1. In All respects as set forth in the Recitals, Part A., of this Resolution.
2. The City Council of the City of Placentia does hereby approve and adopt the Fiscal Year 2022-23 Budget, a full, true, and correct copy of which is on file in the Office of the City Clerk, hereby is adopted as such budget for such period.
3. The Capital Improvement Program for the City of Placentia for Fiscal Year 2022- 23, including appropriations in the amount of $11,036,911 as set forth in the budget on file with the City Clerk and made a part hereof, is hereby adopted as such budget for such period.
4. The Position Allocation Plan and Compensation Plan are being updated to reflect approved changes by the City Council in the context of the Fiscal Year 2022-23 Annual Budget. When the City Council approves a new position or the City Administrator amends a position between updates of the Plan, such a change shall constitute a revision to the City's Position Allocation Plan that shall be reflected in the next update of the Resolution adopting the Plan. Compensation and benefits not specifically amended by this Resolution shall remain in full force and effect.
5. The proposed Position Allocation Plan for positions in City services for Fiscal Year 2022-23 is attached hereto as Appendix "A" (Position Allocation Plan) and the proposed Compensation Plan - Salary Schedule is attached hereto as Appendix "B" and hereby are approved.
PASSED, ADOPTED AND APPROVED this 21st day of June 2022.
Rhonda Shader, Mayor
ATTEST:
Robert S. McKinnell, City Clerk
Resolution R-2022-43
STATE OF CALIFORNIA
COUNTY OF ORANGE
I, Robert S. McKinnell, City Clerk of The City of Placentia, California, do hereby certify that the foregoing Resolution, was duly passed, approved and adopted by City Council, approved and signed by the Mayor and attested by the City Clerk, all at the regular meeting of the said City Council held on the 21st day of June 2022, and the same was passed and adopted by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
Councilmembers:
Councilmembers:
Councilmembers:
Councilmembers:
Robert S. McKinnell, City Clerk
APPROVED AS TO FORM:
Christian L. Bettenhausen, City Attorney
Resolution R-2022-43
CITY OF PLACENTIA
POSITION ALLOCATION PLAN
FISCAL YEAR 2022-23
Adopted Amended Proposed
2021-22 2021-22 22-23
ELECTED
MAYOR
CITY COUNCIL
CITY CLERK
CITY TREASURER
1 4
1 1
1 4
1 1
1 4
1 1
TOTALS
7 7
7 Adopted Amended Proposed
2021-22 2021-22 22-23
APPOINTED
CITIZENS' OVERSIGHT COMMITTEE
FINANCIAL AUDIT OVERSIGHT COMMITTEE
HERITAGE COMMITTEE
HISTORICAL COMMITTEE
PARKS ARTS AND RECREATION COMMISSION (PARC)
PLANNING COMMISSION
SENIOR ADVISORY COMMITTEE
SENIOR/COMMUNITY CENTER BLUE RIBBON COMMITTEE
STREETSCAPE AND TRANSPORTATION ADVISORY COMMISSION
VETERANS ADVISORY COMMITTEE
3 5
7 9
5 7
7 9
5 9
3 5
7 9
5 7
7 9
5 9
3 5
7 9
5 7
7 9
5 9
TOTALS
66 66
66 Adopted Amended Proposed
2021-22 2021-22 22-23
CITY ADMINISTRATOR
CITY ADMINISTRATOR
ASSISTANT TO THE CA/ECONOMIC DEVELOPMENT MANAGER
EXECUTIVE ADMINISTRATIVE ASSISTANT TO THE CA
1 0.45
1 1
0.65 1
1 0.65
1 TOTALS
2.45 2.65 2.65
CITY OF PLACENTIA
POSITION ALLOCATION PLAN
FISCAL YEAR 2022-23
Adopted Amended Proposed
2021-22 2021-22 22-23
ADMINISTRATIVE SERVICES
ADMINISTRATIVE ASSISTANT
ADMINISTRATIVE SPECIALIST
DEPUTY CITY ADMINISTRATOR
DEPUTY CITY CLERK
DIRECTOR OF HUMAN RESOURCES
HUMAN RESOURCES ANALYST
HUMAN RESOURCES OFFICE CLERK
HUMAN RESOURCES TECHNICIAN
INFORMATION TECHNOLOGY MANAGER
MANAGEMENT ANALYST (IT)
OFFICE ASSISTANT
PUBLIC SAFETY COMMUNICATIONS MANAGER
PUBLIC SAFETY COMMUNICATIONS SUPERVISOR
PUBLIC SAFETY DISPATCHER (1 OVERHIRE)
RISK MANAGER
SENIOR HUMAN RESOURCES ANALYST
SENIOR HUMAN RESOURCES TECHNICIAN
SENIOR MANAGEMENT ANALYST
o 1 1
o 1 1
1 1 1
1 1 1
0 1 1
2 1 1
0 1 1
1 0 0
0 1 1
1 0 0
2 0 0
1 1 1
3 3 3
13 13 13
0 1 1
0 1 1
0 1 1
1 1 1
TOTALS
26 29
29 Adopted Amended Proposed
2021-22 2021-22 22-23
FINANCE
ACCOUNT CLERK
ACCOUNTING MANAGER
ACCOUNTING TECHNICIAN
DIRECTOR OF FINANCE
SENIOR ACCOUNTANT
SR. FINANCIAL ANALYST
2 2
2 1
1 1
3 3 3
1 1 1
1 1 1
1 1 1
TOTALS
9 9 9
CITY OF PLACENTIA
POSITION ALLOCATION PLAN
FISCAL YEAR 2022-23
Adopted Amended Proposed
2021-22 2021-22 22-23
DEVELOPMENT SERVICES
ADMINISTRATIVE ASSISTANT
ASSISTANT PLANNER
ASSISTANT TO THE CA/ECONOMIC DEVELOPMENT MANAGER
ASSOCIATE PLANNER
BUILDING INSPECTOR
BUILDING PERMIT TECHNICIAN
DIGITAL MEDIA ANALYST
DIRECTOR OF DEVELOPMENT SERVICES
INFORMATION TECHNOLOGY TECHNICIAN
MANAGEMENT ANALYST
MEDIA SERVICES SPECIALIST
OFFICE ASSISTANT
PLANNING TECHNICIAN
SENIOR PLANNER
SR. CODE ENFORCEMENT OFFICER
0 1
0.55 1
1 1
0 1
0 1
1 1
0 1
1 0
0 0.35
1 1
1 0
1 1
1 1
1 1
1 1
1 0
0.35 1
1 1
1 1
1 1
0 0
1 1
1 TOTALS
10.55 11.35 11.35
Adopted Amended Proposed
2021-22 2021-22 22-23
POLICE SERVICES
CAPTAIN
CHIEF OF POLICE
COMMUNITY SERVICES OFFICER
CRIME ANALYST
IT SERGEANT
LIEUTENANT
MANAGEMENT ANALYST
OFFICE SPECIALIST - RECORDS
PARKING CONTROL OFFICER
POLICE ACADEMY TRAINEE
POLICE CIVILIAN INVESTIGATOR
POLICE OFFICER (3 OVERHIRE)
POLICE SERVICES OFFICER
POLICE SERVICES SUPERVISOR
PROPERTY TECHNICIAN
SERGEANT (1 OVERHIRE)
SR. ADMINISTRATIVE ASSISTANT
SR. MANAGEMENT ANALYST
2 1
1 1
1 3
0 2
2 1
3 38
2 3
1 9
1 1
2 1
1 1
1 3
0 2
2 1
3 39
2 3
1 10
1 1
2 1
2 1
1 3
1 2
2 1
3 39
2 3
1 10
1 0
TOTALS 72 74 75
CITY OF PLACENTIA
POSITION ALLOCATION PLAN
FISCAL YEAR 2022-23
Adopted Amended Proposed
2021-22 2021-22 22-23
FIRE & LIFE SAFETY
BATTALION CHIEF
DEPUTY FIRE CHIEF
FIRE CAPTAIN
FIRE CHIEF
FIRE ENGINEER
FIRE MARSHAL (ADDED Q1 FY21/22)
FIRE PREVENTION SPECIALIST (ADDED Q1 FY21/22)
FIREFIGHTER
MANAGEMENT ANALYST
OFFICE ASSISTANT
PATROL ENGINEER
SENIOR MANAGEMENT ANALYST
3 1
6 1
6 1
1 6
1 0
1 0
3 1
6 1
6 1
1 6
1 0
1 0
3 1
6 1
6 1
1 6
0 1
1 1
TOTALS
27 27
28 Adopted Amended Proposed
2021-22 2021-22 22-23
PUBLIC WORKS
ASSOCIATE CIVIL ENGINEER (SEWER)
CITY ENGINEER
CUSTODIAN
DEPUTY CITY ADMINISTRATOR
ENGINEERING AIDE
ENVIRONMENTAL SERVICES COORDINATOR
FACILITY MAINTENANCE TECHNICIAN
MAINTENANCE WORKER
MANAGEMENT ANALYST
MECHANIC
OFFICE ASSISTANT
PUBLIC WORKS INSPECTOR
PUBLIC WORKS SUPERINTENDENT
PUBLIC WORKS SUPERVISOR
SENIOR CIVIL ENGINEER
SENIOR CUSTODIAN
SENIOR MANAGEMENT ANALYST
TRANSPORTATION MANAGER
1 1
1 1
1 1
2 2
1 1
1 1
1 1
1 1
1 1
2 2
3 8
8 8
1 1
0 2
2 2
1 1
1 1
1 1
1 2
0 0
0 1
1 2
0 0
0 1
1 2
1 1
1 1
TOTALS
26 26 28
CITY OF PLACENTIA
POSITION ALLOCATION PLAN
FISCAL YEAR 2022-23
Adopted Amended Proposed
2021-22 2021-22 22-23
COMMUNITY SERVICES
COMMUNITY SERVICES COORDINATOR
COMMUNITY SERVICES SUPERVISOR
DIRECTOR OF COMMUNITY SERVICES
MAINTENANCE WORKER
MANAGEMENT ANALYST
OFFICE ASSISTANT
4 4
4 1
1 1
1 1
1 1
1 1
0 1
1 1
1 1
TOTALS
8 9
9 SUMMARY
FULL-TIME FUNDED PERSONNEL
UNFUNDED OVERHIRES
ELECTED & APPOINTED PERSONNEL
GRAND TOTAL
*Overlires are not funded
177 183
4 5
73 73
187
5 73
254 261
265
Master Salary Schedule
Job Class and Annual Salary Schedule
Effective July 1, 2022
JOB CLASS
STEP A
STEP B
STEP C
STEP D
STEP E
Hr.
Monthly
Annual
Hr.
Monthly
Annual
Hr.
Monthly
Annual
Hr.
Monthly
Annual
Hr.
