Agenda packet — Pismo Beach City Council, November 19, 2024 (part 2 of 2)

March 2018
EXHIBIT 10-KCONSULTANT ANNUAL CERTIFICATIONOF

INDIRECT COSTSAND FINANCIAL MANAGEMENT SYSTEM
(Note: If a Safe Harbor Indirect Cost Rate is approved, this form is not required.) Consultant’s Full Legal Name: Wallace Group, a California Corporation Important: Consultant means the individual or consultant providing engineering and design related services as a party of a contract with a recipient or sub-recipient of Federal assistance. Therefore, the Indirect Cost Rate(s) shall not be combined with its parent company or subsidiaries.

Indirect Cost Rate:

Combined Rate 145.37 %% OR
Home Office Rate % and Field Office Rate (if applicable)% Facilities Capital Cost of Money % (if applicable)
Fiscal period * 01/01/2023 thru 12/31/2023
* Fiscal period is annual one year applicable accounting period that the Indirect Cost Rate was developed (not the contract period). The Indirect Cost Rate is based on the consultant’s one-year applicable accounting period for which financial statements are regularly prepared by the consultant.

I have reviewed the proposal to establish an Indirect Cost Rate(s) for the fiscal period as specified above and have determined to the best of my knowledge and belief that:
•All costs included in the cost proposal to establish the indirect cost rate(s) are allowable in accordance with the cost principles of the Federal Acquisition Regulation (FAR) 48, Code of Federal Regulations (CFR), Chapter 1, Part 31 (48 CFR Part 31); •The cost proposal does not include any costs which are expressly unallowable under the cost principles of 48 CFR Part 31;
•The accounting treatment and billing of prevailing wage delta costs are consistent with our prevailing wage policy as either direct labor, indirect costs, or other direct costs on all federally- funded A&E Consultant Contracts.
•All known material transactions or events that have occurred subsequent to year-end affecting the consultant’s ownership, organization, and indirect cost rates have been disclosed as of the date of this certification.

I am providing the required and applicable documents as instructed on Exhibit 10-A.

Financial Management System:

Our labor charging, job costing, and accounting systems meet the standards for financial reporting, accounting records, and internal control adequate to demonstrate that costs claimed have been incurred, appropriately accounted for, are allocable to the contract, and comply with the federal requirements as set forth in Title 23 United States Code (U.S.C.) Section 112(b)(2); 48 CFR Part 31.201-2(d); 23 CFR, Chapter 1, Part 172.11(a)(2); and all applicable state and federal rules and regulations.

Our financial management system has the following attributes:
•Account numbers identifying allowable direct, indirect, and unallowable cost accounts; •Ability to accumulate and segregate allowable direct, indirect, and unallowable costs into separate cost Local Assistance Procedures Manual Exhibit 10-K
Consultant Annual Certification of Indirect Costs and Financial Management System

Page 2 of 2 ends

March 2018
accounts;
•Ability to accumulate and segregate allowable direct costs by project, contract and type of cost; •Internal controls to maintain integrity of financial management system; •Ability to account and record costs consistently and to ensure costs billed are in compliance with FAR; •Ability to ensure and demonstrate costs billed reconcile to general ledgers and job costing system; and •Ability to ensure costs are in compliance with contract terms and federal and state requirement Cost Reimbursements on Contracts:

I also understand that failure to comply with 48 CFR Part 16.301-3 or knowingly charge unallowable costs to Federal-Aid Highway Program (FAHP) contracts may result in possible penalties and sanctions as provided by the following:
•Sanctions and Penalties -23 CFRPart 172.11(c)(4)
•False Claims Act -Title 31 U.S.C.Sections 3729-3733
•Statements or entries generally -Title 18 U.S.C.Section 1001 •Major Fraud Act -Title 18 U.S.C.Section 1031
All A&E Contract Information:
•Total participation amount $ _2.96 M____ on all State and FAHP contracts for Architectural & Engineering services that the consultant received in the last three fiscal periods. •The number of states in which the consultant does business is 2. •Years of consultant’s experience with 48 CFR Part 31 is 14. •Audit history of the consultant’s current and prior years (if applicable) I, the undersigned, certify all of the above to the best of my knowledge and belief and that I have reviewed the Indirect Cost Rate Schedule to determine that any costs which are expressly unallowable under the Federal cost principles have beenremoved and comply with Title 23 U.S.C. Section 112(b)(2), 48 CFRPart 31,23 CFRPart172,and all applicable state and federal rules and regulations.I also certifythat I understand that all documentation of compliance must be retained by the consultant. I hereby acknowledge that costs that are noncompliant with the federal and state requirements are not eligible for reimbursement and must be returned to Caltrans.

Name**:Jorge Aguilar _ Title**: Sr Vice President / Principal Signature:

Email**: [email protected]
Date of Certification (mm/dd/yyyy): 10/16/2024
Phone Number**: 805-544-4011
**An individual executive or financial officer of the consultant’s or subconsultant’s organization at a level no lower than a Vice President, a Chief Financial Officer, or equivalent, who has authority to represent the financialinformation used to establish the indirect cost rate.

Note:Both prime and subconsultants as parties of a contract must complete their own Exhibit 10-K forms.

Caltrans will not process local agency’s invoices until a complete Exhibit 10-Kform is accepted and approved by Caltrans Audits and Investigations.
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Council Agenda 11-19-2024 9.G-25
Attachment 2
Packet Page 102

Local Assistance Procedures Manual EXHIBIT 10-H1
Cost Proposal
Consultant:Subconsultant
Project No. Contract No. TBD Date:10/11/2024
Direct Labor
Hours Actual Hourly Rate Total

24.0 $87.00 $2,088.00
Senior Engineer 46.0 $52.00 $2,392.00
Project Engineer 90.0 $41.25 $3,712.50
Design Engineer 108.0 $41.00 $4,428.00
BIM Tech 16.0 $47.25 $756.00
Admin Support 12.0 $33.00 $396.00
296.0 $13,772.50

LABOR COSTS
a) Subtotal Direct Labor Costs $13,772.50
b) Anticipated Salary Increases $206.59
c)TOTAL DIRECT LABOR COSTS [(a)+(b)$13,979.09

INDIRECT COSTS
d) Fringe Benefits (Rate): 20.00% e) Total Fringe Benefits [(c) × (d)] $2,795.82 f) Overhead (Rate): 50.00% g) Overhead [(c) × (f)] $6,989.54 h) 50.00% i) Gen & Admin [(c) × (h)] $6,989.54
j) $16,774.91
FIXED FEE k)10%$3,075.40
l)CONSULTANT'S OTHER DIRECT COSTS (ODC) - ITEMIZE (Add additional pages if necessary) Unit Unit Cost Total
MI $0.670 $120.60
Sq Ft $0.38 $380.00
$500.60
m) SUBCONSULTANT'S COSTS (add additional pages if necessary) $501
$34,330
NOTES:

January 2018
Mika Daniel
EXHIBIT 10-H COST PROPOSAL Page 1 of 3

ACTUAL COST-PLUS-FIXED FEE CONTRACTS
(DESIGN, ENGINEERING, AND ENVIRONMENTAL STUDIES)
Ashley & Vance Engineering Prime Consultant 2nd Tier Subconsultant AV Job # 241562
Classification/Title Name
Principal Engineer Ian Shoebridge
Robert Hobson
Nick Vincent
Bryan Laub
Christy Nosti
Travel/Mileage Costs 180
Total
General and Administrative (Rate)
TOTAL INDIRECT COSTS [(e) +(g) + (i)]

TOTAL FIXED PROFIT
[(c) + (j)] × Fixed Fee
Description Quantity
Reproduction/Mailing Costs 1000
Subconsultant 2:
l) TOTAL OTHER DIRECT COSTS
Subconsultant 1:

TOTAL COST [(c) + (j) + (k) + (n)]
• Key Personnel must be marked with an asterisk (*) and employees that are subject to prevailing wage requirements must be marked with two asterisks (**). All costs must comply with the Federal Cost Principles. Subconsultants will provide their own cost proposals. • The cost proposal format shall not be amended. Indirect cost rates shall be updated on an annual basis in accordance with the consultant's annual accounting period and established by a cognized agency or accepted by Caltrans. • Anticipated salary increases calculation (page 2) must accompany.

Subconsultant 3:

Subconsultant 7:
m) TOTAL 2nd TIER SUBCONSULTANT'S COSTS
n)TOTAL OTHER DIRECT COSTS INCLUDING 2nd TIER SUBCONSULTANTS [(l) + (m)] Subconsultant 4:

Subconsultant 5:

Subconsultant 6:

X
Local Assistance Procedures Manual EXHIBIT 10-H1
Cost Proposal

1. Calculate Average Hourly Rate for 1st year of the contract (Direct Labor Subtotal divided by total hours)#REF! Avg Hourly 5 Year Contract
Rate Duration
$13,772.50 =$46.53 Year 1 Avg Hourly Rate
Avg Hourly Rate
Year 1 $46.53 + = $48.86 Year 2 Avg Hourly Rate
Year 2 $48.86 + = $51.30 Year 3 Avg Hourly Rate
Year 3 $51.30 + = $53.86 Year 4 Avg Hourly Rate
Year 4 $53.86 + = $56.56 Year 5 Avg Hourly Rate
Total Hours
per Year
Year 1 70.00%*=207.2 Estimated Hours Year 1
Year 2 30.00%*=88.8 Estimated Hours Year 2
Year 3 *=Estimated Hours Year 3
Year 4 *=Estimated Hours Year 4
Year 5 *=Estimated Hours Year 5
Total 100%=296.0
Year 1 $46.53 *=$9,640.75 Estimated Hours Year 1
Year 2 $48.86 *=$4,338.34 Estimated Hours Year 2
Year 3 $51.30 *=Estimated Hours Year 3
Year 4 $53.86 *=Estimated Hours Year 4
Year 5 $56.56 *=Estimated Hours Year 5
=$13,979.09
=$13,772.50
=$206.59 Transfer to Page 1
NOTES:
· This is not the only way to estimate salary increases. Other methods will be accepted if they clearly indicate the % increase, the # of years of the contract, and a breakdown of the labor to be performed each year. ·An estimation that is based on direct labor multiplied by salary increase % multiplied by the # of years is not acceptable. (i.e. $250,000 x 2% x 5 yrs = $25,000 is not an acceptable methodology) ·This assumes that one year will be worked at the rate on the cost proposal before salary increases are granted.

January 2018
EXHIBIT 10-H COST PROPOSAL Page 2 of 3

ACTUAL COST-PLUS-FIXED FEE OR LUMP SUM (FIRM FIXED PRICE) CONTRACTS (CALCULATIONS FOR ANTICIPATED SALARY INCREASES)
Direct Labor Subtotal Total Hours
per Cost Proposal per Cost Proposal
296

2. Calculate hourly rate for all years (Increase the Average Hourly Rate for a year by proposed escalation %) Proposed Escalation

5.00%

5.00%
Total

3. Calculate estimated hours per year (Multiply estimate % each year by total hours) Estimated %Total Hours
Completed Each Year per Cost Proposal
296.0
296.0
296.0
296.0
296.0

4. Calculate Total Costs including Escalation (Multiply Average Hourly Rate by the number of hours) Avg Hourly Rate Estimated hours Cost per Year(calculated above)(calculated above) Direct Labor Subtotal before Escalation
Estimated total of Direct Labor Salary Increase
207.2

88.8 Total Direct Labor Cost with Escalation
Council Agenda 11-19-2024 9.G-26
Attachment 2
Packet Page 103

Local Assistance Procedures Manual EXHIBIT 10-H1
Cost Proposal
CertificationofDirectCosts:

PrimeConsultantorSubconsultantCertifying:

Name:Title*:

Signature:10/11/2024
Email:Phone Number:

Address:

List services the consultant is providing under the proposed contract:

January 2018

4.48CodeofFederalRegulationsPart31 - Contract Cost Principles and Procedures EXHIBIT 10-H1 COST PROPOSAL Page 3 of 3
I, the undersigned, certify to the best of my knowledge and belief that all direct costs identified on the cost proposal(s) in this contract are actual, reasonable, allowable, and allocable to the contract in accordance with the contract terms and the following requirements:

1. Generally Accepted Accounting Principles (GAAP)

2. Terms and conditions of the contract

3.Title23UnitedStatesCodeSection112 - Letting of Contracts

5.23CodeofFederalRegulationsPart172 - Procurement, Management, and Administration of Engineering and Design Related Service

6.48CodeofFederalRegulationsPart9904-CostAccountingStandardsBoard (when applicable) All costs must be applied consistently and fairly to all contracts. All documentation of compliance must be retained in the project files and be in compliance with applicable federal and state requirements. Costs that are noncompliant with the federal and state requirements are not eligible for reimbursement.

Local governments are responsible for applying only cognizant agency approved or Caltrans accepted Indirect Cost Rate(s).

Charles R. Ashley, Jr.Vice President
Structural Engineering
Date of Certification (mm/dd/yyyy):
[email protected] 805.545.0010 x111
1229 Carmel St. San Luis Obispo, CA 93401
*An individual executive or financial officer of the consultant’s or subconsultant’s organization at a level no lower than a Vice President or a Chief Financial Officer, or equivalent, who has authority to represent the financial information utilized to establish the cost proposal for the contract.

California Safe Harbor Indirect Cost Rate Program
SHR Form Revised 9/25/2020 1

Consultant Firm Certification of Eligibility and Certification of Financial Management System

Consultant Firm Name _____________________________________________________________ Local Agency (if applicable) _______________________________________________________ Contract Number / Federal Project Number ________________________________________ Contract Total $ ___________________________________________________________________ For Subconsultant Firms – estimated % of work to be performed ____________________ % Safe Harbor Indirect Cost Rate (SHR): Home: 120% and/or Field: 90% Field SHR will be utilized for contracts where the work deliverables are not completed from the consultant offices (i.e. Construction Inspection, Material Testing, Sources Inspection, others).

Consultant Firm Certification of Eligibility
I, the undersigned, certify that I am eligible to use the Safe Harbor indirect cost rate as I:

1. Am not a Prime Consultant Firm on a Caltrans contract > $3.5M, or Local Government contract > $1M, regardless of the participation amount.

2. Have not used SHR for more than three (3) years since entering the program on a state or federally funded contract.

AND

1. Do not have relevant contract cost history to use as a base for developing a Federal Acquisition Regulations (FAR) of Title 48, Code of Federal Regulations (CFR), Part 31 compliant ICR.

2. Do not have a previously accepted ICR by a cognizant agency, or with an audited/accepted actual ICR, and do not have an existing contract with a provisional rate.

Certification of Financial Management System
I, the undersigned, certify that our financial management system in place for this contract and moving forward meets the standards for the Safe Harbor indirect cost rate requirements and financial reporting, accounting records, internal and budget control as set forth in 2 CFR 200, Subpart D. These standards require consulting firms have an accounting system Ashley & Vance Engineering
Council Agenda 11-19-2024 9.G-27
Attachment 2
Packet Page 104

California Safe Harbor Indirect Cost Rate Program
SHR Form Revised 9/25/2020 2
adequate to accumulate, and track allowable, allocable, and reasonable direct labor and other direct costs by contract; segregate indirect costs and remove unallowable costs.

Print Name ________________________________________________ Signature ________________________________________________ (Electronic Signature Allowed)
Title ________________________________________________ Date Completed _______________________
Note: The certification of this Safe Harbor Rate was made by, and are the responsibility of, the Company’s management.

Definition of Terms
Direct Cost is any cost that is identified specifically with a particular cost objective. Direct costs are not limited to items that are incorporated in the end products as material or labor.

Costs identified specifically with a contract are direct costs of that contract. All costs identified with other final cost objectives of the contractor are direct costs of those objectives, 48 CFR 31.202.

Indirect or overhead cost is any cost that is not directly identified with a single final cost objective but is identified with two or more final cost objectives or with at least one intermediate cost objective, 48 CFR 31. 203.

References
Title 48 Code of Federal Regulations (CFR) Part 31 -Federal cost principles.

Title 48 CFR Chapter 99, Subchapter B - Procurement Practices and Cost Accounting Standards.

Title is 2 CFR 200 Subpart D, Standards for Financial and Program Management.

Title 23 United States Code (U.S.C.), Chapter 1, Section 112 - Letting of Contracts.

Title 23 CFR, Chapter 1, Part 172 - Procurement, Management, and Administration of Engineering and Design Related Services.

American Association of State Highway and Transportation Officials (AASHTO) Uniform Audit & Accounting Guide (2016 Edition).

Jim Dmohowski__________________
__________________
ed)
Jim Dmohowski
Controller
10/10/2024
California Safe Harbor Indirect Cost Rate Program
SHR Form Revised 9/25/2020 3
Caltrans Contract
If participating on a Caltrans Contract, also attach a completed copy of the following Safe Harbor Indirect Cost Rate Questionnaire for Evaluating Consultant Firm’s Financial Management System.

Council Agenda 11-19-2024 9.G-28
Attachment 2
Packet Page 105

California Safe Harbor Indirect Cost Rate Program
SHR Form Revised 9/25/2020 4

Questionnaire for Evaluating Consultant Firm’s Financial Management System
Consultant Firm Name _____________________________________________________________ Firm Headquarters Address _________________________________________________________ _________________________________________________________ Accounting Records
• Location where Accounting records are held ________________________ • Name and Title _____________________________________________________ • Email and Phone ____________________________________________________ • Mailing Address _____________________________________________________ ____________________________________________________
To be eligible for Safe Harbor indirect cost rate (SHR), the Consultant Firm’s financial management system must be adequate to accumulate and track direct labor and other direct costs by contract, segregate indirect costs, and remove unallowable costs in accordance with 48 CFR 31 for the different business segments.

Instructions

1. Answer all questions and provide an explanation and additional supporting documentation where requested.

2. If additional space is required, please attach a separate sheet and refer to items being answered by number.

Has the Firm developed an indirect cost rate in the past? Yes ____ No ___ If “Yes”, you are NOT ELIGIBLE to use the SHR.

DO NOT CONTINUE with this Questionnaire and please complete the AASHTO Appendix B ICQ and provide an ICR Schedule.

Is the Firm a Prime Consultant Firm on a Caltrans contract > $3.5M Yes ____ No ___ Or Local Government contract > $1M, regardless of the participation Amount?
If “Yes”, you are NOT ELIGIBLE to use the SHR.

DO NOT CONTINUE with this Questionnaire and please complete the AASHTO Appendix B ICQ and provide an AUDITED ICR Report.

Ashley & Vance Engineering
1229 Carmel St
San Luis Obispo, CA 93401
Jim Dmohowski - Controller
[email protected] 805-545-0010 x153
San Luis Obispo Office
1229 Carmel St
San Luis Obispo, CA 93401
x
x
California Safe Harbor Indirect Cost Rate Program
SHR Form Revised 9/25/2020 5

1. What form of business entity is the Firm?
Sole Proprietorship ___ Partnership ____ C Corporation __ S Corporation __ Other __________________________________________________

2. What types of services will the Firm provide for this contract? (Select all that apply.) Architectural and Engineering Services ____ Program Management ____ Preliminary Engineering ____ Design Engineering ____ Surveying ____ Feasibility Studies ____
Mapping or Architectural Related Services ____ Other _____________________

3. Does the Firm have prior government contracting experience? Yes ____ No ____

4. Does the general ledger contain separate direct and indirect accounts for the following? Labor Yes ___ No _____ Non-Labor Yes ____ No ____

5. Does the company have a system in place to identify and remove form the indirect cost pools all unallowable cost? Yes_____ No ____

6. Does the firm assign a unique identification/project number in your accounting system for each contract/project?
Yes _____ No _____

7. Is indirect and direct labor separated by contract/project/cost objectives on employee timesheets with unique reporting codes?
Yes _____ No _____

x
x
x
x x
x
x
x
Council Agenda 11-19-2024 9.G-29
Attachment 2
Packet Page 106

California Safe Harbor Indirect Cost Rate Program
SHR Form Revised 9/25/2020 6

8. Do you have written policies on the following cost categories? Accounting Yes ___ No ____ Overtime Yes _____ No ____ Billing Yes ___ No ____ Direct/Indirect Expenses Yes _____ No ____ Timesheet Preparation Yes ___ No ____ Prevailing Wage Yes _____ No ____ Bonus Yes ___ No ____

9. What types of employee status will the Firm provide for this contract? Non-exempt ____ Exempt-salaried ___ Exempt-hourly ___ Contract Employee ___ Other __________________________________________________

10.Does the Firm pay overtime for exempt employees?
Yes _____ No ___

11.Besides labor, does the Firm normally bill/invoice the following as direct contract/project costs? (Select all that apply)
Vehicle _____ Shipping ______
Computer/CADD _____ Lab ______
Printing _____ Travel ______
Specialty Equipment ____
(List below)
Other (List below) ______
_______________________________________________________________

12. Are mileage logs maintained for all vehicles? If no, please explain below.

Explanation _____________________________________________________________________ Where is the vehicle stored after work? ___________________________________________ Does employee use vehicle for personal use? Yes ______________________ No_______ What is the recovery/billing rate used for Firm or personal vehicle mileage reimbursement?
$ ________ per mile
x
x
x x
x
x
x
x x x
x
x x
yes
office parking lot
x

0.67 California Safe Harbor Indirect Cost Rate Program
SHR Form Revised 9/25/2020 7
I certify that to the best of my knowledge and belief the responses to this questionnaire are accurate.

Jim Dmohowski_________________
_________________
owed)
Controller
10/10/2024
Council Agenda 11-19-2024 9.G-30
Attachment 2
Packet Page 107

EXHIBIT 10-H1
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l) CONSULTANT'S OTHER DIRECT COSTS (ODC) - ITEMIZE (Add additional pages if necessary) Quantity Unit Unit Cost Total
7%'7%'$W&RVW
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l) TOTAL OTHER DIRECT COSTS 860.00$
m) SUBCONSULTANTS' COSTS (Add additional pages if necessary)
m) TOTAL SUBCONSULTANTS' COSTS -$
n) TOTAL OTHER DIRECT COSTS INCLUDING SUBCONSULTANTS [(l) + (m)]860.00$ TOTAL COST [(c) + (j) + (k) + (n)]95,585.51$
NOTES:

EXHIBIT 10-H1
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EXHIBIT 10-H1
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Council Agenda 11-19-2024 9.G-31
Attachment 2
Packet Page 108

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Attachment 2
Packet Page 109

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Council Agenda 11-19-2024 9.G-33
Attachment 2
Packet Page 110

Council Agenda 11-19-2024 9.G-34
Attachment 2
Packet Page 111

Council Agenda 11-19-2024 9.G-35
Attachment 2
Packet Page 112

Cost Proposal
Note: Mark-ups are Not Allowed
Consultant Rincon Consultants, Inc.Contract No. TCEP-5289(017)Date 10/17/2024 Project No.

DIRECT LABOR
Hours Actual Hourly Rate Total
6 $84.21 $505.26
6 $79.33 $475.98
12 $69.27 $831.24
3 $64.90 $194.70
2 $94.30 $188.60
4 $40.08 $160.32
4 $85.88 $343.52
39 $64.70 $2,523.43
59 $50.34 $2,970.11
4 $51.27 $205.08
6 $39.68 $238.08
2 $48.56 $97.11
2 $37.11 $74.21
2 $35.00 $70.00

LABOR COSTS
a) Subtotal Direct Labor Costs $8,877.66
b) Anticipated Salary Increases (see page 2 for calculation)$0.00 c) TOTAL DIRECT LABOR COSTS [(a) + (b)]$8,877.66

INDIRECT COSTS
d) Fringe Benefits (Rate: 98.86% e) Total Fringe Benefits [(c) x (d)] $8,776.45 f) Overhead (Rate: 103.30% g) Overhead [(c) x (f)]$9,170.62 h) General and Administrative (Rate: 0.00% i) Gen & Admin [(c) x (h)]$0.00 j) Total Indirect Costs [(e) + (g) + (i)]$17,947.07

FIXED FEE
o) (Rate: 10.00%k) TOTAL FIXED PROFIT [(c) + (j)] x (o)]$2,682.47 l) CONSULTANT'S OTHER DIRECT COSTS (ODC) - ITEMIZE (Add additional pages if necessary) Description of item Quantity Unit(s) Unit Cost Total
Standard Field Package 3 Unit $114.00 $342.00
Vehicle Day Rate 3 Unit $90.00 $270.00
l) TOTAL OTHER DIRECT COSTS $612.00
m) SUBCONSULTANTS’ COSTS (Add additional pages if necessary) Subconsultant 1: $0.00
Subconsultant 2:$0.00
Subconsultant 3:$0.00
m) TOTAL SUBCONSULTANT'S COSTS $0.00
N) TOTAL OTHER DIRECT COSTS INCLUDING SUBCONSULTANTS [(l) + (m)]$612.00 TOTAL COST [(c) + (j) + (k) + (n)]$30,119.00
NOTES:

1. Key personnel must be marked with an asterisk (*) and employees that are subject to prevailing wage requirements must be marked with two asterisks (**). All costs must comply with the Federal cost principles. Subconsultants will provide their own cost proposals.

2. The cost proposal format shall not be amended. Indirect cost rates shall be updated on an annual basis in accordance with the consultant’s annual accounting period and established by a cognizant agency or accepted by Caltrans.

3. Anticipated salary increases calculation (page 2) must accompany.

CL03 - Project Accountant
PS01 - Production Specialist I
PR01 - Principal
COST PROPOSAL 1 PAGE 1 OF 3

COST-PLUS-FIXED FEE OR LUMP SUM OR FIRM FIXED PRICE CONTRACTS (DESIGN, ENGINEERING AND ENVIRONMENTAL STUDIES)
Classification/Title Name
Christopher Duran
Travis Belt
GC03 - Senior GIS Specialist
PL08 - Senior Supervisor Planner II Christopher Bersbach DR01 - Director
GC02 - GIS/CADD Specialist II
BI05 - Senior Biologist I
BI07 - Supervisor Biologist I
DR01 - Director
PR01 - Principal
BI07 - Supervisor Biologist I Keven Ann Colgate
CL01 - Admin Assistant/Billing Specialist
PL08 - Senior Supervisor Planner II
(
)
Prime Consultant
))
Subconsultant 2nd Tier Subconsultant
January 2018
Cost Proposal
Consultant ntract No. TCEP-5289(017)Date 10/17/2024

1. Calculate Average Hourly Rate for 1st year of the contract (Direct Labor Subtotal divided by total hours) Avg Hourly 5 Year Contract
Rate Duration
$8,877.66 =$58.79 Year 1 Avg Hourly Rate

2. Calculate hourly rate for all years (Increase the Average Hourly Rate for a year by proposed escalation %) Avg Hourly Rate
Year 1 $58.79 +=$60.85 Year 2 Avg Hourly Rate
Year 2 $60.85 +=$62.98 Year 3 Avg Hourly Rate
Year 3 $62.98 +=$65.18 Year 4 Avg Hourly Rate
Year 4 $65.18 +=$67.47 Year 5 Avg Hourly Rate
Total Hours
per Year
Year 1 100.00%*=151.0 Estimated Hours Year 1
Year 2 *=0.0 Estimated Hours Year 2
Year 3 *=0.0 Estimated Hours Year 3
Year 4 *=0.0 Estimated Hours Year 4
Year 5 *=0.0 Estimated Hours Year 5
Total 100%=151.0
Year 1 $58.79 *=$8,877.66 Estimated Hours Year 1
Year 2 $60.85 *=0 Estimated Hours Year 2
Year 3 $62.98 *=0 Estimated Hours Year 3
Year 4 $65.18 *=0 Estimated Hours Year 4
Year 5 $67.47 *=0 Estimated Hours Year 5
=$8,877.66
=$8,877.66
=$0.00 Transfer to Page 1
NOTES:

1. This is not the only way to estimate salary increases. Other methods will be accepted if they clearly indicate the % increase, the # of years of the contract, and a breakdown of the labor to be performed each year.

2. An estimation that is based on direct labor multiplied by salary increase % multiplied by the # of years is not acceptable. (i.e. $250,000 x 2% x 5 yrs = $25,000 is not an acceptable methodology)

3. This assumes that one year will be worked at the rate on the cost proposal before salary increases are granted.

4. Calculations for anticipated salary escalation must be provided.

Rincon Consultants, Inc.
(DESIGN, ENGINEERING AND ENVIRONMENTAL STUDIES)
COST PROPOSAL 1 PAGE 2 OF 3

COST-PLUS-FIXED FEE OR LUMP SUM OR FIRM FIXED PRICE CONTRACTS per Cost Proposal
151.0
Estimated total of Direct Labor Salary Increase
0 0
0 151
Total Direct Labor Cost with Escalation
Direct Labor Subtotal before Escalation
0 3.5%

3.5%

3. Calculate estimated hours per year (Multiply estimate % each year by total hours) Cost per Year(calculated above)
Avg Hourly Rate
Completed Each Year
Estimated %
Estimated hours
(calculated above)

4. Calculate Total Costs including Escalation (Multiply Average Hourly Rate by the number of hours) 151.0
151.0
151.0
Total
151.0
Total Hours
Proposed Escalation

3.5%

3.5%
Direct Labor Subtotal
per Cost Proposal per Cost Proposal
Total Hours
151
January 2018
Council Agenda 11-19-2024 9.G-36
Attachment 2
Packet Page 113

Cost Proposal
Certification of Direct Costs:

I, the undersigned, certify to the best of my knowledge and belief that all direct costs identified on the cost proposal(s) in this contract are actual, reasonable, allowable, and allocable to the contract in accordance with the contract terms and the following requirements:

1. Generally Accepted Accounting Principles (GAAP)

2. Terms and conditions of the contract

3.Title 23 United States Code Section 112 - Letting of Contracts

4.48 Code of Federal Regulations Part 31 - Contract Cost Principles and Procedures

5.23 Code of Federal Regulations Part 172 - Procurement, Management, and Administration of Engineering and Design Related Service

6.48 Code of Federal Regulations Part 9904 - Cost Accounting Standards Board (when applicable) All costs must be applied consistently and fairly to all contracts. All documentation of compliance must be retained in the project files and be in compliance with applicable federal and state requirements. Costs that are noncompliant with the federal and state requirements are not eligible for reimbursement.

Local governments are responsible for applying only cognizant agency approved or Caltrans accepted Indirect Cost Rate(s).

Prime Consultant or Subconsultant Certifying:

Name: Title*:

Signature: Date of Certification (mm/dd/yyyy):10/17/2024 Email: Phone Number:

Address:
*An individual executive or financial officer of the consultant’s or subconsultant’s organization at a level no lower than a Vice President or a Chief Financial Officer, or equivalent, who has authority to represent the financial information utilized to establish the cost proposal for the contract.

List services the consultant is providing under the proposed contract:

Environmental compliance and public outreach services
COST PROPOSAL 1 PAGE 3 OF 3
Lacrissa Davis
[email protected]
CFO
805-644-4455
180 N. Ashwood Avenue, Ventura CA 93003
January 2018 &HUWL¿FDWLRQRI,QGLUHFW&RVWVDQG)LQDQFLDO0DQDJHPHQW6\VWHP,QGHSHQGHQW2I¿FHRI$XGLWVDQG,QYHVWLJDWLRQV5HYLVHG
Inspector General
California Department of Transportation
Certification of Indirect Costs and Financial Management System (Note: If a Safe Harbor Indirect Cost Rate is approved, this form is not required) Consultant’s Full Legal Name:

Important: Consultant means the individual or consultant providing engineering and design related services as a party of a contract with a recipient or sub-recipient of Federal assistance. Therefore, the Indirect Cost Rate(s) shall not be combined with its parent company or subsidiaries.

Indirect Cost Rate (ICR):

Combined Rate: Or
+RPH2ႈFH5DWH
DQG)LHOG2ႈFH5DWH
LIDSSOLFDEOH

Facilities Capital Cost of Money (if applicable):

Fiscal Period:*
* Fiscal period is annual one year applicable accounting period that the ICR was developed (not the contract period). The ICR is based on the FRQVXOWDQW¶VRQH\HDUDSSOLFDEOHDFFRXQWLQJSHULRGIRUZKLFKILQDQFLDOVWDWHPHQWVDUHUHJXODUO\SUHSDUHGE\WKHFRQVXOWDQW ,KDYHUHYLHZHGWKHSURSRVDOWRHVWDEOLVKDQ,&5
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IRUWKHILVFDOSHULRGDVVSHFLILHGDERYHDQGKDYHGHWHUPLQHG to the best of my knowledge and belief that:
• All costs included in the cost proposal to establish the ICR(s) are allowable in accordance with the cost principles of the Federal Acquisition Regulation (FAR) 48, Code of Federal Regulations (CFR), Chapter 1, Part 31 (48 CFR Part 31)
• The cost proposal does not include any costs which are expressly unallowable under the cost principles of 48 CFR Part 31
• The accounting treatment and billing of prevailing wage delta costs are consistent with our prevailing wage policy as either direct labor, indirect costs, or other direct costs on all federally-funded A&E Consultant Contracts.
•$OONQRZQPDWHULDOWUDQVDFWLRQVRUHYHQWVWKDWKDYHRFFXUUHGVXEVHTXHQWWR\HDUHQGDIIHFWLQJWKHFRQVXOWDQW¶V RZQHUVKLSRUJDQL]DWLRQDQGLQGLUHFWFRVWUDWHVKDYHEHHQGLVFORVHGDVRIWKHGDWHRIWKLVFHUWLILFDWLRQ I am providing the required and applicable documents as instructed on the Financial Document Review Request form.

Financial Management System:
2XUODERUFKDUJLQJMREFRVWLQJDQGDFFRXQWLQJV\VWHPVPHHWWKHVWDQGDUGVIRU¿QDQFLDOUHSRUWLQJDFFRXQWLQJ records, and internal control adequate to demonstrate that costs claimed have been incurred, appropriately accounted for, are allocable to the contract, and comply with the federal requirements as set forth in Title 23 United States Code (U.S.C.) Section 112(b)(2); 48 CFR Part 31.201-2(d); 23 CFR, Chapter 1, Part 172.11(a)(2); and all applicable state and federal rules and regulations. 2XU¿QDQFLDOPDQDJHPHQWV\VWHPKDVWKHIROORZLQJDWWULEXWHV
• Account numbers identifying allowable direct, indirect, and unallowable cost accounts; • Ability to accumulate and segregate allowable direct, indirect, and unallowable costs into separate cost accounts;
1
Rincon Consultants, Inc.
202.16
1/1/2023 - 12/31/2023
Council Agenda 11-19-2024 9.G-37
Attachment 2
Packet Page 114

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• Ability to accumulate and segregate allowable direct costs by project, contract and type of cost; •,QWHUQDOFRQWUROVWRPDLQWDLQLQWHJULW\RIILQDQFLDOPDQDJHPHQWV\VWHP

• Ability to account and record costs consistently and to ensure costs billed are in compliance with FAR; • Ability to ensure and demonstrate costs billed reconcile to general ledgers and job costing system; and • Ability to ensure costs are in compliance with contract terms and federal and state requirementV Cost Reimbursements on Contracts:

Cognizant ICR Audit Local Govt ICR Audit Caltrans ICR Audit CPA ICR Audit Federal Govt ICR Audit I, the undersigned, certify all of the above to the best of my knowledge and belief and that I have reviewed the ICR Schedule to determine that any costs which are expressly unallowable under the Federal cost principles have been removed and comply with Title 23 U.S.C. Section 112(b)(2), 48 CFR Part 31, 23 CFR Part 172, and all applicable state and federal rules and regulations. I also certify that I understand that all documentation of compliance must be retained by the consultant. I hereby acknowledge that costs that are noncompliant with the federal and state requirements are not eligible for reimbursement and must be returned to Caltrans.

Name
** Title**:

Signature: Date:

Phone**: Email**:

$QLQGLYLGXDOH[HFXWLYHRU¿QDQFLDORႈFHURIWKHFRQVXOWDQW¶VRUVXEFRQVXOWDQW¶VRUJDQL]DWLRQDWDOHYHOQRORZHUWKDQD 9LFH3UHVLGHQWD&KLHI)LQDQFLDO2ႈFHURUHTXLYDOHQWZKRKDVDXWKRULW\WRUHSUHVHQWWKH¿QDQFLDOLQIRUPDWLRQXVHGWR establish the indirect cost rate.

Note: Both prime and subconsultants as parties of a contract must complete their own forms. Caltrans will not SURFHVVORFDODJHQF\¶VLQYRLFHVXQWLODFRPSOHWHIRUPLVDFFHSWHGDQGDSSURYHGE\WKH,QGHSHQGHQW2ႈFHRI Audits and Investigations.
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✔
CFO
[email protected](805) 644-4455
06/04/2024
3DJHRI
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ARTICLE I INTRODUCTION
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Attachment 2
Packet Page 119

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Council Agenda 11-19-2024 9.G-45
Attachment 2
Packet Page 122

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Council Agenda 11-19-2024 9.G-46
Attachment 2
Packet Page 123

PISMO BEACH CITY COUNCIL STAFF REPORT
Agenda Item #9.H
Meeting Date: November 19, 2024
TITLE:

Agreement with GSI Water Solutions, Inc. for preparation of the Northern Cities Management Area Annual Monitoring Report; Related Budget Adjustments RECOMMENDATION:

Adopt a Resolution authorizing the City Manager to enter into a Professional Services Agreement with GSI Water Solutions, Inc. in the amount of $112,493 to manage the Northern Cities Management Area groundwater monitoring program and to prepare the NCMA Annual Monitoring Reports for 2024 through 2026; and appropriating related budget adjustments in Fiscal Year 2025.

DISCUSSION:

Due to a California Superior Court Ruling in 2008, the rights to the Santa Maria Groundwater Basin (SMGB) have been adjudicated to various agencies. Part of that ruling established three management areas, including the Northern Cities Management Area (NCMA), Nipomo Mesa Management Area (NMMA) and the Santa Maria Valley Management Area (SMVMA). The ruling also mandated that “a monitoring program be established in each of the three Management Areas to collect and analyze data regarding water supply and demand conditions,” and an annual report be filed with the Court within 120 days after the end of each calendar year.

The NCMA is comprised of four agencies: the Cities of Arroyo Grande, Grover Beach, and Pismo Beach, and the Oceano Community Services District. Through the NCMA Technical Group (TG), comprised of representatives from each agency, the member agencies work together to manage the SMGB and meet the annual reporting requirements. In August 2024, the NCMA TG issued a Request for Proposals (RFP) to manage the NCMA groundwater monitoring program and to prepare the NCMA Annual Monitoring Reports for 2024 through 2026. Two proposals were received on September 13, 2024. The proposals were evaluated by a review panel and GSI Water Solutions, Inc. (GSI) was selected to perform the work based on the following:
Personnel and Experience
Schedule and Fee
Understanding, Approach and Scope of Work
Meeting Agency Needs
Project Management
GSI’s cost proposal is provided as Attachment 1.A.

