IMPORTANT NOTICE REGARDING PUBLIC PARTICIPATION
Based on guidance from the California Department of Public Health, the Santa Barbara County Department of Health and the California Governor's proclamation of a state of emergency on March 4, 2020, to protect the health and well-being of all Californians and to establish consistency across the state in order to slow the spread ofCOVID-19, the City Council meetings may be held remotely only.
Pursuant to Government Code Section 54953(e)(2), we have established alternative methods of participation in the City of Solvang City Councilmeetings:
For January 24, 2022 City Council Meeting, the City will provide both remote and inperson participation options. Due to current increase in COVID-19 cases in our area, the City strongly encourages REMOTE participation.
In order to adhere to COVID-19 social distancing guidelines and the health orders, a limited number of public will be allowed to enter at one time to provide public comment. Virtual participation will also stillbe available via Zoom or phone.
You may observe the live stream of the City Council meetings on www.CityofSolvang.com/YouTube.
Distribution to the City Council – You may, but are not required to submit your comment in advance.
Should you wish to do so, please do so via email prior to 5 p.m. on the Friday prior to the Council meeting. Please submit your comment to the City Clerk at: [email protected]. Your comment will be placed into the record and distributed appropriately.
The following methods of participation are available to the public:
If you wish to make a general public comment or to comment on a specific agenda item, the following methods are available:
In-person speakers will be invited to make public comments first. Zoom speakers and those wishingto make a public comment by phone, will be invited to do so once all in-person public comment is received.
1. In-person. Due to COVID-19 social distancing guidelines, limited number of in-personparticipants can be accommodated in the Chambers at a time. Masks are required.
2. By phone- If you would like to make a comment by phone, please call into conference line 888 788 0099 (Meeting ID: 306 652 9195). The phone line will be open starting at 6 p.m. if you would like to notify the City ahead of time that you would like to speak on an item or during open public comment. We appreciate but do not require your advance notice to [email protected]. ahead of time by noon on the day of the meeting if you plan oncalling-in to speak.
3. Join Zoom Meeting – you may also participate by joining Zoom meeting at https://zoom.us/j/3066529195 (Meeting ID: 306 652 9195). If you wish to speak, please usethe “raised hand” symbol.
11 Last Resolution No. 21-1155
Last Ordinance No. 21-0353
AGENDA
SPECIAL CLOSED SESSION 6:00 PM AND REGULAR MEETING 6:30 PM
OF THE SOLVANG CITY COUNCIL
COUNCIL CHAMBER, 1644 OAK STREET, SOLVANG, CA
JANUARY 24, 2022
Charlie Uhrig, Mayor
Mark Infanti, Mayor pro tem
Robert Clarke, Councilmember
Claudia Orona, Councilmember
Jim Thomas, Councilmember
6:00 PM – SPECIAL CLOSED SESSION
CALL TO ORDER
ROLL CALL
PLEDGE OF ALLEGIANCE
PUBLIC COMMUNICATIONS ON CLOSED SESSION AND NON-AGENDA ITEMS This section is intended to provide members of the public with the opportunity to comment on Closed Session Items or any subject that does not appear on this agenda for action. This section is limited to 30 minutes. Each speaker will be afforded three minutes, and may speak only once.
RECESS TO CLOSED SESSION
1. CONFERENCE WITH LEGAL COUNSEL – ANTICIPATED POTENTIAL LITIGATION – Initiation of litigation pursuant to Government Code Section 54956.9(d)(4).
One potential case
Please be advised that, pursuant to State Law, any member of the public may address the Council concerning any item on the Agenda. Please be aware that items on the Consent Calendar are considered to be routine and are normally enacted by one vote of the Council.
If you wish to speak regarding an item on the Consent Agenda, please do so during PublicCommunications.
Regular City Council meetings are broadcast live on Channel 23 in the Santa Ynez Valley, and stream live on the City’s website at www.cityofsolvang.com/City Council We hope that you can join us (virtual participation encouraged) for the next City Council meeting. Instructions for participating in the meeting are located here: www.cityofsolvang.com/AgendaCenter. All Regular Meetings of the Solvang City Council may be viewed via live stream, on the City’s YouTube channel:
www.youtube.com/channel/UC15ThpbeQv6NkgYrup61SfA. Once again, please be safe, stay healthy, and
STAY HOME
22 RECONVENE TO OPEN SESSION
ANNOUNCEMENT OF CLOSED SESSION ACTIONS.
6:30 PM OPEN SESSION – REGULAR MEETING
CALL TO ORDER
ROLL CALL
PLEDGE OF ALLEGIANCE
CEREMONIAL ITEMS/COMMENDATIONS
Employee of the Quarter Award
PRESENTATIONS
PROCLAMATIONS
1. PUBLIC COMMUNICATIONS – NON- AGENDA AND CONSENT AGENDA ITEMS This section is intended to provide members of the public with the opportunity to address the Council on items not on the Agenda and the Consent Agenda. This section is limited to 30 minutes. Each speaker will be afforded three minutes, and may speak only once. State law does not allow the Council to discuss or take action on issues not on the agenda, except to briefly respond or to ask Staff to follow up on such items.
2. CITY MANAGER REPORT AND ADVANCE CALENDAR
Informational Report
3. COUNCIL COMMENTS AND REQUESTS
Comments and requests from City Council Members. No action will be taken at this meeting.
4. CONSENT AGENDA
a. Approval of Agenda as Presented.
b. Approve the Minutes of the City Council meeting of January 10, 2022.........................................................7 c. Approve an Agreement with Sunbeam Solar Technologies dba Sunbeam Consulting for engineering design services for the Sewer System Upgrade project PW 176 in the amount of $95,900 for the term January 24, 2022 – December 31, 2022 and authorize the Mayor to execute on behalf of the City, and the City Manager to execute contract amendments within the contingency amount of $4,000 on behalf of the City...............12 d. Approve the 2nd Amendment to the Agreement with West Coast Arborists Inc for Street Tree Pruning for the additional amount of $60,000 for the remaining term July 1, 2020 – June 30, 2022; and authorize the City Manager to execute on behalf of the City........................................................................................42 PUBLIC HEARINGS – None
REGULAR BUSINESS AGENDA
5. LAW ENFORCEMENT CONTRACT WITH SANTA BARBARA COUNTY SHERIFF a. Receive a report on proposal by the Santa Barbara County Sheriff’s Office Fiscal Year 2022-23 rates; and,
b. Authorize City Manager to submit a written notice of dispute resolution................................................65
6. FISCAL YEAR 2021-22 MID YEAR (QTR2) FINANCIAL REPORT Receive the Fiscal Year 2021-22 Mid-Year report and approve budget adjustments as presented in Attachment A. ............................................................................................................................................99 33 7. FISCAL FORECASTS AND FINANCIAL POLICIES FOR FISCAL YEAR 2022-24 FINANCIAL PLAN ............................................................................................................................................................107 Approve fiscal forecasts and financial policies for the Fiscal Year 2022-24 Financial Plan development.
8. RESPONSE TO GRAND JURY REPORT – “PENSIONS IN SANTA BARBARA COUNTY REQUIRE VIGILANCE”
Approve response to the Grand Jury Report titled “Pensions in Santa Barbara County require vigilance” as presented in Attachment A........................................................................................................................280
9. SEWER MASTER PLAN UPDATE
Approve Sewer Master Plan Update..........................................................................................................296
10. MARKETING CONTRACT TOURISM ADVISORY COMMITTEE AND STAFF
RECOMMENDATIONS
Receive an update on Tourism Advisory Committee recommendations for Marketing Contract and provide staff with policy direction.......................................................................................................................542
11. APPOINT TOURISM ADVISORY COMMITTEE MEMBER DUE TO RESIGNATION Tourism Advisory Committee member Barry Prescott has resigned from the Committee resulting in a vacancy for the seat appointed by Councilmember Clarke. Councilmember Clarke may appoint an alternate Committee member or direct staff to open a recruitment............................................................621
12. AB1234 REPORT OUT AND COUNCIL CLOSING COMMENTS
13. ADJOURNMENT
AFFIDAVIT OF POSTING
I, Annamarie Porter, City Clerk for the City of Solvang, California, DO HEREBY CERTIFY, under penalty of perjury under the laws of the State of California, that the foregoing notice was posted at the City of Solvang City Hall bulletin board and on the City of Solvang website at, on this 19th day of January 2022.
Copies ofstaffreports and supporting documentation pertaining to each item on this agenda are available for public viewing and inspection at City Hall, 1644 Oak Street, Solvang, during regular business hours and on the City’s website www.cityofsolvang.com, in addition, any writings relating to an open session agenda item provided to a majority of the Council after the posting of the agenda, will be identified and available separately at City Hall and may be posted to the website.
In Compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, you should contact the office of Administrative Services at (805) 688-5575 or the California RelayService.
Notification 48 hours prior to the meeting would enable the City to make reasonable arrangementsto ensure accessibility to this meeting.
44 Meeting Date Agenda Item Agenda Action
27-Jan
Fiscal Year 2022-24 Financial Plan Development
Community Workshop Community Workshop
12-Feb
Utility Rate Study (Water & Wastewater) Community
Workshop Community Workshop
14-Feb
General Plan Update Alternative Choices Business Approve Branding Strategy and Project Scope Approval Business Approve Title 11 Changes (PC recommendations) Public Hearing Approve 26-Feb
Fiscal Year 2022-24 Financial Plan Goal Setting Session Council Workshop Set Goals 28-Feb
Solvang Park Shade Improvement Alternatives Business Approve Measure A 5-Year Local Program of Projects Business Approve Copenhagen Drive Closure Preliminary Conceptual
Project Review Business Policy
7-Mar
Special Meeting - Solvang Elections District Map Public Hearing #1 to review draft maps Business Public Hearing City Council/Planning Commission Joint Session -
General Plan Update Business Approve
FTA 5311 Grant Agreement Consent Approve
TDA Grant Funding Consent Approve
14-Mar
Parking Improvements Business Policy
SB1 RMRA project List Business Approve
Solvang Skytt Mesa LLMD Annual Assessment Public Hearing Approve Transit Operations Contract Award Business Approve
28-Mar
Solvang Elections District Map Public Hearing #2 to
review draft maps (intro ordinance) Business Public Hearing Second Street Drainage Improvements Business Approve
Waste Water Treatment Upgrade Phase 3 Conceptual
Review Business Approve
Investment Policy Annual Review Consent Approve
11-Apr Solvang Elections District Map Adoption Business Adopt HCA Park Improvements Project Report Business Receive
ADVANCE CALENDAR
55 Meeting Date Agenda Item Agenda Action
N/A
Agenda Item Agenda Action
November Stormwater Management Program Annual Report Consent Receive December Appointment of Mayor Pro Tem Business Approve
December
Council selection of representatives to Committees and
Agencies Business Approve
December (every
two years) Appointment to Boards, Commissions, Committees Business Approve January Comprehensive Annual Financial Report Business Approve January Grant Funding Policy Review Business Approve
February Measure A 5-Year Local Program of Projects Public Hearing Approve February Fiscal Outlook and Financial Policies Business Approve March SB1 RMRA project List Public Hearing Approve
March Investment Policy Annual Review Business Approve
March Solvang Skytt Mesa LLMD Annual Assessment Public Hearing Approve March FTA 5311 Grant Agreement Consent Approve
March TDA Grant Funding Consent Approve
April Council Budget Goal Setting Business Approve
May Preliminary Budget
Oct/Jan/April/July Quarterly Financial Reports Business Approve June
Two-Year Financial Plan Development or Budget
adoption Business Adopt
June Capital Improvement Program Business Adopt
June/July Amend Appropriation Limit Business Adopt
Council Requested Agenda Items
Annual Reports
66 January 10, 2022
Monday
6:30 p.m.
CALL TO ORDER
Mayor Uhrig called the meeting to order at 6:30 p.m. in the City Hall Council Chamber, 1644 Oak Street, Solvang, California.
ROLL CALL
Present: Mayor Charlie Uhrig; Mayor pro tem Claudia Orona; Councilmembers Mark Infanti, Jim Thomas, Robert Clarke
Staff: City Manager Xenia Bradford, City Attorney Chelsea O'Sullivan, City Clerk Annamarie Porter, Public Works Director Rodger Olds.
PLEDGE OF ALLEGIANCE
Led by Councilmember Thomas
CEREMONIAL ITEMS/COMMENDATIONS - None
PRESENTATIONS – None
PROCLAMATIONS
a. Human Trafficking Awareness Month
Mayor Uhrig presented a proclamation in acknowledgment of January 2022 as Human Traffic Awareness Month.
Ann McCarty, North County Rape Crisis and Child Protection Center, spoke about risk factors for trafficking; discussed services offered by her organization and announced an upcoming Vigil for Freedom. b. January 23-29, 2022 recognized as School Choice Week Mayor Uhrig read a proclamation in recognition of January 23 – 29, 2022, a School Choice Week.
1. PUBLIC COMMUNICATIONS – NON-AGENDA AND CONSENT AGENDA ITEMS WRITTEN OR VERBAL
City Clerk Porter invited members of the public to comment on items not in the agenda.
Rene Kaerskov spoke about the creation and modification of the new City logo; spoke about Mayor pro tem Orona accusing him of getting free marketing for his firm.
Sheila Benedict (via Zoom) asked about updates to the drought restrictions.
There were no other public comments and Mayor Uhrig closed this portion of the meeting.
MINUTES OF THE REGULAR MEETING OF THE
SOLVANG CITY COUNCIL
77 2. CITY MANAGER REPORT
City Manager Bradford narrated a PowerPoint presentation addressing the conclusion of Julefest 2021, discussed an update on COVID-19 cases; reported the next Community workshop will be held, virtually; listed upcoming tentatively scheduled workshops; talked about Solvang redistricting for elections; reviewed upcoming commission and committee meetings provided details of the Advance Calendar.
City Manager Bradford provided a brief update on the drought conditions in the State and introduced new Utilities Director Jose Acosta, and new part-time HR Manager Lisa Marie Fuog.
3. COUNCIL COMMENTS, REQUESTS AND ADVANCE CALENDAR
Councilmember Infanti discussed a recent meeting of the Ground Water Sustainability Program, Eastern Management Area; noted the Board approved the Ground Water Sustainability Plan and reported the Air Pollution Control District announced scheduled prescribed burns on Figueroa Mountain.
Councilmember Thomas announced he was appointed to the Public Safety Committee for the League of California Cities.
Councilmember Clarke commented on an upcoming meeting with Library representatives and will report back to City Council.
Mayor Uhrig announced Library services will revert to sidewalk services only and a Stomp Out Hunger, Uganda project hosted by the Santa Ynez Valley Presbyterian Church; reviewed Food Bank statistics; spoke about Law Enforcement Appreciation Day; discussed his attendance at a recent SBCAG meeting; noted the availability of ten free ride passes available this month to all residents in North County; reported on Hwy 101 closures and talked about attending a California Mayors meeting, the tree burning and Julefest events.
4. CONSENT AGENDA
a. Approval of Agenda as Presented
b. Approve the Minutes of the City Council meeting of December 13, 2021 c. Approve Warrant Register December 2021
d. Adopt Resolution No. 22-1155, a Resolution of the City Council of the City of Solvang authorizing Remote Teleconference Meetings of the City Council
e. Accept as Complete the WWTP Aeration System Replacement Project PW 142 with Cushman Contracting Corporation, and authorize the City Manager to execute, and the City Clerk to Record the Notice of Completion as of December 13, 2021
f. Review and approve minor amendments and clarifications to the Purchasing Policy g. Adopt proposed City Council meeting schedule for calendar year 2022 h. Receive Visit SYV 3rd quarter 2021 report
Councilmember Infanti asked about a Purchasing Manager and City Manager Bradford indicated a Purchasing Officer could be appointed by the City Manager.
Motion by Councilmember Clarke to approve the Consent Agenda, as presented, seconded by Councilmember Infanti, and carried with a roll call vote of 5-0.
PUBLIC HEARINGS - None
REGULAR BUSINESS AGENDA
5. APPROVE THE COMPREHENSIVE FINANCIAL REPORT
1. Review City financial highlights for the year ending June 30, 2021; and
2. Accept into the record the 2020-21 Annual Comprehensive Financial Report, as presented by Ahmed Badawi, CPA
88 City Manager Bradford introduced the item and CPA Ahmed Badawi and Mitesh Desai and deferred to them for a report.
Ahmed Badawi, CPA, narrated a PowerPoint presentation of the City's financial highlights for the year ending June 30, 2021 and results of their financial audit.
Mayor Uhrig invited public comments.
Dennis Beebe expressed concerns regarding unfunded liabilities.
City Manager Bradford reported the matter of unfunded liabilities will be addressed at the next City Council meeting.
There were no other public comments.
Motion by Councilmember Thomas to accept into the record the 2020-21 Annual Comprehensive Financial Report, as presented, seconded by Mayor pro tem Orona, and carried with a roll call vote of 5-0.
6. COPENHAGEN REOPENING STRATEGY & TEMPORARY OUTDOOR DINING
ENCROACHMENT PERMITS
That the City consider options for the reopening of Copenhagen Drive and direct staff to proceed with the preferred option
City Manager Bradford narrated a PowerPoint presentation regarding the reopening of Copenhagen Drive.
Public Works Director Olds continued with the PowerPoint presentation; discussed options for reopening Copenhagen Drive; addressed allowing private parklet installation through the encroachment permit process and addressed the timelines for each option.
Discussion followed regarding actions taken by City Council, so far, the possibility of waiting for new State COVID-19 regulations before making a decision on the reopening of Copenhagen Drive, providing access between First and Second Streets to the Visitor Center and Parking Lot 2, concerns by visitors and residents relative to indoor dining and available grants for infrastructure for businesses.
Rene Kaerskov, spoke in support of keeping Copenhagen Drive closed, permanently; addressed the need to study costs; suggested that businesses with encroachments pay for tables and chair and other equipment, and recommended charging a fee for use of public space.
Bent Olsen, Mike Lewellen, and ElseMarie Petersen spoke in support of keeping Copenhagen Drive, closed, permanently.
Eric Hutchins spoke in support of keeping Copenhagen Drive, closed, permanently and allowing outdoor dining for at least, another three months.
Jennifer Soni spoke in support of keeping Copenhagen Drive, closed, permanently and continuing to allow outdoor dining.
Dennis Beebe spoke in support of keeping Copenhagen Drive, closed, permanently; suggested continuing to allow outdoor dining but noted the need for design standards for parklets as the existing outdoor dining areas are not aesthetically pleasing.
There were no other public comments on this item.
Councilmember Infanti expressed concerns with circulation and public safety issues and noted the need to consider costs and ideas for improving alleys behind Copenhagen. 99 Mayor pro tem Orona spoke about being able to use parklets while allowing traffic circulation on the streets; believed outdoor dining should apply to all restaurants in Solvang, not just on Copenhagen Drive and agreed with Councilmember Thomas's suggestions about postponing this item until more information can be gathered regarding stricter COVID-19 restrictions.
Motion by Councilmember Thomas to keep Copenhagen Drive open, beyond February 2022, and direct staff to continue researching the possibility of a permanent closure, seconded by Councilmember Infanti, and carried with a roll call vote of 5-0.
Recess/Reconvene
Mayor Uhrig called for a recess at 8:46 p.m. The meeting reconvened at 8:55 p.m. with all Councilmembers, present.
7. CITY COUNCIL REORGANIZATION
Designation of Mayor pro tem and Council appointments to outside committees and agencies City Manager Bradford presented the staff report.
Councilmember Thomas nominated Councilmember Infanti as Mayor pro tem.
There were no public comments on this item.
There were no other nominations and Councilmember Infanti was declared Mayor pro tem, unanimously.
City Council kept its current seating arrangement.
City Manager Bradford reviewed current appointments to various agencies.
Mayor Uhrig suggested assigning Mayor pro tem Infanti as the representative for SBCAPCD and himself as the alternate. Additionally, he appointed Councilmember Orona as the representative for the Central Coast Community Energy committee.
There were no public comments on this item.
Motion by Mayor pro tem Infanti to accept the changes in Council appointments to outside committees and agencies, as discussed, seconded by Mayor Uhrig, and carried with a roll call vote of 5-0.
8. APPROVE THE GRANT FUNDING POLICY UPDATE
Review Grant Funding policy for non-profit organizations for Fiscal Year 2022-24 Financial Plan Development City Manager Bradford presented the staff report.
City Council gave general direction to staff to continue working with Senior Center representatives to develop a contract.
There were no public comments on this item.
Motion by Mayor pro tem Infanti to approve the City's Grant Funding policy for non-profit organizations for Fiscal Year 2022-24, seconded by Councilmember Thomas, and carried with a roll call vote of 5-0.
9. REAPPOINT FORMER MEMBER CHERYL SHALLANBERGER TO THE TOURISM ADVISORY COMMITTEE FOR THE TERM TO 12-31-2022
Reappoint former member Cheryl Shallanberger to the Tourism Advisory Committee for the term to 12-31-2022 City Manager Bradford presented the staff report.
1010
There were no public comments on this item.
Councilmember Orona reappointed former member Cheryl Shallanberger to the Tourism Advisory Committee for the term to 12/31/2022.
City Manager Bradford reported that Chair Prescott has resigned from the TAC and the item will be considered by City Council at its next meeting.
10. ADOPT RESOLUTION NO 22-1154 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SOLVANG, CALIFORNIA ADOPTING AN ADDENDUM TO THE 2011 WATER SYSTEM MASTER
PLAN UPDATE FINAL ENVIRONMENTAL IMPACT REPORT PURSUANT TO THE
CALIFORNIA ENVIRONMENTAL QUALITY ACT, AND APPROVING THE REVISED RIVER
WELLS PROJECT
That the City Council adopt Resolution No. 22-1154 a Resolution of the City Council of the City of Solvang, California adopting an Addendum to the 2011 Water Systems Master Plan Update Final Environmental Impact Report pursuant to the California Environmental Quality Act and Approving the Revised River Wells Project City Manager Bradford presented the staff report, noted the availability of public comments and provided recommendations including the possibility of continuing the matter to City Council's next meeting.
Assistant City Attorney O'Sullivan presented details of the proposed addendum and resolution.
Mayor pro tem Infanti noted there is not enough water to take care of the City and stressed the need for the proposed well.
Mayor Uhrig opened public comments.
Maggie Hall, EDC, discussed the organization; asked that City Council continue this matter to its meeting of January 24, 2022 to allow for meaningful public participation; requested that City Council decline to adopt the addendum and order preparation of a subsequent EIR and listed reasons for the need of a new EIR.
Brian Trautwein, EDC, referenced a letter from the Department of Fish and Wildlife and urged the City to consider it carefully; noted problems with the proposed addendum and the biological report; There were no other public comments.
Motion by Mayor pro tem Infanti to adopt Resolution No. 22-1154 a Resolution of the City Council of the City of Solvang, California adopting an Addendum to the 2011 Water Systems Master Plan Update Final Environmental Impact Report pursuant to the California Environmental Quality Act and Approving the Revised River Wells Project, seconded by Councilmember Clarke, and carried with a roll call vote of 5-0.
11. AB1234 REPORT OUT AND COUNCIL CLOSING COMMENTS - None
12. ADJOURNMENT- Mayor Uhrig adjourned the meeting at 9:45 p.m.
Respectfully submitted:
Annamarie Porter, City Clerk
1111
Agenda Item Number: 4.c
Solvang City Council STAFF REPORT
PREPARED BY: Nathan Giacinto, Wastewater Division Supervisor, and Jose Acosta, Utilities Director
MEETING DATE: January 24, 2022
SUBJECT: PROFESSIONAL SERVICES AGREEMENT PW 176 – SEWER SYSTEM UPGRADE
PROJECT
RECOMMENDATION:
1. Approve a Professional Services Agreement with Sunbeam Solar Technologies dba Sunbeam Consulting in the amount of $95,900 and authorize execution of the Agreement by the Mayor.
2. Authorize the City Manager to execute Project contract amendments within the contingency amount of $4,000.
SUMMARY:
In August of 2020, the City Council awarded a contract to Water Systems Consulting to update the City’s Sewer Master Pan, which was last updated in 1988. A critical component of the Sewer Master Plan 2021 Update (SMP) is identifying existing and future capacity deficiencies within the collection system. The SMP recommends replacing and upsizing several segments of sewer main along Elverhoy Way, Soro Alley, Atterdag Road, and through the Nyborg Open Space.
Staff developed a Request for Proposals (RFP) for engineering services for the Sewer System Upgrade Project and solicited proposals from four prequalified engineering firms from the City Council approved On-Call Consultant List. Staff received three proposals. After careful consideration by the Utilities Department selection committee, Sunbeam Consulting was selected as the most qualified and responsive firm, and a fee of $95,900 was negotiated. Sunbeam Consulting will provide construction management and inspection services in addition to engineering services for a fee lower than the engineering services proposed by the other two consultants. Funding for the Project is available in the City’s approved FY 2021-22 Budget. Staff recommends that the City Council approve a Professional Services Agreement with Sunbeam Consulting in the amount of $95,900, authorize the Mayor to execute the Agreement, and authorize the City Managerto execute Project contract amendments within the contingency amount of $4,000. 1212
The Sewer System Upgrade project in the amount of approximately $800,000 will require increase in sewer rates and is tentatively planned for Fiscal Year 2023-24.
DISCUSSION:
The City of Solvang provides wastewater collection and treatment services within the City limits. In August of 2020, the City Council awarded a contract to Water Systems Consulting (WSC) to update the City’s Sewer Master Pan which was last updated in 1988. A critical component of the Sewer Master Plan 2021 Update (SMP) is identifying existing and future capacity deficiencies within the collection system. WSC developed a hydraulic model that was used to evaluate capacity throughout the collection system within a range of flow conditions. The SMP identifies various locations that are undersized and over capacity. The SMP provides the following recommended replacements and upsizing projects:
- 800 feet of existing 8-inch sewer main with 10-inch sewer main along Elverhoy Way and Soro Alley
- 233 feet of existing 6-inch sewer main with 8-inch sewer main along Atterdag Road - 818 feet of existing 10-inch sewer main with 12-inch sewer main through the Nyborg Open Space.
The final Sewer Master Plan 2021 Update is being presented concurrently to City Council for approval and adoption on January 24, 2022.
The Utilities Department staff has the necessary expertise to do sewer system engineering work inhouse. However, we do not have the time or staff resources to undertake the engineering work for the Sewer System Upgrade Project currently. Therefore, staff developed a Request for Proposals (RFP) for engineering services for the Sewer System Upgrade Project and solicited proposals from four prequalified engineering firms from the City Council approved On-Call Consultant List that were prequalified based on their wastewater experience.
City staff received three proposals. After careful consideration by the Utilities Department selection committee, Sunbeam Consulting was unanimously selected as the top scoring, most responsive, and most qualified. A fee of $95,900 was negotiated. Sunbeam Consulting will provide construction management & inspection services in addition to engineering services for a fee lower than the engineering services proposed by the other two consultants. Staff recommends that the City Council approve a Professional Services Agreement with Sunbeam Consulting in the amount of $95,900, authorize the Mayor to execute the Agreement, and authorize the City Manager to execute Project contract amendments within the contingency amount of $4,000.
ALTERNATIVES:
The City Council could choose to cancel or postpone the Sewer System Upgrade Project and not approve a Professional Services Agreement at this time. The City Council could also choose to modify the Project scope of services or provide staff with other direction as deemed appropriate.
FISCAL IMPACT:
1313
The cost of the engineering services required for the Sewer System Upgrade Project is $95,900.
Funding for the Project is available in the City’s approved FY 2021-22 Budget in Account No. 804- 5200-502-70105. The cost of the engineering services is considered very reasonable and consistent with the approved Budget.
ATTACHMENTS:
1. Professional Services Agreement
1414
CITY OF SOLVANG
PROFESSIONAL SERVICES AGREEMENT
This agreement is made upon the date of execution, as set forth below, by and between Sunbeam Solar Technologies, Inc. (DBA Sunbeam Consulting) (“Consultant”), and the City of Solvang (“City”). The parties hereto, in consideration of the mutual covenants contained herein, hereby agree to the following terms and conditions:
1.0 GENERAL PROVISIONS
1.01 Term: This agreement will become effective on the date of execution set forth below, and will continue in effect until terminated as provided herein.
1.02 Services : Consultant shall perform the scope of work (tasks) described and set forth in Exhibit A, attached hereto and incorporated herein as though set forth in full.
Consultant shall complete the tasks according to the project schedule which is also set forth in Exhibit A.
Consultant shall determine the method, details and means of performing the above-referenced services.
Consultant may, at their own expense, employ such assistants and subconsultants, as Consultant deems necessary to perform the services required of Consultant by this agreement. However, Consultant may not assign this agreement to any other person or entity in the performance of required project-related services, and the City may not control, direct or supervise Consultant’s assistants or employees in the performance of those services.
1.03 Standard of Performance: Consultant’s services shall be performed in accordance with generally accepted professional practices and principles and in a manner consistent with the level of care and skill ordinarily exercised by members of Consultant’s profession currently practicing under similar conditions. Whenever the scope of work requires or permits approval by the City, it is understood to be approval solely for the purposes of conforming to the requirements of the scope of work and not acceptance of any professional or other responsibility for the work. Such approval does not relieve the Consultant of responsibility for complying with the standard of performance or laws, regulations, industry standards, or from liability for damages caused by negligent acts, errors, omissions, noncompliance with industry standards, or the willful misconduct of Consultant or its subcontractors. By delivery of completed work, Consultant certifies that the work conforms to the requirements of this contract and all applicable federal, state and local laws. If Consultant is retained to perform services requiring a license, certification, registration or other similar requirement under California law, Consultant shall maintain that license, certification, registration or other similar requirement throughout the term of this Contract.
1.04 Compensation: In consideration for the services to be performed by Consultant, City agrees to pay Consultant monetary consideration for professional services in accordance with the fee schedule set forth in Exhibit A. The parties agree that total
ATTACHMENT A
1515
compensation for fees and costs for the services detailed in Exhibit A shall not exceed the sum of $95,900, unless and until this Agreement is amended as provided herein.
1.05 Billing/Payment Terms. All charges for Consultant’s services and authorized related reimbursable expenses shall be billed monthly, and all undisputed charges will be paid by City within 30 (thirty) days of receipt. The bills shall list all tasks under this Agreement, the task budget, project total budget, percentage completed for each task for that month, associated percentage billing against each task, and total billing for that month. In the event the Agreement is based on time & materials billing up to a not-toexceed amount, the bill shall itemize by date all services and expenses provided during the invoice period (under this Agreement) including a brief description of the nature of work performed, the person or vendor performing them, the applicable billing rate, and the time expended. All Consultant service invoices must be approved by either the Public Works Director or the City Manager prior to payment.
2.0 OBLIGATIONS OF CONTRACTOR
2.01 Contract Management and Service Performance: Consultant Principal shall serve as the project manager and will personally prepare, or direct and supervise the preparation of, all work product called for by this agreement. Consultant represents that it has the qualifications, experience and facilities to properly perform all services hereunder in a thorough, competent, timely, and professional manner and shall, at all times during the term of this Agreement, have in full force and affect all licenses required of it by law. Consultant agrees to devote the hours and the human resources necessary to timely perform the services set forth in this agreement in an efficient, professional, and effective manner.
2.02 Avoidance of Conflict of Interest.
(a) Consultant may represent, perform services for, and be employed by additional individuals or entities, in Consultant’s sole discretion, as long as the performance of these extra-contractual services does not interfere with or present a conflict with City’s business or interfere with the timely performance and completion of Consultant’s services under this Agreement.
(b) Consultant shall comply with all conflict of interest laws and regulations including, without limitation, the City’s Conflict of Interest Code (on file in the City Clerk’s Office). All officers, employees and/or agents of Consultant who will be working on behalf of the City pursuant to this Agreement may be required to file Statements of Economic Interest. Therefore, it is incumbent upon the Consultant to notify the City of any staff changes relating to this Agreement. (c) In accomplishing the scope of services of this Agreement, all officers, employees and/or agents of the Consultant unless as indicated in Subsection (d), will be performing a very limited and closely supervised function, and therefore, unlikely to have a conflict of interest arise. No disclosures are required for any officers, employees, and/or agents of Consultant, except as indicated in Subsection (d). _____ (Initials). 1616
(d) In accomplishing the scope of services of this Agreement, Consultant will be performing a specialized or general service for the City, and there is substantial likelihood that the Consultant’s work product will be presented, either written or orally for the purpose of influencing a governmental decision. As a result, the following persons shall be subject to the City’s Conflict of Interest Code. _________________________ _______________________
_________________________ _______________________
2.03 Tools and Instrumentalities: Consultant shall provide all tools and instrumentalities to perform the services under this agreement.
2.04 Workers’ Compensation and Other Employee Benefits: City and Consultant intend and agree that Consultant is an independent contractor of City and agree that Consultant and Consultant’s employees and agents have no right to Workers’ Compensation and other City-sponsored employee benefits. Consultant agrees to provide Workers’ Compensation and other employee benefits, where required by law, for Consultant’s employees and agents. Consultant agrees to hold harmless and indemnify City for any and all claims arising out of any claim for injury, disability, or death of Consultant and any of Consultant’s employees or agents.
2.05 Indemnification
(a) Non-design, non-construction Professional Services: To the fullest extent permitted by law (including, but not limited to California Civil Code Sections 2782 and 2782.8), Consultant shall indemnify, defend, and hold harmless the City, and its elected officials, officers, employees, volunteers, and agents (“City Indemnitees”), from and against any and all causes of action, claims, liabilities, obligations, judgments, or damages, including reasonable legal counsels’ fees and costs of litigation (“claims”), arising out of the Consultant’s performance or Consultant’s failure to perform its obligations under this Agreement or out of the operations conducted by Consultant, including the City’s active or passive negligence, except for such loss or damage arising from the sole negligence or willful misconduct of the City. In the event the City Indemnitees are made a party to any action, lawsuit, or other adversarial proceeding arising from Consultant’s performance of this Agreement, the Consultant shall provide a defense to the City Indemnitees or at the City’s option, reimburse the City Indemnitees their costs of defense, including reasonable legal fees, incurred in defense of such claims. (b) Non-design, construction Professional Services: To the extent the Scope of Services involve a “construction contract” as that phrase is used in Civil Code Section 2783, this paragraph shall apply in place of paragraph (a). To the fullest extent permitted by law (including, but not limited to California Civil Code Sections 2782 and 2782.8), Consultant shall indemnify, defend, and hold harmless the City, and its elected officials, officers, employees, volunteers, and agents (“City Indemnitees”), from and against any and all causes of action, claims, liabilities, obligations, judgments, or damages, including 1717
reasonable legal counsels’ fees and costs of litigation (“claims”), arising out of the Consultant’s performance or Consultant’s failure to perform its obligations under this Agreement or out of the operations conducted by Consultant, except for such loss or damage arising from the active negligence, sole negligence or willful misconduct of the City. In the event the City Indemnitees are made a party to any action, lawsuit, or other adversarial proceeding arising from Consultant’s performance of this Agreement, the Consultant shall provide a defense to the City Indemnitees or at the City’s option, reimburse the City Indemnitees their costs of defense, including reasonable legal fees, incurred in defense of such claims.
(c) Design Professional Services: In the event Consultant is a “design professional”, and the Scope of Services require Consultant to provide “design professional services” as those phrases are used in Civil Code Section 2782.8, this paragraph shall apply in place of paragraphs (a) or (b). To the fullest extent permitted by law (including, but not limited to California Civil Code Sections 2782 and 2782.8) Consultant shall indemnify, defend and hold harmless the City and its elected officials, officers, employees, volunteers and agents (“City Indemnitees”), from and against all claims, damages, injuries, losses, and expenses including costs, attorney fees, expert consultant and expert witness fees arising out of, pertaining to or relating to, the negligence, recklessness or willful misconduct of Consultant, except to the extent caused by the sole negligence, active negligence or willful misconduct of the City. Negligence, recklessness or willful misconduct of any subcontractor employed by Consultant shall be conclusively deemed to be the negligence, recklessness or willful misconduct of Consultant unless adequately corrected by Consultant. In the event the City Indemnitees are made a party to any action, lawsuit, or other adversarial proceeding arising from Consultant’s performance of this Agreement, the Consultant shall provide a defense to the City Indemnitees or at the City’s option, reimburse the City Indemnitees their costs of defense, including reasonable legal fees, incurred in defense of such claims. In no event shall the cost to defend charged to Consultant under this paragraph exceed Consultant’s proportionate percentage of fault.
However, notwithstanding the previous sentence, in the event one or more defendants is unable to pay its share of defense costs due to bankruptcy or dissolution of the business, Consultant shall meet and confer with other parties regarding unpaid defense costs. (d) Payment by City is not a condition precedent to enforcement of the indemnities in paragraph (a), (b), or (c). In the event of any dispute between Consultant and City, as to whether liability arises from the active negligence, sole negligence or willful misconduct of the City or its officers, employees, or agents, Consultant will be obligated to pay for City’s defense until such time as a final judgment has been entered adjudicating the City as having been actively negligent, solely negligent or as having engaged in willful misconduct. Except as otherwise required by Civil Code Section 2782.8, Consultant will not be entitled in the absence of such a determination to any reimbursement of defense costs including but not limited to attorney’s fees, expert fees and costs of litigation. The provisions of this Section 2.05 shall survive completion of Consultant’s services or the termination of this Agreement.
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2.06 Insurance: Consultant shall maintain prior to the beginning of and for the duration of this Agreement insurance coverage as specified in Exhibit C attached to and part of this agreement
3.0 OBLIGATIONS OF CITY
3.01 Cooperation: City agrees to comply with all reasonable requests of Consultant necessary to the performance of Consultant’s duties under this agreement. City employees, agents and officers of the City agree to disclose all information relevant to this project to Consultant. Consultant shall be entitled to reasonably rely upon the accuracy and completeness of information furnished by City, provided that Consultant shall give City prompt written notice of any known defects in such information.
4.0 TERMINATION OF AGREEMENT
4.01 Termination Notice: Notwithstanding any other provision of this agreement, any party hereto may terminate this agreement, at any time, without cause, by giving at least 30 (thirty) days’ prior written notice to the other parties to this agreement.
4.02 Termination on Occurrence of Stated Events: This agreement shall terminate automatically on the occurrence of any of the following events:
a. Sale of the business of any party;
b. The end of the 30 (thirty) days as set forth in section 4.01; c. End of the contract to which Consultant’s services were necessary; or d. Assignment of this agreement by Consultant without the consent of City. e. Death of any party.
4.03 Termination by any Party for Default: Should any party default in the performance of this agreement or materially breach any of its provisions, the nonbreaching party, at its option, may terminate this agreement, immediately, by giving written notice of termination to the breaching party.
4.04 Termination: This agreement shall terminate on December 31, 2022, unless earlier extended as set forth in this Section. The City, with the agreement of Consultant, is authorized to extend the term of this agreement beyond the termination date, as needed, under the same terms and conditions as set forth in this agreement.
Any such extension shall be in writing and be an amendment to this agreement. 1919
5.0 SPECIAL PROVISIONS
5.01 Additional Tasks as May Be Assigned by Public Works Director or the City Manager: Prior to initiating any Consultant work on matters relating to the purposes of this Agreement, but outside the Scope of Services for this Agreement, it shall be the responsibility of Consultant to obtain written approval of the Public Works Director, or the City Manager, prior to initiation of such tasks.
5.02 Time Schedule: Consultant is to begin work upon receipt and execution of City contract. It is contemplated that most of the engineering services hereunder will be completed on or before December 31, 2022. TIME IS OF THE ESSENCE OF THIS CONTRACT. Consultant agrees to engage its best efforts to adhere strictly to the schedule set forth in Exhibit A and incorporated herein.
5.03 Work Outside Contract Scope: No payment for changed or additional work shall be made unless the changed or additional work has first been approved in writing by the City Manager and the parties have agreed upon the appropriate adjustment, if any, to the payment schedule and maximum payment amount for the changed or additional work.
The Contract Manger may order changes or additions to the scope of work. Whether a change or addition to the scope of work is proposed by the Consultant or ordered by the City Manager, the parties shall in good faith negotiate an appropriate adjustment, if any, to the payment schedule and maximum payment for the changed or additional work. An approved change or addition, along with the payment adjustment, if any, will be effective upon an amendment to this contract executed by both parties. The amendment shall not render ineffective or invalidate unaffected portions of this contract.
5.04 Confidentiality:
(a) Confidential Nature of Information. Consultant shall treat all information obtained from the City in the performance of this contract as confidential and proprietary to the City. Consultant shall treat all records and work product prepared or maintained by Consultant in the performance of this contract as confidential. (b) Limitation on use and disclosure. Consultant agrees that it will not use any information obtained as a consequence of the performance of work for any purpose other than fulfillment of Consultant’s scope of work. Consultant will not disclose any information prepared for the City, or obtained from the City or obtained as a consequence of the performance of work to any person other than the City, or its own employees, agents or subcontractors who have a need for the information for the performance of work under this contract unless such disclosure is specifically authorized in writing by the City.
(c) Security plan. If requested by the City Manager, Consultant shall prepare a security plan to assure that information obtained from the City or as a consequence of the performance of work is not used for any unauthorized purpose or disclosed to unauthorized persons. Consultant shall advise the City of any request for disclosure of information or of any actual or potential disclosure of information. 2020
(d) Survival. Consultant’s obligations under this paragraph shall survive the termination of this contract.
6.0 MISCELLANEOUS
6.01 Notices: Except as otherwise expressly provided by law, any and all notices or other communications required or permitted by this agreement or by law to be served on or given to any party to this agreement shall be in writing and delivered or, in lieu of such personal service, when deposited in the United States mail, first class postage prepaid, to the following address for each respective party:
PARTY ADDRESS
TO: City OF SOLVANG City of Solvang
1644 Oak Street
Solvang, CA 93463
Attention: City Clerk
Copy to: Dave Fleishman
City Attorney
Richards, Watson & Gershon
847 Monterey Street, Suite 206
San Luis Obispo, CA 93401
TO CONSULTANT: Sunbeam Solar Technologies dba
Sunbeam Consulting
6.02 Governing Law: This agreement and all matters relating to this agreement shall be governed by the laws of the State of California in force at the time, should any need for interpretation of this agreement or any decision or holding concerning this agreement arise.
6.03 Binding Effect: This agreement shall be binding on and shall inure to the benefit of the heirs, executors, administrators, successors and assigns of the parties hereto, but nothing in this Section shall be construed as consent by City to any assignment of this agreement or any interest in the agreement. 1817 Josei Avenue
Long Beach, CA 90815
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6.04 Remedies: The remedies set forth in this agreement shall not be exclusive, but shall be cumulative with, and in addition to, all remedies now or hereafter allowed by law or equity.
6.05 Due Authority: The parties hereby represent that the individuals executing this agreement are expressly authorized to do so on and in behalf of the parties.
6.06 Ownership of Work Product: Upon delivery, the work product, including without limitation, all original reports, writings, recordings, drawings, files, and detailed calculations developed under this contract are the property of the City. Consultant agrees that all copyrights, which arise from creation of the work pursuant to this contract, shall be vested in the City and waives and relinquishes all claims to copyright or other intellectual property rights in favor of the City. City acknowledges that its use of the work product is limited to the purposes contemplated by the scope of work and that the Consultant makes no representation of the suitability of the work product for use in or application to circumstances not contemplated by the scope of work.
6.07. Integration and Modification: This contract represents the entire understanding and agreement of the City and Consultant as to those matters contained herein. This agreement correctly sets forth the obligations of the parties hereto to each other as of the date of this agreement. All agreements or representations respecting the subject matter of this agreement not expressly set forth or referred to in this agreement are null and void.
No prior oral or written understanding shall be of any force or effect with respect to those matters covered hereunder. This contract may not be modified, amended, or altered except in writing signed by the City and Consultant.
6.08. Advice of Counsel: The parties agree that they are aware that they have the right to be advised by counsel with respect to the negotiations, terms, and conditions of this contract, and that the decision of whether or not to seek the advice of counsel with respect to this contract is a decision which is the sole responsibility of each of the parties hereto. This contract shall not be construed in favor or against either party by reason of the extent to which each party participated in the drafting of the contract.
