Tuesday, February 1, 2022
4:00 PM
City of Salinas
200 Lincoln Ave., Salinas, CA 93901
www.cityofsalinas.org
SALINAS ROTUNDA
City Council
Mayor Kimbley Craig
Councilmembers:
Carla Viviana González, District 1 - Tony Barrera, District 2 Steve McShane, District 3 - Orlando Osornio, District 4 Christie Cromeenes, District 5 - Anthony Rocha, District 6 Steven S. Carrigan, City Manager
Christopher A. Callihan, City Attorney
City Clerk’s Office: (831) 758-7381
Meeting Agenda - Final
February 1, 2022City Council Meeting Agenda - Final
MASKS ARE REQUIRED FOR ALL INDIVIDUALS REGARDLESS OF VACCINATION STATUS.
PUBLIC NOTICE
This meeting is being conducted consistent with State of California Executive Order N-29-20 dated March 17, 2020, regarding the COVID-19 pandemic. The public may view the meeting on television and/or online and may participate in-person in the Council Chamber.
PLEDGE OF ALLEGIANCE
ROLL CALL
PUBLIC COMMENT PROCEDURES
If you wish to make a general public comment or comment on a specific agenda item, you are encouraged to attended the City Council meeting in person. Public comment may also be submitted via email at [email protected] and will be entered into the record.
PUBLIC COMMENT TIME RESTRICTIONS
Public comments generally are limited to two minutes per speaker; the Mayor may further limit the time for public comments depending on the agenda schedule.
GENERAL PUBLIC COMMENTS
Receive public communications on items that are not on the agenda and that are in the City of Salinas’ subject matter jurisdiction. Comments on Consent, Consideration, and Closed session items should be held until the items are reached. The public may request that the legislative body consider adding an item for consideration on a future agenda. The public may comment on scheduled agenda items, including closed session items, as they are considered.
ADMINISTRATIVE REPORTS
ID#22-049 Bay Area Community Services (BACS) Update on SHARE Center Operations
Recommendation: No action required. This report presents an update to the City Council regarding Bay Area Community Services' SHARE Center Operations.
CONSIDERATION
ID#22-048 Lead Me Home Update - 5 Year Plan to Reduce Homelessness in Monterey and San Benito Counties
Recommendation: Approve a Resolution accepting the Lead Me Home Update - 5 Year Plan to Reduce Homelessness in Monterey and San Benito Counties as a key strategic planning and implementation document.
February 1, 2022City Council Meeting Agenda - Final
PUBLIC HEARINGS
ID#22-052 Redistricting Salinas 2021 - Public Hearing #3 Recommendation: No action required. Receive public input on redistricting and proposed Plan 1 and Plan 2.
CONSENT AGENDA
All matters listed under Consent Agenda may be enacted by one motion unless a member of the Council or the public requests discussion or a separate vote.
ID#22-051 Minutes
Recommendation: Approve minutes of January 18, 2022.
ID#22-053 Financial Claims
Recommendation: Approve financial claims report.
ID#22-043 Delegation of Settlement Authority to the City Attorney Recommendation: Approve a Resolution delegating settlement authority to the City Attorney.
ID#22-044 Direct Purchase of one F-250 Utility Body Truck Recommendation: Approve a Resolution authorizing the direct purchase of one F-250 at a cost of $47,055.80 for the Facilities Maintenance Division.
ID#22-055 Amendment No. 2 to the Paramedic Service Provider Agreement with the County of Monterey
Recommendation: Approve a Resolution authorizing the City Manager to sign an amendment extending the Paramedic Service Provider Agreement with the County of Monterey for a period of six months.
ID#22-056 Professional Services Agreement with Chandler Asset Management, Inc. for Investment Management and Advisory Services
Recommendation: Approve a Resolution authorizing the City Manager to enter into a Professional Services Agreement with Chandler Asset Management, Inc. for investment management and advisory services for the period of February 2, 2022 through December 31, 2024 with two additional one-year options.
COUNCILMEMBERS’ REPORTS, APPOINTMENTS AND FUTURE AGENDA ITEMS Receive communication from Councilmembers on reports, appointments and future agenda items. Councilmember comments are generally limited to three minutes.
CLOSED SESSION
Receive public communications from the audience on Closed session items.
The City Council will recess to closed session pursuant to:
ID#22-040 a. Existing Litigation - Government Code Section 54956.9(a), conference with legal counsel regarding, Amber Richardson v. City of Salinas, Superior Court
February 1, 2022City Council Meeting Agenda - Final
of California, County of Monterey case no.: 16CV002640. b. Labor Negotiations - California Government Code section 54957.6, with its designated labor representatives Christopher A. Callihan, City Attorney; Steven S. Carrigan, City Manager; Jim Pia, Assistant City Manager; Katherine Hogan, Assistant City Attorney; Mark Roberts, Finance Director; Marina Horta-Gallegos, Human Resources Director; Sylvia Enriquez, Senior Human Resources Analyst; Donna Williamson, Liebert Cassidy Whitmore, regarding labor relations with Service Employees International Union (SEIU), SEIU Supervisors, Salinas Municipal Employees Association/SEIU, Association of Management Personnel, Police Officers Association, Police Management Association, International Association of Firefighters, Fire Supervisors Association, Confidential Management Employees, Confidential Non-Management Employees and Department Directors.
c. Performance Evaluation and Labor - California Government Code §54957 and §54957.6, public employee performance evaluation and labor relations with unrepresented employee (City Manager).
d. Performance Evaluation and Labor - California Government Code §54957 and §54957.6, public employee performance evaluation and labor relations with unrepresented employee (City Attorney).
ADJOURNMENT
_____________________________
Patricia M. Barajas, City Clerk
AGENDA MATERIAL / ADDENDUM
Any addendums will be posted within 72 hours of regular meetings or 24 hours of special meetings and in accordance with Californian Government Code Section 54954.2, unless otherwise allowed under the Brown Act. City Council agenda item reports may be viewed at the Salinas City Clerk’s Office, 200 Lincoln Avenue, Salinas, and are posted on the City’s website at www.cityofsalinas.org via the hyperlinks provided on the agenda. The City Council may take action that is different than the proposed action reflected on the agenda.
Disability-related modification or accommodation, including auxiliary aids or services, may be requested by any person with a disability who requires a modification or accommodation in order to participate in the meeting. Requests should be referred to the City Clerk’s Office At 200 Lincoln Avenue, Salinas, 758-7381, as soon as possible but by no later than 5 p.m. of the last business day prior to the meeting. Hearing impaired or TTY/TDD text telephone users may contact the city by dialing 711 for the California Relay Service (CRS) or by telephoning any other service providers’ CRS telephone number.
PUBLIC NOTIFICATION
This agenda was posted on Wednesday, January 26, 2022 at the City Clerk’s Office, in the Council Rotunda, and the City's website.
February 1, 2022City Council Meeting Agenda - Final
Meetings are streamed live at https://salinas.legistar.com/Calendar.aspx and televised live on Channel 25 at 4 p.m. on the date of the regularly scheduled meeting and will be broadcast throughout the day on the Wednesday, Friday, Saturday and Monday following the meeting. For the most up-to-the-minute Broadcast Schedule for The Salinas Channel on Comcast 25, please visit or subscribe to our Google Calendar located at http://tinyurl.com/salinas25. Recent City Council meetings may also be viewed on the Salinas Channel on YouTube at http://www.youtube.com/thesalinaschannel.
City of Salinas
Legislation Text
200 Lincoln Ave., Salinas,
CA 93901
www.cityofsalinas.org
File #: ID#22-049, Version: 1
Bay Area Community Services (BACS) Update on SHARE Center Operations No action required. This report presents an update to the City Council regarding Bay Area Community Services’ SHARE Center Operations.
City of Salinas Printed on 1/26/2022Page 1 of 1
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CITY OF SALINAS
COUNCIL STAFF REPORT
BACS
DATE: FEBRUARY 1, 2021
DEPARTMENT: COMMUNITY DEVELOPMENT DEPARTMENT
FROM: MEGAN HUNTER, DIRECTOR
TITLE: BAY AREA COMMUNITY SERVICES (BACS) UPDATE ON
SHARE CENTER OPERATIONS
RECOMMENDED MOTION:
No action is required.
RECOMMENDATION:
No recommendation is provided since this update is presented for informational purposes only.
EXECUTIVE SUMMARY:
The SHARE Center opened on May 31, 2021, with BACS providing twenty-four (24) hour, seven (7) day per week operational support. The City and County of Monterey have jointly funded SHARE operations since its opening. At the time that the City Council and Monterey County Board of Supervisors entered into contracts with BACS, it was agreed that BACS would return in approximately six months to provide an update. Due to the holidays and recent surge in COVID - 19 cases, this presentation was slightly delayed.
Since its opening the SHARE Center has been consistently full, sheltering at least 100 individuals with a waiting list of approximately 200 people. To date twenty-two (22) participants have been housed despite the ongoing shortage of available housing units and twenty-three (23) more are projected to be housed over the next month.
BACKGROUND:
On September 26, 2017 , the Salinas City Council (Council) and County Board of Supervisors (BOS) executed a Memorandum of Understanding (MOU) authorizing the opening of the Warming Shelter and agreed to work collaboratively toward the future construction and operation of a new year -round shelter. This MOU was later replaced by a new MOU approved by the Council and BOS on September 25, 2018, which established responsibilities related to the construction of the shelter and selection of a future operator. On May 29, 2019, the County was awarded $6,018,100 in funding through the Homeless Emergency Aid Program (HEAP) by the Continuum of Care for Monterey and San Benito Counties for the constructio n of a year -round Shelter at 845 East Laurel Drive. After the distribution of a community-wide survey, the Council Page | 2
and BOS adopted the name of the Salinas Housing Advancement, Resources & Education Center (SHARE Center) for the new shelter and navigation center. On October 28, 2020, the City released a Request for Proposal (RFP) seeking a qualified service provider to serve as the new SHARE Center operator and after conducting a rating and ranking process involving a technical panel, Bay Area Community Services (BACS) was recommended to be the operator of the SHARE Center .
At a joint meeting of the Council and BOS, BACS was formally selected as the Operator.
DISCUSSION:
BACS initiated services at the SHARE Center on May 31, 2021. BACS was selected as the SHARE Center Operator because of the organization’s extensive history working with the chronically homeless population. In the last 68 years, BACS has provided supportive services to more than 100,000 people in the Bay Area. BACS has been able to implement the vision of the SHARE Center as a navigation center as opposed to a traditional shelter. Their Housing First philosophy and approac h to securing permanent housing as quickly as possible is beginning to have real outcomes for our most vulnerable population. Their mission is to uplift under -served individuals and their families by doing “whatever it takes.” Since its opening, the SHAR E Center has been at capacity. BACS has been careful in managing the SHARE Center, a congregant living facility, during the challenges of the pandemic. To assist with capacity, the City was able to relocate three trailers formerly at the Warming Shelter to the SHARE Center to accommodate large families. As of January 21, 2022, t he SHARE Center’s population included 100 individuals - 32 men, 21 women, and 47 families. The SHARE Center provides low barrier shelter and includes space for pets. Currently, there are 16 animals at the facility.
BACS employs twenty 20 dedicated staff members at the SHAR E Center. Staff has been successful in navigating several persons into employment and permanent housing. As of the date of this report, 23 participants have secured employment and 22 have been placed into permanent housing. Over the next month, another 23 individuals are in the process of being placed into permanent housing. BACS has partnered with Victory Mission, which is taking full advantage of the commercial kitchen to prepare meals for participants. In addition, the Monterey County Office of Education provides after-school programs and activities for children at the SHARE Center.
CEQA CONSIDERATION:
The provision of this information to the City Council is not a project as defined by the California Environmental Quality Act (CEQA) (CEQA Guidelines Section 15378).
STRATEGIC PLAN INITIATIVE:
BACS operates the SHARE Center, a 24 -hour, year-round shelter and navigation center focused on permanently housing those experiencing homelessness. This work wil l help advan ce the Council strategic goals of Investment Strategies/Risk Management, Operational Efficiencies, and Public Safety.
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DEPARTMENT COORDINATION:
The City’s Community Development Department Housing Division monitors the BACS contract and works with the Finance Department to process BACS invoices for payment. There has also been significant collaboration and coordination between the Housing Division and the Monterey County Department of Social Service s, which meet weekly with BACS to ensure contract compliance.
FISCAL AND SUSTAINABILITY IMPACT:
There is no fiscal impact from this update. The City has already appropriated funds this fiscal year for SHARE Center Operations, which come mostly from federal grants.
ATTACHMENTS:
BACS PowerPoint Presentation
SHARE Center
1. Introduction to BACS
2. General Operations
3. Service Connections
4. Community Support
5. Questions
Agenda & Welcome
In 1953, 12 Oakland churches came together to wrap around their community. Over the last 68 years, BACS has provided supportive services to more than 100,000 people.
Who We Are
uplift under-served individuals & their families by doing whatever it takes. Our Mission a world where all people are healthy, safe, and engaged in community wellness, with access to quality housing. Our Vision
In 1953, BACS became one of the very first community-
based nonprofits in the Bay Area.
Our founders were ahead of their time, with a mission to keep people out of institutions and connected to their
communities.
As the agency grew in size and expertise, we focused on the connections between mental health and socioeconomic
disparities.
Today, BACS is on the forefront of services that reach people in need of support and give them a community to count on.
We do ‘whatever it takes’ to address the pressing issues of our time.
Deeply Rooted in Social Justice
Census (as of 1/21): 100 individuals
Men: 32
Women: 21
Families: 47
Pet Census: 16 animals total
Dogs: 14
Cats: 1
Snakes: 1
Staff Census: 20 staff
Residential Counselor: 11 Care Coordinator: 5
Housing Locator: 1 Employment Coordinator: 1
Property Supervisor: 1 Program Manager: 1
Referrals/Wait List: 200 (approx.)
General Operations at the SHARE Center
Permanent Housing Placements: 22 individuals
Men: 6
Women: 5
Families: 3 (couple, family of 3, family of 6)
Employment Placements: 23
Employment Rate: 64%
Participating Employers include (but not limited to)
Organic Girl Macy’s
Select Staffing Olive Garden
Taco Bell Motel 6
PROJECTED Housing Placements in January/February: 23 individuals Families: 4
Men: 2
Women: 4
Service Connections
Community Support
Victory
Mission
Food Bank
BirchBark Foundation
with Peace of Mind
Dog Rescue and SPCA
Monterey County
Monterey
County Office
of Education
First
Presbyterian
Church
Northminster
Church
They Are One
Hawaiian
Women’s
Group
Monterey County
Community
Members/Private
Citizens
Chick Fil A,
Safeway, Costco
Encounter
Church
Comcast,
General
Motors
Sturdy Oil
American
Beverage
Association
Borchard
Farms, Bay
Boi Fitness
Cheesecake
Dreamations
SHARE Center Christmas 2021
Questions/Feedback
City of Salinas
Legislation Text
200 Lincoln Ave., Salinas,
CA 93901
www.cityofsalinas.org
File #: ID#22-048, Version: 1
Lead Me Home Update - 5 Year Plan to Reduce Homelessness in Monterey and San Benito Counties Approve a Resolution accepting the Lead Me Home Update - 5 Year Plan to Reduce Homelessness in Monterey and San Benito Counties as a key strategic planning and implementation document.
City of Salinas Printed on 1/26/2022Page 1 of 1
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CITY OF SALINAS
COUNCIL STAFF REPORT
DATE: FEBRUARY 1, 2022
DEPARTMENT: COMMUNITY DEVELOPMENT
FROM: MEGAN HUNTER, DIRECTOR
TITLE: LEAD ME HOME UPDATE – 5 YEAR PLAN TO REDUCE
HOMELESSNESS IN MONTEREY AND SAN BENITO COUNTIES
RECOMMENDED MOTION:
A motion to accept the Lead Me Home Update - 5 Year Plan to Reduce Homelessness in Monterey and San Benito Counties as a key strategic planning and implementation document.
RECOMMENDATION:
It is recommended that the City Council approve the attached resolution accepting the Lead Me Home Update - 5 Year Plan to Reduce Homelessness in Monterey and San Benito Counties as a key strategic planning and implementation document.
EXECUTIVE SUMMARY:
Reducing homelessness is a key priority of City Council. Over the last five years, the City has significantly stepped up by providing a leadership role in addressing homelessness within its jurisdictional boundaries and San Benito and Monterey Count ies. T he City serves as the Administrative Entity of non -entitlement Emergency Solutions Grant (ESG) and California Emergency Solutions and Housing Program (CESH) for the Monterey and San Benito County Continuum of Care (CoC). Because of this role, the City has a vested interest in homelessness both within its boundaries and throughout the region and the Mayor holds a permanent seat on the Lead Me Home Leadership Council of Monterey and San Benito Counties (Leadership Council).
Recognizing the need to update the strategic planning document on homelessness, the City partnered with the County of Monterey Departments of Social Services and Health and the County of San Benito Health and Human Services Department to sponsor a re-write of the Lead Me Home Plan (LMHP). The LMHP was developed by the Leadership Council and coordinated by the Coalition of Homeless Services Providers (CHSP) . The attached LMHP provides a five -year roadmap for the CoC and its partners to achieve the vision that all people in the region live in decent, safe, and affordable housing from which they access services and supports that stabilize their lives. The U.S Department of Housing and Urban Development (HUD) and the California Department of Housing and Community Development (H CD) expect that funding and activities around homelessness are guided by this plan.
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BACKGROUND:
In 2020, the Lead Me Home Leadership Council of Monterey and San Benito Counties (Leadership Council) authorized the complete rewrite of the Lead Me Home 10 Year Plan to End Homelessness (LMHP). The Coalition of Homeless Services Providers (C HSP), the CoC coordinating agency, partnered with the County of Monterey Departments of Social Services and Health, County of San Benito Health and Human Services, and the City of Salinas to release an RFP to identify a consulting firm to assist with the coor dination of this effort. The Coalition identified and hired Focus Strategies and signed a yearlong contract that went into effect March 2020. Originally anticipated to end in March 2021, the process has undergone several revisions to accommodate the pressures of a growing pandemic and concluded at the end of June 2021. The plan has been adopted by the Leadership Council. On November 16, 2021, the Monterey County Board of Supervisors received a presentation on the LMHP.
DISCUSSION:
Given the City’s involv ement in the development of the LMHP and the HUD and HCD requirements to utilize the document in directing funding and activities, City staff is recommending that the Council formally accept the LMHP. The updated LMHP builds upon and extends the vision ar ticulated in the original 10 -Year Plan. Key priorities for the Leadership Council in the Plan update were to ensure the LMHP is informed by local data, integrates input from local stakeholders, and is aligned with national best practices. The LMH P sets out the ambitious goal of reducing the total population of people experiencing homelessness in Monterey and San Benito Counties by 50% over five years (July 2021 to June 2026). Measurable performance targets have been established for each year of the plan, in cluding targets for improvement in program performance as well as for creation of new housing inventory.
To achieve these lofty goals, the LMHP identifies a set of overarching strategies:
1. Increase Participation in Homelessness Solutions by Leaders and Key Stakeholders from Across the Region. The community will embrace a regionwide vision for reducing homelessness that is informed by data and equity considerations, improve coordination across jurisdictions, and engage all stakeholders in being part of th e solution to homelessness.
2. Improve the Performance of the Homelessness Response System. Homelessness response system leadership and key stakeholders will design and implement a system that is highly effective at providing housing pathways for people exp eriencing homelessness, establish targets and measure progress towards program and system goals, and strategically expand housing and services inventory.
3. Expand Service -Oriented Responses to Unsheltered Homelessness. Political leadership, funders, providers, and other stakeholders will be responsive to feedback from people experiencing homelessness about their needs and goals, with a focus on increasing the services available to address the immediate health and safety needs of people who are unsheltered.
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A Year One Action plan sets out the key first steps the CoC, Leadership Council, CHSP, counties, cities, providers, and other key stakeholders will undertake to begin implementation, as well as processes for annual assessment and reporting on progress towards meeting goals and targets. The LMHP calls for everyone in the community to join together in being part of the solution to homelessness. Aligning and coordinating around a shared set of objectives and strategies will ensure that the efforts of individuals, organizations, and jurisdictions maximize potential impact.
On April 27, 2021, City Council held a joint meeting with the Board of Supervisors to discuss issues and opportunities for partnerships to address homelessness. Direction was given to sponsor a workshop to launch the LMHP in Summer of 2021. Given the ongoing challenges of the pandemic and limited capacity of CHSP, the C ity, Monterey County, and partnering service providers, this workshop has been postponed to late Spring/early Summer of 2022. In the meantime, it is critical to accept LMHP, which covers the period of July 2021 – June 2026.
CEQA CONSIDERATION:
The Lead Me Home Update - 5 Year Plan to Reduce Homelessness in Monterey and San Benito Counties is a strategic planning document. The proposed action is not a project as defined by the California Environmental Quality Act (CEQA) (CEQA Guidelines section 15378). If recommended policies or actions progress to a “project” level further CEQA analysis will be required to address potential environmental impacts of the proposed project.
STRATEGIC PLAN INITIATIVE:
The acceptance of the LMHP will improve collaboration and maximize the use of limited resources to improve housing outcomes for the unsheltered consistent with the goal s of Investment Strategies/Risk Management, New Revenue, and Public Safety in the Strategic Plan.
DEPARTMENTAL COORDINATION:
The development of the LMHP was coordinated closely with the CHSP and Monterey County Departments of Social Services and Health. Although the Community Development Department took the lead on the development of the LMHP, multiple city departments play a vital role in addressing homelessness and will ultimately participate in implementation including Finance, Public Works, Legal, Administration, Police, Fire, and Library and Community Services.
FISCAL AND SUSTAINABILITY IMPACT:
The City contributed $ 50,000 through grant funds from California Emergency Solutions and Housing (CESH) to develop the LMHP. There is no impact to the General fund from acceptance of the LMHP. It is possible that there could be as yet unquantified impacts to the General Fund related to implementing actions as specified in the LMHP action plan.