Council Agenda 11-19-2024 9.H-1
Packet Page 124

Conclusion and Recommendation
Staff recommends that the Council adopt a Resolution (Attachment 1) authorizing the City Manager to enter into a Professional Services Agreement (Attachment 2) with GSI in the amount of $112,493 to manage the NCMA groundwater monitoring program and to prepare the NCMA Annual Monitoring Reports for 2024 through 2026.

FISCAL IMPACT:

The fiscal impact of adopting the attached resolution is $112,493 for three years, with the possibility of two additional one-year extensions. The cost of the contract is $36,037 in Fiscal Year (FY) 2025, $37,478 in FY 2026, and $38,978 in FY 2027.

The Water Enterprise Funds’ budget includes $35,000 in FY 2025 for this project. The FY 2025 contract costs are shown in Table 1 below. If the Council adopts the resolution, staff will include the cost of the additional two years in the FY 2026 and FY 2027 budgets.

Table 1. FY 2025 Project Funding
Description Amount
Available Project Budget – Water Enterprise Fund
Professional Services Account $35,000
Contract Cost $36,037
Budget Surplus/ (Shortfall)$(1,037)
Staff recommends appropriating $1,037 in FY 2025 in the Water Enterprise Fund, Public Works Department, Water Division, Water Operations professional services account from the Water Enterprise Fund net position (available fund balance) to cover the shortfall.

ATTACHMENTS:

1. Resolution

1.A Exhibit A to Resolution: GSI Cost Proposal

2. GSI Vendor Agreement
Prepared by:

Erin Olsen, Senior Management Analyst
Submitted by: Mike James, Assistant City Manager/Acting Director of Public Works City Manager Approval:

Council Agenda 11-19-2024 9.H-2
Packet Page 125

RESOLUTION NO. R-2024-XXX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PISMO BEACH,

CALIFORNIA AUTHORIZING THE CITY MANAGER TO ENTER INTO A PROFESSIONAL SERVICES AGREEMENT WITH GSI WATER SOLUTIONS, INC. IN THE AMOUNT OF $112,493 TO MANAGE THE NORTHERN CITIES MANAGEMENT

AREA GROUNDWATER MONITORING PROGRAM AND TO PREPARE THE NCMA ANNUAL MONITORING REPORTS FOR 2024 THROUGH 2026; AND
APPROPRIATING RELATED BUDGET ADJUSTMENTS IN FISCAL YEAR 2025 WHEREAS, due to a California Superior Court Ruling in 2008, three “management areas” of the Santa Maria Groundwater Basin, including the Northern Cities Management Area (NCMA), of which the City is a member, were established; and WHEREAS, the ruling also mandated that “a monitoring program be established in each of the three Management Areas to collect and analyze data regarding water supply and demand conditions,” and an annual report be filed with the Court; and WHEREAS, the NCMA Technical Group (TG), comprised of representatives from each member agency, issued a Request for Proposals to manage the NCMA groundwater monitoring program and to prepare the NCMA Annual Monitoring Reports for 2024 through 2026; and
WHEREAS, two proposals were received evaluated by a review panel, and GSI Water Solutions, Inc. was selected to perform the work.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Pismo Beach hereby authorizes the City Manager to enter into a Professional Services Agreement with GSI Water Solutions, Inc. in the amount of $112,493 to manage the Northern Cities Management Area groundwater monitoring program and to prepare the NCMA Annual Monitoring Reports for Fiscal Years 2024 through 2026 (cost proposal provided as Exhibit A).

BE IT FURTHER RESOLVED that the City Council of the City of Pismo Beach hereby appropriates $1,037 in Fiscal Year (FY) 2025 in the Water Enterprise, Public Works Department, Water Division, Water Operations professional services account from the Water Enterprise Fund net position.

UPON MOTION OF Council Member , seconded by Council Member , the foregoing resolution was adopted by the City Council of the City of Pismo Beach this 19th day of November 2024, by the following vote:

AYES:

NOES:

ABSENT:

Council Agenda 11-19-2024 9.H-3
Attachment 1
Packet Page 126

ABSTAIN:

RECUSED:

Approved: Attest:
________________________ ________________________
Ed Waage, Mayor Erica Inderlied, City Clerk
IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the City of Pismo Beach, California, on _______________________. ________________________
Erica Inderlied, City Clerk
Council Agenda 11-19-2024 9.H-4
Attachment 1
Packet Page 127

GSI Water Solutions, Inc. 800 Quintana Road, Suite 2C, Morro Bay, CA 93442 www.gsiws.com October 15, 2024
Michael Steele, PE
Northern Cities Management Area Technical Group
Submitted via email to [email protected]
Re: Request for Revisions to GSI’s Proposal to Complete the Northern Cities Management Area 2024–2026 Annual Monitoring Reports
Dear Michael:

Thank you for the opportunity to provide clarification to our proposal dated September 13, 2024. Below is a table with the total costs associated with completing the 2024–2026 annual reports for the Northern Cities Management Area (NCMA) Technical Group (TG). The proposed fees include an annual escalation of 4 percent.

Note the costs shown represent a maximum amount that will not be exceeded without written authorization from the NCMA TG.

PROPOSAL: Northern Cities Management Area 2024—2026 Annual Monitoring Reports GSI Water Solutions, Inc. 1
As specified in the NCMA TG Request for Proposals dated August 15, 2024, the requested scope of work consisted of optional tasks to prepare the 2027 and 2028 Annual Reports. For the purpose of this proposal clarification, we assume the level of effort for the optional tasks will be equivalent to tasks described in the proposal.

We estimate that the base project fee and contingency fee to prepare the 2027 Annual Report will be $232,435 and $20,922, respectively. We estimate that the base project fee and contingency fee to prepare the 2028 Annual Report will be $241,733 and $21,759, respectively.

Sincerely,
GSI Water Solutions, Inc.

Michael McAlpin, PG Dave O’Rourke, PG, CHG, PE
Managing Hydrogeologist Principal Hydrogeologist
Council Agenda 11-19-2024 9.H-6
Attachment 1.A
Packet Page 129

1 of 12
Vendor Agreement (Rev. 2/2/2018)

CITY OF PISMO BEACH

VENDOR AGREEMENT FOR PROFESSIONAL SERVICES
This Vendor Agreement for Professional Services (“AGREEMENT”) is made and entered into as of the date the AGREEMENT is fully executed by all parties (the “Effective Date”), by and between the City of Pismo Beach, a municipal corporation (“CITY”), and GSI Water Solutions, Inc. (“VENDOR”).

In consideration of the mutual covenants and conditions set forth herein, the parties agree as follows:

RECITALS:

CITY wishes to retain the services of an experienced and qualified VENDOR to provide the following services:
2024-2026 NCMA Annual Monitoring Reports
VENDOR represents and warrants that it is qualified to perform those services.

AGREEMENT:

I. SERVICES TO BE PERFORMED BY VENDOR
VENDOR will provide the services listed in the Scope of Services attached hereto as Exhibit A.

VENDOR warrants that all work and services set forth in the Scope of Services will be performed in a competent, professional and satisfactory manner. Extra work beyond that described in the Scope of Services is not authorized without the express written approval of CITY. VENDOR shall request and receive written approval prior to performing any extra work. Any work beyond that reflected in the approved Scope of Services shall not be compensated by CITY unless prior written approval was provided under this paragraph. To the extent that Exhibit A is a proposal from VENDOR, such proposal is incorporated only for the description of the Scope of Services and no other terms and conditions from any such proposal shall apply to this AGREEMENT unless specifically agreed to by CITY in writing.

II. TERM
Unless earlier terminated in accordance with Section IV below, or unless the Scope of Services are substantially completed, the AGREEMENT will continue in full force and effect from the Effective Date through June 30, 2027. Upon mutual written agreement, the term of this AGREEMENT can be extended annually under the same terms for up to two (2) additional one (1) year periods, as the parties agree in writing.

III. COMPENSATION
A. VENDOR’s Fee
For services rendered pursuant to this AGREEMENT, VENDOR will be paid in accordance with the Compensation Schedule attached hereto as Exhibit B. However, in no event will the total amount of money paid VENDOR, for services initially contemplated by this AGREEMENT and associated expenses, exceed the sum of thirty-six thousand thirty-seven dollars ($36,037) for year one, thirty-seven thousand four hundred seventy-eight dollars ($37,478) for year two, thirty-eight thousand nine hundred seventy-eight dollars ($38,978) for year three, and an aggregate total of one hundred twelve thousand four hundred ninety-three dollars ($112,493) for the term of this agreement, unless otherwise 2 of 12
Vendor Agreement (Rev. 2/2/2018)
first approved in writing by CITY. Should this AGREEMENT be extended pursuant to Section II, VENDOR’s fee may be adjusted upon the written agreement of the parties, in the form of an amendment to this AGREEMENT.

B. Schedule of Payment
VENDOR will submit invoices monthly for actual services performed and associated expenses.

Invoices shall be submitted on or about the first business day of each month, or as soon thereafter as practical, for services provided in the previous month. Payment shall be made within thirty (30) days of receipt of each invoice as to all non-disputed fees. If CITY disputes any of VENDOR’s fees it shall give written notice to VENDOR within thirty (30) days of receipt of an invoice of any disputed fees set forth on the invoice. Any final payment under this AGREEMENT shall be made within forty-five (45) days of receipt of an invoice therefor.

IV. TERMINATION OF AGREEMENT
A. CITY may at any time, for any reason, with or without cause, suspend or terminate this AGREEMENT, or any portion hereof, by serving upon VENDOR at least ten (10) days' prior written notice. Upon receipt of said notice, VENDOR shall immediately cease all work under this AGREEMENT, unless the notice provides otherwise. If CITY suspends or terminates a portion of this AGREEMENT, such suspension or termination shall not make void or invalidate the remainder of this AGREEMENT.

B. In the event this AGREEMENT is terminated pursuant to this Section, CITY shall pay to VENDOR the actual value of the work performed up to the time of termination, provided that the work performed is of value to CITY. Upon termination of the AGREEMENT pursuant to this Section, VENDOR will submit an invoice to CITY pursuant to Section III.

V. FORCE MAJEURE
If any party fails to perform its obligations because of strikes, lockouts, labor disputes, embargoes, "acts of God," inability to obtain labor or materials or reasonable substitutes for labor or materials, governmental restrictions, governmental regulations, governmental control, judicial orders, enemy or hostile governmental action, civil commotion, fire or other casualty, or other causes beyond the reasonable control of the party obligated to perform, then that party’s performance shall be excused for a period equal to the period of such cause for failure to perform.

VI. RETENTION OF FUNDS
VENDOR authorizes CITY to deduct from any amount payable to VENDOR (whether or not arising out of this AGREEMENT) any amounts the payment of which may be in dispute or that are necessary to compensate CITY for any losses, costs, liabilities, or damages suffered by CITY, and all amounts for which CITY may be liable to third parties, by reason of VENDOR’s acts or omissions in performing or failing to perform VENDOR’s obligations under this AGREEMENT. In the event that any claim is made by a third party, the amount or validity of which is disputed by VENDOR, or any indebtedness exists that appears to be the basis for a claim of lien, CITY may withhold from any payment due, without liability for interest because of the withholding, an amount sufficient to cover the claim. The failure of CITY to exercise the right to deduct or to withhold will not, however, affect the obligations of VENDOR to insure, indemnify, and protect CITY as elsewhere provided in this AGREEMENT.

Council Agenda 11-19-2024 9.H-7
Attachment 2
Packet Page 130

3 of 12
Vendor Agreement (Rev. 2/2/2018)
VII. CITY REPRESENTATIVE
The Director of Public Works is designated as the “City Representative,” authorized to act in its behalf with respect to the work and services specified in this AGREEMENT and to make all decisions in connection with this AGREEMENT. Whenever approval, directions, or other actions are required by CITY under this AGREEMENT, those actions will be taken by CITY Representative, unless otherwise stated. CITY’s City Manager has the right to designate another CITY Representative at any time, by providing notice to VENDOR.

VIII. VENDOR REPRESENTATIVE(S)
The person(s) employed by VENDOR whose name(s) are set forth immediately following the signatures of the parties executing this AGREEMENT are designated as being the representative(s) of VENDOR authorized to act on its behalf with respect to the work specified in this AGREEMENT and make all decisions in connection with this AGREEMENT.

IX. INDEPENDENT CONTRACTOR
VENDOR is, and at all times will remain as to CITY, a wholly independent contractor. Neither CITY nor any of its elected officials, officers, employees or agents will have control over the conduct of VENDOR or any of VENDOR’s employees, except as otherwise set forth in this AGREEMENT and then only as to the results to be accomplished and not the method by which VENDOR provides the Scope of Services. VENDOR may not, at any time or in any manner, represent that it or any of its agents or employees are in any manner agents or employees of CITY.

X. BUSINESS LICENSE
VENDOR must obtain a CITY business license prior to the start of work under this AGREEMENT, unless VENDOR is qualified for an exemption.

XI. OTHER LICENSES AND PERMITS
VENDOR warrants that it has all professional, contracting and other permits and licenses required to undertake the work contemplated by this AGREEMENT.

XII. VENDOR’S ACCOUNTING RECORDS; OTHER PROJECT RECORDS A. VENDOR shall maintain complete and accurate records with respect to sales, costs, expenses, receipts, and other such information required by CITY that relate to the performance of services under this AGREEMENT. VENDOR shall maintain adequate records of services provided in sufficient detail to permit an evaluation of services.

B. All such records shall be maintained in accordance with generally accepted accounting principles and shall be clearly identified and readily accessible. VENDOR shall provide free access to the representatives of CITY or its designees at reasonable times to such books and records; shall give CITY the right to examine and audit said books and records; shall permit CITY to make transcripts or copies therefrom as necessary; and shall allow inspection of all work, data, documents, proceedings, and activities related to this AGREEMENT. Such records, together with supporting documents, shall be maintained for a period of three (3) years after receipt of final payment. Upon completion of, or in the event of termination or suspension of this AGREEMENT, all original documents, designs, drawings, maps, models, computer files, surveys, notes, and other documents prepared in the course of providing the 4 of 12
Vendor Agreement (Rev. 2/2/2018)
services to be performed pursuant to this AGREEMENT shall become the sole property of CITY and may be used, reused, or otherwise disposed of by CITY without the permission of VENDOR. With respect to computer files, VENDOR shall make available to CITY, at VENDOR's office and upon reasonable written request by CITY, the necessary computer software and hardware for purposes of accessing, compiling, transferring, copying and/or printing computer files. VENDOR hereby grants to CITY all right, title, and interest, including any copyright, in and to the documents, designs, drawings, maps, models, computer files, surveys, notes, and other documents prepared by VENDOR in the course of providing the services under this AGREEMENT.

C. All plans, studies, sketches, drawings, reports, and specifications as herein required are the property of CITY, whether the work for which they are made be executed or not. In the event this AGREEMENT is terminated, and at the end of the term of this AGREEMENT, all such plans, studies, sketches, drawings, electronic documentation, reports, and specifications shall be delivered immediately to CITY. VENDOR may retain one copy of each document for VENDOR’S records, but shall have no proprietary rights to them. CITY agrees to indemnify VENDOR against any damages caused by the unauthorized re-use of said documents.

XIII. INDEMNIFICATION
A. Non-design, non-construction Professional Services:

To the fullest extent permitted by law (including, but not limited to California Civil Code Sections 2782 and 2782.8), VENDOR shall indemnify, defend, and hold harmless CITY, and its elected officials, officers, employees, volunteers, and agents (“CITY Indemnitees”), from and against any and all causes of action, claims, liabilities, obligations, judgments, or damages, including reasonable legal counsels’ fees and costs of litigation (“claims”), arising out of VENDOR’s performance or VENDOR’s failure to perform its obligations under this AGREEMENT or out of the operations conducted by VENDOR, including CITY’s active or passive negligence, except for such loss or damage arising from the sole negligence or willful misconduct of CITY. In the event CITY Indemnitees are made a party to any action, lawsuit, or other adversarial proceeding arising from VENDOR’s performance of this AGREEMENT, VENDOR shall provide a defense to CITY Indemnitees or at CITY’s option, reimburse CITY Indemnitees their costs of defense, including reasonable legal fees, incurred in defense of such claims.

B. Non-design, construction Professional Services:

To the extent the Scope of Services involve a “construction contract” as that phrase is used in Civil Code Section 2783, this paragraph shall apply in place of paragraph A. To the fullest extent permitted by law (including, but not limited to California Civil Code Sections 2782 and 2782.8), VENDOR shall indemnify, defend, and hold harmless the CITY, and its elected officials, officers, employees, volunteers, and agents (“CITY Indemnitees”), from and against any and all causes of action, claims, liabilities, obligations, judgments, or damages, including reasonable legal counsels’ fees and costs of litigation (“claims”), arising out of VENDOR’s performance or VENDOR’s failure to perform its obligations under this AGREEMENT or out of the operations conducted by VENDOR, except for such loss or damage arising from the active negligence, sole negligence or willful misconduct of CITY. In the event CITY Indemnitees are made a party to any action, lawsuit, or other adversarial proceeding arising from VENDOR’s performance of this AGREEMENT, VENDOR shall provide a defense to CITY Indemnitees or at CITY’s option, reimburse CITY Indemnitees their costs of defense, including reasonable legal fees, incurred in defense of such claims.

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C. Design Professional Services:

In the event VENDOR is a "design professional," and the Scope of Services require VENDOR to provide “design professional services” as those phrases are used in Civil Code Section 2782.8, this paragraph shall apply in place of paragraphs A or B. To the fullest extent permitted by law (including, but not limited to California Civil Code Sections 2782 and 2782.8) VENDOR shall indemnify, defend and hold harmless CITY and its elected officials, officers, employees, volunteers and agents (“City Indemnitees”), from and against all claims, damages, injuries, losses, and expenses including costs, attorney fees, expert consultant and expert witness fees arising out of, pertaining to or relating to, the negligence, recklessness or willful misconduct of VENDOR, except to the extent caused by the sole negligence, active negligence or willful misconduct of CITY. Negligence, recklessness or willful misconduct of any subcontractor employed by VENDOR shall be conclusively deemed to be the negligence, recklessness or willful misconduct of VENDOR unless adequately corrected by VENDOR. In the event CITY Indemnitees are made a party to any action, lawsuit, or other adversarial proceeding arising from VENDOR’s performance of this AGREEMENT, VENDOR shall provide a defense to CITY Indemnitees or at CITY’s option, reimburse CITY Indemnitees their costs of defense, including reasonable legal fees, incurred in defense of such claims. In no event shall the cost to defend charged to VENDOR under this paragraph exceed VENDOR’s proportionate percentage of fault. However, notwithstanding the previous sentence, in the event one or more defendants is unable to pay its share of defense costs due to bankruptcy or dissolution of the business, VENDOR shall meet and confer with other parties regarding unpaid defense costs.

D. Payment by CITY is not a condition precedent to enforcement of the indemnities in paragraph A, B, or C. In the event of any dispute between VENDOR and CITY, as to whether liability arises from the active negligence, sole negligence or willful misconduct of CITY or its officers, employees, or agents, VENDOR will be obligated to pay for CITY’s defense until such time as a final judgment has been entered adjudicating CITY as having been actively negligent, solely negligent or as having engaged in willful misconduct. Except as otherwise required by Civil Code Section 2782.8, VENDOR will not be entitled in the absence of such a determination to any reimbursement of defense costs including but not limited to attorney’s fees, expert fees and costs of litigation. The provisions of this Section 13 shall survive completion of VENDOR’s services or the termination of this AGREEMENT.

XIV. NON-LIABILITY OF CITY OFFICERS AND EMPLOYEES

No elected official, officer, employee, or agent of CITY will be personally liable to VENDOR, in the event of any default or breach by CITY or for any amount that may become due to VENDOR.

XV. INSURANCE

A. Without limiting VENDOR’s indemnification of CITY, and prior to commencement of the Scope of Services, VENDOR shall obtain, provide and maintain at its own expense during the term of this AGREEMENT, policies of insurance of the type and amounts described below and in a form that is satisfactory to CITY.

1. General liability insurance. VENDOR shall maintain commercial general liability insurance with coverage at least as broad as Insurance Services Office (ISO) form CG 00 01, in an amount not less than $1,000,000 per occurrence, $2,000,000 general aggregate, for bodily injury, personal injury, and property damage. The policy must include contractual liability that has not been amended. Any endorsement restricting standard ISO “insured contract” language will not be accepted.

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2. Automobile liability insurance. If VENDOR owns vehicles used in performing the Scope of Services in any manner, VENDOR shall maintain automobile insurance at least as broad as Insurance Services Office (ISO) form CA 00 01 covering bodily injury and property damage for all activities of VENDOR arising out of or in connection with any work to be performed under this AGREEMENT, including coverage for any owned, hired, non-owned or rented vehicles, in an amount not less than $1,000,000 combined single limit for each accident.

3. Workers’ compensation insurance. VENDOR shall maintain Workers’ Compensation Insurance (Statutory Limits) and Employer’s Liability Insurance (with limits of at least $1,000,000), as required by law.

4. VENDOR shall submit to CITY, along with the certificate of insurance, a Waiver of Subrogation endorsement in favor of CITY, its officers, agents, employees, and volunteers.

5. Errors and Omissions/Professional Liability. VENDOR shall maintain a policy of professional liability insurance written on a claims-made basis in an amount not less than $1,000,000. VENDOR shall also procure and pay for appropriate tail coverage for a minimum of three years following completion of the Scope of Services to cover any errors or omissions occurring during the Term. In the alternative, VENDOR may elect to obtain equivalent coverage on an occurrence basis. CITY’s Risk Manager or City Attorney may waive the requirement of professional liability insurance if he/she determines that such a policy is not commercially available to VENDOR. If such a policy is commercially available, additional cost to VENDOR in obtaining such a policy shall not be a basis upon which the insurance requirement will be waived.

B. Other provisions or requirements:

1. Proof of insurance. VENDOR shall provide certificates of insurance to CITY as evidence of the insurance coverage required herein, along with a waiver of subrogation endorsement for workers’ compensation. Insurance certificates and endorsements must be approved by CITY’s Risk Manager prior to commencement of performance.

Current certification of insurance shall be kept on file with CITY at all times during the term of this contract. CITY reserves the right to require complete, certified copies of all required insurance policies, including endorsements to such policies, at any time.

2. Duration of coverage. VENDOR shall procure and maintain for the duration of the AGREEMENT insurance against claims for injuries to persons or damages to property, which may arise from or in connection with the performance of the work hereunder by VENDOR, its agents, representatives, employees, or subconsultants.

3. Primary/noncontributing. Coverage provided by VENDOR shall be primary and any insurance or self-insurance procured or maintained by CITY shall not be required to contribute with it. The limits of insurance required herein may be satisfied by a combination of primary and umbrella or excess insurance. Any umbrella or excess insurance shall contain or be endorsed to contain a provision that such coverage shall also apply on a primary and non-contributory basis for the benefit of CITY before CITY’s own insurance or self-insurance shall be called upon to protect it as a named insured.

4. CITY’s rights of enforcement. In the event any policy of insurance required under this AGREEMENT does not comply with these specifications or is canceled and not replaced, CITY has the right but not the duty to obtain the insurance it deems necessary and any premium paid by CITY will be promptly reimbursed by VENDOR or Council Agenda 11-19-2024 9.H-9
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CITY will withhold amounts sufficient to pay premium from VENDOR payments. In the alternative, CITY may terminate this AGREEMENT as provided in paragraph IV.

5. Acceptable insurers. All insurance policies shall be issued by an insurance company currently authorized by the Insurance Commissioner to transact business of insurance or is on the List of Approved Surplus Line Insurers in the State of California, with an assigned policyholders’ Rating of A- (or higher) and Financial Size Category Class VII (or larger) in accordance with the latest edition of Best’s Key Rating Guide, unless otherwise approved by CITY’s Risk Manager.

6. Waiver of subrogation. All insurance coverage maintained or procured pursuant to this AGREEMENT shall be endorsed to waive subrogation against CITY, its elected or appointed officials, agents, officers, employees, and volunteers or shall specifically allow VENDOR or others providing insurance evidence in compliance with these specifications to waive their right of recovery prior to a loss. VENDOR hereby waives its own right of recovery against CITY, and shall require similar written express waivers and insurance clauses from each of its subconsultants.

7. Enforcement of contract provisions (non-estoppel). VENDOR acknowledges and agrees that any actual or alleged failure on the part of CITY to inform VENDOR of non- compliance with any requirement imposes no additional obligations on CITY nor does it waive any rights hereunder.

8. Requirements not limiting. Requirements of specific coverage features or limits contained in this Section are not intended as a limitation on coverage, limits or other requirements, or a waiver of any coverage normally provided by any insurance.

Specific reference to a given coverage feature is for purposes of clarification only as it pertains to a given issue and is not intended by any party or insured to be all inclusive, or to the exclusion of other coverage, or a waiver of any type. If VENDOR maintains higher limits than the minimums shown above, CITY requires and shall be entitled to coverage for the higher limits maintained by VENDOR. Any available insurance proceeds in excess of the specified minimum limits of insurance and coverage shall be available to CITY.

9. Notice of cancellation. VENDOR agrees to oblige its insurance agent or broker and insurers to provide to CITY with a thirty (30) day notice of cancellation (except for nonpayment for which a ten (10) day notice is required) or nonrenewal of coverage for each required coverage. In the event VENDOR’s policy of insurance cannot be endorsed to provide this notice of cancellation, VENDOR shall provide CITY notice of such cancellation, in writing, not later than 24 hours following the effective time of such cancellation.

10. Additional insured status. General liability policies shall provide or be endorsed to provide that CITY and its officers, officials, employees, and agents shall be additional insureds under such policies. This provision shall also apply to any excess/umbrella liability policies. Each such insurance policy shall contain language substantially similar to the following clause:
"The City of Pismo Beach, its elected and appointed officials, officers, employees, and agents are named as additional insureds as respects operations of the named insured performed under contract with the City of Pismo Beach." CITY need not be named as an additional insured on professional liability insurance policies.

11. Prohibition of undisclosed coverage limitations. None of the coverages required herein will be in compliance with these requirements if they include any limiting endorsement 8 of 12
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of any kind that has not been first submitted to CITY and approved of in writing by CITY’s Risk Manager or City Attorney.

12. Separation of insureds. A severability of interests provision must apply for all additional insureds ensuring that VENDOR’s insurance shall apply separately to each insured against whom claim is made or suit is brought, except with respect to the insurer’s limits of liability. The policy(ies) shall not contain any cross-liability exclusions.

13. Pass-through clause. VENDOR agrees to ensure that its sub-consultants, sub- contractors, and any other party providing any work under the Scope of Services under the direction of VENDOR, provide the same minimum insurance coverage and endorsements required of VENDOR. VENDOR agrees to monitor and review all such coverage and assumes all responsibility for ensuring that such coverage is provided in conformity with the requirements of this section. VENDOR agrees that upon request, all AGREEMENTS with consultants, subcontractors, and others engaged in performing work under the Scope of Services will be submitted to CITY for review.

14. CITY’s right to revise specifications. CITY reserves the right at any time during the term of the contract to change the amounts and types of insurance required by giving VENDOR ninety (90) days' advance written notice of such change. If such change results in substantial additional cost to VENDOR, CITY and VENDOR may renegotiate VENDOR’s compensation.

15. Self-insured retentions. Any self-insured retentions must be declared to and approved by CITY. CITY reserves the right to require that self-insured retentions be eliminated, lowered, or replaced by a deductible. Self-insurance will not be considered to comply with these specifications unless approved by CITY.

16. Timely notice of claims. VENDOR shall give CITY prompt and timely notice of claims made or suits instituted that arise out of or result from VENDOR’s performance under this AGREEMENT, and that involve or may involve coverage under any of the required liability policies.

17. Additional insurance. VENDOR shall also procure and maintain, at its own cost and expense, any additional kinds of insurance, which in its own judgment may be necessary for its proper protection and prosecution of the Scope of Services.

XVI. SUBCONTRACTORS
Before VENDOR retains or hires a subcontractor to provide any work, labor, or services relative to this AGREEMENT, VENDOR must:

A. Present the name and identifying information of the subcontractor that will provide any work, labor, or services to CITY;
B. Present to CITY the form of subcontract that will be used with the subcontractor for CITY’s approval, which approval will not be unreasonably withheld. Such subcontract agreement must include an indemnity agreement that is generally in accord with the indemnity obligations contained in paragraph XII of this AGREEMENT and must specifically name CITY as an indemnified party; and
C. Secure from the subcontractor evidence of insurance coverage that meets with this AGREEMENT including naming CITY as an additional insured as required by this AGREEMENT, unless such requirement is waived in writing by CITY's Risk Manager as provided in paragraph XXV below.

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XVII. CONFLICT OF INTEREST

No officer or employee of CITY may have any financial interest, direct or indirect, in this AGREEMENT, nor may any officer or employee participate in any decision relating to the AGREEMENT that affects the officer or employee’s financial interest or the financial interest of any corporation, partnership, or association in which the officer or employee is directly or indirectly interested, in violation of any law, rule or regulation.

No person may offer, give, or agree to give any officer or employee or former officer or employee, nor may any officer or employee solicit, demand, accept, or agree to accept from another person, a gratuity or an offer of employment in connection with any decision, approval, disapproval, recommendation, preparation or any part of a program requirement or a purchase request, influencing the content of any specification or procurement standard, rendering of advice, investigation, auditing, or in any other advisory capacity in any way pertaining to any program requirement, contract or subcontract, or to any solicitation or proposal.

XVIII. NOTICE

All notices, requests, demands, or other communications under this AGREEMENT will be in writing.

Notice will be sufficiently given for all purposes as follows:

A. Personal delivery. When personally delivered to the recipient; notice is effective on delivery.

B. First Class mail. When mailed first class to the last address of the recipient known to the party giving notice; notice is effective three mail delivery days after deposit in a United States Postal Service office or mailbox.

C. Certified mail. When mailed certified mail, return receipt requested; notice is effective on receipt, if delivery is confirmed by a return receipt.

D. Overnight delivery. When delivered by an overnight delivery service, charges prepaid or charged to the sender’s account; notice is effective on delivery, if delivery is confirmed by the delivery service.

E. Facsimile transmission. When sent by fax to the last fax number of the recipient known to the party giving notice; notice is effective on receipt. Any notice given by fax will be deemed received on the next business day if it is received after 5:00 p.m. (recipient’s time) or on a non- business day.

Addresses for purpose of giving notice are as set forth immediately following the signatures of the parties executing this AGREEMENT.

F. Any correctly addressed notice that is refused, unclaimed, or undeliverable because of an act or omission of the party to be notified, will be deemed effective as of the first date the notice was refused, unclaimed or deemed undeliverable by the postal authorities, messenger or overnight delivery service.

G. Either party may change its address or fax number by giving the other party notice of the change in any manner permitted by this AGREEMENT. Any change in address or fax number that is not provided to the other party will not void delivery of any notice under this 10 of 12
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AGREEMENT, and delivery to the last known address or fax number shall be deemed sufficient for notice under this AGREEMENT.

XIX. PROHIBITION AGAINST ASSIGNMENT AND SUBCONTRACTING
This AGREEMENT and all exhibits are binding on the heirs, successors, and assigns of the parties.

The AGREEMENT may not be assigned or subcontracted by either CITY or VENDOR without the prior written consent of the other.

XX. INTERPRETATION
The terms of this AGREEMENT shall be construed in accordance with the meaning of the language used and shall not be construed for or against either party by reason of the authorship of this AGREEMENT or any other rule of construction that might otherwise apply.

XXI. SEVERABILITY
If any part of this AGREEMENT is found to be in conflict with applicable laws, that part will be inoperative, null and void insofar as it is in conflict with any applicable laws, but the remainder of the AGREEMENT will remain in full force and effect.

XXII. TIME OF ESSENCE
Time is of the essence in the performance of this AGREEMENT.

XXIII. GOVERNING LAW; JURISDICTION
This AGREEMENT will be administered and interpreted under the laws of the State of California.

Jurisdiction of and venue for any litigation arising from the AGREEMENT will be in the Superior Court of the San Luis Obispo County, or in the United States District Court for the Central District of California.

XXIV. COMPLIANCE WITH STATUTES AND REGULATIONS
VENDOR will be knowledgeable of and will comply with all applicable federal, state, county and city statutes, rules, regulations, ordinances and orders. VENDOR and its subcontractor(s) shall not discriminate against any person in the performance of this AGREEMENT on the basis of race, religion, national origin, color, age, sex, sexual orientation, AIDS, HIV status, disability, or any other basis protected by state or federal law, and shall comply with applicable federal and state equal employment opportunity laws, ordinances, rules and regulations.

XXV. WAIVER OF BREACH
No delay or omission in the exercise of any right or remedy by a nondefaulting party on any default will impair the right or remedy or be construed as a waiver. A party’s consent or approval of any act by the other party requiring the party’s consent or approval will not be deemed to waive or render unnecessary the other party’s consent to or approval of any subsequent act. Any waiver by either party of any default must be in writing and will not be a waiver of any other default concerning the same or any other provision of this AGREEMENT.

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XXVI. ATTORNEY’S FEES
Except as provided for in paragraph XV, in any dispute, litigation, arbitration, or other proceeding by which one party either seeks to enforce its rights under this AGREEMENT (whether in contract, tort or both) or seeks a declaration of any rights or obligations under this AGREEMENT, the prevailing party will be awarded reasonable attorney’s fees, together with any costs and expenses, to resolve the dispute and to enforce any judgment, including post judgment attorney’s fees costs and expenses and any attorneys’ fees or costs incurred on appeal of any judgment.

XXVII. EXHIBITS
All exhibits identified in this AGREEMENT are incorporated into the AGREEMENT by this reference.

In the event of any conflict between the terms of this AGREEMENT and the terms of an exhibit, the terms of this AGREEMENT shall control. Notwithstanding the foregoing sentence, the provisions of Section XIII of this AGREEMENT shall not be altered, amended, limited or otherwise affected in any manner by any language included in an exhibit to this AGREEMENT, even if such exhibit purports to affect the provisions of Section XIII.

XXVIII. VENDOR’S AUTHORITY TO EXECUTE
The persons executing this AGREEMENT on behalf of the VENDOR warrant that:

A. the VENDOR is duly organized and existing under the appropriate State laws; B. they are duly authorized to execute this AGREEMENT on behalf of the VENDOR; C. by so executing this AGREEMENT, the VENDOR is formally bound to the provisions of this AGREEMENT; and
D. entering into this AGREEMENT does not violate any provision of any other AGREEMENT to which the VENDOR is bound.

XXIX. INTEGRATION; AMENDMENT
This AGREEMENT represents the entire understanding of CITY and VENDOR as to those matters contained in it. No prior oral or written understanding will be of any force or effect with respect to the terms of this AGREEMENT. The AGREEMENT may not be modified or altered except in writing signed by both parties.

IN WITNESS WHEREOF, the parties hereto have caused this AGREEMENT to be executed the day and year last written below.

Signatures begin on next page.
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CITY:

City of Pismo Beach, a Municipal Corporation
Signed:

Name: Mike James
Title: Acting Director of Public Works
Dated: ________________________________
Signed:

Name: Jorge E. Garcia
Title: City Manager
Dated: ________________________________
Address for giving notice (See Section XVIII):
760 Mattie Road, Pismo Beach, CA 93449
ATTEST:

Signed:

Name: Erica Inderlied
Title: City Clerk
APPROVED AS TO FORM:

Signed:

Name: David M. Fleishman
Title: City Attorney
VENDOR:

GSI Water Solutions, Inc.

Signed:

Name: ________________________________
Title: _________________________________
Dated: ________________________________
Address for giving notice (See Section XVIII):
______________________________________
______________________________________
Email address for official communications:
______________________________________
Vendor Representative (See Section VIII):

Name/Title: ____________________________
Attachments:

Exhibit A: Scope of Service
Exhibit B: Compensation Schedule
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PROPOSAL: Northern Cities Management Area 2024—2026 Annual Monitoring Reports GSI Water Solutions, Inc. 7
Section 4: Statement of Understanding and Scope of Work Statement of Understanding
The NCMA is one of three management areas in the adjudicated SMGB, along with the NMMA and the Santa Maria Valley Management Agency (SMVMA). These agencies are subject to several agreements and orders, including a Settlement Agreement (2002), Settlement Stipulation (2005), and Judgment After Trial (2008).

Under the terms of the 2005 Stipulation, NCMA is required to generate annual reports. Each report summarizes results of the NCMA’s groundwater monitoring program, documents changes in groundwater supplies, and identifies potential threats to the groundwater resource. These reports also must include a tabulation of area- wide water production by documenting the availability and use of imported water, return flow entitlement and use, availability and use of other developed water, and groundwater extractions.

Conflict of Interest
No member of the GSI team represents any party in the
adjudication of the SMGB. There is no conflict of interest.

Approach to Project Management
The GSI team will provide the same approach to project
management that the NCMA TG has come to expect during
the past 5 years. In approaching this project, we apply our combined understanding of the tasks, extensive experience working in the region, technical expertise, and awareness of the broader context of water supply and environmental protection needs.

The GSI team understands the importance of the thorough preparation and on-time delivery of the annual report.

Given the depth of our team and our experience developing previous years’ annual reports for the NCMA TG, we are
confident that we are able to commit resources to
accomplish all tasks in a timely manner and deliver
accurate data and a meaningful analysis that meet the
NCMA TG’s needs. Since 2016, we have met every
deliverable on time and completed the work under the
contracted budget every year.

GSI’s proven project management approach is built on
clear and frequent communication with our clients. As
such, the team will maintain close communications with
the NCMA project manager through regular calls and check-ins. We have been fortunate to develop a close working relationship with Kendall Houghton and Michael Steele, the NCMA staff extension personnel at WSC, and fully intend to continue that rapport to maximize the benefit to the TG. Should any issues arise, we will bring them to the NCMA project manager’s attention and focus on finding an expedient solution.

The GSI team offers:

High-caliber local expertise. Key team
members have performed numerous
investigations throughout SMGB since 2016.

We use this deep institutional knowledge to
help us evaluate the data and develop
conclusions and recommendations based on
our local knowledge.

Quality control. We stake our reputation on
the quality of our work. We rely on rigorous
quality assurance/quality control (QA/QC)
procedures, including principal-level oversight
and approval of all work products, to ensure
meaningful, accurate, and reliable data
collection and reporting.

Data protection. Just as we have in the past,
our key team members will use our existing
systems to store and backup data to prevent
against unforeseen circumstances.
([KLELW$
PROPOSAL: Northern Cities Management Area 2024—2026 Annual Monitoring Reports GSI Water Solutions, Inc. 8
Scope of Work
The following scope of work is based on the requirements in the RFP, as well as our experience preparing the annual reports and associated quarterly monitoring reports since 2016. Additionally, we are drawing on our work in other areas of the SMGB and our years of experience conducting similar work for our clients.