6.09. Independent Review: Each party hereto declares and represents that in entering this contract it has relied and is relying solely upon its own judgment, belief and knowledge of the nature, extent, effect and consequence relating thereto. Each party further declares and represents that this contract is being made without reliance upon any statement or representation not contained herein of any other party, or any representative, agent, or attorney of any other party.
6.10. Attorney Fees: In the event of any controversy, claim or dispute between the parties hereto, arising out of or relating to this agreement, or the breach hereof, the prevailing party shall be entitled, in addition to other such relief as may be granted, to a reasonable sum as and for attorney fees.
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6.11 No waiver: The waiver of any breach by any party of any provision of this agreement shall not constitute a continuing waiver or a waiver of any subsequent breach of this agreement.
6.12. Assignment: This agreement is specifically not assignable by Consultant to any person or entity. Any assignment or attempt to assign by Consultant whether it be voluntary or involuntary, by operation of law or otherwise, is void and is a material breach of this agreement, giving rise to a right to terminate as set forth in Section 4.03.
6.13. Time for Performance: Except as otherwise expressly provided for in this agreement, should the performance of any act required by this agreement to be performed by either party be prevented or delayed by reason by any act of God, strike, lockout, labor trouble, inability to secure materials, epidemics, pandemics, or any other cause, except financial inability, which is the fault of the party required to perform the act, the time for performance of the act will be extended for a period of time equivalent to the period of delay and performance of the act during the period of delay will be excused: provided, however, that nothing contained in this Section shall exclude the prompt payment by either party as required by this agreement of the performance of any act rendered difficult or impossible solely because of the financial condition of the party required to perform the act.
6.14 Severability: Should any provision of this agreement be held by a court of competent jurisdiction or by a legislative or rulemaking act to be either invalid, void or unenforceable, the remaining provisions of this agreement shall remain in full force and effect, unimpaired by the holding, legislation or rule.
6.15. Construction: The parties agree that each has had an opportunity to have their counsel review this agreement and that any rule of construction to the effect that ambiguities are to be resolved against the drafting party shall not apply in the interpretation of this agreement or any amendments or exhibits thereto. The captions of the sections are for convenience and reference only, and are not intended to be construed to define or limit the provision to which they relate.
6.16. Amendments: Amendments to this agreement shall be in writing and shall be made only with the mutual written consent of all the parties to this agreement.
6.17. Signatures: The individuals executing this contract represent and warrant that they have the legal capacity and authority to do so on behalf of their respective legal entities.
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City of Solvang
PSA – Sewer System Upgrade Project
IN WITNESS WHEREOF, the parties have executed this contract on the following date.
Sunbeam Solar Technologies dba
Sunbeam Consulting (Consultant):
Date: By:
Alan Braatvedt, President
City of Solvang:
Date: By:
Charlie Uhrig
Mayor
APPROVED AS TO FORM:
City Attorney: Richards, Watson & Gershon
Date: By:
Dave Fleishman
City Attorney
ATTEST:
_______________________________
Annamarie Porter, City Clerk
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EXHIBIT A
SCOPE OF WORK,
FEE SCHEDULE
&
PROJECT SCHEDULE
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October 29, 2021
City of Solvang
411 Second Street
Solvang, CA 93463
Attn: Matt van der Linden, PE
Public Works Director/City Engineer
Subject: Proposal for Engineering Design Services for the Sewer System Upgrade Project Sunbeam Consulting proposes to provide Professional Design Services to the City of Solvang for the City’s Sewer System Upgrade Project, based on the recommendations of the recently completed draft Solvang Sewer Master Plan 2021, dated 8/30/2021. We appreciate the consideration and opportunity of providing these services to City of Solvang.
We have reviewed the draft Solvang Sewer Master Plan and associated recommendations, and have based our proposal on the Master Plan’s recommendations for Project A-1 and A-2. In addition, we would like to offer some value-added services that will advance some of the goals of the Sewer Master Plan, at no additional cost, and Construction Management and Inspection assistance for a separate cost from the design, but within the City’s design budget of $110,000.
We have expanded on this in our proposal.
The idea of including additional design is to provide a stand-alone bid package to enable the City to go out to bid on a separate future sewer lining project to address infiltration/intrusion issues, without having to go through a second design process.
We have spoken to Matt van der Linden to better understand specific reservations, thoughts and ideas that the City has with regards to each of the elements of the projects. We believe that this outreach has provided a good insight with regards to the design.
The principals of Sunbeam Consulting have decades of experience in civil engineering design of capital improvement projects. We are in the position to provide the City of Solvang with the required design services and draw upon additional resources if needed during the course of the assignment. We have teamed with Bonadiman Pacific Surveying, Inc. (BPS) to provide the surveying services for this project.
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Thank you for this opportunity to offer our services to the City of Solvang. Should you have questions during the selection process, please contact me at 310.525.0681.
Sincerely,
Alan Braatvedt
President
Sunbeam Consulting
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Sunbeam Technologies, Inc., doing business as Sunbeam
Consulting, provides civil engineering, capital
improvement project management, and community
outreach services to public agencies and private sectors in addition to our founding energy related services.
Sunbeam Technologies, Inc. was established in 2008 to
provide engineering design, management, and
contracting services to public agencies, business, and
private clients. Sunbeam’s senior management offers
decades of experience on public infrastructure and
building projects with Southern California agencies.
Sunbeam Consulting
1817 Josie Avenue
Long Beach CA 90815
Tel:866.714.BEAM
www.sunbeamtech.net
E-mail: [email protected]
Direct: 310.525.0684
Contractor License No.
915894 (A & B)
California Registered Engineers
Qualified SWPPP Staff
• Civil Engineering
• Water Resources Design
• Wastewater Systems Design
• Project Management
• Construction Management &
Observation
• Staff Assistance
• NPDES Program Implementation
• ADA Assessment & Improvements
• Plan Checking
• Highway & Infrastructure Design
• Storm Drainage & Design
• Signing and Striping Plans
• Parking Design & Analysis
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Project Understanding
The City of Solvang has commissioned a 2021 update of its Sewer Master Plan to identify and evaluate deficiencies within its sewer collection system, which has been completed and was issued in draft form on August 30, 2021 for City review and comment. That comprehensive Report deals with upgrades and repairs that will be required over the next 10 to 15 years and has also recommended some near-term projects to address identified needs. These include the replacement of some under capacity sewer pipelines, which is the focus of this particular Project. The Report (and Project Scope of Services) calls for the replacement of:
The 6-inch Atterdag Road sewer main between Fir Avenue and Mission Drive, with an 8” pipeline. Initial investigation shows that a conventional installation will be the most cost effective and not overly disruptive to traffic, despite being in a high-traffic area.
The 8-inch Soro Alley and Elverhoy Way pipelines with a 10” pipeline. This will be particularly challenging with the pipeline running through a busy part of the City, through private properties, which appear to have easement encroachment structures in some cases, exposed pipe crossing of Acorn Drainage (ditch/creek), adjacent underground and overhead utilities, flat grades, and other difficulties. The Master Plan suggests two replacement alternatives for the upsizing of the pipeline, however we will thoroughly investigate all options and find the best solution for this segment of the system including the exposed section of sewer line that crosses the Acorn Drainage ditch.
Four segments of pipeline across open land from Alta Vista (private road), eastwards for approximately 818 feet. This is likely to be a relatively easier design, with fewer obstructions than the other pipelines.
From the Sewer Master Plan, Sunbeam was able to understand that the City may also want to deal with water infiltration/intrusion issues at this time (especially within the Alisal Ranch).
Therefore, while compiling the bid documents, we will be able to create a separate bid set (project manual) to deal with the water infiltration/intrusion issue. This will allow the City to go out to bid on a separate future sewer lining project to address infiltration/intrusion issues, without having to go through a second design process (value-added service).
The City is requesting proposals from pre-qualified consultants to provide the survey and engineering design services for the Sewer System Upgrade Project, with deliverables to include construction ready plans and specifications, and construction cost estimates. The final PS&E is due by July 31, 2022. The specific services desired by the City include:
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1. Meetings and Coordination.
2. Research & Data Collection.
3. Design Survey.
4. Design Approach Technical Memorandum.
5. Construction Drawings (at 20 scale). 60%, 90% and Final submittals.
6. Project Manual and Technical Specifications. 60%, 90% and Final submittals.
7. Engineer’s Cost Estimate. 60%, 90% and Final submittals.
8. Record Drawings
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Scope of Services
1. Meetings and Coordination
Sunbeam Consulting will conduct a project kickoff meeting with City staff to review the project scope of work in detail, finalize document formats, and review the project schedule. Sunbeam will review existing City and utility records. We will begin work as soon as practicable to meet the City’s design completion date for this project. We will also attend a minimum of three progress meetings with the City during the design effort, by person or teleconference.
2. Research and Data Collection
Sunbeam will thoroughly examine the Final 2021 Sewer Master Plan Update and closely look at the recommendations to avoid reinventing the wheel, but instead look for ways to improve on the recommendations. Sunbeam Consulting will conduct a field investigation and review of existing streets, alleys and pipeline alignment, utility, and storm drain improvements in the project area. We will discuss our field findings with the City, review the various alternatives available for construction improvements, and based upon these discussions, provide 3232
recommendations for design. Sunbeam Consulting will also research possible water intrusion locations with a view to produce bid documents that can be used to investigate existing sewer lines in locations of suspected water intrusion (such as Alisal Ranch area). The documents will specify solutions to permanently repair those pipes using methods available, including Cured in Place Pipelining. Sunbeam will be able to provide those bid documents to the City at no additional cost, as they can be developed in parallel with producing the sewer upsizing project documents, so can be done economically that way.
Notifications will be sent to utility providers. Relevant data will be collected and reflected on the plans. We anticipate that the City will assist in obtaining relevant utility information, and may need to send map request letters on City letterhead if the utility is unresponsive or requires a fee for services.
3. Design Survey
A topographic survey is included in the scope of services. The survey will be performed by Bonadiman Pacific Surveying, Inc. as a subconsultant. The survey map will be based on information from the City’s LIDAR topographic survey, augmented with field survey, utility research, field review, and Dig Alert findings. Since all construction work will be performed within City road right-of-way or sewer line easements we propose that the property boundaries be shown as provided by the City GIS database. The survey will include all areas along the length of the pipeline, as far as possible on either side of the easement/road to include all relevant data.
One foot contours will be provided. A draft topographic base map will be provided to the City for review and comments. City comments will be incorporated into the design construction drawings.
NOTE: The existing right-of-way and parcel data is extremely complex within the project areas, and the cost to find all affected property corners, monuments, parcel maps, and representing right-of-way data for this Project would be cost prohibitive for the scope of work proposed, and therefore, we will only use the boundaries from the City’s GIS data base as previously stated.
The Design Survey will include the following:
1. Control Datums:
a. Horizontal: CCS83
b. Vertical: City of Solvang or County of Santa Barbara benchmark.
2. Control Survey
a. Establish control points to use throughout the life of the project in each area with the intention that these will be shown on the construction plans.
3. Field Topographic Survey
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a. Collect surface features (such as sewer manholes, water valves, gas infrastructure, utility poles, street signs and mail boxes), indication of all utilities observed within rightof-way/easements, and practical/accessible indication of other existing services.
Manholes will also be collected with rim and invert measurements where accessible. b. Collect elevations at relevant features, such as road centerlines and finished grades at a 100-foot interval, and at top of bank and flowline at the Acorn Drainage (minor creek) sewer line crossing.
4. Design Approach Technical Memorandum
Sunbeam Consulting will conduct a filed investigation and meet with the City to review the findings, and preliminary design options. We will thoroughly investigate all options and find the best solution for each segment of the system including the exposed section of sewer line that crosses the Acorn Drainage ditch (such as new steel casing around this section of new 10” sewer line). Sunbeam Consulting will then prepare a draft Design Approach Tech Memo discussing the various feasible sewer line replacement design alternatives such as open trench excavation, pipe bursting, and other feasible options available. We will discuss the various factors including construction cost, time of construction, inconvenience during construction, and impact to neighboring properties. A draft Design Approach Tech Memo will be provided to the City for review and comments. City comments will be incorporated into a Final Tech Memo as well as the design construction drawings. A PDF copy of the final Design Approach Tech Memo will be provided.
5. Final Design (Plans, Specifications & Cost Estimates) Based upon review of the preliminary design, Sunbeam will prepare the final project Plans, Specifications and Estimates. Plans will include the following sheets:
➢ The Title Sheet will include the project title, project number, Dig Alert information, Sheet Index, Best Management Practices notes, Vicinity Map, Location Map, survey record data, and signatures.
➢ The Index Map Sheet will provide an overview of the entire project area, with an index to the detailed plan sheets.
➢ Plan View Sheets will include existing sewer lines to be replaced, existing utilities, construction notes, existing roads and easements (based on City GIS parcel data), and other relevant information.
➢ Detail Sheets will include relevant plan view details, Acorn Drainage cross section, and information that is in addition to referenced Standard Plans, and Typical Sections.
Design issues to be addressed will include the following:
The construction plans will be prepared in AutoCAD format, printed and signed on 24”x36” bond sheets, at 1”=20’. Electronic files will be provided in .dwg and .pdf format. 3434
A Project Manual will be developed using the City’s standard Project Manual template as a starting point. Project specifications will be developed and include technical specifications and special provisions describing the requirements for each bid item and construction requirement.
Each bid item will be listed separately, and include a description of work, material requirements, and description of payment unit and method. The specifications will include a preliminary construction schedule, which will account for City holidays, street sweeping, trash collection, school calendar, and special events or restrictions. The specifications will include specific requirements for conforming to stormwater pollution protection (Note: No SWPPP is proposed in this scope). Specifications will be prepared with Microsoft Word. Electronic files will be provided in .doc and .pdf format.
Value-Added Service. As mentioned, while compiling the bid documents, we will create a separate bid set (project manual) to deal with the water infiltration/intrusion issue. This will allow the City to go out to bid on a separate future sewer lining project to address infiltration/intrusion issues, without having to go through a second design process.
The Engineer’s Estimate will include each bid item, quantity, and estimated cost base on similar recent construction bids. The Estimate will be prepared with Microsoft Excel. Electronic files will be provided in .xls and .pdf format.
Plans, specifications (Project Manual), and engineer’s cost estimates will be submitted at the 60%, and 90% levels of completion for City review and comment. City comments will be addressed, and the plans revised as necessary. Final Plans, Project Manual, and cost estimate will then be provided ready for bidding.
6. Record Drawings
Upon completion of construction Sunbeam Consulting will use the as-built markups provided by the City and produce the project Record Drawings. The final Record Drawings will be provided in .dwg and .pdf format.
Bidding Phase & Construction Phase Assistance
Although not requested in the RFP, the following Bidding Phase & Construction Phase services are provided by Sunbeam as value-added services all within the City’s identified design budget.
Sunbeam will support the City throughout the bid period as needed to answer questions, respond to Requests for Information (RFI’s), and prepare bid addenda. If desired, we can assist the City in reviewing the bids and recommending award. We will attend the preconstruction meeting. 3535
Sunbeam has provided for limited Construction Management to be available to assist the City during construction, to review submittals, respond to RFI’s, and answer design related questions.
In addition the services can assist in approving the baseline schedule and monitoring progress against the schedule and assisting the City with the closing out of the project.
Sunbeam will also provide part-time construction inspection services. Construction inspection services will include periodic site visits, photo documentation of work, and weekly project status reports. Sunbeam has provided for these services in our fee proposal (all within the City’s identified design budget). Typically, Sunbeam will assist the City in dealing with residents on construction related issues, monitoring traffic controls and safety precautions, checking for compliance with design requirements and liaising with City Staff on all aspects of the project.
Deliverables
1. Draft Topographic Base Map
2. Utility Coordination & Research Summary
3. Draft and Final Design Approach Tech Memo
4. 60% PS&E Submittal
5. 90% PS&E Submittal
6. Final PS&E Submittal, with Engineers stamp and signature
7. Preconstruction Meeting attendance & Bidding Support
8. Construction Management Assistance
9. Construction Inspection Assistance
10. Record Drawings
Proposed Schedule
Notice to Proceed Anticipated November 2021
Design Survey January 2022
Design Approach Tech Memo February 2022
60% PS&E April 2022
90% PS&E May 2022
Final PS&E June 2022
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Sewer System Upgrade Project
Engineering Design Services - Fee
Task Description
Task
Lump Sum Amount
1 Meetings and Project Coordination Services $ 3,500
2 Research and Data Collection (including utility research) $ 3,500 3 Design Survey (Bonadiman Pacific Surveying) $ 18,700
4 Design Approach Tech Memo $ 5,000
5A 60% Plans, Specifications, and Estimate Submittal $ 21,000 5B 90% Plans, Specifications, and Estimate Submittal $ 13,500 5C Final Plans, Specifications, and Estimate Submittal $ 7,000 6 Record Drawings $ 2,000
Sub-Total $ 74,200
7 Pre-Construction Meeting and Bid Support $ 2,500
8 Construction Support and Inspection $ 19,200
Sub-Total $ 21,700
Grand TOTAL $ 95,900
Subconsultants include 10% overhead fee
All tasks shall be billed on a Lump Sum basis except for Construction Support and Inspection which shall be billed on a Time & Materials basis within defined budget amount.
Exclusions: Geotechnical Engineering
3737
EXHIBIT C
INSURANCE REQUIREMENTS
Prior to the beginning of and throughout the duration of the Work, Consultant will maintain insurance in conformance with the requirements set forth below. Consultant will use existing coverage to comply with these requirements. If that existing coverage does not meet the requirements set forth here, Consultant agrees to amend, supplement or endorse the existing coverage to do so.
Consultant acknowledges that the insurance coverage and policy limits set forth in this section constitute the minimum amount of coverage required. Any insurance proceeds available to City in excess of the limits and coverage required in this agreement and which is applicable to a given loss, will be available to City.
Consultant shall provide the following types and amounts of insurance:
Commercial General Liability Insurance using Insurance Services Office “Commercial General Liability” policy form CG 00 01, or a City approved equivalent. Defense costs must be paid in addition to limits. There shall be no cross liability exclusion for claims or suits by one insured against another. Limits are subject to review but in no event less than $1,000,000 per occurrence and in the aggregate.
Business Auto Coverage on ISO Business Auto Coverage form CA 00 01 including symbol 1 (Any Auto) or the equivalent. Limits are subject to review, but in no event to be less than $1,000,000 per accident. If Consultant owns no vehicles, this requirement may be satisfied by a non-owned auto endorsement to the general liability policy described above. If Consultant or Consultant’s employees will use personal autos in any way on this project, Consultant shall provide evidence of personal auto liability coverage for each such person.
Workers Compensation on a state-approved policy form providing statutory benefits as required by law with employer’s liability limits no less than $1,000,000 per accident or disease.
Professional Liability or Errors and Omissions Insurance as appropriate shall be written on a policy form coverage specifically designed to protect against acts, errors or omissions of the consultant and “Covered Professional Services” as designated in the policy must specifically include work performed under this agreement. The policy limit shall be no less than $1,000,000 per claim and in the aggregate.
The policy must “pay on behalf of” the insured and must include a provision establishing the insurer’s duty to defend. The policy retroactive date shall be on or before the effective date of this agreement.
Insurance procured pursuant to these requirements shall be written by insurers that are admitted carriers in the state of California and with an A.M. Bests rating of A- or better and a minimum financial size VII.
General conditions pertaining to provision of insurance coverage by Consultant. Consultant and City agree to the following with respect to insurance provided by Consultant:
1. Consultant agrees to have its insurer endorse the third party general liability coverage required herein to include as additional insureds City, its officials, employees and agents, using standard ISO endorsement No. CG 2010 with an edition prior to 1992, or a City approved equivalent. Consultant also agrees to require all contractors, and subcontractors to do likewise. 3838
2. No liability insurance coverage provided to comply with this Agreement shall prohibit Consultant, or Consultant’s employees, or agents, from waiving the right of subrogation prior to a loss. Consultant agrees to waive subrogation rights against City regardless of the applicability of any insurance proceeds, and to require all contractors and subcontractors to do likewise.
3. All insurance coverage and limits provided by Consultant and available or applicable to this agreement are intended to apply to the full extent of the policies. Nothing contained in this Agreement or any other agreement relating to the City or its operations limits the application of such insurance coverage.
4. None of the coverages required herein will be in compliance with these requirements if they include any limiting endorsement of any kind that has not been first submitted to City and approved of in writing.
5. Consultant’s general liability policy shall not contain any provision or definition that would serve to eliminate so-called “third party action over” claims, including any exclusion for bodily injury to an employee of the insured or of any contractor or subcontractor.
6. All coverage types and limits required are subject to approval, reasonable modification and reasonable additional requirements by the City, as the need arises. Consultant shall not make any reductions in scope of coverage (e.g. elimination of contractual liability or reduction of discovery period) that may affect City’s protection without City’s prior written consent.
7. Proof of compliance with these insurance requirements, consisting of certificates of insurance evidencing all of the coverages required and an additional insured endorsement to Consultant’s general liability policy, shall be delivered to City at or prior to the execution of this Agreement. In the event such proof of any insurance is not delivered as required, or in the event such insurance is canceled at any time and no replacement coverage is provided, City has the right, but not the duty, to obtain any insurance it deems necessary to protect its interests under this or any other agreement and to pay the premium. Any premium so paid by City shall be charged to and promptly paid by Consultant or deducted from sums due Consultant, at City option.
8. Certificate(s) are to reflect that the insurer will provide 30 days notice to City of any cancellation of coverage by the carrier.
9. It is acknowledged by the parties of this agreement that all insurance coverage required to be provided by Consultant or any subcontractor, is intended to apply first and on a primary, noncontributing basis in relation to any other insurance or self insurance available to City.
10. Consultant agrees to require that subcontractors, and any other party involved with the project who is brought onto or involved in the project by Consultant, provide the same minimum insurance coverage required of Consultant. Consultant agrees to monitor and review all such coverage and assumes responsibility for ensuring that such coverage is provided in conformity with the requirements of this section. Consultant agrees that upon request, all agreements with subcontractors and others engaged in the project will be submitted to City for review. 3939
11. If Consultant’s existing coverage includes a deductible or self-insured retention, the deductible or self-insured retention must be declared to the City. At that time the City shall review options with the Consultant, which may include reduction or elimination of the deductible or self-insured retention, substitution of other coverage, or other solutions. Consultant shall be responsible for paying any deductibles or self-insured retentions on its policies.
12. The City reserves the right at any time during the term of the contract to change the amounts and types of insurance required by giving the Consultant ninety (90) days advance written notice of such change. If such change results in substantial additional cost to the Consultant, the City will negotiate additional compensation proportional to the increased benefit to City.
13. For purposes of applying insurance coverage only, this Agreement will be deemed to have been executed immediately upon any party hereto taking any steps that can be deemed to be in furtherance of or towards performance of this Agreement.
14. Consultant acknowledges and agrees that any actual or alleged failure on the part of City to inform Consultant of non-compliance with any insurance requirement in no way imposes any additional obligations on City nor does it waive any rights hereunder in this or any other regard.
15. Consultant will renew the required coverage annually as long as City, or its employees or agents face an exposure from operations of any type pursuant to this agreement. This obligation applies whether or not the agreement is canceled or terminated for any reason.
Termination of this obligation is not effective until City executes a written statement to that effect.
16. Consultant shall provide proof that policies of insurance required herein expiring during the term of this Agreement have been renewed or replaced with other policies providing at least the same coverage. Proof that such coverage has been ordered shall be submitted prior to expiration. A coverage binder or letter from Consultant’s insurance agent to this effect is acceptable. A certificate of insurance and/or additional insured endorsement as required in these specifications applicable to the renewing or new coverage must be provided to City within five days of the expiration of the coverages.
17. The provisions of any workers’ compensation or similar act will not limit the obligations of Consultant under this agreement. Consultant expressly agrees not to use any statutory immunity defenses under such laws with respect to City, its employees, officials and agents.
18. Requirements of specific coverage features or limits contained in this section are not intended as limitations on coverage, limits or other requirements nor as a waiver of any coverage normally provided by any given policy. Specific reference to a given coverage feature is for purposes of clarification only as it pertains to a given issue, and is not intended by any party or insured to be limiting or all-inclusive.
19. These insurance requirements are intended to be separate and distinct from any other provision in this agreement and are intended by the parties here to be interpreted as such. 4040
20. The requirements in this Section supersede all other sections and provisions of this Agreement to the extent that any other section or provision conflicts with or impairs the provisions of this Section.
21. Consultant agrees to be responsible for ensuring that no contract used between itself and its sub-consultants reserves the right to charge City or Consultant for the cost of additional insurance coverage required by this agreement. Any such provisions are to be deleted with reference to City. It is not the intent of City to reimburse any third party for the cost of complying with these requirements. There shall be no recourse against City for payment of premiums or other amounts with respect thereto.
22. Consultant agrees to provide immediate notice to City of any claim or loss against Consultant arising out of the work performed under this agreement. City assumes no obligation or liability by such notice, but has the right (but not the duty) to monitor the handling of any such claim or claims if they are likely to involve City.
4141
Agenda Item Number: 4d
Solvang City Council STAFF REPORT
PREPARED BY: Xenia Bradford, City Manager
Rodger A. Olds – Public Works Director
MEETING DATE: January 24, 2022
SUBJECT: APPROVE AMENDMENT 2 TO THE AGREEMENT WITH WEST COAST ARBORISTS, INC FOR STREET TREE PRUNING FOR THE ADDITIONAL AMOUNT OF $60,000 FOR THE REMAINING TERM JULY 1, 2020 – JUNE 30, 2022; AND AUTHORIZE THE CITY MANAGER TO EXECUTE ON BEHALF OF THE CITY.
RECOMMENDATION:
Authorize the City Manager to execute on behalf of the City a contract extension with West Coast Arborists, Inc. (WCA) for Street-tree trimming.
DISCUSSION:
The City of Solvang entered into an agreement with WCA on January 12th, 2015, for Street Tree Pruning. The agreement was amended on December 8th, 2015, to extend the contract time until June 30, 2020. In April 2020 the contract was further extended through a signed amendment; however, this was done without City Council authorization which is required per the current Purchasing Policy. Staff now seeks authorization to negotiate and execute the amendment with WCA to extend the agreement until June 30, 2022.
WCA performs professional level tree trimming and maintenance services. They provide arborists trained to assess the health and viability of the trees within the City. The services WCA provides, compliment City parks staff to provide full service to the City for all tree related needs.
Staff intends to advertise a Request for Proposals (RFP) for tree services within the next three months to allow for the award of a new multi-year contract to begin July 1, 2022.
ALTERNATIVES:
Should City Council not authorize staff to execute the contract extension with WCA the City will be limited to performing minor tree work that is within the expertise and capabilities of City Staff. 4242
FISCAL IMPACT:
The is no new fiscal impact to this action. Contracted work by WCA is funded through the existing Council approved budget and no budget amendments are necessary. It is anticipated that the work needed by the City to be performed by WCA will amount to approximately $60,000 over the remainder of this fiscal year.
ATTACHMENTS:
A. DRAFT Contract Amendment 2 – Extension of time through June 30, 2022 & Rates B. Original Agreement and Amendment
4343
ATTACHMENT A
AGREEMENT AMENDMENT NO. 2
THIS AMENDMENT is made and entered into this 24th day of January, 2022, between the CITY OF SOLVANG, a municipal corporation, and West Coast Arborists, Inc. (Contractor). In consideration of the mutual covenants and conditions set forth in the original Agreement dated, December 18, 2014, the parties agree to a contract time extension. The contract termination date is hereby extended to June 30, 2022.
The annual tree services budget shall be as approved annually by the Solvang City Council in the City’s respective Fiscal Year Budget. The annual scope of services shall be as generally outlined in said approved City Fiscal Year Budget, and as further directed by the City’s Public Works Director.
During FY 2020-21 and FY 2021-22 work performed shall be billed in accordance with the attached WCA Rate Schedule. All remaining portions of the original Agreement and applicable portions of prior Amendments shall remain in full force and effect.
CITY OF SOLVANG
By:
Xenia Bradford - City Manager
West Coast Arborists
By:
Printed Name:
Title:
4444
1 Standard Grid/Zone Tree Prune Each $89.00
2 Svc Rqst Prune 12-18" DSH Each $129.00
3 Svc Rqst Prune 18-24" DSH Each $189.00
4 Svc Rqst Prune 24-30" DSH Each $239.00
5 Svc Rqst Prune 30-36" DSH Each $359.00
6 Svc Rqst Prune 36-42" DSH Each $449.00
7 Svc Rqst Prune > 42" DSH Each $574.00
8 Crown Reduction Prune 12-18" DSH Each $129.00
9 Crown Reduction Prune 18-24" DSH Each $189.00
10 Crown Reduction Prune 24-30" DSH Each $239.00
11 Crown Reduction Prune 30-36" DSH Each $359.00
12 Crown Reduction Prune 36-42" DSH Each $449.00
13 Crown Reduction Prune > 42" DSH Each $574.00
14 Coco Palm Prune Each $54.00
15 Washingtonia Palm Prune Each $74.00
16 Date Palm Prune Each $274.00
17 Tree & Stump Removal - accessible Each $650.00
18 Tree & Stump Removal - lrg and/or non acss Inch $39.00 19 Stump Only Removal Inch $14.00
20 Plant 15 Gallon w/ RB Each $154.00
21 Plant 24" Box w/ RB Each $299.00
22 Plant 36" Box w/ RB Each $975.00
23 Crew Rental - per man Man Hour $80.00
24 Emergency Callout - eve,wknd,holiday Man Hour $109.00 25 Specialty Equipment Rental Hour $139.00
26 GPS Tree Inventory w/ Software Each $3.00
Upon approval, the proposed rates will be effective July 1, 2020 and be valid for two fiscal years until June 30, 2022.
CITY OF SOLVANG
Item
Schedule of Compensation for Year 2020 - 2022
Tree Maintenance Services performed by WCA, Inc.
Description Unit Proposed Prices
Printed on: 4/13/2020 3:48:34 PM Page 1 of 1
4545
AGREEMENT AMENDMENT NO. 2
THIS AMENDMENT is made and entered into this 17TH day of April 2020, between the CITY OF SOLVANG, a municipal corporation, and West Coast Arborists (Contractor).
In consideration of the mutual covenants and conditions set forth in the original Agreement dated, December 18, 2014, the parties agree to a contract time extension.
The contract termination date is hereby extended to June 30, 2024.
The annual tree services budget shall be as approved annually by the Solvang City Council in the City's respective Fiscal Year Budget. The annual scope of services shall be as generally outlined in said approved City Fiscal Year Budget, and as further directed by the City's Public Works Director, Parks & Recreation Director, or Maintenance Division Supervisor.
During FY 2020-21 and FY 2021-22 work performed shall be billed in accordance with the attached WCA Rate Schedule. All remaining portions of the original Agreement and applicable portions of prior Amendments shall remain in full force and effect.
CITY OF SOLVANG
By:
West Coast Arborists
By:-------------------
Printed Name:
Title:
Victor Gonzalez
Vice President
ATTACHMENT B
4646
1 Standard Grid/Zone Tree Prune Each $89.00
2 Svc Rqst Prune 12-18" DSH Each $129.00
3 Svc Rqst Prune 18-24" DSH Each $189.00
4 Svc Rqst Prune 24-30" DSH Each $239.00
5 Svc Rqst Prune 30-36" DSH Each $359.00
6 Svc Rqst Prune 36-42" DSH Each $449.00
7 Svc Rqst Prune > 42" DSH Each $574.00
8 Crown Reduction Prune 12-18" DSH Each $129.00
9 Crown Reduction Prune 18-24" DSH Each $189.00
10 Crown Reduction Prune 24-30" DSH Each $239.00
11 Crown Reduction Prune 30-36" DSH Each $359.00
12 Crown Reduction Prune 36-42" DSH Each $449.00
13 Crown Reduction Prune > 42" DSH Each $574.00
14 Coco Palm Prune Each $54.00
15 Washingtonia Palm Prune Each $74.00
16 Date Palm Prune Each $274.00
17 Tree & Stump Removal - accessible Each $650.00
18 Tree & Stump Removal - lrg and/or non acss Inch $39.00 19 Stump Only Removal Inch $14.00
20 Plant 15 Gallon w/ RB Each $154.00
21 Plant 24" Box w/ RB Each $299.00
22 Plant 36" Box w/ RB Each $975.00
23 Crew Rental - per man Man Hour $80.00
24 Emergency Callout - eve,wknd,holiday Man Hour $109.00 25 Specialty Equipment Rental Hour $139.00
26 GPS Tree Inventory w/ Software Each $3.00
Upon approval, the proposed rates will be effective July 1, 2020 and be valid for two fiscal years until June 30, 2022.
CITY OF SOLVANG
Item
Schedule of Compensation for Year 2020 - 2022
Tree Maintenance Services performed by WCA, Inc.
Description Unit Proposed Prices
Printed on: 4/13/2020 3:48:34 PM Page 1 of 1
4747
4848
4949
City of Solvang - Public Works Department
FY 2014- 15 Street Tree Pruning Project
Street Tree Pruning Specifications,
Notice Inviting Bids,
Bid Proposal and Agreement
Notice Inviting Bids
PUBLIC NOTICE IS HEREBY GIVEN that the City of Solvang as AGENCY, invites sealed bids for the above stated Project and will receive such bids in the office of the City Clerk, City Hall, 1644 Oak Street, Solvang, CA 93463 up to the hour of 2: 00 p.m., Thursday, December 18, 2014, when the bids will be publicly opened and read.
The Contract Documents are attached hereto at no cost to bidders. Inquiries and questions regarding this Project should be addressed to the City of Solvang, Tim Keaty, Maintenance Division Supervisor, at ( 805) 688- 5575 x228), located at 411 Second Street, Solvang, CA 93463, or [email protected].
Description and Location ofWork: The work generally consists of tree pruning, tree removal, stump grinding, associated traffic control, and appurtenant work. The engineers estimated cost ofthis Project is $ 44,000. The work is located throughout the City Limits of the City of Solvang.
Payment of prevailing wages pursuant to Labor Code Section 1770 et seq., is required on this project. The submission by the Contractor of certified payrolls or copies thereof, is required.
Also, in accordance with the regulations ofthe United States Department of Labor and the California Department of Industrial Relations, each Contractor, or subcontractor shall preserve its weekly payroll records for a period of 3 years from the date ofcompletion of this contract.
Such payroll records shall be made available at all times for inspection by the City or its authorized representative.
The AGENCY reserves the right to reject any or all bids, to waive any irregularity, and to take all bids under advisement for a period of forty-five( 45) days.
Inspection of Sites ofWork
Bidders are required to inspect the sites of work in order to satisfy themselves, by personal examination or by such other means, as they may prefer, of the location of the proposed work and as to the actual conditions of and at the sites of work. If, during the course of his/her examination, a bidder finds facts or conditions which appear to him/her to conflict with any information or data furnished him/her, he/she may apply to the City in writing for additional information and explanation before submitting his/her bid.
5050
Qualifications of Bidders
Each bidder shall posses a State contractors license to perform tree pruning and removal work, and be skilled and regularly engaged in the general type of work called for on this project.
Time of Completion
The Contractor shall prosecute the work so that all portions of the project shall be complete and ready for use within sixty( 60) Working Days after the effective date of Notice to Proceed. The Contractor' s activities shall be confined to the hours between 7: 30 a.m. and 5: 30 p.m. Monday through Friday. In addition, no work shall be performed by the Contractor on Saturday, Sunday, or on Agency-designated holidays. Deviation from these working hours and work days shall not be permitted unless approved in advance by the City Inspector, except in emergencies involving immediate hazard to persons or property.
Liquidated Damages
Damages for avoidable delays shall be in the amount of$200.00 for each consecutive Calendar Day in excess of the time specified for completion of the work.
Insurance Requirements
Contractor agrees to provide insurance in accordance with the requirements set forth here. If Contractor uses existing coverage to comply with these requirements and that coverage does not meet the requirements set forth herein, Contractor agrees to amend, supplement or endorse the existing coverage to do so. The following coverage will be provided by Contractor and maintained on behalf ofthe City and in accordance with the requirements set forth herein.
Commercial General Liability Insurance (primary) shall be provided on ISO-CGL form No. CG 00 01 11 85 or 88. Policy limits shall be no less than $ 1 million dollars per occurrence for all coverage and $ 2 million dollars general aggregate. City and its employees and agents shall be added as additional insured.
Umbrella Liability Insurance ( over primary) shall apply to bodily injury/property damage, personal injury/advertising injury, at a minimum, and shall include a " drop down" provision providing primary coverage above a maximum $25, 000.00 self-insured retention for liability not covered by primary policies but covered by the umbrella policy. Policy limits shall be not less than $ 2 million dollars per occurrence and in the aggregate, above any limits required in the underlying policies. The policy shall have starting and ending dates concurrent with the underlying coverage.
Business Auto Coverage shall be written on ISO Business Auto Coverage form CA 00 01 06 92 including symbol 1 ( Any Auto). Limits shall be no less than$ 1 million dollars per accident.
Workers' Compensation/Employer' s Liability shall provide workers' compensation statutory benefits as required by law. Employer' s liability limits shall be no less than one million dollars per accident or disease.
Protection and Restoration of Existing Improvements
All existing improvements, either within the right-of-way or not, including pavements, fencing, irrigation lines, etc. which are damaged by actions of the Contractor, shall be restored by the Contractor to their original or better condition at the Contractor's expense.
5151
Public Convenience and Safety
The Contractor shall furnish, install, maintain and remove all traffic controls, signs, barricades, lights and devices required for traffic and pedestrian control and in addition, shall furnish all flagmen necessary for the safety of traffic through the work sites. The Contractor shall be fully responsible for all traffic and pedestrian safety controls during the construction period. Traffic control shall be implemented in accordance with the " California Manual on Uniform Traffic Control Devices" by the State of California Department of Transportation. Traffic control shall be coordinated for the minimum inconvenience and maximum safety of the public during the construction period.
Parking Restrictions and Posting for Tow Away
No Parking" signs posted by the Contractor shall be of heavy card stock and not less than 1. 3 square feet of surface area on the face. Background color shall be white and letters shall be printed in red water resistant ink except day, date, and time of restriction may be printed in black water resistant ink. The signs shall be printed with the words " Tow Away" and " No Parking" with a character height of not less than 2. 75 inches. The day, dated, and time of the particular restriction shall be printed or attached below the above mentioned wording in characters of not less than 2.0 inches in height. The day of the week shall be written out or properly abbreviated with three to four letters; date or dates or restriction shall be listed completely; the beginning and ending times shall be clearly listed on the sign.
Signs shall be mounted such that the wording "No Parking" is at an elevation at least three feet above the road surface. Signs may be tied with string to trees and power poles, taped to existing sign poles, or mounted to stakes or barricades as provided by the Contractor. The signs shall be placed as needed to control the parking of cars within the construction zone; signs shall be placed at intervals of 75 feet or less within the construction zone.
Signs shall be posted and maintained by the Contractor for a period of 72 hours prior to the restrictions becoming effective. The Contractor may only post parking restrictions which are effective for the duration of the Work. Upon completion of the Work, all signs, stakes, and barricades shall be promptly and completely removed and disposed ofby the Contractor.
The Contractor shall be fully responsible for the adequate removal of all parked cars. All vehicle removal shall be coordinated by the Contractor with the Solvang Police ( Sheriff) Department.
The Contractor shall notify the Sheriff Communications Center at ( 805) 686-5000 upon posting of the parking restrictions for a particular street. For removal of parked vehicles, the Contractor shall notify the Sheriff Communications Center at ( 805) 686- 5000 not less than two hours prior to the needed removal with the address nearest the parked vehicle, make, model, color and license number. The City shall not be responsible for any delay or additional costs associated with the removal of parked cars which obstruct the construction operation.
Notification to and Protection of the Public
The Contractor shall notify the occupants of properties affected by the work. Notification shall be by delivery of handbills furnished by the Contractor. Handbills shall be distributed prior to beginning of work. The handbills shall be distributed at least 48 hours, but no more than 72 hours in advance. The dates and hours of the work to be performed shall be identified on the handbill. In no event shall handbills be placed in or on any portion of the owner' s mailbox.
5252
The Contractor is required to make whatever provisions are necessary to protect Agency personnel and the public. The Contractor shall use foresight and shall take such precautions as his operations warrant, to protect the public from danger or loss of property which would result from interruption of public service, or from the failure of partly completed work. Unusual conditions may arise on the work which will require that immediate provisions be made to protect the public from danger or loss of property, due directly or indirectly to prosecution of work under this contract. Whenever, in the opinion of the City Inspector, an emergency exists which the Contractor has not taken sufficient precaution for the public safety, protection of utilities, and protection of adjacent structures or property, which may be damaged by the Contractor' s operations and when, in the opinion ofthe City Inspector, immediate action shall be considered necessary in order to protect the public or property, the City Inspector will order the Contractor to provide a remedy for the unsafe condition. Such remedy shall be provided at the Contractor' s expense.
Inspection of the Work
The Contractor shall notify the City Inspector ( Maintenance Division Supervisor) at ( 805) 688- 5575 x228, forty-eight (48) hours in advance of the start of Work. There will be inspection of this project to ensure strict adherence to these specifications.
Responsibility for Job Site Conditions
All work shall be performed in accordance with applicable Health and Safety laws and standards including all requirements of the State of California Division of Industrial Safety. Contractor agrees that, in accordance with generally accepted construction practices, Contractor will be required to assume sole and complete responsibility for job site conditions during the course of the street tree pruning/removal work including safety of all persons and property, that this requirement shall be made to apply continuously and not be limited to normal working hours, and Contractor further agrees to defend, indemnify and hold the City of Solvang harmless from all liability and claims, real or alleged, in connection with the performance of work on this Project.
5353
Tree Removal
All trees marked " Removal" in the Tree Information Matrix shall be completely removed and disposed of including crown, trunk and stump. All waste and debris created in the project area shall be removed. The work shall include disposal of the trees and other debris off-site in a legal manner.
Stump Grinding
The Contractor shall use the most appropriate and safe method to remove stumps. The tree stump will be ground out to a depth of 6 to 8 inches below the normal surface level including all surface roots. Immediately after grinding each stump, the grindings must be removed from the work area. Adjacent sidewalks, lawns, streets, and gutters shall be cleaned. Backfill consisting of clean, earthen soil should be used to fill the cavity, free of debris, to normal ground level and seeded with an approved seeding mix to match adjacent vegetation, or as directed by the City Inspector. Do not backfill with wood chips. The Contractor' s equipment shall be capable of grinding the stumps created during this project in an eight hour day.
The vehicle and equipment shall distribute weight effectively, so as not to leave ruts on properties. Any turf damage shall be repaired by the Contractor.
The Contractor shall submit an equipment list containing a capable grinder, and 72 hour access to a backup unit ifneeded.
Tree Pruning
Pruning should be performed primarily to reduce hazards and improve health and aesthetics. Pruning should promote a natural appearance. Avoid a manicured or sheared look. All pruning shall be performed under the supervision of a certified arborist, and the ISA pruning guidelines shall always be followed.
Of special concern are branches overhanging roadways. These branches should be checked for structural integrity, disease, etc. Lower branches interfering with safe clearance should be removed. Higher, heavy branches overhanging the road should be removed if structurally unsound or they should be lightened through proper thinning. Since these trees have been known to unexpectedly drop branches, it is important to reduce the weight and provide greater airflow through limbs. After windstorms there is likely to be tree litter on the roadway that can interfere with safe traffic. The road should be inspected and any obstructions removed after each windstorm.
The primary goal of pruning is to preserve the health, structural integrity, beauty, and longevity of the plant. Pruning should not be regarded as a means to alter the trees' natural character but rather as a means to compliment the natural form. If not performed properly, topping, stub cutting, and topiary pruning can create defects, reduce structural integrity, increase stress, lead to harmful insect and disease infestation, lower the tree's value, and waste both time and money.
