Agenda packet — Finance & Governance Committee, September 26, 2023

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AGENDA

OXNARD CITY COUNCIL

FINANCE AND GOVERNANCE COMMITTEE
Council Chambers, 305 West Third Street
September 26, 2023
Regular Meeting - 5:00 to 6:30 PM

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1 OXNARD CITY COUNCIL: FINANCE & GOVERNANCE COMMITTEE
September 26, 2023 - Page 2

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A. ROLL CALL, POSTING OF AGENDA, FLAG SALUTE
Consideration of Teleconference Participation pursuant to Assembly Bill 2449.

B. PUBLIC COMMENTS ON ITEMS NOT ON THE AGENDA

A person may address the legislative body only on matters not appearing on the agenda and within the subject matter jurisdiction of the legislative body. Speaker requests shall be submitted as set forth on the first page of this agenda. Speakers are limited to three minutes. After 30 minutes, if all speakers have not had the opportunity to speak, the remaining speakers will be given an opportunity to speak prior to adjournment of the meeting. The legislative body cannot enter into a detailed discussion or take action on any items presented during public comments at this time. Such items may only be referred to the City Manager/Executive Director/Secretary for administrative action or scheduled on a subsequent agenda for discussion. Persons wishing to speak on public hearing items should do so at the time of the hearing.

C. CONSENT AGENDA

1. City Clerk Department
SUBJECT: Approval of Minutes.

RECOMMENDATION: That the Finance & Governance Committee approve the minutes of the July 25, 2023 regular meeting as presented.

Contact: Dee Lai, (805) 385-8200
D. REPORTS

1. Finance Department
SUBJECT: Acquire and Implement Budgeting Software (10 minutes).

RECOMMENDATION: That the Finance and Governance Committee recommend that City Council:

1. Approve and authorize the City Manager to execute a five-year agreement with OpenGov, Inc. for OpenGov Budgeting & Planning software as well as OpenGov Reporting & Transparency software for a not to exceed amount of $771,493; and

2. Approve a budget appropriation of $60,110 in the Fiscal Year 2023-24 Information Technology Fund, from available fund balance.

Please click the following link to view the required Measure M pre-recorded presentation video:
https://youtu.be/BdH_tNXfsh8
Contact: Javier Chagoyen-Lazaro, 805-385-5400

2. City Manager Department
SUBJECT: Resolution Updating Grant Application Procedures (10 minutes). 2 OXNARD CITY COUNCIL: FINANCE & GOVERNANCE COMMITTEE
September 26, 2023 - Page 3

RECOMMENDATION: That the Finance and Governance Committee recommend City Council adopt Resolution No. _________, updating procedures to submit grant applications.

Please click the following link to view the required Measure M pre-recorded presentation video:
https://youtu.be/20xGMDeH_R8
Contact: Shiri Klima, (805) 385-7487

3. Billing and Licensing Department
SUBJECT: Business Tax & Permit Administration, Discovery & Auditing Services (20 minutes).

RECOMMENDATION: That the Finance and Governance Committee recommend the City Council to approve the proposal to:

1. Outsource the Licensing Services; and

2. Establish an agreement between the City of Oxnard and Hinderliter, de Llamas & Associates (HDL) to provide Business Tax and Permit Administration, Discovery and Auditing Services for a period of five years with the option to renew for another five years prior to the contract’s expiration.

Please click the following link to view the required Measure M pre-recorded presentation video:
https://youtu.be/lZA5Z362k6Y
Contact: Eden Alomeri, (805) 385-7811

4. Fire Department

SUBJECT: Authorize Blanket Purchase Orders for Allstar Fire Equipment Co. and L.N. Curtis & Sons for a Not to Exceed (NTE) Amount of $500,000 and $1,000,000 respectively through June 30, 2024 (10 minutes).

RECOMMENDATION: That the Finance and Governance Committee recommend that the City Council authorize the Mayor to execute Blanket Purchase Orders (BPOs) with the following vendors:

1. Allstar Fire Equipment Co. (Allstar) for a total amount NTE $500,000 for the purchase of structural firefighting personal protective equipment (PPE) and tools.

2. L.N. Curtis & Sons (L.N Curtis) for a total amount NTE $1,000,000 for the purchase of firefighting tools and equipment for wildland and tools mounted on response vehicles.

Please click the following link to view the required Measure M pre-recorded presentation video:
https://youtu.be/xpLQo5Aqoj8
Contact: Alexander Hamilton, (805) 385-7700
E. ITEMS FOR FUTURE AGENDAS

F. ADJOURNMENT

3 CITY COUNCIL AGENDA REPORT

CONSENT AGENDA
AGENDA ITEM NO. C.1

DATE: September 26, 2023

TO: Finance & Governance Committee

FROM: Dee Lai, Interim City Clerk, (805) 385-8200, [email protected]

SUBJECT: Approval of Minutes.

RECOMMENDATION

That the Finance & Governance Committee approve the minutes of the July 25, 2023 regular meeting as presented.

BACKGROUND

Approval of Minutes.

STRATEGIC PRIORITIES

This agenda item is a routine operational item.

FINANCIAL IMPACT

There is no financial impact.

COMMITTEE OUTCOME

Prepared by: Dee Lai, Interim City Clerk

ATTACHMENTS

1. 07 25 2023 FG Minutes

4 MINUTES

OXNARD CITY COUNCIL

FINANCE AND GOVERNANCE COMMITTEE
Regular Meeting
July 25, 2023

A. ROLL CALL, POSTING OF AGENDA, FLAG SALUTE

At 5:00 p.m., Chair John C. Zaragoza called to order the regular meeting of the Oxnard City Council Finance and Governance Committee in the City Hall Council Chambers at 305 W. Third Street, Oxnard, California.

The Assistant City Clerk called the roll and announced the posting of the agenda. Chair John C. Zaragoza , Member Gabriela Basua, and Member Gabriel (Gabe) Teran were present in person.