Monthly
Annual
ACCOUNT CLERK
19.67 3,408.77
40,905.27
20.73 3,592.85
43,114.15
21.85 3,786.86
45,442.31
23.03 3,991.35
47,896.22
24.27 4,206.88
50,482.60
ACCOUNTANT
33.14 5,744.16
68,929.97
34.80 6,031.37
72,376.46
36.54 6,332.94
75,995.29
38.36 6,649.59
79,795.05
40.28 6,982.07
83,784.80
ACCOUNTING MANAGER
48.36 8,381.86
100,582.35
50.77 8,800.96
105,611.48
53.31 9,241.01
110,892.06
55.98 9,703.05
116,436.65
58.78 10,188.21
122,258.49
ACCOUNTING TECHNICIAN
23.10 4,004.69
48,056.23
24.35 4,220.94
50,651.26
25.67 4,448.87
53,386.42
27.05 4,689.11
56,269.28
28.51 4,942.32
59,307.81
ADMINISTRATIVE ASSISTANT
22.98 3,982.88
47,794.61
24.22 4,197.96
50,375.52
25.53 4,424.65
53,095.79
26.91 4,663.58
55,962.96
28.36 4,915.41
58,984.97
ADMINISTRATIVE SPECIALIST
24.59 4,262.63
51,151.60
25.92 4,492.82
53,913.79
27.32 4,735.43
56,825.12
28.80 4,991.14
59,893.69
30.35 5,260.66
63,127.94
ASSISTANT CITY ADMINISTRATOR
79.06 13,703.71
164,444.55
83.01 14,388.90
172,666.78
87.16 15,108.34
181,300.12
91.52 15,863.76
190,365.12
96.10 16,656.95
199,883.38
ASSISTANT PLANNER
27.92 4,839.94
58,079.23
29.43 5,101.29
61,215.52
31.02 5,376.76
64,521.15
32.69 5,667.11
68,005.29
34.46 5,973.13
71,677.59
ASSISTANT TO CA / ECONOMIC DEVELOPMENT MANAGER
53.61 9,291.99
111,503.90
56.29 9,756.59
117,079.09
59.10 10,244.42
122,933.03
62.06 10,756.64
129,079.71
65.16 11,294.47
135,533.68
ASSOCIATE CIVIL ENGINEER
41.93 7,268.09
87,217.10
44.02 7,630.52
91,566.18
46.23 8,012.58
96,150.91
48.53 8,412.49
100,949.89
50.96 8,833.83
106,005.95
ASSOCIATE PLANNER
36.37 6,304.01
75,648.17
38.19 6,619.22
79,430.59
40.10 6,950.18
83,402.13
42.10 7,297.69
87,572.22
44.21 7,662.57
91,950.83
BUILDING INSPECTOR
29.33 5,084.22
61,010.58
30.92 5,358.76
64,305.16
32.59 5,648.14
67,777.64
34.35 5,953.14
71,437.62
36.20 6,274.60
75,295.25
BUILDING PERMIT TECHNICIAN
23.10 4,004.69
48,056.23
24.35 4,220.94
50,651.26
25.67 4,448.87
53,386.42
27.05 4,689.11
56,269.28
28.51 4,942.32
59,307.81
CHIEF BUILDING OFFICIAL
50.38 8,732.52
104,790.22
52.90 9,169.14
110,029.73
55.54 9,627.60
115,531.22
58.32 10,108.98
121,307.79
61.24 10,614.43
127,373.18
CHIEF DEPUTY CITY CLERK
41.10 7,123.71
85,484.47
43.15 7,479.89
89,758.69
45.31 7,853.89
94,246.62
47.58 8,246.58
98,958.95
49.96 8,658.91
103,906.89
CITY ADMINISTRATOR
98.22 17,023.95
204,287.44
105.09
18,215.63
218,587.57
110.34
19,126.41
229,516.95
114.21
19,795.84
237,550.05
134.23
23,266.45
279,197.39
CITY CLERK SPECIALIST
24.59 4,262.63
51,151.60
25.92 4,492.82
53,913.79
27.32 4,735.43
56,825.12
28.80 4,991.14
59,893.69
30.35 5,260.66
63,127.94
CITY ENGINEER
60.49 10,484.29
125,811.53
63.51 11,008.51
132,102.11
66.69 11,558.94
138,707.22
70.02 12,136.88
145,642.57
73.52 12,743.73
152,924.72
CODE ENFORCEMENT MANAGER
41.37 7,170.63
86,047.52
43.44 7,529.16
90,349.90
45.61 7,905.62
94,867.39
47.89 8,300.90
99,610.76
50.28 8,715.94
104,591.30
CODE ENFORCEMENT OFFICER
26.88 4,659.41
55,912.92
28.33 4,911.02
58,932.22
29.86 5,176.21
62,114.57
31.48 5,455.73
65,468.77
33.18 5,750.34
69,004.07
COMMUNICATIONS & MARKETING MANAGER
41.37 7,170.63
86,047.52
43.44 7,529.16
90,349.90
45.61 7,905.62
94,867.39
47.89 8,300.90
99,610.76
50.28 8,715.94
104,591.30
COMMUNITY SERVICES COORDINATOR
24.59 4,262.63
51,151.60
25.92 4,492.82
53,913.79
27.32 4,735.43
56,825.12
28.80 4,991.14
59,893.69
30.35 5,260.66
63,127.94
COMMUNITY SERVICES OFFICER
21.95 3,805.31
45,663.67
23.14 4,010.79
48,129.51
24.39 4,227.38
50,728.51
25.71 4,455.65
53,467.85
27.09 4,696.26
56,355.11
COMMUNITY SERVICES SUPERVISOR
35.25 6,110.47
73,325.63
37.02 6,415.99
76,991.91
38.87 6,736.79
80,841.51
40.81 7,073.63
84,883.58
42.85 7,427.31
89,127.76
CRIME ANALYST
35.25 6,110.47
73,325.63
37.02 6,415.99
76,991.91
38.87 6,736.79
80,841.51
40.81 7,073.63
84,883.58
42.85 7,427.31
89,127.76
CRIME PREVENTION OFFICER
22.53 3,905.13
46,861.57
23.75 4,116.01
49,392.10
25.03 4,338.27
52,059.27
26.38 4,572.54
54,870.47
27.80 4,819.46
57,833.48
CUSTODIAN
19.00 3,293.53
39,522.32
20.03 3,471.38
41,656.52
21.11 3,658.83
43,905.95
22.25 3,856.41
46,276.88
23.45 4,064.65
48,775.84
DEPTUY DIRECTOR OF ADMINISTRATIVE SERVICES
53.61 9,291.99
111,503.90
56.29 9,756.59
117,079.09
59.10 10,244.42
122,933.03
62.06 10,756.64
129,079.71
65.16 11,294.47
135,533.68
DEPUTY CHIEF OF POLICE
78.89 13,674.97
164,099.63
82.84 14,358.72
172,304.61
86.98 15,076.65
180,919.84
91.33 15,830.49
189,965.83
95.90 16,622.01
199,464.12
DEPUTY CITY ADMINISTRATOR
93.79 16,257.21
195,086.46
98.48 17,070.07
204,840.79
103.41
17,923.57
215,082.82
108.58
18,819.75
225,836.97
114.00
19,760.73
237,128.81
DEPUTY CITY CLERK
32.12 5,567.86
66,814.31
33.73 5,846.25
70,155.02
35.41 6,138.56
73,662.76
37.19 6,445.49
77,345.89
39.04 6,767.77
81,213.21
DEVELOPMENT SERVICES COORDINATOR
26.88 4,659.41
55,912.92
28.33 4,911.02
58,932.22
29.86 5,176.21
62,114.57
31.48 5,455.73
65,468.77
33.18 5,750.34
69,004.07
DIGITAL MEDIA ANALYST
35.25 6,110.47
73,325.63
37.02 6,415.99
76,991.91
38.87 6,736.79
80,841.51
40.81 7,073.63
84,883.58
42.85 7,427.31
89,127.76
DIRECTOR OF ADMINISTRATIVE SERVICES
75.32 13,056.27
156,675.25
79.09 13,709.08
164,508.99
83.05 14,394.54
172,734.46
87.20 15,114.27
181,371.18
91.56 15,869.98
190,439.74
DIRECTOR OF COMMUNITY SERVICE
75.32 13,056.27
156,675.25
79.09 13,709.08
164,508.99
83.05 14,394.54
172,734.46
87.20 15,114.27
181,371.18
91.56 15,869.98
190,439.74
DIRECTOR OF DEVELOPMENT SVCS
75.32 13,056.27
156,675.25
79.09 13,709.08
164,508.99
83.05 14,394.54
172,734.46
87.20 15,114.27
181,371.18
91.56 15,869.98
190,439.74
DIRECTOR OF FINANCE
75.32 13,056.27
156,675.25
79.09 13,709.08
164,508.99
83.05 14,394.54
172,734.46
87.20 15,114.27
181,371.18
91.56 15,869.98
190,439.74
DIRECTOR OF HUMAN RESOURCES
71.56 12,403.52
148,842.21
75.14 13,023.69
156,284.32
78.89 13,674.88
164,098.54
82.84 14,358.62
172,303.46
86.98 15,076.55
180,918.64
DIRECTOR OF PUBLIC WORKS
75.32 13,056.27
156,675.25
79.09 13,709.08
164,508.99
83.05 14,394.54
172,734.46
87.20 15,114.27
181,371.18
91.56 15,869.98
190,439.74
ECONOMIC DEVELOPMENT MANAGER
41.37 7,170.63
86,047.52
43.44 7,529.16
90,349.90
45.61 7,905.62
94,867.39
47.89 8,300.90
99,610.76
50.28 8,715.94
104,591.30
ENGINEERING AIDE
18.22 3,157.73
37,892.79
19.20 3,328.25
39,939.01
20.24 3,507.98
42,095.73
21.33 3,697.41
44,368.90
22.48 3,897.07
46,764.83
ENVIRONMENTAL COMPLIANCE OFFICER
27.57 4,778.05
57,336.60
29.05 5,036.07
60,432.78
30.62 5,308.01
63,696.15
32.28 5,594.65
67,135.75
34.02 5,896.76
70,761.07
EQUIPMENT MECHANIC
24.84 4,306.07
51,672.83
26.18 4,538.60
54,463.17
27.60 4,783.68
57,404.18
29.09 5,042.00
60,504.01
30.66 5,314.27
63,771.22
EXECUTIVE ASSISTANT TO CITY ADMINISTRATOR
28.13 4,875.09
58,501.12
29.64 5,138.35
61,660.17
31.25 5,415.82
64,989.83
32.93 5,708.27
68,499.27
34.71 6,016.52
72,198.24
FACILITIES MAINTENANCE TECH
24.70 4,281.24
51,374.88
26.03 4,512.43
54,149.11
27.44 4,756.10
57,073.18
28.92 5,012.93
60,155.12
30.48 5,283.62
63,403.49
FACILITIES MAINTENANCE TECH II
26.09 4,522.46
54,269.57
27.50 4,766.68
57,200.11
28.99 5,024.08
60,288.91
30.55 5,295.38
63,544.50
32.20 5,581.33
66,975.91
FINANCE SERVICE MANAGER
48.36 8,381.86
100,582.35
50.77 8,800.96
105,611.48
53.31 9,241.01
110,892.06
55.98 9,703.05
116,436.65
58.78 10,188.21
122,258.49
FIRE BATTALION CHIEF
40.63 9,859.21
118,310.51
42.82 10,391.60
124,699.25
45.13 10,952.73
131,432.78
47.57 11,544.18
138,530.20
50.14 12,167.55
146,010.61
FIRE CAPTAIN
28.91 7,015.29
84,183.48
30.47 7,394.12
88,729.43
32.12 7,793.37
93,520.46
33.85 8,214.20
98,570.34
35.68 8,657.74
103,892.88
FIRE CHIEF
75.32 13,056.27
156,675.25
79.09 13,709.08
164,508.99
83.05 14,394.54
172,734.46
87.20 15,114.27
181,371.18
91.56 15,869.98
190,439.74
FIRE DEPUTY CHIEF
66.06 11,449.59
137,395.12
69.36 12,022.07
144,264.88
72.83 12,623.18
151,478.12
76.47 13,254.34
159,052.03
80.29 13,917.05
167,004.63
REVISED: 6/15/2022
Master Salary Schedule
Job Class and Annual Salary Schedule
Effective July 1, 2022
JOB CLASS
STEP A
STEP B
STEP C
STEP D
STEP E
Hr.
Monthly
Annual
Hr.
Monthly
Annual
Hr.
Monthly
Annual
Hr.
Monthly
Annual
Hr.
Monthly
Annual
FIRE ENGINEER
34.94 8,478.17
101,738.07
36.68 8,902.08
106,824.98
27.56 9,347.19
80,253.90
29.05 9,814.55
84,587.68
30.62 10,305.27
89,154.85
FIRE FIGHTER
21.80 5,290.80
63,489.56
22.98 5,576.53
66,918.39
24.22 5,877.65
70,531.81
25.53 6,195.04
74,340.45
26.91 6,529.57
78,354.89
FIRE MARSHAL
48.91 8,478.17
101,738.07
51.36 8,902.08
106,824.98
53.93 9,347.19
112,166.23
56.62 9,814.55
117,774.54
59.45 10,305.27
123,663.27
FIRE PATROL ENGINEER
29.06 6,020.08
72,240.92
30.63 6,345.15
76,141.85
32.28 6,687.83
80,253.90
34.03 7,048.97
84,587.68
35.86 7,429.57
89,154.85
FIRE PREVENTION SPECIALIST
28.48 4,936.13
59,233.57
29.90 5,182.94
62,195.25
31.40 5,442.08
65,305.01
32.97 5,714.19
68,570.26
34.61 5,999.90
71,998.77
GIS SPECIALIST
22.98 3,982.88
47,794.61
24.22 4,197.96
50,375.52
25.53 4,424.65
53,095.80
26.91 4,663.58
55,962.97
28.36 4,915.41
58,984.97
HUMAN RESOURCE ANALYST
35.25 6,110.47
73,325.63
37.02 6,415.99
76,991.91
38.87 6,736.79
80,841.51
40.81 7,073.63
84,883.58
42.85 7,427.31
89,127.76
HUMAN RESOURCE TECHNICIAN
25.89 4,487.06
53,844.71
27.28 4,729.36
56,752.33
28.76 4,984.75
59,816.96
30.31 5,253.92
63,047.09
31.95 5,537.64
66,451.64
HUMAN RESOURCES MANAGER
41.37 7,170.63
86,047.52
43.44 7,529.16
90,349.90
45.61 7,905.62
94,867.39
47.89 8,300.90
99,610.76
50.28 8,715.94
104,591.30
INFORMATION TECHNOLOGY MANAGER
55.22 9,570.75
114,849.01
57.98 10,049.29
120,591.46
60.88 10,551.75
126,621.02
63.92 11,079.34
132,952.10
67.12 11,633.31
139,599.69
INFORMATION TECHNOLOGY TECH
25.89 4,487.06
53,844.71
27.28 4,729.36
56,752.33
28.76 4,984.75
59,816.96
30.31 5,253.92
63,047.09
31.95 5,537.64
66,451.64
MAINTENANCE CREW LEADER
25.35 4,393.88
52,726.61
26.72 4,631.15
55,573.84
28.16 4,881.23
58,574.81
29.68 5,144.82
61,737.87
31.28 5,422.64
65,071.70
MAINTENANCE WORKER
22.53 3,905.13
46,861.56
23.75 4,116.01
49,392.07
25.03 4,338.27
52,059.25
26.38 4,572.54
54,870.44
27.80 4,819.45
57,833.44
MANAGEMENT ANALYST
35.25 6,110.47
73,325.63
37.02 6,415.99
76,991.91
38.87 6,736.79
80,841.51
40.81 7,073.63
84,883.58
42.85 7,427.31
89,127.76
MANAGEMENT ASSISTANT
25.89 4,487.06
53,844.71
27.28 4,729.36
56,752.33
28.76 4,984.75
59,816.96
30.31 5,253.92
63,047.09
31.95 5,537.64
66,451.64
MEDIA SERVICES SPECIALIST
26.88 4,659.41
55,912.92
28.33 4,911.02
58,932.22
29.86 5,176.21
62,114.57
31.48 5,455.73
65,468.77
33.18 5,750.34
69,004.07
NEIGHBORHOOD SERVICES MANAGER
41.37 7,170.63
86,047.52
43.44 7,529.16
