Santa Paula City Council
June 21, 2023

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The content of this special report represents the culmination of the findings and recommendations of the City Council’s Equity and Social Justice ad-hoc committee. On December 16, 2020 the Santa Paula City Council unanimously adopted Resolution 7318, which, in part, affirmed the Council’s commitment to meaningful advancements of justice, equity, diversity, and inclusion, declaring the intent to end any racial and social disparities internal to the City (Appendix A).

Resolution 7318 established an ad-hoc committee appointing Councilmembers Jenny Crosswhite and Andy Sobel to serve on the committee, to work with City staff to examine practices and policies, to meet with local organizations and individuals to obtain input on their experiences with the City, and to return to the Council with a report on their findings and recommendations. Although Resolution 7318 sought to have the committee return to the Council with findings within twelve months, the effort to gather input and data and to examine practices of other organizations has required more time and has now resulted in this final report.

Introduction
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About SantaPaula
Diversity Equity & Inclusion
The City of Santa Paula, California is located 65 miles northwest of Los Angeles and 14 miles east of Ventura and the coastline of the Pacific Ocean. Santa Paula is the geographical center of Ventura County, situated in the rich agricultural Santa Clara River Valley. The City is surrounded by rolling hills and rugged mountain peaks in addition to orange, lemon and avocado groves. In fact, Santa Paula is referred to as the "Citrus Capital of the World."
The City of Santa Paula was incorporated on April 22, 1902 and is a major distribution point for citrus fruits in the United States and is also noted for avocado producing and processing. The community has a quaint, small town image, ideal climate and reasonably priced housing.

Santa Paula maintains its own identity and is in close proximity to the many tourist, recreational, and cultural activities that abound in Southern California.

Santa Paula covers an area of 5.69 square miles and has a population of (as of the 2020 Census) 30,657 residents with the population being

82.8% Latino/Hispanic with a median age of 32 years.

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Background
The tragic losses of individuals such as George Floyd, Ahmaud Arbery, Breonna Taylor, and many others, sparked a nationwide movement to address racial and social issues impacting Black Americans and addressing excessive uses of force by law enforcement personnel. Like cities across the nation, Santa Paula was home to Black Lives Matter protests, as well as calls for greater police oversight and changes in funding for police services.

As a result of the tragic events and numerous measures, as well as the City's efforts to end racial and social disparities, on July of 2020, Santa Paula Police embraced the "Eight Can’t Wait" campaign by agreeing, among other things, to end choke holds, use de-escalation tactics, and hold police personnel accountable when observing officers who aren’t following department policies.

On November 4, 2020, the Santa Paula City Council was asked to consider a resolution that declared racism as a public health crisis and calling for numerous assurances aimed at addressing systemic racism, expanding social services, creating diversity in the workforce, and eliminating police brutality.

While the City Council did not adopt the resolution, a motion was carried to draft a revised resolution at a later public meeting.

The Equity and Social Justice Ad Hoc Committee was tasked with drafting a statement addressing racism, diversity, and police brutality. The Committee's work was to include, but not be limited to, the following:

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Working with community stakeholders to hold listening sessions.

Providing guidance to develop internal policies that prioritize, support, and invest in equity, diversity, and inclusion.

Supporting and encouraging public participation to ensure meaningful engagement and capacity-building opportunities for residents most impacted by racial and social injustice.

Study and analyze quantitative and qualitative indicators that show existing inequities and disparities in the City, and how the community experiences the City’s desired outcomes.

Developing a summary report that describes existing equity-related activities throughout City departments.

Preparing a set of policies and recommended changes to City policies to promote equity and social justice.

The Committee would report to the City Council at regular intervals and compile a final set of recommendations, for consideration by the City Council.
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Background
Diversity Equity & Inclusion
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The term "diversity" refers to the presence of different and multiple characteristics that make up individual and collective identities, including race, gender, age, religion, sexual orientation, ethnicity, national origin, socioeconomic status, language, and physical ability.

The term "equity" refers to fairness and justice and is distinguished from equality: Whereas equality means providing the same to all, equity means recognizing that we do not all start from the same place and must acknowledge and make adjustments to imbalances. The process is ongoing, requiring us to identify and overcome intentional and unintentional barriers arising from bias or systemic structures.

The term "inclusion" refers to creating environments in which any individual or group can be and feel welcomed, respected, supported and valued to participate fully.

Defining Diversity, Equity and Inclusion
Acknowledge the historic role government has played in
systemically driving and perpetuating societal inequities along racial, gender, and socioeconomic lines that have resulted in vastly different living and social conditions and access to opportunities; Recognize that systemic racism resulting from the inherent biases and prejudices within social and political organizations, groups, or institutions continue to create barriers to success for people of color;
Recognize that systemic racism negatively impacts the social determinants of health, such as socioeconomic status, education, neighborhood and physical environment, employment, and social support networks, as well as access to health care; and Recognize that the City has to play a role in understanding and communicating the impacts that its decisions have on low income families, communities of color, LGBTQ+ individuals, people with disabilities, and other disadvantaged communities.

Resolution 7318 additionally set out to:
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Current Efforts
Beginning in early 2021, following the establishment of the Equity and Social Justice ad-hoc committee, the committee and staff have been reviewing policies and practices which may contribute to inequities in the organization and community. The following section identifies existing policies and new practices which work to strengthen the City’s commitment to equity and social justice.

Ensure fair treatment and nondiscrimination in City hiring and City employment.

Provide compliance with State and Federal equal opportunity requirements and regulations.

Santa Paula, like all local governmental organizations, must comply with all equal employment opportunity (EEO) State and Federal laws. The City’s adopted Personnel Rules and Regulations set out to:

1. 2.

These policies work to ensure the City considers hiring of persons based on ability and fitness, “regardless of race, religion, color, creed, national origin, sex, sexual orientation, marital status, age, mental or physical disability, and/or any other category protected by Federal and/or State law.” Similarly, the City’s Personnel Officer is responsible for examining internal policies or procedures to eliminate barriers to implement the City’s EEO Policy.

The City is currently updating its Personnel Rules and will be considering a more explicit policy on Diversity, Equity and Inclusion (DEI), stating the City’s commitment to fostering and cultivating a culture embracing diversity, equity and inclusion and establishing goals for diversity awareness and sensitivity training.

In 2021, all sworn members of the Santa Paula Police Department participated in Cultural Diversity training, offered through the Museum of Tolerance. The course is California POST (Police Officer Standardized Training) certified, with a focus on the evolving role of law enforcement in an increasingly diverse society.

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Diversity Equity & Inclusion
In 2021, the Police Department’s Use of Force policies were revised to include explicit expectations for reporting suspected violations of the policy as well as anti-retaliation language against those who do report such violations. Further clarifications were made to define a “failure to intercede” a “duty to report excessive force” and added language requiring officers to “carry out their duties, including the use of force, in a manner that is fair and unbiased.” Officers may now only use “a level of force that they reasonably believe is proportional to the seriousness of the suspected offense or the reasonably perceived level of actual or threatened resistance (Government Code Section 7286(b)).”
In addition, State law requires the City to report to the California Department of Justice all officer-involved shootings and all incidents “involving the use of force resulting in serious bodily injury” [Government Code Section 12525.2].

The Santa Paula Police Department maintains extensive policies governing the behaviors, expectations and responsibilities of its sworn members. One critical component of the Department’s policies is the section on Use of Force, which provides guidelines on the “reasonable use of force” which every member is expected to adhere to (see SPPD Lexipol Policy: 300).

Policies and Practices
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Employment and Training
The City Manager, as Personnel Officer for the City, is bound by terms of an employment agreement, which requires in Section 20A and 20B of that agreement compliance with the International City Manager Association’s (ICMA) Code of Ethics. Tenet 11 of the Code states that members shall: “Handle all matters of personnel on the basis of merit so that fairness and impartiality govern a member’s decisions, pertaining to appointments, pay adjustments, promotions, and discipline. All decisions…should prohibit discrimination because of race, color, religion, sex, national origin, sexual orientation, political affiliation, disability, age, or marital status. It should be the members’ personal and professional responsibility to actively recruit and hire a diverse staff throughout their organizations.”
ICMA's Code of Ethics and Declaration of ideals speak to the profession's obligation to serve the best interest of all people and to achieve equity and social justice. To ensure that all the people within their jurisdiction have the ability to actively engage within their local government, members should strive to eliminate barriers to public involvement in decisions, programs, and services.
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Current Efforts
Eight Can't Wait
In response to the "Eight Can’t Wait" campaign (Attachment "A" to this report, entitled: “Where We Stand”), the Santa Paula Police Department, with support from the City Council, altered its policies and practices in the following categories.

Choke Holds. The Department eliminated the use of Carotid Control Holds as a restraining technique. The Use of Force Policy now reads:
“Officers of this department are not authorized to use a carotid restraint hold” (Lexipol Sections 300.3.4 and 300.3.7).

De-Escalation. The Policy was also revised to incorporate a section on “deescalation” as a reasonable technique to persuade an individual “to voluntarily comply” in a way which “may mitigate the need to use a higher level of force to resolve the situation…” (Section 300.3.6 and Government Code Section 7286(b)). Periodic de-escalation training is also now required of all Santa Paula Police Officers.

Moving Vehicles. Terms of the policy were added to prohibit officers from shooting at or from a moving vehicle, making it clear that “Officers should not shoot at any part of a vehicle in an attempt to disable the vehicle” (Section 300.4.1).

Displaying of Firearms. A new provision was added requiring officers to “carefully evaluate each tactical situation” in order to “use sound discretion when drawing a firearm in public” as “individuals might perceive the display of a firearm as a potential application of force” (Section 300.4.2).

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Current Efforts
Diversity Equity & Inclusion
In February 2020, the City launched a new, improved and more dynamic web site, bolstering content, information and resources, in a multilingual format. Also in 2020, the City initiated Spanish translation on all press releases, flyers and announcements, and social media posts, helping to break down language barriers and increasing access to information for the community’s Spanish-speaking population.

The City's Parks & Recreation Department collaborated with community stakeholders and members to establish a Social Services Coalition in 2021. The Coalition comprises more than 60 social service agencies and local non-profits working together to serve the Santa Paula community. The Coalition is about
connecting resources to the community. Focus areas
include networking/education, marketing/outreach,
and community awareness/events.

The City Council utilized almost $300,000 in Federal American Rescue Plan funding to support local non-profits providing services during the pandemic to our most vulnerable residents and offset fees associated with many youth programs and services.

Outreach and Communication
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Diversity Equity & Inclusion
Over the course of several months the Committee met with members of the community both in small groups and using virtual communications methods for the purpose of listening to community experiences and concerns.* In addition to these smaller listening sessions, the Committee also worked with city staff to advertise and host a larger listening session at the community center that was open to the general public. Conversations were held in both English and Spanish.

The committee asked participants for feedback on questions such as the residents’ experience working with the city government, attending City Council meetings, interactions with the police department, any experiences of discrimination, and their general experiences living in Santa Paula. The Committee worked to create an atmosphere where participants felt comfortable sharing their experiences in order to help the Committee members define the problems, capture experiences, and bring back potential policy changes to the City Council.
* Since these sessions were held while the city was under a declared state of emergency for the COVID-19 pandemic, the Committee utilized virtual tools, met with smaller groups, or held gatherings in larger spaces (like the community center) to accommodate social distancing.

ListeningTour&Research
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In 2019, the City Council adopted a Pavement Management Plan, which sets out to systematically improve all of the City’s 55 miles of streets. In 2022 the Council earmarked funding to replace a total of 8 key pedestrian intersections to enhance safety, especially related to school sites, with pedestrian-activated flashing beacons. This technology provides proven safety features so that unsignalized crosswalks are made much safer for pedestrians.

Infrastructure
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CityPolicies&Practices
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The cost of some community events inhibit participation The City should make sure all affected parties are notified when Public Works projects are happening in town
When talking about city residents, we should limit saying “citizen” and should say “resident”
Not all community members have always felt welcome, safe, or comfortable attending city-sponsored meetings.

How do you create a safe space in council chambers for all people? Spanish as a Second Language Classes should be offered by the City Santa Paula should follow best DEI Practices for cities such as establishing DEI trainings for staff and Council
Council should review its Street Names List and consider adding names to the list
Santa Paula should partner with outside agencies to provide access/information to residents about worker and workplace grievance procedures to address
Workplace discrimination
Who does workplace inspections/handles complaints?
Who can people call for assistance?
Is it possible to have surprise workplace inspections?
The City should ensure Council conversations around topics of interest to the community occur in a more timely manner:
- Ex: RiNu Project, Community College, etc.

Residents commented on a wide variety of issues that are under the purview of the city, or could be accomplished in partnership with other agencies. Some suggestions we heard have already been addressed by the City. The following issues were also communicated.

Policy Considerations/Partnerships:

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A. Housing
Diversity Equity & Inclusion
Adopting a residential rent stabilization and eviction protection ordinance
Placing on City’s website a list of recommended resources available to tenants and landlords, including but not limited to legal aid services Education of Landlords about city policies, renters rights, and relevant state and federal legislation.

Continuing to create partnerships towards more affordable housing opportunities and more units
Ensuring affordable housing is accessible regardless of immigration status
Residents have experienced various issues acquiring rental housing:

Credit Issues with rentals
Discrimination related to family size
Steep deposit requirements
Challenges with filling out paperwork
The City needs improved Code Enforcement of rental units There is a need to address all unhoused residents:

Diversity of Housing Options (shelter, transitional, affordable) Close-by Women/Family Shelter options
More resources for unsheltered residents
Housing options available for over-housed Seniors looking to downsize
Encourage private developments of smaller and more versatile housing types
We heard from a number of residents about issues related to housing. Most commonly they were expressing concerns around rental affordability, accessibility, and dignity of living situations. We also heard about issues related to unhoused residents and over-housed seniors.

Potential Policy Areas/Discussions:

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B. Safety
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Response to 911 Calls
Review 911 responses times (Priority 1 Calls) and confirm the police dispatcher is offering the option of follow-up contact by officers, request to remain anonymous, or no follow-up contact.

Domestic Violence:

Ensure Domestic Violence is properly reported by the police so it can be used for processing U-Visa documents on behalf of crime victims.

Ensure best practices for Domestic Violence calls are being followed with regards to interviews of victims, suspects, and witnesses.

Regarding the culture of policing
Periodic updated training for best practices of interacting with crime victims.

Training consisting of officers to interact professionally and compassionately with crime victims.

Explore best practices for Community Policing*
Safety for students arriving/leaving school
High visibility by school resource officers, patrol, and traffic car/motor officer.

Pedestrian/traffic safety at pick-up and drop-off times.

Parking issues, including cars double parked or creating gridlock.

Patrol city with integrity and an equity lens.

Establish a Resident Advisory Committee.

Host more community meetings/forums with the police department to address ongoing neighborhood problems.

Ensure we have adequate Spanish speaking officers/resources to assist on calls with Spanish speaking residents.

There were a number of different discussions related to public safety, and the City’s police department in particular. Some of these are related to student safety around our schools. Below is a summary of some of the issues we heard that could help improve police-community relations.

Areas of Interest/Potential Discussions:
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C. Cost ofliving
Diversity Equity & Inclusion
Water/Sewer Bills:

City should examine expenses in order to mitigate the
rising cost of services
City should reduce the cost of Late Fees
The due date of water/sewer bills should more closely
match standard pay periods
The arrival date of bills seems to fluctuate
Is there a legal timeframe for how long people have to pay their bill?
Utility Assistance (including, but not limited to Water/Sewer) Information about utility assistance programs
Low-income subsidies for Water/Sewer
We heard from many residents about the high cost of utilities (water/sewer, trash, electricity, gas, etc). We also heard about costs related to rental housing (see section: “HOUSING”).

Policy Considerations
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D. Quality oflife
Strengthen the City’s No-Smoking Ordinance
Should we consider establishing an ongoing DEI Committee? If so, do we invite Santa Paula Unified School District to be involved?
Is street lighting working, sufficient, and present in areas of the city where residents desire to improve it?
Providing exercise equipment for adults in parks to use while their children are playing
Improvements to, and more frequent cleaning of park bathrooms Working with the School District to provide access to school playground facilities
Extending the bike trail to east and west of the City
Working with outside agencies around issues surrounding youth mental health and wellness
Increased funding for the Youth Center and youth activities What follows are a variety of issues and topics that residents addressed which affect their quality of life in the City. The list also includes options for ongoing work to continue addressing quality of life issues in the future.

Policy Considerations
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E. Access to Information&Communication
Diversity Equity & Inclusion
Provide interpretation of Council Meetings
Consider streaming of Council Meetings in Spanish
Provide translated Council agendas
Review new phone system to ensure it has improved residents’ ability to contact departments and get responses in English and Spanish.

Communication:

Work with Community groups to advertise Council meetings Provide community with printable fliers for important
meetings/topics
Make sure that the City’s website sign-up form (“Notify Me”) is working and that all departments are using the list serve Expand methods we use to share council actions and outcomes with the community
Engagement with Residents:

Consider more non-traditional outreach venues: Soccer Games, Farmers Market, and public service distribution sites to communicate key City initiatives and increase access to information
We heard from many residents about the importance of having access to City-related information in a language they understand (most commonly Spanish). In addition, residents expressed that they did not always receive information they thought they had signed up to receive.

Practices to consider:

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Appendix A:WhereWe Stand
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Appendix A (cont.):WhereWe Stand
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To: Honorable Mayor and Members of the City Council
From: Donald Aguilar, Interim Police Chief
Subject: CONSIDERATION OF AN AUTOMATED LICENSE PLATE READER (ALPR) POLICY AND THE WAIVER OF FORMAL BIDDING

REQUIREMENTS ALLOWING PURCHASE OF FLOCK SAFETY ALPR
CAMERAS FUNDED BY SLESA CAL-COPS FUNDS.

Date: June 21, 2023
Agenda Item: 12.C

CITY OF SANTA PAULA

MEMORANDUM
RECOMMENDATION:

Staff recommends that the City Council:

1. Authorize the addition of Policy 434 - Automated License Plate Readers (ALPRs) to the Santa Paula Police Department Policy Manual;

2. Waive formal bidding requirements to award Flock Group, Inc. a contract for ALPR equipment and services by finding its bid, though not the lowest, is required and desirable for the reasons given in the staff report; and

3. Authorize the City Manager to execute an agreement with Flock Group Inc., in the amount of $58,850 for the purchase of ALPR equipment and services.

Presented by: Don Aguilar, Interim Chief of Police
BACKGROUND:

A Supplemental Law Enforcement Services Account (SLESA) has been established in each county of the state for the purpose of overseeing and allocating funding being provided by the State of California's Citizens Options for Public Safety (Cal-COPS) Program. Cal-COPS funds are used for funding “frontline law enforcement services.” The total state funding from the program allots a certain percentage for “city funding.” City funding allocations are distributed based on population estimates provided by Chapter 353 of the Budget Act for the particular year of funding.

On March 1, 2023, the City Council approved the expenditure plan for the FY 22/23 SLESA Cal-COPS funds. Among the equipment identified for purchase was Safety License Plate Reader (LPR) fixed location cameras.

Prior to purchasing the identified equipment, staff deems it prudent to provide transparency surrounding the use of surveillance technology to ensure that decisions around the acquisition and use of surveillance technology consider the impacts that such technology may have on civil rights and civil liberties.
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Additionally, since the equipment recommended for purchase is a sole manufacturer, an analysis is provided below regarding the requested purchase along with a request to waive formal bidding requirements.

ANALYSIS:

Automated License Plate Readers (ALPRs) Policy
The purpose of an Automated License Plate Reader (ALPR) policy is to establish protocols and policies surrounding the implementation and utilization of Automated License Plate Readers (ALPRs) within the City of Santa Paula.

ALPRs are high-speed, computer-controlled camera systems that automatically capture images of license plates, convert them into machine-readable text, and store the information in a database. The collected data can be used to support various law enforcement and public safety activities.

ALPR technology has seen widespread adoption across law enforcement agencies due to its potential to enhance crime prevention and investigation capabilities. The system can quickly identify stolen or wanted vehicles, aid in locating missing persons, and provide valuable information in criminal investigations. However, the implementation of ALPR systems raises important policy considerations that need to be carefully evaluated to protect the privacy and civil liberties of individuals. To date, over 165 law enforcement agencies including Ventura, Oxnard, Ventura County, Santa Barbara, Agoura Hills, Calabasas, Beverly Hills, Santa Monica, Glendale, South Pasadena, Covina and Pomona, to name a few, have implemented and currently utilize ALPR systems.

The attached policy (Exhibit A), which is fairly standard precedent in many law enforcement agencies throughout Southern California and codified throughout the California Civil Code, addresses several concerns related to ALPR's. While Exhibit A contains the full policy, a highlevel overview of each section is provided below.

Administration
The Support Division Commander shall be responsible for compliance with the requirements of Civil Code § 1798.90.5 et seq. This includes, but is not limited to Civil Code § 1798.90.51 and Civil Code § 1798.90.53.

Operations
Use of an ALPR is restricted to the purposes identified in the policy. Department members shall not use, or allow others to use the equipment or database records for any unauthorized purpose (Civil Code § 1798.90.51; Civil Code § 1798.90.53).

Data Collection and Retention
Data Retention: Establish guidelines for the retention period of ALPR data to balance law enforcement needs with privacy concerns. Recommended retention periods provide relevant 992
legal authorities and the potential risks associated with extended data storage.

Accountability and Safeguards
Releasing ALPR Data: Clearly define who has access to the ALPR data and under what circumstances. Policy regulates the sharing of ALPR data with external agencies to ensure compliance with applicable laws and protect against potential abuse or misuse.

Data Security: Implement robust security measures to safeguard the ALPR data against unauthorized access, hacking, or breaches.

ALPR Data Detection Browsing Audits: Develop mechanisms to provide transparency and accountability in the use of ALPR technology, such as regular audits, public reporting, and citizen complaint procedures.

Data Usage Limitations
Purpose Limitation: Establish clear guidelines on the permissible uses of ALPR data to prevent mission creep and ensure that data is solely used for law enforcement and public safety purposes.

Prohibition of Targeted Surveillance: Explicitly prohibit the use of ALPRs for general surveillance or tracking of individuals based on their race, religion, ethnicity, or any protected characteristic.

Training and Oversight
Training: Ensure law enforcement personnel who have access to ALPR data receive appropriate training on privacy protection, data usage limitations, and proper use of the technology.

Internal Policies and Audits : Establish internal policies and procedures that govern the use of ALPR systems, including periodic audits to assess compliance and identify areas for improvement.

The implementation of ALPR systems in the City of Santa Paula offers potential benefits to law enforcement and public safety efforts. In order to mitigate privacy risks and safeguard civil liberties, it is important to adopt a comprehensive policy which addresses data retention, access, usage limitations, transparency, and accountability.

FLOCK Safety ALPR Cameras
The City of Santa Paula Police Department requested quotes from three qualified firms with the following results:

Flock Safety
Flock Safety includes 24-month plan for the use of 11 ALPR cameras with an annual recurring cost $27,500. Year one includes a standard implementation fee of $3,850 (total 993
year one cost $31,350). The costs include installation, service, and repair.

Genetec
One-year recurring subscription for 11 ALPR cameras, no data plan and up to a 90-day retention period, annual cost $21,945. Neighboring law enforcement agencies in Ventura County are not using this product and cannot integrate information sharing or access to other ALPR law enforcement footage.

Selex ES, Inc. (Exhibit D)
Requires ALPR hardware purchase of 11 ALPR cameras, conduit kits, warranty in year two, cost $92,732.

In general, for equipment purchases over $50,000, a contract must be awarded to the lowest responsive and responsible bidder. However, SPMC Section 41.10 gives Council the sole authority to waive this requirement “when required or desirable and in conformance with state law.” State law provides that cities must adopt purchasing regulations and that purchases must conform to the city’s purchasing regulations. See Gov. Code 54202. An example of what is “required or desirable” is when “supplies … are available from only one vendor as supported by appropriate documentation.” SPMC Section 41.10. Because staff is recommending the purchase award go to Flock Group, Inc. ("Flock"), and Flock is not the lowest bidder, Council must waive the requirement based on a finding that Flock ALPRs are "required or desirable".

Accordingly, staff recommends that Council waive purchasing requirements and find Flock ALPRs "required and desirable" for the following reasons:

The Flock data plan is included with the cost of the camera.

Flock is the only LPR provider to officially partner with AXON (the City's body worn camera vendor) to be natively and directly integrated into Evidence.com. This is a compatibility advantage so officers can transfer images directly into Evidence.com for secure archiving as body worn camera footage is secured.

Flock is the only LPR provider to be fully integrated into a dynamic network of Axon’s Fleet 3 mobile ALPR cameras for patrol cars and Flock Safety’s Falcon cameras.

Access to additional cameras purchased by homeowners' associations (HOA) and private business partners, means an ever-increasing amount of cameras and data at no additional cost.

Provides enhanced investigative tools to collect data and increase the solvability of serious crimes.

Ability to potentially access additional cameras from Flock Customers, including:

Ventura, Oxnard, Ventura County SO, Santa Barbara, Agoura Hills and Calabasas, plus 165+ others across the greater CA area, at no additional cost.

ALPR data may be shared with other law enforcement or prosecutorial agencies for 994
official law enforcement agencies only with approval of the Santa Paula Police Department and within departmental policy.

Flock is confidential and is guided for law enforcement use by Santa Paula Police Department Lexipol Policy 434 covering administration, operations, data collection and retention, accountability and safeguards, ALPR data detection browsing audits, releasing ALPR data, and training.

Three qualified vendors capable of supplying a technical solution that meets the specific needs of the city were consulted and provided competitive quotes. Staff believes the Flock system offers a comprehensive monitoring, processing, and machine vision services and would be in the best interest of the City.

STRATEGIC PLAN:

This item supports City Council’s goal of creating an environment within the City in which our residents feel safe and which promotes the City as a location of choice for living, working, visiting and recreating identified in Section E. Public Safety of the two-year Strategic Plan.

FISCAL IMPACTS:

There are no direct fiscal impacts associated with approval of this policy.

The annual cost of $27,500 for this system will be funded with COPS SLESA monies. Staff will adjust the budget at the City Manager's level to move $31,350 (ongoing plus installation cost for FY 22/23) from Professional Services (311-5-4521-209) to Equipment (311-5-4502-610).

OPTIONS:

City Council has the following options:

1. Do not consider adopting an ALPR policy. This would not be recommended as on March 1, 2023, City Council approved the expenditure plan for the FY 22/23 SLESA grant which included funds to purchase ALPR equipment.

2. Adopt an ALPR policy with modifications.

3. Direct staff to choose another vendor.

4. Provide staff other direction as desirable.

ATTACHMENTS:

Automated_License_Plate_Readers__ALPRs_ (1).pdf
Exhibit B - Flock Agreement & Quotation.pdf
Exhibit C - Genetec Quote.pdf
Exhibit D - Selex ES Quote.pdf
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Policy
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SPPD Policy Manual
Copyright Lexipol, LLC 2023/05/30, All Rights Reserved.

Published with permission by Santa Paula Police Department Automated License Plate Readers (ALPRs) - 1
Automated License Plate Readers (ALPRs)
434.1 PURPOSE AND SCOPE
The purpose of this policy is to provide guidance for the capture, storage and use of digital data obtained through the use of Automated License Plate Reader (ALPR) technology. The purpose of this policy is to provide guidance for the capture, storage and use of digital data obtained through the use of Automated License Plate Reader (ALPR) technology. 434.2 DEFINITIONS
(a) Automated License Plate Reader (ALPR): A device that uses cameras and computer technology to compare digital images to lists of known information of interest. (b) ALPR Operator: Trained Department members who may utilize ALPR system/ equipment. ALPR operators may be assigned to any position within the Department, and the ALPR Administrator may order the deployment of the ALPR systems for use in various efforts.
(c) ALPR Administrator: The Support Division Commander or the Chief's designee, serves as the ALPR Administrator for the Department.
(d) Hot List: A list of license plates associated with vehicles of interest compiled from one or more databases including, but not limited to, NCIC, CA DMV, Local BOLO's, etc. (e) Vehicles of Interest: Including, but not limited to vehicles which are reported as stolen; display stolen license plates or tags; vehicles linked to missing and/or wanted persons and vehicles flagged by the Department of Motor Vehicle Administration or law enforcement agencies.
(f) Detection: Data obtained by an ALPR of an image (such as a license plate) within public view that was read by the device, including potential images (such as the plate and description of vehicle on which it was displayed), and information regarding the location of the ALPR system at the time of the ALPR's read. (g) Hit: Alert from the ALPR system that a scanned license plate number may be in the National Crime Information Center (NCIC) or other law enforcement database for a specific reason including, but not limited to, being related to a stolen car, wanted person, missing person, domestic violation protective order or terrorist-related activity. 434.3 ADMINISTRATION
The ALPR technology, also known as License Plate Recognition (LPR), allows for the automated detection of license plates along with the vehicle make, model, color and unique identifiers through the Santa Paula Police Department's ALPR's system and the vendor's vehicle identification technology. The technology is used by the Santa Paula Police Department to convert data associated with vehicle license plates and vehicle descriptions for official law enforcement purposes, including identifying stolen or wanted vehicles, stolen license plates and missing persons. It may also be used to gather information related to active warrants, suspect interdiction and stolen property recovery. All installation and maintenance of ALPR equipment, as well as 996
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ALPR data retention and access, shall be managed by the Department Information Technology Manager. The Department Information Technology Manager will assign members under his/her command to administer the day-to-day operation of the ALPR equipment and data. 434.3.1 ALPR ADMINISTRATOR
The Support Division Commander shall be responsible for compliance with the requirements of Civil Code § 1798.90.5 et seq. This includes, but is not limited to (Civil Code § 1798.90.51; Civil Code § 1798.90.53):
(a) Only properly trained sworn officers, crime analysts, communication operators, records clerks and police assistants are allowed access to the ALPR system or to collect ALPR information.
(b) Ensuring that training requirements are completed for authorized users. (c) ALPR system monitoring to ensure the security of the information and compliance with applicable privacy laws.
(d) Ensuring that procedures are followed for system operators and to maintain records of access in compliance with Civil Code § 1798.90.52.
(e) The title and name of the current designee in overseeing the ALPR operation is maintained. Continually working with the Custodian of Records on the retention and destruction of ALPR data.
(f) Ensuring this policy and related procedures are conspicuously posted on the department's website.
434.4 OPERATIONS
Use of an ALPR is restricted to the purposes outlined below. Department members shall not use, or allow others to use the equipment or database records for any unauthorized purpose (Civil Code § 1798.90.51; Civil Code § 1798.90.53).
(a) An ALPR shall only be used for official law enforcement business. (b) An ALPR may be used in conjunction with any routine patrol operation or criminal investigation; reasonable suspicion or probable cause is not required before using an ALPR.
(c) Partial license plates and unique vehicle descriptions reported during major crimes should be entered into the ALPR system in an attempt to identify suspect vehicles. (d) No member of this department shall operate ALPR equipment or access ALPR data without first completing department-approved training.
(e) If practicable, the officer should verify an ALPR response through the California Law Enforcement Telecommunications System (CLETS) before taking enforcement action that is based solely on an ALPR alert. Once an alert is received, the operator should confirm that the observed license plate from the system matches the license plate of 997
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the observed vehicle. Before any law enforcement action is taken because of an ALPR alert, the alert will be verified through a CLETS inquiry via MDC or through Dispatch.

Members will not take any police action that restricts the freedom of any individual based solely on an ALPR alert unless it has been validated. Because the ALPR alert may relate to a vehicle and may not relate to the person operating the vehicle, officers are reminded that they need to have reasonable suspicion and/or probable cause to make an enforcement stop of any vehicle. (For example, if a vehicle is entered into the system because of its association with a wanted individual, Officers should attempt to visually match the driver to the description of the wanted subject prior to making the stop or should have another legal basis for making the stop.) (f) Hot Lists. Designation of hot lists to be utilized by the ALPR system shall be made by the ALPR Administrator or his/her designee. Hot lists shall be obtained or compiled from sources as may be consistent with the purposes of the ALPR system set forth in this Policy. Hot lists utilized by the Department's LPR system may be updated by agency sources more frequently than the Department may be uploading them and thus the Department's LPR system will not have access to real time data. Occasionally, there may be errors in the LPR system's read of a license plate. Therefore, an alert alone shall not be a basis for police action (other than following the vehicle of interest). Prior to initiation of a stop of a vehicle or other intervention based on an alert, Department members shall undertake the following:

1. Verification of status on a Hot List. An officer must receive confirmation, from a Santa Paula Police Department Communications Dispatcher or other department computer device, that the license plate is still stolen, wanted, or otherwise of interest before proceeding (absent exigent circumstances).

2. Visual verification of license plate number. Officers shall visually verify that the license plate of interest matches identically with the image of the license plate number captured (read) by the LPR, including both the alphanumeric characters of the license plate, state of issue, and vehicle descriptors before proceeding.

Department members alerted to the fact that an observed motor vehicle's license plate is entered as a Hot Plate (hit) in a specific BOLO (be on the lookout) list are required to make a reasonable effort to confirm that a wanted person is actually in the vehicle and/or that a reasonable basis exists before a Department member would have a lawful basis to stop the vehicle.

3. Department members will clear all stops from hot list alerts by indicating the positive ALPR Hit, i.e., with an arrest or other enforcement action. If it is not obvious in the text of the call as to the correlation of the ALPR Hit and the arrest, then the Department member shall update with the Communications Dispatcher and original person and/or a crime analyst inputting the vehicle in the hot list (hit).

4. General Hot Lists (SVS, SFR, and SLR) will be automatically downloaded into the ALPR system a minimum of once a day with the most current data overwriting the old data.

5. All entries and updates of specific Hot Lists within the ALPR system will be documented by the requesting Department member within the appropriate general offense report. As such, specific Hot Lists shall be approved by the ALPR. Administrator (or his/her designee) before initial entry within the ALPR 998
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system. The updating of such a list within the ALPR system shall thereafter be accomplished pursuant to the approval of the Department member's immediate supervisor. The hits from these data sources should be viewed as informational; created solely to bring the officers attention to specific vehicles that have been associated with criminal activity. All Hot Plates and suspect information entered into the ALPR system will contain the following information as a minimum:

Entering Department member's name
Related case number.

Short synopsis describing the nature of the originating call (g) Training. No member of this Department shall operate ALPR equipment or access ALPR data without first completing Department-approved training. (h) Login/Log-Out Procedure. To ensure proper operation and facilitate oversight of the ALPR system, all users will be required to have individual credentials for access and use of the systems and/or data, which has the ability to be fully audited. Permitted/Impermissible Uses. The ALPR system, and all data collected, is the property of the Santa Paula Police Department. Department personnel may only access and use the ALPR system for official and legitimate law enforcement purposes consistent with this Policy. The following uses of the ALPR system are specifically prohibited:

1. Invasion of Privacy: Except when done pursuant to a court order such as a search warrant, is a violation of this Policy to utilize the ALPR to record license plates except those of vehicles that are exposed to public view (e.g., vehicles on a public road or street, or that are on private property but whose license plate(s) are visible from a public road, street, or a place to which members of the public have access, such as the parking lot of a shop or other business establishment).

2. Harassment or Intimidation: It is a violation of this Policy to use the ALPR system to harass and/or intimidate any individual or group.

3. Use Based on a Protected Characteristic. It is a violation of this policy to use the LPR system or associated scan files or hot lists solely because of a person's, or group's race, gender, religion, political affiliation, nationality, ethnicity, sexual orientation, disability, or other classification protected by law.

4. Personal Use: It is a violation of this Policy to use the ALPR system or associated scan files or hot lists for any personal purpose.

5. First Amendment Rights. It is a violation of this policy to use the LPR system or associated scan files or hot lists for the purpose or known effect of infringing upon First Amendment rights. Anyone who engages in an impermissible use of the ALPR system or associated scan files or hot lists may be subject to:
criminal prosecution,
civil liability, and/or
administrative sanctions, up to and including termination, pursuant to and consistent with the relevant collective bargaining agreements and Department policies. 999
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434.5 DATA COLLECTION AND RETENTION
The Support Division Commander is responsible for ensuring systems and processes are in place for the proper collection and retention of ALPR data. Data will be transferred from vehicles to the designated storage in accordance with department procedures.

All ALPR data downloaded to the server should be stored for no longer than one year, and in accordance with the established records retention schedule. Thereafter, ALPR data should be purged unless it has become, or it is reasonable to believe it will become, evidence in a criminal or civil action or is subject to a discovery request or other lawful action to produce records. In those circumstances the applicable data should be downloaded from the server onto portable media and booked into evidence.

ALPR vendor, Flock Safety will store the data (data hosting) and ensure proper maintenance and security of data stored in their data towers. Flock Safety will purge their data at the end of the 30 days of storage. However, this will not preclude SPPD from maintaining any relevant vehicle data obtained from the system after that period pursuant to the established City of Santa Paula retention schedule mentioned above or outlined elsewhere. Relevant vehicle data are scans corresponding to the vehicle of interest on a hot list.

Restrictions on use of ALPR Data: Information gathered or collected, and records retained by Flock Safety cameras or any other SPPD ALPR system will not be sold, accessed, or used for any purpose other than legitimate law enforcement or public safety purposes. 434.6 ACCOUNTABILITY AND SAFEGUARDS
All data will be closely safeguarded and protected by both procedural and technological means.

The Santa Paula Police Department will observe the following safeguards regarding access to and use of stored data (Civil Code § 1798.90.51; Civil Code § 1798.90.53):
(a) All non-law enforcement requests for access to stored ALPR data shall be processed in accordance with applicable law.
(b) All ALPR data downloaded to the mobile workstation shall be accessible only through a login/password-protected system capable of documenting all access of information by name, date, and time.
(c) Persons approved to access ALPR data under these guidelines are permitted to access the data for legitimate law enforcement purposes only, such as when the data relate to a specific criminal investigation or department-related civil or administrative action.
(d) Such ALPR data may be released to other authorized and verified law enforcement officials and agencies for legitimate law enforcement purposes. (e) Every ALPR Detection Browsing Inquiry must be documented by either the associated Santa Paula Police case number or incident number, and/or a reason for the inquiry.

For security or data breaches, see the Records Release and Maintenance Policy. 1000
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434.7 POLICY
The policy of the Santa Paula Police Department is to utilize ALPR technology to capture and store digital license plate data and images while recognizing the established privacy rights of the public.

All data and images gathered by the ALPR are for the official use of this department. Because such data may contain confidential information, it is not open to public review. The Santa Paula Police Department does not permit the sharing of ALPR data gathered by the City or its contractors/ subcontractors for purpose of federal immigration enforcement, pursuant to the California Values Act (Government Code § 7282.5; Government Code § 7284.2 et seq) – these federal immigration agencies include Immigrations and Customs Enforcement (ICE) and Customs and Border Patrol (CPB).
434.8 ALPR DATA DETECTION BROWSING AUDITS
It is the responsibility of the Professional Standards Division (PSD) Commander or the Chief's designee to ensure that an audit is conducted of ALPR detection browsing inquiries at least once during each calendar year. The Department will audit a sampling of the ALPR system utilization from the prior 12-month period to verify proper use in accordance with the above- authorized uses. The audit shall randomly select at least 10 detection browsing inquiries conducted by department employees during the preceding six-month period and determine if each inquiry meets the requirements established in policy section 462.6(e).

The audit shall be documented in the form of an internal department memorandum to the Chief of Police. The memorandum shall include any data errors found so that such errors can be corrected.

After review by the Chief of Police, the memorandum and any associated documentation shall be filed and retained by PSD.
434.9 RELEASING ALPR DATA
The ALPR data may be shared only with other law enforcement or prosecutorial agencies when there is a need to know, a right to know or legal obligation to provide the information.. (a) The agency makes a written request for the ALPR data that includes:

1. The name of the agency.

2. The name of the person requesting.

3. The intended purpose of obtaining the information.
(b) The request is reviewed by the Chief of Police or the authorized designee and approved before the request is fulfilled.
(c) The Chief of Police or the authorized designee will consider the California Value Act (Government Code § 7282.5; Government Code § 7284.2 et seq), before approving the release of ALPR data. The Santa Paula Police Department does not permit the sharing of ALPR data gathered by the City or its contractors/subcontractors for purpose of federal immigration enforcement, these federal immigration agencies include Immigrations and Customs Enforcement (ICE) and Customs and Border Patrol (CPB).
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(d) The approved request is retained on file. Requests for ALPR data by non-law enforcement or non-prosecutorial agencies will be processed as provided in the Records Maintenance and Release Policy (Civil Code § 1798.90.55). 434.10 TRAINING
The Training Sergeant should ensure that members receive department-approved training for those authorized to use or access the ALPR system (Civil Code § 1798.90.51; Civil Code § 1798.90.53).
1002

EXHIBIT B - FLOCK

AGREEMENT &

QUOTATION
1003
FLOCK GROUP INC.

SERVICES AGREEMENT

ORDER FORM
This Order Form together with the Terms (as defined herein) describe the relationship between Flock Group Inc. (“Flock”) and the customer identified below (“Agency”) (each of Flock and Customer, a ”Party”). This order form (“Order Form”) hereby incorporates and includes the “GOVERNMENT AGENCY AGREEMENT” attached (the “Terms”) which describe and set forth the general legal terms governing the relationship (collectively, the "Agreement" ). The Terms contain, among other things, warranty disclaimers, liability limitations and use limitations.

The Agreement will become effective when this Order Form is executed by both Parties (the “Effective Date”).

Agency: CA - Santa Paula PD
Legal Entity Name: \FSLegalEntityName{r}\
Contact Name: Don Aguilar
Address:
214 S 10th St
Santa Paula, California 93060
Phone: (805) 525-4474
E-Mail: [email protected]
Expected Payment Method:
\FSExpectedPaymentMethod1\
Billing Contact: \FSBillingContact1\
(if different than above)
Initial Term: 24 months
Renewal Term: 24 months
Billing Term: Annual payment due Net 30 per terms
and conditions
Billing Frequency: Annual Plan - First Year Invoiced at Signing
1004
Professional Services and One-Time Purchases
Name Price/Usage Fee QTY Subtotal
Professional Services - Standard Implementation Fee $350.00 11.00 $3,850.00 Hardware and Software Products
Annual recurring amounts over subscription term
Name Price/Usage Fee QTY Subtotal
Falcon $2,500.00 11.00 $27,500.00
Subtotal Year 1: $31,350.00
Subscription Term: 24 Months
Annual Recurring Total: $27,500.00
Estimated Sales Tax: $0.00
Total Contract Amount: $58,850.00
1005
I have reviewed and agree to the Customer Implementation Guide on Schedule B at the end of this agreement.
\FSInitials1\
By executing this Order Form, Agency represents and warrants that it has read and agrees all of the terms and conditions contained in the Terms attached. The Parties have executed this Agreement as of the dates set forth below.

FLOCK GROUP, INC. Agency: CA - Santa Paula PD
By:
\FSSignature2\
By:
\FSSignature1\
Name:
\FSFullname2\
Name:
\FSFullname1\
Title:
\FSTitle2\
Title:
\FSTitle1\
Date:
\FSDateSigned2\
Date:
\FSDateSigned1\
1006

GOVERNMENT AGENCY AGREEMENT
This Government Agency Agreement (this “Agreement”) is entered into by and between Flock Group, Inc. with a place of business at 1170 Howell Mill Rd NW Suite 210, Atlanta, GA 30318 (“Flock”) and the police department or government agency identified in the signature block of the Order Form (“Agency”) (each a “Party,” and together, the “Parties”).

RECITALS
WHEREAS, Flock offers a software and hardware situational awareness solution for automatic license plates, video and audio detection through Flock’s technology platform (the “Flock Service”), and upon detection, the Flock Services are capable of capturing audio, video, image, and recording data and can provide notifications to Agency upon the instructions of Non-Agency End User (as defined below) (“Notifications”); WHEREAS, Agency desires access to the Flock Service on existing cameras, provided by Agency, or Flock provided Flock Hardware (as defined below) in order to create, view, search and archive Footage and receive Notifications, including those from Non-Agency End Users of the Flock Service (where there is an investigative or bona fide lawful purpose) such as schools, neighborhood homeowners associations, businesses, and individual users; WHEREAS, Flock deletes all Footage on a rolling thirty (30) day basis, excluding Wing Replay which is deleted after seven (7) days. Agency is responsible for extracting, downloading and archiving Footage from the Flock System on its own storage devices for auditing for prosecutorial/administrative purposes; and WHEREAS, Flock desires to provide Agency the Flock Service and any access thereto, subject to the terms and conditions of this Agreement, solely for the awareness, prevention, and prosecution of crime, bona fide investigations by police departments, and archiving for evidence gathering (“Permitted Purpose”).

AGREEMENT
NOW, THEREFORE, Flock and Agency agree that this Agreement, and any addenda attached hereto or referenced herein, constitute the complete and exclusive statement of the Agreement of the Parties with respect to the subject matter of this Agreement, and replace and supersede all prior agreements, term sheets, purchase orders, correspondence, oral or written communications and negotiations by and between the Parties.

1. DEFINITIONS
Certain capitalized terms, not otherwise defined herein, have the meanings set forth or cross-referenced in this Section 1.

1.1 “Advanced Search” means the provision of Services, via the web interface using Flock’s software applications, which utilize advanced evidence delivery capabilities including convoy analysis, multi-geo search, visual search, cradlepoint integration for automatic vehicle location, and common plate analysis.

1.2 “Agency Data” means the data, media and content provided by Agency through the Services. For the avoidance of doubt, the Agency Data will include the Footage.

1.3 “Agency Generated Data” means the messages, text, illustrations, files, images, graphics, photos, comments, sounds, music, videos, information, content, ratings, reviews, data, questions, suggestions, other information or materials posted, uploaded, displayed, published, distributed, transmitted, broadcasted, or otherwise made available on or submitted through the Wing Suite.
1007

1.4. “Agency Hardware” means the third-party camera owned or provided by Agency and any other physical elements that interact with the Embedded Software and the Web Interface to provide the Services.

1.5. “Aggregated Data” means information that relates to a group or category of individuals, from which any potential individuals’ personal identifying information has been permanently “anonymized” by commercially available standards to irreversibly alter data in such a way that a data subject (i.e., individual person or impersonal entity) can no longer be identified directly or indirectly.

1.6 “Authorized End User(s)” means any individual employees, agents, or contractors of Agency accessing or using the Services through the Web Interface, under the rights granted to Agency pursuant to this Agreement.

1.7 “Deployment Plan” means the strategic geographic mapping of the location(s) and implementation of Flock Hardware, and/or other relevant Services required under this Agreement.

1.8 “Documentation” means text and/or graphical documentation, whether in electronic or printed format, that describe the features, functions and operation of the Services which are provided by Flock to Agency in accordance with the terms of this Agreement.

1.9 “Embedded Software” means the software and/or firmware embedded or preinstalled on the Flock Hardware or Agency Hardware.

1.10 “Falcon Flex” means an infrastructure-free, location-flexible license plate reader camera that enables the Agency to self-install.

1.11 “Flock Hardware” means the Flock cameras or device, pole, clamps, solar panel, installation components, and any other physical elements that interact with the Embedded Software and the Web Interface to provide the Flock Services.

1.12 “Flock IP” means the Services, the Documentation, the Embedded Software, the Installation Services, and any and all intellectual property therein or otherwise provided to Agency and/or its Authorized End Users in connection with the foregoing.

1.13 “Flock Safety Falcon™” means an infrastructure-free license plate reader camera that utilizes Vehicle Fingerprint™ technology to capture vehicular attributes.

1.14 “Flock Safety Raven™” means an audio detection device that provides real-time alerting to law enforcement based on programmed audio events such as gunshots, breaking glass, and street racing.

1.15 “Flock Safety Sparrow™” means an infrastructure-free license plate reader camera for residential roadways that utilizes Vehicle Fingerprint™ technology to capture vehicular attributes. 1008

1.17 “Footage” means still images, video, audio and other data captured by the Flock Hardware or Agency Hardware in the course of and provided via the Services.

1.18 “Hotlist(s)” means a digital file containing alphanumeric license plate related information pertaining to vehicles of interest, which may include stolen vehicles, stolen vehicle license plates, vehicles owned or associated with wanted or missing person(s), vehicles suspected of being involved with criminal or terrorist activities, and other legitimate law enforcement purposes. Hotlist also includes, but is not limited to, national data (i.e. NCIC) for similar categories, license plates associated with AMBER Alerts or Missing Persons/Vulnerable Adult Alerts, and includes manually entered license plate information associated with crimes that have occurred in any local jurisdiction.

1.19 “Implementation Fee(s)” means the monetary fees associated with the Installation Services, as defined below.

1.20 “Installation Services” means the services provided by Flock for installation of Agency Hardware and/or Flock Hardware, including any applicable installation of Embedded Software on Agency Hardware.

1.21 “Non-Agency End User(s)” means any individual, entity, or derivative therefrom, authorized to use the Services through the Web Interface, under the rights granted to pursuant to the terms (or to those materially similar) of this Agreement.

1.22 “Services” or “Flock Services” means the provision, via the Web Interface, of Flock’s software applications for automatic license plate detection, alerts, audio detection, searching image records, video and sharing Footage.

1.23 “Support Services” means Monitoring Services, as defined in Section 2.10 below.

1.24 “Usage Fee” means the subscription fees to be paid by the Agency for ongoing access to Services.

1.25 “Web Interface” means the website(s) or application(s) through which Agency and its Authorized End Users can access the Services, in accordance with the terms of this Agreement.

1.26 “Wing Suite” means the Flock interface which provides real-time access to the Flock Services, location of Flock Hardware, Agency Hardware, third-party cameras, live-stream video, Wing Livestream, Wing LPR, Wing Replay, alerts and other integrations.

1.27 “Wing Livestream” means real-time video integration with third-party cameras via the Flock interface.

1.28 “Wing LPR” means software integration with third-party cameras utilizing Flock’s Vehicle Fingerprint Technology™ for license plate capture.

1.29 “Wing Replay” means enhanced situational awareness encompassing Footage retention, replay ability, and downloadable content from Hot Lists integrated from third-party cameras. 1009

1.30 “Vehicle Fingerprint™” means the unique vehicular attributes captured through Services such as: type, make, color, state registration, missing/covered plates, bumper stickers, decals, roof racks, and bike racks.

2. SERVICES AND SUPPORT

2.1 Provision of Access. Subject to the terms of this Agreement, Flock hereby grants to Agency a non-exclusive, non-transferable right to access the features and functions of the Services via the Web Interface during the Term, solely for the Authorized End Users. The Footage will be available for Agency’s designated administrator, listed on the Order Form, and any Authorized End Users to access and download via the Web Interface for thirty (30) days.

Authorized End Users will be required to sign up for an account and select a password and username (“User ID”).

Flock will also provide Agency with the Documentation to be used in accessing and using the Services. Agency shall be responsible for all acts and omissions of Authorized End Users, and any act or omission by an Authorized End User which, if undertaken by Agency, would constitute a breach of this Agreement, shall be deemed a breach of this Agreement by Agency. Agency shall undertake reasonable efforts to make all Authorized End Users aware of the provisions of this Agreement as applicable to such Authorized End User’s use of the Services and shall cause Authorized End Users to comply with such provisions. Flock may use the services of one or more third parties to deliver any part of the Services, (such as using a third party to host the Web Interface for cloud storage or a cell phone provider for wireless cellular coverage) which makes the Services available to Agency and Authorized End Users. Warranties provided by said third party service providers are the agency’s sole and exclusive remedy and Flock’s sole and exclusive liability with regard to such third-party services, including without limitation hosting the Web Interface. Agency agrees to comply with any acceptable use policies and other terms of any third-party service provider that are provided or otherwise made available to Agency from time to time.

2.2 Embedded Software License. Subject to all terms of this Agreement, Flock grants Agency a limited, nonexclusive, non-transferable, non-sublicensable (except to the Authorized End Users), revocable right to use the Embedded Software as installed on the Flock Hardware or Agency Hardware; in each case, solely as necessary for Agency to use the Services.

2.3 Documentation License. Subject to the terms of this Agreement, Flock hereby grants to Agency a nonexclusive, non-transferable right and license to use the Documentation during the Term in connection with its use of the Services as contemplated herein, and under Section 2.5 below.

2.4 Wing Suite License. Subject to all terms of this Agreement, Flock grants Agency a limited, non-exclusive, nontransferable, non-sublicensable (except to the Authorized End Users), revocable right to use the Wing Suite software and interface.

2.5 Usage Restrictions.
1010

2.5.1 Flock IP. The permitted purpose for usage of the Flock Hardware, Agency Hardware, Documentation, Services, support, and Flock IP are solely to facilitate gathering evidence that could be used in a lawful criminal investigation by the appropriate government agency (“Permitted Purpose”). Agency will not, and will not permit any Authorized End Users to, (i) copy or duplicate any of the Flock IP; (ii) decompile, disassemble, reverse engineer, or otherwise attempt to obtain or perceive the source code from which any software component of any of the Flock IP is compiled or interpreted, or apply any other process or procedure to derive the source code of any software included in the Flock IP; (iii) attempt to modify, alter, tamper with or repair any of the Flock IP, or attempt to create any derivative product from any of the foregoing; (iv) interfere or attempt to interfere in any manner with the functionality or proper working of any of the Flock IP; (v) remove, obscure, or alter any notice of any intellectual property or proprietary right appearing on or contained within any of the Services or Flock IP; (vi) use the Services, support, Flock Hardware, Documentation, or the Flock IP for anything other than the Permitted Purpose; or (vii) assign, sublicense, sell, resell, lease, rent, or otherwise transfer, convey, pledge as security, or otherwise encumber, Agency’s rights under Sections 2.1, 2.2, 2.3, or 2.4.

2.5.2. Flock Hardware. Agency understands that all Flock Hardware is owned exclusively by Flock, and that title to any Flock Hardware does not pass to Agency upon execution of this Agreement. Except for Falcon Flex products, which are designed for self-installation, Agency is not permitted to remove, reposition, re-install, tamper with, alter, adjust or otherwise take possession or control of Flock Hardware. Notwithstanding the notice and cure period set for in Section 6.3, Agency agrees and understands that in the event Agency is found to engage in any of the restricted actions of this Section 2.5.2, all warranties herein shall be null and void, and this Agreement shall be subject to immediate termination (without opportunity to cure) for material breach by Agency.

2.6 Retained Rights; Ownership. As between the Parties, subject to the rights granted in this Agreement, Flock and its licensors retain all right, title and interest in and to the Flock IP and its components, and Agency acknowledges that it neither owns nor acquires any additional rights in and to the foregoing not expressly granted by this Agreement. Agency further acknowledges that Flock retains the right to use the foregoing for any purpose in Flock’s sole discretion. There are no implied rights.

2.7 Suspension.

2.7.1 Service Suspension. Notwithstanding anything to the contrary in this Agreement, Flock may temporarily suspend Agency’s and any Authorized End User’s access to any portion or all of the Flock IP or Flock Service if Flock reasonably determines that (a) there is a threat or attack on any of the Flock IP by Agency; (b) Agency’s or any Authorized End User’s use of the Flock IP disrupts or poses a security risk to the Flock IP or any other customer or vendor of Flock; (c) Agency or any Authorized End User is/are using the Flock IP for fraudulent or illegal activities; (d) Agency has violated any term of this provision, including, but not limited to, utilizing the Services for 1011 anything other than the Permitted Purpose; or (e) any unauthorized access to Flock Services through Agency’s account (“Service Suspension”). Agency shall not be entitled to any remedy for the Service Suspension period, including any reimbursement, tolling, or credit.

2.7.2 Service Interruption. Services may be interrupted in the event that: (a) Flock’s provision of the Services to Agency or any Authorized End User is prohibited by applicable law; (b) any third-party services required for Services are interrupted; (c) if Flock reasonably believe Services are being used for malicious, unlawful, or otherwise unauthorized use; (d) there is a threat or attack on any of the Flock IP by a third party; or (e) scheduled or emergency maintenance (“Service Interruption”). Flock will make commercially reasonable efforts to provide written notice of any Service Interruption to Agency and to provide updates regarding resumption of access to Flock Services. Flock will use commercially reasonable efforts to resume providing access to the Services as soon as reasonably possible after the event giving rise to the Service Interruption is cured. Flock will have no liability for any damage, liabilities, losses (including any loss of data or profits), or any other consequences that Agency or any Authorized End User may incur as a result of a Service Interruption. To the extent that the Service Interruption is not caused by Agency’s direct actions or by the actions of parties associated with the Agency, the expiration of the Term will be tolled by the duration of the Service Interruption (for any continuous suspension lasting at least one full day) prorated for the proportion of cameras on the Agency’s account that have been impacted. For example, in the event of a Service Interruption lasting five (5) continuous days, Agency will receive a credit for five (5) free days at the end of the Term.

2.8 Installation Services.

2.8.1 Designated Locations. For installation of Flock Hardware, excluding Falcon Flex products, prior to performing the physical installation of the Flock Hardware, Flock shall advise Agency on the location and positioning of the Flock Hardware for optimal license plate image capture, as conditions and location allow. Flock may consider input from Agency regarding location, position and angle of the Flock Hardware (“Designated Location”) and collaborate with Agency to design the Deployment Plan confirming the Designated Locations. Flock shall have final discretion on location of Flock Hardware. Flock shall have no liability to Agency resulting from any poor performance, functionality or Footage resulting from or otherwise relating to the Designated Locations or delay in installation due to Agency’s delay in confirming Designated Locations, in ordering and/or having the Designated Location ready for installation including having all electrical work preinstalled and permits ready, if necessary. After installation, any subsequent changes to the Deployment Plan (“Reinstalls”) will incur a charge for Flock’s thencurrent list price for Reinstalls, as listed in the then-current Reinstall policy (available at https://www.flocksafety.com/reinstall-fee-schedule) and any equipment fees. For clarity, Agency will receive prior notice and provide approval for any such fees. These changes include but are not limited to re-positioning, adjusting of the mounting, re-angling, removing foliage, replacement, changes to heights of poles, regardless of whether the need for Reinstalls related to vandalism, weather, theft, lack of criminal activity in view, and the like. Flock shall have full discretion on decision to reinstall Flock Hardware. 1012

2.8.2 Agency Installation Obligations. Agency agrees to allow Flock and its agents reasonable access in and near the Designated Locations at all reasonable times upon reasonable notice for the purpose of performing the installation work. Although Flock Hardware is designed to utilize solar power, certain Designated Locations may require a reliable source of 120V or 240V AC power. In the event adequate solar power is not available, Agency is solely responsible for costs associated with providing a reliable source of 120V or 240V AC power to Flock Hardware. Flock will provide solar options to supply power at each Designated Location. If Agency refuses recommended solar options, Agency waives any reimbursement, tolling, or credit for any suspension period of Flock Services due to low solar power. Additionally, Agency is solely responsible for (i) any permits or associated costs, and managing the permitting process of installation of cameras or AC power; (ii) any federal, state, or local taxes including property, license, privilege, sales, use, excise, gross receipts, or other similar taxes which may now or hereafter become applicable to, measured by or imposed upon or with respect to the installation of the Flock Hardware, its use (excluding tax exempt entities), or (iii) any other supplementary cost for services performed in connection with installation of the Flock Hardware, including but not limited to contractor licensing, engineered drawings, rental of specialized equipment, or vehicles, third-party personnel (i.e. Traffic Control Officers, Electricians, State DOT-approved poles, etc., if necessary), such costs to be approved by the Agency (“Agency Installation Obligations”). In the event that a Designated Location for Flock Hardware requires permits, Flock may provide the Agency with a temporary alternate location for installation pending the permitting process. Once the required permits are obtained, Flock will relocate the Flock Hardware from the temporary alternate location to the permitted location at no additional cost. Without being obligated or taking any responsibility for the foregoing, Flock may pay and invoice related costs to Agency if Agency did not address them prior to the execution of this Agreement or a third party requires Flock to pay. Agency represents and warrants that it has, or shall lawfully obtain, all necessary right title and authority and hereby authorizes Flock to install the Flock Hardware at the Designated Locations and to make any necessary inspections or tests in connection with such installation.

2.8.3 Flock’s Obligations. Installation of Flock Hardware shall be installed in a workmanlike manner in accordance with Flock’s standard installation procedures, and the installation will be completed within a reasonable time from the time that the Designated Locations are confirmed. Upon removal of Flock Hardware, Flock shall restore the location to its original condition, ordinary wear and tear excepted. Following the initial installation of the Flock Hardware and any subsequent Reinstalls or maintenance operations, Flock’s obligation to perform installation work shall cease; however, for the sole purpose of validating installation, Flock will continue to monitor the performance of Flock Hardware for the length of the Term and will receive access to the Footage for a period of seven (7) business days after the initial installation for quality control and provide any necessary maintenance. Labor may be provided by Flock or a third-party. Flock is not obligated to install, reinstall, or provide physical maintenance to Agency Hardware. Notwithstanding anything to the contrary, Agency understands that Flock will not provide installation services for Falcon Flex products.

2.8.4 Ownership of Hardware. Flock Hardware shall remain the personal property of Flock and will be removed upon the natural expiration of this Agreement at no additional cost to Agency. Agency shall not perform any acts which would interfere with the retention of title of the Flock Hardware by Flock. Should Agency default on any 1013
payment of the Flock Services, Flock may remove Flock Hardware at Flock’s discretion. Such removal, if made by Flock, shall not be deemed a waiver of Flock’s rights to any damages Flock may sustain as a result of Agency’s default and Flock shall have the right to enforce any other legal remedy or right.

2.9 Hazardous Conditions. Unless otherwise stated in the Agreement, Flock’s price for its services under this Agreement does not contemplate work in any areas that contain hazardous materials, or other hazardous conditions, including, without limit, asbestos, lead, toxic or flammable substances. In the event any such hazardous materials are discovered in the designated locations in which Flock is to perform services under this Agreement, Flock shall have the right to cease work immediately in the area affected until such materials are removed or rendered harmless.

2.10 Support Services. Subject to the payment of fees, Flock shall monitor the performance and functionality of Flock Services and may, from time to time, advise Agency on changes to the Flock Services, Installation Services, or the Designated Locations which may improve the performance or functionality of the Services or may improve the quality of the Footage. The work, its timing, and the fees payable relating to such work shall be agreed by the Parties prior to any alterations to or changes of the Services or the Designated Locations (“Monitoring Services”).

Flock will use commercially reasonable efforts to respond to requests for support. Flock will provide Agency with reasonable technical and on-site support and maintenance services (“On-Site Services”) in-person or by email at [email protected], at no additional cost. Notwithstanding anything to the contrary, Agency is solely responsible for installation of Falcon Flex products. Agency further understands and agrees that Flock will not provide monitoring services or on-site services for Falcon Flex.

2.11 Special Terms. From time to time, Flock may offer certain special terms related to guarantees, service and support which are indicated in the proposal and on the Order Form and will become part of this Agreement, upon Agency’s prior written consent (“Special Terms”). To the extent that any terms of this Agreement are inconsistent or conflict with the Special Terms, the Special Terms shall control.

2.12 Upgrades to Platform. Flock may, in its sole discretion, make any upgrades to system or platform that it deems necessary or useful to (i) maintain or enhance (a) the quality or delivery of Flock’s products or services to its agencies, (b) the competitive strength of, or market for, Flock’s products or services, (c) such platform or system’s cost efficiency or performance, or (ii) to comply with applicable law. Parties understand that such upgrades are necessary from time to time and will not materially change any terms or conditions within this Agreement.

3. RESTRICTIONS AND RESPONSIBILITIES

3.1 Agency Obligations. Flock will assist Agency Authorized End Users in the creation of a User ID. Agency agrees to provide Flock with accurate, complete, and updated registration information. Agency may not select as its User ID a name that Agency does not have the right to use, or another person’s name with the intent to impersonate that person. Agency may not transfer its account to anyone else without prior written permission of Flock. Agency 1014
will not share its account or password with anyone and must protect the security of its account and password. Unless otherwise stated and defined in this Agreement, Agency may not designate Authorized End Users for persons who are not officers, employees, or agents of Agency. Authorized End Users shall only use Agency-issued email addresses for the creation of their User ID. Agency is responsible for any activity associated with its account.

Agency shall be responsible for obtaining and maintaining any equipment and ancillary services needed to connect to, access or otherwise use the Services. Agency will, at its own expense, provide assistance to Flock, including, but not limited to, by means of access to, and use of, Agency facilities, as well as by means of assistance from Agency personnel to the limited extent any of the foregoing may be reasonably necessary to enable Flock to perform its obligations hereunder, including, without limitation, any obligations with respect to Support Services or any Installation Services.

3.2 Agency Representations and Warranties. Agency represents, covenants, and warrants that Agency will use the Services only in compliance with this Agreement and all applicable laws and regulations, including but not limited to any laws relating to the recording or sharing of video, photo, or audio content. Although Flock has no obligation to monitor Agency ’s use of the Services, Flock may do so and may prohibit any use of the Services it believes may be (or alleged to be) in violation of the foregoing.

4. CONFIDENTIALITY; AGENCY DATA

4.1 Confidentiality. To the extent allowable by applicable FOIA and state-specific Public Records Acts, each Party (the “Receiving Party”) understands that the other Party (the “Disclosing Party”) has disclosed or may disclose business, technical or financial information relating to the Disclosing Party’s business (hereinafter referred to as “Proprietary Information” of the Disclosing Party). Proprietary Information of Flock includes non-public information regarding features, functionality and performance of the Services. Proprietary Information of Agency includes non-public data provided by Agency to Flock or collected by Flock via the Flock Hardware or Agency Hardware, to enable the provision of the Services, which includes but is not limited to geolocation information and environmental data collected by sensors . The Receiving Party agrees: (i) to take the same security precautions to protect against disclosure or unauthorized use of such Proprietary Information that the Party takes with its own proprietary information, but in no event will a Party apply less than reasonable precautions to protect such Proprietary Information, and (ii) not to use (except in performance of the Services or as otherwise permitted herein) or divulge to any third person any such Proprietary Information. Flock’s use of the Proprietary Information may include processing the Proprietary Information to send Agency alerts, or to analyze the data collected to identify motion or other events. The Disclosing Party agrees that the foregoing shall not apply with respect to any information that the Receiving Party can document (a) is or becomes generally available to the public, or (b) was in its possession or known by it prior to receipt from the Disclosing Party, or (c) was rightfully disclosed to it without restriction by a third party, or (d) was independently developed without use of any Proprietary Information of the Disclosing Party. Nothing in this Agreement will prevent the Receiving Party from disclosing the Proprietary Information pursuant to any judicial or governmental order, provided that the Receiving Party gives the Disclosing 1015
Party reasonable prior notice of such disclosure to contest such order. For clarity, Flock may access, use, preserve and/or disclose the Footage to law enforcement authorities, government officials, and/or third parties, if legally required to do so or if Flock has a good faith belief that such access, use, preservation or disclosure is reasonably necessary to: (a) comply with a legal process or request; (b) enforce this Agreement, including investigation of any potential violation thereof; (c) detect, prevent or otherwise address security, fraud or technical issues; or (d) protect the rights, property or safety of Flock, its users, a third party, or the public as required or permitted by law, including respond to an emergency situation. Flock may store deleted Footage in order to comply with certain legal obligations, but such retained Footage will not be retrievable without a valid court order.