Staff members present in person were Alexander Nguyen, City Manager; Stephen M. Fischer, City Attorney; Shiri Klima, Deputy City Manager; Lisa Baker, Assistant Human Resources Director; Javier Chagoyen- Lazaro,
Interim Chief Financial Officer; and Dee Lai, Assistant City Clerk.

Consideration of Teleconference Participation pursuant to Assembly Bill 2449.

B. PUBLIC COMMENTS ON ITEMS NOT ON THE AGENDA

A public comment was received from Albert Diaz (Protecting homeowners)

C. CONSENT AGENDA

1. City Clerk Department
SUBJECT: Approval of Minutes.

RECOMMENDATION: That the Finance & Governance Committee approve the minutes of the June 27, 2023 regular meeting as presented.

It was moved by Member Basua, seconded by Member Teran, to approve the Information/Consent item as presented. VOTE: Basua, Teran, and Zaragoza voted in favor; the motion passed 3-0.

D. REPORTS

1. Information Technology Department
SUBJECT: Second Amendment with Kore1 for IT Recruiting Services. (15 minutes)

RECOMMENDATION: That the Finance and Governance Committee recommend that City Council approve and authorize the Mayor to execute a Second Amendment to Professional Services Agreement 32300297 with Kore1 LLC to increase the value of the agreement from $200,000 to $500,000 through December 31, 2024, for information technology recruitment services.

Robert Ruben, Interim Information Officer, was available to answer the Committee ’s questions. A public comment was received from Albert Diaz. Discussion ensued among the Committee and staff.

It was moved by Member Teran, seconded by Member Basua, to approve the recommended action as presented.

VOTE: Basua, Teran, and Zaragoza voted in favor; the motion passed 3-0.

5 OXNARD CITY COUNCIL: FINANCE & GOVERNANCE COMMITTEE
July 25, 2023 - Page 2

2. City Attorney Department
SUBJECT: Omnibus City Code Update. (15 minutes)

RECOMMENDATION: That the Finance & Governance Committee recommend that the City Council adopt an ordinance amending various sections of the Oxnard City Code to address changes in state law, correct errors, and update gender-neutral references.

Jason Zaragoza, Deputy City Attorney , was available to answer the Committee’s questions. No public comments were received. Discussion ensued among the Committee and staff.

It was moved by Chair Zaragoza, seconded by Member Basua, to approve the recommended action as presented. VOTE: Basua, Teran, and Zaragoza voted in favor; the motion passed 3-0.

E. ITEMS FOR FUTURE AGENDAS
No requests were made.

F. ADJOURNMENT
There being no further business on the agenda, and without objection, Chair Zaragoza adjourned the meeting at 5:17 p.m.

______________________ _________________________ DEE LAI JOHN C. ZARAGOZA Interim City Clerk Chair

6 FINANCE AND GOVERNANCE COMMITTEE

AGENDA REPORT

REPORTS
AGENDA ITEM NO. D.1

DATE: September 26, 2023

TO: Finance & Governance Committee

FROM: Javier Chagoyen-Lazaro, Chief Financial Officer, 805-385-5400, [email protected]

SUBJECT: Acquire and Implement Budgeting Software (10 minutes).

RECOMMENDATION

That the Finance and Governance Committee recommend that City Council:

2. Approve a budget appropriation of $60,110 in the Fiscal Year 2023-24 Information Technology Fund, from available fund balance.

Please click the following link to view the required Measure M pre-recorded presentation video:
https://youtu.be/BdH_tNXfsh8

BACKGROUND

In October 2019, the City Council awarded a contract to Tyler Technologies for its integrated enterprise resource planning (ERP) to replace existing software and manual processes. The Core Financials implementation phase of the ERP was completed and launched on October 1, 2022. This is the largest and most complex phase of the ERP, which included Purchasing (requisitions, purchase orders, contracts), Accounts Payable (receiving invoices and issuing payments), Accounts Receivable (billing for City fees and charges and processing payments), Project Management (accounting for capital improvements within the City’s limit, and grant accounting), recording all financial transactions that result in monthly issuance of reports (balance sheet, cash flow, statement of governments activities), and financial planning with budget controls. The City is currently using these various ERP tools, and they have significantly improved our financial processes.

As discussed in the ERP system annual report to Council on March 21, 2023, it became apparent during the implementation of Core Financials that the existing budget modules within Tyler Munis do not contain the functionality required for the City to complete its budget processes effectively. More specifically, Tyler Munis’ budget module proved to be incompatible with the City’s needs for payroll calculations and MOU forecasting, a lack of presentation tools such as pre-formatted Government Finance Officers Association (GFOA) requirements for award-winning budget book publication, and other areas where the Munis software is lacking as compared to software specifically designed for use in municipal budgeting. Learning about software through implementation and deciding to replace it is not unforeseen or reactive; it is common in implementations as complex as with a new ERP. Thus, the City did not implement the Munis budgeting software, and staff planned to search for new budgeting software after Core Financials went live. 7 The preparation of the City’s annual operating budget is a complex process that requires extensive coordination and collaboration among City’s departments. Due to a lack of funding, the City has for many years utilized a myriad of time-consuming spreadsheets and other disparate tools and systems in order to prepare, present and publish budget information. We currently do not have any budget software in place, and so our process is manual and cumbersome. We could have implemented the Tyler Munis budgeting software, but this software was lacking.

Creating a budget requires many moving parts and phases that involve back and forth with departments, the leadership team, and management before everything is finalized. There is a high degree of complexity that derives from gathering information from multiple sources–like Human Resources for positions and payroll data and departments' proposed expenses–consolidating the information into the budget spreadsheets, coordinating the changes into various spreadsheets, updating the latest numbers, gathering the latest files for consolidation, and reviewing multiple iterations and changes. There is additional complexity derived from certain calculations to assign the appropriate budget to the different programs implemented by the City to serve the community and properly identify the funding sources that will support those services; for example, every time we change the Internal Service Fund (which is comprised of IT and Fleet needs that are distributed around the City to various funds), we must recalculate the impact on other funds.

