DUPUCAT1: OF ORIGINAL
ON FIle IN THE
OFFICE OF THE CITY ClERK:,
CITY OF HOWSTER
ORDINAlO: 00. 755
AN c;:RDlNANCE' OF'I'HE CITY OF
HOLLISTER PROBHIBITING WATER WASTE
AND REPEALING ORDINANCE 00. 752
OF THE CITY OF HOLLISI'ER
The City Council .Of the City of Hollister does ordain as follows, section 1: Definitions.
·Non-essential water use" is the indiscriminate or excessive dissipation of potable water which is unproductive or does not reasonably sustain economic . benefits or life forms. . ·Water waste" .is the indiscriminate, unreasonable or excessive running or dissipation of potable water.
Section 2: RegUlations.' All water users shall irrmediately cease and desist from non-essential and wasteful use of water within the City. Nonessential and wasteful use of water includes, but is not limited to, the following:
(a) Indiscriminate or excessive water use which allows
excess water to run to waste.
(b) Individual washing of cars, buildings or exterior
'surfaces without the use of a quick acting, ,positive
shut-off nozzle.
(c) Use of potable water to irrigate turf, lawns, gardens or ornamental landscaping between 9:00 o'clock A.M.
and 5:00 o'clock P.M. by means of other than drip irrigation or hand watering without quick acting, positive shut off nozzle. (d) Use of potable water to wash sidewalks or roadways when sweeping provides a reasonable alternative.
(e) Water waste caused by easily correctable leaks,
breaks or malfunctions after a reasonable time.
Exceptions may be made by the Director of Public
Services of the City of Hollister for corrections
which are not feasible or practical.
(f) Use of potable water for construction purposes, such as consolidation of backfill, unless no other source of water or method can be used.
(g) Restaurant water service unless upon request.
(h) Hydrant flushing except when required for public health and safety.
The.regulations contained in this Section shall not apply to City water allocated to the sunnyslope County Water District.
section 3: Administration. The Director of Public Services of the City ..'of HollistE!r shall be responsible for the ~lementation of this Ordinance.
The Director .shall report to the City Council all factors which affect: the implementation of this Ordinance and shall maintain a separate file of any requests for variances from the regulations set forth in this Ordinance. -1-
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Ordinance No. 755
Section 4: Variances. The regulations set forth in this Ordinance may be modifIea in writing by the Director of Public Services on written request therefore without formal application or hearing when the modification is consistent with the City's water conservation goals and where the strict application of the regulations of this Ordinance would cause health or safety problems or extreme hardship. In the event an application for modification is denied, the applicant may seek review by the City Council by filing a request for modification with the Clerk of the City of Hollister within ten (10) days of the date of writ;en denial by the Director of Public Services. section 5: Violations. The Director of Public Services shall prOVide any water user who fails or refuses to comply with the prOVisions of this Ordinance with written notice of violation and an opportunity to correct such noncompliance. The notice of violation shall:
(a) Be posted at the Site of the noncarpliance or
delivered to the water user.
(b) State the time, date and place of Violation.
(c) State the general description of the violation.
(d) State the means to correct the viOlatirn.
(e) State the date by which correction is tequired.
(f) A copy of the notice shall be mailed to the
address of the user.
In the event any water user shall fail or refuse to correct a violation within the time specified in the NOtice, such refusal shall be referred to an appropriate lawenforcernent agency for investigation and prosecution.
Any water user violating any of the provisions of this Ordinance shall be guilty of a misdemeanor and, upon conviction, shall be pUnished by a fine of not more than Five Hundred and 00/100 Dollars ($500.00) or by iJlprisonment for a term not exceeding six (6) months or by both such fine and inprisonment.
A water user shall be deemed to be guilty of a separate offense for each and 'every day during any portion of which any Violation of this ordinance is c0mmitted, continued or permitted.
Section 6: severability. If any provision of this Ordinance, or the application thereof to any person or circumstance, is held inValid or unconstitutional by a cqurt of canpetent jurisdiction, such invalidity or unc0nstitutionality shall not affect any other provision or awlication, and to this end, the provisions of this ordinanee are declared to be severable. The City Council of the City of Hollister hereby declares that they would have adopted this ordinance and each section, sub-section" sentence, clause, phrase, part or portions thereof, irrespective of the fact that anyone or more sections, sub-sections, sentences, clauses, phrases, parts or portions tbereof, be declared inValid or unconstitutional.
Section 7: Ordinance No. 752 of the City of Hollister is hereby -...repealed. ' Section 8: 'This Ordinance sha,ll take tlffeCt thirty (30) days fiom and ',' 'after its final passage. Prior to the expiration of fifteen (15) days fran 'the f1ila1 Passa~ ~reof, tne Clerk of the City of Hollister shall cause this ",ordinance to be published once in the Free Lance, a newspaper of g~eral cir- , ,,:Cul,ation, iri", the Ci~y of HoUister. , , 'This Ordinarice, was read and' introduced ,on tne 16th day of July, 1990, , ana ,passed and adopted by the City cOuncil of the City of' Hollister on. tpe 6th day 'o.fAugust,' 1990; by the following vote:
AYES: 90uncilmembers Gonzalez, Hallberg, Escover, Kuckenbaker, and Mayor Light.
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Ordinance No. 755
Page :3 of· :3
~cil.meJTDers None.
ABSEN'l' c:ounciJ.meniJers None~.
COUnc ' il.meJTDers None " " ,...... 1IBS'1'A.IN1ro: . (9 ~, May 0 f the City of Hollister
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SUNNVStOPE COUNlY WATER DISTRICT
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lJiJDdOrBiQ.USTER. OA 95023-9702
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ORDINANCE NO. ~4~5 __
.; 1 . ;'. ,:: AN ORDINANCE OF THE BOARD OF DIRECTORS OF THE SUNNYSLOPE COUNTY 'WATER DISTRICT DECLARING A WATER , .' 'sUPPLY EMERGENCY PROHIBITING WATER WASTE AND DF.JI;",S::: r.. '.'·,:.... I\m ESTABLISHING WATER RATIONING RULES NOW THEREFORE, BE IT ORDAINED by the Board of Directors of the Sunnyslope County Water District as follows:
SECTION I
PURPOSE, FINDINGS, AND AUTHORITY
A. Statement of Purpose and Finding:s: The Sunnyslope County water District enacts this ordinance to restrict water waste and unnecessary use of water by reason of a present urgency situation caused by drought and threatened water supply shortage. The overall objective is to reduce water usage by 20% district wide.
B. Authority: This ordinance is enacted pursuant to the provisions of Section 31.026, et seq. of the California Water Code, which authorizes county water districts to restrict the use of water during any emergency caused by drought or other threatened or existing water shortages and to prohibit the wastage of district water or the use of district water during such periods.
C. Findings:
(1) The lack of rain for the previous three years together with an abnormally low water table has created a water shortage in the Sunnyslope County Water District. A water table stUdy has been performed by the district and is available at the district office.
(2) Greater per capita water consumption increases the entire district's vulnerability to a severe drought.
(3) water hook-Ups and water consumption has steadily increased over the previous three drought years and continues to increase into the present potential drought year. water district' records indicate that from July, 1985 to June, 1989, water connections have increased by 34%. (4) Water conservation has proven to be a successful mechanism to reduce water consumption. Conservation efforts will provide an interim water supply, reduce drought vulnerability, reduce sewer flows, and ease the impact of the previous drought years, all of which is required to meet the health, safety, and welfare of the residents of the Sunnyslope county water District.
SECTION II
DEFINITIONS
A. Definition of Water Waste: -Water waste- is deemed to be the indiscriminate, unreasonable, or excessive running or dissipation of potable water. Water waste is prohibited by the terms of this ordinance.
B. Definition of Non-essential Water Use: -Non-essential water use w is the indiscriminate or excessive dissipation of potable water which is unproductive or does not reasonably sustain economic benefits or life forms given the present shortage of potable water. Non-essential water use is prohibited by the terms of this ordinance.
SECTION III
RESTRICTIONS ON WATER WASTE
A. Prohibition: All residential and non-residential customers including individuals, commercial enterprises, ~nd governmental entities recelvlng water from the Sunnyslope County Water District shall cease and desist from wastefUl and non-essential uses of water within the district boundaries. The district shall impose and enforce mandatory prohibitions -1-
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against water waste. Water waste and non-essential uses shall include those uses defined in Section II-A and B above and shall further include the following:
(1) Indiscriminate or excessive water use which allows excess to run to waste.
(2) Individual washing of cars, buildings, or exterior surfaces without use of quick acting, positive shut-off nozzles. (3) Use of potable water to irrigate turf, lawns, gard"ens, or ornamental landscaping between 9:00" a.m. and 5:00 p.m. by means other than drip irrigation or hand watering without quick acting, positive shut-off nozzles.
(4) Use of potable water to wash sidewalks or roadways where airblowers or sweeping provides a reasonable alternative. (5) water waste caused by easily correctable leaks,
malfunctions after a reasonable time within which to correct. may be made by the Sunnyslope County Water District Manager for which are not feasible or practical.
breaks, or
Exceptions
corrections
(6) Operation of decorative fountains even if they use a recirculating system. (7) Use of water for construction purposes, such as consolidation of backfill unless no other source of water or method can be used. (8) Restaurant water service unless upon request.
(9) Hydrant flushing except where required for pUblic health and safety.
(10) Refilling eXisting private pools except to maintain water levels.
B. The prohibitions contained herein shall not apply to the district water allocated to the City of Hollister.
SECTION IV
ADMINISTRATION
A. Implementation: The district's manager shall be charged with implementation of this ordinance. The manager shall report to the board all factors which affect the implementation of this ordinance and shall maintain a separate file of any requests for variances from the prohibition set forth in this ordinance.
B. Alternative If Purpose of Ordinance is Not Met: In the event that the rationing measures set forth in this ordinance are not sUfficient to meet the district's overall intent of reducing water u.sage by 20%, the district shall consider the adoption of a mandatory water rationing ordinance. Such ordinance which shall impose a use/penalty fee upon the water user, calcUlated at the rate of ($.30 per gallon), and shall apply to all water users who use water in"excess of the maximum ration set forth in said succeeding ordinance.
SECTION V
VIOLATIONS
A. Notice of Violation: Should any individual or entity fail or refuse to comply with the provisions of this ordinance, the district's manager or his agent shall prOVide that person or entity with written notice of the violation and an opportunity to correct the noncompliance. This notice shall be in writing and shall:
(1)" Be posted at the site of the noncompliance. (2) State the time, date, and place of violation. (3) State a general description of the violation.
(4) State the means to correct the violation.
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(5) State a date by which correction is required. (6) A copy of the written notice shall further be mailed to the site of the violation.
B. Should an individual or entity fail or refuse to correct the violation within the time specified in the written notice, said refusal shall be referred to the appropriate law enforcement agency for prosecution as a misdemeano~, which shall be puni~hed by being imprisoned in th~ county jail for not more than 30 days or by a fine of not more than $600.00 or by bot~ such fine and imprisonment. The district shall be entitled to pursue any other remedy available at law or equity to abate the nuisance.
SECTION VI
RATIONING VARIANCE
The prohibition set forth in this ordinance may be modified in writing by the district manager upon written request wit~out formal application or hearing when the modification is consistent with the district rationing and water conservation goals and where the strict application of the requirements of this ordinance would cause health or safety problems or cause extreme hardship. In the event that a variance applicant is not satisfied with the decision of the district manager, the applicant may seek further relief before the district board of directors by filing a request for a variance within ten days from the date of receiving the decision from the district's general manager.
SECTION VII
TERMINATION OF WATER USE RESTRICTIONS
The provisions of this ordinance declaring a water supply emergency and imposing present water use restrictions shall have no force and effect on or after February 14, 1991, except, however, that this date may be extended from time to time by resolution of the boaid of directors upon findings that the present water supply emergency has not ended.
SECTION VIII
INVALIDITY
Should any prov1s10n of this ordinance be found by a court of law to be unconstitutional, unlaWfUl, or invalid, such court decision shall not affect the validity of the remaining provisions of this ordinance.
SECTION IX
PUBLICATION
This ordinance shall be published once in full in a newspaper of general circUlation printed in the district within ten days after adoption.
SECTION X
URGENCY EFFECT
The provisions of this ordinance shall have urgency effect and shall become effective on 12:01 a.m. Feb. 14, 1990.
On motion of director Anderson , and seconded by director Hailstone , the foregoing ordinance is adopted this 13 day of February , 1990, by the fOllowing vote.
AYES: DIRECTORS: Nelson, Hailstone, Williams & ~nderson NOES: DIREC~ORS:
ABSENT; DIRECTORS: Churchill
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I, BRYAN YAMAOKA, Secretary t.O the Board of Direct'ors of the Sunnyslope County Water District, hereby certify the fdregoing is a fUll, true, and correct copy of an ordinance duly adopted this day of February 1990.
Witness my hand and seal of the Board of Directors this 13 February , 1990. day of
San Benito County Resolution 92-82. Water Conservation Plan • Provides guidelines to deal with water shortage conditions, including droughts. • Prohibits certain water uses categorized as wasteful and establishes mandatory conservation measures for wastewater usage.
• Requires the use of water-saving plumbing fixtures for all new construction and for existing structures, where replacements, additions or relocations of plumbing fixtures are proposed.
• Encourages the installation of dual distribution systems for irrigation and the use of reclaimed water to the maximum extent feasible.
• Recommends water-conserving measures applicable to agriculture, including irrigation audits, prescribed irrigation schedules etc. • Provides a detailed, water-efficient landscape plan applicable to all new and rehabilitated landscaping for public projects and private development, including golf courses. Developer-installed landscaping in residential projects is also subject to these provisions.
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Adopted by Board of Supervisors - July 7, 1992
Resolution 92-82
SAN BENITO COUNTY
PLANNING DEPARTMENT
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BEFORE THE BOA~ OF SUPERVISORS, COUNTY OF ~AN BENITO
A RESOLUTION ADOPTING THE )
FINAL SAN BENITO COUNTY )
WATER CONSERVATION PLAN )
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RESOLUTION NO. 92-82
WHEREAS, On February 26, 1991, the Board passed and adopted Ordinance Number 594, "An Urgency Ordinance Requiring the Development ofa Water Conservation Plan and Requiring the Issuance ofBuilding Permit to Conform to the Water Conservation Principles"
- WHEREAS, Section 3 ofthe ordinance provides for the preparation and adoption of a Preliminary Water Conservation Plan. The "San Benito County Preliminary Water Conservation Plan" was adopted by the Board on June 4, 1991; WHEREAS, Section 5 ofthe ordinance states: "Upon the completion ofthe countywide hydrologic study. the board shall hold a public hearing to consider all relevant evidence on creating a Final Water Conservation Plan"~
WHEREAS. The San Benito County Ground-Water Investigation was completed by the consultant Luhdorff and Scalanini in October, 1991; WHEREAS. California Government Code (Chapter 3 of Division 1 ofTitle 7 of Article 10.8) requires that a copy of the adopted Final Plan be sent to the St~te by January 31,1993;
WHEREAS. on J u 1 v 7 • 1992. at a duly notice public hearing and considering the evidence presented at the hearing, the Board considered the content of the.
Final Water Conservation Plan.
NOW, THEREFORE BE IT RESOLVED by the Board of Supervisors ofthe County of San Benito hereby adopts the Final San Benito County Water Conservation Plan.
Board of Supervisors Resolution Adopting Final Water Conservation Plan I
PASSED AND ADOPTED by the Board of Supervisors of the County of San Benito, State of California at the meeting of said board on the 7 ,-I, day of 1 , 1992, by the following vote.
AYES: SUPERVISORS: M.Graves.Kesler ,C .Graves ,Bowling,Scagliotti NOES: SUPERVISORS: None
ABSENT: SUPERVISORS:
By:
Chair A'
San Benito County Board of Supervisors
ATTEST
JO~ R. HODGES, Clerk of the Board
By: o[.lu~~ M
Denise R. Thome, Deputy Clerk
APPROVED AS TO LEGAL FORM
d hG/p2
/ Date
Board of Supervisorr Resolution Adopting Fiat Water Comervation Plln 2 TABLE OF CONTENTS
SECTION I ............................................................... 2 .......................................................................... I'l-JIwOSE SCOPE .......................... ................................#............................................. 2 SE~TION 2 ...................-...*.....-..............*. ...............................,....,..,...,......................,..............*... 2 FnmINGS .................... -. .................................................................................... ................., 2 SECTION 3 ......................................................................................................................................... 3 ~EFlNITlON OF PERSON .................................................................................................... 3 SECTION 4 ......................................................................................................................................... 3 PROWITION OF CERTAIN USES ..................................................................................... 3 SECTION 5 ......................................................................................................................................... 3 LIMITS ON CERTAIN USES ................................................................................................ 3 SECTION ......................................................................................................................................... 4 WATER SAVING DEVICES ................................................................................................. 4 SECT1 ON 7 .................................. ...................................................................................................... 4 MANDATORY CONSERVATION MEASURES ON WATER WASTE ................................ 4 SECTION 8 ......................................................................................................................................... 5 FumAIMED WA7-m ................................................................................................. ;'I: ..... 5 SECTION 9 .......................................................................................................................................... G AGRICULTURAL .................................................................................................................. 6 SECTION 10 ....................................................................................................................................... 7 WATER EFFICLENT LANDSCAPE PLAN ........................................................................... 7 I . INTRODUCTION ................................ ., ............................................................... 7 I1 . APPLICABILITY ................................................................................................ 7 I11 . PROVISIONS FOR NEW OR REHABILITATED LAMISCAPES .................... 8 IV . PROVISIONS FOR EXISTING LANDSCAPES ............................................. 13 V . PROJECT SUBMITTAWDOCUMENTATION PROCEDURES .......................... 14 VI . CERTIFICATION ............................................................................................. 16 SECTION 11 ................................................................................................................................... 17 MANDATORY ENFORCEMENT ..................................................................................... 17 APPENDIX A: DEFINITIONS ............................................................................................................ 18 APPENDIX B: SAMPLE WATER CONSERVATION CONCEPT STATEMENT ............................. 21 APPENDIX C: SAMPLE CERTIFICATE OF SUBSTANTIAL, COMPLETION ................................ 22 APPENDIX D: EXAMPLE CALCULATIONS FOR MAICIMUM ALLOWABLE WATER BUDGET AND ESTIMATED WATER USE .................................................................................... 24 APPENDIX E: DERIVATION OF THE 'ALLOWABCE PERCENTAGE ............................................ 26 APPENDIX F: REFERENCE EVAPOTRANSPIRATION ....................................................... .. ........ -27 Index .................................................................................................................................................... 28 San Benito County
Final Water Conservation Plan
SECTION I
PURPOSE AND SCOPE
This plan provides guidelines to deal with water shortage conditions which often exist within parts of California including the County of San Benito. This plan was adopted by the Board of Supervisors on July 7, 1992 (Resolution 82-82). This plan was adopted pursuant to Ordinance #594.
SECTION 2 -
FINDINGS
The Board of Supervisors finds, determines and declares as follows:
San Benito County faces and has faced in recent years the tremendous pressure of residential growth.
The demand for water service by water district and property owners is not expected to lessen.
San Benito County relies extensively on groundwater for its water supply for all uses. Also, San Benito County received water from the federal water project known as the San Felipe Project. The San Felipe Project primarily supplies agriculture at the present time, It is the Board's intent that all runoff be used to the maximum extent feasible to recharge groundwater resources.
The supply of water in California, particularly in the County of San Benito, is in jeopardy due to the present drought. The drought has not only affected the replenishment of the ground water but affects the supplies available to the San Felipe project as evidenced by recent cutbacks in the proposed supply.
The County of San Benito is geographically in an area that is historically subject to periodic droughts of lengthy duration, Currently, we are in the fifth year of a devastating drought.
For the foregoing reasons, the amount of water supply available to the County to. serve the citizens is not and will not be adequate to meet the ordinary demands and requirements of water consumers without depleting the water supply of the County to the extent that there would be insufficient water for human consumption, sanitation, fire protection and all other beneficial uses, and that these conditions are likely to continue to exist.
SECTION 3
DEFINITION OF PERSON
The following term is defined for the purpose of the plan:
(a) "Person" shall mean any individual person and any firm, partnership, corporation, business entity, district, agency, city, county and any other entity or organization.
SECTION 4
PROHIBITION OF CERTAIN USES
(a) No person shall waste water as used herein. The term "waste" means:
1. Use of potable water to irrigate grass, lawns, ground cover, shrubbery, crops, vegetation and trees between the hours of 10:OO a.m. and 6:00 p.m. in such a manner as to result in runoff for more than five (5) minutes.
2. Use of potable water to wash sidewalks, walkways, driveways, parking lots, open ground or other hard surfaced areas by direct application where sweeping will accomplish the same results.
3. Allowing potable water to escape from breaks within the persons' plumbing system for a@ unreasonable period of time after the break is discovered and reported.
4. Use of potable water for sewer system maintenance or fire protection training except as necessary.
5, Use of potable water for any purpose in excess of the amounts allocated below for each class of service.
SECTION 5
LIMITS ON CERTAIN USES
The following classes or uses are hereby created:
(a) "Single family residential" which consists of water service to land improved with structures designed to serve as a residence for a single family. (b) "Multiple family residential" which consists of water service to land improved with structures designed to serve as or residence for more than a single family. (C) "Non-residential" which consists of water service to land improved with structures designed to serve for other than residential uses. Commercial, recreational, charitable, agricultural and cultural uses are included within this class.
SECTION 6
WATER SAVING DEVICES
Any plumbing fixture in any existing structure which is replaced, added or moved Gust conform with the following criteria (all new construction shall adhere to these guidelines as well):
Toilets must be ultra low flow toilets and use no more that 1.5 gallons of water per flush.
Shower heads must use no more than 2.5 gallons of water per minute (ultra low flow shower heads).
Kitchen and lavatory faucets must use no more than 2.0 gallons of water per minute.
Flushometer type toilets and urinals shall be of a design that does not exceed 2.0 gallons per flush.
All faucets in residential sinks and lavatories shall be equipped with faucet aerators and shall be of a design that limits the maximum flow to two gallons per minute.
Water faucets for uses other than residential shall have aerators and limit the flow to a maximum of four gallons per minute and shall be equipped with automatic shut-off valves or be operated by front button or pedal valves.
Fountains: No persons shall use water to operate or maintain levels in decorative fountains, unless such water is recycled in the fountain.
SECTION 7
MANDATORY CONSERVATION MEASURES ON WATER WASTE
Paae 4
Repair of plumbing. s~rinkler and irrigation svstems. Any person who is the owner, manager, or person responsible for the day-to-day operation of any premises shall take action to initiate steps to repair any leaking, broken or defective water pipes, faucets, plumbing fixtures, other water service appliances, sprinklers, watering or irrigation systems, or distribution systems within a reasonable time after such person first learns of such leaks, breaks, or defects, and shall thereafter diligently and promptly pursue such repair work to completion.
Washin& of vehicles. No person shall use a water hose to wash any car, truck, boat, trailer, bus, recreational vehicle, camper, aircraft, tractor, or any other vehicle, or any portion thereof, unless the hose is equipped with an automatic shutoff nozzle.
Cleaning of Structures. No person shall use potable water through a hose to clean the exterior of any building or structure unless such hose is equipped with a shutoff - nozzle.
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Cleaning of Surfaces. No person shall use potable water through a hose to clean any sidewalk, driveway, roadway, parking lot, or any other outdoor paved or hard surfaced area, except where necessary to protect public health or safety. The use of a bucket is not prohibited at any time for cleaning food, grease, oil, or other stains or spillage from surfaces.
Water Spillase. No person shall cause, suffer, or permit water to spill into streets, curbs, or gutters. No person shall use any water in any manner which results in runoff beyond the immediate area of use.
Swimming Pools and Spas. No person shall empty and refill a swimming pool except to prevent or repair structural damage or to comply with public health regulations.
SECTION 8
RECLAIMED WATER
As appropriate, the installation of reclaimed water irrigation systems (dual distribution systems) may be required to allow for the current and future use of reclaimed water.
Irrigation systems shall make use of reclaimed water unless a written exception has been granted by the local water agency, stating that the reclaimed water meeting standards is not available and will not be available in the future. The reclaimed water irrigation systems shall be designed in accordance with the requirements of local and state regulatory agencies.
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California Administrative Code Title 22, Division 4 provides the statutory requirements for wastewater reclamation and the California Department of Health Services has developed "Guidelines for Use of Reclaimed Water." This water conservation plan hereby encourages the use of reclaimed water to the maximum extent feasible.
Reclaimed water means water which, as a result of treatment of domestic wastewater, is suitable for a direct beneficial use or a controlled use that would not otherwise occur.
Beneficial use of reclaimed water in San Benito County include, but are not limited to the following:
Spray irrigation of crops, landscaping, and golf courses.
Surface irrigation of crops.
Recreational impoundment.
Landscape impoundment.
Groundwater recharge.
Construction purposes such as soil compaction and dust control.
Mining purposes such as dust control and mineral processing.
SECTION 9
AGRICULTURAL
In regards to a water conser~ation~plan, we would look to the farm bureau and Agricultural Commissioner and the agricultural community to offer recommendations for this section.
Agricultural water use is an important element of water conservation planning. The following should be considered by the agricultural community:
1. Irrigation audits can be designed to take into account a variety of crop evapotranspiration needs.
2. Crop tolerances to mineral and chemical concentrations in the soil and soil texture and quality must be taken into account when designing a water conservation program for agriculture.
3. Current irrigation water losses to deep percolation, runoff, and spray evaporation - can be minimized with prescribed irrigation schedules.
Paae 6
SECTION 10
WATER EFFICIENT LANDSCAPE PLAN
I. INTRODUCTION
Landscapes are essential to the quality of life in California, They provide areas-for recreation and can enhance the environment. In addition, landscapes offer people respite and psychological benefits as well as cultural and social framework and character. With carefhl planning and maintenance, our landscapes can be safe. attractive, usefhl, and environment ally sound.
It is the intent of this Plan to promote the values and benefits of our landscapes while recognizing the need to invest water, an increasingly limited resource, and our other resources as eficiently as possible.
This Water Efficient Landscape Plan has been prepared in response to the Water Conservation in Landscaping Act, Assembly Bill 325, Statutes of 1990, Chapter 1145.
The purpose of this Plan is to establish a structure for designing, installing, and maintaining water efficient landscapes in new projects. Provisions for water management practices and water waste preventions for established landscapes are also included.
Some of the features included in the Plan are: * Calculation of a water budget and estimated water use. * Appropriate plant selection and grouping in hydrozones. * The use of reclaimed water. * Landscape meters, automatic controllers, and rain switches. * Design plans for landscape, irrigation, and grading including a water conservation concept statement. * Monthly irrigation schedules.
* Schedules for ongoing maintenance.
* Water management practices and waste water prevention for existing landscapes. * Soil tests. * Education about water efficient landscapes provided.
I.. APPLICABILITY
This Plan applies to all new and rehabilitated landscaping for public projects and private development projects including golf courses. Developer-installed landscaping in single-family residence, duplex, and triplex projects is subject to the Plan. - Homeowner-provided landscaping at single family residence, duplex, and triplex lots is excluded.
All new and rehabilitated landscaping for projects listed above shall be subject to the following provisions.
A. Maximum Allowable Water Budget
For design purposes, a maximum allowable water budget is the upper limit of annual water use for the established landscaped area. It is based upon the area's average year climate and the size of the landscaped area. While this figure represents the maximum amount of water to be used on the landscaped area, designing a project to use less water is encouraged whenever possible. .- The basic formula for calculahg a project's maximum allowable water budget is:
MAW - - (ETO) (0.8) (LA) (0.62)
MAWB = Maximum Allowable Water Budget (gallons per year).
Eto . = Reference Evapotranspiration (inches per year).
0.8 - - Allowable Percentage.
LA - - Landscaped Area (square feet).
0.62 = conversion factor (to gallons per square feet).
THE VARIABLES
Reference Evapotranspiration (Eto)
Evapotranspiration (ET) is the amount of water that evaporates from the soil and transpires from the plants. Reference evapotranspiration (Eto) is a standard measurement of a large field of four- to seven-inch tall, cool season grass that is well watered. The historical average (normal) Eto of Hollister can be found in Appendix F 0-8: The Allowable Percentage (AP)
The allowable percentage for this calculation is 0.8. it is a factor based on an average plant mix and an average irrigation efficiency. The allowable percentage adjusts the standard measurement of Reference Evapotranspiration to produce the maximum amount of water budgeted annually for the landscape. For more information about the derivation of the allowable percentage, see Appendix E.
Landscaped Area (LA)
The landscaped area is the entire parcel less the building pad, driveways, non-irrigated portions of parking lots, hardscapes- such as decks and patios, and other non-porous - areas.
Conversion Factor (0.62)
To calculate the maximum allowable water budget in gallons per year, ttle conversion factor is 0.62.
To convert gallons per year to 100-cubic-feet per year, another common billing unit for water, divide gallons per year by 748. (748 gallons = 100 cubic feet.)
EXAMPLE CALCULATIONS OF A MAXIMUM ALLOWABLE WATER BUDGET SITE: Landscaped area of 50,000 square feet in Oakland, California.
MAWB = (ETo) (0.8) (LA) (0.62)
MAWB = (41 inches) (0-8) (50,000 square feet) (0.62)
Maximum Allowable Water Budget = 1,016,800 gallons per year Portions of landscaped areas in public and private sites such as parks, golf courses, or school yards where turf provides a playing surface or serves other recreational purposes may require additional water. A statement to that effect shall be included with the landscape design plan, designating areas to be used for such purposes and the amount of water required.
B. Estimated Water Use
The estimated water use of a project is the amount of water for the year to be used for the established landscape based upon the area's average year climate, the size of the landscaped area, the mix of plants selected, and the efficiency of the irrigation system.
The estimated water use for a landscaped area is composed ofthe sum of the estimated ' water use of all hydrozones in that landscaped area. A hydrozone is a subarea of the landscaped area having similar water use?hat is served by one valve or set of valves with the same settings. Here is a formula that can be used to estimate water use of a project:
EWU = (ETo) (KIAE) (LA) (.62)
EWU = Estimated Water Use (gallons per year)
ETo = Reference Evapotranspiration (inches per year)
KI = Landscape coefficient
IE = Irrigation Efficiency
LA = Landscaped Area (square feet)
0.62 = conversion factor
THE VARIABLES
The Landscape Coeficient (KI)
A landscape coeficient or aggregate plant factor is a factor used to modify ETo, based upon the estimated water use of a plant or group of plants. For purposes of this Plan, the landscape coeficient of low water using plants is 0.3, for average water using plants Is
0.5, and for high water using plants is 0.8. The landscape coeficient for cool season turf grass such as Kentucky bluegrass is 0.8. For warm season grasses such as bermuda, the landscape coeficient is 0.6.
Irrigation Eficiency (LE)
Irrigation efficiency is derived from estimates of equipment and design efficiency and management efficiency using the following formula:
IE = design efficiency x management eficiency
The minimum irrigation efficiency for purposes of this Plan is 0.65. Greater irrigation efficiency can be expected for large, flat, simply designed irrigation systems such a* athletic fields.
The other variables, ETo, LA, and 0.62 are the same as in the Maximum Allowable Water Budget calculation.
The formula for the estimated water use of the project is the same as the maximum allowable water budget formula, except the allowable percentage of 0.8 is replaced by the landscape coefficient and irrigation eficiency factors. Thus, the maximum allowable water budget represents the upper limit of annual water use for the landscaped area based on average plant mix and average irrigation efficiency. The estimated water use represents an estimate of how much water that landscaped area will need for the year based upon the specific mix of plants and the estimated efficiency of irrigation system used for that project.
C. Plant Selection and Grouping.
Plants shall be selected appropriately based upon their adaptability to the climatic, geologic, and topographical conditions of the site.
Plants having similar water use shall be grouped together in distinct hydrozones.
As long as the above criteria are met, any plants can be used in the landscape, providing the estimated water use of the project does not exceed the maximum allowable water budget.
D. Fire Resistive Plants
The selection of fire resistivb plants (low fuel volume plants) is especially important in fire prone areas of California. These are plants with less flammable parts: more leaf than wood and less woody undergrowth.
For more information, contact your local fire department or the nearest California Department of Forestry office listed in your telephone directory under State of California.
E. Soils
Soils shall be amended for improving water holding properties as noted in the soils report.
An organic mulch at least three inches deep shall be applied to all planting areas, except in turf or groundcover plantings.
P. Reclaimed Water
As appropriate, the installation of reclaimed water irrigation systems (dual distributkn systems) shall be required to allow for the current and kture use of reclaimed water.
Irrigation systems shall make use of reclaimed water unless a written exemption has been granted by the local water agency, stating that reclaimed water meeting all health standards is not available and will not be available in the foreseeable future. The reclaimed water irrigation systems shall be designed in accordance with the requirements of local and state regulatory agencies.
G. Irrigation Systems
When creating the irrigation design, the following criteria shall be followed:
1) Runoff and Overspray. Soil types and infiltration rate shall be considered when designing irrigation systems on slopes and level terrains. All irrigation systems shall be designed to avoid runoff, seepage, low head' drainage, overspray, or other similar conditions where water flows onto adjacent property, non-irrigated areas, walks, roadways, or structures.
Proper irrigation equipment and schedules, including features such as repeat cycles, shall be used to closely match application rates to infiltration rates therefore minimizing runoff.
Special attention shall be given to avoid runoff on slopes greater than 10 percent and to avoid overspray in planting areas with a width less than ten feet, or in median strips.
No overhead spray irrigation systems that are subject to wind drift shall be installed in median strips less than ten feet wide.
2) Water Coverage and Uniformity. For the purpose of determining the maximum allowable water budget, irrigation efficiency shall be assumed to be
0.65. Some projects will exceed this level of efficiency. When calculating the estimated water use of the project, irrigation eficiency shall be at least
0.65. 3) Equipment.
Meters. Separate landscape meters shall be installed for the irrigation system, except for single family homes.
Controllers. Automatic control systems are required for all projects and must be able to accommodate all aspects of the design.
Valves. Plants which require different amounts of water shall be irrigated by separate valves. If one valve is used for a given area, only plantsvith similar water use shall be used in that area. Anti-drain (check) valves shall be installed in strategic points to minimize or prevent low-spot drainage, runoff, and subsequent erosion from low elevation sprinkler heads.
Sprinkler heads. Heads and emitters shall have consistent precipitation rates within each control valve circuit. Sprinkler heads shall be selected for proper area coverage, precipitation rate, operating pressure, adjustment capability, and ease of maintenance.
Miscellaneous Devices. All systems shall conform to local backflow and cross connection codes. Rain sensing override devices are required on all irrigation systems. Moisture sensing devices are encouraged where appropriate.
H. Water Features
Recirculating or reclaimed water shall be used for decorative water features. Functional water features (such as swimming pools) and decorative water features shall be shall be included in the landscaped area calculation and considered as a high water using hydrozone. Pool and spa covers are encouraged when appropriate.
I. Maintenance
Landscapes shall be carehlly and competently maintained to ensure water efficiency and high quality appearance. A regular maintenance schedule shall include but not be limited to checking, adjusting, and repairing the irrigation equipment; resetting the automatic controller; aerating and dethatching turf areas: replenishing mulch; fertilizing; pruning, weeding, and removing litter in all landscaped areas. - J, Water Management
Water management practices at a minimum shall be in accordance with the State of California Landscape Water Management Program (Landscape Irrigation Audits.) Whenever possible, irrigation scheduling shall incorporate evapotranspiration data such as that from the California Irrigation Management Information System (CMIS) weather stations to apply the appropriate levels of water for different climates. Landscape irrigation audits shall be conducted by certified landscape irrigation auditors at least once every five years.
Whenever possible, landscape irrigation shall be scheduled between 8:00 pm and 8:00 am to avoid irrigating during times of high wind or high temperature.
K. Public Education
1) Publications. Information shall be provided to all new, single family residential home ownks regarding the design and installation of water efficient landscapes. Information about the efficient use of water shall be provided to water users throughout the community.
2) Model Homes. At least one model home in each project subject to this Plan shall be used as a demonstration of the principles of water efficient landscapes described in this Plan. Signs shall be used to identifj) the model as an example of a water efficient landscape and featuring elements such as plant zones, irrigation equipment and others which contribute to the overall water efficient theme.
IV. PROVISIONS FOR EXISTING LANDSCAPES
These provisions apply to unincorporated San Benito County area water purveyors.
A. Water Management
All existing large, landscaped areas (one acre or more), including golf courses, green belts, common areas, multi-family housing, schools, businesses, parks, cemeteries, parks, and publicly owned landscapes shall be audited at least every five years. If the project's water bills indicate that they are using less than or equal to the maximum allowable water budget for that project site, an audit shall not be not required.
B. Wnter Waste Prevention
Wastefbl runoff, seepage, low head drainage, overspray, or other similar conditions where water flows onto adjacent property, non-irrigated areas, walks, roadways, or structures - shall be prohibited.
V. PROJECT SUBMITTAL/DOGUMENTATION PROCEDURES
Each project submittal requires the following elements:
Water conservation concept statement. .
Maximum allowable water budget calculation.
Landscape design plan, Including estimated water use calculation.
Irrigation design plan.
Irrigation schedules.
Maintenance schedules.
Landscape irrigation audit schedule.
Grading design plan.
Soil test
A. Water Conservation Co~~cept Statement -
A Water Conservation Concept Statement is a one-paged checklist and narrative summary of the entire project submittal package. See Appendix B for a suggested format for a water conservation concept statement. A copy of the Water Conservation Concept Statement shall be sent to the local water agency along with the Certificate of Substantial Completion.
B. Maximum Allowable Water Budget
For design purposes, the maximum allowable water budget is the upper limit of annual water use for the established landscaped area. See Provisions Section IIIA for more information.
C. Landscape Design Plan
The landscape design plan shall be drawn on project base sheets at a scale that shall accurately and clearly identi@:
* Landscape materials, trees, shrubs, groundcover, turf, etc. Planting symbols shall be clearly drawn and plants labeled by botanical name, common name, container size, spacing, and quantities of each group of plants indicated, * Property lines and street names. * Streets, driveways, walkways, and other paved areas. * Pools, ponds, water features, fences, and retaining walls. * Existing and proposed buildings and structures including elevation if applicable. * Natural features including rock outcroppings, existing trees, shrubs, etc. that will remain. * Tree staking, soil preparation details, and any other applicable planting and - installation details.
* A calculation of the total landscaped area: including the entire parcel less the building pad, driveways, the non-irrigated portions of parking lots, hardscapessuch as decks and patios, and other non-porous areas. * Designation of hydrozones: a subarea of the landscaped area having similar water use that is served by one valve or set of valves with the same settings. A hydrozone may be non-irrigated, for example a naturalized area. * A calculation of the estimated water use of the landscaped area. The estimated water use shall not exceed the maximum allowable water budget. See Provisions Section IllB for more information.
D. Irrigation Design Plan
The Irrigation design plan shall be drawn on project base Sheets, It should be separate from, but use the same format as, the landscape design plan. 1) The scale shall be the same as that used for the landscape design plarp:
2) The irrigation design ljlan shall accurately and clearly identi&:
Location of separate landscape meters. * Location, type, and size of all components of the irrigation system, including automatic controllers, main and lateral lines, valves, sprinkler heads, moisture sensing devices, rain switches, quick couplers, and backflow prevention devices. * Static water pressure at the point of connection. * Flow rate (gallons per minute), precipitation rates (inches per hour), and design operating pressure (psi) for each station. * Reclaimed water irrigation systems as described in the Provisions Section I11F.
3) Irrigation systems shall be designed to be consistent with hydrozones.
E. Irrigation Schedules
An annual irrigation program with monthly irrigation schedules shall be required for the plant establishment period, for the established landscape, and for any temporarily irrigated . areas.
The irrigation schedule shall include run time (in minutes per cycle) and frequency of irrigation for each station. The irrigation schedule shall provide the amount of irrigation water (in hundred cubic feet, gallons, or in whatever billing units the local water supplier uses) recommended on a monthly basis. The total amount of irrigation water recommended in the irrigation schedule for the established landscape shall not exceed the project's maximum allowable water budget.
P. Maintenmice Schedule
Paae 15
A schedule for ongoing maintenance shall be prepared, reflecting maintenance tasks including those listed in Provisions section 111 1.
G. Landscnpe Irrigation Audit Schedules
Landscape irrigation audits, described in Provisions Section I11 J, shall be scheduled and conducted at least every five years.
H. Grading Design Plan
The grading design plan shall be drawn on project base sheets. It should be separate from but use the same format as the landscape design plan. The grading design plan shall indicate finished configurations and elevations of the landscaped area, including the height of graded slopes, pad elevations, and finish grade.
I. Soil Test -
A soils report shall be prepared and submitted with the plans. As a minimum, the following shall be included:
1) Determine soil texture, indicating the percentage of organic matter. 2) Approximate soil infiltration rate (either measured or derived from soil texturelinfiltration rate tables.) A range of infiltration rates should be noted where appropriate.
3) Measure of Ph, and total soluble salts.
4) Recommendations for improving soil conditions to maximize water use efficiency.
A copy of the entire project submittal package shall be delivered to the owners site manager along with .the record drawings and any other information normally forwarded to the ownerlsite manager. A copy of the water conservation concept statement shall be sent to the local water district.
VI. CERTIFICATION
Upon completion of the installation of the landscaping and the irrigation system, an irrigation audit shall be conducted prior to the final field observation. A licensed landscape architect, designer, or contractor shall conduct a final field observation and shall provide a certificate of substantial completion which shall specifically include reference to the landscaping, automatic irrigation system and the irrigation audit, along with a punch list of any observed deficiencies to the Owner of Record, ~ertification shall be accomplished by completing the Certificate of Substantial Completion form in Appendix E and delivering it to the county and to the local water supplier.
Page I6
SECTION 11
MANDATORY ENFORCEMENT
(a) The provisions of this plan shall be enforced by the Planning Director and Building Oficial or his or her designee. Building permits shall only be issued in compliance with this plan.
APPENDIX A: DEFINITIONS
"allowable percentaget1: The allowable percentage for determining the maximum dkwable water budget is 0.8. This represents a factor including consideration of an average landscape coefficient and irrigation efficiency, See page 10 for a more complete discussion.
"amendment": Additions to the soil, such as compost, leaf mold, peat moss, ground bark, which improve aeration and drainage of clay soils and help hold water in sandy soils.
"anti-drain valve": A valve located under a sprinkler head to hold water in the system so it does' not drain out of the lower elevation sprinlder heads. "application rate": The depth of water applied to a given area in one hour, usually measured in inches per hour.
"automatic controller": A mechanical or solid state timer, capable of operating valve stations to set the days and length of time of a water application. - "backflow prevention device1': A safety device used to prevent pollution or contamination of the water supply due to the reverse flow of water from the irrigation system.
"distribution uniformity": A measure of how evenly water is applied over an area. (scientific: The ratio of the average low quarter depth of irrigation water infiltrated to the average depth of irrigation water infiltrated, expressed as a percent.) "emitter": Fittings that deliver water slowly through small openings from the lateral line to the plant.
"established landscape": The point at which plants in the landscape have established themselves into the adjacent soil.
"establishment period1': For purposix of this Plan, the first year after installing the plant in the landscape. The actual establishment period varies depending upon the plant species, the development of the plant's root system, soil conditions, and other environmental factors.
"estimated water use": The amount of water the designer estimates, that the project will need on an annual basis. The estimated water use cannot exceed the maximum allowable water budget. See Provisions Section I11 B for a suggested formula and more information.
"evapotranspiration": The quantity of water evaporated from adjacent soil surfaces, transpired by plants, and retained in plant tissue during a specific time. "flow rate1': The rate at which water flows through pipe fittings and valves. "fire resistive plants (low volume fuel plants)": Those with less flammable parts: more leaf than wood and less woody undergrowth.
"hydrozone": A portion of the landscaped area having plants with similar water needs that are served by a valve or set of valves with the same setting. A hydrozone may be non-irrigated, for example, a naturalized area.
"infiltration rate": The rate of water entry into the soil expressed as a depth of water per unit of time in inches per hour. The infiltration rate changes with time during an - irrigation.
Paae 18
"irrigation efliciency": The measurement of the amount of water beneficially used divided by the amount of water applied.
"landscape coen?cierrtl': The functional equivalent of a crop coefficient in agriculture. When multiplied lames Eto, it estimates the amount of water required to maintain landscape plants in good condition.
"landscape irrigation audit": A process to perform site inspections, evaluate irrigation systems. and develop efficient irrigation schedules. "landscaped area": The entire parcel less the building pad, driveways, non-irrigated portions of parking lots, hardscapes such as decks and patios, and other non-porous areas.
"lateral line": The water delivery pipeline that supplies water to the emitters or sprinklers from the main line.
"main line": The pipeline that delivers water from the water source to the lateral lines.
"mature landscape": See "established landscape".
"maximum allowable water budget": For design purposes, the upper -limit of annual water use for the established'landscaped area. It is based upon the area's average year climate and the size of the landscaped area.
"moisture sensing devicett: A device that measures the moisture condition of the soil in a variety of ways,
"mulch": Any material such as leaves, bark, or straw left loose and applied to the soil surface to prevent evaporation.
"operating pressure": The pressure at which a system of sprinklers operates. (Static pressure minus pressure losses.) This is usually indicated at the base or nozzle of a sprinkler.
"overspray": When sprinklers deliver water beyond the landscaped area, wetting pavements, walks, structures, or other non-landscaped areas. "percolation": The movement of water through the soil.
"potable water": Water which is meant for human consumption. "precipitation rate": The rate at which water is applied, usually expressed in inches per hour.
"pressure compensating bubbler": A sprinkler head usefit1 for watering trees and shrubs with water basins: produces a reduced flow of water that bubbles on the soil. "quick coupling system": A sprinkler system which uses permanently installed valves and sprinklers that can be moved from valve to valve. "rain switch or rain shut off valve": Measures rainfall and automatically shuts off the irrigation system when water reaches a certain level. "reclaimed water": Treated or recycled water of a quality suitable for nonpotable uses such as landscape irrigation; not intended for drinking. "record drawing": A set of reproducible drawings which show significant changes in the work made during construction and which are usually based on drawings marked up in the field and other data hrnished by the contractor. "reference evapotranspiration (Eto)": A standard measurement of evapotranspiration for a large field of 4- to 7 inch tall, cool season grass that is - well watered.
"run OW: Water which is not absorbed by the soil or landscape to which it is applied. Run Off occurs when water is applied at too great a rate or when there is a severe slope.
"soil texture": The classification of soil based on the percentage of sand, silt, and clay in the soil.
"sprinkler head": A device which discharges water through a nozzle. "static water pressure": The pipeline or municipal water supply pressure when water Is not flowing.
"station": An area served by one valve or set of valves that operate simultaneously.
"turf": A surface layer of earth containing grass with its roots. "valve": A device used to control the flow of water in the irrigation system. "water conservation concept statement": A one-paged checklist and narrative summary of the project. See Appendix D for a sample statement.
Paae 20
APPENDIX B: SAMPLE WATER CONSERVATlON CONCEPT STATEMENT Project Site;
Project Number:
Project Location:
Landscape Architect/Designer/Contractor:
Included in this project submittal package are:
(Check indicating completion)
A. A Maximum Allowable Water Budget
Reference ET ' (inches per year)
Landscaped Area (square feet)
Water Budget (gallons or cubic feet per year)
B. A Landscape Design Plan
Estimated Water Use (gallons or cubic feet per year)
C. An Irrigation Design Plan
D. Irrigation Schedules
E. A Maintenance Schedule
F. A Landscape Irrigation Audit Schedule
G. A Grading Design Plan
H. A Soil Test
Description of Project:
APPENDIX C: SAMPLE CERTIFICATE OF SUBSTANTIAL COMPLETION Project Site: Project Number:
Project Location:
Preliminary Project Documentation Submitted: (check indicating submittal) Maximum Allowable Water Budget -
reference ET (inches per year)
landscaped area (square feet)
water budget (gallons or cubic feet per year)
Landscape Design Plan estimated water use (gallons or cubic feet per Irrigation Design Plan
Irrigation Schedules -
Maintenance Schedule
Landscape Irrigation Audit Schedule
Grading Design Plan
Soil Test
Post-installation Inspection: (Check indicating substantial compliance) A. Plants installed as specified
B. Soils amended as noted in soils report
C. Irrigation system installed as designed
dual distribution system for reclaimed water
minimal run off or overspray
Project submittal package and a copy of this certification has been provided to ownerlmanager and local water agency Ilwe certify that work has been installed in accordance with the contract documents.
Contractor Signature Date State License Number
I/we certifjl that based upon periodic site observations, the work has been substantially completed in accordance with the Water Efficient Landscape Plan and that the landscape planting and irrigation installation conform with the approved plans and specifkations.
Landscape Architect Signature Date State License Number Paae 22
(Certificate of Substantial Completion, continued)
Vwe certifj that Vwe have received all of the contract documents and that it is our responsibility to see that the project is maintained in accordance with the contract documents.
Owner Signature Date
Pnnn 72
APPENDIX D: EXAMPLE CALCULATIONS FOR MAXIMUM ALLOWABLE
- WATER BUDGET AND ESTIMATED WATER USE
These two examples are for the same project in Fresno, California. While the total amount - oil water will vary from one place in the state to another, the proportions of high, average, and low water using plants, will remain the same. These examples demonstrate that the following plant combinations are allowed within the water budget. - 20% high water using plants; 40% average; 40% low d
30% high water using plants; 20% average; 50% low
MAWB=(Eto) (0.8) (LA) (0.62)
- EWU=(Eto) @UTE) (LA) (0.62)
MAWB=Maximum Allowable water Budget (gallons per year)
Eto= Reference Evapotranspiration (inches per year)
0.8= Allowable Percentage
LA= Landscaped Area (square feet)
0.62=Conversion Factor (to gallons per square feet)
EWU=Estimated Water Use (gallons per year)
KI=Landscape Coefficient
IE=Irrigation Eficiency
PROJECT SITE ONE: Landscaped area of 50,000 square feet in Fresno California MAWB = (Eto) (.8) (LA) (.62)
= (5 1 inches) (.8) (50,000 square feet) (.62)
Maximum Allowable Water Budget=1,264,800 gallons per year EWU = (Eto) (KIIIE) (LA) (.62)
Hydrozone 1 (Hl) is 20% of LA with KI .8(high water using plants) Hydrozone 2 (H2) is 40% of LA with Kl .5(average water using plants) Hydrozone 3 (H3) is 50% of LA with Kl .3(low water using plants) (HI) = (5 1 inches) (.8/.65) (10,000 square feet) (.62) = 389,169 gal. (H2) = (5 1 inches) (3.65) (20,000 square feet) (.62) = 486,461 gal. (H3) = (5 1 inches) (.3/.65) (20,000 square feet) (.62) = 291,876 gal.
Estimated Water Use = (HI)+(H2)+(H3) =1,167,506 gallons per year - EWU of 1,167,506 is less than MAWB of 1,264,800
- Dona 3A
- PROJECT SITE TWO: Landscaped area of 50,000 square feet in Fresno, California MAWB = (ETo) (. 08) (LA) (.62)
= (5 1 inches) (.8) (50,000 square feet) (.62)
Maximum Allowable Water Budget = 1,264,800 gallons per year EWU = (ETo) (WE) (LA) (-62)
Hydrozone 1 (HI) is 30% of LA with K1.8(high water using plants) Hydrozone 2 (H2) is 20% of LA with KI .S(average water using plants) Hydrozone 3 (H3) is 50% of LA with Ki .3(low water using plants) (H 1)= (5 1 inches) (N.65) (1 5,000 square feet) (.62) = 583,753 gal. (H2)= (51 inches) (.5/.65) (10,000 square feet) (.62) = 243,230 gal. - (H3)= (51 inches) (.3/.65) (25,000 square feet) (.62) = 364,846 gal.
Estimated Water Use = (Hl)+(W)+(H3) = 1,191,829 gallons per year EWU of 1,191,829 is less than MAWB of 1,264,800
Paoe 3.5
APPENDIX E: DERIVATION OF THE ALLOWABLE PERCENTAGE
I This allowable percentage is derived from the following formula: I AP (0.8) = average KI (0-5)
average IE (0-65)
The average landscape coefficient (average KJ) is a hnctional equivalent of a crop coefficient for landscapes. When multiplied times Eto, ft estimates the amount of water required to maintain landscape plants in good condition. Since species and site conditions vary at a project location, a range of KI values will occur, representing high (0-8), average (0.5), and low (0.3) water requiring conditions.
When water requirements are averaged across a project, an average landscape coefficient results. For purposes of this formula, the value for the average 10 is 0.5. This represents a balance between high, moderate, and-low. water use conditions.
Average Irrigation Efficiency (average IE) is derived from estimates of equipment and design efficiency (0-8 to 0.85) and management efficiency (0.8 to 0.85) using the following formula:
IE = design efficiency x management efficiency
The average irrigation efficiency for purposes of this formula is 0.65.
Therefore, 0.5 (N)/ 0.65 (IE) = 0.8 (AP)
APPENDIX F: REFERENCE EVAPOTRANSPIRATION
-
In inches (Historical data extrapolated from 12-month normal year to maps and U.C.
Publication 21426)
County: San Benito
City: Hollister
Jan Feb Mar Apr May Jun
1.5 1.8 3.1 4.3 5.5 5.7
County: Monterey
City: King City
Jan Feb Mar Apr May Jun
1.7 2.0 3.4 4.4 4.4 5.6
Jul
6.4 Jul
6.1 L
Aug Sep Oct Nov Dec Ann. Eto
5.9 5.0 3.5 1.7 1.1 45.1 'V
Aug Sep Oct Nov Dec Ann. Eto -
6.7 6.5 5.2 2.2 1.3 49.6
Index
AGRICULTURAL, 6
Allowable Percentage, 8
allowable percentage, 18
amendment, 18
anti, 18
Ap, 8
application rate, 18
automatic controller, 18
automatic shutsff valves, 4
backnow prevention device, 18
Building Onicial, 17
CERTIFICATION, 16
CIMIS, 13
Cleaning of Structures, 5
Cleaning of Surfaces, 5
Controllers, 12
Conversion Factor, 9
DEFINITIONS, 18
DERIVATION OF THE ALLOWABLE PERCENTAGE, 26
distribution uniformity, 18
drought, 2
emitter, 18
established landscape, 18
cstablishrnent period, 18
Estimated Water Use, 9, 18
ET, 8
Eto, 8
evapotranspiration, 18
EXAMPLE CALCULATIONS, 9,24
faucet aerators, 4
Findings, 2
Fire Resistive Plants, 10, 18
Flusl~on~eter, 4
Fountains. 4
golf courses, 7, 13
Grading Design Plan, 16
Groundwater recharge, 6
Guidelines for Use of Reclaintcd Water, 6
Hollisler, 27
hydrozone, 18
IE, 9
ifillration rate, 18
Irrigation Design Plan, 15
irrigation efficiency, 19
Irrigation Schedules, 15
Irrigation Syslems, 11
KI, 9
King City, 27
Kitchen and lavatory faucets, 4
LA, 8
Paae 28
landscape architect, 1G
landscape coeRicien, 19
Landscape Design Plan, 14
landscape irrigation audit, 19
Landscape Irrigation Audit Schedules, 16
landscaped area, 19
lateral line, 19
main line, 19
Maintenance, 12
Maintenance Schedule, 15
MANDATORY ENFORCEMENT, 17
mature landscape, 19
MA WE, 8
Maximum Allowable Water Budget, 8, 14
Meters, 12
Mining, 6
Miscellaneous Devices, 12
Model Homes, 13
nioisture sensing device, 19
Monterey County, 27
mulch, 19
Multiple family residential, 4
Non-residential, 4
operating pressure, 19
Ordinance #594, 2
overspray, 19
percolation, 19
Person, 3
Ph, 16
Planning Director, 17
Plant Selection and Grouping, 10
potable water, 19 ~
pressure compensating bubbler, 19
PROHlBITION OF CERTAIN USES, 3
project submittal requirements, 14
PROVISIONS FOR EXISTING LANDSCAPES, 13
Public Education, 13
Publications, 13
quick coupling system, 19
rain switch or rain shut off valve, 19
RECLAIMED WATER, 5, 1 1, 19
record drawing, 19
reference evapotranspiration (Eto), 19,27
Repair of plumbing, sprinkler and irrigation systems, 5 run off, 20
Runoff and Overspray, 1 1
SAMPLE CERTIFICATE OF SUBSTANTIAL COMPLETION, 22
SAMPLE WATER CONSERVATION CONCEPT STATEMENT, 2 1
San Benito County, 27
Shotvcr heads, 4
Single family residential, 4
Soil Test, 16
soil texture, 20
Sprinkler heads, 12, 20
static water pressure, 20
station, 20
Swimming Pools and Spas, 5
Title 22.6
Toilels, 4
lul-f. 20
U.C. Publication 21426, 27
valve, 20
Valves, 12
VARIABLES, 9
Washing of vehicles, 5
wasle, 3
Wastehl runoff, 13
Water Conservation Concept Slatemenl, 14
water conservation concept statement, 20
Water Coverage and Uniformity, 12
WATER EFFJClENT LANDSCAPE PLAN, 7
Water Features, 12
Water Management. 13
WATER SAVING DEVICES, 4
Water Spillage, 5
Water Waste Prevention, 13
Paae 30
This Page Intentionally Blank
San Benito Urban Area UWMP 2025
SAN BENITO URBAN AREA UWMP 2025
Appendix H
Retailer Water
Rates
Hollister, CA https://hollister.ca.gov/government/departments/administrative_services/finance/utility_billing.php 1 of 2 5/1/2026, 9:23 AM
Hollister, CA https://hollister.ca.gov/government/departments/administrative_services/finance/utility_billing.php 2 of 2 5/1/2026, 9:23 AM
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Summary of Rates & Fees
Updated on September 24, 2025
Sunnyslope County Water District is committed to providing high-quality service at the lowest practical cost.
The schedules below replace prior water, wastewater, and capacity fee schedules to reflect the most recent Board-directed updates.
Water Rates (Effective FY 2025 – FY 2029)
On May 28, 2024, the Sunnyslope County Water District Board of Directors approved a multi-year schedule of water rate adjustments following the completion of a comprehensive Water and Wastewater Rate Study. The adopted schedule includes revised monthly service charges, private fire line charges, and volumetric consumption rates, effective beginning August 1, 2024, with annual updates through July 1, 2029. These changes were implemented to ensure that revenues are sufficient for fund operations, maintenance, and longterm capital improvements while meeting the District’s financial reserve and debt coverage requirements.
