Agenda packet — Santa Barbara City Council, July 19, 2022 (part 2 of 2)

 Drainage Master Plan – Led by Mead & Hunt. This project will be ongoing during the entire Master Plan.
 Sea Level Rise and Coastal Resiliency Study – Lead consultant TBD. This project will be ongoing during the entire Master Plan.

BUDGET/FINANCIAL INFORMATION:

The FAA, under authorization from the United States Congress, distributes Airport Improvement Program (AIP) funds each year. Half of each year’s authorized level of AIP funding is distributed to all eligible commercial service airports through an entitlement program that guarantees a minimum level of federal assistance each year based on prior year passenger enplanement levels. The remaining AIP funds are distributed on a discretionary basis. Santa Barbara’s estimated total funding amount for the 2022 entitlement grants is $3,393,183.

Staff requests that Council approve appropriations in the Airport Operating Fund in the amount of $94,457, funded from available reserve funds in the Airport Operating Fund, authorize a transfer of such funds to the Airport Grants Fund, and approve an increase in revenue and expenditure appropriations in the Airport Grants Fund in the amount of $1,011,321, funded by the transfer of $94,457 for the City match and $916,864 from the Federal Aviation Administration Airport Improvement Grant 3-06-0235-070-2022 for the Airport Master Plan Update. The FAA grants fund will cover 90.66% of City staff time as well as consultant costs for the MPU.

SUSTAINABILITY IMPACT:

The Santa Barbara General Plan focuses on a stated mission statement of “Living within Our Resources” and stresses sustainability for development (City of Santa Barbara 2011).

In addition, a guiding principle of the 2017 AMP and the MPU is to support sustainable design of airport facilities and the wise use of resources. The MPU will be consistent with the Santa Barbara General Plan and will incorporate the guiding principles throughout the development of alternatives.

The MPU will also incorporate updated forthcoming sea-level rise data into the alternatives and will examine aircraft electrification and sustainable aviation fuels. The MPU will also address known and foreseeable environmental challenges that may complicate projects, which will facilitate sustainable project implementation. Lastly, the MPU will update the existing SBA Recycling, Reuse, and Waste Reduction Plan.

A copy of the contract may be requested from the Airport Department for public review by contacting [email protected].

ENVIRONMENTAL REVIEW:

Council Agenda Report
Santa Barbara Airport Master Plan Update (Resolution; Contract) July 19, 2022

Page 5 ends

The projects and alternatives identified in the 2017 AMP were included in the adopted 2017 Airport Master Plan EIR. The MPU, and any new projects or alternatives will be subject to additional California Environmental Quality Act review. Any projects that are selected for development as part of the MPU will be subject to the National Environmental Policy Act, as well as the California Coastal Act.

PREPARED BY: Sara Iza, Airport Land Development Manager/mg SUBMITTED BY: Brian D’Amour, P.E., Interim Airport Director APPROVED BY: City Administrator’s Office
RESOLUTION NO.

A RESOLUTION OF THE COUNCIL OF THE CITY OF
SANTA BARBARA AMENDING RESOLUTION NO. 22-059,
ADOPTING THE BUDGET FOR FISCAL YEAR 2023, TO

APPROPRIATE FUNDS FOR PROFESSIONAL SERVICES

CONTRACT FOR SANTA BARBARA AIRPORT MASTER

PLAN UPDATE
WHEREAS, in accordance with the City Charter, the City Administrator filed with the Council a proposed budget for the fiscal year beginning July 1, 2022; WHEREAS, the City Council is required to adopt a budget before the beginning of the fiscal year on July 1, 2022;
WHEREAS, the City Charter provides that at any public meeting after the adoption of the budget, the City Council may amend or supplement the budget by motion adopted by the affirmative votes of at least a majority of the total members of the City Council; and WHEREAS, as authorized by Resolution No. 22-059, this Resolution approves the amendment to the budget as provided herein.

NOW, THEREFORE, be it resolved by the Council of the City of Santa Barbara that in accordance with the provisions of Section 1205 of the City Charter, the budget for the fiscal year 2023, as adopted by Resolution No. 22-059, is hereby amended as follows:

1. The Council approves appropriations in the Airport Operating Fund in the amount of $94,457, funded from available reserve funds in the Airport Operating Fund, authorize a transfer of such funds to the Airport Grants Fund, and approve an increase in revenue and expenditure appropriations in the Airport Grants Fund in the amount of $1,011,321, funded by the transfer of $94,457 for the City match and $916,864 from the Federal Aviation Administration Airport Improvement Grant 3-06-0235-070-2022, for the Airport Master Plan Update.

CITY OF SANTA BARBARA

COUNCIL AGENDA REPORT
AGENDA DATE: July 19, 2022
TO: Mayor and Councilmembers
FROM: Accounting Division, Finance Department
SUBJECT: Fiscal Year 2022 Interim Financial Statements For The Eleven Months Ended May 31, 2022
RECOMMENDATION:

That Council accept the Fiscal Year 2022 Interim Financial Statements for the eleven months ended May 31, 2022.

DISCUSSION:

The interim financial statements for the eleven months ended May 31, 2022 (91.7% of the fiscal year) are attached. The interim financial statements include budgetary activity in comparison to actual activity for the General Fund, Enterprise Funds, Internal Service Funds, and select Special Revenue Funds.

ATTACHMENT: Interim Financial Statements for the Eleven Months Ended May 31, 2022
PREPARED BY: Doug B. Smith, Accounting Manager
SUBMITTED BY: Keith DeMartini, Finance Director
APPROVED BY: City Administrator's Office
Agenda Item No. 11
File Code No. 250.02

Page 1 ends

ATTACHMENT
Revised YTD Encum- Remaining Percent of Previous
Budget Actual brances Balance Budget YTD
GENERAL FUND (pages 3-7)
Revenue 169,858,618 174,447,805 28,699 (4,560,488) 102.7% 151,209,294 Expenditures 176,918,428 153,426,134 2,988,613 20,503,680 88.4% 142,384,006 Addition to / (use of) reserves (7,059,809) 21,021,671 (3,017,312) 8,825,288 SOLID WASTE FUND (page 9)
Revenue 32,630,033 30,401,503 - 2,228,530 93.2% 26,990,221 Expenditures 31,746,869 26,212,959 686,935 4,846,975 84.7% 24,703,914 Addition to / (use of) reserves 883,164 4,188,544 (686,935) 2,286,306 WATER OPERATING FUND (page 10)
Revenue 74,967,870 62,431,848 - 12,536,022 83.3% 57,496,074 Expenditures 72,172,391 55,932,311 3,041,139 13,198,941 81.7% 49,202,669 Addition to / (use of) reserves 2,795,478 6,499,537 (3,041,139) 8,293,405 WASTEWATER OPERATING FUND (page 11)
Revenue 25,635,664 23,363,007 - 2,272,657 91.1% 22,258,350 Expenditures 26,364,683 22,905,961 1,484,493 1,974,229 92.5% 19,625,337 Addition to / (use of) reserves (729,019) 457,046 (1,484,493) 2,633,013 DOWNTOWN PARKING FUND (page 12)
Revenue 7,522,562 6,300,143 - 1,222,419 83.7% 4,482,457 Expenditures 8,377,227 7,080,123 320,441 976,663 88.3% 7,332,352 Addition to / (use of) reserves (854,665) (779,980) (320,441) (2,849,895) AIRPORT OPERATING FUND (page 13)
Revenue 27,465,652 27,601,149 - (135,497) 100.5% 26,237,981 Expenditures 29,377,954 22,763,222 1,955,457 4,659,276 84.1% 19,724,673 Addition to / (use of) reserves (1,912,302) 4,837,928 (1,955,457) 6,513,308 GOLF COURSE FUND (page 14)
Revenue 3,643,209 3,646,371 - (3,162) 100.1% 3,529,021
Expenditures 3,365,685 2,574,231 419,669 371,785 89.0% 2,375,336 Addition to / (use of) reserves 277,524 1,072,140 (419,669) 1,153,685 FACILITIES MANAGEMENT FUND (page 15)
Revenue 6,647,183 5,823,485 - 823,698 87.6% 6,127,166
Expenditures 7,272,791 5,806,658 151,925 1,314,208 81.9% 6,219,568 Addition to / (use of) reserves (625,608) 16,827 (151,925) (92,401)

CITY OF SANTA BARBARA
Interim Statement of Revenues and Expenditures
Summary by Fund
For the Eleven Months Ended May 31, 2022 (91.7% of Fiscal Year)

Page 2 ends

Revised YTD Encum- Remaining Percent of Previous
Budget Actual brances Balance Budget YTD

CITY OF SANTA BARBARA
Interim Statement of Revenues and Expenditures
Summary by Fund
For the Eleven Months Ended May 31, 2022 (91.7% of Fiscal Year) FLEET REPLACEMENT FUND (page 16)
Revenue 3,624,652 3,177,015 - 447,637 87.7% 3,134,738
Expenditures 6,866,417 2,791,290 1,099,218 2,975,909 56.7% 2,000,436 Addition to / (use of) reserves (3,241,765) 385,726 (1,099,218) 1,134,301 FLEET MAINTENANCE FUND (page 17)
Revenue 2,986,453 2,740,220 - 246,233 91.8% 2,698,338
Expenditures 3,191,779 2,732,593 191,187 268,000 91.6% 2,425,120 Addition to / (use of) reserves (205,326) 7,627 (191,187) 273,218 SELF INSURANCE TRUST FUND (page 18)
Revenue 10,404,522 9,514,580 - 889,942 91.4% 7,747,333
Expenditures 11,338,418 10,360,275 87,208 890,935 92.1% 14,456,026 Addition to / (use of) reserves (933,896) (845,695) (87,208) (6,708,693) INFORMATION TECHNOLOGY FUND (page 19)
Revenue 4,520,985 4,147,151 - 373,835 91.7% 3,543,040
Expenditures 4,639,575 4,049,531 60,626 529,418 88.6% 3,457,824 Addition to / (use of) reserves (118,590) 97,620 (60,626) 85,216 WATERFRONT OPERATING FUND (page 20)
Revenue 15,659,001 16,245,518 - (586,517) 103.7% 14,080,597 Expenditures 16,194,311 13,623,127 666,902 1,904,283 88.2% 13,377,541 Addition to / (use of) reserves (535,310) 2,622,392 (666,902) 703,056 SANTA BARBARA CLEAN ENERGY FUND (page 21)
Revenue 12,523,116 9,022,302 - 3,500,814 72.0% 579,473
Expenditures 10,222,025 8,685,240 898,233 638,553 93.8% 432,444 Addition to / (use of) reserves 2,301,090 337,062 (898,233) 147,030 ENERGY AND CLIMATE MANAGEMENT FUND (page 22)
Revenue 2,553,671 2,341,250 - 212,421 91.7% 2,224,886
Expenditures 2,800,161 1,881,389 265,047 653,725 76.7% 1,833,094 Addition to / (use of) reserves (246,490) 459,861 (265,047) 391,792

TOTAL FOR ALL FUNDS
Revenue 400,643,190 381,203,348 28,699 19,468,541 95.1% 332,338,971 Expenditures 410,848,713 340,825,043 14,317,090 55,706,579 86.4% 309,550,340 Addition to / (use of) reserves (10,205,523) 40,378,305 (14,345,789) 22,788,630 ** It is City policy to adopt a balanced budget. In most cases, encumbrance balances exist at year-end. These encumbrance balances are obligations of each fund and must be reported at the beginning of each fiscal year. In addition, a corresponding appropriations entry must be made in order to accommodate the 'carried-over' encumbrance amount. Most differences between budgeted annual revenues and expenses are due to these encumbrance carryovers.

Page 3 ends

Revised YTD Remaining Percent Previous Change Over
Budget Actual Balance Received YTD Prior Year
TAXES
Sales and Use 23,239,045 26,637,091 (3,398,046) 114.6% 20,582,142 29.4% Measure C Sales Tax 24,988,418 28,383,573 (3,395,155) 113.6% 19,614,441 44.7% Property Taxes 42,347,386 38,815,000 3,532,386 91.7% 36,993,479 4.9% Utility Users Tax 7,315,292 7,085,448 229,844 96.9% 6,698,196 5.8% Transient Occupancy Tax 19,500,000 24,052,380 (4,552,380) 123.3% 12,791,912 88.0% Business License 2,556,359 2,610,881 (54,522) 102.1% 2,271,027 15.0% Cannabis Excise Tax 1,847,469 1,583,870 263,599 85.7% 1,451,586 9.1% Real Property Transfer Tax 923,776 1,267,562 (343,786) 137.2% 998,368 27.0% Total Tax Revenues 122,717,745 130,435,805 (7,718,060) 106.3% 101,401,152 28.6%

LICENSES & PERMITS
Licenses & Permits 151,666 175,836 (24,170) 115.9% 166,549 5.6% Total 151,666 175,836 (24,170) 115.9% 166,549 5.6%

FINES & FORFEITURES
Police 2,348,500 2,049,125 299,375 87.3% 1,827,230 12.1% Other Fines & Forfeitures 665,602 99,921 565,681 15.0% 61,929 61.3% Total 3,014,102 2,149,047 865,055 71.3% 1,889,159 13.8%

USE OF MONEY & PROPERTY
Investment Income 312,661 444,247 (131,586) 142.1% 369,815 20.1% Rents & Concessions 1,008,355 901,051 107,304 89.4% 529,342 70.2% Total 1,321,016 1,345,298 (24,282) 101.8% 899,157 49.6%

INTERGOVERNMENTAL
Library 1,139,127 1,111,796 27,331 97.6% 1,175,329 -5.4% Fire 1,628,000 2,247,430 (619,430) 138.0% 2,383,915 -5.7% Other Intergovernmental 1,057,357 745,621 311,736 70.5% 12,576,143 -94.1% Total 3,824,484 4,104,847 (280,363) 107.3% 16,135,388 -74.6%

FEES & SERVICE CHARGES
Community Development 5,755,380 6,555,043 (799,663) 113.9% 5,094,550 28.7% Parks & Recreation 3,351,794 2,797,383 554,411 83.5% 1,375,961 103.3% Other Service Charges 3,896,007 3,098,289 797,718 79.5% 2,705,016 14.5% Total 13,003,181 12,450,714 552,467 95.8% 9,175,528 35.7%

OTHER REVENUES
Interfund Charges & Reimbursement 11,001,907 9,098,644 1,903,263 82.7% 8,856,314 2.7% Overhead Indirect Allocations 9,025,888 8,238,137 787,751 91.3% 7,897,349 4.3% Interfund Transfers 1,795,258 1,630,876 164,382 90.8% 917,849 77.7% Interfund Loans 24,140 22,128 2,012 91.7% 22,128 0.0%
Miscellenous 132,692 622,478 (489,786) 469.1% 250,910 148.1% Donations 139,709 118,464 21,245 84.8% 108,373 9.3%
Franchise Fees 3,706,830 4,055,530 (348,700) 109.4% 3,489,439 16.2% Total 25,826,424 23,786,257 2,040,167 92.1% 21,542,362 10.4% Subtotal Non-Tax Revenues 47,140,873 44,012,000 3,128,874 93.4% 49,808,142 -11.6% TOTAL REVENUES 169,858,618 174,447,805 (4,589,187) 102.7% 151,209,294 15.4%

CITY OF SANTA BARBARA
General Fund
Interim Statement of Budgeted and Actual Revenues
For the Eleven Months Ended May 31, 2022 (91.7% of Fiscal Year)

Page 4 ends

YTD
Expended
Revised YTD Encum- Remaining and Previous
Budget Actual brances Balance Encumbered YTD

GENERAL GOVERNMENT
Mayor & City Council
MAYOR & CITY COUNCIL 975,974 807,704 - 168,270 82.8% 784,133 ARTS AND COMMUNITY PROMOTIONS 2,633,806 2,158,607 475,068 132 100.0% 2,545,147 Total 3,609,780 2,966,311 475,068 168,401 95.3% 3,329,280 City Attorney
CITY ATTORNEY-ADMINISTRATION 1,527,051 1,020,283 127,241 379,527 75.1% 815,648 CITY ATTORNEY-ADVISORY 1,415,419 1,284,164 - 131,255 90.7% 1,168,322 CITY ATTORNEY-CIVIL LITIGATION 1,233,695 972,797 - 260,898 78.9% 1,055,556 CITY ATTORNEY-CODE ENFORCEMENT 454,872 411,567 - 43,304 90.5% 384,284 Total 4,631,037 3,688,812 127,241 814,983 82.4% 3,423,810 Administration
CITY ADMINISTRATOR 2,855,679 2,134,094 30,379 691,206 75.8% 1,761,813 EMPLOYEE RELATIONS 344,138 210,599 72,697 60,842 82.3% 237,153 CITY TV 641,236 552,823 29,076 59,337 90.7% 462,652
CITY CLERK 1,075,004 935,883 1,951 137,170 87.2% 499,180 ELECTIONS - - - - 0.0% 40,624
Total 4,916,057 3,833,399 134,103 948,555 80.7% 3,001,422 Human Resources
HUMAN RESOURCES 2,334,501 1,688,440 172,827 473,235 79.7% 1,399,091 EMPLOYEE DEVELOPMENT 43,447 8,915 - 34,532 20.5% 15,651 Total 2,377,948 1,697,354 172,827 507,767 78.6% 1,414,742 Finance
ADMINISTRATION 471,842 351,258 33,974 86,610 81.6% 271,366 REVENUE & CASH MANAGEMENT 543,260 481,187 8,654 53,419 90.2% 449,562 CASHIERING & COLLECTION 617,850 517,822 - 100,028 83.8% 471,384 LICENSES & PERMITS 562,195 403,779 2,942 155,473 72.3% 392,350 BUDGET MANAGEMENT 619,838 575,720 - 44,118 92.9% 456,410 ACCOUNTING 1,031,524 828,509 43,844 159,171 84.6% 867,917 PAYROLL 470,993 433,368 - 37,625 92.0% 379,181
ACCOUNTS PAYABLE 260,466 242,324 - 18,143 93.0% 223,745 CITY BILLING & CUSTOMER SERVICE 774,094 620,534 621 152,938 80.2% 565,807 PURCHASING 872,971 751,550 121 121,300 86.1% 754,366
CENTRAL WAREHOUSE 234,111 211,911 - 22,200 90.5% 190,162 MAIL SERVICES 147,352 133,205 8,551 5,596 96.2% 131,897 Total 6,606,495 5,551,166 98,707 956,621 85.5% 5,154,148 TOTAL GENERAL GOVERNMENT 22,141,317 17,737,043 1,007,946 3,396,328 84.7% 16,323,401

CITY OF SANTA BARBARA
General Fund
Interim Statement of Appropriations, Expenditures and Encumbrances For the Eleven Months Ended May 31, 2022 (91.7% of Fiscal Year)

Page 5 ends

YTD
Expended
Revised YTD Encum- Remaining and Previous
Budget Actual brances Balance Encumbered YTD

CITY OF SANTA BARBARA
General Fund
Interim Statement of Appropriations, Expenditures and Encumbrances For the Eleven Months Ended May 31, 2022 (91.7% of Fiscal Year)