The current process is manual and time-consuming, which increases the risk of incurring errors; reduces the time available for analysis and evaluation of alternatives that could yield more services to the community; and has limited reporting capabilities for transparency to the community and to inform decisions by the departments, management, and the City Council. It is an outdated process that was unfortunately necessary when the City could not afford better software, but it deserves overhaul to benefit the residents of Oxnard.

DISCUSSION

To minimize the probability of error inherent with a manual process of inputting, consolidating, and transmitting financial data, staff has incorporated various safeguards and control measures into the budget development process. Although this manual process has provided the City with successful budget preparation for many years, it requires an extensive level of coordination and significant amount of staff time, which is not an effective or efficient way to prepare budgets and communicate financial data to the public. This is also time that could be spent on finding efficiencies in the departments, analyzing our budget to actuals, and better forecasting our budgetary needs. Furthermore, preparing the budget book requires many hours of manual work to copy and paste tables and charts from Excel spreadsheets into a Word document. This process is inherently prone to errors.

Besides replacing manual and inefficient processes, there are several benefits the City will realize as a result of a budget software implementation. The implementation of a budget software will significantly help unify the end-to-end budgeting process from the initial stages of planning and personnel forecasting through final publication, while enabling improved collaboration throughout the process. City staff will be able to respond more quickly to changes that occur during the budget process since budget software allows for automated version control and tracks all changes made, including an automatic audit trail, detailing when and by which user a change was made. With the time saved from eliminating current manual processes, City staff will be able to provide more timely information, with the corresponding analysis and evaluation, during the budgeting process to allow for more time for department, management, Councilmember and public input and decision making. Elimination of the manual budget book production will allow City staff to dedicate more time to enhancing the budget book by providing additional financial information leading to improved transparency.

Multi-year forecasting can be performed within a budget software rather than manually with an Excel sheet, thereby increasing the time for review and analysis to be able to more proactively highlight any concerns to management and Council. Budget software solutions provide templates the City will utilize to meet the GFOA 8 budget presentation award requirements. This award recognizes governments for their budgeting excellence in addition to the assurance it provides residents that their tax dollars are being spent appropriately. The budget book itself will be available in a digital format rather than only as a static pdf file posted to the City’s website. A digital budget book allows the public to more easily and selectively browse the budget via a linked navigable table of contents. A budget in brief can also be published to provide high level budget summaries with drill down capabilities to provide more detail. Since the budget book will not be manually created, it can be published sooner and therefore provide financial information to the public earlier compared to past budget cycles.

Procurement

Once Munis was implemented and stabilized, City staff began searching for alternative providers of budgeting software used by similar municipalities in California and elsewhere. City staff received three demonstrations in July 2023 for budget software solutions, inviting representatives from each City department to view and participate. The three software solutions viewed were OpenGov, ClearGov and Questica. Budget staff scored each demonstration against twenty qualitative criteria they had predetermined, including the overall time taken to develop a full city budget, compatibility with the City’s existing ERP systems, budget book development, regular and ad-hoc management reporting, empowering departments throughout the budget process, tracking, monitoring and approval of changes and implementation steps required.

Out of a possible 300 points, OpenGov received a score of 215, Questica received 186, and ClearGov received 137. Following the demonstrations, staff reached out to these three vendors with a prioritized list of features for the City, requesting a cost proposal based on implementing the software to meet those priorities. OpenGov and ClearGov submitted cost proposals; Questica did not provide any cost proposal by the deadline and, therefore, was excluded from the selection process. OpenGov and ClearGov provided cost proposals that included one- time implementation costs and annual subscription fees across an initial five year contract term.

Cost Proposals ClearGov OpenGov
One Time Implementation
(Incl.

Training/Travel/Contingency)
17,550 62,775
Year 1 License (FY24) 83,005 87,270
Year 2 License (FY25) 85,495 146,347
Year 3 License (FY26) 88,060 152,201
Year 4 License (FY27) 93,344 158,289
Year 5 License (FY28) 98,944 164,620
Total Agreement 466,398 771,493
Average Per Year $ 93,280 $ 154,298

Staff’s Recommendation

Staff determined that OpenGov includes all functionality requested and can provide the best value to the City, while ClearGov cannot provide interfaces with the current ERP, requires additional manual work, and has reduced reporting and forecasting capabilities. While ClearGov does allow staff to create and maintain a budget, that budget is not automatically linked to the actual expenses incurred against it. So, for example, if 9 Council appropriates $500,000 to a construction project in the budget, the project manager will not be able to see the actuals against the budget unless there is a manual upload of the actual expenses. In contrast, OpenGov merges the budget through automatic integration with the actual accounting information in real time. For example, when an invoice in the amount of $100,000 related to a project is processed and approved, OpenGov will show the project manager that the project only has $400,000 left in its budget. This allows our staff to better manage their budgets in real time and use every last penny. The software would also allow us to identify early those areas where there are opportunities to reallocate resources during the fiscal year. For example, if a program is awarded $100,000 every year, and by mid-year the project manager regularly spends $80,000, but midway through this year she has only spent $50,000, we can consider moving the extra funding elsewhere during the year rather than waiting until the next budget cycle. For this reason, staff considers it vital that the budget system is able to provide year-round analysis, tied to the actual data as recorded in the ERP system, in order to leverage the investments made in the financial software, to the benefit of all City funds. Year-round reporting and analysis will allow for major improvements in the accuracy and timeliness of financial information available, leading to more informed decision making.

OpenGov offers full-featured, cloud-based, budgeting software designed for public agencies. As an integrated budgeting and planning solution, it will allow staff to develop their department budgets in a more streamlined, systematic, and repeatable way. With the efficiencies gained in OpenGov, staff will be able to divert more time to analysis and evaluation of programs, policies, and operations supporting all City programs and initiatives. Departments will be empowered to more proactively monitor their budgets given the enhanced budgeting tools available, which will lead to more accurate and timely analysis. Additionally, the software includes an online budget book and dashboarding capabilities to present financial data in graphic format–in line with GFOA best practices–as well as transparency tools to help tie together and organize the City’s multi- department budget according to different strategic initiatives or priorities.