Monthly Water Base Service Charges (by meter size):
Meter Size FY 2025 FY 2026 FY 2027 FY 2028 FY 2029
5/8" $36.21 $39.11 $42.24 $45.62 $49.27
3/4" $36.21 $39.11 $42.24 $45.62 $49.27
1" $36.21 $39.11 $42.24 $45.62 $49.27
1 1/2" $65.91 $71.19 $76.89 $83.05 $89.70
2" $101.55 $109.68 $118.46 $127.94 $138.18
3" $214.43 $231.59 $250.12 $270.13 $291.75
4" $380.77 $411.24 $444.14 $479.68 $518.06
6" $778.80 $841.11 $908.40 $981.08 $1,059.57
8" $1,669.92 $1,803.52 $1,947.81 $2,103.64 $2,271.94
Private Fireline Base Charges (monthly):
Fireline Size FY 2025 FY 2026 FY 2027 FY 2028 FY 2029
1" $8.27 $8.94 $9.66 $10.44 $11.28
1 1/2" $11.62 $12.55 $13.56 $14.65 $15.83
2" $17.42 $18.82 $20.33 $21.96 $23.72
3" $38.21 $41.27 $44.58 $48.15 $52.01
4" $74.07 $80.00 $86.40 $93.32 $100.79
6" $202.77 $219.00 $236.52 $255.45 $275.89
8" $424.76 $458.75 $495.45 $535.09 $577.90
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Volumetric Consumption Charges per hundred cubic feet (HCF):
Class / Tier FY 2025 FY 2026 FY 2027 FY 2028 FY 2029
SFR - Tier 1 (First 1,000 cu ft) $3.77 $4.08 $4.41 $4.77 $5.16 SFR - Tier 2 (1,100–2,000 cu ft) $5.78 $6.25 $6.75 $7.29 $7.88 SFR - Tier 3 (> 2,100 cu ft) $6.99 $7.55 $8.16 $8.82 $9.53 Non-SFR (all use) $5.09 $5.50 $5.94 $6.42 $6.94
Note: One cubic foot of water is equivalent to approximately 7.48 gallons of water. So, 1 HCF is equivalent to approximately 748 gallons of water.
Example Monthly Bill Impact Chart Explanation
This chart illustrates how a customer’s monthly water bill changes with different levels of water consumption and meter sizes. It combines the fixed monthly service charge (based on meter size) with volumetric charges (based on usage) to show the total estimated bill. The purpose is to help customers understand how both their water use and meter size affect their overall monthly costs under the District’s adopted rate structure.
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Wastewater Rates (Effective FY 2025 – FY 2029)
The District charges residential sewer customers a monthly service charge plus a monthly volume charge based on average winter water consumption. Non-residential sewer customers are billed on actual metered water usage. These rates were approved by the Board of Directors on August 6, 2013 (Ordinance No. 74) and remain in effect. In drought years, the District caps the increase in average winter water usage in accordance with Ordinance No. 71 (effective May 3, 2012).
Wastewater Rates:
Customer Class Monthly Sewer Rates
Single Family (flat per month) $95.93 plus $5.64 per HCF Multifamily (flat per unit per month) $72.98 per unit plus $5.64 per HCF* Commercial & Industrial (per hcf) $12.14 per HCF of metered water use Cottages, Motels, Trailer Parks, Laundries,
etc. (per hcf)
$9.20 per HCF of metered water use
HCF- Hundreds of Cubic Fee (based on metered water usage) Upcoming Wastewater Rate Changes
The Sunnyslope County Water District Board of Directors approved new wastewater rates on My 28, 2024 as part of the District’s Water and Wastewater Rate Study. These changes simplify residential billing by moving to a flat monthly charge per dwelling unit and update non-residential volumetric rates. The new schedule is anticipated to take effect beginning January 1, 2026, following customer notification. Once implemented, customers will see wastewater charges reflect the updated structure while maintaining fairness and long-term financial stability for the District’s operations and capital improvements.
Water Capacity Fees (Effective September 23, 2025)
On September 23, 2025, the Board of Directors approved updated Water Capacity Fee rates based on the Raftelis Capacity Fee Study dated August 25, 2025. The new schedule applies a Hybrid methodology using an Equivalent Meter (EM) basis of 305 gallons per day, resulting in a fee of $8,399 per EM. Meter-based fees were recalculated accordingly to provide fairness and proportionality between new and existing customers. These fees replace the prior capacity charge schedule (effective July 1, 2023) and align with the District’s growthpays-for-growth policy.
Water Capacity Fees:
Meter Size Water Capacity Fee
5/8" $8,399
3/4" $8,399
1" $8,399
1 1/2" $16,798
2" $26,877
3" $58,793
4" $105,827
6" $218,374
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Equivalent Meter (EM) basis: 1 EM = 305 gpd. The calculated fee is $8,399 per EM; meter-based fees shown above apply accordingly.
Sewer Capacity Fees (Effective July 1, 2020)
The water and sewer capacity charges (connection fees) were approved by the Board of Directors on August 6, 2013, by Ordinance No. 75. The current sewer capacity charges became effective July 1, 2020, and may be adjusted annually by the Board of Directors using the Engineering News Record (ENR) index. These charges have not changed since adoption.
Sewer Capacity Fees:
Customer Classification Sewer Capacity Charge Installation Fee Total Single-Family Residential $21,125.00 $25.00 $21,150.00
Multi-Family Residential $15,850.00 per unit $25.00 each — 2-Family Unit $31,700.00 $50.00 $31,750.00
3-Family Unit $47,550.00 $75.00 $47,625.00
Cottages, Motels, Trailer
Parks, Laundries, etc.
$TBD $TBD $TBD
Commercial and Industrial $TBD $TBD $TBD
Miscellaneous Rates and Fees Effective February, 18 2015 The District also maintains a schedule of miscellaneous rates and fees, most recently updated and approved by the Board of Directors on February 18, 2015 (Resolution No. 536). These charges include customer deposits, penalties, and service-related fees that recover the cost of specific administrative or operational activities.
Examples include refundable deposits for new service accounts, late payment penalties, call-out charges for after-hours service, reconnection fees for accounts shut off due to non-payment, returned check/ACH fees, and property lien filing charges. These fees are designed to ensure that costs associated with individual customer actions are borne by those customers rather than by the District’s general ratepayers.
Miscellaneous Rates and Fees:
Deposits Required (Refundable after 3 years of good payment history):
Total Deposit Water Deposit Sewer Customer of: Sewer Deposit $ 400.00 $ 125.00 Sunnyslope $ 275.00
$ 300.00 $ 125.00 City of Hollister $ 175.00
$ 800.00 Fire Hydrant Deposit
Delinquent Account Penalty:
Late Fee of 10.0% (basic one-time penalty), PLUS 0.5% continuing penalty on unpaid balance Miscellaneous Fees:
$ 175.00
Call-Out Fee: Charged when District staff is called out to turn water on or off after normal working hours.
S:\BILLING - ACCOUNT TECHNICIANS\Rates & Fees
$ 50.00
Reconnection Fee : Charged when water service is shut-off for non-payment and must be paid before water service is restarted.
$ 30.00
Returned Check (or ACH) Fee: Charged when a payment is returned by the bank as uncollected for any reason.
$ 10.00
Administrative Collection Fee: Charged when a shut-off notice (60 days past due) or door hanger delivery is processed on a past due account. $ 50.00
Property Lien Filing Fee: Charged when the District files a lien for a balance due on a delinquent account.
Questions?
For questions about rates, fees, or how they apply to your project or account, please contact Sunnyslope County Water District Billing Department at (831) 637-4670, or via email at [email protected]
San Benito Urban Area UWMP 2025
SAN BENITO URBAN AREA UWMP 2025
Appendix I
Public Outreach
Water Resources Association San Benito County (WRASBC)
30 Mansfield Road, Hollister, CA 95023
(831) 637-4378
LANDSCAPE IRRIGATION HARDWARE REBATE PROGRAM
Program Overview: WRASBC offers a rebate program to purchase new/replacement landscape irrigation hardware/equipment to reduce the amount of water waste. The program includes MP Rotators by Hunter Industries, and Hose Timers and/or Rain Sensors which are on the list provided by WRASBC. The goal is to water early in the morning to minimize evaporation, never water faster than the ground can absorb the water, and adjust sprinklers to avoid watering the sidewalks and driveways.
Eligibility: Eligible residents of San Benito County are those who have water service through the City of Hollister, City of San Juan Bautista, Sunnyslope Water District or reside in CSA 31 (Stonegate). Customers served by private wells are not eligible.
Rebate: The WRASBC offers a maximum of $100 rebate for materials purchased per household. This program provides a 50% rebate on your purchase price of hardware (excluding labor), up to a maximum of $100 rebate. This rebate applies only to purchases within the last six months. All rebate programs are subject to available funds.
How to Apply:
1. Complete Rebate Program Application. Incomplete applications will not be processed.
2. Attach copy of your current water bill
3. Call the WRASBC to schedule an on-site pre-inspection
4. After pre-inspection, purchase and install the pre-qualified hardware from the list provided by the WRASBC within 60 days of the pre-inspection
5. Call the WRASBC to schedule an on-site post-inspection to verify that hardware has been installed correctly. The WRASBC representative will also develop an irrigation schedule for you to follow Inspection(s): Pre-inspection: A pre-inspection is required to determine what hardware can be used for your landscape area and what items you are qualified to purchase from the WRASBC-approved list.
Post-inspection: After you have purchased and installed the hardware within 60 days of the preinspection, call WRASBC to schedule an on-site post-inspection to confirm that the hardware is installed.
Upon completion of all requirements of the rebate program, you will receive your rebate within 30-45 days Water Resources Association San Benito County (WRASBC)
30 Mansfield Road, Hollister, CA 95023
(831)637-4378
TOILET REBATE PROGRAM
Program Overview: WRASBC offers a rebate program to eliminate pre-1992, 3.5 – 7 gallons per flush toilets with new Low Flow 1.28 gallons per flush toilets. This rebate is for replacing toilets that were manufactured prior to 1992 which are date stamped into the porcelain either in the inside part of the lid on the tank, or on the sidewall inside the tank. Your toilet is NOT eligible if it says “1.6 gpf” behind the toilet seat where the manufacturer’s logo is usually found Eligibility: Eligible residents of San Benito County are those who have water service through the City of Hollister, City of San Juan Bautista, Sunnyslope Water District or reside in CSA 31 (Stonegate). Customers served by private wells are not eligible.
Rebate: There are two types of rebates. (A) The WRASBC offers a free Low Flow Toilet in exchange for your old pre-1992 toilet. Participants have 45 days to return old toilet after receiving free one; or (B) you can apply for a $75 rebate if you choose to purchase your own toilet (an additional $10 will be paid if you return your old toilet to the WRASBC for recycling). These rebates are limited to the number of bathrooms in your household with pre-1992 toilets and cannot be used for a new house or bathroom addition. This rebate applies only to purchases within the last six months. All rebate programs are subject to available funds.
Instructions:
A. How to Apply for a Free Toilet:
1. Call to schedule an appointment to pick up a free toilet at the WRASBC
2. Complete Program Application (this form can be filled out at time of toilet pick up).
3. Your water account number and a picture ID need to be presented at time of pick up.
4. Return your old toilet for recycling and toilet age verification to WRASBC on Mondays through Fridays, 8:00 – 5:00 (closed noon to 1:00). If you cannot return the toilet, call the WRASBC and make arrangements to have the toilet picked up for recycling. If your old toilet does not meet the age verification pre-1992 requirement, you will be charged $125 for the toilet on your next water provider utility bill. Old toilet(s) must be returned within 45 days after the new toilet is picked up.
B. How to Apply for a $75 Toilet Rebate:
1. Complete Rebate Program Application (including a W-9 form). Incomplete applications will not be processed
2. Attach copy of your current water bill
3. Attach the original receipt of your toilet purchase(s). Original receipts will not be returned
4. Return your old toilet to WRASBC on Mondays through Fridays, 8:00 – 5:00 (closed noon to 1:00). An additional $10 will be paid if you return your old toilet to the WRASBC for recycling and toilet age verification. If your old toilet does not meet the age verification pre-1992 requirement, your rebate application will be denied.
Inspection(s): No pre-inspection or post-inspection is required, however, WRASBC will verify that your old toilet is pre1992 to meet the rebate program requirements. A pre-inspection is required for free toilets/toilet rebates of 3 or more.
Upon completion of all requirements of the rebate program, you will receive your rebate within 30-45 days
TURF REMOVAL PROGRAM
Water Resources Association
San Benito County
Turf Replacement Rebate Program WRASBC
$2 per square foot – from 100 sq. ft. up to 1,000 sq. ft. (831) 637-4378 – www.wrasbc.org The WRASBC is offering a program to reduce or limit turf in residential areas. Turf can use up to 80” of water per year in our climate and we only receive from 11-13” of rain on average. This program will act as an incentive to get people to remove turf and plant drought tolerant or native plants that use much less water and are more appropriate for our climate.
The WRASBC is offering customers of all the agencies they represent a $2.00 per square foot to replace eligible lawn areas (from 100 square feet up to 1,000 square feet) with:
• Low-water-use, climate-appropriate plants (25% of rehabilitated landscape area) and; • Permeable hardscape (pavers or other materials that allow water to pass-through to the soil).
Examples include pavers, crushed granite, decorative stones, mulch, etc. • Leak-free, drip irrigation if used in the converted area, must be low volume drip, micro-spray or bubbler and be free of malfunctions. Once installed, the irrigation system must not create runoff, overspray or misting.
The following per site maximum/minimum rebate amounts apply:
Maximum: $2,000 for Single-Family Multi-Family or Commercial (equivalent to 1,000 square feet of lawn removed)
Minimum: $200 for Single-Family Multi-Family or Commercial (equivalent to 100 square feet of lawn removed)
Customers may remove more or less turf area than is covered by the rebate program, but the per site maximum/minimum $ still applies.
Program Eligibility
• Rebates are available for residents, businesses, or institutions that receive their water from the City of Hollister, the City of San Juan Bautista, the Sunnyslope County Water District and the San Benito County Water District (Zone 6 ONLY) • Participants must own the property to be eligible
• Applicants must obtain pre-approval of their landscape plans for the area where the turf will be removed (WRASBC will send a letter to the participant) after they participate in a qualifying pre-inspection
• Landscape areas to be converted must be currently maintained and irrigated • Projects that have been started, landscape that has died, or projects that have already completed prior to pre-approval are not eligible
• New construction does not qualify as the Turf Removal Program is aimed at encouraging retrofitting of existing landscapes
• Projects must be completed with 120 days of pre-approval. Extensions can be provided on a case by case basis, if requested. However, funds are limited and an extension doesn’t reserve or guarantee funds will be available when your project is completed. • Non-qualifying materials include, but are not limited to the following: seed, sod, vegetable gardens, vineyards, high water use plants, lawn ornaments, impervious surfaces, cement, decking, curbing, hot tubs, pools, building extensions, retaining walls, sheds, trellises, playground materials and fences.
Water Resources Association of San Benito County (WRASBC) 30 Mansfield Road
Hollister, CA 95024-0899
(831) 637-4378
TURF REMOVAL PROGRAM
Steps To Participate
1. Call the WRASBC at 831-637-4378 or email the Program Manager at [email protected] to schedule a Pre-Inspection visit to have the lawn area measured.
Either have a materials list ready at the time of the pre-inspection or a materials list can be submitted by mail or in person after the pre-inspection. The materials needs to show what plants, irrigation system (if needed), and hardscape materials you plan to install in the area where the turf was removed.
2. The WRASBC will review your materials list and send you an Approval Letter. After you receive the Approval Letter, you can start your project.
3. Remove the lawn area and install your project according to the approved materials list and program Terms and Conditions.
4. Call the Water Conservation Representative at 831-637-4378 to schedule a Post-Inspection visit. Post-Inspection must take place within 120 days of receiving the Approval Letter. Rebate checks will be processed within four (4) to six (6) weeks after Post-Inspection.
5. Rebates of $600 or more may be considered taxable income by the IRS/State. A signed and completed W-9 Form must be submitted with any rebate application.
Some Water-Wise Plant Resources
• Obtain the Water Conservation Fact Sheet entitled, “Low-Water/ Drought Resistant Plant List and Resources” from the WRASBC
ALERT: To retain your rebate eligibility, DO NOT INSTALL HIGH-WATER-USE PLANTS in your converted landscape. Only low- or moderate-water-use species are acceptable. 25% of the rehabilitated area must be low or moderate-water-use-plants.
High-water-use plant species are those listed as needing "Regular Water" or "Ample Water" in the Sunset Western Garden Book and those classified as High (H) water use on the WUCOLS (Water Use Classification Of Landscape Species) website. See WRASBC Fact Sheet “Low-Water/ Drought Resistant Plant List and Resources”.
TERMS AND CONDITIONS OF THE REBATE
1.General
a. Turf may not be reinstalled while you maintain ownership of the property.
If turf is reinstalled during that time, the entire rebate amount must be refunded. b. An applicant may be required to refund the entire rebate, or a portion thereof, in the WRASBC’s sole discretion, if rebate program terms and requirements are violated. Notwithstanding the foregoing, this requirement is void upon transfer of ownership.
2. Program Eligibility Determination
a. All determinations of program eligibility are at the sole discretion of the WRASBC.
b. The WRASBC may reject or limit applications at any time, for any reason. Only the property owner on record or the property owner’s may apply.
3. The applicant is solely responsible for complying with any and all laws, regulations, policies, conditions, covenants and restriction that may apply and for any and all liabilities arising out of a conversion project. Applicants are encouraged to consult any applicable covenants, conditions and restriction (CC&Rs) or neighborhood Homeowner’s Association (HOA) regulations that may apply to an anticipated conversion project prior to requesting a pre-inspection with the WRASBC. Applicants must also comply with all state and local laws relating to landscape maintenance. The quality, maintenance and appearance of the conversion are the exclusive responsibility of the applicant.
Water Resources Association San Benito County (WRASBC)
30 Mansfield Road, Hollister, CA 95023
(831) 637-4378
WATER SOFTENER REBATE PROGRAM
Program Overview: WRASBC offers two different rebate program options for the elimination or replacement of water softener. Most Water Softeners use roughly 75 gallons of water during regeneration. Waste water from Water Softeners contains high levels of sodium (salt and/or potassium) which makes it much more costly to recycle the water and negatively affects the groundwater aquifers.
Eligibility: Eligible residents of San Benito County are those who have water service through the City of Hollister, City of San Juan Bautista, Sunnyslope Water District or reside in CSA 31 (Stonegate). Customers served by private wells are not eligible.
Rebate: The WRASBC offers two different rebates for those who currently have a water softener:
Option 1 is a $250 rebate to eliminate any type of water softener and switch to an offsite regeneration service. Customers must submit proof by providing a copy of the 1-year minimum contract; or Option 2 is a $300 rebate if you demolish your old, self-regulating Water Softener that uses salt/potassium, with a salt-free Water Conditioner, or remove it entirely and do not replace it. This rebate is limited to one Water Softener per household.
This rebate applies only to purchases within the last six months. All rebate programs are subject to available funds.
How to Apply for Option 1 – Contracting for Outside Regeneration Service ($250 rebate):
1. Call to schedule a pre-inspection BEFORE you remove your old water softener (your old water softener cannot be removed before pre-inspection). The WRASBC technician will bring a rebate form and W-9 form for you to fill out.
2. After pre-inspection, remove your old water softener and make arrangements with water softener regeneration service to install new unit.
3 Call the WRASBC to schedule a post inspection. The WRASBC technician will pick up your rebate form, copy of your minimum 1-year service agreement and completed W-9 form.
How to Apply for Option 2 - Demolition of Water Softener with No Replacement ($300 rebate):
1. Call to schedule a pre-inspection BEFORE you remove your old water softener (your old water softener cannot be removed before pre-inspection). The WRASBC technician will bring a rebate form and W-9 form for you to fill out.
2. After pre-inspection, remove your old Water Softener as instructed by WRASBC representative within 120 days
3. Call the WRASBC to (1) schedule an on-site post-inspection to verify that your old Water Softener has been demolished (valves protruding from the wall have been capped off or a pipe must be soldered from one valve to the other creating a loop); OR (2) verify that you have installed a new salt-free alternative Water Conditioner.
The WRASBC technician will pick up your completed rebate application & W-9 form at this time Inspection(s): Pre-inspection: An on-site pre-inspection is required for both options. Prior to removing your old Water Softener, you must have a pre-inspection by a WRASBC representative who will explain the procedures for both options in detail as described above.
.
Upon completion of all requirements of the rebate program, you will receive your rebate within 30-45 days
Item: 7A
City Council Meeting
January 20, 2025
AFFIDAVIT OF POSTING
I, Elizabeth Soto, Do Now Declare, under the Penalties of perjury, that I am the City Clerk / Administrative Services Director in the City of San Juan Bautista and that I Posted Three (3) True Copies of the attached City Council Agenda. I Further Declare That I Posted Said Agenda on the 20th day of January 2026 and in the Following Locations in the City of San Juan Bautista, County of San Benito, California.
1. On The Bulletin Board at City Hall, 311 Second Street.
2. On The Bulletin Board at The City Library, 801 Second Street.
3. On The Bulletin Board at The Entrance to The United States Post Office, 301 The Alameda
Signed at San Juan Bautista, County of San Benito, California, on the 20th day of January 2026.
____________________________________________
Elizabeth Soto, CMC, CPMC
City Clerk / Administrative Services Director
Item: 7.B
City Council Meeting
January 20, 2026
WAIVER OF READING
OF ORDINANCES
State law requires that an ordinance be read in its entirety prior to adoption unless the City Council waives reading beyond the title. Reading an entire ordinance at the meeting is extremely time-consuming; reading of the title alone usually gives the audience sufficient understanding of what the Council is considering.
To ensure that this waiver is consistently approved by the Council, Council should make the waiver at each meeting, thus, you should do it at this point on the Consent Agenda. The Council then does not have to worry about making this motion when each ordinance comes up on the agenda.
GC36934
City of San Juan Bautista
Revenues ~ Budget Vs. Actual
For the Ten Month Period Ended April 30, 2026
Item #6.C
City Council Meeting
June 16, 2026
REVENUES FY25 FY26 Annual YTD
Fund Actuals Actuals Budget Difference 83% Notes
General Fund 2,023,231 2,080,936 2,635,525 (1,593,243) 79% Special Revenue Funds:
Capital Projects Fund 267,363 316,031 3,061,913 (2,703,471) 10% Community Development 128,690 386,329 132,050 (393,098) 293% COPS 167,059 153,158 100,000 (75,000) 153%
Parking & Restroom Fd 22,506 15,805 28,000 (16,269) 56% Gas Tax Fund 92,545 89,876 108,000 (76,799) 83%
Valle Vista LLD 37,128 33,930 40,716 (17,919) 83%
Rancho Vista CFD 56,260 58,369 70,043 (49,481) 83%
Copperleaf CFD 13,871 25,893 31,071 (12,240) 83%
Internal Service Funds:
Blg Rehab. & Replace 31,667 31,667 38,000 (28,500) 83%
Vehicle Replacement 50,000 50,000 60,000 (45,000) 83%
Enterprise Funds:
Water
Operations 1,455,106 1,464,291 1,801,000 (904,085) 81%
Sewer
Operations 1,697,038 1,735,278 2,065,000 (943,950) 84%
TOTAL Funds 6,042,464 6,441,562 10,171,318 (6,859,055) 63% City of San Juan Bautista
Revenues ~ Budget Vs. Actual
For the Ten Month Period Ended April 30, 2026
Item #6.C
City Council Meeting
June 16, 2026
EXPENDITURES FY25 FY26 Annual YTD
Fund Actuals Actuals Budget Variance 83% Note
General Fund 1,843,488 2,187,690 2,609,385 (421,695) 84% Special Revenue Funds:
Capital Projects Fund 267,363 316,031 3,061,903 (2,745,872) 10% A Community Development 709,567 650,553 651,487 (934) 100% COPS 83,333 83,333 100,000 (16,667) 83%
Parking & Restroom Fd - - - -
Gas Tax Fund 19,564 14,940 21,000 (6,060) 71%
Valle Vista LLD 36,448 28,466 38,965 (10,499) 73%
Rancho Vista CFD 75,093 33,961 51,143 (17,182) 66%
Copperleaf CFD 23,700 21,267 29,278 (8,011) 73%
Development Impact Fee Funds
Public/Civic Facility 2,250 2,250 2,700 (450) 83%
Library 3,700 3,700 4,440 (740) 83%
Storm Drain 2,860 2,860 3,432 (572) 83%
Park In-Lieu 250 250 300 (50) 83%
Public Safety 710 710 852 (142) 83%
Traffic 360 360 432 (72) 83%
Enterprise Funds:
Water:
Operations 537,175 563,635 962,796 399,161 59%
Capital 80,417 236,810 2,178,962 1,942,152 11% A
Sewer
Operations 993,759 1,477,451 1,798,291 320,840 82%
Capital 7,643,100 1,771,596 4,115,298 2,343,702 43% A
TOTAL Funds 12,323,137 7,395,863 15,630,664 1,776,909 47% Footnotes:
A ~ Capital fund transfers/costs are budgeted to be incurred by these funds. Since the costs/transfers occur sporadically during the year, they do not always align with the to date percentages, or prior year amounts.
Additionally, some projects have been moved to the next fiscal year.
City of San Juan Bautista
Check/Voucher Register - Check Register Current Month
From 4/1/2026 Through 4/30/2026
1110 - Operating
Acct. 1948
Effective Date Check Number Vendor Name Check Amount
4/10/2026 219149 Abbott's Pro Power 16.17
4/10/2026 219150 AFLAC 970.48
4/10/2026 219151 Animal Damage Management Inc 0.00
4/10/2026 219152 att.com 67.39
4/10/2026 219153 Baker Supplies and Repairs 52.41
4/10/2026 219154 Brigantino Irrigation, Inc. 3.15
4/10/2026 Brigantino Irrigation, Inc. 560.56
4/10/2026 Brigantino Irrigation, Inc. 45.07
4/10/2026 219155 ByWater Solutions 1,071.00
4/10/2026 219156 Charter Communications 643.00
4/10/2026 219157 City of Hollister 93,952.88
4/10/2026 219158 Data Ticket Inc. 200.00
4/10/2026 Data Ticket Inc. 200.00
4/10/2026 219159 Filomeno Garza. 15.25
4/10/2026 219160 HOLIDAYGOO 2,094.40
4/10/2026 219161 Home Depot Credit Services 313.17
4/10/2026 219162 J.C.J. Electric Corp. 200.00
4/10/2026 219163 Kiley & Associates, LLC 1,500.00
4/10/2026 219164 Lubin Olson & Niewiadomski LLP 1,152.00 4/10/2026 219165 Mc Kinnon Lumber Co., Inc. 122.09
4/10/2026 Mc Kinnon Lumber Co., Inc. 25.24
4/10/2026 219166 Mireya Gonzalez 700.00
4/10/2026 219167 Mission Linen Service 91.25
4/10/2026 Mission Linen Service 130.12
4/10/2026 219168 Monterey Bay Air Resources Dist. 1,243.00 4/10/2026 219169 Monterey Bay Analytical Services 4,584.00 4/10/2026 219170 Native Daughters of the Golden West San Juan Bautista Parlor No. 179 200.00 4/10/2026 219171 P G & E 1,489.54
4/10/2026 219172 RFC Wireless, Inc 8,204.53
4/10/2026 219173 Ridgeline Municipal Strategies, LLC 2,105.30 4/10/2026 Ridgeline Municipal Strategies, LLC 8,450.00
4/10/2026 219174 Rincon Consultants 5,381.25
4/10/2026 Rincon Consultants 3,312.50
4/10/2026 219175 Rojas Communications Group 1,500.00
4/10/2026 219176 Rossi Bros Tire & Auto 35.00
Item No. 6.C
City Council Meeting
June 16, 2026
City of San Juan Bautista
Check/Voucher Register - Check Register Current Month
From 4/1/2026 Through 4/30/2026
1110 - Operating
Acct. 1948
Effective Date Check Number Vendor Name Check Amount
4/10/2026 219177 Rx-Tek 668.75
4/10/2026 Rx-Tek 125.00
4/10/2026 Rx-Tek 2,364.00
4/10/2026 Rx-Tek 2,544.30
4/10/2026 Rx-Tek 2,256.90
4/10/2026 219178 Smith & Enright Landscaping 1,535.00
4/10/2026 Smith & Enright Landscaping 2,145.00
4/10/2026 Smith & Enright Landscaping 2,130.00
4/10/2026
219179 Specialty Construction, Inc. 292,664.15
4/10/2026 Specialty Construction, Inc. 39,026.01
4/10/2026 Specialty Construction, Inc. 17,271.15
4/10/2026 219180 Stantec Consulting Services Inc. 94,025.12 4/10/2026 219181 Stoel Rives 1,352.00
4/10/2026 219182 T-Mobile 400.23
4/10/2026 219183 Hollister True Value 165.39
4/10/2026 Hollister True Value 56.79
4/27/2026 219184 4Leaf, Inc. 7,585.70
4/27/2026 4Leaf, Inc. 165.00
4/27/2026 4Leaf, Inc. 1,202.50
4/27/2026 219185 ACWA Health Benefits Authority 11,633.38 4/27/2026 219186 Alexis Sanchez 700.00
4/27/2026 219187 All Clear Water Services 2,430.00
4/27/2026 All Clear Water Services 4,100.00
4/27/2026 All Clear Water Services 4,100.00
4/27/2026 219188 Barry Brady 445.00
4/27/2026 219189 CALNET 296.15
4/27/2026 219190 Charter Communications 642.95
4/27/2026 219191 WEX BANK 1,295.87
4/27/2026 219192 Department of Conservation 25.39
4/27/2026 219193 Department of Transportation 1,229.82
4/27/2026 219194 EMC Planning Group Inc. 1,850.92
4/27/2026 219195 ID Concepts 1,111.77
City of San Juan Bautista
Check/Voucher Register - Check Register Current Month
From 4/1/2026 Through 4/30/2026
1110 - Operating
Acct. 1948
Effective Date Check Number Vendor Name Check Amount
4/27/2026 ID Concepts 289.82
4/27/2026 219196 Monterey Bay Analytical Services 6,730.00 4/27/2026 219197 Nancy Acosta 214.09
4/27/2026 219198 New SV Media 458.16
4/27/2026 219199 P G & E 8,383.65
4/27/2026 P G & E 4,915.97
4/27/2026 219200 Pet Waste Co 0.00
4/27/2026 219201 Postmaster 1,000.00
4/27/2026 Postmaster 370.00
4/27/2026 219202 Rx-Tek 1,475.35
4/27/2026 Rx-Tek 1,312.50
4/27/2026 219203 Sound Design A/V Contractors 1,215.00
4/27/2026 Sound Design A/V Contractors 3,945.59
4/27/2026 219204 State Compensation Insurance Fund 2,864.58 4/30/2026 ATM Payroll 117,300.64
4/30/2026 Payroll Taxes 45,469.56
4/30/2026 ATM2 Fica 13,243.67
Report Total 847,363.57
City of San Juan Bautista
Revenues ~ Budget Vs. Actual
For the Ten Month Period Ended April 30, 2026
Item #5E
City Council Meeting
June 16, 2026
REVENUES FY25 FY26 Annual YTD
Fund Actuals Actuals Budget Difference 83% Notes
General Fund 2,023,231 2,080,936 2,635,525 (1,593,243) 79% Special Revenue Funds:
Capital Projects Fund 267,363 316,031 3,061,913 (2,703,471) 10% Community Development 128,690 386,329 132,050 (393,098) 293% COPS 167,059 153,158 100,000 (75,000) 153%
Parking & Restroom Fd 22,506 15,805 28,000 (16,269) 56% Gas Tax Fund 92,545 89,876 108,000 (76,799) 83%
Valle Vista LLD 37,128 33,930 40,716 (17,919) 83%
Rancho Vista CFD 56,260 58,369 70,043 (49,481) 83%
Copperleaf CFD 13,871 25,893 31,071 (12,240) 83%
Internal Service Funds:
Blg Rehab. & Replace 31,667 31,667 38,000 (28,500) 83%
Vehicle Replacement 50,000 50,000 60,000 (45,000) 83%
Enterprise Funds:
Water
Operations 1,455,106 1,464,291 1,801,000 (904,085) 81%
Sewer
Operations 1,697,038 1,735,278 2,065,000 (943,950) 84%
TOTAL Funds 6,042,464 6,441,562 10,171,318 (6,859,055) 63% City of San Juan Bautista
Revenues ~ Budget Vs. Actual
For the Ten Month Period Ended April 30, 2026
Item #5E
City Council Meeting
June 16, 2026
EXPENDITURES FY25 FY26 Annual YTD
Fund Actuals Actuals Budget Variance 83% Note
General Fund 1,843,488 2,187,690 2,609,385 (421,695) 84% Special Revenue Funds:
Capital Projects Fund 267,363 316,031 3,061,903 (2,745,872) 10% A Community Development 709,567 650,553 651,487 (934) 100% COPS 83,333 83,333 100,000 (16,667) 83%
Parking & Restroom Fd - - - -
Gas Tax Fund 19,564 14,940 21,000 (6,060) 71%
Valle Vista LLD 36,448 28,466 38,965 (10,499) 73%
Rancho Vista CFD 75,093 33,961 51,143 (17,182) 66%
Copperleaf CFD 23,700 21,267 29,278 (8,011) 73%
Development Impact Fee Funds
Public/Civic Facility 2,250 2,250 2,700 (450) 83%
Library 3,700 3,700 4,440 (740) 83%
Storm Drain 2,860 2,860 3,432 (572) 83%
Park In-Lieu 250 250 300 (50) 83%
Public Safety 710 710 852 (142) 83%
Traffic 360 360 432 (72) 83%
Enterprise Funds:
Water:
Operations 537,175 563,635 962,796 399,161 59%
Capital 80,417 236,810 2,178,962 1,942,152 11% A
Sewer
Operations 993,759 1,477,451 1,798,291 320,840 82%
Capital 7,643,100 1,771,596 4,115,298 2,343,702 43% A
TOTAL Funds 12,323,137 7,395,863 15,630,664 1,776,909 47% Footnotes:
A ~ Capital fund transfers/costs are budgeted to be incurred by these funds. Since the costs/transfers occur sporadically during the year, they do not always align with the to date percentages, or prior year amounts.
Additionally, some projects have been moved to the next fiscal year.
City of San Juan Bautista
Check/Voucher Register - Check Register Current Month
From 4/1/2026 Through 4/30/2026
1110 - Operating
Acct. 1948
Effective Date Check Number Vendor Name Check Amount
4/10/2026 219149 Abbott's Pro Power 16.17
4/10/2026 219150 AFLAC 970.48
4/10/2026 219151 Animal Damage Management Inc 0.00
4/10/2026 219152 att.com 67.39
4/10/2026 219153 Baker Supplies and Repairs 52.41
4/10/2026 219154 Brigantino Irrigation, Inc. 3.15
4/10/2026 Brigantino Irrigation, Inc. 560.56
4/10/2026 Brigantino Irrigation, Inc. 45.07
4/10/2026 219155 ByWater Solutions 1,071.00
4/10/2026 219156 Charter Communications 643.00
4/10/2026 219157 City of Hollister 93,952.88
4/10/2026 219158 Data Ticket Inc. 200.00
4/10/2026 Data Ticket Inc. 200.00
4/10/2026 219159 Filomeno Garza. 15.25
4/10/2026 219160 HOLIDAYGOO 2,094.40
4/10/2026 219161 Home Depot Credit Services 313.17
4/10/2026 219162 J.C.J. Electric Corp. 200.00
4/10/2026 219163 Kiley & Associates, LLC 1,500.00
4/10/2026 219164 Lubin Olson & Niewiadomski LLP 1,152.00 4/10/2026 219165 Mc Kinnon Lumber Co., Inc. 122.09
4/10/2026 Mc Kinnon Lumber Co., Inc. 25.24
4/10/2026 219166 Mireya Gonzalez 700.00
4/10/2026 219167 Mission Linen Service 91.25
4/10/2026 Mission Linen Service 130.12
4/10/2026 219168 Monterey Bay Air Resources Dist. 1,243.00 4/10/2026 219169 Monterey Bay Analytical Services 4,584.00 4/10/2026 219170 Native Daughters of the Golden West San Juan Bautista Parlor No. 179 200.00 4/10/2026 219171 P G & E 1,489.54
4/10/2026 219172 RFC Wireless, Inc 8,204.53
4/10/2026 219173 Ridgeline Municipal Strategies, LLC 2,105.30 4/10/2026 Ridgeline Municipal Strategies, LLC 8,450.00
4/10/2026 219174 Rincon Consultants 5,381.25
4/10/2026 Rincon Consultants 3,312.50
4/10/2026 219175 Rojas Communications Group 1,500.00
4/10/2026 219176 Rossi Bros Tire & Auto 35.00
City of San Juan Bautista
Check/Voucher Register - Check Register Current Month
From 4/1/2026 Through 4/30/2026
1110 - Operating
Acct. 1948
Effective Date Check Number Vendor Name Check Amount
4/10/2026 219177 Rx-Tek 668.75
4/10/2026 Rx-Tek 125.00
4/10/2026 Rx-Tek 2,364.00
4/10/2026 Rx-Tek 2,544.30
4/10/2026 Rx-Tek 2,256.90
4/10/2026 219178 Smith & Enright Landscaping 1,535.00
4/10/2026 Smith & Enright Landscaping 2,145.00
4/10/2026 Smith & Enright Landscaping 2,130.00
4/10/2026
219179 Specialty Construction, Inc. 292,664.15
4/10/2026 Specialty Construction, Inc. 39,026.01
4/10/2026 Specialty Construction, Inc. 17,271.15
4/10/2026 219180 Stantec Consulting Services Inc. 94,025.12 4/10/2026 219181 Stoel Rives 1,352.00
4/10/2026 219182 T-Mobile 400.23
4/10/2026 219183 Hollister True Value 165.39
4/10/2026 Hollister True Value 56.79
4/27/2026 219184 4Leaf, Inc. 7,585.70
4/27/2026 4Leaf, Inc. 165.00
4/27/2026 4Leaf, Inc. 1,202.50
4/27/2026 219185 ACWA Health Benefits Authority 11,633.38 4/27/2026 219186 Alexis Sanchez 700.00
4/27/2026 219187 All Clear Water Services 2,430.00
4/27/2026 All Clear Water Services 4,100.00
4/27/2026 All Clear Water Services 4,100.00
4/27/2026 219188 Barry Brady 445.00
4/27/2026 219189 CALNET 296.15
4/27/2026 219190 Charter Communications 642.95
4/27/2026 219191 WEX BANK 1,295.87
4/27/2026 219192 Department of Conservation 25.39
4/27/2026 219193 Department of Transportation 1,229.82
4/27/2026 219194 EMC Planning Group Inc. 1,850.92
4/27/2026 219195 ID Concepts 1,111.77
City of San Juan Bautista
Check/Voucher Register - Check Register Current Month
From 4/1/2026 Through 4/30/2026
1110 - Operating
Acct. 1948
Effective Date Check Number Vendor Name Check Amount
4/27/2026 ID Concepts 289.82
4/27/2026 219196 Monterey Bay Analytical Services 6,730.00 4/27/2026 219197 Nancy Acosta 214.09
4/27/2026 219198 New SV Media 458.16
4/27/2026 219199 P G & E 8,383.65
4/27/2026 P G & E 4,915.97
4/27/2026 219200 Pet Waste Co 0.00
4/27/2026 219201 Postmaster 1,000.00
4/27/2026 Postmaster 370.00
4/27/2026 219202 Rx-Tek 1,475.35
4/27/2026 Rx-Tek 1,312.50
4/27/2026 219203 Sound Design A/V Contractors 1,215.00
4/27/2026 Sound Design A/V Contractors 3,945.59
4/27/2026 219204 State Compensation Insurance Fund 2,864.58 4/30/2026 ATM Payroll 117,300.64
4/30/2026 Payroll Taxes 45,469.56
4/30/2026 ATM2 Fica 13,243.67
Report Total 847,363.57
Item No.6. E_
City Council Meeting
June 16, 2026
Page | 1
CITY OF SAN JUAN BAUTISTA
CITY COUNCIL STAFF REPORT
DATE: JUNE 16, 2026
DEPARTMENT: ADMINISTRATION
FROM: ASHLEY COLLICK, CITY MANAGER
BY: ELIZABETH SOTO, ADMINISTRATIVE SERVICES DIRECTOR
TITLE: ENVIRONMENTAL PURCHASING POLICY (SB 1383)
RECOMMENDED MOTION:
Approve a resolution adopting the Environmental Purchasing Policy to help comply with the post-consumer recycled content paper product requirements required by SB 1383.
RECOMMENDATION:
Staff recommends Approving the Environmental Purchasing Policy to establish procedures for purchasing recycled-content paper products and related recordkeeping requirements in compliance with Senate Bill 1383.
EXECUTIVE SUMMARY:
Senate Bill (SB) 1383 requires jurisdictions to purchase recycled-content paper products that are recyclable. This builds upon existing laws to purchase products with a minimum recycled content and adds requirements for product recyclability and recordkeeping.
The proposed Environmental Purchasing Policy addresses the requirements of SB 1383 for City departments to purchase and keep records of paper products that contain postconsumer recycled content and are recyclable.
BACKGROUND:
Senate Bill (SB) 1383 (Lara, Chapter 395, Statutes of 2016), signed into law by Governor Edmund G. Brown Jr. in 2016, was enacted to reduce environmental impacts associated with methane emissions from organic waste decomposing in landfills. The regulations became effective on January 1, 2022, and establish a comprehensive framework to reduce organic waste disposal and increase the procurement of recycled and recovered organic waste products.
As part of these regulations, SB 1383 requires jurisdictions—including cities, counties, cities and counties, and special districts that provide solid waste collection services—to purchase Page | 2
recyclable paper products containing minimum levels of post-consumer recycled content and to maintain records demonstrating compliance with those requirements.
Existing law (Public Contract Code Sections 22150–22154) requires jurisdictions to purchase paper products and printing and writing papers containing recycled content pursuant to Public Contract Code Section 12209. Minimum post-consumer recycled-content requirements include:
Printing and writing paper: at least 30% post-consumer fiber by weight; Toilet paper: at least 45%;
Paper towels: at least 40%;
Facial tissue: at least 10%;
Toilet seat covers: at least 20%;
General-purpose paper wipers: at least 40%; and
Food service ware, including napkins, plates, bowls, food trays, takeout containers, placemats, and similar products: at least 40%.
These recycled-content requirements apply when compliant products are available at a cost no greater than comparable non-recycled products and when the products meet the City's performance and quality needs.
The City's Environmental Purchasing Policy establishes guidelines for the procurement of environmentally preferable products and services. The proposed policy amendment addresses the requirements of SB 1383 by requiring City departments to purchase recyclable paper products that contain the required levels of post-consumer recycled content and to maintain records documenting those purchases. Adoption of the policy will formalize the City's compliance procedures, establish consistent purchasing practices across departments, and support the City's ongoing obligations under SB 1383.
The proposed policy also includes provisions that provide flexibility in meeting the City's annual procurement targets for recovered organic waste products, another requirement of SB 1383, through the purchase and use of compost and mulch. These provisions will help ensure the City can meet state procurement requirements while allowing staff to select the most practical and cost-effective products available.
FISCAL IMPACT:
None
ATTACHMENTS:
1. Resolution
2. Draft Policy
Item No. 6.D
City Council Meeting
June 16, 2026
Page | 1
RESOLUTION NO. 2026-XX
A RESOLUTION OF THE COUNCIL OF THE CITY OF SAN JUAN BAUTISTA
AMENDING AND ADOPTING THE ENVIRONMENTAL PURCHASING
PROCEDURES
WHEREAS, the City Council recognizes the importance of establishing a comprehensive policy that encourages the use and procurement of environmentally preferable products and services; and
WHEREAS, the City Council believes it is in the best interest of the City to have a policy in place to ensure compliance with Senate Bill (SB) 1383; and WHEREAS, SB 1383 and implementing regulations contained in Title 14 of the California Code of Regulations, requires jurisdictions to procure recycled-content paper products and recovered organic waste products and to maintain documentation demonstrating compliance; and
WHEREAS, the City has prepared an Environmental Purchasing Policy that updates purchasing standards, procedures and environmental procurement requirements for environmentally preferable products and services to ensure compliance with SB 1383 and federal regulations; and
WHEREAS, adoption of the Environmental Purchasing Policy will ensure the City’s purchasing practices remain current and compliant with state regulations.
NOW, THEREFORE, BE IT RESOLVED, the San Juan Bautista City Council hereby resolves that the amended Purchasing Procedures (Attachment “A”) is hereby adopted.
PASSED AND APPROVED by the San Juan Bautista City Council on this 16th day of June 2026, by the following vote:
AYES:
NOES:
ABSTAIN:
ABSENT:
Item No. 6.D
City Council Meeting
June 16, 2026
Page | 2
APPROVED:
____________________
Leslie Q. Jordan, Mayor
ATTEST:
______________________
Elizabeth Soto, City Clerk
Page | 1
ADMINISTRATIVE MEMORANDUM 26-07
DATE: June 16, 2026
SUBJECT: Environmental Purchasing Procedures Policy
(Responsible Department – Administration/Finance Department)
PURPOSE
To establish efficient procedures, ensure the quality of purchases, and prioritize the purchase of environmentally preferable products with high recyclability and recycled content, consistent with SB 1383 and other applicable laws, the environmental purchasing procedures set forth in this Chapter are adopted. The City Manager, or his/her designee, will be responsible for following the correct applicable purchasing procedures and complying with State requirements as contained in 14 CCR Division 7, Chapter 12, Article 12 (SB 1383 regulations) to purchase Recycled-Content Paper Products and Recycled-Content Printing and Writing Paper.
DEFINITIONS
1) “Compost” (SB 1383 Eligible) means the product resulting from the controlled biological decomposition of organic solid wastes that are source separated from the municipal solid waste stream of which are separated at a centralized facility or as otherwise defined in 14 CCR Section 17896.2(a)(4).
2) “Direct Service Provider” means a person, company, agency, contractor, or other entity that provides a service or services to the City through a contractual or other written agreement or as otherwise defined in 14 CCR Section 18982(a)(17). 3) “Organic Waste” means solid waste containing material originated from living organisms and their metabolic waste products, including, but not limited to, food, yard trimmings, organic textiles and carpets, lumber, wood, Paper Products, Printing and Writing Paper, manure, biosolids, digestate, and sludges, or as otherwise defined in 14 CCR Section 18982(a)(46). Biosolids and digestate are defined in 14 CCR Section 18982(a)(4) and 14 CCR Section 18982(a)(16.5), respectively. 4) “Paper Products” include, but are not limited to, paper janitorial supplies, cartons, wrapping, packaging, file folders, hanging files, corrugated boxes, tissue, and toweling; or as otherwise defined in 14 CCR Section 18982(a)(51). 5) Post-Consumer Recovered Material - A finished material which would normally be disposed of as a solid waste, having reached its intended end-use and completed its lifecycle as a consumer item, and does not include manufacturing or converting wastes. 6) Pre-Consumer Recovered Material - Material or by-products generated after the manufacture of a product is completed but before the product reaches the end-use Page | 2
consumer. Pre-consumer material does not include mill and manufacturing trim, scrap, or broke which is generated at a manufacturing site and commonly reused on-site in the same or another manufacturing process.
7) “Printing and Writing Papers” include, but are not limited to, copy, xerographic, watermark, cotton fiber, offset, forms, computer printout paper, white wove envelopes, manila envelopes, book paper, note pads, writing tablets, newsprint, reports, magazines, and publications; or as otherwise defined in 14 CCR Section 18982(a)(54). 8) “Procurement of Recovered Organic Waste Products” shall mean purchase or acquisition of (e.g., free delivery or free distribution from a hauler or other entity via a written agreement or contract) Organic Waste Products and end use by the City. The City’s Annual Recovered Organic Waste Product Procurement Target can be fulfilled directly by the City or by Direct Service Providers through written contracts or agreements for the procurement of Recovered Organic Waste Products at the City’s behest.
9) “Recordkeeping” means the system established by the City Manager or their designee used to track procurement and maintain records that include Recovered Organic Waste Product procurement efforts by the City.
10) “Recordkeeping Designee” means the public employee appointed by the City Manager or their designee to track procurement and maintain records of Recovered Organic Waste Product procurement efforts for the City and others, as applicable. 11) “Recovered Organic Waste Products” means products made from California, landfilldiverted recovered Organic Waste, processed at a permitted or otherwise authorized operation or facility, or as otherwise defined in 14 CCR Section 18982(a)(60). Products that can be used to meet the Annual Recovered Organic Waste Product Procurement Target shall include Compost, SB 1383 Eligible Mulch, Renewable Gas from an invessel digestion facility, and Electricity Procured from Biomass Conversion as described herein and provided that such products meet requirements of 14 CCR, Division 7, Chapter 12, Article 12.
12) “Recyclable Product” means a product which, after its intended end use, can demonstrably be diverted from the City’s solid waste stream for use as a raw material in the manufacture of another product, and that the paper products and printing and writing paper offered or sold to the City are eligible to be labeled with an unqualified recyclable label as defined in 16 Code of Federal Regulations Section 260.12 (2013). 13) “Recycled Content” means the percentage of Recovered Material, including preconsumer and post-consumer materials, in a product. 14) “Recycled Content Paper Products and Recycled Content Printing and Writing Paper” means such products that consist of at least thirty percent (30%) recycled materials (or as otherwise defined by product type under the Public Contract Code), by fiber weight, Page | 3
post-consumer fiber, or as much as one hundred percent (100%) post-consumer fiber by fiber weight, consistent with the requirements of Sections 22150 to 22154 and Sections 12200 and 12209 of the Public Contract Code, and as amended. 15) “SB 1383” means Senate Bill 1383 approved by the Governor on September 19, 2016, which establishes methane emissions reduction targets in a statewide effort to reduce emissions of short-lived climate pollutants, as amended, supplemented, superseded, and replaced.
16) “SB 1383 Eligible Compost” means the product resulting from the controlled biological decomposition of organic solid wastes that is produced at an approved facility and in such a way that makes it eligible to meet the Annual Recovered Organic Waste Product Procurement Target, as defined by CalRecycle. 17) “SB 1383 Eligible Mulch” means mulch eligible to meet the Annual Recovered Organic Waste Product Procurement Target, pursuant to 14 CCR Chapter 12 of Division 7. This SB 1383 Eligible Mulch shall meet the following conditions for the duration of the applicable procurement compliance year, as specified by 14 CCR Section 18993.1(f)(4), produced at one of the following facilities:
a) A compostable material handling operation or facility as defined in 14 CCR Section 17852(a)(12), that is permitted or authorized under 14 CCR Division 7, other than a chipping and grinding operation or facility as defined in 14 CCR Section 17852(a)(10).
b) A transfer/processing facility or transfer/processing operation as defined in 14 CCR Sections 17402(a)(30) and (31), respectively, that is permitted or authorized under 14 CCR Division 7.
c) A solid waste landfill as defined in Public Resources Code Section 40195.1 that is permitted under 27 CCR Division 2.
18) “SB 1383 Regulations” or “SB 1383 Regulatory” means or refers to the Short-Lived Climate Pollutants (SLCP): Organic Waste Reductions regulations developed by CalRecycle and adopted in 2020 that created Chapter 12 of 14 CCR, Division 7 and amended portions of regulations of 14 CCR and 27 CCR.
POLICY
Delegation Of Purchasing Authority
The City Manager or their designee is designated as the City's purchasing agent. The purchasing agent shall have the authority to:
1) Purchase or contract for supplies, services, equipment, and materials required by any department in accordance with the purchasing procedures prescribed by this Chapter, any administrative regulations that the City Manager shall adopt for the internal management and operation of the purchasing procedures, and any other rules and regulations as shall be prescribed by the City Council.
Page | 4
2) Negotiate and recommend execution of contracts for the purchase of supplies, services, equipment, and materials.
3) Act to procure for the City the needed quality in supplies, services, equipment, and materials at the least expense to the City.
4) Discourage noncompetitive bidding and endeavor to obtain as full and open competition as possible on all purchases.
5) Prescribe and maintain such forms as reasonably necessary for the operation of this Chapter.
6) Supervise the inspection of all supplies, services, and equipment purchased to ensure conformance with specifications.
7) Authorize the transfer of surplus or unused supplies and equipment between departments as needed, and the sale or disposal of surplus supplies and equipment. 8) Make purchases by taking advantage of valid contract terms that have been negotiated by another governmental agency pursuant to SJBMC 2-8-030.
9) Acquire environmentally preferable products and services that comply with recognized standards, including those established by Energy Star and the EPA Eco Purchasing Guidelines.
10) Ensure compliance with all environmental laws and regulations related to purchasing, including state requirements under 14 CCR Division 7, Chapter 12, Article 12 (SB 1383 procurement regulations) for purchasing Recycled-Content Paper Products and RecycledContent Printing and Writing Paper. 11) All paper and paper products shall contain a minimum of 30% post-consumer recycled content by fiber weight (unless otherwise noted below), provided such products are available at no greater cost than non-recycled alternatives and meet equivalent standards of fitness and quality.
12) Nothing in this policy shall be interpreted to require any department, agency, or contractor to procure products that fail to perform adequately for their intended use or that are not available at a reasonable price or within a reasonable timeframe.
Agreements with other governmental agencies.
The City Manager may authorize in writing a joint effort with any other governmental agency to purchase or contract for specified supplies, services, equipment, and materials. He/she shall ensure that such purchases or contracts by other governmental agencies conform to the procedures established by State law.
Page | 5
Recycled paper procurement.
The City Manager shall prioritize the purchase and use of recycled-content and recyclable products whenever fitness and quality are equal to non-recycled alternatives, and such products are available at the same or lower total cost. Special emphasis shall be placed on procuring paper products and printing and writing paper containing at least thirty percent (30%) post-consumer recycled content fiber (unless otherwise noted below), consistent with the requirements of the Public Contract Code Sections 22150–22154, 12200–12209 and 14 CCR Sections 18993.3–18993.4 (SB 1383 Procurement Regulations) and as amended.
1) Product Preference
a) When purchasing paper products, preference shall be given, in the following order, to products that contain:
i. The highest available percentage of post-consumer recycled content in the marketplace;
ii. The highest available percentage of pre-consumer recovered material; and iii. At minimum, 30% post-consumer recycled content fiber (unless noted below), as required by SB 1383.
Office Supplies Writing & Printing Papers
• Cartons
• Corrugated boxes
• Envelopes
• File folders
• Hanging file
folders
• Index cards
• Manila envelopes
• Packaging
• White wove envelopes
• Wrapping
• Food service ware
(40%)
• Computer
printout
paper
• Copy
• Cotton
fiber
• Note pads
• Offset
• Other uncoated
writing papers
• Watermark
• Writing tablets
• Xerographic
Printed Materials
• Book paper
• Brochures
• Calendars
• Forms
• Magazines
• Newsprint
• Posters
• Publications
• Reports
Paper Janitorial Supplies
• Facial tissue (10%)
• Toilet paper (45%)
• Toilet seat covers (20%)
• Toweling (40%)
2) Exceptions
a) Nothing in this policy shall preclude user departments from specifying “recycled” material content in bid specifications.
b) Nothing in this policy shall be construed to require departments or contractors to purchase products that:
i. Do not perform adequately for their intended use;
ii. Are not available within a reasonable timeframe or at a reasonable price; or iii. Have warranties inferior to non-recycled products, or where recycled content voids or limits existing warranties.
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3) Recordkeeping and Reporting
a) Staff responsible for procuring paper products and printing and writing paper must maintain and submit to the Recordkeeping Designee all documentation related to such purchases.
b) Acceptable documentation includes invoices, receipts, product labels, or certifications verifying the minimum post-consumer recycled content for each product purchased.
c) These records must include:
i. A copy of the invoice or proof of purchase specifying the vendor, date, type, and quantity of paper products purchased;
ii. The purchaser’s name and department; and
iii. The percentage of post-consumer recycled content (including documentation for products containing none).
d) If non-recycled-content paper products are purchased, a written justification explaining why compliant products were not obtained must accompany the purchase record. Acceptable reasons include product unavailability, inadequate performance, or excessive cost.
e) The Recordkeeping Designee shall retain all paper procurement records for a minimum of five (5) years and make such records available to CalRecycle upon request, in compliance with 14 CCR Section 18993.4.
Landscaping.
1) SB 1383 Eligible Compost and Mulch Procurement: The City, including through its Direct Service Providers, will make every effort to meet its annual procurement target for Recovered Organic Waste Products as determined by the State. Divisions and departments responsible for landscaping maintenance shall use SB 1383 eligible compost and mulch produced from recovered organic waste, defined in the Definitions section of this Policy, whenever available, and capable of meeting quality standards and criteria specified below. 2) Mulch that is land applied by the City or its Contractors shall meet or exceed the physical contamination, maximum metal concentration, and pathogen density standards for land applications specified in 14 CCR Section 17852(a)(24.5)(A)(1) through (3). Any organic materials that demonstrate the presence of contamination, potential pathogens, and/or high metal concentrations shall not be chipped, mulched or land applied by the City and/or any contractors working for the City.
Local vendor preference.
1) The City Council shall be authorized to give preferences for goods and services as permitted by applicable State or Federal law and specifically provided for from time to time by City Council resolution or ordinance.
2) In procurement of goods or services for the City requirements, preference shall be given to those vendors who have a local presence in the City of San Juan Bautista; provided that the price, quality, terms, delivery, and service reputation are determined to be equal by the City Council under the criteria set forth in SJBMC 2-8-080.
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3) Contracts for goods or services may be awarded to a local vendor who is not the lowest responsible bidder but who has certified that it is a local vendor pursuant to this Section and if the cost difference between the local vendor and the lowest responsible bidder does not exceed five percent (5%) of the lowest responsible bid. 4) To qualify as a local vendor the entity submitting the bid or quotation must certify to all of the following at the time that the bid or quotation is submitted:
a) It has fixed facilities with employees located within the City limits; b) It has a business street address (post office box or residential address shall not suffice to establish a local presence);
c) All sales tax returns for the goods purchased must be reported to the State through a business within the geographical boundaries of the City, and the City will receive one percent (1%) or such percentage of sales tax of goods purchased as is allocable to the City from time to time under the existing State law; and
d) It has a current City business license.
5) False certifications relating to local vendor preferences shall be immediate grounds for rejection of any bid or quotation, or, in the case when the bid has been awarded, shall be grounds for voiding the bid or quotation, terminating any contract, and seeking damages thereto.
Inspection, testing, and acceptance responsibility.
The responsibility for the inspection, testing and acceptance of all supplies, equipment and contractual services performed shall rest with the City Manager.
Sale of surplus supplies and equipment.
An auction company may be used to sell surplus supplies and equipment in which the best price will be achieved on behalf of the City.
Draft Environmental Purchasing Policy - May 26, 2026
Item No. 6.E
City Council Meeting
June 16, 2026
RESOLUTION NO. 2026-xx
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN JUAN BAUTISTA ADOPTING A HOLIDAY SCHEDULE FOR THE FISCAL YEAR 2026-2027 WHEREAS, there are holidays to commemorate and celebrate events and lives of people who have made significant contributions to our City, County, State, and Country, and WHEREAS, the City of San Juan Bautista wishes to participate in said celebrations, and WHEREAS, the adoption of a holiday schedule is part of the preparation of an annual municipal budget.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of San Juan Bautista adopts the following holiday schedule for the Fiscal Year 2026-2027:
Friday, July 3, 2026 (observed) Independence Day
Monday, September 7, 2026 Labor Day
Wednesday, November 11, 2026 Veterans Day
Thursday & Friday, November 26& 27, 2026 Thanksgiving Day and the Day After Thursday & Friday, December 24 & 25, 2026 Christmas Eve and Christmas Day Friday, January 1, 2027 New Year’s Day
Monday, January 18, 2027 Martin Luther King Jr. Day
Monday, February 15, 2027 President’s Day
Monday, May 31, 2027 Memorial Day
Friday, June 18, 2027 (observed) Juneteenth
Two (2) Floating Holidays City Manager Approved
PASSED AND APPROVED by the San Juan Bautista City Council on this 16th day of June 2026, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN: APPROVED:
_____________________
ATTEST: Leslie Q. Jordan, Mayor
______________________
Elizabeth Soto, City Clerk
Item No. # 6.F
City Council Meeting
June 16, 2026
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CITY OF SAN JUAN BAUTISTA
CITY COUNCIL STAFF REPORT
DATE: JUNE 16, 2026
DEPARTMENT: ENGINEERING
FROM: ASHLEY COLLICK, CITY MANAGER
BY: DOUG PIKE, CITY ENGINEER
TITLE: ADOPTING A LIST OF PROJECTS FOR FISCAL YEAR 2026-27 FUNDED BY SB 1: THE ROAD REPAIR AND ACCOUNTABILITY
ACT OF 2017
RECOMMENDED MOTION:
Approve a Resolution, subject to final review, revision, and approval by the City Manager and the City Engineer, a Resolution “Adopting the Fiscal Year 2026/27 List of Projects Funded by SB1: The Road Repair and Accountability Act.”
