Agenda — Santa Maria City Council, May 16, 2023 (part 1 of 2)

CITY COUNCIL AGENDA

CITY OF SANTA MARIA, CALIFORNIA

Tuesday, May 16, 2023, 5:30 p.m.

CLOSED SESSION AT 5:00 P.M
REGULAR MEETING AT 5:30 P.M.

How to observe the Meeting: Watch an instructional Video on Participating using Zoom. Members of the public may observe the meeting: 1) in person, 2) by registering with Zoom below, 3) on the meeting portal page for this agenda; 4) on Comcast Channel 23, or 5) by visiting the City's You Tube Live Streaming link which is typically available within 15 minutes of the start of the meeting.

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To participate by phone, dial 1-669-900-9128 and use Webinar ID:894 3416 7031. Press *6 to un- mute your phone. Press *9 to raise your hand to speak. If you are watching the Live Stream of the City Council meeting, and wish to make either a general public comment or to comment on a specific agenda item, register to speak here. You will receive an email with instructions on how to access the meeting.

American Disability Act Accommodations:

Any member of the public who needs accommodations should email the City Clerk’s Office at [email protected] or call 805-925-0951 x2306. The City Clerk’s Office will use its best efforts to provide reasonable accommodation by request at least 48 hours ahead of the meeting.

American Disability Act Accommodations:

CLOSED SESSION

1. CALL TO ORDER
ROLL CALL: Councilmember Aguilera-Hernandez, Councilmember Cordero, Councilmember Escobedo, Councilmember Soto, and Mayor Patino

2. PUBLIC COMMENT PERIOD
The City Council values your input. Written comments will be accepted until 3:00 p.m. the day of the meeting by email to [email protected].

To address the City Council via the online Zoom application, please click here to register to speak. To join the open meeting by phone, dial 1-669-900-9128, and use Webinar ID: 894 3416 7031. Individual speakers are limited to three minutes or as directed by the Mayor.

3. RECESS-CLOSED SESSION

3.a Conference with Labor Negotiators pursuant to Section 54957.6 of the Government Code
Agency representative: City Manager Jason Stilwell.

Employee Organizations: All bargaining units, unrepresented employees, managers, and executives.

4. RECONVENE TO OPEN SESSION
OPEN SESSION - 5:30 P.M.

5. INVOCATION

6. PLEDGE OF ALLEGIANCE

7. CALL TO ORDER
ROLL CALL: Councilmember Aguilera-Hernandez, Councilmember Cordero, Councilmember Escobedo, Councilmember Soto, and Mayor Patino

8. CLOSED SESSION REPORT - CITY ATTORNEY

9. PROCLAMATIONS

9.a Proclamation - "National Public Works Week"
Present a Proclamation recognizing May 21 - 27, 2023, as "National Public Works Week" in the City of Santa Maria and calling upon all residents and civic organizations to recognize the contributions public works officials make every day for better health, safety, and quality of life.

9.b Proclamation - "Go Rodeo Days"
Present a Proclamation recognizing June 1 - 4, 2023, as “Go Rodeo Days” in the City of Santa Maria and encourage all residents to wear western wear for several weeks before the rodeo and parade events.

9.c Businesses of the Month
The City Council will present a certificate of recognition to the Featured Businesses for May 2023 - A.J. Diani Construction Corp. and its affiliate, Diani Building Corp., and Marian Regional Medical Center and Pacific Central Coast Health Centers.

10. PUBLIC COMMENT PERIOD
The City Council values your input. Written comments will be accepted until 2:00 p.m. the

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day of the meeting via email to [email protected]. To address the City Council via the online Zoom application, please click here to register to speak. To join the open meeting by phone, dial 1-669-900-9128, and use Webinar ID: 894 3416 7031. Individual speakers are limited to three minutes or as directed by the Mayor.

11. CONSENT CALENDAR
The following routine items are presented for City Council approval without discussion as a single agenda item in order to expedite the meeting. The Consent Calendar is approved by roll call vote with one motion. These items are discussed only on request of Councilmembers. Members of the public may speak on Consent Calendar items during the Public Comment Period.

SHOULD A COUNCILMEMBER WISH TO DISCUSS OR DISAPPROVE ANY ITEM, it must be dropped from the blanket motion of approval and considered as a separate item.

RECOMMENDATION:

Adopt the Consent Calendar as submitted.

11.a CITY MANAGER/CITY CLERK DEPARTMENT

11.a.1 Ordinances and Resolutions
RECOMMENDATION:

Waive the reading in full of all Ordinances and Resolutions. Ordinances on the Consent Agenda will be adopted by the same vote cast at the first meeting, unless City Council indicates otherwise.

11.a.2 Approval of Minutes
RECOMMENDATION:

Approve the Minutes of the regular City Council meeting of May 2, 2023.

11.a.3 Approving Salary Increase for Police Services Technician Job Classification and Adopting a Comprehensive Schematic Pay Schedule
The City Council will consider a salary increase to address compaction between the Police Services Technician classification and the Police Records career series, along with the updated associated Salary Schematic.

Environmental Notice: The activity is not a “Project” as defined under Section 15378 of the California Environmental Quality Act State Guidelines; therefore, pursuant to State Guidelines Section 15060(c)(3) no environmental review is required.

RECOMMENDATION:

Adopt a Resolution approving a salary increase for the Police Services Technician job classification and adopting a comprehensive Schematic Pay Schedule for all full-time and part-time employees in accordance with CalPERS guidelines.

11.b FINANCE DEPARTMENT

11.b.1 Payment of Warrants
RECOMMENDATION:

Order ratified subject to having been certified as being in conformity with the budget and having been approved for payment by the Director of Finance.

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11.b.2 Payment of Payroll
RECOMMENDATION:

Order ratified subject to having been certified by the proper Department Directors, as shown on records on file in the Department of Finance, and having been approved for payment by the Director of Finance.

11.c PUBLIC WORKS DEPARTMENT

11.c.1 Professional Services Agreements for On-Call Environmental Planning and Permitting Services
The City Council will consider approving award agreements for On-Call Environmental Planning services to EMC Planning Group, Rincon Consultants Inc., and SWCA Environmental Consultants.

RECOMMENDATION:

1. Adopt a Resolution awarding a Professional Services Agreement for On- Call Environmental Planning and Permitting Services to EMC Planning Group; and
RECOMMENDATION:

2. Adopt a Resolution awarding a Professional Services Agreement for On- Call Environmental Planning and Permitting Services to Rincon Consultants Inc.; and
RECOMMENDATION:

3. Adopt a Resolution awarding a Professional Services Agreement for On- Call Environmental Planning and Permitting Services to SWCA Environmental Consultants.

11.c.2 Infrastructure Asset Data Collection Services
The City Council will consider an agreement to perform data collection services for the City’s approximate 230 centerline miles of road rights-of-way, sidewalks, curb ramps, driveways, etc.

Environmental Notice: The Project qualifies for a Class 1 Categorical Exemption pursuant to Section 15302- replacement or reconstruction of existing structures and facilities of the California Environmental Quality Act State Guidelines.

RECOMMENDATION:

Adopt a Resolution approving a Professional Services Agreement with NCE to perform Infrastructure Asset Data Collection Services for the Public Works Department.

11.c.3 Santa Maria Regional Transit Innovative Clean Transit Fleet Zero Emission Transition Plan
The City Council will consider approving Santa Maria Regional Transit’s Innovative Clean Transit Zero Emission Transition Plan.

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RECOMMENDATION:

Adopt a Resolution approving the implementation of the Santa Maria Regional Transit Innovation Clean Transit Fleet Zero-Emission Transition Plan in compliance with California Air Resource Board mandates.

11.d RECREATION & PARKS DEPARTMENT

11.d.1 Grant Application to the Land and Water Conservation Fund for the Santa Maria Sports Complex
The City Council will consider approving a grant application for up to $6 million to the Land and Water Conservation Fund (LWCF) for the Santa Maria Sports Complex.

Environmental Notice: Environmental review for this project was completed through the preparation of an Environmental Impact Report SCH# 2007011082 pursuant to the California Environmental Quality Act State Guidelines.

RECOMMENDATION:

Adopt a Resolution approving a grant application to the Land and Water Conservation Fund for the Santa Maria Sports Complex Project.

11.d.2 Annexation and Assessment of Parcels into the City’s Landscape Maintenance Districts
The City Council will consider annexation and assessment of multiple businesses into the City’s Landscape Maintenance Districts.

RECOMMENDATION:

1. Adopt a Resolution annexing and authorizing the assessment of landscape maintenance fees to Starbucks at Home Motors in the Northeast Landscape Maintenance District.

RECOMMENDATION:

2. Adopt a Resolution annexing and authorizing the assessment of landscape maintenance fees to Chavez residential units located in the Northwest Landscape Maintenance District.

RECOMMENDATION:

3. Adopt a Resolution annexing and authorizing the assessment of landscape maintenance fees to Seaside Packaging Warehouse Project located in the Southwest Landscape Maintenance District.

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12. REGULAR BUSINESS
ORDER OF PROCEEDINGS FOR REGULAR BUSINESS ITEMS:

Council Agenda Report to be given.

Questions from the City Council.

Written communications/Public input.

City Council discussion and action.

12.a Financial Report for the Third Quarter ending March 31, 2023 The City Council will receive the Third Quarter Financial Report summarizing the City’s financial status for the period ending March 31, 2023.

RECOMMENDATION:

Receive and file the Financial Report for the Third Quarter Ending March 31, 2023.

13. REPORT BY CITY MANAGER

14. ORAL REPORTS OF COUNCILMEMBERS AND OFFICERS (INCLUDING AB1234

REPORTS)

15. ADJOURNMENT

PLEASE NOTE:

The next regular meeting of the City Council will be held on June 6, 2023, at 5:30 p.m. The deadline for submitting items for the June 6th meeting is May 17th.

City Council Meetings are televised live on Comcast cable television channel 23 and are rebroadcast at 9:00 a.m. on the next Thursday and on the following Tuesday at 5:30 p.m.

Council Meeting videos are also available for viewing on the City’s website. Your attendance at this public meeting may result in the recording and broadcast of your image and/or voice.

If you challenge a determination made on a matter on this agenda in court, you may be limited to raising only those issues you or someone else raised at the public hearing described on this agenda, or in written correspondence to the city council at, or prior to, the public hearing.

CITY COUNCIL MEETING INFORMATION AND PROCESS:

This agenda is prepared and posted pursuant to Government Code Section 54954.2. By listing a topic on this agenda, the City Council has expressed its intent to discuss and act on each item. In addition to any action identified in the summary description of each item, the action that may be taken by the City Council shall include: a referral to staff with specific requests for information; continuance; specific direction to staff concerning the policy or mission of the item; discontinuance of consideration; authorization to enter into negotiations and execute agreements pertaining to the item; adoption or approval; and disapproval. Items not on the agenda may not be discussed or acted upon except under emergency circumstances. (Government Code Section 54954.2).

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Copies of the staff reports or other documentation relating to each item of business referred to on the agenda are on file in the Office of the City Clerk and available for public inspection during City Hall business hours the Friday before the meeting. Any written correspondence or documents provided to a majority of the City Council after distribution of the Agenda will also be available for public inspection in the Office of the City Clerk. If requested, the agenda and supporting documents shall be made available in alternative formats to persons with a disability. The City Clerk’s Office will answer any questions regarding the agenda.

Materials related to an item on this agenda submitted after distribution of the agenda packet will also be available with the agenda material for public inspection during normal business hours in the City Clerk’s Office, 110 E. Cook Street, Santa Maria. Subject to the ability to post the documents prior to the meeting, such documents will also be available on the City’s meetings website portal for the current City Council meeting at https://cityofsantamaria.org/meetings.

The City of Santa Maria welcomes orderly participation at its meetings from all members of the public. Orderly participation means speaking only on items of City business or on subjects within the City’s control. Though the City Council wants to hear your concerns and values your input, it is inappropriate to defame, yell, use profane language, interrupt, or disrupt the meeting. All cellular telephones are to be turned off or set to vibrate, and signs are not to be displayed in a manner that violates the rights of others or prevents others from watching or fully participating in the Council meeting. Pursuant to Government Code Section 36813, the Mayor is authorized to prohibit such conduct, up to and including ordering anyone that disrupts the meeting to be removed from the City Council Chambers.

To receive reasonable accommodation under the Americans with Disabilities Act during the meeting, please notify the City Clerk’s office of your needs during business hours at least 48 hours in advance of the meeting (typically before 3 p.m. on the Thursday before the meeting). The Office of the City Clerk is located at 110 East Cook Street in Santa Maria; telephone (805) 925-0951, extension 2307. The City will give primary consideration to your request in providing assistance. Examples of assistance may include exhibits in large-sized format, use of assisted listening equipment, use of the California Relay Service, texting by cellular phone, or the services of a live interpreter.

Assisted listening equipment can also be used for interpretation by Spanish-only speaking persons. To allow the City to coordinate and request a Spanish interpreter from the volunteer corps, contact the Office of the City Clerk by 1:00 p.m. on Monday before the meeting.

Equipo también puede ser utilizado para la asistencia de interpretación para esas personas que solamente hablan español. Para permitirle a la Ciudad que coordine y solicite un interprete de un grupo de voluntarios, llame al (805) 925-0951 extensión 2307 a la 1:00 de la tarde el lunes antes de la junta.

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FOR THE COUNCIL MEETING OF MAY 16, 2023

COUNCIL AGENDA REPORT

TO: City Council

FROM: City Manager
Prepared by: Chief Deputy City Clerk

SUBJECT: Proclamation – “Go Rodeo Days”

Present a Proclamation recognizing June 1-4, 2023, as “Go Rodeo Days” in the City of Santa Maria and encourage all residents to wear western wear for several weeks before the rodeo and parade events.

BACKGROUND:

The 80th Santa Maria Elks Rodeo and Parade is scheduled for June 1 through June 4, 2023. In honor of this event, and as a tradition, Santa Maria residents are encouraged to begin wearing western clothing several weeks before the rodeo. The parade will be held on Broadway, Saturday, June 3rd beginning at 10:00 a.m. on Mill Street and ending on Enos Drive. A street fair will be held immediately after the Parade in the JCPenn ey Parking Lot at 1321 S. Broadway. More information about the rodeo can be found at www.elksrec.com.

This Proclamation is being brought forth at the request of Elks Recreation, Inc., to increase awareness in the community and to invite residents and businesses to participate in rodeo activities throughout the month of May.

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City of Santa Maria
Santa Maria, California
Proclamation

WHEREAS, the time is fast approaching for the 80th annual Elks Rodeo and Parade, June 1 through June 4, 2023, in the City of Santa Maria, considered by many to be the event of the year; and

WHEREAS, continuing the tradition of Clarence Minetti and Leland "Butch" Simas, hundreds of loyal Elks Lodge #1538 members have volunteered and have been drafted to make this rodeo a tremendous success and to cause Elks Lodge #1538 to be named "Number One" Elks Lodge in the United States numerous times over the last 34 years; and

WHEREAS, the Santa Maria Elks Rodeo Parade will begin at 9:00 a .m. on Saturday, June 3rd , and continue down Broadway from Mill Street to Enos Drive; and

WHEREAS, it has been a long-standing tradition to begin wearing western clothes several weeks prior to the Elks Rodeo.

NOW, THEREFORE, I, ALICE M. PATINO, Mayor of the City of Santa Maria , hereby proclaim June 1 through June 4, 2023, as:

"GO RODEO DAYS"

in the City of Santa Maria and encourage all residents and businesses to enter the rodeo spirit by wearing western apparel.

IN WITNESS WHEREOF, I have hereunto set my hand and have caused the Seal of the City of Santa Maria to be affixed hereto this 16th day of May 2023.

____________________________________
Alice M. Patino, Mayor

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1 CITY COUNCIL MEETING MINUTES CITY OF SANTA MARIA, CALIFORNIA

May 2, 2023, 5:30 p.m.

City Hall Council Chambers
110 East Cook Street
Santa Maria

Roll Call: Mayor Alice Pa�no, Councilmember Maribel Aguilera-Hernandez, Councilmember Mike Cordero, Councilmember Carlos Escobedo, Councilmember Gloria Soto

Staﬀ Present: City Manager Jason S�lwell, City Atorney Thomas Watson, Interim Fire Chief Bradley Dandridge, Director of Public Works Bret Fulgoni, Assistant City Manager Andrew Hackleman, Director of Finance Mary Harvey, Library Director Dawn Jackson, Chief Human Resources Oﬃcer Linda Le (remote), Chief Informa�on Oﬃcer Jeﬀrey Marecic, Director of Recrea�on & Parks Alex Posada, Community Programs Manager Rosie Rojo (remote), Business Program Leader Michelle Ruiz, Chief of Police Marc Schneider, Director of U�li�es Shad Springer, Director of Community Development Chuen Wu, Chief Deputy City Clerk Rhonda White, Deputy City Clerk Beth Cleary
_____________________________________________________________________

1. CALL TO ORDER
Mayor Pa�no called the mee�ng to order at 5:00 p.m.

ROLL CALL:

MEMBERS PRESENT:

Councilmembers Maribel Aguilera-Hernandez, Mike Cordero, Carlos Escobedo, Gloria Soto, and Mayor Alice Pa�no
STAFF MEMBERS PRESENT:

City Manager S�lwell, City Atorney Watson, Chief Human Resources Oﬃcer Linda Le, and Chief Deputy City Clerk White (for roll call only).

2. PUBLIC COMMENT PERIOD
There were no requests to speak.

3. RECESS - CLOSED SESSION
Mayor Pa�no recessed to a Closed Session at 5:02 p.m. for the following:

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2 3.a CONFERENCE WITH LEGAL COUNSEL - EXISTING LITIGATION pursuant to Sec�on 54956.9 Subdivision (d)(1) of the Government Code. Juan Rodriguez, Sandra Rodriguez v. City of Santa Maria, Case no. 19CV4142, Superior Court of California, County of Santa Barbara.

3.b CONFERENCE WITH LEGAL COUNSEL - EXISTING LITIGATION pursuant to Sec�on 54956.9 Subdivision (d)(1) of the Government Code. San Luis Obispo Coastkeeper and Los Padres Forest Watch v. Santa Maria Valley Water Conserva�on District.

4. RECONVENE TO OPEN SESSION

5. INVOCATION
Pastor Carl Nielsen gave the Invoca�on.

6. PLEDGE OF ALLEGIANCE
Councilmember Aguilera-Hernandez led the Pledge of Allegiance.

7. CALL TO ORDER
Mayor Pa�no reconvened the mee�ng and called the mee�ng to order at 5:30 p.m.

8. CLOSED SESSION REPORT - CITY ATTORNEY
City Atorney Watson reported that informa�on was provided to the City Council regarding Items 3a and 3b and no ac�on was taken.

9. PROCLAMATIONS/PRESENTATIONS

9.a Proclama�on - "Water Awareness Month" - May 2023
Councilmember Soto presented a Proclama�on recognizing May 2023 as "Water Awareness Month" in the City of Santa Maria and urging everyone to do their part to conserve and preserve this precio us resource. Director of U�li�es Shad Springer accepted the Proclama�on.

9.b Presenta�on of the 12th Annual Water Awareness School Poster Contest Winners Director of U�li�es Shad Springer presented the 12th Annual Water Awareness School Poster Contest winners. This year's winners are Keira Paz, Tunnell School (Grand Prize); Emily Fernandez Salgado, Alvin School (Most Colorful); Filiberto Mendez Garcia, Adam School (Most Ar�s�c); Pilar Sierra, Alvin School (Most Original); Mariel Espinoza, Alvin School (Best Celebra�on of Water); and Vania Perez Bau�sta, Tunnell School (Most Water Aware).

9.c Proclama�on - "Compost Awareness Week"
Councilmember Escobedo presented a Proclama�on recognizing May 7 -13, 2023, as "Compost Awareness Week" in the City of Santa Maria and apprecia�ng the eﬀorts of the compos�ng councils, extension agents, homeowners, landscapers, farmers, recyclers, public workers, composters, gardeners, and plant growers everywhere.

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3 Bob Engel of Engel & Gray, Inc. accepted the Proclama�on.

9.d Proclama�on - "Na�onal Police Week" and "Peace Oﬃcers' Memorial Day" Councilmember Cordero presented a Proclama�on recognizing the week of May 14 - 20, 2023, as "Na�onal Police Week" and Wednesday, May 17, 2023, as "Peace Oﬃcers' Memorial Day" in the City of Santa Maria. Sgt. Daniel Rios accepted the Proclama�on.

10. PUBLIC COMMENT PERIOD
Pastor Carl Nielsen gave a brief presenta�on on the recent Serve Santa Maria event.

Alejandra Enciso, represen�ng Community Partners in Caring, thanked the City Council for their support via CDBG funding.

Jose Mar�n, represen�ng MOVE Santa Barbara County, spoke about Bici Centro located at 310 E. Oak Street in Santa Maria and an upcoming event, the Trail Mix Ride, Saturday, May 6 at 2:00 p.m.

Gary Hall expressed concern that the City has decided to wait for the outcome of AB1035 (Mobilehome Aﬀordability Act) and another similar Bill before con�nuing nego�a�ons with local mobile home park owners and homeowners to establish rent control for mobile home residents.

Diane Lapham expressed concerns about recent ac�vi�es in her neighborhood on the north end of town.

Manley McNinch, represen�ng the Southwest Mountain States Regional Council of Carpenters, spoke about a new training center being established in the area (July 1) for carpenters and tradespeople.

11. CONSENT CALENDAR
Consent Calendar Items 11.a through 11.f (except Item 11.b.1) were approved as presented, including the adop�on of Resolu�on Nos. 2023-62, 2023-63, 2023-64, 2023-65, 2023-66, 2023-67, 2023-68, 2023- 69, 202 3-70, 2023- 71, 2023- 72, 2023- 73, 2023- 74, and 2023 -75, and Ordinance No. 2023 -02. The recorded vote appears with each item below.

Councilmember Escobedo requested that Item 11.b.1 be pulled for discussion and a separate vote. A�er some discussion, Sec� on 10-2.05 of the Ordinance was revised to exclude "drums , and other musical instruments" from the list of sound amplifying systems prohibited in parks.

Moved by: Councilmember Cordero
Seconded by: Councilmember Soto
Adopt the Consent Calendar as submited, excluding Item 11.b.1 - Second Reading of the Technical Amendments Ordinance, which was pulled for a separate vote Mo�on carried unanimously

11.a CITY MANAGER/CITY CLERK DEPARTMENT

11.a.1 Ordinances and Resolu�ons

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4 Moved by: Councilmember Cordero
Seconded by: Councilmember Soto
Waive the reading in full of all Ordinances and Resolu�ons. Ordinances on the Consent Agenda will be adopted by the same vote cast at the ﬁrst mee�ng unless City Council indicates otherwise.

Mo�on carried unanimously

11.a.2 Approval of Minutes

Moved by: Councilmember Cordero
Seconded by: Councilmember Soto
Approve the Minutes of the regular City Council mee�ng of April 18, 2023.

Mo�on carried unanimously

11.a.3 Memorandum of Understanding for Vandenberg Space Force Base Ac�on: Adopted as Resolu�on No. 2023-62
Moved by: Councilmember Cordero
Seconded by: Councilmember Soto
Adopt a Resolu�on approving the Memorandum of Understanding for the Space Industry Expansion Master Plan with Vandenberg Space Force Base.

Mo�on carried unanimously

11.b CITY ATTORNEY DEPARTMENT – moved to the end of Consent as the item was pulled for a separate vote.

11.c COMMUNITY DEVELOPMENT DEPARTMENT

11.c.1 Final Approval of the Community Development Block Grant Program's Annual Ac�on Plan for Fiscal Year 2023-24
Ac�on: Adopted as Resolu�on No. 2023-63
Moved by: Councilmember Cordero
Seconded by: Councilmember Soto
Adopt a Resolu�on approving the Public Services ac�vi�es and alloca�ons under the Community Development Block Grant (CDBG) Program incorporated in the Annual Ac�on Plan for Fiscal Year 2023-24.

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5 Mo�on carried unanimously

Ac�on: Adopted as Resolu�on No. 2023-64
Moved by: Councilmember Cordero
Seconded by: Councilmember Soto
Adopt a Resolu�on approving the Capital Development ac�vi�es and alloca�ons under the CDBG Community Development Block Grant Program incorporated in the Annual Ac�on Plan for Fiscal Year 2023-24.

Mo�on carried unanimously

Ac�on: Adopted as Resolu�on No. 2023-65
Moved by: Councilmember Cordero
Seconded by: Councilmember Soto
Adopt a Resolu�on approving the General Administra�ve ac�vi�es and alloca�ons under the Community Development Block Grant Program incorporated in the Annual Ac�on Plan for Fiscal Year 2023-24.

Mo�on carried unanimously

11.d FINANCE DEPARTMENT

11.d.1 Payment of Warrants
Moved by: Councilmember Cordero
Seconded by: Councilmember Soto
Order ra�ﬁed subject to having been cer�ﬁed as being in conformity with the budget and having been approved for payment by the Director of Finance.

Mo�on carried unanimously

11.d.2 Payment of Payroll
Moved by: Councilmember Cordero
Seconded by: Councilmember Soto
Order ra�ﬁed subject to having been cer�ﬁed by the proper Department Directors, as shown on records on ﬁle in the Departm ent of Finance and having been approved for payment by the Director of Finance.

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6 Mo�on carried unanimously

11.e PUBLIC WORKS DEPARTMENT

11.e.1 Breeze & New Cuyama Transit Route Consolida�on
Ac�on: Adopted as Resolu�on No. 2023-66
Moved by: Councilmember Cordero
Seconded by: Councilmember Soto
Adopt a Resolu�on approving the withdrawal from the Memorandum of Understanding between the City of Santa Maria, City of Lompoc, County of Santa Barbara, and the Santa Barbara County Associa�on of Governments for Breeze Route 100 transit services, enabling the consolida�on of Breeze Route 100.

Mo�on carried unanimously

Ac�on: Adopted as Resolu�on No. 2023-67
Moved by: Councilmember Cordero
Seconded by: Councilmember Soto
Adopt a Resolu�on approving the withdrawal from the Memorandum of Understanding between the City of Santa Maria, City of Buellton, City of Solvang, County of Santa Barbara, and the Santa Barbara County Associa�on of Governments for the Breeze Route 200 transit services, enabling the consolida�on of Breeze Route 200.

Mo�on carried unanimously

Ac�on: Adopted as Resolu�on No. 2023-68
Moved by: Councilmember Cordero
Seconded by: Councilmember Soto
Adopt a Resolu�on approving the withdrawal from the Memorandum of Understanding between the City of Santa Maria and the County of Santa Barbara for the New Cuyama transit services.

Mo�on carried unanimously

Ac�on: Adopted as Resolu�on No. 2023-69
Moved by: Councilmember Cordero
Seconded by: Councilmember Soto
Adopt a Resolu�on approving the ex ecu�on of a Memorandum of Understanding between the City of Santa Maria and the County of Santa Barbara to sup port Northern Santa Barbara County

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7 interregional transit services that consolidates the Breeze Routes 100 and 200, and the New Cuyama Route.

Mo�on carried unanimously

11.e.2 Appropria�on of Transit's American Rescue Plan Act (ARPA) Funds Ac�on: Adopted as Resolu�on No. 2023-70
Moved by: Councilmember Cordero
Seconded by: Councilmember Soto
Adopt a Resolu�on approving appropria�on of the form ula allocated American Rescue Plan Act (ARPA) in the amount of $1,266,629 for the Transit program’s opera�ng budget.

Mo�on carried unanimously

11.e.3 Award of Architect/Engineering Services for Phase II - Prepara�on of Construc�on Documents to expand Fire Sta�on No. 1
Ac�on: Adopted as Resolu�on No. 2023-71
Moved by: Councilmember Cordero
Seconded by: Councilmember Soto
Adopt a Resolu�on approving an Agreement for Professional Services with Roesling Nakamura Terada Architects for Phase II – Prepara�on of Construc�on Documents to expand Fire Sta�on No.

1. Mo�on carried unanimously

11.e.4 Proposed Establishment of No Stopping Zones on Mercury Drive Ac�on: Adopted as Resolu�on No. 2023-72
Moved by: Councilmember Cordero
Seconded by: Councilmember Soto
Adopt a Resolu�on establishing no stopping zones on Mercury Drive.

Mo�on carried unanimously

11.e.5 Award of Bid No. 2023/04 - Phase I of the Veterans Memorial Park Improvements Project Ac�on: Adopted as Resolu�on No. 2023-73
Moved by: Councilmember Cordero
Seconded by: Councilmember Soto

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8 Adopt a Resolu�on awarding Bid No. 2023/04 to RDZ Contractors, Inc. in the amount of $588,669 for the construc�on of Phase I of the Veterans Memorial Park Improvements Project.

Mo�on carried unanimously

11.e.6 School Mill Investors, LLC Reimbursement Agreement, Amendment No. 3 Ac�on: Adopted as Resolu�on No. 2023-74
Moved by: Councilmember Cordero
Seconded by: Councilmember Soto
Adopt a Resolu�on approving Amendment No. 3 to the Reimbursement Agreement with School Mill Investors, LLC for the construc�on upgrade of sanitary sewer segment D-13.

Mo�on carried unanimously

11.f UTILITIES DEPARTMENT

11.f.1 Agreement - Atkinson Park Cell Tower
Ac�on: Adopted as Resolu�on No. 2023-75
Moved by: Councilmember Cordero
Seconded by: Councilmember Soto
Adopt a Resolu�on authorizing a Communica�ons Site License Agreement with Dish Wireless, LLC for the lease of a communica�ons site on a por�on of the property at Atkinson Park, 1000 North Railroad Avenue.

