CITY OF OROVILLE
STAFF REPORT
TO: OROVILLE CITY COUNCIL
FROM: DAWN NEVERS, ASST. COMMUNITY DVELOPMENT DIRECTOR
RE: CONSIDER AND APPROVE A JOB DESCRIPTION FOR AN
ENGINEERING INTERN AND AUTHORIZE HIRING FOR THE POSITION DATE: APRIL 19, 2022
SUMMARY
The City Council will consider and adopt a job description for an Engineering Intern and authorize staff to hire for the position.
DISCUSSION
The City Council will consider the adoption of the attached Engineering Intern job description and authorize staff to hire for the position.
The engineering staff would like to hire an engineering intern to help with the processing of engineering activities to include supporting the front counter in reviewing permit applications, drafting standard permit letters, archiving engineering documents, etc. The intern would work approximately 24 hours per week and earn $20/hr. in addition to enrolling the position in PERS.
FISCAL IMPACT
Not to exceed $26,880.00. Appropriations are budgeted in the Engineering Department Fund 2901-5110, total available $30,000.00.
RECOMMENDATION
Approve the attached job descriptions for Engineering Intern and authorize staff to hire for the position.
ATTACHMENTS
Engineering Intern Job Description
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CITY OF OROVILLE
ENGINEERING INTERN
DEFINITION
The Engineering intern is a student at a local college or high school or a recent graduate who is interested in learning about City Engineering and how local Government works.
Under supervision, performs a variety of routine and repetitive tasks while assisting others in the performance of drafting, office, and field survey work and to do related work as required.
SUPERVISION RECEIVED AND EXERCISED
Receives general direction from the City Engineer or his/her designee.
DISTINGUISHING CHARACTERISTICS
This is the trainee level for engineering employees who may not have developed specific office or field skills and who have no previous experience. Employees in this class normally work under close supervision, assisting other engineering employees in a variety of simple office and field tasks according to established procedures. Work is generally observed during its performance and reviewed upon completion. Engineering Aides are normally considered to be in a training status and as levels of experience and skill increase, more complex duties may be assigned.
EXAMPLES OF ESSENTIAL FUNCTIONS - Essential functions may include, but are not limited to, the following:
Assist in maintaining map records files of properties, utilities, and improvements; Assists in field site checks, surveying areas, collection of traffic data and other basic field work as required;
Assists in preparation of graphs, charts, maps, plans and other drawings; Assists in preparing, reviewing, and maintaining maps, construction drawings, legal descriptions, and various other engineering documents and records; Prepare correspondence and forms relating to the work;
Assists in preparing, reviewing, and processing permit applications for Public Works projects;
Performs general clerical work as assigned, including but not limited to assisting customers, researching files, copying, and filing documents, entering computer data, sending and receiving faxes, answering the telephone, etc.; 156
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CITY OF OROVILLE
Operates a motor vehicle and a variety of office and specialized equipment, including a computer, copier, telephone, engineering calculator, standard drafting tools, surveying equipment, fax machine and two-way radio and GPS;
Assists in receiving, investigating, and responding to public inquiries, requests for assistance and complaints regarding engineering projects; provides technical assistance to the public, contractors, developers, property owners and other City staff; Completes special projects as assigned
MINIMUM QUALIFICATIONS
Entry Level Knowledge of:
Pertinent federal, state, and local laws, regulations, standards, codes, and ordinances.
Principles and practices of civil engineering and surveying as applied to municipal public works projects
Modern methods and techniques used in the design, construction, and maintenance of public works improvements
Basic mathematics, algebra, geometry, trigonometry, calculus, statistics, economics physics, chemistry, biology, environmental science, geology, soils/geotechnical engineering, mechanics of materials, structural analysis/design, hydrology, hydraulics, traffic/transportation engineering, surveying, and drafting Proper use of manual and computer-aided drafting methods and equipment including the use of AutoCAD software
Research/analysis methods and sources of information related to public works engineering
Modern office practices and technology, including the use of computers for word and data processing, computer-aided design, and spreadsheet applications Methods of letter writing and report preparation
English usage, spelling, grammar, and punctuation
Safe work practices
Entry Level Ability to:
Read, learn, understand, interpret, and apply department policies and procedures, and pertinent federal, state, and local laws, codes, ordinances, rules, regulations, and standards pertaining to department operations
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Compile information from site checks, field notes and photos from which to prepare engineering documents
Prepare accurate engineering drawings, plans, maps, and other documents using manual and computer-aided methods
Read, interpret, and understand complex plans, specifications, and blueprints Conduct necessary engineering research/analysis and prepare technical reports Apply technical knowledge and follow proper inspection techniques to examine workmanship and materials, and detect deviations from plans, specifications, regulations, and standard engineering practices
Establish and maintain accurate and complete files and records Understand and follow oral and written instructions independently Perform required mathematical and engineering computations with accuracy Communicate clearly and concisely, both orally and in writing Safely operate basic office equipment and engineering tools Establish and maintain effective working relationships with those contacted in the course of work
Represent the City effectively in meetings with others
Interpret departmental projects and programs to the public Education/Experience:
Any combination of education and experience that could likely provide the required entry level knowledge and abilities
Additional Requirements:
Possession and maintenance of a valid California Class C Driver License Engineer-in-Training Certificate desired.
TYPICAL WORKING CONDITIONS
Work typically is performed in a normal office environment. Occasionally work is performed outdoors, possibly exposing employee to traffic and construction hazards, 158
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adverse weather conditions, wetness and humidity, above-average noise, air contaminants, fumes, and dust.
TYPICAL PHYSICAL REQUIREMENTS
Requires the ability to sit at desk for long periods of time and intermittently walk, stand, stoop, kneel, crouch, and reach while performing office and field inspection duties; lift and/or move objects weighing up to 25 pounds; use hands to finger, handle or feel objects, tools, or controls. Must be able to maintain effective audio-visual discrimination and perception needed for making observations, communicating with others, reading, and writing, and operating office equipment. Must be able to use a telephone to communicate verbally and a keyboard to communicate through written means, to review information and enter/retrieve data, to see and read characters on a computer screen.
This class specification lists the major duties and requirements of the job and is not all-inclusive.
Incumbents may be expected to perform job-related duties other than those contained in this document.
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CITY OF OROVILLE
STAFF REPORT
TO: MAYOR REYNOLDS AND COUNCIL MEMBERS
FROM: DAWN NEVERS, ASST. COMMUNITY DEVELOPMENT DIRECTOR
CONNOR MUSLER, ASSISTANT PLANNER
RE: FIRST READING OF AN ORDINANCE RELATED TO ZONING
CODE AMENDMENT ZC21-06, PROPOSED REVISION OF
OROVILLE MUNICIPAL CODE SECTION 17.12.020 RELATING TO
FENCE, WALLS AND SCREENING STANDARDS
DATE: APRIL 19, 2022
SUMMARY
The Council will consider amending OMC Section 17.12.020 relating to the City’s regulations of fences, walls and screening pertaining to maximum allowed heights, placement, and other changes necessary to protect the general health, safety, and public welfare of the city.
DISCUSSION
The City’s current Fence, Walls and Screening regulations, found in Oroville Municipal Code (OMC) Section 17.12.020, outlines the requirements for the placement, height, and design of fences within the City’s zoning districts. When reviewing this code section, staff realized that there were inconsistencies with other sections of the municipal code; necessary changes to protect the general health, safety, and public welfare of the city; and room to provide greater clarity on fence placement and height.
Some key changes to note include:
Removed Inconsistencies with the Adopted Building Code: The City’s building code allows fences up to 7 feet in height without a building permit.
Anything constructed in excess of 7 feet requires an applicant to apply for and receive a building permit. However, the City’s fence ordinance states that the height of any fence or wall in residential districts shall not exceed 6 feet and in public areas anything over 6 feet is subject to development review. In order to maintain consistency with our adopted building code, staff have made 7 feet the maximum allowed height for fences without a building permit 160
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Changes for Public Safety: The City’s fence ordinance as adopted allows a solid fence up to 6 feet tall in the front yard, provided that it is set back at least 5 feet from the property line and the setback area landscaped. This type of fencing in the front yard is discouraged by the City’s adopted Design Guidelines, which can result in properties being surrounded by a tall solid fence. Properties surrounded by tall solid fencing creates a potential public safety issue for first responders who cannot see who or what may be behind the fence or a clear way to access the property.
To address this, staff revised the maximum allowed height in the front setback area to be 42 inches (3.5 ft). If a property owner wishes to construct a fence over 42 inches, the fence must be constructed outside of the required front yard setback specific to the underlying zoning district, or at the point equal to the primary building’s front façade, whichever is less. At the October 28, 2021 Planning Commission meeting, the Commission recommended that the maximum allowed height anywhere in the front yard of a property within the Downtown Historic Overlay (DH-O) be 42 inches. This change is highlighted in red in the draft code.
Fence Placement and Height: The fence ordinance can be difficult to understand for some due to the various height, placement, and design restrictions associated with fencing. To provide greater clarity to homeowners, developers, and other individuals, staff have included a maximum height table in the new code and created a fence placement diagram detailing standard scenarios of where fences can and cannot be placed.
On October 28, 2021, the Planning Commission conducted a public hearing to consider the proposed amendments and adopted Resolution P2021-19 to recommend to City Council adoption of the proposed Ordinance. Following the October 28, 2021 Planning Commission meeting, staff returned to the Planning Commission on January 27, 2022 to again discuss the draft changes to the fence ordinance. At that meeting, the Commission discussed further changes to the code relating to fences within the sight distance area and the review authority for fences around historic areas, parks, and museums. The changes proposed following the January 27, 2022 meeting are highlighted in green in the draft code and detailed as follows.
Sight Distance Area: The sight distance area is the area at the corner of intersections that has been determined within the City’s adopted engineering standards as necessary to remain free and clear of obstructions so as to not obstruct the view of drivers, pedestrians, and cyclists at intersections. The City’s current fence ordinance allows fences within the sight distance area, provided that they do not exceed 30 inches (2.5 ft) in height. At the January 27, 2022 Planning Commission meeting, there was some discussion among 161
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commissioners about allowing an increased fence height within the sight distance area. Staff reviewed other jurisdictions regulations and found a wide variety of how fences are regulated within the sight distance area. Some cities prohibit any type of fence within the sight distance area, others allow fences up to 3 ft in height, some have a transparency requirement to maintain visibility, while others require a permit to construct fences within the sight distance area.
Based on Staff’s research of other jurisdiction’s regulations, the draft change would allow fences up to 42 inches within the sight distance area, provided that the fence is no more than 50% solid to maintain intersection visibility. Any fence over 30 inches, to a maximum of 42 inches within the sight distance area will require the submittal of a development review permit for review administratively by the Planning Division to ensure that the transparency requirement is met and that the increased height will not create a danger to public health, safety, and general welfare.
Historic Areas, Parks, and Museums: Currently, city code requires any fence proposed for installation around public areas exceeding 6 feet to be subject to development review. The Commission discussed their desire to differentiate the review authority for public areas and sites considered to be historic or contain museums. The draft change would include the Planning Commission, acting as the Historic Advisory Commission, in the review process for fences exceeding 7 feet in height around historic areas, designated landmarks, museums, and parks within the DH-O. The Planning Commission’s action shall only be advisory for fences requiring the approval of the City Council.
FISCAL IMPACT
None
RECOMMENDATION
1. Waive first reading and approve by title only Ordinance No. 1860 - AN
ORDINANCE OF THE CITY COUNCIL OF THE CITY OF OROVILLE
AMENDING SECTION 17.12.020 OF THE ZONING CODE OF THE CITY OF
OROVILLE RELATING TO FENCES, WALLS, AND SCREENING
STANDARDS.
ATTACHMENTS
1. Ordinance No. 1860
2. Draft Fence Ordinance
3. October 28, 2021 Planning Commission Package.
4. January 27, 2022 Planning Commission Package and Presentation 162
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CITY OF OROVILLE
ORDINANCE NO. XXXX
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF OROVILLE AMENDING SECTION 17.12.020 OF THE ZONING CODE OF THE CITY OF OROVILLE RELATING TO FENCES, WALLS, AND SCREENING STANDARDS.
WHEREAS, the City of Oroville has prepared an Ordinance to amend Section
17.12.020 of the Oroville Municipal Code (OMC) relating to regulations of fences, walls, and screening; and
WHEREAS, the Oroville Planning Commission reviewed the proposed amendments at their regular meeting on October 28
th, 2021 and again on January 27th, 2022 and
recommends that the City Council adopt the proposed changes to Section 17.12.020; and
WHEREAS, the City Council finds and declares that the proposed modifications to the fence, walls and screening standards include changes necessary to protect the general health, safety, and public welfare of the city; and
WHEREAS, the proposed amendments are internally consistent with other applicable provisions of the Zoning Code, the 2030 General Plan, and the City’s Design Guidelines; and
WHEREAS, adoption of this Ordinance is exempt from the provisions of the California Environmental Quality Act (CEQA) pursuant to Title 14, California Code of Regulations, Section 15061(b)(3) of the CEQA Guidelines, as it can be seen with certainty that there is no possibility that enactment of the Ordinance alone has the potential to cause a significant effect on the environment.
NOW, THERFORE, BE IT RESOLVED THAT THE CITY COUNCIL OF THE CITY OF OROVILLE DOES ORDAIN AS FOLLOWS:
SECTION 1: Findings.
The City Council of the City of Oroville adopts and finds as true and correct the aforementioned recitals and incorporate them herein as findings.
Section 2: Amendment to Section 17.12.020 of the Oroville Municipal Code.
Oroville Zoning Code Section 17.12.020 is hereby amended to read as follows:
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17.12.020 Fences, walls and screening
A. Applicability. No fence shall hereafter be erected, constructed, altered or maintained except as provided by this section. The requirements of this section shall apply to all fences and walls in all districts, excluding the walls of any building, and shall apply regardless of the construction material used.
B. Sight Distance Area. No fence shall obstruct the required sight distance area for an intersection as shown in Figure 17.12.020-1. Fences may be erected up to 42 inches in height within the sight distance area provided that the fence is an open fence that is no more than 50% solid. Fences over 30 inches in height, to a maximum height of 42 inches, within the sight distance area shall require administrative review and approval by the Planning Division through a development review permit to confirm the open fence requirement is met and that the increased height does not create a danger to public health, safety, and general welfare.
Figure 17.12.020-1: Sight Distance Area
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Figure 17.12.020-5: Fence Opacity
C. Fence Height Measurement. Exceptions to the standards of this section may be granted by the Planning Commission if warranted for safeguarding the public health, safety and welfare.
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1. The height of a fence at any point shall be measured from the base of the fence directly below that point. If a retaining wall is combined with a fence or wall, the combined height may reach a maximum height of 11 feet above grade (7 foot maximum fence with a 4 foot maximum retaining wall) along the streetside and rear property lines without a building permit, as shown in Figure 17.12.020-2.
Figure 17.12.020-2: Fence Height Measurement
D. Public Areas. Fences that enclose school grounds, public playgrounds and parks, tennis courts, public swimming pools, museums, or other public areas may be erected to a height in excess of 7 feet, subject to development review.
1. Historic Areas, Designated Landmarks, Museums, and Parks within the DH-O. Fences that enclose parks and museums within the DH-O, designated landmarks, and other designated historic sites may be erected to a height in excess of 7 feet subject to design and material review by the Planning Commission acting as the Historic Advisory Commission. If the fence requires approval of the City Council, the Planning Commission’s action shall only be advisory.
E. Swimming Pools. Fencing shall be provided around all swimming pools, spas and similar areas, in accordance with the requirements of the city building code.
F. Nonresidential development. Any nonresidential development shall meet the following fencing requirements:
1. The site shall include a solid fence or decorative masonry wall along each property line abutting a residential district. The fence shall be between 6 and 7 feet tall
2. Where a street separates the site from a property that is in a residential district, the site shall include one of the following along the property line that faces the street:
a. A solid fence or decorative masonry wall, between 6 and 7 feet tall, that is located behind any required planting area, and that has a decorative 166
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architectural treatment on any side facing a street, parking lot or adjoining residential district; or
b. A planting area with evergreen landscaping that restricts visibility into the site. The planting area shall be installed and maintained in accordance with Section 17.12.050.
3. Loading areas shall be fenced and screened as provided in Section
17.12.080.
4. Outdoor storage areas shall be fenced and screened as provided in Section
17.16.140.
5. All mechanical, electrical and external communication equipment, including air conditioners, refrigeration units, satellite dishes and microwave towers, shall be screened from public view. Screening of roof-mounted equipment shall be architecturally integrated into the building design.
6. A building permit is required for any fence over 7 feet in height.
G. Residential and Mixed-Use Development.
1. In all residential districts, the height of a fence or wall is shown in Table
17.12.020-1, unless authorized in compliance with the requirements of this subsection (G). See also Figure 17.12.020-3 for details on placement and heights of fences and walls.
Table 17.12.020-1: Fences and Walls in Residential Districts Location Maximum Height
Within required front yard setback 42 inches[1]
Within interior side or rear yard setback 7 feet[2]
Within street side setback 42 inches[3]
Within a controlled area vision triangle 30 inches[4]
Outside of a required setback 7 feet[2]
Notes:
[1] Height can be increased above 42 inches to a maximum height of 7 feet if constructed outside of the required front yard or at the point equal to the building’s front façade, whichever is less.
[2] Height can be increased above 7 feet with a building permit. [3] Fences above 42 inches and to a maximum height of 7 feet without a building permit must be placed at least 5 feet behind property line, outside of any public right-of-way easement, and must be landscaped in this setback area.
[4] See Figure 17.12.020-1 and Section 17.12.020(B)
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Figure 17.12.020-3: Fence Height and Placement
2. Fences, walls, or combination of fence and wall within the required front setback area for the underlying zoning district shall not exceed 42 inches. If the fence, wall, or combination of fence and wall is constructed outside of the required front setback area, or at the point equal to the building’s front façade, whichever is less, then the fence is allowed a maximum height of 7 feet. a. For properties within the Downtown Historic Overlay (DH-O), the fence height shall not exceed 42 inches anywhere in the front yard. The front 168
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yard shall be the area from the front property line to the point equal to the building’s front façade.
3. A decorative arch, trellis, or other entry feature along a street frontage may exceed the height limit shown in Table 17.12.020-1. The decorative features shall be limited to 10 feet in width and 10 feet in height.
Figure 17.12.020-4: Decorative Features
4. All fences in residential districts greater than 42 inches in height constructed within the street side yard setback adjacent to a public street shall be set back at least 5 feet from any property line that abuts a public street. This setback area shall be landscaped in accordance with the requirements of Section 17.12.050.
5. All multiple family residential projects shall include a fence or decorative masonry wall along the rear and side property lines. The fence or decorative masonry wall shall be between 6 and 7 feet tall.
a. Development of a single project on more than one parcel shall require fencing or decorative masonry wall along the project perimeter side and rear property lines.
6. For mixed-use development, the site shall include a solid fence or decorative masonry wall along each side and rear property line abutting a residential district. The fence or decorative masonry wall shall be between 6 and 7 feet tall.
a. Development of a single project on more than one parcel shall require fencing or decorative masonry wall along the project perimeter side and rear property lines.
7. A building permit is required for any fence or wall over 7 feet in height.
H. Retaining Walls.
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1. All retaining walls shall be constructed with split-face masonry, cast-in-place concrete, interlocking block or a similar material. Retaining walls shall not be constructed of wood.
2. Any retaining wall that is visible from a public street or public open space shall have a decorative architectural treatment on the wall face.