RECOMMENDATION:
That the City Council consider approval of Resolution “Adopting the Fiscal Year 2026/27 List of Projects Funded by SB1: The Road Repair and Accountability Act.”.
EXECUTIVE SUMMARY:
BACKGROUND:
In April 2017, the Governor signed Senate Bill 1 (SB1), also known as the Road Repair and Accountability Act (RRAA) of 2017. Beginning November 1, 2017, the State Controller began to deposit funds generated from increased fuel taxes and vehicle registration fees into the newly created Road Maintenance and Rehabilitation Account (RMRA). The four sources of revenues for the RMRA are:
• A 12-cent per gallon gasoline excise tax, effective November 1, 2017 • A 20-cent per gallon diesel excise tax increase, effective November 1, 2017 • Vehicle registration surcharge, effective January 1, 2018 • A $100 per year zero-emission vehicle registration surcharge, effective January 1, 2020 Annual rate increases for these taxes began July 1, 2020 (July 1, 2021 for the ZEV fee), and every July 1 thereafter, based on changes in the California Consumer Price Index. The first Item No. # 6.F
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June 16, 2026
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adjustment was made on July 1, 2020, to cover the CPI change for two years: November 1, 2017, through November 12, 2019. Subsequent adjustments for CPI changes occur annually.
A portion of the RMRA funds is distributed annually to eligible cities and counties for basic road maintenance, rehabilitation, and critical safety projects on local streets and road systems. The distribution will be made using the same formula as the existing 18-cent-per-gallon gasoline excise tax. The City’s estimated projected revenues of RMRA funding for FY 2026/27 are $58,474.
SB1 emphasizes the importance of accountability and transparency in the delivery of California’s transportation programs. As outlined in the RRAA Reporting Guidelines, recipients of RMRA funding are held accountable through performance goals that are tracked and reported on. In order to be considered for funding in Fiscal Year 2025/26, agencies must provide a proposed list of projects to the California Transportation Committee by July 1, 2025. This will enable the RMRA funds to be included in the City’s annual road maintenance budget.
The City has been accumulating accrued RMRA Funds for a meaningful pavement rehabilitation project. SB1 funds must include significant pavement rehabilitation strategies, such as overlays, to qualify to use these funds. This is accomplished by proposing a project and deferring its date and expenditures until sufficient funds are set aside for a meaningful project. “Meaningful project” in this case means a project size that optimizes our expenditure and delivers good value per square foot of construction, or that fills an emergent key Council priority for pavement rehabilitation.
The following funds have been set aside to accumulate for this anticipated project:
In FY 2025-26: $54,677
In FY 2024-25: $53,334
In FY 2023-24: $51,739
TOTAL $159,750
With the $58,474 anticipated as an allocation to the City in FY 2026-27, the total available for Design, Construction, and Construction Management would be $218,224. This would overlay approximately 400-500 LF of 2-lane road (with parking) or rehabilitate several blocks of concrete sidewalk. This is the equivalent of one “short” block. Unless a priority overlay of this size is identified, it is recommended to continue to accumulate these funds for a few more cycles to take advantage of the “economy of scale” to get much more done for less.
The last project utilizing SB1 funds was in FY 2022-23. At that time, the City utilized the RMRA funds on Fourth St., Fifth St., Sixth St., Seventh St., and Church Street (between Second St. and Cemetery Entrance), in addition to the FY 2021/2022 passed and adopted street rehabilitation project, which includes Franklin St., North St., Second St., Monterey St., Church St., The Alameda, and Polk Street.
DISCUSSION:
The City’s estimated projected revenues of RMRA funding for FY 2026/27 are $58,474. The following previously proposed and adopted project may also utilize previously received funds from Fiscal Years 2023-24 to FY 2025-26, accumulating for a meaningful-sized project in the Item No. # 6.F
City Council Meeting
June 16, 2026
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City’s Road Maintenance and Rehabilitation Account revenues for this project delivery. With the relisting of this project in the adopted fiscal year resolution, the City/County is reaffirming to the public and the State our intent to fund these projects with Road Maintenance and Rehabilitation Account revenues:
Proposed Project No. 1:
1. Project Title: Pavement Repair, Pedestrian Improvements
2. Description and Location: Funding for the pre-construction element (activity) of Design and for construction of pavement repair in various neighborhoods, and pedestrian safety improvements on arterials and collectors, and shall include sidewalk improvements, pavement rehabilitation, addition of high visibility crosswalks, pavement and sidewalk repairs, pedestrian and bicycle signage, legends and other improvements from focused safety reviews and/or studies. Locations will be determined upon design to determine exact locations. Locations will be considered citywide and will be determined upon design.
3. Schedule: The planning and design of these proposed improvements began January 2024 and will continue until advertised for construction. The project end date is expected to be June 2027.
4. Useful Life: It is expected that Concrete components will have a 50-yr. life, Asphalt pavement components will have a 20-year life, Signage components will have a 20-year life, and striping components will have a 5-year life.
FISCAL IMPACT:
There is no anticipated fiscal impact, as the $58,474 in SB1 funds allocated will be reserved and added to previously allocated SB1 funds to fund the proposed pavement and pedestrian project anticipated in FY 2026-27.
ATTACHMENTS:
1. Resolution
2. Local Streets and Roads – Projected Revenues Spreadsheet from the State Item No. # 6.F
City Council Meeting
June 16, 2026
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Item No.: 6.F
City Council Meeting
June 16, 2026
Page | 1
RESOLUTION NO. 2026-xx
A RESOLUTION OF THE CITY OF SAN JUAN BAUTISTA ADOPTING A LIST OF PROJECTS FOR FISCAL YEAR 2026-27 FUNDED BY SB 1: THE ROAD REPAIR AND ACCOUNTABILITY ACT OF 2017
WHEREAS, Senate Bill 1 (SB 1), the Road Repair and Accountability Act of 2017 (Chapter 5, Statutes of 2017) was passed by the Legislature and signed into law by the Governor in April 2017 to address the significant multi-modal transportation funding shortfalls statewide; and
WHEREAS, SB 1 includes accountability and transparency provisions that will ensure the residents of our City are aware of the projects proposed for funding in our community and which projects have been completed each fiscal year; and WHEREAS, the City must adopt by resolution a list of projects proposed to receive fiscal year funding from the Road Maintenance and Rehabilitation Account (RMRA), created by SB 1, which must include a description and the location of each proposed project, a proposed schedule for the project’s completion, and the estimated useful life of the improvement; and
WHEREAS, the City, will receive an estimated $58,474 in RMRA funding in Fiscal Year 2026-27 from SB 1; and
WHEREAS, this is the tenth year in which the City is receiving SB 1 funding and will enable the City to continue essential road maintenance and rehabilitation projects, safety improvements, repairing and replacing aging bridges, and increasing access and mobility options for the traveling public that would not have otherwise been possible without SB 1; and
WHEREAS, the City has undergone a robust public process to ensure public input, including through publicly noticed and posted meetings, to ensure public input into our community’s transportation priorities and the project list; and WHEREAS, the City uses a Pavement Management System to develop the SB 1 project list to ensure revenues are being used on the most high-priority and cost-effective projects that also meet the communities’ priorities for transportation investment; and WHEREAS, the funding from SB 1 will help the City maintain and rehabilitate a number of streets over the program lifetime, including those in the current list of projects for FY 2026-27, and add active transportation infrastructure in the City this year and anticipates many similar projects into the future; and
WHEREAS, the City’s Pavement Management Program and Sidewalk Assessment Program found that the City’s streets and roads are in “moderate” condition, and this Item No.: 6.F
City Council Meeting
June 16, 2026
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revenue will help us increase the overall quality of our road system and, over the next decade, will bring our streets and roads into a “good” condition; and WHEREAS, the SB 1 project list and overall investment in our local streets and roads infrastructure, with a focus on basic maintenance and safety, on complete streets infrastructure, and on cutting-edge technology, materials, and practices, will have significant positive co-benefits statewide.
NOW, THEREFORE IT IS HEREBY RESOLVED, ORDERED, AND FOUND by the City Council of the City of San Juan Bautista, State of California, as follows:
1. The foregoing recitals are true and correct.
2. The City is not proposing any new projects that will be funded in part or solely with fiscal year 2026-27 Road Maintenance and Rehabilitation Account revenues.
3. The following previously proposed and adopted project may also utilize previously received funds from Fiscal Years 2023-24 to FY 20225-26, accumulating for a meaningful-sized project in the City’s Road Maintenance and Rehabilitation Account revenues for this project delivery. With the relisting of this project in the adopted fiscal year resolution, the City/County is reaffirming to the public and the State our intent to fund these projects with Road Maintenance and Rehabilitation Account revenues:
Project No. 1:
1. Project Title: Pavement Repair, Pedestrian Improvements
2. Description and Location: Funding for the pre-construction element (activity) of Design and for construction of pavement repair in various neighborhoods, and pedestrian safety improvements on arterials and collectors, and shall include sidewalk improvements, pavement rehabilitation, addition of high visibility crosswalks, pavement and sidewalk repairs, pedestrian and bicycle signage, legends, and other improvements from focused safety reviews and/or studies. Locations will be determined during the design phase to determine exact locations. Locations will be considered citywide and determined during design.
3. Estimated Project Schedule: The design of these proposed improvements began in January 2024 and will continue until advertised for construction. The project end date is expected to be June 2027.
4. Estimated Project Useful Life: It is expected that Concrete components will have a 50-yr. life, Asphalt pavement components will have a 20-year life, Signage components will have a 20-year life, and striping components will have a 5-year life.
PASSED AND APPROVED by the City Council of the City of San Juan Bautista, on this 16th of June 2026, by the following vote:
AYES :
NOES :
Item No.: 6.F
City Council Meeting
June 16, 2026
Page | 3
ABSENT:
ABSTAIN:
APPROVED :
_____________________
Leslie Q. Jordan, Mayor
ATTEST:
_______________________
Elizabeth Soto, City Clerk
Item No. 6.G
City Council Meeting
June 16, 2026
Page | 1
CITY OF SAN JUAN BAUTISTA
CITY COUNCIL STAFF REPORT
DATE: JUNE 16, 2026
DEPARTMENT: CITY MANAGER
FROM: ASHLEY COLLICK, CITY MANAGER
BY: VICTOR M. TAFOYA, ASSOCIATE PLANNER
TITLE: SAN JUAN DAY STREET CLOSURE
RECOMMENDED MOTION:
Approve a Resolution authorizing temporary street closures on Sunday, August 9, 2026, for San Juan Day.
RECOMMENDATION:
Staff recommends that the City Council approve the attached Resolution approving the temporary closure of identified portions of the public right-of-way and temporary traffic control points in downtown San Juan Bautista on Sunday, August 9, 2026, in support of San Juan Day.
EXECUTIVE SUMMARY:
The Spirit of San Juan Bautista has submitted an application to conduct San Juan Day, a community street festival and antique fair scheduled for Sunday, August 9, 2026. The event will be held in downtown San Juan Bautista and will utilize Third Street and associated side streets for event operations.
To support safe event operations and public circulation, the applicant is requesting temporary closure of identified portions of City streets and associated temporary traffic control points within the downtown event area. City Council approval is required for the proposed street closure.
BACKGROUND INFORMATION:
San Juan Day is proposed to occur on Sunday, August 9, 2026, in San Juan Bautista. Event operations will be centered along Third Street between Franklin Street and Muckelemi Street, with associated side street closures on Polk Street, Mariposa Street, and Washington Street between Second Street and Fourth Street. Event set-up is scheduled to begin at approximately 6:00 a.m. The public event is scheduled from approximately 9:00 a.m. to 4:00 p.m., and event Page | 2
dismantling is anticipated to conclude by approximately 6:00 p.m. The event is expected to draw approximately 2,500 attendees.
The event is described in the application materials as San Juan Day, also referred to as the SJB Antique Fair, Street Festival, and Community Yard Sale. The event is sponsored by the Spirit of San Juan Bautista and is proposed to include craft and antique vendors, food vendors, stage entertainment, a Kids' Zone, community-wide yard sales, and related downtown event operations. The application materials describe the event as a long-standing annual community festival intended to showcase antiques, vintage and collectible items, curated handcrafted items, local artisans, food and drink, family activities, and live entertainment.
The submitted application materials indicate that the event will include vendor booths, food vendors, amplified sound, tents, electrical and generator use, portable restrooms, trash and recycling operations, and security and crowd-control coordination. The applicant's security plan identifies San Benito County Sheriff, San Juan Day Committee volunteers, and a paid security company. The application materials also identify ADA-accessible portable restrooms through Crown Service, and an emergency and medical plan that includes registered nurses at the information booth with walkie-talkie radio communication, block captains with radios, and cell phones available to call 911.
The submitted road closure materials identify the requested closure of Third Street from Franklin Street to Muckelemi Street, with side streets closed on Polk Street, Mariposa Street, and Washington Street from Second Street to Fourth Street. The road closure map also identifies portable restrooms on Washington Street and Polk Street, Recology/waste management staging on Polk Street, and Recology staging on Washington Street. The vendor unloading instructions divide the event area into four blocks, with Block One booth spaces 100-131 checking in on Polk Street, Block Two booth spaces 200-239 checking in on Mariposa Street, Block Three booth spaces 300-337 checking in on Washington Street, and Block Four booth spaces 400-433 checking in at The Alameda. The submitted instructions also indicate that food trailers and trucks will enter from The Alameda.
The proposed closure and traffic control measures are intended to support safe pedestrian circulation, vendor loading and unloading, food and merchandise vendor operations, stage entertainment, the Kids' Zone, sanitation and waste staging, and orderly event operations within the downtown event area.
Temporary Street closures for community events are brought to the City Council when use of the public right-of-way is needed to support public safety and orderly event operations. The City's special event application materials also note that all street closures and blockades require review and approval of the City Council. Approval of the requested closure would allow the City to finalize coordination with the event organizer and reviewing agencies regarding permit conditions, inspections, traffic control, and related operational requirements.
The applicant has also requested that the City waive the community-wide yard sale fee for San Juan Day. That request is being processed separately and is not the subject of this agenda item.
Item No. 6.G
City Council Meeting
June 16, 2026
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CEQA REQUIREMENT:
This action is not a project under the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15378(b)(2).
FISCAL IMPACT:
City costs associated with the temporary street closure may include staff time, traffic control coordination, and use of City equipment such as barricades, cones, and signage. Under the City's cost-recovery procedures, event sponsors are generally required to reimburse the City through City-issued invoices for administrative services, materials, and staff time deemed necessary by the City Manager to support the street closure(s). However, because the applicant has requested City co-sponsorship and a waiver of applicable fees, the City Council's decision on that request may affect whether these costs are reimbursed. Any approved fee waivers or in-kind support would be identified as part of the Council's action on the sponsorship request.
ATTACHMENTS:
1. Resolution
Item No.6. G
City Council Meeting
June 16, 2026
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RESOLUTION NO. 2026-XX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN JUAN BAUTISTA AUTHORIZING TEMPORARY STREET CLOSURES FOR THE 2026 SAN JUAN DAY.
WHEREAS, the city has received an application for a special event in 2026, and authorization for a street closure is a prerequisite for issuance of the related permits for the following event.
San Juan Day 2026
Sunday, August 9, 2026, from 6:00 a.m. to 6:00 p.m.
Temporary closure of identified portions of the public right-of-way and temporary traffic control points along Third Street from Franklin Street to Muckelemi Street, and side streets on Polk Street, Mariposa Street, and Washington Street from Second Street to Fourth Street, as generally shown in Exhibit A
BE IT RESOLVED that the City Council does hereby authorize the event sponsors to close streets on the dates and times referenced herein, subject to the following requirements:
1. All conditions and requirements of agencies, including the Fire Marshal, San Benito County Sheriff, Building Official, Public Works Director, San Benito County Health Department, San Benito County Integrated Waste Management, and Planning Manager, shall be met prior to, during, and after each event in the manner deemed necessary by the City Manager.
2. Prior to each event, the Sponsors shall execute a reimbursement agreement and reimburse the City in accordance with an invoice duly issued by the City to cover City expenses as deemed necessary by the City Manager to support administrative, material, and City staff time associated with the Street Closure, unless otherwise waived by the City Council.
PASSED AND APPROVED by the San Juan Bautista City Council on this 16th day of June 2026 by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
Item No.6. G
City Council Meeting
June 16, 2026
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APPROVED:
_____________________
Leslie Q. Jordan, Mayor
ATTEST:
______________________
Elizabeth Soto, City Clerk
Item No.6. G
City Council Meeting
June 16, 2026
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Exhibit A
Item No. 6.H
City Council Meeting
June 16, 2026
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CITY OF SAN JUAN BAUTISTA
CITY COUNCIL STAFF REPORT
DATE: JUNE 16, 2026
DEPARTMENT: CITY MANAGER
FROM: ASHLEY COLLICK, CITY MANAGER
BY: VICTOR M. TAFOYA, ASSOCIATE PLANNER
TITLE: 2026 SAN JUAN DAY CO-SPONSORSHIP AND FEE WAIVER
RECOMMENDED MOTION:
Approve a Resolution authorizing the City to co-sponsor the 2026 San Juan Day, provide in-kind services, and waive applicable City fees associated with the event.
RECOMMENDATION:
Staff recommends that the City Council adopt the attached Resolution authorizing City cosponsorship of the 2026 San Juan Day and waiver of applicable City fees associated with the event.
EXECUTIVE SUMMARY:
San Juan Day is a one-day community event proposed for Sunday, August 9, 2026, in San Juan Bautista. The event is being organized by Spirit of San Juan Bautista and is expected to include a downtown street festival, antique fair, community-wide yard sale, craft and antique vendors, food vendors, stage entertainment, Kids' Zone, and related public event operations. The applicant is requesting City co-sponsorship and waiver of applicable City fees.
The proposed event is also generally consistent with the City’s Policy for City-Sponsored Events because it promotes cultural heritage, economic vitality, arts and culture, public engagement, environmental stewardship, and inclusive access through a community-oriented event open to the public.
The requested City support is less than $5,000 and therefore does not trigger the City-Sponsored Events Policy requirement for 120-day advance submittal and City Council review based on that threshold. Staff is bringing this item to the City Council for awareness and transparency so the Council and public can clearly see the total amount of City support being requested.
Page | 2
BACKGROUND INFORMATION:
San Juan Day is proposed to occur on Sunday, August 9, 2026, in downtown San Juan Bautista.
Event operations will be centered along Third Street, within the submitted street closure area, with the application materials identifying the event footprint as Third Street from Franklin Street to Muckelemi Street and side streets on Polk Street, Mariposa Street, and Washington Street from Second Street to Fourth Street. Event set-up is scheduled to begin at approximately 6:00 a.m., the public event is scheduled from approximately 9:00 a.m. to 4:00 p.m., and dismantling is anticipated to conclude by approximately 6:00 p.m. The event is anticipated to draw approximately 2,500 attendees.
Submitted application materials describe the event as San Juan Day, also identified as the SJB Antique Fair, Street Festival, and Community Yard Sale, organized by Spirit of San Juan Bautista. The application materials describe the event as an old-fashioned, small-town community event intended to showcase antiques, vintage and collectible items, curated handcrafted items, local artisans, community-wide yard sales, pancake breakfast, food and drink, Kids’ Zone, family activities, and live entertainment including local musicians, hula dancers, and Folklórico music and dancers. Event operations are proposed to include craft and antique vendors, food vendors, stage entertainment, a Kids’ Zone, sanitation facilities, trash and recycling operations, and related vendor activity.
The submitted materials identify a related temporary street closure request and traffic control layout for Third Street from Franklin Street to Muckelemi Street, with side street closures on Polk Street, Mariposa Street, and Washington Street from Second Street to Fourth Street.
Supporting materials also identify portable restroom locations, Recology/waste management staging, and vendor unloading instructions by block, including check-in on Polk Street, Mariposa Street, Washington Street, and The Alameda. Security coverage is expected to be coordinated through the San Benito County Sheriff’s Office, with San Juan Day Committee volunteers supporting event operations. The emergency and medical plan identifies registered nurses at the information booth, walkie-talkie communication, block captains with radios, and cell phones available to call 911. ADA-accessible portable restrooms are proposed.
The applicant has requested City co-sponsorship and waiver of applicable City fees associated with the event, including the special event application fee, the encroachment permit fee for the road closure, the garage sale or yard sale fee, and business license fees, to the extent such fees are City fees eligible for waiver by the City Council. The applicant has also requested that the City waive the yard sale fee for the community-wide yard sale component of San Juan Day. The applicant’s related street closure request is being processed separately, and Council action on this co-sponsorship and fee waiver request would allow staff to continue processing the special event application in accordance with the Council’s direction.
The proposed event would provide a public community-oriented activity in the downtown area and would support local traditions, downtown economic activity, community participation, arts and culture, and local vendor opportunities. In addition, the Municipal Code expressly provides that if a fee waiver is requested for a special event, staff shall process the waiver request and obtain the decision of the City Council before processing the permit. Approval of this request Item No. 6.H
City Council Meeting
June 16, 2026
Page | 3
would allow staff to continue processing the event application in accordance with the Council’s direction.
The proposed San Juan Day also appears to align with the City’s Policy for City-Sponsored Events. Under Section 3 of the policy, nonprofit-sponsored events may qualify for City support if they meet two or more public benefit indicators. Based on the submitted materials, San Juan Day supports Cultural Heritage Preservation through a community event centered on local traditions and the historic downtown; Economic Vitality through anticipated attendance of approximately 2,500 people, vendor participation, and support for local businesses; Environmental Stewardship through a solid waste diversion plan, recycling bins, and vendor and volunteer waste-sorting procedures; Public Education and Engagement through volunteer-run elements and community participation; Arts and Culture through local musicians, hula dancers, and Folklórico music and dancers; and Inclusive and Equitable Access through ADA-accessible portable restrooms and an event that is not ticketed.
The City-Sponsored Events Policy also allows City support in the form of fee waivers and other in-kind assistance, subject to City Council approval. The applicant’s request is generally consistent with that policy framework.
CEQA REQUIREMENT:
This action is not a project under the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15378(b)(2).
FISCAL IMPACT:
Approval of the co-sponsorship and fee waiver request would waive certain City fees that would otherwise apply to the event application and related City review. Based on the information currently available, the fiscal impact is as follows:
Special event application fee: $200.00
Public Works in-kind support/traffic control / barricade-related costs: $1,823.99 Garage sale/yard sale fee: $500.00
Total potential waived City fees: $2,523.99
At this time, the City’s anticipated contribution totals $2523.99, consisting of the waived special event application fee, encroachment permit fee, garage sale or yard sale fee, business license fee(s), and any estimated Public Works support costs, to the extent approved by the City Council and eligible for waiver under applicable City requirements. The requested City support is less than $5,000, so it does not trigger the City Council approval requirement. However, staff is still bringing this item to the City Council so the Council and public can clearly see the total amount of City support being requested.
ATTACHMENTS:
1. Resolution
Page | 4
2. City Sponsor Events Policy
3. San Juan Day Special Event Application Materials
Item No. 6.H
City Council Meeting
June 16, 2026
Page | 1
RESOLUTION NO. 2026-XX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN JUAN BAUTISTA
AUTHORIZING THE CITY MANAGER TO EXECUTE A CO-SPONSORSHIP AGREEMENT WITH SPIRIT OF SAN JUAN BAUTISTA FOR THE 2026 SAN JUAN
DAY PURSUANT TO THE CITY-SPONSORED EVENTS POLICY
WHEREAS, on September 16, 2025, the City Council adopted the Policy for CitySponsored Events, establishing clear guidelines for partnerships between nonprofit organizations and the City for events serving a public purpose, promoting community engagement, and contributing to the cultural, educational, economic, and environmental vitality of San Juan Bautista (Section 1); and
WHEREAS, the Policy defines City-Sponsored Events as those organized, co-organized, or supported through funding, in-kind services, or use of City facilities, and recognizes nonprofit organizations as eligible partners when events meet measurable public-benefit indicators (Sections 2 and 3); and
WHEREAS, the Policy authorizes City support in the form of in-kind services, permit fee waivers, safety equipment, use of City facilities, event promotion, and interagency coordination, all of which are discretionary and subject to staff capacity, budget availability, and annual appropriations (Section 4); and
WHEREAS, San Juan Day appears consistent with the City-Sponsored Events Policy because it promotes cultural heritage preservation, economic vitality, arts and culture, public engagement, environmental stewardship, and inclusive public access through a communityoriented downtown event (Section 3); and WHEREAS, San Juan Day is proposed for Sunday, August 9, 2026, in downtown San Juan Bautista, with event set-up beginning at approximately 6:00 a.m., public event operations occurring from approximately 9:00 a.m. to 4:00 p.m., and dismantling concluding at approximately 6:00 p.m.; and
WHEREAS, San Juan Day is anticipated to attract approximately 2,500 attendees and provide a public benefit by offering a downtown street festival, community-wide yard sale, vendor opportunities, family activities, live entertainment, and related support for local businesses and community participation in San Juan Bautista; and WHEREAS, consistent with the City-Sponsored Events Policy, all City support is discretionary and subject to staff capacity, budget availability, applicable permit requirements, ADA accessibility, safety protocols, and compliance with standard conditions of approval; and City sponsorship does not guarantee future support; and WHEREAS, the applicant’s requested City support includes waiver of the special event application fee, waiver of the encroachment permit fee for the requested road closure if applicable, City in-kind Public Works support for traffic control and barricade-related services, Item No. 6.H
City Council Meeting
June 16, 2026
Page | 2
and waiver of the community garage sale / yard sale application fee, to the extent such fees are confirmed and eligible for waiver under applicable City requirements; and WHEREAS, City support for San Juan Day may include permit fee waivers, in-kind services, event promotion, barricade and traffic control support, and coordination consistent with the City-Sponsored Events Policy, subject to staff capacity, budget availability, and applicable City requirements; and
WHEREAS, the total estimated fiscal impact of the requested City support is $2,523.99, consisting of applicable City fees and Public Works support costs, to the extent approved by the City Council and eligible for waiver under applicable City requirements; and WHEREAS, the requested City support is less than $5,000 and therefore does not trigger the City-Sponsored Events Policy requirement for City Council approval based on that threshold; however, staff is bringing this item to the City Council so the Council and public can clearly see the total amount of City support being requested; and
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of San Juan Bautista hereby authorizes the City Manager to execute a Co-Sponsorship Agreement with Spirit of San Juan Bautista for the 2026 San Juan Day.
BE IT FURTHER RESOLVED that City support for the event shall be limited to applicable fee waivers, in-kind contributions, event promotion, and staff coordination, consistent with the Policy for City-Sponsored Events adopted September 16, 2025, and subject to staff capacity, budget availability, and applicable City regulations. This authorization includes waiver of the special event application fee, encroachment permit / road closure permit fee, garage sale or yard sale fee, and business license fee(s), to the extent such fees are eligible for waiver by the City Council.
PASSED AND APPROVED by the City Council of the City of San Juan Bautista on this 16th day of June 2026, by the following vote
AYES:
NOES:
ABSENT:
ABSTAIN:
APPROVED:
___________________
Leslie Q. Jordan, Mayor
Item No. 6.H
City Council Meeting
June 16, 2026
Page | 3
ATTEST:
______________________
Elizabeth Soto, City Clerk
Page | 1 Policy for City Sponsored Events
City of San Juan Bautista
POLICY FOR CITY-SPONSORED EVENTS
SECTION 1. PURPOSE AND INTENT
The purpose of this policy is to establish a clear and consistent policy that enables nonprofit organizations to partner with the City of San Juan Bautista in producing or participating in Citysponsored events. This policy ensures such collaborations serve a public purpose, promote community engagement, and contribute to the cultural, educational, economic, and environmental vitality of the City. This policy also seeks to ensure that City-sponsored events are inclusive, equitable, and accessible to all residents and visitors.
SECTION 2. DEFINITIONS
City-Sponsored Event: Any event that is organized, co-organized, or officially supported by the City of San Juan Bautista, including through funding, in-kind services, or use of City facilities.
Nonprofit Organization: Any 501(c)(3), 501(c)(6), or other IRS-recognized tax-exempt organization that operates within or provides services to the residents of San Juan Bautista and is in good standing under California state law.
In-Kind Support: City services provided without charge, including but not limited to public works labor, traffic safety control, and city facility use.
SECTION 3. ELIGIBILITY FOR CITY-SPONSORED EVENTS
Nonprofit organizations may request City sponsorship of events provided they meet two or more of the following City Goals and Measurable Indicators for Public Benefit. Private fundraisers, events held outside City limits, or events primarily religious or political in nature are not eligible for City sponsorship.
Applicants must also identify in advance the methods they will use to track attendance, economic impact, and community benefits. The City may establish a cap on the number of sponsored events per nonprofit per year.
Cultural Heritage Preservation: Emphasis on local history, missions, or traditions Economic Vitality: Attendance ≥ 100; 5+ local vendor partnerships; Draws tourism to the town
Environmental Stewardship: Zero-waste plan; Composting; Environmental education booths
Community Wellness and Safety: Public health and safety activities Public Education & Engagement: Free workshops, civic resources, volunteer-run elements, collaboration
Arts and Culture: Local performances, exhibits by local artists and schools Inclusive & Equitable Access: ADA access; Multilingual materials; Free admission Page | 2 Policy for City Sponsored Events
SECTION 4. CITY SUPPORT FOR NONPROFIT-SPONSORED EVENTS
City support may include, but is not limited to permit fee waivers, use of City-provided safety equipment, access to City-owned facilities, in-kind services such as traffic control or sanitation, promotion through City communication platforms, assistance with interagency coordination, inclusion in City calendars, and temporary signage approvals. Support is discretionary, subject to staff capacity, budget, and annual Council appropriations. All City in-kind contributions must be documented and reported annually to Council.
SECTION 5. APPLICATION PROCESS
Applications must include: City-Sponsored Event Request Form, Special Event Permit Application, proof of nonprofit status, certificate of insurance, and a budget overview.
Incomplete applications may delay review. The City Manager or designee will review applications and notify applicants in writing of approval, denial, or required modifications within 30 days of submission.
Applications will be evaluated using a transparent process, which may include first-come, firstserved review or a staff rubric, depending on the level of support requested. Multiple nonprofits may co-apply for the same event.
Requests exceeding $5,000 in City support shall be submitted at least 120 days in advance and require City Council review and approval.
SECTION 6. POST-EVENT REPORTING
Within 30 days of the last day of the event, nonprofits must submit a report including attendance, finances, event summary, identified goals met, documentation of public impact, and photos.
Failure to comply will result in progressive penalties: first offense—warning; second offense— one-year suspension; repeated offenses—permanent ineligibility. Reports must use the same format as the application for comparability.
SECTION 7. LIMITATIONS
City sponsorship does not constitute endorsement of any viewpoint or guarantee of future support. Approvals are subject to budget, staff capacity, and compliance with this policy. Events spanning both City and County jurisdictions require prior County authorization. Proof of County approval must be provided.
SECTION 8. SEVERIBILITY
If any part of this policy is found invalid, the remainder shall remain in effect.
SECTION 9. EFFECTIVE DATE
This policy shall take effect immediately upon adoption by the City Council.
Page | 3 Policy for City Sponsored Events
SECTION 10. STANDARD CONDITIONS OF APPROVAL
Events must comply with all City permits and regulations, including alcohol control, sound, parking, and safety. Applicants must provide approved traffic control plans if closures are required, and emergency access must be maintained.
Events shall be fully ADA accessible, including pathways, restrooms, and signage.
Applicants may be required to hire security or coordinate with law enforcement, at their expense, based on attendance. A safety and evacuation plan must be included with the application.
Applicants must notify all residents and businesses within 300 feet (or larger radius as determined by the City for larger events) at least 10 days in advance. Applicants are responsible for associated costs.
Events must not interfere with City functions, emergency services, or school activities.
Applicants are responsible for cleanup and site restoration immediately after the event.
Temporary signage, structures, and debris must be removed. Applicants shall incorporate sustainability practices such as recycling and composting where feasible.
Applicants shall indemnify and hold harmless the City, its officers, and employees. Significant City-supported events may be subject to audit of financial records related to City contributions.
The City reserves the right to revoke sponsorship if conditions are violated or if the event poses risks to public safety.
City of San Juan Bautista Special Event/Activities – Permit Application 4 maximum of 5% of the total number of booth feet for an event.
NEW! For any food sold, please note that food must be served in BPI-Certified compostable, recyclable 1-5 plastic, or reusable food ware. No Styrofoam food ware is allowed. No plastic straws are allowed, unless upon special request. Fiber-based compostable straws can be provided but only upon request by event attendees. Reusable or fiber-based BPI-Certified compostable serving products are preferred over plastic. For a list of BPI-Certified products, visit bpiworld.org/find-certified-products.
Will this event have vendors providing or selling water? Yes No If yes, please note that the distribution or sale of plastic water bottles are not allowed during city events by vendors. Any water sold by vendors must be in aluminum cans.
Will this event feature any hands-on attractions such as climbing walls, bounce-houses, or petting zoos? Yes No If yes, please describe: (insurance coverage will be required) FOOD AND ALCOHOL (all food preparation is subject to state regulations; provide insurance if appropriate) If you are serving or selling food, you must obtain a permit from the San Benito County Environment Health Department.
Does your event include food concessions and/or preparation areas? Yes No If yes, please provide a copy of your San Benito County Environmental Health Permit.
If you plan to sell or furnish alcoholic beverages at your event, you are required to obtain a permit from the State Department of Alcoholic Beverage Control. The public consumption of alcohol is illegal in some parts of the City. If your event includes the use of alcohol on City property, you will need to provide Liquor Liability Coverage on your certificate of insurance.
Does your event involve the use of alcoholic beverages? Yes No PORTABLE REST ROOMS (These permits are handled through the San Benito County Environmental Health Department) Unless you can substantiate the sufficient availability of both Americans with Disabilities Act and non-ADA accessible facilities in the immediate area of the event site and you have written permission to use this facility, you may be required to provide portable rest room facilities at your event, which will be available to the public during your event. Please note that State Parks toilets do not qualify as event facilities unless you obtain written permission from the local State Parks office to allow use of these State owned toilets and included as part of this application.
Do you plan to provide portable rest room facilities at your event? Yes No Please provide a copy of your San Benito County Environmental Health Permit. Please note that if you state “no”, City staff will inquire as to what plans you have made to accommodate the public including written permission from the State if applicable.
LIGHTING AND SOUND
Will you be using any amplified sound (i.e. public address system)? Yes No Will this event use any lighting? Yes No
Will you be using any type of generator? Yes No
If yes, please describe (type/location/period/noise levels, etc. Preference is given to “silent” generators):
If no, do you need electricity? (fees will apply for use of City electricity):
SOLID WASTE DIVERSION PLAN & REQUIREMENTS
Solid Waste Diversion Plan: In accordance with State law (Public Resource Code 42648-42648.7), as a large venue or large event, a waste reduction and recycling plan shall be developed. This plan shall estimate the amount and types of waste anticipated from the event, proposed actions to reduce the amount of waste generation related to the event, and arrangements for separation, collection, and diversion from landfill of reusable, recyclable, and organic materials, as well as a tracking system that validates the final destination of the materials. You are encouraged to include a requirement for a “Solid Waste Diversion Plan” in your subcontract and vendor
City of San Juan Bautista Special Event/Activities – Permit Application 6 Please provide a site plan/route map for your event. Attach additional sheets as necessary. The map should include:
a. An outline of the event site including the
names of streets or areas that are part of
the venue and the surrounding area. If the
event involves a moving route of any kind
(such as a parade), indicate the direction of
travel, including starting location and
ending destination.
b. Any street or lane closures and parking tow
zones.
c. The locations of fencing, barriers, or
barricades. Include any removable fencing for
emergency access.
d. The location of first-aid facilities.
e. The locations of all stalls, platforms booths,
cooking areas, trash containers, etc.
f. Food booth and cooking area configuration
including all vendors cooking with
flammable gases or barbecue grills.
g. Generator locations and/or source of electricity.
h. Placement of vehicles or trailers used for the
event.
i. Anticipated parking locations.
j. Placement of promotional signs or banners.
k. Placement of portable toilets/restroom facilities.
l. Exit locations for outdoor events that are fenced.
m. Locations of all other event activities
City of San Juan Bautista Special Event/Activities – Permit Application 7 Fee Calculations:
Fee Description Fee
Application Fees:
Vendor Fees:
Public Works Fees:
Other:
Total:
How will event staff or volunteers monitor and service these stations to avoid contamination, litter, and overflow? Please provide details below.
Train volunteers and all vendors to not mix waste items.
Have recycle bins at each food booth
Have signature through out the event to encourage recycling and promote to use proper waste bin usage
Access to Buildings:
As required by the Fire Department, access to building openings and walkways shall be provided. The width of the access and walkways shall also be determined by the Fire Department.
Please note: The access to buildings may vary depending on the building and the venue. Access to the following shall not be obstructed:
All exterior doors and openings
Fire Control Rooms
Fire Pump Rooms
Parking structures
Exterior SMUD vaults
Access to Water Supplies:
All existing requirements for access to Fire Hydrants and other water supply connections shall be enforced.
Vendors shall be required to maintain the same clearance as required for vehicles. [15 feet per side] Any vendors blocking access to water supplies shall be relocated immediately.
The access to the following shall not be obstructed:
Fire Hydrants
Fire Department Connections (see illustration at end of section) Post Indicator Valves (see illustration at end of section) OS&Y Valves (see illustration)
All Fire Code sections pertaining to blocking of hydrants and connections shall be enforced Event Egress:
This section will address two types of events:
First: Fenced off events located in Parks or other open areas Second: Events that block street access
Fenced Events:
This type of event typically takes place in a Park or other large open area. The designated area for the event is closed off by temporary fencing.
Number of Exits:
The number of exits shall be in addition to the main entrance.
Three Exits shall be provided when the site accommodates from 1,000 to 3,000 persons. Four Exits shall be provided when the site accommodates more than 3,000 persons.
Exit Spacing:
Exits shall be equally spaced along the perimeter of the fence. The exits shall be spaced so that no exit is greater than 400 ft. of travel. Additional exits shall be added if needed.
Exit Width:
Exit width shall be understood to be a panel’s width of temporary fencing, to provide an opening of no less than 48 inches.
Exit Staffing:
Each exit shall have a member of the security staff assigned to it. The Security provider shall provide a gate assignment roster upon request.
Exit Sign / Marking:
Each emergency exit shall be designated as follows:
Exit signs shall have a white background with contrasting red letters; Exit signs shall measure 18 x 24 inches;
Sign lettering shall measure 12 inches in height;
Signs shall be placed at the top center of the exit panel Blocked Streets:
This type of event blocks off a main street and may block cross streets. In addition to providing access for fire apparatus, public egress shall also be accounted for.
Exit Placement:
Exits shall be placed at both ends of the street closure. Cross streets shall also have Emergency Exit access.
HOT FOOD VENDOR REQUIREMENTS
The use of food booths is regulated by the Fire Department and the San Benito County Health Department.
These requirements apply to single vendor, freestanding booths. Cooking within tents containing seating is subject to additional requirements. All food vendors are subject to inspection prior to an event. Failure to comply with the following regulations may result in closure of the location.
Flame Retardant Requirements
The sidewalls drop, and tops of tents and canopies shall be of flame‐resistant material or treated with a flame retardant in an approved manner. A California State Fire Marshal tag shall be permanently fixed to the structure.
Portable Fire Extinguishers
A portable fire extinguisher shall be provided for each food booth. The minimum size for the extinguisher is 2A 10B: C (5 lbs.). If a Deep Fat Fryer is being used, a K TYPE extinguisher shall also be provided. Extinguishers shall have a current California State Fire Marshals tag. The extinguishers shall be attached in an accessible and visible location, between 3 and 5 feet above the ground.
Location
Food booths shall have a clearance of at least 20 feet on two sides. The booth shall not be located within 10 feet of any rides or devices. Cooking that produces sparks or grease‐laden vapors shall not be conducted within 10 feet of a structure.
HOT FOOD VENDOR COOKING BOOTH
CERTIFICATE OF LIABILITY INSURANCE
DATE (MM/DD/YYYY)
06/02/2025
THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER.
IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must be endorsed. If SUBROGATIONIS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s).
PRODUCER
DIBUDUO & DEFENDIS INS BROKERS LLC
51131306
6873 NORTH WEST AVE STE 101
FRESNO CA 93711
CONTACT NAME:
PHONE
(A/C, No, Ext):
(559) 432-0222 FAX
(A/C, No):
(559) 431-7941
E-MAIL ADDRESS:
INSURER(S) AFFORDING COVERAGE NAIC#
INSURER A : Hartford Underwriters Insurance Company 30104
INSURED
SPIRIT OF SAN JUAN BAUTISTA
PO BOX 1416
SAN JUAN BAUTISTA CA 95045-1416
INSURER B :
INSURER C :
INSURER D :
INSURER E :
INSURER F :
COVERAGES CERTIFICATE NUMBER: REVISION NUMBER:
THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED.NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS
CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS.
INSR
LTR
TYPE OF INSURANCE ADDL
INSR
SUBR
WVD
POLICY NUMBER POLICY EFF
(MM/DD/YYYY)
POLICY EXP
(MM/DD/Y YYY)
LIMITS
A
COMMERCIAL GENERAL LIABILITY
51 SBM BM5WTR 07/01/2025 07/01/2026
EACH OCCURRENCE $1,000,000
CLAIMS-MADE X OCCUR DAMAGE TO RENTED
PREMISES (Ea occurrence)
$1,000,000
X General Liability MED EXP (Any one person) $10,000
PERSONAL & ADV INJURY $1,000,000
GEN'L AGGREGATE LIMIT APPLIES PER: GENERAL AGGREGATE $2,000,000 X POLICY PROJECT
LOC PRODUCTS - COMP/OP AGG $2,000,000
OTHER:
AUTOMOBILE LIABILITY COMBINED SINGLE LIMIT
(Ea accident)
ANY AUTO BODILY INJURY (Per person)
ALL OWNED
AUTOS
SCHEDULED
AUTOS BODILY INJURY (Per accident)
HIRED
AUTOS
NON-OWNED
AUTOS
PROPERTY DAMAGE
(Per accident)
UMBRELLA LIAB
EXCESS LIAB
OCCUR
CLAIMSMADE
EACH OCCURRENCE
AGGREGATE
DED RETENTION $
WORKERS COMPENSATION
AND EMPLOYERS' LIABILITY
ANY
PROPRIETOR/PARTNER/EXECUTIVE
OFFICER/MEMBER EXCLUDED?
(Mandatory in NH)
If yes, describe under
DESCRIPTION OF OPERATIONS below
N/ A
PER
STATUTE
OTHER
Y/N E.L. EACH ACCIDENT
E.L. DISEASE -EA EMPLOYEE
E.L. DISEASE - POLICY LIMIT
DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required) Those usual to the Insured's Operations.
CERTIFICATE HOLDER CANCELLATION
City of San Juan Bautista
PO BOX 1420
SAN JUAN BAUTISTA CA 95045-1420
SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED
BEFORE THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS.
AUTHORIZED REPRESENTATIVE
© 1988-2015 ACORD CORPORATION. All rights reserved.
ACORD 25 (2016/03) The ACORD name and logo are registered marks of ACORD
Item No. 6.I
City Council Meeting
June 16, 2026
Page | 1
CITY OF SAN JUAN BAUTISTA
CITY COUNCIL STAFF REPORT
DATE: JUNE 16, 2026
DEPARTMENT: CITY MANAGER
FROM: ASHLEY COLLICK, CITY MANAGER
BY: ARIELLE GOODSPEED, PLANNING MANAGER
TITLE: AUTHORIZATION TO IMPLEMENT A CITY-SPONSORED 2026
MARKET AND FOOD TRUCK SERIES
RECOMMENDED MOTION:
Approve a Resolution authorizing staff to organize, administer, and implement a city-sponsored limited-term 2026 Market and Food Truck Series.
RECOMMENDATION:
Staff recommends that the City Council adopt the attached Resolution authorizing staff to organize, administer, and implement a limited-term 2026 Market and Food Truck Series to provide community gathering opportunities, support local businesses and entrepreneurs, activate public spaces, and enhance visitor-serving activities within the city.
EXECUTIVE SUMMARY:
The City Council is currently considering adoption of Chapter 9-5 Mobile Food Facilities and Sidewalk Vending, which would establish regulations governing private Mobile Food Facilities, Sidewalk Vendors, and related mobile vending activities operating within the City.
The proposed ordinance is intended to regulate private vending activities and is not required for the City to organize, sponsor, or administer its own community events on City-owned property.
The proposed 2026 Market and Food Truck Series is a city-sponsored program intended to provide recurring community-oriented events featuring food vendors, produce vendors, artisan vendors, local businesses, nonprofit organizations, and community groups.
The program is intended to:
• Support local businesses and entrepreneurs;
• Increase community gathering opportunities;
• Activate public spaces;
• Enhance visitor-serving activities;
• Promote economic development and tourism;
Page | 2
• Provide family-friendly community events; and
• Showcase local food, agricultural products, artisan goods, and community organizations.
Approval of the proposed Resolution would authorize staff to organize and administer the series and coordinate participation, event logistics, vendor recruitment, sponsorships, and related activities necessary for implementation.
The series is intended to serve as a pilot program for 2026, allowing the City to evaluate community participation, economic activity, and revenue potential before considering continuation in future years.
BACKGROUND INFORMATION:
The City of San Juan Bautista has historically supported community events that contribute to the economic vitality and cultural character of the community. Community events provide opportunities for residents and visitors to gather, support local businesses, and enjoy public spaces.
The city has received interest from local businesses, food vendors, artisan vendors, community organizations, and residents regarding opportunities for recurring food truck and vendor events.
Additionally, the City Council is currently considering adoption of Chapter 9-5 Mobile Food Facilities and Sidewalk Vending. While that ordinance establishes regulations for private mobile vending activities, it does not limit the City's ability to organize and administer City-sponsored community events on public property.
The proposed 2026 Market and Food Truck Series would provide a structured City-sponsored program intended to activate public spaces, support economic development, encourage tourism, and provide recurring family-friendly activities throughout the summer and fall season.
DISCUSSION:
Staff proposes implementing a limited-term 2026 Market and Food Truck Series at locations approved by the city.
The program may include participation by:
• Mobile Food Facilities;
• Produce Vendors;
• Artisan and craft vendors;
• Local businesses;
• Nonprofit organizations;
• Community groups;
• Farmers and agricultural producers;
• Entertainment providers, subject to applicable permits; and • Other approved participants.
Item No. 6.I
City Council Meeting
June 16, 2026
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Staff would be responsible for coordinating vendor participation, event scheduling, site layouts, sponsorships, promotion, operational procedures, and compliance with applicable health and safety requirements.
Potential event locations may include City parks, public gathering areas, approved Mobile Food Facility locations, downtown areas, and other City-owned property deemed appropriate by staff.
The program is intended to provide additional opportunities for community engagement while supporting local economic activity and promoting San Juan Bautista as a destination for residents and visitors.
CEQA REQUIREMENT:
This action is not a project under the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15061(b)(3) and 15378(b)(5).
FISCAL IMPACT:
The proposed 2026 Market and Food Truck Series is intended to provide both community and economic benefits by activating public spaces, increasing activity within the downtown corridor, supporting local businesses and entrepreneurs, attracting visitors, and creating additional opportunities for community engagement.
In addition to these community benefits, the program is intended to generate revenue for the city through vendor participation fees, sponsorships, donations, promotional partnerships, and other event-related opportunities. Staff anticipates that these revenues will help offset administrative, operational, marketing, and event-related expenses associated with implementation of the series.
Staff intends to keep program costs as low as reasonably possible by utilizing existing City resources, coordinating with community partners, seeking sponsorship opportunities, and leveraging available staff and equipment. To the greatest extent feasible, the program is intended to be self-supporting through revenues generated by the event series.
While the primary purpose of the program is to enhance community activity and economic vitality, the event series also provides an opportunity to establish a recurring revenue-generating community program that supports local businesses, encourages tourism, and contributes to the overall economic health of the City.
ATTACHMENTS:
1. Resolution No. 2026-XX
Item No. 6.I
City Council Meeting
June 16, 2026
RESOLUTION NO. 2026-XX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN JUAN BAUTISTA AUTHORIZING THE IMPLEMENTATION OF A CITY-SPONSORED 2026 MARKET
AND FOOD TRUCK SERIES
WHEREAS, the City Council of the City of San Juan Bautista desires to promote community engagement, support local businesses and entrepreneurs, encourage economic activity, and provide family-friendly community events for residents and visitors; and WHEREAS, the City is currently considering adoption of Chapter 9-5 Mobile Food Facilities and Sidewalk Vending to establish regulations governing private Mobile Food Facilities, Sidewalk Vendors, and related mobile vending activities within the City; and WHEREAS, the proposed Chapter 9-5 is intended to regulate private mobile vending activities and is separate from the City's authority to organize, sponsor, and administer community events and programs; and
WHEREAS, the City Council finds that the City may independently organize and conduct community events on City-owned property and within public spaces pursuant to its general municipal authority; and
WHEREAS, the City Council desires to authorize a limited-term 2026 Market and Food Truck Series to provide community gathering opportunities, support local businesses and entrepreneurs, activate public spaces, enhance visitor-serving activities, and promote economic vitality within the City; and
WHEREAS, the City Council finds that authorization of a city-sponsored event series is in the public interest and will promote economic development, tourism, community engagement, and local business opportunities.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of San Juan Bautista as follows:
Section 1. The City Council hereby authorizes staff to organize, administer, and implement a City -sponsored 2026 Market and Food Truck Series.
Section 2. Staff is authorized to coordinate participation by Mobile Food Facilities, produce vendors, artisan vendors, local businesses, nonprofit organizations, community groups, agricultural producers, and other approved participants.
Section 3. Staff is authorized to establish event schedules, operating hours, participation requirements, vendor fees, sponsorship opportunities, site layouts, operational procedures, and administrative guidelines necessary for implementation of the series.
Section 4. Staff is authorized to utilize City-owned property, parks, public gathering spaces, approved Mobile Food Facility locations, and other appropriate locations for operation of the series, subject to applicable safety and operational requirements.
Item No. 6.I
City Council Meeting
June 16, 2026
Section 5. Staff is authorized to conduct vendor recruitment, event promotion, sponsorship solicitation, community outreach, and related activities necessary to support implementation of the series.
Section 6. Staff is authorized to collect vendor participation fees, sponsorship contributions, donations, and other revenues associated with the administration of the program and to utilize such revenues for program-related expenses.
Section 7. The City Council finds that this action is exempt from the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Sections 15061(b)(3) and 15378(b)(5).
PASSED AND APPROVED by the City Council of the City of San Juan Bautista this 16th day of June, 2026, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
APPROVED:
_____________________
Leslie Q. Jordan, Mayor
ATTEST:
______________________
Elizabeth Soto, City Clerk
Item No. 6.J
City Council Meeting
June 16, 2026
Page | 1
CITY OF SAN JUAN BAUTISTA
CITY COUNCIL STAFF REPORT
DATE: JUNE 16, 2026
DEPARTMENT: CITY MANAGER
FROM: ASHLEY COLLICK, CITY MANAGER
BY: ARIELLE GOODSPEED, PLANNING MANAGER
TITLE: AUTHORIZATION TO EXPLORE DOWNTOWN TRASH
ENCLOSURE FEASIBILITY, FUNDING, AND POTENTIAL
LOCATIONS TO SUPPORT COMPLIANCE WITH MANDATORY
REFUSE AND RECYCLING COLLECTION REQUIREMENTS
RECOMMENDED MOTION:
Approve a Resolution authorizing staff to evaluate the feasibility of constructing shared trash and recycling enclosures within the downtown area, conduct public outreach with affected property owners and businesses, identify potential funding sources, identify conceptual designs in line with San Juan Bautista’s Historic Downtown aesthetic, and return to the City Council with findings and recommendations for future action.
RECOMMENDATION:
Staff recommends that the City Council adopt the attached Resolution authorizing staff to evaluate the feasibility of establishing shared trash, recycling, and organic waste enclosure facilities within the downtown area. The evaluation is intended to identify practical solutions for businesses facing site constraints that prevent the placement and servicing of individual refuse containers, while supporting compliance with the City's mandatory refuse collection requirements and State organic waste and recycling mandates, including Senate Bill 1383. Staff will assess potential locations, conceptual designs, funding opportunities, and stakeholder impacts and will return to the City Council with findings and recommendations for future action.
This version makes it clearer that staff is only conducting a feasibility study and bringing options back to the Council, not committing the City to construct any facilities at this time.
EXECUTIVE SUMMARY:
The city has identified ongoing challenges associated with refuse and recycling service within the downtown commercial district. Pursuant to San Juan Bautista Municipal Code Section 5-4-240, all commercial properties generating refuse are required to subscribe to and utilize the City's franchised refuse collection service. However, a number of downtown businesses and properties Page | 2
face physical constraints that limit their ability to accommodate refuse, recycling containers, and organics on-site.
Several downtown properties are considered landlocked or have limited access to rear yards, service alleys, or private areas suitable for refuse storage. As a result, refuse and recycling containers are frequently placed within the public right-of-way, violating San Juan Bautista Municipal Code Section 5-4-105 which states that no person shall place, deposit, or keep refuse or refuse containers on any sidewalk, street, alley, public way, or public property and creating operational, aesthetic, and accessibility concerns. In other cases, businesses have experienced difficulty complying with mandatory refuse collection requirements due to the lack of an appropriate location for container placement and service.
Staff proposes evaluating the feasibility of constructing strategically located shared refuse and recycling enclosures that could serve multiple downtown businesses. Such facilities could improve compliance with Municipal Code requirements, reduce visual impacts within the historic downtown area, improve pedestrian accessibility, and support State waste diversion mandates.
The proposed effort would include evaluating potential locations, funding availability, design standards, operational requirements, and stakeholder input. Staff would return to the City Council with findings and recommendations prior to initiating any construction project.
BACKGROUND INFORMATION:
Municipal Code Section 5-4-240 requires all owners, occupants, and persons in control of premises generating refuse to subscribe to and utilize the City's franchised refuse collection service. The Municipal Code further makes it unlawful to hinder or obstruct the franchisee in the performance of its duties.
Municipal Code Section 5-4-105 prohibits placing refuse containers or receptacles on any sidewalk, street, alley, public way, or public property.
Municipal Code Section 5-4-300 provides that in cases involving disputes regarding placement of receptacles awaiting collection, the City Manager shall designate an appropriate location consistent with the City's franchise agreement.
The historic downtown area contains numerous properties developed prior to modern waste management standards. Many parcels have limited lot area, no rear service access, or physical constraints that make it difficult to provide compliant refuse, recycling, and organics storage areas.
These conditions can result in containers remaining within public rights-of-way or in businesses struggling to maintain compliance with mandatory collection requirements.
Additionally, State mandates, including SB 1383, California's Short-Lived Climate Pollutant Reduction Strategy, require enhanced organic waste collection and diversion programs. Although the City currently holds a rural exemption from certain SB 1383 requirements, the potential future expiration or modification of that exemption increases the importance of planning for adequate refuse, recycling, and organics storage capacity.
Item No. 6.J
City Council Meeting
June 16, 2026
Page | 3
The San Benito County Integrated Waste Management Regional Agency, of which the City of San Juan Bautista is a member, was awarded grant funding to support implementation of SB 1383.
Eligible projects include improvements to organics collection infrastructure and other efforts that support organic waste diversion. A portion of the available grant funding may be used to evaluate and potentially develop shared recycling and organics enclosure locations within the downtown area, subject to grant guidelines and funding availability. Because the grant term expires on November 1, 2026, there is a limited window to identify potential locations, assess project feasibility, and determine eligible improvements. Timely completion of this analysis is therefore necessary to position the Regional Agency to take advantage of available grant funding before it expires and to support future waste diversion and organics collection needs.
DISCUSSION:
Staff proposes conducting a feasibility analysis focused on the potential development of shared refuse and recycling enclosure facilities within the downtown area.
The feasibility effort would include:
1. Site Identification and Evaluation
Staff would identify and evaluate potential public and private locations that may accommodate shared refuse and recycling facilities while minimizing impacts on surrounding uses, pedestrian access, and maintaining compatibility with the historic downtown environment.
2. Stakeholder Outreach
Staff would conduct outreach with downtown businesses, property owners, Recology, and community stakeholders to identify operational concerns, preferred locations, and opportunities for shared service arrangements.
3. Funding Evaluation
Staff would evaluate available funding sources, including but not limited to:
• Franchise fee revenues associated with the City's refuse collection franchise; • AB 939 program revenues received through the San Benito County Regional Agency; • Litter abatement fee revenues;
• SB 1383 Organics Waste Recycling Local Assistance Program (OWR4) grant funds; • Other applicable State, regional, or local funding opportunities.
4. Design and Operational Requirements
Potential enclosure concepts would be evaluated for consistency with:
Page | 4
• City's historic design guidelines;
• Applicable zoning and development standards;
• Building and fire code requirements;
• Accessibility requirements;
• Recology collection vehicle access and operational standards; • State waste diversion and organics collection requirements.
5. Cost and Implementation Analysis
Staff would estimate the number of enclosures that could potentially be constructed using available funding sources and identify operational considerations, maintenance responsibilities, and implementation options.
Staff would subsequently return to the City Council with recommendations regarding potential locations, design concepts, estimated costs, available funding, and implementation strategies for future Council consideration.
CEQA REQUIREMENT:
This action is not a project under the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15378(b)(5).
FISCAL IMPACT:
There is no immediate fiscal impact associated with adoption of the proposed Resolution. Staff time associated with the feasibility analysis would be funded through existing departmental budgets.
Potential future construction costs would be evaluated as part of the feasibility analysis and may be funded through available franchise fee revenues, AB 939 revenues, litter abatement revenues, SB 1383 OWR4 grant funding, or other identified funding sources.
ATTACHMENTS:
1. Resolution No. 2026-XX
Item No.: 6.J
City Council Meeting
June 16, 2026
Page | 1
RESOLUTION NO. 2026-XX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN JUAN BAUTISTA
AUTHORIZING STAFF TO EVALUATE THE FEASIBILITY OF CONSTRUCTING
SHARED DOWNTOWN REFUSE AND RECYCLING ENCLOSURES, IDENTIFY
POTENTIAL FUNDING SOURCES, CONDUCT PUBLIC OUTREACH, AND RETURN
WITH RECOMMENDATIONS FOR FUTURE COUNCIL CONSIDERATION
WHEREAS, San Juan Bautista Municipal Code Section 5-4-240 requires all owners, occupants, and persons in possession, charge, or control of premises generating refuse to subscribe to and utilize the City's franchised refuse collection service; and WHEREAS, the City has identified challenges within the downtown commercial district where certain businesses and properties have limited or no feasible on-site locations for refuse, recycling, and organics containers due to historic development patterns, lot constraints, and lack of service access; and
WHEREAS, these constraints may result in refuse containers being located within the public right-of-way or create barriers to compliance with mandatory refuse collection requirements; and
WHEREAS, the City Council desires to explore potential solutions that would improve compliance with refuse collection requirements, support State waste diversion mandates, improve aesthetics within the historic downtown area, and enhance pedestrian accessibility; and WHEREAS, shared refuse and recycling enclosures may provide an opportunity to serve multiple downtown businesses while reducing impacts associated with individual container placement; and
WHEREAS, the City Council wishes to authorize staff to evaluate potential locations, funding opportunities, design standards, operational requirements, and stakeholder input prior to considering any future construction project.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of San Juan Bautista as follows:
Section 1. The City Council hereby authorizes staff to evaluate the feasibility of constructing shared refuse, recycling, and organics collection enclosures within the downtown area.
