City of Santa Paula
City Council
MAYOR JENNY CROSSWHITE
VICE MAYOR ANDY SOBEL
COUNCILMEMBER RICHARD ARAIZA
COUNCILMEMBER CARLOS JUAREZ
COUNCILMEMBER LESLIE CORNEJO
CITY COUNCIL REGULAR MEETING OF THE
SANTA PAULA CITY COUNCIL
WEDNESDAY, JANUARY 19, 2022
6:30 PM - City Council Regular Meeting
SANTA PAULA CITY HALL
970 VENTURA STREET
SANTA PAULA, CA 93060
JULIE LATSHAW, CITY CLERK
DAN SINGER, CITY MANAGER
JOHN C. COTTI, CITY ATTORNEY
Spare Copies of staff reports or other written documentation relating to each item of business referred to on this agenda are on file in the Office of the City Clerk and are available for public inspection. If you have any questions regarding any agenda item, contact the City Clerk at (805) 933-4208.
City of Santa Paula - City Council - City Council Regular Meeting 1 ** SOCIAL DISTANCING IN EFFECT **
You are invited to participate in all Regular City Council meetings. Agendas are posted in the front of Santa Paula City Hall, 970 Ventura Street, Santa Paula, 72 hours in advance of the scheduled meetings. The City Council's regular meetings start at 6:30 p.m. the first and third Wednesday of each month.
In response to COVID-19 and in accordance with AB 361, this meeting will be held remotely via Zoom teleconference. Pursuant to AB 361, a local legislative body is authorized to hold public meetings via teleconferencing to promote social distancing. All votes taken during this teleconference meeting will be by roll call vote, and the vote will be publicly reported. We urge residents who wish to participate in City Council meetings by utilizing any of the following options:
HOW TO VIEW THE MEETING: Watch from home live on local Channel 10, or view the live feed at http://santapaulaca.iqm2.com/Citizens/default.aspx. You may also attend the meeting through a computer or telephone.
BY COMPUTER Zoom Meeting Webinar ID: 827 9830 7260
PASSCODE: 371830
BY TELEPHONE: 1 408-638-0968
HOW TO PARTICIPATE DURING THE MEETING: Members of the public are encouraged to participate under PUBLIC COMMENTS for any item not appearing on the agenda that is within the subject-matter jurisdiction of the City Council, or on any item of interest on the Agenda. To facilitate effective and efficient remote meetings, people wishing to address the Council should submit, by 3:00 p.m., on the day of the Council meeting, an email to [email protected], indicating what item you would like to speak. The Council will also permit public comment through the "raise hand" feature on Zoom. Public comments are limited to three minutes.
HOW TO PARTICIPATE BEFORE THE MEETING: Members of the public are encouraged to submit email correspondence on any agenda item by sending an email to [email protected]. All public correspondence received by 3:00 p.m. (PT) on the meeting date will be provided to the legislative body before the meeting. Public Comments received after 3:00 p.m. will be provided to the legislative body the next day.
Your participation in this meeting is in the public domain; meetings are cablecast; minutes of this meeting will reflect your participation in this meeting and are posted on the city's website.
PLEASE NOTE: Be advised that if you bring a legal challenge to an action, you may be limited to raising only those issues you or someone else raised at the meeting described in this Agenda, or in written correspondence delivered to the City Council at or before the meeting.
Any action is subject to the ninety-day time period set forth in Code of Civil Procedure § 1094.6.
In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the City Clerk at (805) 933-4208. Notification 48 hours before the meeting will enable the City to make reasonable arrangements to ensure accessibility to this meeting. (28 CFR 35, 102-35.104 ADA Title II). Written materials distributed to the City Council within 72 hours of the City Council meeting are available for public inspection immediately upon distribution in the City Clerk’s office.
City of Santa Paula - City Council - City Council Regular Meeting 2
1. CALL TO ORDER
REMINDER: in order to minimize distractions during public meetings, all personal communication devices should be turned off or put in a non-audible mode.
2. INVOCATION
3. FLAG SALUTE
4. ROLL CALL
5. APPROVE VIRTUAL MEETING
5.A FINDINGS TO HOLD VIRTUAL CITY COUNCIL, COMMISSION,
COMMITTEE, BOARD AND OTHER CITY BODIES, MEETINGS PURSUANT TO AB 361
RECOMMENDATION:
Staff recommends that the City Council:
1. Adopt Resolution No. 7384 Authorizing Virtual City Council, Commission, Board, and other City Bodies Meetings Pursuant to AB 361.
Presented By: Julie Latshaw
6. PRESENTATIONS
6.A PARKS & RECREATION DEPARTMENT ACTIVITY REPORT
RECOMMENDATION:
Staff recommends the City Council:
Receive and file the Parks & Recreation Department’s Activity Report for the period of July 1, 2021 to December 31, 2021.
Presented By: Greg Barnes
7. PUBLIC COMMENT
At this time, members of the public may comment on any item not appearing on the agenda that is within the subject-matter jurisdiction of the City Council. The Mayor will call for "raised hands" to speak. Individual Councilmembers may briefly respond to Public Comments or ask questions for clarification. The City Council may direct staff to report to the City Council on the item at a later meeting. For items appearing on the Agenda, the public will be invited to make comments at the time the item comes up for City Council consideration.
8. CITY COUNCIL REPORTS
REGULAR MATTERS - VIRTUAL MEETING
City of Santa Paula - City Council - City Council Regular Meeting 3
9. CITY MANAGER REPORTS
10. CONSENT CALENDAR
Background information has been provided to the City Council on all matters listed under the Consent Calendar and these items are considered to be routine by the City Council and are normally approved by one motion. If discussion is requested by a Councilmember on any item, or a member of the public wishes to comment on an item, that item may be removed from the Consent Calendar for separate action.
10.A APPROVAL OF MINUTES
RECOMMENDATION:
Staff Recommends Council approve the following Minutes.
1. City Council Regular Minutes - December 1, 2021
2. City Council Special Minutes - December 15, 2021
3. City Council Regular Minutes - December 15, 2021
10.B DECEMBER 2021 WARRANTS AND CERTIFICATIONS
RECOMMENDATION:
Staff recommends that the City Council:
Review and accept the “Certification of Accounts Payable” for the accounts payable payment cycles for December 2021, starting check number 329536 and ending check number 329786.
Review and accept the “Certification of Salaries” for the pay period ending dates December 3
rd, 2021 through December 17th, 2021.
Presented By: Christy Ramirez
10.C
VENTURA COUNTY TRANSPORTATION COMMISSION GRANT FUNDING
FOR FY 2021-2022
RECOMMENDATION:
Staff recommends City Council
1. Authorize the Santa Paula Police Department’s acceptance of $119,000.00 in grant funding awarded by the Ventura County Transportation Commission for FY 2021-2022.
2. Allocate $119,000 in revenues (100-4-4500-4279) and a matching amount in expenditures (100-5-4501-610).
Presented By: Travis Walker
City of Santa Paula - City Council - City Council Regular Meeting 4
10.D RESOLUTION NO. 7385 ESTABLISHING THE RECREATION LEADER I/II/III
CLASSIFICATION SERIES, AMENDING THE BUILDING INSPECTOR I/II JOB DESCRIPTION AND AMENDING THE ADOPTED 2021-2023 SALARY
SCHEDULE
RECOMMENDATION:
Staff recommends that the City Council:
1. Adopt Resolution No. 7385, establishing the Recreation Leader I/II/III classification series, amending the Building Inspector I/II, and amending the adopted 2021-2023 salary schedule.
Presented By: Lorena Alvarez
10.E FLAG DISPLAY POLICY
RECOMMENDATION:
Staff recommends that the City Council adopt Resolution No. 7388 enacting a Santa Paula Flag Display Policy.
Presented By: Dan Singer
11. ACTION ITEMS
11.A
PROFESSIONAL SERVICES AGREEMENT WITH CITYGATE ASSOCIATES LLC. FOR AN ORGANIZATIONAL EFFICIENCY ASSESSMENT OF
DEVELOPMENT SERVICES PROCESS.
RECOMMENDATION:
Staff recommends that the City Council:
1. Authorize the City Manager to execute a Professional Services Agreement with Citygate Associates LLC until December 31, 2022 to conduct an organizational efficiency assessment of the City of Santa Paula development services processes in an amount not to exceed $32,000; in a form approved by the City Attorney, and
2. Allocate a budget allocation for $32,000 is needed for both donation revenues (100-4-7500-6157) and professional services expenditures (100-5-3001-209).
Presented By: James Mason
11.B ADVANCED WATER TREATMENT FACILITY PROJECT FINANCIAL
PROJECTIONS AND STATE REVOLVING FUND APPLICATION
City of Santa Paula - City Council - City Council Regular Meeting 5 RECOMMENDATION:
Staff recommends that the City Council:
1. Approve the Updated Wastewater Financial Projections and Advanced Water Treatment Facility Funding and authorize the City Manager to update the Clean Water State Revolving Fund loan application.
2. Adopt Reimbursement Resolution 7382 authorizing reimbursing expenditures and indicating a reasonably expected maximum principal amount of $23 million for the AWTF project.
Presented By: Clete J Saunier
11.C WAIVE FORMAL BIDDING AND ACCEPT CONTRACT WITH MARK43 INC.
FOR COMPUTER AIDED DISPATCHING AND RECORDS MANAGEMENT
SYSTEM.
RECOMMENDATION:
Staff recommends the approval of a contract with Mark 43, Inc. in the amount of $636,004 for the delivery of a Computer Aided Dispatching and Records Management System for the Santa Paula Police Department, as well as services required to integrate the solution.
Presented By: Travis Walker
11.D 2021-2023 CITY COUNCIL STRATEGIC PLAN PROGRESS REPORT RECOMMENDATION:
Staff recommends that the City Council:
1. Receive an update on the Council's Strategic Plan, and
2. Direct staff to take additional, related action that may be desirable.
Presented By: Jonathan Royas
11.E ANALYSIS OF WASTEWATER SERVICE OPTIONS
RECOMMENDATION:
Staff recommends that the City Council:
(1) Receive and file the 2022 Updated Cost Benefit Analysis, and (2) Provide Staff with direction relative to wastewater operations.
Presenters:
Clete J. Saunier, Public Works Director
Christy Ramirez, Finance Director
City of Santa Paula - City Council - City Council Regular Meeting 6 Gerhardt Hubner, MKN & Associates
Michael Nunley, MKN & Associates
Presented By: Clete J Saunier
12. ITEMS FOR FUTURE AGENDAS
12.A FUTURE AGENDA ITEMS
RECOMMENDATION:
Staff recommends City Council Review Future Agenda Items.
Presented By: Dan Singer
13. ADJOURNMENT
State of California )-
County of Ventura )- ss
City of Santa Paula )-
I declare under penalty of perjury that I posted this City Council Agenda on the bulletin board near the front door of City Hall, 970 Ventura Street, Santa Paula, California.
On_________________ at______________Signed:_________________________ Julie Latshaw
City Clerk
City of Santa Paula - City Council - City Council Regular Meeting 7 To: Honorable Mayor and Members of the City Council
From: Julie Latshaw, Administration
Subject: FINDINGS TO HOLD VIRTUAL CITY COUNCIL, COMMISSION,
COMMITTEE, BOARD AND OTHER CITY BODIES, MEETINGS
PURSUANT TO AB 361
Date: January 19, 2022
Agenda Item: 5.A
CITY OF SANTA PAULA
MEMORANDUM
RECOMMENDATION:
Staff recommends that the City Council:
1. Adopt Resolution No. 7384 Authorizing Virtual City Council, Commission, Board, and other City Bodies Meetings Pursuant to AB 361.
Presented by: Julie Latshaw, City Clerk
BACKGROUND:
On March 17, 2020, Governor Gavin Newsom issued Executive Order N-29-20 suspending certain provisions of the Ralph M. Brown Act in order to allow for local legislative bodies to conduct their meetings completely telephonically or by other electronic means. As the City Council is well aware, this allowed City Council meetings to be conducted by Zoom with councilmembers and staff all joining from remote locations.
The suspension of certain provisions of the Brown Act was further extended by the Governor on June 11, 2021 by the issuance of Executive Order N-08-21 which continued to allow for complete virtual City Council (and other legislative body) meetings until September 30, 2021.
With the expiration of the Governor’s Executive Order, the Governor signed into law Assembly Bill 361. Effective October 1, 2021, AB 361 allows local governments to continue to conduct remote virtual meetings so long as there is a state-proclaimed state of emergency and the legislative body makes mandatory findings.
On October 6, 2021, the Council unanimously voted to continue virtual City Council meetings under AB 361 by adopting Resolution No. 7369. In November, however, the Council returned to in-person meetings and allowed Resolution No. 7369 to lapse.
With the Omicron variant of Covid-19 spreading during and after the Holiday season, City staff recommends resuming remote virtual meetings. To do so, the City Council must make the findings and determinations under AB 361 to again allow the Council to meet virtually. 8 ANALYSIS:
AB 361 allows legislative bodies to meet virtually, provided there is a state of emergency, and either (1) state or local officials have imposed or recommended measures to promote social distancing; or (2) the legislative body determines by majority vote that meeting in person would present imminent risks to the health and safety of attendees.
In order to continue to qualify for AB 361’s waiver of in-person meeting requirements, the Council must find that (a) state or local officials continue to recommend measures to promote social distancing, or that (b) an in-person meeting would constitute an imminent risk to the safety of attendees.
Therefore, it is recommended Council adopt the attached Resolution No. 7384, which will be in effect for the next 30 days or until such time as the City Council adopts findings to extend the action in accordance with Government Code §54953(e)(3) to extend the time that the City Council and the City’s constituent bodies may continue to teleconference without compliance with Government Code §54953(b)(3).
STRATEGIC PLAN:
None.
FISCAL IMPACTS:
There is no fiscal impact associated with this item.
OPTIONS:
1. Approve staff recommendations; or
2. Without a majority vote of the City Council on Resolution No. 7384, the Council will have to adjourn to a properly noticed in-person meeting.
ATTACHMENTS:
SB 361 - Reso 7384.docx
9 RESOLUTION NO. 7384
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA PAULA, CALIFORNIA MAKING FINDINGS AND DETERMINATIONS UNDER AB 361
FOR THE CONTINUATION OF VIRTUAL MEETINGS
The City Council for the City of Santa Paula does resolve as follows:
SECTION 1: The City Council finds and declares as follows:
A. The Ralph M. Brown Act (Gov. Code § 54950 et seq.) generally requires local agencies meeting via teleconference, including through other virtual or electronic means, to provide public access at each location in which members of the legislative body are teleconferencing;
B. On September 16, 2021 the Governor signed AB 361 (in effect as of October 1, 2021 – Government Code Section 54953(e)), which allows legislative bodies to meet virtually provided there is a state of emergency, and either (1) state or local officials have imposed or recommended measures to promote social distancing; or (2) the legislative body determines by majority vote that meeting in person would present imminent risks to the health and safety of attendees;
C. The Governor issued a proclamation declaring a state of emergency on March 4, 2020 due to the COVID-19 pandemic, pursuant to section 8625 of the California Emergency Services Act, and this proclaimed state of emergency currently remains in effect;
D. The City Council has considered the circumstances of the state of emergency and finds that the continuation of virtual meetings will allow for full participation by members of the public until social distancing recommendations are lifted;
E. State or local officials continue to impose and recommend measures to promote social distancing and because of the ongoing threat of COVID-19, meeting in person would present imminent risks to the health and safety of attendees; and
F. The City Council of the City of Santa Paula desires to continue to hold virtual meetings pursuant to AB 361 and Government Code section 54953(e).
SECTION 2: Teleconference Meetings: Consistent with the provisions of Government Code Section 54953(e), the City Council finds and determines that the City Council and all other legislative bodies of the City of Santa Paula created by the City Council shall continue to meet virtually in accordance with Government Code section 54953(e) and 10 without compliance with section 54953(b)(3) based upon the findings and determinations hereby made by the City Council.
SECTION 3: Effective Date. This Resolution shall take effect immediately upon its adoption and remain in effect for 30 days or until such time as the City Council adopts findings to extend the action in accordance with Government Code section 54953(e)(3) to extend the time during which the City Council and all other legislative bodies of the City of Santa Paula may continue to teleconference without compliance with Government Code §54953(b)(3).
SECTION 4: The City Clerk is directed to certify the adoption of this Resolution.
PASSED, AND ADOPTED, this 19th day of January, 2022.
________________________________
Jenny Crosswhite, Mayor
ATTEST:
_________________________
Julie Latshaw, City Clerk
APPROVED AS TO FORM:
_______________________________
John C. Cotti, City Attorney
APPROVED AS TO CONTENT:
_______________________________
Daniel A. Singer, City Manager
11 To: Honorable Mayor and Members of the City Council
From: Greg Barnes, Parks and Recreation
Subject: PARKS & RECREATION DEPARTMENT ACTIVITY REPORT
Date: January 19, 2022
Agenda Item: 6.A
CITY OF SANTA PAULA
MEMORANDUM
RECOMMENDATION:
Staff recommends the City Council:
Receive and file the Parks & Recreation Department’s Activity Report for the period of July 1, 2021 to December 31, 2021.
Presented by: Greg Barnes, Parks and Recreation Director BACKGROUND:
For the months of July 2021 through December 2021, the Parks and Recreation Department staff worked on and executed the following:
RECREATION & COMMUNITY SERVICES
There were two sessions of summer camp (six weeks) offered to youth ages 5-12 during the months of June, July & August; 159 youth participated. Below is the breakdown per session.
Session 1: 75 participants
Session 2: 84 participants
In addition to summer camp, the department provided free programming via the Mobile Activity Center for youth ages 5-17. The program visited various parks from July 12 th to August 6th
and offered activities such as crafts, organized outdoor games, jolly jump Fridays and guest speakers. An average of 20-30 youth participated daily. The program visited the following parks:
Obregon Park
Ebell Park
Teague Park
Las Piedras Park
The department continued to provide space to the Ventura County Mobile Library. The Mobile Library offers services to our preschool age students and seniors at the Community Center; 12 they visit once per month.
The All Children Thrive Program (ACT) was awarded their grant in August. In partnership with Partnership for Safe Families of Ventura County, two program coordinators were hired, youth were recruited to participate and multiple meetings were held during the months of September, October and November. The meetings culminated in a presentation to City Council on December 13
th with Council passing Resolution No. 7379, recognizing the Santa Paula ACT program and requesting they serve as an advisory group to Council and other City Commissions and Committees.
The following classes were offered: Preschool (18 participants), Tae Kwon Do (43 participants), Folklorico Dance (51 participants), and Gymnastics (60 participants).
The department hosted another Santa Paula Beautiful Day on October 9 th. Projects included
painting the skatepark fence, rehabbing the caretaker house at Harding Park, litter pickup / beautification on Main Street and adjacent parking lots, staining downtown benches and painting sign poles. 205 volunteers participated.
Hired two (2) City Corps Leader Trainees. Both are currently completing an average of 4-5 projects per week. Projects have included cleaning of Main Street, assisting with park closures in the evening, float decorating, and special event logistics.
The Social Services Coalition continues to meet monthly. They are now alternating in person and zoom meetings. The coalition now has 17 member organizations and created its own domain name that sends residents directly to their web page:
www.santapaulasocialservices.com
The department was very active during the holidays with special events, decorating various city facilities, and hosting Santa Claus as he toured the streets of Santa Paula.
The department participated in the Christmas Parade: Mrs. Claus and elves road on the County Fire Truck while Santa debuted his new sleigh & float.
Provided 85 gingerbread kits to families for the annual gingerbread decorating contest.
The winning family was invited to participate in the first night of the Santa Tour and ride on the County Fire Truck.
Come See Santa Pancake Breakfast had over 500 participants. Families enjoyed photos with Santa and then a pancake breakfast provided the Optimist Club. High school students from Future Farmers of America and SPARC volunteered at the event as well.
Recreation staff assisted the facilities team in decorating various city facilities. Most noteably installed a new wreath in front of the Police Station and created a light show at the Train Depot.
Santa Tours took place on December 16
th – 18th. The float stopped at various locations
each night so that Santa and Mrs. Claus could visit with kids and families. The elves passed out candy canes as well. Staff reported that we had between 780-1840 people tracking the float each night on the float tracking app Glympse.
SENIOR SERVICES
Senior classes saw some growth, increasing offerings by four classes: Mat Yoga (14 13 participants), Chair Yoga (12 participants), Tai Chi (14 participants), Knitting Club (13 participants), and the Coffee Club (6 participants), Walking Club (3 participants), Wii Bowling (2 participants), Creative Writing (3 participants), Craft Class (2 participants), Zumba (8 Participants), and Enhanced Fitness (8 participants).
Staff continues to provide a monthly newsletter to seniors with various information including program updates, recipe of the month, social services information and updates from the Senior Advisory Committee.
The Senior Center reopened in August 2021. Since reopening staff served 988 seniors.
Special Events & Activities
Senior Services hosted a Mariachi Fundraiser on September 25 th. The event hosted 130
attendees and raised over $4,700 for senior programs and services.
Partnered with the Alzheimer's Association to host a Posada for the community. The event included dinner and information regarding Alzheimer's and tools for caretakers.
Chief Walker, Grey Law and the Burn Center attended a breakfast with seniors. They each spoke and provided valuable information on safety, legal assistance and burn prevention. 80 seniors attended the breakfast.
There were five themed senior luncheons. Each luncheon was free and included raffle prizes, vendor information booths, entertainment and a delicious lunch. An average of 120 seniors attended each event.
Senior Nutrition Program
During the months of July to December, the Senior Nutrition Program served 4,519 congregate meals and delivered 6,489 meals to homebound seniors. A total of 346 seniors were served during FY 20-21.
Total number of meals served since July 1
st
: 11,008
PARKS & FACILITIES
During the past six months, staff responded to 2158 work orders. In addition, there were 415 work orders to address graffiti removal. The information below provides some highlights of the division’s work:
Hired a full time Lead Parks & Abatement Specialist: Dionisio Gaona.
Hired a full time Maintenance Worker I: Marco Perez
Repaired water pump at Granite Ball.
Submitted an application to the Arbor Day Foundation for Tree City USA designation.
Received the CalFire Grant to address Eucalyptus Tree Fuel Removal. The grant will go 14 towards removal and pruning the Eucalyptus trees in Fagan Barranca Park and at Teague Park along Steckel Drive.
After an application process, a review conducted by Harding Park Advisory Committee and Parks & Recreation Commission members, and finally in person interviews conducted by staff, caretakers were selected for the Harding Park Caretaker’s House: Ashley and Kalob Collins.
As of July 1
st
, all landscaping and tree maintenance was transitioned to Parks & Recreation.
Tree Maintenance:
Trees trimmed/pruned – 37
Trees removed – 2
Trees receiving tree health care - 3
Emergency tree call outs – 16
Morton Bay Fig Tree was inspected by an Arborist and received the following care: air spaded each root line, fertilized and mulched with nutrients. It is now receiving a special watering once per week and regularly being observed and monitored by an Arborist.
Mills Park Building repairs are underway. Work started in December and is expected to be completed by mid-February.
Replaced all parking lot lights at Harding Park with new bulbs; made repairs as needed.
Continued to work on rehab of Harding Park Caretaker House. All plumbing and electrical is now complete. In addition, completed framing and concrete work on the stem wall.
All HVAC systems received their regular maintenance and inspections.
Provided needed turf maintenance at Teague Park. This included thatching, aerating, top seeding, fertilizing and making all needed irrigation repairs.
Installed Christmas lights and decorations at various city facilities. Most notably the Train Depot.
Painted the metal iron decorative frame in front of the police station; also painted some interior walls.
Identified and repaired water leak at the Oil Museum; also repaired all outside lighting in the courtyard.
Replaced the roof on the 10
th Street Water Reservoir building.
Worked with America in Bloom to improve and beautify Green Street Alley. This included pruning trees, repairing tree up lighting, planted new plants in pots, removed broken fountain (Public Works) and created a planter in the base of the fountain, and power washed the entire area.
Air spaded eight trees along Main Street, trimming invasive roots; had the grates inner diameter cut and put grates back in place. Repaired power outlets at a number of trees where 15 lights were not working properly.
COMMISSIONS & COMMITTEES
The Parks & Recreation Commission and the Senior Advisory Committee are meeting monthly. The Harding Park Advisory Board is meeting every other month.
The Parks & Recreation Commission welcomed a new commissioner: Mr. Jose Olarte. The Senior Advisory Committee also welcomed a new member: Mr. Gary Wellman.
The Youth Advisory Committee was dissolved per Resolution No. 7378.
Council passed Resolution No. 7379 recognizing the Santa Paula All Children Thrive Program; the resolution requested that the program participants act as an advisory group to Council and other City Commissions & Committees. The participants will begin meeting again in February and will have a minimum of one formal meeting per month.
FACILITY RENTALS
Community Center - 12
Cultural Arts Building - 0
Train Depot - 1
PARK RENTALS & RESERVATIONS
Teague Park: 176
Las Piedras Park: 128
McKevett Park: 26
Harding Park: 293
Recreation Park: 10
SPECIAL EVENT PERMITS
Staff issued fifteen (15) special event permits.
FILM PERMITS
Staff issued two (2) film permits.
OTHER PERMITS & TRANSACTIONS
The Parks & Recreation Department is responsible for processing other various permits, banner requests, etc…Below is the information for the last quarter:
Jolly Jump Permits: 2
Main Street Banners: 5
Teague Park Banners: 3
Channel 10 Ads: 1
UPCOMING PROGRAMS, EVENTS & PROJECTS
Arbor Day / Santa Paula Beautiful March 12
th
16 Easter / Earth Day Event April 9
th
ANALYSIS:
STRATEGIC PLAN:
FISCAL IMPACTS:
OPTIONS:
ATTACHMENTS:
17 CITY OF SANTA PAULA
CITY HALL COUNCIL CHAMBERS
CITY COUNCIL – REGULAR MEETING
DECEMBER 1, 2021, 6:30 PM
MINUTES
1. CALL TO ORDER
Mayor Juarez called the meeting to order at 6:33 p.m.
2. INVOCATION
Deacon Al Guilin provided the Invocation.
3. FLAG SALUTE
Vice Mayor Jenny Crosswhite led the flag salute.
4. ROLL CALL
Members Present: Councilmember Leslie Cornejo, Councilmember Andy Sobel, Councilmember Rick Araiza, Vice Mayor Jenny Crosswhite and Mayor Carlos Juarez.
5. PRESENTATIONS
5.A COMMUNITY AND ECONOMIC DEVELOPMENT DEPARTMENT REPORT Community Development Director James Mason presented this item.
5.B CITY MANAGER'S DEPARTMENT QUARTERLY REPORT
City Manager Dan Singer presented this item.
6. PUBLIC COMMENT
None.
7. CITY COUNCIL REPORTS
Councilmember Cornejo:
Attended Property Business Improvement District meeting, SoCal Edison Advisory panel annual meeting, Christmas Parade.
Councilmember Sobel:
Attended Economic Development Executive meeting; Ventura County Transportation Commission, Christmas Parade, Social Justice Adhoc, announced Farmers Market is accepting WIC and CalFresh.
Councilmember Araiza:
Attended the Christmas Parade, Farmers Market, and meeting with the Fire Memorial Group.
Vice Mayor Crosswhite:
Attended Ventura Council of Governments, Christmas Parade, Social Justice Adhoc, and 18 Bob Gonzales tribute at the Police Memorial.
Mayor Juarez:
Attended the Christmas Parade, Farmers Market, and Bob Gonzales tribute at the Police Memorial.
8. CITY MANAGER REPORTS
City Manager Singer:
Participated in the Christmas Parade, and announced the Police have their toy drive to fill a patrol car.
9. CONSENT CALENDAR
Vice Mayor Crosswhite motioned, second by Councilmember Sobel to approve Consent Calendar. Motion carried by the following voice vote: AYES: Councilmember Cornejo, Councilmember Sobel, Councilmember Araiza, Vice Mayor Crosswhite, and Mayor Juarez. NOES: Vice Mayor Crosswhite on item 9.C. ABSTAIN: Mayor Juarez on item
9.C. ABSENT: None at time of vote.
9.A APPROVAL OF MINUTES
RECOMMENDATION:
Staff recommends that City Council approve the following minutes:
1. City Council Regular Minutes - November 17, 2021
9.B APPROVE THE SECOND READING TO ADOPT ORDINANCE NO. 1313 UPDATING CHAPTER 50 TO SANTA PAULA MUNICIPAL CODE (SPMC) - INTEGRATED WASTE MANAGEMENT AND AN ADOPTION OF AN
EXEMPTION FROM THE CALIFORNIA ENVIRONMENTAL QUALITY
ACT (CEQA)
RECOMMENDATION:
Staff recommends that the City Council:
Approve second reading to adopt Ordinance No. 1313, updating Chapter 50 to Santa Paula Municipal Code - Integrated Waste Management and determining the project is categorically exempt from CEQA
9.C SECOND READING OF ORDINANCE NO. 1310 APPROVING AN
AMENDMENT TO THE EAST AREA 1 SPECIFIC
PLAN
RECOMMENDATION:
Staff recommends that the City Council:
1. Adopt Ordinance No. 1310 as submitted.
9.D QUARTERLY INVESTMENT REPORTS
RECOMMENDATION:
19 Staff recommends that the City Council receive and file the Quarterly Investment Reports for the Quarters Ending from March 31, 2020, to June 30, 2021.
