Santa Paula City Council
April 17, 2024

City of Santa Paula
City Council

MAYOR LESLIE CORNEJO
VICE MAYOR PEDRO A. CHAVEZ

COUNCILMEMBER JENNY CROSSWHITE

COUNCILMEMBER CARLOS JUAREZ

COUNCILMEMBER ANDY SOBEL

CITY COUNCIL REGULAR MEETING OF THE

SANTA PAULA CITY COUNCIL
WEDNESDAY, APRIL 17, 2024
6:30 PM - City Council Regular Meeting

SANTA PAULA CITY HALL
970 VENTURA STREET
SANTA PAULA, CA 93060

JULIE LATSHAW, CITY CLERK

DAN SINGER, CITY MANAGER

MONICA CASTILLO, CITY ATTORNEY
City of Santa Paula - City Council - City Council Regular Meeting 1

CITY COUNCIL REGULAR MEETING
You are invited to participate in all Regular City Council meetings. Agendas are posted in the front of Santa Paula City Hall, 970 Ventura Street, Santa Paula, 72 hours in advance of the scheduled meetings. The City Council's regular meetings start at 6:30 p.m. the first and third Wednesday of each month in the City Hall Council Chambers located at 970 Ventura Street in Santa Paula. Special and Closed Sessions vary by date and time.

HOW TO PARTICIPATE IN PERSON DURING THE MEETING: If you wish to speak at a City Council meeting, please fill out a Public Comment Form noting your name and address and submit the form to the City Clerk. Include the Agenda item number, when appropriate. Public comments are limited to 3 minutes.

1. Items Not on the Agenda: If you wish to discuss an item which is not scheduled on the Agenda, you may address the City Council during Public Comment. Please realize that due to the limitations placed on the City Council by provisions of the California Government Code, the City Council ordinarily cannot take action on any item that is not on the agenda. Because of these restrictions, expect that matters that you identify during public comment may be referred to staff or considered on a future agenda.

2. Agenda Items: Items being considered by the City Council may appear on the Consent Calendar, as an Action Item, or as a Public Hearing. Public comments on each type of item are handled differently, as explained below:
a. For items appearing on the Consent Calendar, please submit a Public Comment Form before the Council takes action on the Consent Calendar. Items that receive a Public Comment Form may be pulled from the Consent Calendar by the Mayor and discussed separately by the City Council.
b. For items appearing as an Action Item, the Mayor will announce the Agenda item and request the staff report, the staff member responsible will give a brief summary of the report; the City Council will have an opportunity to ask questions of staff; members of the public will be given an opportunity to comment on the item and ask additional questions (all members of the public should speak directly into the microphone at the speaker’s platform); and the City Council will discuss the item and then take appropriate action.
c. For items on which a Public Hearing is scheduled, the Mayor will open the public hearing and receive the staff report; members of the public will be given an opportunity to comment on the item and ask additional questions (all members of the public should speak directly into the microphone at the speaker’s platform); the City Council will discuss the item; and the Mayor will close the public hearing after City Council action.

HOW TO PARTICIPATE BEFORE THE MEETING: Members of the public are encouraged to submit email correspondence on any agenda item by sending an email to [email protected]. All public correspondence received by 3:00 p.m. (PT) on the meeting date will be provided to the legislative body before the meeting. Public Comments received after 3:00 p.m. will be provided to the legislative body the next day.

Your Participation in this meeting is in the public domain; meetings are cablecast; minutes of this meeting will reflect your participation in this meeting and are posted on the city’s website.

PLEASE NOTE: Be advised that if you bring a legal challenge to an action, you may be limited to raising only those issues you or someone else raised at the meeting described in this Agenda, or in written correspondence delivered to the City Council at or before the meeting.

Any action is subject to the ninety-day time period set forth in Code of Civil Procedure § 1094.6.

City of Santa Paula - City Council - City Council Regular Meeting 2

1. CALL TO ORDER
REMINDER: in order to minimize distractions during public meetings, all personal communication devices should be turned off or put in a non-audible mode.

2. INVOCATION

3. FLAG SALUTE

4. ROLL CALL

5. PUBLIC COMMENT
At this time, members of the public may comment on any item not appearing on the agenda that is within the subject-matter jurisdiction of the City Council. A Public Comment Form must be submitted to the City Clerk prior to the beginning of the Public Comment period in order to be recognized to speak. Individuals submitting Public Comment Forms after the beginning of the Public Comment period will not be allowed to speak at this time, but may be recognized to speak by the Mayor at the conclusion of the meeting. Individual Councilmembers may briefly respond to Public Comments or ask questions for clarification. The City Council may direct staff to report to the City Council on the item at a later meeting. For items appearing on the Agenda, the public will be invited to make comments at the time the item comes up for City Council consideration. If a member of the public wishes to address a Consent Calendar item, please submit a Public Comment Form for that item. It may then be discussed separately by the Council, and the public will be invited to make comments at that time. At all times, please use the microphone and write your name and address on the Public Comment Form provided.

6. PRESENTATIONS

6.A POLICE MEMORIAL WEEK PRESENTATION AND PROCLAMATION

6.B FAIR HOUSING PROCLAMATION

6.C COMMUNITY EMERGENCY RESPONSE TEAM (CERT) RECOGNITION RECOMMENDATION:

Presented by: Kate Watkin, Emergency Services Coordinator In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the City Clerk at (805) 933-4208. Notification 48 hours before the meeting will enable the City to make reasonable arrangements to ensure accessibility to this meeting. (28 CFR 35, 102-35.104 ADA Title II). Written materials distributed to the City Council within 72 hours of the City Council meeting are available for public inspection immediately upon distribution in the City Clerk’s office.

HOW TO VIEW ON YOUR TELEVISION, COMPUTER, OR MOBILE DEVICE: Watch from home live on the local Channel 10, or view the live feed on the city website at the following link: https://www.spcity.org/523/Public-Meeting-Agendas NOTE: Special and Closed Sessions are not recorded and not available on Channel 10 or live feed on the city website.

REGULAR MATTERS - COUNCIL CHAMBERS
City of Santa Paula - City Council - City Council Regular Meeting 3

6.D VENTURA COUNTY FIRE DEPARTMENT REPORT

7. CITY COUNCIL REPORTS

8. CITY MANAGER REPORTS

9. CONSENT CALENDAR
Background information has been provided to the City Council on all matters listed under the Consent Calendar and these items are considered to be routine by the City Council and are normally approved by one motion. If discussion is requested by a Councilmember on any item, or a member of the public wishes to comment on an item, that item may be removed from the Consent Calendar for separate action.

9.A APPROVAL OF MINUTES
City Council Regular Minutes March 20, 2024
City Council Regular Minutes April 3, 2024
RECOMMENDATION:

Staff recommends Council approve minutes.

9.B MARCH 2024 WARRANTS AND CERTIFICATIONS
RECOMMENDATION:

Staff recommends that the City Council:

1. Review and accept the "Certification of Accounts Payable" for the accounts payable payment cycles for February 2024, starting check number 336735 and ending check number 336984.

2. Review and accept the "Certification of Salaries" for the pay period ending dates February 23rd, 2024, through March 22nd, 2024.

9.C FISCAL YEAR 2024-2025 PROJECT LIST FOR SENATE BILL 1 ROAD

MAINTENANCE AND REHABILITATION FUNDING
RECOMMENDATION:

Staff recommends that the City Council:

Adopt Resolution No. 7510 approving the Fiscal Year 2024-2025 Project List for Senate Bill 1 (Road Repair and Accountability Act of 2017) Road Maintenance and Rehabilitation Account Funding.

9.D DISASTER RECOVERY AND EMERGENCY FUNDING REIMBURSEMENT UPDATE
RECOMMENDATION:

Staff recommends that the City Council:

1. Receive and file the Disaster Recovery and Emergency Funding Reimbursement Update.

2. Approve repayment of emergency reserve funds in excess of costs not reimbursed by Federal (FEMA) and State (CalOES) emergency grant funds from Water Enterprise, SB1, Measure T and Gas Tax funds as City of Santa Paula - City Council - City Council Regular Meeting 4 presented in this report.

9.E ROBERT WILLIAM COMPANY, LLC AMENDMENT NO. 3
RECOMMENDATION:

Staff Recommends that City Council:

1. Authorize the City Manager to execute Amendment No. 3 to a Professional Services Agreement with Robert William Company, LLC for Project Management Services.

9.F A. GUTIERREZ PROFESSIONAL SERVICES AGREEMENT AMENDMENT NO. 2
RECOMMENDATION:

Staff Recommends that City Council:

1. Authorize the City Manager to execute Amendment No. 2 to a Professional Services Agreement with J. Arthur Gutierrez.

9.G SPORTS PARK SPECIFIED GRANT FUNDS RESOLUTION NO. 7511 RECOMMENDATION:

Staff recommends that the City Council:

1. Adopt Resolution No. 7511 authorizing staff to submit a project application for the Specified Grant Funds Program.

10. ACTION ITEMS

10.A APPOINTMENTS TO COMMISSIONS AND COMMITTEES
RECOMMENDATION:

Staff Recommends that the City Council:

1. Appoint one applicant to the Parks and Recreation Commission.

Presented by: Julie Latshaw, City Clerk

10.B CITYWIDE WAYFINDING PROJECT UPDATE AND RECOMMENDATIONS RECOMMENDATION:

Staff recommends that the City Council:

Receive an update on the citywide wayfinding project identified by the city consultant, Hunt designs, and approve the design option recommendations of the Wayfinding Committee as described within this report.

Presented by: James Mason, Community & Economic Development Director

10.C ADVANCED WATER TREATMENT FACILITY DESIGN REFINEMENT STUDY
RECOMMENDATION:

Staff recommends that the City Council:

1. Receive and file the Advanced Water Treatment Facility Design City of Santa Paula - City Council - City Council Regular Meeting 5 Refinement Study and direct staff to proceed with the recommended “Phased Project” approach.

2. Direct staff to work with MKN & Associates and return to Council with a proposal for performing necessary design modifications for a “Phased Project” implementation of the Advanced Water Treatment Facility Project.

Prepared by:

Eileen Shields, PE, MKN & Associates
Michael Nunley, PE, MKN & Associates

10.D SELECTION OF UNDERGROUND UTILITY DISTRICT PROJECT IN CONJUNCTION WITH THE SOUTHERN CALIFORNIA EDISON "RULE
20A" PROGRAM
RECOMMENDATION:

Staff recommends that the City Council:

1. Provide guidance to staff for establishing an Underground Utility District in conjunction with the Southern California Edison “Rule 20A” program.

Prepared by:

Bob Woodward, PE, Consultant City Engineer

10.E SELECTION OF CLEAN POWER ALLIANCE (CPA) RATES FOR CITY

UTILITY ACCOUNTS
RECOMMENDATION:

Staff recommends City Council:

1. Discuss and provide direction to staff on the City's energy rate product selection for identified City accounts and authorize the City Manager to notify the CPA Board of such selection(s).

Presented By: Jonathan Royas, Deputy City Manager

10.F MEASURE T OVERSIGHT COMMITTEE GUIDELINES AMENDMENT RECOMMENDATION:

Staff recommends that the City Council:

1. Adopt Resolution 7512 amending the Measure T Oversight Committee Guidelines to further refine the definition of "public employee." Presented by: City Manager Dan Singer

11. ITEMS FOR FUTURE AGENDAS

11.A FUTURE AGENDA ITEMS
RECOMMENDATION:

Staff recommends City Council review future agenda items and give consideration to one Councilmember request for future discussion and action.

City of Santa Paula - City Council - City Council Regular Meeting 6 Presented by: Dan Singer, City Manager

12. ADJOURNMENT
State of California )-
County of Ventura )- ss
City of Santa Paula )-
I declare under penalty of perjury that I posted this City Council Agenda on the bulletin board near the front door of City Hall, 970 Ventura Street, Santa Paula, California.

On_________________ at______________Signed:_________________________ Julie Latshaw
City Clerk
City of Santa Paula - City Council - City Council Regular Meeting 7 To: Honorable Mayor and Members of the City Council
From: Julie Latshaw, City Clerk
Subject: APPROVAL OF MINUTES
City Council Regular Minutes March 20, 2024
City Council Regular Minutes April 3, 2024
Date: April 17, 2024
Agenda Item: 9.A

CITY OF SANTA PAULA

MEMORANDUM
RECOMMENDATION:

Staff recommends Council approve minutes.

BACKGROUND:

An account of all proceedings of the Legislative Body in open meetings shall be kept by the Clerk/Secretary. The Clerk/Secretary shall prepare an abbreviated record of the meeting proceedings for approval by the Legislative Body which when adopted by the Legislative Body shall be the official Minutes of the meeting. Amendment of the minutes may be made only as to factual accuracy and not as to a change of intent. The Minutes of the meeting need not be verbatim. Only the best and most complete available recording of the meeting shall constitute the official record of the Legislative Body, but the Minutes shall constitute the official record of the Legislative Body meeting where a verbatim record of the meeting is not available. Unless requested by a majority of the quorum, the minutes may be approved without reading.

At the Planning Commission meeting on February 27, 2024, the Commission approved the Joint City Council and Planning Commission Minutes for January 29, 2024, and are now ready for City Council approval.

ANALYSIS:

None.

STRATEGIC PLAN:

This item is not a goal or objective in the City Council's two-year Strategic Plan, however, the Minutes shall constitute the official record of the Legislative Body.

FISCAL IMPACTS:

There are no fiscal impacts for this item.
8 OPTIONS:

ATTACHMENTS:
2024.03.20 City Council Regular Minutes.pdf
2024.04.03 City Council Regular Minutes.pdf
9 CITY OF SANTA PAULA
City Council Regular Meeting
March 20, 2024, 6:30 PM

MINUTES

REGULAR MATTERS - COUNCIL CHAMBERS
1) CALL TO ORDER
Mayor Cornejo called the meeting to order at 6:30 p.m.
2) INVOCATION
Deacon Al Guilin provided the Invocation.
3) FLAG SALUTE
Vice Mayor Chavez led the flag salute.
4) ROLL CALL
Members Present: Leslie Cornejo, Pedro A Chavez, Carlos Juarez, and Andy Sobel
Members Absent: Jenny Crosswhite
Councilmember Crosswhite was absent at the time of roll call, arriving at 7:23 p.m., before the start of item 10.A.
5) PUBLIC COMMENT
Richard Abbott was called to speak to see if there has been any action taken on banning glue traps. City Manager Dan Singer indicated he would get back with him regarding his concerns.
6) PRESENTATIONS

6.A) 211 VENTURA COUNTY PRESENTATION
Lohanna Almanza with Interface Children & Family Services, provided a presentation on 211 Ventura County.
7) CITY COUNCIL REPORTS
10 Councilmember Juarez:

Attended Ventura Regional Sanitation District; announced openings on the Senior Advisory Committee; attended the Oscar fundraiser for Santa Paula Times; Senior Lunch; toured the temporary Fire Headquarters; swearing in at Latino Town Hall for incoming President Laura Espinosa and Vice President Patricia Zavala; and met with Alex Teague on future development.

Councilmember Sobel:

Attended Communication Ad Hoc; Union Oil Building Use Ad Hoc; Clean Power Alliance; Oscar fundraiser for Santa Paula Times; CERT member gathering; swearing in at Latino Town Hall for incoming President Laura Espinosa and Vice President Patricia Zavala; and Isabella Project for Early Childhood Education.

Vice Mayor Chavez:

Announced that he has turned in a report of activities, along with announcing the upcoming Santa Paula Beautiful and Cruise Night.

Mayor Cornejo:

Attended Union Oil Building Use Ad Hoc Committee; met with Assemblyman Bennett on upcoming projects; Ventura Council of Governments at Cal State Channel Islands; Saint Patrick's Day Parade; met with Alex Teague on future development; Harding Park Advisory Board; traveled with Deputy City Manager Jonathan Royas to Washington to meet with Congresswoman Julia Brownley, and Department of Transportation and attended presentations by California Senator Padilla and Senator Butler; announcing a follow up to these meetings, Congresswoman Brownley's office reached out on Army Corps permit; Senator Butler's office scheduling discussion on crosstown pipeline funding request, and Senator Padillo's office will be working with his staff. 8) CITY MANAGER REPORTS
City Manager Singer:

Announced upcoming events.
9) CONSENT CALENDAR

9.A) APPROVAL OF MINUTES
City Council Regular Minutes March 6, 2024

9.B) FEBRUARY 2024 WARRANTS AND CERTIFICATIONS

9.C) SECOND READING AND ADOPTION OF ORDINANCE NO. 1335
AMENDING CHAPTER 16.35 “HOUSING OPPORTUNITIES OVERLAY
ZONE” OF THE SANTA PAULA MUNICIPAL CODE, UPDATING THE
CITY’S DESIGN REVIEW PROCEDURES PERTAINING TO
AFFORDABLE HOUSING LOCATED WITHIN THE CITY’S

COMMERCIAL/LIGHT INDUSTRIAL ZONE

9.D) 6th STREET STORM DRAIN REPLACEMENT PROJECT (VIEW DRIVE

TO VIRGINIA TERRACE)
11 9.E) MEASURE T FUND ALLOCATION AND EXCHANGE: COMMUNITY

BIKE TRAIL CONNECTIVITY PROJECT
Pam Murphy was called to speak in support of the bike trail project from Peck Road to 12th Street, though discourages access up the watershed district.

Joy Cummings was called to speak in support of the bike trail.

Sushilas Wood was called to speak in support of the bike trail.

Jim Procter was called to speak in support of the bike trail.

Motion: Approve allocation of $390,000 of Measure T funds to provide local match for Community Bike Trail Connectivity Project (CIP 9378); and accept replacement funding allocation (former Coronavirus Response and Relief Supplemental Appropriations Act (CRRSAA) funding) specified for City street rehabilitation.

Moved by Carlos Juarez, seconded by Andy Sobel
Vote: Motion carried 4-0
Yes: Leslie Cornejo, Pedro A Chavez, Carlos Juarez, Andy Sobel

9.F) ASSIGNMENT OF THE SUBDIVISION IMPROVEMENT
AGREEMENTS FOR TRACT NOS. 5989 AND 5991 (HARVEST AT

LIMONEIRA)
Vice Mayor Chavez recused himself from this item.

Item 9.E. was pulled for separate discussion and vote. Vice Mayor Chavez recused on item 9.F.

Motion: Approve Consent Calendar items 9.A, 9.B, 9.C, 9.D and 9.F. Vice Mayor Chavez recused himself from item 9.F.

Moved by Carlos Juarez, seconded by Andy Sobel
Vote: Motion carried 4-0
Yes: Leslie Cornejo, Pedro A Chavez, Carlos Juarez, Andy Sobel 10) PUBLIC HEARING

10.A) EIR ADDENDUM NO. 4 FOR THE EAST AREA 1 SPECIFIC PLAN AMENDMENT NO. 4 AND GENERAL PLAN AMENDMENT (HARVEST

AT LIMONEIRA PROJECT)
Mayor Cornejo moved item 11.A before 10.A
Vice Mayor Chavez recused himself from this item.

Mayor Cornejo opened the public hearing.

Tom Tarantino, Planning & Economic Development Manager presented this item.

David Lauletta with Lewis Limoneira, provided a presentation on the project.

Joseph Beerhalter was called to speak expressing concerns on the Harvest Limoneira project.

Mayor Cornejo closed the public hearing.
12 Motion: Approve as amended Resolution No. 7505 approving Addendum No. 4 to the Final Supplemental Environmental Impact Report (EIR) for East Area 1 Specific Plan Amendment No. 4 and a General Plan Amendment; and introduce and waive first reading of Ordinance No. 1336 titled: "An Ordinance Approving (1) Addendum No. 4 to the Final Supplemental Environmental Impact Report (EIR) for East Area 1 Specific Plan Amendment No. 4 and a General Plan Amendment, (2) East Area 1 Specific Plan Amendment No. 4, and (3) a General Plan Amendment", with clerical corrections.

Moved by Andy Sobel, seconded by Jenny Crosswhite
Vote: Motion carried 4-0
Yes: Leslie Cornejo, Jenny Crosswhite, Carlos Juarez, Andy Sobel 11) ACTION ITEMS

11.A) DISCUSSION OF SENATE BILL 567 AMENDMENTS TO THE TENANT PROTECTION ACT OF 2019
Mayor Cornjeo moved 11.A before 10.A
Councilmember Crosswhite arrived at 7:23 p.m. before item began.

Caesar Hernandez, Housing Management Analyst, presented this item.

Nidia Bello was called to speak in support of tenant protections.

Mari Zacarias was called to speak in support of tenant protections.

Yadira Llamas was called to speak in support of tenant protections.

Amalia Ochoa was called to speak in support of tenant protections.

Luz Gomez was called to speak in support of tenant protections.

Julio Gomez was called to speak expressing more housing inventory is needed, opposing tenant protections.

Christina Eilar was called to speak in support of tenant protections.

Janet Sprissler was called to speak in support of tenant protections.

Fabiola Gomez was called to speak in support of tenant protections.

Daniel Gonzalez was called to speak in support of tenant protections.

Matt Capritto was called to speak opposing tenant protections.

Nicholle Davis was called to speak on concerns of going higher than the states authority.

Jorge Deleon was called to speak asking to consider additional housing opportunities and oppose going higher than the state bill. 13 Cytlalli Salgado was not available to speak.

This item was receive and file only. No action was taken.

Mayor Cornejo called for a 5-minute recess before the next item.

11.B) ESTABLISHMENT OF SEWER AND WATER RATE AD HOC

COMMITTEE
Motion: Approve as amended Resolution No. 7504 establishing the Adhoc Sewer and Water Rate Committee to evaluate and make recommendations regarding City’s sewer and water rates.

Appoint two councilmembers to the Sewer and Water Rate Committee.

Moved by Carlos Juarez, seconded by Jenny Crosswhite
Vote: Motion carried 5-0
Yes: Leslie Cornejo, Pedro A Chavez, Jenny Crosswhite, Carlos Juarez, Andy Sobel
Mayor Cornejo appointed Councilmember Crosswhite and
Councilmember Juarez.
12) ITEMS FOR FUTURE AGENDAS

12.A) FUTURE AGENDA ITEMS
City Manager Singer announce an upcoming joint study session with the Planning Commission in April.
13) ADJOURNMENT
Mayor Cornejo adjourned the meeting at 10:03 p.m.

Julie Latshaw, City Clerk
ATTEST:
14 CITY OF SANTA PAULA
City Council Regular Meeting
April 3, 2024, 6:30 PM

MINUTES

REGULAR MATTERS - COUNCIL CHAMBERS
1) CALL TO ORDER
Vice Mayor Chavez called the meeting to order at 6:30 p.m. 2) INVOCATION
Chaplain Kay Wilson-Bolton provided the Invocation.
3) FLAG SALUTE
Vice Mayor Chavez led the flag salute.
4) ROLL CALL
Members Present: Pedro A Chavez, Jenny Crosswhite, Carlos Juarez, and Andy Sobel
Members Absent: Leslie Cornejo
5) PUBLIC COMMENT
None.
6) PRESENTATIONS

6.A) ARBOR DAY PROCLAMATION
Arbor Day Proclamation was presented to Vanessa Olmos, Parks & Recreation Chair.

6.B) GUN VIOLENCE RESTRAINING ORDER - PRESENTATION
Deputy District Attorney Melissa McMurdo provided a presentation on Gun Violence Restraining Orders.
15 6.C) CITY MANAGER’S DEPARTMENT REPORT - NOVEMBER 2023 - FEBRUARY 2024
City Manager Dan Singer presented the City Manager's Department Report November 2023 - February 2024.
7) CITY COUNCIL REPORTS
Councilmember Crosswhite:

Southern California Association of Governments meeting in Sacramento; Southern California Association of Governments regular meeting; Heritage Valley Policy Advisory; Ventura County Transportation Commission; Graduation of new officers; Business Roundtable; Chamber Mixer; and Supervisor meeting on Santa Clara Wastewater.