Section 2. Staff is authorized to conduct outreach with downtown businesses, property owners, Recology, and other stakeholders regarding potential locations, operational needs, and design considerations.
Section 3. Staff is authorized to evaluate potential funding sources, including franchise fee revenues, AB 939 revenues, litter abatement revenues, SB 1383 Organics Waste Recycling Local Assistance Program (OWR4) grant funding, and other available local, regional, State, or federal funding opportunities.
Item No.: 6.J
City Council Meeting
June 16, 2026
Page | 2
Section 4. Staff shall evaluate potential enclosure designs for consistency with the City's historic design standards, applicable building and fire codes, accessibility requirements, and refuse collection operational requirements.
Section 6. The City Council finds that this action is not a project pursuant to CEQA Guidelines Section 15378(b)(5) because it authorizes administrative and planning activities that will not result in a direct or indirect physical change to the environment.
PASSED AND APPROVED by the City Council of the City of San Juan Bautista this 16th day of June, 2026, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
APPROVED:
_____________________
Leslie Q. Jordan, Mayor
ATTEST;
______________________
Elizabeth Soto, City Clerk
Item No. 6.K
City Council Meeting
June 16, 2026
Page | 1
CITY OF SAN JUAN BAUTISTA
CITY COUNCIL STAFF REPORT
DATE: JUNE 16, 2025
DEPARTMENT: CITY MANAGER
FROM: ASHLEY COLLICK, CITY MANAGER
TITLE: RECOGNITION OF S&P GLOBAL RATINGS AFFIRMATION OF
THE CITY'S A- ENTERPRISE REVENUE BOND RATING AND
REVISION OF OUTLOOK TO STABLE
RECOMMENDED MOTION:
Approve a Resolution acknowledging S&P Global Ratings' affirmation of the City's AEnterprise Revenue Bond Rating and revision of the rating outlook from Negative to Stable.
RECOMMENDATION:
It is recommended that the City Council acknowledge the June 2, 2026, rating action by S&P Global Ratings, affirming the City's A- Enterprise Revenue Bond Rating and revising the outlook from Negative to Stable.
EXECUTIVE SUMMARY:
S&P Global Ratings has affirmed the City's A- credit rating for its Enterprise Revenue Bonds and revised the outlook from Negative to Stable. The rating action reflects completion of the City's major wastewater compliance projects, implementation of utility rate adjustments, strong liquidity within the utility systems, and continued planning for long-term water supply reliability improvements.
The outlook revision represents a significant milestone in the City's efforts to address regulatory requirements, strengthen utility finances, and position the water and wastewater systems for long-term sustainability.
BACKGROUND:
The City of San Juan Bautista maintains Enterprise Revenue Bonds supported by revenues generated through the City's water and wastewater utility systems.
In August 2024, S&P Global Ratings assigned a Negative Outlook to the City's A- rating, reflecting uncertainty associated with completion of regulatory compliance projects and longterm utility financial performance.
Item No. 6.K
City Council Meeting
June 16, 2026
Page | 2
Since that time, the City has completed several significant initiatives, including construction of the wastewater force main and transition of wastewater treatment services to the City of Hollister. The City has also implemented previously approved utility rate adjustments and continued development of the imported water transmission project.
On June 2, 2026, S&P Global Ratings affirmed the City's A- rating and revised the outlook from Negative to Stable.
DISCUSSION:
In its June 2, 2026 report, S&P Global Ratings cited several factors supporting the outlook revision:
• Completion of the City's wastewater compliance infrastructure projects. • Successful transition of wastewater treatment operations to the regional treatment facility operated by the City of Hollister.
• Stable and consistent financial performance within the utility enterprise funds. • Strong liquidity and reserve levels.
• Previously adopted utility rate adjustments that support long-term debt service and operational needs.
• Continued advancement of the City's imported water supply project.
S&P also noted that the City's proactive planning efforts and financial management practices have positioned the utility systems to maintain stable financial metrics moving forward.
The Stable Outlook reflects S&P's expectation that the City will continue to maintain sufficient revenues, reserves, and debt service coverage to support utility operations and capital needs.
The outlook revision from Negative to Stable represents an important recognition of the City's progress in addressing regulatory obligations while maintaining responsible fiscal stewardship.
CONCLUSION
The affirmation of the City's A- rating and revision to a Stable Outlook demonstrates the positive results of the City's long-term investments in utility infrastructure, regulatory compliance, and financial management.
This rating action reflects years of effort by City staff, consultants, utility customers, regulatory agencies, and the City Council to strengthen the City's water and wastewater systems and reduce financial and operational risk.
Item No. 6.K
City Council Meeting
June 16, 2026
Page | 3
CEQA REQUIREMENT:
The proposed action is not a project under the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15378 because it constitutes an administrative activity that will not result in a direct or indirect physical change in the environment.
FISCAL IMPACT:
There is no immediate fiscal impact associated with acknowledgment of the rating action.
The affirmation of the City's A- rating and revision to a Stable Outlook may positively influence future financing opportunities and borrowing costs by demonstrating improved credit stability and reduced regulatory risk.
ATTACHMENTS:
1. Resolution
2. S & P Global Ratings Letter
3. S&P Global Ratings Report
Item No. 6.K
City Council Meeting
June 16, 2026
Page | 4
RESOLUTION NO. 2026-XX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN JUAN
BAUTISTA ACKNOWLEDGING S&P GLOBAL RATINGS' AFFIRMATION OF THE
CITY'S A- ENTERPRISE REVENUE BOND RATING AND REVISION OF THE OUTLOOK FROM NEGATIVE TO STABLE.
WHEREAS, the City of San Juan Bautista has issued Enterprise Revenue Bonds supported by the revenues of the City's water and wastewater utility systems; and WHEREAS, independent credit ratings are an important measure of an issuer's financial strength and capacity to meet its debt obligations; and WHEREAS, on June 2, 2026, S&P Global Ratings affirmed the City's A- underlying rating for its Enterprise Revenue Bonds; and
WHEREAS, S&P Global Ratings revised the outlook associated with the rating from Negative to Stable based upon the City's completion of significant wastewater infrastructure projects, implementation of utility rate adjustments, and continued financial stability; and WHEREAS, the City Council recognizes the efforts of City staff, consultants, utility customers, regulatory partners, and previous and current City Councils whose actions contributed to this positive rating action; and
WHEREAS, the revised Stable Outlook reflects confidence in the City's ongoing management of its water and wastewater utility systems and its commitment to maintaining sound financial practices.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of San Juan Bautista hereby:
Section 1. The City Council hereby acknowledges and accepts the June 2, 2026 affirmation by S&P Global Ratings of the City's A- Enterprise Revenue Bond rating and the revision of the outlook from Negative to Stable.
Section 2. The City Council recognizes this rating action as an important milestone reflecting the City's successful completion of critical wastewater compliance projects and its commitment to responsible financial management.
Section 3. The City Council directs that a copy of this Resolution be included in the official record of the City and transmitted to the City's financial advisor, bond counsel, and other interested parties as appropriate.
PASSED AND APPROVED by the San Juan Bautista City Council on this 16th day of June 2026, by the following vote:
Item No. 6.K
City Council Meeting
June 16, 2026
Page | 5
AYES: Councilmembers:
NOES: None
ABSENT: None
ABSTAIN: None
APPROVED:
____________________
Leslie Q. Jordan, Mayor
ATTEST:
______________________
Elizabeth Soto, City Clerk
PF Ratings U.S. (4/28/16) Page | 1
One California Street, 31st Floor
San Francisco, CA 94111-5432
tel 415 371-5000
reference no.: 40450976
June 2, 2026
City of San Juan Bautista
311 Second Street
P.O. Box 1420
San Juan Bautista, CA 95045
Attention: Ashley Collick, City Manager
Re: San Juan Bautista Enterprise Revenue (AGI), California Dear Ashley Collick
S&P Global Ratings hereby affirms its rating of "A-" for the underlying rating (SPUR) on the above-listed obligations and changed the outlook to stable from negative. A copy of the rationale supporting the rating and outlook is enclosed.
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Public Finance Department
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The rating is subject to the Terms and Conditions, if any, attached to the Engagement Letter applicable to the rating. In the absence of such Engagement Letter and Terms and Conditions, the rating is subject to the attached Terms and Conditions. The applicable Terms and Conditions are incorporated herein by reference.
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bc
enclosure
PF Ratings U.S. (4/28/16) Page | 2
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Research Update:
San Juan Bautista, CA Revenue Bond Rating Outlook
Revised To Stable From Negative On Finalized
Capital Projects
June 2, 2026
Overview
• S&P Global Ratings revised the outlook to stable from negative and affirmed its 'A-' underlying rating (SPUR) on San Juan Bautista, California's enterprise revenue bonds, issued for the city's water and wastewater system.
• The outlook revision reflects the wastewater system’s finalized capital projects, necessary to satisfy requirements for its wastewater system consent order, and the city’s previously implemented wastewater rate increases, which we expect will support stable and consistent financial metrics over the outlook period.
Rationale
Security
The bonds are payable from installment payments secured by two separate installment sale agreements: one secured by net revenues of the water system and the other secured by net revenues of the wastewater system. The installment sale agreements are not crosscollateralized, so neither system would be obligated to cover payment deficiencies by the other.
Therefore, our rating on the bonds is based on the credit quality of the weaker of the two systems, which we currently view as having similar credit quality. Debt service is allocated 55% to the water system and 45% to the wastewater system. We view the bond provisions as credit neutral. Key bond provisions include a rate covenant and an additional bonds test, both at 1.25x annual debt service. A standard debt service reserve fund provides additional liquidity.
As of audited fiscal 2025, the wastewater system had approximately $4 million in debt outstanding. However, the wastewater system issued two U.S. Department of Agriculture (USDA) loans in September 2025, totaling approximately $10.3 million, which we have incorporated into the rating.
Credit highlights
Primary Contact
Chelsy Shipman
San Francisco
4693180126
chelsy.shipman
@spglobal.com
Secondary Contact
Stephanie Linnet
Englewood
303-721-4393
Stephanie.Linnet
@spglobal.com
San Juan Bautista, CA Revenue Bond Rating Outlook Revised To Stable From Negative On Finalized Capital Projects spglobal.com/ratings June 2, 2026 2
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The outlook revision reflects our view of the city’s completion of projects to satisfy requirements for the wastewater system’s 2020 administrative order on consent (AOC), and our expectation that financials will remain consistent over the near and long term as a result. In 2025, the city completed its Environmental Protection Agency-approved compliance project to construct a force main that sends its wastewater to the regional Hollister plant for treatment, which allowed it to close its own treatment plant, eliminating the need for a national pollutant discharge elimination system permit. The city funded a large portion of the required projects with grants and a closed line of credit, which was refunded with the series 2025 USDA loans in 2025. As the USDA debt service begins to amortize in 2026, we expect coverage will stabilize near 1.3x.
Furthermore, management does not have plans to spend down unrestricted reserves. The city is currently negotiating with the California State Water Resources Control Board regarding approximately $250,000 of previously issued penalties. We do not currently view these penalties as a contingent liquidity risk, should full payment of the fines be required, given management has already set the funds aside. For more information on the 2020 AOC, see our report, August 12, 2024.
Additionally, the city approved water rates from 2023 through 2027 ahead of its major capital project to construct a 6.5-mile pipeline to receive imported water from San Benito County Water District, which will provide 65% of the city’s water supply once connected. Although the project could cost about $15 million, the city is seeking grants before using debt financing and expects to finalize design and bidding by summer 2027. Given these rate adjustments, we expect the water system financials will remain consistent over the outlook period. However, costs exceeding current estimates or escalating imported water costs could pressure financials if the city does not offset them through operational adjustments, such as grant funding or further rate adjustments.
The rating further reflects our view of the following factors:
• San Juan Bautista’s service area is in San Benito County, and we view the local economy as limited, given limited growth and its location within a primarily agriculture-based region, although the city is about 40 miles south of San Jose.
• The city has high combined water and wastewater rates of about 4%, which includes wastewater rates implemented from 2022 through 2026. There has not been material resistance to recent rate increases. The city can adjust the monthly, fixed wastewater rate to pass through any cost increases from Hollister, which we view as supporting future financial continuity. However, any treatment charges that the city does not recuperate or adjust for escalated treatment costs on an ongoing basis could pressure credit quality. • Leverage levels as moderate in each system, which we expect could increase for the water system, unless the city secures grant proceeds for the water pipeline project. • The small but knowledgeable management team is aided by outside consultants. We view the city's new leadership since 2019 as a positive credit factor given the city has demonstrated proactive planning and substantial external engagement since then.
Environmental, social, and governance
We view environmental risks related to waste and pollution as a negative credit factor. Although there are no formal regulatory mandates for the city's water system, San Juan Bautista has violated chloride levels on a reoccurring basis, which it plans to resolve with the imported water project and groundwater blending in the near to medium term. Additionally, we view the city as exposed to physical risks including chronic drought and flood events; however, we view the water San Juan Bautista, CA Revenue Bond Rating Outlook Revised To Stable From Negative On Finalized Capital Projects spglobal.com/ratings June 2, 2026 3
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See terms of use/disclaimer on last page.
supply diversification through its additionally planned imported water supply as a positive credit factor that will reduce the city's reliance on its sole groundwater supply. Additionally, the North San Benito water basin is a medium priority basin and is not critically over drafted. North San Benito's groundwater sustainability plan was approved in July 2023, per the state's Sustainable Groundwater Management Act for medium- and high-priority water basins.
We view social and governance risks as credit neutral, although we view the combined monthly water and wastewater rates as high compared with those of regional and national peers, which could further pressure lower socioeconomic populations if future rate increases outpace income growth.
Outlook
The stable outlook reflects our view that both systems’ proactively raised rate increases will support capital needs and current debt service, as well as stable and consistent financial metrics over the outlook period.
Downside scenario
We could lower the rating should the wastewater fund begin to underperform coverage forecasts of 1.3x on a reoccurring basis, including transfers, or should the city be unable to pass through rate increases due to affordability considerations. We could also lower the rating should we view the credit fundamentals of the water system as likely to become the weaker of the two systems, as required water supply projects are constructed.
Upside scenario
While unlikely over the near term, we could raise the rating over the longer-term following the substantial completion of both systems’ regulatory mandated capital projects, and should incomes continue to improve, supporting the systems’ long-term revenue-raising flexibility.
San Juan Bautista (sewer system), California‑‑economic and financial data ‑‑Fiscal year‑end‑‑
Most recent 2025 2024 2023 Median (A‑)
Economic data
MHHEBI of the service area as % of the U.S. 113.0 79.0
Unemployment rate (%) 6.5 4.2
Poverty rate (%) 8.7 13.2
Water rate (6,000 gallons or actual) ($) 43.4
Sewer rate (6,000 gallons or actual) ($) 148.7 40.7
Annual utility bill as % of MHHEBI 2.0 1.4
Operational management assessment Standard Standard
Financial data
Total operating revenues ($000s) 1,905 1,553 1,531 2,853 Total operating expenses less depreciation ($000s) 917 990 937 2,141 Net revenues available for debt service ($000s) 1,028 605 594 ‑‑ Debt service ($000s) 278 312 339 ‑‑
S&P Global Ratings‑adjusted all‑in DSC (x) 3.7 1.9 1.8 1.4 San Juan Bautista, CA Revenue Bond Rating Outlook Revised To Stable From Negative On Finalized Capital Projects spglobal.com/ratings June 2, 2026 4
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See terms of use/disclaimer on last page.
San Juan Bautista (sewer system), California‑‑economic and financial data ‑‑Fiscal year‑end‑‑
Most recent 2025 2024 2023 Median (A‑)
Unrestricted cash ($000s) 2,006 2,207 76 2,105
Days' cash of operating expenses 798 814 30 418
Total on‑balance‑sheet debt ($000s) 14,435 4,317 4,460 8,610 Debt‑to‑capitalization ratio (%) 51.2 40.7 63.5 50.0
Financial management assessment Standard ‑‑ ‑‑ ‑‑ Standard Note: Most recent economic data available from our vendors. MHHEBI‑‑Median household effective buying income. DSC‑‑Debt service coverage.
San Juan Bautista, California (water system)‑‑economic and financial data Fiscal year‑end
Most recent 2025 2024 2023 Median (A‑)
Economic data
MHHEBI of the service area as % of the U.S. 133.0 79.0
Unemployment rate (%) 6.5 4.2
Poverty rate (%) 8.7 13.2
Water rate (6,000 gallons or actual) ($) 123.4 43.4
Sewer rate (6,000 gallons or actual) ($) 40.7
Annual utility bill as % of MHHEBI 1.6 1.4
Operational management assessment Standard Standard
Financial data
Total operating revenues ($000s) 1,739 1,493 1,290 2,853 Total operating expenses less depreciation ($000s) 629 530 617 2,141 Net revenues available for debt service ($000s) 1,152 1,005 673 ‑‑ Debt service ($000s) 411 413 415 ‑‑
S&P Global Ratings‑adjusted all‑in DSC (x) 2.8 2.4 1.6 1.4 Unrestricted cash ($000s) 2,572 1,951 1,404 2,105
Days' cash of operating expenses 1,492 1,344 831 418
Total on‑balance‑sheet debt ($000s) 5,094 5,276 5,451 8,610 Debt‑to‑capitalization ratio (%) 60.0 64.8 69.1 50.0
Financial management assessment Standard ‑‑ ‑‑ ‑‑ Standard Note: Most recent economic data available from our vendors. MHHEBI‑‑Median household effective buying income. DSC‑‑Debt service coverage.
Ratings List
Outlook Action
To From
Multiple Revenue Stream
Weak Link of San Juan Bautista, CA Water System and Sewer System A-/Stable A-/Negative The ratings appearing below the new issues represent an aggregation of debt issues (ASID) associated with related maturities. The maturities similarly reflect our opinion about the creditworthiness of the U.S. Public Finance obligor's legal pledge for payment of the financial obligation. Nevertheless, these maturities may have San Juan Bautista, CA Revenue Bond Rating Outlook Revised To Stable From Negative On Finalized Capital Projects spglobal.com/ratings June 2, 2026 5
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See terms of use/disclaimer on last page.
different credit ratings than the rating presented next to the ASID depending on whether or not additional legal pledge(s) support the specific maturity's payment obligation, such as credit enhancement, as a result of defeasance, or other factors.
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San Juan Bautista, CA Revenue Bond Rating Outlook Revised To Stable From Negative On Finalized Capital Projects spglobal.com/ratings June 2, 2026 6
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See terms of use/disclaimer on last page.
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Item No.: 6.L
City Council Meeting
June 16, 2026
Page | 1
CITY OF SAN JUAN BAUTISTA
CITY COUNCIL STAFF REPORT
DATE: JUNE 16, 2026
DEPARTMENT: CITY MANAGER
FROM: ASHLEY COLLICK, CITY MANAGER
BY: ARIELLE GOODSPEED, PLANNING MANAGER
TITLE: DIRECTIONS REGARDING LEVEL OF SERVICE
ASSUMPTIONS FOR THE SAN BENITO COUNTY TRAFFIC
IMPACT MITIGATION FEE (TIMF) NEXUS STUDY
RECOMMENDED MOTION:
Approve a Resolution directing SBCOG and the TIMF Nexus Study consultant to utilize Level of Service (LOS) C as the City of San Juan Bautista's traffic operations assumption for purposes of preparing the regional Traffic Impact Mitigation Fee Nexus Study.
RECOMMENDATION:
Staff recommends that the City Council adopt the attached Resolution confirming that LOS C shall remain the City of San Juan Bautista's assumed transportation operating standard for purposes of the ongoing Traffic Impact Mitigation Fee (TIMF) Nexus Study being coordinated by the Council of San Benito County Governments (SBCOG).
EXECUTIVE SUMMARY:
At its March 2026 meeting, the SBCOG Board discussed Level of Service (LOS) assumptions being utilized in the ongoing Traffic Impact Mitigation Fee (TIMF) Nexus Study. SBCOG subsequently requested that each member agency consider the issue and provide policy direction regarding the LOS assumptions to be used in the study. SBCOG requested agency responses by May 29, 2026, to allow completion of the Nexus Study.
The City of San Juan Bautista's adopted 2035 General Plan establishes the Circulation Element framework for maintaining safe and efficient roadway operations while accommodating future growth through planned transportation improvements. The General Plan and associated Environmental Impact Report evaluated circulation conditions using Level of Service methodologies and identified roadway improvements necessary to support anticipated development through the planning horizon.
Page | 2
Staff recommends that the City Council reaffirm LOS C as the City's planning assumption for purposes of the TIMF Nexus Study. Maintaining LOS C assumptions ensures consistency with the City's adopted General Plan transportation planning framework, provides a conservative basis for identifying future transportation infrastructure needs, and supports continued coordination with regional transportation planning efforts.
BACKGROUND INFORMATION:
The Council of San Benito County Governments (SBCOG) is currently facilitating preparation of a countywide Traffic Impact Mitigation Fee (TIMF) Nexus Study. The purpose of the study is to identify transportation improvements needed to accommodate future growth and to establish a nexus between future development and transportation infrastructure costs.
In correspondence dated March 25, 2026, SBCOG advised member agencies that questions had been raised regarding the LOS assumptions utilized in the study and requested that each governing body provide policy direction regarding the appropriate LOS standard to be used by the consultant. SBCOG noted that LOS assumptions may affect General Plan consistency, environmental review considerations, vehicle miles traveled (VMT) mitigation analysis, and project costs. SBCOG further noted that implementation authority remains with the individual member agencies.
The City's adopted 2035 General Plan serves as the City's long-range planning document and establishes policies governing land use, circulation, infrastructure, and community development through the year 2035. The General Plan and General Plan EIR evaluated transportation impacts and identified roadway improvements necessary to accommodate anticipated growth while maintaining acceptable traffic operations.
ANALYSIS:
Maintaining LOS C as the planning assumption for the TIMF Nexus Study is appropriate for several reasons:
1. General Plan Consistency
The City's Circulation Element is based upon maintaining efficient traffic operations and identifying improvements needed to accommodate future growth. Utilizing LOS C assumptions in the Nexus Study provides consistency with the transportation planning framework evaluated in the adopted General Plan and EIR.
2. Infrastructure Planning
The TIMF Nexus Study is intended to identify transportation improvements necessary to serve future development. Utilizing LOS C assumptions provides a reasonable and conservative basis for identifying future transportation needs and allocating proportional costs to future growth.
3. Regional Coordination
Item No.: 6.L
City Council Meeting
June 16, 2026
Page | 3
The City participates in regional transportation planning efforts through SBCOG. Utilizing LOS C assumptions allows the City to clearly communicate its desired operational objectives while participating in a countywide transportation funding program.
4. Future Policy Flexibility
Adoption of LOS C assumptions for purposes of the Nexus Study does not preclude future transportation analyses from utilizing Vehicle Miles Traveled (VMT) methodologies required by CEQA pursuant to Senate Bill 743. Rather, the LOS assumption is intended solely to establish a planning framework for transportation infrastructure identification and funding purposes.
CEQA REQUIREMENT:
This action is not a project under the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15378(b)(5).
FISCAL IMPACT:
There is no immediate fiscal impact associated with adoption of the proposed Resolution. The LOS assumption selected by the city may influence future transportation infrastructure needs and associated fee calculations developed through the TIMF Nexus Study.
ATTACHMENTS:
1. Resolution No. 2026-XX
2. SBCOG Letter dated March 25, 2026
Item No.: 6.L
City Council Meeting
June 16, 2026
Page | 1
RESOLUTION NO. 2026-XX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN JUAN BAUTISTA
DIRECTING THE USE OF LEVEL OF SERVICE C AS THE CITY'S ASSUMED
TRANSPORTATION OPERATIONS STANDARD FOR PURPOSES OF THE SAN
BENITO COUNTY TRAFFIC IMPACT MITIGATION FEE (TIMF) NEXUS STUDY WHEREAS, the Council of San Benito County Governments (SBCOG) is facilitating preparation of a regional Traffic Impact Mitigation Fee (TIMF) Nexus Study; and WHEREAS, SBCOG requested that each member agency provide policy direction regarding the Level of Service (LOS) assumptions to be utilized in the study; and WHEREAS, SBCOG advised that LOS assumptions may affect General Plan consistency, environmental review considerations, transportation infrastructure identification, and project costs; and
WHEREAS, the City of San Juan Bautista adopted the 2035 General Plan and accompanying Environmental Impact Report to guide growth and infrastructure planning through the year 2035; and
WHEREAS, the City Council finds that maintaining LOS C as the planning assumption for purposes of the TIMF Nexus Study is consistent with the City's transportation planning objectives and provides an appropriate basis for identifying future transportation infrastructure needs attributable to growth.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of San Juan Bautista as follows:
Section 1. The City Council hereby directs SBCOG and the TIMF Nexus Study consultant to utilize Level of Service C (LOS C) as the City of San Juan Bautista's transportation operations assumption for purposes of preparing the regional Traffic Impact Mitigation Fee Nexus Study.
Section 2. The City Council finds that use of LOS C assumptions for purposes of the TIMF Nexus Study is consistent with the transportation planning framework established by the City's adopted 2035 General Plan.
Section 3. The City Council further finds that this action does not alter the City's obligations under CEQA, including the use of Vehicle Miles Traveled (VMT) analysis where required by State law.
Section 4. The City Manager, Planning Manager, and other City staff are authorized to transmit this policy direction to SBCOG and to participate in completion of the TIMF Nexus Study consistent with this Resolution.
Item No.: 6.L
City Council Meeting
June 16, 2026
Page | 2
PASSED AND APPROVED by the City Council of the City of San Juan Bautista this 16th day of June, 2026, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
APPROVED:
_____________________
Leslie Q. Jordan, Mayor
.
ATTEST:
_______________________
Elizabeth Soto, City Clerk
-------------------------------------------------------------------------------------------------------------------------------------------------------- Council of San Benito County Governments (SBCOG)
Local Transportation Authority • Airport Land Use Commission • Service Authority for Freeways & Expressways 650 San Benito Street, Suite 120 • Hollister, CA 95023 • Phone: 831-637-7665 sanbenitocog.org
March 25, 2026
Dear City of Hollister, San Benito County, and San Juan Bautista Staff, At its March Board meeting, the Council of San Benito County Governments (SBCOG) Board heard an update on the scope of the ongoing Traffic Impact Mitigation Fee (TIMF) Nexus Study, including the topic of Level of Service (LoS) standards.
As a reminder, SBCOG is serving as a facilitator for this study and does not have implementation authority. Decisions regarding policy direction, including the appropriate LoS standard, rest with each individual member agency.
During the presentation, members of our Board raised questions about the LoS assumptions to be used in the study. As you know, adjustments to the LoS assumptions can have a variety of implications, including General Plan consistency, environmental review and VMT mitigation, and project costs, to name a few. Since SBCOG is not the implementing agency for any potential fee program, the Board directed SBCOG staff to request that these issues be brought back to each of your governing bodies for a full policy discussion, decision, and provide direction to the project consultant on assumed LoS levels. Input from each of your agencies will be necessary to complete the project.
In order to meet our project schedule, your input will be needed by Friday May 29th, 2026.
Thank you, and please feel free to reach out if you have any questions or need additional information.
Sincerely,
Binu Abraham
Executive Director
Council of San Benito County Governments (SBCOG)
831-821-4065
Item No.: 6.M
City Council Meeting
June 16, 2026
Page | 1
CITY OF SAN JUAN BAUTISTA
CITY COUNCIL STAFF REPORT
DATE: JUNE 16, 2026
DEPARTMENT: CITY MANAGER
FROM: ASHLEY COLLICK, CITY MANAGER
BY: ROY MORALES, ASSISTANT TO THE CITY MANAGER
TITLE: PUBLIC SAFETY UPDATE
RECOMMENDED MOTION:
Receive and file the Monthly Public Safety statistics report for May of 2026.
RECOMMENDATION:
Staff recommends that the City Council review and receive the status report for the Public Safety Department.
BACKGROUND:
Law enforcement services are provided by the San Benito County Sheriff’s Office as part of their countywide coverage. Fire protection services are provided through a contract with the Hollister Fire Department. As part of ongoing oversight and transparency, staff provide the City Council with regular statistical summaries outlining service levels, staffing, and activity trends for these public safety functions.
This report summarizes monthly law enforcement and fire department activity for the reporting period and provides an overview of current services.
DISCUSSION:
The Sheriff’s Office continues to provide law enforcement services to the City and respond to both emergency and non-emergency calls for service as required. During the reporting period, Sheriff’s Office activity included:
• 41 emergency (911)
• 44 non-emergency calls for service
• 16 self-initiated contacts
• 4 reports taken, including but not limited to:
Page | 2
o 1 arson
o 1 domestic violence
o 1 hit and run
o 1 juvenile issue
• 1 traffic citation (stop sign violation)
In anticipation of Independence Day activities, the Sheriff’s Office will provide enhanced coverage within the City. A two-deputy patrol unit will be assigned to San Juan Bautista from 1:00 p.m. on July 3 through 1:00 a.m. on July 4 to provide increased visibility, respond to calls for service, and support public safety efforts during the holiday period.
Fire protection services are provided by the Hollister Fire Department through Station 4, Engine 14, which is staffed full-time with three firefighters and delivers continuous 24-hour fire suppression, emergency medical, and rescue services within the City. Station 4 also provides emergency response services within San Benito County jurisdiction areas outside the City limits, including the following activities during the reporting period:
• 7 fires outside the city limits
• 21 vehicle accidents outside the city limits
• 13 medical calls
• 1 inspection (Rib Cook Off)
• 2 miscellaneous inspections at new gas station; riser inspection and underground fire line ADDITIONAL:
Our Recreation Department has begun sharing Fourth of July safety tips through the City’s social media platforms to help promote a safe and enjoyable holiday for residents and visitors. These outreach efforts include reminders related to responsible celebration practices, firework safety, emergency preparedness, and general public safety awareness. By using social media as a communication tool, the City is helping expand public access to important safety information ahead of the holiday.
ATTACHMENTS:
1. San Benito County Sheriff’s Office May 2026 calls for service report
2. City of Hollister Fire Department May 2026 calls for service report
SAN JUAN BAUTISTA
2026 MONTHLY
CRIME STATS
MAY
STATISTICS
Calls For Service
Crime Reports
Citations
Responsibility Area 11
Thank You
3 4
CALLS FOR SERVICE
TOTAL = 171 Calls for Service Apr
911 Calls 41
Non-Emergency 44
Mobile Data Computer 70
Field Initiated 16
Total 171
24%
9%
41%
26%
MAY 2026 CALLS FOR SERVICE
911 Calls Field Initiated Calls MCD Non-Emergency Calls
REPORTS TAKEN
5 Total = 4
Row Labels Count of Case #
ARSON 1
DOM - SUS INCIDENT 1
HIT & RUN 1
JUV.ISSUE 1
Grand Total 4
0 0.2
0.4 0.6
0.8 1
1.2 ARSON DOM - SUS
INCIDENT
HIT & RUN JUV.ISSUE
MAY 2026 SJB REPORTS TAKEN
Total
6 CITATIONS
Street Cross St Violation 1 Description Violation 2 Description FOURTH STREET FRANKLIN CT 22450(A) VC STOP SIGN VIOLATION -------------- -------------- THIRD STREET ------------------ 242 PC BATTERY (MISD) -------------- -------------- AREA 11
SAN JUAN BAUTISTA
CITY LIMITS
7 THANK YOU
Rachelle Barragan
Crime Analyst
831-902-2436
[email protected]
www.sanbenitocountyca.gov
May 1 – 31, 2026
SAN JUAN BAUTISTA ACTIVITY REPORT
FIRES 7
MEDICAL 13
VEHICLE ACCIDENTS 21
INSPECTIONS 1
NOTES:
FIRES MAY INCLUDE RESPONSES OUTSIDE OF SJB CITY LIMITS WHERE STATION 4
RESPONDED
o STRUCTURE FIRES:
▪ 100 NYLAND DRIVE (CONTAINED TO TRASH CAN)
o GRASS/RUBBISH FIRES:
▪ NB SR 101 SANTA CLARA COUNTY
▪ 130 SAN JUAN HWY
▪ NB SR 101 N OF BETABEL
▪ 1860 BUENA VISTA RD
▪ 1
ST ST & AHWAHNEE ST
o VEHICLE FIRES:
▪ SB SR 101 & CHITTENDEN RD
VEHICLE ACCIDENTS MAY INCLUDE RESPONSES OUTSIDE OF SJB CITY LIMITS WHERE STATION 4 RESPONDED
o SCC MUTUAL AID 101 & SANTA CRUZ
o ROUNDABOUT SR 156 BIXBY RD
o 1135 3RD ST
o 40 LITTLE MERRILL RD
INSPECTIONS:
o NEW BUSINESS:
▪ None
o RESIDENTIAL INSPECTIONS:
▪ None
o SPECIAL EVENTS:
▪ RIB COOK OFF
o MISC:
▪ 404-408 THE ALAMEDA – COURTSEY INSPECTION FOR RISER
▪ 404-408 THE ALAMEDA – PREPOUR UNDERGROUND FIRE LINE
Item No.: 6.M
City Council Meeting
June 16, 2026
Page | 1
CITY OF SAN JUAN BAUTISTA
CITY COUNCIL STAFF REPORT
DATE: JUNE 16, 2026
DEPARTMENT: CITY MANAGER
FROM: ASHLEY COLLICK, CITY MANAGER
BY: ROY MORALES, ASSISTANT TO THE CITY MANAGER
TITLE: PUBLIC WORKS, LIBRARY, RECREATION UPDATE
RECOMMENDED MOTION:
Receive and file the statistics report for May 2026 for the following departments; Public Works, Library, and Recreation.
RECOMMENDATION:
Staff recommends that the City Council review and receive the status report for the following departments; Public Works, Library, and Recreation.
BACKGROUND:
The City’s Public Works, Library, and Recreation departments collectively support core municipal services that directly affect residents’ quality of life. These departments are responsible for maintaining essential city functions, facilities, and community services.
The Public Works Department currently operates with four full-time employees and one parttime employee who provides weekend coverage. Public Works staff are responsible for maintaining the city’s infrastructure, public facilities, parks, and utilities, while also supporting other departments with their operational logistical needs.
The Library Department is staffed by four part-time Assistant Librarians, with one staff member serving as the lead Assistant Librarian. Library staff manage the daily operations of the City Library, provide community programming, maintain library resources, and assist patrons.
The Recreation Department currently operates with one interim employee who supports recreational programming and coordination of community activities.
These departments continue to deliver essential services and assist other City departments with operational support and facility management.
Page | 2
DISCUSSION:
The Public Works, Library, and Recreation teams collectively play a vital role in supporting the City’s daily operations, infrastructure, community facilities, and public services. Their responsibilities range from maintaining parks and public facilities, supporting city events, maintaining utilities infrastructure, and ensuring city assets remain safe and operational for residents and visitors. These teams frequently collaborate with other City departments and external vendors to address operational needs, respond to facility issues, and support community initiatives.
Recent accomplishments and ongoing efforts include:
Public Works
• Developing the City’s Sanitary Sewer Management Plan (SSMP). • Provided traffic control support for the annual Rib Cookoff, ensuring the safety of attendees and a smooth traffic flow.
• Pressure washed sections of Third St.
• Worked on City properties identified in last months weed abatement list. Lausen Drive was fully trimmed, and disced.
• Repaired defective chlorine pump at Well #1.
• Preventative spraying at Verutti Park in response to complaints of roaches. None were seen at the park.
• Coordinated with Anzar High School in hanging banners throughout Third Street celebrating graduates of 2026.
• Short staffed due to work injury, limited duty, and pre-scheduled vacations.
Library
• Family Workstation Furniture Grant awarded, which will provide funding for a dedicated space within the library.
• Library staff participated in an end of the year celebration at San Juan School and participated in games with students.
Recreation
• Mediated the use of Abbe Park between applicants. An updated use policy is being drafted.
• JR Giants baseball program is officially underway for the current season. Registration has shown a 42% increase in enrollment proving a strong community interest. • Current enrollment: 158 players compared to last years; 111.
Continued planning efforts for the Second Annual Día de los Muertos Celebration scheduled for November 2026, building on the success of the inaugural event and continued partnerships with key community and cultural organizations.
Item:
City Council Meeting
June 16, 2026
Page | 1
CITY OF SAN JUAN BAUTISTA
CITY COUNCIL STAFF REPORT
DATE: JUNE 16, 2026
DEPARTMENT: CITY MANAGER
FROM: ASHLEY COLLICK, CITY MANAGER
BY: ARIELLE GOODSPEED, PLANNING MANAGER
TITLE: COMMUNITY DEVELOPMENT STATUS REPORT
RECOMMENDED MOTION:
Receive an update on the Community Development Department for May 2026.
RECOMMENDATION:
Staff recommends that the City Council review and receive the status report for the Community Development Department.
EXECUTIVE SUMMARY:
This report provides a monthly update on activities within the Community Development Department, including Planning, Building, and Code Enforcement functions for the period of since the last City Council meeting in March, along with recent staffing and operational updates.
During this reporting period, the department continued to support development review, regulatory compliance, and community assistance, while advancing long-range planning efforts, including the Urban Growth Boundary/Sphere of Influence process and ongoing coordination related to the City’s fee study.
Additionally, key staffing vacancies have been filled, strengthening the department’s ability to provide in-house services and improve operational efficiency.
BACKGROUND
The Community Development Department provides planning, building, and code enforcement services that support orderly development, regulatory compliance, and implementation of the City’s General Plan and Municipal Code. The department continues to coordinate with residents, contractors, business owners, and regional agencies to facilitate permitting, inspections, and code compliance activities while advancing long-range planning initiatives.
Page | 2
Current Planning
During the reporting period, the department received no new planning applications.
Advanced Planning
The Urban Growth Boundary / Sphere of Influence (UGB/SOI) Committee met on May 27, 2026, to continue discussions regarding the proposed General Plan Amendment associated with the Infill Study. The Committee reviewed alternative density scenarios and recommended a preferred density option for further consideration.
The Committee also discussed whether additional analysis is needed to evaluate the adequacy of commercial, business park, and industrial acreage within the proposed Sphere of Influence.
Members expressed differing viewpoints regarding the necessity of such an evaluation and whether additional commercial and industrial land analysis would be beneficial as part of the General Plan Amendment process.
In addition, the Committee discussed the potential fiscal implications of the proposed land use changes, including impacts to City revenue sources such as sales tax, gas tax, and transient occupancy tax (TOT) revenues. Following discussion, the Committee recommended that a financial analysis be conducted to better understand potential fiscal impacts; however, the Committee did not support retaining an outside consultant for this effort and instead recommended that the analysis be completed in-house utilizing available City resources. Staff will continue refining the draft amendment and associated analyses based on Committee feedback and direction.
The Historic Preservation Committee met on May 21, 2026, and continued its review of the draft Historic Preservation Ordinance update. Discussion focused on improving the clarity and organization of the ordinance, including the distinction between the City's Historic Register and Historic Inventory and the purpose each serves in identifying and preserving historic resources.
Committee members also reviewed the City's existing inventory of historic resources and discussed the need to ensure the ordinance clearly explains how properties are determined to have historic significance.
Additional discussion centered on ordinance terminology and procedures, including the meaning and application of secondary elevations, the process for nominating and registering properties as local historic resources, and ways to better articulate the overall purpose and intent of the ordinance. Committee feedback will be incorporated into future revisions as staff continues refining the draft ordinance for further review and consideration.
Building
During the reporting period, the Building Division:
• Issued four (6) building permits, including improvements, re-roof, grading permit, ADU, and EV charger
• Scheduled and conducted ten (13) building inspections, including insultation, plumbing underground, final, roof tear off, meter release, plumbing gas test, foundation inspection, misc. inspection, electrical underground.
• Issued six (20) business licenses
Item:
City Council Meeting
June 16, 2026
Page | 3
The Building Division continues to provide permitting, inspection, and business licensing services in support of development activity and regulatory compliance within the city.
Code Enforcement
During the reporting period, the Code Enforcement Division continued active monitoring and communication on existing open cases to promote voluntary compliance and address community concerns. Staff conducted weed abatement inspections on 57 properties and performed the necessary follow-up actions to address properties requiring maintenance.
The Division also coordinated implementation of the City's Abandoned Vehicle Abatement Program, including investigation, outreach, and preparatory work necessary to launch and administer the program. This effort remains ongoing and is intended to improve neighborhood appearance and public safety.
Code Enforcement staff monitored and engaged with street vendors operating within the City over the weekends to educate vendors on applicable requirements and business licensing regulations.
As a result of these outreach efforts, one vendor subsequently submitted a business license application.
Additional enforcement activities included:
• Issued one (1) Stop Work Order.
• Closed one (1) code enforcement case.
• Placed eight (8) vehicle green tags on abandoned or inoperable vehicles. • Issued eleven (11) parking citations to address parking violations and support compliance with City regulations.
CEQA REQUIREMENT:
The proposed action is not a project under the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines section 15378(b)(2), as it is an administrative activity of government that will not result in direct or indirect physical changes to the environment.
FISCAL IMPACT:
None.
ATTACHMENTS:
None.
Item: 7. A
City Council Meeting
June 16, 2026
Page | 1
CITY OF SAN JUAN BAUTISTA
CITY COUNCIL STAFF REPORT
DATE: JUNE 16, 2026
DEPARTMENT: CITY MANAGER
FROM: ASHLEY COLLICK, CITY MANAGER
TITLE: ADOPTION OF THE FY 2026–27 OPERATING BUDGET,
CAPITAL IMPROVEMENT PROGRAM, AND RELATED FISCAL
BALANCING ADJUSTMENTS
RECOMMENDED MOTION:
Approve a resolution adopting the FY 2026–27 Operating budget and Capital Improvement Program, including revised appropriations, expenditure reductions, operational adjustments, and related fiscal balancing measures.
RECOMMENDATION:
Staff recommends that the City Council:
1. Review the updated FY 2026–27 Proposed Budget;
2. Review the proposed fiscal balancing plan;
3. Adopt the FY 2026–27 Operating and Capital Improvement Program; and
4. Provide any additional fiscal or policy direction as appropriate.
EXECUTIVE SUMMARY:
Following the May 26, 2026 Budget Study Session, staff conducted an additional review and refinement of the FY 2026–27 Proposed Budget in response to City Council discussion, public input, and updated fiscal analysis. The proposed budget presented for adoption reflects the City's continued commitment to maintaining essential municipal services, investing in critical infrastructure, and improving long-term financial sustainability.
During the Budget Study Session, Council and community members emphasized the importance of protecting core municipal services, improving operational efficiency, increasing cost recovery where appropriate, supporting economic development and tourism, and identifying realistic opportunities to strengthen the City's long-term fiscal position. Staff incorporated these priorities into its review of expenditures, operational practices, funding sources, and organizational needs.
Following this review, staff identified a combination of one-time funding sources and fiscal adjustments necessary to eliminate the projected budget shortfall while preserving service levels and organizational capacity. The proposed balancing strategy includes the use of available Library Page | 2
Impact Fee funds, PARSAC reserves, and a partial repayment of outstanding interfund loans owed by the City's enterprise funds to the General Fund. The Water and Sewer Enterprise Funds currently owe approximately $1.4 million to the General Fund from prior financing arrangements.
The proposed $255,000 transfer represents a partial repayment of those obligations while maintaining adequate enterprise fund reserves and supporting ongoing utility operations and capital improvement needs. Together, these funding sources fully offset the projected General Fund and Community Development Fund deficits and result in a balanced FY 2026–27 budget.
The proposed budget also reflects ongoing efforts to improve organizational efficiency, strengthen Community Development cost recovery, reduce long-term reliance on consultants, and support future economic development opportunities. While the FY 2026–27 budget is balanced through a combination of one-time resources and operational adjustments, staff recognizes the importance of continuing to pursue long-term structural solutions through fee updates, revenue diversification, economic development initiatives, and prudent financial planning.
The budget includes the FY 2026–27 Capital Improvement Program (CIP), which continues the City's investment in transportation, utility infrastructure, public facilities, parks, equipment, and strategic planning initiatives. The majority of CIP projects are funded through enterprise funds, grants, development impact fees, and other restricted revenue sources dedicated to capital improvements and infrastructure investment.
The FY 2026–27 Proposed Budget positions the City to maintain essential services, advance critical infrastructure projects, and continue organizational improvements while establishing a foundation for long-term fiscal stability.
BACKGROUND:
The City of San Juan Bautista operates within a constrained fiscal environment characterized by:
• Modest revenue growth,
• Increasing service delivery costs,
• Aging infrastructure obligations,
• And limited organizational capacity.
Over time, deferred infrastructure investment, inconsistent fee updates, increasing operational costs, and limited staffing resources collectively created growing pressure on the City’s financial and operational condition.
Over the past two fiscal years, the City has focused on:
• Strengthening internal systems and financial oversight; • Improving organizational coordination and accountability; • Advancing critical infrastructure projects;
• Internalizing key operational functions;
• Improving community development responsiveness;
• And evaluating long-term fiscal and operational conditions.
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Significant accomplishments during this period include:
• Completion of the Sewer Force Main Project;
• Advancement of the Comprehensive User Fee Study;
• Internalization of Community Development functions;
• Organizational restructuring and operational improvements; • Downtown revitalization planning efforts; and
• Expanded focus on long-range financial planning.
DISCUSSION:
Fiscal Overview
The updated budget reflects a balanced approach that maintains essential municipal services while addressing immediate fiscal challenges through prudent use of available one-time resources and strategic financial planning.
The General Fund remains stable but constrained, with limited flexibility to absorb increasing costs associated with:
• Public safety,
• Infrastructure maintenance,
• Regulatory compliance,
• Staffing,
• And organizational operations.
The updated budget reflects a balanced approach that addresses immediate fiscal challenges while maintaining essential services and preserving the City's long-term operational capacity.
Budget Balancing Adjustments
Following the Budget Study Session, staff evaluated a variety of expenditure reduction and revenue enhancement options, including operational reductions, deferred capital purchases, increased cost recovery, organizational restructuring measures, and fund balance alternatives.
After review, staff determined that the most prudent approach for FY 2026–27 is the use of available one-time resources to address the immediate budget shortfall while preserving service levels and organizational capacity.
The proposed balancing plan includes:
Funding Source Amount
Library Impact Fee Funds $220,000
PARSAC Funds $300,000
Enterprise Fund Loan Repayment $255,000
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Total Funding $775,000
The proposed funding offsets the projected budget deficits as follows:
Fund Amount
General Fund Deficit $566,000
Community Development Deficit $209,000
Total Budget Gap $775,000
Staff does not recommend utilizing the Library's restricted donation funds at this time. Those resources are better reserved for future library-related capital improvements and community investments.
The proposed $255,000 transfer represents a partial repayment of outstanding interfund loan obligations owed by the Water and Sewer Enterprise Funds to the General Fund. Collectively, the enterprise funds currently owe approximately $1.4 million resulting from prior financing arrangements and advances from the General Fund. Staff recommends limiting the repayment to the amount necessary to achieve budget balance while preserving adequate enterprise fund reserves and maintaining the financial capacity necessary to support utility operations, regulatory compliance, debt obligations, and future capital improvements.
Staff recognizes that these are one-time funding sources and will continue working to identify long-term structural solutions through improved cost recovery, economic development, fee updates, operational efficiencies, and strategic financial planning.
Community Development Cost Recovery
Community Development continues to be one of the City’s most significant cost-recovery challenges.
Historically, many development-related fees were either minimally adjusted or not updated at all, while the cost of providing planning, permitting, engineering, inspection, and administrative services continued to increase.
The City’s Comprehensive User Fee Study and updated Master Fee Schedule are intended to:
• Improve transparency;
• Better align fees with actual service costs;
• Improve accountability and responsiveness;
• And reduce long-term general fund subsidy pressure.
The updated budget assumes continued progress toward implementation of the Comprehensive User Fee Study and updated Master Fee Schedule. These efforts are expected to improve longterm cost recovery and reduce General Fund subsidy requirements in future fiscal years.
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Capital Improvement Program (CIP)
The FY 2026–27 Capital Improvement Program (CIP) reflects the City's ongoing commitment to maintaining critical infrastructure, supporting regulatory compliance, and protecting public assets.
As part of the budget review process, staff evaluated the proposed CIP alongside the operating budget to ensure that available resources are directed toward the City's highest priorities.
The majority of FY 2026–27 CIP projects are funded through enterprise funds, grant funding, or restricted revenue sources, including water, wastewater, transportation, and other dedicated funding programs. These funding sources are legally restricted and may only be used for specific purposes. As a result, most CIP funding cannot be redirected to support General Fund operations or reduce operating budget deficits.
Proposed FY 2026–27 capital projects generally fall into one of the following categories:
• Regulatory and compliance-related improvements
• Water and wastewater infrastructure investments
• Street maintenance and transportation improvements
• Asset preservation and replacement projects
• Strategic planning and economic development initiatives Staff's review focused on ensuring that capital investments remain aligned with public health and safety requirements, infrastructure reliability, regulatory obligations, and long-term community goals.
While certain projects may be phased or deferred based on funding availability and project readiness, staff does not recommend reducing critical infrastructure investments solely to balance the operating budget, as doing so may increase future costs, delay regulatory compliance efforts, or adversely affect the condition of public infrastructure.
The City continues to pursue grant opportunities and outside funding sources to leverage local investments whenever feasible. However, grant-funded projects frequently require matching funds, are highly competitive, and must remain consistent with the City's planning objectives and historic character.
One General Fund-supported capital planning project included in the FY 2026–27 CIP is the completion of the Urban Growth Boundary/Sphere of Influence (UGB/SOI) implementation effort. This work includes preparation of a targeted General Plan Amendment, infill development analysis, CEQA review, and supporting documentation necessary to advance the City's adopted UGB/SOI policy direction and associated LAFCO application. The project represents the implementation of prior City Council actions and is intended to establish a long-term planning framework focused on infill development within the City's existing boundaries.
A summary of proposed FY 2026–27 capital projects is included within the attached Capital Improvement Program.
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Public Safety & Service Delivery
Public safety services continue to represent one of the City’s largest operational expenditures.
Projected fire protection costs continue increasing due to regional service delivery pressures, operational cost escalation, and contractual obligations.
The City also continues to evaluate law enforcement deployment and service activities as part of broader long-term financial planning discussions.
Staff recognizes that maintaining reliable public safety services remains a core municipal priority.
Future discussions regarding service levels, service delivery models, and operational costs will continue as part of ongoing financial planning efforts.
Economic Development & Revenue Opportunities
Council discussion and public comment emphasized the importance of strengthening the City’s economic base while preserving the character and identity of San Juan Bautista.
Current areas of focus include:
• Downtown revitalization;
• tourism activity and visitor-serving uses;
• special events and community activation;
• support for local businesses;
• reducing commercial vacancies;
• and increasing Transient Occupancy Tax (TOT) activity.
The City continues evaluating thoughtful economic development opportunities intended to improve long-term revenue generation while maintaining the community’s historic and cultural identity.
While grant funding remains an important tool for advancing infrastructure and capital projects, grant opportunities are highly competitive and frequently require local matching funds. In addition, grant-funded projects must remain consistent with the City's historic preservation goals, community character, and long-term planning objectives. As a result, grants are considered a supplemental funding source rather than a replacement for ongoing operating revenues.
Organizational Capacity & Workforce Retention
The City continues facing organizational challenges associated with recruitment, retention, compensation competitiveness, and limited staffing capacity.
The absence of a retirement program remains an ongoing recruitment and retention challenge for long-term workforce stability.
Staffing and organizational priorities continue to focus on:
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• Improving internal coordination and accountability;
• Strengthening operational consistency;
• Reducing long-term consultant dependency;
• Supporting continuity of services;
• And improving long-term cost predictability.
Long-Term Fiscal Considerations
While the updated FY 2026–27 Proposed Budget incorporates balancing adjustments and expenditure reductions, several long-term financial considerations remain important moving forward.
These include:
• Infrastructure replacement and maintenance obligations; • Public safety service costs;
• Revenue diversification;
• Economic development opportunities;
• Workforce retention;
• Reserve stabilization;
• And long-term service delivery expectations.
As a small community with limited discretionary revenue, maintaining long-term financial health will require continued prioritization, operational discipline, thoughtful investment, and ongoing evaluation of service delivery and revenue opportunities.
While the FY 2026–27 budget is balanced through the use of available one-time funding sources, the City must continue pursuing recurring revenue enhancements and expenditure controls to address long-term structural fiscal challenges.
Core Services & Public Purpose
As part of the budget development process, staff continues evaluating expenditures through the lens of core municipal responsibilities, legal obligations, public safety requirements, infrastructure needs, and public benefit. While many community requests and program opportunities provide value, not all requests constitute essential governmental functions or legally supportable expenditures of public funds. The City must prioritize limited resources toward services that provide the greatest public benefit and support the City's statutory responsibilities.
Reserves & Long-Term Financial Planning
During the Budget Study Session, questions were raised regarding reserve levels, capital replacement planning, and the potential use of sinking funds. Staff continues working with the City's CPA to evaluate reserve policies, fund balance classifications, long-term capital funding strategies, and future infrastructure obligations.
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Additional information regarding reserves and long-term financial planning will be provided to the City Council as these evaluations are completed. Staff will also evaluate opportunities to replenish reserves and reduce reliance on one-time funding sources as part of future budget development efforts.
CEQA REQUIREMENT:
The proposed action is exempt from the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15378(b)(5), as the action consists of organizational and fiscal planning activities that do not constitute approval of a project.
FISCAL IMPACT:
The FY 2026–27 Proposed Budget was initially projected to include a combined General Fund and Community Development Fund shortfall of approximately $775,000.
To address this gap, staff proposes the following balancing adjustments:
Funding Source Amount
Library Impact Fee Funds $220,000
PARSAC Funds $300,000
Enterprise Fund Loan Repayment $255,000
Total Balancing Adjustments $775,000
Included within the balancing plan is a $255,000 transfer representing a partial repayment of outstanding interfund loans owed by the Water and Sewer Enterprise Funds to the General Fund.
The combined outstanding balance is approximately $1.4 million. Staff evaluated the financial condition of both enterprise funds and determined that a repayment at this level can be accommodated without adversely affecting utility operations, capital improvement planning, debt obligations, or reserve requirements.
These adjustments fully offset the projected budget deficit, resulting in a balanced FY 2026–27 Operating Budget.
The proposed Enterprise Fund loan repayment is limited to the amount necessary to achieve budget balance and is not anticipated to adversely affect utility operations, capital projects, debt obligations, or reserve requirements.
While the proposed solution relies upon one-time funding sources, it allows the City to maintain core municipal services, continue organizational improvements, and avoid significant service reductions while longer-term fiscal sustainability measures are implemented.
Staff will continue pursuing fee updates, improved cost recovery, economic development opportunities, grant funding, operational efficiencies, and long-term financial planning strategies to strengthen the City's structural fiscal position in future budget cycles.
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STRATEGIC PLAN ALIGNMENT
The proposed budget aligns with the City’s Strategic Plan goals related to:
• Economic Development & Historic Preservation;
• Infrastructure Investment & Modernization;
• Transparent & Responsive Government;
• Community Vitality; and
• Organizational Capacity & Professionalization.
CONCLUSION
Staff recommends adoption of the FY 2026–27 Operating Budget, Capital Improvement Program, and related fiscal balancing adjustments as presented. The proposed budget maintains essential municipal services, supports critical infrastructure investments, and provides a balanced financial plan while the City continues implementing long-term fiscal sustainability measures.
ATTACHMENTS
1. Updated FY 2026–27 Operating & Capital Budget
2. Resolution
3. Draft Budget Book
Item No.: 7. A
City Council Meeting
June 16, 2026
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RESOLUTION NO. 2026-XX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN JUAN BAUTISTA ADOPTING THE FY 2026–27 OPERATING BUDGET, CAPITAL IMPROVEMENT
PROGRAM, AND RELATED FISCAL BALANCING ADJUSTMENTS
WHEREAS, the City of San Juan Bautista is required to annually adopt an Operating Budget and Capital Improvement Program for the upcoming fiscal year; and WHEREAS, the City Council conducted a Budget Study Session on May 26, 2026, to review the proposed FY 2026–27 Budget, discuss fiscal conditions, infrastructure obligations, operational priorities, and long-term financial considerations; and WHEREAS, following the Budget Study Session, City staff conducted additional review and refinement of the proposed budget, including evaluation of expenditure reductions, operational adjustments, organizational efficiencies, and related fiscal balancing measures; and WHEREAS, the proposed FY 2026–27 Operating Budget and Capital Improvement Program reflect continued efforts to maintain essential municipal services, support critical infrastructure investments, and strengthen the City's long-term fiscal sustainability; and WHEREAS, the proposed FY 2026–27 Operating Budget includes appropriations necessary to support City operations, public safety services, infrastructure maintenance, utility operations, debt obligations, and strategic organizational priorities; and WHEREAS, the proposed FY 2026–27 Capital Improvement Program identifies and prioritizes infrastructure, facility, equipment, utility, transportation, and planning projects necessary to support the City's long-term operational and community needs; and WHEREAS, staff has identified a fiscal balancing plan utilizing available Library Impact Fee funds, PARSAC funds, and a partial repayment of outstanding interfund loan obligations owed by the Water and Sewer Enterprise Funds to the General Fund in order to eliminate the projected FY 2026–27 budget deficit; and
WHEREAS, the City Council has reviewed the proposed FY 2026–27 Operating Budget, Capital Improvement Program, and fiscal balancing plan and desires to adopt them as presented, subject to any modifications directed by the City Council; and WHEREAS, adoption of the FY 2026–27 Operating Budget, Capital Improvement Program, and related fiscal balancing adjustments is exempt from the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15378(b)(5), as the action involves organizational and fiscal planning activities that do not constitute approval of a project.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of San Juan Bautista as follows:
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City Council Meeting
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SECTION 1.
The FY 2026–27 Operating Budget attached hereto as Exhibit “A” is hereby approved and adopted.
SECTION 2.
The FY 2026–27 Capital Improvement Program attached hereto as Exhibit “B” is hereby approved and adopted.
SECTION 3.
The fiscal balancing adjustments identified in the FY 2026–27 Budget Staff Report, including the use of available Library Impact Fee funds, PARSAC funds, and the partial repayment of outstanding interfund loan obligations owed by the Water and Sewer Enterprise Funds to the General Fund, are hereby approved.
SECTION 4.
The City Manager is authorized to implement the FY 2026–27 Operating Budget and Capital Improvement Program and administer appropriations consistent with City purchasing policies, Municipal Code provisions, and applicable law.
SECTION 5.
The City Manager is authorized to make minor administrative and non-substantive budget adjustments necessary to carry out the adopted budget, provided such adjustments do not increase overall appropriations without further City Council authorization.
SECTION 6.
The City Council acknowledges that additional budget amendments, appropriations, or adjustments may be considered during FY 2026–27 based upon operational needs, updated revenue projections, grant funding, emergencies, or other fiscal considerations.
