Agenda — Santa Maria City Council, October 21, 2025 (part 4 of 4)

Indefinite Delivery-Indefinite Quantity Construction Contract Contract Number: CA-R7-GB-101723-NCM
Service Type: General Building
This Indefinite Delivery-Indefinite Quantity Construction Contract (Contract) is between Sourcewell, 202 12th Street Northeast, P.O. Box 219, Staples, MN 56479 and Newton Construction and Management, Inc., 2436 Broad Street, San Luis Obispo, CA 93401 (Contractor).

Sourcewell is a State of Minnesota local government agency and service cooperative created under the laws of the State of Minnesota (Minnesota Statutes Section 123A.21) that offers cooperative procurement solutions to government entities. Participation is open to federal, state and municipal governmental entities, K-12 and higher education entities, nonprofit entities, tribal governments, and other public entities located within the United States.

The Contractor desires to contract with Sourcewell to provide construction services to entities that access Sourcewell’s indefinite delivery-indefinite quantity (IDIQ) construction contracts within the Service Region.

I. TERM OF CONTRACT
A. EFFECTIVE DATE. This Contract, including the General Terms and Conditions incorporated by reference, is effective upon the later of December 6, 2023 or the date of the final signature below.

B. EXPIRATION DATE AND EXTENSION. This Contract expires December 5, 2024, unless it is terminated sooner pursuant to Article XX of the General Terms and Conditions, which are incorporated into this Contract by reference. This Contract allows up to five additional one-year extensions upon the request of Sourcewell and written agreement with Contractor. Sourcewell retains the right to consider additional extensions beyond six years as required under exceptional circumstances.

II. REGION AND SERVICES
The Contractor’s Region is: Region 7. The Contractor’s IDIQ construction service type is: General Building. The Contractor has agreed to perform work outside the Region.

III. ADJUSTMENT FACTORS
The Contractor will perform any or all Tasks in the Construction Task Catalog for the Unit Price appearing therein multiplied by the following Adjustment Factors. See the General Terms and Conditions for additional information.

A. Normal Working Hours – Prevailing Wage Rate Projects: Work performed from 7:00 a.m. until 4:00 p.m. Monday to Friday, except Holidays. The Contractor will perform Tasks during Normal Working Hours for the Unit Price set forth in the CTC multiplied by the Adjustment Factor of: 1.2200.

Attachment C
Rev. 4/2021 Sourcewell IFB #CA-101723
Indefinite Delivery-Indefinite Quantity Construction Contracts in the State of California

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B. Other Than Normal Working Hours – Prevailing Wage Rate Projects: Work performed from 4:00 p.m. to 7:00 a.m. Monday to Friday, and any time Saturday, Sunday and Holidays. The Contractor will perform Tasks during Other Than Normal Working Hours for the Unit Price set forth in the CTC multiplied by the Adjustment Factor of: 1.2500.

C. Secured Facilities/OSHPD Prevailing - Wage Rate Projects: Work performed from 7:00 a.m. until 4:00 p.m. Monday to Friday, except Holidays. The Contractor will perform Tasks during Normal Working Hours for the Unit Price set forth in the CTC multiplied by the Adjustment Factor of: 1.2500.

D. All Union Wage Projects: Work performed from 7:00 a.m. until 4:00 p.m. Monday to Friday, except Holidays. The Contractor will perform Tasks during Normal Working Hours for the Unit Price set forth in the CTC multiplied by the Adjustment Factor of: 1.2200.

E. Non pre-priced Adjustment Factor: To be applied to Work determined not to be included in the CTC but within the general scope of the work: 1.2500.

VI. AUTHORIZED REPRESENTATIVE
A. Sourcewell's Authorized Representative is its Chief Procurement Officer.

B. The Contractor’s Authorized Representative is Eric Newton. If the Contractor’s Authorized Representative changes at any time during this Contract, Contractor must promptly notify Sourcewell in writing.

Sourcewell Newton Construction and Management, Inc.

By: __________________________ By: __________________________ Jeremy Schwartz Eric Newton
Title: Chief Procurement Officer Title: President
Date: Date:

Attachment C

AGREEMENT TO

MODIFY AND EXTEND
SOURCEWELL CONTRACT #CA-R7-GB-101723-NCM
THIS AGREEMENT TO MODIFY AND EXTEND, Sourcewell Contract #CA-R7-GB-101723-NCM, is effective upon the date of the last signature below.

Sourcewell and Newton Construction and Management, Inc. (“Contractor”) have entered into an Indefinite Delivery-Indefinite Quantity Construction Contract, Contract Number CA-R7-GB-101723-NCM, with an initial term ending December 5, 2024, and five bilateral options to extend for an additional oneyear term (“Contract”). The parties agree to modify and extend the Contract as stated below.

CONTRACT MODIFICATION
The following is adopted as the new CTC for the Contract effective December 6, 2024:

Sourcewell California - Region 7
Pursuant to the Contract, Contractor’s Adjustment Factors remain fixed for the duration of the contract term and are unaffected by this modification.

EXERCISE OF OPTION: EXTENSION
Contractor and Sourcewell hereby desire and agree to extend the Contract, with the above modification, for the period of December 6, 2024 through December 5, 2025.

Sourcewell Newton Construction and Management, Inc.

By: __________________________ By: __________________________ Jeremy Schwartz Eric Newton
Title: Chief Procurement Officer Title: President
Date: Date:

Docusign Envelope ID: DEA384EA-16CA-417C-9622-9EB0D124B6D6 11/14/2024 | 11:23 AM CST 11/14/2024 | 10:38 AM CST
Attachment D

COUNCIL AGENDA REPORT
TO: Mayor and City Council
FROM: Alex Posada, Director of Recreation and Parks
DATE: October 21, 2025
SUBJECT: Adoption of Resolution Approving Appropriation of Additional Funding and Award of Remaining Bid Alternatives for the Santa Maria Sports Complex Project
Description:

The City Council will consider approving the appropriation of an additional $5,530,000 and the award of remaining bid alternatives for the Santa Maria Sports Complex project using Growth Mitigation Program funds.

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.

With respect to the Sports Complex project, a Final Supplemental Environmental Impact Report (SCH 1994107909) was prepared in connection with the Blosser-Southeast Specific Plan Amendment.

RECOMMENDATION:

1. Adopt a Resolution approving the appropriation of additional funding in the amount of $5,530,000 for the Santa Maria Sports Complex Project and the award of remaining bid alternatives for the Project; and

2. Authorize the City Manager, or designee, to take all actions necessary to allocate and expend the appropriated funds from designated grant and growth mitigation funds to the project.

BACKGROUND:

On November 19, 2024, the City Council awarded the construction contract for the Santa Maria Sports Complex (PW 2024-11) to Specialty Construction, Inc. in the amount of $9,894,272 to fund the basic construction of the facility. During the bidding process, contractors were asked to provide their costs to provide bid alternatives for items that the City could consider using the project's contingency funds and additional funds as they became available.
2 DISCUSSION:

As of September 2025, the project continues to progress toward completion; however, several key bid alternatives required to meet the City’s commitments under the State’s Proposition 68 grant and federal grant funding remain unfunded. To complete important site items, such as security lighting, restrooms, a playground, and landscaping, an additional $4,004,000 is needed, specified in Attachment B. Additionally, $1,526,000 is needed to cover the cost of construction management, renovation of the existing water well, and change orders necessitated by the project, bringing the total additional funding needed to $5,530,000.

Alternatives
 Approve the appropriation of funds to ensure the project meets all grant requirements and community expectations.
 Do not approve the appropriation, which would result in the inability to deliver the full grant-committed project scope and could jeopardize grant funding.

Environmental Determination
As required by the California Environmental Quality Act, a Notice of Determination (NOD) was prepared and filed in connection with the Blosser-Southeast Specific Plan Amendment (SCH 1994107909), Santa Maria, California. In addition, the original NOD was filed with the Department of Fish and Wildlife payment.

Fiscal Considerations
The requested $5,530,000 will be funded using Growth Mitigation Program funds.

Impact on the Community
Approval of this funding request will allow the City to deliver the Santa Maria Sports Complex as envisioned, including four multipurpose playing fields, basketball courts, restrooms, playgrounds, trails, landscaping, site lighting, public art, and supporting facilities. The project will provide significant recreational and cultural amenities for the Santa Maria community and meet the requirements of the City’s Prop 68 and federal grant awards.

Attachment(s)
A. Resolution- Sports Complex Funding
B. Cost breakdown
Attachment A

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RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF SANTA MARIA, CALIFORNIA

APPROVING THE APPROPRIATION OF ADDITIONAL
FUNDING IN THE AMOUNT OF $5,530,000 FOR THE

SANTA MARIA SPORTS COMPLEX PROJECT AND THE

AWARD OF REMAINING BID ALTERNATIVES FOR THE PROJECT
WHEREAS, on November 19, 2024, the City Council awarded the construction contract for the Santa Maria Sports Complex Project (PW 2024-11) to Specialty Construction, Inc. in the amount of $9,894,272; and
WHEREAS, the project was structured with a base bid, which included contingency funds, and additive alternatives to provide flexibility with available funding sources; and WHEREAS, to fully meet the City’s commitments under Proposition 68 grant award and related federal funding requirements, the use of contingency funds and additional funds is required to deliver the complete project scope, including site and accent lighting, restroom facilities, playground, landscaping, and other community amenities; and WHEREAS, the additional funding request will provide for all bid alternatives described in the project plans, with the exception of sports lighting, as well as expanded construction management support, well redesign and rehabilitation, and previously approved project change orders; and
WHEREAS, the total additional funding needed to deliver the full project and comply with grant obligations is $5,530,000; and
WHEREAS, the City of Santa Maria has determined that this 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), and pursuant to CEQA Guidelines Section 15060(c)(3), it can be seen with certainty that this appropriation will not have a significant effect on the environment.

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

SECTION 1. Approves the use of contingency funds for those construction related items found in the approved plans; and
SECTION 2. Approves Additional funding, in the amount of $5,530,000, using Growth Mitigation Program Funds is hereby appropriated to the Santa Maria Sports Complex Project (PW 2024-11) to cover costs associated with delivering all improvements, expanded construction management services, water well rehabilitation, and previously approved change orders; and
Attachment A

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SECTION 3. Authorizes the City Manager, or designee, is authorized to take all actions necessary to allocate and expend the appropriated funds from designated grant and growth mitigation funds to the project; and
SECTION 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 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 21st day of October 2025.

ATTEST:

Chief Deputy City Clerk
Mayor
APPROVED AS TO FORM:
_______________________________
City Attorney
APPROVED AS TO CONTENT:
_______________________________
Department Director
_______________________________
City Manager
Attachment B
Summary of Funding Request – Santa Maria Sports Complex Project The request is for an additional $5,530,000 in funding for the Santa Maria Sports Complex (SMSC) project to cover costs associated with delivering all grant-committed improvements and increased construction management support. This request represents new funding in addition to the previously awarded contingency amount of $3,412,140 and reflects updated costs in the following key areas:

Alternate Description Cost
1B Site Lighting $2,750,000
1C Accent Lighting $48,000
2A Prefab Restroom North $220,000
2B Prefab Restroom South $220,000
5A Playground $380,000
6A Landscaping – Trees $386,000
Total $4,004,000
Increased Construction Management Support – $625,639:

Additional inspection, materials testing, and project management services are required to support the extended construction duration and expanded project scope.

Well Redesign – $400,000:

Redesign and construction of the onsite irrigation well are necessary to meet updated operational and watersupply requirements identified during the design phase.

Change Orders – $499,840:

Costs associated with approved and anticipated contract change orders, including unforeseen site conditions and design clarifications needed to complete the full scope of improvements.

Summary
The total amount requested to satisfy the grant funding requirements: $5,530,000.

COUNCIL AGENDA REPORT
TO: Mayor and City Council
FROM: Shad Springer, Director of Utilities
DATE: October 21, 2025
SUBJECT: Adoption of a Resolution Authorizing a Communication Site License Agreement with T-Mobile West LLC and Easement Deed to Pacific Gas and Electric Company at Minami Park
Description:

The City Council will consider approving a Communication Site License Agreement with T-Mobile West LLC and an Easement Deed dedication to Pacific Gas and Electric Company at Minami Park.

Environmental Notice: Environmental Review: The project qualifies for a Class 3 Categorical Exemption pursuant to Section 15303 (New construction or conversion of small structures) of the California Environmental Quality Act (CEQA) State Guidelines.

RECOMMENDATION:

1. Adopt a Resolution authorizing a Communications Site License Agreement with TMobile West LLC and authorizing execution of an Easement Deed to Pacific Gas and Electric Company to provide electric service to the facility; and

2. Authorize City Manager, or designee, to execute agreement.

BACKGROUND:

T-Mobile West LLC (T-Mobile) has requested to construct and operate a wireless communications facility on City-owned property located at Minami Park, 600 West Enos Drive, in order to improve wireless coverage within the Santa Maria city limits. The proposed facility will occupy a chain-link fenced area of approximately 355 square feet, along with necessary equipment and battery cabinets to construct a 62-foot-tall field lighting pole and landscaping. Building Permit # B22-1047 was issued by the Community Development Department’s Building Division on April 15, 2024.

As part of the project, Pacific Gas and Electric Company (PG&E) requires a standard utility easement deed from the City to provide electric service to the communications facility. The City will execute the grant of easement in favor of PG&E for this purpose, consistent with past practice for similar projects.
2 DISCUSSION:

Since 2019, City staff and T-Mobile representatives have been negotiating a Communications Site License Agreement (Agreement) for the facility at Minami Park.

Below is a summary of the proposed key terms (Agreement attached as Attachment “B”).

Initial License Fee $40,000 per annum
Initial Term 5 years
Renewal Terms 4 successive 5-year terms
Escalator 3% increase each year
Development Costs T-Mobile is responsible for all site development and construction permits.

Operational Costs T-Mobile is responsible for utilities, maintenance, repairs, and operations of its facilities.

Due Diligence Clause T-Mobile will pay 20% of the initial annual license fee at execution. If the building permit is not obtained within one year, T-Mobile will pay an additional 20%.

Collocation Clause If additional carriers are allowed to collocate on the site, TMobile will pay a minimum of $15,000 annually per sublicense, subject to City approval.

The Agreement has been negotiated to ensure a fair and competitive arrangement that aligns with industry standards, while providing the City with both immediate and long-term benefits. Granting the easement with PG&E is necessary to serve the facility and is routine for projects requiring new utility connections.

Staff recommends that the City Council approve both the Communications Site License Agreement with T-Mobile and the related easement deed with PG&E. These actions will provide improved wireless coverage, generate reliable revenue for the City, and safeguard the use of City property.

Alternative(s)

1. The City Council can choose not to enter into the Agreement with T-Mobile or execute the PG&E Easement.

2. The City Council can direct City staff to reopen negotiations with T-Mobile.

However, the terms of the Agreement and Easement are consistent with industry standards and include additional protections for the City, such as the Due Diligence Clause, ensuring the City receives revenue even before construction begins. 3 Fiscal Considerations
 Annual Revenue: The City will receive $40,000 annually from the license fee, with revenue directed to the General Fund and priority given to funding improvements at Minami Park.
 One-Time Payments: A signing bonus of $25,000 and a one-time payment of $5,000 will be directed to the Utilities Department for reimbursement of expenses incurred during the negotiation and preparation of the Agreement.  Easement Considerations: Execution of the PG&E easement deed does not create additional costs for the City and ensures electrical service is provided to the facility.

Impact on the Community
The Agreement with T-Mobile and related PG&E easement ensures that T-Mobile’s operation, and necessary utility connections, will not interfere with the public’s use or enjoyment of Minami Park. T-Mobile will be responsible for coordinating construction and ongoing maintenance of the facility with the Recreation and Parks Department, and PG&E will provide electric service, ensuring that park operations and City property use continue without disruption.

ATTACHMENT(S)
A. Resolution
B. Communications Site License Agreement with T-Mobile West LLC C. Grant of Easement Deed to PG&E
ATTACHMENT “A”
RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF SANTA MARIA, CALIFORNIA,

AUTHORIZING A COMMUNICATIONS SITE LICENSE

AGREEMENT WITH T-MOBILE WEST LLC AND AUTHORIZING

EXECUTION OF AN EASEMENT DEED TO PACIFIC GAS

AND ELECTRIC COMPANY
WHEREAS, T-Mobile West LLC has requested to construct and operate a wireless communications facility on a portion of City-owned property at Minami Park, 600 West Enos Drive, Santa Maria, California, to improve wireless coverage within the City; and WHEREAS, the City and T-Mobile West LLC have negotiated a Communications Site License Agreement that provides fair and competitive compensation to the City, establishes safeguards to protect City property, and ensures improved wireless services for the community; and
WHEREAS, the facility requires utility service from Pacific Gas and Electric Company (PG&E), and PG&E has requested a standard utility easement deed from the City to provide such service; and
WHEREAS, approval of the Communications Site License Agreement and the Easement Deed are in the best interest of the City, benefit the community with increased wireless coverage, and the project qualifies for a Class 3 Categorical Exemption under Section 15303 of the California Environmental Quality Act (CEQA) State Guidelines.

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

SECTION 1. Authorize and direct the City Manager, or designee, to: (1) enter into the Communications Site License Agreement with T-Mobile West LLC; and (2) execute the Easement Deed with Pacific Gas and Electric, both incorporated herein by reference; and direct the Chief Deputy City Clerk to attest to said documents and to cause them to be recorded if required; and
SECTION 2. Authorize the Chief Deputy City Clerk 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 on this 21st day of October 2025.

ATTEST:

Chief Deputy City Clerk
Mayor
APPROVED AS TO FORM:
_______________________________
City Attorney
APPROVED AS TO CONTENT:
_______________________________
Department Director
_______________________________
City Manager
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Utility Distribution Easement (02/2020)
RECORDING REQUESTED BY AND RETURN TO:

PACIFIC GAS AND ELECTRIC COMPANY
300 Lakeside Drive, Suite 210
Oakland, CA 94612
Attn: Land Rights Library
Location: City/Uninc______________________
Recording Fee $_____________________________
Document Transfer Tax $ __________
[ ] This is a conveyance where the consideration and
Value is less than $100.00 (R&T 11911).
[ ] Computed on Full Value of Property Conveyed, or
[ ] Computed on Full Value Less Liens
& Encumbrances Remaining at Time of Sale
[ ] Exempt from the fee per GC 27388.1 (a) (2); This
document is subject to Documentary Transfer Tax
Signature of declarant or agent determining tax
(SPACE ABOVE FOR RECORDER'S USE ONLY)
LD# 3410-34-10072 EASEMENT DEED
THE CITY OF SANTA MARIA, A Municipal corporation,
hereinafter called Grantor, hereby grants to PACIFIC GAS AND ELECTRIC COMPANY, a California corporation, hereinafter called Grantee, the right from time to time to excavate for, construct, reconstruct, replace (of initial or any other size), remove, maintain, inspect, and use facilities and associated equipment for public utility purposes, including, but not limited to electric, gas, and communication facilities, together with a right of way therefor, on, over, and under the easement area as hereinafter set forth, and also ingress thereto and egress therefrom, over and across the lands of Grantor situated in the City of Santa Maria, County of Santa Barbara, State of California, described as follows:
(APN 117-250-028)
The parcel of land described and designated PARCEL ONE in the deed from Louis Bognuda and Merilda Bognuda dated November 9, 1972 and recorded in Book 2453 of Official Records at page 639, Santa Barbara County Records.

The easement area is described as follows:

The strips of land of the uniform width of 10 feet lying 5 feet on each side of the alignment of the facilities as initially installed hereunder; and the parcel of land of the uniform width and length of 20.5 feet centered on the facilities as initially installed hereunder. The approximate locations of said facilities are shown upon the print of Grantee's Drawing No. 35534858 attached hereto and made a part hereof.

Attachment C
Utility Distribution Easement (02/2020)
Grantee agrees that on receiving a request in writing, it will at Grantor’s expense, survey, prepare and record a “Notice of Final Description” referring to this instrument and setting forth a description of said strips of land.

Grantor further grants to Grantee the right, from time to time, to trim or to cut down, without Grantee paying compensation, any and all trees and brush now or hereafter within said easement area, and shall have the further right, from time to time, to trim and cut down trees and brush along each side of said easement area which now or hereafter in the opinion of Grantee may interfere with or be a hazard to the facilities installed hereunder, or as Grantee deems necessary to comply with applicable state or federal regulations.

Grantor also grants to Grantee the right to use such portion of said lands contiguous to said easement area as may be reasonably necessary in connection with the excavation, construction, reconstruction, replacement, removal, maintenance and inspection of said facilities.

