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, FEBRUARY 2, 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
1. CALL TO ORDER
REMINDER: in order to minimize distractions during public meetings, all personal ** 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: 851 2246 0096, Pass Code: 445335 LINK: https://us02web.zoom.us/j/85122460096?
pwd=eWFSU3dFZFRaeWd3UmJyb3hvbWlZUT09
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.
REGULAR MATTERS - VIRTUAL MEETING
City of Santa Paula - City Council - City Council Regular Meeting 2 communication devices should be turned off or put in a non-audible mode.
2. INVOCATION
3. FLAG SALUTE
4. ROLL CALL
5. CLOSED SESSION REPORT
6. PRESENTATIONS
6.A DOWNTOWN IMPROVEMENTS AND RRM CONSULTING - ACTIVITY UPDATE
RECOMMENDATION:
That the City Council:
Receive and file the report and provide any input to staff regarding project priorities.
Presented By: James Mason
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. A Public Comment Form must be submitted to the City Clerk prior to the beginning of the Public Comment period in order to be recognized to speak. Individuals submitting Public Comment Forms after the beginning of the Public Comment period will not be allowed to speak at this time, but may be recognized to speak by the Mayor at the conclusion of the meeting. 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
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 EXTEND APPROVAL TO HOLD VIRTUAL CITY COUNCIL, COMMISSION,
COMMITTEE, BOARD AND OTHER CITY BODIES, MEETINGS PURSUANT TO AB 361
City of Santa Paula - City Council - City Council Regular Meeting 3 RECOMMENDATION:
Staff recommends that the City Council:
1. Extend Approval to hold Virtual City Council, Commission, Board, and other City Bodies Meetings Pursuant to AB 361.
Presented By: Julie Latshaw
10.B APPROVAL OF MINUTES
RECOMMENDATION:
Approve City Council Regular Minutes January 19, 2022.
10.C WATER DIVISION VEHICLE PURCHASE
RECOMMENDATION:
Staff recommends that the City Council:
1. Authorize the City Manager to purchase two (2) new service trucks for the Public Works Department, Water Division.
Presented By: Clete J Saunier
11. ACTION ITEMS
11.A CITYWIDE ENERGY EFFICIENCY ANALYSIS AND RECOMMENDATIONS RECOMMENDATION:
Staff recommends that the City Council:
1. Receive and file the staff report and supporting documents.
2. Provide Staff with direction with the energy efficiency plan implementation, as recommended in this report.
Prepared by: Joseph Alvarado, Management Analyst
Maxime Le Mevel, Southern California Region Energy Network Stephen Reno, Southern California Region Energy Network Presented By: Clete J Saunier
11.B CITYWIDE ASSET MANAGEMENT AND COMPUTERIZED MAINTENANCE
MANAGEMENT SYSTEM
RECOMMENDATION:
Staff recommends that the City Council:
1. Authorize the City Manager to execute a Professional Service Agreement with Maintstar for software licensing and implementation of a Computerized Maintenance Management System (CMMS) in an amount not to exceed One Hundred Forty-Six Thousand Five Hundred City of Santa Paula - City Council - City Council Regular Meeting 4 ($146,500) dollars over three fiscal years in a form approved by the City Attorney.
1 st Year, FY 2021-2022: $97,500
2 nd Year, FY 2022-2023: $24,000
3 rd Year, FY 2023-2024: $25,000
2. Authorize the City Manager to execute a Professional Services Agreement with Carollo Engineers, Inc. for CMMS implementation support services for an amount not to exceed One Hundred Sixty-Three Thousand Five Hundred Sixty-Nine ($163,569) dollars over one year in a form approved by the City Attorney.
Presented By: Clete J Saunier
12. ITEMS FOR FUTURE AGENDAS
12.A FUTURE AGENDA ITEMS
RECOMMENDATION:
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 5 To: Honorable Mayor and Members of the City Council
From: James Mason, Community Development
Subject: DOWNTOWN IMPROVEMENTS AND RRM CONSULTING - ACTIVITY UPDATE
Date: February 2, 2022
Agenda Item: 6.A
CITY OF SANTA PAULA
MEMORANDUM
RECOMMENDATION:
That the City Council:
Receive and file the report and provide any input to staff regarding project priorities.
Presented by: James Mason, Community & Economic Development Director BACKGROUND:
Santa Paula’s Traditional Downtown
The Downtown District was first envisioned in the 1996 Downtown Improvement Plan – Design Development Report (adopted by City Council) and further refined in the 2004 Downtown Improvement Plan Update (adopted by City Council), the 2012 Downtown Improvement Plan and the 2017 Downtown Action Plan. All of these vision documents featured the same approximate district area boundary generally contained by 7th Street, 12th Street, Harvard Blvd and Railroad Ave.
Throughout the course of these past planning efforts, the citizens of Santa Paula have repeatedly conveyed a cohesive vision for downtown:
-Diversify the economic base in order to provide needed goods and services; -Expand employment and residential opportunities;
-Strive to maintain and enhance its wonderful quality of life and small town charm; -Enhance the balance between jobs and housing opportunities; -Facilitate collaboration between community members and organizations; -Maintain and enhance the physical and social vitality (friendly atmosphere, quaint neighborhoods, quality design, and historic environment).
Policy - Approved 2040 General Plan Update
In order to advance this Vision, the 2040 General Plan contains the following policy statements that will direct future city planning efforts. 6 LU 5.c Downtown District Overlay. Establish a Downtown District Overlay in the Development Code to provide an incentive-based tool for compatible infill development that supports affordable housing, economic development and public improvements in the Downtown.
Density/intensity bonuses up to a maximum of 3.0 FAR may be granted contingent upon the provision of affordable housing or other public benefits and amenities such as public spaces, enhanced streetscape or public art.
LU 5.d Downtown parking. Consider strategies to reduce parking demand and manage supply (shared parking, in-lieu fees, commercial parking, etc.) to improve pedestrian, bicycle and transit mode share, downtown livability, safety, business vitality, vehicle miles traveled (VMT) reduction, and air quality. Implement standards that reduce demand for new parking and private vehicle ownership, and that help maintain optimal parking occupancy and availability.
LU 5.e Downtown development standards. Revise zoning regulations for the Downtown to: 1) increase the maximum floor area ratio from 2.0 to 3.0; 2) review mixed-use residential parking requirements; 3) streamline the review process for desired uses; and 4) permit housing outright.
LU 5.f Design guidelines. Consider adoption and implementation of design guidelines based upon the 2004 Downtown Improvement Plan to encourage development that enhances the historic quality and character of the Downtown area.
Implementation – Future City Initiatives
In order to implement the visioning documents for the Downtown District, discrete City initiatives will be necessary. Over the course of the next 6-12 months, Staff plans to study and formulate recommendations for City Council and public review to establish a set of action items designed to implement three overarching planning goals for the Downtown District:
Incentivize Infill Affordable Housing:
Expedited Entitlements. Increased ministerial discretion at Staff level including, but not limited to, prescriptive allowances and/or provisions for more streamlined approval process for affordable housing.
Expand and Enhance Pedestrian Safety and Security:
Pedestrian Safety and Security. Strategies and programs to protect the pedestrian – related to lighting, signage, accessibility and ground-level transparency.
District Parking. Strategies and programs to meet parking demand through creative means (such as joint-use agreements, district parking, shared use,– the downtown has over 1,500 surface parking spaces that are underutilized).
Improve Downtown Infrastructure:
Public Right-of-Way Improvement. Other infrastructure will be improved (paving, parks, sidewalks, trash enclosure, etc.)
Gathering Space. Potential for enhancing and expanding small-scale public spaces (such as Green/Mill Alleys, Paseos, etc.)
ANALYSIS:
RRM Design Group
On June 7, 2021 the City entered into a contract with RRM Design Group not to exceed $19,800 for work related to the creation of a downtown improvement implementation plan. The services are to provide the City with specific actionable projects that will enhance the 7 downtown environment, prioritize the items by cost and assist with identifying the responsibility for execution (i.e. PBID, City Departments, America in Bloom).
RRM’s responsibility is outlined in the scope of work in Attachment A. The most recent RRM summary data is outlined in Attachment B - Priority Project Matrix.
Property Business Improvement District (PBID)
The Santa Paula PBID was formed in 2019 by a majority vote of downtown property owners.
The purpose of the PBID is to facilitate growth within the downtown community and utilize resources efficiently. Downtown revitalization will be achieved through focusing on developing local business, improving and renewing infrastructure, increasing marketing and visibility, and keeping the streets safe and clean. Through collection of property-based assessment the PBID has initiated the enhancement of downtown activities and amenities.
Downtown Improvements
Staff will continue to work in concert with RRM and the PBID to finalize the prioritization and implementation schedule for downtown improvements based on cost, feasibility and economies of scale.
The following improvements have been implemented within downtown in the last 12-months as a result of collaborative interdepartmental and community partnerships:
Downtown Tree lighting (Phase I)
Project Description: Repair and Installation of lights in half the trees along Main St PBID Contribution: $2,500.00
City Contribution: Staff time, equipment and repair
Status: Completed in June 2021
Downtown Tree Lighting Phase II
Project Description: Finish lighting the remaining trees along Main Street.
PBID Contribution: $2,500.00
City Contribution: Staff time, equipment and repair
Status: To be completed by end of calendar year.
Santa Paula Beautiful Events
Project Description: Painted and refinished benches, street poles, curbs, and cleaned up Green Street Alley in Downtown corridor in the Downtown corridor.
PBID Contribution: $900.00
City Contribution: Staff time Materials and paint supplies Status: Completed between April 2021 and October 2021
8 Downtown Steam Cleaning
Project Description: Downtown sidewalk steam cleaning.
PBID Contribution: $7,500.00 Status: Completed in March 2021.
Additional steam cleanings planned for November 2021, February 2022 and April 2022 City Corp leader trainee Project
Project Description: Provide additional cleanup and beautification efforts in the downtown every Wednesday and Friday from 1PM-4PM. Services include litter and weed abatement, cleaning gutters, graffiti and sidewalk gum removal.
PBID Contribution: $0
Green Alley Improvements
City Contribution: Staff time Payroll Costs Status: In progress Project Description: Cleanup of Green Alley at Main Street. Fountain demolition and repurposed with plants (in partnership with American in Bloom), lighting repair in tree grates, repair of safety lighting and benches refinished.
PBID Contribution: $0
City Contribution: Staff time
Status: In progress
Downtown Banner Project
Project Description: Repair and replace all banners and missing hardware in the PBID boundary with city and holiday banners.
PBID Contribution: $3,500.00 for banners
City Contribution: Staff time, plus $1,000.00 for hardware Installation and repair of hardware Status: First phase completed November 2021
STRATEGIC PLAN:
Enhancements and beautification of the City's Historic Downtown are integrated in the Council's Strategic Plan in a variety of sections, including:
B. Economic Development
-Downtown beautification – Effectuate visual and physical improvements to the historic downtown corridor, to include public amenities, improved signage, facade improvements, and safety measures.
-Create a welcoming environment to attract “drive-by” or “pass-through” traffic by identifying or building out key locations, access points and traffic circle islands where murals, landscaping, wayfinding signage or decorative fencing can be utilized.
C. Infrastructure, Transportation & Mobility
-Analyze and work towards appropriate enhancements of downtown parking lot lighting needs.
F. Community Vitality
-Expand volunteerism throughout the City by growing the City Corps and Santa Paula Proud 9 Programs.
-Tree-planting/replacement – Pursue funding and develop processes for a tree Master Plan Replacement program which encompasses tree health and safety, planting, locations, and funding source.
-Improve wayfinding signage throughout the City and SR126 to help guide visitors in a friendly and informative way.
-Explore and develop ideas for greater opportunities to use public spaces in the historic downtown corridor.
FISCAL IMPACTS:
Cost for the administration, management and implementation of downtown projects will be a collaboration of funds from the 5-year Capital Improvement Plan, the PBID and funding allocated by the City Council from our share of American Recovery Plan Act (ARPA) funding.
Specifically, Council allocated $50,000 from the first tranche of ARPA, with the expectation of a larger sum of monies considered with the second tranche.
OPTIONS:
Receive and file the report and provide any input to staff regarding project priorities.
ATTACHMENTS:
ATTACHMENT A RRM Scope of Services.docx.pdf
ATTACHMENT B RRM DT Priority Matrix.pdf
10 ATTACHMENT A
RRM DESIGN GROUP SCOPE OF WORK
11 SCOPE OF SERVICES
Task 1: Charrette Prep Review
RRM Design Group (RRM) will review and audit existing data and past downtown efforts and meet with the City Planning team to analyze concepts and ideas that can be pulled forward into a current plan. These documents include the most recent work City Planning has assembled into a working map such as past visioning documents, the City-created 3D massing model, City context diagram, downtown action plan, and City downtown district map. RRM will meet with City staff virtually and prepare for the site visit charrette. We will brainstorm urban design ideas for Santa Paula that we can truth test at the site visit charrette.
Task 2: Site Visit Charrette
Armed with the information from Task A, RRM will work with City staff to conduct a hands-on site visit charrette. We will meet with City staff, walk the focus area, and brainstorm ideas and solutions with staff while we analyze the opportunities. We will capitalize on the assets in Downtown Santa Paula today and look for opportunities for improvements. City staff will provide a base map for the team to use on the site walk. We will draw ideas onto the base map that can be left with City staff to combine into one vision map.
Task 3: Design Ideas Tool Kit
RRM will create a tool kit of ideas for the downtown focus area. We will articulate solutions and concepts that were discussed at the site visit charrette through bulleted points, images, and sketches. This tool kit will include solutions and ideas for parklets and outdoor dining. We have assumed a compilation of images and sketches to articulate key ideas.
Task 4: Summary Data
Collaborating with City staff, RRM will help prioritize key projects and develop some rough order of magnitude estimate of costs for a few key items. This will be a matrix with a list of short-term, mid-term, and long-term actions or projects for downtown Santa Paula and costs on the key projects that staff and RRM identify. Because the budget for this task depends on the type of project we are costing, we have budgeted a fee of $3,000 and can decide after Task 3 which items we estimate costs on.
Authorized modification October 2021:
Task 4: Summary Data
City will provide direction for RRM on priority projects to further refine/develop in this task. RRM shall prepare “cut sheets” for as many of the priority projects as remaining budget allows. The “cut sheets” are envisioned by staff to be a single double-sided sheet (81/2”x11” or 11”x17”) – one side containing illustration(s) (plan/section/axon/etc) as necessary to articulate the design and one side containing a tabular summary of material type and quantity, and a column for unit cost to be inserted in the future by staff. No costs estimates are required by RRM during this task.
Please work with Taylor to execute Task 4. First, please provide her with an estimate of the number of priority projects your budget will allow you to produce cut sheets for. Please utilize the attached Priority Projects Matrix and refer to the right hand column which identifies priority projects by asterisk. Order of preference for production of cut sheets is as follows:
- Project #1.5. Tree Seating
- Project #2.3. Movable Planters
12 - Project #2.1. Street Dining
- Project #4.4. Entry Gateway
- Project #3.3. Painted Intersection
- Project #3.5. Painted Crosswalk
- Project #1.4. Mid-Block Crossing
- Project #2.9. Public Art at Green Alley Entrance
Task 5: Meetings and Coordination
This task for project management and time for RRM to meet with staff to review material and get direction throughout the visioning effort.