SECTION 7.
This Resolution shall take effect immediately upon adoption.
PASSED AND APPROVED by the City Council of the City of San Juan Bautista on this 16th day of June 2026, by the following vote:
AYES: Councilmembers:
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City Council Meeting
June 16, 2026
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NOES: None
ABSENT: None
ABSTAIN: None
APPROVED:
____________________
Leslie Q. Jordan, Mayor
ATTEST:
______________________
Elizabeth Soto, City Clerk
TABLE OF CONTENTS
Introduction 3
Organizational Structure 5
CITY OF SAN JUAN BAUTISTA PROFILE 6
VISION STATEMENT 7
City Officials 8
Executive Summary 9
Strategic Plan 10
Priorities and Issues 12
Personnel Changes 15
General Fund 17
Community Development 24
Water Enterprise 27
Sewer Enterprise 30
COPS 34
Gas Tax 36
Valle Vista Lighting Dist. 38
CFD Z1 Copperleaf 41
CFD Z2 Rancho Vista 43
Parking & Restroom Fund 45
City Council (Dept. 10) 47
City Attorney (Dept. 11) 50
City Manager (Dept. 12) 53
Administration Svc. (Dept. 13) 56
City Treasurer (Dept. 14) 60
Finance (Dept. 15) 63
Engineering (Dept. 19) 67
Public Works 70
PW Streets (Dept. 40) 74
PW Building and Grounds (Dept. 44) 76
Community Services 78
City Library (Dept. 16) 80
Parks and Rec. (Dept. 33) 83
Public Safety 86
Fire and EMS (Dept. 20) 89
Law Enforcement (Dept. 30) 91
Animal Control (Dept. 36) 94
Community Dev. (Dept. 17, 18, 25) 97
Planning (Dept. 17) 98
Building (Dept. 18) 101
Code Enforcement (Dept. 25) 104
General Gov't (Dept. 45) 107
Capital Improvement Plan 110
CAPITAL IMOPROVEMENT BUDGET NARRATIVE (unmatched) 111
Introduction
FY26-27 Draft Budget Book | San Juan Bautista Page 3
Introduction
FY26-27 Draft Budget Book | San Juan Bautista Page 4
ORGANIZATION CHART FISCAL YEAR 2026-
7 City of San Juan Bautista Organization Chart
City Council
City Manager
Assistant to the City Manager
Public Safety Public Works Community Services
(Library & Recreation)
City Engineer Admin Services Director / City Clerk
Human Resources Risk Management Accounts Payable Accounts Receivable Planning Manager
Planning Code Enforcement
Certified Public Accountant Building Official
Building Inspections
City Attorney City Treasurer (vacant)
Organizational Structure
FY26-27 Draft Budget Book | San Juan Bautista Page 5
CITY OF SAN JUAN BAUTISTA PROFILE
FY26-27 Draft Budget Book | San Juan Bautista Page 6
VISION STATEMENT
FY26-27 Draft Budget Book | San Juan Bautista Page 7
City Officials
FY26-27 Draft Budget Book | San Juan Bautista Page 8
Executive Summary
Executive Summary
FY26-27 Draft Budget Book | San Juan Bautista Page 9
Strategic Plan Overview & FY 2026–27 Focus
In 2024, the City of San Juan Bautista adopted a Five-Year Strategic Plan to guide service delivery, financial management, and organizational development through FY 2028. The plan is organized around four core focus areas:
open and responsive government, reliable infrastructure and public services, a strong downtown and community vitality, and a healthy and effective organization.
Since adoption, the City has made steady progress implementing this framework. The initial phase focused on stabilizing operations—addressing staffing capacity, improving internal systems, and establishing clearer organizational structure. This was followed by a period of strengthening, during which the City advanced financial controls, secured infrastructure funding, expanded in-house expertise, and improved service delivery systems.
As a result of these efforts, the organization is operating with greater consistency, capacity, and accountability than in prior years. With this foundation in place, the City is entering the next phase of the Strategic Plan: focused implementation.
Progress to Date
Over the past two years, the City has achieved measurable progress across all strategic focus areas, including:
Organizational Strengthening: Restructured the organization, expanded in-house planning capacity, and advanced department-level procedures and training
Financial Management: Implemented purchasing controls, improved budget alignment processes, and strengthened fiscal oversight
Infrastructure & Capital Planning: Secured major funding, advanced water and wastewater projects, and completed key planning efforts
Community & Economic Vitality: Expanded community programming, supported local businesses, and increased state and federal funding
These efforts have positioned the City to move beyond internal stabilization and toward visible, community-facing outcomes.
FY 2026–27 Strategic Focus
FY 2026–27 represents a transition from building organizational capacity to applying that capacity in targeted, highimpact areas. Based on progress to date and community input, the City will prioritize focused implementation efforts that deliver visible results and support long-term sustainability.
A central area of focus will be Downtown San Juan Bautista, recognized as both the economic and cultural heart of the community. While the City benefits from strong visitor activity near the Mission and State Park, this activity does not consistently extend throughout the broader downtown corridor. Addressing this gap presents a key opportunity to support local businesses, enhance the visitor experience, and strengthen economic vitality.
To support this effort, the City will explore participation in the Urban Land Institute (ULI) Technical Assistance Panel (TAP) program as an initial step in evaluating downtown conditions, identifying opportunities, and developing phased, actionable strategies.
In addition to this focused initiative, the City will continue to advance core strategic priorities, including:
Strategic Plan
FY26-27 Draft Budget Book | San Juan Bautista Page 10
Maintaining strong financial management and operational discipline Advancing critical infrastructure and capital projects
Strengthening organizational systems and staff capacity Supporting community programming and engagement
With foundational systems in place and organizational capacity strengthened, the City is well-positioned to move forward with a more focused and intentional approach to implementation. FY 2026–27 builds on the progress achieved to date and represents a shift toward delivering visible, community-centered outcomes that align with the City’s long-term vision.
Strategic Plan
FY26-27 Draft Budget Book | San Juan Bautista Page 11
Priorities & Key Issues
Summary
The City of San Juan Bautista enters FY 2026–27 with a stronger operational foundation following two years of focused stabilization and organizational strengthening. The FY 2025–26 budget was implemented as intended—supporting structural balance, advancing critical infrastructure, and improving internal systems.
City operations over the past year have been characterized by execution rather than expansion, with sustained emphasis on capital delivery, regulatory compliance, public safety coordination, and regional partnerships.
While this progress has improved consistency and capacity, the City continues to operate within a constrained financial environment. Limited General Fund resources, increasing service demands, and long-term cost pressures— particularly in public safety—require continued strategic prioritization and careful fiscal management.
Key Issues
Public Safety Cost Pressures
Public safety services remain the City’s most significant long-term financial obligation. Mid-year analysis confirms that these services continue to be the primary cost driver and will require ongoing policy direction regarding service levels, regional coordination, and funding strategies.
Future decisions related to fire service delivery models and law enforcement coverage will have a direct impact on the City’s long-term fiscal sustainability.
Limited Revenue Capacity
The City’s General Fund remains modest in scale, with limited flexibility to absorb new costs or service expansions.
While revenues are generally performing as expected, the mid-year review confirms a narrow margin for unplanned expenditures.
Maintaining service levels and advancing strategic priorities will require:
Careful expenditure control
Evaluation of new revenue opportunities
Continued alignment between service expectations and available resources Cost Recovery & Community Development
Mid-year findings identified structural gaps in cost recovery, particularly within Community Development services.
Current fee structures do not fully reflect the cost of service delivery—especially where contractor-based services are Priorities and Issues
FY26-27 Draft Budget Book | San Juan Bautista Page 12
required.
A comprehensive fee study is underway, with anticipated updates to:
Align fees with actual service costs
Reduce reliance on contracted services
Improve long-term financial sustainability
Capital Delivery as an Ongoing Condition
Capital improvement and infrastructure delivery are no longer one-time efforts but an ongoing component of City operations. The City continues to advance water, wastewater, and facility projects while managing compliance with state and regional requirements.
This sustained workload reinforces the need to:
Align project sequencing with staffing capacity
Maintain funding strategies for long-term infrastructure needs Balance capital delivery with core service demands
Downtown Economic Activity
While San Juan Bautista benefits from strong visitor activity near the Mission and State Park, this activity does not consistently extend throughout the broader downtown corridor.
Key challenges include:
Limited retail and dining diversity
Reduced activity during evenings and weekdays
Limited connectivity between key visitor destinations and local businesses Addressing these conditions represents a significant opportunity to strengthen the local economy and enhance the overall visitor experience.
FY 2026–27 Strategic Priorities
FY 2026–27 represents a transition from organizational strengthening to focused implementation. With improved internal capacity and stronger operational systems, the City is positioned to advance targeted, high-impact initiatives.
Key priorities include:
Downtown Focus: Initiate a structured evaluation of the downtown corridor, including exploration of the Urban Land Institute (ULI) Technical Assistance Panel (TAP) program Infrastructure Delivery: Continue advancing major water, sewer, and capital improvement projects Fiscal Sustainability: Maintain strong financial controls and advance cost recovery strategies, including fee adjustments
Organizational Implementation: Continue institutionalizing procedures, staffing structures, and service delivery systems
Priorities and Issues
FY26-27 Draft Budget Book | San Juan Bautista Page 13
Community Vitality: Support programs, events, and partnerships that enhance quality of life and community engagement
Financial Context
The City’s financial position remains stable but constrained. The adopted FY 2025–26 budget has performed in line with expectations, with no material deviations identified at the citywide level.
Mid-year adjustments reflect modest revenue increases and targeted expenditure updates, while enterprise funds continue to support critical infrastructure investments.
At the same time, the City faces ongoing structural challenges, including:
Limited discretionary revenue
Cost recovery gaps in certain service areas
Long-term public safety funding pressures
Addressing these challenges will require a combination of policy direction, financial planning, and strategic investment.
Looking Ahead
The FY 2025–26 mid-year review serves as a transition point between implementation and forward-looking policy decisions. As the City enters FY 2026–27, early and deliberate Council direction will be critical in aligning service levels, capital investments, and financial resources with long-term community goals.
With a stronger operational foundation now in place, the City is well-positioned to move forward with a more focused, strategic approach—delivering visible outcomes while maintaining fiscal discipline and long-term sustainability.
Priorities and Issues
FY26-27 Draft Budget Book | San Juan Bautista Page 14
Staffing & Organizational
Development
Overview
The City’s staffing strategy reflects a transition from stabilization to long-term organizational strengthening. Over the past two fiscal years, targeted personnel adjustments have improved internal capacity, reduced reliance on contracted services, and aligned staffing levels with service demands and available resources.
These changes support the City’s Strategic Plan by internalizing core functions, improving operational efficiency, and maintaining long-term fiscal sustainability.
Key Staffing Changes
Planning Manager
The former Senior Planner position was elevated to Planning Manager, establishing in-house leadership for planning, building, and historic preservation functions. This transition strengthens oversight, improves coordination, and reduces reliance on contracted services.
Provides leadership across planning and development functions Improves service delivery and internal coordination
Reduces dependence on external consultants
Building Official
The addition of a Building Official establishes in-house oversight of building inspections and code compliance functions. This position significantly reduces reliance on contracted inspection services while improving consistency and accountability.
Provides direct oversight of inspections and compliance Supports regulatory requirements and service delivery
Trains and supports Code Enforcement staff to expand internal capacity Code Enforcement Support (Expanded Role)
The Code Enforcement Officer role continues to evolve to support inspection coordination and compliance efforts in coordination with the Building Official.
Improves responsiveness to compliance issues
Personnel Changes
FY26-27 Draft Budget Book | San Juan Bautista Page 15
Supports internal inspection functions
Reduces reliance on outside services
Administrative Support (Deferred)
An Administrative Assistant position was proposed to support contract management, grant tracking, and interdepartmental coordination. While this position remains authorized, it was not filled during the FY 2025–26 budget process in order to maintain structural balance within a constrained General Fund environment.
Reflects prioritization of core service delivery over administrative expansion Maintains flexibility for future implementation as resources allow Reinforces the City’s commitment to fiscal discipline
Recreation Staffing Adjustment
Recreation staffing was adjusted from full-time to part-time to better align with program demand and available funding. This change maintains core programming while ensuring fiscal sustainability.
Aligns staffing with current service levels
Maintains community programming in a cost-effective manner Supports flexible program delivery
Strategic Impact
These staffing adjustments reflect a balanced approach to organizational development—expanding capacity in critical areas while aligning resources with service demands. Key outcomes include:
Internalizing Core Services: Reducing reliance on consultants for planning, inspection, and administrative functions
Improving Service Delivery: Enhancing responsiveness, coordination, and consistency across departments Right-Sizing the Organization: Aligning staffing levels with operational needs and financial capacity Enhancing Fiscal Sustainability: Improving cost control and long-term budget predictability Looking Ahead
As the City enters FY 2026–27, the focus shifts from establishing positions to optimizing performance. Continued efforts will center on refining workflows, completing standard operating procedures, and ensuring that staffing resources are aligned with both operational demands and strategic priorities.
Personnel Changes
FY26-27 Draft Budget Book | San Juan Bautista Page 16
GENERAL FUND (FUND 100)
The General Fund serves as the City’s primary operating fund and supports essential municipal services, including administration, public safety, parks, streets, planning, code enforcement, and community programs. As the City’s most flexible funding source, the General Fund is central to maintaining day-to-day operations and responding to evolving community needs.
The City continues to operate within a constrained fiscal environment characterized by modest and relatively stagnant revenue growth, increasing operational costs, and limited discretionary funding capacity. While local tax revenues have remained generally stable, the City’s small revenue base leaves limited flexibility to absorb significant cost increases, infrastructure obligations, or unforeseen operational demands.
Over the past two fiscal years, the City has focused on stabilizing operations, strengthening internal systems, and building organizational capacity. Investments in staffing, infrastructure planning, financial controls, and operational improvements have helped improve service delivery and organizational accountability while positioning the City for more focused longterm implementation efforts.
At the same time, the General Fund continues to face several structural challenges, including increasing public safety costs, aging infrastructure, deferred maintenance obligations, and limited development-driven revenue growth. In response, the City has prioritized cost control, operational efficiency, and long-term financial planning while working to reduce reliance on outside consultants and improve internal service delivery capacity.
The FY 2026–27 budget also reflects broader efforts to improve fiscal sustainability through updated fee structures, strategic economic development initiatives, and ongoing evaluation of service delivery models. These efforts are intended to strengthen long-term financial resilience while preserving core municipal services and maintaining the operational progress achieved in recent years.
Because the General Fund operates with limited reserve capacity, maintaining structural balance and adequate contingency funding remains a critical priority. The City will continue emphasizing disciplined budgeting, careful prioritization of expenditures, and strategic investment in projects and services that support long-term community benefit and organizational sustainability.
Summary
Revenues vs Expenditures Summary
General Fund
FY26-27 Draft Budget Book | San Juan Bautista Page 17
Comprehensive Fund Summary
Revenue Actual Revenue Budgeted Expenditures Actual
Expenditures Budgeted
2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027
0 $1M
$2M
$3M
$4M
Comprehensive Fund Summary
Category
FY 2026 FY26
Budget
FY 2027 FY26/27
Draft 6.12
FY 2026 FY25/26
vs 8 vs. FY 2027
FY26/27 Draft 6.12
($ Change)
Beginning Fund Balance - - -
Revenues
Sales Tax $700,000 $675,000 -$25,000
Property Taxes $702,000 $846,000 $144,000
Other Tax Revenues $481,500 $452,000 -$29,500
Franchise Fees $128,000 $141,000 $13,000
Planning, Building, Eng. Permit - $15,000 $15,000
Chg. for Planning/Eng. Services - $15,450 $15,450
Business & Misc. Lic. & Permits $35,200 $29,050 -$6,150 Fines & Penalties $2,125 $1,050 -$1,075
Charges for Misc. Services $400 $900 $500
Miscellaneous Revenue $300,300 $436,500 $136,200
Total Revenues $2,349,525 $2,611,950 $262,425
Expenditures
Wages & Benefits $1,166,945 $1,093,168 -$73,777
Other Personnel Expenses $42,600 $52,250 $9,650
Contractual and Other Services $1,038,740 $1,452,030 $413,290 General & Admin. Expenses $128,150 $210,227 $82,077
Utilities $62,500 $65,320 $2,820
Materials & Parts $25,550 $54,992 $29,442
Maintenance & Repair Services $44,900 $50,524 $5,624
Capital Outlay $100,000 $200,000 $100,000
General Fund
FY26-27 Draft Budget Book | San Juan Bautista Page 18
Revenues by Object
Historical Revenue by Object
Fines & Penalties Charges for Misc. Services Utility Fees Planning, Building, Eng. Permit Chg. for Planning/Eng. Services Business & Misc. Lic. & Permits Franchise Fees Grant Funds Miscellaneous Revenue
Other Tax Revenues Property Taxes Sales Tax
FY27 Revenues by Object
Property Taxes $846,000 32.39%
Sales Tax $675,000 25.84%
Other Tax Revenues $452,000 17.31%
Miscellaneous Revenue $436,500 16.71%
Franchise Fees $141,000 5.40%
Business & Misc. Lic. & Permits $29,050 1.11%
Chg. for Planning/Eng. Services $15,450 0.59%
Planning, Building, Eng. Permit $15,000 0.57%
Fines & Penalties $1,050 0.04%
Charges for Misc. Services $900 0.03%
Category
FY 2026 FY26
Budget
FY 2027 FY26/27
Draft 6.12
FY 2026 FY25/26
vs 8 vs. FY 2027
FY26/27 Draft 6.12
($ Change)
Fund Transfer $286,000 - -$286,000
Total Expenditures $2,895,385 $3,178,511 $283,126
Total Revenues Less Expenditures -$545,860 -$566,561 -$20,701 Ending Fund Balance -$545,860 -$566,561 -$20,701
$2M
$2M
$2M $2M
$2M
$3M
$3M
$2M
$2M
$2M
$3M
FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 0 $1M
$2M
$3M
2.61M
General Fund
FY26-27 Draft Budget Book | San Juan Bautista Page 19
Category FY 2026 Actual FY 2027 Budgeted
Sales Tax $312,973.72 $675,000.00
Property Taxes $445,884.56 $846,000.00
Other Tax Revenues $227,066.48 $452,000.00
Franchise Fees $58,823.66 $141,000.00
Planning, Building, Eng. Permit $4,491.16 $15,000.00
Chg. for Planning/Eng. Services $0.18 $15,450.00
Business & Misc. Lic. & Permits $21,807.48 $29,050.00
Fines & Penalties $1,050.00
Grant Funds $46,603.62
Charges for Misc. Services $542.25 $900.00
Miscellaneous Revenue $159,859.88 $436,500.00
Total Revenues $1,278,052.99 $2,611,950.00
Expenditures by Object
Historical Expenditures by Object
Other Personnel Expenses Fund Transfer Maintenance & Repair Services Materials & Parts Utilities General & Admin. Expenses
Capital Outlay Wages & Benefits Contractual and Other Services Revenues by Object
$1M
$1M
$2M $2M
$3M
$2M $2M $2M
$3M $3M
$3M
FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 -$1M
0 $1M
$2M
$3M
$4M
General Fund
FY26-27 Draft Budget Book | San Juan Bautista Page 20
FY27 Expenditures by Object
Contractual and Other Services $1,452,030 45.68%
Wages & Benefits $1,093,168 34.39%
General & Admin. Expenses $210,227 6.61%
Capital Outlay $200,000 6.29%
Utilities $65,320 2.06%
Materials & Parts $54,992 1.73%
Other Personnel Expenses $52,250 1.64%
Maintenance & Repair Services $50,524 1.59%
Category FY 2026 Actual FY 2027 Budgeted
Wages & Benefits $581,473.85 $1,093,168.00
Other Personnel Expenses $13,513.17 $52,250.00
Contractual and Other Services $686,344.21 $1,452,030.00 General & Admin. Expenses $75,408.43 $210,227.20
Utilities $34,152.82 $65,320.00
Materials & Parts $15,762.43 $54,992.00
Maintenance & Repair Services $46,622.63 $50,524.00
Capital Outlay $200,000.00
Total Expenditures $1,453,277.54 $3,178,511.20
3.18M
Expenditures by Object
General Fund
FY26-27 Draft Budget Book | San Juan Bautista Page 21
Expenditures by Department
Historical Expenditures by Department
PW Streets Planning City Treasurer
Law Enforcement General Fund Parks and Recreation
Fund Transfer COVID City Council
City Manager General Government Code Enforcement
City Library Engineering City Attorney
Admin. Services General Gov''t CIP Finance
Public Works Public Safety
FY27 Expenditures by Department
Public Safety $940,768 29.6%
Public Works $461,726 14.5%
City Attorney $290,000 9.1%
Finance $278,275 8.8%
City Library $186,537 5.9%
Code Enforcement $182,275 5.7%
Admin. Services $162,577 5.1%
Engineering $154,300 4.9%
General Government $149,372 4.7%
City Council $147,426 4.6%
City Manager $140,534 4.4%
Parks and Recreation $62,445 2.0%
Law Enforcement $21,076 0.7%
City Treasurer $1,200 0.0%
$1M
$1M
$2M $2M
$3M
$2M $2M $2M
$3M $3M
$3M
FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 -$1M
0 $1M
$2M
$3M
$4M
3.18M
General Fund
FY26-27 Draft Budget Book | San Juan Bautista Page 22
Category FY 2027 Budgeted FY 2026 FY26 Budget
FY 2026 FY26 Budget vs.
FY 2027 FY27 Budget ($
Change)
City Council $147,426 $72,584 $74,843
City Attorney $290,000 $185,000 $105,000
City Manager $140,534 $83,310 $57,424
Admin. Services $162,577 $140,480 -$12,903
City Treasurer $1,200 $1,450 -$250
Finance $278,275 $239,429 $38,846
City Library $186,537 $167,936 $45,784
Engineering $154,300 - -
Public Safety $940,768 $904,192 $66,095
Code Enforcement $182,275 $162,363 -$47,639
Parks and Recreation $62,445 $134,292 -$48,244
Public Works $461,726 $477,349 $38,829
General Government $149,372 $41,000 $108,372
Fund Transfer - $286,000 -$286,000
Law Enforcement $21,076 - $27,443
Total Expenditures $3,178,511 $2,895,385 $167,600
Expenditures by Department
General Fund
FY26-27 Draft Budget Book | San Juan Bautista Page 23
COMMUNITY DEVELOPMENT (FUND 200)
Community Development revenues are projected to remain modest and largely dependent on permit activity, development applications, and other market-driven services. Because these revenues fluctuate based on economic conditions and development demand, the fund continues to face structural volatility and limited predictability.
The Community Development Fund plays a critical role in supporting planning, building, code enforcement, engineering coordination, and historic preservation activities. Over the past year, the City has taken steps to internalize key development functions in order to improve responsiveness, strengthen accountability, and reduce long-term reliance on outside consultants for routine operational services.
This transition reflects a broader organizational effort to identify inefficiencies, streamline processes, and improve service delivery while operating within limited financial resources. Bringing core functions in-house also allows the City to more directly evaluate development procedures, implement operational improvements, and respond more quickly to changing needs and policy direction.
At the same time, the fund continues to face ongoing cost recovery challenges. Many development-related fees have not been comprehensively updated in over a decade and do not fully reflect the actual cost of providing services. To address this issue, the City completed a Comprehensive User Fee Study and is advancing updated fee schedules as part of the FY 2026–27 budget process. In addition, the City will continue evaluating development impact fees and related policies to ensure legal compliance, financial sustainability, and alignment with current regulatory requirements.
Maintaining responsive development services while minimizing General Fund subsidy remains a key long-term objective of the Community Development Fund.
Summary
Revenues vs Expenditures Summary
Revenue Actual Revenue Budgeted Expenditures Actual
Expenditures Budgeted
2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027
0 $200K
$400K
$600K
$800K
$1,000K
Community Development
FY26-27 Draft Budget Book | San Juan Bautista Page 24
Comprehensive Fund Summary
Expenditures by Department
Historical Expenditures by Department
Building Dept Engineering Building
Planning
Comprehensive Fund Summary
Category
FY 2026 FY26
Budget
FY 2027 FY26/27
Draft 6.12
FY 2026 FY25/26
vs 8 vs. FY 2027
FY26/27 Draft 6.12
($ Change)
Revenues
Planning, Building, Eng. Permit $33,000 $67,450 $41,450 Chg. for Planning/Eng. Services $99,050 $119,100 $20,050 Business & Misc. Lic. & Permits - $18,400 $18,400
Fines & Penalties - $500 $500
Miscellaneous Revenue - $100,290 $100,290
Total Revenues $132,050 $305,740 $180,690
Expenditures
Wages & Benefits $315,387 $417,952 $102,565
Other Personnel Expenses $7,000 $14,075 $7,075
Contractual and Other Services $305,550 $48,500 -$257,050 General & Admin. Expenses $21,050 $24,900 $3,850
Utilities $2,500 $4,000 $1,500
Materials & Parts - $1,200 $1,200
Maintenance & Repair Services - $4,155 $4,155
Total Expenditures $651,487 $514,782 -$136,705
Total Revenues Less Expenditures -$519,437 -$209,042 $317,395 $$117788KK
$$662200KK
$$556622KK
$$665577KK
$$778811KK
$$666655KK
$$335555KK
$$442200KK
$$552255KK
$$665511KK
$$551155KK
FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 0 $250K
$500K
$750K
$1,000K
Community Development
FY26-27 Draft Budget Book | San Juan Bautista Page 25
FY27 Expenditures by Department
Planning $377,980 73.4%
Building $133,802 26.0%
Building Dept $3,000 0.6%
Category FY 2027 Budgeted FY 2026 FY26 Budget
FY 2026 FY26 Budget vs.
FY 2027 FY27 Budget ($
Change)
Planning $377,980 $205,791 $191,233
Building $133,802 $181,196 $82,284
Engineering - $264,500 -
Building Dept $3,000 - $5,100
Total Expenditures $514,782 $651,487 $278,617
515K
Expenditures by Department
Community Development
FY26-27 Draft Budget Book | San Juan Bautista Page 26
WATER ENTERPRISE FUND (Fund 810)
The Water Enterprise Fund remains a critical component of the City’s long-term infrastructure and resource sustainability strategy. Revenues generated through water service charges support system operations, regulatory compliance, maintenance activities, capital improvements, and long-term water system reliability.
Over the past several years, the City has focused on positioning the water system for long-term sustainability through infrastructure planning, reserve management, and regional coordination efforts. A central priority remains the advancement of the regional water importation project in partnership with the San Benito County Water District.
This project is intended to provide access to treated surface water from the West Hills Water Treatment Plant, reducing long-term reliance on groundwater sources and improving overall system resiliency and water quality. The project also represents an important long-term investment in environmental sustainability and regulatory preparedness as statewide water supply and groundwater management requirements continue to evolve.
Previous water rate adjustments were implemented to begin preparing the system for anticipated operational and capital costs associated with future infrastructure improvements. These efforts were intended to establish greater financial stability within the utility system while minimizing future impacts to ratepayers.
As the City continues planning for future water infrastructure obligations, maintaining adequate reserves and long-term financial sustainability within the Water Enterprise Fund will remain essential. Ongoing efforts will focus on system reliability, regulatory compliance, infrastructure investment, and responsible utility management while balancing affordability considerations for the community.
Summary
Revenues vs Expenditures Summary
Revenue Actual Revenue Budgeted Expenditures Actual
Expenditures Budgeted
2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027
0 $500K
$1,000K
$1,500K
$2,000K
$2,500K
Water Enterprise
FY26-27 Draft Budget Book | San Juan Bautista Page 27
Comprehensive Fund Summary
Expenditures by Object
Historical Expenditures by Object
Other Personnel Expenses Maintenance & Repair Services Materials & Parts Utilities General & Admin. Expenses Contractual and Other Services Fund Transfer Wages & Benefits Capital Outlay
Comprehensive Fund Summary
Category
FY 2027 FY27
Budget
FY 2026 FY26
Budget
FY 2026 FY26
Budget vs. FY
2027 FY27
Budget ($
Change)
Revenues
Utility Fees $1,835,000 $1,766,000 $69,000
Miscellaneous Revenue $10,000 $35,000 -$25,000
Total Revenues $1,845,000 $1,801,000 $44,000
Expenditures
Wages & Benefits $274,165 $249,943 $24,222
Other Personnel Expenses $6,325 $5,700 $625
Contractual and Other Services $164,855 $245,570 -$80,715 General & Admin. Expenses $95,355 $96,475 -$1,120
Utilities $71,500 $71,500 -
Materials & Parts $31,750 $29,250 $2,500
Maintenance & Repair Services $23,592 $5,500 $18,092
Capital Outlay $214,251 $214,251 -
Fund Transfer $44,607 $44,607 -
Total Expenditures $926,400 $962,796 -$36,396
Total Revenues Less Expenditures $918,600 $838,204 $80,396 $$998833KK
$$$111,,,222222555KKK
$$$111,,,777000333KKK
$$995588KK
$$$111,,,111111222KKK
$$996666KK
$$$111,,,222555000KKK
$$552299KK
$$$111,,,222444666KKK
$$996633KK $$996699KK
FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 0 $500K
$1,000K
$1,500K
$2,000K
Water Enterprise
FY26-27 Draft Budget Book | San Juan Bautista Page 28
FY27 Expenditures by Object
Wages & Benefits $265,718 27.42%
Contractual and Other Services $216,005 22.29%
Capital Outlay $214,251 22.11%
General & Admin. Expenses $95,355 9.84%
Utilities $71,500 7.38%
Fund Transfer $44,607 4.60%
Materials & Parts $31,750 3.28%
Maintenance & Repair Services $23,592 2.43%
Other Personnel Expenses $6,325 0.65%
Category FY 2026 Actual FY 2027 Budgeted
Wages & Benefits $109,531.40 $265,718.00
Other Personnel Expenses $400.00 $6,325.00
Contractual and Other Services $65,777.08 $216,005.00
General & Admin. Expenses $47,765.22 $95,355.00
Utilities $34,170.84 $71,500.00
Materials & Parts $17,212.92 $31,750.00
Maintenance & Repair Services $2,514.99 $23,592.00
Capital Outlay $291,458.44 $214,251.00
Fund Transfer $44,607.00
Total Expenditures $568,830.89 $969,103.00
969K
Expenditures by Object
Water Enterprise
FY26-27 Draft Budget Book | San Juan Bautista Page 29
SEWER ENTERPRISE (FUND 820)
The Sewer Enterprise Fund remains a central component of the City’s long-term infrastructure and environmental compliance strategy. Revenues generated through monthly user charges support wastewater collection, system maintenance, regulatory compliance, debt obligations, and long-term infrastructure sustainability.
FY 2026–27 marks a significant milestone for the City’s wastewater system. On March 17, 2026, the City formally accepted completion of the San Juan Bautista Sanitary Sewer Force Main to Hollister Project, one of the largest and most consequential infrastructure projects in the City’s history.
The project permanently transitioned wastewater treatment operations from the City’s former wastewater treatment facility to the City of Hollister regional treatment system. This regionalization effort was undertaken to address longstanding regulatory compliance challenges, improve operational reliability, and establish a more sustainable long-term wastewater management system.
The completed project included:
Construction of a new wastewater pump station
Installation of a sanitary sewer force main pipeline to Hollister Electrical, SCADA, and control system improvements
Rehabilitation of storage and influent infrastructure
Conversion of the former wastewater treatment facility to emergency standby storage operations The force main system became operational in June 2025 and has remained fully operational following successful startup and demonstration testing. The project achieved the City’s primary regulatory objective by permanently eliminating wastewater discharge operations at the former treatment plant and improving long-term environmental compliance.
This multi-year infrastructure investment was funded through a combination of USDA financing, state and federal grants, regional contributions, and local funding sources, significantly reducing the burden on local ratepayers while allowing the City to complete a transformational infrastructure improvement project.
With major construction activities now complete, the Sewer Enterprise Fund will transition from project delivery toward long-term operations, maintenance, reserve stabilization, and debt service management. Ongoing efforts will focus on maintaining system reliability, supporting regulatory compliance, and responsibly managing the City’s long-term wastewater infrastructure obligations.
Summary
Revenues vs Expenditures Summary
Sewer Enterprise
FY26-27 Draft Budget Book | San Juan Bautista Page 30
Comprehensive Fund Summary
Revenue Actual Revenue Budgeted Expenditures Actual
Expenditures Budgeted
2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027
0 $3M
$5M
$8M
$10M
Comprehensive Fund Summary
Category
FY 2027 FY27
Budget
FY 2026 FY26
Budget
FY 2026 FY26
Budget vs. FY
2027 FY27
Budget ($
Change)
Revenues
Utility Fees $2,085,000 $2,030,000 $55,000
Miscellaneous Revenue $10,000 $35,000 -$25,000
Total Revenues $2,095,000 $2,065,000 $30,000
Expenditures
Wages & Benefits $258,247 $235,646 $22,601
Other Personnel Expenses $6,625 $6,100 $525
Contractual and Other Services $262,000 $220,300 $41,700 General & Admin. Expenses $72,355 $70,200 $2,155
Utilities $93,500 $93,500 -
Materials & Parts $11,700 $10,200 $1,500
Maintenance & Repair Services $26,592 $9,750 $16,842
Capital Outlay $557,168 $557,168 -
Fund Transfer $31,710 $31,710 -
Total Expenditures $1,319,897 $1,234,574 $85,323
Total Revenues Less Expenditures $775,103 $830,426 -$55,323 Sewer Enterprise
FY26-27 Draft Budget Book | San Juan Bautista Page 31
Expenditures by Object
Historical Expenditures by Object
Other Personnel Expenses Materials & Parts Fund Transfer General & Admin. Expenses Maintenance & Repair Services Utilities Wages & Benefits Contractual and Other Services Capital Outlay FY27 Expenditures by Object
Capital Outlay $557,168 40.86%
Contractual and Other Services $308,150 22.60%
Wages & Benefits $255,712 18.75%
Utilities $93,500 6.86%
General & Admin. Expenses $72,355 5.31%
Fund Transfer $31,710 2.33%
Maintenance & Repair Services $26,592 1.95%
Materials & Parts $11,700 0.86%
Other Personnel Expenses $6,625 0.49%
Category FY 2026 Actual FY 2027 Budgeted
Wages & Benefits $103,928.86 $255,712.00
Other Personnel Expenses $6,625.00
Contractual and Other Services $464,397.53 $308,150.00
General & Admin. Expenses $45,398.96 $72,355.00
Utilities $54,316.56 $93,500.00
Materials & Parts $2,908.89 $11,700.00
Maintenance & Repair Services $247.87 $26,592.00
$$885544KK
$$$111,,,000777444KKK
$$$111,,,555666444KKK
$$774411KK
$$$111,,,777999777KKK
$$$111,,,000111222KKK
$$$111,,,444888222KKK
$$663399KK
$$$111,,,444555999KKK
$$$111,,,222333555KKK
$$$111,,,333666444KKK
FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 0 $500K
$1,000K
$1,500K
$2,000K
1.36M
Expenditures by Object
Sewer Enterprise
FY26-27 Draft Budget Book | San Juan Bautista Page 32
Category FY 2026 Actual FY 2027 Budgeted
Capital Outlay $378,185.39 $557,168.00
Fund Transfer $31,710.00
Total Expenditures $1,049,384.06 $1,363,512.00
Sewer Enterprise
FY26-27 Draft Budget Book | San Juan Bautista Page 33
COMMUNITY ORIENTED POLICING SERVICES (COPS) (FUND 415)
The Community Oriented Policing Services (COPS) Fund provides supplemental federal funding intended to support local law enforcement and community policing efforts. These funds are used to offset public safety expenditures associated with the City’s contract for law enforcement services with the San Benito County Sheriff’s Office.
For a small city with limited discretionary revenue, the COPS Fund plays an important role in supporting baseline public safety operations while helping reduce pressure on the General Fund. The availability of these funds assists the City in maintaining service levels and operational flexibility within an increasingly constrained fiscal environment.
Public safety services continue to represent one of the City’s most significant long-term financial obligations. As service demands, contractual costs, and regional public safety conditions continue to evolve, maintaining sustainable funding sources for law enforcement services remains a critical policy and budget consideration.
The City will continue to manage COPS funding strategically to support community safety priorities while balancing broader fiscal sustainability goals and long-term operational needs.
Summary
Revenues vs Expenditures Summary
Comprehensive Fund Summary
Revenue Actual Revenue Budgeted Expenditures Actual
Expenditures Budgeted
2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027
0 $50K
$100K
$150K
$200K
$250K
Comprehensive Fund Summary
Category
FY 2027 FY27
Budget
FY 2026 FY26
Budget
FY 2026 FY26
Budget vs. FY
2027 FY27
Budget ($
Change)
Revenues
Other Tax Revenues $100,000 $100,000 -
COPS
FY26-27 Draft Budget Book | San Juan Bautista Page 34
Expenditures by Department
FY27 Expenditures by Department
Fund Transfer $100,000 100.0%
Category
FY 2027 FY27
Budget
FY 2026 FY26
Budget
FY 2026 FY26
Budget vs. FY
2027 FY27
Budget ($
Change)
Total Revenues $100,000 $100,000 -
Expenditures
Fund Transfer $100,000 $100,000 -
Total Expenditures $100,000 $100,000 -
Total Revenues Less Expenditures - - -
100K
COPS
FY26-27 Draft Budget Book | San Juan Bautista Page 35
GAS TAX (FUND 450)
The City receives Gas Tax funds through a per-capita distribution by the State of California. These funds, derived from gasoline sales, are designated for street and road maintenance. As fuel efficiency and electric vehicle adoption increase, gas tax revenues have declined. To address this, the State passed SB1, which provides supplemental funding to cities for road infrastructure maintenance and repair.
For FY 2025–26, the Gas Tax Fund begins with a projected balance of $96,949. Revenues are projected at $110,933, while expenditures are projected at $24,000. The City has planned a transfer of $85,000 to support eligible capital projects or maintenance activities.
These funds are pooled with Measure G and other road-dedicated sources to fund street-related capital improvements, such as the City’s slurry seal program and sidewalk repairs identified in the FY 2025–26 Capital Improvement Plan.
Summary
Revenues vs Expenditures Summary
Comprehensive Fund Summary
Revenue Actual Revenue Budgeted Expenditures Actual
Expenditures Budgeted
2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027
0 $50K
$100K
$150K
$200K
$250K
Comprehensive Fund Summary
Category
FY 2027 FY27
Budget
FY 2026 FY26
Budget
FY 2026 FY26
Budget vs. FY
2027 FY27
Budget ($
Change)
Revenues
Other Tax Revenues $122,750 $108,000 $14,750
Total Revenues $122,750 $108,000 $14,750
Expenditures
Gas Tax
FY26-27 Draft Budget Book | San Juan Bautista Page 36
Category
FY 2027 FY27
Budget
FY 2026 FY26
Budget
FY 2026 FY26
Budget vs. FY
2027 FY27
Budget ($
Change)
Utilities $18,500 $19,000 -$500
Maintenance & Repair Services $2,000 $2,000 -
Fund Transfer $102,250 - $102,250
Total Expenditures $122,750 $21,000 $101,750
Total Revenues Less Expenditures - $87,000 -$87,000
Gas Tax
FY26-27 Draft Budget Book | San Juan Bautista Page 37
VALLE VISTA LANDSCAPE AND LIGHTING DISTRICT (FUND 430)
The Valle Vista Landscaping and Lighting District continues to provide funding for the maintenance of neighborhood common-area improvements within the assessment district. Revenues are generated through property owner assessments and are restricted to district-related maintenance and operational activities, including landscaping, lighting, trails, park areas, and other shared improvements.
The district remains financially stable and continues to operate with a limited and predictable service footprint. Annual assessments are adjusted in accordance with authorized inflationary provisions and are administered consistent with Proposition 218 requirements.
Operational expenditures primarily support ongoing maintenance obligations necessary to preserve neighborhood infrastructure and common areas. At this time, no major capital expansion projects are programmed within the district.
During the annual district meeting regarding assessment fees, residents expressed interest in exploring a future sidewalk improvement program within the neighborhood. In response, the City Engineer will work with residents and the City Council to evaluate potential improvement options, associated costs, and long-term maintenance considerations.
The City will continue to monitor maintenance needs, reserve levels, and long-term operational sustainability to ensure the district remains adequately funded and capable of supporting required services and infrastructure upkeep.
Summary
Revenues vs Expenditures Summary
Revenue Actual Revenue Budgeted Expenditures Actual
Expenditures Budgeted
2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027
0 $20K
$40K
$60K
$80K
Valle Vista Lighting Dist.
FY26-27 Draft Budget Book | San Juan Bautista Page 38
Comprehensive Fund Summary
Expenditures by Department
Historical Expenditures by Department
Valle Vista Fund Transfer Valle Vista Lighting District FY27 Expenditures by Department
Valle Vista Lighting District $34,996 100.0%
Comprehensive Fund Summary
Category
FY 2027 FY27
Budget
FY 2026 FY26
Budget
FY 2026 FY26
Budget vs. FY
2027 FY27
Budget ($
Change)
Revenues
Other Tax Revenues $42,264 $40,716 $1,548
Total Revenues $42,264 $40,716 $1,548
Expenditures
Wages & Benefits $5,688 $1,939 $3,749
Contractual and Other Services $26,100 $33,860 -$7,760
Utilities $3,208 $3,166 $42
Total Expenditures $34,996 $38,965 -$3,969
Total Revenues Less Expenditures $7,268 $1,751 $5,517
$16K
$23K
$17K
$20K $18K
$70K
$27K
$21K
$48K
$39K
$35K
FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 0 $25K
$50K
$75K
35K
Valle Vista Lighting Dist.
FY26-27 Draft Budget Book | San Juan Bautista Page 39
Category FY 2027 Budgeted FY 2026 FY26 Budget
FY 2026 FY26 Budget vs.
FY 2027 FY27 Budget ($
Change)
Valle Vista Lighting District $34,996 $38,965 -$3,969
Total Expenditures $34,996 $38,965 -$3,969
Expenditures by Department
Valle Vista Lighting Dist.
FY26-27 Draft Budget Book | San Juan Bautista Page 40
COPPERLEAF COMMUNITY FACILITIES DISTRICT (CFD)(FUND 400) The Copperleaf Community Facilities District (CFD) continues to provide dedicated funding for the maintenance of neighborhood-specific infrastructure and enhanced service levels within the district. Revenues are generated through annual homeowner assessments, which are reviewed periodically and adjusted when necessary to address inflationary impacts and ongoing maintenance obligations.
District funds support services and improvements beyond standard municipal responsibilities, including landscaping, park maintenance, street trees, sidewalks, lighting, and other common-area infrastructure. These services help preserve neighborhood appearance, functionality, and long-term asset condition.
The district remains financially stable, supported by predictable assessment revenues and ongoing reserve planning. A multi-year landscaping agreement continues to provide cost stability and assist with long-term budget forecasting.
As maintenance costs continue to increase, the City will continue evaluating the long-term adequacy of assessment levels to ensure the district can sustainably meet future operational and infrastructure needs. City staff are planning a neighborhood meeting to review the financial status of the district, discuss future maintenance priorities, and evaluate whether a cost-of-living adjustment to assessments should be considered in future fiscal years.
The City will continue to monitor reserve levels, operational costs, and infrastructure conditions to ensure the district remains financially sustainable and capable of maintaining service expectations over the long term.
Summary
Revenues vs Expenditures Summary
Revenue Actual Revenue Budgeted Expenditures Actual
Expenditures Budgeted
2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027
0 $10K
$20K
$30K
$40K
CFD Z1 Copperleaf
FY26-27 Draft Budget Book | San Juan Bautista Page 41
Comprehensive Fund Summary
Comprehensive Fund Summary
Category
FY 2027 FY27
Budget
FY 2026 FY26
Budget
FY 2026 FY26
Budget vs. FY
2027 FY27
Budget ($
Change)
Revenues
Other Tax Revenues $32,895 $31,071 $1,824
Total Revenues $32,895 $31,071 $1,824
Expenditures
Wages & Benefits $5,688 $4,880 $808
Contractual and Other Services $19,260 $22,296 -$3,036
Utilities $905 $854 $51
Maintenance & Repair Services $1,322 $1,248 $74
Total Expenditures $27,175 $29,278 -$2,103
Total Revenues Less Expenditures $5,720 $1,793 $3,927
CFD Z1 Copperleaf
FY26-27 Draft Budget Book | San Juan Bautista Page 42
RANCHO VISTA COMMUNITY FACILITIES DISTRICT (CFD)(FUND 410) The Rancho Vista Community Facilities District (CFD) provides dedicated funding for the maintenance of neighborhoodspecific infrastructure and common-area improvements within the Rancho Vista subdivision. Revenues are generated through annual homeowner assessments, which are reviewed annually and may be adjusted for inflationary increases in accordance with district requirements. Any significant changes to assessment levels remain subject to property owner approval.
District funds are restricted to the maintenance of improvements and services above standard municipal responsibilities, including parks, trails, benches, retention basins, sidewalks, street trees, streetlights, and common-area landscaping. These improvements contribute to the long-term appearance, functionality, and quality of life within the neighborhood.
The City currently coordinates landscape maintenance services for the district through a contracted provider under a multi-year agreement, supporting operational consistency and cost predictability. Landscaping and maintenance activities continue to represent the district’s primary ongoing expenditure.
While the City has agreed to maintain the improvements within the district, formal acceptance of certain infrastructure improvements remains pending. The City will continue coordinating with the developer and City Engineer to complete inspections and confirm compliance with applicable construction and engineering standards prior to formal acceptance and commencement of warranty periods.
As operational and maintenance costs continue to rise, the City will continue evaluating the long-term adequacy of assessment revenues to ensure the district remains financially sustainable. Staff plan to meet with residents prior to the next fiscal year to review the district’s financial status, discuss maintenance priorities, and evaluate a proposed cost-ofliving adjustment to assessments.
The City will continue monitoring reserve levels, infrastructure conditions, and ongoing maintenance obligations to ensure the district remains capable of supporting long-term service and infrastructure needs.
Summary
Revenues vs Expenditures Summary
CFD Z2 Rancho Vista
FY26-27 Draft Budget Book | San Juan Bautista Page 43
Comprehensive Fund Summary
Revenue Actual Revenue Budgeted Expenditures Actual
Expenditures Budgeted
2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027
0 $25K
$50K
$75K
$100K
$125K
Comprehensive Fund Summary
Category
FY 2027 FY27
Budget
FY 2026 FY26
Budget
FY 2026 FY26
Budget vs. FY
2027 FY27
Budget ($
Change)
Revenues
Other Tax Revenues $74,120 $70,043 $4,077
Total Revenues $74,120 $70,043 $4,077
Expenditures
Wages & Benefits $5,688 $5,479 $209
Contractual and Other Services $26,160 $33,569 -$7,409
General & Admin. Expenses $7,687 $6,694 $993
Utilities $2,676 $2,527 $149
Maintenance & Repair Services $3,042 $2,874 $168
Total Expenditures $45,253 $51,143 -$5,890
Total Revenues Less Expenditures $28,867 $18,900 $9,967 CFD Z2 Rancho Vista
FY26-27 Draft Budget Book | San Juan Bautista Page 44
PARKING AND RESTROOM FUND (FUND 425)
The Parking and Restroom Fund supports visitor-serving infrastructure and amenities intended to enhance tourism, accessibility, and the overall public experience within San Juan Bautista. Funding is derived from a dedicated allocation of the City’s Transient Occupancy Tax (TOT), ensuring that tourism-related revenues are reinvested into facilities and improvements that support residents and visitors alike.
Fund resources are intended to support eligible capital improvements and maintenance activities associated with public restrooms, parking infrastructure, and other visitor-oriented amenities throughout the City. Previous investments have included the installation of public restroom facilities at Verutti Park and related improvements that support community events, tourism activity, and downtown visitation.
As tourism and community activity continue to grow, maintaining clean, accessible, and reliable public facilities remains an important operational and economic development priority. Future expenditures may include restroom improvements, parking-related infrastructure, accessibility upgrades, wayfinding, and other projects intended to improve the visitor experience and support downtown activity.
The City will continue evaluating long-term strategies to support parking management and visitor-serving infrastructure, including the potential implementation of paid parking or other revenue-generating programs that could provide additional dedicated funding for ongoing maintenance and future capital improvements.
This fund remains an important tool in supporting tourism, downtown activity, and the long-term maintenance of public amenities that contribute to the City’s economic vitality and historic character.
Summary
Revenues vs Expenditures Summary
Revenue Actual Revenue Budgeted Expenditures Actual
Expenditures Budgeted
2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027
0 $25K
$50K
$75K
$100K
$125K
Parking & Restroom Fund
FY26-27 Draft Budget Book | San Juan Bautista Page 45
Comprehensive Fund Summary
Comprehensive Fund Summary
Category
FY 2027 FY27
Budget
FY 2026 FY26
Budget
FY 2026 FY26
Budget vs. FY
2027 FY27
Budget ($
Change)
Revenues
Other Tax Revenues $28,000 $28,000 -
Total Revenues $28,000 $28,000 -
Expenditures
Total Expenditures - - -
Total Revenues Less Expenditures $28,000 $28,000 -
Parking & Restroom Fund
FY26-27 Draft Budget Book | San Juan Bautista Page 46
CITY COUNCIL (Dept. 10)
Department Overview
The City Council is a five-member legislative body responsible for establishing policies, setting priorities, and guiding the City’s strategic direction.
Organizational Structure and Staffing
The Council consists of five elected members supported by City staff for legislative, administrative, and operational functions.
Core Services / Functions
Policy development and governance
Strategic oversight and direction
Budget adoption and fiscal oversight
Community engagement and representation
Regional coordination
FY 2025/26 Highlights
Continued implementation of Strategic Plan initiatives
Strengthened organizational systems and financial controls Advanced capital and infrastructure projects
FY 2026/27 Budget Outlook
The budget maintains stable funding for Council operations, including training, memberships, and administrative support.
FY 2026/27 Priorities
Provide policy direction on capital projects
Guide fiscal sustainability efforts
Advance downtown planning initiatives
Promote transparency and public engagement
Strategic Plan Alignment
Transparent and Responsive Government
Organizational Capacity and Professionalization
Infrastructure Investment and Modernization
Economic Development and Community Vitality
City Council (Dept. 10)
FY26-27 Draft Budget Book | San Juan Bautista Page 47
City Council Organizational Chart
Expenditure Summary
Historical Expenditures Across Department
Chart Title
City Council
City Manager City Attorney City Treasurer (vacant)
Expenditures Actual Expenditures Budgeted
FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 0 $25K
$50K
$75K
$100K
$125K
$150K
$175K
City Council (Dept. 10)
FY26-27 Draft Budget Book | San Juan Bautista Page 48
Expenditures by Object
Historical Expenditures by Object
Materials & Parts Utilities Maintenance & Repair Services Other Personnel Expenses Contractual and Other Services General & Admin. Expenses Wages & Benefits
FY27 Expenditures by Object
General & Admin. Expenses $72,720 49.33%
Wages & Benefits $56,756 38.50%
Other Personnel Expenses $10,000 6.78%
Contractual and Other Services $7,450 5.05%
Utilities $500 0.34%
Category FY 2027 FY27 Budget FY 2026 FY26 Budget
FY 2026 FY26 Budget vs.
FY 2027 FY27 Budget ($
Change)
Wages & Benefits $56,756 $44,334 $12,422
Other Personnel Expenses $10,000 $10,000 -
Contractual and Other Services $7,450 $6,450 $1,000
General & Admin. Expenses $72,721 $11,300 $61,421
Utilities $500 $500 -
Total Expenditures $147,427 $72,584 $74,843
$77K
$21K $25K
$48K $48K
$39K
$73K
$54K
$91K
$73K
$$114477KK
FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 0 $50K
$100K
$150K
$200K
147K
Expenditures by Object
City Council (Dept. 10)
FY26-27 Draft Budget Book | San Juan Bautista Page 49
CITY ATTORNEY (Dept. 11)
Department Overview
The City Attorney provides legal services through a contracted law firm specializing in municipal law. Services include advising the City Council and staff, reviewing contracts, and ensuring compliance with applicable laws.
Organizational Structure and Staffing
Legal services are provided through a contract with outside counsel, offering expertise in municipal law, land use, contracts, and litigation.
Core Services / Functions
Legal advice and counsel
Contract and ordinance review
Litigation and risk management
Code enforcement legal support
Regulatory compliance
FY 2025/26 Highlights
Provided legal support for development agreements
Assisted with public safety and intergovernmental agreements Supported code enforcement and compliance efforts
Reviewed contracts and policy initiatives
FY 2026/27 Budget Outlook
The budget reflects continued reliance on contract legal services, with costs varying based on litigation, development activity, and policy initiatives.
FY 2026/27 Priorities
Support Strategic Plan initiatives
Provide legal guidance on development and infrastructure projects Maintain compliance with legal requirements
Conduct phased Municipal Code review
Strategic Plan Alignment
Transparent and Responsive Government
Economic Development and Historic Preservation
Organizational Capacity and Professionalization
City Attorney (Dept. 11)
FY26-27 Draft Budget Book | San Juan Bautista Page 50
City Attorney Organization Chart
Expenditure Summary
Historical Expenditures Across Department
Chart Title
City Council
City Attorney (contract
services)
Legal Counsel to City
Council
Ordinances, Resolutions,
Risk and Compliance
Expenditures Actual Expenditures Budgeted
FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 0 $100K
$200K
$300K
$400K
City Attorney (Dept. 11)
FY26-27 Draft Budget Book | San Juan Bautista Page 51
Expenditures by Object
Historical Expenditures by Object
Capital Outlay General & Admin. Expenses Maintenance & Repair Services Contractual and Other Services
FY27 Expenditures by Object
Contractual and Other Services $290,000 100.00%
Category FY 2027 Budgeted FY 2026 FY26 Budget
FY 2026 FY26 Budget
vs. FY 2027 Budgeted ($
Change)
Contractual and Other Services $290,000.00 $185,000.00 $105,000.00 Total Expenditures $290,000.00 $185,000.00 $105,000.00
$86K
$47K $39K $36K
$66K $68K
$$113399KK
$$332266KK
$$118855KK
$$229900KK
FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 0 $100K
$200K
$300K
$400K
290K
Expenditures by Object
City Attorney (Dept. 11)
FY26-27 Draft Budget Book | San Juan Bautista Page 52
CITY MANAGER (Dept. 12)
Department Overview
The City Manager’s Office provides executive leadership and is responsible for the administration of all City operations. The department ensures implementation of City Council policies, coordination across departments, and delivery of municipal services.
Organizational Structure and Staffing
The City Manager oversees all City operations. The Assistant to the City Manager supports daily operations and oversees Public Works, Library, and Recreation. The Planning Manager leads Community Development functions.
Core Services / Functions
Executive leadership and organizational oversight
Strategic planning and performance management
Budget development and fiscal coordination
Capital improvement and infrastructure planning
Intergovernmental coordination and partnerships
FY 2025/26 Highlights
Advanced implementation of the City’s Strategic Plan
Secured major federal financing for wastewater infrastructure Led capital improvement planning and budget alignment
Improved organizational structure and staffing efficiency FY 2026/27 Budget Outlook
The budget reflects a transition from organizational stabilization to focused implementation of strategic priorities, including infrastructure investment, economic development, and operational efficiency.
FY 2026/27 Priorities
Advance downtown economic development strategies
Implement major infrastructure projects
Strengthen fiscal sustainability and revenue strategies Improve internal processes and organizational efficiency Expand grant funding opportunities
Strategic Plan Alignment
Organizational Capacity and Professionalization
Infrastructure Investment and Modernization
City Manager (Dept. 12)
FY26-27 Draft Budget Book | San Juan Bautista Page 53
Transparent and Responsive Government
Outlook
The City Manager’s Office will continue focusing on high-impact initiatives that improve service delivery, strengthen financial sustainability, and support long-term community outcomes.
Expenditure Summary
Historical Expenditures Across Department
City Manager Organizational Chart
City Manager
Assistant to the City ManagerAdministrative Services DirectorPlanning Manager Building Official City Engineer Certified Public Account Expenditures Actual Expenditures Budgeted
FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 0 $25K
$50K
$75K
$100K
$125K
$150K
City Manager (Dept. 12)
FY26-27 Draft Budget Book | San Juan Bautista Page 54
Expenditures by Object
Historical Expenditures by Object
Materials & Parts Maintenance & Repair Services Contractual and Other Services Utilities Other Personnel Expenses General & Admin. Expenses Wages & Benefits
FY27 Expenditures by Object
Wages & Benefits $121,309 86.32%
Other Personnel Expenses $9,500 6.76%
General & Admin. Expenses $5,400 3.84%
Utilities $4,000 2.85%
Contractual and Other Services $325 0.23%
Category FY 2027 Budgeted FY 2026 FY26 Budget
FY 2026 FY26 Budget vs.
FY 2027 Budgeted ($
Change)
Wages & Benefits $121,309.00 $64,335.00 $56,974.00
Other Personnel Expenses $9,500.00 $9,500.00
Contractual and Other Services $325.00 $575.00 -$250.00 General & Admin. Expenses $5,400.00 $4,900.00 $500.00
Utilities $4,000.00 $4,000.00
Total Expenditures $140,534.00 $83,310.00 $57,224.00
$25K
$37K $32K
$48K
$42K
$71K
$79K $79K
$69K
$83K
$$114411KK
FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 0 $50K
$100K
$150K
141K
Expenditures by Object
City Manager (Dept. 12)
FY26-27 Draft Budget Book | San Juan Bautista Page 55
Administrative Services Department (Dept. 13)
Department Overview
The Administrative Services Department provides centralized support services essential to the efficient and compliant operation of all City departments. Core service areas include Human Resources, City Clerk functions, Information Technology coordination, and oversight of key vendor contracts. The Department supports organizational effectiveness, regulatory compliance, transparency, and continuity of operations.
Organizational Structure and Staffing
The Department is led by the Administrative Services Director, who also serves as the City Clerk. This role provides integrated oversight of administrative and legislative functions. The Department works in close coordination with the Finance Department to support payroll, accounts payable, revenue processing, and budget administration.
Core Services / Functions
City Clerk and legislative support services
Human Resources administration and risk management
Information Technology coordination and vendor oversight Records management and Public Records Act compliance
Administrative and operational support to City departments FY 2025/26 Highlights
Continued coordination of Citywide administrative and legislative functions Ongoing support for financial operations in collaboration with Finance Advancement of records management and compliance processes Strengthened coordination of IT services and vendor contracts FY 2026/27 Budget Outlook
The FY 2026/27 budget reflects continued investment in organizational efficiency, technology, and standardized processes. The Department will focus on improving access to information, enhancing compliance, and supporting Citywide operational needs through centralized administrative services.
FY 2026/27 Priorities
Expand records digitization and document management practices Improve agenda management and legislative processes
Enhance website accessibility and compliance
Standardize Citywide documents and templates
Strengthen Human Resources programs and policy implementation Improve payroll tracking and cost allocation methods
Administration Svc. (Dept. 13)
FY26-27 Draft Budget Book | San Juan Bautista Page 56
Strategic Plan Alignment
Organizational Capacity and Professionalization
Transparent and Responsive Government
Economic Development
Outlook
The Department will continue to focus on modernization, standardization, and improved service delivery through technology and coordinated administrative support.
