15. Within 180 days of a conditional use permit approval, the permit shall be exercised in compliance with Title 10, Chapter 2, Article 32 (Title Limits and Extensions) or the permit shall be deemed void. Discontinuance of the use permitted by the conditional use permit for a period of six months shall cause the Permit to be deemed void.
16. If noise levels associated with project construction exceed State standards as cited in the City's Noise Element of the General Plan and the Uniform Building Code, applicant/property owner will provide for mitigation of noise generation to State standards and maintain consistency with Title 5, Chapter 11 (Noise Standards and Regulations).
17. Prior to commencing construction, a building permit shall be obtained from the building division. All conditions of the building division shall be met in conformance with Title 9 (Building Regulations) of the Ojai Municipal Code.
18. All conditions of the City Engineer shall be met in conformance with Title 7 (Public Works) of the Ojai Municipal Code.
19. Any proposed outdoor lighting shall comply with Title 10, Chapter 2, Article 16.5 (Exterior Lighting Standards) of the Ojai Municipal Code.
20. During construction, short-term dust impacts shall be mitigated by sufficiently watering all excavated or graded materials to prevent excessive amounts of dust. Watering shall occur twice daily with complete coverage, preferably in the late morning and after work is completed for the duration of construction.
21. To reduce potential short-term, construction-related noise impacts associated with this project, construction work shall be limited to occur between the hours of 7:00 a.m. and 5:00 p.m. Monday through Friday and prohibited on weekends and holidays; consistent with Title 5, Chapter 11 (Noise Standards and Regulations) of the Ojai Municipal Code.
22. All rubbish, trash and garbage shall be regularly removed from the property and shall not be allowed to accumulate thereon. Applicant/property owner shall take advantage of all recycling programs offered by the City's contract rubbish hauler and shall provide space for storage of containers for this purpose.
23. No structure of a temporary or permanent character, trailer, camper, boat or equipment, or materials, supplies, inventory or work in progress or any similar property shall be permitted to remain upon the exterior portion of the lot after completion of construction/final inspection.
24. The applicant and property owner are prohibited from using any portion of the subject property for short-term, transient, or vacation rentals for any period of time less than 30 days in exchange for any form of compensation as this land use is not permitted by Ojai Municipal Code Section 10-2.402, Table 2-2, which lists all allowable land uses in 161
Attachment A
residential zones. This prohibition shall remain in place unless and until the Ojai Municipal Code is amended to permit this land use. Violation of this condition of approval may result in revocation of this permit, in compliance with all applicable laws.
Legal requirements:
a. The owner/applicant, on behalf of itself and its successors and assigns, shall defend and hold harmless the City of Ojai, its officers, boards, commissions, agents and employees, and each of them from and against any claims, demands, actions, suits, liabilities and judgments of every kind and nature regardless of the merit of the same arising out of or related to the exercise and enjoyment of the approval of the City of the development permits necessary to the project including costs of investigations, attorney fees and court costs in the defense of any actions.
b. If the City believes that it is entitled to indemnification pursuant to this Condition, the City shall give the applicant prompt and written notice thereof. Any such notice shall set forth in reasonable detail and to the extent then known the basis for such claim for indemnification. Each such claim for indemnification shall expressly state that the applicant shall have only the thirty (30)-day period referred to in the next sentence to dispute or deny such a claim. The applicant shall have thirty (30) days following its receipt of such notice either to (i) acquiesce in such claim and its responsibilities to indemnify the City in respect thereof in accordance with the terms of this Condition by giving the City written notice of such acquiescence or (ii) object to the claim by giving the City written notice of the objection. If the applicant does not object to such claim for indemnification within such thirty (30)-day period, the applicant shall be deemed to have acquiesced in such claim and its responsibilities to indemnify the City in respect thereof in accordance with the terms of this Condition. If the applicant objects to such claim for indemnification within such thirty (30)-day period but it is subsequently determined that the City is entitled to indemnification from the applicant, interest shall be deemed to have accrued on the unpaid amount of such indemnification, including cost to defend, from the date on which the judgment or other final order is entered against the City until full payment of the amount of such indemnification at a rate of ten percent (10 percent) per annum and the City shall be entitled to payment of such interest from the applicant.
c. In connection with any claim which may give rise to indemnity under this Condition resulting from or arising out of any claim or proceeding against the City, the applicant shall (unless the City elects not to seek indemnity hereunder for such claim) assume the defense of such claim or proceeding if the applicant acknowledges to the City the City’s right to indemnity pursuant hereto in respect to the entirety of such claim or proceeding if the applicant acknowledges to the City the City’s right to indemnity pursuant hereto in respect of the entirety of such claim and provide assurances reasonably satisfactory to the City, that the applicant will be financially able to satisfy the amount of such claim in full if such claim or proceeding is decided adversely.
If the applicant assumes the defense of any such claim or proceeding, the applicant 162
Attachment A
shall select counsel reasonably acceptable to the City to conduct the defense of such claim or proceeding, or shall pay for the defense of such claim or proceeding by the City’s attorneys, shall take all steps reasonably necessary in the defense or settlement thereof, shall at all times diligently and promptly pursue the resolution thereof and shall bear all costs and expenses in connection with defending against such claim or proceeding.
If the applicant shall have assumed the defense of any claim or proceeding in accordance with this Condition, the applicant may consent to a settlement of, or the entry of any judgment arising from, any such claim or proceeding only with the prior written consent of the City; provided, that the applicant shall pay or cause to be paid all amounts arising out of such settlement or judgment either concurrently with the effectiveness thereof or shall obtain and deliver to the City prior to the execution of such settlement a general release executed by the person not a party hereto, which general release shall release the City from any liability in such matter; provided, further, that the applicant shall not be authorized to encumber any of the assets of the city or to agree any restriction that would apply to the City or to its conduct of business; provided, further, that a condition to any such settlement shall be a complete release of the City, its council, board, commissions, officers, employees, consultants and agents with respect to such claim. The City shall be entitled to participate in (but not control) the defense of any such action, with its own counsel and at its own expense. The City shall, and shall cause each of its officers, employees, consultants and agents to cooperate fully with the applicant in the defense of any claim or proceeding being defended by the applicant pursuant to this Condition.
PASSED, APPROVED and ADOPTED this 20th day of May, 2026.
AYES:
NOES:
ABSTAIN:
ABSENT:
VACANCY: One
____________________________________
Judy Murphy, Planning Commission Chair
ATTEST:
_________________________________________________
Lucas Seibert, Community Development Director
_______________________________________________________ Business Owner/Representative, Tony Yanow accepts the above conditions of approval 163
Attachment A
Property Owner, Verna Joy Adams accepts the above conditions of approval 164
Final Conditions of Approval
242 E. Ojai Avenue
Conditional Use Permit (CUP 07-05) &
Director’s Exemption from Design Review (MISC 07-35)
Community Development Director Approved on July 24, 2007 This Conditional Use Permit is based upon and limited to compliance with the project description, the hearing exhibits received by the Planning Department dated July 5, 2007, and conditions of approval set forth below. Any deviations from the project description, exhibits or conditions must be reviewed and approved by the Community Development Director for conformity with this approval.
Deviations may require modification to the permits and/or further environmental review. Deviations without the above-described approval will constitute a violation of permit approval.
Project description: On July 24, 2007 the City of Ojai Community Development Director approved Conditional Use Permit (CUP 07-05) and Director’s Exemption from Design Review (MISC 07-35) for outdoor dining use for business owner Deborah Curry and property owner Dick Adams, on property located at 242 E. Ojai Avenue, Ojai, California. The Director approved both design proposalsfor providing a physical boundary for the outdoor dining and alcohol consumption area as required by the California Department of Alcoholic Beverage Control and as illustrated on the approved site plans.
The applicant is hereby notified, as part of this application, that he/she is required to meet the following conditions in accordance with the ordinances of the City of Ojai and the State of California. The applicant is hereby notified that he/she is required to comply with all applicable Codes and/or Ordinances of the City of Ojai and the State of California that pertain to this development and are not herein specified.
1. The applicant shall comply with all requirements of the California Department of Alcoholic Beverage Control.
2. The applicant shall comply with all requirements of the Ventura County Fire Department.
3. The applicant shall comply with all requirements of the Ventura County Environmental Health Division.
4. The applicant shall obtain an encroachment permit from the Department of Pubic Works.
5. Any expansion of this use or any other types of uses must be approved by the City of Ojai. The area for outdoor dining is limited to the 360 square-foot area as delineated on the site plan for this project received by the Community Development Department on July 5, 2007.
6. The outdoor dining use herein approved, shall remain exactly as described in the application approved by the Director, unless and until an amendment to this Conditional Use Permit is approved as set forth in Ojai Municipal Code Article 24. No conditional use may be changed to a type of conditional use different than that use, purpose and location described in this permit.
Attachment B
165
CUP 07-05 & MISC 07-35 Final Conditions of Approval
242 E. Ojai Avenue Page 2 of 2
7. Within 180 days of CUP approval, the permit shall be exercised in compliance with Article 32 or the permit shall be deemed void. Discontinuance of the use permitted by the Conditional Use Permit for a period of six months shall cause the Permit to be deemed void.
8. All furniture approved as part of this Conditional Use Permit must be maintained in good and clean condition and shall be replaced with the same type of chair if they become deteriorated, or other acceptable chair as deemed appropriate by the Community Development Director.
Attachment B
166
Attachment B
167
O j a i M o u n t a i n F a r m P a t i o
242 East Ojai Avenue, Ojai, California
METAL FENCING
MATCH EXISTING
UMBRELLA FABRIC
SUNBRELLA CANVAS FOREST GREEN
Attachment C
168
Telescopic Umbrella
Specifications
Post: Galvanized Steel 5.2” Ø
Thickness of Metal Parts: 1/8”
End Caps: UV-resistant Plastic in Black, Brown, Grey, White Hardware: 304 Stainless Steel
Crank Mechanism: Internal Winch
Ribs: 12 Aluminum 0.7”x1.6”
Reinforced Ribs: 0.6”x1.2”
Rib Thickness: 2 mml
Ribs Joint Protector: Protection Against Wear and Tear
Multi-Option Bases: Inground & Surface Mount 18”x18”,
Freestanding 40”x47”
11’6”
“
8’6”
“
18”x18”
“
15’
“
23.6”
18’x 18’
“
Attachment C
169
18”
Installation Instructions
Inground Base
18”
Thank you for choosing
The Shade Experts USA
www.theshadeexpertsusa.com
THE CENTER OF THE IN-GORUND PLATE SHALL BE
POSITIONED IN THE CENTER OF THE UMBRELLA*.
FIRST, DIG A HOLE 3’X3’X3’. REINFORCE THE FOOTER
WITH ½” REBAR 4” APART FOR AMORING AND REBAR
THROUGH HOLES PROVIDED IN LEGS OF THE BASE
ONCE THE IN-GROUND BASE IS LEVEL INSIDE THE
FOOTER THEN POUR THE CONCRETE. (5000 PSI)
ONE CUBIC YARD OF CONCRETE (ORDER MORE TO
ACCOUNT FOR SPILLAGE OR UNEVEN GROUND
THE IN-GROUND BASE MUST BE PERFECTLY LEVELED!
THE CONCRETE MUST CURE BEFORE UMBRELLA’S
INSTALLATION.
3’
3’
Attachment C
170
INFRARED HEATERS
HLW15 – IP Rating 55
The HLW15 uses a patented quartz lamp uncoated to give a warm color of light and high instant heat to deliver high energy instant heat. Unlike other outdoor products this heater has very low glare and users feel warm and comfortable from switch on. It is available in White or Black colors and wattages to suit your needs.
KEY FEATURES
- Infrared Technology Instant heat
using short wave quartz halogen
emitters with a tungsten filament
- Suitable for wall or parasol mounting
- Body manufactured from powder
coated aluminum
- Designed, manufactured, tested and
independently approved to IP55
- Unique and patented lamp design
- The thermal effect is significantly improved over existing products due to the revolutionary design and combining a very effective reflector with glass free front face - Comes complete with umbrella arm clamp
SPECIFICATIONS
Attachment C
171
AVAILABLE MODELS: TECHNICAL SPECIFICATIONS
HLW15G: White 1500 watts, POWER 120-240V 1000W-1500W
220 volts 6.81 amp or 240 volts SUPPLY: *Can be run on less power
6.25amp, Gold lamp. WEIGHT: 1.7KG
SIZE: L 480mm x H 120mm x D 120mm
HLW15BG: Black 1500 watts, (Not including wall bracket) 220 volts 6.81 amp - 240 volts LAMP LIFE: Min. 7,000 Hours. All Heaters supplied with
6.25 amp, Gold lamp. 3M mains cable, wall bracket & parasol clamp Attachment C
172
ACCESSORIES
HLWPARARM: Arm for mounting fitting to professional umbrella.
This arm allows the heater to be mounted on umbrella ribs and with a simple lift and twist action the heater can be lowered to the center pole enabling the parasol to be closed without the need. to remove the heaters first.
CONTROLLERS There are various ways of saving energy by using one of our controllers INFRESCO-T 6KW CONTROLLER
The Infresco-T 6kW is part of a family of controllers designed to provide energy saving when used with quartz infrared halogen lamps or other heating and lighting products. The ‘T’ model switches the lamps on for a predetermined time period of between 1 and 30 minutes. The microcontroller-based unit incorporates zero-voltage switching and a soft-start function to eliminate the lamps’ initial high inrush current – potentially increasing lamp life by as much as 30%. Installation of the unit is simple and once installed is relatively maintenance-free
KEY FEATURES TECHNICAL SPECIFICATION
- Energy Saving – provides heat for a SUPPLY VOLTAGE: 230VAC +/- 10% 50/60 Hz pre-determined time period SWITCHING CAPACITY: 6kW Max. - Extends lamp life LAMP ON-TIME: 1 to 60 minutes
- Controls up to 4 x 1500W lamps CURRENT CONSUMPTION (CONTROL CIRCUIT): 20mA - Low-Cost TERMINALS: 6.0mm2 Rising Clamp
- Soft-Start/ zero voltage switch off OPERATING TEMPERATURE: -20 to 40 degrees Celsius - Easy to install PROTECTION RATING: IP65
GLAND DIAMETER: Max Cable Entry 2.5mm2
ENCOSURE DIMENSIONS (W x L x H): 130 x 130 x 75mm
Attachment C
173
LED STRIP LIGHTING
Available in (3500K) designed for outdoor applications including Parasol illumination.
The LED Beam angle is 120 with 120 LED’s per meter with low power consumption at 9.6W per meter.
Mounted on the rib of the parasol encased in a metal frame. The LED system includes a 60W IP67 LED Driver.
Product features include
• Low power consumption – 9.6W per meter
• Average strip life of 40,000 hours
• Dimmable
• Remote Control
• DC12V, 6 amp 120 LED’s/m with white back board.
• No ultraviolet and infrared radiation, low power consumption, Low heat generation, safe to touch • CE, LVD, EMC & RoHS approved
CONSTANT VOLTAGE LED DRIVER
- Power Input: 120,220/240 VAC 50Hz - Power Output: 12V DC - Current Rating Options: 60W - IP Rating: IP67
- Dimensions 60W – 150x50x30mm - 6 AMP
- Color temperature (2700-3000K)
12V LED Strip:
- Input Voltage: 12V DC - Power Consumption: 9.6W per meter - 120 LED’s per meter - IP Rating: IP68
- Beam Angle: 120º
Attachment C
174
Attachment C
175
Attachment C
176
PROJECT DIRECTORY
at
ABBREVIATIONS
PROJECT STATISTICS
SCOPE OF WORK Paul Poirier Associates 156 West Alamar Ave. (805) 898-9683 Ojai Mountain Farm SITE ADDRESS: 242 East Ojai Avenue Ojai, CA 93023 fax (805) 682-8894 telephone Santa Barbara, CA 93105 Suite C Apr 27, 2026, 1:19pm
NO: DATE: COMMENTS:
PRINT DATE:
REVISIONS:
CHECKED BY:
PROJECT CODE:
APPROVALS: DATE:
DRAWN BY:
FILENAME:
ISSUE DATE:
2511
2511 A01 Cover Sheet.dwg CLIENT: Anthony Yanow Ojai Mountain Farm 975 Rancho Drive Ojai, CA 93023 Patio Renovation
PROJECT INFORMATION
A0.1
PPA
DEFERRED SUBMITTALS
Patio Renovation
OJAI MOUNTAIN FARM
242 EAST OJAI AVENUE
OJAI, CALIFORNIA 93023
Attachment D
177
Paul Poirier Associates 156 West Alamar Ave. (805) 898-9683 Ojai Mountain Farm SITE ADDRESS: 242 East Ojai Avenue
Ojai, CA 93023
fax (805) 682-8894 telephone
Santa Barbara, CA 93105 Suite C
Feb 20, 2026, 1:47pm
NO: DATE: COMMENTS:
PRINT DATE:
REVISIONS:
CHECKED BY:
PROJECT CODE:
APPROVALS: DATE:
DRAWN BY:
FILENAME:
ISSUE DATE:
2511
2511 A01 Cover Sheet.dwg CLIENT: Anthony Yanow Ojai Mountain Farm 975 Rancho Drive Ojai, CA 93023 Patio Renovation
SITE PHOTOS
A0.2
PPA
Attachment D
178
Paul Poirier Associates 156 West Alamar Ave. (805) 898-9683 Ojai Mountain Farm SITE ADDRESS: 242 East Ojai Avenue
Ojai, CA 93023
fax (805) 682-8894 telephone
Santa Barbara, CA 93105 Suite C
Feb 20, 2026, 1:46pm
NO: DATE: COMMENTS:
PRINT DATE:
REVISIONS:
CHECKED BY:
PROJECT CODE:
APPROVALS: DATE:
DRAWN BY:
FILENAME:
ISSUE DATE:
2511
2511 A01 Cover Sheet.dwg CLIENT: Anthony Yanow Ojai Mountain Farm 975 Rancho Drive Ojai, CA 93023 Patio Renovation
SITE PHOTOS
A0.3
PPA
Attachment D
179
EAST OJAI AVENUE
Public
Restrooms
PARTIAL SITE PLAN
A1.1
P+D
1.31.07 Paul Poirier Associates 156 West Alamar Ave. (805) 898-9683 Ojai Mountain Farm SITE ADDRESS: 242 East Ojai Avenue
Ojai, CA 93023
fax (805) 682-8894 telephone
Santa Barbara, CA 93105 Suite C
Apr 27, 2026, 1:15pm
NO: DATE: COMMENTS:
PRINT DATE:
REVISIONS:
CHECKED BY:
PROJECT CODE:
APPROVALS: DATE:
DRAWN BY:
FILENAME:
ISSUE DATE:
2511
2511 A12 OMF Site Plan.dwg CLIENT: Anthony Yanow Ojai Mountain Farm 975 Rancho Drive Ojai, CA 93023 Patio Renovation 41 Site Plan
Scale: 3/32"=1'-0"
360 SF
OUTDOOR
DINING
Attachment D
180
Ojai Olive
Press
OVA Arts
Public
Restrooms
Outdoor
Dining
272 SF
Ojai
Mountain
Farm
Outdoor
Dining
88 SF
FLOOR PLAN
A2.1
P+D
1.31.07 Paul Poirier Associates 156 West Alamar Ave. (805) 898-9683 Ojai Mountain Farm SITE ADDRESS: 242 East Ojai Avenue
Ojai, CA 93023
fax (805) 682-8894 telephone
Santa Barbara, CA 93105 Suite C
Apr 27, 2026, 1:47pm
NO: DATE: COMMENTS:
PRINT DATE:
REVISIONS:
CHECKED BY:
PROJECT CODE:
APPROVALS: DATE:
DRAWN BY:
FILENAME:
ISSUE DATE:
2511
2511 A21 OMF Patio Plan Umbrella.dwg CLIENT: Anthony Yanow Ojai Mountain Farm 975 Rancho Drive Ojai, CA 93023 Patio Renovation 41 Floor Plan
Scale: 1/4"=1'-0"
OUTDOOR DINING OCCUPANCY CALCULATIONS
Attachment D
181
Ojai Olive
Press
OVA Arts
Public
Restrooms
Outdoor
Dining
272 SF
Outdoor
Dining
88 SF
PATIO OVERLAY
A2.3
P+D
1.31.07 Paul Poirier Associates 156 West Alamar Ave. (805) 898-9683 Ojai Mountain Farm SITE ADDRESS: 242 East Ojai Avenue
Ojai, CA 93023
fax (805) 682-8894 telephone
Santa Barbara, CA 93105 Suite C
Apr 27, 2026, 1:46pm
NO: DATE: COMMENTS:
PRINT DATE:
REVISIONS:
CHECKED BY:
PROJECT CODE:
APPROVALS: DATE:
DRAWN BY:
FILENAME:
ISSUE DATE:
2511
2511 A21 OMF Patio Plan Overlay.dwg CLIENT: Anthony Yanow Ojai Mountain Farm 975 Rancho Drive Ojai, CA 93023 Patio Renovation 11 CUP 07-05 360 sf Patio Plan
Scale: 1/8"=1'-0"
21 Existing 702 sf Patio Plan
Scale: 1/8"=1'-0"
41 Overlay Patio Plan
Scale: 1/8"=1'-0"
Attachment D
182
Paul Poirier Associates 156 West Alamar Ave. (805) 898-9683 Ojai Mountain Farm SITE ADDRESS: 242 East Ojai Avenue
Ojai, CA 93023
fax (805) 682-8894 telephone
Santa Barbara, CA 93105 Suite C
Apr 27, 2026, 12:09pm
NO: DATE: COMMENTS:
PRINT DATE:
REVISIONS:
CHECKED BY:
PROJECT CODE:
APPROVALS: DATE:
DRAWN BY:
FILENAME:
ISSUE DATE:
2511
2511 A24 Roof Plan.dwg CLIENT: Anthony Yanow Ojai Mountain Farm 975 Rancho Drive Ojai, CA 93023 Patio Renovation
ROOF PLAN
A2.4
PPA
SCALE:
ROOF PLAN
1/4"=1'-0" 41
KEYNOTES
Attachment D
183
EXTERIOR ELEVATIONS - UMBRELLA
A3.1
PSH
7.15.2025 Paul Poirier Associates 156 West Alamar Ave. (805) 898-9683 Ojai Mountain Farm SITE ADDRESS: 242 East Ojai Avenue
Ojai, CA 93023
fax (805) 682-8894 telephone
Santa Barbara, CA 93105 Suite C
Apr 27, 2026, 1:50pm
NO: DATE: COMMENTS:
PRINT DATE:
REVISIONS:
CHECKED BY:
PROJECT CODE:
APPROVALS: DATE:
DRAWN BY:
FILENAME:
ISSUE DATE:
2511
2511 A31 OMF Patio Elevations.dwg CLIENT: Anthony Yanow Ojai Mountain Farm 975 Rancho Drive Ojai, CA 93023 Patio Renovation 41 North Elevation
Scale: 1/4"=1'-0"
31 East Elevation
Scale: 1/4"=1'-0"
21 West Elevation
Scale: 1/4"=1'-0"
Attachment D
184
Paul Poirier Associates 156 West Alamar Ave. (805) 898-9683 Ojai Mountain Farm SITE ADDRESS: 242 East Ojai Avenue
Ojai, CA 93023
fax (805) 682-8894 telephone
Santa Barbara, CA 93105 Suite C
Dec 11, 2025, 8:29am
NO: DATE: COMMENTS:
PRINT DATE:
REVISIONS:
CHECKED BY:
PROJECT CODE:
APPROVALS: DATE:
DRAWN BY:
FILENAME:
ISSUE DATE:
2511
2511 A81 Railings.dwg CLIENT: Anthony Yanow Ojai Mountain Farm 975 Rancho Drive Ojai, CA 93023 Patio Renovation
METAL FENCE DETAILS
A8.1
EBAttachment D
185
'4
ve pi„,uctq
fr
Architectural Design Guidelines
June 12, 2001
yeijaRII:ehdi lora
Attachment E
186
June 12, 2001
OJAI ARCADE PLAZA
Architectural Design Guidelines
June 12, 2001
Prepared for:
City of Ojai Community Development
401 South Ventura Street
Ojai, California, 93023
Arcade Plaza Design Guidelines
Attachment E
187
June 12, 2001 1St
ACKNOWLEDGEMENTS
City Councils
David Bury, Mayor
Steve Olsen, Mayor Pro Tern
Joe DeVito, Council Member
Rae Hanstad, Council Member
Sue Horgan, Council Member
City Staff:
Dan Singer, City Manager
Andrew Belknap, Former City Manager
William Prince, Community Development Director
Kathy McCann, Redevelopment Analyst
Redevelopment Commission:
Timothy Droney, Chair
Sheri Ann Cate, Vice Chair
Michael Boggs, Commissioner
Donna Pope, Commissioner
Mark Halvorsen, Commissioner
Robert MacNeal, Commissioner
Susan Weaver, Commissioner
Planning Commission:
John Mirk, Chair
Paul Blatz, Vice Chair
Tucker Adams, Commissioner
Craig Brown, Commissioner
Marge Fay, Commissioner
David Hirschberg, Commissioner
Joe McAllister, Commissioner
Guidelines Subcommittee:
Tucker Adams
Susan Amend
Tom Bostrom
David Bury
Timothy Droney
Donna Pope
Alan Rains
Arcade Plaza Design Guidelines
Attachment E
188
June 12, 2001 141.41.?/016.
TABLE OF CONTENTS
Arcade Plaza Design Checklist
Executive Summary 1
I. Introduction 2
A. Application 3
1. Guideline Boundary 4
B. Purpose for the Guidelines 5
1. Arcade Plaza Vision 5
2. Design Guideline Goals: 5
3. Who will use these guidelines? 6
C. Architectural Character 7
II. Architectural Design Criteria 9
A. Site Planning and Design 10
B. Semi-Private Transitional Spaces 11
1. Arcades, Covered-walkways, and Trellises 12
C. Building Form and Massing 14
1. Continuity 14
2. Building Mass 14
3. Scale 16
4. Rhythm 16
5. Proportion 16
6. Balance 16
D. Building Elements 17
1. Roof Forms and Materials 18
2. Walls and Facades 21
3. Sides and Backs of Buildings 25
4. Architectural Details and Accents 25
5. Entries and Doorways 27
6. Windows, Doors, and Storefronts 28
7. Awnings and Umbrellas 31
E. Signage 32
1. Wall-Mounted/Painted Signs 33
2. Hanging and Projecting Signs 33
3. Awning Signs 34
4. Temporary Signs 34
5. Prohibited Signs 35
F. Site and Building Lighting 35
G. Utilitarian Aspects of the Buildings 36
1. Screening of Utilitarian Equipment 36
2. Trash Enclosures 37
3. Disabled-Accessible Ramps and Railing 37
4. Exterior Utility Panels 37
5. Roof Drainage 37
6. Food Service 38
7. Energy Guidelines 38
H. Landscaping / Hardscape 39
I. Furnishings 41
HI. Façade Renovation and New Construction Examples 42
I. New Construction 42
2. Renovations 42
3. Renovation Examples 43
Arcade Plaza Design Guidelines
Attachment E
189
June 12, 2001 *111741%.14,airtire
ARCADE PLAZA DESIGN CHECKLIST
This checklist to assist staff in reviewing projects, but is not meant to be used in-lieu of the Design Guidelines.
O Does the design reflect and/or compliment the Mission Revival style? Pg. 8 ❑ Is the building oriented to the plaza with elements such as entrances, patios, awnings, windows, landscaping and paving? Pg. 10
❑ Are large, blank walls enhanced with landscaping, stucco relief, tile, etc.? Pg. 10 ❑ If a new covered walkway is proposed, does it match that of the existing covered walkway system? Pg.12 ❑ Are high quality materials and craftsmanship being proposed for trellis structures? Do they incorporate heavy timber with dark colored stains? Pg. 13
❑ If this is a new building, does it reflect the form, scale, and proportion (relationship of height and width) of existing adjacent buildings? Pg. 14
O If this is a new building, has the overall massing been broken up with variation in wall planes, heights and roof planes or by incorporating exterior stairways or balconies? Pg. 14-15 ❑ Are any new roof slopes proposed, shallow and range between 3:12 and 6:12? Pg. 18 ❑ Are Mission Revival style parapet roofs incorporated in flat roof designs and do they appear to be an integral part of the building not just tacked on? Pg. 18-19 ❑ Has the rooftop equipment been screened so as not to be visible from the ground level? Pg. 19 Wall or window mounted HVAC units should not be used. Pg. 36
O If the design incorporates a mansard roof, is it high and deep enough to look like a true pitched roof? Pg. 19
❑ Refer to page 20 for recommended and discouraged roof materials. ❑ Does the building have a recognizable base, body, roofline, and entry? Pg. 22 ❑ Refer to pages 23.24 for recommended and discouraged facade colors and materials. ❑ Refer to page 26 for recommended architectural details and accent materials. ❑ Is the entrance clearly identifiable? Pg. 27
❑ Are windows on the first floor pedestrian scale with clear glass panels that occupy 50-70% of the first floor frontage? Pg. 28
❑ Are windows oriented vertically (taller rather than wider) and rectangular or rectangular with a curved top? Pg. 28
❑ Refer to page 30 for recommended and discouraged window materials. ❑ Are proposed awnings made of cloth not vinyl, wood or terra cotta tile? Pg. 30 LI Is the method of sign attachment to the building (i.e. bracket) integral to the overall building design? Pg. 32
❑ The overall length of a sign should not exceed 75% of the width of the building or space directly of above the storefront and should not dominate the building facade or project above the building roofline. Pg. 32
O Are selected sign materials high quality, low maintenance, and long lasting? Pg. 32 ❑ Refer to pages 33.34 for specific recommendations for wall-mounted signs, hanging and projecting signs, awning signage, temporary signs, and prohibited signs.
O Are exposed pipes, vents, gutters, utility service areas (electrical panels, etc.) and flashing painted, concealed from view, or integrated into the overall building design? Pg. 36-37 ❑ Does the design incorporate energy-efficient concepts such as natural heating/cooling, appropriate sun/wind exposure and orientation? Pg. 38
❑ Refer to pages 39-40 for landscaping guidelines.
❑ Are café table and chairs made of high quality materials? Resin and plastic should be avoided. Pg.41 Arcade Plaza Design Guidelines
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Executive Summary
Located in the heart of downtown Ojai, the Arcade Plaza is a hidden jewel.
It offers shopping and dining, as well as, a place to sit and relax. With the recent investment by the Ojai Redevelopment Agency the plaza will soon be revitalized. To fully realize the benefits of this revitalization effort, many of the buildings that surround the plaza will also need to be upgraded.
This document provides a clear set of guidelines to strengthen the Mission Revival architectural character of the surrounding buildings, and unify the plaza. By following this easy to use document, property owners will be given examples and ideas on how to improve their building and contribute to reinvigorating the plaza area character.
These guidelines evolved through a series of meetings with members of the community and the Redevelopment Agency. The plaza buildings should compliment the existing Mission Revival architecture in the area and encourage both quiet private spaces as well as active public areas.
The first part of this document identifies document users, explains how to use it, and describes the preferred architectural style for the plaza. The second part of the document illustrates the architectural design criteria for all facade improvements and new construction. The criteria include suggestions for building form, massing, architectural elements, doors, windows, materials, signage, lighting, landscape, and furnishings. The last part of the document provides examples of possible improvements to various buildings within the plaza. To assist in reviewing a project, a simplified checklist is included in the back of this document. This checklist highlights key components of the guidelines that should be considered when reviewing renovations and new construction proposals.
The Arcade Plaza buildings not only frame the plaza but are key to creating the Mission Revival theme that will unify the plaza area. Striving for quality improvements and consistency, these guidelines will help create a welcoming environment attracting shoppers and pedestrians, and will promote a downtown full of economic vitality.
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I. Introduction
Ojai Arcade Plaza is located at the heart of downtown Ojai. The City of Ojai Redevelopment Agency plans to breathe new life into this potentially thriving public space.
Originally, the plaza was created from an alley in the early 1980's as a redevelopment project aimed at invigorating what was then a seriously blighted area. Though today's plaza is a great improvement from the previous alley, however it was never fully developed as planned in the initial redevelopment project. A number of vacant properties were never developed, temporary improvements never made permanent, and many plaza improvements that were designed in the 1980's do not meet the City's expectations for a "revitalized" Arcade Plaza.
The Redevelopment Agency has since obtained ownership of one of the larger infill parcels and a Plaza Redesign Plan and Implementation Plan was adopted in 1999. Developing Design Guidelines for plaza building facades was one of the first steps outlined in the implementation plan.
Plaza Location
The Ojai Arcade Plaza is located between Ojai Avenue (Highway 150), Matilija Street, Signal Street, and Montgomery Street. The plaza is surrounded by the downtown business district where some local businesses back onto the plaza, and a few businesses face the plaza. There are quiet green spaces, large trees, shelter from traffic and noise, and just enough pedestrian activity to make the plaza a nice place to eat a quiet lunch or read a book. On the contrary, it is not currently a popular destination in the downtown and is not easy to find. Although the Arcade Plaza is a relaxing pedestrian space, there are significant opportunities for improvement to maintain its quiet elegance while providing added economic vitality to the downtown pedestrian core. These design guidelines for buildings surrounding the Arcade Plaza are important elements in the total revitalization process.
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A. Application Process
As described in the Ojai Municipal Code, Title 10 - Chapter 2, Zoning Ordinance (section 10.46.010), all applications, within the guideline boundary, which include a physical alteration/construction shall be reviewed to ensure consistency with these guidelines. The Director may require that a project applicant submit design concept plans for preliminary design review before submittal of a formal application for a project deemed significant by the Director.
The purpose of the preliminary consultation is to advise the project applicant of applicable design guidelines (such as this document), design review policies, and other specific design criteria that may affect the project's design.
The Director, the Planning Commission, and the Redevelopment Commission (as appropriate) will use its discretion in applying specific guidelines in this manual to a particular project. Each guideline may not apply equally to every project. If a project is consistent with some of the guidelines and inconsistent with others, it will be up to the Director, the Planning Commission, and the Redevelopment Commission (as appropriate) to decide if the project is consistent with the overall intent of this document.
