spirit of innovation.
Stephanie serves on the Merced Irrigation District Board, on the Merced College Foundation Board, and as an Advisory Board Member for the Central California Small Business Development Center. In 2023, Stephanie was recognized by the California State Assembly as Woman of the 105
Bob Murray & Associates Proposal for the City of Oakdale Page 11 Year for her innovative solutions in affordable housing and transportation and her pioneering spirit as the first female City Manager for the City of Merced. Stephanie also volunteers on the boards of several local non-profits that support youth sports and local FFA chapters, ensuring students have the community support needed to be successful.
Stephanie holds a Bachelor of Arts in Liberal Arts with a Minor in Mathematics from California State University, Fresno, and a Master of Arts in English from National University. 106
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CORPORATION
Bob Murray & Associates was founded in May 2000 and operated under the corporation name MBN Services, Inc. until June 2014; our new corporation name is GVP Ventures, Inc., incorporated in California in 2014. Contact information for the corporation and the firm is as follows:
GVP Ventures, Inc. OR Bob Murray & Associates
1544 Eureka Road, Ste. 180
Roseville, CA 95661
(916) 784-9080
[email protected]
Our corporation and firm are financially sound (and have been so since 2000), with documentation from our accountant available to your organization prior to final execution of a professional service agreement. We have never been involved in any litigation, aside from our personnel serving as expert witnesses when called to do so.
PROFESSIONAL ASSOCIATIONS
Our firm, represented by either our President or our Executive Vice President, are involved in the following organizations to remain engaged with current and future issues relevant to the work we conduct on behalf of clients like City of Oakdale:
California Special Districts Association
California City Management Foundation (CCMF)
Engaging Local Government Leaders (ELGL)
International City/County Management Association (ICMA) International Network of Asian Public Administrators (I-NAPA) League of California Cities
League of Women in Government
Municipal Management Association of Northern California (MMANC) Municipal Management Association of Southern California (MMASC) National Forum for Black Public Administrators (NFBPA)
Members of our leadership team not only attend events sponsored by these associations but are also frequently called upon to serve as panel members and to provide specialized lectures regarding industry-specific issues.
Recent and upcoming speaking engagements and trainings provided by our staff include:
“Role of the Chief” class, annually presented by Jon Lewis on behalf of the California Police Chiefs Association;
MMANC and MMASC annual mock interviews;
Annual League of California Cities Booth; and
Annual League of California Cities City Manager’s Conference (City Manager hosted event).
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REFERENCES
Clients and candidates are the best testament to our ability to conduct quality searches. Clients for whom Bob Murray & Associates has recently conducted similar searches are listed below:
CLIENT: City of Folsom, CA
POSITION: City Manager
REFERENCE: Mayor Mike Kozlowski
(916) 458-2512
CLIENT: City of Reno, NV
POSITION: City Manager
REFERENCE: Ms. Norma Santoyo, Assistant City Manager
(775) 300-0677
CLIENT: Oakdale Irrigation District, CA
POSITION: General Manager
REFERENCE: Ms. Mr. Tom Orvis, Board President
(209) 541-4689
CLIENT: City of Saratoga, CA
POSITION: City Manager
REFERENCE: Ms. Monica LaBossiere, Human Resources Manager (408) 868-1252
We appreciate the City of Oakdale’s consideration of our proposal and look forward to working with you.
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Submittal date: February 27, 2025
Submitted by:
Koff & Associates
2835 Seventh Street
Berkeley, CA 94710
Frank Rojas
Recruitment Manager
[email protected]
510.495.0448
KoffAssociates.com
EXECUTIVE RECRUITMENT SERVICES
CITY MANAGER
CITY OF OAKDALE
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RECRUITMENT SERVICES FOR CITY OF OAKDALE
February 27, 2025
Kristan Gochenauer, Executive Assistant to the City Manager City of Oakdale
280 N. Third Ave
Oakdale CA 95361
Dear Ms. Gochenauer,
Thank you for the opportunity to submit our proposal to assist the City of Oakdale with Executive Recruitment services. We are excited about the possibility of developing this partnership and supporting the City with the search for its next City Manager. Koff & Associates (K&A), a Gallagher company, is uniquely qualified based on over 38 years of assisting public agencies with finding and placing candidates dedicated to public service.
Our unique selling proposition lies in K&A’s experience supporting public sector clients in California and throughout the USA. Through our investment in modern recruitment technology, we offer forward-thinking services that not only provide advanced extensive sourcing and outreach but allow us to tell the story of each project through easy-to-understand data.
Conducting countless executive search efforts has made K&A an expert in identifying, targeting, recruiting, and successfully placing women and minority candidates in many of our recruitments. Diversity recruiting is an area of focus, and our firm has a vast pool of resources at our fingertips to provide outreach on an industry-wide basis to the public and private sector for qualified candidates nationwide. We pride ourselves on transparency, flexibility, and quality work.
As K&A’s Recruitment Manager, I am available to answer questions about this proposal, as well as our team and recruitment services. You can reach me at (510) 495-0448 or [email protected].
Sincerely,
Frank Rojas
Recruitment Manager
110
2835 Seventh Street, Berkeley, California 94710 | 510.658.5633 | KoffAssociates.com Table of Contents
Business Information 1
Experience and Qualifications 1
Recent Successful Recruitments 2
Project Team 6
Project Approach / Methodology 7
References 11
Pricing Proposal 12
Professional Services Agreement Acknowledgement 13
Signature Page 14
Attachment: Sample Brochure
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RECRUITMENT SERVICES FOR CITY OF OAKDALE
1 BUSINESS INFORMATION
Koff & Associates (“K&A”) is a full spectrum, public-sector human resources and recruiting services firm founded by Gail Koff in 1984 and has been assisting cities, counties, special districts, other public agencies, and non-profit organizations.
As of April 30, 2021, we merged with Arthur J. Gallagher and are now officially a Gallagher Division. Our headquarters are in Berkeley, CA, and we have satellite offices in Southern California, the Central Valley, the Sacramento Region, and the Western US Region. GALLAGHER BENEFIT SERVICES, INC. is our legal name. It is a Delaware company, and the FEIN is 36-4291971.
EXPERIENCE AND QUALIFICATIONS
With nearly 40 years of HR experience, Koff & Associates knows public sector employment inside and out. We are familiar with public sector organizational structures, agency missions, operational and budgetary requirements, and staffing expectations. Our team is ready to support you at any level you wish – providing sourcing expertise, full-cycle recruitment at the start of your search through the start date of your newest employee, and everything in between.
Our long list of clients indicates our firm’s reputation as a quality organization that produces comprehensive, sound, and cost-effective results. K&A is “hands on” and responsive with the ability and expertise to identify the ideal candidate(s) for the City of Oakdale.
K&A uses its vast network to leverage recommendations and referrals of past clients in combination with modern sourcing techniques and technology to build the best candidate pools in the market. We are a team of true recruiters with over 60 years of combined experience. Our work speaks for itself, and our primary goal is to provide professional and technical consulting assistance with integrity, honesty, and a commitment to excellence.
K&A provides personal attention to and creates long-term relationships with our clients. Because we care about and understand your organization’s people, culture, leadership, and unique needs, we identify highly qualified candidates to support your goals.
We build enduring
relationships
With our focus on inclusion, networking, and advertising with minority-based associations, we source top talent and our placements reflect the Agencies we serve.
We value strength in
diversity
K&A identifies candidates which traditional recruiting strategies may miss.
We leverage innovative sourcing methodologies and technologies for a robust and advanced sourcing strategy that will attract hard to find passive job seekers.
We leverage innovative
search technology
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RECRUITMENT SERVICES FOR CITY OF OAKDALE
2 RECENT SUCCESSFUL RECRUITMENTS
Following is a partial list of recent executive recruitments conducted by the K&A recruitment team:
Agency Title
City of Tulare Assistant City Manager, Chief Financial Officer City of Chula Vista Deputy Director of Development Services, Deputy City Manager City of East Palo Alto Assistant City Manager, Chief of Police, City Manager City of Oceanside Director of Human Resources & Risk Management, City Manager, Risk Manager City of Palm Springs Airport Deputy Director, Planning & Engineering; Senior Civil Engineer; Fire Chief; City Manager
City of Rialto
City Engineer, Director of Finance, Assistant City Manager, Assistant Director of Finance, Director of Community Development, Director of Engineering Services/City Engineer
City of San Bernardino City Manager, Deputy Director of Human Resources (Risk), Director of Human Resources, Chief of Police, Director of Public Works
City of Sanger City Manager
City of Santa Fe Springs City Manager
City of Signal Hill City Manager
City of Soledad City Manager
City of Calexico City Manager, Chief of Police
City of San Marino City Manager
City of Vista Director of Engineering, Director of Community Development, Assistant City Manager, Fire Chief
Bakersfield-Kern Regional
Homeless Collaborative Executive Director
California Utilities
Emergency Association Executive Director
California Assoc. - Local
Agency Formation
Commissions
Executive Director
East Valley Water District General Manager/Chief Executive Officer Greater LA County Vector
Control District General Manager
South Tahoe Public Utility
District General Manager
Stinson Beach County
Water District General Manager
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RECRUITMENT SERVICES FOR CITY OF OAKDALE
3 Valley Sanitary District General Manager
West Valley Water District Chief Financial Officer, Director of Engineering, Assistant General Manager, General Manager
City of Avalon Public Works Director
City of Commerce Public Works Director
City of El Monte Director of Human Resources, Chief of Police City of Gilroy City Engineer/Transportation Engineer, Public Works Director, Utilities Director, Fire Division Chief, Finance Manager, Fleet Superintendent
City of Glendale Water Engineering Manager
City of La Mesa Assistant Community Development Director, Risk Manager, Director of Human Resources
City of Lawndale Director of Public Works / City Engineer, Director of Finance / City Treasurer City of Lomita Public Works Director, Water Systems Superintendent City of Long Beach Data Center Officer, City Treasurer
City of Los Altos Housing Manager
City of Los Banos Finance Director, Assistant Public Works Director, Assistant Fire Chief City of Manhattan Beach Fire Chief
City of Menlo Park Assistant Administrative Services Director (Finance), Human Resources Manager City of Millbrae Director of Community Development, Public Works Director City of Modesto Engineering Division Manager – Utilities, Wastewater Division Manager City of Ontario Accounting Administrator, Budget Administrator, Accounting Supervisor, Investments & Treasury Officer, Assistant Community Development Director City of Oxnard
Library Manager, Associate Traffic Engineer, Chief Financial Officer, Environmental Resources Division Manager, Safety Training Officer, Planning & Environmental Manager, Budget Manager, Senior Planner, City Traffic Engineer, Assistant Director of Housing, Assistant Public Works Director (Water Utilities), Controller, Public Works Director
City of Palmdale Director of Community & Economic Development, Finance Manager, Deputy Director of Human Resources
City of Palo Alto Assistant Director of IT, IT Project Manager (Senior Technologist), Water Treatment Plant Manager, Water Quality Control Plant Assistant Manager City of Pasadena Director of Parks, Recreation and Community Services; Director of Library & Information Services; Chief of Police; Controller
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RECRUITMENT SERVICES FOR CITY OF OAKDALE
4 City of Patterson Fire Chief, Director of Recreation & Community Services, Director of Finance City of Pittsburg Water Utilities Manager, Assistant City Engineer City of Pomona Development Services Director
City of Rancho Palos Verdes
Human Resources & Risk Manager, Principal Engineer, Associate Engineer – Utilities (Capital Projects), Associate Engineer – Utilities (Operations), Senior Engineer – Transportation/Traffic (Operations), Senior Engineer – Civil/Roadway (Capital Projects) City of Redlands Director of Human Resources
City of Richmond
Senior Civil Engineer, Director of Finance, Information Technology Manager, Deputy Director of Community Resources, Employment and Training; Budget Administrator and Accounting Manager
City of Riverside Utilities General Manager, Deputy Finance Director, Debt & Treasury Manager, Budget Manager
City of Salinas Planning Manager, Assistant Finance Director, Senior Civil Engineer, Chief of Police, Finance Director
City of San Jose Assistant Chief Information Officer, Chief Information Officer City of San Leandro Assistant Finance Director
City of Santa Monica City Engineer, Director of Transportation City of Scottsdale, AZ Economic Development Director
City of Seaside Senior Civil Engineer, Assistant Public Works Director, Assistant Civil Engineer, Associate Planner, Assistant Planner
City of Stockton Chief Financial Officer
City of Visalia Administrative Services Director
City of West Hollywood Economic Development Director
City of Woodland Deputy Director of Public Works – Utilities Coachella Valley Water
Dist. Associate Engineer- Stormwater and Sanitation, Director of Environmental Services Contra Costa Water District Assistant General Manager (Water Resources, Operations, & Maintenance), Assistant General Manager (Engineering & Construction), Director of Finance County of Riverside Director of Animal Services, Director of Human Resources, Department Public Information Officer I, DEI (Diversity, Equity, and Inclusion) Officer, County Counsel County of San Bernardino County Labor Relations Chief, Chief of Homeless Services East Bay Regional Park Dist. Chief of Interpretive & Recreation Services, Chief of Design & Construction, Chief Information Officer
Fresno Irrigation District Senior Civil Engineer
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RECRUITMENT SERVICES FOR CITY OF OAKDALE
5 Golden Gate Bridge
Highway & Trans. District Senior Electrical Engineer/Construction & Facilities Irvine Ranch Water District Collections Manager, Accounting Supervisor, Senior Human Resources Analyst, Human Resources Analyst
Marin/Sonoma Mosquito &
Vector Control District District Manager
Metropolitan Water District
of Southern CA
Controller, Conveyance and Distribution Group Manager, Integrated Support Services Group Manager, Treatment and Water Quality Group Manager Mid-Peninsula Water Dist. Administrative Services Manager Mtn. House Community
Services District Utilities Manager
Mtn. View Sanitary Dist. Chief Plant Operator/Wastewater Operations Manager North County Transit Dist. Chief People Officer, Chief Executive Officer Ontario Municipal Utilities
Company Utilities Customer Service Director
Orange Co. Mosquito &
Vector Control District Director of Human Resources
Port of Long Beach Director of Security
San Bernardino County
Transportation Authority Chief Financial Officer
San Bernardino Superior
Court Human Resources Business Partner
Santa Clarita Valley Water
Agency Controller
Solano Transportation
Agency
Finance and Budget Manager, Director of Projects, Senior Accountant, Program Coordinator
South San Joaquin
Irrigation District Telemetry System Supervisor, Finance and Administration Manager State Bar of CA Operational and Digital Transformation Lead, Chief Information Officer Transportation Corridor
Agencies Chief Capital Program Officer
Westlands Water District General Counsel
Yolo Transportation District Director of Finance & Administration 116
RECRUITMENT SERVICES FOR CITY OF OAKDALE
6 PROJECT TEAM
Frank Rojas
Recruitment Manager
Frank brings more than thirty (35) years of recruiting experience from the highly competitive direct placement and contracts labor industries and the corporate environment. He has significant experience placing corporate leaders, executive, professional, and technical staff, including individual contributors for the government sector, non-profits, aerospace, architectural and engineering, information technology, petroleum and chemical, energy, power, civil/structural, transportation, and private industry.
Frank began his career in Contract Labor. Over the next 30+ years, he launched seven start-up offices in several states and locations, providing direct placement and contract support to hundreds of clients in virtually all industries and levels of talent. He continued his career in the non-profit environment, managing and building talent acquisition support during significant growth periods. Having been a speaker at several networking and career coaching venues, Frank believes in utilizing traditional recruiting methodology with social media.
In addition to recently completing recruitments for the City of Vista, County of Riverside, City of Riverside, City of Pasadena, and West Valley Water District, recent successful efforts include positions of Economic Development Director, City Manager, Finance Director, County Executive Officer, Director of Human Resources & Development, City Treasurer, DEI Officer, Chief of Police, and Director-level hires for Information Technology, Social Services, Public Works, Community Development, Community Services, Animal Services, and Division/Site General Managers.
Frank has been named in the top 1% viewed profiles on LinkedIn and has established a strong client and customer base through trust, effective recruiting, relationship building, and teamwork.
Chelsea Freeman
Recruiting Supervisor
Chelsea’s professional experience includes almost 20 years in Human Resources which includes both the public and private sectors. She began her HR journey in private-sector manufacturing and then later transitioned to the public sector. Her previous role was as the Classification, Compensation, and HR Operations Manager at California State University, Monterey Bay, where she was responsible for developing and implementing a compensation philosophy for staff and faculty, as well as implementing process improvement efforts within the HR operations. She provided ongoing consultation to executives relating to organizational effectiveness, recruiting, and best practices in hiring which included Diversity and Inclusion training and properly classifying and compensating employees.
Since joining K&A, a Gallagher company, Chelsea has partnered her classification and compensation experience, marketing skills, and recruitment experience to bring a full-service experience to all clients. She currently manages full-cycle recruitments for California public sector agencies including cities, counties, and special districts. She provides supervisory oversight for technical, professional, and management recruitments.