Administrative Services Organizational Chart
Administrative Services
Director/City Clerk (1 FTE
Finance and
Administrative Office Clerk
(1 FTE)
Provides billing, collections,
cashiering, payroll
and customer service
support
Office Assistant (1 FTE)
Provides accounts payable,
clerical, records, and
customer service support
Administration Svc. (Dept. 13)
FY26-27 Draft Budget Book | San Juan Bautista Page 57
Expenditure Summary
Historical Expenditures Across Department
Expenditures by Object
Historical Expenditures by Object
Materials & Parts Capital Outlay Maintenance & Repair Services Utilities Other Personnel Expenses General & Admin. Expenses Contractual and Other Services Wages & Benefits
Expenditures Actual Expenditures Budgeted
FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 0 $50K
$100K
$150K
$200K
$250K
$300K
$$110044KK $$110044KK
$$112277KK
$92K $96K $$110033KK
$$222233KK
$$117766KK
$$228822KK
$$114400KK
$$116633KK
FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 0 $100K
$200K
$300K
Administration Svc. (Dept. 13)
FY26-27 Draft Budget Book | San Juan Bautista Page 58
FY27 Expenditures by Object
Wages & Benefits $68,952 42.41%
Contractual and Other Services $58,125 35.75%
General & Admin. Expenses $21,500 13.22%
Other Personnel Expenses $11,400 7.01%
Utilities $2,600 1.60%
Category FY 2027 Budgeted FY 2026 FY26 Budget
FY 2026 FY26 Budget
vs. FY 2027 Budgeted ($
Change)
Wages & Benefits $68,952.00 $109,930.00 -$40,978.00
Other Personnel Expenses $11,400.00 $3,100.00 $8,300.00 Contractual and Other Services $58,125.00 $450.00 $57,675.00 General & Admin. Expenses $21,500.00 $24,400.00 -$2,900.00 Utilities $2,600.00 $2,600.00
Total Expenditures $162,577.00 $140,480.00 $22,097.00
163K
Expenditures by Object
Administration Svc. (Dept. 13)
FY26-27 Draft Budget Book | San Juan Bautista Page 59
City Treasurer (Dept. 14)
The City Treasurer is an appointed position responsible for advising on treasury and investment activities. Although the position is currently vacant, the City continues to allocate a portion of administrative overhead to this department in anticipation of future appointment and to maintain compliance with budget accounting practices.
FY 2025/26 Budget Outlook
The budget maintains a placeholder for general government cost allocations and a modest training allowance. No direct personnel expenditures are anticipated while the position remains unfilled. Strategic oversight functions previously associated with the City Treasurer are expected to be incorporated into the proposed Budget and Finance Committee, which will include participation from the Mayor, City Manager, and designated staff.
Planned Priorities
Establishment of the Budget and Finance Committee to assume key fiscal review responsibilities.
Maintain compliance with investment policy reporting and fiscal transparency obligations.
Evaluate whether to recruit for or restructure the Treasurer role based on administrative needs and governance efficiency.
Strategic Plan Alignment
Transparent and Responsive Government
Organizational Capacity
City Treasurer Organizational Chart
City Council
City Treasuer
City Treasurer (Dept. 14)
FY26-27 Draft Budget Book | San Juan Bautista Page 60
Expenditure Summary
Historical Expenditures Across Department
Expenditures by Object
Historical Expenditures by Object
Utilities General & Admin. Expenses Wages & Benefits
Expenditures Actual Expenditures Budgeted
FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 0 $250
$500
$750
$1,000
$1,250
$1,500
$1,750
$815
$379
$480
$297
$703
$$$111,,,000666999 $$$111,,,111222222
$800
$$$111,,,444555000
$$$111,,,222000000
FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 0 $500
$1,000
$1,500
$2,000
City Treasurer (Dept. 14)
FY26-27 Draft Budget Book | San Juan Bautista Page 61
FY27 Expenditures by Object
Wages & Benefits $1,200 100.00%
Category FY 2027 Budgeted FY 2026 FY26 Budget
FY 2026 FY26 Budget vs.
FY 2027 Budgeted ($
Change)
Wages & Benefits $1,200.00 $1,200.00
General & Admin. Expenses $250.00 -$250.00
Total Expenditures $1,200.00 $1,450.00 -$250.00
1.2K
Expenditures by Object
City Treasurer (Dept. 14)
FY26-27 Draft Budget Book | San Juan Bautista Page 62
Finance Department (Dept. 15)
Department Overview
The Finance Department manages the City’s core fiscal operations, including budget development, financial reporting, and oversight. In coordination with Administrative Services, the Department ensures accurate financial management, transparency, and compliance with regulatory requirements.
Organizational Structure and Staffing
The Department is anchored by the City Accountant and supported through coordination with Administrative Services, which oversees payroll, accounts payable, and revenue processing functions.
Core Services / Functions
Budget development and financial planning
Financial reporting and audit coordination
Accounts payable and revenue management
Utility billing and financial system administration
Policy development and fiscal controls
FY 2025/26 Highlights
Completed FY 2024/25 audit with full compliance
Improved financial reporting through MIP system enhancements Reorganized Chart of Accounts for better tracking
Implemented updated financial and administrative policies Strengthened revenue collection through utility account review Established formal Purchase Order policy
FY 2026/27 Budget Outlook
The FY 2026/27 budget includes continued investment in staffing, financial systems, and process improvements to support increasing demands for reporting, compliance, and long-term financial planning.
FY 2026/27 Priorities
Expand use of MIP for forecasting and fund tracking
Improve capital project financial coordination
Enhance staff financial training and documentation
Implement improved budgeting workflows in ClearGov
Modernize utility billing system (MuniBilling SaaS)
Develop formal collections policy
Finance (Dept. 15)
FY26-27 Draft Budget Book | San Juan Bautista Page 63
Strategic Plan Alignment
Organizational Capacity and Professionalization
Transparent and Responsive Government
Outlook
The Department will continue to strengthen financial systems, improve transparency, and support long-term fiscal sustainability.
Finance Department Organizational Chart
Administrative Services
Director
Finance and
Administrative Office Clerk
(1 FTE)
Provides billing, collections,
cashiering, payroll
and customer service
support
Office Assistant (1 FTE)
Provides accounts payable,
clerical, records, and
customer service support
Finance (Dept. 15)
FY26-27 Draft Budget Book | San Juan Bautista Page 64
Expenditure Summary
Historical Expenditures Across Department
Expenditures by Object
Historical Expenditures by Object
Capital Outlay Materials & Parts Maintenance & Repair Services Other Personnel Expenses Utilities General & Admin. Expenses Contractual and Other Services Wages & Benefits
Expenditures Actual Expenditures Budgeted
FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 0 $50K
$100K
$150K
$200K
$250K
$300K
$$114400KK
$$115544KK
$$116622KK $$115588KK $$116655KK
$$220099KK
$$226600KK
$$119922KK
$$226655KK
$$223399KK
$$227788KK
FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 0 $100K
$200K
$300K
Finance (Dept. 15)
FY26-27 Draft Budget Book | San Juan Bautista Page 65
FY27 Expenditures by Object
Wages & Benefits $150,372 54.04%
Contractual and Other Services $110,150 39.58%
General & Admin. Expenses $12,050 4.33%
Utilities $2,700 0.97%
Other Personnel Expenses $2,600 0.93%
Materials & Parts $403 0.14%
Category FY 2027 Budgeted FY 2026 FY26 Budget
FY 2026 FY26 Budget
vs. FY 2027 Budgeted ($
Change)
Wages & Benefits $150,372.00 $127,804.00 $22,568.00
Other Personnel Expenses $2,600.00 $2,100.00 $500.00
Contractual and Other Services $110,150.00 $97,075.00 $13,075.00 General & Admin. Expenses $12,050.00 $9,750.00 $2,300.00 Utilities $2,700.00 $2,700.00
Materials & Parts $403.00 $403.00
Total Expenditures $278,275.00 $239,429.00 $38,846.00
278K
Expenditures by Object
Finance (Dept. 15)
FY26-27 Draft Budget Book | San Juan Bautista Page 66
Engineering (Dept. 19)
Department Overview
The Engineering Department provides technical oversight for infrastructure planning, capital projects, and development review, supporting City operations and long-term infrastructure needs.
Organizational Structure and Staffing
Engineering services are provided through a contract with MNS Engineers (aka BKF Engineering), working in coordination with Community Development and Public Works.
Core Services / Functions
Capital improvement planning and project management
Development review and infrastructure coordination
Utility and drainage system oversight
Grant-funded project support
Technical support for City departments
FY 2025/26 Highlights
Continued coordination on capital improvement projects
Supported development review and permitting
Assisted with grant-funded infrastructure projects
Participated in Citywide fee study
FY 2026/27 Budget Outlook
The budget continues reliance on contracted engineering services to provide flexibility and specialized expertise while supporting capital project delivery.
FY 2026/27 Priorities
Advance capital improvement projects
Support development-related infrastructure review
Coordinate grant-funded project implementation
Improve project delivery and interdepartmental coordination Strategic Plan Alignment
Infrastructure Investment and Modernization
Organizational Capacity and Professionalization
Transparent and Responsive Government
Engineering (Dept. 19)
FY26-27 Draft Budget Book | San Juan Bautista Page 67
Expenditure Summary
Historical Expenditures Across Department
Chart Title
City Manager
Engineering Department
Contract Services
Public Works Department Planning Department
Expenditures Actual Expenditures Budgeted
FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 0 $100K
$200K
$300K
$400K
Engineering (Dept. 19)
FY26-27 Draft Budget Book | San Juan Bautista Page 68
Expenditures by Object
Historical Expenditures by Object
Maintenance & Repair Services Utilities Wages & Benefits Capital Outlay General & Admin. Expenses Contractual and Other Services Other Personnel Expenses
FY27 Expenditures by Object
No data available
Category FY 2027 Budgeted FY 2026 FY26 Budget
FY 2026 FY26 Budget vs.
FY 2027 Budgeted ($
Change)
Contractual and Other Services $263,000.00 -$263,000.00 General & Admin. Expenses $1,500.00 -$1,500.00
Total Expenditures $264,500.00 -$264,500.00
$11K
$$221177KK
$$116699KK
$$228877KK
$$334488KK
$$224466KK
$2K $2K $0K
$$226655KK
0 FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 0 $100K
$200K
$300K
$400K
Expenditures by Object
Engineering (Dept. 19)
FY26-27 Draft Budget Book | San Juan Bautista Page 69
Public Works
Department Overview
The Public Works Department maintains the City’s critical infrastructure, including streets, parks, water and sewer systems, storm drains, and public facilities. The team delivers responsive daily operations while supporting major capital improvements that shape San Juan Bautista’s future.
FY 2024/25 Accomplishments
Successfully filled a full-time maintenance worker position and hired a provisional full-time maintenance staffer, with the goal of converting this role into a permanent appointment.
Provided vital support to the Sewer Force Main to Hollister project—one of the City’s largest infrastructure initiatives.
Maintained daily operations across utilities, facilities, and public spaces, ensuring service continuity and quality.
Collaborated closely with the Deputy City Engineer from MNS Engineers, enhancing project coordination and delivery.
FY 2025/26 Budget Outlook
The FY 25/26 budget reflects staffing stabilization following prior vacancies. Operational leadership now reports to the Assistant to the City Manager, facilitating greater alignment with other community-serving departments such as Recreation, Library, and Public Safety. The department continues to rely on both in-house and contract engineering expertise.
Planned Priorities
Support implementation of the Storm Water Master Plan and sidewalk/ADA upgrades.
Advance infrastructure modernization with targeted projects: lift station upgrades, street improvements, and facility maintenance.
Coordinate with the City Engineer to complete the Sewer Force Main and initiate water import system improvements.
Enhance preventive maintenance, asset management, and service responsiveness.
Strategic Plan Alignment
Infrastructure Investment and Modernization
Transparent and Responsive Government
Organizational Capacity and Service Professionalization Public Works
FY26-27 Draft Budget Book | San Juan Bautista Page 70
Expenditure Summary
Historical Expenditures Across Department
Public Works Department
Assistant to the City Manager Oversees Public Works
coordinating operations &maintenance of City
infrastructure & facilities.
Public Works Supervisor (1
FTE)
Supervises PW operations
and staff; oversees maint of City infrastructure,
facilities & service
PW Maintenance II (1 FTE) -
Fleet Performs and oversees maintenance and repair City vehicles and equipment
PW Maintenance Worker II
- Grounds & Landscaping Maintains City parks,
landscaping, and public
spaces, and general upkeep
PW Maintenance Worker II
- Water Maintains and operates the City’s water distribution system PW Maintenance Worker II
- General Maintenance Performs a variety of maintenance and repair work across streets, facilities, infrastructure
PW Maintenance Worker I
(.5 FTE) Performs routine City maintenance duties
including
and general upkeep of public areas.
Expenditures Actual Expenditures Budgeted
FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 0 $100K
$200K
$300K
$400K
$500K
$600K
Public Works
FY26-27 Draft Budget Book | San Juan Bautista Page 71
Expenditures by Object
Historical Expenditures by Object
Other Personnel Expenses General & Admin. Expenses Utilities Contractual and Other Services Materials & Parts Maintenance & Repair Services Capital Outlay Wages & Benefits
FY27 Expenditures by Object
Wages & Benefits $296,856 64.29%
Maintenance & Repair Services $42,802 9.27%
Contractual and Other Services $37,768 8.18%
Utilities $32,400 7.02%
Materials & Parts $24,900 5.39%
General & Admin. Expenses $18,750 4.06%
Other Personnel Expenses $8,250 1.79%
Category FY 2027 Budgeted FY 2026 FY26 Budget
FY 2026 FY26 Budget
vs. FY 2027 Budgeted ($
Change)
Wages & Benefits $296,856.00 $320,974.00 -$24,118.00
Other Personnel Expenses $8,250.00 $7,400.00 $850.00
Contractual and Other Services $37,768.00 $34,600.00 $3,168.00 General & Admin. Expenses $18,750.00 $17,925.00 $825.00 Utilities $32,400.00 $32,400.00
Materials & Parts $24,900.00 $22,150.00 $2,750.00
Maintenance & Repair Services $42,802.00 $41,900.00 $902.00 $$228855KK $$226644KK
$$556677KK
$$338877KK
$$332255KK $$333377KK
$$441100KK
$$331177KK
$$337722KK
$$447777KK $$446622KK
FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 0 $200K
$400K
$600K
462K
Expenditures by Object
Public Works
FY26-27 Draft Budget Book | San Juan Bautista Page 72
Category FY 2027 Budgeted FY 2026 FY26 Budget
FY 2026 FY26 Budget
vs. FY 2027 Budgeted ($
Change)
Total Expenditures $461,726.00 $477,349.00 -$15,623.00
Public Works
FY26-27 Draft Budget Book | San Juan Bautista Page 73
Public Works Streets (Dept. 40)
Expenditure Summary
Historical Expenditures Across Division
Expenditures by Object
Historical Expenditures by Object
Utilities Other Personnel Expenses General & Admin. Expenses Maintenance & Repair Services Contractual and Other Services Materials & Parts Capital Outlay Wages & Benefits
Expenditures Actual Expenditures Budgeted
FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 0 $50K
$100K
$150K
$200K
$250K
$96K
$$110055KK
$$118844KK
$$223355KK
$$113344KK
$$117722KK
$$115522KK
$$113399KK
$$119955KK $$119977KK
FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 0 $100K
$200K
$300K
PW Streets (Dept. 40)
FY26-27 Draft Budget Book | San Juan Bautista Page 74
FY27 Expenditures by Object
Wages & Benefits $124,259 63.21%
Contractual and Other Services $25,000 12.72%
Maintenance & Repair Services $18,583 9.45%
Materials & Parts $14,400 7.33%
General & Admin. Expenses $6,750 3.43%
Other Personnel Expenses $5,375 2.73%
Utilities $2,200 1.12%
Category FY 2026 Actual FY 2027 Budgeted
Wages & Benefits $62,606.45 $124,259.00
Other Personnel Expenses $1,352.26 $5,375.00
Contractual and Other Services $3,645.80 $25,000.00
General & Admin. Expenses $3,913.33 $6,750.00
Utilities $1,104.27 $2,200.00
Materials & Parts $4,787.25 $14,400.00
Maintenance & Repair Services $4,376.42 $18,583.00
Total Expenditures $81,785.78 $196,567.00
197K
Expenditures by Object
PW Streets (Dept. 40)
FY26-27 Draft Budget Book | San Juan Bautista Page 75
Public Works Buildings and Grounds (Dept. 44)
Expenditure Summary
Historical Expenditures Across Division
Expenditures by Object
Historical Expenditures by Object
Other Personnel Expenses Materials & Parts Contractual and Other Services General & Admin. Expenses Maintenance & Repair Services Utilities Capital Outlay Wages & Benefits
Expenditures Actual Expenditures Budgeted
FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 0 $100K
$200K
$300K
$400K
$500K
$$118899KK
$$115599KK
$$338833KK
$$115522KK
$$119900KK
$$333377KK
$$223388KK
$$116644KK
$$223333KK
$$228822KK $$226655KK
FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 0 $100K
$200K
$300K
$400K
$500K
PW Building and Grounds (Dept. 44)
FY26-27 Draft Budget Book | San Juan Bautista Page 76
FY27 Expenditures by Object
Wages & Benefits $172,597 65.09%
Utilities $30,200 11.39%
Maintenance & Repair Services $24,219 9.13%
Contractual and Other Services $12,768 4.82%
General & Admin. Expenses $12,000 4.53%
Materials & Parts $10,500 3.96%
Other Personnel Expenses $2,875 1.08%
Category FY 2026 Actual FY 2027 Budgeted
Wages & Benefits $86,797.57 $172,597.00
Other Personnel Expenses $150.00 $2,875.00
Contractual and Other Services $4,261.74 $12,768.00
General & Admin. Expenses $12,637.03 $12,000.00
Utilities $23,843.01 $30,200.00
Materials & Parts $2,247.41 $10,500.00
Maintenance & Repair Services $41,698.34 $24,219.00
Total Expenditures $171,635.10 $265,159.00
265K
Expenditures by Object
PW Building and Grounds (Dept. 44)
FY26-27 Draft Budget Book | San Juan Bautista Page 77
Community Services
Expenditure Summary
Historical Expenditures Across Division
Community Services Department
Assistant to City Manager Oversees library and Parks
and Recreation
operations and staff
Library Technician Lead
(.75 FTE)
Leads daily library
operations; coordinates staff
and supports patron
services
Library Technician (1 FTE) Provides patron assistance,
circulation services,
and general library support
Recreation Assistant (.05
FTE)
Supports and implements
recreation programs,
activities, and community
events.
Expenditures Actual Expenditures Budgeted
FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 0 $500
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
Community Services
FY26-27 Draft Budget Book | San Juan Bautista Page 78
Expenditures by Object
Historical Expenditures by Object
General & Admin. Expenses
FY27 Expenditures by Object
General & Admin. Expenses $3,000 100.00%
Category FY 2026 Actual FY 2027 Budgeted
General & Admin. Expenses $118.93 $3,000.00
Total Expenditures $118.93 $3,000.00
$0K 0
$3K
FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 0 $1K
$2K
$3K
$4K
3K
Expenditures by Object
Community Services
FY26-27 Draft Budget Book | San Juan Bautista Page 79
City Library (Dept. 16)
Department Overview
The San Juan Bautista City Library continues to serve as a central hub for community learning, engagement, and connection. Open six days a week, the Library operates year-round with modified hours during Daylight Saving Time (March through October: Monday–Friday 11 AM–6 PM, Saturday 11 AM–2 PM; and closing at 5 PM during the winter season).
The Library is fully staffed by dedicated part-time personnel who demonstrate exceptional commitment to the City’s educational and cultural mission.
FY 2024/25 Accomplishments
Hosted a wide range of events including Town Halls, community meetings, and library programs in partnership with nonprofits and local businesses.
Maintained consistent operating hours and provided continuity of service despite staff transitions.
Strengthened its role as a community anchor through programs hosted both within the Library and at Carl Martin Luck Memorial Park.
FY 2025/26 Budget Outlook
The FY 25/26 budget reflects the City’s ongoing commitment to maintaining six-day service and improving resiliency in Library operations.
Departmental Transition
Under the direction of the City Manager, the City is developing a transition plan to integrate the Recreation and Library departments into a single, unified Community Services Department. This structural shift will enhance collaboration, streamline staffing, and improve service delivery to the public.
Planned Priorities
Expand programming in partnership with local organizations.
Explore grant funding to support technology and facility upgrades.
Plan for a future review of Library Services and space utilization.
Strategic Plan Alignment
Recreation and Community Vitality
Organizational Capacity and Professionalization
Expenditure Summary
Historical Expenditures Across Division
City Library (Dept. 16)
FY26-27 Draft Budget Book | San Juan Bautista Page 80
Expenditures by Object
Historical Expenditures by Object
Other Personnel Expenses Contractual and Other Services Materials & Parts Maintenance & Repair Services Capital Outlay Utilities
General & Admin. Expenses Wages & Benefits
Expenditures Actual Expenditures Budgeted
FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 0 $50K
$100K
$150K
$200K
$66K
$52K
$$110066KK
$56K
$81K $85K
$98K
$78K
$$111111KK
$$116688KK
$$118877KK
FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 0 $50K
$100K
$150K
$200K
City Library (Dept. 16)
FY26-27 Draft Budget Book | San Juan Bautista Page 81
FY27 Expenditures by Object
Wages & Benefits $149,492 80.14%
Utilities $16,120 8.64%
General & Admin. Expenses $12,125 6.50%
Contractual and Other Services $4,000 2.14%
Materials & Parts $3,300 1.77%
Maintenance & Repair Services $1,500 0.80%
Category FY 2026 Actual FY 2027 Budgeted
Wages & Benefits $45,437.36 $149,492.00
Contractual and Other Services $1,345.57 $4,000.00
General & Admin. Expenses $3,217.43 $12,125.00
Utilities $3,518.00 $16,120.00
Materials & Parts $291.58 $3,300.00
Maintenance & Repair Services $496.00 $1,500.00
Total Expenditures $54,305.94 $186,537.00
187K
Expenditures by Object
City Library (Dept. 16)
FY26-27 Draft Budget Book | San Juan Bautista Page 82
Parks and Recreation (Dept. 33)
Department Overview
The Recreation Department continues to play a vital role in enhancing community engagement, wellness, and quality of life for residents of all ages. Through a diverse range of programming and successful community events, the department has become a valued resource, particularly for youth and seniors.
FY 2025/26 Budget Outlook
In FY 2024/25, the part-time Recreation Assistant position transitioned into a full-time Recreation Coordinator role. The FY 2025/26 budget continues to support this position, enabling the department to:
Expand recreational offerings and city-hosted events
Oversee the $30,000 nonprofit support fund, which facilitates grants to organizations that serve local residents Deepen engagement with volunteers and civic partners
Departmental Transition
Under the direction of the City Manager, the City is developing a transition plan to integrate the Recreation and Library departments into a single, unified Community Services Department. This structural shift will enhance collaboration, streamline staffing, and improve service delivery to the public.
Strategic Plan Alignment
Community Vitality: Providing equitable access to high-quality programs and amenities Transparent and Responsive Government: Enhancing coordination and maximizing community benefit Organizational Capacity: Advancing professionalization and efficient service models Outlook
With full-time staffing secured and a departmental merger on the horizon, the Recreation program is poised for expanded impact in FY 2025/26. The City aims to build a more integrated model of community services that unifies library and recreation under a common vision for public benefit.
Expenditure Summary
Historical Expenditures Across Division
Parks and Rec. (Dept. 33)
FY26-27 Draft Budget Book | San Juan Bautista Page 83
Expenditures by Object
Historical Expenditures by Object
Contractual and Other Services Utilities Materials & Parts Other Personnel Expenses General & Admin. Expenses Wages & Benefits Expenditures Actual Expenditures Budgeted
FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 0 $25K
$50K
$75K
$100K
$125K
$150K
0 $20K
$78K
$$113344KK
$62K
FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 0 $50K
$100K
$150K
Parks and Rec. (Dept. 33)
FY26-27 Draft Budget Book | San Juan Bautista Page 84
FY27 Expenditures by Object
Wages & Benefits $49,795 79.74%
Materials & Parts $6,250 10.01%
Other Personnel Expenses $4,000 6.41%
General & Admin. Expenses $1,400 2.24%
Utilities $1,000 1.60%
Category FY 2026 Actual FY 2027 Budgeted
Wages & Benefits $51,880.50 $49,795.00
Other Personnel Expenses $4,000.00
General & Admin. Expenses $2,262.68 $1,400.00
Utilities $564.76 $1,000.00
Materials & Parts $6,250.00
Total Expenditures $54,707.94 $62,445.00
62.4K
Expenditures by Object
Parks and Rec. (Dept. 33)
FY26-27 Draft Budget Book | San Juan Bautista Page 85
Public Safety
Department Overview
Public Safety services are delivered through contracts with regional partners for fire protection, emergency medical services, and law enforcement.
Organizational Structure and Staffing
Services are provided through contracts with the City of Hollister (Fire/EMS) and San Benito County Sheriff’s Office (Law Enforcement), with City oversight provided by the Assistant to the City Manager.
Core Services / Functions
Fire protection and emergency medical services
Law enforcement services
Contract oversight and service coordination
Emergency preparedness and response planning
Public safety infrastructure and technology
FY 2025/26 Highlights
Extended Fire Services Agreement through 2029
Continued coordination with Sheriff’s Office
Expanded use of public safety technology tools
Participated in regional fire service planning efforts
FY 2026/27 Budget Outlook
The budget reflects continued contract service costs and long-term planning for service delivery, infrastructure, and equipment replacement.
FY 2026/27 Priorities
Maintain oversight of public safety contracts
Participate in regional fire district feasibility study Evaluate long-term service delivery models
Invest in safety technology and infrastructure
Strategic Plan Alignment
Transparent and Responsive Government
Infrastructure Investment and Modernization
Organizational Capacity and Professionalization
Community Vitality
Public Safety
FY26-27 Draft Budget Book | San Juan Bautista Page 86
Outlook
The City will maintain service stability while evaluating long-term governance and delivery options through regional collaboration.
Expenditure Summary
Historical Expenditures Across Department
Chart Title
Assistant to the City
Manager
Emergency Services
Contract Manager
Fire Protection Services
City of Hollister
Law Enforcement Services
San Benito County Sheriff's
Office
Expenditures Actual Expenditures Budgeted
FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 0 $250K
$500K
$750K
$1,000K
Public Safety
FY26-27 Draft Budget Book | San Juan Bautista Page 87
Expenditures by Object
Historical Expenditures by Object
Other Personnel Expenses General & Admin. Expenses Materials & Parts Maintenance & Repair Services Utilities Capital Outlay
Wages & Benefits Contractual and Other Services
FY27 Expenditures by Object
Contractual and Other Services $771,612 82.02%
Capital Outlay $100,000 10.63%
Wages & Benefits $52,456 5.58%
Materials & Parts $7,500 0.80%
Utilities $5,000 0.53%
General & Admin. Expenses $4,200 0.45%
Category FY 2027 Budgeted FY 2026 FY26 Budget
FY 2026 FY26 Budget
vs. FY 2027 Budgeted ($
Change)
Wages & Benefits $52,456.00 $96,252.00 -$43,796.00
Contractual and Other Services $771,612.00 $704,290.00 $67,322.00 General & Admin. Expenses $4,200.00 $4,200.00
Utilities $5,000.00 $3,500.00 $1,500.00
Materials & Parts $7,500.00 $150.00 $7,350.00
Capital Outlay $100,000.00 $100,000.00
Total Expenditures $940,768.00 $904,192.00 $36,576.00
$$221188KK
$$332266KK
$$550000KK
$$559933KK
$$665555KK $$662222KK $$559900KK
$$448811KK
$$779999KK
$$990044KK
$$994411KK
FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 0 $250K
$500K
$750K
$1,000K
941K
Expenditures by Object
Public Safety
FY26-27 Draft Budget Book | San Juan Bautista Page 88
Fire and EMS (Dept. 20)
Department Overview
Fire and emergency medical services are provided through a contract with the City of Hollister, ensuring reliable emergency response.
Organizational Structure and Staffing
Operations are managed by the City of Hollister, with the City maintaining ownership of facilities and apparatus.
Core Services / Functions
Fire suppression and emergency response
Emergency medical services
Fire station and apparatus maintenance
Regional coordination and planning
FY 2025/26 Highlights
Extended Fire Services Agreement through 2029
Participated in regional fire district feasibility study Expenditure Summary
Historical Expenditures Across Division
Expenditures Actual Expenditures Budgeted
FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 0 $200K
$400K
$600K
$800K
Fire and EMS (Dept. 20)
FY26-27 Draft Budget Book | San Juan Bautista Page 89
Expenditures by Object
Historical Expenditures by Object
Other Personnel Expenses General & Admin. Expenses Materials & Parts Maintenance & Repair Services Utilities Wages & Benefits Capital Outlay Contractual and Other Services
FY27 Expenditures by Object
Contractual and Other Services $553,862 82.98%
Capital Outlay $100,000 14.98%
Materials & Parts $7,500 1.12%
Utilities $3,500 0.52%
General & Admin. Expenses $2,600 0.39%
Category FY 2026 Actual FY 2027 Budgeted
Wages & Benefits $1,125.53
Contractual and Other Services $243,996.07 $553,862.00
General & Admin. Expenses $2,600.00
Utilities $1,503.24 $3,500.00
Materials & Parts $7,500.00
Capital Outlay $100,000.00
Total Expenditures $246,624.84 $667,462.00
$$118855KK
$$224411KK
$$330099KK $$228811KK$$331100KK $$228822KK $$227733KK
$$222277KK
$$446655KK
$$660022KK
$$666677KK
FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 -$250K
0 $250K
$500K
$750K
667K
Expenditures by Object
Fire and EMS (Dept. 20)
FY26-27 Draft Budget Book | San Juan Bautista Page 90
Law Enforcement (Dept. 30)
Department Overview
Law enforcement services are provided through a contract with the San Benito County Sheriff’s Office, with City oversight of service levels and performance.
Organizational Structure and Staffing
The City is served by one full-time Sheriff’s Deputy, with oversight provided by the Assistant to the City Manager.
Core Services / Functions
Patrol and law enforcement services
Crime prevention and investigation
Contract oversight and coordination
Emergency response and public safety support
Technology-based policing tools
FY 2025/26 Highlights
Maintained contract service with one deputy
Expanded use of Flock camera system
Continued coordination with Sheriff’s Office leadership FY 2026/27 Budget Outlook
The budget reflects continued contract services with limited expansion capacity due to staffing constraints.
FY 2026/27 Priorities
Maintain contract service levels
Evaluate and update law enforcement contract
Expand use of public safety technology
Coordinate emergency preparedness efforts
Expenditure Summary
Historical Expenditures Across Division
Law Enforcement (Dept. 30)
FY26-27 Draft Budget Book | San Juan Bautista Page 91
Expenditures by Object
Historical Expenditures by Object
Utilities General & Admin. Expenses Wages & Benefits
Contractual and Other Services
Expenditures Actual Expenditures Budgeted
FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 0 $100K
$200K
$300K
$400K
$33K
$81K
$$118866KK
$$330088KK
$$334422KK $$333388KK
$$331166KK
$$225544KK
$$333344KK
$$330011KK
$$227722KK
FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 0 $100K
$200K
$300K
$400K
Law Enforcement (Dept. 30)
FY26-27 Draft Budget Book | San Juan Bautista Page 92
FY27 Expenditures by Object
Contractual and Other Services $216,750 79.60%
Wages & Benefits $52,456 19.26%
General & Admin. Expenses $1,600 0.59%
Utilities $1,500 0.55%
Category FY 2026 Actual FY 2027 Budgeted
Wages & Benefits $73,500.94 $52,456.00
Contractual and Other Services $92,924.00 $216,750.00
General & Admin. Expenses $535.40 $1,600.00
Utilities $360.57 $1,500.00
Total Expenditures $167,320.91 $272,306.00
272K
Expenditures by Object
Law Enforcement (Dept. 30)
FY26-27 Draft Budget Book | San Juan Bautista Page 93
Animal Control (Dept. 36)
Overview
The City of San Juan Bautista does not currently operate a dedicated animal control program. Animal-related service requests, including stray animals and welfare concerns, are addressed on a limited basis through the City’s Code Enforcement and community safety functions.
While this approach provides a basic level of response, the City recognizes the need for a more structured and sustainable model to address animal control services.
Current Conditions
Animal control services remain limited in scope due to staffing and resource constraints. The City does not maintain a formal program or dedicated facility for animal intake, holding, or transport.
As a result:
Response capabilities are constrained
Long-term care and placement options are limited
Reliance on informal or case-by-case solutions persists FY 2026–27 Focus
The City is actively exploring regional partnerships to establish a more reliable and cost-effective approach to animal control services. Efforts are focused on:
Evaluating opportunities to partner with neighboring jurisdictions Identifying service models that balance cost with community needs Exploring shared or contracted service options
In addition, the City continues to assess small-scale infrastructure improvements, such as temporary holding capabilities, to support emergency response and coordination with regional providers.
Strategic Alignment
Efforts to improve animal control services support broader City priorities, including:
Responsive Government: Addressing community service needs through improved coordination and service delivery Organizational Capacity: Identifying efficient service models within a constrained resource environment Community Vitality: Promoting public safety and humane treatment of animals Outlook
While a full-service animal control program is not currently in place, the City is taking a measured and strategic approach to expanding service capacity. Through regional collaboration and incremental improvements, San Juan Bautista is working toward a more consistent, responsive, and financially sustainable model for animal control services.
Animal Control (Dept. 36)
FY26-27 Draft Budget Book | San Juan Bautista Page 94
Expenditure Summary
Historical Expenditures Across Division
Expenditures by Object
Historical Expenditures by Object
Contractual and Other Services
Expenditures Actual Expenditures Budgeted
FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 0 $1K
$2K
$3K
$4K
$5K
$6K
$4K
$6K
$5K
$3K $3K
$1K
$0K $0K
$1K $1K
FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 0 $2K
$4K
$6K
Animal Control (Dept. 36)
FY26-27 Draft Budget Book | San Juan Bautista Page 95
FY27 Expenditures by Object
Contractual and Other Services $1,000 100.00%
Category FY 2026 Actual FY 2027 Budgeted
Contractual and Other Services $1,000.00
Total Expenditures $1,000.00
1K
Expenditures by Object
Animal Control (Dept. 36)
FY26-27 Draft Budget Book | San Juan Bautista Page 96
Community Dev. (Dept. 17, 18, 25)
Expenditure Summary
Community Dev. (Dept. 17, 18, 25)
FY26-27 Draft Budget Book | San Juan Bautista Page 97
Planning Department (Dept. 17)
Department Overview
The Planning Department is primarily funded by the Community Development Fund, sustained through development application fees, entitlement reviews, and targeted grants. When necessary, this fund is supplemented by General Fund transfers to ensure continuity of service and strategic advancement.
FY 2025/26 Highlights
In FY 2024/25, the City filled a new Associate Planner position to stabilize planning functions, reduce contractor reliance, and support both current and long-range planning efforts.
In FY 2025/26, the City plans to hire a Senior Planner to assume broader leadership responsibilities in the areas of historic preservation, zoning reform, and state compliance, further reducing the scope and cost of contract planning services.
Major Initiatives
Urban Growth/Sphere of Influence Planning: Advancing a targeted General Plan Amendment with a focus on infill development, infrastructure readiness, and growth forecasting.
Historic Preservation Oversight: With new staff capacity, the City will enhance support to the Historic Resources Board and implement updated guidelines and review processes.
Third Street Master Plan: Completing the design phase of this streetscape and economic revitalization effort, funded in part through external transportation and capital grants.
Housing Element Implementation: Execution of housing programs and regulatory updates tied to the City’s recently certified Housing Element.
Zoning & Code Updates: Continued work to update the City’s zoning and ADU ordinances, and to streamline application processing.
Staffing Strategy
The addition of the Associate Planner in FY 2024/25 has provided dedicated staffing for Planning Commission and development review.
The Senior Planner position proposed for FY 2025/26 will assume strategic leadership and manage key planning projects, providing supervision over consultants and internal integration across departments.
Strategic Plan Alignment
Economic Development & Historic Preservation: Focused oversight of downtown development and design standards Infrastructure Modernization: Zoning and land use planning integrated with capital improvements Organizational Capacity: Internal staffing reduces contract costs and strengthens institutional knowledge Transparent & Responsive Government: Supports inclusive planning processes, public hearings, and state-mandated reporting
Planning (Dept. 17)
FY26-27 Draft Budget Book | San Juan Bautista Page 98
Expenditure Summary
Historical Expenditures Across Department
Expenditures by Object
Historical Expenditures by Object
Materials & Parts Maintenance & Repair Services Utilities Capital Outlay Other Personnel Expenses General & Admin. Expenses Contractual and Other Services Wages & Benefits
Expenditures Actual Expenditures Budgeted
FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 0 $100K
$200K
$300K
$400K
$$116666KK
$$223377KK
$$115544KK
$$221199KK $$221100KK
$$228811KK
$$223366KK
$$331188KK
$$337711KK
$$220066KK
$$337788KK
FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 0 $100K
$200K
$300K
$400K
Planning (Dept. 17)
FY26-27 Draft Budget Book | San Juan Bautista Page 99
FY27 Expenditures by Object
Wages & Benefits $292,600 77.41%
Contractual and Other Services $48,500 12.83%
General & Admin. Expenses $18,600 4.92%
Other Personnel Expenses $10,625 2.81%
Maintenance & Repair Services $4,155 1.10%
Utilities $3,000 0.79%
Materials & Parts $500 0.13%
Category FY 2027 Budgeted FY 2026 FY26 Budget
FY 2026 FY26 Budget
vs. FY 2027 Budgeted ($
Change)
Wages & Benefits $292,600.00 $141,791.00 $150,809.00
Other Personnel Expenses $10,625.00 $7,000.00 $3,625.00 Contractual and Other Services $48,500.00 $37,450.00 $11,050.00 General & Admin. Expenses $18,600.00 $17,050.00 $1,550.00 Utilities $3,000.00 $2,500.00 $500.00
Materials & Parts $500.00 $500.00
Maintenance & Repair Services $4,155.00 $4,155.00
Total Expenditures $377,980.00 $205,791.00 $172,189.00
378K
Expenditures by Object
Planning (Dept. 17)
FY26-27 Draft Budget Book | San Juan Bautista Page 100
Building (Dept. 18)
Department Overview
The Building Department provides oversight for all building permit activity, including application intake, plan review coordination, inspections, and permit issuance. Services are primarily delivered through the City’s contract with 4Leaf, but beginning in FY 2025/26, the City will begin phasing in minor inspections in-house as part of an effort to expand the Code Enforcement Officer’s role and reduce contract service costs.
FY 2025/26 Highlights
Development activity is expected to increase in FY 2025/26, including the start of at least one major residential subdivision and multiple infill housing projects.
The City will reduce reliance on 4Leaf by transitioning select inspection duties to internal staff, leveraging cross-training within the Public Safety division.
The iWorQ permitting system remains a valuable tool, ensuring real-time tracking, deadline management, and seamless collaboration across departments.
Operational Shifts
The Code Enforcement Officer’s expanded role will include support for basic construction inspections, enhancing responsiveness and cost-effectiveness.
Contracted support from 4Leaf will continue for complex plan checks and specialized inspections, while the permit technician remains stationed at City Hall to ensure continuity in processing and customer service.
Budget Considerations
The budget reflects cost savings from a reduced scope of contracted services, while supporting investment in internal staff development and interdepartmental coordination.
Fees generated from permits and plan reviews continue to provide a sustainable funding source, with the goal of keeping General Fund subsidy to a minimum.
Strategic Plan Alignment
Organizational Capacity and Service Professionalization: Builds internal capability and reduces contractor dependence Infrastructure Modernization: Ensures projects meet health, safety, and environmental standards Economic Development: Facilitates efficient development approvals and supports business and housing growth Expenditure Summary
Historical Expenditures Across Department
Building (Dept. 18)
FY26-27 Draft Budget Book | San Juan Bautista Page 101
Expenditures by Object
Historical Expenditures by Object
Materials & Parts Utilities Other Personnel Expenses
Maintenance & Repair Services General & Admin. Expenses Capital Outlay Wages & Benefits Contractual and Other Services
Expenditures Actual Expenditures Budgeted
FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 0 $50K
$100K
$150K
$200K
$250K
$300K
$2K
$$116655KK
$$224400KK
$$115511KK
$$222233KK
$$113388KK
$$112200KK
$$110000KK
$$115544KK
$$118811KK
$$113344KK
FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 0 $100K
$200K
$300K
Building (Dept. 18)
FY26-27 Draft Budget Book | San Juan Bautista Page 102
FY27 Expenditures by Object
Wages & Benefits $125,352 93.68%
Other Personnel Expenses $3,450 2.58%
General & Admin. Expenses $3,300 2.47%
Utilities $1,000 0.75%
Materials & Parts $700 0.52%
Category FY 2027 Budgeted FY 2026 FY26 Budget
FY 2026 FY26 Budget
vs. FY 2027 Budgeted ($
Change)
Wages & Benefits $125,352.00 $173,596.00 -$48,244.00
Other Personnel Expenses $3,450.00 $3,450.00
Contractual and Other Services $5,100.00 -$5,100.00
General & Admin. Expenses $3,300.00 $2,500.00 $800.00
Utilities $1,000.00 $1,000.00
Materials & Parts $700.00 $700.00
Total Expenditures $133,802.00 $181,196.00 -$47,394.00
134K
Expenditures by Object
Building (Dept. 18)
FY26-27 Draft Budget Book | San Juan Bautista Page 103
Code Enforcement (Dept. 25)
Department Overview
The Code Enforcement Department is responsible for ensuring compliance with the City’s Municipal Code, with a focus on health, safety, nuisance abatement, and zoning enforcement. This department plays a vital role in protecting property values, enhancing community aesthetics, and promoting quality of life in San Juan Bautista.
FY 2025/26 Budget Outlook
This fiscal year, the City has continued to realign and professionalize its code enforcement function under the broader umbrella of Public Safety services. The Code and
Community Safety Liaison role replaces the previous “Community Safety Officer” title, with no budget impact but a clearer, service-oriented title that emphasizes education and community engagement. The position works closely with Planning, Building, and Public Works to ensure consistent interpretation and enforcement of local ordinances and zoning regulations.
Key priorities for the upcoming fiscal year include:
Strengthening coordination with Planning and Historic Preservation to improve enforcement in the Historic District
Continuing proactive enforcement strategies to address illegal dumping, property maintenance, and signage violations
Improving data tracking and reporting of code cases for better transparency and performance management Strategic Plan Alignment
Transparent and Responsive Government: Focus on communication, visibility, and responsiveness to community concerns
Organizational Capacity and Professionalization: Reclassification of the role reflects the City's commitment to service excellence
Economic Development and Historic Preservation: Active enforcement in historic and commercial areas supports business investment and preservation goals
Outlook
As community expectations and regulations evolve, the City is investing in building a code enforcement program that is equitable, proactive, and integrated with long-range planning. Continued interdepartmental collaboration and enhanced public communication are central to these efforts.
Code Enforcement (Dept. 25)
FY26-27 Draft Budget Book | San Juan Bautista Page 104
Expenditure Summary
Historical Expenditures Across Department
Expenditures by Object
Historical Expenditures by Object
Utilities Maintenance & Repair Services Other Personnel Expenses General & Admin. Expenses Contractual and Other Services Materials & Parts Wages & Benefits
Expenditures Actual Expenditures Budgeted
FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 0 $50K
$100K
$150K
$200K
$250K
$7K
$32K
$79K $72K
$62K
$$119911KK
$$116622KK
$$118822KK
FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 0 $50K
$100K
$150K
$200K
$250K
Code Enforcement (Dept. 25)
FY26-27 Draft Budget Book | San Juan Bautista Page 105
FY27 Expenditures by Object
Wages & Benefits $138,168 75.80%
Contractual and Other Services $18,175 9.97%
General & Admin. Expenses $10,610 5.82%
Other Personnel Expenses $6,500 3.57%
Maintenance & Repair Services $6,222 3.41%
Materials & Parts $1,600 0.88%
Utilities $1,000 0.55%
Category FY 2027 Budgeted FY 2026 FY26 Budget
FY 2026 FY26 Budget
vs. FY 2027 Budgeted ($
Change)
Wages & Benefits $138,168.00 $146,538.00 -$8,370.00
Other Personnel Expenses $6,500.00 $4,500.00 $2,000.00
Contractual and Other Services $18,175.00 $4,100.00 $14,075.00 General & Admin. Expenses $10,610.00 $3,625.00 $6,985.00 Utilities $1,000.00 $1,000.00
Materials & Parts $1,600.00 $1,600.00
Maintenance & Repair Services $6,222.00 $1,000.00 $5,222.00 Total Expenditures $182,275.00 $162,363.00 $19,912.00
182K
Expenditures by Object
Code Enforcement (Dept. 25)
FY26-27 Draft Budget Book | San Juan Bautista Page 106
General Government (Dept. 45)
Department Overview
The General Government Department serves as a flexible funding category for citywide expenditures that do not align with a specific operational department. The department supports a range of activities that promote regional collaboration, civic engagement, and preservation of the City’s cultural and historic identity.
Organizational Structure and Staffing
The department does not include dedicated staff and functions as a centralized funding mechanism to support Citywide initiatives, partnerships, and administrative needs across departments.
Core Services / Functions
Intergovernmental coordination and regional partnerships Support for advisory bodies and volunteer engagement
Community programs and cultural event funding
Public communication and civic engagement efforts
Flexible funding for Citywide initiatives and pilot programs FY 2025/26 Highlights
Supported community events and nonprofit partnerships
Maintained funding for advisory bodies and civic participation Advanced early-stage civic engagement and pilot initiatives Continued support for tourism and historic preservation efforts FY 2026/27 Budget Outlook
The FY 2026/27 budget maintains the department’s role as a flexible funding source while supporting essential memberships, community programs, and advisory body functions. The department will play an increased role in supporting regional infrastructure coordination, including administrative support for grant compliance, interagency collaboration, and public communication.
FY 2026/27 Priorities
Support regional infrastructure initiatives and grant coordination Maintain intergovernmental partnerships and advocacy efforts Expand community engagement and communication tools
Support cultural programming and tourism-related activities Provide flexible funding for emerging City priorities
Strategic Plan Alignment
Community Vitality
General Gov't (Dept. 45)
FY26-27 Draft Budget Book | San Juan Bautista Page 107
Transparent and Responsive Government
Economic Development and Historic Preservation
Organizational Capacity and Professionalization
Outlook
The department will continue to provide flexible support for Citywide initiatives while adapting to emerging priorities and regional coordination needs.
Expenditure Summary
Historical Expenditures Across Department
Expenditures Actual Expenditures Budgeted
FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 0 $25K
$50K
$75K
$100K
$125K
$150K
$175K
General Gov't (Dept. 45)
FY26-27 Draft Budget Book | San Juan Bautista Page 108
Expenditures by Object
Historical Expenditures by Object
Other Personnel Expenses Contractual and Other Services Capital Outlay General & Admin. Expenses
FY27 Expenditures by Object
Capital Outlay $100,000 66.95%
General & Admin. Expenses $49,372 33.05%
Category FY 2027 Budgeted FY 2026 FY26 Budget
FY 2026 FY26 Budget vs.
FY 2027 Budgeted ($
Change)
General & Admin. Expenses $49,371.80 $41,000.00 $8,371.80 Capital Outlay $100,000.00 $100,000.00
Total Expenditures $149,371.80 $41,000.00 $108,371.80
$36K
$53K
$62K
$$112211KK
$54K
$69K
$79K
$42K
$52K
$41K
$$114499KK
FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 0 $50K
$100K
$150K
$200K
149K
Expenditures by Object
General Gov't (Dept. 45)
FY26-27 Draft Budget Book | San Juan Bautista Page 109
Capital Improvement Plan
FY26-27 Draft Budget Book | San Juan Bautista Page 110
CAPITAL IMPROVEMENT PLAN (CIP)
FY 2026–2027 Budget Narrative
Department Overview
The Capital Improvement Plan (CIP) provides a multi-year framework for planning, funding, and implementing infrastructure and capital projects throughout the City of San Juan Bautista. Developed in coordination with MNS Engineers, the CIP identifies priority investments in transportation, utilities, parks, public facilities, equipment, and long-range planning initiatives to support public safety, regulatory compliance, operational reliability, and community quality of life.
The program is funded through a combination of grants, development impact fees, enterprise revenues, General Fund allocations, external financing, and developer contributions. The FY 2026–27 CIP reflects the City’s continued commitment to infrastructure investment and long-term financial sustainability.
Organization & Project Management
Capital projects are coordinated through City Administration and Public Works with engineering, environmental, and technical support provided by consultants, contractors, and regional agency partners. Due to the City’s limited staffing structure, successful implementation of the CIP relies heavily on grant administration, project coordination, and contracted professional services.
Core Services / Functions
Capital project planning and implementation
Infrastructure rehabilitation and replacement
Transportation and utility system improvements
Parks and public facility improvements
Grant funding coordination and administration
Fleet and equipment replacement planning
Long-range infrastructure and regulatory planning
FY 2025/26 Highlights
Street Projects
Continued implementation of the Pavement Management Program (PMP), including slurry seal and roadway rehabilitation projects on various streets
Advanced sidewalk repair and ADA accessibility improvements in coordination with pavement projects Continued design efforts for the Third Street Improvement Project and multimodal enhancements Advanced planning for the Second Street Safety Improvement Project with Historic Resources Board coordination
Continued development of the Hwy 156 Right Turn Lane project at The Alameda through developer-funded improvements
Evaluated future gateway and wayfinding signage improvements at City entrances Utility Projects
Continued construction of the Sewer Force Main to Hollister, the City’s long-term regional wastewater compliance solution
Advanced Imported Water Design planning efforts in coordination with regional water partners CAPITAL IMOPROVEMENT BUDGET NARRATIVE (unmatched)
FY26-27 Draft Budget Book | San Juan Bautista Page 111
Continued improvements to Rancho Vista and Diaz lift stations Planned installation of transfer switches, telemetry SCADA upgrades, and emergency utility infrastructure improvements
Continued evaluation of the Microvi nitrate treatment system and additional clean water initiatives Planned permanent emergency generator improvements to strengthen system resiliency Parks Projects
Continued design and planning for Luck Park Historical Improvements Advanced Abbe Park Ball Field lighting improvements to comply with Dark Sky standards Deferred Track and Field partnership contributions pending school modernization efforts Planned replacement of park tables and benches to improve public amenities Community Facilities Projects
Evaluated City Hall facility improvements and modernization needs Planned emergency generator improvements serving City Hall and Fire Station facilities Continued review of temporary animal control shelter options Evaluated restoration and repair projects for community facilities, including Community Hall improvements and vandalism repairs
Equipment Projects
Continued implementation of the Fleet Electrification and Replacement Program Included funding for Fire Engine downpayment and long-term apparatus replacement planning Evaluated future replacement needs for the City street sweeper fleet Studies & Special Initiatives
Continued the Impact Fee Nexus Study and Traffic Impact Fee Mitigation Study Advanced work related to the Storm Water Master Plan and CIP Program Continued planning efforts associated with Urban Growth and Sphere of Influence discussions Supported implementation activities associated with the Housing Element FY 2026/27 Budget Outlook
The FY 2026–27 CIP continues to prioritize infrastructure reliability, regulatory compliance, transportation safety, and long-term asset management. Major utility and transportation investments remain central to the City’s capital strategy, while grant funding and regional partnerships continue to play an essential role in project implementation.
As several large infrastructure projects near completion, the City’s focus is shifting toward long-term maintenance planning, resiliency improvements, facility rehabilitation, and strategic equipment replacement. Rising construction costs, grant competitiveness, and debt management will continue to influence future project scheduling and funding strategies.
FY 2026/27 Priorities
Complete the Sewer Force Main regionalization project
Advance imported water infrastructure planning and design Continue Pavement Management Program implementation
Advance Third Street and Second Street transportation safety improvements Maintain utility system reliability and emergency preparedness CAPITAL IMOPROVEMENT BUDGET NARRATIVE (unmatched)
FY26-27 Draft Budget Book | San Juan Bautista Page 112
Continue public facility rehabilitation and fleet replacement planning Complete ongoing infrastructure planning and development fee studies Strategic Plan Alignment
The Capital Improvement Plan supports the City’s strategic priorities related to infrastructure investment, fiscal sustainability, public safety, environmental stewardship, and quality public services. Planned investments in streets, utilities, parks, facilities, and equipment support long-term operational resilience and community development goals.
Outlook
The City’s CIP remains focused on balancing immediate infrastructure needs with long-term financial sustainability.
Continued investment in critical systems, regional partnerships, grant funding opportunities, and strategic planning efforts will position the City to maintain reliable public infrastructure while supporting future community growth and service expectations.
Capital Improvement Budget Work Sheets
CAPITAL IMOPROVEMENT BUDGET NARRATIVE (unmatched)
FY26-27 Draft Budget Book | San Juan Bautista Page 113
Item No.::7.B__
City Council Meeting
June 16, 2026
Page | 1
CITY OF SAN JUAN BAUTISTA
CITY COUNCIL STAFF REPORT
DATE: JUNE 16, 2026
DEPARTMENT: CITY CLERK
FROM: ASHLEY COLLICK, CITY MANAGER
BY: ELIZABETH SOTO, CITY CLERK/ADMINISTRATIVE
SERVICES DIRECTOR
TITLE: DISRUPTION OF TELEPHONIC OR INTERNET SERVICE
DURING PUBLIC MEETINGS POLICY
RECOMMENDED MOTION:
Approve a resolution adopting Policy Regarding Disruption of Telephonic or Internet Service During Public Meetings to establish procedures for responding to disruptions in remote public access during City Council meetings.
RECOMMENDATION:
Staff recommends that the City Council approve a Resolution adopting the Policy Regarding Disruption of Telephonic or Internet Service During Public Meetings. The proposed policy establishes procedures for responding to interruptions in telephonic or internet service that may prevent members of the public from attending or observing a meeting remotely, including procedures for recessing meetings, making good-faith efforts to restore service, reconvening meetings, and documenting restoration efforts. Adoption of the policy promotes transparency, continuity of government operations, and public access to meetings during technology disruptions.
EXECUTIVE SUMMARY:
The City Council is being asked to adopt a policy regarding the disruption of Telephonic or Internet Service During Public Meetings. The policy establishes procedures for responding to interruptions in internet or telephonic services that may prevent members of the public from attending or observing a public meeting remotely.
Senate Bill 707 (2025) amended portions of the Ralph M. Brown Act related to remote public participation and meeting transparency. The proposed policy implements procedures established under SB 707 by providing guidance for responding to interruptions in telephonic or internet service that may affect remote public access to public meetings.
Page | 2
The policy provides guidance for recessing a meeting, making good-faith efforts to restore service, reconvening the meeting, and documenting restoration efforts. Adoption of the policy promotes transparency, continuity of government operations, and public access to meetings during technology disruptions.
The proposed policy establishes a clear framework for responding to disruptions in telephonic or internet service during public meetings while maintaining public participation and confidence in the meeting process. Adoption of the policy will ensure that City officials and staff follow consistent procedures for addressing technology disruptions affecting remote public access.
BACKGROUND INFORMATION:
Senate Bill 707 (SB 707), enacted in 2025, amended portions of the Ralph M. Brown Act related to remote public participation and meeting transparency. Among those changes were provisions addressing disruptions in telephonic or internet services used to provide remote public access to public meetings.
Among the changes was the establishment of procedures to address disruptions to telephonic or internet services used to provide remote public access to public meetings.
The proposed Policy Regarding Disruption of Telephonic or Internet Service During Public Meetings establishes procedures for responding to interruptions in remote access services that prevent members of the public from attending or observing a meeting remotely. The policy provides a framework for recessing a meeting, making good-faith efforts to restore service, reconvening the meeting, and documenting restoration efforts.
DISCUSSION
The proposed policy establishes procedures to be followed when a disruption occurs to telephonic or internet-based services used to provide remote access to public meetings.
Key provisions of the policy include:
Immediate announcement of the disruption when identified; Recessing the meeting while staff attempts to restore service; Making good-faith efforts to diagnose and restore the disruption; Maintaining the recess for at least one hour or until service is restored, whichever occurs sooner;
Procedures for reconvening the meeting if service is restored or if restoration efforts are unsuccessful; and
Documentation of the disruption and restoration efforts in the meeting minutes.
Item No.::7.B__
City Council Meeting
June 16, 2026
Page | 3
Adoption of the policy will provide clear guidance to City officials and staff on the City's response to technology disruptions that affect public participation.
CEQA REQUIREMENT:
The proposed action is not a project pursuant to CEQA Guidelines Section 15378 because it involves organizational and administrative activities that will not result in a direct or indirect physical change to the environment.
FISCAL IMPACT:
There is no fiscal impact associated with the adoption of the proposed policy.
ATTACHMENTS:
1. Resolution
2. Exhibit A
Item No.: 7. B
City Council Meeting
June 16, 2026
Page | 1
RESOLUTION NO. 2026-xx
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN JUAN BAUTISTA
APPROVING THE POLICY REGARDING DISRUPTION OF TELEPHONIC OR
INTERNET SERVICE DURING PUBLIC MEETINGS
WHEREAS, the Ralph M. Brown Act (Government Code Section 54950 et seq.) establishes requirements for open and public meetings of local legislative bodies; and WHEREAS, Senate Bill 707 (2025) amended provisions of the Ralph M. Brown Act relating to remote public participation and meeting transparency, including procedures for responding to disruptions in telephonic or internet service affecting remote public access to meetings; and
WHEREAS, Government Code Section 54953.4 establishes procedures for responding to disruptions in telephonic or internet service that prevent members of the public from attending or observing meetings remotely and authorizes local agencies to adopt policies implementing those procedures; and
WHEREAS, the City Council desires to establish procedures for responding to disruptions in telephonic or internet service that may affect public access to meetings conducted by the City of San Juan Bautista; and
WHEREAS, the proposed Policy Regarding Disruption of Telephonic or Internet Service During Public Meetings establishes procedures for recessing meetings, making goodfaith efforts to restore service, reconvening meetings, and documenting restoration efforts when technology disruptions occur; and
WHEREAS, the City Council finds that adoption of the Policy Regarding Disruption of Telephonic or Internet Service During Public Meetings will provide clear guidance to City officials and staff, promote transparency, and help ensure continued public access to meetings when technology disruptions occur.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of San Juan Bautista as follows:
SECTION 1. Findings.
The foregoing recitals are true and correct and are incorporated herein by this reference.
SECTION 2. Adoption of Policy.
The City Council hereby approves and adopts the Policy Regarding Disruption of Telephonic or Internet Service During Public Meetings, attached hereto as Exhibit A and incorporated herein by reference.
Item No.: 7. B
City Council Meeting
June 16, 2026
Page | 2
SECTION 3. Implementation.
The City Clerk is authorized and directed to maintain the policy and implement the procedures established therein.
SECTION 4. Effective Date.
This Resolution shall take effect immediately upon adoption.
PASSED AND APPROVED by the San Juan Bautista City Council on this 16th day of June, 2026, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
APPROVED:
________________
Leslie Q. Jordan
ATTEST:
______________________
Elizabeth Soto, City Clerk
Page | 1
ADMINISTRATIVE MEMORANDUM 26-05
DATE: June 16, 2026
SUBJECT: Disruption of Telephone or Internet Service During Public Meetings Policy (Responsible Department – City Clerk Department)
PURPOSE
This policy establishes procedures for responding to a disruption in the telephonic or internet services that provide two-way remote public access to meetings of the City of San Juan Bautista, as required by the Brown Act (Gov. Code § 54953.4). The policy ensures transparency, public participation, and continuity of government during technology disruptions.