Grantor hereby covenants and agrees not to place or construct, nor allow a third party to place or construct, any building or other structure, or store flammable substances, or drill or operate any well, or construct any reservoir or other obstruction within said easement area, or diminish or substantially add to the ground level within said easement area, or construct any fences that will interfere with the maintenance and operation of said facilities.

Grantor further grants to Grantee the right to apportion to another public utility (as defined in Section 216 of the California Public Utilities Code) the right to excavate for, construct, reconstruct, replace, remove, maintain, inspect, and use the communications facilities within said easement area including ingress thereto and egress therefrom.

Grantor acknowledges that they have read the “Grant of Easement Disclosure Statement”, EXHIBIT “A”, attached hereto and made a part hereof.

The legal description herein, or the map attached hereto, defining the location of this utility distribution easement, was prepared by Grantee pursuant to Section 8730(c) of the Business and Professions Code.

This document may be executed in multiple counterparts, each of which shall be deemed an original, but all of which, together, shall constitute one and the same instrument.

Attachment C
Utility Distribution Easement (02/2020)
The provisions hereof shall inure to the benefit of and bind the successors and assigns of the respective parties hereto, and all covenants shall apply to and run with the land.

Dated: __________________, _______.

THE CITY OF SANTA MARIA, A Municipal
corporation
_____________________________________________
By:

Print Name:______________________________
Title:____________________________________
I hereby certify that a resolution was adopted on the ____ day of _________, 20____, by the _____________________________________ authorizing the foregoing grant of easement.

By__________________________________ Title________________________________ Attachment C
Utility Distribution Easement (02/2020)
State of California
County of )
On __________________________, before me, Notary Public, Insert name
personally appeared
,
who proved to me on the basis of satisfactory evidence to be the person(s) whose name(s) is/are subscribed to the within instrument and acknowledged to me that he/she/they executed the same in his/her/their authorized capacity(ies), and that by his/her/their signature(s) on the instrument the person(s), or the entity upon behalf of which the person(s) acted, executed the instrument.

I certify under PENALTY OF PERJURY under the laws of the State of California that the foregoing paragraph is true and correct.

WITNESS my hand and official seal.
(Seal)
Signature of Notary Public

CAPACITY CLAIMED BY SIGNER
[ ] Individual(s) signing for oneself/themselves
[ ] Corporate Officer(s) of the above named corporation(s) [ ] Trustee(s) of the above named Trust(s)
[ ] Partner(s) of the above named Partnership(s)
[ ] Attorney(s)-in-Fact of the above named Principal(s) [ ] Other
A notary public or other officer completing this certificate verifies only the identity of the individual who signed the document to which this certificate is attached, and not the truthfulness, accuracy, or validity of that document.

Attachment C
Utility Distribution Easement (02/2020)
Pacific Gas and Electric Company
EXHIBIT “A”

GRANT OF EASEMENT DISCLOSURE STATEMENT
This Disclosure Statement will assist you in evaluating the request for granting an easement to Pacific Gas and Electric Company (PG&E) to accommodate a utility service extension to PG&E’s applicant. Please read this disclosure carefully before signing the Grant of Easement.
 You are under no obligation or threat of condemnation by PG&E to grant this easement.  The granting of this easement is an accommodation to PG&E’s applicant requesting the extension of PG&E utility facilities to the applicant’s property or project. Because this easement is an accommodation for a service extension to a single customer or group of customers, PG&E is not authorized to purchase any such easement.
 By granting this easement to PG&E, the easement area may be used to serve additional customers in the area and may be used to install additional utility facilities. Installation of any proposed facilities outside of this easement area will require an additional easement.  Removal and/or pruning of trees or other vegetation on your property may be necessary for the installation of PG&E facilities. You have the option of having PG&E’s contractors perform this work on your property, if available, or granting permission to PG&E’s applicant or the applicant’s contractor to perform this work.

Additionally, in order to comply with California fire laws and safety orders, PG&E or its contractors will periodically perform vegetation maintenance activities on your property as provided for in this grant of easement in order to maintain proper clearances from energized electric lines or other facilities.  The description of the easement location where PG&E utility facilities are to be installed across your property must be satisfactory to you.
 The California Public Utilities Commission has authorized PG&E’s applicant to perform the installation of certain utility facilities for utility service. In addition to granting this easement to PG&E, your consent may be requested by the applicant, or applicant’s contractor, to work on your property. Upon completion of the applicant’s installation, the utility facilities will be inspected by PG&E. When the facility installation is determined to be acceptable the facilities will be conveyed to PG&E by its applicant.

By signing the Grant of Easement, you are acknowledging that you have read this disclosure and understand that you are voluntarily granting the easement to PG&E. Please return the signed and notarized Grant of Easement with this Disclosure Statement attached to PG&E. The duplicate copy of the Grant of Easement and this Disclosure Statement is for your records.

Attachment C
Los Padres
22 10N 34W
Property Line
Legend
1"= 100'
Easement Delineation
3410-34-10072
m22f
along all boundaries or lines
all courses extend to or
Unless otherwise shown
Grantor's Property Line
N/A l3b0
New Electric Meter
Santa Barbara
City, Rancho, Subdivision, Etc.

SECTION TOWNSHIP RANGE
LD#

MERIDIAN

SCALE DATE
APPLICANT:

PG&E DIVISION AUTHORIZ DRAWING NO.

COUNTY:

SBM F.B.: DR.BY: CH.BY:
35534858 35534858
T-Mobile USA
Santa Maria 4/23/24
Section 22, SW¼ of NE¼

ENOS DR
C
URRYER
S
T
PlatN
o. UU3916
New Electrical Box
Existing Pole Line
cL 10' Utility Easement
Approximate Location
APN: 117-250-028
APN: 117-431-008
70-MAPS-1
VICTORIA GARDENS NO 2
LOT 1
LOT 2
LOT 3
LOT 4
LOT 5
LOT 6
LOT 7
LOT 8
Book 2453 Page 639
The City of Santa Maria

20.5' x 20.5' Parcel Easement
Approximate Location of
Attachment C
Utility Distribution Easement (02/2020)
Attach to LD: 3410-34-10072
Area, Region or Location: 4
Land Service Office: San Luis Obispo
Line of Business: Electric Distribution (43)
Business Doc Type: Easements
MTRSQ: 34.10.34.22.43,
FERC License Number:

PG&E Drawing Number: 35534858
Plat No.: 35534858
LD of Affected Documents:

LD of Cross Referenced Documents:

Type of interest: Electric Underground Easements (4), Utility Easement (86) SBE Parcel:
% Being Quitclaimed:

Order or PM: 35534858
JCN:

County: Santa Barbara
Utility Notice Number:
851 Approval Application No: ;Decision:

Prepared By: m22f
Checked By: l3b0
Approved By:

Revised by:

Attachment C

COUNCIL AGENDA REPORT
TO: Mayor and City Council
FROM: Shad S. Springer, Director of Utilities
DATE: October 21, 2025
SUBJECT: Adoption of a Resolution Approving an Agreement with Science Discovery for Solid Waste Education Services
Description:

The City Council will consider adopting a Resolution to approve an agreement with Science Discovery to provide solid waste-related school education services.

RECOMMENDATION:

1. Adopt a Resolution approving a Professional Services Agreement with Science Discovery for Solid Waste Education Services; and

2. Authorize the City Manager, or designee, to administer the agreement.

BACKGROUND:

For over a decade, the City has contracted with qualified environmental education providers to deliver in-person and virtual programming to K-8 students, focusing on solid waste management, stormwater pollution prevention, and water conservation. The topics covered have included: recycling, food waste, household hazardous waste, vermicomposting, paper production, stormwater pollution prevention, marine debris, and water conservation. Field trips have historically complemented classroom learning, including visits to the Santa Maria Regional Landfill.

DISCUSSION:

The Utilities Department released a Request for Proposals (RFP) on March 25, 2025, and two proposals were received by the published deadline. After interviews and a thorough evaluation based on qualifications, experience, program design, and alignment with City priorities, Science Discovery was selected to perform the services for the project.

Under the agreement (Attachment “B”), Science Discovery will develop and deliver ageappropriate, standards-based environmental curriculum to Santa Maria schools in alignment with the City’s environmental goals and regulatory obligations. Content is related to solid waste, recycling, and composting, and programming includes virtual and 2 in-person learning options and field trips. The agreement is for an initial one-year term not-to-exceed $95,354.55. The agreement includes provisions for up to four annual extensions by mutual written consent.

Procurement Clarification
The Utilities Department implemented school education services based on its interpretation of the purchasing guidelines consistent with past practice, and the attached agreement was approved and signed by the required City Departments. After signing, the Director of Finance determined that formal City Council approval was required based on new interpretation of the City’s purchasing guidelines. This report is intended to meet that requirement. No changes have been made to the vendor selection, scope, or budget. In addition, a separate agreement with Science Discovery for Water Resources Education Services is under the threshold for requiring award by City Council and therefore is not part of this request.

Alternative(s)

1. Direct staff to discontinue work and reissue the RFP, understanding that this would interrupt educational programming already underway and impact service delivery for the current school year.

2. Provide other direction to City staff regarding procurement or contract oversight.

Fiscal Considerations
The agreement will be funded within the Utilities Department’s approved budget (SC4225 | CC0253 | FD630 = $95,354.55) and no additional appropriation is requested.

Impact on the Community
The content delivered through this agreement promotes environmental stewardship among students and increases community knowledge of City programs related to solid waste.

Impact on the City
School education programs support the City’s environmental compliance and public engagement efforts by enhancing outreach through effective, curriculum-aligned education and reducing in-house staffing demands for direct educational programming.

ATTACHMENT(S)
A. Resolution
B. Agreement
Attachment A

Page 1 of 2 ends

RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF SANTA MARIA, CALIFORNIA

APPROVING A PROFESSIONAL SERVICES AGREEMENT

WITH SCIENCE DISCOVERY FOR SOLID WASTE EDUCATION SERVICES WHEREAS, the City of Santa Maria (City) is committed to providing educational programming to school age students; and
WHEREAS, on March 25, 2025, the City released a Request for Proposals for school education services to support the City’s regulatory and community engagement goals; and
WHEREAS, after a competitive evaluation process, Science Discovery was selected based on its qualifications, experience, program design, and alignment with City priorities, and City staff subsequently negotiated the terms of an agreement with Science Discovery; and
WHEREAS, the City entered into an Agreement for Professional Services with Science Discovery for the 2025–2026 school year for Solid Waste Education Services; and
WHEREAS, the agreement was approved to form and signed by all appropriate City Departments based on previous interpretations of the purchasing guidelines and consistent with past practice; and
WHEREAS, the Director of Finance determined that formal City Council approval is required based on new interpretation of the City's purchasing guidelines; and WHEREAS, to ensure transparency and compliance with procurement protocols, the City Council wishes to retroactively approve the execution of the agreement.

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

SECTION 1. Authorize the Agreement for Professional Services with Science Discovery for Solid Waste Education Services for Fiscal Year 2025-2026, incorporated herein by reference; and
SECTION 2. Authorize the City Manager or designee to administer the agreement; and
SECTION 3. Ratify and retroactively approve the execution of the agreement as necessary to maintain continuity of school education programming for the 2025–2026 school year; and

Page 2 of 2 ends

SECTION 4. Authorize the City Manager or designee to enter into future extensions and modifications consistent with the terms of the agreement, or to cancel the agreement, as determined to be in the best interest of the City of Santa Maria; and SECTION 5. Authorize the Chief Deputy City Clerk 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 on the 21st day of October 2025.

ATTEST:

COUNCIL AGENDA REPORT
TO: Mayor and City Council
FROM: Shad S. Springer, Director of Utilities
DATE: October 21, 2025
SUBJECT: Adoption of a Resolution Approving an Agreement with MNS Engineers, Inc. for Contract Administration and Inspection Services for the Water Supply Well 15 Equipping Project
Description:

The City Council will consider adopting a Resolution approving an agreement with MNS Engineers, Inc. for contract administration and inspection services for the Water Supply Well 15 Equipping Project.

RECOMMENDATION:

1. Adopt a Resolution approving an agreement with MNS Engineers, Inc. for Contract Administration and Construction Inspection Services for the Water Supply Well 15 Equipping Project; and

2. Authorize the City Manager, or designee, to execute agreement.

BACKGROUND:

The 2012 Utilities Capacity Study identified a need to increase water production capacity to meet future Maximum Day Demand (MDD) projections and to improve system resiliency in the event of an interruption to the State Water Project supply. The construction of a new well will help to address this need.

The new water supply well, Well 15, is sited within an easement obtained from the Santa Maria Airport District. This project involves drilling and equipping a new ±1,600-foot deep well, located approximately 1,800 feet southeast of the City’s existing Well 14. Once completed, Well 15 will connect to the City’s existing header line west of the airport and convey water to the blending and disinfection facility, improving the reliability, quality, and quantity of the City's water supply.

Development of Well 15 will be completed in two construction phases. The first phase, to drill the well, is currently on-going and anticipated to be complete by the end of 2025. The second phase, to construct the well facility and equip the well, was recently bid and is pending award by City Council. The site development and equipping are anticipated to take approximately a year to complete due to environmental considerations on the site and material lead times. The nature of the project requires staffing and technical expertise for contract administration and inspection beyond what City staffing can provide. 2 DISCUSSION:

To assist City staff in meeting project needs for contract administration and inspection for the project, the Utilities Department developed a Request for Proposals (RFP) to select a firm to provide comprehensive contract administration and construction inspection services for all civil, mechanical, and electrical phases of the Water Supply Well 15 Equipping Project, including material and testing services. The RFP was posted on the Planet Bids portal on July 3, 2025. Notifications were sent to 132 engineering service companies on the City’s vendor list and to an additional 240 engineering firms in the Planet Bids network. 16 firms expressed interest by downloading the RFP and three proposals were submitted by the deadline.

A selection committee comprised of staff from the Utilities and Public Works Departments evaluated the proposals based on criteria such as expertise, relevant experience, and overall project approach. Based on this evaluation, MNS Engineers, Inc. was identified as the top-ranked firm and invited to participate in an interview. Following the interview, MNS Engineers, Inc. was selected for their strong technical qualifications and extensive experience. Their sealed cost proposal was then opened, and contract scope and terms were subsequently negotiated.

The proposed Agreement (Attachment “B”) has a term of one and a half years and a notto-exceed amount of $627,465. Additionally, Staff is seeking authorization to include a 10% contingency allowance, which will increase the total authorized budget for the agreement to $690,212.

Alternatives
The City Council may decline to authorize the agreement, reject all proposals, and direct City staff to reissue the RFP. This project is critical for the City and the award to MNS Engineers, Inc. is recommended to maintain the Well 15 Equipping Project schedule.

Fiscal Considerations
Funding for this project is in the approved budget for the Growth Mitigation Fund.

Impact on the Community
Successful completion of the Well 15 project will improve the City’s water supply capabilities to meet the current and future demands of the water system, particularly during periods of drought or emergency conditions, including decreased State Water allocations or deliveries.

Impact on the City
Execution of this agreement will allow Staff to appropriately manage and deliver this project, while still focusing on other operational and infrastructure needs.

Attachments
A. Resolution
B. Agreement
Attachment A

Page 1 of 2 ends

RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF SANTA MARIA, CALIFORNIA
APPROVING AN AGREEMENT WITH MNS ENGINEERS, INC.

FOR CONTRACT ADMINISTRATION AND INSPECTION SERVICES FOR THE WATER SUPPLY WELL 15 EQUIPPING PROJECT
WHEREAS, the construction of the City’s new well, Water Supply Well 15, will enhance the City’s water supply; and
WHEREAS, the construction of the well facility and equipping will require comprehensive contract administration and construction inspection services for all civil, mechanical, and electrical phases of the Water Supply Well 15 Equipping Project, including materials inspection and testing services; and WHEREAS, on July 3, 2025, the Utilities Department released a Request for Proposals (RFP) to solicit qualified firms to provide the required services for the project; and
WHEREAS, following an evaluation and interview process, a selection committee ranked MNS Engineers, Inc. as the most qualified firm; and WHEREAS, the Utilities Department negotiated an agreement with MNS Engineers, Inc. to provide contract administration and construction inspection services for the project.

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

SECTION 1. Authorize the City Manager, or designee, to enter into an agreement with MNS Engineers, Inc., incorporated herein by reference; and SECTION 2. Authorize the City Manager, or designee, to enter into extensions and modifications consistent with the terms of the agreement up to a total of $690,212, or to cancel the agreement, as determined to be in the best interest of the City of Santa Maria; and
SECTION 3. Authorize the Chief Deputy City Clerk 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. ///
Attachment A

Page 2 of 2 ends

PASSED AND ADOPTED at a regular meeting of the City Council of the City of Santa Maria held on the 21st of October 2025.

ATTEST:

AGREEMENT FOR PROFESSIONAL SERVICES

CONTRACT ADMINISTRATION AND INSPECTION SERVICES
FOR WATER SUPPLY WELL NO. 15 EQUIPPING PROJECT
This Agreement is made on October 21, 2025 by and between MNS Engineers, Inc., 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 that Contract Administration and Inspection Services for Water Supply Well No. 15 Equipping (the “Project”) involves performance of services of a temporary nature; and
WHEREAS, City does not have available employees to perform the services for the Project; and
WHEREAS, following an advertised Request for Proposals process, City selected Contractor based on their submitted proposal dated August 14, 2025, and based on Contractor’s qualifications to perform the Project; and
WHEREAS, on October 21, 2025, the City Council adopted a resolution to approve the execution of this Agreement; and
WHEREAS, City has determined Contractor’s rates were fair and reasonable compared to other firms performing similar services; and
WHEREAS, City has requested Contractor perform the services for the Project; and WHEREAS, Contractor is registered or licensed in California to perform the services for the Project.

NOW, THEREFORE, IT IS AGREED:

1. Recitals true. The above recitals are true.

2. General.

2.01 Term and Termination. The term of this Agreement begins on the first date written above and ends at 11:59 p.m. on June 30, 2027, or Project completion, whichever occurs first. This Agreement may be extended by mutual consent of the parties. This Agreement 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 fourteen (14) days after deposit of notice as specified in this Agreement.

2.02 Services to be Performed. Contractor shall determine the method, details, and means of providing services for the Project. 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 the Contractor in the performance of the Agreement 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.” ATTACHMENT "B"
Atty. rev. Oct 2025; Risk rev. Oct 2025 Page 2 of 19

2.06 Prevailing Wage. Where applicable, Contractor shall follow the prevailing wage requirements as listed in Exhibit “D” and applicable law.

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

3. Contractor’s Obligations.

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 extracontractual services does not interfere with or present a conflict with the City's business.

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

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

No employer/employee relationship exists between Contractor and City. Contractor's assigned personnel shall not be entitled to any benefits payable to employees of City. City is not required to make any deductions or withholdings from the compensation payable to Contractor under this Agreement.

3.04 Indemnification. To the fullest extent permitted by law, 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 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 Contractor, or the acts or omissions of an employee, agent or subcontractor of Contractor. 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.

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 City and a representative of Contractor, listed below. All notices shall be addressed as follows unless a written change is filed with the City:

City: Contractor:

Attn: Shad Springer Attn: Joseph Pope
City of Santa Maria MNS Engineers, Inc.

Utilities Department 201 North Calle Cesar Chavez
2065 East Main Street Suite 300
Santa Maria, CA 93454 Santa Barbara, CA 93103
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. Contractor shall comply with all laws, including but not limited to the rules and policies of the City, in performing this Agreement.

Atty. rev. Oct 2025; Risk rev. Oct 2025 Page 3 of 19

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 Northern 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, 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. If applicable, Contractor and all subcontractors 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. Further requirements are attached as Exhibit “D”.

CONTINUED ON NEXT PAGE
Atty. rev. Oct 2025; Risk rev. Oct 2025 Page 4 of 19
IN WITNESS WHEREOF, this Agreement is executed by the parties on the date first written above.
“Contractor” “City”
MNS ENGINEERS, INC. CITY OF SANTA MARIA
By: By:

JOSEPH POPE, P.E., QSD/QSP SHAD S. SPRINGER, P.E., MPA
Vice President Director of Utilities
ATTEST
By:

DONNA SCHWARTZ
Chief Deputy City Clerk

APPROVED AS TO FORM
Risk Manager
City Attorney
Atty. rev. Oct 2025; Risk rev. Oct 2025 Page 5 of 19
EXHIBIT “A”

SERVICES TO BE PROVIDED

PROJECT UNDERSTANDING
The City is undertaking drilling and equipping a new 2,200 GPM potable water well, Well #15, at a new 0.35-acre site immediately adjacent to the Santa Maria Airport airfield. Drilling of the well is being completed under a separate contract with completion anticipated in December 2025.