3. A building permit is required for any retaining wall over 4 feet in height.
I. Electric Fences.
1. In residential districts that have a minimum lot area of at least 20,000 square feet, electrically charged fences shall be permitted if they are necessary to contain livestock. Any electrically charged fence shall be set back at least 20 feet from any lot line unless there is also a solid fence along the lot line.
2. In all other districts, no electrically charged fences shall be permitted.
J. Barbed or Razor Wire. Fences may be constructed with sharp-pointed materials, such as barbed or razor wire, only as follows:
1. In residential districts that have a minimum lot area of at least 20,000 square feet, fences may be constructed with barbed or razor wire if they are necessary to control livestock. Any fence that is constructed with barbed or razor wire shall be set back at least 20 feet from any lot line unless there is also a solid fence along the lot line.
2. In all other residential districts, and on sites that abut a residential district or are separated by a street from a residential district, no fences may be constructed with barbed or razor wire.
3. In industrial districts, fences may be constructed with barbed or razor wire if the wire is at least 6 feet above grade.
4. In commercial and special purpose districts, fences may be constructed with barbed or razor wire only upon approval of a use permit. Before granting the use permit, the planning commission shall find, based on substantial evidence, that the barbed or razor wire is necessary in order to provide adequate security for the site and there is no reasonable alternative.
K. Temporary Fences. Nothing in this chapter shall be deemed to prohibit the erection of a temporary fence around construction projects in compliance with the California Building Code and other applicable provisions of the Oroville Municipal Code.
L. Permits. Permits. Permits shall be obtained for the erection, construction, alteration and maintenance of fences as specified in the city building code and this code section. (Ord. 1749 § 4; Ord. 1763 §§ 4, 5; Ord. 1819 § 3, 2017; Ord. 1820 § 2, 2017 170
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Section 3: Environmental Determination.
The Council finds that the adoption and implementation of this Ordinance is exempt from the provisions of the California Environmental Quality Act (CEQA) pursuant to Public Resources Code Section 21080(b)(3)
Section 4: Severability.
If any section, subsection, sentence, clause, or phrase of this ordinance is for any reason held to be invalid or unconstitutional by a decision of any court of any competent jurisdiction, such decision shall not affect the validity of the remaining portions of this ordinance. The City Council hereby declares that it would have passed this ordinance, and each and every section, subsection, sentence, clause and phrase thereof not declared invalid or unconstitutional without regard to whether any portion of the ordinance would be subsequently declared invalid or unconstitutional.
Section 5: Effective Date.
This ordinance shall take effect thirty (30) days after the date of its final adoption. The City Clerk shall certify to adoption thereof and cause its publication according to law.
PASSED AND ADOPTED by the City Council of the City of Oroville at a regular meeting held on this 19
th day of April 2022, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
____________________________
Chuck Reynolds, Mayor
ATTEST: FORM APPROVED:
______________________________ ___________________________ Jackie Glover, Assistant City Clerk Scott E. Huber. City Attorney 171
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FENCES, WALLS AND SCREENING 17.12.020
SECTION 17-12.020 FENCES, WALLS AND SCREENING
Fences, walls and screening
A. Applicability. No fence shall hereafter be erected, constructed, altered or maintained except as provided by this section. The requirements of this section shall apply to all fences and walls in all districts, excluding the walls of any building, and shall apply regardless of the construction material used.
B. Sight Distance Area. No fence shall obstruct the required sight distance area for an intersection as shown in Figure 17.12.020-1. Fences may be erected up to 42 inches in height within the sight distance area provided that the fence is an open fence that is no more than 50% solid. Fences over 30 inches in height, to a maximum height of 42 inches, within the sight distance area shall require administrative review and approval by the Planning Division through a development review permit to confirm the open fence requirement is met and that the increased height does not create a danger to public health, safety, and general welfare.
Figure 17.12.020-1: Sight Distance Area
Revision 4 - w/ PC Jan 27 Changes
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17.12.020 FENCES, WALLS AND SCREENING
Figure 17.12.020-5: Fence Opacity
C. Fence Height Measurement. Exceptions to the standards of this section may be granted by the Planning Commission if warranted for safeguarding the public health, safety and welfare. 173
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FENCES, WALLS AND SCREENING 17.12.020
1. The height of a fence at any point shall be measured from the base of the fence directly below that point. If a fence is constructed atop a retaining wall, the fence’s height shall be measured from the adjacent grade on the high side of wall If a retaining wall is combined with a fence or wall, the combined height may reach a maximum height of 11 feet above grade (7 foot maximum fence with a 4 foot maximum retaining wall) along the streetside and rear property lines without a building permit, as shown in Figure 17.12.020-2.
Figure 17.12.020-2: Fence Height Measurement
D. Public Areas. Fences that enclose school grounds, public playgrounds and parks, tennis courts, public swimming pools, museums, or other public areas may be erected to a height in excess of 67 feet, subject to development review.
1. Historic Areas, Designated Landmarks, Museums, and Parks within the DHO. Fences that enclose parks and museums within the DH-O, designated landmarks, and other designated historic sites may be erected to a height in excess of 7 feet subject to design and material review by the Planning Commission acting as the Historic Advisory Commission. If the fence requires approval of the City Council, the Planning Commission’s action shall only be advisory.
E. Swimming Pools. Fencing shall be provided around all swimming pools, spas and similar areas, in accordance with the requirements of the city building code.
F. Nonresidential development. Any nonresidential development shall meet the following fencing requirements:
1. The site shall include a solid fence or decorative masonry wall along each property line abutting a residential district. The fence shall be between 6 and 7 feet tall
2. Where a street separates the site from a property that is in a residential district, the site shall include one of the following along the property line that faces the street:
a. A solid fence or decorative masonry wall, between 6 and 7 feet tall, that is located behind any required planting area, and that has a decorative architectural treatment on any side facing a street, parking lot or adjoining residential district; or
b. A planting area with evergreen landscaping that restricts visibility into the site.
The planting area shall be installed and maintained in accordance with Section
17.12.050.
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17.12.020 FENCES, WALLS AND SCREENING
3. Loading areas shall be fenced and screened as provided in Section 17.12.080.
4. Outdoor storage areas shall be fenced and screened as provided in Section 17.16.140.
5. All mechanical, electrical and external communication equipment, including air conditioners, refrigeration units, satellite dishes and microwave towers, shall be screened from public view. Screening of roof-mounted equipment shall be architecturally integrated into the building design.
5. A building permit is required for any fence over 7 feet in height.
G. Residential and Mixed-Use Development.
1. In all residential districts, the height of a fence or wall is shown in Table 17.12.020-1, unless authorized in compliance with the requirements of this subsection (G). See also Figure 17.12.020-3 for details on placement and heights of fences and walls.
Table 17.12.020-1: Fences and Walls in Residential Districts Location Maximum Height
Within required front yard setback 42 inches[1]
Within interior side or rear yard setback 7 feet[2]
Within street side setback 42 inches[3]
Within a controlled area vision triangle 30 inches[4]
Outside of a required setback 7 feet[2]
Notes:
[1] Height can be increased above 42 inches to a maximum height of 7 feet if constructed outside of the required front yard or at the point equal to the building’s front façade, whichever is less.
[2] Height can be increased above 7 feet with a building permit. [3] Fences above 42 inches and to a maximum height of 7 feet without a building permit must be placed at least 5 feet behind property line, outside of any public right-of-way easement, and must be landscaped in this setback area.
[4] See Figure 17.12.020-1 and Section 17.12.020(B)
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FENCES, WALLS AND SCREENING 17.12.020
Figure 17.12.020-3: Fence Height and Placement
2. Fences, walls, or combination of fence and wall within the required front setback area for the underlying zoning district shall not exceed 42 inches. If the fence, wall, or combination of fence and wall is constructed outside of the required front setback area, or at the point equal to the building’s front façade, whichever is less, then the fence is allowed a maximum height of 7 feet.
a. For properties within the Downtown Historic Overlay (DH-O), the fence height shall not exceed 42 inches anywhere in the front yard. The front yard shall be the area from the front property line to the point equal to the building’s front façade. 176
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17.12.020 FENCES, WALLS AND SCREENING
3. A decorative arch, trellis, or other entry feature along a street frontage may exceed the height limit shown in Table 17.12.020-1. The decorative features shall be limited to 10 feet in width and 10 feet in height.
Figure 17.12.020-4: Decorative Features
4. All fences in residential districts greater than 42 inches in height constructed within the street side yard setback adjacent to a public street shall be set back at least 5 feet from any property line that abuts a public street. This setback area shall be landscaped in accordance with the requirements of Section 17.12.050.
a. All multiple family residential and mixed-use projects shall be fenced along the rear prope
5. 6. All multiple family residential projects shall include a fence or decorative masonry wall along the rear and side property lines. The fence or decorative masonry wall shall be between 6 and 7 feet tall.
a. Development of a single project on more than one parcel shall require fencing or decorative masonry wall along the project perimeter side and rear property lines.
6. For mixed-use development, the site shall include a solid fence or decorative masonry wall along each side and rear property line abutting a residential district. The fence or decorative masonry wall shall be between 6 and 7 feet tall. a. Development of a single project on more than one parcel shall require fencing or decorative masonry wall along the project perimeter side and rear property lines. a.7. A building permit is required for any fence or wall over 7 feet in height.
H. Retaining Walls.
1. All retaining walls shall be constructed with split-face masonry, cast-in-place concrete, interlocking block or a similar material. Retaining walls shall not be constructed of wood.
2. Any retaining wall that is visible from a public street or public open space shall have a decorative architectural treatment on the wall face.
3. A building permit is required for any retaining wall over 4 feet in height. 177
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FENCES, WALLS AND SCREENING 17.12.020
I. Electric Fences.
1. In residential districts that have a minimum lot area of at least 20,000 square feet, electrically charged fences shall be permitted if they are necessary to contain livestock.
Any electrically charged fence shall be set back at least 20 feet from any lot line unless there is also a solid fence along the lot line.
2. In all other districts, no electrically charged fences shall be permitted.
J. Barbed or Razor Wire. Fences may be constructed with sharp-pointed materials, such as barbed or razor wire, only as follows:
1. In residential districts that have a minimum lot area of at least 20,000 square feet, fences may be constructed with barbed or razor wire if they are necessary to control livestock.
Any fence that is constructed with barbed or razor wire shall be set back at least 20 feet from any lot line unless there is also a solid fence along the lot line.
2. In all other residential districts, and on sites that abut a residential district or are separated by a street from a residential district, no fences may be constructed with barbed or razor wire.
3. In industrial districts, fences may be constructed with barbed or razor wire if the wire is at least 6 feet above grade.
4. In commercial and special purpose districts, fences may be constructed with barbed or razor wire only upon approval of a use permit. Before granting the use permit, the planning commission shall find, based on substantial evidence, that the barbed or razor wire is necessary in order to provide adequate security for the site and there is no reasonable alternative.
4. Temporary Fences. Nothing in this chapter shall be deemed to prohibit the erection of a temporary fence around construction projects in compliance with the California Building Code and other applicable provisions of the Oroville Municipal Code.
K. Permits. Permits. Permits shall be obtained for the erection, construction, alteration and maintenance of fences as specified in the city building code and this code section. (Ord. 1749 § 4; Ord. 1763 §§ 4, 5; Ord. 1819 § 3, 2017; Ord. 1820 § 2, 2017) 178
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1 City of Oroville
COMMUNITY DEVELOPMENT DEPARTMENT
1735 Montgomery Street
Oroville, CA 95965-4897
(530) 538-2430 FAX (530) 538-2426
www.cityoforoville.org
DISCUSSION
The City’s current Fence, Walls and Screening regulations, found in Oroville Municipal Code (OMC) Section 17.12.020, outlines the requirements for the placement, height, and design of fences within the City’s zoning districts. When reviewing this code section, staff realized that there were inconsistencies with other sections of the municipal code; necessary changes to protect the general health, PLANNING COMMISSION STAFF REPORT Thursday, October 28, 2021 RE: ZC21-06 Fences, Walls, and Screening Municipal Code Amendments SUMMARY: The Oroville Planning Commission will review and consider recommending that the City Council revise OMC 17.12.020 relating to the City’s regulations of fences, walls and screening.
RECOMMENDATION: Staff recommends the following actions:
1. Conduct a Public Hearing on the proposed code change;
2. Adopt Resolution No. P2021-19 Recommending that the City Council Approve the Specified Changes to OMC Section 17.12.020
APPLICANT: City of Oroville
LOCATION: City-Wide GENERAL PLAN: N/A
ZONING: N/A
FLOOD ZONE: N/A
ENVIRONMENTAL DETERMINATION: This zoning change is not a project under CEQA since it has no possibility of having a direct or indirect effect on the environment.
REPORT PREPARED BY:
___________________________
Connor Musler, Assistant Planner
Community Development Department
REVIEWED BY:
___________________________
Dawn Nevers, Assistant Director
Community Development Department
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2 safety, and public welfare of the city; and room to provide greater clarity on fence placement and height.
Some key changes to note include:
Removed Inconsistencies with the Adopted Building Code: The City’s building code allows fences up to 7 feet in height without a building permit. Anything constructed in excess of 7 feet requires an applicant to apply for and receive a building permit. However, the City’s fence ordinance states that the height of any fence or wall in residential districts shall not exceed 6 feet and in public areas anything over 6 feet is subject to development review. In order to maintain consistency with our adopted building code, staff have made 7 feet the maximum allowed height for fences.
Changes for Public Safety: The City’s fence ordinance as adopted allows a solid fence up to 6 feet tall in the front yard, provided that it is set back at least 5 feet from the property line and the setback area landscaped. This can result in properties being surrounded by a tall solid fence, creating a potential public safety issue for first responders who cannot see who or what may be behind the fence or a clear way to access the property.
To address this, staff revised the maximum allowed height in the front setback area to be 42 inches (3.5 ft). Any fence over 42 inches in the front setback area is subject to approval of an administrative permit, must be setback at least 5 feet from the property line, the setback area must be landscaped and maintained, and must include a clearly marked entrance and path to the building’s primary entrance. At the October 14, 2021 Development Review Committee (DRC) meeting, the committee recommended that the maximum height in the front yard be 42 inches to simplify the requirements for property owners and staff. Under the new proposed regulations, if a property owner wishes to construct a fence over 42 inches, the fence must be constructed outside of the required front yard setback or at the point equal to the primary building’s front façade, whichever is less.
Fence Placement and Height: The fence ordinance can be difficult to understand for some due to the various height, placement, and design restrictions associated with fencing. To provide greater clarity for homeowners, developers, and other individuals, staff have included a maximum height table in the new code and created a fence placement diagram detailing standard scenarios of where fences can and cannot be placed.
FISCAL IMPACT
None.
ATTACHMENTS
A. Draft Fence Code Change
B. Resolution P2021-19
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1 RESOLUTION NO. P2021-19
A RESOLUTION OF INTENTION OF THE OROVILLE PLANNING COMMISSION
RECOMMENDING THAT THE CITY COUNCIL ADOPT THE PROPOSED
AMENDMENTS TO THE OROVILLE MUNICIPAL CODE SECTION 17.12.020 RELATING TO THE CITY’S REGULATIONS OF FENCES, WALLS AND SCREENING WHEREAS, the City of Oroville staff recommends a change to Section 17.12.020 of the City of Oroville Zoning Code relating to the City’s regulations of fences, walls and screening; and
WHEREAS, the changes to the fences, walls and screening section include revisions to maximum allowed height, fence placement, and other changes to maintain consistency and clarity with other applicable sections of the municipal code; and WHEREAS, at a duly noticed public hearing, the Planning Commission considered the comments and concerns of public agencies, property owners, and members of the public who are potentially affected by the approval of the code changes described herein, and considered the City’s staff report regarding the project.
NOW, THEREFORE, BE IT RESOLVED BY THE OROVILLE PLANNING COMMISSION AS FOLLOWS:
SECTION 1. The Planning Commission determines:
A. That the proposed amendments are consistent with the General Plan; and B. The proposed amendments are consistent with other applicable provisions of the Municipal Code and compatible with the uses authorized in the applicable zoning districts for which the revisions are proposed.
SECTION 2. The Planning Commission hereby recommends that the City Council approve the Zoning Code Amendment ZC21-06 to the Oroville Municipal Code as set forth in Attachment A, an update to the City’s regulations of fences, walls and screening. *********
PASSED AND ADOPTED by the Planning Commission of the City of Oroville at a regular meeting on October 28, 2021, by the following vote:
AYES: Commissioner Arace, Durling, Hallen, Jenkins, Sheard NOES:
ABSTAIN:
ABSENT: Commissioner Britton
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2 ATTEST: APPROVE:
Jackie Glover, Assistant City Clerk Carl Durling, Chairperson 182
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1 City of Oroville
COMMUNITY DEVELOPMENT DEPARTMENT
1735 Montgomery Street
Oroville, CA 95965-4897
(530) 538-2430 FAX (530) 538-2426
www.cityoforoville.org
DISCUSSION
The Planning Commission conducted a public hearing at their regular October 28, 2021 meeting regarding proposed revisions to the City’s regulations of fences, walls and screening. At that time, the Commission received public comments, discussed the revisions, and adopted Resolution P2021-019 recommending that the City Council adopt the proposed amendments to OMC 17.12.020, with the addition of a regulation PLANNING COMMISSION STAFF REPORT Thursday, January 27, 2022 RE: Presentation and Discussion about ZC21-06 Fences, Walls, and Screening Municipal Code Amendments
SUMMARY: Staff will make a presentation on the draft changes made to OMC 17.12.020 relating to the City’s regulations of fences, walls and screening. The Oroville Planning Commission reviewed and adopted Resolution P2021-19 on October 28, 2021, recommending that the City Council adopt the proposed revisions.
RECOMMENDATION: Staff recommends the following actions:
1. Listen to Staff’s Presentation and Provide Direction to Staff APPLICANT: City of Oroville
LOCATION: City-Wide GENERAL PLAN: N/A
ZONING: N/A
FLOOD ZONE: N/A
ENVIRONMENTAL DETERMINATION: This zoning change is not a project under CEQA since it has no possibility of having a direct or indirect effect on the environment.
REPORT PREPARED BY:
___________________________
Connor Musler, Assistant Planner
Community Development Department
REVIEWED BY:
___________________________
Dawn Nevers, Assistant Director
Community Development Department
183
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2 limiting the height of fences anywhere in the front yard of residences within the Downtown Historic Overlay to 42 inches.
The City Council was scheduled to conduct a public hearing on November 16, 2021 on the recommended changes. However, due to comments received and potential concern from property owners, staff pulled the item to return to the Planning Commission for a presentation and further discussion on the proposed changes.
Some key changes to note include:
Removed Inconsistencies with the Adopted Building Code: The City’s building code allows fences up to 7 feet in height without a building permit. Anything constructed in excess of 7 feet requires an applicant to apply for and receive a building permit. However, the City’s fence ordinance states that the height of any fence or wall in residential districts shall not exceed 6 feet and in public areas anything over 6 feet is subject to development review. In order to maintain consistency with our adopted building code, staff have made 7 feet the maximum allowed height for certain fences, with anything taller requiring a building permit.
Changes for Public Safety: The City’s fence ordinance as adopted allows a solid fence up to 6 feet tall in the front yard, provided that it is set back at least 5 feet from the property line and the setback area landscaped. This can result in properties being surrounded by a tall solid fence, creating a potential public safety issue for first responders who cannot see who or what may be behind the fence or a clear way to access the property.