Mo�on carried unanimously

11. CONSENT CALENDAR – Item pulled for a separate vote

11.b CITY ATTORNEY DEPARTMENT

11.b.1 Annual Technical Amendments to the Santa Maria Municipal Code - Second Reading/Adop�on of Ordinance No. 2023-02
Councilmember Escobedo requested that Item 11.b.1 be pulled for discussion and a separate vote. A�er some discussion, Sec�on 10-2.05 of the Ordinance was revised to exclude "drums and other musical instruments" from the list of sound amplifying systems prohibited in parks.

Ac�on: Adopted as amended - Ordinance No. 2023-02
Moved by: Councilmember Escobedo
Seconded by: Councilmember Aguilera-Hernandez

Page 20 of 250 ends

9 Conduct the second reading, and adopt Ordinance No. 2023 -02, as amended, amending various sec�ons of the Santa Maria Municipal Code r ela�ng to Obstruc�on of Ways and Paths, Sound Amplifying Systems, Mandatory Organic Waste Disposal Reduc�on, Appeals of Revoked or Denied Business Licenses, Criminal Convic�ons and Business License Eligibility, Bingo Games Licenses, Taxicab Licenses, N oise Regula�ons, Urban Forestry, Wastewater C ollec�on, Treatment, and Disposal, and Electronic Filing of Campaign Finance Disclosure Statements and Statements of Economic Interest.

For (3): Councilmember Aguilera-Hernandez, Councilmember Escobedo, and Councilmember Soto
Noes (2): Mayor Pa�no, and Councilmember Cordero
Mo�on carried by a recorded vote (3 to 2)

12. REGULAR BUSINESS

12.a Japanese Community Cultural Center Project Funding Award and Overall Development Update The City Council considered the acceptance of a grant award from the Department of Housing and Urban Development for the Japanese Community Cultural Center and received an update on the proposed development of the historic Smith-Enos House, grounds, and loca�on of the Japanese Community Cultural Center upon the park site.

Director of Recrea�on & Parks Posada gave a presenta�on as detailed in the Council Agenda Report and provided an update on the status of the park project and Smith-Enos House renova�on.

Ac�on: Adopted as Resolu�on No. 2023-76
Moved by: Councilmember Cordero
Seconded by: Councilmember Escobedo
Adopt a Resolu�on accep�ng grant funds from the Department of Housing and Urban Development (Award No. B-23-CP-CA-0097) for the Japanese Community Cultural Center in the amount of $500,000.

Mo�on carried unanimously

13. REPORT BY CITY MANAGER
City Manager S�lwell reported that the next City Council Mee�ng would be May 16th. Items on the agenda would include a Proclama�on for Rodeo Days and the 3rd Quarter Financial Report. At the June 6th City Council mee�ng, items will include an update on Pavement Condi�on and the Pavement Management Plan.

14. ORAL REPORTS OF COUNCILMEMBERS AND OFFICERS (INCLUDING AB1234 REPORTS) Councilmember Soto reported she atended an interview regarding the Fire Department Master Plan, a Downtown Revitaliza�on Commitee mee�ng, and a Quarterly Schools prepara�on mee�ng.

Page 21 of 250 ends

10 Councilmember Aguilera-Hernandez reported she atended the SBCAG Orienta�on Mee�ng, an SBCAG mee�ng, an interview regarding the Fire Department Master Plan, a Downtown Revitaliza�on Commitee mee�ng, the Vandenberg Quarterly Awards, and the Channel Coun�es Annual Dinner.

Councilmember Escobedo reported he atended an interview regarding the Fire Department Master Plan.

Councilmember Cordero reported he atended the EconAlliance Mee�ng, a CCWA mee�ng, and the Vandenberg Quarterly Awards.

Mayor Pa�no reported she atended a Mayors-Councilmember Roundtable, a City Leadership of Santa Barbara County mee�ng, a mee�ng regarding Housing Aﬀordability, and the Strawberry Fes�val.

15. ADJOURNMENT
There being no further business before the City Council, Mayor Pa�no declared the City Council mee�ng adjourned at 7:04 p.m.

_________________________
Rhonda M. White, Chief Deputy City Clerk

_________________________
Alice M. Pa�no, Mayor

Page 22 of 250 ends

FOR THE COUNCIL MEETING OF MAY 16, 2023

COUNCIL AGENDA REPORT

TO: City Council

FROM: City Manager
Prepared by: Chief Human Resources Officer

SUBJECT: Approving Salary Increase for Police Services Technician Job Classification and Adopting a Comprehensive Schematic Pay Schedule

Description:

The City Council will consider a salary increase to address compaction between the Police Services Technician classification and the Police Records career series, along with the updated associated Salary Schematic.

RECOMMENDATION:

BACKGROUND:

This amendment addresses the need to eliminate compaction between Police Services Technician and the complete career series which includes Police Records Technician I, II, III, Police Records Technician – Detectives, and Senior Police Records Technician job classifications that were increased and approved at the March 7, 2023, City Council meeting. One of the most basic functions of business management is to establish a compensation scheme that is competitive and equitable and t hat promotes employee engagement and high performance.

Pursuant to the Santa Maria Municipal Code Section 2 -20.05, the attached salary schematic is set forth. Through the City Council’s goals and priorities, each classification is strategically focused to develop and retain a high performing and diverse workforce to foster a healthy, safe, and productive work environment for employees, departments, and the public. This will maximize individual and organizational potential and position the City of Santa Maria as an employer of choice.

Page 23 of 250 ends

2 DISCUSSION:

To this end, Human Resources has been engaged and successfully satisfied the meet - and-confer in compliance with the Meyers -Milias-Brown Act (MMBA) regarding the compensation for Police Services Technician job classification. Historically, there have been numerous employees who began a career as a Police Records Technician, and later promoted into the position of Police Services Technician. Maintaining this career path is an important part of providing growth op portunities for valued employees. These classified positions provide key critical support to the department, including, but not limited to, timely processing reports and evidence; timely addressing and processing of Municipal Code and California Vehicle Co de violations; and timely addressing public citizen inquiries. This salary increase will eliminate the compaction with Police Records career series.

 Police Services Technician – Increase salary from a range of $2,202.50 - $2,677.15 to $2,315.25 - $2,814.20, resulting in a five (5) percent increase.

Salary Schematic Schedule
A Comprehensive Salary Schematic (“Schedule”) for the City of Santa Maria is created and presented in accordance with CalPERS regulations intended to ensure consistency when reporting compensation for City employees. The Public Employees’ Retirement Law (PERL) Government Code Section 20636(b)(1) requires pay amounts to be paid pursuant to publicly available pay schedules. The Schedule includes pay rate information for all full-time and part -time employees. The Schedule enhances the disclosure and transparency of public employee compensation by requiring that the pay rates be listed on a single-pay schedule as per CalPERS’ requirements.

CalPERS requires whenever there are changes to one or more pay rates, whether through the meet -and-confer process, employ ment contracts, new classifications, reclassifications, etc., the City is required to update the Schedule and present it to the City Council for review and approval. Any updates will include an effective date and date of any revisions and are to be retained by the City and available for public inspection for not less than five years. The Schedule (Attachment A) incorporates these changes. Upon adoption of the Resolution by the City Council, the Schedule will be posted on the City of Santa Maria’s website.

Alternative
If the recommended Resolution is not approved, the city will continue to operate with the existing Resolution.

Fiscal Considerations
The recommended annual salary increase is approximately $15,400 per year; however, the increase for the remainder of FY 2022-23 is less than $3,000. Due to salary savings, there is sufficient General Fund appropriations to absorb the additional cost in the Police Department budget. The recommendation to approve the newly established salary schematic is in conformance to Santa Maria Municipal Code Section.

Page 24 of 250 ends

3 Impact to the Community
Overall, City services will continue to be provided by City employees with no decrease in the level of service to the public. Instead, it is expected that there will be a positive impact and increase to current service levels to the public achieved by attraction and retention of talent management; increased employee job satisfaction; and increased performance to serve the community.

Attachment - Schematic Schedule of Salary Ranges

Page 25 of 250 ends

City of Santa Maria
Schematic Full-Time Bi-Weekly Rates
Effective 05/16/2023
Grade Description Assoc. Step A Step B Step C Step D Step E 322 ACCOUNT CLERK - SCALE HOUSE g 1,707.47 1,792.84 1,882. 48 1,976.60 2,075.43 324 ACCOUNT CLERK I g 1,665.78 1,749.07 1,836. 52 1,928.35 2,024.77 323 ACCOUNT CLERK II g 1,842.25 1,934.36 2,031. 08 2,132.63 2,239.26 370 ACCOUNTING TECHNICIAN I g 2,023.01 2,124.16 2,230. 37 2,341.89 2,458.98 371 ACCOUNTING TECHNICIAN II g 2,230.86 2,342.40 2,459. 52 2,582.50 2,711.63 374 ACCOUNTING TECHNICIAN III g 2,342.39 2,459.51 2,582. 49 2,711.61 2,847.19 367 ADMINISTRATIVE ASSISTANT g 2,220.50 2,331.53 2,448. 11 2,570.52 2,699.05 447 ARFF SPECIALIST I f 2,660.59 2,793.62 2,933. 30 3,079.97 3,233.97 448 ARFF SPECIALIST II f 2,926.60 3,072.93 3,226. 58 3,387.91 3,557.31 176 ASSISTANT CITY ATTORNEY (Org Leader
Broadband - Non Safety) m 5,913.48 - - - 9,855.79
146 ASSISTANT CITY MANAGER (Corp Leader
Broadband - Non Safety) m 7,490.39 - - - 11,432.70
203 ASSISTANT PLANNER g 2,272.75 2,386.39 2,505. 71 2,631.00 2,762.55 008 ASSISTANT TO THE CITY MANAGER m 4,259.48 4,472.45 4,696. 07 4,930.87 5,177.41 204 ASSOCIATE PLANNER g 2,867.51 3,010.89 3,161. 43 3,319.50 3,485.48 176 ASST DIR OF RECREATION & PARKS (Org Leader
Broadband - Non Safety) m 5,913.48 - - - 9,855.79
388 AUTOMOTIVE SERVICE WRITER g 2,412.70 2,533.34 2,660. 01 2,793.01 2,932.66 140 BUILDING DIVISION MANAGER m 4,636.18 4,867.99 5,111. 39 5,366.96 5,635.31 217 BUILDING INSPECTOR I g 2,397.38 2,517.25 2,643. 11 2,775.27 2,914.03 220 BUILDING INSPECTOR II g 2,643.73 2,775.92 2,914. 72 3,060.46 3,213.48 347 BUILDING PERMIT TECHNICIAN I g 2,053.67 2,156.35 2,264. 17 2,377.38 2,496.25 348 BUILDING PERMIT TECHNICIAN II g 2,273.00 2,386.65 2,505. 98 2,631.28 2,762.84 173/174/
175/181 BUSINESS PROGRAM LEADER (Broadband) m 3,293.94 - - - 5,995.48 164 BUSINESS SYSTEMS ANALYST m 3,660.08 3,843.08 4,035. 23 4,236.99 4,448.84 230 CAD TECHNICIAN g 2,517.64 2,643.52 2,775. 70 2,914.49 3,060.21 264 CHIEF BUILDING INSPECTOR g 2,913.77 3,059.46 3,212. 43 3,373.05 3,541.70 130 CHIEF DEPUTY CITY CLERK m 4,123.90 4,330.10 4,546. 61 4,773.94 5,012.64 146 CHIEF HUMAN RESOURCES OFFICER (Corp Leader
Broadband - Non Safety) m 7,490.39 - - - 11,432.70
146 CHIEF INFORMATION OFFICER (Corp Leader
Broadband - Non Safety) m 7,490.39 - - - 11,432.70
150 CHIEF OF POLICE (Corp Leader Broadband - Safety) psmp 7,923.08 - - - 11,884.62 226 CHIEF PUBLIC WORKS INSPECTOR g 2,552.44 2,680.06 2,814. 06 2,954.76 3,102.50 146 CITY ATTORNEY (Corp Leader Broadband - Non
Safety) m 7,490.39 - - - 11,432.70
179 CITY MANAGER (Broadband) m 9,300.97 - - - 13,244.30 166 CODE ENFORCEMENT OFFICER I g 2,216.89 2,327.73 2,444. 12 2,566.33 2,694.65 167 CODE ENFORCEMENT OFFICER II g 2,420.88 2,541.92 2,669. 02 2,802.47 2,942.59 165 CODE ENFORCEMENT SUPERVISOR g 2,913.90 3,059.60 3,212. 58 3,373.21 3,541.87 168 CODE ENFORCEMENT TECHNICIAN g 1,782.86 1,872.00 1,965. 60 2,063.88 2,167.07 211 COMMUNITY PROGRAMS MANAGER m 3,980.76 4,179.80 4,388. 79 4,608.23 4,838.64 340 CONFIDENTIAL OFFICE CLERK I m 1,498.86 1,573.80 1,652. 49 1,735.11 1,821.87 341 CONFIDENTIAL OFFICE CLERK II m 1,656.07 1,738.87 1,825. 81 1,917.10 2,012.96 311 CONFIDENTIAL SECRETARY m 2,071.30 2,174.87 2,283. 61 2,397.79 2,517.68 343 CONFIDENTIAL TECHNICIAN I m 2,071.30 2,174.87 2,283. 61 2,397.79 2,517.68 344 CONFIDENTIAL TECHNICIAN II m 2,283.61 2,397.79 2,517. 68 2,643.56 2,775.74 346 CONFIDENTIAL TECHNICIAN III m 2,643.57 2,775.75 2,914. 54 3,060.27 3,213.28 146 CORPORATE/EXECUTIVE LEADER - NON SAFETY
(Broadband) m 7,490.39 - - - 11,432.70
150 CORPORATE/EXECUTIVE LEADER - SAFETY
(Broadband) psm 7,923.08 - - - 11,884.62
265 CREW LEADER/MAINTENACE SPECIALIST g 2,171.87 2,280.46 2,394. 48 2,514.20 2,639.91 298 CRIME ANALYST g 2,407.03 2,527.38 2,653. 75 2,786.44 2,925.76 Bi-Weekly Rates
05/16/2023 Page 1 of 4

Page 26 of 250 ends

City of Santa Maria
Schematic Full-Time Bi-Weekly Rates
Effective 05/16/2023
Grade Description Assoc. Step A Step B Step C Step D Step E Bi-Weekly Rates
421 CRIME LAB AND EVIDENCE SUPV pn 4,036.71 4,238.55 4,450. 48 4,673.00 4,906.65 417 CRIMINALISTICS TECHNICIAN I pn 2,518.90 2,644.85 2,777. 09 2,915.94 3,061.74 418 CRIMINALISTICS TECHNICIAN II pn 3,265.75 3,429.04 3,600. 49 3,780.51 3,969.54 331 CUSTOMER SERVICE CLERK g 1,434.34 1,506.06 1,581. 36 1,660.43 1,743.45 389 CUSTOMER SERVICE TECHNICIAN g 2,088.95 2,193.40 2,303. 07 2,418.22 2,539.13 373 DEPUTY CITY CLERK m 2,293.49 2,408.16 2,528. 57 2,655.00 2,787.75 009 DEPUTY CITY MANAGER m 5,668.53 5,951.96 6,249. 56 6,562.04 6,890.14 176 DEPUTY DIRECTOR - SOLID WASTE (Org Leader
Broadband - Non Safety) m 5,913.48 - - - 9,855.79
178 DEPUTY FIRE CHIEF (Org Leader Broadband- Safety) psmf 6,140.39 - - - 10,101.93 424 DIGITAL FORENSICS EXAMINER pn 3,522.78 3,698.92 3,883. 87 4,078.06 4,281.96 146 DIR OF COMMUNITY DEVELOPMENT (Corp Leader
Broadband - Non Safety) m 7,490.39 - - - 11,432.70
146 DIR OF PUBLIC WORKS (Corp Leader Broadband -
Non Safety) m 7,490.39 - - - 11,432.70
146 DIR OF RECREATION & PARKS (Corp Leader
Broadband - Non Safety) m 7,490.39 - - - 11,432.70
146 DIRECTOR OF FINANCE (Corp Leader Broadband -
Non Safety) m 7,490.39 - - - 11,432.70
146 DIRECTOR OF UTILITIES (Corp Leader Broadband -
Non Safety) m 7,490.39 - - - 11,432.70
319 DISPATCHER I pn 2,454.47 2,577.19 2,706. 05 2,841.35 2,983.42 320 DISPATCHER II pn 2,847.18 2,989.54 3,139. 02 3,295.97 3,460.77 302 ENGINEER I g 2,914.45 3,060.17 3,213. 18 3,373.84 3,542.53 303 ENGINEER II g 3,213.20 3,373.86 3,542. 55 3,719.68 3,905.66 317 ENGINEER III g 3,542.57 3,719.70 3,905. 69 4,100.97 4,306.02 231 ENGINEERING TECH II g 2,268.87 2,382.31 2,501. 43 2,626.50 2,757.83 232 ENGINEERING TECH III g 2,517.64 2,643.52 2,775. 70 2,914.49 3,060.21 228 EQUIPMENT MECHANIC I g 2,095.43 2,200.20 2,310. 21 2,425.72 2,547.01 225 EQUIPMENT MECHANIC II g 2,258.18 2,371.09 2,489. 64 2,614.12 2,744.83 190 EXECUTIVE ASSISTANT m 2,813.95 2,954.65 3,102. 38 3,257.50 3,420.38 253 FACILITIES SUPERVISOR g 3,055.48 3,208.25 3,368. 66 3,537.09 3,713.94 281 FIELD MECHANIC g 2,373.63 2,492.31 2,616. 93 2,747.78 2,885.17 332 FINANCE CLERK I g 1,707.49 1,792.86 1,882. 50 1,976.63 2,075.46 333 FINANCE CLERK II g 1,882.86 1,977.00 2,075. 85 2,179.64 2,288.62 329 FINANCE LEAD CLERK g 2,071.18 2,174.74 2,283. 48 2,397.65 2,517.53 449 FIRE BATTALION CHIEF psmf 5,715.06 6,000.81 6,300. 85 6,615.89 6,946.68 450 FIRE CAPTAIN f 3,681.37 3,865.44 4,058. 71 4,261.65 4,474.73 189 FIRE CHIEF (Corp Leader Broadband - Safety) psmf 7,923.08 - - - 11,884.62 451 FIRE ENGINEER f 3,233.58 3,395.26 3,565. 02 3,743.27 3,930.43 452 FIRE FIGHTER f 2,926.60 3,072.93 3,226. 58 3,387.91 3,557.31 453 FIRE FIGHTER IN TRAINING f 2,191.45 2,301.02 2,416. 07 2,536.87 2,663.71 443 FIRE INSPECTOR I f 2,553.12 2,680.78 2,814. 82 2,955.56 3,103.34 444 FIRE INSPECTOR II f 2,814.83 2,955.57 3,103. 35 3,258.52 3,421.45 446 FIRE MARSHAL m 5,581.96 5,861.06 6,154. 11 6,461.82 6,784.91 295 FIRE PREVENTION OFFICER I f 2,660.59 2,793.62 2,933. 30 3,079.97 3,233.97 296 FIRE PREVENTION OFFICER II f 2,926.60 3,072.93 3,226. 58 3,387.91 3,557.31 254 FLEET SERVICES SUPERVISOR g 3,208.28 3,368.69 3,537. 12 3,713.98 3,899.68 299 GIS MANAGER m 3,552.69 3,730.32 3,916. 84 4,112.68 4,318.31 192 GIS TECHNICIAN I g 2,677.62 2,811.50 2,952. 08 3,099.68 3,254.66 193 GIS TECHNICIAN II g 2,952.07 3,099.67 3,254. 65 3,417.38 3,588.25 372 GRANTS SPECIALIST I g 2,337.92 2,454.82 2,577. 56 2,706.44 2,841.76 378 GRANTS SPECIALIST II g 2,577.58 2,706.46 2,841. 78 2,983.87 3,133.06 209 GROUNDSKEEPER g 1,584.75 1,663.99 1,747. 19 1,834.55 1,926.28 400 HEAVY EQUIPMENT MECHANIC g 2,564.33 2,692.55 2,827. 18 2,968.54 3,116.97 401 HOUSING & COMMUNITY SERVICE TECHNICIAN g 2,273.00 2,386.65 2,505.98 2,631.28 2,762.84 423 INVESTIGATIVE SPECIALIST pn 2,442.60 2,564.73 2,692. 97 2,827.62 2,969.00 286 LABORATORY COORDINATOR g 2,821.67 2,962.75 3,110. 89 3,266.43 3,429.75 05/16/2023 Page 2 of 4

Page 27 of 250 ends

City of Santa Maria
Schematic Full-Time Bi-Weekly Rates
Effective 05/16/2023
Grade Description Assoc. Step A Step B Step C Step D Step E Bi-Weekly Rates
275 LANDFILL HEAVY EQUIP LEAD OPR g 2,467.23 2,590.59 2,720. 12 2,856.13 2,998.94 274 LANDFILL HEAVY EQUIP OPR g 2,237.80 2,349.69 2,467. 17 2,590.53 2,720.06 276 LANDFILL HEAVY EQUIP OPR II g 2,349.69 2,467.17 2,590. 53 2,720.06 2,856.06 282 LEAD MECHANIC g 2,616.96 2,747.81 2,885. 20 3,029.46 3,180.93 307 LEAD WASTEWATER OPERATOR g 2,943.24 3,090.40 3,244. 92 3,407.17 3,577.53 308 LEAD WATER OPERATOR g 2,943.24 3,090.40 3,244. 92 3,407.17 3,577.53 350 LIBRARIAN I g 2,180.75 2,289.79 2,404. 28 2,524.49 2,650.71 248 LIBRARIAN II g 2,409.46 2,529.93 2,656. 43 2,789.25 2,928.71 147 LIBRARIAN III m 4,063.59 4,266.77 4,480. 11 4,704.12 4,939.33 352 LIBRARY ASSISTANT I g 1,840.59 1,932.62 2,029. 25 2,130.71 2,237.25 354 LIBRARY ASSISTANT II g 2,029.51 2,130.99 2,237. 54 2,349.42 2,466.89 351 LIBRARY CLERK g 1,434.34 1,506.06 1,581. 36 1,660.43 1,743.45 146 LIBRARY DIRECTOR (Corp Leader Broadband - Non
Safety) m 7,490.39 - - - 11,432.70
353 LIBRARY TECHNICIAN g 2,024.03 2,125.23 2,231. 49 2,343.06 2,460.21 244 MAINTENANCE WORKER I g 1,709.44 1,794.91 1,884. 66 1,978.89 2,077.83 240 MAINTENANCE WORKER II g 1,842.25 1,934.36 2,031. 08 2,132.63 2,239.26 330 OFFICE ASSISTANT I g 1,434.34 1,506.06 1,581. 36 1,660.43 1,743.45 328 OFFICE ASSISTANT II g 1,584.75 1,663.99 1,747. 19 1,834.55 1,926.28 176 ORGANIZATIONAL / ENTERPRISE LEADER - NON
SAFETY (Broadband) m 5,913.48 - - - 9,855.79
177 ORGANIZATIONAL / ENTERPRISE LEADER -
SAFETY (Broadband) psm 6,140.39 - - - 10,101.93
382 OUTREACH COORDINATOR g 2,053.67 2,156.35 2,264. 17 2,377.38 2,496.25 183 PARK SERVICE OFFICER g 1,754.06 1,841.76 1,933. 85 2,030.54 2,132.07 238 PARK SERVICES OFFICER II g 2,128.37 2,234.79 2,346. 53 2,463.86 2,587.05 283 PARK SERVICES OFFICER III g 2,596.60 2,726.43 2,862. 75 3,005.89 3,156.18 268 PARKS & FOREST SUPERVISOR g 3,029.93 3,181.43 3,340. 50 3,507.53 3,682.91 278 PLAN CHECK ENGINEER m 4,499.94 4,724.94 4,961. 19 5,209.25 5,469.71 124 PLANNING DIVISION MANAGER m 5,703.33 5,988.50 6,287. 93 6,602.33 6,932.45 216 PLANNING TECHNICIAN g 2,074.21 2,177.92 2,286. 82 2,401.16 2,521.22 297 PLANS EXAMINER g 2,771.97 2,910.57 3,056. 10 3,208.91 3,369.36 422 POLICE CORPORAL p 3,543.82 3,721.01 3,907. 06 4,102.41 4,307.53 177 POLICE DIVISION COMMANDER (Org Leader
Broadband - Safety) psmp 6,140.39 - - - 10,101.93
416 POLICE LIEUTENANT pmm 5,559.17 5,837.13 6,128. 99 6,435.44 6,757.21 413 POLICE OFFICER p 3,288.32 3,452.74 3,625. 38 3,806.65 3,996.98 355 POLICE RECORDS SUPERVISOR g 2,558.05 2,685.95 2,820. 25 2,961.26 3,109.32 327 POLICE RECORDS TECH-DETECTIVES g 2,100.00 2,205.00 2,315. 25 2,431.01 2,552.56 325 POLICE RECORDS TECHNICIAN I g 1,944.56 2,041.79 2,143. 88 2,251.07 2,363.62 326 POLICE RECORDS TECHNICIAN II g 2,100.00 2,205.00 2,315. 25 2,431.01 2,552.56 410 POLICE SERGEANT pmm 4,487.76 4,712.15 4,947. 76 5,195.15 5,454.91 256 POLICE SERVICES TECHNICIAN pn 2,315.25 2,431.01 2,552. 56 2,680.19 2,814.20 390 POLICE TRAINEE pn 2,759.28 2,897.24 3,042. 10 3,194.21 3,353.92 293 PRINCIPAL CIVIL ENGINEER m 5,019.93 5,270.93 5,534. 48 5,811.20 6,101.76 127 PRINCIPAL PLANNER m 4,477.46 4,701.33 4,936. 40 5,183.22 5,442.38 362 PROPERTY-EVIDENCE CLERK g 2,269.21 2,382.67 2,501. 80 2,626.89 2,758.23 241 PUBLIC WORKS INSPECTOR g 2,315.15 2,430.91 2,552. 46 2,680.08 2,814.08 135 PUBLIC WORKS OPERATIONS MGR m 4,636.18 4,867.99 5,111. 39 5,366.96 5,635.31 169 PUBLIC WORKS TECHNICIAN I g 2,053.67 2,156.35 2,264. 17 2,377.38 2,496.25 170 PUBLIC WORKS TECHNICIAN II g 2,273.00 2,386.65 2,505. 98 2,631.28 2,762.84 257 RECREATION COORDINATOR g 2,182.70 2,291.84 2,406. 43 2,526.75 2,653.09 285 RECREATION SUPERVISOR g 2,526.12 2,652.43 2,785. 05 2,924.30 3,070.52 259 RECREATION TECHNICIAN g 2,053.67 2,156.35 2,264. 17 2,377.38 2,496.25 252 REG COMPLIANCE SPECIALIST g 2,305.38 2,420.65 2,541. 68 2,668.76 2,802.20 314 REG COMPLIANCE SPECIALIST II g 2,516.50 2,642.33 2,774. 45 2,913.17 3,058.83 316 REGULATORY COMPLIANCE MANAGER m 4,636.18 4,867.99 5,111. 39 5,366.96 5,635.31 312 SECRETARY g 1,952.73 2,050.37 2,152. 89 2,260.53 2,373.56 313 SECRETARY TO THE CITY MANAGER m 2,560.70 2,688.74 2,823. 18 2,964.34 3,112.56 05/16/2023 Page 3 of 4