Chelsea earned her B.A. degree in Communications from Sonoma State University.
Ember Plummer
Recruitment Coordinator/Project Support
Ember supports the Koff & Associates team as a Recruiting Coordinator/Project Support. Since joining K&A, they have helped to develop efficient processes to streamline recruiting services. They support the recruiting team in a broad range of administrative needs and in preparing reports and documentation for clients. Ember earned their B.A. in English Language & Literature and World Literature from Smith College in Northampton, MA. 117
RECRUITMENT SERVICES FOR CITY OF OAKDALE
7 PROJECT APPROACH/METHODOLOGY
Our philosophy ensures thorough, thoughtful, and strategic sourcing, evaluation, selection, and vetting of candidates. We reach out directly to potential candidates, referral sources, professional associations, and user groups, etc. by using business media, outreach emails, general advertising, and most importantly picking up the phone and actively calling passive applicants. This strategy also includes focused advertising on websites and in publications specific to women and minority candidates.
K&A will provide weekly progress reports to the City and participate in conference calls and onsite meetings as requested.
We are responsible for ensuring compliance, adhering to, and maintaining all legally mandated documentation throughout the process.
Step 1: Ideal
Candidate Profile
Step 2: Five
Week Window of
Application and
Sourcing
Step 3:
Recommendation
of Candidates
Step 4: Interview
Facilitation
Step 5:
Background,
References, and
Offer
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8 Step 1: Ideal Candidate Profile
Developing the profile for the ideal job candidate for the position is crucial for a successful search process.
We will coordinate with the City in identifying and developing:
The various organizational needs, vision, mission, goals, strengths, challenges, opportunities, and culture of the organization;
Position competency requirements, i.e., knowledge, skills, and abilities; Personal and professional attributes required of and priorities for the new incumbent; Type of working relationship senior leadership desire with the new incumbent; Advertising strategies in conjunction with a national and/or regional outreach campaign; Compensation levels; and
Schedule of deliverables from K&A.
After meeting(s) with the City, there will be a consensus of the key qualifications and characteristics of the position and the process, action plan, and timetable to be utilized for the recruitment process.
Brochure Design & Posting
Following the development of the candidate profile, an eye-catching recruitment brochure will be professionally produced in coordination with the City’s feedback. The brochure will highlight the strengths of the City of Oakdale and the surrounding community. The brochure will feature the organizational structure and services of the City, its mission and goals, pertinent facts regarding the position, and necessary and desirable candidate qualifications.
Step 2: Five Week Window of Application & Sourcing
K&A can, at the request of the City, facilitate community surveys or community outreach forums to encourage feedback from residents. A report of resident comments will be provided to the City prior to first-round interviews.
Our effort will include a variety of activities designed to build the best available candidate pool. Our techniques and methodologies allow us to source from extensive pools of potential candidates and referral sources.
In coordination with the City, K&A will:
Identify prospects;
Provide each potential candidate with access to the recruitment brochure; Capture interested candidates in our recruitment project database; and Provide representative data to the City, including candidate documents, interview notes, and an outline of the recruitment process.
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9 Step 3: Recommendation of Candidates
K&A will provide the City with a report of the leading candidates to further narrow the pool to the most highly qualified and establish the best organizational fit of each potential finalist. This screening process is specifically designed to assess the personal and professional attributes the City has identified and will focus on each candidate’s ability, technical competency, and fit with the City’s values, culture, and needs. Our assessment will consist of:
Experience and qualifications;
Cultural fit based on our understanding of essential intangibles; Clarity of any issues identified in the submitted documents; Reasons for position interest,
The level of commitment to the position and the organization; and Other issues, including salary requirements.
Step 4: Interview Facilitation
We will advise and develop interviewing strategies and a menu of questions that will help analyze candidates’ qualifications and management/work styles. We will facilitate all necessary communications with the City and candidates to ensure everyone is well prepared.
Interview questions will elicit information about each candidate’s technical skill set, experience, leadership skills, adaptability, political astuteness, self-awareness, and other important aspects of the ideal candidate profile.
Questions, evaluation tools, and additional materials will be assembled in intuitive and user-friendly interview packets. We will use evaluation criteria agreed to by the City.
The Project Manager will coordinate interviews, interview schedules, and finalize the process. We will provide oversight during the panel interview process and facilitate a focused discussion with the City at the beginning and conclusion of the interviews to identify the most qualified candidate(s) for final interviews.
Step 5: Background, References, and Offer
K&A provides a thorough and quality reference and background check process for our clients. We start by calling candidates’ employment and professional references and having an in-depth discussion, covering their strongest business characteristics, work style, interpersonal skills, and position-specific knowledge. All references will be documented and presented in a concise, user-friendly manner.
Background checks are conducted in coordination with a third-party firm to verify educational degrees and employment records and confirm clear driving records, criminal records, and financial history/credit. Reports can be tailored to clients’ needs upon request. Safety for clients and their communities is our priority, so rest assured that we, as well as our background contract firm, meet or exceed relevant reporting requirements.
K&A can facilitate and lead the negotiations of the final terms and conditions of employment, such as the compensation package, benefits, and other perquisites (perks). We will notify all candidates not selected as finalists for the position.
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10 Project Schedule
The following is a typical schedule for conducting recruitment efforts. Search efforts for executive recruitments generally take twelve to fourteen (12-14) weeks to complete, allowing enough time for all steps of the process and client schedules.
Weeks 2 4 6 8 10 12 14
Step 1
Step 2
Step 3
Step 4
Step 5
K&A Diversity Statement
In 2024, 72% of our placements were women or people of color. We source candidate pools that are representative of our clients’ communities, and we present highly achieved slates of finalists with the same diversity. We use a variety of industry-specific diversity advertising to source a diverse and representative population of candidates. For example, a Fire Chief advertising campaign included posts to International Association of Women in Fire & Emergency Service - Women in Fire, International Association of Black Professional Fire Fighters, Inc., National Association of Hispanic Firefighters, and International EMS & Firefighters Pride Alliance.
This statement serves to reaffirm our commitment to providing equal employment opportunities to all employees and applicants for employment in accordance with equal opportunity and affirmative action laws.
We affirm our personal and official support of these policies, which provide that K&A is committed to implementing the affirmative action policies, programs, and procedures included in this plan to ensure that employment practices are free from discrimination. Employment practices include but are not limited to the following: hiring, promotion, demotion, transfer, recruitment or recruitment advertising, layoff, disciplinary action, termination, rates of pay or other forms of compensation, and selection for training, including apprenticeship. We will provide reasonable accommodation to applicants and employees with disabilities. 121
RECRUITMENT SERVICES FOR CITY OF OAKDALE
11 REFERENCES
We are proud of our past recruitment work with clients to successfully place candidates to meet their organization’s needs.
Recruitment & Agency Contact
City of Riverside
DEI (Diversity, Equity, and Inclusion) Officer, Debt & Treasury Manager, Budget Manager
Edward Enriquez
CFO
(951) 826-5972
[email protected]
3900 Main St,
Riverside, CA 92501
City of Palm Springs
Fire Chief, City Manager
Stephanie George
Director of Human Resources
(760) 323-8217
[email protected]
3200 E. Tahquitz Canyon Way
Palm Springs, CA 92262
City of Pasadena
Director of Library & Information Services, Chief of Police, Controller, Director of Parks Recreation and Community
Services
Tiffany Jacobs-Quinn
Human Resources Director
(626) 744-4126
[email protected]
100 Garfield Ave,
Pasadena, CA 91101
West Valley Water District
General Manager
Haydee M. Sainz
Human Resources & Risk Manager
(909) 820-3712
[email protected]
855 W. Baseline Rd.
Rialto, CA 92377
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12 PRICING PROPOSAL
x City Manager
x Total not-to-exceed professional fee of $25,000, which includes all professional services and expenses, including brochure development and design, advertising, printing and shipping, associated consultant travel if required, and background.
x Invoices will be billed monthly in four equal increments of $6,250.
Note: Expenses do not include candidate travel.
Optional: Recruitment Video
In addition to the standard recruitment brochure, K&A can develop a Recruitment Video to better highlight the positive elements of the organization and community. These videos have proven to attract more job seekers and effectively expand the talent pool. Videos run approximately three-minutes in length and highlight the workplace environment, local landscape, and include interviews with selected staff. This video is optional and costs $4,000.
Placement Guarantee
K&A is committed to recommending only the most qualified candidates who meet all the necessary requirements and qualifications and are also a cultural fit for the City. We proactively recruit for each search effort until a successful candidate is placed.
Therefore, we promise to present to the City a selective pool of candidates that met or exceeded our standards during the thorough screening processes and have been identified as ideal matches for the position. Should the City disapprove of all final candidates or should none pass the final interview and reference check process, we will work to find a new slate of candidates at no added cost, with the possible exception of necessary advertising.
In addition, for full recruitments for executive and mid-management positions, should the incumbent leave the position or be terminated from employment within 12 months of hire due to performance issues, we commit to conducting a one-time additional executive search to identify a replacement and only charge related expenses as described in the Pricing Proposal.
Overall, K&A’s retention rate during the first 12 months of hire is robust and has been above 95% over the last several years.
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13 PROFESSIONAL SERVICES AGREEMENT ACKNOWLEDGEMENT
We will be pleased to sign the City’s professional services agreement for recruitment services, however we respectfully request that the City will allow for a period of negotiation of certain terms in the professional services contract related to liability, indemnity, insurance, and other terms. We have found that we have always come to an agreement with all of our clients in the past and appreciate the City’s flexibility in reviewing certain terms in a collaborative fashion between our legal counsels.
INSURANCE ACKNOWLEDGEMENT
Gallagher shall at all times during the term of this Agreement and for a period of two (2) years thereafter, obtain and maintain in force the following minimum insurance coverages and limits at its own expense:
¾ Commercial General Liability (CGL) insurance on an ISO form number CG 00 01 (or equivalent) covering claims for bodily injury, death, personal injury, or property damage occurring or arising out of the performance of this Agreement, including coverage for premises, products, and completed operations, on an occurrence basis, with limits no less than $2,000,000 per occurrence; ¾ Workers Compensation insurance with statutory limits, as required by the state in which the work takes place, and Employer’s Liability insurance with limits no less than $1,000,000 per accident for bodily injury or disease. Insurer will be licensed to do business in the state in which the work takes place; ¾ Automobile Liability insurance on an ISO form number CA 00 01 covering all hired and non-owned automobiles with limit of $1,000,000 per accident for bodily injury and property damage; ¾ Umbrella Liability insurance providing excess coverage over all limits and coverages with a limits no less than $10,000,000 per occurrence or in the aggregate;
¾ Errors & Omissions Liability insurance, including extended reporting conditions of two (2) years with limits of no less than $5,000,000 per claim, or $10,000,000 in the aggregate; ¾ Cyber Liability, Technology Errors & Omissions, and Network Security & Privacy Liability insurance, including extended reporting conditions of two (2) years with limits no less than $2,000,000 per claim and in the aggregate, inclusive of defense cost; and
¾ Crime insurance covering third-party crime and employee dishonesty with limits of no less than $1,000,000 per claim and in the aggregate.
¾ All commercial insurance policies shall be written with insurers that have a minimum AM Best rating of no less than A-VI, and licensed to do business in the state of operation. Any cancelled or non-renewed policy will be replaced with no coverage gap, and a Certificate of Insurance evidencing the coverages set forth in this section shall be provided to Client upon request.
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14 SIGNATURE PAGE
We thank you for your consideration of our proposal. We are committed to providing high-quality service and investing in a long-term partnership.
This proposal is valid for ninety (90) days.
Respectfully submitted,
By: KOFF & ASSOCIATES
State of California
Frank Rojas Date: February 27, 2025
Recruitment Manager
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Proposal submitted for:
City of Oakdale
Executive Recruitment: City Manager
Submitted: February 27, 2025
By:
Ryder Todd Smith, President
Christine Martin, Executive Recruiter
Kylie Sun, Senior Recruitment Coordinator
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City of Oakdale / Executive Recruitment: City Manager
TALENT QUEST • Profiles • Outreach • Screening • Interviews • Selection • Negotiation 2
TABLE OF CONTENTS
COVER LETTER ....................................................................................................... 3 BACKGROUND AND QUALIFICATIONS ............................................................... 4 EXPERIENCE ........................................................................................................... 6 PROJECT TEAM ...................................................................................................... 9 METHODOLOGY AND APPROACH .................................................................... 12 PRICE PROPOSAL ................................................................................................. 15 REFERENCES ........................................................................................................ 18 127
City of Oakdale / Executive Recruitment: City Manager
TALENT QUEST • Profiles • Outreach • Screening • Interviews • Selection • Negotiation 3
COVER LETTER
Hi Patrick,
Thank you for the opportunity to propose executive recruitment services to the City of Oakdale. This proposal outlines our approach to the City Manager recruitment process and describes how we can best serve the City.
Tripepi Smith is a force multiplier for communication operations for over 200 public agencies across the West Coast, primarily within California. We leverage our team's network, knowledge and talents to make our firm a valuable provider of executive recruitment services via TS Talent Solutions (TSTS). Executive Recruiter Christine Martin leads our executive searches, bringing over 20 years of local government experience to the table. As a retired Assistant City Manager, Christine has extensive experience leading executive teams and promoting collaboration. She understands the importance of selecting the right team member for the team's overall effectiveness.
The Tripepi Smith team offers unrivaled design skills, content creation abilities, local government familiarity and professional industry connections to help drive awareness and interest in the positions we recruit for. The depth and breadth of our experience with public agencies, built through years of client service, positions our firm to find excellent talent. Here are a few reasons to select TSTS:
1. Tripepi Smith knows people, and people know us. Tripepi Smith is widely connected in the local government world. Through our partnerships with the largest local government associations and over 200+ local government agencies, we have a vast network of professionals to tap into.
2. Tripepi Smith understands marketing. We value carefully crafted language and quality visuals to attract the right applicants. Paired with the strategic knowledge and expertise of Christine Martin, we work with our clients to identify the right skill set and personality for the position, compile those requirements into a compelling recruitment package and ensure that the position is presented to the most qualified candidates.
3. TS Talent Solutions is a good fiscal option. While our team has a great deal of talent and experience, the TS Talent Solutions division of Tripepi Smith is an aggressive upstart and offers our boutique services at a price below other firms.
Thank you for considering us in this endeavor. We eagerly look forward to the chance to work with the Oakdale team to find the right City Manager. We welcome the opportunity to discuss our proposal in more detail.
Authorization
As co-founder and president of Tripepi Smith and TS Talent Solutions, I am qualified to enter into agreements with the City of Oakdale. This proposal is valid for 60 days from the date of submission.
Ryder Todd Smith
Co-Founder & President, Tripepi Smith Talent Solutions
[email protected] • (626) 536-2173 • P.O. Box 52152, Irvine, CA 92619 128
City of Oakdale / Executive Recruitment: City Manager
TALENT QUEST • Profiles • Outreach • Screening • Interviews • Selection • Negotiation 4
BACKGROUND AND QUALIFICATIONS
A Public Affairs Firm That Understands Talent
Tripepi Smith Talent Solutions is a staffing firm under the umbrella of Tripepi Smith and Associates, Inc., a marketing and public affairs firm. The firm dedicated itself to solving communication challenges within the local government world since its inception in 2002. It was a natural progression to move into recruitment and talent solutions. Tripepi Smith has worked with more than 200 agencies, including hundreds of city managers, department leaders and other executive staff. We know what, and who, makes an effective government leader, and we use that experience to attract, evaluate and retain high-quality talent for TSTS clients. With a skilled team of writers, graphic artists and project managers, we are able to provide whatever level of support our clients need — from an attractive brochure design to full-blown culture curation and recruitment support from beginning to end.
Launching TS Talent Solutions
Through our work at Tripepi Smith, our team developed a savvy understanding of the major operations of each department within city and county governments, while simultaneously expanding a network of relationships and platforms that inextricably connect us to the local government community. Thus, TS Talent Solutions was born.
Our Network
Tripepi Smith is a household name among California's local government agencies. We attend conferences held by some of the largest local government associations in California, California Special Districts Association, Municipal Management Association of Northern (and Southern) California, and League of California Cities. We’ve been supporting these organizations for more than 20 years and have boots-on-the-ground experience networking at these events, which often are a hub for jobseekers in California. 129
City of Oakdale / Executive Recruitment: City Manager
TALENT QUEST • Profiles • Outreach • Screening • Interviews • Selection • Negotiation 5 Creative
Tripepi Smith’s creative professionals have worked with public and private clients on imagery, colors and
graphic design in an array of projects. Our firm offers creative services that address not only traditional
media such as print, websites, logo design and
advertising but also non-traditional marketing services, including email campaigns, social media, blogging,
SEO (Search Engine Optimization), video production
and more. This integrated approach to content
development makes the process more efficient and
effective for clients. Moreover, they help capture the
compelling stories and personalities behind client
agencies on their quests to recruit new talent.