4.2 Agency Data. As between Flock and Agency, all right, title and interest in the Agency Data, belong to and are retained solely by Agency. Agency hereby grants to Flock a limited, non-exclusive, royalty-free, worldwide license to (i) use the Agency Data and perform all acts with respect to the Agency Data as may be necessary for Flock to provide the Flock Services to Agency, including without limitation the Support Services set forth in Section 2.10 above, and a non-exclusive, perpetual, irrevocable, worldwide, royalty-free, fully paid license to use, reproduce, modify, display, and distribute the Agency Data as a part of the Aggregated Data, (ii) disclose the Agency Data (both inclusive of any Footage) to enable law enforcement monitoring for elected law enforcement Hotlists as well as provide Footage search access to law enforcement for investigative purposes only, and (iii) and obtain Aggregated Data as set forth below in Section 4.5. As between Agency and Non-Agency End Users that have prescribed access of Footage to Agency, each of Agency and Non-Agency End Users will share all right, title and interest in the Non-Agency End User Data. This Agreement does not by itself make any Non-Agency End User Data the sole property or the Proprietary Information of Agency. Flock will automatically delete Footage older than thirty (30) days. Agency has a thirty (30) day window to view, save and/or transmit Footage to the relevant government agency prior to its deletion. Notwithstanding the foregoing, Flock automatically deletes Wing Replay after seven (7) days, during which time Agency may view, save and/or transmit such data to the relevant government agency prior to deletion. Flock does not own and shall not sell Agency Data.

4.3 Agency Generated Data in Wing Suite. Parties understand that Flock does not own any right, title, or interest to third-party video integrated into the Wing Suite. Flock may provide Agency with the opportunity to post, upload, display, publish, distribute, transmit, broadcast, or otherwise make available on or submit through the Wing Suite, messages, text, illustrations, files, images, graphics, photos, comments, sounds, music, videos, information, content, ratings, reviews, data, questions, suggestions, or other information or materials produced by Agency. Agency shall retain whatever legally cognizable right, title, and interest that Agency has in Agency Generated Data. Agency understands and acknowledges that Flock has no obligation to monitor or enforce Agency’s intellectual property rights to Agency Generated Data. To the extent legally permissible, Agency grants Flock a non-exclusive, perpetual, irrevocable, worldwide, royalty-free, fully paid license to use, reproduce, modify, display, and distribute the Agency Generated Data for the sole purpose of providing Flock Services. Flock does not own and shall not sell Agency Generated Data. 1016

4.4 Feedback. If Agency provides any suggestions, ideas, enhancement requests, feedback, recommendations or other information relating to the subject matter hereunder, Agency hereby assigns (and will cause its agents and representatives to assign) to Flock all right, title and interest (including intellectual property rights) with respect to or resulting from any of the foregoing.

4.5 Aggregated Data. Flock shall have the right to collect, analyze, and anonymize Agency Data and Agency Generated Data to create Aggregated Data to use and perform the Services and related systems and technologies, including the training of machine learning algorithms. Agency hereby grants Flock a non-exclusive, worldwide, perpetual, royalty-free right (during and after the Term hereof) to use and distribute such Aggregated Data to improve and enhance the Services and for other development, diagnostic and corrective purposes, other Flock offerings, and crime prevention efforts. Parties understand that the aforementioned license is required for continuity of Services. No rights or licenses are granted except as expressly set forth herein. Flock does not sell Aggregated Data.

5. PAYMENT OF FEES

5.1. Fees. Agency shall pay the fees as set forth in the Order Form.

5.2 Notice of Changes to Fees. Flock reserves the right to change the fees for subsequent Renewal Terms by providing sixty (60) days’ notice (which may be sent by email) prior to the end of the Initial Term or Renewal Term (as applicable).

5.3 Invoicing, Late Fees; Taxes. Flock may choose to bill through an invoice, in which case, full payment for invoices must be received by Flock thirty (30) days after the date of invoice. If Agency is a non-tax-exempt entity, Agency shall be responsible for all applicable taxes associated with Services (for non-tax-exempt reasons). If Agency believes that Flock has billed Agency incorrectly, Agency must contact Flock no later than sixty (60) days after the closing date on the first billing statement in which the error or problem appeared, to receive an adjustment or credit. Agency acknowledges and agrees that a failure to contact Flock within this sixty (60) day period will serve as a waiver of any claim Agency may have had due to such billing error.

6. TERM AND TERMINATION

6.1 Term. The initial term of this Agreement shall be for the period of time set forth on the Order Form and shall commence at the time outlined in this section below (the “Term”). Following the Term, unless otherwise indicated on the Order Form, this Agreement will automatically renew for successive renewal terms of the greater of one year or the length set forth on the Order Form (each, a “Renewal Term”) unless either Party gives the other Party notice of non-renewal at least thirty (30) days prior to the end of the then-current term. 1017
a. For Wing Suite products: the Term shall commence upon execution of this Agreement and continue for one (1) year, after which, the Term may be extended by mutual consent of the Parties, unless terminated by either Party. b. For Falcon and Sparrow products: the Term shall commence upon first installation and validation of Flock Hardware.
c. For Raven products: the Term shall commence upon first installation and validation of Flock Hardware. d. For Falcon Flex products: the Term shall commence upon execution of this Agreement. e. For Advanced Search products: the Term shall commence upon execution of this Agreement.

6.2 Termination for Convenience. At any time during the agreed upon Term, either Party may terminate this Agreement for convenience. Termination for convenience of the Agreement by the Agency will be effective immediately. Termination for convenience by Agency will result in a one-time removal fee of $500 per Flock Hardware. Termination for convenience by Flock will not result in any removal fees. Upon termination for convenience, a refund will be provided for Flock Hardware, prorated for any fees for the remaining Term length set forth previously. Wing Suite products and Advanced Search are not subject to refund for early termination. Flock will provide advanced written notice and remove all Flock Hardware at Flock’s own convenience, within a commercially reasonable period of time upon termination. Agency’s termination of this Agreement for Flock’s material breach of this Agreement shall not be considered a termination for convenience for the purposes of this Section 6.2.

6.3 Termination. Notwithstanding the termination provisions in Section 2.5.2, in the event of any material breach of this Agreement, the non-breaching Party may terminate this Agreement prior to the end of the Term by giving thirty (30) days prior written notice to the breaching Party; provided, however, that this Agreement will not terminate if the breaching Party has cured the breach prior to the expiration of such thirty (30) day period. Either Party may terminate this Agreement, without notice, (i) upon the institution by or against the other Party of insolvency, receivership or bankruptcy proceedings, (ii) upon the other Party's making an assignment for the benefit of creditors, or (iii) upon the other Party's dissolution or ceasing to do business. Upon termination for Flock’s material breach, Flock will refund to Agency a pro-rata portion of the pre-paid fees for Services not received due to such termination.

6.4 No-Fee Term. Flock will provide Agency with complimentary access to Hotlist alerts, as further described in Section 4.2 (“No-Fee Term”). In the event a Non-Agency End User grants Agency access to Footage and/or notifications from a Non-Agency End User, Agency will have access to Non-Agency End User Footage and/or notifications until deletion, subject to a thirty (30) day retention policy for all products except Wing Replay, which is subject to a seven (7) day retention policy. Flock may, in their sole discretion, provide access or immediately terminate the No-Fee Term. The No-Fee Term will survive the Term of this Agreement. Flock, in its sole discretion, can determine to impose a price per No-Fee Term upon thirty (30) days’ notice to Agency. Agency may terminate any No-Fee Term or access to future No-Fee Terms upon thirty (30) days’ notice. 1018

6.5 Survival. The following Sections will survive termination: 2.5, 2.6, 3, 4, 5, 6.4, 7.3, 7.4, 8.1, 8.2, 8.3,

8.4, 9.1 and 9.6.

7. REMEDY; WARRANTY AND DISCLAIMER

7.1 Remedy. Upon a malfunction or failure of Flock Hardware or Embedded Software (a “Defect”), Agency must notify Flock’s technical support as described in Section 2.10 above. If Flock is unable to correct the Defect, Flock shall, or shall instruct one of its contractors to repair or replace the Flock Hardware or Embedded Software suffering from the Defect. Flock reserves the right in their sole discretion to refuse or delay replacement or its choice of remedy for a Defect until after it has inspected and tested the affected Flock Hardware provided that such inspection and test shall occur within a commercially reasonable time, but no longer than seven (7) business days after Agency notifies the Flock of a known Defect. In the event of a Defect, Flock will repair or replace the defective Flock Hardware at no additional cost to Agency. Absent a Defect, in the event that Flock Hardware is lost, stolen, or damaged, Agency may request that Flock replace the Flock Hardware at a fee according to the then-current Reinstall policy (https://www.flocksafety.com/reinstall-fee-schedule). Agency shall not be required to replace subsequently lost, damaged or stolen Flock Hardware, however, Agency understands and agrees that functionality, including Footage, will be materially affected due to such subsequently lost, damaged or stolen Flock Hardware and that Flock will have no liability to Agency regarding such affected functionality nor shall the Usage Fee or Implementation Fees owed be impacted. Flock is under no obligation to replace or repair Flock Hardware or Agency Hardware.

7.2 Exclusions. Flock will not provide the remedy described in Section 7.1 if Agency has misused the Flock Hardware, Agency Hardware, or Service in any manner.

7.3 Warranty. Flock shall use reasonable efforts consistent with prevailing industry standards to maintain the Services in a manner which minimizes errors and interruptions in the Services and shall perform the Installation Services in a professional and workmanlike manner. Services may be temporarily unavailable for scheduled maintenance or for unscheduled emergency maintenance, either by Flock or by third-party providers, or because of other causes beyond Flock’s reasonable control, but Flock shall use reasonable efforts to provide advance notice in writing or by e-mail of any scheduled service disruption.

7.4 Disclaimer. THE REMEDY DESCRIBED IN SECTION 7.1 ABOVE IS AGENCY’S SOLE REMEDY, AND FLOCK’S SOLE LIABILITY, WITH RESPECT TO DEFECTIVE EMBEDDED SOFTWARE. FLOCK DOES NOT WARRANT THAT THE SERVICES WILL BE UNINTERRUPTED OR ERROR FREE; NOR DOES IT

MAKE ANY WARRANTY AS TO THE RESULTS THAT MAY BE OBTAINED FROM USE OF THE SERVICES. EXCEPT AS EXPRESSLY SET FORTH IN THIS SECTION, THE SERVICES ARE PROVIDED “AS IS” AND FLOCK DISCLAIMS ALL WARRANTIES, EXPRESS OR IMPLIED, INCLUDING, BUT NOT LIMITED TO, IMPLIED WARRANTIES OF MERCHANTABILITY AND FITNESS FOR A PARTICULAR 1019 PURPOSE AND NON-INFRINGEMENT. THIS DISCLAIMER OF SECTION 7.4 ONLY APPLIES TO THE EXTENT ALLOWED BY THE GOVERNING LAW OF THE STATE MENTIONED IN SECTION 9.6.

7.5 Insurance. Flock will maintain commercial general liability policies with policy limits reasonably commensurate with the magnitude of Flock’s business risk. Certificates of Insurance can be provided upon request.

7.6 Force Majeure. Parties are not responsible or liable for any delays or failures in performance from any cause beyond their control, including, but not limited to acts of God, changes to law or regulations, embargoes, war, terrorist acts, acts or omissions of third-Party technology providers, riots, fires, earthquakes, floods, power blackouts, strikes, supply chain shortages of equipment or supplies, weather conditions or acts of hackers, internet service providers or any other third Party acts or omissions. Force Majeure includes the novel coronavirus Covid-19 pandemic, and the potential spread of variants, which is ongoing as of the date of the execution of this Agreement.

8. LIMITATION OF LIABILITY; NO FEE TERM; INDEMNITY

8.1 Limitation of Liability. NOTWITHSTANDING ANYTHING TO THE CONTRARY, FLOCK AND ITS

SUPPLIERS (INCLUDING BUT NOT LIMITED TO ALL HARDWARE AND TECHNOLOGY SUPPLIERS),

OFFICERS, AFFILIATES, REPRESENTATIVES, CONTRACTORS AND EMPLOYEES SHALL NOT BE

RESPONSIBLE OR LIABLE WITH RESPECT TO ANY SUBJECT MATTER OF THIS AGREEMENT OR

TERMS AND CONDITIONS RELATED THERETO UNDER ANY CONTRACT, NEGLIGENCE, STRICT LIABILITY, PRODUCT LIABILITY, OR OTHER THEORY: (A) FOR ERROR OR INTERRUPTION OF USE

OR FOR LOSS OR INACCURACY, INCOMPLETENESS OR CORRUPTION OF DATA OR FOOTAGE OR

COST OF PROCUREMENT OF SUBSTITUTE GOODS, SERVICES OR TECHNOLOGY OR LOSS OF BUSINESS; (B) FOR ANY INDIRECT, EXEMPLARY, INCIDENTAL, SPECIAL OR CONSEQUENTIAL DAMAGES; (C) FOR ANY MATTER BEYOND FLOCK’S ACTUAL KNOWLEDGE OR REASONABLE

CONTROL INCLUDING REPEAT CRIMINAL ACTIVITY OR INABILITY TO CAPTURE FOOTAGE OR IDENTIFY AND/OR CORRELATE A LICENSE PLATE WITH THE FBI DATABASE; (D) FOR ANY PUBLIC DISCLOSURE OF PROPRIETARY INFORMATION MADE IN GOOD FAITH; (E) FOR CRIME PREVENTION; OR (F) FOR ANY AMOUNTS THAT, TOGETHER WITH AMOUNTS ASSOCIATED WITH

ALL OTHER CLAIMS, EXCEED THE FEES PAID AND/OR PAYABLE BY AGENCY TO FLOCK FOR THE SERVICES UNDER THIS AGREEMENT IN THE TWELVE (12) MONTHS PRIOR TO THE ACT OR

OMISSION THAT GAVE RISE TO THE LIABILITY, IN EACH CASE, WHETHER OR NOT FLOCK HAS BEEN ADVISED OF THE POSSIBILITY OF SUCH DAMAGES. THIS LIMITATION OF LIABILITY OF SECTION 8 ONLY APPLIES TO THE EXTENT ALLOWED BY THE GOVERNING LAW OF THE STATE MENTIONED IN SECTION 9.6.

8.2 Additional No-Fee Term Requirements. IN NO EVENT SHALL FLOCK’S AGGREGATE LIABILITY, IF

ANY, ARISING OUT OF OR IN ANY WAY RELATED TO THE COMPLIMENTARY NO-FEE TERM AS DESCRIBED IN SECTION 6.4 EXCEED $100, WITHOUT REGARD TO WHETHER SUCH CLAIM IS BASED 1020
IN CONTRACT, TORT (INCLUDING NEGLIGENCE), PRODUCT LIABILITY OR OTHERWISE. Parties acknowledge and agree that the essential purpose of this Section 8.2 is to allocate the risks under the No-Fee Term described in Section 6.4 and limit potential liability given the aforementioned complimentary service, which would have been substantially higher if Flock were to assume any further liability other than as set forth herein. Flock has relied on these limitations in determining whether to provide the complementary No-Fee Term. The limitations set forth in this Section 8.2 shall not apply to claims or damages resulting from Flock’s other obligations under this Agreement.

8.3 Responsibility. Each Party to this Agreement shall assume the responsibility and liability for the acts and omissions of its own employees, deputies, officers, or agents, in connection with the performance of their official duties under this Agreement. Each Party to this Agreement shall be liable (if at all) only for the torts of its own officers, agents, or employees.

9. INDEMNIFICATION
Agency hereby agrees to indemnify and hold harmless Flock against any damages, losses, liabilities, settlements and expenses in connection with any claim or action that arises from an alleged violation of Section 3.1, a breach of this Agreement, Agency’s Installation Obligations, Agency’s sharing of any data in connection with the Flock system, Flock employees or agent or Non-Agency End Users, or otherwise from Agency’s use of the Services, Flock Hardware, Agency Hardware and any Embedded Software, including any claim that such actions violate any applicable law or third Party right. Although Flock has no obligation to monitor Agency’s use of the Services, Flock may do so and may prohibit any use of the Services it believes may be (or alleged to be) in violation of Section 3.1 or this Agreement.

10. MISCELLANEOUS

10.1 Compliance With Laws. The Agency agrees to comply with all applicable local, state and federal laws, regulations, policies and ordinances and their associated record retention schedules, including responding to any subpoena request(s). In the event Flock is legally compelled to comply with a judicial order, subpoena, or government mandate, to disclose Agency Data or Agency Generated Data, Flock will provide Agency with notice.

10.2 Severability. If any provision of this Agreement is found to be unenforceable or invalid, that provision will be limited or eliminated to the minimum extent necessary so that this Agreement will otherwise remain in full force and effect.

10.3 Assignment. This Agreement is not assignable, transferable or sublicensable by either Party, without prior consent. Notwithstanding the foregoing, either Party may assign this Agreement, without the other Party's consent, 1021
(i) to any parent, subsidiary, or affiliate entity, or (ii) to any purchaser of all or substantially all of such Party's assets or to any successor by way of merger, consolidation or similar transaction.

10.4 Entire Agreement. This Agreement, together with the Order Form(s), the then-current Reinstall policy (https://www.flocksafety.com/reinstall-fee-schedule), Deployment Plan(s), and any attached addenda are the complete and exclusive statement of the mutual understanding of the Parties and supersedes and cancels all previous written and oral agreements, communications and other understandings relating to the subject matter of this Agreement, and that all waivers and modifications must be in a writing signed by both Parties, except as otherwise provided herein. None of Agency’s purchase orders, authorizations or similar documents will alter the terms of this Agreement, and any such conflicting terms are expressly rejected. In the event of any conflict of terms found in this Agreement or any other terms and conditions, the terms of this Agreement shall prevail.

10.5 Relationship. No agency, partnership, joint venture, or employment is created as a result of this Agreement and Agency does not have any authority of any kind to bind Flock in any respect whatsoever. Flock shall at all times be and act as an independent contractor.

10.6 Governing Law; Venue. This Agreement shall be governed by the laws of the State in which the Agency is located. The Parties hereto agree that venue would be proper in the chosen courts of the State of which the Agency is located. The Parties agree that the United Nations Convention for the International Sale of Goods is excluded in its entirety from this Agreement.

10.7 Publicity. Upon prior consent from Agency, Flock has the right to reference and use Agency’s name and trademarks and disclose the nature of the Services provided hereunder in each case in business and development and marketing efforts, including without limitation on Flock’s website.

10.8 Export. Agency may not remove or export from the United States or allow the export or re-export of the Flock IP or anything related thereto, or any direct product thereof in violation of any restrictions, laws or regulations of the United States Department of Commerce, the United States Department of Treasury Office of Foreign Assets Control, or any other United States or foreign agency or authority. As defined in Federal Acquisition Regulation (“FAR”), section 2.101, the Services, the Flock Hardware and Documentation are “commercial items” and according to the Department of Defense Federal Acquisition Regulation (“DFAR”) section 252.2277014(a)(1) and are deemed to be “commercial computer software” and “commercial computer software documentation.” Flock is compliant with FAR Section 889 and does not contract or do business with, use any equipment, system, or service that uses the enumerated banned Chinese telecommunication companies, equipment or services as a substantial or essential component of any system, or as critical technology as part of any Flock system. Consistent with DFAR section 227.7202 and FAR section 12.212, any use, modification, reproduction, release, performance, display, or disclosure of such commercial software or commercial software documentation by the U.S. Government will be 1022
governed solely by the terms of this Agreement and will be prohibited except to the extent expressly permitted by the terms of this Agreement.

10.9 Headings. The headings are merely for organization and should not be construed as adding meaning to the Agreement or interpreting the associated sections.

10.10 Authority. Each of the below signers of this Agreement represent that they understand this Agreement and have the authority to sign on behalf of and bind the Parties they are representing.

10.11 Notices. All notices under this Agreement will be in writing and will be deemed to have been duly given when received, if personally delivered; when receipt is electronically confirmed, if transmitted by email; the day after it is sent, if sent for next day delivery by recognized overnight delivery service; and upon receipt, if sent by certified or registered mail, return receipt requested.

FLOCK NOTICES ADDRESS:
1170 HOWELL MILL ROAD, NW SUITE 210
ATLANTA, GA 30318
ATTN: LEGAL DEPARTMENT
EMAIL: [email protected]
AGENCY NOTICES ADDRESS:

ADDRESS:
/FlockAgencyNoticeAddress1/
ATTN: /FlockAgencyNoticeAttention1/
EMAIL: /FlockAgencyNoticeEmail1/
1023
&9)*#*5
$

(&/&5&
2605&
1024
Proposal
Created On: Apr 11, 2023
Santa Paula Police Department - 11 Cloud Runner Quote Expires On: May 11, 2023 Summary
Quote Name: Santa Paula Police Department - 11 Cloud
Runner Quote (w/o Data Plan)
Quote Number: GEN-139815-V0K7 Rev 1
End User: Santa Paula Police Department Partner:

End User Contact: Ken Clark Partner Contact:

Currency: US Dollar Genetec Contact: Walid Abdel Razek
[email protected]
Santa Paula Police Department - 11 Cloud Runner Quote (w/o Data Plan)
Part Number Description MSRP Total
Discount
Unit Price Qty Amount
AutoVu
AU-K-VS-BS850-
N0
SHAAS Automatic License Plate Recognition (ALPR)
850nm sensor kit - Requires annual subscription -
Genetec retain ownership of hardware
$0.00 0% $0.00 11 $0.00
CRS-SharpV-ND1Y1 year subscription of Cloudrunner, no data plan, includes 90 days retention $1,995.00 0% $1,995.00 11 $21,945.00 Sub Total $21,945.00
Total $21,945.00
Ordering
Please submit all purchase orders by selecting the ‘Purchase’ button or by email to [email protected].

Genetec Confidential © 2023 Genetec Inc. All rights reserved 1 Modify Purchase
1025
Important remarks and conditions
Prices do not include applicable taxes, customs duties, shipping and handling charges. Prices may change without notice after the expiry of the quote.

Prices are subject to change if items are purchased separately. In case of discrepancy between the totals automatically calculated in this quote and the actual line-item totals, the highest total will apply. Travel expenses for Genetec personnel are not included in the quoted price. Certain items are sold as non-cancellable and non-returnable (NCNR), including but not limited to customized articles. This quote may require modifications following a design review performed by Genetec with relevant third parties at the quote recipient’s request. Any product or storage recommendations offered by Genetec are provided as a courtesy only, without any warranty regarding their accuracy or fitness for purpose.

Unless you have a signed agreement currently in force with Genetec, this purchase is governed by the Genetec General Conditions of Sale available at https://www.genetec.com/legal/termsofsale. Access and use of all products and services listed herein is subject to the applicable product / service terms and conditions. If this quotation includes the provision of professional services, the Professional Services Terms available at https://www.genetec.com/legal/psterms will also apply. If this quotation includes a subscription to a Genetec cloud service, unless stated otherwise in this quote or in the signed agreement between you an Genetec (or in the Genetec General Conditions of Sale, as the case may be), upon the expiration of the then-current subscription term, your subscription to such cloud service will automatically renew for additional successive one (1) year terms each until either party advises the other in writing of its desire not to further renew such subscription at least thirty (30) days prior to the expiration date of the then-current subscription term, or until your subscription terminates in accordance with the applicable terms and conditions governing the access and use of such cloud service.

By ordering the products or services in this quote, you are accepting that the conditions above apply to your purchase of the above items, and that no other terms or conditions (including any terms and conditions included or referred to in your purchase order) are applicable to the same.

The names and the logos of Genetec products and services mentioned above are trademarks of Genetec Inc. and may be registered in various jurisdictions.

The other names and logos may be trademarks of respective product manufacturers. Refer to https://www.genetec.com/legal/trademarks for more information.

Genetec Confidential © 2023 Genetec Inc. All rights reserved 2 1026

EXHIBIT D -

SELEX ES QUOTE
1027
QUOTE
Prepared By: Desiree Holland [email protected] Phone: 970-560-7990
Please include the quote number on your purchase orders and email them to [email protected] for processing Quote#: 27698 Quote Date: 4/4/2023
Funding Source: Quote Expiry Date: 7/3/2023
Grant Details: Requested Delivery Date:

Payment Method: Rate Sheet: Base Price
Terms: Net 30 days from date of shipment. If installation is required then Net 30 days from the Installation Date. Elsag agrees not to ship equipment until an Installation Date is agreed upon by the Parties. All orders shipped FOB Greensboro
Make checks payable to Selex ES, Inc.

Contracts:

Comments: 11 Street Sentry sites including a pole, solar power, cellular modem, and installation by Elsag technician. Systems will be connecting to the National HIDTA LPR database for data storage. MOU is required.

If poles and/or installation are not needed at all 11 sites, quote will need to be adjusted to reflect the new cost.

Annual cost for warranty (starting with year 2) is $550 per site. No annual cost for data with the National HIDTA server.

Agency to provide SIM cards for each site.

Date Printed: 4/4/2023 Page 1 of 3
Bill To: Santa Paula Police Department - CA
214 South 10th Street
Santa Paula, CA 93060
United States
Ship To: Santa Paula Police Department - CA
214 South 10th Street
Santa Paula, CA 93060
United States
Product
Qty
Product/Service Unit Price Amount
11 140717 -
Street Sentry Hardware Only Purchase - South
$6,500.00 $71,500.00
(11) 422048 -
Street Sentry FCU Model South
(11) 422035-SS -
Assembly for DIGI Cellular Router - Street Sentry
(11) 422081 -
Street Sentry Camera 25mm 740nm
(11) 510033-CSC - Car System Version 6.X - EOC Connected 11 510521 -
VPH License Street Sentry Perpetual
$800.00 $8,800.00
11 422074 - Pole & Mount Kit - SS 2 3/8" RPS $434.00 $4,774.00 1028
Date Printed: 4/4/2023 Page 2 of 3
Product
Qty
Product/Service Unit Price Amount

IF POLE IS NOT NEEDED FOR EACH

SITE, THIS QUANTITY SHOULD BE

ADJUSTED
11 422058 -
Street Sentry Conduit Kit 1/2"
$128.00 $1,408.00

IF CONDUIT IS NOT NEEDED FOR

EACH SITE, THIS QUANTITY SHOULD

BE ADJUSTED
5 210003-SS -
Street Sentry Installation
$1,250.00 $6,250.00

IF INSTALLATION IS NOT REQUIRED
AT 11 SITES, THIS QUANTITY SHOULD

BE ADJUSTED
Subtotals Goods & Services Sub-total (Pre-tax): Contract Items Goods & Services Sub-total (Pre-Tax): Non Contract Items $0.00
$92,732.00
Upfront Goods & Services Sub-total (Pre-tax): $92,732.00 Tax Tax Exempt $0.00
Total Goods & Services Total: $92,732.00
1029
Quote: 27698
Date Printed: 4/4/2023 Page 3 of 3
Quote Offer Terms and Conditions
This Quote constitutes an Offer from Selex ES Inc. (Selex) to Customer, the terms of which become a binding contract between the Parties upon Customer’s submitting a Purchase Order to Selex for the Products/Services and prices as identified herein. This Quote and the Prices stated herein shall be valid through the Expiration Date listed above.

Quote Pricing is subject to change for the Customer Purchase Orders issued after Quote Expiration Date.

Unless the Purchase Order is pursuant to a State or Federal cooperative purchasing agreement, or a separately executed Master Agreement, these Terms and Conditions supersede and replace any prior estimate, offer, quote, agreement, understanding or arrangement whether written or oral between the parties. If there is a discrepancy, please contact your account manager for correction.

These Terms and Conditions may not be changed or modified unless in writing and signed by an authorized representative of (Senior Vice President or above) of Selex. Selex will not be bound by any terms of Customer’s purchase order unless expressly agreed to in writing and signed by an authorized representative (Senior Vice President or above) of Selex.

Shipment and Delivery. All orders shipped FOB Greensboro.

For purchases of Products that require installation: Unless otherwise agreed to by the Parties, Selex ES agrees not to ship Product until an Installation date is scheduled.

Title. Ownership of and Title to the Products shall transfer to the Customer upon shipment. All intellectual property rights, including without limitation, patents and /or the relevant applications, in or relating to the Products, to the Documentation and to the Software are and shall remain the property of Selex ES or its licensors. Refer to the Selex Software License Agreement documentation provided with the shipment.

Payment Terms. Selex shall invoice Customer no later than sixty (60) calendar days after shipment of the Products and/or performance of any Work or Services. Payment is due Net 30 days.

Taxes may not be reflected in this Quote. However, taxes may be added to the amount in the payment invoice(s) sent to Customer, unless Customer provides a certificate confirming tax exempt status.

Cancellation or Delay. Orders accepted by Selex are subject to cancellation by Customer only upon the express written consent of Selex. Upon such cancellation and consent, Selex shall cease all work pertaining to the Customer’s order, and Customer shall pay Selex for all work and materials that have been committed to and/or identified in Customer’s order plus a cancellation charge as prescribed by Selex.

Warranty. EXCEPT AS SET FORTH IN THIS AGREEMENT AND IN THE SELEX WARRANTY COVERAGE DOCUMENTATION, SELEX INC. MAKES NO OTHER WARRANTIES EXPRESS OR IMPLIED RELATING TO THE PRODUCTS OR SERVICES.

Applicable Law. The terms of this Quote, their interpretation, performance or any breach thereof, shall be construed in accordance with, and all questions with respect thereto shall be determined by, the laws of the state of North Carolina applicable to contracts entered into and wholly to be performed within said state. Any legal proceeding brought by either party pursuant to this Agreement shall be brought in a County or District Court located in Guilford County, North Carolina and the parties irrevocably consent to the jurisdiction of such courts.

FORCE MAJEURE. Either Party shall be excused for delays in delivery or in performance where such delay is directly due to act of God, acts of civil or military authority, fires, strikes, floods, epidemics, war, riot, or other similar causes beyond such Party’s reasonable control. Such Party shall promptly give written notice to the other Party specifying the nature and probable extent of such delay. The Parties shall then immediately attempt to determine what fair and reasonable extension of schedules may be necessary. The parties agree to use their best efforts to mitigate the effects of the delay.

COMPLIANCE WITH LAWS. Customer shall comply with all federal, state, local, and territorial laws, including without limitation any export control, employment, tax, anti-corruption, anti-bribery, privacy and data protection, immigration and anti-discrimination laws, and shall indemnify Selex for any liability incurred by Selex as a result of breach of any such obligation.

EXPORT COMPLIANCE. This sale is subject to all laws, rules, regulations and public policies of the United States, particularly those relating to the exportation of goods from the United States and the transmission of technical data or other information outside the United States. By this purchase, Customer agrees to comply with all applicable U.S. laws and regulations which prohibit the export of technical data that originates in the U.S., or any product directly based on such data, without prior written authorization from appropriate U.S. agencies. Such compliance obligates Customer not to export Selex’s confidential information or make it available to aliens or any unauthorized personnel, and to indemnify Selex for any liability incurred as a result of breach of such obligation. 1030
To: Honorable Mayor and Members of the City Council
From: James Mason, Community & Economic Development Director Subject: AFFORDABLE HOUSING TRUST FUND OVERSIGHT COMMITTEE AND

OPERATIONAL GUIDELINES
Date: June 21, 2023
Agenda Item: 12.D

CITY OF SANTA PAULA

MEMORANDUM
RECOMMENDATION:

It is recommended that City Council:

Adopt Resolution No. 7466 to establish the Affordable Housing Trust Fund Oversight Committee and adopt Operational Guidelines; and
Take such additional, related action that may be desirable Presented by: James Mason, Community & Economic Development Director BACKGROUND:

On May 24, 2023 the City Council approved Ordinance No.1329 amending Section 16.13.410 of the Santa Paula Municipal Code regarding the use of Affordable Housing Trust Funds from Affordable Housing In-Lieu Fee payments. As a result, and consistent with the Ordinance, this addendum recommends formation of an Affordable Housing Trust Fund Oversight Committee which will have the responsibility of reviewing applications for Affordable Housing Trust Funds and making recommendation of the use of the funds to the City Council.

ANALYSIS:

It is recommended that the Affordable Housing Trust Fund Oversight Committee be a fivemember citizen commission comprised of members appointed by the City Council. The Affordable Housing Trust Fund Oversight Committee will convene based on the demand created by the number of applicants seeking Affordable Housing Trust Funds and/or by the amount of revenues available. The Committee will review and report to the public and the City Council on the revenue in the Affordable Housing Trust Fund, the request for use of these funds by affordable housing development organizations, or other uses, and will provide recommendations to City Council on the allocation of the funds.

It is recommended the Committee be composed of members from the following organizations:
· One member active in a business organization representing the business community located 1031
in the City of Santa Paula
· One member with experience in affordable housing finance and development.(which is not required to be a city resident)
· One member active in a civic organization located in the City of Santa Paula · One member who is a resident of an affordable housing development · One resident at-large.

To be eligible to serve on the Committee, members must be:
· A U.S. Citizen
· 18 years of age
· A resident of the City, with the exception, if necessary, one member with qualified experience in the area of affordable housing finance and development, may not require residency if approved by a resolution of the City Council (SPMC 12.04) · Not a public employee
With the adoption of Resolution No. 7466, the Council would formally adopt the Affordable Housing Trust Fund Oversight Committee Guidelines, which are attached as Exhibit A to the Resolution.

STRATEGIC PLAN:

The appointment of an Affordable Housing Trust Fund Oversight Committee will provide efficiency in the oversight and allocation of funds for the financing and development of affordable housing projects and will support the following City Council Strategic Goals:

E. Public Safety
Goal: Create an environment within the City in which our residents feel safe and which promotes the City as a location of choice for living, working, visiting and recreating.

F: Community Vitality
Goal: Provide the residents of Santa Paula with sustainable resources and programs to make this a great place to live and grow.

FISCAL IMPACTS:

There is no fiscal impact associated with this item and the committee will require the minimal use of staff time and supplies.

OPTIONS:

As an alternative to staff's recommended action, City Council may:

1. Decline to adopt Resolution No. 7466.

2. Provide further direction to staff.

ATTACHMENTS:

ATTACHMENT_A_Resolution_No._7466 (AFf Housing Trust FUnd Comm)-41384247-v2- 1032
c1.docx
1033

ATTACHMENT A
1034
RESOLUTION NO. 7466

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

SANTA PAULA ESTABLISHING THE AFFORDABLE HOUSING TRUST FUND

OVERSIGHT COMMITTEE AND ADOPTING OPERATIONAL

GUIDELINES
The City Council of the City of Santa Paula resolves as follows:

SECTION 1: The City Council finds and declares as follows:

A. On May 24, 2023 the City Council adopted Ordinance No. 1329 (“Ordinance”) amending Section 16.13.410 of the Santa Paula Municipal Code regarding the use of Affordable Housing Trust Funds from Affordable Housing In-Lieu Fee payments; B. The Ordinance contains a fiscal accountability provision that obligates the city to create an oversight committee to make recommendations to the City Council on the expenditures of revenues from the Affordable Housing Trust Fund and inform the public and the City Council to ensure that the funds are expended in accordance with the intention of the city’s ordinance
C. The City Council desires to establish the guidelines that govern the purpose, appointment and membership requirements for the Affordable Housing Trust Fund Oversight Committee.

SECTION 2: The City Council adopts the Affordable Housing Trust Fund Oversight Committee Guidelines, attached as Exhibit “A,” which is incorporated by reference, to establish the guidelines that govern the purpose, appointment, membership requirements, duties and procedures for the Affordable Housing Trust Fund Oversight Committee.

SECTION 3: This Resolution will become effective immediately upon adoption and will remain effective unless repealed or superseded.

SIGNATURES ON NEXT PAGE
1035
PASSED AND ADOPTED this 21st day of June 2023
__________ ____________
Andy Sobel, Mayor
ATTEST:
________________________________
Julie Latshaw City Clerk
APPROVED AS TO FORM:
____________________________
Monica Castillo, Interim City Attorney
APPROVED AS TO CONTENT:
____________________________
Dan Singer, City Manager
1036

EXHIBIT A
1037

CITY OF SANTA PAULA

AFFORDABLE HOUSING TRUST FUND OVERSIGHT COMMITTEE GUIDELINES Section 1. Committee Purpose
On May 24, 2023 the City Council approved Ordinance No. 1329 amending Section

16.13.410 of the Santa Paula Municipal Code regarding the use of Affordable Housing Trust Funds from Affordable Housing In-Lieu Fee payments. This action resulted in the requirement to form an Affordable Housing Trust Fund Oversight Committee to ensure that Affordable Housing Trust Funds are expended in accordance with the intention of the ordinance. These Guidelines are intended to implement the oversight provisions the Affordable Housing Trust Fund.

The Affordable Housing Trust Fund Oversight Committee will convene based on the demand created by the number of applicants seeking Affordable Housing Trust Fund monies and/or by the amount of revenues available. The Committee will review and report to the public and the City Council on the revenue in the Affordable Housing Trust Fund, the request for these funds by affordable housing development and service organizations, and provide recommendations to city council on the allocation of the funds.

The Committee shall confine itself specifically to its obligations related to the use of Affordable Housing Trust Fund monies derived from Affordable Housing In-Lieu Fee payments. All monies from other sources shall fall outside the scope of the Committee's purview.

Section 2. Composition and Qualifications.

A. The Committee shall consist of five (5) members appointed by the Council.

B. To be eligible to serve on the Committee, members must be:
 A U.S. Citizen
 18 years of age
 A resident of the City, unless the appointee is the one non-resident member with qualified experience in the area of affordable housing finance and development and whose membership is approved by a resolution of the City Council (SPMC 12.04);  Not a public employee
 Must submit an annual statement of financial disclosure in compliance with the Political Reform Act, Government Code §§81000 et seq.

C. The Committee shall be composed of members from the following organizations:
 One member active in a business organization representing the business community located in the City of Santa Paula;
 One member with experience in affordable housing finance and development (who is not required to be a city resident if approved by City Council resolution);  One member active in a civic organization located in the City of Santa Paula;.  One member who is a resident of an affordable housing development; 1038
 One resident at-large.

Section 3. Appointment Process.

The City Council will appoint members based on an application and interview process.

Section 4. Term of Membership.

Terms of the members will be staggered so that the terms of the three members end in even-numbered years while the terms of the other two members end in odd-numbered years. Each member will serve a term of two (2) years. Members will not be compensated for service on the Committee.

Section 5. Committee Procedures.

1. The Committee shall select a Chairperson and a Vice-Chairperson from among its members and establish the frequency of their meetings;

2. A simple majority of the Committee shall constitute a quorum;

3. The Committee shall meet at such times as the Chairperson of the Committee deems appropriate in order to fulfill the duties of the Committee;

4. By majority vote, the Committee may remove members who are not in attendance for two (2) consecutive meetings or are not present at 50% of the Committee meetings over a 12-month period;

5. All Committee meetings will be held in compliance with the Ralph M. Brown Act, Government Code §§54950 et seq.

Section 6. Duties of the Committee.

The Committee shall act in an oversight capacity to review revenues and expenditures generated by the Affordable Housing In-Lieu Fee payments to the Affordable Housing Trust Fund in order to ensure conformance with the budget allocation approved by the City Council.

The Committee’s specific duties are as follows:
 Report annually by May1 on the recommended expenditures from the Affordable Housing Trust Fund;
 Develop criteria for the application process and determine analysis and grading criteria;
 Review applications for the use of Affordable Housing Trust Fund monies and make recommendations to the City Council;
 Annually review revenue receipts and expenditures from the Affordable Housing Trust Fund ;
 Annually review the status and performance of programs and services funded by the Affordable Housing Trust Fund; and
1039
 Annually prepare an independent report to the City Council regarding the revenue and expenditures from the Affordable Housing Trust Fund.

Section 7. Staff Assistance.

The Community and Economic Development Department and members of the Finance Department will provide technical and administrative assistance to the Committee. 1040
To: Honorable Mayor and Members of the City Council
From: Jonathan Royas, Management Analyst
Subject: APPROVAL OF THE SANTA PAULA CITY COUNCIL 2-YEAR STRATEGIC PLAN FOR 2023-2025
Date: June 21, 2023
Agenda Item: 12.E

CITY OF SANTA PAULA

MEMORANDUM
RECOMMENDATION:

Staff recommends City Council:

1. Receive a presentation from staff with an overview and status report of the 2021-2023 Strategic Plan and the proposed 2023-2025 Strategic Plan; and

2. Adopt Resolution No. 7468, establishing the City of Santa Paula Council 2-Year Strategic Plan for 2023-2025.

Presented by: Jonathan Royas, Management Analyst
BACKGROUND:

On June 16, 2021, City Council adopted the current 2-Year Strategic Plan for 2021-2023 (the "Plan") after a thorough and extensive process which included feedback and input from City Council, executive staff and public input via several public workshops. The purpose of this endeavor was to identify community challenges and objectives and develop a timeline to address such matters as defined by the Council and City staff.

The current 2021-2023 Strategic Plan contains the following key components:

Vision Statement
Mission Statement
Core Values
Seven Categories with the following topical Goals
A. Arts, Culture, and Entertainment
B. Economic Development
C. Infrastructure, Transportation & Mobility
D. Connected and Healthy Community
E. Public Safety
F. Community Vitality
G. Operational Excellence
1041
Within these seven categories are 59 objectives, some of which overlap between different strategic plan categories. Over the course of the past two years, staff worked towards completing the objectives within Council’s Plan with staff providing Council updates as to several objectives which have either been completed, remain in progress, or those of which have yet to be addressed by staff. Council's last update took place on October 5, 2022 and this evening staff will update Council on the final progress made towards this Plan before adopting a new plan.

As we approach the end the the Plan, and in an effort to align Council's updated strategic plan with the two-year budget cycle for 2023-2025, staff and Council began the process of updating the current Plan in January 2023.

ANALYSIS:

In January 2023, staff contracted again with Mulholland Consulting Group (MCG) in an effort to update and create a new two-year Plan.

In February 2023, Dr. Santor Nishizaki of MCG began the process of assisting the City in the update of a new two-year Plan.

Process
Several interviews, both of Council and Executive staff, along with two public workshops took place in an effort to provide an updated and effective two-year Plan. The process included:

In-person Council and Executive staff interviews to help identify themes, categories, goals and objectives for the new two-year Plan.

Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis of existing Plan objectives and tasks
Identifying and prioritizing Plan goals and objectives
Review of the current mission statement, vision statement and core values for the City.

MCG facilitating a refresh of the StrengthsFinder teambuilding workshop for the Council and staff leadership.

MCG facilitating two public strategic planning sessions after the goals and objectives were identified from the interviews/surveys.

Public workshops and sessions took place during the following dates/times:

February 17, 2023 from 10:00AM - 5:00PM
March 3, 2023 from 12:00PM – 5:00PM
During the strategic planning workshops and sessions, Council and staff vetted categories, objectives, budgets, timelines and obtainable Key Performance Indicators (KPI’s) and metrics to help draft each objective.

Then, on April 5, 2023, Council reviewed a draft of the 2023-2025 Strategic Plan whereby public comment and feedback from Council was provided to staff. 2023-2025 Strategic Plan
The attached 2023-2025 Strategic Plan contains the following key components:
1042
Vision Statement
Mission Statement
Core Values
Seven Categories with Goals
A. Arts, Culture, and Entertainment
B. Economic Development
C. Infrastructure, Transportation & Mobility
D. Connected and Healthy Community
E. Public Safety & Emergency Preparedness
F. Community Vitality
G. Operational Excellence
Objectives
The attached Plan contains 51 objectives with some objectives overlapping between different strategic plan categories. Those objectives that overlap will require the collaboration of several departments to complete the objective. It should also be noted that staff paid considerable attention during the update of the 2023-2025 draft Plan to ensure elements from the General Plan, which require attention within the next two years, were included in the new Plan. Those objectives are identified and include the General Plan reference information where applicable.

Budget Impacts
Each objective identified in the Plan contains a Budget Impact description (if applicable), which identifies either a monetary dollar amount, the designation of staff time, or both. A monetary dollar amount is the estimated costs for goods, services, fees, etc. to carry out the specified objective, whereas staff time refers to any objective where a considerable amount of time will be required to complete the objective.

In alignment with the adoption of the two-year budget, staff has spent considerable time in estimating the associated costs of each objective over the next two years.

Metrics
Each objective within the draft Plan contains defined metrics which will be used to gauge staffs efforts towards completion of the objectives. During workshop conversations with Council, progress reports and/or a dashboard will now include the following milestone metrics section which will allow Council and the public to track progress. 0 - No progress
1 - Discussed but no action taken (staff not actively working on) 2 - Planned/Scheduled - Quarter & Year
3 - On Track - Date or Quarter
4 - Near Completion - Date
5 - Completed
Expectations
1043
Should Council adopt the new two-year Plan, the following items will occur:

Staff will continue to identify in future staff reports Plan objectives that are relevant or at issue with objectives found in the Plan
Staff will monitor metrics towards completion of objectives utilizing the milestone metrics key
Staff will revise and provide updates to Council as needed (per Council’s direction) Staff will work with Council to create a new Strategic Plan at the end of this cycle In conclusion, staff has attached Resolution No. 7468 - City of Santa Paula City Council 2- Year Strategic Plan for 2023-2025 for Council consideration and adoption.

STRATEGIC PLAN:

Continued progress towards all items contained in this report will continue to advance City Council's priorities and objectives.

FISCAL IMPACTS:

There are no direct costs associated with the adoption of the Strategic Plan. Specific objectives contained within the plan may have direct fiscal impacts, which have been incorporated into the FY 2023-25 budget, funded by ARPA funds, or will need to be approved by Council once a budget has been developed and a project is ready for Council’s authorization.

PERSONNEL IMPACTS:

It is important to understand that the vast majority of time spent by City staff is dedicated to mandated, routine and/or responsive tasks. Especially in Santa Paula where staff ratios are extremely burdened and there is limited ability to pursue new initiatives, the capacity to complete the objectives contained in the Strategic Goals may be constrained.

OPTIONS:

City Council has the following options available:

1. Direct staff to make additional revisions to the proposed 2023-2025 Strategic Plan based on City Council’s feedback and return with a final version and adopting resolution;

2. Conduct additional Study Sessions to further discuss the proposed 2023-2025 Strategic Plan; or

3. Reject an update to the 2023-2025 Strategic Plan altogether.

ATTACHMENTS:

Resolution No. 7468 - 23/25 Strategic Plan.pdf
Reso No. 7468 Exhibit A.pdf
1044
RESOLUTION NO. 7468

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA PAULA, CALIFORNIA, ADOPTING THE CITY COUNCIL 2-YEAR STRATEGIC PLAN FOR 2023-2025.

The City Council for the City of Santa Paula does resolve as follows:

SECTION 1: On April 5, 2023, the City Council, during a regular meeting, reviewed and provided feedback on various items and objectives contained within a new 2- Year Strategic Plan for 2023-2025. Council’s feedback has now been incorporated into a final document, made a part of this resolution as Exhibit A; SECTION 2: The Council has reviewed the document;
SECTION 3: The City Council hereby approves the City Council 2-Year Strategic Plan for the years 2023-2025;
SECTION 4: This Resolution will become effective immediately upon adoption and will remain effective unless repealed or superseded.

PASSED, AND ADOPTED, this 21th day of June, 2023.
________________________________
Andy Sobel, Mayor
ATTEST:
_________________________
Julie Latshaw, City Clerk
APPROVED AS TO FORM:
_______________________________
Monica Castillo, Interim City Attorney
_______________________________
Daniel A. Singer, City Manager
1045
CITY OF SANTA PAULA | TWO-YEAR STRATEGIC PLAN (FYS 2023–2025) 1 City of Santa Paula

TWO-YEAR STRATEGIC PLAN
Fiscal Years (FYs)
2023–2025

EXHIBIT A
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CITY OF SANTA PAULA | TWO-YEAR STRATEGIC PLAN (FYS 2023–2025) TABLE of CONTENTS
01 18
08 30
32 03
22 12
05 27
15 BACKGROUND & OVERVIEW
E. PUBLIC SAFETY & EMERGENCY PREPAREDNESS
B. ECONOMIC DEVELOPMENT

STRATEGIC PLAN NEXT STEPS

PARKING LOT

CITY OF SANTA PAULA STRATEGIC PLAN
F. COMMUNITY VITALITY
C. INFRASTRUCTURE, TRANSPORTATION & MOBILITY
A. ARTS, CULTURE, AND ENTERTAINMENT
G. OPERATIONAL EXCELLENCE
D. CONNECTED AND HEALTHY COMMUNITY
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CITY OF SANTA PAULA | TWO-YEAR STRATEGIC PLAN (FYS 2023–2025) 1 Background
& Overview
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CITY OF SANTA PAULA | TWO-YEAR STRATEGIC PLAN (FYS 2023–2025) 2 Background of Santa Paula
Referred to as the “Citrus Capital of the World”, the City of Santa Paula is a 5.69 square-mile city located in a rich agricultural area within the center of Ventura County. Surrounded by hills and mountain peaks, the City is a major distribution and production center for citrus fruits and avocados1. With a community of 30,657 residents, the population is 83% Latino/Hispanic with a median age of 32 years.

In 2021, households in Santa Paula, CA had a median annual income of $67,697, the median property value was $436,000 and the homeownership rate was 52.8%. The total number of businesses (last reported in 2012) is 1,724 and the City contains multiple large agricultural business operations, with one company being the world’s largest and leading marketer of California avocados.

The City of Santa Paula provides a variety of services through six departments: Administration (City Council, City Manager, Human Resources, etc.), Parks & Recreation (Facilities, Recreation, Parks, etc.), Community & Economic Development (Planning, Building and Safety and Code Compliance), Finance (City Treasurer, Accounting, Utility Billing, etc.), Police and Public Works (Streets, Engineering and Utilities).
1 https://www.census.gov/quickfacts/fact/table/santapaulacitycalifornia/HCN010217 *Metrics from Census.gov
Strategic Plan Project Overview
In January of 2023, the City of Santa Paula hired the Mulholland Consulting Group (MCG) to help the City Council develop a Two-Year Strategic Plan (FY2023–2025). The development of the 2023– 2025 Santa Paula Strategic Plan took place over the course of three work sessions (~15 hours), involving the city council, city staff leadership, and members of the public.

Note: Some objectives overlap between different strategic plan categories, as you will see throughout this plan.
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CITY OF SANTA PAULA | TWO-YEAR STRATEGIC PLAN (FYS 2023–2025) 3 2023–2025
City of
Santa Paula
Strategic Plan
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CITY OF SANTA PAULA | TWO-YEAR STRATEGIC PLAN (FYS 2023–2025) 4 2023–2025
City of Santa Paula Strategic Plan

VISION STATEMENT
The City of Santa Paula is an innovative and
collaborative municipal organization delivering
exceptional services that enhance a sustainable
and vibrant community where residents,
families, and businesses can thrive.

MISSION STATEMENT
The City of Santa Paula is committed to
providing and continually creating a safe,
sustainable, and innovative place to live, work
and thrive.

CORE VALUES
(Not in priority order)

INNOVATION

DIVERSITY/INCLUSIVITY

COLLABORATION/TEAMWORK

ACCOUNTABILITY

INTEGRITY

COMMUNICATION
EQUITY
The City of Santa Paula is committed to providing
and continually creating a safe, sustainable, and
innovative place to live, work and thrive.

We are an organization that embraces
the range of human differences and
points of view.

We are active and connected individuals
and teams working together to advance
our goals and achieve success.

We value the ability of our staff and
organization to honor our commitments to
our community and each other.

We are consistently open, honest, ethical
and genuine.

We value open, transparent dialogue, and fostering an environment where ideas, concerns, and feedback are freely exchanged with residents and organizations.

We champion fairness and inclusivity for all.

What does a thriving Santa Paula look like to you in two years? COMMUNITY ENGAGEMENT | ECONOMIC PROSPERITY
COMMUNITY SERVICES | TOURISM
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CITY OF SANTA PAULA | TWO-YEAR STRATEGIC PLAN (FYS 2023–2025) 5 A.

Arts, Culture, &
Entertainment
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CITY OF SANTA PAULA | TWO-YEAR STRATEGIC PLAN (FYS 2023–2025) 6 1 2
3 A. Arts, Culture, and Entertainment
Goal: Become a regional leader of the arts, culture, and entertainment that accurately represents our history and core values.

OBJECTIVES:

Public Arts/Murals - Support public art and the mural program and pursue methods to increase funding. (General Plan Economic Development & Downtown 4.C) BUDGET IMPACT:
$5,000/mural + Staff Time
METRICS:

1. Fund at least one new mural per calendar year.

2. Explore policies or programs which would provide a “percent for the arts”.

3. Number of grant applications vs. the number of grants won for Arts, Culture, and Entertainment.

Cultural Arts/Tourism - Establish and support a Cultural Arts and a Tourism Council.

BUDGET IMPACT:
$10,000 + Staff Time
METRICS:

1. Establish an Arts Council.

2. Promotion of arts/history/culture.

3. Number of artists and projects per year.

4. Number of digital and print materials distributed.

5. Number of events.

6. Establish monthly calendar of events.

7. Support or obtain funding for each entity.

QR Codes - Pursue the integration of technology with QR codes for historical buildings/ murals.

BUDGET IMPACT:
$3,500 + Staff Time
METRICS:

1. Number of plaques installed and number of QR codes created for existing points of interest.

2. Creation of a dedicated website for historical buildings/murals. 1053
CITY OF SANTA PAULA | TWO-YEAR STRATEGIC PLAN (FYS 2023–2025) 7 Historic Resources - Adopt and implement standards and guidelines for new development, alterations to existing structures, and preservation of historic resources within historic districts. (General Plan Environmental & Cultural Resources 4.C) BUDGET IMPACT:

Funded through General Plan Fund
METRICS:

1. Update the municipal code to include standards for historic preservation.

A. Arts, Culture, and Entertainment (CONT’D)
Goal: Become a regional leader of the arts, culture, and entertainment that accurately represents our history and core values.

OBJECTIVES:
4 1054
CITY OF SANTA PAULA | TWO-YEAR STRATEGIC PLAN (FYS 2023–2025) 8 B.

Economic
Development
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CITY OF SANTA PAULA | TWO-YEAR STRATEGIC PLAN (FYS 2023–2025) 9 Revenue Opportunities - Actively pursue revenue opportunities to increase the City’s revenue base.

BUDGET IMPACT:

Staff Time
METRICS:

1. Bring a list of options to Council for review.

2. Move forward on any initiatives Council supports.

Business Communications - Create a positive business environment by increasing communications and partnerships with new and existing businesses.

BUDGET IMPACT:
$1000 + Staff Time
METRICS:

1. Number of business roundtables per year.

2. Number of attendees on average per event.

3. Number of email blasts, newsletters, etc.

4. Development of targeted business education programs through the Economic Development Collaborative (EDC), Women’s Economic Ventures (WEV), and SCORE.

5. Explore CRM software system.

Downtown Beautification - Develop guidelines which address architecture, landscaping, streets, and hard scape elements within the Downtown and historic districts. (General Plan Environmental & Cultural Resources 4.C)
BUDGET IMPACT:
$500,000 + Staff Time
METRICS:

1. Develop a schedule for completion of suggested improvements, based on priority, and present periodic updates to the Property Business Improvement District (PBID) and City Council.

2. Schedule, milestones, projects (number of facades improved, number of wayfinding signs installed, etc.)
B. Economic Development
Goal: Enhance the economic vitality of the community through measures targeted towards development and business retention and expansion and attraction, resulting in diverse housing options, increased revenue generation, job creation, and a business-friendly community.

OBJECTIVES:
1 2
3 1056
CITY OF SANTA PAULA | TWO-YEAR STRATEGIC PLAN (FYS 2023–2025) 10 Marketing - Partner with the Heritage Valley Tourism Board (HVTB), Property Business Improvement District (PBID), Chamber of Commerce, and local transportation providers (rail and airport) to work collectively to advertise and market Santa Paula to increase tourism.

BUDGET IMPACT:
$10,000/year + Staff Time
METRICS:

1. Explore utilizing data and software analytics along with business-related data to capture business-related analytics.

2. Measured by Transient Occupancy Tax (TOT) increase.

Navigational Signage - Attract “pass-through” traffic by improving and implementing new wayfinding or “gateway” signage throughout the City and State Route 126 to promote business and tourist opportunities.

BUDGET IMPACT:
$100,000 for designs, implementation costs TBD (multi-year process) METRICS:

1. By Spring 2024 have a comprehensive wayfinding program defined with critical locations installed.

2. Expand process as much as budget allows.

Business Attraction - Prepare an economic base study to identify business sectors with greatest potential for expansion in Santa Paula and implement a business retention, marketing and recruitment program to attract those businesses. (General Plan Economic Development & Downtown 1.B)
BUDGET IMPACT:
$26,000 + Staff Time
METRICS:

1. Contract out data analytics capture in 2023 to determine opportunities for retention and attraction based on data related to leakage and the city’s employment base.

2. Explore rural retail opportunities for growth.

3. Identify retail deficits and conduct outreach to representatives of potential operators.

4. Assemble metrics to better demonstrate the city’s marketability.

5. Utilize data analytics capture software for informed decision making.

B. Economic Development (CONT’D)
Goal: Enhance the economic vitality of the community through measures targeted towards development and business retention and expansion and attraction, resulting in diverse housing options, increased revenue generation, job creation, and a business-friendly community.

OBJECTIVES:
4 5
6 1057
CITY OF SANTA PAULA | TWO-YEAR STRATEGIC PLAN (FYS 2023–2025) 11 Retail Vacancy Standards - Explore options for addressing empty storefronts.

BUDGET IMPACT:

Staff Time
METRICS:

1. Develop strategies related to property owner outreach and education.

2. Potentially modify muni-code to require active uses on main floor Central Business District (CBD) properties.

3. Number of reduced empty storefronts Year over Year.

Annexation Opportunities - Review of city boundaries for annexation opportunities.

BUDGET IMPACT:

Staff Time
METRICS:

1. Collaboration with property owners, county and LAFCo to identify viable sites and determine successful implementation strategies.

B. Economic Development (CONT’D)
Goal: Enhance the economic vitality of the community through measures targeted towards development and business retention and expansion and attraction, resulting in diverse housing options, increased revenue generation, job creation, and a business-friendly community.

OBJECTIVES:
7 8
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CITY OF SANTA PAULA | TWO-YEAR STRATEGIC PLAN (FYS 2023–2025) 12 C.

Infrastructure,
Transportation
& Mobility
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CITY OF SANTA PAULA | TWO-YEAR STRATEGIC PLAN (FYS 2023–2025) 13 Bike Master Plan - Create a Class I and II Bike Trail Master Plan and work towards expansion of our existing trails.

BUDGET IMPACT:

Some funding through grants + Staff Time
METRICS:

1. Progress on master plan (milestones).

2. Total number of miles of Class I/II bike lanes created.

City Facilities Master Plans - Pursue long term options and Master Plans for the Corporate Yard/Water and City Hall Campus improvements.

BUDGET IMPACT:
$50,000 per facility
METRICS:

1. Hire a consultant to work on creating a Corporate Yard/Water and City Hall Campus Master Plan.

2. Have draft report / plan presented to an ad hoc committee or Council.

Green Initiatives - Explore funding opportunities and partnerships to implement Energy Efficiency projects, solar, and electric vehicle (EV) technologies.

BUDGET IMPACT:
$5000 to apply for grants + Staff Time
METRICS:

1. Complete lighting project (Phase 1).

2. Apply for grant funding opportunities.

3. Explore and present findings related to solar options to Council.

4. Explore and present findings related to EV options to Council.

Downtown Lighting/Safety - Improve and maintain lighting and safety measures in alleys and parking lots within the downtown keeping in mind historical aesthetics. (General Plan Economic Development & Downtown 4.C)
BUDGET IMPACT:

TBD
METRICS:

1. Number of lights identified, procured, and installed.

C. Infrastructure, Transportation & Mobility
Goal: Maintain and develop the City’s infrastructure to be safe, sustainable, innovative, and costefficient.

OBJECTIVES:
1 2
3 4
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CITY OF SANTA PAULA | TWO-YEAR STRATEGIC PLAN (FYS 2023–2025) 14 P&R Funding - Explore revenue options for parks, green ways and public spaces including funding for park and recreation facilities and programs. (General Plan Public Services & Utilities 6.7)
BUDGET IMPACT:
$40,000 -$60,000
METRICS:

1. Hire a consultant to explore feasibility and process of creating a park district and explore potential revenue options.

2. EXPAND METRICS
Fire Memorial Building - Explore feasibility of future interior use for the historic Fire Memorial Building.

BUDGET IMPACT:

Staff Time
METRICS:

1. Obtain cost estimates for needed building improvements and costs for future use alternatives.

C. Infrastructure, Transportation & Mobility
(CONT’D)
Goal: Maintain and develop the City’s infrastructure to be safe, sustainable, innovative, and costefficient.

OBJECTIVES:
5 6
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CITY OF SANTA PAULA | TWO-YEAR STRATEGIC PLAN (FYS 2023–2025) 15 D.

Connected
and Healthy
Community
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CITY OF SANTA PAULA | TWO-YEAR STRATEGIC PLAN (FYS 2023–2025) 16 Community Education - Provide community education about City projects, processes, & permits.

BUDGET IMPACT:
$1,500 + Staff Time
METRICS:

1. By 3rd quarter, activate vacant space on Main Street to provide periodic town hall/remote city hall outreach for community engagement.

2. Measure the frequency and types of events hosted.

3. Number of “Did you know” campaigns created.

4. Number of in person events conducted on a particular topic.

CRM Database - Explore options for CRM database to enhance communications with residents.

BUDGET IMPACT:
$ TBD + Staff Time
METRICS:

1. Research options, software solutions and budget requirements to address communications needs with residents and business owners.

2. Present findings to Council.

Youth Facilities - Explore expansion of youth facilities and resources.

BUDGET IMPACT:
$20,000 - $40,000
METRICS:

1. Hire an architect to provide a building design and estimated associated construction costs.

2. Report findings back to Council.

D. Connected and Healthy Community
Goal: Educate and engage residents and businesses about programs, initiatives and foster regional partnerships that create a safe and healthy community to live, work and thrive.

OBJECTIVES:
1 2
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CITY OF SANTA PAULA | TWO-YEAR STRATEGIC PLAN (FYS 2023–2025) 17 Smoking - Explore updating City’s “No Smoking” Ordinance.

BUDGET IMPACT:

Staff Time
METRICS:

1. Research options and policies related to “No Smoking” ordinances.

2. Present findings to Council.

Citywide Communications - Analyze the effectiveness of the City’s current communication efforts and provide suggestions for improvements.

BUDGET IMPACT:
$5,000 + Staff Time
METRICS:

1. Obtain feedback from residents on current communications practices.

2. Seek feedback from communications firm on areas for improvement.

3. Devise a plan for improvement.

4. Explore technology applications which track resident concerns.

Climate Action Plan - Secure funding and develop a Climate Action Plan.

BUDGET IMPACT:
$100,000 + Staff Time
METRICS:

1. Work with grant writers to keep an eye out for potential grant opportunities to support.

2. Apply and obtain grant.

D. Connected and Healthy Community (CONT’D)
Goal: Educate and engage residents and businesses about programs, initiatives and foster regional partnerships that create a safe and healthy community to live, work and thrive.

OBJECTIVES:
4 5
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CITY OF SANTA PAULA | TWO-YEAR STRATEGIC PLAN (FYS 2023–2025) 18 E.

Public Safety
& Emergency
Preparedness
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CITY OF SANTA PAULA | TWO-YEAR STRATEGIC PLAN (FYS 2023–2025) 19 Cameras - Pursue funding opportunities to expand safety cameras to cover critical infrastructure & public spaces.

BUDGET IMPACT:
$200,000 + Staff Time
METRICS:

1. Number of cameras installed.

Neighborhood Safety - Strengthen neighborhood safety engagement initiatives around emergency preparedness.

BUDGET IMPACT:
$2,500/year + Staff Time
METRICS:

1. Number of meetings conducted annually.

SPPD Strategic Plan - Work towards the execution and implementation of the Police Department Strategic Plan.

BUDGET IMPACT:

Staff Time plus costs to complete the plan
METRICS:

1. Publish plan to Police website.

2. Provide quarterly updates to Council on progress.

E. Public Safety & Emergency Preparedness
Goal: Create an environment within the City in which our residents feel safe and which promotes the City as a location of choice for living, working, visiting and recreating.

OBJECTIVES:
1 2
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CITY OF SANTA PAULA | TWO-YEAR STRATEGIC PLAN (FYS 2023–2025) 20 SPPD Facility Upgrades - Pursue funding to complete all Police facility upgrades.

BUDGET IMPACT:

Not to exceed $1.1 million
METRICS:

1. Develop a phased plan that outlines cost and completion dates for the projects.

2. Report quarterly on the progression of the project.

SPPD Community Engagement - Develop methods and programs to connect our police with the community, local nonprofits and businesses.

BUDGET IMPACT:
$2,500/year + Staff Time
METRICS:

1. Seek to host one to two Community Academy courses in English/Spanish.

2. Number of meetings conducted in the community.

3. Creation of a Police Chief’s Advisory Board and number of meetings held.

4. Creation of a Community Academy and number of meetings held.

5. Number of meetings with held with Community Based Organizations (CBO’s).

6. Number of events with Police Activity League (PAL).

SPPD Wellness - Expand wellness options for employees such as peer support counseling services, and mindfulness and resiliency training.

BUDGET IMPACT:
$2,000 + Staff Time
METRICS:

1. Number of personnel who have completed training.

2. Establish a peer support team.

E. Public Safety & Emergency Preparedness
(CONT’D)
Goal: Create an environment within the City in which our residents feel safe and which promotes the City as a location of choice for living, working, visiting and recreating.

OBJECTIVES:
4 5
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CITY OF SANTA PAULA | TWO-YEAR STRATEGIC PLAN (FYS 2023–2025) 21 Emergency Response - Create an Emergency Preparedness, Response and Recovery Plan. (GP Public Services & Utilities 6.D.)
BUDGET IMPACT:

Staff Time + Direct Costs
METRICS:

1. Update the Emergency Operations Plan Manual.

2. Have Emergency Services Coordinator conduct trainings with City staff.

3. Establish SOP for each City department.

4. Perform a table top exercise bi-annually.

Emergency Communications - Explore technology and increase subscribership with emergency communications to enhance disaster-preparedness efforts.

BUDGET IMPACT:
$ TBD + Staff Time
METRICS:

1. Measure increase in subscribership biannually.

2. Explore various technologies and associated costs to maximize subscribership.

E. Public Safety & Emergency Preparedness
(CONT’D)
Goal: Create an environment within the City in which our residents feel safe and which promotes the City as a location of choice for living, working, visiting and recreating.

OBJECTIVES:
7 8
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CITY OF SANTA PAULA | TWO-YEAR STRATEGIC PLAN (FYS 2023–2025) 22 F.

Community
Vitality
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CITY OF SANTA PAULA | TWO-YEAR STRATEGIC PLAN (FYS 2023–2025) 23 Volunteerism - Expand, support and connect volunteers, or those with specialized skills, with local opportunities to make a difference in Santa Paula.

BUDGET IMPACT:
$30,000 + Staff Time
METRICS:

1. Number of volunteer projects annually.

2. Annual increase in the total number of hours logged by volunteers.

3. Host an annual volunteer appreciation event.

4. Attract retirees and professional talent.

5. Use a database to track volunteers, possibly CRM.

Internships - Expand and enhance a Citywide Internship and Apprentice Program.

BUDGET IMPACT:
$10,000 + Staff Time
METRICS:

1. Research and present to Council for feedback programs, policies and a budget for a citywide internship program and an apprentice program.