As a rule, not more than 30% of the total foliage on typical trees should be removed at one time.
Removing too much of the canopy upsets the crown-to-root ratio and seriously affects the tree's physiological functions. A 20-year old tree has developed 20 years' worth of leaf surface area.
This leaf surface is needed to manufacture sufficient carbohydrates to feed and support 20 years worth of branches, roots and trunks. Severe pruning cuts off a major portion of the tree's foodPage 5 of 12 5454
making potential and depletes the tree' s stored reserves. It may result in susceptibility to pests and disease.
Dead, diseased or broken branches. Remove the
J
branch just below the diseased area. Cut outside
the callus tissue that has begun to form ( see
figure at left).
Branches that obstruct. Remove or redirect
f‘ branches so that they do not obstruct pedestrian
or vehicular traffic along the roadway, and signs.
Heavy foliage overhanging the road. Reduce the
canopy density by thinning selected branches
that hang over the road from the inside. This
will open up the tree, allowing wind to pass
through.
Types of Cuts
Intemodal: Cuts made between nodes on a branch stimulate regrowth just below the cut.
Intemodal cutting is useful on young trees to direct growth in a desired direction. This cut should only be used on branches less than a 1- inch diameter. If used on larger branches, weak, upright water-sprout growth will develop.
Larger Branches: For larger branches it is
essential to remove the entire limb back to the
branch collar. Do not leave stubs; stubs are wound dre rcmore large rrunk whin . bnnchp
entries for rot-causing fungi( see figure at right). prunrog 2
1. Cut the branch five to ten inches from the i'q P.
collar. This reduces the weight so the fmal cut
y
r
will not tear. For heavy limbs, make a notch on
the underside first. ttit b„ k 4" .:
r' s,`""
2. Locate the branch bark collar and bark ridge.
The collar is the enlarged portion at the point of 1
final` ut
attachment. It is a natural defense area and
should never be removed. The bark ridge runs y""
from the crotch into the trunk( or limb).
3. Make a fmal cut as close as possible to the
branch collar without injuring or removing it. All cuts should be made with sharp and disinfected tools.
5555
4. If the collar cannot be located, the angle of
the fmal cut to the trunk line( angle BAX) should
approximate the angle ofthe branch bark ridge to
the trunk line( angle CAX)( see figure at left).
c , a
5. Do not paint the cuts. Wound dressings do
x
not stop rot; they interfere with the natural
healing process. A ring of living tissue will form
around a correct cut after one growing season.
First cm I
1 11 t
Terminal Branches: Shorten an upright
branch/leader by cutting it back to a lateral
growing in a suitable direction. This lateral will
become the new leader( see figure at right). i
1. Select the desired lateral. It should be at least i
one-third the diameter of the terminal.
Film cut r '+-• .,,
2. Stub cut the terminal 5- 10 inches before the
lateral.
3. Make a fmal cut outside the desired lateral's bark ridge. Do not remove or cut into the branch bark ridge. Do not paint the cut.
Proper pruning enables trees to heal quicker and more completely. This reduces infection and decay, lengthens the life of trees, and increases their beauty and value. Unnecessary or improper pruning is a waste ofmoney and can be very harmful to a valuable resource.
Topping
Pruning generally should not be done to reduce the overall height of the trees or to keep all trees at some arbitrary height or spread. Topping is the drastic removal or cutting back of large branches. The tree is pruned like a hedge or rose bush and main branches are cut to stubs.
Topping injures trees severely and is generally not an acceptable practice( see figure below).
Topping disturbs the crown-to-root ratio and severely depletes the trees food-making potential.
It is an open invitation for the trees' slow starvation. Large branch stubs seldom close or callus leaving the stubs vulnerable to insects and decay. Limited topping may be necessitated on trees affected by canopy dieback and is acceptable in these instances.
Topping stimulates the regrowth of structurally unsound, dense upright branches. These water
5656
sprouts are weak and more susceptible to disease and insects.
Since water sprout regrowth is generally rapid,
a topped tree will grow back to its original
height faster and denser than a properly
thinned tree. Thus, topping at best, is only a
0) or
temporary solution.
NI' r ToPPing
disfi es the tree. The s tubs,
el s;
p
ye °
erif
broom-like sprout growth and pruning cuts
l' are unsightly and mutilate its natural beauty.
iiii0'-
k r -. - ff4 If it is very obvious the tree has just been pruned, it has probably been pruned
incorrectly.
1 Timing and Frequency ofPruning
i' 1 Using a general rule, prune when the tree is
naturally under the least amount of stress.
Avoid pruning during the hot summer months
as this increases the chance for sunburn damage. Sunburn areas result in an open wound. Trees will produce water sprouts in reaction to the new light intensity in an effort to protect itself from scalding. This growth will often create more work during the next pruning cycle.
Measurement and Payment
Full compensation for the preceding requirements shall be included in the lump sum price bid and shall include furnishing all labor, materials, tools, equipment, incidentals, and appurtenant work required to complete the work as shown on the Street Tree Pruning List and in accordance with these specifications. No additional compensation will be allowed.
5757
BID PROPOSAL
The undersigned, as bidder, declares that he/she has examined all of the contract documents and specifications contained herein for the above referenced project, and that he/she will contract with the Agency on the form of contract provided herewith to do everything necessary for the fulfillment of this contract at the price, and on the terms and conditions therein contained.
The following are included and are to be considered as forming a part of this proposal: Street Tree Pruning Specifications, and Street Tree Pruning Lists ( Full List or Priority Trees). We further agree if our proposal is accepted and a contract for the performance of the work is entered into with the Agency, to so plan the work and to prosecute it with such diligence that all of the work shall be completed within the time stipulated.
NAME OF BIDDER: West Coast Arborists, Inc.
MAILING ADDRESS: 2200 E. Via Burton
Anaheim, CA 92806
CONTRACTOR LICENSE NO.: 366764
STATE OF INCORPORATION: California
AUTHORIZED SIGNATURE:
P\
TITLE: Patrick Mahoney, President
DATE: 12/ 17/ 14
TOTAL BID AMOUNT FOR FULL LIST:
35, 120. 00
5858
TOTAL BID AMOUNT FOR PRIORITY TREES:
18, 600. 00
The City of Solvang reserves the right to award a contract based on the Bid for Full List, or Bid for Priority Trees at it' s sole discretion, or reject all bids as determined to be in the best interest of the City.
If our proposal is accepted, we agree to sign the Agreement below, enter into a contract with the City of Solvang and furnish the required evidence of insurance within 10 days after receiving notification of award.
5959
AGREEMENT
FY 2014- 15 Street Tree Pruning Project
THIS AGREEMENT, made and entered into this 12`" day of January 2015, by and between the City of Solvang hereinafter referred to as " Agency", and West Coast Arborists, Inc., hereinafter referred to as " Contractor".
IN CONSIDERATION OF THE MUTUAL PROMISES, COVENANTS AND CONDITIONS HEREINAFTER SET FORTH, THE PARTIES DO HEREBY AGREE as follows:
GENERAL. For and in consideration ofthe payments and agreements hereinafter mentioned to be made and performed by said Agency, said Contractor agrees with said Agency to perform and complete in a workmanlike manner all work required under Agency's Street Tree Pruning Specifications and Street Tree Pruning List, to furnish at his own expense all labor, materials, equipment, tools, transportation, and services necessary therefore, and to do everything required by the Agreement, and the said Specifications and Street Tree Pruning List, for the Total Bid Amount indicated in the Bid Proposal attached hereto and made a part hereof.
PAYMENT. For furnishing all said labor, materials, equipment, tools, and services, furnishing and removing all plant, temporary structures, tools, and equipment, and doing everything required by this Agreement and the said Specifications and Street Tree Pruning List( Full List) FY 2014- 15; for all loss and damages arising out of the nature of the work aforesaid, or from the action ofthe elements, or from any unforeseen difficulties which may arise during the prosecution ofthe work until its acceptance by said Agency, and for all risks of every description connected with the work; and for completing the work in accordance with the requirements of said Specifications and Street Tree Pruning List( Full List)—FY 2014- 15, said Agency will pay, and said Contractor shall receive, in full compensation there for, the Total Bid Amount indicated in the Bid Proposal ($ 35, 120.00 for Full List of 400 street trees).
CONSIDERATION. The Agency hereby employs said Contractor to perform the work according to the terms of this Agreement for the abovementioned price and agrees to pay the same at the time, in the manner, and upon the conditions stipulated in the said Specifications; and the said parties for themselves, their heirs, executors, administrators, successors, and assigns, do hereby agree to the full performance of the covenants herein contained.
INDEMNIFICATION. To the fullest extent permitted by law, the Contractor shall immediately and defend the City ofSolvang, and its elected officials, officers, and employees from and against all liabilities regardless of nature, type, or cause, arising out of or resulting from or in connection with the performance ofthe Contract. Liabilities subject to the duties to defend and indemnify include, without limitation, all claims, losses, damages, penalties, fines, and judgments; associated investigation and administrative expenses; defense costs, including but not limited to reasonable attorneys' fees; court costs; and costs of alternative dispute resolution. The Contractor's obligation to indemnify applies regardless of whether a liability is a result of the negligence of any other person, unless it is adjudicated that the liability is caused by the sole active negligence or sole willful misconduct of an indemnified party.
6060
WAGES. The payment of prevailing wages are required on this project. The Contractor agrees that he, or any subcontractor under him, will pay not less than the applicable prevailing rates of wages to all workmen employed in the execution ofthe Contract.
WORKING CONDITIONS. The Agency is a public entity in the State ofCalifornia and is subject to the provisions of the Government Code and the Labor Code ofthe State. It is stipulated and agreed that all provisions of law applicable to public contracts are a part ofthis contract to the same extent as though set forth herein and will be complied with by the Contractor.
COMPONENTS OF AGREEMENT. The Street Tree Pruning Specifications, Street Tree Pruning List, Contractor's Bid Proposal, Insurance Requirements, and Labor Provisions, are hereby incorporated in and made part ofthis Agreement.
IN WITNESS WHEREOF, this contract has been executed on the day and year first above written.
CITY OF SOLVANG CONTRACTOR
APPROVED AS TO FORM:
C e, 7iraiii
City iorney
r
1 .
By: ' I i 1 A ti.4I By: PA./ 7-)
ayor Patrick Mahoney
ATT' ST
gl' President'--: --
c'
City erk X- Title
6161
City of Solvang - Public Works Department
Street Tree Pruning List ( Full List) - FY 2014- 15
ash 198 Alisal Road 1 prune
ash 463 Alisal Road 1 prune
ash Alisal Road 1 prune corner of Alisal and Copenhagen ash 441 Alisal Road 1 prune
ash 441 Alisal Road 1 prune
ash 437 Alisal Road 1 prune
Chinese flame tree 433 Alisal Road 1 prune
ash 436 Alisal Road 1 prune
callery 425 Alisal Road 1 prune
black loqust 141 Copenhagen Dr 2 prune
Chinese flame tree Copenhagen Dr 1 prune across from Parking Lot 3 1 ash Copenhagen Dr 1 prune across from 141 Copenhagen
Peruvian pepper Copenhagen Dr 1 prune across from 141 Copenhagen Chinese flame tree 1679 Copenhagen Dr 1 prune
elm 1617 Copenhagen Dr 3 prune 1
elm 1603 Copenhagen Dr 1 prune
coast live oak 1608 Copenhagen Dr 1 prune
black loqust 1618 Copenhagen Dr 3 prune
Chinese flame tree 1634 Copenhagen Dr 2 prune
ginkgo 1640 Copenhagen Dr 1 prune
carrotwood 1642 Copenhagen Dr 1 prune
carrotwood 1660 Copenhagen Dr 1 prune
elm 1660 Copenhagen Dr 1 prune
carrotwood 1672 Copenhagen Dr 1 prune
Chinese flame tree 1676 Copenhagen Dr 1 prune
ash 1694 Copenhagen Dr 1 prune
carrotwood 404 First St 2 prune
ash 404 First St 2 prune
coast live oak 435 First St 1 prune large oak in median in street southern live oak 409 First St 1 prune
holly oak Parking Lot 3 5 prune
Chinese flame tree Parking Lot 3 4 prune
elm Parking Lot 3 2 prune
sycamore Parking Lot 3 3 prune
sycamore Municipal Parking Lot 1
i
remove very poor health, very poor structure, small tree, tree in dedine liquidamber Municipal Parking Lot 1 remove very poor health, very poor structure, small tree, tree in dedine sycamore Municipal Parking Lot 2 prune
coast live oak Oak Street Parking Lot 1 prune
holly oak 403 Oak St 2 prune
holly oak 1681 Oak St 2 prune
sycamore 1641 Oak St 1 prune
holly oak Oak St 2 prune Located at 411 Second St
holly oak 1551 Oak St 2 prune
holly oak 1547 Oak St 1 prune
holly oak 1531 Oak St 1 prune
holly oak 1520 Oak St 1 prune
holly oak 1510 Oak St 1 prune
elm 339 Second St 3 prune
sycamore Second St 1 prune In front of fire station
sycamore Memorial Parking Lot 1 prune
walnut Memorial Parking Lot 1 prune
olive Memorial Parking Lot 1 prune
callery Parking Lot 1 8 prune off Alisal
Peruvian pepper 405 Fifth St 1 prune
sycamore 1518 Mission St 3 prune
sycamore Mission St 1 prune In front of Parking Lot 3
sycamore 1576 Mission St 1 prune
sycamore 1578 Mission St 1 prune
sycamore 1584 Mission St 1 prune
sycamore 1588 Mission St 1 prune
sycamore 1607 Mission St 3 prune
sycamore 1655 Mission St 2 prune
sycamore 1665 Mission St 2 prune
sycamore 1557 Mission St 2 prune
sycamore 1539 Mission St 1 prune
sycamore 1511 Mission St 3 prune
sycamore 1511 Mission St 2 prune on Fifth St side of address mulberry 249 Willow Dr 4 prune unmarked, all mulberrys in yard mulberry 245 Willow Dr 4 prune unmarked, all mulberrys in yard mulberry 234 Willow Dr 2 prune unmarked, all mulberrys in yard mulberry 233 Willow Dr 3 prune
6262
City of Solvang - Public Works Department
Street Tree Pruning List ( Full List) - FY 2014- 15
mulberry 226 Willow Dr 3 prune
callery 229 Willow Dr 1 _ prune
sycamore 221 Willow Dr. 1 prune
mulberry 187 Third St 3 prune unmarked, all mulberrys in yard mulberry 195 Third St 1 prune unmarked, all mulberrys in yard mulberry 201 Third St 3 prune unmarked, all mulberrys in yard Aleppo pine 207 Third St 1 prune near driveway
mulberry 253 Third St 3 prune unmarked, all mulberrys in yard coast live oak 253 Third St 1 prune unmarked
mulberry Third St 2 prune across street from 185 Third St mulberry 181 Third St 1 prune
mulberry 171 Third St 2 prune
mulberry 151 Third St 2 prune
mulberry 137 Third St 2 prune
mulberry 109 Third St 2 prune
mulberry 108 Third St 1 prune
mulberry 134 Third St 2 prune
mulberry 146 Third St 1 prune
mulberry 160 Third St 1 prune
sycamore Old Mill Rd 8 prune central median, south of Mission ash 349 Freya Dr 2 prune unmarked
Pepper Alamo Pintado Rd 1 prune across street from 759 Alamo Pintado Rd sycamore Alamo Pintado Rd 2 prune north of Creekside Dr sycamore Coyote Creek Rd 6 prune
walnut Coyote Creek Rd 1 prune
cottonwood Vahalla Dr near Freya Dr 1 prune
birch Vahalla Dr near Freya Dr 1 prune
sycamore 230 Vahalla Dr 1 prune
sycamore 243 Vahalla Dr 1 prune
olive 808 Kolding Ave 3 prune
callery 804 Kolding Ave 1 prune
callery 827 Kolding Ave 1 prune
Peruvian pepper 836 Kolding Ave 1 prune
callery 884 Kolding Ave 1 prune
Chinese flame tree 735 Kolding Ave 1 room 4 very poor health, very poor structure, small tree, tree in dedine Chinese flame tree 735 Kolding Ave 1 prune
Chinese flame tree Kolding Ave 1 prune across street from 767 Chinese flame tree 793 Kolding Ave 2 prune
elm 793 Kolding Ave 1 prune unmarked
Chinese flame tree 782 Kolding Ave 2 prune
Chinese flame tree 798 Kolding Ave 1 prune
valley oak 779 Kolding Ave 1 prune
sycamore 2077 Holly In 2 prune
sycamore 2093 Holly In 1 prune
sycamore 2098 Holly In 1 prune
sycamore 2090 Holly In 1 prune
sycamore 2082 Holly In 3 prune
coast live oak 2074 Holly In 1 prune
callery 2175 Rebild Dr 2 prune
Chinese flame tree 2126 Rebild Dr 1 prune
Chinese flame tree 2110 Rebild Dr 1 prune
Chinese elm 2110 Rebild Dr 1 prune
callery 2081 Rebild Dr 2 prune
Chinese elm 2105 Rebild Dr 1 prune
jacaranda 1612 Juniper Ave 1 prune
holly oak 1613 Juniper Ave 1 prune
holly oak 1656 Juniper Ave 2 prune
evergreen pear 1646 Juniper Ave 1 prune
sycamore 67 Pepperwood Way 1 prune
cork oak 53 Ironwood Way 1 prune
coast live oak 53 Ironwood Way 1 prune on Fjord side
Peruvian pepper Juniper Ave 1 prune Corner of Juniper and Alisal evergreen pear Glen Way 1 prune
evergreen pear 1691 Fjord Dr 1 prune
mulberry 1691 Fjord Dr 1 prune
evergreen pear 1675 Fjord Dr 1 remove very poor health, very poor structure, small tree, tree in decline evergreen pear 1675 Fjord Dr 1 prune
elm Fjord Dr 1 prune across street from 1667 Fjord Way
evergreen pear First St 1 prune across street from 57 First St blackwood acacia First St 1 prune across street from 63 First St valley oak 80 First St 1 prune
6363
1 City of Solvang - Public Works Department
Street Tree Pruning List ( Full List) - FY 2014- 15
Brazilian pepper 116 First St 1 prune
Brazilian pepper 115 First St 1 prune
Brazilian pepper 109 First St 1 prune
Brazilian pepper 121 First St 1 prune
Brazilian pepper 127 First St 1 prune
callery 132 First St 2 prune
coast live oak 170 First St 1 prune unmarked
southern live oak 189 Manzanita Dr 1 prune
southern live oak Manzanita Dr 1 prune across street from 189 Manzanita Dr southern live oak 183 Manzanita Dr 1 prune
southern live oak Manzanita Dr 3 rune across street from 111 Manzanita Dr across street from 111 Manzanita Dr, tree has serious trunk damage from southern live oak Manzanita Dr
1 sidewalk construction, small tree, tree in decline, hazard southern live oak 111 Manzanita Dr 1 prune
callery Creekside Dr 1 prune West of 2106 Creekside Dr
callery 2106 Creekside Dr 1 prune
callery 2112 Creekside Dr 1 prune
callery 2138 Creekside Dr 1 prune
callery 2144 Creekside Dr 1 prune
birch 2144 Creekside Dr 1 prune
callery 2156 Creekside Dr 1 prune
callery 2173 Creekside Dr 1 prune
callery 2153 Creekside Dr 1 prune
callery 2141 Creekside Dr 1 prune
callery 2133 Creekside Dr 2 prune
callery 2107 Creekside Dr 1 prune
sycamore 2139 Holly 1 prune
common hackberry Elm St 6 prune south side of elementary school elm 1609 Elm St 1 prune
elm 1624 Elm St 1 prune
elm 1634 Elm St 1 prune
elm 1645 Elm St 2 prune
pine 1633 Elm St 1 prune
elm 1633 Elm St 1 prune
elm 1627 Elm St 1 prune
elm 1621 Elm St 1 prune
elm 1615 Elm St 1 prune
elm 1609 Elm St 1 prune
elm Elm St 1 prune address is 548 Atterdag Rd
Chinese flame tree Fouth Place 4 prune west side of of elementary school coast live oak 586 Fourth Place 1 prune unmarked
elm 515 Fourth Place 1 prune
elm 523 Fofth St 1 prune unmarked
coast live oak 659 Chalk Hill Rd 3 prune
coast live oak 655 Chalk Hill Rd 3 prune
coast live oak 651 Chalk Hill Rd 2 prune
callery 1669 Maple Ave 5 prune
jacaranda Maple Ave 1 prune across street from 1669 Maple Ave. sycamore Maple Ave 1 prune across street from 1669 Maple Ave.
I ash Maple Ave 1 prune across street from 1671 Maple Ave redwood Maple Ave 1 prune across street from 1671 Maple Ave ash 1676 Maple Ave 2 prune
Canary Island date palm 1677 Maple Ave. 3 prune
callery 1677 Maple Ave. 1 prune
coast live oak Maple Ave 2 prune Child care center
sycamore Maple Ave 1 prune Child care center
Peruvian pepper Westside South Alisal Rd 1 prune south of 250 Alisal Rd coast live oak Westside South Alisal Rd 2 prune south of 250 Alisal Rd coast live oak Eastside of South Alisal Rd 4 prune south of 250 Alisal Rd acacia trees Eastside of South Alisal Rd 3 prune south of 250 Alisal Rd coast live oak Eastside of South Alisal Rd 37 prune along golf course coast live oak Eastside of South Alisal Rd 1 remove dead small tree, along golf course coast live oak Westside South Alisal Rd 16 prune along golf course valley oak Eastside of South Alisal Rd 15 prune along golf course valley oak Westside South Alisal Rd 8 prune along golf course eucalytpus Eastside of South Alisal Rd 1 prune small tree, along golf course Total Trees 400
I
6464
Agenda Item Number: 5
Solvang City Council STAFF REPORT
PREPARED BY: Xenia Bradford, City Manager
MEETING DATE: January 24, 2022
SUBJECT: LAW ENFORCEMENT CONTRACT WITH SANTA BARBARA COUNTY
SHERIFF
RECOMMENDATION:
Receive a report on proposed Santa Barbara County Sheriff’s Office Fiscal Year 2022-23 law enforcement services rates; and,
Authorize City Manager to submit a written notice of dispute.
DISCUSSION:
The City of Solvang contracts with the Santa Barbara County Sheriff’s office for law enforcement services. The cities of Goleta, Buellton, and Carpinteria also contract with the Sheriff’s office for law enforcement services. Per the contract terms (Attachment A), the City received a cost sheet (Attachment B) on January 11, 2022, with the proposed rates for the services applicable to Fiscal Year 2022-23. Fiscal Year 2022-23 is the last year of the five-year contract. The proposed rates show a 15% increase in the rates for the City of Solvang. The rates are similarly raised to the other three contract cities.
A year ago, the cities worked with the Sheriff’s office through dispute resolution process when proposed rates for Fiscal Year 2021-22 were originally proposed to increase by approximately 25% to 30% across the cities. Issues were identified with the process and applied cost allocation methodology utilized by the County to derive the rates. Staff has reviewed the proposal and backup data and recommends submitting a notice of dispute. A notice of dispute must be submitted to the Sheriff’s office within 30 days of the receipt of the proposed rates. Per the contract terms, the notice of dispute will start the 30-day period between the parties to reach an agreement. It is staff’s understanding that the other three cities will also be submitting notices of dispute.
The cities are also currently engaged with the Sheriff’s office in negotiation of the future contract for services beyond Fiscal Year 2022-23.
ALTERNATIVES:
The City Council has full discretion to provide with any alternate policy direction. 65 FISCAL IMPACT:
There is no direct fiscal impact resulting from issuance of notice of dispute. If the dispute resolution process moves forward following the notice of dispute, there will be a fiscal impact in legal services from participation in the dispute resolution process that are uncertain at present. If the City accepts the proposed rates, the City will be obligated to pay the higher rates in Fiscal Year 2022- 23 for the law enforcement services.
ATTACHMENTS
A – Contract with Santa Barbara County Sheriff’s office for law enforcement services.
B – Proposed rates for Fiscal Year 2022-23 from the Santa Barbara County Sheriff’s office. 66 Attachment A
667
68 69
70 771
772
73 774
775
7576
77 78
79 80
881
882
883
884
885
8586
87 88
89 90
991
992
993
994
95 9596
997
Solvang
DSU Summary - Contract Cost Hours Purchased 8,760
Patrol Costs Hourly Rate Total Contract Cost
Deputy Costs
Deputy S&B Cost 102.90 901,404
Indirect Rate @ 9.5% 9.78 85,673
True-Up Cost - -
Cost Inflation @ 0% - -
Deputy S&B Cost 112.68 987,077
Patrol Support
ADMN OFFICE PRO I 0.11 964
ADMN OFFICE PRO II 4.28 37,493
ADMN OFFICE PRO SR 1.88 16,469
EXTRA HELP 0.02 175
SHERIFFS COMMANDER 3.29 28,820
SHERIFFS LIEUTENANT 7.06 61,846
SHERIFFS SERGEANT 24.79 217,160
SHERIFF'S SERVICE TECHNICIAN 1.74 15,242
Indirect Rate @ 9.5% 4.10 35,916
True-Up Cost - -
Cost Inflation @ 0% - -
Patrol Support S&B 47.27 414,085
Direct Patrol S&S 15.86 138,934
Direct Patrol S&S True-up - -
Total Patrol Cost 175.81 1,540,096
Law Enforcement Support Costs (includes S&B, Indirect, and S&S Costs) Investigations
General Investigations 29.26 256,318
SOD, Narcotics 4.28 37,493
SOD, Intelligence 2.14 18,746
SOD, High Tech Crime Unit 2.13 18,659
Total Investigations 37.81 331,216
Forensics 6.35 55,626
Crime Analysis Unit 1.16 10,162
Property & Evidence 3.01 26,368
True-Up Cost - -
Total Law Enforcement Support 48.33 423,371
Hourly Contract Rate 224.14 1,963,466
Menu Items -
Dispatch 104,340
DSU Admin 16,166
Total Contract FY 20-21 Actuals 2,083,973
Inflation - 2 years @ 3.0% 126,914
Applied True-up for FY 2020-2021 257,789
Total Contract FY 22-23 Estimate 2,468,676
Amended Exhibit E-4
Annual Cost Computation Fiscal Year 2022-23 Attachment B 998
Agenda Item Number: 6
Solvang City Council STAFF REPORT
PREPARED BY: Xenia Bradford, City Manager
MEETING DATE: January 24, 2022
SUBJECT: FISCAL YEAR 2021-22 MID-YEAR (QTR2) FINANCIAL REPORT RECOMMENDATION:
Receive the Fiscal Year 2021-22 Mid-Year report and approve budget adjustments as presented in Attachment A
DISCUSSION:
The following budget was appropriated by the City Council for FY 2021-22 including operating and capital expenditures. This graph shows the projected impact of the adopted budget on the fund balance by June 30 of 2022.
Since the budget adoption, the City Council has authorized additional use of funds through various Council agenda action items. A summary of additional approved funding is shown below.
99 Staff have analyzed budget to actual expenditures through December 31, 2021. In summary, expenditures to date are overall within appropriated levels and projected expenditures through the end of the fiscal year are estimated to be within the budgeted allocations. There are some variances in the adopted budget and actuals due to reorganization and hiring process which resulted in salary savings that have been applied to temporary staffing and consultants through this transitionary period.
General Fund revenues exceed budget as the City and overall State economy continues to improve post the economic closures due to onset of COVID-19. While the City is enjoying a rebound in tourism and revenue, it is prudent to remain conservative in the estimates as COVID situation continues to develop, and cases are currently on the rise. Summary of TOT and Sales tax receipts available to date for this fiscal year, are shown in Attachment A to this report.
Staff requests approval of two additional budget adjustments (Attachment B).
The totality of all the budget adjustments for the current fiscal year, will result in the following additional draws on the General and Water Funds above and beyond originally budgeted amounts.
It should be noted; however, that the reduction in revenue for the American Rescue Plan is only due to timing. Since the budget was adopted, further information has been received about the grant funding. Overall, the City will receive more than the originally anticipated $1.1 M with total funding rising to $1.4 M, but half of the funds will not be received until the next fiscal year.
Council Meeting Date Fund Division Description Amount
7/26/2021 General Fund Council
Council approved funding for SYV Therapeutic Riding
Program $ 5,000.00
8/23/2021 Water Fund Water Increase of Salary for Water Lead Operator Position $ 15,000.00 7/26/2021 General Fund Council
Increase funding to accommodate for transition to
district elections $ 30,000.00
11/8/2021 General Fund Tourism/Marketing IDK Contract Extension through June 2022 $ 300,000.00 11/22/2021 General Fund Council
$35k funding for the Chamber of Commerce Economic
Development plan $ 35,000.00
11/22/2021 General Fund Council Bethania Food distribution $ 2,500.00 11/22/2021 Water Fund Water River Wells Petition (Meridian/GSI) $ 74,000.00 Total General Fund Additional Net Change in Financial Position $ (372,500.00) Total Water Fund Additional Net Change in Financial Position $ (89,000.00) Fund Division Description Amount
General Fund Administration Legal Fees $ 10,000.00
Water Fund Utilities Legal Fees $ 20,000.00
General Fund Administration
American Rescue Plan Grant Funding (second payment will be received in the next fiscal year) $ (400,000.00)
Total General Fund Additional Net Change in Financial Position $ (410,000.00) Total Water Fund Additional Net Change in Financial Position $ (20,000.00) Total General Fund Additional Net Change in Financial Position $ (782,500.00) Total Water Fund Additional Net Change in Financial Position $ (109,000.00) 100
The increase in expenditures in legal fees is primarily attributed to the fast-paced Administrative Officer Hearings process currently underway for the River Wells permit petition.
It should also be noted that the City has ended Fiscal Year 2020-21 with a positive net impact on financial position. The following information was presented to Council on January 10 with the Annual Comprehensive Financial Report. Overall, the City’s net financial position remains strong with the exception of Wastewater fund, which is projected to have negative fund balance as of the end of this fiscal year.
ALTERNATIVES:
City Council may elect not to approve the budget adjustments. This is not recommended as it would result in negative impact to services. Legal budget is not sufficient without the adjustment to meet projected operating needs through the end of the fiscal year.
The budget is controlled at fund level and not amending the estimated revenue for this fiscal year due to the timing of fund release to the City for the American Rescue Plan would result in proposed reductions in operations. Council authorization is required to amend the change in the current fiscal year net impact on financial position. 101 1
FISCAL IMPACT:
ATTACHMENTS
A – Transient Occupancy Tax and Sales Tax receipts.
B – Requested Budget Adjustments for Council approval.
Fund Division Description Amount
General Fund Administration Legal Fees $ 10,000.00
Water Fund Utilities Legal Fees $ 20,000.00
General Fund Administration
American Rescue Plan Grant Funding (second payment will be received in the next fiscal year) $ (400,000.00)
Total General Fund Additional Net Change in Financial Position $ (410,000.00) Total Water Fund Additional Net Change in Financial Position $ (20,000.00) 102
As of: 1/18/2022
YTD
JULY AUGUST SEPTEMBER OCTOBER NOVEMBER DECEMBER JANUARY FEBRUARY MARCH APRIL MAY JUNE TOTAL TOTAL TOT 2021/22 $ 669,380 $ 579,450 $ 470,016 $ 483,564 $ 474,935 $ 2,677,344 OCCUPANCY % 2021/22 90% 83% 81% 77% 75% 81%
TOTAL TOT 2020/21 $ 365,993 $ 398,352 $ 349,183 $ 402,948 $ 367,624 $ 131,729 $ 78,244 $ 199,480 $ 352,940 $ 427,603 $ 466,118 $ 548,814 $ 4,089,029 OCCUPANCY % 2020/21 58% 68% 69% 71% 63% 26% 17% 46% 61% 74% 74% 84% 59% TOTAL TOT 2019/20 $ 529,346 $ 498,350 $ 363,606 $ 366,920 $ 372,155 $ 374,434 $ 253,587 $ 278,470 $ 135,935 $ 7,277 $ 26,778 $ 167,215 $ 3,374,073 OCCUPANCY % 2019/20 87% 83% 73% 68% 67% 65% 58% 61% 34% 6% 20% 39% 55% Budgeted TOT $ 3,632,629
Receipts YTD $ 2,677,344
74% of budgeted revenue
42% of fiscal year elapsed
CITY OF SOLVANG
Transient Occupancy Tax 2021-22
3.5%
-0.2%
5.1%
-25.7%
21.2%
9.3%
9.6%
0.4%
-7.6%
5.3%
6.5%
11.2%
15.6%
11.1%
$ 4,320,292
$ 4,540,786
$ 3,374,073
$ 4,089,029
$ 2,677,344
$ 4,330,071
$ 4,185,451
$ 2,982,078
$ 3,447,513
$ 3,830,232
$ 2,408,153
$ 2,418,395
$ 2,235,432
$ 2,354,931
6.9%
$ 2,508,468
$ 2,682,707
2018/19
2019/20
2020/21
2021/22
2017/18
2006/07
2007/08
2008/09
2009/10
2010/11
2011/12
2012/13
2013/14
2014/15
2015/16
2016/17
2005/06
FY 2021/22
Fiscal Year TOT Received
Percent Change from Previous
Year
$ 2,198,064
$529,346
$498,350
$363,606 $366,920 $372,155 $374,434
$253,587
$278,470
$135,935
$7,277 $26,778
$167,215
$365,993
$398,352
$349,183
$402,948
$367,624
$131,729
$78,244
$199,480
$352,940
$427,603
$466,118
$548,814
$669,380
$579,450
$470,016 $483,564 $474,935
JULY AUGUST SEPTEMBER OCTOBER NOVEMBER DECEMBER JANUARY FEBRUARY MARCH APRIL MAY JUNE TOT Revenue
TOTAL TOT 2019/20 TOTAL TOT 2020/21 TOTAL TOT 2021/22
ATTACHMENT A
103
As of: 12/27/2021
YTD
JULY AUGUST SEPTEMBER OCTOBER NOVEMBER DECEMBER JANUARY FEBRUARY MARCH APRIL MAY JUNE TOTAL TOTAL SALES TAX 2021/22 $ 118,416 $ 181,818 $ 247,010 $ 113,532 $ 660,776 TOTAL SALES TAX 2020/21 $ 119,481 $ 136,123 $ 132,096 $ 105,314 $ 126,050 $ 151,528 $ 74,781 $ 103,884 $ 150,918 $ 106,645 $ 123,866 $ 275,757 $ 1,606,443 TOTAL SALES TAX 2019/20 $ 110,606 $ 143,020 $ 137,622 $ 113,177 $ 149,946 $ 149,212 $ 91,217 $ 84,357 $ 66,272 $ 76,857 $ 148,712 $ 76,671 $ 1,347,670 TOTAL SALES TAX 2018/19 $ 115,570 $ 149,029 $ 154,530 $ 101,820 $ 116,700 $ 183,653 $ 89,796 $ 105,193 $ 111,880 $ 114,365 $ 122,823 $ 142,386 $ 1,507,745 Budgeted Sales Tax $ 1,419,000
Receipts YTD $ 660,776
47% of budgeted revenue
33% of fiscal year elapsed
2005/06
FY 2021/22
Fiscal Year Sales Tax Received
Percent Change from Previous
Year
$ 904,610
2017/18
2006/07
2007/08
2008/09
2009/10
2010/11
2011/12
2012/13
2013/14
2014/15
2015/16
2016/17
2018/19
2019/20
2020/21
2021/22
$ 988,279
$ 1,166,089
$ 1,072,647
$ 930,525
9.3%
$ 968,338
$ 1,058,387
6.1%
2.8%
7.6%
$ 1,405,281
$ 1,507,745
$ 1,347,670
$ 1,606,443
$ 660,776
$ 1,453,808
$ 1,226,777
$ 1,122,814
$ 1,153,845
$ 1,241,436
CITY OF SOLVANG Sales Tax 2021-22
-58.9%
18.5%
-3.3%
7.3%
-10.6%
19.2%
-1.2%
9.2%
18.0%
-8.0%
-13.2%
4.1%
$118,416
$181,818
$247,010
$113,532 $119,481
$136,123 $132,096
$105,314
$126,050
$151,528
$74,781
$103,884
$150,918
$106,645
$123,866
$275,757
$110,606
$143,020 $137,622
$113,177
$149,946 $149,212
$91,217
$84,357
$66,272
$76,857
$148,712
$76,671
$115,570
$149,029 $154,530
$101,820
$116,700
$183,653
$89,796
$105,193 $111,880 $114,365 $122,823
$142,386
JULY AUGUST SEPTEMBER OCTOBER NOVEMBER DECEMBER JANUARY FEBRUARY MARCH APRIL MAY JUNE Sales Tax Revenue
TOTAL SALES TAX 2021/22 TOTAL SALES TAX 2020/21 TOTAL SALES TAX 2019/20 TOTAL SALES TAX 2018/19 104
City of Solvang
Budget Adjustment Request
Agenda
Item MO/YR Number
01/22 22-08
Fund: General Fund
Decrease/
Increase Account/ Project Name Fund Dept Prog. Object Description Current
Budget AMOUNT Revised Budget
Decrease Increase
Decrease Grant Funding 100 1100 120 35029
American Rescue Plan Funding
will be split over two years 1,200,000 400,000 800,000
0 0
0 $ 1,200,000 ####### $ - $ 800,000
Total Revenues Increase (Decrease) $ (400,000)
Decrease/
Increase Account/ Project Name Fund Dept Prog. Object Description Current
Budget AMOUNT Revised Budget
Decrease Increase
0 0
0 0
0 0
$ - $ - $ - $ -
Total Expense Increase (Decrease) $ -
Date: 1/18/2022
Date
Date:
Posted by: Date
funding would be received in one fiscal year. 1/2 is in FY 21.22 and the remaining 1/2 will be received in FY 22.23. City Manager:
City Council Approved:
Revenue Adjustments
Expense Adjustments
EXPLANATION:
Budget was created with the assumption all American Rescue Plan Prepared By: Jason Banta Budget Adjustment FY 2122 Last revised: 1/18/2022
ATTACHMENT B
105
City of Solvang
Budget Adjustment Request
Agenda
Item MO/YR Number
01/22 22-09
Fund: General Fund/Water Fund
Decrease/
Increase Account/ Project Name Fund Dept Prog. Object Description Current
Budget AMOUNT Revised Budget
Decrease Increase
0 0
0 0
$ - $ - $ - $ -
Total Revenues Increase (Decrease) $ -
Decrease/
Increase Account/ Project Name Fund Dept Prog. Object Description Current
Budget AMOUNT Revised Budget
Decrease Increase
Increase Legal Fees 100 1100 120 57012 Increased Legal Fees 106,000 10,000 116,000 Increase Legal Fees 500 5100 501 57012 Increased Legal Fees 40,000 20,000 60,000 0 0
0 0
$ 146,000 $ - $ 30,000 $ 176,000
Total Expense Increase (Decrease) $ 30,000
Date: 1/18/2022
Date
Date:
Posted by: Date
City Manager:
City Council Approved:
Revenue Adjustments
Expense Adjustments
EXPLANATION:
Anticipating higher than budgeted Legal Fees. Prepared By: Jason Banta Budget Adjustment FY 2122 Last revised: 1/18/2022
105 106
Agenda Item Number: 7
Solvang City Council STAFF REPORT
PREPARED BY: Xenia Bradford, City Manager
MEETING DATE: January 24, 2022
SUBJECT: FISCAL FORECASTS AND FINANCIAL POLICIES FOR FISCAL YEARS 2022-24 FINANCIAL PLAN
RECOMMENDATION:
Approve fiscal forecasts and financial policies for the Fiscal Years 2022-24 Financial Plan development.
DISCUSSION:
As of Fiscal Year 2020-21, the City transitioned to a two-year financial planning cycle. The twoyear financial planning allows the City to more effectively plan its operating and capital improvement goals. Every two years, the budget development process starts with community engagement and a Council Goal setting session.
The fiscal forecasts and financial policies set the stage for this process. The fiscal forecasts are updated with the latest fund balance information as of the prior fiscal year and revenues and expenditures are projected based on the most recent trends. The Citiy’s discretionary revenues have recovered to pre COVID-19 pandemic levels, while expenditures remain within projected levels. The Capital Improvement expenditures are bases on the currently approved Capital Improvement program. The City is currently engaged in a comprehensive General Plan Update, which will inform future proposed Capital Improvement program recommendations to be reflected for Fiscal Year 2023-24.
107
Fiscal Forecasts for Major Operating Funds:
The following Fiscal Forecasts have been developed for the Financial Plan development. The forecasts should be used as a planning tool to ensure long-term fiscal sustainability. The General Fund revenue sources are primarily derived from tourism as the City’s economic engine. The secondary source of the discretionary revenue is property tax paid by property owners of Solvang.
The Water and Wastewater Funds are Enterprise funds, which means that they operate as a business and should be self-sustaining to support operations and infrastructure. The forecasts 108
include capital improvement program expenditures encompassing new investment responding to State regulations on Utilities, projected development, and deferred maintenance.
The expenditures are broken down by operating and capital for the forecasted future years. All three funds show major declines in fund balances due to capital improvement needs. Water and Wastewater Funds show structural imbalance where ongoing revenues (green line) do not cover ongoing operating expenditures (grey line). The City is currently engaged in performing Utilities Rate study for both sewer and water rates. The proposed rates will include increases to fund both operating and capital improvement expenditures.
109
Fiscal Policies
With Fiscal Year 2019-20, the City adopted Fiscal Policies as shown in Attachment A. The policies meet the best practices in financial planning. The City submitted the current Fiscal Year 2021-22 budget to the Government Fiscal Officers Association and has been awarded and award of excellence.
Staff continues to analyze the policies to best meet the City’s fiscal needs and operating structures for each major operating funds. Policy modifications are recommended for Water and Wastewater fund balance reserve requirements to ensure the funds remain in healthy fiscal condition over time. The recommended changes are highlighted in Attachment A.
Upcoming Community and Council Workshops
The City has scheduled the following key workshops for the Financial Plan development and the Utility Rate Study
January 27, 6:00 pm, Financial Plan Development Community Input Council Workshop City Hall or Zoom
A community input survey will be posted on the City website at www.CityofSolvnag.com on January 20 and will be open through February 11 to receive additional community input for the Financial Plan priorities, which will inform the City Council Goal Setting Session on February 26th.
February 12, 10:00 am, Utility Rate Study Community Workshop Veteran’s Hall (Zoom option may be available for limited participation depending on COVID conditions)
February 26, 10:00 am, Financial Plan Development Council Goal Setting Session City Hall or Zoom
111010
ALTERNATIVES:
City Council could provide staff with alternative policy direction.
FISCAL IMPACT:
There is no immediate fiscal impact with this item.
ATTACHMENTS
A - Fiscal Policies
B - Current Fiscal Year Budget
111
FINANCIAL POLICIES
STRATEGIC GOALS & FINANCIAL PLANNING
A. Strategic Plan
The City will establish a Strategic Plan setting forth the long-term vision and strategic direction for the City of Solvang. The Strategic Plan will provide a long-term perspective for service delivery and budgeting, thus establishing links between authorized spending and broad organizational goals.
B. Financial Plan
Through the process of financial plan development, the City will:
1. Identify community service level needs for essential services
2. Establish financial plan goals in alignment with community vision and the Strategic Plan
3. Identify available resources and organize programs required to provide these services
4. Identify program activities, program objectives, and establish program policies to deliver desired outcomes
5. Set standards to measure and evaluate performance
BUDGET MONITORING
The City will formally review the City’s fiscal condition, and amend appropriations if necessary, at mid-point after the beginning of each financial plan.
LONG-TERM FINANCIAL PLANNING
A. Fiscal Forecasts
The City will evaluate long-term structural budget balance through development of five-year forecasts for all major operating funds, Capital Improvement Program, and Debt Service. The five-year forecasts will be analyzed and updated with each financial plan for most current trends in revenues and expenditures.