Councilmember Juarez:

Attended the new officer orientation; Supervisor meeting on Santa Clara Wastewater; announced upcoming Cruise Night; attended Farmers Market; Senior Advisory Committee; and Citizen Corp.

Councilmember Sobel:

Attended Monthly Birthday/Anniversary Celebration; and met online with our Telegraph partners regarding Citrus Flats.

Vice Mayor Chavez:

Announced the Community Action Ventura County is hosting utility bill assistances days; Westminster free clinic is having a free dental clinic; congratulation to Kevin Lopez Jaramillo 6th grader at McKevett Elementary School and Jesus Manuel Ortiz 8th grader from Briggs Elementary for heading to the state championship for the speech of the day competition; awardees at the upcoming Santa Paula Chamber of Commerce awards dinner; Santa Paula High School Sophomore, and announced upcoming events.
8) CITY MANAGER REPORTS
Introduced Interim City Attorney Seth Merewitz, filling in for City Attorney Monica Castillo; and announced upcoming events.
9) CONSENT CALENDAR

9.A) SECOND READING AND ADOPTION OF ORDINANCE NO. 1336, APPROVING (1) ADDENDUM NO. 4 TO THE FINAL SUPPLEMENTAL
ENVIRONMENTAL IMPACT REPORT (EIR) FOR EAST AREA 1
SPECIFIC PLAN AMENDMENT NO. 4 AND A GENERAL PLAN
AMENDMENT, (2) EAST AREA 1 SPECIFIC PLAN AMENDMENT NO.
4, AND (3) A GENERAL PLAN AMENDMENT.

Joseph Beerhalter was called to speak with concerns on the EA1 project.

Corrected attachment D was provided.

Motion: Approve waiving second reading of and adopt Ordinance No. 1336, approving (1) Addendum No. 4 to the Final Supplemental 16 Environmental Impact Report (EIR) for East Area 1 Specific Plan Amendment No. 4 and a General Plan Amendment, (2) East Area 1 Specific Plan Amendment No. 4, and (3) a General Plan Amendment.

Moved by Carlos Juarez, seconded by Jenny Crosswhite
Vote: Motion carried 3-0
Yes: Jenny Crosswhite, Carlos Juarez, Andy Sobel
Vice Mayor Chavez recused himself from this item. Item 9.A. was pulled for public comments, separate discussion and vote.
10) PUBLIC HEARING

10.A) RESOLUTION NO. 7507 APPROVING THE ISSUANCE OF

MULTIFAMILY REVENUE BONDS BY THE CALIFORNIA PUBLIC
FINANCE AUTHORITY IN SUPPORT OF AN AFFORDABLE 166 UNIT

MULTIFAMILY DEVELOPMENT, CITRUS FLATS APARTMENTS
Vice Mayor Chavez opened the public hearing. With no public comments, the public hearing was closed. Interim City Attorney Seth Merewitz presented this item.

Motion: Approve Resolution No. 7507 approving the issuance of multifamily housing revenue bonds for the Citrus Flats Apartments in an amount not to exceed $55 million and authorize the City to become a non-charter member of the California Public Finance Authority.

Moved by Andy Sobel, seconded by Jenny Crosswhite
Vote: Motion carried 4-0
Yes: Pedro A Chavez, Jenny Crosswhite, Carlos Juarez, Andy Sobel 11) ACTION ITEMS

11.A) RESOLUTION NO. 7508 OF THE CITY OF SANTA PAULA

AUTHORIZING A CITY AFFORDABLE HOUSING FUND LOAN TO FLT
TELEGRAPH PARTNERS, L.P. ("PARTNERSHIP") IN THE AMOIUNT OF $5,500,000; AND THE DEFERRAL OF DEVELOPMENT IMPACT

FEES AND WATER IN LIEU FEES IN AN AMOUNT NOT TO EXCEED
$5,157,949
Joseph Beerhalter was called to speak opposing City Affordable Housing Fund loan.

Planning & Economic Development Manager Tom Tarantino presented a presentation on this item.

Ron Wu with Red Tail Multifamily Land Development provided information on the project.

Motion: Approve Resolution No. 7508 authorizing a City Affordable Housing Fund loan to FLT Telegraph Partners, L.P. ("Partnership") in the amount of $5,500,000; and the deferral of Development Impact Fees and Water In-Lieu Fees in an amount not to exceed $5,157,949.

Moved by Andy Sobel, seconded by Carlos Juarez
17 Vote: Motion carried 4-0
Yes: Pedro A Chavez, Jenny Crosswhite, Carlos Juarez, Andy Sobel

11.B) 2024 WASTEWATER COLLECTION SYSTEM AND WATER

RECYCLING FACILITY MASTER PLAN
Becca Bugielski and Michael Nunley with MKN & Associates, Inc., provided a presentation on the 2024 Wastewater Collection System and Water Recycling Facility Master Plan.

Motion: Approve Receive and file the 2024 Wastewater Collection System and Water Recycling Facility Master Plan.

Moved by Pedro A Chavez, seconded by Andy Sobel
Vote: Motion carried 4-0
Yes: Pedro A Chavez, Jenny Crosswhite, Carlos Juarez, Andy Sobel 12) ITEMS FOR FUTURE AGENDAS

12.A) FUTURE AGENDA ITEMS
City Manager Singer announced changes to the agenda schedule, the Pavement Management Update will be moved further out in May and the Joint City Council and Planning Commission Study Session is still in the process of scheduling. Vice Mayor Chavez asked that the Pavement Management special meeting be recorded.
13) ADJOURNMENT
Vice Mayor Chavez adjourned the meeting at 8:46 p.m.

Julie Latshaw, City Clerk
ATTEST:
18 To: Honorable Mayor and Members of the City Council
From: Beatriz Jimenez, Assistant Finance Director
Subject: MARCH 2024 WARRANTS AND CERTIFICATIONS
Date: April 17, 2024
Agenda Item: 9.B

CITY OF SANTA PAULA

MEMORANDUM
RECOMMENDATION:

Staff recommends that the City Council:

1. Review and accept the "Certification of Accounts Payable" for the accounts payable payment cycles for February 2024, starting check number 336735 and ending check number 336984.

2. Review and accept the "Certification of Salaries" for the pay period ending dates February 23rd, 2024, through March 22nd, 2024.

BACKGROUND:

This staff report certifies the separation of duties between the Preparer (Accounting and Payroll Specialist) and the Reviewer (Finance Director and Assistant Finance Director).

Presented in the attached documents:
a) CERTIFICATION OF ACCOUNTS PAYABLE CHECKS by check number range and dates.

It also discloses any voided checks.
b) EXPENSE REPORTS showing the amount and funds accounts payable came from.

The "Check Report" depicts the following columns:
c) AP-ACCOUNTS PAYABLE for the vendors (non-City staff) by the vendor number, vendor name, payment date, payment amount and check number (entitled 'number'). d) PY-PAYROLL for benefit payments, insurance, retirement, etc. Benefits payable on behalf of City staff.
e) Bank Code Summary by payment type.
f) Fund Summary by fund the accounts payables utilized. 19 CERTIFICATION OF SALARIES
This is the certification (separation of duties between "preparer" and the "reviewer") of salaries and benefits (payroll checks) by fund. It lists salary (payroll) issued checks by beginning and ending check number, payroll ending dates February 23rd, 2024, through March 22nd, 2024.

ANALYSIS:

See the attachments for expense breakdown by respective fund.

STRATEGIC PLAN:

None.

FISCAL IMPACTS:

None.

OPTIONS:

1. Receive and file March 2024 Certifications of Accounts Payable Checks and Certifications of Salaries.

ATTACHMENTS:

March 2024 AP and PR Certifications.pdf
20 21
22 23
24 25
26 27
28 29
30 31
32 33
34 35
36 37
38 39
40 41
42 43
44 45
46 47
48 49
50 51
52 53
To: Honorable Mayor and Members of the City Council
From: Clete Saunier, Public Works Director
Subject: FISCAL YEAR 2024-2025 PROJECT LIST FOR SENATE BILL 1 ROAD

MAINTENANCE AND REHABILITATION FUNDING
Date: April 17, 2024
Agenda Item: 9.C

CITY OF SANTA PAULA

MEMORANDUM
RECOMMENDATION:

Staff recommends that the City Council:

Adopt Resolution No. 7510 approving the Fiscal Year 2024-2025 Project List for Senate Bill 1 (Road Repair and Accountability Act of 2017) Road Maintenance and Rehabilitation Account Funding.

BACKGROUND:

On April 28, 2017, the Governor signed Senate Bill 1 (SB 1), Road Repair and Accountability Act of 2017, to address transportation funding shortfalls statewide. SB 1 established a Road Maintenance and Rehabilitation Account (RMRA) in the State Transportation Fund. A portion of the RMRA funds are distributed on a monthly basis to the City for basic road maintenance, rehabilitation, and critical safety projects on local streets and road systems. For Fiscal Year 2024-2025, the City of Santa Paula is estimated to receive $804,189 from the RMRA.

ANALYSIS:

SB 1 emphasizes the importance of accountability and transparency in the delivery of California’s transportation programs. In order to be eligible for RMRA funding this year, the City must adopt a resolution approving the list of projects to receive RMRA funding in Fiscal Year 2024-2025.

On May 6, 2020, the City Council approved Resolution 7270 adopting a 5-year Pavement Management Plan (PMP) for FY 2020-2021 to FY 2024-2025 to improve road conditions throughout the City. The PMP contemplates (4) 5-year paving cycles which will address comprehensive paving improvements throughout the City. Each year, the City completes a program of road pavement improvements to advance the Pavement Management Plan and associated pavement conditions in the current paving Cycle. In FY 2024-2025 the City will be completing the final year of roadway pavement improvements associated with Cycle 1.

STRATEGIC PLAN:
54 The Project supports the currently adopted Strategic Plan in achieving the following goals:

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

Objective 1: Work to maximize funding going to streets.

FISCAL IMPACTS:

By approving the SB 1 Project List for FY 2024-2025, the City will meet the criteria necessary to receive its annual allocation of funding for the fiscal year, anticipated to be approximately $804,189.

OPTIONS:

The Council has the following available alternative options to Staff’s recommendations:

1. Do not approve the Fiscal Year 2024-2025 Project List for Senate Bill 1 that will address needed road improvement funding for the Project. This action would create a budget shortfall and delay the completion of the project.

ATTACHMENTS:

EXHIBIT A - Resolution No. 7510.pdf
55 EXHIBIT A
Resolution No. 7510
56 RESOLUTION NO. 7510

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA PAULA ADOPTING A LIST OF PROJECTS FOR FISCAL YEAR 2024-2025 TO BE FUNDED BY SB 1: THE ROAD REPAIR AND ACCOUNTABILITY ACT OF 2017 The City Council of the City of Santa Paula does resolve as follows:

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

A. Senate Bill 1 (SB 1), the Road Repair and Accountability Act of 2017 (Chapter 5, Statutes of 2017) was passed by the Legislature and signed into law in April 2017. SB 1 is intended to address the significant multi-modal transportation funding shortfalls statewide by funding basic road maintenance, rehabilitation and critical safety needs on the City’s local streets and roads; B. In order to be eligible for funding from the Road Maintenance and Rehabilitation Account (RMRA), created by SB 1, the City must adopt resolution approving a list of projects proposed to receive fiscal year funding to the California Transportation Commission. The list of projects must include a description and the location of each proposed project, a proposed schedule for the project’s completion, and the estimated useful life of the improvement; C. The City will receive an estimated $804,189 in RMRA funding in Fiscal Year 2024-2025 from SB 1.

D. This is the eighth year in which the City is receiving SB 1 funding and will enable the City to continue essential road maintenance and rehabilitation projects, safety improvements, and increasing access and mobility options for the traveling public that would not have otherwise been possible without SB 1.

E. The City has undergone a robust public process to ensure public input into our community’s transportation priorities/the project list.

F. The City used a Pavement Management System to develop the SB 1 project list to ensure revenues are being used on the most high-priority and cost-effective projects that also meet the communities priorities for transportation investment. 57 SECTION 2: The City Council hereby approves the SB 1 Project List for RMRA funds provided in Attachment A.

SECTION 4: The City Manager or his/her designee, is hereby authorized to execute all documents necessary to implement and secure any and all funds that may become available to the City from the RMRA.

SECTION 3: This Resolution becomes effective immediately upon adoption and will remain effective until superseded by a subsequent resolution.

PASSED AND ADOPTED this ___________ day of April, 2024.

Leslie Cornejo, Mayor
ATTEST:

Julie Latshaw, City Clerk
APPROVED AS TO FORM:

Seth Merewitz, Acting City
Attorney City
APPROVED AS TO CONTENT:

Dan Singer, City Manager
58 Attachment A: SB 1 Project List: FY 24/25
Proposed Project: Roadway pavement rehabilitation at various locations throughout the City.

Project Type: Road Reconstruction and Rehabilitation
Project Description: This Project consists of the reconstruction and rehabilitation of various City Streets per the City’s Pavement Management Program for FY 24/25.

Project Location: Various street locations noted in the Project list.

Estimated Completion Date: June 2025
Estimated Useful Life: 15 – 20 years
59 Attachment A: SB 1 Project List: FY 24/25

STREET NAME FROM TO
Terracina Drive N. Mill Street N. 10th Street
Loma Vista Place N. Mill Street 375’ W/O McKevett Heights La Vuelta Place N. Mill Street McKevett Road
McKevett Road N. Mill Street McKevett Heights
McKevett Heights Loma Vista Place Teague Drive
N. Mill Street Terracina Drive E. Santa Paula Street
Mill Place N. Mill Street End
Teague Drive McKevett Heights N. 6th Street
Teague Drive La Vuelta Place E. Virginia Terrace
N. 9th Street E. Santa Paula Street End
Park Street N. Ojai Road/Highway 150 Orchard Street
Park Street Alley N. Ojai Road/Highway 150 Park Street
Orchard Street N. Ojai Road/Highway 150 Park Street
E. Virginia Terrace N. Mill Street End
Glen Way N. Mill Street N. 9th Street
Glen Way N. 9th Street N. 8th Street
Glen Way E. Virginia Terrace N. 8th Street
E. Pleasant Street N. Mill Street N. 6th Street
Walnut Street E. Pleasant Street E. Santa Paula Street
N. 7th Street E. Virginia Terrace E. Santa Paula Street View Drive N. 6th Street Bradley Street
60 To: Honorable Mayor and Members of the City Council
From: Clete Saunier, Public Works Director
Subject: DISASTER RECOVERY AND EMERGENCY FUNDING

REIMBURSEMENT UPDATE
Date: April 17, 2024
Agenda Item: 9.D

CITY OF SANTA PAULA

MEMORANDUM
RECOMMENDATION:

Staff recommends that the City Council:

1. Receive and file the Disaster Recovery and Emergency Funding Reimbursement Update.

2. Approve repayment of emergency reserve funds in excess of costs not reimbursed by Federal (FEMA) and State (CalOES) emergency grant funds from Water Enterprise, SB1, Measure T and Gas Tax funds as presented in this report.

BACKGROUND:

Severe winter storms, which commenced in January of 2023 and continued in subsequent months, have caused damage to City buildings, roads, drainage systems, and water distribution facilities. On January 4, 2023, the Governor of California declared a state of emergency as a result of the winter storms related to a series of atmospheric river systems that produced heavy rainfall and related flooding throughout the State.

On January 8, 2023, President Biden declared an emergency in California in response to the severe winter storms, flooding, and mudslides experienced in the State. This federal emergency declaration allows federal assistance to supplement the local response efforts and authorizes the Department of Homeland Security’s Federal Emergency Management Agency (FEMA) to coordinate all disaster relief efforts. On April 3, 2023, President Biden issued an additional emergency declaration based on subsequent winter storm, which occurred in February and March of 2023.

In conjunction with the federal disaster declaration, personnel from FEMA have been in contact with the City, coordinating disaster recovery efforts and clarifying program requirements. Initial FEMA requests of the City included the formal assessment of damaged City property and facilities, quantification of damage scope and estimated repair costs, and coordination debris removal and protective measures to mitigate further damage pending the approval of formal repairs. In some cases, areas of latent storm damage appeared in the weeks and months following initial storm events, but still required immediate response and related repair efforts to address hazards to citizens and property. 61 Following the initial winter storms in January 2023, City staff began assessing damage to City roads, drainage and water distribution facilities, and other City property. These initial assessments were followed by debris removal operations where immediately necessary, as well the implementation of sandbags, slope protection and other measures to mitigate further damage to City property pending detailed review by FEMA. Since this time, City staff have been working with FEMA personnel to categorize and quantify specific areas of facility damage, as well as to coordinate approval of specific damage locations.

Natural disasters occur irregularly in the region, with unpredictable frequency and severity.

Natural disasters can include fires, earthquakes, flooding and debris flows, as well as other damaging events. While these events are known to occur from historical experience, their irregular nature and severity make budgeting for natural disasters and related response, repair and recovery largely impractical in the City’s 2-year budgeting process.

On July 19, 2023 City Council authorized the use of reserve funds for costs associated with disaster response and recovery associated with winter storms and related damages sustained by City facilities commencing January 4, 2023 under the provisions of the City’s Reserves Policy. On the same day, City Council also authorized the payment of invoices for contracting and professional services associated with disaster recovery efforts performed from January 4, 2023 through a date approved by responsible agencies using monies from the General Fund Contingency Reserve, which amounted to $441,323.71. This included costs related to City, State, FEMA and County coordination, field meetings, damage assessment, cost estimation, preliminary design of facility repairs, as well as road and utility repairs to 6 th Street. Concurrent
with this approval, staff agreed to return to Council at a subsequent meeting to provide a progress update on disaster recovery efforts and associated reimbursement of costs incurred by the City.

On December 6, 2023 City Council received a funding reimbursement update. Since December staff have continued to coordinate with FEMA staff, as well as staff associated with the State Office of Emergency Services (CalOES). As noted in the July 19, 2023 staff report, the damages associated with January storms have been addressed under the federal disaster number DR 4683 in association with President Biden’s January 8, 2023 declaration, which covers storm related damage, which occurred between December 27, 2022 to January 31, 2023. Since the July meeting, staff received confirmation from FEMA that damage associated with February and March storms will be addressed under the federal disaster number DR 4699 in association with President Biden’s April 3, 2023 declaration, which covers storm related damage which occurred between February 21, 2023 to July 10, 2023.

ANALYSIS:

In the interim, the City continues to await formal approval of reimbursement for specific disaster recovery project locations and associated damage estimates. These projects are further detailed below:
6 th Street Sinkhole. City staff have been working diligently with FEMA to provide information as requested. Information requests from FEMA relative to the 6 th Street
Sinkhole following their inclusion of the City’s repair effort under DR 4699 have been completed, and CalOES is completing their review of the reimbursement request, which precedes a final determination of funding reimbursement. While a specific date at which CalOES will make a final determination for reimbursement of the has not been provided, 62 staff will continue to work with the State to provide any additional information required.

Fuchsia Tank Slope Failure. City staff have been working diligently with FEMA to provide information as requested. Information requests from FEMA relative to the Fuchsia Tank Slope Failure following their inclusion of the City’s proposed repair effort under DR 4683 are currently underway. While a specific date at which CalOES will make a final determination for reimbursement has not been provided, staff will continue to work with the State to provide any additional information required.

FEMA’s Disaster Assistance program contemplates multiple components of project funding and related assistance for the City’s disaster recovery efforts. Initial efforts such as debris removal, protective measures (sandbags and tarping) and FEMA coordination associated with scoping, cost estimates, administrative functions and other efforts prior to project approval are currently underway. Once disaster recovery projects receive approval by FEMA they are characterized as permanent restoration projects. Upon project approval, a budgetary summary is provided by FEMA detailing total project cost, inclusive of FEMA and City cost participation.

Typical reimbursement percentages are addressed in the Fiscal Impacts section below.

Certain projects submitted to FEMA’s Disaster Assistance program require interim efforts to address temporary access or to maintain temporary protective measures pending formal approval and funding of permanent projects. These projects are further detailed below:

Peck Tank Access Road. The access road is located within a narrow easement and was damaged by winter storms which washed away a portion of the road and supporting slope. The slope and roadway are protected by sandbags and plastic sheeting, which require monitoring and replacement prior to and during rainy season. Maintenance of these temporary protective measures is anticipated to cost $1,500. The permanent restoration entails the construction of a retaining wall to support the road to avoid future issues with slope failure, together with pavement and drainage repair for the access road. The cost for the permanent repair for Peck Tank Access Road is currently estimated at approximately $125k.

Case Tank Access Road. The access road, situated in a remote location at the north end of the City, suffered extensive culvert and slope failures. Excessive rainfall during the winter storms resulted in significant flow in the creek that traverses the site, resulting in washouts of the road and associated culverts at two locations. Damage to the road has rendered Case Tank inaccessible, and the City’s Water Division staff are unable to service or maintain their water facilities. The repair of the access road and creek crossings will require extensive engineering and regulatory permitting, following approval of the permanent restoration project by FEMA. City staff is looking to approach this project in two phases. Phase 1 would include temporary bridges over the failed areas with an approximate cost of $50,000, which would include pre-cast supports and rented bridges for a period of 18-24 months. This Phase 1 effort would allow the City’s Water Division personnel access to currently inaccessible facilities pending approval of the Phase 2 permanent restoration, which is currently estimated at approximately $850k- $1M.

In general, the City has addressed provisions for the funding of emergency repairs, debris removal and protective measures with reserve funds that are maintained for these types of emergencies (see Exhibit A), as well as other events which are not anticipated in the normal 63 budgeting process.

STRATEGIC PLAN:

This item is not a goal or objective in City Council’s two-year Strategic Plan, however, recovery of general fund monies utilized to address expenditures related to a declared disaster from State and federal funds established for this purpose is fiscally prudent to Santa Paula taxpayers.

FISCAL IMPACTS:

The City has expended approximately $36,124 on disaster related costs related to consultant efforts, and $443,609.79 in other project related costs. These efforts are tracked separately pending reimbursement by FEMA. Per FEMA’s agreement with the State, FEMA will reimburse the applicant for 75% of eligible costs. For the remaining 25% required by the applicant, the State (CAL OES) will reimburse 18.75% of this 25%, with the City responsible for 6.25% of eligible costs.

The process to seek and receive reimbursement through FEMA’s Disaster Assistance program can be lengthy, requiring approvals from both the State OES and FEMA. From discussions with FEMA it is staff’s understanding that the reimbursement of expenditures related to the 6
th Street Sinkhole are nearing approval with FEMA headquarters. This represents the most significant component of the expenditures advanced by the City from its General Fund Contingency Reserve.

With the above understanding, staff recommends the following to address reimbursement of expenditures and repayment of the City’s General Fund Contingency Reserve:
6th Street Sinkhole - Match amount of $26,400.76 paid for by Measure T funds (contingent upon Measure T Committee approval).

Fuschia Tank Slope Failure - Match amounts of $1,324.85 paid for by Water Enterprise fund existing budget.

The chart below encompasses the repayment plan meant to replenish the General Fund Contingency Reserve:
100% 75% 18.75% 6.25% GL
Project Cost To Date FEMA Funds State
Funds
City Match
City Match
Fund
(reallocating
budget from)
6th Street Sinkhole 422,412.22 316,809.17
79,202.29
26,400.76 104-5-9285-660
Fuchsia Tank Slop
Failure
21,197.57 15,898.18
3,974.54
1,324.85 620-5-9108-660
Administrative 36,124.24 27,093.18
6,773.30
2,257.77 100-5-5011-209
Staff expects the FEMA reimbursement will occur within 60 days. If the reimbursement does not materialize, staff will return to Council in June with an updated repayment plan to address that funding.
64 The Case Tank access road repair will likely not be reimbursed by FEMA, though staff will continue to pursue the project for approval utilizing FEMA’s appeal process. Estimated repair costs for the Case Tank access road are $528,652, which includes a 20% construction contingency, $91,442 for engineering and $109,730 for construction management and testing, for a total of $749,824. Interim protective measures, as well as access road repair will be separately tracked and paid out of Water Enterprise funds. Should project approval by FEMA be obtained, the federal share of these costs would be funded by the Water Enterprise fund.