The well equipping portion of the project includes installation of a new well pump with enclosure, sand separator, surge tank, and associated site/discharge/drain piping and appurtenances, chemical building, disinfection equipment, electrical/generator building, PG&E service, switchgear, motor control center, PLC, backup generator, and site improvements to finish the site. Contractor will provide construction management and inspection in accordance with the contract documents for the Well #15 Equipping Project.

SCOPE OF WORK
Contractor staff will support the City by providing construction management and inspection in accordance with the contract documents for the Well #15 Equipping Project per the following tasks:

Task 1. Pre-Construction

1.1 Project Kickoff
At project kickoff, Contractor will review the contract plans, specifications, permits, agreements, PG&E handouts, and environmental documents. A kickoff meeting with City staff and the Design Engineer will be held to discuss design questions and contract administration procedures.

1.2 Project Risk Matrix
Contractor, in conjunction with the City and Design Engineer, will develop and maintain a project risk matrix, identifying potential risks to project success. The risk matrix will identify the key project indicator impacted, the likelihood of occurrence, and the potential severity.

1.3 Pre-Construction Conference
Contractor will organize and lead a pre-construction meeting, preparing and distributing an agenda beforehand. The pre-construction conference will clarify project team roles, establish protocols, set a cooperative tone, and address contract requirements. Meeting minutes will be distributed to all attendees.

1.4 Site Documentation
Contractor will take pre-construction site photos to document the existing condition of the project limits prior to construction. Contractor will document construction throughout the life of the project. Photos will be logged and filed in the project files.

Task 2. Contract Administration
Contractor will develop an administration system using CMIS to ensure construction complies with contract documents and standards, organizing files and forms to track correspondence, Atty. rev. Oct 2025; Risk rev. Oct 2025 Page 6 of 19
submittals, Requests for Information (RFIs), Construction Change Orders (CCOs), and progress payments. Contract administration includes but is not limited to:
• Daily diaries
• Labor compliance and certified payrolls
• Logs for submittals, RFIs, CCOs, and materials testing results • Correspondence, permits, and agreements
• Progress schedule/Weekly Statement of Working Days (WSWDs) • Progress pay estimates and quantities
• Potential claims
• Safety and traffic control
• Material verification
• Biweekly meetings agenda and minutes

2.1 Develop Material and Equipment Inspection and Testing Plan Contractor will develop and submit for City approval a material and equipment inspection and testing plan detailing personnel responsibilities, required tests, schedules, procedures, acceptance criteria, and special inspection needs, following a “start with the end in mind” approach.

2.2 Project Communication and Coordination
The Construction Manager (CM) will manage communication and coordination among the City, Design Engineer, residents, and Construction Contractor during construction. Weekly updates to the City will highlight upcoming public impacts. Bi-weekly progress meetings will cover project status, the Construction Contractor’s lookahead schedule, City operations coordination, issues/resolutions, RFI/submittal status, QA/QC, environmental compliance, and CCOs. The CM will prepare agendas and record meeting minutes.

2.3 Submittals/RFIs
Contractor will perform a timely review of submittals and RFIs, which will be reviewed for completeness, logged, and distributed as appropriate for technical review. Contractor will monitor the log to verify responses are submitted in a timely manner.

2.4 Project Schedule Adherence
The CM will review and approve the Construction Contractor’s baseline schedule at the start of the project. The CM will require and review three-week look-ahead schedules from the Construction Contractor on a weekly basis. The Construction Contractor will be issued WSWDs to document the progress of the work and the number of working days expended.

2.5 CCO and Claims Management
Before contract work begins, Contractor will coordinate with the City to define the CCO process.

All CCOs must specify scope and limits and comply with project documents. Contractor will proactively identify issues and pursue timely, cost-effective solutions. The CM will:

Atty. rev. Oct 2025; Risk rev. Oct 2025 Page 7 of 19
• Determine the validity and justification for all CCOs • Notify the City if CCOs are needed
• Negotiate costs with the Construction Contractor
• Prepare CCO documentation for City authorization
• Track all CCOs against project contingency balance
The CM will work closely with the City, Design Engineer, and the Construction Contractor to resolve CCOs and/or disputes.

2.6 Permit Management
Contractor will monitor the construction to ensure all items of work are performed in accordance with encroachment permits, stormwater pollution control requirements, environmental permits, mitigation measures, and FAA requirements.

2.7 Cost Control
The project’s document control system will track and monitor actual construction costs, incorporating contract item payments and quantities into the progress payment spreadsheet.

CCO payments, extra work, and item overruns/underruns will also be tracked, with the contingency balance verified during monthly progress pay estimate reviews and submittals.

2.8 Progress Pay Estimate
Contractor will track contract items and review quantities for each progress pay estimate. The Construction Inspector will monitor extra and supplemental work costs against authorized change orders. Contractor will review the Construction Contractor’s monthly payment request and recommend approval to the City.

2.9 CM Monthly Report
The CM will prepare monthly reports covering past and upcoming construction activities, schedule analysis, budget tracking, PCO and progress payment summaries, submittal/RFI status, environmental compliance, risk log updates, and progress photos. Reports will be distributed electronically to the City and others as requested.

2.10 Startup, Testing, and Commissioning
Contractor will oversee commissioning of the well site, including pressure testing, disinfection, sampling, tie-in, mechanical, electrical and instrumentation testing, loop checks, and SCADA testing.

2.11 Preliminary/Final Walkthroughs and Punchlists
Contractor prioritizes short punchlists by continuously coordinating with the Construction Contractor to address issues during the project. The CM/Inspector will conduct a preliminary walkthrough with the Construction Contractor and City staff to identify defects and outstanding items, prepare and submit a final punch list to the Construction Contractor, and perform a final inspection with City representatives before project acceptance.

Atty. rev. Oct 2025; Risk rev. Oct 2025 Page 8 of 19

2.12 Construction Survey Quality Assurance
Contractor’s in-house survey team will perform field surveying and office support to verify the project’s provided survey control, boundary establishment, and recorded easement locations.

Survey control will be verified through the use of local traverse and GPS methods. Existing topography and design conforms will also be measured to ensure mapping meets minimum accuracy standards. Contractor will verify the applicable property boundaries and easements based on found monumentation, available county records, and provided easement documentation.

2.13 Closeout
Once the Construction Contractor provides the required documentation, Contractor will submit an acceptance recommendation report with the final pay request for payment. Contractor will submit job files and final reports to the City upon completion of the contract.

Task 3. Construction

3.1 Construction Inspection
The Construction Inspector will be on-site to observe the work with the goal of verifying it is performed safely and in accordance with the contract documents. The Construction Inspector’s responsibilities will also include:
• Inspection Coverage: Contractor aims to inspect construction for compliance with plans and specifications, coordinating daily with the Construction Contractor and adjusting inspection coverage based on operations and crew. The proposal budgets conservatively, but inspection levels may be reduced if work quality is high and trust is established with the Construction Contractor.
• Quality Assurance: Assure the Construction Contractor’s overall QC Plan is implemented in a manner consistent with the Project's Special Provisions. • Traffic Control/No Parking Zones: Inspect the Construction Contractor’s traffic control per approved standards. Notify the Construction Contractor of any perceived unsafe conditions.
• Daily Reports: Prepare daily inspection reports documenting work, labor, equipment, quantities, safety issues, extra work or plan changes, environmental mitigation observations, PG&E operations, and deficiencies. Maintain a photographic record of construction.
• Materials: Verify approved materials are incorporated into the project. • Acceptance/Performance Testing: Coordinate acceptance and performance testing in conformance with the contract documents.
• Materials Testing/Special Inspection: Coordinate with Earth Systems as needed and maintain testing records with current tester and laboratory certifications placed in the construction file.
• MMRP Coordination: Provide coordination with environmental monitors and monitor mitigation efforts for compliance with the MMRP.
• SWPPP Compliance Monitoring: Monitor SWPPP compliance efforts, including installation and maintenance of BMPs.

Atty. rev. Oct 2025; Risk rev. Oct 2025 Page 9 of 19
• Groundwater Monitoring (as needed): Monitor and report trench and well dewatering activities including quantities, groundwater quality, contaminated groundwater treatment efforts, and groundwater disposal.
• Punch List: Prepare punch list and inspect for completion of punch list work items.

3.2 Safety
The Construction Contractor is solely responsible for safety compliance, while Contractor monitors their safety program and informs the City of any deficiencies. Inspectors follow the Construction Contractor’s Safety Plan, Traffic Control Plan, and Cal/OSHA Construction Safety Orders to oversee the work.

3.3 Red Line As-Builts
Contractor will track and maintain as-built drawings per contract requirements, ensuring completeness. The CM will hold regular meetings with the Construction Contractor to monitor as-built drawing status, often a contingency for monthly pay approval. The inspector will keep a field set of as-builts to review the Construction Contractor’s copy.

Task 4. Electrical and Mechanical Systems Testing, Observation, and Inspection

4.1 Installation Observation of Electrical and Mechanical Systems Contractor will closely monitor electrical and mechanical system installation to ensure compliance with contract documents, codes, regulations, and industry standards. Equipment will be inspected upon delivery with the Construction Contractor to confirm conformity with approved submittals and specifications.

4.2 Field Testing and Commissioning Observation
Contractor will begin field testing, startup and commissioning coordination with the Construction Contractor early on in the project. Contractor will witness and document testing of mechanical, power, automation, and communication systems as required in the Contract Documents.

Task 5. Engineering Support Services During Construction Contractor staff will support the City by providing technical review and engineering support through the construction process as described in the following subtasks. Contractor is not the Engineer of Record (EOR), and will not be responsible for the accuracy or correctness of the design documents, prepared by others.

5.1 Construction Meetings
Contractor’s Engineering Project Manager will attend the virtual pre-construction meeting.

Contractor has budgeted for the Project Manager to attend bi-weekly virtual meetings and three site visits during construction.

5.2 Submittal Review
Contractor will review the Construction Contractor’s shop drawings and submittals for conformance with the Project drawings and specifications. For budgeting, 45 submittals with 20 Atty. rev. Oct 2025; Risk rev. Oct 2025 Page 10 of 19
requiring re-submittal have been assumed. Contractor will prepare a Shop Drawing Review Letter (SDRL) for each submittal and maintain a Submittal Log. All submittals and SDRLs will be transmitted electronically.

5.3 Respond to RFIs/RFCs
Contractor will prepare responses to requests for information/clarification (RFI/RFCs) forwarded by the City from the Construction Contractor, or develop recommendations based on changed field conditions based on interpretation of the contract documents. If the intent of the contract documents is unclear, Contractor will coordinate with the City to contact the EOR for clarification of the design intent. A total of 10 RFIs/RFCs responses have been assumed.

5.4 Witnessed Factory Acceptance Testing (FAT)
Contractor’s electrical subconsultant, J. Calton Engineering, will provide witness to the electrical gear FAT. Two days for travel and testing witness has been assumed.

5.5 Prepare Contract Change Order Documents
Based on required design changes or changed field conditions, Contractor will prepare design modification documents in support of change order requests from the Construction Contractor.

Two change order requests have been assumed.

5.6 Project Closeout
Contractor will support the City to close out the Project. Contractor will attend a final site walk and assist in preparing a Project punch list. Contractor will file the Notice of Completion for the Project.

5.7 Record Drawings
Contractor will prepare record drawings based on a single consolidated set of City and Construction Contractor red-line drawings provided by the City. Record drawings will be prepared using the latest version of AutoCAD and will be transmitted to the City within three weeks of receipt of red-line drawings. Electronic versions of the record drawings will be provided in both AutoCAD and Adobe PDF format. It is assumed the City will provide the drawing files in AutoCAD format.

Task 5 Deliverables:
• SDRLs
• Responses to RFIs/RFCs
• PCO Memoranda
• Punchlist
• Notice of Completion
• Record drawings
Exclusions:
• SCADA and PLC programming review and oversight.

Atty. rev. Oct 2025; Risk rev. Oct 2025 Page 11 of 19

SCHEDULE
Contract Award September 16, 2025
Pre-Construction Meeting October 7, 2025
Notice to Proceed October 13, 2025
Contract Completion (300 working days) January 4, 2027
Pump Procurement October 2025 - June 2026
Electrical Procurement October 2025 - September 2026
Offsite Construction April 15, 2026 - August 2026
Anticipated Project Completion December 2026
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EXHIBIT “B”

PAYMENT
I. PROGRESS AUTHORIZATION
Written authorization to proceed from the City authorizes the Contractor to generate the

NOT-TO-EXCEED COST OF SIX HUNDRED TWENTY-SEVEN THOUSAND, FOUR HUNDRED SIXTY-FIVE DOLLARS AND ZERO CENTS IN FEES for all work based on the rate schedule(s) that follow.

TOTAL NOT-TO-EXCEED COSTS: $627,465.00
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II. INVOICE PROCEDURE
Payment shall be monthly based on the billable charges.

The Contractor shall present the bill for charges from the previous month.

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

City may withhold payment for disputed work. Payment of fees shall not constitute an acceptance of work.

Rates shall be billed according to Contractor’s attached fee schedule, up to the not-toexceed amount.

Work Authorized by Change Order/Amendment shall be billed at on a time and materials basis according to the attached fee schedule, unless another payment method is agreed to in writing by the City prior to initiation of work.

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EXHIBIT “C”

INSURANCE
Contractor 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 Contractor, his/her agents, representatives, or employees. If Contractor maintains broader coverage and/or higher limits than the minimums shown below, City requires and shall be entitled to the broader coverage and/or higher limits maintained by Contractor.
1) Minimum Scope of Insurance
a) Coverage shall be at least as broad as:
i) Insurance Services Office Commercial General Liability coverage (occurrence form CG 0001), including products and completed operations, property damage, bodily injury and personal & advertising injury.
ii) Insurance Services Office Business Auto Coverage Form Number CA 00 01 covering any auto (Code 1); or if Contractor has no owned autos, covering hired (Code 8) and non-owned autos (Code 9).
iii) Workers' Compensation insurance as required by the State of California and Employer's Liability Insurance.
iv) Errors and Omissions liability insurance appropriate to the Contractor's profession.

Architects' and engineers' coverage is to be endorsed to include contractual liability. v) Contractor’s Pollution liability insurance applicable to the work being performed. vi) Cyber Liability insurance as applicable to the work being performed and appropriate to the Contractor’s profession. Such coverage shall be sufficiently broad to respond to the duties and obligations as is undertaken by Contractor 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 penalties as well as credit monitoring expenses with limits sufficient to respond to these obligations. 2) Minimum Limits of Insurance
a) Contractor shall maintain limits no less than:
i) 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.
ii) Automobile Liability: $1,000,000 per accident for bodily injury and property damage. iii) Workers’ Compensation: Statutory limits.
iv) Employer's Liability: $1,000,000 per accident for bodily injury or disease. v) Errors and Omissions Liability: $1,000,000 per occurrence or claim, $2,000,000 aggregate.
vi) Contractors Pollution Liability: $2,000,000 per occurrence or claim, $2,000,000 aggregate.
vii) Cyber Liability: $2,000,000 per occurrence or claim, $2,000,000 aggregate.

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3) Self-insured Retentions
Self-insured retentions must be declared to and approved by City. City may require Contractor 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.
4) Other Insurance Provisions
a) The commercial general liability and automobile liability policies are to contain, or be endorsed to contain, the following provisions:
i) The City of Santa Maria, its officers, officials, employees, and volunteers are to be covered as additional insureds on the policy with respect to liability arising out of work or operations performed by or on behalf of the Contractor 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 Contractor’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). ii) For any claims related to this project, Contractor's insurance coverage shall be primary insurance coverage at least as broad as ISO CG 20 01 04 13 as respects 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 Contractor's insurance and shall not contribute with it. iii) Each insurance policy required by this clause shall be endorsed to state that coverage shall not be cancelled or reduced, except with notice stating the title of this Agreement 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. iv) Contractor hereby grants to City a waiver of any right to subrogation which any insurer of said Contractor may acquire against City by virtue of the payment of any loss under such insurance. Contractor agrees to obtain any endorsement that may be necessary to affect this waiver of subrogation, but this provision applies regardless of whether or not City has received a waiver of subrogation endorsement from the insurer. v) If any of the required policies provide claims-made coverage:
(1) The Retroactive Date must be shown, and must be before the date of the contract or the beginning of contract work.
(2) Insurance must be maintained and evidence of insurance must be provided for at least five (5) years after completion of the contract of work. (3) If coverage is cancelled or non-renewed, and not replaced with another claimsmade policy form with a Retroactive Date prior to the Agreement effective date, the Contractor must purchase “extended reporting” coverage for a minimum of five (5) years after completion of work.
5) 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.
6) Verification of Coverage
a) Contractor shall furnish City with original certificates and amendatory endorsements of the applicable policy language effecting coverage required by this clause.

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b) 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 Contractor’s obligation to provide them. 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. 7) Special Risks or Circumstances
City reserves the right to modify these requirements, including limits, based on the nature of the risk, prior experience, insurer, coverage, or other special circumstances.

Atty. rev. Oct 2025; Risk rev. Oct 2025 Page 17 of 19
EXHIBIT “D”

PREVAILING WAGE REQUIREMENTS FOR MAINTENANCE WORK, DESIGN, AND

PRECONSTRUCTION PHASES OF CONSTRUCTION, AND INSTALLATIONS The terms of this Exhibit apply to all public works projects for over $1,000.

For purposes of this Exhibit, “Public Works” includes any project of a type defined in California Labor Code section 1720 when paid for in whole or in part by public funds. These projects include construction, alteration, demolition, installation, or repair work done under contract. For purposes of this definition, "construction" includes work performed during the design, site assessment, feasibility study, and other preconstruction phases of construction, including, but not limited to, inspection and land surveying work, regardless of whether any further construction work is conducted, and work performed during the postconstruction phases of construction, including, but not limited to, all cleanup work at the jobsite. For purposes of this definition, "installation" includes, but is not limited to, the assembly and disassembly of freestanding and affixed modular office systems.

Pursuant to California Labor Code sections 1720 and 1771, construction, alteration, demolition, installation, repair and maintenance work performed under this Agreement is subject to State prevailing wage laws. State prevailing wage laws require certain provisions to be included in all contracts for public works. The Contractor and any subcontractors shall comply with all applicable State prevailing wage laws, whether included in this agreement or inadvertently omitted, including but not limited to the requirements listed below:
1) Compliance with Prevailing Wage Requirements.

Pursuant to California Labor Code sections 1720 through 1861, the Contractor and all subcontractors shall ensure that all workers who perform work under this Agreement are paid not less than the prevailing rate of per diem wages as determined by the Director of the California Department of Industrial Relations (DIR). This includes work performed during the design, site assessment, feasibility study, and other preconstruction phases of construction, including but not limited to inspection and land surveying work, regardless of whether any further construction work is conducted, and work performed during the post-construction phases of construction, including but not limited to all cleanup work at the jobsite.

1.1.Copies of such prevailing rate of per diem wages are on file at the City Public Works Department and are available for inspection to any interested party on request.

Copies of the prevailing rate of per diem wages also may be found at http://www.dir.ca.gov/OPRL/DPreWageDetermination.htm. The Contractor and all subcontractors shall post a copy of the prevailing rate of per diem wages determination at each job site and shall make them available to any interested party upon request.

1.2.The wage rates determined by the DIR refer to expiration dates. If the published wage rate does not refer to a predetermined wage rate to be paid after the expiration date, then the published rate of wage shall be in effect for the life of this Agreement. If the published wage rate refers to a predetermined wage rate to become effective upon expiration of the published wage rate and the predetermined wage rate is on file with the DIR, such predetermined wage rate shall become effective on the date following the expiration date and shall apply to this Agreement in the same manner as if it had Atty. rev. Oct 2025; Risk rev. Oct 2025 Page 18 of 19
been published in said publication. If the predetermined wage rate refers to one or more additional expiration dates with additional predetermined wage rates, which expiration dates occur during the life of this Agreement, each successive predetermined wage rate shall apply to this Agreement on the date following the expiration date of the previous wage rate. If the last of such predetermined wage rates expires during the life of this Agreement, such wage rate shall apply to the balance of the Agreement.
2) Penalties for Violations.

The Contractor and all subcontractors shall comply with California Labor Code section 1775 in the event a worker is paid less than the prevailing wage rate for the work or craft in which the worker is employed. This shall be in addition to any other applicable penalties allowed under California Labor Code sections 1720 through 1861. 3) Payroll Records.