PUBLIC SAFETY
Police
CHIEF'S STAFF 1,015,733 1,547,591 6,664 (538,523) 153.0% 915,480 BUSINESS OFFICE 727,247 520,007 2,586 204,654 71.9% 494,687 RECORDS BUREAU 1,958,461 1,478,602 882 478,978 75.5% 1,558,878 STRATEGIC OPERATIONS AND PERSONNEL 1,810,828 1,797,199 47,068 (33,439) 101.8% 1,789,843 PROPERTY ROOM 263,397 201,944 - 61,453 76.7% 226,782
TRAINING, RECRUITMENT AND WELLNESS 1,755,477 1,434,836 64,772 255,869 85.4% 1,024,611 RANGE AND EQUIPMENT 1,524,880 1,398,113 28,925 97,841 93.6% 1,224,561 COMMUNITY & MEDIA RELATIONS 342,196 264,934 - 77,261 77.4% 311,823 INFORMATION TECHNOLOGY/CRIME ANALYSIS 1,707,962 1,540,152 81,066 86,743 94.9% 1,446,525 CRIMINAL INVESTIGATIONS & INTERNAL OP'S 5,140,903 4,803,074 - 337,829 93.4% 5,336,029 CRIME LAB 161,786 138,533 - 23,253 85.6% 146,782
FIELD OPERATIONS DIVISION 20,460,941 16,950,125 76,534 3,434,282 83.2% 16,472,773 TRAFFIC 686,625 929,261 - (242,636) 135.3% 555,459
SPECIAL EVENTS 487,913 577,055 544 (89,686) 118.4% 185,284 STREET CRIMES UNIT 1,349,643 1,258,518 - 91,125 93.2% 1,163,798 SPECIAL ENFORCEMENT TEAM 816,022 700,253 - 115,769 85.8% 979,885 PARKING AND STREET SWEEPING 371,967 358,271 - 13,695 96.3% 311,438 PARKING ENFORCEMENT 1,404,878 741,570 138,656 524,652 62.7% 1,058,686 COMBINED COMMUNICATIONS CENTER 3,004,092 2,885,169 - 118,924 96.0% 2,873,173 ANIMAL CONTROL 914,529 707,289 110,692 96,548 89.4% 719,332 Total 45,905,479 40,232,497 558,390 5,114,593 88.9% 38,795,828 Fire
ADMINISTRATION 1,167,135 1,020,108 1,125 145,902 87.5% 852,107 EMERGENCY SERVICES AND PUBLIC ED 493,941 445,575 - 48,366 90.2% 405,695 PREVENTION 1,364,541 1,094,267 525 269,750 80.2% 1,328,168 WILDLAND FIRE MITIGATION PROGRAM 549,627 263,154 57,066 229,407 58.3% 218,859 OPERATIONS 25,153,063 23,311,783 129,023 1,712,257 93.2% 22,872,739 TRAINING AND RECRUITMENT 821,690 613,400 - 208,289 74.7% 676,307 ARFF 2,847,019 2,697,605 - 149,414 94.8% 2,442,559
Total 32,397,015 29,445,891 187,738 2,763,386 91.5% 28,796,433 TOTAL PUBLIC SAFETY 78,302,495 69,678,388 746,128 7,877,979 89.9% 67,592,261

PUBLIC WORKS
Public Works
ADMINISTRATION 1,425,256 1,138,650 18,928 267,678 81.2% 855,718 ENGINEERING SVCS 6,342,121 4,999,516 99,321 1,243,283 80.4% 4,927,388 PUBLIC RT OF WAY MGMT 1,810,855 1,385,003 36,604 389,247 78.5% 1,277,179 ENVIRONMENTAL PROGRAMS 996,355 595,532 81,676 319,147 68.0% 374,852 Total 10,574,587 8,118,701 236,530 2,219,356 79.0% 7,435,138 TOTAL PUBLIC WORKS 10,574,587 8,118,701 236,530 2,219,356 79.0% 7,435,138

Page 6 ends

YTD
Expended
Revised YTD Encum- Remaining and Previous
Budget Actual brances Balance Encumbered YTD

CITY OF SANTA BARBARA
General Fund
Interim Statement of Appropriations, Expenditures and Encumbrances For the Eleven Months Ended May 31, 2022 (91.7% of Fiscal Year)

COMMUNITY SERVICES
Parks & Recreation
REC PROGRAM MGMT 829,120 622,346 27,852 178,922 78.4% 534,374 FACILITIES & SPECIAL EVENTS 1,315,871 1,144,505 76,604 94,762 92.8% 803,961 YOUTH ACTIVITIES 1,351,065 1,025,095 9,618 316,352 76.6% 699,228 ACTIVE ADULTS 867,568 699,786 8,160 159,622 81.6% 611,288 AQUATICS 1,803,756 1,557,051 50,116 196,590 89.1% 1,432,357 SPORTS 626,428 512,546 9,169 104,714 83.3% 323,111
TENNIS 389,021 339,692 2,862 46,467 88.1% 271,559
NEIGHBORHOOD & OUTREACH SERV 1,000,818 849,780 10,473 140,565 86.0% 827,472 ADMINISTRATION 1,119,272 976,698 998 141,576 87.4% 815,937 PROJECT MANAGEMENT TEAM 601,538 438,528 29,057 133,953 77.7% 461,400 PARK OPERATIONS MANAGEMENT 854,728 643,058 29,863 181,807 78.7% 748,440 GROUNDS & FACILITIES MAINTENANCE 5,580,759 4,763,900 75,073 741,787 86.7% 4,470,615 FORESTRY 1,430,817 1,195,665 41,672 193,480 86.5% 1,152,705 BEACH MAINTENANCE 141,703 123,351 2,420 15,932 88.8% 87,593 MEDIANS PARKWAYS & CONTRACTS 514,443 432,884 20,446 61,113 88.1% 385,224 Total 18,426,907 15,324,886 394,382 2,707,639 85.3% 13,625,263 Library
ADMINISTRATION 711,247 582,064 40,801 88,382 87.6% 480,357 CENTRAL LIBRARY 5,333,721 4,258,694 36,678 1,038,348 80.5% 3,612,714 EASTSIDE LIBRARY 354,477 280,619 456 73,402 79.3% 233,605 LIBRARY ON THE GO 111,504 92,790 - 18,715 83.2% -
Total 6,510,949 5,214,167 77,936 1,218,847 81.3% 4,326,676 TOTAL COMMUNITY SERVICES 24,937,856 20,539,052 472,318 3,926,486 84.3% 17,951,939

COMMUNITY DEVELOPMENT
Community Development
ADMINISTRATION 1,552,741 1,273,445 30,107 249,189 84.0% 1,096,689 RENTAL HOUSING MEDIATION 284,959 258,932 - 26,027 90.9% 239,313 HUMAN SERVICES 1,035,172 830,069 128,086 77,017 92.6% 772,765 LONG RANGE PLAN & SPEC STUDY 1,025,531 881,090 231 144,211 85.9% 931,384 DEVEL & ENVIRONMENTAL REVIEW 1,618,893 1,380,167 12,649 226,077 86.0% 1,259,836 ZONING INFO & ENFORCEMENT 1,510,992 1,229,716 22,944 258,332 82.9% 1,287,482 DESIGN REV & HIST PRESERVATION 1,566,419 1,280,812 2,424 283,182 81.9% 1,199,990 BLDG INSP & CODE ENFORCEMENT 2,129,163 1,541,517 13,136 574,511 73.0% 1,434,367 RECORDS ARCHIVES & CLER SVCS 772,449 582,408 36,830 153,211 80.2% 564,647 BLDG COUNTER & PLAN REV SVCS 2,683,643 1,855,265 212,486 615,892 77.1% 1,882,450 Total 14,179,962 11,113,421 458,892 2,607,648 81.6% 10,668,922 TOTAL COMMUNITY DEVELOPMENT 14,179,962 11,113,421 458,892 2,607,648 81.6% 10,668,922

Page 7 ends

YTD
Expended
Revised YTD Encum- Remaining and Previous
Budget Actual brances Balance Encumbered YTD

CITY OF SANTA BARBARA
General Fund
Interim Statement of Appropriations, Expenditures and Encumbrances For the Eleven Months Ended May 31, 2022 (91.7% of Fiscal Year)

SUSTAINABILITY AND RESILIENCE
Sustainability and Resilience
ADMINISTRATION 250,068 71,145 66,799 112,124 55.2% 27,819 Total 250,068 71,145 66,799 112,124 55.2% 27,819
TOTAL SUSTAINABILITY AND RESILIENCE 250,068 71,145 66,799 112,124 55.2% 27,819

NON-DEPARTMENTAL
Non-Departmental
ANTICIPATED SALARY SAVINGS (2,100,000) - - (2,100,000) 0.0% - TRANSFERS OUT 2,713,725 2,652,751 - 60,975 97.8% 1,035,584 CAPITAL OUTLAY TRANSFER 25,788,418 23,515,633 - 2,272,785 91.2% 21,348,940 APPROP. RESERVE 130,000 - - 130,000 0.0% -
Total 26,532,143 26,168,384 - 363,759 98.6% 22,384,524
TOTAL NON-DEPARTMENTAL 26,532,143 26,168,384 - 363,759 98.6% 22,384,524 TOTAL EXPENDITURES 176,918,428 153,426,134 2,988,613 20,503,680 88.4% 142,384,006 ** The legal level of budgetary control is at the department level for the General Fund. Therefore, as long as the department as a whole is within budget, budgetary compliance has been achieved. The City actively monitors the budget status of each department and takes measures to address potential over budget situations before they occur.

For Enterprise and Internal Service Funds, the level of budgetary control is at the fund level. The City also monitors and addresses these fund types for potential over budget situations.

Included in the FY22 adopted and revised General Fund budgets are departmental targeted savings that were loaded as negative expenditures within one program of each department. This has the impact of distorting the annual budget and variances for those programs until such time as the department reallocates the negative expenditure against other approved appropriations. This task is scheduled to be completed by January 31, 2022, and has no impact on the total appropriations by General Fund department as adopted and approved by council.

Page 8 ends

Revised YTD Encum- Remaining Percent of Previous
Budget Actual brances Balance Budget YTD

TRAFFIC SAFETY FUND
Revenue 233,000 204,144 - 28,856 87.6% 152,291
Expenditures 233,000 204,144 - 28,856 87.6% 152,291
Revenue Less Expenditures - - - - -

CREEK RESTORATION/WATER QUALITY IMPRVMT
Revenue 4,010,347 4,939,673 - (929,326) 123.2% 4,276,195 Expenditures 4,329,332 3,188,917 296,025 844,390 80.5% 3,834,278 Revenue Less Expenditures (318,985) 1,750,755 (296,025) (1,773,716) 441,917

COMMUNITY DEVELOPMENT BLOCK GRANT
Revenue 2,014,181 904,605 - 1,109,576 44.9% 2,894,390
Expenditures 2,698,758 1,114,761 641,231 942,766 65.1% 2,525,072 Revenue Less Expenditures (684,577) (210,156) (641,231) 166,810 369,318

COUNTY LIBRARY
Revenue 1,073,708 683,954 - 389,754 63.7% 924,631
Expenditures 1,074,772 816,811 15,983 241,977 77.5% 649,762 Revenue Less Expenditures (1,064) (132,858) (15,983) 147,777 274,868

STREETS FUND
Revenue 12,307,741 11,331,774 - 975,967 92.1% 11,196,052 Expenditures 12,426,063 10,545,199 256,306 1,624,558 86.9% 10,077,279 Revenue Less Expenditures (118,322) 786,575 (256,306) (648,591) 1,118,773

MEASURE A FUND
Revenue 4,055,709 4,275,114 - (219,405) 105.4% 3,947,018 Expenditures 4,180,416 3,379,887 109,466 691,063 83.5% 3,418,390 Revenue Less Expenditures (124,707) 895,227 (109,466) (910,468) 528,628

CITY OF SANTA BARBARA
Interim Statement of Revenues and Expenditures
Special Revenue Funds
For the Eleven Months Ended May 31, 2022 (91.7% of Fiscal Year)

Page 9 ends

Revised YTD Encum- Remaining Percent of Previous
Budget Actual brances Balance Budget YTD

REVENUES
Service charges 32,266,595 29,436,615 - 2,829,980 91.2% 26,520,851 Other Fees & Charges 30,000 906,404 - (876,404) 3021.3% 159,767 Investment Income 23,645 37,370 - (13,725) 158.0% 31,420 Grants 23,570 23,211 - 359 98.5% 23,145
Miscellaneous 286,223 (2,097) - 288,320 -0.7% 255,037
TOTAL REVENUES 32,630,033 30,401,503 - 2,228,530 93.2% 26,990,221

EXPENSES
Salaries & Benefits 1,524,648 1,307,411 - 217,237 85.8% 1,123,149 Materials, Supplies & Services 28,753,925 24,683,157 543,236 3,527,532 87.7% 23,198,426 Special Projects 1,170,049 137,761 27,855 1,004,433 14.2% 79,568 Transfers-Out 50,000 45,833 - 4,167 91.7% 45,833
Capital Outlay Transfers 1,946 1,784 - 162 91.7% 190,713 Equipment 185,000 37,012 115,843 32,145 82.6% 66,226
Other 40,000 - - 40,000 0.0% -
Appropriated Reserve 21,300 - - 21,300 0.0% -
TOTAL EXPENSES 31,746,869 26,212,959 686,935 4,846,975 84.7% 24,703,914 Revenue Less Expense 883,164 4,188,544 (686,935) (2,618,445) 2,286,306

CITY OF SANTA BARBARA
Interim Statement of Revenues and Expenditures
For the Eleven Months Ended May 31, 2022 (91.7% of Fiscal Year)

SOLID WASTE FUND

Page 10 ends

Revised YTD Encum- Remaining Percent of Previous
Budget Actual brances Balance Budget YTD

REVENUES
Water Sales- Metered 57,330,939 53,315,983 - 4,014,956 93.0% 52,180,979 Service Charges 208,765 266,767 - (58,002) 127.8% 236,324 Cater JPA Treatment Charges 2,359,556 2,011,729 - 347,827 85.3% 2,039,666 Investment Income 684,620 700,841 - (16,221) 102.4% 859,797 Grants 10,710,798 1,632,670 - 9,078,128 15.2% -
Reimbursements 3,310,043 3,595,743 - (285,700) 108.6% 1,289,717 Miscellaneous 227,206 772,172 - (544,966) 339.9% 609,647 Operating Transfers-In 135,943 135,943 - - 100.0% 279,943 TOTAL REVENUES 74,967,870 62,431,848 - 12,536,022 83.3% 57,496,074

EXPENSES
Salaries & Benefits 12,670,706 10,653,463 - 2,017,243 84.1% 9,925,010 Materials, Supplies & Services 17,883,351 13,506,792 2,794,916 1,581,642 91.2% 13,593,841 Special Projects 695,785 352,626 174,959 168,200 75.8% 400,322 Water Purchases 11,228,839 6,957,398 - 4,271,441 62.0% 7,190,908 Debt Service 9,190,636 5,639,668 - 3,550,968 61.4% 5,636,284 Capital Outlay Transfers 19,122,471 17,971,082 - 1,151,389 94.0% 12,108,453 Equipment 239,755 95,298 9,250 135,207 43.6% 90,342
Capitalized Fixed Assets 259,250 164,236 62,013 33,001 87.3% 226,745 Other 731,598 591,748 - 139,850 80.9% 30,764
Appropriated Reserve 150,000 - - 150,000 0.0% -
TOTAL EXPENSES 72,172,391 55,932,311 3,041,139 13,198,941 81.7% 49,202,669 Revenue Less Expense 2,795,478 6,499,537 (3,041,139) (662,920) 8,293,405 NOTE-These figures reflect the operating fund only. Though the capital fund is excluded, the current year contribution

CITY OF SANTA BARBARA
Interim Statement of Revenues and Expenditures
For the Eleven Months Ended May 31, 2022 (91.7% of Fiscal Year)

WATER OPERATING FUND
from the operating fund is shown in the Capital Transfers.

Page 11 ends

Revised YTD Encum- Remaining Percent of Previous
Budget Actual brances Balance Budget YTD

REVENUES
Service Charges 24,869,491 22,667,876 - 2,201,615 91.1% 21,411,142 Fees 548,856 473,565 - 75,291 86.3% 389,439
Investment Income 151,245 139,764 - 11,481 92.4% 187,840 Rents & Concessions 61,072 50,953 - 10,119 83.4% 55,982 Miscellaneous 5,000 30,849 - (25,849) 617.0% 24,361
Operating Transfers-In - - - - 0.0% 189,586
TOTAL REVENUES 25,635,664 23,363,007 - 2,272,657 91.1% 22,258,350

EXPENSES
Salaries & Benefits 7,776,281 6,702,183 - 1,074,098 86.2% 6,531,528 Materials, Supplies & Services 9,038,505 7,567,171 1,267,245 204,089 97.7% 6,390,643 Special Projects 679,985 390,524 208,035 81,426 88.0% 513,217 Debt Service 3,558,338 3,558,337 - 1 100.0% 3,558,585
Capital Outlay Transfers 4,939,840 4,528,187 - 411,653 91.7% 2,371,461 Equipment 106,000 85,726 6,712 13,562 87.2% 58,944
Capitalized Fixed Assets 111,234 71,849 - 39,385 64.6% 199,473 Other 4,500 1,985 2,500 15 99.7% 1,485
Appropriated Reserve 150,000 - - 150,000 0.0% -
TOTAL EXPENSES 26,364,683 22,905,961 1,484,493 1,974,229 92.5% 19,625,337 Revenue Less Expense (729,019) 457,046 (1,484,493) 298,428 2,633,013 NOTE-These figures reflect the operating fund only. Though the capital fund is excluded, the current year contribution

CITY OF SANTA BARBARA
Interim Statement of Revenues and Expenditures
For the Eleven Months Ended May 31, 2022 (91.7% of Fiscal Year)

WASTEWATER OPERATING FUND
from the operating fund is shown in the Capital Transfers.

Page 12 ends

Revised YTD Encum- Remaining Percent of Previous
Budget Actual brances Balance Budget YTD

REVENUES
Improvement Tax 750,000 953,331 - (203,331) 127.1% 603,403 Parking Fees 5,541,456 4,235,159 - 1,306,297 76.4% 2,807,310 Other Fees & Charges 12,925 25,870 - (12,945) 200.2% 13,078 Investment Income 53,545 28,007 - 25,538 52.3% 64,491
Rents & Concessions 136,820 145,633 - (8,813) 106.4% 144,113 Miscellaneous 295,466 240,768 - 54,698 81.5% 182,681
Operating Transfers-In 732,350 671,376 - 60,975 91.7% 667,382 TOTAL REVENUES 7,522,562 6,300,143 - 1,222,419 83.7% 4,482,457

EXPENSES
Salaries & Benefits 4,139,845 3,587,023 - 552,822 86.6% 3,442,732 Materials, Supplies & Services 3,449,178 2,928,584 187,977 332,616 90.4% 2,112,536 Special Projects 497,659 346,426 132,464 18,769 96.2% 549,895 Capital Outlay Transfers 226,425 207,556 - 18,869 91.7% 1,204,353 Equipment 54,120 10,533 - 43,587 19.5% 22,836
Appropriated Reserve 10,000 - - 10,000 0.0% -
TOTAL EXPENSES 8,377,227 7,080,123 320,441 976,663 88.3% 7,332,352 Revenue Less Expense (854,665) (779,980) (320,441) 245,756 (2,849,895) NOTE-These figures reflect the operating fund only. Though the capital fund is excluded, the current year contribution

CITY OF SANTA BARBARA
Interim Statement of Revenues and Expenditures
For the Eleven Months Ended May 31, 2022 (91.7% of Fiscal Year)

DOWNTOWN PARKING FUND
from the operating fund is shown in the Capital Transfers.