9.E PARKS & RECREATION NEW VEHICLE PURCHASE
RECOMMENDATION:
Staff recommends that the City Council:
1. Authorize the City Manager to purchase one (1) new maintenance vehicle for the Parks & Recreation Department.
9.F CALFIRE GRANT PROGRAM RESOLUTION & BUDGET APPROPRIATION RECOMMENDATION:
Staff recommends that the City Council:
1. Approve Resolution No. 7374, approving the California Department of Forestry and Fire Protection (CAL FIRE) California Climate Investment Fire Prevention grant program.
2. Approve a budget allocation of $299,304.00 in new revenue and matching expenditures from the California Department of Forestry and Fire Protection (CAL FIRE) fund 319 (Miscellaneous State Grants), as noted in the Fiscal Impact section of this report.
9.G LEASE AGREEMENT WITH STANDARD INDUSTRIES INC. FOR CITY PROPERTY AT 600 S. PALM AVENUE
RECOMMENDATION:
Staff recommends that the City Council:
1. Approve a one-year lease agreement with option to extend on a month-tomonth basis, between the City and Standard Industries Inc. for 29,700 square feet of City-owned light industrial property at 600 S. Palm Avenue.
10. ACTION ITEMS
10.A SELECTION OF MAYOR AND VICE MAYOR
RECOMMENDATION:
Staff recommends that the City Council:
1. Review the information provided in this report and give direction to City Clerk to begin the Mayor selection process.
City Clerk, Julie Latshaw opened nominations for Mayor. Mayor Juarez nominated Vice Mayor Jenny Crosswhite. Seeing no other nominations, City Clerk Latshaw closed the nominations for Mayor. There was no debate on the nomination, therefore, City Clerk Latshaw called a voice vote: AYES: Mayor Juarez, Vice Mayor Crosswhite, Councilmember Araiza, Councilmember Sobel, and Councilmember Cornejo. By a unanimous vote, the City Council of the City of Santa Paula appoints Jenny Crosswhite as Mayor.
20 Mayor Crosswhite opened the nominations for Vice Mayor. Mayor Crosswhite nominated Councilmember Sobel as Vice Mayor. Seeing no other nominations, Mayor Crosswhite closed the nominations for Vice Mayor. There was no debate on the nomination, therefore, City Clerk Latshaw called a voice vote: AYES: Councilmember Juarez, Councilmember Araiza, Councilmember Sobel, Councilmember Cornejo, and Mayor Crosswhite. By a unanimous vote, the City Council of the City of Santa Paula appoints Andy Sobel as Vice Mayor.
Mayor Crosswhite called a recess at 7:30 p.m.
The meeting reconvened at 7:45 p.m.
10.B PUBLIC BENEFIT HOUSING PROGRAM ADMINISTRATION
PROFESSIONAL SERVICES AGREEMENT
James Mason, Community & Economic Development Director presented this item.
Alex Vega, Director of Lending Services provided information on the program.
Vice Mayor Sobel motioned, second by Councilmember Cornejo to Authorize the City Manager to execute a Professional Services Agreement for the administration of the Public Benefit Housing Program First Time Home Buyer Loan program with the Ventura County Community Development Corporation. Motion carried by the following voice vote: AYES: Councilmember Juarez, Councilmember Araiza, Councilmember Cornejo, Vice Mayor Sobel, and Mayor Crosswhite. NOES: None. ABSTAIN: None. ABSENT:
None at time of vote.
10.C COUNTY BOARD OF SUPERVISOR DISTRICT BOUNDARIES REVIEW Dan Singer, City Manager presented this item.
Council directed Staff to draft a letter with Council's consensus to have the recommended boundary include the 93060 zip code for residents and properties that sit North of Santa Paula, assuming it does not diminish any further the Latino currently at a minimum of 50.1, and share with the mayor for finalizing.
10.D ADOPTION OF 2022 COUNCIL MEETING CALENDAR
Dan Singer, City Manager presented this item.
Councilmember Cornejo motioned, second by Councilmember Juarez to approve the 2022 Meeting Calendar and include cancellation of the January 5, July 6, July 20, and September 7, 2022 meetings. Motion carried by the following voice vote: AYES:
Councilmember Juarez, Councilmember Araiza, Councilmember Cornejo, Vice Mayor Sobel, and Mayor Crosswhite. NOES: None. ABSTAIN: None. ABSENT: None at time of vote.
11. ITEMS FOR FUTURE AGENDAS
21 11.A FUTURE AGENDA ITEMS
Dan Singer, City Manager announced RiNu might go into January 2022.
12. ADJOURNMENT
Mayor Crosswhite adjourned the meeting in memory of Bob Gonzalez at 8:50 p.m.
ATTEST:
________________________________
Julie Latshaw
City Clerk
22 CITY OF SANTA PAULA
CITY HALL COUNCIL CHAMBERS
CITY COUNCIL – SPECIAL MEETING
DECEMBER 15, 2021, 4:00 PM
MINUTES
1. CALL TO ORDER
Mayor Crosswhite called the meeting to order at 4:00 p.m.
2. ROLL CALL
Members Present: Councilmember Leslie Cornejo, Councilmember Carlos Juarez, Councilmember Rick Araiza, Vice Mayor Andy Sobel and Mayor Jenny Crosswhite.
3. PUBLIC COMMENT
None.
4. ACTION ITEMS
4.A PLANS AND SPECIFICATIONS FOR HARVARD BOULEVARD WATER
AND SEWER PIPELINE REPLACEMENT AND PAVING
REHABILITATION PROJECT
Clete J. Saunier, Public Works Director presented this item.
Bob Woodward, Interim City Engineer, and Christy Ramirez, Finance Director provided information on the project. John Turner with Phoenix Civil Engineering, who handled all of the design, drawings and specifications for the project answered questions for Council.
Councilmember Araiza motioned, second by Councilmember Juarez to 1) Adopt Resolution No. 7380 approving the plans and specifications for the Harvard Boulevard Water and Sewer Pipeline Replacement and Paving Rehabilitation Project; 2) Provide Staff direction of $3 million with 10 year; 3) Authorize Staff to advertise for project bids; and 4) Approve the budget adjustments from the November 3rd Council meeting related to the Harvard Boulevard Water and Sewer Mainline Replacement projects as noted in the fiscal impact section. Motion carried by the following voice vote: AYES: Councilmember Araiza, Councilmember Juarez, Councilmember Cornejo, Vice Mayor Sobel, and Mayor Crosswhite. NOES: None. ABSTAIN: None. ABSENT: None at time of vote.
5. ADJOURNMENT
Mayor Crosswhite adjourned the meeting at 4:40 p.m.
ATTEST:
________________________________
Julie Latshaw
City Clerk
23 CITY OF SANTA PAULA
CITY HALL COUNCIL CHAMBERS
CITY COUNCIL – REGULAR MEETING
DECEMBER 15, 2021, 6:30 PM
MINUTES
1. CALL TO ORDER
Mayor Crosswhite called the meeting to order at 4:00 p.m.
2. INVOCATION
Deacon Al Guilin provided the Invocation.
3. FLAG SALUTE
Councilmember Araiza led the flag salute.
4. ROLL CALL
Members Present: Councilmember Leslie Cornejo, Councilmember Carlos Juarez, Councilmember Rick Araiza, Vice Mayor Andy Sobel and Mayor Jenny Crosswhite.
5. PRESENTATIONS
5.A VISITOR FROM THE NORTH POLE
Santa Claus and his elves came to spread joy to all attending the meeting, and handing out goodies.
5.B RECOGNITION GIRLS SOCCER SPFC EXTREME
Mayor Crosswhite presented Certificates to the Santa Paula FC Xtreme G2012 Girls Soccer winning the 2021 CSL Coast League Championship on December 11, 2021. Ariana Mendez, Kayleenah Villa, Isabella Noemi Gonzalez, Naiany Zuniga, Natalia Retana, Seaira Galvan, Salma Yeanez, Meah A. Torres, Alexa Hernandez, Fatima Del Socorro Garcia, along with Team Manager Maria Hernandez, Assistant Coach Armando Hernandez, and Head Coach Francisco Torres.
6. PUBLIC COMMENT
Richard Rudman was called to speak, announcing the Chamber Mixer at the Glen Tavern on December 16th, and the upcoming Farmers Market.
7. CITY COUNCIL REPORTS
Councilmember Cornejo:
Congratulated the parents of the girls soccer.
Councilmember Juarez:
Participated in the Senior Advisory meeting, Latino Townhall virtual awards and 25th Anniversary dinner, and Commissioner Committee event.
Councilmember Araiza:
Attended the Boys and Girls Club Safety Committee meeting. 24 Vice Mayor Sobel:
Participated in SoCal Association of Governments Economic conference, met with Jeff Mitchem, Ventura County Transportation Commission, Latino Townhall dinner and awards, Social Justice Ad Hoc, Emergency Citizen Corp, and All Children Thrive.
Mayor Crosswhite:
Ventura Regional Sanitation District, Latino Townhall awards and dinner, and Social Justice Ad Hoc Committee.
8. CITY MANAGER REPORTS
Attended the Latino Townhall dinner, Community Forum of Commissioners and Committees. Announced City Hall closure dates through the Holiday's, and provided information on the upcoming events during that time.
Clete Saunier, Public Works Director, explained that Council met in a special meeting regarding the Harvard Blvd project.
9. CONSENT CALENDAR
Staff pulled item 9D.
Vice Mayor Sobel motioned, second by Councilmember Juarez to approve Consent Calendar 9A through 9C. Motion carried by the following voice vote: AYES:
Councilmember Araiza, Councilmember Juarez, Councilmember Cornejo, Vice Mayor Sobel, and Mayor Crosswhite. NOES: None. ABSTAIN: None. ABSENT: None at time of vote.
9.A NOVEMBER 2021 WARRANTS AND CERTIFICATIONS
RECOMMENDATION:
Staff recommends that the City Council:
1. Review and accept the “Certification of Accounts Payable” for the accounts payable payment cycles for November 2021, starting check number 329268 and ending check number 329535.
2. Review and accept the “Certification of Salaries” for the pay period ending dates November 5th, 2021 through November 19th, 2021.
9.B NOTICE OF COMPLETION OF THE WATER RECYCLING FACILITY MEMBRANE REPLACEMENT PROJECT CIP NO. 9342
RECOMMENDATION:
Staff recommends that the City Council:
1. Accept the work performed by Koch Separation Solutions, Inc.
2. Authorize staff to file the Notice of Completion with the County Recorder.
9.C JHD CONSULTING, LLC CONTRACT EXTENSION FOR THE 2021
HOUSING ELEMENT UPDATE
RECOMMENDATION:
Staff recommends that the City Council:
1. Approve the extension through December 31, 2022 of the Contract with JHD Consulting for planning services related to the development of the City’s 2021 Housing Element; and
2. Authorize the City Manager to execute the Agreement for Contract Extension in a form approved by the City Attorney. 25 9.D AMENDMENT NO. 1 TO THE PROFESSIONAL SERVICES AGREEMENT
WITH WILLDAN ENGINEERING
This item was pulled by Staff.
10. ACTION ITEMS
10.A ADOPT RESOLUTION NO. 7378 DISSOLVING THE YOUTH ADVISORY COMMITTEE AND RESOLUTION NO. 7379 RECOGNIZING THE ALL
CHILDREN THRIVE ADVISORY PROGRAM.
Greg Barnes, Parks and Recreation Director presented this item. Natalie Rodriguez, ACT Youth Career Leader presented information on the Santa Paula ACT Youth Group, along with many of the youth members speaking of their experiences and duties.
Vice Mayor Sobel motioned, second by Councilmember Juarez to 1) Approve Resolution No. 7378 Dissolving the Youth Advisory Committee; 2) Approve Resolution No. 7379 Recognizing the Santa Paula All Children Thrive Program; and 3) Receive and File the Santa Paula All Children Thrive Presentation. Motion carried by the following voice vote: AYES: Councilmember Araiza, Councilmember Juarez, Councilmember Cornejo, Vice Mayor Sobel, and Mayor Crosswhite. NOES: None.
ABSTAIN: None. ABSENT: None at time of vote.
Mayor Crosswhite recommended placing youth back on the Parks and Recreation Commission by bringing back for consideration, a resolution to fill youth commission positions.
10.B AMERICAN RESCUE PLAN ACT (ARPA) FUNDS UPDATE
Jonathan Royas, Management Analyst, presented this item.
Councilmember Juarez motioned, second by Councilmember Araiza to 1) Approve reallocation of the City’s share of American Rescue Plan Act (ARPA) funds, including the establishment of micro-grants to local nonprofits; and 2) Approve Resolution No. 7381 amending the FY^ 21/22 Operating and Capital Budget, establishing partial funding obligations associated with the City’s share of American Rescue Plan Act (ARPA) tranche one funds. Motion carried by the following voice vote: AYES:
Councilmember Araiza, Councilmember Juarez, Councilmember Cornejo, Vice Mayor Sobel, and Mayor Crosswhite. NOES: None. ABSTAIN: None. ABSENT: None at time of vote.
Mayor Crosswhite appointed Councilmember Juarez and Councilmember Cornejo to service as Ad Hoc Committee on the ARPA micro-grants.
10.C WASTEWATER SERVICES STATUS REPORT - VENTURA REGIONAL
SANITATION DISTRICT
Clete J. Saunier, Public Works Director, presented this item. 26 Council directed Staff to pursue more information on analysis cost of the collection, an update of the analysis completed approximately one year ago by MKN, along with what the terms would be with VRSD, and bring back for further discussion.
10.D FLAG DISPLAY POLICY
John Cotti, City Attorney, presented this item.
Councilmember Cornejo motioned, second by Councilmember Araiza to provide direction to staff to prepare a Flag Display Policy for USA, California, POW and City flags for City Councils consideration and approval at a future meeting. Motion carried by the following voice vote: AYES: Councilmember Araiza, Councilmember Juarez, Councilmember Cornejo, and Mayor Crosswhite. NOES: Vice Mayor Sobel. ABSTAIN:
None. ABSENT: None at time of vote.
Meeting went into Recess at 8:35 p.m.
Meeting Reconvened at 8:45 p.m.
10.E CONSIDER OPTING INTO SETTLEMENT AGREEMENTS WITH
DISTRIBUTORS OF OPIOIDS: AMERISOURCE BERGEN, CARDINAL
HEALTH, AND McKESSON, AND OPIOID MANUFACTURER
JANSSEN (OWNED BY JOHNSON & JOHNSON)
John Cotti, City Attorney, presented this item.
Vice Mayor Sobel motioned, second by Councilmember Araiza to 1) Opt into settlement agreement with opioid distributors, Amerisource Bergen, Cardinal Health, McKesson, whereby the County of Ventura will receive the City’s designated share of settlement funds, and direct the City Manager to execute any documents necessary to implement the action; and 2) Opt into settlement agreement with opioid manufacturer, Janssen (owned by Johnson & Johnson), whereby the County of Ventura will receive the City’s designated share of the settlement funds, and direct the City Manager to execute any documents necessary to implement the action. Motion carried by the following voice vote: AYES: Councilmember Araiza, Councilmember Juarez, Councilmember Cornejo, Vice Mayor Sobel, and Mayor Crosswhite. NOES: None. ABSTAIN: None. ABSENT:
None at time of vote.
10.F APPOINTMENTS TO THE MAYOR'S STANDING AND AD HOC
COMMITTEES
Dan Singer, City Manager, presented this item.
Councilmember Juarez motioned, second by Councilmember Araiza to ratify the following changes to the City Council Committees: Citizen’s CORE Liaison, remove Sobel and add Juarez; Santa Paula Unified School District/City Council Joint Committee (2x2), remove Sobel and add Juarez, update Youth Advisory Committee to ACT Liaison to Design Committee; and add ARPA Micro-Grant Ad Hoc Committee, appointing Councilmember Juarez and Councilmember Cornejo. Motion carried by the following voice vote: AYES: Councilmember Araiza, Councilmember Juarez, Councilmember 27 Cornejo, Vice Mayor Sobel, and Mayor Crosswhite. NOES: None. ABSTAIN: None.
ABSENT: None at time of vote.
11. ITEMS FOR FUTURE AGENDAS
11.A FUTURE AGENDA ITEMS
12. CLOSED SESSION
None.
13. ADJOURNMENT
Mayor Crosswhite adjourned the meeting at 9:27 p.m.
ATTEST:
________________________________
Julie Latshaw
City Clerk
28 To: Honorable Mayor and Members of the City Council
From: Christy Ramirez, Finance
Subject: DECEMBER 2021 WARRANTS AND CERTIFICATIONS
Date: January 19, 2022
Agenda Item: 10.B
CITY OF SANTA PAULA
MEMORANDUM
RECOMMENDATION:
Staff recommends that the City Council:
Review and accept the “Certification of Accounts Payable” for the accounts payable payment cycles for December 2021, starting check number 329536 and ending check number 329786.
Review and accept the “Certification of Salaries” for the pay period ending dates December 3 rd, 2021 through December 17th, 2021.
Presented by: Christy Ramirez, Finance Director
BACKGROUND:
This is the certification (separation of duties between the “preparer from the reviewer”) Presented in the attached documents:
a. CERTIFICATION OF ACCOUNTS PAYABLE CHECKS by check number range and dates. It also discloses any voided checks.
b. EXPENSE REPORTS showing the amounts and funds accounts payable came from.
The “Check Report” depicts the following columns:
c. AP- ACCOUNTS PAYABLE for vendors (non-City staff) by the vendor number, vendor name, payment date, payment amount and check numbers (entitled 'number') d. PY-PAYROLL for benefit payments, insurance, retirement, etc.
Benefits payable on behalf of City staff.
e. Bank Code Summary by payment type
29 f. Fund Summary by fund the accounts payables utilized
CERTIFICATION OF SALARIES
This is the certification (separation of duties between “preparer” and the “reviewer”) of salaries and benefits (payroll checks) by fund. It lists salary (payroll) issued checks by beginning and ending check number, payroll ending dates December 3
rd, 2021 through December 17th,
2021.
ANALYSIS:
See the attachments for expense breakdown by respective fund.
STRATEGIC PLAN:
FISCAL IMPACTS:
None
OPTIONS:
1. Receive and file December 2021 Certifications of Accounts Payable Checks and Certifications of Salaries.
ATTACHMENTS:
December 2021 Warrants and Certifications.pdf
30 31
32 33
34 35
36 37
38 39
40 41
42 43
44 45
46 47
48 49
50 51
52 53
54 55
56 57
58 59
60 61
To: Honorable Mayor and Members of the City Council
From: Travis Walker, Police
Subject:
VENTURA COUNTY TRANSPORTATION COMMISSION GRANT
FUNDING FOR FY 2021-2022
Date: January 19, 2022
Agenda Item: 10.C
CITY OF SANTA PAULA
MEMORANDUM
RECOMMENDATION:
Staff recommends City Council
1. Authorize the Santa Paula Police Department’s acceptance of $119,000.00 in grant funding awarded by the Ventura County Transportation Commission for FY 2021-2022.
2. Allocate $119,000 in revenues (100-4-4500-4279) and a matching amount in expenditures (100-5-4501-610).
Presented by: Travis Walker, Chief of Police
BACKGROUND:
The Ventura County Transportation Commission awards grant funding to local Law Enforcement agencies within Ventura County based on their needs to combat traffic-related collisions within the region.
ANALYSIS:
On September 30
th, 2021, the Santa Paula Police Department sought grant funding through the Service Authorities for Freeway Emergencies (SAFE) Incident Responder Grant Program.
The grant is facilitated through the Ventura County Transportation Commission to help address specific equipment needs associated with traffic-related investigations associated with the State Highway systems within our city limits. Funding for this Grant is generated from a $1 vehicle registration fee on all vehicles registered in Ventura County.
On November 5, 2021, the police department was awarded $119,000.00 for the purchase of equipment to help enhance staff’s efficiency and increase their safety while conducting traffic investigations.
The monies allocated from this Grant will be used to purchase the following equipment:
62 Incident Response Ford Truck
Faro Laser 3D Scene Scanner
Three “Rubberneck” Crime Scene Barriers
STRATEGIC PLAN:
Not Identified in Strategic Plan
FISCAL IMPACTS:
Acceptance of funding from the Ventura County Transportation Commission will result in revenue to the Police Department of $119,000.00 which will be used as described in the grant agreement. An allocation $119,000 in revenues (100-4-4500-4279) and an matching amount in expenditures (100-5-4501-610) is required. This allocation will be included in the General Fund as the funding source is the County, and not State or Federal monies.
OPTIONS:
ATTACHMENTS:
63 To: Honorable Mayor and Members of the City Council
From: Lorena Alvarez, Human Resources
Subject: RESOLUTION NO. 7385 ESTABLISHING THE RECREATION LEADER
I/II/III CLASSIFICATION SERIES, AMENDING THE BUILDING
INSPECTOR I/II JOB DESCRIPTION AND AMENDING THE ADOPTED 2021-2023 SALARY SCHEDULE
Date: January 19, 2022
Agenda Item: 10.D
CITY OF SANTA PAULA
MEMORANDUM
RECOMMENDATION:
Staff recommends that the City Council:
1. Adopt Resolution No. 7385, establishing the Recreation Leader I/II/III classification series, amending the Building Inspector I/II, and amending the adopted 2021-2023 salary schedule.
Presented by: Lorena Alvarez, Human Resources Manager
BACKGROUND:
The Human Resources office has a classification plan that consists of a listing of approved positions, a salary schedule for each position, and job descriptions that detail the responsibilities and requirements of each position. All three elements are administered by Human Resources, the Personnel Officer (City Manager) and approved by the City Council.
Part of the duties of the Personnel Officer is to recommend changes in the City’s classification plan for Council consideration.
ANALYSIS:
Parks and Recreation Department
After review of the current needs of the Parks and Recreation department relative to youth and senior recreation programs, staff is recommending that the part-time Recreation Leader classification be converted from a single job classification title to a series of three represented classes (Recreation Leader I, Recreation Leader II, and Recreation Leader III), hereby attached as Exhibit “A”.
Under the new job description, the Recreation Leader I position will be classified as a part-time seasonal flat rate position, whereas the Recreation Leader II and III will be classified as yearround positions eligible for annual merit step increases. All three represented classes within 64 the Recreation Leader classification series would perform a variety of duties in support of the City’s recreational programs in accordance with the minimum qualifications and level of experience specified for each of the three represented classes within the series. With this action, staff is recommending that the part-time Recreation Coordinator classification be eliminated from the City’s position control list and that the incumbents of the position be reclassified as Recreation Leaders III. Incumbents currently classified as Recreation Leader will be reclassified to a Recreation Leader I or II depending on their level of experience as it relates to the new Recreation Leader I/II/III classification series.
Community and Economic Development Department
Based on the needs of the Community and Economic Development department as it relates to the Building Inspector classification, staff is recommending adjusting the responsibilities and duties of the position, along with the certification requirements to more accurately reflect the emerging demands of the position. The City has met and conferred with SEIU, Local 721 to discuss the recommended job description amendments and SEIU is in agreement with the proposed changes. The amended job description is hereby included as Exhibit “B”.
In addition, the Community Development department has two Building Inspector I positions currently funded in the approved FY 21-23 budget. One of the incumbents of the position has obtained additional certifications relating to the position that makes him eligible to advance from a Building Inspector I to a Building Inspector II under the new proposed job description.
Staff is recommending that the City Council take the appropriate steps tonight to un-fund a Building Inspector I position and fund a Building Inspector II position in the FY 21-23 budget.
STRATEGIC PLAN:
None.
FISCAL IMPACTS:
The Building Inspector position change will equate to an ongoing increase of approximately $14,845 at top stop. It is anticipated that the FY 21/22 budget would be impacted by $6,536, which can be funded through savings from existing staff vacancies in the Community and Economic Development Department. The proposed changes involving the positions in the Parks and Recreation Department are within the adopted FY 21-23 budget allocations previously approved by Council.
PERSONNEL IMPACTS:
Changes in personnel and positions are authorized by the City Council through the approval of a Position Control List and Salary Schedule that is hereby included as Exhibit “C” of Resolution No. 7385.
Council previously approved a City Corps Leader Trainee position during the meeting of May 19, 2021. Exhibit “C” of Resolution No. 7385 also includes a corrected salary range for the City Corps Leader Trainee position taking it from a position that is eligible for step increases to a flat rate minimum wage position.
65 OPTIONS:
1. Adopt Resolution No. 7385
2. Provide additional direction to Staff.
ATTACHMENTS:
Resolution No. 7385.docx
Exhibit A.docx
Exhibit B.docx
Exhibit C.pdf
66 RESOLUTION NO. 7385
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA PAULA
ESTABLISHING THE RECREATION LEADER I/II/III SERIES CLASSIFICATION,
AMENDING THE BUILDING INSPECTOR I/II JOB DESCRIPTION AND AMENDING THE ADOPTED 2021-2023 SALARY SCHEDULE
The City Council of the City of Santa Paula does resolve as follows:
SECTION 1: The City Council approves the creation of the Recreation Leader I/II/III classification series (Job Class Code 801, 802 & 822), attached as Exhibit “A”.
SECTION 2: The City Council amends the Building Inspector I/II job description (Job Class Code 823 & 826), attached as Exhibit “B”.
SECTION 3: The City Council eliminates the part-time Recreation Coordinator classification (Job Class Code 802) from the position control list.
SECTION 4: The City Council authorizes the un-funding of one Building Inspector I position and funds one Building Inspector II position in the adopted FY 2021-2023 budget.
SECTION 5: The City Council authorizes the Finance Director to amend the Position Control List Full-Time Equivalent (FTE) for part-time positions staying within the adopted FY 2021-2023 budget.
SECTION 6: The City Council amends the 2021-2023 Salary Schedule, attached as Exhibit “C” to this Resolution to reflect the changes stated above.
This Resolution will become effective immediately upon adoption and will remain effective unless repealed or superseded.
PASSED AND ADOPTED this 19th day of January, 2022.
________________________________________
Jenny Crosswhite, Mayor
ATTEST:
67 ______________________________
Julie Latshaw, City Clerk
APPROVED AS TO FORM:
__________________________________
John C. Cotti, City Attorney
__________________________________
Dan Singer, City Manager
68 Job Class: Part-Time
Job Code: 01-801, 802 & 822
CITY OF SANTA PAULA, CALIFORNIA
RECREATION LEADER I/II/III
DEFINITION:
Under general supervision incumbents perform a variety of recreational activities for youth, adults and seniors. Performs related duties as required.
Recreation Leaders are typically used for the following programs: Summer Camp, Youth Center, Senior Center, Sport Programs, and Special Events.
The Recreation Leader I is the first level in a three level Recreation Leader series. This is an entry level, part-time seasonal position (usually assigned to summer camp & youth sports programs) that does not require previous recreation experience. Employees in this class perform related duties according to established procedures.
The Recreation Leader II is a mid-level, part-time, year-round position.
The Recreation Leader III is a part-time, year-round position. This position requires an ability to perform a full range of duties as assigned, working independently and exercising judgment, initiative, and providing customer service. The Recreational Leader III is responsible for overseeing the day-to-day operations of part-time or seasonal staff assigned to recreation programs and activities, and providing site leadership.
ESSENTIAL DUTIES AND RESPONSIBILITIES
The following duties are typical for this classification. Incumbents may not perform all of the listed duties and/or may be required to perform additional or different duties from those set forth to address business needs and changing business practices.
Recreation Leader I:
Maintains a sincere interest in providing each child with a positive summer camp experience.
Assists with the planning, organizing, implementing, leading and monitoring of summer camp activities
Prepares and participates in recreational activities, such as indoor/outdoor games, sports, arts and crafts, special events and other related activities. Assists in keeping the camp site neat and clean and all equipment and supplies in good order.
69 Job Class: Part-Time
Job Code: 01-801, 802 & 822
Supervises and accounts for assigned participants at the summer camp location; ensures sign-in and our procedures are followed.
Chaperones participants on day excursions.
Serves as a coach, sports official or gym/field monitor during youth and/or adult sports.
Assist with gym/field prep and set up for youth and/or adult sports. Renders first aid in the event of injury.
Recreation Leader II: In addition to performing the duties of a Recreation Leader I, the Recreation Leader II will:
Assists in organizing, promoting, directing and staffing variety of recreation programs and activities for multiple age groups, and special events. Engage youth in activities such as homework support, in-house sports and creative arts.
Performs a variety of clerical and administrative support functions for assigned program area as needed.
Opens and/or close Youth Center; follow Youth Center guidelines and procedures. Reports to supervisor orally and in writing; completes assigned paperwork, such as attendance reports and /or incident reports.
Delivers meals to homebound seniors.
Serve as an instructor for a recreation class for youth and/or adults. Assists in training other recreation personnel.
Recreation Leader III: In addition to performing the duties of a Recreation Leader II, the Recreation Leader III will:
Supervises and oversees recreation programs, events, youth sports leagues and operations at City facilities/parks and offsite locations as it relates to recreation activities.
Assists in planning, organizing, promoting, and execution of recreation programs and activities for multiple age groups, and special events. Provides workshop instruction and in-service training for subordinate staff. Assists customers with registering for programs and activities. Monitor participants and spectators at City sponsored events to ensure safety and orderly conduct and ensure City policies, procedures, rules and regulations are enforced.
May be responsible for purchasing and conducting inventories of supplies. Chaperones participants on day excursions.