Content x Distribution = IMPACT
Tripepi Smith was born in the digital era and brings significant technical skills to the table. Members of our team carry technical certifications in Hootsuite Social Media Marketing, Facebook Blueprint, Google Advertising, Google Analytics and Twitter Flight School, among others. We take digital communications seriously and recognize how critical it is to not only develop great visuals and messaging, but to ensure the audiences we want to reach actually see that content. Without content distribution, there is no impact. We apply this framework to the work we do at TSTS to broadcast local government positions across the industry landscape.
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TALENT QUEST • Profiles • Outreach • Screening • Interviews • Selection • Negotiation 6
EXPERIENCE
Executive Recruitments
TS Talent Solutions has a strong track record of delivering effective recruitment solutions for public agencies and we will bring that experience to bear for the City of Oakdale.
POSITION AGENCY DATE
Executive Director Humboldt County Association of Governments Active Finance Director City of Needles Active
Assistant City Manager City of Indian Wells February 2025 Finance Director City of Commerce February 2025
Human Resources Director City of Menifee December 2024
General Manager Humboldt Bay Municipal Water District, CA December 2024 Executive Director Redwood Coast Energy Authority, CA October 2024 HR/Risk Manager City of Bell, CA August 2024
IT Director City of Pasco, WA May 2024
City Manager City of Lomita March 2024
Deputy Director of Community Services City of Bell November 2023 Chief Financial Officer City of Menifee October 2023
Community & Economic Development Director City of Pasco, WA July 2023 City Manager City of La Cañada Flintridge May 2023
Community Services Director City of Bell March 2023
Harbor Director City of Morro Bay February 2023
Parks & Recreation Superintendent City of Fairfield January 2023 Finance Director City of American Canyon January 2023
Finance Director City of Fairfield July 2022
DEI Manager City of San Luis Obispo February 2022
Public Works Director City of Manteca February 2022
Budget Officer City of Tracy January 2022
Parks & Recreation Director City of American Canyon January 2022 City Manager City of Tracy December 2021
Fire Chief City of Morro Bay July 2021
Public Works Director City of Morro Bay May 2021
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TALENT QUEST • Profiles • Outreach • Screening • Interviews • Selection • Negotiation 7 Tripepi Smith Client Roster
Outside of our recruitment services, Tripepi Smith has been selected to work with over 200 local government agencies to help with their communications and resident outreach. We can provide you with contacts at any of these clients if desired and are confident you will find them to be quite happy with our services.
California City Management
Foundation
City of Aliso Viejo
City of American Canyon
City of Azusa
City of Bellflower
City of Claremont
City of Coronado
(City of) Culver City
City of Cupertino
(City of) Daly City
City of Danville
City of Duarte
City of El Cerrito
City of Fountain Valley
City of Fullerton
City of Grover Beach
City of Hawaiian Gardens
City of Huntington Beach
City of Indian Wells
City of Industry
City of Irvine
City of La Cañada Flintridge
City of La Palma
City of La Puente
City of La Verne
City of Lake Forest
City of Laguna Hills
City of Laguna Niguel
City of Lancaster
City of Livermore
City of Lomita
City of Lynwood
City of Malibu
City of Manhattan Beach
City of Manteca
City of Martinez
City of Millbrae
City of Morgan Hill
City of Morro Bay
City of Murrieta
City of Napa
City of Norwalk
City of Orange
City of Palm Desert
City of Palmdale
City of Paramount
City of Pismo Beach
City of Placentia
City of Pomona
City of Rancho Palos Verdes
City of Rancho Mirage
City of Riverbank
City of Rolling Hills Estates
City of San Luis Obispo
City of Santa Ana
City of Santa Clarita
City of Santa Cruz
City of Santa Paula
City of Saratoga
City of Stanton
City of South Gate
City of Sunnyvale
City of Tracy
City of Vallejo
City of Vista
City of Walnut
(City of) Yuba City
Fresno County
Merced County
Orange County
Santa Barbara County
Town of Windsor
CalChoice Energy CCA
Clean Energy Alliance
California Joint Powers
Insurance Authority
Citrus Heights Water District
Costa Mesa Sanitary District
El Toro Water District
Independent Cities
Finance Authority JPA
Inland Empire Utilities Agency
League of California Cities
Municipal Management
Association of
Northern California
Municipal Management
Association of
Southern California
Orange County City
Manager Association
San Gabriel Valley City
Managers’ Association
South Orange County
Wastewater Authority
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We encourage you to see all the work we have done for clients at TSTalentSolutions.com.
RECRUITMENT BROCHURES JOB PLACEMENTS
TSTalentSolutions.com/
Recruitment-Brochure-Samples
TSTalentSolutions.com/Placements
RECRUITMENT VIDEOS NEWS
TSTalentSolutions.com/Recruitment-Videos TSTalentSolutions.com/News Sample Recruitment Brochure
TS Talent Solutions developed a 5-page digital recruitment brochure for the La Cañada Flintridge City Manager search. Below is a sample of the first three pages Sample Social Media Graphics
Below are sample social media graphics we’ve created for different recruitments.
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PROJECT TEAM
Executive Recruiter Christine Martin will be the lead and face of the recruitment. Christine’s decades of experience as an Assistant City Manager and approachable personality make her a strong partner for the City of Oakdale on this project. Principal Ryder Todd Smith will contribute positioning strategy to broadcast the opportunity, as well as leveraging his extensive network and relationships within the local government community. Senior Recruitment Coordinator Kylie Sun will be the main project manager, overseeing all logistics and ensuring the recruitment process stays on track. Assistant Recruitment Coordinator Julia Gale will craft compelling recruitment content and manage position postings to attract an excellent pool of qualified candidates.
Dedicated Availability for the City of Oakdale
The core project team will have dedicated availability to support the engagement, including the capacity to provide support under urgent notice and/or time constraints. Tripepi Smith is a collaborative firm with many skills available. Any Tripepi Smith staff member may be brought onto the engagement to help with our efforts.
Additionally, should any key personnel become unavailable during the course of this engagement, Tripepi Smith will quickly substitute with other Tripepi Smith resources who have commensurate experience, knowledge and/or skill sets.
Ryder Todd Smith, Principal
Role: Strategic Advisor
Ryder has a mixed background in the worlds of government relations, technology and marketing. He served as the SVP of Operations and Chief Information Officer for a software-as-a-service startup in the financial services sector. Prior to that, he was the technology manager for a regional staffing firm. Ryder leads Tripepi Smith and is the ultimate project owner on all work handled by the firm. He is the creator of the City Internet Strategies Study, publisher of the Civic Business Journal, publisher of PublicCEO and a frequent speaker on the local government circuit. His insights have been published in Western City and PM magazines. He volunteers his time as vice chair of the Rose Institute of State and Local Government Board of Governors and previously served as a Planning Commission for the City of Tustin. Ryder graduated from Claremont McKenna College with a Bachelor of Arts in Philosophy, Politics, Economics and a dual degree in Economics.
Ryder has supported all TSTS recruitments.
Christine Martin, Executive
Recruiter
Role: Lead Recruiter
Christine brings over 20 years of public sector experience providing exceptional service to local government. Prior to joining Tripepi Smith, Christine was the Assistant City Manager at the City of Livermore. She worked for Livermore for 21 years, serving in the City Manager’s Office for seven years and as a planner in the Community Development Department for 14 years. Christine is a courageous, solutions-oriented servant leader. She has strong political acumen and a positive, can-do work ethic. In her role as Assistant City Manager, she established and oversaw the city’s communications and emergency management programs, created and implemented the city’s first-ever five-year strategic plan 134
City of Oakdale / Executive Recruitment: City Manager
TALENT QUEST • Profiles • Outreach • Screening • Interviews • Selection • Negotiation 10
and served as liaison on council subcommittees, including a complex, controversial equity and inclusion subcommittee with elected officials and community members. She was also responsible for the city’s legislative platform and represented the city as a member of the Tri-Valley City Council legislative coalition.
Christine built successful relationships in the region and served as chair of the Alameda County City Managers Association. Christine is also a graduate of the ICMA High Performance Leadership Academy where she honed her leadership skills in organizational development and change management, negotiation and collaboration, and effective communication.
Christine is the face of all TS Talent Solutions recruitments. As Executive Recruiter, she collaborates closely with each agency to understand their specific needs and develop a candidate profile that aligns with their organizational values. Leveraging her extensive local government connections and the broader Tripepi Smith network, Christine conducts targeted outreach to attract top talent. She manages the entire recruitment process, from screening applicants and facilitating interviews to supporting agencies through the offer and negotiation stages.
Christine has supported the following (past and current) executive recruitments:
• Humboldt County Association of Governments, Executive Director (Active) • City of Needles, Finance Director (Active)
• City of Indio, Principal Planner (Active)
• City of Indian Wells, Assistant City Manager (02/25)
• City of Commerce, Finance Director (02/2025)
• City of Menifee, Human Resources Director (12/2024)
• Humboldt Bay Municipal Water District, General Manager (01/2025) • Redwood Coast Energy Authority, Executive Director (10/2024) • City of Bell, HR/Risk Manager (08/2024)
Kylie Sun,
Senior Recruitment
Coordinator
Role: Project Manager
Kylie brings a diverse skillset to the team from her experience in several industries, such as litigation services, academic administration and music marketing. She graduated from Biola University with a Bachelor of Science in Business Administration with a concentration in Business Management. She has a strong background in social media strategy, website development, writing and scheduling and high-volume operations due to her experiences as Administrative Assistant at Biola University, Marketing Intern at Transparent Productions, Social Media Marketing Manager at TSE Worldwide Press and Operations Associate at TSG Reporting.
As Senior Recruitment Coordinator, Kylie has played an integral role as TSTS’ lead project manager, overseeing a range of successful recruitments.
Kylie has supported the following (past and current) executive recruitments:
• Humboldt County Association of Governments, Executive Director (Active) • City of Needles, Finance Director (Active)
• City of Indio, Principal Planner (Active)
• City of Indian Wells, Assistant City Manager (02/25)
• City of Commerce, Finance Director (02/2025)
• City of Menifee, Human Resources Director (12/2024)
135
City of Oakdale / Executive Recruitment: City Manager
TALENT QUEST • Profiles • Outreach • Screening • Interviews • Selection • Negotiation 11 • Humboldt Bay Municipal Water District, General Manager (01/2025) • Redwood Coast Energy Authority, Executive Director (10/2024) • City of Bell, HR/Risk Manager (08/2024)
• City of Pasco, IT Director (05/2024)
• City of Lomita, City Manager (04/2024)
• City of Bell, Deputy Director of Community Services (03/2024) • City of Menifee, Chief Financial Officer (10/2023)
• City of Pasco, Community & Economic Development Director (07/2023) • City of Bainbridge Island, City Attorney (07/2023)
• City of La Cañada Flintridge, City Manager (05/2023)
• City of Bell, Community Services Director (03/2023)
• City of Morro Bay, Harbor Director (02/2023)
• City of Fairfield, Parks & Recreation Superintendent (01/2023) • City of American Canyon, Finance Director (01/2023)
• West City Wastewater District, Records Program Coordinator (06/2022) • City of Fairfield, Finance Director (02/2022)
• City of San Luis Obispo, Deputy Building Official (11/2021) • City of San Luis Obispo, Diversity, Equity and Inclusion Manager (10/2021) • City of American Canyon, Parks & Recreation Director (10/2021) Julia Gale, Assistant
Recruitment Coordinator
Role: Client Support
As a result-driven professional, Julia Gale is dedicated to driving efficiency and success through her experiences in communications and marketing. She earned a Bachelor of Science in Communications with a minor in Digital Arts from the State University of New York at Oneonta. Julia further developed her skills in email marketing campaigns, detail-oriented writing and research while working for a commercial real estate firm in New York. She built a strong foundation in social media management and general communications through internships with The Metropolitan Golf Association and Fashion in Action.
As Assistant Recruitment Coordinator, Julia assists in the development of recruitment marketing materials, conducts research to generate prospective candidates and manages the distribution and promotion of all open positions.
Julia has supported the following (past and current) executive recruitments:
• Humboldt County Association of Governments, Executive Director (Active) • City of Needles, Finance Director (Active)
• City of Indio, Principal Planner (Active)
• City of Indian Wells, Assistant City Manager (02/25)
• City of Commerce, Finance Director (02/2025)
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City of Oakdale / Executive Recruitment: City Manager
TALENT QUEST • Profiles • Outreach • Screening • Interviews • Selection • Negotiation 12
METHODOLOGY AND APPROACH
The City of Oakdale’s Needs
The City of Oakdale is seeking the assistance of a professional search firm to conduct a recruitment process to fill the City Manager position. The below outlines TS Talent Solutions’ approach to fulfilling the scope of work requested.
TS Talent Solutions remains adaptable to managing the recruitment through the City’s preferred method, should it differ from the process we proposed below. Throughout the recruiting process, TS Talent Solutions will provide an every-other-week update to the Council and/or key City staff noting the status of the work, number of candidates and expectations for the next two weeks.
Scope of Work – Talent Quest
Leveraging best practices in conducting recruitments and selection, we will spearhead the entire recruitment process, with the City Council and staff being as involved or hands-off as they would like.
TS Talent Solutions will execute the following steps for the recruitment process:
STEP 1: DEVELOP A CANDIDATE PROFILE
TS Talent Solutions will meet with the City Council and designated staff to obtain information regarding expectations for the next City Manager and specific issues and opportunities facing the City. We will use this information to determine the desired education, experience and background of the sought-after candidate, and to identify the desired management skills and leadership style. (Optional/Add-On) Based on conversations with the staff, TSTS will provide a recommendation regarding suggested participation from community members and other key stakeholders. If desired, TSTS will execute stakeholder and/or community outreach and engagement to gather feedback on the selection of the new City Manager. Stakeholder engagement options are an additional cost.
We will use all gathered information to draft a candidate profile, which will be used as the foundation for marketing materials, candidate screening and evaluation.
STEP 2: DEVELOP MARKETING MATERIALS
TS Talent Solutions will develop the following marketing materials to support outreach and recruiting efforts:
A 4–6-page digital recruitment brochure that provides key City of Oakdale metrics, highlights the benefits of working for the City, showcases the unique culture of the Oakdale team, provides information about the position, highlights exciting projects happening in the City and provides instructions on how to apply for the position. 5 social media copies and graphics for publishing on Tripepi Smith’s social media channels. 137
City of Oakdale / Executive Recruitment: City Manager
TALENT QUEST • Profiles • Outreach • Screening • Interviews • Selection • Negotiation 13 Compelling job board language to supplement the digital recruitment brochure.
STEP 3: OUTREACH AND RECRUITING
Next, TS Talent Solutions will conduct outreach to encourage individuals with superior qualifications to join our pool of candidates. We typically source high-caliber candidates by:
Advertising the position to appropriate and diverse professional organizations, membership agencies and publications.
Tapping into our uniquely broad, expansive network and toolset.
Proactively reaching out to candidates in the marketplace who may not be actively seeking the position. Our search may include national, regional, in-state and local elements, which will be determined at the start of the engagement.
STEP 4: EVALUATE AND SCREEN
As resumes come in, we will acknowledge, review and evaluate each one. We will filter each applicant resume for conformance to required and desired qualifications, as well as conduct preliminary videoconference interviews with the most-qualified candidates.
TS Talent Solutions will present viable candidates to the City Council and provide a candidate materials packet, inclusive of:
A list of all applicants
A list of viable candidates we recommend move forward to the interview phase Resumes and cover letters of all viable candidates
Summary sheets for all viable candidates
STEP 5: CONDUCT INTERVIEWS
Once the City Council decides who they’d like to interview, TS Talent Solutions will coordinate all logistics of the interview stage, including:
Developing recommended questions and rating criteria
Providing interview packets for interview panels to have on-hand Coordinating with candidates on availability, scheduling and travel logistics Coordinating with panelists (outside stakeholders, City staff, etc.) on interview logistics Updating applicants of developments
Executive Recruiter Christine Martin will help facilitate the interviews. Typically, she will travel onsite for the final round of interviews. Her attendance in-person is dependent on the preferences and needs of the City.
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City of Oakdale / Executive Recruitment: City Manager
TALENT QUEST • Profiles • Outreach • Screening • Interviews • Selection • Negotiation 14 STEP 6: NOTIFICATION
As we turn the corner on the recruitment, TS Talent Solutions will notify all candidates who were not selected that they are no longer in the running. We will also conduct reference and background checks on the selected candidate prior to consideration of extending an offer of employment.
Then, the City Council will make the job offer to its preferred candidate.
STEP 7: NEGOTIATION
Lastly, TS Talent Solutions will collaborate with the City Council in negotiating an employment contract with the preferred candidate. The final candidate will be subject to education verifications, DMV, civil and criminal background checks and credit checks.