As no funds have been expended, nor will be until the FEMA approval is completed, not budget adjustments are needed at this time.

OPTIONS:

No options are proposed at this time, as this item is informational in nature.

ATTACHMENTS:

Exhibit A - Reserves Policy.pdf
65 EXHIBIT A
Santa Paula Reserves Policy
66 Reserves Policy
POLICY PURPOSE
The purpose of this policy is to establish general guidelines for the establishment, maintenance and use of reserves. The reserves will generate investment income, provide a margin of safety and stability to protect the City from exposure to catastrophic events and economic impacts and provide flexibility to pursue emergent opportunities.

General Fund Contingency Reserve
The General Fund Contingency Reserve Policy requires that the City strive to maintain a minimum balance of 20% of allocated General Fund (and sub‐funds, including but not limited to the General – Measure T Fund) ongoing expenditures of any given year. The contingency reserve balance should be reported annually, with fund transfers to be made annually prior to the closing of the fiscal year.

INTENDED USES FOR RESERVE
  Interruptions in cash inflows
Examples include the State holding back or altering tax disbursements, loss of sales tax receipts of a one‐time nature, or a significant economic slowdown.  If the cash inflow interruption is of an ongoing nature, reserve use is limited to a consecutive two‐year period, not to exceed 50% of the beginning reserve balance.
 Emergencies
In the event of an emergency or disaster such as earthquakes, fires, floods or other such emergencies, the entire balance may be used to temporarily fund recovery costs.  It is understood that all aide assistance options will be sought to fund recovery efforts or reimbursement of the General Fund Contingency Reserve for fronting of recovery costs.  Capital Acquisitions
Up to one‐third of the Contingency Reserve balance may be used to finance capital acquisitions, as long as a repayment plan is approved.  The repayment plan must be financially feasible based on the City’s adopted Long‐Term Financial Forecast.   Alternative financing options shall be presented for consideration along with the use of the Contingency Reserve.  Emergent Opportunities
67 Up to one‐third of the Contingency Reserve balance may be used to finance opportunities that directly benefit the City in a variety of ways. These include, yet are not limited to, creating, enhancing, or preserving revenue streams, or otherwise strengthening the City’s financial performance.

OTHER CRITERIA FOR USE
A majority vote from the City Council is required to determine that it is necessary to use the Contingency Reserve for any of the uses listed above.

With the exception of the emergency scenario, the reserve contingency balance allocated for other intended uses shall not exceed 50% of the required balance in any given year.

The Reserve fund will strive to maintain a minimum balance, or floor, of 5% of the General Funds’ operating budget. A unanimous decision by Council must be made in order to utilize the remaining 5%.

REPLENISHMENT PLAN
Unless a repayment plan is pre‐established at the time reserves are allocated, Staff shall bring for Council consideration a replenishment plan, within 90‐days of allocation from the reserve.  It would be Council’s expectation that every effort would be made to replenish the reserve as soon as it is financially feasible and practical to do so.

If the reserve cannot be replenished by the next annual budget, a repayment plan not to exceed five years should be approved by council via a majority vote.

ENTERPRISE FUND RESERVES
The City will strive to have available cash reserve to cover operating shortfalls to be used for both short term cash flow and contingency planning for unforeseen situations such as unexpected increases in costs or declines in revenues, legislative or judicial mandates, new or expanded services or programs, natural disaster  emergencies,  one‐time  Council  approved  non‐capital  expenditures  or  capital  needs,  and interruptions in billing process to customers.

The Enterprise Reserves Policy requires the following Reserves be established and incorporated in the budget development process:

1. Capital Improvement and Capital Replacement Reserves Fund Each Enterprise shall strive to maintain funds equal to a minimum of 3% of the net depreciable capital assets  for capital repair and replacement needs. This reserve addresses  the City’s long‐ term capital needs as well.  The calculation of funds maintained in this category will exclude any funding anticipated to be obtained from outside sources such as external financing or grants.

2. Operating Reserve
68 The  Water  Enterprise  shall  strive  to  maintain  an  operating  reserve  at  a  minimum  cash  level balance equal to 25% of its annual operating expenses.  This reserve target is equal to a  three month (or 90‐day) cushion for normal operations.

The  Sewer  Enterprise  shall  strive  to  maintain  an  operating  reserve  at  a  minimum  cash  level balance equal to 50% of its annual operating expenses.  This reserve target is equal to a six month (or 180‐day) cushion for normal operations.

These  reserves will strive  to bridge  the gap between  the  time expenses are paid and  the  time revenues from the same service are collected from customers.  The funds will ensure continuity of service regardless of cash flow.

3. Debt Reserve
Each Enterprise shall maintain reserve requirements of the outstanding bonds of the respective fund.

REPLENISHMENT PLAN
Unless a repayment plan is pre‐established at the time reserves are allocated, Staff shall bring for Council consideration a replenishment plan, with the next budget development cycle. It would be Council’s expectation that every effort would be made to replenish the reserve as soon as it is financially feasible and practical to do so.  The replenishment plan may not exceed five years. 69 To: Honorable Mayor and Members of the City Council
From: Greg Barnes, Parks and Recreation Director
Subject: ROBERT WILLIAM COMPANY, LLC AMENDMENT NO. 3
Date: April 17, 2024
Agenda Item: 9.E

CITY OF SANTA PAULA

MEMORANDUM
RECOMMENDATION:

Staff Recommends that City Council:

1. Authorize the City Manager to execute Amendment No. 3 to a Professional Services Agreement with Robert William Company, LLC for Project Management Services.

BACKGROUND:

In late 2019, Parks and Recreation Department staff identified the need for assistance related to project management for various large maintenance and construction projects. In April of 2020 staff solicited Requests for Proposals (RFPs) from qualified project management firms.

After reviewing the submitted proposals, staff selected two firms: Robert William Company, LLC (RWC) and Gannett Fleming. Both were awarded contracts for future project management services on an as needed basis.

Gannett Fleming's agreement has since expired, making RWC the Parks & Recreation Department's sole provider for Project Management Services (as it relates to large maintenance and construction projects).

RWC is currently providing project management services for the following projects:

Police Remodel Phase I
City Hall Security Fencing
Mill Park Restroom Remodel
Teague Park Restroom Installation
Emergency Generator Installation (Police Department & Community Center) Youth Center Feasibility Study
Projects that have been completed over the past few years include:

Boys & Girls Club Roof Replacement
Mill Park Building Repairs
70 Boys & Girls Club Restroom Remodel
ANALYSIS:

RWC has proven to be a valuable asset to the Parks & Recreation Department. They are currently providing project management services for some large projects that the department does not have the capacity or resources to manage in-house.

Amendment No. 3 to their current agreement extends their term for three years. There is no increase to their annual "up to amount" related to compensation.

STRATEGIC PLAN:

This item does help address strategic goal E. 5 - Public Safety and Emergency Preparedness, SPPD Facility Upgrades.

RWC is currently managing Phase I of the Police Station Remodel Project.

FISCAL IMPACTS:

Funding for Robert William Company, LLC is on a per project basis and is included in each project's approved budget.

OPTIONS:

If City Council does not approve the amendment this evening, staff will need to solicit Requests for Proposals / Qualifications from new firms. RWC's current agreement expires June 30, 2024.

ATTACHMENTS:

EXHIBIT A - RWC Amendment No. 3.pdf
EXHIBIT B RWC_Agreement.pdf
71 EXHIBIT A
RWC AMENDMENT NO. 3
72 1
65283.00001\32863188.1
AMENDMENT NO. 3 TO THE PROFESSIONAL SERVICES

AGREEMENT BY AND BETWEEN THE CITY OF SANTA PAULA AND
ROBERT WILLIAM COMPANY, LLC.

This Amendment No. 3 is entered into as of the 17th day of April, 2024, by and between the CITY OF SANTA PAULA, a California municipal corporation (hereinafter “City”), and ROBERT WILLIAM COMPANY, LLC. (hereinafter, “Consultant”).

SECTION 1: Recitals. This Amendment No. 3 is made with reference to the following facts and objectives:
a. On or about July 8, 2020, the City and Consultant entered into a Professional Services Agreement (“Agreement”).
b. The Agreement, starting from July 8, 2020 and ending June 30, 2024 (“Term”), authorizes the City to utilize Consultant for Project Management Services. c. City and the Consultant now mutually desire by this Amendment No. 3 to extend the term to June 30, 2027.

SECTION 2: Amendment. In consideration of the foregoing and pursuant to Section 8 of the Agreement, the Agreement is amended to read as follows:

Section 1., entitled “TERM OF AGREEMENT” is amended to read as follows:
“The term of this agreement shall commence upon execution by both parties and shall expire on June 30, 2027, unless earlier termination occurs under Section 12 of this agreement, or extended in writing in advance by both parties”.

SECTION 3: Counterparts. This Amendment No. 3 may be executed in any number or counterparts, each of which will be an original, but all of which together constitutes one instrument executed on the same date.

SECTION 4: Limited Amendment. Except as modified by this Amendment No. 3, all other terms and conditions of the Agreement remain in full force and effect. In the event of a conflict between this Amendment No. 3 and the Agreement, the provisions of this Amendment No. 3 shall control.
[Signatures on next page]
73 2
65283.00001\32863188.1
IN WITNESS WHEREOF the parties hereto have executed this contract the day and year first hereinabove written.

CITY OF SANTA PAULA ROBERT WILLIAM COMPANY, LLC.

Dan Singer Robert William Lindsay
City Manager
ATTEST:

Julie Latshaw
City Clerk
APPROVED AS TO FORM:

Seth Merewitz
Acting City Attorney
74 EXHIBIT B
Robert William Company, LLC
Original Agreement &
Amendment No. 1 & No. 2
75 76
77 78
79 80
81 82
83 84
85 86
87 88
89 1
65283.00001\32863188.1
AMENDMENT NO. 2 TO THE PROFESSIONAL SERVICES

AGREEMENT BY AND BETWEEN THE CITY OF SANTA PAULA AND
ROBERT WILLIAM COMPANY, LLC.

This Amendment No. 2 is entered into as of this 19th day of October, 2022 by and between the CITY OF SANTA PAULA, a California municipal corporation (hereinafter “City”), and ROBERT WILLIAM COMPANY, LLC. (hereinafter, “Consultant”).

SECTION 1: Recitals. This Amendment No. 2 is made with reference to the following facts and objectives:
a. On or about July 8, 2020, the City and Consultant entered into a Professional Services Agreement (“Agreement”).
b. The Agreement, starting from July 8, 2020 and ending June 30, 2024 (“Term”), authorizes the City to utilize Consultant for Project Management Services. c. City and the Consultant now mutually desire by this Amendment No. 2 to increase the total contract consideration amount.

SECTION 2: Amendment. In consideration of the foregoing and pursuant to Section 1 of the Agreement, the Agreement is amended to read as follows:

Section 1.C., entitled “CONSIDERATION AND COMPENSATION” is amended to read as follows:
“As additional consideration, CITY agrees to pay CONSULTANT an amount not to exceed One Hundred Twenty-Five Thousand dollars ($125,000) per year, billed at the hourly rates set forth in Exhibit B, unless otherwise specified by written amendment to this Agreement”.

SECTION 3: Counterparts. This Amendment No. 2 may be executed in any number or counterparts, each of which will be an original, but all of which together constitutes one instrument executed on the same date.

SECTION 4: Limited Amendment. Except as modified by this Amendment No. 2, all other terms and conditions of the Agreement remain in full force and effect. In the event of a conflict between this Amendment No. 2 and the Agreement, the provisions of this Amendment No. 2 shall control.
[Signatures on next page]
90 91
To: Honorable Mayor and Members of the City Council
From: Greg Barnes, Parks and Recreation Director
Subject: A. GUTIERREZ PROFESSIONAL SERVICES AGREEMENT
AMENDMENT NO. 2
Date: April 17, 2024
Agenda Item: 9.F

CITY OF SANTA PAULA

MEMORANDUM
RECOMMENDATION:

Staff Recommends that City Council:

1. Authorize the City Manager to execute Amendment No. 2 to a Professional Services Agreement with J. Arthur Gutierrez.

BACKGROUND:

For the past two years, Art Gutierrez has been providing project management services for the Parks & Recreation Department. He has assisted and provided project management for:

Harding Park Caretaker House rehab/remodel
Fleet Services office repairs & shop insulation
Public Works administrative office remodel
Air Conditioning Units replacement for the Community Development Building Council Chamber remodel
Community Center back lobby remodel
City Hall breakroom and conference room remodel
He is currently providing project management services for the following:

Las Piedras Park Swings Installation
Fleet Services bay heater replacement / upgrade
Window replacement / repair at City Council Chambers
Window replacement / repair at the Community Center
He will also be assisting with the Community Center Lobby / Auditorium remodel project which is funded by City and County ARPA funds.

ANALYSIS:

Mr. Gutierrez brings over thirty-five years of facility maintenance and project management experience to the City of Santa Paula. In addition to the project management services he has 92 been providing, he is also currently leading a monthly lunch-and-learn series for our maintenance team.

The department has benefitted from his experience and project management services and would like to extend his agreement in order to continue to move projects forward and improve our facilities for the benefit of both our employees and residents.

Amendment No. 2 to the current agreement extends the term for three years and establishes a "Not to exceed" amount of $30,000 annually.

STRATEGIC PLAN:

This item does not directly address Council's Strategic goals. It does however give staff the tools to continue to address various maintenance needs throughout the City's aging facilities.

FISCAL IMPACTS:

Funding for A. Gutierrez Professional Services Agreement is on a per project basis and is included in each project's approved budget.

OPTIONS:

If City Council does not adopt Amendment No. 2, then the current agreement will expire June 30, 2024. The absence of project management services will result in the slowdown of completed projects.

ATTACHMENTS:

EXHIBIT A - A. GUTIERREZ AMENDMENT NO. 2.pdf
EXHIBIT B - A. GUTIERREZ PSA AMENDMENT NO. 1.pdf
93 EXHIBIT A
A. GUTIERREZ AMENDMENT NO. 2
94 1
65283.00302\40947692.2
AMENDMENT NO. 2 TO THE PROFESSIONAL SERVICES

AGREEMENT BY AND BETWEEN THE CITY OF SANTA PAULA AND
J. ARTHUR GUTIERREZ
This Amendment No. 2 to the Professional Services Agreement By and Between the City of Santa Paula and J. Arthur Gutierrez. (“Amendment No. 1”) is entered into as of the 17th day of April, 2024, by and between the CITY OF SANTA PAULA, a California municipal corporation (hereinafter “City”), and J. ARTHUR GUTIERREZ, a Sole Proprietor (hereinafter, “Consultant”).

SECTION 1: Recitals. This Amendment No. 2 is made with reference to the following facts and objectives:

A. On or about January 18th, 2022, the City and Consultant entered into a Professional Services Agreement (“Agreement”).

B. The Agreement, starting from February 1, 2022 and ending June, 30, 2024 (“Term”), authorizes the City to utilize Consultant for project management services.

C. City and the Consultant now mutually desire by this Amendment No. 2 to extend the term and establish a compensation “ N ot to exceed ” amount.

SECTION 2: Amendment. In consideration of the foregoing and pursuant to Section 3.7.14 of the Agreement, the Agreement is amended to read as follows:

Section 3.1.2., entitled “Term” is amended to read as follows:
“The term of this agreement shall commence upon execution by both parties and shall expire on June 30, 2027, unless earlier termination occurs under Section 3.5 of this agreement, or extended in writing in advance by both parties”.

Section 3.2., entitled “Compensation” is amended to read as follows:
“Consultant shall receive compensation, including authorized reimbursements, for all services rendered under this agreement. The total compensation shall not exceed thirty thousand dollars ($30,000) per year”.

SECTION 3: Counterparts. This Amendment No. 2 may be executed in any number or counterparts, each of which will be an original, but all of which together constitutes one instrument executed on the same date.

SECTION 4: Limited Amendment. Except as modified by this Amendment No. 2, all other terms and conditions of the Agreement remain in full force and effect. In the event of a conflict between this Amendment No. 2 and the Agreement, the provisions of this Amendment No. 2 shall control. [Signatures on next page]
95 2
65283.00302\40947692.2
IN WITNESS WHEREOF the parties hereto have executed this contract the day and year first hereinabove written.

CITY OF SANTA PAULA J. ARTHUR GUTIERREZ
Dan Singer J. ARTHUR GUTIERREZ
City Manager
ATTEST:

Julie Latshaw
City Clerk
APPROVED AS TO FORM:

Seth Merewitz
Acting City Attorney
96 EXHIBIT B
A. GUTIERREZ PSA &
AMENDMENT NO. 1
97 98
99 100
101
102
103
104
105
106
107
108
109
110
111
112
113
114
115
116
117
118
119
120
121
To: Honorable Mayor and Members of the City Council
From: Greg Barnes, Parks and Recreation Director
Subject: SPORTS PARK SPECIFIED GRANT FUNDS RESOLUTION NO. 7511 Date: April 17, 2024
Agenda Item: 9.G

CITY OF SANTA PAULA

MEMORANDUM
RECOMMENDATION:

Staff recommends that the City Council:

1. Adopt Resolution No. 7511 authorizing staff to submit a project application for the Specified Grant Funds Program.

BACKGROUND:

On November 13, 2023, Senator Limon and Assemblymember Bennett presented a ceremonial check to the City of Santa Paula in the amount of $1 million. These funds were secured through the Specified Grant Funding Program and are intended to be used towards additional park improvements as part of the Phase II build out of the Sports Park.

Phase I of the Sports Park is scheduled to be complete and available to the community this summer. Phase I includes approximately 27 acres of developed park space; amenities in the new park included basketball courts, a walking path, community garden space, playground, BBQ pavilions, athletic fields, a softball field, and an amphitheater.

Phase II anticipated improvements include - tennis/pickleball courts, sports lighting for the athletic fields/courts, turf and irrigation installation of the remaining 9+ acres, extending the existing walking path, and an additional restroom.

ANALYSIS:

The Specified Grant Funding Program is administered through the State of California Department of Parks and Recreation.

A resolution and project application must be submitted to the State Parks & Recreation Department prior to any work being initiated. The attached resolution provides assurances to the State of California of the City's commitment to utilize these funds appropriately and consistent with State labor and contracting standards.

STRATEGIC PLAN:
122
This item does not specifically address any of Council's current strategic goals. However, the completion of the Sports Park will double the current amount of park space available to Santa Paula residents.

FISCAL IMPACTS:

There is no match (cash or in-kind) required for this grant. Staff will return to Council upon approval of the project and contract agreement to amend the revenue and expenditure budget.

OPTIONS:

1. Adopt Resolution No. 7511 allowing staff to move forward and submit a project application for the Specified Grant Funding Program and enter into a contract with the State Department of Parks and Recreation.

2. Provide further direction to staff.

If no action is taken or the majority of Council does not adopt the resolution, staff will not be able to submit a project application and will not be able to execute a contract which will result in forfeiting the available funding.

ATTACHMENTS:

EXHIBIT A - RESOLUTION NO 7511.docx
123

EXHIBIT A
RESOLUTION NO. 7511
124
RESOLUTION NO. 7511

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA PAULA

APPROVING APPLICATION FOR SPECIFIED GRANT FUNDS FROM THE BUDGET ACT OF 2023, 19.561(68)(a) $1,000,000 FOR THE CITY OF SANTA PAULA FOR

IMPROVEMENTS TO THE SANTA PAULA CREEK SPORTS PARK
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 State Department of Parks and Recreation has been delegated the responsibility by the Legislature of the State of California for the administration of a grant to the City of Santa Paula, setting up necessary procedures governing application(s); and
B. The procedures established by the State Department of Parks and Recreation require the applicant’s Governing Body to certify by resolution the approval of the project application(s) before submission of said applications to the State; and
C. The City applicant will enter into a contract with the State of California to complete project(s);
SECTION 2: Approval. The City Council hereby approves the filing of a project application(s) for specified grant project(s); and

1. Certifies that said applicant has or will have available, prior to commencement of project work utilizing specified grant funds, sufficient funds, including those provided by this grant, to complete the project; and

2. Certifies that the applicant has reviewed, understands, and agrees to the General Provisions contained in the contract shown in this Procedural Guide; and

3. Delegates the authority to the City Manager, or designee to conduct all negotiations, sign and submit all documents, including, but not limited to applications, agreements, amendments, and payment requests, which may be necessary for the completion of the project scope(s); and

4. Agrees to comply with all applicable federal, state and local laws, ordinances, rules, regulations and guidelines.
125
PASSED AND ADOPTED this 17th day of April, 2024
_________________________
Leslie Cornejo, Mayor
ATTEST:
_________________________
Julie Latshaw, City Clerk
APPROVED AS TO FORM:
_________________________
Seth Merewitz, Acting City Attorney
APPROVED AS TO CONTENT:
_________________________
Dan Singer, City Manager
126
To: Honorable Mayor and Members of the City Council
From: Julie Latshaw, City Clerk
Subject: APPOINTMENTS TO COMMISSIONS AND COMMITTEES
Date: April 17, 2024
Agenda Item: 10.A

CITY OF SANTA PAULA

MEMORANDUM
RECOMMENDATION:

Staff Recommends that the City Council:

1. Appoint one applicant to the Parks and Recreation Commission.

Presented by: Julie Latshaw, City Clerk
BACKGROUND:

The City Clerk's office published Vacancy Notices for all open positions on Commissions, Committees and Boards, in the Santa Paula Times, city website and social media during the months of August 2023 through April 2024.

The City Council attended a Special meeting on April 17, 2024, at 4:00 p.m., holding applicant interviews.

Parks & Recreation to fill one vacancy for a three-year term (4/17/2024-4/17/2027).

Applicants: Chris Ines-Solis and Anna Varela. If one of the applicants are appointed, this committee will be filled. The next opening available for Parks & Recreation is 7/7/2024.

ANALYSIS:

None.

STRATEGIC PLAN:

This item is not a goal or objective in City Council’s two-year Strategic Plan, however, appointments to the Commissions, Committees and Boards described in this report assist in the furtherance of the Mission, Vision, and overarching categories and goals found within City Council’s two-year Strategic Plan.

FISCAL IMPACTS:

There are no associated fiscal impacts from this item.
127
OPTIONS:

The Council has the following available alternative option to Staff's Recommendation:

1. Decline to appoint one applicant; and

2. Direct staff to continue advertising for additional applicants.

ATTACHMENTS:
128
To: Honorable Mayor and Members of the City Council
From: James Mason, Community & Economic Development Director Subject: CITYWIDE WAYFINDING PROJECT UPDATE AND

RECOMMENDATIONS
Date: April 17, 2024
Agenda Item: 10.B

CITY OF SANTA PAULA

MEMORANDUM
RECOMMENDATION:

Staff recommends that the City Council:

Receive an update on the citywide wayfinding project identified by the city consultant, Hunt designs, and approve the design option recommendations of the Wayfinding Committee as described within this report.

Presented by: James Mason, Community & Economic Development Director BACKGROUND:

In September 2022 staff initiated a Request for Proposal (RFP) process to identify a design consultant to assist the city in developing a wayfinding program. Four firms were identified that had experience with wayfinding programs in California. In March 2023 the City established a Wayfinding Committee tasked with identifying a qualified design firm to develop and implement a comprehensive wayfinding solution. the Wayfinding Committee is comprised of representatives from the following groups: Senior Commission, Parks and Recreation Commission, Design Assistance Committee, Planning Commission, City Council, Chamber of Commerce, and the Property Business Improvement District (PBID. In June of 2023 the Wayfinding Committee interviewed the respondents to the RFP and selected Hunt Associates as the preferred consultant to develop a wayfinding program for the city.