Renders first aid in the event of injury.
70 Job Class: Part-Time
Job Code: 01-801, 802 & 822
Performs a variety of clerical and administrative support functions for assigned program area as needed.
EDUCATION, EXPERIENCE AND QUALIFICATIONS:
Recreation Leader I
Completion of Sophomore year in High School, must be a minimum of 16 years old at the time of application. Any related experience. A typical way to acquire experience is to have actively participated in sports programs, music or art classes, or similar activities.
Recreation Leader II:
High School diploma or equivalent. One year of experience. A typical way to acquire experience is to have actively participated in sports programs, leadership, music or arts classes, or similar activities, and have some experience supervising children, communicating with parents and the general public.
Recreation Leader III:
High School diploma or equivalent. Two years of paid recreation program related experience.
Knowledge and Abilities:
Knowledge of: Objectives, methods and techniques of recreation and leisure activities for youth and adults; City policies and procedures; applicable safety precautions and procedures; customer service techniques.
Ability to: Plan, organize and conduct a variety of recreational activities; work a variety schedule that may include days, evenings, weekends and holidays; communicate clearly and concisely, both orally and in writing; establish and maintain and foster positive working relationships with those contacted in the course of work; manage stressful situations with tact and diplomacy; Bilingual ability (English/Spanish) highly desirable, as well as job related experience in a culturally diverse community.
Licenses and Certificates: Possession of a valid First Aid Certificate and Cardiopulmonary Resuscitation (CPR) Certificate is required within 30 days of appointment. May be required to possess and maintain a valid California Driver’s License depending on assignment.
Physical and Environmental Demands
Work in an indoor environment with prolonged sitting and in an outdoor environment including prolonged standing, walking, kneeling, crouching, squatting, stooping and bending; work on slippery and uneven surfaces; ability to lift and carry up to 25 pounds; exposure to the sun; have mobility, acute vision, acute hearing and dexterity levels 71 Job Class: Part-Time
Job Code: 01-801, 802 & 822
appropriate to the duties performed.
Revised
72 Job Class: SEIU, Local 721 (Non-Exempt)
Job Code: 01-323 & 01-326
CITY OF SANTA PAULA, CALIFORNIA
BUILDING INSPECTOR I/II
DEFINITION:
Under direction performs non-complex inspection of commercial and residential structures at various stages of construction, alteration and repair; and enforces a variety of building and zoning codes, ordinances, and regulations. Also may perform various office functions including receiving, processing and coordinating permit applications and plans in accordance with municipal and applicable building codes.
ESSENTIAL DUTIES AND RESPONSIBILITIES
The following duties are typical for this classification. Incumbents may not perform all of the listed duties and/or may be required to perform additional or different duties from those set forth to address business needs and changing business practices.
Building Inspector I: This is the entry-level position in the Building Inspector series.
Building Inspector II: This is the journey level position in the Building Inspector series.
Discusses conformance problems with contractors and forepersons and assists them by indicating needed changes and possible modifications to bring the construction into conformity; schedules inspections to be made; maintains records of inspections made and actions taken; prepares unresolved cases for court proceedings; conducts zoning and general land use and code enforcement inspection work as assigned. Office duties may include coordinating permit applications with various City departments including Engineering, Planning, and the Ventura County Fire Protection District; calculating required fees and issuing permits; reviewing and performing routine plan checks for noncomplex commercial and residential projects; conferring with builders, engineers, contractors, architects and the public concerning building codes and permit requirements; and performing related duties as assigned.
Essential Job Functions: Makes routine field inspections of non-complex commercial and residential buildings during various stages of construction and remodeling to ensure compliance with applicable codes and regulations of City, county, state and federal agencies, which requires unassisted ambulatory activity including bending, stooping, walking on uneven surfaces, squatting, lifting objects up to 50 pounds, and climbing.
Prepares written and oral reports and correspondence, and receives and processes various building and construction permit applications, plans and specifications. Vision correctable to read small print; clear oral communication, and hearing ability to 73 Job Class: SEIU, Local 721 (Non-Exempt)
Job Code: 01-323 & 01-326
understand verbal instructions; maintains a variety of record and files; answers questions, receives complaints and performs special investigations as required.
MINIMUM QUALIFICATIONS:
Building Inspector I:
Education and Experience: Minimum of graduation from a community college with a degree in construction technology, building technology or a related field, or graduation from high school and two years of experience in building construction or related field inspection work.
Building Inspector II :
Education and Experience: Same as Building Inspector I, with one year's experience in building code enforcement work in a government agency equivalent to a Building Inspector I.
Knowledge of: Accepted safety standards and methods of building construction, building related codes and ordinances enforceable by the City, specifically the model codes; principles and techniques of building inspection work.
Ability to: Apply technical knowledge and follow proper inspection techniques to examine workmanship and materials and detect deviations from plans, regulations and standard construction practices; ability to learn to perform entry level inspection skills in a variety of specialty trade areas and to perform competent and efficient work as an inspector; ability to learn to enforce a variety of zoning, general land use and related City codes; ability to read and interpret building plans, specifications and building codes; ability to advise on standard construction methods and requirements; ability to make mathematical computations rapidly and accurately; ability to enforce necessary regulations with firmness and tact; ability to maintain cooperative working relationships with builders, contractors, City staff and the general public. Bilingual ability (English/Spanish) highly desirable, as well as job related experience in a culturally diverse community.
License and Certifications:
Building Inspector I: Possession of or ability to obtain a valid California driver's license.
Possession of or ability to obtain within one (1) year of employment a Building Inspector Certificate from an approved organization.
Building Inspector II: Possession of or ability to obtain a valid California driver's license.
Possession of Building Inspector Certificate and additional certificates for the following:
ICC certification in two or more programs such as Residential Building Inspector, Commercial Building Inspector and Building Plans Examiner from an approved organization.
ADVANCEMENT:
74 Job Class: SEIU, Local 721 (Non-Exempt)
Job Code: 01-323 & 01-326
Building Inspector I: Advancement from Building Inspector I to Building Inspector II shall be based upon the performance, experience and ability of the individual, including meeting the minimum qualifications of the Building Inspector II position, at such time as the Community and Economic Development Director recommends advancement for approval by the City Manager.
Building Inspector II: Advancement from Building Inspector II to Senior Building Inspector shall be based upon the performance experience and ability of the individual, including meeting the minimum qualifications of Senior Building Inspector, at such time as the Community and Economic Development Director recommends advancement for approval by the City Manager.
Physical and Environmental Demands
Prolonged sitting, standing, walking, reaching, twisting, turning, kneeling, bending, squatting, and stooping in the performance of daily activities; required to stand, walk, sit, bend, twist, climb, kneel, reach, push, pull, grasp, pick, pinch, ride and perform similar body movements; lift and/or move up to 50 pounds, occasionally lift and/or move up to 50 pounds. Incumbent must have the ability to work outdoors in inclement weather; work around slippery or uneven surfaces; exposure to-potentially-hazardous chemicals, heat, cold and inclement weather conditions; Incumbent may be exposed to fumes, dust and air contaminants.
75 0.020 Hourly Hourly Hourly Hourly Hourly
Position 1 2 3 4 5 BARGAINING UNIT
100 CITY MANAGER 95.63 Contract
102 HUMAN RESOURCES MANAGER 49.54 47.18 52.02 54.62 57.35 Executive Management 103 PARKS & RECREATION DIRECTOR 56.90 54.19 59.75 62.74 65.88 Executive Management 106 PLANNING DIRECTOR 61.55 58.62 64.63 67.86 71.25 Executive Management 107 FINANCE DIRECTOR/CITY TREASURER 58.56 55.85 61.40 64.38 67.51 Executive Management 108 PUB WORKS DIR/CITY ENGINE 67.36 64.15 70.73 74.27 77.98 Executive Management 109 POLICE CHIEF 69.11 65.82 72.57 76.20 80.01 Executive Management 110 ASSISTANT CITY MANAGER 67.75 64.52 71.14 74.70 78.44 Executive Management 111 IT MANAGER 49.54 47.18 52.02 54.62 57.35 Executive Management 202 ASSISTANT FINANCE DIRECTOR 44.96 42.82 47.21 49.57 52.05 Mid-Management 205 POLICE COMMANDER 57.60 54.86 60.48 63.50 66.68 Mid-Management 207 ASSISTANT PUB WORKS DIRECTOR 54.90 52.29 57.65 60.53 63.56 Mid-Management 208 CHIEF BUILDING OFFICIAL 42.30 40.29 44.42 46.64 48.97 Mid-Management 209 ASSISTANT POLICE CHIEF 62.69 59.70 65.82 69.11 72.57 Mid-Management 213 PLANNING COMMISSIONER (PER MEETING) 25.00 Appointed 214 PLANNING MANAGER 47.19 44.94 49.55 52.03 54.63 Mid-Management 215 WATER OPERATIONS SUPERINTENDENT 51.25 48.81 53.81 56.50 59.33 Mid-Management 258 PLANNER, ASSISTANT/GIS ANALYST 31.03 29.55 32.58 34.21 35.92 Supervisory & Professional 259 ENGINEERING TECH. SR. 31.80 30.29 33.39 35.06 36.81 Supervisory & Professional 263 PLANNER, ASSOCIATE 35.15 33.48 36.91 38.76 40.70 Supervisory & Professional 265 MANAGEMENT ANALYST 36.94 35.18 38.79 40.73 42.77 Supervisory & Professional 268 ACCOUNTANT 32.48 30.93 34.10 35.81 37.60 Supervisory & Professional 272 WATER SUPERVISOR 35.08 33.41 36.83 38.67 40.60 Supervisory & Professional 273 PURCHASING AGENT 36.94 35.18 38.79 40.73 42.77 Supervisory & Professional 274 SR. RECORDS SUPERVISOR 23.31 22.20 24.48 25.70 26.99 Supervisory & Professional 275 ADMINISTRATIVE ANALYST I 23.31 22.20 24.48 25.70 26.99 Supervisory & Professional 276 RECREATION SUPERVISOR 30.49 29.04 32.01 33.61 35.29 Supervisory & Professional 277 PARKS & FACILITIES SUPERVISOR 30.49 29.04 32.01 33.61 35.29 Supervisory & Professional 278 FLEET SUPERVISOR 30.49 29.04 32.01 33.61 35.29 Supervisory & Professional 279 STREETS MAINTENANCE SUPERVISOR 30.49 29.04 32.01 33.61 35.29 Supervisory & Professional 280 ADMINISTRATIVE ANALYST II 29.15 27.76 30.61 32.14 33.75 Supervisory & Professional 281 ASSOCIATE ENGINEER 41.45 39.48 43.52 45.70 47.99 Supervisory & Professional 282 EMERGENCY SERVICES COORDINATOR 32.48 30.93 34.10 35.81 37.60 Supervisory & Professional 283 CITY CLERK 28.15 26.89 29.47 30.86 32.32 Supervisory & Professional 301 CUSTODIAN 18.90 18.00 19.85 20.84 21.88 SEIU 302 CUST SERVICES REP 18.90 18.00 19.85 20.84 21.88 SEIU 304 WATER DISTRIBUTION OPERATOR I 23.38 22.27 24.55 25.78 27.07 SEIU 309 ADMINISTRATIVE ASSISTANT 19.55 18.62 20.53 21.56 22.64 SEIU 311 ANIMAL SERVICES COORDINAT 20.43 19.46 21.45 22.52 23.65 SEIU 313 SR. ADMINISTRATIVE ASST. 20.53 19.55 21.56 22.64 23.77 SEIU 314 WATER DISTRIBUTION OPERATOR II 24.56 23.39 25.79 27.08 28.43 SEIU 315 MECHANIC I 20.75 19.76 21.79 22.88 24.02 SEIU 318 WATER TREATMENT/PROD OPERATOR I 25.78 24.55 27.07 28.42 29.84 SEIU 320 WATER TREATMENT/PROD OPERATOR II 27.08 25.79 28.43 29.85 31.34 SEIU 321 WATER DIST OPERATOR III 25.78 24.55 27.07 28.42 29.84 SEIU 322 LEAD WATER DIST OPERATOR 28.42 27.07 29.84 31.33 32.90 SEIU 323 BUILDING INSPECTOR I 24.33 23.17 25.55 26.83 28.17 SEIU 324 MECHANIC II 25.98 24.74 27.28 28.64 30.07 SEIU 325 WATER DIST WORKER IV 27.08 25.79 28.43 29.85 31.34 SEIU 326 BUILDING INSPECTOR II 29.56 28.15 31.04 32.59 34.22 SEIU 328 ENGINEERING TECH/INSPECTO 23.97 22.83 25.17 26.43 27.75 SEIU 329 SENIOR ACCOUNTING TECHNIC 21.70 20.67 22.79 23.93 25.13 SEIU FY 2021/22 SALARY SCHEDULE
76 0.020 Hourly Hourly Hourly Hourly Hourly
Position 1 2 3 4 5 BARGAINING UNIT
FY 2021/22 SALARY SCHEDULE
330 EQUIPMENT MAINT LEADWORK 28.00 26.67 29.40 30.87 32.41 SEIU 331 FACILITIES MAINT LEADWORK 23.04 21.94 24.19 25.40 26.67 SEIU 332 FAC MAINT WRK I 18.90 18.00 19.85 20.84 21.88 SEIU 333 FAC MAINT WRK II 21.36 20.34 22.43 23.55 24.73 SEIU 334 MAINTENANCE WRK I 18.90 18.00 19.85 20.84 21.88 SEIU 335 MAINTANENCE WRK II 21.36 20.34 22.43 23.55 24.73 SEIU 336 LEAD WATER TREAT & PROD OPERATOR 28.41 27.06 29.83 31.32 32.89 SEIU 339 STREET MAINT LEADWORKER 23.04 21.94 24.19 25.40 26.67 SEIU 340 WASTEWATER LEADWORKER 22.69 21.61 23.82 25.01 26.26 SEIU 341 WASTEWATER COLL WRK I 18.90 18.00 19.85 20.84 21.88 SEIU 342 WASTEWATER COLL WRK I 21.36 20.34 22.43 23.55 24.73 SEIU 343 COMMUNITY DEVELOPMENT TECHNICIAN 23.97 22.83 25.17 26.43 27.75 SEIU 344 RECREATION PROGRAM COORDINATOR 19.73 18.79 20.72 21.76 22.85 SEIU 345 PERMIT TECHNICIAN 27.26 25.96 28.62 30.05 31.55 SEIU 346 ENGINEERING TECH I 23.67 22.54 24.85 26.09 27.39 SEIU 347 ENGINEERING TECH II 27.39 26.09 28.76 30.20 31.71 SEIU 348 LEAD PARK AND ABATEMENT SPECIALIST 19.73 18.79 20.72 21.76 22.85 SEIU 349 ACCOUNTING SPECIALIST 23.45 22.33 24.62 25.85 27.14 SEIU 401 PUBLIC SAFETY DISP CLERK 23.91 22.77 25.11 26.37 27.69 SPPOA 402 PUB SAFETY DISPATCH SUPER 30.91 29.44 32.46 34.08 35.78 SPPOA 403 POLICE OFFICER 36.03 34.31 37.83 39.72 41.71 SPPOA 405 POLICE SENIOR 39.95 38.05 41.95 44.05 46.25 SPPOA 406 POLICE SERGEANT 46.07 43.88 48.37 50.79 53.33 SPPOA 407 POLICE RECRUIT 27.74 26.42 29.13 30.59 32.12 N/A 501 COMMUNITY SERVICES OFFICE 18.90 18.00 19.85 20.84 21.88 CSO 502 EVIDENCE & PROPERTY TECHNICIAN 22.21 21.15 23.32 24.49 25.71 CSO 503 RECORDS TECHNICIAN 18.90 18.00 19.85 20.84 21.88 CSO 703 IT SUPPORT ANALYST 33.51 31.91 35.19 36.95 38.80 Unrepresented/Confidential 704 PAYROLL SPECIALIST 23.45 22.33 24.62 25.85 27.14 Unrepresented/Confidential 705 EXECUTIVE ASSISTANT TO THE CITY MANAGER 22.21 21.15 23.32 24.49 25.71 Unrepresented/Confidential 706 HUMAN RESOURCES ANALYST 33.51 31.91 35.19 36.95 38.80 Unrepresented/Confidential 707 HUMAN RESOURCE TECHNICIAN 22.21 21.15 23.32 24.49 25.71 Unrepresented/Confidential 801 RECREATION LEADER II
15.00 N/A
802 RECREATION LEADER III 16.80 16.00 17.64 18.52 19.45 N/A 803 COMM SERVICE OFFICER 15.75 15.00 16.54 17.37 18.24 N/A 804 NUTRITION COORDINATOR 15.75 15.00 16.54 17.37 18.24 N/A 806 FACILITY ATTENDANT 16.74 15.94 17.58 18.46 19.38 N/A 808 SENIOR COORDINATOR 19.73 18.79 20.72 21.76 22.85 N/A 809 SECRETARY II 21.13 20.12 22.19 23.30 24.47 N/A 810 POLICE RESERVE 27.35 26.05 28.72 30.16 31.67 N/A 811 CITY INTERN 15.75 15.00 16.54 17.37 18.24 N/A 816 PARK ABATEMENT SPECIALIST 18.60 17.71 19.53 20.51 21.54 N/A 818 POLICE CADET 15.75 15.00 16.54 17.37 18.24 N/A 819 PW FIELD TECHNICIAN 15.75 15.00 16.54 17.37 18.24 N/A 820 CRIMINAL INVESTIGATIVE ANALYST 35.93 34.22 37.73 39.62 41.60 N/A 821 MECHANIC HELPER P/T 15.75 15.00 16.54 17.37 18.24 N/A 822 RECREATION LEADER I / CITY CORPS TRAINEE 15.00 N/A 900 COUNCILMEMBER (MONTHLY) 300.00 Elected
Notes
$300 montly stipend included in range 107 & 701 for City Treasurer and City Clerk duties respectively 10% Engineer's Certificate included in range 108 & 207
$15 and $16 hourly rate will begin in January 2022
15.75 16.54 17.37 18.24
77 To: Honorable Mayor and Members of the City Council
From: Dan Singer, Administration
Subject: FLAG DISPLAY POLICY
Date: January 19, 2022
Agenda Item: 10.E
CITY OF SANTA PAULA
MEMORANDUM
RECOMMENDATION:
Staff recommends that the City Council adopt Resolution No. 7388 enacting a Santa Paula Flag Display Policy.
Presented by: John Cotti, City Attorney
BACKGROUND:
The United States Flag Code and the California Government Code govern the display of flags at federal, state, county, and municipal government buildings. The Government Code requires that the United States Flag and the California Flag be displayed at government buildings, with the United States Flag at highest honors. The Government Code does not provide any language regarding displaying any other flags at government buildings. The Santa Paula Municipal code is also silent regarding the display of flags upon City property.
At the October 6 and December 16, 2021, meetings, the City Council discussed the establishment of a policy governing the display of commemorative flags at City facilities such as Veterans Memorial Park. During those discussions, the Council also considered the first amendment implications related to certain flag policies and reviewed several flag policies from other jurisdictions. After a lengthy discussion, the Council ultimately directed City staff to bring back a policy that governs the display of the United States, California, POW/MIA, and City flags at City facilities. The Council declined to include a process for the flying of commemorative flags.
ANALYSIS:
Consistent with the Council's direction, the attached Flag Display Policy incorporates the Council's direction by recognizing that the City's flagpoles are not intended to serve as a forum for free expression of the public, but rather only for the display of the United States, California, POW-MIA, and City flags.
STRATEGIC PLAN:
None
78 FISCAL IMPACTS:
There are no fiscal or personnel impacts associated with this item.
OPTIONS:
In addition to the recommended action, the City Council can also
1. Request that staff revise or conduct further review of the Flag Display Policy.
2. Decline to move forward with this item.
ATTACHMENTS:
Exhibit A - Resolution No. 7388 Adopting the Flag Display Policy.DOCX 79 RESOLUTION NO. 7388
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA PAULA
ADOPTING THE SANTA PAULA FLAG DISPLAY POLICY
The City Council of the City of Santa Paula does resolve as follows:
SECTION 1: The City Council finds and declares as follows:
1. The City Council desires to establish a policy that provides guidance and standards for the display of flags at City facilities, including the United States, State of California, and City flags;.
2. In adopting this Policy, the City Council declares that flags and flagpoles owned or maintained by the City of Santa Paula are not intended to serve as a forum for free expression by the public, but rather as a as a nonpublic forum for the display of the United States, State of California, and City Flags.
SECTION 2: Adoption of the Santa Paula Flag Display Policy.. The City Council of the City of Santa Paula hereby adopts the Santa Paula Flag Display Policy, attached hereto as Exhibit A.
SECTION 3: CEQA. The City Council hereby finds and determines that this Resolution relates to organizational or administrative activities of governments that will not result in direct or indirect physical changes in the environment, and therefore is not a project within the meaning of the California Environmental Quality Act (“CEQA”) and the State CEQA Guidelines, section 15378(b)(5).
SECTION 4: Severability. If any provision of this Resolution or the application thereof to any person or circumstance is held invalid, such invalidity shall not affect other provisions or applications of the Resolution which can be given effect without the invalid provision or application, and to this end the provisions of this Resolution are severable. The City Council hereby declares that it would have adopted this Resolution irrespective of the invalidity of any particular portion thereof.
SECTION 5. Effective Date. This Resolution shall take effect immediately upon its adoption.
PASSED AND ADOPTED this 19th day of January, 2022
__________________________
Jenny Crosswhite, Mayor
80 ATTEST:
____________________________
Julie Latshaw, City Clerk
APPROVED AS TO FORM:
____________________________
John C. Cotti, City Attorney
APPROVED AS TO CONTENT:
_____________________________
Dan Singer, City Manager
81 Exhibit “A”
Santa Paula Flag Display Policy
The Santa Paula City Council (“City Council”) desires to establish a “Flag Display Policy (“Policy”). In adopting this Policy, the City Council declares that the City of Santa Paula’s flagpoles are not intended to serve as a forum for free expression of the public, but rather for the display of Federal, State, POW/MIA, and City of Santa Paula flags, consistent with applicable law and past practice.
I. Purpose
A. The purpose of this Policy is to establish clear guidance from the City Council regarding the indoor and outdoor display of flags at City of Santa Paula (“City”) owned properties.
B. In adopting this Policy, the City Council desires to memorialize the past practice of displaying only nationally and congressionally recognized flags, consistent with required law.
C. In adopting this Policy, the City Council declares that flagpoles owned or maintained by the City are not intended to serve as a forum for free expression by the public. Rather, such flagpoles are a non-public forum for the display of Federal, State, POW/MIA, and City of Santa Paula flags, as authorized by this Policy.
D. The City will not display a commemorative flag on any City flagpole.
II. Policy
A. Conformance with Federal and State Law. The Flag of the United States, the Flag of the State, and other flags shall be displayed in accordance with all Federal and State statutes and regulations, including, but not limited to United States Code, Title 4, Chapter 1, sections 1 et seq. and California Government Code Title 1, Division 2, Chapter 3, sections 430 et seq., as may be amended from time to time, and this Policy.
B. City-Owned Properties (including Parks). If there is an outside flagpole, the Flag of the United States and Flag of the State may be displayed, as described in section II(A) above. The City of Santa Paula Flag may also be displayed from such flagpole. If flags are displayed indoors, those flags are limited to the Flag of the United States, the Flag of the State, and City of Santa Paula Flag.
C. Commemorative flags may not be displayed. The City will not display a commemorative flag on any City flagpole. If such City owned property is leased or licensed to a third party, that third party shall not be bound by this Policy, but must comply with any Federal, State, or local laws related to display of flags.
D. POW-MIA Flag. In addition, Veteran’s Memorial Park may allow the display of the nationally and congressionally recognized prisoner-of-war/missing-in82 action (“POW-MIA”) Flag. (See 36 U.S.C. § 902, Federal Public Law §116-67, Federal Public Law §94-344.)
III. Procedures
A. Consistent with section II(A), no other flag shall be placed above the Flag of the United States and no other flag shall be larger than the Flag of the United States.
B. Flags should be hoisted briskly and lowered ceremoniously. The United States Flag should be hoisted first and lowered last.
C. Flags shall be displayed during operating hours on all days on which the City is open for business, and on national and state holidays. Flags may be displayed twenty-four (24) hours a day as long as they are illuminated during darkness.
D. Flags shall not be displayed during inclement weather, unless all- weather flags are used and are illuminated during darkness.
E. When flags are displayed on a single pole, the order from top to bottom shall be: the Flag of the United States, the Flag of the State, if displayed, the City of Santa Paula Flag, and, if displayed, the POW/MIA Flag.
F. When the flags are displayed from adjacent flag poles, the Flag of the United States shall be displayed at the highest point of honor. The Flag of the State shall be placed in the second position of honor.
83 To: Honorable Mayor and Members of the City Council
From: James Mason, Community Development
Subject:
PROFESSIONAL SERVICES AGREEMENT WITH CITYGATE
ASSOCIATES LLC. FOR AN ORGANIZATIONAL EFFICIENCY
ASSESSMENT OF DEVELOPMENT SERVICES PROCESS.
Date: January 19, 2022
Agenda Item: 11.A
CITY OF SANTA PAULA
MEMORANDUM
RECOMMENDATION:
Staff recommends that the City Council:
1. Authorize the City Manager to execute a Professional Services Agreement with Citygate Associates LLC until December 31, 2022 to conduct an organizational efficiency assessment of the City of Santa Paula development services processes in an amount not to exceed $32,000; in a form approved by the City Attorney, and
2. Allocate a budget allocation for $32,000 is needed for both donation revenues (100-4- 7500-6157) and professional services expenditures (100-5-3001-209).
Presented by: James Mason, Community & Economic Development Director BACKGROUND:
City staff has been working to address the challenges of increased development and the need to provide high quality customer service and timely development review. As a result of discussions with representatives from current development projects including the LimoneiraLewis Companies, staff is requesting that the City Manager execute an agreement with a consultant who will conduct an organizational and operational review of the development services functions across all city departments involved in the development review process. In addition, the consultant is to provide recommendations and an implementation plan for improvements. The purpose of this study is to identify and address inefficiencies in the City's development process with the goal of creating a simplified, streamlined process with predictable timelines that produces high quality development projects.
Outreach was conducted to three potential consultants with expertise in operational and organizational audits and on November 11, 2021, the City received a single proposal from Citygate Associates LLC. Based on a review of services provided to other communities, 84 Citygate has well-defined methodologies for data collection and analysis, recent experience conducting related studies, and the combination of expertise most appropriate for the functions in all City departments involved in the Development Services Process.
ANALYSIS:
Citygate has conducted similar community development process and program analysis more than sixteen jurisdictions in California and many more organizations throughout the county.
They have extensive experience identifying opportunities for cities to improve the efficiency, transparency, and predictability of land use review and permitting processes. As a part of their analysis of the City’s development process Citygate will interview staff and customers; conduct an in-depth review of documents, policies and operational procedures; and provide an implementation plan for their recommendations.
STRATEGIC PLAN:
1. Operational Excellence
Goal: Provide excellent service to the community in a cost-effective manner with an engaged workforce with a focus on continuous improvement and outstanding customer service.
Objective 1. Streamline the application and permitting processes for businesses.
Utilization of a consultant for review of the development review and permitting process will provide the necessary analysis and recommendations to improve customer service and permit work flows.
FISCAL IMPACTS:
The cost of the proposed contract is $32,000. Limoniera-Lewis has offered to donate the funds for the services. As such, a budget allocation for $32,000 is needed for both donation revenues (100-4-7500-6157) and professional services expenditures (100-5-3001-209).
OPTIONS:
The City Council could choose not to enter into this contract; however, this may hinder the process of improving the development services process across all departments throughout the City.
ATTACHMENTS:
Santa Paula_Citygate Professional Services Agreement (2020)-c1-c1.docx Exhibit A Work Plan, Project Team, Schedule & Fees.pdf
85 65283.00001\33115264.1
-1- PROFESSIONAL SERVICES AGREEMENT
ATTACHMENT A
PROFESSIONAL SERVICES AGREEMENT BETWEEN
THE CITY OF SANTA PAULA AND CITYGATE ASSOCIATES LLC
86 65283.00001\33115264.1
-2- PROFESSIONAL SERVICES AGREEMENT
CITY OF SANTA PAULA
PROFESSIONAL SERVICES AGREEMENT
1. PARTIES AND DATE.
This Agreement is made and entered into this 19 day of January, 2022, by and between the City of Santa Paula, a municipal corporation organized under the laws of the State of California with its principal place of business at 970 Ventura Street, Santa Paula, CA 93060, County of Ventura, State of California ("City") and CITYGATE ASSOCIATES LLC (a California limited liability company], with its principal place of business at 600 Coolidge Drive, Suite 150, Folsom, California 95630 ("Consultant"). City and Consultant are sometimes individually referred to herein as "Party" and collectively as "Parties."
2. RECITALS.
2.1 Consultant.
Consultant desires to perform and assume responsibility for the provision of certain professional services required by the City on the terms and conditions set forth in this Agreement.
Consultant represents that it is experienced in providing organizational assessment services to public clients, is licensed in the State of California, and is familiar with the plans of the City.
2.2 Project.
City desires to engage Consultant to render such professional services for organizational efficiency assessment of the City of Santa Paula development services processes ("Project") as set forth in this Agreement.