Deliverables for Tasks 1-5:
Review material collected by Planning staff and prepare for charrette One (1) site visit charrette with three RRM design team members One (1) photo and sketch compilation of concepts and ideas from charrette One (1) rough estimate of costs and list of projects for downtown improvements Up to four (4) hours of meetings and coordination
SERVICES AND/OR INFORMATION TO BE PROVIDED BY CLIENT
Background information
Base mapping
SCHEDULE OF SERVICES
Task 1: Charrette Prep Review
Timing: Target week of May 3, 2021
Task 2: Site Visit Charrette
Timing: Target week of May 26, 2021
Task 3: Design Ideas Tool Kit
Timing: Week of August 20, 2021
Task 4: Summary Data
Timing: October 1, 2021
13 SANTA PAULA MAIN STREET
PBID PRIORITY PROJECTS
PROJECT # IMAGE PROJECT NOTES COST ESTIMATE TIMING / DEPT PRIORITY SEGMENT 1 [8th Street Intersection]
1.1 CURB EXTENSION + LANDSCAPE. New curb
line with landscaped interior.
1.2 CURB EXTENSION + BRICK. New curb line
with brick interior.
1.3 OPPORTUNITY SITE. Scope and program
public-private joint-use agreement.
14 1.4
MID-BLOCK CROSSING. Painted and/or
raised paving.
*
1.5 TREE SEATING. Box-frame seating at base of
select trees balanced along length of street.
*
1.6 RELOCATED CLOCK. Existing clock near Ebell
Park to be relocated.
SEGMENT 2 [Davis Street Intersection]
2.1 STREET DINING. Outdoor dining room
configuration(s).
*
15 2.2
PUBLIC ART. Expand public art elements
celebrating culture/history into right-of-way.
2.3 MOVABLE PLANTERS. Temporary street
closure devices + planting and seating.
*
2.4 CURB EXTENSION + BRICK. New curb line
with brick interior.
2.5 RAISED BRICK CROSSING. Elevated crosswalk
with stamped concrete or brick.
16 2.6
FOUNTAIN. Classic fountain featuring seating
and internal water circulation mechanics.
2.7 BUILDING UPLIGHTING. Accent lighting of
the Clock Tower building.
2.8 FESTOON LIGHTING. Lighting strands hanging
building face to building face.
2.9 PUBLIC ART. Light-based art element in place
of decommissioned fountain.
*
17 2.10
RETAIL KIOSK. Private micro-enterprise
located in existing vacant floor area.
SEGMENT 3 [Mill Street Intersection]
3.1 & 3.2
KIOSK. Staffed or digital (un-staffed)
architecturally stylized feature.
3.3 PAINTED INTERSECTION. City logo or similar
element in center of intersection.
*
3.4 CURB EXTENSION + BRICK. New curb line
with brick interior.
18 3.5
PAINTED CROSSWALK. Painted crosswalk as
emblematic of abutting Art Alley.
*
3.6 STREET TREE UP-LIGHTING. Replace strand
lighting with up-lighting (existing utilities).
3.7 PAINTED CURB EXTENSION. As option to
new curb line, painted right-of-way.
3.8 BUILDING UP-LIGHTING. Accent lighting of
the old bank building.
SEGMENT 4 [10th Street Intersection]
19 4.1
WAYFINDING MONUMENT. Free-standing
column or similar.
4.2 BUILDING UP-LIGHTING. Accent lighting of
the Oil Museum building.
4.3 CURB EXTENSION + BRICK. New curb line
with brick interior.
20 4.4
ENTRY GATEWAY. Overhead gateway
spanning the right-of-way.
*
4.5 RAISED BRICK CROSSING. Elevated crosswalk
with stamped concrete or brick.
21 To: Honorable Mayor and Members of the City Council
From: Julie Latshaw, Administration
Subject: EXTEND APPROVAL TO HOLD VIRTUAL CITY COUNCIL,
COMMISSION, COMMITTEE, BOARD AND OTHER CITY BODIES,
MEETINGS PURSUANT TO AB 361
Date: February 2, 2022
Agenda Item: 10.A
CITY OF SANTA PAULA
MEMORANDUM
RECOMMENDATION:
Staff recommends that the City Council:
1. Extend Approval to hold Virtual City Council, Commission, Board, and other City Bodies Meetings Pursuant to AB 361.
Presented by: Julie Latshaw, City Clerk
BACKGROUND:
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.
On January 19, 2022, the Council again unanimously voted to continue virtual City Council, Commission, Board, and other City Bodies meeting under AB 361 by adopting Resolution No 7384.
In order to extend the ability to hold virtual City Council, Commission, Board, and other City Bodies Meetings pursuant to AB 361, the City Council must make the findings and determinations under AB 361 to again allow the Council to meet virtually.
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. Accordingly, in order to 22 continue to qualify for AB 361’s waiver of in-person meeting requirements, the Council must find either 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.
City staff recommends that the Council extend it's ability to meet virtually by an extension of Resolution No. 7384. Should the Council do so, the ability to meet virtually will continue in effect for the next 30 days. During that time, 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 every 30 days, to extend the time, Resolution No. 7384 approving virtual meetings pursuant to AB 361 would lapse, requiring Council to hold in-person meetings until extended by a majority vote.
ATTACHMENTS:
23 CITY OF SANTA PAULA
VIRTUAL MEETING
CITY COUNCIL – REGULAR MEETING
JANUARY 19, 2022, 6:30 PM
MINUTES
REGULAR MATTERS - VIRTUAL MEETING
1. CALL TO ORDER
Mayor Crosswhite called the meeting to order at 6:33 p.m.
2. INVOCATION
Rev. Lupita Alonso-Redondo, M.Div. provided the Invocation.
3. FLAG SALUTE
Councilmember Cornejo 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. APPROVE VIRTUAL MEETING
5.A FINDINGS TO HOLD VIRTUAL CITY COUNCIL, COMMISSION,
COMMITTEE, BOARD AND OTHER CITY BODIES, MEETINGS
PURSUANT TO AB 361
Julie Latshaw, City Clerk, presented this item.
Vice Mayor Sobel motioned, second by Councilmember Araiza to 1) Approve Resolution No. 7384 Authorizing Virtual City Council, Commission, Board, and other City Bodies Meetings Pursuant to AB 361. 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.
6. PRESENTATIONS
6.A PARKS & RECREATION DEPARTMENT ACTIVITY REPORT
Parks and Recreation Director, Greg Barnes, presented the Parks & Recreation Department’s Activity Report for the period of July 1, 2021 to December 31, 2021.
7. PUBLIC COMMENT
None.
24 8. CITY COUNCIL REPORTS
Councilmember Araiza:
Toured the upper Ojai Fire Station
Councilmember Juarez:
Attended the funeral services for Chief Robert Gonzales, participated in the Glen Tavern Chamber Mixer, road dune buggy in the Santa Tours, read names of Hospice Light of Life, distributed Christmas baskets with Rotary, Citizen Core meeting, and announced the loss of retired employee with the Santa Paula Police Department, James W. Rhodes.
Councilmember Cornejo:
Attended the Light Up the Life ceremony, and Property Business Improvement District meeting.
Vice Mayor Sobel:
Attended Economic Development Collaborative meetings, Social Justice Ad Hoc meeting, Southern California of Governments meeting, and announced Ventura County Transportation Commission news of the hiring of the new Executive Director, Martin Erickson.
Mayor Crosswhite:
Attended the Glen Tavern Mixer, Social Justice Ad Hoc, Ventura Regional Sanitation District, virtual roundtable with Congresswoman Julia Brownley, City Selection Committee, Ventura County Council of Governments.
9. CITY MANAGER REPORTS
City Manager Dan Singer:
Updated the effects COVID is taking on City staff and offices with limited services, meetings with De Colores and Latino Townhall, met with the new train operators from Northern Sierra, and spoke of Joe Ferguson, former employee who has recently passed.
10. CONSENT CALENDAR
Councilmember Juarez motioned, second by Councilmember Cornejo to approve Consent Calendar. 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.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
25 10.B DECEMBER 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 December 2021, starting check number 329536 and ending check number 329786.
2. Review and accept the “Certification of Salaries” for the pay period ending dates December 3rd, 2021 through December 17th, 2021.
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 a. -2022.
2. Allocate $119,000 in revenues (100-4-4500-4279) and a matching amount in expenditures (100-5-4501-610).
10.D RESOLUTION NO. 7385 ESTABLISHING THE RECREATION LEADER /II/IIICLASSIFICATION 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.
10.E FLAG DISPLAY POLICY
RECOMMENDATION:
Staff recommends that the City Council adopt Resolution No. 7388 enacting a Santa Paula Flag Display Policy.
11. ACTION ITEMS
Mayor Crosswhite motioned, second by Vice Mayor Sobel to approve moving item 11B and 11E before 11A. 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.
26 11.A
PROFESSIONAL SERVICES AGREEMENT WITH CITYGATE
ASSOCIATES LLC. FOR AN ORGANIZATIONAL EFFICIENCY
ASSESSMENT OF DEVELOPMENT SERVICES PROCESS.
Councilmember Juarez motioned, second by Vice Mayor Sobel to 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 processs 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). 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.
11.B ADVANCED WATER TREATMENT FACILITY PROJECT FINANCIAL
PROJECTIONS AND STATE REVOLVING FUND APPLICATION
Clete Saunier, Public Works Director presented this item. Eileen Shields with MKN Associates, provided a presentation on the Advanced Water Treatment Facility Project, and Alex Handlers with Bartlewells, provided information on the financial data.
Councilmember Juarez motioned, second by Vice Mayor Sobel to 1) Approve the Updated Wastewater Financial Projections and Advanced Water Treatment Facility Finding and authorize the City Manager to update the Clean Water State Revolving Fund loan applicatyion; and 2) Adopt Reimbursement Resolution 7382 authorizing reimbursing expenditures and indicating a reasonably expected maximum principal amount of $23 million for the AWTF project. 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.
11.C WAIVE FORMAL BIDDING AND ACCEPT CONTRACT WITH MARK43 INC.FOR COMPUTER AIDED DISPATCHING AND RECORDS MANAGEMENT SYSTEM.
Vice Mayor Sobel motioned, second by Councilmember Cornejo to approve as amended waiving the formal bidding process and 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. 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.
11.D 2021-2023 CITY COUNCIL STRATEGIC PLAN PROGRESS REPORT 27 Management Analyst, Jonathan Royas, presented the 2021-2023 City Council Strategic Plan Progress Report.
11.E ANALYSIS OF WASTEWATER SERVICE OPTIONS
This item was presented by Clete J Saunier, Public Works Director, Christy Ramirez, Finance Director, Gerhardt Hubner, MKN & Associates, and Michael Nunley, MKN & Associates.
Chris Theisen with Ventura Regional Sanitation District (VRSD) spoke on the workings of VRSD and would like the City of Santa Paula to extend their contract for five years.
Councilmember Araiza motioned, second by Councilmember Juarez to approve 1) Receive and file the 2022 Updated Cost Benefit Analysis; and 2) Provided Staff with direction to pursue a five-year contract extension with VRSD for the continued operation of the wastewater collection system and water recycling facili8ty (WRF).
Motion carried by the following voice vote: AYES: Councilmember Araiza, Councilmember Juarez, and Mayor Crosswhite. NOES: Councilmember Cornejo and Vice Mayor Sobel. ABSTAIN: None. ABSENT: None at time of vote.
12. ITEMS FOR FUTURE AGENDAS
12.A FUTURE AGENDA ITEMS
City Manager Dan Singer, explained that due to the high numbers of COVID-19 cases, we anticipate the February 2nd meeting to be held virtual. Reserve Officer Ed Jones years of service award on a later date so that it can be done at an in-person meeting. RRM Consulting is anticipated at the February 2nd meeting.
13. ADJOURNMENT
Mayor Crosswhite adjourned the meeting in memory of Joe Ferguson and James W. Rhodes at 9:27 p.m.
ATTEST:
______________________________
Julie Latshaw
City Clerk
28 To: Honorable Mayor and Members of the City Council
From: Clete J Saunier, Public Works
Subject: WATER DIVISION VEHICLE PURCHASE
Date: February 2, 2022
Agenda Item: 10.C
CITY OF SANTA PAULA
MEMORANDUM
RECOMMENDATION:
Staff recommends that the City Council:
1. Authorize the City Manager to purchase two (2) new service trucks for the Public Works Department, Water Division.
Presented by: Clete Saunier, Public Works Director
BACKGROUND:
The Water Division’s fleet consists of fifteen service vehicles. Staff conducted a review of the fleet in December 2019 to assess the condition of the vehicles and determine replacement needs. These vehicles are extensively used in daily field maintenance operations throughout the City. Some have reached the end of their useful life cycle and are requiring additional maintenance, which comes at a high cost.
Funding for purchasing three new vehicles was included in the first year of the adopted FY 2021-2023 Budget. Staff ordered the first vehicle after Council’s approval to purchase in November 2021. Due to manufacturing delays combined with impacts from COVID-19, delivery of this pre-ordered vehicle is not expected until late 2022 (one year from order date).
The cooperative purchasing contract order window for the remaining two vehicles had already expired for the year and would not re-open until November 2022.
ANALYSIS:
Staff is seeking Council approval to purchase the remaining two vehicles as it continues to consider all viable vehicle replacement options. Equipment manufacturing and supply-side delivery delays continue to be problematic and the need for division replacement vehicles has become a serious concern. The Public Works Department plans to replace its aging conventional fuel fleet with alternative hybrid or full electric vehicles concurrent with State mandates and in concert with City and Countywide installation of smart, readily accessible, rapid charging infrastructure, including adequate backup power generation infrastructure.
However, high demand and limited supply issues related to hybrid electric and full electric vehicles, particularly trucks, has extended manufacturing and delivery timelines between the 29 second & third Quarter of 2023. Fleet Division Staff considered all hybrid and electric vehicle manufacturers they are trained to work on, including Ford, GM and Dodge. Therefore, due to the increasing urgency for the Water Division to replace its aging vehicles and its inability to wait up to twenty months for replacement hybrid or full electric vehicles, Staff is recommending the Council approve the purchase of two, conventional fuel vehicles at this time. The anticipated delivery date for the proposed Ford Ranger trucks is September 2022.
If approved, Staff will present the replaced vehicles as surplus (fleet) equipment requesting Council approval for their sale at a future public meeting.
STRATEGIC PLAN:
This purchase does not directly address the strategic goals within the City's adopted Strategic Plan.
FISCAL IMPACTS:
Staff solicited and received quotes for purchasing one (1) 2022 Ford Ranger XL 4WD Super Cab 6’ Bed 126.8 WB pickup and one (1) 2022 Ford Ranger XL 2WD Super Cab 6’ Bed 126.8 WB pickup from National Auto Fleet Group (nationally recognized cooperative purchasing agent) and an approved government contract through Sourcewell (Formerly Known as NJPA) Contract 091521-NAF. There is sufficient funding for purchasing the two vehicles, including costs for in-house outfitting each with the appropriate DOT approved lighting equipment and bed storage equipment.
Funding Source:
620 Water Enterprise Fund: Equipment - New, No. 620-5-5072-610: $67,000.
There are sufficient funds available to cover these expenses in the current fiscal year budget.
OPTIONS:
The Council has the following available alternative options to Staff’s Recommendations:
1. Do not authorize the City Manager to purchase two (2) new service trucks for the Water Division. This would result in increased fleet maintenance costs associated with equipment exceeding its usable life cycle and a continued decline in work production efficiency within the Water Division.