These guidelines are to be used for property within the designated "guideline boundary" as described below. Projects subject to the design review by the Planning Commission include:
• Projects applying for a building permit; and
• Any construction (with or without a building permit) that affects the exterior elevation of an existing structure.
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1. Guideline Boundary
These guidelines pertain to the block between Ojai Avenue (Highway 150), Matilija Street, Signal Street, and Montgomery Street. Though the primary focus of these guidelines is to enhance the buildings that face into the Arcade Plaza, they have been written to also include buildings that face onto parking lots and adjacent streets. All new development on properties immediately adjacent to the plaza are encouraged to embrace the Mission Revival Style.
Ojai Plaza Arcade and Guideline Boundary
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ifialaufamizi
B. Purpose for the Guidelines
The purpose of the guidelines is to give clear and concise direction for the renovation of existing buildings and construction of new buildings. The intent is to create a welcoming environment that attracts shoppers and pedestrians. These guidelines offer simple solutions and recommendations to improve commercial buildings in a way that increases foot traffic and creates a unified architectural theme. The guidelines are intended to guide the creative and artistic approach of the designer rather than to stifle creativity.
1. Arcade Plaza Vision
During the public outreach process for the Arcade Plaza Redesign, the community clearly defined a "vision" for the Arcade Plaza. Below is a summary of that vision:
The plaza will act as the "Town Square" or "heart" of the downtown and enhance the small town experience of Ojai. As a tranquil yet lively space the plaza will be oriented to all age groups and provide a comfortable place for the community to interact and enjoy.
Additionally, the plaza must be designed to support a healthy downtown business climate by creating a place where we can satisfy the human need to be in a pleasant environment.
The buildings that frame and surround the plaza play a big role in creating the desired character and realizing this vision. By enhancing these buildings, the plaza will take on an improved image, that will help create economic vitality for the plaza business.
2. Design Guideline Goals:
• Identify the architectural components, character, building forms, details, and other elements that should be enhanced during future improvements.
• Create a clear, concise and user-friendly document that is easy to administer.
• Provide basic design recommendations for property in the plaza area, promoting design creativity and variation while insuring consistency in building scale, style, and pedestrian orientation.
• Enhance community activity and the pride of ownership in the plaza area.
• Provide clear descriptions of architectural treatments that support the desired architectural character, yet allow for creative and whimsical artistic features.
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3. Who will use these guidelines?
Property Owners:
The guidelines will provide property owners with a clear and simple design review process. This document will work in conjunction with the General Plan, Zoning, and Building codes for the City of Ojai and provide a clear set of expectations and responsibilities for property owners.
Design Professionals:
The guidelines will provide a clear and graphic direction for renovation and new construction. They will serve as an information tool that can provide a link between the property Owner and the Designer. They will clarify the desired architectural style for the plaza buildings and give ingredients of that style.
City Staff:
The guidelines are to be administered by city staff with simplicity and clarity in assisting the general public with project processing. The guidelines will serve as the basis for evaluating proposals for compatibility and compliance.
City staff will also use these guidelines when working with the Redevelopment Commission and Agency, the Planning Commission, and the City Council.
Review Agencies:
The guidelines will provide the Redevelopment Commission and Agency, the Planning Commission, the City Council, and other reviewing agencies with a basis for evaluating proposals for compatibility and compliance.
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C. Architectural Character
The Ojai Avenue arcade and pergola exemplify the Mission Revival architectural style that is desired for the Arcade Plaza Area. This style, common throughout downtown Ojai, originated in the early eighteenth century. Inspired by the missions built by the Franciscans in California and the Southwest, Mission Revival became popular in the late 1800's. Reacting to the popularity of the Colonial Revival style in the northeastern states, California architects began embracing the historic mission architecture. With the 1893 opening of the Colombian Exposition in Chicago the Mission Revival style began to flourish.
Authentic Mission architecture was kept simple in design and ornamentation due to a lack of skilled labor and a limited access to building materials. The California missions were typically a simple design constructed of adobe bricks.
The walls were thick and the arches were low to support their own weight while long eaves where constructed to protect the adobe walls. Rooflines typically were formed at a low pitch or with shaped parapets. Looking at the origin of the Mission Revival architectural style, helps us understand the basic ingredients of this style predominately found in downtown Ojai.
Architecture surrounding the plaza should be both unified with the downtown Ojai Mission Revival architectural style and support the design of the plaza itself.
Plaza buildings should incorporate innovative, artistic, and whimsical elements to intrigue the visitor yet embrace the Mission Revival style. Through repetition of Mission revival architectural elements, the plaza area will be unified with a consistent theme.
Architectural features and elements in the plaza area should be "non-standard" where feasible, reflecting Ojai's natural environment and unique character.
Opportunities should be given to involve artists and other professional designers in the design of features such as: signs, lighting fixtures, benches, wall-fountains, etc.
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Bell Tower
- rc-hed Opening
"S" Curved
Parapet
Low Pitched
Terra-cotta
Tile Roof
Exposed
Rafter Tails
lune 12, 2001
Design Features Typical of Mission Revival Style Architecture • Symmetrical facades with a simple square or rectangular plan. • Asymmetrical facades commonly found with square or rectangular plans and occasionally with rambling compound plans
• Relatively smooth stucco (cement plaster) walls with hand-troweled finish
• Arched door and window openings
• Scalloped, parapeted gable ends
• Low pitched red clay tile roofs
• Facades often extend upward to form an arched, S-curved or angled parapet
• Deep overhanging eaves with exposed rafter tails, beams, and corbels • Quatrefoil windows
• Sparse ornamentation, usually terra cotta or concrete in Islamic or Sullivanesque patterns
• Bell towers
• Porch roofs supported by large square piers
• Deep door and window reveals to give appearance of thick walls • Ornamental iron grille work on windows, railings, or for decoration • Exterior stairs and balconies
• Multi-paned windows
• Heavy timber with dark stain
• Decorative tile accents
Mission Revival elements in downtown Ojai
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klc$a
Site Planning and Design
II. Architectural Design Criteria
A. Site Planning and Design
Site planning refers to the arrangement of buildings and parking areas, the size and location of pedestrian spaces and landscaping, and how these features relate to one another.
Pedestrian linkages to the plaza should be enhanced.
• Pedestrian linkages to and from the plaza should be enhanced with signage, landscaping, public art, and/or special paving. • Focal points should be developed to create a definite sense of identification and draw people through the plaza. Landscape, fountains, artwork, textured pavement,
changes in pavement levels, and building
features may be used to create focal
points.
A fountain and textured paving creates a focal point. Focal points draw people into the plaza.
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Outdoor seating adds atmosphere.
• New development / renovations /
additions are encouraged to incorporate
public art consistent with the City's one
percent public art program.
• Each property is encouraged to have its
own identity, yet integrate with adjacent
properties.
• Where possible, buildings should be
oriented to create and define usable
outdoor spaces. These spaces should
have a variety of microclimates, such
as shady, sunny, warm, cool, open, and
private.
• Buildings abutting the arcade plaza are
encouraged to:
• Orient business toward plaza. This
can be done with entrances, patios,
awnings, windows, landscaping, and
paving.
• Enhance large, blank walls with
murals, landscaping, stucco relief,
tile, etc.
• Provide outdoor seating and tables to
add to the pedestrian atmosphere in
the plaza.
• Entries to buildings should be
individualized, be clearly identifiable,
integrated with adjacent landscaping.
• Pedestrian walks should provide logical
linkages to surrounding sidewalks,
connections through the parking lots,
and to adjoining uses.
• Loading, trash, and storage areas should
be located away from seating areas and
screened from public view and designed
to fit with the plaza's Mission Revival
style architecture. (See Section G -
Utilitarian Aspects of the Building.)
(Refer to Approved Plaza Master Plan for
trash and recycling storage areas.)
June 12, 2001
Site Planning and Design
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Stairway design should be integrated with.
the building's overall character and design.
Semi-private patios are encouraged.
e I e
Semi-Private Transitional Spaces
B. Semi-Private Spaces
An important part of building design is the treatment of semi-private "transitional" spaces. These spaces link the outdoor public spaces to the indoor private spaces. The features addressed in this section include stairways, balconies, patios, courtyards, trellises, colonnades, and low "half" walls. These features add human scale and variety to buildings.
• Architectural features that create semiprivate, spaces between buildings and streets, such as porches, balconies, patios, staircases
and courtyards are encouraged. These
features should be fully integrated into the
overall design to avoid the appearance of
being an afterthought or "tacked on".
• Stairway location and design should
complement building form and massing.
• Pre-fabricated metal stairs are discouraged.
• Stair treads (steps) should be covered with
non-slip tile, stone or other low maintenance
materials that compliment the building's
overall design.
• Patios and courtyards with outdoor seating
are encouraged. Potted plants, trellis
structures, and sculptures can be used to
define these spaces.
• Covered walkways provide a visual, as well
as protective linkage between uses. These
walkways may occur at building street
frontages, between buildings, from buildings
to parking lots, and within a parking lot.
• New covered walkways should have a similar
design made with similar materials as the
existing covered walkways.
• Enclosed walkways or "pass-throughs"
should incorporate elements that draw
people into the plaza. This can be done with
paving, wall treatments, lighting, and public
art.
• Enclosed walkways provide an opportunity
for pedestrian scale wall treatments such as
murals, tile treatments, sculpture, alcoves, or
vines.
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Artistic column bases can be
used to add character and a
sense of stability.
Existing covered walkway.
Example of an arcade.
June 12, 2001
Semi-Private Transitional Spaces
1. Arcades, Covered-walkways, and Trellises
The existing Ojai Avenue arcades and covered-walkways
have been identified as vital and functional architectural components. In the plaza area there exists three types:
1) the Ojai Avenue arcade, 2) the terra cotta tile roofed covered-walkways in the interior plaza, and 3) attached arcades integrated into buildings (along Matilija Street and parking lot). These guidelines are for both building new or revitalizing existing arcades and covered-walkways within the plaza area. Any new proposed covered walkways should match the existing design. An exception to this
would be when an artistic column base is incorporated.
Arcades and covered-walkways consist of three basic
elements:
• Columns
• The detail and articulation corner (top of
column)
• The underside of the arcade/covered-walkways.
Arcade / Covered-walkway Columns
• Arcades should have a sufficient wall column
thickness emphasizing a sense of strength,
balance, and traditional masonry proportions.
This proportion and massing is essential to the
Mission Revival Architectural style.
• Columns can vary slightly in size, frequency,
material, and proportion, but the support itself
should appear solid and provide a sense of
stability.
• Simple pipe or square tubing, although
functional, is not consistent with the Mission
Revival Architectural style. These types of
support columns should be avoided.
• The base of columns should have a distinct
material application or relief treatment. This
application should extend a minimum of 12"
above the base.
• The top of the column should also be treated
as a terminus or transition to the horizontal
support.
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Thick columns -
. and walls
-
!WO
Semi-Private Transitional Spaces
Arcades attached to buildings should
possess traditional masonry proportions.
Column bases should be large enough to
provide a sense of stability.
Underside of Arcade
• When selecting materials and determining
the level of detail to apply on this surface,
priority must be given to visibility. The
underside of the arcade/covered-walkway
will be very visible from a pedestrian
point of view. Avoid unfinished looking
treatments.
• The appropriate treatment of this surface
will enhance the effectiveness of signage.
• Proper attachments for signage should be
utilized at every application. Screw in "J"
or "eye" hooks are not allowed.
• Locate and select lighting that does not
create glare or an unsafe situation for
pedestrians. Low level, upward lighting,
or soffit lighting, is more appropriate
than "spot" or "down lighting". Lighting
that is directly focused on signage may
be appropriate if carefully applied and
controlled.
Trellises
• The use of trellises along blank walls
are encouraged. This will add interesting
shade and shadows detail and create an
opportunity for climbing vines on bare
walls.
Trellis used along blank wall to accent entry and add
interesting shade and shadow detail
• Heavy timber with dark
colored stains should be
used for trellis structures.
• High quality craftsmanship
should be used on trellis
structures.
• Trellises can be used to
enclose trash and storage
areas.
• Trellis structures can be
used to shelter parking
areas, outdoor seating areas
or accent entries.
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Building Form and Massing
C. Building Form and Massing
Building forms and facades have an impact on the cohesiveness and comfort of a space. It is particularly important in a plaza which is surrounded by buildings such as the Arcade Plaza, that the form and massing of these buildings be proportionate to attract pedestrian activity. Where infill buildings are being constructed, or existing structures upgraded, design principals including continuity, proportion, mass, scale and rhythm will help create an aesthetically pleasing facade and plaza.
1. Continuity
Continuity among individual buildings in the plaza area will contribute to a unifying identity. Repeating form and massing elements on building facades, i.e. wall planes and modulation, window and door arrangements, entries, transoms, awnings and parapet treatments, will help create continuity with the plaza area. • New buildings should reflect the existing form, scale, and proportion (relationship of height and width) of adjacent buildings.
2. Building Mass
Mass is defined as a three-dimensional form such as a cube, box, cylinder, or pyramid. The way the forms are sized and combined directly relates to the way buildings feel to a pedestrian. Voids or open spaces in the forms can change their appearance and make the building more interesting and less imposing.
Vertical and horizontal articulation reduces a building's apparent mass.
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204
di 10
Building Form and Massing
• Changes in vertical planes break up a box-like appearance. Vertical elements such as pilasters help create "bays" to give the appearance of several smaller buildings.
• Massing design may include:
• Variation in the wall plane (project and recess)
• Variation in wall height
• Roofs located at different levels
• Exterior stairways
• Balconies
Balconies on upper floors are encouraged and help to break up large massing. • Architectural elements, materials, and colors can emphasize or de-emphasize a building mass.
• Upper floors may be appropriate to accommodate balconies, seating and other architectural treatments.
• Multistory buildings should incorporate some one-story elements to "soften" the buildings overall mass.
• Massing of columns, walls, parapets, and window openings should reflect permanence by emphasizing thickness and mass.
• Projections and recesses are encouraged to add texture and differentiation between buildings. These elements could include recessed storefronts that are large enough to accommodate seating along a sidewalk. Entry portals proportional to the buildings with columns and a detailed roof or balcony also add texture.
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Building Form and Massing
3. Scale
Scale is the proportion of one object to another. "Human" or "intimate" scale incorporates building and landscape elements that are modest in size. "Monumental" scale incorporates large or grand building elements. Buildings within the plaza area should incorporate human scale elements. • Architectural details that relate to human scale such as arches, trellises, or awnings should be utilized.
• Articulated storefronts with carefully arranged doors, windows, arches, trellises or awnings, rather than blank walls, should face onto the plaza.
4. Rhythm
Rhythm describes the
relationship of building
components, as well as the
relationship of individual
buildings to one another.
• Rhythms can be
the simple
repetition of one
or more
architectural details.
Example of windows establishing rhythm.
• Rhythm may be expressed by changing materials or color. • Rhythm may be expressed by using elements such as columns and windows.
5. Proportion
The ratio of one dimension to another, such as the width of a building to its height defines its proportion. Exaggerated proportions can create awkward buildings.
• Proportions that have historically been related to the selected architectural style, Mission Revival should be utilized.
6. Balance
The visual equality between elements describes its balance. Harmonious visual balance is important regardless if building elements are symmetrical or asymmetrical.
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Low Pitched Roof
w/ Terra-Cotta
• -`" - • •• • ••
Building Elements
D. Building Elements
To a large degree, the architectural style of a project is dictated by the building elements and architectural details. This includes the colors, materials, architectural features, lighting, roof forms, and signs. Architectural elements should be complimentary and work well together to create a uniform project identity. In addition, building forms and elements should be designed to discourage public access to roof structures.
The following guidelines address materials as they relate to roofs, walls and facades, windows, doors and other related features. Maintenance, vandal resistance, long and short term costs, functionality, and appearance should all be taken into consideration during the design process.
Building elements add interest to building facades.
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Building Elements
1. Roof Forms and Materials
"Si' Shaped One of the most important Parapet
factors in defining a building's
overall character is the roof
design. This includes roof shape, Gerbig(' Roof ---
form, slope, material, texture
and color. To ensure consistent
architectural quality throughout
the Ojai plaza, building roof Shed Roof—.
treatment should be
representative of the design and
scale of the balance of the Wall Capped
building. The following roof 'Ili Terra
Cotta Tile design guidelines apply to all
structures in the project area. Varied roof forms add visual interest to buildings. • Slopes of pitched roofs
should be shallow and range between 3:12 and 6:12. Steeply pitched roofs greater than 6:12 are strongly discouraged.
• Gabled, hipped (including pyramidal) and shed roofs are encouraged. • Parapets are encouraged on flat roofs. Mission Revival style incorporates parapets with "S" shaped forms.
• Decorative chimney forms and cupolas are encouraged.
Parapet roof examples. Decorative chimney form.
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208
All visible sides of roof forms should have a finished look.
Exposed rafter tails are encouraged.
Mission style tower elements are encouraged
! o.•r •
Building Elements
• Roofing that is visible from upper stories
should be aesthetically pleasing.
• Roof parapets should not appear "tacked
on" and should convey the same feeling
of permanence as the balance of the
building. The material used on the "cap"
and visible sides of roof parapets should
be detailed and finished in the same
manner as the "front" to ensure overall
architectural integrity.
• Roof parapets should be well-detailed,
three-dimensional, and of substantial size
to complement a building.
• Continuous mansard roofs are
discouraged.
• Exposed structural elements (beams,
trusses, frames, rafter "tails", etc.) are
appropriate roof overhang details.
• Exposed rafter "tails" should not extend
beyond the roof overhangs.
• Deep roof overhangs are encouraged
especially when used in arcades, verandas
or where they're specifically used to
enhance passive solar design.
• Tower elements with roof forms that
reflect the Mission style are encouraged.
• Barrel tile caps at roof hips and ridges are
encouraged.
• Rooftop equipment should be screened
and not visible from ground level at
any distance. Buildings with flat or
low pitched roofs should incorporate
parapets, pitched facades, or architectural
elements designed to screen roof
mounted mechanical equipment and to
be architecturally compatible with the
design of the building facade.
• Mansard roofs should have a roof pitch
that is high and deep enough to look like
a true pitched roof.
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June 12, 2001
Building Elements
Recommended Roof Materials
• Clay or integrally colored concrete roof tiles.
• "Mission" or "Barrel" shaped roof tiles.
• Roof tiles can be grouted or ungrouted.
• "Terra Cotta" and other red/earth tone roof tiles.
• All ridge and hip caps should coordinate with field tiles. • Visible portions of "built up" or other flat-roof materials should be colored or covered with aggregate that is compatible with the color and design of adjacent roofing and facade materials.
• Roof materials and colors are important aspects of the overall building design.
Visible pitched roofs should use terra cotta colored tiles.
Grouted terra cotta tile roof Barrel shaped terra cotta tile roof.
Roof Materials That Are Discouraged
• Highly reflective or brightly colored materials (high gloss tile, unpainted metal flashing)
• Low-profile composition roof tile, wood and/or hardboard, or synthetic shingles and shakes
• Simulated clay tile roofs (pressed metal roofing)
• Corrugated fiberglass or metal ("tin") panel roofing
• S-tiles should not be used.
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13(.:'crre: 1.z.
Building Elements
2. Walls and Facades
As is the case with building roofs, the design and materials used for walls and facades play an important role in determining a building's overall character.
Buildings of large size should be designed to avoid box-like appearance with "blank" walls. Vertical and horizontal articulation of a building's facade help provide visual interest. Use relief molding forms, color, or special materials to accentuate the building base. Architectural details should be used to enhance the buildings and adjacent pedestrian spaces by adding color, shadows, and interesting forms. The following guidelines will give examples of architectural details and forms that can be incorporated on new buildings and/or existing building renovations.
Tower
"5" Shaped
Parapet
Alcove Detail--•-••
Winclog
Relief Detail
Arched Entry
Mission Revival style elements.
Attachment E
211
Wall relief elements and wa fountains are encouraged.
Balconies help add interest to a facade.
June 12, 2001
Building Elements
• Large bare walls should be articulated with varied reveal and relief patterns such as molding, texture changes, and architectural details.
These measures create distinct shadow patterns resulting in the increased perception of depth and variety. Wall surfaces should not exceed approximately 250 square feet or continuous runs greater than approximately 30' without some form of articulation as described above.
• The articulation and material use on a building facade should be appropriate to the Mission style.
• Exterior walls/facades, especially at ground level, should include windows, trellises/arcades, roof overhangs, reveals, wainscots, varied materials and other architectural elements. This articulation contributes to a building's character, provides visual diversity, and enhances pedestrian scale.
• Large "Blank" walls are discouraged. See
architectural details and accents.
• Articulation/detailing of exterior walls at
ground level should be integrated with
landscape features (trees, plants, walls,
trellises and unique land forms) to ensure
appropriate transition from ground to wall
plane.
• Building base (also called bulkhead or
wainscot), which use varied texture and/or
color with terra cotta or glazed tile accents
are encouraged at ground level areas and
gathering nodes.
• Wall/facade elements should express
building function, structure and scale and
should illustrate a fully integrated design.
• Smooth and Spanish Mission styled stucco
surfaces with tile accents are encouraged.
• Building facades and walls should have
subdued medium to light colors with
darker, richer and brighter colors used as
accents or special features.
• Each building should have a recognizable
base, body, roof line, and entry.
• Varying materials between base and body
of a building can break long wall planes.
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212
riwwwwwwwwwww
10/[1: =
Trellis structures add shadow and interest to
building facades.
Simple accent details on smooth
stucco walls are recommended.
rioleifASersLcrn
Building Elements
• The material palette for
building in the plaza
should reflect the
materials commonly
found and used in the
region including those
used in the area's
historically significant
buildings. Although the
selected building
materials will play a large
part in establishing a
design character, the appropriate architectural detailing of these materials will ensure that the plaza has a feeling of quality, permanence and timelessness.
• Materials should also compliment the natural landscaping and the Mission Revival architecture in the area. Natural materials such as stone, terra cotta tiles, boulders, and wood should be used throughout the plaza. Colorful tile, ornamental glass, stucco, and wrought iron detailing should be use to accent areas and bring color to the design.
Recommended Facade Colors and Materials
• Cement plaster or synthetic plaster (EIFS) in medium to light muted earth toned colors.
• Glazed or unglazed tile used as accents on a building's base, walls and columns are encouraged. • Artistic elements and accents such as mosaic are
encouraged.
• Stone or simulated stone (i.e., river rock) used as
accents are encouraged.
• Cast and precast concrete with a texture/finish
appropriate to the building's design. This material is acceptable on building bases and columns/ pilasters. Concrete used as a finish material may
be used if painted or tinted to an approved color.
• Terrazzo and architectural terra cotta used on building columns, bases or as accents. • Heavy timber construction used in trellises, roof overhangs, balconies and other architectural elements. All wood materials must be properly detailed and finished (preferably stained) and should not be left in a "raw" unfinished state. • Foam details may be allowed if it is applied above 6' high and consistent with the Mission Revival style.
Attachment E
213
Medium to light earth-toned colors
are most suitable for the project.
June 12, 2001
Building Elements
• The creative blend of traditional historic materials and today's technologically advanced building materials/systems is encouraged.
• Buildings should keep a balanced color palette
between base colors and "brighter" or "darker"
accent colors on each building.
• Colors should be used that reduce sun glare on
wall planes by using flatter, muted colors, i.e.
avoiding bright whites.
• Door and window trims, awnings, and wall tiles
provide opportunity for color that adds interest
and texture to storefronts or building bases.
Color of trim should be coordinated with the
wall colors.
• Colors should be coordinated with other adjacent
buildings.
• Colors should compliment natural / unpainted
materials used on the facades such as pressure
treated wood, terra cotta, and tile.
• Large areas of intense light color should be avoided. While more subdued colors usually work best for overall building color, darker accent colors are appropriate for trim, windows, doors, and key architectural elements.
Facade Colors and Materials That Are Discouraged
• Highly reflective or brightly colored materials, except as accents • Concrete block (smooth, split-face, etc.)
• Brick masonry
• Wood or simulated shingles or shakes
• Corrugated fiberglass or metal ("tin") panels
• Simulated stone or masonry
• Vinyl or sheet metal siding
• Plywood, hardboard or dimensional lumber
• Wood and composite horizontal or vertical siding
• Bright whites and other colors that will create a glare.
Attachment E
214
Articulate all sides of buildings.
Alcoves are common Mission Revival
elements.
•
a gl
Building Elements
3. Sides and Backs of Buildings
Consistent architectural design and detailing
should be provided on all sides of a building
to help eliminate obvious "side" and "back" of
building appearances.
The facades next to the vacant parcels currently
have blank walls. If the City eventually purchases
the vacant parcels, these blank walls will be
incorporated into new facades and enhanced
with architectural details, windows, and doors.
Until then, blank walls should be enhanced with
temporary treatments like landscaping and paint
treatments
• Murals, trellises, or vines and espaliers
should be placed on large expanses of
walls at the rear or sides of buildings to
soften and create interest.
• Wall-mounted lighting should be
provided between buildings to ensure
security. (See Lighting.)
4. Architectural Details and Accents
Accents and architectural details are features on a
building that can provide visual interest, variety,
and quality in appearance.
• Alcoves or niches are common Mission
Revival elements and are encouraged.
• Flashing details, gutters, downspouts,
and vents should be designed to
complement the building's overall
design.
• Decorative wrought iron should be
utilized at railings, gates, etc. and should
be painted to coordinate with any
wrought iron light fixtures or other
features. Rich, dark to black colors are
recommended.
Balconies with decorative supports are encouraged.
Attachment E
215
Building Elements
Wood railing
Iron railing
Wall fountain with. colorful tile.
June 12, 2001
• All railing
including
stairway
handrails,
guardrails and
decorative
railing should be
constructed of
wood or metal
and should be
stained or
painted to
coordinate with
other building
features/elements.
• Subtle artistic
and unique
accents are
encouraged. Subtle artistic and unique accents are
encouraged.
Recommended Architectural Detail and Accent Materials
• Glazed or unglazed ceramic or clay tile in rich colors at window/door surrounds, address identification placards, bulkheads, architectural lighting, seating, and other details
• Terra cotta tile
• Wood canopies and trellises
• Stained wood in dark color
• Wrought iron (black or dark brown) ornamental iron
work at windows, railings, etc.
• Stone or river rock (local stone preferred)
• Artist designed elements
Arched opening Wrought iron grill work Roof overhang at entry Wall planter over window
Attachment E
216
Building Elements
5. Entries and Doorways
It is important that the main entrance to a building is clearly identifiable. It is the primary point of arrival and should be treated as such.
Designs should incorporate one or more of the following methods in the entrance design.
• A change in wall plane or wall articulations around the door will help accent the entry.
• Placement of art or decorative detailing at the entry. • A projecting element above the entrance.
• A change in material or detailing.
• Architectural elements such as flanked columns, archways, or decorative fixtures.
• Recessed doors,
archways, or cased
openings.
• A portico or
formal porch projecting
from or set into the
surface.
• Changes in the
roofline, a tower, or a
break in the surface to
the subject wall.
• Upper floor
entries should have their
own distinct design that
compliments the main
building frontage.
• When possible,
awnings, tiled roof
canopies, or trellises
accenting the entries
should be incorporated
into the building façade.
Columns, signage and building form helps accent entry.
Attachment E
217
June 12, 2001
Building Elements
Storefront windows located on the first floor
distinguish it as a publicly oriented space.
Recessed multi-paned operable windows are
encouraged.
Example of Mission Revival arched window
/ openings.
6. Windows, Doors, and Storefronts
• At the street level, windows should have
pedestrian scale and detail.
• Clear glass is recommended facing onto
plaza walkways to create interesting
interior shop views for pedestrians. Heat
gain can be limited by implementing
awnings, recessed storefronts, polarized
glass, or professionally-applied UV film.
• Windows on upper floors should
reinforce the typical rhythm of upper
story windows found on traditional
Mission style buildings.
• The first floor of commercial buildings
should contain storefront windows to
help distinguish it as a more publicly
oriented space. Storefront windows,
when combined with entry doors,
should occupy 50% to 70% of a firstfloor frontage.
• Windows may be accented with wall
planters or window boxes at their base.
• Operable windows are encouraged to
provide natural air circulation and
allow interchange between indoor and
outdoor spaces.
• Windows should be rectangular or
have arched tops and be vertically
proportioned (taller rather than wider).
• Multi-paned windows that are consistent
with the Mission style and are
encouraged.
• To further reinforce the sense of quality
desired, windows and doors should
be recessed into the wall. Windows
flush with the adjacent wall plane
are discouraged. All windows, including
storefront window/window-wall systems
should be recessed to create pronounced
shadow lines.
Attachment E
218
!" • grAiyin
Building Elements
Paint, tile, awnings should be used to
articulate and accentuate openings.
Wood slatted awnings add color and
interest to windows.
• Openings should be articulated/accentuated
with paint, tile, shutters, awnings, plant
shelves/planters or other appropriate
architectural features. These features
and the various shadow patterns created
throughout the façade add a rich visual
texture to a building.
• A rhythm created by multiple window
openings is common in Mission Revival
architecture and is encouraged.
• Small scale square, circular and arched
windows are permitted if appropriately used
in conjunction with the other window and
door openings on a façade as they relate to
the building's design character.
• Door and window hardware should be of a
high quality and should have a design, finish
and color that complements the overall
project character.
• Arched openings or windows are
appropriate to the desired style of the Ojai
Arcade plaza.
• Divide storefront windows into a series of
vertical windows. Large window panes are
discouraged.
• A consistent use of window style, size
and related trim or accents on a building
is recommended to simplify a building's
elevation, ensuring a consistent character.
• Provide adequate space between windows
and adjacent roofs, wall corners or other
features.
• Skylights should be appropriately detailed
and should relate to the overall design
concept in their form, location and color.
Attachment E
219
une 12. 2001
Building Elements
Quatrefoil windows are common with
Mission Revival architecture.
Arched multi-paned window.
Recommended Door and Window Construction Materials
• Though the materials are important, it is the profile and proportion (width) of the window frames that reflect the desired Mission Revival style. • Clear or very lightly tinted window glazing
• Acceptable frame colors include off-white and medium to dark earth toned colors • Painted, or stained, wood window sashes, frames and doors • Canvas, wood, or terra cotta tile awnings at doors and windows in rich, medium to dark colors
• Plaster, terra cotta, stone, wood, tile, or other compatible door and window "surrounds" • Wood casement windows are preferred, due to their more natural and substantial form
• Accent windows of leaded, etched, beveled, and colored glass consistent with the style of building.
• Authentic wood mullions should be used to divide window panes.
Door and Window Construction Materials That Are Discouraged • Clear anodized/mill finished aluminum window frames
• Reflective or colored glazing, this includes black and silver • 'White or "frosted" plastic skylight lenses
• Aluminum storefront type systems
Attachment E
220
Pima
Building Elements
Canvas awnings help accent entries and add
color to the facade.
Wood trellis structure acts as an
awning providing shade interest to
facade.
Cloth umbrellas are encouraged.
7. Awnings and Umbrellas
• Awnings add color, forms, relief, and pedestrian
protection from the elements. They may also create a
space for identification signage.
• Awnings, as well as signage, help to clearly demarcate building entries and help orient pedestrians.
• Awning maintenance should be in accordance with the
awning manufacturer's care instructions. The life of the awning is generally not expected to exceed eight to ten years. Property owners should not propose installing
awnings unless they are prepared to replace the awnings every eight to ten years.
• Awnings with imprinted signage are encouraged.
Lettering style and size should be in scale with the
awning and adjacent awnings subject to the existing sign ordinance. (Refer to the awning sign section, page 34)
• Awnings and umbrellas should be made of cloth (not
plastic or vinyl, wood or terra cotta tile) and should be high enough so as not to block visibility of pedestrians. • Awnings should not be wrapped around buildings in
continuous bands. Awnings should only be placed
on top of doors, windows, and other openings where
arcades are not utilized.
• Awnings should not dominate the facade, but should be in scale with the rest of the building.
• Awnings and umbrellas should be regularly maintained
and kept free from tears, fading, and stains.
• Awnings, if lighted, should be lit with the direct,
architecturally interesting and appropriate fixtures such as "gooseneck" type fixtures.
• Awnings should be placed within vertical elements when the facade of a building is divided into distinct structural bays.
• Fabric and wood slatted awnings arc encouraged on
storefronts and windows. Awnings shapes and colors
must complement the overall building design and should
appear as an integral part of the building's architecture. • Umbrellas should be one color and free of all advertising and other text.
Attachment E
221
;une 12, 2001
Signage
Sign designs can reflect the type
of business.
Signs at eye Level height
will attract pedestrians.
Hanging / projecting sign
example.
E. Signage
Signs are an important part of every business, but can too easily detract from the overall appearance of a storefront and the plaza area. These guidelines will promote signage that will serve a beneficial function and will be architecturally interesting to the individual storefronts, as well as the downtown plaza area. All new store signs must be consistent with the City's Sign Code, Chapter 6, and must be approved by the City. • The method of sign attachment to the building should be integrated into the overall sign design chosen. Metal brackets (i.e. wrought iron) compliment the Mission Revival style of architecture and are encouraged.
• Signs should coordinate with the building design, materials, color, size, and placement.
• Signs should not cover up windows or important architectural features.
• Overly large signs that dominate a building facade are not permitted. • The overall length of a sign shall not exceed 75% of the width of the building or space directly above the storefront.
• Sign variety is encouraged among different users.
• The character of each sign including the type/style, design, shape, or graphics should reflect the nature of the business and be of a high quality.
• When a large building has more than one tenant, the individual tenant signs should follow a consistent design standard and be integrated into the building architecture and design.
• No signs or advertisement should project above the peak of the roof or parapet.
• "Luminous tube" neon signs shall be prohibited.
• Signage shall be constructed of high quality, low maintenance, and long lasting materials.
• Signs shall be clear, concise, and informative.
• Creative and whimsical sign designs that add interest for the pedestrian are encouraged. Because the plaza area is primarily pedestrian space, the signs used in this area should be located and designed for pedestrians.