To address this, staff revised the maximum allowed height in the front setback area to be 42 inches (3.5 ft). Any fence over 42 inches in the front setback area is subject to approval of an administrative permit, must be setback at least 5 feet from the property line, the setback area must be landscaped and maintained, and must include a clearly marked entrance and path to the building’s primary entrance. At the October 14, 2021 Development Review Committee (DRC) meeting, the committee recommended that the maximum height in the front yard be 42 inches to simplify the requirements for property owners and staff. Under the new proposed regulations, if a property owner wishes to construct a fence over 42 inches, the fence must be constructed outside of the required front yard setback or at the point equal to the primary building’s front façade, whichever is less.
Fence Placement and Height: The fence ordinance can be difficult to understand for some due to the various height, placement, and design restrictions associated with fencing. To provide greater clarity for homeowners, developers, and other individuals, staff have included a maximum height table in the new code and created a fence placement diagram detailing standard scenarios of where fences can and cannot be placed.
FISCAL IMPACT
None.
184
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3 ATTACHMENTS
A. Draft Fence Code Change with the Planning Commissions Recommended Changes.
185
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FENCES, WALLS AND SCREENING 17.12.020
SECTION 17-12.020 FENCES, WALLS AND SCREENING
Fences, walls and screening
A. Applicability. No fence shall hereafter be erected, constructed, altered or maintained except as provided by this section. The requirements of this section shall apply to all fences and walls in all districts, excluding the walls of any building, and shall apply regardless of the construction material used.
B. Sight Distance Area. No fence shall obstruct the required sight distance area for an intersection as shown in Figure 17.12.020-1.
Figure 17.12.020-1: Sight Distance Area
Revision 3 - w/ PC Oct 28 Changes
186
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17.12.020 FENCES, WALLS AND SCREENING
C. Fence Height Measurement. Exceptions to the standards of this section may be granted by the Planning Commission if warranted for safeguarding the public health, safety and welfare.
1. The height of a fence at any point shall be measured from the base of the fence directly below that point. If a fence is constructed atop a retaining wall, the fence’s height shall be measured from the adjacent grade on the high side of wall If a retaining wall is combined with a fence or wall, the combined height may reach a maximum height of 11 feet above grade (7 foot maximum fence with a 4 foot maximum retaining wall) along the streetside and rear property lines without a building permit, as shown in Figure 17.12.020-2.
Figure 17.12.020-2: Fence Height Measurement
D. Public Areas. Fences that enclose school grounds, public playgrounds and parks, tennis courts, public swimming pools, museums, or other public areas may be erected to a height in excess of 67 feet, subject to development review.
E. Swimming Pools. Fencing shall be provided around all swimming pools, spas and similar areas, in accordance with the requirements of the city building code.
F. Nonresidential development. Any nonresidential development shall meet the following fencing requirements:
1. The site shall include a solid fence or decorative masonry wall along each property line abutting a residential district. The fence shall be between 6 and 7 feet tall
2. Where a street separates the site from a property that is in a residential district, the site shall include one of the following along the property line that faces the street:
a. A solid fence or decorative masonry wall, between 6 and 7 feet tall, that is located behind any required planting area, and that has a decorative architectural treatment on any side facing a street, parking lot or adjoining residential district; or
b. A planting area with evergreen landscaping that restricts visibility into the site.
The planting area shall be installed and maintained in accordance with Section
17.12.050.
3. Loading areas shall be fenced and screened as provided in Section 17.12.080.
4. Outdoor storage areas shall be fenced and screened as provided in Section 17.16.140. 187
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FENCES, WALLS AND SCREENING 17.12.020
5. All mechanical, electrical and external communication equipment, including air conditioners, refrigeration units, satellite dishes and microwave towers, shall be screened from public view. Screening of roof-mounted equipment shall be architecturally integrated into the building design.
5. A building permit is required for any fence over 7 feet in height.
G. Residential and Mixed-Use Development.
1. In all residential districts, the height of a fence or wall is shown in Table 17.12.020-1, unless authorized in compliance with the requirements of this subsection (G). See also Figure 17.12.020-3 for details on placement and heights of fences and walls.
Table 17.12.020-1: Fences and Walls in Residential Districts Location Maximum Height
Within required front yard setback 42 inches[1]
Within interior side or rear yard setback 7 feet[2]
Within street side setback 42 inches[3]
Within a controlled area vision triangle 30 inches[4]
Outside of a required setback 7 feet[2]
Notes:
[1] Height can be increased above 42 inches to a maximum height of 7 feet if constructed outside of the required front yard or at the point equal to the building’s front façade, whichever is less.
[2] Height can be increased above 7 feet with a building permit. [3] Fences above 42 inches and to a maximum height of 7 feet without a building permit must be placed at least 5 feet behind property line, outside of any public right-of-way easement, and must be landscaped in this setback area.
[4] See Figure 17.12.020-1
188
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17.12.020 FENCES, WALLS AND SCREENING
Figure 17.12.020-3: Fence Height and Placement
2. Fences, walls, or combination of fence and wall within the required front setback area for the underlying zoning district shall not exceed 42 inches. If the fence, wall, or combination of fence and wall is constructed outside of the required front setback area, or at the point equal to the building’s front façade, whichever is less, then the fence is allowed a maximum height of 7 feet.
a. For properties within the Downtown Historic Overlay (DH-O), the fence height shall not exceed 42 inches anywhere in the front yard. The front yard shall be the area from the front property line to the point equal to the building’s front façade. 189
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FENCES, WALLS AND SCREENING 17.12.020
3. A decorative arch, trellis, or other entry feature along a street frontage may exceed the height limit shown in Table 17.12.020-1. The decorative features shall be limited to 10 feet in width and 10 feet in height.
Figure 17.12.020-4: Decorative Features
4. All fences in residential districts greater than 42 inches in height constructed within the street side yard setback adjacent to a public street shall be set back at least 5 feet from any property line that abuts a public street. This setback area shall be landscaped in accordance with the requirements of Section 17.12.050.
a. All multiple family residential and mixed-use projects shall be fenced along the rear prope
5. 6. All multiple family residential projects shall include a fence or decorative masonry wall along the rear and side property lines. The fence or decorative masonry wall shall be between 6 and 7 feet tall.
a. Development of a single project on more than one parcel shall require fencing or decorative masonry wall along the project perimeter side and rear property lines.
6. For mixed-use development, the site shall include a solid fence or decorative masonry wall along each side and rear property line abutting a residential district. The fence or decorative masonry wall shall be between 6 and 7 feet tall. a. Development of a single project on more than one parcel shall require fencing or decorative masonry wall along the project perimeter side and rear property lines. a.7. A building permit is required for any fence or wall over 7 feet in height.
H. Retaining Walls.
1. All retaining walls shall be constructed with split-face masonry, cast-in-place concrete, interlocking block or a similar material. Retaining walls shall not be constructed of wood.
2. Any retaining wall that is visible from a public street or public open space shall have a decorative architectural treatment on the wall face.
3. A building permit is required for any retaining wall over 4 feet in height. 190
Item 8.
17.12.020 FENCES, WALLS AND SCREENING
I. Electric Fences.
1. In residential districts that have a minimum lot area of at least 20,000 square feet, electrically charged fences shall be permitted if they are necessary to contain livestock.
Any electrically charged fence shall be set back at least 20 feet from any lot line unless there is also a solid fence along the lot line.
2. In all other districts, no electrically charged fences shall be permitted.
J. Barbed or Razor Wire. Fences may be constructed with sharp-pointed materials, such as barbed or razor wire, only as follows:
1. In residential districts that have a minimum lot area of at least 20,000 square feet, fences may be constructed with barbed or razor wire if they are necessary to control livestock.
Any fence that is constructed with barbed or razor wire shall be set back at least 20 feet from any lot line unless there is also a solid fence along the lot line.
2. In all other residential districts, and on sites that abut a residential district or are separated by a street from a residential district, no fences may be constructed with barbed or razor wire.
3. In industrial districts, fences may be constructed with barbed or razor wire if the wire is at least 6 feet above grade.
4. In commercial and special purpose districts, fences may be constructed with barbed or razor wire only upon approval of a use permit. Before granting the use permit, the planning commission shall find, based on substantial evidence, that the barbed or razor wire is necessary in order to provide adequate security for the site and there is no reasonable alternative.
4. Temporary Fences. Nothing in this chapter shall be deemed to prohibit the erection of a temporary fence around construction projects in compliance with the California Building Code and other applicable provisions of the Oroville Municipal Code.
K. Permits. Permits. Permits shall be obtained for the erection, construction, alteration and maintenance of fences as specified in the city building code and this code section. (Ord. 1749 § 4; Ord. 1763 §§ 4, 5; Ord. 1819 § 3, 2017; Ord. 1820 § 2, 2017) 191
Item 8.
Fences,
Walls &
Screening
Planning Commission Presentation
192
Item 8.
Background
Key Changes Made
Applicability
Example Scenarios
Questions
Topics We'll Cover
193
Item 8.
Background
October 14 - DRC Review and Discussion
October 28 - Planning Commission Public
OMC Section 17.12.020 establishes
regulations for fences, walls, and screening.
Staff initiated revisions to this section due to
inconsistencies with the building code, and to
prevent the future construction of 6-foot tall
fences in the front yard which pose a safety
risk.
Hearing to recommend City
Council adoption. 194
Item 8.
Background
195
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Key Changes Made
Defined Decorative Features (ex. Trellis and
Gates) and set a maximum height of 10 ft and
width of 10 ft.
Set 7 feet as the maximum height for fences to
align with the adopted Building Code
No longer allow 6-foot tall fences in the
required front yard. 42 inches maximum.
Planning Commission recommended a
maximum of 42 inches anywhere in the front
yard of properties in the DH-O.
196
Item 8.
Applicability
This code will not require existing fences to be
taken down and rebuilt in accordance with the
new regulations upon adoption.
All fences and walls, regardless of
construction material (ex. wood, chain link,
masonry, wrought iron) unless specified.
New fences must be constructed in
accordance with the new code.
197
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Example Scenarios
198
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Example Scenarios
Main Street
Front
Setback
Typ. 15 ft
R-1 Zone
199
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Example Scenarios
I just purchased a new home in a subdivision but I don't like the lack of privacy in my backyard. Can I build a taller fence?
Yes, you can. Assuming that the existing fence is 6 feet tall, you can build up an additional foot before a building permit will be required. If you want to go any taller than 7 feet, a building permit must be issued.
200
Item 8.
Example Scenarios
Does adding lattice to the top of my fence count towards the total height? Yes, lattice or another type of topper to your existing fence counts towards the total fence height. If you have a 6-foot tall fence, you may add a 1-foot tall lattice or topper before a building permit is required.
201
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Example Scenarios
I have a 6 foot tall fence in my front yard that was built before the code changed. Do I have to take it down now?
If you constructed a 6 foot tall fence in your front yard that complied with the previous code, meaning that it was constructed with a 5 foot setback from the property line and is landscaped in front of the fence, then no, you do not have to take it down. The main intent of the fence code is to regulate the construction of new fences.
202
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Example Scenarios
I have a small corner lot in the Downtown area and my side yard fence does not comply with the 5 foot setback area requirement. Will I have to take it down now? No, you do not. Your fence did not comply with the previous fence code and does not comply with the new code, so the fence is still considered to be legal nonconforming. If your fence is destroyed or damaged (ex. A car drives through it, falls over in a storm, etc.), you can rebuild the fence as it was before.
203
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Example Scenarios
I live in the foothills and my property is sloped. If I build a retaining wall, can I install a fence on top?
Yes, you can, with conditions. If you
construct a retaining wall, the fence
height will be measured from the base of
the fence at the surface above the
retaining wall. You can construct a
maximum 4-foot tall retaining wall with a
7-foot tall fence above before building
permits are required.
Wall
Height
Fence
Height
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Questions?
205
Item 8.
CITY OF OROVILLE
STAFF REPORT
TO: MAYOR REYNOLDS AND OROVILLE CITY COUNCIL MEMBERS
FROM: BILL LAGRONE, CITY ADMINISTRATOR
RE: AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF OROVILLE
RELATED TO THE ADOPTION OF A MILITARY EQUIPMENT USE
POLICY (FIRST READING), ADDING TO CHAPTER 9 SECTION 9.25 DATE: APRIL 19, 2022
SUMMARY
The Council will receive public input on and provide direction regarding the adoption of Ordinance NO. 1865, an ordinance on Military equipment use policy for the Oroville Police Department
DISCUSSION
Assembly Bill 481 (AB 481 or the Bill), codified at Government Code sections 7070 through 7075 requires a law enforcement agency (LEA) to obtain approval from its governing body, via adoption of a “military equipment” use policy (the Policy) by Ordinance prior to the LEA funding, acquiring, or using military equipment.
Items deemed to be “military equipment” by AB 481 are used as a component of overall best practices for LEAs throughout the country. These tools have been tested in the field, and are used by LEAs to enhance citizen safety, officer safety. Loss of these items would jeopardize the welfare of citizens and peace officers within the City of Oroville Police Department (OPD).
The term “military equipment”, as used in AB 481, in fact does not necessarily indicate equipment that has been used by the military. Pursuant to AB 481, items deemed to be “military equipment” include, but are not limited to, unmanned aerial or ground vehicles, armored vehicles, command and control vehicles, pepper balls, less lethal shotguns, less lethal 40mm projectile launchers, long range acoustic devices, and flashbangs.
OPD is committed to using the most up to date tools and equipment to safeguard the citizens of the City of Oroville. Some of the items deemed to be “military equipment” by AB 481 are utilized by OPD, and LEA’s across the country, in order to specifically reduce risk to community members. These items provide peace officers with the ability to safely resolve volatile situations which otherwise might rise to the level of a lethal 206
Item 9.
force encounter. The items listed in the Military Equipment Use Policy, also provide OPD’s peace officers with vital tools that facilitate compliance with its stringent use of force policy.
Following a review of the items listed in AB 481 and comparing that to the inventory of equipment in use by OPD, it has been determined that OPD uses some, but certainly not all, of the allowed military equipment which can be used by LEAs.
RECOMMENDATION
Waive the first reading and introduce by title only, Ordinance No. 1865 – AN
ORDINANCE OF THE CITY COUNCIL OF THE CITY OF OROVILLE ESTABLISHING A MILITARY EQUIPMENT USE POLICY, AMENDING TITLE 9 TO INCLUDE CHAPTER 9.25 MILITARY EQUIPMENT USE POLICY, FOR THE CITY OF OROVILLE POLICE DEPARTMENT PURSUANT TO ASSEMBLY BILL 481; and Return to council for second reading and conduct a public hearing.
ATTACHMENTS
A. Oroville Police Department Military Equipment Use Policy 706 B. City of Oroville Ordinance adding section 9.25.010-080 207
Item 9.
CITY OF OROVILLE
ORDINANCE NO. 1865
AN ORDINANCE ADDING SECTION 9.25 TO THE OROVILLE MUNICIPAL CODE
RELATING TO MILITARY EQUIPMENT USE
SECTION 1. Findings. The City Council of the City of Oroville finds:
A. On September 30, 2021, the Governor of the State of California signed into law Assembly Bill 481, relating to the use of military equipment by law enforcement agencies.
B. Assembly Bill 481, codified at California Government Code sections 7070 through 7075, requires law enforcement agencies to obtain approval of the applicable governing body, by an ordinance adopting a “military equipment” use policy, at a regular meeting held pursuant to open meeting laws, prior to taking certain actions relating to the funding, acquisition, or use of military equipment. The term “military equipment” is defined in California Government Code section 7070.
C. Assembly Bill 481 allows the governing body of a City to approve the funding, acquisition, or use of military equipment within its jurisdiction only if it makes specified determinations.
D. The proposed military equipment use policy enacted by this Ordinance will be maintained by the Oroville Police Department.
E. The proposed military equipment use policy enacted by this Ordinance will be published prior to enactment, and will be reviewed annually by the City Council.
F. The proposed military equipment use policy enacted by this Ordinance meets the requirements of California Government Code section 7070, subdivision (d).
SECTION 2. Chapter 9.25 of the Oroville Municipal Code is added to read as follows:
Chapter 9.70
“MILITARY EQUIPMENT” USE ORDINANCE
Sections:
9.25.010 Name of Ordinance
9.25.020 Definitions
9.25.030 Military Equipment Use Policy Requirement
9.25.040 Use In Exigent Circumstances
9.25.050 Reports on the Use of Controlled Equipment
9.25.060 Enforcement
9.25.070 Whistleblower Protections
9.25.080 Severability
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9.70.010 Name of Ordinance
A. This Ordinance shall be known as the Military Equipment Use Ordinance.
9.70.020 Definitions
A. “Military Equipment” includes all of the following (pursuant to California Government Code §7070):
1. Unmanned, remotely piloted, powered aerial or ground vehicles.
2. Mine-resistant ambush-protected (MRAP) vehicles or armored personnel carriers. However, police versions of standard consumer vehicles are specifically excluded from this subdivision.
3. High mobility multipurpose wheeled vehicles (HMMWV), commonly referred to as Humvees, two and one-half-ton trucks, five-ton trucks, or wheeled vehicles that have a breaching or entry apparatus attached. However, unarmored allterrain vehicles (ATVs) and motorized dirt bikes are specifically excluded from this subdivision.
4. Tracked armored vehicles that provide ballistic protection to their occupants and utilize a tracked system instead of wheels for forward motion.
5. Command and control vehicles that are either built or modified to facilitate the operational control and direction of public safety units.
6. Weaponized aircraft, vessels, or vehicles of any kind.
7. Battering rams, slugs, and breaching apparatuses that are explosive in nature.
However, items designed to remove a lock, such as bolt cutters, or a handheld ram designed to be operated by one person, are specifically excluded from this subdivision.
8. Firearms of .50 caliber or greater. However, standard issue shotguns are specifically excluded from this subdivision.
9. Ammunition of .50 caliber or greater. However, standard issue shotgun ammunition is specifically excluded from this subdivision.
10. Specialized firearms and ammunition of less than .50 caliber, including assault weapons as defined in Sections 30510 and 30515 of the Penal Code, with the exception of standard issue service weapons and ammunition of less than .50 caliber that are issued to officers, agents, or employees of a law enforcement agency or a state agency.
11. Any firearm or firearm accessory that is designed to launch explosive projectiles.
12. "Flashbang" grenades and explosive breaching tools, "tear gas," and "pepper balls," excluding standard, service-issued handheld pepper spray.
13. Taser Shockwave, microwave weapons, water cannons, and the Long Range Acoustic Device (LRAD).
14. The following projectile launch platforms and their associated munitions: 40mm projectile launchers, "bean bag," rubber bullet, and specialty impact munition (SIM) weapons.
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15. Any other equipment as determined by a governing body or a state agency to require additional oversight.
16. Notwithstanding paragraphs (1) through (15), "Military Equipment" does not include general equipment not designated as prohibited or controlled by the federal Defense Logistics Agency.
B. "City" means any department, agency, bureau, and/or subordinate division of the City of Oroville.
C. “Police Department” means any division, section, bureau, employee, volunteer and/or contractor of the City of Oroville Police Department.
D. “City Council” means the governing body that is the City of Oroville City Council.
E. “Military Equipment Use Policy” means a publicly released, written document that includes, at a minimum, all of the following:
1. A description of each type of Military Equipment, the quantity sought, its capabilities, expected lifespan, and product descriptions from the manufacturer of the Military Equipment.
2. The purposes and authorized uses for which the law enforcement agency or the state agency proposes to use each type of Military Equipment.
3. The fiscal impact of each type of Military Equipment, including the initial costs of obtaining the equipment and estimated annual costs of maintaining the equipment.
4. The legal and procedural rules that govern each authorized use.
5. The training, including any course required by the Commission on Peace Officer Standards and Training, that must be completed before any officer, agent, or employee of the law enforcement agency or the state agency is allowed to use each specific type of Military Equipment to ensure the full protection of the public's welfare, safety, civil rights, and civil liberties and full adherence to the Military Equipment use policy.