Hunt Design has extensive experience in wayfinding design. The Committee appreciated their comprehensive understanding of the unique needs and characteristics of Santa Paula, and their innovative approach to creating visually engaging and user-friendly wayfinding systems.

The firm demonstrated a thorough understanding of the City's vision for the project and presented a detailed plan that aligns with Santa Paula's aesthetic, cultural, and historical context. Hunt has conducted similar wayfinding programs in more than 35 cities and districts in California. As part of their services Hunt will design city entry signage, vehicular directional signs, downtown pedestrian directory signs, downtown public parking directional signs, and a public service reader board.

ANALYSIS:
129
Following a city tour and several meetings with city staff, representatives from Hunt developed three design themes which were reviewed by the Wayfinding Committee on March 12. The three themes, which are identified as Craftsman, Victorian and Iconography are outlined in Attachment A - Concept Designs.

Following discussion with Hunt Associates, the review committee unanimously recommended that the City Council select the Craftsman style as the preferred design option. In addition, they recommended that the Iconography style be considered for incorporation into the Craftsman designs for future identification of key city points of interest (i.e. Airport, Historic Districts, Museum District, Downtown, Parks and neighborhoods). The committee expressed that the Craftsman and Iconography designs best emulated the character and style of Santa Paula and provided both a more cost effective and more readable option.

At this time, Council is asked to affirm or alter the Committee's recommendations so that planning on a new sign program can begin.

STRATEGIC PLAN:

The initiation of a comprehensive wayfinding program for the city will result in improvements that address the following strategic goals and objectives.

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.

Objective 2. Downtown beautification – Effectuate visual and physical improvements to the historic downtown corridor, to include public amenities, improved signage, façade improvements, and safety measures.

Metrics. 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. Schedule, milestones, projects (number of facades improved, number of wayfinding signs installed, etc.)
Objective 10 . Create a welcoming environment to attract “drive-by” or “pass-through” traffic by identifying or building out key locations, access points and traffic circle islands where murals, landscaping, wayfinding signage or decorative fencing can be utilized.

Metrics. Specific locations for improvements and related costs within the 2021-22 fiscal year.

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.

Objective 4 . Improve wayfinding signage throughout the City and SR126 to help guide visitors in a friendly and informative way.

Metrics. By Spring 2022 have a comprehensive wayfinding program defined with critical locations installed. The full program will expand as budget allows. 130
FISCAL IMPACTS:

Funding in the amount of $50,000 has been allocated from the American rescue Plan Act (ARPA) funds for the initial implementation of the wayfinding signage downtown, Broader implementation of the program, which will include entry monuments, citywide signage, key points of interest and neighborhoods will be subject to staff recommendations, and City Council approval for additions to the City's Capital Improvement Budget allocations.

OPTIONS:

As an alternative to Staff's recommendation, the City Council may:

1. Choose an alternative design; or

2. Choose not to move forward with a design option at this time, however, this may delay a significant strategy for improving the economic development and mobility within the city.

ATTACHMENTS:

Attachment A Santa Paula_Wayfinding Design Concepts.pdf 131

CONCEPT DESIGN
December 06, 2023

DOWNTOWN MASTER PLAN

FOR SIGNAGE & WAYFINDING
88 North Fair Oaks #105
Pasadena, CA 91103

HUNT DESIGN
132
LEGEND
Highway 126
Primary Roads
Secondary Roads/Alleys
Future/Optional Connections
Existing Mounuments
City-Owned Parking P

MAIN STREET
S 10TH STREET

HARVARD BOULEVARD

SANTA BARBARA STREET
7TH STREET
12TH STREET
P
P
P
P
P
PROJECT CLIENT DATE SHEET TITLE SHEET #
Downtown Master Plan for 2.0 Wayfinding and SignageCity of Santa Paula Dec 06, 2023 Concept Design 88 North Fair Oaks #105
Pasadena, CA 91103
626-793-7847 133
LEGEND
Highway 126
Primary Roads
Future/Optional Connections
Existing Mounuments
City-Owned Parking
Proposed Gateway Locations
P

MAIN STREET
S 10TH STREET

HARVARD BOULEVARD

SANTA BARBARA STREET
7TH STREET

PALM AVENUE
12TH STREET

FUTURE BRIDGE
P
P
P
P
P
PROJECT CLIENT DATE SHEET TITLE SHEET #
Downtown Master Plan for 3.0 Wayfinding and SignageCity of Santa Paula Dec 06, 2023 Concept Design 88 North Fair Oaks #105
Pasadena, CA 91103
626-793-7847 134
Vehicular
Directional Sign
Signs directing
drivers to destinations
Pedestrian
Directional Sign
Signs directing
walkers to
destinations.

Parking
Directional Sign
Signs directing
drivers to public
parking
Secondary
Maps
Secondary map
display of
local destinations
Post-Mounted
Gateway
Signs at selected district
or neighborhood entrances
Free-Standing
Gateway
Free-standing monuments
at selected district
or neighborhood entrances
Parking
Identification Sign
Signs identifying
public parking.

SIGN TYPE MENU Sign Type Menu
PROJECT CLIENT DATE SHEET TITLE SHEET #
Downtown Master Plan for 4.0 Wayfinding and SignageCity of Santa Paula Dec 06, 2023 Concept Design 88 North Fair Oaks #105
Pasadena, CA 91103
626-793-7847 135
Vehicular
Directional Sign
Signs directing
drivers to destinations
Pedestrian
Directional Sign
Signs directing
walkers to
destinations.

Parking
Directional Sign
Signs directing
drivers to public
parking
Secondary
Maps
Secondary map
display of
local destinations
Post-Mounted
Gateway
Signs at selected district
or neighborhood entrances
Free-Standing
Gateway
Free-standing monuments
at selected district
or neighborhood entrances
Parking
Identification Sign
Signs identifying
public parking.

SIGN TYPE MENU Sign Type Menu
PROJECT CLIENT DATE SHEET TITLE SHEET #
Downtown Master Plan for 5.0 Wayfinding and SignageCity of Santa Paula Dec 06, 2023 Concept Design 88 North Fair Oaks #105
Pasadena, CA 91103
626-793-7847 136
Destinations List
Destinations Character Count
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 23 24 25 26 27 28 CIVIC
City Hall C I T Y H A L L
Library L I B R A R Y
Post Office P O S T O F F I C E
PARKS
Veterans Memorial Park V E T E R A N S M E M O R I A L P A R K Ebell Park E B E L L P A R K
Harvest at Limoneira Regional Sports Park S P O R T S P A R K

ATTRACTIONS
Downtown D O W N T O W N
Historic Downtown H I S T O R I C D O W N T O W N
Art Museum A R T M U S E U M
Agriculture Museum A G R I C U L T U R E M U S E U M
Aviation Museum A V I A T I O N M U S E U M

TRANSPORTATION
Railroad Depot R A I L R O A D D E P O T
Airport A I R P O R T
Public Parking P U B L I C P A R K I N G
Highway 126 H I G H W A Y 1 2 6
Typically 12 - 15 characters per line
PROJECT CLIENT DATE SHEET TITLE SHEET #
Downtown Master Plan for 6.0 Wayfinding and SignageCity of Santa Paula Dec 06, 2023 Concept Design 88 North Fair Oaks #105
Pasadena, CA 91103
626-793-7847 137
Santa Paula Brand
PROJECT CLIENT DATE SHEET TITLE SHEET #
Downtown Master Plan for 7.0 Wayfinding and SignageCity of Santa Paula Dec 06, 2023 Concept Design 88 North Fair Oaks #105
Pasadena, CA 91103
626-793-7847 138
PROJECT CLIENT DATE SHEET TITLE SHEET #

HUNT DESIGN
88 N. Fair Oaks Ave #105
Pasadena, CA 91103 Hun
626.793.7847
t 1
2 3
4 Moodboard 3169 - Santa Paula City of Santa Paula Aug. 25, 2023 1.0 Santa Paula Iconography
PROJECT CLIENT DATE SHEET TITLE SHEET #
Downtown Master Plan for 8.0 Wayfinding and SignageCity of Santa Paula Dec 06, 2023 Concept Design 88 North Fair Oaks #105
Pasadena, CA 91103
626-793-7847 139

SANTA PAULA
Cocotte Regular
ABCDEFGHIJKLMNOPQRSTUVWXYZabcdefghijklmnopqrstuvwxyz

SANTA PAULA
Brumery Regular
ABCDEFGHIJKLMNOPQRSTUVWXYZabcdefghijklmnopqrstuvwxyz

SANTA PAULA
Centra No2
ABCDEFGHIJKLMNOPQRSTUVWXYZabcdefghijklmnopqrstuvwxyz

SANTA PAULA
Clearview Highway
ABCDEFGHIJKLMNOPQRSTUVWXYZabcdefghijklmnopqrstuvwxyz
PROJECT CLIENT DATE SHEET TITLE SHEET #
Downtown Master Plan for 9.0 Wayfinding and SignageCity of Santa Paula Dec 06, 2023 Concept Design 88 North Fair Oaks #105
Pasadena, CA 91103
626-793-7847 140
CONCEPT 1- CRAFTSMAN
PROJECT CLIENT DATE SHEET TITLE SHEET #
Downtown Master Plan for 10.0 Wayfinding and SignageCity of Santa Paula Dec 06, 2023 Concept Design 88 North Fair Oaks #105
Pasadena, CA 91103
626-793-7847 141
Concept 1 - Craftsman The Craftsman Style is a design aesthetic that gained popularity in the U.S. in the late 19th century through the early 20th century. The style's signature use of natural materials and stylized motifs referencing nature give it a warm and inviting look. The Concept 1 signs express the Craftsman style in their use of natural wood, stone and decorative tile.

PROJECT CLIENT DATE SHEET TITLE SHEET #
Downtown Master Plan for 11.0 Wayfinding and SignageCity of Santa Paula Dec 06, 2023 Concept Design 88 North Fair Oaks #105
Pasadena, CA 91103
626-793-7847 142
Concept 1 - Craftsman
Free-Standing Gateway
Santa
Paula
City of
Santa
Paula
Santa
Paula
City of
Santa
Paula
*Context photos for design reference only. Does not represent proposed sign location S
A
N
T
A
P
A
U
L
A
PROJECT CLIENT DATE SHEET TITLE SHEET #
Downtown Master Plan for 12.0 Wayfinding and SignageCity of Santa Paula Dec 06, 2023 Concept Design 88 North Fair Oaks #105
Pasadena, CA 91103
626-793-7847 143
Concept 1 - Craftsman
Post-Mounted Gateway
S
A
N
T
A
P
A
U
L
A

SANTA PAULA
*Context photos for design reference only. Does not represent proposed sign location

DOWNTOWN
S
A
N
T
A
P
A
U
L
A
PROJECT CLIENT DATE SHEET TITLE SHEET #
Downtown Master Plan for 13.0 Wayfinding and SignageCity of Santa Paula Dec 06, 2023 Concept Design 88 North Fair Oaks #105
Pasadena, CA 91103
626-793-7847 144
Concept 1 - Craftsman
Vehicular Directional
Santa Paula
Ebell Park
Downtown
Parking
Airport
Highway
Library
P
Santa Paula
Ebell Park
Downtown
Parking
Airport
Highway
Library
*Context photos for design reference only. Does not represent proposed sign location PROJECT CLIENT DATE SHEET TITLE SHEET #
Downtown Master Plan for 14.0 Wayfinding and SignageCity of Santa Paula Dec 06, 2023 Concept Design 88 North Fair Oaks #105
Pasadena, CA 91103
626-793-7847 145
Concept 1 - Craftsman
Parking Signage
PPublic Parking
PPublic Parking
*Context photos for design reference only. Does not represent proposed sign location P
P
PROJECT CLIENT DATE SHEET TITLE SHEET #
Downtown Master Plan for 15.0 Wayfinding and SignageCity of Santa Paula Dec 06, 2023 Concept Design 88 North Fair Oaks #105
Pasadena, CA 91103
626-793-7847 146
Concept 1 - Craftsman
Free-Standing
Gateway
Free-standing monuments
at selected district
or neighborhood entrances Santa Paula
City of
Santa
Paula
Post-Mounted
Gateway
Signs at selected district
or neighborhood entrances
Vehicular
Directional Sign
Signs directing
drivers to destinations
Parking
Directional Sign
Signs directing drivers
to public parking
Santa Paula
Ebell Park
Downtown
Airport
Highway
Library
S
A
N
T
A
P
A
U
L
A
Santa
Paula
PPublic Parking

SANTA PAULA

DOWNTOWN
P
PROJECT CLIENT DATE SHEET TITLE SHEET #
Downtown Master Plan for 16.0 Wayfinding and SignageCity of Santa Paula Dec 06, 2023 Concept Design 88 North Fair Oaks #105
Pasadena, CA 91103
626-793-7847 147
CONCEPT 2- VICTORIAN
PROJECT CLIENT DATE SHEET TITLE SHEET #
Downtown Master Plan for 17.0 Wayfinding and SignageCity of Santa Paula Dec 06, 2023 Concept Design 88 North Fair Oaks #105
Pasadena, CA 91103
626-793-7847 148
Concept 2 - Victorian A number of Santa Paula's historic buildings are fine examples of Victorian architecture which gained popularity in the late 19th and early 20th centuries. With its use of decorative iron work and intricate detailing, the Victorian revival style celebrates ornate ornamentation.

The Concept 2 signs celebrate the iron work and detailing associated with the Victorian style and add an historic character to the sign system.

PROJECT CLIENT DATE SHEET TITLE SHEET #
Downtown Master Plan for 18.0 Wayfinding and SignageCity of Santa Paula Dec 06, 2023 Concept Design 88 North Fair Oaks #105
Pasadena, CA 91103
626-793-7847 149
Concept 2 - Victorian
Free-Standing Gateway
*Context photos for design reference only. Does not represent proposed sign location Santa
Paula SANTA
PAULA
CITY OF Santa
Paula
Santa
Paula
Santa
Paula
PROJECT CLIENT DATE SHEET TITLE SHEET #
Downtown Master Plan for 19.0 Wayfinding and SignageCity of Santa Paula Dec 06, 2023 Concept Design 88 North Fair Oaks #105
Pasadena, CA 91103
626-793-7847 150
Concept 2 - Victorian
Post-Mounted Gateway
*Context photos for design reference only. Does not represent proposed sign location

DOWNTOWN

SANTA PAULA

THE OAKS

SANTA PAULA

THE OAKS

SANTA PAULA

DOWNTOWN

SANTA PAULA
PROJECT CLIENT DATE SHEET TITLE SHEET #
Downtown Master Plan for 20.0 Wayfinding and SignageCity of Santa Paula Dec 06, 2023 Concept Design 88 North Fair Oaks #105
Pasadena, CA 91103
626-793-7847 151
Santa Paula
Ebell Park
Downtown
Parking
Airport
Highway
Library
P
Concept 2 - Victorian
Vehicular Directional
*Context photos for design reference only. Does not represent proposed sign location Santa Paula
Ebell Park
Downtown
Parking
Airport
Highway
Library
P
PROJECT CLIENT DATE SHEET TITLE SHEET #
Downtown Master Plan for 21.0 Wayfinding and SignageCity of Santa Paula Dec 06, 2023 Concept Design 88 North Fair Oaks #105
Pasadena, CA 91103
626-793-7847 152
Concept 2 - Victorian
Parking Signage
Public Parking
*Context photos for design reference only. Does not represent proposed sign location Public Parking
PROJECT CLIENT DATE SHEET TITLE SHEET #
Downtown Master Plan for 22.0 Wayfinding and SignageCity of Santa Paula Dec 06, 2023 Concept Design 88 North Fair Oaks #105
Pasadena, CA 91103
626-793-7847 153
Concept 2 - Victorian
Free-Standing
Gateway
Free-standing monuments
at selected district
or neighborhood entrances
Post-Mounted
Gateway
Signs at selected district
or neighborhood entrances
Vehicular
Directional Sign
Signs directing
drivers to destinations
SANTA
PAULA
CITY OF Santa
Paula

DOWNTOWN

SANTA PAULA

THE OAKS

SANTA PAULA

THE OAKS

SANTA PAULA
Parking
Directional Sign
Signs directing drivers
to public parking
Santa Paula Public Parking
Ebell Park
Downtown
Airport
Highway
Library
PROJECT CLIENT DATE SHEET TITLE SHEET #
Downtown Master Plan for 23.0 Wayfinding and SignageCity of Santa Paula Dec 06, 2023 Concept Design 88 North Fair Oaks #105
Pasadena, CA 91103
626-793-7847 154
CONCEPT 3- ICONOGRAPHY
PROJECT CLIENT DATE SHEET TITLE SHEET #
Downtown Master Plan for 24.0 Wayfinding and SignageCity of Santa Paula Dec 06, 2023 Concept Design 88 North Fair Oaks #105
Pasadena, CA 91103
626-793-7847 155
Concept 3 - Graphic During the late 1930's and early 1940's the W.P.A. commissioned tens of thousands posters to promote, among other things, travel and tourism. The method of printing the posters led to a style of simple, graphic shapes and bold use of color. Today, the style has a slightly nostalgic feel, but still captures the excitement of travel and exploration. The Concept 3 signs borrow from this design style to celebrate Santa Paula and honor its historic character.

PROJECT CLIENT DATE SHEET TITLE SHEET #
Downtown Master Plan for 25.0 Wayfinding and SignageCity of Santa Paula Dec 06, 2023 Concept Design 88 North Fair Oaks #105
Pasadena, CA 91103
626-793-7847 156
INCORPORATED 1902

SANTA PAULA
INCORPORATED 1902

AIRPORT

SANTA PAULA

HISTORIC DISTRICT

AIRPORT SANTA PAULA

HOME OF SANTA PAULA

SANTA CLARA

RIVER VALLEY
INCORPORATED 1902

AIRPORT

SANTA PAULA
Concept - Graphic
District Concept Sketches
PROJECT CLIENT DATE SHEET TITLE SHEET #
Downtown Master Plan for 26.0 Wayfinding and SignageCity of Santa Paula Dec 06, 2023 Concept Design 88 North Fair Oaks #105
Pasadena, CA 91103
626-793-7847 157
Concept 3 - Graphic
Horizontal Gateway
City of Santa Paula
City of Santa Paula
PROJECT CLIENT DATE SHEET TITLE SHEET #
Downtown Master Plan for 27.0 Wayfinding and SignageCity of Santa Paula Dec 06, 2023 Concept Design 88 North Fair Oaks #105
Pasadena, CA 91103
626-793-7847 158
Concept 3 - Graphic
Vertical Gateway
Santa Paula City of
Santa Paula City of
*Context photos for design reference only. Does not represent proposed sign location PROJECT CLIENT DATE SHEET TITLE SHEET #
Downtown Master Plan for 28.0 Wayfinding and SignageCity of Santa Paula Dec 06, 2023 Concept Design 88 North Fair Oaks #105
Pasadena, CA 91103
626-793-7847 159
Concept 3 - Graphic
Verhicular Directional
City of Santa Paula
Ebell Park
Downtown
Parking
Airport
Highway
Library
P
*Context photos for design reference only. Does not represent proposed sign location City of Santa Paula
Ebell Park
Downtown
Parking
Airport
Highway
Library
P
PROJECT CLIENT DATE SHEET TITLE SHEET #
Downtown Master Plan for 29.0 Wayfinding and SignageCity of Santa Paula Dec 06, 2023 Concept Design 88 North Fair Oaks #105
Pasadena, CA 91103
626-793-7847 160
Concept 3 - Graphic
Parking Signage
Public Parking
P P
*Context photos for design reference only. Does not represent proposed sign location P
Public Parking
P
PROJECT CLIENT DATE SHEET TITLE SHEET #
Downtown Master Plan for 30.0 Wayfinding and SignageCity of Santa Paula Dec 06, 2023 Concept Design 88 North Fair Oaks #105
Pasadena, CA 91103
626-793-7847 161
Concept 3 - Graphic
Horizontal Gateway
Free-standing monuments
at selected district
or neighborhood entrances
Vertical Gateway
Signs at selected district
or neighborhood entrances
Vehicular
Directional Sign
Signs directing
drivers to destinations
Parking
Directional Sign
Signs directing drivers
to public parking
Santa Paula City of
City of Santa Paula
Ebell Park
Downtown
Parking
Airport
Highway
Library
P
Public Parking
P P
City of Santa Paula
PROJECT CLIENT DATE SHEET TITLE SHEET #
Downtown Master Plan for 31.0 Wayfinding and SignageCity of Santa Paula Dec 06, 2023 Concept Design 88 North Fair Oaks #105
Pasadena, CA 91103
626-793-7847 162
Concept 3 - Graphic
Horizontal Gateway
Free-standing monuments
at selected district
or neighborhood entrances
Vertical Gateway
Signs at selected district
or neighborhood entrances
Vehicular
Directional Sign
Signs directing
drivers to destinations
Parking
Directional Sign
Signs directing drivers
to public parking
Santa Paula City of
City of Santa Paula
Ebell Park
Downtown
Parking
Airport
Highway
Library
P
Public Parking
P P
City of Santa Paula
Concept 2 - Victorian
Free-Standing
Gateway
Free-standing monuments
at selected district
or neighborhood entrances
Post-Mounted
Gateway
Signs at selected district
or neighborhood entrances
Vehicular
Directional Sign
Signs directing
drivers to destinations
SANTA
PAULA
CITY OF Santa
Paula

DOWNTOWN

SANTA PAULA

THE OAKS

SANTA PAULA

THE OAKS

SANTA PAULA
Parking
Directional Sign
Signs directing drivers
to public parking
Santa Paula Public Parking
Ebell Park
Downtown
Airport
Highway
Library
Free-Standing
Gateway
Free-standing monuments
at selected district
or neighborhood entrances Santa Paula
City of
Santa
Paula
Post-Mounted
Gateway
Signs at selected district
or neighborhood entrances
Vehicular
Directional Sign
Signs directing
drivers to destinations
Parking
Directional Sign
Signs directing drivers
to public parking
Santa Paula
Ebell Park
Downtown
Airport
Highway
Library
S
A
N
T
A
P
A
U
L
A
Santa
Paula
PPublic Parking

SANTA PAULA

DOWNTOWN
P
Concept 1- Craftsman
Concept 2- Victorian
Concept 3- Iconography
PROJECT CLIENT DATE SHEET TITLE SHEET #
Downtown Master Plan for 32.0 Wayfinding and SignageCity of Santa Paula Dec 06, 2023 Concept Design 88 North Fair Oaks #105
Pasadena, CA 91103
626-793-7847 163
Free-Standing
Gateway
Free-standing monuments
at selected district
or neighborhood entrances Santa Paula
City of
Santa
Paula
Post-Mounted
Gateway
Signs at selected district
or neighborhood entrances
Vehicular
Directional Sign
Signs directing
drivers to destinations
Parking
Directional Sign
Signs directing drivers
to public parking
Santa Paula
Ebell Park
Downtown
Airport
Highway
Library
S
A
N
T
A
P
A
U
L
A
Santa
Paula
PPublic Parking

SANTA PAULA

DOWNTOWN
P
PROJECT CLIENT DATE SHEET TITLE SHEET #
Downtown Master Plan for 16.0 Wayfinding and SignageCity of Santa Paula Dec 06, 2023 Concept Design 16 88 North Fair Oaks #105
Pasadena, CA 91103
626-793-7847
Concept 3 - Graphic
Horizontal Gateway
Free-standing monuments
at selected district
or neighborhood entrances
Vertical Gateway
Signs at selected district
or neighborhood entrances
Vehicular
Directional Sign
Signs directing
drivers to destinations
Parking
Directional Sign
Signs directing drivers
to public parking
Santa Paula City of
City of Santa Paula
Ebell Park
Downtown
Parking
Airport
Highway
Library
P
Public Parking
P P
City of Santa Paula
PROJECT CLIENT DATE SHEET TITLE SHEET #
31 h Ok
Concept 2 - Victorian
Free-Standing
Gateway
Free-standing monuments
at selected district
or neighborhood entrances
Post-Mounted
Gateway
Signs at selected district
or neighborhood entrances
Vehicular
Directional Sign
Signs directing
drivers to destinations
SANTA
PAULA
CITY OF Santa
Paula

DOWNTOWN

SANTA PAULA

THE OAKS

SANTA PAULA

THE OAKS

SANTA PAULA
Parking
Directional Sign
Signs directing drivers
to public parking
Santa Paula Public Parking
Ebell Park
Downtown
Airport
Highway
Library
PROJECT CLIENT DATE SHEET TITLE SHEET #
Downtown Master Plan for 23.0 Wayfinding and SignageCity of Santa Paula Dec 06, 2023 Concept Design 23 88 North Fair Oaks #105
Pasadena, CA 91103
626-793-7847
$17,000-$25,000 $19,000-$28,000 $15,000-$23,000 $12,000-$18,000 $4,000-$7,000 $3,500-$5,500 $22,000-$32,000 $16,000-$22,000
$20,000-$30,000 $18,000-$25,000 $3,000-$5,000 $2,800-$4,800 $4,000-$6,000 $5,500-$8,500 $6,000-$10,000 $5,000-$8,000 $2,700-$3,500 $3,500-$6,000
164
To: Honorable Mayor and Members of the City Council
From: Clete Saunier, Public Works Director
Subject: ADVANCED WATER TREATMENT FACILITY DESIGN REFINEMENT STUDY
Date: April 17, 2024
Agenda Item: 10.C

CITY OF SANTA PAULA

MEMORANDUM
RECOMMENDATION:

Staff recommends that the City Council:

1. Receive and file the Advanced Water Treatment Facility Design Refinement Study and direct staff to proceed with the recommended “Phased Project” approach.