B. Balanced Budget
The City will maintain a balanced budget for the Financial Plan. The budget is balanced when:
112
1. The sum of estimated revenues and appropriated Fund Balances/Net Position is equal to appropriations.
2. Operating Revenues and Transfers-In must fully cover Operating Expenditures/ Expenses, including debt service and Transfers-Out. Operating Expenditures/Expenses for the purposes of balancing the annual budget shall include that year’s contribution to capital Funds deemed required to maintain existing assets. Further, Operating Expenditures/ Expenses shall include the portion of Funds required to maintain the viability of internal service Funds for the purposes in which they were created.
3. Minimum reserves policy levels must be maintained.
4. The balancing of Operating Revenues and Operating Expenditures (as defined above) is a goal that should be applied over a period of time which extends beyond current appropriations. Temporary shortages or operating deficits can and do occur, but they shall not be tolerated as extended trends.
C. Appropriations of One-Time Funds
One-time funds should only be applied to one-time appropriations.
One-time funds are defined as:
a) Over-realized revenues and expenditures savings between the budgeted appropriations and actual revenue and expenditures.
b) Fund reserves above minimum policy requirements
One-time appropriations are defined as:
a) Investment in Capital Improvement Program
b) Paying down unfunded liabilities
c) Appropriations toward short-term initiatives in alignment with long-term strategic goals
FUND BALANCE RESERVE/ WORKING CAPITAL
Fiscal stability is an important factor to the City. The City desires to maintain a prudent level of financial resources to guard its stakeholders against service disruptions in the event of unexpected temporary revenue shortfalls or unpredicted one-time expenses. In addition, this policy is intended to document the appropriate reserve level to protect the City’s credit worthiness.
113
A. General Fund
1. The City shall maintain a Contingency General Fund Balance Reserve of 50% to address unanticipated, non-reoccurring needs. It is the intent of the City to limit the use of the Contingency Reserve. Reserves shall not normally be applied to recurring annual operating expenditures. Reserves may, however, be used to allow time for the City to restructure its operations in a deliberate manner (as might be required in an economic downturn), but such use will only take place in the context of an adopted long-term plan.
2. The City shall establish and maintain a Capital Improvement Program (CIP) reserve equal to 50% of the total CIP expenditures planning over a five-year period. City shall revenue the funding level annually.
3. The City’s top two General Fund revenues are Transient Occupancy Tax (TOT) and Sales Tax. These revenues constitute approximately 65% of the General Fund total revenue.
The City shall set-up a General Fund Revenue Stabilization Reserve to smooth out impacts of economic fluctuations. In any fiscal year where TOT & Sales tax actual revenues are over-realized by more than 3% of budgeted amount and the amount collected is higher by 3% of the five-year preceding historic average, the City shall consider setting aside the over-realized revenue in the General Fund Revenue Stabilization Reserve.
B. Enterprise Funds: Water Fund & Sewer Fund
Enterprise funds are a proprietary fund type used to report an activity for which a fee is charged to external users for goods or services. The City shall apply one-time over-realized revenues and expenditure savings in a fiscal year toward building a working capital reserve to a minimum level of Working Capital in Enterprise Funds equivalent to three six months of regular, ongoing operating expenses (except for Transit fund). The City shall achieve this reserve goal by Fiscal Year 2025-26.
City shall establish a Capital Improvement Program replacement reserve equal to $750,000 for both Water & Wastewater funds. City shall develop an ongoing reserve goal during the 2020-21 fiscal year and amend this policy with adoption of the 2021-22 budget.
CAPITAL IMPROVEMENT PROGRAM FUNDING
The City is committed to maintain the civic assets it already has in place. The City will add new assets or upgrade existing assets to accommodate the City’s long-term strategic goals and 114
Council adopted plans, growth, and future public needs. The City will implement a formal and integrated with the Financial Planning approval process for projects in the long-term financial plan.
The City will develop and integrate a long-term Capital Improvement Plan funding plan with Financial Planning process and fiscal forecasts. The City’s Capital Improvement Funding Plan will include:
1. Capital Improvement Program Fund which will set aside funds for Capital Improvement Program current and future funding needs.
2. Capital Improvement Program funding needs will include replacement and maintenance of existing assets and addition of new assets in alignment with the City Council policies and adopted plans.
3. When considering any new asset, the City will carefully consider its financial ability to operate and maintain the asset.
DEBT FINANCING
The City will consider the use of debt financing for one-time capital improvement project only when the project’s useful life will exceed the term of the financing. Additionally, the City will adhere to the following policies when evaluating debt financing feasibility:
1. Debt Financing Revenue Sources
Capital improvements will be financed primarily through user fees, services charges, assessments, special taxes, land-based financings, or developer agreements when benefits can be specifically attributed to users of the facility. Accordingly, development impact fees should be created and implemented at levels sufficient to ensure that new development pays its fair share of the cost of constructing necessary community facilities.
2. Debt Capacity
a) General Purpose Debt Capacity:
The City will carefully monitor its levels of general-purpose debt. Because the general purpose debt capacity is limited, it is important that the City only use general purpose debt financing for high-priority projects where the City cannot reasonably use other financing methods.
b) Enterprise Funds Debt Capacity:
The City will set enterprise fund rates at levels needed to fully cover debt service requirements as well as operations, maintenance, administration and capital improvement costs.
115
CITY OF SOLVANG
CALIFORNIA
FINANCIAL PLAN
FY 2020-21 & 2021-22
FY 2021-22 Supplement
ATTACHMENT B
115 116
PRESENTED TO
City of Solvang
California
For the Biennium Beginning
July 01, 2021
Executive Director
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
11117
City of Solvang
FY 2020 – 22 Adopted Budget
FY 2021 – 22 Supplement
TABLE OF CONTENTS
1) INTRODUCTORY SECTION Page
6 7
8 11
Elected Officials
List of Elected and Appointed Officials
City Manager Budget Message
Budget Highlights
Budget Process / Overview 13
13 14
16 18
19 21
22 23
Background
Budget Components
Accounting Structure
Budget Process / Calendar
Comparison of FY2020-21 Budget vs Proposed FY 2021-22 Budget Organizational Changes Overview
Organizational Chart
Economic/Policy/Legislative Issues Facing the City
Recommended Agency Request Funding 23
25 27
30 Strategic Vision and Strategies
Solvang History / Community Profile
Solvang Statistical Section
Financial Policies 33
2) FIVE YEAR FUND FORECASTS
38 45
General Fund Forecast Summary
Water Enterprise Fund Forecast Summary
Wastewater Enterprise Fund Forecast Summary 49
3) REVENUE & EXPENDITURES BY FUND
54 57
58 59
60 61
Fund Balances
Revenue & Expenditures Summary
General Fund (100)
Government Impact Fees (200)
Traffic Safety (201)
Gas Tax (202)
Local Transportation (203) 62
11118
63 64
65 66
67 68
69 70
71 72
73 74
Measure A (204)
Skytt Mesa LLMD (205)
Capital Projects (300)
Water Fund (500)
Wastewater Fund (501)
Transit Fund (502)
Vehicle Equipment Pool (600)
OPEB Trust Fund (650)
SYV Tourism Bus Imp Dist (700)
General Fixed Asset (800)
Water Capital Projects (803)
WWTP Capital Projects (804)
Transit Capital Projects (805) 75
4) DEPARTMENT / PROGRAM SUMMARIES
77 78
88 Department / Program Structure
Administration
Public Works
Utilities 93
5) EXPENDITURE BUDGET BY DEPARTMENT, PROGRAM AND FUND
99 100
102
104
106
108
109
114
115
116
117
118
119
120
121
122
123
125
Administration (Dept) / City Council (Program)
Administration (Dept) / Administrative Services (Program) Administration (Dept) / Planning & Building (Program)
Public Works (Dept) / Maintenance- Parks (Program)
Administration (Dept) / Recreation (Program)
Administration (Dept) / Marketing and Tourism (Program) Public Works (Dept) / Maintenance (Program)
Public Works (Dept) / Stormwater (Program)
Traffic Safety (Fund)
Gas Tax (Fund)
Local Transportation (Fund)
Measure A (Fund)
AB 1600 Impact Fees (Fund)
Vehicle Pool (Fund)
Skytt Mesa LLMD (Fund)
Public Works (Dept) / Transit (Program)
Utilities (Dept) / Water (Program)
Utilities (Dept) / Sanitary Sewer (Program)
Utilities (Dept) / Wastewater (Program) 126
119
6) CAPITAL IMPROVEMENT PROGRAM
130
134
135
136
137
139
141
143
144
145
146
148
149
CIP Funding Source Overview
Summary Sheet
Public Works Department Studies
Utilities Department Studies
Maintenance (Parks)
Maintenance (Facilities)
Streets
Traffic Mitigation
Stormwater
Santa Ynez Valley Transit
Water
Sanitary Sewer
Wastewater Treatment Plant
CIP Funding by Fund (Year by Year) 151
7) APPENDIX
153
155
162
Glossary of Acronyms
Glossary of Terms
Resolution No. 21-1142 – Amending Appropriation Limit For FY21-22 Budget Resolution No. 21-1143 – Adopting FY2021-22 Budget 163
1120
INTRODUCTORY SECTION
12121
City of Solvang City Council
Charlie Uhrig, Mayor
Claudia Orona, Mayor Pro Tem
Robert Clarke, Councilmember
Mark Infanti, Councilmember
Jim Thomas, Councilmember
121 122
City of Solvang
List of Elected and Appointed Officials
July 1, 2021
Elected Officials
Mayor Charlie Uhrig
Mayor Pro Tem Claudia Orona
Councilmember Robert Clarke
Councilmember Mark Infanti
Councilmember Jim Thomas
Appointed Officials
City Manager/City Clerk Xenia Bradford
City Attorney Dave Fleishman
Additional Budget Contributors
Public Works Director/City Engineer Matt van der Linden Accounting Supervisor Jason Banta
Assistant to the City Manager David Packard
123
City Manager’s Letter
Honorable Mayor, Council Members, Solvang
Residents and Business Owners:
The Proposed Supplemental Budget for Fiscal Year
2021-22 (second year of 2020-22 Financial Plan) was
developed through several open Council meetings.
The Council was presented with fiscal forecasts and
review of operating programs and recommended
changes to the organization chart as the City prepared
for recovery from the COVID-19 Pandemic. The
financial outlook for Fiscal Year 2021-22 is a Path of
Hope to Stability.
The budget document presents the proposed re-organization for the City’s Operating Programs as well as the Capital Improvement Program. In the long run, the General Fund presents a balanced outlook, while Wastewater and Water Funds show structural imbalance. The Wastewater Fund budget, as presented, will require an interfund borrowing from the General Fund to meet the expenditures for Fiscal Year 2021-22. The Wastewater and the Water rate study are included in the work programs.
Beginning with the Fiscal Year 2020-21 budget development, the City transitioned to a two-year Financial Planning process. Two-year Financial Planning allows for a longer-term planning period to develop work programs to be accomplished over a two-year period. This methodology better corresponds to the duration of capital improvement projects. The presented budget is for both operating and capital improvement program objectives to be achieved in the second year of the Fiscal Years 2020-22 Financial Plan.
The City is currently in the process of accomplishing a number of major projects including the City’s first Comprehensive General Plan Update. Through public engagement, the General Plan Update will set forth the vision and goals for the City of Solvang for the next 20-25 years. The General Plan Update will be completed in Fiscal Year 2021-22. The next Two-Year Financial Plan for Fiscal Years 2022-24, will incorporate the vision adopted from the General Plan Update. The City Council will then engage with the community to develop goals and priorities for the next financial plan. 12124
The work programs proposed for the Fiscal Year 2021-22 are focused and aligned with the following strategic goals for the City of Solvang:
I. Foster Tourism Industry and Promote Solvang’s unique character as travel destination.
II. Develop Solvang’s Vision and Guiding Principles for the next twenty years through a Comprehensive General Plan Update with significant outreach for community input.
III. Promote Desired Change Through Planning and Design.
IV. Foster Local Economic Development and Provide a Key Support Role to the Business Community during recovery from COVID-19 Pandemic.
V. Ensure Fiscal Sustainability
through long-range planning,
economic development, and
timely investment in
infrastructure.
VI. Be the desired place to live,
work and play by promoting
programs supporting health
and recreation, housing
supply, and multi-modal
transportation.
VII. Provide the Community with
Safe and Reliable Water
VIII. Maintain an Aesthetically Appealing Image Throughout the City IX. Foster Organizational Effectiveness by Maintaining Highly Qualified Personnel and Utilization of Modern Technologies.
It is also important to recognize some of the challenges presented with this budget. The challenges and limiting factors include:
Quickly re-establishing service levels to respond to fully re-opened economy Absorbing increasing law enforcement contract costs
Preparing for uncertainties of economic recovery
124 125
Moving forward with major Capital Improvement Program projects significantly drawing on fund balances (Wastewater Treatment Plant Upgrade and South Alisal Road Reconstruction) Addressing structurally imbalanced Wastewater and Water fund structures where ongoing revenues do not cover the cost of doing business
State of California worsening drought conditions and cost of water supply Potential upcoming further policy modifications by CalPERS increasing future pension costs payable by the City
Respectfully submitted,
Xenia Bradford
City Manager
125 126
BUDGET HIGHLIGHTS
The proposed Fiscal Year 2021-22 Preliminary Budget is balanced for the General Fund ongoing expenditures.
Yet, the two major Enterprise Funds, Wastewater and Water, are not structurally balanced where ongoing expenditures for operations exceed ongoing revenues. Utility billing rates for wastewater treatment and water have not been increased for over five-years. Moreover, infrastructure needs and deferred maintenance of capital infrastructure are significant for all three funds. The Net Change in Financial Position for all City Funds is a decrease of $4.5 Million. This decrease is mainly due to the large Capital Projects that are slated for the upcoming fiscal year. The Net Change in Financial Position for the General Fund is a decrease of $666 thousand.
General
Fund
50%
Water
25%
Wastewater
10%
Transit
5%
All Other
10%
City Revenue
General
Fund
37%
Water
26%
Wastewater
11%
Transit
5%
All Other
21%
City Expenditures
12127
The following chart shows operating expenditures for all funds by program. Further detail of expenditures by program year over year is presented under the Department pages section of this budget.
The following chart shows a breakdown of the Capital Improvement program expenditures in FY 2021-22. The table below shows the anticipated Capital Improvement Expenses, by Fund, through FY2027.
City Council , $524,465 Administrative Services,
$1,637,922
Recreation, $318,236
Information Technology,
$324,000
Planning and Building,
$780,248
Marketing /Tourism,
$588,415
Public Safety/Law
Enforcement, $2,260,000
Engineering &
Environmental, $143,724
Maintenance,
$1,709,045 Stormwater
Management, $325,929 Transit, $1,101,309
Water Supply &
Distribution, $6,034,757
Sewer Collection,
$591,899
Wastewater Treatment
Plant, $1,939,263
FY 21/22 Operating Expenditures
127 128
Background
The City of Solvang is required to submit an annual budget, per municipal code 1-5A-4:
F. Financial Report. It shall be the duty of the city manager to prepare and submit the proposed annual budget and the proposed annual salary plan to the city council for its approval.
Beginning with the Fiscal Year 2020-21 budget development, the City transitioned to a two-year Financial Planning process. Two-year Financial Planning allows for a longer-term planning period to develop work programs to be accomplished over a two-year period. This methodology better corresponds to the duration of capital improvement projects.
The City’s two-year financial plan covers FY 2020-21 and FY2021-22. While the City of Solvang (and many other cities) utilize a two-year financial plan, the City is still required to adopt an annual budget.
The presented budget is for both operating and capital improvement program objectives to be achieved in the second year of the Fiscal Years 2020-22 Financial Plan.
As a result of the COVID-19 pandemic, there have been significant changes to the City’s financial and operating systems. This FY 2021-22 Supplementary Guide has been prepared to highlight many of these changes.
BUDGET PROCESS / OVERVIEW
128 129
Budget Components:
• Financial Forecasting. Forecasting is an important part of the City’s budget decision making process and contributes to the long-term fiscal health of the city. Financial forecasts allow decision makers to make informed decisions for financial allocations and commitments while ensuring structural balance in the long run. Financial forecasts are prepared for each major operating fund and includes projections for both expenditures and revenues. The forecasts also project available fund balance. Each two-year Financial Plan begins with review of financial forecasts, which inform the City’s financial positions and availability of funds for allocation.
Priorities and goals are developed through community engagement and the available funds are prioritized and allocated by City Council. These forecasts are presented later in the budget book in Section Two (Five-Year Fund Forecasts).
• Operating Budget. The portion of the budget pertaining to daily operations and the delivery of basic governmental services refers to the operating budget. The City of Solvang is organized into three key operating functions, or Departments: Administration, Public Works, and Utilities. The Departments are then subdivided by the different programs, or major responsibility areas within each Department. In all, the City of Solvang has 15 different Programs:
o Administration Department
Programs – City Council, Administrative Services, Recreation, Information Technology, Planning and Building, Marketing/Tourism, Public Safety/Law Enforcement
o Public Works Department
Programs – Engineering Division, Maintenance Division, Stormwater Management, Transit
o Utilities Department
Programs – Water Supply and Distribution, Sewer Collection, Wastewater Treatment Plant (WWTP), Groundwater Sustainability Agency - Management Section Four of the budget book (Department / Program Summaries) presents more thorough information pertaining to the City’s departments and programs. In this section, each department includes a summarized narrative, list of prior year accomplishments, and organization chart. The divisions/programs narratives contain program descriptions, performance measures, summary of staffing levels, and expenditure details of three years (prior year actual, current year estimate, and proposed budget for next year). • Capital Improvement Program. The City of Solvang has extensive capital improvement needs.
The City of Solvang utilizes a Capital Improvement Program (CIP) to serve as a funding plan for public improvements, and maintenance of existing infrastructure. Significant projects in the CIP include traffic improvement projects, park projects and utilities, and facility projects. Often, the planning, design and construction of capital improvement projects require different phases and 1130
are developed over multiple years. The City’s CIP program is another component of the budget, in addition to the City’s operating budgets.
While the CIP program designates projects to be completed during a 10-year span, it is important to review the CIP plan each year to verify that the program is aligned with the City’s operating programs and responsive to strategic goals and long-term plans. Annual update and adoption of the CIP is a vital component to its successful implementation and is a requirement of the portion of the Program funded by the Traffic Mitigation Fund. 13131
Accounting Structure:
• Budgetary Basis of Accounting. The City of Solvang’s budget is prepared in accordance with Generally Accepted Accounting Principles (GAAP) as applied to governmental agencies. The City utilizes modified accrual basis of accounting for governmental funds and accrual basis of accounting for enterprise funds. This basis of budgeting is the same basis of accounting used in the City’s audited financial statements, which are reported annually in a separate document. • Debt Obligations. The City currently does not carry any debt obligations. In upcoming years, the City will face a decision regarding Phase 2 of the Wastewater Treatment Plant Upgrade. In order to fund this Phase, the City will have to finance the project. In FY21-22 the City is undertaking a Water and Wastewater Fee Study, which is a necessary step for receiving financing, if this is the determined route.
• Fund Structure. The accounts of the City are organized on the basis of funds, each of which is considered a separate accounting entity with its own self-balancing set of accounts that comprise its assets, deferred outflows of resources, liabilities, deferred inflows of resources, fund equity, revenues and expenditures or expenses. These funds are established for the purpose of carrying out specific activities or certain objectives in accordance with specific regulations, restrictions or limitations.
o The General Fund pays for services including Law Enforcement Services, Library, Administrative services (including Information Technology), Parks & Recreation, Public Works Engineering, Maintenance and Capital Improvements (including paving), Code Enforcement, as well as portion of Planning & Building not recovered through fees for services. The City of Solvang is the third most dependent City on TOT in California as shown in the graph below.
131 132
o The City’s utilities (Water and Wastewater) are funded by user fees. These are enterprise funds that provide the most critical infrastructures for the City. These should be self-sustainable through a periodic review of Water and Wastewater rates to cover operating and Capital Improvement expenditures.
o The City also maintains many minor funds, including special revenue funds such as the Government Impact Fee Fund or internal service funds, such as the Vehicle Equipment Pool Fund. Sections covering the City’s Major Funds (General, Water, Wastewater) as well as Revenues and Expenditures by All Funds are presented later in the report. 132 133
Budget Process
The adoption of the City’s two-year financial plan and annual budget represents the culmination of numerous stakeholders and budget processes, as depicted graphically below.
Budget Calendar
The following shows a depiction of the typical two-year budget adoption process. • January – February
o City Manager meets with all staff and divisions of the City. o City Council receives long-term Fiscal Forecast updates for major operating funds. o City Council holds Goal Setting and Strategic Planning Session open to the public (every non-even year)
o City Council sets policy for Agency Grants and City sends grant application to nonprofit organizations, with March application deadline.
• March – April
o City Manager and Department Heads present City Council and the public with Department and Division overviews, summarizing all the operations expenses, personnel expenses, and contract overviews.
o Administrative Services Division prepares personnel salary and benefit budget estimates based on current union contracts, benefit rates, and cost of living/performance increases.
• May
o Preliminary Budget and Capital Improvement Plan presented to Council • June
o Capital Improvement presented to Planning Commission for resolution, verifying all projects are in conformance to the General Plan. The CIP Program is adopted by the City Council, effective July 1.
o City Council adopts annual budget, effective July 1.
13134
Comparison of FY 2020-21 Budget vs Proposed FY 2021-22 Budget The Solvang City Council adopted a two-year financial plan for FY 2020 – 2022, comprising the FY20-21 and FY21-22 budgets. Below are some of the changes that are manifest with the FY21-22 budget. TOT revenues were significantly impacted in FY20-21 due to COVID-19, as the City lost about $2 million. Fortunately, revenue levels are recovering nicely. The most recent data (April 2021) saw the highest level of TOT revenues in any month over the past three years. Heading into the busy tourist season of Summer 2021, revenue projections are strong. The federal government passed the American Rescue Plan in March 2021. As part of this economic stimulus package, $350 billion has been allocated for eligible state, local, territorial an Tribal governments. The City of Solvang is eligible to receive a one-time payment of $1.3 million from the American Rescue Plan Funding. This contribution can be used to supplement the City’s lost TOT revenues due to COVID-19. Payments will be made beginning in June 2021. Capital Improvement Program projects.
o WWTP Water Quality Upgrades – The City has worked for the past few years to prepare for necessary Water Quality upgrades at its Wastewater Treatment Plant. In FY 2020-21, the City had allocated $2.25 million to fund Phase One of the upgrades, however, bids came in higher than anticipated. To fund the $2,829,200 project, the City made an $802,000 budget adjustment from the Vehicle Replacement Fund. Construction of Phase 1 is currently underway. During FY 2021-22, the City will further evaluate alternative for Phase 2 and 3 water quality upgrades that would require debt financing. o Recreation Grant – The City is finalizing its noncompetitive grant application for $170K.
This funding will result in numerous capital improvements to Hans Christian Andersen Park during Fiscal Year 2021-2022.
The Solvang City Council declared a Stage One Drought on April 12, 2021. In addition to another spring with decreased moisture levels, the State allocation of water (5%) matched a historical low. The City funded a $400K purchase of supplemental water and continues to monitor water usage levels, while asking for a voluntary 15% reduction. Changes in City Contracts - As a smaller organization, the City of Solvang maintains many contracts to perform its operations. There are numerous contractual changes in the proposed 2021-22 budget:
o Law Enforcement – The City’s largest annual expense is contracted Police Services with the County of Santa Barbara for Law Enforcement. The City’s total in FY20-21 was $1,884,756. The County of Santa Barbara changed its contract methodology, and preliminarily proposed 30 to 40 percent increases for participating contract cities, such as Solvang. The cities have disputed the computation and the proposed fees are currently in a resolution negotiation process with the County. For purposes of FY21-22 forecasts, the FY21-22 contract is currently projected at $2,000,000. 134 135
Marketing / Visitor Center – The City’s contract for Marketing Services (IDK Events) and Visitor Center Management were set to expire on June 30, 2021. The City Council is currently in the process of seeking to renew these contracts in the short-term while they determine their strategic direction in regards to Tourism and Marketing. The City plans to issue RFP’s for these services during FY 2021-22.
o Information Technology – The City currently contracts with Lanspeed for Information Technology assistance. During FY 21-22, the City contract includes one-time purchases of technology upgrades, as well as a full migration to cloud services. The City also plans to release a RFP for IT services during FY 2021-22.
o Water / Wastewater Fee Study – Water and wastewater rates have not been updated since 2011 and 2016, respectively. Currently, fees charged do not accurately reflect the cost of providing the service. During FY 2021-22, the City is embarking on a $117K comprehensive fee study of its rates.
o Planning and Building – During FY 20-21 the City has utilized Contract services in the areas of Building and Planning. Based on the current volume, the current contract is recommended to continue within the Building Department. Volume has increased within the Planning area. The proposed budget transitions from a contractor to a Supervising Planner staff position to maintain the current workload, while also overseeing a Planning Assistant position and the Building contract.
A more detailed look at the differences in operating contract costs is found in the chart below:
FY 2019/20 Contract Services Actuals FY 2020/21 Contract Services Adopted Budget FY 2021/22 Contract Services Adopted Budget Public Relations (PIO) $87,358 Public Relations (Press Releases) $20,000 Public Relations (Press Releases) $20,000 Events & Marketing IDK *Includes pass
through costs for events $539,595
Marketing IDK (*minimum $300,000/
maximum capped at 12% of TOT) $308,583
Marketing IDK (*minimum $300,000/ maximum
capped at 12% of TOT) $435,915
Marketing Social Media $24,179 Code Enforcement $40,000 Visitor Center $103,678 Visitor Center $81,200 Visitor Center $150,000 Information Technology $113,045 Information Technology $59,700 Information Technology $62,820 Planning Consultant $45,399 Planning Consultant $144,000 Planning Consultant $30,000 Building (*includes Code Enforcement) $135,857 Building (*includes Code Enforcement) $160,000 Building $140,000 Legal Fees $579,532 Legal Fees $260,000 Legal Fees $200,000 Temporary Agency $183,182
Temporary Agency & Project Management
Special Projects $90,000
Temporary Agency & Project Management
Special Projects $0
Economic Development $43,207
Special City Auditor $46,658
County of Santa Barbara Law Enforcement $1,803,138 County of Santa Barbara Law Enforcement $1,840,297 County of Santa Barbara Law Enforcement (TBD) $2,000,000 Community Resource Deputy $172,713
City of Goleta Library $184,854 City of Goleta Library $184,855 City of Goleta Library $184,855 Landscaping TRC $27,000 Landscaping TRC $33,000
Tree Management $14,133 Tree Management $65,000 Tree Management $15,500 Custodial $123,089 Custodial $130,000 Custodial $151,000 Sidewalk Cleaning $11,327 Sidewalk Cleaning $25,000 Sidewalk Cleaning $25,000 Pavement Inspection & PMS Update $20,000 Pavement Inspection & PMS Update $20,000 Pavement Inspection & PMS Update $5,000 Sidewalk Grinding $40,008 Sidewalk Grinding $40,000 Sidewalk Grinding $40,000 Traffic Counts $0 Traffic Counts $15,000 Traffic Counts $5,000 GIS Street Sign Inventory $19,920 GIS Street Sign Inventory $13,500 GIS Street Sign Inventory $0 Street Tree Management $43,327 Street Tree Management $50,000 Street Tree Management $70,000 Stormwater Management Program $42,486 Stormwater Management Program $92,000 Stormwater Management Program $97,000 Street Sweeping $35,297 Street Sweeping $40,000 Street Sweeping $40,000 TOTAL $4,438,982 TOTAL $3,639,135 TOTAL $3,745,090
Year-to-year comparison: Operating Contracts over $10,000 (annual basis) 135 136
Organizational Changes Overview
The proposed FY 2021-22 budget recommends an increase in staffing so that the City can meet the community expectations for service levels in a fully functioning economy. In FY 2020-21, the City had a total of 23.0 full-time equivalent (FTE) employees. The proposed FY 2021-22 budget includes a personnel increase of 7.5 positions, totaling 30.5 FTE.
Some of the major organizational changes, by department, include:
- Administration Department:
o Addition of a City Clerk. Throughout the pandemic, the City Manager served in a dual capacity as City Manager / City Clerk.
o Creation of a Recreation Supervisor position to replace Senior Recreation Coordinator position and the addition of a Recreation Coordinator and Special Events part-time assistance now that most COVID-19 gathering restrictions have been lifted. o The Human Resources function is moving to a management level part-time employee to enhance the City’s training, policy development, and other human resources functions. o Addition of a Planning Supervisor, and Planning Assistant. This service has been performed on a contract basis, but the current workload necessitates additional support.
- Utilities Department
o In recent years, there have been numerous legislative and other policy changes in the Public Works and Utilities areas. For proper oversight, the proposed budget includes the creation of a Utilities Department, and the addition of a Utilities Director, to oversee the areas of Water Services, Wastewater Treatment Plant, Sewer Collection, and Groundwater Sustainability.
o Creation of a Water Lead Operator position. Mimicking the Wastewater Division’s organizational structure, this will create a positive career advancement opportunity. o Re-establishment of the Collection Systems Operator position. - Public Works Department:
o With the creation of the Utilities Department, the revised Public Works Director position will be able to provide greater support and direction to the City’s Public Works needs. o The Parks and Maintenance divisions will continue to be merged under the oversight of the Public Works Director. Similar to the promotional change in the Water Division, Maintenance Lead and Parks Lead position upgrades are proposed in the FY 2021-22 budget. The changes will promote cross training and further career advancement in the Maintenance Division.
The City’s FY 2021-22 Organizational Chart is found on the next page. Position titles that have been added or amended are notated in red text. Comprehensive information on the departments is found later in the departments section, which includes department and program descriptions, FTE and program expense histories, accomplishments and workplans, and performance measures. 137 13
RESIDENTS OF CITY OF SOLVANG
CITY COUNCIL
CITY ATTORNEY CITY MANAGER
ADMINISTRATION
CITY CLERK
ASSISTANT TO THE
CITY MANAGER
ACCOUNTING
SUPERVISOR
OFFICE
ASSISTANT
RECREATION
SUPERVISOR
RECREATION
COORDINATOR
ASSOCIATE
ENGINEER
SUPERVISING
PLANNER
PUBLIC WORKS UTILITIES
MAINTENANCE
SUPERVISOR
LEAD
MAINTENANCE
WORKER
LEAD PARKS
MAINTENANCE
WORKER
MAINTENANCE
WORKER II
MAINTENANCE
WORKER I
PARKS
MAINTENANCE
WORKER I/II
ACCOUNTING
TECHNICIAN
UTILITY BILLING
CLERK
UTILITIES
DIRECTOR
HUMAN
RESOURCES
MANAGER
PUBLIC WORKS
DIRECTOR
ASSISTANT
PLANNER
WATER
SUPERVISOR
WASTEWATER
SUPERVISOR
LEAD WATER
OPERATOR
LEAD WW
OPERATOR
WATER OPERATOR
II
WATER OPERATOR
I
WW OPERATOR III
WW OPERATOR II
WW OPERATOR I
COLLECTION
SYSTEM
OPERATOR
INFORMATION
TECHNOLOGY
BUILDING
(Contract)
MARKETING VISITOR CENTER SB COUNTY LAW
SPECIAL
EVENTS (PT)
Organization Chart Key:
- Elected by Residents of Solvang
- Appointed by City Council
- Contracts managed by City Staff
- City Department
- Department Heads
- Managerial/Supervisory Positions
Red text - New/Modified position
CODE ENFORCEMENT
JANITORIAL
(Contract)
STORMWATER
(Contract)
City of Solvang - Organizational Chart
137 138
Economic /Policy/Legislative Issues Facing the City
There are several factors of uncertainty that the City Council and the community should keep in mind with the proposed FY 2021-2022 budget:
1. There is potential of additional outbreaks of COVID-19 and further economic shutdowns.
2. The national economy has never experienced an economic shock of the magnitude caused by COVID19 and economic recovery is uncertain.
3. The City is entering into another drought which will cause changes in water operations.
4. The City is considering Phase 2 of the Wastewater Treatment Plant upgrade which will exceed $17 M.
In order to fund this project, the City would have to utilize financing, which is not currently used by the City.
5. The Law Enforcement Services Contract is currently under dispute by the Cities due to unreasonable proposed increase in cost of 37% over prior year.
6. CalPERS (City’s Pension provider along with majority of California cities) is going through the process of updating actuarial assumptions and there is serious consideration given to lowering the assumption for expected rate of return from 7% to 6.5%. If this decision is passed by the CalPERS Board, required payments to CalPERS will double. All operating funds will be impacted.
7. The City is currently performing a comprehensive update of the General Plan. Additionally, the State is currently completing its assignments for the Sixth Cycle of the Regional Housing Needs Association.
Recommended Agency Request Funding
Solvang values its nonprofit organizations and community partners. Each year, the City of Solvang tries to share a portion of its revenues with these organizations to help support their missions. The current City Council policy focuses on funding organizations that support humanitarian organizations with a specific focus to assist seniors, which makes up a large demographic of the community.
On the following page is the summary of the funding history from the City to the nonprofit organizations.
138 139
Agency
Fiscal Year
2018/19
Request
Fiscal Year
2018/19
Approved
Fiscal Year
2019/20
Requested
Fiscal Year
2019/20
Approved
Fiscal Year
2020/21
Requested
Fiscal Year
2020/21
Approved
Fiscal Year
2021/22
Requested
Atterdag at Home, Inc. $ 5,000 $ 2,000 $ 15,000 $ 2,000 $ 10,000 $ 15,000 $ 20,000 Buellton Senior Center
(SYV Senior Citizens
Foundation) $ 10,000 $ 7,500 $ 7,500 $ 7,500 $ 7,500 $ 10,000 $ 10,000 Central Coast Film Society $ - $ - $ 10,000 $ - $ - $ - $ - Eco Angel Enterprises $ - $ - $ 3,000 $ - $ - $ - $ -
Elverhøj Museum of
History and Art *Now
Contracted $ 30,000 $ 30,000 $ 35,000 $ 30,000 $ 35,000 $ 35,000 $ 35,000 Foodbank of Santa Barbara
County $ - $ - $ 4,500 $ - $ - $ - $ -
Jodi House Brain Injury
Support Center $ - $ - $ - $ - $ - $ - $ -
NatureTrack Foundation $ 3,500 $ 3,500 $ - $ - $ - $ - $ - PCPA - Pacific
Conservatory Theatre $ 10,000 $ 2,500 $ 16,000 $ - $ - $ - $ - Santa Barbara County
Sheriff''s Benevolent Posse $ - $ - $ 3,000 $ - $ - $ - $ - Santa Ynez Valley Airport
Day $ - $ - $ 5,000 $ - $ - $ - $ -
Santa Ynez Valley Botanic
Garden Foundation $ 1,500 $ - $ 1,000 $ - $ - $ - $ -
Santa Ynez Valley Boys
Baseball League $ 4,000 $ 4,000 $ - $ - $ - $ - $ -
Santa Ynez Valley
Historical Museum $ 5,000 $ 5,000 $ - $ - $ - $ - $ -
Santa Ynez Valley Fruit
and Vegetable Rescue $ 7,500 $ 7,500 $ 7,500 $ - $ - $ - $ 10,000 Santa Ynez Valley Master
Chorale $ 3,500 $ 2,000 $ 3,000 $ - $ - $ - $ -
Santa Ynez Valley People
Helping People $ 22,000 $ 17,000 $ 20,000 $ 10,000 $ 15,000 $ 7,500 $ - Santa Ynez Valley Rotary
Foundation $ 25,000 $ 10,000 $ 25,000 $ 10,000 $ - $ - $ - Santa Ynez Valley Senior
Advisory Council (dba
Solvang Senior Center) $ 55,000 $ 45,000 $ 55,000 $ 40,000 $ 50,000 $ 50,000 $ 55,000 Santa Ynez Valley
Therapeutic Riding
Program $ 7,500 $ 5,000 $ 5,000 $ 5,000 $ - $ - $ -
Santa Ynez Valley Wind
Ensemble $ 1,000 $ 1,000 $ 1,000 $ - $ - $ - $ -
Solvang Arts and Music
Foundation (Solvang
School Education
Foundation) $ 6,000 $ 6,000 $ 10,000 $ 5,000 $ - $ - $ - Solvang Danish Days
Foundation $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ - $ - $ - Solvang Library c/o SB
Library System $ - $ 173,333 $ - $ - $ - $ - $ -
Solvang Theaterfest $ 35,000 $ 30,000 $ 35,000 $ 30,000 $ - $ - $ - United Way of Santa
Barbara County $ 6,000 $ 3,000 $ 7,500 $ - $ - $ - $ -
Wheels N Windmills Car
Show $ - $ - $ 10,000 $ - $ - $ - $ -
Wildling Museum $ 5,000 $ 5,000 $ 5,000 $ - $ - $ - $ - Zaca Center Preschool $ 5,000 $ 5,000 $ 5,000 $ - $ - $ - $ - Total $ 277,500 $ 394,333 $ 319,000 $ 169,500 $ 117,500 $ 117,500 $ 130,000 Solvang Conference and
Visitors Bureau (Base) $ 820,000 $ 775,000 $ 850,000 $ 600,000 $ - $ - $ - Solvang Conference and
Visitors Bureau (Matching) $ 30,000 $ 30,000 $ 30,000 -$ $ - -$ $ - Solvang Chamber of
Commerce-including Third $ 250,000 $ 250,000 $ 300,000 $ 150,000 $ - $ - $ - Total $ 1,100,000 $ 1,055,000 $ 1,180,000 $ 750,000 $ - $ - $ - City of Solvang
FY 2021-22 Grant Funding Requests
11401
Solvang Vision / Strategic Goals
The City is currently in the process of accomplishing a number of major projects including the City’s first Comprehensive General Plan Update. Through public engagement, the General Plan Update will set forth the vision and goals for the City of Solvang for the next 20-25 years. The General Plan Update will be completed in Fiscal Year 2021-22. The next Two-Year Financial Plan for Fiscal Years 2022-24, will incorporate the vision adopted from the General Plan Update. The City Council will then engage with the community to develop goals and priorities for the next financial plan.
The following are current strategic goals for the City of Solvang:
I. Foster Tourism Industry and Promote Solvang’s unique character as travel destination.
II. Develop Solvang’s Vision and Guiding Principles for the next twenty years through a Comprehensive General Plan Update with significant outreach for community input.
III. Promote Desired Change Through Planning and Design.
IV. Foster Local Economic Development and Provide a Key Support Role to the Business Community during recovery from COVID-19 Pandemic.
V. Ensure Fiscal Sustainability through long-range planning, economic development, and timely investment in infrastructure.
VI. Be the desired place to live, work and play by promoting programs supporting health and recreation, housing supply, and multi-modal transportation.
VII. Provide the Community with Safe and Reliable Water VIII. Maintain an Aesthetically Appealing Image Throughout the City IX. Foster Organizational Effectiveness by Maintaining Highly Qualified Personnel and Utilization of Modern Technologies.
140 141
Linking City Goals to Implementing Departments/Programs:
I. Foster Tourism Industry and Promote
Solvang’s unique character as travel
destination.
II. Develop Solvang’s Vision and Guiding
Principles for the next twenty years
through a Comprehensive General Plan
Update with significant outreach for
community input.
III. Promote Desired Change Through
Planning and Design.
IV. Foster Local Economic Development and
Provide a Key Support Role to the
Business Community during recovery
from COVID-19 Pandemic.
V. Ensure Fiscal Sustainability through
long-range planning, economic
development, and timely investment in
infrastructure.
VI. Be the desired place to live, work and
play by promoting programs supporting
health and recreation, housing supply,
and multi-modal transportation.
VII. Provide the Community with Safe and
Reliable Water.
VIII. Maintain an Aesthetically Appealing
Image Throughout the City.
IX. Foster Organizational Effectiveness by
Maintaining Highly Qualified Personnel
and Utilization of Modern Technologies.
Administration
- Marketing/ Tourism
Administration
- Administrative Services
- Planning & Building
Administration / Public Works / Utilities
- Planning & Building
- Engineering
- Water
- Wastewater
Administration
- Administrative Services
- Planning & Building
Administration/ Public Works
- Administrative Services
- Recreation
- Planning & Building
- Engineering
Administration/Public Works
- Maintenance
- Public Safety/Law Enforcement
- Planning & Building
Administration
- Administrative Services
Utilities
- Water Supply and Distribution
- Wastewater
- Stormwater
Administration
- Administrative Services
141 142
1911 1914 1928 1936 1939 1940s
The colony of Solvang
founded
Atterdag
College opens
Solvang
becomes known
as the Danish
Capital of
America
Bethania Lutheran
Church constructed
First Danish
Days celebration
takes place
Crown Prince
Frederik IX and
Crown Princess
Ingrid of Denmark
visit
Solvang History / Profile
Indigenous Peoples
Prior to western settlement, the area that is now Solvang was inhabited primarily by the Chumash tribe of Native Americans.
The Chumash historically occupied the central and southern coastal regions of California, in portions of what is now San Luis Obispo, Santa Barbara, Ventura, and Los Angeles Counties. The arrival of Spanish missionaries and the subsequent Mexican occupation ultimately disrupted and displaced the Chumash from the area.
Mission Santa Inés
Mission Santa Inés was established on September 17, 1804, by father Estévan Tapís as part of the expansion of the mission system by Spanish missionaries. The mission was constructed as a mid-point between Mission Santa Barbara and Mission La Purísima Concepción. In 1820 a grist mill was built to grind wheat oats, barley, and corn. The fulling mill, built in 1821, is one of the earliest industrial sites in California and the only known water-powered fulling mill on the West Coast.
With the coming of Mexican-era California in the 1820s, the industrialization of Mission agricultural enterprises slowed. In 1836 Mission Santa Inés was divided under orders from Mexican Governor Mariano Chico. Through a combination of good luck and respectful owners the entire complex has been preserved in its original agricultural context. Previous owners Ellen and Harry Knill, comprehending the immense value to history and understanding what it represents, not only took care to preserve the site, but sponsored archaeological studies and roofed the mill buildings before selling the property to the Santa Barbara Trust for Historic Preservation in 1996.
HISTORIC
TIMELINE
Early History
Present day Solvang is on land that
was once part of the Rancho San
Carolos de Jonata, a land grant given
to Joaquin Carrillo and Jose Maria
Covarrubias by Mexican Governor Pio
Pico in 1845. The land grant covered
approximately 26,600 acres and was
predominately used for agriculture
and cattle. In 1872, Carrillo and
Covarrubias sold the entire Rancho to
Vermont native Rufus Thompson Buell.
Late in the 1870s, Buell was forced to
sell approximately 11,000 acres of the
Rancho due to severe drought.
In 1910, three Danish immigrants
(Reverend Benedict Nordentoft,
Reverend J.M. Gregersen and
Professor P.P. Hornsyld) established the
Danish American Colony corporation
in hopes of creating the first DanishAmerican colony on the west coast.
In January 1911, the corporation
purchased nearly 9,000 acres of land
once owned by Buell from the Santa
Ynez Development Company. The new
colony was named Solvang, meaning
“Sunny Fields” in Danish.
142 143
Early Growth,
1911-1930
Early settlers to Solvang moved fast
to create a strong and independent
community. By 1914, Solvang
constructed a hotel, multiple schools,
a general store, a bank, and a vehicle
repair shop to service vehicles on their
way to southern California. During this
period, Solvang established itself as
a self-reliant agricultural community,
in which many of the early settlers
founded dairies.
With the arrival of electricity and the
automobile in the 1920s, Solvang
continued to grow. As its economy
grew, so did its population. To meet the
needs of the community, more homes
and businesses were constructed. This
growth ultimately shaped Solvang into
the city it is today. Many businesses
had located on Main Street (today’s
Copenhagen Drive) and Gaviota Road
(today’s Alisal Road). Some residences
were built along Lompoc Road, which is
today’s Mission Drive (Highway 246).