Attachment E
222
klikeotgo-LA-1-111
Signage
Listed below are guidelines for the four main types of signs encouraged in the plaza area, wall-mounted signs, temporary signs, hanging signs, and awning signs.
f •
Wall mounted signs can be mounted to
accent shadows or flush with facade.
Sign painted directly on building
Signs hanging from decorative wrought
iron brackets are encouraged
1.Wall-Mounted/Painted Signs
Wall-Mounted/Painted Signs can be letters or panels attached directly to the building or painted onto the building. These signs can be either smaller pedestrian oriented signs or larger auto-oriented signs.
• Signs attached directly to a building should be proportional to the wall space.
• Wall signs shall not project out from the face of the building more than 4" nor over the property line.
• Wall-mounted signs shall not obstruct windows or interfere with other architectural details.
• Signs reflecting the type of business through design, shape, or graphic form are encouraged.
2.Hanging and Projecting Signs
Hanging signs can either be hung from brackets that attach to the building (also called projecting signs), or hung from arcade / covered walkway, or trellis structures (under canopy signs). These signs are primarily pedestrian oriented signs.
• The height from the sidewalk to the bottom of the sign must be in accordance to the city standards, a minimum of 8 feet. • Size of hanging signs should be a maximum of ten (10) square feet in area to give businesses equal visibility of their signage. The City may approve a larger or smaller sign if it is determined that such signs are architecturally harmonious in relation to the size and location of the building area occupied by the enterprise and the center for which the overall sign plan is proposed.
• Hanging signs should be carefully detailed to have a quality finished and designed appearance.
• The method of attachment of the sign to the underside of the arcade should be carefully detailed. This includes:
• How the chain, cable or rod attaches to the underside of the arcade
• The chain, cable or rod itself
• The way the chain, cable, or rod attaches to the sign
Attachment E
223
Signage
Proportional awning sign example.
Appropriate temporary sign.
Sign graphics and lettering should not
dominate the awning.
Example of undesirable awning sign.
Inappropriate temporary sign.
June 12, 2001
3. Awning Signs
Awning signs consist of letters
graphics, and/or logos printed
onto awnings. Used along a
sidewalk, these signs are
primarily auto-oriented. Used
within the plaza, these signs will
be pedestrian oriented.
• Awnings with imprinted
signage may be used.
Signage letters should
be complementary to
the awning in color, and
should be proportional.
• Simplicity is the key to
a quality awning sign.
Graphics, letters and
logos can be used, but
may not cover more
than 25% of awning
and must be professionally designed.
• Awning signage should be properly maintained and should be replaced if it starts to appear faded or worn.
• Awning signage should be limited to store names and
trademarks should be avoided.
4.Temporary Signs (Special Occasion Sign)
Though these signs are only temporary, they should have a clean, quality appearance. Poor quality, messy signs are not allowed.
Temporary signs are typically used in a window display such as grand openings, sales, holidays, carnivals, political campaigns, community affairs, etc.
• Temporary signs should take up no more than twenty-five percent (25%) of the window or opening area which remains after deducting the area from any window or opening area devoted to permanent interior business window signs. The sign may be used for thirty (30) days and shall be removed no later than one (1) day after the thirty day period has expired.
Attachment E
224
Wrought iron or similar
material lighting is
encouraged.
dam
Site and Building Lighting
5. Prohibited Signs
The following types of signs will be prohibited in the Ojai Plaza Area. • Flashing, rotating, moving, blinking, and reflecting or fluorescent painted signs
• Signs on trees, shrubs, stones, fences, utility poles, or any similar object or structure
• Signs of nonpermanent materials
• Floating signs (i.e. balloons)
• Internally illuminated plastic signs
• "Luminous tube" neon signs shall be prohibited.
F. Site and Building Lighting
Exterior architectural lighting is an important feature for buildings and for the plaza area. Lighting will help address the community goals to make the plaza a safer, more inviting, and active place in the evening. Effective lighting provides safety and direction for vehicles and pedestrians, visibility and security for businesses, while enhancing architectural building and landscape details.
These guidelines apply to lights associated with the building. • Building entries, covered/uncovered walkways, stairways, balconies and architectural elements on a building facade should be accented with architectural lighting.
• Light fixtures should work in conjunction with and complement the building's character. This includes the size, scale, proportion and finish of the fixture.
• Provide adequate lighting without excessive overlap of illuminated areas. Design lighting to provide ambiance, safety, and security without unnecessary spill over or glare onto adjacent properties. • Spotlighting or glare from any site lighting should be shielded from adjacent properties and directed at a specific object or target area.
Exposed bulbs should not be used.
• Light fixtures should be designed or selected to be architecturally compatible with the Mission Revival Style. Metal (wrought iron looking) fixtures painted in dark colors are common of this style.
Typical fixtures are square and geometric as opposed to rounded forms.
• Uplighting of building elements and trees are effective and attractive lighting techniques that are encouraged.
• Use low-voltage lighting that conserves energy in the landscaped areas whenever possible.
• Colored lights are discouraged.
Attachment E
225
June 12, 2001
Utilitarian Aspects of the Buildings
• Strings of tivoli lights are discouraged on building facades except during the holiday season (Thanksgiving to New Years).
• Landscape lighting can be used to accent walkways and entries and/or seating areas and specimen plants / trees.
• Window display areas should be well lit. This will help light plaza area and attract window-shopping activity.
G. Utilitarian Aspects of the Buildings
Utilitarian aspects of the building include trash and recycling containers, delivery areas, utilities, storage areas, roof drainage, energy guidelines, and food service guidelines. These aspects can be the most difficult areas to design, but poorly addressed can ruin the character of a building and the plaza. Utility service areas should be part of the early building design or remodel process, rather than an afterthought at the construction document phase.
1. Screening of Utilitarian Equipment
• Service, utility, and loading areas should be carefully designed, located, and integrated into the site plan. These critical functional elements should not detract from the public viewshed area. • Siting of noise and odor generating functions on any site that may create a nuisance for the adjacent properties should be avoided. • Roof access should be provided from the interior of the building.
Exterior roof access ladders are not allowed.
• Wall or window mounted HVAC units are not permitted.
• Roof mounted HVAC equipment including ducts, vents and passive solar collectors shall be fully screened from public views. The screening structures/elements should be architecturally compatible with the overall design theme of the building using similar materials, textures, colors and form. Screens that appear as tacked on "fences" set on roof tops are discouraged. 'Where appropriate, parapet walls or other roof structures should be designed to a height that screens equipment without the need to add secondary screening structures. • All new equipment will have screens as high as the equipment. • Hide loading, storage and service facilities including docks, etc. from public views and integrate into the building's design.
• Paint or conceal from view bare metallic surfaces such as pipes, vents, gutters and flashing in a manner harmonious to the structure.
Paint and finish flashing to match the adjacent building materials. • Heavy timber, stucco, and trellis, or terra-cotta tile roof structures can be used for storage.
Attachment E
226
Utilitarian Aspects of the Buildings
2. Trash Enclosures
• Provide recycling bins along with trash bins.
• Integrate recycling bins into trash container enclosure structure. • Locate trash container enclosures in areas that minimize their visibility from adjacent uses, properties, streets and upper story uses. • Trash enclosure structures should be six feet in height, shall be architecturally compatible with the design theme of adjacent buildings using similar durable low maintenance materials, textures, and colors.
• Trash collection areas and enclosures should be located for the convenience of users and collection agencies. (See Arcade Plaza Master Plan.)
• Use materials such as heavy timber, stucco, and terra-cotta roof tiles for trash enclosure structures.
• Roof structures over trash enclosures are encouraged. These can be a terra-cotta tile pitched roof or a heavy timber trellis structure. • The best recycling, refuse and green waste practices that are feasible are encouraged within the plaza.
3. Disabled-Accessible Ramps and Railing
• Ramps and guardrails used as a means of egress must conform to the criteria listed in Section 1003.3.4 of the Uniform Building Code (UBC).
• Guardrails should compliment the architectural style of the building while conforming to the UBC.
• Ramps can be integrated into the site design creating functional or unique spaces.
4. Exterior Utility Panels
• Utility service areas, such as electrical panels, should be placed within enclosures or hidden from view that are architecturally integrated into the building design.
5. Roof Drainage
• Gutters and downspouts on the exterior of the building should be decorative or designed to integrate with the building facade. • Roof scuppers should not be used in areas that are visible to the public spaces, unless they are decorative elements.
Attachment E
227
June 12, 2001
Utilitarian Aspects of the Buildings
6. Food Service
• Grease traps should be designed and implemented per the Uniform Plumbing Code.
• A plan for grease removal / extraction from the facility should be created. If grease barrels are to be stored on site for eventual removal then they need to be stored within the trash enclosure or in another approved location.
• Grease barrels with spill containment basins are recommended. • In order to prevent grease build-up and undesirable odors all equipment and mats must be washed in compliance with the National Pollution Discharge Elimination Standards.
7. Energy Guidelines
• All buildings should incorporate energy-efficient concepts, i.e.:
natural heating/cooling, appropriate sun/wind exposure and orientation (Passive solar design).
• Buildings and related structures/elements should provide plenty of shade and air circulation for pedestrian users in the hot summer months, thermal mass for natural heating in the cool winter months. • All buildings should incorporate the construction industries' stateof-the-are energy-efficient technologies (e.g. photovoltaic solar energy collection panels) and construction systems/technologies to provide the highest possible energy efficient buildings.
Attachment E
228
Elcobaihligri9
Landscape / Hardscape
H. Landscape / Hardscape
On the whole, the city's existing lush landscaping, with a variety of shade trees and colorful understory, will continue into the expansion area. All privately landscaped areas should strive to follow this same planting arrangements and careful maintenance practices.
1. Plant Materials and Layout
• Landscaping should be consistent with the existing landscaping palette within the plaza.
• Where new landscaping is proposed within the plaza, a landscaping plan should be submitted to the City for review.
• Use of native and low water use plants in conjunction with efficient and long-term water system for the establishment and maintenance of a drought-tolerant landscape is strongly recommended.
• Artwork and sculpture are encouraged to be incorporated into any landscape design.
• Use of window boxes for upper story users is encouraged to provide color-spots at higher elevations, but plants must be accessible for maintenance and should be attached safely and securely.
• Plant material such as evergreens should be used to
soften structural edges. It may not be used as a
mask to justify poor building design.
• Water features should be used with planting and
natural materials in courtyards and plazas.
• Trees and shrubs should be located and spaced to
allow for mature and long-term growth. Trees and
shrubs should provide minimal root problems.
• Accent planting should be used around entries and
key activity hubs.
• Planting should be used to screen less desirable
areas from public view, i.e., trash enclosures, parking areas, storage areas, loading areas, and public
utilities.
shrubs should be considered when developing
• Planting around entries can add
Consideration of seasonal shading from trees and
visual appeal.
planting schemes.
• The irrigation systems shall be designed to apply water slowly allowing plants to be deep watered and reducing runoff. Drip systems are required in all areas except turf irrigation and small ornamental planting.
• Deciduous trees provide solar control during summer and winter while providing fall color, seasonal flower and other desired effects.
Attachment E
229
I 62 ;' 40,t4
zxx
- c
Special paving on private property is
encouraged.
June 12, 2001
Landscape / Hardscape
• Plants to be avoided include: short lived plants and those susceptible to disease; shrubs and ground cover that have become commonplace in Southern California; and large expanses of single plant varieties due to their unchanging appearance and loss of landscaping once struck with disease.
• Lawn areas should be limited to a maximum of 1/3the area devoted to plant material and should to be used only to serve a functional purpose. • Pruning should be done in order to preserve the health, structural integrity, beauty, and longevity of the plant. It should not be used to clip plants into unnatural geometric shapes.
• All properties should be well maintained in order to have positive effects on the adjacent area and on the community as a whole. Dead plants should be replaced as soon as possible to preserve the appearance of the property.
2. Paving Treatment
Though most of the paving areas are publicly owned, this section or patio paving treatments on private property.
• Areas between privately-owned properties
and the street right-of-way may be paved
with a different material than the sidewalk
to accentuate entry ways or other pedestrian
ways.
• Courtyards, outdoor patios, arcades, and
plazas provide inviting open spaces. Accent
these spaces with a more detailed and
well-defined paving design. Materials may
include concrete or brick pavers, tile, scored,
colored, and textured concrete.
• Use durable, smooth and even surfaces used
in well-traveled areas.
• Incorporate patterned and colored in paving
treatments using tile, brick, textured concrete
in order to provide clear identification
of pedestrian access points into buildings,
parking features and to accent semi-private
areas.
• Artist designed paving treatments are
encouraged to add creativity and interest and
may possibly serve as public art or can be
functional art as a time piece, directional
marker, or historical anecdote.
offers guidelines for sidewalk
Attachment E
230
Solid colored umbrellas are encouraged
Furnishings
I. Furnishings
Furnishings are to be incorporated into the plaza to
complement and enhance surrounding development
and make it comfortable for pedestrians. Such
elements include public art, benches, telephone boxes,
café tables and chairs, moveable pots and plant
containers, historical plaques, tables, informational
displays, etc. All outdoor furnishings shall be of high quality and made of long lasting material. Artistic
forms and unusual materials that compliment and
do not clutter or compete with the existing Village
character are encouraged.
• Resin or plastic benches, café tables and
chairs should not be used within the
plaza.
• Umbrellas should be made of cloth (not
plastic or vinyl) and should be high
enough so as not to block visibility of
pedestrians.
• Umbrellas should be regularly maintained
and kept free from tears, fading, and
stains.
• Plastic trash containers should not be
used.
• Plastic pottery should not be used.
• Authentic quality materials should be
used for all furnishings.
Artistic and unique furniture is encouraged.
Furniture can add color and character.
Metal furniture provides a durable alternative.
Authentic quality materials should be used.
Attachment E
231
June 12, 2001
Facade Renovation and New Construction
III. Facade Renovation and New Construction
1. New Construction
• Design of new buildings should be consistent with the design guidelines of this document.
• There are a few undeveloped parcels in the plaza that are privately owned. During the Ojai Plaza public outreach process, the community recommended that the plaza remain a more open undeveloped plaza with a few small building additions. The concept plan shows a small structure (i.e. flower stand) at the end of the Ojai Avenue walk-through, a building expansion in the Southwest corner of the plaza, and a small kiosk type structure centrally located in the plaza. If these or any other building additions or new structures are built in the plaza, it is important that they follow both the concept plan as well as the Design Guideline document.
2. Renovations
When renovating or adding onto an existing structure, the architectural style, massing, and detailing should compliment the existing structure. If the existing building is not consistent with this guideline document, it should be upgraded.
• Form and massing of additions should be congruent with the existing structure to avoid a "tacked-on" look.
• Architectural details such as windows, doors, wall treatments, colors and materials should compliment existing building.
Attachment E
232
Tower Element to
hide Utility Boxes
• Mw Covered
Walkurry
f\ SI
New Decorative Window
New Stucco with Potted Plants New MultVPaned
New Parapet with
Terra Cotta Tile Cap
Tem Carta Tile Burl
OVer Doors with Wood
Knee Braces
reHand Trowelled Finish Doors and Windows
Facade Renovation Renovation and New Construction
Before
After
Attachment E
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New Stucco with
Hand Trowelled
Finish
New Sills
New Multi-Paned Windows
New Trellis Structum
with Vines
- 1161 — • * • • IL,
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LYYr
417A',111=VI 1.71411.411, .10411 • R lei
•
New Railing New Step Configuration
June 12, 2001
Facade Renovation and New Construction
Before
After
Page /14 Arcade Plaza Design Guidelines
Attachment E
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Facade Renovation and New Construction
Before
After
Attachment E
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June 12, 2001
MISSION REVIVAL STYLE
Influences and examples of Mission Revival architectural style can be found throughout California.
The photos used in this document were taken from the following locations:
City of Carmel, California
City of Ojai, California
City of San Luis Obispo, California
City of Santa Barbara, California
Harris Ranch, Coalinga, California
Mission Carmel, Carmel, California
Mission La Purisima, Lompoc, California
Mission San Buenaventura, Ventura, California
Mission San Diego, San Diego, California
Mission San Fernando, Mission Hills, California
Mission San Luis Obispo, San Luis Obispo, California
Mission San Luis Rey, Oceanside, California
Mission San Rafael Arcangel, San Rafael, California
Attachment E
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Administrative Report
TO: Honorable City Council
FROM: Ben Harvey, City Manager
MEETING DATE: June 9, 2026
SUBJECT: Authorization to Purchase One (1) 2026 BMW Police Motorcycle (Operational Need)
RECOMMENDATION
Authorize the purchase of one (1) new 2026 BMW police motorcycle for the Ojai Police Department’s Motor Officer Program, in an amount not to exceed $50,000, including an 84- month/unlimited-mileage full-service warranty, from authorized BMW dealer Long Beach BMW Motorcycles.
DISCUSSION
The Police Department currently operates a Motor Officer Program that was implemented in 2025 to enhance traffic enforcement, improve response times, and increase police visibility throughout the community. The program supports traffic safety efforts, school-zone enforcement, special events, community engagement, and targeted enforcement related to neighborhood speeding concerns and evolving mobility issues, including e-bikes and use of illegal e-motorcycles.
The current motorcycle was originally purchased for approximately $10,575 as part of the initial implementation of the Motor Officer Program. At the time, the City elected to utilize a lower-cost used motorcycle to evaluate the long-term effectiveness and operational value of the program before making a larger investment. With the program now established and continuing to provide operational and community safety benefits, replacement of the aging motorcycle is necessary to maintain long-term reliability, operational readiness, and officer safety.
The Department currently utilizes a 2015 BMW R1200RT police motorcycle with approximately 69,000 miles. Due to the demands of police motorcycle operations, including frequent acceleration, hard braking, extended idling, and constant stop-and-go use during traffic enforcement and special events, wear on critical systems such as brakes, suspension, drivetrain components, and electronics occurs at an accelerated rate compared to normal civilian use. With annual usage averaging approximately 10,000 miles under these conditions, maintenance and repair costs are expected to continue increasing as the motorcycle ages.
Over the past 12 months, approximately $10,406 has already been spent on maintenance and repairs. In addition to rising costs, reliability becomes an increasing operational concern as the likelihood of mechanical or electrical failure increases with age and heavy service use. Unexpected downtime impacts the Department’s ability to consistently deploy the motor officer for traffic enforcement, school-zone safety, community events, and other public safety operations. Replacing the motorcycle is intended to preserve existing operational capability while avoiding increasing maintenance expenditures associated with aging equipment. 237
The Motor Officer Program has already delivered measurable operational and community safety benefits. Since implementation of the program, the Motor Officer has conducted approximately 1,600 community, educational, and traffic-related contacts throughout the City, utilizing a combination of education, warnings, and targeted enforcement to address roadway safety concerns. Approximately 350 citations were issued during that period.
The assigned officer has played a key role in addressing evolving mobility trends, including the growing use of e-bikes and illegal e-motorcycles. Through visible patrol, targeted enforcement, and public education, the program has promoted safer roadway behavior and improved compliance with traffic regulations. The mobility and maneuverability of a motorcycle allow for efficient navigation through congested areas, increased visibility along the community’s bike path system, enhanced downtown patrol presence, and quicker response capabilities when needed.
The program has also supported routine calls for service, emergency response operations, DUI enforcement efforts, special events, school-zone safety initiatives, and targeted responses to neighborhood traffic complaints.
To continue the Motor Officer Program safely and reliably, investment in updated equipment is necessary to ensure operational readiness, officer safety, and uninterrupted service. The Police Department has obtained a quote for a 2026 BMW police-package motorcycle from Long Beach BMW Motorcycles. This model is specifically designed for law enforcement use and includes integrated emergency lighting, communications equipment compatibility, enforcement equipment, and an 84-month/unlimited-mileage full-service warranty.
BMW police motorcycles are widely utilized by law enforcement agencies and are known for their reliability, stability, advanced braking systems, and maneuverability, qualities that are especially important for traffic enforcement, school-zone patrols, emergency response, and special events.
Replacing the existing unit will:
Improve operational reliability and reduce downtime associated with aging equipment Enhance officer safety through updated braking, lighting, and stability technology Maintain the Department’s ability to conduct targeted traffic enforcement and visible community patrols
Support quicker and more efficient response capabilities in congested or high-traffic areas Sustain the long-term effectiveness of the Department’s Motor Officer Program and related community safety initiatives
The BMW police-platform motorcycle was selected based on its established use within law enforcement agencies, strong safety reputation, braking and stability performance, reliability, and suitability for prolonged traffic enforcement operations. This is also the standardized motorcycle platform currently utilized throughout the Ventura County Sheriff’s Office, which supports consistency in equipment, training, maintenance familiarity, and operational deployment. The platform is widely used in public safety applications due to its maneuverability, rider ergonomics, and compatibility with integrated law enforcement equipment. These factors support officer safety, reduce downtime, and provide long-term value and reliability for the City’s Motor Officer Program.
This request is for the replacement of existing equipment supporting an already established Motor Officer Program and does not expand current staffing or program scope.
The proposed purchase of the 2026 BMW Police Package motorcycle from Long Beach BMW Motorcycles will utilize the State of California Department of General Services (DGS) statewide 238
cooperative purchasing agreement (Contract 1-22-23-30) for enforcement motorcycles. The statewide agreement was competitively solicited by the State and expressly authorizes participation by local governmental agencies, including cities.
Following City Council approval and order placement, anticipated delivery of the police-package motorcycle is approximately 90–120 days due to manufacturing and law enforcement equipment outfitting timelines.
Utilizing the statewide agreement allows the City to obtain established government pricing, streamline the procurement process, ensure compliance with applicable purchasing requirements, and reduce the administrative time and costs associated with conducting a separate formal solicitation process.
This investment sustains an existing program that enhances public safety, supports school-zone enforcement, improves traffic safety efforts and education, and increases visible police presence throughout the community.
CITY COUNCIL GOALS ALIGNMENT
Goal No. 5 - Public Safety
OPTIONS
1. Take no action;
2. Provide alternative directions to staff.
FISCAL IMPACT
The total fiscal impact of purchasing one (1) 2026 BMW police motorcycle, including an 84-month/unlimited-mileage full-service warranty, shall not exceed $50,000. No additional appropriations are necessary. Sufficient savings exist within the current-year Police Department budget to fully fund the purchase without requiring any increase to the adopted budget.
Prepared by: Tyler Abbott, Captain/Chief of Police
ATTACHMENT(S)
A. Quote – BMW Motorcycle
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240
241
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243
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Administrative Report
TO: Honorable City Council
FROM: Ben Harvey, City Manager
Lindy Palmer, Public Works Director
MEETING DATE: May 26, 2026
SUBJECT: Award Maintenance Agreement for Janitorial Services (Operational Need)
RECOMMENDATION
1. Authorize the City Manager to execute Maintenance Agreement No. 2026-31 with Kelly’s Cleaning & Supplies for janitorial services in the amount of $115,263.96 annually for a three-year period commencing July 1, 2026, through June 30, 2029, and;
2. Authorize the City Manager to execute, in their sole discretion, future amendments for up to two (2) additional one-year terms for a maximum agreement term not to exceed five (5) years.
OR
3. Direct staff to appropriate funding for two full-time Maintenance I employees.
If option one, two, or three are not selected then:
4. Provide alternative direction to the City Manager
DISCUSSION
Recommendations No. 1 and 2
The Public Works Department requires janitorial services to ensure that all City-owned facilities are maintained in a clean, safe, and sanitary condition. Contracting with a professional provider allows the City to benefit from trained personnel, specialized equipment, and industry-standard cleaning practices that support public health, employee productivity, and the overall appearance of City facilities.
On April 9, 2026, the Public Works Department solicited a request for formal bids for Janitorial Services of all City-Owned facilities to secure a qualified contractor to provide routine janitorial services. April 9, 2026 staff received one (1) bid as shown in the chart below:
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Name of Bidder Amount Per Year
Kelly’s Cleaning & Supplies, Inc. $115,263.96
After reviewing the sole submitted bid, staff recommends entering into a PW Maintenance Agreement with Kelly’s Cleaning & Supplies, Inc. to provide janitorial services for a threeyear period commencing July 1, 2026 through June 30, 2029, for a total authorized expenditure of $115,263.96 per year; and authorize the City Manager, in their sole discretion, to approve amendments to extend the agreement for up to two (2) additional one-year terms, for a maximum agreement term not to exceed five (5) years.
The prices will remain firm for the initial contract period through June 30, 2029. Thereafter, any price increase for renewals must include detailed documentation and will be reviewed by the Public Works Department. The Public Works Department may accept, reject, or negotiate requests, which cannot exceed cost-of-living adjustments based on the February CPI-U Los Angeles. Kelly’s Cleaning & Supplies must submit adjustment requests to the Public Works Department by April 30th; approved increases take effect on the contract anniversary.
Recommendation No. 3
If the City were to create an in-house position, salary and benefits would be comparable to those of a Maintenance Worker I, estimated at approximately $106,000 annually per employee. Creating an in-house position would require recruitment, employee onboarding, procurement and maintenance of equipment and supplies, and additional administrative oversight. Additionally, the City would need to purchase a vehicle to enable custodial staff to travel between facilities as needed, further increasing start-up and operational costs. To ensure adequate coverage for both planned and unplanned absences, at least two employees would need to be hired, which would significantly increase personnel expenses and complexity.
By contrast, the contracted model provides flexibility to scale service levels up or down across multiple facilities as operational needs change, something more difficult to achieve with a fixed in-house staffing model. Furthermore, janitorial work is typically performed after regular business hours, meaning in-house staff would operate without onsite supervision, thereby increasing the risks associated with accountability and quality control. Contracted providers supply trained personnel, industry-standard cleaning methods, and specialized equipment without requiring the City to invest in ongoing training, equipment replacement, or expanded supervisory capacity. Given these factors, contracting remains the preferred and most cost-effective approach for the City for the reasons listed above.
CITY COUNCIL GOALS ALIGNMENT
Goal No. 4 - Infrastructure Maintenance and Improvement
OPTIONS
1. Take no action;
2. Provide alternative direction to staff.
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FISCAL IMPACT
Funds are budgeted for contracted janitorial services in the Public Works operating fund for next fiscal year (FY 26/27) in the amount of $115,263.96.
If the Council chooses Recommendation No. 3, staff recommend Council appropriate funding (approximately $106,000 per employee) for two full-time Maintenance I employees.
Prepared by: Lindy Palmer, Public Works Director
ATTACHMENT(S)
A. PW Maintenance Agreement No. 2026-31 with Kelly’s Cleaning & Supplies, Inc. 248
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250
251
252
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256
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Administrative Report
TO: Honorable City Council
FROM: Ben Harvey, City Manager
MEETING DATE: June 9, 2026
SUBJECT: Award of Contract – State of the City Video Production, Scriptwriting, and Event Presentation Support (Council
Direction)
RECOMMENDATION
Authorize the City Manager to execute a one-year contract withTripepi Smith & Associates in the amount of $35,802, for the State of the City Video Production, and Event Presentation Support.
DISCUSSION
The City issued a Request for Proposals (RFP) for the 2026 State of the City production, seeking comprehensive support for video creation, scriptwriting, live event coordination, and audiovisual support. Following evaluation of the proposals received in response to the RFP, the evaluation team recommends the award of this work to Tripepi Smith. Further, because funds remain in the current year’s budget, staff recommends that this scope of services be added to the City’s existing contract with Tripepi Smith, rather than issuing a new, separate contract to Tripepi for this limited scope of work.
Selection Criteria
In accordance with Ojai Municipal Code Section 8-4.21, the City may evaluate proposals for professional services using several factors, including demonstrated competence, professional qualifications, price, familiarity and knowledge of the City, and overall suitability for meeting the City’s needs.
Rationale for Selecting Tripepi Smith
Tripepi Smith distinguished itself in two key areas:
1. Demonstrated Familiarity with the City of Ojai
Tripepi Smith has provided ongoing communications support to the City since 2024, giving the firm a strong working knowledge of Ojai’s messaging standards, leadership expectations, and community engagement history. This familiarity minimizes onboarding time, reduces project risk, and ensures continuity with previous City communications.
2. Scalable and Adaptable Scope
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Tripepi Smith was the only proposer explicitly willing to tailor or narrow its scope to meet the City’s budget constraints without compromising key deliverables. Their flexible, time-and-materials structure provides the City with the ability to adjust levels of service while maintaining high production quality.
Cost Competitiveness
While Squadron submitted the lowest fixed cost by $802, Tripepi Smith’s proposal remains cost-competitive and provides added value through its combination of organizational familiarity and willingness to scale deliverables as needed. When evaluating all factors permitted under OMC 8-4.21—including suitability and familiarity—Tripepi Smith provides the best overall fit for the City’s goals.
Tripepi Smith offers the strongest combination of City familiarity, scalable scope, and cost-efficient service delivery, consistent with evaluation factors allowed under the Ojai Municipal Code.
State of the City — Proposal Summary Table
Firm Name Location of Firm Total Cost of Proposal
Tripepi Smith Orange County, CA (virtual
operations statewide)
$35,802 (itemized cost
proposal)
Squadron Central Los Angeles, CA $35,000 (all-inclusive total) Pegasus Studios Southern California (Ventura, LA,
Santa Barbara, Orange Counties) $78,500 (turnkey package) Siarza Social
Digital
Albuquerque, NM with CA
operations
$105,000–$129,900
(professional services + travel +
third-party)
Blink Studios +
Utopia Worldwide
Blink: Irvine, CA & Houston, TX;
Utopia: Los Angeles region $209,439 (combined budget)
CITY COUNCIL GOALS ALIGNMENT
Goal No. 9 - Communication and Relationships
OPTIONS
1. Take no action;
2. Provide alternative directions to staff.
FISCAL IMPACT
The recommended agreement with Tripepi Smith totals $35,802. Funding for this added service is available in the current budget. This request is justified as the State of the City will be the first of its kind and will be a key communication initiative that provides residents, businesses, and community members with transparent updates on City accomplishments, priorities, and strategic direction. The addition of this project ensures the City continues to deliver high-quality, accessible public information and meets community expectations for clear and consistent communication.
Prepared by: Norma Cervantes, Assistant to the City Manager 271
ATTACHMENT(S)
A. Tripepi Smith Proposal
B. Tripepi Smith Cost File
C. Tripepi Smith Agreement
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VIDEO PRODUCTION SERVICES —
STATE OF THE CITY
City of Ojai
Request for Proposal
May 1, 2026
By: Ryder Todd Smith
Co-founder & Principal
Tripepi Smith & Associates
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Table of Contents
COVER LETTER.............................................................................3 FIRM QUALIFICATIONS.................................................................4 PROJECT APPROACH ................................................................ 14 PROJECT TEAM........................................................................... 18 REFERENCES .............................................................................. 22 APPENDIX A: RESUMES AND TEAM ORG CHART.................... 23 274
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COVER LETTER
Thank you for the opportunity to present Tripepi Smith’s offerings in response to the City of Ojai’s request for proposals for State of the City video production and event planning services. This proposal offers all requested information, including Tripepi Smith’s understanding of your needs, our approach to addressing them, our cost proposal and more.
Tripepi Smith has a deep understanding of the unique dynamics of local communities: over 250 local government agencies have chosen us to support their communications needs, from graphic design to writing to videography and much more. In the City of Ojai, we have supported communication efforts since 2024. This familiarity with your brand, voice and internal workflows allows our team to hit the ground running on your State of the City Project.
Our team contains nearly 10 full-time, in-house, videographers, varying in both years of experience and core domains (videography versus drone versus animation versus A/V operations, for example). Our team composition allows us to match the appropriate resource to the task at hand, letting us execute faster and at reduced engagement costs — without sacrificing quality.
We provide a full suite of videography services, including video production, A/V management, directing, production, drone, cablecasting and event video production. Our firm has compiled several state of the city addresses for several public agencies including, the Town of Yucca Valley, City of Fountain Valley, City of Fullerton, City of Yorba Linda, City of Palmdale, City of La Mesa, City of Calabasas, City of Indian Wells, City of Bellflower, City of Laguna Beach, City of Paramount, City of American Canyon, City of South Gate and others.
We are excited about the opportunity to expand our partnership and build on the success we have already achieved together. Thank you for considering us for this next phase; we look forward to discussing our proposal in more detail.
Authorization
I affirm that I have the legal authorization to bind Tripepi Smith into agreements with the City of Ojai and to make the statements below on behalf of the firm. This proposal is valid for 90 days from the date of submission.
Regards,
Ryder Todd Smith
Co-Founder & President, Tripepi Smith & Associates, Inc.
[email protected] • (626) 536-2173 • 27702 Crown Valley Parkway, Ste D4 #139, Ladera Ranch, CA 92694
[email protected] is our preferred point of contact throughout the evaluation process. 275
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FIRM QUALIFICATIONS
BACKGROUND ON TRIPEPI SMITH
A Public Affairs Firm that Understands Local Government Tripepi Smith excels in public affairs and marketing. Founded in 2000 and incorporated as a California corporation in 2002, the company is headquartered in Orange County, California, with staff throughout the western United States. We work in a complex environment where successful communications go hand-in-hand with marketing and technical expertise. As a full-service marketing and creative services firm, Tripepi Smith offers the right professionals for the job while being small enough to be nimble and responsive. Our team offers a broad spectrum of experience and skills that allows us to apply the appropriate resource to the appropriate tasks; this allows us to execute work faster and reduce engagement costs.
Tripepi Smith's team comprises over 70 full-time professionals experienced in local government. Our staff includes former municipal employees with backgrounds in creative services, public information and city management, as well as seasoned directors, analysts and practice area specialists. Accredited public relations (APR) professionals guide effective messaging while policy wonks provide counsel on public affairs. TS Creatives fashion compelling branding, websites, print and digital design, social media, photography and videography. We offer a comprehensive range of video and photo services, including full video production, post-production, aerial drone footage, livestreaming and photography. We employ multiple FAA-certified drone pilots and operate a full-scale video production studio with extensive event and broadcast experience.
The Result: We can tell a complete story across mediums, all within our one team.