3. TERMS.
3.1 Scope of Services and Term.
3.1.1 General Scope of Services. Consultant promises and agrees to furnish to the City all labor, materials, tools, equipment, services, and incidental and customary work necessary to fully and adequately supply professional organizational efficiency assessment of the City of Santa Paula development services processes consulting services necessary for the Project ("Services"). The Services are more particularly described in Exhibit "A" attached hereto and incorporated herein by reference. All Services shall be subject to, and performed in accordance with, this Agreement, the exhibits attached hereto and incorporated herein by reference, and all applicable local, state and federal laws, rules and regulations.
3.1.2 Term. The term of this Agreement shall be from February1, 2022 to December 31, 2022 to unless earlier terminated as provided herein. Consultant shall complete the Services within the term of this Agreement, and shall meet any other established schedules and deadlines. The Parties may, by mutual, written consent, extend the term of this Agreement if necessary to complete the Services.
87 65283.00001\33115264.1
-3- PROFESSIONAL SERVICES AGREEMENT
3.2 Compensation.
3.2.1 Compensation. Consultant shall receive compensation, including authorized reimbursements, for all Services rendered under this Agreement at the rates set forth in Exhibit "C" attached hereto and incorporated herein by reference. The total compensation shall not exceed THIRTY-TWO THOUSAND DOLLARS ($32,000.00) without written approval of the City Council or City Manager, as applicable. Extra Work may be authorized, as described below, and if authorized, will be compensated at the rates and manner set forth in this Agreement.
3.2.2 Payment of Compensation. Consultant shall submit to City a monthly invoice which indicates work completed and hours of Services rendered by Consultant. The invoice shall describe the amount of Services provided since the initial commencement date, or since the start of the subsequent billing periods, as appropriate, through the date of the invoice.
City shall, within 30 days of receiving such invoice, review the invoice and pay all non-disputed and approved charges. If the City disputes any of Consultant's fees, the City shall give written notice to Consultant within thirty (30) days of receipt of an invoice of any disputed fees set forth therein. Payment shall not constitute acceptance of any Services completed by Consultant. The making of final payment shall not constitute a waiver of any claims by the City for any reason whatsoever.
3.2.3 Reimbursement for Expenses. Consultant shall not be reimbursed for any expenses unless authorized in writing by City, or included in Exhibit "C" of this Agreement.
3.2.4 Extra Work. At any time during the term of this Agreement, City may request that Consultant perform Extra Work. As used herein, "Extra Work" means any work which is determined by City to be necessary for the proper completion of the Project, but which the Parties did not reasonably anticipate would be necessary at the execution of this Agreement.
Consultant shall not perform, nor be compensated for, Extra Work without written authorization from the City.
3.3 Responsibilities of Consultant.
3.3.1 Independent Contractor; Control and Payment of Subordinates. The Services shall be performed by Consultant or under its supervision. Consultant will determine the means, methods and details of performing the Services subject to the requirements of this Agreement. City retains Consultant on an independent contractor basis and not as an employee.
Any personnel performing the Services on behalf of Consultant shall not be employees of City and shall at all times be under Consultant's exclusive direction and control. Neither City, or any of its officials, officers, directors, employees or agents shall have control over the conduct of Consultant or any of Consultants officers, employees or agents, except as set forth in this Agreement. Consultant shall pay all wages, salaries, and other amounts due such personnel in connection with their performance of Services under this Agreement and as required by law.
Consultant shall be responsible for all reports and obligations respecting such additional personnel, including, but not limited to: social security taxes, income tax withholding, unemployment insurance, disability insurance, and workers' compensation insurance.
3.3.2 Schedule of Services. Consultant shall perform the Services in a prompt and timely manner and in accordance with the Schedule of Services set forth in Exhibit "B" attached hereto and incorporated herein by reference. Consultant represents that it has the professional and technical personnel required to perform the Services expeditiously. Upon 88 65283.00001\33115264.1
-4- PROFESSIONAL SERVICES AGREEMENT
request of City, Consultant shall provide a more detailed schedule of anticipated performance to meet the Schedule of Services.
3.3.3 Conformance to Applicable Requirements. All work prepared by Consultant shall be subject to the approval of City.
3.3.4 Substitution of Key Personnel. Consultant has represented to City that certain key personnel will perform and coordinate the Services under this Agreement. Should one or more of such personnel become unavailable, Consultant may substitute other personnel of at least equal competence upon written approval of City. In the event that City and Consultant cannot agree as to the substitution of key personnel, City shall be entitled to terminate this Agreement for cause. The key personnel for performance of this Agreement are as follows:
David C. DeRoos, MPA, CMC President
Stephanie DeWolfe, MRED, Project Manager
3.3.5 City's Representative. The City hereby James Mason, Community and Economic Development Director or his designee, to act as its representative in all matters pertaining to the administration and performance of this Agreement ("City's Representative").
City's Representative shall have the power to act on behalf of the City for review and approval of all products submitted by Consultant but not the authority to enlarge the Scope of Services or change the total compensation due to Consultant under this Agreement. The City Manager shall be authorized to act on City's behalf and to execute all necessary documents which enlarge the Scope of Services or change the Consultant's total compensation subject to the provisions contained in this Agreement. Consultant shall not accept direction or orders from any person other than the City Manager, City's Representative or his/her designee.
3.3.6 Consultant's Representative. Consultant hereby designates Stephanie DeWolfe, Project Manager or her designee, to act as its representative for the performance of this Agreement ("Consultant's Representative"). Consultant's Representative shall have full authority to represent and act on behalf of the Consultant for all purposes under this Agreement. The Consultant's Representative shall supervise and direct the Services, using his/her best skill and attention, and shall be responsible for all means, methods, techniques, sequences, and procedures and for the satisfactory coordination of all portions of the Services under this Agreement.
3.3.7 Coordination of Services. Consultant agrees to work closely with City staff in the performance of Services and shall be available to City's staff, consultants and other staff at all reasonable times.
3.3.8 Standard of Care; Performance of Employees. Consultant shall perform all Services under this Agreement in a skillful and competent manner, consistent with the standards generally recognized as being employed by professionals in the same discipline in the State of California. Consultant represents and maintains that it is skilled in the professional calling necessary to perform the Services. Consultant warrants that all employees and subconsultants shall have sufficient skill and experience to perform the Services assigned to them. Consultant represents that it, its employees and subconsultants have all licenses, permits, qualifications and approvals of whatever nature that are legally required to perform the Services, and that such licenses and approvals shall be maintained throughout the term of this Agreement. Consultant 89 65283.00001\33115264.1
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shall perform, at its own cost and expense and without reimbursement from the City, any services necessary to correct errors or omissions which are caused by the Consultant's failure to comply with the standard of care provided for herein. Any employee of the Consultant or its subconsultants who is determined by the City to be uncooperative, incompetent, a threat to the adequate or timely completion of the Project, a threat to the safety of persons or property, or any employee who fails or refuses to perform the Services in a manner acceptable to the City, shall be promptly removed from the Project by the Consultant and shall not be re-employed to perform any of the Services or to work on the Project.
3.3.9 Period of Performance.
3.3.9.1 Consultant shall perform and complete all Services under this Agreement within the term set forth in Section 3.1.2 above (“Performance Time”). Consultant shall also perform the Services in strict accordance with any completion schedule or Project milestones described in Exhibits “A” or “B” attached hereto, or which may be separately agreed upon in writing by the City and Consultant (“Performance Milestones”). Consultant agrees that if the Services are not completed within the aforementioned Performance Time and/or pursuant to any such Performance Milestones developed pursuant to provisions of this Agreement, it is understood, acknowledged and agreed that the City will suffer damage.
3.3.9.2 Neither City nor Consultant shall be considered in default of this Agreement for delays in performance caused by circumstances beyond the reasonable control of the non-performing Party. For purposes of this Agreement, such circumstances include a Force Majeure Event. A Force Majeure Event shall mean an event that materially affects a Party’s performance and is one or more of the following: (1) Acts of God or other natural disasters; (2) terrorism or other acts of a public enemy; (3) orders of governmental authorities (including, without limitation, unreasonable and unforeseeable delay in the issuance of permits or approvals by governmental authorities that are required for the services); (4) strikes and other organized labor action occurring at the site and the effects thereof on the services, only to the extent such strikes and other organized labor action are beyond the control of Consultant and its subcontractors, and to the extent the effects thereof cannot be avoided by use of replacement workers; and (5) pandemics, epidemics or quarantine restrictions. For purposes of this section, “orders of governmental authorities,” includes ordinances, emergency proclamations and orders, rules to protect the public health, welfare and safety, and other actions of a public agency applicable to the services and Agreement.
3.3.9.3 Should a Force Majeure Event occur, the non-performing Party shall, within a reasonable time of being prevented from performing, give written notice to the other Party describing the circumstances preventing continued performance and the efforts being made to resume performance of this Agreement. Force Majeure Events and/or delays, regardless of the Party responsible for the delay, shall not entitle Consultant to any additional compensation.
Notwithstanding the foregoing in this section, the City may still terminate this Agreement in accordance with the termination provisions of this Agreement.
3.3.10 Laws and Regulations; Employee/Labor Certification.
3.3.10.1 Compliance with Laws. Consultant shall keep itself fully informed of and in compliance with all local, state and federal laws, rules and regulations in any manner affecting the performance of the Project or the Services, including all Cal/OSHA requirements, and shall give all notices required by law. Consultant shall be liable for all violations 90 65283.00001\33115264.1
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of such laws and regulations in connection with the Services and this Agreement. All violations of such laws and regulations shall be grounds for the City to terminate the Agreement for cause.
3.3.10.2 Employment Eligibility; Consultant. Consultant certifies that it fully complies with all requirements and restrictions of state and federal law respecting the employment of undocumented aliens, including, but not limited to, the Immigration Reform and Control Act of 1986, as may be amended from time to time and shall require all subconsultants and sub-subconsultants to comply with the same. Consultant certifies that it has not committed a violation of any such law within the five (5) years immediately preceding the date of execution of this Agreement, and shall not violate any such law at any time during the term of the Agreement.
3.3.10.3 Equal Opportunity Employment. Consultant represents that it is an equal opportunity employer and it shall not discriminate against any subconsultant, employee or applicant for employment because of race, religion, color, national origin, handicap, ancestry, sex or age. Such non-discrimination shall include, but not be limited to, all activities related to initial employment, upgrading, demotion, transfer, recruitment or recruitment advertising, layoff or termination. Consultant shall also comply with all relevant provisions of City's Minority Business Enterprise program, Affirmative Action Plan or other related programs or guidelines currently in effect or hereinafter enacted.
3.3.10.4 Air Quality. To the extent applicable, Consultant must fully comply with all applicable laws, rules and regulations in furnishing or using equipment and/or providing services, including, but not limited to, emissions limits and permitting requirements imposed by the South Coast Air Quality Management District (SCAQMD) and/or California Air Resources Board (CARB). Consultant shall indemnify City against any fines or penalties imposed by SCAQMD, CARB, or any other governmental or regulatory agency for violations of applicable laws, rules and/or regulations by Consultant, its subconsultants, or others for whom Consultant is responsible under its indemnity obligations provided for in this Agreement.
3.3.10.5 Water Quality Management and Compliance. Consultant shall keep itself and all subcontractors, staff, and employees fully informed of and in compliance with all local, state and federal laws, rules and regulations that may impact, or be implicated by the performance of the Services including, without limitation, all applicable provisions of the City’s ordinances regulating water quality and storm water; the Federal Water Pollution Control Act (33 U.S.C. § 1251, et seq.); the California Porter-Cologne Water Quality Control Act (Water Code § 13000 et seq.); and any and all regulations, policies, or permits issued pursuant to any such authority. Consultant must additionally comply with the lawful requirements of the City, and any other municipality, drainage district, or other local agency with jurisdiction over the location where the Services are to be conducted, regulating water quality and storm water discharges. City may seek damages from Consultant for delay in completing the Services caused by Consultant’s failure to comply with the laws, regulations and policies described in this Section, or any other relevant water quality law, regulation, or policy.
3.3.10.6 Safety. Consultant shall execute and maintain its work so as to avoid injury or damage to any person or property. In carrying out its Services, the Consultant shall at all times be in compliance with all applicable local, state and federal laws, rules and regulations, and shall exercise all necessary precautions for the safety of employees appropriate to the nature of the work and the conditions under which the work is to be performed.
3.3.11 Insurance. [***CITY RISK MANAGER TO REVIEW PRIOR TO EACH 91 65283.00001\33115264.1
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USE***]
3.3.11.1 Time for Compliance. Consultant shall not commence work under this Agreement until it has provided evidence satisfactory to the City that it has secured all insurance required under this section. In addition, Consultant shall not allow any subconsultant to commence work on any subcontract until it has provided evidence satisfactory to the City that the subconsultant has secured all insurance required under this section. Failure to provide and maintain all required insurance shall be grounds for the City to terminate this Agreement for cause.
3.3.11.2 Types of Insurance Required. As a condition precedent to the effectiveness of this Agreement for work to be performed hereunder, and without limiting the indemnity provisions of the Agreement, the Consultant, in partial performance of its obligations under such Agreement, shall procure and maintain in full force and effect during the term of the Agreement the following policies of insurance. If the existing policies do not meet the insurance requirements set forth herein, Consultant agrees to amend, supplement or endorse the policies to do so.
(A) Commercial General Liability: Commercial General Liability Insurance which affords coverage at least as broad as Insurance Services Office "occurrence" form CG 00 01, or the exact equivalent, with limits of not less than $1,000,000 per occurrence and no less than $2,000,000 in the general aggregate. Defense costs shall be paid in addition to the limits. The policy shall contain no endorsements or provisions (1) limiting coverage for contractual liability; (2) excluding coverage for claims or suits by one insured against another (cross-liability); (3) products/completed operations liability; or (4) containing any other exclusion(s) contrary to the terms or purposes of this Agreement. (B) Automobile Liability Insurance: Automobile Liability Insurance with coverage at least as broad as Insurance Services Office Form CA 00 01 covering "Any Auto" (Symbol 1), or the exact equivalent, covering bodily injury and property damage for all activities with limits of not less than $1,000,000 combined limit for each occurrence. (C) Workers' Compensation: Workers' Compensation
Insurance, as required by the State of California and Employer's Liability Insurance with a limit of not less than $1,000,000 per accident for bodily injury and disease. (D) Professional Liability (Errors & Omissions): [***INCLUDE ONLY IF APPLICABLE; DELETE OTHERWISE***]Professional Liability insurance or Errors & Omissions insurance appropriate to Consultant’s profession with limits of not less than $1,000,000. Covered professional services shall specifically include all work to be performed under the Agreement and delete any exclusions that may potentially affect the work to be performed (for example, any exclusions relating to lead, asbestos, pollution, testing, underground storage tanks, laboratory analysis, soil work, etc.). If coverage is written on a claims-made basis, the retroactive date shall precede the effective date of the initial Agreement and continuous coverage will be maintained or an extended reporting period will be exercised for a period of at least five (5) years from termination or expiration of this Agreement.
3.3.11.3 Insurance Endorsements. Required insurance policies shall contain the following provisions, or Consultant shall provide endorsements on forms approved by the City to add the following provisions to the insurance policies:
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(A) Commercial General Liability: (1) Additional Insured: The City, its officials, officers, employees, agents, and volunteers shall be additional insureds with regard to liability and defense of suits or claims arising out of the performance of the Agreement.
Additional Insured Endorsements shall not (1) be restricted to "ongoing operations"; (2) exclude "contractual liability"; (3) restrict coverage to "sole" liability of Consultant; or (4) contain any other exclusions contrary to the terms or purposes of this Agreement. For all policies of Commercial General Liability insurance, Consultant shall provide endorsements in the form of ISO CG 20 10 10 01 and 20 37 10 01 (or endorsements providing the exact same coverage) to effectuate this requirement. (2) Cancellation: Required insurance policies shall not be canceled or the coverage reduced until a thirty (30) day written notice of cancellation has been served upon the City except ten (10) days shall be allowed for non-payment of premium. (B) Automobile Liability. (1) Cancellation: Required insurance policies shall not be canceled or the coverage reduced until a thirty (30) day written notice of cancellation has been served upon the City except ten (10) days shall be allowed for non-payment of premium.
(C) Professional Liability (Errors & Omissions): [***INCLUDE ONLY IF APPLICABLE; DELETE OTHERWISE***](1) Cancellation: Required insurance policies shall not be canceled or the coverage reduced until a thirty (30) day written notice of cancellation has been served upon the City except ten (10) days shall be allowed for non-payment of premium. (2) Contractual Liability Exclusion Deleted: This insurance shall include contractual liability applicable to this Agreement. The policy must “pay on behalf of” the insured and include a provision establishing the insurer’s duty to defend.
(D) Workers' Compensation: (1) Cancellation: Required
insurance policies shall not be canceled or the coverage reduced until a thirty (30) day written notice of cancellation has been served upon the City except ten (10) days shall be allowed for non-payment of premium. (2) Waiver of Subrogation: A waiver of subrogation stating that the insurer waives all rights of subrogation against the City, its officials, officers, employees, agents, and volunteers.
3.3.11.4 Primary and Non-Contributing Insurance. All policies of Commercial General Liability and Automobile Liability insurance shall be primary and any other insurance, deductible, or self-insurance maintained by the City, its officials, officers, employees, agents, or volunteers shall not contribute with this primary insurance. Policies shall contain or be endorsed to contain such provisions.
3.3.11.5 Waiver of Subrogation. All required insurance coverages, except for the professional liability coverage, shall contain or be endorsed to waiver of subrogation in favor of the City, its officials, officers, employees, agents, and volunteers or shall specifically allow Consultant or others providing insurance evidence in compliance with these specifications to waive their right of recovery prior to a loss. Consultant hereby waives its own right of recovery against City, and shall require similar written express waivers and insurance clauses from each of its subconsultants.
3.3.11.6 Deductibles and Self-Insured Retentions. Any deductible or selfinsured retention must be approved in writing by the City and shall protect the City, its officials, officers, employees, agents, and volunteers in the same manner and to the same extent as they 93 65283.00001\33115264.1
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would have been protected had the policy or policies not contained a deductible or self-insured retention.
3.3.11.7 Evidence of Insurance. The Consultant, concurrently with the execution of the Agreement, and as a condition precedent to the effectiveness thereof, shall deliver either certified copies of the required policies, or original certificates on forms approved by the City, together with all endorsements affecting each policy. Required insurance policies shall not be in compliance if they include any limiting provision or endorsement that has not been submitted to the City for approval. The certificates and endorsements for each insurance policy shall be signed by a person authorized by that insurer to bind coverage on its behalf. At least fifteen (15 days) prior to the expiration of any such policy, evidence of insurance showing that such insurance coverage has been renewed or extended shall be filed with the City. If such coverage is cancelled or reduced and not replaced immediately so as to avoid a lapse in the required coverage, Consultant shall, within ten (10) days after receipt of written notice of such cancellation or reduction of coverage, file with the City evidence of insurance showing that the required insurance has been reinstated or has been provided through another insurance company or companies.
3.3.11.8 Acceptability of Insurers. Each such policy shall be from a company or companies with a current A.M. Best's rating of no less than A:VII and authorized to transact business of insurance in the State of California, or otherwise allowed to place insurance through surplus line brokers under applicable provisions of the California Insurance Code or any federal law.
3.3.11.9 Enforcement of Agreement Provisions (non estoppel).
Consultant acknowledges and agrees that actual or alleged failure on the part of the City to inform Consultant of non-compliance with any requirement imposes no additional obligation on the City nor does it waive any rights hereunder.
3.3.11.10 Requirements Not Limiting. Requirement of specific coverage or minimum limits contained in this Section are not intended as a limitation on coverage, limits, or other requirement, or a waiver of any coverage normally provided by any insurance.
3.3.11.11 Additional Insurance Provisions
(A) The foregoing requirements as to the types and limits of insurance coverage to be maintained by Consultant, and any approval of said insurance by the City, is not intended to and shall not in any manner limit or qualify the liabilities and obligations otherwise assumed by the Consultant pursuant to this Agreement, including but not limited to, the provisions concerning indemnification.
(B) If at any time during the life of the Agreement, any policy of insurance required under this Agreement does not comply with these specifications or is canceled and not replaced, City has the right but not the duty to obtain the insurance it deems necessary and any premium paid by City will be promptly reimbursed by Consultant or City will withhold amounts sufficient to pay premium from Consultant payments. In the alternative, City may cancel this Agreement.
(C) The City may require the Consultant to provide complete copies of all insurance policies in effect for the duration of the Project. 94 65283.00001\33115264.1
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(D) Neither the City nor any of its officials, officers, employees, agents or volunteers shall be personally responsible for any liability arising under or by virtue of this Agreement.
(E) The limits set forth herein shall apply separately to each insured against whom claims are made or suits are brought, except with respect to the limits of liability. Further the limits set forth herein shall not be construed to relieve the Consultant from liability in excess of such coverage, nor shall it limit the Consultant’s indemnification obligations to the City and shall not preclude the City from taking such other actions available to the City under other provisions of the Agreement or law.
(F) Consultant shall report to the City, in addition to Consultant’s insurer, any and all insurance claims submitted by Consultant in connection with the Services under this Agreement.
3.3.11.12 Insurance for Subconsultants. Consultant shall include all subconsultants engaged in any work for Consultant relating to this Agreement as additional insureds under the Consultant's policies, or the Consultant shall be responsible for causing subconsultants to purchase the appropriate insurance in compliance with the terms of these Insurance Requirements, including adding the City, its officials, officers, employees, agents, and volunteers as additional insureds to the subconsultant's policies. All policies of Commercial General Liability insurance provided by Consultant’s subconsultants performing work relating to this Agreement shall be endorsed to name the City, its officials, officers, employees, agents and volunteers as additional insureds using endorsement form ISO CG 20 38 04 13 or an endorsement providing equivalent coverage. Consultant shall not allow any subconsultant to commence work on any subcontract relating to this Agreement until it has received satisfactory evidence of subconsultant’s compliance with all insurance requirements under this Agreement, to the extent applicable. The Consultant shall provide satisfactory evidence of compliance with this section upon request of the City.
3.4 Labor Code Requirements.
3.4.1 Prevailing Wages. Consultant is aware of the requirements of California Labor Code Section 1720, et seq., and 1770, et seq., as well as California Code of Regulations, Title 8, Section 16000, et seq., ("Prevailing Wage Laws"), which require the payment of prevailing wage rates and the performance of other requirements on "public works" and "maintenance" projects. If the Services are being performed as part of an applicable "public works" or "maintenance" project, as defined by the Prevailing Wage Laws, and if the total compensation is $1,000 or more, Consultant agrees to fully comply with such Prevailing Wage Laws. City shall provide Consultant with a copy of the prevailing rates of per diem wages in effect at the commencement of this Agreement. Consultant shall make copies of the prevailing rates of per diem wages for each craft, classification or type of worker needed to execute the Services available to interested parties upon request, and shall post copies at the Consultant's principal place of business and at the project site. It is the intent of the parties to effectuate the requirements of sections 1771, 1774, 1775, 1776, 1777.5, 1813, and 1815 of the Labor Code within this Agreement, and Consultant shall therefore comply with such Labor Code sections to the fullest extent required by law. Consultant shall defend, indemnify and hold the City, its officials, officers, employees, agents, and volunteers free and harmless from any claim or liability arising out of any failure or alleged failure to comply with the Prevailing Wage Laws. 95 65283.00001\33115264.1
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3.4.2 Registration/DIR Compliance. If the Services are being performed on a public works project of over $25,000 when the project is for construction, alteration, demolition, installation, or repair work, or a public works project of over $15,000 when the project is for maintenance work, in addition to the foregoing, then pursuant to Labor Code sections 1725.5 and 1771.1, the Consultant and all subconsultants must be registered with the Department of Industrial Relations (“DIR”). Consultant shall maintain registration for the duration of the Project and require the same of any subconsultants.
3.4.3 Compliance Monitoring. This Project may also be subject to compliance monitoring and enforcement by the DIR. It shall be Consultant’s sole responsibility to comply with all applicable registration and labor compliance requirements, including the submission of payroll records directly to the DIR. Any stop orders issued by the DIR against Consultant or any subconsultant that affect Consultant’s performance of services, including any delay, shall be Consultant’s sole responsibility. Any delay arising out of or resulting from such stop orders shall be considered Consultant caused delay and shall not be compensable by the City. Consultant shall defend, indemnify and hold the City, its officials, officers, employees and agents free and harmless from any claim or liability arising out of stop orders issued by the DIR against Consultant or any subconsultant.
3.4.4 Labor Certification. By its signature hereunder, Consultant certifies that it is aware of the provisions of Section 3700 of the California Labor Code which require every employer to be insured against liability for Worker's Compensation or to undertake self-insurance in accordance with the provisions of that Code, and agrees to comply with such provisions before commencing the performance of the Services.
3.5 Termination of Agreement.
3.5.1.1 Grounds for Termination. City may, by written notice to Consultant, terminate the whole or any part of this Agreement at any time and without cause by giving written notice to Consultant of such termination, and specifying the effective date thereof, at least seven (7) days before the effective date of such termination. Upon termination, Consultant shall be compensated only for those Services which have been adequately rendered to City, and Consultant shall be entitled to no further compensation. Consultant may not terminate this Agreement except for cause. The rights and remedies of the City provided in this section shall not be exclusive and are in addition to any other rights and remedies provided by law, equity or under this Agreement.
3.5.1.2 Effect of Termination. If this Agreement is terminated as provided herein, City may require Consultant to provide all finished or unfinished Documents and Data and other information of any kind prepared by Consultant in connection with the performance of Services under this Agreement. Consultant shall be required to provide such document and other information within fifteen (15) days of the request.
3.5.1.3 Additional Services. In the event this Agreement is terminated in whole or in part as provided herein, City may procure, upon such terms and in such manner as it may determine appropriate, services similar to those terminated.
3.6 Indemnification.
3.6.1 To the fullest extent permitted by law, Consultant shall defend (with counsel 96 65283.00001\33115264.1
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of City’s choosing), indemnify and hold the City, its officials, officers, employees, volunteers, and agents free and harmless from any and all claims, demands, causes of action, costs, expenses, liability, loss, damage or injury of any kind, in law or equity, to property or persons, including wrongful death, in any manner arising out of, pertaining to, or incident to any acts, errors or omissions, or willful misconduct of Consultant, its officials, officers, employees, subcontractors, consultants or agents in connection with the performance of the Consultant’s Services, the Project or this Agreement, including without limitation the payment of all damages, expert witness fees and attorney’s fees and other related costs and expenses except such loss or damage caused by the sole negligence or willful misconduct of the City. Consultant's obligation to indemnify shall survive expiration or termination of this Agreement and shall not be restricted to insurance proceeds, if any, received by Consultant, the City, its officials, officers, employees, agents, or volunteers.
3.6.2 If Consultant’s obligation to defend, indemnify, and/or hold harmless arises out of Consultant’s performance as a “design professional” (as that term is defined under Civil Code section 2782.8), then, and only to the extent required by Civil Code section 2782.8, which is fully incorporated herein, Consultant’s indemnification obligation shall be limited to claims that arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of the Consultant, and, upon Consultant obtaining a final adjudication by a court of competent jurisdiction, Consultant’s liability for such claim, including the cost to defend, shall not exceed the Consultant’s proportionate percentage of fault.
3.7 General Provisions.
3.7.1 Accounting Records. Consultant shall maintain complete and accurate records with respect to all costs and expenses incurred under this Agreement. All such records shall be clearly identifiable. Consultant shall allow a representative of City during normal business hours to examine, audit, and make transcripts or copies of such records and any other documents created pursuant to this Agreement. Consultant shall allow inspection of all work, data, documents, proceedings, and activities related to the Agreement for a period of three (3) years from the date of final payment under this Agreement.
3.7.2 Independent Contractors and Subcontracting.
3.7.2.1 Use of Consultants. Consultant is aware of statutory and case law regarding classification of workers as independent contractors, including California Labor Code Section 2750.3 and Dynamex Operations West, Inc. v. Superior Court, 4 Cal. 5th 903 (2018). To ensure that Consultant is in compliance with the California Labor Code, Consultant shall only utilize its employees to provide the Services. Consultant may not provide the services through any independent contractor, subcontractor or subconsultant (“Subcontractor(s)”) unless approved by the City as set forth in Section 3.7.2.2 below. Consultant represents and warrants that all personnel who perform the Services on Consultant’s behalf are Consultant’s employees, and that Consultant complies with all applicable laws, rules and regulations governing its employees, including, but not limited to, the California Labor Code, Unemployment Insurance Code and all applicable Industrial Welfare Commission Wage Orders.
3.7.2.2 Prior Approval Required. Consultant shall not use any Subcontractor to provide the Services, or any portion of the work required by this Agreement, without prior written approval of City. In the event that City authorizes Consultant to use a Subcontractor, Consultant shall enter into a written agreement with the Subcontractor, which must 97 65283.00001\33115264.1
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include all provisions of the Agreement, including a restriction on the Subcontractor’s use of further independent contractors, subcontractors or subconsultants without the City’s prior written consent.