The Danish Capital of America:
A New Identity, 1930-1960
By the 1930s, Solvang had become the largest town in
the Santa Ynez Valley. Lumber yards, drugstores, feed
stores, meat markets, and car dealerships were all
added to serve the growing population. In 1936, the
25th anniversary of Solvang’s founding, the residents
held a three-day celebration honoring their Danish
heritage. The celebration (June 5-7) included a
torchlight procession, plays, pageants, a parade, and
folk dancing and singing. In 1937, Solvang organized
another community-wide celebration tied to its
Danish history and the tradition of Danish Days was
created.
With World War II in full swing by the early 1940s,
many residents either joined the war effort or moved
out of the area to find better job opportunities.
By the mid to late 1940s, Solvang was losing its
economic base. After being named “Little Denmark”
by the Saturday Evening Post magazine in 1947,
visitors came seeking the Danish culture portrayed
in the Post article. Solvang decided to fully embrace
the concept of tourism. Businesses remodeled their
storefronts and new buildings in the downtown were
constructed in Old World Danish style. Buildings
emulating half-timbering and Danish street names
became commonplace in the 1950s, and the first
of the town’s three iconic Danish windmills was
constructed.
1951
Solvang Municipal
Improvement
District (SMID)
formed
1947
Copenhagen Square
was built
1964
Sana Ynez Valley Cottage
Hospital constructed
1991
Replica of Rundetårn
constructed
2004
Solvang featured
in Oscar award
winning film
“Sideways”
1985
Solvang
incorporated as
a city
143 144
Present Day
Though the Solvang Village area is much like it has been for the past several decades, the city has grown to accommodate increased population. Most neighborhoods consist of single-family homes.
Solvang has evolved into a widely recognized tourist destination due to its unique architecture, surrounding wine country, and its proximity to Mission Santa Inés. The city’s economy and approximately 5,800 residents rely heavily on tourism. The city’s architecture and setting are well known throughout California and the nation, and the city’s identity and economic vitality are aligned closely to the aesthetic character of the community. The city’s compact development contributes to its charm and pedestrian-friendly atmosphere.
Regional Setting
The city is located in Santa Barbara County, approximately 46 miles northwest of Santa Barbara and 15 miles north of the Pacific coast. The city of Buellton is located to the west, the town of Santa Ynez to the east, and the communities of Los Olivos and Ballard to the north. Solvang is located in the Santa Ynez Valley in the central part of Santa Barbara County. The city is surrounded by the Purisima Hills to the north, the upper Santa Ynez Valley to the east, the Santa Ynez Mountains to the south, and the lower Santa Ynez Valley to the west. Solvang is situated primarily along an alluvial plain formed by the Santa Ynez River and on the southeastern edge of the Purisima Hills State Route 246 bisects Solvang and provides a key regional east-west link between Highway 101 and State Route 154. 144 145
City of Solvang, California – Statistics
City Information:
Date of Incorporation: May 1, 1985
Date of Charter City Status: 2006
Form of Government: Council/Manager
Geographic Area: 2.4 square miles
Elevation: 505 ft
County: Santa Barbara
Composition of Population:
Solvang, CA Santa Barbara
County
California
Population estimate, July 1, 2019 5,838 446,499 39,512,223 Age and Sex
Persons under 5 years 2.4% 6.1% 6.0%
Persons under 18 years 19.6% 22.1% 22.5%
Persons 65 years and over 23.2% 15.7% 14.8%
Female persons, percent 55.3% 50.0%
Household Information
Median Household Income $83,431 $74,624 $75,235
Median Housing Value $729,200 $577,400 $505,000
Owner Occupied Housing (2015-2019) 62.3% 52.1% 54.8%
Renter Occupied 37.7% 47.9% 45.2%
Persons per household, (2015-2019) 2.41 2.91 2.95
Education
High School graduate, age 25+ years
(2015-2019)
94.2% 80.9% 83.3%
Bachelor’s Degree or higher age 25+
years (2015-2019)
38.2% 34.2% 33.9%
Ethnic Composition
White alone, not Hispanic or Latino 68.1% 43.8% 36.5%
Hispanic or Latino 26.1% 46.0% 39.4%
Asian alone 2.7% 6.0% 15.5%
Black or African American 1.2% 2.4% 6.5%
American Indian or Alaska Native 0.4% 2.1% 1.6%
Native Hawaiian and other Pacific
Islander
0.0% 0.3% 0.5%
Two or more races 2.2% 3.8% 4.0%
Source: US Census Bureau, Population estimates, July 1, 2019 145 146
City Infrastructure:
Water line
o 40 miles
Sewer line
o 32 miles
Streets
o 25 miles
Transit
o Santa Ynez Valley Transit
Transportation
o Mission Drive (Caltrans State Route 246) – Major east-west route o Alisal Road – Primary/Secondary north-south arterial road o Alamo Pintado Road – Primary north-south arterial road City / Community services:
- Parks
o 205 acres of parkland, recreational areas and city facilities that function as community gathering places.
o 3 active parks:
Hans Christian Andersen Park, Solvang Park, Sunny Fields Park o 2 passive parks:
Creekside Place Park, Alisal Commons Park
o 1 – Solvang Library (Operated by City of Goleta)
Circulating items: 18,375 (books, audiobooks, DVD’s, magazines) Circulation: 61,724 (FY 19/20)
- Library
- Museums / Historical Missions
o 6 – Bethania Lutheran Church, Elverhoj, Hans Christian Andersen, Old Mission Santa Ines, Solvang Vintage Motorcycle, Wildling
- Schools
o 1 – Solvang School (Kindergarten – 8th Grade)
- Hospitals
o 1 – Santa Ynez Valley Cottage Hospital
- Fire Station
o Station 30 (Operated by Santa Barbara County Fire District) - Police Station
o Solvang Substation (Operated by Santa Barbara County) 146 147
Solvang Economy Information
Solvang Business Licenses 2016: 2017: 2018: 2019: 2020:
881 880 927 875 841
Job Growth: Solvang vs. Santa Barbara County
Description Employment Median Household Income
2011
Jobs
2019
Jobs
2011 to
2019
change
2011 to
2019
CAGR
2011
MHI
2019
MHI
2011 to
2019 MHI
Change
2011 to
2019 MHI
CAGR
Solvang 2,358 3,070 712 3.35% $61,133 $83,431 22,298 3.96% Santa Barbara
County
195,736 213,438 17,702 1.09% $61,896 $74,624 12,728 2.37% Solvang’s Ten Largest Principal Employers: Fiscal Year Ended June 30, 2020 Employer Name Number of
employees
Rank % of total City
employment
Industry
Alisal Guest Ranch
& Resort
331 1 11.41% Arts, entertainment, and recreation, and
accommodation and food services
Atterdag Village 174 2 6.00% Health care and social assistance New Frontiers
Market
103 3 3.55% Retail trade, and accommodation and food
services
Santa Ynez
Cottage Hospital
93 4 3.21% Health care and social assistance
Solvang Unified
School District
64 5 2.21% Educational services
Valley Fresh
Market
62 6 2.14% Retail trade, and accommodation and food
services
Landsby/Mad &
Vin
58 7 2.00% Accommodation and food services
Hotel Corque 35 8 1.21% Accommodation and food services Nielsen Building
Materials
27 9 0.93% Wholesale and retail trade
Solvang Brew 0* 10 0.00% Accommodation and food services; manufacturing
*COVID related, normal count is 58. Source: City of Solvang, Annual Comprehensive Financial Report 2020 Key Characteristics of these employers are as follows:
• Hospitality/food service, healthcare, and retail trade industries dominate the local economy from the standpoint of major private-sector employers.
• Hospitality/food service employers: Alisal Guest Ranch & Resort, Mad & Vin, Hotel Corque, and Solvang Brew (also a beverage manufacturer) are the primary dollar-importing businesses among those on the list.
• The School District is the largest public-sector employees. • These major employers, taken together, constitute almost a third of total employment in Solvang
147 148
FINANCIAL POLICIES
STRATEGIC GOALS & FINANCIAL PLANNING
A. Strategic Plan
The City will establish a Strategic Plan setting forth the long-term vision and strategic direction for the City of Solvang. The Strategic Plan will provide a long-term perspective for service delivery and budgeting, thus establishing links between authorized spending and broad organizational goals.
B. Financial Plan
Through the process of financial plan development, the City will:
1. Identify community service level needs for essential services
2. Establish financial plan goals in alignment with community vision and the Strategic Plan
3. Identify available resources and organize programs required to provide these services
4. Identify program activities, program objectives, and establish program policies to deliver desired outcomes
5. Set standards to measure and evaluate performance
BUDGET MONITORING
The City will formally review the City’s fiscal condition, and amend appropriations if necessary, at mid-point after the beginning of each financial plan.
LONG-TERM FINANCIAL PLANNING
A. Fiscal Forecasts
The City will evaluate long-term structural budget balance through development of five-year forecasts for all major operating funds, Capital Improvement Program, and Debt Service. The five-year forecasts will be analyzed and updated with each financial plan for most current trends in revenues and expenditures.
B. Balanced Budget
The City will maintain a balanced budget for the Financial Plan. The budget is balanced when:
148 149
1. The sum of estimated revenues and appropriated Fund Balances/Net Position is equal to appropriations.
2. Operating Revenues and Transfers-In must fully cover Operating Expenditures/ Expenses, including debt service and Transfers-Out. Operating Expenditures/Expenses for the purposes of balancing the annual budget shall include that year’s contribution to capital Funds deemed required to maintain existing assets. Further, Operating Expenditures/ Expenses shall include the portion of Funds required to maintain the viability of internal service Funds for the purposes in which they were created.
3. Minimum reserves policy levels must be maintained.
4. The balancing of Operating Revenues and Operating Expenditures (as defined above) is a goal that should be applied over a period of time which extends beyond current appropriations. Temporary shortages or operating deficits can and do occur, but they shall not be tolerated as extended trends.
C. Appropriations of One-Time Funds
One-time funds should only be applied to one-time appropriations.
One-time funds are defined as:
a) Over-realized revenues and expenditures savings between the budgeted appropriations and actual revenue and expenditures.
b) Fund reserves above minimum policy requirements
One-time appropriations are defined as:
a) Investment in Capital Improvement Program
b) Paying down unfunded liabilities
c) Appropriations toward short-term initiatives in alignment with long-term strategic goals
FUND BALANCE RESERVE/ WORKING CAPITAL
Fiscal stability is an important factor to the City. The City desires to maintain a prudent level of financial resources to guard its stakeholders against service disruptions in the event of unexpected temporary revenue shortfalls or unpredicted one-time expenses. In addition, this policy is intended to document the appropriate reserve level to protect the City’s credit worthiness.
1150
A. General Fund
1. The City shall maintain a Contingency General Fund Balance Reserve of 50% to address unanticipated, non-reoccurring needs. It is the intent of the City to limit the use of the Contingency Reserve. Reserves shall not normally be applied to recurring annual operating expenditures. Reserves may, however, be used to allow time for the City to restructure its operations in a deliberate manner (as might be required in an economic downturn), but such use will only take place in the context of an adopted long-term plan.
2. The City shall establish and maintain a Capital Improvement Program (CIP) reserve equal to 50% of the total CIP expenditures planning over a five-year period. City shall revenue the funding level annually.
3. The City’s top two General Fund revenues are Transient Occupancy Tax (TOT) and Sales Tax. These revenues constitute approximately 65% of the General Fund total revenue.
The City shall set-up a General Fund Revenue Stabilization Reserve to smooth out impacts of economic fluctuations. In any fiscal year where TOT & Sales tax actual revenues are over-realized by more than 3% of budgeted amount and the amount collected is higher by 3% of the five-year preceding historic average, the City shall consider setting aside the over-realized revenue in the General Fund Revenue Stabilization Reserve.
B. Enterprise Funds: Water Fund & Sewer Fund
Enterprise funds are a proprietary fund type used to report an activity for which a fee is charged to external users for goods or services. The City shall apply one-time over-realized revenues and expenditure savings in a fiscal year toward building a working capital reserve to a minimum level of Working Capital in Enterprise Funds equivalent to three months of regular, ongoing operating expenses (except for Transit fund).
City shall establish a Capital Improvement Program replacement reserve equal to $750,000 for both Water & Wastewater funds. City shall develop an ongoing reserve goal during the 2020-21 fiscal year and amend this policy with adoption of the 2021-22 budget.
CAPITAL IMPROVEMENT PROGRAM FUNDING
The City is committed to maintain the civic assets it already has in place. The City will add new assets or upgrade existing assets to accommodate the City’s long-term strategic goals and Council adopted plans, growth, and future public needs. The City will implement a formal and 150 151
integrated with the Financial Planning approval process for projects in the long-term financial plan.
The City will develop and integrate a long-term Capital Improvement Plan funding plan with Financial Planning process and fiscal forecasts. The City’s Capital Improvement Funding Plan will include:
1. Capital Improvement Program Fund which will set aside funds for Capital Improvement Program current and future funding needs.
2. Capital Improvement Program funding needs will include replacement and maintenance of existing assets and addition of new assets in alignment with the City Council policies and adopted plans.
3. When considering any new asset, the City will carefully consider its financial ability to operate and maintain the asset.
DEBT FINANCING
The City will consider the use of debt financing for one-time capital improvement project only when the project’s useful life will exceed the term of the financing. Additionally, the City will adhere to the following policies when evaluating debt financing feasibility:
1. Debt Financing Revenue Sources
Capital improvements will be financed primarily through user fees, services charges, assessments, special taxes, land-based financings, or developer agreements when benefits can be specifically attributed to users of the facility. Accordingly, development impact fees should be created and implemented at levels sufficient to ensure that new development pays its fair share of the cost of constructing necessary community facilities.
2. Debt Capacity
a) General Purpose Debt Capacity:
The City will carefully monitor its levels of general-purpose debt. Because the general purpose debt capacity is limited, it is important that the City only use general purpose debt financing for high-priority projects where the City cannot reasonably use other financing methods.
b) Enterprise Funds Debt Capacity:
The City will set enterprise fund rates at levels needed to fully cover debt service requirements as well as operations, maintenance, administration and capital improvement costs.
151 152
FIVE-YEAR FUND FORECASTS
152 153
GENERAL FUND FORECAST
The General Fund is the primary operating fund of a government. The City of Solvang general fund revenues are derived from Transient Occupancy Taxes, Sales Tax, Property Tax, Fees for Services, Overhead Contributions from the Enterprise Funds, Interest Income and Transfers from Special Revenue Funds.
The General Fund revenues fund the general operating government activities as well as the capital improvement and infrastructure needs not otherwise funded through business activities of Enterprise Funds.
FORECAST
COVID-19 has had a large impact on the City’s General Fund. Approximately 50% of the City’s General Fund revenue comes from Transient Occupancy Tax. In March 2020, stay-at-home orders were enacted and Solvang’s TOT revenues grinded to a halt. The spring and summer months are very popular times for tourists to visit Solvang and the impact was substantial. In all, the City lost approximately $2 million in TOT revenues.
In Fiscal Year 2019-20 significant budgetary reductions were implemented contracting City operations to essential services only. This resulted in significant re-organization and elimination of positions within the General Fund to achieve savings, per Council policy direction.
Fortunately, Solvang’s tourism economy has rebounded well when stay-at-home orders have not been in effect. The most recent month with available TOT receipts (April 2021) was higher than any month over the past three years. Another source of assistance is on its way in the form of the American Rescue Plan Federal Funding. Solvang is scheduled to receive $1.3 million. As a result of the improving tourism economy, and stimulus support, the proposed budget recommends increase in staffing to meet operating needs with a fully functioning economy to meet the community expectations for service levels.
The General Fund graph below shows the actual revenue and expenditure trends from Fiscal Year 2013-14 through current, the proposed Fiscal Year 2021-22 Budget, and a forecast forward through Fiscal Year 2024-
25. In summary, the projections show that the General Fund is structurally balanced to fund ongoing essential services with ongoing revenues. The graph below shows Revenue in blue, Expenditures in orange, and Fund Balance in grey.
The expenditure assumptions include recommended organizational changes as presented in this report.
Expenditures also include Capital Improvement Assumptions.
The revenues include impacts of COVID-19 and anticipated levels of recovery. Revenue assumptions also include one-time funding from American Rescue Plan in the amount of $1.3M.
Even though this forecast continues to show a strong fiscal position and long-term fiscal health, the fund balance steadily declines throughout the forecasted timeframe due to one-time investments in infrastructure. This forecast also does not include impacts of the uncertainties. The City should continue to manage General Fund expenditures vigilantly and look for opportunities to increase revenues via economic development and increases in taxes and fees. The following uncertainties should be recognized when making policy decisions:
153 154
1. There is potential of additional outbreaks of COVID-19 and further economic shutdowns.
2. The national economy has never experienced an economic shock of the magnitude caused by COVID-19 and economic recovery is uncertain.
3. The City is entering into another drought which will cause changes in water operations. It is not recommended that the City should subsidize the water operations with general funds.
4. The City is considering Phase 2 of the Wastewater Treatment Plant upgrade which will exceed $17 M.
The City will need to establish a funding structure through Wastewater rates (within Wastewater Fund).
5. The Law Enforcement Services Contract is currently under dispute by the Cities due to unreasonable proposed increase in cost of 37% over prior year.
6. CalPERS (City’s Pension provider along with majority of California cities) is going through the process of updating actuarial assumptions and there is serious consideration given to lowering the assumption for expected rate of return from 7% to 6.5%. If this decision is passed by the CalPERS Board, required payments to CalPERS will double. All operating funds will be impacted.
FORECAST ASSUMPTIONS HIGHLIGHTS
REVENUE
Transient Occupancy Tax, Sales Tax, and Property Tax constitute approximately 80% of all General Fund revenues.
154 155
Transient Occupancy Tax (TOT): Transient Occupancy Tax is approximately 50% of the total General Fund revenues. Occupancy tax total revenue collected decreased at an average rate of 1.6% over the last five fiscal years. This decrease is due to the 26% decrease experienced in Fiscal Year 2019-20 when stay-at-home orders forced hotels to be closed during the COVID-19 pandemic. Forecasts are positive as tourism has rebounded steadily over the past year. In fact, the most recent TOT collection numbers available (April 2021) showed the highest monthly total in Solvang for any month over the past three years.
The graph below shows TOT growth by year.
Tourists come to Solvang throughout the entire year, but especially during the summer months. The following graph shows TOT cash collections by year. The TOT cash collections show seasonality with higher TOT revenue in the summer months versus the winter season.
As visible in the chart, COVID-19 had a significant impact on City revenues during FY19-20. In all, the City lost approximately $2 million in TOT revenues due to the stay-at-home closures attributed to the COVID-19 pandemic.
-30.00%
-20.00%
-10.00%
0.00%
10.00%
20.00%
30.00%
40.00%
0 1,000
2,000
3,000
4,000
5,000
6,000
Percent
$ in thousands
Fiscal Year
Transient Occupancy Tax
Occupancy Tax Occupancy Tax % change
155 156
Sales Tax: Sales Tax is approximately 16% of the total General Fund revenues. Sales Tax total revenue collected has been increasing at an average rate of 3.1% over the last five fiscal years.
The graph below shows Sales Tax growth by year and by category of activity. Sales tax was impacted during the stay-at-home closures of COVID-19 but rebounded strongly once visitors began returning to Solvang. $-
$100,000.00
$200,000.00
$300,000.00
$400,000.00
$500,000.00
$600,000.00
7/07
12/07
5/08
10/08
3/098/091/106/10
11/10
4/119/112/127/12
12/12
5/13
10/13
3/148/141/156/15
11/15
4/169/162/177/17
12/17
5/18
10/18
3/198/191/206/20
11/2004/21
Transient Occupany Tax - Monthly Cash Collections
FY 2007-08 through FY 2019-20
-15.00%
-10.00%
-5.00%
0.00%
5.00%
10.00%
15.00%
20.00%
0 200
400
600
800
1,000
1,200
1,400
1,600
1,800
Percent
$ in thousands
Fiscal Year
Sales Tax
Sales Tax Sales Tax % change
156 157
The following graph shows annual Sales Tax collected and annual Sales Tax collected adjusted for inflation.
Property Tax: Property Tax is approximately 16% of the total General Fund revenues. Sales Tax total revenue collected has been increasing at an average rate of 4.9% over the last five fiscal years.
The graph below shows property tax growth by year.
-
200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
Annualized Sales Tax
Annualized Sales Tax Annualized Sales Tax (Inflation Adjusted) -6.00%
-4.00%
-2.00%
0.00%
2.00%
4.00%
6.00%
8.00%
0 200
400
600
800
1,000
1,200
1,400
1,600
1,800
Percent
$ in thousands
Fiscal Year
Property Taxes
Property Tax Property Tax % change
157 158
The City also receives additional revenues from its various fees for services, including franchise fees, business certificates, planning and building fees, recreation fees and public works permitting fees. Collectively, these fees for services amount to approximately $460,000 each year.
The following graph details the sources included in the Fees for Services revenue categories, which includes a slight increase in 2021-22 versus 2020-21.
EXPENDITURE
The table below shows the top five General Fund operating expenditures by category as a percent of total General Fund allocations based on the Fiscal Year 2021-22 budgeted amounts. The table also shows a comparison to Fiscal Year 2020-21.
Expenditure Assumptions
The following categories in the General Fund Expenditures carry the most significant impacts on the General Fund net financial position.
0 50,000
100,000
150,000
200,000
250,000
300,000
Franchise Fees Business Certs/Fees Planning/Building Fees Recreation Fees PW Permit Fees Fees for Services
2019-20 2020-21 2021-22
Operating Expenditures FY 2020-21 FY 2021-22
Salaries & Benefits 26% 32%
County Contracted Services 28% 29%
Services 20% 20%
Tourism 7% 7%
Utilities 4% 3%
158 159
Pension Unfunded Liability
The City provides employees with pension benefits through a contract with California Public Employee’s Retirement System (CalPERS). In 2016, the CalPERS Board adopted a policy lower anticipated rate of return, thus significantly increasing required pension contributions to the City. The amount required to be paid toward unfunded liabilities to CalPERS will grow from $262 thousand in Fiscal Year 2019-20 to $416 thousand in Fiscal Year 2024-25. Additional adjustments to expected rate of return may be adopted in Fall/Winter of 2021 by CalPERS Board, which may lead to further steep increases in rates to the participating agencies.
County Contracted Services
The City of Solvang contracts with the County of Santa Barbara for Law Enforcement, Library, and Animal Services. Beginning in FY 2019-20, Santa Barbara County negotiated a new methodology for cost recovery with the four participating contract cities (Solvang, Buellton, Goleta, and Carpinteria). Under prior contracts the amount payable was determined on budgetary (look forward) basis. The City of Solvang contracted for an equivalent of one full-time deputy 24/7 coverage. The contract methodology under this contract transitioned to Deputy Sheriff Service Unit and was changed to actuals (look back two-years). For Fiscal Year 2021-22, the Santa Barbara County Sheriff’s office presented increases ranging from 30 to 40 percent to the contract cities.
The cities have disputed the computation and the proposed fees and are currently in a resolution negotiation process with the County.
Capital Improvement Program (CIP)
The City adopts a 10-Year Capital Improvement Program plan annually. The CIP is developed along with the operating budget process to meet the City’s overall priories in alignment with short and long-term plans and fiscal considerations. This forecast includes assumptions for CIP allocations based on the presented CIP plan.
The proposed Fiscal Year 2021-22 Budget includes several studies to assess the CIP infrastructure needs. The City is currently engaged in its first ever Comprehensive General Plan Update. The General Plan is a long-term planning document defining the community vision and guiding principles for the next 20 years. The General Plan Update is scheduled to be completed by Winter 2022. The long-term Capital Improvement Program will be re-aligned in accordance with the update and the goals determined by the General Plan.
Salary & Benefits Operating Expenditures
The forecast assumes 2% annual increases in Salaries & Benefits, which would include Cost of Living Increases, general increases in healthcare and other insurance and step-increases.
Other Operating Expenditures
The forecasts assume 2% inflation on cost of operating expenditures. 159 160
WATER ENTERPRISE FUND FORECAST
The Water Enterprise Fund is a proprietary type of fund used to report an activity for which a fee is charged to external users for goods or service. The Water Fund revenues are derived from water charges for providing the services. The City of Solvang water fees have not been raised since 2016 and are as follows:
FORECAST
The Water Fund is experiencing a few different stresses at the current time. The Solvang City Council declared a Stage One Drought in the City on April 12, 2021. The State of California has experienced another dry spring season and reservoir levels are low and will continue to deplete during the summer months. Solvang relies primarily on State water and local wells for its water supply. For calendar year 2021, Solvang received a historic low 5% allocation of State water, which matches the previous all times historic low. As a result, City Council approved a purchase of $400,000 of supplementary water, negatively the Water Fund. Furthermore, the State is indicating that conditions may worsen next fiscal year. The City of Solvang local water supply from wells is not sufficient to cover the water usage demand. Only about half of the City’s water usage is derived from local sources. On a positive note, the City will have paid off the long-term debt through the Central Coast Water Authority Bond, which was long-term infrastructure debt payable to the State. This will result in ongoing expenditure savings of approximately $800,000 starting in Fiscal Year 2022-23.
Water rates have not been increased since 2015. As a result, revenues have not kept up with the actual costs of providing the service. The City is currently undertaking a comprehensive review of its Water and Single Family Residential User Quantity Rate Per 100 Cubic Fee Cublic Feet Rate
0 to 1,600 $3.45
1,601 & above $4.05
All Other Water Users Quantity Rate Per 100 Cubic Fee
Rate
$3.75
Monthly Meter Fee (3.71%)
Meter Size Rate
5/8 Inch $75.43
3/4 Inch $113.15
1 Inch $188.58
1 1/2 Inch $377.17
2 Inches $603.47
3 Inches $1,206.94
4 Inches $1,885.84
6 Inches $3,771.68
8 Inches $6,034.69
160 161
Wastewater rates during FY 21-22. Any proposed changes in rates would be effective on July 1, 2022 and will be detailed in the next two-year financial plan for Fiscal Year 2022-2024.
The Water Fund graph below shows the actual revenue and expenditure trends from Fiscal Year 2013-14 through current, the proposed Fiscal Year 2021-22 Budget, and a forecast forward through Fiscal Year 2024-
25. In summary, the water fund revenues are no longer projected to meet ongoing expenditures. Capital improvement needs outlined in the CIP section of this budget and drought conditions place further burden on the fund and will deplete the fund balance within the forecasted timeframe. The City is performing a comprehensive fee study looking at both operating and capital needs of the water operations. A five-year water rate plan will be presented in the Spring of 2022. The capital improvement plan will include expanding local sources of water supply.
FORECAST ASSUMPTIONS HIGHLIGHTS
REVENUE
Water charges are the funding source for the Water Fund. Enterprise funds are business activity funds that are structurally balanced by funding all operating and capital expenditures through charges to customers. General Fund allocations can be applied to fund Enterprise Funds activities, but this practice limits the availability of General Fund sources to provide with general governmental activity core services both for operations and investment in capital. In the past the City of Solvang allocated General Fund dollars to fund the Water Fund 161 162
activities. For example, in Fiscal-Year 2018-19, the General Fund contributed to the Water Fund $405 thousand for the Water Meter Replacement Project.
EXPENDITURE
The table below shows the top four Water Fund operating expenditures by category as a percent of total Water Fund allocations based on the Fiscal Year 2021-22 budgeted amounts.
Operating Expenditures FY 2020-21 FY 2021-22
Utilities (State & Purchased Water) 69% 55%
Water Allocation Acquisition 0% 14%
Salaries & Benefits 11% 11%
Services 5% 3%
Expenditure Assumptions
The following categories in the Water Fund carry the most significant impacts on the Water Fund net financial position.
State and Purchased Water Payments
The forecast is based on State water payment forecast developed by the Central Coast Water Authority. The Central Coast Water Authority forecast is based on costs associated with the State water delivery system to the City.
-10.00%
-8.00%
-6.00%
-4.00%
-2.00%
0.00%
2.00%
4.00%
6.00%
8.00%
4,100
4,200
4,300
4,400
4,500
4,600
4,700
4,800
4,900
Percent
$ in thousands
Fiscal Year
Water Revenue
Water Revenue Water Revenue % change
162 163
Capital Improvement Program (CIP)
The City adopts a 10-Year Capital Improvement Program plan annually. This forecast includes assumptions for CIP allocations based on the presented CIP plan.
The proposed Fiscal Year 2021-22 Budget includes several studies to assess the CIP infrastructure needs. The next financial plan forecast will be adjusted based on the results of the studies and the General Plan Update.
Pension Unfunded Liability
The City provides employees with pension benefits through a contract with California Public Employee’s Retirement System (CalPERS). In 2016, the CalPERS Board adopted a policy to lower their anticipated rate of return, thus significantly increasing required pension contributions from the City. The amount required to be paid toward unfunded liabilities to CalPERS will grow from $213 thousand in Fiscal Year 2018-19 to $416 thousand in Fiscal Year 2024-25. The Water Fund portion of this payment constitutes approximately 13% or $56 thousand in Fiscal Year 2024-25. Further increases due to CalPERS policy changes may occur.
Salary & Benefits Operating Expenditures
The forecast assumes 2% annual increases in Salaries & Benefits, which would include Cost of Living Increases, general increases in healthcare and other insurance and step-increases. 163 164
WASTEWATER ENTERPRISE FUND FORECAST
The Wastewater Enterprise Fund is a proprietary type of fund used to report an activity for which a fee is charged to external users for goods or services. The Wastewater Fund revenues are derived from wastewater charges for providing the services. The City of Solvang wastewater fees have not been structurally updated since 2011 and are as follows:
FORECAST
The Wastewater Fund is experiencing significant stresses at the current time. Mainly, these stresses are related to capital expenses needing to take place at the Wastewater Treatment Plant. Most critically, an update is needed to improve the Plant’s aeration system (Phase 1). Over the last few years, staff has been working to make this update possible. Funding in the amount of $2.25 million was included in the FY20-21 budget. After conducting an RFP, bids came in higher than expected with the low bid at $2,829,200. The Wastewater Fund balance was not sufficient to fund this project. In order to fund the project, the City drew a budget adjustment of $802,000 from the Vehicle Equipment Pool Fund. Despite this transfer, the fund balance reserves have been exhausted and the fund is overcommitted (negative fund balance) starting in FY 2021-22.
The City will be conducting a comprehensive fee study in FY 2021-22 and will present a five-year rate plan in Spring of 2022. Phase 2 and 3 of the Water Quality Project will be discussed during FY21-22. In order to move forward with these projects, the City would be forced to finance the upgrades, as there are not sufficient funds in the Wastewater Fund. Financing will require a long-term financial plan and sufficient rates to cover the debt payment.
The Wastewater Fund graph below shows the actual revenue and expenditure trends from Fiscal Year 2013-14 through current, the proposed Fiscal Year 2021-22 Budget, and a forecast forward through Fiscal Year 2024-
25. Residential Sewer Users Base Rate Per Dwelling Unit User Class Rate
Single Family $34.65
Multi-Family $34.65
User Class Rate
Domestic-Strength 2.85
High-Strength 7.42
Commercial and Industrical Users Minimum Rate Per Connection User Class Rate
All $34.65
Commercial and Industrial Users Sewer Rate Per 100 Cubic Feet (HCF) of Water Consumption
164 165
In summary, the Wastewater revenues are not sufficient to cover ongoing operating expenditures. Moreover, significant needs to upgrade critical infrastructure show an over $20 million budget gap by Fiscal Year 2024-25.
The proposed budget is IMBALANCED for this major operating fund and needs to be addressed immediately.
The FY 2021-22 budget will put the fund in a negative financial position. Fee rate plan will be proposed for consideration in Spring of 2022.
FORECAST ASSUMPTIONS HIGHLIGHTS
REVENUE
Wastewater charges: are the funding source for the Wastewater Fund. Enterprise funds are business activity funds that are structurally balanced by funding all operating and capital expenditures through charges to customers.
165 166
EXPENDITURE
The table below shows the top three Wastewater Fund operating expenditures by category as a percent of total Wastewater Fund allocations based on the Fiscal Year 2021-22 budgeted amounts.
Expenditure Assumptions
The following categories in the Wastewater Fund carry the most significant impacts on the Wastewater Fund net financial position.
Capital Improvement Program (CIP)
The City adopts a 10-Year Capital Improvement Program plan annually. This forecast includes assumptions for CIP allocations based on the presented CIP plan.
The proposed Fiscal Year 2021-22 Budget includes several studies to assess the CIP infrastructure needs. The next financial plan forecast will be adjusted based on the results of the studies and the General Plan Update. -20.00%
-15.00%
-10.00%
-5.00%
0.00%
5.00%
10.00%
0 500
1,000
1,500
2,000
2,500
3,000
Percent
$ in thousands
Fiscal Year
Wastewater revenue
Revenue Revenue % change
Operating Expenditures FY 2020-21 FY 2021-22
Salaries & Benefits 56% 42%
Utilities 21% 12%
Services 24% 8%
166 167
Pension Unfunded Liability
The City provides employees with pension benefits through a contract with California Public Employee’s Retirement System (CalPERS). In 2016, the CalPERS Board adopted a policy to lower their anticipated rate of return, thus significantly increasing required pension contributions to the City. The amount required to be paid toward unfunded liabilities to CalPERS will grow from $213 thousand in Fiscal Year 2018-19 to $416 thousand in Fiscal Year 2024-25. The Water Fund portion of this payment constitutes approximately 19% or $80 thousand in Fiscal Year 2024-25. Further increases due to CalPERS policy changes may occur.