As part of the public transparency portal, OpenGov has already mapped the City’s chart of accounts, so is uniquely placed to deliver a fast and accurate implementation over the coming weeks and months.

To summarize the offerings of the three budget software options:

Tyler
Munis
ClearGov OpenGov
Efficient Operating and Personnel
Budgeting, including Approval
and Version Control.
✔ ✔
Budget Book / Online Budget
Preparation and
Presentation (GFOA eligible)
✔ ✔
Integration with ERP Financials ✔ ✔
Regular Efficient Budget
Monitoring and Reporting
✔
Multi Year Forecasting Capability ✔ ✔
Speedy Implementation ✔

City staff received exceptional references from other California cities that use the combination of Tyler Munis and OpenGov, who have leveraged OpenGov’s ability to interface with Tyler Munis. Other cities using OpenGov, integrated with Tyler Munis include Hayward, Santa Barbara, Pasadena, Yorba Linda and 10 Victorville. Interfacing with Munis streamlines data for reporting and planning purposes, without the need for duplicative efforts that can often lead to errors or time-consuming reconciliations. ClearGov does not provide this same functionality, and their references confirmed use of the software is limited to development of the annual budget.

OpenGov has a current cooperative agreement from which the City would be eligible to “piggyback.” This provides significant cost savings, and staff was able to negotiate a further reduction on the five-year pricing. If the contract is approved, staff anticipates a project kickoff in October 2023. This will allow time to set up and configure the system per City specifications so that it may be used to prepare significant portions of the FY 2024-25 Operating Budget. (To be clear, this is not a disparate budget software system; this software will be integrated into the ERP so the two systems communicate with each other.) In future years, we plan to roll out more components of the software so it is used to its potential. Staff anticipates the full implementation of all features as part of the FY 2025-26 budget, including Capital Improvement Project budgeting. Finally, contract 32300421, for financial transparency online reporting, will be canceled and superseded with the new agreement.

STRATEGIC PRIORITIES

This agenda item supports the Organizational Effectiveness strategy. The purpose of the Organizational Effectiveness strategy is to reinforce, stabilize, improve, and strengthen the organizational foundation of the City in order to build a modern, high-functioning City government that effectively and efficiently supports the operating departments in providing high-quality services and programs for our residents and businesses.

FINANCIAL IMPACT

The Fiscal Year 2023-24 Information Technology fund adopted budget includes appropriations of $33,000 for the financial transparency portal provided by OpenGov under contract 32300421. Staff recommends appropriating the additional $60,110 of the first year costs ($93,110 subscription less $33,000 financial transparency) from available Information Technology Fund Balance in Fiscal Year 2023-24. There are sufficient FY2023-24 appropriations in the General Fund Finance Department operating budget to cover the one time implementation cost of $62,775. Future budget processes will include the appropriations necessary to pay for the subsequent years of the agreement.

For Finance Use only: Information Technology Fund (Org. 7311804 Obj. 53001)

Prepared by: Javier Chagoyen-Lazaro, Chief Financial Officer

ATTACHMENTS

1. Agreement

2. Budget Software Acquisition and Implementation Presentation

11 12
13 14
15 16
17 18
19 20
21 22
23 24
25 26
27 28
29 30
31 32
33 34
35 36
37 38
39 Budget Software
Acquisition and Implementation
September 26, 2023
Presented by:

Javier Chagoyen-Lazaro, City of Oxnard
Chief Financial Officer

40 Recommendation 2

That the Finance and Governance Committee recommend that City Council:

1. Approve and authorize the City Manager to execute a five year agreement with OpenGov, Inc. for OpenGov Budgeting & Planning software as well as OpenGov Reporting & Transparency software for a not to exceed amount of $771,493; and

2. Approve a budget appropriation of $60,110 in the Fiscal Year 2023-24 Information Technology Fund, from available fund balance.

41 Background 3
October 2019: ERP Contract Award to Tyler Technologies
October 2022: ERP Core Financials go-live:

Implementation of Core Financials
March 2023: City Council ERP annual report: Tyler Budget functionality does not meet City needs
Sep/Oct 2023: Proposed Contract Award to OpenGov for Budget and Planning Software Implementation
Winter 2023: Budget and Planning Software estimated go live to support FY 2024/25 Budget preparation
• Core Financials
• Human Capital Management
• Time and Attendance
• Community Development
• Asset Maintenance
• Utility Billing
• Purchasing
• Accounts Payable
• Accounts Receivable
• Project Management
• Financial Reporting
• Cashiering
• Automatic Controls
• Workflow Approval
• Fixed Asset Accounting
42 Why the City needs a budget software? 4
Consolidated
budget proposals
Operating
Expenses &
Capital
Improvements
Position
Control &
Employment
Costs
Revenues
Allocation by
fund and
programs
Allocation
by
Departments
Internal
Services
Funds
• 74 Funds
• 80 Sub-funds
• 10 Functions
• 17 Departments
• 33 Divisions
• 316 Object Codes
43 Vendor evaluations 5

Criteria

Efficient Operating and
Personnel Budgeting, including
Approval and Version Control
Budget Book / Online Budget
Preparation and
Presentation (GFOA eligible)