Page 28 of 250 ends

City of Santa Maria
Schematic Full-Time Bi-Weekly Rates
Effective 05/16/2023
Grade Description Assoc. Step A Step B Step C Step D Step E Bi-Weekly Rates
176 SENIOR ASSISTANT CITY ATTORNEY (Org Leader
Broadband - Non Safety) m 5,913.48 - - - 9,855.79
349 SENIOR BUILDING PERMIT TECH g 2,425.88 2,547.17 2,674. 53 2,808.26 2,948.67 292 SENIOR CIVIL ENGINEER g 3,879.98 4,073.98 4,277. 68 4,491.56 4,716.14 267 SENIOR CREW LEADER-MAINT SPEC g 2,280.45 2,394.47 2,514. 19 2,639.90 2,771.90 321 SENIOR DISPATCHER pn 3,140.43 3,297.45 3,462. 32 3,635.44 3,817.21 237 SENIOR PARK SERVICES OFFICER g 3,190.34 3,349.86 3,517. 35 3,693.22 3,877.88 205 SENIOR PLANNER g 3,380.58 3,549.61 3,727. 09 3,913.44 4,109.11 201 SENIOR PLANS EXAMINER g 3,213.20 3,373.86 3,542. 55 3,719.68 3,905.66 337 SENIOR POLICE RECORDS TECH g 2,205.00 2,315.25 2,431. 01 2,552.56 2,680.19 163 SENIOR PROJECT MANAGER m 4,259.48 4,472.45 4,696. 07 4,930.87 5,177.41 210 SENIOR SYSTEMS ANALYST m 4,583.09 4,812.24 5,052. 85 5,305.49 5,570.76 304 SENIOR TRAFFIC SIGNAL TECH g 2,720.01 2,856.01 2,998. 81 3,148.75 3,306.19 184 SHAREPOINT DEVELOPER g 3,505.67 3,680.95 3,865. 00 4,058.25 4,261.16 195 SOLID WASTE COLLECTIONS SUPV g 3,174.73 3,333.47 3,500. 14 3,675.15 3,858.91 196 SOLID WASTE EQUIP CREW LDR g 2,180.03 2,289.03 2,403. 48 2,523.65 2,649.83 246 SOLID WASTE EQUIP LEAD OPR g 2,410.95 2,531.50 2,658. 08 2,790.98 2,930.53 222 SOLID WASTE EQUIPMENT OPR I g 2,035.49 2,137.26 2,244. 12 2,356.33 2,474.15 224 SOLID WASTE EQUIPMENT OPR II g 2,076.19 2,180.00 2,289. 00 2,403.45 2,523.62 197 SOLID WASTE LANDFILL SUPV g 3,174.73 3,333.47 3,500. 14 3,675.15 3,858.91 154 SOLID WASTE MANAGER m 5,019.93 5,270.93 5,534. 48 5,811.20 6,101.76 380 SPECIAL DISTRICTS COORDINATOR g 3,029.93 3,181.43 3,340. 50 3,507.53 3,682.91 358 SPECIAL DISTRICTS SUPERVISOR g 3,379.99 3,548.99 3,726. 44 3,912.76 4,108.40 381 SPECIAL DISTRICTS TECHNICIAN g 2,337.45 2,454.32 2,577. 04 2,705.89 2,841.18 271 STREET MAINT SUPERVISOR g 3,055.48 3,208.25 3,368. 66 3,537.09 3,713.94 214 SYSTEMS ANALYST I g 3,178.97 3,337.92 3,504. 82 3,680.06 3,864.06 215 SYSTEMS ANALYST II g 3,505.67 3,680.95 3,865. 00 4,058.25 4,261.16 290 TRAFFIC SIGNAL TECHNICIAN g 2,530.25 2,656.76 2,789. 60 2,929.08 3,075.53 202 TRANSIT ASSISTANT g 1,584.75 1,663.99 1,747. 19 1,834.55 1,926.28 229 TRANSIT COORDINATOR g 2,228.21 2,339.62 2,456. 60 2,579.43 2,708.40 185 TRANSIT PLANNER g 2,880.93 3,024.98 3,176. 23 3,335.04 3,501.79 288 TRANSIT SERVICES MANAGER m 4,636.18 4,867.99 5,111. 39 5,366.96 5,635.31 383 UTILITIES ACCOUNTING TECH I g 2,023.01 2,124.16 2,230. 37 2,341.89 2,458.98 384 UTILITIES ACCOUNTING TECH II g 2,230.86 2,342.40 2,459. 52 2,582.50 2,711.63 385 UTILITIES ACCOUNTING TECH III g 2,342.39 2,459.51 2,582. 49 2,711.61 2,847.19 387 UTILITIES OUTREACH SPECIALIST g 1,836.28 1,928.09 2,024. 49 2,125.71 2,232.00 207 UTILITIES TECHNOLOGY ANALYST g 3,178.97 3,337.92 3,504. 82 3,680.06 3,864.06 334 UTILITY BILLING LEAD CLERK g 2,071.18 2,174.74 2,283. 48 2,397.65 2,517.53 223 UTILITY BILLING SUPERVISOR g 2,174.72 2,283.46 2,397. 63 2,517.51 2,643.39 405 WASTEWATER OPERATOR I g 2,214.36 2,325.08 2,441. 33 2,563.40 2,691.57 406 WASTEWATER OPERATOR II g 2,493.38 2,618.05 2,748. 95 2,886.40 3,030.72 407 WASTEWATER OPERATOR III g 2,748.96 2,886.41 3,030. 73 3,182.27 3,341.38 306 WASTEWATER OPERATOR g 2,493.38 2,618.05 2,748. 95 2,886.40 3,030.72 305 WASTEWATER OPERATOR TRAINEE g 2,214.36 2,325.08 2,441. 33 2,563.40 2,691.57 198 WASTEWATER SUPERVISOR g 3,648.02 3,830.42 4,021. 94 4,223.04 4,434.19 247 WATER CONSERVATION SPECIALIST g 1,842.25 1,934.36 2,031. 08 2,132.63 2,239.26 402 WATER OPERATOR I g 2,214.36 2,325.08 2,441. 33 2,563.40 2,691.57 403 WATER OPERATOR II g 2,493.38 2,618.05 2,748. 95 2,886.40 3,030.72 404 WATER OPERATOR III g 2,748.96 2,886.41 3,030. 73 3,182.27 3,341.38 309 WATER OPERATOR g 2,493.38 2,618.05 2,748. 95 2,886.40 3,030.72 310 WATER OPERATOR TRAINEE g 2,214.36 2,325.08 2,441. 33 2,563.40 2,691.57 258 WATER RESOURCES LEAD OPERATOR g 2,990.72 3,140.26 3,297. 27 3,462.13 3,635.24 134 WATER RESOURCES MANAGER m 5,019.93 5,270.93 5,534. 48 5,811.20 6,101.76 263 WATER RESOURCES OPERATOR g 2,712.64 2,848.27 2,990. 68 3,140.21 3,297.22 199 WATER SUPERVISOR g 3,648.02 3,830.42 4,021. 94 4,223.04 4,434.19 243 WATER SYSTEM OPERATOR I g 2,160.41 2,268.43 2,381. 85 2,500.94 2,625.99 249 WATER SYSTEM OPERATOR II g 2,432.49 2,554.11 2,681. 82 2,815.91 2,956.71 05/16/2023 Page 4 of 4

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City of Santa Maria
Schematic Hourly Rates
Effective 05/16/2023
Grade Description Assoc. Step A Step B Step C Step D Step E za ACCOUNT CLERK AIDE z 19.01 19.96 20.96 22.01 23.11
ac ADMINISTRATIVE AIDE I e 21.07 22.12 23.23 - -
ab ADMINISTRATIVE AIDE II e 24.39 25.62 26.89 - -
aa ADMINISTRATIVE AIDE III e 28.33 29.75 31.24 - -
al ASSIST LIBRARY TECHNICIAN e 16.75 17.59 18.47 - -
as ASSISTANT CLERK - OFFICE e 15.91 16.71 17.54 - -
ap ASST PUBLIC WORKS INSPECTOR e 29.06 30.51 32.04 - -
ae AQUATICS SAFETY & EDUCATIONAL SPEC e 17.90 18.80 19.74 - - bp BUSINESS PROGRAM LEADER I (Broadband) mpt 41.17 - - - 51.72 cd CERTIFIED DISPATCH AIDE e 31.44 33.01 34.66 0.00 0.00 zc CLERK II z 16.41 17.23 18.09 18.99 19.94
zx COMMUNITY OUTREACH COORDINATOR z 23.19 24.35 25.57 26.85 28.19 cl CONSULTANT I e 39.92 41.92 44.02 - -
cm CONSULTANT II e 46.23 48.53 50.96 - -
cn CONSULTANT III e 53.85 56.54 59.36 - -
co CONSULTANT IV e 63.04 68.29 73.54 - -
cp CUSTOMER SERVICE PHONE OPER e 15.50 16.28 17.09 - -
ya EMERGENCY SERVICES SPECIALIST z 31.82 33.41 35.08 36.83 38.67 zp FACILITY SPECIALIST II z 19.54 20.52 21.55 22.63 23.76 zq FACILITY SPECIALIST III z 21.02 22.07 23.17 24.33 25.55 lo GENERAL LABORER e 15.50 16.28 17.09 - -
zl GRAPHICS TECHNICIAN z 18.06 18.96 19.91 20.91 21.96
d1 INTERIM DIRECTOR I e 63.04 68.29 73.54 - -
d2 INTERIM DIRECTOR II e 78.80 84.05 89.30 - -
d3 INTERIM DIRECTOR III e 94.55 99.81 105.06 - -
ci INTERN - GENERAL e 15.50 16.28 17.09 - -
ei INTERN - PROFESSION e 15.50 16.28 17.09 - -
i1 INVESTIGATIVE OFFICER I e 73.54 0.00 0.00 - -
i2 INVESTIGATIVE OFFICER II e 105.06 0.00 0.00 - -
zf LABORER III z 17.25 18.11 19.02 19.97 20.97
lp LIBRARY PAGE e 15.50 16.28 17.09 - -
zg LIBRARY TECHNICAL ASSISTANT z 19.51 20.49 21.51 22.59 23.72 lg LIFEGUARD e 15.50 16.28 17.09 - -
mt MAINTENANCE TECHNICIAN e 15.50 16.28 17.09 - -
ma MULTIMEDIA ASSISTANT e 15.50 16.28 17.09 - -
ps PARK SERVICES AIDE e 15.50 16.28 17.09 - -
zy PARK SERVICES COORDINATOR z 40.46 42.48 44.60 46.83 49.17 zpe PEG PRODUCTION MANAGER mpt 35.47 37.24 39.10 41.06 43.11 pc POLICE CADET e 16.75 17.59 18.47 - -
zi POLICE RECORDS CLERK z 18.08 18.98 19.93 20.93 21.98 po PROVISIONAL OFFICER z 39.91 41.90 44.00 46.20 48.51
ra RECREATION ACTIVITY SPECIALIST z 17.00 17.85 18.74 19.68 20.66 re RECREATION LEADER II e 15.50 16.28 17.09 - -
rc REGULATORY COMPLIANCE CLERK e 15.63 16.41 17.22 - -
ao RESERVE POLICE OFFICER LEVEL 1 e 21.01 - - - -
bo RESERVE POLICE OFFICER LEVEL 2 e 17.86 - - - -
se SECURITY AIDE e 15.50 16.28 17.09 - -
zz SENIOR LIFEGUARD z 19.25 20.21 21.22 22.28 23.39
sl SKILLED LABORER e 22.02 23.12 24.28 - -
sa STAFF AIDE - FACILITIES e 15.91 16.71 17.54 - -
zt STAFF ASSISTANT z 16.76 17.60 18.48 19.40 20.37
si SWIM INSTRUCTOR e 17.90 18.80 19.74 - -
sc SWIM POOL CLERK e 15.50 16.28 17.09 - -
t1 TECHNICAL AIDE I e 15.50 16.28 17.09 - -
t2 TECHNICAL AIDE II e 15.63 16.40 17.22 - -
t3 TECHNICAL AIDE III e 18.20 19.11 20.06 - -
tp TEMPORARY PLANNER e 34.84 36.59 38.41 - -
zr TRANSIT TECHNICIAN z 19.51 20.49 21.51 22.59 23.72
Part Time Rates
05/16/2023

Page 1 of 1 ends

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RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

SANTA MARIA, CALIFORNIA, APPROVING SALARY INCREASE

FOR POLICE SERVICES TECHNICIAN JOB CLASSIFICATION AND

ADOPTING A COMPREHENSIVE SCHEMATIC PAY SCHEDULE IN

ACCORDANCE WITH CALPERS GUIDELINES

WHEREAS, the salaries of the Police Services Technician job classification provides key critical support in timely processing reports and evidence; timely recording and digitizing thousands of paper reports; timely addressing and processing Municipal Code and California Vehicle Code violations; and timely addressing public resident inquiries; and

WHEREAS, the salary increase serves as the basis for recruiting and retention and promoting employee engagement and high performance; and

WHEREAS, the California Public Employees’ Retirement System (“CalPERS”) limits “compensation earnable” for retirement purposes to amounts listed on a Comprehensive Schematic Salary Schedule meeting requirements set for the in Section 570.5 of Title 2 of the Califo rnia Code of Regulations, including that government agency employers provide and make available to the public the salary of all full-time and part-time employees in a single salary format specified by CalPERS; and

WHEREAS, the City has compiled the necessary salary date to create a single salary schedule in compliance with the requirement of CalPERS (attached to the Council Agenda Report as Attachment A and dated May 16, 2023).

NOW, THEREFORE, IT IS HEREBY RESOLVED by the City Council of the City of Santa Maria, California, as follows:

1. The above recitals are true and correct and incorporated herein.

2. The following salary range, job specification, and modification are hereby ordered to be effective with pay period ending May 19, 2023:

CLASSIFICATION BI-WEEKLY SALARY RANGE
Police Services Technician $2,315.25 - $2,814.20

3. The Comprehensive Salary Schematic Schedule for all full -time and part -time employees attached to the City Council Agenda Report as Attachment A and dated May 16, 2023, is incorporated herein by reference, and hereby authorized and approved; and

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2 4. The Chief Deputy City Clerk is hereby authorized to make minor changes herein to address clerical errors, so long as substantial conformance of the intent of this document is maintained. In doing so, the Chief Deputy City Clerk shall consult with the City Man ager and City Attorney concerning any changes deemed necessary.

PASSED AND ADOPTED at a regular meeting of the City Council of the City of Santa Maria held this 16th May 2023.

ATTEST:

Chief Deputy City Clerk

Mayor

APPROVED AS TO FORM:
_________________________
City Attorney
APPROVED AS TO CONTENT:
_________________________
Department Director
_________________________
City Manager

Page 32 of 250 ends

FOR THE COUNCIL MEETING OF MAY 16, 2023

COUNCIL AGENDA REPORT

TO: City Council

FROM: City Manager
Prepared by: Director of Public Works

SUBJECT: Professional Services Agreements for On-Call Environmental Planning and Permitting Services

Description:

The City Council will c onsider approving award agreements for On -Call Environmental Planning services to EMC Planning Group, Rincon Consultants Inc., and SWCA Environmental Consultants.

RECOMMENDATIONS:

1. Adopt a Resolution awarding a Professional Services Agreement for On -Call Environmental Planning and Permitting Services to EMC Planning Group; and

2. Adopt a Resolution awarding a Professional Services Agreement for On -Call Environmental Planning and Permitting Services to Rincon Consultants Inc.; and

3. Adopt a Resolution awarding a Professional Services Agreement for On -Call Environmental Planning and Permitting Services to SWCA Environmental Consultants.

BACKGROUND:

The City owns, operates, and maintains municipal infrastructure, structures, and facilities throughout the City. The City has active and pending projects that require planning and permitting assistance from Environmental Consultants. While the City employs Civil Engineers and Planners on staff, these buildings and facilities require professional engineering beyond the capabilities and purview of the existing staff and their normal workloads; therefore, necessitating the hiring of outside consultants for such servi ces.

Having on-call consultants that can provide these services will allow the City to deliver projects in a timely manner.

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2 DISCUSSION:

On February 14, 2023, a Request for Proposal was issued and advertised through the City website. In addition, notification emails were sent to firms who expressed interest in providing Environmental Planning and Permitting Services to the City.

Selection of the best-qualified firms was made in accordance with the City’s Purchasing Guidelines. Eight proposals were received on March 17, 2023. A selection committee, consisting of Engineering Division staff, independently evaluated and ranked the proposals. After deliberations, the top three ranked firms chosen are as follows:

Firm and Location
EMC Planning Group, Monterey, CA
Rincon Consultants, Inc., San Luis Obispo, CA
SWCA Environmental Consultants, San Luis Obispo, CA

The proposed Professional Services Agreements would be managed by the Engineering Division. On-Call Environmental Planning and Permitting Services would also be made available to other Departments for funded projects.

Individual project task orders will be issued based on the firm’s e xpertise, workload capacity, services to be performed, schedule requirements, and hourly rates submitted in their proposal. All task orders will be issued based on an agreed -upon, written scope of work, implementation schedule, and maximum fee arrangement negotiated on a project- by-project basis.

Alternative(s)
City Council could decide to not award these Environmental Planning and Permitting Services Agreements and direct staff to issue Requests for Proposals for each project individually. However, this alternative is not recommended as there is a significant backlog of funded projects for which outside Environmental Planning and Permitting Services are required to augment City staff. Further, having pre -approved, on-call, as- needed firms readily available will allow for more efficient and timely delivery of projects as multiple projects can be designed concurrently.

Environmental Review
The activity is not a “Project” as defined under Section 15378 of the California Environmental Quality Act State Guidel ines; therefore, pursuant to State Guidelines Section 15060(c)(3) no environmental review is required.

Fiscal Considerations
Fees for Environmental Planning and Permitting Services will be based on a project-by- project basis and directly charged to individual project budgets. Each project is separately approved and budgeted by the City Council. The City is under no obligation to expend any funds under these Professional Services Agreements.

Impact to the Community

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3 The additional use of Environmental Consultants will have a beneficial impact on the community by allowing the preparation of plans to be planned and designed in accordance with resident’s desires, while also complying with local, state, and federal statutes.

ATTACHMENTS
Attachment A - Agreement EMC Planning Services_2023-05-16 Attachment B - Agreement Rincon Planning Services_2023-05-16 Attachment C - Agreement SWCA Planning Services_2023-05-16

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AGREEMENT FOR PROFESSIONAL SERVICES

On-Call Environmental Planning and Permitting Services

This Agreement is made on May 16, 2023, by and between EMC Planning Group, a California Corporation (“Consultant”), and the City of Santa Maria, a California Municipal Corporation and charter city (“City”), in Santa Maria, California, based on the following recitals:

WHEREAS, City has determined it is in the public interest to proceed with the work hereinafter described as "Project"; and

WHEREAS, City has determined the Project involves the performance of engineering services of a temporary nature; and

WHEREAS, City does not have available employees to perform the services for the Project; and

WHEREAS, City has requested the Consultant to provide manpower to complete the Project; and

NOW, THEREFORE, IT IS AGREED:

1. Recitals true. The above recitals are true.

2. General.

2.01. Term and Termination. The term of this contract is two (2) year, beginning on the date first written above. This contract may be extended by mutual consent of the parties. This contract may be terminated for breach of its terms or conditions, or because of discovery of any act which violates local, state, or federal law. Termination is effective 14 days after deposit of notice as specified in this Agreement.

2.02. Services to be Performed. Consultant shall determine the method, details,
and means of providing On-Call Environmental Planning a nd Permitting Services. More specifically, Consultant agrees to perform the specific services listed in Exhibit “A.”

2.03. City’s Duties. City’s duties under this Agreement are to cooperate with Consultant in the performance of the contract and timely pay invoices.

2.04. Payment. Payment terms under this Agreement are listed in Exhibit “B.”

2.05. Insurance. Consultant shall provide insurance as listed in Exhibit “C.”

2.06. Exhibits. Exhibits “A,” “B,” and “C” are attached and incorporated.

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2 Atty. Rev. 2021

3. Consultant’s Obligations.

3.01. Minimum Amount of Service. Consultant shall devote sufficient time to perform services under this agreement efficiently and effectively. Consultant may represent, perform services for, and be employed by additional individuals or entities, in Consultant’s sole discretion, as long as the performance of these extra-contractual services does not interfere with or present a conflict with City's business.

3.02. Tools and Equipment. Except as otherwise stated in this Agreement, Consultant will supply all tools and equipment necessary to perform this Agreement.

3.03. Status. Consultant (including its employees) is an independent consultant.

No employer/employee relationship exists between Consultant and the City.

Consultant's assigned personnel shall not be entitled to any benefits payable to employees of the City. The City is not required to make any deductions or withholdings from the compensation payable to Consultant under this agreement. Consultant (as a business entity, including its employees) is a “design professional” as defined by California Civil Code section 2782.8(c)(3).

3.04. Indemnification. To the fullest extent permitted by law, the Consultant shall indemnify, defend (with independent counsel approved by the City) and hold harmless the City, and its directors, officers, and employees from and against all liabilities (including without limitation all claims, losses, damages, penalties, fines, an d judgments, associated investigation and administrative expenses, and defense costs, including but not limited to reasonable attorneys’ fees, court costs and costs of alternative dispute resolution) regardless of nature or type that arise out of, pertain to, or relate to the negligence, reckless, or willful misconduct of the Consultant including its agents, sub consultants and employees. The provisions of this paragraph survive completion of the services or the termination of this contract. The provisions of this Section are not limited by the provisions of the Section relating to insurance.

3.05. Use of Subconsultants. CONSULTANT may subcontract with third party providers that were listed in CONSULTANT’s Response to Request for Proposals and whose rate s heets have been included in this Agreement.

Subconsultants shall be billed at the rates listed in Exhibit B. CONSULTANT is fully responsible for the actions and omissions of any sub consultant.

CONSULTANT must ensure sub consultant adherence to the same qual ity standards and assurances required of CONSULTANT. CONSULTANT shall ensure that this Agreement is incorporated by reference into any Agreement with a sub consultant and that sub consultant complies with the insurance requirements of EXHIBIT C.

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3 Atty. Rev. 2021

4. Miscellaneous

4.01. Notices. All communication relating to the day-to-day activities of this Agreement shall be exchanged between a designated representative of the CITY and a representative of CONSULTANT, listed below. All notices shall be addressed as follows unless a written change is filed with the City:

To City:

Thomas M. Korman, P.E., P.L.S.

Principal Civil Engineer
110 East Cook Street
Santa Maria, CA 93454
To Consultant:

EMC Planning Group
Attn: Teri Wissler Adam
Senior Principal
601 Abrego Street
Monterey, CA 93940

If the designated Representative or address of either party changes during the term of this agreement, a written notice shall be given to the other party prior to the effective date of change. Any written notices required under this agreement shall be effective five (5) days after deposit into United States mail, postage prepaid, addressed to the designated Representative, or upon confirmation of receipt of delivery if another notification process is used.

4.02. Compliance With Laws, etc. Consultant shall comply with all laws, including but not limited to the rules and policies of the City, in performing this agreement.

4.03. Integration. This agreement constitutes the entire agreement of the parties with respect to the subject matter. All modif ications, amendments, or waivers of the terms of this agreement must be in writing and signed by the appropriate representatives of the parties.

4.04. Interpretation. This agreement shall be interpreted in accordance with the laws of the State of California.

4.05. Jurisdiction. Jurisdiction and venue of all disputes over the terms of this agreement shall be in the County of Santa Barbara, State of California.

4.06. Warranty of authority. Each person signing this agreement on behalf of a party warrants that he or she has authority to do so.

4.07. No Waiver. Failure to enforce with respect to a default shall not be construed as a waiver.

4.08. Severability. The provisions of this agreement are severable. If any part of this agreement is held invalid by a court of competent jurisdicti on, the remainder of the agreement shall remain in full force and effect unless amended or modified by mutual written consent of the parties.

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4 Atty. Rev. 2021

4.09. Submittals. In addition to any other submittals required by this agreement, Consultant shall submit copies of its current business license and current certificate of workers’ compensation coverage to the City before beginning work on this project.

4.10. Prevailing Wage. Prevailing Wage. If applicable, Consultant and all Subconsultants are required to pay the general preva iling wage rates of per diem wages and overtime and holiday wages determined by the Director of the Department of Industrial Relations under Section 1720 et seq. of the California Labor Code. The Director's determination is on file and open to inspection a t www.dir.ca.gov and is referred to and made a part hereof; the wage rates therein ascertained, determined, and specified are referred to and made a part hereof as though fully set forth herein.

IN WITNESS WHEREOF, this agreement is executed by the parties on the date first written above.

EMC Planning Group, A California
Corporation
CITY OF SANTA MARIA, a political
subdivision of the State of California

___________________________
By: TERI WISSLER ADAM
Senior Principal

___________________________
By: JASON STILWELL
City Manager
ATTEST:

___________________________
Rhonda M. White, CMC
Chief Deputy City Clerk
APPROVED AS TO FORM:

______________________
City Attorney

______________________
Risk Manager

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Atty. Rev. 2021

EXHIBIT “A”

SERVICES TO BE PERFORMED

Basic services shall be to perform various engineering/surveying tasks typical of a municipal agency. Tasks may include, but are not limited to the following:

CEQA/NEPA Compliance
Consultants may be asked to prepare objective, technically compliant, legally defensible, and clearly written environmental documents to enable approval and implementation of both public and private projects. The following is a list of typical CEQA documents:

Environmental Impact Reports (ElRs), Initial Studies/Mitigated Negative Declarations (IS/MNDs), Mitigation Monitoring and Reporting Program (MMRPs), and CEQA findings, and NEPA documents, such as Environmental Impact Statements (EISs), Environmental Assessments (EAs), Record of Decision (ROD) and Finding of No Significant Impact (FONSI) decision documents, and Preliminary EA Reports.

In summary, task may include, but not limited to any of the following:
• Categorical Exclusions
• Public involvement and outreach
• Assistance with Staff reports
• Attending Planning Commission and City Council meetings • Conducting Collaborative planning meetings
• Creating Land use and recreation plans
• Preparing Implementation plans
• Third-party technical reviews
• Siting and feasibility studies
• MMRP mitigation monitoring

Archaeology Resources
Archaeology services task may include literature searches, reconnaissance studies, intensive su rveys, preservation and treatment plans, memoranda of agreement, archaeological site testing/evaluations, full -scale excavation for data recovery, construction monitoring, impact mitigation management, and site preservation.

In summary, task may include, but not limited to any of the following:
• Archaeological surveys, excavation, testing and data recovery. • Native American consultation
• Native American Graves Protection and Repatriation Act compliance • Assembly Bill (AB) 52 and Senate Bill18 consultation

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Atty. Rev. 2021

Architectural History
Selected firms will be expected to have access to resources to provide architectural history services including archival research; resource surveys of historic buildings; developing historical overviews, preservation plans, and interp retive plans; National Register of Historic Places (NRHP) and California Register of Historical Resources (CRHR) documentation and nominations; and preparation of Historic American Buildings Survey (HABS) documentation.

In summary, task may include, but not limited to any of the following:
• Historic resource surveys and evaluations
• National Historic Preservation Act (NHPA) Sections 106 and 110 compliances • Historic preservation ordinances
• State Historic Preservation Officer and local government coordination

Biological Resources
Biological services may require the expertise from scientists, planners, restoration ecologists, and arborists. Services may include conducting siting, alternatives, and constraints analyses; recording and documenting pre -project exi sting biological conditions; and developing and implementing specialized studies, mitigation and monitoring plans, and environmental compliance programs for a wide range of project types.

In summary, task may include, but not limited to any of the following:
• Biological assessments and evaluations
• Wetland delineations
• Mitigation plans and implementation
• Mitigation monitoring
• Endangered species surveys
• Federal Endangered Species Act (FESA) Section 7 consultations and Section 10(a) permits
• Avian and bat services, including morbidity/mortality studies, breeding bird/nesting surveys
• Restoration ecology

Regulatory Permitting
Consultants’ tasks may include coordinating with federal and state regulatory agencies to ensure compliance and consistency with federal and state environmental requirements.

Potential consultants are expected to have a working relationship with local U.S. Fish and Wildlife Service (USFWS), U.S. Army Corps of Engineers (USAGE), California Department of Fish and Wildlife (CDFW), and Regional Water Quality Control Board (RWQCB) staffers and experience with FESA Section 7 formal and informal consultations, and FESA Section 10 Habitat Conservation Plan (HCP) preparation.

In addition, it is highly desirable that the potential consultants have ac cess to biologists holding federal species permits and are regularly approved to survey for and relocate federally listed species, such as California red-legged frog, steelhead trout, and California

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Atty. Rev. 2021

tiger salamander under Biological Opinions prepared by US FWS. Task may include conducting the necessary biological and wetland analyses and prepare CWA Section 404 Nationwide Permit, CWA Section 401 Water Quality Certification, and California Fish and Game Code Section 1602 Streambed Alteration Agreement permit application packages.

In summary, task may include, but not limited to any of the following:
• FESA Section 7 and Section 10 Consultations
• Biological Assessments in Support of Biological Opinions • NEPA Document Endangered Species Impact Analysis
• HCP Preparation and Compliance
• CWA Section 404 Nationwide Permit
• CWA Section 401 Water Quality Certification
• California Fish and Game Code Section 1602 Streambed Alteration Agreement

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EXHIBIT “B”

PAYMENT

I. Progress Authorization

This contract is subject to the requirements of Page G-9 of the Purchasing Guidelines for the City of Santa Maria.

Individual task orders will be created under this Master Agreement for the completion of each task and billed according to the attached rate sheet.

During the duration of this Master Agreement the City will identify individual task, and upon agreed scope of work, schedule, and cost, a Notice to Proceed and Purchase Ordered will be issued for each task not to exceed $75,000 per task as indicated in Section 1.1B.

The aggregate not-to-exceed fee for all tasks provided during the initial two-year term of the Agreement shall be $500,000.00.

II. Invoice procedure.

A. Payment shall be at the conclusion of the Project based on the billable charges.

B. The Consultant shall present the bill for charges by the second day of the month.

C. The Consultant’s bill shall be substantiated by appropriate documentation, and include an itemized listing of personnel, subconsultants, and other direct costs incurred.

III. Maximum billable amounts

Under no circumstance shall the total of all payments to the Consultant exceed ninety percent (90%) of the maximum not-to-exceed cost, prior to acceptance by the City of all items to be completed as noted within Exhibit "A".

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Rate Sheet

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EXHIBIT “C”

INSURANCE

INSURANCE REQUIREMENTS

Provider shall procure and maintain for the duration of the contract insurance against claims for injuries to persons or damages to property which may arise from or in connection with the performance of the work hereunder by the Provider, his/her agents, representatives, or employees. If the Provider maintains broader coverage and/or higher limits than the minimums shown above, the City requires and shall be entitled to the broader coverage and/or higher limits maintained by the Provider.

A. Minimum Scope of Insurance

Coverage shall be at least as broad as:

1. Insurance Services Office Commercial General Liabi lity coverage (occurrence form CG 0001), including products and completed operations, property damage, bodily injury and personal & advertising injury.

2. Insurance Services Office Business Auto Coverage Form Number CA 00 01 covering any auto (Code 1), or if Provider has no owned autos, covering hired (Code 8) and non-owned autos (Code 9).