Salary & Benefits Operating Expenditures
The forecast assumes 2% annual increases in Salaries & Benefits, which would include Cost of Living Increases, general increases in healthcare and other insurance and step-increases. 167 168
REVENUES & EXPENDITURES
BY FUND
168 169
Fund Balances
FUND
General Fund Water Wastewater Transit Gov't. Impact Fees 100 500 501 502 200
Fund Balance as of 6/30/20
(unrestricted) $ 5,161,009 $ 6,995,047 $ 3,152,961 $ 1,684,597 $ 2,114,546 FY 20-21 (forecasted)
+Revenues $ 7,335,104 $ 4,470,335
$
2,653,510 $ 800,000 $ 275,000
-Expenditures $ 7,299,227 $ 5,578,158
$
2,266,017
$
1,000,000 $ 45,000
Capital Expenses $ 20,000 $ 3,302,000 $ 150,000 $ 795,000 Fund Balance as of 6/30/21 $ 5,196,886 $ 5,867,224 $ 238,454 $ 1,334,597 $ 1,549,546 FY 21-22 (preliminary)
+Revenues $ 9,360,557 $ 4,682,110
$
1,798,920 $ 942,199 $ 46,963
-Expenditures $ 8,593,213 $ 6,027,131
$
2,512,431
$
1,101,185 $ 10,000
Capital Expenses $ 1,415,000 $ 480,000 $ 150,000 $ 160,000 $ 72,000 Fund Balance as of 6/30/22 $ 4,549,230 $ 4,042,203
$
(625,057) $ 1,015,611 $ 1,514,509
1170
FUND Traffic Safety Gas Tax Local Transportation Measure A Skytt Mesa 201 202 203 204 205
Fund Balance as of 6/30/20
(unrestricted) $ 4,796 $ 149,546 $ 198,074 $ 550,458 $ 334,276 FY 20-21 (forecasted)
+Revenues $ 5,000 $ 261,957 $ 86,000 $ 300,000
$
216,000
-Expenditures $ 8,050 $ 118,132 $ 50,000 $ 15,000
$
213,150
Capital Expenses
Fund Balance as of 6/30/21 $ 1,746 $ 293,371 $ 234,074 $ 835,458 $ 337,126 FY 21-22 (preliminary)
+Revenues $ 5,050 $ 268,487 $ 84,725 $ 396,281
$
220,524
-Expenditures $ 5,050 $ 118,122 $ 35,000 $ 3,000
$
221,650
Capital Expenses $ - $ 310,000 $ - $ 1,218,000 $ -
Fund Balance as of 6/30/22 $ 1,746 $ 133,736 $ 283,799 $ 10,739 $ 336,000 170 171
FUND
Vehicle Equipment
Pool OPEB Trust Fund SYV TBID
600 650 700
Fund Balance as of 6/30/20
(unrestricted) $ 2,154,538 $ 814,801 $ 21,828
FY 20-21 (forecasted)
+Revenues $ 153,000 $ 85,000 $ 302,000
-Expenditures $ 962,000 $ - $ 276,000
Capital Expenses
Fund Balance as of 6/30/21 $ 1,345,538 $ 899,801 $ 47,828 FY 21-22 (preliminary)
+Revenues $ 224,802 $ 85,000 $ 470,000
-Expenditures $ 130,000 $ - $ 480,000
Capital Expenses
Fund Balance as of 6/30/22 $ 1,440,340 $ 984,801 $ 37,828 171 172
Revenue and Expenditure by Fund:
Summary of All Funds
Actuals Adjusted Preliminary
2019-2020 2020-2021 2021-2022
REVENUE
100- General Fund $ 8,084,415 $ 7,481,753 $ 9,360,557
200- Government Impact Fees $ 52,425 $ 316,963 $ 46,963 201- Traffic Safety $ 9,648 $ 10,050 $ 5,050
202- Gas Tax $ 248,360 $ 261,957 $ 268,487
203- Local Transportation $ 90,813 $ 84,725 $ 84,725
204- Measure A $ 409,484 $ 1,003,332 $ 396,281
205- Skytt Mesa $ 214,040 $ 216,468 $ 220,524
300- Capital Projects Fund $ 478 $ 796,100 $ 1,100
500- Water $ 4,923,480 $ 4,556,886 $ 4,682,110
501- Wastewater $ 1,851,669 $ 2,047,527 $ 1,798,920
502- Transit $ 975,465 $ 1,223,248 $ 942,199
600- Vehicle Equipment Pool $ 316,872 $ 286,958 $ 224,802 650- OPEB Trust Fund $ 109,065 $ 85,000 $ 85,000
700- SYV TBID $ 349,760 $ 470,000 $ 470,000
803- Water Capital Projects $ - $ - $ -
804- WWTP Capital Projects $ - $ - $ -
805- Transit Capital Projects $ - $ - $ -
TOTAL $ 17,635,975 $ 18,840,967 $ 18,586,718
EXPENSE
100- General Fund $ 9,217,483 $ 7,437,286 $ 8,611,985
200- Government Impact Fees $ 249,747 $ 840,000 $ 10,000 201- Traffic Safety $ 8,050 $ 8,050 $ 5,050
202- Gas Tax $ 118,122 $ 118,132 $ 118,122
203- Local Transportation $ 30,000 $ 50,000 $ 35,000
204- Measure A $ 214,811 $ 3,000 $ 3,000
205- Skytt Mesa $ 197,115 $ 213,150 $ 221,650
300- Capital Projects Fund $ - $ 795,000 $ 3,015,000
500- Water $ 4,940,861 $ 5,557,825 $ 6,034,757
501- Wastewater $ 2,377,723 $ 1,485,320 $ 2,531,162
502- Transit $ 982,434 $ 1,305,065 $ 1,101,309
600- Vehicle Equipment Pool $ 56,081 $ 962,000 $ 130,000 650- OPEB Trust Fund $ - $ - $ -
700- SYV TBID $ 370,410 $ 480,000 $ 480,000
803- Water Capital Projects $ - $ 20,000 $ 480,000
804- WWTP Capital Projects $ - $ 3,302,000 $ 150,000
805- Transit Capital Projects $ - $ 223,000 $ 160,000
TOTAL $ 18,762,837 $ 22,799,828 $ 23,087,035
NET $ (1,126,862) $ (3,958,861) $ (4,500,317)
172 173
Revenue and Expenditure by Fund:
100 - General Fund
Revenues
Actuals Adjusted Preliminary
2019-2020 2020-2021 2021-2022
Occupancy Tax $ 3,374,073 $ 2,751,525 $ 3,632,629
Sales Tax $ 1,347,670 $ 1,359,000 $ 1,419,000
Property Tax $ 1,476,231 $ 1,573,492 $ 1,474,254
Other Taxes $ 70,810 $ -
Fees for Services $ 541,326 $ 473,955 $ 486,805
Rental/Lease Income $ 22,443 $ 34,000 $ 5,000
Grants $ 160,796 $ 300,000 $ 1,489,355
Miscellaneous $ 18,574 $ 4,200 $ 10,200
Donations $ 17,923 $ 1,800 $ 1,800
Overhead Contributions $ 525,348 $ 541,109 $ 557,342
Events $ 103,490 $ 114,000 $ 14,000
Interest Income $ 254,509 $ 155,000 $ 47,000
Reimbursements/Transfers $ 171,222 $ 173,672 $ 223,172
TOTAL $ 8,084,415 $ 7,481,753 $ 9,360,557
Expenditures Actuals Adjusted Preliminary
2019-2020 2020-2021 2021-2022
Fees for Services $ 8,392 $ 10,000 $ 6,000
Salaries & Benefits $ 2,257,950 $ 1,763,662 $ 2,417,808 CalPERS UAL $ 168,817 $ 121,876 $ 178,366
CALPERS Normal $ 93,187 $ 67,694 $ 115,589
OPEB Trust $ 70,000 $ 56,596
Supplies $ 164,529 $ 168,404 $ 183,279
Repairs & Maintenance $ 101,679 $ 120,450 $ 137,126
Equipment $ 72,099 $ 22,825 $ 25,149
Utilities $ 256,113 $ 263,071 $ 248,250
County Contracted Services $ 2,237,534 $ 2,111,263 $ 2,486,507 Services $ 1,774,361 $ 1,520,647 $ 1,763,149
Hospitality/Wellness $ 6,013 $ 8,000 $ 8,000
Agency Contributions $ 169,500 $ 137,500 $ 130,000
Emergency Planning $ 1,866 $ 3,760 $ 10,560
Taxes, Fees & Permits $ 20,094 $ 21,050 $ 19,450
Finance Costs $ 1,844 $ 1,000 $ 2,200
Capital Outlay $ 61,800 $ 26,202 $ 188,741
Tourism $ 1,087,275 $ 552,883 $ 588,415
Projects $ 663,402 $ 517,000 $ 46,800
Misc $ 1,028
Transfers Out $ -
TOTAL $ 9,217,483 $ 7,437,286 $ 8,611,985
NET $ (1,133,068) $ 44,467 $ 748,572
173 174
Revenue and Expenditure by Fund:
200 - Government Impact Fees
Revenues
Actuals Adjusted Preliminary
2019-2020 2020-2021 2021-2022
Fees for Services $ 4,888 $ 28,539 $ 28,539
Grants $ - $ 270,000 $ -
Interest Income $ 47,537 $ 18,424 $ 18,424
Reimbursements/Transfers $ - $ - $ -
TOTAL $ 52,425 $ 316,963 $ 46,963
Expenditures Actuals Adjusted Preliminary
2019-2020 2020-2021 2021-2022
Transfers $ - $ 795,000 $ -
Projects $ 249,747 $ 45,000 $ 10,000
TOTAL $ 249,747 $ 840,000 $ 10,000
NET $ (197,322) $ (523,037) $ 36,963
174 175
Revenue and Expenditure by Fund:
201 - Traffic Safety
Revenues
Actuals Adjusted Preliminary
2019-2020 2020-2021 2021-2022
Fees for Services $ 9,501 $ 10,000 $ 5,000
Interest Income $ 147 $ 50 $ 50
TOTAL $ 9,648 $ 10,050 $ 5,050
Expenditures Actuals Adjusted Preliminary
2019-2020 2020-2021 2021-2022
Transfers $ 8,050 $ 8,050 $ 5,050
TOTAL $ 8,050 $ 8,050 $ 5,050
NET $ 1,598 $ 2,000 $ -
175 176
Revenue and Expenditure by Fund:
202 - Gas Tax
Revenues
Actuals Adjusted Preliminary
2019-2020 2020-2021 2021-2022
Grants $ 245,396 $ 260,507 $ 267,037
Interest Income $ 2,964 $ 1,450 $ 1,450
TOTAL $ 248,360 $ 261,957 $ 268,487
Expenditures Actuals Adjusted Preliminary
2019-2020 2020-2021 2021-2022
Transfers $ 118,122 $ 118,122 $ 118,122
Projects $ - $ 10 $ -
TOTAL $ 118,122 $ 118,132 $ 118,122
NET $ 130,238 $ 143,825 $ 150,365
176 177
Revenue and Expenditure by Fund:
203 - Local Transportation
Revenues
Actuals Adjusted Preliminary
2019-2020 2020-2021 2021-2022
Grants $ 86,947 $ 84,203 $ 84,203
Interest Income $ 3,866 $ 522 $ 522
TOTAL $ 90,813 $ 84,725 $ 84,725
Expenditures Actuals Adjusted Preliminary
2019-2020 2020-2021 2021-2022
Transfers $ 30,000 $ 50,000 $ 35,000
TOTAL $ 30,000 $ 50,000 $ 35,000
NET $ 60,813 $ 34,725 $ 49,725
177 178
Revenue and Expenditure by Fund:
204 - Measure A
Revenues
Actuals Adjusted Preliminary
2019-2020 2020-2021 2021-2022
Taxes $ 398,218 $ 1,002,739 $ 395,688
Interest Income $ 11,266 $ 593 $ 593
TOTAL $ 409,484 $ 1,003,332 $ 396,281
Expenditures Actuals Adjusted Preliminary
2019-2020 2020-2021 2021-2022
Grants $ - $ 3,000 $ 3,000.00
Projects $ 214,811 $ - $ -
TOTAL $ 214,811 $ 3,000 $ 3,000
NET $ 194,673 $ 1,000,332 $ 393,281
178 179
Revenue and Expenditure by Fund:
205 - Skytt Mesa
Revenues
Actuals Adjusted Preliminary
2019-2020 2020-2021 2021-2022
Taxes $ 206,859 $ 214,968 $ 219,024.00
Interest Income $ 7,181 $ 1,500 $ 1,500.00
TOTAL $ 214,040 $ 216,468 $ 220,524
Expenditures Actuals Adjusted Preliminary
2019-2020 2020-2021 2021-2022
Repairs & Maintenance $ 113,589 $ 97,000 $ 99,000.00
Utilities $ 67,226 $ 87,950 $ 92,450.00
Services $ 5,000 $ 5,000 $ 5,000.00
Taxes, Fees & Permits $ 7,500 $ 12,200 $ 12,200.00
Projects $ 3,800 $ 11,000 $ 13,000
TOTAL $ 197,115 $ 213,150 $ 221,650
NET $ 16,924 $ 3,318 $ (1,126)
1180
Revenue and Expenditure by Fund:
300 - Capital Projects
Revenues
Actuals Adjusted Preliminary
2019-2020 2020-2021 2021-2022
Interest Income $ 478 $ 1,100 $ 1,100
Reimbursements/Transfers $ - $ 795,000 $ -
TOTAL $ 478 $ 796,100 $ 1,100
Expenditures Actuals Adjusted Preliminary
2019-2020 2020-2021 2021-2022
Projects $ - $ 795,000 $ 3,015,000
TOTAL $ - $ 795,000 $ 3,015,000
NET $ 478 $ 1,100 $ (3,013,900)
180 181
Revenue and Expenditure by Fund:
500 - Water
Revenues
Actuals Adjusted Preliminary
2019-2020 2020-2021 2021-2022
Fees for Services $ 4,825 $ 79,154 $ 41,110
Rental/Lease Income $ 20,085 $ 18,000 $ 18,000
Grants $ - $ - $ -
Water and Sewer $ 4,778,088 $ 4,379,000 $ 4,529,000
Misc. Income $ 19,221 $ 22,500 $ 17,500
Interest Income $ 98,322 $ 58,232 $ 20,000
Reimbursements/Transfers $ 2,939 $ - $ 56,500
TOTAL $ 4,923,480 $ 4,556,886 $ 4,682,110
Expenditures Actuals Adjusted Preliminary
2019-2020 2020-2021 2021-2022
Overhead Contributions $ 286,650 $ 295,249 $ 304,107
Salaries & Benefits $ 538,231 $ 534,266 $ 588,925
CalPERS UAL $ 19,851 $ 26,738 $ 34,316
CALPERS Normal $ 23,661 $ 26,699 $ 29,263
OPEB Trust $ - $ - $ 4,468
Supplies $ 56,756 $ 53,000 $ 63,900
Repairs & Maintenance $ 90,503 $ 97,500 $ 119,500
Equipment $ 18,941 $ 2,167 $ 2,167
Utilities $ 3,281,804 $ 3,841,977 $ 3,345,640
Services $ 116,582 $ 278,972 $ 158,644
Taxes, Fees & Permits $ 14,170 $ 16,590 $ 16,590
Finance Costs $ 5,663 $ 6,000 $ 6,000
Capital Outlay $ 23,741 $ 81,188 $ 120,737
Depreciation Expense $ 359,064 $ 290,000 $ 360,000
Transfers $ 91,979 $ 91,979 $ -
Projects $ 94,687 $ 54,000 $ 59,000
Water Allocation Acquisition $ 8,597 $ 10,000 $ 820,000 Misc. Expense $ 3,273 $ 1,500 $ 1,500
Capitalized Assets $ (93,292) $ (150,000)
TOTAL $ 4,940,861 $ 5,557,825 $ 6,034,757
NET $ (17,381) $ (1,000,939) $ (1,352,647)
181 182
Revenue and Expenditure by Fund:
501 - Wastewater
Revenues
Actuals Adjusted Preliminary
2019-2020 2020-2021 2021-2022
Fees for Services $ 9,544 $ 42,860 $ 14,820
Rental/Lease Income $ - $ - $ -
Grants $ - $ - $ -
Water and Sewer $ 1,383,192 $ 1,463,510 $ 1,383,400
Misc. Income $ 25,545 $ 25,200 $ 5,700
Interest Income $ 80,964 $ 49,957 $ 15,000
Reimbursements/Tranfers $ 352,423 $ 466,000 $ 380,000
TOTAL $ 1,851,669 $ 2,047,527 $ 1,798,920
Expenditures Actuals Adjusted Preliminary
2019-2020 2020-2021 2021-2022
Overhead Contributions $ 178,339 $ 183,689 $ 189,200
Salaries & Benefits $ 765,739 $ 708,130 $ 868,888
CalPERS UAL $ 59,485 $ 91,398 $ 135,633
CALPERS Normal $ 35,064 $ 35,025 $ 41,676
OPEB Trust $ - $ - $ 8,936
Supplies $ 46,963 $ 69,290 $ 56,485
Repairs & Maintenance $ 44,950 $ 65,350 $ 79,375
Equipment $ 5,702 $ 4,013 $ 4,013
Utilities $ 302,122 $ 314,691 $ 315,700
Services $ 215,225 $ 358,831 $ 206,123
Taxes, Fees & Permits $ 24,506 $ 31,800 $ 33,800
Finance Costs $ 5,663 $ 6,000 $ 6,500
Capital Outlay $ 130,779 $ 16,549 $ 109,333
Depreciation Expense $ 429,195 $ 455,000 $ 455,000
Transfers $ 11,013 $ (783,946) $ -
Projects $ 265,766 $ - $ 20,000
Misc. Expense $ 1,447 $ 500 $ 500
Capitalized Assets $ (144,235) $ (71,000) $ -
TOTAL $ 2,377,723 $ 1,485,320 $ 2,531,162
NET $ (526,054) $ 562,207 $ (732,242)
182 183
Revenue and Expenditure by Fund:
502 - Transit
Revenues
Actuals Adjusted Preliminary
2019-2020 2020-2021 2021-2022
Fees for Services $ 47,762 $ 53,000 $ 35,000
Grants $ 895,799 $ 897,530 $ 878,199
Misc. Income $ - $ 30,718 $ 15,000
Interest Income $ 31,903 $ 16,000 $ 11,000
Reimbursements/Tranfers $ - $ 226,000 $ 3,000
TOTAL $ 975,465 $ 1,223,248 $ 942,199
Expenditures Actuals Adjusted Preliminary
2019-2020 2020-2021 2021-2022
Overhead Contributions $ 60,359 $ 62,170 $ 64,035
Supplies $ 73,891 $ 105,310 $ 110,620
Repairs & Maintenance $ 4,333 $ 14,500 $ 13,000
Utilities $ 1,260 $ 5,100 $ 1,800
County/Other Contracted Services $ 552,184 $ 609,000 $ 658,830 Services $ 150,961 $ 170,485 $ 137,524
Capital Outlay $ 171,218 $ 115,000 $ -
Depreciation Expense $ 119,655 $ 223,000 $ 115,000
Projects $ - $ 500 $ 500
Misc. Expense $ 19,790 $ - $ -
Capitalized Assets $ (171,218) $ - $ -
TOTAL $ 982,434 $ 1,305,065 $ 1,101,309
NET $ (6,969) $ (81,817) $ (159,110)
183 184
Revenue and Expenditure by Fund:
600 - Vehicle Equipment Pool
Revenues
Actuals Adjusted Preliminary
2019-2020 2020-2021 2021-2022
Misc. Income $ - $ -
Overhead Contributions $ 175,975 $ 175,975 $ -
Interest Income $ 37,905 $ 7,991 $ 7,991
Reimbursements/Tranfers $ 102,992 $ 102,992 $ 216,811
TOTAL $ 316,872 $ 286,958 $ 224,802
Expenditures Actuals Adjusted Preliminary
2019-2020 2020-2021 2021-2022
Capital Outlay $ - $ 125,000 $ -
Depreciation Expense $ 64,081 $ 35,000 $ 35,000
Misc. Expense $ (8,000) $ 802,000
Transfers $ - $ - $ 95,000
TOTAL $ 56,081 $ 962,000 $ 130,000
NET $ 260,791 $ (675,042) $ 94,802
184 185
Revenue and Expenditure by Fund:
650 - OPEB Trust Fund
Revenues
Actuals Adjusted Preliminary
2019-2020 2020-2021 2021-2022
Contributions to OPEB Trust Fund $ 70,000 $ 70,000 $ 70,000 Investments/Gains $ 39,065 $ 15,000 $ 15,000
TOTAL $ 109,065 $ 85,000 $ 85,000
Expenditures Actuals Adjusted Preliminary
2019-2020 2020-2021 2021-2022
TOTAL $ - $ - $ -
NET $ 109,065 $ 85,000 $ 85,000
185 186
Revenue and Expenditure by Fund:
700 - SYV Tourism Bus Imp Dist
Revenues
Actuals Adjusted Preliminary
2019-2020 2020-2021 2021-2022
Reimbursements/Transfers $ 349,760 $ 470,000 $ 470,000
TOTAL $ 349,760 $ 470,000 $ 470,000
Expenditures Actuals Adjusted Preliminary
2019-2020 2020-2021 2021-2022
City Council Contributions $ 362,859 $ 470,000 $ 470,000 Taxes, Fees & Permits $ 7,550 $ 10,000 $ 10,000
TOTAL $ 370,410 $ 480,000 $ 480,000
NET $ (20,649) $ (10,000) $ (10,000)
186 187
Revenue and Expenditure by Fund:
800 - General Fixed Asset
Revenues
Actuals Adjusted Preliminary
2019-2020 2020-2021 2021-2022
Capitalized Assets $ 613,018 $ - $ -
TOTAL $ 613,018 $ - $ -
Expenditures Actuals Adjusted Preliminary
2019-2020 2020-2021 2021-2022
TOTAL $ - $ - $ -
NET $ 613,018 $ - $ -
187 188
Revenue and Expenditure by Fund:
803 - Water Capital Projects
Revenues
Actuals Adjusted Preliminary
2019-2020 2020-2021 2021-2022
Capitalized Assets $ - $ - $ -
Transfers $ - $ -
TOTAL $ - $ - $ -
Expenditures Actuals Adjusted Preliminary
2019-2020 2020-2021 2021-2022
Projects $ - $ 20,000 $ 480,000
TOTAL $ - $ 20,000 $ 480,000
NET $ - $ (20,000) $ (480,000)
188 189
Revenue and Expenditure by Fund:
804 - WWTP Capital Projects
Revenues
Actuals Adjusted Preliminary
2019-2020 2020-2021 2021-2022
Capitalized Assets $ - $ - $ -
Transfers $ - $ - $ -
TOTAL $ - $ - $ -
Expenditures Actuals Adjusted Preliminary
2019-2020 2020-2021 2021-2022
Projects $ - $ 3,302,000 $ 150,000
TOTAL $ - $ 3,302,000 $ 150,000
NET $ - $ (3,302,000) $ (150,000)
1190
Revenue and Expenditure by Fund:
805 - Transit Capital Projects
Revenues
Actuals Adjusted Preliminary
2019-2020 2020-2021 2021-2022
Capitalized Assets $ - $ - $ -
Transfers $ - $ - $ -
TOTAL $ - $ - $ -
Expenditures Actuals Adjusted Preliminary
2019-2020 2020-2021 2021-2022
Projects $ - $ 223,000 $ 160,000
TOTAL $ - $ 223,000 $ 160,000
NET $ - $ (223,000) $ (160,000)
190 191
DEPARTMENT / PROGRAM
SUMMARIES
191 192
Departments / Program Structure
The City of Solvang organization includes three departments: Administration, Public Works and Utilities. Within these three departments, there are 15 main divisions, as noted below. • Administration Department
o Program – City Council
o Program – Administrative Services
City Manager’s Office
City Attorney’s Office
Finance
Human Resources
o Program – Recreation
o Program – Information Technology
o Program – Planning and Building
o Program – Marketing / Tourism
o Program – Public Safety/Law Enforcement
• Public Works Department
o Program – Engineering Division
o Program – Maintenance Division
o Program – Stormwater Management
o Program – Transit
• Utilities Department
o Program – Water Supply and Distribution
o Program – Sewer Collection
o Program – Wastewater Treatment Plant (WWTP)
o Program – Groundwater Sustainability Agency - Management 192 193
Department Description:
The Administration Department performs a wide variety of roles in the operations of the City:
Policy. The program budget for the City Council, the legislative arm of the City that sets policy and appoints City Manager and City Attorney, is housed within the Administration Department.
Administrative Head of Government. The City Manager implements the policy set by City Council and works as facilitator with the Council, community, and City departments.
Under direction of the City Council, the City Manager manages all City Departments (Administration, Public Works, and Utilities).
Organizational Support. The Administration Department performs a key support role to the entire organization in the areas of City Clerk, Finance, Human Resources, and Information Technology.
Community Support. The Administration Department also performs a direct role with the community in the programs of Recreation, Planning and Building, Public Safety/Law Enforcement and Code Enforcement.
Marketing. As a tourist destination, the Administration Department is also the marketing and tourism arm of the City, through a contract with a marketing and special event provider.
The Administration Department consists of the following programs and divisions. • Program – City Council
o The City Council is the five-member legislative body of the City of Solvang.
Members of the City Council are elected at-large to staggered four-year terms, with the exception of the Mayor who is elected at large to a two-year term. The City Council establishes policies for the City, which are implemented by staff under the direction of the City Manager.
• Program – Administrative Services
o The Administrative Services program consists of the City Manager’s Office, City Attorney’s Office, Finance Division and Human Resources. The City Manager is the administrative head of the City and is appointed by, and serves at the pleasure of the City Council. The City Manager is responsible for implementing the vision and policy direction of the City Council while concurrently administering all operations of the City, including leadership and management of all personnel, financial resources, and delivery of basic governmental services. Other key
ADMINISTRATION DEPARTMENT
193 194
personnel in the City Manager’s Office include the Assistant to the City Manager, the City Clerk, who serves as the official custodian of all City records, and the Office Assistant.
The City Attorney is appointed by the City Council as the chief legal advisor for the City and provides legal services to the City through a contractual arrangement approved by the City Council. The City Attorney’s Office manages all aspects of the City’s legal affairs; researches, drafts and/or reviews ordinances, resolutions, contracts, bonds and other legal documents supporting the actions of the City Council; advises on the legality of various procedural and substantive matters; represents the City in administrative proceedings and court trials; and manages all litigation and oversees outside counsel as appropriate.
The Finance Division’s primary function is to ensure the financial integrity of the City of Solvang by providing excellent financial services and maintaining the public trust. The division is responsible for the maintenance of an effective financial accounting system, which accurately reflects the financial operations of the City and offers a framework for financial planning and analysis. The Finance Division also oversees the City’s investment program.
The Human Resources Division maintains equitable systems of classification and compensation, conducts recruitments and employee selection, initiates training, and maintains labor relations for the organization.
• Program – Recreation
o The Recreation Division is responsible for the administration of recreation classes offered by private instructors and the coordination of a number of Citysponsored special events including the Easter Eggstravaganza, Mother-Son Luau, and Haunted House, among others. This program is supported, in large measure, by participant registration fees. Another responsibility of this division is the coordination of facility rentals including the Veterans' Memorial Building, Sunny Fields Park and Hans Christian Andersen Park. The City of Solvang and the City of Buellton maintain a MOU to provide joint recreation services within Santa Ynez Valley.
• Program – Information Technology
o As a smaller organization, the City of Solvang maintains a contract for information technology services to align the City’s infrastructure with a larger 194 195
firm consisting of IT specialists and experts. Together, the City and the contractor team work together to continuously improve and enhance the City’s IT infrastructure, and efficiently and safely support all the technology needs of the organization.
• Program – Planning and Building
o The Planning and Building Division oversees land use policies and regulations, guides and regulates land uses/development proposals, promotes the sustainable growth of the community, encourages zoning code compliance, as well as facilitating the safe construction of buildings and structures set forth by the California Building Code. The Planning and Building division also serves as the main support body for the City’s Planning Commission and Design Review Committee.
• Program – Marketing / Tourism
o The City of Solvang’s economic engine is Tourism. Over 50% of General Fund revenue is derived from Tourism. Another 15% of revenues are derived from sales tax. These tourism-driven revenue sources help fund numerous City operations. The City maintains a contract with a marketing firm to ensure the City continues to see healthy tourism levels.
• Program – Public Safety/Law Enforcement
o The Santa Barbara County Sheriff’s Office provides full-service police services to the City of Solvang through a five-year Law Enforcement Contract. The Sheriff’s Office provides general law enforcement, traffic enforcement, commercial vehicle enforcement, criminal investigations, graffiti and gang enforcement, and school resource services under this contract. Fire services are provided to the City of Solvang by Santa Barbara County Fire District out of Station #30, which is housed in the same building as City Hall. The City also provides Code Enforcement services through a separate contractor.
195 196
Departmental Structure:
* NOTE: While the City Manager and City Attorney are appointed by the City Council organizationally and there are various contracts managed directly by the City Manager, the budgetary impact of the City Council and these contracts items is housed within the Administration Department.
Department FTEs:
Adopted Budget
(FY19/20)
Adopted Budget
(FY20/21)
Proposed
(FY21/22)
City Manager 1.0 1.0 1.0
Assistant to the City Manager 0.0 1.0 1.0
Administrative Services Director 1.0 0.0 0.0
City Clerk 1.0 0.0 1.0
Office Assistant 1.0 0.0 1.0
Parks & Recreation Director 1.0 0.0 0.0
Senior Recreation Coordinator 1.0 1.0 0.0
Recreation Supervisor 0.0 0.0 1.0
196 197
Recreation Coordinator 0.0 0.0 1.0
Recreation Clerk 1.0 0.0 0.0
Accounting Supervisor 0.0 1.0 1.0
Accountant 1.0 0.0 0.0
Accounting Technician 0.0 0.0 1.0
Accounting Assistant 1.0 1.0 0.0
Utility Billing Clerk 1.0 1.0 1.0
Human Resources Manager 0.0 0.0 0.5
Human Resources Specialist 1.0 1.0 0.0
Supervising Planner 0.0 0.0 1.0
Planning Director 1.0 0.0 0.0
Assistant Planner 1.0 0.0 1.0
Building Technician 1.0 0.0 0.0
TOTAL 14.0 7.0 11.5
Department Operating Expenditures:
Adopted
Budget
(FY19/20)
Actual
(FY19/20)
Adjusted
Budget
(FY20/21)
Proposed
Budget
(FY21/22)
City Council $743,540 $830,986 $704,136 $524,465
Administrative Services $1,683,210 $1,945,358 $1,111,152 $1,633,209 Recreation $366,318 $332,102 $269,659 $317,860
Information Technology $0.00 $0.00 $90,120 $324,000*
Planning and Building $792,667 $635,728 $700,970 $780,245 Marketing/Tourism $532,448 $1,087,275 $552,883 $513,415 Public Safety/Law
Enforcement
$2,056,686 $2,020,566 $1,884,756 $2,000,000**
*Information Technology budget has been consolidated into one program beginning FY 21/22.
Information technology is funded by General Fund ($254k), Water ($31k), and Wastewater ($38k) operating funds.
**Law Enforcement Contract is currently in dispute resolution process with the County of Santa Barbara. The amount shown is an estimate (TBD).
***Parks Maintenance moved to Public Works Department.
Major Accomplishments (FY20/21):
• Developed scope of work, and retained through a competitive process, a consultant for the first-ever City of Solvang Comprehensive General Plan Update. 197 198
o The scope includes an update to the unique City of Solvang Design Element and adds a new Economic Development Element
o Engaged community for input holding workshops
o Established a dedicated website for the General Plan Update o Established General Plan Advisory Committee
o Completed Existing Conditions Workbook and General Plan Audit • Established the first community quarterly newsletter (Solvang City Hall Nyheder). The newsletter is delivered to each utility customer in the City by mail and email informing community of significant projects and community engagement opportunities. • Received outstanding Comprehensive Annual Financial Report Award from Government Finance Officers Association (30 of past 31 years).
• Applied and were awarded the following Grant funds: SB1 ($160,000), REAP ($117,000) and LEAP ($65,000).
• Managed 2020 Election (4 Council seats).
• Onboarded 4 new Councilmembers and assisted with the process to appoint Planning Commission and formation of Design Review Committee.
• Retained consultant and are in the final stages of finalizing comprehensive General Fund Fee Study, which will be presented during Summer 2021.
• Developed scope and selected a consultant for comprehensive Water and Wastewater Rate Study.
• Completed scanning of all documents for Planning & Building (operation was paper based prior).
• Processed applications through Planning Commission including Solvang Festival Theater, Water Wheel Building, 32-Unit Air Space Condominium, 11-Unit Residential Condominium, 1660 Copenhagen Drive Commercial/Restaurant space building, and Mission Drive 11-Unit Boutique Hotel.
• In final stages of Permitting Software Implementation scheduled to go live this Summer. • Prepared Cyber Security Strategic Plan.
• Made major updates to City’s information technology hardware and upgraded to Office 365.
• Managed the City through COVID-19 pandemic including emergency communications, food distribution assistance, information technology upgrades, and fluid management of staff through changing Federal, State and County regulations. • Due to COVID-19 transitioned Marketing efforts to an alternative model marketing Safe Travel.
• Updated City website content as phase 1 of website upgrade, which will be followed by additional content updates and re-branding in phase 2.
• Prepared recommendations for re-organization to re-build internal City organization in preparation for recovery post COVID-19 pandemic.
• Re-established Years of Service Awards for employees. 198 199
• Established an Employee of the Quarter Award Program for outstanding service. • Updated the Employee Handbook
Work Program Highlights (FY21/22):
• Continue comprehensive General Plan Update effort and community engagement. o Incorporate Housing Element Update in response to the Sixth Cycle Regional Housing Needs Assessment (RHNA).
• Develop Marketing Strategy and operating structure including Visitor Center management.
• Work with community to develop recommendations for Copenhagen Drive (temporary closure).
• Establish Community Engagement for Fiscal Years 2022-24 Financial Plan Development and Council Goal Setting.
• Re-vamp the Budget document to achieve Government Finance Officers Association (GFOA) Distinguished Budget Presentation Award.
• Update job descriptions and performance evaluation process to meet modern standards.
• Roll out and implement updated Employee Handbook.
• Complete website redesign (www.cityofsolvang.com).
• Research and select comprehensive Agenda Management software package. • Transition IT storage to Cloud.
• Update Emergency Operations Plan and perform training. • Perform Impact Fees Study (this project will complete update to all City fees). • Conduct Comprehensive Water and Wastewater Rate study. • Research grant opportunities.
• Begin to develop financing plan for Wastewater Treatment Plant Upgrade phases 2 & 3. 200
Performance Measures –
Administration Department
Description FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Estimated
FY 2021-22
Recommended
City Council Program
Budget Adoption: Annual budget
adopted within established
timeframes
Budget
adopted on
June 24, 2019.
Budget
adopted on
June 22, 2020.
Budget
adopted on
June 28, 2021.
Budget adopted
by June 30,
2022.
Administrative Services Program
Public Records: Average days to
respond to official Public Records
Requests
- - 8 days
95 requests
6 days
80 requests
Newsletter: Percentage of quarterly
newsletters prepared and issued
within quarter
- - 100%
3/3
100%
4/4
Awards: Achievement of GFOA
Budget Award and Comprehensive
Annual Financial Report Award
Yes,
Comprehensive
Report only
Yes,
Comprehensive
Report only
Yes,
Comprehensive
Report only
Budget Award
and
Comprehensive
Report
Audit Opinions: Attain unmodified
audit opinion on City’s annual
financial statements
- - Yes Yes
Timely Payment Processing:
Percentage of accounts payable
transactions completed within 30
days of receipt
- - -** 98%
Employee Training: Percentage of
employees trained to meet federal
and state guidelines.
- - -** 100%
Business Licenses: Number of
business licenses issued/renewed. 927 875 841 900
Recreation Program
Participants: Number of Solvang
program participants / event
attendees
- - -* 3,000
Events: Number of community events
held within the City - - -* 8
Information Technology Program
Network Outages: Number of
incidents where 25% of users were
negatively affected by a network
outage for three hours or more.
- - -** 0
Efficient Resolution: Percent of Repair
Calls/Tickets Resolved within 48
hours.
- - -** 90%
Planning and Building Program
Permits: Total Number of Permits
Issued - - 226 215
200 201
Housing: Number of housing units
added towards Regional Housing
Needs Analysis (RHNA) Totals
- - TBD^ TBD^
Marketing/Tourism Program
Special Events: Number of large-scale
special events held in the City. - - 0* 4
Social Media: Percentage increase of
social media page followers - - -** 30%
Law Enforcement Program
Calls: Total volume of calls - - TBD^ TBD^
Crimes: Number of felony crimes - - TBD^ TBD^
* Unable to host special events in the City due to COVID-19 events restrictions. ** Performance Measures added prior to Fiscal Year 2021-22. ^ Numbers not available at the time of the report.
201 202
Administration Department - One-Time Projects and Strategic Initiatives Project Name, Description & Need
Funding
Sources 2021-22
Comprehensive General Plan Update General Fund Prior Year Contract $ 213,000 Description: Continue and finalize the City's first Comprehensive General Plan Update. Add Housing Element Update to incorporate Sixth Cycle RHNA.
General Fund FY 21-22 Funding $ 75,000
Need : Every city, town, and county in California must have a general plan, which is the local government’s long-term framework or “constitution” for future growth and development. The general plan represents the community’s aspiration for its future and intentions for community development.
The general plan also contains the goals and policies upon which the City Council and Planning Commission will base their land use decisions. Typically, a general plan is designed to address the issues facing the city for the next 20 years.
The general plan is made up of a collection of “elements,” or topical categories. There are currently nine mandatory elements: land use, circulation, housing, conservation, open space, noise, safety, environmental justice, and air quality. Communities can include other elements that address issues of local concern, such as economic development, community character, or urban design. Communities can also organize their general plans any way they choose, as long as they address each of the required topical categories.
Information Technology - Data Migration to Cloud General Fund $ 62,000 Description: Consolidate storage and migrate City-wide data to the Cloud from local servers.
Need: The City currently stores data on local servers using various applications. There is duplication of data which needs to be consolidated. Migration to the Cloud is also safer than maintaining data on local servers.
Implement Comprehensive Agenda Management Software General Fund $30,000 Description : The City currently does not utilize a software specifically designed for Agenda management. The proposal is to replace Laserfiche (document database with minimal workflow capabilities) with a Cloud based Agenda management solution.
Need: The Agenda management workflow currently used is inefficient as the City uses a software not specifically designed for Agenda management.
Update Emergency Management Plan General Fund $ 10,000
Description : Hire a consultant to update Emergency Management Plan and provide employees with training.
Need: The Emergency Management Plan has not been updated since 2015. It is best practice to update the plan and hold a training every two years.
Impact Fee Study General Fund $ 35,000
Description : Conduct an Impact Fee Study.
Need: The City has not comprehensively updated impact fees in over ten years. Impact fees should be studied and updated to appropriately charge new development for impact on infrastructure.
Total: $ 425,000
Shading indicates work in progress.
202 203
Department Description:
The Public Works Department oversees all engineering activities within the City’s infrastructure systems. The Public Works Department is also tasked with maintaining a safe and wellmaintained appearance at all the City’s facilities, parks, and open spaces. The Public Works Department also manages the environmental services afforded to City residents and businesses through programs that include solid waste and storm water management. The Public Works Department also manages the Santa Ynez Valley Transit (SYVT) program.
Department of Public Works consists of the following programs:
• Program – Engineering Division
o The City’s Engineering Division manages the City's Capital Improvement Program including program planning & development, engineering design, management of consultant contracts, construction management, and inspection. The Division provides engineering review and inspection of public improvements that are part of land development projects. The Division processes and issues Encroachment Permits for various activities within the public right‐of‐way, and issues Grading Permits.
• Program – Maintenance Division
o The City of Solvang’s Maintenance Division is responsible for the operation and maintenance of many of the public improvements and facilities Solvang residents and visitors see and use on a day‐to‐day basis. These include the public streets, storm drain system, sidewalks, street trees, public parking lots, public restrooms, and public buildings such as the Veteran's Memorial Hall. The Division also maintains the City’s parks and city-owned open spaces, including Solvang Park, Hans Christian Andersen Park and Sunny Fields Park. • Program – Stormwater Management
o The City maintains and operates a stormwater and flood control system, which includes drainage inlets, culverts, open channel drainage ditches, and underground storm drains that convey stormwater. The City works with Santa Barbara County Flood Control District (SBCFCD) to minimize flooding impacts. • Program – Transit
o Santa Ynez Valley Transit (SYVT) is a Joint-Powers Agency funded by State and Federal transit grant funds through the Cities of Buellton and Solvang and the Santa Barbara County. The SYVT mission is to provide safe, dependable, and onPUBLIC WORKS DEPARTMENT 203 204
time transportation services transporting riders to, from and around Solvang, Buellton, Santa Ynez, and Los Olivos with convenient scheduled bus stops.
Department Organization:
Department FTEs:
Adopted Budget
(FY19/20)
Adopted Budget
(FY20/21)
Proposed Budget
(FY21/22)
Public Works Director * 0.55 0.55 1.0
Associate Engineer 1.0 1.0 1.0
Code Compliance/PW Inspector 1.0 0.0 0.0
Engineering Technician 1.0 0.0 0.0
Maintenance Supervisor 1.0 1.0 1.0
Lead Maintenance Worker 0.0 0.0 1.0
Maintenance Worker II 2.0 2.0 1.0
Maintenance Worker I 1.0 1.0 1.0
Lead Parks Maintenance Worker 0.0 0.0 1.0
Parks Maintenance Worker I/II 2.0 1.0 1.0
TOTAL 9.5 6.5 8.0
* Previous allocation of Public Works Director’s time to Engineering & Maintenance Divisions. 204 205
Department Operating Expenditures:
Adopted
(FY19/20)
Actual
(FY19/20)
Adjusted
Budget
(FY20/21)
Proposed
(FY21/22)
Engineering $181,265 $141,497 $210,089 $143,690
Maintenance* $1,581,272 $1,255,898 $776,760 $858,551
Stormwater Management $404,321 $274,381 $324,787 $325,929 Transit $1,288,972 $982,434 $1,305,065 $1,101,185
*Increase in Maintenance Costs for FY 2021-22 include Parks Maintenance.
Major Accomplishments (FY20/21):
• Applied for and received $150,000 APCD grant for EV charging facility. • Applied for and received $205,000 State of Good Repair grant for transit EV charging facility.
• Completed construction of new tennis courts at HCA Park. • Completed construction of Fifth Street Sidewalk Project. • Completed in-house engineering design, and construction of Solvang School Sidewalk project.
• Completed in-house engineering design and construction of new Pickleball Courts at HCA Park.
• Completed engineering design for South Alisal Road Pavement Reconstruction Project. • Completed 2021 Parking Study.
• Completed engineering design for Phase 2 of the Second Street Drainage Improvement Project.
• Acquired Caltrans Encroachment Permit and completed construction of SYVT Bus Stop 8 (Union Bank) Upgrades.
• Implemented Asset Essentials Work Order & Facilities Management Software. • Updated the City-Wide Pavement Management System.
• Began the 2021 Local Road Safety Plan.
• Completed engineering review of several land development projects and 16 ADU projects.
• Replaced two decorative streetlights on Copenhagen Drive. • Purchased one new SYVT bus.
• Removed dead street trees throughout the City.
205 206
• Continue to eliminate hazardous trees within Hans Christian Andersen Park resulting from past drought conditions.
• Performed ongoing repairs and grinding of raised sidewalk locations to mitigate trip hazards.
• Managed street sweeping, and sidewalk pressure washing annual contracts. • Improved gopher control throughout the Parks.
• Promptly responded to over 150 customer/resident service requests. • Replaced 10 faded traffic safety signs.
• Replaced Holiday tree lights in 20 City maintained street trees.
Work Program Highlights (FY21/22):
• Construction of South Alisal Road Pavement Reconstruction Project. • Construction of HCA Park Multi-Upgrade Project.
• Construction of Second Street Drainage Improvements (Phase 2). • Lots 4&5 EV Charging Project (engineering).
• Municipal Facilities Master Plan.
206 207
PERFORMANCE MEASURES –
Public Works Department
Description FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Estimated
FY 2021-22
Recommended
Engineering Division
Customer Service: Respond to 90% of all
phone messages and emails within 2
working days.
- - 82%
205/250
90%
270/300
Land Development: Complete and return
90% of second and subsequent plan
reviews to Planning within 3 weeks of
receipt.
- - 79%
11/14
90%
18/20
Encroachment Permits: Issue 80% of
Encroachment Permits within 1 week of
receiving a complete application.
- - 92%
11/12
80%
16/20
Transportation: Maintain average
Pavement Condition Index (PCI) for City
streets at or above 72.
- 66 62 72
Capital Improvement Program: Complete
80% of CIP projects on or under City
Council’s awarded contract budget.
- - 100%
7/7
80%
4/5
Maintenance Division
Customer Service: Respond to 90% of all
phone messages and emails within 48
hours.
- - 96%
98/102
90%
45/50
Pavement Markings: Paint 25% of all curbs,
STOP legends and crosswalks annually. - - 20%28/140
25%
35/140
Road Maintenance: Repair 80% of potholes
within 3 working days (of notice) annually. - - 94%31/33 80%
12/15
Public Restrooms: Repair 80% of damages
to public restrooms within 24 hours (of
notice).
- - 93%
89/96
80%
80/100
Holiday Tree Lights: Replace 50% of all
Holiday tree lights annually. - - 33%20/60
50%
30/60
Stormwater Management
Storm Drain Catch Basin Inspections:
Inspect 80% of all high priority area catch
basins annually.
- - 56%
68/121
80%
96/121
Storm Drain Catch Basin Cleaning: Clean
50% of all high priority area catch basins
annually.
- - 26%
31/121
50%
61/121
SYV Transit
Fixed Route On-Time Performance: Annual
Average above 93% - - 97% 93%
Dial-A Ride On-Time Performance: Annual
Average above 95% - - 98% 95%
207 208
Department Description:
The Utilities Department oversees critical resources that are everyday staples to all members of the community. The Utilities Department oversees Water Supply and Distribution, Sewer Collection and Wastewater Treatment, future Recycled Water, the water conservation program, and the Eastern Management Area Groundwater Sustainability Agency (EMA-GSA).
The Utilities Department implements the day-to-day operation and maintenance of the City’s water supply and distribution system, and sewer collection system and Wastewater Treatment Plant. The Department performs the strategic planning, project management, and engineering for these critical facilities and future facilities. The Department also assists in management of the EMA-GSA.
The Utilities Department consists of the following programs:
• Program – Water Supply and Distribution
o The Water Division operates and maintains the City's water supply and distribution facilities and provides potable water to the residents and business of Solvang. These facilities include 3 water storage tanks/reservoirs, 6 production water wells, 4 pump stations, chlorination and ammonia facilities, a hydropneumatic tank, and 40 miles of waterline throughout the City of Solvang.
The Water Division is also responsible for reading all the water meters on a monthly basis.
• Program – Sewer Collection
o The City of Solvang sewer collection system consists of 32 miles of sewer pipeline ranging in size from 6" diameter to 18" diameter and over sewer manholes. The sewer collection system is operated under a Permit issued by the Regional Water Quality Control Board. The Wastewater Division also operates and maintains two sewer lift (pumping) stations. Sewer lines throughout the City are cleaned on a regular basis by use of special hydraulic jetting equipment that removes blockages and flushes the lines.
• Program – Wastewater Treatment Plant (WWTP)
o The City of Solvang operates a Sequencing Batch Reactor (SBR) type Wastewater Treatment Plant (WWTP) with a design capacity of 1.5 million gallons per day (MGD). The WWTP operates under a Waste Discharge Permit issued by the Regional Water Quality Control Board. The WWTP currently receives and treats wastewater from the City of Solvang and the Santa Ynez Community Services District (SYCSD) which serves the town of Santa Ynez. The SYCSD owns 0.30 MGD
UTILITIES DEPARTMENT
208 209
capacity in the Solvang WWTP. The Plant provides full secondary treatment of the wastewater received. The WWTP discharges treated wastewater to percolation ponds located adjacent to the Plant.
• Program – Groundwater Sustainability Agency - Management o The Santa Ynez River Valley Groundwater Basin is divided into three different Management Areas: Western, Central and Eastern. Solvang is part of the Eastern Management Area of the Groundwater Sustainability Agency. The Eastern Management Area agencies include the County of Santa Barbara, Santa Ynez River Water Conservation District, Santa Ynez- Improvement District No. 1, and the City of Solvang. The Santa Ynez River Water Conservation District is the lead agency. Each Management Area is governed by a Groundwater Sustainability Agency (GSA) Board/Committee with support and input from agency staff. The EMA-GSA Board and staff work together to develop and implement a Groundwater Sustainability Plan (GSP) for the Basin which will be managed under a coordination agreement per the Sustainable Groundwater Management Act regulations.
Department Organization:
2210
Department FTEs:
Adopted Budget
(FY19/20)
Adopted Budget
(FY20/21)
Proposed Budget
(FY21/22)
Utilities Director * 0.45 0.45 1.0
Water Supervisor 1.0 1.0 1.0
Lead Water Operator 0.0 0.0 1.0
Water Operator II 2.0 2.0 1.0
Water Operator I 1.0 1.0 1.0
Wastewater Supervisor 1.0 1.0 1.0
Lead WW Operator 1.0 1.0 1.0
WW Operator III 1.0 1.0 1.0
WW Operator II 1.0 1.0 1.0
WW Operator I 1.0 1.0 1.0
Collection System Operator 1.0 0.0 1.0
TOTAL 10.45 9.45 11.0
* Previous allocation of Public Works Director’s time to Water & Wastewater Divisions.
Department Operating Expenditures:
Adopted
(FY19/20)
Actual
(FY19/20)
Adjusted
Budget
(FY20/21)
Proposed
(FY21/22)
Water Supply and
Distribution
$6,024,732 $5,017,706 $5,577,825 $6,027,131
Sewer Collection $597,632 $573,987 $545,230 $589,079
Wastewater Treatment
Plant (WWTP)
$3,824,977 $1,919,006 $1,724,036 $1,923,352
Accomplishments (FY20/21):
• Engineering support and project management for Water Division capital projects. • Assisted in construction of new Pickleball Courts at HCA Park. • Implemented Asset Essentials Work Order & Facilities Management Software. • Completed the 2021 Water System Risk & Resiliency Assessment. • Began the 2021 Water System Emergency Response Plan.
• Completed engineering review of several land development projects and 16 ADU projects.
• Serviced pumps at Zone 3 pump station.
210 211
• Complete inspection and cleaning for Reservoir 2.
• Rehabilitated Well 7A, installed new pump, motor, and meter for improved performance and more accurate reporting purposes.
• Engineering support and project management for Wastewater Division capital projects. • Assisted in construction of new Pickleball Courts at HCA Park. • Implemented Asset Essentials Work Order & Facilities Management Software. • Began construction of the WWTP Upgrades (Phase 1) – Aeration System Replacement Project.
• Completed PFAS Water Quality Sampling & Reporting Project. • Completed 2020 Sewer System Management Plan.
• Completed 2021 update of the Sewer Master Plan.
• Installed self-priming sludge pump and upgrade VFD for the WWTP digester. • Replaced the belt on the belt filter press.
• Completed several manhole and sewer line repairs.
Work Program Highlights (FY21/22):
• Construction of the WWTP Upgrades (Phase 1) – Aeration System Replacement Project. • Environmental work for the WWTP Water Quality Project (Phases 2 & 3). • 2021 Water System Emergency Response Plan.
• Waterline Replacement Project (engineering).
• Sewer Line Replacement Project (engineering).
• 2022 Update of Water Master Plan.
• Comprehensive Water & Wastewater Rate Study.
211 212
PERFORMANCE MEASURES -
Utilities Department
Description FY 2018-19
Actual
FY 2019-20
Actual
FY 2020-21
Estimated
FY 2021-22
Recommended
Water Division
Customer Service: Respond to 80% of
service request phone messages and emails
within 24 hours.
- - 100%
131/131
80%
80/100
Valve Exercising: Exercise 60% of all system
valves annually. - - 79%857/1,084
60%
650/1,084
Fire Hydrant Maintenance: Perform
maintenance on 80% of all fire hydrants
annually.
- - 124%
465/375
80%
300/375
Well, Reservoir & Pump Station
Maintenance: Inspect, and perform service
& routine maintenance to 85% of facilities
monthly.
- - 100%
15/15
85%
13/15
Small In-House Upgrade Projects: Complete
10 water facilities upgrade projects
annually.
- - 9 10
Sewer Collection
Sewer Line Cleaning: Clean 75% of the total
sewer collection system annually. - - 33%57,602 ft
75%
127K/169K
Grease Trap Inspections: Inspect 80% of all
grease traps within the City annually. - - 40%20/50
80%
40/50
Wastewater Division
Customer Service: Respond to 80% of
customer complaints within 48 hours. - - 93%25/27
80%
40/50
WWTP Operations: Reduce Total Nitrogen
in Plant effluent to under 10 mg/L 90% of
the time.
- - 6 mg/L 90%
<10
WWTP Operations: Reduce Biochemical
Oxygen Demand (BOD) in Plant effluent to
under 25 mg/L 90% of the time.