The Contractor and all subcontractors shall comply with California Labor Code section 1776, which generally requires keeping accurate payroll records, verifying and certifying payroll records, and making them available for inspection. The Contractor shall require all subcontractors to also comply with section 1776. The Contractor and all subcontractors shall furnish records specified in section 1776 on a monthly basis, both to the City and directly to the Labor Commissioner in the manner required by California Labor Code section 1771.4.

The Contractor shall ensure its subcontractors prepare and submit payroll records to the City and the DIR as required by this section. The City may require the Contractor and its subcontractors to prepare and submit records specified in section 1776 to the City and the Labor Commissioner on a weekly basis, at no additional cost to the City. 4) Apprentices.

The Contractor and all subcontractors shall comply with California Labor Code sections 1777.5, 1777.6 and 1777.7 concerning the employment and wages of apprentices. The Contractor is responsible for compliance with this section for all apprenticeable occupations pursuant to California Labor Code section 1777.5(n).
5) Working Hours.

The Contractor and all subcontractors shall comply with California Labor Code sections 1810 through 1815, including but not limited to: (i) restrict working hours on public works contracts to eight hours a day and forty hours a week, unless all hours worked in excess of 8 hours per day are compensated at not less than 1½ times the basic rate of pay; and (ii) specify penalties to be imposed on Contractors and subcontractors of $25 per worker per day for each day the worker works more than 8 hours per day and 40 hours per week in violation of California Labor Code sections 1810 through 1815.
6) Required Provisions for Subcontracts.

The Contractor shall include, at a minimum, a copy of the following provisions in any contract they enter into with a subcontractor: California Labor Code sections 1771, 1771.1, 1775, 1776, 1777.5, 1810, 1813, 1815, 1860 and 1861.

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7) Labor Code Section 1861 Certification.

In accordance with California Labor Code section 3700, the Contractor is required to secure the payment of compensation of its employees. By signing the Agreement, to which this is an exhibit, the Contractor certifies that: “I am aware of the provisions of Section 3700 of the California Labor Code which require every employer to be insured against liability for workers’ compensation or to undertake self-insurance in accordance with the provisions of that code, and I will comply with such provisions before commencing the performance of the work of this Agreement.”
8) Compliance Monitoring and Enforcement.

This project is subject to compliance monitoring and enforcement by the DIR. The City must withhold contract payments from the Contractor as directed by the DIR, pursuant to California Labor Code Section 1727.
9) Contractor and Subcontractor Registration Requirements.

The Contractor and all subcontractors shall not engage in the performance of any contract for public work, unless currently registered and qualified to perform public work pursuant to California Labor Code section 1725.5 Contractor certifies that the Contractor has verified that all Contractor and all subcontractors (if any approved by City) used on this project are registered with the DIR in compliance with California Labor Code sections 1771.1 and 1725.5.

The Contractor shall provide proof of registration for themselves and all listed subcontractors to the City at the time of signature of contract and immediately upon any changes or City’s request.
10)Stop Order.

Where a Contractor or subcontractor engages in the performance of any public work contract without having been registered in violation of California Labor Code sections 1725.5 or 1771.1, the Labor Commissioner must issue and serve a stop order prohibiting the use of the unregistered Contractor or subcontractor on all public works until the unregistered Contractor or subcontractor is registered. Failure to observe a stop order is a misdemeanor.

COUNCIL AGENDA REPORT
TO: Mayor and City Council
FROM: Donna G, Schwartz, Chief Deputy City Clerk
DATE: September 16, 2025
SUBJECT: Appointment to the Recreation and Parks Commission Description:

The City Council will consider making an appointment to the Recreation and Parks Commission.

RECOMMENDATION:

Recreation and Parks Commission
Councilmember Soto will have the opportunity to make an appointment for an unexpired term ending January 2027.

Unexpired term ending January 2027: Nomination to be made by:

Vacant Councilmember Soto
New Applications:

Geoffrey Wheeler
Charles Provencio
Yolanda Zamora
Araceli Gaspar
Floyd Watson II
Attendance Reporting:

Members of the City’s Boards, Commissions, and Committees serve an important role in advising staff and the City Council on matters that affect policy and issues that affect the future of the community; therefore, Members’ attendance is key to the work these Boards, Commissions, and Committees perform. Members serve in their capacity as Members at the pleasure of the City Council pursuant to Santa Maria Municipal Code (SMMC) Section 2-16.02. As established by SMMC 2-16.01, Members are required to attend meetings regularly and not miss 25 percent of the regular meetings in a calendar year, or they would be deemed to have resigned upon acceptance by the City Council. While the Municipal Code focuses on the Planning Commission, Recreation and Parks Commission, Board of Appeals, and Library Board, it is the expectation that all City 2 Boards and Committee Members participate and attend meetings in the same manner as those Boards, Commissions, and Committees defined in the Municipal Code.

BACKGROUND:

Members of the Recreation and Parks Commission are required by the Political Reform Act (Govt. Code Section 81000-91014), and the City’s Conflict of Interest Code, to file Statements of Economic Interest, Form 700, disclosing personal assets and income within 30 days of appointment, annually thereafter, and upon leaving office. Board Members must also disqualify themselves from participating in decisions which may affect their personal economic interests. Statements of Economic Interests are public documents and may be inspected by any member of the public and copied if requested. The Fair Political Practices Commission (FPPC) is the State agency which interprets the law’s provisions.

Copies of applications may be obtained from the City Clerk's office upon request.

Alternative(s)
A Councilmember could decide to withhold their nomination to a Board, Commission, or Committee until such time as additional applications can be received or there is sufficient opportunity for the Councilmember to contact the existing applicant(s) to be considered for nomination.

Impact on the Community
Having members of the public serve on the City’s Advisory Bodies provides a positive impact to the community, enabling the city to obtain input from all segments of the community and ensures that the community receives information regarding the activities of the City’s Boards, Committees, and Commissions.

COUNCIL AGENDA REPORT
TO: Mayor and City Council
FROM: Chenin Dow, Community Development Director
DATE: October 21, 2025
SUBJECT: Approval of an Ordinance Amending Title 12 “Zoning,” Chapter 12-56 “Accessory Dwelling Units” of the City of Santa Maria Municipal Code Description:

The City Council will consider the adoption of an Ordinance amending Title 12 – Zoning, Chapter 12-56, Accessory Dwelling Units, of the City of Santa Maria Municipal Code.

Environmental Notice: The proposed Zoning Text Amendments are statutorily exempt from the requirements of the California Environmental Quality Act (CEQA) per Public Resources Code Section 21080.17 and by Government Code Section 66499.41(i).

RECOMMENDATION:

1. Waive the first reading and introduce an Ordinance Amending Title 12 “Zoning,” Chapter 12-56 “Accessory Dwelling Units” of the City of Santa Maria Municipal Code; and

2. Set for adoption at the next regular City Council meeting.

BACKGROUND:

The proposed Zoning Text Amendments modify the City’s Municipal Code to comply with current State legislation for Accessory Dwelling Units (ADUs) and Junior Accessory Dwelling Units (JADUs) and to opt out of permitting ADUs or JADUs on parcels created through the Starter Home Revitalization Act of 2021. Specifically, Assembly Bill 2533, Senate Bill 1211, 1123, and 1077 which each took effect on January 1, 2025, and Senate Bill 477 which became law in March 2024. A summary of the proposed text amendments is included below. The Planning Commission reviewed this item on June 4, 2025, and September 3, 2025, where the proposed Ordinance Amendments were recommended for approval to the City Council. The following is a summary of the proposed Ordinance Amendments to Title 12, Chapter 12-56 “Accessory Dwelling Units” of the City of Santa Maria Municipal Code.

Detached ADUs on Lots with an Existing Multi-Family Dwelling Under Senate Bill 1211, the number of detached ADUs on a lot with an existing multifamily dwelling is increased from two ADUs to a maximum of eight ADUs, or as many detached ADUs as there are primary dwelling units on the lot, whichever is less. Lots that propose new multi-family dwelling units remain limited to a maximum of two detached ADUs.

Separate Conveyance of ADUs & JADUs
The proposed amendments clarify that, except as provided in Government Code Section 66340 et seq., no ADU may be sold or otherwise conveyed separately from the lot and the primary dwelling(s). JADUs may not be sold or otherwise conveyed separately from the primary residence.

Non-Conforming Zoning Conditions, Building Code Violations & Unpermitted Structures Under Assembly Bill 2533, local agencies are prohibited from denying a permit to legalize an unpermitted ADU or JADU that was constructed before January 1, 2020, and is in violation of building standards or state or local standards applicable to ADUs. An exception to this requirement is if the local agency makes a finding that correcting the violation is necessary to comply with conditions that would otherwise deem a building substandard (Section 17920.3 of the Health and Safety Code). Local agencies are also prohibited from penalizing an application for having the unpermitted ADU or JADU, and it requires local agencies to approve permits to correct noncompliance with health and safety standards. Section 12-56.07 has been revised to reflect these requirements.

Lots Created through the Starter Home Revitalization Act of 2021 Senate Bill 684 (SB 684) which became effective in 2024, requires local agencies to ministerially consider (no discretionary review or a hearing) subdividing existing parcels for certain housing development projects on multi-family zoned properties resulting in 10 or fewer parcels and a corresponding number of residential units (one per new lot).

Senate Bill 1123, which became effective July 1, 2025, expands SB 684’s application to legalize up to 10 parcels, and one home on each lot, on vacant single-family lots. Both Senate Bills amended Government Code Section 66499.41, known as the Starter Home Revitalization Act of 2021. Per subsection (g) of that Government Code Section, the City of Santa Maria has the option of permitting an ADU or JADU on parcels created through the Act. The modified Text Amendment will document the City’s choice to opt out of permitting an ADU or a JADU on parcels created through the application of the Act.

State Reorganization & Renumbering
Senate Bill 477 reorganized various provisions relating to the creation and regulation of ADUs and JADUs, which resulted in a renumbering of State ADU and JADU regulations.

The proposed ordinance therefore replaces all references to prior State law code sections with the current sections.

Within 60 days following the adoption of the amended Ordinance by the City Council, the city is required to submit the adopted Ordinance to the California Department of Housing and Community Development (HCD) for review. The City is required to respond to any questions or comments received following review by HCD within 30 days.

ATTACHMENT(S)
A. Ordinance

ATTACHMENT A
ORDINANCE NO.

AN ORDINANCE OF THE CITY COUNCIL

OF THE CITY OF SANTA MARIA, CALIFORNIA,
AMENDING TITLE 12, “ZONING,” CHAPTER 12-56 “ACCESSORY
DWELLING UNITS” OF THE CITY OF SANTA MARIA MUNICIPAL CODE WHEREAS, State law authorizes cities to act by ordinance to provide for the creation and regulation of accessory dwelling units (ADUs) and junior accessory dwelling units (JADUs); and
WHEREAS, in recent years, the California Legislature has approved, and the Governor has signed into law, a number of bills that amended Government Code Sections 65852.2 and 65852.22 to impose new limits on local authority to regulate Accessory Dwelling Units (ADUs) and Junior Accessory Dwelling Units (JADUs); and WHEREAS, SB 477, which became law in March of 2024, reorganized various provisions relating to the creation and regulation of ADUs and JADUs, which resulted in a renumbering of State ADU and JADU regulations; and
WHEREAS, the City desires to amend its local regulatory scheme for the construction of ADUs and JADUs in order to reflect the renumbering and to comply with current California law; and
WHEREAS, as provided by California Government Code Section 66499.41(g), the City desires to opt out of permitting ADUs or JADUs on parcels created through the exercise of the authority contained within Government Code Section 66499.41, known as the Starter Home Revitalization Act of 2021; and
WHEREAS, on June 4, 2025 and September 3, 2025, the Planning Commission conducted noticed public hearings and voted to recommend that the City Council adopt the ADU/JADU ordinance; and
WHEREAS, on October 21, 2025, the City Council conducted a noticed public hearing.

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

SECTION 1. Title 12, Chapter 12-56 of the Santa Maria Municipal Code is hereby amended as follows:
“CHAPTER 12-56 ACCESSORY DWELLING UNITS
Section 12-56.01. Purpose.

The purpose of this Chapter is to allow and regulate Accessory Dwelling Units 2 (ADUs) and Junior Accessory Dwelling Units (JADUs) in compliance with California Government Code Sections 65852.266314 et seq. and 65852.2266333 et seq. The intent is to encourage the orderly development of ADUs and JADUs that contribute needed housing.

Section 12-56.02. Effect of Conforming.

An ADU or JADU that conforms to the standards in this section will not be:

1. Deemed to be inconsistent with the City’s General Plan land use designation and zone district for the lot on which the ADU or JADU is located.

2. Deemed to exceed the allowable dwelling unit density for the lot on which the ADU or JADU is located.

3. Considered in the application of any City ordinance, policy, or program to limit residential growth.

4. Required to correct a Nonconforming Zoning Condition, as defined below. This does not prevent the City from enforcing compliance with applicable building standards in accordance with Health and Safety Code Section 17980.12.

Section 12-56.03. Definitions.

1. Accessory Dwelling Unit (ADU). An attached or detached residential dwelling unit that provides complete independent living facilities for one or more persons and is located on a lot with a proposed or existing primary residence. It includes permanent provisions for living, sleeping, eating, cooking, and sanitation on the same lot as the single-family or multi-family dwelling is or will be situated. An Accessory Dwelling Unit also includes the following:
a. An efficiency unit, as defined by Section 17958.1 of the California Health and Safety Code; and
b. A manufactured home, as defined by Section 18007 of the California Health and Safety Code.

2. Accessory Structure. A structure that is accessory and incidental to a dwelling located on the same lot.

3. Efficiency Kitchen. A kitchen that includes a cooking facility with appliances and a food preparation counter and storage cabinets that are of a reasonable size in relation to the size of the JADU.

4. Existing Structure. For the purposes of defining an allowable space that can be converted to an accessory dwelling unit, within the proposed space of an existing structure means within the four walls and roofline of any existing structure that can be made safely habitable under local building codes at the determination of the building official regardless of any non-compliance with zoning standards. 3 5. Junior Accessory Dwelling Unit (JADU). A residential unit that:
a. Is no more than 500-square-feet in size;
b. Is contained entirely within a single-family residence or attached garage; c. Includes its own separate sanitation facilities or shares sanitation facilities with the existing or proposed single-family dwelling. If the unit does not include its own separate bathroom, then it contains an interior entrance to the main living area of the existing or proposed single-family dwelling in addition to an exterior entrance that is separate from the main entrance to the primary dwelling; and
d. Includes an efficiency kitchen as defined herein.

6. Living Area. The interior habitable area of a dwelling unit, including basements and attics, but does not include a garage or any accessory structure.

7. Multi-Family Dwelling. Any structure designed for human habitation that has been divided into two or more legally created independent living quarters.

8. Nonconforming Zoning Condition. A physical improvement on a property that does not conform with current zoning standards.

9. Passageway. A pathway that is unobstructed clear to the sky and extends from a street to one entrance of the accessory dwelling unit.

10.Public Transit. A location, including, but not limited to, a bus stop or train station, where the public may access buses, trains, subways, and other forms of transportation that charge set fares, run on fixed routes, and are available to the public.

Section 12-56.04. Approval Requirements.

1. Approval of ADUs and JADUs in conformance with Government Code Section 65852.2(e)(1)66323. The Community Development Director shall ministerially approve an application for an ADU or JADU that complies with each of the general requirements in Section 12-56.04(a) with a building permit for any of the following:
a. Converted on a single-family dwelling lot.
i. One ADU on a lot with a proposed or existing single-family dwelling on it, where the ADU:

1. Is either:
a. Within the space of a proposed single-family dwelling; or
4 b. Within the space of an existing single-family dwelling; or
c. Within the existing space of an accessory structure, plus up to 150 additional square feet if the expansion
is limited to accommodating ingress and egress; and

2. Has exterior access that is independent of that for the proposed or existing single-family dwelling; and

3. Has side and rear setbacks sufficient for fire and safety, as dictated by applicable building and fire codes.
ii. One JADU within the space of an existing or proposed single-family dwelling or attached garage in compliance with the requirements of Government Code Section 65852.2266333.

1. When a garage is converted to a JADU, onsite replacement parking shall be provided in conformance with Chapter 12-32.

Covered parking is not required.
b. Limited detached on a single-family dwelling lot. One detached, new construction ADU on a lot with a proposed or existing single-family dwelling (in addition to any JADU that might otherwise be established on the lot under Section 12-56.04.1.a above), if the detached ADU satisfies the following limitations:
i. The side and rear setbacks are at least four feet.
ii. The floor area is a maximum of 800-square-feet.
iii. The height does not exceed the applicable height limit in subsection 12-56.05(A)(2), below.
c. Converted on multi-family dwelling lot.
i. Multiple ADUs within portions of existing multi-family dwelling structures that are not used as livable space, including, but not limited to, storage rooms, boiler rooms, passageways, attics, basements, or garages, if each converted ADU complies with state building standards for dwellings.
ii. At least one converted ADU is allowed within an existing multi-family dwelling, and up to 25 percent of the existing multi-family dwelling units may each have a converted ADU under this subsection. d. Limited detached on multi-family dwelling lot. On a lot with an existing multi-family dwelling, not more than eight detached ADUs.No more than two detached ADUs on a lot that has an existing or proposed multi-family dwelling. However, in this instance the number of ADUs allowable shall not exceed the number of existing units on the lot. On a lot with a proposed 5 multi-family dwelling, not more than two detached ADUs. In both instances, each detached ADU shall meet satisfies the following
requirementslimitations:
i. The side and rear yard setbacks are at least four feet. If the existing multi-family dwelling has a rear or side yard setback of less than four feet, the City will not require any modification to the existing multifamily dwelling as a condition of approving the ADU. ii. The height does not exceed the applicable height limit in subsection 12-56.05.(A)(2), below.

2. Approval of ADUs not in conformance with Government Code Section 65852.2(e)(1)66323. Except as allowed under subsection 12-56.04.1 above, one attached or one detached ADU shall be allowed for each lot with a single-family dwelling or in connection with a proposed single-family dwelling for a vacant lot.

No ADU may be constructed or legalized without obtaining a building permit in compliance with the development standards contained in Section 12-56.05, below.

Section 12-56.05. Development Standards for ADUs and JADUs.

A. The following requirements apply to all ADUs and JADUs that are approved under Sections 12-56.04.1 and 12-56.04.2, above:

1. Zoning. ADUs may be permitted on lots in a residential or mixed-use zoning district with an existing legal single-family or multi-family dwelling, or in connection with a proposed single-family or multi-family dwelling for a vacant lot. JADUs are only permitted on lots that are zoned for single-family residential (R-1 & RSL-1) with an existing or proposed single-family dwelling.

2. Height.
a. A detached ADU created on a lot with an existing or proposed single-family dwelling unit may not exceed 18-feet in height. The ADU may be up to two additional feet in height (for a maximum of 20 feet) if necessary to accommodate a roof pitch on the ADU that is aligned with the roof pitch of the primary dwelling unit. A detached ADU created on a single-family lot that also contains a permitted JADU may not exceed 16-feet in height. b. A detached ADU created on a lot that has an existing or proposed multifamily dwelling unit may not exceed 16-feet in height. The height limit may be increased to 18-feet in height if the existing or proposed multi-family dwelling unit has more than one story above grade or is located within onehalf mile walking distance of a major transit stop or a high quality transit corridor, as those terms are defined in Section 21155 of the Public Resources Code. The ADU may be up to two additional feet in height (for a maximum of 20 feet) if necessary to accommodate a roof pitch on the ADU that is aligned with the roof pitch of the primary dwelling unit. 6 c. An ADU that is attached to the primary dwelling may not exceed 25-feet in height or the height limitation imposed by the underlying zone district that applies to the primary dwelling, whichever is lower. Notwithstanding the foregoing, ADUs subject to this subsection may not exceed two stories. d. For purposes of this section, height is the vertical distance between the existing legal grade and the uppermost point of the roof of the structure directly above that legal grade.

3. Minimum Size. The minimum floor area of an ADU is 150-square-feet for a standard unit. An “efficiency unit” ADU, in accordance with California Health and Safety Code Section 17958.1, may be a minimum of 150-square-feet.