Task 1: 2024 NCMA Annual Monitoring Report Preparation
Task 1.1: NCMA Groundwater Monitoring and Report Schedule Assuming a Notice to Proceed (NTP) and authorization will be issued on or before September 27, 2024, we will provide a detailed schedule of all tasks, anticipated meetings, and report preparation efforts within 14 days. We have included a general schedule later in this proposal; a final schedule will be prepared and submitted in early October.

Task 1.2: Meetings
The NCMA TG holds monthly meetings to share data and results and foster collaboration. Mike McAlpin, GSI’s proposed project manager, will participate in the regularly scheduled meetings; Dave O’Rourke will also attend most meetings and will attend in lieu of Mike if unavoidable conflicts arise. Mike and/or Dave will also participate in the SMGB Management Area Technical Subcommittee Meetings, as well as any other coordination meetings.

As needed, Mike and/or Dave will work with the NCMA project manager to prepare agenda items and follow up on action items. Sam Schaefer will participate in various meetings throughout the year when specifically beneficial to the project.

Task 1.3: NCMA Groundwater Monitoring and Water Quality Sampling The NCMA is responsible for the collection of groundwater level measurements and water quality information from the NCMA monitoring network. The GSI team will complete four rounds of water level monitoring and water quality testing. The monitoring and testing will occur quarterly (October 2024, January 2025, April 2025, and July 2025) in coordination with the County of San Luis Obispo’s semiannual groundwater monitoring cycle and the NCMA municipalities’ groundwater monitoring schedule. We have conducted this work for the past 14 years and are thoroughly familiar with the process and procedures (and, perhaps more importantly, the potential problems and pitfalls).

During each sampling event, we will collect groundwater depth measurements in accordance with American Society for Testing and Materials (ASTM) Standard D4750-87, and groundwater water quality samples in accordance with ASTM standard D4448-1. We will use a variety of methods, including low-flow methods, in the case of the Oceano CSD monitoring wells. For each quarterly sampling event, field personnel will:
ɷ Coordinate with Eurofins Laboratory for delivery of sample bottles and arrange for a courier to ensure timely delivery of the samples to the laboratory.
ɷ Collect synoptic field measurements of depth to water (in accordance with ASTM Standard D4750-87) from all 15 monitoring wells, including:
ɷ 32S/12E-24B01 through -24B03 (North Beach Campground) ɷ 32S/13E-30F01 through -30F03 (Highway 1)
ɷ 32S/13E-30N01 through -30N03 (Pier Avenue)
ɷ 12N/23W-36L01 and -36L02 (Oceano Dunes)
ɷ Three Oceano CSD monitoring wells
ɷ 12N/35W-32C03 (County Monitoring Well #3)
ɷ Collect representative water samples from each of the 15 monitoring wells at 6 sites for the constituents listed in the RFP (note that the three shallow sentry wells—24B01, 30F01, and 30N01—are sampled for water quality during the second and fourth quarters only).

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PROPOSAL: Northern Cities Management Area 2024—2026 Annual Monitoring Reports GSI Water Solutions, Inc. 9
We will conduct sampling events as we have done previously. We will perform the sampling of the wells using a combination of ISCO-type peristaltic pumps and a Grundfos RediFlo2 (or similar) electric submersible pump as appropriate for each well. Each well will be purged in accordance with ASTM D4448-1 until clear water is produced and field-measured water quality parameters stabilize. Then we will collect samples in containers with appropriate preservatives, place them in iced coolers immediately following collection, and maintain them at the appropriate temperature for transportation to Eurofins Laboratory. We will complete chain-of-custody documentation for all samples.

As part of our standard QA/QC procedures, we will review data collected from the field and laboratory reports. We will red-flag and address any data not in compliance with ASTM standards for accuracy or reliability and collect new data, as necessary. We will enter all data that satisfies our QA/QC procedures into the NCMA database. The data also will be evaluated by the GSI team (as discussed in Task 1.4) and compiled into a quarterly monitoring report for submittal to the TG.

Transducers that measure pressure (water level), temperature, and electrical conductivity are installed in several wells, including:
ɷ 32S/12E-24B03 (North Beach Campground deep well)
ɷ 32S/13E-30F03 (Highway 1 deep well)
ɷ 32S/13E-30N02 (Pier Avenue deep well)
ɷ 12N/23W-36L01 (Oceano Dunes middle well)
ɷ 12N/23W-36L02 (Oceano Dunes deep well)
ɷ 12N/35W-32C03 (County Monitoring Well #3)
Data from these transducers will be downloaded during quarterly monitoring. The transducers will be calibrated as needed, the data compensated for atmospheric pressure variation, and then referenced to the project elevation model. These data will be subjected to QA/QC procedures, then entered in the NCMA database.

Task 1.4: NCMA Groundwater Data Analysis
GSI team members will follow the same procedures and methodologies for data analysis that have been performed for the past 14 years. We will compile and review all data from quarterly groundwater measurements and laboratory analysis, as well as any applicable data collected by the County of San Luis Obispo. We also will collect and compile any data available from the NCMA agencies related to groundwater levels, well production, and water quality. The data will be evaluated and indications of potential hazards (such as well interference, water quality degradation, and seawater intrusion) will be identified. We will interpret data and will calculate and provide historical context of the Deep Well Index.1
We will continue the collaborative efforts with the NMMA TG to use basin-wide water level data (north of the Santa Maria River) to generate hydrographs and contour maps for the annual report displaying spring and fall conditions.

Time-series plots of historical water quality data for key constituents will be generated at representative wells to show changes over time for those constituents, with special attention paid to coastal wells. The water quality data will be compiled, analyzed, and presented in various ways (time concentration plots and Piper [trilinear] diagrams).
1 The Deep Well Index is the average of synoptic groundwater elevation measurements in the three deep sentry wells 24B03, 30F03, and 30N02. This index was developed by the NCMA in 2007 to gauge the ability of the aquifer to withhold potential landward migration of seawater. A Deep Well Index value above 7.5 feet North American Vertical Datum 1988 generally indicates that sufficient freshwater flow occurs from the east to the coastline to prevent seawater intrusion.

PROPOSAL: Northern Cities Management Area 2024—2026 Annual Monitoring Reports GSI Water Solutions, Inc. 10
We will summarize the data and document the analysis in the quarterly monitoring report sent to the NCMA TG within 5 weeks of the end of each quarterly monitoring event, and all of the data for the calendar year 2024 will be summarized in the 2024 Annual Report.

Task 1.5: Hydrologic Data Compilation
Several sets of hydrologic data are essential for the preparation of the report. We will use the methodology that we modified and adopted in 2015, which improved our understanding of and confidence in the rainfall and ET data, and which subsequently improved our ability to calculate an agricultural irrigation applied water estimate.

Although we have been working on these annual reports for many years, we continue to look for ways to improve upon our data sources and methodology to create better or more efficient analysis. If we identify areas of improvement, we will consult with the NCMA project manager and either incorporate those improvements directly in our work or suggest the changes for subsequent annual reports, as appropriate.

Task 1.6: NCMA Water Demand and Availability Analysis
We will prepare a detailed analysis of water production, delivery, and availability within the NCMA. The data collection and analysis methodologies will be sufficient to determine land and water uses in the NCMA, sources of supply to meet those uses, groundwater availability, the amount and disposition of developed water supplies, and the amount and disposition of any other water supply sources within the NCMA. The approach and tabulation of results will be included in the 2024 Annual Report.

For preparation of the 2024 Annual Report, we intend to generally follow the established method that we have
developed during the past several years for the NCMA
monitoring program. We will continue to calculate
applied irrigation for agricultural demand by developing a rigorous model using the Integrated Water Flow Model
Demand Calculator. The TG approved this method
during review of the Phase 1B Groundwater Model
agriculture pumping estimates. We believe that this
methodology is representative of actual conditions
because it accounts for specific climate conditions for the given year, soil properties specific to the area of interest, and the resulting spatial variation in ET. GSI and GEI will evaluate recently installed irrigation wells in Arroyo Grande that are outfitted with meters to compare metered data with the model-derived estimates at a
field scale.

The NCMA has three major sources of water supply, which will be discussed and quantified in the 2024 Annual Report:
ɷ Lopez Reservoir.All four municipalities in the NCMA receive water from Lopez Reservoir. We will compile data on the volume of the reservoir deliveries for each municipality and enter the data into the NCMA database.
ɷ State Water Project (SWP). The City of Pismo Beach and Oceano CSD receive water from the SWP. Data on the volume of water delivered to these municipalities will be compiled in the NCMA database. ɷ Groundwater.NCMA records groundwater pumping data by location and volume. Non-urban domestic and agricultural groundwater pumping is estimated. This data will be compiled in the NCMA database.

GSI equipment on site during
groundwater monitoring for NCMA.

Council Agenda 11-19-2024 9.H-14
Attachment 2
Packet Page 137

PROPOSAL: Northern Cities Management Area 2024—2026 Annual Monitoring Reports GSI Water Solutions, Inc. 11
Threats to Water Supply
Identified threats to NCMA’s water supply include statewide and local drought, potential reduction in amounts or reliability of SWP deliveries, the potential for declining water in Lopez Reservoir caused by drought, and seawater intrusion.

Several factors can affect availability and quality of water supplies. To understand the threats, we will track several factors and incorporate the potential threats, as appropriate:
ɷ Local environmental issues
ɷ Groundwater production and pumping in the NMMA, with resultant implications of subsurface inflow into the NCMA
ɷ Phased importation of supplemental supplies into the NMMA ɷ Land use changes
Task 1.7: 2024 NCMA Annual Report Preparation
Within 6 weeks of the NTP, we will prepare a draft outline of the 2024 Annual Report and submit it to the NCMA TG and the water rights counsel.

Following approval of the outline, GSI will prepare an Administrative Draft Annual Report for the NCMA TG. The report will be based on data collected and analysis performed as described above, other data that may become available, and ongoing discussions with the NCMA TG and the NCMA project manager. The general outline of the annual report is expected to be:
Executive Summary
Introduction
Basin Setting
Precipitation
Evapotranspiration
Geology and Hydrogeology
Groundwater Flow
Groundwater Conditions
Groundwater Levels
Change in Groundwater in Storage
Water Quality
Water Supply and Production/Delivery
Water Supply
Water Use
Comparison of Water Supply vs. Water Production
Threats to Water Supply
Management Activities
SGMA added a requirement to calculate change in groundwater in storage, effective with the submittal of the 2016 Annual Report. We will likely follow the same methodology used in the 2023 Annual Report, in which we analyzed water levels in the Alluvial Aquifer (occurring within the Cienega Valley) separately from water levels in the Deep Aquifer (consisting of the Paso Robles Formation and the Careaga Sandstone). As the project progresses, we will continue to assess whether there is any additional data available and whether the calculation methodology can be improved (such as through use of the evolving Phase 1C groundwater flow model).

PROPOSAL: Northern Cities Management Area 2024—2026 Annual Monitoring Reports GSI Water Solutions, Inc. 12
We recognize that other related information may be important to the NCMA TG, and we will incorporate additional information as appropriate.

We will send an electronic copy of the Administrative Draft Annual Report to the NCMA municipalities and water rights counsel at least 12 weeks before the submittal date of the Final Annual Report. All comments on the Administrative Draft will be noted and incorporated into the Draft Annual Report. In addition, a version with tracked changes will be provided to the NCMA TG to show the revisions that were made.

GSI will send an electronic copy of the Draft Annual Report to the NCMA TG 6 weeks before the submittal date of the Final Annual Report. As with the Administrative Draft Annual Report, we will compile all comments and incorporate them into the Final Annual Report. In addition, we will provide a version with tracked changes to the NCMA TG to show the modifications that were made.

Before April 30, 2025, we will deliver an electronic copy of the Final 2024 Annual Report to the NCMA TG and the water rights counsel. The water rights counsel then will be responsible for submitting the annual report to the Court.

Task 1.8: DWR Reporting
GSI will prepare and submit all required monitoring and reporting data to DWR. As noted in the RFP, it is anticipated that reporting will occur through the new Adjudicated Basin Dashboard in the SGMA Portal. We will submit this data concurrently with the submittal of the Final 2024 Annual Report. GSI will attend one 2.5-hour virtual workshop with DWR and coordinate with DWR through the submittal process, making reasonable efforts to align data and reporting with the DWR guidance and best practices.

Task 2: 2025 NCMA Annual Monitoring Report Preparation
For the 2025 Annual Report, we propose to use the approach outlined in Tasks 1.1 through 1.8 above. We will review each specific task description with the NCMA project manager and the TG in June 2025 to incorporate any changes that would improve the quality of the evaluations or the efficiency of the process. For planning purposes, we expect the level of effort will be roughly equivalent to the current effort proposed for the 2024 Annual Report, plus any nominal cost-of-living increase as reflected in our fee schedule.

Task 3: 2026 NCMA Annual Monitoring Report Preparation
Similarly, we propose to use the approach outlined in Tasks 1.1 through 1.8 above for the 2026 Annual Report.

We will review each specific task description with the NCMA project manager and the TG in June 2026 to incorporate any changes that would improve the quality of the evaluations or the efficiency of the process. For planning purposes, we expect the level of effort will be roughly equivalent to the 2025 Annual Report, plus any nominal cost-of-living increase as reflected in our fee schedule.

Optional Tasks: Preparation of the 2027 and 2028 NCMA Annual Reports We appreciate the potential opportunity to continue to provide groundwater monitoring, water quality analysis, preparation of quarterly monitoring reports, annual reporting, and submittal of the SGMA reporting requirements to DWR, as well as to provide technical support services for the preparation of these future reports. We propose to use the approach outlined in Tasks 1.1 through 1.8 above for any future annual reports. We will review each specific task description with the NCMA project manager and the TG in June of each subsequent year to incorporate any changes that would improve the quality of the evaluations or the efficiency of the process. For planning purposes, we expect the level of effort in subsequent years will be roughly equivalent to the current effort proposed for the 2024 Annual Report, plus any nominal cost-of-living increase as reflected in our fee schedule.

Council Agenda 11-19-2024 9.H-15
Attachment 2
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GSI Water Solutions, Inc.800 Quintana Road, Suite 2C, Morro Bay, CA 93442 www.gsiws.com October 15, 2024
Michael Steele, PE
Northern Cities Management Area Technical Group
Submitted via email to [email protected]
Re: Request for Revisions to GSI’s Proposal to Complete the Northern Cities Management Area 2024–2026 Annual Monitoring Reports
Dear Michael:

Note the costs shown represent a maximum amount that will not be exceeded without written authorization from the NCMA TG.

Reporting
Year Agency Base Project Fee Contingency Fee Total Project Fee (incl. contingency)
Fraction
2024
Arroyo Grande $64,057 $5,766 $69,823 0.31
Grover Beach $66,123 $5,952 $72,075 0.32
Oceano CSD $43,393 $3,906 $47,299 0.21
Pismo Beach $33,061 $2,976 $36,037 0.16
Total $206,634 $18,600 $225,234 1.00
2025
Arroyo Grande $66,619 $5,997 $72,616 0.31
Grover Beach $68,768 $6,190 $74,958 0.32
Oceano CSD $45,129 $4,062 $49,191 0.21
Pismo Beach $34,383 $3,095 $37,478 0.16
Total $214,899 $19,344 $234,243 1.00
2026
Arroyo Grande $69,284 $6,237 $75,521 0.31
Grover Beach $71,519 $6,438 $77,956 0.32
Oceano CSD $46,934 $4,225 $51,159 0.21
Pismo Beach $35,759 $3,219 $38,978 0.16
Total $223,495 $20,118 $243,613 1.00
([KLELW%PROPOSAL: Northern Cities Management Area 2024—2026 Annual Monitoring Reports GSI Water Solutions, Inc. 1
As specified in the NCMA TG Request for Proposals dated August 15, 2024, the requested scope of work consisted of optional tasks to prepare the 2027 and 2028 Annual Reports. For the purpose of this proposal clarification, we assume the level of effort for the optional tasks will be equivalent to tasks described in the proposal.

Sincerely,
GSI Water Solutions, Inc.

Michael McAlpin, PG Dave O’Rourke, PG, CHG, PE
Managing Hydrogeologist Principal Hydrogeologist
Council Agenda 11-19-2024 9.H-16
Attachment 2
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PISMO BEACH CITY COUNCIL STAFF REPORT
Agenda Item #9.I
Meeting Date: November 19, 2024
TITLE:

Notice of Completion for the Police Department Parking Division Annex Building Project
RECOMMENDATION:

1.Accept the Police Department Parking Division Annex Building Project as complete;

2.Authorize the City Manager to sign, and the City Clerk to record, a Notice of Completion for the project.

DISCUSSION:

On October 3, 2023, City Council awarded a contract to Pre Con Industries, Inc. (Pre Con) for the Police Department Parking Division Annex Building project. The project consisted of tenant improvements to make the building located at 585 Dolliver Street functional as a downtown location for both the Police Department and Parking Division as well as tenant improvements at four other locations also related to ensuring continuity of operations for the Police Department during the construction of the Public Safety Facility Project.

Conclusion and Recommendation
Pre Con has completed the contracted services and the Police Department Parking Division Annex Building Project has been completed in accordance with the plans, specifications, and contract documents. Staff recommends that the City Council accept the project as complete and authorize the Notice of Completion (Attachment 1) to be recorded at the County Clerk’s office.

FISCAL IMPACT:

There is no direct fiscal impact associated with this report.

ATTACHMENTS:

1.Notice of Completion
Prepared by:

Erin Olsen, Senior Management Analyst
Submitted by: Mike James, Assistant City Manager/Acting Director of Public Works City Manager Approval:

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RECORDING REQUESTED BY:

WHEN RECORDED, RETURN TO:

CITY CLERK

CITY OF PISMO BEACH
760 MATTIE ROAD
PISMO BEACH, CA 93449

NO TRANSFERORS
This document is recorded for the benefit of the City of Pismo Beach, a Municipal Corporation, and is exempt from fee per Government Code Section 27383.

NOTICE OF COMPLETION AND ACCEPTANCE

FOR POLICE DEPARTMENT PARKING DIVISION ANNEX BUILDING PROJECT NOTICE IS HEREBY GIVEN by the City of Pismo Beach in the County of San Luis Obispo, State of California, as follows:

1.That on the 19th of November 2024, the project hereunder described was considered completed and accepted by the City Council of the City of Pismo Beach.

2.That the description of said project is the construction of Police Department Parking Division Annex Building, for the City of Pismo Beach.

3.That the name of the political subdivision controlling said project, and the owner of the land upon which the project was constructed, is the City of Pismo Beach, in the County of San Luis Obispo, State of California, whose address is 760 Mattie Road, Pismo Beach, CA 93449.

4.That the name of the owner/contractor on said project is Pre Con Industries, Inc., 725 Oak Street, Santa Maria, CA 93454.

5.The name of the Surety on the project is Great American Insurance Company, 750 The City Drive South, Suite 470, Orange, CA 92868.

I certify (or declare) under penalty of perjury that the foregoing is true and correct.

Date:

Jorge E. Garcia, City Manager
Attest:

Erica Inderlied, City Clerk
Council Agenda 11-19-2024 9.I-2
Attachment 1
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PISMO BEACH CITY COUNCIL STAFF REPORT
Agenda Item 9.J
Meeting Date: November 19, 2024
TITLE:

In-Lieu Parking Fee Reduction
RECOMMENDATION:

Adopt a Resolution amending the In-lieu Parking Fee Program to reduce the in-lieu fee to $9,000 per space and repealing Resolution R-2019-010.

BACKGROUND:

On October 15, 2024 the City Council considered and directed staff to proceed with the following recommendations from the Parking Advisory Committee relating to the downtown parking program:

1. Reduce parking in-lieu fees from $36,000 to $9,000 per space.

2. Reduce overall parking requirements for allowed uses in the downtown.

3. Create parking maximums to go along with the existing minimum parking requirements.

4. Revise the Zoning Code to allow uses in existing buildings in the downtown to change out without triggering a requirement for additional parking.

5. Increase the number of in-lieu parking spaces that can be purchased from 30% to 100%, with Planning Commission approval.

6. Prohibit the payment of in-lieu fees in association with satisfying the parking requirement associated with any transient lodging, residential, or non-commercial use in the Downtown Planning area.

The October 15, 2024 staff report is available online in the Access Pismo public records portal at www.pismobeach.org/accesspismo1 . Items 1 and 6 are near-term items that can be addressed through adoption of the attached resolution. Items 2 through 5 require amendment of the City’s Zoning Ordinance and will be brought forward as part of the ongoing Zoning Ordinance update.

RECOMMENDATION
Staff recommends that the City Council adopt a Resolution (Attachment 1) which will reduce the parking in-lieu fee from $36,000 to $9,000 and repeal Resolution R-2019-010 (Attachment 2) which enacted the prior fee. The implementation of the proposed reduced fee would go into effect immediately.

FISCAL IMPACT:

Adoption of the attached resolution will lower the parking in-lieu fee from $36,000 to $9,000. The reduction of the in-lieu fee cost when combined with the implementation of items 2 through 5 above will likely increase participation in the in-lieu fee program, 1 Full URL:
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increasing the amount of in-lieu fees received, while also serving to facilitate investment in the downtown. New development in the downtown area could generate property tax, potentially sales tax, or even transient occupancy tax, depending on the type of development proposed.

ATTACHMENTS:

1. Resolution

2. Resolution R-2019-010 Establishing current In-Lieu Parking Fee Program Submitted by:

Scot Graham, Community Development Director
City Manager Approval:

Council Agenda 11-19-2024 9.J-2
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RESOLUTION NO. R-2024-XXX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PISMO BEACH,

CALIFORNIA AMENDING THE IN-LIEU PARKING FEE PROGRAM TO REDUCE THE IN-LIEU FEE TO $9,000 PER SPACE AND REPEALING RESOLUTION R-2019- 010
WHEREAS, Section 17.108.040 of the City of Pismo Beach Municipal Code authorizes waivers of off-street parking requirements for new commercial construction in the downtown area, " […] if the City Council adopts a Resolution of policy setting out the value of the off-street parking space based on land value, plus not less than one and one-half times the construction costs of a top grade parking lot at the time of the adoption of this Title unless otherwise designated by the City Council"; and WHEREAS, on February 19, 2019, the City Council, via Resolution R-2019-010, established a parking in-lieu fee program, including setting the in-lieu fee at $36,000 per each off-street parking space; and;
WHEREAS, on October 15, 2024, the City Council reviewed the parking in-lieu fee program, including recommendations from the Parking Advisory Committee, and directed staff to lower the in-lieu fee to $9,000 per each off-street parking space with the intent to encourage investment/revitalization in the downtown.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Pismo Beach as follows:

1. Resolution R-2019-010 is hereby repealed.

2. The Downtown Core Planning Area, LU-K-1, as identified in Exhibit A, attached hereto, and adopted by City Council Resolution No. R-03-50 in June 2003, is hereby designated as the “downtown area” or the “downtown commercial area” referred to in Municipal Code Section 17.108.040.

3. The City Council establishes the following Off-Street Parking Waiver Program:

A. The full cost in-lieu parking fee is nine thousand dollars ($9,000) per space.

B. Within the defined Downtown Core area, the amount of the in-lieu fee for parking requirements resulting from additions or renovations to existing buildings shall be one-hundred percent (100%) of the value established in item A, above.

C. The payment of the in-lieu fees shall not be permitted to satisfy the parking requirement of any transient lodging or non-commercial use in the Downtown Planning area.

Council Agenda 11-19-2024 9.J-3
Attachment 1
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D. The City Council authorizes the use of these “in-lieu” certificates. Each such certificate shall represent the value of one (1) off-street parking space. The certificates run with the land, to the benefit of each subsequent owner or transferee of the property for which the certificates were issued.

E. The certificates shall not be transferable for the benefit of any property owners of property other than the property for which the certificates were issued.

F. The certificates shall have no independent monetary value apart from the real property and shall not entitle the holder to any interest in real property underlying any parking space constructed with funds paid to obtain the certificates.

G. Payment in full for said certificates shall be made prior to the issuance of the certificates and any applicable building permits or business license.

H. In-lieu parking fees shall not be permitted for more than thirty percent (30%) of the required off-street parking spaces for new development unless the applicant proves, to the satisfaction of the Planning Commission, that a hardship would occur due to the size, shape, location, or topography of the property involved, in which case a higher percentage may be granted by the Planning Commission, or until such time as the City Council approves revisions to the zoning code allowing for a greater percent of off-street parking space to be purchased.

UPON MOTION OF Council Member , seconded by Council Member , the foregoing resolution was adopted by the City Council of the City of Pismo Beach this 19th day of November 2024, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

RECUSED:

Council Agenda 11-19-2024 9.J-5
Attachment 1
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Attachment 2
Existing In-Lieu Fee Resolution
Council Agenda 11-19-2024 9.J-6
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Attachment 2
Existing In-Lieu Fee Resolution
Council Agenda 11-19-2024 9.J-7
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Attachment 2
Existing In-Lieu Fee Resolution
Council Agenda 11-19-2024 9.J-8
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Attachment 2
Existing In-Lieu Fee Resolution
Council Agenda 11-19-2024 9.J-9
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PISMO BEACH CITY COUNCIL STAFF REPORT
Agenda Item 11.A
Meeting Date: November 19, 2024

TITLE:

Conduit Financing for the Pismo Terrace Affordable Housing Apartments Project RECOMMENDATION:

1. Conduct a public hearing under the requirements of Tax and Equity Fiscal Responsibility Act (TEFRA) and the Internal Revenue Code of 1986, as amended, in connection with the proposed issuance of revenue bonds by the California Municipal Finance Authority (CMFA).

2. Adopt a Resolution approving the issuance of revenue bonds by the California Municipal Finance Authority in an aggregate principal amount not to exceed $13,414,789 to finance and refinance a 50-unit affordable rental housing facility for the benefit of Pismo Terrace, L.P. or its affiliate, and certain other matters relating thereto.

BACKGROUND:

On August 17, 2021, the City Council held a Tax and Equity Fiscal Responsibility Act (TEFRA) hearing for the Pismo Terrace Affordable Housing Apartment project located at 855 4th Street. At that meeting, the Council adopted Resolution R-2021-073 approving the issuance of revenue bonds by CMFA for the Pismo Terrace development project. The August 17, 2021 staff report and resolution are available online in the Access Pismo public records portal at www.pismobeach.org/accesspismo1 . Now that the project is complete, People’s Self Help Housing as the developer is seeking a new bond issuance because the loan amounts have changed from $15,000,000 to $13,414,789. This requires recasting the loans as part of the loan conversion to permanent financing.

Pismo Terrace, L.P. as the Borrower has requested that the CMFA serve as the municipal issuer of the Bonds in an aggregate principal amount not to exceed $13,414,789 (the “Bonds”) of tax-exempt revenue bonds. The proceeds of the Bonds will be used to (1) finance and refinance the acquisition, construction, development and equipping of a 50- unit affordable multifamily rental housing facility including units for low-income tenants (the “Project”), to be located at 855 North Fourth Street in the City of Pismo Beach, California (the “City”), and (2) pay certain expenses in connection with the issuance of the Bonds.

In order for the Bonds to qualify as tax-exempt bonds, the City of Pismo Beach must conduct a public hearing (the “TEFRA Hearing”) providing for the members of the community an opportunity to speak in favor of or against the use of tax-exempt bonds for the financing of the Project. Prior to such TEFRA Hearing, reasonable notice must be provided to the members of the community. Following the close of the TEFRA Hearing, 1 Full URL:
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an “applicable elected representative” of the governmental unit hosting the Project must provide its approval of the issuance of the Bonds for the financing of the Project.

California Municipal Finance Authority
The CMFA was created on January 1, 2004, pursuant to a joint exercise of powers agreement to promote economic, cultural, and community development through the financing of economic development and charitable activities throughout California. To date, over 330 municipalities, including Pismo Beach, have become members of CMFA.

The CMFA was formed to assist local governments, non-profit organizations, and businesses with the issuance of taxable and tax-exempt bonds aimed at improving the standard of living in California. The CMFA’s representatives and its Board of Directors have considerable experience in bond financings.

The Bonds to be issued by the CMFA for the Project will be the sole responsibility of the Borrower, and the City will have no financial, legal, or moral obligation, liability or responsibility for the Project or the repayment of the Bonds for the financing of the Project.

All financing documents with respect to the issuance of the Bonds will contain clear disclaimers that the Bonds are not obligations of the City or the State of California, but are to be paid for solely from funds provided by the Borrower.

Conclusion and Recommendation
The public hearing is a requirement of the type of financing being sought for the affordable housing project and is necessary because the loan amounts of the permanent financing have changed. Therefore, staff recommends that the Council conduct the TEFRA Hearing and adopt a Resolution (Attachment 1) in favor of issuance of the Bonds by the CMFA.

FISCAL IMPACT:

There is minimal fiscal impact to the City associated with the proposed action. The Board of Directors of the California Foundation for Stronger Communities, a California non-profit public benefit corporation (the “Foundation”), acts as the Board of Directors for the CMFA.

Through its conduit issuance activities, the CMFA shares a portion of the issuance fees it receives with its member communities and donates a portion of these issuance fees to the Foundation for the support of local charities. With respect to the City, it is expected that that a portion of the issuance fee attributable to the City will be granted by the CMFA to the general fund of the City. Such grant may be used for any lawful purpose of the City.

ATTACHMENTS:

1. Resolution
Prepared by: Cindy Jacinth, Planning Manager
Submitted by: Scot Graham, Community Development Director City Manager Approval:

11.A-2Council Agenda 11-19-2024
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RESOLUTION NO. R-2024-XXX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PISMO BEACH,

CALIFORNIA APPROVING THE ISSUANCE OF REVENUE BONDS BY THE

CALIFORNIA MUNICIPAL FINANCE AUTHORITY IN AN AGGREGATE PRINCIPAL AMOUNT NOT TO EXCEED $13,414,789 TO FINANCE AND REFINANCE A 50-UNIT

AFFORDABLE RENTAL HOUSING FACILITY FOR THE BENEFIT OF PISMO TERRACE, L.P. OR ITS AFFILIATE, AND CERTAIN OTHER MATTERS RELATING

THERETO
WHEREAS, People’s Self-Help Housing Corporation (the “Sponsor”), on behalf of Pismo Terrace, L.P., a California limited partnership (the “Borrower”), has requested that the California Municipal Finance Authority (the “Authority”) issue one or more series of revenue bonds in an aggregate principal amount not to exceed $13,414,789 (the “Bonds”), including but not limited to revenue bonds issued as part of a plan to (1) finance and refinance the acquisition, construction, development and equipping of a 50-unit affordable multifamily rental housing facility including units for low-income tenants (the “Project”), to be located at 855 North Fourth Street in the City of Pismo Beach, California (the “City”), and (2) pay certain expenses in connection with the issuance of the Bonds; and
WHEREAS, an “applicable elected representative” of a jurisdiction in which the Project is to be located is required to approve the issuance of the Bonds under Section 147(f) of the Code; and
WHEREAS, the City Council of the City (the “City Council”) is the elected legislative body of the City and is an “applicable elected representative” for purposes of Section 147(f) of the Code; and
WHEREAS, the Authority has requested that the City Council approve the issuance of the Bonds by the Authority in order to satisfy the public approval requirement of Section 147(f) of the Code and the requirements of Section 4 of the Joint Exercise of Powers Agreement Relating to the California Municipal Finance Authority, dated as of January 1, 2004 (the “Agreement”), among certain local agencies, including the City; and WHEREAS, pursuant to Section 147(f) of the Code, the City Council has, following notice duly given, held a public hearing regarding the issuance of the Bonds, and now desires to approve the issuance of the Bonds by the Authority;
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Pismo Beach as follows:

Section 1. The foregoing recitals are true and correct.

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Section 2. The City Council hereby approves the issuance of the Bonds by the Authority, including but not limited to Bonds issued as part of a plan to finance and refinance the Project. It is the purpose and intent of the City Council that this resolution constitute approval of the issuance of the Bonds by the Authority for the Project, for the purposes of (a) Section 147(f) of the Code by the applicable elected representative of a governmental unit having jurisdiction over the area in which the Project is to be located, in accordance with said Section 147(f) and (b) Section 4 of the Agreement.

Section 3. The officers of the City are hereby authorized and directed, jointly and severally, to do any and all things and to execute and deliver any and all documents which they deem necessary or advisable in order to carry out, give effect to and comply with the terms and intent of this resolution and the financing transaction approved hereby.

Section 4. The Clerk shall forward a certified copy of this Resolution to the Authority in care of its counsel:

Ronald E. Lee, Esq.

Jones Hall, APLC
475 Sansome Street, Suite 1700
San Francisco, CA 94111
Section 5. This resolution shall take effect immediately upon its adoption.

UPON MOTION OF Council Member , seconded by Council Member , the foregoing resolution was adopted by the City Council of the City of Pismo Beach this 19th day of November 2024, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

RECUSED:

11.A-4Council Agenda 11-19-2024
Attachment 1
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PISMO BEACH CITY COUNCIL STAFF REPORT
Agenda Item #12.A
Meeting Date: November 19, 2024
TITLE:

Approval and Implementation of the Public Works Operational Review and Assessment; Creation of Facility and Fleet Supervisor and GIS Analyst Job Specifications; Amendment of Permit Technician Job Specification; Approval of Revised Salary Schedules; and Related Budget Adjustments RECOMMENDATION:

Adopt a Resolution:

1. Approving the Public Works Operational Review and Assessment dated November 2024;

2. Approving a new Facility and Fleet Supervisor Job Specification;

3. Approving a new Geographic Information Systems Analyst Job Specification;

4. Amending the Permit Technician Job Specification;

5. Approving Revised Combined Salary Schedules; and

6. Making related budget adjustments in Fiscal Year 2025.

DISCUSSION:

On November 7, 2024, the City Council received a report and provided direction to staff regarding the Public Works Department Operational Review and Assessment report (Assessment, Attachment 2).

The report outlined the department’s organizational and operational practices, that included structure, staffing levels, workflow processes, and technology systems used.

These recommendations were reviewed and discussed with direction given to staff to return with a proposed action plan to implement the report’s recommendations.

Based on feedback received from the City Council, staff recommends the following action items to facilitate the phased implementation approach of the 37 recommendations outlined in the Assessment. Those actions include:
Add a Facilities and Fleet Supervisor position.
Add an Asset / GIS Analyst position for Maintenance & Operations. Add a second Permit Technician to lead customer service in the Engineering Division.
Implement an asset management program and asset management software to modernize the approach to the planning, scheduling, and reporting of operations and maintenance work activities for all Operations Divisions.

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o Implement an asset management program for the assets maintained by the Public Facilities Division.
o Implement a system for service request management or organize, track, and report on requests consistently and timely.
o Implement technology (new asset management software) to more extensively organize, track, and record work orders related to facility operations and maintenance.
o Create a procedure for documenting work orders, completed work, etc. This should be done digitally to eliminate paper-based work tracking.

Looking forward, it is important to note that the remaining recommendations in the Assessment will be prioritized and calendared for completion based on the City Council’s goals and objectives, staff’s availability to accomplish the recommendation, the financial impact of the recommendation, required changes in the operational procedures, and/or regulatory changes that may impact the initiation or completion of each recommendation.

Staff will provide a more detailed update when each recommendation may be performed during Fiscal Years 2026 and 2027.

Conclusion and Recommendation
Staff recommends that the City Council begin implementation of the Public Works Operational Review and Assessment report by adopting a resolution (Attachment 1), which will formally approve the Assessment; create the Facility and Fleet Supervisor Job Specification (Attachment 1.A); create the Geographic Information Systems Analyst Job Specification (Attachment 1.B); amend the Permit Technician Job Specification (Attachment 1.C); adopt a revised combined Salary Schedule (Attachment 1.D); and appropriate the necessary funding for Fiscal Year 2025.

FISCAL IMPACT:

The estimated fiscal impact of adding three new positions (Geographic Information Systems Analyst, Facility and Fleet Supervisor, and Permit Technician) is $213,456 for a partial year in FY 2025 and $369,990 for a full year. The costs for FY 2025 and the annualized amounts for each position are detailed in Table 1.

Table 1: Cost of Positions for FY 2025 and Annualized Amount Item FY 2025 Amount Annualized Amount
GIS Analyst $79,992 $138,653
Facility and Fleet Supervisor 77,016 133,494
Permit Technician 56,448 97,843
Total Estimated Cost $213,456 $369,990
Table 2 outlines the fiscal impact on specific funds based on the recommended expenditures.

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Table 2: Fiscal Impact by Fund
Item FY 2025 Amount Annualized Amount
General Fund $137,023 $237,507
Water Enterprise Fund 26,664 46,218
Wastewater Enterprise Fund 26,664 46,218
Motor Vehicle Replacement Fund 23,105 40,047
Total Estimate Cost $213,456 $369,990
In order to support the additional $213,456 in FY 2025, staff recommends that Council appropriate the salaries and related benefits in the various funds as detailed in Table 3.

Table 3: Proposed Budget Adjustments by Fund and Account Item FY 2025 Salaries
Budget
FY 2025 Benefits
Budget
General Fund $86,126 $50,898
Water Enterprise Fund 17,270 9,394
Wastewater Enterprise Fund 17,270 9,394
Motor Vehicle Replacement Fund 13,402 9,702
Total Estimate Cost $134,068 $79,388
ATTACHMENTS:

1. Resolution

1.A Exhibit A to Resolution: Facility and Fleet Supervisor Job Specification

1.B Exhibit B to Resolution: GIS Analyst Job Specification

1.C Exhibit C to Resolution: Permit Technician Job Specification

1.D Exhibit D to Resolution: Revised Combined Salary Schedules

2. Public Works Operational Review and Assessment
Submitted by: Mike James, Assistant City Manager / Acting Director of Public Works City Manager Approval:

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RESOLUTION NO. R-2024-XXX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PISMO BEACH, CALIFORNIA 1. APPROVING THE PUBLIC WORKS OPERATIONAL REVIEW AND ASSESSMENT DATED NOVEMBER 2024; 2. APPROVING A NEW FACILITY AND FLEET SUPERVISOR JOB SPECIFICATION; 3. APPROVING A NEW GEOGRAPHIC INFORMATION SYSTEMS ANALYST JOB SPECIFICATION; 4. AMENDING THE PERMIT TECHNICIAN JOB SPECIFICATION; 5. APPROVING REVISED COMBINED SALARY SCHEDULES; AND 6. MAKING RELATED BUDGET ADJUSTMENTS IN FISCAL YEAR 2025
WHEREAS, on November 7, 2024, the City Council reviewed and approved the Public Works Department Operational Review and Assessment Report; and WHEREAS, the Assessment provides recommendations that outlines the department’s organizational and operational practices; it further recommended a revised organizational structure, staffing levels, workflow process and technology systems; and WHEREAS, the Council provided staff with preliminary approval of a revised organizational structure that creates separate divisions in Public Works Operations that include Water, Wastewater, Streets, Parks, and Facilities & Fleet; and WHEREAS, the Council provided staff with preliminary approval of three staffing changes for immediate recruitment and selection; two new job classifications will be created and one job classification will be amended:

1. New - Facility and Fleet Supervisor,

2. New - Geographic Information Systems Analyst;

3. Amended - Permit Technician; and
WHEREAS, the current action plan to implement the Assessment’s recommendations focuses on Fiscal Year 2025, including the City Council’s formal approval of the Public Works Operational Review and Assessment, creation of the Facility and Fleet Supervisor Job Specification (Exhibit A); creation of the Geographic Information Systems Analyst Job Specification (Exhibit B); amendment of the Permit Technician Job Specification (Exhibit C); adoption of a revised combined Salary Schedule (Exhibit D); and appropriation of the necessary funding for Fiscal Year 2025; and WHEREAS, future recommendations will be included as part of the Fiscal Year 2026 & 2027 budget process to implement the remaining recommendations.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Pismo Beach hereby approves the Public Works Operational Review and Assessment, dated November 2024 and as presented in staff’s report dated November 19, 2024.