90,349.90
45.61 7,905.62
94,867.39
47.89 8,300.90
99,610.76
50.28 8,715.94
104,591.30
OFFICE ASSISTANT
17.74 3,075.45
36,905.42
18.70 3,241.53
38,898.31
19.71 3,416.57
40,998.82
20.78 3,601.06
43,212.74
21.90 3,795.52
45,546.23
OFFICE CLERK
19.67 3,408.77
40,905.27
20.73 3,592.85
43,114.15
21.85 3,786.86
45,442.31
23.03 3,991.35
47,896.22
24.27 4,206.88
50,482.60
OFFICE SPECIALIST
20.95 3,631.04
43,572.50
22.08 3,827.12
45,925.43
23.27 4,033.78
48,405.41
24.53 4,251.61
51,019.29
25.85 4,481.20
53,774.34
PARKING CONTROL OFFICER
19.00 3,293.53
39,522.32
20.03 3,471.38
41,656.52
21.11 3,658.83
43,905.95
22.25 3,856.41
46,276.88
23.45 4,064.65
48,775.84
PLANNING AIDE
18.22 3,157.73
37,892.79
19.20 3,328.25
39,939.01
20.24 3,507.98
42,095.73
21.33 3,697.41
44,368.90
22.48 3,897.07
46,764.83
PLANNING TECH
23.10 4,004.69
48,056.23
24.35 4,220.94
50,651.26
25.67 4,448.87
53,386.42
27.05 4,689.11
56,269.28
28.51 4,942.32
59,307.81
POLICE ACADEMY TRAINEE
36.13 6,262.35
75,148.14
POLICE CAPTAIN
71.06 12,316.57
147,798.80
74.89 12,981.66
155,779.94
78.94 13,682.67
164,192.06
83.20 14,421.54
173,058.43
87.69 15,200.30
182,403.57
POLICE CHIEF
84.08 14,574.57
174,894.89
88.29 15,303.30
183,639.63
92.70 16,068.47
192,821.60
97.34 16,871.89
202,462.69
102.20
17,715.49
212,585.83
POLICE CIVILIAN INVESTIGATOR
30.43 5,274.21
63,290.46
32.07 5,559.01
66,708.15
33.80 5,859.20
70,310.40
35.63 6,175.60
74,107.16
37.55 6,509.08
78,108.95
POLICE IT SERGEANT
50.60 8,771.01
105,252.16
53.33 9,244.65
110,935.79
56.21 9,743.86
116,926.33
59.25 10,270.03
123,240.35
62.45 10,824.61
129,895.32
POLICE LIEUTENANT
61.22 10,612.05
127,344.59
64.53 11,185.10
134,221.20
68.01 11,789.10
141,469.14
71.69 12,425.71
149,108.48
75.56 13,096.70
157,160.35
POLICE OFFICER
38.03 6,591.94
79,103.30
40.08 6,947.91
83,374.87
42.25 7,323.09
87,877.10
44.53 7,718.54
92,622.47
46.93 8,135.34
97,624.08
POLICE PROPERTY TECHNICIAN
27.17 4,708.94
56,507.22
28.63 4,963.22
59,558.61
30.18 5,231.23
62,774.78
31.81 5,513.72
66,164.63
33.53 5,811.46
69,737.52
POLICE SERGEANT
48.01 8,321.64
99,859.73
50.60 8,771.01
105,252.16
53.33 9,244.65
110,935.77
56.21 9,743.86
116,926.30
59.25 10,270.03
123,240.32
POLICE SERVICE OFFICER
21.95 3,805.31
45,663.67
23.14 4,010.79
48,129.51
24.39 4,227.38
50,728.51
25.71 4,455.65
53,467.85
27.09 4,696.26
56,355.11
POLICE SERVICES SUPERVISOR
31.95 5,538.23
66,458.79
33.68 5,837.30
70,047.56
35.50 6,152.51
73,830.12
37.41 6,484.75
77,816.95
39.43 6,834.92
82,019.06
PUBLIC SAFETY COMM. MANAGER (DISPATCH MANAGER)
50.38 8,732.52
104,790.22
52.90 9,169.14
110,029.73
55.54 9,627.60
115,531.22
58.32 10,108.98
121,307.79
61.24 10,614.43
127,373.18
PUBLIC SAFETY COMMUNICATION SUPERVISOR - DISPATCH
33.55 5,815.15
69,781.74
35.36 6,129.16
73,549.95
37.27 6,460.14
77,521.64
39.28 6,808.98
81,707.81
41.40 7,176.67
86,120.04
PUBLIC SAFETY DISPATCHER
29.86 5,176.22
62,114.61
31.48 5,455.73
65,468.81
33.18 5,750.34
69,004.13
34.97 6,060.86
72,730.37
36.85 6,388.15
76,657.80
PUBLIC WORKS INSPECTOR
28.95 5,017.70
60,212.45
30.51 5,288.66
63,463.92
32.16 5,574.25
66,890.97
33.90 5,875.26
70,503.09
35.73 6,192.52
74,310.25
PUBLIC WORKS MANAGER
54.99 9,531.17
114,374.04
57.74 10,007.73
120,092.74
60.62 10,508.12
126,097.38
63.65 11,033.52
132,402.24
66.84 11,585.20
139,022.37
PUBLIC WORKS SUPERINTENDENT
41.37 7,170.63
86,047.52
43.44 7,529.16
90,349.90
45.61 7,905.62
94,867.39
47.89 8,300.90
99,610.76
50.28 8,715.94
104,591.30
PUBLIC WORKS SUPERVISOR
33.14 5,744.16
68,929.97
34.80 6,031.37
72,376.46
36.54 6,332.94
75,995.29
38.36 6,649.59
79,795.05
40.28 6,982.07
83,784.80
RISK MANAGER
55.22 9,570.75
114,849.01
57.98 10,049.29
120,591.46
60.88 10,551.75
126,621.02
63.92 11,079.34
132,952.10
67.12 11,633.31
139,599.69
SENIOR ACCOUNTANT
40.75 7,063.01
84,756.15
42.79 7,416.17
88,993.98
44.92 7,786.97
93,443.66
47.17 8,176.32
98,115.84
49.53 8,585.14
103,021.63
SENIOR ACCOUNTANT II
46.29 8,023.42
96,281.01
48.60 8,424.59
101,095.06
51.03 8,845.82
106,149.81
53.59 9,288.11
111,457.30
56.26 9,752.51
117,030.16
SENIOR ACCOUNTING TECHNICIAN
25.89 4,487.06
53,844.71
27.28 4,729.36
56,752.33
28.76 4,984.75
59,816.96
30.31 5,253.92
63,047.09
31.95 5,537.64
66,451.64
SENIOR ADMINSITRATIVE ASSISTANT
26.88 4,659.41
55,912.92
28.33 4,911.02
58,932.22
29.86 5,176.21
62,114.57
31.48 5,455.73
65,468.77
33.18 5,750.34
69,004.07
SENIOR BUILDING INSPECTOR
29.67 5,142.19
61,706.25
31.27 5,419.87
65,038.39
32.96 5,712.54
68,550.46
34.74 6,021.02
72,252.19
36.61 6,346.15
76,153.80
SENIOR CIVIL ENGINEER
53.61 9,291.99
111,503.90
56.29 9,756.59
117,079.09
59.10 10,244.42
122,933.03
62.06 10,756.64
129,079.71
65.16 11,294.47
135,533.68
SENIOR CODE ENFORCEMENT OFFICER
29.33 5,084.22
61,010.58
30.92 5,358.76
64,305.16
32.59 5,648.14
67,777.64
34.35 5,953.14
71,437.62
36.20 6,274.60
75,295.25
SENIOR CUSTODIAN
22.53 3,905.13
46,861.56
23.75 4,116.01
49,392.07
25.03 4,338.27
52,059.25
26.38 4,572.54
54,870.44
27.80 4,819.45
57,833.44
SENIOR ENGINEERING AIDE
26.09 4,522.46
54,269.57
27.50 4,766.68
57,200.11
28.99 5,024.08
60,288.91
28.99 5,295.38
63,544.50
32.20 5,581.33
66,975.91
REVISED: 6/15/2022
Master Salary Schedule
Job Class and Annual Salary Schedule
Effective July 1, 2022
JOB CLASS
STEP A
STEP B
STEP C
STEP D
STEP E
Hr.
Monthly
Annual
Hr.
Monthly
Annual
Hr.
Monthly
Annual
Hr.
Monthly
Annual
Hr.
Monthly
Annual
SENIOR FINANCIAL ANALYST
41.10 7,123.71
85,484.46
43.15 7,479.89
89,758.69
45.31 7,853.89
94,246.62
47.58 8,246.58
98,958.95
49.96 8,658.91
103,906.89
SENIOR HUMAN RESOURCE ANALYST
41.10 7,123.71
85,484.46
43.15 7,479.89
89,758.69
45.31 7,853.89
94,246.62
47.58 8,246.58
98,958.95
49.96 8,658.91
103,906.89
SENIOR HUMAN RESOURCE TECHNICIAN
27.17 4,708.94
56,507.22
28.63 4,963.22
59,558.61
30.18 5,231.23
62,774.78
31.81 5,513.72
66,164.63
33.53 5,811.46
69,737.52
SENIOR MANAGEMENT ANALYST
41.10 7,123.71
85,484.46
43.15 7,479.89
89,758.69
45.31 7,853.89
94,246.62
47.58 8,246.58
98,958.95
49.96 8,658.91
103,906.89
SENIOR PLANNER
46.29 8,023.42
96,281.01
48.60 8,424.59
101,095.06
51.03 8,845.82
106,149.81
53.59 9,288.11
111,457.30
56.26 9,752.51
117,030.16
TRAFFIC ENGINEER
50.38 8,732.52
104,790.22
52.90 9,169.14
110,029.73
55.54 9,627.60
115,531.22
58.32 10,108.98
121,307.79
61.24 10,614.43
127,373.18
TRANSPORTATION MANAGER
50.38 8,732.52
104,790.22
52.90 9,169.14
110,029.73
55.54 9,627.60
115,531.22
58.32 10,108.98
121,307.79
61.24 10,614.43
127,373.18
PART-TIME
JOB CLASS
STEP A
STEP B
STEP C
STEP D
Hr.
Hr.
Hr.
Hr.
ADMINISTRATIVE INTERN
15.75 16.06
16.38 16.71
CLERICAL AIDE
18.54 18.91
19.29 19.67
PRODUCTION COORDINATOR
19.50 19.89
20.29 20.69
PRODUCTION ASSISTANT
15.00 15.30
15.61 15.92
MAINTENANCE AIDE
15.75 16.06
16.38 16.71
POLICE CADET
15.75 16.06
16.38 16.71
POLICE RESERVE OFFICER- LEVEL 1
21.43 22.82
24.21 25.70
LIFEGUARD
16.23 16.55
16.89 17.23
INSTRUCTOR GUARD
17.57 17.93
18.28 18.64
SENIOR INSTRUCTOR GUARD
19.69 20.09
20.49 20.90
POOL MANAGER
20.82 21.24
21.65 22.09
COMMUNITY SERVICES LEADER
15.00 15.30
15.61 15.92
SENIOR COMMUNITY SERVICES LEADER
16.23 16.55
16.89 17.23
COMMUNITY SERVICES SPECIALIST
17.57 17.93
18.28 18.64
SENIOR COMMUNITY SERVICES SPECIALIST
19.03 19.41
19.80 20.20
PROGRAM COORDINATOR
21.00 21.42
21.85 22.29
ELECTED
JOB CLASS
SALARY
Monthly
MAYOR/ COUNCILMEMBERS
150
CITY CLERK
150
CITY TREASURER
50 REVISED: 6/15/2022
RESOLUTION NO. R-2022-44
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
PLACENTIA, CALIFORNIA APPROVING AND ADOPTING
THE ANNUAL APPROPRIATIONS LIMIT FOR THE FISCAL
YEAR 2022-23 IN THE AMOUNT OF $108,567,534
A. Recitals.
(i) The voters of California on November 6, 1979, added Article XIIIB to the State Constitution placing various limitations on the appropriations of the State and local governments; and
(ii) Article XIIIB, as amended in 1990, provides that the appropriations limit for the Fiscal Year 2022-23 is calculated by adjusting the base year appropriations of Fiscal Year 1986-87 for changes in the cost of living and population; and (iii) The City of Placentia has complied with all of the provisions of Article XIIIB in determining the appropriations limit for the Fiscal Year 2022-23.
B. Resolution.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF PLACENTIA DOES HEREBY FIND, DETERMINE AND RESOLVE AS FOLLOWS:
1. That the appropriations limit in Fiscal Year 2022-23 shall be based on the 2021-22 appropriation limit of $101,180,364 as established by Resolution No. R-2022- 44, and adjusted based on Proposition 111 guidelines by the California Per Capita Personal Income change of +7.55% and the Orange County population change of -0.23% as reported by the State Department of Finance during May 2022, thus creating a new appropriations limit for Fiscal Year 2022-23 in the amount of $108,567,534.
PASSED, ADOPTED AND APPROVED this 21st day of June 2022.
Rhonda Shader, Mayor
Resolution R-2022-44 ATTACHMENT 3
ATTEST:
Robert S. McKinnell, City Clerk
STATE OF CALIFORNIA
COUNTY OF ORANGE
I, Robert S. McKinnell, City Clerk of the City of Placentia, California, do hereby certify that the foregoing Resolution, was duly passed, approved and adopted by City Council, approved and signed by the Mayor and attested by the City Clerk, all at the regular meeting of the said City Council held on the 21St day of June 2022 and the same was passed and adopted by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
Councilmembers:
Councilmembers:
Councilmembers:
Councilmembers:
Robert S. McKinnell, City Clerk
APPROVED AS TO FORM:
Christian L. Bettenhausen, City Attorney
Resolution R-2022-44 ATTACHMENT 3
PLACENTIA
Rich Heritage, Bright Future
Proposed Budget
Fiscal Year 2022-23
June 21, 2022
PLACENTIA
Rich Heritage, Bright Future
Proposed FY 2022/23 Budget
All Funds
Total Proposed Revenues- $81,914,120
Total Proposed Expenditures- $79,986,337
Total Budget
Operating Budget
Internal
Service
4%
Debt
Service
Pair
PLACENTIA
Rich Heritage, Bright Future
FY 2022/23 Proposed Budget
All Funds
Fund T •e
General Fund
Revenues &
Transfers In
Expenditures &
Transfers Out
Net Incr/ to
(Decr) to Fund
alance
$45,482,968
$45,429,130
$53,838
Special Revenue
Debt Service
20,636,805
18,255,453
2,381,352
404,450
404,450
0 Enterprise
Internal Service
6,599,550
7,000,265
(400,715)
3,286,900
3,286,900
0 5,503,447
5,610,139
(106,692)
$81,914,120
$79,986,337
$1,927,783
PLACENTIA
Rich Heritage, Bright Future
FY 2022/23 Proposed
General Fund Budget
• Proposed budget is balanced, provides resources necessary to maintain or enhance service levels and prioritize funding of reserves.