2. Direct staff to work with MKN & Associates and return to Council with a proposal for performing necessary design modifications for a “Phased Project” implementation of the Advanced Water Treatment Facility Project.

Prepared by:

Eileen Shields, PE, MKN & Associates
Michael Nunley, PE, MKN & Associates
BACKGROUND:

The Water Recycling Facility (WRF) was completed in 2010 and operates under a permit from the Los Angeles Regional Water Quality Control Board (LARWQCB) to discharge treated wastewater. The permit was amended in May 2022 (Waste Discharge Requirements R4- 2018-0022-A1). The permit requires that chloride concentration in the effluent discharge be less than 110 milligrams per liter (mg/L) to meet a groundwater quality objective of 110 mg/L.

Historically, the discharge has exceeded this limit, and the City received a Cease and Desist Order (CDO) for the WRF in February 2018 (CDO R4-2018-0023-A1, amended in May 2022) requiring the discharge be brought into compliance. The CDO allows ten years for the City to achieve full compliance with the effluent chloride limit by February 8, 2028.

Over the last several years, chloride concentrations at the WRF have been dropping near, and in some cases below, the 110 mg/L concentration requirement. Exhibit A presents a chart showing more than 12 years of average monthly chloride concentrations in the WRF treated effluent between January 2012 and February 2024.

The City has been preparing to construct the Advanced Water Treatment Facility (AWTF) to meet chloride limits at an anticipated capital cost of over $20 Million and an anticipated 165
operating and maintenance cost of over $1 Million annually. It has been important to understand whether the long-term trend of decreasing chloride concentrations in WRF effluent is likely to continue or if future concentrations cannot predictably stay below the effluent limit.

This trend could affect the need, or at a minimum, the design criteria for the AWTF.

In November 2022, City staff presented the Wastewater System Collection System Chloride Source Evaluation technical memorandum (TM). The TM summarized a study conducted by the City, Ventura Regional Sanitation District (VRSD), and MKN. The objective of the study was to evaluate concentrations of chloride in Santa Paula’s wastewater collection system in an attempt to identify potential sources, consider potential source control measures, and estimate whether the downward trend in chloride concentration is likely to continue. While the sampling program could not confirm the cause of reduction in chloride levels, it indicated collection system conditions will drive WRF effluent chloride concentrations. City Council directed staff to request an extension to the interim milestones of the CDO to continue studying the collection system chloride levels and evaluate the potential for the WRF to meet the chloride limits without the AWTF Project.

At the February 15, 2023 City Council meeting, City Council received an update on the wastewater chloride source study, considered options moving forward, and directed staff to develop a Chloride Source Identification Study to explore chloride reduction strategies with an estimated cost of $130,000 - $200,000. The detailed scope for the chloride study and cost of just under $131,000 was authorized in May. Sampling was conducted in June & July 2023.

At the November 15, 2023 City Council meeting, City Council received a report on the Draft Wastewater Chloride Source Identification Study. The Santa Paula Chloride Source Evaluation, conducted by Larry Walker Associates, aimed to identify sources of chloride impacting the Santa Paula Water Reclamation Facility. Initial efforts from the sampling conducted between April and September 2022 pointed to potential sources such as selfregenerating water softeners, water supply, residential and commercial water use. Subsequent investigations at nine strategic locations in June and July 2023 revealed major contributors in Central Santa Paula, Western Santa Paula, and downstream of Central Santa Paula on Acacia Road. These areas, particularly upstream of Site 19, within Western Santa Paula, and upstream of Site 7, were identified as focus areas for potential future chloride control strategies. The study recommended additional sampling at specific locations to confirm chloride sources, assess the feasibility of source control efforts, and determine where such efforts should be concentrated.

The November 15
th report provided three options for moving forward, including 1) pausing the bid process for the AWTF and continuing the chloride study, 2) ending the chloride study and moving forward with the AWTF bid process using the current design, or 3) pausing the AWTF bid process and performing a design refinement study for the AWTF while continuing the chloride study concurrently. The third option was recommended by City staff and, after discussion and consideration, City Council directed staff to move forward with Option 3.

At the December 6, 2023 City Council meeting, City Council authorized MKN & Associates, Inc., (MKN) the AWTF Project Manager and Design Engineer, to perform the AWTF Design Refinement Study and to perform a second phase of the Chloride Study in conjunction with VRSD and Larry Walker Associates.

Status of Chloride Study
166
As approved by City Council, VRSD has been working with a subconsultant to install flow meters and automatic samplers in the wastewater collection system to inform the ongoing chloride study. The effort has been delayed due to substantial wet weather and unforeseen equipment problems. The samplers and flow meters were installed the week of March 25 th,
resulting in a delay to the Chloride Study. An update to City Council is anticipated in May or June 2024.

When the Chlorides Study began, in the spring of 2022, the WRF effluent chloride concentrations had been at or below the 110 mg/L effluent limits for several months (Exhibit A). Between July 2021 and September 2022 (fifteen months), the effluent limit was met for all but one month. However, WRF effluent chloride concentrations have exceeded the 110 mg/L effluent limit since October 2022, averaging 118 mg/L, until most recently. In February 2024, the concentration was 107.3 mg/L.

The Chloride Study may identify industrial dischargers that are contributing high chlorides to the collection system. However, the City may not be able to find and then enforce chloride limits on those dischargers in a timely manner or to an extent that would eliminate the need for any chloride removal at the WRF. Successfully identifying industrial dischargers could reduce the operating and maintenance expenses for the new AWTF and that is the most likely outcome. Given the amount of time required to update the design plans as discussed in the following section, and the need to meet the timeline required in the CDO, it is recommended that design proceed concurrent to the Chloride Study. Any results and recommendations from the Study would be available for City Council to consider before authorizing the project for construction bids and before the City would need to commit construction funds, providing some flexibility if significant industrial dischargers are identified.

AWTF Design Refinement Study
MKN completed the Draft AWTF Design Refinement Study (“Draft Study” - Exhibit B). The scope of work is briefly summarized below:

Evaluate current water quality, review existing design criteria and update as needed, and evaluate design flexibility for changing water quality; and Evaluate construction phasing and consider design optimizations, including coordination with equipment vendors.

The Draft Study is attached. The following options were evaluated/re-evaluated to recommend the most beneficial option to the City and are described in the Study. Options to improve source water quality and to treat or blend WRF effluent were considered as described below:

Phased Installation of New AWTF Improvements (“Phased Project”); Advanced Treatment of the City’s Potable Water;
Blending WRF Effluent with Lower Chloride Water; and
Future Recycled Water Use.

ANALYSIS:

The Draft Study concluded that a “Phased Project” approach, which would including developing a 500 gallon per minute (GPM) project that could be upgraded to a 1,000 GPM system in the future, is recommended to provide flexibility, cost savings, and adaptability to changing demands over time. The Phased Project is recommended to maintain flexibility to 167
adapt to future conditions while realizing the cost benefits of not installing infrastructure until it is needed. Concurrently, continued close monitoring of the chloride concentrations is recommended to ensure they remain within manageable limits. Additionally, continuation of the Chloride Study is recommended to search for any identifiable and controllable excessive chloride discharges in the collection system. This dual approach ensures immediate compliance efforts are complemented by long-term preventive measures, thereby enhancing the project's effectiveness in safeguarding water quality and potentially saving the City's longterm operating and maintenance costs.

Benefits of the Phased Project are described below:

Reduced Initial Capital Expenditure: By starting with a 500-GPM system and expanding as needed, the City can significantly lower initial investment costs compared to installing a full 1,000-GPM capacity upfront, for an estimated capital cost savings of approximately $2,000,000. This staged investment aligns spending with actual demand, improving cash flow and reducing financial strain.

Flexibility and Scalability: The phased design allows for adding capacity in response to actual growth in demand. This adaptability can lead to cost savings by avoiding overinvestment in unused capacity and taking advantage of future technological improvements that may be more efficient or less expensive.

Operational Efficiency: Starting with a smaller scale can help optimize operations and identify efficiencies, potentially lowering operating costs before scaling up. This approach also allows for adjustments based on real-world performance data, ensuring the system operates as efficiently as possible.

Annual Operational Cost Saving: By adopting a phased approach to the AWTF deployment, the estimated annual savings totals approximately $585,000 across various operational domains. This includes a reduction in maintenance and brine disposal costs, power cost savings primarily achieved through the use of smaller, energy-efficient pumps for Phase 1; and lower chemical usage. It's important to note that these estimates could vary depending on the level of chloride concentrations encountered during operation, which may affect both chemical usage and treatment processes.

While phasing offers flexibility for the project, the following disadvantages underscore the importance of thorough planning, risk management, and stakeholder engagement to mitigate potential negative impacts.

Increased Overall Cost: Phasing can lead to higher total project costs. Splitting a project into phases results in some duplicated efforts, such as mobilization and demobilization costs and administrative expenses, and often results in higher costs for the deferred materials and labor due to inflation or market changes. Additionally, equipment, such as some of the pumps, will need to be replaced for Phase 2. However, pumps are wearable equipment, often with typical 10- to 15-year replacement cycles.

Based on the budgetary quotes from Gradiant, assuming Phase 2 is constructed in 2040, the additional advanced treatment equipment is estimated to cost approximately $2.9M, assuming an annual inflation rate of 2.5%.

Integration Challenges: With technology and standards evolving, it’s possible to have 168
compatibility issues between phases. Equipment or systems designed and installed in different phases may face integration challenges, possibly leading to additional costs for modifications or upgrades.

Funding and Budgeting Uncertainty: Securing funding for all phases requires advanced planning. The future costs of the equipment can be difficult to estimate due to uncertainty in inflation, materials availability, and bid environments. However, if constructed in 2040, Phase 2 is estimated to cost approximately $2.9M. The City secured a State Revolving Fund (SRF) loan for the original project. According to the State Water Resources Control Board (State Board) staff, the SRF loan can be utilized for the Phase 1 Project, but the City would need to reapply for SRF funding for the Phase 2 Project.

In conclusion, the Phased Project approach offers a balanced, strategic method to manage chloride concentrations effectively. The anticipated risks and disadvantages can be balanced with advanced planning for funding and through careful considerations during design.

If City Council desires to move forward with modifying the existing WRF AWTF design to implement the Phased Project, the following implementation plan summarizes the anticipated schedule for the phased design, construction, and startup. The City would need to complete project construction, startup and commissioning by February 8, 2028 to meet the CDO requirements. As shown below, if City Council authorizes development of the Phased Project by May 2024, design and construction could be completed by May 2027. This would allow the City to meet the CDO milestone dates as detailed below.

1. Design and Engineering of AWTF Modifications (9 – 12 months):

Prepare preliminary engineering report for the Phase one (1) 500-GPM AWTF. The preliminary engineering will provide the detailed design criteria for the various AWTF systems.

Prepare revised engineering drawings, specifications, and procurement documents for Phase 1 construction.
2: Construction and Installation (20 – 24 months):

Competitive bidding process for construction contract.

Award contract and oversee the construction and installation of the Phase 1 AWTF.

Conduct startup and system testing of the installed systems to ensure they meet design specifications and water quality standards.

Officially commission the AWTF and begin initial operation, monitoring system performance closely.
3: Evaluation and Expansion Planning (ongoing evaluation with expansion planning starting after one year of operation):

Assess the performance of the Phase 1 AWTF, including water quality improvements, operational efficiency, and cost-effectiveness.

The plan for Phase 2 is based on actual flows and loadings, technological advancements, and lessons learned from Phase 1. Develop flow and chloride concentration triggers for the planning, design, and financing for Phase 2. 169
Los Angeles Regional Water Quality Control Board
On March 13, 2023, City staff sent a letter to the Los Angeles Regional Water Quality Control Board (LARWQCB) to provide an update on the City’s current status with the WRF Cease and Desist Order, the AWTF Project, the CWSRF loan, and the chloride study. The letter provided the LARWQCB with an update on the AWTF Project and Cease and Desist Order, indicates the City’s intentions to comply with permit requirements, and explained why the City elected to delay the AWTF Project bid in order to further study wastewater collection system chlorides. In June/July, the City received a response from the LARWQCB, indicating they would not extend the interim milestones, that the City had sufficient time to study chlorides in the collection system. MKN collaborated with City staff to prepare a letter to the LARWQCB to provide an update on the City’s Collection System Source Identification Chloride Study, the status of the AWTF Project with respect to the City Council’s November 2023 direction, and to reiterate a request for extension and or leniency on the interim milestones. Staff submitted the letter on December 11, 2023, and have not yet received a response.

If City Council agrees to implement the Phased Project, City staff and consultants will notify RWQCB staff. Although interim milestones of the CDO have been missed, the schedule for these were tied to the final funding agreement, which was received and executed later than anticipated, penalties for missing interim milestones are discretionary. City staff have closely communicated with RWQCB staff throughout the planning and design process to communicate reasoning for the City’s project decisions and strong intent to meet the final effluent deadline requirement (110 mg/L chloride by February 8, 2028). The Phased Project will meet the CDO final effluent deadline. Ongoing schedule updates will be provided to RWQCB staff as the project moves forward.

STRATEGIC PLAN:

The Project supports the currently adopted Strategic Plan in achieving the following goals:

Infrastructure, Transportation & Mobility
Goal: Maintain and develop the City’s infrastructure to be safe, sustainable, innovative and cost-efficient. The “Phased Project” implementation of the Advanced Water Treatment Facility Project has the potential to reduce future WRF capital and operating costs for all residents.

FISCAL IMPACTS:

Costs are anticipated to range from $800,000 to $1.2M for the redesign to the Phase 1 AWTF.

Potential cost savings from reduced capital and operating costs are approximately $585,000 per year. If chloride concentrations exceed the limits, capital and operating costs for the AWTF could be incurred and may be higher due to cost escalation or higher financing costs. Phase 1 of the project will be funded using the SRF Loan the City has already secured. The SRF loan agreement may need to be adjusted once bids are received and total project costs are updated. The Agreement establishes the loan amount and contains deadlines for completion of construction and the final reimbursement request. Additionally, the loan agreement is based on a thorough application with design, financing, environmental, and legal packages.

Therefore, if Phase 2 is implemented in the future, the existing State Revolving Fund Loan could not be used for that project and the City would need to submit another application for funding from this program.
170
OPTIONS:

The Council has the following available alternative options to Staff's recommendations:

1. Do not approve the above recommended actions, and direct staff to pursue the original, "un-phased" construction of the AWTF. This action could result in the completion of a facility that is more costly and overdesigned than what is necessary to effectively treat and reduce current and projected chloride concentrations.

2. Do not approve the above recommended actions and request staff to return with an alternative approach. This may result in further delaying AWTF construction and the levying of fines from LARWQCB for not meeting chloride reduction milestones as established in the Cease and Desist Order.

ATTACHMENTS:

EXHIBIT A - SPWRF Effluent Chloride Concentrations.pdf
EXHIBIT B - Santa Paula AWTF Design Refinement Study.pdf 171

EXHIBIT A
WRF Effluent Average Monthly Chloride Concentrations
172
0 20406080
100120140160180
Jan‐12 Jan‐13 Jan‐14 Jan‐15 Jan‐16 Jan‐17 Jan‐18 Jan‐19 Jan‐20 Jan‐21 Jan‐22 Jan‐23 Jan‐24 Chloride Concentration (mg/L)
Santa Paula WRF Average Monthley Effluent Chloride Concentrations (Jan 2012 ‐ Feb 2024) 173

EXHIBIT B
Santa Paula AWTF Design Refinement Study
174

DRAFT TECHNICAL MEMORANDUM
To: Clete Saunier, Public Works Director
City of Santa Paula
From: Eileen Shields, PE – Operations Manager | MKN & Associates, Inc.

Kevin Saleh, PE – Principal Engineer | MKN & Associates, Inc.

Date: 3/29/2024
Re: Santa Paula Advanced Water Treatment Facility Design Refinement Study

1.0 Background and Objectives
The City of Santa Paula (City) Water Recycling Facility (WRF) has treated the City’s wastewater since May 13, 2010. The WRF is designed to treat up to an average day flow (ADF) of 3.4 million gallons per day (MGD) and is expandable to treat up to 4.2 MGD (ADF).

The facility discharges treated effluent to percolation ponds, where the water infiltrates the ground and mixes with groundwater underneath. The treated effluent meets the permit requirements from the Los Angeles Regional Water Quality Control Board (LARWQCB; Waste Discharge Requirements (WDR), No. R4-2018- 0023-A01, amendment May 2022), except the requirement for effluent chloride concentration. A Cease-andDesist Order (CDO) was issued by the LARWQCB in February 2018, which mandates a compliance schedule for chloride concentration in the WRF-treated effluent. The CDO established a ten-year compliance timeline, during which the City must meet interim milestones towards compliance and show a reduction in chloride concentrations through interim chloride limits. The interim chloride limits are listed in Table 1-1. 175
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Table 1-1: CDO No. R4-2018-0023-A01, Table 3 – Interim Chloride Limitations Effluent Limitation
(Monthly Average)0 Mass Reduction
Groundwater
Limitation
(Monthly Average) Deadline
2,479 lbs/day1 0% 136 mg/l2 February 8, 2018
2,231 lbs/day1 10% 136 mg/l2 February 8, 2020
1,983 lbs/day5,6 20% 136 mg/l2 February 8, 2021
1,983 lbs/day 20% 136 mg/l4 July 1, 2022
110 mg/l3 Not Applicable 129 mg/l4 March 30, 2025
110 mg/l3 Not Applicable 114 mg/l4 February 8, 2027
Notes:

0. Monthly Average except as noted.

1. Based on the City’s Chloride Load Reduction Milestones dated August 8, 2017.

2. Based on the 95th percentile of chloride effluent concentrations during the implementation of the Self-Regenerating Water Softeners (SRWS) Buyback Program from October 2015 to September 2017.

3. The concentration-based effluent limitation is based on the groundwater quality objective in the Santa Paula Groundwater Basin west of the Peck Road Spreading Basin. The deadline is December 30, 2024, for the completion of the construction of the reverse osmosis unit and a 90-day optimization period.

4. The change in the groundwater concentration is not expected to be immediate.

5. Based on paragraph No. 4.D, the City cannot consistently comply with the effluent limitation on a monthly basis due to a lack of flow control measures that would have been in place with the recycled water project.

6. Compliance with the effluent limitation is based on a 12-month running average of the monthly average values. For example, to comply with the interim limit of 1,983 lbs/day for July 1, 2022, the average of the 12 monthly average values reported from July 2021 to June 2022 must be no greater than 1,983 lbs/day.

The City has met each interim effluent limit to date and has been below the current effluent limit of 1,983 pounds per day (lbs/day) since May 2020. The City must fully comply with the chloride effluent limit of 110 milligrams per liter (mg/l; monthly average) by February 8, 2028.

The CDO also contains remedial action milestones (Table 1-2). The City successfully completed the required remedial actions on time except bidding the Advanced Water Treatment Facility (AWTF), due within three months of the final funding agreement (Mach 30, 2023), and selecting and awarding a contractor, due by June 30, 2023. The next milestone is the completion of AWTF construction within 24 months of the final funding agreement by December 30, 2024. These dates were developed for the updated CDO, which assumed the latest the funding agreement would be complete would be December 31, 2022. The funding agreement was not completed until October 2023.
176
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Table 1-2: Summary of Santa Paula WRF CDO Remedial Actions, Dates, and Status Action CDO Milestone Date Status
Report: Effectiveness of SRWS Buyback Program 5/1/2018 Complete Report: Groundwater Chloride Investigation and
Well Protection Workplan
8/1/2018 Complete
Report: Final Design Report for AWTF 3/15/2022 Complete Complete regulatory requirements, including
California Environmental Quality Act (CEQA)
10/15/2022 Complete
Bid AWTF: Complete and release Bid Package within 3 months of Final Funding Agreement, by
3/30/2023
pending
Select & award contract for construction of AWTF 6/30/2023 pending Complete AWTF construction within 24 months of Final
Funding Agreement, by
12/30/2024
pending
Full compliance with chloride limit ASAP by 2/8/2028 pending The City had been moving towards the development of a recycled water project to reach compliance with the chloride effluent limit in the WDR and CDO. In February 2020, Michael K. Nunley & Associates, Inc. (MKN) and City staff led a study session with members of the City Council to review the CDO schedule and progress of the recycled water project. The study session explored alternatives for compliance with the CDO and the WRF permit. The study session determined that developing an AWTF is recommended to reduce the overall plant effluent chloride level to below 110 mg/l for compliance with LARWQCB requirements. The advantages of the system included:
• It directly impacts the chloride concentration of the WRF effluent, allowing compliance with the chloride limit and improving the quality of the recycled water.
• The reverse osmosis (RO) system required for this alternative would be less than half the size of a similar system to treat source water.
• Concentrate disposal by trucking is feasible if brine concentration is implemented. • The project does not rely on partnerships, and the City would be in control of the project execution and recycled water products.
• With increased recycled water quality, there may be an opportunity to sell the recycled water to interested private and/or public entities, which could offset some initial and ongoing operational costs.

The study session results were presented at the City Council meeting on March 18, 2020, and the Council authorized staff to amend the contract with MKN to design an AWTF. MKN prepared a technical memorandum to evaluate advanced treatment equipment alternatives and provide recommendations for the project 177
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(Summary of Equipment Proposals, 04-30-2020). Following the City’s review, Gradiant was selected as the basis for the design of the advanced treatment equipment.

The preliminary design of the AWTF was established using a baseline chloride level of 133 mg/l, consistent with the data available in 2020. Additionally, the design incorporated an assumed ultimate flow of 4.2 MGD, mirroring the anticipated maximum capacity of the WRF when it is expanded. The design specifications for the AWTF were based on the chloride concentration and anticipated wastewater flow rates available at the time.