Firm Structure and Financial Matters
Tripepi Smith was founded in 2000 and incorporated in 2002 as a California S Corporation. The firm has two corporate officers, who are also the co-founders with equal ownership of the business:
Co-Founder & President Ryder Todd Smith
Chief Financial Officer Nicole Smith
Ryder and Nicole have signing authority to bind Tripepi Smith into agreements with clients. Tripepi Smith has generated a profit every year it has been in operation. We have never had a legal claim filed against us and have never failed to fulfill a contract commitment.
In addition to the President/CEO and CFO, multiple principals and directors oversee the day-to-day operations of a team of analysts, graphic designers, photographers and videographers. All Tripepi Smith employees report directly to the President. Please refer to our Org Chart for full details. 276
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Grounded in Civic Affairs
CFO Nicole Tripepi Smith is a second-generation civic-affairs professional (her father was a city manager for 28 years). President Ryder Todd Smith brings over 20 years of public agency marketing and communications experience to the table.
Office Locations
Since early 2017, Tripepi Smith has operated in a completely virtual office environment. Being virtual enhances operational resilience and grants us access to a flexible and diverse workforce. The team — composed of policy wonks, creative message developers, broadcast specialists, videography experts, technology gurus and graphic artists — resides throughout Arizona, California, Idaho, Montana, Tennessee, Texas, Utah, Washington, with a majority based in California.
Contact Information
Email: [email protected]
Phone: (626) 536-2173
Mail: 27702 Crown Valley Parkway, Ste D4 #139, Ladera Ranch, CA 92694 277
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State of the City Work Samples
Sample Drone Imagery Included in the 2025 SOTC
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Sample Videography included in the 2025 SOTC
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Sample Drone Imagery Included in the 2024 SOTT
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Sample Drone Imagery included in the 2024 SOTT
Sample Infographics included in the 2024 SOTT
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Invitation Design
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Sample Drone Imagery included in the 2024 SOTC
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Sample Drone Imagery included in the 2024 SOTC
Sample On- screen Interviews and Aerial Imagery included in the 2024 SOTC 284
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Sample Aerial Imagery included in the 2024 SOTC
More Work Samples
To see more examples of our work, please visit our portfolio at TripepiSmith.com — Photography-and-Videography and our State of the City case study page at TripepiSmith.com — State-of-the-City.
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PROJECT APPROACH
Tripepi Smith prides itself on providing a variety of high-quality video production services to many satisfied clients. Animators, videographers, editors, drone operators and A/V technicians form our robust, in-house video team, who share over a decade’s worth of experience producing video products for both public and private agencies. No matter the client, their key messages or preferred style of video, we apply a consistent, reliable approach that ensures Team Tripepi Smith delivers on their unique visions.
- Project Management
Tripepi Smith begins all engagements with a kickoff meeting with the client to: introduce personnel to one another, define Key Performance Indicators (metrics, goals and timelines); review project management processes; and ensure each stakeholder has a full understanding of their responsibilities.
Tripepi Smith primarily uses the following tools to manage projects:
• Google Workspace for email, creating real-time collaborative documents and instant messaging • Zoom or Google Meet for conference calls
• Sprout Social for social media management: posting and monitoring comments/messages • Meltwater for media intelligence and media relations
• Kantata for project/task management, internal project status updates and time entry These tools enable project managers to quickly determine a project’s budget status, review the schedule of tasks, send rapid notifications to the whole team if issues arise and, generally, sustain momentum on our efforts. Our team will continue to meet throughout the course of the state of the city project to ensure we provide strategic advice and guidance to City staff. – State of the City Video Production
Tripepi Smith has produced State of the City videos for many of our municipal clients. Our team works closely with staff to establish a vision and format that best tells the story of their successes and challenges over the past year. Based on your goals and the format of your event, Team Tripepi Smith will produce a video or series of videos. We organize our process into three phases:
1. Pre-Production: This phase includes a kickoff meeting, identified above, and regular monthly check-in meetings to establish and maintain the goals and objectives of your event and the video deliverable(s). Once we determine your preferred format, the Tripepi Smith team can work with you to develop the theme, tone, timeline, write script(s), develop interview questions for key stakeholders and community members, a storyboard and a production day schedule. We document all of this information within an organized production document that our teams share.
If your format involves on-camera talent, we will provide them with preparatory tips and best practices that equip them to best represent themselves.
2. Production: On production days, Tripepi Smith staff travels onsite, for two full days, to capture interviews, b-roll and drone shots determined during pre-production. Our team is well-versed in interfacing with council members, staff and community stakeholders. We are also sensitive to 286
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how comfortable (or uncomfortable) they might be on camera and do our best to help put them at ease.
3. Post-Production: When filming is done, Tripepi Smith video editors combine our footage, graphics and music into a compelling video story reflecting the past year. The video team is wellversed in all areas of post-production, including — but not limited to — creating custom graphics, audio editing and color correction. Once you receive your first draft of the video, we enter the review phase, during which you will get to review and provide edits on up to two or three iterations of the video. Finally, our team will deliver the final video, complete with captions (as requested and decided upon during pre-production) in a format(s) best suited for the platforms you wish to share the video through. Typically, we provide final videos in .MP4 formats as well as caption file(s) in .SRT formats via Dropbox.
– Drone Enhancements
Tripepi Smith, provides complete drone services for public agencies that mitigate risk, shift liabilities and provide on-demand services for your drone needs. Our FAA-certified drone operators capture compelling video and photos that showcase sites, event magnitude and unique perspectives that can support key messages and be used on an array of communication tools.
Drone video or photography also includes pre-production, production and post-production phases which generally consist of outlining a shot list and key elements to capture during our shoot, sending a drone operator onsite, executing on post-production editing and delivering final files to the City. – A/V Support and Live Streaming
Tripepi Smith’s videographers are well equipped to provide day of event A/V support which may include, but is not limited to, live presentations, PowerPoint slides, video and sound in synchrony with the event.
Our team is also equipped with the knowledge to deliver video content through live means. This includes broadcasting to local PEG channels as well as web-based services such as Granicus, YouTube Live and Cablecast.
Live streaming includes pre-production and production phases, which consist of determining the distribution of the video stream, establishing connectivity with the venue, set-up and breakdown of equipment and digital copies of the recording for redistribution if necessary. 287
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Stage Design Services
The Tripepi Smith Video Team brings expertise not only in seamless livestream production but also in stage design for live events. Beyond ensuring a flawless broadcast, the team offers guidance on custom elements such as stage design, lighting and personalized gobos. Every detail of event décor is thoughtfully considered, with careful attention to color palettes and aesthetics to create a cohesive and immersive experience for your audience.
– Graphic Design
Another major addition to the premium quality of an event comes down to the invitations, updates and look created through graphic design. The Tripepi Smith team is very familiar with grabbing the attention of an audience through the creation and detail of printed materials, such as banners and programs.
Our graphic design work spans:
• Logos, sub-logos, branding, campaigns
• Animated visuals for social media,
video, web
• Posters, banners, signage
• Stationery, invitations, programs
• Social media, web banners, email
• Conference materials, booths, swag
Proposed State of the City Video Timeline
Tentative Date Action
06/02/2026 Consultant will provide one-hour kick-off call to establish project timeline; outline City needs and establish roles and responsibilities. Consultant shall meet throughout the course of the project to review timelines, share updates and provide guidance.
06/16/2026 List of event topics due to Tripepi Smith from City staff. This will establish theme and concept. 06/30/2026 Draft of script sent to City Staff to be approved by City. 07/14/2026 Collaborate with City staff to develop a detailed storyboard and line-by-line shot list. storyboard and shot list to be approved by City.
07/28/2026 Video team to oversee onsite production, manage all logistics and obtain comprehensive footage, aerial footage and interviews.
08/18/2026 Tripepi Smith internal review commences.
08/25/2026 First draft of video due to City staff.
08/31/2026 Client revisions due back to Tripepi Smith, allowing one additional round of revision/edits, If needed.
09/08/2026 Final delivery of video file to City staff.
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Proposed State of the City Day of Event Support Timeline Tentative Date Action
06/02/2026 Kick-off call to align on goals, roles and initial logistics. 06/09/2026 Confirm event scope, identify key speakers and outline program framework. 06/16/2026 Engage rental services for lighting, stage, audio/visual and projector needs. 2–3 Weeks Before Event Launch event promotions and communications; align on speaker messaging and talking points.
1–2 Weeks Before Event Finalize Run of Show (minute-by-minute program, cues, transitions and responsibilities). 3–5 Days Before Event Conduct AV/tech check including lighting, audio levels, presentation slides and livestream test. Confirm backups.
Ongoing Coordinate with City staff and vendors on logistics, roles and collaborative planning.
Confirm day-of point persons and decision-making structure.
Day Before Event Video team onsite for rehearsal, final setup, run-through and technical oversight.
Day of Event Video team onsite providing AV operation, livestreaming, logistics management and capturing comprehensive ground, aerial and interview footage. 1–2 Days After Event Deliver initial photos and confirm video editing timeline. 1–2 Weeks After Event Provide final video deliverables, highlight reel, and event metrics/report. 289
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PROJECT TEAM
Dedicated Video Production Team
Depending on the scope of work the City of Ojai selects, the rest of the Tripepi Smith project team may vary. The Account Manager (bio below) will closely monitor the quality of work product before Tripepi Smith delivers it to you for review/approval. Should any key personnel become unavailable during our engagement, Tripepi Smith will quickly substitute with other Tripepi Smith resources who have commensurate experience, knowledge and/or skill sets.
Please see the Appendix for full resumes of key personnel. You can learn more about our individual backgrounds and qualifications at www.TripepiSmith.com/Our-Team.
The core project team will have dedicated availability to support the engagement, including capacity to provide support under urgent notice and/or time constraints. We have an inhouse video team which consist of nearly 10 staff — all available to meet the needs of Ojai.
Tripepi Smith is a collaborative firm with many skill sets available. Any Tripepi Smith staff member may be brought onto the engagement to help with our efforts.
Alexis Gillam
Director
Location: Boise, ID | Role: Account Manager and Creative Lead Alexis Gillam is an experienced local government leader with over 12 years of experience in City Management, public engagement and strategic communications. She has led major efforts in economic development, placemaking, legislative advocacy, and emergency response. While serving in Malibu, she directed crisis communications and supported recovery and rebuild efforts during the Broad, Franklin and Palisades Fires. She also led a multi-agency strategy to improve safety along Pacific Coast Highway including public education, special legislation and infrastructure. She guided the Malibu Community Lands Project, a citywide engagement initiative to determine future uses for over 60 acres of public land. In Imperial, she oversaw cross-departmental operations, led capital projects and secured state and federal funding to support community priorities. Alexis was recently recognized by Engaging Local Government Leaders (ELGL) as one of the Top 100 Local Government Influencers in the United States.
She earned her bachelor’s degree in business administration from Devry University while working fulltime and building a career in city management. After more than a decade on the city management track, Alexis made the intentional decision to shift her career to prioritize starting a family while continuing to serve the public good. Her new role with Tripepi Smith allows her to stay rooted in the work she believes in, supporting local governments, while creating space for a more balanced life. She is grateful that her passion for services allows her to live out her values, leading with purpose, guided by faith and creating opportunities for others to thrive.
Her clients include the City of Ojai, City of Rancho Palos Verdes, City of Rolling Hills, City of La Cañada Flintridge, City of Camarillo, Town of Yucca Valley and City of San Bernardino. 290
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Cailyn Thompson
Business Analyst
Role: Project Manager
Cailyn Thompson brings a strong work ethic and open-minded dynamic to the Tripepi Smith team with a background in recreation, collegiate athletics and event management. She graduated from St. John’s University (SJU) with a Master of Business Administration in Strategic Management and a Bachelor of Science in Sport Management with a minor in Business Administration. She developed her skills in leadership, organization and event management during her time at SJU with on-campus internships, the graduate assistantship program and summer employment with the City of Cypress Recreation.
Cailyn is certified in Meta Blueprint (Digital Marketing Associate, Media Planning Professional, Media Buying Professional and Creative Strategy Professional), Hootsuite Social Marketing and Sprout Social. Her client list includes the California Joint Powers Insurance Authority (California JPIA), City of Tracy, City of Seal Beach, City of Jurupa Valley, City of Blythe, City of Fife, WA and Placer Mosquito and Vector Control District.
Nolan Voge
Videographer
Role: Lead Videographer
Nolan Voge offers creative insight and technical solutions to the Tripepi Smith team with extensive knowledge in video systems, creative media projects and venue production. As a graduate of San Diego State University (SDSU), he received a Bachelor of Science degree in Television, Film and New Media with an emphasis in production and a minor in theatre arts. He displayed his strong work ethic outside of the classroom by participating in nearly 60 projects relating to production. He further enhanced his experience as a content creator for the College of Education at SDSU, followed by employment in the government space. He previously practiced event videography, project management and his knowledge of video systems, computer systems and software with Empire Media Productions.
Nolan is Hootsuite Social Marketing and Sprout Social certified, holds a certification in Dante for audio solutions in production work and is a certified drone pilot with a Part 107-enabled license. His client work includes the City of Bellflower, City of Fullerton, City of Huntington Beach the California JPIA, Water Replenishment District (WRD), City of Villa Park, City of Palmdale and City of Yorba Linda. 291
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Josh Hernandez
Videographer
Location: Placentia, CA | Role: Videographer AV Operator Josh Hernandez is a driven, creative professional with over eleven years of experience in the audio/visual and TV production industry. Josh attended Saddleback College, where he participated in the Cinema/Television/Radio Department to strengthen his skills in TV production, directing, storytelling and video editing. Josh started his career in local government as a graphic designer for the City of Aliso Viejo and then furthered his experience in council meeting broadcasts with the City of Santa Ana and the City of Huntington Beach. He also has vast knowledge of audiovisual systems and has been a part of many A/V implementations.
Josh is a certified Hootsuite Social Marketing professional and is licensed with the FAA to fly drones.
His clients include the cities of Huntington Beach, Laguna Woods, Lake Forest and Rossmoor.
Michael Garcia
Videographer
Location: Los Angeles, CA | Role: Videographer AV Operator Michael Garcia brings 20 years of expertise in Live Television broadcasting, with roles spanning all aspects of live sports, video production and documentaries, and includes skills in lighting, sound mixing, camera and editing. A 2007 Television Production certification was formally recognized by the Mayor of the City of Commerce and further Film/Television Crafts certification from West Los Angeles College. In 2014, Hollywood Cinema Production Resources awarded him a certification in Entertainment Artists Technicians and Crafts. He is highly adaptable and performs well under pressure, ensuring production integrity.
His client work includes videography for the cities of Bellflower, Fullerton, Palmdale, Baldwin Park, Lomita, Huntington Beach, Yorba Linda, Yucca Valley, Calabasas, as well as Cal Choice Energy Authority.
Daniel Ceruti
Junior Videographer
Role: Videography Support and A/V Support
Daniel Ceruti is a video production specialist with a wide array of experience and skills in narrative and live video production, writing, editing, graphic design and more. Daniel has built his expertise throughout his educational path after completing a Bachelor of Arts in Interdisciplinary Studies at the University of Central Florida and a Master of Fine Arts in Film Production at Chapman University. In his career, he has built a passion for effective storytelling and visual communication. 292
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Christina Haverilla
Junior Videographer
Location: Long Beach, CA | Role: Videography Support and A/V Support Christina Haverilla is a passionate and detail-oriented videographer with a background in social media management, video production and photography. She graduated from the University of the Arts in Philadelphia with a Bachelor of Arts in Film and Video. During her time in college, she gained a plethora of skills in video, design and overall media. In her experience as a videographer, she has refined her editing skills in the realm of short-form videos crafted for social media platforms and advertisements, as well as longer-form content such as music videos and documentaries. Christina is certified in Hootsuite Social Media Marketing. She is proficient in Adobe editing software such as Premiere and After Effects, as well as Davinci Resolve Studio.
Her client work includes videography for the cities of Palmdale, Duarte and Bellflower.
Ervin Velasquez
Junior Business Analyst
Location: Lancaster, CA | Role: Videography Support and A/V Support Ervin Velasquez is a skilled analyst and graphic designer who uses his knowledge of both fields to successfully execute on his deliverables and client projects. Ervin has experience in marketing with a specialization in the government and public sectors. With over a decade in the field, he’s passionate about working with complex systems, strategic analysis and driving initiatives to engage communities and make a difference.
In addition to his analytical skills, Ervin holds a bachelor’s degree in graphic design from Los Angeles Film School. He enjoys designing compelling visuals to reinforce his communications and also fulfill his creative side.
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REFERENCES
City of Fullerton Town of Yucca Valley
Daisy Perez
Deputy City Manager
(714) 738-4102
[email protected]
303 W. Commonwealth Ave.,
Fullerton, CA 92832
Period: 2020 to Present
Lesley Copeland
Town Clerk
(760) 369-7209 Ext. 226
[email protected]
5709 29 Palms Hwy.,
Yuca Valley, CA 92284
Period: 2021 to Present
City of Indian Wells City of Palmdale
Micaela Wilkey
Management Analyst
(760) 346-2489
[email protected]
44-950 Eldorado Dr.,
Indian Wells, CA 92210
Period: 2018 to Present
Sara Gallagher
Deputy City Manager
(661) 267-5279
[email protected]
38300 Sierra Hwy # A,
Palmdale, CA 93550
Period: 2023 to Present
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APPENDIX A: RESUMES AND TEAM ORG CHART
ALEXIS GILLAM
TRIPEPI SMITH – DIRECTOR 08/04 – PRESENT
• Provide strategic counsel to public agency clients in communications, community engagement and crisis response
• Engage with local government leaders and industry partners ensuring high-quality deliverables, responsive service and long-term relationship growth
• Develop and implement tailored outreach and communication strategies that align with client goals and community needs
• Support internal team development through mentorship and knowledge sharing, fostering collaboration and continuous improvement
CITY OF MALIBU – ACTING ASSISTANT CITY MANAGER/ DEPUTY CITY MANAGER 07/23-04/25 • Served as Acting City Manager and led crisis communications, recovery planning, and crossdepartmental collaboration during Franklin and Palisades Fire • Led a multi-faceted strategy to improve safety along Pacific Coast Highway, including special legislation for speed cameras, public education campaigns, and infrastructure enhancements • Managed governmental affairs and interagency relationships to align City priorities with regional, state and federal legislation and funding priorities
• Directed community-driven land use planning for over 60 acres and managed capital projects that reflected public priorities
• Collaborated with Deputy City Attorney and key stakeholders on Malibu’s school district separation strategy, supporting legal negotiations, revenue sharing and joint powers agreements CITY OF IMPERIAL – ASSISTANT CITY MANAGER 06/13 – 07/23 • Directed City’s media strategy, launched a new website and app, and expanded “Market Days” to celebrate local culture and place-making initiatives
• Provided strategic leadership across eight departments and divisions in close collaboration with department directors, modernizing the budget system and launching a mentorship program to develop early career supervisors and strengthen employee retention
• Led the revitalization of downtown through the City’s first mixed-use housing developments and spearheaded a 22-acre project that brought the first hotel, commercial space and created over 300 jobs • Managed the City’s emergency response for COVID-19, implementing emergency policies, creating a childcare health plan for essential workers and supporting business recovery • Oversaw governmental affairs and cultivated strong relationships with regional, state and federal agencies, securing federal funding over multiple fiscal years to advance city priorities
EDUCATION
DEVRY UNIVERSITY – CHICAGO, ILLINOIS
• Bachelor of Science in Business Administration | Focus in Human Resources
CERTIFICATIONS
• Incident Command System/National Incident Management System 100/200/300 • U.S. Department of Homeland Security – FEMA MGT318 “All Hazards” Crisis Communications 295
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CAILYN THOMPSON
TRIPEPI SMITH –BUSINESS ANALYST 09/21 – PRESENT
• Manage projects and accounts, direct client meetings, host training and workshops and foster external relationships
• Manage communications content, including website, press releases, social media and communication assessments
• Create and oversee digital advertising campaigns, acting as one of the team's Meta experts CITY OF CYPRESS – DAY CAMP DIRECTOR 04/19 – 09/21
• Planned and coordinated the program’s day-to-day operations • Managed participant information, camp supply records and resource records • Directed staff training and conducted weekly planning meetings ST. JOHN’S UNIVERSITY – ATHLETIC ADMINISTRATION GRADUATE ASSISTANT 09/19 – 05/21 • Assisted with the coordination and creation of game contracts for 16 NCAA Division I teams • Supported the Deputy Athletics Director by organizing the staffing and operation of the Athletic Fueling Station
• Maintained program budgets and expense reports
ST. JOHN’S UNIVERSITY – ATHLETIC EQUIPMENT OPERATIONS INTERN 09/18 – 05/19 • Assisted in the daily operations of equipment procurement • Maintained inventory and assisted with the distribution of equipment for 16 NCAA Division I teams, team staff and athletics departmental staff
ST. JOHN’S UNIVERSITY – ATHLETIC EVENTS AND PROGRAMMING INTERN 09/16 – 05/19 • Supported the Assistant Athletics Director by overseeing Division I game day operations • Assisted with event planning and management
• Acted as site supervisor for external events
EDUCATION
ST. JOHN’S UNIVERSITY – QUEENS, NY
• Master of Business Administration in Strategic Management • Bachelor of Science in Sport Management
CERTIFICATIONS
• Meta Certified Creative Strategy Professional.......................................09/23 • Meta Certified Media Planning Professional..........................................04/23 • Meta Certified Digital Marketing Associate ............................................12/21 • Facebook Blueprint ................................................................................02/22 • Sprout Social..........................................................................................02/22 • Hootsuite Social Marketing ....................................................................09/21
SOFTWARE
• Adobe Acrobat
• Adobe Lightroom
• Concur Solutions
• Google Suite
• Microsoft Office Suite
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NOLAN VOGE
TRIPEPI SMITH – VIDEOGRAPHER 06/23 – PRESENT
• Conduct and manage photography and videography practice area in tandem with video lead • Manage video systems for broadcast television and various venues TRIPEPI SMITH – JUNIOR BUSINESS ANALYST 1/22 – 06/23
EMPIRE MEDIA PRODUCTIONS –
VIDEOGRAPHER, PHOTOGRAPHER 6/20 – 12/21
• Obtained a diverse understanding of video systems in varied environments • Trained and assisted employees throughout scenarios prominent in video production • Directed employees to job sites and events for best outcome of media • Participated in the production process, including setup and breakdown of equipment PLACENTIA YORBA LINDA UNIFIED SCHOOL DISTRICT –
INSTRUCTIONAL SPECIALIST VIDEOGRAPHER, PHOTOGRAPHER,
SOCIAL MEDIA 08/17 – 08/20
• Created promotional pieces, interactive virtual reality videos and commercial content for the program • Photographed staff, faculty, alumni and students of high achievement, as well as campus events and seminars
PLACENTIA YORBA LINDA UNIFIED SCHOOL DISTRICT –
DISTRICT VIDEOGRAPHER 06/18 – 08/18
• Directed content, advertisements and interviews of staff and faculty of the district • Represented the School District at media events to encourage attendance of the schools alongside students of other programs
EDUCATION
SAN DIEGO STATE UNIVERSITY – SAN DIEGO, CA
• Bachelor of Science in Television, Film and New Media (Production) | Minor in Theatre Arts
CERTIFICATIONS
• Drone Certification – Part 107 for Commercial Flying ...........................08/22 • Sprout Social..........................................................................................02/22 • Hootsuite Social Marketing ....................................................................01/22 • Dante Certification Program – Levels 1 and 2.......................................10/20
SOFTWARE
• Adobe Creative Suite
• ATEM Software Control
• ATEM Media Express
• Cablecast Systems
• Davinci Resolve
• Final Cut Pro X
• Google Suite
• Leightronix Systems
• Microsoft Office Suite
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JOSH HERNANDEZ
TRIPEPI SMITH – VIDEOGRAPHER 06/24 – PRESENT
Produce and direct city council broadcasts and live events Create original video content for clients
Perform IT services, manage the team’s software and equipment and troubleshoot technical issues Conduct A/V implementation, including sourcing and setting up equipment for clients Drone Pilot Operator
TRIPEPI SMITH – JUNIOR VIDEOGRAPHER 01/22 – 06/24
PLACENTIA YORBA LINDA UNIFIED SCHOOL DISTRICT –
LEAD AUDITORIUM TECHNICIAN 09/15 – PRESENT
Set up, adjusted and operated audiovisual equipment, such as Tri-caster, projectors, Yamaha CL5 and ETC Executed technical needs for various events, including dance shows, theater plays and choir and band concerts
Worked with lighting, including maintenance of an ETC lighting board (Ion) Directed live theater production shows
PSAV – AUDIO VISUAL TECHNICIAN 12/17 – 01/22
Set up 10-20 rooms daily with audio visual equipment for events Assisted as camera operator and video lead for broadcasts and live events Managed inventory for various locations
Operated audiovisual equipment, such as cameras, projectors, audio monitors and mixers and recording equipment
V-CUBE – VIDEOGRAPHER TECHNICIAN 09/16 – 01/22
Livestreamed and filmed corporate events
Facilitated client discussions to coordinate event logistics and timelines Determined inventory needs for client events
EDUCATION
SADDLEBACK COLLEGE – MISSION VIEJO, CA
Concentration in TV Production
CERTIFICATIONS
Hootsuite Social Marketing ........................................................................01/22 FAA Part 107 Drone Licenses ...................................................................08/22
SOFTWARE
Adobe Photoshop
Adobe Premiere Pro
Blackmagic
Broadcast Pix
Cablecast/Tightrope
DJI
Google Suite
Leightronix
Microsoft Office
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MICHAEL A. GARCIA
TRIPEPI SMITH – VIDEOGRAPHER 05/25 – PRESENT
Operate and direct live city government programing including, City Council and Commission Meetings Creating original city programming
Duties performed ranged from camera operation, video editing, live audio mixing, lighting and graphics operation
CITY OF BEVERLY HILLS – SENIOR VIDEO PRODUCTIONS SPECIALIST 01/24 – 05/25 Directed live City Council and Commission Meetings
Produced and edited city-related projects for internal and external audiences THE STROACH GROUP MEDIA (XBTV) – SENIOR VIDEO ENGINEER 12/15 – 04/21 Held a leadership role in IT and Engineering for the XBTV Brand under the 1ST/Technology Division of TSG Oversaw the successful installation and operation of 2 “REMI Style” production studios in California and Florida
Leveraged new innovative Cellular Bonding technology in Ultra-low latency transmission for Electronic News Gathering.
EDUCATION
WEST LOS ANGELES COLLEGE, CULVER CITY – LOS ANGELES, CA Cinematography and Film/Video Production
CERTIFICATIONS
Television Production ................................................................................05/07 Film and Television Crafts .........................................................................06/14 Entertainment Artists Technicians and Crafts ...........................................09/14
SOFTWARE
Adobe Premiere Pro
Adobe After Effects
Adobe Photoshop
NewBlue FX
Davinci Resolve
Google Suite
Microsoft Office Suite
Chyron - Lyric
OBS
Wirecast
Ross Video – Xpression
Blackmagic ATEM Software
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DANIEL CERUTI
TRIPEPI SMITH – JUNIOR VIDEOGRAPHER 05/23 – PRESENT
• Conduct market research to provide client insights
• Manage social media and respond to public questions
• Provide video production and editorial services
FILM INDEPENDENT – FREELANCE SCRIPT READER 03/23 – 05/23 • Read and wrote coverage for episodic script submissions FEIG LAW – EXECUTIVE ASSISTANT 10/22 – 04/23
• Supported administrative efforts of a high-level entertainment lawyer, including scheduling, correspondence, finances and maintenance
SPENCER DAILY REPORTER – STAFF WRITER 10/19 – 01/20
• Wrote informative daily articles whether it was features, breaking news, event coverage or columns • Captured photo content for print articles
• Conducted a feature interview with Cory Booker for the 2020 presidential election SEAWORLD – VIDEOGRAPHER 06/18 – 11/18
• Enhanced guest experiences by recording and producing dolphin encounter videos • Handled guest relations and customer service operations throughout the park
EDUCATION
CHAPMAN UNIVERSITY – ORANGE, CA
• Master of Fine Arts in Film Production
UNIVERSITY OF CENTRAL FLORIDA – ORLANDO, FL
• Bachelor of Arts in Interdisciplinary Studies
CERTIFICATIONS
• Hootsuite Social Marketing ....................................................................05/23
SOFTWARE
• Adobe Creative Suite
• Audition
• Davinci Resolve
• Fresco
• Google Suite
• Microsoft Office Suite
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CHRISTINA HAVERILLA
TRIPEPI SMITH – JUNIOR VIDEOGRAPHER 04/24 – PRESENT
Direct full-scale video productions collaborating closely with clients for seamless execution Provide technical support for live streaming events, ensuring smooth broadcasts on various platforms Manage council chamber video recordings, including equipment setup, agenda review and post-production Offer photography services at events, leveraging video production skills to deliver high-quality images MUSIC ARTIST: MICHAEL SANTA CRUZ – FREELANCE
SOCIAL MEDIA MANAGER 01/24 – PRESENT
Develop and implement social media marketing strategies to increase brand awareness and drive engagement
Create and curate compelling content such as posts, images and videos for Instagram and TikTok Monitor social media trends, audience insights, and competitor activities to inform content strategy
FREELANCE VIDEOGRAPHER
Plan and coordinate pre-production activities, including location scouting, casting and equipment setup, to ensure smooth execution of shoots while collaborating with the artist to understand the creative vision Operate video cameras and lighting equipment to capture high-quality footage Edit raw footage using DaVinci Resolve to create compelling music videos, implementing visual effects and color grading to enhance the overall impact and mood
FREELANCE PHOTOGRAPHY 01/24 – PRESENT
Collaborate with designers and brands to capture high-quality images of their hats and clothing products Execute photoshoots, ensuring optimal lighting, composition and overall visual appeal Edit and retouch images using Adobe Photoshop and Lightroom to enhance product presentation TWIST AND TAILOR – VIDEO EDITOR 07/23 – 02/24
Crafted concise edits of short-form videos tailored for social media, reels, and advertisements on accounts with followings ranging from a couple thousand to nearly 150,000 Employed DaVinci Resolve to enhance visual quality, correcting exposure, white balance, and color balance issues to achieve a cohesive and professional look across all footage Utilized editing techniques such as transitions, keyframes, overlays and text animations to enhance visual appeal and convey information succinctly
Collaborated closely with the Creative Director to understand project objectives and align visual elements with creative visions and brand guidelines
EDUCATION
UNIVERSITY OF THE ARTS – PHILADELPHIA, PA
Bachelor of Arts in Film and Video
CERTIFICATIONS
Hootsuite Social Media Marketing .............................................................04/24
SOFTWARE
Adobe Creative Suite Canva Davinci Resolve Studio
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ERVIN VELASQUEZ
TRIPEPI SMITH – JUNIOR BUSINESS ANALYST 12/24 – PRESENT Monitor client social media accounts using tools like Sprout Social and Google Analytics, providing regular reports on engagement trends, audience sentiment and content performance Assists in conducting market research and competitive analysis, identifying key trends that informed product development strategies
Support the development of process flow diagrams and user stories for system enhancements, ensuring alignment with business goals
Provide photography services for a variety of clients, including businesses for marketing materials, individuals for portraits and organizations for events
Engage in client meetings to collect feedback and identify areas for improvement in operational workflows Design infographics and data visualizations for clients to help them present business data in an engaging and easy-to-understand manner
DESERT BLOOM MARKETING – GRAPHIC DESIGNER / SOCIAL MEDIA ASSISTANT 07/24 – 12/24 Developed social media initiatives and create daily content on Facebook, Twitter, Instagram and emerging social platforms.
Identified trends through assessment of competitors activities.
Crafted visual designs and brand messaging elements for consistency across digital advertising and marketing platforms.
Identified target audiences and developed optimization.
Built and maintain image, brand and identity using logos and signage.
Developed, designed, layout and produced various technical illustrations for brochures, banners and signs. 412TH MEDICAL SQUADRON – PHARMACY INFORMATICS 10/13 – 11/23 Provided technical support to pharmacy staff for hardware and software troubleshooting, ensuring optimal performance of pharmacy management systems.
Assisted in the configuration and setup of medication order processing and automated dispensing devices.
Worked with the IT department to implement new technology solutions that improved the efficiency and safety of medication administration processes.
EDUCATION
LOS ANGELES FILM SCHOOL – LOS ANGELES, CA
Bachelor of Science in Graphic Design, 2023 – Current
CHARTER COLLEGE – SACRAMENTO, CA
California State Board of Pharmacy
SOFTWARE
Cerner
CHCS
Epic
Sprout Social
Pharmassist
Google Suite
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Team Tripepi Smith
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VIDEO PRODUCTION SERVICES —
STATE OF THE CITY
City of Ojai
Request for Proposal – Cost Proposal
May 1, 2026
By: Ryder Todd Smith
Co-founder & Principal
Tripepi Smith & Associates
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COST PROPOSAL
We recommend the following scope of services following a Time & Materials model that allows you the flexibility to “ramp up” or “ramp down” efforts according to budget and priorities. Tripepi Smith is prepared to provide the services, at the following approximate costs. We only begin work with your written consent.
Informational Video
Deliverable Scope Estimate
Video Production Planning for up to 5-minutes of video content; script writing, b-roll. Includes onsite production, manage all logistics and obtain comprehensive footage, aerial footage and interviews. Includes 2 editing drafts. Licensed music, voice-over and sound effects as necessary. Includes equipment and stock music fees.
$13,570
Live Streaming
Services
Pre-production for live streaming; on-site operator for 1-4-hour day and equipment fee. $1,295 Drone Add-On Includes one drone operator for 1 4-hour film day and drone equipment fee. $2,140 Stage Design Services
Deliverable Scope Estimate
Pre-Show Items Coordination with staging, projector and lighting vendors. $300 Stage Rental Rental fee estimate for 6 4’x8’stage sections, 2 stage steps. Incudes delivery. $560 Projection Rental Rental fee estimate for 2 projectors and 2 projector screens. Includes on-site technician and delivery.
$3,192
Lighting Rental Rental fee for one basic stage wash which consist of 6 Source4 lights, light frame.