DEFINITION
For purposes of this policy:
“Disruption” means any failure, outage, or other interruption that prevents members of the public from attending or observing the meeting via these remote access services. “Remote access services” means the two-way telephonic service and/or two-way audiovisual platform used to provide real-time remote public attendance and observation of meetings.
APPLICABILITY
This policy applies to all open and public meetings of the City of San Juan Bautista at which remote public participation is offered or required under the Brown Act.
PROCEDURES
1. Procedures in the Event of a Service Disruption
1.1. Response to Service Disruption
If the Presiding Officer or Clerk becomes aware of a disruption to the agency’s remote access services that prevents members of the public from attending or observing the meeting remotely:
1. The Presiding Officer or Clerk shall immediately announce the disruption to the public.
2. The Presiding Officer may then call for a recess of the open session or convene the legislative body in closed session, consistent with the Brown Act.
3. Staff shall begin efforts to diagnose and restore the disrupted service.
4. The meeting shall remain in recess for at least one hour or until service is restored, whichever is sooner. The recess period may be extended if restoration efforts are ongoing.
Page | 2
1.2. Efforts to Restore Service
The agency shall make good faith efforts to restore remote access services, which may include:
Troubleshooting platform or teleconferencing software Resetting or replacing audiovisual equipment
Attempting alternative connection methods
Contacting necessary support staff or service providers Switching to back-up equipment or platforms, if available The City Clerk shall document the restoration efforts undertaken.
2. Reconvening the Open Session
2.1. Timing
The open session may be reconvened after at least one hour has elapsed from the time of disruption or as soon as service is restored, whichever occurs earlier.
2.2. If Service Is Restored
If the remote access service is restored before or at the time the meeting reconvenes, the meeting shall continue as normal.
2.3. If Service Is Not Restored
If service has not been restored after one hour, the City of San Juan Bautista may reconvene and:
1. Adjourn the meeting; or
2. Continue the meeting in open session by adopting, by roll call vote, the following, or a substantially similar, finding:
“The City of San Juan Bautista has made good faith efforts to restore telephonic or internet service in accordance with its adopted policy, and the public interest in continuing the meeting outweighs the public interest in remote public access.” Upon adoption of the finding, the legislative body may continue the open session despite the fact that remote access services have not been restored.
3. Recordkeeping
The Clerk shall enter a brief statement into the meeting minutes, including the following:
The nature and time of the disruption
The restoration efforts undertaken
The time the meeting was reconvened (if applicable)
Any finding adopted pursuant to Section 6.3
4. Review and Updates
This policy may be amended by the City of San Juan Bautista at a noticed public meeting in open session, not on the consent calendar.
Item No. 8.A
City Council Meeting
June 16, 2026
Page | 1
CITY OF SAN JUAN BAUTISTA
CITY COUNCIL STAFF REPORT
DATE: JUNE 16, 2026
DEPARTMENT: CITY MANAGER
FROM: ASHLEY COLLICK, CITY MANAGER
BY: ARIELLE GOODSPEED, PLANNING MANAGER
TITLE: THE URBAN LAND INSTITUTE (ULI) TECHNICAL
ASSISTANCE PANEL (TAP) PROGRAM AND POTENTIAL
APPLICATION FOR DOWNTOWN EVALUATION
RECOMMENDED MOTION:
Receive a presentation regarding the Urban Land Institute (ULI) Technical Assistance Panel (TAP) Program and provide direction to staff regarding potential next steps, including exploration of funding opportunities, partnerships, and a potential future TAP application for the Downtown corridor.
RECOMMENDATION:
Receive the presentation regarding the Urban Land Institute (ULI) Technical Assistance Panel (TAP) Program and provide direction to staff regarding potential next steps. No formal action is requested at this time.
EXECUTIVE SUMMARY:
At the March 4, 2026, Special Strategic Planning Session, the City Council discussed ongoing economic and development challenges within the Downtown corridor and directed staff to explore potential tools and resources that could provide an objective evaluation of downtown conditions and opportunities. Staff identified the Urban Land Institute (ULI) Technical Assistance Panel (TAP) Program as a potential resource for obtaining independent expert analysis regarding downtown economic vitality, visitor activity, business mix, and strategic investment priorities.
Following that discussion, the City Council requested additional information regarding the TAP process and examples of TAP reports before considering whether to pursue an application. This agenda item is presented in response to that request.
The presentation provides an overview of the ULI TAP program, including its purpose, process, costs, timelines, and potential applicability to San Juan Bautista. TAP panels utilize Page | 2
multidisciplinary teams of volunteer experts in planning, economic development, real estate, design, and public policy to provide objective, action-oriented recommendations addressing complex community challenges.
A TAP could assist the City in evaluating issues such as visitor movement between Second and Third Streets, downtown business and market conditions, economic development opportunities, and phased implementation strategies for strengthening the Downtown corridor. The program may also provide valuable guidance prior to pursuing larger planning initiatives or capital investments.
This item is for informational and discussion purposes only. No commitment to apply for the TAP program or expend funds is being requested. Staff seeks Council feedback regarding potential next steps and whether to continue exploring funding opportunities, partnerships, and a future TAP application.
BACKGROUND INFORMATION:
At the March 4, 2026, Special Strategic Planning Session, the City Council discussed challenges and opportunities associated with the Downtown corridor, particularly the relationship between commercial activity on Second Street and Third Street, business vitality, visitor activity, and the long-term economic sustainability of the downtown area.
During that discussion, staff presented a potential next step: exploring the Urban Land Institute's Technical Assistance Panel (TAP) Program to obtain an independent, expert evaluation of downtown conditions before pursuing larger planning efforts or capital investments.
Staff noted that downtown challenges are multi-faceted and interconnected, and that outside expertise could assist the city in:
• Evaluating visitor patterns between Second Street and Third Street; • Assessing existing business mix and market realities; • Identifying practical and phased implementation strategies; • Providing an objective assessment prior to committing to larger investments or planning initiatives.
The City Council expressed interest in learning more about the TAP process and requested a future presentation regarding ULI TAP reports, program structure, costs, and potential benefits to the city. This agenda item is being presented in response to that Council direction.
DISCUSSION:
What is a ULI Technical Assistance Panel (TAP)?
The Urban Land Institute (ULI) is an international nonprofit organization focused on responsible land use, community development, and real estate best practices. Since 1947, ULI has utilized multidisciplinary teams of volunteer experts to assist communities facing complex development, Item No. 8.A
City Council Meeting
June 16, 2026
Page | 3
economic, and planning challenges. According to ULI, more than 650 advisory panels have been conducted worldwide.
The Technical Assistance Panel (TAP) program is designed to provide objective, independent, and action-oriented recommendations to public agencies and nonprofit organizations. TAP panels are composed of volunteer professionals with expertise in planning, economic development, real estate, finance, architecture, engineering, transportation, and public policy.
The TAP process typically includes:
• Defining a specific geographic area and scope of work; • Developing three to four key questions for the expert panel; • Stakeholder interviews;
• Site visits and field observations;
• Panel deliberations and analysis;
• Public presentation of findings; and
• A written report containing recommendations and implementation strategies.
The resulting TAP report serves as an independent advisory document intended to help communities identify practical solutions, establish priorities, and guide future decision-making.
ULI San Francisco TAP Program
The San Francisco District Council administers TAPs throughout the Bay Area and has assisted more than 30 cities and organizations since 2006.
ULI San Francisco currently offers:
Two-Day TAP
• Site visit and stakeholder interviews
• Intensive working sessions
• Public presentation
• Comprehensive final report
One-Day TAP
• Condensed workshop format
• Panel recommendations presentation
• Summary memorandum or abbreviated report
Current program costs are:
• Approximately $30,000 for a two-day TAP
• Approximately $17,500–$20,000 for a one-day TAP
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These fees cover ULI staff administration and panel coordination; panel members serve on a volunteer basis.
Potential Relevance to San Juan Bautista
A TAP could provide the City with an independent assessment of downtown conditions and opportunities before pursuing larger planning studies or capital investments.
Potential focus areas could include:
• Economic relationships between Second Street and Third Street; • Visitor movement patterns and downtown connectivity;
• Retail and commercial market realities;
• Business attraction and retention strategies;
• Activation of underutilized properties;
• Downtown branding and visitor experience improvements; and • Identification of phased implementation priorities.
Because TAP recommendations are developed by professionals without a financial stake in the outcome, the process may provide a useful foundation for future policy discussions and funding decisions.
TAP Application Requirements
To apply for a TAP, ULI requires:
1. A clearly defined geographic area;
2. A concise scope of work;
3. Three to four specific questions for the expert panel;
4. Demonstrated local leadership support; and
5. A commitment to seriously consider implementation of recommendations.
If the City elects to pursue a TAP application in the future, staff would return to Council with proposed study questions, project scope, budget options, timeline, and any identified funding opportunities.
CEQA REQUIREMENT:
This action is not a project under the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15378.
FISCAL IMPACT:
There is no fiscal impact associated with receiving this presentation.
Item No. 8.A
City Council Meeting
June 16, 2026
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Should the City decide to pursue a TAP application, staff would investigate grant opportunities, sponsorships, partnerships, and other funding mechanisms to offset program costs before returning to Council with a funding strategy.
Current ULI San Francisco TAP fees range from approximately $17,500 to $30,000, depending on the selected format. Additional local costs may include meeting facilities, stakeholder coordination, meals, materials, and potential lodging accommodations for panel participants.
ATTACHMENTS:
1. ULI San Francisco Technical Assistance Panel (TAP) Program Information 2-21-2023
ST. HELENA TAP BRIEFING BOOK
2 TABLE OF CONTENTS
I. Introduction
a. City contact persons
II. The Assignment
a. Summary of the problem
b. Questions to be addressed by the panel
III. Description of the Study Area
a. History of the Site Area
b. Physical Description
i. Location
ii. Boundaries
iii. Land uses within the study area as well as surrounding areas iv. Topography, vegetation, natural resources, drainage, natural or manmade barriers or development constraints
v. Transportation and Access
vi. Infrastructure and utilities – availability, location, capacity, condition vii. Vacant land – location, ownership, history
viii. Special features, characteristics, and considerations c. Demographics and Economics
i. Population
ii. Housing
iii. Employment
iv. Education
d. Housing Market and Future Housing Growth
i. City market conditions and trends
ii. Regional Housing Needs Allocation
e. Commercial Development (Retail) - current conditions and historical trends i. Overview of area wide retail markets
ii. Retail development within the study area
iii. Competition (nearby commercial areas) – size, type, age, condition, access, tenant mix, level of activity
IV. Government
a. Federal and State government activity affecting the study area b. Local/Regional government
i. Type of government/agency – structure; roles and responsibilities ii. Sources of revenue; taxation
iii. Current plans affecting the study area, such as comprehensive plans, area plans, school system plans, capital improvement programs, etc.
iv. Laws and regulations impacting land use and development in the study area
v. Agencies or departments with responsibilities in the study area; relevant local policies and programs (such as inclusionary zoning or subsidized housing program, economic development programs, social service programs, etc.)
3 V. Private Sector Involvement:
a. Schools, hospitals, churches, etc., within or affecting the study area b. Financial institutions, foundations, major corporations active in or interested in the area
c. Business organizations
d. Others as appropriate
VI. Previous and Ongoing Efforts
VII. Additional relevant information
4 I. Introduction
a. City contact persons
Primary Contact:
Maya DeRosa, AICP, Community Development Director
[email protected]
(707) 967-2783 (office)
(707) 312-1766 (cell)
Other City Contacts:
Anil Comelo, City Manager
[email protected]
Joseph Leach, Public Works Director
[email protected]
(707) 968-2629 (office)
II. The Assignment
a. Summary of the problem
The City needs new revenue sources starting in FY 2024-2025 to maintain its fiscal health. The City desires to invigorate the downtown to a) attract more hotel visitors and provide higher transient occupancy taxes (TOT), and b) create higher value for commercial/retail properties and therefore higher sales taxes1. However, there are some current constraints:
1. The sidewalks on Main Street are in disrepair and this has been the impetus for the Cultivate St. Helena streetscape project. Assuming the City receives repair funds from Caltrans, the first phase improvements from Pine Street to Adams are estimated to be completed in 2023. The sidewalks from Adams Street south to Mitchell are undergoing civil plan preparation and require funding from the City.
2. Downtown St. Helena does not have a unified plan for revitalization. The City intends to hire a consultant to prepare a Downtown Master Plan once the new zoning code is adopted.
3. The downtown has a parking problem. The City intends to hire a consultant to prepare a Parking Study and parking in-lieu fee study concurrent with the Downtown Master Plan.
4. Lack of vitality in the evenings. Most retail businesses close at 5 pm and there is a lack of restaurants and bars open in the evening which minimizes the appearance of the downtown having vitality
5. The downtown lacks a place for public outdoor social space. While Lyman Park next to old City Hall (1480 Main Street) is a good open space asset, it’s location away from the core of downtown has resulted in minimal active use. (Hunt Avenue was closed as a pilot project and activated as a pedestrian space but complaints to City Council from Safeway about making their 1 In the above report, the City Manager reported 20% retail vacancy. 5 deliveries difficult, resulted in the City Council resume the opening of Hunt Avenue)
The City is still recuperating from COVID, recent fires and a water emergency and has limited financial resources to address problems. The main source of funding for the Downtown Main Street Sidewalk Rehabilitation Project, Phase 1A (i.e. Pine St to Adams St) is from OBAG3 administered by Metropolitan Transportation Commission and Caltrans.
6. The City is preparing a Comprehensive Zoning Code Update following the General Plan adoption in 2019. The Code Update contains input from stakeholders and the public, Planning Commission and City Council. The draft zoning code was released for public review in fall 2022 and is expected to be adopted by summer 2023. The Code Update should be considered in the placemaking vision.
.
b. Questions to be addressed by the panel
1. What are downtown St. Helena’s strengths, weaknesses, opportunities and threats (SWOT analysis) that should be incorporated into placemaking?
2. What should St. Helena’s distinctive brand be? How should St. Helena differentiate itself as a distinctive destination city in the wine country region?
3. How can the placemaking effort interact with the City’s current plan and land use regulations?
4. What is a potential decision-making framework that can guide city officials in implementing the placemaking, place-branding and urban design perspectives? How can existing City tools and measures be leveraged, modified, or updated to support implementation?
III. Description of the Study Area
a. History of the Site Area
The City is known for exceptional agricultural soils that produce outstanding wines.
Small family wineries and large internationally-known wineries are located within the city limits. The City is known for its historic downtown Main Street, fine dining and boutique shopping, the legendary Culinary Institute of America campus as well as quiet family-friendly neighborhoods of eclectic historic character. Napa Valley and St Helena are also highly acclaimed tourist destinations both nationally and internationally.
Historically, the St. Helena area was once home to the Wappo people, a Yukianspeaking group who were the area’s earliest inhabitants. Their village was located where Sulphur Creek meets the Napa River. General Vallejo's 1834 land grant led to the community’s modern-era development. The City of St. Helena was incorporated as a City on March 24, 1876 and reincorporated on May 14, 1889. 6 St. Helena’s architectural history includes the transformation of a rural agricultural area into a small city at the center of California's wine industry.
The city's main industry has always been viticulture, and many historic wineries, complete with farmhouses, agricultural outbuildings, and vineyards are located within the city limits. As the city grew to become an agricultural crossroads in the late nineteenth century, commercial buildings, typically constructed of brick and local stone, were erected along Main Street. Mills and industrial buildings that processed the area's agricultural resources were located to the northeast of the railroad that bisects the City north-south. The city's residential areas developed both to the northeast and southwest of the railroad and Main Street, the city’s commercial core. St. Helena's historic residential areas include a variety of architectural styles. Over time, St.
Helena has developed into a small city focused on the wine industry and the related tourism industry, but the agricultural roots of the area are clearly still visible in the area’s built environment.
In 1998, three blocks of St. Helena’s downtown commercial district on Main Street were placed on the National Register of Historic Places and designated a Historic Commercial District. There are other notable landmark historic properties in the City that are individually listed on the National Register, including the Greystone building at the Culinary Institute of America, the Beringer Estate (National Register District) and Spottswoode Winery. The City maintains a list of historic properties and there are a number of neighborhoods that would be eligible for designation as local historic districts. St. Helena’s rich architectural history, historic Main Street and cultural landscapes help distinguish it from many surrounding wine country cities and towns.
The City’s past policies have focused on maintaining a small-town atmosphere and to provide quality services to its citizens. The residents have generally not supported growth and in particular new hotels. The City was able to successfully entitle a new 62 room boutique hotel, Farmstead, at 1000 Mills Lane in 2020, however the project has not begun construction.
b. Physical Description
i. Location
The City of St. Helena is located in the center of the world-famous wine growing Napa Valley, 65 miles north of San Francisco in Napa County. ii. Boundaries
The Study Area is located in central St. Helena, with the downtown generally bounded by Pine Street on the north, Oak Avenue on the west, Mitchell Street on the south and Library Lane/ Railroad Avenue on the east. 7 iii. Land uses within the study area as well as surrounding areas • Main Street: The downtown study area is characterized by one and two story historic buildings on Main Street, with the first floor uses including upscale small retail shops, tasting rooms, art galleries, a historic cinema (Cameo), the vacant St. Helena hotel, a local hardware store, two gas stations, and restaurants, most clustered near Main Street at Spring Street. South of Spring Street the compact urban form distinctly transitions to more suburban with expansive parking lot for the Sunshine Market, and some adjacent commercial tenants. North of Adams Street, there are a number of underutilized parcels such as banks with surface parking lots and the vacant old City Hall building at 1480 Main Street flanked by Lyman Park. The City’s Fire Department operates in a newer facility behind 1480 and there are no plans to relocate the Fire Department. The Police Department will be vacating their Main Street office adjacent to old City Hall later this year, at which time this site could be demolished and redeveloped.
• Oak Street: This street which runs parallel to Main Street, is a mix of historic single family residential homes, churches, small offices, independent coffee and ice cream eateries, pre-schools, and schools, (including the Catholic School site which is vacant and a prime redevelopment opportunity site). An alley known as Money Way runs parallel between Main and Oak Street and provides access to private parking for some of the Main Street businesses as well as main access point for deliveries and back of house operations. The General Plan Circulation Element notes the future southern extension of Oak Street south to Grayson. The City is contemplating purchasing the vacant PG&E lot at the corner of Oak Street and Mitchell for use as public parking. • Railroad Avenue: This is another business corridor also parallel to Main Street but has primarily office uses with some multi-family and single family homes from Fulton Lane to Hunt Avenue. The east side of Railroad Avenue has train tracks used for the Napa Wine Train (currently does not stop for passengers in St. Helena). The City owns the property at 1572 Railroad Avenue and is seeking direction on the highest and best use for this surplus property. • Adams Street (east of Main): This short corridor is primarily commercial in nature, with a large parking lot for the Safeway and surrounding retail shops.
Behind the Safeway is a vacant Bank of America building and parking lot which the owner has expressed interest in redeveloping. A small office park of clustered buildings is located at the eastern end of Adams St. iv. Topography, vegetation, natural resources, drainage, natural or manmade barriers or development constraints
The downtown is located on a flat grade, characterized by compact, urban form with historic storefronts facing the Main Street blocks between Adams Street and Spring Street. Street trees along Main Street have created sidewalk damage and are slated to be removed when the phase 2 streetscape project is fully designed and funded.
The City is in the process of updating the Safety Element of the General Plan and a draft document has been prepared noted in link below. It is anticipated that this element will be adopted late spring, concurrent with the Housing Element.
8 https://sthelenahousing.com/images/docs/StHelena_Climate_and_Vulnerability _Assessment_Appendix_B.pdf
The draft Safety Element updates the current safety element to specifically further address wildfire risk. Many cities in Napa Valley, including St. Helena, have areas that are within the Wildland Urban Interface (WUI). Land and developments in the WUI are susceptible to property damage as a result of wildfire events. Wildfires pose a significant threat to St. Helena’s vineyards and winery properties. California’s 6th largest wildfire on record, the Lake Napa Unit (LNU) Lighting Complex, scorched Napa County along with five other surrounding counties in August 2020. Residents in St. Helena and the surrounding area were evacuated as fires drew nearer and air quality levels rose to unhealthy levels. In this event, dry vegetation, decreases in precipitation, and high temperatures were contributing factors in the rate of wildfire spread and the total acreage burned.
Findings from modeling studies suggest that overall, there will be increased fire probability in the Bay Area, due to variable and decreasing precipitation and increasing temperatures. However, over time, urban areas may see reduced fire risk as high-density human development increases and vegetation land decreases.
v. Transportation and Access
The main access into St. Helena is through Highway 29, a two lane State Highway which also runs directly north -south through the historic downtown.
Silverado Trail provides an alternate north-south route to Highway 29. St.
Helena, like much of central Napa Valley, lacks direct access to Interstate 80 or Highway 101 which makes it a less desirable employment center. The downtown circulation system is a traditional grid system of local streets, most of which have sidewalks.
The Napa Valley Transit Authority operated a bus line (#10) that stops on Main Street in St. Helena and provides transit riders access from Calistoga to Napa.
At this time no current expansions of service are known.
The Napa Vine Trail (Resources - Vine Trail Napa Valley) is a collaborative regional movement to develop a multi-use trail (Class I in most locations; Class II in more “urban” locations) from Vallejo to Calistoga. The Yountville to St.
Helena “leg” envisions a route along Oak Avenue and cites other possible route locations in the study (no construction is underway yet):
Oakville-Rutherford-St_Helena_Sections_Alignment_Study_2022.pdf (vinetrail.org)
Additionally, the City conducted a “Cultivate Downtown St Helena” plan in 2018 but the website is no longer maintained (3.22.19_open_house_flyer.pdf (cityofsthelena.org)). One of the results was the Downtown Main Street Rehabilitation Project, Phase 1a (Pine Street to Adams Street) being funded via One Bay Area Grant (OBAG) 3 and Phase 1b (Adams Street to Mitchell) being funded via local funds. Both phases to be constructed within the next 18 months.
The scope of improvements includes removal of all sidewalk/pavers, trees and 9 curb/gutter and installation of new sidewalk, curb/gutter, street trees, pedestrian bulb-outs, accessible ramps, electrical upgrades to existing historic street lights, locations for public art, etc. Additionally, the project will replace, with local funds, sewer laterals and water services within the project limits. See link to 2021 staff report below.
https://sthelena.civicweb.net/document/56937/Downtown%20Streetscape%20 Update.pdf?handle=609003F1CD464F49B15B7F4545D8798C
Finally, the City and St Helena Unified School District have embarked on a collaborative effort to address sidewalk hazards on Oak Avenue adjacent to St Helena Elementary School.
vi. Infrastructure and utilities – availability, location, capacity, condition The existing infrastructure for sewer, water and storm drainage are discussed in detail in the Integrated Utility Master Plan dated April 2021 by Carollo Engineers:
Integrated Utility Master Plan - Final - April 2021 (cityofsthelena.org) The IUMP provides a capital program to address capacity deficiencies and a budgetary acknowledgment to expend monies to replace infrastructure that has exceeded its useful life.
Additionally, the 5-year pavement maintenance plan funded with local sales tax Measure T envisions rehabilitation of various side streets (i.e. non-Caltrans controlled).
Measure T Projects (Street Repairs and Renovations) | City of St Helena vii. Vacant land – location, ownership, history
• Adams Street 5 Acre City parcel: This vacant site is located at the corner of Library Lane and Adams Street, east of Main Street. There were a series of proposals considered for the future use of this site both in 2005 and 2010, but ultimately the City did not pursue a development concept here as there was not consensus in community as to what should be developed. A subcommittee was formed to review the proposals in 2005. There were multiple discussions with the City Council and also a Planning Commission presentation. (see separate pdf)
• St. Helena Hotel-vacant building: This building has not had any hotel activity since COVID and there are numerous building and fire code issues due to a lack of maintenance both interior and exterior. It’s tired façade contributes to a blighted appearance on Main Street. The City has two code enforcement cases currently: 1) to repair exterior siding facing Telegraph Alley by March 2023; and 2) to allow an inspection of interior due to reported work without permits. The applicant had a Feb 1, 2023 deadline to allow inspection but refused, and the City Attorney began pursuing a warrant to inspect. On February 18, 2023, the owners met with the Building Inspector and agreed to an inspection of the building on February 24th. Due to roof issues, water damage and many years of deferred maintenance, the City expects there to be 10 a significant amount of work needed by the owner to bring it to code. The owners have expressed plans to reopen the hotel this year.
The Haney family has owned this property for many years and the City finds the ideal outcome would be for them to sell the property to a boutique hotel investor. There are many investors who have indicated interest in acquiring the building but have not had any response from the owner.
viii. Special features, characteristics, and considerations What makes downtown St. Helena unique in the Napa Valley is many of the original buildings on Main Street are still intact. Most of downtown Main Street is located in a National Register District with a mix of both contributing and non-contributing buildings. There was a comprehensive recent survey (with maps) of the downtown historic buildings by a Preservation Architect in response to the CEQA prepared for the downtown sidewalk project funding.
Access to these files is available on the ULI Sharepoint site created for this project.
c. Demographics and Economics
i. Population
In 2020, the population of St. Helena was estimated to be 6,073. From 1990 to 2000, the population increased by 19.2 percent, while it decreased by 2.3 percent during the first decade of the 2000s. In the most recent decade, the population increased by 4.5 percent. The population of St. Helena makes up 4.4 percent of Napa County. In 2019, St. Helena’s youth population under the age of 18 was 1,050 and senior population 65 and older was 1,636. These age groups represent 17.2 percent and 26.8 percent, respectively, of St. Helena’s population.
Population Growth Trends
1990 1995 2000 2005 2010 2015 2020
St. Helena 4,990 5,531 5,950 5,960 5,814 6,079 6,073
Napa County 110,765 117216 124,279 132,314 1364,84 141,010 139,088 Bay Area 6,020,147 6381961 6,784,348 7,073,912 7,150,739 7,595,694 7,790,537 In St. Helena, the median age in 2000 was 39.2; by 2019, this figure had increased, landing at around 49 years. More specifically, the population of those under 14 has decreased since 2010, while the 65- and-over population has increased.
11 ii. Housing
Between 1990 and 2020, the number of households in St. Helena increased moderately, by an average 0.73 percent annually, however much of this growth occurred prior to the year 2000. From 1990 and 2000, the number of households increased at a rate of 2.1 percent annually. Between 2000 and 2010, this rate decreased to an increase of only 0.1 percent annually, or about 21 households per year. The rate increased slightly to an average of 0.5 percent per year between 2010 and 2020, or about 105 households per year. In contrast, the number of Napa County households grew by one percent annually between 2010 and 2020, representing an increase of about 5,000 households per year. • Household Trends
Household Trends 1990 2000 2010 2020
Average
Annual
Growth
1990-
2000
Average
Annual
Growth
2000-
2010
Average
Annual
Growth
2010-
2020
St. Helena 2,138 2,380 2,401 2,866 1.2% 0.1% 2.0%
Napa County 41,312 45,402 48,876 48,484 1.1% 0.8% -0.1% The largest proportion of homes had a value in the range of $1 million-$1.5 million in 2019. Home prices increased by 118.2 percent from 2010 to 2020. The typical contract rent for an apartment in St. Helena was $1,470 in 2019. Rental prices increased by 15.7 percent from 2009 to 2019. To rent a typical apartment without cost burden, a household would need to make $59,160 per year. In 2020,
63.9 percent of homes in St. Helena were single family detached, 6.1 percent were single family attached, 6.2 percent were small multifamily (2-4 units), and
18.4 percent were medium or large multifamily (5+ units). Between 2010 and 2020, the number of single-family units increased more than multi-family units.
Generally, in St. Helena, the share of the housing stock that is detached single family homes is above that of other jurisdictions in the region. • Average Household Size
1990 2000 2010 2020
St. Helena 2.31 2.48 2.38 2.08
Napa County 2.54 2.62 2.69 2.78
Average household size is a function of the number of people living in households divided by the number of occupied housing units in a given area. In general, a decline or increase in average household size signals that the population and the number of households are growing at different rates. Overall, the average household size in St. Helena was slightly smaller than in Napa County in 1990, 2000, and 2010 and considerably smaller in 2020. With the number of households growing, and a slight drop in population in St. Helena 12 between 2000 and 2020, average household sizes fell from 2.48 to 2.38 persons per household between 2000 and 2010 and then to 2.08 persons per household by 2020. In contrast, the population in Napa County increased more rapidly than the number of households, leading to increases in the average household size from 2.62 to 2.69 persons per household between 2000 and 2010 and up to 2.78 by 2020.
• Household Tenure
The number of residents who own their homes compared to those who rent their homes can help identify the level of housing insecurity – ability for individuals to stay in their homes – in a city and region. Generally, renters may be displaced more quickly if prices increase. In St. Helena there are a total of 2,702 housing units, and fewer residents rent than own their homes: 41.2 percent versus 58.8 percent. By comparison, 35.8 percent of households in Napa County are renters, while 44 percent of Bay Area households rent their homes. The age of residents who rent or own their home can also signal the housing challenges a community is experiencing. Younger households tend to rent and may struggle to buy a first home in the Bay Area due to high housing costs. At the same time, senior homeowners seeking to downsize may have limited options in an expensive housing market. In St. Helena, 75.1 percent of householders between the ages of 25 and 44 are renters, while 19.7 percent of householders over 65 are. • Housing Tenure by Age
• Household Income Categories
The Department of Housing and Urban Development defines income categories as a percentage of the Area Median Income (AMI). Households whose income 9%
39%
49%
62% 65%
87%
80%
59%
100%
91%
61%
51%
38% 35%
13%
20%
41%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Age 15-
24 Age 25-
34 Age 35-
44 Age 45-
54 Age 55-
59 Age 60-
64 Age 65-
74 Age 75-
84 Age 85+
Percent of Households
Owner Occupied Renter Occupied
13 equals 30 percent or less of the AMI are considered extremely low-income; households with incomes between 30 and 50 percent of the AMI are classified as very low-income; and those between 50 and 80 percent of the AFI are lowincome. The CHAS data set also provides information on households earning between 80 and 100 percent of the AMI and households with incomes above 100 percent of the AMI.
In St. Helena, 56.8 percent of households make more than 100 percent of the Area Median Income (AMI)2, compared to 15.8 percent making less than 30 percent of AMI, which is considered extremely low-income. • Households by Household Income Level
2 Income groups are based on HUD calculations for Area Median Income (AMI). HUD calculates the AMI for different metropolitan areas, and the nine county Bay Area includes the following metropolitan areas: Napa Metro Area (Napa County), Oakland-Fremont Metro Area (Alameda and Contra Costa Counties), San Francisco Metro Area (Marin, San Francisco, and San Mateo Counties), San Jose-Sunnyvale-Santa Clara Metro Area (Santa Clara County), Santa Rosa Metro Area (Sonoma County), and Vallejo-Fairfield Metro Area (Solano County). This is then adjusted for household size. 16% 10% 15%
11%
12%
11%
11% 15% 13%
5% 10% 9%
57% 53% 52%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
100.0%
St. Helena Napa County Bay Area
Percent of Households
0%-30% of AMI 31%-50% of AMI 51%-80% of AMI
81%-100% of AMI Greater than 100% of AMI
14 iii. Employment
Between 2002 and 2018, the number of jobs in St. Helena decreased by 34.2 percent. There are 3,005 employed residents, and 5,476 jobs3in St. Helena - the ratio of jobs to resident workers is 1.82; St. Helena is a net importer of workers. St. Helena has more low-wage jobs than low-wage residents (where low-wage refers to jobs paying less than $25,000). This disparity implies that, every day, low wage workers commute to St. Helena from their residences outside of the city. At the other end of the wage spectrum, the city has more high-wage jobs than high-wage residents (where high-wage refers to jobs paying more than $75,000). This figure suggests that high-wage workers are also commuting into St. Helena. Since both high wage workers and low wage workers are faced with commuting into St. Helena for work, it suggests a lack of housing, both market-rate and affordable, within the city.
• Jobs in St. Helena
3 Employed residents in a jurisdiction is counted by place of residence (they may work elsewhere) while jobs in a jurisdiction are counted by place of work (they may live elsewhere). The jobs may differ from those reported in the Figure as the source for the time series is from administrative data, while the cross-sectional data is from a survey. 0 1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
9,000
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 15 • Principal Employers
Fiscal Year Ending June 30, 2021
Employer Number
Employees
Rank
Percentage
of Total City
Employment
Sutter Home Winery 350 1 14.16%
Beringer(Treasury Wine Estates) 237 2 9.59%
Safeway Inc. #2605 86 3 3.48%
Charles Krug Winery 83 4 3.36%
Sunshine Food Partners 75 5 3.03%
Oak Avenue Catering 65 6 2.63%
Wine Country Cases 60 7 2.43%
Central Valley Builders 47 8 1.90%
Pizzeria Tra Vigne 47 9 1.90%
Harvest Inn Team LLC 45 10 1.82%
Totals 1,095 44.30%
• Unemployment
In St. Helena, there was a 1.3 percentage point increase in the unemployment rate between January 2010 and January 2021. Jurisdictions through the region experienced a sharp rise in unemployment in 2020 due to impacts related to the COVID-19 pandemic, though with a general improvement and recovery in the later months of 2020.
16 • Unemployment Rate
iv. Education
According to the US Census, the population of the City of St. Helena as achieved the following education levels:
d. Housing Market and Future Housing Growth
i. City market conditions and trends:
In December 2022, St. Helena home prices were down 16.9% compared to the prior year. The median home price at that time was $1.6 million. (Source RedFin Real Estate)
ii. Regional Housing Needs Allocation:
St. Helena is in the process of having its Housing Element undergo final review (round 2) by HCD with adoption certification expected in May 2023. The RHNA allocation was 256 housing units over the next 8 year planning period.
For more information, please view the Housing Element in link below:
https://sthelenahousing.com/
0%
5%
10%
15%
20%
25%
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 Percent of Labor Force that is Unemployed
St. Helena Napa County Bay Area
High School Graduate or higher, percent of persons age 25 years+, 2017 - 2021 91.7% Bachelor’s degree of higher, percent of persons age 25 years+, 2017-2021 57.8% 17 https://www.cityofsthelena.org/sites/default/files/fileattachments/planning/page/ 871/st._helena_housing_element_goals_policies_and_programs_adopted_05_ 26_15.pdf
e. Commercial Development (Retail) – current conditions and historical trends i. Overview of area wide retail markets
(From Stakeholder Jeff Feeney, Coldwell Banker, Local Commercial Broker):
“Overall the greatest impact on St. Helena’s retail component has been the explosive growth in downtown Napa offering a more competitive and attractive component of shopping than we have here....Yountville’s growth has also had an impact by capturing the overnight visitors with an abundance of World Class dining, ala-Thomas Keller & a whole bunch of hotel rooms driving their TOT through the roof.
Traffic getting into and out of up valley gives people a better reason to stay down valley where the road is 2-lanes both ways.... tough fix.
Second home buyer have taken up a good chunk (est 15-20%) of the housing stock. Therefore, the people who own the local stores have suffered because instead of having someone in town 30 out of 30 days, they have 4-5 days a month where they have those folks in town.
The city of Calistoga to the north has some of the same challenges we have in the retail sector. They have empty storefronts, projects that get stuck, buildings that stay empty due to lack of motivation by landlords.... but they have about 4 X the hotel rooms we have including a new fancy Four Seasonsthey get the TOT.
Our main crippling component is clearly the void in the center of town at the Mae Woo buildings and Mary Haney (SH Hotel) building. A lack of vibrant retail offerings is another hamper on your attraction to visitors and frankly the antiquated term of “local serving retail” has gone out the window as people prefer to shop from home versus walking up and down (literally) our undulating sidewalks. We need two new hotels to come online and bring in TOT and some more compelling tenant mix.
We have amazing architecture and its should be emphasized by replacing the trees on main street which tear up the sidewalks and wreak havoc with the sewer laterals and everything else underground and replace them with large steel planter boxes that have slats on the bottom to be moved by forklifts when necessary.... the trees should be lower canopy so as not to detract from the building facades and not damage the storefront awnings.
Our pluses.....We have two grocery stores, a movie theatre, amazing citizens, great schools an affluent population....Acres doubled their footprint, Joel Gott has added the Station & Station Pizza, Sportago has been a long term anchor of town, Patrick Rue has grown Erosion Tasting room into 3 separate businesses.”
18 ii. Retail development within the study area
• Location
The retail environment is primarily located on the Main Street corridor between Adams Street and Pope Street.
• Size
Most spaces on Main Street are between 1,000 to 2,000 SF with the exception of a couple of art galleries. The small size of most of the downtown Main Street tenant spaces makes them less appealing to larger retailers, but ideal for boutique offerings.
• Type
Please see below for description of Main Street tenant mix. Oak Street is a mix of residential, institutional, churches and small offices. Railroad Avenue is also a mix of residential, office and some small retail. A new much anticipated neighborhood restaurant will be opening on Railroad Avenue this year, owned by a Chef who previously worked with Thomas Keller.
https://www.charliesnv.com/
• Tenant mix: goods and services offered
The downtown tenant mix on Main Street is mainly commercial retail, with a few real estate offices, art galleries, a historic and beloved cinema (Cameo) and restaurants. There are two tasting rooms currently open, Erosion and The Saint. Orin Swift Cellars will reopen this year after completing a façade update and will now have 62 seats for tasting wine. The retail offerings include jewelry stores, high end clothing boutiques, a hardware and automotive supply store, and home accessories stores. The largest vacant space downtown is the historic St. Helena Hotel at 1309 Main Street which is currently an active code enforcement case with the City Attorney’s office.
Shopping - St. Helena (sthelena.com)
• Parking, access
Parking is limited downtown, both on-site and off-site. Street parking is available on most streets but particularly during the non-winter months, it can be difficult to find on Main Street and there is a lack of public parking lots. The City owns one lot accessed off Oak Street, which accommodates 22 spaces.
Most businesses do not have on-site parking, but some that back to Money Way alley have private spaces. Additionally some businesses that back to Railroad Avenue have some parking, but it is limited. The City zoning code notes most of the downtown is in a Parking Impact Overlay District which allows an applicant to pay an in-lieu fee as an alternative to providing on-site parking. The City plans to commence a downtown parking study as part of the 19 scope of work of a future downtown master plan. The in-lieu fee would be restudied as well. • Lease rates and terms
Average lease rates on Main Street range from $4/SF to $6/SF...higher rents for better locations and smaller sizes.
Additionally, recently a historic building in St. Helena sold for $9.9 million.
St. Helena’s Vasconi’s building sells for $9.9 million (napavalleyregister.com) • Physical condition
Downtown St. Helena has a unique sense of place in Napa Valley, although the downtown facades are showing need of refresh. The biggest physical constraint harming the city’s image is the buckling and uneven sidewalks on Main Street. Please refer to other parts of this report as to this high priority Public Works project. There has been increased truck traffic and related noise on the Highway 29 corridor which has negatively impacted the outdoor experience for those who try to dine on the sidewalk.
• Economic condition
The economic conditions downtown are starting to show some signs of upturn with many renovations and new businesses planned downtown in 2023.
Aesthetically many of the retail buildings have dated facades that are in need of cleaning and cosmetic repairs to improve the image of the Main Street experience. The largest eyesore in the downtown is the St. Helena hotel which has potential to have a destination restaurant on the first floor to activate the pedestrian experience.
• Unique competitive strengths and weaknesses
o Competitive Strengths:
▪ Central Valley location
▪ Walk-able town
▪ Historic/old town charm
▪ Home of the Culinary Institute of America and legendary historic wineries, Beringer and Krug
▪ New businesses opening - breathing new life and energy back into town.
▪ Untapped demand creates Huge business opportunity (eg newly opened successful businesses)
o Weaknesses:
▪ Aging infrastructure
▪ Limited parking
▪ State Highway runs through center of downtown
▪ Lack of public space in central downtown for events and community gatherings. (Lyman Park north of Adams Street underutilized)
▪ No directional signage
20 ▪ Legacy landlords keeping space empty
▪ Older buildings in need of capital improvements.
▪ Town tends to shut down somewhat early with little evening activity.
▪ Many long time residents do not want to see any growth or change and in past have prevented the City Council from moving forward with redeveloping some of its surplus properties iii. Competition (nearby commercial areas) – size, type, age, condition, access, tenant mix, level of activity
As noted in this briefing book, St. Helena’s primary competition is the surrounding wine country towns to the north and south. These cities (Calistoga, Yountville and Napa) have more robust hotel growth the past 5 years and cities such as Napa have invested in improving placemaking coupled with a vibrant night life scene which St. Helena lacks. The lack of restaurants open (and lack of bars) in the evening further contributes to a sleepy town image.
IV. Government
a. Federal and State government activity affecting the study area The first phase of the Main Street sidewalk project includes the construction of new sidewalks on Main Street between the intersections with Pine Street and Adams Street. The City has been pre-approved to receive new funding through the OBAG program. Caltrans is reviewing the City’s plan now and, with their approval, $1.2M will be awarded to the City.
b. Local/Regional government
i. Type of government/agency – structure; roles and responsibilities St. Helena has a City Manager form of government and there are 5 elected Council seats. The City has recently had a transition in January 2023 with a new Mayor, Paul Dohring, and Vice Mayor, Eric Hall. There are a number of boards and commissions as well as special committees.
A new vision and mission statement was adopted by the City Council in 2021:
https://www.cityofsthelena.org/sites/default/files/fileattachments/city_council/pa ge/98/vision_and_mission_statement.pdf
Economic Development is handled by the Community Development Director.
However, the City is not fully staffed to implement many economic development initiatives, such as maintaining an economic development website, marketing vacancies, and overseeing façade incentives. 21 ii. Sources of revenue; taxation
The fiscal report for 2021 noted that the greatest sources of City revenue were as follows:
• TOT: $1.7 Million
• Property Tax: $6.7 Million
• Sales Tax: $4.7 Million
iii. Current plans affecting the study area, such as comprehensive plans, area plans, school system plans, capital improvement programs, etc.
Please see earlier part of briefing book for prior plans that apply to the study area. The adopted CIP list of projects and budget can be viewed here:
https://www.cityofsthelena.org/sites/default/files/fileattachments/public_works/p age/921/fy_2022-23_to_fy2026-27_5-year_cip_final.pdf
iv. Laws and regulations impacting land use and development in the study area There are not any unusual regulations within the General Plan and zoning code that pertain to the TAP study area. As noted earlier, the majority of the study area on Main Street is within a National Register District, therefore, changes to contributing buildings in the district undergo review by an architectural historian to ensure that they are consistent with the Secretary of Interiors Standards.
v. Agencies or departments with responsibilities in the study area; relevant local policies and programs (such as inclusionary zoning or subsidized housing program, economic development programs, social service programs, etc.) Since Highway 29 traverses through the downtown, any changes within that right of way require Caltrans permits and approval. Key City departments involved with the downtown are Public Works (downtown sidewalk project) and Community Development (managing the zoning code update and responsibility of economic development initiatives). The City does have an inclusionary housing ordinance but with the commercial focus of the downtown, this likely will only be implemented when a residential project of 5 or more units is proposed.
V. Private Sector Involvement:
a. Schools, hospitals, churches, etc., within or affecting the study area There are a number of churches and schools off of Oak Street. Due to decreased enrollment, the vacant Catholic School site has been identified as an opportunity site for housing infill, although the site would need to have both General Plan and zoning changes.
22 b. Financial institutions, foundations, major corporations active in or interested in the area
The largest employers in the area are two wineries, Sutter Home and Treasury Wineries (Beringer). While not located in the downtown, both of these business entities are closely connected to the City’s economic development. c. Business organizations
• St. Helena Chamber of Commerce, 1320 A Main Street
St. Helena Chamber of Commerce (sthelenachamber.com)
d. Others as appropriate
• Rianda House -Senior Center, 1475 Main Street
VI. Previous and Ongoing Efforts
General Plan (adopted 2019)
The General Plan provides the City with a current blueprint for future growth and policy direction in land use, housing, transportation, economic sustainability, design, public safety and recreation. One of the key policy directives relevant to this TAP was to continue to prevent formula restaurants and encourage businesses that are complimentary to St.
Helena’s small-town character.
https://www.cityofsthelena.org/sites/default/files/fileattachments/planning_r esources/page/3505/final_plan_compiled.pdf
Prior Visioning Studies: Cultivate St. Helena Streetscape Initiative (2019) Cultivate St. Helena was a forward-thinking placemaking strategy that underwent design engineering and community outreach but did not continue forward after the COVID-19 pandemic. Through enhanced streetscape, a project goal was to create a sense of place through art, historic and agrarian references.
Prior to the pandemic, BKF (engineering firm) and Gates and Associates (landscape architect) were selected by the City to assist with the Downtown Streetscape Plan and Main Street Sidewalk Improvement Project, Project No. R18-81. The City received a $1.2 million OBAG II construction grant to offset project costs. Design costs have been born by the City of St. Helena.
The core components of the project included between Pine Street and Spring Street to (See separate pdf attachments):
• Replace sidewalks
• Replace curb and gutters
• Add bulb outs and mid-block crossings
• Remove street trees and install new species
23 • Provide electric and utility services
• Provide amenities such as bike racks, benches and wayfinding This project is consistent with City Council Goal 1: "Improve and Maintain Safe and Reliable City Infrastructure with a Commitment to Environmental Stewardship and Public Health." and 2019 Workplan Item F: "Initiate public engagement process and complete design of Downtown Streetscape Project."
On March 12, 2019, City Council was provided an initial presentation by the consultant team on the community outreach kickoff for the Downtown Streetscape planning process. On June 4, 2019, Gates and Associates provided an updated presentation to the Planning Commission. After numerous public outreach meetings with stakeholders and the community, the design team reviewed concept designs with the City Council on June 11, 2019. Based on feedback from the City Council, the team progressed to detailed design and refined cost estimates for the comprehensive Streetscape Plan and sidewalk improvements.
Feedback from the business community has consistently emphasized the importance of:
• Minimizing project duration
• Ensuring business access during construction
• Avoiding construction during the high pedestrian season • Providing temporary parking/signage
• Reducing mobilization time
Bluezones
This is an international non-profit with an office in St. Helena with a focus on longevity through creating healthy environments physically, socially and through the built environment. The organization has conducted walk audits in the City and a strategic plan for the valley. There are regular meetings with St. Helena staff from Public Works and Community Development to discuss various initiatives, some of which include murals, public art and opportunities which encourage walking. The City currently does not have a public art policy but this task has been delegated for the Parks and Recreation Supervisor to complete. A link to the Bluezones website is below.
https://uppernapavalley.bluezonesproject.com/
Downtown Sidewalk Project
The most significant public improvement that would enhance the aesthetic image in the City is the implementation of the Downtown Sidewalk Project. (Please refer to attached engineering plans ).
24 As noted earlier in this report, this project (Cultivate St. Helena) went through all the Caltrans Environmental clearance processes and the City hired BKF to complete the engineering plans. Additionally public outreach to stakeholders and the businesses was conducted and a Steering Committee was formed for this project. The pandemic impacted the project schedule. The project has two phases. Phase 1, (Pine to Adams) and Phase 2 (Adams to Spring Street) . Public Works has advised that Caltrans is currently processing the Right-of-Way certification. Public Works Staff is working with BKF to finalize 100% Plans, Specs & Estimate and coordinate process through Caltrans to receive the Federal funding. The Phase 1 work estimated completion date is in 2023.
Regarding Phase 2, there will be a funding discussion with City Council in the near term.
Comprehensive Zoning Code Update
In late 2019 the City hired Lisa Wise Consulting to prepare a Comprehensive Zoning Code Update following the adoption of the General Plan in June 2019.
The City conducted stakeholders interviews, met with elected officials and prepared a recommendations memo and outline of recommendations before the drafting of the code. The public review draft was released on October 18, 2022 and thus far the City has conducted three public meetings to receive input from the community, Planning Commission and City Council. The code is anticipated to be adopted mid year 2023. Below is a summary of some of the proposed changes in the code that have an economic development focus:
• Formula retail is allowed in current code via a use permit. New code removed the use permit requirement in the Service Commercial zoning district and added limitation of four formula retailers in each zoning district for Central Business and Mixed Use via a Conditional Use Permit. • Formula restaurants remain prohibited based on 2019 General Plan land use policy
• Eliminated in-lieu parking fee requirement in the downtown Parking Impact District (the fee had not been updated since 1999 and stakeholder feedback stated it was adding financial hardship to the permitting process) • Use table amendments to reduce the number of uses needing a use permit and make a ministerial process to incentivize new investment • Added new land uses to use table such as brewpubs, microbreweries, glassblowing, public markets and amphitheaters to foster more vitality • Added live work use
• Creation of a mixed use zoning district to implement General Plan • Creation of a historic preservation ordinance
The draft code:
https://www.cityofsthelena.org/sites/default/files/fileattachments/planning_reso urces/page/15571/lwc_st._helena_code_oct_2022_prd_rev2.pdf 25 Proposed Zoning Map
https://www.cityofsthelena.org/sites/default/files/fileattachments/planning_reso urces/page/15571/lwc_sthelena_prd_zoningmap_082522_002.pdf Proposed Zoning Code Staff Report 12-7-2022
https://sthelena.civicweb.net/document/69400/Comprehensive%20Zoning%20 Code%20UpdatePublic%20Meeting.pdf?handle=9597E685E88D40618C048CDB6E980836 SHMC Zoning (current code)
https://www.codepublishing.com/CA/StHelena/#!/StHelena17/StHelena17.html City Redevelopment Sites/Surplus Property
The City owns a number of properties, many which are ripe for redevelopment and the City desires to factor them into the overall economic development strategy. There have been a variety of studies of these properties over the years and in 2022 the City hired an appraiser to get current market values on the properties listed below:
1480 Main Street (Old City Hall), 1570 Railroad Ave (current City Hall), Carnegie Building and 5 acre Adams Street parcel near Library Lane.
These sites were also the subject of the SHAPE report, please see reference and link to that report later in this scope of work. (Future) Downtown Master Plan
While there have been an abundance of special studies across many topic areas, downtown St. Helena lacks a unified plan for revitalization that includes:
• key redevelopment areas and catalytic sites;
• a plan for the revitalization of the Railroad Avenue and Oak Street corridors, a multi-modal circulation network to support that redevelopment; • a focused urban design element that reinforces the strong historic character of Main Street and realizes placemaking opportunities in Lyman Park, downtown alleys, Hunt Avenue block @ Main Street; • a plan for arts/entertainment;
• parking strategy;
• and an implementation plan to realize the strategies identified in the Master Plan.
The City envisions that the outcomes of this TAP will help inform the scope and direction of the future Downtown Master Plan that the City will do an RFP process on following the zoning code adoption.
26 (Future) Parking Study
Concurrent with the proposal to create a Downtown Master Plan, the City plans to engage a professional consultant to study the baseline parking conditions, assess new parking demands based on future growth downtown, identify new parking sites and recommend a new in-lieu parking fee to help fund the parking improvements downtown.
Trails and Open Space Plan
In 2022 the City completed a draft Trails and Open Space Plan to further promote both existing and proposed pedestrian circulation opportunities in the City. The Plan was considered by the Parks and Recreation Commission in November 2022. Next steps are Planning Commission and City Council public hearings this year to formally adopt the Plan. Providing a variety of trails and paths throughout the City is an important component of a successful economic development strategy.
Draft Trails and Open Space Plan (pending adoption 2023) https://www.cityofsthelena.org/parksrec/page/trails-and-open-space-plan https://www.cityofsthelena.org/sites/default/files/fileattachments/parks_amp _recreation/page/25117/2022_01_walking_routes_trails_publicly_accessibl e_open_space_report.pdf
Vine Trail Napa Valley
There is a Countywide biking and walking pathway system connecting Calistoga south to American Canyon. The section of the trail through St.
Helena has not been constructed yet but in 2022 there were active discussions with both the Council and the Vine Trail leaders on the future alignment in St. Helena and whether it should go through the downtown.
The staff report with the recommended alignment was supported by the City Council in April 2022. Please refer to the staff report and attached map alignment.
https://sthelena.civicweb.net/document/61932/Vine%20Trail%20Preferred %20Alignment.pdf?handle=7F564D18C80945A2A4915FEEE5677468 Downtown Retail Market Analysis
In late 2017, the City Council held a strategic planning workshop to discuss three-year goals and 12-month strategic objectives for the City. “Ensure the Long-Term Economic Sustainability while Safeguarding St. Helena’s Unique Culture and Quality of Life” emerged as a key goal, along with a desire to revitalize downtown to improve its resilience.
The City Council also commissioned the preparation of an Economic and Demographic Profile, and a Downtown Retail Market Analysis to evaluate the downtown’s retail viability. This analysis was prepared by Kosmont 27 Companies and presented to the City Council on July 24, 2018, including several recommendations to address concerns with its downtown.
Key findings of the study included:
• Downtown’s 8% vacancy rate is significantly higher than adjacent markets (2.6%);
• Retail lease rates are at an all time high historically and higher than those for the Napa County submarket, and all of the neighboring submarkets;
• Most local serving merchants cannot achieve the needed sales volume exclusively from resident households to remain profitable; • The City has an unpredictable decision-making process and does not have a business-friendly reputation (e.g. difficult entitlement and permitting rules);
• Very few retail uses are allowed by right and permits run with the land, meaning tenants cannot relocate without high cost/risk; and • The City is a net job importer, with approximately 3,000 workers employed in the City but living outside City limits.
The Downtown Retail Market Analysis can be viewed in the link below. https://www.cityofsthelena.org/sites/default/files/fileattachments/boards_an d_commissions/page/10121/st._helena_retail_market_presentation.pdf Downtown Economic Strategy 2018
Following the preparation of the Downtown Retail Strategy, direction was subsequently provided to the City Manager to prepare a plan and recommended next steps which is noted in the link below. https://www.cityofsthelena.org/sites/default/files/fileattachments/administrati on/page/4201/saint_helena_downtown_economic_strategy.pdf Outcomes of the 2018 Downtown Economic Strategy to date have realized only three of the key implementation items completed: 1) RFP and consultant selection of downtown sidewalk improvement project; 2) construction of the downtown restroom ;and 3) temporary pop up retail zoning amendment which allows businesses that typically would need to have a Conditional Use Permit to have an administrative review and approval -allowing the business to operate for one year before needing to apply to Planning Commission approval .
One of the opportunity areas for implementation noted in this study was to refresh the City’s branding and reputation downtown. This has become one of the key goals in this TAP scope of work.
Business Recovery Strategy 2021
St. Helena, like other communities globally, suffered an extreme economic impact from the COVID-19 pandemic which further increased vacancies downtown. In response, the City Manager brought a Business Recovery 28 Strategy to the City Council for consideration in the summer in 2021 with initiatives that would help the City attract new business investment. The report link is below. The City has lacked the staffing, capacity and funding focus to bring forward many of the implementation actions noted at the end of the report.
Business Recovery Strategy (civicweb.net)
New Business Openings Downtown 2023
https://napavalleyregister.com/community/star/news/new-businessescoming-to-downtown-st-helena/article_e836cb7a-9b74-11ed-a762- e7e0ca75dd7c.html
Hunt Avenue Hub Pilot Project
The City in collaboration with the Chamber of Commerce, initiated a pilot project to close the block of Hunt Avenue where it terminates with Main Street and create a pedestrian plaza during the holidays from October 2020 to January 2021. Much of the inspiration to do this was a result of the need for more outdoor eating areas in the midst of the pandemic. The area was beautified with large boxed olive trees, fall décor, wine barrel tables and other tables with umbrellas and café lights above to illuminate it in the evenings. The Chamber included various entertainment programming of the space on certain weekends which further added to the public appeal.
However, the City Council received complaints from the Safeway drivers that the truck route change was problematic for them and they did not want this to be a permanent installation. In early 2021, the City Council discussed the options and decided to reopen Hunt Street and move the tables to a City parking lot off Money Way. However, due to a lack of pedestrian activity here, this space was not used by people frequently. For the past 2 years though the Chamber has put up the famous Wine Barrel Christmas Tree on Hunt Avenue and gotten permission for a temporary closure for only during the holiday season. See article below:
https://napavalleyregister.com/community/star/lifestyles/st-helena-planswine-barrel-tree-other-holiday-events/article_328dba62-69ed-11ed-8c28- cf52c46b97a5.html
St. Helena Assets Planning Engagement Committee (SHAPE) report (2018) The general purpose and mission of the committee was to identify alternatives to address deficiencies and opportunities identified in the Facilities Condition and Needs Assessment (FCNA), challenges identified in the Long Range Financial Forecast (LRFF) and feasibility of concepts identified in the 2009 Visioning Statement (e.g. library expansion, civic building, amphitheater, community center, etc.). Additionally, the Committee identified financial strategies (along with identifying consequences and trade-offs) for City Council consideration to address identified deficiencies, opportunities and/or utilization of community assets. 29 The City facilities the SHAPE Committee considered are: Carnegie Building, City Hall/Police Department, Fire Station, current City Hall at 1570 Railroad, Head Start Building, Public Works Corporation Yard, Scout Hall, Signorelli Barn, St. Helena Library, and the Teen Center, plus properties at Lyman Park and Adams St.
While some of the data is outdated from 2018 (see report link below), there are three key properties included in that report which are to be part of a future surplus properties discussion (1570 Railroad Avenue, 1480 Main Street and the Adams Street site).
https://www.cityofsthelena.org/sites/default/files/fileattachments/boards_an d_commissions/page/3358/final_shape-report-ver1.22.pdf
VII. Additional relevant information
Downtown Commercial National Register District
National Register #97001661: St. Helena Historic Commercial District in Napa County (noehill.com)
2018 Downtown Retail Analysis
https://www.cityofsthelena.org/sites/default/files/fileattachments/boards_and_com missions/page/10121/st._helena_retail_market_presentation.pdf Hunt Avenue Hub
https://napavalleyregister.com/community/star/news/hunt-avenue-huboffers-pedestrian-hangout-in-downtown-st-helena/article_67247dad-d8d6- 5cb9-993f-0d6534b53c70.html
Developers Submit Proposals to Cash Strapped St. Helena https://napavalleyregister.com/news/local/developers-pitch-hotels-to-cashstrapped-st-helena/article_c305cbd1-96ec-5db9-a5a5-c430f6d970e7.html Visit Napa Valley
The Best Day Ever: St. Helena Dreaming - The Visit Napa Valley Blog Surplus Properties Staff Report 11-15-2023
https://sthelena.civicweb.net/document/57309/City%20Surplus%20Property%20O ptions%20Discussion.pdf?handle=6785526B0C1549E6BFC62AFEA1CB6F0A Annual Comprehensive Financial Report
FS - ACFR Final Reissue 5-3-22 (6/30/21 Audit 78386.001 [6/30/2021] (In Process)) (cityofsthelena.org)
30 Separate PDF files on Sharepoint File Folder:
https://uli.sharepoint.com/:f:/s/ULISanFrancisco/Eub4Rmppb1NIjKFVfwCbfgcBVW sumEPWfhvFdBpOwNck9w
The folder contains files that are not available via direct line on line:
• City organizational chart
• Downtown Historic Surveys
• Files organized by key area:
o Market Study
o Opportunity Sties
o Streetscape
URBAN LAND INSTITUTE
TECHNICAL ASSISTANCE PANEL
VACAVILLE
BRIEFING BOOK
URBAN LAND INSTITUTE
TECHNICAL ASSISTANCE PANEL
AUGUST 2024
TABLE OF CONTENTS
I. The Assignment.......................................................... 5 II. Vacaville Downtown Specific Plan........................... 10 III. History of Downtown Vacaville................................ 12 IV. Public Transportation in Downtown Vacaville ........ 15 V. Parking in Downtown................................................ 17 VI. Downtown Vacaville ................................................. 19 A. Physical Description............................................................... 19 B. Demographics......................................................................... 24 C. Economy.................................................................................. 27 D. Housing ................................................................................... 28 E. Commercial Development...................................................... 32 F. Entertainment ......................................................................... 35 VII. Government............................................................... 37 VIII.Private Sector Involvement ...................................... 41
INTRODUCTION
Staff Contacts
Aaron Busch
City Manager
(707) 449-5100
[email protected]
Erin Morris
Community Development Director
(707) 449-5307
[email protected]
Online Resources
The Vacaville Downtown Specific Plan (DTSP), appendices, and environmental document are available online and can be viewed at cityofvacaville.gov/government/community-development/ planning-and-development/adopted-plans/specific-plans/downtown-specific-plan.