Recruitment Timeline
Below is a sample of a typical 15-week schedule, and sequenced deliverables. We have the flexibility to “ramp up” or “ramp down” this process should the City prefer a different process. We will work with the City to finalize a schedule that best suits the City’s needs.
WEEKS 1-2 STEP 1: DEVELOP A CANDIDATE PROFILE
• Kick-off meeting
• City Council and staff interviews
WEEKS 3-4 STEP 2: DEVELOP MARKETING MATERIALS
• Digital recruitment brochure
• Social media content
• Compelling job ad language
WEEKS 5-8 STEP 3: OUTREACH AND RECRUITING
• Digital job board positioning
• Aggressive outreach
WEEKS 9-11 STEP 4: EVALUATE, SCREEN AND PRESENTATION OF CANDIDATES • Candidate evaluation
• Preliminary interviews
• Internet searches / review of public profiles
• Development of candidate materials packet
• Presentation of candidates to City Council
• Determine which candidates will be interviewed
WEEKS 12-15 STEPS 5-7: INTERVIEWS / NOTIFICATION / NEGOTIATIONS • Interview scheduling and facilitation
• Development of interview packets for each panelist
• Notification and negotiation
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City of Oakdale / Executive Recruitment: City Manager
TALENT QUEST • Profiles • Outreach • Screening • Interviews • Selection • Negotiation 15
PRICE PROPOSAL
The Talent Quest level of engagement provides the City of Oakdale with comprehensive search services to connect with the most capable, talented candidates available in the market. The cost for the City Manager recruitment is $21,500, plus expenses, for an estimated total of $25,500.
Fees for the recruitment will be collected in three installments as follows:
1. Upon Execution of the Agreement - $7,000
2. Following Presentation of Candidates - $7,000 plus expenses
3. Upon Acceptance of Offer - $7,500 plus any remaining expenses
TALENT QUEST COST NOTES
City Manager Recruitment $21,500 Fixed Cost
Estimated Expenses $4,000 Estimated
ESTIMATED TOTAL $25,500
Estimated Expenses
We estimate $4,000 in expenses, which include paid placements on various digital job boards and hotspots popular with local government agencies. One such platform is the well-known PublicCEO job board which has a $425 fee.
Tripepi Smith owns PublicCEO, a local government news publication dedicated to providing a statewide perspective on California’s cities, counties and special districts. PublicCEO reaches over 17,000 local government executives — city managers, county administrators and public executives included — through a daily newsletter, website and job board.
The publication actively seeks stories promoting cross-sector partnerships to provide decision-makers with best practices, perspectives on trends, innovations and access to opportunities.
Additional expenses include travel reimbursement for one (potential) on-site visit and third-party services for background checks, etc. If expenses appear to exceed the budget outlined above, TS Talent Solutions will discuss that budget risk with City staff and seek authorization before exceeding that expense budget.
TRIPEPI SMITH TALENT SOLUTIONS GUARANTEE
The Tripepi Smith Talent Solutions team guarantees industry-standard services.
If within one year following the appointment, the selected candidate resigns or is terminated for cause, our team will conduct another search free of professional services charges.
However, the City of Oakdale will cover expenses related to the recruitment, including advertising fees, background check fees and travel costs.
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City of Oakdale / Executive Recruitment: City Manager
TALENT QUEST • Profiles • Outreach • Screening • Interviews • Selection • Negotiation 16 (Optional/Add-On) Community Outreach Options
The City may desire to conduct community outreach and public involvement in the selection process.
The options can range from a simple questionnaire form on a website to an in-person community workshop to discuss the role and the criteria the City should consider for the selection process. Fees for the community outreach options are separate from the milestones payments as laid out above:
Add-On Option Fixed Cost Details
Community Questionnaire $2,200 Inclusive of questionnaire coordination and marketing.
Virtual Workshop with City-Identified Participants $3,750 Virtual via Zoom.
In-Person Focus Group with City-Identified Participants $8,500 Estimated at up to 1.5 hours.
In-Person Community Workshop Facilitation $9,750 Estimated at up to 1.5 hours.
Time & Materials (As-Needed) Services
If the City of Oakdale requires unplanned additional support outside of the proposed scope of work, it will be billed on a time-and-materials basis using our 2024-25 Standard Rates:
Title Standard Rates Reduced Retainer
Principal $370 $295
Executive Recruiter/Director $255 $215
Art/Creative Director $255 $215
Senior Recruitment Coordinator / Senior Business Analyst $195 $165 Recruitment Coordinator/Business Analyst $140 $115
Assistant Recruitment Coordinator/Junior Business Analyst $115 $95 Senior Videographer/Animator $195 $165
Senior Photographer $170 $145
Videographer/Photographer $130 $110
Junior Videographer/Photographer $110 $95
Senior Graphic Designer $185 $155
Graphic Designer $130 $110
Junior Graphic Designer $110 $95
Web Developer $195 $175
Junior Web Developer $110 $95
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City of Oakdale / Executive Recruitment: City Manager
TALENT QUEST • Profiles • Outreach • Screening • Interviews • Selection • Negotiation 17 Drone Operator $195 $170
Council Chamber A/V Operator $110 $95
For Time & Materials work, time is billed in 15-minute increments – i.e. we invoice our time in the following examples: 1.25, 0.75, 4.0 or 6.5 hours. Time & Materials work will be invoiced at the end of the month in which the work was done. All payment terms are net 30 days.
Other Cost Information
Tripepi Smith has related service fees that may come up during our engagement that we want to tell you about.
Annual Increase
Tripepi Smith will increase the hourly rates and retainer fees for all resources by 5% or the national CPI index–whichever is higher–each year on the anniversary of the contract, starting on the first anniversary of any contract when the contract duration is longer than one year. Otherwise, new rates will be negotiated with each new contract.
Retainer Discount
When a client’s retainer exceeds $7,150 per month, they gain access to our reduced retainer rates.
Travel Costs
Travel costs must be pre-authorized and then will be reimbursed by the client for any requested travel to complete a requested scope of work. Travel costs may include airfare, lodging, car rentals and gas.
Additionally, when client work requires that we be onsite, we will invoice for a resource’s travel time at 50% of the resource’s hourly rate.
Service Fees
Tripepi Smith prefers that clients pay service providers directly to avoid unnecessary administrative costs. You should also know, however, that we have no economic interest in service providers, unless otherwise specified in this proposal. If a client asks Tripepi Smith to pay for a service provider bill, we will apply a 10% agency fee to the reimbursement expense. Typical service fees include, but are not limited to: print, mailing, digital advertising, media placements, voiceovers, translations and closed captions.
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City of Oakdale / Executive Recruitment: City Manager
TALENT QUEST • Profiles • Outreach • Screening • Interviews • Selection • Negotiation 18
REFERENCES
Contacts Details
City of La Cañada Flintridge
Dan Jordan
City Manager
818-790-8880
[email protected]
One Civic Center Dr, LCF, CA 91011
The City of La Cañada Flintridge is a
current Tripepi Smith client in other
capacities.
TS Talent Solutions filled a City Manager position in the City of La Cañada Flintridge. Our scope of work included:
• Meeting with Staff and City Council one-on-one
• Development of candidate profile
• Community engagement survey
• Recruitment brochure & marketing materials
• Job board posting and management
• Direct networking and outreach campaign
• Screening of applicants and presentation of candidates • Interview coordination and facilitation
• Assistance with selection process and negotiations
City of Menifee
Armando Villa
City Manager
951-672-6777
[email protected]
29844 Haun Rd, Menifee, CA 92586
The City of Menifee is a current
Tripepi Smith client in other capacities.
TS Talent Solutions filled a Chief Financial Officer position in the City of Menifee, and filled their very first Human Resources Director position. Our scope of work for both included:
• Meeting with City staff and key personnel
• Development of candidate profile
• Recruitment brochure & marketing materials
• Job board posting and management
• Direct networking and outreach campaign
• Screening of applicants and presentation of candidates • Interview coordination and facilitation
• Assistance with selection process and negotiations
City of Bell
Michael L. Antwine II
City Manager
323-588-6211
[email protected]
6330 Pine Ave, Bell, CA 90201
The City of Bell is a current Tripepi
Smith client in other capacities.
TS Talent Solutions filled three key positions in the City of Bell:
Director of Community Services, Deputy Director of
Community Service, and Human Resources/Risk Manager. Our scope of work for all recruitments included:
• Meeting with City staff and key personnel
• Development of candidate profile
• Recruitment brochure & marketing materials
• Job board posting and management
• Direct networking and outreach campaign
• Screening of applicants and presentation of candidates • Interview coordination and facilitation
• Assistance with selection process and negotiations
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PROPOSAL
FEBRUARY 28, 2025
CITY MANAGER
RECRUITMENT SERVICES
PROPOSAL
144
TABLE OF
CONTENTS
WWW.WBCPINC.COM
SUBJECT PAGE
COVER LETTER
BACKGROUND/QUALIFICATIONS
GUARANTEE
ORGANIZATIONAL CHART
WBCP KEY STAFF
RECRUITMENT STRATEGY / PHASES
SCOPE OF WORK
RECRUITMENT TIMELINE
REFERENCES
MARKETING MATERIAL EXAMPLES
COST SHEET/TIMELINE POLICY
OTHER
I.
II.
III.
IV.
V.
VI.
VII.
VIII.
IX.
X.
XI.
XII.
Confidential
1 - 2
3 - 9
10 10
11 - 13
14 - 15
16 17
18 18
19 20
WWW.WBCPINC.COM
COVER LETTER
BACKGROUND/QUAL
GUARANTEE
ORGANIZATIONAL CH
WBCP KEY STAFF
RECRUITMENT STRAT
SCOPE OF WORK
RECRUITMENT TIMELINE
REFERENCES
MARKETING MATERIAL EXAMPLES
COST SHEET/TIMELINE POLICY
OTHER
I.
II.
III.
IV.
V.
VI.
VII.
VIII.
IX.
X.
XI.
XII.
17 18
18 19
20 LIFICATIONS
HART
TEGY / PHASES
1 - 2
3 - 9
10 10
11 - 13
14 - 15
16 SUBJECT PAGE
145
I. COVER LETTER...............................................................................................
WWW.WBCPINC.COM PAGE 1
Confidential
February 28, 2025
Kristan Gochenauer
Executive Assistant to the City Manager
[email protected]
RE: City of Oakdale - City Manager Recruiting Services
It is our pleasure to submit this proposal for recruitment services to secure your ideal candidate to serve as the City Manager of the City of Oakdale. WBCP has worked on many City Manager recruitments, and we look forward to the opportunity to partner with your organization on this critical position! We trust our proposal will showcase our client-focused recruitment process and will act as a testament that we are passionate about what we do to make our clients happy.
Exciting news! WBCP has partnered with the National Association of Counties (NACo) and its Public Promise Procurement (PPP) Program to offer a game-changing solution. With our new streamlined service, you can piggyback on the County of San Diego’s Master Service Cooperative Agreement, saving you time, money, and effort. This opportunity is available nationwide for cities, counties, special districts, nonprofits, state agencies, and educational institutions. If this is something that is of interest for this or future procurement processes, please visit our site at: https://wbcpinc.com/naco/ It has been proven that great employees are looking for great employers, not just a paycheck. WBCP provides a broader perspective to recruitment services – going beyond securing the ideal candidate – we brand your organization as an employer of choice. We use eye-catching marketing materials, innovative search practices, and responsive and respectful communications with your applicants and stakeholders. Additionally, we guarantee this placement for 12 months, and we provide a fair and equal recruitment process that also focuses on attracting ethnic and gender-diverse applicant pools.
WBCP is talented at working with you to identify the strengths, challenges, and opportunities of this job, the ideal candidate, and your community and organizational culture. WBCP will work with your stakeholders to design a recruitment strategy that will include a customized engagement process. We will have a series of meetings, discussions, stakeholder interviews, and survey(s) to get to know you, the organization, the community, the culture, and the staff whom the future City Manager will lead.
My team and I know the California candidate marketplace and have many clients in your region, such as the County of Merced, County of Fresno, County of Mariposa, County of Stanislaus, and County of San Benito (just to name a few). We have exceptional experience successfully recruiting for City Manager positions, with several recruitments including, but not limited to:
City Manager, City of Pasadena, CA
City Manager, City of Santa Rosa, CA
City Manager, City of Ventura, CA
City Manager, City of Port Hueneme, CA
Deputy City Manager, City of Long Beach, CA
Assistant City Manager, City of Sacramento, CA
To see a full list of our clients and successful recruitments, visit: https://tinyurl.com/3j9bdd79 We have over two decades of experience in public sector executive search services and have provided direct search services through WBCP since 2004. WBCP’s executive recruiters are all highly personable and have unique backgrounds that make them well-equipped to take on your recruitments, as you will read their biographies in this proposal. WBCP now has offices in California, Oregon, Washington, Texas, and North Carolina.
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146
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Recruiting top talent has become the number-one topic among administrators. New and innovative recruitment strategies are critical to identifying and securing candidates with a deep understanding of how to assess and meet community needs and address future challenges. WBCP understands the complexity of community leadership, and we are prepared to provide a thorough, complete, and fair recruitment process to provide a diverse applicant pool. Upon our 2024 year-end review, we found that over the last three years 63% of our placed candidates came from diverse backgrounds. In fact, we are often selected and told that we bring a larger, more qualified and diverse groups of candidates than they have ever received from past professional recruiters.
Our clients have great things to say about the quality of the service we provide and the amazing candidates we find them, In fact, many of our clients are return customers. Please feel comfortable reaching out to these organizations to get their feedback directly.
Lastly, we love what we do, and we are passionate about finding exceptional candidates who are also passionate about serving others. WBCP’s staff are driven and desire to exceed client expectations. I appreciate your consideration in retaining our services and hope to have an opportunity to work with you in the future.
Best Regards,
Wendi Brown | Founder/President, WBCP, INC.
[email protected] | 541-664-0376
www.wbcpinc.com
63%
of WBCP candidates
placed in positions
come from a diverse
background
DIVERSITY
I. COVER LETTER...............................................................................................
Confidential
Clients also choose our firm over others because of our ability to work with your support staff and stakeholder group
(including boards, appointed/elected officials, and engaged constituents), manage all details of a recruitment process, and secure great candidates. Our dedication and commitment to the client are complemented by our deep understanding and ability to effectively navigate challenging political climates.
WWW.WBCPINC.COM PAGE 2
63%
of WBCP candidates
placed in positions
come from a diverse
background
DIVERSITY
147
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II. BACKGROUND & QUALIFICATIONS.......................................................
Confidential
WBCP is a 100% women-owned
business, an S Corporation, not part of
a parent company, and is a registered
small business through the US Small
Business Administration (SBA). WBCP
is registered to do business in all states
we serve, and files and pays California
S Corporation and personal income
tax to the State of California.
WOMEN OWNED
WBCP, Inc. has been in business since
2004, and serves nonprofit and public
sector organizations. WBCP offers a
variety of services, including: partial
and full service search services for
individual contributor, supervisor,
management and executive
management positions; human
resources consulting: organizational
development, training, classification
and compensation studies, analysis
and assessments, etc.
BUSINESS HISTORY
Principal: Wendi Brown, President/CEO
Company Legal Name: WBCP, Inc. (W. Brown Creative Partners) Tax ID: 81-5454037
Website: www.wbcpinc.com
Phone: 866-929-WBCP (9227) / 541-664-0376
Address:
Oregon (3 offices including WBCP, Inc. Headquarters): 213 E Main St., Rogue River, OR, 97537; City of Grants Pass and City of Tigard
California (5 offices): San Jose, Gilroy, Roseville, Los Angeles and Santa Barbara Washington: City of Seattle
Texas: City of Dallas
North Carolina: City of Jacksonville
WWW.WBCPINC.COM PAGE 3
Principal: Wendi Brown, President/CEO
Company Legal Name: WBCP, Inc. (W. Brown Creative Partners) Tax ID: 81-5454037
Website: www.wbcpinc.com
Phone: 866-929-WBCP (9227) / 541-664-0376
Address:
Oregon (3 offices including WBCP, Inc. Headquarters): 213 E Main St., Rogue River, OR, 97537; City of Grants Pass and City of Tigard
California (5 offices): San Jose, Gilroy, Roseville, Los Angeles and Santa Barbara Washington: City of Seattle
Texas: City of Dallas
North Carolina: City of Jacksonville
WBCP is a 100% women-owned
business, an S Corporation, not part of
a parent company, and is a registered
small business through the US Small
Business Administration (SBA). WBCP
is registered to do business in all states
we serve, and files and pays California
S Corporation and personal income
tax to the State of California.
WOMEN OWNED
WBCP, Inc. has been in business since
2004, and serves nonprofit and public
sector organizations. WBCP offers a
variety of services, including: partial
and full service search services for
individual contributor, supervisor,
management and executive
management positions; human
resources consulting: organizational
development, training, classification
and compensation studies, analysis
and assessments, etc.