Includes delivery, lighting technician and setup/teardown. $1,525
Day of Event Services
Deliverable Scope Estimate
Day Before
Rehearsal
Up to 2 hours onsite coordination with City staff for rehearsal of day of event. This will be an “all hands-on deck” run through of the day of lineup and process. $2,145
AV Equipment
Rental
Standard AV equipment package consisting of audio mixer, mic stands, speakers, speaker stands, broadcast cameras, video switcher, power and video cabling. $1,440
AV Operators Includes 6 av operators for up to 4 hours on the day of the event and day before setup and coordination.
$4,945
Event
Videographer
Up to 4 hours of videography service at the event capturing broll, interaction and video imagery. Includes edited event video delivery, travel and equipment fees. $2,085
Event
Photographer
Up to 4-hours of photography services at the event capturing interaction and event highlights. Includes delivery of edited imagery and travel fees. $1,435
PowerPoint Deck Creation of PowerPoint deck. Includes imagery, videography and graphics $1,170 305
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Should Ojai determine Tripepi Smith is the most qualified and responsive vendor, but has a budget number that it must hit, then Tripepi Smith remains open to collaborating to narrow the scope engagement or refine our understanding of the scope needs and will modify our pricing accordingly.
As-Needed Services
Tripepi Smith will apply the following standard hourly rates and related fees for any authorized asneeded (Time & Materials) work. Such work must be clearly authorized in writing before proceeding. 2026-27 Hourly Rates Standard Reduced Retainer
Principal $380 $315
Director $265 $225
Art/Creative Director $265 $225
Senior Business Analyst $205 $180
Business Analyst $150 $125
Junior Business Analyst $115 $100
Senior Videographer/Animator $205 $175
Senior Photographer $175 $150
Videographer/Photographer $140 $120
Junior Videographer/Photographer $115 $100
Senior Graphic Designer $195 $165
Graphic Designer $140 $100
Junior Graphic Designer $115 $100
Web Developer $210 $185
Junior Web Developer $115 $100
Drone Operator $205 $180
Council Chamber A/V Operator $115 $100
Invoicing & Payment Terms
At Tripepi Smith, we bill on either a Retainer, Fixed Fee or Time & Materials basis, with each billing type following its own payment schedule. Regardless, terms are Net 30 days. • Fixed Fee work is billed upon defined milestones.
• Time & Materials work is billed in 15-minute increments (i.e. 4.0, 1.25, 6.5 or 0.75 hours) at the end of the month in which work is done.
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• Retainer work is billed on the 15th of each month.
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.
Equipment Costs
Tripepi Smith offers some services that require equipment, such as drone operations and video production. As such, in those cases, the following rates apply:
Half Day (Under 4 Hours) Full Day (4+ Hours)
Video $450 $650
Drone $550 – Flat Fee
Music and Video Licensing
Sometimes the client will want Tripepi Smith to apply music or use stock imagery/video while producing video. In these cases, we will need to apply licensing fees of approximately $100 per song and $200 if we use stock video imagery. This will provide a license for the use of the music and video footage to Tripepi Smith and its clients.
Meltwater Fee
Tripepi Smith offers a standard Meltwater package at a flat rate of $545 per month. This package includes a newsletter digest (of any frequency), up to three searches, and a monthly dashboard.
Custom Meltwater solutions are also available upon request. 307
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Website Hosting Fees
If website hosting services are required, Tripepi Smith will charge a $630 website hosting fee and a $30 Domain Registration and DNS service fee, unless otherwise specified in this proposal. Fees will be billed upon commencement of hosting services, and annually thereafter. Please note the website hosting package is limited to 10 Gigabytes of total storage. Additional storage for the site is available for a fee of $1.70 per gig per month of 10 Gigabytes of storage.
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.
Partner Access
Tripepi Smith has access to entities that may be relevant to our engagement. These partnerships allow Tripepi Smith to offer clients extra media reach or additional services at partner pricing.
Local Information Network of Knowledge (LINK): www.LocalInfoNetwork.com – A community forum for local government professionals in California to discover and share resources, policies, sample work products, best practices and more.
PublicCEO: www.PublicCEO.com – Digital news about public affairs, reaching over 17,500 California government executives through a daily podcast, job board, video podcast and more.
Civic Business Journal: www.CivicBusinessJournal.com – Digital interest stories on the people, companies and solutions that make local government in California more effective.
FlashVote: www.FlashVote.com – Statistically valid surveying that helps leaders make decisions. • Disclaimer: Tripepi Smith President Ryder Todd Smith is an investor in FlashVote.
Tripepi Smith Talent Solutions: www.TSTalentSolutions.com – A multifaceted recruitment consultancy service, combining local government access with communications to advance talent quests and build culture warriors.
Meltwater: www.TripepiSmith.com/Media-Intelligence – An enterprise-class, comprehensive media monitoring solution that is best combined with Tripepi Smith’s analytics team. 308
1 AGREEMENT FOR CONTRACT SERVICES
BETWEEN THE CITY OF OJAI AND
TRIPEPI SMITH AND ASSOCIATES
THIS AGREEMENT FOR CONTRACT SERVICES (herein “Agreement”) is made and entered into this 9th day of June, 2026 (“Effective Date”) by and between the CITY OF OJAI, a California municipal corporation (“City”) and Tripepi Smith and Associates, a California Corporation (“Consultant”). City and Consultant are sometimes hereinafter individually referred to as “Party” and hereinafter collectively referred to as the “Parties.” NOW, THEREFORE, the parties hereto agree as follows:
1. SERVICES OF CONSULTANT
1.1 Scope of Services. In compliance with all of the terms and conditions of this Agreement, the Consultant shall perform the work or services set forth in the “Scope of Services” attached hereto as Exhibit “A” and incorporated herein by reference. Consultant warrants that it has the experience and ability to perform all work and services required hereunder and that it shall diligently perform such work and services in a professional and satisfactory manner.
1.2 Compliance With Law. All work and services rendered hereunder shall be provided in accordance with all ordinances, resolutions, statutes, rules, and regulations of the City and any Federal, State or local governmental agency of competent jurisdiction.
1.3 Licenses, Permits, Fees and Assessments. Consultant shall obtain at its sole cost and expense such licenses, permits, and approvals as may be required by law for the performance of the services required by the Agreement.
1.4 Special Requirements. Additional terms and conditions of this Agreement, if any, which are made a part hereof are set forth in the “Special Requirements” attached hereto as Exhibit “B” and incorporated herein by this reference. In the event of a conflict between the provisions of Exhibit “B” and any other provisions of this Agreement, the provisions of Exhibit “B” shall govern.
2. COMPENSATION
2.1 Contract Sum. For the services rendered pursuant to this Agreement, Consultant shall be compensated in accordance with the “Schedule of Compensation” attached hereto as Exhibit “C” and incorporated herein by this reference, but not exceeding the maximum contract amount of Thirty-Five Thousand, Eight Hundred Two Dollars and No Cents ($35,802) (“Contract Sum”).
2.2 Invoices. Each month Consultant shall furnish to City an original invoice for all work performed and expenses incurred during the preceding month in a form approved by City’s Finance Director. By submitting an invoice for payment under this Agreement, Consultant is certifying compliance with all provisions of the Agreement. The invoice shall detail charges for all necessary and actual expenses by the following categories: labor (by sub-category), travel, materials, equipment, supplies, and subcontractor contracts. Subcontractor charges shall also be detailed by such categories. Each invoice shall be accompanied by a memorandum summarizing, 309
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in narrative form, the work completed during the preceding month and the work anticipated to be performed in the next billing cycle; and the memorandum shall also include a list of all issues, concerns and delays and the Consultant’s method of addressing said concerns. Consultant shall not invoice City for any duplicate services performed by more than one person.
City shall independently review each invoice submitted by the Consultant to determine whether the work performed and expenses incurred are in compliance with the provisions of this Agreement. Except as to any charges for work performed or expenses incurred by Consultant which are disputed by City, City will use its best efforts to cause Consultant to be paid within forty five (45) days of receipt of Consultant’s correct and undisputed invoice; however, Consultant acknowledges and agrees that due to City warrant run procedures, the City cannot guarantee that payment will occur within this time period. In the event any charges or expenses are disputed by City, the original invoice shall be returned by City to Consultant for correction and resubmission.
Review and payment by the City of any invoice provided by the Consultant shall not constitute a waiver of any rights or remedies provided herein or any applicable law.
2.3 Additional Services. City shall have the right at any time during the performance of the services, without invalidating this Agreement, to order extra work beyond that specified in the Scope of Services or make changes by altering, adding to or deducting from said work. No such extra work may be undertaken unless a written order is first given by the Contract Administrator to the Consultant, incorporating therein any adjustment in (i) the Contract Sum for the actual cost of the extra work, and/or (ii) the time to perform this Agreement, which said adjustments are subject to the written approval of the Consultant. Any increase in compensation of up to ten percent (10%) of the Contract Sum but not exceeding a total contract amount of Five Thousand Dollars ($5,000) or in the time to perform of up to ninety (90) days may be approved by the Contract Administrator. Any greater increases, taken either separately or cumulatively, must be approved by the City Council, unless otherwise provided in the City’s purchasing ordinance. No claim for an increase in the Contract Sum or time for performance shall be valid unless the procedures established in this Section are followed.
3. PERFORMANCE SCHEDULE
3.1 Time of Essence. Time is of the essence in the performance of this Agreement.
3.2 Schedule of Performance. Consultant shall commence the services pursuant to this Agreement upon receipt of a written notice to proceed and shall perform all services within the time period(s) established in the “Schedule of Performance” attached hereto as Exhibit “D” and incorporated herein by this reference. When requested by the Consultant, extensions to the time period(s) specified in the Schedule of Performance may be approved in writing by the Contract Administrator but not exceeding thirty (30) days cumulatively.
3.3 Force Majeure. The time period(s) specified in the Schedule of Performance for performance of the services rendered pursuant to this Agreement shall be extended because of any delays due to unforeseeable causes beyond the control and without the fault or negligence of the Consultant, including, but not restricted to, acts of God or of the public enemy, unusually severe weather, fires, earthquakes, floods, epidemics, quarantine restrictions, riots, strikes, freight embargoes, wars, litigation, and/or acts of any governmental agency, including the City, if the Consultant shall within ten (10) days of the commencement of such delay notify the Contract 310
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Administrator in writing of the causes of the delay. The Contract Administrator shall ascertain the facts and the extent of delay, and extend the time for performing the services for the period of the enforced delay when and if in the judgment of the Contract Administrator such delay is justified.
The Contract Administrator’s determination shall be final and conclusive upon the parties to this Agreement. In no event shall Consultant be entitled to recover damages against the City for any delay in the performance of this Agreement, however caused, Consultant’s sole remedy being extension of the Agreement pursuant to this Section.
3.4 Term. Unless earlier terminated in accordance with Article 7 of this Agreement, this Agreement shall begin on the Effective Date and continue in full force and effect until completion of the services but not exceeding one (1) year from the Effective Date, except as otherwise provided in the Schedule of Performance (Exhibit “D”).
4. COORDINATION OF WORK
4.1 Representative of Consultant. Ryder Smith is hereby designated as being the representative of Consultant authorized to act on its behalf with respect to the work and services specified herein and make all decisions in connection therewith. All personnel of Consultant and any authorized agents shall be under the exclusive direction of the representative of Consultant.
Consultant shall utilize only competent personnel to perform services pursuant to this Agreement.
Consultant shall make every reasonable effort to maintain the stability and continuity of Consultant’s staff and subcontractors, and shall keep City informed of any changes.
4.2 Contract Administrator. Ben Harvey, City Manager, or such person as may be designated by the City Manager is hereby designated as being the representative the City authorized to act in its behalf with respect to the work and services specified herein and to make all decisions in connection therewith (“Contract Administrator”).
4.3 Prohibition Against Subcontracting or Assignment. Consultant shall not contract with any entity to perform in whole or in part the work or services required hereunder without the express written approval of the City. Neither this Agreement nor any interest herein may be assigned or transferred, voluntarily or by operation of law, without the prior written approval of City. Any such prohibited assignment or transfer shall be void.
4.4 Independent Consultant. Neither the City nor any of its employees shall have any control over the manner, mode or means by which Consultant, its agents or employees, perform the services required herein, except as otherwise set forth. Consultant shall perform all services required herein as an independent contractor of City with only such obligations as are consistent with that role. Consultant shall not at any time or in any manner represent that it or any of its agents or employees are agents or employees of City, or that it is a member of a joint enterprise with City.
5. INSURANCE AND INDEMNIFICATION
5.1 Insurance Coverages. The Consultant shall procure and maintain, at its sole cost and expense, in a form and content satisfactory to City, during the entire term of this Agreement including any extension thereof, the following policies of insurance which shall cover all elected and appointed officers, employees and agents of City:
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(a) Commercial General Liability Insurance (Coverage Form ISO CGL CG 00 01 or equivalent). A policy of comprehensive general liability insurance written on a per occurrence basis for bodily injury, personal injury and property damage. The policy of insurance shall be in an amount not less than $1,000,000.00 per occurrence or if a general aggregate limit is used, then the general aggregate limit shall be twice the occurrence limit. (b) Worker’s Compensation Insurance. A policy of worker’s compensation insurance in such amount as will fully comply with the laws of the State of California and which shall indemnify, insure and provide legal defense for the Consultant against any loss, claim or damage arising from any injuries or occupational diseases occurring to any worker employed by or any persons retained by the Consultant in the course of carrying out the work or services contemplated in this Agreement, with Employer’s Liability insurance coverage limits of at least $1,000,000.00.
(c) Automotive Insurance (Coverage Form ISO CA 00 01 including “any auto” and endorsement CA 0025 or equivalent). A policy of comprehensive automobile liability insurance written on a per occurrence for bodily injury and property damage in an amount not less than $1,000,000. Said policy shall include coverage for owned, non-owned, leased, hired cars, and any other automobile.
(d) Professional Liability. Professional liability insurance appropriate to the Consultant’s profession, as determined by the City’s Risk Manager, provided that the limits shall be no less than $1,000,000 per claim and no less than $1,000,000 general aggregate. This coverage may be written on a “claims made” basis, and must include coverage for contractual liability. The professional liability insurance required by this Agreement must be endorsed to be applicable to claims based upon, arising out of or related to services performed under this Agreement. The insurance must be maintained for at least 5 consecutive years following the completion of Consultant’s services or the termination of this Agreement. During this additional 5-year period, Consultant shall annually and upon request of the City submit written evidence of this continuous coverage.
(e) Child/Youth Protection Insurance. Child/Youth Protection Insurance providing specific coverage for claims related to child abuse, youth protection, and molestation, with a minimum limit of $1,000,000 per occurrence. This coverage shall include protection against allegations of abuse occurring during or arising as a result of Consultant’s performance of services under this Agreement.
(f) Additional Insurance. Policies of such other insurance, as may be required in the Special Requirements in Exhibit “B”.
(g) Subcontractors. Consultant shall include all subcontractors as insureds under its policies or shall furnish separate certificates and certified endorsements for each subcontractor. All coverages for subcontractors shall be subject to all of the requirements stated herein.
(g) Broader Coverages and Higher Limits. Notwithstanding anything else herein to the contrary, if Consultant maintains broader coverages and/or higher limits than the minimums shown above, the City requires and shall be entitled to the broader coverages and/or higher limits maintained by Consultant.
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5.2 General Insurance Requirements.
All of the above policies of insurance shall be primary insurance and shall name the City, its elected and appointed officers, employees and agents as additional insureds and any insurance maintained by City or its officers, employees or agents may apply in excess of, and not contribute with Consultant’s insurance. The insurer is deemed hereof to waive all rights of subrogation and contribution it may have against the City, its officers, employees and agents and their respective insurers. The insurance policy must specify that where the primary insured does not satisfy the self-insured retention, any additional insured may satisfy the self-insured retention. All of said policies of insurance shall provide that said insurance may not be amended or cancelled by the insurer or any party hereto without providing thirty (30) days prior written notice by certified mail return receipt requested to the City. In the event any of said policies of insurance are cancelled, the Consultant shall, prior to the cancellation date, submit new evidence of insurance in conformance with this Section 5.1 to the Contract Administrator. No work or services under this Agreement shall commence until the Consultant has provided the City with Certificates of Insurance, additional insured endorsement forms or appropriate insurance binders evidencing the above insurance coverages and said Certificates of Insurance or binders are approved by the City.
City reserves the right to inspect complete, certified copies of and endorsement to all required insurance policies at any time. Any failure to comply with the reporting or other provisions of the policies including breaches or warranties shall not affect coverage provided to City.
The insurance required by this Agreement shall be satisfactory only if issued by companies qualified to do business in California, rated “A-” or better in the most recent edition of Best Rating Guide, The Key Rating Guide or in the Federal Register, and only if they are of a financial category Class VII or better, unless such requirements are waived by the City’s Risk Manager or other designee of the City due to unique circumstances.
5.3 Indemnification. To the full extent permitted by law, Consultant agrees to indemnify, defend and hold harmless the City and its officers, employees, and agents, and each of them (“Indemnified Parties”), from and against any and all actions, claims, proceedings, damages to persons or property, liabilities, losses, costs, fees (including attorneys’ fees), expenses, penalties, obligations, errors, omissions or forfeitures, whether actual or threatened (herein “claims or liabilities”), that may be asserted or claimed by any person, firm or entity arising out of or in connection with: (i) the negligent performance of the work, services, operations or activities provided herein of Consultant, its officers, directors, employees, agents, subcontractors, invitees, or any individual or entity for which Consultant is legally liable (“indemnitors”); (ii) Consultant’s or indemnitors’ reckless or willful misconduct; (iii) Consultant’s or indemnitors’ negligent performance of or failure to perform any term, provision, covenant or condition of this Agreement; or (iv) Consultant’s or indemnitors’ violation or alleged violation of applicable law. However, the obligations set forth in the preceding sentence shall not extend to claims or liabilities occurring as a result of City’s sole negligence or willful acts or omissions. Notwithstanding anything else herein, if and to the extent this Agreement provides for the performance of any “design professional” services within the meaning of California Civil Code Section 2782.8, any design professionals’ indemnity hereunder shall be limited to claims and liabilities arising out of the negligence, recklessness or willful misconduct of the design professional. The obligations set forth in this section shall be binding on successors and assigns of Consultant and shall survive termination of this Agreement.
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6. RECORDS, REPORTS, AND RELEASE OF INFORMATION
6.1 Records. Consultant shall keep, and require subcontractors to keep, such ledgers, books of accounts, invoices, vouchers, canceled checks, reports, studies or other documents relating to the disbursements charged to City and services performed hereunder (the “books and records”), as shall be necessary to perform the services required by this Agreement and enable the Contract Administrator to evaluate the performance of such services and shall keep such records for a period of three years following completion of the services hereunder. The Contract Administrator shall have full and free access to such books and records at all times during normal business hours of City, including the right to inspect, copy, audit and make records and transcripts from such records.
6.2 Reports. Consultant shall periodically prepare and submit to the Contract Administrator such reports concerning the performance of the services required by this Agreement or as the Contract Administrator shall require.
6.3 Confidentiality and Release of Information.
(a) All information gained or work product produced by Consultant in performance of this Agreement shall be considered confidential, unless such information is in the public domain or already known to Consultant. Consultant shall not release or disclose any such information or work product to persons or entities other than the City without prior written authorization from the Contract Administrator.
(b) Consultant shall not, without prior written authorization from the Contract Administrator or unless requested by the City Attorney, voluntarily provide documents, declarations, letters of support, testimony at depositions, response to interrogatories or other information concerning the work performed under this Agreement. Response to a subpoena or court order shall not be considered “voluntary” provided Consultant gives the City notice of such court order or subpoena.
(c) If Consultant provides any information or work product in violation of this Agreement, then the City shall have the right to reimbursement and indemnity from Consultant for any damages, costs and fees, including attorney’s fees, caused by or incurred as a result of Consultant’s conduct.
(d) Consultant shall promptly notify the City should Consultant be served with any summons, complaint, subpoena, notice of deposition, request for documents, interrogatories, request for admissions or other discovery request, court order or subpoena from any party regarding this Agreement and the work performed thereunder. The City retains the right, but has no obligation, to represent Consultant or be present at any deposition, hearing or similar proceeding. Consultant agrees to cooperate fully with the City and to provide the City with the opportunity to review any response to discovery requests provided by Consultant.
6.4 Ownership of Documents. All studies, surveys, data, notes, computer files, reports, records, drawings, specifications, maps, designs, photographs, documents and other materials (the “documents and materials”) prepared by Consultant in the performance of this Agreement shall be the property of the City and shall be delivered to the City upon request of the Contract Administrator or upon the termination of this Agreement, and Consultant shall have no 314
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claim for further employment or additional compensation as a result of the exercise by the City of its full rights of ownership use, reuse, or assignment of the documents and materials hereunder.
Moreover, with respect to any documents and materials that may qualify as “works made for hire” as defined in 17 U.S.C. § 101, such documents and materials are hereby deemed “works made for hire” for the City.
7. ENFORCEMENT OF AGREEMENT AND TERMINATION
7.1 California Law. This Agreement shall be interpreted, construed and governed both as to validity and to performance of the parties in accordance with the laws of the State of California. Legal actions concerning any dispute, claim or matter arising out of or in relation to this Agreement shall be instituted in the Superior Court of the County of Ventura, State of California. In the event of litigation in a U.S. District Court, venue shall lie exclusively in the Central District of California, in the County of Los Angeles, State of California.
7.2 Disputes; Default. In the event that Consultant breaches any requirement of this Agreement or otherwise fails to perform the services in accordance with this Agreement, Consultant shall be considered in default. In the event Consultant is in default under the terms of this Agreement, the City shall not have any obligation or duty to continue compensating Consultant for any work performed after the date of default and the City may give notice to Consultant of the default and the reasons for the default. The notice shall include the timeframe in which Consultant may cure the default. This timeframe is presumptively thirty (30) days, but may be extended, if circumstances warrant and in the City’s reasonable discretion. During the period of time that Consultant is in default, the City shall hold all invoices and shall, when the default is cured, proceed with payment on the invoices. If Consultant does not cure the default, the City may take necessary steps to terminate this Agreement under this Article upon provision of notice in writing stating the termination date and without providing any further opportunity to cure. Any failure on the part of the City to give notice of the Consultant’s default shall not be deemed to result in a waiver of the City’s legal rights or any rights arising out of any provision of this Agreement.
7.3 Legal Action. In addition to any other rights or remedies, either party may take legal action, in law or in equity, to cure, correct or remedy any default, to recover damages for any default, to compel specific performance of this Agreement, to obtain declaratory or injunctive relief, or to obtain any other remedy consistent with the purposes of this Agreement.
Notwithstanding any contrary provision herein, Consultant shall file a statutory claim pursuant to Government Code §§ 905, et. seq., and 910, et. seq., in order to pursue any legal action under this Agreement.
Except with respect to rights and remedies expressly declared to be exclusive in this Agreement, the rights and remedies of the parties are cumulative and the exercise by either party of one or more of such rights or remedies shall not preclude the exercise by it, at the same or different times, of any other rights or remedies for the same default or any other default by the other party.
7.4 Termination Prior to Expiration of Term. This Section shall govern any termination of this Contract except as specifically provided in the following Section for termination for cause. The City reserves the right to terminate this Contract at any time, without cause, upon thirty (30) days’ written notice to Consultant. In addition, Consultant may terminate this Agreement if and only if all of the following criteria are met: (i) City is in default under the 315
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terms of this Agreement; (ii) Consultant has given City 30 days’ written notice (or longer, if circumstances warrant) of the default and the reasons for the default; and (iii) City has failed to cure the default within said cure period. Upon receipt of any notice of termination, Consultant shall immediately cease all services hereunder except such as may be specifically approved by the Contract Administrator. Except where the Consultant has initiated termination, the Consultant shall be entitled to compensation for all services rendered prior to the effective date of the notice of termination and for any services authorized by the Contract Administrator thereafter in accordance with the Schedule of Compensation or such as may be approved by the Contract Administrator. In the event the Consultant has initiated termination, the Consultant shall be entitled to compensation only for the reasonable value of the work product actually produced hereunder, but not exceeding the compensation provided therefore in the Schedule of Compensation Exhibit “C”. In the event of City’s termination without cause pursuant to this Section, the City need not provide the Consultant with the opportunity to cure pursuant to Section 7.2.
7.5 Termination for Default of Consultant. If termination is due to the failure of the Consultant to fulfill its obligations under this Agreement, City may, after compliance with the provisions of Section 7.2, take over the work and prosecute the same to completion by contract or otherwise, and the Consultant shall be liable to the extent that the total cost for completion of the services required hereunder exceeds the compensation herein stipulated (provided that the City shall use reasonable efforts to mitigate such damages), and City may withhold any payments to the Consultant for the purpose of set-off or partial payment of the amounts owed the City as previously stated.
8. MISCELLANEOUS
8.1 Covenant Against Discrimination. Consultant covenants that, by and for itself, its heirs, executors, assigns and all persons claiming under or through them, that there shall be no discrimination against or segregation of, any person or group of persons on account of race, color, creed, religion, sex, gender, sexual orientation, marital status, national origin, ancestry, or other protected class in the performance of this Agreement. Consultant shall take affirmative action to ensure that applicants are employed and that employees are treated during employment without regard to their race, color, creed, religion, sex, gender, sexual orientation, marital status, national origin, ancestry, or other protected class
8.2 Non-liability of City Officers and Employees. No officer or employee of the City shall be personally liable to the Consultant, or any successor in interest, in the event of any default by the City, for any amount which may become due to the Consultant or to its successor or for breach of any obligation of the terms of this Agreement.
8.3 Notice. Any notice, demand, request, document, consent, approval, or communication either party desires or is required to give to the other party or any other person shall be in writing and either served personally or sent by prepaid, first-class mail, in the case of the City, to the City Manager and to the attention of the Contract Administrator (with her/his name and City title), City of Ojai, 401 South Ventura Street, Ojai, California 93023 and in the case of the Consultant, to the person(s) at the address designated on the execution page of this Agreement.
Either party may change its address by notifying the other party of the change of address in writing.
Notice shall be deemed communicated at the time personally delivered or in seventy-two (72) hours from the time of mailing if mailed as provided in this Section. 316
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8.4 Integration; Amendment. It is understood that there are no oral agreements between the parties hereto affecting this Agreement and this Agreement supersedes and cancels any and all previous negotiations, arrangements, agreements and understandings, if any, between the parties, and none shall be used to interpret this Agreement. This Agreement may be amended at any time by the mutual consent of the parties by an instrument in writing.
8.5 Severability. In the event that part of this Agreement shall be declared invalid or unenforceable by a valid judgment or decree of a court of competent jurisdiction, such invalidity or unenforceability shall not affect any of the remaining portions of this Agreement which are hereby declared as severable and shall be interpreted to carry out the intent of the parties hereunder unless the invalid provision is so material that its invalidity deprives either party of the basic benefit of their bargain or renders this Agreement meaningless.
8.6 Waiver. No delay or omission in the exercise of any right or remedy by nondefaulting party on any default shall impair such right or remedy or be construed as a waiver. A party’s consent to or approval of any act by the other party requiring the party’s consent or approval shall not be deemed to waive or render unnecessary the other party’s consent to or approval of any subsequent act. Any waiver by either party of any default must be in writing and shall not be a waiver of any other default concerning the same or any other provision of this Agreement.
8.7 Attorneys’ Fees. If either party to this Agreement is required to initiate or defend or made a party to any action or proceeding in any way connected with this Agreement, the prevailing party in such action or proceeding, in addition to any other relief which any be granted, whether legal or equitable, shall be entitled to reasonable attorney’s fees, whether or not the matter proceeds to judgment.
8.8 Interpretation.
The terms of this Agreement shall be construed in accordance with the meaning of the language used and shall not be construed for or against either party by reason of the authorship of this Agreement or any other rule of construction which might otherwise apply.
8.9 Counterparts.
This Agreement may be executed in any number of counterparts and each of such counterparts shall for all purposes be deemed to be an original, whether the signatures are originals, electronic, facsimiles or digital. All such counterparts shall together constitute but one and the same Agreement.
8.10 Warranty & Representation of Non-Collusion. No official, officer, or employee of City has any financial interest, direct or indirect, in this Agreement, nor shall any official, officer, or employee of City participate in any decision relating to this Agreement which may affect his/her financial interest or the financial interest of any corporation, partnership, or association in which (s)he is directly or indirectly interested, or in violation of any corporation, partnership, or association in which (s)he is directly or indirectly interested, or in violation of any State or municipal statute or regulation. The determination of “financial interest” shall be consistent with State law and shall not include interests found to be “remote” or “noninterests” pursuant to Government Code Sections 1091 or 1091.5. Consultant warrants and represents that it has not paid or given, and will not pay or give, to any third party including, but not limited to, any City official, 317
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officer, or employee, any money, consideration, or other thing of value as a result or consequence of obtaining or being awarded any agreement. Consultant further warrants and represents that (s)he/it has not engaged in any act(s), omission(s), or other conduct or collusion that would result in the payment of any money, consideration, or other thing of value to any third party including, but not limited to, any City official, officer, or employee, as a result of consequence of obtaining or being awarded any agreement. Consultant is aware of and understands that any such act(s), omission(s) or other conduct resulting in such payment of money, consideration, or other thing of value will render this Agreement void and of no force or effect.
Consultant’s Authorized Initials _______
8.11 Corporate Authority. The persons executing this Agreement on behalf of the parties hereto warrant that (i) such party is duly organized and existing, (ii) they are duly authorized to execute and deliver this Agreement on behalf of said party, (iii) by so executing this Agreement, such party is formally bound to the provisions of this Agreement, and (iv) the entering into this Agreement does not violate any provision of any other Agreement to which said party is bound.
This Agreement shall be binding upon the heirs, executors, administrators, successors and assigns of the parties.
[SIGNATURES ON FOLLOWING PAGE]
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IN WITNESS WHEREOF, the parties hereto have executed this Agreement on the date and year first-above written.
CITY:
CITY OF OJAI, a municipal corporation
Ben Harvey, City Manager
ATTEST:
Weston Montgomery, Chief Deputy City Clerk
APPROVED AS TO FORM:
ALESHIRE & WYNDER, LLP
Bethany A. Burgess, City Attorney
CONSULTANT:
Tripepi Smith & Associates
By:
Name: Ryder Todd Smith
Title: Co-founder & Principal
By:
Name:
Title:
Address:
Two corporate officer signatures required when Consultant is a corporation, with one signature required from each of the following groups: 1) Chairman of the Board, President or any Vice President; and 2) Secretary, any Assistant Secretary, Chief Financial Officer or any Assistant Treasurer. CONSULTANT’S SIGNATURES
SHALL BE DULY NOTARIZED, AND APPROPRIATE ATTESTATIONS SHALL BE INCLUDED AS
MAY BE REQUIRED BY THE BYLAWS, ARTICLES OF INCORPORATION, OR OTHER RULES OR REGULATIONS APPLICABLE TO CONSULTANT’S BUSINESS ENTITY. 319
CALIFORNIA ALL-PURPOSE ACKNOWLEDGMENT
STATE OF CALIFORNIA
COUNTY OF VENTURA
On __________, 2026 before me, ________________, personally appeared ________________, proved to me on the basis of satisfactory evidence to be the person(s) whose names(s) is/are subscribed to the within instrument and acknowledged to me that he/she/they executed the same in his/her/their authorized capacity(ies), and that by his/her/their signature(s) on the instrument the person(s), or the entity upon behalf of which the person(s) acted, executed the instrument.
I certify under PENALTY OF PERJURY under the laws of the State of California that the foregoing paragraph is true and correct.
WITNESS my hand and official seal.
Signature: _____________________________________
OPTIONAL
Though the data below is not required by law, it may prove valuable to persons relying on the document and could prevent fraudulent reattachment of this form.
CAPACITY CLAIMED BY SIGNER DESCRIPTION OF ATTACHED DOCUMENT
INDIVIDUAL
CORPORATE OFFICER
_______________________________
TITLE(S)
PARTNER(S) LIMITED
GENERAL
ATTORNEY-IN-FACT
TRUSTEE(S)
GUARDIAN/CONSERVATOR
OTHER_______________________________
______________________________________
SIGNER IS REPRESENTING:
(NAME OF PERSON(S) OR ENTITY(IES))
_____________________________________________
_____________________________________________
___________________________________
TITLE OR TYPE OF DOCUMENT
___________________________________
NUMBER OF PAGES
___________________________________
DATE OF DOCUMENT
___________________________________
SIGNER(S) OTHER THAN NAMED ABOVE
A notary public or other officer completing this certificate verifies only the identity of the individual who signed the document to which this certificate is attached, and not the truthfulness, accuracy or validity of that document. 320
CALIFORNIA ALL-PURPOSE ACKNOWLEDGMENT
STATE OF CALIFORNIA
COUNTY OF VENTURA
On __________, 2026 before me, ________________, personally appeared ________________, proved to me on the basis of satisfactory evidence to be the person(s) whose names(s) is/are subscribed to the within instrument and acknowledged to me that he/she/they executed the same in his/her/their authorized capacity(ies), and that by his/her/their signature(s) on the instrument the person(s), or the entity upon behalf of which the person(s) acted, executed the instrument.
I certify under PENALTY OF PERJURY under the laws of the State of California that the foregoing paragraph is true and correct.
WITNESS my hand and official seal.