3.7.3 Delivery of Notices. All notices permitted or required under this Agreement shall be given to the respective parties at the following address, or at such other address as the respective parties may provide in writing for this purpose:
Consultant: CITYGATE ASSSOCIATES LLC
600 Coolidge Drive, Suite 150
Stockton, CA 95630
ATTN: David DeRoos, President
City: City of Santa Paula
970 Ventura Street
Santa Paula, CA 93060
ATTN: James Mason,
Community & Economic Development Director
Such notice shall be deemed made when personally delivered or when mailed, forty-eight (48) hours after deposit in the U.S. Mail, first class postage prepaid and addressed to the party at its applicable address. Actual notice shall be deemed adequate notice on the date actual notice occurred, regardless of the method of service.
3.7.4 Ownership of Materials and Confidentiality.
3.7.4.1 Documents & Data; Licensing of Intellectual Property. This Agreement creates a non-exclusive and perpetual license for City to copy, use, modify, reuse, or sublicense any and all copyrights, designs, and other intellectual property embodied in plans, specifications, studies, drawings, estimates, and other documents or works of authorship fixed in any tangible medium of expression, including but not limited to, physical drawings or data magnetically or otherwise recorded on computer diskettes, which are prepared or caused to be prepared by Consultant under this Agreement ("Documents & Data"). All Documents & Data shall be and remain the property of City, and shall not be used in whole or in substantial part by Consultant on other projects without the City’s express written permission. Within thirty (30) days following the completion, suspension, abandonment or termination of this Agreement, Consultant shall provide to City reproducible copies of all Documents & Data, in a form and amount required by City. City reserves the right to select the method of document reproduction and to establish where the reproduction will be accomplished. The reproduction expense shall be borne by City at the actual cost of duplication. In the event of a dispute regarding the amount of compensation to which the Consultant is entitled under the termination provisions of this Agreement, Consultant shall provide all Documents & Data to City upon payment of the undisputed amount. Consultant shall have no right to retain or fail to provide to City any such documents pending resolution of the dispute. In addition, Consultant shall retain copies of all Documents & Data on file for a minimum of fifteen (15) years following completion of the Project, and shall make copies available to City upon the payment of actual reasonable duplication costs. Before destroying the Documents & Data following this retention period, Consultant shall make a reasonable effort to notify City and provide City with the opportunity to obtain the documents. 98 65283.00001\33115264.1
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3.7.4.2 Subconsultants. Consultant shall require all subconsultants to agree in writing that City is granted a non-exclusive and perpetual license for any Documents & Data the subconsultant prepares under this Agreement. Consultant represents and warrants that Consultant has the legal right to license any and all Documents & Data. Consultant makes no such representation and warranty in regard to Documents & Data which were prepared by design professionals other than Consultant or its subconsultants, or those provided to Consultant by the City.
3.7.4.3 Right to Use. City shall not be limited in any way in its use or reuse of the Documents and Data or any part of them at any time for purposes of this Project or another project, provided that any such use not within the purposes intended by this Agreement or on a project other than this Project without employing the services of Consultant shall be at City’s sole risk. If City uses or reuses the Documents & Data on any project other than this Project, it shall remove the Consultant’s seal from the Documents & Data and indemnify and hold harmless Consultant and its officers, directors, agents and employees from claims arising out of the negligent use or re-use of the Documents & Data on such other project. Consultant shall be responsible and liable for its Documents & Data, pursuant to the terms of this Agreement, only with respect to the condition of the Documents & Data at the time they are provided to the City upon completion, suspension, abandonment or termination. Consultant shall not be responsible or liable for any revisions to the Documents & Data made by any party other than Consultant, a party for whom the Consultant is legally responsible or liable, or anyone approved by the Consultant.
3.7.4.4 Indemnification. Consultant shall defend, indemnify and hold the City, its directors, officials, officers, employees, volunteers and agents free and harmless, pursuant to the indemnification provisions of this Agreement, for any alleged infringement of any patent, copyright, trade secret, trade name, trademark, or any other proprietary right of any person or entity in consequence of the use on the Project by City of the Documents & Data, including any method, process, product, or concept specified or depicted.
3.7.4.5 Confidentiality. All ideas, memoranda, specifications, plans, procedures, drawings, descriptions, computer program data, input record data, written information, and other Documents & Data either created by or provided to Consultant in connection with the performance of this Agreement shall be held confidential by Consultant. Such materials shall not, without the prior written consent of City, be used by Consultant for any purposes other than the performance of the Services. Nor shall such materials be disclosed to any person or entity not connected with the performance of the Services or the Project. Nothing furnished to Consultant which is otherwise known to Consultant or is generally known, or has become known, to the related industry shall be deemed confidential. Consultant shall not use City's name or insignia, photographs of the Project, or any publicity pertaining to the Services or the Project in any magazine, trade paper, newspaper, television or radio production or other similar medium without the prior written consent of City.
3.7.4.6 Confidential Information. The City shall refrain from releasing Consultant’s proprietary information ("Proprietary Information") unless the City's legal counsel determines that the release of the Proprietary Information is required by the California Public Records Act or other applicable state or federal law, or order of a court of competent jurisdiction, in which case the City shall notify Consultant of its intention to release Proprietary Information.
Consultant shall have five (5) working days after receipt of the release notice to give City written notice of Consultant's objection to the City's release of Proprietary Information. Consultant shall 99 65283.00001\33115264.1
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indemnify, defend and hold harmless the City, and its officers, directors, employees, and agents from and against all liability, loss, cost or expense (including attorney’s fees) arising out of a legal action brought to compel the release of Proprietary Information. City shall not release the Proprietary Information after receipt of an objection notice unless either: (1) Consultant fails to fully indemnify, defend (with City's choice of legal counsel), and hold City harmless from any legal action brought to compel such release; and/or (2) a final and non-appealable order by a court of competent jurisdiction requires that City release such information.
3.7.5 Cooperation; Further Acts. The Parties shall fully cooperate with one another, and shall take any additional acts or sign any additional documents as may be necessary, appropriate or convenient to attain the purposes of this Agreement.
3.7.6 Entire Agreement. This Agreement contains the entire agreement of the Parties with respect to the subject matter hereof, and supersedes all prior negotiations, understandings or agreements.
3.7.7 Attorneys’ Fees. If either party commences an action against the other party, either legal, administrative or otherwise, arising out of or in connection with this Agreement, the prevailing party in such litigation shall be entitled to have and recover from the losing party reasonable attorneys’ fees and all costs of such action.
3.7.8 Governing Law. This Agreement shall be governed by the laws of the State of California. Venue shall be in Ventura County. In addition to any and all contract requirements pertaining to notices of and requests for compensation or payment for extra work, disputed work, claims and/or changed conditions, Consultant must comply with the claim procedures set forth in Government Code sections 900 et seq. prior to filing any lawsuit against the City. Such Government Code claims and any subsequent lawsuit based upon the Government Code claims shall be limited to those matters that remain unresolved after all procedures pertaining to extra work, disputed work, claims, and/or changed conditions have been followed by Consultant. If no such Government Code claim is submitted, or if any prerequisite contractual requirements are not otherwise satisfied as specified herein, Consultant shall be barred from bringing and maintaining a valid lawsuit against the City.
3.7.9 Time of Essence. Time is of the essence for each and every provision of this Agreement.
3.7.10 City's Right to Employ Other Consultants. City reserves right to employ other consultants in connection with this Project.
3.7.11 Successors and Assigns. This Agreement shall be binding on the successors and assigns of the parties.
3.7.12 Assignment or Transfer. Consultant shall not assign, sublet, or transfer this Agreement or any rights under or interest in this Agreement without the written consent of the City, which may be withheld for any reason. Any attempt to so assign or so transfer without such consent shall be void and without legal effect and shall constitute grounds for termination.
Consultant shall not subcontract any portion of the Services required by this Agreement, except as expressly stated herein, without prior written approval of City. Subcontracts, if any, shall contain a provision making them subject to all provisions stipulated in this Agreement. 100
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3.7.13 Construction; References; Captions. Since the Parties or their agents have participated fully in the preparation of this Agreement, the language of this Agreement shall be construed simply, according to its fair meaning, and not strictly for or against any Party. Any term referencing time, days or period for performance shall be deemed calendar days and not work days. All references to Consultant include all personnel, employees, agents, and subconsultants of Consultant, except as otherwise specified in this Agreement. All references to City include its elected officials, officers, employees, agents, and volunteers except as otherwise specified in this Agreement. The captions of the various articles and paragraphs are for convenience and ease of reference only, and do not define, limit, augment, or describe the scope, content, or intent of this Agreement.
3.7.14 Amendment; Modification. No supplement, modification, or amendment of this Agreement shall be binding unless executed in writing and signed by both Parties.
3.7.15 Waiver. No waiver of any default shall constitute a waiver of any other default or breach, whether of the same or other covenant or condition. No waiver, benefit, privilege, or service voluntarily given or performed by a Party shall give the other Party any contractual rights by custom, estoppel, or otherwise.
3.7.16 No Third-Party Beneficiaries. There are no intended third party beneficiaries of any right or obligation assumed by the Parties.
3.7.17 Invalidity; Severability. If any portion of this Agreement is declared invalid, illegal, or otherwise unenforceable by a court of competent jurisdiction, the remaining provisions shall continue in full force and effect.
3.7.18 Prohibited Interests. Consultant maintains and warrants that it has not employed nor retained any company or person, other than a bona fide employee working solely for Consultant, to solicit or secure this Agreement. Consultant warrants that it has not paid nor has it agreed to pay any company or person, other than a bona fide employee working solely for Consultant, any fee, commission, percentage, brokerage fee, gift or other consideration contingent upon or resulting from the award or making of this Agreement. Consultant further agrees to file, or shall cause its employees or subconsultants to file, a Statement of Economic Interest with the City’s Filing Officer as required under state law in the performance of the Services. For breach or violation of this warranty, City shall have the right to rescind this Agreement without liability. For the term of this Agreement, no member, officer or employee of City, during the term of his or her service with City, shall have any direct interest in this Agreement, or obtain any present or anticipated material benefit arising therefrom.
3.7.19 Authority to Enter Agreement. Consultant has all requisite power and authority to conduct its business and to execute, deliver, and perform the Agreement. Each Party warrants that the individuals who have signed this Agreement have the legal power, right, and authority to make this Agreement and bind each respective Party.
3.7.20 Counterparts. This Agreement may be signed in counterparts, each of which shall constitute an original.
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3.7.21 Survival. All rights and obligations hereunder that by their nature are to continue after any expiration or termination of this Agreement, including, but not limited to, the indemnification obligations, shall survive any such expiration or termination.
3.8 Federal Provisions. [***INCLUDE THIS SECTION ONLY IF FEMA FUNDED; DELETE OTHERWISE. IF FUNDED BY FEDERAL FUNDS OTHER THAN FROM FEMA, CONTACT THE CITY ATTORNEY’S OFFICE FOR ASSISTANCE***]
FEMA financial assistance will be used to fund all or a portion of this Agreement. The Consultant shall comply with all federal requirements including, but not limited to, the following:
2 C.F.R. Part 200 – Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards, which is expressly incorporated herein by reference, and Federal Contract Provisions attached hereto as Exhibit “A-1” and incorporated herein by reference. Subcontracts, if any, shall contain a provision making them subject to all of the provisions stipulated in the Agreement, including but not limited to, 2 C.F.R. Part 200 and the Federal Contract Provisions. With respect to any conflict between such federal requirements and the terms of this contract and/or the provisions of state law and except as otherwise required under federal law or regulation, the more stringent requirement shall control. [SIGNATURES ON NEXT PAGE]
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SIGNATURE PAGE TO PROFESSIONAL SERVICES AGREEMENT
BETWEEN THE CITY OF SANTA PAULA AND
CITYGATE ASSOCIATES LLC
IN WITNESS WHEREOF, each of the Parties has caused this Contract to be executed on the day and year first above written.
CITY OF SANTA PAULA [CITYGATE ASSOCIATES LLC
[If Corporation, TWO SIGNATURES,
President OR Vice President AND Secretary
OR Treasurer REQUIRED]
By:
Its:
Printed Name:
By:
Its:
Printed Name:
Approved By:
Dan Singer.
City Manager
Approved as to Form:
_____________________________________
John Cotti
City Attorney
Attested By:
Julie Latshaw, City Clerk
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65283.00001\33115264.1
(BB&K 2017) Exhibit “D”-1
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To: Honorable Mayor and Members of the City Council
From: Clete J Saunier, Public Works
Subject: ADVANCED WATER TREATMENT FACILITY PROJECT FINANCIAL
PROJECTIONS AND STATE REVOLVING FUND APPLICATION
Date: January 19, 2022
Agenda Item: 11.B
CITY OF SANTA PAULA
MEMORANDUM
RECOMMENDATION:
Staff recommends that the City Council:
1. Approve the Updated Wastewater Financial Projections and Advanced Water Treatment Facility Funding and authorize the City Manager to update the Clean Water State Revolving Fund loan application.
2. Adopt Reimbursement Resolution 7382 authorizing reimbursing expenditures and indicating a reasonably expected maximum principal amount of $23 million for the AWTF project.
Presented by: Clete Saunier, Public Works Director
BACKGROUND:
The Santa Paula Water Recycling Facility (WRF) entered service in 2010 and has been in continuous service since. The WRF operates under a permit from the Los Angeles Regional Water Quality Control Board (Board) to discharge treated wastewater (R4-2018-0022). This permit requires that chloride concentration in the effluent discharge be less than 79 pounds per day (ppd) to meet a groundwater quality objective of 110 milligrams per liter (mg/L).
Historically, the discharge has exceeded this limit, and the WRF has received a Cease and Desist Order (CDO R4-2018-0023) requiring the discharge be brought into compliance. The CDO provides ten years; specifically, by February 8, 2028, for the City to achieve full compliance with the effluent chloride limit.
The State Water Resources Control Board (SWRCB), Division of Financial Assistance (DFA) administers the Clean Water State Revolving Fund (CWSRF) loan program. The CWSRF program has a fixed amount of funds available each year and provides loans to agencies for wastewater and recycled water projects based on a priority scoring system. The program’s low interest rates, currently 0.8%, and other favorable terms help lower total project costs, maximizing benefits to ratepayers.
The City submitted a complete CWRF loan application for the Advanced Water Treatment Facility (AWTF) in December 2020. As part of the application, the Wastewater Financial 135
Projects and AWTF Funding was approved by Council at the December 16, 2020 City Council Meeting. Resolution 7309 was approved by Council at the November 18, 2020 meeting which authorized reimbursing expenditures and indicated a reasonably expected maximum principal amount of $20 million for the AWTF project, which was approximately 30 percent above the estimated project capital cost opinion at the time.
ANALYSIS:
The City’s AWTF Project was listed on the CWSRF Fundable Projects List in April 2021, indicating that the SWRCB confirmed the application was completed on time and the project appears fundable (preliminarily). The SWRCB Division of Financial Assistance (DFA) staff are now performing a detailed review of the application package. After several weeks of review and coordination, City staff recently received indication from DFA staff that the AWTF environmental package was cleared, and they are initiating review of the rest of the application package (technical, financial, and legal).
While DFA was reviewing the project loan application, the City continued the project design efforts. The current project cost opinion is $20.34 million, 12% higher than previous estimate provided at the December 16, 2020 Council meeting, and includes costs for design, environmental analyses, construction, construction management and administration, escalation to the estimated midpoint of construction, and a 20% construction cost contingency.
The cost increase is a result of larger process equipment coupled with recent material cost escalations and a delay in project schedule due to extended DFA review time. The larger process equipment will meet the City’s objective of a lower chloride concentration for a more marketable recycled water as well as meet permit requirements under all anticipated influent conditions.
Over the last several months, after design criteria were refined, estimated costs were up by nearly 40 percent. City staff worked with MKN to perform a value engineering review to identify project changes that could reduce costs without impacting quality and function. Changes included reducing the building size by relocating some equipment outside protected by a shade structure, changing the building material, and re-engineering the building subgrade to reduce excavation amounts. These value engineering changes reduced the cost increase by more than 75 percent.
The City’s project financial consultant, Bartle Wells Associates (BWA), updated the AWTF funding plan, which had been previously presented to City Council on December 16, 2020, with the current project cost estimates and updated financial information from the City (Exhibit A).
The financial projections are based on the City’s current fiscal year Adopted Budget plus cost inflation and account for projected new debt service and estimated operating expenses for the ATWF. The projections also incorporate the City’s latest cost estimates for other sewer system capital improvement funding needs in upcoming years (for the current 5-year CIP, through fiscal year 2025/2026) and project future capital expenses at $2.5 million per year plus cost inflation for five years after 2025/2026.
The projections indicate that the City’s prior adoption of multi-year sewer rate increases (which include two more 3% rate increases effective July 1 of 2022 and 2023) coupled with the recent refinancing of outstanding bonds has put the wastewater enterprise in position to finance the 136
AWTF without need for additional rate increases at this time. At the same time, the projections indicate that additional 3% annual inflationary rate increases will likely be needed after the previously-adopted rates have run their course, in order to keep future revenues aligned with projected costs of service, maintain adequate debt service coverage, and sustain a prudent pay-as-you-go capital funding program. The City can evaluate the need for future rate increases during its next rate study.
With this update of the wastewater financial projections and AWTF funding, City staff is preparing an update of the financial package for the CWSRF loan application and plans to submit it by January 31, 2022. Staff is requesting Council authorization to complete this process. CWSRF loans offer some of the lowest rates available for municipal financing.
CWSRF interest rates are currently below 1.0% for a 30-year loan but are subject to change and may be higher by the time the City obtains loan approval. Between these advantageous terms, the City’s adopted rate increases, and the City’s 2020 bond refinancing, the financial projections show no additional rate increases are needed at this time to support the project.
City staff and consultants are continuing to research grant programs, seeking opportunities to further reduce ultimate project costs. Completion of the application does not obligate the City to proceed with the project or enter into a loan agreement.
The updated financial projections and CWSRF financial application package will also require an updated Reimbursement Resolution (Exhibit B, Resolution No. 7382). The CWSRF program requires the City to pay for project costs and then be reimbursed by the CWSRF loan. If adopted, the updated Reimbursement Resolution will supersede Resolution 7309, which was previously adopted at the November 18, 2020 meeting. The final loan amount cannot be higher than the amount indicated in the Reimbursement Resolution under any circumstances. Reimbursement Resolution No. 7309 currently limits the maximum loan amount to $20 million.
The current capital cost opinion is $20.34 million, which is higher than the maximum estimated principal amount listed in Resolution 7309. Staff anticipates DFA staff will complete the loan application review in the summer 2022 and expect the loan agreement by Fall 2022. Based on this timeline, construction bidding would occur in winter 2022. Based on these factors, staff recommends establishing a maximum estimated principal amount of $23 million, which is approximately 15% above the current capital cost opinion, in the updated Reimbursement Resolution.
The City Council will have final approval of the Project and loan amount requested. Several steps in the loan approval process will require future Council action, including approval of the final loan amount. Staff will return to Council for (a) approval to advertise bids for the project with pre-qualified contractors, (b) approval of the CWSRF loan agreement, and (c) approval to issue notice of award for the construction contract.
STRATEGIC PLAN:
This project does not directly address the strategic goals within the City's adopted Strategic Plan.
FISCAL IMPACTS:
There are no immediate fiscal impacts associated with the approval of the wastewater financial projections and AWTF funding plan. While applying for CWSRF funds does not obligate the 137
City to proceed with the project or to enter into final loan agreements, staff has worked with our consultants, MKN, to confirm that the debt service coverage requirements of existing bond issuances will continue to be met with the proposed repayment plan. Staff will return to Council throughout the loan process, when Council action is required, including approval of the final loan amount. Repayment of the 30-year CWSRF loan would be expected to begin one year after construction is completed and would be included as an expense in that Fiscal Year’s Wastewater Treatment Fund operating budget.
OPTIONS:
The Council has the following available alternative options to Staff’s recommendations:
1. Do not adopt Wastewater Financial Projections and Advanced Water Treatment Facility Funding; and do not authorize the City Manager to update the CWSRF loan application for the AWTF project.
2. Do not adopt Resolution 7382 indicating an expectation for advanced funding for expenditures for the AWTF project, with reimbursement from the CWSRF loan if approved.
Not adopting the Resolution and/or the Wastewater Financial Projections and Advanced Water Treatment Facility Funding would require the City to come up with alternative funding sources for the project and potentially delay its completion past the required CDO compliance date.
ATTACHMENTS:
Exhibit A - Wastewater Financial Projections and AWTF Funding.pdf Exhibit B - Reimbursement Resolution No. 7382.pdf
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Revised 1/10/22
Wastewater Financial Projections and
Advanced Water Treatment Facility Funding
139
Date: January 10, 2022
To: Christy Ramirez, Finance Director
Clete Saunier, Director of Public Works
From: Alex Handlers, Bartle Wells Associates
Re: Wastewater Financial Projections and Advanced Water Treatment Facility Funding Bartle Wells Associated developed updated financial projectionsfor the City of Santa Paula’s wastewater enterprise and funding projections for the Advanced Water Treatment Facility (AWTF). The projections were developed to help evaluate the wastewater enterprise’s capacity to finance and operate the planned AWTF, which is needed to comply with the City’s wastewater discharge permit and address requirements established by the Regional Water Quality Control Board.
The projections indicate that the City’s prior adoption of multi‐year sewer rate increases coupled with the recent refinancing of outstanding bonds has put the wastewater enterprise in position to finance the AWTF without need for additional rate increases at this time. At the same time, the projections indicate that additionalsmall annual inflationary rate increases will likely be needed after the previously‐ adopted rates have run their course, in order to keep future revenues aligned with projected costs of service and sustain a prudent pay‐as‐you‐go capital funding program.
AWTF Costs & Project Schedule
The AWTF is projected to cost approximately $20.3 million based on updated engineering cost estimates from MKN Associates adjusted to account for 3.5% construction cost escalation to construction mid‐point.
New operating and maintenance costs for the AWTF are projected at a little under $1.6 million per year accounting for estimates developed MKN Associates’ Preliminary Engineering Report adjusted to account for 3.5% annual cost escalation to projected AWTF operational startup in 2024. In December 2020, the City applied for a low‐interest‐rate loan from the Clean Water State Revolving Fund (SRF) financing program to fund the AWTF. The City’s efforts have been successful thus far as in April 2021, the City’s AWTF project was placed on the Fundable Project List of SRF’s Intended Use Plan. While this makes the AWTF project eligible for SRF funding, it does not constitute final loan award. The City anticipates submitting an updated Financial Package for the SRF loan application by the end of January 2022 with the anticipation of finalizing an SRF Loan Agreement by the fall of 2022. 2625 Alcatraz Avenue, #602
Berkeley, CA 94705
Tel 510 653 3399
www.bartlewells.com
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The timing of ATWF project construction is contingent on the City first obtaining an SRF funding agreement (or lining up financing via another source such as municipal bonds). Assuming SRF funding approval in fall 2022, project construction bidding would occur winter 2022 with subsequent contract award and construction occurring through project completion in September 20024 and full operation of the AWTF starting in October 2024.
Debt Financing
The financial projections assume the City obtains low‐interest‐rate SRF financing for the AWTF.
Annual SRF debt service is projected at $823,000 per year for a 30‐year loan with a 1.20% interest rate. The interest rate for an SRF loan is currently below 1.20% but is subject to change. Under the SRF financing program, debt service repayment would begin approximately one year after project completion and the City would need to set aside one year of debtservice for a required debt reserve fund at least 90 days prior to the established project completion date. SRF loans typically require legal parity with other outstanding debt.
In October 2020, the City refinanced its outstanding 2010 Wastewater Revenue Bonds and a portion of its outstanding 2015 Wastewater Revenue Bonds. The refinancing resulted in an approximately $925,000 reduction in annual debtservice payments, freeing up financing capacity for projected new debt for the AWTF.
Financial Projections
BWA developed updated financial projections for the City’s wastewater enterprise that account for projected debt service and new operating expenses for the AWTF. The projections are generally based on the City’s 2021/22 Budget and incorporate a number of reasonable and slightly conservative assumptions. Key assumptions include:
The projections include the City’s previously‐adopted sewer rate increases effective through 2023/24 followed by small projected future annual 3% inflationary rate increases to keep revenues roughly in line with projected expenses.
Sewer service charge revenues are projected based on review of historical revenues and actual revenues received from July through December in the current fiscal year, adjusted to account for future rate increases and growth.
Growth is conservatively estimated at 50 new single family homes or equivalents per year. A number of development projects are currently underway or are in planning stages that are expected to drive growth in the City’s sewer customer base in upcoming years including Rosewood Phase 4, Royal Oak, Dogwood Street Phase 1, Lenar, KD Homes, Limonera, La Vuelta, and Sparkle Ranch.
Investment earnings each year are projected based on beginning fund reserves and interestrates that phase in from 0.5% in the current fiscal year to 1.5% over the next 4 fiscal years. 141
The financial projections assume SRF Loan proceeds are aligned with AWTF capital expenditures each year with the first reimbursement also accounting for the City’s project expenditures incurred prior to loan award. Actual SRF Loan reimbursements will lag the City’s construction expenditures as SRF will first need to review and approve each of the City’s future monthly reimbursement requests, which may take multiple months. As such, the City may need to fund multiple months of construction invoices while awaiting SRF reimbursement. It is expected that the City will be able to internally handle the cash flow funding needs of AWTF project construction by temporarily drawing down fund reserves. The City can evaluate if any additional interim financing might be needed if City fund reserves are inadequate to cover AWTF construction cash flow funding needs due to the lag in SRF reimbursements. Operating and maintenance expenses are primarily based on the current fiscal year Budget and account for annual cost escalation of 3.0% to 3.5% for different expense items. AWTF operational startup is projected for October 2024. The financial projections account for preliminary operating cost estimates developed by MKN Associates plus cost inflation. MKN’s operating cost estimates are based on a conservatively‐high estimate of chloride concentration at 135 mg/l resulting in cost estimatesthat may be on the high side for planning purposes. Actual chloride concentrations have been generally lower in recent history, potentially partially due to the City’s mitigation efforts including implementation of a water softener buyback program. Debt service includes the City’s outstanding wastewater revenue bonds and new projected debt service for a 30‐year SRF Loan for the AWTF.
The projections incorporate an updated 5‐year wastewater system capital improvement program that includes a little under $20 million of capital improvements to the wastewater treatment plant and sewer collection system accounting for projects other than the AWTF. After 5 years, future capital funding is projected to phase in to $2.5 million per yearin year 7 (2027/28) and subsequently escalate at the annual rate of 3% to account for future construction cost inflation.
Summary of Key Findings
The City has taken proactive steps to put itself in financial position to finance and operate the AWTF with adoption of multi‐year rate increases and refinancing of outstanding debt. In 2019, the City adopted 5 years of 3% annual sewer rate increases starting January 1, 2019 and subsequently effective each July 1 from 2019 through 2023. Although the rate increases did not specifically account for the AWTF project (since the City anticipated the project would be largely funded by other sources), the rate increases should provide adequate financial capacity for the City to issue debt to finance the AWTF. The projections also indicate that small, future inflationary rate increases will likely be needed to keep revenues aligned with projected costs of service, maintain adequate debt service coverage, and sustain a prudent pay‐as‐you‐go capital funding program. The City’s recent bond refinancing resulted in an approximately $925,000 reduction in annual debt service payments, freeing up financing capacity for new debt projected for the AWTF. 142
The City has maintained a healthy level of wastewater enterprise fund reserves with cash fund balances totaling roughly $11.5 million as of June 30, 2021 based on preliminary unaudited information provided by the City. The City anticipates drawing down a portion of its fund reserves to help fund near‐term capital improvements. The financial projections anticipate the City will maintain roughly $6 ‐ $7 million in fund reserves in future years, a little over 50% of future annual operating and debt service expenses. The projections do not assume any additional drawdown of fund reserves to help fund the AWTF project which is expected to be fully funded by a low‐interest‐ rate SRF Loan.
The City currently uses a private contractor for wastewater collection system and treatment plant operations. Contract costs have increased in recent years as reflected in the current Budget and financial projections. The City is in process of evaluating the potential for taking over wastewater collection and treatment operations. While the City anticipates this could result in savings, no potential savings have yet been factored into the financial projections. The projections assume the City implements its previously‐adopted sewer rate increases of 3% per year effective 2022/23 and 2023/24 and subsequently adopts future inflationary rate increases to keep revenues in line with projected annual funding needs. Future rate increases are projected at 3% per year starting 2024/25, declining to 2% per year starting 2028/29. With these small future rate increases, the wastewater enterprise is projected to remain in good financial health in future years with healthy fund reserves and annual revenues supporting projected operating and debt service requirements, a reasonable pay‐as‐you‐go capital improvement program, and debt service coverage projected to range in roughly the 1.40x to 1.60x range after the AWTF is constructed and in operation.
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List of Tables
Table 1 ‐ AWTF Project Cost Estimates
Table 2 ‐ Estimated AWTF Construction Schedule
Table 3 ‐ SRF Loan Debt Service Estimates
Table 4 ‐ Outstanding Debt Service
Table 5 ‐ 5‐Year Wastewater Capital Improvement Program Table 6 ‐ Wastewater Cash Flow Projections
Table 7 ‐ Monthly Sewer Service Charges Revenues & Billings Chart A ‐ Projected Revenues & Expenses
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Table 1
City of Santa Paula
AWTF Project Cost Estimates
Advanced Water Treatment Facility1 To Const Mid‐Point
Construction $14,380,000
3.5% Escalation to Construction Midpoint 1,126,000
Design 1,010,000
Allowance for Brine Disposal 250,000
CEQA, Permitting, Monitoring 108,000
Construction Phase Mgmt & Services 1,076,000
Admin and Legal 150,000
Financing Costs, Bond Counsel 80,000
Construction Contingency 2,160,000 ____________
Total Cost 20,340,000
AWTF Operating & Maintenance Costs2 2024 Cost Est
Estimated Annual O&M $1,422,000 $1,577,000
Cost per Acre‐Foot 1,762 1,954
Cost per MG 5,409 5,997
1 Source: Cost estimates from MKN Associates provided 11/17/21, includes 3.5% annual cost escalation to construction mid‐point.