Since March 2020, MKN developed the design to a 95% level. As of November 2022, the project cost opinion for the AWTF exceeded $20 million, and the anticipated annual operating and maintenance cost was slightly over $1 million.

The chloride level in the WRF effluent has been on a downward trend, reaching levels close to the WRF effluent limit of 110 mg/l over the last four years (Figure 1-1).

Figure 1-1: Recorded Monthly Average WRF Effluent Chloride Concentrations since January 2012 Table 1-3 summarizes the average, maximum, and minimum of the monthly average chloride concentrations recorded each year between 2012 and 2023.
0 20
40 60
80 100
120
140
160
180
Jan-12 Jan-13 Jan-14 Jan-15 Jan-16 Jan-17 Jan-18 Jan-19 Jan-20 Jan-21 Jan-22 Jan-23 Jan-24 Chloride Concentration (mg/L)
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Table 1-3: Historical Average, Maximum, and Minimum Recorded WRF Effluent Chloride Concentration
Year 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 Annual Average
(mg/l)
149 155 145 134 138 131 122 120 115 112 110 118
Maximum Monthly
Average (mg/l)
161 166 164 142 146 143 128 129 122 127 120 124
Minimum Monthly
Average (mg/l)
143 143 136 129 125 124 117 112 103 98 101 113
Average 2012–2019 137 mg/l
Average 2012–2023 129 mg/l
Average 2020–2023 113 mg/l
Noticing chloride concentrations below the effluent limit of 110 mg/l between July 2021 and September 2022 and the 10-year trend of declining chlorides prompted the City to question the necessity of constructing the AWTF with its associated high costs. The City initiated an investigation to understand the cause of this decline and is actively seeking to identify and possibly control sources of chloride in the wastewater. The City retained Larry Walker Associates (LWA) to identify sources of chloride impacting the Santa Paula WRF. On November 15, 2023, LWA presented to the City Council the findings from their initial efforts of sampling conducted between April and September 2022, which pointed to potential chloride sources such as self-regenerating water softeners, water supply, and residential and commercial wastewater discharges. The study recommends additional sampling at specific locations in central and western Santa Paula and downstream of central Santa Paula around Acacia Road to confirm chloride sources, assess the feasibility of source control efforts, and determine where such efforts should be concentrated.

While the results of the next phase of the chloride study have the potential to impact the AWTF design, due to the need to comply with the Cease-and-Desist Order and the uncertainty that chlorides can be controlled in the collection system, City Council authorized MKN to move forward with the AWTF Design Refinement Study.

If the chloride study identifies the potential to reliably reduce high-chloride discharges in the collection system, steps can be taken to evaluate the viability of the solution and City Council could pause the AWTF design and/or construction bidding process, if desired.

2.0 Project Scope
This technical memorandum evaluates potential cost-saving design-refinement strategies addressing diverse conditions while ensuring the City can meet the CDO requirements. The assessment of the AWTF design will rely on recent WRF effluent and water quality data in collaboration with equipment vendors. Potential optimizations and phased strategies can be formulated independently of the chloride source study (Chloride Study) results. The AWTF Design Refinement Study (Project) aims to propose any necessary design adjustments. If approved, these modifications will be initiated before the Chloride Study results are released. If the Chloride Study reveals effective chloride reduction strategies, the AWTF may be oversized or no longer necessary, and the City Council could decide not to release the Project for bidding. It is not known, however, 179
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whether chlorides can effectively be reduced and reliably controlled in the collection system. Therefore, it is important to maintain the AWTF design schedule to help ensure compliance with the CDO deadline.

The purpose of this technical memorandum is to:
• Re-evaluate WRF effluent quality and flow based on data recorded from 2020–2023 and consider revisions to Project design criteria;
• Consider design flexibility for the treatment process to address the potential for fluctuations in WRF effluent quality; and
• Evaluate construction phasing and consider design optimizations, including coordination with equipment vendors to provide input on potential changes and budgetary costs for the refined design.

3.0 Current AWTF Basis of Design
The AWTF is engineered to process 1,000 gallons per minute (GPM) of the WRF-treated effluent, constituting around 34% of the WRF's ultimate capacity. It boasts an average recovery rate of 98%. The AWTF will produce an effluent stream with less than 20 mg/l chloride, which will be blended with bypassed WRF effluent for a final discharge, together meeting the permitted limit of 110 mg/l chloride. The AWTF-treated effluent will be blended with the remaining WRF effluent for a final discharge, meeting the regulatory requirements. Although membrane desalination of municipal effluent has been practiced for decades, its application for chloride reduction in effluent to be discharged to the environment is relatively recent. The major goals of the project design were:
• Chloride concentration reduction in the combined WRF effluent from an average of approximately 133 mg/l to less than 100 mg/l to comply with regulatory requirements; and • Brine minimization due to lack of affordable disposal options.

The proposed system includes:
• Nanofiltration (NF) to eliminate most residual organics from downstream processes; • Brackish water RO;
• Softening to remove calcium, silica, and phosphate;
• Ultrafiltration (UF) for removal of suspended solids; • High-pressure reverse osmosis (HPRO) to reduce total dissolved solids (TDS) for ease of additional chloride reduction; and
• Counterflow reverse osmosis (CFRO), a non-evaporative, membrane-based method to reduce the volume of brine (waste).

The proposed AWTF process scheme is illustrated in Figure 3-1. 180
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Figure 3-1: AWTF System with Membrane Brine Concentration Table 3-1 summarizes the current AWTF design criteria.

Table 3-1: AWTF Design Criteria (Current Design)
Buildout WRF
Hydraulic
Capacity (ADF)
Current WRF
Hydraulic
Capacity (ADF)
AWTF Influent
Flow (ADF)
AWTF Influent
Chloride
Concentration1
AWTF
Effluent
Chloride
Concentration
Blended
Effluent
Chloride
Concentration2
Blended
Effluent
Chloride
Concentration
at Buildout3
MGD GPM MGD GPM MGD GPM mg/l mg/l mg/l mg/l

4.2 2,917 3.4 2,361 1.44 1,000 133 < 20 51–85 94
Notes:

1. Based on recorded WRF effluent 30-day average chloride concentrations from 2012–2020.

2. Based on WRF, the average day influent flow is 2 to 3.4 MGD.

3. For an estimated WRF buildout flow of 4.2 MGD (maximum monthly flow).

The AWTF is designed to treat up to 34% of the planned WRF buildout flow (4.2 MGD as the maximum ADF) and achieve a chloride concentration that is 15% below the permitted effluent limit of 110 mg/l (94 mg/l). Before the WRF buildout expansion, the anticipated chloride concentration in the AWTF-treated discharge, assuming the WRF effluent flow ranges from 2 to 3.4 MGD, is 51 to 85 mg/l. The design and projected effluent concentrations assume an AWTF influent chloride concentration of 133 mg/l.

4.0 Estimated Future Flows
The City is currently developing an update of the Wastewater Collection System and Water Recycling Facility Master Plan (Draft 2024). The Draft Master Plan estimates future wastewater flows, both for near-term and ultimate (buildout) term.

Wastewater flows within the City’s sphere of influent (SOI) are expected to increase within the next five years as pending development projects are constructed. Near-term flows include approved and pending development projects identified in the 2021–2029 Housing Element, as well as approved and pending specific plans identified in the Land Use Element of the 2040 General Plan. 181
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In the Draft Master Plan, MKN developed wastewater generation rates for residential, commercial, and industrial land uses by analyzing water billing data, assigning users to GIS parcel layers, and estimating wastewater generation based on water usage per acre. Initially, assumptions were made regarding the percentage of water consumed that returns as wastewater, which was adjusted based on flow monitoring data.

This allowed for the calculation of wastewater generation rates for different user categories relative to their water consumption.

Ultimate flows are associated with buildout within the existing City SOI and the City’s expansion areas. These are classified as projects expected to occur at some point in the future, but these projects are in the early planning stages. Ultimate flows include vacant residential and commercial sites identified in the 2021–2029 Housing Element and expansion areas identified in the Land Use Element of the 2040 General Plan.

As of 2015, Santa Paula provided domestic water to approximately 7,400 accounts across all customer classifications. The City's total 2015 water demand was 3,907 acre-feet per year (AFY). Table 4-1 indicates the projected potable water demands and wastewater generation rate.

Table 4-1: Projected Potable Water Demands and Wastewater Generation (Per 2040 General Plan)
Year 2025
2030
(Near Term) 2035
2040
(Ultimate)
Total Potable Water Use* (AFY) 4,511 4,812 5,114 5,416
Total Wastewater** (AFY) 3,027 3,385 3,689 3,979
* Per 2040 General Plan
** Per the City’s 2024 Wastewater Collection System and Water Recycling Facility Master Plan Table 4-2 indicates the projected future ADF and maximum month flow (MMF) to the WRF.

Table 4-2: Estimated Future WRF Effluent Flow Rates
Year 2025 2030 2035 2040
ADF (MGD) 2.70 3.02 3.29 3.55
MMF* (MGD) 3.13 3.51 3.82 4.12
*A peak factor of 1.16 was applied to the average flow to estimate MMF based on the 2024 Wastewater Collection System and Water Recycling Facility Master Plan

5.0 Potential Design Refinements
MKN reviewed design criteria and options for design refinement, considering updated flow and chloride concentration data. This comprehensive assessment entailed re-evaluating feasible alternatives and analyzing costs, benefits, and associated risks. A comparative analysis was conducted to assess the viability of the alternatives against the existing design, aiming to optimize project outcomes and align with current parameters and objectives.
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The City continues to evaluate chloride sources concurrently with the Design Refinement Study. The next sampling phase could result in a revised design and/or reduced future AWTF operational costs. This approach maximizes the use of available information and advanced treatment technologies to evaluate the best fit for the City, potentially resulting in cost savings and design optimization.

The following options were evaluated/re-evaluated to recommend the most beneficial option to the City and are described in the subsections below:

1. Phased Installation

2. Advanced Treatment of the City’s Potable Water

3. Blending WRF Effluent with Lower-Chloride Water

4. Potential for Future Recycled Water

5.1 Phased Installation
As described above, the initial design of the AWTF was based on an influent chloride concentration of up to 133 mg/l (on a 30-day average basis), aligning with the data available at the time (2012–2020). The Project was also designed considering an ultimate WRF flow rate of 4.2 MGD, based on the planned future capacity of the WRF. However, examination of the recent data suggests the potential to revise the AWTF design criteria as it may be twenty years or more before the anticipated flow rate occurs. Additionally, upgrades to the WRF will be needed to expand the capacity from 3.4 to 4.2 MGD.

The potential for a phased AWTF installation was evaluated, considering the projected flow rates over time.

The current design (2020) incorporates two NF/RO trains, each sized for 500 GPM, and supporting systems for a total design capacity of 1,000 GPM. The design was reviewed to determine which portions of the treatment system could be phased, reducing the capacity for the initial installation while meeting treatment goals and allowing room for expansion as the flows increase. Considering the current flow rates and capacity at the WRF, the potential to phase the AWTF installation was evaluated. Specifically, Phase 1 would provide a capacity of 500 GPM and allow for a second phase to reach a final capacity of 1,000 GPM. Table 5-1 includes the major equipment installations for the two phases.

Table 5-1: List of Major Equipment and Planned Phasing
Equipment Phase 1 Phase 2 Remarks
AWTF Capacity 500 GPM 1,000 GPM
AWTF Influent
Pumps
1+1 (Duty +
Standby)
2+1 (Duty +
Standby)
Each pump has a 500-GPM capacity;
AWTF influent wet well remains the same
size. The third pump pad shall be
constructed in the first phase.

AWTF Building Sized for Phase 2 Same The building will be installed in Phase 1 at the original size.
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Table 5-1: List of Major Equipment and Planned Phasing
Equipment Phase 1 Phase 2 Remarks
AWTF Capacity 500 GPM 1,000 GPM
Chemical Tanks
(Lime, Magnesium
Chloride, Sulfuric
Acid) and Brine
Tank
Sized for Phase 2 Same The chemical tanks and brine tank will be installed in Phase 1 and sized for the final
capacity.

Chemical Pumps
and Skids
Sized for Phase 2 Same Chemical pumps and skids will all be installed in Phase 1. The same pumps can
be used in both phases.

NF System Two Skids –
250 GPM each
Same Skids, add
filters – 500 GPM
each
The skids will be constructed according to
the dimensions specified in the original
design. The NF filters will be installed to
accommodate a total flow rate of 500 GPM
in Phase 1. Additional NF filters will be
installed for Phase 2.

RO System Two Skids –
250 GPM each
Feed Pumps 220
GPM @ 15 psi
Same Skids, add
membranes –
500 GPM each
Feed Pumps 425
GPM @ 15 psi
The skids will be constructed according to
the dimensions specified in the original
design. The RO membranes will be
installed to accommodate a flow rate of
500 GPM in the first phase. Additional RO
membranes will be added, and feed pumps
will be upgraded for Phase 2.

Clarification
System & Wash
Water System
Skid
Consists of
Reaction Tanks,
Flocculation Tank,
Clarifier, and
Thickener
Same
Components
All equipment will be installed in the first
phase to the dimensions and capacities
specified in the original design.
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Table 5-1: List of Major Equipment and Planned Phasing
Equipment Phase 1 Phase 2 Remarks
AWTF Capacity 500 GPM 1,000 GPM
UF System Feed Pump 50
GPM @ 15 psi
Crossflow Pump
15 GPM @ 15 psi
Strainer &
Static Mixers
UF Pressure
Skids (2)
UF Filtrate Tank –
3,000-gallon
UF Backwash
Pump 130 GPM
@ 36 psi
Filtered Water
Transfer Pump
100 GPM @ 30
psi
Feed Pump 92
GPM @ 15 psi
Crossflow Pump
26 GPM @ 15 psi
Strainer &
Static Mixers
Same 2 Skids,
increased number
of UF Pressure
Vessels
UF Filtrate Tank –
3,000-gallon
UF Backwash
Pump 254 GPM
@ 36 psi
Filtered Water
Transfer Pump
185 GPM @ 30
psi
The quantity of UF pressure vessels on
both skids will be increased for Phase 2.

Pumps will be replaced in Phase 2.

All other equipment will remain the same
size and dimensions throughout the
operation.

Brine Concentrator
System
Feed Pump 45
GPM @ 30 psi
Cartridge Filter
Static Mixer
Brine
Concentrator
System 60
Horsepower (HP)
Feed Pump 84
GPM @ 30 psi
Cartridge Filter
Static Mixer
Brine
Concentrator
System 110 HP
The feed pump will be replaced in Phase 2.

The brine concentrator will be replaced in
the final phase.
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Table 5-1: List of Major Equipment and Planned Phasing
Equipment Phase 1 Phase 2 Remarks
AWTF Capacity 500 GPM 1,000 GPM
RO Permeate
System Skid
RO Permeate
Tank – 5,000-
gallon
Permeate
Conveyance
Pump 400 GPM
@ 15 psi
Permeate
Cartridge Filter
RO Permeate
Tank – 5,000-
gallon
Permeate
Conveyance
Pump 800 GPM
@ 15 psi
Permeate
Cartridge Filter
The permeate conveyance pump shall be
replaced in Phase 2.

Sludge Handling
System
Thickener Sludge
Pump 7 GPM
@ 30 psi
Filter Press
Thickener Sludge
Pump 12.5 GPM
@ 30 psi
Filter Press
The thickener sludge pump will be replaced
in Phase 2.

Clean-in-Place
(CIP) Skid
CIP Tank – 600-
gallon
CIP Pump 250
GPM @ 45 psi
Cartridge Filter
CIP Tank – 600-
gallon
CIP Pump 500
GPM @ 45 psi
Cartridge Filter
The CIP pump will be replaced in Phase 2.

Assuming a chloride concentration of 120 mg/l, a 500-GPM AWTF could achieve the treatment goals (reducing chlorides to less than 100 mg/l) for average WRF flow rates of up to 3.4 MGD, as shown in Table 5-2. 186
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Table 5-2: AWTF Refined Design Criteria (Phase 1)
WRF Design
Flow
Estimated Near-Term
ADF (See Table 4-1)
AWTF Influent
ADF
AWTF Influent
Chloride
Concentration
AWTF
Effluent
Chloride
Concentration
Blended Effluent
Chloride
Concentration
Blended
Effluent
Chloride
Concentration
at Buildout
MGD GPM MGD GPM MGD GPM mg/l mg/l mg/l mg/l

3.4 2,361 3.02 2,097 0.72 500 120 < 20 96–99 < 110 103 < 110 Assuming a
period nearterm until WRF
full capacity
Buildout
capacity of

4.2 MGD
Table 5-2 illustrates that a 500-GPM AWTF has sufficient capacity to treat up to 3.4 MGD, the current WRF capacity, if WRF influent chloride concentrations remain at or below 120 mg/L.

However, future wastewater chloride concentrations are unknown, and there is a possibility that WRF chloride concentrations will increase. Table 5-3 illustrates the system’s flexibility for elevated WRF chlorides. At current growth rates, the AWTF is estimated to have adequate capacity through the near-term or up to a WRF flow of approximately 3 MGD if WRF effluent chloride concentration is increased to 133 mg/l.

Table 5-3: AWTF Phase 1 Flexibility – WRF Chloride Concentration of 133 mg/l Near-Term
(2030)
Ultimate
(2040) After 2040
ADF (MGD) 3.02 3.55 --
Final Effluent Chloride Concentration
(AWTF Influent Chloride Concentration =
133 mg/l)
106 110 --
MMF (MGD) 3.51 4.12 4.2
(WRF Extended
Capacity)
Final Effluent Chloride Concentration
(AWTF Influent Chloride Concentration =
133 mg/l)
110 113 114
Note: Orange number indicates that the City should initiate Phase 2 Improvements.

Figure 5-1 provides a graphical description of the performance of the Phase 1 system (500-GPM AWTF) under various incoming flow and chloride concentrations.
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Figure 5-1: AWTF Phase 1 Operational Flexibility for Chloride Level Management through Blending The figure outlines the projected flow rates and chloride levels for AWTF over several years, with specific reference to its operational flexibility and safe operating zone. The green, yellow (or orange), and red color coding indicate different operational zones:
• Green Zone (blended effluent chloride concentration <105 mg/l): Represents safe operating conditions where the AWTF can effectively treat the WRF effluent. In this zone, the AWTF is operating within its designed capacity, and the chloride concentrations in the blended water are within permit limits.
• Yellow/Orange Zone (blended effluent chloride concentration ≤110 mg/l): Indicates a high-risk zone where the AWTF is still operational, but the chloride concentrations in blended effluent are approaching the permitted limit. If conditions continue to trend towards higher chloride concentrations or increased flows, the AWTF may not be able to maintain effluent chloride concentrations within the permit requirements without adjustments or upgrades to the system. Phase 2 improvements should be implemented.
• Red Zone (blended effluent chloride concentration >110 mg/l): Signifies conditions under which the AWTF’s current capacity is not sufficient to maintain effluent chloride concentrations within the permit requirements. This zone indicates that Phase 2 of the treatment process should be in service to handle the increased chloride load.

The figure suggests that the AWTF can operate safely within a certain range of flows and chloride concentrations. It indicates that the AWTF is designed to be flexible and can handle a range of scenarios.

However, it will need to adapt as flow rates and chloride concentrations change over time, particularly beyond 2040, when the projected increases in flow will require the City to either reduce the incoming chloride concentrations or increase the AWTF treatment capacity.

Flow (MGD)

2.7 93 104 105 108

2.9 95 104 105 109 110

3.02 (Near
Term) 96 109 105 109 110

3.1 97 104 105 109 110

3.3 98 104 105 109 110

3.5 99 104 105 109 110

3.7 100 104 105 110

3.9 101 104 105 109 110

4.1 102 104 105 109 110

4.2 (WRF
Ultimate
Capacity)(1) 103 104 105 109 110
132
133(1)
122123124125126127128129130131
(1) Original Design Basis
Chloride Level
(mg/l)
120121134135136137138139140
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Phasing the NF/RO system installation from an initial 500 GPM (Phase 1) to an eventual 1,000 GPM, when necessary, allows for significant benefits. These include:
 Reduced Initial Capital Expenditure:

Phasing the project can reduce the upfront capital expenditure by installing a 500-GPM NF/RO system instead of the planned 1,000-GPM capacity. This approach allows for the allocation of financial resources to other critical project areas. We recently obtained an updated quote from Gradiant covering the design, engineering, and provision of all essential equipment, including piping, manual valves, instruments, and controls for 1,000-GPM and 500-GPM capacities. The cost analysis presented in the following table highlights a potential saving of approximately $2,000,000 (2024 dollars) for the advanced treatment equipment only. Table 5-4 shows the estimated advanced treatment equipment costs for the original and the phased designs.

Table 5-4: Advanced Treatment Equipment Cost Comparison Estimated Installed Cost (Advanced Treatment
Equipment Only)
Current Design (2020) $8,870,000
Phase 1 Design (Proposed) $6,870,000
It is anticipated that the design for some of the supporting systems and equipment, such as the influent pumps, can also be phased. However, the savings will likely be minimal compared to the capital cost investment required to allow for future installation/replacement. Should the City desire to move forward with the phased approach, this will be evaluated in full during design.  Flexibility in Expansion:

Phasing the project to add another 500-GPM system when needed provides flexibility. This approach enables the project to adapt to changing demands or operational needs without overcommitting resources. It also allows for adjustments based on performance data from the initial phase, ensuring that any expansions are informed by real-world usage and efficiency metrics.  Potential Technological Advancements:

Delaying the installation of the second phase allows for the potential incorporation of technological advancements and more cost-effective solutions that may emerge in the interim. This could lead to lower costs or improved performance for the second 500-GPM system, maximizing the return on investment.
 Operational Efficiency:

Project phasing can help fine tune operations and identify potential deficiencies before scaling up. This phased approach ensures that the system is running at optimal efficiency before doubling the capacity, potentially leading to cost savings in operation and maintenance. 189
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 Risk Mitigation:

Phasing the project helps spread the risk. By evaluating the performance of the first phase, the City can make more informed choices about Phase 2 implementation. This approach can prevent overinvestment in infrastructure that might not be fully utilized. Additionally, this approach offers the City the chance to explore alternative options alongside the operation of the first phase of the AWTF.

While phasing can offer flexibility and manageability for the project, the following disadvantages underscore the importance of thorough planning, risk management, and stakeholder engagement to mitigate potential negative impacts.
 Increased Overall Cost:

Phasing can lead to higher total project costs. Splitting a project into phases results in some duplicated efforts, such as mobilization and demobilization costs and administrative expenses, and often results in higher costs for the deferred materials and labor due to inflation or market changes. Additionally, equipment, such as some of the pumps, will need to be replaced for Phase 2. However, pumps are wearable equipment, often with typical 10- to 15-year replacement cycles. Based on the budgetary quotes from Gradiant, assuming Phase 2 is constructed in 2040, the additional advanced treatment equipment is estimated to cost approximately $2.9M, assuming an annual inflation rate of 2.5%.  Integration Challenges:

With technology and standards evolving, it’s possible to have compatibility issues between phases.

Equipment or systems designed and installed in different phases may face integration challenges, leading to additional costs for modifications or upgrades.  Funding and Budgeting Uncertainty:

Securing funding for all phases might be challenging and requires advanced planning. The future costs of the equipment can be difficult to estimate due to uncertainty in inflation, materials availability, and bid environments. According to the State Water Resources Control Board (State Board) staff, the current State Revolving Fund (SRF) loan can be utilized for the Phase 1 Project, but the City would need to reapply for SRF funding for the Phase 2 Project.