3. Workers' Compensation insurance as required by the State of California and Employer's Liability Insurance.

4. Errors and Omissions liability insurance ap propriate to the Provider's profession. Architects' and engineers' coverage is to be endorsed to include contractual liability.

5. Cyber Liability Insurance, Coverage shall be sufficiently broad to respond to the duties and obligations as is undertaken by Vendor in this agreement and shall include, but not be limited to, claims involving infringement of intellectual property, including but not limited to infringement of copyright, trademark, trade dress, invasion of privacy violations, information theft , damage to or destruction of electronic information, release of private information, alteration of electronic information, extortion and network security. The policy shall provide coverage for breach response costs as well as regulatory fines and penalti es as well as credit monitoring expenses with limits sufficient to respond to these obligations.

B. Minimum Limits of Insurance

Provider shall maintain limits no less than:

1. General Liability - $2,000,000 per occurrence for bodily injury, personal injury and property damage. If Commercial General Liability Insurance or other form with a general aggregate limit is used, either the general aggregate limit shall apply separately to this project/location (ISO CG 25 03 or 25 04) or the general aggregate limit shall be twice the required occurrence limit.

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2. Automobile Liability - $1,000,000 per accident for bodily injury and property damage.

3. Workers’ Compensation: Statutory limits.

4. Employer's Liability - $1,000,000 per accident for bodily injury or disease.

5. Errors and Omissions Liability - $1,000,000 per occurrence or claim, $2,000,000 aggregate.

6. Cyber Liability- $2,000,000 per occurrence or claim, $2,000,000 aggregate.

C. Self-insured Retentions

Self-insured retentions must be declared to and approved by the City. The City may require the Provider to purchase coverage with a lower retention or provide proof of ability to pay losses and related investigations, claim administration and defense expenses within the retention.

D. Other Insurance Provisions

The commercial general liability and automobile liability policies are to contain, or be endorsed to contain, the following provisions:

1. The City, its officers, officials, employees and volunteers are to be covered as additional insureds on the CGL policy with respect to liability arising out of work or operations performed by or on behalf of the Provider including materials, parts or equipment furnished in connection with such work or operations. General liability coverage can be provided in the form or an endorsement to the Provider’s insurance (at least as broad as ISO Form CG 20 10 11 85 or both CG 20 10, CG 20 26, CG 20 33, or CG 20 38 and CG 20 37 forms if later revisions are used).

2. For any claims related to this project, the Provider's insurance coverage shall be primary insurance coverage at least as broad as ISO CG 20 01 04 13 as respects the City, its officers, officials, employees and volunteers. Any insurance or self -insurance maintained by the City, its officers, officials, employees or volunteers shall be excess of the Provider's insurance and shall not contribute with it.

3. Each insurance policy required by this clause shall be endorsed to state that coverage shall not be canceled or reduced, except with notice stating the title of this contract to the City. All notices provided pursuant to this Agreement shall be given to the City representative listed for notice in this agreement and shall specify the title of this Agreement. Notice may be given by overnight mail, facsimile with confirmation of receipt, or certified mail with return-receipt requested.

4. Provider hereby grants to City a waiver of any right to subrogation which any insurer of said Provider may acquire against the City by virtue of the payment of any loss under such insurance. Provider agrees to obtain any endorsement that may be necessary to affect this waiver of subrogation, but this provision applies regardless of whether or not the City has received a waiver of subrogation endorsement from the insurer.

5. If any of the required policies provide claims-made coverage:

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a. The Retroactive Date must be shown, and must be before the date of the contract or the beginning of contract work. b. Insurance must be maintained and evidence of insurance must be provided for at least five (5) years after completion of the contract of work. c. If coverage is canceled or non -renewed, and not replaced with another claims-made policy form with a Retroactive Date prior to the contract effective date, the Provider must purchase “extended reporting” coverage for a minimum of five (5) years after completion of work.

E. Acceptability of Insurers

Insurance is to be placed with insurers with a current A.M. Best's rating of no less than A:VII, unless otherwise acceptable to the City.

F. Verification of Coverage

Provider shall furnish the City with original certificates and amendatory endorsements of the applicable policy language effecting coverage required by this clause. All certificates and endorsements are to be received and approved by the City before work commences. However, failure to obtain the required documents prior to the work beginning shall not waive the Provider’s obligation to provide them. The City reserves the right to require complete, certified copies of all required insurance policies, including endorsements effecting the coverage required by these specifications at any time.

G. Special Risks or Circumstances

The City reserves the right to modify these requirements, including limits, based on the nature of the risk, prior experience, insurer, coverage, or other special circumstances.

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AGREEMENT FOR PROFESSIONAL SERVICES

On-Call Environmental Planning and Permitting Services

This Agreement is made on May 16, 2023, by and between Rincon Consultants, Inc., a California Corporation (“ Consultant”), and the City of Santa Maria, a California Municipal Corporation and charter city (“City”), in Santa Maria, California, based on the following recitals:

WHEREAS, City has determined it is in the public interest to proceed with the work hereinafter described as "Project"; and

WHEREAS, City has determined the Project involves the performance of engineering services of a temporary nature; and

WHEREAS, City does not have available employees to perform the services for the Project; and

WHEREAS, City has requested the Consultant to provide manpower to complete the Project; and

NOW, THEREFORE, IT IS AGREED:

1. Recitals true. The above recitals are true.

2. General.

2.03. City’s Duties. City’s duties under this Agreement are to cooperate with Consultant in the performance of the contract and timely pay invoices.

2.04. Payment. Payment terms under this Agreement are listed in Exhibit “B.”

2.05. Insurance. Consultant shall provide insurance as listed in Exhibit “C.”

2.06. Exhibits. Exhibits “A,” “B,” and “C” are attached and incorporated.

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3. Consultant’s Obligations.

3.02. Tools and Equipment. Except as otherwise stated in this Agreement, Consultant will supply all tools and equipment necessary to perform this Agreement.

3.03. Status. Consultant (including its employees) is an independent consultant.

No employer/employee relationship exists between Consultant and the City.

Consultant's assigned personnel shall not be entitled to any benefits payable to employees of the C ity. The City is not required to make any deductions or withholdings from the compensation payable to Consultant under this agreement. Consultant (as a business entity, including its employees) is a “design professional” as defined by California Civil Code section 2782.8(c)(3).

Subconsultants shall be billed at the rates listed in Exhibit B. CONSULTANT is fully responsible for the actions and omissions of any sub consultant.

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4. Miscellaneous

To City:

Thomas M. Korman, P.E., P.L.S.

Principal Civil Engineer
110 East Cook Street
Santa Maria, CA 93454
To Consultant:

Rincon Consultants, Inc.

Attn: Chris Bersbach, MESM
Supervising Environmental Planner
1530 Montrey Street, Suite D
San Luis Obispo, CA 93401

4.02. Compliance With Laws, etc. Consultant shall comply with all laws, including but not limited to the rules and policies of the City, in performing this agreement.

4.03. Integration. This agreement constitutes the entire agreement of the parties with respect to the subject matter. All modifications, amendments, or waivers of the terms of this agreement must be in writing and signed by the appropriate representatives of the parties.

4.04. Interpretation. This agreement shall be interpreted in accordance with the laws of the State of California.

4.05. Jurisdiction. Jurisdiction and venue of all disputes over the terms of this agreement shall be in the County of Santa Barbara, State of California.

4.06. Warranty of authority. Each person signing this agreement on behalf of a party warrants that he or she has authority to do so.

4.07. No Waiver. Failure to enforce with respect to a default shall not be construed as a waiver.

4.08. Severability. The provisions of this agreement are severable. If any part

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of this agreement is held invalid by a court of competent jurisdiction, the remainder of the agreement shall remain in full force and effect unless amended or modified by mutual written consent of the parties.

4.10. Prevailing Wage. Prevailing Wage. If applicable, Consultant and all Subconsultants are required to pay the general prevailing wage rates of per diem wages and overtime and holiday wages determined by the Director of the Department of Industrial Relations under Section 1720 et seq. of the California Labor Code. The Director's determination is on file and open to inspection at www.dir.ca.gov and is referred to and made a part hereof; the wage rates therein ascertained, determined, and specified are referred to and made a part hereof as though fully set forth herein.

IN WITNESS WHEREOF, this agreement is executed by the parties on the date first written above.

RINCON CONSULTANTS, INC.

California Corporation
CITY OF SANTA MARIA, a political
subdivision of the State of California

___________________________
By: RICHARD DAULTON, MURP
Principal/Vice President

___________________________
By: JASON STILWELL
City Manager
ATTEST:

___________________________
Rhonda M. White, CMC
Chief Deputy City Clerk
APPROVED AS TO FORM:

______________________
City Attorney

______________________
Risk Manager

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EXHIBIT “A”

SERVICES TO BE PERFORMED

Basic services shall be to perform various engineering/surveying tasks typical of a municipal agency. Tasks may include, but are not limited to the following:

Environmental Impact Reports (ElRs), Initial Studies/Mitigated Ne gative Declarations (IS/MNDs), Mitigation Monitoring and Reporting Program (MMRPs), and CEQA findings, and NEPA documents, such as Environmental Impact Statements (EISs), Environmental Assessments (EAs), Record of Decision (ROD) and Finding of No Significa nt Impact (FONSI) decision documents, and Preliminary EA Reports.

Archaeology Resources
Archaeology services task may include literature searches, reconnaissance studies, intensive surveys, preservation and treatment plans, memoranda of agreement, archaeological site testing/evaluations, full -scale excavation for data recovery, construction monitoring, impact mitigation management, and site preservation.

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Architectural History
Selected firms will be expected to have access to resources to provide architectural history services including archival research; resource surveys of historic buildings; developing historical overviews, preservation plans, and interpretive plans; National Register of Historic Places (NRHP) and California Register of Historical Resources (CRHR) documentation and nominations; and preparation of Historic American Buildings Survey (HABS) documentation.

Biological Resources
Biological services may require the expertise from scientists, planners, restoration ecologists, and arborists. Services may include conducting si ting, alternatives, and constraints analyses; recording and documenting pre -project existing biological conditions; and developing and implementing specialized studies, mitigation and monitoring plans, and environmental compliance programs for a wide range of project types.

In summary, task may include, but not limited to any of the following:
• Biological assessments and evaluations
• Wetland delineations
• Mitigation plans and implementation
• Mitigation monitoring
• Endangered species surveys
• Federal Endangered S pecies Act (FESA) Section 7 consultations and Section 10(a) permits
• Avian and bat services, including morbidity/mortality studies, breeding bird/nesting surveys
• Restoration ecology

Regulatory Permitting
Consultants’ tasks may include coordinating with federal and state regulatory agencies to ensure compliance and consistency with federal and state environmental requirements.

Potential consultants are expected to have a working relationship with local U.S. Fish and Wildlife Service (USFWS), U.S. Army Cor ps of Engineers (USAGE), California Department of Fish and Wildlife (CDFW), and Regional Water Quality Control Board (RWQCB) staffers and experience with FESA Section 7 formal and informal consultations, and FESA Section 10 Habitat Conservation Plan (HCP) preparation.

In addition, it is highly desirable that the potential consultants have access to biologists holding federal species permits and are regularly approved to survey for and relocate federally listed species, such as California red-legged frog, steelhead trout, and California

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tiger salamander under Biological Opinions prepared by USFWS. Task may include conducting the necessary biological and wetland analyses and prepare CWA Section 404 Nationwide Permit, CWA Section 401 Water Quality Certification, and California Fish and Game Code Section 1602 Streambed Alteration Agreement permit application packages.

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EXHIBIT “B”

PAYMENT

I. Progress Authorization

This contract is subject to the requirements of Page G-9 of the Purchasing Guidelines for the City of Santa Maria.

Individual task orders will be created under this Master Agreement for the completion of each task and billed according to the attached rate sheet.

The aggregate not-to-exceed fee for all tasks provided during the initial two-year term of the Agreement shall be $500,000.00.

II. Invoice procedure.

A. Payment shall be at the conclusion of the Project based on the billable charges.

B. The Consultant shall present the bill for charges by the second day of the month.

C. The Consultant’s bill shall be substantiated by appropriate documentation, and include an itemized listing of personnel, subconsultants, and other direct costs incurred.

III. Maximum billable amounts

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Rate Sheet

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EXHIBIT “C”

INSURANCE

INSURANCE REQUIREMENTS

Provider shall procure and maintain for the duration of the contract insurance against claims for injuries to persons or damages to property which may arise from or in connection with the performance of the work hereunder by the Provider, his/her agents, representatives, or employees. If the Pr ovider maintains broader coverage and/or higher limits than the minimums shown above, the City requires and shall be entitled to the broader coverage and/or higher limits maintained by the Provider.

A. Minimum Scope of Insurance

Coverage shall be at least as broad as:

1. Insurance Services Office Commercial General Liability coverage (occurrence form CG 0001), including products and completed operations, property damage, bodily injury and personal & advertising injury.

2. Insurance Services Office Business Auto Coverage Form Number CA 00 01 covering any auto (Code 1), or if Provider has no owned autos, covering hired (Code 8) and non-owned autos (Code 9).

3. Workers' Compensation insurance as required by the State of California and Employer's Liability Insurance.

4. Errors and Omissions liability insurance appropriate to the Provider's profession. Architects' and engineers' coverage is to be endorsed to include contractual liability.

5. Cyber Liability Insurance, Coverage shall be sufficiently broad to respond to the duties and obligations as is undertaken by Vendor in this agreement and shall include, but not be limited to, claims involving infringement of intellectual property, including but not limited to infringement of copyright, trademark, trade dress, invasion of privacy violations, information theft, damage to or destruction of electronic information, release of private information, alteration of electronic information, extortion a nd network security. The policy shall provide coverage for breach response costs as well as regulatory fines and penalties as well as credit

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monitoring expenses with limits sufficient to respond to these obligations.

B. Minimum Limits of Insurance

Provider shall maintain limits no less than:

2. Automobile Liability - $1,000,000 per accident for bodily injury and property damage.

3. Workers’ Compensation: Statutory limits.

4. Employer's Liability - $1,000,000 per accident for bodily injury or disease.

5. Errors and Omissions Liability - $1,000,000 per occurrence or claim, $2,000,000 aggregate.

6. Cyber Liability- $2,000,000 per occurrence or claim, $2,000,000 aggregate.

C. Self-insured Retentions

Self-insured retentions must be declared to and approved by the City.

The City may require the Provider to purchase coverage with a lower retention or provide proof of ability to pay losses and related investigations, claim administration and defense expenses within the retention.

D. Other Insurance Provisions

The commercial general liability and automobile liability policies are to contain, or be endorsed to contain, the following provisions:

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equipment furnished in connection with such work or
operations. General liability coverage can be provided in the form or an endorsement to the Provider’s insurance (at least as broad as ISO Form CG 20 10 11 85 or both CG 20 10, CG 20 26, CG 20 33, or CG 20 38 and CG 20 37 forms if later revisions are used).

2. For any claims related to this project, the Provider's insurance coverage shall be primary insurance coverage at least as broad as ISO CG 20 01 04 13 as respects the City, its officers, officials, employees and volunteers. Any insurance or s elf-insurance maintained by the City, its officers, officials, employees or volunteers shall be excess of the Provider's insurance and shall not contribute with it.

4. Provider hereby grants to City a waiver of any right to subrogation which any insurer of said Provider may acquire against the City by virtue of the payment of any loss under such insurance. Provider agrees to obtain any endorsement that may be necessary to affect this waiver of subrogation, but this provision applies regardless of whether or not t he City has received a waiver of subrogation endorsement from the insurer.

5. If any of the required policies provide claims-made coverage:
a. The Retroactive Date must be shown, and must be
before the date of the contract or the beginning of contract work. b. Insurance must be maintained and evidence of
insurance must be provided for at least five (5) years after completion of the contract of work.
c. If coverage is canceled or non -renewed, and not
replaced with another claims -made polic y form with a
Retroactive Date prior to the contract effective date, the Provider must purchase “extended reporting” coverage for a minimum of five (5) years after completion of work.

E. Acceptability of Insurers

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Insurance is to be placed with insurers with a current A.M. Best's rating of no less than A:VII, unless otherwise acceptable to the City.

F. Verification of Coverage

Provider shall furnish the City with original certificates and amendatory endorsements of the applicable policy langu age effecting coverage required by this clause. All certificates and endorsements are to be received and approved by the City before work commences. However, failure to obtain the required documents prior to the work beginning shall not waive the Provide r’s obligation to provide them. The City reserves the right to require complete, certified copies of all required insurance policies, including endorsements effecting the coverage required by these specifications at any time.

G. Special Risks or Circumstances

The City reserves the right to modify these requirements, including limits, based on the nature of the risk, prior experience, insurer, coverage, or other special circumstances.

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AGREEMENT FOR PROFESSIONAL SERVICES

On-Call Environmental Planning and Permitting Services

This Agreement is made on May 16, 2023, by and between SWCA Environmental Consultants, a California Corporation (“Contractor”) , and the City of Santa Maria, a California Municipal Corporation and charter city (“City”), in Santa Maria, California, based on the following recitals:

WHEREAS, City has determined it is in the public interest to proceed with the work hereinafter described as "Project"; and

WHEREAS, City has determined the Project involves the performance of engineering services of a temporary nature; and

WHEREAS, City does not have available employees to perform the services for the Project; and

WHEREAS, City has requested the Contractor to provide manpower to complete the Project; and

NOW, THEREFORE, IT IS AGREED:

1. Recitals true. The above recitals are true.

2. General.

2.02. Services to be Performed. Contractor shall determine the method, details, and means of providing On-Call Environmental Planning a nd Permitting Services. More specifically, Contractor agrees to perform the specific services listed in Exhibit “A.”

2.03. City’s Duties. City’s duties under this Agreement are to cooperate with Contractor in the performance of the contract and timely pay invoices.

2.04. Payment. Payment terms under this Agreement are listed in Exhibit “B.”

2.05. Insurance. Contractor shall provide insurance as listed in Exhibit “C.”

2.06. Exhibits. Exhibits “A,” “B,” and “C” are attached and incorporated.

3. Contractor’s Obligations.

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3.01. Minimum Amount of Service. Contractor shall devote sufficient time to perform services under this agreement efficiently and effectively. Contractor may represent, perform services for, and be employed by additional individuals or entities, in Contractor’s sole discretion, as long as the performance of these extra-contractual services does not interfere with or present a conflict with City's business.

3.02. Tools and Equipment. Except as otherwise stated in this Agreement, Contractor will supply all tools and equipment necessary to perfo rm this Agreement.

3.03. Status. Contractor (including its employees) is an independent contractor.

No employer/employee relationship exists between Contractor and the City.

Contractor's assigned personnel shall not be entitled to any benefits payable to employees of the City. The City is not required to make any deductions or withholdings from the compensation payable to Contractor under this agreement. Contractor (as a business entity, including its employees) is a “design professional” as defined by California Civil Code section 2782.8(c)(3).

3.04. Indemnification. To the fullest extent permitted by law, the Contractor shall indemnify, defend (with independent counsel approved by the City) and hold harmless the City, and its directors, officers, and employees from and against all liabilities (including without limitation all claims, losses, damages, penalties, fines, and judgments, associated investigation and administrative expenses, and d efense costs, including but not limited to reasonable attorneys’ fees, court costs and costs of alternative dispute resolution) regardless of nature or type that arise out of, pertain to, or relate to the negligence, reckless, or willful misconduct of the Contractor including its agents, subcontractors and employees. The provisions of this paragraph survive completion of the services or the termination of this contract. The provisions of this Section are not limited by the provisions of the Section relating to insurance.

3.05. Use of Subcontractors. CONTRACTOR may subcontract with third party providers that were listed in CONTRACTOR’s Response to Request for Proposals and whose rate sheets have been included in this Agreement.

Subcontractors shall be billed at the rates listed in Exhibit B. CONTRACTOR is fully responsible for the actions and omissions of any subcontractor.

CONTRACTOR must ensure subcontractor adherence to the same quality standards and assurances required of CONSULTANT. CONSULTANT shall ensure that this Agreement is incorporated by reference into any Agreement with a subcontractor and that subcontractor complies with the insurance requirements of EXHIBIT C.

4. Miscellaneous

4.01. Notices. All communication relating to the day-to-day activities of this

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Agreement shall be exchanged between a designated representative of the CITY and a representative of CONTRACTOR, listed below. All notices shall be addressed as follows unless a written change is filed with the City:

To City:

Thomas M. Korman, P.E., P.L.S.

Principal Civil Engineer
110 East Cook Street
Santa Maria, CA 93454
To Contractor:

SWCA Environmental Consultants
Attn: Bill Henry, AICP
Senior Director
3426 Empresa Drive, Suite 100
San Luis Obispo, CA 93401

4.02. Compliance With Laws, etc. Contractor shall comply with all laws, including but not limited to the rules and policies of the City, in performing this agreement.

4.03. Integration. This agreement constitutes the entire agreement of the parties with respect to the subject matter. All modifications, amendments, or waivers of the terms of this agree ment must be in writing and signed by the appropriate representatives of the parties.

4.04. Interpretation. This agreement shall be interpreted in accordance with the laws of the State of California.

4.05. Jurisdiction. Jurisdiction and venue of all disputes over the terms of this agreement shall be in the County of Santa Barbara, State of California.

4.06. Warranty of authority. Each person signing this agreement on behalf of a party warrants that he or she has authority to do so.

4.07. No Waiver. Failure to enforce with respect to a default shall not be construed as a waiver.

4.08. Severability. The provisions of this agreement are severable. If any part of this agreement is held invalid by a court of competent jurisdiction, the remainder of the agreement shall remain in full force and effect unless amended or modified by mutual written consent of the parties.

4.09. Submittals. In addition to any other submittals required by this agreement,

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Contractor shall submit copies of its current business license and current certificate of workers’ compensation coverage to the City before beginning work on this project.

4.10. Prevailing Wage. Prevailing Wage. If applicable, Contractor and all Subcontractors are required to pay the general prevailing wa ge rates of per diem wages and overtime and holiday wages determined by the Director of the Department of Industrial Relations under Section 1720 et seq. of the California Labor Code. The Director's determination is on file and open to inspection at www.dir.ca.gov and is referred to and made a part hereof; the wage rates therein ascertained, determined, and specified are referred to and made a part hereof as though fully set forth herein.

IN WITNESS WHEREOF, this agreement is executed by the parties on the date first written above.

SWCA Environmental Consultants, A
California Corporation
CITY OF SANTA MARIA, a political
subdivision of the State of California

___________________________
By: BILL HENRY
Senior Director

___________________________
By: JASON STILWELL
City Manager
ATTEST:

___________________________
Rhonda M. White, CMC
Chief Deputy City Clerk
APPROVED AS TO FORM:

______________________
City Attorney

______________________
Risk Manager

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EXHIBIT “A”

SERVICES TO BE PERFORMED

Basic services shall be to perform various engineering/surveying tasks typical of a municipal agency. Tasks may include, but are not limited to the following:

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Regulatory Permitting
Consultants’ tasks may include coordinating with federal and state regulatory agencies to ensure compliance and consistency with federal and state environmental requirements.

In addition, it is highly desirable that the potential consultants have access to biologists holding federal species permits and are regularly approved to survey for and relocate federally listed species, such as California red-legged frog, steelhead trout, and California

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tiger salamander under Biological Opinions prepared by USFWS. Task may include conducting the necessary biological and wetland analyses and prepare CWA Section 404 Nationwide Permit, CWA Section 401 Water Quality Certification, and California Fish and Game Code Section 1602 Streambed Alteration Agreement permit application packages.

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EXHIBIT “B”

PAYMENT

I. Progress Authorization

This contract is subject to the requirements of Page G-9 of the Purchasing Guidelines for the City of Santa Maria.

Individual task orders will be created under this Master Agreement for the completion of each task and billed according to the attached rate sheet.

The aggregate not-to-exceed fee for all tasks provided during the initial two-year term of the Agreement shall be $500,000.00.

II. Invoice procedure.

A. Payment shall be at the conclusion of the Project based on the billable charges.

B. The Contractor shall present the bill for charges by the second day of the month.

C. The Contractor’s bill shall be substantiated by appropriate documentation, and include an itemized listing of personnel, subcontractors, and other direct costs incurred.

III. Maximum billable amounts

Under no circumstance shall the total of all payments to the Contractor exceed ninety percent (90%) of the maximum not-to-exceed cost, prior to acceptance by the City of all items to be completed as noted within Exhibit "A".

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Rate Sheet

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EXHIBIT “C”

INSURANCE

INSURANCE REQUIREMENTS

Provider shall procure and maintain for the duration of the contract insurance against claims for injuries to persons or damages to property which may arise from or in connection with the performance of the work hereunder by the Provider, his/her agents, representatives , or employees. If the Provider maintains broader coverage and/or higher limits than the minimums shown above, the City requires and shall be entitled to the broader coverage and/or higher limits maintained by the Provider.

A. Minimum Scope of Insurance

Coverage shall be at least as broad as:

1. Insurance Services Office Commercial General Liability coverage (occurrence form CG 0001), including products and completed operations, property damage, bodily injury and personal & advertising injury.

2. Insurance Services Office Business Auto Coverage Form Number CA 00 01 covering any auto (Code 1), or if Provider has no owned autos, covering hired (Code 8) and non-owned autos (Code 9).

3. Workers' Compensation insurance as required by the State of California and Employer's Liability Insurance.

4. Errors and Omissions liability insurance appropriate to the Provider's profession. Architects' and engineers' coverage is to be endorsed to include contractual liability.

5. Cyber Liability Insurance, Coverage shall be sufficiently broad to respond to the duties and obligations as is undertaken by Vendor in this agreement and shall include, but not be limited to, claims involving infringement of intellectual property, including but not limited to infringement of copyright, trademark, trade dress, invasion of privacy violations, information theft, damage to or destruction of electronic information, release of private information, alteration of electronic information, extortion a nd network security. The policy shall provide coverage for breach response costs as well as regulatory fines and penalties as well as credit

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monitoring expenses with limits sufficient to respond to these obligations.

B. Minimum Limits of Insurance

Provider shall maintain limits no less than:

2. Automobile Liability - $1,000,000 per accident for bodily injury and property damage.

3. Workers’ Compensation: Statutory limits.

4. Employer's Liability - $1,000,000 per accident for bodily injury or disease.

5. Errors and Omissions Liability - $1,000,000 per occurrence or claim, $2,000,000 aggregate.

6. Cyber Liability- $2,000,000 per occurrence or claim, $2,000,000 aggregate.

C. Self-insured Retentions

Self-insured retentions must be declared to and approved by the City.

D. Other Insurance Provisions

The commercial general liability and automobile liability policies are to contain, or be endorsed to contain, the following provisions:

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Atty. Rev. 2021

5. If any of the required policies provide claims-made coverage:
a. The Retroactive Date must be shown, and must be
before the date of the contract or the beginning of contract work. b. Insurance must be maintained and evidence of
insurance must be provided for at least five (5) years after completion of the contract of work.
c. If coverage is canceled or non -renewed, and not
replaced with another claims -made policy form with a
Retroactive Date prior to the contract effective date, the Provider must purchase “extended reporting” coverage for a minimum of five (5) years after completion of work.

E. Acceptability of Insurers

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Atty. Rev. 2021

Insurance is to be placed with insurers with a current A.M. Best's rating of no less than A:VII, unless otherwise acceptable to the City.

F. Verification of Coverage

Provider shall furnish the City with original certificates and amendatory endorsements of the applicable policy language effecting coverage required by this clause. All certificates and endorsements are to be received and approved by the City before work commences. However, failure to obtain the required documents prior to the work beginning shall not waive the Provider’s obligation to provide them. The City reserves the right to require complete, certified copies of all required insurance policies, inclu ding endorsements effecting the coverage required by these specifications at any time.

G. Special Risks or Circumstances

The City reserves the right to modify these requirements, including limits, based on the nature of the risk, prior experience, insurer, coverage, or other special circumstances.

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RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL OF THE

CITY OF SANTA MARIA, CALIFORNIA, AWARDING A PROFESSIONAL SERVICES

AGREEMENT FOR ON-CALL ENVIRONMENTAL PLANNING AND PERMITTING

SERVICES TO EMC PLANNING GROUP

WHEREAS, the need exists for the City to obtain prompt professional Environmental Planning and Permitting Services to support municipal improvement projects; and

WHEREAS, on February 14, 2023, the City issued a Request for Proposal (RFP) for On-Call Environmental Planning and Permitting Services for projects within the City and notified firms that specialize in this work, including those firms who had expressed interest, as well as those who had previously completed work for the City; and

WHEREAS, on March 17, 2023, the City received eight proposals from firms that perform this work; and

WHEREAS, staff formed a selection committee to independently review and score each firm’s proposal based on specific criteria in the RFP; and

WHEREAS, following deliberations, the selection committee determined that EMC Planning Group satisfied the requirements of the RFP and was deemed a qualified firm to provide the needed On-Call Environmental Planning and Permitting Services; and

WHEREAS, the firm will provide services on an on-call, as-needed, project-specific basis as defined by the City, and all task orders will have a defined scope, schedule, and fee arrangement that will be negotiated based on the hourly rate schedule included in the agreement; and

WHEREAS, the City determined that the proposed action is not a project as defined by the California Environmental Quality Act (CEQA) (CCR, Title 14, Chapter 3 (CEQA Guidelines), Article 20, Section 15378). In addition, CEQA Guidelines Section 15061 includes the general rule that CEQA applies only to activities that have the potential for causing a significant effect on the environment. Where it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment. Any subsequent discretionary projects resulting from this action will be assessed for CEQA applicability.