Attachment 1
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BE IT FURTHER RESOLVED that the City Council of the City of Pismo Beach hereby authorizes the creation of the Facility and Fleet Supervisor Job Specification (Exhibit A).

BE IT FURTHER RESOLVED that the City Council of the City of Pismo Beach hereby authorizes the creation of the Geographic Information Systems Analyst Job Specification (Exhibit B).

BE IT FURTHER RESOLVED that the City Council of the City of Pismo Beach hereby authorizes the amendment of the Permit Technician Job Specification (Exhibit C).

BE IT FURTHER RESOLVED that the City Council of the City of Pismo Beach hereby approves a revised combined Salary Schedule reflecting the above changes to the City’s classification plan (Exhibit D).

BE IT FINALLY RESOLVED that the City Council of the City of Pismo Beach hereby appropriates the following amounts for salaries and benefits by fund and appropriates related transfers between funds, to support the addition of the Geographic Information System Analyst, Facility and Fleet Supervisor, and Permit Technician in Fiscal Year 2025.

Item FY 2025 Salaries
Budget
FY 2025 Benefits
Budget
General Fund $86,126 $50,898
Water Enterprise Fund 17,270 9,394
Wastewater Enterprise Fund 17,270 9,394
Motor Vehicle Replacement Fund 13,402 9,702
Total Estimate Cost $134,068 $79,388
UPON MOTION OF Council Member , seconded by Council Member , the foregoing resolution was adopted by the City Council of the City of Pismo Beach this 19th day of November 2024, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

RECUSED:

Approved: Attest:
________________________ ________________________
Ed Waage, Mayor Erica Inderlied, City Clerk
IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the City of Pismo Beach, California, on _______________.
________________________
Erica Inderlied, City Clerk
Attachment 1
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FLSA: NON-EXEMPT

FACILITY AND FLEET SUPERVISOR

DEFINITION
Under general direction, plans, organizes, and manages the operation of the Fleet and Facilities branch of the Facilities Division of the Public Works Department. Responsible for planning and directing the maintenance and repair of City fleet vehicles, equipment, and building maintenance for assigned City facilities.

SUPERVISION RECEIVED AND EXERCISED
Receives general direction and supervision from the Facilities Manager. Responsibilities include direct supervision of assigned facility and fleet personnel.

CLASS CHARACTERISTICS
This is a supervisory/technical classification that oversees all Facility and Fleet Division activities.

Responsibilities include planning, organizing, supervising, reviewing, and evaluating the work of assigned staff. Performance of the work requires the use of considerable independence, initiative, and discretion within established guidelines.

EXAMPLES OF ESSENTIAL JOB FUNCTIONS (Illustrative Only) Management reserves the right to add, modify, change, or rescind the work assignments of different positions and to make reasonable accommodations so that qualified employees can perform the essential functions of the job.
Using excellent customer service skills, establish and maintain effective working relationships with all city staff, and members of the public.
Participates in the implementation of goals, objectives, policies, and priorities for the Facility and Fleet Division.
Plan, organize, direct, and review the operations and activities of the Fleet and Facilities Division. Manage and coordinate the purchase, maintenance, repair, replacement and disposal of the City vehicle fleet.
Plan, direct, and participate in drafting and managing the facility maintenance program for City owned facilities.
Plan, organize, and direct the servicing and maintenance of City vehicles and equipment. Ensure City equipment meets operating and safety standards. Maintain computerized maintenance record keeping system. Establish a cost-effective procurement program and maintain an inventory of materials and supplies for the shop and facilities.
Supervise the use and operation of public works maintenance equipment and vehicles; operate equipment and vehicles as needed and as assigned.
Train assigned employees in their areas of work in public works maintenance methods, techniques and in the set up and use of equipment.

Attachment 1.A
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Facility and Fleet Supervisor

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Identifies opportunities for improving service delivery methods and procedures; provides recommendations concerning process changes; reviews with appropriate management staff; implements improvements.
Continually upgrade facilities maintenance program and polices. Verify the work of assigned employees for accuracy, proper work methods, techniques, and compliance with applicable standards and specifications. Ensure the adherence to safe work practices and procedures. Accurately assess and evaluate work and maintenance service requests. Prepare and oversee the on-going preventative maintenance and repair program for City facilities. Provide contract administration input on all building remodel and construction projects, including all phases from planning to project construction.
Advise City departments regarding equipment purchases, rental rates, equipment utilization, and operator training.
Oversee the City’s contracts for all contracted fleet and building maintenance services. Performs routine maintenance and alterations on City buildings and facilities; identifies and evaluates construction-related problems; repairs and/or renovates structures; installs and repairs ceiling tiles, floor tiles, linoleum, and/or carpet; hangs doors; repairs sheet rock; repairs and patches roofs and paints or stains as necessary; performs other related tasks. Performs installation and repairs on plumbing lines and fixtures; replaces broken pipes, cleans plugged drains, replaces washers and gaskets, replaces faucets and valves, cleans grease traps, and flushes sewer lines; installs, maintains, and repairs drains, water lines, hot water heaters, and garbage disposals.
Performs basic maintenance on City electrical systems; repairs and replaces light bulbs and electrical fixtures; troubleshoots, repairs, and runs circuits; identifies circuits and calculates circuit loads; tests voltages, ohms, grounds, neutral, and common wires.
Participate in budget preparation and administration for assigned division. Supervise, train, and evaluate subordinates, including evaluation preparation. Performs other duties as assigned.

QUALIFICATIONS
Knowledge of:
Basic principles, practices, tools, and materials as they relate to the maintenance and repair of infrastructure, facilities, systems, and appurtenances similar to those in a municipal environment. Principles, methods, and practices pertaining to the operation of fleet management, equipment maintenance and repair facility.
Principles, materials, methods, tools, and equipment used in the maintenance of buildings. Tools, lubricants, equipment, and procedures used in servicing, over-hauling, repairing and adjusting a variety of automotive and other power-driven equipment, current trends in alternative fuel and fuel systems.
Contracting and equipment specifications.
Read, interpret, and apply technical information from manuals, drawings, specifications, layouts, blueprints, and schematics.
Building maintenance practices and procedures.
Safe work practices.
Occupational Health and Safety Standards for Industrial and Commercial Facilities. Operating and repair characteristics of a variety of gas and diesel-powered light and heavy equipment. Read and understand building, remodel and construction blueprints. Read and understand vehicle/equipment electrical, air, hydraulic and coolant circuit diagrams. Record keeping, reporting and accounting procedures and practices. Personnel principles and practices including supervising, training and performance evaluation.

Attachment 1.A
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Facility and Fleet Supervisor

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Modern office practices, methods, and computer equipment and applications. Techniques for providing a high level of customer service to City personnel, City officials, government agencies and businesses in person, over the telephone, in writing and via email. Basic organization and function of public agencies.
Records management and filing principles and practices. Policies, procedures, regulations and processes related to the Public Works Department. Organization and time management skills.
English usage, grammar, spelling, vocabulary, and punctuation. Techniques for providing a high level of customer service by effectively dealing with the public, vendors, contractors, and City staff.

Ability to:
Implement goals, objectives, and practices for providing effective and efficient services. Train City staff in work procedures.
Comply with City policies and procedures, complex laws, codes, regulations, and ordinances. Provide innovative, effective, and efficient solutions. Organize and prioritize a variety of projects and multiple tasks in an effective and timely manner; organize own work, set priorities, and meet critical time deadlines. Operate modern office equipment including computer equipment and specialized software applications programs.
Use English effectively to communicate in person, over the telephone, and in writing, using technical language appropriate to the audience being addressed.
Use tact, initiative, prudence, and independent judgment within general policy, procedural, and legal guidelines.
Establish, maintain, and foster positive and harmonious working relationships with those contacted in the course of work.
Communicate effectively, both verbally and written, with customers, co-workers, and vendors in a courteous and professional manner.
Establish effective, professional working relationships with vendors and co-workers. Perform research and analysis necessary to develop and make appropriate written and/or oral recommendations for facility and/or fleet processes.
Read and understand technical information.
Work overtime as needed.
Meet physical requirements necessary to safely and effectively perform required duties.

Education and Experience:

Any combination of training and experience that would provide the required knowledge, skills, and abilities is qualifying. A typical way to obtain the required qualifications would be:

High school diploma or G.E.D., and specialized training in fleet and facility management., or similar field. An associate’s degree in management, business, or public administration is highly desirable. Four years of professional work experience in the maintenance and repair of gasoline and diesel-powered vehicles and associated equipment. Two years of experience that includes administrative and supervisory responsibility.

Licenses and Certifications:

Possession of a valid California Class A Driver’s License with the appropriate endorsements by time of appointment.

Attachment 1.A
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Facility and Fleet Supervisor

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PHYSICAL DEMANDS

Must possess mobility to work in the field and around a standard shop setting; strength, stamina, and mobility to perform medium to heavy physical work; to work in confined spaces and around machines; to operate a motor vehicle and drive on surface streets; to climb and descend ladders, and to operate varied hand and power tools, equipment, and machinery; vision to read printed materials and a computer screen; and hearing and speech to communicate in person and over the telephone or radio. The job involves fieldwork requiring frequent walking in operational areas to identify problems or hazards. Finger dexterity is needed to access, enter, and retrieve data using a computer keyboard or calculator and to operate above-mentioned tools and equipment. Positions in this classification bend, stoop, kneel, reach, and climb to perform work and inspect work sites. Employees must possess the ability to lift, carry, push, and pull materials and objects weighing up to 100 pounds, or heavier weights with the use of proper equipment.

ENVIRONMENTAL ELEMENTS

Employees work in the field and are exposed to loud noise levels, cold and hot temperatures, inclement weather conditions, road hazards, vibration, confining workspace, chemicals, mechanical and/or electrical hazards, dust, paint fumes, mechanical and electrical hazards, grease, oils, solvents, machinery with extremely hot surfaces and moving parts, moving objects or other vehicles, and hazardous physical substances and fumes. Employees may interact with upset staff and/or public and private representatives and contractors in interpreting and enforcing departmental policies and procedures. Occasional exposure to loud noise levels, vibration, confining workspace, chemicals

Prepared by: Human Resources
Council Approved:

Attachment 1.A
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FLSA: EXEMPT

GEOGRAPHIC INFORMATION SYSTEM (GIS) ANALYST

DEFINITION
Under general direction, plans, coordinates, oversees and participates in the development, implementation, integration, operation and maintenance of the City's geographic information system (GIS) and work-order system, along with establishing design and implementation information systems for provisions of access to GIS data, development and implementation of specialized GIS applications, overseeing the design and development of all databases associated with the GIS base map, along with performing a variety of technical tasks related to the assigned area of responsibility.

SUPERVISION RECEIVED AND EXERCISED
Receives general direction and supervision from the Director of Public Works. Exercises no direct supervision over staff.

CLASS CHARACTERISTICS
This is a single-incumbent classification within the Public Works Department. Using a framework of established procedures is expected to perform a wide variety of general duties with only occasional instruction or assistance. Adequate performance at this level requires knowledge of departmental procedures and precedents, and the ability to choose among alternatives in solving problems. GIS Analyst is expected to work productively in the absence of a supervisor.

EXAMPLES OF ESSENTIAL JOB FUNCTIONS (Illustrative Only) Management reserves the right to add, modify, change, or rescind the work assignments of different positions and to make reasonable accommodation so that qualified employees can perform the essential functions of the job.
Plan, direct, and participate in the acquisition, installation, administration, and operation of the City's geographic information system (GIS) and permit system; oversee software release installs and updates for both systems.
Coordinate, train, and instruct staff in the operation of the geographic information system, work-order, and permit system.
Oversee and participate in providing graphic services including preparation, layout, and design of a variety of reports, displays, literature, maps and computer graphics; ensure the accuracy and completeness of digital GIS maps and data files.
Supervise the use, care and operation of GIS equipment. Verify the work of assigned employees for accuracy, proper work methods, techniques and compliance with applicable standards and specifications.
Serve as project lead for special GIS projects including the planning, system integration, database development, implementation and application development; meet with various GIS users and Information Technology to plan and discuss system requirements; provide project status updates as needed.

Attachment 1.B
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GIS Analyst

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Serve as system administrator for GIS ensuring that application software and hardware operates efficiently and meets the City's needs for information technology; update layers as changes occur. Work with IT to Integrate GIS with other computer applications; meet with users and review requests; develop and tailor applications to meet user needs; prepare documentation. Oversee the design and development of all databases associated with the GIS base map including relational databases; develop standards and strategies for maintaining database security Plan and develop City-wide user training for geographic information systems and permit systems; develop policies and procedures for users and output requirements for GIS services. Coordinate the design and development of user-specific GIS databases and permit types; configure system operational functions; prepare reports as necessary. Research and investigate geographic information system industry techniques and products; evaluate and recommend GIS software and hardware systems.
Coordinate with software and hardware vendors as well as service consultants on planning issues, price quotes, problem reporting, and contracts.
Coordinate GIS and permit system activities with other staff, the public and private agencies as needed. Represent the City’s geographic information systems interest to various governmental and professional geographic information systems related agencies and to the community as needed. Attend and participate in professional group meetings, seminars and trainings to stay abreast of new trends and innovations in the field of geographic information systems technology. Perform related duties as required.

QUALIFICATIONS
Knowledge of:
Terminology, methods, techniques and practices of the operation and maintenance of network and personal computer hardware and software.
Modern office practices, methods, and computer equipment and applications. Techniques for providing a high level of customer service to City personnel, City officials, government agencies and businesses in person, over the telephone, in writing and via email. Network technology, data storage systems, and other peripheral equipment. Basic organization and function of public agencies.
Records management and filing principles and practices. Policies, procedures, regulations and processes related to the Public Works Department. Organization and time management skills.
English usage, grammar, spelling, vocabulary, and punctuation. Techniques for providing a high level of customer service by effectively dealing with the public, vendors, contractors, and City staff.
Create, interpret and utilize GIS map layers and data sets for analytical purposes; Conduct training sessions in GIS; communicate clearly with departments not familiar with GIS and translate their needs into GIS requirements and solutions; Work effectively with staff at all levels and with varying levels of GIS knowledge. Ability to work effectively with local government and other agencies in cooperative GIS projects. Ability to design and develop spatial databases;
Develop data visualization tools using ArcView, ArcIMS; Plan and manage departmental and enterprise GIS projects.

Ability to:
Create, interpret and utilize GIS map layers and data sets for analytical purposes; Conduct training sessions in GIS; communicate clearly with departments not familiar with GIS and translate their needs into GIS requirements and solutions; Attachment 1.B
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GIS Analyst

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Work effectively with staff at all levels and with varying levels of GIS knowledge. Ability to work effectively with local government and other agencies in cooperative GIS projects. Ability to design and develop spatial databases;
Develop data visualization tools using ArcView, ArcIMS; Plan and manage departmental and enterprise GIS projects. Implement goals, objectives, and practices for providing effective and efficient services. Train City staff in work procedures.
Comply with City policies and procedures, complex laws, codes, regulations, and ordinances. Perform regular updates and/or upgrades to GIS program. Organize and prioritize a variety of projects and multiple tasks in an effective and timely manner; organize work, set priorities, and meet critical time deadlines. Operate modern office equipment including computer equipment and specialized software applications programs.
Use English effectively to communicate in person, over the telephone, and in writing, using technical language appropriate to the audience being addressed.
Use tact, initiative, prudence, and independent judgment within general policy, procedural, and legal guidelines.
Establish, maintain, and foster positive and harmonious working relationships with those contacted in the course of work.
Communicate effectively, both verbally and written, with customers, co-workers, and vendors in a courteous and professional manner.
Establish effective, professional working relationships with clients and co-workers. Perform research and analysis necessary to develop and make appropriate written and/or oral recommendations for hardware/software configurations and for interfacing with other computer information systems.
Deliver technical customer support over the phone, video, and in person. Read and understand technical information.
Meet physical requirements necessary to safely and effectively perform required duties.

Education and Experience:

Any combination of training and experience that would provide the required knowledge, skills, and abilities is qualifying. A typical way to obtain the required qualifications would be:

High school diploma or G.E.D., and Associate’s Degree in GIS, information systems, computer science, or similar field. Bachelor’s degree is highly desirable.
and
three (3) years of professional level experience in developing and implementing automated geographic information systems, or an equivalent combination of education and experience.

Licenses and Certifications:

Possession of, or ability to obtain, a valid California Driver’s License by time of appointment.

PHYSICAL DEMANDS
Must possess mobility to work in a standard office setting and use standard office equipment, including a computer, to operate a motor vehicle, and to visit various City and meeting sites; vision to read printed materials and a computer screen; and hearing and speech to communicate in person, before groups, and over the telephone. This is primarily a sedentary office classification although standing in and walking between work areas may be required. Finger dexterity is needed to access, enter, and retrieve data using a Attachment 1.B
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GIS Analyst

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computer keyboard or calculator and to operate standard office equipment. Positions in this classification occasionally bend, stoop, kneel, reach, push, and pull drawers open and closed to retrieve and file information. Employees must possess the ability to lift, carry, push, and pull materials and objects weighing up to 25 pounds.

ENVIRONMENTAL ELEMENTS

Employees work in an office environment or in any building or structure within the service area. Work may be performed outdoors with exposure to inclement weather, exposure to noise, dust, grease fumes, gases and potentially hazardous chemicals. Employees may interact with upset staff and/or public and private representatives in interpreting and enforcing departmental policies and procedures.

Prepared by: Human Resources
Council Approved:

Attachment 1.B
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FLSA: NON-EXEMPT

PERMIT TECHNICIAN

DEFINITION
Under general supervision, performs a variety of routine to complex administrative and technical support duties related to the issuance of building, encroachment, engineering, plumbing, mechanical, and electrical permits and in support of related services and activities of the Community Development and Public Works Departments; explains ordinances, requirements, and City codes, and department procedures to building contractors, consultants, architects, engineers, developers, and the general public pertaining to capital improvement projects, engineering, land development and improvement, permit requests, and concerns; and performs related work as required.

SUPERVISION RECEIVED AND EXERCISED
Receives general supervision from the Manager of their assigned Department. Exercises no direct supervision of staff.

CLASS CHARACTERISTICS
This is a technical classification that is fully competent to perform a variety of responsible duties to assist in the provision of City services for the public. Incumbents with well-developed office support skills are expected to learn technical and specialized rules, regulations, policies, procedures, and activities related to the assigned Department and to apply them independently. This class is distinguished from other office support classes by the performance of difficult, technical, and specialized duties that require application of a larger base of technical knowledge and skill in addition to standard office support skills.

EXAMPLES OF ESSENTIAL FUNCTIONS (Illustrative Only)
Management reserves the right to add, modify, change, or rescind the work assignments of different positions and to make reasonable accommodations where appropriate so that qualified employees can perform the essential functions of the job.

When performing within the Community Development Department:
Conducts building and land use permit processing; reviews permit applications, plans, specifications, and supporting documents for completeness and compliance with legal standards and City requirements; calculates fees and credits; issues building, plumbing, mechanical, and electrical permits following established guidelines.
Completes planning and building review approval process on plans to ensure code compliance; resolves moderately complex issues of compliance; reviews and approves plans and accompanying documents on over-the-counter permits for routine or less complex projects; coordinates final inspections, utility clearances, and certificate of occupancy releases; coordinates plan check process for commercial and residential projects; files or routes information to appropriate City personnel. Calculates water meter sizes and costs for all projects. Provides appropriate information regarding zoning, subdivision plans, and building ordinances, procedures, and requirements to the public including homeowners, developers, contractors, engineers, and architects, in person and over the counter and telephone; assists the public in the application process for building and land use permits and other developmental processes. Notifies applicants when plans or permits are ready for delivery or issuance; provides status updates.

Attachment 1.C
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Permit Technician

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Performs a wide variety of routine to complex administrative duties in support of the Community Development Department; establishes and maintains filing systems; creates and modifies forms as necessary; prepares and proofreads a wide variety of correspondence, letters, memoranda, reports, statistical charts, and other written materials; distributes reports internally and to various governmental offices; organizes and assembles documents; files and catalogues maps, photos, and other planning exhibits and documents; verifies accuracy of information; researches discrepancies and records information.
Monitors and coordinates office paperwork and activities, including preparing inspection schedules, preparing and maintaining purchase orders, maintaining inventory of supplies, answering phones, printing flyers, and conducting a variety of special projects of an administrative nature. Applies departmental policies and procedures in determining completeness of applications, records, and reports; provides information and forms to the public; processes appropriate information. Compiles information and data for statistical and financial reports, including revenue and expenditure information; maintains a variety of statistical records; checks and tabulates statistical data. Contacts the public and outside agencies in acquiring and providing information and making referrals. Operates standard office equipment, including job-related computer hardware and software applications, facsimile equipment, and multi-line telephones. Performs related duties as required.

When performing within the Public Works Department:
Assist the public at the front counter; issue permit applications, answer questions, and provide information to the public regarding the application process, necessary permits and municipal code compliance of proposed projects.
Receive and complete preliminary review of land development and right of way encroachment permit applications, parcel and subdivision maps, and contract documents for conformity with pertinent laws and established criteria; ensure information is accurate and complete; assess scope of project and relevant permit requirements; advise the public of necessary corrections. Track plan check applications from submission until approval; route plans to appropriate staff; label and log information into the permit system; set up files; track and monitor plan status; notify the public, contractors, owners, developers and engineers of plan status; issue permits as authorized. Verity that projects have obtained all necessary approvals; verify professional and contractor licensing and regulatory compliance with applicable agencies.
Calculate and estimate fees for permits; processes and collects fees for various applications; issues receipts for fees collected and input data into the computer. Coordinates office and field engineering tasks with other City departments and outside agencies.

Prepares and posts road closure notices in advance of permitted construction. Perform a variety of clerical and technical tasks in support of assigned office functions, including assisting the public with locating and retrieving public records and related information; record keeping and report preparation; answers a variety of phone calls and directs calls to appropriate City personnel. Provides information and assistance to contractors, developers, engineers and the general public on engineering services and activities; responds to general inquiries; ensures issues are resolved in a timely and efficient manner.
Receives and responds to information requests for base maps, parcel maps and improvement plan information, encroachment permits, benchmarks, and other geographical data, soils reports, as-builts, and street improvements; retrieves plans, reports, permits, and files as necessary to comply with requests; issues encroachment permits and processes fees; responds to complaints from the public and resolves conflicts between owners, contractors, developers, utility companies, and others. Receives, tags and logs, and reviews submitted engineering plans, maps, and related documents for plan check; routes documents to consultants or developers for preceding and following plan review; tracks status of plan checks and original documents; advises parties of revisions; reviews a variety of Attachment 1.C
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engineering plans including grading, drainage, erosion control, and public improvement plans to assure compliance with City codes, ordinances, standards and specifications. Reviews easement documents and agreements.
Performs construction inspection duties on assigned projects; monitors and reviews work performed by contractors; ensures work performed complies with project plans, specifications, standards and contracts; refers field and/or plan issues to higher level engineering staff as required. Maintains engineering files, including plans, studies, inspections, surveys, maps, and other data related to engineering projects; prepares, updates, reproduces, and distributes maps, drawings, blueprints, and other information recorded in the Geographic Information System (GIS). Utilizes AutoCAD and GIS software to create and modify plot plans, topographic maps, improvement plans, and illustrative graphics, such as charts, illustrations, and graphs for reports, drawings for design manuals, and other projects.
Performs field, office, and computer-aided studies and prepares periodic and special reports based on findings from research, studies, and surveys; and makes recommendations on findings. Maintains and updates department records, tracking lists, permit records, and files of engineering plans, including grading, encroachments, improvements, storm drain, landscaping, final maps, water, sewer, and streets.
Attends meetings, conferences, workshops, and training sessions; stays abreast of new trends and innovations in the paraprofessional engineering field.
Performs other duties as assigned.

QUALIFICATIONS
Knowledge of:
Organization, procedures, and operating details of the assigned Department. Applicable Federal, State, and local laws, regulatory codes, ordinances, and procedures relevant to assigned Department and job duties.
Business letter writing and basic report preparation.
Business arithmetic and basic statistical techniques.
Record keeping principles and procedures.
Modern office practices, methods, and computer equipment and applications. English usage, grammar, spelling, vocabulary, and punctuation. Techniques for providing a high level of customer service by effectively dealing with the public, vendors, contractors, and City staff.

Ability to:
Understand and explain City policies, procedures, fees, and basic regulations to the general public, permit applicants, and City staff.
Analyze, interpret, and explain applicable Federal, State, and local policies, procedures, laws, regulations, codes, and departmental policies.
Read and interpret plans, specifications, related construction documents, and maps. Calculate square footage, fees and/or penalties from plans, and fees for zoning permit applications. Perform detailed, technical, and specialized planning and zoning and/or permit support work. Perform the full range of office and administrative support duties and tasks. Respond to and effectively prioritizing multiple phone calls, walk-up traffic, and other requests and interruptions.
Compose correspondence and reports independently or from brief instructions. Maintain accurate logs, records, and basic written records of work performed. Enter and retrieve data from a computer with sufficient speed and accuracy to perform assigned work. Make accurate arithmetic, financial, and statistical computations.

Attachment 1.C
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 Operate modern office equipment including computer and related word processing, database, and spreadsheet software and applications.
 Make sound, independent decisions within established policy and procedural guidelines.  Organize own work, set priorities, and meet critical time deadlines.  Use English effectively to communicate in person, over the telephone, and in writing.  Use tact, initiative, prudence, and independent judgment within general policy, procedural, and legal guidelines.
 Establish, maintain, and foster positive and harmonious working relationships with those contacted in the course of work.

Education and Experience:

Any combination of training and experience that would provide the required knowledge, skills, and abilities is qualifying. A typical way to obtain the required qualifications would be:

Equivalent to the completion of the twelfth (12th) grade supplemented by two (2) years of college level coursework in construction management, engineering, architecture, planning, or a related field and three (3) years of paraprofessional experience with support responsibilities, including customer service.

Licenses and Certifications:

If assigned to Community Development:
 Ability to obtain an International Code Council (ICC) Permit Technician certificate within twelve (12) months of employment or date of entry into the position.

If assigned to Public Works, Engineering Division:
 Possession of, or ability to obtain, a valid California Driver’s License by time of appointment.

PHYSICAL DEMANDS

Must possess mobility to work in a standard office setting and use standard office equipment, including a computer; vision to read printed materials and a computer screen; and hearing and speech to communicate in person and over the telephone. Standing in and walking between work areas if frequently required.

Finger dexterity is needed to access, enter, and retrieve data using a computer keyboard or calculator and to operate standard office equipment. Positions in this classification occasionally bend, stoop, kneel, reach, push, and pull drawers open and closed to retrieve and file information. Employees must possess the ability to lift, carry, push, and pull materials and objects weighing up to 25 pounds. This is partially a sedentary office and partially a field classification involving field inspection work requiring frequent walking at inspection sites to monitor performance and to identify problems or hazards; standing in and walking between work areas may be required.

ENVIRONMENTAL ELEMENTS

Employees work in an office environment with moderate noise levels, controlled temperature conditions, and no direct exposure to hazardous physical substances. Employees may interact with upset staff and/or public and private representatives in interpreting and enforcing departmental policies and procedures. May occasionally work in the field and be exposed to loud noise levels, cold and hot temperatures, inclement weather conditions, road hazards, vibration, mechanical and/or electrical hazards, and hazardous physical substances and fumes.

Attachment 1.C
Council Agenda 11-19-2024 12.A-17
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Permit Technician