Signature: _____________________________________
OPTIONAL
Though the data below is not required by law, it may prove valuable to persons relying on the document and could prevent fraudulent reattachment of this form
CAPACITY CLAIMED BY SIGNER DESCRIPTION OF ATTACHED DOCUMENT
INDIVIDUAL
CORPORATE OFFICER
_______________________________
TITLE(S)
PARTNER(S) LIMITED
GENERAL
ATTORNEY-IN-FACT
TRUSTEE(S)
GUARDIAN/CONSERVATOR
OTHER_______________________________
______________________________________
SIGNER IS REPRESENTING:
(NAME OF PERSON(S) OR ENTITY(IES))
_____________________________________________
_____________________________________________
___________________________________
TITLE OR TYPE OF DOCUMENT
___________________________________
NUMBER OF PAGES
___________________________________
DATE OF DOCUMENT
___________________________________
SIGNER(S) OTHER THAN NAMED ABOVE
A notary public or other officer completing this certificate verifies only the identity of the individual who signed the document to which this certificate is attached, and not the truthfulness, accuracy or validity of that document. 321
A-1
EXHIBIT “A”
SCOPE OF SERVICES
322
B-1
EXHIBIT “B”
SPECIAL REQUIREMENTS
(Superseding Contract Boilerplate)
(new text shown in bold italics, deleted text in strikethrough) 323
C-1
EXHIBIT “C”
SCHEDULE OF COMPENSATION
324
D-1
EXHIBIT “D”
SCHEDULE OF PERFORMANCE
I. Consultant shall perform all Services timely in accordance with the following schedule:
II. The Contract Administrator may approve extensions for performance of the Services in accordance with Section 3.2.
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Administrative Report
TO: Honorable City Council
FROM: Ben Harvey, City Manager
MEETING DATE: June 9, 2026
SUBJECT: Award of Contract for Communications and Social Media Services Contract for Fiscal Year 2026-2027 (Operational Need)
RECOMMENDATION
Authorize the City Manager to execute a one-year contract, with the option to extend for up to two additional one-year periods, for the amount of $106,680 per year (subject to annual escalation), with Tripepi Smith & Associates for Communications and Social Media Services for Fiscal Year (FY) 26-27, based on their proven experience with the City, competitive pricing, and compliance with the City’s purchasing policy.
DISCUSSION
The City of Ojai issued a Request for Proposals (RFP) for Communications and Social Media Services for FY26-27, seeking a partner to support strategic communications, public engagement, social media management, media relations, creative services, bilingual outreach, analytics/reporting, and staff training. Eight proposals were received from qualified firms, each offering a range of services and pricing structures.
Purchasing Policy Rationale
The City’s purchasing policy requires that contracts be awarded through a competitive process, with evaluation based on qualifications, experience, scope, and overall value and not solely on lowest price. The policy further stipulates that the selected vendor must best meet the City’s operational needs and provide the best value for public funds. This process ensures transparency, fairness, and stewardship of City resources.
Proposal Evaluation
Proposals were evaluated based on:
Qualifications and Experience
Scope of Services
Approach and Integration
Cost and Fiscal Impact
Compliance with Purchasing Policy
Familiarity with the City of Ojai
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Comparative Table of Proposals
Firm Name Firm Location Years of
Experience
Total Proposal Cost
(Annual)
Tripepi Smith & Assoc. Orange County, CA 20+ $106,680 (base retainer)
Redwood Resources
(RSCA) Culver City, CA 15+ $179,256
JPW Communications Carlsbad, CA 10+ $82,800–$223,680
(tiered)
Priority PR Los Angeles, CA 20+ $84,000
Communications LAB Orange/Pasadena,
CA 13+ $79,200 (base, est.)
Convergent Comm. National (Boston,
MA) 25+ $95,000–$385,000 (tiered)
Lucky Break PR Los Angeles, CA 15+ $195,000
Pegasus Studios Ventura County, CA 23+ Project-based (not full scope)
*Note: Some firms provided tiered or project-based pricing; table reflects base or most relevant annual cost for full-scope services where available.
Rationale for Selecting Tripepi Smith & Associates
Organizational Familiarity: Tripepi Smith has supported Ojai’s communications since 2024, including establishing the City’s quarterly newsletter, expanding social media presence, and providing ongoing content and design support. Their team is already familiar with Ojai’s internal processes, staff preferences, and community expectations, which allows for a seamless transition to a new contract and reduces risk of service disruption.
Proven Results: Tripepi Smith has demonstrated measurable results for Ojai, such as increased social media engagement, successful outreach campaigns, and effective communications. Their institutional knowledge enables them to deliver communications that are both efficient and impactful.
Continuity and Efficiency: Their established relationship with City staff and understanding of Ojai’s brand, voice, and key issues ensures continuity, minimizes onboarding time, and maximizes efficiency.
Comprehensive Scope: Tripepi Smith offers a full suite of services, including strategic planning, media relations, social media management, creative services, bilingual outreach, analytics/reporting, and staff training. Competitive Pricing: Their base retainer ($8,890/month, $106,680/year) is among the most cost-effective for a full-scope offering, providing excellent value for the City.
Purchasing Policy Compliance: The selection process was competitive and transparent, and the recommendation is based on best value, organizational fit, and the ability to meet the City’s unique needs, as required by the City’s purchasing policy.
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CITY COUNCIL GOALS ALIGNMENT
Goal No. 9 - Communication and Relationships
OPTIONS
1. Take no action;
2. Provide alternative directions to staff.
FISCAL IMPACT
The recommended contract with Tripepi Smith & Associates will result in an annual expenditure of $106,680 for FY 26-27, funded through the City Manager’s Communications Consulting Services budget line item. Any additional work, significant changes to the contract, or increases in contract value will be brought back to City Council for review and approval prior to authorization. This ensures ongoing Council oversight and fiscal responsibility. If extended, additional expenditures will occur in future years subject to an annual cost adjustment.
Prepared by: Norma Cervantes, Assistant to the City Manager
ATTACHMENT(S)
A. Professional Services Agreement – Tripepi Smith
B. Tripepi Smith Proposal
C. Tripepi Smith Cost File
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1 AGREEMENT FOR CONTRACT SERVICES
BETWEEN THE CITY OF OJAI AND
TRIPEPI SMITH AND ASSOCIATES
THIS AGREEMENT FOR CONTRACT SERVICES (herein “Agreement”) is made and entered into this 1
ST day of July, 2026 (“Effective Date”) by and between the CITY OF OJAI, a California municipal corporation (“City”) and Tripepi Smith and Associates, a California Corporation (“Consultant”). City and Consultant are sometimes hereinafter individually referred to as “Party” and hereinafter collectively referred to as the “Parties.” NOW, THEREFORE, the parties hereto agree as follows:
1. SERVICES OF CONSULTANT
1.1 Scope of Services. In compliance with all of the terms and conditions of this Agreement, the Consultant shall perform the work or services set forth in the “Scope of Services” attached hereto as Exhibit “A” and incorporated herein by reference. Consultant warrants that it has the experience and ability to perform all work and services required hereunder and that it shall diligently perform such work and services in a professional and satisfactory manner.
1.2 Compliance With Law. All work and services rendered hereunder shall be provided in accordance with all ordinances, resolutions, statutes, rules, and regulations of the City and any Federal, State or local governmental agency of competent jurisdiction.
1.3 Licenses, Permits, Fees and Assessments. Consultant shall obtain at its sole cost and expense such licenses, permits, and approvals as may be required by law for the performance of the services required by the Agreement.
1.4 Special Requirements. Additional terms and conditions of this Agreement, if any, which are made a part hereof are set forth in the “Special Requirements” attached hereto as Exhibit “B” and incorporated herein by this reference. In the event of a conflict between the provisions of Exhibit “B” and any other provisions of this Agreement, the provisions of Exhibit “B” shall govern.
2. COMPENSATION
2.1 Contract Sum. For the services rendered pursuant to this Agreement, Consultant shall be compensated in accordance with the “Schedule of Compensation” attached hereto as Exhibit “C” and incorporated herein by this reference, but not exceeding the maximum contract amount of One Hundred Six Thousand Six Hundred Eighty Dollars and Zero Cents ($106,680.00) per year (“Contract Sum”).
2.2 Invoices. Each month Consultant shall furnish to City an original invoice for all work performed and expenses incurred during the preceding month in a form approved by City’s Finance Director. By submitting an invoice for payment under this Agreement, Consultant is certifying compliance with all provisions of the Agreement. The invoice shall detail charges for all necessary and actual expenses by the following categories: labor (by sub-category), travel, materials, equipment, supplies, and subcontractor contracts. Subcontractor charges shall also be detailed by such categories. Each invoice shall be accompanied by a memorandum summarizing, 329
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in narrative form, the work completed during the preceding month and the work anticipated to be performed in the next billing cycle; and the memorandum shall also include a list of all issues, concerns and delays and the Consultant’s method of addressing said concerns. Consultant shall not invoice City for any duplicate services performed by more than one person.
City shall independently review each invoice submitted by the Consultant to determine whether the work performed and expenses incurred are in compliance with the provisions of this Agreement. Except as to any charges for work performed or expenses incurred by Consultant which are disputed by City, City will use its best efforts to cause Consultant to be paid within forty five (45) days of receipt of Consultant’s correct and undisputed invoice; however, Consultant acknowledges and agrees that due to City warrant run procedures, the City cannot guarantee that payment will occur within this time period. In the event any charges or expenses are disputed by City, the original invoice shall be returned by City to Consultant for correction and resubmission.
Review and payment by the City of any invoice provided by the Consultant shall not constitute a waiver of any rights or remedies provided herein or any applicable law.
2.3 Additional Services. City shall have the right at any time during the performance of the services, without invalidating this Agreement, to order extra work beyond that specified in the Scope of Services or make changes by altering, adding to or deducting from said work. No such extra work may be undertaken unless a written order is first given by the Contract Administrator to the Consultant, incorporating therein any adjustment in (i) the Contract Sum for the actual cost of the extra work, and/or (ii) the time to perform this Agreement, which said adjustments are subject to the written approval of the Consultant. Any increase in compensation of up to ten percent (10%) of the Contract Sum but not exceeding a total contract amount of Five Thousand Dollars ($5,000) or in the time to perform of up to ninety (90) days may be approved by the Contract Administrator. Any greater increases, taken either separately or cumulatively, must be approved by the City Council, unless otherwise provided in the City’s purchasing ordinance. No claim for an increase in the Contract Sum or time for performance shall be valid unless the procedures established in this Section are followed.
3. PERFORMANCE SCHEDULE
3.1 Time of Essence. Time is of the essence in the performance of this Agreement.
3.2 Schedule of Performance. Consultant shall commence the services pursuant to this Agreement upon receipt of a written notice to proceed and shall perform all services within the time period(s) established in the “Schedule of Performance” attached hereto as Exhibit “D” and incorporated herein by this reference. When requested by the Consultant, extensions to the time period(s) specified in the Schedule of Performance may be approved in writing by the Contract Administrator but not exceeding thirty (30) days cumulatively.
3.3 Force Majeure. The time period(s) specified in the Schedule of Performance for performance of the services rendered pursuant to this Agreement shall be extended because of any delays due to unforeseeable causes beyond the control and without the fault or negligence of the Consultant, including, but not restricted to, acts of God or of the public enemy, unusually severe weather, fires, earthquakes, floods, epidemics, quarantine restrictions, riots, strikes, freight embargoes, wars, litigation, and/or acts of any governmental agency, including the City, if the Consultant shall within ten (10) days of the commencement of such delay notify the Contract 330
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Administrator in writing of the causes of the delay. The Contract Administrator shall ascertain the facts and the extent of delay, and extend the time for performing the services for the period of the enforced delay when and if in the judgment of the Contract Administrator such delay is justified.
The Contract Administrator’s determination shall be final and conclusive upon the parties to this Agreement. In no event shall Consultant be entitled to recover damages against the City for any delay in the performance of this Agreement, however caused, Consultant’s sole remedy being extension of the Agreement pursuant to this Section.
3.4 Term. Unless earlier terminated in accordance with Article 7 of this Agreement, this Agreement shall begin on the Effective Date and continue in full force and effect until completion of the services but not exceeding one (1) year from the Effective Date, except as otherwise provided in the Schedule of Performance (Exhibit “D”). The Agreement may be extended for up to two additional, one-year periods in the sole discretion of the City.
4. COORDINATION OF WORK
4.1 Representative of Consultant. Ryder Smith is hereby designated as being the representative of Consultant authorized to act on its behalf with respect to the work and services specified herein and make all decisions in connection therewith. All personnel of Consultant and any authorized agents shall be under the exclusive direction of the representative of Consultant.
Consultant shall utilize only competent personnel to perform services pursuant to this Agreement.
Consultant shall make every reasonable effort to maintain the stability and continuity of Consultant’s staff and subcontractors, and shall keep City informed of any changes.
4.2 Contract Administrator. Ben Harvey, City Manager, or such person as may be designated by the City Manager is hereby designated as being the representative the City authorized to act in its behalf with respect to the work and services specified herein and to make all decisions in connection therewith (“Contract Administrator”).
4.3 Prohibition Against Subcontracting or Assignment. Consultant shall not contract with any entity to perform in whole or in part the work or services required hereunder without the express written approval of the City. Neither this Agreement nor any interest herein may be assigned or transferred, voluntarily or by operation of law, without the prior written approval of City. Any such prohibited assignment or transfer shall be void.
4.4 Independent Consultant. Neither the City nor any of its employees shall have any control over the manner, mode or means by which Consultant, its agents or employees, perform the services required herein, except as otherwise set forth. Consultant shall perform all services required herein as an independent contractor of City with only such obligations as are consistent with that role. Consultant shall not at any time or in any manner represent that it or any of its agents or employees are agents or employees of City, or that it is a member of a joint enterprise with City.
5. INSURANCE AND INDEMNIFICATION
5.1 Insurance Coverages. The Consultant shall procure and maintain, at its sole cost and expense, in a form and content satisfactory to City, during the entire term of this Agreement including any extension thereof, the following policies of insurance which shall cover all elected and appointed officers, employees and agents of City:
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(a) Commercial General Liability Insurance (Coverage Form ISO CGL CG 00 01 or equivalent). A policy of comprehensive general liability insurance written on a per occurrence basis for bodily injury, personal injury and property damage. The policy of insurance shall be in an amount not less than $1,000,000.00 per occurrence or if a general aggregate limit is used, then the general aggregate limit shall be twice the occurrence limit. (b) Worker’s Compensation Insurance. A policy of worker’s compensation insurance in such amount as will fully comply with the laws of the State of California and which shall indemnify, insure and provide legal defense for the Consultant against any loss, claim or damage arising from any injuries or occupational diseases occurring to any worker employed by or any persons retained by the Consultant in the course of carrying out the work or services contemplated in this Agreement, with Employer’s Liability insurance coverage limits of at least $1,000,000.00.
(c) Automotive Insurance (Coverage Form ISO CA 00 01 including “any auto” and endorsement CA 0025 or equivalent). A policy of comprehensive automobile liability insurance written on a per occurrence for bodily injury and property damage in an amount not less than $1,000,000. Said policy shall include coverage for owned, non-owned, leased, hired cars, and any other automobile.
(d) Professional Liability. Professional liability insurance appropriate to the Consultant’s profession, as determined by the City’s Risk Manager, provided that the limits shall be no less than $1,000,000 per claim and no less than $1,000,000 general aggregate. This coverage may be written on a “claims made” basis, and must include coverage for contractual liability. The professional liability insurance required by this Agreement must be endorsed to be applicable to claims based upon, arising out of or related to services performed under this Agreement. The insurance must be maintained for at least 5 consecutive years following the completion of Consultant’s services or the termination of this Agreement. During this additional 5-year period, Consultant shall annually and upon request of the City submit written evidence of this continuous coverage.
(e) Child/Youth Protection Insurance. Child/Youth Protection Insurance providing specific coverage for claims related to child abuse, youth protection, and molestation, with a minimum limit of $1,000,000 per occurrence. This coverage shall include protection against allegations of abuse occurring during or arising as a result of Consultant’s performance of services under this Agreement.
(f) Additional Insurance. Policies of such other insurance, as may be required in the Special Requirements in Exhibit “B”.
(g) Subcontractors. Consultant shall include all subcontractors as insureds under its policies or shall furnish separate certificates and certified endorsements for each subcontractor. All coverages for subcontractors shall be subject to all of the requirements stated herein.
(g) Broader Coverages and Higher Limits. Notwithstanding anything else herein to the contrary, if Consultant maintains broader coverages and/or higher limits than the minimums shown above, the City requires and shall be entitled to the broader coverages and/or higher limits maintained by Consultant.
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5.2 General Insurance Requirements.
All of the above policies of insurance shall be primary insurance and shall name the City, its elected and appointed officers, employees and agents as additional insureds and any insurance maintained by City or its officers, employees or agents may apply in excess of, and not contribute with Consultant’s insurance. The insurer is deemed hereof to waive all rights of subrogation and contribution it may have against the City, its officers, employees and agents and their respective insurers. The insurance policy must specify that where the primary insured does not satisfy the self-insured retention, any additional insured may satisfy the self-insured retention. All of said policies of insurance shall provide that said insurance may not be amended or cancelled by the insurer or any party hereto without providing thirty (30) days prior written notice by certified mail return receipt requested to the City. In the event any of said policies of insurance are cancelled, the Consultant shall, prior to the cancellation date, submit new evidence of insurance in conformance with this Section 5.1 to the Contract Administrator. No work or services under this Agreement shall commence until the Consultant has provided the City with Certificates of Insurance, additional insured endorsement forms or appropriate insurance binders evidencing the above insurance coverages and said Certificates of Insurance or binders are approved by the City.
City reserves the right to inspect complete, certified copies of and endorsement to all required insurance policies at any time. Any failure to comply with the reporting or other provisions of the policies including breaches or warranties shall not affect coverage provided to City.
The insurance required by this Agreement shall be satisfactory only if issued by companies qualified to do business in California, rated “A-” or better in the most recent edition of Best Rating Guide, The Key Rating Guide or in the Federal Register, and only if they are of a financial category Class VII or better, unless such requirements are waived by the City’s Risk Manager or other designee of the City due to unique circumstances.
5.3 Indemnification. To the full extent permitted by law, Consultant agrees to indemnify, defend and hold harmless the City and its officers, employees, and agents, and each of them (“Indemnified Parties”), from and against any and all actions, claims, proceedings, damages to persons or property, liabilities, losses, costs, fees (including attorneys’ fees), expenses, penalties, obligations, errors, omissions or forfeitures, whether actual or threatened (herein “claims or liabilities”), that may be asserted or claimed by any person, firm or entity arising out of or in connection with: (i) the negligent performance of the work, services, operations or activities provided herein of Consultant, its officers, directors, employees, agents, subcontractors, invitees, or any individual or entity for which Consultant is legally liable (“indemnitors”); (ii) Consultant’s or indemnitors’ reckless or willful misconduct; (iii) Consultant’s or indemnitors’ negligent performance of or failure to perform any term, provision, covenant or condition of this Agreement; or (iv) Consultant’s or indemnitors’ violation or alleged violation of applicable law. However, the obligations set forth in the preceding sentence shall not extend to claims or liabilities occurring as a result of City’s sole negligence or willful acts or omissions. Notwithstanding anything else herein, if and to the extent this Agreement provides for the performance of any “design professional” services within the meaning of California Civil Code Section 2782.8, any design professionals’ indemnity hereunder shall be limited to claims and liabilities arising out of the negligence, recklessness or willful misconduct of the design professional. The obligations set forth in this section shall be binding on successors and assigns of Consultant and shall survive termination of this Agreement.
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6. RECORDS, REPORTS, AND RELEASE OF INFORMATION
6.1 Records. Consultant shall keep, and require subcontractors to keep, such ledgers, books of accounts, invoices, vouchers, canceled checks, reports, studies or other documents relating to the disbursements charged to City and services performed hereunder (the “books and records”), as shall be necessary to perform the services required by this Agreement and enable the Contract Administrator to evaluate the performance of such services and shall keep such records for a period of three years following completion of the services hereunder. The Contract Administrator shall have full and free access to such books and records at all times during normal business hours of City, including the right to inspect, copy, audit and make records and transcripts from such records.
6.2 Reports. Consultant shall periodically prepare and submit to the Contract Administrator such reports concerning the performance of the services required by this Agreement or as the Contract Administrator shall require.
6.3 Confidentiality and Release of Information.
(a) All information gained or work product produced by Consultant in performance of this Agreement shall be considered confidential, unless such information is in the public domain or already known to Consultant. Consultant shall not release or disclose any such information or work product to persons or entities other than the City without prior written authorization from the Contract Administrator.
(b) Consultant shall not, without prior written authorization from the Contract Administrator or unless requested by the City Attorney, voluntarily provide documents, declarations, letters of support, testimony at depositions, response to interrogatories or other information concerning the work performed under this Agreement. Response to a subpoena or court order shall not be considered “voluntary” provided Consultant gives the City notice of such court order or subpoena.
(c) If Consultant provides any information or work product in violation of this Agreement, then the City shall have the right to reimbursement and indemnity from Consultant for any damages, costs and fees, including attorney’s fees, caused by or incurred as a result of Consultant’s conduct.
(d) Consultant shall promptly notify the City should Consultant be served with any summons, complaint, subpoena, notice of deposition, request for documents, interrogatories, request for admissions or other discovery request, court order or subpoena from any party regarding this Agreement and the work performed thereunder. The City retains the right, but has no obligation, to represent Consultant or be present at any deposition, hearing or similar proceeding. Consultant agrees to cooperate fully with the City and to provide the City with the opportunity to review any response to discovery requests provided by Consultant.
6.4 Ownership of Documents. All studies, surveys, data, notes, computer files, reports, records, drawings, specifications, maps, designs, photographs, documents and other materials (the “documents and materials”) prepared by Consultant in the performance of this Agreement shall be the property of the City and shall be delivered to the City upon request of the Contract Administrator or upon the termination of this Agreement, and Consultant shall have no 334
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claim for further employment or additional compensation as a result of the exercise by the City of its full rights of ownership use, reuse, or assignment of the documents and materials hereunder.
Moreover, with respect to any documents and materials that may qualify as “works made for hire” as defined in 17 U.S.C. § 101, such documents and materials are hereby deemed “works made for hire” for the City.
7. ENFORCEMENT OF AGREEMENT AND TERMINATION
7.1 California Law. This Agreement shall be interpreted, construed and governed both as to validity and to performance of the parties in accordance with the laws of the State of California. Legal actions concerning any dispute, claim or matter arising out of or in relation to this Agreement shall be instituted in the Superior Court of the County of Ventura, State of California. In the event of litigation in a U.S. District Court, venue shall lie exclusively in the Central District of California, in the County of Los Angeles, State of California.
7.2 Disputes; Default. In the event that Consultant breaches any requirement of this Agreement or otherwise fails to perform the services in accordance with this Agreement, Consultant shall be considered in default. In the event Consultant is in default under the terms of this Agreement, the City shall not have any obligation or duty to continue compensating Consultant for any work performed after the date of default and the City may give notice to Consultant of the default and the reasons for the default. The notice shall include the timeframe in which Consultant may cure the default. This timeframe is presumptively thirty (30) days, but may be extended, if circumstances warrant and in the City’s reasonable discretion. During the period of time that Consultant is in default, the City shall hold all invoices and shall, when the default is cured, proceed with payment on the invoices. If Consultant does not cure the default, the City may take necessary steps to terminate this Agreement under this Article upon provision of notice in writing stating the termination date and without providing any further opportunity to cure. Any failure on the part of the City to give notice of the Consultant’s default shall not be deemed to result in a waiver of the City’s legal rights or any rights arising out of any provision of this Agreement.
7.3 Legal Action. In addition to any other rights or remedies, either party may take legal action, in law or in equity, to cure, correct or remedy any default, to recover damages for any default, to compel specific performance of this Agreement, to obtain declaratory or injunctive relief, or to obtain any other remedy consistent with the purposes of this Agreement.
Notwithstanding any contrary provision herein, Consultant shall file a statutory claim pursuant to Government Code §§ 905, et. seq., and 910, et. seq., in order to pursue any legal action under this Agreement.
Except with respect to rights and remedies expressly declared to be exclusive in this Agreement, the rights and remedies of the parties are cumulative and the exercise by either party of one or more of such rights or remedies shall not preclude the exercise by it, at the same or different times, of any other rights or remedies for the same default or any other default by the other party.
7.4 Termination Prior to Expiration of Term. This Section shall govern any termination of this Contract except as specifically provided in the following Section for termination for cause. The City reserves the right to terminate this Contract at any time, without cause, upon thirty (30) days’ written notice to Consultant. In addition, Consultant may terminate this Agreement if and only if all of the following criteria are met: (i) City is in default under the 335
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terms of this Agreement; (ii) Consultant has given City 30 days’ written notice (or longer, if circumstances warrant) of the default and the reasons for the default; and (iii) City has failed to cure the default within said cure period. Upon receipt of any notice of termination, Consultant shall immediately cease all services hereunder except such as may be specifically approved by the Contract Administrator. Except where the Consultant has initiated termination, the Consultant shall be entitled to compensation for all services rendered prior to the effective date of the notice of termination and for any services authorized by the Contract Administrator thereafter in accordance with the Schedule of Compensation or such as may be approved by the Contract Administrator. In the event the Consultant has initiated termination, the Consultant shall be entitled to compensation only for the reasonable value of the work product actually produced hereunder, but not exceeding the compensation provided therefore in the Schedule of Compensation Exhibit “C”. In the event of City’s termination without cause pursuant to this Section, the City need not provide the Consultant with the opportunity to cure pursuant to Section 7.2.
7.5 Termination for Default of Consultant. If termination is due to the failure of the Consultant to fulfill its obligations under this Agreement, City may, after compliance with the provisions of Section 7.2, take over the work and prosecute the same to completion by contract or otherwise, and the Consultant shall be liable to the extent that the total cost for completion of the services required hereunder exceeds the compensation herein stipulated (provided that the City shall use reasonable efforts to mitigate such damages), and City may withhold any payments to the Consultant for the purpose of set-off or partial payment of the amounts owed the City as previously stated.
8. MISCELLANEOUS
8.1 Covenant Against Discrimination. Consultant covenants that, by and for itself, its heirs, executors, assigns and all persons claiming under or through them, that there shall be no discrimination against or segregation of, any person or group of persons on account of race, color, creed, religion, sex, gender, sexual orientation, marital status, national origin, ancestry, or other protected class in the performance of this Agreement. Consultant shall take affirmative action to ensure that applicants are employed and that employees are treated during employment without regard to their race, color, creed, religion, sex, gender, sexual orientation, marital status, national origin, ancestry, or other protected class
8.2 Non-liability of City Officers and Employees. No officer or employee of the City shall be personally liable to the Consultant, or any successor in interest, in the event of any default by the City, for any amount which may become due to the Consultant or to its successor or for breach of any obligation of the terms of this Agreement.
8.3 Notice. Any notice, demand, request, document, consent, approval, or communication either party desires or is required to give to the other party or any other person shall be in writing and either served personally or sent by prepaid, first-class mail, in the case of the City, to the City Manager and to the attention of the Contract Administrator (with her/his name and City title), City of Ojai, 401 South Ventura Street, Ojai, California 93023 and in the case of the Consultant, to the person(s) at the address designated on the execution page of this Agreement.
Either party may change its address by notifying the other party of the change of address in writing.
Notice shall be deemed communicated at the time personally delivered or in seventy-two (72) hours from the time of mailing if mailed as provided in this Section. 336
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8.4 Integration; Amendment. It is understood that there are no oral agreements between the parties hereto affecting this Agreement and this Agreement supersedes and cancels any and all previous negotiations, arrangements, agreements and understandings, if any, between the parties, and none shall be used to interpret this Agreement. This Agreement may be amended at any time by the mutual consent of the parties by an instrument in writing.
8.5 Severability. In the event that part of this Agreement shall be declared invalid or unenforceable by a valid judgment or decree of a court of competent jurisdiction, such invalidity or unenforceability shall not affect any of the remaining portions of this Agreement which are hereby declared as severable and shall be interpreted to carry out the intent of the parties hereunder unless the invalid provision is so material that its invalidity deprives either party of the basic benefit of their bargain or renders this Agreement meaningless.
8.6 Waiver. No delay or omission in the exercise of any right or remedy by nondefaulting party on any default shall impair such right or remedy or be construed as a waiver. A party’s consent to or approval of any act by the other party requiring the party’s consent or approval shall not be deemed to waive or render unnecessary the other party’s consent to or approval of any subsequent act. Any waiver by either party of any default must be in writing and shall not be a waiver of any other default concerning the same or any other provision of this Agreement.
8.7 Attorneys’ Fees. If either party to this Agreement is required to initiate or defend or made a party to any action or proceeding in any way connected with this Agreement, the prevailing party in such action or proceeding, in addition to any other relief which any be granted, whether legal or equitable, shall be entitled to reasonable attorney’s fees, whether or not the matter proceeds to judgment.
8.8 Interpretation.
The terms of this Agreement shall be construed in accordance with the meaning of the language used and shall not be construed for or against either party by reason of the authorship of this Agreement or any other rule of construction which might otherwise apply.
8.9 Counterparts.
This Agreement may be executed in any number of counterparts and each of such counterparts shall for all purposes be deemed to be an original, whether the signatures are originals, electronic, facsimiles or digital. All such counterparts shall together constitute but one and the same Agreement.
8.10 Warranty & Representation of Non-Collusion. No official, officer, or employee of City has any financial interest, direct or indirect, in this Agreement, nor shall any official, officer, or employee of City participate in any decision relating to this Agreement which may affect his/her financial interest or the financial interest of any corporation, partnership, or association in which (s)he is directly or indirectly interested, or in violation of any corporation, partnership, or association in which (s)he is directly or indirectly interested, or in violation of any State or municipal statute or regulation. The determination of “financial interest” shall be consistent with State law and shall not include interests found to be “remote” or “noninterests” pursuant to Government Code Sections 1091 or 1091.5. Consultant warrants and represents that it has not paid or given, and will not pay or give, to any third party including, but not limited to, any City official, 337
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officer, or employee, any money, consideration, or other thing of value as a result or consequence of obtaining or being awarded any agreement. Consultant further warrants and represents that (s)he/it has not engaged in any act(s), omission(s), or other conduct or collusion that would result in the payment of any money, consideration, or other thing of value to any third party including, but not limited to, any City official, officer, or employee, as a result of consequence of obtaining or being awarded any agreement. Consultant is aware of and understands that any such act(s), omission(s) or other conduct resulting in such payment of money, consideration, or other thing of value will render this Agreement void and of no force or effect.
Consultant’s Authorized Initials _______
8.11 Corporate Authority. The persons executing this Agreement on behalf of the parties hereto warrant that (i) such party is duly organized and existing, (ii) they are duly authorized to execute and deliver this Agreement on behalf of said party, (iii) by so executing this Agreement, such party is formally bound to the provisions of this Agreement, and (iv) the entering into this Agreement does not violate any provision of any other Agreement to which said party is bound.
This Agreement shall be binding upon the heirs, executors, administrators, successors and assigns of the parties.
[SIGNATURES ON FOLLOWING PAGE]
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IN WITNESS WHEREOF, the parties hereto have executed this Agreement on the date and year first-above written.
CITY:
CITY OF OJAI, a municipal corporation
Ben Harvey, City Manager
ATTEST:
Weston Montgomery, Chief Deputy City Clerk
APPROVED AS TO FORM:
ALESHIRE & WYNDER, LLP
Bethany A. Burgess, City Attorney
CONSULTANT:
Tripepi Smith & Associates
By:
Name: Ryder Todd Smith
Title: Co-founder & Principal
By:
Name:
Title:
Address:
Two corporate officer signatures required when Consultant is a corporation, with one signature required from each of the following groups: 1) Chairman of the Board, President or any Vice President; and 2) Secretary, any Assistant Secretary, Chief Financial Officer or any Assistant Treasurer. CONSULTANT’S SIGNATURES
SHALL BE DULY NOTARIZED, AND APPROPRIATE ATTESTATIONS SHALL BE INCLUDED AS
MAY BE REQUIRED BY THE BYLAWS, ARTICLES OF INCORPORATION, OR OTHER RULES OR REGULATIONS APPLICABLE TO CONSULTANT’S BUSINESS ENTITY. 339
CALIFORNIA ALL-PURPOSE ACKNOWLEDGMENT
STATE OF CALIFORNIA
COUNTY OF VENTURA
On __________, 2026 before me, ________________, personally appeared ________________, proved to me on the basis of satisfactory evidence to be the person(s) whose names(s) is/are subscribed to the within instrument and acknowledged to me that he/she/they executed the same in his/her/their authorized capacity(ies), and that by his/her/their signature(s) on the instrument the person(s), or the entity upon behalf of which the person(s) acted, executed the instrument.
I certify under PENALTY OF PERJURY under the laws of the State of California that the foregoing paragraph is true and correct.
WITNESS my hand and official seal.
Signature: _____________________________________
OPTIONAL
Though the data below is not required by law, it may prove valuable to persons relying on the document and could prevent fraudulent reattachment of this form.
CAPACITY CLAIMED BY SIGNER DESCRIPTION OF ATTACHED DOCUMENT
INDIVIDUAL
CORPORATE OFFICER
_______________________________
TITLE(S)
PARTNER(S) LIMITED
GENERAL
ATTORNEY-IN-FACT
TRUSTEE(S)
GUARDIAN/CONSERVATOR
OTHER_______________________________
______________________________________
SIGNER IS REPRESENTING:
(NAME OF PERSON(S) OR ENTITY(IES))
_____________________________________________
_____________________________________________
___________________________________
TITLE OR TYPE OF DOCUMENT
___________________________________
NUMBER OF PAGES
___________________________________
DATE OF DOCUMENT
___________________________________
SIGNER(S) OTHER THAN NAMED ABOVE
A notary public or other officer completing this certificate verifies only the identity of the individual who signed the document to which this certificate is attached, and not the truthfulness, accuracy or validity of that document. 340
CALIFORNIA ALL-PURPOSE ACKNOWLEDGMENT
STATE OF CALIFORNIA
COUNTY OF VENTURA
On __________, 2026 before me, ________________, personally appeared ________________, proved to me on the basis of satisfactory evidence to be the person(s) whose names(s) is/are subscribed to the within instrument and acknowledged to me that he/she/they executed the same in his/her/their authorized capacity(ies), and that by his/her/their signature(s) on the instrument the person(s), or the entity upon behalf of which the person(s) acted, executed the instrument.
I certify under PENALTY OF PERJURY under the laws of the State of California that the foregoing paragraph is true and correct.
WITNESS my hand and official seal.