Proposed FY22/23 Budget
General Fund Revenue $45,482,968
General Fund Expenses
$45,429,130
Variance
$53,838
Proposed FY 2022/23 Budget
PLACENTIA General Fund Expenditures- $45,429,130
R H Fu
BY DEPARTMENT
BY EXPENDITURE TYPE
Transfers
Out
$37,500
0%
Debt
Service
$5,179,250
11%
Capital
Projects
$863,746
2%
PLACENTIA
Rich Heritage, Bright Future
Proposed FY22/23 Budget
General Fund Revenues- $45,482,968
Intergovernmental
1%
Charges for Services
3%
Misc. Revenue
6%
Fines & Forfeitures
1%
PLACENTIA
Rich Heritage, Bright Future
General Fund Operating
Revenues
Revenue T • e
FY 2021/22
Amended
Bud : et
FY 2021/22
Year End
Estimate
FY 2022/23
Proposed
ud:et
Variance to
FY21/22
Amended
Bud et
Property Taxes
Sales & Use Taxes
Other Taxes
Permits/Licenses
Fines & Forfeitures
Intergovernmental
Charges for Services
Miscellaneous
Total Operating Revenues
Transfers In
Measure U Transfers In
Employee Retention
OPEB
Total Transfers In
Total Resources
$17,545,700
8,138,460
5,850,985
1,979,900
444,200
274,000
1,298,200
2,422,146
$37,953,591
9,996,792
$17,103,127
9,414,009
6,367,429
2,157,461
370,758
40,964
997,501
1,620,664
$38,071,913
9,938,002
$18,392,934
8,663,690
6,715,400
2,455,000
355,000
1,140,000
1,305,400
1,920,200
$40,947,624
1,115, 744
2,604,900 2,604,900 2,564,700
868,300 868,300 854,900
$13,469,992 $13,411,202 $4,535,344
$51,423,583 $51,483,115 $45,482,968
4.8%
6.5%
14.8%
24.0%
- 20.1%
316.1%
0.6%
- 20.7%
7.9%
- 88.8%
PLACENTIA
Rich Heritage, Bright Future
Department
Position Allocation- Proposed
Changes
Development Services
Fire & Life Safety
Fire & Life Safety
Proposed Chan : e
Reclassify one Office Assistant to Administrative Assistant Add one Office Assistant
Reclassify one Management Analyst to Senior Management
Analyst
Police Add one Community Services Officer
Public Works Add one Senior Civil Engineer
Public Works Add one Facility Maintenance Technician
Public Works Reclassify one Management Analyst to Senior Management Analyst
Public Works Reclassify one Custodian to Senior Custodian
PLACENTIA
Rich Heritage, Bright Future
200
180
160
140
120
100
80 60
40 20
Citywide FTE by Department
183.0 FTE
1 11.35
27 9
9 28
FY21/22 Amended
Excludes Over -hires
187.0 FTE
r
11.35 28
9 9
28 FY22/23 Proposed
• Admin Svcs • Comm Svcs • Finance • Fire • Dev Svcs • Police • PW • City Admin.
PLACENTIA
Rich Heritage, Bright Future
Estimated Be:innin: Fund Balance 7 1 2022
Projected Change in Fund Balance
Projected Ending Fund Balance at 6/30/23
Fund Balance Designations
Non -Spendable
Restricted
Section 115 Trust
Contingency Reserve
Unassigned
Estimated Endin: Fund Balance 6 30 23
Projected Operating Expenditures
25% FB Target
General Fund Operating Reserve
Contingency Reserve/Unassigned
Fund Balance
20 445 146
$53,838
$20,498,984
$3,262,084
$556,084
$152,100
$9,837,158
$6,691,558
$20 502 908
$39,348,634
$9,837,159
PLACENTIA
Rich Heritage, Bright Future
CAPITAL IMPROVEMENT
PROGRAM (CIP)
PLACENTIA
Rich Heritage, Bright Future
Capital Improvement
Program (CIP)- Project Types
Project Type
Streets & Streetscapes
Traffic and Transportation
Sewer
City Buildings & Facilities
Technology
Parks
Vehicles
Major Studies
Total
Project Co
Of Total
P Funding
3 1
15 2
12 2
1 44
$5,460,000
190,000
1,200,000
1,323,291
749,000
1,969,120
120,500
25,000
$11,036,911
49%
2%
11%
12%
7%
18%
1%
0.2%
100%
PLACENTIA
Rich Heritage, Bright Future
Annual Appropriation (Gann)
Limit
• Gann Limit (Prop 13): passed by
voters in 1979 establishing a
maximum spending amount, or
appropriation limit, for tax -funded
services
• Adjusted each year based upon
the percentage change in
population and per capita personal
income
Population change: -.23%
Per Capita Personal Income
Change: +7.55%
Fiscal Year
Appropriation Limit
2021-22
2022-23
Increase
2022-23 Proposed GF
Budget
Over/(under) Gann
Limit
101,180,364
108,567,534
7,387,170
45,429,130
(63,138,404)
Citywide Organization Chart
Rich Heritage, Bright Future
Admin
•
Deputy
City Clerk
♦
Risk
Manager
♦ _
Electorate
City Treasurer
City Council
City Clerk
City Attorney
IT
Manager
IT
Contract
Deputy CA
Support Services, Police &
Emergency Services
HR
Director
Mgmt.
Analysts
Sr.Financial
Analyst
•
Finance
Finance
Director
Acctg.
Mgr.
Emergency
Services &
Comm. Ctr.
City Administrator
Emerg. & Health
Svcs.Manager
Public Safety
Comm. Mgr.
♦
Legislative Affair &
Economic Develop
Public Re
Chief of
Police
Captains
♦
Mgmt.
Analyst
♦
Fire Chief
♦ i
Commissions/
Committees
Deputy CA
Public Services, Fire &
Infrastructure
CIP /
Engineering
Develop.
Services
Dev. Svcs.
Director
Senior
Planner
Public
Works
PW
Superintendent
•
• _
Sr. Mgmt.
Analyst
i
CS
Supervisor
Citywide Organization Chart
Rich Heritage, Bright Future
Admin
Deputy
City Clerk
♦
Risk
Manager
♦
Electorate
City Treasurer
City Council
City Clerk
City Attorney
IT
Manager
IT
Contract
Deputy CA
Support Services, Police &
Emergency Services
HR
Director
Sr.Financial
Analyst
Mgmt.
Analysts
•
•
Finance
Finance
Director
Acctg.
Mgr.
i
Emerg. & Health
Svcs.Manager
♦
City Administrator
Emergency
Services &
Comm. Ctr.
Public Safety
Comm. Mgr.
Legislative Affair &
Economic Develop
Public
blic Relations & Mktg
Chief of
Police
♦ i
Captains
♦
Mgmt.
Analyst
Fire Chief
Deputy
Fire Chief
Sr.Mgmt
Analyst
CIP /
Engineering
City Engineer
Transportation
Manager
Battalion
Chiefs
Commissions/
Committees
Deputy CA
Public Services, Fire &
Infrastructure
Develop.
Services
♦ r
Dev. Svcs.
Director
Senior
Planner
l
Public
Works
PW
Superintendent
Sr. Mgmt.
Analyst
♦
*****
Community
Services
CS Director
CS
Supervisor
Citywide Organization Chart
PLACENTIA
Rich Heritage, Bright Future
Electorate
City Treasurer
City Council
City Clerk
City Attorney
Deputy CA
Support Services, Police &
Emergency Services
Admin
•
Deputy
City Clerk
♦
Risk
Manager
IT
Manager
IT
Contract
HR
Director
Mgmt.
Analysts
Sr.Financial
Analyst
Finance
Finance
Director
Acctg.
Mgr.
Emergency
Services &
Comm. Ctr.
Emerg. & Health
Svcs.Manager
City Administrator
Public Safety
Comm. Mgr.
Legislative Affair &
Economic Develop
Public Relations & Mktg.
Chief of
Police
♦ i
Captains
♦
Mgmt.
Analyst
Fire
Fire Chief
Sr.Mgmt
Analyst
Commissions/
Committees
Deputy CA
Public Services, Fire &
Infrastructure
1 CIP /
Engineering
♦
City Engineer
Transportation
Manager
•
Develop.
Services
Dev. Svcs.
Director
Senior
Planner
I.
Public
Works
•
PW
Superintendent
•
•
Sr. Mgmt.
Analyst
Community
Services
.
CS Director
•
CS
Supervisor
Administration Organization
PLACENTIA
Rich Heritage, Bright Future
• To better reflect the operational structure of the
City's Administration function, the proposed
budget will create two departments from the
existing Administration Department.
City Administrator
Responsible for implementation of City Council policies and priorities.
Administrative Services
Supports Human Resources, Information Technology,
Records, Disaster Preparedness, Public Safety
Communications and Emergency Medical Services
It is recommended that the City Council take the
following actions:
1. Conduct the Public Hearing concerning the City of Placentia Annual Budget and Capital Improvement Program (CIP) for Fiscal Year 2022-23; and
2. Adopt Resolution No. R-2022- XX, to approve and adopt the City's Fiscal Year 2022-23 Annual Budget and Capital Improvement Program (CIP) Budget including total appropriations, operating transfers out, contributions to reserves/net position, available reserves, and budgeted staffing, and authorization for adjustments for final fund balance; and authorize the Position Allocation Plan and Compensation Plan for Fiscal Year 2022-23; and
3. Authorize the City Administrator to release appropriation controls for the General Government Department and Risk Management fund outside of the normal quarterly process, as necessary.
4. Approve the use of the County's population growth and California per capita income growth as determined by the State Department of Finance for the calculation of the Fiscal Year 2022-23 Annual Appropriation Limit; and
5. Adopt a Resolution approving and adopting the Annual Appropriations Limit for the Fiscal Year 2021-22 in the amount of $108,567,534.
Questions?
PLACENTIA
Rich Heritage, Bright Future
RESOLUTION NO. PPFA-2022-01
A RESOLUTION OF THE PLACENTIA PUBLIC FINANCING
AUTHORITY (PPFA) BOARD OF DIRECTORS OF THE CITY
OF PLACENTIA, CALIFORNIA, TAKING ACTIONS
NECESSARY TO ADOPT THE PPFA's FISCAL YEAR 2022-
23 ANNUAL BUDGET
WHEREAS, the Placentia Public Financing Authority governing board shall be the members of the City Council of the City;
WHEREAS, the Placentia Public Financing Authority has prepared the Placentia Public Financing Authority budget in the amount of $3,508,250 Revenues and $3,508,250 of appropriations for Fiscal Year 2022-23;
NOW, THEREFORE, BE IT RESOLVED by the Governing Board of the Placentia Public Financing Authority, as follows:
Section 1. The proposed budget of the Placentia Public Financing Authority, as amended and modified for Fiscal Year beginning July 1, 2022, through June 30, 2023, is hereby adopted.
Section 2. Effective Date. This resolution shall take effect upon adoption.
PASSED, ADOPTED AND APPROVED this 21st day of June 2022.
Rhonda Shader, Chair
ATTEST:
Robert S. McKinnell, Secretary
Resolution PPFA-2022-01
STATE OF CALIFORNIA
COUNTY OF ORANGE
I, Robert S. McKinnell, Secretary of the Placentia Public Financing Authority of The City of Placentia, California, do hereby certify that the foregoing Resolution, was duly passed, approved, and adopted by the Placentia Public Financing Authority, approved and signed by the Chair and attested by the Secretary, all at the regular meeting of the said Placentia Public Financing Authority held on the 21st day of June 2022, and the same was passed and adopted by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
Councilmembers:
Councilmembers:
Councilmembers:
Councilmembers:
Robert S. McKinnell, Secretary
APPROVED AS TO FORM:
Christian L. Bettenhausen, Agency Attorney
Resolution PPFA-2022-01
TO:
VIA:
FROM:
DATE:
Placentia City Council
AGENDA REPORT
CITY COUNCIL
CITY ADMINISTRATOR
DEPUTY CITY ADMINISTRATOR / PUBLIC SERVICES AND INFRASTRUCTURE JUNE 21, 2022
SUBJECT: 2022 PAVEMENT MANAGEMENT PLAN REPORT AND PRESENTATION FISCAL
IMPACT: There is no fiscal impact associated with the recommended action SUMMARY:
The City utilized the services of engineering firm Bucknam Infrastructure Group, Inc. ("Bucknam") to conduct a physical inspection of all the City's streets and prepare the City's bi-annual 2022 Pavement Management Plan (PMP) and report. Residential streets were last inspected in 2016 and arterial streets were last inspected in 2020. The report summarizes the current condition of the City's roadway network, quantifies in today's dollars the City's maintenance backlog amount, provides several potential funding scenarios to maintain or improve the overall pavement condition, and serves as a tool to assist the City with planning and budgeting for current and future needed pavement repairs and maintenance.
RECOMMENDATION:
It is recommended that the City Council take the following action:
Receive and file the 2022 Pavement Management Plan Report and Presentation.
DISCUSSION:
On November 6, 1990, voters in Orange County approved a 1A -cent sales tax for transportation improvements known as Measure M. This sales tax includes funding for streets and roads that is available to local agencies through both a formula distribution and a competitive process. On November 6, 2006, voters approved a renewal of Measure M to continue the 1/2 -cent sales tax for thirty years, beginning in 2011. One of the eligibility requirements included in Measure M2 specifies that each local jurisdiction must adopt and update a Pavement Management Plan every two years. All agencies must use a common format as part of the countywide pavement management effort conforming to American Society for Testing and Materials Standard D6433 as well as County approved PMP software for consistency in reporting pavement management conditions.
To be eligible to receive Measure M (M2) Local Fair Share and competitive funding through the Orange County Transportation Authority (OCTA), each Orange County city must conduct a pavement condition evaluation of all its arterial streets every two (2) years, and its residential 3°a,.
June 21, 2022
City Council Agenda
June 21, 2022
streets every six (6) years. The City last evaluated the condition of its residential streets in 2016 and its arterial streets in 2020. A report on the condition of the City's streets must be submitted to OCTA as part of the annual Measure M certification process. A separate agenda report for the annual certification is included on this evening's agenda.