2. Partner with other agencies such as Santa Paula Unified School District (SPUSD) and local community colleges.

Fagan Barranca Park Master Plan - Pursue funding and create a Master Restoration Plan.

BUDGET IMPACT:
$40,000-$60,000
METRICS:

1. Hire consultant (biologist / landscape architect) to work with staff and community to create a master plan.

2. Present draft master plan to City Council.

F. Community Vitality
Goal: Provide the residents of Santa Paula with sustainable resources and programs to make this a great place to live and grow.

OBJECTIVES:
1 2
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CITY OF SANTA PAULA | TWO-YEAR STRATEGIC PLAN (FYS 2023–2025) 24 Code Enforcement - Develop administrative hearing ordinance & public code education programs.

BUDGET IMPACT:

TBD
METRICS:

1. By Fall 2023, promote educational materials and compliance requirements through print, digital media.

2. Present the process for initiating a local code hearing officer to Council.

3. Number of educational events held.

4. Percent of tickets/fines adjudicated.

5. Percent of ticket/fines Year over Year.

Water/Sewer Bill Assistance - Explore resources for connecting low-to-moderate or fixed income residents with programs to assist with water/sewer bills.

BUDGET IMPACT:

TBD
METRICS:

1. Research any previous programs and explore possible new assistance programs.

2. Present options to Council for consideration.

WiFi - Improve WiFi signal at the Community Center & Cultural Arts Building.

BUDGET IMPACT:

Minimal budget impact + Staff Time
METRICS:

1. Complete tests of WiFi speeds and obtain employee/guest feedback on WiFi.

2. Present findings to IT Manager for analysis and upgrades.

3. Implement upgrades based on available budget.

4. Measure Increased connectivity and WiFi speeds and employee/guest satisfaction for users in both buildings.

F. Community Vitality (CONT’D)
Goal: Provide the residents of Santa Paula with sustainable resources and programs to make this a great place to live and grow.

OBJECTIVES:
4 5
6 1071
CITY OF SANTA PAULA | TWO-YEAR STRATEGIC PLAN (FYS 2023–2025) 25 Senior Master Plan - Develop a Senior Master Plan.

BUDGET IMPACT:
$30,000 + Staff Time
METRICS:

1.Work with Senior Advisory Committee and Santa Paula Together to Create a local Senior Master Plan.

2. Hold community outreach events.

3. Present draft Master Plan to Council.

SPUSD Partnerships - Work with Santa Paula Unified School District to create a joint use agreement for school and city facilities.

BUDGET IMPACT:

Direct Costs + Staff Time
METRICS:

1. Meet with district to resume the process.

2. Provide updates to the District and Council via 2x2 Committee.

3. Bring draft Memorandum of Understanding (MOU) to Council.

Recreational Facilities - Explore options for community recreational facilities (i.e. dog park, pickle ball court).

BUDGET IMPACT:
$60,000-$250,000 + Staff Time
METRICS:

1. Research viability, associated costs and possible locations for potential activities.

2. Present findings to Council.

F. Community Vitality (CONT’D)
Goal: Provide the residents of Santa Paula with sustainable resources and programs to make this a great place to live and grow.

OBJECTIVES:
7 8
9 1072
CITY OF SANTA PAULA | TWO-YEAR STRATEGIC PLAN (FYS 2023–2025) 26 Union Oil Building - Pursue programing and public use options for the Union Oil Building.

BUDGET IMPACT:
$500 + Staff Time
METRICS:

1. Hold community outreach meetings.

2. Present findings to Council.

3. Create a Request for Proposals (RFP).

4. Present results of RFP to Council.

Historic Resources - Update standards for preservation of historic resources.

BUDGET IMPACT:

General Plan Fund
METRICS:

1. Update the municipal code to include standards for historic preservation.

F. Community Vitality (CONT’D)
Goal: Provide the residents of Santa Paula with sustainable resources and programs to make this a great place to live and grow.

OBJECTIVES:
10 11
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CITY OF SANTA PAULA | TWO-YEAR STRATEGIC PLAN (FYS 2023–2025) 27 G.

Operational
Excellence
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CITY OF SANTA PAULA | TWO-YEAR STRATEGIC PLAN (FYS 2023–2025) 28 Permitting - Streamline the application and permitting processes for businesses.

BUDGET IMPACT:

Software cost + Staff time
METRICS:

1. Implementation of software system to reduce cycle time for application and permitting processes.

Municipal Code - Review the City’s municipal code to reduce irrelevant codes and update development codes.

BUDGET IMPACT:
$250,000 + Staff Time
METRICS:

1. Number and/or percentage of codes reduced.

Employee Enrichment - Develop programs around employee retention, engagement, and succession planning.

BUDGET IMPACT:

Staff Time
METRICS:

1. Increase employee training and learning opportunities by at least 50%.

2. Establish a succession plan and related policies.

3. Percent of internal promotions.

4. Percent decrease in turnover year over year (YoY).

Personnel Policies and Procedures - Update the City Personnel Policies and Procedures to comply with statutes.

BUDGET IMPACT:
$10,000 + Staff Time
METRICS:

1. Update the policy.

2. Deliver a new policy to Council by Summer 2023.

G. Operational Excellence
Goal: Provide excellent service to the community in a cost-effective manner with an engaged workforce with a focus on continuous improvement and outstanding customer service.

OBJECTIVES:
1 2
3 4
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CITY OF SANTA PAULA | TWO-YEAR STRATEGIC PLAN (FYS 2023–2025) 29 Records & Retention Policy - Update records-keeping and retention policy.

BUDGET IMPACT:

Staff Time
METRICS:

1. Update the policy.

2. Measure how many paper/electronic files are eligible for destruction on a quarterly/yearly basis.

3. Measure time it takes to locate files pre/post policy.

Staffing - Develop a staffing augmentation plan.

BUDGET IMPACT:

Staff Time
METRICS:

1. Research options and best practices to provide redundancy and succession planning within a smaller City.

2. Present findings to Council.

Wellness Options - Expand Employee Wellness options.

BUDGET IMPACT:
$2,000 + Staff Time
METRICS:

1. Research options and best practices to increase wellness programs for employees.

2. Present findings to Council.

3. Implement Council supported directives.

Housing/Homeless Position - Explore opportunities to establish a Housing/Homeless Services position who will pursue partnerships and options to understand, address, and meet the needs of the unhoused including behavioral support.

BUDGET IMPACT:
$120,000 Fully Burdened + Staff Time
METRICS:

1. Develop a strategy and position around housing/homeless with Council.

2. Research, budget, and create a position to address position/strategy.

3. Recruit for position.

4. Explore opportunities to establish a Housing/Homeless task force, local services position and comprehensive strategy.

5. Establish permanent facility for transitional housing.

6. Measure results through annual point in time count.

G. Operational Excellence (CONT’D)
Goal: Provide excellent service to the community in a cost-effective manner with an engaged workforce with a focus on continuous improvement and outstanding customer service.

OBJECTIVES:
5 6
7 8
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CITY OF SANTA PAULA | TWO-YEAR STRATEGIC PLAN (FYS 2023–2025) 30 Strategic
Plan Next
Steps
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CITY OF SANTA PAULA | TWO-YEAR STRATEGIC PLAN (FYS 2023–2025) 31 Strategic Plan Next Steps
Once City Council adopts the Two-Year
Strategic Plan, the following items
should occur:

Incorporate Strategic Plan
objectives into Santa Paula’s
Two-Year Budget.

Align future staff reports to
report on conformance with
the Strategic Plan, where
applicable.

Review and create a new
Strategic Plan at the end of
this cycle.

Continue to identify
and explore funding
opportunities through the
American Rescue Plan (ARP).

Revise and update as
needed (per City Council’s
direction).
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CITY OF SANTA PAULA | TWO-YEAR STRATEGIC PLAN (FYS 2023–2025) 32 Parking Lot
During the strategic planning process, Council
supported the idea of creating a space in the
Strategic Plan to “park” items which are good
objectives but not feasible or attainable in the
next two-years. These ideas are listed below.

Photography: Melgar Photo Studio
Develop a Citywide property inventory for
viable commercial and housing locations.

ESRI software could assist with this
process; look into cost for this system.

Attract more filming opportunities by
updating the City website, attending
conferences/expos, networking. Explore
proactive filming opportunities.

Explore the possibility of a Santa Paula
Trolley transportation system.

Explore a marketing campaign for Santa
Paula (i.e. Planes, Trains & Automobiles).

Recreational Facilities - Explore options
for a bike park.
1079
To: Honorable Mayor and Members of the City Council
From: Christy Ramirez, Finance Director
Subject: BUDGET ADOPTION: FISCAL YEARS 2023/24 & 2024/25 Date: June 21, 2023
Agenda Item: 12.F

CITY OF SANTA PAULA

MEMORANDUM
RECOMMENDATION:

Adopt Resolution 7471 to Approve the FY 2023/24 and FY 2024/25 Final Operating Budget for the City of Santa Paula and Adopting the FY 2023/24 and FY 2024/25 Capital Improvement Budget.

Presented by: Finance Director Christy Ramirez
BACKGROUND:

The Preliminary Operating and Capital Budgets for Fiscal Years 2023/24 and 2024/25 were reviewed and discussed with the City Council at two budget workshop on June 7 and June 14.

At these workshops, staff provided the Council with an overview of anticipated revenues for both fiscal years, followed by a review of the Capital Improvement Program (CIP) and presentations from all City departments. The presentation was focused on the top program goals for the next two years and budget requests for new equipment, programs and personnel costs were discussed.

While the City’s short term fiscal forecast looks healthy, the presentation of a balanced two year budget is based in large part on one time revenue stemming from development activity.

Council has directed staff to incorporate appropriations to explore increasing ongoing revenue opportunities.

This report presents an overview of the proposed two-year budget, including revenue projections, expenditure requests, capital projects and enterprise funds, and various considerations going into a balanced budget.

ANALYSIS:

General Fund Revenue Summary
Overall General Fund Revenues are projected at $21.9m in FY 23/24 and $23.2m in FY 24/25. Included below is a recap of General Fund revenues by sub fund. 1080

REVENUE BY FUND - GENERAL FUND
FUND
2020-2021
Activity
2021-2022
Activity
2022-2023
Budget
2023-2024
Proposed
2024-2025
Proposed
General 14,348,062 15,040,598 15,261,541 17,268,504 18,525,381 General - Reserve
689,246 - - - -
Cable
73,961 60,327 46,500 46,500 46,500
Measure T
3,803,175 4,500,085 4,100,000 4,512,022 4,512,022
Measure T -
Reserve (2,272) - 20,000 50,000 50,000
Vehicle
Replacement 99,450 - - - -
Recreation
42,233 85,002 154,500 87,000 87,000
TOTAL
19,053,855 19,686,012 19,582,541 21,964,026 23,220,903
Included below is a year-over-year comparison in more traditional revenue categories.

REVENUE BY CATEGORY - GENERAL FUND
Category with sub
cats
2020-2021
Activity
2021-2022
Activity
2022-2023
Budget
2023-2024
Proposed
2024-2025
Proposed
Charges for Service
1,408,542 1,358,664 2,098,813 4,454,108 3,172,790
Planning/Bldg
& Safety 674,418 874,976 898,686 3,695,550 2,390,401
Other 734,124 483,689 1,200,127 758,558 782,389
Licenses & Permits 1,868,417 1,511,539 1,339,500 254,106 2,577,625 Planning/Bldg &
Safety 1,759,177 1,361,259 1,230,000 136,816 2,447,835
Other 109,241 150,280 109,500 117,290 129,790
Fines & Penalties 120,732 112,382 91,500 95,000 102,000 Other Revenue
418,504 384,836 30,500 21,500 25,500
Intergovernmental
Revenues 352,240 459,841 433,496 468,871 486,565
1081
Property Related 4,101,422 4,373,347 4,650,163 4,804,258 4,939,110 Property Taxes 940,937 972,805 867,000 907,600 925,552
In Lieu of VLF
3,160,485 3,400,543 3,783,163 3,896,658 4,013,558
Sales Tax 6,912,274 7,893,048 7,400,000 7,972,364 7,972,364 Other Taxes 404,117 576,321 368,000 420,500 428,500
Franchise Fee
812,000 891,133 845,000 1,067,750 1,110,880
Investments & Rents 23,538 22,585 112,365 162,365 162,365 Transfers 2,632,070 2,102,315 2,213,204 2,243,204 2,243,204 Total 19,053,855 19,686,012 19,582,541 21,964,026 23,220,903 General Fund Expenditure Summary
The expenditure budget is approximately $21.8m and $23.1m for Fiscal Year 2023/24 and 2024/25 respectively. The table below shows the budget by Department and discussed in further detail below.

EXPENSE BY DEPARTMENT - GENERAL FUND
Department
2020-2021
Activity
2021-2022
Activity
2022-2023
Budget
2022-2023
YTD
2023-2024
Proposed
2024-2025
Proposed
City Manager 939,445 972,653 1,254,930 1,238,262 1,523,925 1,598,704 Human
Resources 1,230,271 1,366,332 1,445,570 1,387,979 1,832,630 1,918,729 Information
Technology 740,335 793,989 853,775 800,062 934,678 944,401 Comm Econ
Dev 1,157,098 1,425,271 1,684,725 1,174,795 1,851,003 1,935,470 Parks &
Recreation 1,579,708 2,027,571 2,883,621 2,069,929 2,718,095 2,833,627 Finance
2,217,780 984,551 1,092,286 925,194 1,248,015 1,830,328 Police
8,393,595 8,429,615 9,795,899 7,775,638 9,890,332 10,306,958 1082
Public Works 1,032,668 175,387 194,349 186,706 137,270 137,530 Non
Departmental - - - - - -
Capital
Improvements 1,214,610 1,153,029 5,616,171 4,492,800 1,720,134 1,597,426 Total 18,505,511 17,328,399 24,821,326 20,051,365 21,856,081 23,103,174 Personnel Summary
The proposed budget document includes the following adjustments to salaries and position changes:

An increase to minimum wage, effective January 1, to $16.05 per hour. This is a projected figure based on CPI calculations. Any minimum wage increase will only be implemented if/when the state requires an increase.

An increase to seasonal part-time staff impacted by compaction to 5% above the minimum wage rate, once a change to minimum wage is made.

A 5% cost of living adjustment in FY 23/24 and 4% increase in FY 24/25, along with other increased benefits as noted in the proposed employee MOUs and resolutions.

An increase of $337,000 in unfunded accrued liability in FY 24/25 across all funds to account for the increased costs related to decreased return on investments (CalPERS discount rate).

Measure T
The Measure T revenue and expenditures are accounted for in a separate fund. Staff is projecting Fiscal Years 23/24 & 24/25 Measure T sales tax revenue to total $4.5 million each year. Measure T sales and use tax continue to trend higher year-over-year, despite the decrease in the County Pool due to Amazon sales tax distribution methodology changing. When compared to the regular 1% sales tax, there is a larger administrative charge taken prior to remittance to the City.

The Measure T Committee submitted their formal recommendations to the City Council on June 7, 2023 and they recommended the following percentages of Measure T monies be allocated to the following areas: 27% to Streets, 15% to Parks, 3% to Code Enforcement, and 55% to Police of the ongoing revenues.

Strategic Plan Objectives
The budget contains support for numerous objectives identified by the City Council in their 2- year Strategic Plan. In addition, the City continues to benefit from federal ARPA stimulus funding which will be allocated for various projects and services over this budget period. 1083
Capital Projects - All funds
Pent-up needs with the City’s street maintenance and enterprise accounts have resulted in numerous CIP projects, amounting to over $12.4m within the next two FY’s. Staff will return with any necessary adjustments to the CIP budget in order to ensure compliance with all bond-related requirements, such as debt coverage ratio and reserve requirements.

Other Funds
Staff has provided a summary of other Special Funds within the budget document.

STRATEGIC PLAN:

FISCAL IMPACTS:

The attached budget document presents a balanced budget for the next two year budget cycles of Fiscal Year 2023/24 and 2024/25.

OPTIONS:

Council may decide to not adopt the proposed budgets for the FY 2023/24 & 2024/25 and provide additional direction to staff.

ATTACHMENTS:

Proposed Budget 23.25.pdf
1084
1085

CITY OF SANTA PAULA
Proposed Budget
Fiscal Year 2023/24 & 2024/25
Directory of Elected Officials and Executive Staff
Elected Officials
Executive Management

Mayor Andy Sobel
Vice Mayor Leslie Cornejo
Councilmember Carlos Juarez
Councilmember Jenny Crosswhite
Councilmember Pedro Chavez

City Manager Dan Singer
City Attorney (Interim) Monica Castillo
Public Works Director Clete Saunier
Police Chief (Interim) Don Aguilar
Community & Economic Development Director James Mason
Parks & Recreation Director Greg Barnes
Finance Director/Treasurer Christy Ramirez
Chief Technology Officer Rich Williams
Human Resources Administrator
City Clerk
Lorena Alvarez
Julie Latshaw
1086

TABLE OF CONTENTS
Budget Transmittal Letter i
Informational
City Information 1
Budget in Brief 1
Organization Chart – Citywide 1
Salary Schedule FY 23/24 1
Salary Schedule FY 24/25 1
GANN Limit 1
Resolution to Adopt Budget and GANN Limit 1
Summaries & Fiscal Forecast
Fiscal Forecast 1
Summary of Sources and Uses 1
Summary of Revenues – General Fund 1
Summary of Expenses – General Fund 1
Summary of Funded Positions 1
Department Budgets
City Manager Department 1
Parks & Recreation Department 1
Finance Department 1
Community Economic Development Department 1
Police Department 1
Public Works Department 1

Capital Improvement Programs (CIP)
CIP Summary – Five Year Forecast 1
CIPs by Fund 1
CIPs by Project 1
CIP Detail 1

Appendices
Appendix A – Glossary 1
Appendix B – Historical Vendor Data 1
Appendix C – Chart of Accounts 1
1087
City Information ൢൠൢൣ
The City of Santa Paula is located approximately 65 miles northwest of Los Angeles and 14 miles east of Ventura, and is 14 miles from the coastline of the Pacific Ocean. Santa Paula is the geographic center of Ventura County, situated in the rich agricultural Santa Clara River Valley. The City is surrounded by rolling hills and rugged mountain peaks in addition to orange, lemon and avocado groves. In fact, Santa Paula is often referred to as the “Citrus Capital of the World.”
The Chumash Indians established the original community as the villages of Mupu and Srswa.

The land was later given away as part of a Spanish land grant to Rancho Santa Paula and Saticoy in 1840. In the 1860s, it was subdivided into small farms. In 1880, oil was discovered leading to the formation of the Union Oil Company in 1890.

The City was incorporated April 22, 1902 as a general law city. The City Council is made up of five members, elected at large, serving four-year terms. The Mayor is elected for a one-year term from among the members of the City Council. City Council, in separate session, also serves as the governing board of the Santa Paula Public Financing Authority. The City operates under a council-Manager form of government. The City Council appoints the City Manager and City Attorney. In 2023, the City moved to district elections, thus beginning with the November 2024 General Election and moving forward, the City will be divided into five distinct voting districts.

Santa Paula covers an area of 5.4 square miles and has a population of 30,691. The square miles will change slightly with the recent annexation of property to the East of Santa Paula.

The City of Santa Paula delivers municipal services through six departments: City Manager’s (City Council, City Clerk, City Attorney, City Manager, Personnel, Risk Management, Information Technology, Cable Television, and Mobile Home Rent Review), Parks and Recreation (Community Center, Recreation, Senior Services, Cable Television, Buildings & Grounds Maintenance), Finance (City Treasurer, Utility Billing and Payments, Accounting and Payroll), Community and Economic Development (Planning, Economic Development, Housing and Building-Code Enforcement), Police, Public Works (Streets, Water, Wastewater and Engineering). Wastewater treatment plant operations and solid waste services are provided under contract. Library services in Santa Paula are provided by the Blanchard/Santa Paula Library District and public transit services are provided by the Ventura County Transportation Commission.
1088
City Information ൢൠൢൣ

MISCELLANEOUS STATISTICS
Date of Incorporation April 22, 1902
Population 31,145
Form of Government Council-City Manager
Type of Government General Law
Area 5.4 Square Miles
Elevation 274 Feet
Miles of Streets 58 Miles
Number of Street Lights 1,457
Building Permits Issued 1,154/Year
Employees 137.97 Full Time Equivalents
Parks 11 (35.9 Acres)
Fire Stations 2
Libraries 1
Museums 4
Schools 11
Hospital/Urgent Care Facility 2
Airport 1
Transit Service Provider Valley Express
1089
Budget In Brief ൢൠൢൣ
City Information
The City of Santa Paula incorporated on April 22, 1902 as a General Law City under the laws of the State of California and operates under the Council-Manager form of government. The City encompasses approximately 5.4 square miles in the geographic center of Ventura County and has a population of approximately 31,145. The City is adjacent to the City of Ventura and is approximately 65 miles from Los Angeles. The City has 137.97 full time equivalent employees (FTEs) for FY 23/24 and 138.12 in FY 24/25.

City Budget Overview
The proposed FY 2023/24 & FY 2024/25 budget includes citywide expenditures totaling $54.3 and $53.7 million, respectively. The City maintains over 35 Special Revenue Funds and its primary operating fund, the General Fund. The General Fund consists of sub-funds for General Operations, Cable, Recreation, and Measure T, a local tax passed by voters in 2016 to fund streets, police, and recreation activities. Special Revenue Funds are used to account for the proceeds of specific revenue sources that are restricted or committed for specific purposes, including a Water and Sewer Fund. There are 21 Capital Improvement Program (CIP) projects requesting new funding for the next two-year budget cycle.

General Fund Budget Overview
The General Fund and sub-funds make up the City’s primary operating expenses. They encompass core services traditionally associated with governments such as the legislative and administrative functions, financial, public safety, public works, planning, and recreation services.

Overall, the General Fund Operating Budget reflects $21.8 million in expenditures in FY 2023/24 and $23.1 million in FY 2024/25.

CITY OF SANTA PAULA
MAYOR AND CITY COUNCIL
MAYOR      ANDREW SOBEL
VICE MAYOR    LESLIE CORNEJO
COUNCILMEMBER   CARLOS JUAREZ
COUNCILMEMBER   JENNY CROSSWHITE
COUNCILMEMBER   PEDRO CHAVEZ
CITY MANAGER
DANIEL SINGER
1090
Budget In Brief ൢൠൢൣ
FY 2023/24

Charges for Service
20%
Licenses & Permits
1%
Fines & Penalties
1%
Other Revenue
0%
Intergovernmental
Revenues
2%
Property Related
22%
Sales Tax
36%
Other Taxes
2%
Franchise Fee
5%
Investments & Rents
1%
Transfers
10%
General Fund Revenues by Category
City Manager
7%
Human Resources
8%
Information Technology
4%
Community Econ Dev
9%
Parks & Rec
12%
Finance
4%
Police
45%
Public Works
1%
Non‐Departmental
2%
Capital Improvements
8%
General Fund Expenses by Department
1091
Budget In Brief ൢൠൢൣ
FY 2024/25
Charges for Service
14%
Licenses & Permits
11%
Fines & Penalties
0%
Other Revenue
0%
Intergovernmental
Revenues
2%
Property Related
21%
Sales Tax
34%
Other Taxes
2%
Franchise Fee
5%
Investments & Rents
1% Transfers
10%
General Fund Revenues by Category
City Manager
7%
Human Resources
8%
Information Technology
4%
Community Econ Dev
8%
Parks & Rec
12%
Finance
4%
Police
45%
Public Works
1%
Non‐Departmental
4%
Capital Improvements
7%
General Fund Expenses by Department
1092
City Council (5

CITY OF SANTA
FISCAL YEAR 2023/2024

ORGANIZATIONA
By PosiƟo
City Manager
I.T. Analyst
Human Resources
Administrator
Human Resources
Analyst
Human Resources
Technician
Parks & RecreaƟon
Director
RecreaƟon
Supervisor
RecreaƟon
Program
Coordinator (3)
Parks & FaciliƟes
Supervisor
Community & Economic
Development Director
AdministraƟve
Analyst I
Finance Director
Assistant Finance
Director
Accountant (2)
AccounƟng
Specialist (3)
Payroll Specialist
Management
Analyst
City Clerk
Facility Maintenance
Worker II (3)
Facility Maintenance
Worker I (2)
Lead Park and
Abatement Specialist
Planning & Eco Dev
Manager
Chief Building
Official
Code Enforcement
Inspector
ExecuƟve Associate Planner
Assistant
Assistant Planner
Community
Development Tech
Chief
Technology
Officer
Building Inspector I
AdministraƟve
Assistant
Part Time/Seasonal Staff—Full Time Equivalents
Parks—NutriƟon Coordinator (.70); Facility AƩendant (2.16); Park Abatement Specialist (2.31); RecreaƟon Leader (4.72)
Police— Police Cadet (.96)
Customer Service
RepresentaƟve
(2)
Permit Technician
Community
Development
Specialist
Management
Analyst
Custodian (2)
AdministraƟve
Analyst I
1093
5)

A PAULA
4 and 2024/2025

AL CHART
on
City AƩorney
r
Public Works Director
Management
Analyst
Water OperaƟons
Superintendent
Street Maintenance
Lead Worker
AdministraƟve
Analyst II
AdministraƟve
Analyst I (2)
Associate
Engineer
Permit
Technician
Water Systems
Operator IV
Water Systems
Operator II
Water Systems
Operator III Maintenance
Worker II (3)
Maintenance
Worker I
Mechanic II (2)
Fleet Supervisor
Police Chief
Police
Commander (2)
Police Sergeant
(6)
Sr. Police Officer
(7)
Police Officer
(16)
Public Safety
Dispatch Supervisor
Public Safety
Dispatch Clerk (5)
ExecuƟve Assistant
(.8)
Sr. Records
Supervisor
Evidence & Prop
Technician
Emergency
Services
Coordinator
Animal
Services
Coordinator
Assistant Public
Works Director
AdministraƟve
Analyst I
e
Community Services
Officer (2)
Records Technician
(2)
Water Systems
Operator I
1094
0 Hourly Hourly Hourly Hourly Hourly Annual Annual Annual Annual Annual Position Hourly-1 Hourly-2 Hourly-3 Hourly-4 Hourly-5 Annual-1 Annual-2 Annual-3 Annual-4 Annual-5 CITY MANAGER 100       ‐ 102.93            ‐      ‐      ‐      214,094.40 ‐                ‐                  ‐                 ‐ HUMAN RESOURCES ADMINISTRATOR 102         61.23 58.31         64.30 67.52 70.90 121,284.80 127,358.40 133,744.00    140,441.60    147,472.00 PARKS & RECREATION DIRECTOR 103         64.11 61.05         67.32 70.69 74.23 126,984.00 133,348.80 140,025.60    147,035.20    154,398.40 PLANNING DIRECTOR 106         66.26 63.10         69.58 73.06 76.72 131,248.00 137,820.80 144,726.40    151,964.80    159,577.60 FINANCE DIRECTOR/CITY TREASURER 107         65.42 62.30         68.70 72.14 75.75 129,584.00 136,073.60 142,896.00    150,051.20    157,560.00 PUB WORKS DIR/CITY ENGINE 108         72.50 69.04         76.13 79.94 83.94 143,603.20 150,800.00 158,350.40    166,275.20    174,595.20 POLICE CHIEF 109         74.40 70.85         78.12 82.03 86.14 147,368.00 154,752.00 162,489.60    170,622.40    179,171.20 ASSISTANT CITY MANAGER 110         72.92 69.44         76.57 80.40 84.42 144,435.20 151,673.60 159,265.60    167,232.00    175,593.60 CHIEF TECHNOLOGY OFFICER 111         61.92 58.97         65.02 68.28 71.70 122,657.60 128,793.60 135,241.60    142,022.40    149,136.00 ASSISTANT FINANCE DIRECTOR 202         48.40 46.09         50.82 53.37 56.04 95,867.20    100,672.00 105,705.60    111,009.60    116,563.20 POLICE COMMANDER 205         62.01 59.05         65.12 68.38 71.80 122,824.00 128,980.80 135,449.60    142,230.40    149,344.00 ASSISTANT PUB WORKS DIRECTOR 207         59.10 56.28         62.06 65.17 68.43 117,062.40 122,928.00 129,084.80    135,553.60    142,334.40 CHIEF BUILDING OFFICIAL 208         45.54 43.37         47.82 50.22 52.74 90,209.60    94,723.20    99,465.60      104,457.60    109,699.20 ASSISTANT POLICE CHIEF 209         67.47 64.25         70.85 74.40 78.12 133,640.00 140,337.60 147,368.00    154,752.00    162,489.60 PLANNING COMMISSIONER 213         ‐ 50.00            ‐      ‐      ‐ PLANNING MANAGER 214         50.79 48.37         53.33 56.00 58.80 100,609.60 105,643.20 110,926.40    116,480.00    122,304.00 WATER OPERATIONS SUPERINTENDENT 215         55.17 52.54         57.93 60.83 63.88 109,283.20 114,753.60 120,494.40    126,526.40    132,870.40 PLANNER, ASSISTANT/GIS ANALYST 258         33.41 31.81         35.09 36.85 38.70 66,164.80    69,492.80    72,987.20      76,648.00      80,496.00 ENGINEERING TECH. SR. 259         34.25 32.61         35.97 37.77 39.66 67,828.80    71,240.00    74,817.60      78,561.60      82,492.80 PLANNER, ASSOCIATE 263         37.85 36.04         39.75 41.74 43.83 74,963.20    78,728.00    82,680.00      86,819.20      91,166.40 MANAGEMENT ANALYST 265         39.77 37.87         41.76 43.85 46.05 78,769.60    82,721.60    86,860.80      91,208.00      95,784.00 ACCOUNTANT 268         34.96 33.29         36.71 38.55 40.48 69,243.20    72,716.80    76,356.80      80,184.00      84,198.40 WATER SUPERVISOR 272         37.77 35.97         39.66 41.65 43.74 74,817.60    78,561.60    82,492.80      86,632.00      90,979.20 PURCHASING AGENT 273         39.77 37.87         41.76 43.85 46.05 78,769.60    82,721.60    86,860.80      91,208.00      95,784.00 SR. RECORDS SUPERVISOR 274         32.83 31.26         34.48 36.21 38.03 65,020.80    68,286.40    71,718.40      75,316.80      79,102.40 ADMINISTRATIVE ANALYST I 275         25.10 23.90         26.36 27.68 29.07 49,712.00    52,208.00    54,828.80      57,574.40      60,465.60 RECREATION SUPERVISOR 276         32.83 31.26         34.48 36.21 38.03 65,020.80    68,286.40    71,718.40      75,316.80      79,102.40 PARKS & FACILITIES SUPERVISOR 277         32.83 31.26         34.48 36.21 38.03 65,020.80    68,286.40    71,718.40      75,316.80      79,102.40 FLEET SUPERVISOR 278         32.83 31.26         34.48 36.21 38.03 65,020.80    68,286.40    71,718.40      75,316.80      79,102.40 STREETS MAINTENANCE SUPERVISOR 279         32.83 31.26         34.48 36.21 38.03 65,020.80    68,286.40    71,718.40      75,316.80      79,102.40 ADMINISTRATIVE ANALYST II 280         31.38 29.88         32.95 34.60 36.33 62,150.40    65,270.40    68,536.00      71,968.00      75,566.40 ASSOCIATE ENGINEER 281         44.63 42.50         46.87 49.22 51.69 88,400.00    92,830.40    97,489.60      102,377.60    107,515.20 EMERGENCY SERVICES COORDINATOR 282         34.96 33.29         36.71 38.55 40.48 69,243.20    72,716.80    76,356.80      80,184.00      84,198.40 CITY CLERK 283         32.83 31.26         34.48 36.21 38.03 65,020.80    68,286.40    71,718.40      75,316.80      79,102.40 CUSTODIAN 301         20.95 19.95         22.00 23.10 24.26 41,496.00    43,576.00    45,760.00      48,048.00      50,460.80 CUST SERVICES REP 302         20.95 19.95         22.00 23.10 24.26 41,496.00    43,576.00    45,760.00      48,048.00      50,460.80 WATER DISTRIBUTION OPERATOR I 304         25.18 23.98         26.44 27.77 29.16 49,878.40    52,374.40    54,995.20      57,761.60      60,652.80 ADMINISTRATIVE ASSISTANT 309         21.06 20.05         22.12 23.23 24.40 41,704.00    43,804.80    46,009.60      48,318.40      50,752.00 ANIMAL SERVICES COORDINAT 311         22.00 20.95         23.10 24.26 25.48 43,576.00    45,760.00    48,048.00      50,460.80      52,998.40 SR. ADMINISTRATIVE ASST. 313         22.11 21.05         23.22 24.39 25.61 43,784.00    45,988.80    48,297.60      50,731.20      53,268.80 WATER DISTRIBUTION OPERATOR II 314         26.43 25.17         27.76 29.15 30.61 52,353.60    54,974.40    57,740.80      60,632.00      63,668.80 MECHANIC I 315         22.34 21.27         23.46 24.64 25.88 44,241.60    46,467.20    48,796.80      51,251.20      53,830.40 WATER TREATMENT/PROD OPERATOR I 318         27.75 26.42         29.14 30.60 32.13 54,953.60    57,720.00    60,611.20      63,648.00      66,830.40 WATER TREATMENT/PROD OPERATOR II 320         29.15 27.76         30.61 32.15 33.76 57,740.80    60,632.00    63,668.80      66,872.00      70,220.80 WATER DIST OPERATOR III 321         27.75 26.42         29.14 30.60 32.13 54,953.60    57,720.00    60,611.20      63,648.00      66,830.40 LEAD WATER DIST OPERATOR 322         30.60 29.14         32.13 33.74 35.43 60,611.20    63,648.00    66,830.40      70,179.20      73,694.40 BUILDING INSPECTOR I 323         26.19 24.94         27.50 28.88 30.33 51,875.20    54,475.20    57,200.00      60,070.40      63,086.40 MECHANIC II 324         27.97 26.63         29.37 30.84 32.39 55,390.40    58,177.60    61,089.60      64,147.20      67,371.20 WATER DIST WORKER IV 325         29.15 27.76         30.61 32.15 33.76 57,740.80    60,632.00    63,668.80      66,872.00      70,220.80 BUILDING INSPECTOR II 326         31.82 30.30         33.42 35.10 36.86 63,024.00    66,185.60    69,513.60      73,008.00      76,668.80 ENGINEERING TECH/INSPECTO 328         25.80 24.57         27.09 28.45 29.88 51,105.60    53,664.00    56,347.20      59,176.00      62,150.40 SENIOR ACCOUNTING TECHNIC 329         23.37 22.25         24.54 25.77 27.06 46,280.00    48,609.60    51,043.20      53,601.60      56,284.80 EQUIPMENT MAINT LEADWORK 330         30.15 28.71         31.66 33.25 34.92 59,716.80    62,712.00    65,852.80      69,160.00      72,633.60 FACILITIES MAINT LEADWORK 331         24.81 23.62         26.06 27.37 28.74 49,129.60    51,604.80    54,204.80      56,929.60      59,779.20 FAC MAINT WRK I 332         20.95 19.95         22.00 23.10 24.26 41,496.00    43,576.00    45,760.00      48,048.00      50,460.80 FAC MAINT WRK II 333         23.00 21.90         24.15 25.36 26.63 45,552.00    47,840.00    50,232.00      52,748.80      55,390.40 MAINTENANCE WRK I 334         20.95 19.95         22.00 23.10 24.26 41,496.00    43,576.00    45,760.00      48,048.00      50,460.80 MAINTANENCE WRK II 335         23.00 21.90         24.15 25.36 26.63 45,552.00    47,840.00    50,232.00      52,748.80      55,390.40 LEAD WATER TREAT & PROD OPERATOR 336         30.59 29.13         32.12 33.73 35.42 60,590.40    63,627.20    66,809.60      70,158.40      73,673.60 STREET MAINT LEADWORKER 339         24.81 23.62         26.06 27.37 28.74 49,129.60    51,604.80    54,204.80      56,929.60      59,779.20 WASTEWATER LEADWORKER 340         24.43 23.26         25.66 26.95 28.30 48,380.80    50,814.40    53,372.80      56,056.00      58,864.00 WASTEWATER COLL WRK I 341         20.95 19.95         22.00 23.10 24.26 41,496.00    43,576.00    45,760.00      48,048.00      50,460.80 WASTEWATER COLL WRK I 342         23.00 21.90         24.15 25.36 26.63 45,552.00    47,840.00    50,232.00      52,748.80      55,390.40 COMMUNITY DEVELOPMENT TECHNICIAN 343         25.80 24.57         27.09 28.45 29.88 51,105.60    53,664.00    56,347.20      59,176.00      62,150.40 RECREATION PROGRAM COORDINATOR 344         21.25 20.23         22.32 23.44 24.62 42,078.40    44,200.00    46,425.60      48,755.20      51,209.60 FY 2023/24 SALARY SCHEDULE
1095
PERMIT TECHNICIAN 345         29.35 27.95         30.82 32.37 33.99 58,136.00    61,048.00    64,105.60      67,329.60      70,699.20 ENGINEERING TECH I 346         25.48 24.26         26.76 28.10 29.51 50,460.80    52,998.40    55,660.80      58,448.00      61,380.80 ENGINEERING TECH II 347         29.49 28.08         30.97 32.52 34.15 58,406.40    61,339.20    64,417.60      67,641.60      71,032.00 LEAD PARK AND ABATEMENT SPECIALIST 348         21.25 20.23         22.32 23.44 24.62 42,078.40    44,200.00    46,425.60      48,755.20      51,209.60 ACCOUNTING SPECIALIST 349         25.25 24.04         26.52 27.85 29.25 50,003.20    52,520.00    55,161.60      57,928.00      60,840.00 WATER SYSTEMS OPERATOR I 350         29.14 27.75         30.60 32.13 33.74 57,720.00    60,611.20    63,648.00      66,830.40      70,179.20 WATER SYSTEMS OPERATOR II 351         30.60 29.14         32.13 33.74 35.43 60,611.20    63,648.00    66,830.40      70,179.20      73,694.40 WATER SYSTEMS OPERATOR III 352         32.13 30.60         33.74 35.43 37.21 63,648.00    66,830.40    70,179.20      73,694.40      77,396.80 WATER SYSTEMS OPERATOR IV 353         33.74 32.13         35.43 37.21 39.08 66,830.40    70,179.20    73,694.40      77,396.80      81,286.40 LEAD WATER SYSTEMS OPERATOR 354         35.43 33.74         37.21 39.08 41.04 PUBLIC SAFETY DISP CLERK 401         24.87 23.68         26.12 27.43 28.81 49,254.40    51,729.60    54,329.60      57,054.40      59,924.80 PUB SAFETY DISPATCH SUPER 402         32.16 30.62         33.77 35.46 37.24 63,689.60    66,892.80    70,241.60      73,756.80      77,459.20 POLICE OFFICER 403         37.11 35.34         38.97 40.92 42.97 73,507.20    77,188.80    81,057.60      85,113.60      89,377.60 POLICE SENIOR 405         41.55 39.57         43.63 45.82 48.12 82,305.60    86,424.00    90,750.40      95,305.60      100,089.60 POLICE SERGEANT 406         48.38 46.07         50.80 53.34 56.01 95,825.60    100,630.40 105,664.00    110,947.20    116,500.80 POLICE RECRUIT 407         ‐ 26.42            ‐      ‐      ‐      54,953.60    ‐                ‐                  ‐                 ‐ COMMUNITY SERVICES OFFICE 501         20.16 19.20         21.17 22.23 23.35 39,936.00    41,932.80    44,033.60      46,238.40      48,568.00 EVIDENCE & PROPERTY TECHNICIAN 502         22.33 21.26         23.45 24.63 25.87 44,220.80    46,446.40    48,776.00      51,230.40      53,809.60 RECORDS TECHNICIAN 503         19.95 19.00         20.95 22.00 23.10 39,520.00    41,496.00    43,576.00      45,760.00      48,048.00 IT SUPPORT ANALYST 703         36.07 34.35         37.88 39.78 41.77 71,448.00    75,025.60    78,790.40      82,742.40      86,881.60 PAYROLL SPECIALIST 704         25.25 24.04         26.52 27.85 29.25 50,003.20    52,520.00    55,161.60      57,928.00      60,840.00 EXECUTIVE ASSISTANT 705         23.91 22.77         25.11 26.37 27.69 47,361.60    49,732.80    52,228.80      54,849.60      57,595.20 HUMAN RESOURCES ANALYST 706         36.07 34.35         37.88 39.78 41.77 71,448.00    75,025.60    78,790.40      82,742.40      86,881.60 HUMAN RESOURCE TECHNICIAN 707         25.25 24.04         26.52 27.85 29.25 50,003.20    52,520.00    55,161.60      57,928.00      60,840.00 RECREATION LEADER II 801         16.86 16.05         17.71 18.60 19.53 33,384.00    35,068.80    36,836.80      38,688.00      40,622.40 RECREATION LEADER III 802         17.71 16.86         18.60 19.53 20.51 35,068.80    36,836.80    38,688.00      40,622.40      42,660.80 COMM SERVICE OFFICER 803         16.86 16.05         17.71 18.60 19.53 33,384.00    35,068.80    36,836.80      38,688.00      40,622.40 NUTRITION COORDINATOR 804         16.86 16.05         17.71 18.60 19.53 33,384.00    35,068.80    36,836.80      38,688.00      40,622.40 FACILITY ATTENDANT 806         18.02 17.16         18.93 19.88 20.88 SENIOR COORDINATOR 808         21.25 20.23         22.32 23.44 24.62 SECRETARY II 809         22.75 21.66         23.89 25.09 26.35 45,052.80    47,320.00    49,691.20      52,187.20      54,808.00 POLICE RESERVE 810        26.70
CITY INTERN 811         16.86 16.05         17.71 18.60 19.53 PARK ABATEMENT SPECIALIST 816         20.02 19.06         21.03 22.09 23.20 POLICE CADET 818         16.86 16.05         17.71 18.60 19.53 PW FIELD TECHNICIAN 819         16.86 16.05         17.71 18.60 19.53 CRIMINAL INVESTIGATIVE ANALYST 820         38.69 36.84         40.63 42.67 44.81 MECHANIC HELPER 821         16.86 16.05         17.71 18.60 19.53 RECREATION LEADER I / CITY CORP TRAINEE 822         ‐ 16.05            ‐      ‐      ‐ CODE ENFORCEMENT INSPECTOR 823         29.35 27.95         30.82 32.37 33.99 COUNCILMEMBER 900       ‐ 600.00            ‐      ‐      ‐ Notes
10% Engineer's Certificate included in range 108 & 207
Rec Leader III will be adjusted at 5% above Rec Leader II should minimum wage increase The law requires the lesser of 3.5 percent and the rate of change in the averages of the two most recent U.S. CPI‐W unless those averages are negative. If negative, no increase or decrease
Minimum wage of $16.05 is based on assumed increase of 3.5%. This change will only become effective if and when California law is changed requiring this increase 1096
0 Hourly Hourly Hourly Hourly Hourly Annual Annual Annual Annual Annual Position Hourly-1 Hourly-2 Hourly-3 Hourly-4 Hourly-5 Annual-1 Annual-2 Annual-3 Annual-4 Annual-5 CITY MANAGER 100       ‐ 107.05            ‐      ‐      ‐      222,664.00 ‐                ‐                  ‐                 ‐ HUMAN RESOURCES ADMINISTRATOR 102         63.69 60.65         66.88 70.23 73.75 126,152.00 132,475.20 139,110.40    146,078.40    153,400.00 PARKS & RECREATION DIRECTOR 103         66.68 63.50         70.02 73.53 77.21 132,080.00 138,694.40 145,641.60    152,942.40    160,596.80 PLANNING DIRECTOR 106         68.92 65.63         72.37 75.99 79.79 136,510.40 143,353.60 150,529.60    158,059.20    165,963.20 FINANCE DIRECTOR/CITY TREASURER 107         68.04 64.80         71.45 75.03 78.79 134,784.00 141,523.20 148,616.00    156,062.40    163,883.20 PUB WORKS DIR/CITY ENGINE 108         75.41 71.81         79.19 83.15 87.31 149,364.80 156,852.80 164,715.20    172,952.00    181,604.80 POLICE CHIEF 109         77.38 73.69         81.25 85.32 89.59 153,275.20 160,950.40 169,000.00    177,465.60    186,347.20 ASSISTANT CITY MANAGER 110         75.84 72.22         79.64 83.63 87.82 150,217.60 157,747.20 165,651.20    173,950.40    182,665.60 CHIEF TECHNOLOGY OFFICER 111         64.40 61.33         67.62 71.01 74.57 127,566.40 133,952.00 140,649.60    147,700.80    155,105.60 ASSISTANT FINANCE DIRECTOR 202         50.34 47.94         52.86 55.51 58.29 99,715.20    104,707.20 109,948.80    115,460.80    121,243.20 POLICE COMMANDER 205         64.50 61.42         67.73 71.12 74.68 127,753.60 134,160.00 140,878.40    147,929.60    155,334.40 ASSISTANT PUB WORKS DIRECTOR 207         61.47 58.54         64.55 67.78 71.17 121,763.20 127,857.60 134,264.00    140,982.40    148,033.60 CHIEF BUILDING OFFICIAL 208         47.37 45.11         49.74 52.23 54.85 93,828.80    98,529.60    103,459.20    108,638.40    114,088.00 ASSISTANT POLICE CHIEF 209         70.17 66.82         73.68 77.37 81.24 138,985.60 145,953.60 153,254.40    160,929.60    168,979.20 PLANNING COMMISSIONER 213         ‐ 50.00            ‐      ‐      ‐ PLANNING MANAGER 214         52.83 50.31         55.48 58.26 61.18 104,644.80 109,886.40 115,398.40    121,180.80    127,254.40 WATER OPERATIONS SUPERINTENDENT 215         57.39 54.65         60.26 63.28 66.45 113,672.00 119,371.20 125,340.80    131,622.40    138,216.00 PLANNER, ASSISTANT/GIS ANALYST 258         34.75 33.09         36.49 38.32 40.24 68,827.20    72,280.00    75,899.20      79,705.60      83,699.20 ENGINEERING TECH. SR. 259         35.62 33.92         37.41 39.29 41.26 70,553.60    74,089.60    77,812.80      81,723.20      85,820.80 PLANNER, ASSOCIATE 263         39.37 37.49         41.34 43.41 45.59 77,979.20    81,889.60    85,987.20      90,292.80      94,827.20 MANAGEMENT ANALYST 265         41.36 39.39         43.43 45.61 47.90 81,931.20    86,028.80    90,334.40      94,868.80      99,632.00 ACCOUNTANT 268         36.37 34.63         38.19 40.10 42.11 72,030.40    75,649.60    79,435.20      83,408.00      87,588.80 WATER SUPERVISOR 272         39.29 37.41         41.26 43.33 45.50 77,812.80    81,723.20    85,820.80      90,126.40      94,640.00 PURCHASING AGENT 273         41.36 39.39         43.43 45.61 47.90 81,931.20    86,028.80    90,334.40      94,868.80      99,632.00 SR. RECORDS SUPERVISOR 274         34.15 32.52         35.86 37.66 39.55 67,641.60    71,032.00    74,588.80      78,332.80      82,264.00 ADMINISTRATIVE ANALYST I 275         26.11 24.86         27.42 28.80 30.24 51,708.80    54,308.80    57,033.60      59,904.00      62,899.20 RECREATION SUPERVISOR 276         34.15 32.52         35.86 37.66 39.55 67,641.60    71,032.00    74,588.80      78,332.80      82,264.00 PARKS & FACILITIES SUPERVISOR 277         34.15 32.52         35.86 37.66 39.55 67,641.60    71,032.00    74,588.80      78,332.80      82,264.00 FLEET SUPERVISOR 278         34.15 32.52         35.86 37.66 39.55 67,641.60    71,032.00    74,588.80      78,332.80      82,264.00 STREETS MAINTENANCE SUPERVISOR 279         34.15 32.52         35.86 37.66 39.55 67,641.60    71,032.00    74,588.80      78,332.80      82,264.00 ADMINISTRATIVE ANALYST II 280         32.64 31.08         34.28 36.00 37.80 64,646.40    67,891.20    71,302.40      74,880.00      78,624.00 ASSOCIATE ENGINEER 281         46.41 44.20         48.74 51.18 53.74 91,936.00    96,532.80    101,379.20    106,454.40    111,779.20 EMERGENCY SERVICES COORDINATOR 282         36.37 34.63         38.19 40.10 42.11 72,030.40    75,649.60    79,435.20      83,408.00      87,588.80 CITY CLERK 283         34.15 32.52         35.86 37.66 39.55 67,641.60    71,032.00    74,588.80      78,332.80      82,264.00 CUSTODIAN 301         21.79 20.75         22.88 24.03 25.24 43,160.00    45,323.20    47,590.40      49,982.40      52,499.20 CUST SERVICES REP 302         21.79 20.75         22.88 24.03 25.24 43,160.00    45,323.20    47,590.40      49,982.40      52,499.20 WATER DISTRIBUTION OPERATOR I 304         26.19 24.94         27.50 28.88 30.33 51,875.20    54,475.20    57,200.00      60,070.40      63,086.40 ADMINISTRATIVE ASSISTANT 309         21.91 20.86         23.01 24.17 25.38 43,388.80    45,572.80    47,860.80      50,273.60      52,790.40 ANIMAL SERVICES COORDINAT 311         22.88 21.79         24.03 25.24 26.51 45,323.20    47,590.40    49,982.40      52,499.20      55,140.80 SR. ADMINISTRATIVE ASST. 313         23.00 21.90         24.15 25.36 26.63 45,552.00    47,840.00    50,232.00      52,748.80      55,390.40 WATER DISTRIBUTION OPERATOR II 314         27.49 26.18         28.87 30.32 31.84 54,454.40    57,179.20    60,049.60      63,065.60      66,227.20 MECHANIC I 315         23.24 22.13         24.41 25.64 26.93 46,030.40    48,339.20    50,772.80      53,331.20      56,014.40 WATER TREATMENT/PROD OPERATOR I 318         28.86 27.48         30.31 31.83 33.43 57,158.40    60,028.80    63,044.80      66,206.40      69,534.40 WATER TREATMENT/PROD OPERATOR II 320         30.33 28.88         31.85 33.45 35.13 60,070.40    63,086.40    66,248.00      69,576.00      73,070.40 WATER DIST OPERATOR III 321         28.86 27.48         30.31 31.83 33.43 57,158.40    60,028.80    63,044.80      66,206.40      69,534.40 LEAD WATER DIST OPERATOR 322         31.83 30.31         33.43 35.11 36.87 63,044.80    66,206.40    69,534.40      73,028.80      76,689.60 BUILDING INSPECTOR I 323         27.24 25.94         28.61 30.05 31.56 53,955.20    56,659.20    59,508.80      62,504.00      65,644.80 MECHANIC II 324         29.09 27.70         30.55 32.08 33.69 57,616.00    60,507.20    63,544.00      66,726.40      70,075.20 WATER DIST WORKER IV 325         30.33 28.88         31.85 33.45 35.13 60,070.40    63,086.40    66,248.00      69,576.00      73,070.40 BUILDING INSPECTOR II 326         33.10 31.52         34.76 36.50 38.33 65,561.60    68,848.00    72,300.80      75,920.00      79,726.40 ENGINEERING TECH/INSPECTO 328         26.84 25.56         28.19 29.60 31.08 53,164.80    55,827.20    58,635.20      61,568.00      64,646.40 SENIOR ACCOUNTING TECHNIC 329         24.30 23.14         25.52 26.80 28.14 48,131.20    50,544.00    53,081.60      55,744.00      58,531.20 EQUIPMENT MAINT LEADWORK 330         31.36 29.86         32.93 34.58 36.31 62,108.80    65,228.80    68,494.40      71,926.40      75,524.80 FACILITIES MAINT LEADWORK 331         25.80 24.57         27.09 28.45 29.88 51,105.60    53,664.00    56,347.20      59,176.00      62,150.40 FAC MAINT WRK I 332         21.79 20.75         22.88 24.03 25.24 43,160.00    45,323.20    47,590.40      49,982.40      52,499.20 FAC MAINT WRK II 333         23.92 22.78         25.12 26.38 27.70 47,382.40    49,753.60    52,249.60      54,870.40      57,616.00 MAINTENANCE WRK I 334         21.79 20.75         22.88 24.03 25.24 43,160.00    45,323.20    47,590.40      49,982.40      52,499.20 MAINTANENCE WRK II 335         23.92 22.78         25.12 26.38 27.70 47,382.40    49,753.60    52,249.60      54,870.40      57,616.00 LEAD WATER TREAT & PROD OPERATOR 336         31.82 30.30         33.42 35.10 36.86 63,024.00    66,185.60    69,513.60      73,008.00      76,668.80 STREET MAINT LEADWORKER 339         25.80 24.57         27.09 28.45 29.88 51,105.60    53,664.00    56,347.20      59,176.00      62,150.40 WASTEWATER LEADWORKER 340         25.41 24.20         26.69 28.03 29.44 50,336.00    52,852.80    55,515.20      58,302.40      61,235.20 WASTEWATER COLL WRK I 341         21.79 20.75         22.88 24.03 25.24 43,160.00    45,323.20    47,590.40      49,982.40      52,499.20 WASTEWATER COLL WRK I 342         23.92 22.78         25.12 26.38 27.70 47,382.40    49,753.60    52,249.60      54,870.40      57,616.00 COMMUNITY DEVELOPMENT TECHNICIAN 343         26.84 25.56         28.19 29.60 31.08 53,164.80    55,827.20    58,635.20      61,568.00      64,646.40 RECREATION PROGRAM COORDINATOR 344         22.10 21.04         23.21 24.38 25.60 43,763.20    45,968.00    48,276.80      50,710.40      53,248.00 FY 2024/25 SALARY SCHEDULE
1097
PERMIT TECHNICIAN 345         30.53 29.07         32.06 33.67 35.36 60,465.60    63,502.40    66,684.80      70,033.60      73,548.80 ENGINEERING TECH I 346         26.51 25.24         27.84 29.24 30.71 52,499.20    55,140.80    57,907.20      60,819.20      63,876.80 ENGINEERING TECH II 347         30.68 29.21         32.22 33.84 35.54 60,756.80    63,814.40    67,017.60      70,387.20      73,923.20 LEAD PARK AND ABATEMENT SPECIALIST 348         22.10 21.04         23.21 24.38 25.60 43,763.20    45,968.00    48,276.80      50,710.40      53,248.00 ACCOUNTING SPECIALIST 349         26.27 25.01         27.59 28.97 30.42 52,020.80    54,641.60    57,387.20      60,257.60      63,273.60 WATER SYSTEMS OPERATOR I 350         30.31 28.86         31.83 33.43 35.11 60,028.80    63,044.80    66,206.40      69,534.40      73,028.80 WATER SYSTEMS OPERATOR II 351         31.83 30.31         33.43 35.11 36.87 63,044.80    66,206.40    69,534.40      73,028.80      76,689.60 WATER SYSTEMS OPERATOR III 352         33.43 31.83         35.11 36.87 38.72 66,206.40    69,534.40    73,028.80      76,689.60      80,537.60 WATER SYSTEMS OPERATOR IV 353         35.10 33.42         36.86 38.71 40.65 69,513.60    73,008.00    76,668.80      80,516.80      84,552.00 LEAD WATER SYSTEMS OPERATOR 354         36.85 35.09         38.70 40.64 42.68 PUBLIC SAFETY DISP CLERK 401         24.87 23.68         26.12 27.43 28.81 49,254.40    51,729.60    54,329.60      57,054.40      59,924.80 PUB SAFETY DISPATCH SUPER 402         32.16 30.62         33.77 35.46 37.24 63,689.60    66,892.80    70,241.60      73,756.80      77,459.20 POLICE OFFICER 403         37.11 35.34         38.97 40.92 42.97 73,507.20    77,188.80    81,057.60      85,113.60      89,377.60 POLICE SENIOR 405         41.55 39.57         43.63 45.82 48.12 82,305.60    86,424.00    90,750.40      95,305.60      100,089.60 POLICE SERGEANT 406         48.38 46.07         50.80 53.34 56.01 95,825.60    100,630.40 105,664.00    110,947.20    116,500.80 POLICE RECRUIT 407         ‐ 26.42            ‐      ‐      ‐      54,953.60    ‐                ‐                  ‐                 ‐ COMMUNITY SERVICES OFFICE 501         20.16 19.20         21.17 22.23 23.35 39,936.00    41,932.80    44,033.60      46,238.40      48,568.00 EVIDENCE & PROPERTY TECHNICIAN 502         22.33 21.26         23.45 24.63 25.87 44,220.80    46,446.40    48,776.00      51,230.40      53,809.60 RECORDS TECHNICIAN 503         19.95 19.00         20.95 22.00 23.10 39,520.00    41,496.00    43,576.00      45,760.00      48,048.00 IT SUPPORT ANALYST 703         37.52 35.73         39.40 41.37 43.44 74,318.40    78,041.60    81,952.00      86,049.60      90,355.20 PAYROLL SPECIALIST 704         26.27 25.01         27.59 28.97 30.42 52,020.80    54,641.60    57,387.20      60,257.60      63,273.60 EXECUTIVE ASSISTANT 705         24.88 23.69         26.13 27.44 28.82 49,275.20    51,750.40    54,350.40      57,075.20      59,945.60 HUMAN RESOURCES ANALYST 706         37.52 35.73         39.40 41.37 43.44 74,318.40    78,041.60    81,952.00      86,049.60      90,355.20 HUMAN RESOURCE TECHNICIAN 707         26.27 25.01         27.59 28.97 30.42 52,020.80    54,641.60    57,387.20      60,257.60      63,273.60 RECREATION LEADER II 801         16.86 16.05         17.71 18.60 19.53 33,384.00    35,068.80    36,836.80      38,688.00      40,622.40 RECREATION LEADER III 802         17.71 16.86         18.60 19.53 20.51 35,068.80    36,836.80    38,688.00      40,622.40      42,660.80 COMM SERVICE OFFICER 803         16.86 16.05         17.71 18.60 19.53 33,384.00    35,068.80    36,836.80      38,688.00      40,622.40 NUTRITION COORDINATOR 804         16.86 16.05         17.71 18.60 19.53 33,384.00    35,068.80    36,836.80      38,688.00      40,622.40 FACILITY ATTENDANT 806         18.75 17.85         19.69 20.68 21.72 SENIOR COORDINATOR 808         22.10 21.04         23.21 24.38 25.60 SECRETARY II 809         23.66 22.53         24.85 26.10 27.41 46,862.40    49,212.80    51,688.00      54,288.00      57,012.80 POLICE RESERVE 810        26.70
CITY INTERN 811         16.86 16.05         17.71 18.60 19.53 PARK ABATEMENT SPECIALIST 816         20.83 19.83         21.88 22.98 24.13 POLICE CADET 818         16.86 16.05         17.71 18.60 19.53 PW FIELD TECHNICIAN 819         16.86 16.05         17.71 18.60 19.53 CRIMINAL INVESTIGATIVE ANALYST 820         40.24 38.32         42.26 44.38 46.60 MECHANIC HELPER 821         16.86 16.05         17.71 18.60 19.53 RECREATION LEADER I / CITY CORP TRAINEE 822         ‐ 16.05            ‐      ‐      ‐ CODE ENFORCEMENT INSPECTOR 823         30.53 29.07         32.06 33.67 35.36 COUNCILMEMBER 900       ‐ 600.00            ‐      ‐      ‐ Notes
10% Engineer's Certificate included in range 108 & 207
Rec Leader III will be adjusted at 5% above Rec Leader II should minimum wage increase The law requires the lesser of 3.5 percent and the rate of change in the averages of the two most recent U.S. CPI‐W unless those averages are negative. If negative, no increase or decrease
Minimum wage of $16.05 is based on assumed increase of 3.5% in FY 23/24. This change will only become effective if and when California law is changed requiring this increase. An additional increase will be required in FY 24/25 if the law requires. 1098

Appropriations Limit 2023
Following is the FY 2023/24 Appropriations limit calculation, as well as the Price Factor and Population Information as provided by the California Department of Finance.

Fiscal Year 23/24 Appropriations Limit

Per Capita COL Change 4.44+100 = 1.0444

4.44 100
Pct
Growth in population 0.89+100 = 1.0089

0.89 100
Pct

1.0444x1.0089 = 1.05369516

Population = 31,145

253 Growth = 0.82%

Prior Year limit = $ 27,991,581

Per Capita COL = 1.0444000

1.0444 x 1.0089 = 1.05369516

$27,991,581 x 1.0537 = $ 29,494,593

1099

 









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1102
RESOLUTION NO. 7471
A RESOLUTION ADOPTING THE 2023/24 AND FY 2024/25 FINAL OPERATING BUDGET FOR THE CITY OF SANTA PAULA AND ADOPTING THE 2023/24 AND FY 2024/25 CAPITAL IMPROVEMENT BUDGET.

The City Council of the City of Santa Paula does resolve as follows:

SECTION 1: The City Council finds and declares as follows:

A. The City Council reviewed the proposed final Operating Budget (“Budget”) and Capital Improvement Plan (“CIP”) for fiscal years 2023/24 and 2024/25; B. The Budget and CIP are based upon appropriate estimates and financial planning for the City’s operations, services, and capital improvements; C. The City Council conducted a budget workshop to receive public input on June 7th and June 14th, 2023;
D. In accordance with Government Code § 65401, the Santa Paula Public Works Department prepared and submitted a capital improvement plan (“CIP”) to the City’s Planning Department for transmission to the Planning Commission; E. Government Code § 65103(c) requires the Planning Commission to annually review the City’s CIP to determine whether the CIP is consistent with the Santa Paula General Plan;
F. The Planning Commission will determine on June 27th, 2023 that the projects included in the CIP are consistent with the City’s General Plan; G. All procedural requirements for adopting the City’s budget were fulfilled and the City Council was fully informed regarding the City’s current finances, projected revenue, and financial obligations; and
H. It is in the public interest for the City Council to adopt the Budget and CIP as proposed by the City Manager.

SECTION 2: ADOPTION. The Budget and the CIP attached to this Resolution, and incorporated by reference, are approved and adopted subject only to the authorizations set forth below. Such approval and adoption includes, without limitation, the Position Control Listing of Authorized Positions, Classification and Compensation Plans set forth in the Budget which may recognize new classifications and remove unused classifications.

SECTION 3: APPROPRIATIONS LIMIT.

A. Article XIIIB of the California Constitution requires the City to set its Appropriations Limit on an annual basis.

B. The City’s Appropriations Limit may be adjusted annually based upon inflation and population growth.

The City Council may choose the method of calculating adjustments to the City’s Appropriations Limit on an annual basis. For inflation, pursuant to Article XIIIB, 1103
§ 8(e)(2), adjustments to the Appropriations Limit may be calculated using either the percentage change in per capita personal income from the preceding year or the percentage change in the local assessment roll from the preceding year because of local nonresidential new construction. For population growth, pursuant to Government Code § 7901(b), the City may either use the percentage growth either in its jurisdiction or from the surrounding county.

C. Pursuant to Article XIIIB of the California Constitution, and those Government Code sections adopted pursuant to Article XIIIB, § 8(f), the City Council chooses to adjust the City’s Appropriations Limit by calculating inflation using the percentage change in per capita personal income from the preceding year provided by the Department of Finance and calculating population growth by using the percentage change in population in Ventura County.

D. The City’s Appropriations Limit, the City Council sets the Appropriations Limit for fiscal year 2023/24 at $29,494,593.

SECTION 4: BUDGET APPROPRIATIONS – GENERAL FUNDS. Based upon the Budget, the total General Fund operating budget, including Measure T, is $21,818,081 in FY 2023/24 and $23,045,174 in FY 2024/25. The City Manager, or designee, is authorized to implement the following appropriations for City Departments:

SECTION 5: BUDGET APPROPRIATIONS – ALL FUNDS. The City Manager, or designee, is authorized to implement the total city budget appropriations of $46,802,712 for FY 2023/24 and $48,755,258 for FY 2024/25 for personnel and supplies and services pursuant to Council action.

SECTION 6: CIP APPROPRIATIONS. Based upon the CIP, a total of $7,514,134 for FY 23/24 and $4,951,426 for FY 24/25 is approved for capital improvement projects. The City Manager, or designee, is authorized to implement the CIP as follows:
1104

SECTION 7: OVERHEAD. The City Manager, or designee, is authorized to use the approved Overhead Cost Allocation Plan.

SECTION 8: REAPPROPRIATION. The City Manager, or designee, is authorized to reappropriate any unused appropriations for capital projects, special projects, and grant programs at the close of Fiscal Year 2022/23 for the Budget and CIP.

SECTION 9: FUND OPERATING RESERVES. The City Manager, or designee, may appropriate any remaining revenues at the close of Fiscal Year 2022/23 into the applicable fund operating reserve on June 30, 2023.

SECTION 10: BUDGET ADJUSTMENTS. The Budget may be subsequently adjusted as follows:

A. By majority vote of the City Council;
B. By the City Manager, or designee, for all appropriation transfers between programs and sections within a City department and between appropriation units (e.g., salaries and benefits, services and supplies, and capital outlay) within programs;
C. By Department Directors for appropriation transfers between appropriation units within programs;
D. Object code expenditures within appropriation units in a program are not restricted so long as funding is available in the appropriation unit as a whole.

SECTION 11: CONTRACTING AUTHORITY.

A. The City Manager, or designee, is authorized to bid and award contracts for the equipment, supplies, and services approved in the Budget.

B. In accordance with the Santa Paula Municipal Code (“SPMC”), the City Manager is authorized to execute all contracts awarded for equipment, supplies, and services approved in the Budget.

C. Notwithstanding any dollar limitation set forth in the SPMC, the City Manager is authorized to execute contracts for purchasing equipment and supplies that are individually identified in the Budget regardless of total cost. The City Manager may, but is not required to, seek additional City Council approval for transactions FUND FY 23/24 FY 24/25
General Fund 235,000                 230,000
Measure T 1,485,134             1,367,426
NPDES Stormwater 50,000                   50,000
Public Meetings DIF ‐                          20,000
Transportation Development Act 300,000                 300,000 Roads & Rehab (SB 1) 550,000                 550,000
Federal Funding 2,000,000             ‐
Sewer 884,000                 884,000
Water 1,950,000             1,550,000
Harding Park 60,000                   ‐
Total 7,514,134             4,951,426
1105
made pursuant to this Section.

D. For all other services, equipment, and supplies, the City Manager is authorized to execute contracts in accordance with the SPMC.

SECTION 12: The City Clerk is directed to certify the adoption of this Resolution; record this Resolution in the book of the City’s original resolutions; and make a minute of the adoption of the Resolution in the City Council’s records and the minutes of this meeting.

SECTION 13: This Resolution will become effective immediately upon adoption and will remain effective unless repealed or superseded.

PASSED AND ADOPTED JUNE 21, 2023.
_______________________________
Andy Sobel, Mayor
ATTEST:
_____________________________
Julie Latshaw, City Clerk
Approved as to form:
_____________________________
Monica Castillo, Interim City Attorney
Approved as to content:
_______________________________
Daniel Singer, City Manager
1106

Fiscal Forecast Summary 2023
The following five year projection was calculated using an average change in activities over the past four years, along with additional information at staff’s disposal.