6. The mechanisms to ensure compliance with the Military Equipment use policy, including which independent persons or entities have oversight authority, and, if applicable, what legally enforceable sanctions are put in place for violations of the policy.
7. For a law enforcement agency, the procedures by which members of the public may register complaints or concerns or submit questions about the use of each specific type of Military Equipment, and how the law enforcement agency will ensure that each complaint, concern, or question receives a response in a timely manner.
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F. "Exigent Circumstances" means a law enforcement agency's good faith belief that an emergency involving the danger of, or imminent threat of death or serious physical injury to any person is occurring, has occurred, is about to occur, or may reasonably occur in the near future.
G. "State agency" means the law enforcement division of every state office, officer, department, division, bureau, board, and commission or other state body or agency, except those agencies provided for in Article IV (except Section 20 thereof) or Article VI of the California Constitution.
H. "Type" means each item that shares the same manufacturer model number.
9.70.030 Military Equipment Use Policy Requirement
A. The Oroville Police Department shall obtain approval of the City Council, by an ordinance adopting a Military Equipment Use Policy (MEUP) at a regular meeting of the City Council held pursuant to the Bagley-Keene Open Meeting Act (Article 9 (commencing with Section 11120) of Chapter 1 of Part 1 of Division 3 of Title 2) or the Ralph M. Brown Act (Chapter 9 (commencing with Section 54950) of Part 1 of Division 2 of Title 5), as applicable, related to the use of the following:
1. Requesting Military Equipment made available pursuant to Section 2576a of Title 10 of the United States Code.
2. Seeking funds for Military Equipment, including, but not limited to, applying for a grant, soliciting, or accepting private, local, state, or federal funds, in-kind donations, or other donations or transfers.
3. Acquiring Military Equipment either permanently or temporarily, including by borrowing or leasing.
4. Collaborating with another law enforcement agency in the deployment or other use of Military Equipment within the territorial jurisdiction of the City of Oroville.
5. Using any new or existing Military Equipment for a purpose, in a manner, or by a person not previously approved by the governing body pursuant to this chapter.
6. Soliciting or responding to a proposal for, or entering into an agreement with, any other person or entity to seek funds for, apply to receive, acquire, use, or collaborate in the use of, Military Equipment.
7. Acquiring Military Equipment through any means not provided by this section.
B. No later than May 1, 2022, if seeking to continue the use of any Military Equipment that was acquired prior to January 1, 2022, the Oroville Police Department shall commence a City Council approval process in accordance with this section. If the City Council does not approve the continuing use of Military Equipment, including by adoption pursuant to a Military Equipment Use Policy submitted pursuant to this code, within 180 days of submission of the proposed Military Equipment Use Policy to City Council, the Oroville 211
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Police Department shall cease its use of the Military Equipment until it receives the approval of City Council in accordance with this code.
C. In seeking the approval of City Council, the Oroville Police Department shall submit a proposed Military Equipment Use Policy to City Council and make those documents available on the Police Department’s internet website at least 30 days prior to any public hearing concerning the Military Equipment at issue.
D. The governing body shall consider a proposed Military Equipment Use policy as an agenda item for an open session of a regular meeting and provide for public comment in accordance with the Bagley-Keene Open Meeting Act (Article 9 (commencing with Section 11120) of Chapter 1 of Part 1 of Division 3 of Title 2) or the Ralph M. Brown Act (Chapter 9 (commencing with Section 54950) of Part 1 of Division 2 of Title 5), as applicable.
E. The governing body shall only approve a Military Equipment Use Policy pursuant to this chapter if it determines all of the following:
1. The Military Equipment is necessary because there is no reasonable alternative that can achieve the same objective of officer and civilian safety.
2. The proposed Military Equipment use policy will safeguard the public's welfare, safety, civil rights, and civil liberties.
3. If purchasing the equipment, the equipment is reasonably cost effective compared to available alternatives that can achieve the same objective of officer and civilian safety.
4. Prior Military Equipment use complied with the Military Equipment Use Policy that was in effect at the time, or if prior uses did not comply with the accompanying Military Equipment Use Policy, corrective action has been taken to remedy nonconforming uses and ensure future compliance.
F. In order to facilitate public participation, any proposed or final Military Equipment Use Policy shall be made publicly available on the internet website of the Police Department for as long as the Military Equipment is available for use.
G. The City Council shall review any ordinance that it has adopted pursuant to this Chapter approving the funding, acquisition, or use of Military Equipment at least annually and vote on whether to renew the ordinance at a regular meeting held pursuant to the Bagley-Keene Open Meeting Act (Article 9 (commencing with Section 11120) of Chapter 1 of Part 1 of Division 3 of Title 2) or the Ralph M. Brown Act (Chapter 9 (commencing with Section 54950) of Part 1 of Division 2 of Title 5), as applicable. 212
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9.70.040 Use in Exigent Circumstances
A. Notwithstanding the provisions of this Chapter, the Police Department may acquire, borrow and/or use Military Equipment in Exigent Circumstances without following the requirements of this code. Exigent Circumstances shall be determined by the Oroville Chief of Police is his or her absolute and sole discretion.
B. If the Police Department acquires, borrows, and/or uses Military Equipment in Exigent Circumstances, in accordance with this section, it must take all of the following actions:
1. Provide written notice of that acquisition or use to the City Council within 30 days following the commencement of such Exigent Circumstance, unless such information is confidential or privileged under local, state, or federal law.
2. If it is anticipated that the use will continue beyond the Exigent Circumstance, submit a proposed amended Military Equipment Use Policy to the City Council within 90 days following the borrowing, acquisition and/or use, and receive approval, as applicable, from the City Council.
3. Include the Military Equipment in the Police Department’s next annual Military Equipment Report.
9.70.050 Reports on the Use of Military Equipment.
A. The Police Department shall submit to City Council an annual Military Equipment Report for each type of Military Equipment approved by the City Council within one year of approval, and annually thereafter for as long as the Military Equipment is available for use.
B. The Police Department shall also make each annual Military Equipment Report required by this section publicly available on its internet website for as long as the Military Equipment is available for use.
C. The annual Military Equipment Report shall, at a minimum, include the following information for the immediately preceding calendar year for each type of Military Equipment:
1. A summary of how the Military Equipment was used and the purpose of its use.
2. A summary of any complaints or concerns received concerning the Military Equipment.
3. The results of any internal audits, any information about violations of the Military Equipment Use Policy, and any actions taken in response.
4. The total annual cost for each type of Military Equipment, including acquisition, personnel, training, transportation, maintenance, storage, upgrade, and other ongoing costs, and from what source funds will be provided for the Military 213
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Equipment in the calendar year following submission of the annual Military Equipment Report.
5. The quantity possessed for each type of Military Equipment.
6. If the law enforcement agency intends to acquire additional Military Equipment in the next year, the quantity sought for each type of Military Equipment.
D. Within 30 days of submitting and publicly releasing an annual Military Equipment Report pursuant to this section, the Police Department shall hold at least one well-publicized and conveniently located community engagement meeting, at which the general public may discuss and ask questions regarding the annual Military Equipment report and the law enforcement agency's funding, acquisition, or use of Military Equipment.
E. The City Council shall determine, based on the annual Military Equipment Report submitted pursuant to this section, whether each type of Military Equipment identified in that report has complied with the standards for approval set forth in this code and the Military Equipment Use Policy. If the City Council determines that a type of Military Equipment identified in that annual Military Equipment Report has not complied with the standards for approval, the City Council shall either disapprove a renewal of the authorization for that type of Military Equipment or require modifications to the Military Equipment Use Policy in a manner that will resolve the lack of compliance.
9.70.060 Enforcement.
A. Remedies for Violations of this Ordinance
1. This Chapter does not provide a private right of action upon any person or entity to seek injunctive relief against the City or any employee unless that person or entity has first provided written notice to the City Manager by serving the City Clerk, regarding the specific alleged violations of this Chapter.
2. If a specific alleged violation is not remedied within 90 days of that written notice, a person or entity may seek injunctive relief in a court of competent jurisdiction.
3. If the alleged violation is substantiated and subsequently cured, a notice shall be posted in a conspicuous manner on the City’s website that describes, to the extent permissible by law, the corrective measures taken to address the violation.
4. If it is shown that the violation is the result of arbitrary or capricious action by the City or an employee or agent thereof in his or her official capacity, the prevailing complainant in an action for relief may collect from the City reasonable attorney’s fees in an amount not to exceed $5,000 if they are personally obligated to pay such fees.
9.70.070 Whistleblower Protections.
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All provisions of Oroville’s Protection of Whistleblowers Workplace Policy, and including any updates or replacements thereto, shall apply.
9.70.080 Severability
A. If any section, subsection, sentence, clause, phrase, or word of this Chapter, or any application thereof to any person or circumstance, is held to be invalid or unconstitutional by a decision of a court of competent jurisdiction, such decision shall not affect the validity of the remaining portions or applications of this Chapter.
B. The City Council hereby declares that it would have passed this Chapter and each and every section, subsection, sentence, clause, phrase, and word not declared invalid or unconstitutional without regard to whether any other portion of this Chapter or application thereof would be subsequently declared invalid or unconstitutional.
SECTION 3. This ordinance shall take effect thirty (30) days after the date of its passage. Before the expiration of fifteen (15) days after its passage, this ordinance or a summary thereof shall be published in a newspaper of general circulation published and circulated within the City of Oroville along with the names of the members of the City Council of Oroville voting for and against same.
PASSED AND ADOPTED BY THE City Council of the City of Oroville, County of Butte, State of California, on this 19th day of April 2022, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
_______________________________
Chuck Reynolds, Mayor
ATTEST:
__________________________________
Jackie Glover, Assistant City Clerk
APPROVED AS TO FORM:
___________________________________
Scott E. Huber, City Attorney
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Policy
706
Lexipol California
CA LE Policy Manual
Copyright Lexipol, LLC 2022/03/21, All Rights Reserved.
Published with permission by Lexipol California
Military Equipment - 1
Military Equipment
706.1 PURPOSE AND SCOPE
The purpose of this policy is to provide guidelines for the approval, acquisition, and reporting requirements of military equipment (Government Code § 7070; Government Code § 7071; Government Code § 7072).
706.1.1 DEFINITIONS
Definitions related to this policy include (Government Code § 7070):
Governing body – The elected or appointed body that oversees the [DepartmentOffice].
Military equipment – Includes but is not limited to the following:
• Unmanned, remotely piloted, powered aerial or ground vehicles. • Mine-resistant ambush-protected (MRAP) vehicles or armored personnel carriers. • High mobility multipurpose wheeled vehicles (HMMWV), two-and-one-half-ton trucks, five-ton trucks, or wheeled vehicles that have a breaching or entry apparatus attached. • Tracked armored vehicles that provide ballistic protection to their occupants. • Command and control vehicles that are either built or modified to facilitate the operational control and direction of public safety units. • Weaponized aircraft, vessels, or vehicles of any kind. • Battering rams, slugs, and breaching apparatuses that are explosive in nature. This does not include a handheld, one-person ram.
• Firearms and ammunition of_.50 caliber or greater, excluding standard-issue shotguns and standard-issue shotgun ammunition.
• Specialized firearms and ammunition of less than_.50 caliber, including firearms and accessories identified as assault weapons in Penal Code § 30510 and Penal Code § 30515, with the exception of standard-issue firearms.
• Any firearm or firearm accessory that is designed to launch explosive projectiles. • Noise-flash diversionary devices and explosive breaching tools. • Munitions containing tear gas or OC, excluding standard, service-issued handheld pepper spray.
• TASER® Shockwave, microwave weapons, water cannons, and long-range acoustic devices (LRADs).
• Kinetic energy weapons and munitions.
• Any other equipment as determined by a governing body or a state agency to require additional oversight.
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Lexipol California
CA LE Policy Manual
Military Equipment
Copyright Lexipol, LLC 2022/03/21, All Rights Reserved.
Published with permission by Lexipol California
Military Equipment - 2
706.2 POLICY
It is the policy of the [agencyName] that members of this [departmentoffice] comply with the provisions of Government Code § 7071 with respect to military equipment. 706.3 MILITARY EQUIPMENT COORDINATOR
The [agencyHead] should designate a member of this [departmentoffice] to act as the military equipment coordinator. The responsibilities of the military equipment coordinator include but are not limited to:
(a) Acting as liaison to the governing body for matters related to the requirements of this policy.
(b) Identifying [departmentoffice] equipment that qualifies as military equipment in the current possession of the [DepartmentOffice], or the equipment the [DepartmentOffice] intends to acquire that requires approval by the governing body. (c) Conducting an inventory of all military equipment at least annually. (d) Collaborating with any allied agency that may use military equipment within the jurisdiction of [agencyName] (Government Code § 7071).
(e) Preparing for, scheduling, and coordinating the annual community engagement meeting to include:
1. Publicizing the details of the meeting.
2. Preparing for public questions regarding the [departmentoffice]’s funding, acquisition, and use of equipment.
(f) Preparing the annual military equipment report for submission to the [agencyHead] and ensuring that the report is made available on the [departmentoffice] website (Government Code § 7072).
(g) Establishing the procedure for a person to register a complaint or concern, or how that person may submit a question about the use of a type of military equipment, and how the [DepartmentOffice] will respond in a timely manner. 706.4 MILITARY EQUIPMENT INVENTORY
The following constitutes a list of qualifying equipment for the [DepartmentOffice]:
[Insert attachment here]
706.5 APPROVAL
The [agencyHead] or the authorized designee shall obtain approval from the governing body by way of an ordinance adopting the military equipment policy. As part of the approval process, the [agencyHead] or the authorized designee shall ensure the proposed military equipment policy is submitted to the governing body and is available on the [departmentoffice] website at least 30 days prior to any public hearing concerning the military equipment at issue (Government Code § 7071). The military equipment policy must be approved by the governing body prior to engaging in any of the following (Government Code § 7071):
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Lexipol California
CA LE Policy Manual
Military Equipment
Copyright Lexipol, LLC 2022/03/21, All Rights Reserved.
Published with permission by Lexipol California
Military Equipment - 3
(a) Requesting military equipment made available pursuant to 10 USC § 2576a. (b) Seeking funds for military equipment, including but not limited to applying for a grant, soliciting or accepting private, local, state, or federal funds, in-kind donations, or other donations or transfers.
(c) Acquiring military equipment either permanently or temporarily, including by borrowing or leasing.
(d) Collaborating with another law enforcement agency in the deployment or other use of military equipment within the jurisdiction of this [departmentoffice]. (e) Using any new or existing military equipment for a purpose, in a manner, or by a person not previously approved by the governing body.
(f) Soliciting or responding to a proposal for, or entering into an agreement with, any other person or entity to seek funds for, apply to receive, acquire, use, or collaborate in the use of military equipment.
(g) Acquiring military equipment through any means not provided above. 706.6 COORDINATION WITH OTHER JURISDICTIONS
Military equipment should not be used by any other law enforcement agency or member in this jurisdiction unless the military equipment is approved for use in accordance with this policy. 706.7 ANNUAL REPORT
Upon approval of a military equipment policy, the [agencyHead] or the authorized designee should submit a military equipment report to the governing body for each type of military equipment approved within one year of approval, and annually thereafter for as long as the military equipment is available for use (Government Code § 7072).
The [agencyHead] or the authorized designee should also make each annual military equipment report publicly available on the [departmentoffice] website for as long as the military equipment is available for use. The report shall include all information required by Government Code § 7072 for the preceding calendar year for each type of military equipment in [departmentoffice] inventory. 706.8 COMMUNITY ENGAGEMENT
Within 30 days of submitting and publicly releasing the annual report, the [DepartmentOffice] shall hold at least one well-publicized and conveniently located community engagement meeting, at which the [DepartmentOffice] should discuss the report and respond to public questions regarding the funding, acquisition, or use of military equipment. 218
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OROVILLE POLICE DEPARTMENT
____________________________________________________
1. Unmanned Aerial Systems
a. Description, Quantity, Capabilities, and Purchase Cost:
DJI M300 with HT20 drone, Quantity 1, Cost $25,000 each The Mavic 2 Enterprise was specifically built to serve industries and applications in public safety, inspection, search & rescue, fire response, and law enforcement. This Unmanned Aerial System (UAS) is a battery powered, remote operated device with a mounted camera, light and infrared imaging device. This UAS has proven to be useful to public safety agencies in firefighting, search and rescue, pre-operational surveillance, and other tactical situations where aerial views enhance the safety and efficiency of public safety personnel. This UAS has a flight time of 45 minutes.
b. Purpose: May be deployed when an arial view would enhance situational. awareness and assist officers or incident commanders during, but not limited to, the following occurrences:
Arrest/Search Warrant
CBRNE (Chemical, Biological, Radiological, Nuclear, Explosives) Crowd Control/Special Events
Dignitary Protection Detail
Disaster Management
Ongoing Criminal Investigation
Explosive Ordnance Disposal/Investigation
Fire
Forensic/Crime Scene
Missing Persons Investigations
Perimeter Search and Security
Search and Rescue
SWAT Operation
Traffic Collision
Training
Public Relations/Multimedia Productions
Assisting outside agencies in any of the above situations Assisting other City of Oroville departments with carrying out their mission of better serving Oroville residents and visitors. 219
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OROVILLE POLICE DEPARTMENT
____________________________________________________
c. Authorized Use: UAS may be utilized to enhance the department’s mission of protecting lives and property when other means and resources are not available or are less effective. Any use of a UAS will be in strict accordance with constitutional and privacy rights and Federal Aviation Administration (FAA) regulations. The use of UAS shall not be used in the following circumstance:
To conduct random surveillance.
To target a person based solely on actual or perceived characteristics, such as race, ethnicity, national origin, religion, sex, sexual orientation, gender identity or expression, economic status, age, cultural group, or disability.
To harass, intimidate, or discriminate against any individual or group. To conduct personal business of any type.
UAS shall never be weaponized.
d. Expected Lifespan: 5 – 10 years
e. Fiscal Impact: $500 - $1000 battery replacement
2. Specialized Firearms
a. Description, Quantity, Capabilities, and Purchase Cost: Rifles are firearms that are fired from shoulder level, having a long spirally grooved barrel intended to make bullets spin and thereby have greater accuracy over a long distance. Rifles are magazine fed and either bolt-action or semi-automatic. Rifles can be configured for different purposes such as patrol, traffic motorcycle, or SWAT.
The cost of the weapon greatly depends on the configuration. The below costs are averages. Submachine guns are magazine fed automatic carbines designed to fire handguns cartridges. All submachine guns and sniper rifles are exclusively used by the SWAT team.
Colt AR15-A1 5.56, Quantity 15, Cost $1400 each
Remington 700 .308, Quantity 1, Cost $1400 each
Springfield M1A .308, Quantity 1, Cost $1200 each
Plainfield M1 Carbine .30, Quantity 1, Cost $900 each
Heckler and Koch MP5 submachine gun 9mm, Quantity 3, Cost $2300 each 220
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OROVILLE POLICE DEPARTMENT
____________________________________________________
Winchester.308 WIN Match, Quantity 100 Cost $2 each
165 gr specialized duty ammunition for the Patrol Officer Hornady TAP 5.56 NATO, Quantity 1,000
75 gr ammunition for duty carbine rifles
Hornady TAP .223 Training .223 REM, Quantity 9,500
55 gr practice rounds used for qualifications and training Federal 12g. Slug 1oz, Quantity 500
1oz slug used by Patrol Officers and the SWAT team.
b. Purpose: To be used as precision weapons to address a threat with more precision and/or greater distances than a handgun, if present and desirable. c. Authorized Use: Only POST certified and department trained officers may use rifles. Only POST certified and department trained SWAT officers may use submachine guns. All personnel who are authorized to use a rifle must demonstrate proficiency annually. SWAT members must demonstrate proficiency monthly with both rifles and submachine guns. d. Expected Lifespan: Lifespans vary, and some have none as parts can be changed. e. Fiscal Impact: Annual maintenance is approximately $50 for each weapon.