NOW, THEREFORE, IT IS HEREBY RESOLVED by the City Council of the City of Santa Maria, California, as follows:

1. That a Professional Services Agreement for On-Call Environmental Planning and Permitting Services is awarded to EMC Planning Group for a term of two years with an annual fee not to exceed $300,000; and

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2 2. That the City Manager, or designee, is authorized to execute the Professional Services Agreement upon receipt of information required by the Request for Proposal (RFP).

3. The Chief Deputy City Clerk is hereby authorized to make minor changes herein to address clerical errors, so long as substantial conformance of the intent of this document is maintained. In doing so, the Chief Deputy City Clerk shall consult with the City Manager and City Attorney concerning any changes deemed necessary.

PASSED AND ADOPTED at a regular meeting of the City Council of the City of Santa Maria held this 16th day of May 2023.

ATTEST:

Chief Deputy City Clerk

Mayor

APPROVED AS TO FORM:
_______________________________
City Attorney
APPROVED AS TO CONTENT:
_______________________________
Department Director
_______________________________
City Manager

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RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL OF THE

CITY OF SANTA MARIA, CALIFORNIA, AWARDING A PROFESSIONAL SERVICES

AGREEMENT FOR ON-CALL ENVIRONMENTAL PLANNING AND PERMITTING SERVICES TO RINCON CONSULTANTS, INC.

WHEREAS, the need exists for the City to obtain prompt professional Environmental Planning and Permitting Services to support municipal improvement projects; and

WHEREAS, on March 17, 2023, the City received eight proposals from firms that perform this work; and

WHEREAS, staff formed a selection committee to independently review and score each firm’s proposal based on specific criteria in the RFP; and

WHEREAS, following deliberations, the selection committee determined that Rincon Consultants, Inc. satisfied the requirements of the RFP and was deemed a qualified firm to provide the needed On-Call Environmental Planning and Permitting Services; and

WHEREAS, the City determined that the proposed action is not a project as defined by the California Environmental Quality Act (CEQA) (CCR, Title 14, Chapter 3 (CEQA Guidelines), Article 20, Section 15378). In addition, CEQA Guidelines Section 15 061 includes the general rule that CEQA applies only to activities that have the potential for causing a significant effect on the environment. Where it can be seen with certainty that there is no possibility that the activity in question may have a signif icant effect on the environment. Any subsequent discretionary projects resulting from this action will be assessed for CEQA applicability.

NOW, THEREFORE, IT IS HEREBY RESOLVED by the City Council of the City of Santa Maria, California, as follows:

1. That a Professional Services Agreement for On-Call Environmental Planning and Permitting Services is awarded to Rincon Consultants, Inc. for a term of two years with an annual fee not to exceed $300,000; and

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2 2. That the City Manager, or designee, is authorized to execute the Professional Services Agreement upon receipt of information required by the Request for Proposal (RFP).

PASSED AND ADOPTED at a regular meeting of the City Council of the Ci ty of Santa Maria held this 16th day of May 2023.

ATTEST:

Chief Deputy City Clerk

Mayor

APPROVED AS TO FORM:
_______________________________
City Attorney
APPROVED AS TO CONTENT:
_______________________________
Department Director
_______________________________
City Manager

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RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL OF THE

CITY OF SANTA MARIA, CALIFORNIA, AWARDING A PROFESSIONAL SERVICES

AGREEMENT FOR ON-CALL ENVIRONMENTAL PLANNING AND PERMITTING

SERVICES TO SWCA ENVIRONMENTAL CONSULTANTS

WHEREAS, the need exists for the City to obtain prompt professional Environmental Planning and Permitting Services to support municipal improvement projects; and

WHEREAS, on March 17, 2023, the City received eight proposals from firms that perform this work; and

WHEREAS, staff formed a selection committee to independently review and score each firm’s proposal based on specific criteria in the RFP; and

WHEREAS, following deliberations, the selection committee determined that SWCA Environmental Consultants satisfied the requirements of the RFP and was deemed a qualified firm to provide the needed On-Call Environmental Planning and Permitting Services; and

NOW, THEREFORE, IT IS HEREBY RESOLVED by the City Council of the City of Santa Maria, California, as follows:

1. That a Professional Services Agreement for On-Call Environmental Planning and Permitting Services is awarded to SWCA Environmental Consultants for a term of two years with an annual fee not to exceed $300,000; and

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2 2. That the City Manager, or designee, is authorized to execute the Professional Services Agreement upon receipt of information required by the Request for Proposal (RFP).

PASSED AND ADOPTED at a regular meeting of the City Council of the City of Santa Maria held this 16th day of May 2023.

ATTEST:

Chief Deputy City Clerk

Mayor

APPROVED AS TO FORM:
_______________________________
City Attorney
APPROVED AS TO CONTENT:
_______________________________
Department Director
_______________________________
City Manager

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FOR THE COUNCIL MEETING OF MAY 16, 2023

COUNCIL AGENDA REPORT

TO: City Council

FROM: City Manager
Prepared by: Director of Public Works

SUBJECT: Infrastructure Asset Data Collection Services

Description:

The City Council will consider an agreement to perform data collection services for the City’s approximate 230 centerline miles of road right s-of-way, sidewalks, curb ramps, driveways, etc.

RECOMMENDATION:

Adopt a Resolution approving a Professional Services Agreement with NCE to perform Infrastructure Asset Data Collection Services for the Public Works Department.

BACKGROUND:

The scope of work will focus on the data collection of the assets, including relevant attributes. The request includes the following asset data colle ction services on approximately 230 centerline miles of the City’s network:

• Road Right-of-Way (ROW) Street Level Imagery (required) • Road Right-of-Way GIS Asset Inventory for the following asset types:
• Sidewalks (width, length – curb return to curb return) • Traffic Signs (by type and Location)
• Curb Ramps (location)
• Pavement Traffic Markings (by type and location)
• Curb Markings (color and location)
• Driveway Aprons (length, width, location)

The data collected as a result of this effort will support the department’s goals to create a Sidewalk Condition Index, as well as to inventory the curb ramps, traffic signs, pavement and curb markings, and location of driveway aprons for the objective of building a comprehensive data base to be utilized for maintenance and future improvement projects.

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2 DISCUSSION:

On March 22, 2023, the Department of Public Works issued a Request for Proposals (RFP) for the Public Works Infrastructure Asset Data Collection Services. The RFP closed on April 14, 2023. Following the closure of the RFP, the submitted proposals were reviewed for consultant expertise and availability to perform the Infrastructure Asset Data Collection services. Of the proposals received, NCE had the highest -rated proposal and was selected as the consultant to be recommended for the award of the profession al services agreement by the selection committee.

Alternative(s)

1. The City Council can direct that negotiations be reopened with NCE to modify the scope of work for the project. However, the scope of work is commensurate with the anticipated effort requ ired to provide adequate services and the fees are in line with industry standards.

2. The City Council can elect not to award the Professional Services Agreement to NCE, reject the proposal, and direct the solicitation of new proposals. However, the selection committee determined the NCE’s proposal was responsive to the RFP. NCE has extensive experience and has completed numerous projects of similar nature for cities throughout the County of Santa Barbara County and throughout California.

Fiscal Considerations
There are no significant additional financial impacts to the City anticipated with this action.

Impact to the Community
The information collected will be utilized for maintenance and future improvement projects and will be useful to various functions and levels of users within the organization and the public.

ATTACHMENT – Professional Services Agreement with NCE

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AGREEMENT FOR PROFESSIONAL SERVICES

INFRASTRUCTURE ASSET DATA COLLECTION SERVICES

This Agreement is made on May 16, 2023, by and between NCE, a California Corporation (“Consultant”) and the City of Santa Maria, a California Municipal Corporation and charter city (“City”), in Santa Maria, California, based on the following recitals:

WHEREAS, City has determined it is in the public interest to proceed with the work hereinafter described as "Project"; and

WHEREAS, City does not have available employees to perform the services for the Project; and

WHEREAS, City has requested the Consultant to provide manpower to complete the Project; and

WHEREAS, Consultant is registered or licensed in California to perform desired services for the Project.

NOW, THEREFORE, IT IS AGREED:

1. Recitals true. The above recitals are true.

2. General.

2.1 Term and Termination. The term of this contract is two years, beginning on the date first written above. This contract may be extended by mutual consent of the parties. This contract may be terminated for breach of its terms or conditions, or because of discovery of any act which violates local, state or federal la w. Termination is effective 14 days after deposit of notice as specified in this Agreement.

2.2 Services to be Performed. Consultant shall determine the method, details and means of performing Infrastructure Asset Data Collection services. More specifically, Consultant agrees to perform the specific services listed in Exhibit “A.”

2.3 City’s Duties. City’s duties under this Agreement are to cooperate with Consultant in the performance of the contract and timely pay invoices.

2.4 Payment. Payment terms under this Agreement are listed in Exhibit “B.”

2.5 Insurance. Consultant shall provide insurance as listed in Exhibit “C.”

2.6 Exhibits. Exhibits “A,” “B,” and “C” are attached and incorporated.

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3. Consultant’s Obligations.

3.1 Minimum Amount of Service. Consultant shall devote sufficient time to perform services under this agreement efficiently and effectively. Consultant may represent, perform services for and be employed by additional individuals or entities, in Consultant’s sole discretion, as long as the performance of these extra-contractual services does not interfere with or present a conflict with City's business.

3.2 Tools and Equipment. Except as otherwise stated in this Agreement, Consultant will supply all tools and equipment necessary to perform this Agreement.

3.3 Status. Consultant (including its employees) is an independent consultant and all persons working for or under the direction of Consultant are its agents or employees and not agents or employees of the City. No employer/employee relationship exists between Consultant and the City.

Consultant's assigned personnel shall not be entitled to any benefits payable to employees of the City. The City is not required to make any deductions or withholdings from the compens ation payable to Consultant under this agreement. Consultant (as a business entity, including its employees) is a “design professional” as defined by California Civil Code section 2782.8(c)(3).

3.4 Indemnification. To the fullest extent permitted by law, the Consultant shall indemnify, defend (with independent counsel approved by the City) and hold harmless the City, and its directors, officers, and employees from and against all liabilities (including without limitation all claims, losses, damages, penalties, fines, and judgments, associated investigation and administrative expenses, and defense costs, including but not limited to reasonable attorneys’ fees, court costs and costs of alternative dispute resolution) regardless of nature or type that arise ou t of, pertain to, or relate to the negligence, reckless, or willful misconduct of the Consultant including its employees. The provisions of this paragraph survive completion of the services or the termination of this contract. The provisions of this Section are not limited by the provisions of the Section relating to insurance.

Further, Consultant will defend and indemnify City, and hold it harmless, from any claim, demand or liability that is related to, or results from an assertion that as a result of providing services to City, an employee of Consultant or a person performing work pursuant to this Agreement is entitled to benefits from, or is covered by, the California Public Employee Retirement System.

4. Miscellaneous

4.1 Notices. All communication relating to the day -to-day activities of this Agreement shall be exchanged between a designated representative of the City and a representative of Consultant, listed below . All notices shall be addressed as follows unless a written change is filed with the City:

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To City:

Thomas M. Korman, P.E.

Principal Civil Engineer
110 East Cook Street
Santa Maria, CA 93454

To Consultant:

Vivek Jha, PE
Client Manager
285 N Ventura Ave, Ventura,
CA 93001

If the designated representative or address of either party changes during the term of this agreement, a written notice shall be given to the other party prior to the effective date of change. Any written notices required under this agreement shall be effective five (5) days after deposit into United States mail, postage prepaid, addressed to the designated representative, or upon confirmation of receipt of delivery if another notification process is used.

4.2 Compliance With Laws, etc. Consultant shall comply with all laws, including but not limited to the rules and policies of the City, in performing this agreement.

4.3 Integration. This agreement constitutes the entire agreement of the parties with respect to the subject matter. All modifications, amendments, or waivers of th e terms of this agreement must be in writing and signed by the appropriate representatives of the parties.

4.4 Interpretation. This agreement shall be interpreted in accordance with the laws of the State of California.

4.5 Jurisdiction. Jurisdiction and venu e of all disputes over the terms of this agreement shall be in the County of Santa Barbara, State of California.

4.6 Warranty of authority. Each person signing this agreement on behalf of a party warrants that he or she has authority to do so.

4.7 No Waiver. Failure to enforce with respect to a default shall not be construed as a waiver.

4.8 Severability. The provisions of this agreement are severable. If any part of this agreement is held invalid by a court of competent jurisdiction, the remainder of the agreem ent shall remain in full force and effect unless amended or modified by mutual written consent of the parties.

4.9 Submittals. In addition to any other submittals required by this agreement, Consultant shall submit copies of its current business license and current certificate of workers compensation coverage to the City before beginning work on this project.

4.10 Prevailing Wage. If applicable, Consultant and all subconsultants are

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required to pay the general prevailing wage rates of per diem wages and overtime and holiday wages determined by the Director of the Department of Industrial Relations under Section 1720 et seq. of the California Labor Code.

The Director's determination is on file and open t o inspection at www.dir.ca.gov and is referred to and made a part hereof; the wage rates therein ascertained, determined and specified are referred to and made a part hereof as though fully set forth herein.

4.11 City Approved Staff. Public Works Director shall approve Consultant project manager assigned to the project. Consultant shall not change staffing without prior written approval.

IN WITNESS WHEREOF, this agreement is executed by the parties on the date first written above.

NCE

___________________________
Michael J Leacox
Vice President

CITY OF SANTA MARIA, a political subdivision
of the State of California

Brett Fulgoni
Director Public Works

ATTEST:

Rhonda M. White, CMC
Chief Deputy City Clerk
APPROVED AS TO FORM:

_______________________________
Risk Manager
_______________________________
City Attorney

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EXHIBIT “A”

SCOPE OF SERVICES

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EXHIBIT “B”

PAYMENT

I. Progress Authorization

Written authorization to proceed from the City authorizes the Consultant to generate the not-toexceed cost of NINETY-SEVEN THOUSAND AND FIVE- HUNDRED DOLLARS($97,500.00) in fees for all work under this contract . City shall prepare written authorization to proceed for specific tasks prior to authorization. These tasks shall be determined on an as-needed and on-call basis.

II. Invoice procedure.

A. Individual task orders will be created under this Master Agreement for the completion of each task and billed according to the attached rate sheet.

B. The Consultant shall present the bill for charges by the second day of the month.

C. The Consultant's bill shall be substantiated by appropriate documentation, and include an itemized listing of personnel, subConsultants, and other direct costs incurred.

III. Maximum billable amounts

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EXHIBIT “C”

INSURANCE REQUIREMENTS

Consultant shall procure and maintain for the duration of the contract insurance against claims for injuries to persons or damages to property which may arise from or in connection with the performance of the work hereunder by the Consultant, his/her agents, representatives, or employees. If the Consultant maintains broader coverage and/or higher limits than the minimums shown above, the City requires and shall be entitled to the broader coverage and/or higher limits maintained by the Consultant.

A. Minimum Scope of Insurance

Coverage shall be at least as broad as:

1. Insurance Services Office Commercial General Liability coverage (occurrence form CG 0001), including products and completed operation s, property damage, bodily injury and personal & advertising injury.

2. Insurance Services Office Business Auto Coverage Form Number CA 00 01 covering any auto (Code 1), or if Consultant has no owned autos, covering hired (Code 8) and non-owned autos (Code 9).

3. Workers' Compensation insurance as required by the State of California and Employer's Liability Insurance.

4. Errors and Omissions liability insurance appropriate to the Consultant's profession. Architects' and engineers' coverage is to be endorsed to include contractual liability.

B. Minimum Limits of Insurance

Consultant shall maintain limits no less than:

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2. Automobile Liability - $1,000,000 per accident for bodily injury and property damage.

3. Workers’ Compensation: Statutory limits.

4. Employer's Liability - $1,000,000 per accident for bodily injury or disease.

5. Errors and Omissions Liability - $1,000,000 per occurrence or claim, $2,000,000 aggregate.

C. Self-insured Retentions

Self-insured retentions must be declared to and approved by the City.

The City may require the Consultant to purchase coverage with a lower retention or provide proof of ability to pay losses and related investigations, claim administration and defense expenses within the retention.

D. Other Insurance Provisions

The liability policies are to contain, or be endorsed to contain, the following provisions:

1. The City, its officers, officials, employees and volunteers are to be covered as additional insureds on the CGL policy with respect to liability arising out of work or operations performed by or on behalf of the Consultant including materials, parts or equipment furnished in connection with such work or
operations. General liability coverage can be provided in the form or an endorsement to the Consultant’s insurance (at least as broad as ISO Form CG 20 10 11 85 or both CG 20 10, CG 20 26, CG 20 33, or CG 2 0 38 and CG 20 37 forms if later revisions are used).

2. For any claims related to this project, the Consultant's insurance coverage shall be primary insurance coverage at least as broad as ISO CG 20 01 04 13 as respects the City, its officers, officials, employees and volunteers. Any insurance or self -insurance maintained by the City, its officers, officials, employees or volunteers shall be excess of the Consultant's insurance and shall not contribute with it.

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to the City representative listed for notice in this agreement and shall specify the title of this Agreement. Notice may be given by overnight mail, facsimile with confirmation of receipt, or certified mail with return-receipt requested.

4. Consultant hereby grants to City a waiver of any right to subrogation which any insurer of said Consultant may acquire against the City by virtue of the payment of any loss under such insurance. Consultant agrees to obtain any endorsement that may be necessary to affect this waiver of subrogation, but this provision applies regardless of whether or not the City has received a waiver of subrogation endorsement from the insurer.

5. If any of the required policies provide claims-made coverage:
a. The Retroactive Date must be shown, and must b e
before the date of the contract or the beginning of contract work. b. Insurance must be maintained and evidence of
insurance must be provided for at least five (5) years after completion of the contract of work.
c. If coverage is canceled or no n-renewed, and not
replaced with another claims -made policy form with a
Retroactive Date prior to the contract effective date, the Consultant must purchase “extended reporting” coverage for a minimum of five (5) years after completion of work.

E. Acceptability of Insurers

Insurance is to be placed with insurers with a current A.M. Best's rating of no less than A:VII, unless otherwise acceptable to the City.

F. Verification of Coverage

Consultant shall furnish the City with original certifica tes and amendatory endorsements of the applicable policy language effecting coverage required by this clause. All certificates and endorsements are to be received and approved by the City before work commences.

However, failure to obtain the required doc uments prior to the work beginning shall not waive the Consultant’s obligation to provide them.

The City reserves the right to require complete, certified copies of all required insurance policies, including endorsements effecting the coverage required by these specifications at any time.

G. Special Risks or Circumstances

The City reserves the right to modify these requirements, including limits, based on the nature of the risk, prior experience, insurer, coverage, or other special circumstances.

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RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL OF THE

CITY OF SANTA MARIA, CALIFORNIA, APPROVING A

PROFESSIONAL SERVICES AGREEMENT WITH NCE TO

PERFORM INFRASTRUCTURE ASSET DATA COLLECTION

SERVICES FOR THE PUBLIC WORKS DEPARTMENT

WHEREAS, there is a need to collect infrastructure asset data related to sidewalks, signage, and curb ramps; and

WHEREAS, the objective is to build a comprehensive data base to be utilized for maintenance and future improvement projects; and

WHEREAS, the Request for Proposals from NCE was found to be responsive and the most qualified to conduct the Infrastructure Asset Data Collection services.

NOW, THEREFORE, IT IS HEREBY RESOLVED by the City Council of the City of Santa Maria, California, as follows:

1. The City Manager, or designee, is authorized to approve and execute on behalf of the City a Professional Services Agreement with NCE.

2. The Chief Deputy City Clerk is hereby authorized to make m inor changes herein to address clerical errors, so long as substantial conformance of the intent of this document is maintained. In doing so, the Chief Deputy City Clerk shall consult with the City Manager and City Attorney concerning any changes deemed necessary.

PASSED AND ADOPTED at a regular meeting of the City Council of the City of Santa Maria, California, held this 16th day of May 2023.

ATTEST:

Chief Deputy City Clerk

Mayor

APPROVED AS TO FORM:
_______________________________
City Attorney
APPROVED AS TO CONTENT:
_______________________________
Department Director
_______________________________
City Manager

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FOR THE COUNCIL MEETING OF MAY 16, 2023

COUNCIL AGENDA REPORT

TO: City Council

FROM: City Manager
Prepared by: Department Director of Public Works

SUBJECT: Santa Maria Regional Transit Innovative Clean Transit Fleet Zero Emission Transition Plan

Description:

The City Council will consider approving Santa Maria Regional Transit’s Innovative Clean Transit Zero Emission Transition Plan.

RECOMMENDATION:

Adopt a Resolution approving the implementation of the Santa Maria Regional Transit Innovation Clean Transit Fleet Zero -Emission Transition Plan in compliance with California Air Resource Board mandates.

BACKGROUND:

On December 17, 2018, the California Air Resource Board (CARB) adopted the Innovation Clean Transit (ICT) fleet rule. The ICT regulation requires that all public transit agencies operating in the State of California convert to a 100 percent Zero-Emission Bus (ZEB) fleet by 2040, with intermittent milestone deadlines in between. This regulation is aimed at tackling the issues associat ed with greenhouse gas (GHG) emissions and its contribution to climate change; transportation being a significant contributor to GHG emissions.

Conversion to a ZEB means converting from a conventional internal combustion engine bus to a zero-emission bus as defined in section 2023(b)(54) of the regulation. A ZEB is defined as a bus with zero tailpipe emissions. Accordingly, diesel, clean diesel, compressed natural gas, propane, or any other fossil fuel and nonrenewable fuel type, including hybrids, do n ot qualify as a ZEB because of their tailpipe emissions and therefore do not meet the ICT regulation.

DISCUSSION:

As part of the ICT regulation, a Zero-Emission Bus Rollout Plan (Rollout Plan) is required of every transit agency. A small transit agency, such as Santa Maria Regional Transit

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2 (SMRT) must submit a Rollout Plan, which meets specific requirements, to their Executive Officer for approval/adoption by July 1, 2023.

Rollout Plans must include several components per the ICT regulation. The requirements for a transit agency's ZEB transition plan include the following:

1. A stated goal for a full transition to ZEB by 2040.

2. Identification of the types of ZEB technologies a transit agency is planning to deploy.

3. A schedule for the construction of f acilities and infrastructure modifications or upgrades.

4. A schedule for zero -emission and conventional internal combustion engine bus purchases.

5. A description of how a transit agency plans to deploy zero -emission buses in disadvantaged communities as listed in the latest version of CalEnviroScreen.

6. A training plan and schedule for zero -emission bus operators and maintenance and repair staff.

7. Identification of potential funding sources.

To complete the ICT plan, the City contracted with HDR Consulting to produce SMRT’s ICT plan. HDR Consulting analyzed both the feasibility of transitioning to Battery Electric Buses, as well as addressing the necessary elements required for a compliant ICT Plan.

However, it should be noted that the produced I CT Plan serves only as a general guidance document, and its details are non-binding other than reflecting an earnest effort towards compliance towards meeting CARB’s mandated 2040 goal. In fact, it should be noted that SMRT is well on its way toward exceeding the original conservative projection to convert to a 100 percent zero -emission fleet transition than was originally outlined in the originally developed 2021 SMRT ICT plan.

Alternative(s)
The City Council may elect not to adopt the proposed ICT Plan and/or may direct staff to make modifications to the ICT Plan. However, this alternative is not recommended due to the impending deadline to comply with CARB requirements.

Environmental Review
The activity is not a “Project” as defined under Section 15378 of the California Environmental Quality Act State Guidelines; therefore, pursuant to State Guidelines Section 15060(c)(3) no environmental review is required.

Fiscal Considerations
There is no impact on the City’s General Fund nor the Transit Enterprise Fund from the submission of the ICT Plan. There can, however, be penalties levied on the City if it fails to comply with ICT submission deadlines.

Impact to the Community
There are no anticipated impacts to the community nor the transit program’s riders by adopting the ICT Transition Plan. This is an administrative item.

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3 ATTACHMENTS
Attachment A- SMRT ICT Plan_2023-05-16

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Innovative Clean Transit
(ICT)
Rollout Plan
Santa Maria, California
May
2022

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Glossary of Terms
AC – Alternating Current
BEB – Battery Electric Bus
BESS – Battery Energy Storage System
CEV – Commercial Electric Vehicle
DC – Direct Current
FCEB – Fuel Cell Electric Bus
GHG – Greenhouse Gas
HFC – Hydrogen Fuel Cell
ICT – Innovative Clean Transit
ITC – Investment Tax Credit
kW – Kilowatt
kWh – Kilowatt-hour
MW – Megawatt
MWh – Megawatt-hour
NCF – Net Capacity Factor
NOx– Nitrogen Oxides
O&M – Operations & Maintenance
PBI – Production-Based Incentive
PV – Photovoltaic
ROI – Return on Investment
SOC – State of Charge
sf – Square Feet
W – Watt
Wdc – Watt-Direct Current
ZEB – Zero Emissions Buses
ZEM – Zero Emissions Mobility

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Contents
A Transit Agency Information 01
B Rollout Plan General Information 02
C Technology Portfolio 03
D Current Fleet and Future Purchases 04
E Facilities and Infrastructure Modifications 06
F Service in Disadvantaged Communities 08
G Workforce Development 09
H Potential Funding Sources 11
I Start-up and Scale-up Challenges 12

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A: Transit Agency
Information

01 Santa Maria Regional Transit (SMRT), a division of the City of Santa Maria, provides public transit services to the greater Santa Maria area in California’s Central Coast region. In addition to eight local routes, SMRT also operates paratransit service as well as the Breeze Bus, which provides services between Santa Maria and regional destinations including Vandenburg, Lompoc, Los Alamos, Buellton, and Solvang.

SMRT’s service area spans 24 square miles and includes the city of Santa Maria and its immediate environs. The facts and figures cited below reference 2019, as 2020 was a substantially different year in terms of ridership and service delivery due to the COVID-19 pandemic. Future years are expected to be more reminiscent of 2019 than 2020.

SMRT has one operational facility, located at 1303 Fairway Drive in Santa Maria, which includes administrative functions, maintenance, and vehicle storage. Total SMRT fleet includes 24 full-size buses and 10 cutaways (including spares). SMRT currently has its first zero-emissions vehicles on order, consisting of two 40-foot Proterra Catalyst E2 with ProDrive Battery Electric Buses (BEBs) and two New Flyer Excelsior BEBs.

SMRT is not part of a Joint Group (13 CCR § 2023.1(d)(3) at this time Contact Information:

Gamaliel Anguiano
Transit Services Manager
805.925.0951 ext. 2480
[email protected]
Our Mission: To provide the highest quality service in the most efficient, cost-effective, and courteous manner possible.

Fixed Route Fast Facts
(2019, preCOVID)
Population served: 120,097
Service area: 24 square miles
Fleet size: 24
Operating expenses FY 2019: $5,152,499
Capital expenses FY 2019: $2,635,675
Annual boardings: 663,526
Revenue miles traveled: 829,987
Routes: 8
Paratransit Fast Facts (2019)
Fleet size: 10
Operating expenses FY 2019: $689,518
Capital expenses FY 2019: $23,181
Annual boardings: 23,857
Revenue miles traveled: 125,186
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02 The California Air Resources Board (CARB) is charged with protecting the public from harmful effects of air pollution and developing programs and actions to fight climate change. In December 2018, CARB adopted the ICT Regulation that requires all public transit agencies in the state to gradually transition to 100 percent zero-emission bus fleets by 2040.

Through the deployment of zero-emission technologies, the ICT regulation will provide significant benefits across the state, including:
• Reduce NOx and GHG emissions for all Californians, especially in transit-dependent and disadvantaged communities.

The majority of these benefits will be in the state’s most populated and impacted areas where transit buses are most prevalent
• Increase penetration of the first wave of zero-emission heavy-duty technologies into applications that are well-suited to achieving emission-reduction benefits
• Save energy and reduce dependency on petroleum and other non-renewable fossil fuels • Expand the zero-emission vehicle industry to bring high-quality green jobs to local communities and a trained workforce to California
• Provide other societal benefits by encouraging improved mobility and connectivity with zero-emission transportation modes and reduced growth in light-duty vehicle miles traveled SMRT ICT Rollout
This document outlines a plan to guide SMRT’s transition from diesel-powered vehicles to zero emission by 2040, without early retirement of current diesel vehicles, which will reach their useful life prior to 2040. SMRT has already begun transitioning to zero-emissions technology with four BEBs currently on order and does not plan to purchase any new diesel vehicles for fixed-route service.

The ICT Rollout Plan is a coordinating document to assist the planning, design, construction, acquisition, and implementation of zero-emission technology. SMRT’s adoption program will ultimately meet ICT regulation requirements. The ICT plan was approved by Santa Maria’s City Council on _____________.

The Rollout Plan is divided into the following sections per ICT requirements:

A Transit Agency Information
B Rollout Plan General Information
C Technology Portfolio
D Current Bus Fleet and Future Purchases
E Facilities and Infrastructure Modifications
F Providing Service in Disadvantaged Communities
G Workforce Training
H Potential Funding Sources
I Start-up and Scale-up Challenges
The ICT Rollout Plan was created by SMRT with assistance from HDR, Engineering Inc., a planning/ engineering consultant.