General Fund - 100 Fund FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 Revenue 100 17,268,504 18,525,381 15,476,677 16,205,801 16,467,267 Expenses 100 17,203,008 18,426,745 18,606,775 19,157,478 19,724,703 Surplus/(Deficit) 65,496 98,635 (3,130,098) (2,951,677) (3,257,435) Cable Fund - 103 Fund FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 Revenue 103 46,500 46,500 48,825 51,266 53,830
Expenses 103 38,000 38,000 39,520 40,706 41,927
Surplus/(Deficit) 8,500 8,500 9,305 10,561 11,903
Measure T Fund - 104 Fund FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 Revenue 104 4,512,022 4,512,022 4,737,623 4,927,128 5,074,942 Expenses 104 4,496,073 4,499,428 4,255,282 4,351,441 4,450,484 Surplus/(Deficit) 15,949 12,594 482,341 575,687 624,458 Recreation - 115 Fund FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 Revenue 115 87,000 87,000 91,350 95,918 100,713
Expenses 115 81,000 81,000 84,240 86,767 89,370
Surplus/(Deficit) 6,000 6,000 7,110 9,150 11,343
Assumptions
One Time Revenue have been removed for forecasting purposes with the exception of Harvest development fees
Revenues: 5% increase with the exception of Sales Tax and Commercial Franchise Fees Sales Tax increases in line with HDL projections.

Commercial Franchise Fees (Athens) include 7% increase in years 25/26 & 26/27 Operational Expenses: 4%, 3%, 3% increase in FYs 23/24, 24/25, and 25/26 respectively CIP: 5 year CIP projections included in figures
Measure T: The increased costs in General Fund can be paid for by Measure T if they are related to Streets, Youth, or Safety.

FIVE YEAR FISCAL FORECAST - GENERAL FUNDS
1107
FUND Personnel Supplies & Services Pers & SS CIP Expenses Revenue Surplus/(Deficit) Personnel 100 11,799,440 5,206,568 17,006,008 235,000 17,241,008 17,268,504 27,496 12,564,928 101 - - - - - - - -
103 - 38,000 38,000 - 38,000 46,500 8,500 -
104 2,721,951 288,988 3,010,939 1,485,134 4,496,073 4,512,022 15,949 2,860,860 105 - - - - - 50,000 50,000 -
106 - - - - - - - -
115 - 81,000 81,000 - 81,000 87,000 6,000 -
201 - 10,000 10,000 - 10,000 18,000 8,000 -
203 - 500 500 - 500 100 (400) -
204 - - - - - 2,000 2,000 -
205 - 131,656 131,656 50,000 181,656 40,000 (141,656) - 206 88,846 36,028 124,874 - 124,874 412,279 287,405 95,877 218 - - - - - 15,000 15,000 -
219 - - - - - 10,000 10,000 -
220 - - - - - 1,000 1,000 -
221 - - - - - 500 500 -
222 - - - - - - - -
223 - - - - - 500 500 -
224 - - - - - - - -
225 - - - - - - - -
226 - 68,888 68,888 - 68,888 1,500 (67,388) -
227 - - - - - 4,000 4,000 -
228 - - - - - 5,000 5,000 -
229 - 45,940 45,940 - 45,940 5,000 (40,940) -
280 692,696 1,002,026 1,694,722 - 1,694,722 1,393,770 (300,952) 742,846 281 - 544,995 544,995 300,000 844,995 1,043,000 198,005 - 282 - - - - - 4,900 4,900 -
283 - - - 550,000 550,000 768,658 218,658 -
305 - - - - - 8,300 8,300 -
307 - - - - - - - -
311 - 160,000 160,000 - 160,000 162,000 2,000 -
312 - 5,000 5,000 - 5,000 8,500 3,500 -
313 - - - - - - - -
314 - - - - - - - -
319 - - - - - - - -
320 - - - - - - - -
401 - - - 2,000,000 2,000,000 - (2,000,000) -
403 - - - - - - - -
405 58,986 38,000 96,986 - 96,986 108,000 11,014 61,266 409 - - - - - - - -
412 - 10,000 10,000 - 10,000 15,000 5,000 -
419 - - - - - - - -
450 - - - - - - - -
500 - 8,120 8,120 - 8,120 11,680 3,560 -
503 - 50,000 50,000 - 50,000 92,100 42,100 -
504 103,855 1,674,213 1,778,067 - 1,778,067 1,778,067 - 113,783 505 - 90,500 90,500 - 90,500 90,500 - -
600 - - - - - - - -
610 435,888 10,246,471 10,682,358 884,000 11,566,358 13,522,100 1,955,742 465,919 620 2,661,399 7,267,743 9,929,143 1,950,000 11,879,143 13,694,869 1,815,726 2,861,702 621 - - - - - 90,000 90,000 -
702 329,331 341,516 670,847 - 670,847 671,370 523 350,151 800 - 150,000 150,000 - 150,000 100,000 (50,000) -
801 - - - - - 3,000 3,000 -
802 - - - - - 1,500 1,500 -
803 - 137,000 137,000 60,000 197,000 146,500 (50,500) - 804 - 312,169 312,169 - 312,169 353,000 40,831 -
805 - - - - - - - -
TOTAL 18,892,392 27,945,320 46,837,712 7,514,134 54,351,846 56,545,719 2,193,873 20,117,333 2023/2024
Summary of Sources & Revenues
1108
Supplies & Services Pers & SS CIP Expenses Revenue Surplus/(Deficit) FUND Notes 18,254,745 5,689,817 230,000 18,484,745 18,525,381 40,635 100 - - - - - - 101
38,000 38,000 - 38,000 46,500 8,500 103
3,132,002 271,142 1,367,426 4,499,428 4,512,022 12,594 104 - - - - 50,000 50,000 105
- - - - - - 106
81,000 81,000 - 81,000 87,000 6,000 115
10,000 10,000 - 10,000 18,000 8,000 201
500 500 - 500 100 (400) 203 Fund Balance
- - - - 3,000 3,000 204
147,912 147,912 50,000 197,912 41,000 (156,912) 205 Transfer from Stormwater Fees 132,121 36,244 - 132,121 423,996 291,875 206 Transfer to Stormwater Quality - - - - 15,000 15,000 218
- - - - 10,000 10,000 219
- - - - 1,000 1,000 220
- - - - 500 500 221
- - - - - - 222
- - 20,000 20,000 500 (19,500) 223 Fund Balance (carryover less 9361) - - - - - - 224
- - - - - - 225
68,888 68,888 - 68,888 1,500 (67,388) 226 Fund Balance
- - - - 4,000 4,000 227
- - - - 5,000 5,000 228
45,940 45,940 - 45,940 5,000 (40,940) 229 Fund Balance
1,682,293 939,448 - 1,682,293 1,416,979 (265,315) 280 Fund Balance (carryover less 9285) 558,865 558,865 300,000 858,865 1,103,000 244,136 281
- - - - 5,000 5,000 282
- - 550,000 550,000 776,295 226,295 283
- - - - 8,300 8,300 305
- - - - - - 307
160,000 160,000 - 160,000 162,000 2,000 311
5,000 5,000 - 5,000 8,500 3,500 312
- - - - - - 313
- - - - - - 314
- - - - - - 319
- - - - - - 320
- - - - - - 401
- - - - - - 403
99,266 38,000 - 99,266 108,000 8,734 405
- - - - - - 409
- - - - 15,000 15,000 412
- - - - - - 419
- - - - - - 450
8,120 8,120 - 8,120 11,680 3,560 500
51,200 51,200 - 51,200 92,100 40,900 503
1,820,828 1,707,046 - 1,820,828 1,820,828 (0) 504
90,500 90,500 - 90,500 90,500 - 505
- - - - - - 600
10,900,927 10,435,008 884,000 11,784,927 13,750,580 1,965,653 610 10,217,942 7,356,239 1,550,000 11,767,942 14,031,164 2,263,222 620 - - - - 85,000 85,000 621
699,052 348,901 - 699,052 699,576 524 702
150,000 150,000 - 150,000 100,000 (50,000) 800 Fund Balance - General Plan - - - - 3,000 3,000 801
- - - - 1,500 1,500 802
137,000 137,000 - 137,000 146,500 9,500 803
313,156 313,156 - 313,156 353,000 39,844 804
- - - - - - 805
48,805,258 28,687,926 4,951,426 53,756,684 58,538,000 4,781,316 TOTAL 2024/2025
Summary of Sources & Revenues
1109

Revenues – General Funds 2023
FUND
2020‐2021
Activity
2021‐2022
Activity
2022‐2023
Budget
2023‐2024
Proposed
2024‐2025
Proposed
General 14,348,062 15,040,598 15,261,541 17,268,504 18,525,381 General - Reserve 689,246 - - - -
Cable 73,961 60,327 46,500 46,500 46,500
Measure T 3,803,175 4,500,085 4,100,000 4,512,022 4,512,022 Measure T - Reserve (2,272) - 20,000 50,000 50,000
Vehicle Replacement 99,450 - - - -
Recreation 42,233 85,002 154,500 87,000 87,000
19,686,012 19,053,855 19,582,541 21,964,026 23,220,903
2020‐2021
Activity
2021‐2022
Activity
2022‐2023
Budget
2023‐2024
Proposed
2024‐2025
Proposed
City Manager 3,016 - 3,000 3,600 3,600
Human Resources - - - - -
Information Technology - - - - -
Comm Econ Dev 2,442,564 2,243,563 2,138,186 3,856,366 4,851,236 Parks & Recreation 153,790 201,307 664,476 212,040 215,290 Finance 32,418 27,838 28,000 15,500 15,500
Police 901,976 877,335 986,647 819,979 855,154
Public Works 112,690 127,224 80,500 100,100 112,700
Non Departmental 15,407,402 16,208,746 15,681,732 16,956,441 17,167,423 Capital Improvements - - - - -
19,686,012 19,053,855 19,582,541 21,964,026 23,220,903
Category with sub cats
2020‐2021
Activity
2021‐2022
Activity
2022‐2023
Budget
2023‐2024
Proposed
2024‐2025
Proposed
Charges for Service 1,408,542 1,358,664 2,098,813 4,454,108 3,172,790 Planning/Bldg & Safety 874,976 674,418 898,686 3,695,550 2,390,401 Other 483,689 734,124 1,200,127 758,558 782,389
Licenses & Permits 1,868,417 1,511,539 1,339,500 254,106 2,577,625 Planning/Bldg & Safety 1,759,177 1,361,259 1,230,000 136,816 2,447,835 Other 109,241 150,280 109,500 117,290 129,790
Fines & Penalties 120,732 112,382 91,500 95,000 102,000 Other Revenue 418,504 384,836 30,500 21,500 25,500
Intergovernmental Revenues 352,240 459,841 433,496 468,871 486,565 Property Related 4,101,422 4,373,347 4,650,163 4,804,258 4,939,110 Property Taxes 940,937 972,805 867,000 907,600 925,552
In Lieu of VLF 3,160,485 3,400,543 3,783,163 3,896,658 4,013,558 Sales Tax 6,912,274 7,893,048 7,400,000 7,972,364 7,972,364 Other Taxes 404,117 576,321 368,000 420,500 428,500
Franchise Fee 812,000 891,133 845,000 1,067,750 1,110,880 Investments & Rents 23,538 22,585 112,365 162,365 162,365 Transfers 2,632,070 2,102,315 2,213,204 2,243,204 2,243,204 Total 19,053,855 19,686,012 19,582,541 21,964,026 23,220,903

REVENUE BY FUND - GENERAL FUND

REVENUE BY DEPARTMENT - GENERAL FUND

REVENUE BY CATEGORY - GENERAL FUND
1110

Revenues – General Funds 2023
1111
Position
FY22‐23
Adopted
FY23‐24
Proposed
FY24‐25
Proposed Position
FY22‐23
Adopted
FY23‐24
Proposed
FY24‐25
Proposed
CITY MANAGER POLICE
City Manager 1                      1                     1                    Police Chief 1                 1               1 Admin Secretary/City Clerk 1                      1                     1                    Police Commander 2                 2               2 Management Analyst 1                      1                     1                    Police Sergeant 6                 6               6 Executive Assistant 0.8                   1                     1                    Senior Police Officer 7                 7               7 Human Recources Administrator 1                      1                     1                    Police Officer 16              16            16 Human Resource Analyst 1                      1                     1                    Public Safety Dispatch Supervisor 1                 1               1 HR Technician 0.5                   1                     1                    Public Safety Dispatch Clerk 5                 5               5 Chief Technology Officer 1                      1                     1                    Sr. Records Supervisor 1                 1               1 IT Analyst 1                      1                     1                    Community Services Officer 2                 2               2 Department Total  8.10                 9.00                9.00               Community Services Officer* 0.61           0.61         0.61 Evidence & Property Technician 1                 1               1 Parks and Recreation Records Technician 2                 2               2 Parks and Recreation Director 1                      1                     1                    Animal Services Coordinator 1                 1               1 Recreation Supervisor  1                      1                     1                    Emergency Services Coordinator 1                 1               1 Administrative Assistant 1                      1                     1                    Police Cadet* 0.96           0.96         0.96 Parks and Facilities Supervisor 1                      1                     1                    Secretary II* ‐             ‐           ‐ Facility Maintenace Worker I 2                      2                     2                    Police Reserves 0.18           ‐           ‐ Facility Maintenace Worker II 2                      3                     3                    Executive Assistant 0.80           0.80         0.80 Lead Park and Abatement Specialist 1                      1                     1                    Department Total  48.55         48.37       48.37 Recreation Program Coordinator  3                      3                     3                    Note: Police Officer 17th position in FY 21/22 solely for hiring overlap Recreation Coordinator** ‐                   ‐                  ‐                 PUBLIC WORKS Senior Coordinator* ‐                   ‐                  ‐                 Public Works Director 1                 1               1 Nutrition Coordinator* 0.70                 0.70                0.70               Assistant Public Works Director 1                 1               1 Facility Attendant* 2                      2.16                2.16               Management Analyst 1                 1               1 Park Abatement Specialist* 1.15                 2.31                2.31               Administrative Analyst I 2                 2               2 Recreation Leader** 5.58                 4.72                4.72               Administrative Analyst II 1                 1               1 City Corp Trainee*** ‐                   3.38                3.38               Associate Engineer 1                 1               1 Administrative Analyst I ‐                   0.85 1 Permit Technician  1                 1               1 Custodian  ‐                   2 2 Water Operations Superintendent 1                 1               1 Department Total  21.43              29.12             29.27            Street Maintenance Leadworker 1                 1               1 Maintenance Worker I 1                 1               1 FINANCE Maintenance Worker II 3                 3               3 Finance Director 1                      1                     1                    Fleet Supervisor 1                 1               1 Assistant Finance Director 1                      1                     1                    Mechanic II 2                 2               2 Payroll Specialist 1                      1                     1                    Mechanic Helper*** 0.48           ‐           ‐ Accountant 2                      2                     2                    Water System Operator I ‐             ‐           ‐ Accounting Specialist 3                      3                     3                    Water System Operator II 7                 7               7 Customer Service Representative 2                      2                     2                    Water System Operator III 3                 3               3 Department Total  10                    10                   10                  Water System Operator IV 2                 2               2 Department Total  29.48         29            29
COMMUNITY AND ECONOMIC DEVELOPMENT
Community & Economic Dev Director 1                      1                     1                    Non‐Departmental Planning & Economic Dev Manager 1                      1                     1                    Intern*** 0.48           0.48         0.48 Chief Building Official 1                      1                     1 Code Enforcement Inspector * 1                     1                    FULL TIME EQUIVALENT POSITIONS 129.04      137.97    138.12 Assistant Planner 1                      ‐                  ‐ Assistant Planner/GIS Analyst 1                      1                     1                    *  Part Time Associate Planner 1                      1                     1                    ** Seasonal (Rec Leaders include seasonal and year round) Community Development Technician 1                      1                     1                    *** Limited Term, (intern equivalent of $15,000 full cost) Permit Technician 1                      1                     1                    ELECTED/APPOINTED OFFICIALS Building Inspector I 1                      1                     1                    Mayor & Councilmembers 5                 5               5 Community Development Specialist 1                      1                     1                    Planning Commissioners 5                 5               5 Administrative Analyst I 1                      1                     1 Management Analyst ‐                   1                     1 Department Total  11                    12                   12 *Code Enforcement was limited term in 22/23
Summary of Funded Positions ‐ Full Time Equivalents
1112

CITY MANAGER’S DEPARTMENT ൢൠൢൣ
Department Description: The City Manager Department is responsible for the overall management and administration of the City. This is accomplished through the implementation of City Council policies and direction, by providing leadership and direction to department heads in the ongoing operations of their departments, and by application of the city’s ordinances and policies. Responsibilities of the Department include: Personnel/Employee Relations, Risk Management, Information Technology Systems, public information and outreach, policy development and legislative advocacy, grant management, and retention of all city records and Municipal Elections. In addition, the City Manager Department coordinates with and provides support to the City Council, City Attorney, and City Clerk’s offices.

Budget Commentary: The City Manager Department provides direct and indirect services and staff support to all operating departments within the City. As such, the majority of costs are supported by the General Fund, with some indirect charges to the two utility funds and other major funds. Revenues include only minor fees for various services to the public and charges to mobile home parks for a portion of the costs associated with the administration of the City’s Mobile Home Rent Control Ordinance.

Portions of the expenses are recovered through a citywide overhead charge to non-General Funds. The City also received government access fees through its cable television franchise which are spent on equipment and programming designed to provide the pubic with access to local news and information content.

Major expenses of the department include staffing, contracts for legal services, IT equipment, service contracts, and the expensing of insurance premiums and various citywide initiatives.

City Manager
Chief
Technology
Officer
I.T. Analyst
Human
Resources
Administrator
Human
Resource
Analyst
HR Technician
Executive
Assistant
Management
Analyst City Clerk
1113

CITY MANAGER’S DEPARTMENT ൢൠൢൣ
City Council
Goals and Objectives: The City Council, as the policy making body of city government, is charged by law with meeting all the obligations and responsibilities of the City through the use of its general legislative powers. Councilmembers are currently elected from the City at large however, beginning in 2024, the City will transition to by-district elections whereby voters will vote for one councilmember who lives in their district. Councilmembers bear the ultimate responsibility for the competent, responsive, fiscallysound functioning of the diverse offices and departments which form city government. The Council selects annually, from their group, a Mayor and Vice Mayor. The Council also serves as the Board of Directors for the Public Financing Authority and the Santa Paula Utility Authority.

Members of the Council serve on various regional boards and commissions, internal topical subcommittees, and as invited community representatives to various entities and non-governmental organizations.

The City Council provides general policy direction for the overall operation of the City by establishing necessary laws, policies and strategies to guide the organization, including a Legislative Platform and a comprehensive Strategic Plan.

Budget Commentary: For FY 23-24 and FY 24-25, the City Council has allocated $12,500 and $14,500, respectively, for Training/Workshops/Meetings to attend events such as conferences with the League of California Cities or to lobby in Washington D.C. with our legislators. Attending these events allows City Council officials to enhance their knowledge and skills to influence policy-making decisions that affect the City. The budget also includes an allocation of $50,000 in FY 23-24 and $25,000 in FY 24- 25 to allow for the investigation of new revenue opportunities with a public survey and potential ballot measure. The second fiscal year also contains $14,000 for an outside facilitator to work with the City Council to establish an updated Strategic Plan. Finally, the budget accommodates support to outside agencies in the amount of $150,000 per year for SPIRIT of Santa Paula to support the year-round homeless shelter, and $30,000 per year to the Chamber of Commerce for economic engagement activities and support for the arts.
1114

CITY MANAGER’S DEPARTMENT ൢൠൢൣ
1115

CITY MANAGER’S DEPARTMENT ൢൠൢൣ
City Manager’s Office
Department Mission: To foster collaboration and innovation to create a 21st century city that works effectively to serve the Santa Paula community.

Department Description: The City Manager’s Office is responsible for the implementation of City Council policy by directing and coordinating the operations of the city through leadership and direction to city departments in the administration of their operations, and is responsible for providing direct support to the City Council in developing legislative and executive policy. The City Manager’s office includes separate budgets for the City Manager, City Attorney, City Clerk, Personnel, Risk Management, Information Technology, Non-Department Administration, Cable Television, and Mobile Home Rent Review.

Accomplishments from FY 2022/23:
 Navigated the organization through allocating $7.1 million dollars in one-time American Rescue Plan Act (ARPA) funds for a variety of programs, projects and initiatives.  Hired an Interim Chief of Police upon the retirement of the former Police Chief.  Worked with an ad hoc committee to create the organizations first Diversity, Equity & Inclusion (DEI) Report with recommendations on future actions.
 Made progress on several of Council’s 2021-2023 Strategic Plan objectives and led efforts on the development of a new, comprehensive 2-year Strategic Plan for 2023-2025.  Navigated the Districting process moving the City from at-large general elections to by-district elections in 2024.
 Assisted in renewing the downtown Property Business Improvement District (PBID) through 2027.  Work with the City Council and Public Works Department to successfully execute a new longterm solid waste franchise agreement for Santa Paula.  Secured $2 million dollars in federal congressional funding for the Harvard Blvd. Water/Sewer and Pavement Rehabilitation Project.
 Received federal legislative support from three legislators for $1.5 million dollars in federal funding for the Mesa Tanks Replacement Project.
 Conducted an in-depth review of city revenue opportunities and brought those to Council for discussion and direction.

Top Priorities FY 2023 through 2025:
 Oversight and execution of the myriad of objectives contained in the Council’s new Strategic Plan.  Work alongside the PBID Board and the Chamber of Commerce to realize enhancements to the City’s downtown core.
 Assist the community in transitioning to a new energy provider, Clean Power Alliance (CPA).  Identify funding sources in order to continue to deliver the City’s comprehensive Pavement Management Plan and other critical infrastructure projects.  Help to deliver programs, purchases and services associated with the American Rescue Plan.  Establish a more robust intern and apprentice program to introduce individuals to local government employment opportunities.
 Bring about the delivery of numerous energy efficiency measures and solar energy projects.  Coordination with the City Attorney on a comprehensive review of the City’s Municipal Code.  Utilize $1.48 million dollars in Transportation Development Act (TDA) grant funds to engineer and construct up to 2.48 miles of new bike trails which would allow multi-modal access from the west end of town to the east end town.
1116

CITY MANAGER’S DEPARTMENT ൢൠൢൣ
Budget Commentary: For FY 23-24 and FY 24-25, the City Manager’s Department has allocated $45,386 and $56,647 for dues and subscriptions. These include membership dues for numerous entities and associations, including: The League of California Cities, Interface, Economic Development Collaborative, Ventura Local Agency Formation Commission, Ventura County Association of Government, and other such organizations. For FY 23-24 and FY 24-25, an allocation of $20,000 each year is for the Fellows program through Lead for America. In addition, FY 23-24 and FY 24-25, $20,000 and $10,500, respectively, for Training/Workshops/Meetings for the enhancement, knowledge, and skills to influence policy-making decisions that affect the City. The City outsources assistance with grant writing, public relations and legislative appropriations and has budgeted $167,000 in each fiscal year to accomplish these priorities. Staff continues to examine alternatives to this outsourcing model. 1117

CITY MANAGER’S DEPARTMENT ൢൠൢൣ
City Attorney
Department Mission: To provide the highest quality legal services and advice to the Mayor, City Council, City Manager, all other appointed representatives, as well as to the departments that comprise the City of Santa Paula government.

Department Description: To provide necessary legal services and guidance to assure that all City functions are performed in accordance with applicable state and federal laws. The City Attorney serves as legal advisor to the City Council, City Manager, Planning Commission and Department Heads, assists with mandated training, and advises the City on the interpretation of new laws and policies. The City Attorney reviews legal documents and contracts as required and provides support for complex public records act requests.

Budget Commentary: FY 23-24 and FY 24-25 have an allocation of $180,000 and $185,000 respectively, for Professional/Contract Services-Legal and $10,000 a year for mobile home rent review.

The City of Santa Paula contracts with the law firm of Best, Best, and Krieger for City Attorney services. Monica Castillo is the appointed Interim City Attorney and chief legal officer of the City. City Attorney duties include the provision of legal advice to the City Council and City staff; supervision of all matters of legal significance; preparation of legal opinions; review and drafting of ordinances, resolutions, contracts, and program guidelines; and defense of challenges to City actions, laws, policies, and procedures.

Costs reflected under this line item have now been consolidated from other departments, so as to reflect the total cost to the City for legal services.
1118

CITY MANAGER’S DEPARTMENT ൢൠൢൣ
City Clerk
Goals and Objectives: The City Clerk’s office administers, manages, and supervises the activities of the City Clerk’s Office including preparation of City Council agendas, ensuring adherence to the Brown Act. The City Clerk administers general municipal and special elections and maintains election campaign records, accepts all legal documents including claims and subpoenas, and records requiring legal documents and maps, maintains custody of City Council records, oversees compliance with the Political Reform Act and Public Records Act, prepares and maintains minutes of City Council proceedings, including maintaining original Ordinances and Resolutions, codify code ordinances, publishes legal notices, processes the filing of Statements of Economic Interest for City officials and designated employees, oversees the recruitment process for members of City boards, committees and commissions, processing resignations and new appointments and updating the City’s Maddy Act list, participates in official bid openings, holds and maintains the city seal, administers the Oath of Office, and provides general public customer service support as part of the City Manager’s Office team.

Accomplishments in FY 2021/22 - 22/23:
 Administered the 2022 General Election filling three City Council positions.  Coordinated the filling of all City committee, commission and boards  Updated the City Conflict of Interest Code
 Provided training on the new Granicus agenda-management software  Attended the two-year program academy through the International Institute Municipal Clerks (IIMC), obtaining certification as Certified Municipal Clerk (CMC) and California Professional Municipal Clerk (CPMC) through the University of California Riverside Extension Goals for FY 2023 through 2025:
 Preparing for and administering the 2024 Presidential General Municipal Election, including the new election based districting
 Continue coordinating the filling of all City commission, committee and board vacancies  Continue the coordination and training of staff for agenda-management and Public Records Act Request Public Portal software
 Coordinate Contract Services for Records Retention, Implementation, Destruction Procedures, and Training
 Coordinate the setup and training of DocuSign
Budget Commentary: FY 23-24 and 24-25 an allocation for $33,465 and $35,435 respectively, for Professional/Contract/Software. Such services as Granicus agenda management, JustFOIA public portal for public records request, and upcoming implementation of DocuSign. Budget includes costs for offsite self-storage, and record retention and implementation and destruction procedures, and training.

In addition, Election fees of $25,000 increase in the second fiscal year to cover costs associated with the 2024 Presidential General Municipal Election, covering extra costs associated with District Based Elections, and possible upcoming Ballot Measure.
1119

CITY MANAGER’S DEPARTMENT ൢൠൢൣ
1120

CITY MANAGER’S DEPARTMENT ൢൠൢൣ
Information Technology
The Information Technology Division is responsible for management of the City’s ongoing operations and maintenance of all the City’s technology and communication systems, including computers, hardware, software, and telephone, radio, cable television and broadcasting systems. This division consists of two full-time positions.

Accomplishments in FY 2022/23:
 A telecommunications audit/restructuring, saving $44,000 per year for the city  Upgrades to police/public works radio equipment, stocked critical 911 spare parts  Upgraded cabling, power and cooling systems for City Hall computer room  Repaired multiple problems with 1610 AM radio station, added new content  Repaired some problems with Water dept monitoring systems  Added digital radio encryption to 911 consoles to support upgraded vehicle radios  Designed, budgeted, and deployed a replacement phone system for City sites  Upgraded internet capacity to support cloud-based services Goals for 2023 through 2025:
 Replace approximately 30 workstations
 Upgrade Channel 10 studio equipment and add remote video feed from school district  Enhance fixed/mobile EOC communication capability (phone/radio/network)  Evaluate potential cost savings of moving services from onsite servers to cloud  Upgrade onsite data storage capacity
 Improve Water Department communication system and assist with new SCADA equipment
 Evaluate transition to new countywide radio system
 Create a properly engineered design for backup power generators at primary City sites  Assist Public Works with the City solar power initiative  Investigate the feasibility of fiber optic cabling within the City for various purposes Budget Commentary: FY 23-24 and FY 24-25 an allocation of $136,312 and 135,112 respectively, for Utility-Telephone services from agencies such as Frontier Communications, Spectrum Cable, Verizon Wireless, AT&T Mobility, and other telecommunication providers. FY 23-24 and FY 24-25 an allocation of $265,700 per FY for Professional/Contract services and Computer/Software from Microsoft, Tyler Technologies, Inc., Granicus, Inc., Quality Automation Systems, Tracnet Corporation, and other companies. FY 23-24 and FY 24-25 an allocation of $103,900 per FY for Minor Equipment – Computers which represents the purchase and replacement of various computer equipment, monitors, desktops, power backup, radio communication, and other related minor equipment. 1121

CITY MANAGER’S DEPARTMENT ൢൠൢൣ
Note:  1505 Program was previous cable program under the Parks Department. The programs have been merged to display historical data
1122

CITY MANAGER’S DEPARTMENT ൢൠൢൣ
Human Resources/Risk Management
Human Resources (Personnel/Employee Relations) is responsible for the recruitment, compensation, and training of City personnel; maintenance of all City personnel records; employee benefits administration; and general oversight of citywide staffing. This Program is responsible for employee relations, including administration of the City’s Personnel Rules and Regulations, and the conducting of contract negotiations with the City’s employee associations. Risk Management provides for the centralized accounting of the City’s risk management program consisting of: public liability, property damage and vehicle insurance coverage; Workers’ Compensation administration; and the Citywide Safety Program.

Accomplishments from FY 2022/2023:
 Navigated through changing Covid-19 State, Centers for Disease Control and Prevention (CDC), and Families First Coronavirus Response Act (FFCRA) requirements and guidelines to provide City staff with needed support and accommodations to ensure a safe and healthy working environment.
 Spearheaded efforts to “Reopen the City” after Covid-19 closures through special taskforce.  Successfully recruited 13 full-time positions including the Chief of Police.  Introduce methodology to Council for conducting future compensation and classification studies with input from the six employee union and bargaining groups.  Initiated labor negotiations for successor labor agreements with six unions and employee groups.
 Recognized and celebrated Employee of the Year/Quarter through the Quality Improvement Committee (QIC).
 Successfully organized and hosted “virtual” employee appreciation events within Covid-19 guidelines through the Quality Improvement Committee (QIC).

Goals for 2023-2025:
 Review, revise and update the City’s Personnel Rules & Regulations, Administrative Policies and the New Employee Orientation Manual.
 Enhance and introduce new programs and practices aimed at enhancing employee engagement, enrichment and training in accordance with the newly Council adopted Employee Engagement Resolution No. 7332.
 Enhance the Worker’s Compensation program through the implementation of a new Return-toWork Program.  Introduce “New Employee” onboarding program.
 Continue to provide regulatory and professional enrichment training to City employees.  Continue to assist departments in hiring a highly qualified workforce keeping in mind the diversity of applicants and customer service focus of our organization.  Continue to monitor compensation structure to ensure competiveness with public comparators, based on the Council-supported survey philosophy.
 Continue to revamp employee recognition programs and organize employee appreciation events through the Quality Improvement Committee (QIC).
1123

CITY MANAGER’S DEPARTMENT ൢൠൢൣ
Budget Commentary: Fiscal year 23-25 includes funding for a new Human Resources Technician. Adding an additional position to the Human Resources Division will allow for the opportunity to enhance human resources services and programs, and introduce new efforts to help promote a healthy, happy and motivated workforce.
1124

CITY MANAGER’S DEPARTMENT ൢൠൢൣ
1125

PARKS AND RECREATION ൢൠൢൣ
Department Description: The Parks and Recreation Department is responsible for the administration of the Santa Paula Community Center; Recreation & Community Services; Senior Services; Santa Paula Train Depot; Union Oil Building; Boys & Girls Club Building; Park Maintenance; Buildings and Grounds Maintenance; Graffiti Abatement Program.

The Department administers the maintenance of all City parks, the bike trail, and city buildings as well as the scheduling and usage of 10 city athletic fields and two shared athletic fields; five of them are lighted.

The Parks & Recreation Department is also responsible for the administration of recreation and community services programs, activities and special events for all residents. The department provides centralized information on facility rentals, sport fields reservations, jolly jump permits, registration for classes and activities, senior programs and referrals, department sponsored special events, youth and adult sports leagues, preschool age programs, Santa Paula Proud volunteer program and citywide special event permits and filming permits.

The Parks & Recreation staff also act as a liaison to the Recreation Commission, the Senior Advisory Committee, and the Harding Park Advisory Board.

Parks & Recreation
Director
Recreation
Supervisor
Recreation
Program
Coordinator
(3)
Parks & Facilities
Supervisor
Facility Maintenance
Worker I (2)
Facility Maintenance
Worker II (3)
Custodian (2)
Lead Park &
Abatement
Specialist
Administrative
Analyst I
Administrative
Assistant
1126

PARKS AND RECREATION ൢൠൢൣ
Part Time/Seasonal Positions
The Department survives because of the assistance provided by numerous seasonal and part-time employees. This includes full-time-equivalent (FTE) positions, as follows: 4.72 FTE Recreation Leaders (I-III); 3.38 FTE City Corp Trainees; 0.70 FTE Senior Nutrition Coordinator; 2.16 FTE Facility Attendant;

2.31 FTE Park Abatement Specialist.

Department Goals: To provide community and quality of life through people, parks and programs by providing opportunities for positive recreational and leisure activities for all ages and to ensure safe and healthy recreational facilities through maintenance, repairs and beautification. 1127

PARKS AND RECREATION ൢൠൢൣ
Community Center Program
Program Description: The Community Center serves as the administrative offices for the Parks & Recreation Department and provides space for recreational programs, classes, special events, and activities for all residents of Santa Paula. The Community Center is also the home of the Senior Center.

The senior center provides daily programs and classes for seniors along with service referrals. In addition, the center is home to the Senior Nutrition Program, which provides daily congregate and home delivered meals. When not in use for City sponsored programs, the Community Center can be rented by local groups, nonprofit organizations, businesses, and individuals for social, cultural, business and recreational activities. The Community Center hosts wedding receptions, private parties, business seminars, conferences or banquets. The facility includes a commercial kitchen and accommodates banquets up to 265 participants.

Accomplishments for FY 2021/22 & FY 2022/23:
 Reestablished a digital recreation guide for the community. The guide is published three times per year.
 Implemented online registration software.
 Hired a full time Recreation Program Coordinator for Senior Services.  Started an archery class and indoor pickle ball program for seniors.  Served 37,719 meals as part of the senior nutrition program.

Goals for FY 2023/24 & FY 2024/25:
 Use volunteer management software to help better manage our volunteer database, hours of service, and ongoing volunteer opportunities.
 Offer quarterly excursions as part of senior center offerings.

Budget Commentary: For the Community Center, we see an allotment to office supplies in the amount of $5,500 for each fiscal year. This covers office supplies for the entire department. There is also $7,500 for shop and field; these funds will be allocated for Senior Services programs. In addition, $8,500 in endowment funds helps with building maintenance and improvements such as paint, flooring, and furniture.
1128

PARKS AND RECREATION ൢൠൢൣ
FY 2020/21
Activity
FY 2021/22
Activity
FY 2022/23
Budget
FY 2022/23
YTD
FY 2023/24
Proposed
FY 2024/25
Proposed
Department: 1501 ‐ P&R.‐COMMUNITY CENTER
Fund: 100 ‐ GENERAL
100‐5‐1501‐001 SALARIES‐FULL TIME 63,545           60,965           100,102        39,832           88,663           94,601 100‐5‐1501‐002 SALARIES‐PART TIME 30,485           25,822           38,477           38,089           83,570           88,729 100‐5‐1501‐003 SALARIES‐OVERTIME ‐                 512                3,465             64                  5,884             6,206 100‐5‐1501‐004 LEAVE CASH OUT ‐                 ‐                 ‐                 1,260             ‐                 ‐ 100‐5‐1501‐041 CAFETERIA ALLOWANCE 13,312           13,479           25,920           12,438           21,600           23,400 100‐5‐1501‐042 RETIREMENT 6,105             6,429             10,364           5,808             12,956           13,885 100‐5‐1501‐043 WORKERS COMP 5,959             4,593             11,703           6,232             21,145           23,003 100‐5‐1501‐044 MEDICARE 1,564             1,438             2,065             1,088             2,903             3,094 100‐5‐1501‐045 UNEMPLOYMENT 3,218             176                ‐                 ‐                 ‐                 ‐ 100‐5‐1501‐046 LONG TERM DISABILITY 284                248                516                159                473                505 100‐5‐1501‐047 RETIREMENT ‐ PERS UNFUNDED AC                 788 ‐                1,078             1,108             1,036             1,094 100‐5‐1501‐048 CLOTHING ALLOWANCE ‐                 ‐                 381                ‐                 460                460 100‐5‐1501‐049 CELL PHONE ALLOWANCE 514                411                ‐                 5                     ‐                 ‐ 100‐5‐1501‐050 GROUP LIFE INSURANCE ‐                 6                     ‐                 130                ‐                 ‐ 100‐5‐1501‐120 SUPPLIES‐OFFICE 1,735             2,675             5,500             4,332             5,500             5,500 100‐5‐1501‐123 SUPPLIES‐SHOP & FIELD 1,603             315                ‐                 ‐                 7,500             7,500 100‐5‐1501‐150 RECOGNITIONS/AWARDS ‐                 832                1,000             229                800                800 100‐5‐1501‐209 PROF/CONTR SVCS‐OTHER 7,505             5,364             17,000           6,163             12,000           14,000 100‐5‐1501‐301 MAINT‐BLDGS & IMPROVEMENTS 7,686             13,872           9,500             10,156           8,500             8,500 100‐5‐1501‐352 TRAINING/WORKSHOPS/MEETINGS ‐                 75 100‐5‐1501‐360 EDUCATIONAL REIMBURSEMENT ‐                 ‐                 2,500             ‐                 2,500             2,500 Fund: 100 ‐ GENERAL Total: 143,515        137,        924        127,167 229,572        275,489        293,776 Fund: 104 ‐ GENERAL FUND‐MEASURE T
104‐5‐1501‐001 SALARIES‐FULL TIME ‐                 10,968           ‐                 69,355           ‐                 ‐ 104‐5‐1501‐041 CAFETERIA ALLOWANCE ‐                 500                ‐                 ‐                 ‐                 ‐ 104‐5‐1501‐042 RETIREMENT ‐                 699                ‐                 3,917             ‐                 ‐ 104‐5‐1501‐043 WORKERS COMP ‐                 106                ‐                 2,326             ‐                 ‐ 104‐5‐1501‐044 MEDICARE ‐                 167                ‐                 913                ‐                 ‐ 104‐5‐1501‐046 LONG TERM DISABILITY ‐                 38                  ‐                 192                ‐                 ‐ 104‐5‐1501‐049 CELL PHONE ALLOWANCE ‐                 16                  ‐                 ‐                 ‐                 ‐ 104‐5‐1501‐050 GROUP LIFE INSURANCE ‐                 1                     ‐                 147                ‐                 ‐ Fund: 104 ‐ GENERAL FUND‐MEASURE T Total: ‐                 12,495           ‐                 76,850           ‐                 ‐ Fund: 115 ‐ GENERAL RECREATION PRO
115‐5‐1501‐002 SALARIES‐PART TIME 12,977           11,250           23,418           ‐                 ‐                 ‐ 115‐5‐1501‐042 RETIREMENT 243                ‐                 937                ‐                 ‐                 ‐ 115‐5‐1501‐043 WORKERS COMP 340                106                256                ‐                 ‐                 ‐ 115‐5‐1501‐044 MEDICARE 188                163                340                ‐                 ‐                 ‐ Fund: 115 ‐ GENERAL RECREATION PRO Total: 13,748           11,520           24,950           ‐                 ‐                 ‐ Fund: 412 ‐ AMERICAN RESCUE PLAN
412‐5‐1501‐001 SALARIES‐FULL TIME ‐                 896                ‐                 ‐                 ‐                 ‐ 412‐5‐1501‐042 RETIREMENT ‐                 100                ‐                 ‐                 ‐                 ‐ 412‐5‐1501‐123 SUPPLIES‐SHOP & FIELD ‐                 331                13,669           779                ‐                 ‐ 412‐5‐1501‐209 PROF/CONTR SVCS‐OTHER ‐                 20,000           20,000           20,000           ‐                 ‐ 412‐5‐1501‐610 EQUIPMENT‐NEW 3,121             23,147           58,732           40,065           ‐                 ‐ 412‐5‐1501‐660 IMPROV OTHER THAN BLDGS‐REHA                 ‐ ‐                 300,000        318,462        ‐                 ‐ Fund: 412 ‐ AMERICAN RESCUE PLAN Total: 3,121             44,473           392,401        379,305        ‐                 ‐ Department: 1501 ‐ P&R.‐COMMUNITY CENTER Total: 160,384        206,        412        583,322 646,923        275,489        293,776 1129

PARKS AND RECREATION ൢൠൢൣ
Recreation and Community Services
Program Description: Recreation and Community Services provide the community with programs, special interest classes, special events, excursions, volunteer opportunities - Santa Paula Proud, and activities for all ages. Programs and classes include Preschool, T-ball, Youth Basketball, Dance, Archery, Tumbling, Yoga, Art, Youth Summer Camps, and Community Carnivals. The department also focuses on youth development programs such as All Children Thrive, City Corps, and the Police Activity League. In addition, the department will be working towards developing special needs programming opportunities such as Challenger Sports and monthly social events for families.

Accomplishments from FY 2021/22 & FY 2022/23:
 Established a Santa Paula Police Activities League chapter.  Partnered with the Santa Paula School District to offer free summer camp at two school sites.  Successfully established an All Children Thrive program as a California Department of Public Health pilot city.
 Established City Corps program; focused on career exploration and community service.  Created a Mobile Activity Center; inclusive of the City Corps wagon train.  Increased adult recreational opportunities by offering archery, kickball, and reintroducing softball.

Goals for FY 2023/24 & FY 2024/25:
 Partner with the Santa Paula School District to offer a free youth sports program; including offering additional sports (flag football, cheer, and track).
 Create additional program opportunities for adult participants by increasing classes and adult sports programs.
 Open a youth center on the west end of the City; City Corps / P.A.L. Center (formerly the Cultural Arts Building).
 Create ongoing volunteer opportunities for residents and host a minimum of two Santa Paula Beautiful Days per year.

Budget Commentary: For FY 23-24 and FY 24-25, the Parks and Recreation Department has allocated $45,000 respectively for professional services. This entails a budget for class instructors, the development of new classes, support for P.A.L., All Children Thrive, and online registration software; this also includes a city subsidy for classes and programs. There is also $15,000 allocated each year to support the Santa Paula Proud volunteer program and the Santa Paula Beautiful events that are held twice a year. In addition, there is $33,000 for supplies for recreation programs and $39,500 to support community special events such as Easter / Earth Day, Come See Santa, Arbor Day, the Halloween Carnival, Spring into Summer, Summer Concerts, and the Santa Tours. Lastly, there is one-time funding in FY 23-24 in the amount of $9,000 to assist with the opening of a youth center on the west side of town.
1130

PARKS AND RECREATION ൢൠൢൣ
FY 2020/21
Activity
FY 2021/22
Activity
FY 2022/23
Budget
FY 2022/23
YTD
FY 2023/24
Proposed
FY 2024/25
Proposed
Department: 1502 ‐ P&R‐RECREATION PROGRAM
Fund: 100 ‐ GENERAL
100‐5‐1502‐001 SALARIES‐FULL TIME 177,658        188,        959        130,976 185,561        255,070        161,797 100‐5‐1502‐002 SALARIES‐PART TIME 7,050             41,195           375,704        80,277                  123,539 166,236 100‐5‐1502‐003 SALARIES‐OVERTIME ‐                 ‐                 4,675             ‐ 100‐5‐1502‐004 LEAVE CASH OUT ‐                 ‐                 ‐                 5,040             2,375             2,471 100‐5‐1502‐021 CAR ALLOWANCE 4,249             4,232             4,200             3,877             4,200             4,200 100‐5‐1502‐041 CAFETERIA ALLOWANCE 20,774           21,771           21,600           11,600           27,185           12,000 100‐5‐1502‐042 RETIREMENT 20,991           20,204           25,668           16,439           35,726           26,655 100‐5‐1502‐043 WORKERS COMP 9,744             11,183           16,042           10,517           26,386           18,335 100‐5‐1502‐044 MEDICARE 3,064             3,768             4,879             3,373             6,666             4,408 100‐5‐1502‐045 UNEMPLOYMENT 8,095             289                ‐                 ‐                 ‐                 ‐ 100‐5‐1502‐046 LONG TERM DISABILITY 834                882                1,018             581                1,308             819 100‐5‐1502‐047 RETIREMENT ‐ PERS UNFUNDED AC                 3,373 ‐             3,993             4,105             3,528             3,544 100‐5‐1502‐049 CELL PHONE ALLOWANCE 1,554             1,548             ‐                 1,127             ‐                 ‐ 100‐5‐1502‐050 GROUP LIFE INSURANCE ‐                 24                  ‐                 322                ‐                 ‐ 100‐5‐1502‐120 SUPPLIES‐OFFICE 1,922             ‐                 1,000             ‐                 ‐                 ‐ 100‐5‐1502‐121 SUPPLIES‐CLOTHING/UNIFORMS ‐                 247                11,200           5,854             8,000             8,000 100‐5‐1502‐123 SUPPLIES‐SHOP & FIELD 2,394             1,713             42,500           10,043           7,500             7,500 100‐5‐1502‐156 SPECIAL EVENT ‐                 3,378             5,000             5,283             17,000           16,000 100‐5‐1502‐181 RECREATION PROGRAMS 4,792             5,162             12,000           114                15,000           15,000 100‐5‐1502‐199 SUSPENSE‐EXPENDITURE ‐                 23,279           64,194           18,878           ‐                 ‐ 100‐5‐1502‐209 PROF/CONTR SVCS‐OTHER ‐                 928                86,300           218                5,000             5,000 100‐5‐1502‐305 VEHICLE FUEL 4,115             5,721             4,000             5,171             6,293             6,608 100‐5‐1502‐352 TRAINING/WORKSHOPS/MEETINGS                3,602 695             29,500           3,211             4,500             4,500 100‐5‐1502‐610 EQUIPMENT‐NEW 7,086             17,431           ‐                 92                  ‐                 ‐ Fund: 100 ‐ GENERAL Total: 275,017        358,        888        317,098 894,360        596,648        420,375 Fund: 104 ‐ GENERAL FUND‐MEASURE T
104‐5‐1502‐001 SALARIES‐FULL TIME 112,478        111,        910        86,142 140,463                  276,255 155,859 104‐5‐1502‐002 SALARIES‐PART TIME 20,632           91,055           109,711        154,612        123,661        168,862 104‐5‐1502‐003 SALARIES‐OVERTIME ‐                 317                3,490             ‐                 2,735             7,870 104‐5‐1502‐004 LEAVE CASH OUT ‐                 ‐                 1,825             1,898 104‐5‐1502‐041 CAFETERIA ALLOWANCE 22,225           22,683           24,000           23,887           32,400           48,485 104‐5‐1502‐042 RETIREMENT 9,603             11,811           14,478           13,267           18,959           31,104 104‐5‐1502‐043 WORKERS COMP 7,854             10,500           13,703           11,696           16,227           27,149 104‐5‐1502‐044 MEDICARE 2,143             3,280             3,678             3,824             4,589             7,299 104‐5‐1502‐045 UNEMPLOYMENT 12,168           479                ‐                 ‐                 ‐                 ‐ 104‐5‐1502‐046 LONG TERM DISABILITY 527                515                647                444                797                1,426 104‐5‐1502‐047 RETIREMENT ‐ PERS UNFUNDED AC                 164 ‐                219                226                517                644 104‐5‐1502‐049 CELL PHONE ALLOWANCE 849                798                ‐                 501                ‐                 ‐ 104‐5‐1502‐050 GROUP LIFE INSURANCE ‐                 14                  ‐                 314                ‐                 ‐ 104‐5‐1502‐120 SUPPLIES‐OFFICE 134                1,247             3,000             166                2,500             2,500 104‐5‐1502‐123 SUPPLIES‐SHOP & FIELD 9,069             17,219           25,500           19,343           25,500           25,500 104‐5‐1502‐150 RECOGNITIONS/AWARDS ‐                 2,210             5,000             3,891             6,500             6,500 104‐5‐1502‐156 SPECIAL EVENT 7,715             15,950           20,500           12,752           22,500           22,500 104‐5‐1502‐209 PROF/CONTR SVCS‐OTHER 30,985           27,531           75,000           40,270           40,000           40,000 104‐5‐1502‐280 UTILITY‐ELECTRIC ‐                 ‐                 ‐                 3,322             ‐                 ‐ 104‐5‐1502‐352 TRAINING/WORKSHOPS/MEETINGS                  234 73                6,500             2,824             6,500             6,500 104‐5‐1502‐610 EQUIPMENT‐NEW ‐                 ‐                 40,000           37,131                       ‐ 9,000 Fund: 104 ‐ GENERAL FUND‐MEASURE T Total: 236,456        317,        917        414,610 485,890        470,069        674,492 1131

PARKS AND RECREATION ൢൠൢൣ
FY 2020/21
Activity
FY 2021/22
Activity
FY 2022/23
Budget
FY 2022/23
YTD
FY 2023/24
Proposed
FY 2024/25
Proposed
Fund: 115 ‐ GENERAL RECREATION PRO
115‐5‐1502‐002 SALARIES‐PART TIME ‐                 ‐                 ‐                 ‐                 ‐                 ‐ 115‐5‐1502‐042 RETIREMENT ‐                 ‐                 ‐                 ‐                 ‐                 ‐ 115‐5‐1502‐043 WORKERS COMP ‐                 ‐                 ‐                 ‐                 ‐                 ‐ 115‐5‐1502‐044 MEDICARE ‐                 ‐                 ‐                 ‐                 ‐                 ‐ 115‐5‐1502‐123 SUPPLIES‐SHOP & FIELD 2,957             89                  10,000           170                10,000           10,000 115‐5‐1502‐181 RECREATION PROGRAMS 23,676           47,255           60,000           46,617           46,000           46,000 115‐5‐1502‐182 SENIOR ACTIVITIES ‐                 11,609           30,000           3,009             25,000           25,000 115‐5‐1502‐610 EQUIPMENT‐NEW 31,308           ‐                 ‐                 ‐                 ‐                 ‐ Fund: 115 ‐ GENERAL RECREATION PRO Total: 57,941           58,953           100,000        49,796           81,000           81,000 Fund: 405 ‐ AAA (AREA AGCY ON AGING)
405‐5‐1502‐001 SALARIES‐FULL TIME ‐                 351                2,227             ‐                 9,731             10,466 405‐5‐1502‐002 SALARIES‐PART TIME 69,914           92,300           48,687           41,121           36,958           37,658 405‐5‐1502‐003 SALARIES‐OVERTIME ‐                 ‐                 661                709 405‐5‐1502‐041 CAFETERIA ALLOWANCE ‐                 ‐                 720                ‐                 2,820             3,090 405‐5‐1502‐042 RETIREMENT 4,704             4,934             4,061             3,190             5,078             5,379 405‐5‐1502‐043 WORKERS COMP 3,163             3,520             2,293             1,603             2,135             2,343 405‐5‐1502‐044 MEDICARE 1,014             1,343             739                596                728                753 405‐5‐1502‐046 LONG TERM DISABILITY ‐                 ‐                 11                  ‐                 51                  55 405‐5‐1502‐047 RETIREMENT ‐ PERS UNFUNDED AC                 681 ‐                785                807                797                784 405‐5‐1502‐048 CLOTHING ALLOWANCE ‐                 ‐                 24                  ‐                 29                  29 405‐5‐1502‐123 SUPPLIES‐SHOP & FIELD 13,633           11,604           ‐                 13,652           12,000           12,000 405‐5‐1502‐130 SUPPLIES‐MEALS ON WHEELS 32,127           23,645           ‐                 10,885           26,000           26,000 405‐5‐1502‐209 PROF/CONTR SVCS‐OTHER 1,876             10,245           ‐                 303                ‐                 ‐ 405‐5‐1502‐352 TRAINING/WORKSHOPS/MEETINGS                 ‐ ‐                 ‐                 ‐                 ‐                 ‐ Fund: 405 ‐ AAA (AREA AGCY ON AGING) Total: 126,430        148,        59,547 623           72,156           96,986           99,266 Fund: 412 ‐ AMERICAN RESCUE PLAN
412‐5‐1502‐001 SALARIES‐FULL TIME ‐                 5,899             ‐                 ‐                 ‐                 ‐ 412‐5‐1502‐042 RETIREMENT ‐                 1,900             ‐                 ‐                 ‐                 ‐ 412‐5‐1502‐209 PROF/CONTR SVCS‐OTHER ‐                 ‐                 25,000           ‐                 ‐                 ‐ 412‐5‐1502‐610 EQUIPMENT‐NEW ‐                 ‐                 30,000           14,364           ‐                 ‐ Fund: 412 ‐ AMERICAN RESCUE PLAN Total: ‐                 7,799             55,000           14,364           ‐                 ‐ Fund: 450 ‐ HUD‐ CDBG
450‐5‐1502‐002 SALARIES‐PART TIME 298                ‐                 ‐                 ‐                 ‐                 ‐ 450‐5‐1502‐043 WORKERS COMP 3                     ‐                 ‐                 ‐                 ‐                 ‐ 450‐5‐1502‐044 MEDICARE 4                     ‐                 ‐                 ‐                 ‐                 ‐ Fund: 450 ‐ HUD‐ CDBG Total: 306                ‐                 ‐                 ‐                 ‐                 ‐ Department: 1502 ‐ P&R‐RECREATION PROGRAM Total: 696,149        892,        1, 179     868,025 594,796        1,244,703     1,275,134 1132

PARKS AND RECREATION ൢൠൢൣ
Buildings and Grounds Program

Program Description: To provide maintenance and improvements for public Parks, Buildings, and Grounds, as well as other City owned properties. The program includes two separate budgets for these activities.

Accomplishments from FY 2021/22 & FY 2022/23:
 Maintained 35.6 acres of park space in addition to the bike trail and city facilities & landscape.  Processed over 9,400 work orders.
 Completed the rehab project of the Harding Park Caretaker House; moved caretakers back on property.
 Hosted Arbor Day celebrations; Received Tree City USA designation (2 years).  Created a citywide tree inventory and tree maintenance program.  Remodeled Public Works administration offices.

Goals for FY 2023/24 & FY 2024/25:
 Replace restroom at Teague Park and complete Mill Park restroom rehab.  Reopen the Union Oil Building for public use and programming; begin all building repairs.  Upgrade / remodel Community Center lobby, restrooms, and auditorium.  Improve athletic field turf at both Las Piedras Park & Teague Park.  Complete Phase I of the Police Station remodel and upgrades; including the security fencing around the City Hall campus.
 Establish fees and maintenance plan for new sports park; contract landscape / athletic turf vendor for park maintenance.
 Host community meetings and establish a rehabilitation / restoration master plan for Barranca Park and the walking trail.

Budget Commentary: For the Building Maintenance Division, shop & field stays status quo at $45,000 per FY. Professional services slightly increased to $40,000 per FY; this expense is for pest control, back flow testing, contracted trade services, and other facility needs on an as needed basis. In addition, $35,000 has been budgeted each FY for facility improvements; painting, new flooring, and furniture.

The Parks & Grounds Division has allotted $45,000 for both FY 23-24 and FY 24-25 to shop and field supplies for regular maintenance items required to keep our parks and grounds clean and attractive.

There is also a request for $65,000 each year for tree trimming and care; this, along with Public Works funding for tree trimming, will assist with working towards meeting the City’s four year pruning grid cycle.

The department has also budgeted $15,000 in FY 23-24 and $17,500 in FY 24-25 for tree planting. There is also a request for $36,000 for FY 23-24 & $38,000 for FY 24-25 for landscaping services. This funding request is to assist with field maintenance; especially as it relates to areas used for soccer & athletic purposes. The Harding Park fund included $85,000 per year for professional services. The bulk of this is for a yearly contract with Mariposa Landscapes, but also to cover irrigation repairs, rodent & pest control, backflow testing and any unforeseen needed repairs.
1133

PARKS AND RECREATION ൢൠൢൣ
FY 2020/21
Activity
FY 2021/22
Activity
FY 2022/23
Budget
FY 2022/23
YTD
FY 2023/24
Proposed
FY 2024/25
Proposed
Department: 1531 ‐ P&R‐BUILDING MAINT
Fund: 100 ‐ GENERAL
100‐5‐1531‐001 SALARIES‐FULL TIME 86,845           92,107           124,360        84,946                  276,771 258,260 100‐5‐1531‐002 SALARIES‐PART TIME 11,173           10,668           38,182           13,433           ‐                 ‐ 100‐5‐1531‐003 SALARIES‐OVERTIME 4,484             7,011             5,858             7,663             17,299           18,380 100‐5‐1531‐004 LEAVE CASH OUT ‐                 ‐                 1,412             ‐                 2,696             2,804 100‐5‐1531‐041 CAFETERIA ALLOWANCE 16,554           18,487           24,960           16,500           67,380           72,060 100‐5‐1531‐042 RETIREMENT 30,256           9,166             12,646           8,565             29,640           32,126 100‐5‐1531‐043 WORKERS COMP 15,328           15,062           22,899           13,946           23,466           25,246 100‐5‐1531‐044 MEDICARE 1,676             1,838             2,476             1,709             5,029             5,382 100‐5‐1531‐045 UNEMPLOYMENT 8,120             226                ‐                 736                ‐                 ‐ 100‐5‐1531‐046 LONG TERM DISABILITY 419                461                654                427                1,366             1,466 100‐5‐1531‐047 RETIREMENT ‐ PERS UNFUNDED AC                 36,432 ‐           39,793           40,911           51,316           58,602 100‐5‐1531‐048 CLOTHING ALLOWANCE 719                769                977                727                1,179             1,179 100‐5‐1531‐049 CELL PHONE ALLOWANCE 508                524                ‐                 465                ‐                 ‐ 100‐5‐1531‐050 GROUP LIFE INSURANCE ‐                 13                  ‐                 286                ‐                 ‐ 100‐5‐1531‐120 SUPPLIES‐OFFICE 52                  ‐                 ‐                 ‐                 ‐                 ‐ 100‐5‐1531‐121 SUPPLIES‐CLOTHING/UNIFORMS 2,619             2,188             3,000             1,961             3,000             3,000 100‐5‐1531‐123 SUPPLIES‐SHOP & FIELD 23,758           46,376           45,000           45,170           45,000           45,000 100‐5‐1531‐173 MINOR EQUIPMENT‐SHOP & FIELD 2,997             753                5,000             4,893             3,500             3,500 100‐5‐1531‐209 PROF/CONTR SVCS‐OTHER 39,550           43,488           35,000           47,357           40,000           40,000 100‐5‐1531‐226 PROF/CONTR SVCS‐JANITORIAL 19,574           41,950           46,500           41,471           ‐                 ‐ 100‐5‐1531‐301 MAINT‐BLDGS & IMPROVEMENTS 15,180           150,774        30,000           28,650           35,000           35,000 100‐5‐1531‐305 VEHICLE FUEL 3,946             5,811             5,000             5,454             6,392             6,712 100‐5‐1531‐307 EQUIPMENT MAINTENANCE CHARG          33,298 26,868           34,698           ‐                 26,834           27,962 100‐5‐1531‐352 TRAINING/WORKSHOPS/MEETINGS                 ‐ ‐                 3,000             ‐                 2,000             2,000 100‐5‐1531‐370 LEASE/RENTAL ‐                 ‐                 2,000             ‐                 2,500             2,500 Fund: 100 ‐ GENERAL Total: 310,626        517,        404        365,272 483,415        621,858        659,691 Fund: 104 ‐ GENERAL FUND‐MEASURE T
104‐5‐1531‐209 PROF/CONTR SVCS‐OTHER ‐                 135                ‐                 30,000           ‐                 ‐ Fund: 104 ‐ GENERAL FUND‐MEASURE T Total: ‐                 135                ‐                 30,000           ‐                 ‐ Fund: 412 ‐ AMERICAN RESCUE PLAN
412‐5‐1531‐001 SALARIES‐FULL TIME ‐                 3,010             ‐                 ‐                 ‐                 ‐ 412‐5‐1531‐042 RETIREMENT ‐                 399                ‐                 ‐                 ‐                 ‐ Fund: 412 ‐ AMERICAN RESCUE PLAN Total: ‐                 3,410             ‐                 ‐                 ‐                 ‐ Department: 1531 ‐ P&R‐BUILDING MAINT Total: 310,626        520,        948        395,272 483,415        621,858        659,691 1134

PARKS AND RECREATION ൢൠൢൣ
FY 2020/21
Activity
FY 2021/22
Activity
FY 2022/23
Budget
FY 2022/23
YTD
FY 2023/24
Proposed
FY 2024/25
Proposed
Department: 1532 ‐ P&R‐GROUNDS MAINT
Fund: 100 ‐ GENERAL
100‐5‐1532‐001 SALARIES‐FULL TIME 85,219           88,574           71,948           84,946                  155,344 147,012 100‐5‐1532‐002 SALARIES‐PART TIME 43,885           42,166           70,641           43,476           51,518           55,732 100‐5‐1532‐003 SALARIES‐OVERTIME 5,221             7,555             2,510             9,023             9,276             9,581 100‐5‐1532‐004 LEAVE CASH OUT ‐                 ‐                 605                ‐                 2,668             2,775 100‐5‐1532‐041 CAFETERIA ALLOWANCE 16,783           17,787           13,200           16,500           29,400           29,850 100‐5‐1532‐042 RETIREMENT 18,338           8,979             8,921             8,817             15,269           16,422 100‐5‐1532‐043 WORKERS COMP 19,502           18,056           20,070           18,163           30,030           32,566 100‐5‐1532‐044 MEDICARE 2,171             2,244             2,120             2,206             3,496             3,690 100‐5‐1532‐045 UNEMPLOYMENT 463                123                ‐                 ‐                 ‐                 ‐ 100‐5‐1532‐046 LONG TERM DISABILITY 417                441                375                434                778                822 100‐5‐1532‐047 RETIREMENT ‐ PERS UNFUNDED AC                 15,586 ‐           17,015           17,493           21,064           24,165 100‐5‐1532‐048 CLOTHING ALLOWANCE 728                742                524                727                1,208             1,208 100‐5‐1532‐049 CELL PHONE ALLOWANCE 1,064             1,048             ‐                 974                ‐                 ‐ 100‐5‐1532‐050 GROUP LIFE INSURANCE ‐                 11                  ‐                 288                ‐                 ‐ 100‐5‐1532‐121 SUPPLIES‐CLOTHING/UNIFORMS ‐                 2,228             2,500             677                1,500             1,500 100‐5‐1532‐123 SUPPLIES‐SHOP & FIELD 39,226           43,770           40,000           35,952           45,000           45,000 100‐5‐1532‐156 SANTA PAULA BEAUTIFUL 15,000           ‐                 ‐                 ‐                 20,000           20,000 100‐5‐1532‐173 MINOR EQUIPMENT‐SHOP & FIELD 23,119           4,647             5,000             3,563             5,000             5,000 100‐5‐1532‐202 PROF/CONTR SVCS‐LANDSCAPE 5,245             3,670             12,000           8,200             36,000           38,000 100‐5‐1532‐209 PROF/CONTR SVCS‐OTHER 35,026           32,760           32,000           45,560           35,000           35,000 100‐5‐1532‐223 PROF/CONTR SVCS‐TREE TRIMMING          46,751 73,339           30,000           30,590           65,000           65,000 100‐5‐1532‐226 PROF/CONTR SVCS‐JANITORIAL ‐                 23,130           32,000           28,000           ‐                 ‐ 100‐5‐1532‐229 PROF SVCS‐TREE PLANTING ‐                 6,740             12,000           13,094           15,000           17,500 100‐5‐1532‐301 MAINT‐BLDGS & IMPROVEMENTS 69                  3,716             7,500             7,500             6,000             6,000 100‐5‐1532‐305 VEHICLE FUEL 4,794             8,625             4,500             12,459           9,487             9,962 100‐5‐1532‐307 EQUIPMENT MAINTENANCE CHARG          33,298 26,868           34,698           ‐                 26,834           27,962 100‐5‐1532‐352 TRAINING/WORKSHOPS/MEETINGS                 637 ‐                2,000             459                2,500             2,500 100‐5‐1532‐610 EQUIPMENT‐NEW 3,894             ‐                 ‐                 ‐                 ‐                 ‐ Fund: 100 ‐ GENERAL Total: 420,370        413,        282        389,100 422,127        579,038        605,579 Fund: 104 ‐ GENERAL FUND‐MEASURE T
104‐5‐1532‐001 SALARIES‐FULL TIME 37,700           68,188           52,168           84,247           ‐                 ‐ 104‐5‐1532‐003 SALARIES‐OVERTIME 4,693             8,819             3,898             14,542           ‐                 ‐ 104‐5‐1532‐004 LEAVE CASH OUT ‐                 ‐                 924                ‐                 ‐                 ‐ 104‐5‐1532‐041 CAFETERIA ALLOWANCE 11,112           16,341           12,000           16,500           ‐                 ‐ 104‐5‐1532‐042 RETIREMENT 2,957             5,172             3,720             6,293             ‐                 ‐ 104‐5‐1532‐043 WORKERS COMP 7,201             11,554           7,397             13,865           ‐                 ‐ 104‐5‐1532‐044 MEDICARE 772                1,365             833                1,639             ‐                 ‐ 104‐5‐1532‐046 LONG TERM DISABILITY 201                369                284                461                ‐                 ‐ 104‐5‐1532‐047 RETIREMENT ‐ PERS UNFUNDED AC                 63 ‐                  86                  89                  ‐                 ‐ 104‐5‐1532‐048 CLOTHING ALLOWANCE 482                850                477                969                ‐                 ‐ 104‐5‐1532‐049 CELL PHONE ALLOWANCE 425                423                ‐                 388                ‐                 ‐ 104‐5‐1532‐050 GROUP LIFE INSURANCE ‐                 11                  ‐                 326                ‐                 ‐ 104‐5‐1532‐209 PROF/CONTR SVCS‐OTHER ‐                 2,430             ‐                 ‐                 ‐                 ‐ 104‐5‐1532‐610 EQUIPMENT‐NEW ‐                 ‐                 85,000           85,000           ‐                 ‐ Fund: 104 ‐ GENERAL FUND‐MEASURE T Total: 65,543           115,585               224,318 166,787        ‐                 ‐ Fund: 305 ‐ BEV CONTAINER RECYCLING
305‐5‐1532‐179 MINOR EQUIPMENT‐OTHER 12,205           ‐                 ‐                 ‐                 ‐                 ‐ Fund: 305 ‐ BEV CONTAINER RECYCLING Total: 12,205           ‐                 ‐                 ‐                 ‐                 ‐ Fund: 412 ‐ AMERICAN RESCUE PLAN
412‐5‐1532‐001 SALARIES‐FULL TIME ‐                 1,047             ‐                 ‐                 ‐                 ‐ 412‐5‐1532‐042 RETIREMENT ‐                 601                ‐                 ‐                 ‐                 ‐ 412‐5‐1532‐370 LEASE/RENTAL ‐                 1,892             ‐                 ‐                 ‐                 ‐ 412‐5‐1532‐610 EQUIPMENT‐NEW ‐                 ‐                 80,608           64,581           ‐                 ‐ Fund: 412 ‐ AMERICAN RESCUE PLAN Total: ‐                 3,539             80,608           64,581           ‐                 ‐                 1135

PARKS AND RECREATION ൢൠൢൣ

FY 2020/21
Activity
FY 2021/22
Activity
FY 2022/23
Budget
FY 2022/23
YTD
FY 2023/24
Proposed
FY 2024/25
Proposed
Fund: 504 ‐ HARVEST CFD EA1
504‐5‐1532‐001 SALARIES‐FULL TIME ‐                 ‐                 ‐                 ‐                 76,448           83,447 504‐5‐1532‐003 SALARIES‐OVERTIME ‐                 ‐                 ‐                 ‐                 3,022             3,312 504‐5‐1532‐041 CAFETERIA ALLOWANCE ‐                 ‐                 ‐                 ‐                 8,400             9,300 504‐5‐1532‐042 RETIREMENT ‐                 ‐                 ‐                 ‐                 5,409             5,908 504‐5‐1532‐043 WORKERS COMP ‐                 ‐                 ‐                 ‐                 8,585             9,662 504‐5‐1532‐044 MEDICARE ‐                 ‐                 ‐                 ‐                 1,274             1,393 504‐5‐1532‐046 LONG TERM DISABILITY ‐                 ‐                 ‐                 ‐                 144                157 504‐5‐1532‐047 RETIREMENT ‐ PERS UNFUNDED AC                 ‐ ‐                 ‐                 ‐                 573                604 Fund: 504 ‐ HARVEST CFD EA1 Total: ‐                 ‐                 ‐                 ‐                 103,855        113,783 Fund: 803 ‐ HARDING PARK TRUST
803‐5‐1532‐123 SUPPLIES‐SHOP & FIELD 10,709           14,600           17,500           13,491           13,500           13,500 803‐5‐1532‐209 PROF/CONTR SVCS‐OTHER 73,535           80,438           90,000           83,040           85,000           85,000 803‐5‐1532‐280 UTILITY‐ELECTRIC ‐                 ‐                 8,500             ‐                 8,500             8,500 803‐5‐1532‐301 MAINT‐BLDGS & IMPROVEMENTS ‐                 29,223           40,000           14,274           30,000           30,000 Fund: 803 ‐ HARDING PARK TRUST Total: 84,245           124,261               110,804 156,000        137,000        137,000 Department: 1532 ‐ P&R‐GROUNDS MAINT Total: 582,363        656,        668        788,803 825,523        819,893        856,361 1136

PARKS AND RECREATION ൢൠൢൣ
Graffiti Program

Program Description: The Parks & Recreation Department provides oversight for the graffiti abatement program. The program also focuses on litter & weed abatement and park beautification & maintenance.