ATTACHMENTS:
Exhibit A - Sourcewell Quote ID#19558.pdf
Exhibit B - Sourcewell Quote ID#19559.pdf
30 EXHIBIT A
Sourcewell Quote ID#19558
31 32
33 34
35 36
37 38
39 EXHIBIT B
Sourcewell Quote ID#19559
40 41
42 43
44 45
46 47
48 To: Honorable Mayor and Members of the City Council
From: Clete J Saunier, Public Works
Subject: CITYWIDE ENERGY EFFICIENCY ANALYSIS AND
RECOMMENDATIONS
Date: February 2, 2022
Agenda Item: 11.A
CITY OF SANTA PAULA
MEMORANDUM
RECOMMENDATION:
Staff recommends that the City Council:
1. Receive and file the staff report and supporting documents.
2. Provide Staff with direction with the energy efficiency plan implementation, as recommended in this report.
Prepared by: Joseph Alvarado, Management Analyst
Maxime Le Mevel, Southern California Region Energy Network Stephen Reno, Southern California Region Energy Network Presented by: Clete Saunier, Public Works Director
BACKGROUND:
In 2015, the City Council desired to reduce citywide energy usage and decrease its energy costs. The Council directed City staff to identify and implement energy efficiency measures (EEM) to meet these goals and fulfill anticipated State of California imposed energy mandates.
The City of Santa Paula (City) enrolled in the Southern California Region Energy Network (SoCalREN), a public agency program administered by the County of Los Angeles and funded by the State of California Public Utilities Commission (CPUC). SoCalREN helps public agencies identify and implement energy efficiency projects to meet local energy efficiency goals and statewide energy mandates. SoCalREN also offers free energy efficiency consulting services funded under specific CPUC programs. The City sought SoCalREN’ s services and requested a citywide energy analysis to determine the most cost effective energy measures to implement for reducing energy usage and decreasing energy costs. However, no further action taken.
In 2019, the City directed staff to re-connect with SoCalREN to discuss the City’s current and future energy efficiency (EE) goals. SoCalREN reciprocated interest and welcomed the opportunity to develop a public-private partnership to address and achieve the City’s EE needs and goals. The City leveraged no-cost services to complete a citywide public facilities energy 49 efficiency report.
The City directed SoCalREN to conduct the following sequenced EE assessments:
Assess the City’s public facilities’ EE infrastructure
Determine the City’s current EE capacity, EE limitations, and EE upgrade requirements Recommend a list of viable EEM’s to reduce energy usage and costs Provide a financial plan listing funding sources for each recommended EEM For the assessment, SoCalREN used the City’s 2019 energy utility data to conduct and determine the City’s EE infrastructure, capacity, limitations, and upgrade requirements.
SoCalREN also provided the City with their EE findings, a list of EE recommendations, estimated project costs for each EEM, estimated project costs savings, including incentives and return on investment (ROI) data, and a list of funding sources with loan options that included terms and conditions.
Due to the financial and economic impacts and social implications from the COVID-19 pandemic crisis, the City decided to cease efforts and revisit these energy measures at a future date.
ANALYSIS:
In early 2020, City Council expressed to staff an interest in revamping the City’s energy efficiency plan (EEP). The Council also directed staff to conduct a citywide site assessment for the installation of solar panels and battery storage equipment.
On April 5, 2021, staff issued an RFP to solicit proposals for a site assessment for solar panel installation and battery storage equipment and in response, the City received a total six (6) proposals on the due date of May 14, 2021. Ultimately, the City did not award a contract upon discovering it qualified for SoCalREN’s Pathway to Zero Program (PZP) that supports public agencies on a path towards zero net energy. The City agreed to participate in the PZP program and accepted SoCalREN’s offer to provide the scope of services, as listed in the RFP, at no costs to the City. SoCalREN also agreed to provide the City with EE deliverable services including, consultation, on-site assessments, labor and material costs analyses, findings, recommendations, and reporting documents.
During the same period, the City reached out to SoCalREN, once again, to solicit their services and request an update to its previous 2020 Citywide EEP and SoCalREN agreed.
SoCalREN in partnership with their engineering consultant, TRC Solutions Inc. (TRC), provided a complete EE assessment under two major EE measures.
For measure one, SoCalREN/TRC provided a list of recommended EEM’s to reduce public facility energy usage and energy costs. For measure two, SoCalREN conducted a comprehensive site assessment and provided recommendations as to the most optimal site locations within the City for the installation of solar panels and battery storage equipment. The proceeding sections addresses each measure in more detail.
Under Exhibit A – Comparative Energy Analysis Report (CEA), SoCalREN provides a complete and in-depth EE assessment of each city service sector and citywide energy usage and costs data.
50 SoCalREN/TRC summarized the City’s spending into the following four (4) service sectors:
Water Pumping, Street & Traffic Lights, Agency Buildings, Outdoor & Park Lighting.
SoCalREN determined that the City paid $1.16 million in energy costs on electricity and natural gas. Provided below is a breakdown of the City’s total energy usage and total energy costs, on an annual basis, for each service sector.
Total Energy Usage Total Energy Costs
Water & Sewer Pumps 66% $772,713
Streets and Traffic Lights 20% $231,826
Public Facilities 12.6% $146,805
Outdoor/Parking Lights 0.8% $9,402
Total 100% $1,160,746
SoCalREN/TRC coordinated closely with Staff to collect facility data in order to identify the best EEM options. SoCalREN identified and determined the following EEM’s for reducing energy usage and energy costs.
Retrofit public facility interior and exterior permanent lighting fixtures Replace HVAC systems at seven public facilities
Retrofit street and traffic lighting
Retrofit outdoor and parking lighting
Upgrade WRF equipment with Ammonia Analyzers
Upgrade WRF equipment with DO Controls on Aerobic Digesters For complete details to SoCalREN/TRC assessments, findings, and recommendations, reference Exhibit B - Citywide Public Facilities Project Proposal.
Provided below is SoCalREN/TRC estimated total project implementation costs for all EEM’s listed above, followed by the simple payback in years.
Gross Project Costs: $435,649
Estimated SCE Incentives: $59,765
Net Project Costs: $375,884
EEM Location Simple Payback Years
Lighting retrofits Citywide Owned Property 5.95
HVAC Replacements Citywide Public Facilities 4.0
Ammonia Analyzers WRF 4.5
Aerobic Digesters DOC WRF 4.7
The fiscal impact section contains a list of available funding sources.
For measure two, SoCalREN/TRC conducted this assessment under their PZP. The PZP seeks to integrate the most cost effective distributed energy resource (DER) technology options for meeting the City’s EE needs and goals. DER’s are small modular energy generation and storage technologies that provide electric energy capacity where you need it most with the ultimate goal of reducing energy usage and decreasing energy costs.
Under Exhibit C – Citywide Solar Panel and Battery Storage Site Assessment Report, 51 SoCalREN/TRC provides a complete and in-depth assessment of each public facility site analysis, including total project costs, project savings, project incentives, simple payback, and ROI’s.
SoCalREN/TRC conducted a facility site assessment in three (3) stages for determining the most optimal solar photovoltaic (PV), battery energy storage system (BESS), and electric vehicle charging station (EVCS) opportunities.
In stage one, SoCalREN/TRC analyzed 107 city owned electrical meters and based on preliminary utility data assessments, 97 sites were deemed unfeasible locations with review findings for solar PV. For complete details, reference Appendix A of Exhibit C.
In stage two, SoCalREN/TRC assessed ten (10) potential site locations for DER measures.
SoCalREN/TRC conducted high-level costs and savings calculations. Six sites were unfeasible locations with review findings for solar PV. Ultimately, four (4) potential site locations were selected for stage three assessment. The original ten (10) facility meters assessed for solar PV potential are included in Appendix B of Exhibit C.
In stage three, SoCalREN/TRC performed on-site assessments at four (4) locations that presented the greatest solar PV potential for DER measures. TRC also conducted advanced high-level costs and savings calculations at each site location.
The four (4) sites listed below possessed the greatest solar PV potential:
Water Reclamation Facility (WRF)
Police Department / City Hall / Community Development
Steckel Water Plant Building and Activity Room (Community Center) Community Center
Based on SoCalREN/TRC’s on-site audits, various DER measures where identified considering each facility’s current EE infrastructure and EE capacity, limitations, and upgrade requirements. The equipment age and types, usage pattern, and operational capabilities where also taken into account.
Water Reclamation Facility (WRF)
The City’s WRF offers solar PV potential with an adjacent open lot that has 54,000 SF of space that currently has no planned use. Based on the WRF’s energy profile, EE infrastructure, capacity, limitations, and upgrade requirements, SoCalREN determined this site as an ideal location for solar PV and BESS. The WRF’s rooftops are a mixture of flat and pitched (southwest and southeast) open spaces. Provided below is the cost breakdown that reflects the installation of solar PV and BESS, including the estimated simple payback of 16.0 years and return on investments at 123%. The fiscal impact section contains the list of funding sources.
Site Location Cost Savings Gross Project Costs Incentives Net Measure Costs WRF $64,000 $1,404,000 $365,000 $1,039,000
Police Department / City Hall / Community Development Department 52 The Police Department (PD), City Hall (CH) and Community Development Department (CDD) buildings offer solar PV and BESS potential. CH and CDD were evaluated as one campus, while PD was evaluated as a standalone. CH offers 7,500 SF in rooftop space and CDD offers 4,400 SF in rooftop space. CH and PD have flat open rooftops, while CDD’s rooftop is used to hold HVAC equipment. The three buildings share a 21,600 SF parking lot. Based on CH/PD’s energy profile, EE infrastructure, capacity, limitations, and upgrade requirements, SoCalREN determined this site as an ideal location for solar PV and BESS.
The cost breakdown provided below reflects the installation of solar PV and BESS followed by the simple payback in years and ROI. The fiscal impact section contains the list of funding sources.
EEM Location Cost Savings Gross Project Costs Incentives Net Measure Costs Solar CH/PD $24,000 $680,000 $177,000 $503,000
BESS CH/PD $4,400 $101,000 $101,000 $41,000
Total $29,200 $781,000 $237,000 $544,000
EEM Location Simple Payback Years ROI
Solar CH/PD 20.0 99%
BESS CH/PD 9.0 215%
Community Center / Water Filtration Building / Cultural Arts Center The Water Filtration Building (WFB) and Cultural Arts Center (CAC) were evaluated as one campus and both offer solar PV potential. The WFB may be structurally incapable of holding rooftop solar panels, but the CAC is equipped with a southwest-facing pitched roof that will require structural evaluation. The Community Center (CC) was evaluated as a standalone.
Based on the CC energy profile, EE infrastructure, capacity, limitations, and upgrade requirements, SoCalREN determined this site as an ideal location for solar PV and BESS. The CC has a 15,200 SF building. The CC shares a parking lot with the WFB and CAC. A positive feature is that the building has both flat and southwest facing pitched rooftop space.
Provided below is the cost breakdown that reflects the installation of solar PV and BESS for all three buildings, followed by the simple payback in years and the ROI’s.
EEM Location Cost Savings Gross Project Costs Incentives Net Measure Costs Solar WFB $15,800 $509,000 $132,000 $377,000
Solar CC $6,700 $139,000 $36,000 $103,000
BESS CC $2,300 $57,000 $26,000 $31,000
Total $24,800 $705,000 $194,000 $511,000
EEM Location Simple Payback Years ROI
Solar WFB 24.0 84%
Solar CC 15.0 130%
BESS CC 13.0 148%
Electric Vehicle Charging Stations (EVCS): Public and Private Access 53 SoCalREN/TRC is proposing an installation of twenty (20), Level 2, public access EVCS. Eight (8) will be located in the City’s Historic Downtown sector while twelve (12) will be located in the parking lot located directly behind the Public Works Department Building. Based on the sites energy profile, EE infrastructure, capacity, limitations, and upgrade requirements, SoCalREN/TRC determined this site as an ideal location for EVCS Each EVCS will require an internet connection for usage tracking and each charging station qualifies for SCE rebates.
Provided below is the cost breakdown for the installation of EVCS for public access. The fiscal impact section contains the list of funding sources.
EEM Location Gross Project Costs Incentives Net Measure Costs EVCS 830 E. Main St. $240,000 $192,000 $48,000
EVCS 866 E. Main St. $80,000 $64,000 $16,000
EVCS 926 E. Main St. $80,000 $64,000 $16,000
Total $400,000 $320,000 $80,000
SoCalREN/TRC is also proposing an installation of sixteen (16), level 2, private access EVCS.
Ten (10) EVCS will be located at the Corporate Yard and six (6) will be located at the Water Division, Palm Yard. Based on the sites energy profile, EE infrastructure, capacity, limitations, and upgrade requirements, SoCalREN/TRC determined these sites as ideal locations for EVCS. Each EVCS will require an internet connection for usage tracking and each charging station qualifies for SCE rebates.
Provided below is the cost breakdown that reflects the installation of EVCS for private access at the Corporate Yard and the Palm Yard. The fiscal impact section contains the list of funding sources.
EEM Site Location Gross Project Costs Incentives Net Measure Costs EVCS 130 S. Palm $200,000 $200,000 $0
EVCS 950 Corp. Pl. $120,000 $120,000 $0
Total $320,000 $320,000 $0
Note that other locations, specifically within City-owned parking lots in the downtown area were not included in this analysis, but can be researched and evaluated upon Council direction.
Staff recommends that Council consider these EEM’s as a whole or in parts, contingent upon Staff returning to Council at a future date with more in-depth financing options.
STRATEGIC PLAN:
This initiative supports the currently adopted Strategic Plan in achieving the following goals:
Infrastructure, Transportation & Mobility
Objective 5: Explore funding opportunities to analyze and develop an Energy Efficiency Program (EEP) that may include: electric vehicle charging stations, solar alternative power 54 infrastructure, and a citywide clean energy purchasing program.
The Citywide Energy Efficiency Program (EEP), if approved by Council and upon being sufficiently funded, will fulfill this Objective.
FISCAL IMPACTS:
For fiscal year, 2021-22 and 2022-23, there are no funds allocated to support the implementation of all the EEM’s. While there are three (3) million dollars set aside in the water enterprise fund from recent bond restructuring that could potentially be used for EE projects that meet specific bond requirements, those projects are required to be specific to the Water Fund. Another viable funding source is for the City to acquire loans to cover all three proposed EE project costs. The proceeding tabulation below provides the total project cost for each EE measure and the estimated simple payback. For detailed project costs, reference Exhibit E - Project Labor and Material Cost Calculations.
The Finance Department has not yet reviewed these figures or engaged in discussions regarding the presented loan options. Once Council has provided direction on the EEP, staff will return with further fiscal impacts and recommended funding options.
Project Gross Costs Annual Savings Incentives Net Present Costs EEM $435,649 $96,358 $59,765 $375,884
Solar/BESS $2,880,000 $117,900 $794,000 $2,086,000
EVCS $720,000 $4,650 $640,000 $80,000
Total $4,035,649 $218,908 $917,765 $2,541,884
Project Simple Payback Years
EEM 4.0
Solar/BESS 15.0
EVCS 13.0
SoCalREN has identified the following four (4) funding sources for implementing each EEM.
For complete details, reference Exhibit D – Financing Services.