4. Owner Occupancy. For all JADUs, either the primary dwelling unit or the newly created JADU shall be owner-occupied as a primary dwelling unit and permanent residence by the property owner(s). Owner-occupancy shall not be required if the owner is another government agency, land trust, or housing organization. a. If the Zoning Administrator determines that neither of the units is occupied by the property owner, the approval of the JADU shall terminate immediately and the unit shall not be rented, leased, or occupied as a separate dwelling.
b. For the purposes of this Chapter, the property owner is the majority owner of the property as shown in the most recent Santa Barbara County assessor’s roll. If there is more than one property owner on record, the owner with the majority interest in the property shall be deemed the property owner. Any property owner of record holding an equal share interest in the property may be deemed the majority property owner.
c. Covenant Agreement. A covenant agreement is required prior to the issuance of a building permit. The covenant agreement shall state that:
i. The JADU shall not be sold separately.
ii. The JADU is restricted to the approved size;
iii. The property owner is required to reside in the primary dwelling unit or the JADU;
iv. The use of the JADU shall be in effect only so long as the property is in compliance with the provisions of this Chapter; v. The above declarations are binding upon any successor in ownership of the property, lack of compliance shall be cause for code enforcement;
vi. The covenant agreement shall terminate upon removal of the JADU;
7 vii. The covenant agreement shall be recorded with the County Recorder of the County of Santa Barbara at the expense of the property owner.

5. No separate conveyance. Except as provided in Government Code Section 66340 et seq. 65852.26, no ADU or JADU may be sold or otherwise conveyed separately from the lot and the primary dwelling (in the case of a single-family dwelling lot) or from the lot and all of the dwellings (in the case of a multi-family dwelling lot). All restrictive covenants, and other contractual agreements with the City apply to the property. No JADU may be sold or otherwise conveyed separately from the single family residence.

6. Rental of Unit. Rental of the ADU or JADU is allowed for not less than 30-days.

7. Building Codes. Local building code requirements apply to ADUs and JADUs, as appropriate.

8. Passageway. No passageway shall be required in conjunction with the construction of an ADU.

9. Fire Sprinklers. Fire sprinklers are required in an ADU or JADU if sprinklers are required in the primary residence. The construction of an ADU does not trigger a requirement for fire sprinklers to be installed in the primary dwelling.

10.Utility Meters. ADUs and JADUs shall not be considered new residential uses for the purpose of calculating utility connection fees or capacity charges, including water and sewer service. ADUs and JADUs contained within an existing residence or an existing accessory structure are not required to install new or separate utility connections or pay a related connection fee or capacity charge. For new attached and detached ADUs, the connection fee and/or capacity charge must be proportionate to the burden of the unit on the water or sewer system based on either its square feet or the number of its drainage fixture unit (DFU) values, as defined by the Plumbing Code.

11.Development Impact Fees.
a. No development impact fees are required for an ADU that is less than 750- square-feet in floor area. For purposes of this subsection, “impact fee” means a “fee” under the Mitigation Fee Act (Government Code Section 66000(b)) and a fee under the Quimby Act (Government Code Section 66477). “Impact fee” here does not include any connection fee or capacity charge for water or sewer service.
b. Any development impact fee that is required for an ADU that is 750-squarefeet or larger in floor area must be charged proportionately in relation to the square footage of the primary dwelling unit. “Development impact fee” here does not include any connection fee or capacity charge for water or sewer 8 service. The amount of the required fee shall be determined by adopted fee Resolutions and ordinances and applicable law in effect when paid.

B. The following requirements apply to all ADUs and JADUs that are approved under Section 12-56.04.2, above:

1. Maximum Size.
a. The maximum size of an ADU is as follows:
i. 850-square-feet for a studio or one-bedroom ADU.
ii. 1,000-square-feet for an ADU with two or more bedrooms. b. An attached ADU that is created on a lot with an existing or proposed primary dwelling is further limited to 50 percent of the floor area of the existing or proposed primary dwelling.
c. Application of other development standards in this Section, such as lot coverage (as applicable), might further limit the size of the ADU, but no application of the percent-based size limit above or of a front setback, lot coverage limit, or open space requirement (as applicable) may require the ADU to be less than 800 square feet.

2. Lot Coverage. No ADU may exceed 10 percent of the total lot area of the subject lot, subject to subsection B.1.c above.

3. Setbacks. ADUs subject to this subsection must observe the following setback requirements:
a. Side setback: Four feet
b. Rear setback: Four feet
c. Front Setback: The ADU shall be constructed in accordance with the setback of the underlying zone district, subject to Section B.1.c above. d. No setback is required for an ADU subject to this subsection if the ADU is constructed in the same location and to the same dimensions as an existing structure.

4. Building Separation. The minimum separation between the primary dwelling unit and a detached ADU must be at least five feet for new construction.

5. Parking.
a. Parking for ADUs shall be provided at a rate of one parking space per ADU or per bedroom, whichever is less. These spaces shall be provided in conformance with Section 12-32.12, except that tandem parking is allowed for ADUs as stated in Government Code section 65852.2266314 unless specific findings are made that parking in setback areas or tandem parking 9 is not feasible based upon the specific site or regional topographical or fire and life safety conditions.
b. Parking requirements for an ADU are in addition to the required parking for the primary dwelling unit.
c. Parking is not required in any of the following instances:
i. The ADU is located within ½ mile walking distance of public transit.
ii. The ADU is located within an architecturally and historically significant district;
iii. The ADU is part of the proposed or existing primary residence or an accessory structure;
iv. When on-street parking permits are required but not offered to the occupant of the ADU;
v. When a car share vehicle is located within one block of the ADU.

6. Objective Design Standards.
a. The materials and colors of the exterior walls, roof, windows, and doors must match the appearance of those of the primary dwelling. Samples of existing and proposed colors, materials, roofing, and features must be provided as part of a complete ADU application.
b. The roof pitch must match that of the dominant roof pitch of the primary dwelling. The dominant roof pitch is the pitch shared by the largest portion of the roof. Roof pitch and roof materials for a newly constructed ADU may be different from that of the primary dwelling on the lot only if accommodating installation of solar energy systems at the same time as construction of the ADU.
c. Windows and doors of the ADU may not have a direct line of sight to an adjoining residential property. Fencing, landscaping, or privacy glass may be used to provide screening and prevent a direct line of sight. Samples of proposed vegetative screening and planting locations must be provided as part of a complete ADU application. Exceptions to this design standard apply only to conversion of legally permitted structures that do not include installation of new exterior windows facing an adjacent property line or when only clerestory windows are used and do not provide views into neighboring lots.
d. Two-story detached ADUs shall limit the major access to stairs, decks, entry doors, and windows to the interior of the lot or an alley and comply with all development standards. Only one (1) curb cut shall be permitted per parcel and no additional driveways or access points shall be created to accommodate the ADU or main dwelling unit.
10 e. Exterior lighting shall be directed downward, fully shielded, and full cutoff or as otherwise required by the building or fire code.
f. Private Open Space. The main dwelling unit and the additional dwelling unit shall each be provided with a minimum of fifteen (15) feet by fifteen (15) feet of usable private open yard area, subject to subsection B.1.c above.

7. Historical Protections. An ADU that is on real property that is listed in the California Register of Historic Resources may not alter the exterior of any structure that is designated as a historic resource or, if the entire lot is designated as a historic resource, it may not alter the exterior of any structure on the lot.

Section 12-56.06. Permit process and timing.

1. ADUs and JADUs shall be permitted ministerially, without discretionary review or a hearing. The Community Development Director shall issue a building permit to establish an ADU and/or JADU in compliance with this Chapter if all applicable requirements in this Chapter are met, as appropriate.

2. The City must approve or deny an application to create an ADU or JADU within 60-days from the date that the City receives a completed application. If the City has not approved or denied the completed application within 60 days, the application is deemed approved unless either:
a. The applicant requests a delay, in which case the 60-day time period is tolled for the period of the requested delay; or
b. If the permit application to create an ADU or JADU is submitted with a permit application to create a new single-family dwelling on the lot, the City may delay acting on the permit application for the ADU or JADU until the City acts on the permit application to create the new single-family dwelling, but the application to create the ADU or JADU shall be considered without discretionary review or hearing. Final building permit inspection for the single-family dwelling shall be approved prior to final building permit inspection approval for the ADU or JADU.

3. If the City denies an application to create an ADU or JADU, the City must provide the applicant with comments that include a list of all the defective or deficient items and a description of how the application may be remedied by the applicant. Notice of the denial and corresponding comments must be provided to the applicant within the 60-day time period established by subsection (2) above.

Section 12-56.07. Nonconforming Zoning Code Conditions, Building Code Violations, and Unpermitted Structures.

1. The City will not deny an ADU or JADU application due to a nonconforming zoning condition, building code violation, or unpermitted structure on the lot that does not present a threat to the public health and safety and that is not affected by the construction of the ADU or JADU.
11 2. As required by State law, the City may not deny a permit to legalize an existing but unpermitted ADU or JADU that was constructed before January 1, 202018, if denial is based on either of the following grounds:
a. The ADU or JADU violates building standards pursuant to Article 1 (commencing with Section 17960) of Chapter 5 of Part 1.5 of Division 13 of the Health and Safety Code, applicable building standards, or b. The ADU or JADU does not comply with the State ADU or JADU law (Government Code Section 65852.266314 et seq., 65852.2266333 et seq.) or this sectionChapter.
c. Exceptions:
i. Notwithstanding subsection 2 above, the City may deny a permit to legalize an existing but unpermitted ADU that was constructed before January 1, 202018, if the City makes a finding that correcting a violation is necessary to comply with the standards specified in Section 17920.3 of the Health and Safety Code. Protect the health and safety of the public or of occupants of the structure. ii. Subsection 2 above does not apply to a building that is deemed to be substandard in accordance with California Health and Safety Code Section 17920.3.”
Section 12-56.08. ADUs and JADUs prohibited on parcels created under the Starter Home Revitalization Act.

As provided for by State of California Government Code Section 66499.41(g), the City of Santa Maria chooses not to permit an ADU or a JADU on parcels created through the exercise of the authority contained within Government Code Section 66499.41, known as the Starter Home Revitalization Act of 2021.

SECTION 2. Under California Public Resources Code Section 21080.17, the California Environmental Quality Act (CEQA) does not apply to the adoption of an ordinance by a city or county implementing the provisions of Article 2 (commencing with Section 66314) or Article 3 (commencing with Section 66333) of Chapter 13 of Division 1 of Title 7 of the Government Code, which sets forth California’s ADU and JADU law. Additionally, per California Government Code Section 66499.41(i), the adoption of an ordinance to implement the provisions of California Government Code Section 66499.41 shall not be considered a project under Division 13 (commencing with Section 21000) of the Public Resources Code. Therefore, the Ordinance is statutorily exempt from CEQA.

SECTION 3. If any part or provision of this chapter, or the application thereof to any person or circumstance, is held invalid, the remainder of the chapter, including the application of that part or provision to other persons or circumstances, shall not be affected thereby and shall continue in full force and effect. To this end, the provisions of this ordinance are severable.
12 SECTION 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 Manager and City Attorney concerning any changes deemed necessary.

SECTION 5. This Ordinance shall be in full force and effect thirty (30) days after its passage. Within fifteen days following its passage, the City Clerk shall cause this Ordinance to be published in a newspaper of general circulation in accordance with State Law; or when deemed necessary due to the length or complexity of the Ordinance, cause a summary of the Ordinance to be prepared and published at least five days prior to the City Council meeting at which the proposed Ordinance is to be adopted. If a summary is published at least five days prior to the City Council meeting at which the proposed Ordinance is to be adopted, then within 15 days after adoption of the Ordinance the City Clerk shall publish a summary of the Ordinance with the names of those City Council Members voting for and against the Ordinance and shall post a certified copy of the full text of such adopted Ordinance along with the names of those City Council Members voting for and against the Ordinance.
13 INTRODUCED at a regular meeting of the City Council held on the 21st day of October 2025, and PASSED AND ADOPTED at a regular meeting held on the _____ day of ______ 2025, by the following roll call vote:

AYES:

NOES:

ABSENT:

ABSTAINED:

ATTEST:

COUNCIL AGENDA REPORT
TO: Mayor and City Council
FROM: Alex Posada, Recreation and Parks Director
DATE: October 21, 2025
SUBJECT: 2025 Leisure Needs and Public Art Five-Year Master Plan Description:

The City Council will receive a presentation on the results of the 2025 Leisure Needs Assessment and Public Art Master Plan. This document will serve as a reference for future leisure and arts planning efforts by the City. After the presentation this document will be filed.

BACKGROUND:

The City of Santa Maria hired the firm of BerryDunn, a nationally recognized consulting firm, to prepare a Leisure Needs Assessment and Public Art Plan. This effort was undertaken to assess the City’s current recreation and leisure services system, identify community priorities, and develop a five-year strategic roadmap for enhancing facilities, programs, and public art integration. The project was led by Art Thatcher of BerryDunn, who brings over 40 years of experience and has completed more than 120 parks and recreation consulting projects, including prior work with the City.

The planning process included a comprehensive review of facilities, programs, and operations; a robust community engagement effort; and analysis of demographics, trends, and local conditions. The resulting plan provides actionable strategies to guide future decision-making and investment.

The Recreation and Parks Commission reviewed and accepted the final Leisure Needs Assessment and Public Art Plan on June 10, 2025, and recommends that the City Council receive and file the document for use in future planning efforts.

DISCUSSION:

BerryDunn’s team worked closely with City staff and the community to produce a comprehensive and equity-based plan. The final Plan is designed to guide decisionmaking related to recreation programming, facility improvements, and integration of public art over the next five years.
2 Key components of the process included:
 Collaborative Engagement – Through surveys, workshops, and pop-up events, community members helped shape the plan’s priorities, with a focus on inclusivity and long-term impact.
 Tailored Strategy Development – BerryDunn customized their scope and approach to reflect the City’s values and aspirations, recognizing the critical role recreation and public art play in community well-being.  Creative Planning Framework – The plan includes illustrated concepts, demographic analyses, public art siting strategies, and program recommendations to meet the diverse needs of Santa Maria’s residents.
 Consultant Expertise – BerryDunn’s culture of client service, coupled with extensive municipal parks and recreation experience, ensured that the Plan was both visionary and implementable.

The final Leisure Needs Assessment and Public Art Plan offers:
 A current system assessment and gap analysis
 Strategic direction for expanding recreation programming and public art throughout the community
 Measurable goals and performance indicators
Alternative(s)
The City Council may choose to receive and file the Leisure Needs Assessment and Public Art Plan. Doing so will allow the city to use the Plan as a reference document to guide future planning, programming, capital improvement efforts, and funding strategies.

Alternatively, the Council may direct staff to work with the consultant to revise specific portions of the Plan to better reflect Council priorities or address additional data or input.

A third option would be for the Council to take no action at this time.

Acknowledging the Plan at this time gives staff the direction to use the Plan as a guide in developing future recreation services and public art integration.

Fiscal Considerations
There is no immediate fiscal impact. The Plan serves as a guiding, non-binding document that will support future program offerings, special events, public art, capital improvement planning, grant funding applications, and policy decisions.

Impact on the Community
The Leisure Needs Assessment and Public Art Plan directly supports the health, wellbeing, and cultural identity of the Santa Maria community. By identifying gaps in recreation access and proposing equitable facility and program enhancements, the Plan 3 ensures that all residents—regardless of age, ability, or neighborhood—have opportunities for play, wellness, connection, and creative expression. It also introduces a long-term vision for integrating public art into community spaces, reinforcing civic pride and cultural representation. The Plan serves as a foundation for inclusive growth and improved quality of life, guiding how the City can invest in amenities that reflect the evolving needs and values of its residents.

ATTACHMENT(S)
A. 2025 Leisure Needs Assessment and Public Art Plan
2025 Leisure Needs and
Public Arts Assessment

CITY OF SANTA MARIA, CA
Attachment A
Presented by:

Berry, Dunn, McNeil & Parker, LLC
2211 Congress Street, Portland, ME 04102
207.541.2200
Art Thatcher
Manager | Berry, Dunn, McNeil & Parker, LLC
[email protected]
Chad Snow
Principal | Berry, Dunn, McNeil & Parker, LLC
[email protected]
Submitted On:
10/7/2025
Section 1:

Introduction of the Planning Context ...........4

1.1 Purpose of this Plan......................................... 5

1.2 Recreation and Parks Overview................. 5

1.3 Highlights of the Planning Process and
Schedule....................................................................6 Project Schedule....................................................6 Section 2:

What We Want —Our Community, Trends, and
Identified Needs ...............................................7

2.1 Demographic Profile ......................................8 Introduction ......................................................8 Sources ...............................................................8 Population..........................................................8 Age Distribution..............................................9 Section 3:

Trends Analysis............................................... 10

3.1 Introduction.......................................................11

3.2 Local Trends .....................................................11 Local Program Participation.......................11

3.3 National Trends ..............................................13 Section 4:

Community Needs Assessment.................... 14

4.1 Introduction and Methodology.................15

4.2 Staff SWOT......................................................15

4.3 Leadership Interviews .................................16

4.4 Community Workshop................................17

4.5 Social Pinpoint ..............................................22 Survey................................................................23 Budget Prioritization...................................24 Interactive Map..............................................25 Social Pinpoint Conclusion........................26
Section 5:

How We Are Getting it Done — Recreation
Program Assessment .....................................27

5.1 Introduction.....................................................28 Program Development................................29
Essential Takeaways.................................... 30 Program Assessment and Strategy...... 30
Program Overview and Sustainability ..35
Closing Summary..........................................36 Section 6:

Goals, Objectives, Recommendations and
Action Table ....................................................37 Recommendations ..............................................38 Goal 1: Continue to Improve Organizational
Efficiencies .............................................................39 Goal 2: Improve and Enhance Programming
and Service Delivery............................................41 Goal 3: Invest in Current Infrastructure and
Address Aging Facilities .................................. 43 Goal 4: Increase Financial Sustainability... 45
Action Plan and Prioritization........................ 45 Implementation Guidelines/Strategies .......52
Table of Contents
3 TABLE OF CONTENTS
2025 LEISURE NEEDS AND PUBLIC ARTS ASSESSMENT
Introduction of the
Planning Context
Section 1
4 CITY OF SANTA MARIA—RECREATION AND PARKS DEPARTMENT

1.1 Purpose of this Plan
The City of Santa Maria (City) knew it was time to update the 2019 Leisure Needs Assessment and Action Plan to assess the current community desires and plan for future recreational needs.

As a result of the 10 month-long process, the City is poised to implement realistic and justifiable recommendations and now has an accurate assessment of unmet needs in the Recreation and Parks System.

1.2 Recreation and Parks Overview
Santa Maria is a city on the Central Coast of California in northern Santa Barbara County. It is approximately 65 miles (105 km) northwest of Santa Barbara and 150 miles (240 km) northwest of downtown Los Angeles. Its population is 112,208 as of January 2025, making it the most populous city in the county and the Santa Maria-Santa Barbara, CA Metro Area.

The city is notable for its wine industry and Santa Maria–style barbecue.

The Recreation and Parks Department Director is responsible for the daily operations and management of the department, providing staff support to the City Manager’s Office, City Council and Recreation and Parks Commission as well as
supervising a staff of 30 full-time and 32 permanent part-time, assigned to five major divisions: Parks, Landscape Districts, Urban Forest, Recreation, and Administration.

The department operates 234 acres of developed parkland in 31 neighborhood and community parks, part of the 1,774- acre Los Flores Ranch Park property, seven major recreation facilities offering specialty recreation classes and programs and support to community-based recreation programs, the Abel Maldonado Community Youth Center, the Hagerman
Softball Complex, Paul Nelson Aquatics Center, Elwin Mussell Senior Center, Veterans Memorial Center and other community centers. The department provides programs in aquatics, youth and adult sports, therapeutics and senior services, Special Olympics, community classes and events, youth and teen
programs, and the Mayor’s Task Force on Youth Safety. It also runs the City’s Urban Forest Program.