3. Distraction Devices
a. Description, Quantity, Capabilities, and Purchase Cost:
Defense Technology Mutli-Port Distraction Device, Quantity 3, Cost $60 Defense Technology Fuse, Quantity 15, Cost $34
A non-bursting, non-fragmenting reusable device that produces a loud noise with an intense bright light. These distraction devices are commonly referred to as “flashbangs” and they are extremely useful for distracting dangerous persons during assaults, hostage rescues, and other high-risk arrest situations. The devices are re-usable up to 25 times by replacing the fuse.
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OROVILLE POLICE DEPARTMENT
____________________________________________________
b. Purpose: To produce a distraction with a loud noise and bright light in order to provide a tactical advantage for officers.
c. Authorized Use: Distraction devices shall only be used by officers who have been trained in their use during hostage or barricaded subject situations, situations that pose a high risk of death or serious bodily injury to officers, or during training exercises.
d. Expected Lifespan: 5 years
e. Fiscal Impact: Replace fuses and bodies as needed. Currently about 0 replaced a year for an average cost $0 annually.
4. Chemical Agents and Smoke Canisters
a. Description, Quantity, Capabilities, and Purchase Cost: Chemical Agents munitions, which are commonly referred to as “tear gas,” can be used by the Oroville Police Department as a non-lethal tool to disperse rioting suspects or barricaded subjects. The Oroville Police Department uses chemical agents which are used by law enforcement agencies across the United States: CS (2- Chlorobenzylidenemalononitrile) and OC (Oleoresin Capsicum). CS is an irritating agent and lachrymator (irritates the eyes and causes tears to flow). CS has been medically tested in the UK and the US, specifically by the US Army. There are no known allergic reactions to CS. OC was de-regulated in California in 1996, is endorsed by the FBI, and is available to civilians to legally possess (2.5 oz or less).
OC is an inflammatory agent which causes involuntary closure of eyes (open in 2- 5 minutes) and respiratory inflammation (subsides in approximately 2 minutes).
Defense Technology Riot Control Continuous Discharge CS, Quantity 1, $33 each
The Riot Control CS Grenade is designed specifically for outdoor use in crowd control situations with a high-volume continuous burn that expels its payload in approximately 20-40 seconds through four gas ports located on the canister. This grenade dispels smoke as well as CS which allows for concealed tactical movement as well as crowd displacement. 222
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OROVILLE POLICE DEPARTMENT
____________________________________________________
Sage Control Ordnance 37MM Sage CS Smoke, Quantity 10, Cost $18 each A less lethal 37MM spin stabilized impact baton fire from a multi-round purpose built 37MM launcher with a rifled barrel. 37MM SAGE RIFLED - IRRITANT SMOKE MODEL: KO2 The KO2 is a pyrotechnic irritant smoke munition primarily used for crowd management situations. It is designed to be used to deny specific outdoor area occupation and to relocate or move unruly crowds. In a single source configuration, the KO2 is offered in short- and long-range variations.
b. Purpose: To de-escalate a potentially deadly situation, with a reduced potential for death or serious physical injury to all persons, when a decision has been made to restrain or arrest a violent or threatening subject(s). c. Authorized Use: Chemical Agents may be used for crowd control, crowd dispersal, or against barricaded suspects based on the circumstances. Only the Watch Commander, Incident Commander, or Tactical Commander may authorize the delivery and use of tear gas, and only after evaluating all conditions known at the time and determining that such force reasonably appears justified and necessary.
d. Expected Lifespan: All chemical agents have a life span of 5 years e. Fiscal Impact: Replace expired or used chemical agents- $500 annually
5. Less Lethal Impact Weapons
a. Description, Quantity, Capabilities, and Purchase Cost:
Penn Arms 37MM 6 Shot Launcher, Quantity 1, Cost $2,700 The 37MM 6 shot launcher is a tactical 6 shot launcher that fires a standard 37MM less lethal ammunition up to 131ft. This launcher provides multi-shot capability before having to reload.
Tru Flite 37 MM Super Long Range Gas Gun, Quantity 1, Cost $700 223
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OROVILLE POLICE DEPARTMENT
____________________________________________________
The 37MM single shot launcher is a tactical single shot launcher that fires a standard 37MM less lethal ammunition up to 350 yards. This launcher is a breach loaded and must be reloaded after each use.
Remington 870 Less Lethal Shotgun, Quantity 8, Cost $500 each The Remington 80 Less Lethal Shotgun is used to deploy the less lethal 12-gauge Super-Sock Beanbag Round up to 75 feet. The range of the weapon system helps to maintain space between officers and a suspect reducing the immediacy of the threat which is a principle of deescalation. 12-Gauge Super-Sock Beanbag Round, Quantity 55, Cost $5 each A less lethal 2.4 inch 12-gauge shotgun round firing a ballistic fiber bag filled with 40 grams or lead shot at a velocity of 270-290 feet per second.
These rounds are discharged from a Remington 870 12-guage shotgun that is distinguishable by an orange butt stock and fore grip. This round provides accurate and effective performance when fired from the approved distance of not fewer than 5 feet. The maximum effective range of this munition is up to 75 feet.
Sage Control Ordnance 37MM Sage Rifled-Impact, Quantity 27, Cost $18 each A less lethal 37MM spin stabilized impact baton fire from a multi-round purpose built 37MM launcher with a rifled barrel at up to 240 feet per second. The 72.2-gram Polyurethane Ogive & two (2) Nylon rotating bands projectile delivers 162/lbs. of energy upon impact. The KO1 is a direct fire modular impact baton round that is designed to be used in situations where kinetic energy is preferred for the incapacitation of hostile and/or non-compliant individuals. Available in either standard energy or less-energy variations. The KO1 is reloadable and is available with smokeless or black powder blended propelling charges to provide law enforcement with affordable realistic training capabilities.
Sage Control Ordnance 37MM Sage Rifled-Impact, Quantity 27, Cost $18 each A less lethal 37MM spin stabilized impact baton fire from a multi-round purpose built 37MM launcher with a rifled barrel at up to 240 feet per second. The 72.2-gram Polyurethane Ogive & two (2) Nylon rotating bands projectile delivers 162/lbs. of energy upon impact. 224
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OROVILLE POLICE DEPARTMENT
____________________________________________________
The KO1 is a direct fire modular impact baton round that is designed to be used in situations where kinetic energy is preferred for the incapacitation of hostile and/or non-compliant individuals. Available in either standard energy or less-energy variations. The KO1 is reloadable and is available with smokeless or black powder blended propelling charges to provide law enforcement with affordable realistic training capabilities.
b. Purpose: Less Lethal munitions can be used to de-escalate a potentially deadly situation, with a reduced potential for death or serious physical injury. c. Authorized Use: Less lethal munitions may be used by those officers trained in their use in the following type of situations, but are not limited to these situations:
Persons armed with a weapon and the tactical circumstances allow for the safe application of the approved munitions
Persons making credible threats to harm themselves or others. Persons engaged in riotous behavior such as throwing rocks, bottles, or other dangerous projectiles at people or officers.
d. Expected Lifespan:
All launchers and less lethal shotguns – 10 years
All munitions 5 years
e. Fiscal Impact: Replace stock as needed (varying cost) and maintenance cost of launchers/shotguns ($100 annual)
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CITY OF OROVILLE
STAFF REPORT
TO: MAYOR AND COUNCIL MEMBERS
FROM: BILL LAGRONE, CITY ADMINISTRATOR
RE: NORTH STAR PROPOSAL PRESENTATION FOR MARKETING
SERVICES
DATE: APRIL 19, 2022
SUMMARY
The Council will receive a presentation from North Star, Place Branding and Marketing in response to the released Request for Proposal (RFP) for Marketing Services.
DISCUSSION
Staff released an RFP for Marketing Services from 30 days and received one response from North Star. The request was to develop and implement a sustainable and strategic marketing and branding plan addressing the attraction, expansion, and retention of tourists, both individual and group, in Oroville; including strategic visioning, style guide development, marketing collaterals design and production.
North Star’s presentation will include a schedule of fees, examples of previous work, and an implementation outline to detail plans to launch the strategy. North Star proposes that Oroville invest in brand development and planning in year one, with years two and three focuses on marketing activation. See the attached North Star proposal for additional details.
FISCAL IMPACT
The funds will come from the general fund balance
RECOMMENDATION
Provide staff with direction
ATTACHMENTS
North Star – Marketing Proposal
Schedule of Fees
226
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227
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March 15, 2022
Proposal to the City of Oroville
for Marketing Services
904.645.3160 | [email protected] | 1023 KINGS AVENUE, JACKSONVILLE, FL 32207 228 Item 10.
COVER LETTER
March 15, 2022
Ms. Dawn Nevers
City of Oroville
1735 Montgomery St
Oroville, CA 95965
Ms. Nevers,
Thank you for the opportunity to respond to your RFP for Marketing Services for Oroville, California.
We would consider it an honor to work with you.
We believe North Star is the ideal partner to help Oroville develop and execute the creation of a destination brand and marketing program. As a leader in place branding and marketing, all of our work is focused on helping communities identify their competitive strengths and leverage those strengths strategically, creatively and tactically. Our philosophy is simple: Your brand should connect the soul of your community to the heart of your consumers. The process we use to realize that philosophy is much more complex, as it has been refined and perfected over the past 20 years through partnerships with over 200 communities in 44 states. Many of those partnerships have resulted in jump starting new destination marketing organizations.
By way of this letter, North Star does understand the project and the scope to be performed. While not a formal exception, rather a recommendation, North Star is proposing that Oroville invest in brand development and planning in year one, with years two and three focused on marketing activation. Our scope of work is offered as such.
I would love to talk with you regarding how North Star can help Oroville as it charts a new direction for the destination. Please let me know if you have any questions regarding this proposal. Thank you once again, and I look forward to hearing your thoughts.
Only the best,
Will Ketchum | President
O: 904.645.3160 x1006 • F: 904.645.6080 • C: 904.304.8742 [email protected]
North Star Place Branding & Marketing
1023 Kings Ave.
Jacksonville, FL 32207
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INTRODUCTION
The Oroville Situation
From renowned golf courses to gold trails and river beaches to horseback riding, tourism in Oroville runs the full gamut. With such a wide range of outdoor activities to choose from, Oroville may just be the best kept secret in Northern California. Though not the capital of tech, movies or even the state, Oroville could very well be considered the capital of peace, getting away, and life outdoors. Plus, it’s only a 90 minute drive that separates California’s capital from Oroville, so a day trip to enjoy Casa Vieja or Gold City Grill is never out of the question. The city’s breadth of attractions, both historic (Oroville Dam) and natural (Table Mountain), have something that appeals to everyone, and prove that all you can wish for does indeed exist in one singular community. Oroville has something for every heart, young and old.
With origins as a Gold Rush community, Oroville welcomed any and all with open arms. The city has now reached a pivotal point. With a growing population and lofty goals for tourism and attraction, the need to create a lasting and memorable brand that embodies the community has never been greater. Just as Lake Oroville flows to the Feather River, a more cohesive and unified brand, will help both individual and group tourists flow to the “City of Gold.” The City of Oroville can better promote itself to attract and retain additional residents. A thoughtful and thorough brand will promote the region as a premier destination leading to increased tax revenues and job creation. Oroville; come for the activities, stay because it’s where the heart is.
The Advantage of a Full-Service Destination Marketing Specialist Over the last two decades, North Star has partnered with over 200 communities coast to coast, helping them become more competitive. Bottom line…communities are our passion, and we’ve got the success stories to prove that passion. We’re closely familiar with California through projects in Placer County, Santee, Bakersfield, Lodi, Glendale, Lancaster, Tehachapi, Sebastopol, and Dublin.
Nationally, North Star has collaborated on high-level initiatives with the states of Florida and Mississippi, with well-known cities such as Providence, Rhode Island and Newark, New Jersey, and with smaller communities like Dandridge, Tennessee and Petersburg, Alaska. We’re even thoroughly experienced getting destination management organizations up and running having worked with Fairburn, Georgia; Charles County, Maryland; Cloverdale, California; Seward, Alaska and Las Vegas, Nevada. All that varied expertise is important for Oroville because you want a firm with the chops, credentials and gravitas to manage your project.
Our portfolio of work and record of problem-solving proves that we do not offer a stock solution.
Beyond a deep understanding of the economic development, and relocation/workforce attraction markets, the advantage of our specialization is that our process—which a generalist agency cannot replicate—helps us obtain precisely the right insights to develop the unique community brand you need to influence your audiences.
Rare in the place branding consulting industry, North Star is also a full-service agency that can help Oroville market well beyond the research, strategy and brand creation stages. 230 2
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Process: How Strategy Unites Your Community & Your Tourism Stakeholders Our process combines a proven approach with customized creativity and out-of-the-box thinking specific to the Oroville situation. It begins with detailed research and expert-driven strategy development. Then it builds vivid brands in the real world through award-winning visual identity design and an action plan implementable by your team (or with our assistance as needed) within your budget and timeline.
Given the array of interests and desired outcomes for branding Oroville as a tourism destination, this approach will prove especially advantageous. Research and strategy will be paramount to reaching consensus concerning the direction of the brand well before any decisions about creative elements and activation are made. We find that the strongest connections between a community and its brand are made when everyone understands and supports the ideas that underlie the eventual logo and tagline. Thus, our process and guidance is centered first on creating understanding and buy-in to a DNA and strategic platform. This critical, foundational asset will outlive any campaign because it is the underlying truth and driving force of your community. With consensus on it, the creative decisions that follow will be relatively simple for your committee. Time and time again, we have learned that strategy unites and inspires partner compliance and ultimately changes behavior.
PROJECTS OF SIMILAR NATURE
Tourism/Brand Development Experience
The following are short summaries of work with past clients who welcomed us to their destinations:
Placer County, California
There is nowhere on earth with a spot as spectacular as Lake Tahoe.
But that is just a great beginning to the fun, adventure, and relaxation in Placer County. Everywhere in the County offers breathtaking views, and there is an activity or vista for every part of the year. The challenge: Do travelers ever know what county they are in? Do they care? Visit Placer, a county-wide organization, faced the task of promoting more than 100 miles of natural playground with larger DMOs at each end of the county whose budgets dwarfed theirs. The line “Life at its Peak” is an obvious nod to Tahoe but frames “Peak” primarily in its alternate sense of “best” or “ultimate.” It highlights the range of assets in Placer County. It is always peak season for something in Placer County: fun, wine, adventure, farm to table, etc.
Fargo, North Dakota
Few tourism destinations have received as much acclaimed exposure in the movies and television as Fargo, North Dakota. And while Fargo does have some of the quirky optimism and interest of the movies and shows by the same name... it is so much more. In fact, over the last decade Fargo has acquired a kind of under the radar cool that can only happen when a small prairie town has a thriving, edgy arts district. The challenge: how to capture this cool in a way that doesn’t end up destroying it. Fargo’s vibe is completely uncontrived. It comes from being absolutely itself and anything but normal. Quirky and one-of-a-kind. Creative and kooky. Misfit and 231 3
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maverick. Even more common, conventional pursuits like shopping and sports feel completely different when experienced through the prism of Fargo's unique light. Contrast all this attitude with Fargo’s location in typically conservative and conventional North Dakota and you’ve got something pretty special. Fargo is located north of the vast majority of the nation. And Fargo is certainly not normal. So the “North of Normal” position serves double duty as a geographic identifier and an attitudinal definer.
Lodi, California
When heavy-hitting destinations with big budgets have positioned themselves in the marketplace, it can be difficult to create a branding toehold for your own travel adventure. Such was the case with Lodi, CA, a smaller, more authentic wine country destination marketing in the same arena as Sonoma County and Napa Valley. Now that's some full-bodied competition! Lodi produces many respected wine labels, but with 90,000 acres of winegrape soil it also grows more grapes – for myriad famous labels – than any other wine country destination in California. That authentic agricultural connection to the land, the grape, and the growers creates a much earthier, more intimate, and immersive wine experience. The challenge with this brand was to develop a look that was at once earthy and sophisticated, warm and clean. The line “Behind the Wine” and the accompanying logo invite visitors to enjoy a deeper wine experience. This approach also allows Lodi to market its other assets using the brand including family activities, a charming downtown, and outdoor recreation. Graphic elements in ads, websites, outdoor boards, etc. reinforce the earthy sophistication and the idea of peeling back the superficial for a deeper experience.
Virginia’s Blue Ridge
With profuse natural resources spread among a handful of cities and towns, this regional brand has an affinity for the outdoors. Throughout the strategy and branding process, the cvb had to carefully navigate the political waters to bring all the players together. Prior to the initiative, cooperation among regional players was limited, with each entity vying for resources to promote its singular asset or set of assets. (In part because the region was called Roanoke Valley.) Renaming the region based on the area’s shared greatest strength (the Blue Ridge Mountains and the region’s surprising metro mountain mix) and giving all major players an authentic strategic platform from which to work shifted marketing from competitive to collaborative. Results of the project include record-breaking bed-tax growth for 8 consecutive years, a record-setting year for hosting meetings and sports planners in 2017, and the STS “Shining Example Award” for inter-governmental relations.
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THE NORTH STAR TEAM ORGANIZATIONAL CHART
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NORTH STAR TEAM BIOS
Ed Barlow
Senior Vice President, Director of Strategic Planning • Project Manager Ed loves a good riddle. Ever since being the fastest to find the toaster in the tree in his pediatric dentist’s waiting room, he has been solving marketing and operational challenges with creative and strategic instincts. Most recently, Ed gained valuable experience on both the client and agency sides of the branding relationship as an ADDY-award-winning Director of Marketing and Communications for the parent corporation to a group of national facility services companies serving transportation, travel, aviation, retail, healthcare, and hospitality industries. He has also worked as Senior Copywriter and Marketing Strategist for a branding design firm in Nashville specializing in persuasive content for Music Row, corporate, and nonprofit clients. His success can be traced to intense curiosity, ability to listen intently, and all those questions that lead to solving any riddle. Ed caters to North Star clients with creativity, effective communication and customer service. His insights and instincts lead clients to a broad, inclusive approach to successful community place branding for the long-term. He has led successful community place branding initiatives for Iowa’s Creative Corridor; Lima/Allen County, Ohio; Lauderdale Lakes, Florida; Brookings, South Dakota; Jamestown, New York; Helena- West Helena, Arkansas; Downtown New Orleans, Louisiana; State of Mississippi; State of Florida; Goshen, Indiana and Tehachapi, California.
Education: Florida State University | MA, Southern Methodist University Sam Preston
Director of Project Management • Project Manager
Having lived in the west and the southeast, Sam is well traveled. Growing up in Idaho, he developed a natural wanderlust and a love of wide open spaces, viewpoints and opportunities. His studies led him to Utah and there he caught the marketing and branding bug at some of Salt Lake City’s best branding agencies. As a Floridian, Sam now enjoys a different kind of wide open space with his growing family. With nearly a dozen years of experience advising clients, Sam is known as a highly organized, steady force at the table for every project. He is a champion of the client’s interests, but with a keen eye for the brand and marketing approach that will serve them best.