Multi Year Forecasting
Capability

Integration with ERP Financials

Regular Efficient Budget
Monitoring and Reporting

Implementation
• Position related costs, consistent format for online
submission, workflows to approve operating and capital
project budget requests
• Expand access to budget information online, nationally recognized budget best practices, transparency and trust from the Community
• Ability to improve the long term financial analysis, supporting strategic plan, and evaluate and inform the impact of decisions made today, recognized future needs and prepare the City to address those needs, with visibility to the Community.
• Ability to automate presentation of real time data to compare with existing budget
• Ability to provide City Council and operating departments with periodic budget reports, identifying budget surpluses and budget shortfalls to reallocate resources during the fiscal year to better serve the Community.
• Faster implementation
Description
44 Vendor evaluations 6
Tyler
Munis ClearGov OpenGov
Efficient Operating and
Personnel Budgeting, including
Approval and Version Control
✔ ✔
Budget Book / Online Budget
Preparation and
Presentation (GFOA eligible)
✔ ✔
Multi Year Forecasting
Capability ✔ ✔
Integration with ERP Financials ✔ ✔
Regular Efficient Budget
Monitoring and Reporting
✔
Speedy Implementation ✔
45 C ost proposal comparison 7
Cost Proposals ClearGov OpenGov
One Time Implementation
(Incl.Training/Travel/Contingency) $17,550 $62,775
Year 1 License (FY24) 83,005 87,260
Year 2 License (FY25) 85,495 146,347
Year 3 License (FY26) 88,060 152,201
Year 4 License (FY27) 93,344 158,289
Year 5 License (FY28) 98,944 164,620
Total Agreement $ 466,398 $ 771,493
Annual Average $93,280 $154,298
46 • Multiyear Forecasting Capabilities
• References contacted using forecasting

• Integration with ERP financials:
• OpenGov was the most integrated budget solution
• Real data that can be compare against the budget

• Regular Efficient Budget Monitoring and Reporting
• Allow departments to monitor budget performance in real time • Faster recognition of budget surplus or budget shortages to reallocate resources to better serve the Community
• Provide periodic repots to City Council
• Support decision making during budget preparation and budget execution

• Faster Implementation
• Leverage staff efforts used to implement the transparency website

• Drive Transparency and trust to Increase Community Engagement Why OpenGov ? 8
47 Recommendation 9
Totals may not add due to rounding

That the Finance and Governance Committee recommend that City Council:

2. Approve a budget appropriation of $60,110 in the Fiscal Year 2023-24 Information Technology Fund, from available fund balance.

48 10
Q uestions / Discussion
49 FINANCE AND GOVERNANCE COMMITTEE

AGENDA REPORT

REPORTS
AGENDA ITEM NO. D.2

DATE: September 26, 2023

TO: Finance & Governance Committee

FROM: Shiri Klima, Deputy City Manager, (805) 385-7487, [email protected]

SUBJECT: Resolution Updating Grant Application Procedures (10 minutes).

RECOMMENDATION

That the Finance and Governance Committee recommend City Council adopt Resolution No. _________, updating procedures to submit grant applications.

Please click the following link to view the required Measure M pre-recorded presentation video:
https://youtu.be/20xGMDeH_R8

BACKGROUND

On November 6, 2001, the City Council adopted Resolution No. 12,053, establishing procedures to submit grant applications. Currently, all grants applications for funds over $100,000, or grants with any amount of matching funds or any ongoing or additional operating costs, are required to come to City Council before submission; the Council delegated its authority to the City Manager to submit grant applications up to $100,000 without matching funds and without ongoing or additional operating costs requirements. There is no Council delegation of authority for a situation in which the City Manager determines a grant application is due before the next Council meeting. The resolution lists specific language that must be in the staff report recommendation and requires a resolution proposed for City Council adoption as scripted.

DISCUSSION

There is currently a process of coming to City Council which, with committee, has a lead time of six weeks, and there is no urgency option in terms of applying for grants. Staff requests authority to apply for any grant in any amount in which 1) the required matching funds or services (including operational and maintenance costs) do not exceed the City Manager’s spending authority (which is currently is $200,000), and have been previously appropriated; 2) the matching funds and grant do not obligate the City to add any full time equivalent positions; 3) the purpose of the grant implements, and is consistent with, previously adopted City policies, goals or objectives; and 4) the grant proposal has been reviewed and recommended for submission by the appropriate department director(s). With respect to the first criteria, the new cap on the City Manager’s authority is not related to the total grant amount but rather to the total match amount, which aligns his authority regarding grants with his contracts authority.

Second, if the City Manager determines a grant application is due before the next Council meeting, the City Manager may authorize any grant application and must place the executed grant application for ratification at the next available City Council meeting. This will be especially relevant as grant opportunities become 50 available when Council is on recess.

Finally, this version of the grants resolution is silent on the need for a resolution. If a grant requires a particular resolution, that will be attached to the item. If a grant requires a resolution but does not offer particular language, staff can work with the City Attorney’s office to draft something appropriate. If the grant does not require a resolution, one need not be attached. However, the staff report recommendation to the City Council will list the grant amount; the match amount, if any; any budget appropriation needed; the obligation for additional staffing, operational costs, and/or maintenance costs, if any; the granting agency or nature of the grant; and the intended use of grant funds.

STRATEGIC PRIORITIES

FINANCIAL IMPACT

There is no financial impact.

Prepared by: Shiri Klima, Deputy City Manager

ATTACHMENTS

1. Resolution Updating Grants Application Process

2. Grants Resolution Presentation

51 CITYCOUNCILOFTHECITYOFOXNARD
RESOLUTIONNO._______

RESOLUTIONOFTHECITYCOUNCILOFTHECITYOFOXNARDUPDATINGPROCEDURESTOSUBMITGRANTAPPLICATIONS WHEREAS,theOxnardCityCouncillastadoptedResolutionNo.12,053onNovember6,2001,establishingprocedurestosubmitgrantapplications;and WHEREAS,thereisaneedtoupdateandstreamlinethisprocess.

NOW, THEREFORE,theCityCounciloftheCityofOxnardrepealsResolutionNo.12,053andreplacesitwiththefollowingadoptedgrantprocedures:

A.PURPOSESTATEMENT
TheCitydesirestoexpeditegrantapplicationsandestablishaprocessfortheCityManagertoapplyforgrantswithoutaformalCouncilprocess.

B.APPLICATIONSSUBMITTEDONAPPROVALOFCITYMANAGER

1.TheCityManagerisauthorizedtosubmitagrantapplicationunderthefollowingcriteria:
a.Requiredmatchingfundsorservices(includingoperationalandmaintenancecosts)donotexceedthespendingauthorityoftheCityManagerperOxnardCityCodeSection4-72(C),asmaybeamendedfromtimetotime(whichin2023is$200,000),andhavebeenpreviouslyappropriated;and b.ThematchingfundsandgrantdonotobligatetheCitytoaddanyfulltimeequivalentpositions;and c.Thepurposeofthegrantimplements,andisconsistentwith,previouslyadoptedCitypolicies,goalsorobjectives;and d.Thegrantproposalhasbeenreviewedandrecommendedforsubmissionbytheappropriatedepartmentdirector(s).