B: Rollout Plan
General Information
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03 There are currently two commercially available zero emission bus technologies for transit agencies: BEBs and hydrogen fuel cell electric buses (FCEBs). SMRT has identified BEBs as the preferred technology due to cost, physical space, and performance factors.

A BEB fleet allows SMRT to maintain consistency across vehicles, maximize efficiency of fuel and infrastructure facilities, and minimize impacts to operations and training. SMRT also intends to procure chargers from a single manufacturer.

While FCEBs provide extended range capabilities, SMRT’s relatively compact service area and small fleet size do not lend themselves to a mixed-energy solution. BEBs can accommodate existing and planned route structure and schedule requirements with minimal changes to vehicle blocking.

To further understand how this technology will impact current operations, SMRT recently completed a BEB feasibility analysis to determine the infrastructure needs, operational considerations, and costs associated with this technology.

The effort included a route power analysis to determine the power usage of the fleet that accounts for weather (temperature), elevation change, and other power consumption elements.

This analysis began with existing schedules and routes to develop a realistic understanding of the power needs and potential range for each scheduled block, and which blocks may be too long for the current battery capacity with projected end of life battery capacity. This assesses the ability to sustainably operate existing schedules with a BEB both on day one and after years of battery degradation. SMRT’s transition plan accommodates fleet needs in these “worst case” conditions.

To account for potential power availability concerns, such as rolling blackouts or unplanned power outages, SMRT will retire a portion of its existing diesel fleet to a contingency fleet once it has reached the end of its useful life. It also plans to keep one industrial-size diesel generator available for emergency power needs. These actions will allow the city to have confidence that there are options available during unexpected or emergency situations.

SMRT has identified
BEBs as the preferred
technology due to cost,
physical space, and
performance factors.

C: Technology Portfolio

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04 Fixed-Route Bus Fleet
SMRT conducted a route power analysis that models the energy usage on a block-by-block basis of each route. The ability for the BEB vehicles to serve each route is determined based on several different variables, including ambient temperature, route grade changes, passenger load, traffic, and stops.

As shown in Table D.1, SMRT currently has 24 fixed-route vehicles in its fleet, the majority of which are 40-foot diesel buses along with a few 30- and 35-foot diesel buses. Simulations have shown that most routes will work when the BEBs are brand new, but as the vehicles age and a larger percentage of the fleet is transitioned, the fleet size would need to grow by about 17 percent based on a strategy with optimized block interlining and bus swaps. This would grow the overall fleet from 24 to 28 buses, including spares , once fully transitioned. Initially, diesel buses can be replaced at a one-to-one ratio, but service adjustments requiring additional vehicles will be required after 2024.

Table D. 2 shows the schedule for replacement and acquisition of BEBs to align with the retirement of diesel buses. This schedule achieves a full transition to BEB without early retirement of conventional buses by 2033, seven years prior to the 2040 goal set by CARB. The transition would be accomplished through acquisition of new buses, not conversion of conventional buses.

SMRT’s previous diesel replacement schedule included a large number of buses which would reach their estimated 12- year lifespan in 2027. To mitigate the need to purchase and deploy a significant number of new BEBs within a short period of time, the distribution of BEB purchases can be spread out by allowing several of the diesel buses to remain in operation for one to two additional years. The proposed replacement schedule will rely on new buses having increased range for the first couple of years, since the additional vehicles to support swapping will not yet have been purchased. The resulting transition road map, shown in Table D. 2, requires no more than four buses to be deployed within a single year.

D: Current Fleet and
Future Purchases

MODEL YEAR FUEL TYPE BUS LENGTH BUS QUANTITY
2007 Diesel 40' 2
2009 Diesel 40' 2
2010 Diesel 40' 1
2011 Diesel 40' 2
2014 Diesel 40' 10
2017 Diesel 40' 2
2018 Diesel 35' 3
2018 Diesel 30' 1
2020 Diesel 30' 1
TOTAL FIXED ROUTE FLEET 24
Table D.1 SMRT Existing Fixed-Route Fleet
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05 Santa Maria Regional Transit (SMRT) | Innovative Clean Transit (ICT) Rollout Plan ICT

REQUIREMENT YEAR

BATTERY ELECTRIC BUS

Q UA N T I T Y

PURCHASED
% O F

PURCHASES
B U S
LENGTH

FUEL TYPE
25% 2022 4 100% 35’ Battery - Depot
25% 2023 1 100% 35’ Battery - Depot
25% 2024 2 100% 35’ Battery - Depot
50% 2027 4 100% 35’ Battery - Depot
50% 2028 4 100% 35’ Battery - Depot
100% 2029 4 100% 40’ Battery - Depot
100% 2030 4 100% 40’ Battery - Depot
100% 2031 4 100% 40’ Battery - Depot
100% 2033 1 100% 40’ Battery - Depot
TOTAL 28
Table D.2 Schedule for Replacement and Acquisition of BEBs Paratransit Fleet
As shown in Table D. 3, SMRT currently has 10 cutaway buses in its paratransit fleet. The CARB ZEB purchase requirements for cutaway buses do not start until 2026 or later, contingent on bus models passing federal Altoona testing. Transitioning SMRT’s paratransit fleet to zero-emission vehicles will depend on the status of zero-emission technology development and financial viability. SMRT will monitor technology progress and assess available vehicle options that meet operational range requirements and federal testing standards, then develop a plan transition the paratransit fleet to zero-emission vehicles. Lessons learned in the process of deploying BEBs for the heavy-duty fleet will help inform the paratransit transition process.

In future, SMRT intends to procure paratransit vehicles with a seating capacity of less than 10. With an ongoing shortage of available CDL-licensed drivers, operating smaller vehicles will allow SMRT greater flexibility in hiring drivers.

NUMBER OF VEHICLES MODEL YEAR FUEL TYPE VEHICLE TYPE
1 2013 Gasoline E-450 Cutaway
1 2015 Gasoline E-450 Cutaway
8 2017 Gasoline E-450 Cutaway
Table D.3 SMRT Existing Paratransit Fleet
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06 E: Facilities and
Infrastructure
Modifications

Infrastructure upgrades to accommodate BEBs are required at SMRT’s sole facility, located at 1303 Fairway Drive. These improvements are planned in phases to incrementally expand as new zero emissions buses are introduced to SMRT’s fleet. SMRT will complete a full base infrastructure build out in phase 1; this will include electrical system upgrades, installation of a new transformer, parking lot repaving and restriping, and the installation of conduit and wiring for managed bus charging. As more funding becomes available, SMRT will purchase additional chargers to accommodate the growing zero emissions fleet. All chargers, transformers, and switchgears will be located within the parking area of the bus yard. SMRT shop and repair areas will also require modification of fall protection systems to accommodate high- voltage work, but these upgrades will not impact space planning within the existing facility spaces.

SMRT intends to implement zero emissions vehicles and infrastructure in phases, as shown in Figure E.1 below.

Depending on funding availability, SMRT may combine phases to advance the facility’s full transition to zero emissions.

M AI N

FACI L I T Y

ADDRESS
M AI N

FUNCTION(S)

T Y P E(S) O F

INFRASTRUCTURE

SERVICE

CAPACITY
NEEDS
U P G R A D E ?
(YES/NO)

E S T I M AT ED

CONSTRUCTION

TIMELINE
1303 Fairway
Drive, Santa
Maria, CA
Bus
maintenance
and storage
Charging
infrastructure
38 vehicles:
28 buses,
10 cutaways
Yes Completed by 2028
Table E.1 Facilities Information and Construction Timeline Figure E.1: SMRT Bus Yard Installation Phases (not to scale): 1303 Fairway Drive, Santa Maria, CA hdrinc.com

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07 Santa Maria Regional Transit (SMRT) | Innovative Clean Transit (ICT) Rollout Plan Figure E.2: SMRT Bus Yard Charger Layout Example (not to scale) hdrinc.com

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08 F: Service in
Disadvantaged
Communities

No SB 535 Disadvantaged communities, currently defined by the California Environmental Protection Agency (CalEPA) based CalEnviroScreen 3.0, are located within the SMRT service area. Census Tract 25.02, a Low-Income Community Opportunity Zone located adjacent to Black Road, the western boundary of SMRT’s service area, has an overall score in the 81st percentile in CalEnviroScreen 4.0, placing it in the top 25% most environmentally impacted census tracts; SMRT’s Route 8 travels along a segment of Black Road bordering this tract but does not directly serve this area.

While no SB 535 Disadvantaged communities are currently within the SMRT service area, SMRT is committed to the equitable distribution of BEB service and will incorporate demographic and environmental conditions into account when scheduling and deploying BEBs.

Figure F.1: CalEnviroscreen 4.0 Results, Santa Maria area hdrinc.com

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09 G: Workforce
Development
Making the transition to zero emission bus technology involves more than simply buying new buses. Training is required to ensure staff can operate and maintain these vehicles in a safe and efficient manner. Training must also meet any applicable regulatory requirements, such as the Driver Proficiency requirements of California 13 CCR § 1229. SMRT will implement specialized training for both behind-the-wheel training and bus maintenance practices for both BEB operators and maintenance staff; these training programs will be extended to any contracted employees that may interact with the BEBs. Since BEB technology is still very new, training programs are both dynamic and flexible; as the technology advances, training programs will evolve.

SMRT will work to develop highly skilled technicians who can maintain battery electric technology through diagnosis, troubleshooting, repair, and routine maintenance of the vehicles. Training programs will include high voltage systems safety training, including lock-out/tag-out procedures and proper use of Personal Protective Equipment (PPE) for internal staff. SMRT will also work with first responders to facilitate safety and vehicle familiarization training.

Anticipated maintenance training unique to battery electric bus technologies will include, at a minimum, high voltage safety (onboard systems and charging procedures), BEB high voltage systems troubleshooting and repair, BEB low voltage systems troubleshooting and repair, and BEB propulsion systems (drive motor and gearbox). BEB operators will also train on how to maximize vehicle regenerative braking and power as well as best driving practices to maximize vehicle range.

Other training topics will be added to training programs as SMRT continues to work with vehicle and charger OEMs.

Making the transition
to zero emission bus
technology involves
more than simply buying
new buses. Training
is required to ensure
that staff can operate
and maintain these
vehicles in a safe and
efficient manner.
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10 Santa Maria Regional Transit (SMRT) | Innovative Clean Transit (ICT) Rollout Plan Training Strategy
The primary source of training initially will be the vehicle and charger original equipment manufacturers (OEMs), along with their subcomponent suppliers. These equipment providers have already developed training programs to assist with the deployment of these new types of vehicles. The learning curve for BEB technology is steep, but it flattens as an agency gains experience. Training from the OEM and subcomponent suppliers should be leveraged early through “train the trainer” programs with the goal of building internal training programs in the long run. OEM training is helpful for understanding the theory and technical specifications for BEBs, but training based on actual experience in maintenance and operations will be more applicable to a specific deployment.

Both classroom and hands-on training are needed, but hands-on training is best for most topics and will be used whenever feasible. This allows for an apprenticeship model, where mechanics can learn from an expert. The details of the training that are required from the OEM will be included as a part of the vehicle procurement process and made a part of the RFP and contract, and will cover training hours, aids, materials, special tools, and diagnostic equipment.

Along with leveraging both internal and external training, it will also be important to have a strategy for tracking training progress. This system will be a valuable resource for documenting which employees have completed what training, tracking the overall training progress at the individual and group level, and identifying gaps in the skillset across the organization. Training should also be repeated as often as needed, such as quarterly, to maintain proficiency for existing staff and on-boarding new staff.

Both classroom and
hands-on training
are needed, but
hands-on training is
best for most topics
and will be used
whenever feasible.
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11 H: Potential Funding
Sources
This section provides identification of all potential funding sources SMRT expects to use to acquire zero-emission technologies (both vehicles and infrastructure).

SMRT is intending to use a variety of funding sources to acquire zero-emissions vehicles and necessary infrastructure, including regional, state, and federal sources. Examples of potential funding sources are as follows:
• Transit and Intercity Rail Capital Program (TIRCP)
• Low Carbon Transit Operation Program (LCTOP)
• FTA Funding:
° Section 5307 Funds: Urbanized Area Formula Grants
° Section 5339(a) Funds: Bus and Bus Facilities Formula Program ° Section 5339(b) Funds: Bus and Bus Facilities Grant Program ° Section 5339(c) Funds: Low-No Emission Vehicle Grant Program • State Transit Programs (STIP) - SB1 Local Partnership Program (LPP) • Affordable Housing and Sustainable Communities Program (AHSC) • Hybrid and Zero-Emission Truck and Bus Voucher Incentive Project (HVIP) • Caltrans State of Good Repair (STA SOGR)
• Volkswagen Environmental Mitigation Trust
• Carl Moyer Memorial Air Quality Standards Attainment Program • Active Transportation Program (ATP)
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12 I: Start-up and
Scale-up Challenges
A key challenge in the BEB transition is balancing the operational needs of SMRT with the capabilities of emerging technologies. SMRT anticipates the transition to zero-emissions vehicles will require ongoing coordination with internal and external stakeholders, as well as monitoring and adjusting to changes in vehicle and charging technology. • Address Driver Shortages . Like other transit agencies across the country, SMRT is experiencing a driver shortage.

SMRT also recently restructured its bus network as part of its Short-Range Transit Plan (SRTP) update, and the changes will allow the service to be fully delivered within current staffing levels. The adjustments proposed in the SRTP will help to accommodate the transition to BEBs by creating shorter routes structures which are more aligned with BEB range capabilities, and reducing the additional driver needs to more manageable levels. • Coordinate Closely with Electric Utility . With a BEB fleet, coordination with the electric utility will be crucial to understand infrastructure needs, changes in rate structures, and incentives/rebates. SMRT will continue to coordinate with PG&E to make sure the infrastructure installation is appropriately planned, scheduled and delivered to keep pace with the fleet transition plan.
• Monitor Development of Vehicle Technology. By monitoring the development of zero emissions technologies, SMRT can deploy the best technology options available in terms of price, maturity, availability, reliability, and infrastructure needs. SMRT will evaluate options to transition paratransit service to zero-emissions vehicles starting in 2026.

SMRT’s ZEB Rollout Plan is a living document meant to guide the implementation of zero-emission bus fleets and help the agency work through many of the potential challenges to explore solutions. The plan provides estimated timelines based on best available information for bus purchases, infrastructure upgrades, and workforce training. SMRT may update the plan as needed with the most current information and industry best practices.

The adjustments
proposed in the
SRTP will help to
accommodate the
transition to BEBs by
creating shorter routes
structures which are
more aligned with BEB
range capabilities, and
reducing the additional
driver needs to more
manageable levels.
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Zero Emissions Bus
Feasibility Study
Santa Maria, California
May
2022

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Contents
Zero Emission Feasibility Analysis
01 Introduction 01
02 - Battery Electric Bus Analysis 02

2.1 Scenario Definition and Methodology 02

2.2 Scenario 1: New Buses at 50°F 04

2.3 Scenario 2: End-of-Life Buses at 40°F 05

2.4 Scenario 3: End-of-Life Buses at 40°F With Swaps 07

2.5 BEB Capable Block Requirements 10

2.6 Energy Consumption 13

2.7 Infrastructure Requirements 16

2.8 Fleet Transition Road Map 16

2.9 Compatibility with Other SMRT Initiatives 19
03 - Financial Analysis 20

3.1 Lifecycle Cost Analysis 20

3.2 Capital Costs Comparison 20

3.3 Diesel Fuel and Electricity Costs Comparison 23

3.4 Operating and Maintenance Costs Comparison 23

3.5 Summary Cost Comparison 24

3.6 Net Present Value and Payback Period Comparison 25

3.7 Post-Analysis Period Replacement Schedule 26
04 Facility and O&M Considerations 27

4.1 O&M Considerations Introduction 27

4.1 Shop and Repair Areas 27

4.2 Exterior Areas and Parking Areas 27

4.3 Training Considerations 28

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Santa Maria Regional Transit (SMRT) | Zero Emissions Bus Feasibility Study Contents (Continued)
05 Depot Renewable Energy and Battery Energy Storage 31

5.1 Solar and Battery Energy Storage Introduction 31

5.2 Depot Electrical Consumption 31

5.3 Solar Energy Feasibility Study 33

5.4 Solar Generation and Facility Consumption 34

5.5 Battery Energy Storage Analysis 35

5.6 Solar and BESS Comparative Economic Analysis 36
06 Conclusions 38
Appendix A: Allan Hancock College Automated Shuttle Concept Appendix B: Solar and BESS Model Input Assumptions
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ZEB Feasibility Analysis

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01 - Introduction

Santa Maria Regional Transit (SMRT) provides public transit service to the City of Santa Maria. SMRT currently has 24 standard-size (30-foot to 40-foot) diesel buses in its fleet, with two 40-foot Proterra Catalyst E2 with ProDrive electric buses currently on order and two pending orders of New Flyers Excelsior battery electric buses. The purpose of this feasibility study is to understand the operational, financial, and logistical impacts of transitioning to a complete battery-electric bus (BEB) fleet for all services provided by SMRT by year 2040 or earlier.

The California Air Quality Board is requiring all transit systems to develop an Innovative Clean Transportation plan to detail their process to achieve a 100% zero-emissions fleet by 2040. The transition to zero-emissions buses is not as simple as purchasing the buses and replacing the existing diesel fleet; the operational capabilities of BEB technology are not the same as diesel buses, and these differences need to be fully analyzed to understand the impact to operations. This feasibility study presents the planning, modeling, and cost estimation process leading to a comprehensive fleet transition plan.

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02 2.1 Scenario Definition and Methodology
SMRT’s current service has eighteen weekday blocks and nine weekend blocks. A block is the work/trips assigned to a single vehicle each day. Some vehicle blocks return to the garage during the day, spending several hours parked at the depot between trips. BEBs can use this time for midday charging. For the purposes of this analysis, blocks that return to the depot mid-shift are broken into multiple smaller blocks to allow the simulator to use this time for BEB charging. The scheduler will re-use buses when possible, so the increased number of blocks caused breaking them into smaller pieces does not automatically require an increase in the number of buses, labor or non-revenue hours or miles. After breaking apart the blocks that fall into this category there are twenty-six weekday blocks and twelve weekend blocks that are used for scheduling BEBs.

The feasibility of BEB operation is dependent on many factors, including elevation changes, distance and time, as well as external factors such as temperature. BEB performance is significantly impacted by temperature variations, as additional energy is required to operate heating and cooling equipment. Additionally, BEB performance degrades over time due to battery pack aging, which means that vehicles can cover fewer miles over time as they age.

Three scenarios were analyzed to understand the impact of operating all BEBs on the existing routes. The first scenario analyzes operations on “day one” to understand how well these vehicles can be expected to perform if they are deployed utilizing SMRT’s current schedule. A second scenario considers the performance of the BEBs at the end of their lifetime, when battery performance has declined. This shows how naively deploying BEBs with the existing schedule will not be a feasible long-term solution. The third scenario modifies schedules so that BEBs are feasible at the vehicle end-of-life. This provides insight into what operational changes will be required to complete a transition to an all-electric fleet that will work not only on day one, but far into the future.

A few common assumptions were made for all the scenarios analyzed, based on direction provided by SMRT. These representing the more stringent of circumstances for BEB’s and financial constraints with a thought that if SMRT could make these circumstances work, more favorable circumstances would certainly work also.

These circumstances include the idea of all charging being completed midday and overnight at the depot only. No consideration is made for in-route charging at stops or transit centers throughout the day. Although the SMRT operates a mix of 30 to 40- foot vehicles, all vehicles moving forward are assumed to be 40-foot buses. Finally, all scenarios are analyzed with electric vehicles and not any other zero or low emission fuel, such as hydrogen.

The climate in Santa Maria is mild and generally well-suited for BEB operation. However, a feasibility analysis must show that the vehicles can operate in the worst conditions, not just the average case. The minimum temperature that can be reasonably expected in Santa Maria is just above 40°F, and the maximum temperature is just under 90°F . Heating the vehicle poses a greater strain on battery range than air conditioning. As a result, the cold condition represents a worst case for BEBs, so the worst-case feasibility study is conducted at 40°F. Again, these representing the more stringent of circumstances for BEBs.

A BEB will have a battery pack with the full nameplate capacity available when brand new. However, over the course of the 12-year useful lifetime of the vehicle the capacity of the battery pack will degrade. The amount of degradation is dependent on many things including the level of discharge each day, the battery recharge rate, the number of discharge and recharge cycles, temperature, and many other factors. The complexity of these factors makes it impossible to predict the level of degradation over the life of the vehicle. However, BEBs typically carry a full 12-year warranty of the battery pack that guarantees the capacity will remain above 80% of the nameplate rating. This gives a lower limit to the end-of-life (EOL) battery capacity of 80%. This level of degradation is then the maximum level that should be expected, and 80% capacity is used for the feasibility study.
02 - Battery Electric
Bus Analysis

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03 Santa Maria Regional Transit (SMRT) | Zero Emissions Bus Feasibility Study Finally, it is not recommended to discharge lithium batteries deeply. This increases the speed at which the batteries degrade. Additionally, running schedules where the battery pack reaches a very low level can lead to range anxiety for the BEB operators. To avoid these issues, a minimum state of charge (SOC) of 20% is recommended for operations to be feasible. This level of reserve not only decreases battery degradation and reduces range anxiety, but also provides an energy buffer in case of unforeseen problems and helps guarantee buses have the energy they need to return to the garage at any point in time.

Taken together, the battery degradation and energy reserve result in a usable energy amount that is much lower than the nameplate rating of the battery. With 80% end-of-life capacity and a 20% reserve the available energy is only 64% of the nameplate, as shown in Figure 2.1. Using the full 64% restricts the charging speed available. Only 48% of the nameplate rating is available for use when operated with high-speed charging, such as pantograph opportunity charging.

Even when using a high-power charger, the last 20% of battery capacity will be charged at a slow rate to protect the battery.

Day 1 Capacity – 100% Day 1 Usable – 60%
Top 20% Charges at
Low Speeds
20% Reserved to
Improve Battery Life
60-80%
Usable
End-of-Life Capacity – 80% End-of-Life Usable – 48%
16% (20% of 80%)
16% (20% of 80%)
48-64%
Usable
20% Lost Capacity
Over Life Time
Figure 2.1: Battery Capacity Over Lifetime
The vehicle model used for the analysis of BEB feasibility is the 40-foot Proterra Catalyst E2 with ProDrive. This is the model SMRT has on order for its first two of four electric buses. These vehicles have a nameplate battery capacity of 440 kWh. The charging infrastructure is based on the ChargePoint CPE250. The number in the name is not related in any way to the power capabilities of the charger. The charger has a maximum output power of 62.5 kW. When these chargers are installed in pairs with two dispensers per charger, they can charge a vehicle between 31.25 kW and 125 kW, depending on the number of concurrently charging BEBs. This is modeled as a single 125 kW charger multiplexed 4-to-1 with BEBs for analysis in the simulations.
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04 Santa Maria Regional Transit (SMRT) | Zero Emissions Bus Feasibility Study

2.2 Scenario 1: New Buses at 50 Degrees F
A baseline energy consumption simulation of SMRT service was completed using new buses at a typical low temperature of 50°F before the worst-case analysis was completed. This provides information about the performance that can be expected with the existing schedule from the first batch of BEBs that are already on order. Figure 2.2 and Figure 2.3 show the vehicle battery SOC plot for each block during weekdays and weekends. Each block is represented by a line on the chart with the color of the line corresponding to the SOC of the vehicle. The color changes from green to yellow to red as the SOC drops from 100% to 0%. A vehicle at or below 0% is shown with a black line, and this represents a vehicle that would have become stranded with a dead battery during operation.

Figure 2.2: SOC Chart for New Buses at 50°F (Weekday)
Figure 2.3: SOC Chart for New Buses at 50°F (Weekend)
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05 Santa Maria Regional Transit (SMRT) | Zero Emissions Bus Feasibility Study The analysis shows that no vehicles would be stranded, however this is still not a long-term feasible solution for BEB operation. During the weekday the lowest SOC reached is 9.3%, which is below the recommended feasibility reserve capacity of 20%. Additionally, this is run with a heater load based on a typical low of 50°F which has less impact than the heater at a worst-case low of 40°F. The end of life (EOL) degradation of the battery is also not taken into consideration.

This simulation shows that the existing service swapping diesel buses 1-to-1 with BEBs might work on day one in average conditions, but will not last for the life of the vehicle.

2.3 Scenario 2: End of Life (EOL) Buses at 40 Degrees F The second simulation also attempts to replace diesel buses with BEBs at a 1-to-1 ratio. However, now the EOL battery reduction to 80% and the worst-case low temperature of 40°F are both included. This gives a maximum battery capacity of only 352 kW instead of 440 kW and a higher heater power load. The resulting block/vehicle SOC charts are shown in Figure 2.4 and Figure 2.5 . There are now several vehicles that would be stranded on weekdays, making this scenario infeasible. Additionally, the weekend service which was easily within the capabilities of the BEBs in the previous simulation with new buses now has blocks that go as low as a 1% SOC. Neither weekday nor weekend service is feasible under the worst-case scenario.

Figure 2.4: SOC Chart for EOL Buses at 40°F (Weekday)
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06 Santa Maria Regional Transit (SMRT) | Zero Emissions Bus Feasibility Study One approach for dealing with insufficient range is to increase the size of the battery in the vehicle. However, that is not a practical solution for this service. To maintain a 20% battery reserve and operate with 80% capacity at the vehicle EOL would require at least a 732-kWh battery. A much larger battery also increases the vehicle weight and decreases vehicle efficiency, meaning that the battery would need to be nearly twice as large as the simulated 440-kWh battery to be feasible. There are currently no options available on the market for a 40-foot BEB with an 800+ kWh battery.

Since swapping out diesel vehicles for BEBs at a 1-to-1 ratio with depot charging in this scenario is not feasible, finding a BEB solution for this service will most likely require some form of modification to service operations. This may be accomplished by swapping vehicles when their SOC gets low, which breaks existing blocks into multiple pieces. Another possible option is to add in-route charging to extend the range of the vehicles without increasing their battery capacity.

Finally, the block schedule could be modified so that each scheduled block is within the capabilities of a BEB.

Based on input from SMRT, the analysis proceeded with finding a feasible solution based on increasing the fleet size and swapping buses as needed. Operating without in-route charging is the more constrained situation, and this analysis is intended to provide solutions that work in the worst-case scenario. The decision to operate without in-route charging could be revisited in the future if desired. An overview of the options available to achieve a feasible BEB transition is shown in Table 2 .1.

Figure 2.5: SOC Chart for EOL Buses at 40°F (Weekend)
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07 Santa Maria Regional Transit (SMRT) | Zero Emissions Bus Feasibility Study

STRATEGY DESCRIPTION REQUIREMENTS FEASIBILITY
Larger Batteries Increase battery size so that
one-to-one replacements of
diesel buses are possible
Increase to
800-kWh Battery
No -Vehicles are
not available
In-Route Charging Install high-power in-route
chargers at transit centers
Modify schedules for
sufficient layover times
at chargers
Needs further analysis
Split Blocks* Break infeasible blocks into
multiple pieces and swap
vehicles as needed
Increase in fleet size and
deadhead hours and miles
Yes -See following sections
* At the direction of SMRT, this was the only strategy further analyzed

2.4 Scenario 3: EOL Buses at 40 Degrees F with Swaps
The next simulation repeated the same conditions as the previous simulation while inserting bus swaps as required throughout the day. Swaps are introduced only between trips to minimize the impact to service. The swaps are also inserted in locations that guarantee the minimum SOC does not dip below the required 20% reserve capacity, including the energy needed to return the vehicle to the depot when a swap is needed. Whenever a vehicle is swapped out it is replaced with a BEB that has a fully charged battery. The resulting SOC charts with swaps identified with blue marks are shown in Figure 2.6 and Figure 2 .7.

Table 2.1: BEB Feasibility Options
Figure 2.6: SOC Chart for EOL Bus at 40°F with Swaps (Weekday) hdrinc.com

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08 Santa Maria Regional Transit (SMRT) | Zero Emissions Bus Feasibility Study Figure 2.7: SOC Chart for EOL Bus at 40°F with Swaps (Weekend) Twelve out of the eighteen original weekday diesel blocks require a bus swap to be feasible. Only two of the weekend blocks require a swap. No block requires more than a single swap to be feasible with a BEB. Despite the need to swap twelve buses, the fleet size is only increased by seven buses in this scenario. This is possible due to midday charging and vehicle re-use. The act of swapping vehicles also impacts the number of non-revenue hours and miles each day. Each bus swap introduces a pair of dead-head trips, one for the original bus and another for the replacement. The overall impact to operations from these bus swaps is shown in Figure 2.8 . The charts in Figure 2.8 show the increases in operational statistics compared to the current diesel fleet.

Figure 2.8: Operation Impacts of EOL Buses at 40°F
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09 Santa Maria Regional Transit (SMRT) | Zero Emissions Bus Feasibility Study The impacts on operations are manageable. Non-revenue hours and miles are both increased by 44% to supply the same amount of revenue service. The peak vehicle requirement is also greatly increased by 39% from eighteen buses to twenty-five buses. The increase to the total number of hours and miles, including revenue and non-revenue service, is only 2.0% and 2.7% respectively. Overall, the total increase to hours and miles is quite manageable. Due to the current grant funding available for BEB purchases, the increased fleet size may be feasible, but the following section analyzes some strategies to reduce the fleet size while maintaining feasible BEB operation.