To remain eligible for OCTA's Measure M funding, the City contracted with Bucknam to complete the bi-annual PMP update. Bucknam has prepared PMP updates for over 70 local agencies throughout Southern California and is certified by Orange County Transportation to prepare Pavement Management Plans compliant with the OCTA Countywide Pavement Management Guidelines. Bucknam conducted field surveys of all arterial and collector streets to collect, record, and analyze the pavement condition of the City's arterial roadway network. That data was entered into a pavement management database to generate a citywide pavement condition index. Since the residential streets were previously evaluated in 2016, the database applied a pavement deterioration curve to calculate the change in pavement condition of residential streets over the past two years.
The pavement management database also calculated in 2022 dollars the total dollar amount of the City's backlog of deferred pavement maintenance and repairs, as well as developed several annual pavement maintenance funding scenarios. Those funding scenarios illustrate the degree to which sufficient and sustainable street maintenance funding levels impact the overall citywide pavement condition. In addition, Bucknam developed a seven (7) year pavement capital improvement program that organizes the City's road network into annual project areas based upon pavement condition, the type of maintenance or repairs required (resurfacing, reconstruction, slurry seal) and is further organized into geographic locations to ensure contractor efficiencies.
The Pavement Condition Index (PCI) is based on a score from 0 to 100, with 100 representing a brand-new street. The City's pavement condition index for 2022 is 76, which represents a five (5) point increase from 2020. This increase is directly attributable to the City Council's ongoing investment in and prioritization of street maintenance and rehabilitation improvements utilizing Measure U, SB1/RMRA Gas Tax funds and Measure M funding on numerous street improvement and maintenance projects completed over the past five (5) years. The 2022 Pavement Management Plan report is attached hereto and will be discussed in greater detail as part of a formal presentation to the City Council.
Prepared b
Luis Estevez
Deputy City Administrator
Reviewed and approved:
Damien R. Arrula
City Administrator
Attachment:
2022 Pavement Management Plan Report
FINAL REPORT
UPDATED CITYWIDE
PAVEMENT MANAGEMENT PLAN
OC Go
2022-2029
Submitted to:
City of Placentia, CA
May 23`d 2022
BUCKN M
May 23, 2022
Mr. Luis Estevez
Deputy City Administrator
CITY OF PLACENTIA
401 E. Chapman Avenue
Placentia, CA 92870
Subject: City of Placentia — OCTA Pavement Management Compliance Report 2022 Dear Luis:
As part of the 2022 Update of the Pavement Management Plan (PMP) for the City of Placentia, Bucknam Infrastructure Group, Inc. is pleased to submit the PMP reporting required by the Orange County Transportation Authority (OCTA). This data/report will be submitted to OCTA as part of the City's required biennial PMP prior to June 30, 2022.
The information contained in this report was used to develop the recommended improvement program for the pavement network. The report covers the following categories:
• Pavement Management Plan Certification
• Quality Assurance / Quality Control (QA/QC) Plan
• Pavement Management Data Files (electronic Placentia.e70 file format) • Pavement Management Plan that includes the following:
• Average Pavement Conditions For Each Segment in the Network (PCI Report) The Pavement Condition Index report shows the present condition of each street in the pavement network (Arterials and Locals). In addition, the report shows the basic geometry of each street segment.
• Seven-year Projected PCI Under Existing Funding Levels This report identifies the projected PCI's based on the local agencies current funding programs. This report details the PCI projects for the entire network, Master Plan of Arterial Highways (MPAH) roadways and Local streets.
• Seven-year Plan for Road Maintenance and Rehabilitation (Forecasted Maintenance Report)
The Forecasted Maintenance Report projects the street maintenance activities required for the next seven years, broken down to show maintenance levels for all streets. This includes all scheduled projects provided by the City for fiscal years 2022 through 2029.
• Alternative Funding Levels
OCTA has requested two reports indicating the necessary funding to maintain the City's current weighted average PCI as well as the necessary funding to improve the weighted average PCI by one PCI point over the next seven years. • Backlog by Fiscal Year (re: unfunded restoration, rehabilitation and reconstruction) • Percentage of total network in each of the five condition categories based on centerline mileage
• Local Match Reduction Reporting
•• In order to be eligible for Local Match Reduction of 10%, the following must be submitted:
o Measurable improvement of paved road conditions during the previous reporting period defined as an overall weighted (by area) average system improvement of one PCI point.
o No reduction in the overall weighted (by area) average PCI in the MPAH or local street categories
- or —
o Have road pavement conditions, for the overall network, during the previous reporting period within the highest twenty (20%) of the scale for road pavement conditions in conformance with OCTA Ordinance No. 3, defined as a PCI of 75 or higher, otherwise defined as in "good condition".
These reports will be submitted to the City of Placentia as part of the biennial Pavement Management Plan that is due prior to June 30, 2022. These reports will be packaged in a way that it will be easy for staff to review.
All comments received from the City have been incorporated in the reports that follow. All of the City's issues and needs that were brought to our attention are included in the report. It has been a pleasure working with you and the City on updating your Pavement Management Plan. We look forward to the continued success of this project and future teamwork with City staff.
Sincerely,
Bucknam Infrastructure Group, Inc.
Peter J. Bucknam
Project Manager
Infrastructure Management — GIS Services
4401(BUCKNAM
INFRASTRUCTURE GROUP, INC
3548 Seagate Way, Suite 230
Oceanside, CA 92056
T: (760) 216-6529
www.bucknarn-inc.com
City of Placentia, CA
2022 Citywide Pavement Management Plan - OCTA Submittal Final Report - June 30, 2022
Page i
AGENCY SUBMITTAL TABLE OF CONTENTS
I. Pavement Management Plan Certification 2
II . Executive Summary 3
I I I . Background 4
IV. Current Pavement Conditions (PCI) 8
V. Projected Pavement Conditions (PCI) 9
VI. Alternative Funding Levels 10
a. Maintain Existing Average Network PCI 10
b. Improve Average Network PCI 10
VII. Current and Projected Backlog by Year of Pavement Maintenance Needs 10 VIII. Centerline Mileage 11
IX. Percentage of Network in Each of Five Condition Categories Based on Centerline mileage 12 X. Reduction in M2 Local Match 12
XI. Appendix A — Seven -Year Road Maintenance and Rehabilitation Plan Based on Current or Expected Funding Level 13
XII. Appendix B — Complete Street Listing Current Conditions 14 XIII. Appendix C — GIS Digital Data 15
XIV. Appendix D — Quality Assurance / Quality Control Plan 17 • Introduction 17
• Objectives 17
• Structure of QA/QC Plan 17
• Condition Survey Procedures 18
• Accuracy Required for Data Collection 19
• Random and Systematic Re -Inspections 19
• PCI Comparison with Past Surveys 20
• Inspector Qualifications and Experience 20
• Safety Procedures 20
XV. Appendix E — Pavement Management Data Files 21
XVI. Appendix F — GIS Maps — Current Conditions 22
XVII. Appendix G —Additional PMP Budget Scenario (Increase PCI to 85) 24
City of Placentia, CA
2022 Citywide Pavement Management Plan — OCTA Submittal Final Report — June 30, 2022
CITY OF PLACENTIA PAVEMENT MANAGEMENT PLAN
- part of -
COUNTYWIDE PAVEMENT MANAGEMENT PLAN GUIDELINES
(OCTA Guideline — April 2020)
Prepared by: Bucknam Infrastructure Group, Inc.
Submitted to OCTA: June 30, 2022
City of Placentia, CA
2022 Citywide Pavement Management Plan - OCTA Submittal Final Report - June 30, 2022
I. Pavement Management Plan Certification
The City of Placentia, CA certifies that is has a Pavement Management Plan in conformance with the criteria stated in the Orange County Transportation Authority Ordinance No. 3. This ordinance requires that a Pavement Management Plan be in place and maintained to qualify for allocation of revenues generated from renewed Measure M (M2).
The plan was developed by Bucknam Infrastructure Group, Inc. using StreetSaver, a pavement management system conforming to American Society for Testing and Materials (ASTM) Standard D6433, and contains, at a minimum, the following elements:
• Inventory of MPAH and Local routes reviewed and updated biennially. The last update of the inventory was completed on April, 2022 for the Arterial (MPAH) and April 2022 for the Local streets;
• Assessment of the pavement condition for all routes in the system, updated biennially. The last field review of the pavement condition was completed in April, 2022; • Percentage of all section of pavement needing:
o Preventive Maintenance = 13.4%;
o Rehabilitation = 23.6%;
o Reconstruction = 3.7%
• Budget needs for preventive maintenance, rehabilitation and/or reconstruction of deficient sections of pavement for:
o Current biennial period $6,900,000;
o Following biennial period $8,515,000;
• Funds budgeted or available for Preventive Maintenance, Rehabilitation and/or Reconstruction. o Current biennial period $7,650,000;
o Following biennial period $6,900,000;
• Backlog by year of unfunded rehabilitation, restoration and reconstruction needs (See page 9); • The Pavement Management Plan is consistent with countywide pavement condition assessment standards as described in the OCTA Countywide Pavement Management Plan Guidelines adopted by the OCTA Board of Directors.
*An electronic copy of the Pavement Management Plan (with MicroPAVER or StreetSaver compatible files) has been or will be submitted with the certification statement. A copy of this certification is being provided to the Orange County Transportation Authority.
Submitted by:
City of Placentia
Name (Print) Jurisdiction
Signed Date
De
Title
3uty City Administrator/Public Services & Infrastructure
City of Placentia, CA
2022 Citywide Pavement Management Plan - OCTA Submittal Final Report - June 30, 2022
II. EXECUTIVE SUMMARY
2022 UPDATE OF PAVEMENT MANAGEMENT PLAN (PMP)
As the City of Placentia's infrastructure continues to mature Public Works priorities such as Local street overlay rehabilitation and proactive Arterial CIP maintenance are key projects to City staff. With the City mostly built -out, wear and tear on the infrastructure will occur at an ever-increasing rate. Pavement aging through annual weathering, dynamic and static vehicle loading, and increased usage, compounded with the increased cost of performing maintenance and rehabilitation, add to the yearly operational budget of the pavement network. System sustainability can only be achieved through proactive scheduling and the implementation of cost-efficient pavement applications.
In the upcoming years as the City continues to build upon this study through future inspections and maintenance work history, Placentia pavement data will continue to provide reliable data. This will enhance the PMP through detailed Orange County Transportation Authority (OCTA) OC Go funding analysis, City specific budgetary reporting and level of service reporting.
The Placentia PMP has been developed to assist City personnel by providing current data on the City's street network and to develop cost-effective maintenance strategies to maintain a desirable level of pavement performance on a network scale, while optimizing the expenditure of limited fiscal resources.
The project consisted of analyzing the City's 2020 dataset for quality and usability. In doing this, we were tasked to generate an updated Capital Improvement Program report that identified recommendations and deficiencies in the current operating and maintenance efforts put forth by the City.
We surveyed all designated arterial, collector (MPAH) routes this past spring to assist the City in being compliant with OCTA- OC Go April 2020 guidelines. Additionally, we updated the City's unique Pavement Management — GIS layer that will continue to assist the City in analyzing pavement conditions and other attribute information through the use of ESRI ArcMap.
Bucknam Infrastructure Group reviewed the City's previous maintenance efforts and the current 2021-22 proposed street improvements for pertinent pavement information in order to generate a CIP report that identified recommendations and opportunities for improvement in the current operating and maintenance efforts put forth by the City. The result of these work efforts is this report.
City of Placentia, CA
2022 Citywide Pavement Management Plan - OCTA Submittal Final Report - June 30, 2022
III. BACKGROUND (CITY OF PLACENTIA)
In late 1990, voters throughout Orange County approved a %-cent sales tax for transportation improvements known as OC Go, formerly known as Measure M2. Funding for streets and roads are included within the sales tax and are distributed to locals agencies through both formula and a competitive method. In late 2006, the renewal of OC Go was approved by voters that would continue the 1/2 -cent sales tax for thirty additional years, starting in 2011.
The primary of goal of this report is to comply with established guidelines from OCTA to ensure that field data collection and reporting efforts performed by outside consultants or local agency staff are consistent.
This is required in order that funding allocations can be reviewed and based on agency comparable pavement conditions. Specifically, our findings and recommendations provide Public Works administrators, managers and field personnel with:
* PMP report consistent with OCTA OC Go guidelines
the present condition status of the pavement network (arterial, collector, residential and industrial streets), as a whole and of any grouping or individual component within the City a ranked list of all streets, or segments of streets, by condition within the network rehabilitation/maintenance needs of each street segment by year an optimized priority maintenance and rehabilitation program based on cost/benefit analysis and various levels of funding
optimum annual pavement expenditure levels for pavement maintenance for the next seven (7) years
prediction of the life -cycle performance of the City's pavement network and each individual street section; and
pavement condition data and analysis presented in GIS through ESRI ArcMap Pavement is a dynamic structure where deterioration is constantly occurring; thus, the pavement management system needs to be updated on a regular basis to reflect these changes in pavement conditions, pavement maintenance histories, and maintenance strategies based upon budgetary constraints. In our approach to develop the City's forecasted maintenance recommendations we worked with Placentia Public Works/Engineering staff in identifying unit costs for all maintenance practices used on an annual basis. Currently, based upon the City's maintenance practices and their associated unit costs, the total replacement value of the Placentia pavement network is $255,330,012. This value clearly indicates that the City's pavement network is the most valuable and essential asset to Placentia. The City's use of slurry seal, AC Overlay and R&R practices are typically applied at a seven year, fourteen year and 21 year frequency respectively. These frequencies are typical but the City may see increases in deterioration rates due to environmental, load and high average daily traffic (ADT) volumes. For example, high ADT volumes along one of Placentia's arterial streets will increase deterioration rates for a previously applied AC Overlay compared to a small local street. These deterioration rates are monitored through frequent inspections and functional class deterioration analysis within the City's PMP database.
City of Placentia, CA
2022 Citywide Pavement Management Plan - OCTA Submittal Final Report - June 30, 2022
FINDINGS AND RECOMMENDATIONS
Through our assessment of historical maintenance performed within the City and through our discussions with City staff the conditional data found across the network clearly shows that the City has applied strong, preventative maintenance strategies over the past seven years. Pavement management involves frequent preventative maintenance; as pavement deteriorates through heavy traffic impacts, weathering and time, preventative maintenances (such as slurry seal, stop gap, etc.) have limited benefits. More aggressive maintenance applications must be used.