Education: Utah Valley University
Patrick Golden
Executive Creative Director
With his background in history, passion for architecture, and love of a good story, Patrick loves learning about the place he hasn’t been, a town off the beaten path, or the true heart of a city. Combine these qualities with his love of strategy and design, and he is ready to distill all of this into design mark, logos, straplines and narratives that are as authentic as the places they represent. And he’s got the awards to show it - dozens of Addys and an Effie for marketing effectiveness.
Patrick has even painted the art on our walls and designed our office spaces. He’s a true Renaissance creative man. Being mistaken for a local is the greatest compliment you can pay Patrick. He always has a bag packed, a camera in his hand and a sketchbook in his backpack, ready to 234 6
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rack-up as many miles and experiences as possible.
Education: Flagler College
Roberto Muñoz
Research & Market Insights Director
Writing, marketing, research—all done with careful accuracy and quick wit: Roberto is a five-tool player for the placemaking game thanks to his endless energy and versatile skill set. After a stint at a downtown Nashville marketing agency, Roberto joined North Star as a supportive teammate with a penchant for finding the right words—and numbers—to tell a community’s story in vivid detail. Whether working on business development or a research presentation, he always looks to learn about unique towns and cities nationwide and about the character and voice that sets them apart. He also puts his dual language skills to work for our many clients that have Hispanic populations. After college, Roberto returned to the Music City to spend time with family and begin a career in advertising. If he’s not poring over commas and decimal points, he’s likely catching a minor league ballgame in Nashville’s Germantown or making a seasonal pilgrimage to Wrigley Field in Chicago.
Education: The University of Chicago
Anita Carter
Vice President, Creative Services
Driven by avid curiosity—be it learning the origin of a word or phrase or everything there is to know about a place— Anita is an explorer at heart.
The need to know how things work and what "makes people tick" led her to a Psychology degree with a focus in marketing. From being on the team that developed some big consumer brands like the Cadillac Escalade to overseeing an international spa skincare brand and developing place brands in her home state of Florida, the desire to know what is going on "behind the curtain" has proven a truly valuable asset. At North Star, Anita gets involved at every level digging into research to help develop sound strategic foundations and bringing those ideas to life through big ideas, expressive writing and creative expressions. When she's not busy figuring things out, Anita is exploring the world with many of her adventures taking her to wine growing regions, a passion she shares with her husband. She’s a trained massage therapist too but she only pulls that trick out of the bag in emergencies.
Education: Florida State University
Tyler Holder
Director of Strategic Communications
While a Florida native, Tyler’s career and curiosity often takes him well beyond state lines. From supporting economic development projects to managing community initiatives across the U.S. and beyond, Tyler brings a wealth of experience in public relations, content creation and social media management to our team. Whether it’s developing the positioning for a place marketing campaign or navigating complex, multi-layered local issues, his integrated mindset ensures 235 7
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we approach each project holistically, considering all perspectives and opportunities. As an avid and steadfast Jacksonville Jaguars fan, Tyler takes time away from the office to venture into a couple away stadiums in his teal and black each year – from New York, Houston, Nashville, Seattle, and more.
Education: University of North Florida
Taylor Mende
Community Development Manager
No matter the project or client need, Taylor brings much more than a warm smile to the task at hand. Growing up in a small town in Western New York gave her an appreciation for learning about what makes a community unique. With media, marketing and account service experience in agencies up and down the East Coast, Taylor understands the importance of solid client relationships. She listens and anticipates needs, then responds with psychic-level ability... It’s something she learned while working in Guest Services at the ultimate destination for millions of families — Walt Disney World. When she isn’t assisting clients, Taylor enjoys capturing perfect moments behind the lens of her camera and maintaining her undefeated-at-home Jeopardy! status.
Education: State University of New York College at Cortland Becky Swann
Art Director
Bi-lingual when it comes to graphic and web design, Becky understands how to use imagery and type to generate desire for all the places she promotes. With an entrepreneurial spirit and love of playing hip hop covers on her guitar, she brings vibrant energy to every project that crosses her desk (even though it has to get through Patsy, the office cat, first). Ads, websites, logos, there isn’t anything she can’t make beautiful — but more importantly — effective when it comes to design and visual communication. Having grown up in Minnesota, Becky has an affinity for working out of our sunny Jacksonville office. Especially in January.
Education: The Art Institute of Jacksonville
Will Ketchum
President • Leadership & Strategic Oversight
Communities are everything – spirit, pride, livelihoods, ambitions, friendships, recreation, and most of all, home. With that point of view, Will is as passionate about community and place branding as they come. From our Jacksonville office, he manages North Star operations and is always close to clients and our work. He’s advised Fortune 1000 companies, major metros and rural counties on marketing and brand strategy over his 30 years in the agency business and has a particular focus in community economic development. He has led a community-wide visioning process to create a competitive global identity for Jacksonville which involved a wide array of city leaders, stakeholder groups and sponsors. Will’s never seen a trail he didn’t want to take – whether it's traveling to solve branding challenges in amazing client communities, or traveling for fun with his family.
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Education: Vanderbilt University | MBA, University of North Carolina at Chapel Hill Don McEachern
Founder • Leadership & Strategic Oversight
Don McEachern has been growing research based brands for more than 20 years.
His experience includes working for multinational advertising agencies as well as nationally recognized creative boutiques. During his time in the ad world, Don put his stamp on some of the world’s most famous brands including Goldkist, Hawaiian Tropic, Suntory Bottled Water Group, Trump Plaza, Panasonic and Lanier Worldwide. For his efforts he received numerous awards, including the prestigious national Effie for marketing effectiveness and a Clio for excellent creativity. 20 years ago, Don struck out on his own. With a dream and a dollar, he launched North Star Destination Strategies, specializing in brand marketing and research for places. More than 200 nationwide communities later, Don has become a recognized expert in the exploding field of place branding and destination research. With a process that combines education, research, strategy, creativity and action, he has helped create unique and effective brands for the states of Mississippi and Florida; major downtown areas including New Orleans and Memphis and big-name cities like Jacksonville, Florida, Dayton, Ohio and Providence, Rhode Island. That same process and passion has also been applied to small cities that will soon be household names such as Petersburg, Alaska, Sebastopol, California and Warrensburg, Missouri.
Education: The University of Tennessee
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SCOPE OF WORK
Philosophy
North Star’s only business focus is destination branding and marketing. As such, we have developed a very strong philosophy on place branding and marketing in our two decades of experience.
North Star will not “create” the brand for Oroville. It already exists in the very DNA of your community. Rather, we will uncover your brand and bring it to life in ways that have meaning for your target audiences. Uncovering Oroville’s unique DNA is essential to the success of all the marketing and community-building efforts that follow. Just as an individual’s DNA determines everything from how that person looks to how that person acts (as well as their health and vibrancy), your DNA should be the foundational touchstone for everything in your community from marketing to infrastructure to policy. As such, the heart of any truly impactful brand is a research-driven and authentic DNA Definition.
Once identified, this DNA Definition can drive consistent and powerful communications, focus brand development, shape experiences, impact your environment and more.
Phase 1: Market Research & Brand Strategy
Stakeholder and Community Education
Inclusiveness and early understanding are critical to the smooth implementation of a community brand.
Educating your residents, businesses, and stakeholders on the purpose, process, and the possibility of a brand early is the first step in achieving buy-in from these important audiences. Specific attention must be given to your steering committee to ensure that the leaders of this initiative share a vision for the purpose, desired outcomes, and accomplishments of this project. North Star has created an array of educational tools designed to increase understanding of and support for the Oroville marketing services initiative. To that end, we provide:
Educational Presentation: Live PowerPoint presentation (during the in-market trip) to your stakeholders for purposes of educating and furthering buy-in of community branding.
This is not a canned presentation. We will collaborate with the City of Oroville to determine what you want to convey. Then we will craft the presentation to meet those goals.
Educational Site / Brand Story Site: This site serves as an online tool to direct traffic of Oroville residents and stakeholders interested in learning more about the project, getting involved in the research stage, or becoming a champion after the launch of the new brand. Here is an example of a live educational site for Johnson City, TN: brandjc.com Research
Upon reviewing the existing research provided in the proposal, North Star has identified the following studies to help achieve Oroville’s destination branding goals. The added benefit of working with North Star is our existing understanding of the area. We can move more rapidly through the research phase and test, confirm and measure changes in opinion more rapidly. The recommended studies ensure we have the most current sense of the Oroville landscape.
Situation Analysis: This establishes the current lay of the land from the perspective of your critical partners. We administer an online questionnaire to each of your internal 1238 0
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groups or partner organizations. We then meet with each group during the in-market visit to more fully understand your primary objectives, general history, current political landscape, resources, competitors, etc. This is an excellent opportunity to engage your regional partners from the onset of the project.
Research, Planning, Communications and Media Audit: We conduct a comprehensive review of your provided relevant research and planning documents. In addition, we review and analyze marketing materials, branding, logos, and messaging from Oroville as well as recent press related to Oroville.
Familiarization Tour: As part of our formal in-market itinerary, we will tour area attractions, meeting facilities, commercial and residential buildings, downtown, hotels/motels, restaurants, entertainment venues, historic areas, sports complexes, natural areas, and retail and visitor centers. We will spend plenty of time exploring and experiencing the region.
Key Partner Organization Interviews and Focus Groups: Some of our most valuable pieces of insight for the purposes of defining your DNA and crafting your creative work come from these intensive one-on-one interviews and focus groups. With the assistance of project leaders, we want to identify and speak to key stakeholders about Oroville (including officials and staff from Oroville, real estate developers, park officials, board members, business community members, nonprofit and civic organizations, young professionals, etc.). We also want to talk to articulate individuals who are passionate about the community (musicians, writers, artists, coaches, ministers, historians, professors, matriarchs, patriarchs and more).
We want to work with Oroville project leaders to ensure minorities and disadvantaged groups are included in these focus groups. Because we can react to the information they give us with original questions, these interviews often lead us down exciting discovery paths not revealed by resident-focused quantitative surveys.
Tapestry
® Visitor Profile (can be substituted with a Community Survey of Residents if visitor records do not exist): Tapestry
® provides a data-driven visitor profile that is entirely unique to your destination. Using visitor records or inquiries provided by your hoteliers (if available), Tapestry
®
reveals visitors’ lifestyles, preferences, media usage, buying behavior and more. This report is useful for identifying potential growth visitor markets, budget allocation, media planning and buying, product development and event planning. ● Who Report: Consumer demographic and socio-economic classification, which allows for comparison between your consumers and members of your community. In other words, are your residents like or unlike your visitors? ● What Report: Profile of consumer lifestyle and media habits such as media usage, household buying preferences, recreational interests, civic involvement, dining choices, retail preferences, lodging tendencies, travel behavior and more. ● Where Report: Grid showing relative comparisons of feeder markets based on the highest concentration of core consumers.
● Consumer Mapping: Origin information from existing databases (inquiries, lodging properties, attractions, etc.).
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Influencer Perception Study: North Star conducts qualitative, in-depth phone interviews with professionals outside Oroville to uncover contextual perspectives. In collaboration with the Oroville project team, we compile a list of 20 (complete at least 5) identified potential interviewees from a target pool of elected officials, third party site selectors, business executives in your preferred industries, tour operators, regional and state level executives in economic development and tourism, and other external influencers you identify.
Consumer Awareness & Perception Study: This survey is conducted using a statistically significant random sampling of consumers and non-consumers in two outside markets using research panels. Data will be cross-tabulated in a number of ways to reveal the most insightful patterns between consumer and non-consumer groups. For instance, perceptions and attitudes for those who have visited Oroville will be compared and contrasted to those who have not visited and are reporting perceptions purely on reputation. This study measures:
● Overall awareness and perceptions of Oroville
● Overall awareness and perceptions of competitor cities ● Measurements of Oroville’s delivery of quality of life indicators ● Consumer experiences in Oroville
● Attitudes regarding Oroville’s strengths and weaknesses ● Consumer opinions regarding what needs to be added or taken away ● Changes in consumer perceptions of Oroville after visiting ● Patterns of visitation activities associated with consumers’ primary purpose of visitation
Competitive Positioning Review: A brand message and marketing strategy analysis evaluates Oroville’s position relative to the competition in the greater region and the state - on both tourism and economic development levels.
Insights & Strategy
Our insights come from asking a number of thought-provoking questions: What brand “story” does the research say? What emotional attachments can the brand hold? What are Oroville’s core values? How does the brand fit into the consumer’s lifestyle? How can the brand best be used to elicit Oroville’s desired emotional/behavioral responses? It is from these insights that we determine the positioning of the comprehensive place brand.
These insight questions are gathered in a succinct storyline that leads directly to Oroville’s strategic brand platform (DNA Definition). This platform is the critical touch point for all branded activity moving forward. For maximum brand impact, all efforts, thoughts, communications, and actions should literally and symbolically support its essence.
Situation Brief & Insight Development: We get our sharpest minds together at one time to review all of the research findings. Data on its face has limited value, but the connections between data points open up understanding and opportunity. The entire North Star team weaves together these connections into a compelling set of insights that start to tell the Oroville story. 1240 2
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DNA Definition (Positioning Statement): Based on those insights, a guiding statement for the management and development of your brand is created. This definition should serve as the touch point for all Oroville tourism marketing activities moving forward. Many of our communities reference their DNA Definition when making decisions about everything from policy to infrastructure improvement to promotions. This DNA Definition would be unique to Oroville as a tourist destination.
Included in your DNA definition is:
Target audience: For whom the City of Oroville has the most appeal.
Frame of reference: Geographic context of the City of Oroville Point of difference: What makes the City of Oroville special.
Benefit: Why it should matter to the consumer.
Here is an actual example of how this construct guided our client Placer County, California and led to their “Life At Its Peak” tourism brand positioning:
Target audience: For those who want to breathe easy amidst breathtaking beauty, breathtaking beauty,
Frame of reference: Placer County, from the Sacramento Valley to the Sierra Nevada along I-80, Sierra Nevada along I-80,
Point of difference: is where California reaches up to Lake Tahoe and outdoor adventure reaches every interest in every season,
Benefit: so your senses and connections are heightened.
Research and Strategy Presentation This represents a critical juncture in the project. We prepare a comprehensive review of all relevant research, insights, and recommended DNA Definition.
A preview of this presentation is shared with key branding committee members for editing and fine-tuning. The collaboratively perfected presentation is made in-person to the City of Oroville staff and committee, and the accompanying report is shared digitally. DNA Definition approval is required before proceeding.
Phase 2: Creative
Creativity
In this stage, the insights and strategy are transformed into tangible creative products that embody Oroville. An in-depth Creative Brief and a Creative Workshop guide this process. Straplines, logos, color, and messaging (with graphic standards) are created. Additional deliverables will be developed to express the new brand identity in the context of its future use.
Creative Workshop: A collaborative, interactive meeting between the North Star team and the City of Oroville team/committee (a group of your choosing) will explore the roles of different creative 1241 3
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elements and identify creative preferences. Our goal is to most effectively hone in on the type of work you want without limiting the creative thinking of our writers, graphic designers, and art directors. This meeting is always a lot of fun for everyone involved.
Strapline & Rationale (5): A strapline is not the be-all and end-all for your brand. But it is the start of the story. Depending on how safe or edgy you want to be, Oroville straplines can capture people’s attention immediately and pique their curiosity or they can serve as a solid, hard-working tool that starts the job of positioning Oroville in the minds of consumers. North Star will provide a minimum of five different straplines, along with rationales for the strengths of each line. We also conduct trademark and Google searches to ensure the availability of each line. This is a critical step and one often overlooked by many professionals. There is nothing more frustrating than getting to the end of the project with a strapline that is not available to you! Logos (5): We will present a minimum of five logo options for the City of Oroville that represent a variety of concepts, including an evolution of your current logo. We will provide two rounds of revisions to your selected logo. We further design this logo with and without the state name and with and without the strapline in vertical and horizontal lockups, representing all the different ways you could use it. North Star allows for two rounds of client revisions.
Color Palettes (2): We start by developing logos in black and white to reduce color bias. But once your logo decision is made, we open up the possibilities visually by allowing you to select between two very different palettes. This is a key decision in how your visual brand identity will “feel” since color evokes emotion.
Looks (2): We craft two entirely different visual looks that allow you to choose how your brand will be conveyed in terms of headlines, photography style, special graphic elements, detailing and copy points. We will also provide a round of revisions for the look of your choice to ensure it reflects your exacting standards. The Creative Committee will select one look, and it will be applied to all subsequent deliverables.
Brand Style Guide: This guide contains all the necessary information for using your logo, color palette, typefaces, language and other foundational creative elements to ensure consistency across all mediums. We provide a digital version as well as working InDesign files so you can edit the guide as necessary.
Custom Deliverables (8-10): To assist in the communication of the final brand concept, we will work with you to identify a list of 8-10 custom deliverables that target your specific Goals. This is a powerful addition as it brings the logo and design to life through elements in the real world.
The production of associated materials remains outside of this scope — the deliverables are visual examples. Options include, but are not limited to:
Website and Social Media Design • Templates (Reports, Presentations, Email, etc.) Billboards Print & Digital Advertising • Visitor Center Design • Partner Recruitment & Co-branding Visitor Guide Merchandise (Apparel, Outdoor Gear, etc.) • Interior & Exterior Signage Final Report and Presentation: We compile your brand into a final oral presentation that summarizes the research, takes viewers through the foundational creative development (narrative, strapline, logo and color palette), and through the steps of the action plan. Each step is illustrated using the custom deliverable designs. We always leave time for discussion to ensure understanding, buy-in and a clean beginning to the ongoing implementation of your brand. Your final report will show the research, 1242 4
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strategy, creative work, and action plan in their entirety and will be shared digitally along with raw data files, a logo suite, and JPEG image files of all deliverables, and your brand style guide.
Phase III: Action & Implementation
Action & Implementation
In this stage, North Star develops a strategic action plan to assimilate your evolved positioning. The plan is broken up into two primary sections for direction: the first is for City of Oroville marketing and promotion; the second focuses on integration and stakeholder partnership. Both will leverage insights gained by the research phase to produce strategies focusing on: tourism development; increasing length of stay; increasing consumer awareness; providing more opportunities for stakeholder partnerships; strengthening your brand; and growing the economic impact of the entire tourism industry for Oroville.
Sales and Marketing Assimilation: We will work collaboratively to make this planning as meaningful to you as possible. The recommended tactics for marketing communications will take into account your discretionary marketing resources to ensure the implementation is reasonable and makes the best use of your available budget. Depending on your objectives, we will provide tactics in areas such as:
Visitor segment focus (i.e., family, adventure, wine)
Media mix
Travel trade efforts
Public relations
Guerrilla marketing
Digital marketing/advertising
Website strategy
Posts, hashtags and social media
strategy
Street team campaigns
Viral opportunities
Destination and Partner Engagement: During this portion of the plan, we will provide tactics for application of your brand strategy to your physical environment and for integration with your destination stakeholders including:
Public and partner education campaigns
Hospitality training
Visitor center experience
Festivals and events
Master planning
Wayfinding and signage
Outdoor recreation
Arts
Awards
Environmental application
Community Communication & Rollout Guidance: The first and most important audience for your brand and eventual campaign is your citizen base. To educate them on the process, the outcome and the opportunity the new brand creates, North Star will prescribe a community rollout plan that details the brand and campaign to all interested stakeholders and citizens so that they can see, understand, and embrace it before the wider marketplace launch. This will include engaging those who sign up on the Community Engagement Website to be Brand Ambassadors (Brand Champions).
Brand Action Ideas: These are high-impact and custom ideas (up to 8) designed to raise the profile of the new City of Oroville brand and bring it to life in every corner of your community. 1243 5
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Many of these ideas involve setting up the organization and cooperation that will propel your brand forward, while others serve as inspiration for brand adoption in creative and unique ways. ● Economic Development (marketing, communications, training, outreach, resources, etc.
all specifically related to economic development.)