2.4.1 Maximized Vehicle Re-Use
This third feasibility scenario presents a more efficient transition strategy, by allowing vehicle re-use even when vehicles are only partially charged. The vehicle could be partially recharged after a short period of midday charging, or the vehicle could have additional capacity left after finishing a block. In either case, if the remaining charge in the vehicle is high enough to finish off a block that requires a swap, then using a partially charged vehicle can reduce the fleet size requirement. An example SOC chart allowing partially charged vehicle reuse is shown in Figure 2.9 .

Figure 2.9: SOC Chart with Partially Charged Vehicle Reuse Figure 2.9 demonstrates how several blocks still have reduced SOC even after a swap. Some blocks require more energy than is available on any reusable vehicle, so those still require a fresh, fully charged BEB. However, there are several instances where a partially charged BEB can be re-used, and this allows SMRT to reduce the peak bus requirement from twenty-five to twenty-one. Additional deadhead time and miles are not reduced since all swaps are performed at the depot. The impacts to operations are shown in Figure 2.10 .

The result from reusing partially charged vehicles is interlining of the routes across vehicles. While the results shown are representative of the improvements that can be expected, this is not an optimized modification of the schedule, and increased efficiencies may be possible. A schedule design that includes intentional interlining could reduce deadheads by performing swaps at the transit center while still reducing the peak vehicle requirement. This also reduces the required infrastructure since fewer vehicles require fewer chargers. The energy costs would not be significantly changed from what they are when vehicles are only reused when charged to 100%. Overall, however, the fleet size increase is much more manageable, with only three additional peak vehicles needed to complete a BEB transition. hdrinc.com

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10 Santa Maria Regional Transit (SMRT) | Zero Emissions Bus Feasibility Study This relatively small increase in peak vehicle needs suggests that implementing in-route charging options may not be a cost-effective solution at this time. In-route charging could potentially become a valuable option if SMRT service is modified in a way that leads to a significant increase in fleet size that would increase the discrepancy between overall diesel and electric vehicle ranges.

2.5 BEB Capable Block Requirements
Blocks in the existing schedule can be segregated by the difficulty of converting them to BEB operation. The easy group includes blocks where BEBs can replace diesel buses 1-to-1 today based on the technology available. The medium difficulty group includes blocks that will require some schedule modification to be operated, although no block will require more than a single vehicle swap or minor operational adjustments. There are no blocks with a higher difficulty level in SMRT’s service. On weekdays there are six blocks that fall into the easy category and twelve blocks that fall into the medium category. On weekends there are seven easy blocks and two medium blocks. This breakdown is shown in Figure 2.11.

Figure 2.10: Operation Impacts of Partially Charged Vehicle Reuse Figure 2.11: Number of Splits Required per Block
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11 Santa Maria Regional Transit (SMRT) | Zero Emissions Bus Feasibility Study In total there are six vehicles that can easily be replaced with BEBs and operate all week long. One of the feasible weekday blocks is a “tripper” that only operates for only about an hour each morning. All other blocks operate over a full day. Each block with its difficulty level is shown in Table 2 . 2.

Table 2.2: Block BEB Difficulty
* Utilizes mid-day charging

SCHEDULE BLOCK ROUTE DIFFICULTY SPLITS HOURS MILES
Weekday 115933 1 Medium 1 16.2 183.7
Weekday 115948 1 Easy 0 0.9 15.1
Weekday 115935 2 Medium 1 13.4 166.5
Weekday 115936 2 Medium 1 15.6 190.7
Weekday 115938 3 Medium 1 16.1 160.6
Weekday 115939 3 Easy* 0 13.2 133.4
Weekday 115941 4 Medium 1 16.1 213.3
Weekday 115942 4 Medium 1 15.5 205.8
Weekday 115960 4 Medium 1 14.7 192.2
Weekday 115945 5 Medium 1 18.6 256.9
Weekday 115947 6 Medium 1 16.8 232.7
Weekday 115950 7 Medium 1 12.7 165.7
Weekday 115951 7 Medium 1 15.4 199.7
Weekday 115953 8 Easy* 0 6.3 85.4
Weekday 115955 100 Easy* 0 5.9 131.0
Weekday 115956 100 Easy* 0 5.7 131.1
Weekday 115957 100 Medium 1 13.5 268.4
Weekday 115958 200 Easy* 0 8.9 242.7
Weekend 115934 2 Easy 0 11.7 132.1
Weekend 115937 2 Easy 0 10.9 131.7
Weekend 115940 3 Easy 0 9.3 91.8
Weekend 115943 4 Easy 0 11.5 150.5
Weekend 115959 4 Easy 0 9.6 126.7
Weekend 115946 5 Medium 1 13.8 194.7
Weekend 115949 6 Medium 1 13.9 195.1
Weekend 115952 7 Easy 0 10.4 134.5
Weekend 115954 8 Easy* 0 7.1 95.7
Operational changes or adaption strategies will be needed for the medium difficulty blocks to be converted to BEB, assuming no schedule changes or in-route charging. One option could be re-cutting blocks to adjust their length and/or time to be feasible. Additionally, the blocks could be broken up to allow multiple vehicles to perform mid-day charging which would limit the increase in fleet size. The simulations that have been completed provide insight into what changes would need to be made for blocks on each route. Figure 2.12 shows the energy efficiency of each route, which varies based on the average speed, number of stops, topography, and many other factors. hdrinc.com

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12 Santa Maria Regional Transit (SMRT) | Zero Emissions Bus Feasibility Study The efficiency values are strongly influenced by the specific details of each route. Vehicles that travel at higher speeds and make fewer stops have more efficient HVAC energy consumption because efficiency is estimated on a per-mile basis. The HVAC uses a constant power, while total energy is dependent on time, not distance. At higher speeds and with fewer stops a vehicle will travel a mile in less time, meaning that the HVAC system uses less energy over that mile.

Table 2 . 3 provides additional details including estimates for the targeted maximum miles and hours for blocks on each route.

Figure 2.12: Average Energy Efficiency by Route

ROUTE AVG SPEED
(MPH)
TOTAL

EFFICIENCY
(KWH/MI)
MOTIVE

EFFICIENCY
(KWH/MI)
HVAC

EFFICIENCY
(KWH/MI)
TARGET
MILES
TARGET
HOURS
1 16.9 2.08 1.43 0.65 135 8 hr 0 min
2 16.4 1.91 1.29 0.62 147 9 hr 0 min
3 16.7 2.15 1.41 0.75 131 7 hr 45 min
4 16.9 1.80 1.23 0.57 156 9 hr 15 min
5 18.2 1.86 1.32 0.54 151 8 hr 20 min
6 18.0 1.85 1.31 0.54 152 8 hr 30 min
7 17. 3 1.84 1.26 0.58 153 8 hr 50 min
8 17. 5 1.61 1.06 0.55 175 10 hr 0 min
100 26.1 1.71 1.35 0.36 165 6 hr 20 min
200 29.0 1.53 1.26 0.27 184 6 hr 20 min
Table 2.3: BEB Capabilities by Route
This analysis is based on using a 440-kWh battery pack BEB. When the block schedule is re-designed to accommodate BEBs on the medium difficulty blocks, the given target miles and target hours can be used to help design a feasible block schedule. These miles and hours include all deadhead miles and layover times. Once a modified block schedule is designed, it is recommended to complete a simulation of the new schedule to verify BEB feasibility. hdrinc.com

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13 Santa Maria Regional Transit (SMRT) | Zero Emissions Bus Feasibility Study

2.6 Energy Consumption
The energy needs of a fully electrified fleet are shown in Figure 2.13 . These are the daily energy requirements in the worst case, meaning that this is the maximum energy that would be required for each day of the week. This places an upper limit on the energy requirements for beginning the conversation with the electrical utility or planning for back- up power. The cost of energy depends not only on the amount of energy but also on the time of day when the energy is consumed. However, energy is only one piece of the puzzle for determining the electric load and costs. In addition to energy costs, there is also a charge for the peak demand, or maximum power level seen over a billing period. The simulation results provide a power profile that can be used to understand the peak load and the time-of-use (TOU) for the required energy.

Simulations were run for two different charging scenarios, one using an “unmanaged charging” approach and one using a “managed charging” approach. In an unmanaged scenario each vehicle is charged up immediately as it returns to the depot. With managed charging the load is spread out over the day to the greatest extent possible while still fully recharging each vehicle before it is needed the next day. In both cases the same amount of energy is used, but the peak load can be greatly reduced for the managed scenario. The load profiles for these two cases are shown in Figures 2.14 and 2.15.

The peak load to charge SMRT’s fleet can be significantly reduced by using managed charging. In the managed charging scenario, the peak load is reduced to only 500 kW. This is a 67% reduction from the peak load of 1,500 kW in the unmanaged scenario. This represents the opportunity for significant cost savings by implementing a smart charging solution.

Figure 2.13: Maximum Daily Energy Required
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14 Santa Maria Regional Transit (SMRT) | Zero Emissions Bus Feasibility Study Figure 2.14: Managed vs. Unmanaged Load Profile (Weekday) Figure 2.15: Managed vs. Unmanaged Load Profile (Weekend) hdrinc.com

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15 Santa Maria Regional Transit (SMRT) | Zero Emissions Bus Feasibility Study Figures 2.16 and 2.17 show the managed load profile along with the deployment of vehicles throughout the day. The number of vehicles in the garage includes only the vehicles that are active on the given day, not spares or inactive vehicles. On weekdays, the number of vehicles in the garage rarely drops below five because vehicles must be swapped and some of the active vehicles for the day have returned for a midday charge when other vehicles go out to replace them. Even with the swaps, there is a relatively consistent number of vehicles on the road at any given time.

Figure 2.16: Power Profile and Vehicle Deployment (Weekday) Figure2. 17: Power Profile and Vehicle Deployment (Weekend) hdrinc.com

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16 Santa Maria Regional Transit (SMRT) | Zero Emissions Bus Feasibility Study

2.7 Infrastructure Requirements
Infrastructure will be required to support the operation of a BEB fleet. The electrical infrastructure has space requirements for transformers and switchgear to support the high power levels needed. There are additional space requirements for the chargers themselves as well as the dispensers in the parking area.

The electrical transmission infrastructure should be able to support all installed chargers simultaneously. While managed charging will be used to reduce the peak load to the greatest extent possible, there may be situations where chargers need to be used simultaneously, such as in the period immediately after a power outage. While the peak load will ideally be limited to 500 kW, the worst-case load may be as high as 1 MW for the charging load alone. This is in addition to the load required to operate the facility. The infrastructure requirements for this additional load are shown in Table 2 .4.

INFRASTRUCTURE TOTAL SPACE NOTES
Transformers 413 sf In electrical enclosure
Switchgear 1,140 sf In electrical enclosure
Chargers (CPE250) 635 sf In parking area
Table 2.4: Infrastructure Space Requirements
Based on using the ChargePoint CPE250, a total of 14 chargers will be required. To support the maximum possible charging power, chargers must always be installed in pairs. These pairs should be located next to each other and deployed at the same time. Even if a particular charger is not being directly connected to any vehicles, the paired charger will still use the power capacity of the installed charger to charge vehicles that are connected to the paired charger.

The CPE250 chargers provide a good fit for SMRT’s fleet based on the overall power that can be multiplexed with up to four BEBs; however, there are some limitations for this charger that are different from a typical BEB depot charger. One limitation is that the charger and dispensers are a single unit, not separate. This requires the chargers to be installed in the parking area. Since the charge cables are not very long, the chargers must be positioned between rows of vehicles and evenly distributed around the parking area. Other chargers of a similar power level with vehicle multiplexing can install the charging cabinet separate from the dispensers, requiring less space in the parking area and allowing for alternative connection options such as cables that drop from an overhead gantry.

Another complexity that arises from using the CPE250 chargers is how interconnections must be made between the power source and the chargers. For a typical depot charger, the charging cabinets can be co-located with the transformers and switch gear allowing for very short cable runs between these items. Connections from the charge cabinets to the multiplexed dispensers can be daisy chained. With the CPE250, the chargers must all have their own power feeds from the switchgear area into the parking area. Additionally, each charger needs to have a dedicated conduit run to a paired charger to achieve the maximum possible 125 kW power level. This pairing doubles the number of chargers needed to achieve the same power level multiplexing capabilities. Where a typical depot charger would only require 7 chargers with 28 dispensers, the CPE250 requires 14 chargers, with each charger having 2 dispensers built in.

These requirements make the installation options for the CPE250 less flexible than with other charger types.

2.8 Fleet Transition Road Map
SMRT currently has 24 vehicles in its fleet, the majority of which are 40-foot diesel buses along with a few 30- and 35-foot diesel buses. The existing fleet replacement schedule is based on a 12-year lifetime for each vehicle. Given the current age of the vehicles in the fleet, the diesel replacement schedule over the next 12 years is shown Figure 2.18 . hdrinc.com

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17 Santa Maria Regional Transit (SMRT) | Zero Emissions Bus Feasibility Study SMRT has no plan to replace any of the existing vehicles with diesel buses going forward in an effort to meet mandated climate goals. BEBs have already been ordered for the two vehicles entering service in 2022 and two more shortly after.

The simulations have shown that most routes will work when the vehicles are brand new, but as the vehicles age and a larger percentage of the fleet is transitioned, the fleet size would need to grow by about 17% based on the strategy with block interlining. BEBs purchased in 2022-2024 can be deployed on blocks where they can replace diesel vehicles at a 1-to-1 ratio. After 2024, service adjustments or additional vehicles will be required. Along with schedule efficiency, equity should be considered when determining which routes and geographic areas will be served by new vs. older equipment.

A sample BEB transition schedule allowing for no early vehicle retirements based on purchasing extra vehicles as needed is shown in Figure 2.19. This also includes the required charger deployments.

Figure 2.18: Current Diesel Fleet Replacement Schedule
Figure 2.19: BEB Fleet Replacement Schedule
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18 Santa Maria Regional Transit (SMRT) | Zero Emissions Bus Feasibility Study The large number of buses that reach the end of their 12-year life present a significant capital expense in the year 2027.

To mitigate this, the distribution of vehicle purchases can be spread out by allowing several of these buses to remain in operation for one to two additional years. The additional vehicle purchases are also pushed back. This replacement schedule will rely on new buses having increased range for the first couple of years, since the additional vehicles to support swapping will not yet have been purchased. The resulting transition road map, shown in Figure 2.20 , requires no more than 4 buses to be deployed within a single year. Additional charging equipment is assumed to be ChargePoint CPE250 chargers for the purposes of this study, but SMRT could deploy other types of charging options in the future if desired.

Figure 2.20: Shifted and Spread BEB Fleet Replacement Schedule This road map takes the current BEB purchases and shows how they need to grow to achieve a 100% transition. The capital costs for both vehicles and chargers are spread out to the greatest extent possible. Chargers are always installed in pairs, which allows for the maximum possible charging power using ChargePoint CPE250 chargers.

Overall, the fleet size grows from the current 24 buses to a total of 28 buses, including spares. This allows for the required increase in active vehicles each day as indicated from the simulation results and maintains the overall spares ratio at the same level as today. The initial seven buses are replaced 1-to-1, and the following buses are replaced 1.25-to-1.

This is equivalent to buying one extra BEB for every four diesel buses that are replaced.

Figure 2.21 shows the full fleet transition road map including additional items that must be considered, such as driver and maintenance personnel training, utility communication, and infrastructure design. This road map also identifies the point in time where routes will need to be modified to be operational with BEBs. The four electric vehicles currently on order are identified as the pilot deployment which will occur next year. Only three additional BEBs are required over the next two years, and then there are no vehicle replacements until 2027. This should provide ample time to gain experience with BEB operation, design modified routes as required, and line up funding sources for the increased fleet size that will be required going forward.

One additional benefit of this transition plan is that it pushes out route changes for as long as possible. The initial BEB purchases can be used on the routes that are easily feasible today. This allows for two potential scenarios to play out before any extra infrastructure is purchased. The first scenario is that SMRT’s experience with BEBs may be more favorable than the analysis shows. Since the analysis is worst-case, it is possible that real-world experience gives SMRT confidence that BEBs can operate on some or all of the more difficult routes without increasing the fleet size. hdrinc.com

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19 Santa Maria Regional Transit (SMRT) | Zero Emissions Bus Feasibility Study Figure 2.21: Fleet Transition Road Map
Electrical and Charger
Infrastructure Layout
Maintenance Personnel
Training
2022 20242023 2025 2026 2027 2028 2029 2030 2031
Dr iv er
Training
Software
Selection
Utility Rate Setting Discussions
Initial
Load Increases
Utility Power Delivery
Delivery
Online
Load
Incr ease
Load
Incr ease
BEB Purchases and Deployment
Pilot
+4
+2
+4
+4
+4
+1
Charger Installations and Deployment
+2
Pilot
+2
2032 2033 2034
Load
Incr ease
Load
Incr ease
Load
Incr ease
+2
+2
+2
+2
+2
+1
+4
+4
Route Changes Required
Load
Incr ease
Load
Incr ease
The second scenario allows for improvements in BEB technology. It may be possible to buy BEBs in the future that can be deployed as 1-to-1 replacements for diesel vehicles. This may be possible due to larger batteries or improved energy efficiencies. By pushing off the route changes for as long as possible, there is the possibility that no changes will be needed if the technology matures to an adequate level in the interim.

2.9 Compatibility with other SMRT Initiatives
SMRT Short-Range Transit Plan (SRTP). SMRT recently completed an update to its SRTP, which includes route- and stop-level restructuring recommendations. The SRTP seeks to improve connectivity, offer a consistent service frequency, enable timed transfer connections at the Santa Maria Transit Center, and deliver service more efficiently. Like other transit agencies across the country, SMRT is experiencing a driver shortage, and the service restructuring will allow the service to be fully delivered within current staffing levels. The changes proposed in the SRTP will help to accommodate the transition to BEBs by creating shorter routes structures which are more aligned with BEB range capabilities, and reducing the additional driver needs to more manageable levels.

First/Last Mile Connection to Allan Hancock College. SMRT’s service restructuring focuses transfer activity around the Santa Maria Transit Center at the intersection of Boone and Miller Streets. Allan Hancock College, a key local and regional destination, is less than 1 mile from the transit center. SMRT is considering innovative ways to connect the two points, including an automatic shuttle that would operate along an existing multi-purpose trail. More information about this proposed option is included in Appendix A.
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20 3.1 Lifecycle Cost Analysis
Building off the technical analyses in the prior sections, the following summarizes the results of the lifecycle cost analysis (LCCA) based on the transition schedule presented in Section 2.9 . More specifically, this section provides a comparison of a future zero emission bus fleet to SMRT’s existing diesel fleet for a variety of capital costs (vehicles and charging equipment) and operating costs (fuel, operations, and maintenance) over the transition period. The analysis covers the period from 2021 through 2032, when the last diesel bus is scheduled to be transitioned to a BEB. Additionally, a payback period and net present value analysis is provided to support the comparison of BEBs to diesel buses.

Table 3.1 summarizes the operating statistics and infrastructure needs for SMRT’s current service plan for a diesel fleet and a BEB fleet based on outputs from Zero+. Additionally, the electricity usage shown in the table reflects an adjustment from the original Zero+ results presented in prior sections. More specifically, the BEB Feasibility Analysis results reflect a worst-case weather scenario, however the fuel/energy usage shown in Table 3.1 reflects an adjustment (reduction) to reflect impact of Santa Maria’s average local climate on heating and air conditioning needs. Finally, the annual diesel estimate reflects the total miles estimate and SMRT’s current average fleet-wide fuel efficiency of 5.3 miles per gallon. 03 - Financial Analysis

BEB DIESEL
Total Miles 955,760 930,228
Revenue Miles 871,988 871,988
Non-Revenue Miles 83,772 58,240
Total Hours 68,848 67,496
Revenue Hours 64,376 64,376
Non-Revenue Hours 4,472 3,120
Peak Vehicles 21 18
Total Vehicles 28 24
Chargers 14 -
Fuel/Energy Usage
Usage 1,454,281 175,515
Unit of Measurement Kilowatt-hours gallons
Table 3.1: Annual Operating Statistics

3.2 Capital Costs Comparison
Based on the BEB transition schedule, there are two distinct procurement phases. The first phase is from 2021 through 2023, when seven BEBs and four chargers are scheduled to be purchased. In 2024 and 2025, there are no purchases made to advance the transition. Starting in 2026, phase two includes the remainder of the transition with the acquisition of 21 BEBs and 10 chargers. The costs presented in this section reflect actual contracts discussions between SMRT and Proterra.
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21 Santa Maria Regional Transit (SMRT) | Zero Emissions Bus Feasibility Study Specifically, in phase one, SMRT will pay approximately:
• $940,000 per electric bus
• $148,796 for paired 62.5 kW chargers, or $74,398 each • Approximately $380,000 for charging infrastructure, including charger installation, switchgear, conduits, and transformer pads
• $0 for the transformer under an assumption that PG&E installs the initial transformer in-kind In phase two, the following assumptions were made:
• PG&E will not pay for a second or upgraded transformer; SMRT will be responsible for the full cost • Consistent with recent trends, it was conservatively assumed that BEB prices will decrease by 5 percent every year as batteries become less expensive to produce. This assumption reflects a recent study by the University of Texas and McMaster University published in May 2020¹.
• Charger unit costs remain the same from phase one
• Charger installation costs follow an industry-standard assumption of $1,000 per kW, or $62,500 per charger • Supporting infrastructure costs from phase one were scaled up by the number of chargers purchased in phase two relative to phase one, and charger installation costs described above were removed from the supporting infrastructure costs
These capital infrastructure unit costs are summarized by phase in Table 3. 2.

Table 3.2: Capital Infrastructure Unit Costs by BEB Transition Phase (2021 $) PHASE I PHASE 2
Battery Electric Bus* $940,000 $940,000
Charger $74,398 $74,398
Charger Installation included in Supporting
Infrastructure contract
$62,500
Supporting Infrastructure (lump sum) $380,000 $325,000
Transformer $0 $50,000
*BEB unit cost reflects the price if purchased in 2021, but BEB prices are assumed to decrease 5% per year. In the LCCA model, this unit cost is adjusted to reflect this decrease based on the purchase year.

Table 3. 3 provides the key assumptions used to develop the start-up infrastructure costs for a BEB fleet. The number of total buses and charger needs are direct outputs from the Zero+ model. A BEB fleet would require additional buses beyond the diesel fleet to account for range restrictions, limited charging time, and travel to and from the SMRT depot for charging. As described above, the supporting infrastructure and transformer are lump sums incurred in each phase. 1 https:/ /www.mdpi.com/2071-1050/12/10/3977 /pdf
Table 3.3: Capital Infrastructure Unit Costs by BEB Transition Phase (2021 $) PHASE I PHASE 2
Total Buses 7 21
Chargers 4 10
Supporting Infrastructure 1 1
Transformer 1 1
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22 Santa Maria Regional Transit (SMRT) | Zero Emissions Bus Feasibility Study For a continued diesel fleet scenario, there are no start-up infrastructure needs or costs. The only capital costs are for buses when the existing diesel buses reach the end of their useful life. Per a recent SMRT contract, it was assumed that diesel buses cost $0.5 million each, and the fleet would remain at 24 buses over the analysis period.

Using the capital infrastructure unit cost assumptions in Table 3. 2, the infrastructure needs assumptions in Table 3. 3, and other assumptions described above, the total capital costs for the diesel scenario and transition scenario over the 2021 through 2032 transition period are summarized in Table 3.4. The diesel scenario will have $12.5 million in capital costs, consisting entirely of diesel bus replacements, and the transition scenario will have $19.6 million in capital costs across buses, chargers, and other start-up infrastructure needs.

Table 3.4: Capital Infrastructure Cost Estimates – 2021 to 2032 (2021 $ in thousands)

DIESEL SCENARIO TRANSITION SCENARIO
Buses $12,446.2 $17,152.3
Chargers $0.0 $1,041.6
Charger Installation $0.0 $625.0
Supporting Infrastructure $0.0 $705.0
Transformer $0.0 $50.0
Total Capital $12,446.2 $19,573.8

3.3 Diesel Fuel and Electricity Costs Comparison
Diesel costs were calculated using the total miles estimate from Zero+, SMRT’s current fleet-wide fuel efficiency of 5.3 miles per gallon, and SMRT’s historical fuel prices ranging from $2.30 per gallon to $2.98 per gallon.

Using these assumptions, the fuel cost for a fully diesel fleet would be approximately $0.4 million per year under the $2.30 per gallon rate and approximately $0.5 million per year under the $2.98 per gallon rate. In the transition scenario, these costs are scaled down over time by total miles (revenue and non-revenue) driven by diesel buses as more BEBs are phased into operation.

Table 3. 5 shows electricity needs by weekday and weekend for a fully BEB fleet with charging stations provided at the SMRT garage on Fairway Drive. In total, a BEB fleet’s energy needs would cost nearly $360,000 per year, which is a function of both daily consumption charges and peak demand charges that are incurred on a monthly basis. In the transition scenario, these electricity costs are phased in as more BEBs come into service.

Table 3.5: Energy Demand Cost Assumptions and Annual Cost Estimate

WEEKDAY WEEKEND ANNUAL TOTAL
Daily Energy
Consumption (kWH) 6,121 2,475
BEB Charge ($/kWH)* $0.1844 $0.2075
Daily Cost $1,129 $513
Total Weekly Cost Subtotal $5,645 $1,027 $346,935
Monthly
Demand
Peak (kW) 500
Number of 50 kW Blocks +1 11
BEB ($/50 kW Block) $95.56
Monthly BEB Demand
Cost Subtotal
$1,051.16 $12,614
Total Annual Cost $359,549
*BEB Energy $/kWH are based on an average cost based on the time of use. The daily costs are calculated based on actual rates and consumption times.
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23 Santa Maria Regional Transit (SMRT) | Zero Emissions Bus Feasibility Study Figure 3.1 summarizes the annual fuel and energy cost forecasts over the 2021 to 2032 transition period. The fuel cost reflects the low-end estimate of $2.30 per gallon. Based on the operating statistics and assumptions described in the prior section, in current year dollars, the electricity cost for a fully BEB fleet in 2032 will be less than the fuel cost for a fully diesel fleet.

Figure 3.1: Propulsion Cost, Transition Scenario (2021 to 2032) Tables 3.6 and 3.7 provide a comparison of total propulsion costs over the 2021 to 2032 transition period under the diesel scenario and the transition scenario. Table 3.6 reflects the low fuel cost estimate of $2.30 per gallon, while Table

3.7 reflects the high fuel cost estimate of $2.98 per gallon. As shown in the tables, the transition scenario has lower propulsion costs than the diesel scenario under both fuel cost estimates.

ELECTRICITY COSTS DIESEL COSTS TOTAL PROPULSION
COSTS
Diesel Scenario $0.0 $4,844.2 $4,844.2
Transition Scenario $2, 597.6 $1,997.6 $4,595.2
Table 3.6: Total Propulsion Costs – 2021 to 2032 (2021 $ in thousands), Low Fuel Cost Estimate

ELECTRICITY COSTS DIESEL COSTS TOTAL PROPULSION
COSTS
Diesel Scenario $0.0 $6,276.4 $6,276.4
Transition Scenario $2, 597.6 $2,588.2 $5,185.8
Table 3.7: Total Propulsion Costs – 2021 to 2032 (2021 $ in thousands), High Fuel Cost Estimate

3.4 Operating and Maintenance Costs Comparison
Operating and maintenance unit cost assumptions summarized in Table 3.8 and the operating statistics provided in Table

3.1 were used to derive annual cost estimates. The operating cost per total hour (revenue hour plus non-revenue hour) reflects agency-reported data from the National Transit Database (NTD) over the 2015 to 2019 period, inflated to 2021 dollars. Additionally, the operating cost per hour excludes fuel and lubricant costs since those are accounted for in the propulsion analysis. Finally, it was assumed that operating costs do not change with vehicle type; in other words, SMRT’s existing operators would provide the scheduled service at the same rate for diesel buses and BEBs. hdrinc.com

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24 Santa Maria Regional Transit (SMRT) | Zero Emissions Bus Feasibility Study Similarly, maintenance costs per total mile (revenue mile plus non-revenue mile) for diesel are from NTD over the same five-year period, escalated to 2021 dollars. The BEB maintenance cost per total mile includes a 3-cent decrease assumption compared to SMRT’s existing diesel bus cost per mile. This reduction reflects conversations with transit agencies (Los Angeles Metro and IndyGo) that have operated BEB vehicles and have analyzed the difference in BEB and diesel maintenance costs per mile. Finally, annual charger maintenance cost per unit reflects feedback from manufactures.

D I E S EL BEB
Operating Cost/Total Hour (excluding fuel and lubricants) $30.53 $30.53 Maintenance Cost/Total Mile $0.71 $0.68
Annual Charger Maintenance/Unit $1,550
Table 3.8: O&M Unit Costs
Using the unit cost assumptions and service statistic outputs from Zero+, single-year O&M cost estimates are provided in Table 3.9 for a fully diesel and fully BEB fleet. Due to the increase in non-revenue hours and miles in a BEB fleet, reflecting the need to swap buses due to charging capacity and the annual charger maintenance costs, the overall O&M cost for a BEB fleet is slightly higher than for a diesel fleet when propulsion costs are excluded.

OPERATING V EH I CL E

MAINTENANCE

CHARGER

MAINTENANCE

TOTAL O&M
(E XCLU D I N G

PROPULSION)
Fully Diesel Fleet $2,060.8 $660.8 $0.0 $2,721.6
Fully BEB Fleet $2,102.0 $650.3 $21.7 $2,774.0
Table 3.9: Operating Costs – Single Year Estimates (2021 $ in thousands) Using the transition plan, total O&M costs are presented in Table 3.10 over the 2021 to 2032 transition period. Excluding propulsion costs, the diesel scenario would have O&M costs over this period of $32.7 million, compared to $33.0 million for the transition scenario.