5.2 Advanced Treatment of the City’s Potable Water
This alternative was evaluated at the February 19, 2020, study session with the City Council and was previously ruled out. Nearly 40% of the chloride in the WRF effluent comes from the City’s water supply (Santa Paula Chloride Source Evaluation, LWA, December 7, 2023). The chloride concentration in the City’s drinking water is approximately 48 mg/l. Consequently, any decrease in the chloride content of the source water would inherently lower the chloride levels in the WRF effluent. To reach a WRF effluent chloride concentration of 110 mg/l by reductions in the water supply, it would be necessary to reduce the chloride content in the City’s source water by 25 mg/l, assuming the average WRF influent chloride concentration is 120 mg/l and allowing for a 5 mg/l buffer beyond the 110 mg/l effluent goal (with 110 mg/l being the effluent requirement). 190
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The advantages of this approach are:
 Improved Water Quality:

The foremost advantage is improving overall water quality. Lowering chloride levels can reduce the risk of corrosion in plumbing systems and decrease the negative impacts on the taste of drinking water.  Reduction in Water Hardness:

The anticipated 50% reduction in water hardness could have several benefits, including prolonging the lifespan of household appliances, reducing scale buildup in pipes, and lessening the amount needed for soaps and detergents, leading to cost savings for consumers.  Incentive for Removing Unpermitted Water Softeners:

With improved water quality, residents may be more inclined to remove unpermitted water softeners, further contributing to chloride reduction in wastewater, which benefits the environment and the City’s water treatment infrastructure.
 Potential for Cost Savings in the Long Term:

Over time, the City might experience cost savings from reduced wear and tear on infrastructure, decreased need for water treatment chemicals, and possibly lower energy costs associated with water heating in homes due to reduced scale buildup.

The disadvantages of this approach consist of:
 High Capital and Operational Costs:

The initial setup of an RO treatment facility, especially one capable of treating 50% of the City’s water supply (a 6-MGD plant), would require a significant capital investment. Operational costs can also be substantial, including energy consumption, membrane replacement, and maintenance.  Waste Disposal Issues:

RO systems produce a concentrated stream (brine) containing the removed contaminants, including high chloride levels, which must be disposed of properly. Managing this waste can pose environmental and logistical challenges. Assuming an 80% recovery, the RO system would discharge up to 1.5 MGD of concentrated waste during these maximum demands. Disposal of this waste will require the construction of a pipeline to an ocean outfall or hauling by truck to a facility with an ocean outfall. This would be a significant expense, and it was not evaluated for the purposes of this overview.  Potential Loss of Beneficial Minerals:

RO treatment removes beneficial minerals from the water, which may affect taste and health. 191
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 Technical and Logistical Challenges:

Implementing a large-scale RO treatment adjacent to an existing facility could involve complex technical and logistical challenges, including integration with existing water supply systems and space constraints.
 Energy Intensive:

RO systems require significant energy to operate, which could increase the City’s operational costs related to energy consumption.
 Public Perception and Acceptance:

There may be concerns or resistance from the public regarding the change in the water treatment process, especially if it leads to higher water bills.

5.3 Blending WRF Effluent with Lower-Chloride Water
This alternative was also evaluated and ruled out at the February 19, 2020, study session with the City Council.

In pursuit of maintaining WRF effluent water quality within safe and regulatory-compliant limits, blending the effluent water with lower-chloride water from a local source could be an effective approach. The City may utilize the excess water supply from one of the potable water wells to blend with the WRF effluent discharge to achieve a chloride concentration of less than 110 mg/l. The chloride concentration of the City wells is typically between 40 and 50 mg/l. Assuming 50 mg/l for this review, it would be necessary to blend the two water streams at an 80:20 ratio (WRF effluent to well water), assuming a WRF chloride concentration of 120 mg/l. At current flows, this would require a monthly average of 0.4 MGD of well water to blend with 2.16 MGD of effluent and would increase total WRF discharge to an average of 2.56 MGD. If peak day flow occurs, blending 3.52 MGD of WRF flow with 0.66 MGD of well water (at an 84:16 WRF effluent to well water ratio) will result in an increased WRF discharge of 4.18 MGD. The WRF operating permit restricts maximum discharge to 4.2 MGD.

If WRF chloride concentrations increase above 120 mg/l in the future, additional water would be required for blending and the capacity of the percolation ponds may become limiting.

This method offers the following advantages:
 Effective Chloride Reduction:

Blending can efficiently achieve a lower chloride concentration in the WRF effluent, helping to meet regulatory standards and improve the quality of discharged water.  Cost-Effective Solution:

Utilizing existing water sources for blending might be more cost-effective than other treatment options, such as installing advanced treatment technologies that require significant capital investment and operational costs.
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 Simplified Implementation:

Compared to constructing new treatment facilities, the blending process can be easier and quicker to implement.
 Flexibility:

Blending ratios can be adjusted based on the current flow rates and chloride concentrations, offering flexibility in managing water quality.

The disadvantages include:
 Limited by Water Availability:

The feasibility of this approach depends on the consistent availability of excess water from City wells.

Variations in water supply due to seasonal changes or increased demand could limit the effectiveness of this strategy.
 Operational Challenges:

Managing the blending process to consistently achieve the desired chloride concentration requires precise control and monitoring, which can introduce operational complexities and costs.  Infrastructure Requirements:

Even though less extensive than new treatment facilities, blending may still require modifications to infrastructure, such as pumps, pipes, and valves, to manage the two water streams, along with potential costs for integration and automation.
 Water Quality Considerations:

Blending must also ensure that other water quality parameters remain within acceptable limits while focusing on reducing chloride. The process must not adversely affect the overall quality of the effluent.  Permitting Considerations:

The permitting feasibility of this approach would need to be confirmed.

5.4 Potential for Future Recycled Water
The City continues to engage in conversations with potential recycled water customers. Future developers and/or existing landowners may wish to purchase treated water from the City’s WRF for use to irrigate open space or crops. With additional permitting and monitoring/reporting, treated water from the City’s WRF can meet the requirements for recycled water uses currently allowed under California regulations. This could reduce the volume of water discharged to the percolation basins, and therefore reduce the volume of water that needs to be further treated through the AWTF to meet the discharge limits for chloride.

Although it may be a consideration for future operations, at this time, recycled water cannot be considered a complete solution to meeting the CDO and discharge requirements. Based on the City’s 2019 Recycled Water 193
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Master Plan and interest to date, irrigation offers the best potential for recycled water use. However, irrigation supply is not needed during periods of precipitation (generally, the winter months). Therefore, the City will need to plan for advanced treatment and discharge to percolation ponds during the winter months. While recycled water use may reduce AWTF operational costs for the City, it is not anticipated to eliminate the WRF discharge, and the AWTF would still be needed to meet discharge permit requirements for chloride concentrations.

6.0 Risk Assessment
The methods for managing chloride levels in the City’s WRF effluent are ranked below by anticipated risk level, considering various factors such as financial investment, technical complexity, operational challenges, and regulatory compliance.
 Advanced Treatment of the City’s Potable Water (High Risk) This approach requires significant capital and operational investment. It involves complex technology (RO) that will introduce high capital and ongoing operations and waste disposal costs. With the need to treat a larger volume (potable water supply vs. wastewater), the size of the system and the volume of waste stream will be much greater than advanced treatment at the City’s WRF.  Blending WRF Effluent with Lower-Chloride Water (Moderate Risk) This approach depends on the consistent availability of excess water from City wells, which may vary; there are operational complexities in managing blending ratios; and infrastructure modifications may be needed. However, it offers flexibility and utilizes existing water sources.  Phased Project (Low to Moderate Risk)
This method offers flexibility and scalability, allowing for adjustments based on flow and quality information and technological advancements, and it reduces initial capital expenditure, spreading financial risk over time. However, it might face integration challenges with future expansions and relies on accurate demand forecasting.

7.0 Conclusions & Recommendations
Considering the analysis of methods to address chloride levels in the City’s treated effluent, the Phased Project approach, emphasizing flexibility, cost savings, and adaptability to changing demands, presents a compelling case for managing the ’WTF's capacity and efficiency over time. This method stands out for its ability to align investment with actual needs, thereby offering a prudent balance between immediate action and long-term planning.

The Phased Project is recommended for the direct approach to addressing current needs while maintaining the flexibility to adapt to future conditions. This approach is bolstered by the significant cost benefits highlighted in the analysis, making it a financially feasible option. Concurrently, continued close monitoring of the chloride concentrations is recommended to ensure they remain within manageable limits, and continuation of the chloride source identification study is recommended to search for any identifiable and controllable excessive chloride discharges in the collection system. This dual approach ensures immediate compliance efforts are 194
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complemented by long-term preventive measures, thereby enhancing the project's effectiveness in safeguarding water quality and potentially saving the City's long-term operating and maintenance costs.

Combining the Phased Project with investigating the source of chlorides in the collection system provides several key benefits which are expected to outweigh costs. However, a detailed and specific cost-benefit analysis would require detailed financial data and projections, which are beyond the scope of this Study. The analysis instead focuses on general principles and expected advantages, summarized below.

Phased Project Approach
Cost Benefits:

1. Reduced Initial Capital Expenditure: By starting with a 500-GPM system and expanding as needed, the City can significantly lower initial investment costs compared to installing a full 1,000-GPM capacity upfront, for an estimated capital cost savings of approximately $2,000,000. This staged investment aligns spending with actual demand, improving cash flow and reducing financial strain.

2. Flexibility and Scalability: The phased design allows for adding capacity in response to actual growth in demand. This adaptability can lead to cost savings by avoiding overinvestment in unused capacity and taking advantage of future technological improvements that may be more efficient or less expensive.

3. Operational Efficiency: Starting with a smaller scale can help optimize operations and identify efficiencies, potentially lowering operating costs before scaling up. This approach also allows for adjustments based on real-world performance data, ensuring the system operates as efficiently as possible.

4. Annual Operational Cost Saving: By adopting a phased approach to the AWTF deployment, the estimated annual savings totals approximately $585,000. This includes a reduction in maintenance and brine disposal costs; power cost savings primarily achieved through the use of smaller, energyefficient pumps for Phase 1; and lower chemical usage. It's important to note that these estimates could vary depending on the level of chloride concentrations encountered during operation, which may affect both chemical usage and treatment flows.

In conclusion, the Phased Project approach offers a balanced, strategic method to manage chloride concentrations effectively. This recommendation is based on the detailed analysis provided, considering the advantages and limitations of each method, and the overarching goal of achieving a sustainable, cost-effective solution to the City's water quality challenges.

8.0 Implementation Plan
This Implementation Plan provides a schedule for the phased design, construction, and startup.

1. Design and Engineering of AWTF Modifications (9–12 months):
 Prepare preliminary engineering report for the Phase One (1) 500-GPM AWTF. The preliminary engineering will provide the detailed design criteria for the various AWTF systems. 195
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 Prepare revised engineering drawings, specifications, and procurement documents for Phase 1 construction.

2. Construction and Installation (20–24 months):
 Competitive bidding process for construction contract.  Award contract and oversee the construction and installation of the Phase 1 AWTF.  Conduct startup and system testing of the installed systems to ensure they meet design specifications and water quality standards.
 Officially commission the AWTF and begin initial operation, monitoring system performance closely.

3. Evaluation and Expansion Planning (ongoing evaluation with expansion planning starting after one year of operation):
 Assess the performance of the Phase 1 AWTF, including water quality improvements, operational efficiency, and cost-effectiveness.
 The plan for Phase 2 is based on actual flows and loadings, technological advancements, and lessons learned from Phase 1. Develop flow and chloride concentration triggers for the planning, design, and financing for Phase 2.
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To: Honorable Mayor and Members of the City Council
From: Clete Saunier, Public Works Director
Subject: SELECTION OF UNDERGROUND UTILITY DISTRICT PROJECT IN CONJUNCTION WITH THE SOUTHERN CALIFORNIA EDISON "RULE
20A" PROGRAM
Date: April 17, 2024
Agenda Item: 10.D

CITY OF SANTA PAULA

MEMORANDUM
RECOMMENDATION:

Staff recommends that the City Council:

1. Provide guidance to staff for establishing an Underground Utility District in conjunction with the Southern California Edison “Rule 20A” program.

Prepared by:

Bob Woodward, PE, Consultant City Engineer
BACKGROUND:

Southern California Edison (SCE) has looked to counties and cities it serves to prioritize the undergrounding of public utility facilities according to the rules of the State of California Public Utilities Commission (CPUC). The Tariff Rule 20A, Replacement of Overhead with Underground Electric Facilities (Rule 20A) Program funds the undergrounding of overhead power lines and was originally created to address the aesthetic impacts overhead power lines have. Local projects are completed through ratepayer-funded work credits that are allocated to communities based on the number of meters in that jurisdiction.

Pursuant to the Rule 20A Program, allocated work credits not committed to a qualifying project in a given year were permitted to be accrued until an agency had enough funding to complete a project. The City's current credit balance is approximately $1,109,596. In June 2021, the CPUC made significant changes to the Rule 20 program which stated cities will no longer be receiving work credits through the program after Dec. 31, 2022. In addition, cities were no longer able to sell or borrow Rule 20A work credits to or from other agencies.

ANALYSIS:

On August 2, 2023, the City was informed by SCE that, “Should the city/county be interested in pursuing a new Rule 20A project, the city/county would need to approve a Resolution forming an Underground Utility District (UUD) before April 30, 2025”. Due to the limited amount 197
of undergrounding that could be done with the available Rule 20A credits, staff is proposing the following two options for establishment of an underground utility district:

Telegraph Road between Santa Paula Creek Bridge and Hallock Drive This project would align with the recently approved Telegraph Road Widening Capital Improvement Project. As a gateway into the City, the undergrounding in this area would significantly improve the aesthetics, provide an opportunity to properly provide bike lanes and sidewalks according to the General Plan for this corridor as well as potentially reduce fire risk in adjacent undeveloped properties and associated structures.

Considerations in the undergrounding of existing overhead SCE service poles, which are primarily located along the north side of Telegraph, include relocation of existing private property fencing and other improvements, re-feeding of existing overhead electrical services to adjacent properties, and coordination of undergrounding with private property development at the southwest corner of Hallock and Telegraph. The existing overhead poles change direction from east-west along Telegraph to north-south near the intersection with Telegraph, and this pole line in turn traverses private property south of Telegraph before crossing SR126 west of Hallock. It is anticipated that the undergrounding would cross Telegraph and rise on a pole at the southern Telegraph right of way, and further undergrounding of overhead poles and wires on private property would be completed in conjunction with the future development of the property.
10 th Street Crossings at up to 5 Locations
This project would underground the power poles at the corners of the following intersections along 10
th Street:

Santa Paula Street
North Main Street Alley
South Main Street Alley
At approximately 228 S. 10
th Street
100 yards north of Harvard Blvd at north end of Chevron Gas Station 10th Street (State Route 150) serves as both a gateway to the City’s historic downtown district, as well as a transit corridor connecting State Route 126 to destinations north of the City, including Ojai and Thomas Aquinas College. The underground conversion of existing overhead conductors at the above locations would significantly improve the aesthetics of the 10th Street corridor for City destination-oriented traffic and commuters alike. This project would face challenges in the undergrounding of these locations due to a combination of factors including limited right-of-way, non-contiguous SCE systems, and limitations in applying funding within non-City property (Caltrans). The underground conversion would require the installation of existing overhead conductors (SCE, telecom, cable) in underground duct systems that would traverse Caltrans right of way, which may create added challenges.

Additionally, it is anticipated that in early 2025, Caltrans will be completing a comprehensive rehabilitation project including paving, sidewalk, curb and gutter and other improvements for these portions of 10
th Street (SR150). Trenching for conduits and related work necessary for undergrounding of overhead conductors, as well as excavations for underground transformer vaults may be restricted due to moratorium considerations until approximately 2030. 198
Next steps, once locational preferences are determined by Council, staff will return with the formalization of the location and extents of the Underground Utility District boundaries. The program requeires that a formal UUD be approved by Council ordinance following an appropriately noticed public hearing. The formation of the UUD is necessary to meet the Rule 20A requirements and it will not affect adjacent property owners. There will be no monetary assessments or other financially implicating items for residents within the UUD.

STRATEGIC PLAN:

Either project supports the currently adopted Strategic Plan in achieving the following goals:

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

FISCAL IMPACTS:

There are no immediate fiscal impacts associated with this item. Once Council has provided direction on which Rule 20A project to pursue, Staff with work with SCE to define further details regarding exact undergrounding limits and approximate costs. A Rough Order of Magnitude (ROM) cost for the proposed locations as follows:

Telegraph is estimated at $700/LF, which translates to approximately $1.4M for this project.
10 th Street Crossings is estimated at $950/LF, which translates to approximately $1.5M for this project. Costs could be reduced by eliminating one or more of the crossings.

The difference in LF cost for the two is primarily attributed to the constraints found along the 10 th Street corridor as noted in the analysis above.

OPTIONS:

The Council has the following available alternative options to staff’s recommendations:

1. Direct staff to pursue a different project location for establishing an Underground Utility District.

ATTACHMENTS:
199
To: Honorable Mayor and Members of the City Council
From: Jonathan Royas, Deputy City Manager
Subject: SELECTION OF CLEAN POWER ALLIANCE (CPA) RATES FOR CITY

UTILITY ACCOUNTS
Date: April 17, 2024
Agenda Item: 10.E

CITY OF SANTA PAULA

MEMORANDUM
RECOMMENDATION:

Staff recommends City Council:

1. Discuss and provide direction to staff on the City's energy rate product selection for identified City accounts and authorize the City Manager to notify the CPA Board of such selection(s).

Presented By: Jonathan Royas, Deputy City Manager
BACKGROUND:

Community choice energy (CCE) programs, established under AB 117 (Migden, 2002), allow government agencies to buy and generate clean electricity for their residents and businesses by creating a partnership between the municipality and the existing utility provider.

The Clean Power Alliance (CPA) of Southern California is a nonprofit entity and a CCE program, formed through a Joint Powers Authority (JPA). CPA is the largest Community Choice Aggregator (CCA) in California, covering 32 agencies in Los Angeles and Ventura counties. As a member of the JPA, each member agency has a representative on the Board of Directors, of which the City of Santa Paula's representative, Councilmember Crosswhite, was selected by Council on February 1, 2023. The Board of Directors determines the programs, rates, and policies of the JPA with guidance from Clean Power Alliance staff.

Current CPA program offerings include: solar plus clean backup power for critical member agency facilities; rebates for publicly accessible electric vehicle chargers; demand response incentives for residential and commercial smart technologies; and community solar for customers in disadvantaged communities. While CPA handles all customer billing and administration for its members, each member’s governing board determines its agency’s default renewable energy tier relating to customer rates. CPA currently offers three energy tier options: Lean Power (which is 40 percent clean energy, similar to SCE’s base product), Clean Power (which is 50 percent clean energy), and 100 percent Green Power (100 percent renewable energy).
200
CPA purchases and sells clean power to customers, while Southern California Edison (SCE) is responsible for delivery, billing, and resolving any electricity service issues. CPA customers have the option to purchase up to 100% renewable carbon-free electricity – such as solar, wind, bioenergy, geothermal, and small hydroelectric – at competitive rates, which helps communities achieve their climate action goals and reduce greenhouse gas (GHG) emissions.

On June 1, 2022, the City Council received a presentation from staff and Ted Bardacke, Executive Director for Clean Power Alliance (CPA), in an effort to determine if the City of Santa Paula would be interested in joining the CPA. At that time, Council directed staff to further investigate the risks and impacts to the City and residents in joining the CPA and to determine a funding source for a required feasibility study to support the City's inclusion in CPA.

On August 3, 2022, after receiving a report from staff and the CPA, related to the potential risks and impact to the City, Council authorized staff to move forward with the feasibility study.

On November 2, 2022, Council adopted Ordinance No. 1324, authorizing the JPA for CPA and authorizing implementation of CCE.

On June 7, 2023, after hearing numerous testimony from the public in support of CPA, Council selected 100% green energy as the preferred rate choice for Santa Paula. This option provides 100% renewable content from wind, solar and geothermal sources. One benefit to selecting this option is that all customers who were on SCE-CARE would not see a rate increase and will receive 100% Green power at the Clean Power rate, currently -1.5% less than SCE. All other customers would see a roughly 3% increase in energy costs unless they decide to switch to a lesser tier service or opt out of CPA all together.

On March 1, 2024, the transition to CPA took effect for the majority of residents, with the exception of solar powered customers who will transition at the end of their annual "true-up" cycle. As of March 24, 2024, 6.01% of Santa Paula customers have opted out of CPA service,

0.10% have opted down to Clean Power, CPA’s middle rate option and 1.16% have opted down to Lean Power, CPA’s lowest rate option.

While Council took action on June 7, 2023 to select the default rate for the community, 100% green energy, no official direction was taken on City utility accounts which have pending real cost implications now that the city has transitioned to CPA.

ANALYSIS:

Default Product Rate Tier Selection
CPA currently has three rates which come with different levels of renewable energy content and at different price points. Over 99% of CPA’s customers are served through CPA’s residential and small/medium business rates. The rate comparison targets shown below illustrate the total bill differentials to SCE’s rates as of March 1, 2024, in percentage and monthly dollars terms. Currently, 100% Green Power rates are at a 3% premium to SCE rates, Clean Power rates are at a 1% discount to SCE, and Lean Power is at a 2% discount to SCE.

Current 2023/2024 Average Customer Bill Comparison to SCE (% Discount or Premium) 201
Customer Class Lean Power Clean Power 100% Green Power
Residential -2.0% -1.0% 3.0%
Residential - CARE -3.0% -1.5% -1.5%
Small/Medium
Business
-2.0% -1.0% 3.0%
CPA 2023/2024 Average Customer Bill Comparison to SCE (% Discount or Premium) assuming an SCE $100 utility bill
Customer Class Lean Power Clean Power 100% Green Power
Residential $98 $99 $103
Residential - CARE $97 $98.50 $98.50
Small/Medium
Business
$98 $99 $103
Large commercial, pumping and agricultural, and streetlighting rates (“subset” rates, which apply to less than 1% of CPA customers) continue to fall outside of these comparison ranges based on the cost of service for these accounts.

City Energy Costs and Options to Opt-Out
The City has approximately 109 SCE utility accounts that cover a multitude of facilities, infrastructure and offices throughout the City of Santa Paula. Currently, 65 of those accounts, (identified in Exhibit A in light blue), are served through CPA's normal rate tiers as identified above. The other 44 remaining accounts, (identified in Exhibit A in orange), are served through CPA under "subset" rates for large commercial, pumping, agricultural, and streetlighting rates which are subject to a higher premium cost, which at this time, CPA cannot match as shown in Exhibit A. These 44 accounts come with a premium rate increase of 1.4% on the low end to over 34% on the high end. Additionally, these 44 accounts are some of the City's most costly utility accounts averaging over $240,000 a year in electricity costs due to the fact that they are responsible for powering critical infrastructure such as water pumping, water purification, distribution, etc.

Additionally, although not as costly on an annual basis, the special streetlight rates the City currently receives from SCE also cannot be matched by CPA. In staff's conversation's with CPA, and as evidenced in Exhibit A, CPA will not be able to match the special rate we receive from SCE for street lights, similar to those received by other municipalities in Ventura County.

Because CPA's "subset" rates carry real cost impacts, on June 7, 2023, Council directed staff to review City utility accounts and come back to Council with options and recommendations for the 109 utility accounts. Should Council choose, the City could simply opt-out certain account tiers or select a different CPA rate tier as shown in the tables in Exhibit A. It should be noted each tier selection comes with real financial costs not budgeted for in this years current fiscal budget or future budgets. The estimated real cost impact of each selection is provided in the 202
tables in Exhibit A. Additionally, the data obtained in Exhibit A was provided by CPA based on 2024 SCE data provided by staff. All numbers represented for future costs are estimates.