Signature: _____________________________________
OPTIONAL
Though the data below is not required by law, it may prove valuable to persons relying on the document and could prevent fraudulent reattachment of this form
CAPACITY CLAIMED BY SIGNER DESCRIPTION OF ATTACHED DOCUMENT
INDIVIDUAL
CORPORATE OFFICER
_______________________________
TITLE(S)
PARTNER(S) LIMITED
GENERAL
ATTORNEY-IN-FACT
TRUSTEE(S)
GUARDIAN/CONSERVATOR
OTHER_______________________________
______________________________________
SIGNER IS REPRESENTING:
(NAME OF PERSON(S) OR ENTITY(IES))
_____________________________________________
_____________________________________________
___________________________________
TITLE OR TYPE OF DOCUMENT
___________________________________
NUMBER OF PAGES
___________________________________
DATE OF DOCUMENT
___________________________________
SIGNER(S) OTHER THAN NAMED ABOVE
A notary public or other officer completing this certificate verifies only the identity of the individual who signed the document to which this certificate is attached, and not the truthfulness, accuracy or validity of that document. 341
A-1
EXHIBIT “A”
SCOPE OF SERVICES
342
B-1
EXHIBIT “B”
SPECIAL REQUIREMENTS
(Superseding Contract Boilerplate)
(new text shown in bold italics, deleted text in strikethrough) 343
C-1
EXHIBIT “C”
SCHEDULE OF COMPENSATION
1. See Consultant’s Proposal.
2. Consultant may request in writing an annual increase in the hourly rates and retainer fees for all resources on the annual anniversary of the Effective Date. Such increase shall not exceed the greater of 5% or the annual change in the Consumer Price Index for All Urban Consumers, All Items, U.S. City Average, published by the U.S. Bureau of Labor Statistics. 344
D-1
EXHIBIT “D”
SCHEDULE OF PERFORMANCE
I. Consultant shall perform all Services timely in accordance with the following schedule:
II. The Contract Administrator may approve extensions for performance of the Services in accordance with Section 3.2.
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COMMUNICATION AND SOCIAL
MEDIA SERVICES
City of Ojai
Request for Proposals
May 31, 2026
By: Ryder Todd Smith
Co-founder & Principal
Tripepi Smith & Associates
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Table of Contents
COVER LETTER.............................................................................3 FIRM QUALIFICATIONS.................................................................5 PROJECT TEAM........................................................................... 20 SAMPLES OF WORK ................................................................... 22 REFERENCES .............................................................................. 51 APPENDIX: RESUMES................................................................. 52 347
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COVER LETTER
Thank you for the opportunity to present Tripepi Smith’s offerings in response to the City of Ojai’s Request for Proposals for Communication and Social Media Services. This proposal offers all requested information, including Tripepi Smith’s understanding of your needs, our approach to addressing them, our cost proposal and more.
Tripepi Smith has a deep understanding of the City of Ojai, having supported its communication efforts since 2024. As an essential extension of your in-house team, our partnership has successfully established the City’s quarterly newsletter, significantly expanded your social media presence and positioned Ojai as a trusted source of information. Our comprehensive partnership maximizes staff capacity through social media management, graphic design, website development, content updates providing a dedicated resource for enhanced communications. Because we are intimately familiar with your team’s preferred workflow, we are able to hit the ground running and continue delivering seamless, high-quality service.
No other communications firm in California can match Tripepi Smith’s public agency client depth and diversity. We gain insights from the breadth of our work and share that knowledge with over 250+ public agency clients, which yields key advantages:
1. Certifications in Industry-Standard Platforms: Our team possesses a deep understanding of social media and digital platforms, evidenced by our certifications from industry leaders like Meta, YouTube, Twitter and Meltwater. This expertise sets us apart from many public affairs firms.
2. Breadth of Expertise: The breadth of Tripepi Smith’s team — from policy to videography to graphic design — is rare. The result: we have an ability to tell a complete story across all mediums, all within our one team.
3. A Deep Understanding of Local Issues: Tripepi Smith’s work with over 250 public agencies and municipal partners benefits each client as we translate practical field experience into outreach strategies tailored to their unique circumstances. Moreover, we are known for our mastery of the art of local government communications. We make civic matters relatable and engaging for stakeholders, from constituents to elected officials to legislators and more.
4. Robust Quality Assurance Practices: With thousands of successful projects delivered, Tripepi Smith has integrated a robust system of tools and workflows. Whether managing deliverables within our own team or subcontractors, our iterative review procedures ensure clients receive high-quality, high-impact work products.
5. 24/7 Access: Though we have a set number of hours proposed in our contract, Tripepi Smith is available to our clients 24 hours per day. There is no “bad time” to call or email us, and our response will be immediate and engaged on the issue at hand.
Engaging constituents and telling your agency’s story is not a simple matter. It takes work, consistency, innovation and creativity to make an impact. We are confident that our dedication and proven track record make us the right partner for the City of Ojai. Thank you for considering us in this endeavor. We eagerly anticipate the chance to discuss our proposal in more detail. 348
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Authorization
I affirm that I have the legal authorization to bind Tripepi Smith into agreements with the City of Ojai and to make the statements below on behalf of the firm. This proposal is valid for 90 days from the date of submission.
Regards,
Ryder Todd Smith
Co-Founder & President, Tripepi Smith & Associates, Inc.
[email protected] • (626) 536-2173 • 27702 Crown Valley Parkway, D4#139, Ladera Ranch, CA, 92694
[email protected] is our preferred point of contact throughout the evaluation process. 349
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FIRM QUALIFICATIONS
ABOUT TRIPEPI SMITH
A Public Affairs Firm that Understands Local Government Tripepi Smith excels in public affairs and marketing. Founded in 2000 and incorporated as a California corporation in 2002, the company is headquartered in Orange County, California, with staff throughout the western United States. We work in a complex environment where successful communications go hand-inhand with marketing and technical expertise. As a full-service marketing and creative services firm, Tripepi Smith offers the right professionals for the job while being small enough to be nimble and responsive. Our team offers a broad spectrum of experience and skills that allow us to apply the appropriate resource to the appropriate tasks; this allows us to execute work faster and reduce engagement costs.
Tripepi Smith's in-house team of over 70 full-time professionals are all experienced in local government. Our staff includes former municipal employees with backgrounds in creative services, public information and city management, as well as seasoned directors, analysts and practice area specialists.
Accredited public relations (APR) professionals guide effective messaging while policy wonks provide counsel on public affairs. TS Creatives fashion compelling branding, websites, print and digital design, social media, photography and videography. We employ multiple FAA-certified drone pilots and operate a full-scale video production studio with extensive event and broadcast experience.
The Result: We can tell a complete story across media, all within our in-house team.
Firm Structure and Financial Matters
Tripepi Smith was founded in 2000 and incorporated in 2002 as a California S Corporation and will be celebrating our 25th anniversary in 2027 The firm has two corporate officers, who are also the co-founders with equal ownership of the business:
Co-Founder & President Ryder Todd Smith
Chief Financial Officer Nicole Smith
Ryder and Nicole have signing authority to bind Tripepi Smith into agreements with clients. Tripepi Smith has generated a profit every year it has been in operation. We have never had a legal claim filed against us and have never failed to fulfill a contract commitment.
In addition to the President/CEO and CFO, multiple principals and directors oversee the day-to-day operations of a team of analysts, graphic designers, photographers and videographers. All Tripepi Smith employees report directly to the President. Please refer to our Org Chart for full details. 350
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Grounded in Civic Affairs
CFO Nicole Tripepi Smith is a second-generation civic-affairs professional (her father was a city manager for 28 years). President Ryder Todd Smith brings over 25 years of public agency marketing and communications experience to the table.
Office Locations
Since early 2017, Tripepi Smith has operated in a completely virtual office environment. Being virtual enhances operational resilience and grants us access to a flexible and diverse workforce. The team — composed of policy wonks, creative message developers, broadcast specialists, videography experts, technology gurus and graphic artists — resides throughout Arizona, California, Idaho, Montana, Tennessee, Texas, Utah, Washington, with a majority based in California.
Contact Information
Email: [email protected]
Phone: (626) 536-2173
Mail: 27702 Crown Valley Parkway, D4#139, Ladera Ranch, CA, 92694 351
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Partial Client Roster
We have a network of 250+ satisfied clients in the local government space. We are happy to connect you with contacts at our client agencies who can share their experience working with Tripepi Smith.
California City Management
Foundation
City of Aliso Viejo
City of American Canyon
City of Atascadero
City of Azusa
City of Baldwin Park
City of Bellflower
City of Benicia
City of Burlingame
City of Claremont
City of Coronado
City of Cotati
(City of) Culver City
City of Cupertino
(City of) Daly City
City of Danville
City of Duarte
City of El Cerrito
City of Encinitas
City of Fountain Valley
City of Foster City
City of Fullerton
City of Gilroy
City of Grover Beach
City of Hawaiian Gardens
City of Hayward
City of Healdsburg
City of Hercules
City of Huntington Beach
City of Indian Wells
City of Irvine
City of La Cañada Flintridge
City of La Palma
City of La Puente
City of La Verne
City of Laguna Hills
City of Laguna Niguel
City of Lake Forest
City of Lakeport
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 Menifee
City of Millbrae
City of Morgan Hill
City of Murrieta
City of Napa
City of Ojai
City of Orinda
City of Pacifica
City of Palm Desert
City of Palmdale
City of Paramount
City of Pico Rivera
City of Pismo Beach
City of Placentia
City of Pomona
City of Rancho Mirage
City of Rancho Palos Verdes
City of Riverbank
City of Rohnert Park
City of Rolling Hills Estates
City of San Clemente
City of San Leandro
City of Santa Ana
City of Santa Clarita
City of Santa Paula
City of Saratoga
City of Stanton
City of South Gate
City of South Pasadena
City of Tracy
City of Vallejo
Costa Mesa Sanitary District
Del Paso Manor Water District
West County Wastewater District
Independent Cities Association
Independent Cities Finance Authority
Institute for Local Government
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
Claremont McKenna College
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Our Services
Tripepi Smith operates at the intersection of marketing, technology and public affairs. We excel in each of these areas, but the true power lies in our ability to seamlessly integrate them. This holistic approach allows us to craft impactful solutions for our clients.
Strategy, Marketing,
Communications
Creative Services
Strategic Development, Research,
Surveys, Messaging
Social Media Management
Web and Social Media Strategy,
Optimization (SEO), Metrics
Web Hosting and Support
Email Campaigns
Relations
(Media, Stakeholders, Public, Government)
Support and Training for Events,
Presentations and Virtual Gatherings
Digital, Print, Radio,
Out-of-Home Advertising
Staff Training
(Media, Social Media, Photo, Brand Implementation)
Association Management Services
Full-Service Graphic Design
for Digital, Print and Outdoor
Brand and Logo Development
Content Creation
(Writing, Editorial, Thought Leadership)
Output Services
(Digital Distribution, Print Management, Mail
Management)
Illustration and Information Graphics
Photography
Videography, Broadcasting, Podcasting,
Drone
Event Production, Technical and AV
Support
Animation and Motion Graphics
Web Design and Implementation
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Project Understanding and Communication Tools
Tripepi Smith has experience in all facets of the City of Ojai’s requests outlined with the RFP. Our team will augment in-house City staff capacity by providing ongoing and as needed support, offering dedicated resources, professional judgement and timely assistance across all service areas. We will continue to work closely with City staff to ensure accuracy, consistency and alignment with City priorities and communication goals.
Our proposed communication strategy for Ojai focuses on intentional community building through local, arts-based content and short-form video. A recent campaign featuring a local artist's claymation video and a $97.89 Meta boost demonstrated the effectiveness of this approach, reaching over 10,900 people and generating significant engagement among the 25–44 age demographic. This effort directly contributed to a 384% increase in Instagram followers, a 48% increase on Facebook, and nearly 90 downloads or redownloads of the My Ojai app.
To reach all demographics, the strategy bridges digital and print media by aligning the quarterly Outlook newsletter with digital storytelling. Currently, the city can reach approximately 32% of its 7,500 residents via verified Nextdoor households. Recommendations for continued growth include adding reels and press releases to the retainer, alongside increased social media monitoring to maintain proactive community engagement.
We will accomplish these goals through on-going retainer support services and as-needed communications tools which further support consistent strategic messaging, public engagement and content development.
Our general workflow to providing these services is highlighted below.
On-Going Retainer Services
Project Management
Tripepi Smith begins all engagements with a kickoff meeting with the client to introduce personnel to one another, define Key Performance Indicators (metrics, goals and timelines), review project management processes and ensure each stakeholder has a full understanding of their responsibilities.
Tripepi Smith primarily uses the following tools to manage projects:
• Google Workspace for email, creating real-time collaborative documents and instant messaging • Zoom or Google Meet for conference calls
• Sprout Social for social media management: posting and monitoring comments/messages • Meltwater for media intelligence and media relations
• Kantata for project/task management, internal project status updates and time entry These tools enable project managers to quickly determine a project’s budget status, review the schedule of tasks, send rapid notifications to the whole team if issues arise and, generally, sustain momentum on our efforts.
Regular check-in calls with the City are a primary communication method for Tripepi Smith, as they provide a forum to coordinate our efforts with staff and sustain momentum on projects. Dependent upon project need, Tripepi Smith will continue to schedule a recurring, weekly call — up to 60 minutes — that will include designated lead(s) for our engagement. These calls will generally focus on trends, new issues or 354
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concerns that need to be communicated to us, identification of major themes or ideas to address in the coming weeks, a general review of city staff, tools in place and platforms that we need access to in order to effectively jump into and call to action. We produce work, such as social media posts and responses, in a shared workspace where you can see progress in real time and provide instant feedback. These processes and tools allow for enhanced collaboration and expedite the production process.
Strategic Planning Meetings/Sessions
Tripepi Smith will continue to facilitate triannual strategic planning sessions with key City stakeholders, including the Executive Team and department leadership as appropriate. These meetings bring together leaders throughout the organization to:
1. Reflect on communications wins and lessons learned picked up in the previous four months
2. Create a plan for outreach in the coming months. We typically collaborate on a Content Calendar in a Google Sheet for easy reference on what external communications need to happen in the coming six to 12 months
Talking about communications in local government for almost two hours usually gets everyone’s brains churning about how they can get the word out on that next big program or new event. The nature of our work gives us the ability to probe deeper into city events and programs while still thinking broadly about how to get the word out on them. As we discuss audience perceptions and interests, go over best practices and the reasoning/data to back them up, the conversation about communications becomes more than just a strategy meeting. Staff builds perspective on their role as communicators on behalf of their department and the agency. As a result, they become more invested in outreach Drawing on our experience working with the City, Tripepi Smith will tailor the communications planning process to Ojai’s established practices, priorities and internal culture. Rather than starting from scratch, our process builds on institutional knowledge, existing tools and lessons learned.
Press Release & News Article Creation
Tripepi Smith has already partnered with Ojai staff to develop and distribute multiple press materials this last year that are accurate, clear and aligned with City priorities. Building on this experience, we will continue to craft press releases and news articles — typically up to 500 words — that elevate the City’s story while maintaining the professionalism and tone expected by Ojai’s leadership and residents. We are recommending that the City publish one press release or news article per month to effectively enhance the City’s voice.
Our process emphasizes collaboration and efficiency and includes:
• Message development informed by City context and Council direction • Coordination with subject matter experts to ensure accuracy • Drafting, editing, and approval management
• Distribution to media outlets and City-owned platforms 355
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Social Media Management and Content Development
Over the last year and half, Tripepi Smith has developed social media content and digital placements, aligning with Ojai’s voice, brand standards and community expectations. We have also been the City’s partner for timely website updates, comprehensive media monitoring and quarterly newsletter creation
As a firm we are particularly proud of our involvement in these achievements for the City of Ojai
• Continued success of the Quarterly Ojai Outlook Newsletter • Successful post boosting implementation and tangible results from our “My Ojai App” campaign where we focused on getting people to the City’s website, drawing 1,574 people directly to the myOjai webpage and encouraging them downloading the app, all within a $97.89 investment
• Drafting and publishing the CARE Act dedicated webpage • And so much more!
As your trusted partner, we will continue to follow our collaborative and consistent approach to Digital and Social Media Services following the proven framework below. • Content Creation: Our content creation process includes planning, fact-checking, graphic coordination, editing, and scheduling across platforms including Facebook, Instagram, X, LinkedIn, and Nextdoor. Content will be produced in both English and Spanish languages. • Monitoring: Tripepi Smith will monitor Ojai’s social media site inboxes three days a week for customer service opportunities, mainly responding to questions. • Additional: Our work also includes optimizing social media accounts to enhance performance and/or take advantage of useful features. "Boosted Posts" and other targeted advertisements are also helpful in disseminating information to community members. Tripepi Smith is fully capable of running and tracking these paid campaigns (fees to be agreed upon and paid by Ojai).
Monthly Metrics and Analytics Reporting
Tripepi Smith currently provides ongoing measurement and reporting support for the City of Ojai and understands the importance of clear, actionable insights—rather than data for data’s sake. Our monthly metrics and analytics reports are designed to help our team and City staff quickly understand what is working, where adjustments may be needed and how communications efforts are supporting broader City goals.
Each month, we provide a concise summary of key performance indicators (KPIs) across the City’s controlled communication channels, including social media reach, posting frequency, engagement, audience growth, media mentions and more.
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Quarterly Ojai Outlook Newsletter
Based on our understanding of your requested scope and our prior experience in newsletter production, Tripepi Smith proposes the following steps to achieve your newsletter goals:
Step 1: Questionnaire, Content Compilation and Creation To ensure your newsletter consistently features high-quality content, Tripepi Smith will employ a twopronged approach:
• Quarterly Content Gathering: We'll develop and send you a questionnaire each quarter to gather information and potential topics for the upcoming newsletter. • Flexible Content Integration: Recognizing that you may provide content in various formats, from full-length articles to topic ideas, our team is prepared to handle all contributions seamlessly. We can also write or design original content that reflects your unique voice and priorities.
Building on our successful experience, Tripepi Smith proposes managing content development, creation and routing through Google Docs. This platform has proven to be an efficient and user-friendly solution for real-time collaboration. We provide regular reports on open rates, click-throughs, and engagement trends, along with recommendations for continuous improvement.
Step 2: Copy Editing & Review
Once we've compiled or created all the content for each newsletter, our team will meticulously copyedit and proofread. We'll scrutinize the content for grammar, spelling, clarity, consistency and accuracy to ensure each message shines.
Before moving on to design, you'll receive the content for your review and approval. This step typically minimizes—or altogether eliminates—reworking later in the process. 357
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Step 3: Design & Layout
Once the content is approved, our design team gets to work! They'll thoughtfully design each newsletter edition, using their creative expertise to create layouts that visually enhance the content and highlight key messages and calls to action.
Our Graphic Artist will take the lead, weaving together the copy with captivating visuals. They'll also craft key graphics or art pieces as needed to further elevate the design. Throughout the process, our experienced Senior Graphic Designer will provide guidance and support. This collaborative approach ensures both top-notch quality and a cost-effective workflow.
Accessibility for All: Tripepi Smith is committed to creating accessible newsletters for everyone. Our designers are trained on ADA (Americans with Disabilities Act) standards and ensure all PDFs are exported with the proper tags. These tags allow assistive technologies, like screen readers, to accurately interpret and convey the content to users with visual impairments.
Step 4: Final Review & Approval
Once the design is complete, we'll send you the final newsletter for your review and approval. Since you've already approved the content, this step focuses on the visuals and article placement. Our team will be happy to promptly address any revisions until you're completely satisfied with the final product.
As-Needed Communication Tools
Tripepi Smith remains available to the City of Ojai to carry out additional support services on an as needed basis through an array of communication tools. Our general workflow to providing these services is highlighted below.
Strategic Communication Services
Effective communication and informed participation are key to the successful delivery of City services.
From policy education to capital improvement projects, Tripepi Smith offers comprehensive strategic communications support to achieve your agency's outreach and engagement goals for any initiative.
During regular check-in calls the team will be available to lend strategic guidance, but here may be initiatives which require greater planning. Through a dedicated strategy tailored to your target audience, our team can help you leverage a robust communications toolset to garner interest and participation.
Our strategic communications services include:
• Creating and executing strategic and
crisis communications plans
• Developing talking points
• Developing and distributing internal and
external surveys
• Developing and managing a dedicated
website
• Executing phone and email outreach
• Engaging stakeholders in focus groups
• Placing digital and print advertisements
• Writing and distributing public service
announcements
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On-Call Strategic Communications Advice, Media/Government Relations & Crisis Communications Having worked closely with City staff, Tripepi Smith understands the importance of timely, thoughtful guidance when sensitive or time-critical issues arise. There may be cases where Ojai needs advice on stakeholder outreach, communication efforts and public engagement initiatives. While the proposed project team can advise on such matters during regular check-in calls, there may be instances when a separate, longer discussion is needed.
Additionally, there may be instances when a serious, emergency issue arises, warranting collaboration among the proposed project team throughout the crisis management period and over our engagement.
This includes responding to emergencies through coordinated communications efforts with key external stakeholders. Tripepi Smith will remain available 24/7 to support you through such instances, typically kicking discussions off in a virtual meeting, collaborating in a living workspace and emailing, texting or calling with updates as progress happens.
Media Training
Tripepi Smith offers staff training in a range of communications areas, including social media, photography, general cablecast, PDF compression, virtual platforms, brand implementation and media training. These trainings are generally held virtually, but can also be conducted in-person, either way, the goal is to further autonomize your team and give them the necessary communication training specific to the experiences and environments likely encountered by Ojai. Your staff would coordinate outreach to appropriate staff about the session date(s). Our team handles everything else including project management, curriculum preparation, scenario development, custom training resource preparation, training facilitation and interview editing and distribution (if conducted).
Writing, Editorial Service, Thought Leadership
Our years of experience producing well-crafted language for clients have honed our thought leadership in streamlining the writing process. Tripepi Smith staff will remain available to proofread and copy edit staff content, whether press releases, website news articles or external-facing emails as needed. Copy editing will review spelling and grammar, as well as ensure consistency with Ojai’s Style Guide parameters.
Public Meeting Facilitation
Tripepi Smith can facilitate a comprehensive public engagement process to gather valuable feedback on your initiative. This process can include in-person workshops, targeted focus groups, and/or virtual workshops. These meetings will ensure you receive a well-rounded perspective from key stakeholders and diverse community voices. We partner with your staff to manage all aspects of the engagement process, including:
• Participant Recruitment: We will leverage staff recommendations, email lists and open calls to ensure a representative group.
• Coordination: We will identify suitable venues and dates for the meetings, develop agendas, create presentations and craft discussion questions.
• Facilitation: Our experienced team can lead productive discussions, though your legal counsel may advise it be City Staff. In such cases, we can work with City staff to prepare them for the meetings and provide backend logistical support.
• Analysis: We will analyze the feedback and provide a written report summarizing key insights. 359
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Expanding Reach with Livestreaming & Workshop Recordings Tripepi Smith can help expand engagement opportunities by livestreaming select workshops. This allows those unable to attend in person to participate virtually. We can also record the workshops for future reference. These recordings will be edited to include relevant slides and closed captions, ensuring accessibility for all viewers.
Ensuring Inclusive Engagement: Interpretation Services
Tripepi Smith can help secure interpretation services for the public engagement process. While we don’t provide spoken interpretation services directly, we partner with established subcontractors based on location and language needs. Often, agencies have preferred interpretation vendors. If you have one, we'd be happy to collaborate with them. If not, Tripepi Smith can source a qualified vendor and manage the billing process.
The cost of interpretation services varies depending on the format (live vs. virtual vs. written translation) and the scope of the project. To streamline costs and ensure interpreter availability, most cities mimic public hearing standards by offering interpretation services for common languages if requested at least 72 hours in advance of an event.
Tripepi Smith will incorporate clear language in all communication materials, informing participants about the availability of translation and interpretation services with proper notice. This strategy balances costeffectiveness while promoting inclusivity and participation from non-English speakers.
Virtual Meetings
Tripepi Smith can also facilitate or support logistics for virtual workshops to gather public feedback, extending the reach of your outreach efforts. Virtual meetings eliminate geographic barriers, allowing anyone with internet access to participate. Additionally, these sessions can be easily recorded and posted to your website for future reference. This makes them a valuable tool to supplement in-person events, increasing potential for greater community engagement. Tripepi Smith will handle all aspects of these workshops, including coordination, technical setup and facilitation.
Ensuring Inclusive Engagement: Interpretation Services for Zoom Should the City desire, Tripepi Smith can record virtual workshops in additional languages. Each language will require its own Zoom Room. We will staff each one to monitor the interpretation and save a recording. 360
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Stakeholder Roundtable
Tripepi Smith can schedule a meeting, up to two-hours, virtually, with designated community leaders and/or key stakeholders. This meeting will create a flexible platform to discuss the project’s overall outreach strategy, provide strategic insight and recommendations to the overall approach in an informal structure. A stakeholder roundtable can be useful in developing collaborative discussions with community groups such as the Ojai Chamber of Commerce, Ojai Valley Women’s Club and the Historic Preservation Commission.
Community Feedback
To gather valuable feedback from key stakeholders and diverse community voices, Tripepi Smith can create, distribute and provide analysis on Google Forms which can help guide the decision-making process on your initiatives. Thus, providing Ojai with another effective means for quickly and easily obtaining community input.
Website Support
Residents, businesses, vendors, investors and partners rely on public agency websites for key information and resources. Tripepi Smith has firsthand experience supporting Ojai’s website content needs and understands the internal capacity challenges that can arise.
Old information can linger too long. New information does not land on the website in a timely fashion.
Sometimes new features are rolled out from the website company, but your staff is not trained to implement the new features. Finally, keeping staff up to speed on how to use the website content management system takes a lot of time and for most of them, it is a low priority in their job.
Our team of content management specialists knows how to use the tools and technologies of common local government website platforms used today. Now you have a single partner to help you manage the website and support in-house staff in making sure your website is an up-to-date and effective tool for communicating with your stakeholders.
Digital Advertising
Digital advertising significantly scales the distribution variable of our axiom: Content x Distribution = Impact.
Once we’ve honed in on your message, we leverage a mix of digital ad placements to drive community awareness of and interest in our subject matter. Throughout a campaign, we typically track ad performance metrics to optimize placements.
Our outreach plans prioritize the “organic reach” that comes with distribution via existing agency platforms, such as newsletters, websites and social media channels. Generally, organic reach refers to the number of people who see a post without the use of paid promotion or advertising.
Only then do we layer on “paid reach” tactics, such as digital advertising, to target audiences. In most cases, we leverage geo-targeting (digital advertising based on geographic location) across YouTube, Meta (Facebook/Instagram), X (Twitter), Nextdoor and Google. The placements themselves typically consist of a combination of marketing copy, animated videos, social media posts and/or curated collateral. All placements link back to a cornerstone webpage or website where people can find more information and resources.
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Graphic Desing and Outreach Materials
During our time supporting the City, Tripepi Smith has developed a strong understanding of Ojai’s visual standards, audience expectations and accessibility requirements. Our team has also meet condensed timelines ensuring the City’s message reaches its audience at the right time. Our design services and project team will continue to build upon this foundation to produce materials like Budget Books, fact sheets, flyers and other outreach collateral in a visually compelling, on brand, easy to understand manner that is consistent with City style standards. We also offer in-house Spanish translation for design and outreach materials.
Our diverse design team, from seasoned creative directors to detail-oriented technicians, illustrators, color experts and data visualization specialists, ensures we can tackle projects of every scale. Moreover, we’ve honed an expertise in inspiring action among residents through daily collaboration with a wide range of public agencies. This translates to impactful visuals that grab attention, effectively communicate your message in a clear and engaging way and also inform the public. As public agency engagement specialists, accessibility is a cornerstone of every project that we undertake.
Our graphic design work spans:
• New logos, logo modernization, sub-logos,
branding (guidelines & templates),
campaigns
• Brochures, guides, newsletters, reports
• Animated visuals for social media, video
and web
• PDF, accessibility, ADA compliance
• PPT, presentations, meeting materials
• Stationery, business cards, templates
• Social media, web banners, email
• Infographics, financials, instructions
• Posters, banners, signage
• Conference materials, booths, swag
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Photography and Videography
With experience spanning a variety of multimedia projects, including videography, photography, drone, event coverage, event production or a combination thereof, Tripepi Smith’s talented in-house photographers understand the impact of photography of the City's iconic sites.
Photography
The adage, “a picture is worth a thousand words,” rings true, especially for local governments whose communications are most impactful when representing the communities in which they serve.
Our team contains experts in multiple format outputs, which ensures that your photos will be compatible across your distribution platforms.
We provide photography services for:
• Portraiture (Studio and environmental)
• Architecture
• Behind-the-Scenes
• Events (Ribbon cuttings, tree lightings, summer activities, concerts and more)
• Conferences & Networking Events
• Fine Arts Shows/Gatherings
• Graduation Events
• Groundbreaking Ceremonies
• Promotional
• Keynote/Presentation Speakers
• Stock Imagery (Including drone)
Videography
Our in-house animators, videographers, editors, drone operators and A/V technicians form our robust, inhouse video team, who share over a decade’s worth of experience producing video products for both public and private agencies. Our approach is grounded in reliability, technical excellence and a clear understanding of the agency's standards, facilities and public-facing responsibilities. Our team is highly skilled in every aspect of video production, from planning and shooting to editing and final delivery.
Photography and Videography sessions would be broken down into the following general three phases:
1. Pre-Production: Identifying key messages, goals, shot list, define interviews, questions and other important details.
2. Production: This is where we execute our work onsite at the locations identified in pre-production, capture any necessary audio, obtain interviews, capture b-roll and more.
3. Post-Production: This is where our work consists of editing photography or video footage, editing photos captured, clean up audio, balance color correction. We send a review file where you can provide feedback and edits.
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Our team can work closely with your staff to support a wide range of communication needs.
From State of the City, PSAs, community event recaps like the Libby Bowl Concert Series, Lavendar Festival and Ojai Day. We can also continue to produce short “Reel” videos for the City.
Drone Enhancements
Tripepi Smith provides complete drone services for public agencies that mitigate risk, shift liabilities and provide on-demand services for your drone needs. Our FAA-certified drone operators capture compelling video and photos that showcase sites, event magnitude and unique perspectives that can support key messages and be used on an array of communication tools.
Animated Video
Tripepi Smith has talented in-house animators who bring your ideas to life through short-form video storytelling.
Whether you need to inform stakeholders about a complex concept or promote an evergreen program that can be used for years to come, Tripepi Smith can be your partner in animated video creation. Our team is equipped to handle all aspects of the process, from providing creative direction to executing overall project management and everything in
between.
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PROJECT TEAM
Ojai’s dedicated project team will remain unchanged and consistent throughout the duration of our engagement. Director Alexis Gillam will provide strategic oversight and crisis communications support, rooted in her 12 years of providing city management, public engagement and strategic communications.
Alexis will serve as account manager, closely monitoring the quality and performance of work product and will serve as the primary liaison to City Staff. Business Analyst Kendall will serve as project manager, leading the day-to-day operations, managing deliverables, ensuring all work products align with City priorities, timelines and budget. Junior Business Analysts Ted Hwang and Nicole Weber will provide social media and content support to the project. Should any key personnel become unavailable during our engagement, Tripepi Smith will quickly substitute with other Tripepi Smith resources who have commensurate experience, knowledge and/or skill sets.
The core project team will have dedicated availability to support the engagement, including capacity to provide support under urgent notice and/or time constraints. Tripepi Smith is a collaborative firm with many skill sets available. Any Tripepi Smith staff member may be brought onto the engagement to help with our efforts.
Alexis Gillam
Director
Location: Boise, ID | Role: Account Manager
Alexis Gillam is an experienced local government leader with over 12 years of experience in City Management, public engagement and strategic communications. She has led major efforts in economic development, placemaking, legislative advocacy, and emergency response. While serving in Malibu, she directed crisis communications and supported recovery and rebuild efforts during the Broad, Franklin and Palisades Fires. She also led a multi-agency strategy to improve safety along Pacific Coast Highway including public education, special legislation and infrastructure. She guided the Malibu Community Lands Project, a citywide engagement initiative to determine future uses for over 60 acres of public land. In Imperial, she oversaw cross-departmental operations, led capital projects and secured state and federal funding to support community priorities. Alexis was recently recognized by Engaging Local Government Leaders (ELGL) as one of the Top 100 Local Government Influencers in the United States.
She earned her bachelor’s degree in business administration from Devry University while working fulltime and building a career in city management. After more than a decade on the city management track, Alexis made the intentional decision to shift her career to prioritize starting a family while continuing to serve the public good. Her new role with Tripepi Smith allows her to stay rooted in the work she believes in, supporting local governments, while creating space for a more balanced life. She is grateful that her passion for services allows her to live out her values, leading with purpose, guided by faith and creating opportunities for others to thrive.
Her clients include the City of Ojai, City of Rancho Palos Verdes, City of Rolling Hills, City of La Cañada Flintridge, City of Camarillo, Town of Yucca Valley and City of San Bernardino. 365
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Kendall Lowery
Business Analyst
Location: Los Angeles, CA | Role: Project Manager
Kendall Lowery is a capable analyst and communicator with a wide range of skills, including content strategy, writing and website management. With a bachelor’s degree in economics and writing & rhetoric from Scripps College, Kendall is passionate about crafting concise, informative and accessible communication. She has honed her skills at organizations ranging from the Long Beach Post to online grocer Thrive Market, and has become a thorough researcher, a keen editor and a skillful webpage developer.
Kendall is a certified Hootsuite Social Marketing Professional and Public Entity Claims Professional.
Her clients include the City of Ojai, Clean Energy Alliance and the California JPIA.
Ted Hwang
Junior Business Analyst
Location: Santa Clarita, CA | Role: Content Development and Project Support Ted Hwang is an adaptable and detail-oriented individual with a background in marketing and business development. He graduated from Pomona College with a Bachelor of Arts in Economics and gained experience in digital design, writing and project management with the Claremont Marketing Group, primarily working with tech startup clients. His experience also includes customer outreach and support for a Los Angeles real estate tech startup.
Ted is certified in Hootsuite Social Marketing. His client work includes the Clean Energy Alliance, San Gabriel Valley City Managers Association, the City of Ojai, Patterson Irrigation District and MCE.