Our study has shown that key slurry seal and a strong Arterial overlay program will be needed over the next seven years to maintain the network's high level of condition. Currently, the City's two major streets networks (Local & Arterial) hold high weighted PCI values; it is our recommendation that a proactive, common sense overlay program and a continued slurry seal program be scheduled over the next several fiscal years. This will ensure that the citywide weighted PCI will sustain itself and allow for routine slurry seal maintenance to continue. Additionally, through this overlay program it is our recommendation that the MPAH network receive a higher amount of overlay funding.
We have found and recommend the following detailed items which should be reviewed and considered for a proactive approach to the future management of the PMP:
ARTERIAL / COLLECTOR (MPAH) FINDINGS AND RECOMMENDATIONS The actual workload requirements identified indicate that the Arterial (MPAH) street network is currently in "Good" condition. To maintain this condition, it is critical that preventive maintenance and overlay activities are funded at the levels identified on page 9 to maintain a "Good" network weighted average PCI value. Our MPAH findings for conditional data and recommendations for revenue expenditures are shown below:
• The Arterial network has a weighted PCI of 73.8
• The Arterial network consists of 49.2 centerline miles and 8,981,369 SF of pavement • Currently, 21% of the Arterial network (10.1 centerline miles) qualify for slurry seal/stop gap maintenance; 43% of the Arterial network (21.4 centerline miles) qualify for rehabilitation/reconstruction maintenance; 64% of the City's arterial roadways currently require no work for the next seven years
• At a minimum, Arterial maintenance projects should focus on the maintaining the current PCI at a weighted average of 75 over the next 7 years
o Maintain the Arterial funding allocation at an average annual level of $2,100,500/yr for the term of the CIP to generate the Maintain PCI identified on page 9 • Develop a proactive fiscal and planned approach to identify MPAH overlay projects based on the deterioration modeling within StreetSaver
o Demonstrated budget shown on page 9 is ample to increase the MPAH weighted PCI of
City of Placentia, CA
2022 Citywide Pavement Management Plan — OCTA Submittal Final Report — June 30, 2022
76.6 to 77.7 after seven years, however, the citywide deferred MPAH backlog increases from a level of $7.2 million to $9.5 million after seven years • Allocate MPAH revenues at an average of $2.5 Million /yr for the term of the seven-year CIP to generate the results identified on page 9 (V. Projected Pavement Conditions (PCI) — Increase PCI Funding); and
• Perform pavement inspections on the MPAH network every two years to build a solid planning model within StreetSaver to track PCI deterioration which also follows new OCTA guidelines for OC Go.
LOCAL (RESIDENTIAL STREETS) FINDINGS AND RECOMMENDATIONS The actual workload requirements identified indicate that the Local street network (residential streets) is currently in "Very Good" condition. To maintain this condition, it is critical that preventive maintenance and overlay activities are funded at the levels identified on page 9 to maintain a "Very Good" network weighted average PCI value. Our Local network findings for conditional data and recommendations for revenue expenditures are shown below:
• The Local network has a weighted PCI of 78.3
• The Local network consists of 81.7 centerline miles and 15,335,775 SF of pavement • Currently, 30% of the Local network (24.5 centerline miles) qualifies for slurry seal/stop gap maintenance; 26% of the Local network (21.5 centerline miles) qualify for rehabilitation/reconstruction maintenance and 44% of the Local street networks require no work for the next seven years
• At a minimum, Local maintenance projects should focus on the maintaining the current PCI above a weighted average of 80 over the next 7 years
o Maintain the Local budget allocation at an average annual funding level of $1,650,000/yr for the term of the CIP to generate the PCI identified on page 9 • Develop a proactive fiscal and planned approach to identify local overlay projects based on the deterioration modeling within StreetSaver
o Demonstrated below is the applied unit costs per SF for recommended utilized pavement applications as well as the annual inflation increases used throughout the seven year program;
2022-23 2023-24 2024-25 2025-26 2026-27 2027-28 2028-29 Seal Cracks
$1.00 51.03 $1.06 $1.09 $1.13 $1.16 51.19
Type R Slurry ≥ $0.50 $O.52 i $0.53 . ___$0.55^^ $0.556 --1 $O.58 Tl $0.60 15" AC Overlay Lac $1.90 $1.96 $2.02 $2.08 $2.14 $2.20 I $2.27 2S" AC Overlay Art ; $3.50 i $3.61 1 $3.71 $3.82 $3.94 € $4.06 i $4.18 2" ARHM Art r $4.10 $4.22, I $4.35 i $4.48 $4.61 $4.75 $4.90_ AC Recon $10.50 € $10.82 I $11.14 _ .,_ $11.47 $1182 [ $22.17 I $12.54
City of Placentia, CA
2022 Citywide Pavement Management Plan — OCTA Submittal Final Report — June 30, 2022
o Demonstrated budget shown on page 9 is ample to sustain the Local weighted PCI at average above 80 after seven years, however, the citywide deferred backlog increases from a level of $7.2 million to $9.5 million after seven years • Perform pavement inspections on the Local network every four years to build a solid planning model within StreetSaver to track PCI deterioration; also follows new OCTA guidelines for OC Go.
City of Placentia, CA
2022 Citywide Pavement Management Plan - OCTA Submittal Final Report — June 30, 2022
IV. CURRENT PAVEMENT CONDITIONS (PCI)
MPAH
Local
49.2 81.7
J1
8,981,369
15,335,775
Citywide 130.9 24,317,144
PCI 2022
73.8 78.3
76.6 PC1 2020
PCI 2018
67.0 71.0
60.0 71.0
71.0 67.0
Table above depicts centerline mileage
Historical Placentia PCI (2018 - 2022)
71.0 67.0
60.0 PC 12018
MPAH -Local Citywide
67.0 PC12020
78.3 PC12022
80.0 75.0
70.0 55.0
50.0 Condition
PCI Range MPAH
Locals
Total Mi.
% of Network
Very Good
Good
Fair
Poor
Very Poor
(86-100)
17.7 35.7
53.4 (75-85)
60 195
25.5 (60-74)
10.3 14.1
24A
(41-59)
12.6 72
20.5 (0-40)
2.6 4.5
7.1 49.2 81.7
130.9
City of Placentia, CA
2022 Citywide Pavement Management Plan - OCTA Submittal Final Report — June 30, 2022
V. PROJECTED PAVEMENT CONDITIONS (PCI) - CURRENT FUNDING Today
Total
Average Annual Funding
Current Funding
$3,450,000
$3,450,000
$3,450.000
$3,450,000
$3,450,000
$3,450.000
$24,900,000
$3,557,143
76.6 79.0
79.3 78.8
78.3 78.1
77.7 77.2
73.8 75.8
76.0 75.8
75.6 75.2
74.9 74.5
79.6 80.7
79.9 79.5
79.3 78.6
77.9 $4,500,000
$4,000,000
$3,500,000
$3,00x,000
$2,500,000
$2,00x,000
$1,500,000
.$1,00x,000
.$500,000
$0
Projected Pavement Condition (PCI) - Current Funding (2D22-29)
9.3 76.6
781*L
8 80.0
79.5 79.0
78.5 78.0
77.5 77.2
77.0 Today 2022-23 2023-24 2024-25 2025-25 2025-27 2027-28 2028-29 Current Fundng Entire Network
76.5 76.0
75.5 75.0
City of Placentia, CA
2022 Citywide Pavement Management Plan - OCTA Submittal Final Report — June 30, 2022
VI. ALTERNATIVE FUNDING LEVELS
Maintain Existing Average Network PCI
Fiscal Year
Today
Maintain PCI Funding
2022-23
2023-24
2024-25
2025-26
2026-27
2027-28
2028-29
Total
$3,450.000
$3,450,000
$3,450,000
$3,450,000
$3,050,000
$3,100,000
$3,075,000
$23,025,000
Improve Average Network PCI
Increase PCI Funding
Today
2022-23
2023-24
2024-25
2025-26
2026-27
2027-28
2028-29
Total
Average Annual Funding
$3,450,000
$3,450,000
$4,215,000
$4,350,000
$4,500,000
$5,000,000
$5,500,000
$30,465,000
$4,352,143
Entire Network
76.6 78.5
79.2 78.6
78.2 77.8
77.0 76.6
MPAH
73.8 75.8
76.0 75.8
75.6 75.0
74.2 73.8
Local
78.3 79.6
80.7 79.9
79.5 79.0
78.6 78.3
Entire Network
76.6 78.5
79.2 80.1
79.9 79.1
78.5 77.7
MPAH
73.8 75.8
76.0 76.3
76.2 75.8
75.5 74.9
Local
78.3 79.6
80.7 81.0
80.7 80.6
80.2 79.5
VII. CURRENT AND PROJECTED BACKLOG BY YEAR OF PAVEMENT
MAINTENANCE NEEDS
Plan Year
Actual Funding Backlog Maintain PCI Backlog Increase PCI Baddog Current
2022-23
2023-24
2024-25
2025-26
2026-27
2027-28
2028-29
$7,211,500
$5,591,300
$ 4,836,400
$5,677,800
$6,945,100
$9,856,200
$13,413,300
$14,913,100
$7,211,500
$5,591,300
$4,836,400
$5,677,800
$6,945,100
$10,235,200
$14,102,500
$15,946,500
$7,211,500
$5,591,300
$4,836,400
$4,952,300
$5,452,700
$7,319,400
$9,245,800
$8,470,400
City of Placentia, CA
2022 Citywide Pavement Management Plan — OCTA Submittal Final Report — June 30, 2022
DEFERRED MAINTENANCE
Delaying repairs on streets where pavement conditions indicate a need generates deferred maintenance or "backlog". Deferred maintenance is work that is postponed to a future budget cycle, or until funds are available. As maintenance is deferred, the opportunity to apply preventive, life extending pavement treatments is forfeited and the ultimate cost of rehabilitation multiplies (i.e. slurry seal costs to overlay costs). By using the City's pavement maintenance applications and their associated unit costs, when a budgetary model is exercised within the PMP software the amount of deferred maintenance is calculated. Based upon the available budget applied to the model, deferred maintenance will increase or decrease.
As maintenance is deferred, the opportunity to apply life extending preventive pavement applications is lost and the ultimate cost of rehabilitation multiples. $18,000,000
$16,000,000
$14,000,000
$12,000,000
$10,000,000
$8,000,000
$6,000,000
$4,000,000
$2,000,000
$0
PCI and Deferred Backlog Comparison (AII Three Scenarios) Today 2022-23 2023-24 2024-25 2025-26 2025-27 2027-28 2028-29 - Current Backlog Maintain PCI Backlog Increase PCI Backlog - Current Fund eigPCI Maintain Funding PCI • Increase Funding PCI
81.0 80.0
79.0 78.0
77.0 76.0
75.0 74.0
In the case of Placentia, the City's forecasted annual street maintenance budget will allow the amount of deferred maintenance on both the Arterial and Local networks to increase through FY 2029. The high amount of more expensive backlogged overlay work on the Arterial and Local program continues to generate high amounts of deferred maintenance costs.
VIII. CENTERLINE MILEAGE
Rank
W. PCI
Mi.
SF
MPAH
Local
73.8 49.2
8,981,359
78.3 81.7
15,335,775
Citywide
76.6 130.9
24,317,144
City of Placentia, CA
2022 Citywide Pavement Management Plan - OCTA Submittal Final Report — June 30, 2022
IX. PERCENTAGE OF NETWORK IN EACH OF FIVE CONDITION CATEGORIES
BASED ON CENTERLINE MILES
Condition PCI Range Network
Percent Area of
Total Pavement
Area of Pavement
(5F)
Percent Centerline Centerine Mileage
Mi. of Network of Network
Mid
[86-100]
MPAH
Local
13.5%
27.8%
4.5%
3,290,676
6,769,714
1,094,938
13.5=:
27.3?
4.6`,
173
35.7 6.0
Good
(75-85)
MPAH
Local
15.0% I 3,651,319
14.9%
7.8%
19.5 10.3
Fair
(60-74)
MPAH
7.2%
1.758 276
Local
10.3%
2,516,741
10.8%
14.1 Poor
(41-59)
MPAH
10.0% [ 2,421,085
9.7%
12.6 .. • -_m
Local
6.3% 1,528,571
6.0%
7.9 (0-40)
MPAH
1.7%
416.394
Z.0%
Z.6
Local
3.6%
869,430
3.4%
4.5 X. REDUCTION IN M2 LOCAL MATCH
A local agency match reduction of 10% of the eligible cost for projects submitted for consideration of funding through the M2 Comprehensive Transportation Funding Programs (CTFP) call for projects is available if the local agency either:
a. Shows measurable improvement of paved road conditions during the previous reporting period defined as an overall weighted (by area) average system improvement of one Pavement Condition Index (PCI) point with no reduction in the overall weighted (by area) average PCI in the Master Plan of Arterial Highways (MPAH) or local categories:
or
b. Have road pavement conditions during the previous reporting period, within the highest 20% of the scale for road pavement conditions in conformance with OCTA Ordinance No. 3, defined as a PCI of 75 or higher, otherwise defined as in "good condition".
Road conditions found through our 2022 PMP management study shows that the City is eligible for Local Match Reduction based on the current network weighted PCI of 76.6 (system currently has a weighted PCI over 75).
City of Placentia, CA
2022 Citywide Pavement Management Plan — OCTA Submittal Final Report — June 30, 2022
XI. APPENDIX A - SEVEN YEAR ROAD MAINTENANCE AND REHABILITATION
PLAN BASED ON CURRENT OR EXPECTED FUNDING LEVEL
City of Placentia, CA
2022 Citywide Pavement Management Plan — OCTA Submittal Final Report — June 30, 2022
XII. APPENDIX B - COMPLETE STREET LISTING CURRENT CONDITIONS
City of Placentia, CA
2022 Citywide Pavement Management Plan - OCTA Submittal Final Report - June 30, 2022
XIII. APPENDIX C - GIS DIGITAL DATA
Introduction
The OCTA GIS Section maintains a spatial inventory of transportation infrastructure which mostly consists of major arterial streets, roads, and highways. A key component of road information is pavement condition. Maintaining an inventory of pavement condition will enhance OCTA's GIS visualization and analysis capabilities and assist in understanding the transportation investment needs throughout the region. Therefore, a GIS dataset in digital format should be included in this report.