ATTACHMENTS:
Resolution, Lead Me Home Update - 5 Year Plan to Reduce Homelessness in Monterey and San Benito Counties, and PowerPoint Presentation
1 RESOLUTION NO. ____ ( N.C.S.)
RESOLUTION ACCEPTING THE LEAD ME HOME UPDATE-5 YEAR PLAN TO REDUCE
HOMELESSNESS IN MONTEREY AND SAN BENITO COUNTIES AS A KEY STRATEGIC
PLANNING AND IMPLEMENTATION DOCUMENT
WHEREAS, reducing homelessness is an important priority of the Salinas City Council; and
WHEREAS, over the last five years, the City of Salinas (“City”) has significantly stepped up by providing a leadership role in addressing homelessness within its jurisdictional boundaries and San Benito and Monterey Counties; and
WHEREAS, the City is the Administrative Entity on behalf of the Salinas/Monterey, San Benito Counties Continuum of Care (“CoC”) for the non-entitlement Emergency Solutions Grant and California Emergency Solutions and Housing Program; and
WHEREAS, in recognition of Salinas unique regional role in addressing homelessness, the Mayor holds a permanent seat on the Lead Me Home Leadership Council of Monterey and San Benito Counties (Leadership Council); and
WHEREAS, in 2020, the Leadership Council authorized the complete rewrite of the original Lead Me Home 10 Year Plan to End Homelessness; and
WHEREAS, the Coalition of Homeless Services Providers (CHSP), the Administrative Entity for the CoC, coordinated the development of the Lead Me Home Update 5-Year Plan to Reduce Homelessness in Monterey and San Benito Counties (“LMHP”); and
WHEREAS, the City partnered on the development of the LMHP by contributing staff time and funding in the amount of $50,000; and
WHEREAS, CHSP contracted with Focus Strategies to develop the LMHP, which was completed in June 2021 and subsequently approved by the Leadership Council, and
WHEREAS, the LMHP will benefit the City, Monterey County, other CoC jurisdictions, CHSP, service providers, and other stakeholders within Monterey and San Benito Counties by a ligning and coordinating around a shared set of objectives and strategies in reducing homelessness in order to maximize impact and ensure federal and state grant requirements are met.
NOW, THEREFORE, BE IT RESOLVED , that the Salinas City Council hereby accepts the Lead Me Home Update 5-Year Plan to Reduce Homelessness in Monterey and San Benito Counties (Exhibit A) as a key strategic planning and implementation document for the City of Salinas.
2 PASSED AND APPROVED this 1st day of February 2022, by the following vote:
AYES:
NOES:
ABSTAIN:
ABSENT:
APPROVED:
_________________________________________
Kimbley Craig, Mayor
ATTEST:
__________________________________
Patricia M. Barajas, City Clerk
LEAD ME HOME
PLAN UPDATE
5 YEAR PLAN TO
REDUCE HOMELESSNESS
IN MONTEREY AND
SAN BENITO COUNTIES
JULY 2021 THROUGH JUNE 2026
Exhibit A
TABLE OF CONTENTS
EXECUTIVE SUMMARY
I. INTRODUCTION
A. Background and Purpose of Plan
B. How This Plan was Developed
II. CONTEXT: WHERE WE ARE STARTING FROM
A. Homelessness in Monterey and San Benito Counties
B. Assessment of the Current Response to Homelessness C. Predictive Analytics
III. THE PLAN: 5 YEAR STRATEGIC FRAMEWORK FOR HOMELESSNESS RESPONSE A. Vision
B. Guiding Principles
C. Goals and Measures to Track Progress
D. Strategies to Accomplish Goals
E. Specific Strategies for Priority Subpopulations
IV. IMPLEMENTATION AND EVALUATION
A. Developing and Implementing Annual Action Plans
B. Tracking and Reporting on Results
V. YEAR ONE ACTION PLAN
ACKNOWLEDGEMENTS
i
1 1
1 3
3 5
9 11
11 11
12 15
19 24
24 24
25 29
The Lead Me Home Plan Update provides a five-year roadmap for the Monterey and San Benito County Continuum of Care (CoC) and its partners to achieve the vision that all people in the region live in decent, safe, and affordable housing from which they access services and supports that stabilize their lives. This Plan has been developed by the Lead Me Home Leadership Council of Monterey and San Benito Counties (the Continuum of Care board) and coordinated by the Coalition of Homeless Services Providers (CHSP), in partnership with the County of Monterey Department of Social Services, County of Monterey Health Department, County of San Benito Health and Human Services Department, and the City of Salinas. It builds upon and extends the vision articulated in the original Lead Me Home (LMH) 10-Year Plan. Key priorities for the Leadership Council in the Plan update were to ensure the Plan is informed by local data, integrates input from local stakeholders, and is aligned with national best practices.
The LMH Plan Update sets out the ambitious goal of reducing the total population of people experiencing homelessness in Monterey and San Benito Counties by 50% over five years (July 2021 to June 2026). Measurable performance targets have been established for each year of the plan, including targets for improvement in program performance as well as for creation of new housing inventory. To achieve these lofty goals, the Plan identifies a set of overarching strategies:
1. Increase Participation in Homelessness
Solutions by Leaders and Key Stakeholders
from Across the Region.
The community will embrace a regionwide
vision for reducing homelessness that is
informed by data and equity considerations,
improve coordination across jurisdictions, and
engage all stakeholders in being part of the
solution to homelessness.
EXECUTIVE SUMMARY
2. Improve the Performance of the Homelessness Response System.
Homelessness response system leadership and key stakeholders will design and implement a system that is highly effective at providing housing pathways for people experiencing homelessness, establish targets and measure progress towards program and system goals, and strategically expand housing and services inventory.
3. Expand Service-Oriented Responses to Unsheltered Homelessness.
Political leadership, funders, providers, and other stakeholders will be responsive to feedback from people experiencing homelessness about their needs and goals, with a focus on increasing the services available to address
the immediate health and safety needs of
people who are unsheltered.
A Year One Action plan sets out the key first
steps the Continuum of Care, Leadership
Council, CHSP, counties, cities, providers, and
other key stakeholders will undertake to begin
implementation, as well as processes for
annual assessment and reporting on progress
towards meeting goals and targets.
The Lead Me Home Plan Update calls for
everyone in the community to join together in
being part of the solution to homelessness. Aligning and coordinating around a shared set of objectives and strategies will ensure that the efforts of individuals, organizations, and jurisdictions have the maximum possible impact. By setting measurable goals, using data to assess progress, and continually improving and refining the work, Monterey and San Benito counties can make it possible that everyone in the community has a home.
A. BACKGROUND AND PURPOSE OF THE PLAN
The Lead Me Home Update sets out a framework to guide the response to homelessness in Monterey and San Benito Counties over the five-year period from July 2021 through June 2026. It builds upon and updates the original Lead Me Home Plan developed in 2009. This new Plan provides a roadmap for the Continuum of Care (CoC), jurisdictions (Counties, cities), funders, providers, and other key stakeholders to coordinate, align, and focus their efforts to maximize impact on reducing homelessness. It provides a detailed Action Plan for Year One, along with a process for reviewing and reporting on Year One results and developing Action Plans for Year Two and onward.
B. HOW THIS PLAN WAS DEVELOPED
In 2020, the Lead Me Home Leadership Council of Monterey and San Benito Counties (the Continuum of Care board) authorized the complete rewrite of the original Lead Me Home 10-Year Plan to End Homelessness. As the Continuum of Care (CoC) coordinating agency, the Coalition of Homeless Services Providers (CHSP) partnered with the County of Monterey Department of Social Services, County of Monterey Health Department, County of San Benito Health and Human Services, and the City of Salinas to develop this updated Plan.
Key priorities for the Leadership Council in the
Plan update were to ensure the Plan is informed
by local data, integrates input from local
stakeholders and is aligned with national best
practices. To help accomplish these objectives,
CHSP engaged Focus Strategies, a nationally
recognized technical assistance firm, to guide
the Plan development process. Beginning in
April 2020, Focus Strategies worked
collaboratively with staff from CHSP and a
Collaborative Planning Group comprised of
staff from Monterey and San Benito counties
I. INTRODUCTION
A preliminary assessment of the existing system for addressing A quantitative analysis of program and system performance on key outcome measures, using data from the community’s Homeless Management Information System (HMIS); Predictive modeling to forecast impacts on the size of the population experiencing homelessness if different system changes are made;
Analysis of housing market gaps at different levels of affordability; A series of stakeholder interviews and community input sessions to gather information to inform the Plan;
A community survey to gather input from people with lived experience of homelessness; and
Strategic plan development sessions with representatives from the CHSP Board and Leadership Council.
and the City of Salinas to develop and implement a system assessment and strategic planning process that included:
homelessness in the region, drawn from review of documents and key stakeholder interviews;
A draft of the Plan was developed by CHSP and Focus Strategies, with input from the Collaborative Planning Group, in May and June 2021. In July, the community and key stakeholders were invited to provide input on the draft before finalization. The Plan development steps and background materials are available at:
https://chsp.org/plan-rewrite.
II. CONTEXT
There were 2,422 people experiencing homelessness in Monterey County. This represents 0.6% of the total general population of 434,061. Of those counted, 76% were unsheltered and 24% were living in shelters or transitional housing programs.
There were 282 people experiencing homelessness in San Benito County, or 0.4% of the total general population of 62,808. Among the people experiencing homelessness, 60% were unsheltered and 40% were sheltered.
A. HOMELESSNESS IN MONTEREY AND SAN BENITO COUNTIES
Homelessness is an urgent and growing issue in Monterey and San Benito Counties, driven by escalating housing costs and exacerbated by the turmoil of the COVID-19 pandemic. The most recent complete Point-in-Time (PIT) count of both unsheltered and sheltered people experiencing homelessness were conducted in January 2019. These counts found that:
Taken together, Monterey and San Benito County reported a total of 2,704 people experiencing homelessness in the 2019 PIT count. According to the National Alliance to End Homelessness (NAEH) State of Homelessness Report, this translates to 54.5 people experiencing homelessness per 10,000 total population. This is higher than the Statewide rate of 38.2.
Monterey and San Benito County both saw a decrease in their counts between 2017 and 2019, while many of the neighboring counties saw increases. However, lack of recent PIT data makes it difficult to draw conclusions about population trends. With the onset of the COVID-19 pandemic and the devastation it has created to the economy, stakeholders have anecdotally observed increases in unsheltered homelessness. Requests for financial assistance for back rent have skyrocketed, indicating that the pandemic has placed many households at extreme risk of homelessness. The planned PIT Count to be conducted in A count of sheltered people was conducted in January 2020. The January 2021 unsheltered count was postponed due to COVID-19 safety concerns. The next count is scheduled to be conducted in January 2022. https://endhomelessness.org/homelessness-in-america/homelessness-statistics/state-of-homelessness- 2020/
1 2
1 2
In both Monterey and San Benito Counties, 25% of people counted are members of families with children, while 75% are individuals living alone or with other adults.
Looking at the household level, 8.7% of all households were households with children while 90.7% of households consisted of only adults and 0.4% were households consisting of unaccompanied minors.
In Monterey County, 14% of those counted were transition-age youth (18-24), 7% were Veterans, and 23% were experiencing chronic homelessness.
In San Benito County, 5% were transition age youth, 5% were Veterans, and 28% were experiencing chronic homelessness.
January 2022 will provide more hard data on the extent to which homelessness has increased in the region since 2019.
Racial and Ethnic Disparities in People Experiencing Homelessness In Monterey County, the 2019 PIT count found significant differences between the racial and ethnic composition of the total county population compared to the population of people experiencing homelessness. Most notably, African Americans were 25% of the people counted but only 3% of the general population. Conversely, Latinx people are 36% of the homeless population but 59% of the general population. In their 2019 report on Racial Disparities in Homelessness submitted as part of the CoC funding application, CHSP noted that the per capita population of African Americans in the PIT Census was 12.1 times greater than the per capita of Whites. Racial disparities in the homeless system are found throughout the State of California and nationally, as noted in the State of Homelessness and many other data sources. While analysis of HMIS data shows only minimal racial disparities in program outcomes, the CoC has made a commitment to continually analyze all homelessness response system data with an equity lens and develop and implement strategies to ensure both equitable access to the system as well as equitable results.
Subpopulations
Subpopulation data reported in the PIT counts for both Monterey and San Benito Counties largely aligns with State and national trends:
Geographic Distribution
People who experience homelessness live throughout Monterey and San Benito Counties.
The 2019 PIT count found that the largest population was in the City of Salinas, where 53% of the County’s unsheltered population was counted in 2019. There were 976 people in Salinas out of a total of 1,830 who were unsheltered in the County. The next largest population was in the City of Monterey with 167 people. While the Chinatown area of Salinas has the single largest and most visible unsheltered homeless population, this tends to obscure the fact that there are significant encampments scattered throughout the community including in Pajaro Valley, on the Peninsula in the cities of Seaside and Marina, in South Monterey County along the Union Pacific rail lines, and in San Benito County along the riverbed.
B. ASSESSMENT OF THE CURRENT RESPONSE TO
HOMELESSNESS IN MONTEREY AND SAN BENITO COUNTIES
1. Framework for Assessment
This Plan builds from an in-depth assessment of the existing approach to homelessness in Monterey and San Benito Counties conducted in 2020-2021. The framework for the assessment is the concept of a homelessness response system. Experience from jurisdictions around the country, federal policy direction, and research all point to the need for communities to create a system to effectively end homelessness. While individual programs and initiatives may yield results with a subpopulation or group, making progress on the overall size of the homeless population requires a systematic approach.
A homelessness response system treats a loss of housing as an emergency that must be responded to quickly and effectively with a housing solution, targeting resources to this end.
The assessment considered the extent to which leaders and stakeholders in Monterey and San Benito Counties have implemented a homelessness crisis response system, and the degree to which the work aligns with three key principles:
Housing-focused
Strategic and
data-informed
Person-centered
and equitable
Housing-focused
An effective homelessness response system is built upon the understanding that homelessness is a crisis – the loss of housing – and the solution is to quickly return people to housing. The goal is to identify an appropriate housing solution for each household experiencing homelessness, and along the way to connect them to other services they might need. This does not mean that every program or service in the system must directly provide housing - but all interventions should in some way help people along the pathway to housing.
Strategic and data-informed
A robust homelessness response system has strong and coordinated leadership that makes strategic decisions informed by data. A priority is placed upon the collection and analysis of data to set goals, understand whether the system is meeting its objectives, and improve effectiveness. System leadership and funders work in a coordinated manner to ensure that all sources of funding for addressing homelessness are aligned to maximize impact and achieve identified system objectives.
Person-centered and equitable
A fair and equitable homeless system is focused on meeting people’s needs for housing and responding to their self-identified goals for their future. It respects client choice and preferences about where and how they will be housed. The system is also easily understood and navigated by people experiencing homelessness, with minimal barriers to access.
Disparities in access and in outcomes are analyzed and addressed.
2. Key Findings
The system assessment process conducted in 2020-2021 revealed some important strengths of the current system as well as areas in need of improvement. These findings form the basis for the goals and strategies incorporated in this Five-Year Plan. This Plan provides a brief overview of key findings. Detailed assessment reports are available at https://chsp.org/plan-rewrite.
a. Housing-focused Programs and Services
The homelessness response system in Monterey and San Benito Counties has been gradually becoming more housing-focused, particularly through recent expansion of the shelter system and a focus A lack of solutions-oriented mobile outreach that connects people to shelter and housing
Inconsistent availability of shelter services to support transitions to housing Geographical gaps in the availability of shelter, particularly in Monterey’s South County A need to refine the Coordinated Access and Referral System (CARS) to provide more effective and streamlined connections to housing, particularly for youth An insufficient supply of rapid rehousing and permanent supportive housing Lack of a coordinated regional strategy to develop affordable housing, particularly housing for those at the lowest income levels
A need for expanded efforts to prevent homelessness
experiencing homelessness to secure a housing solution. Other critical gaps identified through the system assessment and via community input include:
b. Coordinated, Data-Driven Planning and Decision Making Coordinated and data informed decision-making is one of the strongest elements of the current system for addressing homelessness in Monterey and San Benito Counties. The Lead Me Home Leadership Council (the CoC Board), with support from CHSP, guides the overall development of the system and oversees funding decisions. The system performance on more service-enriched shelter beds, as well
as the addition of new rapid rehousing and
permanent supportive housing. However,
system performance analysis shows that most
programs in the system (emergency shelter,
transitional housing, rapid rehousing) are
underperforming in terms of their ability to help
participants secure housing when they exit.
Achievement of a measurable and sustained
reduction in homelessness will require that all
the interventions in the system, and particularly
temporary housing programs, are strongly
oriented towards helping all households
Achievement of a
measurable and sustained
reduction in homelessness will
require that all the interventions
in the system... are strongly
oriented towards helping all
households experiencing
homelessness to secure a
housing solution.
Supports and services to help them secure housing;
Investments in innovative permanent and temporary housing solutions, such as tiny homes, RV parks, transitional housing, and other options; A response to encampments that provides more expanded access to hygiene, more supportive services, and less involvement of law enforcement; and, More meaningful ways to be involved in developing solutions to homelessness. assessment conducted in 2020 found excellent data quality across all program types, with extremely low rates of unknown data, and no missing data, for critical data elements. The Leadership Council recently created a Funding Committee to focus on improving the ability of the system to align the various funding streams over which the Leadership Council holds responsibility, and to make greater use of data to inform decision-making and develop a targeted investment strategy to achieve measurable results.
Throughout the assessment process, stakeholders consistently identified a need to continue expanding representation on the Council and engagement of diverse groups – including greater involvement of people with lived experience of homelessness, local jurisdictions not currently active in homelessness response, and system partners such as health care or education that frequently engage with people experiencing homelessness.
Stakeholders also identified a need for the Leadership Council to engage in community education to increase support for homelessness response efforts and in advocacy at the state level for funding and policies that advance affordable housing efforts. c. Person-Centered and Equitable Approach
Having person-centered and equitable approaches to reducing homelessness was identified in the assessment and input process as an area in need of strengthening. The homelessness response system providers could benefit from greater understanding of and alignment to Housing First principles, including low barrier program access and trauma-informed practices, such as by creating a peer learning and implementation collaborative focused on operationalizing Housing First principles. Interviews, discussions, and surveys with people with lived experience of homelessness revealed that they would like:
Data analysis reveals significant differences between the racial and ethnic composition of the total county population compared to the population of people experiencing homelessness. Most notably, African Americans were 25% of the people counted but only 3% of the general population. Conversely, Latinx people are 36% of the homeless population but 59% of the general population. However, Latinx households in both Monterey and San Benito counties are more likely than white, non-Hispanic households to be extremely low income (earning less than 30% of area median income), placing them at risk of housing instability and homelessness.
In addition to these stark racial and ethnic disparities, stakeholders noted that there are significant disparities in access to homelessness response services and programs for people living in the more rural areas of the community, particularly in Monterey’s South County.
C. PREDICTIVE ANALYTICS
As part of the system assessment conducted in 2020-2021, CHSP and the Collaborative Planning Group worked with Focus Strategies to develop predictive modeling scenarios using the System-Wide Analytics and Projection (SWAP) tool. SWAP uses local data from Monterey and San Benito Counties - including the 2019 PIT count, 2019 HUD system performance measures, current inventory of beds in the system, system performance results, and assumptions about how many people can “self-resolve” their housing crisis. The modeling creates a ‘peek’ into the future to estimate how the numbers of people experiencing homelessness in the community might grow or shrink as changes are made to the homelessness response system. It does not provide a fixed or single “correct” answer, but rather predicts the likely implications of different choices and supports more intentional and deliberate strategic planning. A brief summary of the results is presented here, and the details may be found in the modeling report linked at
https://chsp.org/plan-rewrite.
The modeling analysis shows that adopting and meeting ambitious performance improvement targets will lead to a 100% reduction in unsheltered homelessness and 38% decrease in all homelessness over three years. These targets include:
Increase in rate of entry into programs by people who
are unsheltered
Meeting the targets for rate of exit to permanent housing will require an estimated additional 2,000 to 3,000 “exits” per year above what the system is currently achieving.
While some people may exit by securing an existing housing unit (either a subsidized unit or market rate unit with or without rental assistance), an increase in the overall supply of affordable housing will also be needed and particularly for Extremely Low Income (ELI) units (units affordable to people at 30% of less of area median income). A Housing Market Study completed by Focus Strategies as part of the system assessment found an estimated gap of 8,262 ELI units in Monterey County and 935 ELI units in San Benito County. While the gap of 8,262 ELI units is substantial, it is important to understand that this is the number of units needed so every ELI household in the community has access to an affordable unit.
Developing more ELI housing will help improve the system’s ability to provide affordable units for people who are experiencing homelessness or who are at-risk of homelessness.
However, it would be inaccurate to say that homelessness cannot be ended unless this gap is fully closed.
Significant increase in rate of exit to permanent housing from shelter, transitional housing, & rapid rehousing
Significant decrease in length of stay in these programs III. THE PLAN: 5 YEAR STRATEGIC
FRAMEWORK FOR HOMELESSNESS RESPONSE
Vision:
All people in Monterey
and San Benito County
communities live in decent,
safe and affordable
housing from which they
access services and
supports that stabilize
their lives.
Embedded with dignity and respect. The homelessness response system’s efforts center the needs of people requesting assistance by delivering individualized, comprehensive, and culturally competent services. Strengths-based, person-centered, trauma-informed, and harm reduction-based approaches are integrated into all aspects of service design and delivery.
Informed by people with lived experience of homelessness. People experiencing This Plan lays out the key goals and strategies that will organize the community’s response to homelessness over the five-year period from July 2021 to June 2026. It builds upon the system assessment, predictive analysis, and community input process completed in 2020- 2021 to set goals, measurable targets, and effective strategies designed to reduce the number of people experiencing homelessness in the community.
A. VISION
The vision encompassed by this Plan is that all people in Monterey and San Benito County communities live in decent, safe, and affordable housing from which they access services and supports that stabilize their lives.
B. GUIDING PRINCIPLES
The Plan is informed by six key principles:
homelessness are experts of their personal needs; the
homelessness response system honors and elevates
their input on service design and delivery.
Housing-focused. The solution to homelessness is
housing; all efforts of the homelessness response
system work towards the goal of helping people gain
and maintain stable, permanent housing situations.
Data-driven towards results. Strategies and priorities for reducing homelessness will be informed by data to best serve people experiencing homelessness, achieve desired outcomes, and guide strategic investments in programs and services.
Coordinated. The homelessness response system and other systems of care will communicate and partner towards shared goals of improving service linkages and reducing homelessness.