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Prepared by: Human Resources
Council Approved: November 2024
Attachment 1.C
Council Agenda 11-19-2024 12.A-18
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City of Pismo Beach
Salary Table
5% between steps
Effective November 20, 2024
Classification Title Range #Period Step A Step B Step C Step D Step E PT1 1 Hourly 18.20323 19.11339 20.06906 21.07251 22.12614 Bi-weekly 1,456.25838 1,529.07130 1,605.52486 1,685.80111 1,770.09116 Monthly 3,155.22649 3,312.98782 3,478.63721 3,652.56907 3,835.19752 Annual 37,862.71789 39,755.85378 41,743.64647 43,830.82880 46,022.37024 PT2 2 Hourly 18.65831 19.59123 20.57079 21.59933 22.67929 Bi-weekly 1,492.66484 1,567.29808 1,645.66299 1,727.94614 1,814.34344 Monthly 3,234.10715 3,395.81251 3,565.60314 3,743.88329 3,931.07746 Annual 38,809.28584 40,749.75013 42,787.23763 44,926.59952 47,172.92949 PT3 3 Hourly 19.12477 20.08101 21.08506 22.13931 23.24628 Bi-weekly 1,529.98146 1,606.48053 1,686.80456 1,771.14479 1,859.70203 Monthly 3,314.95983 3,480.70782 3,654.74321 3,837.48038 4,029.35439 Annual 39,779.51798 41,768.49388 43,856.91857 46,049.76450 48,352.25273 PT4 4 Hourly 19.60289 20.58303 21.61218 22.69279 23.82743 Bi-weekly 1,568.23100 1,646.64255 1,728.97467 1,815.42341 1,906.19458 Monthly 3,397.83383 3,567.72552 3,746.11179 3,933.41738 4,130.08825 Annual 40,774.00593 42,812.70623 44,953.34154 47,201.00862 49,561.05905 PT5 5 Hourly 20.09296 21.09761 22.15249 23.26011 24.42312 Bi-weekly 1,607.43677 1,687.80861 1,772.19904 1,860.80899 1,953.84944 Monthly 3,482.77967 3,656.91866 3,839.76459 4,031.75282 4,233.34046 Annual 41,793.35608 43,883.02388 46,077.17508 48,381.03383 50,800.08552 PT6 6 Hourly 20.59528 21.62505 22.70630 23.84162 25.03370 Bi-weekly 1,647.62269 1,730.00383 1,816.50402 1,907.32922 2,002.69568 Monthly 3,569.84917 3,748.34162 3,935.75870 4,132.54664 4,339.17397 Annual 42,838.18998 44,980.09948 47,229.10445 49,590.55968 52,070.08766 Office Assistant I 7 Hourly 21.11017 22.16567 23.27396 24.43766 25.65954 PT7 Bi-weekly 1,688.81326 1,773.25392 1,861.91662 1,955.01245 2,052.76307 Monthly 3,659.09539 3,842.05016 4,034.15267 4,235.86031 4,447.65332 Annual 43,909.14473 46,104.60197 48,409.83207 50,830.32367 53,371.83985 PT8 8 Hourly 21.63792 22.71982 23.85581 25.04860 26.30103 Bi-weekly 1,731.03359 1,817.58527 1,908.46453 2,003.88776 2,104.08215 Monthly 3,750.57278 3,938.10142 4,135.00649 4,341.75681 4,558.84465 Annual 45,006.87335 47,257.21702 49,620.07787 52,101.08176 54,706.13585 PT9 9 Hourly 22.17887 23.28781 24.45220 25.67481 26.95855 Bi-weekly 1,774.30943 1,863.02490 1,956.17615 2,053.98495 2,156.68420 Monthly 3,844.33710 4,036.55395 4,238.38165 4,450.30073 4,672.81577 Annual 46,132.04518 48,438.64744 50,860.57981 53,403.60880 56,073.78925 PT10 10 Hourly 22.73334 23.87001 25.06351 26.31668 27.63252 Bi-weekly 1,818.66717 1,909.60052 2,005.08055 2,105.33458 2,210.60131 Monthly 3,940.44553 4,137.46780 4,344.34119 4,561.55825 4,789.63616 Annual 47,285.34631 49,649.61363 52,132.09431 54,738.69902 57,475.63398 Office Assistant II 11 Hourly 23.30167 24.46676 25.69009 26.97460 28.32333 PT11 Bi-weekly 1,864.13385 1,957.34054 2,055.20756 2,157.96794 2,265.86634 Monthly 4,038.95666 4,240.90450 4,452.94972 4,675.59721 4,909.37707 Annual 48,467.47997 50,890.85397 53,435.39667 56,107.16650 58,912.52483 PT12 12 Hourly 23.88421 25.07843 26.33235 27.64896 29.03141 Bi-weekly 1,910.73719 2,006.27405 2,106.58775 2,211.91714 2,322.51300 Monthly 4,139.93058 4,346.92711 4,564.27347 4,792.48714 5,032.11150 Annual 49,679.16697 52,163.12532 54,771.28158 57,509.84566 60,385.33795 Maintenance Worker I 13 Hourly 24.48132 25.70539 26.99066 28.34019 29.75720 PT13 Bi-weekly 1,958.50562 2,056.43090 2,159.25245 2,267.21507 2,380.57582 Monthly 4,243.42885 4,455.60029 4,678.38030 4,912.29932 5,157.91428 Annual 50,921.14614 53,467.20345 56,140.56362 58,947.59180 61,894.97139 Assistant Mechanic 14 Hourly 25.09335 26.34802 27.66542 29.04869 30.50113 Parking Enforcement Technician Bi-weekly 2,007.46826 2,107.84167 2,213.23376 2,323.89545 2,440.09022 PT14 Monthly 4,349.51457 4,566.99029 4,795.33981 5,035.10680 5,286.86214 Annual 52,194.17480 54,803.88354 57,544.07771 60,421.28160 63,442.34568 Administrative Assistant 15 Hourly 25.72069 27.00672 28.35706 29.77491 31.26366 PT15 Bi-weekly 2,057.65497 2,160.53772 2,268.56460 2,381.99283 2,501.09247 Monthly 4,458.25243 4,681.16505 4,915.22330 5,160.98447 5,419.03369 Annual 53,499.02917 56,173.98063 58,982.67966 61,931.81364 65,028.40432 Water Systems Operator I 16 Hourly 26.36370 27.68189 29.06598 30.51928 32.04525 PT16 Bi-weekly 2,109.09634 2,214.55116 2,325.27872 2,441.54265 2,563.61979 Monthly 4,569.70874 4,798.19418 5,038.10389 5,290.00908 5,554.50954 Attachment 1.D
Council Agenda 11-19-2024 12.A-19
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City of Pismo Beach
Salary Table
5% between steps
Effective November 20, 2024
Annual 54,836.50490 57,578.33014 60,457.24665 63,480.10898 66,654.11443 Accounting Clerk 17 Hourly 27.02280 28.37394 29.79263 31.28227 32.84638 Wastewater Plant Operator I Bi-weekly 2,161.82375 2,269.91494 2,383.41069 2,502.58122 2,627.71028 PT17 Monthly 4,683.95146 4,918.14903 5,164.05648 5,422.25931 5,693.37227 Annual 56,207.41752 59,017.78839 61,968.67781 65,067.11171 68,320.46729 Police Records Technician 18 Hourly 27.69837 29.08329 30.53745 32.06432 33.66754 Recreation Coordinator Bi-weekly 2,215.86934 2,326.66281 2,442.99595 2,565.14575 2,693.40304 PT18 Monthly 4,801.05025 5,041.10276 5,293.15790 5,557.81579 5,835.70658 Annual 57,612.60296 60,493.23310 63,517.89476 66,693.78950 70,028.47897 PT19 19 Hourly 28.39083 29.81037 31.30089 32.86593 34.50923 Bi-weekly 2,271.26608 2,384.82938 2,504.07085 2,629.27439 2,760.73811 Monthly 4,921.07650 5,167.13033 5,425.48684 5,696.76119 5,981.59925 Annual 59,052.91803 62,005.56393 65,105.84213 68,361.13424 71,779.19095 Code Enforcement Officer 20 Hourly 29.10060 30.55563 32.08341 33.68758 35.37196 Community Service Technician Bi-weekly 2,328.04773 2,444.45012 2,566.67262 2,695.00625 2,829.75657 PT20 Monthly 5,044.10342 5,296.30859 5,561.12402 5,839.18022 6,131.13923 Annual 60,529.24098 63,555.70303 66,733.48818 70,070.16259 73,573.67072 Accounting Technician 21 Hourly 29.82811 31.31952 32.88549 34.52977 36.25626 Administrative Secretary Bi-weekly 2,386.24892 2,505.56137 2,630.83944 2,762.38141 2,900.50048 Permit Technician Monthly 5,170.20600 5,428.71630 5,700.15212 5,985.15972 6,284.41771 Maintenance Worker II Annual 62,042.47201 65,144.59561 68,401.82539 71,821.91666 75,413.01249 PT21
Water Systems Operator II 22 Hourly 30.57381 32.10251 33.70763 35.39301 37.16266 Lead Police Records Technician Bi-weekly 2,445.90515 2,568.20040 2,696.61042 2,831.44095 2,973.01299 PT22 Monthly 5,299.46115 5,564.43421 5,842.65592 6,134.78871 6,441.52815 Annual 63,593.53381 66,773.21050 70,111.87102 73,617.46457 77,298.33780 Public Safety Dispatcher NS 22 Hourly 31.79345 33.38312 35.05227 36.80489 38.64513 PT-NS22 Bi-weekly 2,543.47570 2,670.64949 2,804.18196 2,944.39106 3,091.61061 Monthly 5,510.86402 5,786.40723 6,075.72759 6,379.51397 6,698.48966 Annual 66,130.36829 69,436.88670 72,908.73104 76,554.16759 80,381.87597 PT23 23 Hourly 31.33816 32.90507 34.55032 36.27784 38.09173 Bi-weekly 2,507.05278 2,632.40541 2,764.02568 2,902.22697 3,047.33832 Monthly 5,431.94768 5,703.54506 5,988.72232 6,288.15843 6,602.56635 Annual 65,183.37215 68,442.54076 71,864.66780 75,457.90119 79,230.79625 Community Services Officer NS 23 Hourly 32.58828 34.21770 35.92858 37.72501 39.61126 PT-NS23 Bi-weekly 2,607.06257 2,737.41570 2,874.28649 3,018.00081 3,168.90085 Monthly 5,648.63557 5,931.06735 6,227.62072 6,539.00176 6,865.95184 Annual 67,783.62689 71,172.80823 74,731.44864 78,468.02108 82,391.42213 Executive Assistant 24 Hourly 32.12161 33.72769 35.41408 37.18478 39.04402 Executive Assistant Confidential Bi-weekly 2,569.72909 2,698.21555 2,833.12633 2,974.78264 3,123.52178 Tourism Coordinator Monthly 5,567.74637 5,846.13369 6,138.44037 6,445.36239 6,767.63051 Fleet Mechanic Annual 66,812.95646 70,153.60428 73,661.28449 77,344.34872 81,211.56615 Engineering Technician
Wastewater Plant Operator II
Information Technology Technician
Lead Maintenance Worker
PT24
Building Inspector I 25 Hourly 32.92465 34.57089 36.29943 38.11440 40.02012 PT25 Bi-weekly 2,633.97232 2,765.67094 2,903.95448 3,049.15221 3,201.60982 Monthly 5,706.94003 5,992.28703 6,291.90138 6,606.49645 6,936.82128 Annual 68,483.28037 71,907.44438 75,502.81660 79,277.95743 83,241.85531 Crime Analyst 26 Hourly 33.74777 35.43516 37.20692 39.06726 41.02063 Lead Water Systems Operator Bi-weekly 2,699.82163 2,834.81271 2,976.55335 3,125.38101 3,281.65006 PT26 Monthly 5,849.61353 6,142.09421 6,449.19892 6,771.65886 7,110.24181 Annual 70,195.36238 73,705.13049 77,390.38702 81,259.90637 85,322.90169 Senior Public Safety Dispatcher NS 26 Hourly 35.09401 36.84871 38.69115 40.62571 42.65699 PT-NS26 Bi-weekly 2,807.52103 2,947.89708 3,095.29194 3,250.05653 3,412.55936 Monthly 6,082.96223 6,387.11034 6,706.46586 7,041.78915 7,393.87861 Annual 72,995.54678 76,645.32412 80,477.59033 84,501.46985 88,726.54334 PT27 27 Hourly 34.59146 36.32104 38.13709 40.04394 42.04614 Bi-weekly 2,767.31717 2,905.68303 3,050.96718 3,203.51554 3,363.69132 Monthly 5,995.85387 6,295.64656 6,610.42889 6,940.95034 7,287.99785 Annual 71,950.24644 75,547.75876 79,325.14669 83,291.40403 87,455.97423 Attachment 1.D
Council Agenda 11-19-2024 12.A-20
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City of Pismo Beach
Salary Table
5% between steps
Effective November 20, 2024
Recreation Supervisor 28 Hourly 35.45625 37.22906 39.09052 41.04504 43.09729 Regulatory Compliance Coordinator Bi-weekly 2,836.50010 2,978.32510 3,127.24136 3,283.60343 3,447.78360 Lead Wastewater Operator Monthly 6,145.75022 6,453.03773 6,775.68961 7,114.47409 7,470.19780 Facility and Fleet Supervisor Annual 73,749.00260 77,436.45273 81,308.27536 85,373.68913 89,642.37359 PT28
Assistant Planner 29 Hourly 36.34266 38.15979 40.06778 42.07117 44.17473 Building Inspector II Bi-weekly 2,907.41260 3,052.78323 3,205.42239 3,365.69351 3,533.97819 PT29 Monthly 6,299.39397 6,614.36367 6,945.08185 7,292.33595 7,656.95274 Annual 75,592.72766 79,372.36404 83,340.98225 87,508.03136 91,883.43293 Parking Operations Supervisor 30 Hourly 37.25122 39.11379 41.06947 43.12295 45.27910 PT30 Bi-weekly 2,980.09792 3,129.10281 3,285.55795 3,449.83585 3,622.32764 Monthly 6,456.87882 6,779.72276 7,118.70890 7,474.64435 7,848.37656 Annual 77,482.54585 81,356.67314 85,424.50680 89,695.73214 94,180.51875 Assistant Engineer 31 Hourly 38.18250 40.09163 42.09621 44.20102 46.41107 Management Analyst Bi-weekly 3,054.60037 3,207.33038 3,367.69690 3,536.08175 3,712.88584 Accountant Monthly 6,618.30079 6,949.21583 7,296.67662 7,661.51045 8,044.58598 PT31 Annual 79,419.60950 83,390.58997 87,560.11947 91,938.12545 96,535.03172 Associate Planner 32 Hourly 39.13707 41.09392 43.14862 45.30605 47.57135 PT32 Bi-weekly 3,130.96537 3,287.51364 3,451.88933 3,624.48379 3,805.70798 Monthly 6,783.75831 7,122.94623 7,479.09354 7,853.04822 8,245.70063 Annual 81,405.09974 85,475.35472 89,749.12246 94,236.57858 98,948.40751 Police Support Services Supervisor NS 32 Hourly 40.69830 42.73321 44.86987 47.11337 49.46904 PT-NS32 Bi-weekly 3,255.86392 3,418.65711 3,589.58997 3,769.06947 3,957.52294 Monthly 7,054.37182 7,407.09041 7,777.44493 8,166.31718 8,574.63304 Annual 84,652.46184 88,885.08493 93,329.33918 97,995.80614 102,895.59644 Building Inspector/Plans Examiner 33 Hourly 40.11549 42.12127 44.22733 46.43870 48.76063 PT33 Bi-weekly 3,209.23951 3,369.70148 3,538.18656 3,715.09589 3,900.85068 Monthly 6,953.35227 7,301.01988 7,666.07088 8,049.37442 8,451.84314 Annual 83,440.22723 87,612.23859 91,992.85052 96,592.49305 101,422.11770 Senior Management Analyst 34 Hourly 41.11838 43.17430 45.33302 47.59967 49.97965 Senior Accountant Bi-weekly 3,289.47050 3,453.94402 3,626.64122 3,807.97328 3,998.37195 GIS Analyst Monthly 7,127.18608 7,483.54538 7,857.72265 8,250.60878 8,663.13922 PT34 Annual 85,526.23291 89,802.54456 94,292.67178 99,007.30537 103,957.67064 PT35 35 Hourly 42.14634 44.25366 46.46634 48.78966 51.22914 Bi-weekly 3,371.70726 3,540.29262 3,717.30725 3,903.17262 4,098.33125 Monthly 7,305.36573 7,670.63401 8,054.16571 8,456.87400 8,879.71770 Annual 87,664.38873 92,047.60817 96,649.98858 101,482.48801 106,556.61241 Police Officer SW 35 Hourly 42.98068 45.12971 47.38620 49.75551 52.24328 PT-SW35 Bi-weekly 3,438.45414 3,610.37685 3,790.89569 3,980.44048 4,179.46250 Monthly 7,449.98397 7,822.48317 8,213.60733 8,624.28770 9,055.50208 Annual 89,399.80769 93,869.79807 98,563.28798 103,491.45238 108,666.02500 Senior Planner 36 Hourly 43.20000 45.36000 47.62800 50.00940 52.50987 Accounting Supervisor Bi-weekly 3,455.99994 3,628.79994 3,810.23993 4,000.75193 4,200.78953 PT36 Monthly 7,487.99987 7,862.39986 8,255.51986 8,668.29585 9,101.71064 Annual 89,855.99845 94,348.79837 99,066.23829 104,019.55021 109,220.52772 PT37 37 Hourly 44.28000 46.49400 48.81870 51.25963 53.82262 Bi-weekly 3,542.39994 3,719.51994 3,905.49593 4,100.77073 4,305.80927 Monthly 7,675.19987 8,058.95986 8,461.90785 8,885.00325 9,329.25341 Annual 92,102.39841 96,707.51833 101,542.89425 106,620.03896 111,951.04091 Capital Projects Manager 38 Hourly 45.38700 47.65635 50.03917 52.54112 55.16818 PT38 Bi-weekly 3,630.95994 3,812.50793 4,003.13333 4,203.29000 4,413.45450 Monthly 7,867.07986 8,260.43386 8,673.45555 9,107.12833 9,562.48474 Annual 94,404.95837 99,125.20629 104,081.46661 109,285.53994 114,749.81693 PT39 39 Hourly 46.52167 48.84776 51.29015 53.85465 56.54739 Bi-weekly 3,721.73394 3,907.82063 4,103.21166 4,308.37225 4,523.79086 Monthly 8,063.75686 8,466.94470 8,890.29194 9,334.80654 9,801.54686 Annual 96,765.08233 101,603.33645 106,683.50327 112,017.67843 117,618.56236 Police Corporal SW 39 Hourly 47.44262 49.81475 52.30549 54.92077 57.66681 PT-SW39 Bi-weekly 3,795.40987 3,985.18037 4,184.43939 4,393.66136 4,613.34442 Monthly 8,223.38806 8,634.55746 9,066.28534 9,519.59960 9,995.57959 Annual 98,680.65674 103,614.68958 108,795.42406 114,235.19526 119,946.95502 Facilities Manager 40 Hourly 47.68472 50.06895 52.57240 55.20102 57.96107 PT40 Bi-weekly 3,814.77728 4,005.51615 4,205.79196 4,416.08155 4,636.88563 Monthly 8,265.35078 8,678.61832 9,112.54924 9,568.17670 10,046.58553 Annual 99,184.20939 104,143.41986 109,350.59085 114,818.12040 120,559.02642 Attachment 1.D
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City of Pismo Beach
Salary Table
5% between steps
Effective November 20, 2024
Recreation Manager 41 Hourly 48.87683 51.32068 53.88671 56.58104 59.41010 PT41 Bi-weekly 3,910.14672 4,105.65405 4,310.93675 4,526.48359 4,752.80777 Monthly 8,471.98455 8,895.58378 9,340.36297 9,807.38112 10,297.75017 Annual 101,663.81463 106,747.00536 112,084.35562 117,688.57341 123,573.00208 Engineer 42 Hourly 50.09875 52.60369 55.23388 57.99557 60.89535 PT42 Bi-weekly 4,007.90038 4,208.29540 4,418.71017 4,639.64568 4,871.62797 Monthly 8,683.78417 9,117.97337 9,573.87204 10,052.56565 10,555.19393 Annual 104,205.40999 109,415.68049 114,886.46452 120,630.78774 126,662.32713 City Clerk 43 Hourly 51.35122 53.91878 56.61472 59.44546 62.41773 PT43 Bi-weekly 4,108.09789 4,313.50279 4,529.17793 4,755.63682 4,993.41867 Monthly 8,900.87877 9,345.92271 9,813.21884 10,303.87979 10,819.07378 Annual 106,810.54524 112,151.07250 117,758.62613 123,646.55743 129,828.88531 IT Manager 44 Hourly 52.63500 55.26675 58.03009 60.93160 63.97818 Human Resources Officer Bi-weekly 4,210.80034 4,421.34036 4,642.40738 4,874.52775 5,118.25413 PT44 Monthly 9,123.40074 9,579.57078 10,058.54932 10,561.47678 11,089.55062 Annual 109,480.80887 114,954.84932 120,702.59178 126,737.72137 133,074.60744 PT45 45 Hourly 53.95088 56.64842 59.48084 62.45489 65.57763 Bi-weekly 4,316.07035 4,531.87387 4,758.46756 4,996.39094 5,246.21049 Monthly 9,351.48576 9,819.06005 10,310.01305 10,825.51370 11,366.78939 Annual 112,217.82909 117,828.72055 123,720.15658 129,906.16440 136,401.47262 Senior Engineer 46 Hourly 55.29965 58.06463 60.96787 64.01626 67.21707 Finance Manager Bi-weekly 4,423.97211 4,645.17071 4,877.42925 5,121.30071 5,377.36575 Planning Manager Monthly 9,585.27290 10,064.53655 10,567.76337 11,096.15154 11,650.95912 PT46 Annual 115,023.27482 120,774.43856 126,813.16049 133,153.81851 139,811.50944 Police Sergeant SW 46 Hourly 56.39438 59.21409 62.17480 65.28354 68.54772 PT-SW46 Bi-weekly 4,511.55001 4,737.12751 4,973.98389 5,222.68308 5,483.81723 Monthly 9,775.02502 10,263.77627 10,776.96508 11,315.81334 11,881.60401 Annual 117,300.30024 123,165.31526 129,323.58102 135,789.76007 142,579.24807 PT47 47 Hourly 56.68214 59.51625 62.49206 65.61667 68.89750 Bi-weekly 4,534.57141 4,761.29998 4,999.36498 5,249.33323 5,511.79989 Monthly 9,824.90472 10,316.14996 10,831.95746 11,373.55533 11,942.23310 Annual 117,898.85669 123,793.79953 129,983.48950 136,482.66398 143,306.79718 Building Official 48 Hourly 58.09920 61.00416 64.05436 67.25708 70.61994 Utilities Manager Bi-weekly 4,647.93570 4,880.33248 5,124.34911 5,380.56656 5,649.59489 PT48 Monthly 10,070.52734 10,574.05371 11,102.75639 11,657.89421 12,240.78893 Annual 120,846.32811 126,888.64451 133,233.07674 139,894.73058 146,889.46711 Engineering Manager 49 Hourly 59.55168 62.52926 65.65572 68.93851 72.38543 PT49 Bi-weekly 4,764.13409 5,002.34079 5,252.45783 5,515.08072 5,790.83476 Monthly 10,322.29053 10,838.40505 11,380.32530 11,949.34157 12,546.80865 Annual 123,867.48631 130,060.86063 136,563.90366 143,392.09884 150,561.70378 PT50 50 Hourly 61.04047 64.09249 67.29712 70.66197 74.19507 Bi-weekly 4,883.23744 5,127.39931 5,383.76928 5,652.95774 5,935.60563 Monthly 10,580.34779 11,109.36518 11,664.83344 12,248.07511 12,860.47886 Annual 126,964.17347 133,312.38214 139,978.00125 146,976.90131 154,325.74638 PT51 51 Hourly 62.56648 65.69480 68.97954 72.42852 76.04995 Bi-weekly 5,005.31838 5,255.58430 5,518.36351 5,794.28169 6,083.99577 Monthly 10,844.85648 11,387.09931 11,956.45427 12,554.27699 13,181.99084 Annual 130,138.27781 136,645.19170 143,477.45128 150,651.32385 158,183.89004 City Engineer 52 Hourly 64.13064 67.33717 70.70403 74.23923 77.95120 PT52 Bi-weekly 5,130.45134 5,386.97390 5,656.32260 5,939.13873 6,236.09566 Monthly 11,115.97790 11,671.77679 12,255.36563 12,868.13391 13,511.54061 Annual 133,391.73475 140,061.32149 147,064.38756 154,417.60694 162,138.48729 PT53 53 Hourly 65.73391 69.02060 72.47163 76.09521 79.89998 Bi-weekly 5,258.71262 5,521.64825 5,797.73066 6,087.61720 6,391.99806 Monthly 11,393.87734 11,963.57121 12,561.74977 13,189.83726 13,849.32912 Annual 136,726.52812 143,562.85453 150,740.99725 158,278.04711 166,191.94947 Police Commander 54 Hourly 67.37726 70.74612 74.28342 77.99760 81.89748 Tourism and Events Director Bi-weekly 5,390.18044 5,659.68946 5,942.67393 6,239.80763 6,551.79801 PT54 Monthly 11,678.72428 12,262.66049 12,875.79352 13,519.58319 14,195.56235 Annual 140,144.69132 147,151.92589 154,509.52218 162,234.99829 170,346.74821 PT55 55 Hourly 69.06169 72.51477 76.14051 79.94754 83.94491 Bi-weekly 5,524.93495 5,801.18169 6,091.24078 6,395.80282 6,715.59296 Monthly 11,970.69238 12,569.22700 13,197.68835 13,857.57277 14,550.45141 Annual 143,648.30861 150,830.72404 158,372.26024 166,290.87325 174,605.41691 Attachment 1.D
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City of Pismo Beach
Salary Table
5% between steps
Effective November 20, 2024
PT56 56 Hourly 70.78823 74.32764 78.04402 81.94622 86.04353 Bi-weekly 5,663.05832 5,946.21124 6,243.52180 6,555.69789 6,883.48278 Monthly 12,269.95969 12,883.45768 13,527.63056 14,204.01209 14,914.21269 Annual 147,239.51632 154,601.49214 162,331.56674 170,448.14508 178,970.55234 PT57 57 Hourly 72.55793 76.18583 79.99512 83.99488 88.19462 Bi-weekly 5,804.63478 6,094.86652 6,399.60984 6,719.59033 7,055.56985 Monthly 12,576.70869 13,205.54412 13,865.82133 14,559.11239 15,287.06801 Annual 150,920.50423 158,466.52944 166,389.85591 174,709.34871 183,444.81614 PT58 58 Hourly 74.37188 78.09048 81.99500 86.09475 90.39949 Bi-weekly 5,949.75065 6,247.23818 6,559.60009 6,887.58009 7,231.95910 Monthly 12,891.12640 13,535.68272 14,212.46686 14,923.09020 15,669.24471 Annual 154,693.51683 162,428.19268 170,549.60231 179,077.08243 188,030.93655 PT59 59 Hourly 76.23118 80.04274 84.04488 88.24712 92.65948 Bi-weekly 6,098.49441 6,403.41913 6,723.59009 7,059.76960 7,412.75808 Monthly 13,213.40456 13,874.07479 14,567.77853 15,296.16746 16,060.97583 Annual 158,560.85476 166,488.89749 174,813.34237 183,554.00949 192,731.70996 PT60 60 Hourly 78.13696 82.04381 86.14600 90.45330 94.97596 Bi-weekly 6,250.95677 6,563.50461 6,891.67984 7,236.26384 7,598.07703 Monthly 13,543.73968 14,220.92666 14,931.97299 15,678.57164 16,462.50023 Annual 162,524.87612 170,651.11993 179,183.67593 188,142.85972 197,550.00271 Community Development Director 61 Hourly 80.09038 84.09490 88.29965 92.71463 97.35036 Administrative Services Director Bi-weekly 6,407.23069 6,727.59223 7,063.97184 7,417.17043 7,788.02895 Management Services Director Monthly 13,882.33317 14,576.44983 15,305.27232 16,070.53593 16,874.06273 Public Works Director Annual 166,587.99803 174,917.39793 183,663.26783 192,846.43122 202,488.75278 PT61
PT62 62 Hourly 82.09264 86.19728 90.50714 95.03250 99.78412 Bi-weekly 6,567.41146 6,895.78203 7,240.57114 7,602.59969 7,982.72968 Monthly 14,229.39150 14,940.86107 15,687.90413 16,472.29933 17,295.91430 Annual 170,752.69798 179,290.33288 188,254.84952 197,667.59200 207,550.97160 PT63 63 Hourly 84.14496 88.35221 92.76982 97.40831 102.27872 Bi-weekly 6,731.59675 7,068.17658 7,421.58541 7,792.66468 8,182.29792 Monthly 14,585.12629 15,314.38260 16,080.10173 16,884.10682 17,728.31216 Annual 175,021.51543 183,772.59120 192,961.22076 202,609.28180 212,739.74589 Police Chief 64 Hourly 86.24858 90.56101 95.08906 99.84352 104.83569 PT64 Bi-weekly 6,899.88667 7,244.88100 7,607.12505 7,987.48130 8,386.85537 Monthly 14,949.75444 15,697.24216 16,482.10427 17,306.20949 18,171.51996 Annual 179,397.05331 188,366.90598 197,785.25128 207,674.51384 218,058.23953 Assistant City Manager 65 Hourly 88.40480 92.82504 97.46629 102.33960 107.45658 PT65 Bi-weekly 7,072.38383 7,426.00302 7,797.30318 8,187.16833 8,596.52675 Monthly 15,323.49830 16,089.67322 16,894.15688 17,738.86472 18,625.80796 Annual 183,881.97965 193,076.07863 202,729.88256 212,866.37669 223,509.69552 City Manager 72 Hourly 105.08552 110.33980 115.85679 121.64963 127.73211 Bi-weekly 8,406.84191 8,827.18400 9,268.54320 9,731.97036 10,218.56888 Monthly 18,214.82413 19,125.56534 20,081.84360 21,085.93578 22,140.23257 Annual 218,577.88956 229,506.78404 240,982.12324 253,031.22940 265,682.79087 Attachment 1.D
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Final Report of the Public Works Department

PISMO BEACH , CALIFORNIA
November 11, 2024
Attachment 2
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Table of Contents

1.Introduction and Executive Summary ..................................................................... 1

2.Departmental Management and Operations .......................................................... 6

3.Engineering Division .............................................................................................. 19

4.Utilities & Public Facilities ..................................................................................... 25

5.Departmental and Management Organizational and Staffing Analysis ............... 41

6.Engineering Organizational and Staffing Analysis................................................ 47

7.Utilities Organizational and Staffing Analysis ....................................................... 52

8.Public Facilities Staffing and Workload ................................................................ 59 APPENDIX A: Current State Assessment ......................................................................... 68 Attachment 2
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1.Introduction and Executive Summary
The City of Pismo Beach, California (City), retained Matrix Consulting Group to evaluate its Public Works Department (Department). The study focused on assessing the department’s organizational and operational practices , including structure, stafifng levels, worklfow processes, and technology systems.

The Public Works Department is managed by the Public Works Director/City Engineer, assisted by a Senior Management Analyst, an Engineering Manager, a Utilities Man ager, and a Public Faculties Manager.

The Department provides oversight of the Capital Improvement Program (CIP), private development, regulatory compliance review, and water, wastewater, and stormwater utilities, as well as maintenance of city infrastructure, lfeet, and facilities.

The following report outlines the results of various analyses and information -gathering processes that were conducted as directed by the RFP.

1.1 Study Scope and Methodologies
Matrix Consulting Group’s project team utilized a wide variety of data collection and analytical techniques, including the following:
•Current State Assessment: The project team developed a current state assessment that captured current stafifng levels, roles and responsibilities, workload, and technology used by the Department. This document was utilized as the base point of comparison for future analysis to demonstrate how the changes recommended differed from existing practices. The current state was developed using data collected from the Department and interviews with Executive Leadership, Department Leadership, and Public Works staff. •Stakeholder Input: The project team interviewed internal stakeholders, including department heads and managers who frequently interact with Public Works. The interviews focused on shared areas of responsibility, communications, and perceptions of the level of service provided by Public Works. •Operational, Organizational, and Stalfing Analysis: A best management practices (BMP) assessment was conducted that compared current Depart ment practices to industry best practices. The BMPs cover all operational areas as well as management, administration, and ffnance. The BMP checklists were utilized to develop recommendations regarding the processes, operations, and management Attachment 2
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Matrix Consulting Group 2

of each area. The project team then evaluated the overall plan of organization for the Department and for each division. The existing workload was analyzed to identify stafifng needs and process improvements to streamline work and deliver services efifciently and effectively.
• Recommendations: Based on the project team’s activities and initial ffndings, the team analyzed the collected information to make recommendations on stafifng, services, processes, and technology usage to identify reforms to assist the City in reaching its goals.

Each section provides recommendations and insight into the Department’s practices, processes, technology, organizational, and stafifng needs to implement them.

1.2 Key Strengths and Challenges of the Organization
While the focus of this study was to identify improvement opportunities, it is important to also point out areas where the organization is operating well and to ensure that these strengths are maintained and reinforced. Some of the key strengths of the Department include:
• Staff Loyalty. The staff interviewed are very loyal to the Department and to the City and are interested in providing quality service to their customers and the City as a whole.
• New Staff. The Department has seen multiple positions turnover in the last few years, providing a unique opportunity to establish standards and service levels with a fresh and motivated staff.
• Leadership Support. City leadership recognizes the need to implement best practices and is committed to supporting the Department through implementation.

The study also identiffed several key challenges facing the Department and its services.

Notable issues include:
• Communication. Leadership within the Department has struggled to effectively communicate goals, intentions, mission, directives, and overall general information to their subordinates. This has led to a culture of confusion and a lack of understanding of the priorities of the Department.
• Service levels. Most service areas do not have an integrated management plan that includes established service levels to guide resource provision , future planning, and quality service delivery.

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•Asset Management. Work is performed without the guidance of an integrated asset management plan or system and is handled on an as-needed or ad hoc basis, with few preventive, planned, and routine maintenance programs implemented.
•Technology. The Department has outdated software that lacks the functionality needed to implement an asset management program.
•Minimal Documented Processes and Procedures. The department has very few internal policies, procedures, or processes documented to guarantee appropriate quality and service delivery.
•Resource Needs. The Department does not have an adequate number of resources or all of the speciffc skills to implement the ffndings of the study. •Classiffcation and Career Mobility. Staff indicated in several interviews there is a lack of career mobility. Promotional opportunities are only afforded when a position is vacated.

The above items are not in alignment with best practices and indicate challenges that impact the efifciency and effectiveness of the processes and operations related to engineering, maintenance, and operations activities. This report will expand on these and other issues to improve Department effectiveness and efifciency.

1.3 Summary of Recommendations
The table below is a summary of all of the recommendations made throughout the report and separated by Chapter.
# Recommendation

2. Departmental Management & Operations

2.1 Develop and adopt performance targets and measures and report on the performance of all functions.

2.2 Develop SOPs, workflows, and reference guides to capture the tasks performed by the Department.

2.3 Compile the Department’s policies and SOPs into a manual(s) that will be available electronically and routinely updated.

2.4 Establish protocols for communication with Governing Boards, the Media, the Public, and Staff.

2.5 Implement an asset management program and an asset management software to modernize the approach to the asset management.

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# Recommendation

3.Operational Analysis of Engineering

3.1 Formalize a process and develop a procedure to ensure operations and maintenance are considered, and operations personnel are involved in the planning and design stages of infrastructure planning.

3.2 This Engineering Division New Employee manual contains information relevant to all staff and should be retitled to an Engineering Manual. The Project Delivery section should be expanded to include additional information, forms, and checklists on project scoping, design, bidding, and construction.

3.3 Engineering should formalize its procedures on project scoping and project design.

4.Operational Analysis of Utilities and Public Facilities

4.1 Utilities

4.1 Implement an asset management program and an asset management software to modernize the approach to the planning, scheduling, and reporting of operations and maintenance work activities.

4.2 Develop and maintain planning documents to guide the operations and maintenance of the utility systems.

4.3 Develop a program focused on the repair and replacement of the utility systems including an annual replacement fund for the replacement of utility infrastructure.

4.4 Using the guidance provided in Chapter 2, Public Works needs to develop SOPs for the general operation and maintenance of the utility systems. These should include SOPS on distribution, collection and conveyance, stormwater systems, and wastewater treatment/reclamation , as detailed in the analysis.

4.2. Public Facilities

4.5 Implement an asset management program for the assets maintained by the Public Facilities Division.

4.6 Implement a system for service request management or organize, track, and report on requests consistently and timely.

4.7 Using the guidance provided in Chapter 2, Public Works needs to develop SOPs and a comprehensive operations manual.

4.8 Develop a replacement schedule for all major facility components.

4.9 Implement technology (iWorQ or a new asset management software) to extensively organize, track, and record work orders related to facility operations and maintenance.

4.10 Develop a fleet replacement plan.

4.11 Create a policy that covers vehicle operator inspections and track those inspections.

4.12 Develop a formal training program and provide certification expectations for maintenance workers.

4.13 Create a procedure for documenting work orders, work completed, etc. This should be done digitally to eliminate paper-based work tracking.

4.14 Develop a proactive plan to maintain and replace traffic signs and pavement markings.

4.15 Develop a Parks Master Plan that incorporates resident’s input, assets, maintenance plans, and future park development.

4.16 Develop a preventative maintenance schedule for playgrounds and other park amenities.

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# Recommendation

4.17 Develop a comprehensive Beach Master or Management Plan that includes resident input, assets, maintenance schedules, and future beach development.

5.Departmental and Management Organizational and Staffing Analysis

5.1 Move the physical office location of the Public Works Director to the maintenance facility to provide daily leadership and oversight of Maintenance & Operations.

5.2 Reclassify the Water, Wastewater, Streets, and Parks Lead Workers to Supervisors and add a Facility and Fleet Supervisor.

5.3 Add a Facility and Fleet Supervisor position.

5.4 Add a Community Enhance team to focus on the cleanup and specialty projects in the Downtown area.

5.5 Reclassify the Engineering Manager to the City Engineer.

5.6 Add an Asset / GIS Analyst and a Management Analyst position for M aintenance & Operations, and an Administrative Support position at City Hall.

5.7 Add a second Management Analyst position to focus on Maintenance & Operations

5.8 Add a Permit Technician to lead customer service in the City and assume responsibility for engineering permits.

6.Engineering Organizational and Staffing Analysis

6.1 Add a Construction Services Coordinator to assist the Engineering Manager with oversight of construction administration and inspection and other related construction activities.

6.2 Consider options to allow Engineering and other professional and administrative staff located at City Hall the option to work a hybrid schedule.

7. Utilities Organizational and Staffing Analysis

7.1 Add a Plant Mechanic position to add capacity for the storm and sanitary workload.

7.2 Change the Office Assistant from part-time to full-time.

8. Public Facilities Organizational and Staffing Analysis

8.1 Track time, equipment, and materials spent on events and beach maintenance to determine the staffing and resource needs of these activities.

8.2 Add a Fleet Mechanic position to manage the fleet workload and assist in fleet electrification.

8.3 Reclassify 1 part-time Maintenance Worker to a full -time position.

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2.Departmental Management and Operations
This chapter includes the analysis of the management and operational practices of the Public Works Department in its entirety and recommends improvements to enhance the department's efifciency and effectiveness.

2.1 Organizational Management and Communications
The following table contains practices from the APWA Public Works Management Practices Manual as well as practices and standards Matrix developed from previous experience and analysis of similar agencies throughout the country. BMPs and industry standards generally require a policy, procedure, or program to be documented to meet the standard, per the statement description. A tilde (~) in the checklist column indicates the department is meeting the intent of the practice but does not have satisfactory documentation, such as a written policy or procedure.

Title Practice Statement Description Meets Comment
Organization & Human Resource Management
Mission, Vision, &
Values Statements
Statements are developed. Mission-What
do we do. Vision-Why do we do it. Values-
How do we do it.

Yes All are stated in the New
Employee Manual
Policies and
Procedures
Agency has developed and follows
policies and procedures.
~ Some policies and SOPs in the
New Employee Manual.

Operator/Driver
Training, Licenses,
and Certiffcation
Agency develops procedures to ensure
operators/drivers have appropriate
training, licenses, and certiffcation.

Yes Staff are encouraged to obtain
licenses and certiffcations in
their ffeld. It is a requirement in
the utilities section to have
proper license.

Supervisory Training All supervisors are provided with training in supervision, leadership, and employee
relations.

Yes New Employee Manual states
all supervisors must attend
leadership training when
promoted.

Classiffcation Plan A position classiffcation plan identiffes objectives, positions, duties, titles,
qualiffcations, responsibilities, and
provisions for reclassiffcation.
~ There are set classiffcations
with clear objectives and
duties. Although several of the
classiffcations are older and
need to be updated.

Career Development
& Succession
Planning
A career development program identiffes
the procedure for progressing within the
agency and the necessary skills required
to perform agency tasks. Plans for
succession within departments are
developed to meet the agency's changing
structure.

No Job descriptions include
requirements, but there is no
program. Certain positions can
only be obtained when there
are vacancies, making career
growth dififcult.

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Title Practice Statement Description Meets Comment
Communication
Communication
with Governing
Boards
Procedure established for formal and
informal communication with governing
boards and commissions.
~ There are weekly meetings
between management and
staff and informal daily
meetings, but no established
procedure.

Service Requests Procedure established for receiving,
responding to, and recording action taken
on verbal or written complaints, inquiries,
and requests for services.
~ Work orders are supposed to
be entered and completed in
iWorQ yet the system is not
being used to its full capacity.

Pismo Pulse is another CRM
but requests are not tracked in
a central software.

Communication
with Staff
Meetings are scheduled, or alternative
forms of communication are developed
to disseminate essential information to
staff.

Yes
Asset Management
Asset Management
Policy
An asset management policy with
overarching principles is established to
guide agency staff on their responsible
assets.

No The City has no asset
management policy.

Asset Management
Objectives
Asset management objectives are
established to begin the implementation
of the agency's asset management
policy. The objectives are broad enough
to cover all physical assets for which the
agency is responsible.

No
Asset Inventory All assets for which the agency is
responsible for managing are
inventoried, with locations mapped for
static elements and inventories updated.
~ Figuring out the actual assets
the City is responsible for was
dififcult for staff to produce.

Asset Condition A record of the condition of all assets for which the agency is responsible for
managing is maintained and updated.

No There is limited asset
condition information, such
as PCI reports.

Asset Inspection
Schedule
An inspection schedule establishes the
time and frequency of inspection for all
assets for which the agency is
responsible for managing.

No Most Maintenance and
inspection of assets are done
on reactive basis.

Organization and Human Resource Management
Standard Operating Procedures
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diagrams can all be used by both new and existing staff to guarantee their familiarity with the processes used in their day-to-day responsibilities.

While Public Works has informally documented some of its processes and other relevant information, it has not comprehensively captured all of the key processes used by staff , and in most cases, the information captured is not standardized, and the level of detail and information varies.

The Department should document its key process into standardized SOPs to be included in an Operations Manual or a series of operating manuals separated by division/section, consolidating SOPs and facilitating a means to periodically review and update them. The manual should be electronic and easily accessible by staff, such as on an intranet site with a dedicated Public Works page. While important, it is noted the development of a manual takes time. There are options to assist with this, such as the hiring of a temporary employee or consultant to assist with the writing of SOPs and compilation of the manual.

It is recommended all SOPs be standardized and include:
• Procedure name/title
• Date created and any revision dates
• Use titles instead of names. This reduces mistakes when there is staff turnover or staff move into new positions. Names can be added for clariffcation if necessary. • The purpose of the SOP
• The speciffcs of the procedure.

An example of a template is shown below.

Public Works Department Standard Operating Procedure
Procedure Name:

Approved By:

Original Author(s): Original Date Issued:

Date Revised or Reviewed: Revised or Reviewed by: Approved By:

Published Locations (manuals/websites/etc.):

Purpose:

Procedures:

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The BMP checklists throughout this document provide guidance on speciffc SOPs to be developed. The development of the SOPs should be a collaborative process that includes input from staff regularly involved in each process.

Finally, all documentation should be assigned a lead position, and this position assigned accountability for regular review and updates to relfect any changes in process(es). The leads would vary and likely include the engineering staff , operations managers, management analyst(s), and administrative support staff.

Career Development and Succession Planning
Career development and promotional opportunities are key to succession planning and successfully retaining qualiffed professional and non-professional staff.

This can be challenging for smaller cities, as often there are limited positions available.

Promotional opportunities are critical to retain staff to recognize skill development and foster professional growth. Career paths should provide guidance on the qualiffcations, experience, and competencies required for each level of advancement. Below are some suggestions for a career path framework:
• Entry-Level Positions: Begin with entry-level positions that require minimal experience or qualiffcations. These positions serve as the foundation for career progression and provide workers with the opportunity to gain hands-on experience in their respective roles.
• Intermediate Positions: Create intermediate positions that build upon the skills and knowledge acquired at the entry-level. These positions typically require additional experience or specialized training and involve more responsibilities or leadership roles within the ffeld.
• Specialized Roles: Introduce specialized roles that allow staff to focus on speciffc areas of interest or expertise within their ffeld. These roles may require advanced certiffcations, education, or demonstrated proffciency in a particular skill set, such as Asset/Data Analyst.
• Supervisory or Managerial Positions: Provide opportunities for ffeld workers to transition into supervisory or managerial positions where they can oversee teams.

These positions require strong leadership, communication, and decision -making skills.
• Senior Leadership Positions: Establish pathways for staff to advance into senior leadership positions, such as department heads or executive -level roles. These Attachment 2
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positions involve strategic planning, policy development, and organizational management at a higher level.

There is currently career path progression within Maintenance & Operations of:
•Water/Wastewater Operator OIT/I/II/Lead
•Maintenance Worker I/II/Lead
Progression through the series should be based on qualiffcations, experience, and testing and should not require a position opening. To implement this, consideration should be given to budgeting all positions at higher levels. Staff can still be hired at entry -level positions, but upon meeting the required qualiffcations, they could be promoted without the need for an open spot.

The City should ensure there is a clear delineation of the requirements for each position.

Progression for ffeld staff should require a combination of training and ffeld testing to demonstrate proffciency in meeting the required qualiffcations. APWA and similar organizations provide information on those desired qualiffcations and how they can be met.

Leadership training is highly recommended for promotion to Lead Worker / Supervisor / Manager, as most often, staff entering these positions have not been exposed to any signiffcant or well-established formal training. APWA offers courses and a credential program for crew leads, supervisors, and superintendents. Often , APWA state or local chapters can provide in-house training and often offer supervisory / leadership training at state and regional conferences.

Performance Standards
Performance standards, or Key Performance Indicators (KPIs), allow an agency to track workload, stafifng, efifciency, and effectiveness of the Department and its staff.

Performance measurement and management provide important information to managers involved in the process of improving their organizations.

Only a few workload indicators are currently tracked. The following performance measures are pulled from the FY 24/25 budget but are not actively tracked by the Department.

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Performance Measures – Engineering:
– 75% of plan reviews within assigned date.

Performance Measures – Public Facilities:
– Complete public maintenance requests within 14 days.
– Meet a 90% completion rate within those 14 days.

Performance Measures – Utilities:
– Mark all Underground
– Service Alerts before work start date.

Many organizations focus on managing the problems of the day, allowing activities to run each day much as they did the previous day, week, month, or year. Forward-thinking leaders, however, realize that without the right performance metrics, data, and analysis , the organization may be improving, but then again, it may not. Through the analysis of objective data collected and reported in a standard manner each year, managers can make informed decisions regarding current performance, as well as how that performance may be improved. In short, using data to drive decision -making can help Public Works managers create future schedules to carry out their missions more efifciently and effectively.

The Public Works Department should develop Key Performance Indicators (KPIs) and track and report its performance against these KPIs. In order to be effective and valuable for the employees and the department, the KPI s should be SMART goals – Speciffc, Measurable, Achievable, Realistic, and have a deffned time frame.

A performance management system should be designed to answer certain fundamental questions. These include the following.
• How do we know how well we’re progressing against the Department’s mission and goals?
• What should we be measuring in order to make sure we have the information that is critical to making decisions?
• How should we report our performance, both internally and to external stakeholders such as the City Council and residents?
• Given that we don’t have unlimited resources, where should we be focusing our time and effort to ensure consistent improvement?
• How can we ensure that we strike the right balance between the value of the data and the time and effort required to obtain and report it? Performance measures fall within three broadly deffned categories, which are described below.