Page 13 ends

Revised YTD Encum- Remaining Percent of Previous
Budget Actual brances Balance Budget YTD

REVENUES
Leases-Commercial/Industrial 5,531,982 4,735,930 - 796,052 85.6% 4,651,745 Leases-Terminal 5,551,935 7,226,158 - (1,674,223) 130.2% 3,326,638 Leases-Non-Commercial Aviation 4,562,386 4,546,673 - 15,713 99.7% 3,948,014 Leases-Commercial Aviation 5,121,457 4,733,871 - 387,586 92.4% 3,627,225 Investment Income 109,045 165,951 - (56,906) 152.2% 134,043 Grants 6,344,534 5,907,498 - 437,036 93.1% 8,569,915
Service Charges - 1,236 - (1,236) 100.0% -
Miscellaneous 119,196 158,716 - (39,520) 133.2% 130,998 Operating Transfers-In 125,117 125,117 - - 100.0% 1,849,403 TOTAL REVENUES 27,465,652 27,601,149 - (135,497) 100.5% 26,237,981

EXPENSES
Salaries & Benefits 9,036,921 7,753,821 - 1,283,101 85.8% 6,828,825 Materials, Supplies & Services 12,459,995 9,039,098 1,705,603 1,715,294 86.2% 7,638,952 Special Projects 1,741,696 695,393 222,567 823,736 52.7% 32,004 Transfer-Out 250,000 - - 250,000 0.0% 82,843
Debt Service 1,555,750 1,426,104 - 129,646 91.7% 1,423,583 Capital Outlay Transfers 3,998,242 3,737,150 - 261,092 93.5% 3,623,651 Equipment 230,390 111,656 27,287 91,447 60.3% 94,815
Appropriated Reserve 104,959 - - 104,959 0.0% -
TOTAL EXPENSES 29,377,954 22,763,222 1,955,457 4,659,276 84.1% 19,724,673 Revenue Less Expense (1,912,302) 4,837,928 (1,955,457) (4,794,773) 6,513,308 NOTE-These figures reflect the operating fund only. Though the capital fund is excluded, the current year contribution

CITY OF SANTA BARBARA
Interim Statement of Revenues and Expenditures
For the Eleven Months Ended May 31, 2022 (91.7% of Fiscal Year)

AIRPORT OPERATING FUND
from the operating fund is shown in the Capital Transfers.

Page 14 ends

Revised YTD Encum- Remaining Percent of Previous
Budget Actual brances Balance Budget YTD

REVENUES
Fees & Card Sales 3,427,253 3,448,401 - (21,148) 100.6% 3,354,724 Investment Income 10,745 18,062 - (7,317) 168.1% 14,172 Rents & Concessions 205,211 180,816 - 24,395 88.1% 152,212 Miscellaneous - (907) - 907 100.0% 7,913
TOTAL REVENUES 3,643,209 3,646,371 - (3,162) 100.1% 3,529,021

EXPENSES
Salaries & Benefits 82,612 69,171 - 13,441 83.7% 48,781 Materials, Supplies & Services 3,031,007 2,311,977 419,669 299,361 90.1% 2,141,456 Debt Service 41,430 - - 41,430 0.0% -
Capital Outlay Transfers 210,636 193,083 - 17,553 91.7% 185,099 TOTAL EXPENSES 3,365,685 2,574,231 419,669 371,785 89.0% 2,375,336 Revenue Less Expense 277,524 1,072,140 (419,669) (374,947) 1,153,685 NOTE-These figures reflect the operating fund only. Though the capital fund is excluded, the current year contribution from the operating fund is shown in the Capital Transfers.

CITY OF SANTA BARBARA
Interim Statement of Revenues and Expenditures
For the Eleven Months Ended May 31, 2022 (91.7% of Fiscal Year)

GOLF COURSE FUND

Page 15 ends

Revised YTD Encum- Remaining Percent of Previous
Budget Actual brances Balance Budget YTD

REVENUES
Service Charges 3,087,902 2,830,583 - 257,319 91.7% 2,862,665 Work Orders - Bldg Maint. 3,548,781 2,991,300 - 557,481 84.3% 2,898,773 Miscellaneous 10,500 1,602 - 8,898 15.3% 1,448
Operating Transfers-In - - - - 0.0% 364,281
TOTAL REVENUES 6,647,183 5,823,485 - 823,698 87.6% 6,127,166

EXPENSES
Salaries & Benefits 4,438,079 3,437,739 - 1,000,339 77.5% 3,533,484 Materials, Supplies & Services 1,899,329 1,665,466 92,833 141,030 92.6% 1,502,890 Special Projects 363,120 261,263 59,092 42,765 88.2% 183,536 Capital Outlay Transfers 477,198 437,432 - 39,767 91.7% 993,648 Equipment 10,000 4,758 - 5,242 47.6% 6,010
Appropriated Reserve 85,065 - - 85,065 0.0% -
TOTAL EXPENSES 7,272,791 5,806,658 151,925 1,314,208 81.9% 6,219,568 Revenue Less Expense (625,608) 16,827 (151,925) (490,510) (92,401)

CITY OF SANTA BARBARA
Interim Statement of Revenues and Expenditures
For the Eleven Months Ended May 31, 2022 (91.7% of Fiscal Year)

FACILITIES MANAGEMENT FUND

Page 16 ends

Revised YTD Encum- Remaining Percent of Previous
Budget Actual brances Balance Budget YTD

REVENUES
Vehicle Rental Charges 3,161,109 2,802,452 - 358,657 88.7% 2,710,201 Investment Income 168,561 123,697 - 44,864 73.4% 160,315 Rents & Concessions 123,982 109,635 - 14,347 88.4% 139,290 Miscellaneous 112,000 82,232 - 29,768 73.4% 124,931
Operating Transfers-In 59,000 59,000 - - 100.0% -
TOTAL REVENUES 3,624,652 3,177,015 - 447,637 87.7% 3,134,738

EXPENSES
Salaries & Benefits 247,988 162,819 - 85,169 65.7% 201,721 Materials, Supplies & Services 19,553 18,069 - 1,484 92.4% 17,970 Special Projects 75,000 - - 75,000 0.0% -
Transfer-Out - - - - 0.0% 102,058
Capital Outlay Transfers 1,054,838 969,087 - 85,751 91.9% 85,598 Capitalized Fixed Assets 5,469,039 1,641,315 1,099,218 2,728,506 50.1% 1,593,089 TOTAL EXPENSES 6,866,417 2,791,290 1,099,218 2,975,909 56.7% 2,000,436 Revenue Less Expense (3,241,765) 385,726 (1,099,218) (2,528,273) 1,134,301

CITY OF SANTA BARBARA
Interim Statement of Revenues and Expenditures
For the Eleven Months Ended May 31, 2022 (91.7% of Fiscal Year)

FLEET REPLACEMENT FUND

Page 17 ends

Revised YTD Encum- Remaining Percent of Previous
Budget Actual brances Balance Budget YTD

REVENUES
Vehicle Maintenance Charges 2,921,453 2,670,784 - 250,670 91.4% 2,581,477 Reimbursements 5,000 4,583 - 417 91.7% 30,321
Miscellaneous 60,000 64,854 - (4,854) 108.1% 86,540
TOTAL REVENUES 2,986,453 2,740,220 - 246,233 91.8% 2,698,338

EXPENSES
Salaries & Benefits 1,546,176 1,297,519 - 248,657 83.9% 1,298,557 Materials, Supplies & Services 1,373,658 1,249,614 120,646 3,397 99.8% 1,081,628 Special Projects 141,377 90,344 40,266 10,767 92.4% 26,851 Debt Service - - - - 0.0% 13,364
Capital Outlay Transfers 61,934 61,690 - 245 99.6% -
Equipment 7,147 17,214 - (10,067) 240.9% 4,720
Capitalized Fixed Assets 46,488 16,213 30,275 - 100.0% - Appropriated Reserve 15,000 - - 15,000 0.0% -
TOTAL EXPENSES 3,191,779 2,732,593 191,187 268,000 91.6% 2,425,120 Revenue Less Expense (205,326) 7,627 (191,187) (21,767) 273,218

CITY OF SANTA BARBARA
Interim Statement of Revenues and Expenditures
For the Eleven Months Ended May 31, 2022 (91.7% of Fiscal Year)

FLEET MAINTENANCE FUND

Page 18 ends

Revised YTD Encum- Remaining Percent of Previous
Budget Actual brances Balance Budget YTD

REVENUES
Insurance Premiums 5,056,793 4,635,395 - 421,398 91.7% 3,160,683 Workers' Compensation Premiums 4,219,100 3,817,092 - 402,008 90.5% 3,788,318 OSH Charges 290,230 266,045 - 24,185 91.7% 252,905
Unemployment Insurance Premium 277,529 254,402 - 23,127 91.7% 208,596 Investment Income 53,545 35,496 - 18,049 66.3% 66,483
Miscellaneous - 5,145 - (5,145) 100.0% 200,841
Operating Transfers-In 507,325 501,006 - 6,319 98.8% 69,506 TOTAL REVENUES 10,404,522 9,514,580 - 889,942 91.4% 7,747,333

EXPENSES
Salaries & Benefits 744,822 697,242 - 47,580 93.6% 638,139 Materials, Supplies & Services 10,592,777 9,662,283 87,208 843,286 92.0% 13,817,887 Capital Outlay Transfers 818 750 - 68 91.7% -
TOTAL EXPENSES 11,338,418 10,360,275 87,208 890,935 92.1% 14,456,026 Revenue Less Expense (933,896) (845,695) (87,208) (993) (6,708,693) The Self Insurance Trust Fund is an internal service fund of the City, which accounts for the cost of providing workers' compensation, property and liability insurance as well as unemployment insurance and certain self-insured employee benefits on a city-wide basis. Internal Service Funds charge other funds for the cost of providing their specific services.

CITY OF SANTA BARBARA
Interim Statement of Revenues and Expenditures
For the Eleven Months Ended May 31, 2022 (91.7% of Fiscal Year)

SELF INSURANCE TRUST FUND

Page 19 ends

Revised YTD Encum- Remaining Percent of Previous
Budget Actual brances Balance Budget YTD

REVENUES
Service charges 4,485,985 4,112,151 - 373,835 91.7% 3,422,836 Operating Transfers-In 35,000 35,000 - - 100.0% 120,204 TOTAL REVENUES 4,520,985 4,147,151 - 373,835 91.7% 3,543,040

EXPENSES
Salaries & Benefits 2,679,487 2,277,615 - 401,872 85.0% 2,191,035 Materials, Supplies & Services 1,694,740 1,538,548 44,623 111,569 93.4% 1,017,011 Special Projects 21,091 9,382 14,116 (2,407) 111.4% 251 Capital Outlay Transfers 232,127 216,950 - 15,177 93.5% 245,855 Equipment 12,130 7,036 1,887 3,207 73.6% 3,672
TOTAL EXPENSES 4,639,575 4,049,531 60,626 529,418 88.6% 3,457,824 Revenue Less Expense (118,590) 97,620 (60,626) (155,584) 85,216 NOTE-These figures reflect the operating fund only. Though the capital fund is excluded, the current year contribution from the operating fund is shown in the Capital Transfers.

CITY OF SANTA BARBARA
Interim Statement of Revenues and Expenditures
For the Eleven Months Ended May 31, 2022 (91.7% of Fiscal Year)

INFORMATION TECHNOLOGY FUND

Page 20 ends

Revised YTD Encum- Remaining Percent of Previous
Budget Actual brances Balance Budget YTD

REVENUES
Leases - Commercial 1,850,000 2,073,928 - (223,928) 112.1% 1,764,362 Leases - Food Service 2,795,000 3,241,003 - (446,003) 116.0% 2,517,656 Slip Rental Fees 4,829,458 4,495,074 - 334,384 93.1% 4,338,664 Visitors Fees 649,459 713,817 - (64,358) 109.9% 610,477 Slip Transfer Fees 1,200,000 1,334,400 - (134,400) 111.2% 1,560,150 Parking Revenue 2,814,685 2,956,004 - (141,319) 105.0% 2,209,132 Wharf Parking 180,000 254,813 - (74,813) 141.6% 202,112 Grants - 12,752 - (12,752) 100.0% 10,707
Other Fees & Charges 235,562 225,891 - 9,671 95.9% 208,813 Investment Income 89,945 103,249 - (13,304) 114.8% 102,257 Rents & Concessions 385,000 392,006 - (7,006) 101.8% 371,285 Miscellaneous 629,892 442,582 - 187,310 70.3% 184,980
TOTAL REVENUES 15,659,001 16,245,518 - (586,517) 103.7% 14,080,597

EXPENSES
Salaries & Benefits 7,710,675 6,649,566 - 1,061,108 86.2% 6,081,924 Materials, Supplies & Services 5,467,124 4,305,081 585,388 576,654 89.5% 3,982,562 Special Projects 233,348 165,503 29,070 38,775 83.4% 134,646 Debt Service 2,038,500 2,038,500 - (0) 100.0% 2,042,191 Capital Outlay Transfers 436,852 427,734 - 9,118 97.9% 1,074,473 Equipment 126,895 34,229 15,801 76,865 39.4% 59,234
Capitalized Fixed Assets 78,544 - 36,643 41,901 46.7% - Other 2,375 2,513 - (138) 105.8% 2,513
Appropriated Reserve 100,000 - - 100,000 0.0% -
TOTAL EXPENSES 16,194,311 13,623,127 666,902 1,904,283 88.2% 13,377,541 Revenue Less Expense (535,310) 2,622,392 (666,902) (2,490,801) 703,056

CITY OF SANTA BARBARA
Interim Statement of Revenues and Expenditures
For the Eleven Months Ended May 31, 2022 (91.7% of Fiscal Year)

WATERFRONT OPERATING FUND
NOTE - These figures reflect the operating fund only. Though the capital fund is excluded, the current year contribution from the operating fund is shown in the Capital Transfers.

Page 21 ends

Revised YTD Encum- Remaining Percent of Previous
Budget Actual brances Balance Budget YTD

REVENUES
Service Charges 10,972,584 7,471,697 - 3,500,887 68.1% - Investment Income - 73 - (73) 100.0% 214
Operating Transfers-In 1,550,532 1,550,532 - - 100.0% 579,259 TOTAL REVENUES 12,523,116 9,022,302 - 3,500,814 72.0% 579,473

EXPENSES
Salaries & Benefits 152,590 131,396 - 21,194 86.1% -
Materials, Supplies & Services 9,276,308 7,971,503 868,106 436,700 95.3% 30,444 Special Projects 744,127 582,341 30,127 131,659 82.3% 80,000 Transfer-Out - - - - 0.0% 322,000
Other 49,000 - - 49,000 0.0% -
TOTAL EXPENSES 10,222,025 8,685,240 898,233 638,553 93.8% 432,444 Revenue Less Expense 2,301,090 337,062 (898,233) 2,862,261 147,030

CITY OF SANTA BARBARA
Interim Statement of Revenues and Expenditures
For the Eleven Months Ended May 31, 2022 (91.7% of Fiscal Year)

SANTA BARBARA CLEAN ENERGY FUND

Page 22 ends

Revised YTD Encum- Remaining Percent of Previous
Budget Actual brances Balance Budget YTD

REVENUES
Service charges 2,369,071 2,171,648 - 197,423 91.7% 1,698,089 Grants 184,600 169,601 - 14,999 91.9% 175,561
Miscellaneous - 1 - (1) 100.0% 48,339
Operating Transfers-In - - - - 0.0% 302,896
TOTAL REVENUES 2,553,671 2,341,250 - 212,421 91.7% 2,224,886

EXPENSES
Salaries & Benefits 501,398 450,967 - 50,431 89.9% 331,799 Materials, Supplies & Services 1,839,379 1,214,781 134,704 489,894 73.4% 988,854 Special Projects 160,774 9,402 51,744 99,628 38.0% 18,855 Transfer-Out - - - - 0.0% 250,000
Debt Service 24,140 22,128 - 2,012 91.7% 22,128
Capital Outlay Transfers 100,870 92,464 - 8,406 91.7% 221,458 Equipment 4,000 646 - 3,354 16.2% -
Capitalized Fixed Assets 169,600 91,000 78,600 - 100.0% - TOTAL EXPENSES 2,800,161 1,881,389 265,047 653,725 76.7% 1,833,094 Revenue Less Expense (246,490) 459,861 (265,047) (441,303) 391,792 NOTE-These figures reflect the operating fund only. Though the capital fund is excluded, the current year contribution from the operating fund is shown in the Capital Transfers.

CITY OF SANTA BARBARA
Interim Statement of Revenues and Expenditures
For the Eleven Months Ended May 31, 2022 (91.7% of Fiscal Year)

ENERGY AND CLIMATE MANAGEMENT FUND

CITY OF SANTA BARBARA

COUNCIL AGENDA REPORT
AGENDA DATE: July 19, 2022
TO: Mayor and Councilmembers
FROM: Administration, Library
SUBJECT: Sole Source Purchase Order For Library Automated Materials Handling (AMH) Machine
RECOMMENDATION: That Council:

A. Authorize the Library Director to execute a sole source Purchase Order to Lyngsoe Systems in the amount of $115,518, plus an additional $11,552 for additional services that may be needed according to the Sole Source provisions of Santa Barbara Municipal Code Section 4.52.070 (K) in order to install automated material handling (AMH) equipment;
B. Authorize the Library Director to execute Purchase Orders to Lyngsoe Systems in the amount of $44,719 for support, maintenance and parts in Fiscal Years 2023 through 2028, subject to availability and approval of budgeted funds.

DISCUSSION:

Automated materials handling (AMH) equipment is designed to automate the sorting of library items and eliminate manual tasks, creating efficiencies for staff and providing library patrons a higher level of service. Santa Barbara Public Library circulates nearly

1.7 million items a year, and the additional AMH purchase will improve the efficiency at which books and other items are returned to shelves. The proposed system will also seamlessly integrate with the existing Koha Integrated Library System (ILS) for improved book return and streamlined handling of materials.

The Library currently owns one Lyngsoe Systems AMH on the Main Level that is used extensively by patrons for book return and sorting. An additional AMH was approved for the newly designed lower level staff workspace to continue efficiencies in sorting and shelving children’s material and in shipment to other branches. The additional AMH provided by Lyngsoe Systems would be compatible with existing equipment, allowing for Agenda Item No. 12
File Code No. 570.04
Council Agenda Report
Sole Source Purchase Order For Library Automated Materials Handling (AMH) Machine July 19, 2022

Page 2 ends

the flexibility of parts and accessories to be shared among the two systems and for ease of configuration.

Library staff have done extensive research on the various vendors that provide AMH equipment. Lyngsoe Systems offers many features that the other vendors do not, including:
- Radio Frequency Identification (RFID) compatible with the library’s current RFID system; making installation, support and ongoing maintenance easier, more cost effective and manageable.
- Expandable and reconfigurable with minimal costs and effort; unlike other systems, we could easily expand to a system that manages multiple floors or move the system completely.
- Full capability to connect with long distance transport conveyors, item lifts between floors.
- Tote Check in system – which automates the processing of transfer bins to branch libraries.
- Intelligent Materials Management System, which can assign the collection to the branches where it is needed most, not just where it is returned. - A hybrid model that automatically checks in barcodes as well as items with RFID tags; In order to not just optimize, but eliminate completely, check-in from staff workflow, the Library must purchase a system with the ability to do both.