Equitable and social justice oriented. The homelessness response system acknowledges the barriers to housing and resource connection that disproportionately impact people by race, ethnicity, gender, and other identities. The system adopts intentional policies and programs to reduce these disparities and advance equity in system experiences and outcomes.
C. GOALS AND MEASURES TO TRACK PROGRESS
The centerpiece of this Plan is a set of measurable goals and targets that will organize the community’s response to homelessness and provide a methodology to track progress.
The Monterey and San Benito County CoC is setting a goal to reduce homelessness in the region by 50% over the next five years.
This reduction will be accomplished through three overarching strategies:
Improving the
performance of the
homelessness response
system, and particularly
the system’s effectiveness
in supporting people to
secure and sustain
housing
Expanding service-
oriented responses to
unsheltered
homelessness.
Increasing participation
in homelessness
solutions by leaders
and key stakeholders
from across the region
Reductions in Numbers of People Experiencing Homelessness The table below shows the targets for reduction in the size of the people of people experiencing homelessness over the five-year term of the plan. Since Monterey and San Benito Counties each conduct a separate PIT count, separate targets are provided for each county. The targets anticipate there will be an increase in the number of people experiencing homelessness in the first year of the plan. The increase is estimated due to several factors including that more than two years will have gone by since the 2019 PIT and pandemic-related economic and housing impacts have also impacted the size and composition of the population of people experiencing homelessness.
System and Project Performance Targets
To accomplish this level of success in reducing homelessness will require significant and sustained improvement in the ability of the homelessness response system to provide housing to people who experience homelessness. Achieving this 50% reduction will require that the CoC, counties, cities, and other funders set performance targets and work collaboratively with provider partners to ensure targets are met. The table below shows the targets set for each across three key measures: (1) entries from literal homelessness, which measures whether the system is accessible to people who have the greatest needs; (2) length of stay in programs, which measures how quickly programs in the system assist people to address their service and housing needs; and (3) rate of exit to permanent housing, which measures how effectively programs are supporting participants to secure safe and stable housing when they leave the system.
Housing Targets
Meeting the ambitious performance targets in the table above will mean that the homelessness response system overall must substantially increase the number of people who experience homelessness who secure a safe and stable housing placement on an annual basis. The table below provides targets over the five-year term of the plan relating to number of housing placements. The top of the table shows that to reach the overall goal of a 50% reduction in homelessness, by year 5 the system needs to have the capacity to house 2,929 households per year. Some of these housing placements can be achieved through use of the existing housing inventory, but some will need to come from newly constructed units. The bottom part of the table provides targets for the development of new permanent supportive and extremely low income (ELI) affordable units, broken out for each county.
D. STRATEGIES TO ACCOMPLISH GOALS
This section outlines the high-level strategies that the Leadership Council, CHSP, counties, cities, funders, providers, and other key stakeholders will deploy over the next five years to achieve the goals set forth in the Plan. These strategies apply to all populations of people experiencing homelessness and all parts of the region. The next section articulates specific strategies for priority subpopulations that have been identified as having the greatest need for assistance from the homelessness response system.
Strategy Area 1: Increase Participation in Homelessness Solutions by Leaders and Key Stakeholders from Across the Region
This strategy area reflects the community’s desire to develop and embrace a regionwide vision for reducing homelessness that is informed by data and equity considerations. It reflects a need for improved coordination across jurisdictions to inform housing and services
priorities and investment strategies. It also encompasses the goal of engaging and involving all jurisdictions and stakeholders in being part of the effort.
Key Strategies:
Adopt Five-Year Plan. Use this Five-Year Plan to establish a region-wide vision and action plan that includes practical ways that all stakeholders and community members can contribute to positive solutions to reduce homelessness.
Invest Strategically. Develop a data-informed and strategic regional investment strategy and provide actionable path for jurisdictions to align funding to achieve goals set out in this Five-Year Plan. Develop an annual investment report summarizing how homelessness response system resources were invested and the results.
Build Political Will for Affordable Housing. Maximize regional political and public support for affordable housing development as a solution to homelessness, with particular focus on housing for low-income workers, extremely low income (ELI) units, and permanent supportive housing.
Include People with Lived Experience of Homelessness. Create structures and processes to more meaningfully involve people who are experiencing homelessness in decision-making about the design, implementation, and evaluation of the homelessness response system.
Engage New Partners. Engage with jurisdictions, systems, and sectors not currently represented to participate in the Leadership Council or other CoC bodies. Educate and inform partners on how they can be part of the regional solution to homelessness, including practical strategies and activities for smaller and medium sized jurisdictions.
Center Equity. Apply an equity lens to all regional decision-making regarding homelessness. Identify and address racial and ethnic disparities throughout the system.
1.1 1.2
1.3 1.4
1.5 1.6
Strategy Area 2: Improve the Performance of the Homelessness Response System
This strategy area articulates the community’s commitment to creating a system that is highly effective at providing housing pathways for people experiencing homelessness. These strategies include establishing and measuring progress towards program and system goals, refining program and system strategies towards best practices, and strategically expanding housing and services inventory.
Expanding services and supports to help people secure existing units (e.g., housing focused case management, navigation services, property owner outreach and education, refinement of the CARS system).
Key Strategies:
Prevent Homelessness. Prevent homelessness through adoption of problem solving (also known as diversion or rapid resolution) and targeted prevention strategies system-wide (accessible in all regions of the community). Effective homelessness prevention and shelter diversion activities are rooted in strengths- based, trauma-informed approaches, and creative problem solving. These practices assist people seeking services in exploring all the potential resources available to resolve their housing crisis and supporting solutions outside of shelter or the resources of the homelessness response system.
Enrich and Expand Mobile Outreach Services. Provide solutions-oriented mobile outreach to all geographic areas of the region, with particular focus on underserved areas (South Monterey County and San Benito County). Equip and train outreach teams to engage and build relationships with people who are unsheltered and to provide practical support to access shelter, housing, and service connections.
Provide Low Barrier Shelter. Maintain the region’s inventory of accessible, low barrier, and service-rich emergency shelter. Strategically expand temporary housing inventory (shelter and transitional housing) to fill identified gaps (e.g., for underserved geographic areas or special populations).
Expand Housing Solutions. Increase the capacity of the homelessness response system to provide “exits” from homelessness through:
2.1 2.2
2.3 2.4
Expanded availability of rental assistance (e.g., shallow subsidies, rapid rehousing, tenant-based permanent supportive housing, and housing choice vouchers)
Building more permanent supportive housing and ELI affordable housing (see Section above for specific targets).
Specific targets for numbers of exits, including goals for new units, are detailed in the Section III.C., above.
Support People to Retain Housing. Provide robust housing retention support to ensure people entering housing do not return to homelessness, with a particular focus on people who need assistance to manage behavioral health and health conditions.
Embrace Housing First. Strengthen understanding of and alignment to Housing First principles throughout the system. Adopt system policies and standards that incorporate housing first principles. Provide training and capacity to providers and other partners to support implementation.
Implement Performance Measurement and Continuous Quality Improvement.
Adopt and implement performance measures for emergency shelters, transitional housing, and rapid re-housing over a five-year period. Continuously evaluate and report on system results, including assessment of equity in access and outcomes.
2.5 2.6
2.7 Strategy Area 3: Expand Service-Oriented Responses to Unsheltered Homelessness
This strategy area reflects the community’s investment in responding to feedback from people experiencing homelessness about their needs and goals, with a focus on increasing the services available to address the immediate health and safety needs of people who are unsheltered.
Hygiene and safety (e.g., food, showers, sinks, toilets, trash removal) Key Strategies:
Provide Services and Supports to Encampments. Prioritize the provision of services as a key element of the response to encampments, including offering:
3.1 Access to needed services (e.g., case management, mental health services, linkages to services, shelter connections, housing navigation, and other supports)
Build Collaborative Relationships with People in Encampments. Include people living in encampments in planning and decision-making about how to meet their needs.
Provide Safe, Temporary Locations for People to Stay. Expand availability of temporary places where unsheltered people and the public can both be safe and healthy (e.g., approved parking sites, safe sleeping spaces).
Connect Unsheltered People to Housing. In addition to meeting basic needs, ensure that crisis/emergency and temporary services and programs that target unsheltered people provide connections to services and/or pathways to housing.
E. SPECIFIC STRATEGIES FOR PRIORITY SUBPOPULATIONS
Within the population of people who experience homelessness in Monterey and San Benito Counties, there are several subpopulations that are most critically in need of focused attention, due to having particularly complex needs and challenges to securing safe and stable housing. This section describes four priority subpopulations and identifies the primary strategies the CoC Leadership Council, CHSP, counties, cities, funders, providers, and other key stakeholders will deploy to address their needs.
1. People Experiencing Chronic Homelessness
A single individual or family is considered to be experiencing chronic homelessness if there is an adult in the household that has a disabling condition and has been continuously homeless for more than a year and/or has experienced four or more episodes of homelessness in three years. The 2019 PIT count found there were 562 people who were chronically homeless in Monterey County (23% of the population) and 79 in San Benito County (28% of the population). People in this subpopulation are particularly vulnerable due to their disabilities and extended length of time spent living outside. Many are frequent users of emergency services and have many interactions with law enforcement.
3.2 3.3
3.4 Within the population of people who experience homelessness in Monterey and San Benito Counties, there are several subpopulations that are most critically in need of focused attention, due to having particularly complex needs and challenges to securing safe and stable housing. This section describes four priority subpopulations and identifies the primary strategies the CoC Leadership Council, CHSP, counties, cities, funders, providers and other key stakeholders will deploy to address their needs.
Expanding the region’s inventory of permanent supportive housing, with a particular focus on construction of new PSH units. This will include leveraging existing and new State financing sources, including No Place Like Home (NPLH), the Homekey program, and other new funding through the California Comeback Plan.
Continuing to build partnerships between the Continuum of Care/homelessness response system and the health and behavioral health systems in both Monterey and San Benito Counties, to provide integrated, interdisciplinary care to address the multiple and complex needs and problems faced by people who experience chronic homelessness. Expanding permanent supportive housing will require leveraging State Medicaid funds to pair health and behavioral health services with housing, such as through Whole Person Care. This strategy area will also focus on building the capacity of community-based agencies and supportive housing providers to bill Medicaid/Medi-Cal for the services people need to achieve health and stability.
Investing in programs that connect people who are chronically homelessness with the public benefits for which they are eligible, such as the federally sponsored SOAR (SSI/SSDI Outreach, Access and Recovery) Project, a proven approach to assisting homeless people with disabilities to access SSI/SSDI benefits.
Strategies to Provide Solutions for People Experiencing Chronic Homelessness
Securing and sustaining stable housing is particularly challenging for people who have experienced chronic homelessness. System level strategies to provide solutions for this population include:
2. Youth
At the time of the 2019 PIT count, unaccompanied youth under the age of 25 made up 13% of the population of people experiencing homelessness in Monterey and San Benito Counties. Of those young people, 91% were unsheltered. At the time of this Plan’s development, there was only one housing program in the CoC specifically serving young adults. Young people often prefer and feel safer in programs geared towards their age range where services are tailored towards their developmental phase.
With extensive feedback from community stakeholders and young people with lived experience of homelessness, the CoC has been working towards developing a homelessness response system that can better address the needs of unaccompanied young people. Between 2020 and 2021, Focus Strategies supported the CoC in completing a needs assessment exploring the scope and experiences of homelessness among youth in Monterey and San Benito Counties as well as the strengths and gaps of the existing homelessness response service network, and in developing a vision for a youth-tailored homelessness response system. These processes provided foundational understanding and goals for the community’s Youth Homelessness Demonstration Project (YHDP) application submitted in July 2021.
Adopting and implementing recommended refinements to the Coordinated Access and Referral System (CARS) process to respond to the specific needs of youth and young adults. Recommended refinements include ensuring young people have a consistent point of contact at a service provider agency throughout the CARS process, revising the phased assessment process to integrate problem solving and to include more strengths-based and equity- focused questions, and updating the prioritization process to improve the rates of referral for young people to available housing resources.
Expanding the inventory of youth-tailored housing options to include multiple types of housing with varying levels of services intensity and programs in multiple regions of the CoC. This includes youth-specific rapid rehousing programs and permanent supportive housing, as well as innovative models that Strategies to Provide Solutions for Youth
Key system level strategies to provide solutions for unaccompanied youth and young adults include:
3. People who are Undocumented
Both Monterey and San Benito Counties have significant populations of immigrants and agricultural workers, some of whom are undocumented. While exact numbers are difficult to compile, service providers report that many people experiencing homelessness in the region lack legal immigration status. Undocumented people experiencing homelessness include both single individuals as well as families with children. These households face particularly severe barriers to securing safe and stable housing, including difficulties securing regular employment, non-eligibility for federally funded housing and benefits programs, identification and paperwork requirements for accessing private market housing, and language barriers.
Increasing coordination between homelessness response system and systems of care that young people at-risk of and experiencing homelessness frequently engage. This includes developing and implementing strategies with the child welfare system, juvenile and adult justice systems, education system, and behavioral health system to identify and coordinate specific roles for each system in homelessness prevention and response.
may be pursued if the community is a YHDP grantee. Innovative models may include host homes, joint transitional housing-rapid rehousing programs, or extended rapid rehousing programs with service intensity flexibility.
Removing barriers to temporary housing, including both single adult and family shelter and transitional housing programs.
Identifying local and flexible sources of funding to provide housing subsidies for this population.
Continuing to expand the supply of farmworker housing in the community.
Strengthening connections between the homelessness response system and programs that provide legal and other services for immigrants.
Strategies to Provide Solutions for People who are Undocumented Key system level strategies for these households include:
4. Reentry Population
In the 2019 PIT count, 18% of people experiencing homelessness in Monterey County and 12% in San Benito County reported prior involvement with the criminal justice system. Like many communities in California, Monterey and San Benito Counties have a significant number of people who experience homelessness upon their release from jail or prison. At the same time, people who are unsheltered are at high risk of entering or returning to the criminal justice system. Breaking this cycle is particularly challenging due to the many housing barriers experienced by people who have criminal justice involvement, including difficulty securing employment, restrictions on accessing federal funded housing and benefits programs, stigma and discrimination, and in many cases disabling behavioral health conditions.
Continuing to partner with the Monterey County and San Benito County Sheriff’s and Probation Departments to expand and enrich pre-release services, with a particular focus on housing planning.
Scaling up housing-focused re-entry programs targeted to individuals with prior histories of homelessness, providing support with housing search, housing subsidies, and connection to employment services.
Developing criminal justice diversion strategies and incarceration alternatives for people experiencing homelessness (e.g., drug courts or homeless courts), to prevent people experiencing homelessness from entering jail whenever possible.
Lowering barriers to shelter access and ensuring there is an adequate inventory of shelter beds that can accept people with felony convictions, including sex offenders.
Strategies to Provide Solutions for Reentry Population
Key strategies the CoC and its partners will deploy to help reduce homelessness for this subpopulation include:
IV. IMPLEMENTATION AND
EVALUATION
4. Increase in system “exits” in relation to
established targets
relation to established targets
Annual Action Plan
A. DEVELOPING AND IMPLEMENTING ANNUAL ACTION PLANS
This plan sets out a set of five-year goals and performance targets and outlines the broad strategies that the community will implement to achieve the targets. To operationalize these strategies, the Funding Committee of the Leadership Council will be responsible for developing annual action plans each year and aligning available funding to support the activities identified in each year’s plan. The Action Plan for Year One (July 2021 to June 2022) is included in the next Section.
B. TRACKING AND REPORTING ON RESULTS
Each year, CHSP will track and report on progress in meeting the goals and targets outlined in this Plan, including:
1. Change in size of population experiencing homelessness (as measured by PIT counts or other methodology)
2. Change in numbers of people served in the homelessness response system annually (from HMIS)
3. System and program performance in relation to established targets:
a. Entries from homelessness
b. Length of stay in programs
c. Exit to permanent housing
5. Development of new housing units in
6. Any other measures identified in the
In addition, progress in completing activities set
out in the Annual Action Plan will also be tracked
and reported.
V. YEAR ONE ACTION PLAN
The tables below present the specific action steps that will be implemented in Year One of this Five-Year Plan to achieve the identified goals and targets.
ACKNOWLEDGEMENTS
The Coalition of Homeless Services Providers (CHSP) and the Collaborative Planning Group would like to thank the many community stakeholders, organizations, and people with lived experience of homelessness for their participation in the process to update the Lead Me Home Plan. Thank you to Focus Strategies for technical assistance in developing the Plan.
LEAD ME HOME PLAN UPDATE
Five Year Plan to Reduce Homelessness in
Monterey and San Benito Counties
Salinas City Council
February 1, 2022
Roxanne Wilson, Executive Director
The
Coalition
of
Homeless Services Providers
Megan Hunter, Director
City
of Salinas Community Development
Departmen
t
PLAN
OVERVIEW
Goals for the Planning Process
• Develop an update and rewrite to the
previous 10 Year Lead Me Home Plan to End
Homelessness
• Ensure updated Plan:
• Is informed by local data
• Integrates input from local stakeholders
and people with lived expertise
• Is aligned with current and national best
practices
3 How the Plan Was Developed
• CHSP engaged Focus Strategies to guide the Plan development process • CHSP and Focus Strategies worked collaboratively to develop the plan with:
County of Monterey Department of Social Services
County of Monterey Health Department
County of San Benito Health and Human Services
City of Salinas
• Feedback was sought from community stakeholders, including people with lived experience of homelessness
4 How the Plan Was Developed
Lead Me
Home Plan
UpdatePreliminary
System
Assessment
Program and
System
Performance
Analysis
Predictive
Modeling
Housing Market
Gaps Analysis Stakeholder
and Community
Input Sessions
Community
Survey
Plan
Development
Sessions
• The planning process incorporated robust data analysis, engagement of key stakeholders in strategy development, and extensive community input.
5 Guiding Principles
Embedded with dignity and
respect
Informed by people with
lived experience of
homelessness
Housing-focused
Data-driven towards results
Coordinated
Equitable and social justice
oriented
6 GOALS AND
STRATEGIES
The Monterey and San Benito County CoC is setting
a goal to reduce homelessness in the region by
50%
over the next
5 years
8 Performance Targets for Reductions in Homelessness
9 HOMELESSNESS REDUCTION TARGETS
Measure
Target
Baseline
19/20
Year 1
21/22
Year 2
22/23
Year 3
23/24
Year 4
24/25
Year 5
25/26
Population Size Targets
Total Number of People
Experiencing Homelessness
(PIT)
2,704 3,623 3,218 2,696 2,164 1,297
By County
Monterey County 2,422 3,245 2,882 2,414 1,938 1,162
San Benito County 282 378 336 282 226 135
Program Performance Targets
10 SYSTEM PERFORMANCE TARGETS
Measure
Target
Baseline
19/20
Year 1
21/22
Year 2
22/23
Year 3
23/24
Year 4
24/25
Year 5
25/26
Entries from Literal Homelessness (% of Households)
Emergency Shelter 78% 78% 80% 80% 85% 85%
Transitional Housing 66% 75% 80% 85% 90% 95%
Rapid Rehousing 73% 80% 85% 85% 90% 95%
Length of Stay (Days)
Emergency Shelter 51 51 51 45 40 35
Transitional Housing 300 300 300 275 215 160
Rapid Rehousing 170 170 170 150 135 120
Exit Rate to Permanent Housing (% of Households)
Emergency Shelter 12% 15% 25% 30% 40% 50%
Transitional Housing 70% 75% 80% 85% 90% 90%
Rapid Rehousing 55% 60% 65% 75% 80% 90%
Housing Targets
HOUSING TARGETS
Measure
Target
Year 1
21/22
Year 2
22/23
Year 3
23/24
Year 4
24/25
Year 5
25/26
System Permanent Housing Needs (Number of Households)
HHs Needing a Permanent Housing Placement 1,339 1,760 2,046 2,482 2,929 HHs Housed Using Existing RRH & PSH 819 819 819 1,042 1,042 HHs Housed Using Additional Placements 520 941 1,227 1,440 1,887 Additional Housing Placement Targets (Number of Households) Newly constructed PSH and ELI affordable units 200 300 400 500 500 Use of existing inventory (housing subsidies, shared
housing, housing problem solving, housing
navigation, property owner engagement, etc.)
320 641 827 940 1,387
New Construction Targets by County (Number of Units)
Monterey County 180 270 360 450 450
San Benito County 20 30 40 50 50
11 Three Overarching Strategies to Reach Goals
12 1 2 3
Increase participation in
homelessness solutions
by leaders and key
stakeholders across the
region
Improve performance
of the homelessness
response system in
providing pathways to
housing
Expand service-
oriented responses to
unsheltered
homelessness
STRATEGY
AREA 1:
Increase
Participation by
Leaders and Key
Stakeholders
Across the Region
Strategy Area 1: Increase Participation by Leaders and
Key Stakeholders Across the Region
14 Adopt Five Year Plan: Establish a region-wide vision and action plan that all stakeholders and community members can contribute to
1.1 Invest Strategically: Develop a data informed and strategic regional investment strategy; align investments to achieve goals; report annually on results of investments
1.2 Build Political Will for Affordable Housing: Maximize political and public support for affordable housing for people who are extremely low income or experiencing homelessness
1.3 15
Include People with Lived Experience of Homelessness: Create structures and processes to more meaningfully include people with lived experience of homelessness in design, implementation and evaluation of the homelessness response system
1.4 Engage New Partners: Engage jurisdictions, systems, and partners not currently on the Leadership Council or other CoC bodies; identify practical ways that smaller jurisdictions can contribute to regional solutions
1.5 Center Equity: Apply an equity lens to all regional decision making; identify and address racial and ethnic disparities in the homelessness response system
1.6 STRATEGY
AREA 2:
Improve
Performance of
the Homelessness
Response System
in Providing
Pathways to
Housing
Strategy Area 2: Improve Performance of the
Homelessness Response System
17 Prevent Homelessness: Adopt problem solving and targeted prevention strategies system-wide
2.1 Enrich and Expand Mobile Outreach Services: Provide solutions- oriented outreach throughout the region; scale up outreach in underserved areas (South Monterey and San Benito Counties)
2.2 Provide Low Barrier Shelter: Maintain region’s inventory of low barrier, service rich emergency shelter; strategically expand temporary housing inventory to address gaps
2.3 18
Expand Housing Solutions: Increase capacity to provide housing exits through:
- Expanding services and support to get people into existing units - Expanded availability of rental assistance
- Building more PSH and ELI affordable housing
2.4 Support People to Retain Housing: Provide robust housing retention support with focus on people who need assistance to manage behavioral health and health conditions
2.5 Embrace Housing First: Strengthen understanding and alignment to Housing First principles throughout the homelessness response system
2.6 Implement Performance Measurement and Continuous Quality Improvement: Adopt and implement performance measures for temporary and permanent housing programs; evaluate and report on results
2.7 STRATEGY
AREA 3:
Expand
Service-Oriented
Responses to
Unsheltered
Homelessness
Strategy Area 3: Expand Service-Oriented Response to
Unsheltered Homelessness
20 Provide Services and Supports to Encampments: Prioritize services as a key element of encampment response - including hygiene, safety, and service connections
3.1 Build Collaborative Relationships with People in Encampments:
Include people living in encampments in planning and decisions on meeting their needs
3.2 21
Connect Unsheltered People to Housing: Ensure crisis/emergency and temporary services for unsheltered people provide connections services and/or pathways to housing
3.4 Provide Safe, Temporary Locations for People to Stay: Expand availability of temporary places where unsheltered people and the public can be safe and healthy
3.3 Priority Populations
The Plan identifies specific strategies for four populations that have complex needs and challenges in securing housing:
People experiencing chronic homelessness
Youth and young adults (up to age 24)
People who are undocumented
People re-entering the community from criminal justice system 22 Implementation and Evaluation
• Funding Committee of the Leadership Council is charged with creating annual action plans to execute this Plan and align funding to support its activities • The Action Plan for Year One (2021-2022) is included in this Plan update • CHSP will track and report annually on community progress towards meeting the Plan goals and targets
23 Recommendation
It is recommended that the Salinas City Council approve a resolution accepting the Lead Me Home Update - 5 Year Plan to Reduce Homelessness in Monterey and San Benito
Counties as a key strategic planning and implementation document.