2.TheCityManagerisauthorizedtoexecutealldocumentsrequiredfortheCitytoapplyforor 52 acceptsuchgrants.TheFinanceDirectorisauthorizedtosubmitfinancialreports,submitgrantclaims,andapprovebudgetappropriationsfortheuseofgrantfunds.Theappropriatedepartmentdirector(s)areauthorizedtosubmitnon-financialreports.

C.APPLICATIONSSUBMITTEDONAPPROVALOFCITYCOUNCIL

1.ApplicationsforgrantsthatdonotmeetthecriteriaabovemaybesubmittedonlybyauthorizationoftheCityCouncil.

2.Thestaff reportrecommendationtotheCityCouncilshalllistthegrantamount;thematchamount,ifany;anybudgetappropriationneeded;theobligationforadditionalstaffing,operationalcosts,and/ormaintenancecosts,ifany;thegrantingagencyornatureofthegrant;andtheintendeduseofgrantfunds.

3.IftheCityManagerdeterminesagrantapplicationisduebeforethenextCouncilmeeting,theCityManagermayauthorizeanygrantapplicationandmustplacetheexecutedgrantapplicationforratificationatthenextavailableCityCouncilmeeting.

PASSEDANDADOPTEDthis___dayofOctober, 2023,bythefollowingvote:

AYES:

NOES:

ABSENT:

JohnC.Zaragoza,Mayor
ATTEST: APPROVEDASTOFORM:

RoseChaparro,CityClerk StephenFischer, CityAttorney
53 Resolution Updating Grant
Application Procedures
Shiri Klima, Deputy City Manager
City Manager’s Office
Finance & Governance Committee
September 26, 2023
54 BACKGROUND
• The grant application procedures were established in 2001 by Resolution No. 12,053
• There is currently a process of coming to City Council which, with committee, has a lead time of six weeks, and there is no urgency option in terms of applying for grants 2 55
• Staff may apply for grant in any
amount if:
1) required matching funds or services
(including O&M costs) do not exceed
City Manager’s spending authority
(currently $200,000), and have been
appropriated; and
2) matching funds and grant do not
obligate the City to add any FTEs
• If City Manager determines grant
application is due before next Council
meeting, he may authorize that
application with ratification at next
available Council meeting
• Staff report recommendation will list
grant amount; match amount; budget
appropriation needed; obligation for
additional staffing and O&M costs;
granting agency or nature of grant;
and intended use
• Staff may only apply for grants:
1) up to $100,000; and
2) without any matching funds; and
3) without any ongoing or additional
operating costs
• The resolution lists specific language
that must be in the staff report
recommendation and requires a
resolution proposed for the City Council
adoption as scripted
CURRENT RESOLUTION NO. 12,053 VS. PROPOSED RESOLUTION 3 56

RECOMMENDATION
That the Finance and Governance Committee recommend
City Council adopt Resolution No. ___________, updating procedures to submit grant applications.
4 57
End of Presentation
58 FINANCE AND GOVERNANCE COMMITTEE

AGENDA REPORT

REPORTS
AGENDA ITEM NO. D.3

DATE: September 26, 2023

TO: Finance & Governance Committee

FROM: Eden Alomeri, Billing and Licensing Director, (805) 385-7811, [email protected]

SUBJECT: Business Tax & Permit Administration, Discovery & Auditing Services (20 minutes).

RECOMMENDATION

That the Finance and Governance Committee recommend the City Council to approve the proposal to:

1. Outsource the Licensing Services; and

Please click the following link to view the required Measure M pre-recorded presentation video:
https://youtu.be/lZA5Z362k6Y

BACKGROUND

The City currently maintains approximately 17,000 business tax and permits files consisting of the following:
16,000 business tax certificates, 2 adult business permits, 3 recreational bingo licenses, 1 regular bingo license, 60 one-day business tax certificates, 88 cannabis employee permits, 22 dance permits, 17 Secondhand Dealers, 11 taxicab driver permits, 11 taxicab operator permits, 104 tobacco retailer permits, 32 vendor permits and 808 wastewater permits.

The Licensing Division under the Billing and Licensing Department consists of 1 Billing and Licensing Supervisor, 1 Code Compliance Inspector, 5 Customer Service Representatives and 1 Extra Help. The division’s annual budget is $944,000.

DISCUSSION

In order to ensure the City provides competitive pricing for comparable services, the City is seeking to outsource the Licensing business operations. The City of Oxnard sought proposals from qualified individuals or agencies interested in providing Business Tax and Permit Administration, Discovery and Auditing services. Proposers interested in providing these services were invited to respond to the request. The request for proposals (RFP) asked companies to submit statements of their qualifications, capabilities, and experience in administering a City Business Tax Program, proposals for performing the services described, and the fees that would be charged for those services.

The responses to the RFP were evaluated based on staff's criteria, including the proposer’s ability, history and capacity to serve a large number of people and in providing the requested services or work for public agencies 59 of similar size, population, and needs of the City of Oxnard; responsiveness of the proposal and the clarity and completeness of the proposed scope of work; demonstrated technical competence and experience to perform the services or work requested in the RFP; a past record of performance for other entities comparable to the City of Oxnard, including references; and the best cost proposal or rates sheets.

The City received two proposals--from Avenu Insights & Analytics as well as from Hinderliter, de Llamas & Associates (HDL)--that were carefully evaluated, including follow-up questions to the proposers. A panel of four evaluators unanimously selected HDL as the best fit to provide these services. HDL’s proposal showed a longer history of the services to multiple municipalities with excellent results, while simplifying the business tax process. HDL’s previous licensing projects demonstrate a track record of generating increased revenues via a proactive discovery and auditing service approach of non-compliant businesses. HDL provided a very direct and clear description of their processes compared to Avenu. HDL hires their employees from municipalities; thus, we can be assured the knowledge, training and expertise of their staff will be an asset to the City of Oxnard. HDL provided a 5-year net revenue projection of $3.7 million compared to Avenu’s $400,000 5-year revenue projection. These factors collectively made HDL the strongest candidate for the project.