BUSINESS HISTORY
h b i b i i
148
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II. BACKGROUND QUALIFICATIONS........................................................... onfidential
WBCP has over 20 years of experience providing search services for public sector and non-profit organizations. We have successfully secured professionals and provided other consulting services in California, Arizona, Colorado, Idaho, Nevada, New York, Oregon, Texas, Utah, and Washington.
Cities of: Anaheim (CA), Arcata (CA), Ashland (OR), Astoria (CA), Atwater (CA), Berkeley (CA), Boulder City (NV), Calistoga (CA), Central Point (OR), Ceres (CA), Chandler (AZ), Colfax (CA), Corte Madera (CA), Culver City (CA), Davis (CA), Dunsmuir (CA), Duvall (WA), Fort Worth (TX), Fremont (CA), Fresno (CA), Garibaldi (OR), Gold Hill (OR), Grants Pass (OR), Hemet (CA), Hubbard (OR), Independence (OR), Irvine (CA), Laguna Beach (CA), Larkspur (CA), Lincoln (CA), Livermore (CA), Livingston (CA), Long Beach (CA), Medford (OR), Milpitas (CA), Napa (CA), Novato (CA), Oakland (CA), Orinda (CA), Oxnard (CA), Palo Alto (CA), Park City (UT), Pasadena (CA), Petaluma (CA), Phoenix (AZ), Phoenix (OR), Pismo Beach (CA), Port Hueneme (CA), Portola Valley (CA), Redding (CA), Riverside (CA), Rochester (NY), Rocklin (CA), Rogue River (OR), Roseville (CA), Sacramento (CA), San Francisco (CA), San Rafael (CA), Santa Maria (CA), Santa Monica (CA), Santa Paula (CA), Santa Rosa (CA), Solvang (CA), Sonoma (CA), South Pasadena (CA), Sutter Creek (CA), Talent (OR), Truckee (CA), Ventura (CA), Vernon (CA), Victorville (CA), West Hollywood (CA), Windsor (CA).
Counties of: Alameda (CA), Colusa (CA), Contra Costa (CA), Del Norte (CA), El Paso (CO), Fresno (CA), Humboldt (CA), Jackson (OR), King (WA), Lake (CA), Lane (OR), Los Angeles (CA), Marin (CA), Mariposa (CA), Mendocino (CA), Merced (CA), Mono (CA), Napa (CA), Nevada (CA), Orange (CA), Placer (CA), Riverside (CA), Sacramento (CA), San Benito (CA), San Bernardino (CA), San Diego (CA), San Francisco (CA), San Joaquin (CA), San Luis Obispo (CA), San Mateo (CA), Santa Barbara (CA), Santa Clara (CA), Santa Cruz (CA), Shasta (CA), Solano (CA), Sonoma (CA), Stanislaus (CA), Tehama (CA), Tuolumne (CA), Yolo (CA), Yuba (CA).
Local and National Councils, Boards, and Districts: Bear Valley Community Services District, Boulder Creek Fire Protection District, California Prison Industry Authority (CALPIA), Cosumnes Community Services District, Hass Avocado Board (HAB), Jackson County Fire District 5, Los Angeles County Employees Retirement Association (LACERA), Mendocino County Air Quality Management District, Metropolitan Transportation Commission (MTC), Modesto Irrigation District, Monterey One Water, Nevada Irrigation District, Newark Chamber of Commerce, North American Blueberry Council/U.S. Highbush Blueberry Council (NABC/USHBC), Oakland Housing Authority, Olivehurst Public Utility District, Orange County Employees Retirement System (OCERS), Placer County Transportation Planning Agency (PCTPA), Port of Long Beach (CA), Rogue Valley Sewer Services, Sacramento Area Flood Control Agency (SAFCA), Sacramento Area Sewer District, Sacramento Employment & Training Agency (SETA), Sacramento Public Library Authority, Sacramento Suburban Water District, San Benito Council of Governments, San Benito County Water District, San Joaquin County Employees’ Retirement Association (SJCERA), San Joaquin Tributaries Authority, San Rafael Sanitation District (SRSD), San Ramon Valley Fire Protection District, Sonoma County Library, South Coast Air Quality Management District, Tri-City Mental Health Authority (TCMHA), Truckee-Donner Public Utility District (TDPUD), Tuolumne Utilities District, Valley Water, West Basin Municipal Water District.
Nonprofit and Joint Powers Authorities (JPAs): California Corrections, California Municipal Utilities Association (CMUA), Center Point, Central California Legal Services (CCLS), Community Food Bank, Community Works, Dogs for Better Lives/Dogs for the Deaf, Downtown Streets Team, East Bay Regional Communications Systems Authority, First 5 (Alameda County, California Association, Fresno, Santa Barbara County, San Mateo), Futures Without Violence (Family Violence Protect Fund), Gold Coast Health, Greater Richmond Interfaith Program (GRIP), LA Public Media, Latino Public Broadcasting, Los Angeles Unified School District (LAUSD), Northern Valley Catholic Social Service (NVCSS), Options Recovery, Radio Bilingüe, Sacramento County Superior Court, Sacramento Public Library Authority (SPLA), Santa Barbara Superior Court, Santa Cruz County Animal Services Authority, Teton County Joint Housing Authority (TCJHA), Transitions-Mental Health Association, Valley Consortium for Medical Education (VCME), Water Forum, West Angeles Church of God in Christ.
Private Organizations: CDS Publications, Central California Truck and Trailer, Morton & Pitalo, NAVA, SWEED, Tekmanagement, Touchstone Accounting.
Consulting services (classification and compensation services, competency modeling, job description development, job family development, job analysis): City of Fremont (CA), City of Medford (OR), City of Santa Maria (CA), City of Santa Paula (CA), County of Humboldt (CA), County of Mariposa (CA), County of Santa Barbara (CA), and County of San Luis Obispo (CA).
WWW.WBCPINC.COM/JOB-BOARD PAGE 4
Cities of: Anaheim (CA), Arcata (CA), Ashland (OR), Astoria (CA), Atwater (CA), Berkeley (CA), Boulder City (NV), Calistoga (CA), Central Point (OR), Ceres (CA), Chandler (AZ), Colfax (CA), Corte Madera (CA), Culver City (CA), Davis (CA), Dunsmuir (CA), Duvall (WA), Fort Worth (TX), Fremont (CA), Fresno (CA), Garibaldi (OR), Gold Hill (OR), Grants Pass (OR), Hemet (CA), Hubbard (OR), Independence (OR), Irvine (CA), Laguna Beach (CA), Larkspur (CA), Lincoln (CA), Livermore (CA), Livingston (CA), Long Beach (CA), Medford (OR), Milpitas (CA), Napa (CA), Novato (CA), Oakland (CA), Orinda (CA), Oxnard (CA), Palo Alto (CA), Park City (UT), Pasadena (CA), Petaluma (CA), Phoenix (AZ), Phoenix (OR), Pismo Beach (CA), Port Hueneme (CA), Portola Valley (CA), Redding (CA), Riverside (CA), Rochester (NY), Rocklin (CA), Rogue River (OR), Roseville (CA), Sacramento (CA), San Francisco (CA), San Rafael (CA), Santa Maria (CA), Santa Monica (CA), Santa Paula (CA), Santa Rosa (CA), Solvang (CA), Sonoma (CA), South Pasadena (CA), Sutter Creek (CA), Talent (OR), Truckee (CA), Ventura (CA), Vernon (CA), Victorville (CA), West Hollywood (CA), Windsor (CA).
Counties of: Alameda (CA), Colusa (CA), Contra Costa (CA), Del Norte (CA), El Paso (CO), Fresno (CA), Humboldt (CA), Jackson (OR), King (WA), Lake (CA), Lane (OR), Los Angeles (CA), Marin (CA), Mariposa (CA), Mendocino (CA), Merced (CA), Mono (CA), Napa (CA), Nevada (CA), Orange (CA), Placer (CA), Riverside (CA), Sacramento (CA), San Benito (CA), San Bernardino (CA), San Diego (CA), San Francisco (CA), San Joaquin (CA), San Luis Obispo (CA), San Mateo (CA), Santa Barbara (CA), Santa Clara (CA), Santa Cruz (CA), Shasta (CA), Solano (CA), Sonoma (CA), Stanislaus (CA), Tehama (CA), Tuolumne (CA), Yolo (CA), Yuba (CA).
Local and National Councils, Boards, and Districts: Bear Valley Community Services District, Boulder Creek Fire Protection District, California Prison Industry Authority (CALPIA), Cosumnes Community Services District, Hass Avocado Board (HAB), Jackson County Fire District 5, Los Angeles County Employees Retirement Association (LACERA), Mendocino County Air Quality Management District, Metropolitan Transportation Commission (MTC), Modesto Irrigation District, Monterey One Water, Nevada Irrigation District, Newark Chamber of Commerce, North American Blueberry Council/U.S. Highbush Blueberry Council (NABC/USHBC), Oakland Housing Authority, Olivehurst Public Utility District, Orange County Employees Retirement System (OCERS), Placer County Transportation Planning Agency (PCTPA), Port of Long Beach (CA), Rogue Valley Sewer Services, Sacramento Area Flood Control Agency (SAFCA), Sacramento Area Sewer District, Sacramento Employment & Training Agency (SETA), Sacramento Public Library Authority, Sacramento Suburban Water District, San Benito Council of Governments, San Benito County Water District, San Joaquin County Employees’ Retirement Association (SJCERA), San Joaquin Tributaries Authority, San Rafael Sanitation District (SRSD), San Ramon Valley Fire Protection District, Sonoma County Library, South Coast Air Quality Management District, Tri-City Mental Health Authority (TCMHA), Truckee-Donner Public Utility District (TDPUD), Tuolumne Utilities District, Valley Water, West Basin Municipal Water District.
Nonprofit and Joint Powers Authorities (JPAs): California Corrections, California Municipal Utilities Association (CMUA), Center Point, Central California Legal Services (CCLS), Community Food Bank, Community Works, Dogs for Better Lives/Dogs for the Deaf, Downtown Streets Team, East Bay Regional Communications Systems Authority, First 5 (Alameda County, California Association, Fresno, Santa Barbara County, San Mateo), Futures Without Violence (Family Violence Protect Fund), Gold Coast Health, Greater Richmond Interfaith Program (GRIP), LA Public Media, Latino Public Broadcasting, Los Angeles Unified School District (LAUSD), Northern Valley Catholic Social Service (NVCSS), Options Recovery, Radio Bilingüe, Sacramento County Superior Court, Sacramento Public Library Authority (SPLA), Santa Barbara Superior Court, Santa Cruz County Animal Services Authority, Teton County Joint Housing Authority (TCJHA), Transitions-Mental Health Association, Valley Consortium for Medical Education (VCME), Water Forum, West Angeles Church of God in Christ.
Private Organizations: CDS Publications, Central California Truck and Trailer, Morton & Pitalo, NAVA, SWEED, Tekmanagement, Touchstone Accounting.
Consulting services (classification and compensation services, competency modeling, job description development, job family development, job analysis): City of Fremont (CA), City of Medford (OR), City of Santa Maria (CA), City of Santa Paula (CA), County of Humboldt (CA), County of Mariposa (CA), County of Santa Barbara (CA), and County of San Luis Obispo (CA). 149
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onfidential
II. BACKGROUND & QUALIFICATIONS.......................................................
BELOW IS A LIST OF SIMILAR RECRUITMENTS WBCP HAS MANAGED:
INDUSTRIES
Organizational Leadership
Economic Development
Facilities & Operations
Financial, Administrative
Services, Accounting, Auditing
Health & Human Services,
Housing, Unhoused
HR, Risk, Labor/Employee
Relations
Information Technology
Legal, Counsel, Clerk
Library
Marketing, Communications, PR
Parks & Rec, Community
Services, Arts
Planning, Environmental,
Community Development,
Building, Transit
Public Safety
Public Works, Transportation,
Engineering
ORGANIZATIONAL LEADERSHIP
City Manager, City of Atwater, CA
City Manager, City of Boulder City, NV
City Manager, City of Ceres, CA
City Manager, City of Colfax, CA
City Manager, City of Dunsmuir, CA
City Manager, City of Garibaldi, OR
City Manager, City of Gold Hill, OR
City Manager, City of Independence, OR
City Manager, City of Oxnard, CA
City Manager, City of Pasadena, CA
City Manager, City of Parlier, CA
City Manager, City of Petaluma, CA
City Manager, City of Phoenix, OR
City Manager, City of Port Hueneme, CA
City Manager, City of Santa Maria, CA
City Manager, City of Santa Rosa, CA
City Manager, City of Sonoma, CA
City Manager, City of Talent, OR
City Manager, City of Tillamook, OR
City Manager, City of Ventura, CA
Chief Executive Officer, CalPIA (California Prison Authority), CA Chief Executive Officer, Downtown Streets Team, CA
Chief Executive Officer, Newark Chamber of Commerce, CA Chief Executive Officer, San Joaquin County Employees’ Retirement Association (SJCERA), CA Chief Executive Officer, San Joaquin Tributaries Authority, CA County Executive Officer, County of Shasta, CA
County Administrative Officer, San Benito County, CA
ACAO - Assistant County Administrator, County of San Joaquin, CA ACAO/HR Director, County of Mariposa, CA
ACEO - Assistant County Administrative Officer, County of Santa Barbara, CA ACEO - Assistant County Executive Officer, County of Napa, CA Town Manager, Town of Truckee, CA
Town Manager, Town of Windsor, CA
Assistant City Manager (Municipal Services), City of Sacramento, CA Assistant City Manager (Public Safety), City of Sacramento, CA Deputy City Manager, City of Long Beach, CA
City Administrator, City of Duvall, WA
City Administrator, City of Hubbard, OR
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onfidential
II. BACKGROUND & QUALIFICATIONS.......................................................
Check out our full list of
recruitments here:
https://tinyurl.com/3j9bdd79
ORGANIZATIONAL LEADERSHIP (CON'T)
City Administrator, City of Rogue River, OR
Chief Operating Officer, Futures Without Violence, CA
Chief Operating Officer, WBCP Inc., OR
Chief Operating Officer - IT and Administrative Services, Valley Water, CA Chief Operating Officer - Water Utility Enterprise, Valley Water, CA Chief Operating Officer/Executive Director, Valley Consortium of Medical Education, CA General Manager, Bear Valley Community Services District, CA General Manager, Los Angeles Public Media, CA
General Manager, Olivehurst Public Utility District, CA General Manager, Radio Bilingüe, CA
General Manager, San Benito County Water District, CA
General Manager, Santa Cruz County Animal Services Authority, CA General Manager, Tuolumne Utilities District, CA
Assistant General Manager Water Operations, Modesto Irrigation District, CA Executive Director, California Municipal Utilities Association (CMUA), CA Executive Director, First 5 Association of California, CA Executive Director, Water Forum, CA
Executive Director, San Benito Council of Governments, CA Executive Director, Placer County Transportation Planning Agency, CA Executive Director, Teton County Joint Housing Authority, ID Executive Director, Arts Commission, County of Santa Barbara, CA Executive Director, Latino Public Broadcasting, CA
Executive Director, Northern Valley Catholic Social Service, Redding, CA Executive Director, Greater Richmond Interfaith Program, CA Executive Director, Options Recovery Services, CA
Executive Director, Sacramento Employment and Training Agency (SETA), CA Executive Director, Pacific Gateway Workforce Innovation Network (PGWIN), City of Long Beach, CA Executive Director, Tri-City Mental Health Authority, CA Executive Director, First 5 Fresno, CA
Executive Director, First 5 Santa Barbara County, CA
Assistant Executive Director, First 5 San Mateo, CA
Executive Director - Police Accountability Board, City of Rochester, NY Executive Director, San Joaquin Tributaries Authority, CA Chief Animal Control Officer, City of Sacramento, CA
Chief Deputy Director, ISD, County of Los Angeles, CA
Vice President/Business Development Director, WBCP Inc., OR Executive Vice President, Center Point, CA
WWW.WBCPINC.COM/JOB-BOARD PAGE 6
Check out our full list of
recruitments here:
https://tinyurl.com/3j9bdd79
151
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onfidential
II. BACKGROUND & QUALIFICATIONS.......................................................
RECRUITING WITH DIVERSITY IN MIND
Since partnering with the country’s largest network of diversity job boards, we have seen a 21% increase in diverse applicants and a 13% increase in diverse candidates placed in positions with our clients. This demonstrates WBCP's dedication to expanding outreach and removing barriers to apply, ensuring access to a highly qualified and diverse applicant pool.
WBCP understands the complexities of
meeting the needs of a diverse community,
and we provide a thorough, complete, and
fair recruitment process.
Streamline and Satisfy the RFP Process
to receive recruiting on demand. Reach
out to WBCP today for more information.
When you post a job with WBCP, it is automatically shared across 600 diversity job boards, maximizing reach and ensuring access to a wide and inclusive pool of talent. We also utilize the largest diversity database with over 160 million resumes and 15,000 community based organization contacts to expand our search.