1. SoCalREN’s Revolving Savings Fund (RSF)
2. California Energy Commission's Energy Conservation Assistance Act (CEC ECAA)
3. Utility On-bill Financing (OBF) offered by SCE and SoCalGas
4. IBank California Lending for Energy & Environmental Needs (CLEEN) RSF provides up-front financing to bridge the delay between construction and acquisition of long-term financing for public agency facility EE upgrades. Some basic loan terms and conditions include:
0% Interest loan rate
One-time 1% service fee
Loan term up to 5 years
No loan minimum
55 CEC-ECAA provides public agencies with low interest loan rates with exceptional loan terms and conditions for EE and energy generation projects. Some basic loan terms and conditions include:
1% Interest loan rate
Maximum loan is $3 million per application
Applications are accepted on a first-come, first serve basis Loan can fund 100% of project costs within a 17 year maximum simple payback Loan must be repaid from energy savings within a maximum of 20 years OBF assists eligible customers finance EE projects that are eligible for utility incentives. Some basic loan terms and conditions include:
0% Interest loan rate
No-fee loan repaid through the customer’s monthly energy bill SCE/SCG business customers eligible for OBF funding
Loan term max. 10 years
Loan amount range $5,000 to $1 Million with a one-time option of a $4 million loan Loans above $250,000 may not be combined with rebates or other utility incentives Applications are accepted on a rolling basis
iBank CLEEN Program in partnership with the Statewide Energy Efficiency Program (SWEEP) offers financing for public facility and street lighting upgrade projects. Some basic loan terms and conditions include:
All or any part of the costs of construction and renovation are eligible for financing Applicants must demonstrate project-readiness and feasibility to complete construction within 2 years after IBank’s financing approval
IBank prioritizes projects in areas with high unemployment rates, low median family income, declining or slow growth in labor force employment, or high poverty rates Applications on a rolling basis
OPTIONS:
The Council has the following available options relative to the recommendations provided within this report:
1. Council may reject all recommendations presented in the EEP report and direct Staff to discontinue further EEP research and analysis.
2. Select a partial list of projects from among the three primary EEP measures including, EEM’s, Solar PV / BESS and EVCS and return with a more detailed financial analysis of those projects at a future Council meeting.
3. Select all projects as presented in the EEP Report for the three primary EEP measures including, EEM’s, Solar PV / BESS and EVCS and return with a more detailed financial analysis of those projects at a future Council meeting.
ATTACHMENTS:
Exhibit A - Comparative Energy Analysis Report.pdf
Exhibit B - Citywide Public Facilities Project Proposal.pdf 56 Exhibit C - Citywide Solar Panel and Battery Storage Site Assessment Report.pdf Exhibit D - Financing Services.pdf
Exhibit E - Project Labor and Material Cost Calculation.pdf 57 EXHIBIT A
Comparative Energy Analysis Report
58 Comparative Energy Analysis Report
Prepared for
City of Santa Paula
Prepared by
The Energy Coalition
On Behalf of
The Southern California Regional Energy Network Public Agency Project Delivery Programs Date
5/20/2020
59 Table of Contents
1. Overview 1
2. Total Energy Portfolio 2
3. Water Pumping 3
4. Street & Traffic Lights 4
5. Building Summary 5
6. Outdoor & Park Lights 6
Appendix A – Methodology 7
Test 60
1. Overview
This report is intended to provide a framework for the City of Santa Paula, referred to as “Agency” herein, to identify inefficient facilities and infrastructure and prioritize further investigation and energy efficiency retrofit work. This analysis uses only energy billing data provided by the Agency to analyze energy use across Agency assets, and to help identify opportunities for energy efficiency improvements. Many factors affect the energy use in different assets, including age, type of heating, ventilation, air conditioning (HVAC), and lighting equipment, facility occupancy and hours, plug loads, and climate. Once individual opportunities with the greatest potential for energy savings are identified, a more detailed screening of those facilities can be performed to identify the specific sources of the inefficiencies.
This report was created by The Energy Coalition on behalf of the Southern California Regional Network (www.socalren.org). Any questions about this report can be directed to your assigned Project Manager, Megan Ong at [email protected].
Test 61
2. Total Energy Portfolio
Your Total Annual Energy Cost is $1,160,746
Key: Solid color represents consumption, hashed color represents cost Table 1: Total Energy Portfolio (Annual)
Agency Energy Use Electric
Consumption
(kWh)
Electric Cost
($)
Gas
Consumption
(therms)
Gas Cost
($)
Total Energy
Consumption
(MMBtus)
Total Energy
Cost
($)
GHG
Emissions
(lbs CO2)
Water Pumping 6,090,296 $772,713 0 $0 20,780 $772,713 3,148,683 Street & Traffic Lights 837,911 $231,826 0 $0 2,859 $231,826 433,200 Agency Buildings 641,652 $134,569 11,301 $12,236 3,319 $146,805 331,734 Outdoor & Park Lights 113,952 $9,402 0 $0 389 $9,402 58,913 Test 62
Test 63
3. Water Pumping
Your Annual Energy Cost for Water Pumping is $772,713 and 66.6% of the Total Cost.
Key: Displays the top 5 consuming pumping service accounts. Columns represent Cost, Area represents Consumption.
Assumption - 65% of all pumps need
to be upgraded. Those pumps will
reduce consumption by 7.5% kWh post
retrofit.
Calculation - projected savings are
7.5% of 65% of the total PA
consumption (for ALL pump accounts)
Table 2: Water Pumping (Annual)
Site Name Address Electric
Consumption
(kWh)
Electric Cost
($)
Electric Rate
($/kWh)
Water Recycling Facility 921 Corporation St 3,774,656 $442,012 $0.12 Well #14 532 W Main St 879,171 $112,710 $0.13
Well #12 1611 E Lemonwood Dr 833,641 $89,450 $0.11
Well #11 Cemetery/Main Pmp 209,874 $34,860 $0.17
Test 64
Well #13 250 Cemetery Rd 73,742 $29,246 $0.40
Test 65
4. Street & Traffic Lights
Your Annual Energy Cost for Street & Traffic Lights is $231,826 and 20.0% of the Total Cost.
Assumption -agencies can save 50% on annual street & traffic light kWh consumption by converting HPS to LED.
Calculation – projected savings are 50% of the total kWh consumption of agency owned street and traffic lights (TC-1, LS-2, and LS-3). LS-1 street lights are not included in projected savings.
Table 3: Street & Traffic Lights (Annual)
Tariff Tariff Description Electric
Consumption
(kWh)
Electric Cost
($)
Electric Rate
($/kWh)
LS-1-ALLNITE Street Lights (SCE Owned) 653,417 $204,040 0.31 Test 66
TC-1 Traffic Signal Lights (Agency Owned) 64,968 $12,086 0.19 LS-3 Street Lights (Agency Owned - metered) 36,654 $7,094 0.19 LS-2 Street Lights (Agency Owned - unmetered) 57,948 $5,672 0.10 LS-2-4 Street Lights (Agency Owned - unmetered) 24,924 $2,933 0.12 Test 67
5. Building Summary
Your Annual Energy Cost for Buildings is $146,805 and 12.6% of the Total Cost.
Key: Displays the top 10 consuming Buildings. Yellow columns represent Cost, Orange area represents Consumption. Electricity is the solid shade, Natural Gas is the hashed shade.
Facilities over 50,000 sq/ft are required to be in compliance with the California Energy Benchmarking Public Disclosure Program (AB 802).
Table 4: Building Summary (Annual)
Site Name Address Electric
Consumptio
n (kWh)
Electric
Cost ($)
Electric
Rate
($/kWh)
Gas
Consumptio
n (therms)
Gas Cost
($)
Gas Rate
($/therm)
POLICE DEPARTMENT 214 S 10TH ST 201,297 $32,116 $0.16 0 $0 $0.00 Test 68
LAS PIEDRAS PARK 427 N 13TH ST 37,431 $24,239 $0.65 0 $0 $0.00 COMMUNITY CENTER 530 W MAIN ST 62,063 $14,392 $0.23 1,776 $2,059 $1.16 SANTA PAULA CITY HALL 970 E VENTURA ST 57,046 $12,276 $0.22 1,016 $1,306 $1.29 WASTEWATER TREATMENT PLANT 921 CORPORATION ST 31,520 $5,135 $0.16 7,636 $7,538 $0.99 COMMUNITY DEVELOPMENT 200 S 10TH ST 34,647 $5,980 $0.17 0 $0 $0.00 HARDING PARK 1400 E HARVARD BLVD 29,448 $5,012 $0.17 0 $0 $0.00 CITY FACILITY 1007 E SANTA BARBARA ST 22,803 $3,927 $0.17 0 $0 $0.00 PUBLIC WORKS DEPARTMENT 866 E MAIN ST LOWER 21,089 $3,653 $0.17 0 $0 $0.00 830 E MAIN ST 830 E MAIN ST 16,897 $2,918 $0.17 0 $0 $0.00 Test 69
6. Outdoor & Park Lights
Your Annual Energy Cost for Outdoor & Park Lights is $9,402 and 0.8% of the Total Cost.
Assumption -agencies can save 50% on annual outdoor & park light kWh consumption by converting HPS to LED.
Calculation – projected savings are 50% of the total kWh consumption of outdoor & park lights.
Table 5: Outdoor & Park Lights (Annual)
Name Address Tariff Electric
Consumption
(kWh)
Electric Cost
($)
Electric Rate
($/kWh)
Area Lighting Various AL-2-F 110,544 $8,462 $0.08
Test 70
Area Lighting Various OL-1 3,408 $941 $0.28
Test 71
Appendix A - Methodology
1. Data Sources
● Building information, energy usage and cost data used in this analysis were derived from utility consumption billing data provided by agency staff. ● Utility consumption billing data used in this analysis were derived from SCG gas tariffs and SCE electric tariffs ● For more information about the utility tariffs included in this analysis refer to:
o SCG Gas Tariffs: For more information about Southern California Gas tariffs; https://www.socalgas.com/regulatory/tariffs/tariffs-rates.shtml o SCE Electric Tariff: For more information about Southern California Edison tariffs; https://www.sce.com/wps/portal/home/regulatory/tariff-books/rates-pricing-choices ● Analysis period for electricity and gas results were based on usage during period January 1, 2019 – December 31, 2019. ● In some cases, multiple meters were associated with a single facility or asset type. For such facilities, to generate estimates of facility-wide energy use, energy usage and cost values were aggregated by summing energy usage and cost values for each day in the analysis period. ● GHG emissions data used in this analysis were calculated using the conversion: 517 lb CO2/MWh + 11.91 lbs CO2/therm [1,2].
2. Total Energy Portfolio
● Total Energy Portfolio data represents an analysis of each agency facility type annual energy costs, annual energy consumption (kWh and therms), GHG Emissions and total annual energy costs for agency facility types based on MMBtus.
● The following agency assets are included in the Total Energy Portfolio:
o Water Pumping
o Street & Traffic Lights
o Buildings
o Outdoor & Parks Lights
Test 72
3. Water Pumping
● Water pumping data represents an analysis of the top five highest energy consuming water and wastewater pumping SCE and SCG service accounts annual energy costs, annual energy consumption (kWh and therms) and total annual energy costs.
● Water pump conversion data used in this analysis is derived on the assumption that 65% of all existing pumps need to be upgraded. Of the 65% of pumps requiring upgrades, it is assumed that the pumps will save 7.5% of their annual kWh consumption [3].
4. Street & Traffic Lights
Test 73
● Street & traffic light data represents an analysis of annual energy costs and annual energy consumption (kWh) per SCE street & traffic light tariff type.
● Annual cost savings reflects only agency owned street lights in the analysis; assumed cost savings conversion is based on converting HPS to LED agency owned traffic and street lights [3].
● On average, agencies can save 50% on annual kWh consumption by converting HPS to LED, which also results in cost savings [3].
5. Building Summary
● Building summary data is weather normalized and includes the following metrics for the top ten highest energy-consuming agency buildings’ (total annual energy costs): annual energy costs and annual energy consumption (kWh and therms).
Test 74
6. Outdoor & Park Lights
● Outdoor & park lights data represents an analysis of annual energy costs, annual energy consumption (kWh)and total annual energy costs per SCE outdoor and park lighting tariff type.
Test 75
Endnotes
[1] Corporate Responsibility Report. (2015). In Southern California Edison. Retrieved from https://www.sce.com/wps/wcm/connect/c0fceef5-e04a-4287-8301-8e66e3e5fbac/2014_Corporate+Responsibility+Report_FINAL+single-page.pdf?MOD= AJPERES&ContentCache=NONE
[2] Adams, L.S., Nicols, M.D., Goldstene, J. N. (2008). Climate Change Scoping Plan.In California Air Resources Board. Retrieved from https://www.arb.ca.gov/cc/scopingplan/document/appendices_volume2.pdf [3] Based on SoCalREN previous project estimates.
Test 76
EXHIBIT B
Citywide Public Facilities Project Proposal
77 Project Summary
The City of Santa Paula enrolled in SoCalREN in November 2015 to take advantage of the no-cost services available to help the agency identify and execute energy efficiency projects.
In early 2020, the City expressed interest in identifying city-wide energy efficiency opportunities. Due to stay at home orders, in-person audits could not occur therefore SoCalREN coordinated closely with the City staff to collect facility data in order to identify energy efficiency measures. This Project Proposal summarizes the most beneficial measures identified during the audit: retrofitting the city’s streetlights, upgrading the interior and exterior lighting, and process upgrades at the water recycling facility. At an estimated gross project cost of $435,649, Santa Paula can reduce annual energy and maintenance costs by an estimated $96,358.
Benefits of this project include increasing occupant comfort, reducing maintenance costs, hedging against increasing utility costs, and reducing greenhouse gas emissions by 390 metric tons annually.
Estimated Savings
$8,030 per month
$96,358 per year
Estimated Net Savings (NPV)
$513,089
over project lifetime
Simple Payback Period
4.23 Years
Monthly and annual savings include energy and maintenance cost savings Project Financials
Project Costs
Gross Project Cost $435,649
Estimated Incentives $59,765
Net Project Cost $375,883
Additional costs, such as construction management or staff time, are not included in this table. Incentive reimbursements are not received until after the project has been completed and approved by the Utilities.
Project Financial Metrics
Net Present Value (NPV) - Cash Only $513,089
Simple Payback Period (SPP) 4.23
Return on Investment (ROI) 1.37
Financial metrics definitions can be found in Appendix A.
Up-front capital requirements are often the greatest obstacle in pursuing energy efficiency retrofit projects. However, by utilizing the estimated $59,75 in incentives, Santa Paula City will be left with $375,883 out-of-pocket cost.