Mission Statement
To enrich the lives of the
residents of Santa Maria and
surrounding areas through
the provision of quality
recreation and park facilities,
programs, and services,
while being intuitive and
responsive to the leisure
needs of our customers.
5 INTRODUCTION OF THE PLANNING CONTEXT
2025 LEISURE NEEDS AND PUBLIC ARTS ASSESSMENT

1.3 Highlights of the Planning Process and Schedule
1 | Data Collection
• Project kick-off
• Confirm goals
• Develop work plan
• Facilitate kickoff meeting
• Demographics analysis

PROJECT SCHEDULE
2 | Engagement
• Develop strategy
• Social Pinpoint site
• Engage staff
• Focus groups
• Leadership interviews
• Engagement summary
3 | Analysis
• Recreation program
assessment
• Trends analysis
• Review public art master plan
• Financial Review
4 | Action Plan
• Finding presentation
• Action plan and implementation strategies
workshop
• Draft Leisure Services Assessment Master
Plan update
• Draft Public Art Master Plan update
5 | Public Presentation
and Final Report
• Public presentation and feedback
• Final Leisure Services Assessment Master
Plan update
• Final Public Art Master Plan update
6 INTRODUCTION OF THE PLANNING CONTEXT
CITY OF SANTA MARIA—RECREATION AND PARKS DEPARTMENT
What We Want —
Our Community,
Trends, and Identified
Needs
Section 2
2025 LEISURE NEEDS AND PUBLIC ARTS ASSESSMENT 7

2.1 Demographic Profile

INTRODUCTION
BerryDunn developed a demographic review
of the City of Santa Maria, providing a detailed
analysis of household and economic data as part
of the master plan process. This analysis offers
insight into the potential market for community
parks, trails, waterways, and recreation
programs/services by highlighting where and
how the community will change. The full Trends
and Demographics Report was provided as a
staff document during the planning process.

SOURCES
BerryDunn sourced population from the
California Department of Finance, and age
distribution, income, race/ethnicity, and other
household characteristic data from Esri ArcGIS
Business Analyst, using February 2025 U.S.

Census estimates. Santa Maria’s boundaries
were used as the geographic area for this
review. BerryDunn also compared California and
U.S. data to Santa Maria, where applicable, for
additional context.

POPULATION
Santa Maria’s estimated population is 112,208 as of January 1, 2025, or 1.19 percent more than a year ago (a revised estimate of 110,885), according to new population revisions issued May 1 by the California Department of Finance (DOF). The new figures place Santa Barbara County’s population at 447,132. Santa Maria has 25.09 percent of the residents in the County – one in every four residents in the County. This is projected to decrease slightly by 2030, indicating a slowing growth rate in coming years. Santa Barbara County and San Luis Obispo County have significantly larger populations than the City of Santa Maria, with Santa Barbara County consistently having about four times the population and San Luis Obispo County about 2.5 times.

Figure 1: Population Change (2025-2030)
112,208
447,132
279,337
111,646
444,896
277,940
-
50,000
100,000
150,000
200,000
250,000
300,000
350,000
400,000
450,000
500,000
City of Santa Maria Santa Barbara County San Luis Obispo County 2025 2030
Source: California Department of Finance, 2025
8 WHAT WE WANT —OUR COMMUNITY, TRENDS, AND IDENTIFIED NEEDS CITY OF SANTA MARIA—RECREATION AND PARKS DEPARTMENT

AGE DISTRIBUTION
Santa Maria’s 2024 age distribution shows a balanced population spread, with the largest groups being young adults (20 – 34 years) at 22.9%, adults (35 – 54 years) at 24.7%, and youth (19 years and younger) at 31.4%. Older Adults (55 – 74 years) account for 15.9%, and seniors (75+ years) represent the smallest share at 5.3%. Santa Maria has a significantly younger population, with a higher percentage of youth (31.4%) and young adults (24.7%) compared to both counties, while San Luis Obispo and Santa Barbara counties have a greater proportion of older adults (55–74 years) and seniors (75+ years), particularly San Luis Obispo, which has the highest share of seniors at 10.0%, nearly double of Santa Maria’s 5.3%.

Figure 2: Age Distribution

31.4%

22.9%

24.7%

15.9%

5.3%

20.0% 21.1%

23.1%

25.8%

10.0%

24.4% 23.5% 23.3%

20.6%

8.2%
Senior
(75+ years)
City of Santa Maria San Luis Obispo County Santa Barbara County Adult
(35-54 years)
Young Adult
(20-34 years)
Older Adult
(55-74 years)
Youth
(0-19 years)
Source: Esri Business Analyst, 2025
9 WHAT WE WANT —OUR COMMUNITY, TRENDS, AND IDENTIFIED NEEDS 2025 LEISURE NEEDS AND PUBLIC ARTS ASSESSMENT
Trends Analysis
Section 3
10 CITY OF SANTA MARIA—RECREATION AND PARKS DEPARTMENT
Recreational trends and preferences evolve over time, and this report highlights current parks and recreation trends locally and across the United States. Local trends are analyzed using Esri ArcGIS Business Analyst, while national trends are drawn from sources such as the Sports and Fitness Industry Association (SFIA), the American College of Sports Medicine (ACSM), and the National Recreation and Park Association (NRPA). The report provides Santa Maria with a high-level overview of trends in facilities, programming, policies and procedures, engagement, and participation. By exploring these trends, The City of Santa Maria can gain valuable insights into communities’ evolving recreational habits and preferences, helping identify areas for growth, opportunities, improvement, and inclusivity.

3.1 Introduction
The following sections summarize regional and national trends that are relevant to the City of Santa Maria, CA as it relates to the provision of recreation and parks services.

The information contained in this report can be used by staff when planning new programs, considering additions to parks and new park amenities, and creating the annual budget and capital improvement plan. Understanding trends can also help an organization reach new audiences. Trends can also help determine where to direct additional data collection efforts within an organization.

3.2 Local Trends

LOCAL PROGRAM PARTICIPATION
In Santa Maria, the three most popular fitness activities are walking for exercise (27.4%), weightlifting (13.3%), and swimming (11.7%), all of which have lower participation rates compared to California’s participation rates of 32.6%, 16.0%, and 14.6%, respectively.

Figure 3: Local Participation in Fitness Activities, 2024

27.4%

13.3%

11.7%

9.5% 8.8% 8.0%

4.3%

2.7%
Walking for
Exercise
Weight
Lifting
Swimming Jogging or
Running
Yoga Aerobics Zumba Pilates
Santa Maria California
11 TRENDS ANALYSIS
2025 LEISURE NEEDS AND PUBLIC ARTS ASSESSMENT
In Santa Maria, the three most popular sports are basketball (6.4%), golf (5.3%), and soccer (5.1%), with basketball and soccer having higher participation rates than California’s 5.8% and 4.0%, while golf is lower than the state’s 7.2%.

Figure 4: Local Participation in Sports Activities, 2024

6.4%

5.3% 5.1%

4.0%

3.1%

2.6%

2.3%

1.9%
Basketball Golf Soccer Tennis Baseball Volleyball Football Pickleball Santa Maria California
12 TRENDS ANALYSIS
CITY OF SANTA MARIA—RECREATION AND PARKS DEPARTMENT

3.3 National Trends
The following tables demonstrate the change in time from over the past five years (2018 to 2023) for sports that are relevant to the planning from the SFIA 2024 Topline Report. This data was gathered from the U.S. population age six and over.

Table 1 shows the top activities by participation and growth rate over the past five years (2018 – 2023) from the latest SFIA report.

Table 1: National Sports Participation by Selected Sports 2023 Participation (Millions) Five-Year Growth
(2018-2023)
Team Sports
Basketball 29.7 M +4.3%
Baseball 16.6 M +1.0%
Football (Flag) 7.2 M +2.0%
Lacrosse 1.9 M -1.0%
Soccer (Outdoor) 14 M +4.3%
Softball (Fast-Pitch) 2.3 M +0.9%
Swimming on a Team 3.3 M +2.1%
Volleyball (Court) 6.9 M +2.3%
Raquet Sports
Tennis 28.8 M +6.3%
Pickleball 13.5 M +35.7%
Aerobic Exercise
Running/Jogging 48.3 M -0.5%
Individual Activities
Skateboarding 8.9 M +7.3%
Trail Running 14.8 M +8.3%
Outdoor Activities
Bicycling (Mountain/Non-Paved Surface) 9.2 M +1.4%
Bicycling (Road/Paved Surface) 42.2 M +1.8%
13 TRENDS ANALYSIS
2025 LEISURE NEEDS AND PUBLIC ARTS ASSESSMENT
Community Needs
Assessment
Section 4
14 CITY OF SANTA MARIA—RECREATION AND PARKS DEPARTMENT

4.1 Introduction and Methodology
Staff/community engagement is a key element when it comes to planning and development for local governments, serving as a two-way process between community residents and the local agency.

In most cases, it provides a platform for staff and residents to share and voice their opinions in the hopes of informing agency decisions that impact their quality of life.

In most instances, community engagement processes have the capacity to create a shared vision of the City of Santa Maria’s plans and—when successful—help create an outcome that reflects staff, and community values and likely increases their support.

The City of Santa Maria worked closely with the BerryDunn team to hold staff and community focus groups, public workshops, and leadership meetings. A total of 44 stakeholders attended focus groups; 16 stakeholders attended public workshops.

Public
Workshops
16 Leadership
Interviews
6 Focus
Groups
44 Staff
SWOT
19 4.2 Staff SWOT
To engage City of Santa Maria Recreation and Parks
Department staff from the beginning of the process,
BerryDunn developed an online survey using SurveyMonkey to gather initial staff input. The survey sought to explore strengths, weaknesses, opportunities, and threats, as perceived by staff, to the organization. The survey was administered in October 2024 and received 19 responses.

Current State of Recreation
• Wide variety of offerings
• Diverse and inclusive offerings
• Need to refresh programming
• Programs offered at low or no cost
80% of staff indicated availability of local recreation programs, activities and services as very important
80% of staff
indicated
availability of local
and recreation
programs, activities
and services as
very important.
15 COMMUNITY NEEDS ASSESSMENT
2025 LEISURE NEEDS AND PUBLIC ARTS ASSESSMENT
Top Highest Priorities for Programs, Activities and Services • Community events
• After school programs
• Arts programs
• Youth athletic leagues
• Educational/Life Skills

4.3 Leadership Interviews
The BerryDunn consulting team facilitated leadership interviews with the mayor, City Council members, internal partners, and Department directors on October 21, 2024. The following section summarizes conversations and comments from five leadership interviews with City of Santa Maria leaders.

PRIORITIES FOR THE DEPARTMENT
OVER THE NEXT 5 YEARS
Develop new programs, don’t
just eliminate existing programs

KEY ISSUES IN

THE COMMUNITY
Secure appropriate funding
Enhance public art
Access and address service gaps
Dedicate enterprise funding and
negotiate with developers to
install public art
Improve active recreation
opportunities
Align growth and services
Diversity of the community,
78% Hispanic
Exposing youth to arts
and culture
Perception of use of funding
(fix potholes vs install public art)
Access, reaching those not
currently being reached
Communication with the public
Provide services within the
current budget
16 COMMUNITY NEEDS ASSESSMENT
CITY OF SANTA MARIA—RECREATION AND PARKS DEPARTMENT

4.4 Community Workshop
The BerryDunn consulting team facilitated community engagement workshops (two sessions) and focus group sessions (four sessions) with a variety of stakeholders representing the community, including individuals from the school district, libraries, and community clubs and groups. The following sections summarize conversations and comments from the January 14 to January 16 engagement period.

Community Engagement Goals
• Design an engagement process that places
a strong emphasis on engaging hard-toreach community members. • Engage stakeholders who represent
multiple demographics and interests.
• Provide Santa Maria staff and leadership
with opportunities to participate in the
discussion and offer perspectives on City
provided services.

Desired Community Engagement Outcomes
• Help ensure participation that represents
Santa Maria’s diverse residents and their
varying recreational interests.
• Gather information for the final plan that
provides clear guidance and priorities
for Santa Maria staff and residents and
captures community input.

Focus group participants were asked about additional programs and services, additional facilities and amenities to increase programs and services, and what were their top priorities for the next 5 years. See the next page for their top responses.
17 COMMUNITY NEEDS ASSESSMENT
2025 LEISURE NEEDS AND PUBLIC ARTS ASSESSMENT
Additional Programs and Services
Additional Facilities and Amenities to
Increase Programs and Services
Arts, STEAM, outdoor
activities and multigenerational engagements
Visual and
performing arts
classes
Afterschool
programs
Outdoor recreation
and trips
Additional
special events
Additional
community centers
within walking
distance
Expanded field and
gym space
Additional and
improved sports
lighting
Specialized sports
facilities; pickleball,
futsal, and full sized
outdoor courts
Safe biking, walking
and hiking trails
Comfort and convenience
amenities: shade, benches,
restrooms, game tables
and outdoor fitness
Improve
transportation
18 CITY OF SANTA MARIA—RECREATION AND PARKS DEPARTMENT
Priorities For the Next 5 Years
Focus on
accessibility, safety
and community
engagement
Enhance staffing
and budget
Improve
communication
efforts
Improve
programming and
services for youth,
seniors and diverse
cultural groups
Expand
transportation and
improve walkability
Foster community identity
through large scale cultural
events, arts, and partnerships
that strengthen local pride and
engagement
Modernize facilities
and parks, improve
safety
2025 LEISURE NEEDS AND PUBLIC ARTS ASSESSMENT 19
In addition to the focus groups, two open public workshops were held to gather additional input from the community. Workshop participants were asked about new programs and activities they would like to see offered, and new spaces and amenities for future programs and services. Below are the combined top responses from the workshops.

New Programs/Activities
Outdoor Recreation
Programs
Visual Arts Programs
and Installations
Festivals
Community Gardens Investing in
Culturally Competent
Programming
Fitness Classes and
Special Events
20 CITY OF SANTA MARIA—RECREATION AND PARKS DEPARTMENT
New Space and Amenities For Future Programs
Walking Paths Gymnasiums / Indoor Soccer
Bike Racks / Lockers Performance Arts Center Pickleball Courts All Wheels Park Natural Spaces
2025 LEISURE NEEDS AND PUBLIC ARTS ASSESSMENT 21

4.5 Social Pinpoint
Social Pinpoint is a powerful tool that helps agencies
gather feedback and insights from community
stakeholders. Utilizing the engagement features
on Social Pinpoint allows agencies to easily collect
and analyze feedback from a range of community
stakeholders including residents, customers,
businesses, and employees.

The Social Pinpoint site for the City of Santa Maria’s
Leisure Needs Assessment was active from December
17, 2024, to April 15, 2025, and the site received over 2,700 site visits. During this time, the site generated 1,382 contributions, including 1,007 survey responses,
180 budget prioritization tool responses, 129 ideas wall responses, and 66 interactive mapping tool comments.

Additional survey responses in both English and
Spanish were also collected through pop-up events
and tabling efforts held throughout the community.

Figure 5: The City of Santa Maria Social Pinpoint Landing Page Online Engagement
by the Numbers
2,792 Site Visits
1,899 Visitors
1,382 Total Contributions
1,007 Survey Responses
180 Budget Prioritization
Tool Responses
129 Ideas Wall Responses
66 Interactive Mapping
Tool Comments
22 COMMUNITY NEEDS ASSESSMENT
CITY OF SANTA MARIA—RECREATION AND PARKS DEPARTMENT
SURVEY
The Social Pinpoint site featured a short, eight-question survey for community members. One question asked participants to rank their top three highest-priority programs, activities, and services offered by the City. The average rating of each category is depicted in Figure 6. The top priorities identified were adult activities and youth sports, both averaging 2.11 out of three. Other highly ranked areas included active aging, teen activities, and youth activities, indicating strong community interest across age groups.

Figure 6: Please rank your top three highest priorities for programs, activities, and services Youth Sports
Adult Activities
Teen Activities
Active Aging
Youth Activities
Aquatic Exercise
Adult Sports
Outdoor Activities
Swim Lessons
Active Living/Senior

2.11 2.11

2.04 2.04

2.02 2

1.99 1.9

1.89 1.63
Another question asked respondents to indicate how important the availability of local recreation, programs, activities, and services are to them and their family members. Most respondents (74%) consider the availability of local recreation programs, activities, and services to be very important (46%) or important (28%).
23 COMMUNITY NEEDS ASSESSMENT
2025 LEISURE NEEDS AND PUBLIC ARTS ASSESSMENT
Figure 7: How important is the availability of local recreation programs, activities, and services? Very Important
46%
Important
28%
Neutral
18%
Somewhat
Important
5%
Not at all
Important
3%

BUDGET PRIORITIZATION
The budget feature gathered insights on how stakeholders would prioritize funding for key facilities, amenities, and programs. Participants were given a virtual budget of $100 to allocate across various items. A total of 180 responses were received, resulting in a combined budget allocation of $17,077.

The budget prioritization indicates a strong focus on expanding youth and teen programs ($4,645), followed by support for cultural activities ($3,310) and an outdoor entertainment venue ($2,944).

Lower priority was given to installation of additional public art ($2,340) and expanding active living/ senior programming ($1,464).

Figure 8: Budget Responses Summary
$4,645
$3,310
$2,944
$2,374 $2,340
$1,464
Expand youth
and teen
programs
Expand special
events and
cultural activities
Build an outdoor
entertainment
venue
Expand adult
programming
Install additional
public art
Expand active
living/senior 50+
programming
24 COMMUNITY NEEDS ASSESSMENT
CITY OF SANTA MARIA—RECREATION AND PARKS DEPARTMENT

INTERACTIVE MAP
The interactive map feature allowed community members to share location-specific ideas and feedback on public art and recreational spaces managed by the City of Santa Maria. Community members were encouraged to leave comments on topics such as preferred locations for outdoor entertainment venues, current recreation areas, potential new recreation opportunities, and ideal spots for public art installations.

Figure 9: Interactive Map Comments Overview
25 COMMUNITY NEEDS ASSESSMENT
2025 LEISURE NEEDS AND PUBLIC ARTS ASSESSMENT

SOCIAL PINPOINT CONCLUSION
The City of Santa Maria’s Social Pinpoint
engagement for its Leisure Needs Assessment
collected extensive community feedback from
over 1,300 individual contributions. Outdoor
activities, teen programs, and youth sports
emerged as having the highest participation,
while adult activities and youth sports were
rated as the highest programmatic priorities.

Most respondents emphasized the importance
of local recreation programs, with 74% stating
they are either “important” or “very important”
to their families.

Community feedback revealed strong support
for expanding recreational programming
across all age groups, with a particular focus
on creating more inclusive, accessible, and
culturally enriching experiences. There was a
consistent call for improved and modernized
outdoor spaces, more diverse youth and teen
activities, family-friendly programs, and better
aquatics access. Residents also expressed
a desire for more public art installations,
especially in underutilized or high-visibility
areas, and support for events that celebrate
local culture. The budget prioritization tool
echoed these sentiments, with the highest
virtual investments going toward youth/teen
programs and outdoor entertainment venues.

Location-based feedback identified needs
for improved park maintenance, expanded
trail systems, new outdoor venues, and
enhanced safety features. Suggestions included
converting vacant spaces into recreation hubs,
establishing bike and walking corridors, and
offering intergenerational programs such as art
installations, escape rooms, and “mom and me”
events.

Extensive community feedback from over 1,300 individual contributions Outdoor activities, teen programs, and youth sports emerged as having the highest participation
Adult activities and youth sports were rated as the highest programmatic priorities Most respondents emphasized the importance of local recreation programs, with 74% stating they are either “important” or “very important” to their families Strong support for expanding recreational programming across all age groups, with particular focus on creating more inclusive, accessible, and culturally enriching experiences Improved and modernized outdoor spaces, more diverse youth and teen activities, family friendly programs, and better aquatics access
The budget prioritization tool’s highest virtual investments going toward youth/teen programs and outdoor entertainment venues
26 COMMUNITY NEEDS ASSESSMENT
CITY OF SANTA MARIA—RECREATION AND PARKS DEPARTMENT
How We Are
Getting it Done —
Recreation Program
Assessment
Section 5
2025 LEISURE NEEDS AND PUBLIC ARTS ASSESSMENT 27

5.1 Introduction
The City of Santa Maria’s Recreation and Parks
Department, in partnership with BerryDunn,
conducted a comprehensive Recreation
Program Assessment grounded in community
engagement. Through an online survey, focus
groups, and stakeholder interviews, the process
gathered insights on current recreational use
and future needs.

Access to recreational opportunities promote
healthy lifestyles and community well-being
and the variety of City provided programming
serves as a primary attraction for residents and
visitors. The goal of the Recreation Programs
Assessment is to guide the delivery of programs
and services that contribute to the local
community with the opportunity to enhance
regional programming. This assessment
uncovers insights regarding programming and
includes the following items:
• A systematic program analysis,
assessment, and evaluation process that
will guide staff as they navigate current
programming efforts and future needs.
• Identification of program categories,
programming gaps, and future program
considerations.
• Guidance in determining the most
effective/efficient programs and the
delivery of those programs.

The assessment provides information for
additional opportunities within a growing
community, which, in turn, will serve
generations of residents and visitors for years
to come. It also provides ideas for broader
community needs, including opportunities for
all ages, while evaluating existing programs and
their life cycles.