Structure of GIS Data
The GIS dataset must consist of linear geographic features that represent road/street segments. All segments that are part of the report should be included in the GIS dataset. The attribute information of each segment should generally follow the format of the Complete Listing of Current Street Conditions in Appendix B above.
The GIS data requirements are discussed below. Most commercial and open -source GIS software provide industry -standard tools to manage GIS data to meet these requirements.
GIS Digital Data Format
The GIS data must be submitted in either one of the following formats:
• Esri Shapefile, or
• Esri File Geodatabase
Metadata
The GIS data are required to have associated metadata. The minimum metadata items required are:
• Title of Dataset
• Tags (A set of words that can be used by GIS to search for the resource. For example: "pavement", "transportation", "roads")
• Summary (A brief purpose statement of the dataset)
• Description (A brief narrative of the dataset's content) • Credits (A recognition of those who created or contributed to the resource) Spatial Geometry Type
The spatial geometry of the segment features must be lines that represent the roadway centerline as accurately as possible.
Projection
The GIS data must have spatial reference information and have its coordinate system identified and In
City of Placentia, CA
2022 Citywide Pavement Management Plan - OCTA Submittal Final Report - June 30, 2022
embedded in or associated with the data file(s). All GIS data submitted to OCTA should be in the following projected coordinate system:
• NAD 1983 State Plane California VI FIPS 0406 (US Feet) - More information about this system can be found at: httas://saatialreference.org/ref/epsg/nad83-california-zone-6-ftus/ GIS Feature Attributes
The required segment attributes are:
• Street name
• Unique segment identifier (Segment ID from original source if available) • Name of intersecting road at the beginning of a segment • Name of intersecting road at the end of the segment
• Current pavement condition index (PCI)
• Current PCI inspection date
• Length of road segment in feet
• Width of road segment in feet
• Paved area of road segment in square feet or square yards • Projected PCI at end of Seven -Year Road Maintenance and Rehabilitation Plan Additional attributes such as number of through travel lanes, direction of travel and pavement surface type may be provided.
allal
City of Placentia, CA
2022 Citywide Pavement Management Plan - OCTA Submittal Final Report - June 30, 2022
XIV. APPENDIX D - QUALITY ASSURANCE / QUALITY CONTROL PLAN Introduction
When performing data collection in any field, the need for quality control is paramount as it is essential for accurate planning, analysis and design. This is particularly true for collecting pavement distress data for a pavement management program.
The Quality Assurance / Quality Control (QA/QC) Plan establishes minimum quality standards for performance and procedures for update of the pavement management program.
Objectives
This document constitutes a formal QA/QC Plan for the City of Placentia. It was prepared on March, 2018 and last revised in March, 2018.
Specifically, it is intended for the 2022 Pavement Management Plan Update. The focus is on the collection of network -level pavement distress data (defined by National Cooperative Highway Research Program (NCHRP) Synthesis 401 Quality Management of Pavement Data Collection, as "Network -level data collection involves collection of large quantities of pavement condition data, which is often converted to individual condition indices or aggregated into composite condition indices".
This document also addresses the QA/QC plan requirements of the Orange County Transportation Authority (OCTA)'s "Countywide Pavement Management Plan Guidelines" (Section 2.4), adopted in May 2010.
Structure of QA/QC Plan
The following components are addressed in this QA/QC Plan:
• Condition survey procedures used;
• Accuracy required for data collection;
• Inspector qualifications and experience; and
• Safety.
City of Placentia, CA
2022 Citywide Pavement Management Plan — OCTA Submittal Final Report — June 30, 2022
Condition Survey Procedures
The governing document in performing condition surveys for the City of Placentia is ASTM D6433-16 "Standard Practice for Roads and Parking Lots Pavement Condition Index (PCI) Surveys." Both asphalt concrete (AC) and Portland cement concrete (PCC) pavements are included in this protocol. The following distresses are collected for each pavement type:
Asphalt Concrete Portland Cement Concrete (Jointed)
1. Alligator (fatigue
2. Bleeding
cracking =1. Blow-up/Buckling
₹2. Corner Breaks
3. Block Cracking
4. Bumps and sags
5. Corrugation
6. Depression
7. Edge Cracking
3. Divided Slab
14. Durability ("D") Cracking
5. Faulting
6. Joint Seal damage
7. Lane/Shoulder Drop-off
8. Joint Reflection Cracking =8. Linear Cracking
9. Lane/Shoulder Drop-off 19. Patching (Iar e) and Utility Cuts _
10. Longitudinal &Transverse Cracking 110. Patching (small)
11. Patching and Utility Cut Patching I11. Polished Aggregate
12. Polished aggregate
13. Potholes
14. Railroad Crossing
112. Popouts
13. Pumping
114. Punchout
15. Rutting b.5. Railroad Crossing
16. Shoving 116. Scalin map crackin and crazinff
17. Slippage Cracking S
ppa g �..... �.. � 117. Shrinkage Cracks
18. Swell
19. Weathering
20. Raveling
18 Spallin (corner)
19. Sinning (joint)
As required by the Orange County Transportation Authority (OCTA), the City of Placentia must prepare and implement a quality assurance / quality control (QA/QC) plan regarding pavement management inspection as they pertain to StreetSaver. For the purposes of this report, Bucknam has demonstrated below how our project team implemented QA/QC procedures during the project.
Our QA/QC plan focuses on the how each pavement inspection is performed, what distresses are collected and ensures that it complies with the OCTA guidelines defined within the "Countywide Pavement Management Plan Guidelines (CPMPG)".
As shown within the OCTA (CPMPG), our staff followed and delivered on the requirements stated within Chapter 2, page 2-5 which require specific QA/QC data (Items A through G). Additionally, Chapter 3 requires numerous data/deliverables from local agencies for OC Go eligibility. All general PCI budgetary report submittals will follow the Chapter 3 guidelines.
In conjunction with the outlined items within the CPMPG Section 2 we have summarized our QA/QC procedures below:
City of Placentia, CA
2022 Citywide Pavement Management Plan - OCTA Submittal Final Report - June 30, 2022
a. Descriptions of condition survey - Our staff follows the required Condition Survey Protocols (CPMPG, Chapter 2); our staff assesses each pavement section for the minimum distresses outlined within Chapter 2, page 2-1. Additionally, based on the pavement conditions found, we collect all MicroPAVER/StreetSaver Army Corps of Engineers (ACOE) distresses, if found within the sample sections; for example, if slippage cracking, potholes, etc. are found our survey technicians record the proper information.
b. How data was collected - Our surveys follow the OCTA accepted walking requirements. All sections that our staff surveys are performed through the walking method, approximately 10% of all sections surveyed were complemented with windshield surveys based on unique conditions found. Our staff physically measures the width of every section as well as measure for any square footage adjustment that need to be added or taken away from a sections "true area" (i.e. cul-de- sac, bus pads, street width variances, etc.). Samples taken always include a minimum of 2,500 SF coverage unless specific section limits prohibit this. Arterial section samples utilize a 3,500 SF sample size due to the larger section area (this is within the ASTM D6433-16 sample size calculation. Field crews typically include one individual for residential pavement sections while Arterial (MPAH) routes utilize a two -person crew for safety, traffic control and increases quality control.
c. Accuracy required for data collection - We use a statistical sampling approach for measuring the quality of our field technician's work. In this manner, 10 percent of the original surveys are re- surveyed by a different survey crew than the original, supervised by a field supervisor, and the results are compared to the original surveys. Our QC process involves checking the field crews' work in a "blind study" fashion. Quality control checks are performed at the end of each survey week. This ensures that all field personnel are properly collecting section samples, distress types and distress severities for all street segments.
• When QA/QC issues are found, our staff documents the issues within StreetSaver's user interface. If distress types found are not within the 97% accuracy our QA/QC is expanded beyond our minimum 10% resurvey to 20% of the original survey d. Random and Systematic Re -Inspections —As described above our staff re -inspects, as a minimum, 10% of the original survey (OCTA only requires 5%). Per the agencies requests, our staff will submit PCI reports to the agency as project status reports for their review. Agencies will typically review specific pavement sections for PCI accuracy based on recent overlay or slurry seal maintenance; this serves as an initial accuracy check on our surveys (outside Bucknam QC efforts).
Additionally, our staff performs "ride -a -long" surveys with local agency staff to build consensus on how our MicroPAVER/StreetSaver ACOE surveys are performed, recorded and reported on.
Random re -inspections will include a representative selection across the following categories:
• Functional classed (i.e. MPAH, locals);
• Surface types (e.g. AC or PCC);
• Pavement conditions (e.g. good, fair, poor);
• Inspectors;
• Geographical areas, if applicable.
City of Placentia, CA
2022 Citywide Pavement Management Plan — OCTA Submittal Final Report — June 30, 2022
For systematic re -inspections, this could be due to noticed trends such as specific treatment types (e.g. open -graded mixed), a specific inspector or geographical area. In these cases Bucknam continues to utilize a 10% re -inspection policy.
e. PCI Comparison with Past Surveys - if previous inspection data is available, new PCI's calculated through the most recent inspections will be compared to previous PCI's. If the variance in PCI is greater than +/- 10 PCI points, these sections will be flagged for further investigation and/or re - inspection (In the cases that a PCI increases or decreases by 10 points follows the established CPMPG guidelines; Appendix A, page A-18).
f. Schedule of data submittal — Pending on the City's last major PMP submittal, Bucknam will assist the agency in submitting the following:
•• Master Plan of Arterial Highways (MPAH) routes will be surveyed and reported on at least once every two years
.• Local streets will be surveyed and reported on every six years ❖ Corresponding MPAH and local PCI reporting and budgetary reporting will be submitted every two years
g. Experience of Inspectors — Bucknam staff have been trained on the use of StreetSaver and the ACOE StreetSaver segment calibration and inspection practices. Mr. Peter Bucknam (Project Manager) and Mr. Shaun Russo (Lead Field Technician) have completed the StreetSaver Certification of Professional Development courses. All Bucknam field technicians are trained using the ACOE survey methodologies and have passed OCTA's prequalification testing. Bucknam Infrastructure Group inspectors have attended formal training on pavement condition distress surveys. This training was conducted prior to performing any work using the ASTM D6433-18 protocols, consistent with OCTA's requirements.
Inspector Name Date of ASTM D6433.18 Training Training Conducted by Shaun Russ❑
Aaron Cohodas
Josh Logsdon
Cade Bucknam
3/1/2019
2/15/2020
2/15/2020
2/15/2020
OCTA
OCTA
OCTA
OCTA
h. Field data collection safety procedures — Bucknam field survey techniques utilize the following procedures:
a. All vehicles are properly marked or flagged with appropriate sign markings indicating that a "PAVEMENT SURVEY IS IN PROGRESS"
b. All vehicles have the proper flashing amber light beacons placed on the top of the vehicle to allow for proper visibility and line -of -site warning c. Large MPAH routes are surveyed using two field technicians to increase traffic control warning and safety
d. While parking or stopping along the survey route, vehicles legally park within the right- of-way or use a parking lot
e. All field technicians wear ANSI — 105 Class II safety vests
City of Placentia, CA
2022 Citywide Pavement Management Plan — OCTA Submittal Final Report — June 30, 2022
XV. APPENDIX E - PAVEMENT MANAGEMENT DATA FILES
The City of Placentia StreetSaver database (.bat file) has been enclosed for City and OCTA use. This data and the associated reporting data includes:
• Street names and limits for the City's public streets • Street identifiers (Branch ID, Section ID)
• Direction
• Begin and end of section
• Length, width and true areas
• Functional Classification (MPAH, Local)
• Number of travel lanes
• Pavement Condition Index (PCI) and date of inspection • Type of recommended treatment
• Cost of recommended treatment
City of Placentia, CA
2022 Citywide Pavement Management Plan - OCTA Submittal Final Report - June 30, 2022
XVI. APPENDIX F - GIS MAPS / CURRENT CONDITIONS
N
iL
' r r 7 r• r
1 Miles
0 0-5 1
—1 r
r i- ■1
�.. w rty� .• 1 1:
T 1
I r i
I. II-- '
1 Lam'
I
Wti
—I
7:
-d
p
r
PCI Ranges
- 85 - 100 (Very Good)
75 - 55 (Good)
60-74 (Fair)
- 41 - 59 (Poor)
0 - 40 (Very Poor)
City of Placentia, CA
2022 Pavement Condition Index Map
Prepared by
BUCKNAM
City of Placentia, CA
2022 Citywide Pavement Management Plan — OCTA Submittal Final Report — June 30, 2022
•
I
i
-e
0 � 4
1 }
•
•
■ i Miles
0.5 I
!
1 1
1 II!
H ! 1
n
i
u U
PCI Ranges
No Recent Worts
AC Dverray
Slurry Seal
City of Placentia. CA
Street Work Since 2017
Prepared by
City of Placentia, CA
2022 Citywide Pavement Management Plan — OCTA Submittal Final Report — June 30, 2022
XVII. APPENDIX G -ADDITIONAL PMP BUDGET SCENARIO (INCREASE PCI TO 85) Based on the City's request, Bucknam produced an additional seven-year budget scenario that focused on arterial and local pavement analysis that would generate a citywide PCI of 85. Utilizing the previous three (3) scenarios as benchmark studies, we approached this analysis with the goal to not only achieve a PCI of 85 within the seven-year timeframe but reduce the deferred backlog to minimum amounts.