1 Updated By Maxime Le Mevel - 10/25/2021
78 Energy Savings Measures
Project/ Facility Energy Efficiency
Measure
On Bill
kWh Savings
Estimated SCE
Incentive
On-Bill kW
Savings
Gross Project
Cost
Remaining
Project Cost
City of Santa
Paula WRF Ammonia Analyzers 193,133 $43,865.00 22 $116,157 $72,292 City of Santa
Paula WRF
DO Controls on Aerobic
Digesters 70,007 $15,900.22 8 $44,430 $ 28,530
Community
Center
Replace standard efficiency
HVAC 45,895
$0
15.3 $24,520 $24,520
LS-2 Retrofit existing standard
efficiency lighting 35,955 8.21 $18,179 $18,179
City Hall Replace standard efficiency
HVAC 31024 15.5 $29,327 $29,327
Bike Path Retrofit existing standard
efficiency lighting 30,047 6.86 $8,827 $8,827
Corporation Yard Retrofit existing standard
efficiency lighting 22,082 7.96 $50,355 $50,355
TC-1 Retrofit existing standard
efficiency lighting 20,104 4.59 $6,432 $6,432
Community
Development
Replace standard efficiency
HVAC 17,972 9 $19,455 $19,455
Depot Building Retrofit existing standard
efficiency lighting 13,778 6.2 $7,957 $7,957
Santa Paula
Police
Department
Replace standard efficiency
HVAC 10,209 3.4 $10,901 $10,901
Community
Center / Senior
Center
Retrofit existing standard
efficiency lighting 9,025 3.9 $20,064 $20,064
Teague Park Retrofit existing standard
efficiency lighting 8,059 9.42 $9,017 $9,017
LS-3 Retrofit existing standard
efficiency lighting 7,407 1.69 $3,922 $3,922
Boys & Girls
Club / Head Start
Bldgs
Retrofit existing standard
efficiency lighting 6,873 2.88 $15,140 $15,140
Pump Station Retrofit existing standard
efficiency lighting 6,360 4.14 $13,359 $13,359
Harding Park Retrofit existing standard
efficiency lighting 5,233 1.98 $13,256 $13,256
Las Piedras Park Retrofit existing standard
efficiency lighting 4,906 6.23 $10,158 $10,158
Well Retrofit existing standard
efficiency lighting 4,399 1.07 $1,364 $1,364
Centralized
Water
Conditioning
Facility
Retrofit existing standard
efficiency lighting 2,420 1.37 $5,243 $5,243
2 Updated By Maxime Le Mevel - 10/25/2021
79 Cultural Arts
Building
Retrofit existing standard
efficiency lighting 2,273 1.27 $1,970 $1,970
Mill Park Retrofit existing standard
efficiency lighting 1,787 0.45 $2,198 $2,198
Veterans
Memorial Park /
Skate Park
Retrofit existing standard
efficiency lighting 1,467 0.34 $1,509 $1,509
Ebell Park Retrofit existing standard
efficiency lighting 1,051 0.24 $1,474 $1,474
Obregon Park Retrofit existing standard
efficiency lighting 241 0.06 $310 $310
Moreton Bay Fig
Tree
Park/Railroad
Plaza
Retrofit existing standard
efficiency lighting 438 0.10 $125 $125
TOTALS 552,145 $59,765.22 142.16 $435,649 $375,884
3 Updated By Maxime Le Mevel - 10/25/2021
80 Cash Flow Analysis
The SoCalREN provides expert guidance identifying financing opportunities available for public agencies and applying and securing them for eligible agencies. Options that are available to Santa Paula include Cash and the SoCalREN Revolving Savings Fund (RSF). Additional details about RSF can be found in Appendix B.
The projected annual cash-flow for the City of Santa Paula is outlined below.
Year
Incentives &
Financing
Est. Utility
Savings
Est.
Maintenance
Savings
Total Cash
Inflows
Total Cash
Outflows
Net Cash
Flows
(Present
Value)
0 $59,765 $59,765 ($435,649) ($375,884)
1 $0 $80,760 $12,673 $93,433 $0 $93,433
2 $0 $81,442 $12,694 $94,135 $0 $94,135
3 $57,581 $9,325 $66,906 $0 $66,906
4 $58,067 $9,340 $67,407 $0 $67,407
5 $58,557 $9,355 $67,912 $0 $67,912
6 $59,051 $9,371 $68,421 $0 $68,421
7 $50,347 $8,081 $58,427 $0 $58,427
8 $50,771 $8,094 $58,865 $0 $58,865
9 $51,200 $8,108 $59,307 $0 $59,307
10 $51,632 $8,121 $59,752 $0 $59,752
11 $52,067 $8,134 $60,201 $0 $60,201
12 $52,506 $8,148 $60,654 $0 $60,654
13 $21,830 $2,498 $24,328 $0 $24,328
14 $22,014 $2,502 $24,517 $0 $24,517
15 $22,200 $2,507 $24,706 $0 $24,706
Totals $770,023 $118,950 $948,738 ($435,649) $513,089
*all values are in Present Value
4 Updated By Maxime Le Mevel - 10/25/2021
81 Project Milestones and Activities
The Southern California Regional Energy Network (SoCalREN) will assist your agency with completing your energy efficiency projects in an expedited manner. Your Project Manager, Maxime Le Mevel will work with you to refine these proposed dates and the project activities. You may contact Maxime at 213-797-8428 or [email protected].
Milestone Date
Project Proposal Approval November 2021
Project Commitment Form Signed November 2021
Scope of Work approval December 2021
Council/Board Approval Date January 2022
Construction Start Date March 2022
Funding and Financing Options
Southern California Regional Energy Network (SoCalREN) Revolving Savings Fund The SoCalREN’s Revolving Savings Fund (RSF) supports energy efficiency upgrades of public agency facilities by providing the financing agencies need to make energy efficiency projects happen. Loans can provide upfront construction financing (maximum 5 year term) at 0% interest rate to enable your project to unlock energy savings today.
Advantages and Key Considerations:
● 0% interest rate
● Repayment term of up to 5 years
● Funds disbursed within 2 months of accepting loan agreement ● Simple application, with start-to-finish support provided by your SoCalREN Project Manager More details about RSF can be found in Appendix B.
Project Delivery and the Sourcewell (formerly NJPA)
The SoCalREN’s start-to-finish approach allows Santa Paula to retain a qualified, competitively selected contractor for energy efficiency projects in a manner that significantly reduces the time and expense associated with a traditional local government procurement process. These procedures are expressly authorized under California law, and come at no cost or liability to Santa Paula.
More details about Sourcewell can be found in Appendix C. 5 Updated By Maxime Le Mevel - 10/25/2021
82 Appendix A: Financial Metrics Definitions
Gross Project Cost: the total of all construction costs for each measure including direct labor, materials, equipment, the contractor’s adjustment factor and all task order processing fees.
Net Present Value (NPV): NPV takes into account the time value of money and indicates what a project’s lifetime cash flow is worth today. NPV is determined by taking the sum of the present value of all current and future cash flows, including purchase and installation costs, and future utility and maintenance savings.
Reimbursable Costs: Money returned by the utilities after the project has been installed with the Installation Report submitted and approved.
Simple Payback Period (SPP): the amount of time required to recover the initial costs of a project from its savings. A simple payback period ignores the time value of money and assumes that future savings occur in even amounts each year. For example, a $1,000 investment that saves $500 each year has a two-year simple payback period. A project is economically acceptable if the payback period is less than the length of the project life.
SPP = Net Project Cost ($) / Annual Savings ($/yr)
Financing Assumptions
Discount Rate 3.1%
Utility Escalation Rate for 2022 10%
Utility Escalation Rate for 2023+ 4%
Inflation Rate 3.3%
Maintenance Savings
(% of Gross Project Cost)
3%
Project Lease Interest Rate 2.6%
Project Lease Interest Rate: The interest rate used is an indicative rate and does not represent an offer from SoCalREN or its partners. Actual borrowing rate will be determined when a project and financing is approved and will take into account each agency's credit profile, needs, and financing terms and structure.
Estimates of potential Investor-Owned Utility (IOU) incentives and On-Bill Financing funding values are based on the most up-to-date information available from the corresponding utility. Utilities reserve the right to change and/or terminate funding for Energy Efficiency projects based on evolving priorities as determined by California Public Utilities Commission directives. These changes can happen without notice. Furthermore, errors in submitted documentation, delays in project implementation, and lack of adherence to utility program requirements can all impact the final IOU Incentive and On-Bill Financing values and approvals.
6 Updated By Maxime Le Mevel - 10/25/2021
83 Appendix B: County of Los Angeles/SoCalREN Revolving Savings Fund The SoCalREN Revolving Savings Fund (RSF) supports energy efficiency upgrades of public agency facilities by providing the financing your agency needs to make your project a reality. Loans can provide upfront construction financing to enable your project to move forward today, unlocking energy cost savings now.
Advantages of the RSF include:
● 0% interest rate
● 1% administration fee is waived for eligible agencies through 2021 ● Simple application, with start-to-finish support provided by your SoCalREN Project Manager ● Efficient processing
● Quick allocation of funds, funds are disbursed within 2 months of accepting the loan agreement Key funding policies:
● Application reserves funds for 3 months before signing final loan agreement ● Agencies must pay back incentives & OBF within 90 days of receipt of the checks from the utilities ● Repayment term of up to 5 years
● No single agency may take more than 50% of the $2.2 million original seed funding ● Agencies may take out one RSF loan at a time, multiple projects can be bundled into one application ● Goods must be manufactured in America to be in compliance with ARRA and the Buy-American Act ● Projects must also adhere to the Davis-Bacon Act; contracts in excess of $2,000 must pay local prevailing wages Who is Eligible?
All agencies enrolled in the SoCalREN are eligible.
What is the funding source?
SoCalREN’s Revolving Savings Fund (RSF) was initially seeded by non-ratepayer funds made available by Los Angeles County, which operates as the lender and servicer of the loan. SoCalREN leverages energy efficiency funds from California utility ratepayers under the auspices of the California Public Utilities Commission (CPUC) to market and manage the fund.
What are the Loan Limits?
Loan terms are a maximum of 5 years. There is no loan minimum and the loan maximum depends on the pool of funds available or 50% of total seed funds available. For a limited time through the end of 2020, the 1% loan administration fee is waived. Talk to your SoCalREN Project Manager for more information.
How long does it take to get approved and obtain the funds? Agencies can expect to have the RSF funds in hand two months after signing the Loan Agreement.
Are there early payment penalties?
There are no early payment penalties associated with the RSF.
How do I Apply?
Talk to your SoCalREN Project Manager to get started. Your assigned Project Manager will walk you through the simple application process and answer any additional questions you may have about the RSF. 7 Updated By Maxime Le Mevel - 10/25/2021
84 Appendix C: Project Delivery and Sourcewell (formerly known as National Joint Powers Alliance or NJPA)
The start-to-finish approach involves the following steps, taking advantage of membership in Sourcewell as well as the flexible procurement procedures available to all local governmental agencies under California Government Code section 4217.10, et seq., for the installation of energy efficiency projects:
The agency joins as a member of Sourcewell at no cost or liability, and thereby can access contractors previously selected by Sourcewell based upon both the contractors’ qualifications to perform the type of work involved in the agency’s project, and competitive bid prices for that type of work.
Working with SoCalREN, the agency (a) determines the specific bid items that comprise the energy efficiency project, (b) selects a contractor based upon the competitive bids submitted to Sourcewell for the specified bid items that make up the project, and (c) estimates the likely cost savings from implementing the project using a comprehensive approach and the selected contractor, in order to confirm the benefits of implementing the project in this manner.
The agency conducts a public hearing, and makes a formal finding that the agency’s energy efficiency project is anticipated to result in cost savings to the agency.
The agency enters into a contract with the selected contractor for the performance of the energy efficiency contract based upon that contractor’s competitively bid price for the work.
This comprehensive approach provides the agency with the benefits and protections of the traditional “design, bid and build” public works procurement process, but at a lower cost and with less time and staff resource commitments. These savings result because the agency takes advantage of Sourcewell’s services to identify each of the specific work components of an energy efficiency project, and select qualified contractors based upon their competitive bids for these project components. This approach allows the agency to forego detailed engineering and design of the project, and to solicit bids from the previously qualified, competitively selected contractors to perform the agency’s proposed energy efficiency project.
8 Updated By Maxime Le Mevel - 10/25/2021
85 EXHIBIT C
Citywide Solar Panel and Battery Storage
Site Assessment Report
86 City of Santa Paula
Solar PV and BESS
Assessment Report
A77CWB3-BMCTA
Provided For:
City of Santa Paula
970 E Ventura St, Santa Paula, CA 93060
Provided By:
County of Los Angeles/Southern California
Regional Energy Network (SoCalREN)
Pathway to Zero Program
Audit Performed By:
Stephen Brett Reno, PE
Date: 11/05/2021
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Table of Contents
Table of Contents 3
Executive Summary 4
Proposed Measures 4
Introduction 6
Program Overview 6
Project Team 6
Facility Information 7
Site Descriptions 7
Distributed Energy Response (DER) Measures 14
DER-1: Water Reclamation Facility Solar PV 14
DER-2: City Hall & Police Department Solar PV 16
DER-3: City Hall & Police Department BESS 17
DER-4: Pumping Building & Activity Room PV System 19
DER-5: Community Center PV System 21
DER-6: Community Center BESS 22
DER-7: Public Electric Vehicle (EV) Charging Stations 24 DER-8: Private Electric Vehicle (EV) Charging Stations 26 Appendices 28
Appendix A: Stage 1 Unfeasible Sites 28
Appendix B: Stage 2 Unfeasible Sites 31
Appendix C: Solar Irradiance Map 32
________________________________________________________________________________________________________________________________________________________________________ 3 89
1. Executive Summary
The Southern California Regional Energy Network Public Agency Programs (SoCalREN) is pleased to provide this comprehensive audit report to the City of Santa Paula. SoCalREN, administered by Los Angeles County, was created by the California Public Utilities Commission to help eligible public agencies in Southern California save energy, reduce operating costs, and protect precious resources.
SoCalREN offers a range of energy efficiency services to assist public agencies with energy retrofits.
SoCalREN’s engineering consultant, TRC, analyzed 107 of the City’s electricity meters to identify solar photovoltaic (PV), battery energy storage system (BESS), and electric vehicle (EV) charger opportunities. Distributed Energy Resource (DER) audits were performed on the four sites with the most potential.
The proposed measures are estimated to reduce total annual energy costs at these facilities by $117,900.
1.1. Proposed Measures
Based on the audit conducted, various DER measures were identified considering the equipment types, usage pattern, age of the equipment, and operational capabilities.
The DER project savings, costs and financial analyses are summarized in Tables 1.1 and 1.2.
Table 1.1: Proposed Energy Generation & Storage DER Measures Table 1.2: Proposed EV Charger DER Measures
________________________________________________________________________________________________________________________________________________________________________ 4 90
Financing Scenario 1: Agency Owned Assets
If the agency is interested in pursuing ownership of solar and battery storage, the agency will not be eligible for the Investment Tax Credit (ITC) or Depreciation. Agencies will be eligible for battery Self Generation Incentive Program (SGIP). Agencies will be responsible for maintenance and performance of the systems over the lifecycle.
The DER Gross Project Cost to your agency is estimated at $2,889,000, which includes all construction costs as detailed on EXHIBIT F - SoCalREN DER Costing. The Agency is receiving an estimated $52,360 of free services through SoCalREN.
Financing Scenario 2: Power Purchase Agreements
Power Purchase Agreements (PPA’s) are also available for public agencies pursuing solar and battery storage. PPA’s allow building owners to pay an agreed upon rate for solar generation and battery utilization. PPA’s allow private solar contractors to claim the Investment Tax Credit (ITC) and the Modified Accelerated Cost-Recovery System (MACRS) depreciation schedule (26% and 25% of the total system cost, respectively) in 2020. Benefits of PPA’s also include system performance guarantees and maintenance contracts to ensure performance.
Additional Financing Options
Efficiency as a Service (EAAS) is a relatively new financial mechanism that allows public agencies to combine energy efficiency, DER strategies, and even microgrids under one contract. Similar to a PPA, an Energy Services Company (ESCO) creates an energy baseline of facilities for the agency and recommends energy efficiency and DER projects. The agency chooses the projects to pursue, and a contract is created that could last 5-15 years. The agency realizes the on-bill utility savings and pays for the projects based on the agreed upon rate, structured by the savings realized. This structure mitigates capital investment and risk to the agency.