The reports and data used to conduct this
assessment included participation data, focus
group and stakeholder interviews, and an open
online survey. Internal meetings were held with
Department staff and key leadership to provide
insight into existing programs for the analysis
and service recommendations.

The assessment included input that can be
considered to help make future programming
investment decisions for the City.

1. What are the current core programs offered
by the Department, and do they align with
community preferences?

2. Does the variety of recreation programming
meet the needs of the community?

3. What is the appropriate balance between
program access and revenue?

4. Are there any challenges that may hinder
the Department from delivering high-quality
programs and services?

5. Is the City investing in the appropriate level
of resources for recreation?
The program evaluation will provide a
thorough framework for making informed
decisions regarding programming investments.

Addressing these aspects will help ensure
that programs not only meet community
needs but also foster a vibrant and inclusive
environment that supports overall well-being
and engagement.
28 HOW WE ARE GETTING IT DONE — RECREATION PROGRAM ASSESSMENT CITY OF SANTA MARIA—RECREATION AND PARKS DEPARTMENT

PROGRAM DEVELOPMENT
Understanding core services in the delivery
of recreation and parks services will allow the
Department to improve upon those areas while
developing strategies to assist in the delivery
of other services. The basis of determining
core services should come from the vision and
mission developed by the Department,
as well as what brings the greatest community
benefit in balance with the competencies of the
Department, current trends, and the market.

The Department should pursue program
development around the priorities identified by
resident feedback, program evaluation process,
and research. The following criteria should be
examined when developing new programs.
• Need: outgrowth of a current popular
program, or enough demonstrated demand
to successfully support a minimal start
(one class for instance)
• Budget: accounting for all costs and
anticipated (conservative) revenues should
meet cost-recovery target established by
the Department
• Location: appropriate, available and
within budget
• Instructor: qualified, available and
within budget
• Materials and supplies: available and
within budget
• Marketing effort: adequate and
timely opportunity to reach the intended
market, within budget (either existing
marketing budget or as part of a new
program budget)
Moreover, new leisure and recreation trends
may drive different needs. It is very easy to
focus on programs that have worked for several
years, especially if they are still drawing enough
interested participants to justify the program’s
continuation. Starting new programs, based on
community demand and/or trends, can be risky
due to the inability to predict their success.

If the program interest seems great, as with
those identified in the citizen survey, then the
programs should be expanded. Available space
may hinder new or expanded opportunities in
some cases.

Using historical participation levels to determine
program popularity and participant feedback
can be helpful in deciding if programs should be
continued. In addition, utilizing citizen surveys
and participant feedback, and researching
trends in park and recreational programming are
useful in determining future programming needs
and desires.
29 HOW WE ARE GETTING IT DONE — RECREATION PROGRAM ASSESSMENT 2025 LEISURE NEEDS AND PUBLIC ARTS ASSESSMENT

ESSENTIAL TAKEAWAYS
The City of Santa Maria ranks 61st in population density when compared to other California cities.

Its natural diversity provides residents with a variety of recreation experiences, yet the city understands the need to revisit programming areas to stay relevant with today’s changing demographics.

Observed challenges include:
• Managing operations and maintenance
of parks.
• Helping to ensure sustainable funding and
pricing practices for services.
• Addressing outdated and underutilized
facilities.
• Addressing health disparity outcomes
through programming opportunities.
• Providing more security in community
facilities and at parks/recreation facilities.
• Maintaining a cutting-edge philosophy for
recreation trends and innovation.

However, challenges also present opportunities
that often serve as the guiding light for new
growth. Potential opportunities are:
• Developing a program vision on how to
best serve residents and visitors.
• Sustainable delivery of programs and
activities—alongside staff and partners—
and evaluate current fee-based program
services by way of reviewing privatization
opportunities and challenges.
• Considering the restructuring of
existing programming to drive energy
toward programming places and
spaces; repurposing and re-envisioning
underutilized spaces to maximize the
potential of new programs.

PROGRAM ASSESSMENT AND STRATEGY
Recreation and parks core program areas generally include a wide range of activities and services and often align with a mission to enhance the quality of life for individuals and communities. While specific programs may vary based on departmental goals, they are all designed to improve the quality of life for residents. Although many departments adhere to core programming guidelines, individual programs may be tailored to meet the unique needs and objectives of the community. The Department’s core program areas are provided below with a description, its purpose and includes staff-established goals and outcomes.
30 HOW WE ARE GETTING IT DONE — RECREATION PROGRAM ASSESSMENT CITY OF SANTA MARIA—RECREATION AND PARKS DEPARTMENT
Table 2: City of Santa Maria’s Core Program Areas, Description, and Internal Goals/Desired Outcomes
Santa Maria’s Program Description Internal Goals/Desired Outcomes Community Activities
Build relationships between diverse
cultures through an educational
festive experience that creates a
positive community connection.
• Foster more cultural understanding, tolerance, and
positive communication within neighborhoods.

Active Living Senior 50+
To provide intergenerational
programming that engages all
demographics socially, physically,
and emotionally while creating a
welcoming environment.
• Integrate local school calendars to plan
intergenerational programs while meeting the needs
of our current senior population.
• Increase the usage of the Elwin Mussell Senior Center by 2% each year.

Adult Programs 18+
Exercise, fitness, and wellness
activities and education to promote
healthy lifestyles for all ages.
• Provide programs and facilities for all age segments
to have a measurable positive impact on the physical
and mental health of the community.
• Increase class offerings from zero to five by end of
2025.

Aquatics
To promote water safety, fitness,
and skill development through a
variety of activities, including swim
lessons, lifeguard training, and
recreational swimming. We aim to
foster confidence, improve swimming
abilities, and encourage a healthy,
active lifestyle. Our programs are
designed for all age groups and skill
levels, ensuring that everyone has
the opportunity to safely enjoy and
benefit from aquatic activities.
• Introduce a broader range of aquatic activities to
cater to different age groups and levels
• Increase participation and engagement in aquatics
programs, including family-friendly events,
community swim days, and special seasonal activities
• Emphasize the benefits of aquatic exercise as a lowimpact activity that improves physical and mental well-being, integrating wellness programs tailored for
youth, adults, and seniors.
31 HOW WE ARE GETTING IT DONE — RECREATION PROGRAM ASSESSMENT 2025 LEISURE NEEDS AND PUBLIC ARTS ASSESSMENT
Santa Maria’s Program Description Internal Goals/Desired Outcomes Adult Sports
Offer a variety of recreational
programs that promote physical
activity, social connection, and healthy
competition. These include leagues
and drop-in options for sports like
basketball, softball, soccer, volleyball,
and pickleball.

Adult:
• Identify community interests and barriers and
prioritize relevant programs, identify barriers to
participation such as cost, scheduling conflicts, or
transportation, and design inclusive and accessible
offerings.
• Evaluate facility adequacy and whether current sport
facilities meet community needs.

Youth Sports
Provide structured and inclusive
recreational sports opportunities for
children and teens. These programs
cater to various skill levels and age
groups, promoting physical fitness,
teamwork, and personal development.
• Promote Equity in Access: Ensure all youth, including those from underserved communities and those with
physical or developmental challenges, have equitable
access to sports programs.
• Build Community Connections: Strengthen
community ties by actively involving families,
volunteers, and local organizations in youth sports
programming.
• Offer Diverse Skill-Building Programs: Introduce a
variety of sports that reflect community interests and
provide fundamental skills training.
32 HOW WE ARE GETTING IT DONE — RECREATION PROGRAM ASSESSMENT CITY OF SANTA MARIA—RECREATION AND PARKS DEPARTMENT
Santa Maria’s Program Description Internal Goals/Desired Outcomes Youth and Teen
Supportive Environment: The Abel
Maldonado Community Youth Center
offers a safe, supervised space for
teens ages 12-18, featuring free
tutoring, mentorship, and a range of
academic and recreational resources.

Comprehensive Facilities: Teens have
access to a technology center, media
room, sports court, fitness center,
entertainment center, and on-site food
at the McClelland St. Market.

Youth Empowerment: Programs focus
on building confidence, positive social
connections, and life skills, especially
for “at-promise youth”, helping them
to thrive academically physically, and
socially.

Teens Ages 12-18
• Provide daily appropriate recreational programming
that will encourage teens to visit the Youth Center in
a safe and supervised environment.

Youth Ages 5-12
• Provide safe, skill-building programs and positive
outlets for youth during out-of-school hours to
help prevent youth violence and support healthy
development in the community.

Outdoor Recreation
Los Flores Ranch strives to engage
participants in various outdoor
programs and events such as hiking,
mountain biking, horseback riding,
nature walks, wildlife viewing, and
outdoor education. The ranch caters
to diverse age groups, interests,
and abilities, providing inclusive and
enjoyable experiences while utilizing
trails and natural open space.
• Expand and enhance outdoor recreation programs
that connect participants with nature and promote
environmental stewardship by incorporating
outdoor education, analyzing recreation trends,
and evaluating current program success to increase
participation and park visitation.

These core programming areas collectively foster a vibrant, healthy, and connected community by maximizing the benefits of parks, open spaces, and recreational activities. A review of current City programs shows that the Department remains committed to supporting the majority of these key focus areas.

The Department-identified core program areas are categorized by age group/market segments within the Department and can be seen in Table 3. Each program area’s focus is categorized as 33 HOW WE ARE GETTING IT DONE — RECREATION PROGRAM ASSESSMENT 2025 LEISURE NEEDS AND PUBLIC ARTS ASSESSMENT
either primary (noted with a “P”) and in purple or secondary (noted with a “S”) signifying a service gap or a service already offered by a nearby town or municipality in gray. These areas provide opportunities for new programs to be considered or developed.

Table 3: City Core Program Area Focus
Core Program Area
Pre-school
<5
Elementary
Ages 6-12
Teens
Ages
13 – 17
Adults
Ages 18+
Seniors
Ages 55+
All Age
Programs
Community
Activities P
Active Living Sr
50+ P
Adult Programs
18+ P S
Aquatics P
Youth Sports P P
Adult Sports P P
Youth & Teen P P
Los Flores Ranch/
Outdoor Rec. P
As evidenced in the core program area of focus, a service gap exists for pre-school (<5) with the potential for expanding programs in other areas. The following opportunities to expand, enhance, or modify programming should be considered:
• Expand Pre-School Programs: Introduce
dedicated programs for children under
age 5 to engage in activities suited to
their developmental stage with parental
involvement.
• Promote Inclusive Events: Increase the
variety and accessibility of events for
all age groups, working to ensure broad
participation and engagement across
different interests.
• Balance Offerings for Teens: Work to
ensure sufficient program opportunities for
teens, while maintaining a strong focus on
outdoor social and challenge programs or
events.
• Evaluate Program Effectiveness: Regularly
assess program impact and participation
to help ensure they meet the needs of the
community and adjust as necessary.
34 HOW WE ARE GETTING IT DONE — RECREATION PROGRAM ASSESSMENT CITY OF SANTA MARIA—RECREATION AND PARKS DEPARTMENT

PROGRAM OVERVIEW AND SUSTAINABILITY
The City of Santa Maria Recreation and Parks Department offers a wide range of programs to encourage community participation. Staff assessed each program, classifying them by type and cost recovery tiers (Tier 1-5) as well as their “life cycle” within a workbook. These reviews provide the opportunity to evaluate the public benefit, allocation of resources, and financial sustainability.

Programs are grouped into three service categories based on community value and the benefit of public vs. private and are summarized below with key features, alignment with community needs, accessibility, and revenue goals.

Current programs were categorized into three types of services based on public vs. private benefits and importance to the community. The categories can be found in Graph 1 as listed below:

1. Classification Overview
• Essential — High public good, core to department mission, may require a high subsidy from the city.
• Important — Programs have a mixed benefit with broad community interest and moderate subsidy.
• Value-Added — Primarily private good with a niche interest, limited to no subsidy.

2. Tier Levels/Cost Recovery Expectations
The tier levels represent the expected level of cost recovery. • Tier 1 (0%) Full community benefit with highest subsidy • Tier 2 (0-25%)
• Tier 3 (25-50%)
• Tier 4 (50-75%)
• Tier 5 (75-100%) Primarily an individual benefit; little to no subsidy

3. Key Insights by Program Category
All activities were placed in appropriate categories with a summary of their classifications and tier levels/cost recovery noted below.

As the BerryDunn team analyzed the data provided by staff, it was determined that a visual representation of the data would be best suited for the assessment. Graphs 1 and 2 serve as the visual representation of the data and fall within one of the categories noted above.

Graph 1 - Program Classification by Category represents the number of programs in each category that are considered Essential, Important, or Value-Added. 35 HOW WE ARE GETTING IT DONE — RECREATION PROGRAM ASSESSMENT 2025 LEISURE NEEDS AND PUBLIC ARTS ASSESSMENT
Graph 1: Program Classification by Category
Program Category
Community Activites
Active Living/Seniors
Adult Programs
Aquatics
Youth Sports
Adult Sports
Youth/Teen Programs
Outdoor Rec/LFR
Number of Programs
0 5
10 15
20 25 Essential
Important
Value Added
Program categories span cost recovery Tiers 1 through 5, aligning with their public benefit and revenue potential. This distribution can be found below by category in Graph 2.

Graph 2: Cost Recovery Tier Distribution by Category
Program Category
Community Activites
Active Living/Seniors
Adult Programs
Aquatics
Youth Sports
Adult Sports
Youth/Teen Programs
Outdoor Rec/LFR
Number of Programs
0 5
10 15
20 25 Tier 1
Tier 2
Tier 3
Tier 4
Tier 5

CLOSING SUMMARY
Over the next five to 10 years, programming should be at the heart of the Recreation and Parks Department’s priorities. Focusing on efforts to expand access, ensure safety, and foster community connections will be key in delivering inclusive, high-quality offerings. With an understanding that strengthening staff capacity can be challenging with tight budgets, consideration can be given to a restructuring of program priorities that support growth and improvement of programs. This can be primarily focused on youth, active adults, and culturally diverse communities. Enhancements to access such as transportation, walkability, and facility upgrades will make it easier for all residents to participate.

The Department should consider programming that has a focus on year-round activity with greater promotion of resources; the addition of large-scale events and arts initiatives will help build a stronger sense of community and pride throughout the town. 36 HOW WE ARE GETTING IT DONE — RECREATION PROGRAM ASSESSMENT CITY OF SANTA MARIA—RECREATION AND PARKS DEPARTMENT
Goals, Objectives,
Recommendations and
Action Table
Section 6
2025 LEISURE NEEDS AND PUBLIC ARTS ASSESSMENT 37
Residents and community leaders are increasingly recognizing that recreation programs, and leisure services are essential to creating and maintaining communities where people want to live, work, play, socialize, recreate, learn, and visit. These programs and services should be investments in the long-term vitality and economic sustainability of any active and desirable community. Santa Maria is committed to providing comprehensive, high-quality programs and leisure services to the community. The following section outlines the complete list of recommendations and action plans that will position the City toward the future of maintaining and improving the quality of life for its residents and visitors.

RECOMMENDATIONS
The following recommendations are made based on the entirety of the leisure needs assessment planning update process which was inclusive of members of the community. The public was given many opportunities to participate through focus groups, stakeholder meetings, public meetings and workshops, and an interactive website (Social Pinpoint) that included a community survey.

This section describes ways to enhance the level of service and the quality of life with improvements through dedication to customer service, improved programming and leisure service delivery, organizational efficiencies, consideration of new amenities to increase programming and leisure services and increased financial opportunities.

The following goals were identified for the city to focus on:

1. Continue to Improve Organizational Efficiencies

2. Improve and Enhance Programming and Service Delivery

3. Invest in Current and New Amenities to Increase Programming and Service Delivery

4. Improve Financial Sustainability
38 GOALS, OBJECTIVES, RECOMMENDATIONS AND ACTION TABLE
CITY OF SANTA MARIA—RECREATION AND PARKS DEPARTMENT
Goal 1 Continue to Improve Organizational Efficiencies
Objective 1.1 – Maintain existing quality of service.

The public, stakeholders and city leadership all rated access to recreational programs, activities and services as very important to them and the community. The department should continue to provide a wide variety of offerings that are diverse and inclusive.

Objective 1.2 – Maintain existing quality standards for programs and services.

The public responded strongly, emphasizing the need for Recreation and Parks to maintain and enhance existing programs and services. Public engagement participants rated the quality of programs and services as very good and well run. The department should continue to maintain high expectations for the quality of programs and services offered to the community.

Objective 1.3 – Staff appropriately to meet current demand and maintain established quality of service.

As new facilities, amenities, programs and services are developed, and existing parks, trails, and facility upgrades are implemented, it is important to ensure that staffing levels are adequate to maintain current performance standards. The demand for new programs, activities and services requires additional manpower be focused in these areas of delivery. This would indicate the need for additional resources and most likely new program and marketing positions within the Department.

To ensure high skill-level and up to date competencies of current and future staff, update training curriculums to include advancements in the industry, job descriptions and duties to remain cutting edge. Ensure that staff have adequate and appropriate resources to do their jobs. Continue to assess the advantages and disadvantages of using contractual services for part-time, seasonal, and instructional positions. Review the current volunteer program and look for additional opportunities to engage volunteers. Ensure proper training is part of any volunteer position.

Objective 1.4 – Increase appropriate partnerships within the community.

The Santa Maria Recreation and Parks Department currently partners with a number of agencies to provide programs and activities to the community. Continue to review partnership agreements and work with the School District and other community partners to increase access to facilities, amenities, programs and services.
39 GOALS, OBJECTIVES, RECOMMENDATIONS AND ACTION TABLE
2025 LEISURE NEEDS AND PUBLIC ARTS ASSESSMENT
Objective 1.5 – Maintain and keep current the Department Standard Operating Procedures (SOP) and Policies.

The Department should review and update all departmental policies, procedures, and processes regularly. As part of that review, the department should engage staff in the review process, and where appropriate, user and staff surveys and feedback should be included.

Since the Recreation and Parks Department is governed by City Code and internal standards of operations and policies, the Department should continue to review the City Code Chapter for Recreation and Parks every five years and recommend updates as needed. 40 GOALS, OBJECTIVES, RECOMMENDATIONS AND ACTION TABLE
CITY OF SANTA MARIA—RECREATION AND PARKS DEPARTMENT
Goal 2 Improve and Enhance Programming and Service Delivery Objective 2.1 - Enhance special event programming.

As identified by focus groups and survey respondents, expanding opportunities, and enhancing special event programming was identified as a priority. The Department should continue to work with neighborhoods, cultural organizations, and other service providers to explore new community and cultural events, possibly themed by the community or season of the year. The Department should continue to look for opportunities to expand events and activities based on the demand and trends of the community demographics.

Objective 2.2 - Continue to grow programs and services accessible to citizens of all abilities.

The Department should continue to evaluate current offerings for people with special needs. As opportunities arise and facilities become available, consider additional programs. Annually review the number of programs and distribution of programs for the special needs population and look for opportunities to increase and/or more equitably distribute programs and services.

Also work with the indigenous population and non-English speakers to develop programs and deliver services that are culturally competent and meet their needs. Work with advocate groups and nonprofits to design and deliver programs and services.

Objective 2.3 - Continue to address recreational programming and activity needs of the community.

Santa Maria should continue to look for opportunities to expand indoor recreational programs and activities. The community would like to see additional programs for tweens, teens, people with special needs, and seniors. Fitness and wellness programming and services were another top priority from the public engagement process. Look for opportunities to install outdoor fitness equipment to help meet this demand.

As new programs are developed, continue to monitor recreational trends to stay current with programming and demand. As popularity in program offerings and activities increases, continue to look for opportunities to expand programs around working hours and commuting citizens schedules. Continue to explore opportunities to produce, attract, promote, and maintain events.

Continue to monitor participation and demand for family-centered recreational programs and adjust to meet the needs of the community.

Objective 2.4 - Explore opportunities for non-traditional recreation and serve as the primary gateway for citizens and visitors to access.

A top priority of the public engagement process was the desire by the community to increase and provide more outdoor recreational and adventure-based programming such as hiking, biking, and rock climbing. The city has an abundance of opportunities with the diversity of the natural environment. Additionally, the city should consider non-traditional recreation such as bike parks, 41 GOALS, OBJECTIVES, RECOMMENDATIONS AND ACTION TABLE
2025 LEISURE NEEDS AND PUBLIC ARTS ASSESSMENT
futsal, pickleball and disc golf for new programming opportunities. Consideration should also be given to non-sports programming such as instructional programs, life skills, visual and performing arts, gaming, and Science, Technology, Engineering, Arts and Math (STEAM) opportunities.