Exhibit A Tables
Table 1 - If the Council does not elect to opt-out of any of the CPA tiers and selects a respective energy option (Lean, Clean or 100% Green), the estimated effect to the budget for electricity costs for FY2023-2024 is as follows:

Lean - 1.9% increase or $27,772 dollars in estimated costs across all funds Clean - 3.0% increase or $43,926 dollars in estimated costs across all funds 100% Green - 7.5% increase or $109,058 in estimated costs across all funds Table 2 - If the Council elects to opt-out the street lighting accounts only (6 accounts - highlighted in yellow), the estimated effect to the budget for electricity costs for FY2023-2024 is as follows based on the selected energy option:

Lean - 1.5% increase or $21,741 dollars in estimated costs across all funds Clean - 2.6% increase or $37,249 dollars in estimated costs across all funds 100% Green - 6.9% increase or $100,777 in estimated costs across all funds Table 3 - If the Council elects to opt-out the street lighting accounts and water pumping accounts (44 accounts - highlighted in yellow), the estimated effect to the budget for electricity costs for FY2023-2024 is as follows based on the selected energy option:

Lean - 0.3% decrease or $4,401 dollars saved in estimated costs across all funds Clean - 0.1% increase or $1,879 dollars in estimated costs across all funds 100% Green - 0.5% increase or $6,601 in estimated costs across all funds Recommendation
As mentioned in this report, each tier selection comes with real financial costs not budgeted for in this years current fiscal budget or future budgets. It is staff's recommendation to keep 66 accounts, or 61% of the City utility accounts (those highlighted in blue on Exhibit A), which do not fall into CPA's "subset" rates in the 100% green energy selection. These are the same rates the community receives through CPA’s residential and small/medium business rates and subjects these City accounts to the 3% premium to SCE rates for 100% Green Energy. As a result, the estimated annual premium increase for these 66 accounts is 3% or $6,601 annually. Another way of looking at this is that 61% of the City's electricity accounts will utilize 100% green energy.

At the same time, due to the City's current fiscal constraints as recently identified by our Finance Director during the mid-year fiscal report, it would be fiscally prudent at this time to opt-out the other 44 "subset" utility accounts (those highlighted in orange on Exhibit A) from CPA to remain with SCE as their rates are currently more favorable than CPA rates. This would result in the City avoiding $102,456 in additional annual utility charges which have not been budgeted for. Should it be Council's decision not to opt-out the 44 accounts, Council would need to re-prioritize funding from other budgets to accommodate any increases in utility charges. It should be noted that at a later time, should the fiscal outlook change for the City, Council always has the ability to change selections on an annual basis. 203
Next Steps
Once City Council determines which accounts should stay with CPA and which accounts should be opted out, City staff will notify CPA. As a reminder, City Council has the option to reevaluate the default product rate on a yearly basis for Santa Paula customers including City utility accounts.

STRATEGIC PLAN:

This item is not a goal or objective in City Council’s two-year Strategic Plan, however, it does support Section F. Community Vitality, with a goal of providing the residents of Santa Paula with sustainable resources and programs to make this a great place to live and grow.

FISCAL IMPACTS:

The budget impact will depend upon the accounts selected by the City Council as demonstrated in this report and Exhibit A.

Based on Council's direction staff will return with the FY2023/24 3rd Quarter Fiscal Review with the proper budget adjustments in utility expenses. Any estimated utility cost increases above the staff recommendation will require staff and Council to re-prioritize funding from other City services and program budgets as the City is not in a financial position to absorb any increases due to utility cost increases.

OPTIONS:

City Council has the following option available:

1. Direct staff to perform additional research and return to Council. It should be noted that staff must inform CPA before the end of April 2024 on which accounts, if any, the City would like to opt-out from inclusion with CPA.

ATTACHMENTS:

Exhibit A - City of Santa Paula Estimated Electricity Costs.pdf 204

EXHIBIT A - CITY OF SANTA

PAULA ESTIMATED

ELECRICITY COSTS
205
Exhibit A ‐ City of Santa Paula Estimated Electricity Costs Table 1 ‐ If City Does Not Opt‐Out Any Accounts
Lean Clean 100% Green Lean Clean 100% Green Lean Clean 100% Green TOU‐8‐D (Water Pumping) 1 $644,368 1.4% 2.4% 6.8% $653,389 $659,833 $688,185 $9,021 $15,465 $43,817TOU‐PA‐2‐D 4pm to 9pm (Water Pumping) 7 $273,937 2.6% 3.7% 8.4% $281,059 $284,073 $296,948 $7,122 $10,136 $23,011TOU‐PA‐3‐D 4pm to 9pm (Water Pumping) 2 $294,066 3.4% 4.6% 9.3% $304,065 $307,593 $321,414 $9,998 $13,527 $27,348AL‐2 Flat Rate (Metered, Non‐TOU) (Street Lights) 3 $21,043 25.2% 27.9% 34.6% $26,346 $26,915 $28,324 $5,303 $5,871 $7,281 LS‐3 (Metered, Non‐TOU) (Street lights) 3 $2,888 25.2% 27.9% 34.6% $3,616 $3,694 $3,887 $728 $806 $999 LS‐2 Option A (UnMetered) 13 $0 19.8% 21.0% 26.1% $0 $0 $0 $0 $0 $0LS1 ALL NIGHT (UnMetered) 12 $0 19.8% 21.0% 26.1% $0 $0 $0 $0 $0 $0Outdoor Lighting (UnMetered) 3 $0 19.8% 21.0% 26.1% $0 $0 $0 $0 $0 $0TOU‐GS‐2‐D (Office Buildings) 3 $73,603 ‐2.0% ‐1.0% 3.0% $72,131 $72,867 $75,811 ‐$1,472 ‐$736 $2,208TOU‐GS‐2‐E 3 $50,696 ‐2.0% ‐1.0% 3.0% $49,682 $50,189 $52,217 ‐$1,014 ‐$507 $1,521TOU‐GS‐1‐E 37 $45,008 ‐2.0% ‐1.0% 3.0% $44,108 $44,558 $46,358 ‐$900 ‐$450 $1,350TOU‐GS‐1‐D 3 $34,562 ‐2.0% ‐1.0% 3.0% $33,870 $34,216 $35,598 ‐$691 ‐$346 $1,037TC‐1 (Metered, Non‐TOU) (Traffic Lights) 18 $16,089 ‐2.0% 1.0% 3.0% $15,767 $16,250 $16,571 ‐$322 $161 $483TOU‐D 4‐9 PM 1 $92 ‐2.0% ‐1.0% 3.0% $90 $91 $95 ‐$2 ‐$1 $3Total 109 1,456,352 $    1.9% 3.0% 7.5% $1,484,123 $1,500,277 $1,565,409 $27,772 $43,926 $109,058 Table 2 ‐ If City Opts‐Out Street Light Accounts Only
Lean Clean 100% Green Lean Clean 100% Green Lean Clean 100% Green TOU‐8‐D (Water Pumping) 1 $644,368 1.4% 2.4% 6.8% $653,389 $659,833 $688,185 $9,021 $15,465 $43,817TOU‐PA‐2‐D 4pm to 9pm (Water Pumping) 7 $273,937 2.6% 3.7% 8.4% $281,059 $284,073 $296,948 $7,122 $10,136 $23,011TOU‐PA‐3‐D 4pm to 9pm (Water Pumping) 2 $294,066 3.4% 4.6% 9.3% $304,065 $307,593 $321,414 $9,998 $13,527 $27,348AL‐2 Flat Rate (Metered, Non‐TOU) (Street Lights) 3 $21,043 25.2% 27.9% 34.6% $21,043 $21,043 $21,043 $0 $0 $0 LS‐3 (Metered, Non‐TOU) (Street lights) 3 $2,888 25.2% 27.9% 34.6% $2,888 $2,888 $2,888 $0 $0 $0 LS‐2 Option A (UnMetered) 13 $0 19.8% 21.0% 26.1% $0 $0 $0 $0 $0 $0LS1 ALL NIGHT (UnMetered) 12 $0 19.8% 21.0% 26.1% $0 $0 $0 $0 $0 $0Outdoor Lighting (UnMetered) 3 $0 19.8% 21.0% 26.1% $0 $0 $0 $0 $0 $0TOU‐GS‐2‐D (Office Buildings) 3 $73,603 ‐2.0% ‐1.0% 3.0% $72,131 $72,867 $75,811 ‐$1,472 ‐$736 $2,208TOU‐GS‐2‐E 3 $50,696 ‐2.0% ‐1.0% 3.0% $49,682 $50,189 $52,217 ‐$1,014 ‐$507 $1,521TOU‐GS‐1‐E 37 $45,008 ‐2.0% ‐1.0% 3.0% $44,108 $44,558 $46,358 ‐$900 ‐$450 $1,350TOU‐GS‐1‐D 3 $34,562 ‐2.0% ‐1.0% 3.0% $33,870 $34,216 $35,598 ‐$691 ‐$346 $1,037TC‐1 (Metered, Non‐TOU) (Traffic Lights) 18 $16,089 ‐2.0% 1.0% 3.0% $15,767 $16,250 $16,571 ‐$322 $161 $483TOU‐D 4‐9 PM 1 $92 ‐2.0% ‐1.0% 3.0% $90 $91 $95 ‐$2 ‐$1 $3Total 109 1,456,352 $    1.5% 2.6% 6.9% $1,478,092 $1,493,601 $1,557,129 $21,741 $37,249 $100,777 Table 3 ‐ If City Opts‐Out Street Light Accounts & Water Pumping Lean Clean 100% Green Lean Clean 100% Green Lean Clean 100% Green TOU‐8‐D (Water Pumping) 1 $644,368 1.4% 2.4% 6.8% $644,368 $644,368 $644,368 $0 $0 $0TOU‐PA‐2‐D 4pm to 9pm (Water Pumping) 7 $273,937 2.6% 3.7% 8.4% $273,937 $273,937 $273,937 $0 $0 $0TOU‐PA‐3‐D 4pm to 9pm (Water Pumping) 2 $294,066 3.4% 4.6% 9.3% $294,066 $294,066 $294,066 $0 $0 $0AL‐2 Flat Rate (Metered, Non‐TOU) (Street Lights) 3 $21,043 25.2% 27.9% 34.6% $21,043 $21,043 $21,043 $0 $0 $0 LS‐3 (Metered, Non‐TOU) (Street lights) 3 $2,888 25.2% 27.9% 34.6% $2,888 $2,888 $2,888 $0 $0 $0 LS‐2 Option A (UnMetered) 13 $0 19.8% 21.0% 26.1% $0 $0 $0 $0 $0 $0LS1 ALL NIGHT (UnMetered) 12 $0 19.8% 21.0% 26.1% $0 $0 $0 $0 $0 $0Outdoor Lighting (UnMetered) 3 $0 19.8% 21.0% 26.1% $0 $0 $0 $0 $0 $0TOU‐GS‐2‐D (Office Buildings) 3 $73,603 ‐2.0% ‐1.0% 3.0% $72,131 $72,867 $75,811 ‐$1,472 ‐$736 $2,208TOU‐GS‐2‐E 3 $50,696 ‐2.0% ‐1.0% 3.0% $49,682 $50,189 $52,217 ‐$1,014 ‐$507 $1,521TOU‐GS‐1‐E 37 $45,008 ‐2.0% ‐1.0% 3.0% $44,108 $44,558 $46,358 ‐$900 ‐$450 $1,350TOU‐GS‐1‐D 3 $34,562 ‐2.0% ‐1.0% 3.0% $33,870 $34,216 $35,598 ‐$691 ‐$346 $1,037TC‐1 (Metered, Non‐TOU) (Traffic Lights) 18 $16,089 ‐2.0% 1.0% 3.0% $15,767 $16,250 $16,571 ‐$322 $161 $483TOU‐D 4‐9 PM 1 $92 ‐2.0% ‐1.0% 3.0% $90 $91 $95 ‐$2 ‐$1 $3Total 109 1,456,352 $    ‐0.3% ‐0.1% 0.5% $1,451,951 $1,454,473 $1,462,953 ‐$4,401 ‐$1,879 $6,601*From SCE billing data provided by City of Santa Paula staff, dated 1/23/2024. **Estimated total bill comparisons to SCE based on projected CPA rates as of March 1, 2024 and SCE rates as of January 1, 2024. Rates subject to change***Based on 2023 costs and usage. Actual costs will vary based on future rate changes and customer usage.

Estimated Total Savings/Premium Rate Schedule Number of Accounts
Current SCE
Cost*
Total Bill Comparisons to SCE** Estimated Total Bills*** Estimated Total Savings/Premium
Rate Schedule Number of
Accounts
Current SCE
Cost*
Total Bill Comparisons to SCE** Estimated Total Bills*** Estimated Total Savings/Premium Number of
Accounts
Total Bill Comparisons to SCE** Estimated Total Bills*** Rate Schedule Current SCE  Cost* 206
To: Honorable Mayor and Members of the City Council
From: Dan Singer, City Manager
Subject: MEASURE T OVERSIGHT COMMITTEE GUIDELINES AMENDMENT Date: April 17, 2024
Agenda Item: 10.F

CITY OF SANTA PAULA

MEMORANDUM
RECOMMENDATION:

Staff recommends that the City Council:

1. Adopt Resolution 7512 amending the Measure T Oversight Committee Guidelines to further refine the definition of "public employee."
Presented by: City Manager Dan Singer
BACKGROUND:

On November 21, 2016 the City Council adopted Resolution 7020, establishing a Measure T Oversight Committee and adopting Operational Guidelines. Measure T references the 1% sales and use tax ballot measure approved by the Santa Paula voters that same year. Since 2016 the Operational Guidelines have been modified two times; in October 2017 to extend the term of membership to four years, and in April 2020 to create greater flexibility in appointing candidates within specified categories of service.

A third amendment to the Operational Guidelines is again desired and is the purpose of this action item as further described in this report and reflected in the attached Resolution.

ANALYSIS:

The Measure T Oversight Committee is comprised of five members, appointed to four-year terms by the City Council. The sole purpose of the Committee is to make recommendations to the City Council on the expenditure of revenues generated from the sales tax measure and to ensure such revenues are expended in accordance with the tax measure and the intentions of the voters. The Committee broadly represents the community with appointments made from the following categories:

One member active in a business organization representing the business community One senior citizen member, at least 62 years of age
One member active in a civic organization
One member active in a youth organization
One resident at-large
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To be eligible to serve on the Committee, members must be a U.S. Citizen, 18 years of age and be a resident of the City of Santa Paula. In addition, the Guidelines state that Committee members shall not be "a public employee." As there is no definition of "public employee" provided within the adopted Guidelines, the City Attorney has interpreted this restriction broadly to mean any person holding a position within any public agency. Using that interpretation greatly restricts who may be eligible to serve, such that no person in public safety, public health, public education, public law, social services or special districts may be appointed to the committee.

At this time, and in order to attract a broader pool of future candidates, staff recommends the Guidelines replace the term "public employee," to only restrict candidates who are "Santa Paula City employees" or who are working within a public agency who might reasonably be expected to receive or compete for Measure T funding.

Modifying the criteria for serving would broaden the application pool without compromising potential conflicts of interest for individuals who may work for public agencies seeking Measure T funding support. The attached Resolution would establish a third amendment to the Operational Guidelines to accommodate this new definition.

STRATEGIC PLAN:

This item is not a goal or objective in City Council’s two-year Strategic Plan, however, appointments to this Committee assist in the furtherance of the Mission, Vision, and overarching categories and goals found within City Council’s two-year Strategic Plan.

FISCAL IMPACTS:

Modifying the Measure T Operational Guidelines would not create any fiscal impacts.

OPTIONS:

The Council is under no obligation to modify the Guidelines and could instead opt to leave them as is. Doing so would restrict interested applicants who are employed in any type of public-sector job.

ATTACHMENTS:

ATTACHMENT A - Resolution 7512 - Final.pdf
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ATTACHMENT “A”
RESOLUTION 7512
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RESOLUTION NO. 7512

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
SANTA PAULA AMENDING SECTION 2 OF THE MEASURE “T”

OVERSIGHT COMMITTEE GUIDELINES RELATING TO THE
COMMITTEE’S COMPOSITION
The City Council of the City of Santa Paula resolves as follows:

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

A. The City Council submitted to the voters of the City the Santa Paula Local Transaction and Use Tax for the election that was held on November 8, 2016. The voters of the City approved the Santa Paula Local Transaction and Use Tax ordinance as Measure T on the election ballot;
B. Section 3 of the sales tax 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 generated by the sales tax measure and inform the public and the City Council to ensure that such revenue is expended in accordance with the intention of the voters and State law; C. On November 21, 2016 the City Council adopted Resolution 7020 establishing the Measure T Oversight Committee and adopting Operational Guidelines. On October 2, 2017, the Council revised the Measure T Guidelines to extend the term of membership to four years and to require annual reporting in October; D. On April 1, 2020, the City Council adopted Resolution 7261 modifying Section 2.D due to a lack of applicants desiring to serve on the Committee and the difficulty in placing those limited applicants in the various categories, there was a need for flexibility to appoint outside of the categories enumerated in Section 2.D; and; E. The Council now desires to amend Section 2.B of the Measure T Guidelines to provide the Council with flexibility to appoint Committee members who are not “Santa Paula City employees” or who works with a public agency who might reasonably be expected to receive or compete for Measure T funding.

SECTION 2: Amendment. The City Council hereby amends the Measure T Oversight Committee Guidelines by adding to Section 2.B related to the composition and appointment of the Measure T Oversight Committee. A copy of the amended Measure T Guideline is attached as Exhibit “A,” which is incorporated by this reference.

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

PASSED AND ADOPTED this 17th day of April, 2024.
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______________________________
Leslie Cornejo, Mayor
ATTEST:
_____________________________
Julie Latshaw, CMC
City Clerk
APPROVED AS TO FORM:
____________________________
Seth Merewitz, Acting City Attorney
APPROVED AS TO CONTENT:
_____________________________
Dan Singer, City Manager
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EXHIBIT “A”
TO RESOLUTION 7512

AMENDING MEASURE T GUIDELINES

FOR PUBLIC EMPLOYEE
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CITY OF SANTA PAU LA

MEASURE T OVERSIG HT COMMITTEE GUIDELI NES
Section 1. Committee Purpose
On November 8, 2016, Santa Paula voters enacted the Santa Paula Local One-Cent Sales Tax ("Measure T"). Measure T required the City to establish an oversight committee to make recommendations to the City Council on the expenditures of revenues generated by the sales tax measure and inform the public and the City Council to ensure that such revenue is expended in accordance with the intention of the voters and State law. These guidelines are intended to implement the oversight provisions of Measure T.

The Measure T Oversight Committee will convene at least twice annually to review and report to the public and the City Council on the revenue and expenditures generated by Measure T. The Committee shall confine itself specifically to its obligations under Measure T. All monies from other sources shall fall outside the scope of the Committee's review.

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
• Not a public employee of the City of Santa Paula or who works for a public agency who might reasonably be expected to receive or compete for Measure T funding.
• 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 t he following organizations:
• One -member active in a business organization representing the business community located in the City of Santa Paula.
• One senior citizen member located in the City of Santa Paula. • One-member active in a civic organization located in the City of Santa Paula.
• One-member active in a youth organization located in the City of Santa Paula.
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• One resident at-large.

D. Any position on the Measure T Oversight Committee that cannot be filled by a person fully meeting the membership composition requirements set forth in Section C, above, may be filled by any resident otherwise possessing the qualifications to serve on the Committee. In making such an appointment, the Council shall ensure that the Committee is composed of members that reflect the City’s diversity of interests and viewpoints in order to ensure broadbased community representation.

Section 3. Appointment Process
The City Council will appoint members based on an application and i nterview 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 oddnumbered 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
I. The Committee shall select a Chairperson and a Vice-Chairperson from among its members and establish the freq uency 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 RalphM.

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 Santa Paula Local One-Cent Sales Tax in order to ensure conformance with the budget allocation approved by the City Council.

The Committee's specifies duties are as follows:
• Report annually by May l on the recommended expenditure of the Santa Paula Local One-Cent Sales Tax revenue; 214
• Annually review revenue receipts and expenditures of the Santa Pa ula Local One-Cent Sales Tax;
• Annually review the status and performance of programs and services funded wholly or in part with proceeds from the Santa Paula Local One-Cent Sales Tax;
• Annually prepare an independent report to the City Council regarding the revenue and expenditures of the Santa Paula Local One-Cent Sales Tax.

Section 7. Staff Assistance
The City Manager's Office and members of the Finance Department will provide technical and administrative assistance to the Committee. 215
To: Honorable Mayor and Members of the City Council
From: Dan Singer, City Manager
Subject: FUTURE AGENDA ITEMS
Date: April 17, 2024
Agenda Item: 11.A

CITY OF SANTA PAULA

MEMORANDUM
RECOMMENDATION:

Staff recommends City Council review future agenda items and give consideration to one Councilmember request for future discussion and action.

Presented by: Dan Singer, City Manager
BACKGROUND:

The attached Future Agenda Items forecast identifies anticipated agenda items for upcoming Council meetings as well as Study Session topics and long-range discussion items. Placing this forecast on the agenda affords the Council and the public the opportunity to discuss such topics and to make any recommendations. It should be noted this is only a forecast and may change over the course of time or based on feedback by the Mayor and City Manager during review of future agendas.

ANALYSIS:

In accordance with the Council's adopted Manual of Procedural Guidelines, Section 5.1, Vice Mayor Chavez has introduced a request, Attachment B, to amend the City's local ordinance related to cruising, in accordance with new state law. Council is provided the opportunity to review this request and discuss placing it on a future agenda or taking other appropriate action.

STRATEGIC PLAN:

FISCAL IMPACTS:

OPTIONS:

ATTACHMENTS:

4.17.24_Future Agenda Items.docx
Attachment B - Council Agenda Request Form - Cruising.pdf 216
Santa Paula City Council Tentative Agenda Schedule
Updated 4/11/2024
May 1, 2024 AGENDA ITEMS
PW Public Works Department Report May
PD AB481 Reporting May
Finance Finance Department Report May
PR Sports Park Partial Acceptance May
P&R Older Americans Month – Proclamation May
May 15, 2024
P&R Parks & Recreation Department Update
PW Dedication Hwy Easement on City Property to Caltrans HR Personnel Rules & Reg Policy Update
Finance 3rd Quarter Fiscal Year Report
CDD Commercial Building District Live Entertainment Ord PW PMP Cycle 1 Final Update and Cycle 2 Five Year Plan

STUDY SESSION TOPICS
Admin No Smoking Ordinance
Finance Development Impact Fees (DIF)
CDD Cultural Arts
CDD Municipal Code Overview & Housing Element Priorities – Joint Meeting with Council and Planning Commission
May / TBD

FUTURE AGENDA ITEMS
Finance Additional Revenue Options May / June
P&R Union Oil Building Tenant Selection May
Finance Update on Utility Bills
PW Plans & Specifications for 8th Street Streetlight Repair Project CDD ADU Ordinance
Legal Fire MOU Amendment
CDD Appointment of Housing Trust Fund Oversite Committee May PW Crosswalk Improvements Project Contract Award
Finance 2023 City Audit
Clerk Consolidation with Statewide Election June
PW Wastewater Collection System Chloride Study Update
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Agenda Request Form
For Council Discussion Purposes
Name: Proposed Meeting Date: Date:

Type:

Recognition _______ Proclamation _______ Policy _______ Resolution ________ Ordinance _________ Other ____________________________

Title:

General Description:

Purpose / Objective:

Staff Use Only
Est. Fiscal Impact: $______________ Budgeted: Yes No Est. Time Impact:

Anticipated Start Date: Anticipated Completion Date:

Strat Plan Consistency? Gen Plan or SPMC Consistency?
Assigned to (Department): Assigned to (Person):

Committee Assignment:
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