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2. Introduction
This section provides an overview of SoCalREN’s Pathway to Zero Program, the energy efficiency and distributed energy resource services available to participating agencies, and the project team that contributed to completing this report.
2.1. Program Overview
The SoCalREN Pathway to Zero Program was created to help disadvantaged communities in Southern California harness their collective action, save energy, reduce operating costs, and increase community resilience.
To expand public agency participation in energy efficiency and distributed energy resource programs, Pathway to Zero offers an unprecedented level of services aimed at minimizing strain on your agency’s resources. The following services are provided to your agency at no cost:
● Project management
● Energy audits
● Evaluating and arranging construction financing
● Incentive/project application support
● Technical support during retrofit construction
2.2. Project Team
Through SoCalREN, TRC performed a DER audit of the City of Santa Paula.
The project team consists of Joseph Alvarado from the City of Santa Paula who provided invaluable assistance in the audit development. SoCalREN’s Project Manager is Maxime Le Mevel. The personnel from TRC that performed this audit is Stephen Reno.
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3. Facility Information
Facility analysis was split into three stages:
In Stage 1, all 107 of the City’s electrical meters were analyzed. A list of all meters, with explanations of solar PV potential, is included in Appendix A.
In Stage 2, candidates for DER measures were identified, and high-level costs and savings were estimated. A total of seven sites across ten meters were identified – initial analysis of the Stage 2 sites not included in Stage 3 are included in Appendix B.
In Stage 3, on-site audits of the four sites with the greatest potential were performed, and refined calculations were created. The following sections detail the site and measure descriptions of the sites selected in Stage 3.
3.1. Site Descriptions
The Santa Paula Water Reclamation Facility, located at 920 Corporation St., is a Membrane Bioreactor wastewater treatment plant constructed in 2010. The site operates 24/7 to meet a design treatment capacity of 4.2 million gallons a day.
On the site’s property are three open plots of land. Fields 1 and 2 have plans to be used as water filtration basins. Field 3, adjacent to Shell Rd., offers 54,000 ft 2 of space and currently has no planned
use. Rooftops at the facility are a mixture of flat and pitched (southwest and southeast) open spaces.
There are no PV panels, load-shifting technologies, or electric vehicle car charging stations located on the site.
Figure 3.1: Site 1: Water Reclamation Facility
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The Santa Paula City Hall, City Hall, and Community Development Building were evaluated as one campus. The 7,600 ft
2 police department operates 24/7 to provide emergency services. The 7,500 ft2 City Hall and 4,400 ft
2 Community Development Building operate 8:00AM – 5:00PM Monday – Friday.
Adjacent to the City Hall is a mobile building planned for demolition.
The City Hall and Police Department have flat open rooftops, while the Community Development Building’s rooftop used to hold HVAC equipment. The three buildings share a 21,600 ft 2 parking lot.
There are no PV panels, load-shifting technologies, or electric vehicle car charging stations located on the site.
Figure 3.2: Site 2: City Hall, Police Department, & Community Development Center The Santa Paula Community Center’s Pumping Building and Activity Room were evaluated together because it is recommended that the activity room’s proposed equipment be connected to the pumping building’s meter. The Pumping Building operates on a different voltage from the main Community Center, which is evaluated as a separate site. The Pump Building operates 24/7, and the Activity Room operates 9:00AM – 2:00PM Monday – Friday.
The Pump Building is likely structurally incapable of holding rooftop solar panels, but the Activity Room is equipped with a southwest-facing pitched roof that will require structural evaluation. The buildings share a parking lot with the City’s Community Center, and the southwest side of the parking lot is to be used by the Ventura County Fire Station. There are no PV panels, load-shifting technologies, or electric vehicle car charging stations located on the site. ________________________________________________________________________________________________________________________________________________________________________ 8 94
Figure 3.3: Site 3: Pump Building & Activity Room
The Santa Paula Community Center is a 15,200 ft
2 building that operates 9:00AM – 2:00PM Monday –
Friday. The Community Center shares a parking lot with the Pump Building and Activity Room. The building has both flat and southwest facing pitched rooftop space. There are no PV panels, load-shifting technologies, or electric vehicle car charging stations located on the site.
Figure 3.4: Site 3: Pump Building & Activity Room
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Energy Use Profile
The following energy use profiles are based on 2019 utility data, which predate COVID operational changes.
The Santa Paula Water Reclamation Facility follows a typical energy use profile of a site with heavy process load – energy consumption does not significantly vary month-to-month.
Table 3.1: Water Reclamation Facility Utility Data
Figure 3.5: Energy Use Profile – Water Reclamation Facility Figure 3.6: Peak Demand Profile – Water Reclamation Facility ________________________________________________________________________________________________________________________________________________________________________ 10 96
The Santa Paula City Hall, Police Department, and Community Development Building were evaluated for potential meter aggregation opportunity. Based on the size of the proposed DER system, it is proposed to combine the meters of the Police Department and City Hall. Since the Community Development Building does not need to be combined and has no DER measures, it is excluded from further analysis.
Table 3.2: City Hall & Police Department Utility Data
Figure 3.7: Energy Use Profile – City Hall & Police Department Figure 3.8: Peak Demand Profile – City Hall & Police Department ________________________________________________________________________________________________________________________________________________________________________ 11 97
The Santa Paula Community Center’s Pumping Building and Activity Room were considered one site for solar PV potential analysis, but the Pumping Building’s large energy use negates the need to combine the buildings’ meters; instead, all of the proposed solar PV for the site should be connected only to the Pumping Building’s meter. Therefore, only the Pumping Building’s meter is considered at the baseline.
Table 3.3: Pumping Building Utility Data
Figure 3.9: Energy Use Profile – Pumping Building
Figure 3.10: Peak Demand Profile – Pumping Building
________________________________________________________________________________________________________________________________________________________________________ 12 98
The Santa Paula Community Center is evaluated separately from the adjacent Pumping Building and Activity Room because it operates at a different voltage level. Its energy use profile is typical for an assembly building, with above-average consumption during the summer months.
Table 3.4: Community Center Utility Data
Figure 3.11: Energy Use Profile – Community Center
Figure 3.12: Peak Demand Profile – Community Center
________________________________________________________________________________________________________________________________________________________________________ 13 99
4. Distributed Energy Response (DER) Measures
Solar PV system sizing and generation was calculated using HelioScope®, a meteorologically and location-dependent solar development tool built by Folsom Labs. Solar Irradiance data was sourced from the National Solar Radiation Data Base (NSRDB) – the irradiance map used is available in Appendix C. Cost savings were calculated using Energy Toolbase® (ETB), a Time of Use (TOU) utility cost analysis tool that utilized the sites’ 2020 15-minute interval data and utility rate structure. The ETB model also provides robust Building Energy Storage System (BESS) modeling capabilities that allow for accurate asset sizing, and BESS dispatch strategy modeling to pair the most optimal and economically feasible BESS solutions with the proposed PV systems.
Project costs were calculated using 2021 RS Means construction cost catalogue, quotes, and ETB, and include a COVID contingency rate of 15%. Gross project costs include maintenance costs at net present value. Costing tables are available in EXHIBIT F - SoCalREN DER Costing.
4.1. DER-1: Water Reclamation Facility Solar PV
Table 4.1: DER-1: Water Reclamation Facility Solar Photovoltaic (PV) System The Water Reclamation Facility has total available room for a 388-kWDC solar PV system equipped with 13 24-kW inverters. Its rooftop has space 103 320-Watt panels, and its eastern field has additional space for 1,110 320-Watt ground-mounted panels. Only the south-facing portions of the pitched rooftops were utilized to maximize system efficiency. SoCalREN’s engineering consultant TRC found no structural deficiencies in the rooftop, but a structural engineering assessment should be performed before rooftop installation. Calculations assume the rooftop meets structural building code required to support the array, and include trenching costs from the building to the field. ________________________________________________________________________________________________________________________________________________________________________ 14 100
Figure 4.1: Water Reclamation Facility Solar Array Map
Based on commercially available solar modules and inverters, the system has the potential to generate up to 686,000 kWh per year, with most generation occurring in the summer months during Off Peak and Super Off Peak hours.
Figure 4.2:Water Reclamation Facility PV Generation Profile The estimated incentive value assumes the City utilizes a PPA plan to qualify for a 26% Solar Investment Tax Credit. If a PPA plan is not used, the incentive will not be available. Please note that the 26% project cost incentive rate is scheduled to decrease to 22% in 2023, and 10% in 2024. ________________________________________________________________________________________________________________________________________________________________________ 15 101
4.2. DER-2: City Hall & Police Department Solar PV
Table 4.2: DER-1: Water Reclamation Facility Solar Photovoltaic (PV) System The City Hall & Police Department campus can accommodate a 139-kWDC solar PV system. The site has space for 147 320-Watt rooftop panels and 276 320-Watt carport panels. Electricity will be converted by five 24-kW inverters. The meters serving the City Hall and the Police Department should be aggregated to maximize the utilization of solar power generated. Calculations assume the rooftop meets structural building code required to support the array.
Figure 4.3: City Hall & Police Department Solar Array Map ________________________________________________________________________________________________________________________________________________________________________ 16 102
Based on commercially available solar modules and inverters, the system has the potential to generate up to 232,000 kWh per year, with most generation occurring in the summer months during Off Peak and Super Off Peak hours.
Figure 4.4: City Hall & Police Department PV Generation Profile The estimated incentive value assumes the City utilizes a PPA plan to qualify for a 26% Solar Investment Tax Credit. If a PPA plan is not used, the incentive will not be available. Please note that the 26% project cost incentive rate is scheduled to decrease to 22% in 2023, and 10% in 2024.
4.3. DER-3: City Hall & Police Department BESS
Table 4.3: DER-3: City Hall & Police Department Battery Energy Storage System The rooftop solar PV system proposed in DER-2: City Hall & Police Department Solar PV will generate more energy than the site consumes during peak daylight hours, especially during summer months.
Because the Police Department operates 24/7, the site consumes significant energy when a solar PV system cannot generate power. This measure proposes to install a Battery Energy Storage System (BESS) that will charge during peak daylight hours and discharge during peak demand hours (4pm to 9pm), when the sun has set and electricity is most expensive.
Because the site provides critical services, has experienced power outages, and serves a disadvantaged community, this measure is eligible for Self-Generation Incentive Program’s (SGIP) highest tier rebate - Equity Resiliency ($1,000/kWh). Please note that the SGIP rebates are dependent on funding availability. SGIP funds are currently depleted, so access will not be immediately available. ________________________________________________________________________________________________________________________________________________________________________ 17 103
In addition to reducing electricity costs, the proposed battery storage design will strengthen the resiliency of the police station by providing short term power capacity during outages. The proposed design is sized at 60 kW/60 kWh, allowing it to match the site’s peak demand for one hour during power outages (assuming a conservative 90% coincidence rate between the meters). Meeting the site’s peak demand is a requirement for the Equity Resiliency rebate.
The BESS can be stored to the north of the Police Department (below in red). Locations on the west and east perimeter of the City Hall were ruled out to leave room for the site’s generator and dumpster.
Figure 4.5: City Hall & Police Department Solar Array Map with Battery Storage The ETB generated plot below indicates the following performance metrics for the existing solar + proposed storage assets as well as the utility grid and building power:
1. Current Demand (Dark Blue): Instantaneous building power demand before solar + storage.
2. Net Demand (Light Blue): Instantaneous building power demand after solar + storage:
a. This metric can also be viewed as the energy required to be sourced from the utility
3. Solar Power (Green): Energy generated from the existing solar assets
4. Battery Power (Yellow): Instantaneous power delivered to meet building demand (positive value) or instantaneous power sent to the battery from excess solar power (negative value):
a. This metric can also be interpreted as storage discharging (positive values) or charging (negative values)
5. Battery SOC (Red): Instantaneous storage state of charge throughout the day (referenced to the second y-axis on the right side of the plot)
________________________________________________________________________________________________________________________________________________________________________ 18 104
Figure 4.6: City Hall & Police Department BESS Typical Daily Load Profile
4.4. DER-4: Pumping Building & Activity Room PV System
Table 4.4: DER-4: Pumping Building & Activity Room Solar Photovoltaic (PV) System Adjacent to Santa Paula’s Community Center is a Pumping Building and an Activity Room. The buildings operate on separate voltages than the Community Center, and have been evaluated separately since meter aggregation is not recommended.
The Pumping Building and Activity Room have space for a 98-kWDC solar PV system served by four 24-kW inverters. The Activity Room’s roof can accommodate 54 320-Watt rooftop panels, and 252 320-Watt carport panels can be placed in the buildings’ shared parking lot.
The southwest side of the parking lot was excluded from consideration because it is to be used by the Ventura County Fire Station. The Pumping Building’s roof was deemed not structurally capable of supporting PV panels; the Activity Room’s roof will require structural analysis. Measure costing includes tree removal.
This measure does not propose meter aggregation between the Pumping Building and Activity Room – the solar PV installed on the Activity Room’s roof should be connected to the Pumping Building’s electrical meter.
________________________________________________________________________________________________________________________________________________________________________ 19 105
Figure 4.7: Pumping Building & Activity Room Solar Array Map Based on commercially available solar modules and inverters, the system has the potential to generate up to 164,000 kWh per year, with most generation occurring in the summer months during Off Peak and Super Off Peak hours.
Figure 4.8: Pumping Building & Activity Room PV Generation Profile The estimated incentive value assumes the City utilizes a PPA plan to qualify for a 26% Solar Investment Tax Credit. If a PPA plan is not used, the incentive will not be available. Please note that the 26% project cost incentive rate is schedule to decrease to 22% in 2023, and 10% in 2024. ________________________________________________________________________________________________________________________________________________________________________ 20 106
4.5. DER-5: Community Center PV System
Table 4.5: DER-5: Community Center Solar Photovoltaic (PV) System Santa Paula’s Community Center can accommodate a 35-kWDC solar PV system served by two 16-kW inverters. All of the system’s 110 320-Watt panels will be located on the building’s rooftop. The proposed PV system brings the site close to net zero energy consumption - sizing the system beyond 35-kWDC results in significant over-generation during summer months. Calculations assume the rooftop meets structural building code required to support the array.
Figure 4.9: Community Center Solar Array Map
________________________________________________________________________________________________________________________________________________________________________ 21 107
Based on commercially available solar modules and inverters, the system has the potential to generate up to 57,000 kWh per year, with most generation occurring in the summer months during Off Peak and Super Off Peak hours.
Figure 4.10: Community Center PV Generation Profile
The estimated incentive value assumes the City utilizes a PPA plan to qualify for a 26% Solar Investment Tax Credit. If a PPA plan is not used, the incentive will not be available. Please note that the 26% project cost incentive rate is scheduled to decrease to 22% in 2023, and 10% in 2024.
4.6. DER-6: Community Center BESS
Table 4.6: DER-6: Community Center Battery Energy Storage System The rooftop solar PV system proposed in DER-5: Community Center PV System will generate more energy than the site consumes during peak daylight hours, especially during summer months. This measure proposes to install a Battery Energy Storage System (BESS) that will charge during peak daylight hours and discharge during peak demand hours (4pm to 9pm), when the sun has set and electricity is most expensive.
Because the site provides critical services and serves a disadvantaged community, this measure is eligible for Self-Generation Incentive Program (SGIP) Equity rebate ($850/kWh). Please note that the SGIP rebates are dependent on funding availability. SGIP funds are currently depleted, so access will not be immediately available.
________________________________________________________________________________________________________________________________________________________________________ 22 108
The proposed design is sized at 15 kW/30 kWh, sized to optimize the payback of the combined solar and battery system at the Community Center.