Nicole Weber
Junior Business Analyst
Location: Huntington Beach, CA | Role: Content Development and Project Support Nicole is a problem-solver and creative strategist with a passion for data-driven storytelling. She recently graduated from the University of California, Berkeley, earning a degree in sociology along with a Graduate Certificate in Business and Entrepreneurship. On campus, Nicole was a writing tutor and a five-year varsity member of the rowing team. At Tripepi Smith, she leverages her collaborative mindset, technological skills and sociological insight to positively impact clients and communities. Her experience with media, website development and analytics, combined with her academic training, allows her to craft accessible and curated content across platforms for clients.
Nicole’s clients include the City of Paramount, City of Ojai, City of Salinas, City of Calabasas, City of Renton and City of Berkeley.
Please see the Appendix for full resumes of key personnel and Organizational Chart. You can learn more about our individual backgrounds and qualifications at www.TripepiSmith.com/Our-Team.
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SAMPLES OF WORK
Social Media Graphics
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City of Tracy: Economic Development Social Graphics
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City of Tracy: Economic Development Social Graphics
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City of Tracy: Economic Development Social Graphics
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Print Publication with Graphic Desing and Written Content Creation 371
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Graphic Design: Banners
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Metrics Report
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Stock Photography
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Videography
Event Videos
Tripepi Smith often attends special events to capture video footage and b-roll for recap videos, reels and future promotional videos. Our videographers can produce videos in both horizontal and vertical orientations. Watch our vertical video showcase here.
City of Palmdale Kaleidoscope Reel
City of Palmdale National Night Out Recap
City of Palmdale State of the City
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Animated Videos
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REFERENCES
Town of Atherton
2022 to Present Contact:
Anthony Suber, Deputy City Manager/City Clerk
650-752-0529
[email protected]
80 Fair Oaks Lane, Atherton, CA 94027
City of La Cañada Flintridge
2014 to Present Contact:
Arabo Parseghian, Director of Administrative Services
818-823-1897
[email protected]
One Civic Center Drive, La Cañada Flintridge, CA 91011
City of Indian Wells
2018 to Present Contact:
Micaela Wilkey, Management Analyst
760-346-2489
[email protected]
44-950 El Dorado Drive, Indian Wells, CA 92210
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APPENDIX: RESUMES
ALEXIS GILLAM
TRIPEPI SMITH – DIRECTOR 08/04 – PRESENT
Provide strategic counsel to public agency clients in communications, community engagement and crisis response
Engage with local government leaders and industry partners ensuring high-quality deliverables, responsive service and long-term relationship growth
Develop and implement tailored outreach and communication strategies that align with client goals and community needs
Support internal team development through mentorship and knowledge sharing, fostering collaboration and continuous improvement
CITY OF MALIBU – ACTING ASSISTANT CITY MANAGER/ DEPUTY CITY MANAGER 07/23-04/25 • Served as Acting City Manager and led crisis communications, recovery planning, and crossdepartmental collaboration during Franklin and Palisades Fire • Led a multi-faceted strategy to improve safety along Pacific Coast Highway, including special legislation for speed cameras, public education campaigns, and infrastructure enhancements • Managed governmental affairs and interagency relationships to align City priorities with regional, state and federal legislation and funding priorities
• Directed community-driven land use planning for over 60 acres and managed capital projects that reflected public priorities
• Collaborated with Deputy City Attorney and key stakeholders on Malibu’s school district separation strategy, supporting legal negotiations, revenue sharing and joint powers agreements CITY OF IMPERIAL – ASSISTANT CITY MANAGER 06/13 – 07/23 Directed City’s media strategy, launched a new website and app, and expanded “Market Days” to celebrate local culture and place-making initiatives
Provided strategic leadership across eight departments and divisions in close collaboration with department directors, modernizing the budget system and launching a mentorship program to develop early career supervisors and strengthen employee retention
Led the revitalization of downtown through the City’s first mixed-use housing developments and spearheaded a 22-acre project that brought the first hotel, commercial space and created over 300 jobs Managed the City’s emergency response for COVID-19, implementing emergency policies, creating a childcare health plan for essential workers and supporting business recovery Oversaw governmental affairs and cultivated strong relationships with regional, state and federal agencies, securing federal funding over multiple fiscal years to advance city priorities
EDUCATION
DEVRY UNIVERSITY – CHICAGO, ILLINOIS
Bachelor of Science in Business Administration | Focus in Human Resources
CERTIFICATIONS
Incident Command System/National Incident Management System 100/200/300 U.S. Department of Homeland Security – FEMA MGT318 “All Hazards” Crisis Communications 397
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KENDALL LOWERY
TRIPEPI SMITH – BUSINESS ANALYST 02/25 – PRESENT
Collaborate with internal and external stakeholders to develop creative and data-driven media strategies for up to 17 clients in the government, higher education, energy and legal industries Utilize Meltwater and Sprout Social performance metrics analysis to make account-specific recommendations to high-level stakeholders and produce up to press releases, social posts, features and newsletters weekly Edit and publish content on websites for over two dozen clients, managing tasks ranging from webpage design and article formatting to troubleshooting technical difficulties TRIPEPI SMITH – JUNIOR BUSINESS ANALYST 01/23 – 01/25
FREELANCE WRITER 01/22 – 12/22
Researched and wrote blog posts and additional web content for clients in the food industry, resulting in an average of 15% YOY SEO improvements
Drove content through the production process, including pitching, research, fact-checking, copy-editing, SEO integration, organizing creative assets and publishing
THE SCRIPPS VOICE – EDITOR-IN-CHIEF 09/20 – 05/22
Led a team of approximately 40 students to produce, edit and assemble the bi-monthly paper Coordinated weekly check-ins and journalistic writing workshops SCRIPPS COLLEGE CAREER PLANNING & RESOURCES (CP&R) –
MARKETING INTERN 08/19 – 05/22
Utilized sharp writing style and meticulous editing skills to compose professional and accessible copy about CP&R services and programs for social media posts, flyers and the weekly Career Courier email newsletter GREEN AMERICA – EDITORIAL INTERN 05/21 – 08/21
Delved into comprehensive story research, conducted interviews with green economy experts and wrote accessible articles on topics ranging from food justice to cryptocurrency emissions THRIVE MARKET – CONTENT CONTRIBUTOR 06/20 – 12/20
Wrote up to three weekly blog posts, driving over 15,500 page views and roughly 1,000 order conversions Organized over 100 recipes from influencer partners and previous blog posts to craft over 50 dish descriptions
EDUCATION
SCRIPPS COLLEGE – CLAREMONT, CA
Dual Major: Bachelor of Arts in Writing & Rhetoric and Economics
CERTIFICATIONS
Public Entity Claims Professional ..............................................................02/24 Hootsuite Social Marketing ........................................................................01/23 Sprout Social..............................................................................................01/23
SOFTWARE
Canva
Google Suite
Hootsuite
Microsoft Office Suite
Squarespace
WordPress, CivicPlus,
Granicus
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TED HWANG
TRIPEPI SMITH – JUNIOR BUSINESS ANALYST 07/24 – PRESENT Manage internal marketing efforts, including managing social media, creating and publishing news releases and e-newsletters, coordinating conference and networking event plans, overseeing partner relations and more
Write articles and press releases for local government agencies and private clients CLAREMONT MARKETING GROUP – ACCOUNT MANAGER 12/23 – 05/24 Formed and maintained relationship with sales performance software startup DataBased; scheduled and led weekly meetings with client
Led team of four marketing associates and oversaw all client teamwork, ensuring that deadlines and quality standards were being met
Led strategy and production of Facebook advertisements, and established a scalable funnel for quality customer outreach, converting 14% of leads, an increase from 2% RAINTREE PARTNERS CAPITAL – WINTER PRIVATE EQUITY
ASSOCIATE INTERN 10/23 – 02/24
Utilized knowledge in financial modeling to build three due diligence CIM evaluations and create 14 investment theses for industries to be reviewed by managing partners Researched more than 100 private equity search acquisition target sectors by building value chain maps, containing over nodes in the environmental services industry Interviewed and managed a team of two interns and set and achieved goals of collectively producing 40 industry pitch decks
APERTURE RESEARCH – BUSINESS DEVELOPMENT INTERN 05/23 – 08/23 Identified and secured four strategic client partnerships for crypto market-making service Developed and led new customer outreach strategy upon pivoting to real estate software, sourcing and securing one early-stage client in the Los Angeles area Received customer feedback and eliminated pain points to build competitive advantages Leveraged knowledge in Python to engineer an AI platform to assign risk scores to potential tenants and identify fraudulent leasing applications
EDUCATION
POMONA COLLEGE – CLAREMONT, CA
Bachelor of Arts in Economics
CERTIFICATIONS
Hootsuite Social Marketing ........................................................................07/24 Sprout Social..............................................................................................07/24
SOFTWARE
Canva Microsoft Office Suite
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NICOLE WEBER
TRIPEPI SMITH – JUNIOR BUSINESS ANALYST 01/25 – PRESENT Conduct market research to provide client insights
Manage social media and respond to public questions
Write stories and press releases for the firm’s website and city clients TRADER JOE’S – CREWMEMBER 08/24 – 12/24
Delivered exceptional customer service while maintaining product knowledge Collaborated with team members to optimize store operations Participated in ongoing leadership training and skill development programs TAMARACK INVESTMENT PARTNERS- STRATEGY INVESTMENT INTERN 05/24– 08/24 Conducted comprehensive market research and analysis on investment opportunities Developed and implemented a social media marketing plan Monitored and managed social media platforms to enhance brand visibility NEWPORT SEA BASE ROWING CLUB- ASSISTANT COACH 07/23 – 01/24 Developed training programs and provided technical guidance Supported athletes in achieving competitive performance goals Advised athletes on college recruitment and academic development NORDSTROM SOUTH COAST PLAZA- MEN’S SUITS SALES ASSISTANT 06/22 – 08/22 Managed client scheduling, fittings, sales and custom orders Assisted in relocating physical inventory data to digital monitoring technology
EDUCATION
UNIVERSITY OF CALIFORNIA, BERKELEY – BERKELEY, CA
Bachelor of Arts in Sociology | Graduate Certificate in Business and Entrepreneurship o 5-year varsity rowing team member
CERTIFICATIONS
Hootsuite Social Marketing ........................................................................01/25 Sprout Social..............................................................................................01/25
SOFTWARE
Microsoft Office Suite
Google Suite
Hootsuite Canva
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COMMUNICATION AND SOCIAL
MEDIA SERVICES
City of Ojai
Request for Proposals – Cost File
May 31, 2026
By: Ryder Todd Smith
Co-founder & Principal
Tripepi Smith & Associates
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COST PROPOSAL
The City of Ojai has requested a fixed set of deliverables and an array of potential add-on services. As a result, we have broken down the cost proposal into a combination of Retainer and Time & Materials elements. Each element offering a unique set off benefits:
• Retainer: Sustains outreach momentum by ensuring a set of recurring deliverables at a set monthly cost, usually for a period of at least 12 months. We have highlighted some key recommendations to the retainer structure which are not currently within the existing retainer. • Time & Materials: Allows flexibility to “ramp up” or “ramp down” efforts according to budget and priorities.
Tripepi Smith is prepared to deliver on each element in our proposal at the following costs. recommends carrying out services following a combination
Retainer Services
Service/Deliverable Scope
Outgoing Project Management &
Strategy Discussion
Conduct weekly, 60- minute check-in calls, provide check-in call recap outlining action items and deadlines, advise on outreach and strategy Social Media Management Create and publish social media post content, social media graphic design included, up to 5 unique posts per weeks on three platforms: Facebook, Instagram and Nextdoor. Recommend reducing the quantity of social media posts to a monthly average of 18 posts and supplement with the development of two “reel” videos to be distributed on social platforms Press Release, Media Advisory,
Public Statement
Recommend adding to the existing retainer: 1 press release, media advisory or public statement up to 750 words per month. Includes research, drafting and distributing.
Quarterly Newsletter Production Editorial calendar planning, content writing, graphic design and print management services for a quarterly print newsletter, six pages (8.5x11" trifold) per year including an ADA-compliant digital version for each newsletter Monthly Metric Reports Produce one monthly report on key performance metrics for external communication channels: social media, etc.
Trimester Strategy Meetings Conduct three annual virtual strategy meetings (approximately every four months) with department heads, reviewing communications performance, discussing strategy and otherwise fostering a culture of communications collaborators
Monthly Retainer Total $8,890
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Time & Materials Services
Service/Deliverable Scope Estimate
Website Content Management Ongoing content updates to the City website. Excludes content creation, website layout, page or structural
changes.
Range based upon
needs: $710 -
$2,000+
Stock Video Shoot One videographer for a full-day (8 hours) onsite.
Includes pre-production, production and postproduction, review, final file delivery and travel costs. $5,400
Stock Photo Shoot One photographer for a full-day (8 hours) onsite photo shoot, post shoot image processing, review and final
delivery.
$4,300
Digital Ads Creation and posting of up to 6 digital ads. Excludes advertising fees.
$1,250
Graphic Design
(excludes print and mailing fees)
Flyer
Brochure
Banner
Postcard/Door Hanger
Infographics
$1,700
$1,750
$1,560
$1,050
$890
Social Media Ad Campaign Planning and facilitation of a one-time social media ad campaign. Includes creation and posting of up to 10
social media posts and ad metrics. Excludes digital
advertising fees.
$3,400
On-Call Strategic & Crisis
Communications Advice
Includes 1 hour strategy meeting with a Director and
Business Analyst followed by a detailed action item list for both the City and Tripepi Smith.
$640
Media Training Up to 2-hour virtual training session for 1-2 City staff or key stakeholders on best practices for Social Media,
Photography/Videography, Story Development etc.
$2,905
Community Workshop/Town Hall Planning and facilitation of up to one virtual town hall or community workshop. Includes creation of PPT deck
and pre-event coordination meeting with the City.
$5,030
Google Form Survey Creation and virtual distribution of outreach surveys.
Includes summary findings.
$1,180
Should the City of Ojai determine Tripepi Smith is the most qualified and responsive vendor, but has a budget number that it must hit, then Tripepi Smith remains open to collaborating to narrow the scope engagement or refine our understanding of the scope needs and will modify our pricing accordingly.
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As-Needed Services
Tripepi Smith will apply the following standard hourly rates and related fees for any authorized as-needed (Time & Materials) work. Such work must be clearly authorized in writing before proceeding. 2026-27 Hourly Rates Standard Reduced Retainer
Principal $380 $315
Director $265 $225
Art/Creative Director $265 $225
Senior Business Analyst $205 $180
Business Analyst $150 $125
Junior Business Analyst $115 $100
Senior Videographer/Animator $205 $175
Senior Photographer $175 $150
Videographer/Photographer $140 $120
Junior Videographer/Photographer $115 $100
Senior Graphic Designer $195 $165
Graphic Designer $140 $120
Junior Graphic Designer $115 $100
Web Developer $210 $185
Junior Web Developer $115 $100
Drone Operator $205 $180
Council Chamber A/V Operator $115 $100
Invoicing & Payment Terms
At Tripepi Smith, we bill on either a Retainer, Fixed Fee or Time & Materials basis, with each billing type following its own payment schedule. Regardless, terms are Net 30 days. • Fixed Fee work is billed upon defined milestones.
• Time & Materials work is billed in 15-minute increments (i.e. 4.0, 1.25, 6.5 or 0.75 hours) at the end of the month in which work is done.
• Retainer work is billed on the 15th of each month.
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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 $7,500 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.
Equipment Costs
Tripepi Smith offers some services that require equipment, such as drone operations and video production.
As such, in those cases, the following rates apply:
Half Day (Under 4 Hours) Full Day (4+ Hours)
Video $450 $650
Drone $550 – Flat Fee
Please note that A/V equipment fees are based on the amount and type of equipment required, with pricing tailored to the specifics of each event.
Music and Video Licensing
Sometimes, the client will want Tripepi Smith to apply music or use stock imagery/video while producing video. In these cases, we will need to apply licensing fees of approximately $100 per song and $200 if we use stock video imagery. This will provide a license for the use of the music and video footage to Tripepi Smith and its clients.
Meltwater Fee
Tripepi Smith offers a standard Meltwater package at a flat rate of $545 per month. This package includes a newsletter digest (of any frequency), up to three queries, and a monthly dashboard. Custom Meltwater solutions are also available upon request.
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Website Hosting Fees
If website hosting services are required, Tripepi Smith will charge a $630 website hosting fee and a $30 Domain Registration and DNS service fee, unless otherwise specified in this proposal. Fees will be billed upon commencement of hosting services, and annually thereafter. Please note the website hosting package is limited to 10 Gigabytes of total storage. Additional storage for the site is available for a fee of $1.70 per gig per month of 10 Gigabytes of storage.
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.
Partner Access
Tripepi Smith has access to entities that may be relevant to our engagement. These partnerships allow Tripepi Smith to offer clients extra media reach or additional services at partner pricing.
Local Information Network of Knowledge (LINK): www.LocalInfoNetwork.com – A community forum for local government professionals in California to discover and share resources, policies, sample work products, best practices and more.
PublicCEO: www.PublicCEO.com – Digital news about public affairs, reaching over 17,500 California government executives through a daily podcast, job board, video podcast and more.
Civic Business Journal: www.CivicBusinessJournal.com – Digital interest stories on the people, companies and solutions that make local government in California more effective.
FlashVote: www.FlashVote.com – Statistically valid surveying that helps leaders make decisions. • Disclaimer: Tripepi Smith President Ryder Todd Smith is an investor in FlashVote.
Tripepi Smith Talent Solutions: www.TSTalentSolutions.com – A multifaceted recruitment consultancy service, combining local government access with communications to advance talent quests and build culture warriors.
Meltwater: www.TripepiSmith.com/Media-Intelligence – An enterprise-class, comprehensive media monitoring solution that is best combined with Tripepi Smith’s analytics team. 406
As a government agency, the City of Ojai is subject to the California Public Records Act (Government Code § 6250 et seq.). Please be advised that all communications submitted to City oicials and sta are subject to public disclosure under the California Public Records Act. There are limited exceptions that allow the City to redact personal information under the California Public Records Act. If you have concerns regarding privacy, please do not include your personal identifying information, such as your name, e-mail, phone number, and home address in your correspondence to the City, including, but not limited to, public comment.
TO: Honorable City Council
FROM: Weston Montgomery, Chief Deputy City Clerk
MEETING DATE: June 9, 2026
SUBJECT: Written Public Comments
The attached public comments were submitted to the City Clerk prior to 3:00 p.m. the date before the meeting (referenced above) and are being posted to the City’s website for public access.
Posted: June 8, 2026
PUBLIC COMMENT FOR CITY COUNCIL MEETINGS
Written/emailed public comments must be submitted no later than 3:00 p.m. on the day before the meeting.
The City encourages public participation. Members of the public who wish to make public comments may do so in person at the meeting, comment live via telewebinar software, or submit written public comments in advance of the meeting. Written public comment emails should be sent to [email protected].
Communications to the City Council are public records and will become part of the City’s electronic records, which are accessible through the City’s website. Please note: e-mail addresses, names, addresses, and other contact information are not required, but if included in any communication to the City Council, will become part of the public record. If you do not want your e-mail address or any other contact information to be made public, you may deliver communications to the City Clerk’s Office at 401 S Ventura St, Ojai Ca, 93023, or you may email the comment as an attached PDF to the email and request in the email to only include the attachment. If you do not want your contact information included in the public record, please do not include that information in your communication.
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To the Honorable Mayor and Members of the Ojai City Council Re: Improper Application of CEQA Categorical Exemption and Failure to Conduct Required Environmental Review for Alterations to a State-Listed Historic Resource I am submitting this statement regarding the City’s approval of a project involving the installation of a walk-in freezer, large electrical equipment, fencing, ductwork, and related commercial infrastructure on the public Arcade Plaza adjacent to a contributing structure in the Downtown Ojai Historic District, a district listed on the California Register of Historical Resources. It is my belief that the Council is being asked to approve this project in violation of CEQA (California Environmental Quality Act).
The City staff’s determination that this project qualifies for a CEQA categorical exemptions is legally and factually incorrect. The project is a discretionary action affecting a historic resource and therefore requires environmental review under the California Environmental Quality Act (“CEQA”). Categorical exemptions are not relevant for historic resources, as shown in this document.
The City Planner stated during the Planning Commission hearing that:
“There has been no material information presented that justifies an environmental study….” However, the City’s own presentation established facts that not only justify review, but trigger CEQA review under the “fair argument” standard.
1. The City’s Own Findings Demonstrate Potential Impacts to a Historic Resource
Here is the slide on CEQA that was part of staff’s overview of the project at the Planning Commission meeting, May 20th, 2026:
From Craig Walker - Historic Preservation Commissioner
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The Planning Department’s presentation (above) acknowledges:
The project is located within a State-listed historic district. The brick façade of the structure is a character-defining feature of the Downtown Ojai Historic District.
The proposed freezer, electrical panel, fencing, and associated improvements would visibly alter the façade and visual setting of the building.
These findings alone provide substantial evidence supporting a fair argument that the project could cause a significant impact to a historic resource. Under CEQA, that is well above the threshold to require environmental review.
The listing of 3 CEQA categorical exemptions and the assertion that the alterations and additions are not significant because they are potentially reversible are not a factual part of CEQA or its guidelines. Presenting them misrepresents the law--to the Planning Commission, the Council and the public. This will be discussed further below.
NOTE: CEQA does not require proof of actual harm before review occurs. It only requires substantial (factual) evidence supporting a fair argument that a project may have a significant effect on the environment, including historical resources. This the city has done, as has the HPC and the Planning Commission.
2. The City Incorrectly Treated the Project as Categorically Exempt The Planning Director asserted that because categorical exemptions existed, no CEQA Initial Study was required. That interpretation directly conflicts with CEQA.
Categorical exemptions do not apply when a project may impact a historic resource. CEQA Guidelines §15300.2 expressly provides exceptions to categorical exemptions where:
A project may impact a historical resource;
Unusual circumstances exist, such as a sensitive area; Cumulative impacts may occur; or
Significant environmental effects are possible.
Once there is any evidence that a historic resource could be impaired, the exception applies and the City must conduct environmental review regardless of any potential exemptions.
The City appears to have reversed the required CEQA process by first applying exemptions and refusing to investigate possible impacts any further. CEQA requires the opposite approach. If a project may affect a historic resource, the agency must study the impacts before determining whether an exemption can be applied.
3. The Project Is Discretionary — Not Ministerial
The City initially approved the project as a ministerial action. That was incorrect. 409
The project involves discretionary approval through a Conditional Use Permit and includes permanent installations attached to a historic commercial property and its associated plaza setting. The City exercised judgment and discretion regarding placement, design, screening, fencing, and operational use.
Because the project is discretionary, CEQA review is mandatory.
The City cannot avoid CEQA obligations by incorrectly characterizing discretionary approvals as ministerial. Nor can they “fix” their error by improperly exempting the project from CEQA.
4. CEQA Protects Historic Settings and Indirect Impacts — Not Just Demolition or Alterations of the building itself.
The City further asserted in the above slide that the proposed alterations are “temporary and reversible,” and therefore not significant.
That assertion has no basis in CEQA law.
Historic impacts under CEQA are not limited to demolition or direct destruction of historic fabric. Courts and preservation guidance recognize that indirect impacts may materially impair a historic resource, including:
Obstruction of character-defining views;
Introduction of incompatible utilities and structures; Alteration of scale and spatial relationships;
Visual degradation of a historic setting;
Encroachment on historic open space; and
Physical additions incompatible with the resource’s historic character.
As noted in Los Angeles historic preservation guidance:
“When assessing material impairment, agencies cannot solely look at direct destruction. The analysis must also cover indirect impacts … introducing new, incompatible architectural elements and scale in the immediate vicinity … that would physically degrade the integrity or setting of the historic building.”
The proposed eight-foot fencing, mechanical equipment, electrical infrastructure, ductwork, and freezer installation materially alter the visual environment of the historic Arcade Plaza and obstruct significant character-defining features of the contributing building.
These are classic CEQA historic resource concerns.
5. “Reversible” Does Not Mean CEQA-Compliant
The Planning Department argued that the additions are reversible and therefore insignificant. 410
That is not the law.
The Secretary of the Interior’s Standards do permit certain reversible alterations, but only when they are also compatible, appropriate, and non-destructive to the historic resource and its setting.
An incompatible addition does not become lawful merely because it could someday be removed.
In this case, there is no agreement that the violations will ever be removed; in fact they will be enshrined in the deed by the CUP.
The Secretary of the Interior’s Standards and CEQA
The Standards which are used to determine if a project will have a significant impact on a historic property are the Secretary of the Interior’s Standards. If any one of the Standards is not met, the project could have a significant impact and needs to be studied and reviewed. The proposed installations fail multiple Secretary of the Interior’s Standards, including:
Standard 1
Historic properties should require minimal change to defining characteristics.
The project substantially alters the defining characteristics of the historic building and plaza environment.
Standard 2
Historic character shall be retained and preserved.
The project obstructs historic façades, alters the open plaza setting, and converts a public historic space into a service-oriented commercial utility area.
Standard 5
Distinctive historic features shall be preserved.
The project visually impacts the brick façade, windows, roofline, interior mural, and the spatial openness of the setting—the Arcade Plaza.
Standard 9
New additions shall be compatible with the massing, scale, and historic integrity of the property and environment.
Large commercial appliances, fencing, ductwork, and utility infrastructure are incompatible with the historic district and the plaza setting.
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Standard 10
New work must be removable without impairing integrity.
This standard does not override Standards 1 through 9. Reversibility alone does not establish compatibility or legal compliance. It certainly does not exempt the alterations from CEQA.
6. No Historic Analysis Has Been Conducted
Despite the City’s assertions, there has been:
No Initial Study;
No analysis under the Secretary of the Interior’s Standards; No Historic Resource Assessment;
No evaluation of cumulative impacts;
No study of the Arcade Plaza as a contributing historic setting; No expert review of visual or contextual impacts.
The City has instead relied entirely on unsupported conclusions from staff. Both the Planning Commission and the Historic Preservation Commission agree that the project degrades the environment so carefully preserved around Ojai’s most historic buildings.
CEQA requires substantial evidence, not assumptions. Substantial evidence does not include conjecture or opinions.
7. Substantial Evidence Supporting Review Already Exists Substantial evidence supporting environmental review already exists in the record, including:
The City’s own admissions regarding the historic nature of the property; Public testimony from dozens of residents;
Historic documentation prepared by the State of California; Reports and analysis submitted by local historian Craig Walker; The visible and physical nature of the proposed installations themselves.
Returning to the slide presented by staff at the May 20 Planning Commission meeting:
The only things not correct on the slide are: 1. There are three categorical exemptions for the project. In fact, there are none because the historic exception applies, 2. “Temporary and Reversible” is not an exemption from CEQA review, or render the impacts insignificant, and 3.
CEQA evaluation is only required for direct impacts to the building itself. Indirect impacts to the setting and environment are just as much a part of CEQA historical review. 412
8. CEQA Exists to Inform the Public Before Decisions Are Made CEQA’s purpose is not to stop projects. Its purpose is to ensure that decision-makers and the public understand environmental impacts before approvals are finalized.
The City’s refusal to conduct even the most basic environmental review undermines public transparency, weakens historic preservation protections, and violates mandatory State law.
The City Council cannot cure earlier procedural errors by continuing to disregard CEQA requirements.
If mistakes were made in processing this project, the lawful remedy is compliance with CEQA — not further avoidance of review.
Requested Action
I respectfully request that the City Council:
1. Rescind the improper categorical exemption determination;
2. Acknowledge that the project is discretionary and subject to CEQA. Stop piecemealing various sub-projects to avoid reviewing the project as a while;
3. Acknowledge the planning department’s misrepresentations of the facts and the law: 1.
The proposed alterations are “temporary” and “reversible” (not proven); because of that, they are insignificant and don’t require further study (not the law); 2. The existence of potential categorical exemptions eliminates the need for an Initial Study or any other study to determine if a historic resource will be impacted by the project (the opposite is true).
4. Require preparation of an Initial Study evaluating impacts to historic resources;
5. Refer the matter to an independent, qualified historic preservation professional and the Historic Preservation Commission since current staff have the appearance of a conflict of interest.
6. Ensure full public factual review before any final approvals proceed.
Ojai has long valued its historic character and environmental stewardship. Compliance with CEQA is not merely a procedural obligation — it is essential to preserving the integrity, identity, and historic resources of the community for future generations. 413
1 Weston Montgomery
From: Debby Swetek <[email protected]>
Sent: Saturday, June 6, 2026 1:06 PM
To: City Clerk
Subject: Appeal on Planning Commission Denial
Mayor and Council Members,
Thank you for your service.
You should be standing in support of our Planning Commissions 5-0 vote on removing the hideous looking and noisy freezer that covers our historic Arcade building.
We all know that “someone” made an error by not checking with the HPC, Planning Commission nor the council before giving the OK for any permits.
WHY IS Gilman putting this on the agenda? 뇤뉳뉴뉵뉶뉬뉷뉸 WHY should the council appeal this and not the applicant?밷밳밸밹밴밵밶밺밻 Our Planning Commission turned down 5-0 vote not to approve the outdoor freezer behind the The Arcade at old Monte Grappa. WHAT IS THE POINT OF OUR PLANNING COMISSION? It’s noisy, covers up historic building and is against city codes. But Gilman is catering to $$$$$$$$$. This is wrong!!
No more directors exemption, and no City Manager produced directions for economic reasons...We have a process that no one gets to go around the rules and codes.
This is more wasted time. The answer is remove that non permitted freezer . The applicant has options.
Move it behind his Pub. Stand with our Planning Commissions team and stop catering to money!! If there is law suit? So be it… Money well spent protecting Historical Property. Better spent than the other law’s suits pending!!
Sincerely,
Debby Russell-Swetek
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1 Weston Montgomery
From: Bill <[email protected]>
Sent: Monday, June 8, 2026 5:41 AM
To: Weston Montgomery
Subject: Council meeting 6/9/26
6/8/26
To:Ojai City Council
From: Bill Miley
Subject: Council meeting 6/9/26 multiple agenda items
Hello.
1. Agenda item 8…draft budget for 2026/7
I participated in the recent Finance Committee meeting. I understand the budget and its reserves. I support this proposal.
2. Agenda item 11…Planning Department request for appeal. Weird! (After i wrote this i reread the Administrative Memo and noticed the Mayor had requested this be agendized) I am very confused by this administrative write-up. It goes against all I know about the Appeals Process. It also lacks key information on what the Planning Commissioners listed as their reasons for denying the permits. It did not even include their conclusion and their vote. So, what is going on here.
There is no applicant appealing this denial as I read this report.
Since there is no statement by the mayor reasoning why he did this… only guesses are available.
Like…He is advocating for the applicant? He wants the refrigerator there? What are his reasons? He should have spoken as a citizen at the Planning Commission meeting.
Asking the council whether they agree with the planning commissioners should only be the applicant’s legal or administrative right.
This administrative report is very weak in logic, lack of facts, inappropriate in protocol and confusing “as hell”. Unless the applicant appeals, i see no reason for this to be on the agenda. Both the Historical Preservation Commission and Planning Commission questioned its elements, wanted more study and Planning said no. No City staff member or elected official should have authority to override city commissions. Has hubris seeped in here?
3. Agenda item 14… Media services contract…proposed with Tripepi Smith I have lobbied over the last year for the city council to produce an Annual Report of the City of Ojai for the benefit of our residents. A video production or series of such would be good. This proposed contract would start the process. I have looked at the samples included showing several “State of the City” films. Exactly what i believe our city needs. This company, which I supported before looks great.
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1 Weston Montgomery
From: Leslie Hess <[email protected]>
Sent: Monday, June 8, 2026 10:59 AM
To: City Clerk
Subject: Item 11: Farm to Table Restaurant Freezer
Dear Mayor Gillman, and City Council Members:
Thank you for serving the city. The Ojai community appreciates your diligence in protecting Ojai.
Please do not agree to challenge the planning commission’s decision not to allow an 8’ x 7’ walk-in freezer on our historic building. Additionally, a boarded-over window, a large cylinder stored on the brick wall, and a gigantic seating area, out of proportion with the back of the arcade, are not acceptable.
In addition to ruining an historic building, this is public space and monetizing it for personal gain is wrong.
There is a technical aspect of this agenda item that I do not understand. Were I to want to appeal a planning commission decision, could I forego the fee, speak to Mayor Gilman and Mr. Harvey, and have it put on the agenda so that the city can appeal the proposed project for me? That would be much easier (for me).
There are two options proposed on the staff report: do nothing, or provide alternative direction to staff. There must be another option to stop another appeal from the business owner on this inappropriate and insulting project.
Also, I could not find the public comments from the HPC meeting. I looked through the agenda and could not find where they were stashed. It would be nice if the city council had access to written comments from previous meetings.
Thank you,
Leslie Hess
Ojai
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1 Weston Montgomery
From: Chelsea Sutula <[email protected]>
Sent: Monday, June 8, 2026 1:32 PM
To: City Clerk
Subject: Agenda item 8 - comments on budget
Greetings Mayor and Council,
At the last city council meeting I requested a broadening of the exemption on Ojai's 3% gross receipts tax for medical cannabis consumers, in light of the federal government's decades-overdue recognition of the medical uses of cannabis.
After watching the budget and finance committee meeting from June 2 and hearing the discussion about how the city is approaching the GANN appropriations limit, I'm requesting a total rollback of this tax altogether, which Council has the power to do anytime.
As your own budget reflects, the $175,000 coming from this cannabis gross receipts tax annually is quite small relative to Ojai's overall revenue picture. It's a drop in the bucket for Ojai.
However, as a small business still struggling with extreme over-taxation at the federal level, this tax represents over $6000 a month I could invest in my company, my staff, my city.
Please consider how much money this struggling industry has already added to the city's reserves, the headroom you need to stay under the GANN appropriations limit, and vote to rollback this discriminatory sin tax! Thank you for your consideration,
Chelsea Sutula
Owner/CEO
(she/her)
(805) 766-1522
[email protected]
sespe.org
408 Bryant Circle, Unit C
Ojai CA, 93023
Our Grass is Greener C10-0000028-LIC
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