Accomplishments from FY 2021/22 & FY 2022/23:
 Hired a full-time Park & Abatement Specialist
 Responded to 1928 graffiti abatement work orders

Goals for FY 2023/24 & FY 2024/25:
 Remove all reported graffiti within 24 hours.
 Work with Recreation Program Coordinator to host two Santa Paula Beautiful events per FY.

Budget Commentary: $3000 has been allocated for new equipment such as paint sprayers and tools that will help staff be more efficient. $9,500 for supplies – shop & field covers paint, graffiti removal chemicals, and other necessary items for graffiti abatement.

FY 2020/21
Activity
FY 2021/22
Activity
FY 2022/23
Budget
FY 2022/23
YTD
FY 2023/24
Proposed
FY 2024/25
Proposed
Department: 1533 ‐ P&R‐GRAFFITI REMOVAL
Fund: 100 ‐ GENERAL
100‐5‐1533‐001 SALARIES‐FULL TIME 139                43,978           44,271           43,973           50,475           53,699 100‐5‐1533‐002 SALARIES‐PART TIME 14,029           250                ‐                 ‐                 ‐                 ‐ 100‐5‐1533‐003 SALARIES‐OVERTIME ‐                 1,473             ‐                 1,941             3,506             3,765 100‐5‐1533‐004 LEAVE CASH OUT ‐                 ‐                 750                819 100‐5‐1533‐041 CAFETERIA ALLOWANCE 3,052             11,966           12,000           11,000           12,000           12,000 100‐5‐1533‐042 RETIREMENT 567                3,346             1,771             3,285             3,921             4,179 100‐5‐1533‐043 WORKERS COMP 1,647             6,044             6,262             5,852             8,524             9,365 100‐5‐1533‐044 MEDICARE 189                725                642                718                976                1,027 100‐5‐1533‐046 LONG TERM DISABILITY ‐                 207                224                209                267                284 100‐5‐1533‐048 CLOTHING ALLOWANCE ‐                 497                ‐                 485                575                575 100‐5‐1533‐049 CELL PHONE ALLOWANCE 146                300                ‐                 277                ‐                 ‐ 100‐5‐1533‐050 GROUP LIFE INSURANCE ‐                 6                     ‐                 158                ‐                 ‐ 100‐5‐1533‐121 SUPPLIES‐CLOTHING/UNIFORMS ‐                 ‐                 850                ‐                 500                500 100‐5‐1533‐123 SUPPLIES‐SHOP & FIELD 3,679             5,947             7,500             7,819             9,500             9,500 100‐5‐1533‐305 VEHICLE FUEL ‐                 ‐                 ‐                 ‐                 ‐                 ‐ 100‐5‐1533‐610 EQUIPMENT‐NEW ‐                 736                3,000             ‐                 3,000             3,000 Fund: 100 ‐ GENERAL Total: 23,448           75,476           76,520           75,717           93,993           98,714 Department: 1533 ‐ P&R‐GRAFFITI REMOVAL Total: 23,448           75,476           76,520           75,717           93,993           98,714 1137

FINANCE ൢൠൢൣ
Department Description: The Finance Department is responsible for the establishment and maintenance of an effective financial accounting system, which accurately reflects the financial operations of the City and offers a framework for financial planning and analysis.

Mission: The primary goal is to provide accurate, reliable and timely financial information to the City Council, City Manager, City Departments and outside requests using recognized professional standards.

The Financial Service Department is divided into three programs: City Treasurer, Finance and Customer Service. The City Treasurer Division has been dissolved since the last budget cycle, as it has converted from an elected position to an appointed position. All expenses are incorporated into the Financial Services Program. The Finance Division is responsible for the financial system, general accounting, payroll, accounts payable, budget preparation, auditing and financial reporting. This division also provides support to City departments in their purchases of goods and services and ensures that the procedures are compliant with the appropriate guidelines and regulations. The Customer Service Division provides centralized accounting for customer billing for utilities and counter services at City Hall, providing general information and referrals for services throughout the City.

Accomplishment for FY 2022/2023:

Finance Director
Assistant Finance
Director
Payroll Specialist
Accountant (2)
Accounting
Specialist (3)
Customer Service
Representative (2)
1138

FINANCE ൢൠൢൣ
 Cross training of Accountants duties for the uninterrupted service to City and its citizens.  Implemented new investment policy through a diversified interest-generating portfolio.  Diversified and increased our investment portfolios with the help of Chandler Asset Management.  Funded an Assistant Finance Director position to perform the day-to-day duties of the Finance Department.
 Established the second bond issuance for the Community Facilities District at Harvard EA1.  Issued an agreement with Willdan Financial for the implementation of a new User Fee and Development Impact Fee (DIF) Study.

Top Priorities FY 2023 through 2025:
 Transition Business License software to Energov/Incode Community Development.  Complete cross training of Accounting Specialist duties.  Increase training opportunities of the financial software to other departments.  Transition electronic Purchase Order approvals.
 Establish and implement a new utility bill format.

Budget Commentary: FY 23-24 and FY 24-25 an allocation of $103,000 and $105,000 respectively, for contractual services. Such services entail audit, sales tax consultation, utility bill printing, investment services and mailing. FY 23-24, an allocation of $3,000 for budget printing cost for the next 2-year budget cycle. FY 23-24 and FY 24-25 an allocation of $2,500 respectively, for educational reimbursement. FY 23-24 and FY 24-25, an allocation of $117,000 and $123,000 respectively, for credit card service charges.

Service charges are assessed to the city when customer’s use a credit card for payment of services. FY 23-24 and FY 24-25 includes an allocation of $4,000 and $2,000 respectively for minor equipment. In addition, FY 23-24 and 24-25 include an allocation of $6,000 respectively for travel and training for career advancement opportunities for department staff.
1139

FINANCE ൢൠൢൣ
Financial Services Program
Program Description: The Finance Program provides coordination and direction of the financial operations of the City. This program includes personnel costs for 75% of the Finance Director, three Accounting Technicians, one each Payroll Specialist, Purchasing Agent and Assistant Finance Director and 5% of two Customer Service Representatives.

Program Core Services: This includes maintaining an effective financial accounting system, controlling the assets and financial operations of the City and providing a framework for financial planning and analysis to support the operation and management of all City Departments. The Finance Program is responsible for processing and maintaining records of all financial transactions of the City. These transactions include accounts payable, accounts receivable, general ledger accounting, enterprise accounting, internal services accounting, financial reporting, and administration of employee payroll. The Program is also responsible for budget accounting, salary and revenue projections, grant reporting, development and production of the annual budget, debt administration and annual audits.

Purchasing has also been consolidated with the Finance Program and facilitates procurement of goods and services for all departments by processing requisitions and/or preparing purchase orders per the City’s purchasing policies and procedures.

Budget Commentary: FY 23-24 an allocation of $103,000 and FY 24-25 an allocation of $105,000, for Professional/Contractual Services. The finance department uses various professional services, such as HdL Coren & Cone, for sales and property tax analysis, forecasting, and assessment. Hinderliter, de Llamas & Associates, for audits, and analytical services. Chandler Asset assists the City with our investment diversification and Rogers, Anderson, Malody & Scott LLP performs the City’s annual audit.

FY 23-24 and FY 24-25 an allocation of $4,000 and $2,000 respectively, for Minor Equipment-Office.

Minor equipment includes scanners and other related items. FY 23-24 and FY 24-25 an allocation of $6,500, respectively, for Supplies-Office. Standard office supplies such as paper, ink, writing utensils, business cards, and accounts payable laser checks.
1140

FINANCE ൢൠൢൣ
FY 2020/21
Activity
FY 2021/22
Activity
FY 2022/23
Budget
FY 2022/23
YTD
FY 2023/24
Proposed
FY 2024/25
Proposed
Department: 2002 ‐ FIN‐FINANCE
Fund: 100 ‐ GENERAL
100‐5‐2002‐001 SALARIES‐FULL TIME 386,347        414,        696        362,648 463,868        493,712        531,879 100‐5‐2002‐003 SALARIES‐OVERTIME 200                4,064             ‐                 3,492             ‐                 ‐ 100‐5‐2002‐004 LEAVE CASH OUT 4,986             8,480             3,153             10,112           4,748             5,091 100‐5‐2002‐021 CAR ALLOWANCE 3,187             3,174             3,150             4,039             5,250             5,250 100‐5‐2002‐041 CAFETERIA ALLOWANCE 64,786           76,539           76,320           58,469           75,792           78,049 100‐5‐2002‐042 RETIREMENT 91,866           37,674           43,096           32,531           50,977           54,836 100‐5‐2002‐043 WORKERS COMP 4,417             4,400             5,005             3,550             6,045             6,719 100‐5‐2002‐044 MEDICARE 6,438             6,996             6,818             5,670             8,403             8,994 100‐5‐2002‐045 UNEMPLOYMENT 800                ‐                 ‐                 ‐                 ‐                 ‐ 100‐5‐2002‐046 LONG TERM DISABILITY 1,792             1,942             2,336             1,639             2,463             2,658 100‐5‐2002‐047 RETIREMENT ‐ PERS UNFUNDED AC                 7,859 ‐             9,039             9,293             7,533             8,092 100‐5‐2002‐049 CELL PHONE ALLOWANCE 910                1,859             ‐                 1,971             ‐                 ‐ 100‐5‐2002‐050 GROUP LIFE INSURANCE ‐                 51                  ‐                 1,061             ‐                 ‐ 100‐5‐2002‐101 POSTAGE 210                99                  ‐                 ‐                 ‐                 ‐ 100‐5‐2002‐103
DUES & SUBSCRIPTIONS 768                527                700                451                1,000             1,000 100‐5‐2002‐120 SUPPLIES‐OFFICE 5,414             5,357             6,500             5,399             6,500             6,500 100‐5‐2002‐129 SUPPLIES‐OTHER 1,618             229                500                108                ‐                 ‐ 100‐5‐2002‐150 RECOGNITIONS/AWARDS ‐                 929                1,000             ‐                 500                500 100‐5‐2002‐171 MINOR EQUIPMENT‐OFFICE ‐                 ‐                 8,000             7,703             4,000             2,000 100‐5‐2002‐201 PROFESSIONAL/CONTRACTUAL SER 37,149           56,189           71,400           39,001                  105,000 103,000 100‐5‐2002‐209 PROF/CONTR SVCS‐OTHER 10,003           34,986           7,000             52,095           7,000             7,000 100‐5‐2002‐230 LEGAL ADVERTISING 219                ‐                 350                ‐                 ‐                 ‐ 100‐5‐2002‐241 PRINTING & BINDING‐EXTERNAL ‐                 54                  3,000             589                3,000             3,000 100‐5‐2002‐352 TRAINING/WORKSHOPS/MEETINGS             3,057 1,645             8,809             3,275             6,000             6,000 100‐5‐2002‐353 MILEAGE REIMBURSEMENT ‐                 ‐                 ‐                 ‐                 ‐                 ‐ 100‐5‐2002‐360 EDUCATIONAL REIMBURSEMENT ‐                 ‐                 2,500             ‐                 2,500             2,500 Fund: 100 ‐ GENERAL Total: 622,756        669,        162        603,096 722,544        788,424        835,069 Fund: 104 ‐ GENERAL FUND‐MEASURE T
104‐5‐2002‐201 PROFESSIONAL/CONTRACTUAL SER ‐                 600                ‐                 ‐                 ‐                 ‐ Fund: 104 ‐ GENERAL FUND‐MEASURE T Total: ‐                 600                ‐                 ‐                 ‐                 ‐ Fund: 412 ‐ AMERICAN RESCUE PLAN
412‐5‐2002‐001 SALARIES‐FULL TIME ‐                 8,519             ‐                 ‐                 ‐                 ‐ 412‐5‐2002‐042 RETIREMENT ‐                 2,525             ‐                 ‐                 ‐                 ‐ 412‐5‐2002‐209 PROF/CONTR SVCS‐OTHER ‐                 ‐                 84,285           84,285           ‐                 ‐ Fund: 412 ‐ AMERICAN RESCUE PLAN Total: ‐                 11,044           84,285           84,285           ‐                 ‐ Department: 2002 ‐ FIN‐FINANCE Total: 622,756        680,        806        687,381 806,829        788,424        835,069 1141

FINANCE ൢൠൢൣ
FY 2020/21
Activity
FY 2021/22
Activity
FY 2022/23
Budget
FY 2022/23
YTD
FY 2023/24
Proposed
FY 2024/25
Proposed
Department: 2004 ‐ FIN‐PURCHASING
Fund: 280 ‐ STATE GAS TAX
280‐5‐2004‐001 SALARIES‐FULL TIME 16,725           17,799           20,212           300                18,034           19,691 280‐5‐2004‐003 SALARIES‐OVERTIME ‐                 34                  ‐                 ‐                 ‐                 ‐ 280‐5‐2004‐004 LEAVE CASH OUT ‐                 ‐                 533                582 280‐5‐2004‐041 CAFETERIA ALLOWANCE 2,778             3,023             3,000             51                  4,200             4,477 280‐5‐2004‐042 RETIREMENT 11,160           1,340             1,536             22                  2,356             2,579 280‐5‐2004‐043 WORKERS COMP 178                179                218                2                     224                252 280‐5‐2004‐044 MEDICARE 250                275                293                4                     330                359 280‐5‐2004‐046 LONG TERM DISABILITY 78                  83                  102                2                     91                  100 280‐5‐2004‐047 RETIREMENT ‐ PERS UNFUNDED AC                 25 ‐                  36                  37                  398                420 280‐5‐2004‐049 CELL PHONE ALLOWANCE ‐                 106                ‐                 2                     ‐                 ‐ 280‐5‐2004‐050 GROUP LIFE INSURANCE ‐                 2                     ‐                 0                     ‐                 ‐ Fund: 280 ‐ STATE GAS TAX Total: 31,170           22,866           25,397           419                26,167           28,460 Fund: 412 ‐ AMERICAN RESCUE PLAN
412‐5‐2004‐042 RETIREMENT ‐                 375                ‐                 ‐                 ‐                 ‐ Fund: 412 ‐ AMERICAN RESCUE PLAN Total: ‐                 375                ‐                 ‐                 ‐                 ‐ Fund: 610 ‐ SEWER
610‐5‐2004‐001 SALARIES‐FULL TIME 16,725           17,799           20,212           300                18,034           19,691 610‐5‐2004‐003 SALARIES‐OVERTIME ‐                 34                  ‐                 ‐                 ‐                 ‐ 610‐5‐2004‐004 LEAVE CASH OUT ‐                 ‐                 533                582 610‐5‐2004‐041 CAFETERIA ALLOWANCE 2,778             3,023             3,000             51                  4,200             4,477 610‐5‐2004‐042 RETIREMENT 11,160           1,340             1,536             22                  2,356             2,579 610‐5‐2004‐043 WORKERS COMP 178                179                218                2                     224                252 610‐5‐2004‐044 MEDICARE 250                275                293                4                     330                359 610‐5‐2004‐046 LONG TERM DISABILITY 78                  83                  102                2                     91                  100 610‐5‐2004‐047 RETIREMENT ‐ PERS UNFUNDED AC                 25 ‐                  36                  37                  398                420 610‐5‐2004‐049 CELL PHONE ALLOWANCE ‐                 106                ‐                 2                     ‐                 ‐ 610‐5‐2004‐050 GROUP LIFE INSURANCE ‐                 2                     ‐                 0                     ‐                 ‐ Fund: 610 ‐ SEWER Total: 31,170           22,866           25,397           419                26,167           28,460 Fund: 620 ‐ WATER
620‐5‐2004‐001 SALARIES‐FULL TIME 16,725           17,798           20,212           300                18,034           19,691 620‐5‐2004‐003 SALARIES‐OVERTIME ‐                 34                  ‐                 ‐                 ‐                 ‐ 620‐5‐2004‐004 LEAVE CASH OUT ‐                 ‐                 533                582 620‐5‐2004‐041 CAFETERIA ALLOWANCE 2,778             3,023             3,000             51                  4,200             4,477 620‐5‐2004‐042 RETIREMENT 11,160           1,339             1,536             22                  2,356             2,579 620‐5‐2004‐043 WORKERS COMP 177                177                218                2                     224                252 620‐5‐2004‐044 MEDICARE 250                274                293                4                     330                359 620‐5‐2004‐046 LONG TERM DISABILITY 78                  82                  102                1                     91                  100 620‐5‐2004‐047 RETIREMENT ‐ PERS UNFUNDED AC                 25 ‐                  36                  37                  398                420 620‐5‐2004‐049 CELL PHONE ALLOWANCE ‐                 106                ‐                 2                     ‐                 ‐ 620‐5‐2004‐050 GROUP LIFE INSURANCE ‐                 2                     ‐                 0                     ‐                 ‐ Fund: 620 ‐ WATER Total: 31,167           22,860           25,397           419                26,167           28,460 Department: 2004 ‐ FIN‐PURCHASING Total: 93,508           68,966           76,190           1,257             78,500           85,381 1142

FINANCE ൢൠൢൣ
Customer Billing Programs
Program Description: The Customer Service Program provides coordination and processing for customer billing, collection activity and meter reading for enterprise funds. In addition, this division provides services for business licenses, animal licenses, processing permits and miscellaneous collections for the City. Personnel also respond to customer requests, inquiries and complaints at the public counter in City Hall. Costs associated with direct utility billing mailing services are directly billed to the utilities. This is a maintenance budget with no significant changes from the prior year.

Accomplishment for FY 2022/23:
 Provided accurate and timely billing information in a form appropriately understood by the customer.
 Responded effectively to customer requests, inquiries and complaints.  Trained backup for the utility billing system with written procedures.  Assisted Customers with payment arrangements when City moved back to late fees, which had been a nulled practice since the beginning of the COVID-19 Pandemic.

Top Priorities FY 2023 through 2025:
 Revise utility bill & provide online access to historical data usage.  Work with other departments and/or a collection agency to be more effective in collecting outstanding debt or fees due to the City.

Budget Commentary: FY 23-24 and FY 24-25 an allocation of $117,000 and $121,000 respectively, for services performed by Paymentus who provide city customers with electronic bill payment platform.

FY 23-24 and FY 24-25, an allocation of $42,000 respectively, for postage. DataProse provides the city with direct mail of water utility bills, and other miscellaneous items for delivery via US Postal Service. FY 23-24 and FY 24-25 an allocation of $35,000 and $36,000 respectively, for Professional/Contractual Services. Professional services provided by Corelogic Solutions, for GPS services, DataProse for utility bill processing and mailing and Rogers, Anderson, Malody & Scott LLP, City auditors. 1143

FINANCE ൢൠൢൣ
FY 2020/21
Activity
FY 2021/22
Activity
FY 2022/23
Budget
FY 2022/23
YTD
FY 2023/24
Proposed
FY 2024/25
Proposed
Department: 2005 ‐ UB CUSTOMER BILLING
Fund: 412 ‐ AMERICAN RESCUE PLAN
412‐5‐2005‐001 SALARIES‐FULL TIME ‐                 2,342             ‐                 ‐                 ‐                 ‐ 412‐5‐2005‐042 RETIREMENT ‐                 600                ‐                 ‐                 ‐                 ‐ Fund: 412 ‐ AMERICAN RESCUE PLAN Total: ‐                 2,942             ‐                 ‐                 ‐                 ‐ Fund: 620 ‐ WATER
620‐5‐2005‐001 SALARIES‐FULL TIME 157,056        137,        198        152,905 179,095        191,999        202,294 620‐5‐2005‐003 SALARIES‐OVERTIME ‐                 26                  ‐                 123                ‐                 ‐ 620‐5‐2005‐004 LEAVE CASH OUT ‐                 675                682                410                606                630 620‐5‐2005‐021 CAR ALLOWANCE 1,062             1,058             1,050             969                1,050             1,050 620‐5‐2005‐041 CAFETERIA ALLOWANCE 33,738           25,434           39,480           31,623           46,320           49,740 620‐5‐2005‐042 RETIREMENT 42,144           14,186           18,576           15,733           23,412           24,775 620‐5‐2005‐043 WORKERS COMP 1,541             1,215             1,927             1,361             2,349             2,552 620‐5‐2005‐044 MEDICARE 2,308             2,000             2,622             2,191             3,480             3,679 620‐5‐2005‐046 LONG TERM DISABILITY 722                608                900                689                957                1,010 620‐5‐2005‐047 RETIREMENT ‐ PERS UNFUNDED AC                 45,057 ‐           50,647           52,070           61,109           69,802 620‐5‐2005‐049 CELL PHONE ALLOWANCE 304                302                ‐                 277                ‐                 ‐ 620‐5‐2005‐050 GROUP LIFE INSURANCE ‐                 19                  ‐                 493                ‐                 ‐ 620‐5‐2005‐101
POSTAGE 34,708           42,481           35,000           32,494           42,000           42,000 620‐5‐2005‐103 DUES & SUBSCRIPTIONS ‐                 ‐                 2,500             ‐                 ‐                 ‐ 620‐5‐2005‐120 SUPPLIES‐OFFICE 206                489                1,000             208                1,000             1,000 620‐5‐2005‐171 MINOR EQUIPMENT‐OFFICE ‐                 ‐                 1,000             ‐                 1,000             1,000 620‐5‐2005‐201 PROFESSIONAL/CONTRACTUAL SER 23,683           34,300           27,000           22,082           35,329           36,389 620‐5‐2005‐207 PROF/CONTR‐COMPUTER/SOFTWA                 11,116 ‐           ‐                 19,548           13,650           14,333 620‐5‐2005‐209 PROF/CONTR SVCS‐OTHER 93,877           114,057               111,706 130,000        117,478        121,003 620‐5‐2005‐230 LEGAL ADVERTISING ‐                 340
620‐5‐2005‐241 PRINTING & BINDING‐EXTERNAL 469                1,958             ‐                 ‐                 ‐                 ‐ 620‐5‐2005‐352 TRAINING/WORKSHOPS/MEETINGS                  200 75                4,500             ‐                 3,000             3,000 620‐5‐2005‐360 EDUCATIONAL REIMBURSEMENT ‐                 2,500             ‐                 2,500             ‐                 ‐ Fund: 620 ‐ WATER Total: 391,892        434,        879        447,721 495,979        544,738        574,256 Department: 2005 ‐ UB CUSTOMER BILLING Total: 391,892        437,        821        447,721 495,979        544,738        574,256 1144

FINANCE ൢൠൢൣ
Non-Departmental Program
FY 2020/21
Activity
FY 2021/22
Activity
FY 2022/23
Budget
FY 2022/23
YTD
FY 2023/24
Proposed
FY 2024/25
Proposed
Department: 7501 ‐ NON‐DEPARTMENTAL ADMIN
Fund: 100 ‐ GENERAL
100‐5‐7501‐042 RETIREMENT 160,007        ‐                 ‐                 ‐                 ‐                 ‐ 100‐5‐7501‐047 RETIREMENT ‐ PERS UNFUNDED AC                 183,274 ‐               209,468 203,743        206,987        237,575 100‐5‐7501‐120 SUPPLIES‐OFFICE 12                  947                ‐                 740                ‐                 ‐ 100‐5‐7501‐199 SUSPENSE‐EXPENDITURE 201,409        (         25,000 27,046)           (29,019)         20,000                 520,000 100‐5‐7501‐280 UTILITY‐ELECTRIC 121,469        143,        681        125,140 110,000        145,000        150,000 100‐5‐7501‐281 UTILITY‐GAS 9,544             11,915           11,000           14,828                     11,000 11,000 100‐5‐7501‐305 VEHICLE FUEL 949                1,458             ‐                 814                1,604             1,684 100‐5‐7501‐370 LEASE/RENTAL 1                     1                     ‐                 1                     ‐                 ‐ 100‐5‐7501‐701 TRANSFER TO GENERAL RESERVE 700,000        ‐                 ‐                 ‐                 ‐                 ‐ 100‐5‐7501‐761 TRANSFER TO VEHICLE REPLACEME        ‐ 100,000                 ‐                 ‐                 ‐                 ‐ Fund: 100 ‐ GENERAL Total: 1,293,391     314,232               321,972 349,743        384,591        920,259 Fund: 104 ‐ GENERAL FUND‐MEASURE T
104‐5‐7501‐754 TRANSFER TO GAS TAX 300,000        ‐                 ‐                 ‐                 ‐                 ‐ 104‐5‐7501‐760 TRANSFER TO GENERAL RESERVE ‐  ‐                 ‐                 20,000           ‐                 50,000           50,000 Fund: 104 ‐ GENERAL FUND‐MEASURE T Total: 300,000        ‐                 20,000           ‐                 50,000           50,000 Fund: 226 ‐ PARKLAND FACILITIES
226‐5‐7501‐755 OVERHEAD DUE GENERAL FUND 87,301           67,541           68,888           68,888           68,888           68,888 Fund: 226 ‐ PARKLAND FACILITIES Total: 87,301           67,541           68,888           68,888           68,888           68,888 Fund: 229 ‐ TRAFFIC IMPACT FEE
229‐5‐7501‐755 OVERHEAD DUE GENERAL FUND 39,541           45,041           45,940           45,940           45,940           45,940 Fund: 229 ‐ TRAFFIC IMPACT FEE Total: 39,541           45,041           45,940           45,940           45,940           45,940 Fund: 305 ‐ BEV CONTAINER RECYCLING
305‐5‐7501‐199 SUSPENSE‐EXPENDITURE ‐                 ‐                 ‐                 70                  ‐                 ‐ Fund: 305 ‐ BEV CONTAINER RECYCLING Total: ‐                 ‐                 ‐                 70                  ‐                 ‐ Fund: 412 ‐ AMERICAN RESCUE PLAN
412‐5‐7501‐042 RETIREMENT ‐                 2,500             ‐                 ‐                 ‐                 ‐ 412‐5‐7501‐199 SUSPENSE‐EXPENDITURE ‐                 15,000           265,681        245,000        ‐                 ‐ 412‐5‐7501‐758 TRANSFER TO MOBILE FUND ‐                 ‐                 20,000           ‐                 ‐                 ‐ Fund: 412 ‐ AMERICAN RESCUE PLAN Total: ‐                 17,500           285,681        245,000        ‐                 ‐ Fund: 610 ‐ SEWER
610‐5‐7501‐199 SUSPENSE‐EXPENDITURE 60,000           143,412        30,000           ‐                 ‐                 ‐ 610‐5‐7501‐675 DEPRECIATION EXPENSE 1,154,823     ‐                 1,117,000     ‐                 ‐                 ‐ 610‐5‐7501‐676 UNAMORTIZED CHARGE‐BOND 216,184        ‐                 ‐                 ‐                 ‐                 ‐ Fund: 610 ‐ SEWER Total: 1,431,007     143,412        1,     ‐ 147,000                 ‐                 ‐ Fund: 620 ‐ WATER
620‐5‐7501‐305 VEHICLE FUEL 948                1,827             ‐                 244                2,010             2,111 620‐5‐7501‐675 DEPRECIATION EXPENSE ‐                 ‐                 1,013,000     ‐                 ‐                 ‐ 620‐5‐7501‐676 UNAMORTIZED CHARGE‐BOND 4,842             ‐                 77,600           ‐                 ‐                 ‐ Fund: 620 ‐ WATER Total: 5,790             1,827             1,090,600     244                2,010             2,111 Department: 7501 ‐ NON‐DEPARTMENTAL ADMIN Total:     589,553 3,157,029        3,     682,114 007,852        551,429        1,087,198 1145

COMMUNITY & ECONOMIC DEVELOPMENT ൢൠൢൣ
Mission: The Community & Economic Development Department provides efficient and pro-active customer service to enhance the safety and quality of life for all citizens, and acts as a catalyst for innovative economic development and public policy development.

Department Description: The Santa Paula Community & Economic Development Department is responsible for planning the physical development of the community and ensuring that new development and modifications to existing development are completed in compliance with City, County and State laws. The Department provides technical information to residents, business owners, developers, and commissions regarding local codes, ordinances, and other related issues, including: General Plan policies, the California Environmental Quality Act (CEQA), housing policies, and community health and safety. The department assists the community in establishing land use and planning guidelines that ensure the quality of new projects through the design and development review process. The Department staffs the Planning Commission, the Historic Preservation Commission, the Design Assistance Committee, the Economic Development Standing Committee, the Housing and Homelessness Standing Committee, Arte y Cultura Collectiva de Santa Paula and the Affordable Housing Trust Fund Oversight Committee. In addition, the department provides outreach and information to citizens, developers, businesses, other governmental agencies, and City departments. The Department addresses the needs of the business community and the economic vitality of the City by retaining, expanding and attracting desirable businesses. The Department also provides technical and policy support to the City Manager the City Council and other departments.
1146

COMMUNITY & ECONOMIC DEVELOPMENT ൢൠൢൣ
Planning Program
Division Responsibilities
Establish and implement the current and future land use policies and regulations for Santa Paula, accomplished through land use regulation activities. This authority is derived from the City’s power to protect the health, safety and welfare of the community.

Division Objectives
Lead the community in its efforts to improve the physical and social environment, and its economic vitality while:
 Preserving our natural, historic and cultural resources;  Promoting the highest and best use of all property in the City;  Promoting and accommodating appropriate growth and development;  Minimizing negative environmental impacts;
 Improving environmental quality where possible; and
 Maintaining the highest level of service for the public.

Community & Economic
Development Director
Planning & Economic
Development
Manager
Associate Planner
Assistant Planner
Community
Development
Tehnician
Chief Building Official
Code Enforcement
Inspector
Permit Technician
Building Inspector I
Administrative
Analyst I
Administrative
Assistant
Management
Analyst (Housing)
1147

COMMUNITY & ECONOMIC DEVELOPMENT ൢൠൢൣ
Accomplishment for FY 2022/23:
• The Department has continuously implemented improvements in the plan check and development review processes
• Continued coordination on annexation process for Santa Paula West Business Park • The Department continued to make improvements to GIS mapping and data services for department functions and all city departments; including data and asset mapping of the Downtown District
• Submitted three drafts of the Housing Element to the state Department of Housing and Community Development and hope to have it finalized 3rd quarter 2023. • Staff continued to respond to unprecedented development activity and customer inquiries with improved efficiency and enhanced customer service with shifts to more on-line and virtual services as a result of state legislation requiring permit streamlining.

Goals for FY 2023/25:
• Provide substantive revisions to the Development Code to address State law, the General Plan and improvement to customer service
• Develop and implement strategies to encourage development and community capital investment in the downtown, in industrial zones and infill properties. • Implement improvements to the development review and permitting process from results identified in the consultant study.
• Work to complete the Housing Element in compliance with State law, by 3rd quarter 2023. • Provide staff support to Administration and other City Departments. • Continue to aggressively seek grant opportunities to enhance programs, services and improve community assets and infrastructure
• Identify county properties that should be annexed or expanded into the city’s sphere of influence.
• Complete the recruitment for Associate Planner, Management Analyst and Community Development Technician vacancies.
• Coordinate funding and partnership opportunities for the development of housing and services for homeless and at-risk populations.

The department budget has significant General Fund activity that is largely supported with fees charged for services provided to builder and developers directly related to their project development. The department activities include the following specific areas:

Advanced/Long-Range Planning
Description: This area includes development, updates and compliance with the City General Plan, State laws, implementation of various adopted Plans and Ordinances.

Special Projects
Description: To provide planning services for the processing and implementation of special/highvisibility projects that enhance the community.

Division Administration
The Planning Division includes four staff. The role of day-to-day management is overseen by the Planning & Economic Development Manager who manages departmental functions, maintains planning files, assigns staff projects and ensures compliance with State, regional and local mandated planning programs/regulations. Staff support includes: Associate Planner, Assistant Planner and a Community Development Technician.

Budget Commentary: The Planning Division continues to rely less on consulting services and will continue to work on recruitment, growing staff capacity, improving cost-recovery on development projects, streamlining processes to increase efficiency, and identifying cost-effective methods for 1148

COMMUNITY & ECONOMIC DEVELOPMENT ൢൠൢൣ
professional development in order to increase planning staff’s capacity and technical expertise.

The largest budget item includes $4,000 each year for dues and subscriptions for membership to professional association. In addition, $3,000 has been budgeted each fiscal year for Professional/Contract Services-Other for stabilization in contract services.

FY 2020/21
Activity
FY 2021/22
Activity
FY 2022/23
Budget
FY 2022/23
YTD
FY 2023/24
Proposed
FY 2024/25
Proposed
Department: 3001 ‐ PLANNING
Fund: 100 ‐ GENERAL
100‐5‐3001‐001 SALARIES‐FULL TIME 482,146        468,        607        367,744 502,809        607,900        650,638 100‐5‐3001‐002 SALARIES‐PART TIME 700                700                ‐                 ‐                 ‐                 ‐ 100‐5‐3001‐003 SALARIES‐OVERTIME ‐                 ‐                 ‐                 55                  ‐                 ‐ 100‐5‐3001‐004 LEAVE CASH OUT 6,875             2,094             2,907             1,564             3,683             3,830 100‐5‐3001‐021 CAR ALLOWANCE 4,249             5,121             4,200             5,412             6,300             6,300 100‐5‐3001‐041 CAFETERIA ALLOWANCE 59,343           68,714           139,200        50,648           99,600                 106,060 100‐5‐3001‐042 RETIREMENT 82,710           39,063           48,619           30,855           61,441           66,113 100‐5‐3001‐043 WORKERS COMP 8,776             6,291             6,156             3,317             7,537             8,314 100‐5‐3001‐044 MEDICARE 7,455             7,332             8,300             5,705             10,403           11,119 100‐5‐3001‐046 LONG TERM DISABILITY 2,217             2,103             2,873             1,628             3,071             3,289 100‐5‐3001‐047 RETIREMENT ‐ PERS UNFUNDED AC                 75,329 ‐           82,458           84,775                  115,465 100,903 100‐5‐3001‐049 CELL PHONE ALLOWANCE 1,214             1,209             ‐                 1,108             ‐                 ‐ 100‐5‐3001‐050 GROUP LIFE INSURANCE ‐                 57                  ‐                 1,003             ‐                 ‐ 100‐5‐3001‐103 DUES & SUBSCRIPTIONS 50                  1,735             3,500             3,182             4,000             2,320 100‐5‐3001‐120 SUPPLIES‐OFFICE 1,352             6,604             5,500             4,961             3,000             3,000 100‐5‐3001‐129 SUPPLIES‐OTHER 32                  107                ‐                 ‐                 ‐                 ‐ 100‐5‐3001‐150 RECOGNITIONS/AWARDS ‐                 1,044             1,000             ‐                 600                600 100‐5‐3001‐203 PROF/CONTR SVCS‐LEGAL 20,425           18,628           ‐                 ‐                 ‐                 ‐ 100‐5‐3001‐209 PROF/CONTR SVCS‐OTHER 7,238             400                39,000           ‐                 3,000             3,000 100‐5‐3001‐215 PROF/CONTR SVCS‐PLANNING ‐                 ‐                 1,500             ‐                 ‐                 ‐ 100‐5‐3001‐230 LEGAL ADVERTISING 5,411             5,341             3,000             2,107             1,500             1,500 100‐5‐3001‐231 MISC ADVERTISING/PROMO ‐                 ‐                 450                96                  200                200 100‐5‐3001‐232 DEVEL/ATTY REIMB (FUND 800) ‐                 ‐                 ‐                 1,574             ‐                 ‐ 100‐5‐3001‐241 PRINTING & BINDING‐EXTERNAL 391                54                  200                104                100                100 100‐5‐3001‐352 TRAINING/WORKSHOPS/MEETINGS                118 444                2,500             1,293             2,500             2,500 100‐5‐3001‐354 PLANNING COMMISSION EXPENSES                 ‐ ‐                 ‐                 ‐                 ‐                 ‐ 100‐5‐3001‐360 EDUCATIONAL REIMBURSEMENT ‐                 1,781             1,700             934                2,000             2,000 Fund: 100 ‐ GENERAL Total: 691,028        712,        431        568,064 855,872        917,737        986,346 Fund: 319 ‐ MISC STATE GRANTS
319‐5‐3001‐199 MISCELLANOUS EXPENDITURE ‐                 620,522               638,977 879,478        ‐                 ‐ Fund: 319 ‐ MISC STATE GRANTS Total: ‐                 620,522               638,977 879,478        ‐                 ‐ Fund: 412 ‐ AMERICAN RESCUE PLAN
412‐5‐3001‐001 SALARIES‐FULL TIME ‐                 8,847             ‐                 ‐                 ‐                 ‐ 412‐5‐3001‐042 RETIREMENT ‐                 2,000             ‐                 ‐                 ‐                 ‐ Fund: 412 ‐ AMERICAN RESCUE PLAN Total: ‐                 10,847           ‐                 ‐                 ‐                 ‐ Fund: 800 ‐ MISC DEPOSITS
800‐5‐3001‐215 PROF/CONTR SVCS‐PLANNING ‐                 58,940           45,664           34,664                  150,000 150,000 Fund: 800 ‐ MISC DEPOSITS Total: ‐                 58,940           45,664           34,664                  150,000 150,000 Department: 3001 ‐ PLANNING Total: 691,028        1,     1,781,013 402,741     1,241,705     1,067,737     1,136,346 1149

COMMUNITY & ECONOMIC DEVELOPMENT ൢൠൢൣ
Building & Safety and Housing Code Enforcement
Programs
Division Responsibilities
Oversight of the planning, construction, maintenance, and alterations of all structures and buildings on private property. The ultimate goal is to ensure the safety and well-being of all citizens and visitors and to increase property values in the City. This includes the review of plans for compliance with National, State, and Local codes; the issuance of building, plumbing, electrical, and mechanical permits; the performance of inspections during the construction process; emergency inspections; maintenance of building records and plans; and the administration of general building and construction information.

As a function of the Building & Safety Division, the Code Compliance team helps maintain and improve the quality of Santa Paula’s neighborhoods by operating programs that ensure public compliance with the City's Municipal Code. Additionally, we respond to customer complaints of potential Municipal, Building, Zoning and Health and Safety Code violations and initiate fair and unbiased enforcement action to correct those violations and educate property owners to maintain code compliance.

Division Objectives
To provide minimum standards to safeguard life, health, property, and public welfare, by regulating and controlling the design, construction, quality of materials, use and occupancy, location and maintenance of all buildings and structures. Residents within the City should be protected or benefited by these standards or by the regulation imposed.

The Building & Safety Division is comprised of two program areas: Housing Code Enforcement and New Construction. All staff is funded by the General Fund or code enforcement revenue.

Accomplishment for FY 2022/23;
 127 certificates of occupancy issued; 126 single-family and 1 commercial/industrial project  10 closed code cases
 The department contracted for Building Official/Senior Building Inspector and Code inspector positions to backfill vacancies.
 The department coordinated with the Public Works Department to initiate development engineering contractual services for plan check and inspection.  Developed process improvement to address the increased residential development activity and construction in the coming year (Arbor Executive Homes, Williams Homes and East Area1) Goals for FY 2023/25;
• Continue code and process improvements that will streamline the development process (including improvements to on-line permitting digital plan check services) • Develop and implement comprehensive strategies that will encourage economic development and job creation.
• Identify means and methods to streamline the review and approval process for ADUs and affordable housing projects.
• Continuously improve proactive code enforcement and improve community education and outreach regarding compliance
• Improve the tracking of development activity to provide better metrics for fiscal forecasting. • Implement improvements to the development review and permitting process from results identified in the consultant study to better facilitate a permitting “one stop shop”. • Complete the recruitment for Building inspector I and Administrative Analyst I. 1150

COMMUNITY & ECONOMIC DEVELOPMENT ൢൠൢൣ
Division Administration
The Building and Safety and Code Division includes five staff: Chief Building Official, one Building Inspector I, a Permit Technician, an Administrative Analyst I and an Administrative Assistant. The budget will also support a full-time Code Enforcement Inspector and funding for code compliance community outreach and education utilizing Measure T Funds. In addition, as needed, the division utilizes outside contract consultants for building plan review.

Budget Commentary: For FY 23-24 and FY 24-25 an allocation of $80,000 respectively, for Professional/Contract Services-Other. Professional services from Interwest Consulting Group provide a diverse scope of community development services and building plan check. In addition, Willdan Engineering and m6 Engineering, will provide building and engineering inspections and plan reviews for development projects.
1151

COMMUNITY & ECONOMIC DEVELOPMENT ൢൠൢൣ
FY 2020/21
Activity
FY 2021/22
Activity
FY 2022/23
Budget
FY 2022/23
YTD
FY 2023/24
Proposed
FY 2024/25
Proposed
Department: 1001 ‐ B&S‐BUILDING
Fund: 100 ‐ GENERAL
100‐5‐1001‐001 SALARIES‐FULL TIME 204,821        213,        260        199,439 271,362        314,228        335,448 100‐5‐1001‐003 SALARIES‐OVERTIME ‐                 317                ‐                 ‐                 ‐                 ‐ 100‐5‐1001‐004 LEAVE CASH OUT 7,873             4,065             2,073             3,514             3,633             3,887 100‐5‐1001‐041 CAFETERIA ALLOWANCE 41,496           40,831           64,800           37,716           67,800           74,100 100‐5‐1001‐042 RETIREMENT 77,568           21,290           35,979           19,849           38,177           41,158 100‐5‐1001‐043 WORKERS COMP 8,827             7,104             13,062           6,979             11,739           13,132 100‐5‐1001‐044 MEDICARE 3,538             3,690             4,892             3,205             5,609             6,011 100‐5‐1001‐046 LONG TERM DISABILITY 976                988                1,684             926                1,569             1,684 100‐5‐1001‐047 RETIREMENT ‐ PERS UNFUNDED AC                 109,055 ‐               122,735 119,380        151,107        173,642 100‐5‐1001‐048 CLOTHING ALLOWANCE 1,862             1,005             1,430             673                1,150             1,150 100‐5‐1001‐049 CELL PHONE ALLOWANCE 1,351             844                ‐                 990                ‐                 ‐ 100‐5‐1001‐050 GROUP LIFE INSURANCE ‐                 28                  ‐                 585                ‐                 ‐ 100‐5‐1001‐103 DUES & SUBSCRIPTIONS ‐                 780                1,200             445                1,200             1,200 100‐5‐1001‐120 SUPPLIES‐OFFICE 1,466             4,552             1,200             1,175             1,200             1,200 100‐5‐1001‐121 SUPPLIES‐CLOTHING/UNIFORMS 410                745                600                1,226             1,000             1,000 100‐5‐1001‐129 SUPPLIES‐OTHER 1,387             508                1,000             3,448             1,200             1,200 100‐5‐1001‐209 PROF/CONTR SVCS‐OTHER 72,738           192,335               160,728 205,000        80,000           80,000 100‐5‐1001‐227 PROF/CONTR‐TEMP PERSONNEL ‐                 58,438           ‐                 ‐                 ‐                 ‐ 100‐5‐1001‐231 MISC ADVERTISING/PROMO ‐                 ‐                 ‐                 ‐                 ‐                 ‐ 100‐5‐1001‐241 PRINTING & BINDING‐EXTERNAL 873                596                600                1,335             500                500 100‐5‐1001‐301 MAINT‐BLDGS & IMPROVEMENTS ‐                 300                ‐                 ‐                 ‐                 ‐ 100‐5‐1001‐305 VEHICLE FUEL 2,394             1,822             2,000             2,746             2,500             2,500 100‐5‐1001‐307 EQUIPMENT MAINTENANCE CHARG          22,199 17,912           21,914           ‐                 15,653           16,311 100‐5‐1001‐352 TRAINING/WORKSHOPS/MEETINGS             1,198 1,024             3,000             ‐                 4,000             4,000 Fund: 104 ‐ GENERAL FUND‐MEASURE T Total: 446,515        685,        949        567,715 751,177        702,266        758,125 Fund: 104 ‐ GENERAL FUND‐MEASURE T
104‐5‐1001‐001 SALARIES‐FULL TIME ‐                 ‐                 65,406           71,334 104‐5‐1001‐003 SALARIES‐OVERTIME ‐                 ‐                 ‐                 ‐ 104‐5‐1001‐004 LEAVE CASH OUT ‐                 ‐                 ‐                 ‐ 104‐5‐1001‐041 CAFETERIA ALLOWANCE ‐                 ‐                 16,800           18,600 104‐5‐1001‐042 RETIREMENT ‐                 ‐                 8,541             9,337 104‐5‐1001‐043 WORKERS COMP ‐                 ‐                 802                903 104‐5‐1001‐044 MEDICARE ‐                 ‐                 1,192             1,304 104‐5‐1001‐046 LONG TERM DISABILITY ‐                 ‐                 327                357 104‐5‐1001‐047 RETIREMENT ‐ PERS UNFUNDED ACCRUED LIABILITY ‐                 ‐                 1,444             1,523 104‐5‐1001‐048 CLOTHING ALLOWANCE ‐                 ‐                 ‐                 ‐ 104‐5‐1001‐049 CELL PHONE ALLOWANCE ‐                 ‐                 ‐                 ‐ 104‐5‐1001‐050 GROUP LIFE INSURANCE ‐                 ‐                 ‐                 ‐ 104‐5‐1001‐209 PROF/CONTR SVCS‐OTHER ‐                 ‐                 40,488           31,642 Fund: 104 ‐ GENERAL FUND‐MEASURE T Total: ‐                 ‐                 ‐                 ‐                 135,000        135,000 Fund: 412 ‐ AMERICAN RESCUE PLAN
412‐5‐1001‐001 SALARIES‐FULL TIME ‐                 3,041             ‐                 ‐                 ‐                 ‐ 412‐5‐1001‐042 RETIREMENT ‐                 1,490             ‐                 ‐                 ‐                 ‐ Fund: 412 ‐ AMERICAN RESCUE PLAN Total: ‐                 4,531             ‐                 ‐                 ‐                 ‐ Department: 1001 ‐ B&S‐BUILDING Total: 446,515        690,        481        567,715 751,177        837,266        893,124 1152

COMMUNITY & ECONOMIC DEVELOPMENT ൢൠൢൣ

FY 2020/21
Activity
FY 2021/22
Activity
FY 2022/23
Budget
FY 2022/23
YTD
FY 2023/24
Proposed
FY 2024/25
Proposed
Department: 1002 ‐ B&S‐HOUSING CODE ENFORC
Fund: 412 ‐ AMERICAN RESCUE PLAN
412‐5‐1002‐042 RETIREMENT ‐                 10                  ‐                 ‐                 ‐                 ‐ Fund: 412 ‐ AMERICAN RESCUE PLAN Total: ‐                 10                  ‐                 ‐                 ‐                 ‐ Fund: 450 ‐ HUD‐ CDBG
450‐5‐1002‐001 SALARIES‐FULL TIME 15,154           1,135             ‐                 ‐                 ‐                 ‐ 450‐5‐1002‐041 CAFETERIA ALLOWANCE 633                62                  ‐                 ‐                 ‐                 ‐ 450‐5‐1002‐042 RETIREMENT 39,082           69                  ‐                 ‐                 ‐                 ‐ 450‐5‐1002‐043 WORKERS COMP 824                50                  ‐                 ‐                 ‐                 ‐ 450‐5‐1002‐044 MEDICARE 199                16                  ‐                 ‐                 ‐                 ‐ 450‐5‐1002‐046 LONG TERM DISABILITY 58                  4                     ‐                 ‐                 ‐                 ‐ 450‐5‐1002‐048 CLOTHING ALLOWANCE ‐                 ‐                 ‐                 ‐                 ‐                 ‐ 450‐5‐1002‐049 CELL PHONE ALLOWANCE ‐                 ‐                 ‐                 ‐                 ‐                 ‐ 450‐5‐1002‐050 GROUP LIFE INSURANCE ‐                 0                     ‐                 ‐                 ‐                 ‐ Fund: 450 ‐ HUD‐ CDBG Total: 55,950           1,337             ‐                 ‐                 ‐                 ‐ Department: 1002 ‐ B&S‐HOUSING CODE ENFORC Total: 55,950           1,347             ‐                 ‐                 ‐                 ‐ 1153

COMMUNITY & ECONOMIC DEVELOPMENT ൢൠൢൣ
Economic Development Programs
Division Responsibilities
Outreach to, and collaboration with, organizations and businesses to act in the interest of local businesses, seek new economic opportunities, and develop new partnerships to drive local economic growth.

Division Objectives:

Addresses the needs of the business community and the economic vitality through the application of the following activities:
 Business Attraction – outreach to attract businesses to relocate to Santa Paula  Business Creation – encouraging entrepreneurship and the development of new businesses and employment
 Retention and Expansion – enhancing existing businesses and employers  Marketing and Promotion – minimize employment and sales tax leakage and attract outside investment and visitors
Accomplishments for FY 2022/23:
 Developed a city-wide Economic Development Strategic Plan that correlates to the City Council Strategic Goals
 Initiated changes to the land use code to provide more options for housing and infill development.  Developed a comprehensive property inventory for the Downtown District to market development opportunities
 Collaborated with the Chamber of Commerce and the Economic Development Collaborative (EDC) on business assistance, training and community marketing.  Provided staff support for the Business Improvement District (PBID)  Continued to improve the development review and application process to streamline projects  Collaboration with local partners to set the foundation for the Arte y Cultura Collectiva de Santa Paula
Goals for FY 2023/25
 Continue outreach and promotion of development opportunities for infill housing development  Implement and continuously improve the economic development strategic plan  Initiate a citywide business outreach program to address business retention and expansion  Develop a comprehensive list of commercial, retail and industrial sites and work with real estate brokers and property owners to promote them on the City’s web site  Collaborate with property-owners on the identification and attraction of retail and service business in the East Area Gateway area
 Continue to work with the county and developers to realize the new county medical campus  Coordinate with the Ventura Community College District on opportunities for expanded facilities  Support the Cultural Arts Council on the promotion of arts, history and cultural assets including public art, architecture, museums and local events
 Identify opportunities to collaborate with local and regional partners (EDC, Heritage Valley Tourism, Chamber of Commerce, Latino Town Hall, Cultural Arts, SPUSD, VCCCD) to provide assistance to businesses and promote community assets and events  Identify options for highest and best use of underutilized city-owned properties to generate tax revenue and employment opportunities
1154

COMMUNITY & ECONOMIC DEVELOPMENT ൢൠൢൣ
Division Administration
The Economic Development Division includes the Community and Economic Development Director and the Planning and Economic Development Manager with ancillary support from Community & Economic Development Department Staff. In an effort to focus on business assistance, retention and outreach, the Division will collaborate with regional partners (Chamber of Commerce, Economic Development Collaborative) and utilize consultants and part-time technical assistance.

Budget Commentary: Expenses related to Economic Development include contractual services for consultants to assist with business outreach, market analysis and business development strategies. In the future, as the revenue opportunities and program demands increase, consultant support will be replaced by full time staff. The largest budget items include $60,000 for a citywide wayfinding design contract in year one and $26,000 in year one and two for economic development analytics software to support business retention and attraction efforts.

FY 2020/21
Activity
FY 2021/22
Activity
FY 2022/23
Budget
FY 2022/23
YTD
FY 2023/24
Proposed
FY 2024/25
Proposed
Department: 3002 ‐ ECONOMIC DEVELOPMENT
Fund: 100 ‐ GENERAL
100‐5‐3002‐209 PROF/CONTR SVCS‐OTHER 19,555           26,891           77,676           39,017           70,000           30,000 Fund: 100 ‐ GENERAL Total: 19,555           26,891           77,676           39,017           70,000           30,000 Fund: 412 ‐ AMERICAN RESCUE PLAN
412‐5‐3002‐199 SUSPENSE ‐ EXPENDITURE ‐                 ‐                 175,000        ‐                 ‐                 ‐ 412‐5‐3002‐209 PROF/CONTR SVCS‐OTHER ‐                 24,441           165,559        2,139             10,000                          ‐ Fund: 412 ‐ AMERICAN RESCUE PLAN Total: ‐                 24,441           340,559        2,139             10,000           ‐ Department: 3002 ‐ ECONOMIC DEVELOPMENT Total: 19,555           51,332           418,235        41,156           80,000           30,000 1155
POLICE ൢൠൢൣ
Department Mission: The Santa Paula Police Department is committed to working collaboratively with the community to safeguard life and property, while building trust, embracing diversity, reducing crime, and enhancing quality of life through cooperative problem solving and embracing community engagement.

Department Core Services: The Police Department is responsible for all public safety and the protection of life and property in the City of Santa Paula. The Department provides a full range of law enforcement service to the public within the jurisdiction of the City of Santa Paula. The City of Santa Paula Police Department is led by Interim Chief of Police Don Aguilar and his executive staff. The Police Department is currently comprised of 31 sworn Officers, 1 Reserve Police Officer, 7 Professional supporting staff, 3-part time supporting staff and several other volunteers. An ongoing recruitment for additional full time Police Officers, dispatchers and community service offices is currently in action. 1156
POLICE ൢൠൢൣ
Accomplishments in 2022/23:
 Recruitment process to seek out and hire a permanent Chief of Police  Successfully transition from a Pandemic Plan to restore regular daily services and operations  Re-establish community engagement and crime victim-centered support Top Priorities FY 2023/25: The following goals and objectives have been adopted to focus on over the coming fiscal year 2023/25:
 Quality of Life – Continue to actively enforce quality of life issues with specific emphasis on our homeless population
 Continue proactive community engagement to prevent crime  Implement new Computer Aided Dispatch (CAD) / Records Management System (RMS) merger  Crime Analysis – Establish monthly crime statistics / trend reporting and establish Traffic Management Plan
 Strategic Plan – The department created a two-year Strategic Plan. The plan will serve as a roadmap for our service delivery to the community
 Actively recruit and expand the use of volunteers in areas such as Citizens Patrol, Station Volunteers, Reserve Police Officers, and Law Enforcement Explorers  Launch a Citizens Academy to help better educate the community on the functions and responsibilities of the police department
 Facility Improvements – Begin Phase 1 of fencing project Police Station / City Staff parking lot Departmental Strategic Goals for FY 2023/24 through 2024/25:
 Work with Ventura County stakeholders to assess homelessness  Continue updating police station with additional phases of improvements for the Property Room, Detective Bureau, Patrol and Administrative areas
 Focus on finding solutions to continue reducing violent crimes and property crimes  Utilize technology to enhance customer service, crime scene and traffic investigations, and Automated License Plate Reader (ALPR) to solve local/regional serious crime events  Enhance the Neighborhood Watch Program with renew the Citizen Patrol volunteer program and create an Academy for residents
 Continue recruitment for all vacant staffing positions until all positions are filled and fully staffed

Budget Commentary: Training was identified as focus to remain in compliance. In addition to mandated training compliance, assessment of all personnel identified a need to provide police employees with desirable and essential training to advance skills.  Training Audits
 Provide updated patrol training at each patrol briefing  Supervisory/Leadership training
 Current case law and updated legislative update review

1157
POLICE ൢൠൢൣ
Police Administration
Program Description: The Police Administration consists of the Chief of Police, Patrol Commander, Support Services Commander, Administrative Sergeant and Executive Assistant. The Chief of Police serves as the Department’s General Manager, oversees the day-to-day operations and is overall in charge of the Department. The Patrol Services Commander oversees the day-to-day operations of the uniformed Patrol Division, Specialized Units and the Communications Unit. The Support Services Commander oversees the operations of the Detective Unit, and all non-sworn support staff. The Administrative Sergeant oversees the School Resource Program, Traffic Unit, Professional Standard Investigations, Training and scheduling. The Executive Assistant provides support to the Chief of Police.

Administration oversees all department personnel, sets policy and defines procedures for police operations, develops and implements programs, and oversees all operational areas of the agency.

Program Core Services: The Police Chief sets the training and performance standards for Department personnel. He oversees the development and implementation of crime prevention programs and other services to the community as well as to ensure the integrity of the agency through oversight and ongoing internal review of operations.

Accomplishments in 2022/23:
 Assigned the Administrative Sergeant as Acting Commander due to executive staff vacancy.  Hired an Emergency Services Coordinator for the City.  Continued the recruitment / hiring process for Police Officers, Dispatchers, Property Room Evidence Technician, Policed Commander, and Community Service Officer Top Priorities for FY 2023/25:

Police Administration’s goals and objectives include:
 Build a trusted police department to support the community  Aggressively seek out grant opportunities for traffic safety  Launch administrative and liability-based tracking program (IAPRO) to help better monitor officers’ activity and track Use of Force matters
 Commitment of community involvement by engaging in dialogue with the community through outreach, meetings and City events
 Reduction of violent crime and property crime through intelligence-based policing  Redesign, expand and consistently maintain the Department’s website, social media platforms.  Launch a Community online reporting system in English and Spanish  Increase community outreach with emergency preparedness meetings and assist Citizen Corps with increasing the number of Community Emergency Response Team (CERT) members.  Provide disaster preparedness training with City employees and establish pool of certified Disaster Service Workers (DSW).
.

Budget Commentary: For FY 23-24 and FY 24-25, contracted two Police School Resource Officers (SRO’s) assigned to the Santa Paula Unified School District for nine months. SRO’s are similar to regular 1158
POLICE ൢൠൢൣ
police officers in that they have the ability to make arrests, respond to calls for services, and document student incidents.

FY 2020/21
Activity
FY 2021/22
Activity
FY 2022/23
Budget
FY 2022/23
YTD
FY 2023/24
Proposed
FY 2024/25
Proposed
Department: 4508 ‐ POLICE‐SCHOOL RESOURCE OFFICERS
Fund: 100 ‐ GENERAL
100‐5‐4508‐001 SALARIES‐FULL TIME 131,939        146,        101        135,488 140,191        155,947        161,791 100‐5‐4508‐003 SALARIES‐OVERTIME 51,976           50,440           ‐                 43,550           ‐                 ‐ 100‐5‐4508‐004 LEAVE CASH OUT ‐                 ‐                 1,263             4,577             3,936             4,094 100‐5‐4508‐041 CAFETERIA ALLOWANCE 27,038           27,837           27,941           25,804           29,522           29,522 100‐5‐4508‐042 RETIREMENT 53,186           23,369           25,428           19,963           28,851           29,990 100‐5‐4508‐043 WORKERS COMP 19,005           17,964           14,677           17,542           18,706           20,040 100‐5‐4508‐044 MEDICARE 2,654             2,881             2,091             2,648             2,790             2,877 100‐5‐4508‐046 LONG TERM DISABILITY 792                851                680                756                757                785 100‐5‐4508‐047 RETIREMENT ‐ PERS UNFUNDED AC                 46,011 ‐           51,131           52,568           55,062           61,953 100‐5‐4508‐048 CLOTHING ALLOWANCE 2,733             3,058             2,726             2,804             3,037             3,037 100‐5‐4508‐050 GROUP LIFE INSURANCE ‐                 25                  ‐                 439                ‐                 ‐ 100‐5‐4508‐209 PROF/CONTR SVCS‐OTHER ‐                 ‐                 800                ‐                 ‐                 ‐ 100‐5‐4508‐352 TRAINING/WORKSHOPS/MEETINGS                 ‐ ‐                 1,000             44                  ‐                 ‐ Fund: 100 ‐ GENERAL Total: 289,324        318,        537        306,183 267,928        298,608        314,089 Fund: 104 ‐ GENERAL FUND‐MEASURE T
104‐5‐4508‐041 CAFETERIA ALLOWANCE 169                ‐                 ‐                 ‐                 ‐                 ‐ 104‐5‐4508‐042 RETIREMENT 12                  ‐                 ‐                 ‐                 ‐                 ‐ 104‐5‐4508‐043 WORKERS COMP 18                  ‐                 ‐                 ‐                 ‐                 ‐ 104‐5‐4508‐044 MEDICARE 2                     ‐                 ‐                 ‐                 ‐                 ‐ 104‐5‐4508‐046 LONG TERM DISABILITY 1                     ‐                 ‐                 ‐                 ‐                 ‐ Fund: 104 ‐ GENERAL FUND‐MEASURE T Total: 202                ‐                 ‐                 ‐                 ‐                 ‐ Fund: 412 ‐ AMERICAN RESCUE PLAN
412‐5‐4508‐001 SALARIES‐FULL TIME ‐                 2,493             ‐                 ‐                 ‐                 ‐ 412‐5‐4508‐042 RETIREMENT ‐                 13                  ‐                 ‐                 ‐                 ‐ Fund: 412 ‐ AMERICAN RESCUE PLAN Total: ‐                 2,506             ‐                 ‐                 ‐                 ‐ Department: 4508 ‐ POLICE‐SCHOOL RESOURCE OFFICER        321, 289,526        043        306,183 267,928        298,608        314,089 1159
POLICE ൢൠൢൣ
Budget Commentary: For FY 23-24 and FY 24-25, the Administrative Division of the police department has allocated $1,800 for Dues and Subscriptions to professional groups such as IACP Net, which helps police leaders make informed, data-driven decisions through intuitive online resources and information. As well as $42,000 for range training equipment. This department also covers the expenses related to maintenance of equipment such as vehicles that is used to fund the Internal Service Fund Equipment Maintenance. New to this year’s budget is $26,520 for software intended to create efficiencies in the department, such as Cop Logic and Crime Analysis Software.