2 Source: MKN Associates, Opinion of Probable O&M Costs for AWTF (Updated 10/17/21) plus 3.5% annual cost escalation for 3 years to ATWF startup. 145
Table 2
City of Santa Paula
Estimated AWTF Construction Schedule
2020/21 2021/22 2022/23 2023/24 2024/25
ATWF Project Funding $865,000 $560,000 $1,892,000 $12,294,000 $4,729,000 Cumulative 865,000 1,425,000 3,317,000 15,611,000 20,340,000 Source: Based on engineering cost estimates from MKN Associates provided 11/17/21. 146
Table 3
City of Santa Paula
SRF Loan Debt Service Estimates
30‐Year
SRF Loan
AWTF Project Cost $20,340,000
Sources of Funding
SRF Loan 20,340,000
City Cash Contribution 0 ____________
Total 20,340,000
SRF Loan Amount
AWTF Project Funding projected 20,340,000
Accrued Interest (During Construction) estimated 200,000 Other Issuance Costs/Contingency estimated 100,000 ____________ Total 20,640,000
Financing Terms
Repayment Term (Years) 30
Interest Rate estimated at current rate + 0.40% 1.20%
Annual Debt Service Starts 1 year after project completion 823,000 Debt Service Requirement City must set aside 1 year of debt service at 823,000 _______________ least 90 days prior to project completion date Note: Estimates shown for financial planning purposes, actual costs and rates may vary.
Note: The SRF Loan interest rate was reset on 11/10/21 to 0.80%; rate is subject to change. 147
Table 4
City of Santa Paula
Outstanding Debt Service
Year Ending 2010 Wastewater 2015 Wastewater 2020 Wastewater Total June 30 Revenue Bonds1 Revenue Bonds2 Revenue Bonds Debt Service 2021 $305,000 $2,643,650 $985,704 $3,934,354
2022 ‐ 1,307,825 2,626,301 3,934,126
2023 ‐ 1,306,225 2,628,302 3,934,527
2024 ‐ 1,308,225 2,625,276 3,933,501
2025 ‐ 1,308,625 2,626,097 3,934,722
2026 ‐ 1,307,425 2,625,905 3,933,330
2027 ‐ 183,925 3,749,336 3,933,261
2028 ‐ 1,363,925 2,562,135 3,926,060
2029 ‐ 1,362,625 2,572,135 3,934,760
2030 ‐ 1,364,925 2,571,135 3,936,060
2031 ‐ 55,650 3,879,535 3,935,185
2032 ‐ 55,650 3,879,935 3,935,585
2033 ‐ 55,650 3,876,608 3,932,258
2034 ‐ 55,650 3,880,225 3,935,875
2035 ‐ 1,645,650 2,285,408 3,931,058
2036 ‐ ‐ 3,933,598 3,933,598
2037 ‐ ‐ 3,937,053 3,937,053
2038 ‐ ‐ 3,934,862 3,934,862
2039 ‐ ‐ 3,935,595 3,935,595
2040 ‐ ‐ 3,934,094 3,934,094
2041 ‐ ‐ 3,935,359 3,935,359
2042 ‐ ‐ 3,935,891 3,935,891
2043 ‐ ‐ 3,928,757 3,928,757
2044 ‐ ‐ 3,934,124 3,934,124
2045 ‐ ‐ 3,936,493 3,936,493
2046 ‐ ‐ 3,935,862 3,935,862
2047 ‐ ‐ 3,930,828 3,930,828
2048 ‐ ‐ 3,932,750 3,932,750
2049 ‐ ‐ 3,931,290 3,931,290
2050 ‐ ‐ 3,931,448 3,931,448
2051 ‐ ‐ 3,938,055 3,938,055
2052 ‐ ‐ 3,932,453 3,932,453
2053 ‐ ‐ 3,928,020 3,928,020
2054 ‐ ‐ 3,924,583 3,924,583
2055 ‐ ‐ 3,921,968 3,921,968
Total 305,000 15,325,625 122,027,120 137,657,745
1 Fully refunded from 2020 Wastewater Revenue Bonds.
2 Partially refunded from 2020 Wastewater Revenue Bonds.
Note: Outstanding bonds have a 1.20x debt service coverage requirement. 148
Table 5
City of Santa Paula
5‐Year Wastewater Capital Improvement Program Anticipated Expenditures by Fiscal Year Project Description Carryovers 2021/22 2022/23 2023/24 2024/25 2025/26 Total Advanced Water Treatment Facility (AWTF)1 Included>>> $560,000 $1,892,000 $12,294,000 $4,729,000 ‐ $19,475,000Other Sewer Capital Improvements2 9039 Water Recycling Facility Floodwall 46,138 50,000 ‐ 500,000 ‐ ‐ 596,138 9213 Manhole Rehabilitation and Replacement 51,733 35,000 60,000 50,000 50,000 50,000 296,733 9214 Inflow and Infiltration Reduction 34,868 25,000 50,000 50,000 50,000 50,000 259,868 9215 Sewer Pipeline Rehabilitation 261,766 550,000 550,000 500,000 500,000 500,000 2,861,766 9286 Harvard Boulevard Sewer Pipeline3 963 650,000 5,806,640 ‐ 200,000 ‐ 6,657,603 9335 WRF‐ Bypass Influent Side to Pond, Pipe Mods 293,423 ‐ ‐ ‐ ‐ ‐ 293,423 9336 WRF ‐ Bypass Influent Side to Pond, Pond Liner 26,450 ‐ 410,000 ‐ ‐ ‐ 436,450 9338 WRF ‐ Facility Landscape Modifications 59,053 ‐ ‐ ‐ ‐ ‐ 59,053 9339 WRF ‐ Spare Parts Inventory 54,989 ‐ ‐ ‐ ‐ ‐ 54,989 9340 WRF ‐ Digester Blower Air Supply 20,000 ‐ 43,300 ‐ ‐ ‐ 63,300 9341 WRF ‐ Concrete Tank Cleaning and Inspection 4,309 345,700 ‐ 345,700 ‐ ‐ 695,709 9342 WRF ‐ Membrane Replacement 1,306,071 ‐ ‐ ‐ ‐ ‐ 1,306,071 9343 WRF ‐ SCADA and PLC Upgrades 278,041 ‐ ‐ ‐ ‐ ‐ 278,041 9344 WRF ‐ Chemical Systems Replacement 63,487 ‐ 27,300 ‐ ‐ ‐ 90,787 9345 WRF ‐ Percolation Pond Rehabilitation 11,000 ‐ ‐ ‐ ‐ ‐ 11,000 9346 WRF ‐ Polymer System Spill Containment 3,515 ‐ 13,000 ‐ ‐ ‐ 16,515 9347 WRF ‐ Screw Press Compressor Replacement 4,000 ‐ ‐ ‐ ‐ ‐ 4,000 9348 WRF ‐ Biofilter Odor Control System 873,000 ‐ 35,000 ‐ ‐ ‐ 908,000 9349 WRF ‐ Miscellaneous Preventive Maintenance 13,529 ‐ ‐ 100,000 100,000 100,000 313,529 9351 WRF Capital Expenditures 182,138 250,000 250,000 250,000 250,000 250,000 1,432,138 9352 WRF Site Improvement ‐ 80,113 34,000 50,000 50,000 50,000 264,113 9358 Backup Generator for Lemonwood Lift Station 49,614 ‐ ‐ ‐ ‐ ‐ 49,614 Add'l Placeholder for Future Sewer CIP ‐ ‐ 1,000,000 1,000,000 1,000,000 3,000,000 __________ __________ __________ __________ __________ __________ __________ Subtotal 3,718,200 2,434,300 7,596,340 2,200,000 2,000,000 2,000,000 19,948,840Total 3,718,200 2,994,300 9,488,340 14,494,000 6,729,000 2,000,000 39,423,840 1 Based on revised AWTF project schedule from MKN (note that an additional $865,000 was funded in prior years and is not shown on the table). 2 Source: City of Santa Paula proposed CIP for 2021/22 and 2022/23 and placeholder estimates for future years. 3 Project was budgeted in FY2021/22; table shows updated staff estimates of expenditures by fiscal year. 149
Esc 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 Adopted Adopted Adopted Projected Projected Projected Projected Projected Projected Projected Sewer Rate Increases 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 2.0% 2.0% 2.0% Growth: Single Family Equivalents 50 50 50 50 50 50 50 50 50 50 Revenue Impact of Growth ‐ 0.5% 0.5% 0.5% 0.5% 0.5% 0.5% 0.5% 0.5% 0.5% Interest Earnings Rate 0.50% 0.50% 0.75% 1.0% 1.5% 1.5% 1.5% 1.5% 1.5% 1.5% Beginning Sewer Fund Balances $11,489,000 $7,912,000 $5,280,000 $6,094,000 $6,652,000 $6,672,000 $6,690,000 $6,721,000 $6,784,000 $6,886,000 REVENUES 12,480,000
Sewer Service Charges 12,100,000 12,525,000 12,964,000 13,418,000 13,888,000 14,374,000 14,877,000 15,247,000 15,626,000 16,014,000Investment Earnings 62,000 45,000 47,000 71,000 115,000 115,000 115,000 116,000 117,000 118,000 Development Impact Fees 255,000 255,000 255,000 255,000 255,000 255,000 255,000 255,000 255,000 255,000 Other Revenues
& Penalties 15,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 _________ _________ _________ _________ _________ _________ _________ _________ _________ _________ Subtotal 12,432,000 12,845,000 13,286,000 13,764,000 14,278,000 14,764,000 15,267,000 15,638,000 16,018,000 16,407,000 SRF 1st Reimb
SRF Loan Proceeds, Reimb/Drawdown 3,317,000 12,294,000 4,729,000 EXPENSES AWTF Startup
Operating
& Maintenance Budget Budget Est. Oct‐1 2024
Wastewater Engineering 3.5% 1,044,000 1,090,000 1,128,000 1,167,000 1,208,000 1,250,000 1,294,000 1,339,000 1,386,000 1,435,000Wastewater Operations 3.5% 1,477,000 1,479,000 1,531,000 1,585,000 1,640,000 1,697,000 1,756,000 1,817,000 1,881,000 1,947,000Wastewater Treatment Contract 3.0% 2,090,000 2,150,000 2,215,000 2,281,000 2,349,000 2,419,000 2,492,000 2,567,000 2,644,000 2,723,000Transfers & Overhead 3.0% 602,000 623,000 642,000 661,000 681,000 701,000 722,000 744,000 766,000 789,000 Other One‐Time Expenses 150,000 30,00000000000
AWTF Operating
& Maintenance 3.0% 0 0 0 1,577,000 1,624,000 1,673,000 1,723,000 1,775,000 1,828,000 1,883,000 _________ _________ _________ _________ _________ _________ _________ _________ _________ _________ Subtotal 5,363,000 5,372,000 5,516,000 7,271,000 7,502,000 7,740,000 7,987,000 8,242,000 8,505,000 8,777,000 Debt Service 1st SRF Pymt2015 Wastewater Bonds 1,308,000 1,306,000 1,308,000 1,309,000 1,307,000 184,000 1,364,000 1,363,000 1,365,000 56,000 2020 Wastewater Bonds 2,626,000 2,628,000 2,625,000 2,626,000 2,626,000 3,749,000 2,562,000 2,572,000 2,571,000 3,880,000 SRF Loan for AWTF, Projected 0000 823,000 823,000 823,000 823,000 823,000 823,000 _________ _________ _________ _________ _________ _________ _________ _________ _________ _________ Subtotal 3,934,000 3,934,000 3,933,000 3,935,000 4,756,000 4,756,000 4,749,000 4,758,000 4,759,000 4,759,000 Capital Improvements
AWTF Project Costs 560,000 1,892,000 12,294,000 4,729,000000000 Other Capital Improvements 2,434,000 7,596,000 2,200,000 2,000,000 2,000,000 2,250,000 2,500,000 2,575,000 2,652,000 2,732,000 Carryover CIP 3,718,200000000000
_________ _________ _________ _________ _________ _________ _________ _________ _________ _________ Subtotal 6,712,200 9,488,000 14,494,000 6,729,000 2,000,000 2,250,000 2,500,000 2,575,000 2,652,000 2,732,000 Total Expenses 16,009,200 18,794,000 23,943,000 17,935,000 14,258,000 14,746,000 15,236,000 15,575,000 15,916,000 16,268,000Revenues Less Expenses (3,577,200) (2,632,000) 1,637,000 558,000 20,000 18,000 31,000 63,000 102,000 139,000 Transfer to SRF Reserve Fund ‐ ‐ 823,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ Ending Sewer Fund Balances(Excluding SRF Rsrvs) 7,911,800 5,280,000 6,094,000 6,652,000 6,672,000 6,690,000 6,721,000 6,784,000 6,886,000 7,025,000 SRF Reserve Fund ‐ ‐ 823,000 823,000 823,000 823,000 823,000 823,000 823,000 823,000 Debt Service Coverage (Minimum Req't > 1.20) 1.80 1.90 1.98 1.65 1.42 1.48 1.53 1.55 1.58 1.60 Annual Funding Generated for CIP (Excluding AWTF) 3,135,000 3,539,000 3,837,000 2,558,000 2,020,000 2,268,000 2,531,000 2,638,000 2,754,000 2,871,000 Ending Fund Balances as
% of O&M 148% 98% 110% 91% 89% 86% 84% 82% 81% 80%
Ending Fund Balances as
% of O&M + Debt 85% 57% 64% 59% 54% 54% 53% 52% 52% 52% Table
6 ‐ City of Santa Paula ‐ Wastewater Cash Flow Projections AWTF Funded by 30‐Year SRF Loan 150
5.4 5.4 5.5 5.7 5.9 6.1 6.3 6.5 6.7 6.9
1.6 1.6 1.7 1.7 1.8 1.8 1.9 3.9 3.9 3.9
3.9 3.9 3.9 3.9 3.9 3.9 3.9
0.8 0.8 0.8 0.8 0.8 0.8 6.2 7.6
2.2 2.0
2.0 2.3 2.5 2.6 2.7 2.7
$0$5
$10$15$20
2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 Annual Expenses ($ Millions)
Capital Projects (Excluding AWTF)New AWTF Debt ServiceOutstanding Debt ServiceNew AWTF Operating ExpensesOperating & Maintenance ExpensesProjected Annual Revenues Santa Paula Wastewater Enterprise
Projected Revenues & Expenses ($ Millions)
Chart A
Note: Expenses exclude AWTF Project capital costs which are financed via debt, but include projected debt service for the AWTF. 151
Table 7
City of Santa Paula
Monthly Sewer Service Charge Revenues & Billings
JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL Incr % Sewer Service Charge Receipts
2021/22 953,573 1,017,809 1,042,330 989,425 1,010,339 989,539 6,003,015 4.2% 2020/21 938,060 950,718 956,372 969,908 976,935 969,216 959,857 964,952 1,001,719 942,144 966,825 1,002,432 11,599,138 4.7% 2019/20 909,978 953,223 971,611 931,318 918,226 944,971 923,340 869,865 927,515 912,923 890,065 930,200 11,083,233 5.7% 2018/19 890,131 887,146 891,117 875,934 875,828 892,355 860,973 822,763 841,426 805,735 817,929 1,022,881 10,484,219 Sewer Service Charge Billings
2021/22 1,030,833 1,062,473 1,045,354 1,047,542 1,043,981 1,028,235 6,258,418 6.4% 2020/21 961,855 977,070 990,820 987,523 998,218 966,092 984,882 953,519 968,781 992,968 1,013,647 1,007,600 11,802,973 6.2% 2019/20 928,981 951,530 935,365 922,913 961,823 889,140 871,066 928,521 934,867 916,082 931,535 943,080 11,114,902 2.3% 2018/19 930,678 950,667 956,281 905,626 926,057 888,932 872,608 872,032 852,316 871,031 915,012 920,676 10,861,917 Source: Based on monthly revenue and billing data provided by the City of Santa Paula. 152
EXHIBIT B
Resolution No. 7382
153
RESOLUTION NO. 7382
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA PAULA
REQUESTING THE REIMBURSEMENT OF CERTAIN EXPENDITURES FOR
THE ADVANCED WATER TREATMENT FACILITY PROJECT
The City Council hereby resolves as follows:
SECTION 1: The City Council finds and declares as follows:
A. The City of Santa Paula (the "City") desires to finance the costs of planning, designing and constructing the Advanced Water Treatment Facility (the "Project");
B. The City intends to finance the construction and/or reconstruction of the Project or portions of the Project with moneys ("Project Funds") provided by the State of California, acting by and through the State Water Resources Control Board (State Water Board);
C. The State Water Board may fund the Project Funds with proceeds from the sale of obligations the interest upon which is excluded from gross income for federal income tax purposes (the "Obligations"), D. Prior to either the issuance of the Obligations or the approval by the State Water Board of the Project Funds, the City desires to incur certain capital expenditures (the "Expenditures") with respect to the Project from available moneys of the City; and
E. The City has determined that the money to be advanced on and after the date hereof to pay the Expenditures are available only for a temporary period and it is necessary to reimburse the City for the Expenditures from the proceeds of the Obligations.
SECTION 2: The City hereby states its intention and reasonably expects to reimburse Expenditures paid prior to the issuance of the Obligations or the approval by the State Water Board of the Project Funds.
SECTION 3: The reasonably expected maximum principal amount of the Project Funds is $23,000,000.
SECTION 4. This resolution is being adopted no later than 60 days after the date on which the City will expend moneys for the construction portion of the Project costs to be reimbursed with Project Funds.
SECTION 5: Each City expenditure will be of a type properly chargeable to a capital account under general federal income tax principles.
154
SECTION 6: To the best of our knowledge, the City is not aware of the previous adoption of official intents by the City that have been made as a matter of course for the purpose of reimbursing expenditures and for which tax-exempt obligations have not been issued.
SECTION 7: This Resolution is adopted as official intent of the City in order to comply with Treasury Regulation §1.150-2 and any other regulations of the Internal Revenue Service relating to the qualification for reimbursement of Project costs.
SECTION 8: All the recitals in this Resolution are true and correct and this City so finds, determines and represents.
SECTION 9: The City Clerk shall certify the adoption of this Resolution and cause the fully executed Grant Deed to be recorded in the Office of the County Recorder.
PASSED, APPROVED AND ADOPTED this 19th day of January, 2022. _______________________________
Jenny Crosswhite, Mayor
ATTEST:
_________________________
Julie Latshaw, City Clerk
Approved as to Form:
_________________________
John C. Cotti, City Attorney
155
To: Honorable Mayor and Members of the City Council
From: Travis Walker, Police
Subject: WAIVE FORMAL BIDDING AND ACCEPT CONTRACT WITH MARK43 INC. FOR COMPUTER AIDED DISPATCHING AND RECORDS
MANAGEMENT SYSTEM.
Date: January 19, 2022
Agenda Item: 11.C
CITY OF SANTA PAULA
MEMORANDUM
RECOMMENDATION:
Staff recommends the approval of a contract with Mark 43, Inc. in the amount of $636,004 for the delivery of a Computer Aided Dispatching and Records Management System for the Santa Paula Police Department, as well as services required to integrate the solution.
Presented by: Travis Walker, Chief of Police
BACKGROUND:
The Police Department’s current Computer Aided Dispatching (CAD) and Records Management System (RMS) has been in use since 1997 and has become functionally unable to effectively serve the modern-day reporting needs of our law enforcement agency. The system is not only outdated and inefficient, but has recently experienced numerous reliability issues and no longer has a service warranty, thus it has become a drain on our IT resources.
As a result, the Council not only identified replacement of this system in the recently adopted Strategic Plan, but also allocated federal stimulus funds to assist with the replacement of the system.
ANALYSIS:
The City of Santa Paula Police Department requested proposals from qualified firms to replace the current CAD and RMS with a web-based, California Incident-Based Reporting System (CIBRS) and National Incident Based Reporting System (NIBRS) compliant CAD and RMS solution. The NIBRS crime reporting standard was mandated by the Federal Bureau of Investigation (FBI) to replace current Uniform Crime Reporting (UCR) standards in January 2021, and the State of California has mandated that we begin implementation by September 2022.
The RMS is a department-wide system that integrates with the City’s Public Safety Computer Aided Dispatch (CAD) system. The RMS allows for report creation, storage, retrieval, 156
retention, editing, archiving and viewing. Newer Records Management Systems include: 1) more robust system interfaces and seamless integrations with applications and systems which officers use on a daily basis, 2) streamlined report writing in the field, utilizing dynamic dropdowns for specific offenses/incidents, 3) links to body worn camera video for detectives, 4) robust and customizable reporting features reducing UCR back office custom report writing, 5) more frequent software and systems updates with reduced system down-time, 6) and seamless sharing of information with partner agencies over a secured web interface. The new RMS system will reduce the time it takes for an officer to write reports resulting in additional patrol time availability.
The CAD is used to facilitate incident response and communication in the field. CAD systems are the first point of entry for information coming into the law enforcement system. Typical CAD system functions include resource management, call taking, location verification, dispatching, unit status management, and call disposition. Additionally, mapping functionality, interface with mobile data computers (MDC), and interfaces with other external local, state, and federal information systems. Call takers, dispatchers, and their supervisors are primary users of CAD. Units in the field may interact via mobile data computers.
One of the Police Department’s top priorities in evaluating the proposals received was identifying a partner who could provide a robust CIBRS/NIBRS compliant solution. Ultimately, this solution will enhance operations, increase officer safety and efficiency in the field, promote trust and participation within the community, and support the growing data reporting and analysis needs.
On March 17, 2021, the Police Department’s Executive Management Team began engaging vendors who had proven records of successfully delivering a highly configurable turnkey CAD/RMS, Field Based Reporting System, Case Management System, Jail Management, and a Property and Evidence Management solution to other municipal law enforcement agencies similar in size and function to our agency.
We received responses from Tyler Technologies, Mark43 Inc., and Sun Ridge Systems Incorporated. These three firms are industry leaders in providing platform solutions that would meet the specific needs of our police department. Each platform was evaluated independently.
The evaluation committee was comprised of the following; IT Manager, Police Commanders (2), Detective Bureau Supervisor, Records Manager, Police Officer’s Association representative, Statistician / Crime Analyst, Dispatch Supervisor, Property/Evidence, and Professional Standards Supervisor.
157
An extensive evaluation process was conducted which included an initial technical and administrative review and shortlisting process followed by a more thorough technical review of the proposals which included staff conducting site visits, vendor interviews, discussions with peers utilizing the systems, and a platform demonstration.
The Evaluation Committee met in June, 2021, to evaluate the bids submitted by the three companies, discuss final recommendations based on organizational needs, and make a recommendation to the Chief of Police. Mark 43, Inc. provided us with the best priced service agreement that met the specific needs of our organization. Mark 43’s solution perfectly matched the needs the agency was seeking and would provide the greatest opportunities to meet our future service needs as the organization grows. Mark 43’s initial term pricing came in at $219,914.00 for implementation and $83,218.00 annually over six years, while Tyler Technologies costs were significantly greater. Tyler provided a more detailed cost breakdown on December 3
rd, 2021, and they were still considerably higher than Mark43 Inc. with a price of $481,670 in startup costs and $156,184 annual maintenance / hosting fees, whereas Sun Ridge only submitted a $457,944.00 “Ballpark Quotation.” The Police Department and IT Department worked in concert to negotiate a contract and Statement of Work with terms that are satisfactory to the needs of the City. The initial contract term is for a period of six (6) years, beginning on the date approved by City Council. Pricing has been secured for these options and is listed as an optional renewal period. This contract will also establish a price cap for any increases in annual subscription service fees for the effective contract dates, subject to satisfactory system performance and based on future budget availability.
Mark 43, Inc. currently has multiple agencies using their platform in the State of California, and many other states nationwide. Agencies both large and small, are currently using this solution to include the California Highway Patrol, Hemet Police Department, Boston Police Department, and Seattle Police Department.
The new system will provide the following enhancements to the Santa Paula Police Department:
Reduce officer report writing and administrative time by more than fifty (50) percent, thereby increasing officer patrol time (from approximately 40 minutes on average to 16 minutes)
Better interface and integration with applications and systems used by officers’ daily Support the growing reporting and analysis needs
Enhance operations: focus on officer needs in the field Reduce downtime during systems upgrades
SPMC section 41.10 allows the Council to waive formal bidding requirements when required or desirable. Staff respectfully requests Council waive the formal bidding requirements for this purchase 158
due to the fact that the rapid deterioration of the functional stability of our current system has created an immediate need to select a replacement solution and a formal request for purchase process would have created an additional delay that our IT Department felt would have jeopardized the sustainability of our current system. Additionally, three qualified vendors capable of supplying a technical solution that meets the specific needs of the city were consulted and provided competitive quotes.
STRATEGIC PLAN:
Supporting this request helps fulfill a key public safety objective in the Council’s Strategic Plan. Objective E.7 calls to “Develop a crime analysis system to strategically deploy resources using date to provide transparency and clarity to the public around actual crime statistics.” The metric associated with this objective is the “implementation of a new CAD System.”
FISCAL IMPACTS:
The total cost of the Mark 43 system, including six years of subscription and support services totals $636,004. Initial implementation costs are $217,914, made in five payments over the course of the ten-month implementation phase, with annual subscriptions fees for years two through six in the amount of $83,218. On December 15, 2021 Council authorized $45,000 in ARPA funding to pay for the first two payments due to the vendor this fiscal year. In May 2021 Council earmarked $300,000 for the CAD system, thus an allocation out of the second tranche of ARPA funding, anticipated in July 2022 for FY 22/23, would need to cover the balance of the start-up costs. The subsequent subscription services, for years 2 to 6, in the annual amount of $83,218 will be funded from the Police Department’s Operating Budget, however it should be noted that this annual cost is approximately double the current subscription costs.
OPTIONS:
Should this contract not be approved, the Santa Paula Police Department will not be able to meet the 2022 compliance deadlines for crime statistics reporting, and will have to continue relying on the current system that is growing more unstable by the day.
ATTACHMENTS:
159
To: Honorable Mayor and Members of the City Council
From: Jonathan Royas, Administration
Subject: 2021-2023 CITY COUNCIL STRATEGIC PLAN PROGRESS REPORT Date: January 19, 2022
Agenda Item: 11.D
CITY OF SANTA PAULA
MEMORANDUM
RECOMMENDATION:
Staff recommends that the City Council:
1. Receive an update on the Council's Strategic Plan, and
2. Direct staff to take additional, related action that may be desirable.
Presented by: Jonathan Royas, Management Analyst
BACKGROUND:
On June 16, 2021, City Council adopted a new 2-Year Strategic Plan after a thorough and extensive process which included feedback and input from City Council, executive staff and the public via several public workshops. The purpose of this endeavor was to identify community challenges and develop a timeline to solve these opportunities as defined by the Council and City staff.
The 2021-2023 Strategic Plan contains the following key components:
Vision Statement
The City of Santa Paula is an innovative and collaborative organization delivering exceptional services that enhance a sustainable and vibrant community where residents, families, and businesses can thrive.
Mission Statement
The City of Santa Paula is committed to providing and continually creating a safe, sustainable, and innovative place to live, work and thrive.
Core Values
Innovation - We consistently apply better solutions and approaches to improve how we work with each other and serve our community.
Collaboration/Teamwork - We are active and connected individuals and teams working 160
together to advance our goals and achieve success.
Diversity/Inclusivity - We are an organization that embraces the range of human differences and points of view.
Accountability - We value the ability of our staff and organization to honor our commitments to our community and each other.
Integrity - We are consistently open, honest, ethical and genuine.
What does a thriving Santa Paula look like to you in two years? Tourism / Economic Prosperity / Community Services / Community Engagement / Communications
Seven Categories with Goals
A. Arts, Culture, and Entertainment
Goal: Become a regional leader of the arts, culture, and entertainment that accurately represents our history and core values.
B. Economic Development
Goal: Enhance the economic vitality of the community through measures targeted towards development and business retention and expansion and attraction, resulting in diverse housing options, increased revenue generation, job creation, and a businessfriendly community.
C. Infrastructure, Transportation & Mobility
Goal: Maintain and develop the City's infrastructure to be safe, sustainable, innovative, and cost-efficient.
D. Connected and Healthy Community
Goal: Educate and engage residents and businesses about programs, initiatives and foster regional partnerships that create a safe and healthy community to live, work and thrive.
E. Public Safety
Goal: Create an environment within the City in which our residents feel safe and which promotes the City as a location of choice for living, working, visiting and recreating.
F. Community Vitality
Goal: Provide the residents of Santa Paula with sustainable resources and programs to make this a great place to live and grow.
G. Operational Excellence
Goal: Provide excellent service to the community in a cost-effective manner with an engaged workforce with a focus on continuous improvement and outstanding customer service.