24 QUESTIONS?
TO SEE THE FULL PLAN AND SUPPLEMENTAL DOCUMENTS, VISIT CHSP.ORG/PLAN-REWRITE City of Salinas
Legislation Text
200 Lincoln Ave., Salinas,
CA 93901
www.cityofsalinas.org
File #: ID#22-052, Version: 1
Redistricting Salinas 2021 - Public Hearing #3
No action required. Receive public input on redistricting and proposed Plan 1 and Plan 2.
City of Salinas Printed on 1/26/2022Page 1 of 1
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Page | 1
CITY OF SALINAS
COUNCIL STAFF REPORT
DATE: FEBRUARY 1, 2022
DEPARTMENT: ADMINISTRATION
FROM: Patricia M. Barajas, City Clerk
Christopher A. Callihan, City Attorney
Lapkoff & Gobalet Demographers
TITLE: REDISTRICTING SALINAS PUBLIC HEARING #3
RECOMMENDED MOTION:
No recommended motion. Consider the 2020 Census population deviations , proposed draft map plans, receive public input, and provide direction to staff.
RECOMMENDATION:
Consider the 2020 Census population deviations, proposed draft map plans , receive public input, and provide direction to staff.
EXECUTIVE SUMMARY:
Every ten years upon the release of the decennial census data, the City of Salinas shall adjust the boundaries of any or all its six (6) City Council Districts based on the new census data and criteria set forth in state law and the City Charter. Pursuant to Salinas Charter Article 2, Section 2.4, the City Council must adjust the boundaries so that each district shall be nearly equal in population according to the latest federal decennial census. A new state law (the FAIR MAPS act) requires that the city hold at least four public hearings , even if the Council retains the current election districts.
Our demographers have determined that the official (California Statewide Database) counts show that our Council districts are still sufficiently equal in total population that they can be used until after the 2030 U.S. Census. Election district populations do not need to be exactly equal. Some leeway is permitted: a deviation of up to 10 percent from the ideal district population is permitted between the most and least populated council districts. In our case, the current plan’s deviation is
7.3 percent. Thus, there is no imperative to change council districts in order to balance the council district populations.
BACKGROUND:
Every 10 years, cities must red istrict (adjust Council District boundaries to equalize total populations) using the new Census counts and cities must adopt new boundaries before April 17, Page | 2
2022. Any new council districts will be used until Census 2030 data are released and incumbents will complete their terms of office even if they no longer live in the district they were elected to represent.
The City Council held its first public hearing on October 12, 2021, f ollowing receipt of updated population data from the 2020 Census . Council received information regarding the red istricting process, state law requirements and population data deviations. Council Districts’ 2020 populations need to be nearly equal and deal district population must be 1/6 of the city’s 2020 Census population. The City of Salinas = 164,232 total population; 1/6 of the total is 27,372, for an ideal district population. Plan deviation is the difference between the least and most populous districts, divided by the ideal district size, 10% deviation is permitted = 2,737 persons (27,372 x 10%). The City of Salinas has a 7.3 percent population deviation.
At its October 12, 2021 the City Council requested a reduction in District 5’s population and a more identifiable districts southern boundary for Council consideration on January 11, 2022.
On January 11, 2022, the City Council held Public Hearing #2 and received a report and proposed Plan 1 and Plan 2 from Lapkoff & Gobalet Demographers, Inc.
Plan 1
Most of the southern boundary of District 5 is along Larkin Street with the railroad tracks boundary between District 3 and District 4 with a Plan deviation of 6.6%.
Plan 2
Requires more change to make boundaries easily recognizable and to keep neighborhoods/communities of interest intact to the extent possible. Additional differences include changes along East Alvin Drive from District 6 to District 4; District 1 to District 6 boundary along Boronda Road; District 4 to District 1 along N. Sanborn Road; and a population balance between District 2 and District 1 along Garner Avenue, Towt Street and Del Monte Avenue. Plan deviation of 6.0%. See attachment.
At its January 11, 2022 , public hearing , Councilmember s expressed their desire to retain the current district boundaries as the re is no significant change in population. City Council acknowledged the potential need to redistrict following the 2030 Census in anticipation of planned development of the Future Growth Area.
The City Council must conduct one more public hearing which is scheduled for March 8, 2022, at which time the Council will need adopt a resolution either retaining the current district boundaries or adopting a plan.
CEQA CONSIDERATION:
Not a Project . The City of Salinas has determined that the proposed action is not a project as defined by the California Environmental Quality Act (CEQA) (CEQA Guidelines Section 15378).
Page | 3
STRATEGIC PLAN INITIATIVE:
The redistricting process supports the City’s goals by continuing to address the quality of life of all residents and long-term community investment.
DEPARTMENTAL COORDINATION:
The City Clerk’s Office will work in coordination with City Attorney’s office and with direction from the demographers to ensure compliance with all local, state, and federal requirements.
Additionally, staff will work with the various city department to support public engagement and participation efforts.
FISCAL AND SUSTAINABILITY IMPACT:
In February 2021 the City Council approved a professional services agreement with Lapkopff & Gobalet Demographers and appropriated $100,000 to cover the cost of a Redistricting Consultant and expenses thereof. No additional fiscal impacts have been identified at this time.
ATTACHMENTS:
Plan 1
Plan 2
Union Pacific RR
3 -1.4%
1 -1.9%
6 -0.1%
4 4.6%
2 -1.1%
5 -0.2%
101
101
68 101
OLD STAGE RD
WILLIAMS RD
ALISAL RD
E BORONDA RD
HARKINS RD
SAN JUAN GRADE RD
NATIVIDAD RD
CONSTITUTION BLVD
E ALISAL ST
SHERWOOD DR
RUSSELL RD
N DAVIS RD
W BLANCO RD
N M
AIN ST
E LAUREL DR
N SANBORN RD
HARRIS RD
ROY DIAZ ST
E MARKET ST
HANSEN ST
BARDIN RD
BORONDA RD
AIRPORT BLVD
ABBO
TT ST
183
JOHN ST
DAVIS RD
FREEDOM PKY
FRONT ST
W ALISAL ST
E BERNAL DR
SALINAS ST
S SA
NBORN RD
W LAUREL DR
M
ONTEREY ST
E ROSSI ST
TRAFFIC CIRJAMES ST
ESPINOSA RD
Lapkoff & Gobalet Demographic Research, Inc. 12/28/21
www.Demographers.com
City of Salinas
Plan Adopted Feb 7, 2012 (color-shaded)
Plan 1 (black line)
W ROSSI ST
LARKIN ST
E ALVIN ST
NANTUCK
ET BLVD
DEL M
ONTE AVE
SCONBERG PKWY
TOW
T ST
RICO ST
CASENTINI
RAINIER DR
LINWOOD DR
Legend
US Street
Railroad
Plan 1
Feb 7, 2012
Trustee Area 1
Trustee Area 2
Trustee Area 3
Trustee Area 4
Trustee Area 5
Trustee Area 6
Plan Adopted
©2021 CALIPER; ©2020 HERE
District
Total
Population
Latino/
Hispanic White Black Asian Other Total District
Total
Population
Latino/
Hispanic White Black Asian Other
1 26,840 91% 3% 1% 4% 1% 100% 1 8,677 81% n/a n/a 5% n/a 2 27,079 93% 3% 0% 2% 1% 100% 2 8,159 85% n/a n/a 3% n/a 3 27,002 58% 30% 2% 7% 3% 100% 3 14,753 41% n/a n/a 5% n/a 4 28,644 84% 8% 2% 5% 2% 100% 4 10,289 70% n/a n/a 5% n/a 5 27,320 80% 11% 2% 5% 2% 100% 5 9,976 64% n/a n/a 5% n/a 6 27,347 72% 12% 2% 13% 2% 100% 6 13,701 63% n/a n/a 8% n/a Total 164,232 80% 11% 1% 6% 2% 100% Total 65,555 65% n/a n/a 5% n/a
1 17,899 89% 4% 1% 5% 1% 100% 1 5,814 79% n/a n/a 6% n/a 2 18,510 92% 3% 0% 3% 1% 100% 2 5,215 84% n/a n/a 3% n/a 3 20,544 52% 35% 2% 7% 3% 100% 3 11,815 38% n/a n/a 5% n/a 4 20,186 80% 10% 2% 5% 2% 100% 4 7,060 67% n/a n/a 5% n/a 5 19,150 75% 14% 2% 6% 2% 100% 5 6,965 60% n/a n/a 5% n/a 6 20,315 68% 14% 2% 14% 2% 100% 6 10,375 62% n/a n/a 8% n/a Total 116,604 76% 14% 2% 7% 2% 100% Total 47,244 61% n/a n/a 6% n/a District Total Pop Deviation % Deviation
1 7,499 77% 9% 2% 9% 4% 100% 1 26,840 ‐532 ‐1.9%
2 6,170 85% 9% 1% 2% 3% 100% 2 27,079 ‐293 ‐1.1%
3 16,149 41% 46% 2% 7% 5% 100% 3 27,002 ‐370 ‐1.4%
4 10,281 66% 19% 3% 7% 5% 100% 4 28,644 1,272 4.6%
5 12,796 56% 27% 4% 8% 5% 100% 5 27,320 ‐52 ‐0.2%
6 15,275 59% 19% 3% 14% 4% 100% 6 27,347 ‐25 ‐0.1%
Total 68,170 60% 25% 3% 8% 4% 100% Total 164,232
Ideal 27,372 1,804 6.6%
Total Population Percentages
Age 18+ (Voting Age) Population Percentages
Citizens of Voting Age (CVAP) Percentages
City of Salinas Plan 1
Non‐Hispanic
Registered Voters
Actual Voters
Non‐Hispanic
City of Salinas Plan 1
Union Pacific RR
3 -1.4%
1 -2.0%
6 -1.0%
4 0.5%
2 4.0%
5 -0.2%
101
101
68 101
OLD STAGE RD
WILLIAMS RD
ALISAL RD
E BORONDA RD
HARKINS RD
SAN JUAN GRADE RD
NATIVIDAD RD
CONSTITUTION BLVD
E ALISAL ST
SHERWOOD DR
RUSSELL RD
N DAVIS RD
W BLANCO RD
N M
AIN ST
E LAUREL DR
N SANBORN RD
HARRIS RD
ROY DIAZ ST
E MARKET ST
HANSEN ST
BARDIN RD
BORONDA RD
AIRPORT BLVD
ABBO
TT ST
183
JOHN ST
DAVIS RD
FREEDOM PKY
FRONT ST
W ALISAL ST
E BERNAL DR
SALINAS ST
W LAUREL DR
M
ONTEREY ST
E ROSSI ST
FAIRVIEW AVE
JAMES ST
ESPINOSA RD
Lapkoff & Gobalet Demographic Research, Inc. 12/30/21
www.Demographers.com
City of Salinas
Plan Adopted Feb 7, 2012 (color-shaded)
Plan 2 (black line)
W ROSSI ST
LARKIN ST
E ALVIN ST
NANTUCK
ET BLVD
SCONBERG PKWY
TOWT ST
RICO ST
CASENTINI
RAINIER DR
LINWOOD DR
DEL M
ONTE AVE
GARNER AVE
Legend
US Street
Railroad
Plan 2
Feb 7, 2012
Trustee Area 1
Trustee Area 2
Trustee Area 3
Trustee Area 4
Trustee Area 5
Trustee Area 6
Plan Adopted
©2021 CALIPER; ©2020 HERE
District
Total
Population
Latino/
Hispanic White Black Asian Other Total District
Total
Population
Latino/
Hispanic White Black Asian Other
1 26,822 93% 3% 1% 3% 1% 100% 1 7,942 83% n/a n/a 4% n/a 2 28,473 94% 3% 0% 2% 1% 100% 2 8,905 85% n/a n/a 3% n/a 3 27,002 58% 30% 2% 7% 3% 100% 3 14,753 41% n/a n/a 5% n/a 4 27,519 82% 9% 2% 5% 2% 100% 4 10,139 69% n/a n/a 5% n/a 5 27,320 80% 11% 2% 5% 2% 100% 5 9,976 64% n/a n/a 5% n/a 6 27,096 71% 12% 2% 13% 2% 100% 6 13,840 62% n/a n/a 9% n/a Total 164,232 80% 11% 1% 6% 2% 100% Total 65,555 65% n/a n/a 5% n/a
1 17,767 91% 3% 1% 4% 1% 100% 1 5,203 81% n/a n/a 5% n/a 2 19,491 93% 3% 0% 3% 1% 100% 2 5,752 84% n/a n/a 3% n/a 3 20,544 52% 35% 2% 7% 3% 100% 3 11,815 38% n/a n/a 5% n/a 4 19,482 79% 11% 2% 6% 2% 100% 4 7,006 67% n/a n/a 5% n/a 5 19,150 75% 14% 2% 6% 2% 100% 5 6,965 60% n/a n/a 5% n/a 6 20,170 67% 14% 2% 15% 2% 100% 6 10,503 61% n/a n/a 9% n/a Total 116,604 76% 14% 2% 7% 2% 100% Total 47,244 61% n/a n/a 6% n/a District Total Pop Deviation % Deviation
1 7,023 79% 8% 2% 8% 3% 100% 1 26,822 ‐550 ‐2.0%
2 6,699 85% 9% 1% 2% 4% 100% 2 28,473 1,101 4.0%
3 16,149 41% 46% 2% 7% 5% 100% 3 27,002 ‐370 ‐1.4%
4 10,343 65% 20% 3% 7% 5% 100% 4 27,519 147 0.5%
5 12,796 56% 27% 4% 8% 5% 100% 5 27,320 ‐52 ‐0.2%
6 15,160 59% 19% 4% 14% 4% 100% 6 27,096 ‐276 ‐1.0%
Total 68,170 60% 25% 3% 8% 4% 100% Total 164,232
Ideal 27,372 1,651 6.0%
City of Salinas Plan 2
Non‐Hispanic
Registered Voters
Actual Voters
Non‐Hispanic
City of Salinas Plan 2
Total Population Percentages
Age 18+ (Voting Age) Population Percentages
Citizens of Voting Age (CVAP) Percentages
City of Salinas
Legislation Text
200 Lincoln Ave., Salinas,
CA 93901
www.cityofsalinas.org
File #: ID#22-051, Version: 1
Minutes
Approve minutes of January 18, 2022.
City of Salinas Printed on 1/26/2022Page 1 of 1
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City of Salinas
Legislation Text
200 Lincoln Ave., Salinas,
CA 93901
www.cityofsalinas.org
File #: ID#22-053, Version: 1
Financial Claims
Approve financial claims report.
City of Salinas Printed on 1/26/2022Page 1 of 1
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Number Date Status
454182 01/18/2022 Open
454183 01/18/2022 Open
454184 01/18/2022 Open
454185 01/18/2022 Open
454186 01/18/2022 Open
454187 01/18/2022 Open
454188 01/18/2022 Open
454189 01/18/2022 Open
454190 01/18/2022 Open
454191 01/18/2022 Open
454192 01/18/2022 Open
454193 01/18/2022 Open
454194 01/18/2022 Open
454195 01/18/2022 Open
454196 01/18/2022 Open
454197 01/18/2022 Open
454198 01/18/2022 Open
454199 01/18/2022 Open
454200 01/18/2022 Open
454201 01/18/2022 Open
454202 01/18/2022 Open
454203 01/18/2022 Open
454204 01/18/2022 Open
454205 01/18/2022 Open
454206 01/18/2022 Open
454207 01/18/2022 Open
454208 01/18/2022 Open
454209 01/18/2022 Open
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454211 01/18/2022 Open
454212 01/18/2022 Open
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454214 01/18/2022 Open
454215 01/18/2022 Open
454216 01/18/2022 Open
454217 01/18/2022 Open
454218 01/18/2022 Open
454219 01/18/2022 Open
454220 01/18/2022 Open
454221 01/18/2022 Open
454222 01/18/2022 Open
CMP-1 Llc dba The Pointe at Northridge
CMP-1 Llc dba The Pointe at Northridge
CMP-1 Llc dba The Pointe at Northridge
Chrisp Company
Cintas
CMP-1 Llc dba The Pointe at Northridge
Central Coast Center For Independent
Charline A Knott dba Bonnie Doone Apartments
Chrisp Company
California Water Service
Casentini Street Apartments, Llc
CDW-G
California Water Service
California Water Service
California Water Service
California Water Service
California Water Service
California Water Service
Bridgestone Americas, Inc dba Bridgestone America
BrightView Landscape Services, Inc
Cal-West
BKF Engineers
BRE Everbright M6 LLC dba G6 Hospitality Property
Breakout Prison Outreach dba California Youth Outr
Asap Alisal Signs And Printing
Bay Area Community Services Inc.