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•Workload and Levels of Service. These measures are generally indicators of how much work was accomplished by the reporting department/division as compared to deffned levels of service. Examples include the number of design projects bid, the number of permits issued, the number of pumps and motors receiving preventive maintenance, etc. In addition, this category includes statements of the systems or infrastructure for which the particular division is responsible.

Examples of this include the number of linear miles of water distribution line, the number of lane miles maintained, etc. In general, without context, workload measures are not useful in determining the relative productivity of the staff in each department, but rather, their usefulness is in providing a basis by which efifciency and effectiveness measures can be calculated.
•Elficiency. These are measures that relfect the ratio of outputs per unit of input.

The workload measures described above can be considered the “outputs” of service and production. The inputs are, for example, the number of hours expended in cleaning catch basins, the number of FTEs conducting trafifc studies, etc. The objective of an organization should be to increase the outputs with the same or fewer inputs over time.
•Effectiveness. Effectiveness measures are relfections of the degree to which the organization is successful in delivering a speciffc service. These may be measured in terms of how satisffed customers are with the services or goods delivered.

Alternatively, they may be measured in terms of the timeliness of the service, or to the degree that the service was delivered at, or under, the targeted cost.

A system should be developed to summarize the daily work reports on a monthly basis to produce performance measurement reports. These reports should be generated out of the asset management/CMMS software (currently iWorQ). All managers and supervisors should be required to provide a monthly status report to the Director relfecting the efifciency and effectiveness of the resources utilized, and the degree to which the actual performance met the objectives stated in the monthly plan. For example, the performance measurement data generated by this report could include:
•A comparison of planned versus actual staff hours per work activity for the previous month and year-to-date for each work activity; •A comparison of actual versus planned work output (e.g., miles of sidewalk inspected during preventive maintenance vs. the amount scheduled) per month and year-to-date for each work activity;
•A unit cost analysis that compares the planned versus actual unit costs for each work activity per month and year-to-date; and
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• A comparison of actual productivity (work output per staff hour) versus the expected productivity as stated in the performance standards.

The activity report should be viewed as a discussion document to be discussed at monthly team meetings between the Director and the managers. The discussion should focus on the work accomplished, any reasons for not accomplishing the planned amount of work, and the action steps necessary to revise the work plan to ensure that the work is accomplished.

Once the new KPIs are established, the workload indicator tables in the budget documents should be reviewed and updated to align with the new indicators.

In order to be effective and valuable for the employees and the department, the KPI s should be SMART goals—Speciffc, Measurable, Achievable, Realistic, and have a deffned Timeframe.

Public Works should adopt performance targets and measures and report on performance for all functions. KPIs should align with established service levels and be tracked to help management showcase the department's accomplishments and progress toward meeting the established service levels.

Performance should be reviewed monthly by leadership and managers of each function and regularly by the department director. Based on actual versus target timelines , managers should examine options to address any shortfalls.

Communication
The Public Works Department's activities impact residents' lives daily. Good communication, including planned approaches to communication, can inform and educate residents and increase the community’s conffdence in the Department. • Communication with Governing Boards and the Public. It is important to establish procedures for the method and timing of response to the Council and the public.

Public Works should develop an SOP to outline the methods of communication to be used, the timelines for communication, and the programs requiring communication (such as road closures, construction, and hazardous situations) for communicating with both Governing Boards and the public. • Media. Public Works Departments are often tasked with communicating with the media regarding their programs and projects. The City should develop protocols for communicating with the media and provide training sessions on how to act when the media asks impromptu questions of Public Works staff.

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• Public Participation. Adequate opportunities for public participation can help the community understand the need and goals for infrastructure projects and maintenance. The Department currently provides opportunities for public participation but would benefft from a policy and procedures regarding public participation, such as the timing and use of surveys, social media, websites, open houses, and workshops.
• Service Requests. Public Works does currently have procedures for receiving, responding to, and recording action taken on service requests. The implementation of an asset management system will require a change to these procedures and will also allow for opportunities to enhance and improve this process and to better track and report on requests. Examples include increased reporting on areas receiving high service requests to identify system issues or a high volume of calls regarding speciffc programs that may show a need for increased education or outreach on the program.
• Communication with Staff. Staff, especially operations staff, did not seem to be aware of current topics surrounding the Public Works Department during interviews. Setting monthly or bi-weekly meetings with entire Divisions or quarterly meetings with the entire department will support communication from the top down. The Department has a relatively small number of staff and should take advantage of that to keep communication open between all divisions. The Director should be involved in these communications to ffeld staff.

Using the guidance provided earlier in this chapter, Public Works should develop SOPs for communications, including:
• General guidelines for communicating with the City Council and Commissions/Committees, staff, the media, and the public. • Public participation.
• Service request procedures for receiving, responding to, and recording action.

Ideally, the service request system and asset management/CMMS system are combined to streamline work activities.

Initially, this could be developed as one Communications SOP with guidelines for each type of communication, or it may be embedded within the City’s social media policy.

Asset Management
Public Works is currently doing some asset management but has no formalized asset management program in place. It is recommended the Department develop and Attachment 2
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implement an asset management program. This program should include all assets the Department is responsible for managing, including:
• Parks – parks, landscaped right of way, and urban forestry (trees); • Public Buildings and Facility & Fleet Replacement – City buildings (including roofs, parking lots, etc.) and City vehicles and equipment. • Streets - pavement (roadways, sidewalks, shared use paths, etc.), streetlights, and right-of-way;
• Tralfic Operations – signs, striping, and trafifc signals; • Utilities – water, wastewater, and stormwater systems;• APWA has developed an Asset Management Roadmap to assist agencies in outlining the steps to implement a successful asset management program. There are several key steps to an effective program. These are:

A modern GIS-centric public asset management platform, or computerized maintenance management system (CMMS) is critical to an asset management program. Public Works is currently using a service request system, iWorQ, to track customer service requests and limited work activities. iWorQ is not considered a CMMS/asset management platform as it does not have the functionality to maintain records of all infrastructure components, integrate this inventory with its GIS system, create preventive maintenance calendars, accommodate resident requests, assign work orders to assets, update/track their status, and generate reports.

It is recommended the Department investigate alternatives and implement a comprehensive asset management platform.

Set Asset
Management
Policy &
Objectives
Inventory
Assets
Set Service
Levels
Develop
Maintenance
Activities &
Work
Schedules
Develop CIP &
Financial
Strategies
Report on
Activities
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Staff also need to be able to access asset information and work orders from the ffeld to gain the full benefft of the asset management system. While some staff do have mobile equipment, further investment in tablets/iPads for Managers, Lead Workers, and select ffeld staff will diminish the time required for data entry and avoid duplication of data. Staff should be provided with and required to use these mobile devices to:
• Access asset information remotely;
• Manage work orders electronically and remotely;
• Track the time required to complete assigned work and work orders electronically and remotely;
• Input completed work order information such as labor, materials, any necessary follow-up in the ffeld at the time the work is being completed; and • Access preventative maintenance checklists and record results.

To establish clear expectations for all employees regarding the use of these devices, Public Works should review existing remote technology policy or develop a policy regarding the use of the devices and specify which classiffcations need to be assigned devices. Division leadership would then be responsible for ensuring staff adhere to the policy. This will likely require additional staff training to en sure those required to use the devices feel comfortable doing so. Public Works does not currently have the resources or staff skill sets necessary to perform these tasks . Therefore, it is recommended that the Department hire additional technical staff.

The Department does not currently have staff with the required skills and knowledge to effectively implement and manage asset management software. When/if such software is implemented, it is recommended that the city add an Asset Management/GIS Analyst position. This position would primarily work with the maintenance and operations teams to fully implement the new asset management / CMMS software.

The position would work with managers and crew leads to standardize the planning, scheduling, and tracking of work activities and help create reports and mapping. It can also assist with training additional ffeld staff using the system.

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Asset Inventory
The next step in asset management is to complete the inventory of all assets. Public Works has limited inventory information available for the as sets it is responsible for maintaining.

Public Works should develop a complete asset inventory list to identify and resolve gaps in the inventory. Once the list has been completed, Public Works should develop a plan with established timelines to inventory the remaining assets. This plan should consider using existing staff, recommended stafifng additions, and consultants/contract assistance to expedite inventory collection.

Establish Levels of Service
Documented levels of service allow an organization to effectively prioritize and plan work.

A level of service is a standardized measure of the operating condition generally deffned with a benchmark or measure. Service levels deffne the quality of maintenance and how frequently maintenance activities will be performed. The deffned level of service may consider parameters such as cost, efifciency, quality, accessibility, regulations, and environmental standards.

Presently, Public Works does not have clear, documented levels of service outside of programs that are regulated at the federal or state level. For many of the regulated programs, service levels are established but there is no standardization of the schedu ling, tracking, and reporting of the work activities.

Public Work should establish and formally document levels of service for all assets managed by the Department. These levels of service should be readily available to all staff and included in performance metrics.

Each asset/work program should have deffned service levels that include the elements as noted below.
• A brief description of the speciffc work involved;
• The frequency with which the work should be performed (or the level of service) and the criteria for scheduling the work;
• The performance expectations for each job or average daily productivity; and • The recommended procedures for completing the job.

Once implemented, the established service levels should be entered into the CMMS software platform, and work scheduled automatically.

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Currently, the programs that do have established service levels are primarily tracking this work with spreadsheets and entering the work completed as work orders, not as preventive maintenance. This results in duplication of data entry and no way to effectively report on preventive versus reactive maintenance activities. Some of the preventive maintenance is also outsourced. On future contracts, the Department needs to identify how the information will be tracked and recorded in the CMMS. For large or long -term contracts, the contractor should be given access to the system to input this information directly or provide the formatted data to staff in a timely manner that may be integrated into the CMMS.

Management and Departmental Recommendations:

2.1 Develop and adopt performance targets and measures and report on the performance of all functions.

2.2 Develop SOPs, workifows, and reference guides to capture the tasks performed by the Department.

2.3 Compile the department's policies and SOPs into a manual(s) that will be available electronically and routinely updated.

2.4 Establish protocols for communication with Governing Boards, the Media, the Public, and Staff.

2.5 Implement an asset management program and an asset management software to modernize the approach to the asset management.

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3.Engineering Division
This chapter includes best management practices related to engineering and construction services.

Title Practice Statement Description Meets Comment
Infrastructure Planning
Plan Review Plans for subdivision and land development
proposals are reviewed in concept,
preliminary, and ffnal stages for impacts to
infrastructure, operations, and maintenance.

Yes Most plan review is initiated by
Community Development. PW
is assigned tasks in the
permitting software.

Infrastructure
Maintenance,
Improvement, or
Replacement
Infrastructure maintenance, improvement, or
replacement plans are developed,
documented, and address future effects of
operations and maintenance.

Yes City has multiple master plans
including PMP, sewer,
stormwater, water, parks, and
facilities.

Operations &
Maintenance
Considerations
A procedure is developed to ensure
maintenance and operations personnel are
involved in planning and design of
infrastructure projects.
~ O&M is involved in the
planning and design of
infrastructure, however;
involvement is informal and
inconsistent.

Capital
Improvement
Programming (CIP)
Short and long-term CIP establish the
schedule sequence for major construction
and rehabilitation projects.

Yes The City has an adopted 10
Year CIP.

Engineering Management
Qualiffed Personnel A registered engineer and qualiffed design professionals are on staff or contracted.

Yes
Design Criteria &
Standards
Design criteria and standards are developed,
adopted, and applied to all projects.

Yes Engineering Standards are
available on the City website
and were last updated in 2020.

Project Scoping A procedure is in place to ensure detailed project scoping to facilitate design within the
anticipated cost, timeline, and intended
objectives.
~ Some worklfows exist in the
Engineering New Employee
manual.

Design Process &
Schedule
Design parameters are prepared and tracked
considering schedules required, budget
limitations, and the intended use of new
facilities.
~ Design parameters are
prepared initially but projects
are not tracked and no metrics
are reported.

Preliminary Design Guidelines deffne preliminary design standards, methodologies, and cost
estimates.
~ Some of this information is in
the Engineering Standards and
Engineering Employee
Handbook. Additional
guidelines and procedures
need to be developed.

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Title Practice Statement Description Meets Comment
Preliminary Design
Review & Approval
Design reviews are conducted at critical
intervals.
~ Design reviews are occurring
but there are no formal
procedures in place to guide
this.

Final Design A procedure describes the approval process necessary to begin ffnal design.

No There is no procedure.

Quality Assurance
Plan
A quality assurance plan is included for all
design and construction projects.
~ Speciffc to Caltrans funded
projects only.

Standard Designs Standard designs are established and applied where appropriate.

Yes Engineering Standards
Plan Standards Standards for construction drawings and for graphics on plans are established and applied
to projects.

Yes Engineering Standards
Standard
Construction
Speciffcation
Standard construction speciffcations are
adopted, which include bidding requirements,
contract forms, and standard general
conditions.

Yes This is contained in bid
documents. There is a
standardized agreement and
front end speciffcations that
have been reviewed and
approved by the City Attorney.

Contract
Documents
An agreement between the contracting
agency and the contractor lists the conditions
of work and the rights and responsibilities of
both parties for completion and quality
control.

Yes This was discussed in
interviews, but it is unclear if
there is a standardized
agreement. Part of the front
end speciffcations.

Additionally, the construction
agreement identiffes the
component parts of the
contract.

Final Plan Review A ffnal plan review is conducted before bidding, and the construction documents are
amended according to review results.
~ Final plan reviews are
occurring but there are no
formal procedures in place to
guide this.

Maps Maps are updated on a regular schedule and
are available to the public.

No The City has limited mapping
available to the public.

Bridges
Bridge Inspection
Criteria
Bridge inspection criteria are developed and
adopted and are followed in the inspection
process.

Yes Caltrans
Inventory
Coordination
A procedure ensures state and local
inventories are coordinated.

No
Bridge Costs Costs to maintain and/or replace bridge
structures are reviewed and updated
routinely.
~ Some bridge inspection costs
included in CIP.

Prioritized
Maintenance /
Repair Items
The agency has developed and adopted a
standard of prioritizing maintenance and
repair items.

No Other than the CIP this is
mostly correct
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Title Practice Statement Description Meets Comment
Right-of-Way Management
Permit Issuance A permit process is established for all construction activity and/or encroachment in
the right-of-way.

Yes Info is provided on the website
and is included on the permit
application.
https://www.pismobeach.org/
81/Applications-Permits
Permit Process A permit form and process are utilized to track the work to be done and to ensure compliance
with all applicable laws.

Yes
Permit Inspection A policy is established for inspection of permitted work.
~ Inspection is occurring, but no
formalized policy / procedures
exist.

Infrastructure Planning
Infrastructure Maintenance, Improvement, or Replacement.

Engineering leads the planning and design of infrastructure maintenance, improvement, or replacement and informally includes maintenance and operations personnel.

Engineering should formalize this process and develop a procedure to ensure operations and maintenance are considered and operations personnel are involved in the planning and design stages.

Maintenance and Operations
Informally, Engineering involves maintenance and operations personnel in the planning and design of infrastructure projects. An SOP should be developed in collaboration with M&O to deffne the level of involvement. The SOP should include any checklists or approvals in the process to ensure this involvement.

Engineering Management
Engineering has developed an Engineering Division New Employee Manual. The following is the table of contents from the manual:

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This manual contains information relevant to Engineering staff and should be retitled to an Engineering Manual and not just used as a new hire manual . The Project Delivery section should be expanded to include additional information, forms, and checklists on project scoping, design, bidding, and construction.

Design Criteria & Standards
Engineering has developed standard details and speciffcations. Standard Drawings are available on the City’s website. Engineering Standards were recently updated and adopted by City Council in April 2020.

As part of the Engineering Manual, Engineering should also establish a procedure to assign responsibility and timelines for the review and updating of the standards and speciffcations. In addition, any criteria that are not consistently enforced or applied should be modiffed or removed from the standards. Changes should be communicated to stakeholders, including City staff, consultants, contractors, and developers.

Project Scoping
As part of the Engineering Manual, Engineering should formalize its project scoping procedures. Proper scoping can mitigate design changes later in the process, and in the case of projects “owned” by another department, proper scoping provides a clear Table of Contents
Motto, Mission Statement and Vision Statement ........................................................................................ 3 Organizational Chart .................................................................................................................................... 4 City Phone Roster ......................................................................................................................................... 6 City Holidays and Paydates .......................................................................................................................... 7 Timesheets and Time Off ............................................................................................................................. 8 Training/Safety Programs ........................................................................................................................... 11 Computer Programs ................................................................................................................................... 11 CitizenServe ............................................................................................................................................ 11 iWorQ ..................................................................................................................................................... 11 PublicStuff .............................................................................................................................................. 12 Filing System .............................................................................................................................................. 12 Staff Reports ............................................................................................................................................... 12 Project Delivery .......................................................................................................................................... 13 Development Review ................................................................................................................................. 14

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understanding of the project by all involved parties. The scoping should include all project planning information and detail ffeld surveys, soils investigations, and any environmental concerns, as well as outline any additional studies needed, such as trafifc studies or alternative analysis.

Design Process & Schedule
In addition to project scoping, design parameters should be documented for all projects to include a project schedule and budget, as well as anticipated maintenance requirements and costs. Engineering has developed a Gantt chart to track project schedules, but there is no baseline schedule to tell if the project is on schedule. This chart could also be expanded to track the project’s estimated costs by phase. A template should be developed to allow consulting engineers to follow a consistent format in scheduling that is useful to the department.

Preliminary and Final Design
The practices related to preliminary and ffnal design speak to the implementation and application of the design criteria and standards recommended to be developed above as well as established design review procedures. Engineering has developed informal processes for CIP project design. Engineering also utilizes consultants with construction management expertise for constructability reviews , and operations and maintenance plan reviews are conducted between Engineering and public works managers. As part of the PW/Engineering Manual, Engineering should document the required review process , including:
• Requirements for plan reviews (i.e., the intervals plans will be reviewed, checklists to be used, how and where the information will be tracked); • Requirements for ffeld reviews and site inspections;
• Requirement for approval or signoff required in order to proceed to the ffnal design.

The design process should also include a quality assurance plan for all design and construction projects. Engineering should formalize the design process to clearly communicate the design review timelines and procedures, requirements for ffeld reviews, and approval process to begin the ffnal design.

Maps
This practice concerns the availability of maps detailing public infrastructure, including facilities, streets, utilities, right-of-way, etc. Maps should be updated on a regular schedule and made available to the public to the extent determined by the City. Currently, the GIS information on the Department’s managed assets is incomplete. As the asset Attachment 2
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management program is developed and systems implemented , the department should enhance the mapping available online to the public.

Engineering Recommendations:

3.1 Formalize a process and develop a procedure to ensure operations and maintenance are considered and operations personnel are involved in the planning and design stages of infrastructure planning.

3.3 Engineering should formalize its procedures on project scoping and project design.

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4.Utilities & Public Facilities
The maintenance and operations branch of Public Works is currently split into a Utilities Division and a Public Facilities Division. The BMP checklists and recommendations have been split by this current model.

4.1 Utilities
This section includes best management practices related to water, wastewater, and stormwater maintenance and operations.

Water
Title Practice Statement Description Meets Comment
Drinking Water Distribution System
Operation and Use of
Water Resources
A program establishes the operation
and use of reservoirs, wells, surface
drinking water sources, and pump
stations to enable efifcient delivery of
treated water, including drought
contingency plans.
~ Pieces exist, but there is no
documented comprehensive
program. The ERP serves as a
comprehensive program during
emergencies.

Water Distribution
System Operations
and Maintenance
Maintenance practices are developed
for the water distribution system to
include installation, testing, and
preventative maintenance activities for
all elements of the system.
~ There are some maintenance
practices developed but no
comprehensive policy and
procedures manual is developed.

Preventive maintenance is not
done on all elements of the
system on a routine basis.

Cross-Connection
Control (CCC)
A program is established to protect the
drinking water supply from possible
contaminants, pollutants, or entry of
other waters from an unapproved
source.

Yes There is a lab and steps taken to
ensure drinking water is safe. Also,
the CCC are regulated through the
County of San Luis Obispo Health
Department.

Meter Reading Meter reader responsibilities are
developed and include a meter reading
schedule.

Yes Meter reading is outsourced. Staff
complete re-reads.

Pumping Operation A schedule is established for
monitoring activities and preventative
maintenance of pumping operations.
~ There are preventative measures
taken, yet the Division takes on a
lot of reactive work. Sites are
monitored daily / weekly and
documented.

Public Notiffcation
Procedures
Public notiffcation procedures are
established which detail water
contamination conditions.

Yes The City does have steps to notify
the public during contamination
incidents.

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Title Practice Statement Description Meets Comment
Sampling and testing A program is established for the
sampling and testing of water quality
in the system.

Yes A lab is on site performs water
sampling and testing. Water
quality monitoring is contracted
with FGL and Abalone Coast
Analytical.

Safety A safety plan is established to meet
the particular hazards of the collection
and conveyance system.

Yes Training through CJPIA.

Long-Range System
Planning A long-range plan is developed to meet
the future needs of community growth.

Yes The water master plan was
ffnalized in 2020 with a condition
assessment, recommended
improvements, and CIP list.

Capacity The capacity of the system needs to
be established, monitored, and
evaluated as development occurs.

Yes The 2020 water master plan
established consumption and it is
tracked daily/monthly with
historical data available.

Wastewater
Title Practice Statement Description Meets Comment
Wastewater Collection & Conveyance
Collection &
Conveyance
Management Plan
A plan establishes the method of
managing wastewater collection and
conveyance.
~ Recorded by hand. The last master
plan was completed in 2000.

Operations Manual An operations manual covers all
aspects of lift and pump station
operating procedures.

No There is no comprehensive
operations manual.

Records A system of recording inspections,
operations, and maintenance and
repair of activities is developed and
maintained.
~ System is outdated and does not
have modern functionality to
streamline inspections, operations,
and maintenance.

Facility Maintenance Maintenance, repair, and cleaning
procedures for all facilities are
established and maintained.
~ Informal procedures are
established that need to be
formalized.

Inlfow & Inffltration An inffltration and inlfow control plan is established, including inspection
and repair elements.

No No formalized plan is in place.

Sanitary Sewer
Overlfows
A plan established how the agency
manages sanitary sewer overlfows,
including required public notiffcation
and cleanup.
~ Spill kit packets and phone tree
are located in each WW vehicle. All
WW employees are familiar with
the process and how to activate.

Safety A safety plan is established to meet
the particular hazards of the collection
and conveyance system.

Yes Training through CJPIA.

Long-Range System
Planning A long-range plan is developed to meet
the future needs of community growth.
~ The last master plan was
completed in 2000 and needs to
be updated.

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Title Practice Statement Description Meets Comment
Capacity The capacity of the system needs to
be established, monitored, and
evaluated as development occurs.
~ No formalized plan is in place but
capacity is documented.

Wastewater Treatment & Disposal
Wastewater
Treatment
Requirements
Deffned elfiuent limits comply with
federal, state, and local directives.

Yes Plant is monitored and routine
testing completed.

Operations Manual An operations manual covers all
aspects of plant and pump station
operating procedures.
~ Manuals need to be updated and
available both electronically along
with hard copies.

Records Operating records are maintained to
verify the wastewater treatment
facility meets performance
requirements.

Yes The plant operates on a SCADA
system.

Treatment & Disposal
Facility
Maintenance/Repair/
Operations
Inspection, maintenance, repair, and
operations procedures are established
and utilized.
~ There are some manuals at the
plant.

Safety A safety plan is established to meet
the particular hazards of the treatment
plant operations.

Yes CJPIA training.

Long-Range System
Planning
A long-range plan is developed that
anticipates future demand for
treatment capacity system needs and
community growth.

Yes WW Master Plan.

Stormwater
Title Practice Statement Description Meets Comment
Stormwater
Conveyance, Storage,
and BMP Operations
Procedures are developed for the
operation and maintenance of
conveyance, storage, and BMP
facilities, and details their drainage,
lfood control and water quality
operational practices.
~ Stormwater Annual Report covers
most of this.

Catch Basins and
Inlets
Maintenance procedures are
established and documented for inlets,
manholes, catch basins, stormwater
lines and culverts.

~ Maintenance of these assets is
documented as work orders, but
procedures have not been
established.

Asset Management
Utilities need to implement an asset management program. Refer to Chapter 2 for steps to developing an asset management program for these systems, including the development of a preventive maintenance program and an operations manual/SOPs.

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Planning Documents
The BMPs contain several practices regarding plans the Department should have in place to guide the operations and maintenance of the utility systems. These include:
• Long-range plans for both water and wastewater systems. These plans should calculate future demand, system development needs, source protection (drinking water), and future capital needs and be updated every 10 years at a minimum. • A plan for water quality or quantity changes establishing operating procedures in the event of a change in water quality or quantity of raw water. • A collection and conveyance management plan establishing the method of managing wastewater collection and conveyance that outlines responsibilities and authority for effective operation, maintenance, repair, replacement, and expansion of the system.
• A sanitary sewer overifow plan that established how the agency manages sanitary sewer overlfows, including required public notiffcation and cleanup.

System Repair and Replacement
Once the inventories are completed, Public Works should develop a program focused on the repair and replacement of these systems. The City should aim for annual replacement rates of 1% to 2% (of the system) for replacement of both water and sewer lines. Initially, this rate may need to be lower and build up over time. The City does not currently have a long-term program, and as such, the current rehabilitation and replacement program is not consistent in order to maintain the reliability of the water and sewer systems.

Standard Operating Procedures (SOPs)
Using the guidance provided in Chapter 2, Public Works needs to develop SOPs for the general operation and maintenance of the systems. These should include SOPS on:
• Distribution –
– The operation, maintenance, and use of drinking water sources, including reservoirs and wells, pump stations, and related systems; – Water sampling, testing, and inspections measures, including speciffcs on locations, frequency, types of testing, reporting, etc.; – Maintenance practices, including deffned preventive maintenance practices and schedules;
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–Water main breaks, new service installation, new systems installation, and disinfection procedures; and
–Public notiffcation and education.
•Collection and conveyance –
– Maintenance practices, including preventive maintenance, inspection, cleaning, repair, and record-keeping procedures; and
–Locating and determining the source of illicit discharge and managing abatement.
•Stormwater
–The operation and maintenance of conveyance, storage, and BMP facilities; and
–Maintenance procedures for inlets, manholes, catch basins, stormwater lines, and culverts.
•Wastewater Treatment / Reclamation
–Inspection of pumps, equipment, piping, and structures; –Alarm systems;
–Maintenance and repair procedures; and
–Peak lfows and lfooding conditions.

Utilities Recommendations:

4.1 Implement an asset management program and an asset management software to modernize the approach to the planning, scheduling, and reporting of operations and maintenance work activities.

4.2 Develop and maintain planning documents to guide the operations and maintenance of the utility systems.

4.3 Develop a program focused on the repair and replacement of the utility systems, including an annual replacement fund for the replacement of utility infrastructure.

4.4 Using the guidance provided in Chapter 2, Public Works needs to develop SOPs for the general operation and maintenance of the utility systems. These should Attachment 2
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include SOPS on distribution, collection and conveyance, stormwater systems, and wastewater treatment/reclamation, as detailed in the analysis.

4.2 Public Facilities
This section includes best management practices related to facility and lfeet management and streets and parks management, maintenance, and operations.

The BMP checklists are separated by program area. The list below is a few of the items relevant to all of the program areas.

Asset Management: The Department needs to implement an asset management program. Refer to Chapter 2 for steps to developing an asset management program.

Deffning service levels and maintenance quality is an important p art of efifciently maintaining city assets. The people of Pismo Beach and the elected ofifcials expect a high level of service in the City. Documenting what that service level is for various maintenance functions demonstrates to residents and ofifcials that the staff understands those expectations. Once service levels are deffned, stafifng, equipment, and budgets can be better justiffed, and teams will be better resourced to achieve those serv ice levels.

Maintenance Requests: Currently, the Public Works Department receives service requests from multiple sources, such as phone calls, emails, texts, etc. These requests are funneled through different communication systems and acted upon by different teams without being tracked. An organized system of taking in requests, tracking those requests, dispatching, and tracking the completed work needs to be developed. Ideally, this is done in the same system as other work activities to minimize the number of systems utilized and streamline reporting.

Preventative Maintenance Schedules: Most of the maintenance work completed by Public Works is reactive, with minimal preventive, scheduled activity. Once assets are inventoried, maintenance schedules can be allocated for those assets. Planned maintenance will increase the longevity of the infrastructure and will generally lower the amount of reactive work. This can reduce both staff time and costs, as it is much less costly to maintain an asset than to repair or replace it when it fails.

Operations & Maintenance Manual: Developing a comprehensive manual of SOPs and policies will provide maintenance staff with the proper information to execute their work efifciently. As service levels are deffned, SOPs can be developed around them. Policies guiding the department's major principals and regulations will also be included with a list of SOPs. This manual will allow staff to document institutional knowledge and pass that information down to newer generations of staff.

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4.2.1 Facilities & Fleet
Title Practice Statement Description Meets Comment
Facilities Management
Component
Replacement
A replacement schedule is established
for major components.
~ There are some established
maintenance schedules, but are
often interrupted by unplanned
work.

Request for
Maintenance
A procedure outlines the authority and
responsibility of individuals
responding to requests for
maintenance.

No A common issue with PW is the
reactive nature of responding to
maintenance requests.

Repair and
Maintenance Quality
Quality standards are established for
all repair and maintenance work.

Completed work is inspected for
compliance and results are
documented.
~ There is an expectation to produce
a high level of service and to keep
public areas clean, but there are
not written policies detailing that
standard.

Preventative
Maintenance
program
A preventative maintenance program
and schedule is established.
~ Although there are preventative
maintenance schedules, they are
often interrupted by reactive work
orders.

Equipment and Fleet Management
Operator Inspection Operators are required to perform and log daily inspections of their
equipment and report defects.
~ Operators perform some
inspections, but there is no policy.

Preventative
Maintenance (PM)
program
PM program is developed for all
equipment and includes scheduling
preventative maintenance, recording
performance, and monitoring the
program.

Yes Fleet does have a PM program, but
having only one mechanic creates
issues of staying on schedule.

Replacement policy A replacement policy established and clearly deffnes vehicle, equipment,
parts, and supply replacement cycles.

No Multiple vehicles are well past
their industry standard life cycle.

EV procurement is also a cause.

Equipment
Manufacturer
Warranty
Equipment manufacturer warranties
are monitored.

Yes Fleet does monitor warranties and
have that work completed by the
manufacturer.

Vehicle and
Equipment Disposal
A procedure identiffes the disposal
method for vehicles and/or
equipment.
~ There are informal procedures but
formalized documentation is
needed.

Facilities
Component Replacement
Public Facilities needs to develop a replacement schedule for all major facility components. This should be done as part of the condition assessment. Additional information regarding prioritizing and funding component replacement is included in the asset management section above.

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Request for Maintenance
The Public Facilities team does not currently have a documented procedure that outlines the authority and responsibility of individuals responding to requests for maintenance. iWorQ has not been fully implemented and can be used more efifciently.

The Public Facilities team should implement a method for prioritizing work orders and report the response time by priority in addition to other metrics (type of work, building, etc.). This may be completed by fully using an asset management program.

Repair and Maintenance Quality
The Facilities team does not currently have quality standards established for all repair and maintenance work. The Public Facilities team should develop these standards and use the asset management system to document compliance with completed work. This should include a practice of random inspection of completed work.

Fleet
Disposal
The best management practice is to use an online auction company to sell assets, as these companies provide specialized expertise, hold frequent sales, and reach a large audience of potential buyers.

It is also best practice to dispose of replaced vehicles immediately. This avoids the ongoing maintenance costs associated with even a fully depreciated vehicle.

Replacement Planning
Establishing optimal lifecycles and a corresponding multi -year replacement plan are fundamentals of lfeet management. The theory of effective capital asset management is well-established in the lfeet industry and is based on these principles:
•The failure to replace vehicles on time costs an organization more money, both in hard dollars and in indirect costs, than replacing them according to schedule. •An old lfeet has a negative impact on staff productivity, as unreliable vehicles are frequently in the shop and not available for work.
•If a lfeet is old, departments seek to keep extra vehicles to act as backups and spares, so they can survive the increased unreliability of front-line vehicles. As a result, there are often more vehicles in service than are needed.

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• The older vehicles in a lfeet use more fuel and emit more pollution than newer vehicles because standards for emissions and fuel economy were lower in the past than they are now.
• Older vehicles are not as safe as new ones as they lack many of the advanced safety features that are standard with new cars (such as cameras, sensors, lane departure warning, collision avoidance systems, side curtain airbags, etc.).

There are four key aspects of a best practice-based lfeet replacement program, as outlined below.

1. Reasonable replacement cycle criteria should be created to identify when ifeet assets should be retired to minimize life-cycle costs or Total Costs of Ownership (TCO).

The age and accumulated miles on vehicles fundamentally impact the cost and performance of the lfeet. The foundation for a successful lfeet replacement program is the development of reasonable replacement criteria. Replacement criteria are a set of parameters that initiate planning for the replacement of an asset. Fleet replacement parameters are generally set as time (months in service) and use (miles or engine hours) for each class of vehicles and equipment in the lfeet.

Equipment capital costs tend to decline
over time (because annual depreciation
is highest in the initial years of
ownership), while operating and
maintenance costs increase. The
combination of these two basic curve
functions results in a “U-Shaped” total
cost curve (see diagram). The economic
theory of vehicle and equipment
replacement predicts that vehicles and equipment should ideally be replaced during the lfat portion of the curve; that is, just before annual operating costs begin to signiffcantly outweigh capital costs. Replacing an asset at this time produces the lowest life-cycle costs or TCO.

2. A multiple year ifeet capital plan should be used to project future year replacement based on the replacement cycles developed in step 1 above.

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for vehicles and equipment. The primary purpose of such a plan is to identify peaks and valleys in future year funding needs so ffnancial planners and decision-makers can accommodate this in the budget process.

Owning any large lfeet is characteristically variable in annual funding requirements , as vehicles deteriorate and are driven at different rates. Therefore, static funding of the same amount as last year is insufifcient to properly replace a lfeet.

3. Budgeting practices should make funds available each year to replace vehicles in accordance with the replacement plan.

Many organizations ffnd it dififcult to budget sufifcient funds to replace their vehicles. This is largely because many public-sector organizations do not have good processes in place to deal with the sometimes -large yearly variability of spending requirements when revenues to ffnance these costs are largely ffxed.

There are three (3) basic ffnancing approaches available to government organizations: cash appropriations each ffscal year, the establishment of a reserve fund, and some sort of borrowing (such as bonds, lease-purchasing, etc.). The reserve fund and debt approaches are generally better than the use of cash because they spread the capital cost of vehicles over several years, which makes budgeting for vehicle replacements easier.

4. A process should be developed for prioritizing spending of the money secured in the replacement plan for the coming ffscal year.

The last step in an effective lfeet replacement program is a short -term replacement decision-making process that identiffes and prioritizes when to replace individual vehicles and pieces of equipment. While the replacement plan will project when vehicles need to be replaced years in advance, real-world conditions often require adjustments once money is available to be spent. For instance, some vehicles often need to be replaced sooner than forecasted (because they have been destroyed in an accident or due to expensive repairs that are required), and some vehicles will turn out to be in good shape and can be kept in service another year or more past the replacement guidelines.

Therefore, several factors, in addition to age and mileage, need to be used to identify the speciffc units most deserving of replacement in any given year. These factors include historical repair costs, type of use (such as severe duty, mission - critical, or backup), reliability, and an assessment of a candidate unit’s current condition.

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Many organizations have developed a point system that mixes the factors listed above into a quantitative process of assigning replacement priorities. This has the advantage of taking most of the politics out of the replacement decision -making process because all stakeholders (including budget staff and departments that use vehicles) understand the factors being considered.

Operator Inspections
There is currently no policy or procedure documented regarding vehicle and equipment operator inspections. Daily inspections should take place before any vehicle or major piece of equipment is to be operated. These inspections should be documented and when issues arise, there should be a clear procedure to follow to have it corrected. These documents should be added to the Operations and Maintenance Manual.

4.2.2 Streets
Title Practice Statement Description Meets Comment
Street Maintenance
Technician
Qualiffcations
Agency develops procedures to ensure
staff have appropriate training,
licensing, and certiffcation.
~ There is some formal training
through JPIA and some
certiffcations required, such as
Class A/B commercial for MW II.

Preventive
Maintenance
A preventative maintenance program
for the street and highway system is
established.

No No clear PM plan exists.

Operations &
Maintenance
Responsibility
Responsibility for the operations and
maintenance of streets and related
facilities are established.

Yes PW has a clear responsibility
within the City organization to
maintain these assets.

Operations &
Maintenance
Coordination
Operations and maintenance activities
for streets and related facilities are
coordinated with all other
departments, divisions, agencies, and
outside organizations that may be
affected.

Yes Other staff are able to input
service requests for PW staff.

Coordination does happen for
larger maintenance projects.

Operations &
Maintenance
Procedures &
Standards
Operations and maintenance
procedures and performance
standards are established and
measured.

No There is a lack of formal
operations and maintenance SOPs
and policies.

Maintenance
Records
A work crew records types of
activities, repairs, costs, and locations.
~ Some work is compiled and
tracked on paper then imported
into iWorQ, but not all.

Street Cleaning
Planning The agency has developed a
comprehensive and integrated street
cleaning plan, which deffnes how the
level of service meets the needs and
goals of the community.

Yes
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Title Practice Statement Description Meets Comment
Tralfic Signs and Pavement Marking Maintenance
Trafifc Signs
Maintenance
Procedures are established for
maintenance requirements.

No No documented procedures exist.

The Department should establish
a plan to maintain required
retrorelfectivity.

Pavement Markings
Maintenance
A policy is adopted that sets
standards for the installation and
maintenance of pavement markings.
~ No set policy.

Stormwater
Conveyance, Storage,
and BMP Operations
Procedures are developed for the
operation and maintenance of
conveyance, storage, and BMP
facilities, and details their drainage,
lfood control and water quality
operational practices.
~ Stormwater Annual Report.

Catch Basins and
Inlets
Maintenance procedures are
established and documented for inlets,
manholes, catch basins, stormwater
lines and culverts.
~ Maintenance of these assets is
documented as work orders, but
procedures have not been
established.

Technician Qualiffcations
The only qualiffcation required in many of the job descriptions for a Maintenance Worker I is to have a CDL. There are various other minor trainings and certiffcations they can acquire, but they are not required to promote. Although this training is happening, there is not a formal training program or documentation available to express this.

Public Works should develop a more formal training program and procedures to ensure ffeld staff have appropriate training, licenses, and certiffcations and to appropriately track and document the required qualiffcations.