LinkedIn:
As LinkedIn recruiters, we have access to
over 1 Billion profiles, allowing us to
evaluate candidates' backgrounds,
education, experience, licensure, and more.
AI:
WBCP also leverages AI tools to gather
additional information to effectively reach
future applicants and candidates contact
information for emails and phone numbers.
600 Diversity Job Boards:
Scan to learn more!
WWW.WBCPINC.COM/JOB-BOARD PAGE 7
152
WHY CHOOSE WBCP
Proven Expertise:
Over 20 Years in Business and 100+ Years
of Experience: With over a century of
combined experience, our recruitment
professionals excel in public service sectors,
including cities, counties, utilities, special
districts, joint powers authorities, and nonprofits. Our proven track record ensures expertise tailored to your needs.
100% Success Rate: In 2024, we achieved a
100% success rate, successfully filling every
position we managed including partial and
full scope services from engineering,
planning, finance, health and human services,
legal, legislative, hard-to-fill civil service
positions, and many more! We deliver results
no matter what the challenge.
Employer Recognition: WBCP has been
recognized as Oregon’s TOP 100 EMPLOYERS.
HR Teams Trust Us: We simplify the recruitment
process, managing every detail so HR teams can
focus on other priorities. From sourcing
candidates to scheduling interviews and
providing updates, our seamless approach saves
time, reduces stress, and ensures results.
Strategic Marketing and Advertising: Our
marketing team designs targeted campaigns
using diverse, cost-effective channels powered
by AI. These campaigns maximize reach while
staying within budget and include:
Diverse Applicant Pools: Access to over 600
diversity-focused job boards, 15,000
diversity affiliations, and 120 million resumes
ensures diversity is integral to our process.
LinkedIn Recruiter Expertise: With access to
230 million U.S. profiles, we connect you with
top-tier talent.
AI-Driven Talent Acquisition: Advanced AI
strategies enhance efficiency and uncover
new candidate engagement opportunities.
Trusted Partners and Culture Cultivators: We
go beyond finding candidates by building trust
with your team and stakeholders. Our tailored
strategies align top talent with your
organizational culture, ensuring a collaborative
and thoughtful recruitment process.
Recruiting with Competencies: Ensures a fair,
measurable, and effective hiring process. This
strategic approach helps identify the client’s
needs and then assesses candidates on the
critical skills and behaviors for success.
Benefits:
Fairness: Focuses on role-specific
competencies.
Measurability: Provides objective evaluation
criteria.
Better Matches: Aligns talent with
organizational and cultural needs.
Equitable: Reduces bias with standardized
assessments.
Recruiting with competencies delivers highquality, measurable solutions that ensure the best candidates for your team’s success and
cultural alignment.
Timely and effective background and
Reference Checks: WBCP partners with a
trusted third party for thorough background
checks and relies on a 30-year public safety
veteran, retired as a police chief, and an expert in
employee investigations, to conduct expert
reference verifications. This ensures accuracy,
professionalism, and confidence in every hiring
decision.
Guaranteed Satisfaction: We stand behind our
work with a 12-24 month guarantee. If the initial
placement doesn’t work out, we will conduct a
replacement search at no additional consulting
fee, ensuring lasting value for your investment.
WWW.WBCPINC.COM/JOB-BOARD PAGE 8
II. BACKGROUND & QUALIFICATIONS.......................................................
WWW.WBCPINC.COM/JOB-BOARD PAGE 8
WHY CHOOSE WBCP
Proven Expertise:
Over 20 Years in Business and 100+ Years
of Experience: With over a century of
combined experience, our recruitment
professionals excel in public service sectors,
including cities, counties, utilities, special
districts, joint powers authorities, and nonprofits. Our proven track record ensures expertise tailored to your needs.
100% Success Rate: In 2024, we achieved a
100% success rate, successfully filling every
position we managed including partial and
full scope services from engineering,
planning, finance, health and human services,
legal, legislative, hard-to-fill civil service
positions, and many more! We deliver results
no matter what the challenge.
Employer Recognition: WBCP has been
recognized as Oregon’s TOP 100 EMPLOYERS.
HR Teams Trust Us: We simplify the recruitment
process, managing every detail so HR teams can
focus on other priorities. From sourcing
candidates to scheduling interviews and
providing updates, our seamless approach saves
time, reduces stress, and ensures results.
Strategic Marketing and Advertising: Our
marketing team designs targeted campaigns
using diverse, cost-effective channels powered
by AI. These campaigns maximize reach while
staying within budget and include:
Diverse Applicant Pools: Access to over 600
diversity-focused job boards, 15,000
diversity affiliations, and 120 million resumes
ensures diversity is integral to our process.
LinkedIn Recruiter Expertise: With access to
230 million U.S. profiles, we connect you with
top-tier talent.
AI-Driven Talent Acquisition: Advanced AI
strategies enhance efficiency and uncover
new candidate engagement opportunities.
Trusted Partners and Culture Cultivators: We
go beyond finding candidates by building trust
with your team and stakeholders. Our tailored
strategies align top talent with your
organizational culture, ensuring a collaborative
and thoughtful recruitment process.
Recruiting with Competencies: Ensures a fair,
measurable, and effective hiring process. This
strategic approach helps identify the client’s
needs and then assesses candidates on the
critical skills and behaviors for success.
Benefits:
Fairness: Focuses on role-specific
competencies.
Measurability: Provides objective evaluation
criteria.
Better Matches: Aligns talent with
organizational and cultural needs.
Equitable: Reduces bias with standardized
assessments.
Recruiting with competencies delivers highquality, measurable solutions that ensure the best candidates for your team’s success and
cultural alignment.
Timely and effective background and
Reference Checks: WBCP partners with a
trusted third party for thorough background
checks and relies on a 30-year public safety
veteran, retired as a police chief, and an expert in
employee investigations, to conduct expert
reference verifications. This ensures accuracy,
professionalism, and confidence in every hiring
decision.
Guaranteed Satisfaction: We stand behind our
work with a 12-24 month guarantee. If the initial
placement doesn’t work out, we will conduct a
replacement search at no additional consulting
fee, ensuring lasting value for your investment.
153
WBCP’s Impact
Proven Expertise: Over 20 Years in Business
and 100+ Years of Experience
Impact: Leverage unmatched industry
knowledge to recruit the best talent for your
organization. Whether you're a city, utility, or
non-profit, our expertise ensures tailored
solutions that drive operational success and
meet your unique challenges.
100% Success Rate
Impact: Gain peace of mind knowing every
position—no matter how specialized or hard-tofill—will be successfully filled with top talent, ensuring your team remains fully staffed and
operational without delays.
WBCP is one of Oregon’s TOP 100 EMPLOYERS.
Impact: Ensuring employee satisfaction, and a
supportive workplace culture, reflecting our
dedication to our team and clients.
HR Teams Trust Us
Impact: Free up your HR team to focus on
strategic priorities while we manage the details
of recruitment. This reduces workload, eliminates
stress, and ensures a seamless hiring experience
with top-quality results.
Strategic Marketing and Advertising
Impact: Reach the most qualified candidates
while staying budget-conscious. Our innovative
marketing ensures diverse and inclusive
applicant pools, connects you with elite talent,
and uses AI-driven strategies to optimize
efficiency and engagement:
Diverse Talent Pools: Builds teams that
reflect your community and drive innovation
through diverse perspectives.
LinkedIn Recruiter Expertise: Ensures an
inclusive process, that quickly identifies toptier professionals that meet your specific needs.
AI-Driven Tools: Keeps you ahead of the
curve with faster, smarter and more effective
hiring solutions.
Trusted Partners and Culture Cultivators
Impact: Build a stronger, more cohesive team by
hiring talent that aligns with your organization’s
culture and values. Our collaborative approach
fosters trust and creates long-term benefits for
your workplace.
Recruiting with Competencies
Impact: Make confident hiring decisions with a
proven model that targets technical and
interpersonal skills, ensuring candidates not only
meet role requirements but excel in them. This
reduces turnover and boosts performance and
promotes:
Fairness: Focuses on role-specific
competencies.
Measurability: Provides objective evaluation
criteria.
Better Matches: Aligns talent with
organizational and cultural needs.
Equity: Reduces bias with standardized
assessments.
Timely and effective Background and
Reference Checks
Impact: Hire with confidence knowing every
candidate has been thoroughly vetted. Our
expert-led investigations ensure you onboard
reliable, trustworthy individuals, safeguarding
your organization’s reputation and operations.
Guaranteed Satisfaction
Impact: Reduce the risk of a bad hire with our
12–24 month guarantee. If a placement doesn’t
work out, we’ll find a replacement at no
additional cost, maximizing your return on
investment and ensuring long-term success.
WWW.WBCPINC.COM/JOB-BOARD PAGE 9
II. BACKGROUND & QUALIFICATIONS.......................................................
WWW.WBCPINC.COM/JOB-BOARD PAGE 9
WBCP’s Impact
Proven Expertise: Over 20 Years in Business
and 100+ Years of Experience
Impact: Leverage unmatched industry
knowledge to recruit the best talent for your
organization. Whether you're a city, utility, or
non-profit, our expertise ensures tailored
solutions that drive operational success and
meet your unique challenges.
100% Success Rate
Impact: Gain peace of mind knowing every
position—no matter how specialized or hard-tofill—will be successfully filled with top talent, ensuring your team remains fully staffed and
operational without delays.
WBCP is one of Oregon’s TOP 100 EMPLOYERS.
Impact: Ensuring employee satisfaction, and a
supportive workplace culture, reflecting our
dedication to our team and clients.
HR Teams Trust Us
Impact: Free up your HR team to focus on
strategic priorities while we manage the details
of recruitment. This reduces workload, eliminates
stress, and ensures a seamless hiring experience
with top-quality results.
Strategic Marketing and Advertising
Impact: Reach the most qualified candidates
while staying budget-conscious. Our innovative
marketing ensures diverse and inclusive
applicant pools, connects you with elite talent,
and uses AI-driven strategies to optimize
efficiency and engagement:
Diverse Talent Pools: Builds teams that
reflect your community and drive innovation
through diverse perspectives.
LinkedIn Recruiter Expertise: Ensures an
inclusive process, that quickly identifies toptier professionals that meet your specific needs.
AI-Driven Tools: Keeps you ahead of the
curve with faster, smarter and more effective
hiring solutions.
Trusted Partners and Culture Cultivators
Impact: Build a stronger, more cohesive team by
hiring talent that aligns with your organization’s
culture and values. Our collaborative approach
fosters trust and creates long-term benefits for
your workplace.
Recruiting with Competencies
Impact: Make confident hiring decisions with a
proven model that targets technical and
interpersonal skills, ensuring candidates not only
meet role requirements but excel in them. This
reduces turnover and boosts performance and
promotes:
Fairness: Focuses on role-specific
competencies.
Measurability: Provides objective evaluation
criteria.
Better Matches: Aligns talent with
organizational and cultural needs.
Equity: Reduces bias with standardized
assessments.
Timely and effective Background and
Reference Checks
Impact: Hire with confidence knowing every
candidate has been thoroughly vetted. Our
expert-led investigations ensure you onboard
reliable, trustworthy individuals, safeguarding
your organization’s reputation and operations.
Guaranteed Satisfaction
Impact: Reduce the risk of a bad hire with our
12–24 month guarantee. If a placement doesn’t
work out, we’ll find a replacement at no
additional cost, maximizing your return on
investment and ensuring long-term success.
154
WWW.WBCPINC.COM PAGE 10
Confidential
III. GUARANTEE..................................................................................................
IV. ORGANIZATIONAL CHART......................................................................
WENDI BROWN
President/Sr. Recruiter
MANAGEMENT/RECRUITERS ADMINISTRATIVE PROFESSIONALS EXECUTIVE LEADERSHIP TERI MAUSNISICH
Sr. Executive
Recruiter
LEAH MURPHY
Project Manager
THERESA COLLINS
Project Manager
JOSETTE
REINA-LUKEN
Executive
Recruiter
WENDI BROWN
President/Sr. Recruiter
MAGGIE
ALEXANDRE
Executive Search
Associate
MANAGEMENT/RECRUITERS
STEPHANIE
LAWSON
Recruitment
Manager
ADMINISTRATIVE PROFESSIONALS EXECUTIVE
LEADERSHIP TERI MAUSNISICH
Sr. Executive
Recruiter
LAUREN
GERSON
Executive
Recruiter
LEVI
KUHLMAN
Executive
Recruiter
NAOMI ORR
Project Manager
RYAN BROWN
IT Technician II
DD
GRISSOM
Talent Acquisition
Manager
KARLEE BECKSTEAD
Marketing & Communications
Manager
SOFIA QURAISHI
Talent Acquisition
Specialist
JAMI GILMAN
Marketing Assistant
ANNA BROWN
Talent Acquisition
Specialist
MADDY SCHWARZ
Marketing & Events
Coordinator
AIMEE KUHLMAN
Operations Assistant
LEAH MURPHY
Project Manager
MARTHA CHAVARRIA
Talent Acquisition
Specialist
ANGELA EDWARDS
Talent Acquisition
Specialist
JOSETTE
REINA-LUKEN
Executive
Recruiter
KATIE GARROTTO
Recruitment Assistant
LANE NOLAN
Project Manager
HEATHER JACK
Director of Finance &
Operations
ALEX LE
Copywriter
DEE LAREZ
Recruitment Assistant
JAYCE HERBOLD
Recruitment Assistant
RICHARD KUHNS
Vice President
of Recruitment & Culture
ADAM
OPPEGAARD
Executive
Recruiter
BILL LANDIS
Public Safety
Investigator
CHRISTY
WURSTER
Sr. Facilitator
ALAN ROSEN
Executive Recruiter/
Sr. Facilitator
BERNIE LICATA
Organizational
Development Consultant
RIVKAH SASS
Retired Library
Director/Sr. Facilitator
WILLIAM
RACOWSCHI
Fire/Public Safety
MIKE LUKEN
Sr. Facilitator
CREATIVE PARTNERS / SENIOR ADVISORS
WBCP is a 100% woman-owned business. Staff and consultants are a diverse mix of gender/ethnicity Age ranges from 24 - 70+
WBCP STATISTICS
BRUCE GRIFFITHS
Organizational
Psychologist
STEVE BROWN
National Account
Manager
WBCP Inc. provides either a placement guarantee, or a replacement guarantee as determined by the recruitment outcome and defined below:
Successful Placement Guarantee: We guarantee a successful placement and will provide continued consulting services for one additional recruitment at no extra consulting fee. The client will be responsible for any direct expenses.
OR
Replacement Guarantee: If a candidate selected and appointed by the client leaves their position for any reason before completing 12 months of service, WBCP will provide consulting services at no additional cost to secure a replacement. The client will be responsible for any direct expenses. This guarantee applies to one replacement within one year of the candidate’s departure.
SHANI PEARCE
Project Manager
WWW.WBCPINC.COM PAGE 10
WBCP Inc. provides either a placement guarantee, or a replacement guarantee as determined by the recruitment outcome and defined below:
Successful Placement Guarantee: We guarantee a successful placement and will provide continued consulting services for one additional recruitment at no extra consulting fee. The client will be responsible for any direct expenses.
OR
Replacement Guarantee: If a candidate selected and appointed by the client leaves their position for any reason before completing 12 months of service, WBCP will provide consulting services at no additional cost to secure a replacement. The client will be responsible for any direct expenses. This guarantee applies to one replacement within one year of the candidate’s departure.