BUDGET/FINANCIAL INFORMATION:

The total cost for the Lyngsoe Systems AMH is $171,789, which includes an additional 10% for any other additional parts or supplies needed and a five-year maintenance and service agreement. In Fiscal Year (FY) 2022, $150,000 was budgeted in the Library’s capital fund for the purchase of an additional AMH for the lower level staff space. The remaining balance will be paid from the Library’s supply budget.

ATTACHMENT(S): Proposal from Lyngsoe Systems
PREPARED BY: Kristina Hernandez, Library Services Manager SUBMITTED BY: Jessica Cadiente, Library Director
APPROVED BY: City Administrator's Office
Lyngsoe Systems Inc. Tel. +1 646.693.8850
1664 Bowmans Farm Road, Suite 109 [email protected] Frederick, MD 21701, USA www.lyngsoesystems.com
July 1, 2022
Santa Barbara Public Library
Proposal: Standalone Staff Induction Only Sorter for Lower Level Jessica, Kristina and Santa Barbara Library Team,
After many years, we are excited to propose you the finalized version of the downstairs staff induction only sorter. Per your request, half of this sorter features the tote stacker chutes and the other are ergo trolleys. As you know, you will need to buy new plastic totes instead of using the cloth tote bags, and the clamshell style totes do not work with tote stacker chutes.

These are truly the top of the line sorting destinations. The Lyngsoe Team looks forward to your consideration and hearing back from you, if you have any questions, please do not hesitate to contact your account manager.

Warmest Regards,
Kenji Chilcott Neil Gillott Cory McCoy
Account Manager Director of Engineering President
805.338.6038 240.674.8441 240.674.8443
Fax- 301.360.0911
Lyngsoe Systems Inc.
1664 Bowmans Farm Road
Suite 109
Frederick, MD 21701
www.lyngsoesystems.com/library
Attachment

Page 2 of 8 ends

DRAWINGS

Page 3 of 8 ends

PRICING
Santa Barbara Library System
Branch Sorter Pricing Price
Sortation System – Interior Downstairs Option 4 (9-bin) Lyngsoe Dwg: B25366-002-4-0
Sortation System
• Qty (1) Ergo Staff™ ES1200 Staff induction check in station (RFID Top scan barcode Hybrid) with touchscreen interface, hold slip printing, height adjustable work surface, backdating
• Qty (1) Hold Slip Printer
• Qty (1) Sort Mate™ SM2000 High-Speed Sorter with 9-destinations ▪ (4) Tote Stacker destinations with chute full capability ▪ (4) Ergo Trolley™ destinations
▪ (1) Ergo Trolley™ destination exceptions
bin
▪ (1) Lyngsoe Sort Controller (LSC)
• System Delivery and Set up
• Shipping
• Parts Warranty (Standard 12 month)
• Hotline (24/7) (Standard 12 month)
• Spare Parts (on-site kit)
Equipment pricing $100,223
Sort Bins
• Qty (5) Ergo Trolley™

Sort Bins $6,000

Total USD $106,223
Sales Tax 8.75% $9,295

Grand Total USD $115,518

Page 4 of 8 ends

36.8: L x 20.9” W x 34” H
Option price $1,200 USD
NOTE: Price excludes any and all required building modifications which are the responsibility of the Building Owner.

Price excludes any tax or local duties unless otherwise specified

Options pricing is only valid if purchased with the main system.

Page 5 of 8 ends

PAYMENT TERMS
20% on receipt of order
35% on shipment
45% at beneficial use
net 30 days
Late payments subject to 1-½% interest charges per month.

This proposal is based on Lyngsoe Systems’ standard terms and conditions.

Sales tax, or other state and local taxes have not been included unless specifically stated.

PRELIMINARY PROJECT SCHEDULE
This project schedule represents a framework schedule for each site.

Contract Signature/Letter of Authorization : Receipt of PO Drawings Approved : 1 weeks At Receipt of Order (ARO)
Shipment : 20 weeks ARO
Start Installation : 28 weeks ARO
Installation Completed : 29 weeks ARO
Final Acceptance (Start of Warranty) : 30 weeks ARO
This Proposal Is Valid For 3 Months

TERMS AND CONDITIONS
As per Standard Lyngsoe Terms and Conditions

Page 6 of 8 ends

SERVICE

EXTENDED SERVICE PLANS
Recommended Service plan for a system this size would consist of the following:

Hotline- Access to the Lyngsoe Toll Free Hotline Engineers 24 hours a day, 365 days a year
Preventative Maintenance Visits- A Lyngsoe Technician will travel to site for one (1) system audit and perform preventative maintenance tasks. This work
certifies the availability of parts warranty
Training During acceptance of the system and during Preventative Maintenance visits, we will train staff assuring proper operation and maintenance procedures
On-Site Spare Parts Kit Included with your system is a collection of spare parts and tool kit to assure the system can be brought back to operation quickly after a failure
Extended Parts Warranty Non-Wear Part failures by normal use (vandalism excluded) will be replaced at no cost
Service Pricing Option 1
Hotline
Preventative Maintenance
Extended Parts Warranty
Year 1 included
Year 2 $10,730
Year 3 $11,021
Year 4 $11,325
Year 5 $11,643

Page 7 of 8 ends

CONTRACT APPROVAL
Proposal Number: 185.126.012
Proposal Date: July 1, 2022
This Proposal Remains Valid Through: October 1, 2022
This Sales Agreement, hereinafter called "Agreement", made by and between the Santa Barbara Library System, hereinafter called "Buyer", and Lyngsoe Systems Inc. with its principal place of business located at 1664 Bowman’s Farm Rd, ste 109, Frederick MD 21701 called "Seller", constitutes agreement of the parties as follows:

CONTRACT DOCUMENTS
In addition to the attached Terms and Conditions of Sale, the following documents (collectively "Contract Documents") are also part of the Agreement and are hereby incorporated into the Agreement. Should the additional Contract Documents or different or additional terms and conditions contain any term or condition inconsistent with the Terms and Conditions of Sale, the Terms and Conditions of Sale shall govern. The additional Contract Documents, copies of which are appended hereto, are as follows:

Seller’s Proposal 185.126.012 dated July 1, 2022, including Seller’s Drawings as listed in Seller’s Proposal 185.126.012 dated July 1, 2022 (“Proposal”).

Summary of Scope to be purchased
Sorter Option# Price
Option Price
Option Price
TOTAL
AUTHORIZED FOR BUYER BY:

Buyer
Signature
Name
Title
Date
AUTHORIZED FOR SELLER BY:

Seller Lyngsoe Systems Inc.

Signature
Name Cory McCoy
Title President
Date

Page 8 of 8 ends

July 1, 2022 Project B25366-002
185.126.012 Santa Barbara Public Library
Branch Sorter
“Use or disclosure of proposal data is subject to the restriction(s) on the confidentiality page of this proposal.” OWNER’S RESPONSIBILITIES
a) Provide any necessary permits and/or licenses.
b) Provide power to a location near the sorter and coordinated points near the conveyor route (within 10 feet) 120V single phase.
c) If required, provide details of structural, or imbedded obstructions within floor or ceiling structures. X-ray or other methods is not included unless otherwise specified. d) Provide one network drops per Library Mate™ or Ergo Staff™, one for each sorter for communication and support, and one for onsite commissioner. e) Provide one SIP license for each check-in station.
f) Allow for site to site VPN (IPSEC) for commissioning and ongoing hotline support. Additional details contained in LS Remote Customer Support document g) Provide a clear path for access to and from the system site for personnel and equipment. h) Provide secure, dry, convenient storage for equipment, tools and materials used on site. i) Provide adequate working space for the Lyngsoe Engineers. Provide lighting for the site at the location where the work is to be performed. Provide parking and restroom facilities. Provide onsite security.
j) If special lift equipment is required, Lyngsoe Systems must have access to a ramp door. k) Areas of system to be broom swept by other contractors prior to the start of Lyngsoe Systems delivery.
l) Provide no later than the scheduled start up date, the system site free and clear and ready for Lyngsoe Systems to begin set up. Lyngsoe Systems acknowledges that some degree of facility construction may be underway during set up. The Purchaser acknowledges its responsibility to minimize possible resulting disruptions to Lyngsoe Systems’ set up process. m) Provide no later than start up date, all civil work and necessary removal or modifications of existing equipment or buildings. For instance, the building modifications required for the set up of the Library Mates™ in exterior or interior walls, and penetration points through walls required by the conveyor run. Architectural finishing of penetration points after set up of Library Mates™ if required.

CONFIDENTIALITY
Information, data and drawings embodied in this proposal are strictly confidential and are supplied on the understanding that they will be held confidentially and not disclosed to third parties without the prior written consent of Lyngsoe Systems.

CITY OF SANTA BARBARA

COUNCIL AGENDA REPORT
AGENDA DATE: July 19, 2022
TO: Mayor and Councilmembers
FROM: Engineering Division, Public Works Department
SUBJECT: Contract For Design Of Highway 101 Water Main Replacement At Los Patos Way
RECOMMENDATION:

That Council authorize the Public Works Director to execute a City Professional Services contract with Stantec Inc., in the amount of $370,000 for design services for the Highway 101 Water Main Replacement at Los Patos Way and authorize the Public Works Director to approve expenditures of up to $37,000 for extra services that may result from necessary changes in the scope of work.

DISCUSSION:

Background
The California Department of Transportation (CalTrans), in conjunction with the Santa Barbara County Association of Governments, is implementing the Highway 101 Widening Project in our region. In May of 2021, the City of Santa Barbara (City) received notice of a conflict with a water distribution main at the section of the highway-widening project near the southbound Los Patos Way off-ramp. As the owners of the utility, the City is responsible for relocating the main to eliminate the conflict. The timeline of the CalTrans project requires that the City complete the utility relocation design by January 2023 and complete construction by September 2023.

Project Description
The Highway 101 Water Main Replacement at Los Patos Way Project (Project) will relocate the City’s existing water distribution main that is in conflict with CalTrans’ proposed highway widening project. The design work consists of field investigations and an assessment of the best installation methods, followed by the complete design of the identified construction method. The anticipated pipeline construction method will be trenchless boring installation, which can be impacted by multiple variables, including the high water table and unknown soil conditions, and will require extensive coordination with both CalTrans and adjacent property owners. The scope includes geotechnical Agenda Item No. 13
File Code No. 530.04
Council Agenda Report
Contract For Design Of Highway 101 Water Main Replacement At Los Patos Way July 19, 2022

Page 2 ends

assessments, survey services, preparation of a feasibility study, and completion of preliminary and final design plans and specifications.

Design Phase Consultant Engineering Services
Staff recommends that Council authorize the Public Works Director to execute a contract with Stantec Inc., (Stantec) in the amount of $370,000 for design, and authorize expenditures of up to $37,000 for potential extra services, for a total budgeted amount of $407,000. Stantec is experienced in this type of work. Stantec is a qualified engineering firm and was selected as part of a competitive Request For Proposals process for OnCall Water Main Design services of a similar nature to this Project. The complexity and timeline of this work requires a separate contract for services outside of the City’s existing on-call contract with Stantec.

Community Outreach
Outreach will be targeted to the residents and businesses along Los Patos Way, and with CalTrans for traffic impacts at the highway off-ramp.. Appropriate methods will be identified with the development of the Project design. Anticipated methods include timely, courteous, and polished notifications by mail, combined with direct contact early in the design stage. Notifications by mail and announcements on Government TV and webbased social forums will be used during the bidding stage, prior to construction. During construction, additional notifications by mail and announcements will be used, combined with direct contact for residents and businesses.

BUDGET/FINANCIAL INFORMATION:

The following summarizes all estimated total Project costs:

ESTIMATED TOTAL PROJECT COST:

Design (Stantec) $407,000
Other Design Costs - City staff, Environmental (assessments, etc.) $83,000 Subtotal $490,000
,
Estimated Construction Contract with a Change Order Allowance $1,100,000 Estimated Construction Management/Inspection $100,000
Estimated Other Construction Costs (testing, permitting, etc.) $50,000 Subtotal $1,250,000
TOTAL PROJECT COST $1,740,000
Council Agenda Report
Contract For Design Of Highway 101 Water Main Replacement At Los Patos Way July 19, 2022

Page 3 ends

There are sufficient expenditure appropriations in the Water Main Replacement Project in the Water Capital Fund in Fiscal Year 2023 to cover these Project costs, including the proposed contract and extra services with Stantec, Inc.

A copy of the contract may be requested from the Public Works Department for public review by contacting [email protected].

ENVIRONMENTAL REVIEW:

Executing this design services contract does not require California Environmental Quality Act (CEQA) review. Replacement of the water main at Highway 101 and Los Patos Way will require CEQA review. CEQA review will be completed with the development of the Project design.

WATER COMMISSION RECOMMENDATION:

The Water Commission reviewed this item at its meeting on June 9, 2022, and recommended this item on to Council in a vote of 5-0 in favor of the recommendation.

ATTACHMENT: Vicinity Map
PREPARED BY: Philip Maldonado, P.E., Interim Principal Civil Engineer/VF/lm SUBMITTED BY: Clifford M. Maurer, P.E., Public Works Director APPROVED BY: City Administrator’s Office
)8:8BUFS.BJO3FQMBDFNFOUBU-PT1BUPT8BZ7JDJOJUZ.BQ $77$&+0(17

CITY OF SANTA BARBARA

COUNCIL AGENDA REPORT
AGENDA DATE: July 19, 2022
TO: Mayor and Councilmembers
FROM: Recreation Division, Parks and Recreation Department SUBJECT: Agreements For Afterschool Recreation Programs RECOMMENDATION:

That Council authorize the Parks and Recreation Director to enter into agreements with the Santa Barbara Unified School District for the Recreation Afterschool Program and Junior High Afterschool Sports Program.

DISCUSSION:

Each year, the City and the Santa Barbara Unified School District (SBUSD) enter into agreements to define terms and budgets for the administration of the Recreation Afterschool Program (RAP) and Junior High Afterschool Sports Program. The programs are an important community service that provide essential support to families during the crucial afterschool hours. National statistics show that the afterschool hours, between 3:00 to 6:00 pm, have the highest incidents of juvenile crime and youth engaging in inappropriate behaviors.

Recreation Afterschool Program (RAP)
The RAP provides recreation services, homework help, and afterschool care at four elementary school sites for 16 hours per week. In Fiscal Year 2022, 195 unduplicated participants attended the program, with 200 available spots each day and an average of 165 participants per day. The program is very affordable. Participants pay $1,200 for the entire school year or they have the option to go on a payment plan. The Parks and Recreation Department General Fund budget includes financial support of up to $50,000 a year for scholarships and administrative support. Scholarship recipients are students who are in need of assistance as identified by School Principals or can provide proof of low income as defined by the City’s Affordable Housing Income Limits. The Fiscal Year 2023 agreement reflects the City’s continued support of $50,000 for this program.

Agenda Item No. 14
File Code No. 570.06
Council Agenda Report
Agreements For Afterschool Recreation Programs
July 19, 2022

Page 2 ends

Junior High Afterschool Sports Program
Jointly funded since 1985 in collaboration with SBUSD, the Junior High Afterschool Sports Program is provided on all four junior high campuses. In Fiscal Year 2017, as a result of increased afterschool sport opportunities and significant participation increases, the City increased the annual contribution from $20,000 to $32,000. During Fiscal Year 2019, prepandemic, SBUSD continued to see positive program growth and results. A total of 602 unduplicated junior high youth participated in seven different afterschool sport opportunities. The Fiscal Year 2023 agreement reflects the City’s continued support of $32,000 for this program.

On June 14, 2022, the Santa Barbara Unified School District Board approved the execution of these agreements with the City. These agreements are for one year ending June 30, 2023.

BUDGET/FINANCIAL INFORMATION:

Funding for these afterschool programs is included in the Youth Activities program within the adopted Fiscal Year 2023 Parks and Recreation General Fund budget.

A copy of the agreement may be requested from the Parks and Recreation Department for public review by contacting Rose Nevarez at [email protected].

PREPARED BY: Adam Porte, Acting Senior Recreation Supervisor SUBMITTED BY: Jill E. Zachary, Parks and Recreation Director APPROVED BY: City Administrator's Office

CITY OF SANTA BARBARA

COUNCIL AGENDA REPORT
AGENDA DATE: July 19, 2022
TO: Mayor and Councilmembers
FROM: Parks Division, Parks and Recreation Department
SUBJECT: City And Santa Barbara Unified School District Joint Use Park Ranger Patrol Services Agreement
RECOMMENDATION:

That Council authorize the City Administrator to enter into a one-year agreement with the Santa Barbara Unified School District (SBUSD) for Park Ranger Patrol Services at SBUSD properties at a cost to SBUSD in the amount of $34,546.

DISCUSSION:

For the past 30 years, the City and SBUSD have had a Park Ranger Patrol Services Agreement whereby Park Rangers patrol school sites. This agreement states that the SBUSD shall pay the City $34,546 annually for Park Ranger Services, payable in two equal installments of $17,273 in July and January. Under this agreement, Park Rangers patrol Santa Barbara and La Cumbre Junior High Schools seven days per week from 3:30 pm until dark; Santa Barbara High School and La Colina, Santa Barbara, and La Cumbre Junior High Schools on weekends from 11:00 am until 7:00 pm; and Franklin, McKinley, Harding University Partnership School, Washington, Cleveland, Roosevelt, Adams, and Monroe Elementary Schools on weekends and holidays from 11:00 am until 7:00 pm.

Park Ranger duties include coordination with administration at each school for security needs and issues, patrolling facilities, conducting premise security checks, documenting and reporting graffiti and vandalism, enforcing appropriately adopted rules and prohibitions per SBUSD direction, and issuing citations as necessary. During the 2021- 2022 school year, rangers conducted 1,713 patrols. Actions taken include:
 Discovered and reported unsecured facilities at Washington Elementary and La Colina Jr. High Schools.
 Removed 3-10 teenagers observed regularly at Cleveland Elementary School riding bikes throughout campus and smoking marijuana.

Agenda Item No. 15
File Code No. 570.07
Council Agenda Report
City And Santa Barbara Unified School District Joint Use Park Ranger Patrol Services Agreement
July 19, 2022

Page 2 ends

 Provided medical assistance for a skate boarder who hurt their wrist falling at Washington Elementary School.
 Coordinated with Santa Barbara Police Department to stop drinkers who were leaving broken beer bottles regularly in the kindergarten area at Franklin Elementary School.
 Removed individuals jumping over fencing for unauthorized use of stadium and tennis and basketball courts at Santa Barbara High School.  Reported and coordinated the removal of an illegally dumped air conditioner at Harding Elementary School in the alley behind school.
 Reported graffiti and removed unpermitted skaters from all school campuses on multiple occasions.

On June 14, 2021, the SBUSD Board of Education approved the execution of the agreement with the City. The Parks and Recreation Department recommends that the City continue support of the Joint Use Park Ranger Patrol Services Agreement. This agreement is for one year ending June 30, 2023.

BUDGET/FINANCIAL INFORMATION:

The Fiscal Year 2023 Parks Division operating budget includes $34,546 in budgeted revenue for Park Ranger Services.

A copy of the agreement may be requested from the Parks and Recreation Department for public review by contacting Rose Nevarez at [email protected].