The ideal location for the battery system would be on the east corner of the building, as it would not require the removal of any parking spots or trees.
Figure 4.11: Community Center Solar Array Map with Battery Storage The ETB generated plot below indicates the following performance metrics for the existing solar + proposed storage assets as well as the utility grid and building power:
1. Current Demand (Dark Blue): Instantaneous building power demand before solar + storage.
2. Net Demand (Light Blue): Instantaneous building power demand after solar + storage:
b. This metric can also be viewed as the energy required to be sourced from the utility
3. Solar Power (Green): Energy generated from the existing solar assets
4. Battery Power (Yellow): Instantaneous power delivered to meet building demand (positive value) or instantaneous power sent to the battery from excess solar power (negative value):
b. This metric can also be interpreted as storage discharging (positive values) or charging (negative values)
5. Battery SOC (Red): Instantaneous storage state of charge throughout the day (referenced to the second y-axis on the right side of the plot)
________________________________________________________________________________________________________________________________________________________________________ 23 109
Figure 4.12: Community Center BESS Typical Daily Load Profile
4.7. DER-7: Public Electric Vehicle (EV) Charging Stations Table 4.7: DER-7: Public Electric Vehicle (EV) Charging Stations This measure proposes to install 20 7-kWDC level-2 public EV charging stations across three addresses in downtown Santa Paula. The proposed charging system is sized to serve vehicle types Sedan through SUV. Quantities were estimated using SCE’s Charge Port Estimator tool.
SoCalREN’s engineering consultant TRC has calculated that the proposed system will offer approximately 11,900 kWh of annual EV charging a year, saving 11 MT CO2, equivalent to 1,300 gallons of gasoline.
________________________________________________________________________________________________________________________________________________________________________ 24 110
This measure qualifies for rebates through the Southern California Incentive Project (SCIP). Because the locations are considered within a disadvantaged community, rebates are capped at the highest level of 80%. The SCIP program covers the cost of the charger itself, any necessary infrastructure, and 10 years of maintenance. Please note that the SCIP rebates are dependent on funding availability.
Although the EV charging stations are recommended near existing electrical meters, they will be placed on their own meters and charged on a reduced utility rate structure (TOU-EV-7). Charging stations will require an internet connection for usage tracking.
No cost savings calculations were performed for this measure, as no business plan was selected by the City. The potential operation cost represents a case in which the City offers electricity for free – if the City charges for the electricity relative to its cost, the operating cost drops to $0.
The proposed EV chargers would be located in the downtown parking lot (12) and on the downtown strip (8).
Figure 4.13: Public EV Charging Station Locations
________________________________________________________________________________________________________________________________________________________________________ 25 111
4.8. DER-8: Private Electric Vehicle (EV) Charging Stations Table 4.8: DER-8: Private Electric Vehicle (EV) Charging Stations This measure evaluated the installation of 16 7-kWDC level-2 EV charging stations in maintenance yards, targeting maintenance fleet vehicles. The charging system is sized to serve vehicle types Sedan through SUV. This measure is only recommended if the City wishes to pursue a capital improvement project.
SoCalREN’s engineering consultant TRC has calculated that the proposed system will offer approximately 19,00 kWh of annual EV charging a year, saving 18 MT CO2, equivalent to 2,100 gallons of gasoline. Calculations assume a higher utilization rate (50%) for fleet EV chargers than public EV chargers. Costs savings calculations use a baseline fuel cost of $4/gallon.
This measure may qualify for SCE Charge Ready rebates, which will cover all installation costs and 10 years of maintenance costs, provided the City purchase or lease the same number of EVs for its fleet.
Please note that the Charge Ready rebates are dependent on funding availability.
Although the EV charging stations are recommended near existing electrical meters, they will be placed on their own meters and charged on a reduced utility rate structure (TOU-EV-7). Charging stations will require an internet connection for usage tracking.
The ideal location for the 130 S Palm Ave chargers is adjacent to S Palm Ave. This section of the parking lot is not needed by any large commercial vehicles, and is adjacent to a dirt strip, which will reduce the cost of conduit run.
________________________________________________________________________________________________________________________________________________________________________ 26 112
Figure 4.14: 130 S Palm Ave EV Charging Station Locations The ideal location for the 950 Corporation St chargers is behind the site’s main office. This location is not needed by any large commercial vehicles and is the closest parking location to the site’s electrical meter.
Figure 4.15: 950 Corporation St EV Charging Station Locations ________________________________________________________________________________________________________________________________________________________________________ 27 113
5. Appendices
5.1. Appendix A: Stage 1 Unfeasible Sites
This table details 97 sites analyzed by TRC at Stage 1 and deemed unfeasible locations for solar PV.
Site # Site Address Review Findings
1 1 E Harvard S Palm Ave Usage too low
2 1 Harvard/8Th Tr Sig Usage too low
3 1 Harvard/Steckel Streetlight
4 1 N 10Th St Sta Barbara Usage too low
5 1 S 10Th St Main Stsig Usage too low
6 1000 E Santa Barbara St A Aluminum Roof
7 1007 E Santa Barbara St Aluminum Roof
8 108 N 8Th St A Usage too low
9 108 N 8Th St B Usage too low
10 1090 Oakdale Usage too low
11 10Th St Various Streetlight
12 111 N Mill St # A Streetlight
13 111 N Mill St # B Usage too low
14 113 12Th A Usage too low
15 113 12Th B Usage too low
16 12Th/Harvard Streetlight
17 1400 E Harvard Blvd Transformer
18 200 Lucada Transformer
19 200 N 10Th St A No - Historical Landmark
20 200 S 10Th St No Space
21 200 S 10Th St # A Transformer
22 201 Main Transformer
23 203 10Th Usage too low
24 219 W Harvard Bl Streetlight
25 219 W Harvard Blvd Usage too low
26 250 Cemetery Rd No space
27 300 5Th Usage too low
28 313 E Harvard Blvd Usage too low
29 427 N 13Th St Usage too low
30 429 Ojai Usage too low
31 501 Main Transformer
32 501 W Harvard Blvd Usage too low
33 5Th St Ped Underpas Streetlight
34 601 E Main St Transformer
35 604 Ojai Rd Pumping station next to church - Church property 36 723 Manor Ridge Rd Usage too low
37 795 Foothill Rd House not owned by City
38 7Th St200' N Of Vta Streetlight
39 801 E Santa Barbara St Most likely transformer box
40 811 Glenn Wy Ls1 Streetlight
________________________________________________________________________________________________________________________________________________________________________ 28 114
4 1
820VistaGrandeDr
Usagetoo low
42 830EMainSt
Transformer
43 890CorporationSt
Streetlight
44 8Th/HarvardwoodPol S
treetlight
45 917MontclairDr
Usagetoo low
46 926EPleasantSt
Streetlight
47 945EVenturaSt
Usagetoo low
48 957FaulknerRd
Streetlight
49 960RailroadAve
Streetlight
50 Cemetary/MainPmp
FieldnotownedbyCity
51 E/SEbell Park
Streetlight
52 E/SRichardRoad
Usagetoo low
53 Ebell Park
Usagetoo low
54 Ebell Park7Th/Main
Streetlight
55 FaulknerRd/PeckRd
Usagetoo low
56 Harvard
Streetlight
57 Harvard/Peck
Streetlight
58 HarvardAndPeckRds
Usagetoo low
59 HarvardBlvd/Olive
Streetlight
60 Harvard/12Th
Usagetoo low
61 Harvard/Stekl Teaugepk
Streetlight
62 Hy126/Hallock
Usagetoo low
63 Hy150/10ThStSig
Usagetoo low
64 LimoneiraLn/AutumnPath
Streetlight
65 MainSt
Streetlight
66 NAlleyDavis/Mill S
treetlight
67 N/ECorBridgeRoad
Transformer
68 Overheads
Streetlight
69 Palm/MainStS/G
Usagetoo low
70 PeckRd
Streetlight
71 Quail CrtPmp
Transformer
72 S10ThStCityPark
Transformer
73 So10ThSt
Streetlight
74 SpFwy/8Th/Riversid
Streetlight
75 SpFwy/LaurieLnCir11
Streetlight
76 SpFwy/PalmAveCir12
Streetlight
77 TelegraphRd/HallockDr
Streetlight
78 TennisCourts
Usagetoo low
79 Todd/Converse
Streetlight
80 ViewDrE/OBradley
Usagetoo low
81 1611ELemonwoodDr
Nospace
82 CherryHill TankBuildingnotownedbyCity
83 AndersonTankFieldnotownedbyCity
84 PeckTankFieldnotownedbyCity
85 MainCityReservoirAlreadyconsidered inoriginal site list. 86 Fuchsia Tank Dirt hill to the south isn't city property 87 Case Tank Field outside city boundary ________________________________________________________________________________________________________________________________________________________________________ 29 115
88 Gooding Tank Field outside city boundary
89 Mesa Tank 1 Hill to the southeast isn't City property 90 Lemoneira Tank Outside of City map
91 130 S Palm Ave Not currently City operated
92 132 S Palm Ave Not currently City operated
93 905 Corporation No space or structural rooftops
94 589 Glade Dr Little space
95 431 N 13th St Parks' building lacks structural capacity 96 Mill Park Boy Scout Hut Usage too low
97 1320 E Harvard Blvd Usage too low - consider later is EVCs installed ________________________________________________________________________________________________________________________________________________________________________ 30 116
5.2. Appendix B: Stage 2 Unfeasible Sites
This table details three sites analyzed by TRC during Stage 2 that were ultimately deemed not economically feasible solar PV locations. These sites were excluded from Stage 3 analysis.
If the City pursues more aggressive carbon reduction goals, or as solar PV technology becomes more affordable, these sites should be prioritized for consideration. ________________________________________________________________________________________________________________________________________________________________________ 31 117
5.3. Appendix C: Solar Irradiance Map
Using the National Solar Radiation Data Base (NSRDB), all sites fall within the 6.0-6.5kWh/sq.m/day boundary. ________________________________________________________________________________________________________________________________________________________________________ 32 118
EXHIBIT D
Financing Services
119
The SoCalREN Public Agency Programs are administered by the County of Los Angeles and funded by California utility ratepayers under the auspices of the California Public Utilities Commission.
Financing Services for Public Agency Energy Efficiency Retrofits Financing Services
SoCalREN Public Agency Programs | socalren.org
$ $
Energy retrofits save money and resources in the
long run, but financing them can be a big challenge
for public agencies. The Southern California
Regional Energy Network (SoCalREN) Public Agency
Programs offer a suite of free services to overcome
this challenge and move projects to completion,
including:
• Tailored solutions - SoCalREN can help
identify financing solutions that best fit your
agency’s specific needs and circumstances.
• Paperwork made easy - once your agency
decides how to finance your energy
efficiency project, SoCalREN can assist your
staff with completing financing and incentive applications for the project. • Financial advisor - SoCalREN can provide initial access to objective financial advisory services through a qualified and certified financial advisor, available on request at no additional charge to work directly with your agency and ensure proper communication of financial options, structures, and obligations. • Exclusive financing options - For on-bill financing or other options that pay out after construction completion, our Revolving Savings Fund can help bridge the gap while other funding is being secured.
SoCalREN also offers Energy Project Lease Financing with flexible terms and low interest rates for energy efficiency, water conservation, and renewable energy projects.
SoCalREN is your objective third party resource for financing support—as a ratepayer funded program, we have no financial stake in your decisions. Our mission is to support public agencies to increase energy efficiency adoption. Our success is your success!
Results as of June 2020
100%
Agency Satisfaction with
Financing Services
$31M
Incentives and
Financing Secured
44,551 Tons
Greenhouse gas emission
reduction from SoCalREN
agencies’ annual energy
savings, equivalent to taking
9,500 cars off the road
$7M
Annual Energy Cost Savings
for SoCalREN Agencies
Contact your SoCalREN Project Manager
or email us at [email protected] to get started.
120
The SoCalREN Public Agency Programs are administered by the County of Los Angeles and funded by California utility ratepayers under the auspices of the California Public Utilities Commission.
Energy Efficiency Project Financing Opportunities for Public Agencies SoCalREN Revolving Savings Fund Utility On-Bill Financing (SCE & SoCalGas) The SoCalREN Revolving Savings Fund (RSF)
supports energy efficiency upgrades of public
agency facilities by providing up-front financing
to bridge the delay between construction and
acquisition of long-term financing, such as OnBill Financing (OBF) from the utility, California Energy Commission (CEC) loans, or agency budget
allocation.
Advantages and Key Considerations
• 0% interest rate; one-time 1% service fee
(waived through the end of 2020)
• Simple application, efficient processing and
quick allocation of funds
• Loan term of up to 5 years with no loan
minimum
Utility On-Bill Financing (OBF) assists eligible customers finance energy efficiency projects that are eligible for utility incentives. OBF is a no-interest, no-fee loan repaid through the customer’s monthly energy bill. All SCE/SCG business customers are eligible to take advantage of
OBF.
Advantages and Key Considerations
• Loan terms are a maximum of 10 years
• Loan amounts between $5,000-$1 million, with a
one-time option of a $4 million loan
• Loans above $250,000 may not be combined with
rebates or other utility incentives
• Applications are accepted on a rolling basis
IBank California Lending for Energy &
Environmental Needs (CLEEN) Center LowInterest Financing California Energy Commission (CEC)
Energy Conservation Assistance Act
Low Interest Loans
The California Energy Commission’s Energy
Conservation Assistance Act (ECAA) program offers
1% interest loans to public agencies to finance
energy efficiency and energy generation projects.
0% interest loans are also offered annually on a
competitive basis to qualifying school districts.
Advantages and Key Considerations
• Maximum loan is $3 million per application
• Applications are accepted on a first-come,
first-served basis
• Loan can fund 100% of project costs within a
17 year maximum simple payback
• Loan must be repaid from energy savings
within a maximum of 20 years
The IBank CLEEN Center offers financing for public
agency energy generation, conservation, and storage
projects through the Statewide Energy Efficiency
Program (SWEEP) and the Light Emitting Diode (LED)
Street Lighting Program. SWEEP finances facility energy efficiency projects; the LED program finances street
lighting upgrade projects.