OPERATING V EH I CL E

MAINTENANCE

CHARGER

MAINTENANCE

TOTAL O&M
(E XCLU D I N G

PROPULSION)
Diesel Scenario $24,729.1 $7,929.7 $0.0 $32,658.8
Transition Scenario $24,968.7 $7,836. 5 $148.8 $32,954.0 Table 3.10: Operating Costs – 2021 to 2032 (2021 $ in thousands))

3.5 Summary Cost Comparison
Combining the costs for propulsion, O&M, and capital, Tables 3.11 and 3.12 show the total costs for the diesel scenario and the transition scenario over the 2021 through 2032 transition period. Table 11 uses the low fuel cost estimate of $2.30 per gallon, and Table 3.12 uses the high fuel cost estimate of $2.98 per gallon. As shown in the tables, the transition scenario has an incremental cost of $7.2 million, or a 14 percent increase, over the diesel scenario when using the low fuel estimate, and an incremental cost of $6.3 million, or a 12 percent increase, over the diesel scenario when using the high fuel cost estimate.
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25 Santa Maria Regional Transit (SMRT) | Zero Emissions Bus Feasibility Study

3.6 Net Present Value and Payback Period Analysis
HDR conducted a net present value (NPV) and payback period analysis to compare the transition scenario to the diesel scenario under the two fuel cost estimates. This analysis included capital costs (vehicles and startup infrastructure) and O&M costs (operations, maintenance, and fuel) for the transition scenario relative to the existing diesel scenario. In other words, only the incremental cost savings and increases on an annual basis were included. All cost savings and increases over the 2021 to 2032 period are presented in 2021 dollars and discounted at five percent.

The purpose of this analysis is to determine if the upfront capital costs and slightly higher O&M costs of the BEB fleet can be overcome by annual propulsion savings. This analysis does not attempt to quantify external benefits, such as emissions reduction, and assumes no changes to ridership or service levels. The only benefit, or in this case a disbenefit, is the change in cost to the agency.

Additionally, the analysis assumes that some portion of the capital costs will be offset by grant funding and PG&E incentives, and therefore removes that same portion of costs from the NPV calculation. In other words, the analysis only looks at direct cost impacts to SMRT and does not attempt to quantify costs and benefits on a global scale. The PG&E incentives reflect the current contract between PG&E and SMRT, which shows rebates for BEBs of $5,085 per vehicle, for up to 25 vehicles, and rebates for chargers of 50 percent of the unit cost, or up to $25,000 per charger, for up to 4 chargers. These rebates are applied after external grant funding has been applied. In other words, the rebate for the chargers is 50 percent of the portion for which SMRT is directly responsible.

In a scenario where SMRT receives grant funding for 80 percent of all capital costs, the systemwide discounted NPV is -$1.1 million under the low fuel estimate and -$0.5 million under the high fuel estimate. The negative NPV reflects that the transition scenario cannot offset higher capital and O&M costs with lower propulsion costs within the analysis period, regardless of which fuel cost estimate is used. Therefore, there is no payback period in either case. Table 3.12 illustrates these findings.

DIESEL SCENARIO TRANSITION SCENARIO
Propulsion $4,844.2 $4,595.2
O&M $32,658.8 $32,954.0
Capital $12,446.2 $19,573.8
Total $49,949.2 $57,123.0
Table 3.11: Summary Cost Comparison – 2021 to 2032 (2021 $ in thousands), Low Fuel Cost Estimate

DIESEL SCENARIO TRANSITION SCENARIO
Propulsion $6,276.4 $5,185.8
O&M $32,658.8 $32,954.0
Capital $12,446.2 $19,573.8
Total $51,381.4 $57,713.6
Table 3.12: Summary Cost Comparison – 2021 to 2032 (2021 $ in thousands), High Fuel Cost Estimate N P V
(DISCOUNTED AT 5%)

PAYBACK PERIOD
Transition Scenario (Low Fuel Estimate) -$1,122,937 N/A Transition Scenario (High Fuel Estimate) -$530,685 N/A
Table 3.12: Net Present Value and Payback Period, 2021 to 2032 (2021 $) hdrinc.com

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26 Santa Maria Regional Transit (SMRT) | Zero Emissions Bus Feasibility Study Sensitivity tests were conducted with discount rates of 3 percent and 7 percent to test the lifecycle cost analysis’s sensitivity to this parameter. The results of these sensitivity tests can be found in the LCCA model (Section 3.1).

3.7 Post-Analysis Period Replacement Schedule
As discussed previously, this analysis covers the initial transition period from 2021 through 2032, when the last diesel bus is scheduled to be transitioned to BEB. Beyond this period, additional costs would be incurred for the replacement of assets, under both BEB and diesel fleet scenarios. Table 3.13 presents assumed lifespans for each asset.

Table 3.13: Capital Infrastructure Lifespan Assumptions

DIESEL BEB
Buses 12 years 12 years
Chargers* N/A 20 years
Supporting Infrastructure N/A 30+ years
Transformer N/A 30+ years
*Costs for both the charger and charger installation would be incurred again with each replacement cycle.

As noted in Table 3.13, buses have an expected lifespan of 12 years regardless of vehicle type. Chargers have an expected lifespan of 20 years, but SMRT may want to consider upgrading the chargers under the same replacement schedule as vehicles. Transformers and supporting infrastructure have longer lifespans of at least 30 years.

Using these assumptions, over the 2033 through 2040 period, SMRT would incur additional costs related to the replacement of either 16 diesel buses or 19 BEBs, plus other potential costs related to upgrading chargers if desired. hdrinc.com

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27 4.1 O&M Considerations Introduction
The recommendations included in this section assume charging at the depot only; no consideration is made for in-route charging at stops or transit centers throughout the day. Although SMRT operates a mix of 30- to 40-foot vehicles, all vehicles moving forward are assumed to be 40-foot buses. Finally, all scenarios are analyzed with electric vehicles.

Some general design considerations are provided here. These considerations must be validated during detailed design to ensure proper inter-disciplinary coordination.

4.2 Shop and Repair Areas
Electrification of fleet buses results in some significant changes during facility planning. As BEBs currently in use with various agencies have similar maintenance schedules, repair bay ratios to number of fleet buses remain relatively unchanged. BEBs require very minimal service fluids, which affect the sizing of the Lube/Compressor Room. PM bays should also include Lower Level Work Area (LLWA) and Upper Level Work Platform (ULWP) to service and maintain both the underside and the rooftop components attached to the buses.

All shop and repair areas must be configured to have a minimum of 20 feet, 0 inches clear height, to ensure ample space for proper service and maintenance functionalities. Due to the need for servicing roof mounted equipment using ULWPs, lock-out/tag-out type of safety procedures and mechanisms are recommended for day-to-day activities. This must also be supplemented by overhead fall protection systems.

Other specialty shop requirements (e.g., Common Work Area, Tire Shop, Body Shop, electric repair, etc.) with stationary tools and equipment are similar to that of diesel/gasoline buses. A Battery Room may be required based on the size and quantity of battery necessary to be stored on site.

For any services related to the batteries, a dedicated repair bay must be allocated. During the actual repair, an arc flash hazard zone must be identified with either portable bollards or safety cones. Full-body personal protective equipment, including face shields, shall also be required while handling any such related activities.

Although it is not crucial to delineate repair bays for BEBs during general service/repair, it is recommended to locate the bays adjacent to each other. This allows for the potential installation of a limited amount of charging equipment, which can charge the buses during services, prior to being returned to exterior charging areas to finish the charge cycle. This also minimizes the possibility of a complete possible loss of battery power.

4.2 Exterior Areas and Parking Areas
Area must be designated onsite for charging infrastructure while maintaining proper clearances. Virtually all charging infrastructure components require forklift access while needing to be located near the service entrance for the site. This equipment must also be located within close proximity of the bus parking area, as the parking area is where the overnight charging will take place. All such requirements are defined by the charging equipment manufacturer and local codes and regulations (as applicable).

While the size for individual bus parking spaces remains the same as for diesel buses, it is recommended to provide additional space between a pair of lanes to allow for the installation of the surface mounted charging station (or construction of overhead structure for overhead charge dispensers, if implemented at a future date). A rule of thumb for 04 - Facility and
O&M Considerations

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28 Santa Maria Regional Transit (SMRT) | Zero Emissions Bus Feasibility Study this additional space is roughly six to eight feet. Charge dispensers must be located on either side of parking spaces, and dispenser cables must be long enough to provide maximum flexibility. It is also possible for two charging positions to share the same dispensers.

Vehicle parking layout should match charger configuration; for example, when using equipment that can charge two vehicles per dispenser, each row of vehicles should have an even number of parking spaces. When parallel parking buses along fence lines, vehicles should ideally have charging ports on multiple corners (front and back) so chargers can be shared.

Protection of charging equipment is imperative and can be achieved by installing dedicated protective equipment such as bollards and providing ample signage and striping to warn bus operators visually and audibly. Bollards must be sized accordingly and placed around both the charging equipment itself and any columns or similar structures supporting overhead dispensers. In order to ensure personnel safety, cable management is also important.

Additionally, space must be allocated on site for an emergency generator. Estimating the exact capacity of an emergency generator can be challenging, as it is primarily affected by the repair services necessary in the event of an emergency and the duration for which the generator must provide power. However, the need for backup power can be mitigated by various measures, most notably PV solar panels and means of on site energy storage.

4.3 Training Considerations
Making the transition to zero emission bus technology involves more than simply buying new buses. Training is required to see that staff can operate and maintain these vehicles in a safe and efficient manner. Training must also meet any applicable regulatory requirements, such as the Driver Proficiency requirements of California 13 CCR § 1229. SMRT has chosen BEBs as the preferred ZEB technology. These vehicles have unique components and support equipment that are significantly different than diesel or CNG buses. Training will be needed for both SMRT internal staff, as well as external parties who may interact with SMRT’s operations. Proper training is crucial for implementing a smooth, safe transition to these vehicle technologies.

4.3.1 Training Strategy
Trained and skilled BEB mechanics are not readily available on the job market due to the newness of the technology. It is difficult to hire maintenance staff that already have the required skills for making a transition, and instead each agency will need to develop a strategy for training their existing maintenance staff and any new staff that they hire. Additional training is also required for most other staff, including drivers, dispatchers, supervisors, and many other roles within the organization. The strategy outlined here is based on the lessons learned from agencies that have already begun this transition.

Making the transition
to zero emission bus
technology involves
more than simply buying
new buses. Training is
required to see that staff
can operate and maintain
these vehicles in a safe
and efficient manner.
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29 Santa Maria Regional Transit (SMRT) | Zero Emissions Bus Feasibility Study The primary source of training initially will be the vehicle and charger original equipment manufacturers (OEMs), along with their subcomponent suppliers. These equipment providers have already developed training programs to assist with the deployment of these new types of vehicles. The learning curve for BEB technology is steep, but it flattens as an agency gains experience and practice. Training from the OEM and subcomponent suppliers should be leveraged early on with the goal of building internal training programs in the long run. OEM training is great for understanding the theory and technical specifications for these buses, but training based on actual experience in maintenance and operations will be more applicable to a specific deployment.

Both academic and hands-on training are needed, but hands-on training is best for most topics and should be used whenever possible. This allows for an apprenticeship model, where mechanics can learn from an expert. The details of the training that are required from the OEM should be included as a part of the vehicle procurement process and made a part of the RFP and contract, and should cover training hours, aids, materials, special tools, and diagnostic equipment.

4.3.2 Training Groups
Among the groups of people who require training are drivers, mechanics, and operations staff, as well as external parties.

Each group has a unique set of training needs that must be addressed. Some topics, such as high-voltage safety, will be required by all groups, but other topics will be specific to only a subset of staff. The transition to BEBs is more difficult for mechanics than it is for other staff, and more training will be required for this group than for any other.

One external group that will require special training for BEBs are first responders. BEBs present a unique set of hazards and require a response from emergency personnel that is different than for diesel buses. The vehicle OEM should be responsible for training first responders as a part of the vehicle procurement contract.

Another external group that must be considered is the towing operator. The process of towing a BEB is not the same as towing a diesel vehicle. There are certain steps that must be taken for both the safety of the tow truck driver as well as the safety of the vehicle. As soon as BEBs are delivered, training should be scheduled with the vehicle OEM and the towing operator so that a test tow can be performed.

4.3.3 Training Topics
Basic training courses for familiarization with the vehicles and high voltage safety will be required for all groups identified above. This will cover topics such as recognizing high voltage systems, the use of personal protective equipment (PPE), lockout/tagout procedures, emergency cut-off switches, and emergency response plans. This training will only take a few hours, and it can be completed as just-in-time training as required.

Some of the components used in BEBs are the same as components used in diesel buses and will require the same type of training that already exists. These include the air system, mechanical brakes, power steering, axles, suspension, cooling system, low-voltage systems, controller area network (CAN), doors, and Americans with Disabilities Act (ADA) equipment. Other components are new and will require a new set of training, including high voltage cables, high voltage junction boxes, high voltage battery energy storage systems (BESS), battery management systems (BMS), high voltage contactors, inverters, electric motors, and DC-DC converters. These new systems will require advanced training courses that will need to be completed by mechanics and supervisors. Maintenance staff will also need to be supplied with the proper diagnostic tools and equipment and trained in the use of these tools.

Drivers require training on how to efficiently operate the buses. They need to understand the difference between traditional mechanical brakes and regenerative braking, and how the brakes can feel different depending on the circumstances.
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30 Santa Maria Regional Transit (SMRT) | Zero Emissions Bus Feasibility Study Efficiency is also maximized when the optimal amount of acceleration and deceleration is used, and this must be balanced against keeping buses on schedule. Drivers must also be trained on the risks that come from operating a silent vehicle, including pedestrians and bicyclists that do not hear the vehicle coming or drivers not having the
familiar audible clue that the vehicle is running. SMRT may consider providing incentives to encourage safe and
efficient driving behaviors, in addition to the
provided training.

Operations staff and planners will need to understand
range limitations, seasonal impacts, and refueling/
recharging times. Staff needs to know the proper response to different indicator lights, and know which notifications require immediate attention and which are informational or for diagnostics. The concept of state-of-charge (SOC) in place of fuel level must also be understood so operators, dispatchers, and schedulers can make the right decisions based on the SOC level.

Chargers have their own set of training requirements in addition to the vehicles. This includes service, diagnostic, and repair training for maintenance personnel. Anyone responsible for vehicle charging (e.g., drivers, attendants) will also need training on the proper operation of the charger and the steps to connect and disconnect the charger and the vehicle.

Different types of charging equipment which may be deployed in future (e.g., pantographs vs. plug-in, depot vs. in-route charging) will require additional training.

The training required for external parties will be less intensive but is still very important. Emergency response training should be coordinated with SMRT; this will provide the responders an opportunity to see the facility and understand the entrances, exits and door clearances, and the maintenance staff can learn from the responders on the proper course of action in case of an injury or other emergency.

4.3.4 Training Timing
Training needs to be completed before the new vehicles are deployed. Some training items may be scheduled just in time when vehicles are delivered. Introductory safety training, for example, will typically be less than an hour long and can be easily scheduled and performed on an as needed basis. However, other training that has a longer time period will need to be planned in advance of vehicle arrivals. For mechanics, it can be useful to train on the high-voltage and drivetrain systems of diesel hybrid buses if possible. These share several components with BEBs and can provide a training platform before BEBs are available. Anything that allows for the initial training to be completed before the delivery of vehicles will accelerate your deployment timeline.

BEB training will need to be a continuous and on-going part of your normal operations. In addition to the initial orientation and safety training, special training may be needed for maintenance that occurs at different time periods including monthly, quarterly, annually, and even less frequent preventative maintenance. It is best for personnel to have recently completed the training they will need when they undertake these less frequent operations for the first time. You should consider procuring an OEM service representative on-site for the first 30 days of vehicle deployment and as needed after that.

The size of your training program should also be scaled to match the size of your BEB deployment. A small deployment may need fewer trained staff initially. The number of trained staff can be increased as the additional BEBs are purchased.

This provides the opportunity for those involved in the first round of training to become internal experts and develop customized training programs that are specific to your agency that can be used for training the rest of the staff. The timing and ramp-up of training should correlate with the timing and ramp-up of your BEB deployment. hdrinc.com

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31 5.1 Solar and Battery Energy Storage Introduction
The purpose of this section is to analyze the potential benefits and technological/economic feasibility of installing a solar PV array and/or a BESS at the SMRT bus depot, in conjunction with the battery electric bus fleet under consideration.

All of the battery electric bus charging will occur at this depot; thus, it is the only option for solar and BESS at this time.

The information presented in this section is informational in nature; SMRT has no current plans to install solar or BESS systems, but may consider future upgrades depending on cost, timing, and facility space considerations.

5.2 Depot Electrical Consumption
Estimated electrical consumption from bus charging will vary between weekdays and weekends with the typical consumption being approximately 6,100 kWh per day on weekdays and 2,500 kWh per day on weekends. The electrical consumption by time of the week is shown in Figure 5.1. 05 - Depot Renewable
Energy and Battery Energy
Storage Analysis

Figure 5.1: Weekday/Weekend Consumption Bar Chart (source: Zero+) hdrinc.com

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32 Santa Maria Regional Transit (SMRT) | Zero Emissions Bus Feasibility Study Due to the nature of bus operations, the bus routes vary in time and distance resulting in a varying charging schedule.

Based on the assumed quantity and size of bus chargers, the projected weekday charging load profile is shown in Figure

5.2, and projected weekend charging load profile is shown in Figure 5.3 .

Figure 5.2: Weekday Projected Charging Load Profile
Figure 5.3: Weekend Projected Charging Load Profile
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33 Santa Maria Regional Transit (SMRT) | Zero Emissions Bus Feasibility Study At the time of this analysis, facility building load data was not provided and thus is not included in this feasibility study. It should be noted that typically the bus charging load is significantly larger than the facility load and therefore may require upgrades to the utility distribution system to account for the load increase. Accounting for the facility load on top of the charging load may also alter the results of the solar and BESS analysis.

5.3 Solar Energy Feasibility Study
A high-level solar feasibility study was performed utilizing Helioscope, a commercially-available solar PV modeling software tool, to estimate potential solar array sizes that could be utilized to offset electrical loads at the depot. A canopy solar array over the bus parking areas was the main consideration due to limited facility roof space. Figures 5.4 and 5.5 illustrate the use of this tool. Due to the limited scope of this evaluation and available information, broad assumptions were made for this study to model the technical and cost characteristics of a “typical” solar PV canopy. Further investigation would be required to evaluate the solar generation possibilities at the SMRT depot in detail.

Traditionally, rooftop solar installations have been a popular choice for electricity end-users, but solar canopy structures over bus parking/charging areas are viable options to maximize the space. The steel structures required to support the canopies drive up the cost of this installation; however, if an overhead bus charger system is used, then one structure can support both charging infrastructure and a solar array. If structural costs are allocated to charging, the cost of adding solar is more akin to a rooftop system. A solar canopy could also benefit from the use of bi-facial solar modules to improve energy production. These modules absorb energy from light that is reflected up from underneath (in addition to direct sunlight on the top), which increases the energy produced per a given area. For this analysis a solar canopy for phase one of the project was analyzed in addition to an array for all phases.

Estimates of potentially viable solar canopy layouts are shown in Figures 5.4 and 5.5. The estimated solar capacity of the phase 1 canopy is approximately 100 kW AC, with 145,000 kWh of annual energy production. The full phase solar array shows a solar capacity of 217 kW AC and annual energy production of approximately 411,000 kWh. Solar capacity and annual energy production are expected to increase with the use of higher power modules in addition to a favorable load ratio.

Figure 5.4: Phase 1 Helioscope Image Figure5. 5: Full Phase Helioscope Image hdrinc.com

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34 Santa Maria Regional Transit (SMRT) | Zero Emissions Bus Feasibility Study

5.4 Solar Generation and Facility Consumption
Based on the assumptions and estimates outlined in section 5.3, total solar generation capacity was evaluated in comparison to the estimated building and projected charging loads. Helioscope was utilized to simulate the solar array performance on an hourly basis. This simulated solar power profile was then modeled alongside the estimated charging loads of each site over a 25-year period to project total energy usage, capital and operating costs, utility bill savings, renewable fraction, and many other statistics.

In order to estimate the energy supply cost to the facilities and bus chargers, several PG&E tariff structures were evaluated in the model:
• B-19-TOU-NEM1 – This rate structure is a time-of-use (TOU) rate that has different charges depending on when the electricity is consumed during the day. PG&E utilizes a higher rate during the middle of the day, when the grid is most heavily used, a slightly lower rate during non-peak times, and an even lower rate during the night, when grid demand is minimal. This rate is for a medium-sized peak demand (over 499 kW), as this matches the projected loading for these depots, including the projected bus charging.
• B-19-TOU-R-NEM1 – This rate structure is similar to the previous rate, but it also includes an option for solar generation, which should be included in the event that solar generation is installed at the facility. The solar option is only available if the PV system provides 15 percent or more of the facility’s annual electricity. • BEV-2 – This rate structure is for Business Electric Vehicles for commercial EV charging usage. The BEV rate would only be applied to the vehicle charging through use of a separate utility meter.

There are also federal and state incentive programs that encourage the adoption of solar and battery energy storage by effectively discounting the capital cost of these technologies through tax credits or other means. Two incentives were assumed to be included in this analysis: the federal solar Investment Tax Credit (ITC) and California’s Self-Generation Incentive Program (SGIP).

The ITC is a 26 percent federal tax credit applied to residential and commercial solar installations and is a proportion of the installed cost of the system. It is a “step-down” credit which will reduce to 22 percent beginning in 2023. The ITC can also be applied to an energy storage system, as long as the storage system is charged by an accompanying solar array (minimum 70 percent, pro-rated to 100 percent).

The SGIP is administered by the California Public Utilities Commission (CPUC) and is a discount applied to the installed cost of a battery system on a dollar-per-Wh basis. The incentive amount varies depending on eligibility criteria and the size of the storage system. Currently, “Large-Scale Storage” systems installed in PG&E territory can receive $0.22/Wh if they are also receiving ITC credit. Both of these incentives were included in this analysis.

A techno-economic model was generated for each solar and utility tariff scenario using assumptions for cost and performance of typical commercial-scale solar and battery energy storage systems detailed in Appendix B. The results of each model are detailed in this section.

Figure 5.6 provides projections for three typical summer days of solar energy generated by panels installed over phase one bus parking at the SMRT depot. The figure shows that total generation will vary due to weather conditions.

Incorporating this solar generation profile into the charging load projections shows the potential charging load offset from solar installation. These profiles can be seen in Figure 5.7. Analysis of Figure 5.7 shows the projected solar generation (yellow) coinciding with some of the daytime charging load, resulting in reduced grid purchases (orange) during peak solar hours. There are some hours where very little load exists, and thus excess energy is exported back to PG&E and is net-metered to reduce the overall monthly energy usage. Although grid purchases are reduced during the day, the majority of charging load occurs during off-peak solar hours and thus most of the power for charging must by supplied by the utility.
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35 Santa Maria Regional Transit (SMRT) | Zero Emissions Bus Feasibility Study Figure 5.6: Three-Day Solar Projection
Figure 5.7: Solar and Charging Load Overlay

5.5 Battery Energy Storage Analysis
In addition to the solar generation analysis, the potential use-cases for a stationary battery energy storage system installed at the depot were also evaluated. BESSs are often considered in conjunction with battery electric buses as a means of managing demand to reduce charging costs, alleviate grid capacity constraints, shift solar energy to charging periods, and improve resiliency against power outages. This evaluation considered storage coupled with the solar array option described above. A wide range of BESS sizes was modeled, and the optimal size was chosen based on the minimal net present cost outcome over a 25-year period for the given modeling assumptions.

5.5.1 500 kW/2 MWh BESS, Canopy Solar
Under this scenario, a BESS with a power rating of 500 kW and an energy capacity of 2 MWh would be installed and connected to the canopy solar system and bus chargers described above. The original site power profile and solar generation remain the same as in the previous models. Figure 8 shows the BESS profile (in green) and the resultant grid purchases (orange) based on the B-19-TOU-NEM1 tariff. Since this tariff includes TOU rates, the evening energy charges are far greater than those during the off-peak, overnight hours, and super-off-peak morning hours. To counteract this, the BESS charges each day from a combination of excess solar energy and grid power during the super-off-peak pricing hdrinc.com

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36 Santa Maria Regional Transit (SMRT) | Zero Emissions Bus Feasibility Study window (9:00 AM to 2:00 PM), and then discharges during the more expensive peak pricing window (4:00 PM to 9:00 PM). This effectively reduces the energy charges incurred in each month’s electric bill, gradually making up for the cost of the BESS. This effect is seen during both weekday and weekend operation, as shown in Figures 5.8 and 5.9 .

Figure 5.8: Weekday BESS Load Profile (Three days)
Figure 9: Weekend BESS Load Profile (Two days)

5.6 Solar and BESS Comparative Economic Analysis
Based on the modeled scenarios described in this section and the assumptions detailed in Appendix B , Table 5.1 summarizes the resulting economic outcomes, including capital expenditures (CapEx), operating cost, Net Present Cost (NPC), Levelized Cost of Energy (LCOE), and Internal Rate of Return (IRR). Note these cost metrics only include the solar PV and/or BESS equipment. Bus charging equipment costs are not included, nor are any costs associated with potential utility infrastructure upgrades to accommodate the bus charging load.

The baseline scenario represents no solar PV or BESS installation, whereby all bus charging load is supplied directly from the grid. Results for a canopy solar array only, a BESS only, and a combination of solar and BESS are also show in Table 5.1.
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37 Santa Maria Regional Transit (SMRT) | Zero Emissions Bus Feasibility Study

BASELINE CANPOY
SOLAR

BESS C A N O PY
S O L A R +

B E S S
Solar PV Size (kWAC) 0 103 0 103
BESS Size (kW/kWh) 0 0 500/2,000 500/2,000
CapEx ($, 2021) $-- $278,208.00 $419,999.00 $698, 207.00 Operating Cost ($/yr) $370,901.54 $354,234.80 $289, 207.00 $272,905.30 Annual Utility Bill ($) $370,901.54 $353,204.43 240,943.36 $222,837.04 Utility Bill Savings ($/yr) $-- $17,697.12 $129,958.18 $148,064.51 NPC ($) $4,794,836.00 $4,857, 584.00 $4,158,726.00 $4,226,196.00 LCOE ($) $0.193 $0.189 $0.154 $0.156
IRR (%) N/A 3.40 22.60 14.70
Payback Period* (yrs) N/A N/A 3.76 8.32
Table 5.1: Solar and BESS Comparative Economic Analysis * Discounted
Based on these results, a stand-alone 500kW/2000kWh BESS provides the most favorable return on investment, followed by the combination of solar + BESS, then the baseline scenario, and lastly the solar-only scenario. Note that this analysis factors in California’s Self-Generation Incentive Program (SGIP) applied to the BESS along with the Federal solar ITC applied to the solar PV array. These incentive programs significantly reduce the capital expenditure of both systems. hdrinc.com

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38 6.1 Conclusion Summary
This feasibility analysis lays out key considerations and establishes a path towards full fleet transition. The BEB Analysis shows that with current scheduling patterns, a one-to-one diesel to BEB transition may work on Day 1 of operation, but is not a feasible long-term solution due to battery degradation over time and other factors. With appropriate modifications, however, SMRT can transition from diesel to BEBs with minimal impact on fleet size.

The analysis shows that only three additional BEBs beyond the four already on order are required over the next two years, and then there are no additional vehicle replacements needed until 2027. This should provide ample time to implement facility upgrades, gain experience with BEB operation, design modified routes as required, and line up funding sources for the increased fleet size that will be required in future. A modified fleet replacement schedule allows for more evenly- distributed purchases over several years, avoiding major spikes in equipment needs. 06 - Conclusions

With appropriate
modifications, SMRT can
transition from diesel
to BEBs with minimal
impact on fleet size.
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Appendix A

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A-01
The purpose of this memo is to present a high-level concept for automated shuttle service between the Santa Maria Transit Center and Allan Hancock College (See map below). Currently, a dedicated multipurpose trail approximately two thirds of a mile in length connects these two destinations. The business case for automated shuttle service is supported by several factors:
• The distance between the destinations is beyond the typical walking distance to transit (usually considered to be a quarter to half a mile)
• The trail is closed to vehicular traffic, presenting an ideal operating environment for an automated shuttle • The anticipated demand and route length are likely too low to support the operating costs of traditional transit service • Automated shuttles travel at low speeds, creating a safe environment for cyclists and pedestrians to continue using the trail
Allan Hancock College
Automated Shuttle
Connector

Automated shuttles have been demonstrated throughout the world, with projects ranging from exclusive right of way to mixed traffic operations. Within the United States there are dozens of such deployments, with planned or completed projects in California including Contra Costa County and Treasure Island (San Francisco). Advances in fleet management software also enable dynamic headways on a fixed route, with fully demand responsive operations beyond a fixed route envisioned in the future.

A walkthrough of potential capital and operating costs are presented below along with sketch-level cost estimates for each, followed by a brief discussion of the pricing models offered by automated shuttle manufacturers and transit fleet management companies.
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Santa Maria City CouncilMay 16, 2023

Santa Maria City Council
May 16, 2023