PREPARED BY: Simón Herrera, Parks Manager
SUBMITTED BY: Jill E. Zachary, Parks and Recreation Director APPROVED BY: City Administrator's Office

CITY OF SANTA BARBARA

COUNCIL AGENDA REPORT
AGENDA DATE: July 19, 2022
TO: Mayor and Councilmembers
FROM: Properties Division, Airport Department
SUBJECT: Assignment And Assumption Of Lease – Super 8 Parking Lot RECOMMENDATION:

That the Council approve and authorize the Airport Director to execute an Assignment and Assumption of Lease between Oceanic Santa Barbara LP, a California limited partnership, and the Housing Authority of the County of Santa Barbara, for that real property located adjacent to 6021 Hollister Ave. Goleta, California, encompassing 22,009 square feet of paved land pursuant to the lease with the City of Santa Barbara known as Agreement No. 21,810 dated September 20, 2005.

DISCUSSION:

The subject Premises is located near the southwest corner of Hollister Avenue and S.

Fairview Avenue and serves as the south parking lot to the Super 8 Motel.

The Super 8 Motel was originally constructed in 1961 and has been operated as a motel under various names since that time. A prior owner of the Super 8 Motel entered into a lease agreement with the City of Santa Barbara to lease the Premises in order to provide needed parking to operate the Motel.

The original term of the lease began November 1, 2005 for a duration of 15 years terminating on October 31, 2020. The lease provides the lessee (2) 5-year options to renew. The first 5-year option was successfully renewed for the period from November 1, 2020 to October 31, 2025. The second 5-year option to renew, if exercised, would extend the lease from November 1, 2025 to October 31, 2030. The current monthly rent is $6,718.40 with annual rent of $80,620.80, and the lease provides for annual rent adjustments based on the Consumer Price Index (CPI).

The Housing Authority of the County of Santa Barbara has acquired the fee simple interest in the property located at 6021 Hollister Ave. Goleta, CA 93117, known as the Agenda Item No. 16
File Code No. 330.04
Council Agenda Report
Assignment and Assumption of Lease – Super 8 Parking Lot July 19, 2022

Page 2 ends

Super 8 Motel. As part of this transaction, the Housing Authority desires to assume the parking lot lease as well.

The intended use of the Super 8 Motel by the Housing Authority is to convert the Super 8 Motel to permanent supportive housing, some transitional/bridge housing and space for the provision of onsite support services. There will be an onsite resident manager. The first floor will include existing units converted to offices and community space for residents and for the provision of onsite support services. Approximately nine units on the first floor will be converted to transitional/bridge housing units with a maximum stay of 24 months. The second and third floor units will be converted to permanent supportive housing. Part of this rehabilitation includes adding small kitchenettes to all housing units.

The plan is to have 50 permanent supportive housing units, 9 transitional/bridge housing units and 1 manager’s unit. Most residents will not have cars, but some will. Parking will also be required for onsite support service staff and visitors.

BUDGET/FINANCIAL INFORMATION:

The Housing Authority of the County of Santa Barbara will be assuming the lease under all of its current terms and conditions with no changes to the lease. As a result, there will be no financial or budgetary impact due to the assignment and assumption.

PREPARED BY: Robert E. Dixon, Airport Properties Manager SUBMITTED BY: Brian D’Amour, Interim Airport Director
APPROVED BY: City Administrator’s Office

CITY OF SANTA BARBARA

COUNCIL AGENDA REPORT
AGENDA DATE: July 19, 2022
TO: Mayor and Councilmembers
FROM: Information Technology Department
SUBJECT: Professional Services Contract For Land-Use Permitting Software (Accela) System Enhancements
RECOMMENDATION:

That Council authorize the Information Technology Director to execute a City Professional Services contract with Accela, Inc. in the amount $683,296, for permitting software system enhancements to include licensing, cloud migration, upgrades, and improvements and authorize the Information Technology Director to approve expenditures of up to $8,750 for extra services that may result from necessary changes in the scope of work.

DISCUSSION:

In July 2015 the City of Santa Barbara issued a request for proposal to replace the existing permitting system, Tidemark Advantage. On June 28, 2016, City Council approved the purchase of Accela to replace Tidemark Advantage.

The initial implementation began in October 2016 and was completed in March 2019. This included two change orders in October 2017 and June 2018.

On March 8, 2022, the City Council appropriated $250,000 of the second tranche of American Rescue Plan Act (ARPA) funds to upgrade and improve the Accela permitting system.

The current Accela system is end of life and requires an upgrade to remain supported by Accela. In addition, the Information Technology Department strives to maintain a cloud first policy for software, where feasible, and this migration allows for that transition. Accela will perform a migration and upgrade of our on-premise environment to the Accela Software as a Service platform.

Improvements are also needed for the Developer-facing Accela Citizen Access application to streamline functionality, usability, and adoption. Accela will implement the Premium Citizen Experience utilizing their OpenCities product.

Agenda Item No. 17
File Code No. 170.04
Council Agenda Report
Professional Services Contract For Land-Use Permitting Software (Accela) System Enhancements
July 19, 2022

Page 2 ends

Lastly, this agreement provides annual software licensing, maintenance, support, and improvements for the Software as a Service platform and the Premium Citizen Experience for three-years.

The expected go-live for the enhancements to the permitting software is winter 2022.

BUDGET/FINANCIAL INFORMATION:

The total cost for the proposed agreement is $683,297, which includes one-time implementation costs of $87,500 in the first year, and $595,797 in licensing, maintenance, support, and improvement costs over three years. This past March, Council appropriated $250,000 of American Rescue Plan Act (ARPA) funds towards the cost of this project.

This funding will cover the one-time implementation costs and a portion of the licensing, maintenance, support, and improvement costs in the first year. The balance of the licensing, maintenance, support, and improvement costs in the first year were included in the Fiscal Year 2023 Information Technology Operating Fund budget, which was recently adopted. As such, there are sufficient expenditure appropriations in the Adopted Information Technology Operating Fund and Information Technology Capital Fund budgets in Fiscal Year 2023 to fund the proposed contract.

One-time costs for the migration and upgrade of the current on-premise environment to the Accela Software as a Service (cloud) platform is $50,000. As mentioned above, a portion of the ARPA funds will cover these costs.

The implementation of the OpenCities product is $37,500, which will also be covered by a portion of the ARPA funds.

The annual licensing costs for maintenance, support, and improvements are as follows:

Item FY2023 FY2024 FY2025 Total
Accela licensing,
maintenance,
support, and
improvements
$190,863 $198,497 $206,437 $595,797
Payment terms Planned Planned Planned Planned
$90,398 of the annual licensing costs for maintenance, support, and improvements are included in the Fiscal Year 2023 Information Technology Operating Fund budget. The remaining annual licensing costs of $100,465 for maintenance, support, and improvements, and any necessary changes in scope of work up to $8,750 will be covered by ARPA funds.

Council Agenda Report
Professional Services Contract For Land-Use Permitting Software (Accela) System Enhancements
July 19, 2022

Page 3 ends

For the remaining two years of the contract, licensing costs for maintenance, support, and improvements will be included in Staff’s recommended Information Technology Operating Fund budgets in Fiscal Year 2024 and 2025.

PREPARED BY: Justin Cure, Information Technology Director SUBMITTED BY: Justin Cure, Information Technology Director APPROVED BY: City Administrator's Office

CITY OF SANTA BARBARA

COUNCIL AGENDA REPORT
AGENDA DATE: July 19, 2022
TO: Mayor and Councilmembers
FROM: City Administrator’s Office
SUBJECT: Designation Of Voting Delegate For League Of California Cities Annual Conference
RECOMMENDATION:

That Council designate Mayor Randy Rowse as the City’s voting delegate, and designate Council Members Eric Friedman and Mike Jordan as alternates to represent the City of Santa Barbara at the League of California Cities Annual Meeting September 7-9, 2022.

DISCUSSION:

The League of California Cities (League) holds a meeting each year to consider proposals from the League on legislative matters that establish League policy. The City Council must select a voting delegate and up to two alternates to represent the City of Santa Barbara at the meeting.

ATTACHMENT: League of California Cities Voting Delegate Action Advised Letter PREPARED BY: Nicole Grisanti, Administrator’s Office Supervisor SUBMITTED BY: Rebecca Bjork, City Administrator
APPROVED BY: City Administrator's Office
Agenda Item No. 18
File Code No. 180.01
Attachment

CITY OF SANTA BARBARA

COUNCIL AGENDA REPORT
AGENDA DATE: July 19, 2022
TO: Mayor and Councilmembers
FROM: Engineering Division, Public Works Department
Planning Division, Community Development Department
SUBJECT: Adoption Of Final Mitigated Negative Declaration And Award Of Contract For Architecture And Design Services For The Police Station Project (Resolution; Contract)
RECOMMENDATION: That Council:

A. Adopt, by reading of title only, a Resolution of the Council of the City of Santa Barbara Adopting the Final Mitigated Negative Declaration for the Police Station Project, Making the Required Environmental Review Findings, Designating the Cota Commuter Lot at 601 Santa Barbara Street as the final location for the Police Station Project, and Directing the Filing of a Notice of Determination; and B. Authorize the Public Works Director to execute a City Professional Services contract with Cearnal Collective, LLP in the amount of $4,564,111 for design services for the Police Station Project, and approve expenditures of up to $368,763 for extra services that may result from necessary changes in the scope of work.

EXECUTIVE SUMMARY:

A Draft Mitigated Negative Declaration (MND) was prepared to analyze the potential environmental effects of the proposed Police Station Project (Project). The Draft MND was available for public review during the 30-day comment period and was reviewed at a public hearing held by the Planning Commission. Mitigation measures to reduce potentially significant impacts to less than significant levels were identified. The Final MND concludes that no significant environmental impacts would result from the Project.

With Council’s adoption of the Final MND, the Project is ready to advance into the final phase of architectural and design services. The recommended contract with Cearnal Collective, LLP (Cearnal) includes the scope of work, divided into sub-phases, for the remainder of the Project through construction. Each sub-phase has a budget, schedule, and deliverables, and the City of Santa Barbara (City) will authorize each sub-phase prior to initiating work. The initial authorization and encumbrance of funds in Fiscal Year 2023 for the first sub-phase, Phase 4.1, for the recommended Cearnal contract is $1,721,423.80.

Agenda Item No. 20
File Code No. 700.08
Council Agenda Report
Adoption Of Final Mitigated Negative Declaration And Award Of Contract For Architecture And Design Services For The Police Station Project (Resolution; Contract) July 19, 2022

Page 2 ends

DISCUSSION:

Project Description
The Project consists of the demolition of the existing Cota Commuter Lot at 601 Santa Barbara Street (formerly 119 East Cota Street) and the construction of a new three-story, approximately 53-foot-tall, approximately 64,000-square-foot Police Station building, and the associated 37.5-foot-tall, approximately 84,000-square-foot parking structure to accommodate 236 parking spaces, with 128 spaces for Police Department fleet vehicles and 108 spaces for employee vehicles. Each structure will have a subterranean level.

Emergency service antennas will be installed on the roof of the parking structure. Eight additional vehicle surface parking spaces and four bicycle parking spaces will be provided for visitors. Grading includes 22,000 cubic yards of export. A total of 23 Tipuana tipu trees and 12 oak trees will be removed; 9 Tipuana tipu trees will be protected. The existing Metropolitan Transit District bus stop shelter on Cota Street will be relocated further down Cota Street. The existing plaques commemorating the old Lincoln School will also be relocated and incorporated into the Project.

Background
On June 25, 2018, a Professional Services Agreement (PSA) was executed with Cearnal for Phase 1 for Programming and Data Synthesis, as part of the Project’s Site Selection process. A second PSA with Cearnal was executed on August 14, 2018, for Phase 2 for Site Analysis and Site Selection. On September 17, 2019, City Council selected the Cota Commuter Lot as the preferred site for environmental review for the Project and directed staff to initiate environmental review and conceptual project design. The First Amendment to the design contract was subsequently executed on October 29, 2019, for Phase 3 of the Project for Conceptual Design, Schematic Design and Development Application Review Team (DART) application preparation. Cearnal prepared the drawings and submittal package and the proposed Project was reviewed by the City’s Pre-Application Review Team in December 2019. On March 17, 2020, Council designated the proposed Project as a Community Priority Project. Obtaining this designation allowed the Project to move forward to request a height exception from the Planning Commission. The proposed Project was again reviewed by the Pre-Application Review Team in November 2020. On March 18, 2021, the Planning Commission held a conceptual review hearing on the Project and granted the height exception. The Project received three rounds of review by Land Development Team staff and was reviewed by the Architectural Board of Review on four occasions.

Environmental Review
The California Environmental Quality Act (CEQA) provides that a Negative Declaration or MND shall be prepared if all environmental impacts of the Project can be clearly determined to be less than significant or mitigated to less than significant levels with project refinements or other mitigation measures, and if the Project applicant has agreed to all mitigation measures identified in the MND needed to avoid or reduce potentially Council Agenda Report
Adoption Of Final Mitigated Negative Declaration And Award Of Contract For Architecture And Design Services For The Police Station Project (Resolution; Contract) July 19, 2022

Page 3 ends

significant impacts. The preparation of an Environmental Impact Report (EIR) is for analysis of impacts that are significant, or are unknown and potentially significant, including identifying any feasible mitigation measures or project alternatives to avoid significant impacts or reduce them to less than significant levels. The CEQA Guidelines Section 15382 define a significant effect on the environment as, “a substantial or potentially substantial adverse change in any of the physical conditions within the area affected by the Project.”
Staff prepared an Initial Study based on extensive technical studies prepared by consultants within their respective areas of expertise. It was determined that a MND was the appropriate environmental document because the analysis demonstrated that the Project’s effects on the environment would be less than significant or mitigated to less than significant levels with measures agreed-to by the applicant.

Mitigation measures were identified and agreed-to by the applicant for the following issue areas to reduce potentially significant short-term construction and long-term operational impacts to less than significant levels:

Short-Term Construction-Related:
 Air quality (requires heavy-duty diesel-powered construction equipment to be equipped with Tier 4 Final or better diesel engines to reduce emissions of diesel particulate matter);
 Biological resources (requires a pre-construction survey and buffer zone if active nests are found to reduce impacts to nesting birds; requires 44 new trees be planted offsite, and requires tree protection measures for remaining trees, to be consistent with the Climate Action Plan, Tree Preservation Ordinance, and reduce impacts to trees);
 Cultural resources (requires awareness training for construction workers, requires monitoring by archaeologist, and implementation of the limited data recovery plan to reduce impacts to historic resources);
 Geology and soils (requires adherence to final geotechnical report and consistency with the Essential Services Buildings Seismic Safety Act to reduce seismic ground shaking impacts; requires consideration of anchor tie-backs to reduce impacts to adjacent buildings and right of ways; requires a dewatering permit and monitoring to reduce impacts related to shallow groundwater; requires removal of uncertified/non-engineered fill to reduce long term ground stability impacts; and requires monitoring to reduce impacts to any undiscovered paleontological resources);
 Hazards and hazardous materials (requires proper disposal of soils with elevated levels of arsenic and requires preparation of a Soil Management Plan to provide guidance if contaminated soil is found to reduce impacts related to hazardous materials);
 Noise (requires installation of temporary barriers, a vibration mitigation program, and coordination with neighbors to reduce noise impacts to neighboring uses); Council Agenda Report
Adoption Of Final Mitigated Negative Declaration And Award Of Contract For Architecture And Design Services For The Police Station Project (Resolution; Contract) July 19, 2022

Page 4 ends

 Public services and utilities (requires a Solid Waste Management Plan to increase the diversion rate to 85% to reduce short-term solid waste impacts); and  Water quality (requires monitoring of groundwater dewatering discharges and requires that storm water management features operate under high groundwater conditions to reduce impacts to groundwater quality and quantity).

Long-Term Operational-Related:
 Noise (requires noise barriers around emergency generators and requires passive, dissipative sound attenuation features in the building to reduce noise impacts from stationary sources, including emergency generators and firing range);  Public services and utilities (requires a Solid Waste Management Plan to reduce the amount of solid waste going to the landfill to less than 40 tons per year to reduce long-term operational solid waste disposal impacts); and  Water quality (requires monitoring of groundwater dewatering discharges if longterm dewatering is required to reduce impacts to groundwater).

The mitigation measures are provided in the attached Mitigation Monitoring and Reporting Program (MMRP).

A notice of the Draft MND’s document availability, 30-day public comment period (May 13 to June 12, 2022), and public hearing date for the Planning Commission was mailed to surrounding property owners, interested parties, organizations, and agencies, and was also provided via newspaper notice. The Draft MND was also submitted to the State clearinghouse for review by State agencies and published online on the City’s website.

A public hearing by the Planning Commission was held on June 2, 2022, to receive comments on the Draft MND pursuant to Municipal Code § 22.100.110. No one from the public wished to speak during the hearing, and two written comments were received.

Planning Commissioners provided comments, which are reflected in the minutes from the meeting. During the 30-day public comment period, one additional letter was received from the public, and one letter was received from the Santa Barbara County Air Pollution Control District.

All letters received, as well as the Planning Commission minutes, are attached to the Final MND. CEQA does not require specific written responses to comments; however, staff prepared a general response to comments section, which is also attached to the Final MND. Based on comments received, some additions and clarifications have been made to the MND. The comments received presented no substantial evidence to indicate that the Project would have a significant effect on the environment and no additional mitigation measures were required in order to reduce an environmental effect to a level of less than significant. Adoption of the Final MND is required under Municipal Code § 22.100.120 C prior to Council making a final site selection for the Project and taking action on the Professional Services contract with Cearnal, which would allow the Project to move into the final phase of architectural and design services, as further described below.

Council Agenda Report
Adoption Of Final Mitigated Negative Declaration And Award Of Contract For Architecture And Design Services For The Police Station Project (Resolution; Contract) July 19, 2022

Page 5 ends

In order to adopt the Final MND, the following findings must be made per CEQA Guidelines Section 15074:

1. The City Council has considered the proposed Final Mitigated Negative Declaration together with comments received during the public review period process.

2. The City Council finds on the basis of the whole record before it (including the Initial Study and comments received) that there is no substantial evidence that the Project will have a significant effect on the environment.

3. The City Council finds that the Final Mitigated Negative Declaration reflects the City Council’s independent judgment and analysis.

4. The City Council finds that the Final Mitigated Negative Declaration has been prepared in compliance with CEQA, and constitutes adequate environmental evaluation for the proposed Project.

5. A Mitigation Monitoring and Reporting Program for measures required in the Project or made a condition of approval to mitigate or avoid significant environmental effects has been prepared.

6. The location and custodian of the documents or other materials which constitute the record of proceedings upon which this decision is based is the City of Santa Barbara Community Development Department, 630 Garden Street, Santa Barbara, California.

These findings are incorporated into the recommend Resolution, which also adopts the Final MND, selects the Cota Lot as the Project location, and directs the filing of a notice of determination, completing the CEQA process for the Project. After adoption of the Final MND, the Project would proceed to the Planning Commission for consideration of the Development Plan approval and then to the Architectural Board of Review for consideration of Project Design and Final approvals.