Bearing Engineering Company
American Supply Company
Aramark Uniform & Career Apparel Group, Inc
Armando Ceja-Avalos
Alco Water
All Safe Security Alarm
Amazon.Com
ADB Safegate Americas Holding Inc dba ADB Safegate
Alameda Electrical Distributors
Alco Water
Melanie Coffin
Zachary Dunagan
Acme Car Wash (William Pierce Inc)
General Account - General Account
Check
Earl Paisant
Gerardo Magana
City of Salinas
Claim Checks Report 454182-454368
From Payment Date: 1/18/2022 - To Payment Date: 1/21/2022 Payee Name
Pages: 1 of 10
Number Date Status
General Account - General Account
Check
City of Salinas
Claim Checks Report 454182-454368
From Payment Date: 1/18/2022 - To Payment Date: 1/21/2022 Payee Name
454223 01/18/2022 Open
454224 01/18/2022 Open
454225 01/18/2022 Open
454226 01/18/2022 Open
454227 01/18/2022 Open
454228 01/18/2022 Open
454229 01/18/2022 Open
454230 01/18/2022 Open
454231 01/18/2022 Open
454232 01/18/2022 Open
454233 01/18/2022 Open
454234 01/18/2022 Open
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454259 01/18/2022 Open
454260 01/18/2022 Open
454261 01/18/2022 Open
454262 01/18/2022 Open
454263 01/18/2022 Open
Johnson Electronics
Jose Luis Corral dba Salinas Pizza
Ingram Book Company
Interim Inc
Iteris Inc
Home Depot Credit Services
Housing Authority of the County of Monterey
Howard's Auto Upholstery
Harold Hamiliton
Harris and Associates
Hemi's Landscaping and Concrete Inc
Granite Rock Co
Grayshift LLC
Green Rubber Kennedy Ag
Georgette Criswell
Gold Star Motors dba Gold Star Buick GMC
Goldfarb and Lipman
First Trust Alarm Company Inc
Franciscan Workers Of Junipero Serra
Gabilan Plaza 3 LP
Fed Ex
First Alarm
First Alarm Security & Patrol Inc dba An Allied Un
Edges Electrical Group, LLC
Elani Trejo Petty Cash
FAST Services
Division Of The State Architect
Downtown Streets, Inc
Eden Council for Hope and Opportunity
CSC Of Salinas
CSG Consultants
Davgp, Inc. dba Salinas Valley Tire
Comcast (Business)
Complete Paperless Solutions, LLC
CPS HR Consulting
Coast Automotive Warehouse Inc
Coastal Monterey Properties, LLC dba Garden Court
Colantuono, Highsmith & Whatley, PC
CMP-1, Llc dba Boronda Manor
CMP-1, Llc dba Boronda Manor
CMP-1, LLC dba Cambridge Court Apartments Homes
Pages: 2 of 10
Number Date Status
General Account - General Account
Check
City of Salinas
Claim Checks Report 454182-454368
From Payment Date: 1/18/2022 - To Payment Date: 1/21/2022 Payee Name
454264 01/18/2022 Open
454265 01/18/2022 Open
454266 01/18/2022 Open
454267 01/18/2022 Open
454268 01/18/2022 Open
454269 01/18/2022 Open
454270 01/18/2022 Open
454271 01/18/2022 Open
454272 01/18/2022 Open
454273 01/18/2022 Open
454274 01/18/2022 Open
454275 01/18/2022 Open
454276 01/18/2022 Open
454277 01/18/2022 Open
454278 01/18/2022 Open
454279 01/18/2022 Open
454280 01/18/2022 Open
454281 01/18/2022 Open
454282 01/18/2022 Open
454283 01/18/2022 Open
454284 01/18/2022 Open
454285 01/18/2022 Open
454286 01/18/2022 Open
454287 01/18/2022 Open
454288 01/18/2022 Open
454289 01/18/2022 Open
454290 01/18/2022 Open
454291 01/18/2022 Open
454292 01/18/2022 Open
454293 01/18/2022 Open
454294 01/18/2022 Open
454295 01/18/2022 Open
454296 01/18/2022 Open
454297 01/18/2022 Open
454298 01/18/2022 Open
454299 01/18/2022 Open
454300 01/18/2022 Open
454301 01/18/2022 Open
454302 01/18/2022 Open
454303 01/18/2022 Open
454304 01/18/2022 Open Pacific Gas and Electric Company Pacific Gas and Electric Company
Pacific Gas and Electric Company
Pacific Gas and Electric Company
Pacific Gas and Electric Company
Pacific Gas and Electric Company
Pacific Gas and Electric Company
Pacific Gas and Electric Company
Pacific Gas and Electric Company
Pacific Gas and Electric Company
Ouita Martin
Pacific Coast Battery Service Inc
Pacific Gas and Electric Company
Nixon-Egli Equipment Company
O'Reilly Auto Parts
One Workplace L Ferrari, LLC dba Peninsula Busines
Motorola Solutions, Inc
New York Times
Nicole N Amaral dba Custom House Realty & Property
Monterey One Water
Monterey Transfer and Storage Inc
Monterra Ranch Of Monterey Home Owner's Associatio
Monterey County Convention And Visitors Bureau
Monterey County Convention And Visitors Bureau
Monterey County Office of Education
Midwest Tape, LLC dba Midwest Tape
MNS Engineers, Inc
Monterey & Salinas Valley Railroad and Historical
Martin Flores
MBS Business Systems
MGT Of America Inc
Mangold Property Management, Inc
Mangold Property Management, Inc
Martha Renteria
Las Casas de Madera Cooperative, Inc
Lidia Carrillo C/O Backus Properties
Life Assist
Juventino Lopez
Kirtley Overhead Doors
L.N. Curtis & Sons dba Curtis Blue Line
Juana Camacho
Pages: 3 of 10
Number Date Status
General Account - General Account
Check
City of Salinas
Claim Checks Report 454182-454368
From Payment Date: 1/18/2022 - To Payment Date: 1/21/2022 Payee Name
454305 01/18/2022 Open
454306 01/18/2022 Open
454307 01/18/2022 Open
454308 01/18/2022 Open
454309 01/18/2022 Open
454310 01/18/2022 Open
454311 01/18/2022 Open
454312 01/18/2022 Open
454313 01/18/2022 Open
454314 01/18/2022 Open
454315 01/18/2022 Open
454316 01/18/2022 Open
454317 01/18/2022 Open
454318 01/18/2022 Open
454319 01/18/2022 Open
454320 01/18/2022 Open
454321 01/18/2022 Open
454322 01/18/2022 Open
454323 01/18/2022 Open
454324 01/18/2022 Open
454325 01/18/2022 Open
454326 01/18/2022 Open
454327 01/18/2022 Open
454328 01/18/2022 Open
454329 01/18/2022 Open
454330 01/18/2022 Open
454331 01/18/2022 Open
454332 01/18/2022 Open
454333 01/18/2022 Open
454334 01/18/2022 Open
454335 01/18/2022 Open
454336 01/18/2022 Open
454337 01/18/2022 Open
454338 01/18/2022 Open
454339 01/18/2022 Open
454340 01/18/2022 Open
454341 01/18/2022 Open
454342 01/18/2022 Open
454343 01/18/2022 Open
454344 01/18/2022 Open
454345 01/18/2022 Open
Sturdy Oil Company
Target Pest Control
Thomas E Avila
Smith and Enright Landscaping
Smokey Key Service
Star Sanitation Services
Shaw HR Consulting Inc
Silver and Wright LLP
Smart and Final Iris
San Lorenzo Lumber
SEH Partnership, LP
Sentry Alarm System
Salinas Pointe 2019 LP
Salinas Toyota
Salinas Valley Solid Waste Authority
Salinas Nantucket Bay Limited
Salinas Pointe 2019 LP
Salinas Pointe 2019 LP
Salinas Apartment Holdings, LLC
Salinas Capital Partners, LP
Salinas Hotel Investors dba Hampton Inn and Suites
Republic Services of Salinas
Republic Services of Salinas
Republic Services of Salinas
Republic Services of Salinas
Republic Services of Salinas
Republic Services of Salinas
Rancho Cielo Youth Center
RDO Equipment Company
Refrigeration Supplies Distributor
Pinnacle Medical Group Inc dba Pinnacle Healthcare
Pure Water
Quality Water Enterprises
Pedro C Estrada Dba Estrada Janitorial Service
Peter Kim dba C/O Century 21 A Property Shoppe
Peter Sheets dba Century 21 A Property Shoppe
Pantheon Systems Inc
Patricia Lee Horsley
Pavement Engineering, Inc
Pacific Gas and Electric Company
Pacific Gas and Electric Company
Pages: 4 of 10
Number Date Status
General Account - General Account
Check
City of Salinas
Claim Checks Report 454182-454368
From Payment Date: 1/18/2022 - To Payment Date: 1/21/2022 Payee Name
454346 01/18/2022 Open
454347 01/18/2022 Open
454348 01/18/2022 Open
454349 01/18/2022 Open
454350 01/18/2022 Open
454351 01/18/2022 Open
454352 01/18/2022 Open
454353 01/18/2022 Open
454354 01/18/2022 Open
454355 01/18/2022 Open
454356 01/18/2022 Open
454357 01/18/2022 Open
454358 01/18/2022 Open
454359 01/18/2022 Open
454360 01/18/2022 Open
454361 01/18/2022 Open
454362 01/18/2022 Open
454363 01/18/2022 Open
454364 01/18/2022 Open
454365 01/18/2022 Open
454366 01/18/2022 Open
454367 01/18/2022 Open
454368 01/18/2022 Open
General Account - General Account Totals
Worldpac
Ximena Garcia Galvan
Type Check Totals:
Williams Ranch Housing Partners, LP
Williams Ranch Housing Partners, LP
Witmer Associates Inc
Wallace Group A California Corporation
Water Tech
Williams Ranch Housing Partners, LP
Verizon Wireless
Voyager
W W Grainger Inc
Vargestate Inc dba Kenco Property Management
Vegetable Growers Supply Company
Verizon Wireless
University Corporation at Monterey Bay
Valley Fabrication Inc
Valley Saw Shop
Tynan Village LP dba Tynan Village Apartments
U.S. Bank National Association ND
United Site Services
Thomson-West/Barclays
TK Elevator Corporation (fka Thyssenkrupp Elevato
Tri County Fire Protection
Pages: 5 of 10
Transaction
Amount
$194.25
$153.75
$247.50
$153.75
$1,281.99
$718.92
$6.43
$10,873.33
$168.32
$1,228.00
$160.10
$3,656.57
$540.80
$5,400.00
$24.80
$124,701.55
$203.28
$4,781.07
$2,669.42
$34,269.75
$142.96
$33,989.70
$12,238.24
$298.80
$666.28
$292.12
$20,456.17
$715.60
$376.09
$427.22
$6,805.73
$42,321.91
$28,724.65
$1,828.00
$21,703.21
$1,014.50
$393.34
$12,017.89
$6,240.00
$4,734.00
$7,176.63
City of Salinas
Claim Checks Report 454182-454368
From Payment Date: 1/18/2022 - To Payment Date: 1/21/2022 Pages: 6 of 10
Transaction
Amount
City of Salinas
Claim Checks Report 454182-454368
From Payment Date: 1/18/2022 - To Payment Date: 1/21/2022 $4,260.00
$7,794.57
$9,001.09
$274.64
$3,476.00
$1,072.52
$95.11
$312.63
$60.00
$83.58
$2,079.00
$55.59
$288.40
$124,816.13
$28,833.01
$1,240.78
$42.60
$250.00
$9.62
$621.27
$6,403.52
$285.00
$101,788.31
$6,053.00
$5,308.60
$157.32
$3,373.00
$2,407.46
$27,995.00
$211.30
$2,990.00
$995.00
$2,350.00
$107.01
$6,070.00
$304.96
$2,876.09
$15,204.50
$6,015.50
$120.00
$160.87
Pages: 7 of 10
Transaction
Amount
City of Salinas
Claim Checks Report 454182-454368
From Payment Date: 1/18/2022 - To Payment Date: 1/21/2022 $4,500.00
$4,800.00
$1,622.62
$72.02
$2,757.00
$7,800.00
$2,004.22
$5,325.00
$22,075.00
$3,300.00
$37.00
$671.63
$3,000.00
$6,862.63
$14,196.00
$450.00
$76,415.13
$33,574.95
$31,250.00
$189.62
$390.00
$1,350.00
$17,628.56
$49.31
$7,900.00
$585.14
$95.82
$914.26
$3,400.00
$976.37
$3,814.23
$476.41
$1,425.07
$444.38
$103.95
$1,018.35
$1,387.64
$406.37
$66.94
$963.57
$435.37
Pages: 8 of 10
Transaction
Amount
City of Salinas
Claim Checks Report 454182-454368
From Payment Date: 1/18/2022 - To Payment Date: 1/21/2022 $257.73
$360.08
$19,845.00
$5,625.00
$540.00
$3,225.00
$1,750.00
$3,250.00
$270.00
$258.25
$117.92
$34,530.29
$181.96
$222.28
$119.24
$580.04
$1,398.16
$1,168.14
$311.16
$446.18
$7,447.17
$5,910.89
$26,386.00
$2,582.00
$2,634.00
$2,634.00
$1,756.00
$28,807.55
$3,632.49
$57.85
$4,340.00
$1,453.50
$122.50
$2,070.13
$714.60
$31,617.02
$107.07
$154.24
$57,645.72
$320.00
$19,662.62
Pages: 9 of 10
Transaction
Amount
City of Salinas
Claim Checks Report 454182-454368
From Payment Date: 1/18/2022 - To Payment Date: 1/21/2022 $347.69
$5,099.67
$89.28
$11,770.00
$3,900.22
$319.83
$59,425.04
$76.64
$1,114.45
$4,597.00
$93.58
$340.01
$532.64
$554.55
$2,055.68
$50,772.57
$262.50
$2,406.00
$2,124.00
$3,252.00
$1,940.99
$62.82
$3,000.00
$1,463,223.10
General Account - General Account Totals
Pages: 10 of 10
Number Date Status
Transaction
Amount
454369 01/25/2022 Open $404.25
454370 01/25/2022 Open $51.75
454371 01/25/2022 Open $51.75
454372 01/25/2022 Open $404.25
454373 01/25/2022 Open $18,242.98
454374 01/25/2022 Open $2,370.44
454375 01/25/2022 Open $65.65
454376 01/25/2022 Open $289.69
454377 01/25/2022 Open $468.14
454378 01/25/2022 Open $9,350.00
454379 01/25/2022 Open $72,472.08
454380 01/25/2022 Open $303,389.07
454381 01/25/2022 Open $540.80
454382 01/25/2022 Open $648.24
454383 01/25/2022 Open $135.91
454384 01/25/2022 Open $25,070.90
454385 01/25/2022 Open $167.18
454386 01/25/2022 Open $8,381.20
454387 01/25/2022 Open $7,088.43
454388 01/25/2022 Open $21.99
454389 01/25/2022 Open $119.91
454390 01/25/2022 Open $263.35
454391 01/25/2022 Open $2,370.44
454392 01/25/2022 Open $4,420.00
454393 01/25/2022 Open $2,671.62
454394 01/25/2022 Open $2,658.42
454395 01/25/2022 Open $2,262.72
454396 01/25/2022 Open $2,266.88
454397 01/25/2022 Open $4,327.83
454398 01/25/2022 Open $95.00
454399 01/25/2022 Open $1,250.00
454400 01/25/2022 Open $402.93
454401 01/25/2022 Open $116.26
454402 01/25/2022 Open $224.25
454403 01/25/2022 Open $150.00
454404 01/25/2022 Open $17,226.50
454405 01/25/2022 Open $134,932.04
454406 01/25/2022 Open $4,700.00
454407 01/25/2022 Open $399.00
454408 01/25/2022 Open $2,199.00
454409 01/25/2022 Open $26,286.17
Check In Systems Inc
Chris Lane
Chrisp Company
Carollo Engineers, Inc
Central Coast Center For Independent
Charles D Cryder
California Water Service
California Water Service
Candido Martinez Dba Welders Fabrication and Desig
CACEO
California Library Association
California Water Service
BRE Everbright M6 LLC dba G6 Hospitality Property
BRE Everbright M6 LLC dba G6 Hospitality Property
BrightView Landscape Services, Inc
Bear Electrical Solutions Inc
BRE Everbright M6 LLC dba G6 Hospitality Property
BRE Everbright M6 LLC dba G6 Hospitality Property
AT&T Mobility
AutoZone West Inc
Baron Augustine
AT and T
AT&T Mobility
AT&T Mobility
Asap Alisal Signs And Printing
AT and T
AT and T
American Process Group Inc
Aramark Uniform & Career Apparel Group, Inc
Arrowhead Forensics
Amazon.Com
Amelia R Hunt
American Process Group Inc
Adele Frese
Alco Water
All Pets Hospital
Joshua Marmolejo
Thomas Melia
ABAG Power Purchasing Pool
General Account - General Account
Check
David Smith
Hector Guerrero
City of Salinas
Claim Checks Report 454369-454564
From Payment Date: 1/25/2022 - To Payment Date: 1/25/2022 Payee Name
Pages: 1 of 5
Number Date Status
Transaction
Amount
General Account - General Account
Check
City of Salinas
Claim Checks Report 454369-454564
From Payment Date: 1/25/2022 - To Payment Date: 1/25/2022 Payee Name
454410 01/25/2022 Open $5,900.00
454411 01/25/2022 Open $2,095.86
454412 01/25/2022 Open $25,249.32
454413 01/25/2022 Open $6,845.98
454414 01/25/2022 Open $28,245.64
454415 01/25/2022 Open $14,147.28
454416 01/25/2022 Open $28,685.41
454417 01/25/2022 Open $4,905.00
454418 01/25/2022 Open $6,885.66
454419 01/25/2022 Open $6,300.00
454420 01/25/2022 Open $6,450.00
454421 01/25/2022 Open $43.56
454422 01/25/2022 Open $607.16
454423 01/25/2022 Open $64,164.04
454424 01/25/2022 Open $4,100.24
454425 01/25/2022 Open $3,993.09
454426 01/25/2022 Open $370.43
454427 01/25/2022 Open $2,433.18
454428 01/25/2022 Open $86.20
454429 01/25/2022 Open $1,725.00
454430 01/25/2022 Open $500.00
454431 01/25/2022 Open $7,956.40
454432 01/25/2022 Open $1,383.50
454433 01/25/2022 Open $224,815.63
454434 01/25/2022 Open $1,191.14
454435 01/25/2022 Open $2,584.99
454436 01/25/2022 Open $1,871.68
454437 01/25/2022 Open $935.84
454438 01/25/2022 Open $1,029.07
454439 01/25/2022 Open $10,000.00
454440 01/25/2022 Open $1,421.03
454441 01/25/2022 Open $1,663.61
454442 01/25/2022 Open $1,597.87
454443 01/25/2022 Open $57,500.00
454444 01/25/2022 Open $15,615.00
454445 01/25/2022 Open $2,301.71
454446 01/25/2022 Open $500.00
454447 01/25/2022 Open $136.00
454448 01/25/2022 Open $1,486.79
454449 01/25/2022 Open $2,620.00
454450 01/25/2022 Open $636.00
Gsan Marino Pico Blanco
Haciendas Senior, LP
Gabriela Paredes Ortega
Goldfarb and Lipman
Granite Construction Company
Flock Group Inc dba Flock Safety
Forefront Technologies LLC
Gabriel Carvey
Fastenal Company
Ferguson US Hodings, Inc dba Ferguson Enterprises
First Alarm Security & Patrol Inc dba An Allied Un
Elizabeth Roberts
ESO Solutions Inc
ESRI
East Bay Tire Company
Ed Limbo
Eda Herrera
Data Ticket Inc
Del Monte MHP LLC
Don Chapin Inc
CSC Of Salinas
Dana Cornelison
Danny Warner
Consolidated Electrical Distributors, Inc.
Copymat
Cristina Schlough
Comcast (Business)
Community Homeless Solutions
CONCERN
Coast & Valley Properties, Inc
Coast & Valley Properties, Inc
Coast Automotive Warehouse Inc
CMP-1, LLC dba Cambridge Court Apartments Homes
CMP-1, LLC dba Cambridge Court Apartments Homes
CMP-1, Llc dba Laurel Tree Apartment Homes
CMP-1 Llc dba The Pointe at Harden Ranch
CMP-1 Llc dba The Pointe at Harden Ranch
CMP-1 Llc dba The Pointe at Harden Ranch
Christel Gantt
Cintas
CMP-1 Llc dba The Pointe at Harden Ranch
Pages: 2 of 5
Number Date Status
Transaction
Amount
General Account - General Account
Check
City of Salinas
Claim Checks Report 454369-454564
From Payment Date: 1/25/2022 - To Payment Date: 1/25/2022 Payee Name
454451 01/25/2022 Open $2,370.44
454452 01/25/2022 Open $116.38
454453 01/25/2022 Open $3,234.00
454454 01/25/2022 Open $108.10
454455 01/25/2022 Open $2,604.62
454456 01/25/2022 Open $3,939.03
454457 01/25/2022 Open $99.28
454458 01/25/2022 Open $4,500.00
454459 01/25/2022 Open $4,200.00
454460 01/25/2022 Open $51.35
454461 01/25/2022 Open $1,953.91
454462 01/25/2022 Open $2,199.00
454463 01/25/2022 Open $2,370.44
454464 01/25/2022 Open $33,885.00
454465 01/25/2022 Open $956.71
454466 01/25/2022 Open $6.19
454467 01/25/2022 Open $132.19
454468 01/25/2022 Open $6,000.00
454469 01/25/2022 Open $1,600.00
454470 01/25/2022 Open $37,906.41
454471 01/25/2022 Open $2,000.00
454472 01/25/2022 Open $14,774.55
454473 01/25/2022 Open $674.75
454474 01/25/2022 Open $935.84
454475 01/25/2022 Open $278.11
454476 01/25/2022 Open $14,400.00
454477 01/25/2022 Open $1,639.65
454478 01/25/2022 Open $2,604.62
454479 01/25/2022 Open $2,370.44
454480 01/25/2022 Open $3,960.00
454481 01/25/2022 Open $611.89
454482 01/25/2022 Open $3,430.00
454483 01/25/2022 Open $1,871.68
454484 01/25/2022 Open $4,500.00
454485 01/25/2022 Open $120.00
454486 01/25/2022 Open $15,000.00
454487 01/25/2022 Open $963.18
454488 01/25/2022 Open $366.45
454489 01/25/2022 Open $48.72
454490 01/25/2022 Open $97.44
454491 01/25/2022 Open $357.63Monterey One Water
Monterey County The Herald
Monterey One Water
Monterey One Water
Mike's Appliance, Inc
Monica L. Ceja
Monterey County The Herald
Mel Cutler
Michael Elliott
Mike Townsend
Matthew Maldonado
McLaughlin Painting
MCSI Water Systems Management
Mark Glidden
Mary Ellison
Matt N. Pressey
LexisNexis Risk Data Management Inc Accurint Acct
Linda Knowles
Mackay Motor Parts, Inc dba Napa Auto Parts
LAZ Karp Assoc., LLC dba LAZ Parking California
Leon De Asis
LexisNexis dba Coplogic, Inc.
L.N. Curtis & Sons dba Curtis Blue Line
La Lonnie Revels
Law Enforcement Psychological Services
Kimley Horn And Assoc Inc
Kirtley Overhead Doors
Kronos Incorporated
Joseph Albertoni
Keith Emery
Kevin Skinner
Jay Darwin Olsznowski
Jay Kumar Soni dba Boronda Inn
Jose Luis Corral dba Salinas Pizza
Ines Mendoza
Ingram Book Company
Interstate Battery System Inc
Hilda Garcia Petty Cash Custodian
Housing Authority of the County of Monterey
Hydro Turf
Hector Cortez
Pages: 3 of 5
Number Date Status
Transaction
Amount
General Account - General Account
Check
City of Salinas
Claim Checks Report 454369-454564
From Payment Date: 1/25/2022 - To Payment Date: 1/25/2022 Payee Name
454492 01/25/2022 Open $36,077.62
454493 01/25/2022 Open $48.72
454494 01/25/2022 Open $5,982.99
454495 01/25/2022 Open $5,833.33
454496 01/25/2022 Open $68.11
454497 01/25/2022 Open $199,691.06
454498 01/25/2022 Open $220.00
454499 01/25/2022 Open $1,220.72
454500 01/25/2022 Open $207.84
454501 01/25/2022 Open $1,022.18
454502 01/25/2022 Open $78.93
454503 01/25/2022 Open $964.67
454504 01/25/2022 Open $67.67
454505 01/25/2022 Open $120.30
454506 01/25/2022 Open $99.47
454507 01/25/2022 Open $207.07
454508 01/25/2022 Open $1,429.98
454509 01/25/2022 Open $4,125.00
454510 01/25/2022 Open $2,199.00
454511 01/25/2022 Open $360.00
454512 01/25/2022 Open $10,000.00
454513 01/25/2022 Open $18,618.86
454514 01/25/2022 Open $57.70
454515 01/25/2022 Open $226.82
454516 01/25/2022 Open $236.80
454517 01/25/2022 Open $500.35
454518 01/25/2022 Open $3,200.00
454519 01/25/2022 Open $38,788.72
454520 01/25/2022 Open $290.00
454521 01/25/2022 Open $4,177.03
454522 01/25/2022 Open $4,020.00
454523 01/25/2022 Open $3,861.50
454524 01/25/2022 Open $3,650.00
454525 01/25/2022 Open $144.00
454526 01/25/2022 Open $516.39
454527 01/25/2022 Open $210.00
454528 01/25/2022 Open $1,700.00
454529 01/25/2022 Open $676.57
454530 01/25/2022 Open $1,764.23
454531 01/25/2022 Open $25.00
454532 01/25/2022 Open $41,809.00
Summit Uniform
Sunstar Media
SWRCB Accounting Office
Shaw HR Consulting Inc
Shawn Miguel Russell dba Russell Investigations
Sturdy Oil Company
Salinas Capital Partners, LP
Same Day Shred
San Lorenzo Lumber
Salinas Capital Partners, LP
Salinas Capital Partners, LP
Salinas Capital Partners, LP
Rexford Title, Inc dba Coast & Valley Properties
Rincon Consultants, Inc.