By contracting with HDL, over the five-year contract term, the City will be paying approximately $1.50 million in administration fees, $1.47 million in collection fees, and $1.50 million in discovery and audit fees. (In contrast, the discovery portion alone would cost $2.58 million if we were to hire employees in house to do this work.) However, over the five years, the City is expected to gain new revenue from the discovery of unlicensed businesses amounting to $2.96 million. The City is expected to save $3.62 million in salaries and operating expenses over these years. The details are in the chart below:

The overall benefit to the City is equivalent to $3.61 million over the five-year period of the agreement.

At the end of each year, HDL will provide financial, operational and analytical reports to the City to evaluate the effectiveness and added value the partnership brings to the Oxnard community. The report will include but not limited to: net financial gain to the City, quantitative data on services provided, enhancements to processes, projections, shortfalls, and other information that can be used to evaluate HDL's overall performance. Staff will provide annual reports to Council at public meetings with this information.

In looking at the further future, HDL will provide the City with pricing for years six through ten one year prior to the expiration of the initial five-year agreement. This will give the City time to evaluate and determine the possible continuance of the agreement. If HDL doesn't offer competitive pricing in the future, or if the City is otherwise not satisfied with HDL's services, we will have time to issue a new RFP for such services.

If Council awards this contract, five full-time employees from the division will be re-assigned to fill vacancies in various City departments where they will be able to continue their service to the City. They are transferring to positions in the same classification with the same pay, so no employee is being harmed and there are no layoffs. The Code Compliance Inspector and one Extra Help position will remain in the Licensing Division to provide support to the business community and continue to find new businesses.

The change in licensing operations will provide the City’s business community with streamlined processes, increased customer service and online application processing. The City will also benefit from the outsourced discovery services that will seek to bring non-compliant businesses into compliance, thus, increasing the City’s business tax revenues and leveling the playing field for compliant businesses.

Billing and Licensing staff is currently negotiating the terms of the agreement with HDL. The final agreement will be attached when this report goes to the City Council.

STRATEGIC PRIORITIES

60 This agenda item supports the Organizational Effectiveness strategy. The purpose of the Organizational Effectiveness strategy is to reinforce, stabilize, improve, and strengthen the organizational foundation of the City in order to build a modern, high-functioning City government that effectively and efficiently supports the operating departments in providing high-quality services and programs for our residents and businesses.

FINANCIAL IMPACT

Approval of the recommended outsourcing of the City’s Licensing operations is estimated to bring in an additional revenue of $3,611,277.48 during the five-year contract period.

Prepared by: Daniel Chavez, Management Analyst II

ATTACHMENTS

1. F & G Committee 09_26_23 Agenda Item D.3

61 BUSINESS TAX & PERMIT

ADMINISTRATION, DISCOVERY & AUDITING

SERVICES
Finance and Governance Committee
September 26, 2023
Daniel Chavez, Management Analyst
Department of Billing and Licensing
62 RECOMMENDATION 2
That the Finance and Governance Committee recommend the City Council to approve the proposal to:

1. Outsource the Licensing Services; and

2. Establish an agreement between the City of Oxnard and Hinderliter, de Llamas & Associates (HDL) to provide Business Tax & Permit Administration, Discovery & Auditing Services for a period of five years with the option to renew for another five years prior to the contract’s expiration.
63 • 17,000 business tax and permits
• Licensing Division Staff:
• 1 Billing and Licensing Supervisor
• 1 Code Compliance Inspector
• 5 Customer Service Representatives
• 1 Extra Help
• The division’s annual budget is $944,000.

BACKGROUND 3
64 2 proposals received:
• AVENU Insights & Analytics
• Hinderliter, de Llamas & Associates (HDL)
Selection Rational:
• HDL demonstrated a longer history of the services to
multiple municipalities with excellent results.
• HDL’s previous Licensing projects demonstrate a track record of generating increased revenues.
• HDL provided a very direct & clear description of their processes.
• HDL provided a 5-year net revenue projection of
$3,611,277.48 compared to Avenu’s $400,000 5-year
revenue projection.

DISCUSSION 4
65 REVENUE AND COST 5
HDL agreed to provide the City with pricing for years 6 – 10 one year prior to the expiration of the initial five-year agreement. This will give the City time to evaluate and determine the continuance of the agreement.
66 • Staff Re-assignment
• 5 customer service representatives
• Staff retainment
• 1 Code Compliance Inspector
• 1 Extra Help

DISCUSSION 6
67 • Benefit to the City
• Streamline process
• Increased customer service
• Online application
• Leveling the playing field
• Additional revenue to the City
• End of year financial, operational and analytical reports to the City
• Negotiating the terms of the agreement

DISCUSSION 7
68 Approval of the recommended outsourcing of the City’s Licensing operations is estimated to bring in an additional revenue of $3,611,27.48 during the five-year contract period.

FINANCIAL IMPACT 8
69 That the Finance and Governance Committee recommend the City Council to approve the proposal to:

1. Outsource the Licensing Services; and

RECOMMENDATION 9
70 QUESTIONS?
10 71

FINANCE AND GOVERNANCE COMMITTEE

AGENDA REPORT

REPORTS
AGENDA ITEM NO. D.4

DATE: September 26, 2023

TO: Finance & Governance Committee

FROM: Alexander Hamilton, Fire Chief, (805) 385-7700, [email protected]

RECOMMENDATION

That the Finance and Governance Committee recommend that the City Council authorize the Mayor to execute Blanket Purchase Orders (BPOs) with the following vendors:

1. Allstar Fire Equipment Co. (Allstar) for a total amount NTE $500,000 for the purchase of structural firefighting personal protective equipment (PPE) and tools.