The Draft MND was previously distributed to the Council. The Final MND is available online at:
https://santabarbaraca.gov/services/construction-land-development/developmentactivity/environmental-documents/police-station Project Phases
With Council’s adoption of the Final MND and final site selection, this Project is now ready to move into the final phase (Phase 4) of architecture and design services. The recommended contract with Cearnal consists of four sub-phases: 4.1 Design Development Drawings (DD’s), 4.2 Construction Drawings (CD’s), 4.3 Bidding and Negotiation (BN), and 4.4 Architectural Design Services During Construction (ADSDC).

Council Agenda Report
Adoption Of Final Mitigated Negative Declaration And Award Of Contract For Architecture And Design Services For The Police Station Project (Resolution; Contract) July 19, 2022

Page 6 ends

Each sub-phase has a budget, schedule, and deliverables, and the City will authorize each sub-phase prior to initiating work. The DD, CD, and BN sub-phases are fixed fee, and ADSDC is time and materials with a not to exceed amount. The contract with Cearnal as the Architect of Record includes all architecture and engineering subcontractors.

There are multiple phases in the design of this Project, each with its own budget, deliverables, and schedule. The first three phases of architecture and design services with Cearnal are completed, and this final Phase 4 contract will include the scope of services for the remainder of the Project, through construction, as outlined in Exhibit A of the contract. Cearnal’s contract includes subcontractors/sub consultants for Civil Engineer, Interior Architect, Structural Engineer, Mechanical-Electrical-Plumbing Engineer, Energy Modeling/Sustainability, Information and Communication Technology, Landscape Architecture, Waterproofing, Acoustical Engineer, Specification Writer, Door Hardware, and an allowance for a Detention Equipment Consultant.

Design Phase Consultant Engineering Services
Staff recommends that Council authorize the Public Works Director to execute a contract with Cearnal, in the amount of $4,564,110.55 for Phase 4 architectural and design services, and $368,762.80 for potential extra services, more specifically defined as Design Contingency, for a total amount of $4,932,873.35. Cearnal is the Architect of Record for this Project and was selected through a competitive RFP process. Cearnal has successfully completed Phases 1 – 3 and is very experienced in this type of work.

BUDGET/FINANCIAL INFORMATION:

Sufficient funds for Project Phases 4.1 and 4.2 have been appropriated to the Project in the Fiscal Year 2023 Adopted Measure C Capital Budget. Project design costs for subsequent Phases 4.3 and 4.4 are included in the proposed contract with Cearnal Collective, LLP and will be funded in future fiscal year budgets and/or through a future bond measure (as shown in the Fiscal Year Breakdown table below).

The proposed initial encumbrance for Phase 4.1 of the Cearnal contract is $1,721,423.80, which includes $1,417,372.75 for the Design Development drawings, plus a 10 percent Design Contingency of $130,248.90. An additional 10 percent Design Contingency (extra services allowance) of $130,248.90 is being carried by the City and will be encumbered with the Phase 4.1 contract. The contract also includes anticipated reimbursable expenses, which have been divided equally between the four sub-phases. Subsequent sub-phases are included in the proposed contract, as mentioned directly above, and will be authorized by the City in writing upon future budget appropriations, as shown in the Fiscal Year Breakdown table below.

Council Agenda Report
Adoption Of Final Mitigated Negative Declaration And Award Of Contract For Architecture And Design Services For The Police Station Project (Resolution; Contract) July 19, 2022

Page 7 ends

The following tables summarize all estimated total Project costs.

ESTIMATED TOTAL PROJECT DESIGN COST
The following summarizes all estimated total Project Design costs by Cearnal:

Phase 1 Programming and Data Synthesis (complete) $34,999.00 Phase 2 Site Analysis and Site Selection (complete) $194,700.00 Phase 3 Concept Design, Schematic Design and DART
Application (30% Drawings) (complete) $658,048.00
Phase 1 – 3: Subtotal (complete) $887,747.00
Phase 4.1 Design Development $1,417,372.75
Cearnal Design Contingency (10 percent) $130,248.90
City Contingency (10 percent) $130,248.90
Reimbursable Expenses (T & M) $43,553.25
Phase 4.1 Subtotal $1,721,423.80
Phase 4.2 Construction Documents $1,355,942.50
Cearnal Design Contingency (10 percent) $123,564.20
City Contingency (10 percent) $123,564.20
Reimbursable Expenses (T & M) $43,553.25
Phase 4.2 Subtotal $1,646,624.15
Phase 4.3 Bidding and Negotiation $87,385.50
Cearnal Design Contingency (10 percent) $8,011.30
City Contingency (10 percent) $8,011.30
Reimbursable Expenses (T & M) $43,553.25
Phase 4.3 Subtotal $146,961.35
Phase 4.4 ADSDC (T & M - Not to Exceed) $1,160,434.00
Cearnal Design Contingency (10 percent) $106,938.40
City Contingency (10 percent) $106,938.40
Reimbursable Expenses (T & M) $43,553.25
Phase 4.4 Subtotal $1,417,864.05
Phase 4 Subtotal $4,932,873.35
Total Design Cost $5,820,620.35
Council Agenda Report
Adoption Of Final Mitigated Negative Declaration And Award Of Contract For Architecture And Design Services For The Police Station Project (Resolution; Contract) July 19, 2022

Page 8 ends

Fiscal Year Breakdown (Design only)
FY 2018 - 2022 (Complete) $887,747.00
FY 2023 (Phases 4.1 and 4.2) $3,368,047.95
FY 2024 (Phases 4.3 and 4.4) $250,000.00
FY 2025 (Phase 4.4) $657,412.70
FY 2026 (Phase 4.4) $657,412.70
TOTAL $5,820,620.35

ESTIMATED TOTAL PROJECT CONSTRUCTION COST
The following summarizes the Project’s pre-final design, estimated construction costs.

Detailed cost estimating and a cost escalation analysis will take place concurrently with sub-phases 4.1 and 4.2. The projected costs below are for the completion of the Police Station, but do not include future ownership costs to include: maintenance, preventative maintenance, or contractual obligations for the operations of the building and property.

Identification and allocation of these costs will be determined once the cost for the specific scopes of work are determined.

Projected Construction Costs $80,000,000
Projected Total Soft Costs $12,000,000
Total Estimated Construction Cost $92,000,000
SUSTAINABILITY IMPACT:

City Resolution 07-018 requires that new City building construction be designed and constructed to achieve a Leadership in Energy and Environmental Design (LEED) Silver classification or, where LEED is not applicable for the Project, another green building program certification level that is contingent on the building type. Resolution 07-018 also requires new building construction and major renovations for City owned and operated buildings be designed to exceed State Title 24 Energy Requirements by 20 percent. In addition, the City’s General Plan calls for the inclusion of solar energy to help meet the energy demand for the structure. Lastly, Council Resolution 17-043 commits the City to 100 percent renewable electricity by 2030. The Project, which is pursuing a zero net energy building design, is consistent with these goals.

A copy of the contract may be requested from the Public Works Department for public review by contacting [email protected].

ATTACHMENT: Mitigation Monitoring and Reporting Program PREPARED BY: Ashleigh A. Shue, P.E., Interim City Engineer/BH/sk Council Agenda Report
Adoption Of Final Mitigated Negative Declaration And Award Of Contract For Architecture And Design Services For The Police Station Project (Resolution; Contract) July 19, 2022

Page 9 ends

Kathleen Kennedy, Project Planner
SUBMITTED BY: Clifford M. Maurer, P.E., Public Works Director Elias Isaacson, Community Development Director
APPROVED BY: City Administrator’s Office
Police Station Project
PLN2020-00627

MITIGATION MONITORING AND REPORTING PROGRAM

PROJECT LOCATION
601 Santa Barbara Street (formerly 119 E. Cota Street)

PROJECT DESCRIPTION
The project consists of demolition of an existing parking lot and construction of a new three-story, approximately 53-foot-high, approximately 64,000-square-foot Police Station building, and associated 37.5-foot-high, approximately 84,000-square-foot parking structure to accommodate 236 parking spaces (128 for Police Department fleet vehicles and 108 for employee vehicles).

Each structure would also have a subterranean level. Emergency service antennas would be installed on the roof of the parking structure. Eight additional vehicle surface parking spaces and four bicycle parking spaces would be provided for visitors. Grading includes 22,000 cubic yards of export. A total of 23 Tipuana tipu trees and 12 oak trees would be removed; 9 Tipuana tipu trees would be protected. The existing MTD bus stop shelter on Cota Street would be relocated along Cota Street. The existing plaques commemorating the old Lincoln School would also be relocated and incorporated into the project. The project requires Height Exception and Development Plan approvals by the Planning Commission and Project Design and Final approvals by the Architectural Board of Review. The parcel has a zoning designation of M-C (Manufacturing Commercial) and a General Plan Designation: of Commercial Industrial/ Medium High Density Residential/ Priority Housing Overlay (37-63 du/ac).

PURPOSE
The purpose of the Police Station Mitigation Monitoring and Reporting Program (MMRP) is to ensure compliance with all mitigation measures identified in the Initial Study to mitigate or avoid potentially significant adverse environmental impacts resulting from the proposed project. The implementation of this MMRP shall be accomplished by City staff and the project developer's consultants and representatives. The program shall apply to the following phases of the project:
• Plan and specification preparation
• Pre-construction conference
• Construction of the site improvements
• Post Construction
I. RESPONSIBILITIES AND DUTIES
A qualified representative of the developer, approved by the City Planning Division and paid for by the developer, shall be designated as the Project Environmental Coordinator (PEC). The PEC shall be responsible for assuring full compliance with the provisions of this mitigation monitoring and reporting program, as well as all applicable conditions of approval for the project. The PEC shall have authority over all other monitors/specialists, the contractor, and all construction personnel for those actions that relate to the items listed in this program.

It is the responsibility of the contractor to comply with all mitigation measures listed in the attached MMRP matrix. Any problems or concerns between monitors and construction

ATTACHMENT
Police Station (PLN2020-00627)
Mitigation Monitoring and Reporting Program
July 13, 2022

Page 2 of 3 ends

personnel shall be addressed by the PEC and the contractor. The contractor shall prepare a construction schedule subject to the review and approval of the PEC. The contractor shall inform the PEC of any major revisions to the construction schedule at least 48 hours in advance. The PEC and contractor shall meet on a weekly basis in order to assess compliance and review future construction activities. When deemed necessary by the Community Development Department, the City is authorized to stop work or recover costs to ensure the implementation or long-term performance of required mitigation measures.

A. PRE-CONSTRUCTION BRIEFING
The PEC shall prepare a pre-construction project briefing report. The report shall include a list of all mitigation measures and a plot plan delineating all sensitive areas to be avoided. This report shall be provided to all construction personnel.

The pre-construction briefing shall be conducted by the PEC. The briefing shall be attended by the PEC, construction manager, necessary consultants, Planning Division Case Planner, Public Works representative and all contractors and subcontractors associated with the project. Multiple pre-construction briefings shall be conducted as the work progresses and a change in contractor occurs.

The MMRP shall be presented to those in attendance. The briefing presentation shall include project background, the purpose of the MMRP, duties and responsibilities of each participant, communication procedures, monitoring criteria, compliance criteria, filling out of reports, and duties and responsibilities of the PEC and project consultants.

It shall be emphasized at this briefing that the PEC and project consultants have the authority to stop construction and redirect construction equipment in order to comply with all mitigation measures.

Once construction commences, field meetings between the PEC and project consultants, and contractors shall be held on an as-needed basis in order to create feasible mitigation measures for unanticipated impacts, assess potential effects, and resolve conflicts.

II. IMPLEMENTATION PROCEDURES
There are three types of activities which require monitoring. The first type pertains to the review of the Conditions of Approval and Construction Plans and Specifications. The second type relates to construction activities and the third to ongoing monitoring activities during operation of the project.

A. MONITORING PROCEDURES
The PEC and required consultant(s) shall monitor all field activities. The authority and responsibilities of the PEC and consultant(s) are described in the previous section.

ATTACHMENT
Police Station (PLN2020-00627)
Mitigation Monitoring and Reporting Program
July 13, 2022

Page 3 of 3 ends

B. REPORTING PROCEDURES
The following three (3) types of reports shall be prepared:

1. Schedule
The PEC and contractor shall prepare a monthly construction schedule to be submitted to the City prior to or at the pre-construction briefing.

2. General Progress Reports
The PEC shall be responsible for preparing written progress reports submitted to the City. These reports would be expected on a weekly basis during grading, excavation and construction, activities. The reports would document field activities and compliance with project mitigation measures, such as dust control and sound reduction construction.

3. Final Report
A final report shall be submitted to the Planning Division when all monitoring (other than long term operational) has been completed and shall include the following:
a. A brief summary of all monitoring activities.
b. The date(s) the monitoring occurred.
c. An identification of any violations and the manner in which they were dealt with.
d. Any technical reports required, such as noise measurements. e. A list of all project mitigation monitors.

C. MMRP MATRIX
The following MMRP Matrix describes each initial study mitigation measure, monitoring activities and the responsibilities of the various parties, along with the timing and frequency of monitoring and reporting activities. For complete language of each condition, the matrix should be used in conjunction with the mitigation measures described in full in the Initial Study.

The MMRP Matrix is intended to be used by all parties involved in monitoring the project mitigation measures, as well as project contractors and others working in the field. The Matrix should be used as a compliance checklist to aid in compliance verification and monitoring requirements. A copy of the MMRP matrix shall be kept in the project file as verification that compliance with all mitigation measures has occurred.

ATTACHMENT
POLICE STATION (PLN2020-00627) PAGE 1 of 15

MITIGATION MONITORING AND REPORTING PROGRAM MATRIX

MITIGATION MEASURE PARTY RESPONSIBLE

FOR IMPLEMENTATION

VERIFICATION

DATE ACCOMPLISHED COMMENTS
AQ-1: Construction Equipment. During construction, heavy-duty diesel-powered construction equipment shall be equipped with Tier 4 Final or better diesel engines and compliance shall be verified by City staff.

Contractor
BIO-1: Pre-construction Nesting Bird Survey. No vegetation or tree removal shall occur between February 1 and August 30, unless a preconstruction nesting bird survey is completed. A pre-construction survey for nesting birds shall be conducted by a qualified biologist to determine if active nests of special-status birds, or common bird species protected by the Migratory Bird Treaty Act and/or the California Fish and Game Code, are present in the construction zone or within 300 feet of the construction zone. Within one week prior to construction or site preparation activities, the biologist shall conduct the nesting bird survey.

A pre-construction nesting bird report shall be completed and submitted to the Project Environmental Coordinator (PEC) within 48 hours of the survey.

Biologist
BIO-2: Nesting Bird Buffers and Requirements. If active nests are found, a no-construction buffer shall be established at a minimum of 100 feet (this distance may be greater depending on the bird species and construction activity, as determined by the biologist) around the nest site where it overlaps with work areas. Tree and vegetation clearing and construction within the no-construction buffer shall be postponed or halted, at the discretion of the biologist, until the nest is vacated, juveniles have fledged, and there is no evidence of a second attempt at nesting. In addition, all active nests shall be mapped with a GPS unit and nest locations with 100-foot buffers overlain on aerial photographs to provide Biologist

ATTACHMENT
POLICE STATION (PLN2020-00627) PAGE 2 of 15

MITIGATION MONITORING AND REPORTING PROGRAM MATRIX

MITIGATION MEASURE PARTY RESPONSIBLE

FOR IMPLEMENTATION

VERIFICATION

DATE ACCOMPLISHED COMMENTS
regular updated maps to inform the construction manager and crew of areas to avoid. The biologist shall also serve as a construction monitor during the breeding season to ensure that there are no inadvertent impacts to nesting birds.

Bird nest surveys shall be conducted every 14 days following identification of a bird nest until all birds have fled the nest and the nest is deemed inactive by the qualified biologist. A bird nest monitoring report shall be completed and submitted to the Project Environmental Coordinator (PEC) within 48 hours of each survey.

BIO-3: Tree Replacement for Removed Trees. All trees to be removed, consisting of 9 coast live oaks, 23 tipu trees, and 3 southern oaks, shall be replaced with coast live oaks (or other native species) at a minimum replacement ratio of 1:1 plus 25%, and shall be planted offsite in a native habitat restoration area in Elings Park, or along the Las Positas Multiuse Path, at the discretion of the Parks and Recreation Department.

All tree plantings shall be subject to a 5-year monitoring effort by an International Society of Arboriculture (ISA) Certified Arborist. This monitoring effort would consider growth, health, and condition of the subject trees to evaluate the replacement success. The monitoring effort may result in a recommendation of remedial actions should any of the tree plantings exhibit poor or declining health below the recommended replacement quantities.

Prior to the issuance of the demolition permit, the planting and monitoring plan shall be submitted to the Community Development Department for review and approval. The plan shall identify the installation site for the replacement trees and include specific measures for protection, management, and monitoring of the trees. The plan shall include annual Arborist

ATTACHMENT
POLICE STATION (PLN2020-00627) PAGE 3 of 15

MITIGATION MONITORING AND REPORTING PROGRAM MATRIX

MITIGATION MEASURE PARTY RESPONSIBLE

FOR IMPLEMENTATION

VERIFICATION

DATE ACCOMPLISHED COMMENTS
reporting on the condition of the trees for a period of five years.

BIO-4: Tree Protection. The nine tipu trees indicated on the site plan to be preserved shall be protected during construction according to the tree protection measures in Appendix G of the Biological Assessment (Dudek, March 2022). Before the start of construction activities, all tree protection measures shall be in place. An ISA Certified Arborist shall inspect the tree protection measures regularly to ensure they are maintained through the construction of the project and provide a report to the Project Environmental Coordinator (PEC) for each inspection.

In the event that a tipu tree is impacted such that it cannot survive during construction and/ or the 5-year monitoring period, a new tree with similar characteristics, as determined by the Architectural Board of Review, shall be planted in its place.

Arborist
CR-1: Workers Environmental Awareness Program (WEAP)
Training. All construction personnel and monitors who are not trained archaeologists shall be briefed regarding unanticipated discoveries prior to the start of construction activities. A basic presentation shall be prepared to inform all personnel working on the project about the archaeological sensitivity of the area. The purpose of the WEAP training is to provide specific details on the kinds of archaeological materials that may be identified during construction of the project and explain the importance of and legal basis for the protection of significant archaeological resources. Each worker shall also learn the proper procedures to follow if cultural resources or human remains are uncovered during ground-disturbing activities. These procedures include Archaeologist

ATTACHMENT
POLICE STATION (PLN2020-00627) PAGE 4 of 15

MITIGATION MONITORING AND REPORTING PROGRAM MATRIX

MITIGATION MEASURE PARTY RESPONSIBLE

FOR IMPLEMENTATION

VERIFICATION

DATE ACCOMPLISHED COMMENTS
work curtailment or redirection, and the immediate contact of the site supervisor and archaeological monitor.

CR-2: Archaeological Construction Monitoring. In consideration of the known sensitivity of the project site for cultural resources, archaeological monitoring shall be conducted during all ground disturbance activities.

The applicant shall contract with an archaeologist from the most current City Qualified Archaeologists List for monitoring during all ground disturbing activities associated with the project, including, but not limited to, grading, excavation, trenching, vegetation or paving removal and ground clearance. The contract shall be subject to the review and approval of the Environmental Analyst. The archaeologist's monitoring contract shall include the following provisions:

If archaeological resources are encountered or suspected, work shall be halted or redirected immediately and the City Environmental Analyst shall be notified. The archaeologist shall assess the nature, extent and significance of any discoveries and develop appropriate management recommendations for archaeological resource treatment which may include, but are not limited to, redirection of grading and/or excavation activities, consultation and/or monitoring with a Barbareño Chumash representative from the most current City Qualified Barbareño Chumash Site Monitors List, etc.