Russell Auria Pest Control Services
Quality Water Enterprises
Republic Services of Salinas
Republic Services of Salinas
Pinnacle Medical Group Inc dba Pinnacle Healthcare
Place Works Inc
Pure Water
Parkview Apartments One LP
Patrick Haney
Pinnacle Medical Group Inc dba Pinnacle Healthcare
Pacific Gas and Electric Company
Pacific Gas and Electric Company
Pacific Truck Parts Inc
Pacific Gas and Electric Company
Pacific Gas and Electric Company
Pacific Gas and Electric Company
Pacific Gas and Electric Company
Pacific Gas and Electric Company
Pacific Gas and Electric Company
One Workplace L Ferrari, LLC dba Peninsula Busines
Operation Freedom Paws
Owen Equipment Sales
Monterey Sanitary Supply Inc Altius Medical
National Development Council
O'Reilly Auto Parts
Monterey One Water
Monterey One Water
Pages: 4 of 5
Number Date Status
Transaction
Amount
General Account - General Account
Check
City of Salinas
Claim Checks Report 454369-454564
From Payment Date: 1/25/2022 - To Payment Date: 1/25/2022 Payee Name
454533 01/25/2022 Open $935.84
454534 01/25/2022 Open $390.00
454535 01/25/2022 Open $2,400.00
454536 01/25/2022 Open $250.00
454537 01/25/2022 Open $2,115.46
454538 01/25/2022 Open $162.60
454539 01/25/2022 Open $7,194.25
454540 01/25/2022 Open $233.46
454541 01/25/2022 Open $230.87
454542 01/25/2022 Open $8,400.00
454543 01/25/2022 Open $587.56
454544 01/25/2022 Open $15,299.00
454545 01/25/2022 Open $262.50
454546 01/25/2022 Open $735.27
454547 01/25/2022 Open $2,124.00
454548 01/25/2022 Open $3,252.00
454549 01/25/2022 Open $14,490.96
454550 01/25/2022 Open $15,680.32
454551 01/25/2022 Open $7,493.85
454552 01/25/2022 Open $6,900.00
454553 01/25/2022 Open $40.00
454554 01/25/2022 Open $1,563.00
454555 01/25/2022 Open $40.00
454556 01/25/2022 Open $40.00
454557 01/25/2022 Open $35.00
454558 01/25/2022 Open $106.40
454559 01/25/2022 Open $193.34
454560 01/25/2022 Open $71.14
454561 01/25/2022 Open $10,000.00
454562 01/25/2022 Open $1,314.30
454563 01/25/2022 Open $3,400.00
454564 01/25/2022 Open $40.00
$1,889,653.08
General Account - General Account Totals
Wilbur-Ellis c/o Mark Plaskett
Zulieman Arevalo
Type Check Totals:
Juronald Williams
Peninsula Petroleum
Shawn Taheri
Idalia Matthews
Jeremy Yergler c/o RC Pacific Construction
Jon de Leuw
Armer/Norman & Associates Inc
Idalia Matthews
Idalia Matthews
Woodside Park, LLC
Zhenhong Ruby Cai
Anna Marquez-Mason
Williams Ranch Housing Partners, LP
Woodside Park, LLC
Woodside Park, LLC
Water Tech
WCAF, LLC dba Watsonville Ford
Williams Ranch Housing Partners, LP
Veronica Pruneda dba Pruneda Premier Properties
W W Grainger Inc
Wallace Group A California Corporation
University Corporation at Monterey Bay
Valley Fabrication Inc
Vals Plumbing and Heating Inc
The Bank Of New York Mellon
Timothy James Simpson
United Parcel Service
Sylvia Garcia
Target Pest Control
Tehama Golf Club LLC
Pages: 5 of 5
City of Salinas
Legislation Text
200 Lincoln Ave., Salinas,
CA 93901
www.cityofsalinas.org
File #: ID#22-043, Version: 1
Delegation of Settlement Authority to the City Attorney Approve a Resolution delegating settlement authority to the City Attorney.
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CITY OF SALINAS
COUNCIL STAFF REPORT
DATE: February 1, 2022
DEPARTMENT: OFFICE OF THE CITY ATTORNEY
FROM: CHRISTOPHER A. CALLIHAN, CITY ATTORNEY
TITLE: RESOLUTION DELEGATING SETTLEMENT AUTHORITY TO
THE CITY ATTORNEY
RECOMMENDATION MOTION:
It is recommended that the City Council approve a Resolution delegating authority to settle claims and pending actions against the City, including liability claims and Worker’s Compensation claims, that do not exceed fifty thousand dollars ($50,000) to the City Attorney.
RECOMMENDATION:
It is recommended that the City Council approve the Resolution delegating settlement authority to the City Attorney.
DISCUSSION:
Salinas Charter Section 16.1 provides that “The Council may, by ordinance or resolution, prescribe the procedure for filing, handling, disposing and dealing with ay other aspect of claims for damage against the City.” Similarly, Government Code Sections 935.4 allows the Council by resolution to authorize an employee of the City to allow, compromise, or settle a claim against the City which would otherwise be filled and borne by the City Council. And, Government Code Section 949 allows the Council to delegate its authority to its attorney or employee to compromise any pending action.
Since 1994, the level of settlement authority delegated with respect to pending claims and actions has remained unchanged at $20,000. The proposed change in delegated authority to increase the settlement authority to the City Attorney in the amount not to exceed $50,000 is consistent with the Salinas Charter and with state law and will reduce the need for Council to consider modest settlements as part of closed session. The City Council will still receive reports related to settled claims and the status of on-going matters.
Page | 2
CEQA CONSIDERATION:
The City Council’s consideration and approval of the Resolution is not a project subject to review under the California Environmental Quality Act because it can be seen with certainty that it will not have a significant effect or physical change to the environment. (CEQA Guidelines Section 15061(b)(3)).
STRATEGIC PLAN INITIATIVE:
The City Council’s approval of the Resolution is consistent with the City Council’s goal to improve the City’s operation efficiency, reduce expenditures, and make necessary investments in order to have long-term savings. (2020-2023 Goals)
FISCAL AND SUSTAINABILITY IMPACT:
Increasing the settlement authority deleted from the City Council to the City Attorney is not expected to have an overall impact on the total amount budgeted and spent in defense and settlement of claims and lawsuits brought against the Ci ty. Increased efficiencies in resolving certain claims and lawsuits, without the need for occupying the City Council’s time, may result in some cost savings due to reductions in staff time associated with agenda preparation and attendance at closed sessions.
DEPARTMENTAL COORDINATIONS
The Resolution requires only the coordination of the City Attorney and the City Council. No other departments are affected by this Resolution.
ATTACHMENTS:
Resolution
Page | 3
RESOLUTION NO. ____________ (N.C.S.)
A RESOLUTION DELEGATING SETTLEMENT AUTHORITY
BE IT RESOLVED BY THE COUNCIL OF SALINAS that the City Council delegates to the City Attorney authority to allow, compromise, or settle claims, including liability claims and Worker’s Compensation claims, within settlement authority limits not to exceed fifty thousand dollars ($50,000).
PASSED AND APPROVED this 1st day of February 2022 by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
APPROVED:
________________________________
Kimbley Craig, Mayor
ATTEST:
_____________________________________
Patricia M. Barajas, City Clerk
City of Salinas
Legislation Text
200 Lincoln Ave., Salinas,
CA 93901
www.cityofsalinas.org
File #: ID#22-044, Version: 1
Direct Purchase of one F-250 Utility Body Truck
Approve a Resolution authorizing the direct purchase of one F-250 at a cost of $47,055.80 for the Facilities Maintenance Division.
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CITY OF SALINAS
COUNCIL STAFF REPORT
DATE: FEBRUARY 1, 2022
DEPARTMENT: PUBLIC WORKS, FLEET AND FACILITIES
FROM: DAVID JACOBS, PUBLIC WORKS DIRECTOR
BY: RONALD PATTERSON, FLEET MAINTENANCE MANANGER
TITLE: PURCHASE OF ONE 2022 FORD F-250 UTILITY BODY TRUCK
RECOMMENDED MOTION:
It is recommended that City Council a pprove a resolution authorizing the direct purchase of one 2022 Ford F-250 Utility truck from Salinas Valley Ford at a total cost of $47,055.80.
RECOMMENDATION:
It is recommended that City Council approve a resolution authorizing the direct purchase of the truck from Salinas Valley Ford at a total cost of $47,055.80.
BACKGROUND:
Public Works continues replace dated and worn-out vehicle fleet and equipment. The F-250 will be utilized by our Facility Maintenance Division. They currently have only one utility body truck in their fleet. This creates a back log when we need to tow the scissor lift or pick up larger items.
Pickup trucks do not allow for enough storage of hardware and tools. With the addition of a Senior position this truck will be utilized daily.
Salinas Valley Ford ha s the F-250 being built at the body builder (Scelzi) and will be available once completed at a total cost of $47,05 5.80. This vehicle is a truck that Salinas Valley Ford has in their possession. Currently, there is no option to price out a new, not in stock, F Series truck or to even compare to Sourcewell pricing. The only way to purchase is to purchase what exists on the vehicle lots. I did reach out to National Fleet Auto Group in Watsonville (Sourcewell) and there is no option to price any new trucks. They do not have any Ford F-250’s in stock. We are purchasing Fords due to fleet consistency. All our trucks with the exception of light compact or heavy are Ford.
The city can utilize cooperative purchases with other government agencies . Local businesses are given the opportunity to compete against these contracts. This purchase from Salinas Valley Ford satisfies the purpose and requirements of Article III-A, Local Purchasing Preference of the Salinas Municipal Code.
Page | 2
Council has the authority to approve these purchases under Municipal Code Section 12 -27 – Exceptions (due to the nature of the purchase, low-bid based competition is not likely to serve the best interest of the city, yield the best value to the city, or re sult in the lowest price). There is no way to compare pricing due to the current vehicle shortage, but the pricing that has been giving aligns with older quotes for the same specifications.
CEQA CONSIDERATION:
Not a Project . The City of Salinas has determined that the proposed action is not a project as defined by the California Environmental Quality Act (CEQA) (CEQA Guidelines Section 15378).
STRATEGIC PLAN INITIATIVE:
The requested Council action directly relates to Council’s Strategic Plans or Goals of providing “Operational Efficiencies”. The purchase of the vehicle allows the Fleet and Facilities Divisions to maintain the city facilities and allow fleet to have a reliable service truck.
DEPARTMENTAL COORDINATION:
Fleet Maintenance, in coordination with Facilities determined that the F -250 meets their needs .
The Finance Department will coordinate the purchase and title change.
FISCAL AND SUSTAINABILITY IMPACT:
Funds are appropriated and available in the Public Works Department’s Capital Projects Fund Fleet Service Trucks Vehicles account (5800.50.9123-66.5500).
ATTACHMENTS:
City Council Resolution
2022 Salinas Valley Ford Quotes
RESOLUTION NO.____________(N.C.S.)
A RESOLUTION AUTHORIZING DIRECT PURCHASE
OF ONE FORD F SERIES UTILITY TRUCKS
WHEREAS, Funds are available in 5800.50.9123-66.5500 to purchase one F-250 for the Facilities Maintenance Division ; and
WHEREAS, replacing aging vehicles within the City of Salinas’ vehicle fleet supports City’s Council’s Strategic Plan and Goals of “Operational Efficiencies;” and WHEARAS, Staff chose the 2022 Ford F-250 from Salinas Valley Ford at a cost of $47,055.80; and
WHEREAS, this purchase meets the requirements of the City’s local purchasing preference.
NOW, THEREFORE, BE IT RESOLVED that the Salinas City Council authorize the Purchasing Officer to purchase one Ford F -250 Utility at a total cost of $47,055.80.
PASSED AND APPROVED this February, 1st, 2022 by the following votes:
AYES:
NOES:
ABSENT:
ABSTAIN:
APPROVED:
Kimbley Craig, Mayor
ATTEST:
Patricia M. Barajas, City Clerk
Prepared for: Mr. Ronald Patterson, City of Salinas
200 Lincoln Ave
Salinas, CA 93901
Office: 831-758-4297
2022 F-250 4x2 SD Regular Cab 8' box 142" WB SRW XL (F2A) Price Level: 245
Client Proposal
Prepared by:
STEPHEN ROTHSTEIN
Office: 831-444-4485
Quote ID: 0119224
Date: 01/19/2022
Salinas Valley Ford Trucks | 1100 Auto Center Cir , Salinas, CA, 93907 Office: 831-444-4485 | Fax: 831-758-9053
1 Prepared for: Mr. Ronald Patterson
City of Salinas
Prepared by: STEPHEN ROTHSTEIN
01/19/2022 Salinas Valley Ford Trucks | 1100 Auto Center Cir Salinas CA | 93907 2022 F-250 4x2 SD Regular Cab 8' box 142" WB SRW XL (F2A) Price Level: 245 | Quote ID: 0119224
Table of Contents
Description Page
Cover Page 1
Table of Contents 2
As Configured Vehicle 3
Pricing Summary - Single Vehicle 7
2 Prices and content availability as shown are subject to change and should be treated as estimates only. Actual base vehicle, package and option pricing may vary from this estimate because of special local pricing, availability or pricing adjustments not reflected in the dealer’s computer system. See salesperson for the most current information.
Prepared for: Mr. Ronald Patterson
City of Salinas
Prepared by: STEPHEN ROTHSTEIN
01/19/2022 Salinas Valley Ford Trucks | 1100 Auto Center Cir Salinas CA | 93907 2022 F-250 4x2 SD Regular Cab 8' box 142" WB SRW XL (F2A) Price Level: 245 | Quote ID: 0119224
As Configured Vehicle
Code Description MSRP
Base Vehicle
F2A Base Vehicle Price (F2A) $36,495.00
Packages
600A Order Code 600A N/C
Includes:
- Engine: 6.2L 2-Valve SOHC EFI NA V8 Flex-Fuel
- Transmission: TorqShift-G 6-Spd Auto w/SelectShift
- 3.73 Axle Ratio
- GVWR: 10,000 lb Payload Package
- Tires: LT245/75Rx17E BSW A/S (4)
Spare may not be the same as road tire.
- Wheels: 17" Argent Painted Steel
Includes painted hub covers/center ornaments.
- HD Vinyl 40/20/40 Split Bench Seat
Includes center armrest, cupholder, storage and driver's side manual lumbar. - Radio: AM/FM Stereo w/MP3 Player
Includes 4 speakers.
- SYNC Communications & Entertainment System
Includes enhanced voice recognition with 911 Assist, 4.2" LCD center stack screen, AppLink and 1 smart-charging USB-C port.
Powertrain
996 Engine: 6.2L 2-Valve SOHC EFI NA
V8 Flex-Fuel
Included
44S Transmission: TorqShift-G 6-Spd
Auto w/SelectShift
Included
X37 3.73 Axle Ratio Included
STDGV GVWR: 10,000 lb Payload Package Included
Wheels & Tires
TD8 Tires: LT245/75Rx17E BSW A/S (4) Included
Spare may not be the same as road tire.
64A Wheels: 17" Argent Painted Steel Included
Includes painted hub covers/center ornaments.
512 Spare Tire, Wheel, Carrier & Jack $295.00
Required in RI. Spare tire is standard equipment; becomes optional when (66D) Pickup Box Delete is ordered.
Seats & Seat Trim
A HD Vinyl 40/20/40 Split Bench Seat Included
3 Prices and content availability as shown are subject to change and should be treated as estimates only. Actual base vehicle, package and option pricing may vary from this estimate because of special local pricing, availability or pricing adjustments not reflected in the dealer’s computer system. See salesperson for the most current information.
Prepared for: Mr. Ronald Patterson
City of Salinas
Prepared by: STEPHEN ROTHSTEIN
01/19/2022 Salinas Valley Ford Trucks | 1100 Auto Center Cir Salinas CA | 93907 2022 F-250 4x2 SD Regular Cab 8' box 142" WB SRW XL (F2A) Price Level: 245 | Quote ID: 0119224
As Configured Vehicle (cont'd)
Code Description MSRP
Includes center armrest, cupholder, storage and driver's side manual lumbar.
Other Options
142WB 142" Wheelbase STD
PAINT Monotone Paint Application STD
96V XL Value Package $395.00
Includes:
- Bright Chrome Hub Covers & Center Ornaments
- Chrome Front Bumper
- Steering Wheel-Mounted Cruise Control
90L Power Equipment Group $915.00
Deletes passenger-side lock cylinder. Includes upgraded door trim panel.
Includes:
- Accessory Delay
- Trailer Tow Mirrors w/Power Heated Glass
Includes manual folding, manually telescoping, heated convex spotter mirror and integrated clearance lamps and turn signals.
- Advanced Security Pack
Includes SecuriLock Passive Anti-Theft System (PATS) and inclination/intrusion sensors. - Power Locks
- Power Tailgate Lock
- Power Front Seat Windows
Includes 1-touch up/down driver/passenger window.
- Remote Keyless Entry
63R Heavy-Service Package for Pickup
Box Delete
$125.00
Includes heavy-service front springs (200 lbs. upgrade above the spring computer selected as a consequence of options chosen. Not included if maximum springs have been computer selected as standard equipment) and rear auxiliary springs. Note: Salesperson's Source Book or Ford RV Trailer Towing Guide should be consulted for specific trailer towing or camper limits and corresponding required equipment, axle ratios and model availability.
Includes:
- Rear Stabilizer Bar
66D Pickup Box Delete -$625.00
Deletes tie-down hooks, tailgate, rearview camera, 7/4 pin connector and center high-mounted stop lamp (CHMSL) (only on vehicles over 10,000 lbs. GVWR). Incomplete vehicle package - requires further manufacture and certification by a final stage manufacturer. In addition, Ford urges manufacturers to follow the recommendations of the Ford Incomplete Vehicle Manual and the Ford Truck Body Builder's Layout Book (and applicable supplements).
Includes:
- Rear Bumper Delete
- Spare Wheel, Tire, Carrier & Jack Delete
52B Trailer Brake Controller $270.00
Verified to be compatible with select electric over hydraulic brakes. Includes smart trailer tow connector.
872 Rear View Camera & Prep Kit $415.00
Pre-installed content includes cab wiring, frame wiring to the rear most cross member and video display with 4" display. Upfitters kit includes camera with mounting bracket, 14' jumper wire and camera mounting, aiming instructions and electrochromic mirror. 43C 110V/400W Outlet $175.00
4 Prices and content availability as shown are subject to change and should be treated as estimates only. Actual base vehicle, package and option pricing may vary from this estimate because of special local pricing, availability or pricing adjustments not reflected in the dealer’s computer system. See salesperson for the most current information.
Prepared for: Mr. Ronald Patterson
City of Salinas
Prepared by: STEPHEN ROTHSTEIN
01/19/2022 Salinas Valley Ford Trucks | 1100 Auto Center Cir Salinas CA | 93907 2022 F-250 4x2 SD Regular Cab 8' box 142" WB SRW XL (F2A) Price Level: 245 | Quote ID: 0119224
As Configured Vehicle (cont'd)
Code Description MSRP
Includes 1 in-dash mounted outlet.
Includes:
- 200 Amp Alternator
66S Upfitter Switches (6) $165.00
Requires Extra Extra Heavy-Duty Alternator (67E) when ordered with 110V/400W Outlet (43C) and Snow Plow Pkg. (473) or Snow Plow/Camper Pkg. (47B) and 6.2L Gas engine (996); or Dual Alternators (67A) when ordered with 110V/400W Outlet (43C) and Snow Plow Pkg. (473) or Snow Plow/Camper Pkg. (47B) and Diesel engine (99T); or Dual Extra Heavy-Duty Alternator (67B) when ordered with 110V/400W Outlet (43C) and Snow Plow Pkg. (473) or Snow Plow/Camper Pkg. (47B) and 7.3L Gas engine (99N).
Located in overhead console.
587 Radio: AM/FM Stereo w/MP3 Player Included
Includes 4 speakers.
Includes:
- SYNC Communications & Entertainment System
Includes enhanced voice recognition with 911 Assist, 4.2" LCD center stack screen, AppLink and 1 smart-charging USB-C port.
Fleet Options
WARANT Fleet Customer Powertrain Limited
Warranty
N/C
Requires valid FIN code.
Ford is increasing the 5-year 60,000-mile limited powertrain warranty to 5-years, 100,000 miles.
Only Fleet purchasers with a valid Fleet Identification Number (FIN code) will receive the extended warranty. When the sale is entered into the sales reporting system with a sales type fleet along with a valid FIN code, the warranty extension will automatically be added to the vehicle. The extension will stay with the vehicle even if it is subsequently sold to a non-fleet customer before the expiration.
This extension applies to both gas and diesel powertrains. Dealers can check for the warranty extension on eligible fleet vehicles in OASIS. Please refer to the Warranty and Policy Manual section 3.13.00 Gas Engine Commercial Warranty. This change will also be reflected in the printed Warranty Guided distributed with the purchase of every new vehicle.
Emissions
425 50-State Emissions System STD
Interior Color
AS_01 Medium Earth Gray N/C
Exterior Color
Z1_01 Oxford White N/C
Upfit Options
SE8 8FT SCELZI UTILITY $14,519.00
5 Prices and content availability as shown are subject to change and should be treated as estimates only. Actual base vehicle, package and option pricing may vary from this estimate because of special local pricing, availability or pricing adjustments not reflected in the dealer’s computer system. See salesperson for the most current information.
Prepared for: Mr. Ronald Patterson
City of Salinas
Prepared by: STEPHEN ROTHSTEIN
01/19/2022 Salinas Valley Ford Trucks | 1100 Auto Center Cir Salinas CA | 93907 2022 F-250 4x2 SD Regular Cab 8' box 142" WB SRW XL (F2A) Price Level: 245 | Quote ID: 0119224
As Configured Vehicle (cont'd)
Code Description MSRP
SUBTOTAL $53,144.00
Destination Charge $1,695.00
TOTAL $54,839.00
6 Prices and content availability as shown are subject to change and should be treated as estimates only. Actual base vehicle, package and option pricing may vary from this estimate because of special local pricing, availability or pricing adjustments not reflected in the dealer’s computer system. See salesperson for the most current information.