FY 2020/21
Activity
FY 2021/22
Activity
FY 2022/23
Budget
FY 2022/23
YTD
FY 2023/24
Proposed
FY 2024/25
Proposed
Department: 4501 ‐ POLICE‐ADMINISTRATION
Fund: 100 ‐ GENERAL
100‐5‐4501‐001 SALARIES‐FULL TIME 297,214        410,        735        412,931 408,666        445,503        473,478 100‐5‐4501‐002 SALARIES‐PART TIME 35,188           36,204           42,684           33,681           47,221           49,099 100‐5‐4501‐003 SALARIES‐OVERTIME 25,316           11,601           213,900        3,021             ‐                 ‐ 100‐5‐4501‐004 LEAVE CASH OUT ‐                 9,511             1,519             35,627           8,985             9,499 100‐5‐4501‐041 CAFETERIA ALLOWANCE 30,277           49,006           39,376           42,906           46,356           46,356 100‐5‐4501‐042 RETIREMENT 217,378        81,559           88,405           80,766           95,707                 101,841 100‐5‐4501‐043 WORKERS COMP 33,997           43,461           69,987           34,534           54,308           59,482 100‐5‐4501‐044 MEDICARE 5,663             7,647             10,001           5,785             8,003             8,444 100‐5‐4501‐045 UNEMPLOYMENT 3,246             80                  ‐                 ‐                 ‐                 ‐ 100‐5‐4501‐046 LONG TERM DISABILITY 1,244             1,909             3,174             1,786             2,376             2,522 100‐5‐4501‐047 RETIREMENT ‐ PERS UNFUNDED AC                 212,250 ‐               246,707 239,964        255,002        293,652 100‐5‐4501‐048 CLOTHING ALLOWANCE 4,659             5,753             3,511             4,317             3,886             3,886 100‐5‐4501‐049 CELL PHONE ALLOWANCE 2,488             3,775             ‐                 3,215             ‐                 ‐ 100‐5‐4501‐050 GROUP LIFE INSURANCE ‐                 56                  ‐                 1,092             ‐                 ‐ 100‐5‐4501‐101 POSTAGE 207                79                  200                168                200                200 100‐5‐4501‐103 DUES & SUBSCRIPTIONS 1,628             2,777             1,800             336                1,130             1,130 100‐5‐4501‐120 SUPPLIES‐OFFICE 1,095             994                4,500             3,689             4,500             4,500 100‐5‐4501‐121 SUPPLIES‐CLOTHING/UNIFORMS 516                429                750                1,813             1,000             1,000 100‐5‐4501‐125 SUPPLIES‐EMERGENCY PREP ‐                 ‐                 8,000             ‐                 8,000             8,000 100‐5‐4501‐129 SUPPLIES‐OTHER 4,736             1,987             4,100             5,045             4,500             4,500 100‐5‐4501‐150 RECOGNITIONS/AWARDS 240                906                1,000             999                2,300             2,300 100‐5‐4501‐203 PROF/CONTR SVCS‐LEGAL 16,345           ‐                 ‐                 ‐                 ‐                 ‐ 100‐5‐4501‐207 PROF/CONTR‐COMPUTER/SOFTWA                 5,760 ‐             69,080           9,475             37,420           37,420 100‐5‐4501‐209 PROF/CONTR SVCS‐OTHER 37,929           39,912           57,834           53,385           42,000           42,000 100‐5‐4501‐217 PROF/CONTR SVCS‐GEN INVEST 75                  159                ‐                 ‐                 ‐                 ‐ 100‐5‐4501‐218 PROF/CONTR SVCS‐PSYCHOLOGICA 450                1,600             1,500             ‐                 3,500             3,500 100‐5‐4501‐227 PROF/CONTR‐TEMP PERSONNEL ‐                 ‐                 3,600             2,333             12,000                          ‐ 100‐5‐4501‐231 MISC ADVERTISING/PROMO 210                2,205             3,500             ‐                 2,000             2,000 100‐5‐4501‐241 PRINTING & BINDING‐EXTERNAL 161                ‐                 500                238                500                500 100‐5‐4501‐301 MAINT‐BLDGS & IMPROVEMENTS 2,955             2,172             2,500             1,865             2,500             2,500 100‐5‐4501‐303 MAINT‐OFFICE EQUIPMENT 798                ‐                 2,000             ‐                 1,500             1,500 100‐5‐4501‐305 VEHICLE FUEL 7,114             10,820           5,775             10,518           11,902           12,497 100‐5‐4501‐307 EQUIPMENT MAINTENANCE CHARG          18,499 14,947           18,262           ‐                 21,243           22,137 100‐5‐4501‐352 TRAINING/WORKSHOPS/MEETINGS             6,731 3,927             28,500           7,307             8,500             8,500 100‐5‐4501‐610 EQUIPMENT NEW ‐                 71,507           118,948        4,423             ‐                 ‐ Fund: 100 ‐ GENERAL Total: 750,004        1,     1,453,536 040,085     1,007,961     1,132,042     1,202,442 1160
POLICE ൢൠൢൣ
FY 2020/21
Activity
FY 2021/22
Activity
FY 2022/23
Budget
FY 2022/23
YTD
FY 2023/24
Proposed
FY 2024/25
Proposed
Fund: 104 ‐ GENERAL FUND‐MEASURE T
104‐5‐4501‐001 SALARIES‐FULL TIME 220,392        150,647        177,836        48,461                  264,050 240,024 104‐5‐4501‐003 SALARIES‐OVERTIME 19,227           5,773             ‐                 4,529             ‐                 ‐ 104‐5‐4501‐004 LEAVE CASH OUT ‐                 4,915             499                16,042           3,800             4,150 104‐5‐4501‐041 CAFETERIA ALLOWANCE 19,183           16,196           28,963           3,317             31,151           31,151 104‐5‐4501‐042 RETIREMENT 147,238        30,037           40,753           8,769             42,712           47,217 104‐5‐4501‐043 WORKERS COMP 26,231           12,982           17,494           6,873             20,717           23,572 104‐5‐4501‐044 MEDICARE 3,784             2,493             3,344             1,036             4,024             4,377 104‐5‐4501‐046 LONG TERM DISABILITY 955                646                1,148             176                1,166             1,284 104‐5‐4501‐047 RETIREMENT ‐ PERS UNFUNDED AC                 87,149 ‐           91,956           94,540           96,457                 115,941 104‐5‐4501‐048 CLOTHING ALLOWANCE 2,753             2,220             2,116             466                2,539             2,539 104‐5‐4501‐049 CELL PHONE ALLOWANCE 1,629             1,061             ‐                 373                ‐                 ‐ 104‐5‐4501‐050 GROUP LIFE INSURANCE ‐                 20                  ‐                 105                ‐                 ‐ 104‐5‐4501‐209 PROF/CONTR SVCS‐OTHER 38,766           42,515 104‐5‐4501‐227 PROF/CONTR‐TEMP PERSONNEL ‐                 ‐                 11,400           7,387             ‐                 ‐ Fund: 104 ‐ GENERAL FUND‐MEASURE T Total: 441,391        314,138        414,274        234,589        442,590        494,282 Fund: 412 ‐ AMERICAN RESCUE PLAN
412‐5‐4501‐001 SALARIES‐FULL TIME ‐                 7,129             ‐                 ‐                 ‐                 ‐ 412‐5‐4501‐002 SALARIES‐PART TIME ‐                 798                ‐                 ‐                 ‐                 ‐ 412‐5‐4501‐042 RETIREMENT ‐                 1,000             ‐                 ‐                 ‐                 ‐ 412‐5‐4501‐610 EQUIPMENT‐NEW ‐                 48,407                  185,746 235,088        ‐                 ‐ Fund: 412 ‐ AMERICAN RESCUE PLAN Total: ‐                 57,334                  185,746 235,088        ‐                 ‐ Department: 4501 ‐ POLICE‐ADMINISTRATION Total: 1,191,395     1,411,558     2,102,898     1,428,296     1,574,632     1,696,724 1161
POLICE ൢൠൢൣ
Patrol Division
Program Description: The Patrol Division is supervised by the Police Commander and assisted by 4 patrol Sergeants. The responsibilities of uniformed field services such as roving patrol in marked police units, foot patrol, and bicycle patrol, school resource officers, cadets and the K-9 teams fall under the four Patrol Sergeants. The Patrol Division is currently staffed with 20 sworn Officers that are deployed with 4 sergeants, 4 senior officers, and 7 full time police officers of which 2 are K-9 officers, 2 are school resource officers and 1 traffic motor officer. The Reserve Police Unit is currently staffed by 1 Reserve Officer. The Police Reserve Unit has an authorized strength of 30 officers and is a critical element in providing support to patrol services. A recruitment to fill the reserve vacancies is ongoing.

Program Core Services: To provide uniform patrol in the city, discover crime and community hazards, provide quality of life enforcement services, arrest offenders, initiate crime reports, collect and present evidence, appear in court, handle special events and emergencies and enforce traffic laws, municipal and state laws. Reduce crime by identifying crime trends and strategizing enforcement plans.

Accomplishments in 2022/23:
 Two new police officers completed field training and are now patrolling the streets as solo officers
 Provided department-wide training on department policies and procedures through the LEXIPOL policy management system
 Utilized an Office of Traffic Safety Grant to complete a DUI (Driving Under the Influence) checkpoint, provided DUI education to the community and trained 3 officers in DUI Top Priorities for FY 2023/24 through 2024/25:
 Reduce crime through collaboration from Patrol, Investigations, and Special Enforcement Bureaus
 Provide high visibility foot patrols in the downtown areas, addressing business owner concerns and homeless issues
 Work collaboratively with the Spirit of Santa Paula Homeless Shelter and continue conducting Backpack medicine programs to better help our homeless population obtain services  Create promotional training and mentoring opportunities for staff  Expand the numbers of Field Training Officers to maximize field training availability on all patrol schedules
 Perform regular audits of patrol operations to ensure accountability and policy compliance  Continue enforcement of parking violations by utilizing police cadets and citizen patrol volunteers  Work with the City Manager’s office to secure grants for various law enforcement programs to enhance our Community Policing efforts
 Provide Victim Centered Training
 Train five officers in Basic Traffic Investigation
 Train three officers in Intermediate Traffic Investigation 1162
POLICE ൢൠൢൣ
Budget Commentary: For FY 23-24 and FY 24-25, Equipment – New, the budget provides for four new vehicles through a lease-to-own arrangement.

FY 2020/21
Activity
FY 2021/22
Activity
FY 2022/23
Budget
FY 2022/23
YTD
FY 2023/24
Proposed
FY 2024/25
Proposed
Department: 4502 ‐ POLICE‐PATROL
Fund: 100 ‐ GENERAL
100‐5‐4502‐001 SALARIES‐FULL TIME 1,129,378     1,375,784     1,394,954     1,495,593     1,276,087     1,507,466 100‐5‐4502‐002 SALARIES‐PART TIME 34,469           36,348           46,533           18,086           37,203           38,092 100‐5‐4502‐003 SALARIES‐OVERTIME 414,559        301,        570        303,976 242,971        666,608        666,608 100‐5‐4502‐004 LEAVE CASH OUT 18,792           28,929           9,861             20,170           24,370           28,028 100‐5‐4502‐040 GYM MEMBERSHIP ‐                 ‐                 ‐                 ‐                 ‐                 ‐ 100‐5‐4502‐041 CAFETERIA ALLOWANCE 228,465        250,        358        235,793 271,016        191,737        213,686 100‐5‐4502‐042 RETIREMENT 386,353        194,        295        195,164 207,901        205,231        237,297 100‐5‐4502‐043 WORKERS COMP 169,884        170,        294        166,726 174,496        240,801        276,899 100‐5‐4502‐044 MEDICARE 24,831           27,407           24,956           26,090           32,201           35,982 100‐5‐4502‐045 UNEMPLOYMENT 1,258             5                     ‐                 ‐                 ‐                 ‐ 100‐5‐4502‐046 LONG TERM DISABILITY 6,813             7,278             8,086             7,643             9,693             10,832 100‐5‐4502‐047 RETIREMENT ‐ PERS UNFUNDED AC                 153,751 ‐               176,570 171,744        247,115        281,105 100‐5‐4502‐048 CLOTHING ALLOWANCE 24,547           27,741           26,785           23,589           24,736           27,672 100‐5‐4502‐049 CELL PHONE ALLOWANCE ‐                 300                ‐                 277                ‐                 ‐ 100‐5‐4502‐050 GROUP LIFE INSURANCE ‐                 225                ‐                 4,541             ‐                 ‐ 100‐5‐4502‐101 POSTAGE 18                  11                  100                ‐                 100                100 100‐5‐4502‐103 DUES & SUBSCRIPTIONS ‐                 ‐                 250                ‐                 250                250 100‐5‐4502‐120 SUPPLIES‐OFFICE 89                  49                  1,500             232                500                500 100‐5‐4502‐121 SUPPLIES‐CLOTHING/UNIFORMS 1,551             2,922             2,500             2,099             2,500             2,500 100‐5‐4502‐123 SUPPLIES‐SHOP & FIELD 30,113           2,192             30,000           17,348           30,000           30,000 100‐5‐4502‐124 SUPPLIES‐SAFETY 12,200           7,581             14,000           13,465           15,000           10,000 100‐5‐4502‐129 SUPPLIES‐OTHER 2,562             4,340             2,000             4,412             3,000             3,000 100‐5‐4502‐133 SUPPLIES‐JAIL EQUIPMENT 343                ‐                 ‐                 ‐                 ‐                 ‐ 100‐5‐4502‐135 K‐9 EXPENDITURES 10,545           8,035             15,000           9,577             15,000           15,000 100‐5‐4502‐179 MINOR EQUIPMENT‐OTHER ‐                 ‐                 1,000             524                1,000             1,000 100‐5‐4502‐207 PROF/CONTR‐COMPUTER/SOFTWA           35,227 40,037           19,089           23,076           52,400           30,000 100‐5‐4502‐209 PROF/CONTR SVCS‐OTHER 10,454           17,443           20,000           12,183           20,000           20,000 100‐5‐4502‐212 PROF/CONTR SVCS‐TRAINING, ETC 599                13,215           2,500             ‐                 2,500             2,500 100‐5‐4502‐214 PROF/CONTR SVCS‐MEDICAL ‐                 ‐                 2,500             1,127             1,000             1,000 100‐5‐4502‐231 MISC ADVERTISING/PROMO 3                     ‐                 ‐                 ‐                 ‐                 ‐ 100‐5‐4502‐241 PRINTING & BINDING‐EXTERNAL ‐                 245                2,000             ‐                 1,000             1,000 100‐5‐4502‐251 SVCS‐TOWING AND STORAGE 4,035             5,050             6,000             ‐                 6,000             6,000 100‐5‐4502‐301 MAINT‐BLDGS & IMPROVEMENTS 337                3,214             1,000             ‐                 1,000             1,000 100‐5‐4502‐304 MAINT‐VEHICLES, EQUIPMENT 16,976           ‐                 ‐                 ‐                 ‐                 ‐ 100‐5‐4502‐305 VEHICLE FUEL 64,543           73,220           67,000           72,190           80,542           84,569 100‐5‐4502‐307 EQUIPMENT MAINTENANCE CHARG        230, 201,854        189        1,062 248,363             251,031        279,062 100‐5‐4502‐321 RESERVE OFFICER EXPENSES 5,280             2,160             10,000           480                2,500             2,500 100‐5‐4502‐322 CITIZEN PATROL/EXPLORER EXPENS           3,673 14,781             15,000           8,526             ‐                 ‐ 100‐5‐4502‐352 TRAINING/WORKSHOPS/MEETINGS           55,055 17,447           30,000           25,730           30,000           30,000 100‐5‐4502‐360 EDUCATIONAL REIMBURSEMENT 11,277           4,795             13,500           1,242             13,500           13,500 100‐5‐4502‐370 LEASE/RENTAL 24,815           15,990           10,636           5,210             11,000           11,000 100‐5‐4502‐610 EQUIPMENT‐NEW 100,042        23,479           92,724           20,998                  70,000 154,000 Fund: 100 ‐ GENERAL Total: 3,009,249     3,082,368     3,185,963     2,893,697     3,649,604     3,938,149 1163
POLICE ൢൠൢൣ
FY 2020/21
Activity
FY 2021/22
Activity
FY 2022/23
Budget
FY 2022/23
YTD
FY 2023/24
Proposed
FY 2024/25
Proposed
Fund: 104 ‐ GENERAL FUND‐MEASURE T
104‐5‐4502‐001 SALARIES‐FULL TIME 489,609        452,        602        462,659 440,768        735,155        615,541 104‐5‐4502‐002 SALARIES‐PART‐TIME 8,648             (602)               ‐                 ‐                 ‐                 ‐ 104‐5‐4502‐003 SALARIES‐OVERTIME 182,503        90,272           79,742           91,464           5,436             5,436 104‐5‐4502‐004 LEAVE CASH OUT 4,717             9,495             3,236             7,380             12,311           10,792 104‐5‐4502‐041 CAFETERIA ALLOWANCE 116,505        102,        84,221 958           91,680                  94,629 125,332 104‐5‐4502‐042 RETIREMENT 202,125        66,229           65,700           63,277                  94,395 109,526 104‐5‐4502‐043 WORKERS COMP 76,409           55,293           55,779           51,724           90,468           78,523 104‐5‐4502‐044 MEDICARE 11,020           8,921             7,713             8,112             12,938           10,694 104‐5‐4502‐046 LONG TERM DISABILITY 2,998             2,452             2,567             2,420             3,641             3,057 104‐5‐4502‐047 RETIREMENT ‐ PERS UNFUNDED AC                 50,061 ‐           55,894           57,465           81,103           92,258 104‐5‐4502‐048 CLOTHING ALLOWANCE 10,621           9,343             8,216             7,597             14,064           11,128 104‐5‐4502‐050 GROUP LIFE INSURANCE ‐                 66                  ‐                 1,417             ‐                 ‐ 104‐5‐4502‐123 SUPPLIES‐SHOP & FIELD 7,568             ‐                 ‐                 ‐                 ‐                 ‐ 104‐5‐4502‐179 MINOR EQUIPMENT‐OTHER 3,464             ‐                 ‐                 ‐                 ‐                 ‐ 104‐5‐4502‐360 EDUCATIONAL REIMBURSEMENT ‐                 ‐                 ‐                 ‐                 ‐                 ‐ 104‐5‐4502‐370 LEASE/RENTAL ‐                 ‐                 ‐                 ‐                 ‐                 ‐ 104‐5‐4502‐610 EQUIPMENT ‐ NEW 9,440             30,991           153,559        28,592           70,000           70,000 Fund: 104 ‐ GENERAL FUND‐MEASURE T Total: 1,125,628     878,080               873,787 957,396        1,259,975     1,086,454 Fund: 203 ‐ ASSET FORFEITURE
203‐5‐4502‐129 SUPPLIES‐OTHER 500                ‐                 ‐                 ‐                 500                500 Fund: 203 ‐ ASSET FORFEITURE Total: 500                ‐                 ‐                 ‐                 500                500 Fund: 311 ‐ SLESF‐ COPS (AB1913)
311‐5‐4502‐001 SALARIES‐FULL TIME ‐                 ‐                 ‐                 ‐                 ‐                 ‐ 311‐5‐4502‐002 SALARIES‐PART TIME ‐                 ‐                 ‐                 ‐                 ‐                 ‐ 311‐5‐4502‐041 CAFETERIA ALLOWANCE ‐                 ‐                 ‐                 ‐                 ‐                 ‐ 311‐5‐4502‐042 RETIREMENT 24,334           ‐                 ‐                 ‐                 ‐                 ‐ 311‐5‐4502‐043 WORKERS COMP ‐                 ‐                 ‐                 ‐                 ‐                 ‐ 311‐5‐4502‐044 MEDICARE ‐                 ‐                 ‐                 ‐                 ‐                 ‐ 311‐5‐4502‐046 LONG TERM DISABILITY ‐                 ‐                 ‐                 ‐                 ‐                 ‐ 311‐5‐4502‐048 CLOTHING ALLOWANCE ‐                 ‐                 ‐                 ‐                 ‐                 ‐ 311‐5‐4502‐212 PROF/CONTR‐FIREARMS TRAINING 18,650           ‐                 ‐                 2,544             ‐                 ‐ Fund: 311 ‐ SLESF‐ COPS (AB1913) Total: 42,984           ‐                 ‐                 2,544             ‐                 ‐ Fund: 313 ‐ ST HOMELAND SECURITY GRT
313‐5‐4502‐179 MINOR EQUIPMENT‐OTHER 13,662           ‐                 ‐                 ‐                 ‐                 ‐ Fund: 313 ‐ ST HOMELAND SECURITY GRT Total: 13,662           ‐                 ‐                 ‐                 ‐                 ‐ Fund: 314 ‐ OFF OF TRAFFIC SFTY(OTS)
314‐5‐4502‐001 SALARIES‐FULL TIME 111                207                ‐                 ‐                 ‐                 ‐ 314‐5‐4502‐002 SALARIES‐PART TIME 100                ‐                 ‐                 ‐                 ‐                 ‐ 314‐5‐4502‐003 SALARIES‐OVERTIME 5,933             24,381           ‐                 17,629           ‐                 ‐ 314‐5‐4502‐042 RETIREMENT ‐                 2,156             ‐                 1,130             ‐                 ‐ 314‐5‐4502‐043 WORKERS COMP 494                2,009             ‐                 1,533             ‐                 ‐ 314‐5‐4502‐044 MEDICARE 84                  333                ‐                 236                ‐                 ‐ 314‐5‐4502‐046 LONG TERM DISABILITY ‐                 94                  ‐                 63                  ‐                 ‐ 314‐5‐4502‐050 GROUP LIFE INSURANCE ‐                 3                     ‐                 34                  ‐                 ‐ 314‐5‐4502‐123 SUPPLIES‐SHOP & FIELD 26                  2,985             ‐                 5,232             ‐                 ‐ 314‐5‐4502‐352 TRAINING/WORKSHOPS/MEETINGS                6,206 275             ‐                 567                ‐                 ‐ 314‐5‐4502‐678 PRIOR YEAR ADJ EXPENDITURES ‐                 ‐                 ‐                 ‐                 ‐                 ‐ Fund: 314 ‐ OFF OF TRAFFIC SFTY(OTS) Total: 7,023             38,374           ‐                 26,423           ‐                 ‐ Fund: 412 ‐ AMERICAN RESCUE PLAN
412‐5‐4502‐001 SALARIES‐FULL TIME ‐                 29,290           ‐                 ‐                 ‐                 ‐ 412‐5‐4502‐042 RETIREMENT ‐                 5,529             ‐                 ‐                 ‐                 ‐ 412‐5‐4502‐610 EQUIPMENT‐NEW ‐                 159,785        215                ‐                 ‐                 ‐ Fund: 412 ‐ AMERICAN RESCUE PLAN Total: ‐                 194,605        215                ‐                 ‐                 ‐ Department: 4502 ‐ POLICE‐PATROL Total: 4,199,047     4,193,427     4,143,574     3,796,451     4,910,079     5,025,102     1164 POLICE ൢൠൢൣ
Investigations Division
Program Description: The Investigations Unit (Major Crimes) is made up of one Sergeant and four Detectives. Due to staffing issues the gang unit and the Narcotics Detective were recalled and reassigned back to patrol. Once the hiring and training is completed, the gang and narcotic positions will be reactivated. They all have specialized training that allows for the investigation of all major crimes, crime scene processing and specialized areas (i.e., white collar crime, computer and fraud crime, sex crimes, homicides etc.). Two Community Service Officers are also assigned to specialized support unit; one is the Evidence Technician assigned to all evidence management and the other is assigned full time to the Investigations Unit, the duties performed are: sex registrants and compliance checks, probation and drug offender registrations, and other duties as needed within the unit.

Program Core Services: Provides follow-up investigation of criminal investigations/complaints forwarded from the Patrol Division or acts on initial reports taken directly from the public as necessary.

Crimes against persons (crimes where an injury has occurred) will take priority over property crimes.

Process crime scenes, collect, preserve and store evidence. Complete case follow-up as requested by the District Attorney and establish and maintain a good working relationship with local, state and federal law enforcement partners.

Accomplishments in 2022/23:
 The Special Enforcement Unit began working with county partners to begin homeless outreach with the goal of providing services to those in need, including medical attention through the backpack medicine program
 Detectives and the Special Enforcement Unit worked with Federal partners to combat several gang related crimes involving weapons which resulted in the successful conviction of numerous offenders
 Conducted violent crime investigations resulting in arrests and convictions  Conducted several gang/narcotic parole and probation sweeps  Continued Post Release Offender Supervision and Serious Habitual Offenders compliance checks conducted periodically
Top Priorities for FY 2023/24 through 2024/25:
 Continue to develop staff through specialized training courses  Work with the District Attorney’s office to identify methods in which we can improve work flow and communications
 Continue to address gang related crimes and criminal activity with the assistance of other local, state and federal law enforcement agencies
 Work with District Attorney to consolidate criminal complaints on habitual offenders for effective Intelligence Driven Prosecution (IDP)
 Continue to provide professional investigative service utilizing all available resources to include other local, state and federal agencies
1165
POLICE ൢൠൢൣ
Budget Commentary: For FY 23-24 and FY 24-25, $66,573 and $62,241 respectively, for Equipment Maintenance Charges. $25,000 respectively, for Professional/Contract-Services-Other. These contracts include utilizing services that assists investigators with specialized and Hi-Tech criminal investigations. $7,000 and $9,000 for Supplies-Evidence Room upgrades.
1166
POLICE ൢൠൢൣ
FY 2020/21
Activity
FY 2021/22
Activity
FY 2022/23
Budget
FY 2022/23
YTD
FY 2023/24
Proposed
FY 2024/25
Proposed
Department: 4503 ‐ POLICE‐INVESTIGATIONS
Fund: 100 ‐ GENERAL
100‐5‐4503‐001 SALARIES‐FULL TIME 492,503        519,        873        381,795 624,271        677,467        717,413 100‐5‐4503‐003 SALARIES‐OVERTIME 215,374        139,        832        183,251 338,838        ‐                 ‐ 100‐5‐4503‐004 LEAVE CASH OUT ‐                 17,377           7,463             4,783             9,871             10,383 100‐5‐4503‐041 CAFETERIA ALLOWANCE 93,567           89,750           117,102        63,422                  103,205 108,435 100‐5‐4503‐042 RETIREMENT 238,567        87,139           116,541        68,098                  122,975 115,898 100‐5‐4503‐043 WORKERS COMP 74,287           63,189           102,710        51,476           80,619           88,233 100‐5‐4503‐044 MEDICARE 10,906           10,416           14,252           8,017             11,733           12,244 100‐5‐4503‐046 LONG TERM DISABILITY 2,859             2,673             4,734             2,152             3,265             3,459 100‐5‐4503‐047 RETIREMENT ‐ PERS UNFUNDED AC                 282,663 ‐               323,177 314,344        239,117        273,976 100‐5‐4503‐048 CLOTHING ALLOWANCE 11,275           10,205           12,299           7,199             13,403           13,403 100‐5‐4503‐049 CELL PHONE ALLOWANCE 680                455                ‐                 415                ‐                 ‐ 100‐5‐4503‐050 GROUP LIFE INSURANCE ‐                 80                  ‐                 1,284             ‐                 ‐ 100‐5‐4503‐101 POSTAGE ‐                 ‐                 100                55                  100                100 100‐5‐4503‐103 DUES & SUBSCRIPTIONS 100                115                1,800             50                  1,250             1,250 100‐5‐4503‐120 SUPPLIES‐OFFICE 187                1,216             1,000             1,552             1,500             1,500 100‐5‐4503‐121 SUPPLIES‐CLOTHING/UNIFORMS 182                ‐                 1,500             1,138             1,500             1,500 100‐5‐4503‐129 SUPPLIES‐OTHER 725                188                ‐                 921                ‐                 ‐ 100‐5‐4503‐131 SUPPLIES‐CRIME SCENE 1,276             2,319             3,500             425                3,500             3,500 100‐5‐4503‐132 SUPPLIES‐EVIDENCE ROOM 6,261             4,197             9,000             4,007             6,000             6,000 100‐5‐4503‐179 MINOR EQUIPMENT‐OTHER ‐                 ‐                 1,000             287                1,000                            ‐ 100‐5‐4503‐207 PROF/CONTR‐COMPUTER/SOFTWA                 328 ‐                ‐                 ‐                 ‐                 ‐ 100‐5‐4503‐209 PROF/CONTR SVCS‐OTHER 24,799           14,083           25,000           18,962           25,000           25,000 100‐5‐4503‐217 PROF/CONTR SVCS‐GEN INVEST 21,585           31,098           25,000           20,858           25,000           25,000 100‐5‐4503‐305 VEHICLE FUEL 17,426           16,745           16,600           22,065           18,420           19,341 100‐5‐4503‐307 EQUIPMENT MAINTENANCE CHARG          66,596 53,737           65,743           ‐                 77,704           63,497 100‐5‐4503‐352 TRAINING/WORKSHOPS/MEETINGS             6,684 3,400             10,000           12,005           10,000           10,000 100‐5‐4503‐650 BUILDINGS‐REHAB ‐                 ‐                 ‐                 ‐                 ‐                 ‐ Fund: 100 ‐ GENERAL Total: 1,269,695     1,367,222     1,812,797     1,177,394     1,430,783     1,501,978 Fund: 104 ‐ GENERAL FUND‐MEASURE T
104‐5‐4503‐001 SALARIES‐FULL TIME 162,059        170,        456        125,142 213,959        233,585        245,314 104‐5‐4503‐003 SALARIES‐OVERTIME 61,803           30,708           111,206        26,251           ‐                 ‐ 104‐5‐4503‐004 LEAVE CASH OUT ‐                 5,703             2,805             1,564             3,631             3,777 104‐5‐4503‐041 CAFETERIA ALLOWANCE 30,607           29,418           40,405           20,780           38,136           36,413 104‐5‐4503‐042 RETIREMENT 77,253           26,911           38,466           19,173           38,445           40,369 104‐5‐4503‐043 WORKERS COMP 23,577           19,496           34,447           13,929           27,629           29,990 104‐5‐4503‐044 MEDICARE 3,473             3,225             4,817             2,176             4,059             4,207 104‐5‐4503‐046 LONG TERM DISABILITY 906                819                1,590             603                1,121             1,178 104‐5‐4503‐047 RETIREMENT ‐ PERS UNFUNDED AC                 86,504 ‐           96,225           98,929           71,555           80,875 104‐5‐4503‐048 CLOTHING ALLOWANCE 3,440             3,343             4,225             2,357             4,610             4,610 104‐5‐4503‐049 CELL PHONE ALLOWANCE 230                152                ‐                 138                ‐                 ‐ 104‐5‐4503‐050 GROUP LIFE INSURANCE ‐                 20                  ‐                 366                ‐                 ‐ 104‐5‐4503‐360 EDUCATIONAL REIMBURSEMENT ‐                 ‐                 ‐                 ‐                 ‐                 ‐ Fund: 104 ‐ GENERAL FUND‐MEASURE T Total: 363,349        376,        755        311,408 548,144        422,772        446,734 Fund: 412 ‐ AMERICAN RESCUE PLAN
412‐5‐4503‐001 SALARIES‐FULL TIME ‐                 11,212           ‐                 ‐                 ‐                 ‐ 412‐5‐4503‐042 RETIREMENT ‐                 2,958             ‐                 ‐                 ‐                 ‐ Fund: 412 ‐ AMERICAN RESCUE PLAN Total: ‐                 14,170           ‐                 ‐                 ‐                 ‐ Department: 4503 ‐ POLICE‐INVESTIGATIONS Total: 1,633,044     1,758,147     2,360,941     1,488,802     1,853,555     1,948,711 1167
POLICE ൢൠൢൣ
Emergency Communications Center
Program Description: The Emergency Communications Center is under the command of the Patrol Commander with the direct supervision handled by the Dispatch Supervisor. Six full-time dispatchers are authorized for this unit. Currently the unit is staffed with five full-time dispatchers and one dispatcher– in-training.

Program Core Services: Provide Public Safety Answering Point for all police and fire emergency service via the 9-1-1 System. Dispatching is facilitated by our Computer Aided Dispatch system and other policerelated computer software.

Accomplishments in 2022/23:
 Worked with the State to install new equipment that is Next Gen 911 compliant  Installed text to 911 equipment and trained dispatchers in its use  Continued to meet or exceed the State standards for answering 911 calls Top Priorities for FY 2023/24 through 2024/25:
 Continue to provide professional training and career enhancement training  Continue to focus on providing professional customer service  Transition to implementation of Computer Aided Dispatching and Records Management System  Complete the DOJ mandated encryption upgrade
 Continue recruitment to fill all dispatcher allocated positions

1168
POLICE ൢൠൢൣ
Budget Commentary: For FY 23-24 and FY 24-25, an allocation of $8,000 respectively for Training/Workshops/Meetings for Peace Officer Basic Training (POST). $5,000 respectively, for Minor Equipment-Office for furniture. $3,500 respectively, for Professional/Contract Services-Other.

Professional services provided by Day Wireless Systems for complex communication services. Satcom Global, Inc., which provide voice and data solutions for users in remote locations, and design and integrate systems ensuring safety in the most hazardous of environments.

FY 2020/21
Activity
FY 2021/22
Activity
FY 2022/23
Budget
FY 2022/23
YTD
FY 2023/24
Proposed
FY 2024/25
Proposed
Department: 4504 ‐ POLICE‐DISPATCH
Fund: 100 ‐ GENERAL
100‐5‐4504‐001 SALARIES‐FULL TIME 226,984        235,        755        226,606 292,403        289,614        297,903 100‐5‐4504‐002 SALARIES‐PART TIME 23,321           12,238           ‐                 180                ‐                 ‐ 100‐5‐4504‐003 SALARIES‐OVERTIME 71,307           53,223           26,997           34,442           3,765             3,765 100‐5‐4504‐004 LEAVE CASH OUT ‐                 729                1,668             1,733             5,894             6,129 100‐5‐4504‐022 UNIFORM ALLOWANCE 292                ‐                 ‐                 ‐                 ‐                 ‐ 100‐5‐4504‐041 CAFETERIA ALLOWANCE 73,150           71,588           81,037           61,192           77,264           76,388 100‐5‐4504‐042 RETIREMENT 79,072           20,232           25,703           16,826           29,400           30,746 100‐5‐4504‐043 WORKERS COMP 3,653             3,294             3,278             2,727             3,446             3,675 100‐5‐4504‐044 MEDICARE 5,255             4,970             4,656             4,191             5,460             5,571 100‐5‐4504‐046 LONG TERM DISABILITY 1,443             1,372             1,583             1,169             1,460             1,502 100‐5‐4504‐047 RETIREMENT ‐ PERS UNFUNDED AC                 59,006 ‐           64,472           66,284           76,737           87,894 100‐5‐4504‐049 CELL PHONE ALLOWANCE 458                455                ‐                 417                ‐                 ‐ 100‐5‐4504‐050 GROUP LIFE INSURANCE ‐                 38                  ‐                 756                ‐                 ‐ 100‐5‐4504‐121 SUPPLIES‐CLOTHING/UNIFORMS 886                786                1,800             687                1,800             1,800 100‐5‐4504‐171 MINOR EQUIPMENT‐OFFICE 5,374             1,288             5,000             3,848             1,500             1,500 100‐5‐4504‐179 MINOR EQUIPMENT‐OTHER 272                ‐                 500                ‐                 ‐                 ‐ 100‐5‐4504‐209 PROF/CONTR SVCS‐OTHER 1,201             315                3,500             ‐                 1,500             1,500 100‐5‐4504‐214 PROF/CONTR SVCS‐MEDICAL ‐                 ‐                 1,000             ‐                 ‐                 ‐ 100‐5‐4504‐219 SVCS‐DOJ/NCIC/CII/VSO ‐                 ‐                 1,000             ‐                 ‐                 ‐ 100‐5‐4504‐352 TRAINING/WORKSHOPS/MEETINGS             342 3,542                8,000             ‐                 5,000             5,000 Fund: 100 ‐ GENERAL Total: 496,208        465,        633        421,060 522,596        502,840        523,374 Fund: 104 ‐ GENERAL FUND‐MEASURE T
104‐5‐4504‐001 SALARIES‐FULL TIME 81,404           81,391           95,966           74,377                  134,715 126,401 104‐5‐4504‐003 SALARIES‐OVERTIME 22,910           16,991           8,860             11,147           1,236             1,236 104‐5‐4504‐004 LEAVE CASH OUT ‐                 239                548                569                1,934             2,012 104‐5‐4504‐041 CAFETERIA ALLOWANCE 23,781           23,496           26,596           20,084           33,564           34,439 104‐5‐4504‐042 RETIREMENT 25,881           6,605             8,436             5,506             12,139           13,051 104‐5‐4504‐043 WORKERS COMP 1,184             1,037             1,076             878                1,500             1,658 104‐5‐4504‐044 MEDICARE 1,705             1,624             1,528             1,373             2,365             2,500 104‐5‐4504‐046 LONG TERM DISABILITY 467                448                519                383                636                678 104‐5‐4504‐047 RETIREMENT ‐ PERS UNFUNDED AC                 19,366 ‐           21,160           21,754           25,185           28,847 104‐5‐4504‐049 CELL PHONE ALLOWANCE 149                149                ‐                 137                ‐                 ‐ 104‐5‐4504‐050 GROUP LIFE INSURANCE ‐                 10                  ‐                 247                ‐                 ‐ Fund: 104 ‐ GENERAL FUND‐MEASURE T Total: 157,481        151,        357        136,454 164,688        204,960        219,134 Fund: 412 ‐ AMERICAN RESCUE PLAN
412‐5‐4504‐001 SALARIES‐FULL TIME ‐                 5,518             ‐                 ‐                 ‐                 ‐ 412‐5‐4504‐002 SALARIES‐PART TIME ‐                 341                ‐                 ‐                 ‐                 ‐ 412‐5‐4504‐042 RETIREMENT ‐                 500                ‐                 ‐                 ‐                 ‐ Fund: 412 ‐ AMERICAN RESCUE PLAN Total: ‐                 6,359             ‐                 ‐                 ‐                 ‐ Department: 4504 ‐ POLICE‐DISPATCH Total: 653,689        623,        348        557,514 687,284        707,801        742,507 1169
POLICE ൢൠൢൣ
Records Division
Program Description: The Records Division is staffed by a Records Supervisor, one full time Records Technician, and two part-time Community Service Officers. In years past, this unit was fully staffed with 3 full time records clerks. Due to budgetary issues in years past, this unit had been reduced to the current staffing level. This budget provides support to replace the two part-time Community Service Officers with one full-time Records Technician.

All criminal records, reports, bookings, citations, impound reports, and any other documents pertaining to civil/criminal incidents involving the Police Department are received, processed, and maintained by our Records Division. Records personnel are the first contact a community member will have at the front counter of the Police Department. The staff have received training in a variety of customer service techniques.

The Automated Criminal Information System holds over 90% of the Police Department records on computer files. A document imaging system was installed in FY 07/08. Scanning of documents as well as audio files and photographs are regularly “attached” to these existing electronic files. This system is in dire need of replacement and we will be seeking funding sources this FY to accomplish this task.

Program Core Services: The Records Unit is responsible for compiling the statistical data on criminal activity in the city, as well as annually reporting crime data to the Department of Justice, FBI and DMV.

It is also responsible for maintaining all records in compliance with mandated DOJ rules and regulations for yearly audits.

Accomplishments in 2022/23:
 Hired a fulltime Records Supervisor
 Completed upgrades to become compliant with CIBRS/NIBRS  Began work to become compliant with the Racial and Identity Profiling Act by 2023 Top Priorities for FY 2023/25:
 Continue to meet and exceed all CA Department of Justice mandates and requirements for police department records
 Continue to update training standards and policies for all Records personnel on the California Public Records Act, Evidence.com, California Courts Protective Order Registry CCPOR, (restraining orders) Cite-Zone, etc.
 Continue purging reports, citations and bookings
 Explore the possibility of obtaining funds for the conversion of the Records Management System and Computer Aided Dispatch to be National Incident Base  Continue to provide weekly crime data/statistics to assist in identifying crimes, trends, locations and times
 Review records retention schedules and purge those records that have now been electronically scanned and are part of the document imaging system
 Work with our current police software provider to compile and provide the monthly statistics submitted to state and federal agencies in an electronic format (NIBRS)  Research methods to better utilize the police database to provide statistical analysis of crime and traffic trends
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Budget Commentary: For FY 23-24 and FY 24-25, an allocation of $7,500 respectively for Supplies. $3,000 respectively, for Professional/Contract Services-Other for shredding services of confidential materials. $2,000 respectively, for Training/Workshops/Meetings. Training staff on National IncidentBased Reporting System (NIBRS), which is an incident-based reporting system used by our police department for collecting and reporting data on crime incidents. 1171
POLICE ൢൠൢൣ
FY 2020/21
Activity
FY 2021/22
Activity
FY 2022/23
Budget
FY 2022/23
YTD
FY 2023/24
Proposed
FY 2024/25
Proposed
Department: 4505 ‐ POLICE‐RECORDS
Fund: 100 ‐ GENERAL
100‐5‐4505‐001 SALARIES‐FULL TIME 85,361           95,753           103,461        91,306                  184,015 174,697 100‐5‐4505‐002 SALARIES‐PART TIME 378                28,573           60,110           24,849           23,838           24,678 100‐5‐4505‐003 SALARIES‐OVERTIME 151                ‐                 ‐                 487                ‐                 ‐ 100‐5‐4505‐004                 ‐ ‐                 1,270             1,321 100‐5‐4505‐041 CAFETERIA ALLOWANCE 20,688           22,812           22,894           20,986           39,694           41,494 100‐5‐4505‐042 RETIREMENT 34,947           8,479             10,433           8,677             18,822           19,888 100‐5‐4505‐043 WORKERS COMP 1,036             1,345             1,744             1,241             2,395             2,595 100‐5‐4505‐044 MEDICARE 1,493             2,089             2,403             1,921             3,531             3,705 100‐5‐4505‐046 LONG TERM DISABILITY 376                435                510                415                857                904 100‐5‐4505‐047 RETIREMENT ‐ PERS UNFUNDED AC                 134 ‐                187                192                1,108             1,164 100‐5‐4505‐048 CLOTHING ALLOWANCE 2,082             2,238             2,183             2,055             4,022             4,022 100‐5‐4505‐050 GROUP LIFE INSURANCE ‐                 12                  ‐                 305                ‐                 ‐ 100‐5‐4505‐103 DUES & SUBSCRIPTIONS 150                100                ‐                 ‐                 ‐                 ‐ 100‐5‐4505‐120 SUPPLIES‐OFFICE ‐                 847                ‐                 998                500                500 100‐5‐4505‐121 SUPPLIES‐CLOTHING/UNIFORMS ‐                 515                1,000             509                1,000             1,000 100‐5‐4505‐129 SUPPLIES‐OTHER 4,306             1,631             7,500             732                1,500             1,500 100‐5‐4505‐209 PROF/CONTR SVCS‐OTHER 830                2,065             3,000             8,049             6,500             6,500 100‐5‐4505‐303 MAINT‐OFFICE EQUIPMENT ‐                 ‐                 1,000             ‐                 1,000             1,000 100‐5‐4505‐352 TRAINING/WORKSHOPS/MEETINGS             841 1,000                2,000             1,445             2,000             2,000 Fund: 100 ‐ GENERAL Total: 152,797        167,        866        164,166 218,425        282,734        296,287 Fund: 104 ‐ GENERAL FUND‐MEASURE T
104‐5‐4505‐001 SALARIES‐FULL TIME 21,966           24,355           5,350             22,982           7,413             7,705 104‐5‐4505‐002 SALARIES‐PART‐TIME 8,231             (595)               ‐                 ‐                 ‐                 ‐ 104‐5‐4505‐003 SALARIES‐OVERTIME 50                  ‐                 ‐                 114                ‐                 ‐ 104‐5‐4505‐004 LEAVE CASH OUT ‐                 ‐                 ‐                 540                129                134 104‐5‐4505‐041 CAFETERIA ALLOWANCE 961                1,115             1,106             1,014             1,106             1,106 104‐5‐4505‐042 RETIREMENT 5,100             2,020             410                2,053             617                643 104‐5‐4505‐043 WORKERS COMP 1,692             1,488             58                  1,636             91                  98 104‐5‐4505‐044 MEDICARE 429                334                78                  323                126                130 104‐5‐4505‐046 LONG TERM DISABILITY 89                  95                  27                  93                  37                  39 104‐5‐4505‐047 RETIREMENT ‐ PERS UNFUNDED AC                 7 ‐                     10                  10                  ‐                 ‐ 104‐5‐4505‐048 UNIFORM ALLOWANCE 42                  46                  44                  45                  53                  53 104‐5‐4505‐050 GROUP LIFE INSURANCE ‐                 3                     ‐                 59                  ‐                 ‐ Fund: 104 ‐ GENERAL FUND‐MEASURE T Total: 38,559           28,868           7,082             28,867           9,573             9,908 Fund: 311 ‐ SLESF‐ COPS (AB1913)
311‐5‐4505‐002 SALARIES‐PART TIME 22,505           (731)               ‐                 ‐                 ‐                 ‐ 311‐5‐4505‐042 RETIREMENT 923                (29)                 ‐                 ‐                 ‐                 ‐ 311‐5‐4505‐043 WORKERS COMP 257                (7)                   ‐                 ‐                 ‐                 ‐ 311‐5‐4505‐044 MEDICARE 326                (11)                 ‐                 ‐                 ‐                 ‐ 311‐5‐4505‐045 UNEMPLOYMENT 1,029             ‐                 ‐                 ‐                 ‐                 ‐ Fund: 311 ‐ SLESF‐ COPS (AB1913) Total: 25,041           (777)               ‐                 ‐                 ‐                 ‐ Fund: 412 ‐ AMERICAN RESCUE PLAN
412‐5‐4505‐001 SALARIES‐FULL TIME ‐                 1,408             ‐                 ‐                 ‐                 ‐ 412‐5‐4505‐042 RETIREMENT ‐                 500                ‐                 ‐                 ‐                 ‐ Fund: 412 ‐ AMERICAN RESCUE PLAN Total: ‐                 1,908             ‐                 ‐                 ‐                 ‐ Department: 4505 ‐ POLICE‐RECORDS Total: 216,397        197,        865        193,034 225,508        292,307        306,195 1172
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Custody and Jail Services Division
Program Description: This division is responsible for the legal and safe custody of all persons arrested and booked into the jail facility. It is managed by a Sergeant as a collateral duty under the direction of the Patrol Commander with day to day responsibilities of the Patrol Watch Commander.

Program Core Services: Provide for the supervision of those in custody within state and federal law, as well as department policy. Provide the necessary documentation and reporting to the appropriate state agencies; participate in the audits from those agencies (currently six different entities conduct inspections and/or audits of our facility on an annual or bi-annual basis). Provide the necessary training to the department officers in order to ensure compliance with laws governing jail facilities (all officers are mandated to participate in an eight-hour training program on jail-related topics every two years).

Accomplishments in 2022/23:
 Several inspections were conducted with no issues or changes noted Top Priorities for FY 2023/24 through 2024/25:
 Continue to comply with all mandated jail/detention facilities procedures as mandated by CA State Title 15 Rules and Regulations, as well as all other inspecting entities  Continue to exceed State standards in our mandated jail/detention facility inspections  Continue to review and update, if necessary, all jail policies and ensure it meets state and other inspecting entities mandated standards
 Continue to complete state mandated training for all officers related to temporary holding facility  Install new surveillance system in the jail facility
Budget Commentary: For FY 23-24 and FY 24-25, an allocation of $2,700 respectively for Statemandated Supplies and inspection fees. $1,200 annually for Cal-Fire inspections of the Jail facility, and $1,500 annually for bedding, clothing, and other miscellaneous items necessary to maintain our Statemandated compliance.

FY 2020/21
Activity
FY 2021/22
Activity
FY 2022/23
Budget
FY 2022/23
YTD
FY 2023/24
Proposed
FY 2024/25
Proposed
Department: 4506 ‐ POLICE‐CUSTODY
Fund: 100 ‐ GENERAL
100‐5‐4506‐133 SUPPLIES‐JAIL EQUIPMENT 661                562                2,700             622                1,000             1,000 Fund: 100 ‐ GENERAL Total: 661                562                2,700             622                1,000             1,000 Department: 4506 ‐ POLICE‐CUSTODY Total: 661                562                2,700             622                1,000             1,000 1173
POLICE ൢൠൢൣ
Animal Regulation Program
Program Description: Animal Regulation is performed through community patrols in response to calls for animal services. The Santa Paula Animal Rescue Center (SPARC) is provided by private funding and is independently managed. A full-time Animal Control Officer (ACO) is the primary resource provided by the City.

Program Core Services: Impound stray and runaway animals in the City’s jurisdiction. Pick up injured animals and transport them to treatment facilities or to the newly established animal shelter within the City of Santa Paula, SPARC. Enforce city leash laws and dog license ordinances. Abate vicious and nuisance animals.

Accomplishments in 2022/23:
 Began process to implement a new citation format
 Reduction in the number of animal impounds
 Educating the public on animal services, licensing, and created brochures  Increased community compliance of animal regulations through on-going educational efforts  Purchased a new Animal Control Officer truck to meet safe industry standards for animal impounds
Top Priorities for FY 2023/24 through 2024/25:
 Continue providing professional animal control services to include educating the public in animal regulations such as spay and neuter, licensing requirements etc.  Obtain National Care & Control Association certification. (NACA)  Conduct elementary school education animal program, (K-9 with Class)  Continue to work on controlling cat overpopulation working with non-profit groups  Continue decreasing stray animals and animal impounds  Explore the possibility of implementing a licensing team to solely focus on animal licensing compliance
 Review and amend outdated animal ordinances
Budget Commentary: For FY 23-24 and FY 24-25, an allocation of $150,000 respectively, for Professional/Contract-Kennel Services. Professional services through our partnership with our local community based non-profit shelter S.P.A.R.C. The City of Santa Paula became “host” to the first and only no kill animal shelter in Ventura County, providing humane care and treatment for the stray and abandoned animals of the city. $5,548 and $5,187 respectively, for Equipment Maintenance Charges. $2,625 and $2,760 respectively, for Vehicle Fuel, used by one Animal Control Vehicle. 1174
POLICE ൢൠൢൣ
FY 2020/21
Activity
FY 2021/22
Activity
FY 2022/23
Budget
FY 2022/23
YTD
FY 2023/24
Proposed
FY 2024/25
Proposed
Department: 4507 ‐ POLICE‐ANIMAL REGULATIONS
Fund: 100 ‐ GENERAL
100‐5‐4507‐001 SALARIES‐FULL TIME 45,070           47,195           50,590           41,075           53,418           55,561 100‐5‐4507‐003 SALARIES‐OVERTIME 224                89                  ‐                 1,978             ‐                 ‐ 100‐5‐4507‐004 LEAVE CASH OUT ‐                 ‐                 ‐                 385                ‐                 ‐ 100‐5‐4507‐041 CAFETERIA ALLOWANCE 11,112           14,041           12,000           12,134           16,800           18,600 100‐5‐4507‐042 RETIREMENT 3,483             3,580             3,881             3,068             4,465             4,653 100‐5‐4507‐043 WORKERS COMP 1,691             1,688             2,719             1,405             3,290             3,526 100‐5‐4507‐044 MEDICARE 506                571                740                477                1,027             1,084 100‐5‐4507‐046 LONG TERM DISABILITY 209                223                256                198                270                281 100‐5‐4507‐047 RETIREMENT ‐ PERS UNFUNDED AC                 67 ‐                  90                  93                  ‐                 ‐ 100‐5‐4507‐048 CLOTHING ALLOWANCE 482                504                477                440                575                575 100‐5‐4507‐049 CELL PHONE ALLOWANCE 736                423                ‐                 352                ‐                 ‐ 100‐5‐4507‐050 GROUP LIFE INSURANCE ‐                 6                     ‐                 141                ‐                 ‐ 100‐5‐4507‐121 SUPPLIES‐CLOTHING/UNIFORMS ‐                 ‐                 900                332                500                500 100‐5‐4507‐123 SUPPLIES‐SHOP & FIELD 247                984                2,000             6                     2,000             2,000 100‐5‐4507‐124 SUPPLIES‐SAFETY ‐                 ‐                 500                ‐                 500                500 100‐5‐4507‐209 PROF/CONTR SVCS‐OTHER 439                ‐                 1,000             ‐                 1,000             1,000 100‐5‐4507‐221 PROF/CONTR‐KENNEL SERVICES 150,000        150,        000        150,000 150,000               165,000 150,000 100‐5‐4507‐241 PRINTING & BINDING‐EXTERNAL ‐                 ‐                 500                ‐                 500                500 100‐5‐4507‐305 VEHICLE FUEL 1,835             2,773             2,760             1,973             3,050             3,203 100‐5‐4507‐307 EQUIPMENT MAINTENANCE CHARG            5,550 4,478             5,479             ‐                 5,031             5,243 100‐5‐4507‐352 TRAINING/WORKSHOPS/MEETINGS                 ‐ ‐                 1,000             ‐                 ‐                 ‐ Fund: 100 ‐ GENERAL Total: 220,513        227,        693        214,057 234,892        242,427        262,225 Fund: 412 ‐ AMERICAN RESCUE PLAN
412‐5‐4507‐001 SALARIES‐FULL TIME ‐                 864                ‐                 ‐                 ‐                 ‐ Fund: 412 ‐ AMERICAN RESCUE PLAN Total: ‐                 864                ‐                 ‐                 ‐                 ‐ Department: 4507 ‐ POLICE‐ANIMAL REGULATIONS Tota        228, 220,513        557        214,057 234,892        242,427        262,225 1175
POLICE ൢൠൢൣ
State’s Supplemental Law Enforcement Services
Funds (SLESF) – Citizens Option of Public Safety
(COPS) Grant Program
Program Description: A Supplemental Law Enforcement Services Account (SLESA) has been established in each county of the state, for the purpose of overseeing and allocating funding being provided by the State of California's Citizens Options for Public Safety (Cal-COPS) Program, for the purpose of funding “frontline law enforcement services.” The total state funding from the program allots a certain percentage for “city funding.” City funding allocations are distributed based on population estimates provided by Chapter 353 of the Budget Act for the particular year funding.

In accordance with Government Code Section 30061 and 30063, the City Council shall approve the appropriation of the anticipated funding by approving a written request in the form of an “Expenditure Plan.” The County of Ventura’s Sheriff's Department is designated as the Supplemental Law Enforcement Oversight Committee and must certify receipt and approval of the City's “Expenditure Plan” prior to submitting it to the County Board of Supervisors for review and approval, who will subsequently authorize the County Auditor/Controller to release the funding.

Program Core Services: The city has used this funding to provide a variety of services in the past and will now develop an expenditure plan that will allow the department to purchase much needed, cost prohibitive, safety equipment for frontline law enforcement service providers.

Accomplishments in 2022/23:
 The department provided firearms training to staff
Top Priorities for FY 2023/24 through 2024/25:
 Create expenditure plan to purchase much needed tactical triage first aid equipment for frontline service providers
 Provide funding to support law enforcement explorers
 Provide technology upgrades for police station
 Implement Automated License Plate Reader (ALPR) Technology Budget Commentary: For FY 23-24 and FY 24-25, an allocation of $150,000 respectively, for the Professional/Contract-Services-Other, which is offset by a grant. 1176
POLICE ൢൠൢൣ
FY 2020/21
Activity
FY 2021/22
Activity
FY 2022/23
Budget
FY 2022/23
YTD
FY 2023/24
Proposed
FY 2024/25
Proposed
Department: 4521 ‐ POLICE‐LAS PIEDRAS
Fund: 311 ‐ SLESF‐ COPS (AB1913)
311‐5‐4521‐209 PROF/CONTR SVCS‐OTHER 27,300           65,824           161,271        10,827           160,000        160,000 311‐5‐4521‐280 UTILITY‐ELECTRIC 2,088             1,483             ‐                 ‐                 ‐                 ‐ Fund: 311 ‐ SLESF‐ COPS (AB1913) Total: 29,388           67,307           161,271        10,827           160,000        160,000 Department: 4521 ‐ POLICE‐LAS PIEDRAS Total: 29,388           67,307           161,271        10,827           160,000        160,000 1177
PUBLIC WORKS 2023
Department Mission: The mission of the Public Works Department is to exemplify good governance of the City of Santa Paula by providing the highest quality service delivery to its citizens.

Department Core Services: The Public Works Department is a highly trained, dedicated, and responsive service-oriented organization. It consists of the following service divisions: Administration and Engineering, Fleet, Streets, Water, Wastewater (contract), and Solid Waste (contract). 1178
PUBLIC WORKS 2023
The Public Works Department is responsible for the City street system; including roads, parking lots, bicycle and pedestrian facilities, traffic control devices, street lights, storm drains, flood control facilities and bridges; Hillsborough Open Space District; Geological Hazard Abatement District; potable water system; wastewater collection system and associated treatment works (Water Recycling Facility) and fleet maintenance. The Department also administers the Capital Improvement Program (CIP), including the Pavement Management Plan (PMP) and water and sewer repair and replacement programs. Public Works provides support services to the Community and Economic Development Department, who is in turn tasked with review of private land development projects on behalf of Public Works for grading, drainage, water, sewer and street improvements.

The Public Works Department represents the City as a technical advisory member agency to the Ventura County Transportation Commission on all transportation and transit matters. Staff meet regularly with both FEMA and Caltrans regarding these agencies regulatory areas within the City to address current projects and address specific City needs.

The Public Works Department provides superior, responsive, and cost efficient customer service.

Department staff is committed to protecting life, property, and the environment for the Santa Paula Community. Staff receives continuing education and training throughout the year in order to stay abreast of all technological advances within their field of expertise.

Accomplishments from FY 2022/23:
• Street Maintenance Program: The Street Maintenance Program is a critically integral component of the Pavement Management Program and consists of applying crack seals, rejuvenator seals, and micro-surfacing to maintain and extend the service life of City streets. For the spring/summer paving season, a range of City streets were identified for work consisting of pothole repairs, dig-outs, and single-layer micro-surfacing to extend the service life of the affected roads an additional 5 - 10 years.

For the fall paving season, the work addressed maintenance work on both local and collector streets to the approximate limits reflected below. A goal of the Summer 2022 maintenance work entailed paving and disabled access ramp improvements in the immediate vicinity of schools, to allow necessary maintenance and accessibility work to be completed while schools were in recess. Additional maintenance was completed at the City’s Corporation Yard, pavement restoration at water line repair locations around town, as well as miscellaneous concrete work associated with access ramp and sidewalk repairs. The specific areas of work are summarized below.

SUMMER 2022 STREET MAINTENANCE

STREET NAME FROM TO
Santa Barbara Street Dean Drive 7th Street
Santa Paula Street Dean Drive SR 150 (Ojai Road)
Dean Drive Main Street Santa Paula Street
Virginia Terrace Mill Street SR 150 (Ojai Road)
1179
PUBLIC WORKS 2023
Saticoy Street SR 150 (Ojai Road) 12th Street
Pleasant Street Mill Street 10th Street
FALL 2022 STREET MAINTENANCE

STREET NAME FROM TO
Tenth Street SR 150 (Ojai Road) Virginia Terrace
Ojai Street Santa Paula Street SR 150 (Ojai Road)
Eleventh Street Santa Paula Street Saticoy Street
Twelfth Street Santa Paula Street Orchard Street
Thirteenth Street Santa Paula Street Orchard Street
Saticoy Street Twelfth Street Thirteenth Street
Orchard Street SR 150 (Ojai Road) Thirteenth Street
Harvard Boulevard Street/Sewer/Water Improvement Project The project will improve 1.7 miles of Harvard Boulevard from Peck Road to 10th Street. The project scope includes street improvements for this section of Harvard Boulevard which include 750,000 SF of pavement, curb ramp reconstruction, and replacement of 9,000 LF of 12” water main and 8,000 Lf of 24” sewer main. The project is currently under construction.

Crosstown Pipeline Project
The project scope will provide a large diameter pipeline to link the wellfield and completed west side reservoir to the main reservoir on 10th Street. The Water Enterprise Fund will fund the project estimated to cost $6.7M. The project is currently in final design.

Mesa Tanks Replacement Project
The project is located on Montclair Drive at the terminus (existing Mesa Tanks site). The project scope includes replacing the two aging aboveground steel water tanks with two new water storage tanks. Funding for the project will come from the Water Enterprise Fund. The City’s design consultant has confirmed the new, combined tank capacity shall be 600,000 gallons in order to meet all fire, domestic and backup storage requirements. The construction contract was awarded by City Council in October 2022, and the project is currently under construction.

Citywide Sidewalk Improvement Program
Based on surveys of City sidewalks, requests from citizens, and in conjunction with current disabled access considerations, staff has identified areas of improvement and managed the repair of sidewalks and curb ramps in multiple locations throughout the City. The project is coordinated with annual paving operations associated with the Street Maintenance Program. 1180
PUBLIC WORKS 2023
Administration and Engineering Program
Division Description: The Administration and Engineering Division provides administrative and engineering services for all divisions within the Public Works Department, including but not limited to Fleet Maintenance, Streets, Solid Waste, Water and Wastewater. It provides contract administration and oversight for the solid waste franchise hauler and wastewater (sewer) services, including the Water Recycling Facility (WRF) O&M contract and the wastewater collection system contract. The Division also administers the Capital Improvement Program (CIP), the Pavement Management Plan (PMP) and provides support services to the Economic and Community Development Department tasked with review of private land development projects. Permit fees help defray the cost of reviewing private land development projects. Various funds such as the Measure T Fund, SBA Fund, Transportation Development Act (TDA) Fund, Water Enterprise Fund, Wastewater Enterprise Fund and related in-lieu and impact fees provide the necessary revenue for all aspects of the Capital Improvement Program.

Geologic Hazard Abatement District: The Administration & Engineering Division provides contract administration and oversight for the Geological Hazard Abatement District (GHAD). The GHAD is a special assessment district that pays for the prevention, mitigation, abatement, and control of geologic hazards that pose a significant threat to the developed areas within the GHAD jurisdictional boundaries.

The only GHAD jurisdiction within the City includes the Ridgeview at Vista Glen property consisting of approximately 14.1 acres at the northern terminus of Tenth Street.

Division Core Services:
• Provide administrative and engineering services for all divisions within the Public Works Department.
• Manage and administer the solid waste franchise and wastewater (sewer) services agreements. • Support the Economic and Community Development Department tasked with review of private land development projects affecting City rights of way and public infrastructure. • Oversee the Capital Improvement Program, including the Pavement Management Plan, to ensure all funded public infrastructure projects are planned and completed on schedule and within budget. Provide continuous strategic planning of all future infrastructure projects by balancing projected revenue limitations with available outside funding opportunities. • Provide professional engineering support to other City departments, outside boards and commissions, and the City Council on related technical matters.

Top Priorities for FY 2023/2024 through 2024/2025:
• Citywide Pavement Management Program (PMP): This annual program will continue to be implemented to provide more expansive street rejuvenation and rehabilitation, as funds are available from designated funding sources. The City’s PMP has made significant progress towards the goals of the overall 5-year paving cycle, and staff will continue to implement the program in a manner that maximizes the impacts of existing funding, while actively pursuing additional sources of funding to supplement the capacity of yearly maintenance efforts. • Storm Drain Master Plan Update: Update the City’s existing storm drain master plan to address areas of storm drain deficiency and flood hazard Citywide, and address required storm drain improvements with associated costs for capital project planning and budgetary projections. 1181
PUBLIC WORKS 2023
• FEMA/Flood Studies Citywide: Complete flood analysis and associated updated mapping of flood prone areas citywide to better define and areas of flood risk, as well as areas where mapping may be revised to remove properties no longer subject to flood hazard. Staff will work with consultants and FEMA to update flood insurance rate maps and coordinate required improvements with the Storm Drain Master Plan Update effort. • NPDES Permit/Water Quality Regulations: Work with County, Regional Water Quality Control Board and City consultants to understand permit and program cost impacts of proposed water quality regulations and program associated improvements in the context of the existing City capital improvement program.
• Infrastructure Grant Funding: Work with the City Manager’s Office to develop and execute a program for pursuing grant funding opportunities to better leverage improvements to City infrastructure utilizing established funding sources at the federal and state level. In the past few years, this collaborative effort has met with considerable success in grant funding awards, and Public Works staff will continue to support the City Manager’s office in grant applications and technical support.
• Asset Management System: Staff will continue to implement the selected asset management system that will document, schedule and monitor the maintenance and depreciation, repair and project costs associated with citywide facilities such as roads, buildings, public infrastructure, vehicles and equipment. The new system will provide historical records of labor and material expenses on which to optimize base maintenance and capital improvement budgets, staffing requirements and inventoried material levels for all City departments. Continued staff data collection and implementation efforts will be supported by the City’s consultant and asset management vendor to assure the completion of the system migration and assure the completion of a robust asset management system.
• Solar Panel and Battery Storage Installation: Based on the completed citywide site assessment for potential location sites for solar panels and battery storage equipment, continue to work with City facilities staff and consultants to identify compatible sites for location of this equipment.
• Energy Efficiency Program (EEP): Continue to develop and implement a citywide EEP to meet local and statewide energy goals, with associated citywide assessment of City facilities for opportunities to implement energy consumption and energy cost reduction approaches. Proposed projects include interior/exterior lighting retrofits and HVAC replacement throughout City facilities; street lighting retrofits; upgrade water facility treatment equipment; and the installation of solar panel arrays and battery storage equipment, citywide.
• Land Development Program: Continue to maintain City Land Development review and processing as a consultant supported program to better address service to applicants and developers on their land development projects.
• Identify and prioritize CIP projects to address deferred maintenance. • Implement the design and construction of water and wastewater improvement and rehabilitation projects.

Budget Commentary: The Public Works Administration department has budgeted $80,000 for professional services in FY 23-24 and $80,000 in FY 24-25. The budget is for general engineering support. An example is SWS Contract Management whose contracted on an amount of $31,500 to monitor the City’s compliance with recycling and waste diversion standards. The second highest amount are transfer costs to gas tax, determined by Finance to be $24,437. 1182
PUBLIC WORKS 2023
1183
PUBLIC WORKS 2023
1184
PUBLIC WORKS 2023
Streets: Engineering Program
Division Description: The Streets Division is responsible for operating and maintaining the City’s streets (55 miles), sidewalks, trees, landscaped medians, parking lots, bicycle and pedestrian facilities, traffic control devices, streetlights, storm drains, and bridges. The Division is also responsible for removing trash and provides oversight of contracted street sweeping services in the City right-of-way. The Streets Division is primarily funded by HUTA Gas Tax and General Fund revenue. Grant funding, special event permit fees and related development impact mitigation fees also help fund the Division on qualifying street maintenance and beautification projects.

Division Core Services:
• Provide courteous and prompt service to the citizens of Santa Paula. • Improve and maintain the City’s public rights of way in an aesthetically pleasing and safe condition for the general welfare of the public.
• Improve and maintain the City’s storm drainage system using established best management practices (BMP’s).
• Support special events, including parades, movie productions and associated filming with road closures, safety barriers and informational signage.
• Assist with storm damage, downed trees, and hazard removal in the City’s right of way and parks. • Maintain Main Street and associated beautification measures.

Top Priorities for FY 2023/2024 through 2024/2025:
• Perform Citywide street maintenance
• Execute an on-going sidewalk repair program, incorporating disabled accessibility improvements for pedestrian facilities
• Implement geographic information system (GIS) for the mapping and asset identification of the streets system
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PUBLIC WORKS 2023
1186
PUBLIC WORKS 2023
Streets: Operation and Maintenance Program
Division Description: This program provides operation and maintenance services for the streets system. The streets system includes roads, parking lots, bicycle and pedestrian facilities, traffic control devices, streetlights, street trees, storm drains, and bridges. The program is funded by a combination of gas tax and local transportation TDA funds. Special event permit fees fund the operation and maintenance of temporary traffic control systems.

Division Core Services:
• Maintain all public rights of way, including streets, street lights, sidewalks, and open space areas. • Implement temporary traffic control systems during construction and special events. • Provide effective post-disaster response impacting public rights of way. • Provide special event and holiday promotional support within the central business district. • Provide effective traffic control systems maintenance and operation.

Top Priorities for FY 2023/2024 through 2024/25:
• Implement a Citywide Pothole Maintenance Program.
• Continue replacing obsolete street lighting systems with energy efficient (LED) systems • Repair and maintain specified reflective traffic control signage • Assist Engineering with implementing an effective sidewalk repair program. • Investigate street and traffic control system damages, non-operations, or failures. • Maintain weed and vegetation abatement program for fire protection and prevention • Improve response time for emergency call-outs and related road closures.

Budget Commentary: The Streets division has budgeted $24,480 in FY 23-24 and $25,625 in FY 24- 25 for professional services. These services include the M6 consulting contract, who currently performs interim engineering services for Public Works.
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PUBLIC WORKS 2023
1188
PUBLIC WORKS 2023
Streets: NPDES Stormwater Quality Management
Program
Division Description: This program administers the Stormwater Quality Management Program in compliance with the provisions of the Ventura County Municipal Stormwater National Pollutant Discharge Elimination System (NPDES) Permit. The Administration and Engineering Division implements this program. A property tax assessment of $6.65 per Benefit Assessment Unit (BAU) partially funds National Pollutant Discharge Elimination System (NPDES) Permit compliance activities. There are approximately 11,516 BAUs, and the total citywide assessment is approximately $76,581.

Division Core Services:
• Maintain and enforce the Stormwater Quality Management Program • Maintain stormwater quality Best Management Practices (BMPs) to the maximum extent feasible Top Priorities for FY 2023/2024 through 2024/2025:
• Enhance the City’s new website by posting educational materials on storm water pollution prevention BMPs for residents and businesses.
• Require total compliance with the Fats, Oils, and Grease (FOG) Program. • Require total compliance with the Ventura Countywide Stormwater Quality Urban Impact Mitigation Plan (SQUIMP).
• Incorporate stormwater quality BMPs in improvements to City properties and in Capital Improvement Program (CIP) projects to the maximum extent feasible. • Require private development projects and Capital Improvement Projects (CIP) to incorporate stormwater quality BMPs to the maximum extent feasible. • Meet compliance deadlines for updated MS4 requirements, including TMDL Control Measures, installation of trash excluders, etc.
• Work with other local agencies to submit local Watershed Management Program for approval to the Regional Water Quality Control Board.
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PUBLIC WORKS 2023
Streets: Stormwater Program
Division Description: The Streets Division implements storm water quality best management practices (BMPs) to the maximum extent feasible during operation and maintenance activities in conformance with the Countywide Storm water Quality Management Plan and the Ventura County Municipal Storm water National Pollutant Discharge Elimination System (NPDES) Permit. The Division also administers the street sweeping services contract. All City streets are swept twice monthly. This program is primarily funded through a storm water assessment collected from all property owners by the Ventura County Watershed Protection District.

Division Core Services:
• To incorporate stormwater quality BMPs in operation and maintenance activities to the streets system to the maximum extent feasible.
• To provide emergency response to avert, minimize the damages of, and clean-up spills or illicit discharges of chemicals, hazardous materials, and solid and liquid wastes.