The results below demonstrate these goals and results. We have included the seven-year budgetary model below that demonstrates the annual funding needs to proactively increase the weighted PCI to the desired value:
Final Year
Today
Increase PCI Funding
2022-23
2023-24
2024-25
2025-26
57,750,000
$8.800,000
$9,655,000
$8,450,000
2026-27 µ I
2027-28
2028-29
$8,840,000
$8,650,000
$8,200,000
$60,345,
i l l
Entire Network
76.6 82.1
83.5 84.8
85.2 84.5
85.0 85.1
MPAH
73.8 79.3
80.7 82.0
82.4 81.8
82.3 82.4
Local
78.3 83.8
85.5 86.7
87.0 86.2
86.4 86.5
As shown, the annual average funding required to achieve and sustain a PCI of 85 within Placentia is $8.6 million/yr. This is a 142% increase in annual funding compared to the City's active $24.5 million seven- year budget allocation. Additionally, and more importantly, the City's deferred backlog under this model decreases by 89% to a level of $773,400 by FY 2028-29; compared to the $24.5 million budget where the backlog increases to a level of $14,913,100 by FY 2028-29, a 107% increase.
This model shows a proactive and heavy increase in annual funding, however, the results demonstrate that the City can initial front -load annual funding (i.e. FY 2022 through FY 2025 and achieve a PCI of 85) totaling $26.2 million to achieve a PCI of 85. This front -loaded budget is very similar to the City's seven- year $24.5 budget, it simply achieves the desired result within three years vs. seven and greatly reduces the deferred backlog to minimal amounts.
City of Placentia, CA
2022 Citywide Pavement Management Plan — OCTA Submittal Final Report — June 30, 2022
To further emphasize the PCI and deferred backlog results we have included below the graphical data that demonstrates all four scenarios shown in this report.
PCI and Deferred Backlog Comparison (All Four Scenarios) $18,000,000 86.0
$16,000,000
84.0 $14,000,000
$12,000,000
$10,000,000 • • 80.0
$8,000,000 - - -.
— 78.0
$6,000,000
' 76.0
$4,000,000
$2,000,000 74.0
r _ _ .i _ .1 ■ 1 . 72.0
Today 2022-23 2023-24 2024-Z5 2075-26 2026-27 2027-28 2028-29
82.0 Current Backlog Maintain PCI Backlog Increase PCI Backlog Increase PCI Backlog Current Fundng PCI Maintain Funding PCI ♦ Increase Funding PCI #Increase PCI 85
Placentia Cit Council
AGENDA REPORT
TO: CITY COUNCIL
VIA: CITY ADMINISTRATOR
FROM: POLICE DEPARTMENT
DATE: JUNE 21, 2022
SUBJECT: INTRODUCTION AND FIRST READING OF ORDINANCE NO. O-2022- 06, AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF
PLACENTIA, CALIFORNIA, ADDING CHAPTER 10.72 (UNLAWFUL
POSSESSION OF A CATALYTIC CONVERTER PROHIBITED) OF TITLE 10 (PEACE, MORALS AND SAFETY) OF THE PLACENTIA MUNICIPAL
CODE ESTABLISHING REGULATIONS PROHIBITING THE UNLAWFUL
POSSESSION OF CATALYTIC CONVERTERS IN THE CITY
FISCAL
IMPACT: Any increase in the number of criminal cases prosecuted by the Placentia City Attorney's Office as a result of the ordinance is expected to be managed by currently budgeted City Staff.
SUMMARY:
Introduction of the ordinance which establishes regulations and prohibits the unlawful possession of catalytic converters in the City. First reading, read by title only and waive further reading.
This ordinance is intended to deter catalytic converter thefts by establishing a zero -tolerance policy for mere unlawful possession of stolen catalytic converters. It also provides an avenue for successful prosecution when a victim can't be identified. Currently, many of these cases go unsolved without identification of a victim. This ordinance provides indirect justice to the victims of catalytic converter thefts, as those who violate this ordinance will be held accountable.
RECOMMENDATION:
It is recommended that the City Council take the following action:
Introduce, and read by title only, Ordinance No. O-2022-06, An Ordinance of the City Council of the City of Placentia, California, adding Chapter 10.72 (unlawful possession of a catalytic converter prohibited) of Title 10 (peace, morals and safety) of the Placentia Municipal Code establishing regulations prohibiting the unlawful possession of catalytic converters in the City.
3.b.
June 21, 2022
City Council Agenda
June 21, 2022
DISCUSSION:
Catalytic converters are an external component of a vehicle, accessible from the underside of a parked car. They convert most of a vehicle's emissions into less harmful forms, improving air quality and vehicle performance. As part of their construction, catalytic converters contain valuable materials such as platinum, palladium, and rhodium, rare metals that command ever- increasing prices on the recyclables market, currently the cost ranges between $1,000 and $17,000 per ounce.
Catalytic converter thefts are on the rise because individuals are incentivized to commit catalytic converter thefts for multiple reasons including, but not limited to: (1) the ease and undetectable nature of committing such thefts, potentially in a matter of seconds and through the use of common tools such as a reciprocating saw; (2) the ability to recycle catalytic converters at scrap metal yards for high dollar returns; and (3) loopholes in legislation protecting criminals from prosecution unless a victim can be identified.
Thefts of catalytic converters have increased across the country over the past several years.
Placentia is no exception to this national trend -residents and City residents have been victimized by this practice. In 2020, there were 68 reported catalytic converter thefts in the City. In 2021, there were 116 reported catalytic converter thefts. Year to date (2022) there have already been 55 reported catalytic converter thefts.
There is currently no City, State, or Federal legislation applicable within the City of Placentia to define and punish catalytic converter thefts absent of an identifiable victim. Additionally, there is currently no City, State, or Federal legislation applicable within the City of Placentia requiring individuals to provide proof to law enforcement as to how they obtained catalytic converters. This limits law enforcement's ability to protect the public by preventing catalytic converter thefts and seizing suspected stolen catalytic converters when there is no identifiable victim present.
Preventing and punishing these crimes at present is nearly impossible due to the ease and speed with which catalytic converter thefts can be committed and the difficulty of tracing a particular catalytic converter back to its prior owner (the victim), because catalytic converters typically have no identifying markers.
By criminalizing the mere possession of an unattached catalytic converter, absent proof of ownership, the attached ordinance would accomplish the following objectives: (1) achieving deterrence by establishing zero -tolerance for catalytic converter thefts; (2) establishing sanctions for possessing stolen catalytic converters; (3) preventing criminals from profiting from the sale and recycling of stolen catalytic converters; (4) providing indirect justice to the victims of catalytic converter theft cases that have gone or will go unsolved for the reasons discussed above; and (5) minimizing the fiscal and personnel impact on the City of Placentia and the Placentia Police Department by reducing the time invested in deterring and investigating catalytic converter thefts.
City Council Agenda
June 21, 2022
Prepared by: Reviewed and Approved:
E3rad Butts
Chief of Po
Attachment:
Draft Ordinance O-2022-06
Damien . Arrula �— -
City Administrator
ORDINANCE NO. O-2022-06
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF
PLACENTIA, CALIFORNIA, ADDING CHAPTER 10.72
(UNLAWFUL POSSESSION OF A CATALYTIC
CONVERTER PROHIBITED) OF TITLE 10 (PEACE,
MORALS AND SAFETY) OF THE PLACENTIA MUNICIPAL
CODE ESTABLISHING REGULATIONS PROHIBITING THE
UNLAWFUL POSSESSION OF CATALYTIC CONVERTERS
IN THE CITY
WHEREAS, the citizens of Placentia have experienced catalytic converter thefts from automobiles over the past several years; and
WHEREAS, there is currently no City, State, or Federal legislation applicable within the City of Placentia to define and punish catalytic converter thefts absent an identifiable victim; and
WHEREAS, there is currently no City, State, or Federal legislation applicable within the City of Placentia requiring individuals to provide proof to law enforcement as to how they obtained catalytic converters, thus limiting law enforcement's ability to (1) protect the public by preventing catalytic converter thefts and (2) seize suspected stolen catalytic converters when no victim is present; and
WHEREAS, catalytic converters contain expensive precious metals including platinum, palladium, and rhodium, which currently the cost ranges between $1,000 and $17,000 per ounce; and
WHEREAS, the average cost of replacing a stolen catalytic converter and repairing the damage to the vehicle is generally between $1,000 and $2,500.
WHEREAS, individuals in possession of stolen catalytic converters often recycle them for substantial profit while victims of these thefts suffer the consequences of paying thousands of dollars in repairs, the inconvenience of repairing their vehicles, and feeling unsafe in the community; and
WHEREAS, catalytic converter thefts are on the rise because individuals are incentivized to commit catalytic converter thefts for multiple reasons including, but not limited to: (1) the ease and undetectable nature of committing such thefts, potentially in a matter of seconds and through the use of common tools such as a reciprocating saw; (2) the ability to recycle catalytic converters at scrap metal yards for high dollar returns; and (3) loopholes in legislation protecting criminals from prosecution unless a victim can be identified; and
WHEREAS, preventing these crimes at present is nearly impossible due to the ease and speed with which catalytic converter thefts can be committed and the difficulty of tracing a particular catalytic converter back to its prior owner (the victim), because catalytic converters typically have no identifying markers; and WHEREAS, due to these crimes seldom being witnessed and a lack of legislation defining and prosecuting these thefts, virtually all catalytic converter theft cases in the City of Placentia have gone unsolved, which is fundamentally unacceptable for the citizens of the City of Placentia; and
WHEREAS, the citizens of Placentia and the Placentia Police Department are in need of legislation criminalizing mere possession of catalytic converters absent proof of ownership or lawful possession, for multiple reasons including, but not limited to: (1) achieving deterrence by establishing zero -tolerance for catalytic converter thefts; (2) establishing sanctions for possessing stolen catalytic converters; (3) preventing criminals from profiting from the sale and recycling of stolen catalytic converters; (4) providing indirect justice to the victims of catalytic converter theft cases that have gone or will go unsolved for the reasons discussed above; and (5) minimizing the fiscal and personnel impact on the City of Placentia and the Placentia Police Department by reducing the time invested in deterring and investigating catalytic converter thefts; and WHEREAS, this Ordinance is necessary to provide the City of Placentia and the Placentia Police Department clear legal authority to better protect the public and deter this criminal activity.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF PLACENTIA DOES HEREBY ORDAIN AS FOLLOWS:
SECTION 1. The above recitals are true and correct and incorporated herein.
SECTION 2. Chapter 10.72 (UNLAWFUL POSSESSION OF A CATALYTIC CONVERTER PROHIBITED) OF TITLE 10 (PEACE, MORALS AND SAFETY) of the Placentia Municipal Code is hereby added to read in its entirety as follows:
Chapter 10.72 (UNLAWFUL POSSESSION OF A
CATALYTIC CONVERTER PROHIBITED) OF TITLE 10
(PEACE, MORALS AND SAFETY)
10.72.010 - Unlawful possession of a catalytic converter prohibited. a. It is unlawful for any person, other than a Core Recycler as defined in California Business and Professions Code Section 21610, to possess a catalytic converter Ordinance 0-2022-06
that is not attached to a vehicle, unless the possessor has valid documentation or other proof to verify that they are in lawful possession of the catalytic converter. b. This section does not apply to a detached catalytic converter that has been tested, certified, and labeled or otherwise approved for reuse, and being bought or sold for purposes of reuse in accordance with the federal Clean Air Act (42 U.S.C. §§ 7401 et seq,) and regulations under the Clean Air Act, as they may, from time to time, be amended.
10.72.020 Definitions
a. For purposes of this section, "lawful possession" includes (1) being the lawful owner of the catalytic converter or (2) in possession of the catalytic converter with the lawful owner's written consent. It is not required to prove the catalytic converter was stolen to establish the possession is not a "lawful possession." b. For purposes of this section, "documentation or other proof" means written document(s) that clearly identify the vehicle from which the catalytic converter originated based on the totality of the circumstances, and includes, but is not limited to, the following types of documents:
1. The license plate number and vehicle identification number of the car from which the catalytic converter was removed.
2. The name, address, and telephone number of the owner of the vehicle from which the catalytic converter was removed.
3. The signature of the vehicle owner authorizing removal of the catalytic converter.
4. The name, address, and telephone number of the owner of the catalytic converter.
10.72.030. Violations
a. Each and every violation of this section shall constitute a separate violation and shall be subject to all remedies and enforcement measures authorized by the Placentia Municipal Code. Each and every catalytic converter unlawfully possessed is a separate violation of this section.
b. The remedies provided herein are not to be construed as exclusive remedies. The City is authorized to pursue any proceedings or remedies provided by law. c. Any person who violates any provision of this section shall be guilty of a misdemeanor
punishable by a fine not to exceed $1,000, imprisonment in the county jail for a term not exceeding six months, or both.
Ordinance 0-2022-06
SECTION 3. This Ordinance is exempt from the requirements of the California Environmental Quality Act ("CEQA") pursuant to State CEQA Guidelines because there is no possibility that this Ordinance or its implementation would have a significant negative effect on the environment. (14 Cal. Code Regs.§ 15061(b)(3).) SECTION 4. If any section, subsection, subdivision, sentence, clause, phrase, or portion of this Ordinance is for any reason held to be invalid or unconstitutional by the decision of any court of competent jurisdiction, such decision shall not affect the validity of the remaining portions of the Ordinance. The City Council hereby declares that it would have adopted this Ordinance and each section, subsection, subdivision, sentence, clause, phrase, or portion thereof, irrespective of the fact that any one or more sections, subsections, subdivisions, sentences, clauses, phrases, or portions thereof be declared invalid or unconstitutional.
SECTION 5. The City Clerk shall certify to the passage of this Ordinance and this Ordinance shall be published as required by law and shall take effect as provided bylaw.
INTRODUCED AND FIRST READ at a Regular Meeting of the Placentia City Council on the 21st day of June, 2022, and thereafter
PASSED, APPROVED AND ADOPTED this 21st day of June, 2022.
Rhonda Shader, Mayor
ATTEST:
Robert S. McKinnell, City Clerk
I, Robert S. McKinnell, City Clerk of the City of Placentia, do hereby certify that the foregoing Urgency Ordinance was introduced and adopted at a regular meeting of the City Council of the City of Placentia, held on the 18th day of January 2022 by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
Councilmembers:
Councilmembers:
Councilmembers:
Councilmembers:
Ordinance 0-2022-06
ATTEST:
Robert S. McKinnell, City Clerk
APPROVED AS TO FORM:
Christian Bettenhausen, City Attorney
Ordinance 0-2022-06