- - 8 mg/L 90%
<25
Groundwater Sustainability Agency - Management
Groundwater Performance Measure - - * TBD
*This is a new program that has been established due to recent legislation changes. In FY20-21, a Groundwater Sustainability Plan is in the process of being established, which is due for completion in October 2021. Pending this completion, relevant measures will be established for this area. 212 213
EXPENDITURE BUDGET BY
DEPARTMENT, PROGRAM & FUND
213 214
Budget by Department, Program and Fund
City of Solvang
2019-2020
Actuals
2020-2021
Total Budget
2021-2022
Total Budget
Department: 1000 - Administration / City Council
Fund: 100 - GENERAL FUND
100 - Council Activities
100-1000-100-51000 Salaries 37,200 37,200 37,200
100-1000-100-51002 FICA 2,846 2,846 2,846
100-1000-100-51008 Workers' Comp Ins. 393 3,078 2,194
100-1000-100-51012 Education 8,007 14,500 14,500
100-1000-100-51017 Workers' Comp Ins-Retrospective Bal Pmt -307 444 -116 100-1000-100-52002 Membership Dues 5,162 5,000 5,000
100-1000-100-52003 Supplies 1,674 700 1,500
100-1000-100-53010 Computer/Desktop Equipment Supplies 0 0 0 100-1000-100-54001 Office Equip/Computer Replacement 1,825 0 0 100-1000-100-55003 Communications 1,663 732 0
100-1000-100-56009 LAFCO 2,435 3,800 3,800
100-1000-100-57009 Insurance 1,636 2,549 2,134
100-1000-100-57014 Muni Code Codification 3,378 10,000 5,000 100-1000-100-57015 Printing and Publishing 1,898 1,500 1,500 100-1000-100-57016 Professional Services 61,286 22,000 70,000 100-1000-100-58001 City Hospitality 6,013 7,000 7,000
100-1000-100-59019 Elections 411 7,000 1,200
100-1000-100-63002 Audio/Video System R/M 13,392 10,000 23,000 100-1000-100-70105 Projects 120,274 50,000 30,000
100 - Council Activities Total: 269,188 178,349 206,758 105 - Retiree Costs
100-1000-105-51004 Other Post Emp Benefits - TRUST 70,000 70,000 0 100-1000-105-51005 Retiree Medical/Dental/Life 134,647 130,580 0 105 - Retiree Costs Total: 204,647 200,580 0
110 - Special Agency
100-1000-110-59001 SYV Fruit&VegetableRescue 0 0 10,000 100-1000-110-59004 Elverhoj Museum 30,000 35,000 35,000 100-1000-110-59005 Solvang School 0 0 0
100-1000-110-59006 Solvang Theaterfest 30,000 0 0
100-1000-110-59009 People Helping People 10,000 7,500 0 100-1000-110-59013 Solvang Senior Center 40,000 50,000 55,000 100-1000-110-59027 Rotary Club of the Santa Ynez Valley 10,000 0 0 100-1000-110-59033 Atterdag at Home 2,000 15,000 20,000 100-1000-110-59037 SYV Senior Citizens Foundation-Buellton Senior Cen 7,500 10,000 10,000 100-1000-110-59038 SYV Therapeutic Riding Program 5,000 0 0 100-1000-110-59040 SYV Wine Country Rodeo 10,000 10,000 0 100-1000-110-59041 Figueroa Mountain Gran Fondo 25,000 0 0 100-1000-110-59042 Bethania Lutheran Church 0 10,000 0
110 - Special Agency Total: 169,500 137,500 130,000
130 - County Contracted Services
100-1000-130-56004 Mental Health Assmt Team 2,385 2,327 2,327 100-1000-130-56005 Community Resource Deputy 172,713 0 0 100-1000-130-56006 Law Enforcement Contract 1,802,727 1,830,297 2,000,000* (TBD) 100-1000-130-56007 Law Enforcement Overtime 411 10,000 10,000 100-1000-130-56011 Animal Control 45,126 44,459 50,000
100-1000-130-56016 Santa Barbara County 211 Program 0 525 525 100-1000-130-59011 Library 184,855 184,855 184,855
130 - County Contracted Services Total: 2,208,217 2,072,463 2,447,707 Fund: 100 - GENERAL FUND Total: 2,851,552 2,588,892 2,784,465 Department: 1000 - Council Total: 2,851,552 2,588,892 2,784,465 * Number still under negotiations.
214 215
2019-2020
Actuals
2020-2021
Total Budget
2021-2022
Total Budget
Department: 1100 - Administration / Administrative Services Fund: 100 - GENERAL FUND
105 - Retiree Costs
100-1100-105-51004 Other Post Emp Benefits - TRUST 0 0 56,596 100-1100-105-51005 Retiree Medical/Dental/Life 0 0 112,924 105 - Retiree Costs Total: 0 0 169,520
120 - Administration
100-1100-120-30001 Transient Occupancy Tax 3,374,073 2,751,525 3,632,629 100-1100-120-30002 Sales Tax 1,347,670 1,359,000 1,419,000 100-1100-120-30003 Property Transfer Tax 51,382 64,298 64,298 100-1100-120-30004 Property Tax Current Sec. 819,145 842,200 804,007 100-1100-120-30005 Property Tax Curr. Unsec. 34,128 30,100 22,632 100-1100-120-30006 Property Tax-Prior Years 4,783 2,994 26,400 100-1100-120-30007 Prop Tax-Homeowner's Relf 3,647 3,600 3,800 100-1100-120-30008 Property Tax-Misc. 90 5,000 5,000
100-1100-120-30009 Property Taxes-Supplmntl 15,525 14,200 15,000 100-1100-120-30012 TOT Penalties 66,202 40,000 0
100-1100-120-30013 Motor Vehicle Excess License Fee 4,608 4,000 4,000 100-1100-120-31001 Franchise-Hlth Sanitation 81,794 63,000 63,000 100-1100-120-31002 Franchise-Gas Company 18,975 17,000 17,000 100-1100-120-31003 Franchise-Comcast Cable 81,563 80,000 80,000 100-1100-120-31004 Franchise-PG&E 75,844 73,000 73,000
100-1100-120-31010 Business Certificate 26,460 26,000 26,000 100-1100-120-31032 Disability Access Fee 3,175 1,100 2,800 100-1100-120-31033 Firearms License 30 30 30
100-1100-120-32001 Rental Income 0 0 0
100-1100-120-35029 Grant Revenue 155,796 100,000 1,200,000 100-1100-120-38001 Miscellaneous Income 2,773 700 700
100-1100-120-38002 Fines & Penalties 4,164 2,000 4,000
100-1100-120-39001 Donations 500 0 0
100-1100-120-40001 Water Overhead Contribution 286,650 295,249 304,107 100-1100-120-40002 Wastewater Overhead Contribution 28,402 29,254 30,131 100-1100-120-40003 WWTP Overhead Contribution 149,937 154,436 159,069 100-1100-120-40004 Transit Overhead Contribution 60,359 62,170 64,035 100-1100-120-41000 Special Events Revenue 10,682 11,000 11,000 100-1100-120-42001 Interest Income 225,713 140,000 40,000 100-1100-120-42003 CD Interest Income 26,444 15,000 7,000 100-1100-120-42004 Housing Assistance Interest Income 2,352 0 0 100-1100-120-43002 Property Tax - In Lieu of VLF 547,531 567,100 529,117 100-1100-120-43003 Forfeited Deposits 950 800 800
100-1100-120-43004 Sale of Surplus Property 0 0 4,000
100-1100-120-43005 Insurance Refunds 0 0 0
100-1100-120-43008 Collection Acct Recovery 510 200 200 100-1100-120-43019 Transfers In 0 0 40,000
100-1100-120-43021 Accts Payable Discounts 362 250 250
100-1100-120-51000 Salaries 589,790 409,149 644,779
100-1100-120-51002 FICA 41,397 33,850 58,467
100-1100-120-51003 Retirement 8,918 12,421 5,632
100-1100-120-51005 Cafeteria Plan 79,996 52,224 81,214
100-1100-120-51006 Unemployment Insurance 2,922 3,500 3,500 100-1100-120-51007 Auto Allowance 2,608 4,200 4,200
100-1100-120-51008 Workers' Comp Ins. 35,076 30,130 38,502 100-1100-120-51009 Employee Medical Exams 0 180 180
100-1100-120-51010 Employee Screening 141 40 40
100-1100-120-51011 Recruitment 0 0 12,000
100-1100-120-51012 Education 9,112 10,750 18,000
100-1100-120-51017 Workers' Comp Ins-Retrospective Bal Pm -4,211 4,346 -1,979 100-1100-120-51018 CalPERS Liability Reduction 9,615 14,060 14,060 100-1100-120-51019 Long Term Disability 1,702 1,337 2,626 100-1100-120-51020 Retirement - ER Pd 8% EE Share 13,150 19,053 8,774 100-1100-120-51021 Retirement - PERS UAL 47,186 45,271 40,782 100-1100-120-51022 Retirement - PERS PEPRA ER Cost 20,694 8,965 41,106 100-1100-120-51030 Housing Allowance 33,220 22,800 36,000 100-1100-120-51031 Cell Phone Allowance 1,117 600 1,800 100-1100-120-51035 Overtime 584 942 1,097
100-1100-120-51040 Specialty Pays 15 600 600
100-1100-120-52002 Membership Dues 1,945 3,769 3,794
100-1100-120-52003 Supplies 9,747 8,500 8,500
100-1100-120-52008 Postage 2,351 2,000 2,000
215 216
2019-2020
Actuals
2020-2021
Total Budget
2021-2022
Total Budget
100-1100-120-52009 Small Equipment 0 300 300
100-1100-120-52015 Vehicle Fuel 31.39 200 200
100-1100-120-53003 Repairs and Maintenance 10 0 0
100-1100-120-53008 Vehicle Repairs & Maint. 166.5 100 100 100-1100-120-53010 Computer/Desktop Equipment Supplies 13427.87 4620 4620 100-1100-120-54001 Office Equip/Computer Rep 6158 0 0
100-1100-120-54002 Equipment 34888.34 10000 13000
100-1100-120-55003 Communications 4519.15 4400 0
100-1100-120-56013 Audit 26882 35000 35000
100-1100-120-57004 Computer Support 43998.35 0 0
100-1100-120-57009 Insurance 26598.71 24954.79 42169
100-1100-120-57011 Lease Payments 642.87 646 646
100-1100-120-57012 Legal Fees 507968.77 175000 106000
100-1100-120-57015 Printing and Publishing 6144.37 1800 1800 100-1100-120-57016 Professional Services 151725.51 20000 20000 100-1100-120-57025 Studies/Sales Tax 3312.05 6000 106000 100-1100-120-57052 Temporary Agency Services 183181.88 60000 5000 100-1100-120-57053 Software/Website 4812.86 5684 0
100-1100-120-57062 Public Relations 5740 20000 20000
100-1100-120-58004 City Wellness/Workplace Safety Program 0 1000 1000 100-1100-120-60002 Emergency Preparedness 1352.66 2200 10000 100-1100-120-60005 Emergency Plan 0 1000 0
100-1100-120-60006 EOC Phone 513.35 560 560
100-1100-120-61008 Property Tax Admin Fees 13794 13800 12100 100-1100-120-62001 Bank Charges 34.4 200 200
100-1100-120-63006 Equipment Replacement 0 0 14033.55
100-1100-120-63010 Vehicle Replacement 831 0 40000
100-1100-120-70105 Projects 0 35000 0
100-1100-120-71005 Bad Debt Write Offs 1030.6 0 0
100-1100-120-71006 Bad Debt Recovery Fees 510 0 0
100-1100-120-71009 Miscellaneous -2.22 0 0
120 - Administration Surplus (Deficit): 5566874.06 5644054.26 7194602.17 121 - Information Technology (IT)
100-1100-121-57064 IT Expenses 11.99 90120 254231
121 - Information Technology (IT) Total: 11.99 90120 254231 220 - Econcomic Development
100-1100-220-57016 Professional Services -Econ. Development 0 0 10000 220 - Econcomic Development Total: 0 0 10000
860 - State Funding
100-1100-860-35036 COVID 19 Relief Funding 0 0 0
860 - State Funding Total: 0 0 0
Fund: 100 - GENERAL FUND Surplus (Deficit): 5566862.07 5553934.26 6765564.56 Fund: 650 - OPEB TRUST FUND
105 - Retiree Costs
650-1100-105-11006 Contributions to OPEB Trust 70000 70000 70000 650-1100-105-11007 Investment Gains/Losses 39065 15000 15000 105 - Retiree Costs Total: 109065 85000 85000
Fund: 650 - OPEB TRUST FUND Total: 109065 85000 85000
Department: 1100 - Administration Surplus (Deficit): 5675927.07 5638934.26 6845851.56 216 217
2019-2020
Actuals
2020-2021
Total Budget
2021-2022
Total Budget
Department: 1200 - Administration / Planning & Building Fund: 100 - GENERAL FUND
200 - City Planning
100-1200-200-31009 Conveyance Fee - Animal/Street 1,045 100 400 100-1200-200-31013 Misc Permit Fee 21,497 35,000 25,000 100-1200-200-31025 Muni Code Violation 6,960 5,000 5,000 100-1200-200-31029 Housing Element 0 0 0
100-1200-200-31035 Application/Development Fees 13,683 20,000 20,000 100-1200-200-35029 Grant Revenue 0 160,000 106,355
100-1200-200-51000 Salaries 99,862 29,500 179,106
100-1200-200-51002 FICA 7,472 0 17,161
100-1200-200-51003 Retirement 2,474 0 0
100-1200-200-51005 Cafeteria Plan 10,884 0 21,000
100-1200-200-51008 Workers' Comp Ins. 6,192 0 11,437
100-1200-200-51010 Employee Screening 32 0 0
100-1200-200-51012 Education 1,974 0 4,000
100-1200-200-51017 Workers' Comp Ins-Retrospective Bal Pm -1,471 0 -585 100-1200-200-51019 Long Term Disability 273 0 737
100-1200-200-51020 Retirement - ER Pd 8% EE Share 4,641 0 0 100-1200-200-51021 Retirement - PERS UAL 15,005 0 0
100-1200-200-51022 Retirement - PERS PEPRA ER Cost 1,028 0 13,013 100-1200-200-51030 Housing Allowance 4,730 0 9,600
100-1200-200-51031 Cell Phone Allowance 78 0 0
100-1200-200-51035 Overtime 0 0 2,627
100-1200-200-51040 Specialty Pays 343 0 0
100-1200-200-51045 Commissioners 4,900 12,000 12,000
100-1200-200-52002 Membership Dues 640 1,045 1,045
100-1200-200-52003 Supplies 982 500 1,000
100-1200-200-52008 Postage 175 300 300
100-1200-200-52009 Small Equipment 0 300 300
100-1200-200-52015 Vehicle Fuel 30 100 100
100-1200-200-53008 Vehicle Repairs & Maint. 25 50 50
100-1200-200-53010 Computer/Desktop Equipment Supplies 34 1,202 1,202 100-1200-200-54001 Office Equip/Computer Rep 2,169 0 0
100-1200-200-55003 Communications 1,326 2,120 0
100-1200-200-57004 Computer Support 20,678 14,244 0
100-1200-200-57007 General Plan 0 134,750 140,000
100-1200-200-57009 Insurance 7,841 0 11,129
100-1200-200-57011 Lease Payments 208 209 209
100-1200-200-57012 Legal Fees 58,779 60,000 54,000
100-1200-200-57015 Printing and Publishing 1,902 2,000 2,000 100-1200-200-57016 Professional Services 57,641 144,000 30,000 100-1200-200-57053 Software/Website 1,233 501 0
100-1200-200-63006 Equipment Replacement 0 0 1,064
100-1200-200-63010 Vehicle Replacement 208 0 0
100-1200-200-70105 Projects 802 0 5,000
200 - City Planning Surplus (Deficit): -269,905 -182,721 -360,740 201 - Code Enforcement
100-1200-201-57063 Code Enforcement 0 30,000 40,000
201 - Code Enforcement Total: 0 30,000 40,000
210 - Building
100-1200-210-31014 Plan Check 5,469 10,000 20,000
100-1200-210-31036 Building Permits 104,966 70,000 70,000 100-1200-210-38001 Miscellaneous Income 0 0 0
100-1200-210-51000 Salaries 61,707 0 0
100-1200-210-51002 FICA 4,094 0 0
100-1200-210-51003 Retirement 1,673 0 0
100-1200-210-51005 Cafeteria Plan 16,428 0 0
100-1200-210-51008 Workers' Comp Ins. 4,077 0 0
100-1200-210-51010 Employee Screening 0 0 0
100-1200-210-51012 Education 102 0 0
100-1200-210-51017 Workers' Comp Ins-Retrospective Bal Pm -637 0 0 100-1200-210-51019 Long Term Disability 189 0 0
100-1200-210-51020 Retirement - ER Pd 8% EE Share 3,121 0 0 100-1200-210-51021 Retirement - PERS UAL 9,388 0 0
100-1200-210-51022 Retirement - PERS PEPRA ER Cost 343 0 0 100-1200-210-51030 Housing Allowance 3,779 0 0
100-1200-210-51031 Cell Phone Allowance 26 0 0
100-1200-210-51035 Overtime 0 0 0
217 218
2019-2020
Actuals
2020-2021
Total Budget
2021-2022
Total Budget
100-1200-210-52003 Supplies 1,958 500 500
100-1200-210-52008 Postage 175 200 200
100-1200-210-52009 Small Equipment 0 100 100
100-1200-210-53010 Computer/Desktop Equipment Supplies 34 0 0 100-1200-210-54001 Office Equip/Computer Rep 1,408 0 0
100-1200-210-55003 Communications 1,153 1,688 0
100-1200-210-57004 Computer Support 4,132 2,636 0
100-1200-210-57009 Insurance 3,394 0 0
100-1200-210-57011 Lease Payments 88 89 89
100-1200-210-57015 Printing and Publishing 2,271 800 800 100-1200-210-57016 Professional Services 108,598 80,000 140,000 100-1200-210-57024 Fee Study 0 20,000 5,000
100-1200-210-57053 Software/Website 1,053 136 0
100-1200-210-63006 Equipment Replacement 0 0 1,064
100-1200-210-70105 Projects 13,375 82,000 0
210 - Building Surplus (Deficit): -131,496 -108,149 -57,753 220 - Econcomic Development
100-1200-220-57016 Professional Services 43,207 80,000 0 100-1200-220-57024 Studies 0 0 75,000
100-1200-220-59026 Solvang Chamber of Commerce 37,500 0 0 220 - Econcomic Development Total: 80,707 80,000 75,000 Fund: 100 - GENERAL FUND Surplus (Deficit): -482,109 -400,870 -533,490 Department: 1200 - Planning & Building Surplus (Deficit): -482,109 -400,870 -533,493 218 219
2019-2020
Actuals
2020-2021
Total Budget
2021-2022
Total Budget
Department: 1300 - Public Works / Maintenance
Fund: 100 - GENERAL FUND
300 - Administration
100-1300-300-38001 Miscellaneous Income 0 0 0
100-1300-300-51000 Salaries 156,833 71,909 0
100-1300-300-51002 FICA 13,481 5,168 0
100-1300-300-51003 Retirement 2,262 0 0
100-1300-300-51005 Cafeteria Plan 20,376 9,387 0
100-1300-300-51008 Workers' Comp Ins. 11,250 4,502 0
100-1300-300-51009 Employee Medical Exams 150 125 0
100-1300-300-51010 Employee Screening 0 50 0
100-1300-300-51012 Education 0 500 0
100-1300-300-51014 Safety Gear 467 460 0
100-1300-300-51017 Workers' Comp Ins-Retrospective Bal Pm -1,388 649 0 100-1300-300-51019 Long Term Disability 487 245 0
100-1300-300-51020 Retirement - ER Pd 8% EE Share 4,293 0 0 100-1300-300-51021 Retirement - PERS UAL 12,672 0 0
100-1300-300-51022 Retirement - PERS PEPRA ER Cost 5,900 3,953 0 100-1300-300-51030 Housing Allowance 10,963 3,600 0
100-1300-300-51031 Cell Phone Allowance 270 0 0
100-1300-300-51035 Overtime 3,369 1,948 0
100-1300-300-51040 Specialty Pays 3,405 400 0
100-1300-300-52003 Supplies 146 200 0
100-1300-300-52008 Postage 175 250 0
100-1300-300-52015 Vehicle Fuel 4,950 7,000 0
100-1300-300-53008 Vehicle Repairs & Maint. 1,807 2,000 0 100-1300-300-53010 Computer/Desktop Equipment Supplies 17 676 0 100-1300-300-54001 Office Equip/Computer Rep 2,579 0 0
100-1300-300-55003 Communications 1,281 2,551 0
100-1300-300-57004 Computer Support 14,856 9,638 0
100-1300-300-57009 Insurance 7,856 3,729 0
100-1300-300-57011 Lease Payments 276 278 0
100-1300-300-57015 Printing and Publishing 131 0 0
100-1300-300-57053 Software/Website -18 429 0
100-1300-300-63006 Equipment Replacement 7,089 7,089 0
100-1300-300-63010 Vehicle Replacement 9,552 0 0
300 - Administration Surplus (Deficit): -295,487 -136,736 0 310 - HCA Park
100-1300-310-31007 Park Reservation Fee 5,015 8,000 10,000 100-1300-310-35029 Grant Revenue 0 0 178,000
100-1300-310-39001 Donations 16,423 0 0
100-1300-310-52003 Supplies 4,446 4,000 0
100-1300-310-52009 Small Equipment 350 650 0
100-1300-310-52015 Vehicle/Equipment Fuel 0 50 0
100-1300-310-53003 Repairs and Maintenance 16,196 15,000 0 100-1300-310-55001 Utilities 765 600 0
100-1300-310-55002 Water and Sewer Charges 30,601 33,000 0 100-1300-310-57009 Insurance 440 0 0
100-1300-310-57023 Tree Maintenance 12,142 10,000 0
100-1300-310-57031 Weed Abatement 36,078 20,000 0
100-1300-310-57057 Pest Management 4,053 4,500 0
100-1300-310-70105 Projects 290,000 0 0
310 - HCA Park Surplus (Deficit): -373,633 -79,800 188,000 320 - Solvang Park
100-1300-320-31007 Park Fees -325 375 375
100-1300-320-52003 Supplies 16,263 18,000 0
100-1300-320-53003 Repairs and Maintenance 4,095 6,000 0 100-1300-320-55001 Utilities 1,763 1,750 0
100-1300-320-55002 Water and Sewer Charges 22,877 24,000 0 100-1300-320-57009 Insurance 516 0 0
100-1300-320-57023 Tree Maintenance 0 2,000 0
100-1300-320-70105 Projects 0 60,000 0
100-1300-320-70504 Gazebo-ADA Upgrades 0 0 0
320 - Solvang Park Surplus (Deficit): -45,839 -111,375 375 330 - Sunny Fields
100-1300-330-31007 Park Reservation Fee 5,765 8,500 8,500 100-1300-330-52003 Supplies 5,572 4,500 0
100-1300-330-52009 Small Equipment 378 600 0
100-1300-330-53003 Repairs and Maintenance 18,236 15,000 0 100-1300-330-55001 Utilities 756 1,100 0
219 220
2019-2020
Actuals
2020-2021
Total Budget
2021-2022
Total Budget
100-1300-330-55002 Water and Sewer Charges 23,649 18,000 0 100-1300-330-57009 Insurance 933 0 0
100-1300-330-57023 Tree Maintenance 1,991 3,000 0
100-1300-330-57057 Pest Management 5,580 7,200 0
100-1300-330-57060 Turf Repair 9,360 6,000 0
100-1300-330-70105 Projects 114,955 12,000 0
330 - Sunny Fields Surplus (Deficit): -175,644 -58,900 8,500 340 - Common Areas
100-1300-340-53003 Repairs and Maintenance 9,336 9,000 0 100-1300-340-55001 Utilities 158 150 0
100-1300-340-55002 Water and Sewer Charges 1,078 1,200 0 100-1300-340-57029 Village Planter Maint. 0 3,000 0
100-1300-340-70105 Projects 0 0 0
340 - Common Areas Total: 10,572 13,350 0
220 221
Department: 1300 - Administration / Recreation
Fund: 100 - GENERAL FUND
350 - Recreation
100-1300-350-51000 Salaries 137,364 79,869 137,925
100-1300-350-51002 FICA 9,887 8,032 13,133
100-1300-350-51003 Retirement 4,628 4,110 4,353
100-1300-350-51005 Cafeteria Plan 19,443 16,599 21,660
100-1300-350-51008 Workers' Comp Ins. 9,804 6,608 8,474 100-1300-350-51009 Employee Medical Exams 150 0 300
100-1300-350-51010 Employee Screening 41 64 64
100-1300-350-51012 Education 0 500 1,000
100-1300-350-51017 Workers' Comp Ins-Retrospective Bal Pm -1,115 953 -411 100-1300-350-51019 Long Term Disability 525 359 621
100-1300-350-51020 Retirement - ER Pd 8% EE Share 8,741 6,261 6,851 100-1300-350-51021 Retirement - PERS UAL 24,196 18,176 31,689 100-1300-350-51022 Retirement - PERS PEPRA ER Cost 1,024 0 3,683 100-1300-350-51030 Housing Allowance 7,748 3,600 9,600
100-1300-350-51031 Cell Phone Allowance 180 0 0
100-1300-350-51035 Overtime 888 4,926 2,485
100-1300-350-51040 Specialty Pays 1,954 0 0
100-1300-350-52003 Supplies 800 900 900
100-1300-350-52008 Postage 350 500 500
100-1300-350-52009 Small Equipment 470 600 600
100-1300-350-52015 Vehicle Fuel 1,209 1,300 1,400
100-1300-350-53003 Repairs and Maintenance 141 300 300
100-1300-350-53008 Vehicle Repairs & Maint. 1,554 1,200 2,000 100-1300-350-53010 Computer/Desktop Equipment Supplies 0 577 577 100-1300-350-54001 Office Equip/Computer Rep 2,709 0 0
100-1300-350-55003 Communications 1,366 2,840 0
100-1300-350-57001 P&R Marketing and Advertising 1,651 2,500 2,700 100-1300-350-57004 Computer Support 10,374 7,695 0
100-1300-350-57009 Insurance 6,271 5,473 8,620
100-1300-350-57011 Lease Payments 211 212 212
100-1300-350-57015 Printing and Publishing 524 700 1,000 100-1300-350-57016 Professional Services 0 2,000 25,000 100-1300-350-57053 Software/Website 0 329 0
100-1300-350-62003 Credit Card Proces. Fee 1,810 800 2,000 100-1300-350-63010 Vehicle Replacement 7,484 0 0
350 - Recreation Total: 262,382 177,984 287,236
360 - Adult Sports
100-1300-360-31008 Recreation Fees 7,630 9,200 10,000
100-1300-360-52005 Recreation Programs 5,406 5,250 5,000 360 - Adult Sports Surplus (Deficit): 2,224 3,950 5,000 365 - Youth Programs
100-1300-365-31008 Recreation Fees 19,585 14,700 20,000 100-1300-365-31040 Rec Program Discounts -244 -150 -150 100-1300-365-52005 Recreation Programs 11,526 8,000 10,000 365 - Youth Programs Surplus (Deficit): 7,815 6,550 9,850 370 - Adult Programs
100-1300-370-31008 Recreation Fees 17,390 7,950 8,000
100-1300-370-52005 Recreation Programs 13,614 4,200 4,000 370 - Adult Programs Surplus (Deficit): 3,776 3,750 4,000 375 - Special Events
100-1300-375-31008 Recreation Fees 14,341 3,000 8,000
100-1300-375-31040 Special Events Discounts -55 -150 -150 100-1300-375-39001 Donations 1,000 1,800 1,800
100-1300-375-52005 Recreation Programs 2,906 3,350 3,000 375 - Special Events Surplus (Deficit): 12,381 1,300 6,650 390 - Buellton Partnership
221 222
2019-2020
Actuals
2020-2021
Total Budget
2021-2022
Total Budget
100-1300-390-31008 Recreation Fees 7,129 10,000 5,000
100-1300-390-31024 Buellton Recreation Reimb 11,532 3,500 2,000 100-1300-390-52005 Recreation Programs 999 4,000 3,000
100-1300-390-71010 Buellton - Reimbursement of Revenues 8,392 10,000 6,000 390 - Buellton Partnership Surplus (Deficit): 9,269 -500 -2,000 700 - Street Trees
100-1300-700-57023 Street Tree Planting/Mgmt 0 40,000 0 700 - Street Trees Total: 0 40,000 0
Fund: 100 - GENERAL FUND Surplus (Deficit): -1,128,091 -603,096 -66,861 Department: 1300 - Parks and Recreation Surplus (Deficit): -1,128,091 -603,096 -66,861 222 223
2019-2020
Actuals
2020-2021
Total Budget
2021-2022
Total Budget
Department: 1400 - Administration / Marketing and Tourism Fund: 100 - GENERAL FUND
400 - Tourism Activities
100-1400-400-43020 TBID - Admin. Reimbursement 7,550 10,000 10,000 100-1400-400-55002 Water and Sewer Charges 2,492 2,500 2,500 100-1400-400-57005 Custodial 123,089 140,000 0
100-1400-400-57018 Sidewalk Cleaning 11,327 25,000 0
100-1400-400-57029 Village Planter Maint. 28,113 0 0
100-1400-400-59010 Tourism/Marketing Expense 870,764 383,583 585,915 100-1400-400-59015 Danish Days 30,000 0 0
100-1400-400-70704 Centennial Plaza 0 0 0
100-1400-400-70707 Street Light Banners 21,490 1,800 0
400 - Tourism Activities Surplus (Deficit): -1,079,725 -542,883 -578,415 410 - Tourism Events
100-1400-410-41003 Tourism Revenues 91,058 100,000 0
410 - Tourism Events Total: 91,058 100,000 0
Fund: 100 - GENERAL FUND Surplus (Deficit): -988,666 -442,883 -578,415 Fund: 700 - SYV - TOURISM BUS IMP DIST
400 - Tourism Activities
700-1400-400-43001 Tourism Bus Imp Dist Assmt 349,760 470,000 470,000 700-1400-400-59016 SYVTBID Payments 362,859 470,000 470,000 700-1400-400-61003 City Admin Fee 7,550 10,000 10,000
400 - Tourism Activities Surplus (Deficit): -20,649 -10,000 -10,000 Fund: 700 - SYV - TOURISM BUS IMP DIST Surplus (Deficit): -20,649 -10,000 -10,000 Department: 1400 - Tourism Surplus (Deficit): -1,009,316 -452,883 -588,415 223 224
2019-2020
Actuals
2020-2021
Total Budget
2021-2022
Total Budget
Department: 1600 - Public Works / Maintenance
Fund: 100 - GENERAL FUND
300 - Administration
100-1600-300-51000 Salaries 0 0 102,236
100-1600-300-51002 FICA 0 0 10,371
100-1600-300-51005 Cafeteria Plan 0 0 19,887
100-1600-300-51008 Workers' Comp Ins. 0 0 6,281
100-1600-300-51009 Employee Medical Exams 0 0 125
100-1600-300-51010 Employee Screening 0 0 50
100-1600-300-51012 Education 0 0 1,000
100-1600-300-51014 Safety Gear 0 0 500
100-1600-300-51017 Workers' Comp Ins-Retrospective Bal Pmt 0 0 -305 100-1600-300-51019 Long Term Disability 0 0 460
100-1600-300-51022 Retirement - PERS PEPRA ER Cost 0 0 7,428 100-1600-300-51030 Housing Allowance 0 0 9,600
100-1600-300-51035 Overtime 0 0 4,372
100-1600-300-51040 Specialty Pays 0 0 1,654
100-1600-300-52003 Supplies 0 0 200
100-1600-300-52008 Postage 0 0 250
100-1600-300-52015 Vehicle Fuel 0 0 6,000
100-1600-300-53008 Vehicle Repairs & Maint. 0 0 2,300
100-1600-300-53010 Computer/Desktop Equipment 0 0 676
100-1600-300-57009 Insurance 0 0 6,566
100-1600-300-57011 Lease Payments 0 0 278
100-1600-300-63005 Capital Equipment 0 0 41,000
100-1600-300-63010 Vehicle Replacement 0 0 35,611
300 - Administration Total: 0 0 256,540
310 - HCA Park
100-1600-310-52003 Supplies 0 0 5,000
100-1600-310-52009 Small Equipment 0 0 650
100-1600-310-52015 Vehicle Fuel 0 0 50
100-1600-310-53003 Repairs and Maintenance 0 0 17,000
100-1600-310-55001 Utilities 0 0 1,000
100-1600-310-55002 Water and Sewer Charges 0 0 33,000
100-1600-310-57009 Insurance 0 0 1,548
100-1600-310-57023 Tree Maintenance 0 0 10,000
100-1600-310-57031 Weed Abatement 0 0 21,000
100-1600-310-57057 Pest Management 0 0 4,500
310 - HCA Park Total: 0 0 93,748
320 - Solvang Park
100-1600-320-52003 Supplies 0 0 20,000
100-1600-320-53003 Repairs and Maintenance 0 0 6,500
100-1600-320-55001 Utilities 0 0 1,800
100-1600-320-55002 Water and Sewer Charges 0 0 24,000
100-1600-320-57009 Insurance 0 0 456
100-1600-320-57023 Tree Maintenance 0 0 2,500
320 - Solvang Park Total: 0 0 55,256
330 - Sunny Fields
100-1600-330-52003 Supplies 0 0 6,000
100-1600-330-52009 Small Equipment 0 0 600
100-1600-330-53003 Repairs and Maintenance 0 0 16,000
100-1600-330-55001 Utilities 0 0 1,200
100-1600-330-55002 Water and Sewer Charges 0 0 25,000
100-1600-330-57009 Insurance 0 0 1,070
100-1600-330-57023 Tree Maintenance 0 0 3,500
100-1600-330-57057 Pest Management 0 0 7,500
100-1600-330-57060 Turf Repair 0 0 6,000
330 - Sunny Fields Total: 0 0 66,870
340 - Common Areas
100-1600-340-53003 Repairs and Maintenance 0 0 10,000
100-1600-340-55001 Utilities 0 0 150
100-1600-340-55002 Water and Sewer Charges 0 0 1,200
100-1600-340-57029 Village Planter Maint. 0 0 33,000
340 - Common Areas Total: 0 0 44,350
400 - Tourism Activities
100-1600-400-57005 Custodial-Restrooms 0 0 151,000
100-1600-400-57018 Sidewalk Cleaning 0 0 25,000
100-1600-400-70707 Street Light Banners 0 0 1,800
400 - Tourism Activities Total: 0 0 177,800
600 - PW - Engineering
224 225
2019-2020
Actuals
2020-2021
Total Budget
2021-2022
Total Budget
100-1600-600-31035 Development Fees 603 0 0
100-1600-600-35001 Grant-Recycling 5,000 5,000 5,000
100-1600-600-38001 Miscellaneous Income 9,665 250 250
100-1600-600-41000 Special Events Revenue 1,750 3,000 3,000 100-1600-600-43012 LLMD Admin Reimbursement 7,500 7,500 12,000 100-1600-600-51000 Salaries 75,637 46,360 43,021
100-1600-600-51002 FICA 5,575 3,896 3,676
100-1600-600-51003 Retirement 2,062 1,641 1,576
100-1600-600-51005 Cafeteria Plan 7,704 4,238 3,559
100-1600-600-51008 Workers' Comp Ins. 5,111 3,836 2,565 100-1600-600-51010 Employee Screening 227 0 0
100-1600-600-51012 Education 2,250 2,900 3,000
100-1600-600-51014 Safety Gear 150 260 260
100-1600-600-51017 Workers' Comp Ins-Retrospective Bal Pm -646 553 -132 100-1600-600-51019 Long Term Disability 257 163 149
100-1600-600-51020 Retirement - ER Pd 8% EE Share 3,904 2,423 2,398 100-1600-600-51021 Retirement - PERS UAL 11,134 5,588 11,427 100-1600-600-51022 Retirement - PERS PEPRA ER Cost 1,344 1,060 840 100-1600-600-51030 Housing Allowance 3,583 1,260 1,680
100-1600-600-51031 Cell Phone Allowance 121 120 120
100-1600-600-51035 Overtime 31 3,000 86
100-1600-600-51040 Specialty Pays 367 120 120
100-1600-600-52002 Membership Dues 2,225 3,630 3,630
100-1600-600-52003 Supplies 1,274 1,000 1,000
100-1600-600-52008 Postage 355 300 300
100-1600-600-52009 Small Equipment 0 400 400
100-1600-600-52015 Vehicle Fuel 344 700 700
100-1600-600-53003 Repairs and Maintenance 0 200 200
100-1600-600-53008 Vehicle Repairs & Maint. 838 2,000 2,000 100-1600-600-53010 Computer/Desktop Equipment Supplies 0 4,568 4,568 100-1600-600-54001 Office Equip/Computer Rep 1,678 0 0
100-1600-600-55003 Communications 1,196 1,668 0
100-1600-600-57004 Computer Support 4,545 5,598 0
100-1600-600-57009 Insurance 3,477 3,177 2,530
100-1600-600-57011 Lease Payments 81 82 82
100-1600-600-57015 Printing and Publishing 577 2,000 2,000 100-1600-600-57016 Professional Services 4,105 8,500 20,000 100-1600-600-57017 Recycling Grant 0 6,000 6,000
100-1600-600-57053 Software/Website 954 848 0
100-1600-600-63006 Equipment Replacement 0 0 20,969
100-1600-600-63010 Vehicle Replacement 1,038 0 0
100-1600-600-70105 Projects 0 92,000 5,000
600 - PW - Engineering Surplus (Deficit): -110,615 -187,339 -116,474 605 - PW - Maintenance
100-1600-605-43004 Sale of Surplus Property 150 0 0
100-1600-605-51000 Salaries 72,063 101,049 99,973
100-1600-605-51002 FICA 5,300 8,347 9,808
100-1600-605-51003 Retirement 2,527 3,437 3,519
100-1600-605-51005 Cafeteria Plan 15,650 16,786 17,214
100-1600-605-51008 Workers' Comp Ins. 6,009 6,851 6,064 100-1600-605-51010 Employee Screening 149 0 0
100-1600-605-51012 Education 199 750 750
100-1600-605-51014 Safety Gear 294 800 800
100-1600-605-51017 Workers' Comp Ins-Retrospective Bal Pm -879 988 -302 100-1600-605-51019 Long Term Disability 282 350 405
100-1600-605-51020 Retirement - ER Pd 8% EE Share 4,743 4,831 5,257 100-1600-605-51021 Retirement - PERS UAL 13,133 14,108 25,208 100-1600-605-51022 Retirement - PERS PEPRA ER Cost 538 1,250 2,222 100-1600-605-51030 Housing Allowance 5,268 4,320 6,000
100-1600-605-51031 Cell Phone Allowance 60 60 120
100-1600-605-51035 Overtime 1,320 1,768 2,111
100-1600-605-51040 Specialty Pays 2,042 4,216 4,100
100-1600-605-52002 Membership Dues 0 150 150
100-1600-605-52003 Supplies 1,190 600 600
100-1600-605-52008 Postage 175 300 300
100-1600-605-52009 Small Equipment 0 200 200
100-1600-605-52015 Vehicle Fuel 766 1,600 1,600
100-1600-605-53003 Repairs and Maintenance -6 500 500
100-1600-605-53008 Vehicle Repairs & Maint. 2,741 2,500 2,000 225 226
2019-2020
Actuals
2020-2021
Total Budget
2021-2022
Total Budget
100-1600-605-53010 Computer/Desktop Equipment Supplies 0 313 313 100-1600-605-54001 Office Equip/Computer Rep 1,255 0 0
100-1600-605-57004 Computer Support 10,511 7,762 0
100-1600-605-57009 Insurance 5,752 5,674 7,209
100-1600-605-57011 Lease Payments 153 154 154
100-1600-605-57016 Professional Services 0 5,000 5,000
100-1600-605-57052 Temporary Agency Services 24,987 0 0 100-1600-605-57053 Software/Website 0 15,236 0
100-1600-605-63010 Vehicle Replacement 2,356 0 0
605 - PW - Maintenance Surplus (Deficit): -179,804 -212,074 -201,275 610 - Veterans' Memorial Building
100-1600-610-32004 Veteran's Bldg Rental 21,442 34,000 5,000 100-1600-610-51000 Salaries 7,844 0 0
100-1600-610-51002 FICA 607 0 0
100-1600-610-51005 Cafeteria Plan 1,498 0 0
100-1600-610-51008 Workers' Comp Ins. 780 0 0
100-1600-610-51017 Workers' Comp Ins-Retrospective Bal Pm -83 0 0 100-1600-610-51019 Long Term Disability 27 0 0
100-1600-610-51022 Retirement - PERS PEPRA ER Cost 512 0 0 100-1600-610-51030 Housing Allowance 725 0 0
100-1600-610-51035 Overtime 0 0 0
100-1600-610-51040 Specialty Pays 0 0 0
100-1600-610-52003 Supplies 2,591 5,500 5,500
100-1600-610-52009 Small Equipment 0 0 1,500
100-1600-610-53003 Repairs and Maintenance 18,103 6,000 6,000 100-1600-610-55001 Utilities 8,080 8,500 8,800
100-1600-610-55002 Water and Sewer Charges 14,829 16,000 16,000 100-1600-610-57009 Insurance 3,471 0 2,912
100-1600-610-57057 Pest Management 1,718 1,600 2,000
100-1600-610-61009 Permit Fees 149 150 150
610 - Veterans' Memorial Building Surplus (Deficit): -39,409 -3,750 -37,862 620 - City Hall
100-1600-620-52003 Supplies 1,856 1,700 1,800
100-1600-620-53003 Repairs and Maintenance 6,257 7,500 7,500 100-1600-620-55001 Utilities 13,585 8,000 8,000
100-1600-620-55002 Water and Sewer Charges 4,041 4,500 4,500 100-1600-620-61009 Permit Fees 459 900 1,000
620 - City Hall Total: 26,198 22,600 22,800
630 - Municipal Annex
100-1600-630-52003 Supplies 2,048 1,700 1,800
100-1600-630-53003 Repairs and Maintenance 2,036 1,800 1,800 100-1600-630-55001 Utilities 6,678 7,000 7,000
100-1600-630-55002 Water and Sewer Charges 1,486 1,600 1,600 100-1600-630-57009 Insurance 975 0 2,232
630 - Municipal Annex Total: 13,223 12,100 14,432
640 - Elverhoj
100-1600-640-52003 Supplies 0 0 0
640 - Elverhoj Total: 0 0 0
650 - Visitors' Center
100-1600-650-52003 Supplies 0 200 200
100-1600-650-53003 Repairs and Maintenance 208 5,000 5,000 100-1600-650-55001 Utilities 1,126 1,600 1,600
100-1600-650-57009 Insurance 316 0 180
650 - Visitors' Center Total: 1,650 6,800 6,980
670 - Restroom #1
100-1600-670-52003 Supplies 13,095 16,000 16,000
100-1600-670-53003 Repairs and Maintenance 876 3,500 3,500 100-1600-670-55001 Utilities 1,738 1,200 3,000
100-1600-670-55002 Water and Sewer Charges 13,552 27,000 18,000 100-1600-670-57009 Insurance 324 0 389
670 - Restroom #1 Total: 29,585 47,700 40,889
680 - Restroom #3
100-1600-680-52003 Supplies 7,782 10,000 10,000
100-1600-680-53003 Repairs and Maintenance 698 1,300 1,300 100-1600-680-55001 Utilities 2,117 1,600 4,000
100-1600-680-55002 Water and Sewer Charges 5,573 7,800 7,800 100-1600-680-57009 Insurance 215 0 223
680 - Restroom #3 Total: 16,384 20,700 23,323
690 - Roads
226 227
2019-2020
Actuals
2020-2021
Total Budget
2021-2022
Total Budget
100-1600-690-35029 Grant Revenue 0 35,000 0
100-1600-690-43020 Transfer In From Gas Tax/Traffic Safety Fund 126,172 126,172 126,172 100-1600-690-51002 FICA 12,216 15,193 18,525
100-1600-690-51003 Retirement 4,932 5,874 5,303
100-1600-690-51005 Cafeteria Plan 36,106 29,573 39,352
100-1600-690-51008 Workers' Comp Ins. 13,778 12,577 10,989 100-1600-690-51010 Employee Screening 17 0 0
100-1600-690-51012 Education 0 500 500
100-1600-690-51014 Safety Gear 612 800 800
100-1600-690-51017 Workers' Comp Ins-Retrospective Bal Pm -1,791 1,814 -541 100-1600-690-51019 Long Term Disability 693 661 766
100-1600-690-51020 Retirement - ER Pd 8% EE Share 9,232 8,619 8,118 100-1600-690-51021 Retirement - PERS UAL 25,225 24,578 37,997 100-1600-690-51022 Retirement - PERS PEPRA ER Cost 2,957 2,935 5,487 100-1600-690-51030 Housing Allowance 11,795 7,920 12,000 100-1600-690-51031 Cell Phone Allowance 60 60 120
100-1600-690-51035 Overtime 2,490 3,657 4,030
100-1600-690-51040 Specialty Pays 4,084 7,722 8,174
100-1600-690-52002 Membership Dues 1,500 150 150