If a discovery consists of possible human remains, the Santa Barbara County Coroner shall be contacted immediately. If the Coroner determines that the remains are Native American, the Coroner shall contact the California Native American Heritage Commission. A Barbareño Chumash representative from the most current City Qualified Barbareño Chumash Site Monitors List shall be retained to monitor all Archaeologist

ATTACHMENT
POLICE STATION (PLN2020-00627) PAGE 5 of 15

MITIGATION MONITORING AND REPORTING PROGRAM MATRIX

MITIGATION MEASURE PARTY RESPONSIBLE

FOR IMPLEMENTATION

VERIFICATION

DATE ACCOMPLISHED COMMENTS
further subsurface disturbance in the area of the find. Work in the area may only proceed after the Environmental Analyst grants authorization.

If a discovery consists of possible prehistoric or Native American materials or artifacts, a Barbareño Chumash representative from the most current City Qualified Barbareño Chumash Site Monitors List shall be retained to monitor all further subsurface disturbance in the area of the find. Work in the area may only proceed after the Environmental Analyst grants authorization.

Prior to issuance of the Certificate of Occupancy (Final Inspection), the applicant shall complete a final report on the results of the archaeological monitoring shall be submitted to the Environmental Analyst within 180 days of completion of the monitoring and prior to the issuance of the Certificate of Occupancy (Final Inspection), whichever is earlier.

CR-3: Limited Data Recovery Plan and Phase 3 Archaeological Resources Report. The Limited Data Recovery Plan (Dudek, February 10, 2022) accepted by Historic Landmarks Commission on March 16, 2022 shall be implemented, which makes provision for adequately recovering the scientifically consequential information from and about the historical resource (CEQA Guidelines Section 15126.4(b)(3)), and which includes specific levels of effort and methods to obtain a statistically representative sample of significant archaeological deposits as well as field and laboratory requirements to ensure proper treatment of all materials, including documentation of results and curation of the archaeological collection. A qualified archaeologist, meeting the Secretary of the Interior’s Professional Qualification Standards, shall be retained to undertake a data recovery program addressing the cultural resource discovered as a result of this study. The data recovery shall recover sufficient material to answer the research questions determined Archaeologist

ATTACHMENT
POLICE STATION (PLN2020-00627) PAGE 6 of 15

MITIGATION MONITORING AND REPORTING PROGRAM MATRIX

MITIGATION MEASURE PARTY RESPONSIBLE

FOR IMPLEMENTATION

VERIFICATION

DATE ACCOMPLISHED COMMENTS
in the data recovery research design, that the site is potentially capable of addressing. Following data recovery, a Phase 3 Archaeological Resources Report shall be submitted to the City for review and approval by the Historic Landmarks Commission prior to issuance of building permits for the project. The data recovery efforts shall be thoroughly documented in a comprehensive report including the following core elements: theoretical orientation, cultural context, definition of the formulated hypotheses presented in the original research design, all field, laboratory and curation methods, results of research, implications of the results in light of current understanding and its potential to contribute to future research and understanding.

GEO-1: Final Geotechnical Report and Essential Services Buildings.

The final geotechnical report, to be completed based on the final project design, shall be consistent with provisions of the Essential Services Buildings Seismic Safety Act, pursuant to California Administrative Code 2019 (Chapter 4 - Administrative Regulations for the Division of the State Architect – Structural Safety, Article 1 – Essential Services Buildings, and Article 3 - Local Buildings).

Geotechnical
Engineer
GEO-2: Anchored Tie-Backs. The final geotechnical report, to be completed based on the final project design, shall consider the limited building setbacks to adjacent properties and the public right-of-way when designing the temporary shoring system.

Geotechnical
Engineer
GEO-3: Excavation Dewatering. A dewatering permit shall be obtained from the Central Coast Regional Water Quality Control Board prior to construction.

Project
Manager/Contractor

ATTACHMENT
POLICE STATION (PLN2020-00627) PAGE 7 of 15

MITIGATION MONITORING AND REPORTING PROGRAM MATRIX

MITIGATION MEASURE PARTY RESPONSIBLE

FOR IMPLEMENTATION

VERIFICATION

DATE ACCOMPLISHED COMMENTS
GEO-4: Former School Basement Fill. The location of the basement of the former Lincoln School shall be found, if possible, based on (culturalrelated) soil borings and ground penetrating radar, in order that the area of deeper fill can be identified prior to grading. This basement fill would likely be removed during excavations for the subterranean levels, but in the event the former basement is located outside the footprint of the proposed structures (i.e., in the public parking area/access plaza), the fill shall be removed in this area and replaced with engineered/compacted fill.

Contractor
GEO-5: Paleontological Resources Impact Mitigation Program. Prior to commencement of any grading activity on-site, the applicant shall retain a qualified paleontologist, subject to the review and approval of the City’s Environmental Analyst. The paleontologist shall prepare a Paleontological Resources Impact Mitigation Program (PRIMP) for the project. The PRIMP shall be consistent with the Society of Vertebrate Paleontology (2010) guidelines and outline requirements for preconstruction meeting attendance and worker environmental awareness training, adequate monitoring within the proposed project site based on construction plans and/or geotechnical reports, procedures for adequate paleontological monitoring, discoveries treatment, paleontological methods (including sediment sampling for microvertebrate fossils), reporting, and collections management. The PRIMP shall include protocols for spot-checking significant grounddisturbing activities below a depth of five feet below the ground surface or five feet below the depth of artificial fill in areas mapped as Holocene alluvium and full-time paleontological monitoring below the depth of artificial fill in areas underlain by Pleistocene alluvium. In the event that Paleontologist

ATTACHMENT
POLICE STATION (PLN2020-00627) PAGE 8 of 15

MITIGATION MONITORING AND REPORTING PROGRAM MATRIX

MITIGATION MEASURE PARTY RESPONSIBLE

FOR IMPLEMENTATION

VERIFICATION

DATE ACCOMPLISHED COMMENTS
paleontological resources (e.g., fossils) are unearthed during grading, the paleontological monitor shall temporarily halt and/or divert grading activity to allow recovery of paleontological resources. The area of discovery shall be roped off with a 50-foot radius buffer. Once documentation and collection of the find is completed, the monitor shall remove the rope and allow grading to recommence in the area of the find.

HAZ-1: Contaminated Soil Removal. Prior to the issuance of building permits, the project shall be enrolled in the Santa Barbara County, Public Health Department, Environmental Health Services (EHS) Site Management Unit to provide regulatory oversight of the handling and proper disposal of the soil with elevated levels of arsenic located in area B-5.

Project Manager
HAZ-2: Soil Management Plan. A Soil Management Plan (SMP) shall be developed to provide guidance if any stained or impacted soils are encountered. The SMP shall be reviewed and approved by EHS prior to issuance of the building permits.

Project Manager
N-1: Temporary Noise Barriers. As recommended in the Noise and Vibration Technical Memorandum (Dudek, July 20, 2020, updated June 22, 2022), the construction contractor shall install onsite noise reduction means as follows:
a. To protect the existing occupied residences of Anacapa Villas (i.e., receptor R2 from Table 5) from excessive construction-related noise, temporary noise barriers of sufficient height and extent shall be installed along the northwest boundary so that as much as 10 dB of barrier noise insertion loss can be realized. The temporary barrier elements should resemble an outdoor-use vinyl-covered acoustical blanket comprising Contractor

ATTACHMENT
POLICE STATION (PLN2020-00627) PAGE 9 of 15

MITIGATION MONITORING AND REPORTING PROGRAM MATRIX

MITIGATION MEASURE PARTY RESPONSIBLE

FOR IMPLEMENTATION

VERIFICATION

DATE ACCOMPLISHED COMMENTS
one or more materials that demonstrate a sound transmission class (STC) of 25 or better (see Figure 3 for conceptual views of a sample segment with supporting structure mounted on “k-rail” concrete mass), which, under the right conditions can eliminate the need for drilling posts in the ground. This STC value is at least 10 dB greater than the highest predicted noise reduction effect due to barrier intervention, and is thus consistent with Caltrans Technical Noise Supplement (“TeNS”) guidance that states: “any material may be used for a barrier between a noise source and a noise receiver as long as it has a TL of at least 10 dBA more than the desired noise reduction” (Caltrans 2013a).
b. To protect the existing occupied residences and/or academic functions at the Antioch University building (i.e., receptor R3 from Table 5) from excessive construction-related noise, temporary noise barriers of sufficient height and extent shall be installed along the northwest site boundary so that as much as 5 dB of barrier noise insertion loss can be realized. The temporary barrier elements should resemble an outdooruse vinyl-covered acoustical blanket comprising one or more materials that demonstrate a sound transmission class (STC) of 15 or better.

N-2: Vibration Mitigation Program. As recommended in the Noise and Vibration Technical Memorandum (Dudek, July 20, 2020, updated June 22, 2022), the construction contractor shall retain the services of a qualified acoustician to prepare a construction vibration mitigation program, which would include the planning and implementation of one or more of the following activities and/or features:

Prohibit operation of project heavy construction equipment (i.e., large bulldozer or comparably vibration-producing equipment per Table 11) Contractor

ATTACHMENT
POLICE STATION (PLN2020-00627) PAGE 10 of 15

MITIGATION MONITORING AND REPORTING PROGRAM MATRIX

MITIGATION MEASURE PARTY RESPONSIBLE

FOR IMPLEMENTATION

VERIFICATION

DATE ACCOMPLISHED COMMENTS
within a 5-foot horizontal distance buffer of receiving occupied structures associated with Anacapa Villas.

Within the 5-foot distance buffer, use alternative means or equipment to perform the same needed construction task or process, as practical.

Conduct on-site vibration velocity sampling to evaluate vibration velocity levels of anticipated construction equipment or alternatives intended to generate less vibration magnitude.

The Project Environmental Coordinator (PEC) shall inform nearby residence owner/occupants and business owners, in advance, when vibration-intense construction activities on-site are expected to occur.

If construction conditions do not cause heavy equipment activity to occur within this 5-foot distance to the Anacapa Villas building façade(s), then implementation of the above measures would not be needed.

N-3: Construction Management Plan. A Construction Management Plan shall be prepared to address noise and traffic during all phases of construction. The Construction Management Plan shall be developed with input from Antioch University representatives, and surrounding sensitive uses, to coordinate construction activities prior to the start of construction, with the intent to reduce construction impacts to the school and others.

The plan shall include measures to reduce construction noise effects on sensitive receptors, ensure safety measures are in place, and minimize disruption to the surrounding roadway network. The Construction Management Plan shall be reviewed and approved by the City Environmental Analyst prior to issuance of building permits.

Project Manager

ATTACHMENT
POLICE STATION (PLN2020-00627) PAGE 11 of 15

MITIGATION MONITORING AND REPORTING PROGRAM MATRIX

MITIGATION MEASURE PARTY RESPONSIBLE

FOR IMPLEMENTATION

VERIFICATION

DATE ACCOMPLISHED COMMENTS
N-4: Emergency Generator Barrier. As recommended in the Noise and Vibration Technical Memorandum (Dudek, July 20, 2020, updated June 22, 2022), the stand-by generators shall be surrounded with a three-sided “U”-shaped barrier of connected wall sections that provide occlusion of direct sound pathways between the operating generator and receiver positions to the northeast, northwest, and southwest. The barrier shall be constructed of solid materials, with no air-gaps or cracks, and demonstrate a minimum sound transmission class (STC) rating of 25.

Additional features of the barrier include:
• The barrier extent and position with respect to the generators will not impede equipment access and maintenance.
• The barrier may be portable or removable, so that its application need only be temporary and installed prior to and during a generator testing opportunity, then dis-assembled and stored onsite until the next scheduled testing opportunity. • Top-edge height of the barrier with respect to grade will vary with the stand-by generator type as follows:
• Skid-mounted C18 ACERT U.S. EPA Tier 4 Sound
Attenuated Enclosure – 10 feet
• Mounted on sub-base fuel tank – 13.5 feet
Contractor
N-5: Firearm Sound Attenuation. As recommended in the Noise and Vibration Technical Memorandum (Dudek, July 20, 2020, updated June Contractor

ATTACHMENT
POLICE STATION (PLN2020-00627) PAGE 12 of 15

MITIGATION MONITORING AND REPORTING PROGRAM MATRIX

MITIGATION MEASURE PARTY RESPONSIBLE

FOR IMPLEMENTATION

VERIFICATION

DATE ACCOMPLISHED COMMENTS
22, 2022), the project shall incorporate passive, dissipative sound attenuation in the form of interior ductwork lining, manufactured “sound traps,” or other means, based on testing or published engineering data, between the firing range interior closed volume in which the discharges occur and the exit of the exhaust duct outlet at the parking structure roof, such that the average hourly noise level is no greater than 50 dBA, 45 dBA, and 40 dBA for daytime (7 am-7 pm), evening (7 pm-10 pm), and nighttime (10 pm-7am) hours, respectively, when measured at a distance of 50 feet.

Prior to Certificate of Occupancy, acoustical sound measurements shall be taken and documentation of recorded sound measurements shall be provided to the City’s Environmental Analyst. If noise levels are found to exceed the average hourly noise levels listed above, additional noise reduction measures shall be implemented and additional sound measurements shall be taken.

PS-1: Solid Waste Management Plan for Construction. Prior to issuance of a demolition or building permit for the project, the applicant shall develop a Solid Waste Management Plan for Construction, subject to approval by the City’s Environmental Analyst, to ensure that the diversion rate achieved is 85% in order to generate less than 350 tons of construction and demolition debris. All requirements of the plan shall be implemented on-site.

Project
Manager/Contractor
PS-2: Solid Waste Management Plan for Long-term Operations. Prior to issuance of a building permit for the project, the applicant shall develop a Solid Waste Management Plan, subject to approval by the City’s Environmental Analyst and Environmental Services Division, to ensure Project Manager/
Operator

ATTACHMENT
POLICE STATION (PLN2020-00627) PAGE 13 of 15

MITIGATION MONITORING AND REPORTING PROGRAM MATRIX

MITIGATION MEASURE PARTY RESPONSIBLE

FOR IMPLEMENTATION

VERIFICATION

DATE ACCOMPLISHED COMMENTS
that the amount of long-term (operational) solid waste going to the landfill to less than 40 tons per year (TPY). All requirements of the plan shall be implemented on-site.

WQ-1: Groundwater Dewatering Monitoring. The applicant shall conduct groundwater sampling and analysis of priority pollutants listed in 40 CFR 401.15 (including PCE, TCE, 1,1-DCE, cis-1,2-dichloroethene, vinyl chloride, chloroform, and petroleum hydrocarbons), and shall provide the results to the Central Coast Regional Water Quality Control Board (RWQCB). Depending on the pollutant levels detected and the specifics of the dewatering discharge, the RWQCB may authorize the discharge under an existing general permit, or may require issuance of an individual National Pollutant Discharge Elimination System (NPDES) Permit and/or waste discharge requirements (WDR). In either case, if the analytical results of the groundwater samples indicate that the discharge would exceed applicable discharge prohibitions, effluent criteria, and receiving water limitations, the applicant shall be required to:
1) Design and implement a treatment program prior to discharge of groundwater to the storm drain, which would depend on the pollutant levels detected, but could include one or more of the following:
• Desilting basins for removing excess sediment, to granular activated carbon (GAC) canisters for removal of PCE.
• Pump to baker tanks and haul away for off-site
treatment/disposal (construction).

Contractor

ATTACHMENT
POLICE STATION (PLN2020-00627) PAGE 14 of 15

MITIGATION MONITORING AND REPORTING PROGRAM MATRIX

MITIGATION MEASURE PARTY RESPONSIBLE

FOR IMPLEMENTATION

VERIFICATION

DATE ACCOMPLISHED COMMENTS
• Pump and treat to City storm drain with approval of and in coordination with Public Works.
• Pump to sanitary sewer and treat if require with approval of and in coordination with sanitation district.
2) Prepare and implement a Monitoring and Reporting Program (MRP), consistent with RWQCB requirements, that demonstrates compliance with effluent limitations for reportable pollutants using the sampling and analytical methods defined in the MRP.

Written verification from the RWQCB that it has authorized both the construction and long-term groundwater dewatering discharge, if required, and that it approves of the proposed treatment program and MRP shall be submitted to the Project Environmental Coordinator (PEC).

This applies for both short-term construction dewatering purposes, and for use of a permanent subgrade dewatering system, if required.

WQ-2: Adequate Stormwater Storage Capacity. Prior to the issuance of the building permit, the applicant shall demonstrate that the proposed stormwater storage chambers will function in compliance with the stormwater retention and infiltration requirements established in the City’s Storm Water Management Program (SWMP) and National Pollutant Discharge Elimination System (NPDES) permit, even under high groundwater conditions. This may be achieved through one or more of the following means:

Ensure sufficient storage and infiltration rates can be achieved above the maximum potential groundwater elevation. As the maximum groundwater elevation for the project site remains unknown, a comprehensive geotechnical or hydrogeological investigation will be required to assess Project
Manager/Contractor

ATTACHMENT
POLICE STATION (PLN2020-00627) PAGE 15 of 15

MITIGATION MONITORING AND REPORTING PROGRAM MATRIX

MITIGATION MEASURE PARTY RESPONSIBLE

FOR IMPLEMENTATION

VERIFICATION

DATE ACCOMPLISHED COMMENTS
final storage and infiltration rates for any proposed subsurface stormwater chambers.

Ensure project dewatering will maintain depressed groundwater levels such that the subsurface storage chambers will maintain capacity and infiltration rates.

Implement above ground storage chambers (e.g., rainwater cisterns) to make up for the lost stormwater retention requirement during high groundwater. This water could be used for on-site irrigation and/or connected to vegetated filter strips/swales.

ATTACHMENT
RESOLUTION NO. _____

A RESOLUTION OF THE COUNCIL OF THE CITY OF

SANTA BARBARA ADOPTING THE FINAL MITIGATED

NEGATIVE DECLARATION FOR THE POLICE STATION

PROJECT, MAKING THE REQUIRED ENVIRONMENTAL

REVIEW FINDINGS, DESIGNATING THE COTA
COMMUTER LOT AT 601 SANTA BARBARA STREET AS

THE FINAL LOCATION FOR THE POLICE STATION

PROJECT, AND DIRECTING THE FILING OF A NOTICE OF

DETERMINATION
WHEREAS, On September 17, 2019, City Council selected the Cota Commuter Lot at 601 Santa Barbara Street as the preferred site for environmental review for the new Police Station and directed staff to initiate environmental review and conceptual project design for the Police Station Project (Project);
WHEREAS, the Project consists of the demolition of the existing Cota Commuter Lot and the construction of a new three-story, approximately 53-foot-tall, approximately 64,000- square-foot Police Station building, and the associated 37.5-foot-tall, approximately 84,000-square-foot parking structure;
WHEREAS, on May 13, 2022 pursuant to California Environmental Quality Act (CEQA) guidelines, a Draft Mitigated Negative Declaration (MND) was prepared to analyze the potential environmental effects of the proposed Project; WHEREAS, a notice of the Draft MND’s document availability, 30-day public comment period (May 13 to June 12, 2022), and public hearing date for the Planning Commission was mailed to surrounding property owners, interested parties, organizations, and agencies, and was also provided via newspaper notice. The Draft MND was also submitted to the State clearinghouse for review by State agencies and published online on the City’s website;
WHEREAS, a public hearing by the Planning Commission was held on June 2, 2022, to receive comments on the Draft MND pursuant to Municipal Code § 22.100.110. No one from the public wished to speak during the hearing, and two written comments were received. Planning Commissioners provided comments, which are reflected in the minutes from the meeting. During the 30-day public comment period, one additional letter was received from the public, and one letter was received from the Santa Barbara County Air Pollution Control District;
WHEREAS, a Final MND was prepared for the Project. Based on the comments received, some additions and clarifications were made to the Final MND. However, the comments received presented no substantial evidence to indicate that the Project would have a significant effect on the environment and no additional mitigation measures were required in order to reduce an environmental effect to a level of less than significant. All letters received, as well as the Planning Commission minutes, are attached to the Final MND; WHEREAS, the Final MND includes mitigation measures identified and agreed-to by the applicant to reduce potentially significant short-term construction and long-term operational impacts to less than significant levels;
WHEREAS, on July 19, 2022 the City Council reviewed the Final MND; and WHEREAS, adoption of the Final MND is required under Municipal Code § 22.100.120 C prior to Council making a final site selection for the Project.