President/Sr. Recruiter
HEATHER JACK
Director of Finance &
Operations
RICHARD KUHNS
Vice President
of Recruitment & Culture
EXECUTIVE
WENDI BROWN
LEADERSHIP
RICHARD KUHNS
MAGGIE
ALEXANDRE
Executive Search
Associate
STEPHANIE
LAWSON
Recruitment
Manager
NISICH
Sr. Executive
Recruiter
LAUREN
GERSON
Executive
Recruiter
LEVI
KUHLMAN
Executive
Recruiter
DD
GRISSOM
Talent Acquisition
Manager
KARLEE BECKSTEAD
Marketing & Communications
Manager
REINA-LUKEN
Executive
Recruiter
ADAM
OPPEGAARD
Executive
Recruiter
MANAGEMENT/RECRUITERS
JOSETTE TERI MAUSNAOMI ORR
Project Manager
RYAN BROWN
IT Technician II
SOFIA QURAISHI
Talent Acquisition
Specialist
JAMI GILMAN
Marketing Assistant
ANNA BROWN
Talent Acquisition
Specialist
MADDY SCHWARZ
Marketing & Events
Coordinator
AIMEE KUHLMAN
Operations Assistant
Project Manager
MARTHA CHAVARRIA
Talent Acquisition
Specialist
ANGELA EDWARDS
Talent Acquisition
Specialist
KATIE GARROTTO
Recruitment Assistant
LANE NOLAN
Project Manager
ALEX LE
Copywriter
DEE LAREZ
Recruitment Assistant
JAYCE HERBOLD
Recruitment Assistant
SHANI PEARCE
Project Manager
ADMINISTRATIVE PROFESSIONALS
LEAH MURPHY NAOMI ORR
ADMINISTRATIVE PROFESSIONALS
BILL LANDIS
Public Safety
Investigator
CHRISTY
WURSTER
Sr. Facilitator
ALAN ROSEN
Executive Recruiter/
Sr. Facilitator
BERNIE LICATA
Organizational
Development Consultant
RIVKAH SASS
Retired Library
Director/Sr. Facilitator
WILLIAM
RACOWSCHI
Fire/Public Safety
MIKE LUKEN
Sr. Facilitator
WBCP is a 100% woman-owned business. Staff and consultants are a diverse mix of gender/ethnicity Age ranges from 24 - 70+
BRUCE GRIFFITHS
Organizational
Psychologist
STEVE BROWN
National Account
Manager
CREATIVE PARTNERS / SENIOR ADVISORS
WBCP STATISTICS
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Confidential
V. WBCP KEY STAFF........................................................................................
I am the President of WBCP, with over 20 years of experience in marketing and advertising and combine this with my background in recruiting to successfully place hard-to-fill, management, and executive positions. My team and I are passionate about helping organizations improve their recruitment services, place great talent, conduct department assessments, redesign antiquated processes, revise job descriptions, conduct salary and benchmark studies, and more. I have worked in various industries – advertising and public relations, national real estate franchisor, global manufacturing – and I have worked with nonprofit and public sector organizations since 1999. Formerly, I was an internal Human Resources Consultant for the County of Orange, California, providing countywide communications, human resources, executive search, and recruiter training services to the Assistant Chief Executive Office/Human Resources Director and, at that time, 25 decentralized departments, with 17,000 employees, serving a community of 300,000. I have a Bachelor’s of Science in Business Administration with an emphasis in Marketing from Colorado Technical University; have earned several certificates in Project Management, Global Business, Marketing, and Human Resources; and working toward a Master’s in Management at Southern Oregon University
WENDI BROWN
Lead Consultant/
Sr. Executive
Recruiter
Richard Kuhns is a retired County Administrative Officer with over 28 years of experience in the Public Sector. He is currently the VP of Recruiting and Organizational Culture for WBPC. Richard began his career in Law Enforcement, transferring his focus to Administration where he served as the Director of Housing and Community Action, Behavioral Health, General Services, and Solid Waste. Richard has a “find a way, to find a way” mentality. With his vast knowledge and experience in the Public Sector he has an intuitive understanding of working with government leaders, policy makers, and the public.
Richard achieved a Bachelor of Science in Business Management, a Master of Arts in Behavioral Science with an emphasis in Conflict Resolution and Negotiations, and a Doctorate in Clinical Psychology.
For the past three years Richard has worked as an Executive Recruiter and Behavioral Health Consultant. As a Consultant, he worked with several Northern California Counties creating and implementing the newly state mandated 24/7 Mobile Crisis. He has now focused his time and efforts on assisting WBCP clients in finding and securing the top candidate for your organization.
RICHARD KUHNS
Vice President of
Recruiting
& Culture
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I am the President of WBCP, with over 20 years of experience in marketing and advertising and combine this with my background in recruiting to successfully place hard-to-fill, management, and executive positions. My team and I are passionate about helping organizations improve their recruitment services, place great talent, conduct department assessments, redesign antiquated processes, revise job descriptions, conduct salary and benchmark studies, and more. I have worked in various industries – advertising and public relations, national real estate franchisor, global manufacturing – and I have worked with nonprofit and public sector organizations since 1999. Formerly, I was an internal Human Resources Consultant for the County of Orange, California, providing countywide communications, human resources, executive search, and recruiter training services to the Assistant Chief Executive Office/Human Resources Director and, at that time, 25 decentralized departments, with 17,000 employees, serving a community of 300,000. I have a Bachelor’s of Science in Business Administration with an emphasis in Marketing from Colorado Technical University; have earned several certificates in Project Management, Global Business, Marketing, and Human Resources; and working toward a Master’s in Management at Southern Oregon University
Richard Kuhns is a retired County Administrative Officer with over 28 years of experience in the Public Sector. He is currently the VP of Recruiting and Organizational Culture for WBPC. Richard began his career in Law Enforcement, transferring his focus to Administration where he served as the Director of Housing and Community Action, Behavioral Health, General Services, and Solid Waste. Richard has a “find a way, to find a way” mentality. With his vast knowledge and experience in the Public Sector he has an intuitive understanding of working with government leaders, policy makers, and the public.
Richard achieved a Bachelor of Science in Business Management, a Master of Arts in Behavioral Science with an emphasis in Conflict Resolution and Negotiations, and a Doctorate in Clinical Psychology.
For the past three years Richard has worked as an Executive Recruiter and Behavioral Health Consultant. As a Consultant, he worked with several Northern California Counties creating and implementing the newly state mandated 24/7 Mobile Crisis. He has now focused his time and efforts on assisting WBCP clients in finding and securing the top candidate for your organization.
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Confidential
V. WBCP KEY STAFF........................................................................................
LAUREN GERSON
Executive Recruiter
Lauren Gerson is a seasoned Executive Recruiter at WBCP, where she draws on over 15 years of experience in career services, customer relations, and operations. Her recruiting expertise extends across various industries, with notable success in health and human services, utilities, and finance. Lauren has helped organizations across multiple states fill hard-to-hire positions at every level, from individual contributors to executives. Lauren’s diverse professional journey began in operations and events management, where she honed her expertise in human resources, business management, and regulatory compliance. She later transitioned to career services, and prior to joining WBCP, worked with a career coaching company helping job-seekers better leverage their skills and overcome barriers to employment. Lauren holds a Bachelor's degree in Philosophy from Whittier College. She brings a unique perspective to her role, and is committed to making a positive impact both professionally and personally. With her unwavering dedication and client-centric focus, Lauren continues to drive success and excellence in executive recruitment at WBCP.
Levi Kuhlman is an Executive Recruiter at WBCP, and an experienced professional with a multifaceted career spanning across executive recruitment, real estate, and entrepreneurship. He has worked extensively with local municipalities, special districts, and not-for-profit organizations across the Western region, with a focus in California, Oregon, and Idaho. Levi has conducted many successful recruitments in various industries including planning, rent stabilization and housing, engineering, finance, city management, transportation and transit, community development, building and safety, public safety, risk management, and information technology. Levi serves as a skilled and diplomatic liaison, earning a reputation for his personalized approach to recruiting. Before joining the ranks of WBCP, he advocated on behalf of tenants, landlord, and clients. With a diverse skill set and a commitment to excellence, Levi continues to make significant contributions to WBCP, his clients, and broadening the professional community one recruitment at a time.
LEVI KUHLMAN
Executive Recruiter
TERRI MAUS-NISICH
Sr. Executive Recruiter
Terri Maus-Nisich holds a pivotal role as one of our Senior Executive Recruiters, leveraging her extensive background as a distinguished leader in local government. With a local government career spanning over 40 years, Terri's journey includes transformative roles within the County of Santa Barbara, where she ascended from Parks Director to Assistant County Executive Officer, overseeing vital municipal and health/human service departments. Her remarkable impact encompasses leadership in Homeless Services, Communications, and Emergency Management, driving community engagement, disaster recovery, and support for vulnerable populations.
Before her tenure in Santa Barbara, Terri spent 15 years with the City of Santa Clarita in roles ranging from analyst to Deputy City Manager. Throughout her remarkable career, Terri prioritized strategic planning, organizational development, and innovative problem-solving, garnering numerous awards.
She holds a Bachelor’s Degree from UC Santa Barbara, a Masters of Public Administration from Cal State Northridge, and a graduate certificate from Harvard University’s JFK School of Government.
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Terri Maus-Nisich holds a pivotal role as one of our Senior Executive Recruiters, leveraging her extensive background as a distinguished leader in local government. With a local government career spanning over 40 years, Terri's journey includes transformative roles within the County of Santa Barbara, where she ascended from Parks Director to Assistant County Executive Officer, overseeing vital municipal and health/human service departments. Her remarkable impact encompasses leadership in Homeless Services, Communications, and Emergency Management, driving community engagement, disaster recovery, and support for vulnerable populations.
Before her tenure in Santa Barbara, Terri spent 15 years with the City of Santa Clarita in roles ranging from analyst to Deputy City Manager. Throughout her remarkable career, Terri prioritized strategic planning, organizational development, and innovative problem-solving, garnering numerous awards.
She holds a Bachelor’s Degree from UC Santa Barbara, a Masters of Public Administration from Cal State Northridge, and a graduate certificate from Harvard University’s JFK School of Government.
Levi Kuhlman is an Executive Recruiter at WBCP, and an experienced professional with a multifaceted career spanning across executive recruitment, real estate, and entrepreneurship. He has worked extensively with local municipalities, special districts, and not-for-profit organizations across the Western region, with a focus in California, Oregon, and Idaho. Levi has conducted many successful recruitments in various industries including planning, rent stabilization and housing, engineering, finance, city management, transportation and transit, community development, building and safety, public safety, risk management, and information technology. Levi serves as a skilled and diplomatic liaison, earning a reputation for his personalized approach to recruiting. Before joining the ranks of WBCP, he advocated on behalf of tenants, landlord, and clients. With a diverse skill set and a commitment to excellence, Levi continues to make significant contributions to WBCP, his clients, and broadening the professional community one recruitment at a time.
Lauren Gerson is a seasoned Executive Recruiter at WBCP, where she draws on over 15 years of experience in career services, customer relations, and operations. Her recruiting expertise extends across various industries, with notable success in health and human services, utilities, and finance. Lauren has helped organizations across multiple states fill hard-to-hire positions at every level, from individual contributors to executives. Lauren’s diverse professional journey began in operations and events management, where she honed her expertise in human resources, business management, and regulatory compliance. She later transitioned to career services, and prior to joining WBCP, worked with a career coaching company helping job-seekers better leverage their skills and overcome barriers to employment. Lauren holds a Bachelor's degree in Philosophy from Whittier College. She brings a unique perspective to her role, and is committed to making a positive impact both professionally and personally. With her unwavering dedication and client-centric focus, Lauren continues to drive success and excellence in executive recruitment at WBCP.
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V. WBCP KEY STAFF........................................................................................
Confidential
JOSETTE REINALUKEN
Executive Recruiter
Josette, an Executive Recruiter at WBCP, specializes in government finance and the water industry with nearly 30 years of experience. Her career began in IT, managing software implementations and leading training and sales teams. After earning her MBA, she transitioned to municipal agencies, holding various management positions, including Administrative Manager and Financial Manager. With expertise in budgeting, strategic planning, and organizational development, Josette has made significant contributions to the agencies she's served. She holds a Bachelor’s Degree in Political Science/Public Administration from the University of South Florida, an MBA from the University of Phoenix, and certificates in Human Resources from the California State University and Leadership from the University of Davis.
REVIEW OTHER EMPLOYEES & CONSULTANT
PARTNERS ON OUR WEBSITE:
WWW.WBCPINC.COM/WBCP-TEAM
Adam is an Executive Recruiter at WBCP with nearly 10 years of recruitment experience and a strong foundation in HR. He began his career in education and employee training, transitioning to HR where he held roles such as Team Coordinator and Foreign HR Advisor, managing recruitment, onboarding, and employee relations for international employees. Adam also worked as a Project Office/Communication Specialist for a foreign government agency, managing international projects and designing training workshops. He served as a Learning and Development Specialist for a national diplomatic training institution, developing training for senior diplomats. Recently, Adam was a Lead Talent Acquisition Specialist for an HR consulting organization and the Director of Recruitment and Employee Development for a financial services company, overseeing full-cycle recruitment, employee engagement initiatives, and leadership development. Adam brings his expertise in talent acquisition, project management, stakeholder engagement, employee relations, and HR consultation to WBCP, helping clients secure top candidates for their organizations.
ADAM OPPEGAARD
Executive Recruiter
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Josette, an Executive Recruiter at WBCP, specializes in government finance and the water industry with nearly 30 years of experience. Her career began in IT, managing software implementations and leading training and sales teams. After earning her MBA, she transitioned to municipal agencies, holding various management positions, including Administrative Manager and Financial Manager. With expertise in budgeting, strategic planning, and organizational development, Josette has made significant contributions to the agencies she's served. She holds a Bachelor’s Degree in Political Science/Public Administration from the University of South Florida, an MBA from the University of Phoenix, and certificates in Human Resources from the California State University and Leadership from the University of Davis.
Adam is an Executive Recruiter at WBCP with nearly 10 years of recruitment experience and a strong foundation in HR. He began his career in education and employee training, transitioning to HR where he held roles such as Team Coordinator and Foreign HR Advisor, managing recruitment, onboarding, and employee relations for international employees. Adam also worked as a Project Office/Communication Specialist for a foreign government agency, managing international projects and designing training workshops. He served as a Learning and Development Specialist for a national diplomatic training institution, developing training for senior diplomats. Recently, Adam was a Lead Talent Acquisition Specialist for an HR consulting organization and the Director of Recruitment and Employee Development for a financial services company, overseeing full-cycle recruitment, employee engagement initiatives, and leadership development. Adam brings his expertise in talent acquisition, project management, stakeholder engagement, employee relations, and HR consultation to WBCP, helping clients secure top candidates for their organizations.
REVIEW OTHER EMPLOYEES & CONSULTANT
PARTNERS ON OUR WEBSITE:
WWW.WBCPINC.COM/WBCP-TEAM
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VI. RECRUITMENT STRATEGY / PHASES....................................................
Confidential
WBCP knows how to customize your search strategy to meet your unique recruitment needs. We customize your recruitment based on the specific needs, target audience, and challenges for each recruitment; however, below is a baseline approach for most recruitments.
We require the Client and/or Search Committee, and other stakeholders identified by the Client, be involved in the initial and final phases of this recruitment. These are critical phases to ensure we obtain a clear sense of the priorities and the successful hire of the right candidate. WBCP will meet with various stakeholders as warranted by the Client and the level of the position in the organization. These meetings will allow us an opportunity to gather information and gain knowledge about the organization, community, and unique aspects of the recruitment to design the ideal candidate professional profile, advertising materials, and strategic approach
FEEDBACK OUTCOME / TIMELINE DEVELOPMENT
Following the Client/stakeholder meetings, we will develop a detailed timeline for the recruitment along with a proposed advertising plan for approval.
Immediately following the client feedback activities, we will draft the competencies for the recruitment and advertising material/recruitment brochure for the Client’s review.
This information will summarize what was learned from Client-related interviews and will be used to advertise the opening.
MARKETING STRATEGY & IMPLEMENTATION
WBCP will execute a customized marketing/ad plan once the job announcement is created. An ad plan could include the following (based on assumptions), and will be customized based on information gathered in Phase I:
We will provide weekly updates on the progress of this search unless the client prefers more or less frequent communications. We tailor our communications in accordance with our Client’s needs.
PHASE I
PHASE II
CLIENT & STAKEHOLDER MEETINGS
CREATIVE DEVELOPMENT
COMMUNICATION WITH CLIENT
WBCP utilizes digital advertising to obtain diverse applicant pools, leveraging local and national job boards, associations, and social media. In partnership with a diversity platform, our postings reach up to 600 local employment and diversity websites, connecting across 15,000+ community organizations and niche sites, tapping into a job bank of 2 million resumes. Our 2024 review indicates that 63% of candidates placed with WBCP clients have diverse backgrounds — a 21% increase from last year's review.
DIGITAL ADVERTISING WITH DIVERSITY IN MIND
EMAIL & DIRECT MAIL ADVERTISING
In addition to tapping into WBCP's existing pool of potential applicants, we have the capability to access various professional lists. We actively seek out additional lists through associations, contacts, and other strategic channels.
SOURCING/HEADHUNTING
WBCP employs a proactive approach by reaching out to targeted individuals and cultivating new connections through referrals from reputable sources. As a LinkedIn recruiter, we harness the power of over 350 million profiles to identify and engage with ideal candidates. Additionally, WBCP utilizes cutting-edge AI tools for precise Boolean searches, enabling us to uncover niche candidates effectively.
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WBCP knows how to customize your search strategy to meet your unique recruitment needs. We customize your recruitment based on the specific needs, target audience, and challenges for each recruitment; however, below is a baseline approach for most recruitments.
PHASE I
PHASE II
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VI. RECRUITMENT STRATEGY / PHASES....................................................
WBCP will review resumes as they are received and/or at the close of the recruitment. Those candidates determined to be the most highly qualified will be selected for a screening interview.
SCREENING INTERVIEWS / REPORT TO CLIENT
WBCP does not restrict the number of applicants or candidates to be screened. Rather, we interview candidates who meet our ideal candidate criteria; frequently this group amounts to 20 candidates, or on average 20% of the applicant pool. Following the completion of the phone screen interviews, we will develop a report/recommended shortlist of candidates, which includes: resumes, cover letters, and a one-page profile summary of candidates' professional history, including a brief overview of WBCP’s assessment and the results of their phone screen. We will meet with the selection committee/Client to review this report and select candidates for interviews. In this meeting, we will review the recruitment plan and discuss the final stages of the selection process.