Prepared for: Mr. Ronald Patterson
City of Salinas
Prepared by: STEPHEN ROTHSTEIN
01/19/2022 Salinas Valley Ford Trucks | 1100 Auto Center Cir Salinas CA | 93907 2022 F-250 4x2 SD Regular Cab 8' box 142" WB SRW XL (F2A) Price Level: 245 | Quote ID: 0119224
Pricing Summary - Single Vehicle
MSRP
Vehicle Pricing
Base Vehicle Price $36,495.00
Options $2,130.00
Colors $0.00
Upfitting $14,519.00
Fleet Discount $0.00
Destination Charge $1,695.00
Subtotal $54,839.00
Pre-Tax Adjustments
Code Description MSRP
0927 Government and SVF Discount -$11,891.00
Subtotal $42,948.00
Sales Taxes
Code Description MSRP
2015 Sales Tax $3,980.55
Subtotal $46,928.55
Post-Tax Adjustments
Code Description MSRP
5454 DOC FEE $85.00
TIRE FEE TIRE FEE $12.25
DOC Electronic Filing Fee $30.00
Subtotal $47,055.80
Total $47,055.80
7 Prices and content availability as shown are subject to change and should be treated as estimates only. Actual base vehicle, package and option pricing may vary from this estimate because of special local pricing, availability or pricing adjustments not reflected in the dealer’s computer system. See salesperson for the most current information.
Prepared for: Mr. Ronald Patterson
City of Salinas
Prepared by: STEPHEN ROTHSTEIN
01/19/2022 Salinas Valley Ford Trucks | 1100 Auto Center Cir Salinas CA | 93907 2022 F-250 4x2 SD Regular Cab 8' box 142" WB SRW XL (F2A) Price Level: 245 | Quote ID: 0119224
Pricing Summary - Single Vehicle
Customer Signature Acceptance Date
8 City of Salinas
Legislation Text
200 Lincoln Ave., Salinas,
CA 93901
www.cityofsalinas.org
File #: ID#22-055, Version: 1
Amendment No. 2 to the Paramedic Service Provider Agreement with the County of Monterey Approve a Resolution authorizing the City Manager to sign an amendment extending the Paramedic Service Provider Agreement with the County of Monterey for a period of six months.
City of Salinas Printed on 1/26/2022Page 1 of 1
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CITY OF SALINAS
COUNCIL STAFF REPORT
DATE: FEBRUARY 1, 2021
DEPARTMENT: FIRE
FROM: MICHELE VAUGHN, FIRE CHIEF
TITLE: AMENDEMENT NO. 2 TO THE PARAMEDIC SERVICE
PROVIDER AGREEMENT BETWEEN THE COUNTY OF
MONTEREY AND THE CITY OF SALINAS
RECOMMENDED MOTION:
A motion to approve a resolution authorizing the City Manager to sign an amendment extending the Paramedic Service Provider Agreement with the County of Monterey for a period of six months.
RECOMMENDATION:
Staff recommends approval of this extension to allow additional time for both parties to forge a more comprehensive and mutually beneficial agreement and ensure the continuity of first - responder paramedic services in the City of Salinas.
BACKGROUND:
The City of Salinas Fire Department has been providing first -response paramedic services to the City of Salinas and surrounding areas since 1987. We were the first city in Monterey County to provide such services to its residents. These services were provid ed through a signed agreement between the City of Salinas and County of Monterey, as required by California Code of Regulations, Title 22, Section 100168(b)(4).
On July 31, 2018, the County of Monterey and the City of Salinas entered into an a greement for the provision of paramedic services in the County of Monterey from July 31, 2018 to January 31, 2020. On February 13, 2020, the County and the City executed an amendment to the original agreement extending the agreement for a two -year period from Janua ry 31, 2020 to January 31, 2022.
Monterey County Emergency Medical Services Authority has indicated that they are not willing to extend the existing agreement without the proposed amendment.
Page | 2
DISCUSSION:
The City of Salinas Fire Department is extending this agreement six months to allow both the City and the County to devise better terms and create a more complete and comprehensive agreement.
The Fire Department is currently collaborating with County E mergency Medical Services Authority to complete a draft agreement for approval by the City Council and the Board of Supervisors.
CEQA CONSIDERATION:
Not a Project . The City of Salinas has determined that the proposed action is not a project as defined by the California Environmental Quality Act (CEQA) (CEQA Guidelines Section 15378).
STRATEGIC PLAN INITIATIVE:
This project exemplifies and supports the following City Council goals:
Safe Livable Community
Quality of Life
FISCAL AND SUSTAINABILITY IMPACT:
There is no fiscal impact for this agreement.
ATTACHMENTS:
1. Resolution authorizing City Manager to execute Amendment No. 2
2. Amendment No. 2 to Agreement for Paramedic Services
AMENDMENT No. 2 TO PARAMEDIC SERVICE PROVIDER AGREEMENT
BETWEEN
COUNTY OF MONTEREY
AND
CITY OF SALINAS
City of Salinas
Paramedic Service Provider Agreement
Amendment No. 2
January 2022
THIS AMENDMENT No. 2 is ma de to the Paramedic Service Provider Agreement (“AGREEMENT”) by and between the City of Salinas hereinafter referred to as “PROVIDER,” and the County of Monterey, a political subdivision of the State of California , acting through its Emergency Medical Services Agency (EMSA), hereinafter referred to as “COUNTY.”
WHEREAS, on or about July 31, 2018, COUNTY and PROVIDER entered into an AGREEMENT for the provision of paramedic services in the County of Monterey for a period from July 31, 2018 to January 31,2020; and
WHEREAS, on or ab out February 13, 2020, COUNTY and PROVIDER executed Amendment No. 1 ( “AMENDMENT No. 1 ”) to extend the term of the AGREEMENT for two (2) years, for the period from January 31, 2020 to January 31, 2022; and
WHEREAS, COUNTY and PROVIDER wish to amend the AGREEMENT to extend the AGREEMENT on the same terms and conditions for a period of six (6) months to July 31, 2022.
NOW THEREFORE , COUNTY and PROVIDER hereby agree to amend the AGREEMENT in the following manner:
1. Section 1 of Term of Agreement shall be amended by removing “Once signed by the authorized representatives for all parties, this agreement become s effective at 8:00 a.m. on July 31, 2018 and shall continue until the end of the next Monterey Count y Operating Area Ambulance 911 Provider Contract Cycle on January 31, 2022,” and replacing it with “Once signed by the authorized representatives for all parties, this agreement becomes effective at 8:00 a.m. on July 31, 2018 and shall continue until July 31, 2022.”
2. Except as provided herein, all remaining terms, conditions and provisions of the AGREEMENT and AMENDMENT No. 1 shall continue in full force and effect.
3. A copy of AMENDMENT No . 2 shall be attached to the original AGREEMENT dated July 31, 2018 and shall be incorporated therein as if fully set forth in the AGREEMENT.
IN WITNESS WHEREOF, the parties hereto have executed this AMENDMENT No. 2 as of the last date opposite the respective signatures below.
AMENDMENT No. 2 TO PARAMEDIC SERVICE PROVIDER AGREEMENT
BETWEEN
COUNTY OF MONTEREY
AND
CITY OF SALINAS
City of Salinas
Paramedic Service Provider Agreement
Amendment No. 2
January 2022
COUNTY OF MONTEREY PROVIDER
By:
Department Head (if applicable) City of Salinas
Date: Contractor’s Business Name*
By:
EMS Agency Director By:
Date: Steve Carrigan, City Manager
Approved as to Form1
By: Name and Title
County Counsel Date:
Date:
Approved as to Fiscal Provisions2 By:
By:
Christopher Callihan, Esq., City Attorney
Auditor/Controller
Date:
Name and Title
Date:
Approved as to Liability Provisions3
By:
Risk Management
Date:
*INSTRUCTIONS: If CONTRACTOR is a corporation, including limited liability and non -profit corporations, the full legal name of the corporation shall be set forth above together with the signatures of two specified of ficers. If CONTRACTOR i s a partnership, the name of the partnership shall be set forth above together with the signature of a partner who has authority to execute this Agreement on behalf of the partnership. If CONTRACTOR is contracting in an individual c apacity, the individual shall set forth the name of the business, if any, and shall personally sign the Agreement.
______________________________________________________________________ 1Approval by the Office of the County Counsel is required for all Agreement. 2Approval by the Auditor/Controller’s Office is required for all Agreements. 3Approval by Risk Management is required if changes are made to Insurance and Indemnification Provisions.
City of Salinas
Legislation Text
200 Lincoln Ave., Salinas,
CA 93901
www.cityofsalinas.org
File #: ID#22-056, Version: 1
Professional Services Agreement with Chandler Asset Management, Inc. for Investment Management and Advisory Services
Approve a Resolution authorizing the City Manager to enter into a Professional Services Agreement with Chandler Asset Management, Inc. for investment management and advisory services for the period of February 2, 2022 through December 31, 2024 with two additional one-year options.
City of Salinas Printed on 1/26/2022Page 1 of 1
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CITY OF SALINAS
COUNCIL STAFF REPORT
______________________________________________________________________________ DATE: FEBRUARY 1, 2022
DEPARTMENT: FINANCE
FROM: MARK ROBERTS, DIRECTOR OF FINANCE
TITLE: PROFESSIONAL SERVICES AGREEMENT WITH CHANDLER
ASSET MANAGEMENT, INC. FOR INVESTMENT
MANAGEMENT AND ADVISORY SERVICES
RECOMMENDED MOTION:
A motion to authorize the Mayor to execute a Professional Services Agreement with Chandler Asset Management, Inc. for investment management and advisory services for the period of February 2, 2022 through December 31, 2024 with two additional one-year options.
RECOMMENDATION:
It is recommended that the City Council approve a Resolution:
Authorizing the Mayor to execute a Professional Services Agreement with Chandler Asset Management, Inc. for investment management and advisory services for the period of February 2, 2022 through December 31, 2024 with two additional one-year options.
BACKGROUND
Currently, management of the investment of the City’s funds is performed internally with City staff placing most of the funds in the California Local Agency Investment Fund (LAIF) and purchasing individual short- and medium-term securities with the remaining funds. While these investments meet the objectives (in order) of safety of principal, liquidity, and return in accordance with Section 3 of the City of Salinas Annual Investment Policy and California Government Code §53600.5, the City likely is not maximizing the potential for returns. And with its limited resources, City staff cannot staff manage its investment portfolio as efficiently or effectively as desired. Acquiring professional investment management and advisory services will enhance the potential for higher returns while adhering to the objectives of safety and liquidity; therefore, City staff has sought these services via a request for proposals.
REQUEST FOR PROPOSALS PROCESS:
The City issued a request for proposals (“RfP”) for investment management and advisory services on November 10, 2021. The RfP was sent to several investment management and advisory firms and was posted on the City's and the California Society of Municipal Finance Officers’ (CSMFO’s) websites. Responses to the RfP were due by 5:00 pm on November 29, 2021.
The City received three proposals in response to the RfP. The firms submitting proposals, listed in alphabetical order, are:
Chandler Asset Management, Inc.;
PFM Asset Management, LLC;
Time Value Investments, Inc.
A selection panel reviewed the proposals, and all the responding firms were invited to deliver presentations and be interviewed by the panel on January 21, 2022. The selection panel included the following members:
Victor Damiani, Finance Director, City of Seaside
Harjot Sangha, Finance Director, City of Gilroy
Mark Roberts, Director of Finance
To rank the firms and provide a recommendation to the City Council, the interview panel considered:
relevant experience with California municipal governments; commitment of key members of the firm to the City’s portfolio; demonstrated knowledge of the work/services required; proposed investment management and investment advisory methodology; and cost of services.
After reviewing and considering each proposal, the panel unanimously selected Chandler Asset Management, Inc. as the highest-ranking firm.
ABOUT CHANDLER ASSET MANAGEMENT, INC. (FROM SUBMITTED PROPOSAL):
Chandler Asset Management Inc. (“Chandler”) was founded in 1988 by the firm’s Chairwoman of the Board, Kay Chandler. Chandler is an SEC-registered, 100% employee-owned California corporation headquartered in San Diego specializing in structuring highly effective, fixed income cash and core investment programs for cities, counties, and other local government entities. As of September 30, 2021, Chandler managed more than $24.8 billion in assets for clients across the United States, including almost $19.9 billion for 324 public agencies. In addition, more than $20 billion of the total assets under its management are those of California institutional clients, including $7.0 billion for 61 California cities.
CEQA CONSIDERATION:
The City of Salinas has determined that the proposed action is not a project as defined by the California Environmental Quality Act (CEQA) (CEQA Guidelines Section 15378).
STRATEGIC PLAN INITIATIVE:
Since Chandler will manage the City’s investments in a more efficient and effective manner than City staff, with its limited resources, has been able to, the proposed action meets the Council goal of Operational Efficiencies.
FISCAL AND SUSTAINABILITY IMPACT:
As noted above, it is anticipated Chandler’s management of the City’s investment portfolio will earn greater returns than the City’s current management would. Due to the volatility of financial markets and fluctuations in interest rates, it is not possible to accurately calculate the overall fiscal impact of the recommended agreement. However, the table below compares the performance of Chandler-managed portfolios to that of the LAIF for the ten-year period ending September 30, 2021, and the value added by investments in Chandler management of an example $75 million investment. (In reviewing this example, it is important to note past performance is not necessarily indicative of future results.)
Chandler’s annual investment management fees will be based upon the average balance of assets under its direct management, in accordance with the following schedule:
Assets under Management Annual Investment Management Fee First $25M 0.10% (10 basis points)
Next $25M 0.08% (8 basis points)
Next $50M 0.06% (6 basis points)
Assets in excess of $100M 0.04% (4 basis points)
These fees are all-inclusive for the services Chandler will provide; however, these fees do not include custody fees the City may incur for third party custodial services, which are minimal.
The following table illustrates examples of fees assessed by Chandler based upon its “blended” rate (i.e., the effective rate resulting after application of the fee rates to the portfolio’s balance according to the schedule above) at different asset levels:
Investment
Initial
Investment
Annualized Rtn
10-Yr Per.
through 9/30/21
10-Yr Growth
Net of Fees
(8 bps*)
Value Added
(vs LAIF)
LAIF $75M 0.84% $81.5M NA
Chandler Lim. Maturity
(1-3 Year) $75M 1.33% $85.6M $4.1M
Chandler Lim. Short-
Term Bond (1-5 Year) $75M 1.66% $88.4M $6.9M
* basis points
Assets Managed
Annual Fee
(Blended Rate) Annual Fee
$50M 9 bps $45,000
$75M 8 bps $60,000
$100M 7.5 bps $75,000
Chandler’s fees will be deducted from the investment portfolio’s assets.
ATTACHMENTS
Professional Services agreement – Chandler Asset Management, Inc.
Resolution
AGREEMENT
FOR PROFESSIONAL SERVICES
BETWEEN
THE CITY OF SALINAS AND
CHANDLER ASSET MANAGEMENT,
INC.
CONTENTS
RECITALS ................................................................................................................................. 4 TERMS ....................................................................................................................................... 4
1. Scope of Services. ................................................................................................................ 4
2. Term; Completion Schedule. ............................................................................................... 4
3. Compensation. ..................................................................................................................... 4
4. Billing. ................................................................................................................................. 4
5. Meet & Confer. .................................................................................................................... 5
6. Additional Copies. ............................................................................................................... 5
7. Responsibility of Consultant. ............................................................................................... 5
8. Responsibility of City. ......................................................................................................... 5
9. Acceptance of Work Not a Release. .................................................................................... 6
10. Indemnification and Hold Harmless .................................................................................... 6
11. Insurance. ............................................................................................................................. 6
12. Access to Records. ............................................................................................................... 6
13. Non-Assignability. ............................................................................................................... 6
14. Changes to Scope of Work. ................................................................................................. 6
15. Ownership of Documents. ................................................................................................... 6
16. Termination. ......................................................................................................................... 7
17. Compliance with Laws, Rules, and Regulations. ................................................................ 8
18. Exhibits Incorporated. .......................................................................................................... 8
19. Independent Contractor. ....................................................................................................... 8
20. Integration and Entire Agreement. ....................................................................................... 8
21. Jurisdiction and Venue. ........................................................................................................ 8
22. Severability .......................................................................................................................... 8
23. Notices. ................................................................................................................................ 8
24. Nondiscrimination................................................................................................................ 9
25. Conflict of Interest. .............................................................................................................. 9
26. Headings. ........................................................................................................................... 10
27. Attorneys’ Fees .................................................................................................................. 10
28. Non-Exclusive Agreement. ................................................................................................ 10
29. Rights and Obligations Under Agreement. ........................................................................ 10
30. Licenses.............................................................................................................................. 10
31. Counterparts. ...................................................................................................................... 10
32. Legal Representation. ........................................................................................................ 10
33. Joint Representation. .......................................................................................................... 10
34. Warranty of Authority........................................................................................................ 10
35. No Waiver of Rights. ......................................................................................................... 10 Exhibit A – Insurance Requirements ........................................................................................ 12 Exhibit B – Scope of Services .................................................................................................. 15 Exhibit C – Fees ........................................................................................................................ 16
Form: Professional Service Agreement v. January 2021 Page 4 of 14 Chandler Asset Management, Inc.
February 2022
AGREEMENT FOR PROFESSIONAL SERVICES BETWEEN
THE CITY OF SALINAS AND CHANDLER ASSET MANAGEMENT, INC.
This Agreement for Professional Services (the “Agreement” and/or “Contract”) is made and entered into this 2nd day of February 2022, between the City of Salinas, a California Charter city and municipal corporation (hereinafter “City”), and Chandler Asset Management, Inc., a California corporation (hereinafter “Consultant”).
RECITALS
WHEREAS, Consultant represents that he, she, or it is specially trained, experienced, and competent to perform the professional services which will be required by this Agreement; and
WHEREAS, Consultant is willing to render such professional services, as hereinafter defined, on the following terms and conditions.
NOW, THEREFORE, City and Consultant agree as follows:
TERMS
1. Scope of Services. The project contemplated and the scope of Consultant’s services are described in Exhibit B, attached hereto, and incorporated herein by reference.
2. Term; Completion Schedule. This Agreement shall commence on February 2, 2022, and shall terminate on December 31, 2024, unless extended in writing by either party upon (30) days written notice. This Agreement may be extended only upon mutual written consent of the parties upon the same terms and conditions for two (2) additional one (1) year terms and may be terminated only pursuant to the terms of this Agreement.
3. Compensation. City hereby agrees to pay Consultant monthly for services rendered the City pursuant to this Agreement based upon the average market value of the City’s assets under management by the Consultant according to the rates of compensation as set forth in Exhibit C.
4. Billing. Consultant shall submit to City an itemized invoice, prepared in a form satisfactory to City, describing its services and costs for the period covered by the invoice.
Consultant’s bills shall include the following information to which such services cost or pertain:
(A) The period for which services were performed;
(B) The basis and balance upon which costs were calculated; and (C) The fee rate upon which costs were calculated.
Any such invoices shall be in full accord with any and all applicable provisions of this Agreement.
Form: Professional Service Agreement v. January 2021 Page 5 of 16 Chandler Asset Management, Inc.
February 2022
Monthly fees shall be charged in arrears and debited directly from the balance of the City’s assets under management by the Consultant.
5. Meet & Confer. Consultant agrees to meet and confer with City or its agents or employees with regard to services as set forth herein as may be required by the City to ensure timely and adequate performance of the Agreement.
6. Additional Copies. If City requires additional copies of reports, or any other material which Consultant is required to furnish as part of the services under this Agreement, Consultant shall provide such additional copies as are requested, and City shall compensate Consultant for the actual costs related to the production of such copies by Consultant.
7. Responsibility of Consultant. By executing this Agreement, Consultant agrees the services to be provided and work to be performed under this Agreement shall be performed in a fully competent manner. By executing this Agreement, Consultant further agrees and represents to City that the Consultant possesses, or shall arrange to secure from others, all of the necessary professional capabilities, experience, resources, and facilities necessary to provide the City the services contemplated under this Agreement and that City relies upon the professional skills of Consultant to do and perform Consultant’s work. Consultant further agrees and represents that Consultant shall follow the current, generally accepted practices in this area to the profession to make findings, render opinions, prepare factual presentations, and provide professional advice and recommendations regarding the projects for which the services are rendered under this Agreement.
8. Responsibility of City. To the extent appropriate to the projects to be completed by Consultant pursuant to this Agreement, City shall:
(A) Assist Consultant by placing at its disposal all available information pertinent to the projects, including but not limited to, previous reports and any other data relative to the projects. Nothing contained herein shall obligate City to incur any expense in connection with completion of studies or acquisition of information not otherwise in the possession of City.
(B) Examine all studies, reports, sketches, drawings, specifications, proposals, and other documents presented by Consultant, and render verbally or in writing as may be appropriate, decisions pertaining thereto within a reasonable time so as not to delay the services of Consultant.
(C) The Director of Finance, or his designee, shall act as City’s representative with respect to the work to be performed under this Agreement. Such person shall have the complete authority to transmit instructions, receive information, interpret and define City’s policies and decisions with respect to materials, equipment, elements, and systems pertinent to Consultant’s services. City may unilaterally change its representative upon notice to the Consultant.
(D) Give prompt written notice to Consultant whenever City observes or otherwise becomes aware of any defect in a project.
Form: Professional Service Agreement v. January 2021 Page 6 of 16 Chandler Asset Management, Inc.
February 2022
9. Acceptance of Work Not a Release. Acceptance by the City of the work to be performed under this Agreement does not operate as a release of Consultant from professional responsibility for the work performed.
10. Indemnification and Hold Harmless. Consultant shall defend, indemnify, and hold harmless the City and its officers, officials, employees, volunteers, and agents from and against any and all liability, loss, damage, expense, costs (including without limitation costs and fees of litigation) of every nature arising out of or in connection with Consultant’s performance of work hereunder, including the performance of work of any of Consultant’s subcontractors or agents, or Consultant’s failure to comply with any of its obligations contained in the agreement, except such loss or damage which was caused by the sole negligence or willful misconduct of the City.
11. Insurance. Consultant shall procure and maintain for the duration of this Agreement insurance meeting the requirements specified in Exhibit A hereto.