● Private Sector (ideas and tools to engage businesses and private sector organizations.)
● Education (programs with the school district, small business/entrepreneur mentoring, education for front-line hospitality staff, etc.) ● Arts (public art campaigns, partnerships with art organizations, art contests, artists-in-residence programs.)
● Sports (tournaments, events, youth sports, etc.)
● Events (any organized activity that ties back to the brand ranging in scope from festivals to health fairs to career counseling to community clean-up days.) ● Festivals (repackage existing events/festivals or develop new ones that connect to your brand strategy.)
● Tourism (marketing, communications, training, products, packaging, merchandise, etc… all specifically related to tourism.)
● Environmental Applications (look at your community as if it were a canvas.) ● Awards (civic awards, organizational awards, etc.)
● Policy (laws or measures that support the brand strategy.) ● SEO (strategies to increase the visibility of your brand’s digital elements via best practices online.)
● Health (community health programs, school-based health initiatives, business-based health initiatives, hospital and health care agency partnerships.) ● Master Planning (design and development of infrastructure and support systems consistent with the brand strategy)
Phase IV: Evaluation & Results Tracking (Future/Optional) Evaluation yields new information, which may lead to the beginning of a new planning cycle.
Information can be gathered from concept pre-testing, campaign impact in the marketplace, and tracking studies to measure a brand’s performance over time. Ideally, evaluation answers two basic questions: Have responses to the brand among target audiences changed in the way the BrandPrint intended? And have these changes resulted in action that will achieve the desired objectives of the brand?
The research studies in this plan are designed to produce benchmarks and results that can be used for comparison with future studies. Additionally, our 20 years of branding experience have shown that true success can be seen in the spread of excitement, inspiration, and innovation surrounding your brand among residents and stakeholders. Lastly, we are always available to answer questions and help with later marketing riddles. We have maintained an ongoing personal and business relationship with most of our clients, some for more than a decade. These tracking studies are outside the 1244 6
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proposed scope of work but we wanted the City of Oroville to be aware of their future availability.
We use the following tools to measure tactical effectiveness:
12-Month Follow-Up: We follow up one year after your brand implementation to discuss the successes you have enjoyed and hurdles that you are working to overcome. We provide suggestions and direction for next steps in your continual brand integration.
Consumer Awareness & Perception Post-Study: Through the initial CAP study, you will have gained an in-depth understanding of the brand perceptions of the community among consumers. You will also have an excellent benchmark. By repeating the study, you will be able to easily assess the changes in your reputation in the minds of outsiders, visitors, and potential visitors.
Phase V: Comprehensive Years 2 & 3 Marketing Activation Years 2 & 3 Marketing Activation Management: North Star’s work and expertise extends well beyond creating the destination brand. As a specialist in tourism marketing, our scope will also include forming and assisting with implementation of the marketing action plan - inspired by your brand strategy. North Star will develop a comprehensive marketing strategy following this general framework and potential array of tactics:
● Business objectives (e.g. attraction and event visits, hotel nights, etc.) ● Communications objectives (e.g. awareness, reach, frequency, inquiries, site visits, change perceptions, etc.)
● Target audiences definition, analysis and quantification ● Target audiences key insights
● Key messaging articulation by market segment
● Communication, PR, social media and digital/paid media strategy ● Communication, PR, social media and digital/paid media strategy ● Annualized schedule and sequence of all tactics (month-by-month flowchart) ● Annualized marketing activation budget by tactic
● Program measurement and evaluation (definition of all metrics by tactic) 1245 7
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YEAR ONE PROJECT TIMELINE
Getting Started Call Week 1
Phase I
Market Research + Brand Strategy
Situation Analysis Weeks 1 - 2
Research & Planning Audit Weeks 1 - 2
Communication & Media Audit Weeks 1 - 2
Community Engagement Website Weeks 1 - 2
In-Market (Tour, Focus Groups, Interviews) TBD
Online Community Survey & Brand Barometer Weeks 4 - 8
Qualitative (Influencer) Perception Study Weeks 6 - 10
Consumer Awareness + Perception Survey Weeks 8 - 10
Competitive Positioning Review Weeks 8 - 10
Situation Brief & Insight Development Week 11
DNA Definition Development Weeks 11 - 13
Research & Strategy Presentation Week 14
Phase II
Creative
Creative Brief Development (Internal) Week 15
Creative Workshop/Community Workshop Week 15
Foundational Creative Development Weeks 16 - 20
Custom Deliverable Development Weeks 21 - 25
Phase III
Action & Implementation
Community Communication & Rollout Guidance Weeks 26 - 30 Brand Action Ideas Weeks 26 - 30
Final Report & Presentation Weeks 31 - 32
Proposed Timeline 32 Weeks
Timeline is dependent upon an efficient client approval process, which requires that data and feedback from the client is received at key milestones. If the client approval and consensus process takes longer than 36 weeks, North Star will invoice any remaining contracted amount at that time and reserves the right to propose project extension fees at a blended hourly rate.
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CLIENT REFERENCES
The following are past clients that have firsthand experience with our process. To view more of our past work, visit NorthStarIdeas.com.
Placer County, CA
Mr. Rob Haswell
Executive Director
Visit Placer
530.887.2111
[email protected]
Virginia’s Blue Ridge
Mr. Landon Howard
Executive Director
Roanoke Valley Convention & Visitors Bureau
540.342.6025
[email protected]
Lodi, CA
Ms. Nancy Beckman
President/CEO
Lodi Convention & Visitors Bureau
209.365.1191
[email protected]
Johnson City, TN
Ms. Keisha Shoun
Director, Communications and Marketing
City of Johnson City
423.434.6249
[email protected]
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FEATURED
CASESTUDIES
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CHALLENGE:
Do travelers ever know what county they are in? Do they care? Visit Placer, a county-wide organization, faced the task of promoting more than 100 miles of natural playground with larger DMOs at each end of the county whose budgets dwarfed theirs. The fi rst step was identifying an overarching distinction for a diverse destination followed by an uphill climb to bring interested parties together, some of whom didn’t see the need. And it just so happens that one of the world’s most famous destinations, Lake Tahoe, is in Placer County — certainly a great advantage, but there were some diffi culties too. How could Visit Placer enhance North Lake Tahoe as well as other attractions in the County?
INSIGHTS:
There is nowhere on earth with a spot as spectacular as Lake Tahoe. But that is just a great beginning to the fun, adventure, and relaxation in Placer County. Everywhere in the County offers breathtaking views, and there is an activity or vista for every part of the year. Placer County is where tense shoulders locked in a seemingly permanent shrug will relax. There are rewards at every turn — I-80 is the perfect off-ramp to adventure. Still, many of these experiences remain under the radar or are not identifi ed as part of Placer County. Visit Placer needs to use its limited budget to partner with established organizers and category enthusiasts even outside the County to drive interest to the relaxed, accessible, comfortable opportunities in the area.
BRAND STRATEGY:
Placer County’s draw is for those seeking to breathe easy surrounded by breathtaking beauty. Stretching from Sacramento to Nevada across the Sierras, Placer County promises an adventure for every season from powder to palates. Bay Area travelers in particular should schedule a bit more time for their trip to Tahoe because there is so much more to do just off I-80. North Star and Placer County developed creative tools to celebrate peak seasons, peak performances, and natural peaks found in Placer County. Something is always at its peak here.
Implementation will focus on partnerships within the County among organizations and communities but also affi nity groups across the West and beyond that will enjoy the Placer County experience.
The line “Life at its Peak” is an obvious nod to Tahoe but frames “Peak” primarily in its alternate sense of “best” or “ultimate.” It highlights the range of assets in Placer County. It is always peak season for something in Placer County: fun, wine, adventure, farm to table, etc. It can be modifi ed with a lead-in to the line: “Placer County Sports…Life at its Peak.” Or it can describe different categories at their peak in Placer County: Adventure at its Peak, Flavor at its Peak, etc. The line can take the lead or be used as supportive language when used by other DMOs or individual communities across the County. And it speaks to the quality of life throughout the destination which makes it a great invitation for recruiting talent for economic development interests.
In the logo, symmetrical graphic mountains offer a nod to the terrain while conveying upward movement and ultimate experiences. The unique font was selected for its welcoming sense of personality and high legibility.
The mark also contains several graphic elements that can be used in various confi gurations and as a graphic vocabulary throughout branded materials. This fl exibility will make it easy for Visit Placer to use the county-wide message to reinforce the individual efforts of assets and attractions across the destination. There are only a few counties that come to mind as recognizable destinations, and a majority of them are in California:
Napa, Orange, Sonoma. Now there’s another one you should add to that list — Placer. 249
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CHALLENGE:
Full-bodied competition. When heavy-hitting destinations with big budgets have positioned themselves in the marketplace, it can be difficult to create a branding toehold for your own travel adventure. Such was the case with Lodi, CA, a smaller, more authentic wine country destination marketing in the same arena as Sonoma County and Napa Valley.
INSIGHT:
Lodi produces many respected wine labels, but with 90,000 acres of winegrape soil it also grows more grapes – for myriad famous labels – than any other wine country destination in California. That authentic agricultural connection to the land, the grape, and the growers creates a much earthier, more intimate, and immersive wine experience.
BRAND STRATEGY:
North Star recommended targeting wine novices, connoisseurs, and those in-between, who long for down-to-earth experiences and positioning Lodi as the wine country destination with the most winegrape acreage in California, bringing you closer to the grape making for a more intimate, immersive and memorable vacation.
CLIENT KUDOS:
“Visit Lodi! is thrilled with the new Lodi brand. We very much enjoyed working with Don McEachern and his team at North Star Destination Strategies on the branding process. Their comprehensive research based approach has produced a product that we feel is not only appealing but representative of our destination.” – Nancy Beckman, President and CEO, Visit Lodi! Conference & Visitors Bureau 252
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TARGET AUDIENCE: For those who appreciate the original sound of an authentic welcome,
FRAME OF REFERENCE: Bakersfield is where Los Angeles becomes the Central Valley,
POINT OF DIFFERENCE: And where you find the heart of California’s giving ground,
BENEFIT: So everyone has a chance to find something better.
BRAND DNA
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TARGET AUDIENCE: For those seeking a place made of the right stuff, FRAME OF REFERENCE: Kern County, at the intersection of Los Angeles and the Central Valley,
POINT OF DIFFERENCE: Is where California is both grounded and boundless, BENEFIT: Literally and figuratively giving more power to you.
BRAND DNA
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CHALLENGE:
Quincy is a shining star in Illinois. Historic, beautiful and growing in a time when many cities of similar size in the state are struggling. But part of being great is knowing you can be even better. City leaders recognized that various public sector organizations in Quincy weren’t working as a team, in large part because they all had different ideas about what made the community special. The first step in getting everyone on the same page was a branding initiative to identify exactly what page that is.
INSIGHT:
Take a trip to Quincy and you’ll be surprised by the number of visiting Mormons.
Talk to those visitors and you’ll be touched by the tears that well up as they pay tribute to Quincy, describing how the community protected their forefathers fleeing religious persecution and death in the 1800s. For them Quincy is not a vacation, it’s a pilgrimage of gratitude. And that is just one example of Quincy’s almost 200 year history of caring --and acting on that compassion-- in a way that saves lives, changes lives and lifts lives. Quincy is rich with resources and assets, but going the extra mile is what makes the city magnificent.
BRAND STRATEGY:
Quincy’s graphic identity leverages the unique letter that leads the city’s name.
The line, “Right on Q” conveys that Quincy is the right choice. When people or businesses or organizations need help or support of any kind, Quincy is there...
Right on Q. The logo brings the Q to life in a monogram that uses the city’s historic architecture as inspiration. It is an abstract representation of various historic elements from windows to doors to bridges. Stones circle the Q, while the keystone serves as the leg. The look that extends the graphic identity into the community uses a watermark of the logo to contain the subjects of photography. The leg of the Q is used as a spotlight for emphasis and the headline structure is easy to use and reinforces the strapline.
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CHALLENGE:
Few tourism destinations have received as much acclaimed exposure in the movies and television as Fargo, North Dakota. And while Fargo does have some of the quirky optimism and interest of the movies and shows by the same name... it is so much more. In fact, over the last decade Fargo has acquired a kind of under the radar cool that can only happen when a small prairie town has a thriving, edgy arts district. And when the Misfit Conference chooses to make your city one of its host towns. And when the “oh so particular” cool seekers nationwide start whispering your name as one of the places to be. The challenge: How to capture this cool in a way that doesn’t end up destroying it.
INSIGHT:
Fargo’s vibe is completely uncontrived. It comes from being absolutely itself and anything but normal... Quirky and one-of-a-kind. Creative and kooky. Misfit and maverick. Even more conventional pursuits like shopping and sports feel completely different when experienced through the prism of Fargo’s unique light. Contrast all this attitude with Fargo’s location in typically conservative and conventional North Dakota and you’ve got something pretty special.
BRAND STRATEGY:
Fargo is located north of the vast majority of the nation. And Fargo is certainly not normal. So the strapline “North of Normal” serves double duty as a geographic identifier and an attitudinal definer. A simple arrow takes the place of the “A” in Fargo and points north while its placement... out of line with the rest of the word... let’s you know that Fargo is anything but mainstream. Creative work uses bright interesting colors and compelling color screens to grab the viewer’s attention. Unique headlines are paid off by an unexpected twist in the photography making Fargo’s tourism messaging at once intellectual and hilarious. Unexpected twists are carried through in merchandise, guerilla marketing and infrastructure.
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CHALLENGE:
Faith can move mountains. Virginia’s Roanoke Valley was a destination having trouble connecting.
The area’s diverse assets weren’t connected in the minds of visitors. Marketing efforts weren’t connected or collaborative. The region’s name wasn’t connected to its greatest asset (the Blue Ridge Mountains and Parkway). Tourism stakeholders weren’t connecting politically. The state wasn’t connecting importance to the region or its efforts. And the region’s big metro wasn’t connecting with other more rural counties and cities.
INSIGHT:
North Star research landed on two critical insights. The region’s proximity and relationship to the world famous Blue Ridge Mountains and Parkway was the primary point of connection in visitors’ minds. Changing the destination name to be more reflective of this high-profile asset would shift the marketing priorities from the city of Roanoke to the entire region. The region offered a compelling mix of metropolitan and mountain assets... within minutes of each other.
BRAND STRATEGY:
North Star recommended targeting visitors seeking a rich mix of culture and outdoors, using the name to establish ownership of the Blue Ridge Mountains and Parkway in the state and positioning the region as having the largest metropolitan center in the Blue Ridge Mountain chain.
North Star also recommended changing the region’s name to Virginia’s Blue Ridge. Avoiding direct reference to the mountains or parkway prevents the tourism focus from being just mountains and outdoor, which is critical since the metro-mountain mix is brand essence. It also keeps it short and easy. Use of Virginia as a descriptor immediately places the region geographically and establishes ownership of the Blue Ridge asset in the state. The logo is a simple, natural nod to the mountains.
To keep things clean and to keep the focus on the name, the CVB opted not to use a strapline.
The creative concept showcases a day’s activities for a visitor in the form of a timeline, which takes you from metro to mountain and back to metro in the space of a few hours. All tourism collateral showcases the diversity of metro mountain experiences.
RESULTS & CLIENT KUDOS:
In 2013 the Roanoke Valley CVB offered free partnerships to tourism business to better unify the region and to increase cooperation and collaboration. That same year, Roanoke City, City of Salem and Roanoke County received the 2013 Southeast Tourism Society’s Governmental Tourism Leadership Shining Example Award for their support of Roanoke Valley CVB. Due to the increased success of the Roanoke Valley CVB branding and marketing efforts, local governments have increased tax funding to the CVB by over one million dollars, to support continued growth. Due to the increased success of the Roanoke Valley CVB branding and marketing efforts, local governments have increased tax funding to the CVB by over $1 million to support continued growth. 266
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CHALLENGE:
With a sesquicentennial approaching, Johnson City was eager to update a decades-old brand identity and distinguish itself among the Tri-Cities. Eyeing the next 150 years, how can this outdoor mecca and educational powerhouse leverage the region while standing out within it? Johnson City needed a strong brand that positioned itself as a talent magnet for decades to come and a vehicle to celebrate the century and a half that defined its authenticity, culture and self-sufficient nature.
INSIGHT:
Johnson City demonstrates a strong commitment to quality of life, particularly to outdoor pursuits. It has more opportunities close to downtown than neighbors like Asheville. So there’s no Asheville envy here, just a desire to enjoy short commutes whether that is to your tech job in a space with exposed brick walls or a mountain bike park on the edge of downtown organized like your favorite ski resort. Like many college towns, Johnson City suffers brain drain as grads chase urban living elsewhere only to find it unaffordable. But this City is not the place to get lost in a theoretical vacuum. The critical thinking and insights gained from higher education get tested and put to work here. You’ll find the innovation you’d expect from universities and the business sector, but take a look at the public sector. Johnson City solved a chronic flooding issue by creating Founders Park that mitigates the problem while creating a beloved space. Just one of many examples in this picturesque town of how critical thought can go the extra mile in creating critical mass (outdoor rec, downtown activity and community pride).
BRAND STRATEGY:
Johnson City’s new brand elements serve as an invitation to this mountain setting and economic opportunity. But it is also a call to action to get outdoors, do your best, and become involved. Go All Out will obviously attract adventurers and outdoor enthusiasts.
But it encourages innovative thinking and gets to a distinction for perseverance and resiliency in this part of the state. You are part of a strong community here that will Go All Out for your needs and dreams.
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YEAR ONE PROPOSED BUDGET
Partnering with the City of Oroville is not a responsibility we take lightly. If it becomes necessary, we are interested in collaborating with Oroville leaders to create an even more custom scope of work for perfecting this important initiative.
Item Price
Research, Insights & Strategy $30,000
Creative $33,000
Action + Implementation $17,000
PROJECT TOTAL $80,000
Subsequent years 2 & 3 budgets will be developed during the Action + Implementation planning phase, but should range from $80,000 - $150,000, depending on available resources. This cost proposal has been calculated with consideration to third party costs associated with the research (we subscribe to a research tool) and North Star’s blended hourly rate of $185/hr. Travel will be billed on a pass through basis. 274
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CITY OF OROVILLE
STAFF REPORT
TO: MAYOR REYNOLDS AND CITY COUNCIL MEMBERS
FROM: DAWN NEVERS, ASST. COMMUNITY DEVELOPMENT DIRECTOR RE: SANK PARK PERIMETER FENCE OPTIONS FOR SELECTION TO
PREPARE REQUEST FOR PROPOSAL
DATE: APRIL 19, 2022
SUMMARY
The City Council may receive recommendations from the Park Commission and Historic Advisory Commission to select a fencing an option to for staff to prepare a request for proposal to fabricate a fence to erect around the perimeter of Sank Park.
DISCUSSION
Following the City Council’s approval on September 7, 2021, of the application for Per Capita funding for fencing to be installed around the perimeter of Sank Park and Rotary Park. Staff sought input from the Park Commission and the Historic Advisory Commission for new fencing because the location is a City park and falls within the Downtown Historic Overlay.
The fencing will replace the deteriorating wood and chain link fence surrounding Sank Park with a wrought iron fence. The fence was originally proposed to be a 6’ tall decorative wrought iron fence with decorative gates that would be locked when the park is closed from dusk to dawn. The intent is to prevent further vandalism of the historic home and park grounds during the evening hours.
On March 8, 2022, staff received direction from the Park Commission to forward recommendation of a 5’ tall white fence to replicate a rendering of the Lott Home fence with a simple picket design and corner posts with finial (Option A).