As new programs and services are developed, continue to monitor recreational trends to stay current with programming and demand. Consider becoming the innovator for new activities by offering introductory classes and clinics, along with rental equipment to allow citizens and visitors to try and explore new sports.

Objective 2.5 - Continue to utilize technology to improve customer service and efficiency.

The Department should continue to use a mixed-method approach to communicating with the public about programs, services, and opportunities such as mobile marketing. Some of the techniques include SMS and MMS messages, mobile apps, push notifications, location-based promotion, in-app advertising, mobile search ad, and social media marketing platforms. Young adults engage in mobile data applications at much higher rates than adults ages 30 and older.

Usage rates of mobile applications demonstrate that chronologically across four major age cohorts, Millennials tend to get information more frequently using mobile devices. 42 GOALS, OBJECTIVES, RECOMMENDATIONS AND ACTION TABLE
CITY OF SANTA MARIA—RECREATION AND PARKS DEPARTMENT
Goal 3 Invest in Current Infrastructure and Address Aging Facilities Objective 3.1 - Maintain existing facilities, parks, trails, and open spaces.

Maintenance of facilities and amenities should remain a top priority. The Department should continue to monitor the condition of existing parks, trails and pathways, and facilities, as these facilities have been identified by residents as being of high importance. Providing additional staff and resources to ensure continuous maintenance of these areas should be considered.

Objective 3.2 - Add indoor recreation space.

Based on feedback from focus group participants and the survey results, a top priority of the community is a desire for additional indoor recreation space. The Department should continue to explore opportunities to add additional indoor recreation space either through partnerships, purchase of an existing facility, or construction of a new facility. The community has identified the need and desire for an indoor multipurpose recreation facility with gymnasiums, fitness and weight areas, class and meetings spaces, and wellness/yoga spaces.

Objective 3.3 - Upgrade comfort, convenience, and customer service amenities to existing facilities.

A top priority from leadership interviews, public engagement, and the community survey was the addition of shade at outdoor facilities. The Department should develop a plan to install shade at playgrounds, athletic facilities, and spectator seating areas. Additionally, as the Department upgrades and improves existing facilities, they should explore opportunities to add restrooms, security lighting, benches, bike racks and other amenities at existing parks and facilities.

Objective 3.4 - Develop additional outdoor recreational facilities and amenities.

Continue to explore expansion of existing facilities to meet demand and increase outdoor programming opportunities, adding additional fields and courts, outdoor fitness gyms and allwheels parks to meet the needs identified in the leisure needs assessment process. Facilities and amenities should be developed to ensure everyone has safe access to a recreation space within a 15-minute walk or 3-mile drive from their residence. A high priority for focus group participants, teens and survey respondents, was access to outdoor adventure sports.

The Department should further explore at existing/new parks , adding adventure sports and outdoor activities such as all-wheels parks, pump tracks, skate bowls and parks, small-sided soccer/futsal, as well as nature-based programs, and an entertainment venue to increase programming and attract new users.

When asked about new and additional facilities and amenities, focus group participants and survey respondents rated as high priorities new and upgraded playgrounds, additional walking paths, bike lockers, and outdoor courts.
43 GOALS, OBJECTIVES, RECOMMENDATIONS AND ACTION TABLE
2025 LEISURE NEEDS AND PUBLIC ARTS ASSESSMENT
Objective 3.5 - Address current and future needs for athletic fields.

As demand warrants, explore opportunities to add rectangle and diamond fields as usage increases.

To help increase field time, add sports field lighting to new facilities and improvements to the lighting at existing facilities where appropriate.

Objective 3.6 - Monitor Americans with Disabilities Act (ADA) access to parks, trails, and facilities.

The Department should continue to work to make its programs and services accessible to all people of all abilities. The ongoing self-evaluation of ADA standards must be a high priority for the Department, especially in terms of access. Focus groups participants and survey respondents indicated the need for accessible playgrounds.
44 GOALS, OBJECTIVES, RECOMMENDATIONS AND ACTION TABLE
CITY OF SANTA MARIA—RECREATION AND PARKS DEPARTMENT
Goal 4 Increase Financial Sustainability
Objective 4.1 - Explore additional funding through the pursuit of grant.

The Department currently takes advantage of grant opportunities available for programming and facility improvements. The Recreation and Parks Department should continue to pursue all grant opportunities at the federal, state, regional, and local levels.

The Department should consider new grant opportunities available for programming and parks, trails, and facility improvements. One area many communities are taking advantage of is combining recreation facilities with emergency shelter projects to be eligible for the Federal Emergency Management Agency (FEMA) and state emergency management funds.

Objective 4.2 - Continue current cost recovery and revenue generation practices.

The Department has a history of operating programs and facilities that are revenue generating to supplement the department’s general fund allocation. Many Recreation and Parks Departments around the country have a mechanism to collect activity fees and use those fees to lower the subsidy from the General Fund and grow recreational opportunities for the community.

Objective 4.3 - Partner with other service providers, when possible, to develop programs, services, and facilities to meet demand and growing trends.

The Department currently partners with organizations to provide recreational opportunities for the community and visitors, which becomes less of a burden for the organization. As popularity of parks, trails, program offerings, services and activities increase, continue to look for opportunities to expand programs, services and amenities while working with other service providers within the community, and continue to formalize these agreements in writing.

ACTION PLAN AND PRIORITIZATION
The following Goals, Objectives, and Action Items for the recommendations are drawn from the public input, inventory, level of service analysis, findings feedback, and all the information gathered during the master update planning process. The primary focus is maintaining, sustaining, and improving Santa Maria’s parks, trails, facilities, programs, and services. Funding availability, staff buyin, and political and community support will play significant roles in future planning efforts.

Time frame to complete is designated as:
• Short-term (up to 3 years)
• Mid-term (4-6 years)
• Long-term (7-10 years)
• Ongoing (occurs on a continuous basis)
45 GOALS, OBJECTIVES, RECOMMENDATIONS AND ACTION TABLE
2025 LEISURE NEEDS AND PUBLIC ARTS ASSESSMENT
GOAL 1: CONTINUE TO IMPROVE ORGANIZATIONAL EFFICIENCIES Objective 1.1 - Maintain the existing quality of service goals.

Actions Time Frame to Complete

1.1.a: Continue to provide a wide variety of offerings that are diverse and inclusive.

Ongoing

3.1.b: Continue to evaluate programs and services to ensure citizen satisfaction with programs and services offered.

Short-Term Ongoing
Objective 1.2 - Maintain existing quality standards for programs and services.

Actions Time Frame to Complete

1.2.a: Continue to maintain a high expectation for the quality of programs and services offered to the community.

Ongoing
Objective 1.3 - Staff appropriately to meet demand and maintain established quality of service.

Actions Time Frame to Complete

1.3.a: As new facilities, amenities, and services are developed, and existing parks, trails, and facility upgrades are implemented, it is important to ensure that staffing levels are adequate to maintain current performance standards.

Ongoing

1.3.b: Update training curriculum to include advancements in the industry, job descriptions and duties to remain cutting- edge and ensure a highly skilled work force.

Ongoing

1.3.c: Continue to assess the advantages and disadvantages of using contractual services for part-time, seasonal, and instructional positions.

Ongoing

1.3.d: Review the current volunteer program and look for additional opportunities to engage volunteers.

Ongoing
Objective 1.4 - Increase potential partnerships within the community.

Actions Time Frame to Complete

1.4.a: Build on existing partnerships. Ongoing
46 GOALS, OBJECTIVES, RECOMMENDATIONS AND ACTION TABLE
CITY OF SANTA MARIA—RECREATION AND PARKS DEPARTMENT

1.4.b: Continue to review partnership agreements and work with the School District and other community partners to increase access to facilities, amenities, programs and services.

Ongoing
Objective 1.5 - Maintain and keep current the Department SOP and Policies.

Actions Time Frame to Complete

1.5.a: Continue to review and update all departmental policies, procedures, and processes regularly.

Ongoing

1.5.b: As part of that review, the department should engage staff in the review process.

Ongoing

1.5.c: Continue to review the City Code Chapter for Recreation and Parks five years and recommend updates as needed.

Ongoing
GOAL 2: IMPROVE AND ENHANCE PROGRAMMING AND SERVICE DELIVERY Objective 2.1 - Enhance special event programming.

Actions Time Frame to Complete

2.1.a: Expand opportunities and enhance existing special event programming based on demand and trends in community
demographics.

Mid-Term

2.1.b: Continue to work with neighborhoods, cultural organizations, and other service providers to explore new community and cultural events.

Ongoing
Objective 2.2 - Continue to grow programs and services accessible to citizens of all abilities.

Actions Time Frame to Complete

2.2.a: Continue to evaluate current offerings for people with special needs. As opportunities arise and facilities become available, consider additional programs.

Short-Term

2.2.b: Annually review the number of programs and distribution of programs for the special needs population and look for opportunities to increase and/or more equitably distribute programs and services.

Ongoing
47 GOALS, OBJECTIVES, RECOMMENDATIONS AND ACTION TABLE
2025 LEISURE NEEDS AND PUBLIC ARTS ASSESSMENT

2.2.c: Work with the indigenous population and non-English speakers to develop programs and deliver services that are culturally competent and meet their needs. Work with advocate groups and nonprofits to design and deliver programs and services.

Short-Term Ongoing
Objective 2.3 - Continue to address recreational programming and activity needs of the community.

Actions Time Frame to Complete

2.3.a: Continue to look for opportunities to expand indoor recreational programs and activities.

Ongoing

2.3.b: Look for opportunities to increase programs for tweens, teens, people with special needs, and seniors.

Ongoing

2.3.c Fitness and wellness programming and services were another priority from the public engagement process. Look for opportunities to install outdoor fitness equipment to help meet demand.

Short-Term

2.3.d: Continue to monitor participation and demand for familycentered recreational programs and adjust to meet the needs of the community.

Ongoing
Objective 2.4 - Explore opportunities for non-traditional recreation and serve as the primary gateway for citizens and visitors to access.

Actions Time Frame to Complete

2.4.a: A top priority of the public engagement process was the desire by the community to increase and provide more outdoor recreational and adventure-based programming such as hiking, biking, and rock climbing.

Short-Term

2.4.b: Consideration should also be given to non-sports programming such as instructional programs, life skills, visual and performing arts, gaming, and STEAM opportunities
Short-Term

2.4.c: Continue to monitor recreational trends to stay current with programming and demand.

Ongoing

2.4.d: Consider becoming the innovator for new activities by offering introductory classes and clinics, along with rental equipment to allow citizens and visitors to try and explore new sports.

Mid-Term
48 GOALS, OBJECTIVES, RECOMMENDATIONS AND ACTION TABLE
CITY OF SANTA MARIA—RECREATION AND PARKS DEPARTMENT
Objective 2.5 - Utilize technology to improve customer service and efficiencies.

Actions Time Frame to Complete

2.5.a: Continue to use a mixed-method approach to communicating with the public about programs, services, and opportunities such as mobile marketing.

Ongoing
GOAL 3: INVEST IN CURRENT INFRASTRUCTURE AND ADDRESS AGING FACILITIES Objective 3.1 - Maintain existing facilities, parks, trails, and open spaces.

Actions Time Frame to Complete

3.1.a: Continue to monitor the condition of existing parks, trails and pathways, and facilities.

Ongoing

3.1.b: The city should consider providing appropriate staff and resources to ensure continuous maintenance of these areas.

Short-Term

3.1.c: Maintenance projects and annual maintenance needs should be funded on a regular schedule to address the aging infrastructure.

Priorities for future maintenance projects for these areas should continue to be developed and reviewed regularly.

Ongoing
Objective 3.2 - Add indoor recreation space
Actions Time Frame to Complete

3.2.a: Based on feedback from focus group participants and the survey results, a top priority of the community is a desire for additional indoor recreation space. Continue to explore opportunities to add additional indoor multipurpose recreation space either through partnerships, purchase of an existing facility, or construction of a new facility.

Mid-Term
Objective 3.3 - Upgrade comfort, convenience, and customer service amenities to existing facilities.

Actions Time Frame to Complete

3.3.a: A top priority from leadership interviews, public engagement, and the community survey was the addition of shade at outdoor facilities. The Department should develop a plan to install shade at playgrounds, athletic facilities, and spectator seating areas.

Short-Term
49 GOALS, OBJECTIVES, RECOMMENDATIONS AND ACTION TABLE
2025 LEISURE NEEDS AND PUBLIC ARTS ASSESSMENT

3.3.b: As the Department make upgrades to and improve existing facilities, they should explore opportunities to add restrooms, security lighting, benches, bike racks and other amenities at existing parks and facilities.

Ongoing
Objective 3.4 - Develop additional outdoor recreational facilities and amenities.

Actions Time Frame to Complete

3.4.a: Continue to explore expansion of existing facilities to meet demand and increase outdoor programming opportunities.

Ongoing

3.4.b: Develop facilities and amenities to ensure all citizens have safe access to a recreation space within a 15-minute walk or 3-mile drive from their residence.

Ongoing

3.4.c: High priorities included new and upgraded playgrounds, additional walking paths, bike lockers, and outdoor courts.

Ongoing

3.4.d: Explore opportunities at existing parks and as new parks are developed, to add adventure sports and outdoor activities such as all-wheels parks, pump tracks, skate bowls and parks, futsal, as well as nature-based programs, and outdoor entertainment venue to increase programming and attract new users.

Short-Term Ongoing
Objective 3.5 - Address current and future needs for athletic fields.

Actions Time Frame to Complete

3.5.a: As existing parks are renovated and new parks developed, explore opportunities to add rectangle and diamond fields to meet increases in need and demand.

Short-Term
Mid-Term

3.5.b: Increase field time with the addition of sports field lighting to new facilities and improvements to the lighting at existing facilities where appropriate.

Short-Term
Objective 3.6 - Monitor ADA access to parks, trails, and facilities.

Actions Time Frame to Complete

3.6.a: Continue to work to make programs and services accessible to all people of all abilities. Continued self-evaluation of ADA standards must be a high priority for the Department especially in terms of access.

Short-Term Ongoing
50 GOALS, OBJECTIVES, RECOMMENDATIONS AND ACTION TABLE
CITY OF SANTA MARIA—RECREATION AND PARKS DEPARTMENT
GOAL 4: REDUCE OPERATIONAL SUBSIDY
Objective 4.1 - Explore additional funding through the pursuit of grants.

Actions Time Frame to Complete

4.1.a: Continue to pursue all grant opportunities at the federal, state, regional, and local levels.

Ongoing

4.1.d: One area many communities are taking advantage of is combining recreation facilities with emergency shelter projects to be eligible for FEMA and state emergency management funds.

Short-Term
Objective 4.2 - Continue current cost recovery and revenue generation practices.

Actions Time Frame to Complete

4.2.a: Continue operating programs and facilities that are revenue generating to supplement the department’s general fund allocation using the existing cost recovery model.

Ongoing
Objective 4.3 - Partner with other service providers, when possible, to develop programs, services, and facilities to meet demand and growing trends Actions Time Frame to Complete

4.3.a: Continue to look for opportunities to expand programs, services and amenities while working with other service providers within the community, and continue to formalize these agreements in writing.

Ongoing
51 GOALS, OBJECTIVES, RECOMMENDATIONS AND ACTION TABLE
2025 LEISURE NEEDS AND PUBLIC ARTS ASSESSMENT

IMPLEMENTATION GUIDELINES/STRATEGIES
The following is a listing of suggestions for successful implementation of the Recreation and Parks Master Plan.

These elements represent the commitment and discipline required to integrate the process into daily operations, both now and in the future.
• The Recreation and Parks Master Plan becomes the guidepost for the Department. When decisions or responses to the community are needed, the plan becomes the reference point for decision-making and whether new issues or responses to the community are of higher importance than what has been established as the existing direction. • The Recreation and Parks Master Plan information should be included as part of the new employee orientation program.
• Post the Executive Summary of the plan on the website and track results on the site. This will assist in providing the community with information about the Department’s strategic direction and its commitment to results. It may also be helpful to print a color brochure of the Executive Summary to distribute to interested partners and community members to provide a quick snapshot of the plan.
• A staff member or team should have responsibility of being the Project Manager or “champion” of the plan’s implementation to help ensure success. This champion is responsible for monitoring the plan’s progress and works with other staff, City management, and other departments to effectively integrate the plan within operations. • A staff member or team should be assigned accountability for each recommendation. The project leader will have responsibility for tracking progress of the plan. 52 GOALS, OBJECTIVES, RECOMMENDATIONS AND ACTION TABLE
CITY OF SANTA MARIA—RECREATION AND PARKS DEPARTMENT
• Regular reporting of the Recreation and Parks Master Plan’s progress should occur. Divide the plan into separate fiscal years and report one year at a time, as an ongoing annual work plan.

Each action item for the year should include a list of strategies that support its completion.

The strategies are developed prior to each year for the upcoming list of action items and are developed by the staff members involved in completing the action item. It is the project leader’s responsibility to report on his/her action items in a quarterly report. A suggestion is to enter each year’s data on a spreadsheet or strategic planning software that lists the goals, objectives, action items, start dates, completion dates, and the name of the staff member responsible for the action items completion.
• At the end of the year, perform an annual review of the Recreation and Parks Master Plan and document any changes to objectives and action items to reflect changes in priorities. This process can be included at an annual review meeting in which successive years’ objectives and action items are discussed as part of the annual budget process. Action items will tie into both the operating and capital budget process.
• Update major stakeholders on the plan’s implementation and results on an annual basis. • Conduct staff meetings on a quarterly or semi-annual basis to review the progress on implementation of the plan.
• Post a chart of each year’s recommendations on office walls in administrative areas with a check-off column designating completion as part of a visual management program. • If there are ideas for new strategies that arise throughout the year, include them on a written “parking lot” and review them as part of the annual just-in-time review to determine if they change or replace any existing strategies or action items. • At the five-year mark of the plan, complete a shortened update, including repeating the statistically valid survey and demographic projections. Adjust existing recommendations as necessary.
53 GOALS, OBJECTIVES, RECOMMENDATIONS AND ACTION TABLE
2025 LEISURE NEEDS AND PUBLIC ARTS ASSESSMENT
Plan becomes the
guide post for the
department.

Implement knowledge
of plan for new
employee orientation
program.

Establish a staff member
of team to serve as
project champions.

Assign member or team
recommendations and
hold accountable.

Post Executive
Summary of the plan
on the Agency’s
website.

Print a color brochure
of the Executive
Summary.

Divide the plan
into separate fiscal years
and report 1 year at a
time as ongoing work
plan.

Develop strategies for
each action item.

Each member reports
on his/her action item
in a quarterly report.

Develop a spreadsheet
or use strategic
planning software
listing goals, objectives,
action items, start dates,
completion dates, and
staff member’s name.
1 3
2 4
5 6
Knowledge Base Conquer and Divide Reporting and Formatting Figure 10: Implementation Strategies
54 GOALS, OBJECTIVES, RECOMMENDATIONS AND ACTION TABLE
CITY OF SANTA MARIA—RECREATION AND PARKS DEPARTMENT
At the end of the year,
perform annual review of
the plan and document
changes to objectives
and action items and note
priority changes.

Update major
stakeholders on plan’s
implementation on an
annual basis.

Conduct staff
meetings on a
quarterly or semiannual basis to
review progress.

Post a chart of each
year’s recommendation
on office walls in
administrative areas
with check-off column.

If new ideas arise
throughout the year
include them on a written
“parking lot” and review
to see of they add to or
replace existing initiatives.

At the five-year mark
of the plan, complete
a shortened update
including a repeat of the
statistically valid survey
and demographic
projections.

Adjust recommendations
as necessary.
7 8
9 10
11 12
Tell the Story Monitor and Revise Review and Renew
55 GOALS, OBJECTIVES, RECOMMENDATIONS AND ACTION TABLE
2025 LEISURE NEEDS AND PUBLIC ARTS ASSESSMENT
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COUNCIL AGENDA REPORT
TO: Mayor and City Council
FROM: David W. Rowlands, City Manager
DATE: October 21, 2025
SUBJECT: Continued from the September 16, 2025, City Council Meeting - Discussion on a Request to Form an Immigration Ad Hoc Committee Description:

The City Council to discuss a request to form an Immigration Ad Hoc Committee.

BACKGROUND:

At the August 6, 2025, City Council meeting it was requested by Councilmember Soto to bring back to City Council a discussion on forming an Immigration Ad Hoc Committee and consider holding a meeting with stakeholders.

Santa Maria City CouncilOctober 21, 2025

Santa Maria City Council
October 21, 2025