Within these seven categories are 59 objectives, some of which overlap between different strategic plan categories and departments. Numerous objectives have attracted the attention of staff this past year in the areas of economic development, public outreach, emergency preparedness, homelessness, youth services, public safety, infrastructure and beautification.
ANALYSIS:
The attached Exhibit A – 2021-2023 City Council Strategic Plan Progress Report, identifies the 161
progress made in the past six months towards the seven overarching categories and the 59 objectives contained within.
Despite unprecedented events last year, staff is pleased to report our progress towards Council’s plan. Of the 59 new objectives in the plan, staff has completed three objectives and taken action on 46 objectives with notable success in the following areas:
Completed Strategic Plan Objectives
Arts, Culture & Entertainment
Objective #3 - Establish funds and transparent policies for City event support Council adopted a Special Events Sponsorship Program allocating $30,000 per year to support local non-profits in events such as Cruise Nights, downtown markets, festivals and parades. Staff will return to Council soon for their consideration of a separate support program for some long standing community events (i.e. parades, events for veterans, etc…) Public Safety
Objective #4 - Allocate more budget for Crisis Intervention and De-escalation Techniques (CIT) training, & analyze the possibility of a caseworker going with Police on specific calls.
All patrol personnel are now certified in Crisis Intervention. Officer D. Varela was even named CIT Officer of the Year by the County of Ventura.
Objective #5 - Create a Police Department Strategic Plan that aligns with the City's.
Completed during Department Team Building Workshop in September 2021.
In Progress Highlights
Economic Development
Objective #2 - Beautify downtown with public amenities, signage, facades, & safety measures.
RRM Consulting has provided a comprehensive list of proposed downtown improvements and reviewed them with the Property Business Improvement District (PBID). Council will receive an update in February. Project schedule has yet to be developed and completed projects are being tracked and are updated on the city's website and will be presented to Council in department updates. Council allocated $50,000 towards downtown beautification and an additional $30,000 for continued economic development and downtown enhancements. Ongoing projects in the downtown include Green Street Alley fountain repurposing, Main Street tree grinding and repair of tree grates, Main Street tree lighting, downtown power washing, revitalization of the banner program, partnership with Santa Paula Proud and Santa Paula Beautiful, City Corps.
Objective #8 - Attract filming opportunities: update City Website, attend conferences/expos, and network.
162
Staff and the Chamber of Commerce have had discussions on how to coordinate these efforts and how to deliberately attract filming opportunities.
The film webpage has been updated and expanded and the final touches are being added to include location photos.
Connected and Healthy Community
Objective #3 - Implement a Marketing and Communications Plan to improve the reputation of Santa Paula, increase city revenues, and draw outsiders in.
The front page of the City website now includes a Community Events tab with information on all public events occurring within the City. September 2021 flash mob event #VivaSantaPaula, took place during Cruise Night and was livestreamed with over 1000 social media engagements and drew in a record breaking crowd to the downtown.
Objective #5 – Strengthen regional & state relationships to promote mental health services.
Staff partnered with Ventura County Mental Health to conduct weekly outreach through the RISE Program (Rapid Integrated Support & Engagement) / Homeless Engagement with Behavioral Health and Medical personnel. Staff has worked with community partners to create the Santa Paula Social Services Coalition. Membership currently includes 17+ organizations; the group has been meeting monthly. Social Services Fair is being planned for March/April 2022. A part-time Recreation Coordinator will be hired in 2022 to serve as liaison and assist the Coalition organizations with connecting residents to their services.
Public Safety
Objective #7 - Develop a crime analysis system to provide crime data transparency to the public.
Council recently supported $45,000 in ARPA funds to help initiate a new CAD and Records Management system. Pending Council action earlier this evening, this objective will be initiated.
Community Vitality
Objective #1 - Expand volunteerism, youth, & senior programs.
The City continues to host Santa Paula Beautiful events through Santa Paula Proud. In addition, the City has hired two City Corps Leader Trainees and is looking to partner with the Property Business Improvement District (PBID) to expand the program downtown.
Operational Excellence
Objective #4 - Develop programs around employee retention, engagement, & succession.
Council approved Employee Enrichment Resolution to assist with these objectives. 98% of City staff have received training towards becoming a Strengths-based organization.
163
STRATEGIC PLAN:
This progress report supports completion towards City Council’s two-year Strategic Plan.
FISCAL IMPACTS:
There are no direct costs associated with Strategic categories or goals. Specific objectives contained within the plan may have direct fiscal impacts, which have either been incorporated into the FY 2021-23 budget, will require additional funding sources or will need to be approved by Council once a budget has been developed and a project is ready for Council’s authorization.
PERSONNEL IMPACTS:
It is important to understand that the vast majority of time spent by City staff is dedicated to mandated, routine and/or responsive tasks. Especially in Santa Paula where staff ratios are extremely burdened and there is limited ability to pursue new initiatives, the capacity to complete the objectives contained in the Strategic Goals may be constrained.
OPTIONS:
1. Amend the plan and/or provide further direction to staff.
2. Reject the plan.
ATTACHMENTS:
Exhibit A - 2021-2023 City Council Strategic Plan Progress Report 164
EXHIBIT A
2021-2023 City Council Strategic Plan
Progress Report
165
Catego
ry
# Description Budget
Impact Metrics (add more if desired) Specific Updates (What has been completed? What is in progress? What is planned?) Estimated %
Complete
A 1 Support the public arts and mural
program.
$1,500 +
staff time
1. Percentage of in-lieu fees set aside for arts
2. Fund at least one new mural per calendar year
Plan and program will be initiated following formation of Cultural Arts Council. Options are currently being evaluated by the consultant assisting with the creation of a Cultural Arts Council for Santa Paula. Will provide update to Council in March 2022 with A4.
A 2
Explore entertainment
opportunities for future
amphitheater.
$25,000 +
staff time
1. Begin a summer concert series in 2023;
2. Complete 5 concerts in first year
Nothing has been completed towards this effort. Anticipate starting on this summer of 2022.
Staff has had conversations with the Chamber on how we might partner with them to bring acts to this planned venue including reaching out to private organizers.
A 3 Establish funds and transparent
policies for City event support
$20,000/year
+ staff time
1. Approved policy and budget/funds, number of
street fairs, parades, events, etc. funded by these
funds
Council adopted Special Event Sponsorship Program with $30K. We do anticipate going back to Council for their consideration of additional support for some long standing community events (i.e. parades, events for veterans, etc…)
A 4 Establish and support a Cultural
Arts and Tourism Council. $1,500
1. Establish the Council
2. Promotion of arts/history/culture
3. Number of artists and projects per year
4. Number of digital and print materials distributed
5. Number of events
6. Establish monthly calendar of events
Staff has held several meetings with members of the art community regarding the next steps in creating a Cultural Arts Council for Santa Paula. Council has set aside $10K to hire a consultant to pursue this objective and staff/consultant will come back to Council in March with an update; Establishment of a monthly calendar of in-town events is complete.
A 5
Pursue the integration of
technology with QR codes for
historical buildings/murals.
$3,500 +
staff time
1. Number of plaques installed and number of QR
codes created for existing points of interest Discussion continues with Chamber of Commerce on price and timeline for installation A 6 Obtain funding for arts, culture,
and entertainment. Staff time 1. Number of grant applications vs. the number of grants won for Arts, Culture, and Entertainment. None submitted/won at this time B 1 Increase communication with local
businesses.
$500 + staff
time
1. Conduct one business roundtable per quarter,
beginning in Fall 2021
2. Number of email blasts, newsletters, etc.
Admin: Staff created survey to gauge business owners' interest in in-person roundtables every quarter. Chamber to distribute survey to members. CED: Round table conducted with business owners, developer and brokers regarding East Area development (including Harvest, multi-family residential, medical center and commercial development) B 2
Beautify downtown with public
amenities, signage, facades, &
safety measures.
$500,000 +
staff time
1. Develop a schedule for completion of suggested
improvements, based on priority, and present
periodic updates to the Property Business
Improvement District (PBID) and City Council.
2. Schedule, milestones, projects (number of
facades improved, number of wayfinding signs
installed, etc.)
RRM Consulting has provided a comprehensive list of proposed downtown improvements and reviewed them with the PBID. Council will receive an update on February 2, 2022. Project schedule has yet to be developed and completed projects are being tracked and are updated on the city's website and will be presented to Council in updates. Council allocated $50K towards downtown beautification and an additional $30K for continued economic development and downtown enhancements.
B 3
Continue developing a property
inventory for commercial & housing
locations.
Funded
through
grants + staff
time
1. Completion of Housing Element baseline study by
August 2021
Due to delays resulting form COVID constraints final approval for the Housing Element is scheduled for Summer 2022.
2021-2023 City Council Strategic Plan Progress Report
166
B 4
Create a positive business
environment through outreach to
businesses.
Staff time
1. Meet with a minimum of three new businesses
every month
2. Develop a Heritage Valley network of business
assistance professionals to develop local and
regional programs within the 2021-22 fiscal year
3. Number of business participation in program,
number of focus groups, surveys, folks reached
1.Staff continues to meet with businesses on a monthly basis (18 businesses since September) 2. No activity to report 3. No activity to report B 5 Provide counseling/workshops for
new and existing businesses. TBD
1. Number of counseling/workshops/roundtables
held for existing businesses; number for new
businesses
Staff is in the process of surveying local business owners with assistance from the Chamber of Commerce to gauge what types of counseling/workshops businesses will benefit from.
B 6 Pursue grants & funds to support
businesses. TBD Grant applications versus grants won, funds awarded and disbursed.
B 7 Attract tourists through local &
regional partners.
$10,000/year
+ staff time
1. This could be measured by the Transient
Occupancy Tax (TOT) increase and develop a
survey program by Spring 2022 in cooperation with
retailers, hotels, and restaurants to capture visitor
feedback, estimated number of tourists increase
(number or percent)
Chamber is leading reactivation of the Heritage Valley Visitors and Tourism Bureau and staff will be actively participating in this group beginning February 2022. Council has set aside $20K to assist over the next two years.
B 8
Attract filming opportunities:
update City Website, attend
conferences/expos, and network.
$6,500 +
staff time
1. Number of hits on filming webpage (Google
Analytics),
2. Number of employees and conferences attended,
3. Number of shows/tv shows/movies filmed in
Santa Paula,
4. Permit revenue generated
P&R: Staff and the Chamber of Commerce have had some early discussions on how to coordinate these efforts and how to deliberately attract filming opportunities. Admin: Film website has been updated. Final touches pending (photos of locations).
B 9 Foster relationships with local
transportation providers. Staff time
1. Number of combined meetings with airport and
railroad management annually to collaborate to
promote assets, events, and amenities.
Meetings to be scheduled with the new rail operator (Sierra Northern) and the airport management Q1 of 2022.
B 10 Attract "drive-by" traffic by
identifying/building key locations. TBD 1. Specific locations for improvements and related costs within the 2021-22 fiscal year Locations have been identified and staff will be reaching out to CALTRANS and local partners to develop strategies and cost estimates for improvements.
C 1
Improve and maintain pedestrian
systems through a Sidewalk
Maintenance Plan with annual
maintenance and ADA
improvements.
$85,000 +
staff time
1. Linear feet of improvements for sidewalk,
pedestrian, and cycling.
Contract with ADA consultants approved and kickoff meeting completed. Public engagement process underway.
C 2
Create a Class I and II Bike Trail
Master Plan.
Funded
through
grants + staff
time
1. Progress on master plan (milestones). Grant application is forthcoming.
C 3 Improve working conditions & find
alternatives for City facilities. TBD
1. Develop a Citywide Facilities Master Plan;
2. Develop a City Hall Campus Master Plan
incorporating Ventura Street Right of Way (ROW)
and Veteran's Park;
3. improve Corp. Yard facility insulation, HVAC
systems, and parking lot drainage
Corp Yard parking lot drainage improvement have been completed. 167
C 4 Explore opportunities for
Broadband High-Speed Internet.
Stimulus,
grants, +
staff time
Continue to monitor the County fiber project;
evaluate grant opportunities as they become
available; create a Broadband Master Plan; actively
participate in Broadband Consortium; miles of fiber
conduit installed.
Staff in regular contact with County and Regional partners regarding County Middle Mile; Members of Broadband Committee have met with Spectrum, Geolinks and in Feb 2022, Frontier. Group working on Broadband plan in preparation for infrastructure fund grants.
C 5 Explore funding to develop an
Energy Efficiency Program. TBD
1. EEP is forthcoming in June/July 2021 to address
recommended EEP improvements, funding
requirements, and available funding sources for City
Council consideration and approval.
EEP to be presented January 2022 (COVID delays)
C 6 Work towards improvement of
downtown parking lot lighting. TBD 1. Number of lights identified, procured, and installed.
Staff is working with local contractor/PW streets staff to update lighting in Green Street alley parking lot and Art alley parking lot with assistance from PBID. (Lights upgraded in Jan 2022 - 5 Cobraheads, 6 acorn)
D 1
Increase Nixle subscribership to
enhance disaster-preparedness
efforts.
$15,000 +
staff time
1. Implement a marketing plan within one year
which results in growing our current subscribership
of 2100+ subscribers to at least 15,000 subscribers.
D 2
Provide community education
about City projects, processes, &
permits.
$1,500 +
staff time
1. By 3rd quarter, activate vacant space on Main
Street to provide periodic town hall/remote city hall
outreach for community engagement
2. Measure the frequency and types of events
hosted.
Conducted Housing Element public input sessions in vacant building on Main St. in Aug/Sept 2021. Staff continuing to access opportunities for use of space in the downtown.
D 3
Implement a Marketing and
Communications Plan to improve
the reputation of Santa Paula,
increase city revenues, & draw
outsiders in.
$60,000 +
staff time
Utilize City's website calendar to include special
events (regional events); Number of events
conducted which bring outsiders to Santa Paula;
implement a new annual event intended to draw
outsiders to Santa Paula; create a social media
hashtag to be used for all events in Santa Paula;
Measure social media engagement for each event;
events
City website now includes a Community Events tab with information on all public events occurring within the City. September 2021 flash mob event #VivaSantaPaula, took place during Cruise Night and livestreamed with over 1000 social media engagements not to mention drew a record breaking crowd to the downtown.
D 4 Provide meeting spaces for mental
health workshops and services. TBD
1. By 3rd quarter 2021, activate vacant space on
Main Street to provide periodic space for outreach
for community engagement
2. How many mental health events per quarter
were hosted?
No activity due to COVID limitations.
D 5
Strengthen regional & state
relationships to promote mental
health services.
Staff time
1. Number of events held per quarter;
2. Number of partnerships functioning partnerships
active in Santa Paula;
3. Number of resources available to the community;
4. Number of days/hours victim advocate supports
Santa Paula
PD: Partnered with Ventura County Mental Health to conduct weekly outreach through the RISE Program (Rapid Integrated Support & Engagement) / Homeless Engagement with Behavioral Health and Medical personnel. P&R: Staff has worked with community partners to develop the Santa Paula Social Services Coalition. Membership currently includes 18+ organizations; group has been meeting monthly. Social Services Fair coming March/April 2022. PT Recreation Coordinator will be hired in 2022 to serve as liaison and assist the Coalition organizations with connecting residents to their services.
D 6 Work with County to expand
hospital and medical facilities. Staff time
1. Number of quarterly or annual meeting
2. Improvements to the hospital that resulted from
meetings.
1. Four meetings held with medical center development team 2. Initial plan submittal scheduled for early February 2022 for Hallock /126 site.
E 1
Analyze options to address and
reduce homelessness and support
homeless shelter services.
$135,000 +
staff time
Point in Time count will establish a baseline
population and we can measure success based on
tracking the resources provided and assistance
accepted.
Continued coordination with Ventura County, Nature Conservancy and Santa Paula PD on camp clean-up and homeless outreach on VCTC ROW, Santa Paula Creek and Santa Clara River (PD is tracking numbers)
168
E 2
Expand safety cameras to cover
critical infrastructure & public
spaces.
$200,000 +
staff time 1. Number of cameras installed 12 cameras installed around Police Department and in City Jail.
E 3
Develop the concept for a Santa
Paula Neighborhood Watch
Program.
$1,200/year
+ staff time
1. Quarterly measurement of participation at inperson meetings / online engagement and growth in the number of active participants.
Two meetings held YTD. COVID concerns still hamper engagement.
E 4
Allocate more budget for Crisis
Intervention and De-escalation
Techniques (CIT) training, & analyze
the possibility of a caseworker
going with Police on specific calls.
$27,000/year
+ $5,000
annual
training
1. Quarterly updates can be provided to update
training accomplishments.
2. Seek partnership with County Behavioral Health
to facilitate having a worker assigned to the Police
Department on certain days during the month to
ride-along with officers and assist with mental
health-related calls for service.
All patrol personnel are now certified in Crisis Intervention. Officer D. Varela named CIT Officer of the Year by the County. See D5.
E 5
Create a Police Department
Strategic Plan that aligns with the
City's.
$1,500 +
staff time
1. Provide quarterly updates of Police Department
metrics to Council once Plan is established. Completed during Department Team Building Workshop Sept 2021.
E 6 Analyze options for Police Facility
upgrades.
Not to
exceed $1.1
million
1. Develop a phased plan that outlines cost and
completion dates for the projects.
2. Report quarterly on the progression of the
project.
PD: In progress. Waiting for plan approval. P&R: A project manager (RWC) has been assigned to this project. Staff has met with PD management to determine needs. RWC is working on building master plan, testing for lead and asbestos, and getting ready to release RFB for Phase 1 (Briefing Room, Detectives Offices, Property Room and Security Fencing).
E 7
Develop a crime analysis system to
provide crime data transparency to
the public.
$300,000
(ARPA) +
staff time
1. Implementation of a new CAD System;
2. Upon implementation, provide Council with
automated weekly crime statistic reports.
Going to Council January 19, 2022.
E 8
Develop methods and programs to
connect our police with the
community (Police Chief's Advisory
Board, Community Academy, Police
Activity League, partnerships with
local nonprofits/businesses).
$2,000/year
+ staff time
1. Seek to initially host a class twice a year and
increase to at least one a quarter.
Chief has almost completed the selection process for Advisory Panel. Other initiatives on hold due to COVID.
F 1 Expand volunteerism, youth, &
senior programs.
$50,000 +
staff time
1. Number of volunteer projects annually,
2. number of City Corps participants,
3. annual increase in the total number of hours
logged by volunteers;
4. equate achievements to metrics such as linear
feet, tons of trash picked up, etc.
City continues to host Santa Paula Beautiful days. Hired two City Corps Leader Trainees.
F 2 Develop and implement a Citywide
Internship and Apprentice Program.
$10,000 +
staff time
1. Place at least four interns a year in various
departments.
The City is partnering with SPUSD to host interns. We have not made any additional efforts to develop our own internship program. We need additional staff assistance to commit to increasing these efforts.
F 3 Pursue funding and develop a tree
Master Plan Replacement program.
$20,000
initially,
$15,000-
20,000/year
+ staff time
1. Plant a minimum of 20 new trees per year
around the City.
2. Replace felled trees on a 2:1 basis.
Staff is close to awarding a Tree Services Agreement to a qualified vendor. Staff will work with a vendor to create a tree maintenance master plan. Department has secured software (ArborNote) which tracks inventory of trees and keeps track of maintenance performed. Staff goal to plant 65 trees March 12, 2022 as part of our Arbor Day Celebration.
F 4 Improve way-finding signage in the
City and SR126.
$100,000 +
staff time
1. By Spring 2022 have a comprehensive wayfinding
program defined with critical locations installed.
The full program will expand as budget allows.
Staff applying for Clean CA grant in January 2022 to include wayfinding signage. 169
F 5
Develop administrative hearing
ordinance & public code education
programs.
TBD
1. By Spring 2022: promote educational materials
and compliance requirements through print, digital
media.
2. Present the process for initiating a local code
hearing officer to Council;
3. Number of educational events held
4. Percent of tickets/fines adjudicated;
5. Percent of ticket/fines Year over Year
F 6 Engage local agencies to help with
railroad clean-up. Unknown
1. Number of times per month/quarter/year cleanup efforts are conducted along the railroad corridor;
2. Development of design plans for a beautification
project.
F 7
Find options for lowering
water/sewer bills for low and fixedincome residents.TBD
1. Adoption of a program by the City Council which
lowers water/sewer bills by a determined
percentage.
Staff has completed preliminary research. Will come back to Council in March 2022 with a program for approval.
F 8
Improve Wi-Fi signal at the
Community Center & Cultural Arts
Building.
Minimal
budget
impact +
staff time
Increased connectivity and WiFi speeds for users in
both buildings.
F 9 Develop opportunities to use public
spaces downtown. Unknown
1. Develop design options for the Property Business
Improvement District (PBID), Planning Commission,
and City Council by the end of 2021.
RRM Consulting has provided a comprehensive list of proposed downtown improvements and reviewed them with the PBID. Council will receive an update on February 2, 2022. Project schedule has yet to be developed and completed projects are being tracked and are updated on the city's website and will be presented to Council in updates. Council allocated $50K towards downtown beautification and an additional $30K for continued economic development and downtown enhancements. In partnership with Chamber and Enriched Farms, started a Farmers Market in August 2021.
F 10 Expand youth programs & establish
a Police Activities League.
$65,000 +
staff time
1. Membership growth;
2. City Corps projects completed;
3. Increase senior programs and services offerings.
P&R: The non-profit founding board has been meeting regularly. Once they are incorporated we can apply for a California PAL Chapter. City Corps has been completing an average of 3-4 projects per week.
F 11 Increase Senior programs and
services.
$30,000 +
staff time
1. Class offerings, number of participants,
2. annual participant survey. Classes / offerings are gradually growing. Pandemic is still hampering those efforts.
F 12
Engage with Pre-K providers and
local community colleges to
provide and improve educational
opportunities.
Staff time
1. Increased class offerings at local Ventura College
East Campus,
2. annual progress report by Ventura College East
Campus to the City Council,
3. increased placements in subsidized pre-K classes.
F 13
Work with SPUSD to create joint
use agreement for school & city
facilities.
Staff time 1. Development of a joint-use agreement to be approved by the City Council and the School Board.
Staff has had some preliminary discussion with district staff and has started a working document. Staff recommends that this be discussed at the two by two committee meeting.
F 14 Explore options to provide office
space for elected officials. Staff time Number of meetings held by elected officials per year.
G 1
Streamline the application and
permitting processes for
businesses.
Staff time 1. Cycle time for application and permitting processes.
Cycle time remain consistent and as-quoted despite limited resources. Current plans to initiate a consultant to audit city processes and provide improvement plans for development review processes.
G 2
Review the City's municipal code to
reduce irrelevant codes and update
development codes by 4th Quarter
2022.
$60,000 1. Number and/or percentage of codes reduced. Comprehensive code review and update planned for 2022. 170
G 3 Implement a citywide asset
management system.
$200,000
over 3 years
1. Select and fund a vendor;
2. integrate software system into organization;
3. report inventory to Council.
Vendor selection with updated costs for initial setup and ongoing management is scheduled for February 2022.
G 4
Develop programs around
employee retention, engagement,
& succession.
TBD
Increase employee training and learning
opportunities by at least 50%; establish a succession
plan and related policies; percent of internal
promotions; percent decrease in turnover.
Council approved Employee Enrichment Resolution to assist with these objectives. 98% of City staff have received training towards becoming a Strengths based organization.
G 5
Update the City Personnel Policies
and Procedures to comply with
statutes.
$10,000 +
staff time
Deliver a new Policy to the City Council by Summer
2022.
G 6 Explore a Diversity, Equity, and
Inclusion policy for the City. Staff time
Review draft policy with the Council's Equity &
Social Justice Committee. Bring a final policy to the
City Council for consideration by the end of 2021;
Review data quarterly with Council/committee.
Equity & Social Justice Committee held an open public forum in December 2021.
G 7 Develop an updated recordskeeping and retention policy. TBD Once a policy is implemented, how many
paper/electronic files are eligible for destruction on
a quarterly/yearly basis; Time it takes to locate files G 8
Explore methods of decreasing the
cost of the City's pension
obligations.
TBD
1. Once a policy is implemented, how many
paper/electronic files are eligible for destruction on
a quarterly/yearly basis;
2. Time it takes to locate files
Study Session presented to Council. Next steps is finding funds to fund extra payments.
G 9 Provide an updated water/sewer
bill for customers. TBD 1. Delivery of new bill format
Staff has conducted research for revisions. February 2022 is when we give notice to Paymentus of contract separation. Staff will then working with Incode on our needs. All other parties are on standby (billing companies, pay on site companies, check processing company, etc.)
171
CITY OF SANTA PAULA
MEMORANDUM
To: Honorable Mayor and Members of the City Council
From: Dan Singer, City Manager
Clete Saunier, Public Works Director
Subject: ANALYSIS OF WASTEWATER SERVICE OPTIONS
Date: January 19, 2022
RECOMMENDATION:
Staff recommends that the City Council:
(1) Receive and file the 2022 Updated Cost Benefit Analysis, and (2) Provide Staff with direction relative to wastewater operations.
Presented by: Clete J. Saunier, Public Works Director
Christy Ramirez, Finance Director
Gerhardt Hubner, MKN & Associates
Michael Nunley, MKN & Associates
BACKGROUND:
Ventura Regional Sanitation District (VRSD) currently provides operations services for the City’s wastewater collection and treatment facilities. Staff presented a report to Council on December 15, 2021 addressing a December 9th letter received from VRSD staff with the following determinations:
1. Water/wastewater services can continue past June 30, 2022 only if each of the five current public clients are willing to continue their water/wastewater services contracts with VRSD at the service levels stated in their individual proposals and at the proposed rates for FY 2022-23 (see attached).
2. Only five-year water/wastewater client commitments warrant VRSD continuing to provide water/wastewater services.
The letter included VRSD’s Proposed Hourly Rates (revised and updated December 9, 2021) for FY 23, and an updated Cost Comparison Budget vs. Actual for the City’s wastewater services.
172
VRSD Cost Comparison Budget vs. Actual (Summary)
Table 1
WRF WCC Combined
FY22 (Current FY) $959,047 $434,658 $1,393,705
FY23 $1,171,920 $575,821 $1,747,741
Increase $ $212,873 $141,164 $354,037
Increase % 22.2% 32.5% 25.4%
Costs for all wastewater services to the City from VRSD from FY22 to FY23 would increase by $354,037 (25.4%)
ISSUES/ANALYSIS:
With these recent significant increases in VRSD’s proposed wastewater service costs, the Council directed Staff to evaluate the financial and operational impacts of transferring all wastewater services contracts from VRSD to internal staff operation. This would include the wastewater collection system contract (WCS) and the Water Recycling Facility (WRF) contract. Staff is providing more detail regarding implications and options for City’s future wastewater services.
The attached 2022 Cost Benefit Analysis by MKN summarizes costs and qualitative considerations for the following options:
• Option 1: VRSD operates WRF and WCS
• Option 2: City staff operates WRF and WCS
• Option 3: City staff operates WRF and private contractor operates WCS Each option is briefly described below. More detail is provided in the attached report.
Option 1: VRSD Operates WRF and WCS
Under this option, VRSD would continue to operate both the WRF and WCS under new rates as described in Table 1, above.
Option 2: City Staff Operates WRF and WCS
Under this option, the City provides all the operations staffing, management, and maintenance of both systems from both Agreements. The City will need to recruit and hire the required number of qualified staff to assume all the duties, roles, and responsibilities for both systems, including some contract personnel. Current staff operating and maintaining the WRF, wastewater collection, and storm drain system could be encouraged to apply, which would ease the transition period. 173
It is assumed five staff members (two Operator II, one Operator III, one maintenance mechanic, and one Chief Plant Operator or Operator IV) would be hired by the City to operate the WRF. The collection system requires two full-time operators in addition to WRF operations staff.
Table 2 compares salary costs to anticipated VRSD costs, using VRSD salary ranges:
Table 2 - City and VRSD WRF and WCC Staffing Operations Comparison City and VRSD Staffing
Operations Costs
FY
2022/23
FY 2023/24
with 5%
increase
FY 2024/25
with 5%
increase
FY 2025/26
with 5%
increase
City WRF Estimate
Total Cost* = $1,485,991 $1,338,501 $1,404,108 $1,472,969 City WCC Estimated
Cost* = $886,218 $313,219 $325,816 $339,040
Total City WRF & WCC $2,372,209 $1,651,720 $1,729,925 $1,812,008 VRSD WRF $1,171,920 $1,230,516 $1,292,042 $1,356,644
VRSD WCC $575,821 $604,612 $634,843 $666,585
Total VRSD WRF &
WCC $1,747,741 $1,835,128 $1,926,885 $2,023,229
Difference $(624,468) $183,409 $196,960 $211,221
*Includes $795,000 in one-time costs in FY 22/23, $210,000 WRF and $585,000 WCC. **WRF includes Overhead costs that may be redistributed. WRF includes supervisor cost that will oversee WCC as well.
City operation of the WRF and WCS will require additional transition costs for FY 22/23 and recurring costs for the foreseeable future. These are included in the tables above and described below.
Transition Costs: Transition costs could include limited contract Chief Plant Operator services, vehicles, and equipment. The recommended budget for FY 22-23 to cover these additional costs would be approximately $795,000, assuming used vehicles and equipment are not available for purchase by the City. It should be noted, however, that the vehicle equipment start-up costs could be amortized and/or secured under lease agreements, thereby reducing the first-year expenses and smoothing those out over the life expectancy of the equipment.