On March 24th, 2022, staff received direction from the Historic Advisory Commission to forward recommendation of a 5’ tall matte gray fence to replicate that of a fence for a Gothic Revival home with relatively simple and narrow pickets with the entrance gate posts being fairly ornate and he gate inset at Montgomery Street (Option B with no curb).
Following City Council approval, a Request for Proposal (RFP) would be published, and the lowest or most qualified bidder will be selected to complete the project. 276
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FISCAL IMPACT
Staff anticipates the proposals received for the fencing for the Sank Park fence and Rotary Park fence may exceed the Per Capita allocation of $177,952.00. Should this be the case a budget appropriation will be requested.
RECOMMENDATION
Select one of the following, or a combination:
1. Option A recommended of the Park Commission
2. Option B recommended of the Historic Advisory Commission
3. Or provide another recommendation to staff for the fencing selection.
ATTACHMENTS
Fencing Options A & B
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OPTION A
Park Commission
5’ tall white fence to replicate a rendering of the Lott Home fence with a simple picket design and corner posts with finial.
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OPTION B
Historic Advisory Commission
5’ tall matte gray fence to replicate that of a fence for a Gothic Revival home with relatively simple and narrow pickets with the entrance gate posts being fairly ornate and he gate inset at Montgomery Street (no curb) 279
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CITY OF OROVILLE
STAFF REPORT
TO: MAYOR REYNOLDS AND OROVILLE CITY COUNCIL MEMBERS
FROM: BILL LAGRONE, CITY ADMINISTRATOR
RE: ADVISORY BALLOT MEASURE REGARDING THE
CONTRACTING OUT OF FIRE PROTECTION SERVICES FOR THE
CITY OF OROVILLE
DATE: APRIL 19, 2022
SUMMARY
The Council will consider a potential advisory ballot measure regarding the contracting of Fire Protection Services to Cal Fire, if approved the potential start date of any contract with Cal Fire would be delayed until November 15, 2022.
DISCUSSION
At the April 5, 2022, meeting Councilman Pittman requested to discuss the potential of an advisory ballot measure regarding the contracting of fire protection services with Cal Fire. Submitted potential ballot language would be “Shall the City of Oroville Fire Department personnel services of Fire Department be contracted out to State of California?”. If this ballot measure is approved the contracting of any services from Cal Fire would have to be delayed until after the general election on November 8, 2022, the earliest start date of a contract would be November 15, 2022.
If a ballot measure is approved the Council the timeline necessary to have the measure placed on the ballot will require an agreed upon question submitted to the County Election Clerk no later then July 26, 2022. The process for the election measure must begin at the beginning of May 2022, to meet all the steps required prior to an election.
The cost of a ballot measure is an estimation at this time. The reason for the estimation and not an actual cost is based around the new census numbers. Election costs are based upon the number of election materials, ballots and miscellaneous materials needed for an election. Since the new census numbers have been released there has been no elections, therefore there is no historical data to base a calculation upon.
Additionally, the ballot measure has not been submitted which also complicates the issue. The estimated cost is between $5,000 and $10,000. 280
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FISCAL IMPACT
None currently. If direction is provided to prepare a ballot measure the cost associated with the direction will be provided with future staff reports.
Recommendation
Provide Staff Direction
Attachments
1. Election suggested timeline
2. Estimated cost for fire protection services
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Estimated Cost
Cal Fire
Proposed cost is at top step pay for each classification. It is expected that actual cost will be less then proposed due to each position will not be filled by employees earing top step.
Annual cost is for actual amount paid to employees. A savings and potential earnings of approximately 10% ($450,000) is expected.
Oroville Fire
Personnel Cost $4,041,676.00
Operational Cost $ 202,000.00
*Total FY22/23 $4,243,676.00
Projected cost assuming a 4% increase due to inflation and increased operating cost. Revenue from out of county response varies each year, expected revenue approximately $200,000.00 Personnel Cost $4,049,492.00
Operational Cost $ 202,000.00
Original Total* $4,251,492.00
Estimated increase due to benefit
total cost for FY 22/23. Revised
estimate provided in March of 2022
by Cal Fire
$4,800,000.00
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City of Oroville
OFFICE OF THE CITY ADMINISTRATOR
1735 Montgomery Street
Oroville, CA 95965-4897
(530) 538-2433 FAX (530) 538-2468
www.cityoforoville.org
Monthly Department Report
March 2022
BUILDING
Permits Issued – 88
Applications Received - 105
Total Permits Finalized – 59
Business Licenses/Occupancies Issued – 8 (7 new business/ 1 owner change/0 location change)
Permit Violations generated by Code Enforcement Stop Work Orders - $1,857.00
PLANNING
The Housing Element is being revised to address some late comments by HCD, after which it will go to them for a preliminary review prior to public review of the document. HCD is commonly allowing deadline extensions past June of 2022; Supported the March Development Review Committee (DRC) meeting and March Planning Commission meetings. Projects reviewed included an Olive Ranch Tentative parcel map, the proposed new mural at Pacific Coast Producers, a Use permit for Dutch Brothers on Feather River Boulevard near Maverik, and the potential new award for exemplary historic preservation. Currently reviewing 6 active planning and building permit applications including sign, zoning compliance, solar, re-zonings and use permits. Reviewing or completed reviewing of 5 separate event, hope occupation and other administrative permits.
Addressed dozens of phone, walk-in and email inquiries. This includes potential annexation, and industrial inquiries, plus many ADU, fence, and other residential inquiries;
The Southside Revitalization Advisory Group had its second meeting on March 31, and started planning future Neighborhood Watch groups and jointly planning revitalization activities. The next meeting is scheduled for April 27. Blight windshield survey in South Oroville, awaiting blight analysis. The data will help identify problem properties and develop a revitalization strategy that includes the Opportunity Zone and possibly a Community Revitalization and Investment Authority (CRIA).
In process—Zoning code updates for fences, ADU’s, street vendors, massage establishments, small lot development standards, and Bingo games. 284
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Selected Placeworks, Inc. as General Plan consultant for VMT incorporation into Circulation Element
Accepted free Greenhouse Gas emissions inventory update, courtesy of the Sierra Business Council and PG&E.
Ongoing discussions with several potential residential, commercial, and industrial prospects as part of the city’s ongoing economic development efforts.
PARKS & TREES DEPARTMENT
The following is a list of things we are working on or accomplished in March:
Cleaning parks and green areas on a routine basis
Conducted and attended numerous trainings and safety meetings Worked in all LLAD areas cleaning, pruning, and weeding Trimming small and medium sized trees for site clearances Removed several large trees on Pomona Ave
Started watering street trees with the City water truck Started working weekends, cleaning, and working events in the Parks Open and close museums on a regular basis
Install numerous street, regulatory, and warning signs Spray herbicides in various areas around the City including roadsides and airport Grinded stumps in various locations
Mowed on a regular basis
Spent 70 crew hours cleaning and repairing graffitied and vandalized areas throughout the parks and other facilities
Filled over 340 potholes
Picked up illegally dumped items on a routine basis throughout town; assisted Code Enforcement and the City Works Crew with private property clean-ups Dugout, formed, poured concrete on Gray St and on Pomona Ave Make repairs to fence along Table Mountain hillside walking path Continued cleaning and putting base rock in alleys
Continued running through numerous irrigation systems and making repairs Installed new landscaping at Huntington Square, Park and Ride, Sank Park, and at La Palma
Prepped and assisted with an Arbor Day celebration to meet requirements of Tree City USA
BUSINESS ASSISTANCE & HOUSING DEVELOPMENT DEPARTMENT
Credit Reporting Maintenance (ongoing)
Loan Portfolio Monitoring (ongoing)
Housing Element Update-We received the first draft for review. Significant changes are required by the State pertaining to new housing laws.
Veteran’s Housing Development Corporation project
a. 2420 Baldwin Ave. transferred to VHDC currently awaiting permits to begin construction
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b. 3555 Argonaut-VHDC was about to start the rehabilitation on this home but during an inspection, noticed there was significant flooding c. 711 Montgomery St.(design)
d. 1275 Mitchell Ave (design)-waiting for city attorney to complete security documents, Plan on starting construction mid-year 2023, with approximately a one-year construction period until completion.
CDBG DR-MHP -Phase 1 of Lincoln Street Apartments was entered int the grant portal 4/5. Awaiting direction from the State program as to when to enter Phase 2. CDBG CV 2&3
o OCESD Received plans and are working with architect on bidding documents. o Community Action Agency has not received any interest in the Utility Payment Assistance Program yet, they are working on updating project flyers hoping to increase awareness.
Payoffs received fiscal year 21/22 in the amount of $1,502,842.68 Current balance of the loan portfolio is $37,622,996
CODE ENFORCEMENT
March 1, 2021 – March 31, 2022
CODE ENFORCEMENT ACTIVITIES
Total Active Code Enforcement Cases 300
Cases Closed 147
New Cases Opened 110
NEW CODE ENFORCEMENT CASES/ CASE DESIGNATIONS
Abandoned Vehicle Abatement 38
Building Code Violation(s) 35
Graffiti 9
Multi-Family 8
Public Nuisance(s) 27
Sub-Standard Housing 1
New Vacant Building Monitoring 0
Stop Work Notices Issued 20
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Additional Code Enforcement Highlights for March:
This month Code Enforcement served an abatement warrant at 2530 Forte Wayne Street. This is another partially burned structure where multiple subjects were living inside. There was indication of heavy narcotic use, and the property was infested with rats. A large motor home was towed out of the backyard and over 20,000 pounds of junk, trash and debris was abated. Code Enforcement was assisted by Oroville Police, City Works, and Public Works. The home was boarded up.
Code Enforcement continued to patrol the area for subjects doing construction without permits. Over 20 stop work notices were issued. Code Enforcement obtained $1,857.00 in double fees because of the stop work notices.
CITY CLERK
o Processed 14 Public Records Request March 2022
o 51 Processed during January 1, 2022 – March 31, 2022
o 25 Open Requests
o Agenda Management, Clerking and meeting processing for 4 Meetings – March 2022 o 18 meetings January 1 - March 31, 2022.
o Upcoming Meetings:
o Council Meeting – May 3 and 17
o Planning Commission – April 28
o Wyandotte Creek GSA –April 28
o Arts and Parks Commission – June 14
o SBF Steering Committee – April 27
o Citizens Oversight Committee – May 24, Possible Special Meeting end of April o Records Management for Council approved documents
o Monthly meeting room setup for LAFCO, OCESD and Chamber of Commerce o Records Management for Planning Commission
o Facilitated the Parks Commission Goals Workshop
o Received and Processed City Claims
o Continue to work on the City Hall Scanning Project
o Notarized and recorded documents and maps for various departments o Assisted Departments with Record Searching and retrieval o Assisted departments with creation of Staff Reports, Resolutions and Ordinances o Working on Election Duties for November Election
o Continue to complete other day to day duties of the Clerks Department
FINANCE DEPARTMENT
Finalized the City’s ACFR (Annual Comprehensive Financial Report). Completed the annual State Controller report.
Working with FEMA to close out projects
Administering employee evaluations
Software deployment
o Payroll Software, UKG Ready
o Financial Software, Tyler Technologies
o ClearGov Transparency software
Digital Budget Book
Operational Budgeting
Transparency Portal
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Policy updating
o Split the Budget and Purchasing Policy into two separate policies o Create a Sewer Fees policy
Project to clean up and close the Deposits Payable Agency Fund New reporting requirements for the Local Fiscal Recovery Funds Develop a new cost allocation for the new budget year Budget for 2022 23 year
Look into administration for
o Utility User Tax
o Transient Occupancy Tax
o Business Licenses
Updating the Master Fee Schedule
Opening a new Investment Managed Account with Chandler Asset Mgmt
HUMAN RESOURCES
Ongoing recruitments for IT Analyst, Lead Tree Worker, MLE, Park Maintenance Technician, Police Dispatcher, Police Officer, Project Manager/Civil Engineer, Recycling Coordinator.
Completed DOT Audit.
Filing new claims for property damage, follow up
Ongoing Investigations
Electronic record keeping of personnel files.
Processing Terminations and Retirements
RECYCLING PROGRAM
Continued progress on SB 1383 Ordinance / code update / compliance review / meetings / 619 plan and resolution provided by Jennifer Arbuckle.
AIRPORT DIVISION
Continued forward progress on Runway 2-20 and Associated Taxiways crack seal project
Weed abatement - ongoing
Fuel testing / tank sumping
Repaired static grounding reel that was damaged by pilot misuse Continued ongoing replacement of faded “Lumacurve” runway / taxiway signs RSA (runway safety area) inventory to FAA
Met with consultant regarding future projects and related grant funding
INFORMATION TECHNOLOGY
The IT department is down 2 employees and is working to refill those positions. Working on wire moves or wire cleanups during the construction at the public safety office.
The City’s cyber insurance company has posted minimum requirements to maintain being insured. There are a few items the IT department needs to address and we are working to meet those requirements.
Working with the state to get the Next Generation 911 gear installed at the Police Dept. 288
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Assisting with the City-wide document scanning project. Working on the Laserfiche public portal configuration.
GEOGRAPHIC INFORMATION SERVICES
Consultant services provided by California Spatial Services for mapping and production of new addresses.
PUBLIC WORKS DEPARTMENT
Fleet Maintenance Division
Electrical
Traffic signal maintenance and functional checks
Streetlight inspections once per week during night hours Convention Center lighting repairs main floor, installed basement lights, installed freezer outlet
Repaired lights Rotary Park
Installed security lights at Sank Park
Installed wiring for battery backups in new server room at PD Removed damaged electrical meter box Bedrock Park
Replaced corp. yard gate opener mechanism
Airport lighting maintenance and repairs
MONTH
auto /
light
heavy
equip.
trucks
1-ton
small
equip.
misc.
repair total
January 19 2 11 1 2 35
February 16 1 12 3 4 36
March 20 3 10 3 4 40
April
May
June
July
August
September
October
November
December
YEAR TOTAL 55 6 33 7 10 111
MECHANIC'S SHOP SUMMARY OF REPAIRS 2022
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Sewer Division
Sewer pump station functional tests Mondays, Wednesdays and Fridays Monthly electrical generator and alarm system functional tests Monthly and quarterly “hot spot” sewer line cleaning
USANorth utility locates daily
Ongoing condition assessment via sewer line cleaning and CCTV inspections Modify building at Olive Glen pump station for generator removal and replacement (R&R will take place in April)
Driver tests for DOT inspection
Grease removal Butte’s pump station
ENGINEERING
Capital Projects
PROJECTS AND OTHER ACTIVITIES
Project or Activity Recent Activity Next Milestone
NorthStar PSA Preparing two new TO Council Approval
SC-OR Ruddy Crk L.S. Review of 90% plans County Permits Ruddy Creek Sub Review of Phase 1 plans Resubmittal
Pavement Rehab 2022 TO for NorthStar Topo Surveying Beginning Mono Ave Apts LLA Recorded None
Olive Grove III Waiver of Parcel Map Submittal for Signature Olive Grove Frontage Imp Review of Traf Control Plan Approval Email Table Mountain Blvd Art Wall
The wall is being
incorporated into the frontage
improvements for Olive
Ranch.
Revisit Hatchery to
Montgomery
Portland Loos The Loos have been
delivered
Rolls, Anderson, and Rolls
produced PS&E.
Dutch Bro’s. Plan Submittal Plan Review
Plan Review Approved
Riverbend Apartments Ph 2 Plan Submittal Construction to begin soon Mitchell Ave. Senior
Apartments Ph1
Construction has begun.
Mitchell Ave Sr Apartments
Ph 2
Grading and Encroachment
permits issued Full plan approval.
Linkside II Subdivision Plans approved.
Final map under review.
Construction anticipated to
begin soon.
Mission Olive Grove
Subdivision
Staff provided Developer with
a draft punch list. Response from Developer.
The Bluffs Subdivision
Staff continues to work with
the owners to resolve the
problems they have with
sewer and storm drains.
Developer will correct
deficiencies prior to the City
accepting the facilities.
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Project or Activity Recent Activity Next Milestone
Olive Ranch Apartments
Phase I
Construction is underway.
.
Olive Ranch Apartments
Phase II
Construction is underway.
Olive Ranch Apartments
Phase III Plan Review
Rte. 162 Ped-Bike-Mobility
Staff has worked with our
consultants to resolve RW
issues. Environmental work
completed.
Development of PS&E.
Discussions with property
owners regarding RW.
Construction Management
RFP
Samples of RFP collected
from other cities. Post RFP.
Prospect View Review of Plans and E.P. Plans and E.P. ready for approval
Elgin & Fort Wayne
Topography and Drainage
(South Oroville Drainage)
Staff has issued a T.O. to
Gilbert Engineering Wait of Topographic Survey
Tractor Supply TSM Approved by Planning Comm
Parkside Drainage Research of situation Aid in resolution of civil matter.
5 th Avenue Traffic Study Petition Received from
Citizen Conduct Study
Pomona Traffic Study Petition Received from
Citizen Conduct Study/
Hampton Inn SWPPP Violation Corrected by Developer.
PARKS COMMISSION
There are no Parks Commission meetings in March. At the February 8th meeting, we welcomed two new Parks Commission members, Michael Jones and Mickey Rich. All museums have begun opening in March at limited capacity and following CDC guidelines.
We have already scheduled several tours in the upcoming months. In depth presentation from Code Enforcement’s Director, Ron Belser. Back log report on several Parks related topics.
ARTS COMMISSION
There are no Arts Commission meetings in March.
At the February 8th meeting, we welcomed two new Arts Commissions, Misty Rayome and Jennifer Beers.
The Committee approved the purchase of bronze plaques for recognition on past and future Art in Public Places projects.
Four beautification NOFA projects have been completed, one remaining. The April 12th meeting was cancelled, staff provided an update of ongoing items. 291
Item i.
PUBLIC SAFETY
Police Activity:
Calls for Service 3,160
Officer Initiated Incidents 613
o Total Incidents 3,773
o Total Reports 382
o Total Arrests 168
o Total Citations 67
Fire Activity:
EMS Calls 320
Traffic Accidents 25
Fires 30
Other 99
o Total 474
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Golden Valley
N K
March 17, 2022
Bill,
It is with great excitement to announce that Golden Valley Bank is expanding with a new office in Oroville! You will soon be able to visit us located at 2770 Olive Highway. Construction activity will begin in the next few months, and we anticipate an opening date in Fall of 2022.
We are thankful for the businesses In Oroville who have been loyal customers of Golden Valley Bank.
The Oroville office location is a key component of the long-term strategy to better serve businesses in Northern California. The Bank currently offers full service offices in Chico and Redding. We pride ourselves on delivering an experience unlike any other. It is our passion to help your business grow, make dreams a reality and better your local economy and community.
We have had the pleasure of being actively Involved in many Oroville organizations, including the Oroville Chamber of Commerce and Oroville Rotary. Our Golden Valley Bank Community Foundation supports a number of organizations throughout the community including the Boy's and Girl's Club, the Oroville Rescue Mission, the Tiny Pines Foundation and more.
Golden Valley Bank is dedicated to recruiting the right people to serve your business. I am pleased to introduce James Venable, a long-time Oroville resident with over 15 years of experience in banking, who will lead the office as our Relationship Banking Manager.
James Venable and I are actively in Oroville and welcome the opportunity to learn more about your business. We look forward to our office opening in Oroville, where you will experience true relationship banking. We are Golden Valley Bank, and we want to be your locally owned community bank.
We'll be seeing you soon,
lurie Kee
Senior Vice President
Director of Relationship Banking
[email protected]
530-781-1898
190 Cohasset Road, Chico, OA 95926 (530) 894-1000 www.goldenvalley.bank 299
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