Top Priorities for FY 2023/2024 through 2024/2025:
• Implement stormwater quality BMPs in the operation and maintenance activities to the streets system to the maximum extent feasible.
• Implement stormwater quality BMPs at spills or illicit discharges of chemicals, hazardous materials, and solid and liquid wastes without delay.
• Investigate stormwater quality incidents without delay. • Ensure that Athens Services is providing effective street sweeping services in accordance with its contractual obligations.
• Enact on-street regulatory parking time limits in order to maximize the effectiveness of street sweeping.
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PUBLIC WORKS 2023
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PUBLIC WORKS 2023
Streets: Flood Control Program

Division Description: This program performs operation and maintenance services for flood control facilities including debris and retention basins. It also provides for emergency sandbag distribution to the public for significant rain events. The Streets Division implements this program.

Division Core Services:
• To inspect and clean flood control facilities.
• To incorporate stormwater quality best management practices (BMPs) in the operation and maintenance activities to flood control facilities to the maximum extent feasible.

Top Priorities for FY 2023/2024 through 2024/2025:
• Inspect and clean debris and retention basins.
• Investigate stormwater quality incidents.
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PUBLIC WORKS 2023
Streets: Hillsborough Open Space District
Maintenance Program

Division Description: The Hillsborough Open Space District is a special assessment district that was formed in order to pay for the maintenance of storm drains and flood control facilities located in the Hillsborough Subdivision. There are seventy-one parcels in the District. The Streets Division with assistance from the Parks & Recreation Department for landscaping maintenance is responsible for implementing this program, including contract administration.

Program Core Services:
• To inspect and clean storm drains and flood control facilities. • To provide pest control.
• To maintain landscape and irrigation system with assistance from P&R Department • To incorporate stormwater quality BMPs in maintenance activities.

Top Priorities for FY 2023/2024 through 2024/2025:
• Work with P&R Department to incorporate drought tolerant landscaping. • Investigate flooding and stormwater quality related incidents. 1193
PUBLIC WORKS 2023
Solid Waste- Refuse Collection Programs
Division Description: This division provides contract administration and oversight for all solid waste collection and recycling operations provided by the City’s franchise waste hauler (currently Athens Services, Inc.). Solid waste (refuse) includes rubbish and garbage except hazardous waste and sewage treatment residue (biosolids).

Division Core Services:
• Maintaining compliance with SB 1383 (Short-Lived Climate Pollutants: Organic Waste Methane Emissions Reductions) by achieving a 75% reduction in organic waste disposal by 2025. • Maintain compliance with AB 939 (California Integrated Waste Management Act) by diverting a minimum of 50% of solid waste from landfill disposal.
• Maintaining compliance with AB 341 (Mandatory Commercial Recycling), by ensuring that covered businesses and multifamily dwellings are subscribing to recycling services. • Maintaining compliance with AB 1826 (Mandatory Commercial Organics Recycling Program) by ensuring covered businesses and multifamily dwellings are subscribing to organic waste recycling services.
• Maintaining compliance with Ventura County Air Pollution Control District, South Coast Air Quality Management District, and California Air Resources Board regulations. • Improving efficiencies in franchise hauler waste collection operations including analysis of routes, schedules, customer service quality and related impacts to current franchise agreement requirements.

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PUBLIC WORKS 2023
2020-2021
Activity
2021-2022
Activity
2022-2023
Budget
Final
Year 1
Final
Year 2
Department: 5051 - REFUSE ENGINEERING
Fund: 600 - REFUSE RESERVE
600-5-5051-001 SALARIES-FULL TIME 10,345 (468) - - -
600-5-5051-041 CAFETERIA ALLOWANCE 1,537 (73) - - -
600-5-5051-042 RETIREMENT 1,226 (36) - - -
600-5-5051-043 WORKERS COMP 124 (5) - - -
600-5-5051-044 MEDICARE 171 (8) - - -
600-5-5051-046 LONG TERM DISABILITY 49 (2) - - -
600-5-5051-049 CELL PHONE ALLOWANCE - - - - -
600-5-5051-209 PROF/CONTR SVCS-OTHER 35,558 46,941 42,000 - - 600-5-5051-231 MISC ADVERTISING/PROMO - - 4,500 - -
Fund: 600 - REFUSE RESERVE Total: 49,009 46,349 46,500 - - Department: 5051 - REFUSE ENGINEERING Total: 49,009 46,349 46,500 - - Department: 5052 - REFUSE OPERATIONS
Fund: 305 - BEV CONTAINER RECYCLING
305-5-5052-209 PROF/CONTR SVCS-OTHER - - 44,282 - -
Fund: 305 - BEV CONTAINER RECYCLING Total: - - 44,282 - - Fund: 312 - CA USED OIL BLOCK GRANT
312-5-5052-173 MINOR EQUIPMENT-SHOP & FIELD - - 2,830 - - 312-5-5052-209 PROF/CONTR SVCS-OTHER 4,088 5,616 2,400 5,000 5,000 312-5-5052-231 MISC ADVERTISING/PROMO 3,759 1,454 1,520 - - 312-5-5052-678 PRIOR YEAR ADJ EXPENDITURES 2,130 - - - - Fund: 312 - CA USED OIL BLOCK GRANT Total: 9,978 7,070 6,750 5,000 5,000 Department: 5052 - REFUSE OPERATIONS Total: 9,978 7,070 51,032 5,000 5,000 1195
PUBLIC WORKS 2023
Geological Hazard Abatement District Program
Division Description: This program provides contract abatement services for the Geological Hazard Abatement District (GHAD). The GHAD is a special assessment district that was formed in order to pay for the prevention, mitigation, abatement, and control of geologic hazards within the GHAD jurisdictional boundaries that have damaged or that pose a significant threat to site improvements within the developed areas. The GHAD jurisdiction includes the Ridgeview at Vista Glen property consisting of approximately

14.1 acres at the northern terminus of Tenth Street. The Administration and Engineering Division performs the contract administration of this program.

Division Core Services:
• To provide prevention, mitigation, abatement, and control of geologic hazards.

Top Priorities for FY 2023/2024 through 2024/2025:
• Continue implementation of GHAD Plan of Control.
• Monitor and observe site improvements within the GHAD jurisdictional boundaries.

Budget Commentary: FY 23-24 an allocation of $50,000 and FY 24-25 an allocation of $51,200, respectively, for Professional/Service-Other. Professional services from ENGEO Incorporated, which operates the Geologic Hazard Abatement District (GHAD). GHAD is a public agency formed by communities to provide a management structure and funding source to protect from landslides, erosion, liquefaction, flooding, and other hazards.
2020-2021
Activity
2021-2022
Activity
2022-2023
Budget
Final
Year 1
Final
Year 2
Department: 5029 - GHAD-GEO HAZ ABATEMENT DIST
Fund: 503 - GHAD-GEO HAZ ABATE DIST
503-5-5029-209 PROF/CONTR SVCS-OTHER 29,947 20,193 50,530 50,000 51,200 503-5-5029-230 LEGAL ADVERTISING 218 576 - - -
Fund: 503 - GHAD-GEO HAZ ABATE DIST Total: 30,164 20,769 50,530 50,000 51,200 Department: 5029 - GHAD-GEO HAZ ABATEMENT DIST 30,164 20,769 50,530 50,000 51,200 1196
PUBLIC WORKS 2023
Wastewater (Sewer): Engineering Program
Division Description: This enterprise division provides contract administration and oversight for all engineering, operation and maintenance services contracts for the wastewater collection and treatment system (Santa Paula Water Recycling Facility, SPWRF). The wastewater collection system includes gravity and force main (pressurized) pipelines, maintenance holes (manholes), cleanouts, and lift stations. All private sewer laterals serving individual residential and commercial properties are the responsibility of the private property owners. The wastewater collection system directs all raw wastewater to the SPWRF to be treated and then discharged to percolation ponds that allow for relatively slow seepage into the underlying groundwater table. The SPWRF treats an average volume of 2.5 MGD raw wastewater with peak daily flows from time to time reaching up to 7.0 MGD.

This enterprise fund division is a City-owned, public utility providing services to the public for a fee (wastewater service fees). Enterprise fund revenue can only be spent on operational and capital costs that benefit the division and is predominantly comprised of wastewater service fees, bond proceeds, connection fees and development impact mitigation fees.

Division Core Services:
• Provide administration and oversight of all engineering, operation and maintenance contracts associated with the wastewater collection system and wastewater treatment plant (SPWRF). • Monitor and regulate the discharge of untreated and treated wastewater into and through the wastewater collection and treatment system in accordance with the regulatory requirements established by all public agencies having jurisdiction, including the Los Angeles Regional Water Quality Control Board (LARWQCB) and the Ventura County Air Pollution Control District (VCAPCD).
• Enforce mandatory pretreatment regulations on all industrial dischargers in compliance with the Santa Paula Municipal Code (SPMC) Pretreatment Requirements.

Accomplishments from FY 2022/2023:
• In FY 2022/2023 the division completed a new biological odor control project for compliance with Ventura County Air Pollution Control District permit requirements. The division also completed a maintenance and rehabilitation project to extend design life and improve performance of the existing aeration basins. Several major WRF pumps and blowers were rebuilt and spare parts were purchased to improve plant reliability and address emergency conditions.

Top Priorities for FY 2023/2024 through 2024/2025:
• Complete collection system and WRF Master Plan which will identify CIPs for future years and will be incorporated into the next City Rate Study.
• Begin replacement program for WRF blowers. As the current aeration, MBR, and digester blowers reach the end of their useful lives, a planned replacement program will enable the WRF to continue functioning efficiently. Award construction contract for new Advanced Water Treatment 1197
PUBLIC WORKS 2023
Facility (AWTF) contingent on findings from the Chloride Source Study: Complete design and funding for new AWTF to meet chloride discharge permit requirements by LARWQCB. • Improve reliability of SPWRF operations: Continue to improve spare parts inventory and improve reliability and redundancy of operations by repairing and replacing aging equipment.

Budget Commentary: The Wastewater Division large budget items include bond payments for principal and interest amounting to __________over the next two fiscal years. Operations and Management contracts for sewer treatments amount to $3,070,446 in FY 23-24 and $3,203,012 for FY 24-25. These costs include $299,415 for FGL lab monitoring, WRF chemicals are $266,027 and groundwater monitoring services by GSI for $299,415. VRSD will perform the operations and maintenance at the water recycling facility for the FY 23/24 for $1,381,699 and FY 24/25 in the amount of $1,423,150. 1198
PUBLIC WORKS 2023
2020-2021
Activity
2021-2022
Activity
2022-2023
Budget
Final
Year 1
Final
Year 2
Department: 5061 - WASTEWATER ENGINEERING
Fund: 412 - AMERICAN RESCUE PLAN
412-5-5061-001 SALARIES-FULL TIME - 3,350 - - -
412-5-5061-042 RETIREMENT - 700 - - -
Fund: 412 - AMERICAN RESCUE PLAN Total: - 4,050 - - -
Fund: 610 - SEWER
610-5-5061-001 SALARIES-FULL TIME 255,990 266,665 378,320 288,998 309,571 610-5-5061-003 SALARIES-OVERTIME 8,243 14,570 11,378 2,515 2,671 610-5-5061-004 LEAVE CASH OUT 4,334 3,362 2,897 2,748 2,859 610-5-5061-021 CAR ALLOWANCE 2,108 2,116 2,100 2,520 2,520 610-5-5061-041 CAFETERIA ALLOWANCE 33,969 41,029 59,160 48,900 50,310 610-5-5061-042 RETIREMENT 111,270 19,798 36,477 32,009 34,436 610-5-5061-043 WORKERS COMP 19,870 18,782 26,122 18,177 20,115 610-5-5061-044 MEDICARE 4,326 4,552 5,732 5,014 5,337
610-5-5061-046 LONG TERM DISABILITY 1,033 1,101 1,978 1,465 1,570 610-5-5061-047 RETIREMENT - PERS UNFUNDED ACC - 44,303 50,190 7,231 7,927 610-5-5061-048 CLOTHING ALLOWANCE 429 677 596 144 144
610-5-5061-049 CELL PHONE ALLOWANCE 796 714 - - -
610-5-5061-050 GROUP LIFE INSURANCE - 32 - - -
610-5-5061-103 DUES & SUBSCRIPTIONS 25 - - - -
610-5-5061-120 SUPPLIES-OFFICE 662 144 1,060 1,060 1,100 610-5-5061-173 MINOR EQUIPMENT-SHOP & FIELD - - 400 400 400 610-5-5061-203 PROF/CONTR SVCS-LEGAL 27,484 17,612 23,870 27,500 24,500 610-5-5061-209 PROF/CONTR SVCS-OTHER 214,039 156,896 238,370 175,055 145,047 610-5-5061-231 MISC ADVERTISING/PROMO 1,279 163 4,500 2,500 2,500 610-5-5061-261 INSURANCE-PUBLIC LIABILITY 122,245 141,010 143,830 176,958 185,806 610-5-5061-280 UTILITY-ELECTRIC 97,382 115,190 91,240 117,000 119,000 610-5-5061-281 UTILITY-GAS 804 1,004 960 1,500 1,550
610-5-5061-282 UTILITY-TELEPHONE 6 - 2,000 - -
610-5-5061-301 MAINT-BLDGS & IMPROVEMENTS 213 48 480 3,334 3,334 610-5-5061-305 VEHICLE FUEL - - 300 300 300
610-5-5061-352 TRAINING/WORKSHOPS/MEETINGS 39 - 1,590 1,600 1,600 610-5-5061-360 EDUCATIONAL REIMBURSEMENT - 1,250 - - -
610-5-5061-370 LEASE/RENTAL 4,612 4,795 6,000 12,589 12,589 610-5-5061-610 EQUIPMENT-NEW - - - - -
Fund: 610 - SEWER Total: 911,158 855,813 1,089,550 929,517 935,184 Department: 5061 - WASTEWATER ENGINEERING Tota 911,158 859,863 1,089,550 929,517 935,184 1199
PUBLIC WORKS 2023
2020-2021
Activity
2021-2022
Activity
2022-2023
Budget
Final
Year 1
Final
Year 2
Department: 5065 - WASTEWATER DEBT & TRANS
Fund: 610 - SEWER
610-5-5065-201 PROFESSIONAL/CONTRACTUAL SERV 10,276 17,360 - - - 610-5-5065-209 PROF/CONTR SVCS-OTHER 12,194 15,460 - - - 610-5-5065-511 PRINCIPAL DUE BOND HOLDERS - 1,305,000 1,345,000 - - 610-5-5065-512 INTEREST DUE BOND HOLDERS 2,458,046 2,869,282 2,572,432 - - 610-5-5065-520 COST OF ISSUANCE-BONDS 323,456 - - - -
610-5-5065-751 TRANSFER COSTS-UB CUSTOMER BIL 195,846 217,440 - 272,369 287,128 610-5-5065-755 OVERHEAD DUE GENERAL FUND 523,768 602,333 622,749 622,749 622,749 Fund: 610 - SEWER Total: 3,523,585 5,026,874 4,540,181 895,118 909,877 Department: 5065 - WASTEWATER DEBT & TRANS Tota 3,523,585 5,026,874 4,540,181 895,118 909,877 1200
PUBLIC WORKS 2023
Wastewater (Sewer): Operation and Maintenance
Program
Division Description: This enterprise division provides contract administration and oversight for all engineering, operation and maintenance services contracts for the wastewater collection and treatment system (Santa Paula Water Recycling Facility, SPWRF). The wastewater collection system includes gravity and force main (pressurized) pipelines, maintenance holes (manholes), cleanouts, and lift stations. All private sewer laterals serving individual residential and commercial properties are the responsibility of the private property owners. The wastewater collection system directs all raw wastewater to the SPWRF to be treated and then discharged to percolation ponds that allow for relatively slow seepage into the underlying groundwater table. The SPWRF treats an average volume of 2.5 MGD raw wastewater with peak daily flows from time to time reaching up to 7.0 MGD.

This enterprise fund division is a City-owned, public utility providing services to the public for a fee (wastewater service fees). Enterprise fund revenue can only be spent on operational and capital costs that benefit the division and is predominantly comprised of wastewater service fees, bond proceeds, connection fees and development impact mitigation fees.

Division Core Services:
• Provide administration and oversight of all engineering, operation and maintenance contracts associated with the wastewater collection system and wastewater treatment plant (SPWRF). • Monitor and regulate the discharge of untreated and treated wastewater into and through the wastewater collection and treatment system in accordance with the regulatory requirements established by all public agencies having jurisdiction, including the Los Angeles Regional Water Quality Control Board (LARWQCB) and the Ventura County Air Pollution Control District (VCAPCD).
• Enforce mandatory pretreatment regulations on all industrial dischargers in compliance with the Santa Paula Municipal Code (SPMC) Pretreatment Requirements.

Accomplishments from FY 2022/2023:

In FY 2022/2023 the division provided operational support for a new biological odor control project which meets compliance with the Ventura County Air Pollution Control District. The division also provided operational support for a maintenance and rehabilitation project to extend design life and improve performance of the existing aeration basins. Several major WRF pumps and blowers were rebuilt and spare parts were purchased to improve plant reliability and address emergency conditions.
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PUBLIC WORKS 2023
Top Priorities for FY 2023/2024 through 2024/2025:
• Provide support for completion of collection system and WRF Master Plan which will project CIPs for future years and will be incorporated into the next City Rate Study. • Provide operational support for a replacement program for WRF blowers. As the current aeration, MBR, and digester blowers reach the end of their useful lives, a planned replacement program will enable the WRF to continue functioning efficiently. • Provide collection system analysis and flow monitoring support during development of chloride study to confirm design criteria for new AWTF.
• Improve reliability of SPWRF operations: Continue to improve spare parts inventory and improve reliability and redundancy of operations by repairing and replacing aging equipment

2020-2021
Activity
2021-2022
Activity
2022-2023
Budget
Final
Year 1
Final
Year 2
Department: 5063 - WASTEWATER OPERATIONS
Fund: 610 - SEWER
610-5-5063-045 UNEMPLOYMENT 2,251 44 - - -
610-5-5063-123 SUPPLIES-SHOP & FIELD - - 253 - -
610-5-5063-171 MINOR EQUIPMENT-OFFICE - 1,372 - - -
610-5-5063-209 PROF/CONTR SVCS-OTHER 549,156 446,159 771,331 833,146 863,443 610-5-5063-228 SEWER TREATMENT-O & M CONTR 1,801,898 1,857,391 2,361,367 3,070,446 3,203,013 610-5-5063-231 MISC ADVERTISING/PROMO 532 285 5,400 500 500 610-5-5063-263 INSURANCE-BUILDING/PROPERTY 249,102 244,354 245,531 339,655 361,638 610-5-5063-280 UTILITY-ELECTRIC 528,945 575,569 590,250 605,100 615,420 610-5-5063-281 UTILITIES-OTHER - - 12,300 1,100 1,150
610-5-5063-282 UTILITY-TELEPHONE - - 2,000 - -
610-5-5063-293 PERMITTING 49,402 61,994 57,290 63,000 63,500 610-5-5063-505 COUNTY-PROPERTY TAX - 3,360 - 3,350 3,350 Fund: 610 - SEWER Total: 3,181,285 3,190,527 4,045,722 4,916,297 5,112,013 Department: 5063 - WASTEWATER OPERATIONS Total 3,181,285 3,190,527 4,045,722 4,916,297 5,112,013 1202
PUBLIC WORKS 2023
Water: Engineering Program
Division Description: This enterprise division provides engineering, operation and maintenance services for the City’s potable water system. The potable water system includes five groundwater wells, two treatment facilities, 10 storage facilities including 9 tanks and one reservoir plus three more tanks within the new EA1 (Harvest) development anticipated to be turned over to the City by 2025, 100 miles of distribution pipelines, appurtenances, and five booster pump stations. This division also provides an extensive water quality monitoring and reporting program in compliance with all Federal and State regulations.

This enterprise fund division is a government-owned, public utility providing services to the public for a fee (water service fees). Enterprise fund revenue can only be spent on operational and capital costs that benefit the division and are predominantly comprised of water service fees, bond proceeds, connection fees and development impact mitigation fees.

Division Core Services:
• Oversee the continuous improvement of the public potable water supply from production, treatment and storage to distribution.
• Conduct regular engineering assessments and evaluations to ensure timely and cost-effective delivery of potable water system capital improvements.
• Efficiently operate and maintain the potable water system to ensure the production and delivery of safe, clean drinking water enhances the health, safety and general welfare of the community. • Monitor, test, evaluate and report all regulatory water quality parameters in accordance with the requirements established by all public agencies having jurisdiction, including the State Water Resources Control Board, Division of Drinking Water, and the California Department of Water Resources.

Budget Commentary: The Water Division budget items also include bond payments for principal and interest amounting to __________ over the next two fiscal years. Water replenishment charges were increased due to increased pumping fees, resulting in a budget of $999,020 for FY 23-24 and $1,098,922 in FY 24-25. Professional services for the water division are budgeted at $364,302 for FY 23-24 and $397,754 for FY 24-25. Included in this budget is a MKN contract services for $137,862 for the first year and $206,029 for the second year. Three emergency repair contractors are also budgeted under professional services for emergency water repairs, with an allocation of $50,000 each. 1203
PUBLIC WORKS 2023
2020-2021
Activity
2021-2022
Activity
2022-2023
Budget
Final
Year 1
Final
Year 2
Department: 5071 - WATER ENGINEERING
Fund: 412 - AMERICAN RESCUE PLAN
412-5-5071-001 SALARIES-FULL TIME - 2,092 - - -
412-5-5071-042 RETIREMENT - 500 - - -
Fund: 412 - AMERICAN RESCUE PLAN Total: - 2,592 - - -
Fund: 620 - WATER
620-5-5071-001 SALARIES-FULL TIME 212,528 218,111 364,123 336,050 360,897 620-5-5071-003 SALARIES-OVERTIME 1,655 2,928 2,276 2,375 2,517 620-5-5071-004 LEAVE CASH OUT 4,353 2,369 1,816 3,949 4,170 620-5-5071-021 CAR ALLOWANCE 1,495 1,481 1,470 2,520 2,520 620-5-5071-041 CAFETERIA ALLOWANCE 21,287 25,969 51,240 52,980 54,390 620-5-5071-042 RETIREMENT 94,764 13,327 37,177 38,782 41,840 620-5-5071-043 WORKERS COMP 11,572 9,848 18,778 19,739 21,872 620-5-5071-044 MEDICARE 3,423 3,441 5,362 5,771 6,157
620-5-5071-046 LONG TERM DISABILITY 675 694 1,863 1,701 1,828 620-5-5071-047 RETIREMENT - PERS UNFUNDED ACC - 51,793 59,397 8,558 9,327 620-5-5071-048 CLOTHING ALLOWANCE 86 197 119 144 144
620-5-5071-049 CELL PHONE ALLOWANCE 630 445 - - -
620-5-5071-050 GROUP LIFE INSURANCE - 20 - - -
620-5-5071-103 DUES & SUBSCRIPTIONS 210 25 4,250 300 300 620-5-5071-120 SUPPLIES-OFFICE 1,006 - 4,250 4,000 4,000 620-5-5071-123 SUPPLIES-SHOP & FIELD - - - - -
620-5-5071-203 PROF/CONTR SVCS-LEGAL - - 2,660 6,200 2,700 620-5-5071-209 PROF/CONTR SVCS-OTHER 84,840 26,589 40,000 30,480 30,575 620-5-5071-230 LEGAL ADVERTISING - - 2,660 2,700 2,700
620-5-5071-231 MISC ADVERTISING/PROMO 2,081 116 1,380 1,500 1,500 620-5-5071-261 INSURANCE-PUBLIC LIABILITY 122,245 141,010 143,830 176,958 185,806 620-5-5071-262 INSURANCE-VEHICLE 702 648 667 742 779
620-5-5071-280 UTILITY-ELECTRIC 356,014 421,117 350,100 422,000 429,174 620-5-5071-281 UTILITY-GAS 1,239 1,546 1,280 2,312 2,350 620-5-5071-282 UTILITY-TELEPHONE 170 - 13,400 - -
620-5-5071-301 MAINT-BLDGS & IMPROVEMENTS 213 48 750 3,334 3,334 620-5-5071-305 VEHICLE FUEL - - 320 340 340
620-5-5071-352 TRAINING/WORKSHOPS/MEETINGS 23 - 1,600 1,650 1,700 620-5-5071-360 EDUCATIONAL REIMBURSEMENT - 750 - - -
620-5-5071-370 LEASE/RENTAL 40,232 41,325 49,390 50,089 50,089 620-5-5071-610 EQUIPMENT-NEW - - - - -
Fund: 620 - WATER Total: 961,445 963,798 1,160,157 1,175,174 1,221,010 Department: 5071 - WATER ENGINEERING Total: 961,445 966,390 1,160,157 1,175,174 1,221,010 1204
PUBLIC WORKS 2023
2020-2021
Activity
2021-2022
Activity
2022-2023
Budget
Final
Year 1
Final
Year 2
Department: 5075 - WATER DEBT & TRANSFERS
Fund: 620 - WATER
620-5-5075-201 PROFESSIONAL/CONTRACTUAL SERV 2,202 3,720 - - - 620-5-5075-209 PROF/CONTR SVCS-OTHER 5,670 7,000 - - -
620-5-5075-511 PRINCIPAL DUE BOND HOLDERS - 1,525,000 1,585,000 - - 620-5-5075-512 INTEREST DUE BOND HOLDERS 1,431,746 931,379 1,158,507 - - 620-5-5075-513 DUE PARK WATER 73,000 73,000 - 73,000 73,000 620-5-5075-521 PROJECT EXPENSE - DISBURSEMENT 2,473 - - - - 620-5-5075-673 OPEB EXP-GASB 75 602,227 - - - -
620-5-5075-674 PENSION EXP-GASB 68 110,532 - - - -
620-5-5075-675 DEPRECIATION EXPENSE 1,097,987 - - - -
620-5-5075-755 OVERHEAD DUE GENERAL FUND 842,673 969,074 1,017,528 1,017,528 1,017,528 Fund: 620 - WATER Total: 4,168,511 3,509,173 3,761,035 1,090,528 1,090,528 Department: 5075 - WATER DEBT & TRANSFERS Total: 4,168,511 3,509,173 3,761,035 1,090,528 1,090,528 1205
PUBLIC WORKS 2023
Water: Operation and Maintenance Program
Division Description: This enterprise division provides engineering, operation and maintenance services for the City’s potable water system. The potable water system includes five groundwater wells, two treatment facilities, 10 storage facilities including 9 tanks and one reservoir plus three more tanks within the new EA1 (Harvest) development anticipated to be turned over to the City by 2025, 100 miles of distribution pipelines, appurtenances, and five booster pump stations. This division also provides an extensive water quality monitoring and reporting program in compliance with all Federal and State regulations.

This enterprise fund division is a government-owned, public utility providing services to the public for a fee (water service fees). Enterprise fund revenue can only be spent on operational and capital costs that benefit the division and are predominantly comprised of water service fees, bond proceeds, connection fees and development impact mitigation fees.

Division Core Services:
• Oversee the continuous improvement of the public potable water supply from production, treatment and storage to distribution.
• Conduct regular engineering assessments and evaluations to ensure timely and cost-effective delivery of potable water system capital improvements.
• Efficiently operate and maintain the potable water system to ensure the production and delivery of safe, clean drinking water enhances the health, safety and general welfare of the community. • Monitor, test, evaluate and report all regulatory water quality parameters in accordance with the requirements established by all public agencies having jurisdiction, including the State Water Resources Control Board, Division of Drinking Water, and the California Department of Water Resources.

Top Priorities for FY 2023/2024 through FY 2024/2025:
• Complete Mesa Tank replacement project.
• Complete design of Well 12 Treatment Facility rehabilitation and upgrade project. • Complete design of Canyon Booster rehabilitation and upgrade project. • Update existing Water Atlas.
• Review and replace all safety equipment as needed.
• Expand Operator safety and continuing education training program. • Improve customer outreach and communication including the improvement of answering service. • Conduct a system wide assessment and upgrade of all SCADA instrumentation and communication equipment.
• Specify, replace and upgrade all primary water production meters at the Steckel Water Treatment Facility.
1206
PUBLIC WORKS 2023
• Identify and replace valves and valve actuators in need of repair or replacement at the Steckel Water Treatment Facility
• Conduct filter media inspection and assessment at Steckel Water Treatment Facility. • Conduct assessment of all wells and booster pumps.
• Identify and replace remaining 2”,3”, and 4” mainlines. • Implement water meter replacement and cellular endpoint upgrade program with a target of 500 meters annually. Implement distribution system valve exercising program. • Repair or replace 30 non-functional distribution system valves. • Repair or replace 50% of Air/Vac valves in the distribution system annually. • Implement a Fire Hydrant Maintenance and replacement Program. • Test all booster pumps and motors for energy efficiency annually. • Implement a Water Leak Detection Program.
1207
PUBLIC WORKS 2023
2020-2021
Activity
2021-2022
Activity
2022-2023
Budget
Final
Year 1
Final
Year 2
Department: 5072 - WATER MAINTENANCE
Fund: 412 - AMERICAN RESCUE PLAN
412-5-5072-001 SALARIES-FULL TIME - 7,531 - - -
412-5-5072-042 RETIREMENT - 1,000 - - -
Fund: 412 - AMERICAN RESCUE PLAN Total: - 8,531 - - -
Fund: 620 - WATER
620-5-5072-001 SALARIES-FULL TIME 487,291 598,256 639,418 721,669 767,870 620-5-5072-003 SALARIES-OVERTIME 51,609 69,024 22,819 62,506 66,062 620-5-5072-004 LEAVE CASH OUT 12,061 3,230 3,606 6,528 6,852 620-5-5072-041 CAFETERIA ALLOWANCE 95,868 126,881 132,000 118,260 121,659 620-5-5072-042 RETIREMENT 232,943 55,231 64,775 79,095 84,757 620-5-5072-043 WORKERS COMP 78,204 86,800 90,106 119,106 130,668 620-5-5072-044 MEDICARE 8,711 10,887 9,724 13,255 14,030 620-5-5072-045 UNEMPLOYMENT 4,494 - - - -
620-5-5072-046 LONG TERM DISABILITY 2,560 3,138 3,354 3,971 4,224 620-5-5072-047 RETIREMENT - PERS UNFUNDED ACC - 238,795 263,594 217,208 248,691 620-5-5072-048 CLOTHING ALLOWANCE 4,180 5,299 4,766 5,175 5,175 620-5-5072-049 CELL PHONE ALLOWANCE 2,732 4,774 - - -
620-5-5072-050 GROUP LIFE INSURANCE - 87 - - -
620-5-5072-101 POSTAGE - 52 270 270 270
620-5-5072-103 DUES & SUBSCRIPTIONS 5,228 5,725 6,900 6,900 6,900 620-5-5072-120 SUPPLIES-OFFICE 396 620 640 740 800
620-5-5072-121 SUPPLIES-CLOTHING/UNIFORMS 1,063 1,171 1,500 2,500 2,500 620-5-5072-123 SUPPLIES-SHOP & FIELD 9,042 11,441 12,070 12,000 13,000 620-5-5072-124 SUPPLIES-SAFETY 6,121 4,471 8,000 10,000 10,000 620-5-5072-171 MINOR EQUIPMENT-OFFICE 740 438 - 1,000 1,000 620-5-5072-173 MINOR EQUIPMENT-SHOP & FIELD 12,611 13,129 18,040 19,000 20,000 620-5-5072-202 PROF/CONTR SVCS-LANDSCAPE 18,375 16,462 19,310 17,200 17,200 620-5-5072-209 PROF/CONTR SVCS-OTHER 168,578 152,726 283,490 325,342 359,604 620-5-5072-214 PROF/CONTR SVCS-MEDICAL 322 680 810 810 810 620-5-5072-223 PROF/CONTR SVCS-TREE TRIMMING 11,545 34,400 10,610 11,500 12,000 620-5-5072-231 MISC ADVERTISING/PROMO 930 - 1,060 4,000 4,000 620-5-5072-233 PROFESSIONAL/CONTRACTUAL SERV 14,571 17,879 14,990 16,000 16,500 620-5-5072-262 INSURANCE-VEHICLE 410 378 397 433 454
620-5-5072-282 UTILITY-TELEPHONE 2,420 2,247 3,720 3,307 3,365 620-5-5072-293 PERMITTING 6,081 3,845 8,450 9,700 9,800 620-5-5072-295 PROJECT-MISC SVCS (2,383) - - - -
620-5-5072-301 MAINT-BLDGS & IMPROVEMENTS 51 1,113 10,610 30,000 - 620-5-5072-304 MAINT-VEHICLES, EQUIPMENT 269 96 1,060 600 600 620-5-5072-305 VEHICLE FUEL 26,260 35,159 31,650 38,675 40,609 620-5-5072-307 EQUIPMENT MAINTENANCE CHARGE 121,712 147,991 149,748 125,225 130,490 620-5-5072-309 MAINT-MINOR EQUIPMENT - 1,193 1,060 1,400 1,400 620-5-5072-310 MAINTENANCE-T & D MAINS 18,118 20,155 31,830 31,830 31,830 620-5-5072-311 MAINTENANCE-SERVICES 38,265 36,031 51,560 55,000 57,000 620-5-5072-312 MAINTENANCE-HYDRANTS - 14,560 15,610 - - 620-5-5072-313 MAINTENANCE-METERS 748 - - - -
620-5-5072-314 MAINTENANCE-SUPPLY FACILITY 374 460 2,130 2,130 2,130 620-5-5072-315 MAINT-BOOSTER PUMPING FACILITY 3,679 - 5,310 5,310 5,310 620-5-5072-316 MAINTENANCE-STORAGE FACILITY - - 6,370 20,000 6,370 620-5-5072-352 TRAINING/WORKSHOPS/MEETINGS 89 7,791 6,370 7,700 7,700 620-5-5072-360 EDUCATIONAL REIMBURSEMENT - 1,760 3,100 4,500 4,500 620-5-5072-370 LEASE/RENTAL - - - - -
620-5-5072-505 COUNTY-PROPERTY TAX 3,250 65 3,720 10 10 620-5-5072-610 EQUIPMENT-NEW - 28,979 - 40,000 40,000
Fund: 620 - WATER Total: 1,449,518 1,763,421 1,944,547 2,149,854 2,256,141 Department: 5072 - WATER MAINTENANCE Total: 1,449,518 1,771,952 1,944,547 2,149,854 2,256,141 1208 PUBLIC WORKS 2023
2020-2021
Activity
2021-2022
Activity
2022-2023
Budget
Final
Year 1
Final
Year 2
Department: 5073 - WATER OPERATIONS
Fund: 412 - AMERICAN RESCUE PLAN
412-5-5073-001 SALARIES-FULL TIME - 1,886 - - -
Fund: 412 - AMERICAN RESCUE PLAN Total: - 1,886 - - -
Fund: 620 - WATER
620-5-5073-001 SALARIES-FULL TIME 102,385 57,698 133,542 266,682 284,455 620-5-5073-003 SALARIES-OVERTIME 16,660 23,856 5,898 20,835 22,021 620-5-5073-004 LEAVE CASH OUT 5,923 - - 2,953 3,133
620-5-5073-041 CAFETERIA ALLOWANCE 14,519 11,650 24,000 42,060 43,193 620-5-5073-042 RETIREMENT 50,432 7,551 14,281 29,777 31,983 620-5-5073-043 WORKERS COMP 19,404 10,294 19,362 41,298 45,351 620-5-5073-044 MEDICARE 2,104 1,390 2,036 4,847 5,141
620-5-5073-046 LONG TERM DISABILITY 457 368 711 1,455 1,551 620-5-5073-047 RETIREMENT - PERS UNFUNDED ACC - 3,112 3,507 72,980 83,505 620-5-5073-048 CLOTHING ALLOWANCE 656 485 953 1,725 1,725 620-5-5073-049 CELL PHONE ALLOWANCE 219 380 - - -
620-5-5073-050 GROUP LIFE INSURANCE - 10 - - -
620-5-5073-103 DUES & SUBSCRIPTIONS 1,928 1,970 7,430 3,000 3,000 620-5-5073-120 SUPPLIES-OFFICE 214 108 440 500 550
620-5-5073-121 SUPPLIES-CLOTHING/UNIFORMS 906 1,530 1,000 1,000 1,000 620-5-5073-123 SUPPLIES-SHOP & FIELD 4,671 3,662 5,310 6,000 6,200 620-5-5073-124 SUPPLIES-SAFETY 863 2,045 2,180 3,250 3,250 620-5-5073-171 MINOR EQUIPMENT-OFFICE 358 25 220 2,500 2,500 620-5-5073-173 MINOR EQUIPMENT-SHOP & FIELD 5,954 4,900 4,000 6,000 6,000 620-5-5073-175 MINOR EQUIPMENT-COMPUTER - - 1,000 2,000 2,000 620-5-5073-209 PROF/CONTR SVCS-OTHER 47,760 38,925 30,000 8,480 8,575 620-5-5073-231 MISC ADVERTISING/PROMO 729 - 540 540 540 620-5-5073-241 PRINTING & BINDING-EXTERNAL 1,167 5,019 7,000 7,000 7,000 620-5-5073-293 PERMITTING 23,052 58,740 61,800 61,800 61,800 620-5-5073-301 MAINT-BLDGS & IMPROVEMENTS 6,615 2,775 10,610 14,000 10,000 620-5-5073-305 VEHICLE FUEL 8,839 9,832 10,530 10,815 11,356 620-5-5073-306 MAINTENANCE-SCADA 14,840 3,682 15,920 75,000 43,000 620-5-5073-309 MAINT-MINOR EQUIPMENT 1,832 832 - 4,000 4,000 620-5-5073-314 MAINTENANCE-SUPPLY FACILITY 15,420 16,781 21,220 22,000 23,000 620-5-5073-315 MAINT-BOOSTER PUMPING FACILITY 2,566 91 9,030 10,000 10,000 620-5-5073-316 MAINTENANCE-STORAGE FACILITY 2,909 5,834 6,310 6,400 6,400 620-5-5073-317 WATER TREATMENT-CHEMICALS 37,906 35,741 38,000 43,700 45,000 620-5-5073-318 WATER TREATMENT-COMPLIANCE 28,114 22,100 47,740 47,740 47,740 620-5-5073-319 MAINT-WATER TREATMENT EQUIP 15,336 12,807 26,530 18,000 18,000 620-5-5073-352 TRAINING/WORKSHOPS/MEETINGS 170 1,900 2,130 3,500 3,500 620-5-5073-370 LEASE/RENTAL 2,964 5,306 12,730 3,000 3,000 620-5-5073-516 WATER REPLENISHMENT CHARGE 822,371 908,201 908,200 999,020 1,098,922 620-5-5073-610 EQUIPMENT-NEW - 78,690 180,000 15,000 15,000 620-5-5073-678 PRIOR YEAR ADJ EXPENDITURES - (57,791) - - - Fund: 620 - WATER Total: 1,260,242 1,280,501 1,614,160 1,858,855 1,963,390 Department: 5073 - WATER OPERATIONS Total: 1,260,242 1,282,387 1,614,160 1,858,855 1,963,390 1209
PUBLIC WORKS 2023
Fleet Maintenance Program
Division Description: This division provides equipment preventative maintenance and repair services for all City departments. Listed equipment includes automobiles, service trucks, commercial motor vehicles, construction equipment, trailers, landscaping equipment, police pursuit vehicles, police motorcycles, emergency power generation equipment. This division is classified as an internal services fund division and as such, is funded through cost allocation revenues collected from all City departments utilizing fleet maintenance services.

Division Core Services:
• Provide highly efficient and expert preventive equipment maintenance and repair services for all City departments, including Administration, Police, Parks & Recreation and Public Works (all divisions).

Top Priorities for FY 2023/2024 through FY 2024/2025:
• Develop Equipment Replacement Program.
• Specify vehicle builds and assist with procurement.
• Implement a program to organize shop inventory.
• Replace older shop equipment and add new equipment in line with technological advancements. • Develop a fleet electrification program to comply with upcoming California Air Resources Board (CARB) Advanced Clean Fleets Regulation (ACF) for phase in of Zero Emission Vehicles (ZEV) Electric Vehicles (EV) starting 2024.
• Provide California Highway Patrol required Basic Inspection of Terminal and quarterly (BIT) inspections of commercial motor vehicles.
• Conduct exhaust opacity tests on diesel-powered equipment for California Air Resources Board Compliance.
• Maintain California Highway Patrol required pre- and post-trip driver inspection records. • Install and maintain code 3 lighting and radio communication equipment. • Provide hazardous materials handling, temporary storage, disposal, and record keeping services for compliance with County of Ventura Environmental Health.

Budget Commentary: The Fleet Maintenance division has a budget of $149,100 in FY 23-24 and $156,000 in FY 24-25 for regular vehicle maintenance. From the previous fiscal year, there is a slight increase due to the increase in cost on parts. Supplies for shop and field were budgeted at $22,530 for FY 23-24 and $23,100 for FY 24-25 for the costs of parts. 1210
PUBLIC WORKS 2023
2020-2021
Activity
2021-2022
Activity
2022-2023
Budget
Final
Year 1
Final
Year 2
Department: 5041 - EQUIPMENT MAINT
Fund: 412 - AMERICAN RESCUE PLAN
412-5-5041-001 SALARIES-FULL TIME - 3,677 - - -
412-5-5041-042 RETIREMENT - 1,500 - - -
Fund: 412 - AMERICAN RESCUE PLAN Total: - 5,177 - - -
Fund: 702 - EQUIPMENT MAINTENANCE
702-5-5041-001 SALARIES-FULL TIME 190,146 178,786 203,986 209,661 221,683 702-5-5041-002 SALARIES-PART TIME - 17,646 - - -
702-5-5041-003 SALARIES-OVERTIME 841 2,094 - 2,359 2,463 702-5-5041-004 LEAVE CASH OUT - 10,526 1,440 3,628 3,773 702-5-5041-041 CAFETERIA ALLOWANCE 33,337 34,974 38,400 45,600 49,200 702-5-5041-042 RETIREMENT 60,987 18,942 21,234 24,282 25,783 702-5-5041-043 WORKERS COMP 27,092 27,161 28,827 34,061 37,120 702-5-5041-044 MEDICARE 3,050 3,353 2,999 3,813 4,043
702-5-5041-046 LONG TERM DISABILITY 893 851 1,032 1,065 1,127 702-5-5041-047 RETIREMENT - PERS UNFUNDED ACC - 74,345 81,155 3,138 3,234 702-5-5041-048 CLOTHING ALLOWANCE 1,446 1,367 1,430 1,725 1,725 702-5-5041-050 GROUP LIFE INSURANCE - 23 - - -
702-5-5041-103 DUES & SUBSCRIPTIONS 3,180 2,862 4,200 4,900 4,900 702-5-5041-120 SUPPLIES-OFFICE 245 104 170 200 220
702-5-5041-121 SUPPLIES-CLOTHING/UNIFORMS 3,697 4,122 3,500 1,800 1,450 702-5-5041-123 SUPPLIES-SHOP & FIELD 11,583 17,622 20,000 22,530 23,100 702-5-5041-124 SUPPLIES-SAFETY 1,157 3,233 3,000 1,300 1,350 702-5-5041-171 MINOR EQUIPMENT-OFFICE 1,860 - 2,500 1,500 1,500 702-5-5041-173 MINOR EQUIPMENT-SHOP & FIELD 4,803 7,794 8,000 13,000 13,000 702-5-5041-175 MINOR EQUIPMENT-COMPUTER 4,810 3,849 5,000 - - 702-5-5041-209 PROF/CONTR SVCS-OTHER 200 330 2,000 5,480 5,575 702-5-5041-227 PROF/CONTR-TEMP PERSONNEL - - 20,000 - - 702-5-5041-250 PROF/CONTR SVCS-HAZMAT 2,081 2,059 3,000 3,000 3,000 702-5-5041-282 UTILITY-TELEPHONE - - 200 - -
702-5-5041-301 MAINT-BLDGS & IMPROVEMENTS 1,213 11,179 2,500 2,500 2,500 702-5-5041-304 MAINT-VEHICLES, EQUIPMENT 139,466 142,458 140,000 149,100 156,000 702-5-5041-305 VEHICLE FUEL 2,108 1,827 2,700 3,000 3,000 702-5-5041-309 MAINT-MINOR EQUIPMENT 2,531 3,102 3,000 3,000 3,100 702-5-5041-352 TRAINING/WORKSHOPS/MEETINGS (180) 687 2,000 2,000 2,000 702-5-5041-610 EQUIPMENT-NEW - 46,558 - - -
702-5-5041-755 OVERHEAD DUE GENERAL FUND 106,174 122,101 128,206 128,206 128,206 Fund: 702 - EQUIPMENT MAINTENANCE Total: 602,721 739,955 730,479 670,847 699,052 Department: 5041 - EQUIPMENT MAINT Total: 602,721 745,132 730,479 670,847 699,052 1211

Capital Improvement Projects
1212
FUND FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28
100 235,000                 230,000                250,000               250,000               250,000 104 1,485,134                          1,050,000 1,367,426            1,050,000            1,050,000 205 50,000                   50,000                  50,000                 50,000                  50,000 223 ‐                          20,000                  ‐                        ‐                         ‐ 281 300,000                 300,000                300,000               300,000               300,000 283 550,000                 550,000                550,000               550,000               550,000 401 2,000,000              ‐                         ‐                        ‐                         ‐ 610 884,000                 884,000                           884,000 1,254,000               884,000 620 1,950,000                          2,050,000 1,550,000            2,050,000            2,050,000 803 60,000                   ‐                         ‐                        ‐                         ‐ 100‐UF 731,000                 100,000                100,000               100,000               100,000 104‐UF 385,000                 420,000                ‐                        ‐                         ‐ 610‐UF 6,345,061                       ‐ 13,000,000                        ‐                         ‐ 620‐UF 2,441,122                          520,000 1,000,000               542,000                          1,488,000 280‐UF 190,000                 240,000                200,000               200,000               200,000 281‐UF 400,000                 400,000                400,000               400,000               400,000 Grant‐ARPA CTY 100,000                 ‐                         ‐                        ‐                         ‐ 206‐UF ‐                          ‐                                       ‐ 110,000                         ‐ Grant‐UF 740,000                 ‐                         ‐                        ‐                         ‐ IL‐UF 500,000                 ‐                         ‐                        ‐                         ‐ 226‐UF 250,000                 150,000                250,000               100,000               100,000 Total 19,596,317           20,261,426          7,084,000           6,476,000           7,422,000 5 YEAR CAPITAL IMPROVEMENT ‐ BY FUND
1213
Fund Project Category Project Name FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 100 9285 General Fund SLURRY SEAL PAVEMENT REHAB PROGRAM100 9301 General Fund GIS/GPS ASSET MANAGEMENT PROGRAM100 9323 General Fund CITY HALL & OTHER CITY FACILITY IMPROVEMENTS AND UPGR 35,000 100 9329 General POLICE DEPARTMENT REMODEL AND EXPANSION100 9330 General COMMUNITY CENTER AND CULTURAL ARTS BUILDINGS100 9359 General CITYWIDE STREET PRESERVATION AND MAINTENANCE 200,0 230,000 00 250,000 250,000 250,000 100 9363 General CALOES EMERGENCY GENERATOR100 9366 General Fund HVAC REPLACEMENT -100 9374 General FACILITIES KEY SYSTEM100 9376 General ADA SELF EVALUATION100 9377 General EA1 Sports Park TOTAL GENERAL FUND 235,000 230,000 250,000 250,000 250,000 104 9103 Measure T LAS PIEDRAS PARK IMPROVEMENT104 9285 Measure T SLURRY SEAL PAVEMENT REHAB PROGRAM 1,000,000 800,000 800,000 800,000 800,000 104 9329 Measure T POLICE DEPARTMENT REMODEL AND EXPANSION 135,134 217,426 104 9330 Measure T COMMUNITY CENTER AND CULTURAL ARTS BUILDINGS104 9359 MEASURE T CITYWIDE STREET PRESERVATION AND MAINTENANCE 250 250,000 ,000 250,000 250,000 250,000 104 9363 Measure T CALOES EMERGENCY GENERATOR104 9377 Measure T EA1 Sports Park104 UF 1 Measure T PARK IMPROVEMENTS 100,000 100,000 TOTAL MEASURE T 1,485,134 1,367,426 1,050,000 1,050,000 1,050,000 205 9353 NPDES Stormwater Quality CATCH BASIN TRASH EXCLUDER 50,000 50,000 50,000 50,000 50,000 TOTAL NPDES STORMWATER 50,000 50,000 50,000 50,000 50,000 223 9323 Public Facilities CITY HALL & OTHER CITY FACILITY IMPROVEMENTS AND UPGRADES223 9330 Public Meeting Fac DIF COMMUNITY CENTER AND CULTURAL ARTS BUILDINGS223 9366 Facilities DIF HVAC REPLACEMENT 20,000223 9370 Facilities DIF TRAIN DEPOT IMPROVEMENTS TOTAL PUBLIC MEETINGS SAFETY - 20,000 - - -
226 9103 Parkland Facilities LAS PIEDRAS PARK IMPROVEMENT226 9332 Parkland Facilities TEAGUE PARK RESTROOM PROJECT - -226 9333 Parkland Facilities MILL PARK RESTROOM REHAB PROJECT -

TOTAL PARKLAND FACILITIES - - - - -
229 9285 Traffic Impact DIF SLURRY SEAL PAVEMENT REHAB PROGRAM229 9297 TRAFFIC IMPACT FEE CROSSWALK SAFETY IMPROVEMENT

TOTAL TRAFFIC IMPACT FEE - - - - -
280 9285 Gas Tax SLURRY SEAL PAVEMENT REHAB PROGRAM

TOTAL GAS TAX - - - - -
281 9285 TDA 8 SLURRY SEAL PAVEMENT REHAB PROGRAM281 9294 LOCAL TRANSPORTATION TDA 8A SIDEWALK REPAIR PROGRAM 150,00 150,000 0 150,000 150,000 150,000 281 9297 LOCAL TRANSPORTATION TDA CROSSWALK SAFETY IMPROVEMENT 150, 150,000 000 150,000 150,000 150,000 281 9359 TDA 8 CITYWIDE STREET PRESERVATION AND MAINTENANCE - - - - - TOTAL TDA 8A 300,000 300,000 300,000 300,000 300,000
282 9294 LOCAL TRANSPORTATION TDA 3 SIDEWALK REPAIR PROGRAM282 9369 TDA 3a CITY BIKEWAY PROJECT - TOTAL TDA 3A - - - - -
283 9285 SB1 - Road Maint & Rehab SLURRY SEAL PAVEMENT REHAB PROGRAM 550,000 550,000 550,000 550,000 550,000 TOTAL SB1 550,000 550,000 550,000 550,000 550,000
307 9332 State Grant TEAGUE PARK RESTROOM PROJECT307 9368 State Grant TEAGUE/MILL PARK PARKING LOT REPAVEMENT

TOTAL STATE GRANT - - - - -
319 9363 State Grant CALOES EMERGENCY GENERATOR319 9365 State Grant EUCALYPTUS TREE REMOVAL & REPLACEMENT

FIVE YEAR CIP PROGRAMS - BY FUNDING SOURCE
1214

TOTAL STATE GRANT - - - - -
401 9285 Federal STP SLURRY SEAL PAVEMENT REHAB PROGRAM401 9286 Federal (Brownley) HARVARD BOULEVARD SEWER PIPELINE REPLACEMENT 2,000,000 TOTAL FEDERAL STP 2,000,000 - - - -
412 9285 ARPA SLURRY SEAL PAVEMENT REHAB PROGRAM412 9299 ARPA MESA TANK REHAB/REPLACEMENT412 9324 ARPA HARVARD BLVD WATER MAIN LINE REPLACEMENT412 9329 ARPA POLICE DEPARTMENT REMODEL AND EXPANSION412 9330 ARPA COMMUNITY CENTER AND CULTURAL ARTS BUILDINGS - - 412 9352 ARPA WRF - SITE IMPROVEMENT412 9364 ARPA FLEET SHOP INSULATION412 9365 ARPA EUCALYPTUS TREE REMOVAL & REPLACEMENT412 9369 ARPA CITY BIKEWAY PROJECT412 9370 ARPA TRAIN DEPOT IMPROVEMENTS412 9372 ARPA LOCAL ROAD SAFETY PLAN (LRSP)412 9373 ARPA CITY BUILDING LIGHTING RETROFIT412 9374 ARPA FACILITIES KEY SYSTEM - - - - - 412 9376 ARPA ADA SELF EVALUATION

TOTAL AMERICAN RESCUE PLAN - - - - -
413 9369 CRRSA (Federal) CITY BIKEWAY PROJECT -

TOTAL CRRSA (FEDERAL) - - - - -
450 9103 CDBG LAS PIEDRAS PARK IMPROVEMENT

TOTAL CDBG - - - - -
610 9039 SEWER WRF FLOODWALL610 9213 SEWER MANHOLE REHAB/REPLACEMENT PROGRAM 50,000 50,000 50,000 50,000 50,000 610 9214 SEWER INFILL AND INFLOW REDUCT PROGRAM 50,000 50,000 50,000 50,000 50,000 610 9215 SEWER SEWER PIPELINE REHAB PROGRAM 500,000 500,000 500,000 500,000 500,000 610 9227 SEWER ADVANCED REVERSE OSMOSIS SYSTEM -610 9286 SEWER HARVARD BOULEVARD SEWER PIPELINE REPLACEMENT610 9301 Sewer GIS/GPS ASSET MANAGEMENT PROGRAM610 9335 Sewer Water Recycling Facility- Bypass Influent Side to Pond, Pipe 610 9336 Sewer Water Recycling Facility- Bypass Influent Side to Pond, Pond Liner610 9338 Sewer WRF - Facility Landscape Modifications610 9339 Sewer WRF - Spare Parts Inventory610 9340 Sewer WRF - Digester Blower Air Supply610 9341 Sewer WRF - Concrete Tank Cycle Replacement - 370,000 610 9342 Sewer WRF - Membrane Replacement610 9343 Sewer WRF - SCADA and PLC Upgrades610 9344 Sewer WRF - Chemical Systems Replacement610 9346 Sewer WRF - Polymer System Spill Containment610 9348 Sewer WRF - Biofilter Odor Control System610 9349 Sewer WRF - Miscellaneous Preventive - - - 610 9351 Sewer WRF - CAPITAL EXPENDITURES 250,000 250,000 250,000 250,000 250,000 610 9352 Sewer WRF - SITE IMPROVEMENT 34,000 34,000 34,000 34,000 34,000 610 9358 Sewer LEMONWOOD LIFT STATION BACKUP POWER -610 9378 Sewer ENHANCED AERATION CONTROL - AMMONIA ANALYZER - TOTAL SEWER 884,000 884,000 1,254,000 884,000 884,000
620 9108 WATER WATER MAIN REPLACEMENT PROGRAM 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 620 9235 WATER CANYON BOOSTER UPGRADE620 9236 WATER CROSSTOWN PIPELINE620 9267 WATER WELL REHABILITATION PROGRAM 500,000 500,000 500,000 620 9271 WATER METER REPLACEMENT PROGRAM 300,000 300,000 300,000 300,000 300,000 620 9299 WATER MESA TANK REHAB/REPLACEMENT620 9300 WATER SCADA LAND LINE TO RADIO 100,000 100,000 100,000 100,000 100,000 1215
620 9301 Water Fund GIS/GPS ASSET MANAGEMENT PROGRAM
620 9324 WATER HARVARD BLVD WATER MAIN LINE REPLACEMENT620 9355 Water EMERGENCY GENERATORS620 9356 Water WELL 12 ABOVE GROUND REHABILITATION 400,000620 9357 Water WATER METER REPLACEMENT PROGRAM - PRODUCTION 150,00 150,000 0 150,000 150,000 150,000 620 9363 Water CALOES EMERGENCY GENERATOR
TOTAL WATER 1,950,000 1,550,000 2,050,000 2,050,000 2,050,000 803 9360 Harding Fund HARDING PARK CARETAKER'S HOUSE803 9375 Harding Park CITYWIDE PARKING LOT REHABILITATION 60,000 TOTAL HARDING FUND 60,000 - - - -
Grant-ARPA CTY 9330 ARPA-County COMMUNITY CENTER AND CULTURAL ARTS BUILDINGS 100,000 TOTAL ARPA COUNTY GRANT 100,000 - - - -
100-UF 9323 Unfunded - General CITY HALL & OTHER CITY FACILITY IMPROVEMENTS AND UPGRADES 100,000 100,000 100,000 100,000 100-UF 9370 Unfunded - General TRAIN DEPOT IMPROVEMENTS 100,000100-UF 9375 Unfunded - General CITYWIDE PARKING LOT REHABILITATION 60,000 100-UF UF 4 Unfunded - General STREET LIGHTING RETROFIT 21,000100-UF NEW 2 Unfunded - General EMERGENCY GENERATOR FOR CITY HALL CAMPUS 250,000 - - - - 100-UF NEW 5 Unfunded - General EEP CHARGING STATIONS 300,000 - - - - 104-UF UF 12 Unfunded - Measure T PECK/CALPIPE ROAD EXTENSION PROJECT 190,000104-UF NEW 3 Unfunded - Measure T PICKELBALL COURTS AT TEAGUE PARK - 185,000 - - - 104-UF NEW 4 Unfunded - Measure T 8TH STREET LIGHT REPLACEMENT PROJECT 10,000 420,000 - - - 206-UF UF 11 Unfunded - Stormwater FOOTHILL/CAMERON DRAINAGE IMPROVEMENTS 110,000 226-UF UF 1 Unfunded - Parkland PARK IMPROVEMENTS 150,000 150,000 250,000 100,000 100,000 226-UF NEW 1 Unfunded - Parkland NEW DOG PARK 100,000 - - - - 280-UF 9285 Unfunded - Gas Tax SLURRY SEAL PAVEMENT REHAB PROGRAM - 200,000 200,000 200,000 200,000 280-UF UF 11 Unfunded - Gas Tax FOOTHILL/CAMERON DRAINAGE IMPROVEMENTS 40,000 280-UF UF 12 Unfunded - Gas Tax PECK/CALPIPE ROAD EXTENSION PROJECT 190,000 281-UF 9285 Unfunded - TDA 8a SLURRY SEAL PAVEMENT REHAB PROGRAM 40 400,000 0,000 400,000 400,000 400,000 610-UF 9227 Unfunded - Sewer ADVANCED REVERSE OSMOSIS SYSTEM 5,500, 13,000,000 000610-UF 9358 Unfunded - Sewer LEMONWOOD LIFT STATION BACKUP POWER 125,561 610-UF 9378 Unfunded - Sewer ENHANCED AERATION CONTROL - AMMONIA ANALYZER 229,000610-UF UF 6 Unfunded - Sewer DIGESTER AERATION CONTROL 100,000610-UF UF 7 Unfunded - Sewer REPLACE TURBIDIMETERS 148,500610-UF UF 8 Unfunded - Sewer REPLACE DISSOLVED OXYGEN METERS 110,000 610-UF UF 9 Unfunded - Sewer UPGRADE UV AIR CONDITIONERS 132,000620-UF 9236 Unfunded - Water CROSSTOWN PIPELINE 1,166,122620-UF 9267 Unfunded - Water WELL REHABILITATION PROGRAM 500,000 500,000 620-UF UF 13 Unfunded - Water STECKEL TREATMENT PLANT MEDIA REPLACEMENT 100,000 100,000 100,000 100,000 100,000620-UF UF 14 Unfunded - Water WATER SYSTEM VALVE REPLACEMENT 200,00 200,000 0 200,000 200,000 200,000 620-UF UF 15 Unfunded - Water ACTUATOR REPLACEMENT 75,000620-UF NEW 6 Unfunded - Water WATER STORAGE FACILITY REHABILITATION 400,000 200,000 220,000 242,000 1,188,000 Grant-UF UF 12 Future Fund - Developer PECK/CALPIPE ROAD EXTENSION PROJECT 340,000 Grant-UF NEW 5 CEC Grant Funding EEP CHARGING STATIONS 400,000 - - - - IL-UF SPECIAL Unfunded - Interfund Loan CITYWIDE SOLAR PANEL INSTALLATION 500,000 TOTAL UNFUNDED 11,982,183 15,310,000 1,580,000 1,342,000 2,288,000TOTAL 20,261,426 19,596,317 7,084,000 6,476,000 7,422,000 1216
Fund Project Category Project Name
Actuals
As Of
6/30/22
FY 22/23 Budget
(incl. C/O)
Projected Carryover
As Of
6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28
610 9039 SEWER WRF FLOODWALL 4,117,077 96,138 87,500104 9103 Measure T LAS PIEDRAS PARK IMPROVEMENT 27,893 100,000 99,615226 9103 Parkland Facilities LAS PIEDRAS PARK IMPROVEMENT 558,914 -450 9103 CDBG LAS PIEDRAS PARK IMPROVEMENT 423,443 -620 9108 WATER WATER MAIN REPLACEMENT PROGRAM 11,924,563 2,173,417 1,668,885 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 610 9213 SEWER MANHOLE REHAB/REPLACEMENT PROGRAM 941,278 72,540 63,283 50,000 50,000 50,000 50,000 50,000 610 9214 SEWER INFILL AND INFLOW REDUCT PROGRAM 44,981 105,339 93,696 50,000 50,000 50,000 50,000 50,000 610 9215 SEWER SEWER PIPELINE REHAB PROGRAM 6,542,468 492,769 27,611 500,000 500,000 500,000 500,000 500,000 610 9227 SEWER ADVANCED REVERSE OSMOSIS SYSTEM 1,486,555 739,895 267,635 - 610-UF 9227 Unfunded - Sewer ADVANCED REVERSE OSMOSIS SYSTEM 5,500,000 - 13,000,000 620 9235 WATER CANYON BOOSTER UPGRADE 59,121 839,846 661,502620 9236 WATER CROSSTOWN PIPELINE 480,124 2,761,247 2,505,468 620-UF 9236 Unfunded - Water CROSSTOWN PIPELINE 1,166,122 - 620 9267 WATER WELL REHABILITATION PROGRAM 500,393 967,824 967,824 500,000 500,000 500,000 620-UF 9267 Unfunded - Water WELL REHABILITATION PROGRAM 500,000 - 500,000 620 9271 WATER METER REPLACEMENT PROGRAM 2,207,862 362,653 71,744 300,000 300,000 300,000 300,000 300,000 100 9285 General Fund SLURRY SEAL PAVEMENT REHAB PROGRAM 79,464 149,125 149,125104 9285 Measure T SLURRY SEAL PAVEMENT REHAB PROGRAM 2,316,787 2,369,044 1,909,728 1,000,000 800,000 800,000 800,000 800,000 229 9285 Traffic Impact DIF SLURRY SEAL PAVEMENT REHAB PROGRAM 77,9 - 95 -280 9285 Gas Tax SLURRY SEAL PAVEMENT REHAB PROGRAM 2,106,722 583,312 583,312281 9285 TDA 8 SLURRY SEAL PAVEMENT REHAB PROGRAM 1,058,571 305,500 305,500283 9285 SB1 - Road Maint & Rehab SLURRY SEAL PAVEMENT REHAB PROGRAM 1,530,531 1,204,627 243,622 550,000 550,000 550,000 550,000 550,000 401 9285 Federal STP SLURRY SEAL PAVEMENT REHAB PROGRAM 201,640 8,025 8,025412 9285 ARPA SLURRY SEAL PAVEMENT REHAB PROGRAM - 553,010 553,010 280-UF 9285 Unfunded - Gas Tax SLURRY SEAL PAVEMENT REHAB PROGRAM 200,000 - 200,000 200,000 200,000 281-UF 9285 Unfunded - TDA 8a SLURRY SEAL PAVEMENT REHAB PROGRAM 400,000 400,000 400,000 400,000 400,000 401 9286 Federal (Brownley) HARVARD BOULEVARD SEWER PIPELINE REPLACEMENT - - - 2,000,000 610 9286 SEWER HARVARD BOULEVARD SEWER PIPELINE REPLACEMENT 83,622 12,249,216 3,768,577281 9294 LOCAL TRANSPORTATION TDA 8A SIDEWALK REPAIR PROGRAM 1,076, 213,273 938 213,234 150,000 150,000 150,000 150,000 150,000 282 9294 LOCAL TRANSPORTATION TDA 3 SIDEWALK REPAIR PROGRAM 8,253 - -229 9297 TRAFFIC IMPACT FEE CROSSWALK SAFETY IMPROVEMENT 10,049 - -281 9297 LOCAL TRANSPORTATION TDA CROSSWALK SAFETY IMPROVEMENT 473, 279,906 276 134,163 150,000 150,000 150,000 150,000 150,000 412 9299 ARPA MESA TANK REHAB/REPLACEMENT - 1,500,000 - 620 9299 WATER MESA TANK REHAB/REPLACEMENT 175,204 4,169,483 31,066620 9300 WATER SCADA LAND LINE TO RADIO 533,236 130,553 100,000 100,000 100,000 100,000 100,000 100,000 100 9301 General Fund GIS/GPS ASSET MANAGEMENT PROGRAM 20,620 4,427 (38,439)610 9301 Sewer GIS/GPS ASSET MANAGEMENT PROGRAM 38,078 4,427 (74,651)620 9301 Water Fund GIS/GPS ASSET MANAGEMENT PROGRAM 91,527 140,561 86,258100 9323 General Fund CITY HALL & OTHER CITY FACILITY IMPROVEMENTS AND UPGR 220,473 38,199 173,706 35,000 223 9323 Public Facilities CITY HALL & OTHER CITY FACILITY IMPROVEMENTS AND UPGR - 8,576 - 100-UF 9323 Unfunded - General CITY HALL & OTHER CITY FACILITY IMPROVEMENTS AND UPGRADES - - 100,000 100,000 100,000 100,000 412 9324 ARPA HARVARD BLVD WATER MAIN LINE REPLACEMENT - 1,500,000 1,500,000 620 9324 WATER HARVARD BLVD WATER MAIN LINE REPLACEMENT 82,663 6,381,992 1,534,631100 9329 General POLICE DEPARTMENT REMODEL AND EXPANSION - 150,000 150,000104 9329 Measure T POLICE DEPARTMENT REMODEL AND EXPANSION 30,411 1,309,560 1,267,224 135,134 217,426 412 9329 ARPA POLICE DEPARTMENT REMODEL AND EXPANSION - 150,000 150,000 100 9330 General COMMUNITY CENTER AND CULTURAL ARTS BUILDINGS - 50,000 50,000104 9330 Measure T COMMUNITY CENTER AND CULTURAL ARTS BUILDINGS - 75,000 72,299223 9330 Public Meeting Fac DIF COMMUNITY CENTER AND CULTURAL ARTS BUILDINGS 13,281 30,000 30,000412 9330 ARPA COMMUNITY CENTER AND CULTURAL ARTS BUILDINGS - 100,000 100,000 - - ant-ARPA C 9330 ARPA-County COMMUNITY CENTER AND CULTURAL ARTS BUILDINGS - - - 100,000 226 9332 Parkland Facilities TEAGUE PARK RESTROOM PROJECT 214 184,786 131,800 - - 307 9332 State Grant TEAGUE PARK RESTROOM PROJECT - 77,043 13,359226 9333 Parkland Facilities MILL PARK RESTROOM REHAB PROJECT - 50,000 44,200 - 610 9335 Sewer Water Recycling Facility- Bypass Influent Side to Pond, Pipe 12,165 7,800 1610 9336 Sewer Water Recycling Facility- Bypass Influent Side to Pond, Pond Liner 1,550 8,450 450610 9338 Sewer WRF - Facility Landscape Modifications 82,066 59,053 59,053610 9339 Sewer WRF - Spare Parts Inventory 45,011 54,989 54,989610 9340 Sewer WRF - Digester Blower Air Supply - 17,436 17,436610 9341 Sewer WRF - Concrete Tank Cycle Replacement 371,752 403,055 (1,807) - 370,000610 9342 Sewer WRF - Membrane Replacement 782,817 523,253 523,253610 9343 Sewer WRF - SCADA and PLC Upgrades 323,931 278,041 240,474610 9344 Sewer WRF - Chemical Systems Replacement 19,197 88,104 86,760610 9346 Sewer WRF - Polymer System Spill Containment 5,441 13,559 9,559610 9348 Sewer WRF - Biofilter Odor Control System 1,452,954 - (4,063)610 9349 Sewer WRF - Miscellaneous Preventive 186,471 13,529 6,088 - - - 5 YEAR CIP ‐ BY PROJECT
1217
610 9351 Sewer WRF - CAPITAL EXPENDITURES 784,329 534,045 533,899 250,000 250,000 250,000 250,000 250,000 412 9352 ARPA WRF - SITE IMPROVEMENT - 90,000 43,337610 9352 Sewer WRF - SITE IMPROVEMENT 23,050 114,113 106,108 34,000 34,000 34,000 34,000 34,000 205 9353 NPDES Stormwater Quality CATCH BASIN TRASH EXCLUDER 15,600 50,000 50,000 50,000 50,000 50,000 50,000 50,000 620 9355 Water EMERGENCY GENERATORS 329,963 2,063,337 2,046,001620 9356 Water WELL 12 ABOVE GROUND REHABILITATION 8,481 1,227,421 1,003,504 400,000620 9357 Water WATER METER REPLACEMENT PROGRAM - PRODUCTION 93,401 356,599 356,599 150,000 150,000 150,000 150,000 150,000 610 9358 Sewer LEMONWOOD LIFT STATION BACKUP POWER 5,265 44,349 35,131 - 610-UF 9358 Unfunded - Sewer LEMONWOOD LIFT STATION BACKUP POWER 125,561 - 100 9359 General CITYWIDE STREET PRESERVATION AND MAINTENANCE - - - 200,000 230,000 250,000 250,000 250,000 104 9359 MEASURE T CITYWIDE STREET PRESERVATION AND MAINTENANCE 299 748,604 ,120 54,560 250,000 250,000 250,000 250,000 250,000 281 9359 TDA 8 CITYWIDE STREET PRESERVATION AND MAINTENANCE 652,403 - - - - - - - 803 9360 Harding Fund HARDING PARK CARETAKER'S HOUSE 32,211 157,789 107,904100 9363 General CALOES EMERGENCY GENERATOR - 120,029 9,527104 9363 Measure T CALOES EMERGENCY GENERATOR - 60,029 -319 9363 State Grant CALOES EMERGENCY GENERATOR 722 300,000 - 620 9363 Water CALOES EMERGENCY GENERATOR - 6,700 3,801412 9364 ARPA FLEET SHOP INSULATION 18,000 15,000 15,000319 9365 State Grant EUCALYPTUS TREE REMOVAL & REPLACEMENT 291,254 8,050 8,050412 9365 ARPA EUCALYPTUS TREE REMOVAL & REPLACEMENT 49,950 150,050 49,750100 9366 General Fund HVAC REPLACEMENT - 223 9366 Facilities DIF HVAC REPLACEMENT 30,075 30,000 30,000 20,000 307 9368 State Grant TEAGUE/MILL PARK PARKING LOT REPAVEMENT - 119,455 119,455282 9369 TDA 3a CITY BIKEWAY PROJECT 1,482,878 1,482,878 - 412 9369 ARPA CITY BIKEWAY PROJECT - 25,000 25,000413 9369 CRRSA (Federal) CITY BIKEWAY PROJECT 389,790 389,790 -223 9370 Facilities DIF TRAIN DEPOT IMPROVEMENTS 86,649412 9370 ARPA TRAIN DEPOT IMPROVEMENTS - 100,000 100,000 100-UF 9370 Unfunded - General TRAIN DEPOT IMPROVEMENTS 100,000 412 9372 ARPA LOCAL ROAD SAFETY PLAN (LRSP) - 20,000 20,000412 9373 ARPA CITY BUILDING LIGHTING RETROFIT - 74,000 74,000100 9374 General FACILITIES KEY SYSTEM - 40,000 40,000412 9374 ARPA FACILITIES KEY SYSTEM - - - - - - - - 803 9375 Harding Park CITYWIDE PARKING LOT REHABILITATION 60,000 100-UF 9375 Unfunded - General CITYWIDE PARKING LOT REHABILITATION 10,400 - 10,400 60,000 100 9376 General ADA SELF EVALUATION - 21,625 -412 9376 ARPA ADA SELF EVALUATION - 21,619 7,094100 9377 General EA1 Sports Park - - -104 9377 Measure T EA1 Sports Park - 175,000 175,000610 9378 Sewer ENHANCED AERATION CONTROL - AMMONIA ANALYZER - 140,000 100,448 - 610-UF 9378 Unfunded - Sewer ENHANCED AERATION CONTROL - AMMONIA ANALYZER 229,000 104 UF 1 Measure T PARK IMPROVEMENTS 100,000 100,000
226-UF UF 1 Unfunded - Parkland PARK IMPROVEMENTS - - - 150,000 150,000 250,000 100,000 100,000 206-UF UF 11 Unfunded - Stormwater FOOTHILL/CAMERON DRAINAGE IMPROVEMENTS 110,000 280-UF UF 11 Unfunded - Gas Tax FOOTHILL/CAMERON DRAINAGE IMPROVEMENTS - - - 40,000 104-UF UF 12 Unfunded - Measure T PECK/CALPIPE ROAD EXTENSION PROJECT 190,000280-UF UF 12 Unfunded - Gas Tax PECK/CALPIPE ROAD EXTENSION PROJECT 190,000 Grant-UF UF 12 Future Fund - Developer PECK/CALPIPE ROAD EXTENSION PROJECT 340,000 620-UF UF 13 Unfunded - Water STECKEL TREATMENT PLANT MEDIA REPLACEMENT - - - 100,000 100,000 100,000 100,000 100,000 620-UF UF 14 Unfunded - Water WATER SYSTEM VALVE REPLACEMENT - - - 200,000 200,000 200,000 200,000 200,000 620-UF UF 15 Unfunded - Water ACTUATOR REPLACEMENT - - - 75,000 IL-UF UF 16 Unfunded - Interfund Loan CITYWIDE SOLAR PANEL INSTALLATION 500,000 226-UF UF 17 Unfunded - Parkland NEW DOG PARK - - - 100,000 - - - - 100-UF UF 18 Unfunded - General EMERGENCY GENERATOR FOR CITY HALL CAMPUS - - - 250,000 - - - - 104-UF UF 19 Unfunded - Measure T PICKELBALL COURTS AT TEAGUE PARK - - - 185,000 - - - - 104-UF UF 20 Unfunded - Measure T 8TH STREET LIGHT REPLACEMENT PROJECT - - - 10,000 420,000 - - - 100-UF UF 21 Unfunded - General EEP CHARGING STATIONS - - - 300,000 - - - - Grant-UF UF 21 CEC Grant Funding EEP CHARGING STATIONS - - - 400,000 - - - - 620-UF UF 22 Unfunded - Water WATER STORAGE FACILITY REHABILITATION- - - 400,000 200,000 220,000 242,000 1,188,000 100-UF UF 4 Unfunded - General STREET LIGHTING RETROFIT - - - 21,000 610-UF UF 6 Unfunded - Sewer DIGESTER AERATION CONTROL - - - 100,000 610-UF UF 7 Unfunded - Sewer REPLACE TURBIDIMETERS - - - 148,500 610-UF UF 8 Unfunded - Sewer REPLACE DISSOLVED OXYGEN METERS - - - 110,000 610-UF UF 9 Unfunded - Sewer UPGRADE UV AIR CONDITIONERS - - - 132,000 1218
TITLE: WRF FLOODWALL DEPT: PW CIP #: 9039
Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services 629,884 96,138 87,500 726,022 295 Right of Way/Other - - - -
660 Construction 3,487,193 - - 3,487,193
TOTAL BY PHASE 96,138 4,117,077 87,500 - - - - - 4,213,215 Sources of Funds
610 SEWER 4,117,077 96,138 87,500 4,213,215
TOTAL BY FUND 96,138 4,117,077 87,500 - - - - - 4,213,215 TITLE: LAS PIEDRAS PARK IMPROVEMENT DEPT: PARKS CIP #: 9103 Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services 39,648 - - 39,648
295 Right of Way/Other 14,404 - - 14,404
660 Construction 956,198 100,000 99,615 1,056,198
TOTAL BY PHASE 100,000 1,010,250 99,615 - - - - - 1,110,250 Sources of Funds
104 Measure T 27,893 100,000 99,615 127,893
226 Parkland Facilities 558,914 - 558,914
450 CDBG 423,443 - 423,443
TOTAL BY FUND 100,000 1,010,250 99,615 - - - - - 1,110,250 TITLE: WATER MAIN REPLACEMENT PROGRAM DEPT: PW CIP #: 9108 Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services 190,892 191,932 123,613 382,824 295 Right of Way/Other 133,004 - - 133,004
660 Construction 11,600,667 1,981,485 1,545,273 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 18,582,152 TOTAL BY PHASE 2,173,417 11,924,563 1,668,885 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 19,097,980 Sources of Funds
620 WATER 11,924,563 2,173,417 1,668,885 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 19,097,980 -
-
TOTAL BY FUND 2,173,417 11,924,563 1,668,885 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 19,097,980 TITLE: MANHOLE REHAB/REPLACEMENT PROGRAM DEPT: PW CIP #: 9213 Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services 146,578 29,258 20,001 - 175,836 295 Right of Way/Other 34,017 - - 34,017
660 Construction 760,683 43,282 43,282 50,000 50,000 50,000 50,000 50,000 1,053,965 TOTAL BY PHASE 72,540 941,278 63,283 50,000 50,000 50,000 50,000 50,000 1,263,818 Sources of Funds
610 SEWER 941,278 72,540 63,283 50,000 50,000 50,000 50,000 50,000 1,263,818 -
-
TOTAL BY FUND 72,540 941,278 63,283 50,000 50,000 50,000 50,000 50,000 1,263,818 Project Description: The project would construct a floodwall to protect the Water Recycling Facility (WRF), as required by The Federal Emergency Management Agency (FEMA).