Peyman Behvand
Planning Manager
(707) 449-5332
[email protected]
Noah Rumbaoa
Assistant Planner
(707) 449-5430
[email protected]
5 THE ASSIGNMENT
Downtown Vision
Establish Downtown as Vacaville’s
premier experiential destination by leveraging its unique setting and brand to attract a greater mix of people, uses, activities, and investments.
Adopted in February 2022, the Downtown Specific Plan (DTSP) aims to unlock Downtown Vacaville’s full potential as a vibrant and walkable mixed-use destination where people live, work, shop, and play - a Downtown with a great history and a great future. The DTSP is comprehensive, incorporating a Connectivity and Streetscape Plan to better connect Downtown Vacaville with surrounding neighborhoods; Downtownspecific zoning districts and development standards; and an innovative “development prototype” program that streamlines Downtown projects that comply with objective standards.
Since adoption of the DTSP in 2022, the City has invested $6.9M in improvement projects in our 100+ year old Downtown. Most of the projects improved underground infrastructure (sewer and water conveyance) to ensure that the future intensification of Downtown properties can be supported by public infrastructure. The City is currently implementing a new set of projects for a total of $1M, including storefront improvement grants, additional park gateway improvements, mural grants, merchant directional signs, and a lighting study.
While all of these public projects are promising, the future of Downtown Vacaville largely rests in the care of existing property owners and their willingness and interest to improve their private properties to bring in more active tenants and achieve the goal of making Downtown Vacaville a destination.
Over the past year, the Community Development Department has been working with property owners and tenants to bring new desirable uses into several existing underutilized older buildings. Examples of recent permits include converting a vacant retail space to a food and beverage use (tea shop) and an expansion of an existing wine bar. Through this work, the City has become aware of additional challenges with facilitating new businesses in Downtown due to the cost and logistics associated with modifying buildings to accommodate new uses. Specifically, there is a concentration of unreinforced masonry buildings that need to be seismically stabilized as part of intensifying the uses of existing spaces. Intensifying the use of buildings triggers seismic upgrades, new restrooms, and other infrastructure upgrades that can be costly.
On December 12, 2023, the City Council introduced an ordinance that brings Appendix A into the Vacaville Building Code. The City is interested in assistance evaluating existing buildings from structural, architectural, and engineering perspectives to determine whether there are opportunities for private property owners to work together to collectively address these issues, how the City can further support them in these efforts, and to identify solutions to other issues that emerge when more intense uses go into existing older buildings.
1. What will it take to spur existing property owners to upgrade their existing buildings to bring in more active uses including infill residential? What can the City do to support this? What can other key partners do to support private property improvement efforts?
2. What are the most cost-effective approaches to seismically strengthening buildings Downtown that are considered Unreinforced Masonry Buildings (URMs)? If there are multiple URMs adjacent to each other, are there design approaches that would tackle the seismic work in a more collective and cost-effective fashion?
3. For non-URMs that would require significant modifications to facilitate introduction of new uses (such as food and beverage uses on the ground floor, residential uses on upper floors), what are the most cost effective strategies to make these projects feasible? 1 2
4 3
6 5
12 11 9 8 7
13 14
15 16
17 19 18
20 7
List of Unreinforced Masonry Buildings
Number Address Reinforced Retrofitted
1 560 Main St No Yes
2 555 Main St Yes No
3 554 Main St No No
4 548 Main St No No
5 549 Main St Yes No
6 547 Main St No No
7 542 Main St No Yes
8 530, 532, 534, 536 Main Street No No
9 524-528 Main St No No
10 519-520 Main St No No
11 506 Main St No Yes
12 500 Main St No No
13 444 Main St No No
14 438 Main St No Yes
15 307 Merchant St No No
16 400-412 Main St No Yes
17 349 Merchant St Yes No
18 344, 350, 354 Main St No No
19 318 Main St No No
20 301 Main St Yes No
19 8
17 2 5
6 1
8 9 10
9 13 14
15 18
11 20
10 DOWNTOWN SPECIFIC PLAN (DTSP)
Planning Timeline
April 21, 2017 California Department of Transportation (Caltrans) awards $205,655 Sustainable Communities grant for the preparation of a Downtown Connectivity and Streetscape Design Plan
April 25, 2018 Bay Area Metro awards $350,000 PDA Planning Program grant for preparation of DTSP
February 12, 2019 The City Council authorized the preparation of the DTSP April 24, 2020 California Department of Housing and Community Development (HCD) awards $310,000 SB 2 Planning grant to augment DTSP preparation December 7, 2021 The Planning Commission recommended adoption of the DTSP February 8, 2022 The City Council adopted Resolution Nos. 2022-005 and 2022-006, adopting the DTSP
Environmental Review
Concurrently with the DTSP, the
City Council adopted an
Addendum to the Vacaville
General Plan FEIR and SFEIR,
finding that the DTSP will not
introduce new or greater
impacts than what was already
analyzed.
Preparation of the Downtown Specific Plan involved many years of public outreach, implementing a variety of strategies that would provide equitable opportunities for participants to become aware of, understand, and contribute to the effort. Strategies included producing bilingual flyers in English and Spanish, engaging with schools in the planning area, using social media, and hosting pop-up tables at local events.
The Downtown “Triangle Building” has
been retrofitted but is not reinforced.
16 12
HISTORY OF DOWNTOWN VACAVILLE
General History
The earliest inhabitants of the land now known as Vacaville were the Patwin, an indigenous group who settled much of Solano County. Patwin tribes and other indigenous peoples lived on the land for thousands of years with their own cultures, traditions, ways of living, and histories.
In the 1800s, the Spanish arrived and invaded Alta California, including what would later be known as the San Francisco Bay Area. Spanish missionaries began removing Patwin people and forcibly relocating them to missions, including Mission Dolores in San Francisco and Mission San Francisco Solano in Sonoma. There, indigenous peoples were exposed to European diseases, subject to forced labor, and forced to assimilate into Spanish culture.
Historic Vacaville Town Hall
In 1842, the Mexican government
awarded the Los Putos land grant to
Manuel Vaca and Juan Felipe Peña.
Shortly thereafter, California become
a state of the United States in 1850.
In 1848, Vaca sold a portion of his
ranch to William McDaniel with the
condition that a town called Vacaville
be established. In 1851, the Town of
Vacaville was officially platted.
At the time that Vacaville was
established, livestock and wheat were
the principal economic products in
Solano County. The completion of
nearby railroad lines in the late 1860s
provided a way for ranchers to send
their crops to market, but the higher
cost of rail transport coupled with
increased competition led to the
decline of the area’s wheat industry
during the 1880s. Orchards were
planted in place of wheat, and
Vacaville as formally incorporated in
1892.
Growth was slow but steady in spite
of major fires that broke out in 1877,
1888, and 1890, destroying whole
blocks of the town, and a major
earthquake in 1892. Fruit production
continued through this period,
bringing a modest amount of
prosperity to the region. However,
after peaking in the mid-1910s, fruit
production in the Vacaville area
declined as a result of drought and
soil depletion, overproduction for the
World War I war effort, and
competition during the Great
Depression.
13 By the 1940s, Downtown Vacaville was home to a notable Japanese-American population. At the corner of East Monte Vista Avenue and Dobbins Street was the Vacaville Buddhist Church and Nihon Gakko, a Japanese language school.1,2 However, following the attack on Pearl Harbor and the issuance of Executive Order 9066 in 1942, Vacaville’s Japanese population was forcibly relocated to internment camps. By 1951, the Vacaville Buddhist Church and school had burned down.
In the mid-20th century, new employers arrived in the area, resulting in explosive growth in Vacaville. The nowdefunct Basic Vegetable Products company located a 1,000-worker onion dehydrating facility in Vacaville, and in 1942, Suisun Air Base (now Travis Air Force Base) was established just south of Vacaville.
Between 1941 and 1960 Vacaville experienced a massive population boom, growing to 12,000 people. The growth and development of Vacaville continued, and by 1978, there was a population of approximately 38,000 people, representing an increase of 35,000 in three decades. By 2019, Vacaville’s population had grown to more than 100,000 people. The area’s steady population increases can be attributed to the construction of new freeways, which fostered the construction of new business parks, schools, and residential subdivisions.
The end of this period of rapid growth and development saw renewed interest in protecting the historical resources of the original center of Vacaville.
1. Henson, David, “Preserving History”, The Reporter, 30 June 2007.
2. Noske, Carole and Irwin, Brian, Vacaville Then & Now, 2007.
Monument to Vacaville’s Japanese community in Downtown Vacaville 14 Unreinforced Masonry Buildings
Downtown Vacaville has a concentration of unreinforced masonry buildings, which presents issues related to seismic stability. Downtown’s unreinforced masonry buildings are concentrated along Main Street. One is located just south of Main Street on Merchant Street. There are 11 buildings that are neither reinforced or retrofitted; five buildings are retrofitted but not reinforced; and four buildings are reinforced but not retrofitted.
An owner of a URM is not required to upgrade the building to address seismic stability issues unless they are converting the building to a more intense use. However, as City staff has learned by working with various property owners seeking to re-tenant their URMs with higher intensity uses, the City’s current Building Code requires URMs to meet the same standards as if they were being built new. These strict code requirements do not recognize that older buildings have unique issues and that there are alternative, less expensive methods to achieve seismic safety.
In December 2023, the City Council introduced an ordinance that brings Appendix A into Vacaville’s Building Code. Nevertheless, the City is interested in assistance evaluating existing buildings from structural, architectural, and engineering perspectives to determine whether there are opportunities for private property owners to work together to collectively address these issues, how the City can further support them in these efforts, and to identify solutions to other issues that emerge when more intense uses go into existing older buildings.
Unreinforced masonry building in Downtown
12 15
PUBLIC TRANSPORTATION IN DOWNTOWN
The Downtown Transit Plaza, located at the southeast corner of East Monte Vista Avenue and Cernon Street, is Downtown Vacaville’s main transportation hub. The Transit Plaza serves three bus routes operated by Vacaville City Coach:
Route 2 Connects Downtown Vacaville to the Orchard, Markham, and Browns Valley neighborhoods.
Operates only during peak hours.
Route 5 Connects Downtown Vacaville to neighborhoods along Alamo Drive, Nut Tree Road, and the Vacaville Transportation Center. Operates all day.
Route 6 Connects Downtown Vacaville to the Markham neighborhood, the Nut Tree, and the Vacaville Transportation Center. Operates all day.
Vacaville City Coach currently provides service between 7 am and 7 pm on weekdays and between 8 am and 6 pm on Saturdays. City Coach does not currently provide service on Sundays.
Downtown City Coach Routes
16 City Coach is currently working on two projects fully funded by 5307 Federal funds and Transportation Development Act (TDA) funds:
Electrification Infrastructure - Convert the City’s CNG fueling infrastructure to electric charging to support the City’s 10 electric buses.
Transit Building Expansion - Expand the existing transit building to increase office and storage space.
The Vacaville community is also served by the Capitol Corridor intercity rail service, which provides daily passenger rail connections to other cities in the San Francisco Bay Area and Sacramento. Passengers can transfer to other rail services, including the San Joaquins in Martinez and BART in Richmond. The closest station is Fairfield-Vacaville Hannigan located along Peabody Road and Vanden Road in Fairfield.
DOWNTOWN
VACAVILLE
HANNIGAN
STATION
Capitol Corridor Station
17 PARKING IN DOWNTOWN
The City operates 13 public parking lots
in Downtown, providing over 850 offstreet parking spaces. Almost every street in Downtown also has on-street
parking available. In March 2023, the City
partnered with JAPA, also known as Just
Another Parking App, to connect
Downtown Vacaville visitors with realtime parking availability information for on-street and City-operated parking.
Small pucks were installed at every
parking stall, detecting vehicles and
offering real-time data on available
parking. JAPA is a free mobile
application available on Android and iOS.
Installation of the JAPA system was
funded by Measure M for approximately
$340,500.
The City also operates the Hickory Park &
Ride Lot, which is located at the southern
end of the Plan Area. Parking puck in Downtown providing real-time parking availability via JAPA
The City is currently taking preliminary steps towards preparing a lighting study to analyze the existing lighting conditions in Downtown. As part of the study, the City will evaluate whether certain Downtown parking lots are well-lit and/or well maintained. Energy-efficient lighting that covers the entire parking area to optimize the parking layout and design may be one of the recommendations that comes out of the study.
Occupancy Rates
Using data from the JAPA Management Console between January 2024 and May 2024, Downtown parking lots have the highest occupancy between 5 pm and 9 pm, with an occupancy rate over 50%. Peak occupancy within Downtown most frequently occurs in Lot4, Lot 8, and Lot 8. These lots consistently have occupancy rates over 50%, with the highest averages between 5 pm and 6 pm. Lots 1-3, on the other hand, consistently have the lowest occupancy rates, with the lowest occupancy times being 6 pm through 9 pm. Between January 2024 and May 2024, occupancy rates remain consistent in the evening, with an average below 305 occupancies for the total number of spaces available.
18 Public Parking Lots in Downtown
19 DOWNTOWN VACAVILLE
Physical Description
Location
Located in the heart of Vacaville, Downtown covers an approximately 10-block by 10-block area. City Hall and many other public facilities are one-half mile to the southwest, and the Nut Tree commercial development is two miles to the northeast. The 237-acre Plan Area is generally bounded by West Street to the west, East Monte Vista Avenue to the north, Depot Street to the east, and Interstate 80 to the south.
The Plan Area encompasses the Downtown Vacaville Priority Development Area (PDA), which is designated as one of Solano County’s PDAs in Plan Bay Area 2050.
Downtown Specific Plan Boundaries
20 Topography
While the DTSP Plan Area is
relatively flat, the eastern
portion of the Plan Area does
contain some hillside slopes.
This is most evident when
traveling along East Monte
Vista Avenue near Andrews
Park. There are also some
slight slopes when traveling
along Mason Street near the
Mason Street Centre.
Ulatis Creek, which runs eastwest throughout Vacaville, cuts through the DTSP Plan Area.
The Creek is a focal point
within Andrews Park, serving
as the backdrop for the annual
Creekwalk Concert Series.
Land Uses
Surrounding land uses include residential and public facilities to the west; residential and commercial uses and swaths of open space to the north; and Interstate 80 and highway commercial uses to the south. The Plan Area includes the Downtown Transit Plaza, a branch of the Solano County Library, the McBride Senior Center, a U.S. Post Office branch, a multiscreen move theater complex (Brenden Theatres), an indoor sports facility (Vacaville Ice Sports), Andrews Park, and various shopping and dining options. Notable retail outlets and office developments include the Vista Crossings shopping center, Mason Street Centre, and the former CVS site. Other notable land uses include the Sutter Health Medical Plaza, Blake Austin College (a medical education program), the 83-room Sonesta Essential Vacaville hotel, and Buckingham Collegiate Charter Academy. Vacaville High School and the Depot Station Shopping Center are also located just outside the Plan Area boundaries.
The Mason Street Centre in Vacaville is home to Sutter Health Medical Plaza and Blake Austin College.
Ulatis Creek cuts through the heart of Downtown Vacaville 21 Vehicular Circulation
Interstate 80 is Vacaville’s primary freeway, connecting Vacaville to the rest of the San Francisco Bay Area to the west and the greater Sacramento region to the east. Direct access to Interstate 80 is provided at the Davis Street/Hume Way and Mason Street/Depot Street interchanges. Travelers can also access Downtown from the Alamo Drive interchange.
East Monte Vista Avenue is a four-lane east-west arterial connecting Downtown to residential neighborhoods to the west and commercial centers to the east. In the Plan Area, East Monte Vista Avenue does not have bicycle facilities but does provide sidewalks.
Depot Street is a four-lane north-south arterial running along Downtown’s eastern border. Depot Street is one of Downtown’s main gateways from Interstate 80. Depot Street has sidewalks and Class II bicycle lanes.
Mason Street is a four-lane east-west arterial connecting Downtown to commercial centers in the City’s other Priority Development Area: the Allison PDA. West of Davis Street, Mason Street narrows to three lanes. Mason Street is not a designated bicycle route but does provide sidewalks.
Davis Street is a four-lane north-south arterial connecting Downtown to commercial centers and residential neighborhoods to the south. North of Mason Street, Davis Street narrows to two lanes. Davis Street does not have bicycle facilities but does provide sidewalks.
Merchant Street is a three-lane north-south arterial connecting Alamo Drive to the heart of Downtown Vacaville. North of Lovers Lane, Merchant Street narrows from a five-lane arterial with no bicycle facilities into a complete street (three lanes, Class II bike lanes, and sidewalks).
Main Street is a two-lane east-west collector that spans the heart of Downtown Vacaville. The street provides on-street parking, does not have any bicycle facilities, and has sidewalks for pedestrians.
Dobbins Street is a two-lane north-south arterial that connects Downtown Vacaville to residential neighborhoods in the north. Within the Plan Area, Dobbins Street provides on-street parking. North of East Monte Vista Avenue, the street widens into a three-lane arterial. The street is not a designated bicycle route but does have sidewalks for pedestrians.
Cars at Town Square Plaza
22 Vacant Land
There are a number of vacant sites located throughout the Downtown Vacaville Plan Area. 306 Parker Street is a vacant property located in the heart of Downtown Vacaville.
Merchant Street and Dobbins Street is a vacant 0.14-acre parcel located next to the Merchant Street triangle.
The property is zoned Downtown Core and was previously entitled for a 4,704 sq. ft., one-story office building.
There are two vacant sites on Cernon Street between East Monte Vista Avenue and Dobbins Street. These two sites are zoned Downtown Core.
700 PARC on Main is a mixed-use
development by Lewis Planned Communities
and Blackpine Communities spread across
three vacant sites located along East Main
Street and McClellan Street. Building Permits
are anticipated to be issued in Summer 2024.
Mason Street and Depot Street is a vacant
2.26-acre site located south of Mason Street,
directly adjacent to
Interstate 80. The
property is zoned
Downtown General
Commercial and was
previously entitled for a
108-room, five-story
hotel.
Monte Vista and Depot
Street is a collection of
four vacant parcels
located at the southwest
corner of East Monte
Vista Avenue and Depot
Street. The properties are
zoned Downtown Core.
Vineyard Valley and
Markham Avenue is a
vacant 1.74-acre site
located at the northwest
corner of Vineyard Valley
Way and Markham
Avenue. The property is
zoned Downtown General
Commercial.
Infrastructure and Utilities
Downtown Vacaville is currently served by City water and sewer infrastructure. However, given Downtown’s age and the intensity of uses envisioned by the DTSP, the City has programmed sewer and water infrastructure upgrades and upsizing as part of its Capital Improvement Program.
In 2021, the City completed multiple sewer line improvements in Downtown. These improvements included sewer line upsizing, realignments, and replacements.
700 PARC on Main
23 Other Notable Features
A number of schools are located within or directly outside the Plan Area. Within the DTSP, Buckingham Collegiate Charter Academy provides an alternative high school experience for Vacaville students. On West Monte Vista Avenue, located two blocks west of the Vacaville Transit Plaza and just outside the Plan Area, Vacaville High School is one of the City’s two main public high schools. To the south on Elm Street, Kairos Public School provides K-8 charter school education just outside the Plan Area.
In addition to restaurants and shops, the DTSP is also home to numerous recreational activities. At the Mason Street Centre, Brenden Theatres provides a cinema experience for the Vacaville community. Vacaville Ice Sports is a regional recreation center. Andrews Park is Downtown’s backyard, providing playgrounds, open space, and trails for Downtown and greater Vacaville. The Georgie Duke Sports Center is also located in Andrews Park and is a full-service recreation center that offers indoor basketball, badminton, pickleball, and boxing.
24 DOWNTOWN VACAVILLE
Demographics
Population Size and Trends
Vacaville is the third-largest city in Solano County, centrally located between the San Francisco Bay Area, Wine County, and the greater Sacramento region. As of 2022, Vacaville had a total population of approximately 101,631 people, an increase of approximately 10.5% from 2010.1, 2 According to the Vacaville General Plan Final Environmental Impact Report, the City is anticipated to have a total population of approximately 112,000 residents by the year 2035.
Approximately 600 people live in the DTSP Plan Area across 300 households. These residents account for approximately 0.6% of Vacaville’s total population. Between 2010 and 2020, Downtown Vacaville’s population has grown by roughly 40 residents, an increase of 6.5%.
Vacaville is a family-oriented community, with roughly 23% of its population under the age of 18.
Approximately 41% of Vacaville residents are between the age of 25 and 54, and almost 28% of Vacaville residents are 55 or older.
1. U.S. Census Table DP05, 2022: ACS 5-Year Estimates
2. U.S. Census Table DP05, 2010: ACS 5-Year Estimates
3. U.S. Census Table S1101, 2022: ACS 5-Year Estimates
Housing
As of 2022, there were approximately 33,723 households in Vacaville.3The average household size is 2.83 persons per household. Over 75% of Vacaville’s housing stock is single-family, with the remaining 25% being a mix of duplexes, other multifamily dwellings, and mobile homes. Approximately two-thirds (66.2%) of Vacaville households are owners, and 33.8% are renters.
Downtown Vacaville’s housing stock is reflective of the rest of Vacaville, with 76% of all housing units being single-family homes. Multifamily housing in the Plan Area consists of smaller housing units, such as duplexes, triplexes, and quadplexes. Downtown’s housing stock is also notably older than the rest of Vacaville, with approximately 34% of homes being built between 1950 and 1959.
Education
Of Vacaville residents 25 years or older, almost 25% have high school as their highest level of education.
Another 29% have had some college education but no degree. About 26% of Vacaville’s population has obtained a Bachelor’s degree or higher.
Vacaville is served by the Vacaville Unified School District (VUSD) and the Travis Unified School District (TUSD). Additionally, Solano Community College’s Vacaville Center located in the North Village neighborhood offers 40,000 sq. ft. of science and computer laboratories and is the main headquarters of the College’s Bachelor degree program in Biomanufacturing.
Vacaville is also home to a number of private schools and colleges, including the Academy of 21st Century Learning, Vacaville Christian Academy, Blake Austin College (a private medical school), and the Milan Institute of Cosmetology. Given its regional location, Vacaville is also located within commuting distance of several universities, including UC Davis, UC Berkeley, California Maritime Academy (CSU), Sacramento State University (CSU), CSU East Bay (Concord), and Sonoma State University (CSU). 25 Race and Ethnicity
Solano County is one of the United States’ most diverse counties, ranking 1st among all California counties in the 2020 U.S. Census’s Diversity Index and 6th among all counties in the country according to U.S.News and World Report.1,2 Vacaville is no exception, with a majority of residents identifying as Hispanic/Latino or people of color. As of 2022, 47.5% of Vacaville residents were non-Hispanic white, 26.1% identified as Hispanic/ Latino of any race, 9.4% of residents identified as Asian, 8.3% identified as Black or African American, and
7.2% identified as two or more races.3
Vacaville also has a number of households that speak languages other than English, with almost 13% speaking Spanish, 5% speaking Asian/Pacific Island languages, and 2% speaking other Indo-European languages.4
1. Racial and Ethnic Diversity in the United States: 2010 Census and 2020 Census, United States Census Bureau, 12 August 2021.
2. Hubbard, Kaia. The 15 Most Diverse Counties in America, U.S. News and World Report, 24 August 2021.
3. U.S. Census Table DP05, 2022: ACS 5-Year Estimates
4. U.S. Census Table S1601, 2022: ACS 5-Year Estimates
26 1. U.S. Census Table S0801, 2022: ACS 5-Year
Estimates
2. U.S. Census Bureau OnTheMap, 2021
Commuting
Vacaville is a car-centric city, with almost
80% of commuters driving alone to work.1
Only about 7% of commuters carpool, and
only 1.5% walk or bike to work.
Approximately 9.7% of Vacaville residents
are able to work-from-home.
Almost 78.8% of Vacaville residents work
outside of Vacaville.2 Outside of Vacaville,
about 16.9% work in other Solano County
cities (Fairfield, Vallejo, Benicia), 11.2%
commute to Bay Area cities outside
Solano, and 5.7% commute to
Sacramento.
The average commute time for Vacaville
residents is almost 29 minutes. While
about 34% of Vacaville residents commute
for 15 minutes or less, approximately 37%
face commute times over 30 minutes. In
fact, 14% of Vacaville residents face
commute times of over an hour.
Top 10 Cities Where Vacaville Residents Work
Fairfield 12.8%
Sacramento 5.7%
San Francisco 3.8%
Vallejo 2.4%
Oakland 2.3%
Napa 2.1%
Benicia 1.7%
Concord 1.7%
San José 1.3%
U.S. Census Bureau, OnTheMap, 2021
27 DOWNTOWN VACAVILLE
Economy
Employment Types and Trends
Vacaville has a diversified economy, with
about 24% working in education and
healthcare, 11.5% working in retail, 10%
working in construction, 9.7% working in arts
and entertainment, and 9.1% working in
professional or STEM-related careers.1
About one-fifth of Vacaville’s employees are
government workers. Major public-sector
employers include the California State
Department of Corrections, the Vacaville
Unified School District, the City of Vacaville,
and the State Compensation Insurance
Fund.
The City has five economic centers:
Industrial Park, which consists of the
Interchange and Golden Hills Industrial
Parks; Biotechnology Cluster; Retail Cluster,
which consists of Nut Tree Village and the
Vacaville Premium Outlets; Downtown; and
the future Ascend @ Lagoon Valley
development.
In the Vallejo-Fairfield metropolitan area,
which includes Vacaville, the unemployment
rate is 5.3%.2
1. U.S. Census Table DP03, 2022: ACS 5-Year Estimates
2. Metropolitan area unemployment rates, March 2024, not seasonally adjusted, U.S. Bureau of Labor Statistics.
Accessed 2 May 2024.
3. U.S. Census Table S1901, 2022: ACS 5-Year Estimates
Top 10 Vacaville Employers
Kaiser Permanente
(healthcare) 1,282
Amazon
(retail and logistics) 1,157
Genentech
(life sciences) 790
EPSI 650
Blue Mountain
Construction
(construction)
610
Thistle Health 580
Simonton Windows 320
Mariani Packing
(food manufacturing) 315
Costco
(retail and logistics) 280
Alza Corporation
(life sciences) 250
City of Vacaville Finance Department, 2022
Income
According to the California Department of Housing and Community Development (HCD), in 2023, the median income for a four-person household in Solano County was $112,600. In 2022, about 54% of Vacaville households had an income of $100,000 or more.3 Approximately 27.2% made between $50,000 and $99,999, and about 18.5% made less than $50,000.
In Downtown, only 23% of households had incomes higher than $100,000. About 40% of Downtown households had incomes between $25,000 and $75,000. Data published by the U.S. Department of Housing and Urban Development (HUD) indicate higher concentrations of lower-income households in the Plan Area than in the rest of Vacaville, with nearly 40% of Plan Area households falling in the “low-income” category. 28 DOWNTOWN VACAVILLE
Housing
Housing Market and Trends
Vacaville is Solano County’s third largest
City, just behind Fairfield and Vacaville. In
2023, the City issued 473 new residential
permits - 223 single-family homes, 236
multifamily units, and 24 ADUs. During the
previous Housing Element cycle (2015-
2022), the City issued 3,338 residential
building permits, including 2,572 singlefamily units, 691 multifamily homes, and 75 ADUs. Over the next eight years, Vacaville is
expected to build at least 2,595 new
residential units.
Vacaville Regional Housing Needs Allocation
2023-2031
Income Category Units
Extremely Low Income
(< 30% AMI) 338
Very Low Income
(30% - 49% AMI) 339
Low Income
(50% - 79% AMI) 404
Moderate Income
(80% - 120% AMI) 409
Above Moderate Income
(> 120% AMI) 1,105
Total 2,595
Source: 2023-2031 Vacaville Housing Element
Housing in Downtown
Downtown Vacaville is predominantly singlefamily (76%); the remaining housing stock consists of smaller multifamily products,
including duplexes, triplexes, fourplexes,
multiplexes, and other missing middle
housing forms. Almost 34% of housing in
Downtown was built between 1950 and
1959, which contributes to the Plan Area’s
historic character but also presents
challenges for repair and renovation.
Residential sale prices and rental rates in the
Plan Area tend to be lower than those in the
city and region, making the Plan Area a more
affordable housing submarket. That said, the
majority of housing in the Plan Area is
affordable only for moderate– and abovemoderate households, highlighting the need for additional housing that is affordable for
low-income households.
Unlike the rest of Vacaville, over half of
Downtown households are renters.
A triplex in Downtown Vacaville
29 Special Housing Needs
Travis Air Force Base Families - Because of Vacaville’s proximity to Travis Air Force Base, the City has a need to provide market-rate housing for families and rental housing for younger aviators. Every month, approximately 90 to 150 new people arrive at the Base, including aviators and their families.
Persons with Family and Friends in Prison - Vacaville is home to the California State Prison and California Medical Facility. Families sometimes move to Vacaville to be nearer to incarcerated relatives for daily visitation.
Executives and High-Income Earners - The number of professional and high-paying jobs in Vacaville continues to increase, with employers such as Genentech, Kaiser Permanente, NorthBay Healthcare, Travis Credit Union, and the State Compensation Insurance Fund providing good jobs for local residents. A lack of executive-style housing makes it difficult to attract executive workers at both existing and future companies located in Vacaville.
Young Adults - Nearly 28% of Vacaville residents are aged 15 to 35. A high proportion of young adults generally indicated a need for rental units, ADUs/JADUs, and entry-level homebuyer opportunities, including condominiums, townhomes, and smaller single-family homes. Residents have indicated a concern regarding the inability for their young adult children to reside in Vacaville after graduating from high school, vocational schools, or college.
1. Zillow Home Value Index (ZHVI). Accessed 6 May 2024.
2. Zillow Observed Rent Index (ZORI). Accessed 6 May 2024.
Trends in Sales Prices and Rents
Since 2020, home values in Vacaville have increased dramatically, with the typical value of homes in the 35th to 65th percentiles increasing from around $480,000 at the start of 2020 to about $615,000 by March 2024.1 Rents in Vacaville have seen a similar increase, going from an average of about $2,060 per month at the start of 2020 to approximately $2,570 by March 2024.2
A multiplex in
Downtown Vacaville
30 Residential Development in Other Neighborhoods and Cities Outside of Downtown, Vacaville and the wider Solano County region has seen a lot of new residential development that may draw people away from Downtown.
In Vacaville, new single-family homes are being built at Farmstead Square by Taylor Morrison, Villages at Vanden Meadows by Meritage Homes, Foxboro Knoll by Pulte Home, Vandengate and Vanden Cove by Discovery Builders, and Sagebrush/Sweetbay at Southtown by KB Home. New homes are also under construction in the Roberts’ Ranch subdivision by KB Home, Taylor Morrison, and Crowne Communities.
Overall, there are over 1,545 new homes currently under construction or approved.
Vacaville also has a number of new single-family communities in the pipeline. These include the Farm at Alamo Creek Specific Plan, the Greentree Specific Plan, the North Village Specific Plan, and the Lower Lagoon Valley Policy Plan. Lennar is set to break ground soon on new homes in Lower Lagoon Valley.
Multifamily development is also underway in Vacaville. The Peabody Apartments and Greentree Apartments projects are currently being built and will provide new housing in a walkable, mixed-use setting away from Downtown. The Allison Apartments and Oak Grove Apartments will provide new affordable housing in proximity to shopping and transit.
Away from Vacaville, new construction may also take people away from Downtown Vacaville. This includes the One Lake master-planned community in Fairfield, the Villages at Fairfield community, the Homestead master-planned community in Dixon, Sutton at Parklane in Dixon, the Lawler apartments project in Suisun City, the Meridian community in Suisun City, Enclave at Cordelia in Fairfield, and Cadence at Gold Hill in Fairfield.
New Residential Development in Downtown
Compared to other areas in Vacaville, Downtown does not have many new entitled residential projects. The main “star” of Downtown is 700 PARC on Main, a mixed-use development spread across three sites located in Downtown’s East Main District. The project is currently under construction and, when completed, will add 81 new townhomes and 4,000 sq. ft. of new commercial space to Downtown.
Other notable residential projects in Downtown include the Always Best Care Senior Services mixed-use project, which will add two new units off Davis Street. 700 PARC on Main by Blackpine Communities
FAIRFIELD
DIXON
SUISUN
VACAVILLE
VALLEJO
SUISUN BAY
DOWNTOWN
VACAVILLE
NORTH
VILLAGE
HOMESTEAD
PARKLANE
GREENTREE
THE FARM AT
ALAMO CREEK
ROBERTS’
RANCH
LOWER LAGOON
VALLEY
ONE LAKE
VILLAGES AT
FAIRFIELD
ENCLAVE AT
CORDELIA
CADENCE AT
GOLD HILL
MERIDIAN
LAWLER
APARTMENTS
ALLISON
APARTMENTS
FARMSTEAD
SQUARE
OAK GROVE
APARTMENTS
VILLAGES AT
VANDEN
PEABODY
APARTMENTS
Other Residential Development
32 DOWNTOWN VACAVILLE
Commercial Development
Regional Retail Market
Vacaville has approximately 6.3 million sq. ft. of retail space, 12% of which is located in Downtown. However, there are a number of other regionally important commercial centers. In Vacaville, these include Nut Tree Village, Vacaville Premium Outlets, Vacaville Commons, and Power Plaza. In nearby cities, other commercial centers include Solano Town Center in Fairfield and Gateway Plaza in Vallejo. Other cities also have downtowns that may compete with Downtown Vacaville, including Downtown Fairfield, Downtown Winters, and Downtown Davis.
FAIRFIELD
VALLEJO
VACAVILLE
DAVIS
WINTERS
SOLANO TOWN
CENTER
NUT TREE
VILLAGE
PREMIUM
OUTLETS
DOWNTOWN
FAIRFIELD
GATEWAY
PLAZA
DOWNTOWN
WINTERS
DOWNTOWN
DAVIS
DOWNTOWN
VACAVILLE
SUISUN BAY
SAN PABLO
BAY
DOWNTOWN
NAPA
NAPA
33 Retail in Downtown
The DTSP Plan Area features approximately 763,000 sq. ft. of retail space. The Downtown retail inventory is quite diverse, including a variety of drinking and dining establishments, entertainment venues, personal services, boutique retailers, and resident services (e.g. gyms) in the core downtown along Main Street and Merchant Street. Entertainment uses and ancillary retail are located along Davis Street. “Big box” retail is located at the Vista Crossing shopping center at the northwest corner of Depot Street and East Monte Vista Avenue, anchored by Lucky’s. Lainey’s Furniture and the old CVS site represent additional auto-oriented retail, located at the northwest corner of Dobbins Street and East Monte Vista Avenue. 34 The Mason Street Centre is one of Downtown Vacaville’s main retail clusters, home to Brenden Theatres, Vacaville Ice Sports, Outback Steakhouse, and McDonalds.
35 DOWNTOWN VACAVILLE
Entertainment
Recreation
Vacaville Ice Sports provides indoor ice skating
opportunities for residents across Solano County. Residents and visitors looking for other indoor sports can find it at the Georgie Duke Sports Center or at local Downtown gyms,
such as Maximum Fitness, Fitness Explosion Elite Training, Joy2BWell Fitness Studio, Kaia Fit Vacaville, DJK Fitness, or Apex Brazilian Jiu Jitsu Academy. Those looking for
outdoor recreation can also visit Andrews Park or exercise along Ulatis Creek.
Art
Downtown Vacaville has a number of entertainment
opportunities and potential. One of Vacaville’s main libraries, Town Square Library, is located Downtown. Vacaville’s
primary movie theater, Brenden Theatres, is located along Davis Street. Journey Downtown, in partnership with
OnStageVacaville, provides local performances at the old Theatre DeVille. J&S Performing Arts Center and Starbound Theatre also provide opportunities for those looking to perform in theatre shows.
Those learning music can also learn Downtown at School of Rock, the Young Artists Conservatory of Music, or at Tweed Hut Music Store. The restaurant Mäskē also provides live entertainment, including a dueling piano. Those looking to host events can also go to the Vacaville Opera House.
Food and Restaurants
Downtown is home to a number of Vacaville restaurants,
many of which are concentrated along Main Street and
Merchant Street. These restaurants include La Guagua,
Merchant and Main, Pietro’s No. 1, Heritage House Café, Los Reyes, Backdoor Bistro, Fuso, La Borgata Italian Deli, Journey Downtown, Vasquez Delicatessen, Tacos Jalisco,
Taqueria Los Arcos, Mr. Pickle’s Sandwich Shop, and
Mountain Mike’s Pizza.
A number of restaurants are also located in Downtown’s two commercial shopping centers. At Mason Street Centre,
popular eating establishments include Outback Steakhouse, McDonald’s, Umi Sushi, Ike’s Love & Sandwiches, Mary’s
Pizza Shack, and Starbucks. At the Vista Crossings
shopping center, residents and visitors can dine at Bag O’ Crab, Domino’s Pizza, Chef Chen’s Chinese, Little Caesars Pizza, or Paleteria La Guadalajara.
Ulatis Creek Creekwalk near Davis Street Plaza
36 Downtown Events
The Vacaville Parks and Recreation Department holds various events in Downtown Vacaville every year.
Around the Easter holiday, the City hosts the Bunnies & Bonnets event in Andrews Park. This family-friendly event features many fun activities for kids, including an egg hunt, a petting zoo, and wagon races. Every summer, the City hosts the annual CreekWalk Concert Series in Andrews Park, where local and national music performers play every Friday night. The 2023 CreekWalk Concert Series was attended by approximately 9,400 people (excluding children) during the nine-week event. On the 4th of July, the City holds an outdoor fireworks celebration with spaces for outdoor food trucks and food stands. In 2023, this event was attended by approximately 10,000 people (excluding children). On August 17, 2024, the City will be hosting another outdoor concert at Andrews Park featuring Club Nouveau and Quad City DJs. In October, the City hosts the Howl-O-Ween Pet Parade and Costume Contest, where community members can dress up their dogs to compete for various costume categories. About 250 people participate in Howl-O-Ween. In November, the City hosts a celebration for Día de los Muertos, providing a space for the community to honor their loved ones with food, drinks, and celebration. This event is typically attended by about 600 people. Recently, the City has taken the reins on organizing the annual Merriment on Main event, which happens every December. This Downtown Vacaville tradition features the lighting of a 50 ft. tall Christmas tree, along with outdoor music, and is attended by approximately 10,000 people.
The Downtown Vacaville Business Improvement District (DVBID) also hosts events in Downtown Vacaville.
Every Thursday, DVBID hosts three hours of outdoor music in Town Square. Every Saturday, the DVBID hosts an outdoor Farmers’ Market at Creekwalk Plaza in Andrews Park. In Spring, DVBID holds a Spring Fling Stroll, which is a group stroll through Downtown Vacaville where participants can sample wine, beer, mocktails, and appetizers. DVBID also hosts an annual Oktoberfest celebration, featuring beers, brats, pretzels, and German music. A Halloween Stroll takes place in October at Town Square. In November/December, DVBID hosts the annual Holly Days Crafts Fair, where community members can shop from various vendors along Merchant Street.
Merriment on Main in Downtown Vacaville
37 GOVERNMENT
Federal Government
The City of Vacaville and its residents are represented by the following U.S. officials:
Joseph Biden, President
Kamala Harris, Vice President
Alex Padilla, Senator
Laphonza Butler, Senator
Mike Thompson, 4th District House Representative
John Garamendi, 8th District House Representative
The City of Vacaville is located in proximity of Travis Air Force Base and is subject to airport compatibility regulations. Travis is a key component of Vacaville and Solano County’s economy, and the City and the Base work closely to ensure the viability of Travis.
Ulatis Creek runs through Andrews Park and much of Downtown. The City coordinates with the Army Corp of Engineers to ensure protection and preservation of Ulatis Creek.
State Government
The City of Vacaville and its residents are represented by the following California officials:
Gavin Newsom, Governor
Eleni Kounalakis, Lieutenant Governor
Bill Dodd, 3rd District State Senator
Lori Wilson, 11th District State Assemblymember
The City of Vacaville is served by two interstate freeways: Interstate 80, which provides direct access to Downtown, and Interstate 505. The City coordinates closely with Caltrans District 4 to ensure that freeway operations continue to serve Vacaville residents and visitors. Most recently, the City worked with Caltrans on the I-80 Managed Lanes project, which will widen Interstate 80 and construct 10 miles of new express lanes.
Prior to 2011, the City had a Redevelopment Agency. The City Council serves as the Successor Agency to the Redevelopment Agency.
Regional Government
The City of Vacaville is located within the nine-county San Francisco Bay Area. Bay Area Metro, comprised of the Metropolitan Transportation Commission (MTC) and the Association of Bay Area Governments (ABAG), provides support for regional land use and transportation planning, working closely with local jurisdictions to prepare the region’s sustainable communities strategy: Plan Bay Area 2050. The City of Vacaville has worked with MTC/ABAG to nominate Downtown as a Priority Development Area (PDA). PDAs are part of the Bay Area’s regional growth framework and are comprised of locally-nominated neighborhoods that are wellserved by transit and suited for new homes, jobs, and community amenities.
Tribal Government
The City of Vacaville is located within the aboriginal territories of the Yocha Dehe Wintun Nation. The City works closely with Yocha Dehe Wintun to ensure development does not impact tribal cultural resources. 38 City Government
The City of Vacaville is a general law city operated under a City Council/City Manager form of local government. Aaron Busch, City Manager, and City staff are responsible for implementing City Council direction and ensuring that City programs and services are efficiently and effectively provided. The Vacaville City Council is comprised of seven members: one at-large mayor and six councilmembers representing each City Council district.
John Carli, Mayor
Roy Stockton, Councilmember - District 1
Gregory Ritchie, Vice Mayor - District 2
Michael Silva, Councilmember - District 3
Sarah Chapman, Councilmember - District 4
Jason Roberts, Councilmember - District 5
Jeanette Wylie, Councilmember - District 6
The DTSP Plan Area is located in District 3.
The City Council also appoints Vacaville residents to serve on the City’s Planning Commission and the Parks and Recreation Commission. The Planning Commission is responsible for the implementation of various Planning entitlements, including major new development in Downtown. The Parks and Recreation Commission is responsible for advising the City Council related to parks development, including Andrews Park, Ulatis Creek, the Downtown Creekwalk Concert Series, and public art.
County Government
The City of Vacaville is located within Solano County, which provides government services in unincorporated areas. Vacaville residents are represented on the Solano County Board of Supervisors by:
John Vasquez, Supervisor - District 4
Mitch Mashburn, Supervisor - District 5
The City also works with the Solano Transportation Authority (STA), which coordinates transportation planning initiatives between Solano County’s seven cities. Most recently, the City has worked with STA on the Solano I-80 Managed Lanes project, which will construct new express lanes on the freeway corridor connecting to Downtown.
39 City Revenue
The Vacaville General Fund is the primary revenue source and operating fund for most City services, including public safety, street maintenance, parks and recreation, and administration. The major sources of funding for the General Fund are property taxes and sales taxes, which comprise approximately 65% of all General Fund revenues. Taxes overall provide the largest funding source to the General Fund at 83%. The City receives property taxes, sales and use taxes, Measure M funds, franchise fees, paramedic tax, excise taxes, transient occupancy tax, real property transfer tax, business license tax, and public safety sales tax.
Current Plans in Downtown
The Vacaville Parks and Recreation Department is currently preparing an Arts and Culture Master Plan, which will
address the vision for arts and culture, public art, and cultural engagement experiences in Vacaville. The
preparation of this plan is one of the actions identified in the DTSP, and the plan will ultimately address new public art in Downtown. Additionally, in 2023, the Community
Development Department created procedures for public art proposed on private property. These actions will help
facilitate new public art in Downtown Vacaville.
In 2021, the City adopted the Parks and Recreation Master Plan (PRMP), which identifies policies and standards for parks in Vacaville. The PRMP identifies future improvements to enhance Andrews Park, Ulatis Creek, the George Duke
Sports Center, the McBride Senior Center, and Town Square.
The City’s Capital Improvement Program (CIP) identifies future improvements to be made in Downtown. These
include connecting the Ulatis Creek Trail in Andrews Park to the Elmira Road and underground infrastructure
improvements (i.e. water and sewer).
Top Sales Tax Producers (2022)
Source: 2021-2022 Popular Annual Financial
Report
All Weather Architectural Aluminum
Amazon
Amaars Toyota Vacaville
Best Buy
Buick GMC
Camping World RV
Coach
Costco Wholesale
Dodge Chrysler Jeep of Vacaville
GE Healthcare Bio Sciences
Home Depot
Lowes
Mazzei Chevorlet
Millipore
Nakedwines.com
Nike
Nissan of Vacaville
Sam’s Club
Simonton Windows
Target
Texaco
Vaca Valley Travel Center
Vacaville Honda
Vans
Walmart
Special Downtown Policies
Downtown Vacaville is governed by the Downtown Specific Plan, which outlines guidelines, standards, and procedures for new development in Downtown. There are a number of development requirements unique to Downtown:
Prototype Development - The DTSP identifies different development prototypes that can be developed in certain zones in Downtown. These development prototypes include Neighborhood Multiplex, Townhouse/ Rowhouse, Apartment/Condominium, and Mixed-Use. Projects that comply with the objective standards in the DTSP are subject to streamlined review. Specifically, projects with 10 units or less and mixed-use projects of 25,000 sq. ft. or less are subject to ministerial review. Projects that do not meet that criteria are subject to staff-level administrative review.
40 DMU Mixed Use Requirement - All development within the Downtown Mixed Use (DMU) zoning district must contain at least two different uses, one of which shall be residential. This requirement applies specifically to the Old CVS Site at the northwest corner of East Monte Vista Avenue and Dobbins Street. Development may be in a vertical mixed-use configuration or in a horizontal mixed-use configuration.
Priority Pedestrian Frontage - Within the Priority Pedestrian Frontage, certain non-active uses are prohibited from establishing on the first floor directly fronting key streets, including portions of Main Street, East Main Street, Parker Street, Merchant Street, and Dobbins Street. Non-active uses include residential uses, schools, community assemblies, banks, and offices.
Prohibition on Drive-Throughs - Within the Downtown Core (DC) and the Downtown Mixed Use (DMU) zoning districts, drive-through businesses are not allowed.
Safety Plans - Bars, nightclubs, lounges, and restaurants that have hours of exclusive alcohol service are required to prepare a Safety Plan, subject to review and approval by the Vacaville Police Department.
Maximum Setbacks - Most zoning districts under the DTSP have reduced minimum setbacks. Unlike other zoning districts in Vacaville, development in Downtown is also subject to maximum setback requirements to foster a walkable environment.
Relevant Departments and Agencies
The Community Development Department is responsible for processing development applications in Downtown, including planning entitlements and building permits. The Economic Development Department is responsible for attracting, engaging, and retaining businesses in Downtown. The Public Works Department is responsible for the engineering of development projects and the maintenance of Downtown facilities. The Housing and Community Services Department is responsible for working with private entities wishing to develop affordable housing or develop City-owned land, including navigation of the Surplus Land Act. The Parks and Recreation Department is responsible for development and programming at City-owned recreational facilities, including Andrews Park, Georgie Duke Sports Center, and the McBride Senior Center.
Local Political Representation
The Downtown Vacaville Business Improvement District (DVBID) is a nonprofit business-based assessment district whose mission is to activate Downtown Vacaville. DVBID is comprised of various members who seek to beautify and support Downtown. DVBID also hosts Downtown events, such as the Downtown Farmer’s Market, Holly Days Craft Fair, and Oktoberfest.
The Vacaville Chamber of Commerce is a business membership organization that represents over 500 businesses in Vacaville. The Vacaville Chamber seeks to improve the overall business climate in the community, including through advocacy, networking, education, and promotion.
The Vacaville Heritage Council and Solano County Historical Society are nonprofit organizations dedicated to preserving Solano County history.
The Old CVS Site is envisioned for new mixed-use development. 41 PRIVATE SECTOR INVOLVEMENT
Neighborhood Associations
In 2023, the City launched Neighborhood Associations. Neighborhood Associations are a group of people that organize to identify issues, improve conditions, and accomplish specific goals in their neighborhood. Members can include residents and representatives from businesses, schools, and nonprofit organizations within defined neighborhood boundaries.
There are no registered Neighborhood Associations within Downtown Vacaville.
Downtown Vacaville Institutions
There are many schools located within and around the DTSP Plan Area. Buckingham Collegiate Charter Academy is located within the Plan Area next to Andrews Park. Blake Austin College, which is located in the Mason Street Centre, provides higher level medical education. Just outside the Plan Area are Vacaville High School and Kairos Public Charter School.
At Mason Street Centre, the Sutter Health Medical Plaza provides medical office services, including diabetes care, fertility and gynecology services, podiatry, primary care, urology, and vision care.
A number of religious organizations are also located in Downtown. These include Chabad of Solano County, Christ Church of the Valley, Church of God at Vacaville, Church of the Epiphany, First Church of Christ Scientist, Grace Community Church, Islamic Center of Vacaville, Living Waters Worship Center, Real Life Church, Shiloh Baptist Church, Solid Rock Ministry Center, St. Matthew Baptist Church, St. Paul’s United Methodist Church, The Pentecostals of Vacaville, The Potter’s House Christian Church, The Refuge, and Vaca Valley Christian Life Center.
Major financial institutions in Downtown include Bank of America, BMO, First Northern Bank, Travis Credit Union, Umpqua Bank, and U.S. Bank.
Sutter Health Medical Plaza and Blake Austin College
An unreinforced masonry building in
Downtown Vacaville across Town Square.
12 43
CITY OF VACAVILLE COMMUNITY DEVELOPMENT DEPARTMENT
650 MERCHANT STREET
VACAVILLE, CA 95688
(707) 449-5430
[email protected]
A ULI TAP report is a document created by the Urban Land Institute (ULI) following a Technical Assistance Panel (TAP) process, where a volunteer panel of experts provides objective, action-oriented recommendations on complex land use and real estate issues for a community or organization. These reports aim to help communities address challenges and foster long-term positive change by offering interdisciplinary insights and best practices. [1, 2] What is a ULI TAP Report?
● Origin: It is the culmination of a Technical Assistance Panel (TAP) session, a ULI program that started in 1948. [1]
● Purpose: To provide direct assistance to non-profits, public agencies, and other stakeholders by offering expert advice on challenging land use and development issues. [1]
● Process: A panel of volunteer experts in land use, planning, and real estate convenes for a short period (usually 1-3 days) to conduct stakeholder interviews, analyze the issue, and develop strategy recommendations. [1]
● Content: The report typically contains objective, interdisciplinary recommendations designed to catalyze positive, long-term community change. [2] Key Characteristics:
● Independent Perspective: The panel provides fresh, independent insights and technical knowledge to the community. [2]
● Best Practices: Panelists draw on their extensive experience to offer examples of best practices from other communities. [2]
● Action-Oriented: The recommendations are intended to spark action and provide a "springboard" for important community discussions and initiatives. [2, 3] How to Find a ULI TAP Report: [1, 4, 5, 6]
● You can typically find these reports by visiting the website of a local ULI District Council (e.g., ULI New York) or the ULI Americas website.
● Look for sections related to resources or technical assistance programs.
AI responses may include mistakes.
[1] https://newyork.uli.org/resources/technical-assistance-reports/ [2] https://sf.uli.org/get-involved/technical-assistance-panels/tap-testimonials/ [3] https://www.youtube.com/watch?v=dMWQfHCksPE
[4] https://americas.uli.org/research/centers-initiatives/terwilliger-center-for-housing/technicalassistance-program/ [5] https://americas.uli.org/research/public-sector/
[6] https://ulidigitalmarketing.blob.core.windows.net/ulidcnc/2012/03/Benefits-Full.pdf ULI SF TECHNICAL ASSISTANCE PANELS (TAPs)
TAPs Description and Process
OBJECTIVE + HISTORY:
Since 1947, the Urban Land Institute (ULI) has harnessed the technical expertise of its members to help communities solve difficult land use, development, and redevelopment challenges. ULI has conducted over 650 Advisory Services Panels in 47 U.S. states, 12 countries, and 4 continents. Since 2006, ULI San Francisco (ULI SF) has adapted this model to provide Technical Assistance Panels (TAPs) for use at the local level, assisting over 30 cities throughout the San Francisco Bay Area.
ULI San Francisco TAPs provide expert, multidisciplinary advice to public agencies and nonprofit organizations facing complex land use and real estate issues in the Bay Area. Drawing from our extensive membership base, ULI SF panels offer objective and responsible advice on a wide variety of land use and real estate issues ranging from site-specific projects to public policy questions.
TAPs PROGRAM DESCRIPTION:
ULI SF conducts two types of TAPs. Both versions commence with a set of questions proposed by the sponsoring organization (the ‘Client’) – a public agency, nonprofit organization, or nonprofit developer – about a specific development issue or policy barrier within a defined geographic area. The first TAP model is a two-day commitment, which includes a site visit, Client and stakeholder interviews, intensive working sessions, a presentation of recommendations, and a final report outlining the process and recommendations. The second model is a one-day commitment, which includes a brief introduction and overview by the Client, an approximately 4-hour working session with the panelists, followed by a presentation of recommendations to the Client, and a concise memo outlining the recommendations.
ULI San Francisco assembles a multidisciplinary panel of experts that explore the project, interview stakeholders, and make recommendations. TAP Panelists consists of unpaid volunteers from the 2,300+ ULI members in the San Francisco District Council chosen specifically for each assignment. Depending on the issues being tackled, panel member expertise may be comprised of developers and owners, investors, designers, planners, engineers, market, and financial analysts, as well as members of the public sector. The strength of ULI San Francisco’s Technical Assistance Panels lies in the cross-section of experts, who don’t have a vested interest in the project, examining the issues from multiple angles and producing recommendations and/or an implementation strategy that is based on sound information, community realities, and best practices.
Where appropriate and beneficial to the Client, ULI San Francisco will partner with other organizations to extend the breadth and expertise of the panel.
COST:
ULI San Francisco charges a fee for each of its panels to cover associated costs and staff time. Clients are charged a fee of $30,000 for a two-day TAP and $17,500-$20,000 for a one-day TAP, depending on the type and extent of the written report or memo. Panel members are ULI experts who volunteer their time because of a commitment to the ULI mission. Client expectations and obligations, including those for expenses, are detailed below.
TIMEFRAME:
After completing a TAP application, members of the TAPs Committee and ULI staff will arrange an initial meeting to understand and refine the assignment objectives as well as identify key issues. Decisions on whether the committee can accept the panel assignment will be determined shortly after receiving the application and the initial meeting. Three to four months are needed to provide sufficient time to assemble the best available TAP panel members, compile briefing materials, and plan for the TAP. Following the TAP panel presentation, we will commence writing the final report, which will be delivered to the Client within 2 months after the TAP workshop.
Client Obligations
● Briefing Book: The Client is responsible for assembling all relevant background information relating to the issues being addressed into a comprehensive Briefing Book. ULI Staff will provide the Client with a template and examples of other Briefing Books for reference. Ten bound copies and one PDF (to be emailed) of the Briefing Book should be finalized and mailed to ULI SF staff at least 4 weeks before the scheduled Panel. ULI SF staff will distribute the books to all the panelists. ● Stakeholder List: The Client must prepare a list of stakeholders available on the day of the TAP. The list should include key members of the private sector, public sector, and community who might provide valuable insight and information to the panel.
● Stakeholder Interview Schedule: The Client is responsible for coordinating and scheduling the stakeholder interviews for the morning session of day one. The Client and ULI staff will work together to determine the exact timing and length of the interviews. ● Project/Area Tour & Transportation: If the TAP scope deals with a specific project or project area, the Client is responsible for arranging a tour of the project or site area. The Client must arrange for transportation and an accompanying staff person to guide the tour and answer panel questions. It is ideal but not critical that transportation for group activities such as the site or area tour, are provided in one City vehicle, which can accommodate approximately 12 people. (TAP Panelists and ULI staff are responsible for their own transportation to the TAP panel location and the City will not incur those travel costs.)
● Other Resource Materials: Additional resource material that is not appropriate or too bulky for inclusion in the panel Briefing Books should be made available to the panelists during the TAP workshop. Such information might include zoning and general plan materials, market data, economic studies and projections, large format maps and other similar materials as needed. ULI SF staff and the Client will determine prior to the panel session what materials might be helpful for the panel deliberations.
● Panel Meeting Room(s): The Client is responsible for providing conference room(s) for:
o TAP panel workshop and deliberations - room should be large enough to accommodate 12 people at one table as well as provide space for breakout sessions. Internet access is critical. o Stakeholder interviews (several rooms) - room size depends on how many people will be interviewed.
o Final TAP panel presentation - room should be set up in a manner consistent with the type of final presentation desired and the amount of audience participation desired and include the ability to show a PPT presentation. This is often done in Council Chambers. ● Food and Refreshments: The client is responsible for providing food and refreshments throughout the TAP workshop for TAP panelists and ULI staff. This typically includes coffee and water throughout the day, light breakfast on both days, lunch on both days, and dinner at the end of the first day for TAP panelists, ULI staff, and invited City staff.
● Lodging: Depending on the location of the TAP scope location, the Client may be responsible for providing accommodations for the TAP panelists and ULI staff for two nights.
We encourage you to consider a TAP for your community. If you have further questions, please contact Teresa Breaux, ULI SF Manager, at +1-628-400-8956.
Please submit applications to: Teresa Breaux
Technical Assistance Panels (TAPs) Program Application
Please submit applications to: [email protected].
Applications will be reviewed by our Technical Assistance Panels Committee on an on-going basis.
1. TAPs applications must meet the following criteria: A clearly defined scope of work, and three to four well-articulated questions to be addressed during a one-day or two-day session.
2. A clearly defined geographic boundary (a neighborhood, district, corridor, etc.).
3. Strong local leadership capacity, by abiding by the program’s terms and conditions and Client Obligations; respect TAPs findings by galvanizing community support; and demonstrate a sincere attempt to implement recommendations.
Please provide the following information:
Lead Applicant Organization:
Contact Person: Title/Role:
Address:
City: State: Zip:
Telephone Number:
E-mail:
Please attach the following:
SCOPE OF WORK
Provide a one-page description of the need for the Technical Assistance Panel. Include background information on the affected site or area and current and future plans or activities (both public and private). Maps, statistics, planning and development goals, and other information may be attached if relevant. Provide an explanation of previous efforts to address the scope of work, including outcomes of those efforts.
QUESTIONS FOR THE EXPERT PANEL
Provide three or four specific questions about the affected site or area for the panel to address.
LEADERSHIP SUPPORT
Provide a letter from the municipality in support of the TAP process agreement with the criteria outlined in this application. Letters of support from local businesses and/or community-based organizations are encouraged but are not required.