WBCP will take responsibility for communicating with the applicants/candidates during each phase of the search process and Client should refer any inquiries from potential or existing applicants directly to WBCP.
SELECTION PROCESS
WBCP will design and administer an appropriate final selection process based on the needs of the Client (tailored to the need and recruitment). WBCP will facilitate the invitation and coordination of these meetings/interviews and provide additional assessment tools/recommendations such as interview questions, writing and presentation exercises, problem solving scenarios, etc.
PHASE III
PHASE IV
RESUME ASSESSMENT
COMMUNICATION WITH CANDIDATES
Following the interviews and the Client’s top candidate(s) selection, we will assist the Client with facilitating a thorough background and reference check.
A typical approach includes a review of federal, state, and local criminal background checks and academic verification by a licensed background agency. Reference checks are conducted over the phone by a senior consultant and a final report is provided to the Client. References are completed on candidate(s) being considered after initial/panel interviews.
COMMUNICATION WITH CLIENT
Once the client reviews and is comfortable with the
findings in the background and reference report, we are available to assist with negotiations on compensation, benefits, start date, and other transition details.
NEGOTIATIONS
Confidential
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PHASE III
PHASE IV
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Facilitate initial kick-off meeting with Client and other meetings that may include Executive Leadership, staff, community, and other stakeholders to assist with identifying the ideal candidate profile.
Assist Client hiring authority/stakeholders in modifying the job description (as needed), and develop a recruitment announcement, marketing materials, and advertising plan for the recruitment.
Attend all other meetings and engagements as needed or identified by the Client.
Implement advertising plan including: publication, headhunting, direct mail, and other online and email marketing efforts.
Provide timely updates and progress reports to the client regarding search services; every two weeks or as Client identifies is needed.
Preliminary internet searches will be conducted on recommended candidates.
Coordinate interview panel(s) as needed, or coordinate this process with Client.
Receive and review applicants and screen those applicants to identify top candidates. Top screened paper applicants will be video/phone screened by recruiter to identify the key competencies (technical and interpersonal) to assist in identifying the top group of candidates who will be recommended at the Client/WBCP shortlist meeting.
Facilitate shortlist meeting with Client – review and select candidates who will be invited to interview.
Coordinate invitations to candidates.
Develop interview questions and other selection details to meet specific needs and identify key competencies of candidates.
Facilitate interviews with panel(s).
Background and reference checks will be conducted with candidates who are identified as final candidates after initial Client interviews have been conducted. Background checks will typically include the following: criminal (local, state, and federal), education, credit, social security. References will be conducted based on a 360-degree perspective and will include staff, peers, and superiors. Onsite background services are available at an additional fee (see fees for details)
Facilitate offer and negotiations with selected candidate; as directed by Client.
VII. SCOPE OF WORK.......................................................................................
Confidential
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VIII. RECRUITMENT TIMELINE.......................................................................
BELOW IS A SAMPLE OF AN EXECUTIVE SEARCH TIMELINE THAT
WBCP WILL CUSTOMIZE FOR THIS RECRUITMENT
Week 1:
Secure services with search firm, WBCP, Inc.
WBCP can schedule a Kickoff meeting as soon as we are selected.
WBCP: review search parameters and recruiting processes with Client Interview with hiring authority and other stakeholders for competencies Identification of advertising venues and ideal candidate prospects Calls, meetings, or coordination with other stakeholders for information gathering Weeks 1 + 2:
Develop and approvals: recruitment process, deadlines, ad plan and strategy, recruitment timeline and brochure
Print coordination (if applicable)
Weeks 2 + 3:
OPEN RECRUITMENT AND AD PLAN: Implement marketing plan and direct mail (if applicable) Secure panel member calendars
Timeline may be extended if direct mail piece is included (i.e., print/postage) Finalize panel members and interview logistics and invitations to panel members Weeks 4, 5, + 6:
Receive applications –Collect and source applicants will continue until recruitment closes Weeks 7 + 8:
CLOSE RECRUITMENT AND ADVERTISING
Conduct initial phone screen to identify shortlist of candidates Preliminary check on shortlist candidates (Google search) Candidate profiles developed and short list recommendations to client Weeks 9 + 10:
MEETING - Client confirms selection of candidates to be advanced to panel interviews Finalize questions, presentation, in-basket (as determined) Coordinates invitations with selected top candidates (shortlist) Produce panel candidate interview packets
Weeks 10 + 11:
WBCP facilitates interview process – Interview process will be customized based on client and community needs:
Day 1: Panel Interviews Conducted; Day 2: 2nd Interviews with executive leaders; 3rd interviews may be scheduled as needed with Boards/Commissions, etc.; As needed schedule staff and/or community discussions/meetings Week 12:
WBCP conducts background and reference checks (backgrounds may be conducted by Client if current contract exists)
WBCP conducts full reference checks for candidate(s) selected for Board/Commission interviews; or when Client is interested in making an offer
NEGOTIATIONS / HIRE:
Hire date to accommodate possible candidate relocation
Client (WBCP available to assist in process) conducts offer and facilitates salary negotiations with preferred candidate
Confidential
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BELOW IS A SAMPLE OF AN EXECUTIVE SEARCH TIMELINE THAT
WBCP WILL CUSTOMIZE FOR THIS RECRUITMENT
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IX. REFERENCES................................................................................................
X. MARKETING MATERIAL EXAMPLES...........................................................
Confidential
Click below to see our marketing samples for similar positions. To see all of our brochures, visit: wbcpinc.com/closed-jobs-private/ and use the password: wbcp202510*
1-City of Pasadena, California
Similar Positions Filled:
City Manager
Contact Information:
Tiffany Jacobs-Quinn, Human Resources Director - [email protected] | 626-744-4126
2-City of Santa Rosa, California
Similar Positions Filled:
City Manager
Contact Information:
Maraskeshia Smith, City Manager - [email protected] | 513-256-1673 Chris Rogers, Mayor - [email protected] rg | 707-543-3017 3-City of Colfax, California
Similar Positions Filled:
City Manager
Contact Information:
Mike Luken, Interim City Manager - [email protected] | 916-997-2760 Town Manager, Town of Truckee, CA
City Manager, City of Boulder City, NV
City Manager, City of Colfax, CA
City Manager, City of Petaluma, CA
City Manager, City of Santa Rosa, CA
City Manager, City of Pasadena, CA
City Manager, City of Oxnard, CA
City Manager, City of Sonoma, CA
City Manager, City of Port Hueneme, CA
City Manager, City of Parlier, CA (active)
4-City of Long Beach, California
Similar Positions Filled:
Deputy City Manager
Contact Information:
Yesenia Rico, Manager of Talent Management - [email protected] | 562-570-6552 WWW.WBCPINC.COM PAGE 18
Click below to see our marketing samples for similar positions. To see all of our brochures, visit: wbcpinc.com/closed-jobs-private/ and use the password: wbcp202510*
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XI. COST SHEET/TIMELINE POLICY.............................................................
Description of Services/Deliverables: Inclusive Rate per Recruitment:
WBCP will not limit the number of hours we work on a recruitment, rather we charge a flat rate and will spend the time necessary to ensure we are successful. Consulting fees will be billed in thirds at the beginning (open for applications and advertising campaign launched), middle (shortlist selection), and end of the recruitment process (selection made and background/ references concluded).
SERVICE COST PER RECRUITMENT
CITY MANAGER
Description of Services/Deliverables: Inclusive Rate per Recruitment:
Up to $7,900
(direct expenses not-to-exceed)
$28,900
(flat rate)
Consulting Services: Phases I-IV in the
proposal's recruitment strategy/phases
section.
To ensure the success and efficiency of our recruitment services, the following policies regarding cost and timelines are in place:
Timeline Development: Timelines provided to our clients are valid for 10 business days. If a timeline is not secured or confirmed within this period, it may no longer be available. In such cases, the timeline may be reassigned to another client, and a revised timeline will be provided.
1. Work Performed Out of Scope: To deliver optimal results, adherence to agreed-upon dates and times for critical recruitment milestones (e.g., shortlist meeting and interview dates) is required. Any changes to these timelines after the recruitment process has commenced may result in:
2. Forfeiture of the Recruitment Guarantee: Deviating from the agreed timeline will void the recruitment services guarantee.
a.
Additional Charges: Adjustments to timelines will incur additional fees, billed at our standard hourly rate.
b.
Cost Negotiable: While our standard pricing reflects the value and quality of our recruitment services, we understand that each client's needs are unique. As such, pricing may be negotiated depending on the specific scope and requirements of the engagement. Please feel free to discuss your needs with us, as we may be able to negotiate pricing.
3. These policies ensure clarity, fairness, and high-quality outcomes for all parties involved.
Confidential
Expenses Include: Travel to client location (up to 2
trips); document shipping fees/delivery charges to
facilitate virtual meetings, panel packet content; fees for background and reference checks; may include
fee for one additional consultant to travel (and
related expenses) and facilitate an additional panel
for one day ($700/day); brochure/graphic design
($950); marketing and advertising which may
include: print and postage (if applicable); online job
boards; social media; sourcing; and may include flat
fee pricing for: LinkedIn $395, InMails $300, Circa
Diversity Job Boards $295, Zoom Info $299. These
expenses will be billed based on what is expended
and based on the needs of the client/recruitment.
Cost and Timeline Policy
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Confidential
Confidentiality is paramount in the work we do. We ensure that the client and candidate information we receive, and conversations with our client (and certainly discussions in closed session) are kept confidential. There are several physical safeguards we have in place including: locked and alarmed office space, password, and encryption protected information on our computers and servers, multiple backup systems. As information is shared with our client, we discuss the importance of confidentiality and why it is important to the candidates they are considering but also brands the organization appropriately. We also ask candidates who are interviewed to keep candidate information confidential, as they may see or meet a candidate during the process. We emphasize that confidentiality is not just until the recruitment is completed, and a candidate is hired, confidentiality is in perpetuity. Leaked information is not a reputation that a client wants to receive, as this could deter future applicants from applying.
CONFIDENTIALITY SAFEGUARDS
INSURANCE
WBCP and its sub-consultants have reviewed the contractual agreement and the Insurance Requirements. If selected, WBCP will execute said agreement and will provide the required insurance documents. WBCP will submit certificates of insurance as evidence of the required coverage limits. Insurance policies include: liability, errors and omissions, workers compensation, and vehicle insurance.
WBCP embraces cross-cultural diversity and we are committed to equitable treatment and elimination of discrimination in all its forms at all organizational levels and throughout all consulting practices, including search services. We strive to reach diverse groups of people to inform them of leadership opportunities. Upon our 2024 year-end review, we found that over the last three years, 70% of our applicants and 63% of our placed candidates came from diverse backgrounds. We will make extensive efforts to attract a qualified applicant pool that represents a broad range of gender and ethnically diverse individuals.
XII. OTHER...........................................................................................................
ORGANIZATIONAL DIVERSITY STATEMENT
Wendi Brown, President
Client, Title Date
Date
February 28, 2025
FORCE MAJEURE
Client agrees that WBCP, Inc. is not responsible for any events or circumstances beyond its control (e.g., including but not limited to war, riots, embargoes, strikes, and/or Acts of God) that prevent WBCP, Inc. from meeting its obligations under this Agreement.
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Wendi Brown Pres
165
CITY COUNCIL
STAFF REPORT
Meeting Date: Monday, March 17, 2025
To: Mayor Bairos and Members of the City Council
From: Jerry Ramar, Interim City Manager
Subject: Consider a Resolution of the City Council of the City of Oakdale Selecting Retired Police Captain Jason Grogan as the Interim Police Chief for the City of Oakdale Effective March 18, 2025, and Approving an Employment Agreement that Articulates
Grogan’s Compensation and Duties as the Interim Police Chief.
I. BACKGROUND
The Oakdale Police Department requires an experienced law enforcement leader to serve as the Interim Police Chief. On March 3, 2025, the City Council selected Police Chief Jerry Ramar as the Interim City Manager, effectively placing him in a position of performing both roles. The positions of Chief of Police and City Manager are both full-time executive roles that require significant dedication and focus to ensure the effective administration of city operations and public safety. Each position carries unique responsibilities that demand strategic leadership, operational oversight, and direct engagement with city staff, community stakeholders, and law enforcement agencies. Given the complexity and time commitment of both roles, it is not feasible for one individual to serve in both capacities for an extended period of time. To maintain operational efficiency and the overall effectiveness of city governance, it is necessary to appoint an Interim Police Chief. This appointment will allow the Interim City Manager to focus on broader municipal operations while ensuring that the Oakdale Police Department continues functioning at the highest level of service and responsiveness.
II. DISCUSSION
After reviewing potential candidates, the Interim City Manager recommends Jason Grogan for the position of Interim Police Chief.
Mr. Grogan has 28 years of experience in law enforcement, previously serving as a Captain in charge of the Operations Division at the Modesto Police Department. He brings a wealth of leadership experience in patrol operations, investigations, and department administration. Additionally, he holds a Bachelor of Science degree and has extensive experience managing law enforcement personnel and strategic planning for public safety operations.
Under this agreement, Mr. Grogan will be compensated at a rate of $86.13 per hour and will receive any incentive pay that he may be eligible for. His term as Interim AGENDA ITEM 11.4
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CITY OF OAKDALE
City Council Staff Report (Continued)
SUBJECT: Interim Police Chief Selection
MEETING DATE: March 17th, 2025
Police Chief will continue until a permanent Chief of Police is appointed or Chief Ramar returns to his position as the Chief of Police.
III. FISCAL IMPACT
The position of Interim Police Chief is fully funded in the existing police department budget. Compensation will be $86.13 per hour plus eligible incentives, which is consistent with the market rate for an experienced law enforcement executive in an interim capacity.
IIII. RECOMMENDATION
The City of Oakdale staff recommends the City Council adopt the resolution selecting Retired Captain Jason Grogan as the Interim Police Chief for the City of Oakdale effective March 18, 2025, and authorize the Interim City Manager to execute the employment agreement.
IIIII. ATTACHMENTS
Attachment A: Resolution
Attachment B: Employment Agreement
167
IN THE CITY COUNCIL OF THE CITY OF OAKDALE
STATE OF CALIFORNIA
CITY COUNCIL RESOLUTION 2025-
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OAKDALE SELECTING
RETIRED POLICE CAPTAIN JASON GROGAN AS THE INTERIM POLICE CHIEF FOR THE CITY OF OAKDALE EFFECTIVE MARCH 18, 2025, AND APPROVING AN EMPLOYMENT AGREEMENT THAT ARTICULATES GROGAN’S COMPENSATION AND DUTIES AS THE INTERIM POLICE CHIEF.
THE CITY OF OAKDALE CITY COUNCIL DOES HEREBY RESOLVE THAT:
WHEREAS, the Oakdale Police Department requires an experienced law enforcement leader to serve as the Interim Police Chief following the appointment of Chief Jerry Ramar as the Interim City Manager; and
WHEREAS, it is necessary to appoint an Interim Police Chief to ensure the continued effective leadership, oversight, and operational efficiency of the Oakdale Police Department; and
WHEREAS, retired Police Captain Jason Grogan has demonstrated extensive leadership capabilities through his 28 years of law enforcement experience, including serving as a Captain in charge of the Operations Division at the Modesto Police Department; and WHEREAS, Mr. Grogan possesses a Bachelor of Science degree and has substantial experience in patrol operations, investigations, and strategic planning for public safety operations; and
WHEREAS, the City of Oakdale has negotiated an employment agreement with Mr.
Grogan to serve as the Interim Police Chief, with compensation set at $86.13 per hour plus any eligible incentives, to be funded within the existing police department budget; and
WHEREAS, Mr. Grogan’s appointment as Interim Police Chief will remain in effect until a permanent Chief of Police is appointed or Chief Ramar resumes his role as Chief of Police.
NOW, THEREFORE, BE IT RESOLVED THAT the City Council of the City of Oakdale hereby selects retired Police Captain Jason Grogan as the Interim Police Chief effective March 18th, 2025, and approves the employment agreement detailing his compensation and duties.
BE IT FURTHER RESOLVED THAT the City Council authorizes the Interim City Manager to execute the employment agreement on behalf of the City. 168
IN THE CITY COUNCIL OF THE CITY OF OAKDALE
STATE OF CALIFORNIA
CITY COUNCIL RESOLUTION 2025-
THE FOREGOING RESOLUTION IS HEREBY ADOPTED THIS 17th DAY OF MARCH 2025 by the following votes:
AYES: COUNCIL MEMBERS:
NOES: COUNCIL MEMBERS
ABSENT COUNCIL MEMBERS:
ABSTAIN: COUNCIL MEMBERS:
ATTEST:
Patrick Mondragon, City Clerk
SIGNED:
Cherilyn Bairos, Mayor
169
City of Oakdale
Interim Police Chief Employment Agreement