Preventive Maintenance
Preventive Maintenance aims to prevent issues and proactively schedule maintenance to minimize them. Consistent, timely, and thorough completion of PM ensures that the condition of the organization’s assets is maintained over time, their lifespan extended, and thus the overall value derived from those assets is maximized.

Public Facilities does have some documented preventive maintenance occurring, but the majority of staff time is being spent on reactive work orders. There is some preventive maintenance being completed on streets, sidewalks, and signs, but it is not a formal documented maintenance program.

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The asset management system should be utilized to expand preventive maintenance and proactively schedule all preventive maintenance activities.

Maintenance Records
Many work requests are currently only tracked on paper. Implementing a true asset management system will allow for the scheduling, tracking, and reporting of all activities (including preventive and scheduled maintenance) in one place and enable ffeld access to asset history and information. A procedure should be established for collecting and recording the information.

Tralfic Signs and Pavement Markings Maintenance
There is currently no comprehensive program established for the maintenance of trafifc signs. Interviews with staff indicated that sign maintenance and replacement were accomplished on a reactive basis and not proactively scheduled. Some trafifc striping throughout the City is performed at certain times of the year.

As part of the PW Operations Manual, Public Works should develop a policy deffning the standards for the installation and maintenance of all signs. This policy may reference the Manual on Uniform Trafifc Control Devices (MUTCD), which has established minimum sign retro-relfectivity requirements. Pismo Beach did conduct a study of their sign retro - relfectivity around a decade ago. This study should be updated.

A sign maintenance program will minimize the risk to an agency of being found negligent in meeting the requirements for minimum trafifc sign retro-relfectivity. A program will require a sign inventory, and a plan for replacing devices at the end of their effective lives.

Staff must also know the laws relating to trafifc control devices and have the ability to apply State trafifc control device speciff cations and standards. These are the basic principles suggested by the Institute of Transportation Engineers Trafifc Sign Handbook to "signiffcantly reduce tort liability lawsuits involving trafifc control devices." It states that sign maintenance methods need to be developed and implemented to provide protection from tort liability. The Department should comple te an updated sign inventory and develop a program to maintain and schedule the replacement of signs. All work activities should be planned, scheduled, and tracked in the CMMS system.

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4.2.3 Parks
Title Practice Statement Description Meets Comment
Parks, Grounds, and Forestry
Landscape
Management, Master
Plan, or Reforestation
Plan
A comprehensive plan is established
and includes operations, inspections,
maintenance and inventory
requirements and future program
improvements.
~ There are mowing and landscape
maintenance schedules but no
comprehensive master plan.

Disease and Insect
Control
An inspection program is established
to detect and control disease and
inspections.

No Some inspections are occurring,
but no program or procedures exist
for this.

Turf Management A turf maintenance program is
established that includes turf mowing,
irrigation, fertilization, repair, and
renovation.

Yes There are established mowing,
irrigation, and other turf
management PM schedules.

Playgrounds A written program is adopted for the
maintenance of playground equipment
No No written program that deffnes the
maintenance requirements for
playground equipment.

Master Plan
The Parks maintenance team does not currently have a comprehensive park master or landscape management plan. Most of the routine maintenance i s performed in-house, with some locations throughout the City being contracted out. Staff are primarily focused on work order requests that come in from all forms of communication. A formal landscape and park master plan should be developed to support community goals toward recreation and leisure activities that the Parks maintenance team can use to schedule inspections and work. Landscape improvements are currently scheduled based on several factors, such as the age of the landscape, available budget, resident input, and community service programs.

Once the master plan is developed, the deffned levels of service can also be deffned and the City can then prioritize work to be completed in -house versus work to be contracted.

Playgrounds and Recreation Amenities
A critical function of park maintenance is a program that outlines the scheduling of inspections and preventative work done to playground equipment, along with quality standards. The design and speciffcations of recreational equipment should also be formalized within this program.

Currently, playground inspections are scheduled and completed on a regular basis. Once the asset management software is implemented, these inspections should be scheduled/completed/tracked/reported in this software.

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4.2.4 Beach Management
Title Practice Statement Description Meets Comment
Beach Management
Beach Management
Plan
A plan addresses the public use issues
from the perspective of residents and
on their behalf.

No No current comprehensive beach
management plan.

Beach Access
Adequate public access contiguous to
beaches is provided; an access
inventory and improvements master
plan is developed.

No No master plan for beach access
exists.

Parking There is municipal and on-street
parking are available.

Yes There is a well-maintained parking
lot near the main beach.

Beach Use Amenities
Public amenities are provided and
easily identiffable by adequate signage
at access points.

Yes Restrooms, showers, and other
amenities are close to the main
entrance of the beach.

Signage A policy is adopted on the use of
beach signs.

No There is no overarching beach sign
policy.

Beach Management Plan
The Public Facilities team does not currently have a comprehensive beach master plan.

Most of the beach's maintenance is cleaning and minor maintenance absorbed by the Streets and Facilities Divisions . Collecting an inventory of beach assets, signage, and other beach infrastructure is the ffrst step in creating a master beach management document. Maintenance and cleaning schedules can then be created and prioritized based on the frequency of visitor input and aging infrastructure.

Some of the beach maintenance is contracted out. The table below shows some of the vendors used to support beach and parking maintenance. These contractors and the beach assets themselves were considered when developing stafifng recommendations.

Vendor Work Type Contract Value
Achievement House Pismo Beach Litter Removal $164,509.20 Achievement House Shell Beach Litter Removal $35,100.00 SP Maintenance Parking Lot Sweeping $112,530.00

Once the master plan is developed, the deffned levels of service can also be deffned and the City can then prioritize work to be completed in -house versus work to be contracted.

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Public Facilities Recommendations:

4.5 Implement an asset management program for the assets maintained by the Public Facilities Division.

4.6 Implement a system for service request management or organize, track, and report on requests consistently and timely.

4.7 Using the guidance provided in Chapter 2, Public Works needs to develop SOPs and a comprehensive operations manual.

4.8 Develop a replacement schedule for all major facility components.

4.9 Implement technology (iWorQ or a new asset management software) to extensively organize, track, and record work orders related to facility operations and maintenance.

4.10 Develop a ifeet replacement plan.

4.11 Create a policy that covers vehicle operator inspections and track those inspections.

4.12 Develop a formal training program and provide certiffcation expectations for maintenance workers.

4.13 Create a procedure for documenting work orders, work completed, etc. This should be done digitally to eliminate paper-based work tracking.

4.14 Develop a proactive plan to maintain and replace tralfic signs and pavement markings.

4.15 Develop a Parks Master Plan that incorporates resident’s input, assets, maintenance plans, and future park development.

4.16 Develop a preventative maintenance schedule for playgrounds and other park amenities.

4.17 Develop a comprehensive Beach Master or Management Plan that includes resident input, assets, maintenance schedules, and future beach development.

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5. Departmental and Management Organizational and Stalfing Analysis
This chapter includes the analysis of the management and administrative stafifng of the Public Works Department in its entirety. This chapter will provide an analysis of the organizational structure of the department, the executive and administrative stafifng, and the leadership and management practices of the department.

The Public Works Department is managed by the Public Works Director/City Engineer, assisted by a Senior Management Analyst, Engineering Manager, Utilities Manager, and Public Facilities Manager.

The Department provides oversight of the Capital Improvement Program (CIP), private development, regulatory compliance review, water, wastewater, and stormwater utilities, and maintenance of city infrastructure, lfeet, and facilities. It has 36 total positions, an approximate annual general fund operating budget of $20 million, and a CIP budget of $40-60 million.

5.1 Public Works Organizational Structure
In each section, we will discuss the current organizational structure of that section and any recommended alternatives to enhance or improve service delivery and increase the efifciency and effectiveness of the department. An appropriate organizational structure is important to;
• Provide efifcient and effective service delivery;
• Maintain adequate spans of control to allow managers and supervisors to effectively supervise their employees;
• Foster accountability among management and supervisory staff; • Provide adequate communication and coordination and enhance shared knowledge and understanding
• Enhance career development opportunities, training, recruitment, and retention • Enable staff to provide quality service to the public in terms of cycle times, user- friendliness, performance management, quality control, and consistency The current organizational structure of Public Works is shown in the following chart.

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Existing Organizational Structure – Public Works
In the current structure, the Public Works Director has four direct reports, including a Senior Management Analyst, an Engineering Manager, a Utilities Manager, and a Public Facilities Manager.

Several organizational changes are recommended for the Department to provide better- reporting structures, enhance clarity in roles and responsibilities, and develop clear succession planning. The following chart shows the proposed organizational structure:

Public Works
Director / City
Engineer
Engineering
Manager
Senior Engineer
Capital Projects
Manager
Utilities
Manager
Water System
Lead Operator
Water System
Operator
(3 FT)
Wastewater
Lead Operator
Reguolatory
Compliance
Coordinator
Wastewater
Plant Operator
(2FT)
Wastewater
Plant Operator
OIT (2 FT)
Office Assistant
(PT)
Public Facilties
Manager
Parks Lead
Worker
Maintenance
Worker
(7 FT, 4 PT)
Streets /
Facilities Lead
Worker
Maintenance
Worker
(4 FT, 1 PT)
Fleet Mechanic
Administrative
Secretary
Senior
Management
Analyst
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PW Proposed Organizational Structure
New FTE
Public Works
Director
Engineering
City Engineer
Senior Engineer Capital Projects
Manager
Construction Services
Coordinator
(new FTE)
Senior Management
Analyst
Permit Technician
(new FTE)
Maintenance &
Operations
Utilities
Manager
Water System
Supervisor
Water System
Operator (3)
Wastewater
Supervisor
WW Plant Operator
(4)
Office Assistant
(PT to FT)
Regulatory
Compliance
Coordinator
Plant Mechanic
(new FTE)
Public Facilities
Manager
Streets Supervisor
Maintenance Worker
(5)
Parks Supervisor
Maintenance Worker
(4)
Part-time "floating"
Maintenance Worker
(4)
Community
Enhancement
Lead Worker
Maintenance Worker
(2)
Facility and Fleet
Supervisor
(new FTE)
Maintenance Worker
(Facilities) (2)
Fleet Mechanic (2)
(1 new FTE)
Administrative
Secretary
Management Analyst
(new FTE)
Asset / GIS Analyst
(new FTE)
Promotion or change
in Position
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A key issue identiffed during the analysis is a lack of direct leadership over the Maintenance and Operations staff. The Utilities Manager and Public Facilities Manager would benefft from additional oversight, mentorship, and more hands -on leadership.

Currently, the Public Works Director is physically separated from these managers , making it dififcult to provide daily input and oversight into operations. The two manager positions are also overwhelmed, trying to split their time between managing staff, completing administrative tasks, and overseeing ffeld operations.

The key changes in the proposed organizational structure include:
• The Director has direct oversight of Maintenance and Operations - In this scenario, the Maintenance & Operations Division is led by the Public Works Director. This requires the Director to relocate from City Hall to the Public Works Maintenance Facility and would change the focus of the Director position from Engineering to Maintenance and Operations, leaving the majority of the engineering-related functions and decisions to the City Engineer. • Reclassify the Water, Wastewater, Streets, and Parks Lead Workers to Supervisors. These should be working supervisor positions. This change will a dd leadership support and balance the span of control of the Utilities Manager and the Public Facilities Manager, giving them the capacity to work with the Director to develop and implement the asset management program.
• Add a Facility and Fleet Supervisor position to report to the Public Facilities Manager. Experience in facility maintenance and operations is required.

Experience in lfeet is also preferred but not necessarily required. This position should be a working supervisor position.
• Add a Community Enhancement team to focus on cleanup and specialty projects in the Downtown and other areas as designated by the City Manager and Public Works Director.
• Reclassiffcation of the Engineering Manager to the City Engineer. This would allow the current Engineering Manager to be given authority over all aspects of Engineering and allow the Director to have additional capacity to support operations.
• Add an Asset/GIS Analyst position. PW does not currently have staff with the required skills and knowledge to effectively implement and manage asset management/CMMS software. This position would primarily focus on the implementation and management of this technology and would lead the training and troubleshooting of the software with staff in the use of a new system. The Attachment 2
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position would work with managers and staff to standardize the planning, scheduling, and tracking of work activities and help create reports and mapping.

The requirements of the position should include solid technical skills, familiarity with modern CMMS programs, and a familiarity with and ability to use GIS at an intermediate level, as GIS is critical to modern asset management, and any system chosen should be fully integrated with the City’s GIS system. Public Works oversees much of the public infrastructure within the City and is dealing with continuously changing data. It would benefft from having a dedicated position that understands both infrastructure and technology and can timely and efifciently update the data.
•Add a second Management Analyst position to focus on Maintenance and Operations. Currently, there is minimal administrative support and no position with the required skills and experience to assist with purchasing, contracting, and budgeting. This position would be located at the maintenance facility. This position would heavily support faciliti es and lfeet in the development of replacement planning and support of the acquisition and disposal of lfeet assets. •Add a Permit Technician position to lead customer service at City Hall and to provide permitting and other administrative support to Engineering. This position would assume responsibility for the Engineering permitting and would also cross train to be able to support the building permit technician. This position could also provide administrative support in the preparation of documentation for City Council meetings and assist engineering with agreements and contracts. This would also allow for the Senior Management Analyst to re-focus priority on budget items, contracts, and grants and provide other ffnancial support and management for the Department.

Additional information regarding the changes illustrated in the Org Chart is provided in the sections of the report.

Departmental Management and Organizational Structure Recommendations:

5.1 Move the physical olfice location of the Public Works Director to the maintenance facility to provide daily leadership and oversight of Maintenance & Operations.

5.2 Reclassify the Water, Wastewater, Streets, and Parks Lead Workers to Supervisors.

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5.3 Add a Facility and Fleet Supervisor.

5.3 Reclassify the Engineering Manager to the City Engineer.

5.4 Add a Community Enhancement team to focus on the cleanup and specialty projects in the Downtown area.

5.5 Add an Asset / GIS Analyst and a Management Analyst position for Maintenance & Operations, and an Administrative Support position at City Hall.

5.6 Add a second Management Analyst position to focus on Maintenance & Operations.

5.7 Add a Permit Technician to lead customer service in the City and assume responsibility for engineering permits.

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6.Engineering Organizational and Stalfing Analysis
This chapter focuses on the organizational structure and stafifng analysis of the Engineering Division.

The Engineering Division's primary responsibilities are the design, construction, and management of capital improvement projects and the review and inspection of private development projects.

This section will consider the stafifng and workload of CIP, development, and construction.

CIP Workload
Engineering is working on 41 total CIP projects in various stages of planning, design, and construction. The table below is a snapshot of the Fiscal Years 2024 and 2025 projects from the City’s 10-year Adopted CIP.

Category Project Description
Description of
Improvement
Funding
Source Amount Requested By
FISCAL YEAR 2024
Drainage Drainage Study Update the 2005 Master
Drainage Plan for Heights
and Downtown, create a
Shell Beach Drainage
Master Plan, study existing
drainage on Price Canyon
General Fund $75,000 Public Works
Parks Chumash &
Parks Palisades Park
Improvements
Replace play structures General Fund $1,720,000 City Council Park Development
Fund
$80,000 City Council
Parks Parks James Way
Beautiffcation
Beautiffcation General Fund $2,500,000 City Council
Parks Palisades Sports Courts
Restroom/Parking
Restroom / Parking General Fund $1,000,000 City Council Parks Spyglass Dog Park Construct a dog park within
the current grassy area
General Fund $75,000 City Council
Beach
access
Pier Structural Access
Analysis Report Update
Perform a structural
analysis of the Pier
General Fund $200,000 Public Works
Public
Facilities
City Hall Exterior
Repair
Paint the exterior of City
Hall, including repair of any
damaged wood, replace
screens, etc.

General Fund $125,000 Public Works
Public
Facilities
Police/Parking
Substation
Police Parking Annex Parking Enterprise
Fund
$760,000 City Council
General Fund $290,000 City Council
Public
Facilities
Public Safety Facility Design and Construct a
new Public Safety Facility
for Police and Fire buildings
General Fund $6,435,000 City Council
Parking Enterprise
Fund
$4,000,000 City Council
Bond proceeds $41,265,000 City Council
Development Impact
Fees
$300,000 City Council
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Category Project Description
Description of
Improvement
Funding
Source Amount Requested By
Restrooms Addie St Restroom
Improvements
Install larger
restroom in the Addie
Street Parking Lot
Lodging Business
Improvement District
Fund
$1,200,000 CVB/LBID
Advisory Board
Streets and
Trans.

FY 2025 Paving Project Design – yr. 2 of the
Pavement Management
Program
Half-Cent Sales Tax
Fund
$300,000 City Council
Streets and
Trans.

Cypress and Dolliver
Bridge Inspection
Inspection of bridges General Fund $75,000 Public Works Technology Body Camera
Replacement
Body Camera Replacement General Fund $42,710 Police
Technology Finance Records GL
Payroll
Finance Records Retention
Compliance for General
Ledger and Payroll
General Fund $30,000 Administrative
Services
Technology IT Room Improvements City Hall IT Room
improvements
Technology Services
Fund
$40,000 Administrative
Services
Technology Public Safety Cameras New / replacement
cameras, storage of the
video
General Fund $75,000 Police
Utilities Charles Street Reservoir Roof Replacement Water Enterprise Fund
$1,210,000 Public Works
FISCAL YEAR 2025
Drainage El Portal Outfall El Portal Outfall Half-Cent Sales Tax Fund
$60,000 Public Works
Parks Hinds/Ocean View Ped
Path
Hinds/Ocean View
Pedestrian Path
General Fund $100,000 City Council
Parks South Palisades
Workout/Trail
Purchase and install
workout equipment at
South Palisades Park
General Fund $90,000 City Council
Park Development
Fund
$100,000 City Council
Beach
Access
Downtown Boardwalk
Extension Study
Downtown Boardwalk
Extension Feasibility Study
between Main St. and
Wadsworth
Lodging Business
Improvement District
Fund
$125,000 City Council
Streets and
Trans.

Corp Yard Slurry Seal Slurry seal paved areas at
the Corp Yard
General Fund $50,000 Public Works
Water Enterprise
Fund
$50,000 Public Works
Wastewater
Enterprise Fund
$150,000 Public Works
Streets and
Trans.

Dolliver/Pomeroy Ped
Scramble
Dolliver/Pomeroy Ped
Scramble
Half-Cent Sales Tax
Fund
$50,000 City Council
Streets and
Trans.

FY 2025 Paving Project Year 2 of the Pavement
Management
Program - Construction
Half-Cent Sales Tax
Fund
$2,000,000 City Council
Streets and
Trans.

Signalize Bello / Price
Canyon RD
Signalizing the Bello / Price
Canyon intersection
Half-Cent Sales Tax
Fund
$100,000 City Council
Gas Tax Fund $150,000 City Council
Circulation Fee Fund $150,000 City Council
Technology Financial Management
System
Electronic travel forms and
reimbursement process
Technology Services
Fund
$25,000 Administrative
Services
Technology Public Safety Cameras New/replacement
cameras, storage of the
video
General Fund $75,000 Police
Utilities Addie Street Force Main Install a valve in the 16" force main at Addie St
Wastewater
Enterprise Fund
$200,000 Public Works
Utilities New Production Well Construct new drinking
water production well to
replace Well 23
Water Enterprise
Fund
$2,000,000 Public Works
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Development and Permit Workload
In addition to the capital project work Engineering staff are involved in private development. The table below represents the amount and type of permits issued by Engineering over the last three years.

Permit Type 2022 2023
2024
(Thru April)
Encroachment 61 109 39
Engineering 4 9 0
Transportation 28 12 5
Total 93 130 44
Engineering staff also reviews Planning permits and Building permits. The table below represents the amount and type of reviews completed by Engineering over the last three years.

Type 2022 2023
2024
(Thru April)
Planning Permit
Review 113 52 18
Building Permit
Review 132 130 74
Total 245 182 92
Engineering staff also performs ffeld inspections on both Engineering and Building permit projects. The table below represents the amount and type of inspections completed by Engineering over the last three years.

Type 2022 2023
2024
(Thru April)
Engineering Permit
Inspection 21 57 24
Building Permit
Inspection 180 179 55
Total 201 236 79
Some of this workload is currently outsourced to Eikhof Design Group. In 2022, 105 (43%) of planning and building reviews were outsourced , and in 2023, 98 (54%) were outsourced.

Stalfing and Organization
Going forward, Engineering should implement tools to schedule and track project workload, as discussed in the operational analysis. Staff currently use a Gantt chart to Attachment 2
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track project stages. This is useful but needs to be expanded to include actual vs. estimated deliverable dates, costs, and staff time. Staff time spent on each project stage should also be tracked to be able to more accurately predict stafifng needs and t he true costs of projects.

The design of capital projects is completed primarily by consulting engineers with project management and oversight by staff. This model should continue, as it allows for the City to easily adjust to changes in the CIP without having to continually adjust stafifng levels.

The Engineering Manager primarily manages the construction workload. Although much of the inspection workload is outsourced, the Engineering Manager still has a considerable workload to oversee for construction administration and inspection of the CIP, as well as inspections of private and permitted construction within the right -of-way. • It is recommended a Construction Services Coordinator position be added to assist the Engineering Manager with the oversight of construction and inspection related work activities. This position would be able to oversee and provide guidance of contracted construction administration and inspection services and would work with the Senior Management Analyst and recommended Permit Technician to track development submittals and inspections and to complete construction-related work such as pay requests and chan ge orders. As capacity allows, this position would also have the ability to complete ffeld inspections. This would allow the Engineering Manager to focus on the prioritization and delivery of the CIP.

The City has recently reclassiffed a position to add a Capital Project Manager to the team.

This position oversees capital improvement projects, including planning, scheduling, design, and construction, and also assists in the development and application of project delivery policies. This is a critical position to be able to effectively deliver the CIP and no change is recommended.

The City also has a Senior Engineer position with a variety of duties , including managing CIP projects and overseeing funding, permitting, and construction activities. This position is also involved in ensuring compliance with city and regulatory standards. This position is also necessary and it is recommended this position be the lead development engineer, with responsibility for coordination and oversight with engineering consultants and other personnel involved in plan review, permitting, and ffeld inspection of private development and work in the right-of-way.

Recruitment has increasingly become a challenge for Public Works, especially Engineering. Many agencies are transitioning to hybrid work environments for professional and ofifce staff to allow for lfexible work schedules and reduce commuting.

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It is recommended the City consider options to allow Engineering and other professional and administrative staff located at City Hall the option to work remotely several days a week. One effective option we’ve observed is a 2 -3 alternating schedule, where staff work in the ofifce two days one week and three days the next, on a rotating basis. This approach ensures consistent in-ofifce coverage every day. Any hybrid work should be planned and scheduled to ensure team members overlap several days a week to al low for team coordination and collaboration.

Engineering Organization and Stalfing Recommendations:

6.1 Add a Construction Services Coordinator to assist the Engineering Manager with the oversight of construction administration and inspection and other related construction activities.

6.2 Consider options to allow Engineering and other professional and administrative staff located at City Hall the option to work a hybrid schedule.

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7. Utilities Organizational and Stalfing Analysis
The Utilities Division includes water and wastewater operations and maintenance.

The Water Operations division is responsible for ensuring that a safe, drinkable supply of water is provided to Pismo Beach. This responsibility is accomplished through ongoing inspection, repair and maintenance of the City’s wells, reservoirs, booster stations, and water distribution system components. Tasks also include educating water customers on water quality, cost, conservation issues and preparing an annual Consumer Conffdence Report.

The Wastewater Operations Division is responsible for ensuring that the City’s treatment and collection system operations meet all city, state, and federal laws and requirements.

This responsibility is accomplished by operation and maintenance of the City’s wastewater treatment plant and the wastewater collection facilities including lift stations and pipelines. The division also maintains the City’s storm drain system and oversees the FOG (fats/oils/grease) program.

7.1 Utilities Workload
The following table represents total known assets being maintained by the Division. Note that some of these are estimates as not all assets have been inventoried.

Asset Quantity
Utilities
Sewer Main (miles) 53.5
Sewer Connections (each) 4,738
Lift Stations (each) 12
Treatment Plant (each) 1
Water Main (miles) 58
Water Connections (each) 5,032
Water Reservoirs (each) 9
Booster Stations (each) 6
Wells (each) 2
Storm Drain (miles) 18
Storm Drain Inlets/Basins (each) 400
Fire Hydrants (each) 541

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Utilities Work Order Data
With the lack of modern asset management software, capturing workload information is dififcult. Staff are tracking workload using various methods , including iWorQ, spreadsheets, and emails. Work activities are also not being recorded.

Water does have a workload that is scheduled according to the following:

Water Daily • Water Weekly
Daily rereads. • Booster station checks
USAs • Tank checks
Wells/Bello checks • Distribution sampling
SCADA checks • Door hangers (various)
Customer service calls • Contractor aid/inspection (various)

Water Monthly • Water Annual
Monthly report • Annual report (various)
Billing rereads • CCR
Drought conservation report • Well sampling.

Well sampling • Tank maintenance corrosion control
Pump maintenance • Valve turning
Facility maintenance/cleanup • PRV maintenance/inspections (twice a yr.) Underground work • Dead end lfushing (twice yr)
Meter replacement •

The wastewater workload is scheduled according to the following:

Wastewater Daily • Wastewater Weekly • Standby rotation (weekly) Rounds and reads • Clean clariffers • Start the plant early.

Set up and run belt press • Derag pumps and bar screen
• Carry the standby phone to
respond to emergency calls
Maintenance of pumps and
motors • Inspect and run all Lift stations
• Rounds and reads on the
weekend.

USA mark outs for construction • FOG inspections as needed • Set up waste hours.

Lab samples and analysis
• Clean probes for chemical
injection • Do lab work.

General cleanup and
Maintenance • Vehicle Inspections • If busy, run the belt press(4-6hrs) Clean sewer lines • Bi-weekly Bisulffte order • Start the plant early.

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Wastewater Monthly •Wastewater Annual
Spill report and monthly state report •Clean contact chambers (twice annually) Grease all pumps and motors •Clean outfall
Check all generators city wide •Storm drains cleaning and inspection CL2, ferrous chloride, polymer, bisulffte
order
• Inspect airvacs, maintenance, rebuilds (15)
Lab samples •Trash survey (semiannual)
General cleanup and Maintenance •State lab reporting (annual and semi-annual) Clean sewer lines •APCD repor
Drager test •JPIA trainings
Derag pumps and check valves, grease
motors
•Fall protection inspections
Panel maintenance and alarm testing •Lift station wet well get cleaned Vactor maintenance •Rebuild pumps and motors as needed
Monthly CIWQS report •Oil changes on pump motor bi-annually Monthly vehicle inspection •Flair maintenance
The work activities of these teams ' vast but limited workloads are tracked in iWorQ. The total number of work orders in the system from July 2023 – April 2024 for Water was 7 corrective, 5 routine, 1 preventative, 2 request for service, and 5 untitled . Wastewater had 1 corrective, 18 routine, 1 preventative, 2 requests for service, and 1 untitled in the same timeframe. The information being tracked does not give us an indication of how much time these activities require on a monthly or annual basis. As discussed in the asset management section of the report, Public Works needs to begin scheduling and tracking these work activities within an asset management software.

7.2 Utilities Stalfing
To determine the optimal stafifng needed for Utilities, it is important to recognize the importance of a robust preventive maintenance program that supplements the inevitable need for responsiveness to emergency repairs. The current program is primarily centered on this reactive response, and neither program has developed a formalized preventive maintenance approach. Some preventive maintenance tasks are being accomplished, as shown in the tables above.

Wastewater and Stormwater Stalfing
Public Works does not have a preventive maintenance program in place and does not have established levels of service. In order to determine the required stafifng levels, the project team utilized an industry guideline of 15 to 20 linear miles of main per ff eld worker.

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Required FTEs
Asset Type Miles 15 LM / FTE 20 LM / FTE
Sewer Main 53.5 3.5 2.7

Using this ratio, 2.7-3.5 staff should be dedicated to wastewater collection to adequately maintain the system.

The following table provides an estimate of the labor hours , and FTE required to provide the primary preventive maintenance activities for the storm sewer systems.

Activity Number Cycle
Production
Rate
Annual
Number
Hours to
Conduct
Crew
Size
FTE
Required
Cleaning (Storm) 18 3 years 115 ft/hr. 6.0 miles 276 2 0.37 Cleaning (Storm) 18 5 years 115 ft/hr. 3.6 miles 165 2 0.25 Cleaning (Catch
Basins/MHs) 400 1 years 0.5 ea./hr. 400 each 200 2 0.27

The calculations in the table show that 0.5-1 FTE is required to complete the proactive/preventive tasks for storm sewers. It is noted that it was assumed t here is an average of 1,500 available labor hours for each FTE in a single year. Note the stafifng table does not include storm sewer repair or unplanned work activities. Given a typical blend of preventive and corrective maintenance tasks, about 50% of all labor hours should be expended in each category of maintenance, resulting in a total of 1-2 FTE required to adequately maintain the storm sewer system.

The plant operation requires 1 FTE to be assigned to the plant daily to complete daily tasks and monitor the plant operation. This could be fflled by a Plant Mechanic (or similar title) type of role that can proactively inspect, repair, and order parts/materials that other employees are identifying are needed.

Totaling these calculations results in the need for 5.2 – 7.5 FTEs dedicated to wastewater and stormwater.

There are currently 6 FTEs on this team, including the Lead Operator and a Regulatory Compliance Coordinator, who are only minimally involved in maintenance and operations. • It is recommended an additional FTE be added to this team to manage the workload. Interviews with staff and leadership indicated the highest priority need is for a Plant Mechanic. This position would focus on the day-to-day maintenance including basic plant maintenance and also generators and lift stations. This routine maintenance is critical to extending the life cycle of the assets. This Attachment 2
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position should report to the maintenances Utilities Manager to be able to provide support to the water and wastewater teams.

Water Stalfing
Work activities related to the water system combine reactive and proactive maintenance and operations tasks, as shown in the table of Water tasks provided earlier in the chapter.

Similar to Wastewater, the work activities are not currently tracked in iWorQ, and minimal service levels are established and tracked. In light of this data, the project team utilized industry standards to evaluate stafifng levels and make stafifng recommendations.

During normal operations, Water staff are generally assigned as follows:
•1 FTE assigned to customer service requests and utility marking •2 FTEs were assigned to work production and maintenance to inspect items, including wells and boosters, and to check on any contractor work, such as new service connections.
•The lead assists where needed and is responsible for testing and reporting. •Water main breaks generally require all hands on deck. •Meter reading is outsourced. Meter re-reads are completed by in-house staff.

Public Works does some preventive maintenance (PM) but does not have a formalized, documented PM program in place and does not have established levels of service for the water system. In order to determine the required stafifng levels, the project team uti lized an industry guideline of 15 to 20 linear miles of distribution main per ffeld worker to maintain the distribution system. In order to perform a deeper analysis of the necessary number of employees to properly provide PM, the classiffcation of a water system may be used to measure workload. For example, a D3 water system of 58 miles of main over two or three pressure zones is easier to manage than a system of seven zones, reservoirs, closed systems, and subzones and would warrant fewer employees for PM.

Required FTEs
Asset Type Miles 15 LM / FTE 20 LM / FTE
Water Main 58 3.9 2.9
Using this ratio, 2.9-3.9 staff should be dedicated to the maintenance and operation of the water distribution system, including connections, hydrants, valves, and other infrastructure ancillary to the water main.

In addition to the distribution system, this team is responsible for the maintenance and operation of:

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Asset Quantity
Water Reservoirs 9
Booster Stations 6
Wells 2

No maintenance or productivity reporting is currently available, making it dififcult to quantify the stafifng needed to maintain this infrastructure. It is assumed that this work, combined with the miscellaneous work of utility marking, meter reads, etc., is the equivalent of 1 FTE.

This results in 4-5 FTEs required to maintain the system. Including the Water System Lead Operator, there are currently 4 FTEs assigned to Water. No additional stafifng is recommended at this time. However, it is recommended the Lead Operator have additional administrative support. This can be accomplished by transitioning the Ofifce Assistant to full-time and either sharing the Regulatory Compliance Coordinator with Wastewater or outsourcing some of the regulatory reporting allowing the Lead Operator to spend more time in the ffeld and in the development of a documented preventive maintenance program.

It is also recommended that water and wastewater operators be cross-trained to be able to assist either team during emergencies or periods of high workload on either team.

Utilities Organizational Structure
The Utilities Division is led by the Utilities Manager. With the additional recommended Wastewater Operator and a change from part -time to full-time administrative support, there are a total of 13 FTEs in Utilities, including the Manager. Teams are arranged by program area, and no changes to the teaming structure are recommended.

The Manager’s span of control is at the high end, having oversight of 12 staff. As discussed earlier in the report it is recommended the Lead Operator position s be changed to Supervisors. This will not only balance the span of control but will also provide additional leadership opportunities and promote succession planning for the Manager position. Currently, if a vacancy in the Manager position occurs, the best option to ffll this from within is the Lead Worker, which currently has no formal supervisor responsibilities.

The Supervisors should be “working supervisors,” but it is likely up to 50% of the position will be employee oversight, work planning and scheduling, ffeld review of work, etc., as opposed to full-time ffeldwork.

For non-leadership positions, the structure allows for adequate progression and room for employees to be promoted. The job descriptions are thorough and clearly communicate the qualiffcations needed to be promoted through the job series. The job descriptions also Attachment 2
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clearly communicate the licenses and certiffcations required for each position, which is critical in utilities operations.

As discussed earlier in the report, it is stressed that promotion from Operator I to Operator II should be based on experience and qualiffcations and should not require an “open seat” to promote. This will require budgeting of all positions at the Operator II classiffcation to have the funds available to make these promotions as staff reach the milestones.

The current administrative support to the Utilities Division is a part -time Ofifce Assistant.

It is recommended this position be a full -time position to provide full coverage on customer service and support the administrative functions of the Utilities Man ager.

No additional changes are recommended to the overall structure or teams of the Section.

Utilities Organization and Stalfing Recommendations:

7.1 Add a Plant Mechanic position to add capacity for the storm and sanitary workload.

7.2 Change the Olfice Assistant from part-time to full-time.

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8. Public Facilities Stalfing and Workload
The Public Facilities Section oversees streets, government buildings, parks , and lfeet. The division is responsible for inspecting, repairing, and maintaining the City’s streets, parking lots, sidewalks, and beaches, as well as public buildings and maintaining all City -owned parks, rights-of-way, medians, playground equipment, irrigation, and other landscaped areas for public use. The Division also includes the oversight of a trash crew 7 days a week, 12 hours a day.

8.1 Public Facilities Workload
Pismo Beach has seen steady population numbers over the past several decades. The information below is data from the U.S. Census Bureau.

Census Population
1990 7,669
2000 8,551
2010 7,655
2020 8,072

While the population has remained steady, Pismo Beach is a popular tourist attraction . It must have the infrastructure and staff necessary to support these population lfuctuations.

The following table represents the total known assets maintained by Public Facilities.

Note that some of these are estimates, not inventoried assets.

Asset Quantity
Streets
Center-line 38.2 Miles
Public ROW
Parking Lots 9
Parking Lot SqFt 174,500
Streetlights 133
Tralfic
Trafifc Signals 3
Fleet
Vehicles/Trailers 109
Facilities
Buildings 14
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Asset Quantity
Parks
Total # 14
Community Centers 2
Acreage 68 (*40 active)
Public Restrooms 12
The following table represents the number of vehicle and trailer assets owned by the City, the department/division vehicles are assigned to, and the average age in years.

Vehicle Assets
Department/Division Count Average Age
Administration 1 1.0
Fire Department 20 13.6
MVR 1 22.0
Parking 1 0.0
Parks 7 19.1
Police Department 32 7.2
Pool 1 39.0
Public Works 22 10.5
Streets 5 21.4
Wastewater 4 9.5
Water 3 15.0
Unassigned 12 11.6
Total 109 11.5
Some of the work requests and work activities of Streets is iWorQ. The table below summarizes the average monthly work orders in the system from July 2023 – April 2024. 2023 and 2024 iWorQ Summary
Preventative Corrective Request for Service Routine
Streets 2.3 24.6 19.3 4.9
As can be seen from the table, Streets is currently the only group using iWorQ. The total number of work orders in the system for Parks during this time period was Parks - 1 Corrective , 1 Routine, 1 Untitled.

A critical piece of missing data is the amount of staff time spent on events. The City has numerous large scale events annually that take a considerable amount of staff time. The Department needs to begin tracking this time per event to be able to report on the stafifng Attachment 2
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requirements of these events. This work also takes staff away from routine maintenance activities, and therefor, this time needs to be considered in any productivity calculations or scheduling of preventive maintenance activities. Time, materials, and equi pment used for events should be captured, per event, and also categorized by small/medium/large events. This will allow the Department to capture workload, identify opportunities to recoup some of these costs, and also plan for staff time dedicated to even ts annually.

8.2 Public Facilities Stalfing
As mentioned previously, the lack of modern asset management software makes capturing workload information dififcult.

The majority of the work recorded in iWorkQ is request -based reactive maintenance.

There are some informal preventative maintenance (PM) schedules in Public Facilities but they are often interrupted with reactive work, and there is no reporting on the PM tasks. Some of this work is tracked in iWorkQ, but not speciffcally as preventive maintenance.

Street and ROW Maintenance Stalfing
Public Works does not have a preventive maintenance program or established levels of service in place for street and ROW maintenance. Without this information, the project team took a quantitative and qualitative approach to estimating required stafifng levels.

In making initial assessments of the adequacy of stafifng for the maintenance of streets, a benchmark used from the project team’s typical experience is that each dedicated ffeld worker is responsible for an average of between 15 and 20 centerline miles of paved surface. In Pismo Beach, this equates to:

Activity
Center line
miles (Est.)
# staff at 15
miles/FTE
# staff at 20
miles/FTE
Street Maintenance 38.2 2.5 1.9
By this benchmark, 2-3 staff would be dedicated to street maintenance, including staff required for general street maintenance. This team is also responsible for parking lots, sidewalks, and beaches and is often called upon to assist with various tasks related to events.
•It is estimated an additional 1-2 FTEs are needed to support this workload. •Staff should be separating out beach maintenance activities. Using the guidance provided in the BMPs to establish service levels, stafifng needs can then be determined to support the work activities. Currently beach maintenance consists Attachment 2
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primarily of trash pickup and also some recreational support, such as the setup and takedown of volleyball nets.

An issue discussed in interviews is the city's lack of capacity to properly maintain sidewalks, and the City has received multiple complaints and claims regarding their condition.