2. L.N. Curtis & Sons (L.N Curtis) for a total amount NTE $1,000,000 for the purchase of firefighting tools and equipment for wildland and tools mounted on response vehicles.

Please click the following link to view the required Measure M pre-recorded presentation video:
https://youtu.be/xpLQo5Aqoj8

BACKGROUND

A blanket purchase order (BPO) is an agreement established with a vendor to fill repetitive needs for goods.

BPOs make it easier for the vendor and departments to fill recurring needs, while using the City's full buying power by taking advantage of quantity discounts, saving administrative time, and reducing paperwork. BPOs are established as purchase orders with a maximum order amount or not to exceed (NTE) amount, rather than for a specific amount. BPOs with an annual NTE amount greater than $200,000 require the Mayor or most senior Council Member’s approval and signature.

DISCUSSION

The Fire Department has conducted an analysis of all potential procurement needs for Fiscal Year 2023-2024 and determined that BPOs for Allstar and L.N Curtis with a NTE amount of $500,000 and $1,000,000, respectively, will be necessary for all the personal protective equipment (PPE) and tool purchases for the year. The department currently has a BPO with Allstar (Contract No. 32400150) for an amount NTE $180,000.

However, the department needs to increase the value of the BPO for anticipated purchases this fiscal year.

Allstar is the sole-source regional distributor of LION turnouts, hoods, Phenix helmets, and other miscellaneous equipment and supplies. The turnouts manufactured by LION contain verified particulate-blocking technology designed to help limit firefighter exposure to carcinogenic materials found in products of combustion. Roughly $150,000 of the BPO is a carryover from orders placed in the previous Fiscal Year (2022-2023) but not 72 received prior to the fiscal year close. $100,000 is for the procurement of thermal imaging equipment funded with a FEMA grant award, and the balance of $250,000 will be for routine purchases of PPE equipment and replacement turnouts. Purchase orders will be issued to Allstar as the sole-source provider in California for LION and Phenix gear and through competitively bid awards for other items. All purchase orders will be limited to funded items. The department also has a BPO with L.N Curtis (Contract No. 32400162) for an amount NTE $200,000. However, the potential purchases for the year will exceed this amount and therefore, the department requests a BPO for an amount NTE $1,000,000. L.N Curtis provides firefighting, rescue, safety, and emergency products and tools. Roughly $200,000 of the BPO is for funded routine purchases of loose tools and equipment for response vehicles. $68,000 is for wildland equipment funded with a FEMA grant, and $495,000 for up-fitting three fire engines approved by City Council on February 1, 2022 (Project No.

C2202). The remaining balance will be for other equipment and tools that will be purchased if additional funding is identified. Purchase orders with L.N Curtis will be issued through two Sourcewell Government Cooperative Purchasing Agreements (No. 032620 and 040220) or through competitively bid awards.

STRATEGIC PRIORITIES

This agenda item supports Public Safety strategy. The purpose of the Public Safety strategy is to restore and modernize the delivery of public safety services to provide for the safety of our neighborhoods and health of our community.

FINANCIAL IMPACT

The Department will establish the blanket purchase orders as non-encumbered contracts and submit purchase requisitions against the contracts as needed for funded items in the Department's Fiscal Year 2023-24 operating, grant, and special project budgets. Appropriations in the amount of $460,000 (General Fund 101), $180,000 (Grant Fund 200), and $495,000 (Lease Purchase Equipment Fund 313) are currently budgeted.

Additional purchase orders will be awarded only if additional funding is identified through budgetary savings, approved increases in appropriations, or new grant funding. The Department will return to Council to request additional appropriations should that be necessary.

Prepared by: Alexander Hamilton, Fire Chief

ATTACHMENTS

1. Increase All Star & LN Curtis PO PPT.pptx (1)

73 FIRE DEPARTMENT
Increasing Blanket PO for All Star Fire
Equipment Co. and
L.N. Curtis & Sons
Alexander Hamilton, Fire Chief
74 That the City Council Authorize Blanket Purchase Orders for Allstar Fire Equipment Co. and L.N. Curtis & Sons for a Not to Exceed (NTE) Amount of $500,000 and $1,000,000 respectively through June 30, 2024.

RECOMMENDATION
2 75
• A Blanket Purchase Order (BPO) is an agreement established to fill repetitive needs for goods.
• BPO’s make it easier for the vendor and the department ot fill recurring needs, while using the City’s full buying power • BPO’s are established as purchases orders with a maximum order amount or not to exceed (NTE) amount
• The Fire Department has a number of anticipated purchases from All Star Equipment and L.N. Curtis & Sons that will exceed the $200,000
• BPO’s with an annual NTE greater than $200,000 require council approval.

BACKGROUND
3 76
• The department currently has a BPO with All Star (Contract #32400150) in an NTE exceed amount of $180,000.
• All Star Fire Equipment is the
sole vendor for Lion turnouts, hoods, boots and other miscellaneous equipment and supplies.
• We need to increase the value of
of the BPO to $500,000 due to
anticipated purchases
• $150,000 is already encumbered
and there is $100,000 in grant
funded thermal imaging cameras
and other routine purchases

DISCUSSION
4 77
• The department also has a BPO with L.N. Curtis & Sons (Contract #32400162) in a NTE amount of $200,000
• L.N.Curtis & Sons provides firefighting, rescue, safety and emergency products and tools
• Generally the department spends close to $200,000 on
funded routine purchases of equipment and loose tools.
• This fiscal year we have an additional $68,000 in grant funded wildland equipment and $495,000 in up-fitting costs for 3 new fire engines that was approved by City Council on
February 1st, 2022.

DISCUSSION
5 78
• The department will establish the blanket purchase orders as non-encumbered contracts and submit purchase requisitions against the contracts for funded items in the Fire Department's Fiscal Year 2023-24 operating and grant budgets.

FISCAL IMPACT
6 79
QUESTIONS?
80

Finance & Governance CommitteeSeptember 26, 2023

Finance & Governance Committee
September 26, 2023