Advantages and Key Considerations
• All or any part of the costs of construction and
renovation are eligible for financing
• Applicants must demonstrate project-readiness
and feasibility to complete construction within 2
years after IBank’s financing approval
• IBank prioritizes projects in areas with high
unemployment rates, low median family
income, declining or slow growth in labor force
employment, or high poverty rates
• Applications accepted on a rolling basis
Contact your SoCalREN Project Manager for more information and help applying for any of these energy efficiency financing options! 121
EXHIBIT E
Project Labor and Material Costs Calculations
122
1. 921 Corporation St - Water Treatment
System Description Quantity Unit Material Cost Per Unit Labor Cost Per Unit Equipment Cost per Unit Total Material Cost ($) Total Labor Cost ($) Total
Equipment
Cost
($)
Total Cost
($)
Notes (RS Means
Code)
Solar PV Panels, 320W 1,213 Ea. $320 $388,200 ‐ ‐ $388,200 Rooftop Racking 103 Ea. $75 $7,734 ‐ ‐ $7,734Ground Racking 1,110 Ea. $75 $83,250 ‐ ‐ $83,250Inverters, 24kW 13 Ea. $6,600 $85,800 ‐ ‐ $85,800Trenching 500 Ft. $12.05 ‐ $6,025 ‐ $6,02510 AWG Copper Strings 12,850 Ft. $0.35 $4,498 ‐ ‐ $4,498 QuoteSolar PV & Racking Installation, Rooftop 258 Hr $53.37 ‐ $13,759 ‐ $13,759 2/3 Roofer, 1/3 ElectricianSolar PV & Racking Installation, Ground 2,220 Hr $53.37 ‐ $118,474 ‐ $118,474 2/3 Roofer, 1/3 ElectricianPermitting 1 Ea. $25,000.00 ‐ ‐ $25,000 $25,000 Total System Cost $569,482 $138,258 $25,000 $732,739
Proposed
Cost Summary System Cost
System CostMaterial Markups
$732,739
Area Materials Markup (‐1.8%) ‐$10,251Tax (8.25%)Labor Markups $46,982
Area Labor Markup (‐31.5%) $173,928
Overhead & Profit (15%)Total Cost Markups
$20,739
Administration & GC Markup (25%) $183,185
Standard Contingency (20%) $146,548
COVID Contingency (15%) $109,911
Total Cost $1,403,781
Gross Measure Cost (GMC) $1,404,000
Federal Tax Credit (Assumes PPA) $365,040
Net Measure Cost (GMC) $1,038,960
DER‐1$3.62
123
2. City Hall & Police Department
System Description Quantity Unit Material Cost Per Unit Labor Cost Per Unit Equipment Cost per Unit Total Material Cost ($) Total Labor Cost ($) Total
Equipment
Cost
($)
Total Cost
($)
Notes (RS Means
Code)
Solar PV Panels, 320W 433 Ea. $320 $138,600 ‐ ‐ $138,600 Rooftop Racking 157 Ea. $75 $11,784 ‐ ‐ $11,784Carport Racking 276 Ea. $250 $69,000 ‐ ‐ $69,000Inverters, 24kW 5 Ea. $6,600 $33,000 ‐ ‐ $33,00010 AWG Copper Strings 2,250 Ft. $0.35 $788 ‐ ‐ $788 QuoteSolar PV & Racking Installation, Rooftop 393 Hr $53.37 ‐ $20,963 ‐ $20,963 2/3 Roofer, 1/3 ElectricianSolar PV & Racking Installation, Carport 966 Hr $53.37 ‐ $51,552 ‐ $51,552 2/3 Roofer, 1/3 ElectricianPermitting 1 Ea. $25,000.00 ‐ ‐ $25,000 $25,000 Total System Cost $253,172 $72,515 $25,000 $350,687
Proposed
Cost Summary System Cost
System CostMaterial Markups
$350,687
Area Materials Markup (‐1.8%) ‐$4,557Tax (8.25%)Labor Markups $20,887
Area Labor Markup (‐31.5%) $91,224
Overhead & Profit (15%) $10,877
Total Cost Markups
Administration & GC Markup (25%) $87,672
Standard Contingency (20%) $70,137
COVID Contingency (15%) $52,603
Total Cost $679,531
Gross Measure Cost (GMC) $680,000
Federal Tax Credit (Assumes PPA) $176,800
Net Measure Cost (GMC) $503,200
DER‐2A$4.91
124
3. City Hall & Police Department
System Description Quantity Unit Material Cost Per Unit Labor Cost Per Unit Equipment Cost per Unit Total Material Cost ($) Total Labor Cost ($) Total
Equipment
Cost
($)
Total Cost
($)
Notes (RS Means
Code)
Battery Energy Storage System, 60 kWh 1 Ea. $45,000 $45,000 ‐ ‐ $45,000 Quote Installation 60 Hr. $63.70 ‐ $3,822 ‐ $3,822 Union ElectricianSite Staging ‐ Labor 60 Hr. $63.70 ‐ $3,822 ‐ $3,822 Union ElectricianSite Staging ‐ Enclosure 1 Ea. $1,000 $1,000 ‐ ‐ $1,000 QuoteControls 8 Hr. $63.70 ‐ $510 ‐ $510 Union Electrician Total System Cost $46,000 $8,154 ‐ $54,154
Proposed
Cost Summary System Cost
System CostMaterial Markups
$54,154
Area Materials Markup (‐1.8%) ‐$828Tax (8.25%)Labor Markups $3,795
Area Labor Markup (‐31.5%) $10,257
Overhead & Profit (15%)Total Cost Markups
$1,223
Administration & GC Markup (25%) $13,538Standard Contingency (20%) $10,831 COVID Contingency (15%) $8,123
Total Cost $101,093
Gross Measure Cost (GMC) $101,000
SGIP Equity Resiliency $60,000
Net Measure Cost (GMC) $41,000
DER‐2B$1,683.33
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4. 530 W Main St - Community Center
System Description Quantity Unit Material Cost Per Unit Labor Cost Per Unit Equipment Cost per Unit Total Material Cost ($) Total Labor Cost ($) Total
Equipment
Cost
($)
Total Cost
($)
Notes (RS Means
Code)
Solar PV Panels, 320W 110 Ea. $320 $35,200 ‐ ‐ $35,200 Rooftop Racking 110 Ea. $75 $8,250 ‐ ‐ $8,250Inverters, 16kW 2 Ea. $4,400 $8,800 ‐ ‐ $8,80010 AWG Copper Strings 250 Ft. $0.35 $88 ‐ ‐ $88 QuoteSolar PV & Racking Installation, Rooftop 275 Hr $53.37 ‐ $14,676 ‐ $14,676 2/3 Roofer, 1/3 ElectricianPermitting 1 Ea. $5,000.00 ‐ ‐ $5,000 $5,000 Total System Cost $52,338 $14,676 $5,000 $72,013
Proposed
Cost Summary System Cost
System Cost $72,013
Material Markups
Area Materials Markup (‐1.8%) ‐$942
Tax (8.25%)Labor Markups
$4,318
Area Labor Markup (‐31.5%) $18,462
Overhead & Profit (15%)
Total Cost Markups
$2,201
Administration & GC Markup (25%) $18,003
Standard Contingency (20%) $14,403COVID Contingency (15%) $10,802 Total Cost $139,261
Gross Measure Cost (GMC) $139,000
Federal Tax Credit (Assumes PPA) $36,140
Net Measure Cost (GMC) $102,860
DER‐3A$3.95
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5. 530 W Main St - Community Center
System Description Quantity Unit Material Cost Per Unit Labor Cost Per Unit Equipment Cost per Unit Total Material Cost ($) Total Labor Cost ($) Total
Equipment
Cost
($)
Total Cost
($)
Notes (RS Means
Code)
Battery Energy Storage System, 30 kWh 1 Ea. $22,500 $22,500 ‐ ‐ $22,500 Quote Installation 40 Hr. $63.70 ‐ $2,548 ‐ $2,548 Union ElectricianSite Staging ‐ Labor 40 Hr. $63.70 ‐ $2,548 ‐ $2,548 Union ElectricianSite Staging ‐ Enclosure 1 Ea. $1,000 $1,000 ‐ ‐ $1,000 QuoteControls 8 Hr. $63.70 ‐ $510 ‐ $510 Union Electrician Total System Cost $23,500 $5,606 ‐ $29,106
Proposed
Cost Summary System Cost
System CostMaterial Markups
$29,106
Area Materials Markup (‐1.8%) ‐$423Tax (8.25%)Labor Markups $1,939
Area Labor Markup (‐31.5%) $7,052
Overhead & Profit (15%)Total Cost Markups
$841
Administration & GC Markup (25%) $7,276
Standard Contingency (20%) $5,821
COVID Contingency (15%) $4,366
Total Cost $55,977
Gross Measure Cost (GMC) $56,000
SGIP Equity $25,500
Net Measure Cost (GMC) $30,500
DER‐3B$1,866.67
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6. 532 W Main St - Water Pump
System Description Quantity Unit Material Cost Per Unit Labor Cost Per Unit Equipment Cost per Unit Total Material Cost ($) Total Labor Cost ($) Total
Equipment
Cost
($)
Total Cost
($)
Notes (RS Means
Code)
Solar PV Panels, 320W 306 Ea. $320 $97,900 ‐ ‐ $97,900 Rooftop Racking 54 Ea. $75 $4,050 ‐ ‐ $4,050Carport Racking 252 Ea. $250 $62,984 ‐ ‐ $62,984Inverters, 24kW 4 Ea. $4,400 $17,600 ‐ ‐ $17,600Tree Removal 7 Ea. $1,000.00 ‐ $7,000 ‐ $7,00010 AWG Copper Strings 1,950 Ft. $0.35 $683 ‐ ‐ $683 Quote Solar PV & Racking Installation, Rooftop 135 Hr $53.37 ‐ $7,205 ‐ $7,205 2/3 Roofer, 1/3 ElectricianSolar PV & Racking Installation, Carport 882 Hr $53.37 ‐ $47,058 ‐ $47,058 2/3 Roofer, 1/3 ElectricianPermitting 1 Ea. $12,500.00 ‐ ‐ $12,500 $12,500 Total System Cost $183,217 $61,262 $12,500 $256,979
Proposed
Cost Summary System Cost
System CostMaterial Markups
$256,979
Area Materials Markup (‐1.8%) ‐$3,298Tax (8.25%)Labor Markups $15,115
Area Labor Markup (‐31.5%) $77,068
Overhead & Profit (15%)Total Cost Markups
$9,189
Administration & GC Markup (25%) $64,245Standard Contingency (20%) $51,396 COVID Contingency (15%) $38,547
Total Cost $509,241
Gross Measure Cost (GMC) $509,000
Federal Tax Credit (Assumes PPA) $132,340
Net Measure Cost (GMC) $376,660
DER‐4$5.20
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To: Honorable Mayor and Members of the City Council
From: Clete J Saunier, Public Works
Subject: CITYWIDE ASSET MANAGEMENT AND COMPUTERIZED
MAINTENANCE MANAGEMENT SYSTEM
Date: February 2, 2022
Agenda Item: 11.B
CITY OF SANTA PAULA
MEMORANDUM
RECOMMENDATION:
Staff recommends that the City Council:
1. Authorize the City Manager to execute a Professional Service Agreement with Maintstar for software licensing and implementation of a Computerized Maintenance Management System (CMMS) in an amount not to exceed One Hundred Forty-Six Thousand Five Hundred ($146,500) dollars over three fiscal years in a form approved by the City Attorney.
1 st Year, FY 2021-2022: $97,500
2 nd Year, FY 2022-2023: $24,000
3 rd Year, FY 2023-2024: $25,000
2. Authorize the City Manager to execute a Professional Services Agreement with Carollo Engineers, Inc. for CMMS implementation support services for an amount not to exceed One Hundred Sixty-Three Thousand Five Hundred Sixty-Nine ($163,569) dollars over one year in a form approved by the City Attorney.
Presented by: Clete Saunier, Public Works Director
BACKGROUND:
On June 3, 2020 the City Council authorized the City to execute a professional services agreement with Carollo Engineers, Inc. to provide an asset management feasibility study. The goal of the study was to assess and then identify a system to meet the City’s needs in managing infrastructure and asset-related data relating to field inspections, infrastructure asset management, work order management, lifecycle management, asset criticality, asset condition projections, budget scenarios, and reporting. The benefits of adopting an asset management system include improved operations and maintenance, up-to-date records for field and office staff, improved ability to track and plan future replacements, and a more informed process for capital improvement projects.
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The asset management feasibility study provided recommendations for adopting a system based on staff interviews and a gap analysis which identified the gap between the City’s current asset tracking system and what is needed for effective asset tracking. The study revealed that the City’s efforts for establishing an asset management system were either in the initiation or development phase. Currently, the City relies heavily on contract software and staff resources for asset management. The City is seeking to implement a GIS-based computerized maintenance management system and establish processes and procedures for prioritizing capital equipment purchases and capital improvement projects (CIPs).
ANALYSIS:
Based on the needs identified in the asset management feasibility study and subsequent discussions with City staff, Carollo assisted with the drafting of a Request for Qualifications and Proposals for a CMMS software vendor. The RFQP was issued on March 1, 2021, there were four proposals submitted. Respondents were directed to submit their statement of qualifications (SOQ) along with a separate sealed price proposal. The price proposal was not opened until staff identified the most qualified vendor.
Based on an evaluation of the SOQs, three of the four vendors were invited to conduct product demonstrations for City staff. The vendors’ demonstrations were evaluated on a multitude of factors including dashboard configuration, GIS functionality, mobile device capability, work order tracking and processing, report creation and data extraction. Of these vendors, Maintstar was determined to have demonstrated a product that most closely meets the City’s needs. The requested agreement would include the software license, implementation, training, and three years of annual maintenance.
The CMMS implementation process will require technical services and support for converting the City’s existing inventory of maps, infrastructure files and databases, and asset summaries to formats suitable for integration to the new software. Carollo will provide support to the City in facilitating this data compilation and conversion, which is necessary for the complete and effective operation of Maintstar CMMS. The CMMS will be linked to a GIS database which will contain a summary of fixed infrastructure assets throughout the City (e.g., water and sewer pipes and appurtenances, stormwater conveyance systems, traffic and street light systems and signage, building facilities, etc.). To this end, the City’s existing GIS database will be updated with additional information from converted asset databases, and Carollo will assist with this necessary conversion and compilation process through the initial CMMS implementation period, which is expected to occur over a one year period.
STRATEGIC PLAN:
This program supports the currently adopted Strategic Plan in achieving the following goal:
Operational Excellence
Objective 3: Implement a citywide asset management system.
The acquisition of an asset management and computerized maintenance management system software license, its integration into all affected City departments through an implementation support agreement and most importantly, effective, diligent utilization by affected City 130
department staff will accomplish this objective during the two-year Strategic Plan.
FISCAL IMPACTS:
The agreement for Maintstar was previously approved via the budget process and is included in the current FY 21/22 and FY 22/23 budget. The new funding necessary for Carollo's agreement will be funded via the General Fund, Water Fund, and Enterprise fund in accordance with the proportionate value of fixed City assets to be included in the system (distributed by the asset value of land, buildings, and improvements by fund as described in the City's audited financial statements). The distribution of total assets managed, and associated allocation of agreement contribution is summarized below:
Fund Source %. Amount
Water Fund 30.8% $50,396.72
Sewer Fund 44.9% $73,378.38
General Fund 24.3% $39,793.90
Total = $163,569.00
The Water and Enterprise portions will partially be funded via staff savings (60%), with the remaining amount requiring a new allocation which will be brought to the Council during the mid-year budget report. The General Fund portion will be covered with savings from various line items and department allocations and will be transferred within the City Manager's approval limits.
OPTIONS:
In addition to the recommended action, the Council has available to it the following alternative option:
1. Do not approve the Professional Services Agreements with Maintstar and Carollo Engineers, Inc. and direct staff to reissue the request for qualifications and proposal.
This would significantly delay the implementation of the CMMS system.
ATTACHMENTS:
Exhibit A - Maintstar Professional Services Agreement.pdf Exhibit B - Carollo Professional Services Agreement.pdf 131
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Santa Paula City Council Tentative Agenda Schedule
Updated 1/27/2022
DEPARTMENT MEETING
DATE Wednesday, February 16, 2022
P & R 2/16/2022 OES Generator Purchase
PW Franchise Agreement with Athens Services
PW Public Works Department Report
Attny Council Compensation
Finance CFD Bond Issuance
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
CDD Electric Fence Ordinance
CDD Ri-Nu Project Application Discussion
Fire Ventura County Fire Department Report
CDD Special Event/Vendor Permit Fee Change
PW Harvard Blvd. Contract Award
256