It is recommended the City implement a sidewalk inspection program and divide the City into zones to identify needed issues and repairs. Small sidewalk issues often require just grinding, while more substantial issues can require full replacement of a segment(s) of sidewalk. This concrete replacement generally requires a crew of two or three – two if using a contractor to bring in the concrete, three if staff are mixing and pouring their own concrete. This crew could also be used to repair curb and gutter and curb ramps. • It is recommended a crew of 2-3 be dedicated to concrete repair work activities.

This results in 5-8 FTEs being required to manage the workload of Street and ROW Maintenance.

Facility Maintenance
This team is also responsible for facility maintenance. The number of positions required for a facilities maintenance operation to operate effectively is primarily driven by the size and composition of the buildings it serves. Because most municipal facilities maintenance operations service a wide variety of types of buildings, it is necessary to establish a relative measure that allows for the evaluation and comparison of stafifng needs and costs.

A process known as Facility Equivalent Unit (FEU) calculation is used to equate the level of effort required to maintain dissimilar types of buildings to a basic ofifce space, which is given a baseline FEU of 1.0. Work with other f acilities organizations has shown that a FEU of 1.0 is equal to 36,000 to 50,000 square feet of managed space per FTE, depending upon a number of factors unique to each organization. For the purposes of our evaluation, we use a qualiffed variable of 40,000 square feet per technici an. All other types of facilities are allocated a FEU value based on their relationship to an ofifce building. For example, a recreation center is assigned a FEU of 1.5. This means that a building of this type, on average, requires about 1.5 times the annual maintenance required of an ofifce building, meaning that structure accounts for roughly 20,000 additional needed SF of maintenance accounted for in a year. Warehouse buildings are assigned a n FEU of 0.75, as a building of this type generally requires less maintenance than a typical ofifce building.

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The City does not currently have a formal inventory of facilities. Staff estimate the square footage of buildings to be maintained at 79,400 SF. The City will also have a new facility anticipated within the next year that will add another 30,000 SF. Without the inventory, all buildings will be estimated to have a baseline FEU of 1.0.

The next step in our analysis is to determine the number of FTEs required based on this total FEU-based square footage. The baseline is 40,000 square feet per technician FTE.

With 79,400 SF, the annual maintenance and repair workload is calculated to be 2.0 Baseline FTEs. The addition of the 30,000 SF would equate to an additional 0.75 FTE bringing the total to 2.75 FTE.

Not all of this workload will be necessarily handled in-house; it is recommended the City focus on general maintenance items and have on -call contracts for some of the preventive maintenance and specialty work, such as work requiring an electrician.

Without a CMMS system to adequately track work activities, it is not possible to determine staff productivity or to calculate the percentage of work being outsourced.

The City does not currently have staff dedicated to facility maintenance. Some combination of stafifng, overtime, and outsourcing is needed to reach the required 2.75 FTE. We recommend dedicating 2 FTEs to Facilities Maintenance and outsourcing the remaining workload to reach the required 2.75 FTEs.

Parks Maintenance
Parks is responsible for the maintenance of parks and landscaping within the City. There is currently no formal preventative maintenance program in place, however there is an informal schedule in place. On Mondays and Fridays , staff trim trees and do miscellaneous project work, and on Fridays, they do park checks. Mowing is also done on a set schedule.

Currently, custodial service in the parks is outsourced, as well as some of the large tree trimming.

It is estimated roughly 40 acres of parkland are actively maintained. The remaining is a native and/or unmaintained area. Based on stafifng data from the National Park and Recreation Association (NPRA), the median FTE count for staff dedicated to operations and maintenance of parks in communities under 10,000 is population is 4 FTEs The Department currently has 9 FTEs dedicated to parks and landscaping, including the Lead Worker.

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Fleet
The number of technicians and related positions required for a maintenance operation to operate effectively is primarily driven by the size and composition of the lfeet it serves.

Because the City’s lfeet consists of a wide variety of vehicles and equipment, it is necessary to establish a relative measure that allows for the evaluation and comparison of stafifng needs and costs.

A process known as Vehicle Equivalent Unit (VEU) analysis is used to equate the level of effort required to maintain dissimilar types of vehicles to a passenger car, which is given a baseline VEU of 1.0. Work with other lfeet organizations has shown that a VEU of 1.0 is equal to between 10 and 15 annual maintenance labor hours, depending upon a number of factors unique to each organization. All other types of vehicles are allocated a VEU value based on their relationship to a passenger car. For example, a half-ton pickup truck is assigned a VEU of 1.5. This means that a truck of this type, on average, requires about

1.5 times the annual maintenance hours of a passenger car or between 15 and 22.5 hours per year. For this project, a VEU was assigned for each classiffcation of vehicle or equipment. The 110 vehicles, trailers and pieces of equipment in the lfeet equate to 263.5 VEUs.

The next step in the stafifng analysis is to determine the number of labor hours required to maintain one VEU. The baseline is 10 hours per year, but adverse or challenging conditions can increase this, while unusually good conditions can drive labor demand down. For Pismo Beach, the labor factor required to properly maintain the lfeet is calculated at 13 hours per VEU. Our calculation is shown in the following table:
10 Baseline hours per VEU
1 Fleet age Average age is 11.5, well above industry best practice. 0 Utilization levels Utilization is within accepted parameters. 1 Shop size The shop has a single technician which is highly inefifcient. 0 Facility, tools and parts Adequate
1 Systems integration There is no integrated lfeet maintenance system 13 Total Hours per VEU
With 13 labor hours per VEU expected, the annual maintenance and repair workload is calculated to be 3,425.5 hours (263.5 VEUs x 13 hours/VEU).

There are potentially 2,080 work hours per year (52 weeks x 40 hours per week), but only 70% or 1,456 labor hours per year are available to perform actual maintenance wor k. The remaining payroll hours are lost to vacation, sick time, holidays and indirect time such as training and meetings.

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When the 3,425.5 technician hours required to maintain the lfeet are divided by the 1,456 annual labor hours available per technician, the result is a need for 2.4 technician FTEs.

Municipal shops typically outsource work such as engines, bodywork, or repairs needing specialized training or equipment. Typically, this equates to 15%, or 514 hours. This reduces technician requirements from 2.4 to 2 FTE.

We recommend dedicating 2 FTEs to Fleet Maintenance and outsourcing the remaining workload to reach the required 2.4 FTEs.

Community Response Team
The residents and elected ofifcials of Pismo Beach have high expectations for the appearance of the community, which is understandable given the location of the City and the amount of tourism and weekend/event visitors it draws. To meet these expectations, there is a need for a dedicated and formalized team to care for the downtown area and be responsive to City leadership’s requests. Without a dedicated team, it is dififcult to plan and prioritize work as staff get called upon to complete these tasks.

The “Sanitation Team” was mentioned numerous times during interviews yet is not on any organizational chart. It is understood that three Maintenance Workers from Streets / Parks are mostly working as a separate team, primarily taking Council and resident requests and keeping the downtown and other areas of the City clean.

We recommend formalizing this “Sanitation Team” into a Community Enhancement team led by a Lead Worker (this could be the Maintenance Worker II who is currently leading the “Sanitation Team”) who reports to the Streets Lead. We also recommend dedicating two Maintenance Worker I/II employees to this team.

The Community Enhancement team will still act as the Downtown Cleaning team but will also take on the reactive work that is called in by the Council / City Management. The Streets Team will work on more proactive maintenance, still assisting with work requests that can be prioritized and scheduled. This will allow each section to have staff to work on speciffc tasks and areas.

Stalfing Summary
Fully staffed, Public Facilities is currently 14 full-time and 5 part-time staff plus an Administrative Secretary, and the Public Facilities Manager. Assuming 1 part-time worker = 0.5 FTE, the current FTE count in Public Facilities is 18.5 FTEs (including the Manager and Administrative Secretary.

Streets, including beach maintenance, parking lots , and sidewalks, require 5-8 FTEs.

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•We recommend this team be staffed with 5 Maintenance Workers plus a Supervisor.
•Transition the sanitation or “Community Enhancement” work to Parks. This team should focus on street work and pavement / sidewalk repairs.

Facilities maintenance requires 2.75 FTEs We recommend dedicating 2 FTEs to Facilities Maintenance and outsourcing the remaining workload to reach the required 2.75 FTEs. .

Fleet maintenance requires 2.4 FTEs. We recommend dedicating 2 FTEs to Fleet Maintenance and outsourcing the remaining workload to reach the required 2.4 FTEs. •A Fleet Mechanic Position should be added to support the lfeet workload and assist with lfeet electriffcation.
•A Fleet and Facility Supervisor is recommended to oversee the lfeet and facility programs.

Park maintenance requires at least 4 FTEs dedicated to the operation and maintenance of parks, plus a Supervisor.
•It is recommended all tree work be outsourced to a landscape company with a certiffed arborist.
•It is recommended that a Community Enhancement team be created, requiring 3 FTEs (1 Lead Worker, 2 Maintenance Workers). This team could lfex to assist in other Parks' workloads and support the Streets team as needed for event support and pavement repair projects.
•The part-time staff can support all areas as needed. They have been shown under the Parks Supervisor.

The total stafifng needed for Public Facilities is 21 FTE’s (including the Manager and Administrative Secretary). This required adding 2.5 FTE’s dedicated to Public Facilities.

The recommended stafifng additions include:
•A Facility and Fleet Supervisor
•A Fleet Mechanic
•Reclassiffcation of 1 of the part-time Maintenance Worker positions to a full -time position.

It is noted that once the asset management program is established and the work activities are being planned, scheduled, and tracked, the stafifng needs should be re - evaluated.

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Public Facilities Organizational Structure
The Public Facilities Division is led by a Manager. The current span of control for the Manager is high. As discussed earlier in the report, it is recommended the Streets and Parks Lead Workers be changed to Supervisor positions to balance the span of control and provide leadership support to the Manager. It is also recommended a Facilities and Fleet Supervisor be added to oversee staff dedicated to the lfeet and facilities.

The change to supervisors will not only balance the span of control but will also provide additional leadership opportunities and promote succession planning for the Manager position. Currently, if a vacancy in the Manager position occurs, the best option to ffll this from within is the Lead Worker, which currently as no form al supervisor responsibilities.

These should be “working supervisor” positions, but it is likely up to 50% of the position will be employee oversight, work planning and scheduling, ffeld review of work, etc., as opposed to full-time ffeldwork.

This structure would better balance span of control, arrange teams by function/program area, and allow for adequate progression and room for employees to promote. It is recommended that in addition to the functions listed in the job description, the City a lso implement ffeld requirements, such as logging a minimum number of hours on speciffed pieces of equipment, and an ability to perform a supervised ffeld test, in order to promote from a Maintenance Worker I to a Maintenance Worker II. It is stressed that promotion from MWI to MWII should be based on experience and qualiffcations and should not require an “open seat” to promote. This will require budgeting of all positions at the MW II classiffcation to have the funds available to make these promotions as staff reach the milestones.

Public Facilities Organization and Stalfing Recommendations:

8.1 Track time, equipment, and materials spent on events and beach maintenance to determine the stalfing and resource needs of these activities.

8.2 Add a Fleet Mechanic position to manage the ifeet workload and assist in ifeet electriffcation.

8.3 Reclassify 1 part-time Maintenance Worker to a full-time position.

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APPENDIX A: Current State Assessment
This current state assessment outlines the organization, structure, stafifng , and workload of the Public Works Department for the City of Pismo Beach. The information contained in the current state assessment has been developed through a series of interviews conducted at all levels of the Department, including managers, supervisors, and line-level staff. In addition to the interviews, the project team worked with the City and Department to collect data related to budgets, stafifng, workload, reporting, policies and procedure s, and asset information.

The primary objective of the current state assessment is to document the current approaches utilized in providing services. The current state assessment is a starting point that will then allow the project team to compare recommendations developed for the ffnal report to the current state and demonstrate the impact of the proposed changes.

Consequently, no analysis or findings are contained in this document . Instead, this interim document focuses on outlining the following items:
• The organizational structure of the various operations within the project scope. • The roles, responsibilities, and service delivery approaches for each functional discipline.
• The organizational composition and allocation of staff by position classiffcation. • Presentation of historic workload levels currently being tracked by the Department.

This assessment will provide a foundation for subsequent analysis by ensuring the accuracy of our assumptions and enabling us to conffrm our understanding of the roles and responsibilities of individuals involved in their respective positions within the organization.

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2.Department Overview
The Public Works Department is managed by the Director of Public Works/City Engineer, assisted by a Senior Management Analyst, an Engineering Manager, a Utilities Manager, and a Public Facilities Manager. The Department provides oversight of the Capital Improvement Program (CIP), private development, regulatory compliance review, and water, wastewater, and stormwater utilities, as well as maintenance of city infrastructure, lfeet, and facilities.

The department is organized into three primary Divisions, each reporting to a Manager:

1.Engineering – This Division oversees the management and implementation of the capital improvement program, private development, regulatory compliance, and other various engineering related functions as necessary.

2.Utilities – The Division manages the utilities infrastructure of the City, including a wastewater treatment plant, wastewater collection system, storm drain system and the storage treatment and distribution of the City’s water.

3.Public Facilities – There are three sections within this Division; Streets and Government Buildings (Streets), Parks, and Fleet. Streets maintain all City owned buildings, the City’s right of way and general building maintenance while the Parks section maintains the City’s parks, beaches, and open spaces. The Fleet section is a single mechanic who conducts maintenance on some of the City lfeet.

2.1 Department Structure
The following chart outlines the organizational structure of the Public Works Department:

Public Works Department Organizational Structure
The following table shows a summary of the total positions within the Department. This information was obtained from the Public Works Organizational Chart, March 2024.

Total Positions Total Filled Total Unfflled % Vacant
36 34 2 6%
Public Works
Director / City
Engineer
Senior
Management
Analyst
Engineering
Manager
Utilities
Manager
Public Facilties
Manager
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The table below, describes the history of authorized positions within the Public Works Department.

Position
FY
2020
FY
2021
FY
2022
FY
2023
FY
2024
FY
2025
Director of Public Works/City
Engineer 1 1 1 1 1 1
Engineering Manager 0 0 0 0 1 1
Senior Engineer 1 1 1 1 1 1
Engineer 1 1 1 1 0 0
Capital Projects Manager 0 0 0 0 1 1
Senior Management Analyst 0 0 0 0 1 1
Management Analyst 1 1 1 1 0 0
Administrative Secretary 1 1 1 1 1 1
Engineering Technician 1 1 1 1 0 0
Utilities Manager 1 1 1 1 1 1
Facilities Manager 1 1 1 1 1 1
Lead Worker Streets/Facility 1 1 1 1 1 1
Lead Worker Parks 1 1 1 1 1 1
Maintenance Worker II 4 4 4 5 5 5
Maintenance Worker I 4 4 5 6 6 6
Lead Worker Water 1 1 1 1 1 1
Water Operator I 2 2 2 2 2 2
Water Operator II 1 1 1 1 1 1
Lead Worker Wastewater 1 1 1 1 1 1
Treatment Plant Operator II 4 4 4 4 4 4
Treatment Plant Operator I 0 0 0 0 0 0
Regulatory Compliance 1 1 1 1 1 1
Fleet Mechanic 1 1 1 1 1 1
Public Works Total: 29 29 30 32 32 32

2.2 Department Administrative Staff Roles and Responsibilities The table below summarizes the key duties of the two administrative staff in the Department, the Director of Public Works/City Engineer and the Senior Management Analyst. The key roles and responsibilities were developed from a combination of the job descriptions provided by the City and interviews w ith staff. The duties listed are representative of the primary role of the position and are not intended to encompass all duties performed at the level of detail of a job description.

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Position Title
Authorized
Positions Key Roles and Responsibilities
Director of Public
Works / City Engineer
1 •Administers and monitors the department's budget,
approves expenditures, and develops/reviews policies,
procedures, and plans.
•Conducts special studies and projects, prepares
comprehensive reports for the City Manager and Council, and oversees the development of departmental goals and
objectives.
•Ensures operations comply with legal requirements,
represents the City in public forums, and manages
contracted services and grant agreements.
•Serves on the executive management team, supervises staff, coordinates with other city departments, and provides
strategic guidance to the City Manager and Council.

Senior Management
Analyst
1 •Develops and enhances Public Works systems, conducts research and analysis to recommend technical solutions, and manages projects to meet strategic goals and improve city operations.
•Coordinates marketing, public relations, and outreach
programs, prepares a variety of documents and reports for city management, and handles grant administration and
contract oversight.
•Provides professional support, monitors and assists with employee evaluations and performance improvement plans, and represents the department in various meetings .
•Prepares and monitors the department's budget.
•Processes and issues Engineering and Encroachment
permits, water conservation violations and administers the water conservation rebate program. Oversees all grant
applications, ffnancial reporting/compliance, and
management for the Department.

2.3 Training
The table below shows the training and certiffcations that are either required for promotion or are common training that staff are sent to.

Division Training
All Routine safety training (Harassment, bloodborne,
pathogens, ffre extinguisher, heatstroke, etc.)
Parks / Streets Class A/B Commercial License
Parks Pesticide
Streets General Facility Training (Electrical, etc.)
Utilities AWWA Water Distro Operator Grade 1
Utilities CWEA Collection System Maintenance Grade 1
Utilities CWEA Laboratory Analyst Grade 1
Utilities Water Treatment Operator Grade 1/2/3
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Division Training
Utilities Water Distro Operator Grade 1/2/3/4
Utilities Wastewater Treatment Operator Grade 1/2/3/4
The Department does not currently have a formalized training program in place but do complete routine safety training regularly.

2.4 Performance Measures
The following performance measures are pulled from the FY 24/25 budget but are not actively tracked by the Department.

Performance Measures – Engineering:
-75% of plan reviews within assigned date.

Performance Measures – Public Facilities:
-Complete public maintenance requests within 14 days.
-Meet a 90% completion rate within those 14 days.

Performance Measures – Utilities:
-Mark all Underground Service Alerts before work start date.

The following table is from the adopted budget and shows how the Department has met these goals over the past several ffscal years.

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2.5 Departmental Assets
The following table is a summary of the departmental assets:

Asset Quantity
Streets
Center-line 38.2 Miles
Public ROW
Parking Lots 9
Parking Lot SqFt 174,500
Streetlights 100
Tralfic
Trafifc Signals 3
Fleet
Vehicles/Trailers 109
Facilities
Buildings 14
Utilities
Sewer Main 53.5 Miles
Sewer Connections 4,738
Lift Stations 12
Treatment Plant 1
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Asset Quantity
Water Main 58 Miles
Water Connections 5,032
Water Reservoirs 9
Booster Stations 6
Wells 2
Storm Drain 18 Miles
Storm Drain Inlets/Basins 400
Fire Hydrants 541
Parks
Total # 18
Community Centers 2
Acreage 205
Public Restrooms 12

The table below represents historical asset data for the City of Pismo Beach as shown in the Annual Comprehensive Financial Report (ACFR) 2023.

Asset Type FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Police Stations 1 1 1 1 1 1
Fire Stations 2 2 2 2 2 2
Miles of Streets 38.2 38.2 38.2 38.2 38.2 38.2
Streetlights 100 100 100 100 100 100
Trafifc Signals 3 3 3 3 3 3
Community Centers 2 2 2 2 2 2
Parks 13 13 13 13 13 13
Park Acreage 205 205 205 205 205 205
Miles of Water Main 58 58 58 58 58 58
Water Connections 4,521 4,575 4,680 4,680 4,882 5,011
Miles of Sewer Main 53.5 53.5 53.5 53.5 53.5 53.5
Sewer Connections 4,536 4,559 4,565 4,685 4,724 4,731

2.6 Department Vehicle and Equipment Assets
The following table represents the number of vehicle and trailer assets owned by the City, the department/division vehicles are assigned to, and the average age in years.

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2.7 Department Budget
The following table summarizes the operational and general fund budgets for each division from 2021-2023 with the total Department’s budget at the bottom.

Division FY2022 Actual FY2023 Budget
FY2024
Budgeted
FY2025
Budgeted
Engineering $2,170,568 $5,864,877 $1,357,238 $1,409,864 Public Works
(Maintenance
Operations) $5,632,935 $17,588,035 $9,524,638 $5,562,221 Water $6,813,525 $10,506,465 $5,627,579 $6,960,166
Wastewater $4,865,169 $11,007,730 $3,878,272 $4,200,144 Total $19,482,198 $44,967,107 $20,387,727 $18,132,395

There is a large increase in budget from the actuals in 2021/22 and the budgeted amount in 2022/23. The primary reason in the budget documents for the large increase is “Transfers Out” and “Professional Services”. Central Coast Blue and a change in how budgeted items are classiffed, contributed to this.

CIP Budget (Expenses)
Project Category 2022/23 2023/24 2024/25 2025/26 2026/27 Bluff Protection $5,094,845 $0 $0 $50,000 $50,000
Drainage $0 $75,000 $60,000 $45,950 $45,950
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Project Category 2022/23 2023/24 2024/25 2025/26 2026/27 Parking $3,861,231 $0 $0 $0 $0
Parks $912,548 $5,375,000 $290,000 $40,000 $185,000
Promenades/ Beach Access $0 $200,000 $125,000 $10,000 $210,000 Public Facilities $7,614,941 $53,175,000 $0 $1,100,000 $1,165,000 Restrooms $0 $1,200,000 $0 $0 $0
Streets and Transportation $15,252,512 $375,000 $2,700,000 $4,030,000 $880,000 Technology $1,246,287 $187,710 $100,000 $4,725,000 $20,000 Utilities $12,664,232 $1,210,000 $2,200,000 $15,170,450 $2,299,250 Total $46,646,596 $61,797,710 $5,475,000 $25,171,400 $4,655,200

2.8 Use of Technology
The table below is a summary of the specialized software currently utilized by the Department.

Division Software
All GIS – Mapping
All Laserffche – Records Management
All Microsoft Ofifce Suite – General
All Public Stuff – Citizen Requests
All Springbrook – Finance / Budget
Engineering Auto CAD
Engineering CitizenServe – Permit Tracking
Engineering Quality Bidders – Bidders List
Facilities/Utilities iWorQ – Work Order Tracking / Sign Management MVR/Fleet Alliant – Insurance
MVR/Streets EKOS – Fleet Tracking / Fuel System
Parks CalAgPermits – Pesticides
Wastewater 2nd Nature – Stormwater
Wastewater Win911 – Dialing Software
Wastewater Wonderware – SCADA
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3. Engineering
The Engineering Division of Public Works is led by the Engineering Manager and is supported by a Capital Projects Manager and a Senior Engineer. The ofifcial City Engineer is also the Public Works Director. The Engineering Manager reports directly to the Publi c Works Director/City Engineer.

The primary responsibilities of the Engineering Division are the design, construction and management of capital improvement projects and the review and inspection of private development projects. Ancillary services include keeping records of infrastructure improvements for use by the public works division and by the general public and representing the City on several regional technical advisory committees. The following chart outlines the organizational structure of Administrative Services:

Administrative Services Division Organizational Structure

3.1 Staff Roles and Responsibilities
The table below summarizes the key duties of staff, by position title, and summarizes the major duties of each position. The key roles and responsibilities were developed from a combination of the job descriptions provided by the City and interviews with staff. The duties listed are representative of the primary role of the position and are not intended to encompass all duties performed at the level of detail of a job description.

Public Works
Director / City
Engineer
Engineering
Manager
Capital
Projects
Manager
Senior Engineer
(Vacant)
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Position Title
Authorized
Positions Key Roles and Responsibilities
Engineering Manager 1 •Plans, designs, and oversees all aspects of civil engineering public works construction projects, including securing funding, coordinating with agencies, performing research and surveys, and ensuring compliance during construction.
•Manages construction projects by reviewing plans,
administering construction activities, coordinating with city departments, and providing public updates.
•Handles ffeld inquiries, processes subdivisions, administers permits, updates city standards, and provides training to technical staff, ensuring current knowledge in civil engineering practices.

Capital Projects
Manager
1 •Oversees city capital improvement projects including planning, scheduling, design, and construction of various facilities, while assisting in the development and application of project delivery policies.
•Manages and coordinates project elements such as budgets, schedules, staff and consultant activities, contract
negotiations, and presentations to city councils and other bodies.
•Conducts project administration tasks, resolves project issues, evaluates project operations for improvements, and ensures compliance with relevant codes and standards, prioritizing quality, schedule, and cost control.

Senior Engineer 1 •Manages all aspects of civil engineering public works projects from planning and design to inspection, ensuring compliance with city and regulatory standards, coordinating with multiple agencies, and overseeing funding, permitting, and construction activities.
•Engages in public relations and administrative duties for construction projects, including managing communications, resolving ffeld issues, handling public inquiries, and ensuring projects adhere to schedules and budget.
•Continuously updates professional knowledge and skills, processes legal and technical documents related to
subdivisions and permits and provides training and technical direction to engineering staff.

3.2 Workload
Engineering is working on 41 current projects, each at different stages.

In addition to the capital project work Engineering staff are involved in private development. The table below represents the amount and type of permits issued by Engineering over the last three years.

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Permit Type 2022 2023 2024 (Thru April)
Encroachment 61 109 39
Engineering 4 9 0
Transportation 28 12 5
Total 93 130 44

Engineering staff also reviews Planning permits and Building permits. The table below represents the amount and type of reviews completed by Engineering over the last three years.

Type 2022 2023 2024 (Thru April)
Planning Permit
Review 113 52 18
Building Permit
Review 132 130 74
Total 245 182 92

Engineering staff also performs ffeld inspections on both Engineering and Building permit projects. The table below represents the amount and type of inspections completed by Engineering over the last three years.

Type 2022 2023 2024 (Thru April)
Engineering Permit
Inspection 21 57 24
Building Permit
Inspection 180 179 55
Total 201 236 79

3.2.1 Contracted Work
The below table shows the type of work contracted out by Engineering, including the vendor and price of the contract.

Vendor Work Type Contract Value
Eikhof Design Group Development Review $14,900.00
Eikhof Design Group Stormwater Inspections $14,900.00
CLAD Consulting On Call Engineering $29,000.00
CLAD Consulting Stormwater MS4 Permit Support $14,500.00 Tetra Tech Map Checking Services $14,000.00
The Eikhof Design Group is contracted to support the building permit review process. In January of 2024, the consultant spent 7 hours on building permit review, 10.75 hours in February, 13.25 hours in March, and 2.25 hours in April.

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4. Utilities
The Utilities Division is managed by the Utilities Manager and is supported by two Lead Operators and a part-time Ofifce Assistant. The Utilities Division includes water and wastewater operations.

The Wastewater Operations Division is responsible for ensuring that the City’s treatment and collection system operations meet all City, state, and federal laws and requirements.

This responsibility is accomplished by operation and maintenance of the City’s wastewater treatment plant and the wastewater collection facilities including lift stations and pipelines. Also interacts with local business inspections and FOG program . The division also maintains the City’s storm drain system. The following chart outlines the organizational structure of the Utilities Division.

Utilities Division Organizational Structure

Public Works
Director / City
Engineer
Utilities
Manager
Water System
Lead Operator
Water System
Operator II
Water System
Operator I (2)
Wastewater
Lead Operator
Regulatory
Compliance
Coordinator
Wastewater
Plant Operator
II
Wastewater
Plant Operator I
Wastewater
Plant Operator
OIT (2)
Office
Assistant (PT)
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4.1 Staff Roles and Responsibilities
The table below summarizes the key duties of staff, by position title, and summarizes the major duties of each position. The key roles and responsibilities were developed from a combination of the job descriptions provided by the City and interviews with staff. The duties listed are representative of the primary role of the position and are not intended to encompass all duties performed at the level of detail of a job description.

Position Title
Authorized
Positions Key Roles and Responsibilities
Utilities Manager 1 •Oversees daily operations and development of public works utilities; manages staff, budgets, CIP projects and policy implementation.
•Coordinates with contractors, government agencies, and the public on public works projects; evaluates proposals and administers contracts.
•Implements safety and operational improvements, stays
updated with industry trends, and provides high-level
support to the Director of Public Works/City Engineer.

Ofifce Assistant (PT) 1 •Manages complex administrative tasks, including overseeing utilities special projects, coordinating utilities budgets, and handling sensitive information and records. •Develops and implements procedural improvements,
prepares a wide range of documentation, and provides
comprehensive support for utility operations and staff. •Coordinates trainings and maintains training records.

Water Responsible for water storage and distribution in the City.

Water System Lead
Operator
1 •Plans, organizes, supervises, and evaluates the work of water systems operations staff, ensuring adherence to
guidelines and regulations.
•Oversees the operation and maintenance of public works equipment and vehicles and provides training and
supervision to staff.
•Manages records, responds to public inquiries, and
implements service improvements in public works
maintenance activities.

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Position Title
Authorized
Positions Key Roles and Responsibilities
Water System
Operator I/II
3 •Inspects and maintains city infrastructure and facilities, ensuring they are safe and effective for public use, while independently handling the full scope of duties with minimal supervision.
•Troubleshoots, maintains, and repairs a variety of water system components including valves, mainlines, and meters, and updates records following new installations.
•Engages in customer service duties, conducts water quality testing, performs water meter maintenance, and responds to service disruptions and customer inquiries effectively.

Wastewater Responsible for all wastewater collection and treatment for the City. Maintains and inspects city wide, storm drains
Wastewater Lead
Operator
1 •Plans, organizes, supervises, and evaluates the work of wastewater collections and treatment plant operations and maintenance staff, exercising considerable independence and initiative.
•Leads and participates in maintenance activities, drafts preventive maintenance programs, and operates and
maintains public works equipment and vehicles.
•Trains staff, veriffes their work for compliance with
standards, ensures adherence to safety practices, and
manages records and inventory; also responds to public
inquiries and resolves complaints efifciently.

Regulatory
Compliance
Coordinator
1 •Acts as Laboratory Director, ensuring compliance with health and environmental regulations, preparing reports, and managing laboratory accreditation and certiffcation processes.
•Oversees the development and implementation of
environmental programs, conducts and interprets various analyses for wastewater treatment, and ensures regulatory compliance across multiple agencies.
•Coordinates educational and regulatory compliance
activities related to stormwater, water conservation, and pollution prevention, and maintains quality control and assurance for laboratory operations.

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Position Title
Authorized
Positions Key Roles and Responsibilities
Wastewater Plant
Operator OIT/I/II
4 •Monitors and adjusts wastewater treatment processes and equipment to ensure compliance with environmental and
health standards.
•Operates plant machinery such as valves, pumps, and
controls; conducts routine inspections, maintenance, and minor repairs on wastewater systems and equipment.
•Collects and analyzes samples, performs routine tests, and maintains records to optimize plant performance and
ensure regulatory compliance.
•Assists in preventive maintenance and repairs on various equipment, participates in troubleshooting system
problems, and performs general maintenance tasks.
•Maintains sewer lines, collections, and maintains storm drain lines.

4.2 Workload
The Utilities teams have started to track some tasks and workload within the last year.

Some of the workload is tracked on paper and entered into IWorQ by the Ofifce Assistant.

4.2.1 Contracted Work
The below table shows the type of work contracted out by Utilities, including the vendor and price of the contract.

Vendor Work Type Contract Value
Abalone Coast Analytical Water Analysis $400.00
Oilffeld Environmental Wastewater Lab Analysis $35,000.00 Attachment 2
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5. Public Facilities
The Public Facilities Division is led by the Public Facilities Manager and is supported by two Lead Workers, and an Administrative Secretary. The Public Facilities Division oversees streets, government buildings, parks, and lfeet. The division is responsible for inspecting, repairing, and maintaining the City’s streets, parking lots, sidewalks, and beaches, as well as public buildings and maintaining all City -owned parks, rights-of-way, medians, playground equipment, irrigation, and other landscaped areas for public use.

The Division also includes the oversight of a trash crew 7 days a week 12 hours a day.

Activities include:
• Overseeing the street sweeping contract, pothole patching, concrete, Bluff protection and installation and maintenance of street signs and markings to ensure safe driving and walking conditions.
• Maintenance of all City stairway beach access.
• Monitoring of all City trees for disease and public safety ; and • Oversight of the cleaning and maintenance of City restrooms and portable toilet s. • Inspections of parks and government buildings.
• Special Events: 4th of July, Car Show, Clam Festival, Band Review, Pumpkins in the Park, Holiday Harmony, Eggstravaganza, Movies in the Park, Summer Concert Series, Veteran’s Day, and provides support to multiple surf events, farmers market, and several Chapman house events. (2,000 hours spent on events annually)
The Public Buildings Division is responsible for operating and maintaining include City Hall, the two Veterans’ Halls, the Police Department, the Visitor Information Center/Parking Bureau building, two Fire Stations, 11 public restrooms, the Public Works Maintenance building, Happy Time Preschool building, and the Airstreams on the Pier.

The following chart outlines the organizational structure of the Public Facilities Division:

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Public Facilities Division Organizational Structure

5.1 Staff Roles and Responsibilities
The following table details the number of staff, by position title, for Public Facilities and summarizes the major duties of each position. The duties listed are representative of the primary role of the position and are not intended to encompass all duties performed at the level of detail of a job description.

Public Works
Director / City
Engineer
Public
Facilities
Manager
Streets Lead
Worker
(Vacant)
Maintenance
Worker II (2)
Maintenance
Worker I (4)
Parks Lead
Worker
Maintenance
Worker II
Maintenance
Worker I (5)
Maintenance
Worker I (PT)
(2)
Fleet Mechanic
Administrative
Secretary
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Position Title
Authorized
Positions Key Roles and Responsibilities

Public Facilities
Manager

1 • Oversees daily operations and development of public facilities; manages staff, budgets, and policy
implementation.
• Coordinates with contractors, government agencies, and the public - on public works projects; evaluates proposals and administers contracts.
• Implements safety and operational improvements, stays updated with industry trends, and provides high-level
support to the Director of Public Works.
• Supports Police and Fire operations as well as special events.

Administrative
Secretary

1 • Manages complex administrative tasks, including
overseeing facilities special projects, coordinating
operations and maintenance budgets, and handling
sensitive information and records.
• Develops and implements procedural improvements,
prepares a wide range of documentation, and provides
comprehensive support for maintenance, operations, and
staff.

Streets

Responsible for all public facility maintenance and street maintenance.

Streets Lead Worker

1 • Supervises and reviews the work of Maintenance Workers, performing and overseeing the maintenance and repair of city infrastructure such as streets, government buildings, storm drains, and beach facilities to ensure safety and effectiveness.
• Participates in a wide range of hands-on public works maintenance tasks, including asphalt resurfacing, concrete maintenance, and the installation and repair of trafifc signs and beach and pier facilities.
• Conducts safety and maintenance operations including
painting and striping city streets, removing grafifti, and controlling trafifc around work sites to ensure public and worker safety.
• Supports Police and Fire operations as well as special events. (trafifc control, homeless camp cleanup, )
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Position Title
Authorized
Positions Key Roles and Responsibilities
Maintenance Worker II 1 •This role involves comprehensive duties for maintaining city infrastructure, including streets, beaches, and facilities, ensuring safety and functionality. Tasks include
construction, maintenance, and repairs, with speciffc
activities like asphalt resurfacing, concrete work, and trafifc sign installations lock repair, painting, electrical repair, and a/c repairs
•Workers perform independently and exercise judgment in routine and complex situations, with minimal supervision but adhere to established procedures and policies.
•The position is distinct from a Lead Maintenance Worker, who supervises and coordinates the work of other staff in maintaining various city properties and systems.

Maintenance Worker I 4 •This role involves comprehensive duties for maintaining city infrastructure, including streets, beaches, and facilities, ensuring safety and functionality. Tasks include
construction, maintenance, and repairs, with speciffc
activities like asphalt resurfacing, concrete work, and trafifc sign installations.
•Workers perform independently and exercise judgment in routine and complex situations, with minimal supervision but adhere to established procedures and policies.

Parks Responsible for all park, landscape, and open space maintenance.

Parks Lead Worker 1 •Supervises and reviews the work of Maintenance Workers, performing and overseeing the maintenance and repair of city infrastructure such as parks, storm drains, and beach facilities to ensure safety and effectiveness.
•Participates in a wide range of hands-on public works
maintenance tasks, including asphalt resurfacing, concrete maintenance, and the installation and repair of trafifc signs and beach and pier facilities.
•Conducts safety and maintenance operations including
painting and striping city streets, removing grafifti, and controlling trafifc around work sites to ensure public and worker safety.

Maintenance Worker II 1 •This role involves comprehensive duties for maintaining city infrastructure, including streets, beaches, and facilities, ensuring safety and functionality. Tasks include mowing, weed abatement, irrigation maintenance, and more.
•Workers perform independently and exercise judgment in routine and complex situations, with minimal supervision but adhere to established procedures and policies.
•The position is distinct from a Lead Worker, who supervises and coordinates the work of other staff in maintaining
various city properties and systems.

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Position Title
Authorized
Positions Key Roles and Responsibilities
Maintenance Worker I 7 •This role involves comprehensive duties for maintaining city infrastructure, including beaches, parks, and facilities, ensuring safety and functionality. Tasks include
construction, maintenance, and repairs, with speciffc
activities like mowing, concrete work, and general cleaning. •Workers perform independently and exercise judgment in routine and complex situations, with minimal supervision but adhere to established procedures and policies.

MVR (Fleet) Responsible for lfeet maintenance and repair.

Fleet Mechanic 1 •This position involves inspecting, diagnosing, and repairing mechanical issues in a variety of City-owned vehicles and equipment, including police, ffre, and public works
machinery. Maintenance tasks include overhauling engines, repairing transmissions, and troubleshooting fuel systems. •The role includes conducting regular safety inspections, performing preventive maintenance, and ensuring all
vehicles and equipment are in operational condition.

Additional duties include welding, fabricating parts, and reading technical manuals for proper equipment servicing. •Responsibilities also encompass administrative tasks such as maintaining logs and records, preparing reports, and ensuring work areas are clean and orderly. The worker
provides technical speciffcations for equipment bids and performs emergency road repairs as needed.

5.2 Workload
The Public Facilities teams have started to track some tasks and workload within the last year. Some of the workload is tracked on paper and entered into IWorQ by the Administrative Secretary.

5.2.1 Contracted Work
The below table shows the type of work contracted out by Public Facilities, including the vendor and price of the contract.

Vendor Work Type Contract Value
Achievement House Pismo Beach Litter Removal $164,509.20 Achievement House Shell Beach Litter Removal $35,100.00 Achievement House Sidewalk Cleaning $49,050.00
Brendler Janitorial Janitorial Services $516,864.00
California Highway Adoption Co. Adopt-A-Highway $25,200.00 SCA (Clean Street) Street Sweeping $659,930.40
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Vendor Work Type Contract Value
Lee Wilson Electric Signal Light Maintenance $6,000.00
Mosquito & Vector Management District Mosquito Management $20,809.44 SP Maintenance Parking Lot Sweeping $112,530.00
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Pismo Beach City CouncilNovember 19, 2024

Pismo Beach City Council
November 19, 2024