NOW, THEREFORE, BE IT RESOLVED BY THE COUNCIL OF THE CITY OF SANTA BARBARA AS FOLLOWS:

SECTION 1. The foregoing recitals are true and correct.

SECTION 2. The Council pursuant to CEQA Guidelines Section 15074 finds and determines as follows:

A. The City Council has considered the proposed Final Mitigated Negative Declaration together with comments received during the public review period process.

B. The mitigation measures identified in the Final Mitigated Negative Declaration will be incorporated into the Project, therefore on the basis of the whole record before it (including the Initial Study and comments received), there is no substantial evidence that the Project will have a significant effect on the environment.

C. The Final Mitigated Negative Declaration reflects the City Council’s independent judgment and analysis.

D. The Final Mitigated Negative Declaration has been prepared in compliance with CEQA, and constitutes adequate environmental evaluation for the proposed Project.

E. A Mitigation Monitoring and Reporting Program for measures required in the Project or made a condition of approval to mitigate or avoid significant environmental effects has been prepared.

F. The location and custodian of the documents or other materials which constitute the record of proceedings upon which this decision is based is the City of Santa Barbara Community Development Department, 630 Garden Street, Santa Barbara, California.

SECTION 3. The Final Mitigated Negative Declaration for the Police Station Project is approved and adopted.

SECTION 4. The Police Station Project shall be located at the Cota Commuter Lot at 601 Santa Barbara Street. All mitigation measures identified in the Final Mitigated Negative Declaration are incorporated and shall be implemented as part of the Project final design, construction, and operation.

SECTION 5. The Community Development Director is directed to cause a Notice of Determination for the Project in accordance with CEQA and the CEQA Guidelines.

CITY OF SANTA BARBARA

COUNCIL AGENDA REPORT
AGENDA DATE: July 19, 2022
TO: Mayor and Councilmembers
FROM: Environmental Services Division, Sustainability & Resilience Department
SUBJECT: Solid Waste Franchise Agreement Procurement
RECOMMENDATION: That Council:

A. Direct Staff to negotiate a one year extension of the current solid waste hauler franchise agreement;
B. Direct Staff to negotiate with MarBorg Industries, the current solid waste hauler franchisee, for a new solid waste hauler franchise agreement, subject to commencement of a competitive procurement process if a new franchise is not obtained within eight months after start of negotiations; and C. Rescind Council’s previous limitation on the scope of work under the professional services agreement with R3 Consultants and authorize the Sustainability and Resilience Director to direct R3 to perform the full scope of work as required to complete procurement of a new solid waste hauler franchise agreement.

EXECUTIVE SUMMARY:

The City is preparing for the expiration of its current solid waste franchise hauler agreement in June 2023. The solid waste industry has changed significantly since the City first entered into a franchise agreement with MarBorg Industries in 2003. In the last ten years, a series of legislative mandates have been signed into law requiring recycling and organic collections services in certain sectors and establishing targets to reduce statewide disposal of organic waste. Implementing these mandates into a future franchise agreement will involve significant changes. Additionally, evaluating and incorporating lessons learned over the course of the existing agreement will be critical to developing a modern agreement in alignment with industry best practices. Because of these changes, an entirely new hauler franchise agreement is needed.

The City has two options for moving forward with establishing a new franchise agreement:
direct negotiation or competitive procurement. Each of these processes has benefits and challenges and will involve extensive work and a minimum timeline from 6 months up to 24 months. Staff is, therefore, recommending negotiating a one-year extension to the Agenda Item No. 21
File Code No. 630.01
Council Agenda Report
Solid Waste Franchise Agreement Procurement
July 19, 2022

Page 2 ends

existing contract with MarBorg Industries in order to ensure sufficient time to undertake these efforts and ensure the best service for the community.

On June 13, 2022, the Council Sustainability Committee voted 2 to 1 to recommend pursuing a direct negotiation with MarBorg, establishing an eight-month period to come to an agreement, while maintaining the right to conduct competitive procurement if an agreement is not reached during that time, as well as extending the existing contract by one year.

On April 12, 2022 Council approved a professional service agreement with R3 Consultants (R3) for expert consulting services relating to developing and negotiating the new agreement. At that time Council only authorized R3 to complete up to task 7. With the recommendation to directly negotiate with MarBorg, staff is requesting that Council rescind the limitation and authorize the Sustainability and Resilience Director to direct R3 to perform the full scope of work as required to complete procurement of a new solid waste hauler franchise agreement, which may include competitive procurement if direct negotiations with MarBorg do not result in a new franchise agreement acceptable to Council.

DISCUSSION:

In 2003, the City executed a franchise agreement with MarBorg Industries for a term of ten years for collection services of recyclables, organics and solid waste. The current agreement terminates on June 7, 2023. Over the last decade, the solid waste management industry has changed dramatically and necessitates a wholesale revision to how the City contracts for solid waste hauler services.

In preparation for a new agreement, the City contracted with R3 to provide expert analysis of the existing solid waste program and make recommendations for the development of an agreement that ensures compliance with numerous new legislative requirements and addresses elements of the current contract to increase clarity, transparency, and accountability.

R3 has also provided guidance to the City regarding its option to either enter into sole source negotiations with MarBorg or solicit competitive proposals for the next agreement.

The City’s solid waste franchise agreement is a long-term, financially significant commitment that provides essential services; therefore, it is important to develop an agreement that will address the community’s needs for the decade to come, while responsibly addressing the growing complexity of the industry and obtaining the best value for ratepayers.

Council Agenda Report
Solid Waste Franchise Agreement Procurement
July 19, 2022

Page 3 ends

Legislative Requirements
Over the last ten years, the solid waste industry has undergone a series of significant changes in response to post-consumer material markets and state legislation, driving the need to create a more adaptive system. Some of the major legislation includes Mandatory Commercial & Multi-Family Recycling (AB 341 (Chapter 241, Statutes of 2011)) and Mandatory Commercial Organics Recycling (AB 1826 (Chapter 727, Statutes of 2014)), which require commercial and multi-family residents to subscribe to recycling and organic collection services and Short-Lived Climate Pollutants (SB 1383 (Chapter 395, Statutes of 2016)), which is intended to reduce greenhouse gas emissions, such as methane, and address food insecurity in California. SB 1383 imposes significant new administrative requirements on jurisdictions, including program implementation, reporting to CalRecycle, and enforcement. The following are not included in the City’s current agreement and will need to be incorporated into a new agreement as a result of these momentous changes:

New Containers/Lids and Labeling – The City must adopt a collection system that complies with prescribed labeling and container or lid color for all account holders. This includes providing new containers or lids for those that do not comply.

This City’s brown trash containers do not comply as SB 1383 requires them to be grey or black.

Contamination Monitoring – The new law includes annual inspection requirements to verify self-hauler compliance, including inspections of Tier One and Tier Two commercial edible food generators to verify compliance with food recovery requirements and annual residential and commercial route reviews to visually assess container contamination.

Contractor Reporting and Data Tracking – There are a number of reporting requirements that the contractor is responsible to fulfill, including type of organic waste collection service(s) provided to generators, results of waste evaluations performed to minimize contamination and the number of resulting targeted route reviews, and the total number of generators that receive each type of organic waste collection service provided.

Modern Agreement and Best Practices
In order to modernize the agreement and align with industry best practices, it will be imperative to evaluate the following to increase overall transparency of the future agreement and increase the effectiveness of the agreement as a core tool for providing essential services:
 Agreement Transparency – A comprehensive update of the franchise agreement is necessary to thoroughly detail terms and conditions and increase the clarity and transparency of the agreement.

Council Agenda Report
Solid Waste Franchise Agreement Procurement
July 19, 2022

Page 4 ends

 Performance Metrics – Adding metrics and tracking can help the City determine if a contractor is in compliance with the agreement and identify any opportunities for improvement or areas where they are exceeding the requirements.  Rate Adjustments and Hauler Payment – Evaluation of various types of rate adjustment and hauler payment methodologies that could be integrated into a new agreement. The current methodologies are exceedingly complex due to historical adjustments and should be updated and streamlined to provide additional clarity and accountability.

Options for Securing a Modern Agreement
There are a two pathways the City can take to secure a new, modern agreement incorporating the recommended performance metrics, industry best practices, and regulatory requirements:

1. Direct Negotiation Process – Sole source negotiation between the City and MarBorg, reserving the right to conduct competitive procurement; this will take approximately 6-8 months to complete.

2. Competitive Procurement Process – Open to all qualified contractors; typically can be completed in 6-12 months, and may also require an additional 6-12 months for transition if a new company is selected
Due to all of the changes described above, an entirely new agreement is required. R3 recommends that, as a starting point regardless of the pathway selected, the City draft a modern agreement to ensure that it contains the recommended performance metrics, industry best practices, and regulatory requirements. Once a completed draft addressing the City’s essential deal points is prepared, it can be shared either with MarBorg for negotiations, or included as an attachment to the RFP Package to allow for competitive proposals to be submitted with comparable rate packages.

Following is a listing, provided by R3, of the general pros and cons of sole source negotiating with the City’s incumbent hauler verses a competitive procurement process.

Negotiation Process
Pros Cons
 Can develop a new Agreement
 6-8 month process
 Lower potential for unanticipated
challenges
 Either party can delay or stop
negotiations at any time without a
predetermined end date
Council Agenda Report
Solid Waste Franchise Agreement Procurement
July 19, 2022

Page 5 ends

 Preserves/leverages existing
relationship with hauler
 Easier transition period or
transition related hurdles (cart
delivery, new routes, billing, etc.)
 Incumbent hauler has the best
service information
 Negotiations can be used as stall
tactics to remove the opportunity
for the City to conduct a proper
competitive procurement process
 Financial impact for constituents
may not be as favorable if the
starting point for negotiations is the
current Agreement terms
 No opportunity to experience
different services / provider
 No testing of the marketplace to
see if rates are competitive
 May appear as less transparent
 No strong leverage to create a new
contract
Competitive Procurement Process
Pros Cons
 Requires proposers to negotiate
through the entire process or forfeit
a bid bond
 City defines comprehensive
package of provisions as opposed
to negotiating each provision
 More competitive service and rate
package than in negotiations
 Limited need to negotiate the
contract after evaluation team
recommendation has been made.
 Opportunity for new technology,
industry best standards and
innovate new processes
 Better leverage than negotiations
for creating a new contract
 12 month process
 No guarantee that the rates will
remain the same or be lower
 No guarantee of broad proposal
pool
 Generally requires a 12 month
transition period if new contractor
is selected
 Transition can create initial service
challenges
City Council has previously voiced concerns relating to the competitive procurement process. The top concerns included:

Council Agenda Report
Solid Waste Franchise Agreement Procurement
July 19, 2022

Page 6 ends

 Concern #1: Loss of local jobs: California Labor Code § 1072 protects displaced employees by mandating that jurisdictions who conduct a competitive procurement process for solid waste services must provide a 10% bidding preference to contractors and subcontractors who agree to retain the employees of the prior contractor/subcontractor for a period of at least 90 days. Typically, incoming haulers want to hire as many of the current employees as possible because current employees already have a deep understanding of the City routes and landscape. This cuts down on the training and keeps the transition period much smoother. When MarBorg acquired the citywide agreement in 2013, they similarly acquired employees previously employed with Allied Waste.  Concern #2: MarBorg’s local investments: MarBorg owns and operates both the Construction and Demolition (C&D) material recovery facility and the AntiFreeze, Battery, Oil, and Paint (ABOP) recycling facilities located in downtown Santa Barbara. If a new contractor were selected, criteria could be added to the agreement or the City’s municipal code that would require C&D haulers operating within the City limits to direct their materials to the MarBorg facility and the City could contract with MarBorg to continue running the ABOP facility.  Concern #3: Competition will result in lowest bidder selection: Selection criteria are carefully designed and utilized in a competitive procurement process instead of the lowest bid method to ensure that the City can select a contractor that meets all of the community’s needs. Typically at least the four categories outlined below are used to evaluate proposals and can be weighted based on the City’s priorities:
 Qualifications: includes details on the staff qualifications, any relevant litigation, and references with their current contracts.
 Technical Approach: includes the details on how the contractor is proposing to carry out the transition and collection operation. This gets down to the granular level of details, such as number of routes by commodity, number of trucks, and staffing required to carry out the operation.
 Sustainability: includes details on the facilities used for disposal and processing of recyclable material and organic material.
 Service Rates: includes all of the rates for the required services.

It is important to note that selecting a competitive procurement process does not preclude the City from ultimately selecting its current hauler.

Council Agenda Report
Solid Waste Franchise Agreement Procurement
July 19, 2022

Page 7 ends

R3 Contract Tasks
On April 12, 2022 staff brought a professional service agreement with R3 for industry expertise in developing and negotiating the new agreement. Council directed staff to return with a more in depth discussion relating to procurement options, and because no decision was taken regarding direct negotiation versus competitive procurement, Council only authorized R3 to complete up to task 7 of their proposed scope of work, which include analyzing and evaluating the existing agreement, conducting stakeholder outreach, and preparing a draft modern Solid Waste Service Agreement.

R3’s ongoing assistance is required for the negotiation and drafting of a new franchise agreement with MarBorg, and for the development of a competitive procurement if direct negotiations with MarBorg are not successful. Therefore, Council is requested to rescind the prior limitation and authorize the Sustainability and Resilience Director to direct R3 to perform the full scope of work, as required to complete procurement of a new solid waste hauler franchise agreement, which may include competitive procurement if direct negotiations with MarBorg do not result in a new franchise agreement acceptable to Council.

One-Year Extension of Current Contract
Because of the tremendous amount of work required to develop a completely new agreement that will meet all of the City’s needs and to ensure that enough time is available for a smooth transition to a new service paradigm, whether with the incumbent hauler or with a newly selected one, staff is recommending negotiating a one-year extension to the existing contract with MarBorg.

BUDGET/FINANCIAL INFORMATION:

The City’s current solid waste contract is valued at approximately $450 Million over the fifteen-year term, and is therefore a significant financial consideration. The annual consideration paid to MarBorg depends on a wide variety of factors, including the number and type of customer accounts, and increases each year based on changes in the Consumer Price Index and changes in tipping fees under the agreement with the County, among other factors. Currently, staff estimate to pay MarBorg $29 million in Fiscal Year 2023. Based on existing conditions, extending the franchise agreement with MarBorg will likely cost approximately $31 million. As usual, the cost to compensate MarBorg for its services is included in the rates paid by solid waste customers.

The cost for the remaining R3 contract tasks is $92,215, bringing the total value of the contract to $149,550, as originally proposed to Council. Adequate expenditure appropriation exists in the Solid Waste fund for this contract in FY2023.

ATTACHMENT: R3 Contract and Scope of Work
Council Agenda Report
Solid Waste Franchise Agreement Procurement
July 19, 2022

Page 8 ends

PREPARED BY: Alelia Parenteau, Acting Sustainability and Resilience Director SUBMITTED BY: Alelia Parenteau, Acting Sustainability and Resilience Director APPROVED BY: City Administrator’s Office

f. If this contract exceeds $10,000, the performance and payments under it, and the parties to it may be subject to examination and audit by the California State Auditor pursuant to California Government Code § 8546. 7 for three years following final payment under the contract.

4. TIME OF BEGINNING AND COMPLETION
a. Consultant will complete all services and each task according to the Performance Schedule contained in Exhibit A, provided, however, thatfollowing completion of Task 7, Consultant will not perform Tasks 8 - 12 without prior authorization by the City Council. Time is of the essence in the performance of this contract. Consultant will adhere to the performance schedule shown in Exhibit A.
b. Task 1 -7 will be performed as phase one. Tasks 8- 12 will be performed as phase two.

Consultant shall not proceed from phase one to phase two without City Council approval and written authorization from the Department Head. The City will not be obligated to pay for work for phase two unless the City Council approves performance of phase two work. c. City may withhold payments if work is not performed in accordance with the performance schedule. Consultant's failure to perform in accordance with the performance schedule, or complete the scope of services within the time specified, due to avoidable delays, may at the City's discretion be considered a material breach of this contract. Consultant shall review the remaining work and schedule of performance at least monthly and shall confirm that completion may be expected within the schedule approved, or in the alternative, give immediate notice when it shall first appear that the approved schedule will not be sufficient, together with an explanation for any projected delays in the schedule. No extension of time to complete any portion of the services called for in the contract will be allowed except upon the written approval of the Department Head. d. If Consultant is unable to meet the Completion Date or performance schedule due to circumstances beyond Consultant's reasonable control, such as war, riots, natural disaster, epidemic, strikes, lockouts, work slow-down or stoppage, except strikes, lockouts, or work slowdown or stoppage of Consultant's employees or subcontractors, Consultant may request an extension of time. The request must be made within a reasonable time and must state the duration and justification for the delay. The Department Head will not unreasonably withhold consent to a schedule change.

5. CHANGES IN SCOPE OF WORK
No payment for changed or additional work will be made unless the changed or additional work has first been approved in writing by the Department Head and the parties have agreed upon the appropriate adjustment, if any, to the payment schedule and maximum payment amount for the changed or additional work. The Department Head may order changes or additions to the scope of work. Whether a change or addition to the scope of work is proposed by the Consultant or ordered by the Department Head, the parties will negotiate an appropriate adjustment, if any, to the payment schedule and maximum payment for the changed or additional work. An approved change or addition, along with the payment adjustment, if any, will be effective upon execution of a change order signed by the Consultant and the Department Head. Changes in work that increase the amount of payment are subject to approval in accordance with the City's municipal code.

6. OWNERSHIP OF DOCUMENTS
All documents, computer programs, plans, renderings, charts, designs, drafts, surveys and other intellectual property which is originally developed by Consultant pursuant to this contract shall become the property of City upon payment to Consultant for the services performed. Consultant will take such steps as are necessary to perfect or to protect the ownership interest of the City in such property. Consultant may retain copies of said documents for Consultant's file. Consultant agrees that all copyrights which arise from creation of the work pursuant to this contract shall be vested in the City and waives and relinquishes all claims to copyright or other intellectual property rights in favor of the City. City acknowledges that its use of the work product is limited to the

Page 3 ends

Santa Barbara City CouncilJuly 19, 2022

Santa Barbara City Council
July 19, 2022