12. Access to Records. Consultant shall maintain all preparatory books, records, documents, accounting ledgers, and similar materials including but not limited to calculation and survey notes relating to work performed for the City under this Agreement on file for at least three (3) years following the date of final payment to Consultant by City. Any duly authorized representative(s) of City shall have access to such records for the purpose of inspection, audit, and copying at reasonable times during Consultant’s usual and customary business hours.
Consultant shall provide proper facilities to City’s representative(s) for such access and inspection.
13. Non-Assignability. It is recognized by the parties hereto that a substantial inducement to City for entering into this Agreement was, and is, the professional reputation and competence of Consultant. This Agreement is personal to Consultant and shall not be assigned by it without express written approval of the City.
14. Changes to Scope of Work. City may at any time, and upon a minimum of ten (10) days written notice, seek to modify the scope of services to be provided for any project to be completed under this Agreement. Consultant shall, upon receipt of said notice, determine the impact on both time and compensation of such change in scope and notify City in writing. Upon agreement between City and Consultant as to the extent of said impacts to time and compensation, an amendment to this Agreement shall be prepared describing such changes.
Execution of the amendment by City and Consultant shall constitute the Consultant’s notice to proceed with the changed scope.
15. Ownership of Documents. Title to all final documents, including drawings, specifications, data, reports, summaries, correspondence, photographs, computer software (if purchased on the City’s behalf), video and audio tapes, software output, and any other materials with respect to work performed under this Agreement shall vest with City at such time as City has compensated Consultant, as provided herein, for the services rendered by Consultant in connection with which they were prepared. City agrees to hold harmless and indemnify the Consultant against all damages, claims, lawsuits, and losses of any kind including defense costs
Form: Professional Service Agreement v. January 2021 Page 7 of 16 Chandler Asset Management, Inc.
February 2022
arising out of any use of said documents, drawings, and/or specifications on any other project without written authorization of the Consultant.
16. Termination.
(A) City shall have the authority to terminate this Agreement, upon ten days written notice to Consultant, as follows:
(1) If in the City’s opinion the conduct of the Consultant is such that the interest of the City may be impaired or prejudiced, or
(2) For any reason whatsoever.
(B) Upon termination, Consultant shall be entitled to payment of such amount as fairly compensates Consultant for all work satisfactorily performed up to the date of termination based upon the Consultant’s rates shown in Exhibit C and/or Section 3 of this Agreement, except that:
(1) In the event of termination by the City for Consultant’s default, City shall deduct from the amount due Consultant the total amount of additional expenses incurred by City as a result of such default. Such deduction from amounts due Consultant are made to compensate City for its actual additional costs incurred in securing satisfactory performance of the terms of this Agreement, including but not limited to, costs of engaging another consultant(s) for such purposes. In the event such additional expenses shall exceed amounts otherwise due and payable to Consultant hereunder, Consultant shall pay City the full amount of such expense.
(C) In the event this Agreement is terminated by City for any reason, Consultant shall:
(1) Upon receipt of written notice of such termination promptly cease all services on this project, unless otherwise directed by City; and
(2) Deliver to City all documents, data, reports, summaries, correspondence, photographs, computer software output, video and audio tapes, and any other materials provided to Consultant or prepared by or for Consultant or the City in connection with this Agreement. Such material is to be delivered to City in completed form; however, notwithstanding the provisions of Section 15 herein, City may condition payment for services rendered to the date of termination upon Consultant’s delivery to the City of such material.
(D) In the event this Agreement is terminated by City for any reason, City is hereby expressly permitted to assume the projects and complete them by any means, including but not limited to, an agreement with another party.
Form: Professional Service Agreement v. January 2021 Page 8 of 16 Chandler Asset Management, Inc.
February 2022
(E) The rights and remedy of the City and Consultant provided under this Section are not exclusive and are in addition to any other rights and remedies provided by law or appearing in any other section of this Agreement.
17. Compliance with Laws, Rules, and Regulations. Services performed by Consultant pursuant to this Agreement shall be performed in accordance and full compliance with all applicable federal, state, and City laws and any rules or regulations promulgated thereunder.
18. Exhibits Incorporated. All exhibits referred to in this Agreement and attached to it are hereby incorporated in it by this reference. In the event there is a conflict between any of the terms of this Agreement and any of the terms of any exhibit to the Agreement, the terms of the Agreement shall control the respective duties and liabilities of the parties.
19. Independent Contractor. It is expressly understood and agreed by both parties that Consultant, while engaged in carrying out and complying with any of the terms and conditions of this Agreement, is an independent contractor and not an employee of the City. Consultant expressly warrants not to represent, at any time or in any manner, that Consultant is an employee or servant of the City.
20. Integration and Entire Agreement. This Agreement represents the entire understanding of City and Consultant as to those matters contained herein. No prior oral or written understanding shall be of any force or effect with respect to those matters contained herein. This Agreement may not be modified or altered except by amendment in writing signed by both parties.
21. Jurisdiction and Venue. This Agreement shall be governed by and construed in accordance with the laws of the State of California, County of Monterey, and City of Salinas.
Jurisdiction of litigation arising from this Agreement shall be in the State of California, in the County of Monterey or in the appropriate federal court with jurisdiction over the matter.
22. Severability. If any part of this Agreement is found to be in conflict with applicable laws, such part shall be inoperative, null and void insofar as it is in conflict with said laws, but the remainder of the Agreement shall continue to be in full force and effect.
23. Notices.
(A) Written notices to the City hereunder shall, until further notice by City, be addressed to:
Director of Finance
City of Salinas
City Hall
200 Lincoln Avenue
Salinas, California 93901
Form: Professional Service Agreement v. January 2021 Page 9 of 14 Chandler Asset Management, Inc.
February 2022
With a copy to:
City Attorney
City of Salinas
City Hall
200 Lincoln Avenue
Salinas, California 93901
(B) Written notices to the Consultant shall, until further notice by the Consultant, be addressed to:
Carlos Oblites, Senior Portfolio Strategist
Chandler Asset Management, Inc.
7250 Redwood Boulevard, Suite 300
Novato, CA 94945
[email protected]
415-798-5586
(C) The execution of any such notices by the Director of Finance shall be effective as to Consultant as if it were by resolution or order of the City Council, and Consultant shall not question the authority of the Director of Finance to execute any such notice.
(D) All such notices shall either be delivered personally to the other party’s designee named above, or shall be deposited in the United States Mail, properly addressed as aforesaid, postage fully prepaid, and shall be effective the day following such deposit in the mail.
24. Nondiscrimination. During the performance of this Agreement, Consultant shall not discriminate against any employee or applicant for employment because of race, color, religion, ancestry, creed, sex, national origin, familial status, sexual orientation, age (over 40 years) or disability. Consultant shall take affirmative action to ensure applicants are employed, and that employees are treated during employment without regard to their race, color, religion, ancestry, creed, sex, national origin, familial status, sexual orientation, age (over 40 years) or disability.
25. Conflict of Interest. Consultant warrants and declares it presently has no interest, and shall not acquire any interest, direct or indirect, financial or otherwise, in any manner or degree which will render the services required under the provisions of this Agreement a violation of any applicable local, state, or federal law. Consultant further declares that, in the performance of this Agreement, no subcontractor or person having such an interest shall be employed. In the event any conflict of interest should nevertheless hereinafter arise, Consultant shall promptly notify City of the existence of such conflict of interest so that City may determine whether to terminate this Agreement. Consultant further warrants its compliance with the Political Reform Act (Government Code section 81000 et seq.) and Salinas City Code Chapter 2A that apply to Consultant as the result of Consultant’s performance of the work or services pursuant to the terms of this Agreement.
Form: Professional Service Agreement v. January 2021 Page 10 of 16 Chandler Asset Management, Inc.
February 2022
26. Headings. The section headings appearing herein shall not be deemed to govern, limit, modify, or in any manner affect the scope, meaning or intent of the provisions of this Agreement.
27. Attorneys’ Fees. In case suit shall be brought to interpret or to enforce this Agreement, or because of the breach of any other covenant or provision herein contained, the prevailing party in such action shall be entitled to recover their reasonable attorneys’ fees in addition to such costs as may be allowed by the Court. City’s attorneys’ fees, if awarded, shall be calculated at the market rate.
28. Non-Exclusive Agreement. This Agreement is non-exclusive and both City and Consultant expressly reserves the right to contract with other entities for the same or similar services.
29. Rights and Obligations Under Agreement. By entering into this Agreement, the parties do not intend to create any obligations express or implied other than those set out herein; further, this Agreement shall not create any rights in any party not a signatory hereto.
30. Licenses. If a license of any kind, which term is intended to include evidence of registration, is required of Consultant, its representatives, agents, or subcontractors by federal, state, or local law, Consultant warrants such license has been obtained, is valid and in good standing, and that any applicable bond posted in accordance with applicable laws and regulations.
31. Counterparts. This Agreement may be executed in one or more counterparts, each of which shall be deemed an original, but all of which together shall constitute a single agreement.
32. Legal Representation. Each party affirms it has been represented, if it so chose, by legal counsel of its own choosing regarding the preparation and the negotiation of this Agreement and the matters and claims set forth herein, and that each of them has read this Agreement and is fully aware of its contents and its legal effect. Neither party is relying on any statement of the other party outside the terms set forth in this Agreement as an inducement to enter into this Agreement.
33. Joint Representation. The language of all parts of this Agreement shall in all cases be construed as a whole, according to its fair meaning, and not strictly for or against any party. No presumptions or rules of interpretation based upon the identity of the party preparing or drafting the Agreement, or any part thereof, shall be applicable or invoked.
34. Warranty of Authority. Each party represents and warrants it has the right, power, and authority to enter into this Agreement. Each party further represents and warrants it has given any and all notices, and obtained any and all consents, powers, and authorities, necessary to permit it, and the persons entering into this Agreement for it, to enter into this Agreement.
35. No Waiver of Rights. Waiver of a breach or default under this Agreement shall not constitute a continuing waiver or a waiver of a subsequent breach of the same or any other provision of this Agreement. The failure to provide notice of any breach of this Agreement or
Form: Professional Service Agreement v. January 2021 Page 11 of 16 Chandler Asset Management, Inc.
February 2022
failure to comply with any of the terms of this Agreement shall not constitute a waiver thereof.
Failure on the part of either party to enforce any provision of this Agreement shall not be construed as a waiver of the right to compel enforcement of such provision or any other provision. A waiver by the City of any one or more of the conditions of performance under this Agreement shall not be construed as waiver(s) of any other condition of performance under this Agreement.
IN WITNESS WHEREOF, the parties hereto have made and executed this Agreement on the date first written above.
CITY OF SALINAS
____________________________
Steve Carrigan
City Manager
APPROVED AS TO FORM:
_________________________
□ Christopher A. Callihan, City Attorney, or
□ Rhonda Combs, Assistant City Attorney
CONSULTANT
___________________________________
By (Printed Name): ___________________
Its (Title): ___________________________
Form: Professional Service Agreement v. January 2021 Page 12 of 16 Chandler Asset Management, Inc.
February 2022
Exhibit A – Insurance Requirements
Insurance Requirements
Consultant shall procure and maintain for the duration of the Agreement insurance against claims for injuries to persons or damage to property which may arise from or in connection with the performance of the work hereunder and the results of that work by the Consultant, his agents, representatives, employees, or subcontractors. With respect to General Liability and Professional Liability, coverage should be maintained for a minimum of five (5) years after Agreement completion.
MINIMUM SCOPE AND LIMIT OF INSURANCE
Coverage shall be at least as broad as:
(A) Commercial General Liability (“CGL”): Insurance Services Office Form (“ISO”) CG 00 01 covering CGL on an occurrence basis, including products and completed operations, property damage, bodily injury, and personal & advertising injury with limits no less than $1,000,000 per occurrence. If a general aggregate limit applies, either the general aggregate limit shall apply separately to this project/location (ISO CG 25 03 or 25 04) or the general aggregate limit shall be twice the required occurrence limit. (B) Automobile Liability: ISO Form CA 0001 covering any auto, or if Consult ant has no owned autos, hired and non -owned, with limits no less than $1,000,000 per accident for bodily injury and property damage.
(C) Workers’ Compensation insurance as required by the State of California, with Statutory Limits, and Employer’s Liability Insurance with a limit of no less than $1,000,000 per accident for bodily injury or disease.
(D) Professional Liability (also known as Errors and Omissions) insurance appropriate to the work being performed , with limits no less than $1,000,000 per occurrence or claim, $2,000,000 aggregate per policy period of one year.
If the Consultant maintains broader coverage and/or higher limits than the minimums shown above, the City of Salinas requires and shall be entitled to the broader coverage and/or higher limits maintained by the Consultant. Any available insurance proceeds in excess of the specified minimum limits of insurance and coverage shall be available to the City.
OTHER INSURANCE PROVISIONS
The insurance policies are to contain, or be endorsed to contain, the following provisions:
Additional Insured Status
The City of Salinas, its officers, officials, employees, and volunteers are to be covered as additional insureds on the CGL policy with respect to liability arising out of work or operations performed by or on behalf of the Consultant including materials, parts, or equipment furnished in connection with such work or operations. General liability coverage can be provided in the form of an endorsement to the Consultant’s insurance (at least as broad as ISO Form CG 20 10, CG 11 85, or both CG 20 10, CG 20 26, CG 20 33, or CG 20 38; and CG 20 37 forms if later revisions used).
Form: Professional Service Agreement v. January 2021 Page 13 of 16 Chandler Asset Management, Inc.
February 2022
Primary Coverage
For any claims related to this Agreement or the project described within this Agreement, the Consultant’s insurance coverage shall be primary coverage at least as broad as ISO Form CG 20 01 04 13 as respects the City, its officers, officials, employees, and volunteers. Any insurance or self-insurance maintained by the City, its officers, officials, employees, or volunteers shall be excess of the Consultant’s insurance and shall not contribute with it.
Notice of Cancellation
Each insurance policy required above shall provide that coverage shall not be canceled, except with notice to the City.
Waiver of Subrogation
Consultant hereby grants to City a waiver of any right to subrogation which any insurer of said Consultant may acquire against the City by virtue of the payment of any loss under such insurance.
Consultant agrees to obtain any endorsement that may be necessary to affect this waiver of subrogation, but this provision applies regardless of whether or not the City has received a waiver of subrogation endorsement from the insurer.
The Workers’ Compensation policy shall be endorsed with a waiver of subrogation in favor of the City of Salinas for all work performed by the Consultant, its employees, agents, and subcontractors.
Self-Insured Retentions
Self-insured retentions must be declared by Consultant to and approved by the City. At the option of the City, Consultant shall provide coverage to reduce or eliminate such self-insured retentions as respects the City, its officers, officials, employees, and volunteers; or the consultant shall provide evidence satisfactory to the City guaranteeing payment of losses and related investigations, claim administrations, and defense expenses. The policy language shall provide, or be endorsed to provide, that the self-insured retention may be satisfied by either the named insured or City.
Acceptability of Insurers
Insurance is to be placed with insurers with a current A.M. Best’s rating of no less than A:VII, unless otherwise acceptable to the City.
Claims Made Policies
If any of the required policies provide coverage on a claims-made basis:
1. The Retroactive Date must be shown and must be before the date of this Agreement or the beginning of Agreement work.
2. Insurance must be maintained, and evidence of insurance must be provided for at least five (5) years after completion of the Agreement of work.
3. If coverage is canceled or non-renewed, and not replaced with another claims-made policy form with a Retroactive Dat e prior to the Agreement effective date, the Consultant must purchase “extended reporting” coverage for a minimum of five (5) years after completion of Agreement work.
4. A copy of the claims reporting requirements must be submitted to the City for review.
Form: Professional Service Agreement v. January 2021 Page 14 of 16 Chandler Asset Management, Inc.
February 2022
Verification of Coverage
Consultant shall furnish the City with original certificates and amendatory endorsements or copies of the applicable insurance language effecting coverage required by this Agreement. All certificates and endorsements are to be received and approved by the City before work commences. However, failure to obtain the required documents prior to the work beginning shall not waive the Consultant’s obligation to provide them. The City reserves the right to require complete, certified copies of all required insurance policies, including endorsements required by these specifications, at any time.
Subcontractors
Consultant shall require and verify all sub-consultants and/or subcontractors maintain insurance meeting all the requirements stated herein, and Consultant shall ensure Entity is an additional insured on insurance required from such sub-consultants and/or subcontractors.
Special Risks or Circumstances
City reserves the right to modify these requirements, including limits, based on the nature of the risk, prior experience, insurer, coverage, or other special circumstances.
Maintenance of Insurance
Maintenance of insurance by Consultant as specified shall in no way be interpreted as relieving Consultant of its indemnification obligations or any responsibility whatsoever and the Consultant may carry, at its own expense, such additional insurance as it deems necessary.
Form: Professional Service Agreement v. January 2021 Page 15 of 16 Chandler Asset Management, Inc.
February 2022
Exhibit B – Scope of Services
Investment management and advisory services may include, but are not limited to, assisting the City of Salinas (“City”) to:
providing management and advisory services for the City's investment portfolio; developing and implementing sound investment strategies which will maximize the portfolio's performance within the parameters of the adopted investment policy and California government codes;
providing technical and fundamental market research, including yield curve analysis; providing credit analysis of investment instruments in the portfolio; providing monthly investment reports for the portfolio detailing holdings, composition and sector analysis, return, weighted average maturity, and daily transaction activity; providing the City with on-line access to its current investment account information; providing semi-annual and annual performance reports, as needed; reviewing safekeeping and custodial procedures and agreements; at a minimum, delivering semi-annual presentations to the City Council of the City of Salinas on the performance of the City's portfolio;
at a minimum, meeting with City staff on a quarterly basis to review the investment portfolio and investment performance;
as needed, advising the City on recommended changes to its investment policy based upon legislative changes and other relevant market conditions and attending the City Council meeting in which the annual update to the investment policy is presented, if requested by the City;
assisting the City in analyzing its cash flow requirements to determine the amount of funds to be invested;
assisting the City in determining its investment risk tolerance and appropriate portfolio benchmark;
assisting the City in preparing staff report narratives regarding portfolio performance, economic analysis, and investment policy and legislative changes and impacts; providing other services as agreed upon.
Form: Professional Service Agreement v. January 2021 Page 16 of 16 Chandler Asset Management, Inc.
February 2022
Exhibit C – Fees
Consultant’s annual investment management fees will be based upon the average balance of assets under its direct management, in accordance with the following schedule:
Assets under Management Annual Investment Management Fee First $25M 0.10% (10 basis points)
Next $25M 0.08% (8 basis points)
Next $50M 0.06% (6 basis points)
Assets in excess of $100M 0.04% (4 basis points)
These fees are all-inclusive for the services Chandler will provide; however, these fees do not include custody fees the City may incur for third party custodial services, which are minimal.
Expenses (Out-of-Pocket)
Out-of-pocket expenses, including, but not limited to, those for travel, data resources, photocopying, and postage/delivery, will be borne by the Consultant.
1 RESOLUTION NO. (N.C.S.)
AUTHORIZATION TO EXECUTE AGREEMENT WITH
CHANDLER ASSET MANAGEMENT, INC. FOR INVESTMENT MANAGEMENT
AND ADVISORY SERVICES
WHEREAS, professional investment management and advisory services will be beneficial to the City of Salinas by ensuring its investments are managed efficiently and effectively and by enhancing the potential for higher returns while adhering to the objectives of safety and liquidity; and
WHEREAS, on November 10, 2021, the City issued a request for proposals for investment management and advisory services; and
WHEREAS, three (3) responses to the request for proposals were received and reviewed, taking into consideration, among other factors, demonstrated knowledge and experience in the work/services required, understanding of the City's investment policy requirements and strategies for carrying out the objectives of the policy, quality and number of professional personnel assigned to the City, and cost of services; and
WHEREAS, after reviewing and considering ea ch proposal and interviewing representatives of the firms, it was determined that Chandler Asset Management, Inc., would best meet the investment management and advisory services needs of the City; and WHEREAS, Chandler Asset Management, Inc., (“Chandler”) is an independent investment advisor registered with the United States Securities and Exchange Commission and is organized as a California corporation providing investment management and advisory services to public agencies throughout California; and
WHEREAS, Chandler is qualified by experience and ability to perform the services desired by the City, and Chandler is willing to perform such services for the period February 2, 2022 through December 31, 2024, with two additional one-year options.
NOW, THEREFORE, BE IT RESOLVED that the Salinas City Council:
1. Authorizes and directs the Mayor to enter into a Professional Services Agreement (Agreement) with Chandler Asset Management, Inc. for the period February 2, 2022 through December 31, 2024, with two additional one-year options. 2 PASSED AND APPROVED this 1st day of February 2022, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
APPROVED:
________________________
Kimbley Craig, Mayor
ATTEST:
_________________________
Patricia M. Barajas, City Clerk
City of Salinas
Legislation Text
200 Lincoln Ave., Salinas,
CA 93901
www.cityofsalinas.org
File #: ID#22-040, Version: 1
a. Existing Litigation - Government Code Section 54956.9(a), conference with legal counsel regarding, Amber Richardson v. City of Salinas, Superior Court of California, County of Monterey case no.:
16CV002640.
b. Labor Negotiations - California Government Code section 54957.6, with its designated labor representatives Christopher A. Callihan, City Attorney; Steven S. Carrigan, City Manager; Jim Pia, Assistant City Manager; Katherine Hogan, Assistant City Attorney; Mark Roberts, Finance Director; Marina Horta-Gallegos, Human Resources Director; Sylvia Enriquez, Senior Human Resources Analyst; Donna Williamson, Liebert Cassidy Whitmore, regarding labor relations with Service Employees International Union (SEIU), SEIU Supervisors, Salinas Municipal Employees Association/SEIU, Association of Management Personnel, Police Officers Association, Police Management Association, International Association of Firefighters, Fire Supervisors Association, Confidential Management Employees, Confidential Non-Management Employees and Department Directors. c. Performance Evaluation and Labor - California Government Code §54957 and §54957.6, public employee performance evaluation and labor relations with unrepresented employee (City Manager). d. Performance Evaluation and Labor - California Government Code §54957 and §54957.6, public employee performance evaluation and labor relations with unrepresented employee (City Attorney).
City of Salinas Printed on 1/26/2022Page 1 of 1
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