Recurring Additional Costs: The City will incur additional costs as a result of hiring their own staff to manage the WRF and WCS. These include contract engineering services, insurance, on-call pay, overtime pay, and additional employee costs under the SEIU Contract. Total costs are estimated as $704,500, including overhead costs. 174
Option 3 – Private Contract Operator (RFP) for WCS and City Staffing for WRF Under this option, the City prepares and releases a Request for Proposal (RFP) for the WCS. The RFP development, advertisement, and procurement process will require four to six months for execution.
City will hire staff for WRF as described in Option 2.
Table 3 compares projected costs for this option to anticipated VRSD costs.
Table 3 – City/VRSD WRF and Contractor/VRSD WCS Staffing Operations Comparison
City and Contract
Staffing Operations
Costs
FY
2022/23
FY 2023/24
with 5%
increase
FY 2024/25
with 5%
increase
FY 2025/26
with 5%
increase
City WRF Estimate
Total Cost* = $1,485,991 $1,338,501 $1,404,108 $1,472,969 Private WCS Estimated
Cost = $380,000 $399,000 $418,950 $439,898
Total City WRF &
Contract WCS $1,865,991 $1,737,501 $1,823,058 $1,911,867 VRSD WRF $1,171,920 $1,230,516 $1,292,042 $1,356,644
VRSD WCS $575,821 $604,612 $634,843 $666,585
Total VRSD WRF &
WCS $1,747,741 $1,835,128 $1,926,885 $2,023,229
Difference $(118,250) $97,628 $103,827 $111,363
*Includes $210,000 one-time costs in FY 22/23.
**WRF includes Overhead costs that may be redistributed. WRF includes supervisor cost that will oversee WCC as well.
City operation of the WRF and WCS will require additional transition costs for FY 22/23 and recurring costs for the foreseeable future. These are included in the tables above and are described below.
Transition Costs: Transition costs could include limited contract Chief Plant Operator services, vehicles, and equipment. The recommended budget for FY 22-23 to cover these additional costs would be approximately $210,000, assuming used vehicles and equipment are not available for purchase by City.
Recurring Additional Costs: The City will incur additional costs as a result of hiring their own staff to manage the WRF. These include contract engineering services, insurance, on-call pay, overtime pay, and additional employee costs under the SEIU Contract. Total costs are estimated at $624,000, including overhead costs. 175
Qualitative Evaluation of Advantages and Disadvantages of Staffing Options In staffing any public works facility, whether it is privately or publicly operated, there are a number of other factors that may come into consideration besides conducting a strict staffing cost comparison.
Under each scenario below, Staff lists advantages and disadvantages. These lists are not meant to be exhaustive (and may be viewed as subjective), but they can provide more insight on some other potential factors beyond cost in staffing a public works facility.
Option 1 – VRSD Operates WRF and WCS
The City would continue using VRSD who would be responsible for day-to-day operation and maintenance, including compliance with permits. Advantages and disadvantages of this approach are summarized below:
Advantages:
• City is not responsible for interviewing, hiring, and day-to-day personnel management at the WRF.
• If a staff member is on vacation, sick leave, or terminates employment, VRSD is responsible for staffing the facility (not the City).
• If WRF is not in compliance with permit, VRSD may have or share professional responsibility with City depending on cause.
• Public agency staff (ex. VRSD staff) are typically evaluated and rewarded for perceived “ownership” over their responsibilities and City facilities. Private entity staff are typically evaluated under different criteria, including profitability and efficiency, which may not be to the City’s benefit.
Disadvantages:
• Contract operation is more expensive than City operation • City has less control over hiring and termination of individual staff. • VRSD needs all existing major customers to continue using their services in order to continue offering contract operations. VRSD has indicated that if any major customers discontinue their services, they may no longer be able to provide services to City.
• City must make a five-year commitment, whereas prior WRF operations agreements were for three years or less.
• It is more difficult to realize cost-savings measures with a set contract provider.
Option 2 – City Staff Operates WRF and WCS
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City would ultimately hire and staff all positions at the WRF including CPO, shift supervisors, staff operators, and maintenance workers. Advantages and disadvantages of this approach are summarized below:
Advantages:
• Contract CPO support can be implemented as a temporary measure or longerterm contract until a City CPO is hired • City can control selection of operations staff
• Public agency staff are typically evaluated and rewarded for perceived “ownership” over their responsibilities and City facilities. Private entity staff are typically evaluated under different criteria, including profitability and efficiency, which may not be to the City’s benefit.
Disadvantages:
• City owns and operates the WRF and is wholly responsible for permit compliance • Personnel management (hiring, discipline, union interaction) of public employees can be challenging.
• If VRSD staff do not transition to City, hiring qualified staff will require significantly more effort, time and risk.
Option 3 – Private Contract Operator (RFP) for WCS and City Staffing for WRF The City would hire a new contract operator who would be responsible for day-to-day WCS operation and maintenance. City staff would take over operation of the WRF.
Advantages and disadvantages of this approach for WRF are discussed in the Option 2 section above. Additional advantages and disadvantages of contract WCS operation are summarized below:
Advantages:
• City can control selection of contract operator.
• City is not responsible for interviewing, hiring, and day-to-day personnel management for WCS.
• If a staff member is on vacation, sick leave, or terminates employment, contract operator is responsible for staffing the facility (not the City). • City does not need to make major equipment purchases (e.g., vactor truck) Disadvantages:
• Maintenance and repairs may be deferred, and capital improvement projects may not be identified.
• Contract operation is typically more expensive than City operation because contract operators must make a profit.
• City has less control over hiring and termination of individual staff. 177
FISCAL IMPACTS:
While the first year could see a significant amount of one-time costs to acquire equipment needed and transitional professional assistance (up to $795,000), the City should be able to realize over $200,000 by the end of the contract term in comparison to the anticipated maximum VRSD rate increases (CPI up to 5% - 5% was utilized in this analysis). Analysis of the City assuming operations of the WRF and WCS are based on extremely conservative assumptions. However, taking the service in-house could also create salary disparities among our utility employees, thus Council may need to factor in subsequent expense increases in the Water fund related to this proposed change.
STRATEGIC PLAN:
This initiative does not directly address the strategic goals within the City’s adopted Strategic Plan
OPTIONS:
The Council has the following options:
1. Council can pursue a five-year contract extension with VRSD for operation of the WCS and WRF beginning July 1, 2022. A large increase in contract rates over current rates will be experienced.
2. Council can pursue developing in-house operations teams for the WRF and WCS.
The City needs the time to find, hire, and train qualified staff, including a Chief Plant Operator (CPO) by July 1, 2022. Therefore, the hiring process should begin as soon as possible. A CPO with the proper certifications is required to provide oversight over the plant to meet Regional Water Quality Control Board Waste Discharge Requirements Orders. Violating this requirement will result in fines and other disciplinary action. The City would need to hire and onboard either a staff CPO or contract CPO in place to avoid these outcomes.
3. Council can pursue developing in-house an operations team for the WRF and issuing an RFP for a contract WCS operations company. Both processes should begin as soon as possible.
4. Council may select a different option other than those identified above.
ATTACHMENTS:
EXHIBIT A - 2022 Updated Cost Benefit Analysis – Operation of Water Recycling Facility and Wastewater Collection System
178
EXHIBIT A
Addendum to WRF and WCC Staffing Operations Cost
Benefit Analysis January 13, 2022
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121 North Fir St., Ste. G
Ventura, CA 93001
805.947.4971 PHONE
January 13, 2022
Clete Saunier
Director of Public Works
City of Santa Paula
(Submitted Electronically)
SUBJECT: 2022 Updated Cost Benefit Analysis – Operation of Water Recycling Facility and Wastewater Collection System
Dear Clete:
As you know, City staff has been made aware that VRSD may not continue to offer contract wastewater operations staffing and assistance beyond June 30, 2022 (Fiscal Year 2022-23). In addition, VRSD staff informed City staff on December 9, 2021 starting July 1, 2022 (or FY23), that a significant increase can be expected for both the Water Recycling Facility (WRF) and for the wastewater collection and storm drain systems (WCS) Agreements.
MKN completed a Technical Memorandum titled City of Santa Paula WRF Staffing Cost Benefit Analysis Update (Cost Benefit Analysis) in September 2020. This study presented the following alternatives for WRF operation:
A. Continue outsourcing WRF operations to Veolia North America (previous contract operator).
B. Hire City staff to perform all operation and management functions; or C. See assets to a private entity who would operate, manage, and maintain the WRF (Privatization).
On April 7, 2021, the City Council approved an agreement with VRSD to provide operation, management and maintenance for the WRF. Subsequently, the VRSD Board approved this agreement at their April 15, 2021, meeting. VRSD is a regional non-tax supported public agency providing sanitation services throughout Ventura County including private and public entities.
City staff provided reports to City Council on November 3rd and December 15, 2021, regarding various options (continue VRSD, in house or hybrid) and the most recent rate increase proposed by VRSD.
The following report is an update to the 2020 Cost Benefit Analysis. The following WRF and Wastewater Collection System (WCS) operation options are analyzed in this study:
• Option 1: VRSD operates WRF and WCS
• Option 2: City staff operates WRF and WCS
• Option 3: City staff operates WRF and private contractor operates WCS All three options are discussed below. Cost opinions are provided for comparison of options. An evaluation of qualitative considerations is provided at the end of the study.
Option 1: VRSD Operates WRF and WCS
Under this option, VRSD would continue to operate both the WRF and WCS under new rates as described above. Background information regarding the current Agreements is provided below. 180
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Existing WRF Operations Agreement: The term of this agreement is from April 16, 2021, to June 30, 2022, including a provision for termination for material default if either party does not perform obligations spelled out in the agreement. Compensation to VRSD allows up to a base monthly fee of $80,000 a month or $960,000 annually over the life of agreement.
On April 16th, VRSD assumed staffing operations from Veolia North America, the previous WRF contract staffing operator for the City. Under the agreement, VRSD must provide for the following:
• Staffing for 7 days a week operation, 6:30 am to 3:30 pm. • Certified operations staff (at a minimum):
o One (1) Grade IV Chief Plant Operator.
o One (1) Grade III Lead Operator as operator in charge. o Two (2) Grade II or I Operators.
o Part-Time Mechanic (on call or as needed basis).
• Training and adherence to all health and safety procedures and protocols. • Required insurance by type and coverage.
• Diligent response to all service calls, outages, stoppages, overflows, breaks and emergencies. • Maintenance/repairs and supply of adequate spare parts. • Removal of trash and debris within the WRF.
• Respond to emergencies.
• Reasonable efforts to prevent WRF overflows.
• Regularly scheduled biosolid removal to licensed facility. • Implementation of active odor management to reduce odors. • Arrangement for sample collection for analysis off-site. • Compliance with all permitting and monitoring requirements of the Ventura County Air Pollution Control District.
• Records retention.
• Preparation and submittal of all required daily, monthly, and quarterly reports to all applicable regulatory agencies and City.
Existing WCS (and Storm Drain System) Agreement: The City owns a wastewater collection system of approximately five square miles, delivered by gravity flow to the City’s WRF for treatment and disposal.
The wastewater collection system consists of approximately 60 miles of collection lines, with pipeline diameters from 6 to 24 inches, 0.5 miles of force mains, 1190 manholes and two lift stations. The City also owns an extensive system of curb gutters, storm drains, and catch basins as part of its storm drain system.
In February of 2014, the City contracted with American Water (AWOM) to maintain the wastewater collection system; later AWOM sold its contract interests with the City to Veolia North America. An oncall agreement was put in place in 2018 with VRSD, and replaced on March 20, 2019, with a multiple year agreement with VRSD to operate and maintain the City’s wastewater collection and storm drain systems.
This agreement has similar terms and conditions as the WRF agreement.
Below is a summary list of major services VRSD provides under this agreement:
• Operate, maintain and monitor the wastewater collection and storm drain systems on a 24- hour per day, seven-day per week schedule;
• Manage emergency and blockage repairs;
• Inspect and prioritize of cleaning of the system;
• Manage the City’s grease trap inspections and industrial pretreatment program; 181
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• Comply with the City’s existing sanitary sewer management and stormwater drain management programs; and
• Respond to complaints and any sewer overflows.
An Addendum No. 1 to this agreement was approved on October 21, 2020, to align the annual contract term to coincide with the fiscal year calendar, which begins on July 1 and ends on June 30, and extend the agreement end date from March 31, 2023, to June 30, 2023.
Staff presented a report to Council on December 15, 2021 addressing a December 9th letter received from VRSD staff with the following determinations:
1. Water/wastewater services can continue past June 30, 2022 only if each of the five current public clients are willing to continue their water/wastewater services contracts with VRSD at the service levels stated in their individual proposals and at the proposed rates for FY 2022-23 (see attached).
2. Only five-year water/wastewater client commitments warrant VRSD continuing to provide water/wastewater services.
The letter included VRSD’s Proposed Hourly Rates (revised and updated December 9, 2021) for FY 23.
The following table compares the anticipated FY 23 costs to FY 22 projections.
Table 1 - VRSD Cost Comparison Budget vs. Actual (Summary) Fiscal Year (FY) WRF WCC Combined
Operations
FY22 $ 959,047 $434,658 $1,393,705
FY23 $1,171,920 $575,821 $1,747,741
Increase $ $ 212,873 $141,164 $ 354,037
Increase % 22.2% 32.5% 25.4%
*Agreement with City up to $960,000 (reflects April to June 2021) As shown, costs for all wastewater services to the City from VRSD from FY22 to FY23 would increase by $354,037 (or 25.4%).
Option 2: City Staff Operates WRF and WCS
Under this option, the City provides all the operations staffing, management, and maintenance of both systems from both Agreements. The City will need to recruit and hire the required number of qualified staff to assume all the duties, roles, and responsibilities for both systems. Current staff operating and maintaining the WRF, wastewater collection, and storm drain system could be encouraged to apply, which would ease the transition period.
It is assumed five staff members (two Operator II, one Operator III, one maintenance mechanic, and one Chief Plant Operator or Operator IV) would be hired by the City to operate the WRF. The collection system requires two full-time operators in addition to WRF operations staff. In order to support City staff’s development of salary estimates for collection system operators, MKN collected salary information for similar positions at Cities of Simi Valley, Thousand Oaks, Ventura, and Oxnard (See Attachment 1). 182
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Tables 2 and 3 summarize the City’s financial analysis of in-house staffing of the WRF and WCS. Table 4 compares total City salaries for both systems to anticipated VRSD costs.
Table 2- City of Santa Paula WRF Staffing Cost Analysis Comparison with FY23-26 VRSD Rates (December 2021 version)
Job
Classification Equivalent
Number
of
Positions
City Annual
Salary***
FY 2022/23
Top Range
City Annual
Salary
FY2023/24
With 5%
increase
City Annual
Salary
FY 2024/25
With 5%
increase
City Annual
Salary
FY2025/26
With 5%
increase
Water Systems
Operator I
(Entry)
Operator I 1 $63,619 $66,800 $70,140 $73,647
Water Systems
Operator II
(Journey)
Operator II 2
$66,817
(Each) $140,315 $147,331 $154,698
$133,633
(Total)
Wastewater
Lead Worker* Operator III 1 $86,559 $90,887 $95,431 $100,203 Wastewater
(Water)
Operations
Superintendent
Operator
IV 1 $126,491 $132,816 $139,457 $146,430
Operations
Subtotal = 5 $ 410,302 $430,817 $452,358 $474,976
Indirect Benefit
Factor of
0.4419 for City
Employees
$181,312 $190,378 $199,897 $209,892
Total Cost = $591,614 $621,195 $652,255 $684,868
VRSD WRF
Budget $1,171,920** $1,230,516** $1,292,042** $1,356,644** Difference $580,306 $609,321 $639,787 $671,776
Assumptions:
*Water Supervisor used as equivalent position.
**5% COLA increase added to VRSD Proposed Budget for FY23 and out years per COLA cap in Draft Agreement (December 2021 version). VRSD Budget under April 2021 Agreement is not to exceed $960,000.
***From City 2021/22 Salary Schedule with 2.5% increase as of July 1, 2022 per SEIU agreement 183
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Table 3 - City of Santa Paula WCS Staffing Cost Analysis Comparison with FY 23-26 VRSD Rates
Job
Classification
Public
Agency
(Avg. Salary)
Comparison*
Number
of
Positions
City
Annual
Salary
FY 2022/23
Top Range
City
Annual
Salary
FY2023/24
With 5%
increase
City
Annual
Salary
FY 2024/25
With 5%
increase
City
Annual
Salary
FY2025/26
With 5%
increase
Wastewater
Collection
System Work
I/II
$56,143
($26.94 per
hr.)
1 $51,438 $52,724 $55,360 $58,128
Wastewater
Lead (Lead
Water
Treatment &
Prod
Operator)
$77,389
($37.14 per
hr.)
1 $70,121 $73,627 $77,308 $81,173
Collection
Operations
Subtotal =
$133,532 2 $ 121,559 $126,351 $132,668 $139,301
Indirect
Benefit Factor
of 0.4419 for
City
Employees
$59,008 $53,717 $55,835 $58,626 $61,557
Total Cost = $192,540 2 $175,276 $182,186 $191,294 $200,858
VRSD WCS
Budget $575,821 $575,821** $604,612** $634,843** $666,585** Difference $383,281 $400,545 $422,426 $443,549 $465,727 Assumptions:
*Based upon published 2021/2022 salaries obtained from public agencies’ human resources websites.
See Attachment 1.
**5% COLA increase added to VRSD Proposed Budget for FY 23 and out years, per COLA cap in Draft Agreement. VSRD WSC Budget for FY22 = $434,657.
***VRSD FY23 Hourly Rates for W/WW Worker is $142 per hour. 2080 hours X $142 per hour =$295,360 for full time position.
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Table 4 - City and VRSD WRF and WSC Staffing Operations Comparison City and VRSD Staffing
Operations Costs
FY 2022/23 FY 2023/24 with
5% increase
FY 2024/25 with
5% increase
FY 2025/26 with
5% increase
City WRF Estimate Total
Cost = $591,614 $621,195 $652,255 $684,868
City WSC Estimated Cost = $175,276 $182,186 $191,294 $200,858 Total City WRF & WCC $766,890 $803,381 $843,549 $885,726 VRSD WRF $1,171,920 $1,230,516 $1,292,042 $1,356,644
VRSD WCC $575,821 $604,612 $634,843 $666,585
Total VRSD WRF & WCC $1,747,741 $1,835,128 $1,926,885 $2,023,229 Difference $980,851 $1,031,747 $1,083,336 $1,137,503
City operation of the WRF and WCS will require additional transition costs for FY 22/23 and recurring costs for the foreseeable future. These are not included in the tables above but are described below.
Transition Costs: Transition costs could include limited contract Chief Plant Operator services, vehicles, and equipment.
An estimated budget of $350,000 could be allocated to allow the City to hire a contract temporary Chief Plant Operator half- to ¾-time for up to six months if needed (although this cost may not be realized or will be significant less if CPO hired by July 1, 2022).
The City will need to buy or lease either new or used equipment. For example, the following equipment will be needed: one vactor truck (estimated at $520,000), three pickup trucks (1 – tool truck with crane for collection system, 2 – pickups with tools for WRF) and miscellaneous tools. We also estimate that approximately $70,000 would be needed for the tool truck, and $30,000 for each pickup based upon recent purchases for similar vehicles. If this option is pursued, City staff may be able to negotiate purchase of used VRSD equipment.
The recommended budget for FY 22-23 to cover these additional costs would be approximately $1,000,000, assuming used vehicles and equipment are not available for purchase by City.
Recurring Additional Costs: The City will incur additional costs as a result of hiring their own staff to manage the WRF and WCS. These are listed below:
• Contract engineering services may be necessary in the first and second year to provide technical assistance during daily operation of the WRF. A budget allocation of $270,000 per year would be appropriate, assuming one Principal Engineer and one Project Engineer are assigned at 500 hours per year each.
• Additional insurance premiums will likely be required by the City to self-perform this work. An estimate of $40,000 was cited in the 2020 Benefit Cost Analysis. • $10,000 for On Call Pay.
• Overtime pay calculated at approximately $800 a week, $3200 a month or $38,400 annually.
Rounded to $40,000.
• Additional employee costs under SEIU Contract: Safety glasses, uniform, and boot allowances, license and certification and tuition reimbursements for 7 full-time positions estimated at approximately $56,000 annually.
Total of above additional annual costs is approximately $416,000. 185
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Option 3 – Private Contract Operator (RFP) for WCS and City Staffing for WRF Under this option, the City prepares and releases a Request for Proposal or RFP for the WCS. The RFP development, advertisement, and procurement process will require four to six months for execution.
City will hire staff for WRF as described in Option 2. Labor costs for WRF operation by City staff are identified in Table 2.
In the Extension of Maintenance Agreement between the City of Santa Paula and American Water Operation and Maintenance, LLC (AW), the Fiscal Year 2018-2019 annual fee was approximately $325,700. Assuming 5% annual cost escalation as the WRF operations estimate, the anticipated budget for contract operation would be approximately $380,000.
The following table compares this option to Option 1 (VRSD).
Table 5 – City/VRSD WRF and Contractor/VRSD WCS Staffing Operations Comparison City and Contract Staffing
Operations Costs
FY 2022/23 FY 2023/24 with
5% increase
FY 2024/25 with
5% increase
FY 2025/26 with
5% increase
City WRF Estimate Total
Cost = $591,614 $621,195 $652,255 $684,868
Private WCS Estimated
Cost = $380,000 $399,000 $418,950 $439,898
Total City WRF &
Contract WCS $971,614 $1,020,195 $1,071,205 $1,124,765
VRSD WRF $1,171,920 $1,230,516 $1,292,042 $1,356,644
VRSD WCS $575,821 $604,612 $634,843 $666,585
Total VRSD WRF & WCS $1,747,741 $1,835,128 $1,926,885 $2,023,229 Difference $776,127 $814,933 $855,680 $898,464
City operation of the WRF and WCS will require additional transition costs for FY 22/23 and recurring costs for the foreseeable future. These are not included in the tables above but are described below.
Transition Costs: Transition costs could include limited contract Chief Plant Operator services, vehicles, and equipment.
An estimated budget of $350,000 could be allocated to allow the City to hire a contract temporary Chief Plant Operator half- to ¾-time for up to six months if needed (although this cost may not be realized or will be significant less if CPO hired by July 1, 2022).
The City will need to buy or lease either new or used equipment. For example, two pickup trucks would be needed for work at the WRF. We estimate that approximately $30,000 for each pickup based upon recent purchases for similar vehicles. If this option is pursued, City staff may be able to negotiate purchase of used VRSD equipment.
The recommended budget for FY 22-23 to cover these additional costs would be approximately $410,000, assuming used vehicles and equipment are not available for purchase by City.
Recurring Additional Costs: The City will incur additional costs as a result of hiring their own staff to manage the WRF. These are listed below:
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• Contract engineering services may be necessary to provide technical assistance during daily operation of the WRF. A budget of $270,000 per year would be appropriate, assuming one Principal Engineer and one Project Engineer are assigned at 500 hours per year each. • Additional insurance premiums will likely be required by the City to self-perform this work. An estimate of $40,000 was cited in the 2020 Benefit Cost Analysis, mainly due to operation of the WRF.
• $10,000 for On Call Pay.
• Overtime pay calculated at approximately $800 a week, $3200 a month or $38,400 annually.
Rounded to $40,000.
• Additional employee costs under SEIU Contract: Safety glasses, uniform, and boot allowances, license and certification and tuition reimbursements for 5 full-time positions estimated at approximately $40,000 annually.
Total of above additional annual costs is approximately $400,000.
Qualitative Evaluation of Advantages and Disadvantages of Staffing Options In staffing any public works facility, whether it is privately or publicly operated, there are a number of other factors that may come into consideration besides conducting a strict staffing cost comparison.
Under each scenario below, MKN lists advantages and disadvantages. These lists are not meant to be exhaustive (and may be viewed as subjective), but they can provide the City more insight on some other potential intangible factors beyond cost in staffing a public works facility.
1. Option 1 – VRSD Operates WRF and WCS
The City would continue using VRSD who would be responsible for day-to-day operation and maintenance, including compliance with permits. Advantages and disadvantages of this approach are summarized below:
Advantages:
• City is not responsible for interviewing, hiring, and day-to-day personnel management at the WRF.
• If a staff member is on vacation, sick leave, or terminates employment, VRSD is responsible for staffing the facility (not the City).
• If WRF is not in compliance with permit, VRSD may have or share professional responsibility with City depending on cause.
• Public agency staff (ex. VRSD staff) are typically evaluated and rewarded for perceived “ownership” over their responsibilities and City facilities. Private entity staff are typically evaluated under different criteria, including profitability and efficiency, which may not be to the City’s benefit.
Disadvantages:
• Contract operation is more expensive than City operation. • City has less control over hiring and termination of individual staff. 187
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• VRSD needs all existed major customers to continue using their services in order to continue offering contract operations. If any customers discontinue their services, VRSD may no longer be available to City.
• City must make a five-year commitment, whereas prior WRF operations agreements were for three years.
2. Option 2 – City Staff Operates WRF and WCS
City would ultimately hire and staff all positions at the WRF including CPO, shift supervisors, staff operators, and maintenance workers. Advantages and disadvantages of this approach are summarized below:
Advantages:
• Contract CPO support can be implemented as a temporary measure or longer-term contract until a City CPO is hired.
• City can control selection of operations staff.
• Public agency staff are typically evaluated and rewarded for perceived “ownership” over their responsibilities and City facilities. Private entity staff are typically evaluated under different criteria, including profitability and efficiency, which may not be to the City’s benefit.
Disadvantages:
• City owns and operates the WRF and is wholly responsible for permit compliance. • Personnel management (hiring, discipline, union interaction) of public employees can be challenging.
• If VRSD staff do not transition to City, hiring qualified staff will require significantly more effort and time.
3. Option 3 – Private Contract Operator (RFP) for WCS and City Staffing for WRF The City would hire a new contract operator who would be responsible for day-to-day WCS operation and maintenance. City staff would take over operation of the WRF. Advantages and disadvantages of this approach for WRF are discussed in the Option 2 section above.
Advantages and disadvantages of contract WCS operation are summarized below:
Advantages:
• City can control selection of contract operator.
• City is not responsible for interviewing, hiring, and day-to-day personnel management for WCS.
• If a staff member is on vacation, sick leave, or terminates employment, contract operator is responsible for staffing the facility (not the City). • City does not need to make major equipment purchases (ex. vactor truck).
Disadvantages:
• Maintenance and repairs may be deferred, and capital improvement projects may not be identified.
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Attachment 1 ‐Wastewater Collection System Salary Survey Agency Name Amount Size of Service Average Hourly Salary Average Hourly Salary City of Santa Paula* 4.2 MGD 30,000 $18.00‐$21.61 $21.88‐$26.26 $26.67 $32.41 City of Ventura** 9.0 MGD 109,000 $24.56‐$27.96 $29.85‐$33.98 $29.27 $30.58‐$32.31 $37.18‐39.27 $35.79City of Thousand Oaks** 8.5 MGD 130,000 $23.45‐$25.91 $31.43‐$34.73 $29.09 $31.17 $41.77 $36.47 City of Oxnard** 32 MGD 210,000 $19.65‐$21.71 $26.49‐$29.26 $24.46 $28.71 $48.20 $38.46City of Simi Valley** 10 MGD 127,000 $20.75‐$22.82 $26.46‐$29.09 $24.92 $33.16 $42.48 $37.82 $26.94 $37.14
$56,143.00 $77,389.00
*Santa Paula's Wastewater Collection System Worker/Lead Water Treat & Prod Operator Positions Utilized #s 340‐343 & 336**Salary Information Obtained from Cities or Sanitation District's HR websites and/or Salary Schedules for 2021/22 (effective through June 30, 2021) using comparable Position Description Hrly Low Range Hrly High Range Hrly Low Range Hrly High Range Wastewater Collection System Worker I/II Wastewater Collection System Supervisor/Lead 190
Santa Paula City Council Tentative Agenda Schedule
Updated 1/13/2022
DEPARTMENT MEETING
DATE Wednesday, February 2, 2022
PW 2/02/22 Asset Management System Award
PW Citywide Energy Efficiency Program Implementation
CDD Special Event/Vendor Permit Fee Schedule Change
PD Reserve Officer Ed Jones – Years of Service
Fire Ventura County Fire Department Report
P & R OES Generator Purchase
Wednesday, February 16, 2022
PW 2/16/2022 Franchise Agreement with Athens Services
CDD RRM Consulting Recommendation
PW Public Works Department Report
Attny Council Compensation
Admin P & R Organizational Changes
CDD Electric Fence Ordinance
STUDY SESSION TOPICS
Admin No Smoking Ordinance
CDD Cultural Arts Council
Admin Homelessness Discussion
Finance Investment Strategy
FUTURE AGENDA ITEMS
CDD Rosewood Project Completion
Admin SoCal Edison discussion on rates
CDD Franchise esVolta – Public Hearing
CDD Housing Element Adoption
CDD Inclusionary Housing DIF
Finance Citywide User Fee Study
P&R Teague Park Restroom Construction Contract
Finance CFD Bond Issuance
CDD Ri-Nu Project Application Discussion
191