Project Description: The project consists of construction of new swings and to address drainage issue within the playground area. Prior year expenses were from original project (06/07-14/15). This project is expected to be completed by FY 22/23 Project Description: The Potable Water System Master Plan identified existing water mains deficient in capacity and condition. This program is ongoing replacement.

Project Description: The Wastewater system Master Plan identified multiple manholes to be deficient in condition. This program is the on-going rehabilitation or replacement of deficient manholes.
1219
TITLE: INFILL AND INFLOW REDUCT PROGRAM DEPT: PW CIP #: 9214 Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services 8,398 1,603 10,001
295 Right of Way/Other 319 - 319
660 Construction 36,264 103,736 93,696 50,000 50,000 50,000 50,000 50,000 390,000 TOTAL BY PHASE 105,339 44,981 93,696 50,000 50,000 50,000 50,000 50,000 400,320 Sources of Funds
610 SEWER 44,981 105,339 93,696 50,000 50,000 50,000 50,000 50,000 400,320 -
-
TOTAL BY FUND 105,339 44,981 93,696 50,000 50,000 50,000 50,000 50,000 400,320 TITLE: SEWER PIPELINE REHAB PROGRAM DEPT: PW CIP #: 9215 Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services 334,199 334 - 334,533
295 Right of Way/Other 100,482 - - 100,482
660 Construction 6,107,787 492,435 27,611 500,000 500,000 500,000 500,000 500,000 9,100,222 TOTAL BY PHASE 492,769 6,542,468 27,611 500,000 500,000 500,000 500,000 500,000 9,535,237 Sources of Funds
610 SEWER 6,542,468 492,769 27,611 500,000 500,000 500,000 500,000 500,000 9,535,237 -
-
TOTAL BY FUND 492,769 6,542,468 27,611 500,000 500,000 500,000 500,000 500,000 9,535,237 TITLE: ADVANCED REVERSE OSMOSIS SYSTEM DEPT: PW CIP #: 9227 Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services 593,530 712,870 240,616 1,306,400 295 Right of Way/Other 24,673 - 24,673 -
660 Construction 868,352 27,025 27,019 5,500,000 13,000,000 19,395,377 TOTAL BY PHASE 739,895 1,486,555 267,635 5,500,000 13,000,000 - - - 20,726,450 Sources of Funds
610 SEWER 1,486,555 739,895 267,635 - 2,226,450
610-UF Unfunded - Sewer - 5,500,000 13,000,000 18,500,000 -
TOTAL BY FUND 739,895 1,486,555 267,635 5,500,000 13,000,000 - - - 20,726,450 Project Description: This program is on-going spot repairs of sewer pipelines to eliminate inflow and infiltration into the wastewater system. This work will need to be coordinated in advance of pavement repair or overlay work such that newly renovated pavement is not dug up within 5 years of completion.

Project Description: The Wastewater Master Plan identified sewer pipelines deficient in capacity and condition. This program is on-going rehabilitation or replacement of deficient sewer pipelines updating the Public Works Department Sewer Standard Plans and Sewer Utility Atlas Maps. This work should be coordinated with the pavement repair or overlay work such that newly repaired pavement is not dug up within 5 years of completion.

Project Description: The Los Angeles Area Regional Water Quality board (Board) issued a Water Discharge Permit to the City on February 8, 2018. The permit covers a 10-year period, but there are interim milestones that the City is mandated to accomplish or face significant fines or penalties. The City is required to complete infrastructure design, CEQA/Permitting, and additional Administrative/Financing in the amount of $1,490,000 in FY 2019/2020 for the proposed transmission line, as required by the LARWQCB in the WDR/CDO Permit. Construction for recycled water delivery and use for the Water Recycling Facility (WRF) is to be completed by May 1, 2022.

Discussions are underway with stakeholders that may be able to build and install the pipeline distribution system to convey the City's recycled water. The City's costs at this time are estimated to be the cost of the ongoing engineering feasibility studies, pipeline alignment studies and other support costs. It is possible that sale of recycled water may offset some if not all of the City's costs.
1220
TITLE: CANYON BOOSTER UPGRADE DEPT: PW CIP #: 9234
Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services 10,224 244,116 65,772 254,340 295 Right of Way/Other - - - - -
660 Construction 48,897 595,730 595,730 - 644,627
TOTAL BY PHASE 839,846 59,121 661,502 - - - - - 898,967 Sources of Funds
620 WATER 59,121 839,846 661,502 898,967
-
-
TOTAL BY FUND 839,846 59,121 661,502 - - - - - 898,967
TITLE: CROSSTOWN PIPELINE DEPT: PW CIP #: 9236
Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services 436,731 459,027 211,928 895,758 295 Right of Way/Other 1,735 10,000 1,320 11,735
660 Construction 41,658 2,292,220 2,292,220 1,166,122 3,500,000 TOTAL BY PHASE 2,761,247 480,124 2,505,468 1,166,122 - - - - 4,407,493 Sources of Funds
620 WATER 480,124 2,761,247 2,505,468 3,241,371
620-UF Unfunded - Water - 1,166,122 1,166,122
-
TOTAL BY FUND 2,761,247 480,124 2,505,468 1,166,122 - - - - 4,407,493 TITLE: WELL REHABILITATION PROGRAM DEPT: PW CIP #: 9267 Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services 24,660 124,724 124,724 149,384 295 Right of Way/Other - - - -
660 Construction 475,733 843,100 843,100 500,000 500,000 500,000 500,000 500,000 3,818,833 TOTAL BY PHASE 967,824 500,393 967,824 500,000 500,000 500,000 500,000 500,000 3,968,217 Sources of Funds
620 WATER 500,393 967,824 967,824 500,000 500,000 500,000 2,968,217 620-UF Unfunded - Water - 500,000 500,000 1,000,000
-
TOTAL BY FUND 967,824 500,393 967,824 500,000 500,000 500,000 500,000 500,000 3,968,217 Project Description: The Potable Water System Master Plan identified Canyoon Booster Pump station with no redundancy and inadequate pumping capacity. The project would add another pump including piping modifications. Rehab and repair of the existing pump would be required. This booster pump was instrumental in providing necessary fire flows during the Thomas Fire.

Project Description: The project would install a new 8,065 linear feet, 20-inch diameter buried water pipeline which would connect the discharge pipeline from the Steckel Water Conditioning Facility at the Steckel Drive/Santa Barbara Street intersection to the Pleasant Street/Tenth Street intersection. The pipeline would start at Steckel Drive, extend east on Santa Barbara Street, across Fagan Barranca, then north on Seventh Street, then east on Pleasant Street, and finally to Tenth Street where it would connect to an existing 14-inch pipeline. The design is about 70% complete.

Project Description: The Potable Water Sytem Master Plan recommended rehabilitation of the groudnwater wells 18 11 12 13 14. The pumps and equipment require rebuilding or replacement rehabilitation, with a recommendation of one well per year. 1221
TITLE: METER REPLACEMENT PROGRAM DEPT: PW CIP #: 9271
Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services - 50,000 50,000 50,000 50,000 50,000 50,000 50,000 300,000 295 Right of Way/Other - - - -
660 Construction 2,207,862 312,653 21,744 250,000 250,000 250,000 250,000 250,000 3,770,515 TOTAL BY PHASE 362,653 2,207,862 71,744 300,000 300,000 300,000 300,000 300,000 4,070,515 Sources of Funds
620 WATER 2,207,862 362,653 71,744 300,000 300,000 300,000 300,000 300,000 4,070,515 -
-
TOTAL BY FUND 362,653 2,207,862 71,744 300,000 300,000 300,000 300,000 300,000 4,070,515 TITLE: SLURRY SEAL PAVEMENT REHAB PROGRAM DEPT: PW CIP #: 9285 Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services 316,345 272,663 272,663 130,000 130,000 130,000 130,000 130,000 1,239,008 295 Right of Way/Other 31,589 2,145 2,145 33,734
660 Construction 7,023,776 4,897,835 3,477,514 1,820,000 1,820,000 1,820,000 1,820,000 1,820,000 21,021,611 TOTAL BY PHASE 5,172,643 7,371,710 3,752,322 1,950,000 1,950,000 1,950,000 1,950,000 1,950,000 22,294,353 Sources of Funds
100 General Fund 79,464 149,125 149,125 228,589
104 Measure T 2,316,787 2,369,044 1,909,728 1,000,000 800,000 800,000 800,000 800,000 8,885,831 280 Gas Tax 2,106,722 583,312 583,312 2,690,034
281 TDA 8 1,058,571 305,500 305,500 1,364,071
280-UF Unfunded - Gas Tax - 200,000 200,000 200,000 200,000 800,000 281-UF Unfunded - TDA 8a 400,000 400,000 400,000 400,000 400,000 2,000,000 283 SB1 - Road Maint & Reh 1,204,627 1,530,531 243,622 550,000 550,000 550,000 550,000 550,000 5,485,158 401 Federal STP 201,640 8,025 8,025 209,665
412 ARPA - 553,010 553,010 553,010
229 Traffic Impact DIF 77,995 - - 77,995
TOTAL BY FUND 5,172,643 7,371,710 3,752,322 1,950,000 1,950,000 1,950,000 1,950,000 1,950,000 22,294,353 TITLE: HARVARD BOULEVARD SEWER PIPELINE REPLACEMENT DEPT: PW CIP #: 9286 Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services 52,199 - - - - 52,199
295 Right of Way/Other 5,958 - 5,958
660 Construction 25,465 12,249,216 3,768,577 2,000,000 - - 14,274,681 TOTAL BY PHASE 12,249,216 83,622 3,768,577 2,000,000 - - - - 14,332,838 Sources of Funds
610 SEWER 83,622 12,249,216 3,768,577 12,332,838
401 Federal (Brownley) - - - 2,000,000 2,000,000
- - -
TOTAL BY FUND 12,249,216 83,622 3,768,577 2,000,000 - - - - 14,332,838 Project Description: The water meter replacement program is on-going. The purpose is to replace old water meters as well as upgrading the water meter reading system from a drive-by to a remote wireless reading system.

Project Description: This program is on-going program to rehabilitate City Streets. Treatment may include slurry seal, pavement overlay or full street repair and replacement.

Project Description: The Wastewater system master Plan identified the sewer pipeline in Harvard Boulevard to be deficient in capacity and condition. This program is a replacement (in place) of deficient sewer pipelines on Harvard Boulevard. The sewer pipeline on Harvard Blvd from Seventh Street to Tenth Street was completed in March 2016. This program may be combined with the Sewer Pipeline rehabilitation Program. This work will have to be coordinated with other Utility Rehabilitation or replacement work on Harvard Blvd. including water line replacement. Such work should be done in advance of or in advance of planned pavement overlay work to avoid digging up new or rehabilitated pavement. Because of impact on the local community the work should be done in phases. 1222
TITLE: SIDEWALK REPAIR PROGRAM DEPT: PW CIP #: 9294
Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services - 20,000 20,000 - - - 20,000
295 Right of Way/Other 12,584 - (39) 12,584
660 Construction 1,072,607 193,273 193,273 150,000 150,000 150,000 150,000 150,000 2,015,880 TOTAL BY PHASE 213,273 1,085,191 213,234 150,000 150,000 150,000 150,000 150,000 2,048,464 Sources of Funds
281 LOCAL TRANSPORTAT 213,273 1,076,938 213,234 150,000 150,000 150,000 150,000 150,000 2,040,211 282 LOCAL TRANSPORTAT - 8,253 - 8,253
TOTAL BY FUND 213,273 1,085,191 213,234 150,000 150,000 150,000 150,000 150,000 2,048,464 TITLE: CROSSWALK SAFETY IMPROVEMENT DEPT: PW CIP #: 9297 Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services 44,204 33,296 (106,945) 25,000 25,000 25,000 25,000 25,000 152,500 295 Right of Way/Other 74,861 - - 74,861
660 Construction 364,260 246,610 241,108 125,000 125,000 125,000 125,000 125,000 985,870 TOTAL BY PHASE 279,906 483,325 134,163 150,000 150,000 150,000 150,000 150,000 1,213,231 Sources of Funds
229 TRAFFIC IMPACT FEE 10,049 - - 10,049
281 LOCAL TRANSPORTAT 279,906 473,276 134,163 150,000 150,000 150,000 150,000 150,000 1,203,182 TOTAL BY FUND 279,906 483,325 134,163 150,000 150,000 150,000 150,000 150,000 1,213,231 TITLE: MESA TANK REHAB/REPLACEMENT DEPT: PW CIP #: 9299 Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services 152,195 - 7,972 152,195
295 Right of Way/Other 522 - - 522
660 Construction 22,488 5,669,483 23,094 5,691,971
TOTAL BY PHASE 5,669,483 175,205 31,066 - - - - - 5,844,688 Sources of Funds
620 WATER 175,204 4,169,483 31,066 4,344,687
412 ARPA - 1,500,000 - 1,500,000
- -
TOTAL BY FUND 5,669,483 175,204 31,066 - - - - - 5,844,687 TITLE: SCADA LAND LINE TO RADIO DEPT: PW CIP #: 9300
Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services - - - -
295 Right of Way/Other - - - -
660 Construction 533,236 130,553 100,000 100,000 100,000 100,000 100,000 100,000 1,163,789 TOTAL BY PHASE 130,553 533,236 100,000 100,000 100,000 100,000 100,000 100,000 1,163,789 Sources of Funds
620 WATER 533,236 130,553 100,000 100,000 100,000 100,000 100,000 100,000 1,163,789 - - -
- -
TOTAL BY FUND 130,553 533,236 100,000 100,000 100,000 100,000 100,000 100,000 1,163,789 Project Description: The program is an ongoing program for maintenance and repairs of City sidewalks including installation of ADA compliant curb ramps per Risk Management and the CPIA Insurance.

Project Description: Existing in-ground roadway warning lights would be removed due to obsolete materials. This program is on-going replacement of existing in-ground roadway warning lights with flashing warning beacons. Replacement is on an as-needed basis when in-ground roadway waring lights are no longer operable. This program also includes painting crosswalk striping and upgrading curb ramps in accordance with the Americans with Disabilities Act (ADA).

Project Description: The evaluation of the replacement of the two existing tanks is anticipated to be complete in FY 2019/2020 with the design to follow soon after.

Construction of the tanks is planned for 2020/2021. This project is necessary to support anticipated city growth and emergency fire flow volume and to support the Santa Paula Hospital facility.

Project Description: This program would upgrade and convert existing SCADA PLCs to Ethernet capability for integration with city private and secure network for communication with remote sites. This capability would add network security cameras at remote water tank sites. 1223
TITLE: GIS/GPS ASSET MANAGEMENT PROGRAM DEPT: PW CIP #: 9301 Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services - - - -
207 Computer Software 150,226 149,414 (26,832) 299,640
660 Construction - - - -
TOTAL BY PHASE 149,414 150,226 (26,832) - - - - - 299,640 Sources of Funds
100 General Fund 20,620 4,427 (38,439) 25,047
610 Sewer 38,078 4,427 (74,651) 42,505
620 Water Fund 91,527 140,561 86,258 232,088
TOTAL BY FUND 149,415 150,225 (26,832) - - - - - 299,640 TITLE: CITY HALL & OTHER CITY FACILITY IMPROVEMENTS AND UPGRADES DEPT: PARKS CIP #: 9323 Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services - 5,000 5,000 5,000
295 Right of Way/Other - - - -
660 Construction 46,775 215,473 168,706 35,000 100,000 100,000 100,000 100,000 497,248 TOTAL BY PHASE 220,473 46,775 173,706 35,000 100,000 100,000 100,000 100,000 502,248 Sources of Funds
100 General Fund 38,199 220,473 173,706 35,000 293,672
223 Public Facilities 8,576 - - 8,576
100-UF Unfunded - General - - 100,000 100,000 100,000 100,000 200,000 TOTAL BY FUND 220,473 46,775 173,706 35,000 100,000 100,000 100,000 100,000 502,248 TITLE: HARVARD BLVD WATER MAIN LINE REPLACEMENT DEPT: PW CIP #: 9324 Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services 60,230 73,767 73,117 133,997
295 Right of Way/Other 5,334 - - 5,334
660 Construction 17,099 7,808,225 2,961,514 7,825,324
TOTAL BY PHASE 7,881,992 82,663 3,034,631 - - - - - 7,964,655 Sources of Funds
620 WATER 82,663 6,381,992 1,534,631 6,464,655
412 ARPA - 1,500,000 1,500,000 1,500,000
- - -
TOTAL BY FUND 7,881,992 82,663 3,034,631 - - - - - 7,964,655 Project Description: This is a purchase of a new geographic information system (GIS) global positioning system (GPS)- based asset management system . The purpose of this system is for water infrastructure management including, but not limited to water utility atlas mapping and maintenance recording among other utility infrastructure data. This will allow the city to manage its water system more efficiently, safer and assist in response times and after emergency events. All affected City Departments/Divisions are Water, Sewer, Streets, Police, Community Development, and Parks and Recreation. ONGOING MAINT 25K PER YEAR WATER FUND PAYS Project Description: Ongoing remodeling of City Hall. Tasks - Community Development duct work and office remodel; City Hall / Admin / Finance staff break room remodel; Various office improvements and remodel; Corporation Yard restoom improvements. Additional 5k will be specific to installation of existing warehoused cubicles into Planning Division, 30k for offices enclosed)
Project Description: The purpose of this project is to replace the water mains in Harvard Boulevard to address capacity and condition. This project also needs to be coordinated with sewer replacement and pavement rehabilitation on Harvard Boulevard . 1224
TITLE: POLICE DEPARTMENT REMODEL AND EXPANSION DEPT: PARKS CIP #: 9329 Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services 27,161 - - 27,161
295 Right of Way/Other - - - -
660 Construction 3,250 1,609,560 1,567,224 135,134 217,426 1,965,370 TOTAL BY PHASE 1,609,560 30,411 1,567,224 135,134 217,426 - - - 1,992,531 Sources of Funds
100 General - 150,000 150,000 150,000
104 Measure T 30,411 1,309,560 1,267,224 135,134 217,426 1,692,531 412 ARPA - 150,000 150,000 150,000
TOTAL BY FUND 1,609,560 30,411 1,567,224 135,134 217,426 - - - 1,992,531 TITLE: COMMUNITY CENTER AND CULTURAL ARTS BUILDINGS DEPT: PARKS CIP #: 9330 Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services - - - -
295 Right of Way/Other - - - -
660 Construction 13,281 255,000 252,299 100,000 - 368,281 TOTAL BY PHASE 255,000 13,281 252,299 100,000 - - - - 368,281 Sources of Funds
223 Public Meeting Fac DIF 13,281 30,000 30,000 43,281
100 General - 50,000 50,000 50,000
104 Measure T - 75,000 72,299 75,000
Grant-ARARPA-County - - - 100,000 100,000
412 ARPA - 100,000 100,000 - - 100,000
TOTAL BY FUND 255,000 13,281 252,299 100,000 - - - - 368,281 TITLE: TEAGUE PARK RESTROOM PROJECT DEPT: PARKS CIP #: 9332 Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services 214 14,786 - 15,000
295 Right of Way/Other - - - -
660 Construction - 247,043 145,159 247,043
TOTAL BY PHASE 261,829 214 145,159 - - - - - 262,043
Sources of Funds
226 Parkland Facilities 214 184,786 131,800 - - 185,000 307 State Grant - 77,043 13,359 77,043
- -
TOTAL BY FUND 261,829 214 145,159 - - - - - 262,043
Project Description: Demo of existing restroom. Replace with a prefrabricated restroom facility. The restroom facilities at Teague Park are in declining shape, despite numerous efforts to upgrade the sewer connections, piping, stalls and fixtures. Within the past year the City has improved safety lighting, added skylights, and cleaned and re-painted the facilities, but a complete tear down and re-build are recommended. Demolition of the existing restrooms and purchase of a new, prefabricated restroom facility could be accomplished for a much lower cost than the building of a new facility as originally anticipated.

Project Description: Remodel of Community Center and Cultural Arts Building. The City’s Community/Senior Center is the primary event center for the Santa Paula community. In addition to facility rentals, the building is used for classes, meetings, trainings, events, preschool, the senior center, and as an emergency shelter. The building is heavily utilized and requires occasional upgrades, cosmetic improvements, energy efficiencies and remodeling. Improvement to the Cultural Arts Building will include construction and installation new storage facility (prefabricated) next to the existing building; estimated cost is $75,000. The Community Center improvements will consist of a remodel to the lobby, auditorium, installation of a retractable wall inside the auditorium, remodel the lobby restrooms and repair / replace some aging windows; estimated cost is $310,000.

Project Description: The City's Police Department is an aging facility in need of various upgrades and improvements. Some improvements are needed in order to bring the facility in compliance with certain professional standards and mandates. FY 23/24: Remodel replace trailer; which will become the new property room. The current property room area, briefing room (which will become a new space for detectives), and the records and lobby area are all part of phase I. Also included is security fencing around the entire campus.
1225
TITLE: MILL PARK RESTROOM REHAB PROJECT DEPT: PARKS CIP #: 9333 Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services - - - -
295 Right of Way/Other - - - -
660 Construction - 50,000 44,200 50,000
TOTAL BY PHASE 50,000 - 44,200 - - - - - 50,000
Sources of Funds
226 Parkland Facilities - 50,000 44,200 - 50,000
- - -
- -
TOTAL BY FUND 50,000 - 44,200 - - - - - 50,000
TITLE: Water Recycling Facility- Bypass Influent Side to Pond, Pipe DEPT: PW CIP #: 9335 Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services 5,295 - - 5,295
295 Right of Way/Other - - - -
660 Construction 6,870 7,800 1 14,670
TOTAL BY PHASE 7,800 12,165 1 - - - - - 19,965
Sources of Funds
610 Sewer 12,165 7,800 1 19,965
- - -
- -
TOTAL BY FUND 7,800 12,165 1 - - - - - 19,965
TITLE: Water Recycling Facility- Bypass Influent Side to Pond, Pond Liner DEPT: PW CIP #: 9336 Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services 1,550 8,000 - 9,550
295 Right of Way/Other - - - -
660 Construction 450 450 450
TOTAL BY PHASE 8,450 1,550 450 - - - - - 10,000
Sources of Funds
610 Sewer 1,550 8,450 450 10,000
- - -
- -
TOTAL BY FUND 8,450 1,550 450 - - - - - 10,000
Project Description: Upgrade of existing park restrooms. Mill Park restrooms are worn and in need of updated fixtures and partitions. Work was completed on the sewer line within the past 18 months. The restrooms are now in need of repair and upgrade. Improve and upgrade existing building by replacing all fixtures and partitions and repaint and update the interior. Demo can be completed by staff; construction and installation would be provided by a contractor.

Project Description: The WRF currently has no facility for handling incoming sewage in case of a plant outage. This project is intended to provide a bypass to divert incoming sewage to a safe storage location while repairs are performed to bring the WRF back online. The first-year cost is for design of the bypass, with construction occurring the following year. This phase of the project will implement the in-plant modifications to install necessary piping.

Project Description: The WRF currently has no facility for handling incoming sewage in case of a plant outage. This project is intended to provide a bypass to divert incoming sewage to a safe storage location while repairs are performed to bring the WRF back online. The first-year cost is for design of the bypass, with construction occurring the following year. This phase of the project will provide necessary improvements to the retention pond, primarily involving lining the pond 1226
TITLE: WRF - Facility Landscape Modifications DEPT: PW CIP #: 9338 Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services - - - -
295 Right of Way/Other - - - -
660 Construction 82,066 59,053 59,053 141,119
TOTAL BY PHASE 59,053 82,066 59,053 - - - - - 141,119
Sources of Funds
610 Sewer 82,066 59,053 59,053 141,119
- - -
- -
TOTAL BY FUND 59,053 82,066 59,053 - - - - - 141,119
TITLE: WRF - Spare Parts Inventory DEPT: PW CIP #: 9339 Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services - - - -
295 Right of Way/Other - - - -
660 Construction 45,011 54,989 54,989 100,000
TOTAL BY PHASE 54,989 45,011 54,989 - - - - - 100,000
Sources of Funds
610 Sewer 45,011 54,989 54,989 100,000
- - -
- -
TOTAL BY FUND 54,989 45,011 54,989 - - - - - 100,000
TITLE: WRF - Digester Blower Air Supply DEPT: PW CIP #: 9340 Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services - - - -
295 Right of Way/Other - - - -
660 Construction - 17,436 17,436 17,436
TOTAL BY PHASE 17,436 - 17,436 - - - - - 17,436
Sources of Funds
610 Sewer - 17,436 17,436 17,436
- - -
- -
TOTAL BY FUND 17,436 - 17,436 - - - - - 17,436
Project Description: Landscaping and irrigation systems around the WRF perimeter have deteriorated and require replacement and repair, leading to complaints from nearby residents. This project will implement improvements and repairs in an incremental fashion. Design of the replacement is currently underway, and will be complete before the end of FY 2018/2019.

Project Description: WRF operators are able to perform many maintenance and repair activities if they have an adequate supply of spare parts. This project is intended to improve the spare parts inventory to enable self-repair, with the objective of reducing overall WRF operating and maintenance costs. Self-repair is believed to cost about half as much as bringing in outside repair technicians.

Project Description: The digester blowers are located in the headworks building and have experienced damage due to the presence of hydrogen sulfide in the atmosphere. This project will install an air dam and provide external air to isolate the blowers from the corrosive atmosphere. Design is currently underway and will be complete by the beginning of the fiscal year.
1227
TITLE: WRF - Concrete Tank Cycle Replacement DEPT: PW CIP #: 9341 Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services 691 26,501 - 22,500 49,692
295 Right of Way/Other 1,087 - (720) - 1,087
660 Construction 369,975 376,554 (1,087) 347,500 1,094,029 TOTAL BY PHASE 403,055 371,753 (1,807) - - 370,000 - - 1,144,808 Sources of Funds
610 Sewer 371,752 403,055 (1,807) - 370,000 1,144,807
- - -
- -
TOTAL BY FUND 403,055 371,752 (1,807) - - 370,000 - - 1,144,807 TITLE: WRF - Membrane Replacement DEPT: PW CIP #: 9342
Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services - 10,632 10,632 10,632
295 Right of Way/Other - - - -
660 Construction 782,817 512,621 512,621 1,295,438
TOTAL BY PHASE 523,253 782,817 523,253 - - - - - 1,306,070 Sources of Funds
610 Sewer 782,817 523,253 523,253 1,306,070
- - -
- -
TOTAL BY FUND 523,253 782,817 523,253 - - - - - 1,306,070 TITLE: WRF - SCADA and PLC Upgrades DEPT: PW CIP #: 9343 Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services 50,000 - - 50,000
295 Right of Way/Other - - - -
660 Construction 273,931 278,041 240,474 551,972
TOTAL BY PHASE 278,041 323,931 240,474 - - - - - 601,972 Sources of Funds
610 Sewer 323,931 278,041 240,474 601,972
- - -
- -
TOTAL BY FUND 278,041 323,931 240,474 - - - - - 601,972 TITLE: WRF - Chemical Systems Replacement DEPT: PW CIP #: 9344 Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services 2,105 63,487 63,487 65,592
295 Right of Way/Other - - - -
660 Construction 17,092 24,617 23,273 41,709
TOTAL BY PHASE 88,104 19,197 86,760 - - - - - 107,301
Sources of Funds
610 Sewer 19,197 88,104 86,760 107,301
- - -
- -
TOTAL BY FUND 88,104 19,197 86,760 - - - - - 107,301
Project Description: The WRF consists primarily of under-floor concrete tanks providing reaction vessels and storage for the treatment process. These tanks have not been inspected since the WRF was placed in service almost ten years ago. This project will provide inspection and repair (if needed) of the tanks, one per year. This work will also include repair and upgrade of certain drains and liners.

Project Description: The microfiltration membranes that provide final treatment in the WRF have an expected life of about 10 years, and are reaching that time. This project will replace the entire set of membranes
Project Description: This project consists of replacing and reconfiguring the computer control and monitoring equipment and software for the WRF. This will improve reliability and address certain control issues. An evaluation project is currently underway to specify and design the specific upgrades.

Project Description: This project will replace the existing chemical storage and pumping system used for cleaning the microfiltration membranes. These pumps are reaching the end of their expected service life of 10 years. 1228
TITLE: WRF - Polymer System Spill Containment DEPT: PW CIP #: 9346 Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services - - - -
295 Right of Way/Other - - - -
660 Construction 5,441 13,559 9,559 19,000
TOTAL BY PHASE 13,559 5,441 9,559 - - - - - 19,000
Sources of Funds
610 Sewer 5,441 13,559 9,559 19,000
- - -
- -
TOTAL BY FUND 13,559 5,441 9,559 - - - - - 19,000
TITLE: WRF - Biofilter Odor Control System DEPT: PW CIP #: 9348 Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services 141,351 - (4,063) 141,351
295 Right of Way/Other - - - -
660 Construction 1,311,603 - - - 1,311,603
TOTAL BY PHASE - 1,452,954 (4,063) - - - - - 1,452,954
Sources of Funds
610 Sewer 1,452,954 - (4,063) 1,452,954
- - -
- -
TOTAL BY FUND - 1,452,954 (4,063) - - - - - 1,452,954
TITLE: WRF - Miscellaneous Preventive DEPT: PW CIP #: 9349 Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services - - - -
295 Right of Way/Other - - - -
660 Construction 186,471 13,529 6,088 - - - 200,000
TOTAL BY PHASE 13,529 186,471 6,088 - - - - - 200,000
Sources of Funds
610 Sewer 186,471 13,529 6,088 - - - 200,000
- - -
- -
TOTAL BY FUND 13,529 186,471 6,088 - - - - - 200,000
TITLE: WRF - CAPITAL EXPENDITURES DEPT: PW CIP #: 9351
Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services 33,695 116,305 116,305 50,000 50,000 50,000 50,000 50,000 400,000 295 Right of Way/Other - - - -
660 Construction 750,634 417,740 417,594 200,000 200,000 200,000 200,000 200,000 2,168,374 TOTAL BY PHASE 534,045 784,329 533,899 250,000 250,000 250,000 250,000 250,000 2,568,374 Sources of Funds
610 Sewer 784,329 534,045 533,899 250,000 250,000 250,000 250,000 250,000 2,568,374 - - -
- -
TOTAL BY FUND 534,045 784,329 533,899 250,000 250,000 250,000 250,000 250,000 2,568,374 Project Description: The existing odor control systems (Hawk filter and Aerisa ionized air system) are maintenance intensive and require regular replacement of GAC. A feasibility study determined that replacing the existing systems with a biofilter will provide significant cost savings.

Project Description: This project provides for several ongoing preventive maintenance activities such as Wiring repairs, Coating repairs, Access hatch rehabilitation, Monitoring well maintenance, Liner repairs, Pump repairs. This allows the Water Recycling Facility (WRF) to deal with unforeseen repairs as required.

Project Description: This program is for on-going replacements or plant improvements to critical equipment for the Water Recycling Facility (WRF). Past emergency events at this plant have identified a critical need to upgrade and raise the elevation of the motor control center and improve water pump and wastewater processing operation sustainability during emergency events and power outage. Because the plant is approaching 10 years old increased costs for replacement and rehabilitation of critical components is anticipated
Project Description: Polymer is used to improve solids dewatering. The polymer system currently is not equipped with any spill containment. This project will provide appropriate curbs to prevent any spills from becoming a safety hazard. 1229
TITLE: WRF - SITE IMPROVEMENT DEPT: PW CIP #: 9352
Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services - - - -
295 Right of Way/Other - - - -
660 Construction 23,050 204,113 149,445 34,000 34,000 34,000 34,000 34,000 397,163 TOTAL BY PHASE 204,113 23,050 149,445 34,000 34,000 34,000 34,000 34,000 397,163 Sources of Funds
610 Sewer 23,050 114,113 106,108 34,000 34,000 34,000 34,000 34,000 307,163 412 ARPA - 90,000 43,337 90,000
- -
TOTAL BY FUND 204,113 23,050 149,445 34,000 34,000 34,000 34,000 34,000 397,163 TITLE: CATCH BASIN TRASH EXCLUDER DEPT: PW CIP #: 9353
Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services - - - -
295 Right of Way/Other - - - -
660 Construction 15,600 50,000 50,000 50,000 50,000 50,000 50,000 50,000 315,600 TOTAL BY PHASE 50,000 15,600 50,000 50,000 50,000 50,000 50,000 50,000 315,600 Sources of Funds
205 NPDES Stormwater Qua 50,000 15,600 50,000 50,000 50,000 50,000 50,000 50,000 315,600 - - -
- -
TOTAL BY FUND 50,000 15,600 50,000 50,000 50,000 50,000 50,000 50,000 315,600 TITLE: EMERGENCY GENERATORS DEPT: PW CIP #: 9355
Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services - 200,000 200,000 200,000
295 Right of Way/Other - - - -
660 Construction 329,963 1,863,337 1,846,001 - - 2,193,300 TOTAL BY PHASE 2,063,337 329,963 2,046,001 - - - - - 2,393,300 Sources of Funds
620 Water 329,963 2,063,337 2,046,001 2,393,300
- - -
- -
TOTAL BY FUND 2,063,337 329,963 2,046,001 - - - - - 2,393,300 Project Description: This project would construct improvements to the Water Recycling Facility (WRF) site for the purposes of asset protection and risk management.

Improvements include property fencing, pavement resurfacing, and groundwater monitoring wells protection.

Project Description: The State of California Water Resources Control Board adopted a trash policy provision (State Trash Policy). The State Trash Policy requires the City to install, operate and maintain full capture devices in the City’s Storm Drain System. The City is proposing to install three capture devices this Fiscal Year. The City must complete the installation of full capture systems by February 2029.

Project Description: The project would include a total of three backup emergency generators (one installed in FY 20/21) to provide power for the potable water treatment facility and well sites in the event of an emergency. This will also include fixed generators at Well #12 and the Canyon Booster Pump Station. 1230
TITLE: WELL 12 ABOVE GROUND REHABILITATION DEPT: PW CIP #: 9356 Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services 8,481 216,284 540 224,765
295 Right of Way/Other - - - -
660 Construction - 1,011,137 1,002,964 400,000 - 1,411,137 TOTAL BY PHASE 1,227,421 8,481 1,003,504 400,000 - - - - 1,635,902 Sources of Funds
620 Water 8,481 1,227,421 1,003,504 400,000 1,635,902
- - -
- -
TOTAL BY FUND 1,227,421 8,481 1,003,504 400,000 - - - - 1,635,902 TITLE: WATER METER REPLACEMENT PROGRAM - PRODUCTION DEPT: PW CIP #: 9357 Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services - 75,000 75,000 25,000 25,000 25,000 25,000 25,000 200,000 295 Right of Way/Other - - - -
660 Construction 93,401 281,599 281,599 125,000 125,000 125,000 125,000 125,000 1,000,000 TOTAL BY PHASE 356,599 93,401 356,599 150,000 150,000 150,000 150,000 150,000 1,200,000 Sources of Funds
620 Water 93,401 356,599 356,599 150,000 150,000 150,000 150,000 150,000 1,200,000 - - -
- -
TOTAL BY FUND 356,599 93,401 356,599 150,000 150,000 150,000 150,000 150,000 1,200,000 TITLE: LEMONWOOD LIFT STATION BACKUP POWER DEPT: PW CIP #: 9358 Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services - - - -
295 Right of Way/Other 5,265 - (9,218) 5,265
660 Construction - 44,349 44,349 125,561 169,910
TOTAL BY PHASE 44,349 5,265 35,131 125,561 - - - - 175,175 Sources of Funds
610 Sewer 5,265 44,349 35,131 - 49,614
610-UF Unfunded - Sewer 125,561 - 125,561
-
TOTAL BY FUND 44,349 5,265 35,131 125,561 - - - - 175,175 TITLE: CITYWIDE STREET PRESERVATION AND MAINTENANCE DEPT: PW CIP #: 9359 Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services - 25,425 - 50,000 50,000 50,000 50,000 50,000 275,425 295 Right of Way/Other 61,325 36,784 24,429 98,109
660 Construction 890,199 686,395 30,130 400,000 430,000 450,000 450,000 450,000 3,756,594 TOTAL BY PHASE 748,604 951,524 54,560 450,000 480,000 500,000 500,000 500,000 4,130,128 Sources of Funds
104 MEASURE T 299,120 748,604 54,560 250,000 250,000 250,000 250,000 250,000 2,297,724 100 General - - - 200,000 230,000 250,000 250,000 250,000 1,180,000 281 TDA 8 652,403 - - - - - - - 652,403
TOTAL BY FUND 748,604 951,523 54,560 450,000 480,000 500,000 500,000 500,000 4,130,127 Project Description: To rehabilitate Well 12 above-ground components that are at the end of their useful lives. These include valves, valve actuators, flexible couplings, Decant pump and motor, cathodic protection system, media filtration, and protective. The Construction is scheduled to begin in FY 23/24 and will be completed in FY 23/24.

Project Description: Large water meters need to be assessed and calibrate annually in order to assure water is being accounted for accurately. The program would also include replacement of old 2” and larger water
Project Description: The project would include a new on-site generator to provide backup emergency power for the sewer lift station.

Project Description: The Street Preservation and Maintenance Program consists of annual expenditures for street maintenance activities including: pavement patching, surface repairs,crack sealing work, chip/seal treatments, and other preventive maintenance for pavement surfaces. 1231
TITLE: HARDING PARK CARETAKER'S HOUSE DEPT: PARKS CIP #: 9360 Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services - - - -
295 Right of Way/Other - - - -
660 Construction 32,211 157,789 107,904 190,000
TOTAL BY PHASE 157,789 32,211 107,904 - - - - - 190,000 Sources of Funds
803 Harding Fund 32,211 157,789 107,904 190,000
-
TOTAL BY FUND 157,789 32,211 107,904 - - - - - 190,000
TITLE: CALOES EMERGENCY GENERATOR DEPT: PARKS CIP #: 9363 Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services - - - -
295 Right of Way/Other - - - -
660 Construction 722 486,757 13,328 487,479
TOTAL BY PHASE 486,757 722 13,328 - - - - - 487,479
Sources of Funds
100 General - 120,029 9,527 120,029
104 Measure T - 60,029 - 60,029
319 State Grant 722 300,000 - 300,722
620 Water - 6,700 3,801 6,700
TOTAL BY FUND 486,758 722 13,328 - - - - - 487,480
TITLE: FLEET SHOP INSULATION DEPT: PARKS CIP #: 9364
Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services - - - -
295 Right of Way/Other - - - -
660 Construction 18,000 15,000 15,000 33,000
TOTAL BY PHASE 15,000 18,000 15,000 - - - - - 33,000
Sources of Funds
412 ARPA 18,000 15,000 15,000 33,000
-
TOTAL BY FUND 15,000 18,000 15,000 - - - - - 33,000
Project Description: Fleet Services work bays are outside in the elements and get cold during the winter months. This project would install new heaters in each bay for the mechanics. The current heating system is not sufficient.

Project Description: This project will install three emergency back up generators for critical facilities and infrastructure during city-wide emergencies. Currently we have funding and are underway with the purchase of three generators and related construction at each site: Police Station, Community Center and Mesa Tanks.

Project Description: Rehab caretakers house. The caretakers house is in disrepair and currently vacant.. The house serves as the home to the Harding Park caretaker for the baseball / softball complex. Staff will work with local unions in hopes of securing volunteer labor to restore the house to an acceptable standard. Funding will cover materials and some contracted services when the need cannot be met by city staff or union volunteers. Projected to begin FY 20/21; August This project has been completed - GB.
1232
TITLE: EUCALYPTUS TREE REMOVAL & REPLACEMENT DEPT: PARKS CIP #: 9365 Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services - - - -
295 Right of Way/Other - - - -
660 Construction 341,204 158,100 57,800 - 499,304
TOTAL BY PHASE 158,100 341,204 57,800 - - - - - 499,304 Sources of Funds
319 State Grant 291,254 8,050 8,050 299,304
412 ARPA 49,950 150,050 49,750 200,000
TOTAL BY FUND 158,100 341,204 57,800 - - - - - 499,304
TITLE: HVAC REPLACEMENT DEPT: PARKS CIP #: 9366
Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services - - - -
295 Right of Way/Other - - - -
660 Construction 30,075 30,000 30,000 - 20,000 80,075
TOTAL BY PHASE 30,000 30,075 30,000 - 20,000 - - - 80,075 Sources of Funds
223 Facilities DIF 30,075 30,000 30,000 20,000 80,075
100 General Fund - -
TOTAL BY FUND 30,000 30,075 30,000 - 20,000 - - - 80,075 TITLE: TEAGUE/MILL PARK PARKING LOT REPAVEMENT DEPT: PW CIP #: 9368 Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services - - - -
295 Right of Way/Other - - - -
660 Construction - 119,455 119,455 119,455
TOTAL BY PHASE 119,455 - 119,455 - - - - - 119,455
Sources of Funds
307 State Grant - 119,455 119,455 119,455
TOTAL BY FUND 119,455 - 119,455 - - - - - 119,455
TITLE: CITY BIKEWAY PROJECT DEPT: PW CIP #: 9369
Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services - - - - -
295 Right of Way/Other - 354,928 354,928 354,928
660 Construction - 1,542,740 1,542,740 - 1,542,740
TOTAL BY PHASE 1,897,668 - 1,897,668 - - - - - 1,897,668 Sources of Funds
412 ARPA - 25,000 25,000 25,000
413 CRRSA (Federal) 389,790 389,790 - 389,790
282 TDA 3a 1,482,878 1,482,878 - 1,482,878
TOTAL BY FUND 1,897,668 - 1,897,668 - - - - - 1,897,668 Project Description: Phase I & II of tree removal is complete. We are now entering the restoration phase of the project. Next step is to develop a restoration master plan / design for the site and provide a cost estimate for planting and restoration to City Council. The remaining budget will be used to hire a bioligst and landscape architect to assist with the plan and design.

Project Description: Replacement of aging HVAC units at City facilities. City Hall and the Community Development buildings have been completed. The Community Center will be completed in FY 23/34. Police Station will be completed as part of the Police Station remodel project.

Project Description: Re-pave and stripe parking lot, provide for disabled accessible parking, signage and access.

Project Description: Design and construct extension of existing Class I bike/trail in 3 locations: 1. From 12th/Santa Barbara to new Santa Paula Street bridge (0.75 mi); 2.

From Santa Paula Street bridge north along Santa Paula Creek to City limit (0.93 mi); 3. From Peck Road to western City limits (0.80 mi). See new CIP Projects for details. 1233
TITLE: TRAIN DEPOT IMPROVEMENTS DEPT: PARKS CIP #: 9370 Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services - - - -
295 Right of Way/Other - - - -
660 Construction 86,649 100,000 100,000 100,000 286,649 TOTAL BY PHASE 100,000 86,649 100,000 100,000 - - - - 286,649 Sources of Funds
412 ARPA - 100,000 100,000 100,000
223 Facilities DIF 86,649 86,649
100-UF Unfunded - General 100,000 100,000
TOTAL BY FUND 100,000 86,649 100,000 100,000 - - - - 286,649 TITLE: LOCAL ROAD SAFETY PLAN (LRSP) DEPT: PW CIP #: 9372 Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services - - - -
295 Right of Way/Other - - - -
660 Construction - 20,000 20,000 20,000
TOTAL BY PHASE 20,000 - 20,000 - - - - - 20,000
Sources of Funds
412 ARPA - 20,000 20,000 20,000
TOTAL BY FUND 20,000 - 20,000 - - - - - 20,000
TITLE: CITY BUILDING LIGHTING RETROFIT DEPT: PARKS CIP #: 9373 Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services - - - -
295 Right of Way/Other - - - -
660 Construction - 74,000 74,000 - 74,000
TOTAL BY PHASE 74,000 - 74,000 - - - - - 74,000
Sources of Funds
412 ARPA - 74,000 74,000 74,000
TOTAL BY FUND 74,000 - 74,000 - - - - - 74,000
TITLE: FACILITIES KEY SYSTEM DEPT: PARKS CIP #: 9374
Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services - - - -
295 Right of Way/Other - - - -
660 Construction - 40,000 40,000 - - 40,000
TOTAL BY PHASE 40,000 - 40,000 - - - - - 40,000
Sources of Funds
100 General - 40,000 40,000 40,000
412 ARPA - - -
TOTAL BY FUND 40,000 - 40,000 - - - - - 40,000
Project Description: The Train Depot is in need of additional renovations including replacing the existing deck and a remodel of the upstairs units.

Project Description: Complete a Local Road Safety Plan (LRSP). LRSP provides a framework for the identity, analysis and prioritization of safety improvements on the City's street network, including pedestrian, bicycle and vehicle safety counter-measures. An LRSP will be required for certain future federal and State funding programs, including HSIP Cycle 11. Projected to begin FY 21/22; July Project Description: Retrofit City Buildings - Interior and exterior lighting to reduce energy consumption and decrease energy costs.

Project Description: Create a heiarchy for our key system and rekey all existing facilities city wide. This project will also replace the current keypads with card readers. 1234
TITLE: CITYWIDE PARKING LOT REHABILITATION DEPT: PW CIP #: 9375 Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services - - - 20,000 20,000
295 Right of Way/Other - - - -
660 Construction - 10,400 10,400 100,000 110,400
TOTAL BY PHASE 10,400 - 10,400 120,000 - - - - 130,400
Sources of Funds
100-UF Unfunded - General - 10,400 10,400 60,000 70,400 803 Harding Park 60,000 60,000
TOTAL BY FUND 10,400 - 10,400 120,000 - - - - 130,400
TITLE: ADA SELF EVALUATION DEPT: PW CIP #: 9376
Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services - 21,625 - 21,625
295 Right of Way/Other - 21,619 7,094 21,619
660 Construction - - - -
TOTAL BY PHASE 43,244 - 7,094 - - - - - 43,244
Sources of Funds
100 General - 21,625 - 21,625
412 ARPA - 21,619 7,094 21,619
TOTAL BY FUND 43,244 - 7,094 - - - - - 43,244
TITLE: EA1 Sports Park DEPT: PARKS CIP #: 9377
Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services - - - -
295 Right of Way/Other - - - -
660 Construction - 175,000 175,000 175,000
TOTAL BY PHASE 175,000 - 175,000 - - - - - 175,000
Sources of Funds
100 General - - - -
104 Measure T - 175,000 175,000 175,000
TOTAL BY FUND 175,000 - 175,000 - - - - - 175,000
TITLE: PARK IMPROVEMENTS DEPT: PARKS CIP #: UF 1
Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services - - -
295 Right of Way/Other - - -
660 Construction - - - 250,000 250,000 250,000 100,000 100,000 950,000 TOTAL BY PHASE - - - 250,000 250,000 250,000 100,000 100,000 950,000 Sources of Funds
226-UF Unfunded - Parkland - - - 150,000 150,000 250,000 100,000 100,000 750,000 104 Measure T 100,000 200,000 100,000
TOTAL BY FUND - - - 250,000 250,000 250,000 100,000 100,000 950,000 Project Description: There is a need for various park improvements such as basketball court resurfacing, athletic / soccer field turf improvements at both Teague and Las Piedras Parks, irrigation repairs and replacement, playground resurfacing, and new playground equipment at Veteran's Park. The aging equipment requires continuous maintenance; an upgraded irrigation system would allow for more precise coverage and the use of updated technology such as timers and remote access & control. A portion of these funds would allow staff to contract with a vendor that specializes is athletic field / turf maintenance.

Project Description:

Project Description: Rehabilitate City Parking Lots for Parks and City Hall. Projected to begin FY 23/24; July Project Description:
1235
TITLE: STREET LIGHTING RETROFIT DEPT: PW CIP #: UF 4
Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services - - -
295 Right of Way/Other - - -
660 Construction - - - 21,000 21,000
TOTAL BY PHASE - - - 21,000 - - - - 21,000
Sources of Funds
100-UF Unfunded - General - - - 21,000 21,000
TOTAL BY FUND - - - 21,000 - - - - 21,000
TITLE: ENHANCED AERATION CONTROL - AMMONIA ANALYZER DEPT: PW CIP #: 9378 Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services - 39,552 - 39,552
295 Right of Way/Other - - -
660 Construction - 100,448 100,448 229,000 329,448
TOTAL BY PHASE 140,000 - 100,448 229,000 - - - - 369,000 Sources of Funds
610 Sewer - 140,000 100,448 - 140,000
610-UF Unfunded - Sewer 229,000 229,000
TOTAL BY FUND 140,000 - 100,448 229,000 - - - - 369,000 TITLE: DIGESTER AERATION CONTROL DEPT: PW CIP #: UF 6
Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services - - -
295 Right of Way/Other - - -
660 Construction - - - 100,000 100,000
TOTAL BY PHASE - - - 100,000 - - - - 100,000
Sources of Funds
610-UF Unfunded - Sewer - - - 100,000 100,000
TOTAL BY FUND - - - 100,000 - - - - 100,000
TITLE: REPLACE TURBIDIMETERS DEPT: PW CIP #: UF 7
Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services - - -
295 Right of Way/Other - - -
660 Construction - - - 148,500 148,500
TOTAL BY PHASE - - - 148,500 - - - - 148,500
Sources of Funds
610-UF Unfunded - Sewer - - - 148,500 148,500
TOTAL BY FUND - - - 148,500 - - - - 148,500
Project Description: The street lighting retrofit upgrade project will reduce energy costs and lower consumption volume. The street light retrofits are for 1) Bike Path Lights and 2) LS-2, LS-3, and TC-1 streetlights. Projected to begin FY 23/24; Project Description: Upgrading the Aeration Control Analyzer Equipment at the wastewater treatment plant will reduce the energy and chemical consumption while meeting rigorous state environmental requirements. Projected to begin FY 23/24; July Project Description: The digester aeration control provides additional controls to allow the speed of the blowers to be adjusted to maintain a specific aeration level and to allow the blower to be slowed for a significant amount of time, when appropriate, and doing so, reduces power consumption. Projected to begin FY 23/24; Project Description: Replace 6 failed turbidmeters at WRF. These monitor the performance of the 6 membrane filtration trains. Projected to begin FY 23/24; August 1236
TITLE: REPLACE DISSOLVED OXYGEN METERS DEPT: PW CIP #: UF 8 Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services - - -
295 Right of Way/Other - - -
660 Construction - - - 110,000 110,000
TOTAL BY PHASE - - - 110,000 - - - - 110,000
Sources of Funds
610-UF Unfunded - Sewer - - - 110,000 110,000
TOTAL BY FUND - - - 110,000 - - - - 110,000
TITLE: UPGRADE UV AIR CONDITIONERS DEPT: PW CIP #: UF 9 Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services - - -
295 Right of Way/Other - - -
660 Construction - - - 132,000 132,000
TOTAL BY PHASE - - - 132,000 - - - - 132,000
Sources of Funds
610-UF Unfunded - Sewer - - - 132,000 132,000
TOTAL BY FUND - - - 132,000 - - - - 132,000
TITLE: FOOTHILL/CAMERON DRAINAGE IMPROVEMENTS DEPT: PW CIP #: UF 11 Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services - - - 40,000 40,000
295 Right of Way/Other - - -
660 Construction - - - 110,000 110,000
TOTAL BY PHASE - - - - 40,000 110,000 - - 150,000
Sources of Funds
280-UF Unfunded - Gas Tax - - - 40,000 40,000
206-UF Unfunded - Stormwater 110,000 110,000
TOTAL BY FUND - - - - 40,000 110,000 - - 150,000
TITLE: PECK/CALPIPE ROAD EXTENSION PROJECT DEPT: PW CIP #: UF 12 Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services - - -
295 Right of Way/Other - - -
660 Construction - - - 720,000 720,000
TOTAL BY PHASE - - - 720,000 - - - - 720,000
Sources of Funds
- - - -
280-UF Unfunded - Gas Tax 190,000 190,000
104-UF Unfunded - Measure T 190,000 190,000
Grant-U Future Fund - Developer 340,000 340,000
TOTAL BY FUND - - - 720,000 - - - - 720,000
Project Description: Replace 6 failed dissolved oxygen meters at WRF. These monitor the performance of the treatment process. Projected to begin FY 23/24; August Project Description: Upgrade UV Air Conditioners (6 units) at the Water Recycling Facility. Projected to begin FY 23/24; August Project Description: Construct drainage and retaining wall improvements to address safety issues at intersection. Construct approximately 75' of 6' maximum height retaining wall to match existing adjacent wall along Foothill, as well as debris inlet and associated piping to address drainage and debris flows from steep adjacent agricultural property. Remove existing concrete barrier from roadway and restore two-way vehicular travel. Projected to begin FY 23/24 (see New CIP for details) Project Description: Design and construct of Peck Road south of Corporation Street and Calpipe Road east of Corporation Alley. Approximately 1000 LF of roadway, storm drain, water main and street light system. Roadway construction to be funded by developer in conjunction with adjacent industrial project. See new CIP projects for d t il
1237
TITLE: STECKEL TREATMENT PLANT MEDIA REPLACEMENT DEPT: PW CIP #: UF 13 Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services - - -
295 Right of Way/Other - - -
660 Construction - - - 100,000 100,000 100,000 100,000 100,000 500,000 TOTAL BY PHASE - - - 100,000 100,000 100,000 100,000 100,000 500,000 Sources of Funds
620-UF Unfunded - Water - - - 100,000 100,000 100,000 100,000 100,000 500,000 -
TOTAL BY FUND - - - 100,000 100,000 100,000 100,000 100,000 500,000 TITLE: WATER SYSTEM VALVE REPLACEMENT DEPT: PW CIP #: UF 14 Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services - - -
295 Right of Way/Other - - -
660 Construction - - - 200,000 200,000 200,000 200,000 200,000 1,000,000 TOTAL BY PHASE - - - 200,000 200,000 200,000 200,000 200,000 1,000,000 Sources of Funds
620-UF Unfunded - Water - - - 200,000 200,000 200,000 200,000 200,000 1,000,000 TOTAL BY FUND - - - 200,000 200,000 200,000 200,000 200,000 1,000,000 TITLE: ACTUATOR REPLACEMENT DEPT: PW CIP #: UF 15
Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services - - -
295 Right of Way/Other - - -
660 Construction - - - 75,000 75,000
TOTAL BY PHASE - - - 75,000 - - - - 75,000
Sources of Funds
620-UF Unfunded - Water - - - 75,000 75,000
TOTAL BY FUND - - - 75,000 - - - - 75,000
TITLE: CITYWIDE SOLAR PANEL INSTALLATION DEPT: PW CIP #: SPECIAL Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services - - - -
295 Right of Way/Other - - - -
660 Construction - - - 500,000 500,000
TOTAL BY PHASE - - - 500,000 - - - - 500,000
Sources of Funds
IL-UF Unfunded - Interfund Loan 500,000 500,000
TOTAL BY FUND - - - 500,000 - - - - 500,000
Project Description: Design and construct electric vehicle charging infrastructure at various locations in the City. Follow up q? where would the money come from. Not Project Description: Replacement of 14 actuators at the Steckel Waterh Conditioning Facility. Projected to begin FY 23/24; July Project Description: Water Treatment and Conditioning Media replacement (Green sand). Projected to begin FY 23/24; July Project Description: Replacing non-functional water system isolation valves. Projected to begin FY 25/26; July. 1238
TITLE: NEW DOG PARK DEPT: PARKS CIP #: NEW 1
Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services - - - 10,000 10,000
295 Right of Way/Other - - -
660 Construction - - - 90,000 90,000
TOTAL BY PHASE - - - 100,000 - - - - 100,000
Sources of Funds
226-UF Unfunded - Parkland - - - 100,000 - - - - 100,000 TOTAL BY FUND - - - 100,000 - - - - 100,000
TITLE: EMERGENCY GENERATOR FOR CITY HALL CAMPUS DEPT: PARKS CIP #: NEW 2 Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services - - - 20,000 20,000
295 Right of Way/Other - - -
660 Construction - - - 230,000 230,000
TOTAL BY PHASE - - - 250,000 - - - - 250,000
Sources of Funds
100-UF Unfunded - General - - - 250,000 - - - - 250,000 TOTAL BY FUND - - - 250,000 - - - - 250,000
TITLE: PICKELBALL COURTS AT TEAGUE PARK DEPT: PARKS CIP #: NEW 3 Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services - - -
295 Right of Way/Other - - -
660 Construction - - - 185,000 185,000
TOTAL BY PHASE - - - 185,000 - - - - 185,000
Sources of Funds
104-UF Unfunded - Measure T - - - 185,000 - - - - 185,000 TOTAL BY FUND - - - 185,000 - - - - 185,000
TITLE: 8TH STREET LIGHT REPLACEMENT PROJECT DEPT: PW CIP #: NEW 4 Actuals As
Of 6/30/22
FY 22/23
Budget
(incl. C/O)
Budget
Available As
Of 6/1/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL Project Phases
290 Design/Study Services - - - 10,000 15,000 25,000
295 Right of Way/Other - - - -
660 Construction - - - 405,000 405,000
TOTAL BY PHASE - - - 10,000 420,000 - - - 430,000
Sources of Funds
104-UF Unfunded - Measure T - - - 10,000 420,000 - - - 430,000 TOTAL BY FUND - - - 10,000 420,000 - - - 430,000
Project Description: This is for construction of a new dog park. Location has not been determined; this will consist of fencing, dog toys, water access, benches, shade trees or structures. Ongoing maint doggy bags, bench, etc.