100-1600-690-52003 Supplies 14,002 16,000 16,000
100-1600-690-52009 Small Equipment 2,013 1,000 3,000
100-1600-690-52013 Trash Receptacles 3,620 0 5,000
100-1600-690-52015 Vehicle Fuel 4,517 6,000 6,000
100-1600-690-53003 Repairs and Maintenance 8,775 29,000 15,000 100-1600-690-53007 Highway Entrance Signs 2,326 2,200 2,200 100-1600-690-53008 Vehicle Repairs & Maint. 1,323 4,500 4,500 100-1600-690-53010 Computer/Desktop Equipment Supplies 0 600 600 100-1600-690-54001 Office Equip/Computer Rep 2,548 0 0
100-1600-690-55003 Communications 453 1,770 0
100-1600-690-55006 Street Light Power 68,969 60,000 63,000 100-1600-690-57004 Computer Support 18,195 9,669 0
100-1600-690-57009 Insurance 9,899 10,417 11,062
100-1600-690-57011 Lease Payments 308 310 310
100-1600-690-57016 Professional Services 5,000 20,000 0 100-1600-690-57019 Sidewalk Grinding 40,008 40,000 40,000 100-1600-690-57048 Traffic Counts 0 15,000 0
100-1600-690-57050 Mapping 0 13,500 0
100-1600-690-57053 Software/Website 0 479 0
100-1600-690-63005 Capital Equipment 0 0 12,000
100-1600-690-63006 Equipment Replacement 9,113 9,113 0
100-1600-690-63010 Vehicle Replacement 10,737 0 0
100-1600-690-70105 Projects 86,652 111,000 0
690 - Roads Surplus (Deficit): -457,003 -464,021 -384,390 700 - Street Trees
100-1600-700-51000 Salaries 28,575 41,400 60,170
100-1600-700-51002 FICA 2,015 4,174 5,667
100-1600-700-51003 Retirement 982 1,718 2,261
100-1600-700-51005 Cafeteria Plan 6,871 8,332 8,893
100-1600-700-51008 Workers' Comp Ins. 2,451 3,425 3,619 100-1600-700-51012 Education 0 500 500
100-1600-700-51014 Safety Gear 95 1,000 1,000
100-1600-700-51017 Workers' Comp Ins-Retrospective Bal Pm -359 494 -184 100-1600-700-51019 Long Term Disability 116 175 226
100-1600-700-51020 Retirement - ER Pd 8% EE Share 1,843 2,159 3,240 100-1600-700-51021 Retirement - PERS UAL 5,036 7,054 16,303 100-1600-700-51022 Retirement - PERS PEPRA ER Cost 269 625 1,111 100-1600-700-51030 Housing Allowance 2,147 2,160 3,120
100-1600-700-51031 Cell Phone Allowance 30 30 120
100-1600-700-51035 Overtime 455 884 803
100-1600-700-51040 Specialty Pays 798 2,108 1,733
100-1600-700-52002 Membership Dues 0 60 60
100-1600-700-52003 Supplies 1 1,000 1,000
100-1600-700-52009 Small Equipment 0 0 1,000
100-1600-700-52012 Tree Lights 10,365 10,000 10,000
100-1600-700-52015 Vehicle Fuel 0 1,500 1,500
100-1600-700-53003 Repairs and Maintenance 1,990 2,000 2,000 100-1600-700-53008 Vehicle Repairs & Maint. 0 1,200 1,200 100-1600-700-53010 Computer/Desktop Equipment Supplies 0 99 99 100-1600-700-54001 Office Equip/Computer Rep 531 0 0
227 228
2019-2020
Actuals
2020-2021
Total Budget
2021-2022
Total Budget
100-1600-700-55003 Communications 145 436 0
100-1600-700-57004 Computer Support 3,201 2,020 0
100-1600-700-57009 Insurance 1,913 2,837 3,521
100-1600-700-57011 Lease Payments 65 66 66
100-1600-700-57023 Street Tree Management 43,327 40,000 70,000 100-1600-700-57053 Software/Website 0 100 0
700 - Street Trees Total: 122,582 147,556 209,028
710 - PW - Parking Lots
100-1600-710-31037 Elec Charg Stn Revenue 5,136 1,800 6,000 100-1600-710-32003 Lease Income 1,001 0 0
100-1600-710-53003 Repairs and Maintenance 3,947 2,500 2,500 100-1600-710-55001 Utilities 8,481 7,600 7,600
100-1600-710-57051 Electric Vehicle Charging Stations 1,837 6,000 2,000 100-1600-710-70105 Projects 550 40,000 0
710 - PW - Parking Lots Surplus (Deficit): -8,678 -54,300 -6,100 228 229
Department: 1600 - Public Works / Stormwater
Fund: 100 - GENERAL FUND
720 - Storm Water Program
100-1600-720-43020 Transfer In from Local Transportation 30,000 30,000 35,000 100-1600-720-51000 Salaries 69,171 79,454 84,218
100-1600-720-51002 FICA 4,756 7,299 7,842
100-1600-720-51003 Retirement 1,065 1,818 2,070
100-1600-720-51005 Cafeteria Plan 10,208 10,694 12,098
100-1600-720-51008 Workers' Comp Ins. 5,378 6,574 5,096 100-1600-720-51012 Education 964 2,000 2,000
100-1600-720-51014 Safety Gear 78 0 0
100-1600-720-51015 Uniforms 0 0 200
100-1600-720-51017 Workers' Comp Ins-Retrospective Bal Pm -695 948 -255 100-1600-720-51019 Long Term Disability 276 335 334
100-1600-720-51020 Retirement - ER Pd 8% EE Share 2,001 2,314 2,934 100-1600-720-51021 Retirement - PERS UAL 5,842 7,100 14,960 100-1600-720-51022 Retirement - PERS PEPRA ER Cost 2,909 3,244 3,127 100-1600-720-51030 Housing Allowance 4,190 3,240 4,560
100-1600-720-51031 Cell Phone Allowance 60 60 120
100-1600-720-51035 Overtime 325 975 804
100-1600-720-51040 Specialty Pays 698 1,604 1,357
100-1600-720-52002 Membership Dues 380 750 800
100-1600-720-52003 Supplies 0 200 200
100-1600-720-52008 Postage 0 700 700
100-1600-720-52009 Small Equipment 0 200 200
100-1600-720-53003 Repairs and Maintenance 0 100 25,000 100-1600-720-53010 Computer/Desktop Equipment Supplies 0 170 170 100-1600-720-54001 Office Equip/Comp Replacement 836 0 0 100-1600-720-55003 Communications 14 491 0
100-1600-720-57004 Computer Support 4,962 3,463 0
100-1600-720-57009 Insurance 3,704 5,445 4,958
100-1600-720-57011 Lease Payments 110 111 111
100-1600-720-57016 Professional Services - SWMP 76,639 92,000 92,000 100-1600-720-57022 Street Sweeping 35,297 40,000 40,000 100-1600-720-57028 Underground Alert 147 125 125
100-1600-720-57053 Software/Website 0 3,172 0
100-1600-720-57058 Lab Fees and Stormwater Monitoring 0 5,000 5,000 100-1600-720-57059 Public Outreach/Education 2,581 4,000 4,000 100-1600-720-61007 Storm Water Permit 5,692 6,200 6,200 100-1600-720-70614 Storm Drain Improvements 33,790 30,000 0 100-1600-720-70937 Annual Stormwater Report 3,004 5,000 5,000 720 - Storm Water Program Surplus (Deficit): -244,381 -294,787 -290,929 Fund: 100 - GENERAL FUND Surplus (Deficit): -1,249,512 -1,473,727 -2,037,865 Fund: 300 - CAPITAL PROJECTS FUND
600 - PW - Engineering
300-1600-600-70105 Projects -GEN FUND 0 0 1,415,000
600 - PW - Engineering Total: 0 0 1,415,000
850 - Federal Funding
300-1600-850-42001 Interest Income -478 1,100 1,100
300-1600-850-43019 Transfers In 0 795,000 0
850 - Federal Funding Total: -478 796,100 1,100
Fund: 300 - CAPITAL PROJECTS FUND Surplus (Deficit): -478 796,100 -1,413,900 Department: 1600 - Public Works/Engineering Surplus (Deficit): -1,249,991 -677,627 -3,462,945 229 230
2019-2020
Actuals
2020-2021
Total Budget
2021-2022
Total Budget
Fund: 2000 - Traffic Safety
Fund: 201 - TRAFFIC SAFETY
800 - Traffic Safety
201-2000-800-31021 Fines & Forfeitures 9,501 10,000 5,000 201-2000-800-42001 Interest Income 147 50 50
201-2000-800-64001 Rds Exp tx to Gen Fund 8,050 8,050 5,050 800 - Traffic Safety Surplus (Deficit): 1,598 2,000 0
Fund: 201 - TRAFFIC SAFETY Surplus (Deficit): 1,598 2,000 0 Fund: 800 - GEN'L FIXED ASST ACCT GRP
800 - Traffic Safety
800-2000-800-80003 Traffic Safety - Capitalized Assets 145,516 0 0 800 - Traffic Safety Total: 145,516 0 0
Fund: 800 - GEN'L FIXED ASST ACCT GRP Total: 145,516 0 0 Department: 2000 - Traffic Safety Surplus (Deficit): 147,114 2,000 0 230 231
2019-2020
Actuals
2020-2021
Total Budget
2021-2022
Total Budget
Fund: 2100 - Gas Tax
Fund: 202 - GAS TAX
801 - Gas Tax
202-2100-801-35008 Section 2105 Strts & Hwys 29,699 32,105 32,105 202-2100-801-35009 Sect 2106-Collier Unruh 19,705 21,257 21,257 202-2100-801-35010 Sect 2107-Gas Tax 37,500 42,159 42,159 202-2100-801-35011 Sect 2107.5 2,000 2,000 2,000
202-2100-801-35026 Section 2103 40,145 49,219 49,219
202-2100-801-42001 Interest Income 2,964 1,450 1,450
202-2100-801-64001 Rds Exp tx to Genl Fund 118,122 118,122 118,122 801 - Gas Tax Surplus (Deficit): 13,891 30,068 30,068
810 - Gas Tax - RMRA
202-2100-810-35032 Road Maintenance and Rehabilitation 109,802 107,259 113,789 202-2100-810-35033 Traffic Congestion Relief 6,545 6,508 6,508 202-2100-810-70105 RMRA Projects 0 10 0
810 - Gas Tax - RMRA Surplus (Deficit): 116,347 113,757 120,297 Fund: 202 - GAS TAX Surplus (Deficit): 130,238 143,825 150,365 Fund: 300 - CAPITAL PROJECTS FUND
801 - Gas Tax
300-2100-801-70105 Projects -GAS TAX-RMRA 0 0 310,000
801 - Gas Tax Total: 0 0 310,000
Fund: 300 - CAPITAL PROJECTS FUND Total: 0 0 310,000
Department: 2100 - Gas Tax Surplus (Deficit): 130,238 143,825 -159,635 231 232
2019-2020
Actuals
2020-2021
Total Budget
2021-2022
Total Budget
Fund: 2200 - Local Transportation
Fund: 203 - LOCAL TRANSPORTATION
802 - Local Transportation
203-2200-802-35013 99234 Pedestrian & Bkwys 5,095 4,408 4,408 203-2200-802-35018 LSTP Funding 81,852 79,795 79,795
203-2200-802-42001 Interest Income 3,866 522 522
203-2200-802-64001 Transfer Out to General Fund 30,000 50,000 35,000 802 - Local Transportation Surplus (Deficit): 60,813 34,725 49,725 Fund: 203 - LOCAL TRANSPORTATION Surplus (Deficit): 60,813 34,725 49,725 Department: 2200 - Local Transportation Surplus (Deficit): 60,813 34,725 49,725 232 233
2019-2020
Actuals
2020-2021
Total Budget
2021-2022
Total Budget
Fund: 2500 - Measure A
Fund: 204 - MEASURE A
803 - Measure A
204-2500-803-30002 Sales Tax 398,218 1,002,739 395,688
204-2500-803-35005 DAR Subsidy 0 3,000 3,000
204-2500-803-42001 Interest Income 11,266 593 593
204-2500-803-70105 Projects/Misc. Repairs 37,734 0 0
204-2500-803-70605 Overlay-Crack Seal 172,077 0 0
204-2500-803-70608 Sidewalk Infill and Repair 5,000 0 0 803 - Measure A Surplus (Deficit): 194,673 1,000,332 393,281 Fund: 204 - MEASURE A Surplus (Deficit): 194,673 1,000,332 393,281 Fund: 300 - CAPITAL PROJECTS FUND
803 - Measure A
300-2500-803-70105 Projects -MEASURE A 0 0 1,218,000
803 - Measure A Total: 0 0 1,218,000
Fund: 300 - CAPITAL PROJECTS FUND Total: 0 0 1,218,000
Fund: 800 - GEN'L FIXED ASST ACCT GRP
803 - Measure A
800-2500-803-80003 Measure A - Capitalized Assets 5,000 0 0 803 - Measure A Total: 5,000 0 0
Fund: 800 - GEN'L FIXED ASST ACCT GRP Total: 5,000 0 0
Department: 2500 - Measure A Surplus (Deficit): 199,673 1,000,332 -824,719 233 234
2019-2020
Actuals
2020-2021
Total Budget
2021-2022
Total Budget
Fund: 2600 - AB 1600 Impact Fees
Fund: 200 - GOVERNMENT IMPACT FEES
000 - Undesignated
200-2600-000-31006 Parking In Lieu 1,821 25,472 25,472
200-2600-000-31011 Traffic Mitigation Fees 3,067 3,067 3,067 200-2600-000-31027 Skytt Mesa Park Fee 0 0 0
200-2600-000-35029 Grant Revenue 0 270,000 0
200-2600-000-42001 Interest Income 47,537 18,424 18,424 200-2600-000-64003 Transfers out 0 795,000 0
200-2600-000-70105 Projects 34,539 40,000 5,000
200-2600-000-70506 HCA Improvement (Impact Fee) 5,738 5,000 5,000 200-2600-000-70936 Mission Drive Improvements 20,168 0 0 200-2600-000-70947 Fifth Street Sidewalk Project 96,319 0 0 200-2600-000-70949 Second Street Parcel 92,983 0 0
000 - Undesignated Surplus (Deficit): -197,322 -523,037 36,963 Fund: 200 - GOVERNMENT IMPACT FEES Surplus (Deficit): -197,322 -523,037 36,963 Fund: 300 - CAPITAL PROJECTS FUND
805 - Impact Fees - Affordable Housing
300-2600-805-70105 Projects -IMPACT FEES 0 795,000 72,000 805 - Impact Fees - Affordable Housing Total: 0 795,000 72,000 Fund: 300 - CAPITAL PROJECTS FUND Total: 0 795,000 72,000 Fund: 800 - GEN'L FIXED ASST ACCT GRP
805 - Impact Fees - Affordable Housing
800-2600-805-80003 Impact Fee Fund - Capitalized Assets 20,168 0 0 805 - Impact Fees - Affordable Housing Total: 20,168 0 0 Fund: 800 - GEN'L FIXED ASST ACCT GRP Total: 20,168 0 0 Department: 2600 - AB 1600 Impact Fees Surplus (Deficit): -177,154 -1,318,037 -35,037 234 235
2019-2020
Actuals
2020-2021
Total Budget
2021-2022
Total Budget
Fund: 3000 - Vehicle Pool
Fund: 600 - VEHICLE/EQUIPMENT POOL
000 - Undesignated
600-3000-000-40001 Contrib-Water Veh 14,339 14,339 0
600-3000-000-40002 Contrib-San Swr Veh 41,942 41,942 0
600-3000-000-40003 Contrib-WWTP Veh 11,801 11,801 0
600-3000-000-40005 Contrib-Genl Fund Veh 32,206 32,206 0 600-3000-000-40006 Contrib-GF Equip Replacement 16,202 16,202 0 600-3000-000-40007 Contrib-Water equip replc 15,189 15,189 0 600-3000-000-40008 Contrib-San Swr Equip Rep 5,133 5,133 0 600-3000-000-40009 Contrib-WWTP Equip Replcm 6,915 6,915 0 600-3000-000-40011 Contrib-GF office equip 22,184 22,184 0 600-3000-000-40012 Contrib-Water Office Equp 4,362 4,362 0 600-3000-000-40013 Contrib-SWR/WWTP Office Equip 5,702 5,702 0 600-3000-000-42001 Interest Income 37,905 7,991 7,991
600-3000-000-43019 Transfers In 102,992 102,992 216,811 600-3000-000-62009 Depreciation Expense 64,081 35,000 35,000 600-3000-000-64003 Transfers out 0 802,000 95,000
000 - Undesignated Surplus (Deficit): 252,791 -550,042 94,802 Fund: 600 - VEHICLE/EQUIPMENT POOL Surplus (Deficit): 252,791 -550,042 94,802 Department: 3000 - Vehicle Pool Surplus (Deficit): 252,791 -550,042 94,802 235 236
2019-2020
Actuals
2020-2021
Total Budget
2021-2022
Total Budget
Fund: 3500 - Solvang Mesa LLMD
Fund: 205 - SKYTT MESA LLMD
804 - Skytt Mesa LLMD
205-3500-804-30008 Property Tax-Misc. 206,859 214,968 219,024 205-3500-804-42001 Interest Income 7,181 1,500 1,500
205-3500-804-53003 Repairs and Maintenance 30,928 15,000 15,000 205-3500-804-53005 Open Space/Landscape Mt 82,661 82,000 84,000 205-3500-804-55001 Utilities 5,815 500 6,000
205-3500-804-55002 Water and Sewer Charges 60,761 82,000 84,000 205-3500-804-55006 Street Light Power 651 3,000 0
205-3500-804-55012 Backflow Prevention 0 2,450 2,450
205-3500-804-57016 Professional Services 5,000 5,000 5,000 205-3500-804-61002 County Admin Fee 0 200 200
205-3500-804-61003 City Admin Fee 7,500 12,000 12,000
205-3500-804-70105 Special Projects 0 5,000 7,000
205-3500-804-70224 Detention Basin Veg Maint 3,800 6,000 6,000 804 - Skytt Mesa LLMD Surplus (Deficit): 16,924 3,318 -1,126 Fund: 205 - SKYTT MESA LLMD Surplus (Deficit): 16,924 3,318 -1,126 Department: 3500 - Solvang Mesa LLD Surplus (Deficit): 16,924 3,318 -1,126 236 237
2019-2020
Actuals
2020-2021
Total Budget
2021-2022
Total Budget
Department: 5000 - Public Works / Transit
Fund: 502 - TRANSIT FUND
850 - Federal Funding
502-5000-850-35005 DAR Subsidy 3,000 4,000 4,000
502-5000-850-35012 Section 5311 FTA 202,240 213,045 213,045 502-5000-850-35015 99260 Transit Article 4 537,998 654,635 647,879 502-5000-850-35020 Specialized Transit 12,910 12,700 13,275 502-5000-850-35021 Fare Box Revenue 47,762 53,000 35,000 502-5000-850-35028 PTMISEA-Transit 139,651 0 0
502-5000-850-35035 Measure A Transit - Elderly & Disabled 0 13,150 0 502-5000-850-38001 Miscellaneous Income 0 30,718 0
502-5000-850-42001 Interest Income 31,903 16,000 11,000 502-5000-850-43004 Sale of Surplus Property 0 0 15,000
502-5000-850-43020 Transf from Spec Revenue 0 3,000 3,000 502-5000-850-52002 Membership Dues 535 560 570
502-5000-850-52003 Supplies 53 250 250
502-5000-850-52008 Postage 574 3,900 4,000
502-5000-850-52009 Small Equipment 1,125 600 800
502-5000-850-52015 Vehicle Fuel 71,603 100,000 105,000
502-5000-850-53003 Repairs and Maintenance 0 2,500 3,000 502-5000-850-53008 Vehicle Repairs & Maint. 4,333 12,000 10,000 502-5000-850-55001 Utilities 0 1,600 1,800
502-5000-850-55003 Communications 1,260 3,500 0
502-5000-850-56002 Breeze 200 25,122 42,000 0
502-5000-850-56003 Wine Country Express 21,667 28,000 29,000 502-5000-850-56010 Transit Contract 505,395 539,000 629,830 502-5000-850-57001 Marketing & Advertising 19,032 32,000 34,000 502-5000-850-57009 Insurance 96 0 124
502-5000-850-57011 Lease Payments 6,540 6,540 6,900
502-5000-850-57015 Printing and Publishing 4,081 8,500 8,500 502-5000-850-57016 Professional Services 26,832 44,000 43,000 502-5000-850-57026 Studies/Transit 8,242 0 45,000
502-5000-850-57053 Software/Website 811 800 0
502-5000-850-57054 Demonstration Project - Transit 85,327 78,645 0 502-5000-850-62009 Depreciation Expense 119,655 115,000 115,000 502-5000-850-63005 Capital Equipment 171,218 0 0
502-5000-850-70285 Bus Stops/Signage 0 500 500
502-5000-850-71002 Overhead Contribution 60,359 62,170 64,035 502-5000-850-71003 Loss on Disposal of Assts 19,790 0 0 502-5000-850-80004 Capitalized Assets (Contra Account) -171,218 0 0 850 - Federal Funding Surplus (Deficit): -6,969 -81,817 -159,110 860 - State Funding
502-5000-860-43026 CARES Act Emergency Relief 0 0 0
860 - State Funding Total: 0 0 0
Fund: 502 - TRANSIT FUND Surplus (Deficit): -6,969 -81,817 -158,986 Fund: 805 - TRANSIT CAPITAL FUNDS
850 - Federal Funding
805-5000-850-70105 Projects -TRANSIT 0 223,000 160,000
850 - Federal Funding Total: 0 223,000 160,000
Fund: 805 - TRANSIT CAPITAL FUNDS Total: 0 223,000 160,000 Department: 5000 - Transit Surplus (Deficit): -6,969 -304,817 -318,986 237 238
2019-2020
Actuals
2020-2021
Total Budget
2021-2022
Total Budget
Department: 5100 - Utilities / Water
Fund: 500 - WATER FUND
105 - Retiree Costs
500-5100-105-51004 Other Post Emp Benefits - TRUST 0 0 4,468 500-5100-105-51005 Retiree Medical/Dental/Life 0 0 8,915 105 - Retiree Costs Total: 0 0 13,383
501 - Water
500-5100-501-31022 Connection Fees 4,707 78,654 41,010
500-5100-501-31023 Inspection Fees 118 500 100
500-5100-501-32003 Lease Income 20,085 18,000 18,000
500-5100-501-36003 Water Revenue 2,963,990 2,928,000 2,928,000 500-5100-501-36004 Bulk Water 700 600 600
500-5100-501-36008 Meter Change Fee 0 400 400
500-5100-501-36009 Water Revenue - Consumption 1,813,398 1,450,000 1,600,000 500-5100-501-38001 Miscellaneous Income 2,707 2,000 2,000 500-5100-501-38002 Fines & Penalties 15,519 20,000 15,000 500-5100-501-42001 Interest Income 98,322 58,232 20,000 500-5100-501-43004 Sale of Surplus Property 2,939 0 1,500 500-5100-501-43005 Insurance Refunds 0 0 0
500-5100-501-43008 Collection Acct Recovery 996 500 500 500-5100-501-43019 Transfers In 0 0 55,000
500-5100-501-51000 Salaries 372,699 356,432 393,194
500-5100-501-51002 FICA 29,494 36,358 37,810
500-5100-501-51003 Retirement 82,005 6,592 4,794
500-5100-501-51005 Cafeteria Plan 58,675 51,518 52,907
500-5100-501-51008 Workers' Comp Ins. 20,446 29,491 23,963 500-5100-501-51009 Employee Medical Exams 0 0 0
500-5100-501-51010 Employee Screening 0 0 0
500-5100-501-51011 Recruitment 0 6,000 0
500-5100-501-51012 Education 2,510 5,400 6,000
500-5100-501-51014 Safety Gear 1,060 1,800 1,200
500-5100-501-51017 Workers' Comp Ins-Retrospective Bal Pm -2,860 4,254 -1,182 500-5100-501-51018 CalPERS Liability Reduction 25 0 0
500-5100-501-51019 Long Term Disability 1,292 1,547 1,769 500-5100-501-51020 Retirement - ER Pd 8% EE Share 9,763 9,993 7,558 500-5100-501-51021 Retirement - PERS UAL 19,851 26,738 34,316 500-5100-501-51022 Retirement - PERS PEPRA ER Cost 13,898 16,706 21,705 500-5100-501-51030 Housing Allowance 22,908 17,640 24,720 500-5100-501-51031 Cell Phone Allowance 151 150 300
500-5100-501-51035 Overtime 20,367 0 10,000
500-5100-501-51040 Specialty Pays 6,304 17,084 16,909
500-5100-501-52002 Membership Dues 998 2,000 2,500
500-5100-501-52003 Supplies 20,321 10,450 20,000
500-5100-501-52004 Utility Bill Printing/Supplies 3,296 3,000 3,000 500-5100-501-52008 Postage 5,449 6,400 6,400
500-5100-501-52009 Small Equipment 4,082 2,150 3,000
500-5100-501-52014 Chlorination 14,205 21,500 21,500
500-5100-501-52015 Vehicle Fuel 8,406 7,500 7,500
500-5100-501-53003 Repairs and Maintenance 64,304 63,000 80,000 500-5100-501-53008 Vehicle Repairs & Maint. 8,301 9,500 9,500 500-5100-501-53010 Computer/Desktop Equipment Supplies 14,579 2,167 2,167 500-5100-501-53011 Well Repairs and Maintenance 17,898 25,000 30,000 500-5100-501-54001 Office Equip/Computer Rep 4,362 0 0
500-5100-501-55003 Communications 4,882 8,024 0
500-5100-501-55005 Power for Pumping 118,577 135,000 150,000 500-5100-501-55010 Purchased Water 70,541 575,640 185,640 500-5100-501-55011 State Water Payments 3,077,340 3,108,313 2,990,000 500-5100-501-55013 Ground Water Charges 10,464 15,000 20,000 500-5100-501-57003 Cloud Seeding Program 120 3,000 3,500 500-5100-501-57004 Computer Support 26,700 18,277 0
500-5100-501-57009 Insurance 19,349 24,426 30,938
500-5100-501-57010 Lab Fees 7,764 8,000 8,000
500-5100-501-57011 Lease Payments 464 467 467
500-5100-501-57012 Legal Fees 3,015 3,000 40,000
500-5100-501-57015 Printing and Publishing 1,507 1,500 1,500 500-5100-501-57016 Professional Services 6,762 4,200 20,000 500-5100-501-57021 Special Legal 4,618 40,000 0
500-5100-501-57024 Studies 9,450 124,470 0
500-5100-501-57028 Underground Alert 225 200 200
238 239
2019-2020
Actuals
2020-2021
Total Budget
2021-2022
Total Budget
500-5100-501-57030 Water Meter Replacement 10,635 15,000 10,000 500-5100-501-57052 Temporary Agency Services 19,628 0 0 500-5100-501-57053 Software/Website 180 20,902 0
500-5100-501-57055 Sustainable Groundwater Management 6,166 20,000 20,000 500-5100-501-57064 IT Expenses - Water Fund 0 0 31,665
500-5100-501-61004 Property Taxes 64 90 90
500-5100-501-61009 Permit Fees 14,106 16,500 16,500
500-5100-501-62003 Credit Card Proces. Fee 5,663 6,000 6,000 500-5100-501-62009 Depreciation Expense 359,064 290,000 360,000 500-5100-501-63005 Capital Equipment 0 5,000 5,000
500-5100-501-63006 Equipment Replacement 15,188 15,188 29,289 500-5100-501-63007 Pump-Motor-Impellor Maintenance 8,553 41,000 6,000 500-5100-501-63008 Valve & FH Replacment Program 0 20,000 20,000 500-5100-501-63010 Vehicle Replacement 0 0 60,448
500-5100-501-64003 Transfers out 91,979 111,979 0
500-5100-501-70280 Upland Well Development 6,778 10,000 10,000 500-5100-501-70851 SCADA Upgrades 85,088 30,000 15,000
500-5100-501-70852 River Well Development 0 0 20,000
500-5100-501-70938 Water Conservation Program 2,822 14,000 14,000 500-5100-501-70945 Reservoir 2 Repair Project 0 0 0
500-5100-501-70955 Acquisition of Suspended Table A Water 8,597 10,000 820,000 500-5100-501-71002 Overhead Contribution 286,650 295,249 304,107 500-5100-501-71005 Bad Debt Write Offs 3,273 1,500 1,500 500-5100-501-80004 Capitalized Assets (Contra Account) -93,292 -150,000 0 501 - Water Surplus (Deficit): -94,226 -1,025,409 -1,331,638 Fund: 500 - WATER FUND Surplus (Deficit): -94,226 -1,025,409 -1,352,647 Fund: 600 - VEHICLE/EQUIPMENT POOL
000 - Undesignated
600-5100-000-63006 Equipment Replacement 0 125,000 0
600-5100-000-63010 Vehicle Replacement 0 0 0
000 - Undesignated Total: 0 125,000 0
Fund: 600 - VEHICLE/EQUIPMENT POOL Total: 0 125,000 0
Fund: 803 - WATER CAPITAL PROJECTS
501 - Water
803-5100-501-70105 Projects -WATER 0 20,000 480,000
501 - Water Total: 0 20,000 480,000
Fund: 803 - WATER CAPITAL PROJECTS Total: 0 20,000 480,000 Department: 5100 - Water Surplus (Deficit): -94,226 -1,170,409 -1,825,021 239 240
2019-2020
Actuals
2020-2021
Total Budget
2021-2022
Total Budget
Department: 5200 - Utilities / Sanitary Sewer
Fund: 501 - WASTEWATER FUND
105 - Retiree Costs
501-5200-105-51004 Other Post Emp Benefits - TRUST 0 0 4,468 501-5200-105-51005 Retiree Medical/Dental/Life 0 0 8,915 105 - Retiree Costs Total: 0 0 13,383
502 - Wastewater Collection
501-5200-502-31023 Inspection Fees 197 500 500
501-5200-502-36007 Saddle Taps 235 400 400
501-5200-502-51000 Salaries 126,421 102,391 170,542
501-5200-502-51002 FICA 9,539 10,050 16,934
501-5200-502-51003 Retirement 118,383 4,360 3,795
501-5200-502-51005 Cafeteria Plan 22,033 16,999 32,312
501-5200-502-51008 Workers' Comp Ins. 6,627 8,472 10,400 501-5200-502-51009 Employee Medical Exams 100 300 300
501-5200-502-51012 Education 270 1,800 1,900
501-5200-502-51014 Safety Gear 378 450 350
501-5200-502-51015 Uniforms 0 0 0
501-5200-502-51017 Workers' Comp Ins-Retrospective Bal Pm -1,233 1,222 -513 501-5200-502-51018 CalPERS Liability Reduction 9 0 0
501-5200-502-51019 Long Term Disability 457 449 768
501-5200-502-51020 Retirement - ER Pd 8% EE Share 5,869 6,010 5,444 501-5200-502-51021 Retirement - PERS UAL 11,269 18,486 27,011 501-5200-502-51022 Retirement - PERS PEPRA ER Cost 2,469 1,407 6,989 501-5200-502-51030 Housing Allowance 7,891 4,860 11,520 501-5200-502-51031 Cell Phone Allowance 30 30 120
501-5200-502-51035 Overtime 2,023 3,160 3,153
501-5200-502-51040 Specialty Pays 2,682 4,614 4,614
501-5200-502-52002 Membership Dues 0 200 200
501-5200-502-52003 Supplies 1,715 2,250 2,375
501-5200-502-52004 Utility Bill Printing/Supplies 2,876 3,000 3,000 501-5200-502-52009 Small Equipment 17 4,500 2,850
501-5200-502-52010 Chemicals 0 100 100
501-5200-502-52011 Fuel for Generator 0 180 190
501-5200-502-52015 Vehicle Fuel 4,212 6,480 7,125
501-5200-502-53003 Repairs and Maintenance 5,643 10,000 20,000 501-5200-502-53008 Vehicle Repairs & Maint. 6,262 6,750 7,600 501-5200-502-53010 Computer/Desktop Equipment Supplies 0 1,770 1,770 501-5200-502-54001 Office Equip/Computer Rep 2,128 0 0
501-5200-502-55001 Utilities 1,761 1,550 1,700
501-5200-502-55003 Communications 2,130 2,620 0
501-5200-502-57004 Computer Support 13,358 8,896 0
501-5200-502-57009 Insurance 9,673 7,017 12,938
501-5200-502-57011 Lease Payments 208 209 209
501-5200-502-57015 Printing and Publishing 0 150 150
501-5200-502-57016 Professional Services 0 0 1,000
501-5200-502-57024 Studies 14,288 142,235 0
501-5200-502-57028 Underground Alert 86 200 200
501-5200-502-57053 Software/Website 90 6,412 0
501-5200-502-57064 IT Expenses - Sewer 0 0 11,995
501-5200-502-61009 Permit Fees 2,625 4,000 4,000
501-5200-502-62009 Depreciation Expense 112,842 115,000 115,000 501-5200-502-63005 Capital Equipment 0 4,500 0
501-5200-502-63006 Equipment Replacement 5,133 5,133 2,827 501-5200-502-63010 Vehicle Replacement 41,942 0 37,517
501-5200-502-70930 Manhole Rehab Program 0 0 20,000
501-5200-502-70931 Sewer Line Rehab Program 3,379 0 0
501-5200-502-71002 Overhead Contribution 28,402 29,254 30,131 502 - Wastewater Collection Surplus (Deficit): -573,554 -546,565 -577,616 Fund: 501 - WASTEWATER FUND Surplus (Deficit): -573,554 -546,565 -590,999 Fund: 804 - WWTP CAPITAL PROJECTS
502 - Wastewater Collection
804-5200-502-70105 Projects -SEWER 0 0 120,000
502 - Wastewater Collection Total: 0 0 120,000
Fund: 804 - WWTP CAPITAL PROJECTS Total: 0 0 120,000
Department: 5200 - Sanitary Sewer Surplus (Deficit): -573,554 -546,565 -708,179 240 241
2019-2020
Actuals
2020-2021
Total Budget
2021-2022
Total Budget
Department: 5300 - Utilities / Wastewater
Fund: 501 - WASTEWATER FUND
105 - Retiree Costs
501-5300-105-51004 Other Post Emp Benefits - TRUST 0 0 4,468 501-5300-105-51005 Retiree Medical/Dental/Life 0 0 8,915 105 - Retiree Costs Total: 0 0 13,383
503 - Wastewater Treatment Plant
501-5300-503-31022 Connection Fees 9,347 42,060 14,020
501-5300-503-31023 Inspection Fees 0 300 300
501-5300-503-36005 Sewer Revenue 1,382,957 1,463,110 1,383,000 501-5300-503-38001 Miscellaneous Income 20,131 20,000 500 501-5300-503-38002 Fines & Penalties 5,179 5,000 5,000
501-5300-503-42001 Interest Income 80,964 49,957 15,000 501-5300-503-43005 Insurance Refunds 0 0 0
501-5300-503-43008 Collection Acct Recovery 235 200 200 501-5300-503-43011 SYCSD Reimbursement 352,423 466,000 380,000 501-5300-503-51000 Salaries 406,338 350,019 373,457
501-5300-503-51002 FICA 29,728 34,696 37,537
501-5300-503-51003 Retirement 13,333 17,121 15,267
501-5300-503-51005 Cafeteria Plan 70,907 58,959 72,679
501-5300-503-51008 Workers' Comp Ins. 21,847 28,961 22,828 501-5300-503-51009 Employee Medical Exams 0 450 475
501-5300-503-51012 Education 2,506 4,320 4,560
501-5300-503-51014 Safety Gear 963 1,372 1,377
501-5300-503-51017 Workers' Comp Ins-Retrospective Bal Pm -2,869 4,178 -1,120 501-5300-503-51018 CalPERS Liability Reduction 66 0 0
501-5300-503-51019 Long Term Disability 1,444 1,541 1,680 501-5300-503-51020 Retirement - ER Pd 8% EE Share 25,123 25,849 23,836 501-5300-503-51021 Retirement - PERS UAL 48,215 72,912 108,622 501-5300-503-51022 Retirement - PERS PEPRA ER Cost 1,603 1,760 5,407 501-5300-503-51030 Housing Allowance 22,747 16,200 22,800 501-5300-503-51031 Cell Phone Allowance 90 90 180
501-5300-503-51035 Overtime 8,603 11,654 5,000
501-5300-503-51040 Specialty Pays 9,697 19,412 19,412
501-5300-503-52002 Membership Dues 0 1,500 1,500
501-5300-503-52003 Supplies 7,971 6,840 8,500
501-5300-503-52008 Postage 5,449 5,000 5,000
501-5300-503-52009 Small Equipment 6,782 7,380 2,000
501-5300-503-52010 Chemicals 13,048 24,300 15,000
501-5300-503-52011 Fuel for Generator 0 1,800 2,375
501-5300-503-52015 Vehicle Fuel 4,893 5,760 6,270
501-5300-503-53003 Repairs and Maintenance 30,167 45,000 47,500 501-5300-503-53008 Vehicle Repairs & Maint. 2,878 3,600 4,275 501-5300-503-53010 Computer/Desktop Equipment Supplies 0 2,243 2,243 501-5300-503-54001 Office Equip/Computer Rep 3,574 0 0
501-5300-503-55001 Utilities 263,466 270,000 280,000
501-5300-503-55002 Water and Sewer Charges 29,048 34,000 34,000 501-5300-503-55003 Communications 5,717 6,521 0
501-5300-503-57004 Computer Support 21,290 14,565 0
501-5300-503-57009 Insurance 24,314 23,986 38,119
501-5300-503-57010 Lab Fees 28,749 28,000 45,000
501-5300-503-57011 Lease Payments 432 434 434
501-5300-503-57012 Legal Fees 4,489 500 0
501-5300-503-57015 Printing and Publishing 722 600 600
501-5300-503-57016 Professional Services 0 0 8,000
501-5300-503-57020 Sludge Disposal 88,837 72,000 80,000 501-5300-503-57024 Studies 8,600 44,470 0
501-5300-503-57028 Underground Alert 0 100 100
501-5300-503-57053 Software/Website 90 15,762 0
501-5300-503-57064 IT Expenses - WWTP 0 0 26,109
501-5300-503-61004 Property Taxes 1,298 1,500 1,500
501-5300-503-61009 Permit Fees 20,583 26,300 28,300
501-5300-503-62003 Credit Card Proces. Fee 5,663 6,000 6,500 501-5300-503-62009 Depreciation Expense 316,353 340,000 340,000 501-5300-503-63005 Capital Equipment 64,987 0 0
501-5300-503-63006 Equipment Replacement 6,916 6,916 65,866 501-5300-503-63010 Vehicle Replacement 11,801 0 3,123
501-5300-503-64003 Transfers out 11,013 2,518,054 0
501-5300-503-70105 Projects 21,618 0 0
241 242
2019-2020
Actuals
2020-2021
Total Budget
2021-2022
Total Budget
501-5300-503-70938 Wastewater Rebate Programs 400 0 0
501-5300-503-70951 WWTP Upgrades Project 240,369 0 0
501-5300-503-71002 Overhead Contribution 149,937 154,436 159,069 501-5300-503-71005 Bad Debt Write Offs 1,447 500 500
501-5300-503-80004 Capitalized Assets (Contra Account) -144,235 -71,000 0 503 - Wastewater Treatment Plant Surplus (Deficit): -67,769 -2,199,932 -127,860 Fund: 501 - WASTEWATER FUND Surplus (Deficit): -67,769 -2,199,932 -141,243 Fund: 804 - WWTP CAPITAL PROJECTS
503 - Wastewater Treatment Plant
804-5300-503-70105 Projects -WASTEWATER 0 3,302,000 30,000 503 - Wastewater Treatment Plant Total: 0 3,302,000 30,000 Fund: 804 - WWTP CAPITAL PROJECTS Total: 0 3,302,000 30,000 Department: 5300 - WasteWater Surplus (Deficit): -67,769 -5,501,932 -155,332 242 243
CAPITAL IMPROVEMENT
PROGRAM
243 244
City of Solvang
Public Works Department &
Utilities Department
10-Year
Capital Improvement Program
Fiscal Year 2021-22
through
Fiscal Year 2030-31
Adopted:
June 28, 2021
244 245
City of Solvang
Capital Improvement Program
Funding Source Overview
The City of Solvang has extensive capital improvement needs. Many of the City’s capital improvement needs involve annual or ongoing maintenance projects. Planning, design and construction of improvements are implemented according to a 10-Year Capital Improvement Program (CIP). Adoption of a 10-Year Capital Improvement Program provides a tool for scheduling and budgeting of improvement projects. Annual update of the CIP is a vital component to its successful implementation, and is a requirement of the portion of the Program funded by the Traffic Mitigation Fund.
The revenues used for implementation of the CIP come from a variety of funding sources (Funds). Most of the Funds have restrictions on their use based on the sources of the revenue.
The various Funds utilized in the budgeting of the CIP are identified below along with a brief description of revenue source and applicable restrictions.
General Fund (Fund 100)
Revenues within the General Fund come from a wide variety of sources including the City’s Transient Occupancy Tax, property tax, sales tax, fees for services and City reserves. These funds are unrestricted and can be used to meet City capital project needs. The General Fund is the most flexible source of project funding, and use of these funds is based solely on City Council direction.
Government Impact Fees Fund (Fund 200)
Revenues within the Impact Fee Fund come from fees charged to new development within the City of Solvang for the impact that construction has on future services and infrastructure. One of the fees is for traffic mitigation/road improvement, and the purpose is to provide partial funding of projects to increase street capacity within the City of Solvang to accommodate additional traffic generated by the new development. City Council Resolution No. 08-808 includes a list of projects identified as the basis for the Road Improvement Fee. Use of these funds is restricted to the identified projects. The project list is evaluated and updated annually as part of the adopted 10-Year Capital Improvement Program. Another such fee is the Parking In Lieu Fee to provide partial funding of projects to increase public parking throughout the Tourist Related Commercial area of the City.
Traffic Safety Fund (Fund 201)
Revenues within the Traffic Safety Fund come from motor vehicle fines and forfeitures. Use of these funds is for traffic safety purposes. The California Vehicle Code requires establishment of a special fund to be used exclusively for official traffic control devices, the maintenance thereof, equipment and supplies for traffic law enforcement and traffic accident prevention, and for the maintenance, improvement, or construction of public streets, bridges, and culverts within the City. However, the funds may not be used to pay for traffic officers or other police officers. 245 246
Gas Tax Fund (Fund 202)
Revenues within the Gas Tax Fund come from taxes on vehicle fuels (gasoline, diesel fuel, etc.) that are apportioned in accordance with the California Streets and Highway Code. These funds may only be used for street or road construction, maintenance and administrative overhead purposes. These funds are typically used to fund street maintenance and urban forestry operations in the City’s annual maintenance/operating budget.
Local Transportation Fund (Fund 203)
Revenues within the Local Transportation Fund come from the California Transportation Development Act. Use of these funds is restricted to transportation related facilities including drainage, pedestrian and bicycle related facilities.
Measure A Fund (Fund 204)
Revenues within the Measure A Fund come from the Santa Barbara County Measure A 30-year
0.5% transportation sales tax approved by voters in November 2008. Measure A came into effect on April 1, 2010, and the first revenues from this funding source became available in July 2010. Use of these funds is restricted to engineering, construction, maintenance and overhead for local streets and roads, drainage facilities, sidewalk, transit, and other transportation related activities.
Measure A also includes a competitive grant program to fund bicycle and pedestrian improvement projects. Public Works staff submitted grant applications for funding under this program in 2015 and 2019, and was awarded large grants for the recently completed Fifth Street Sidewalk Project, and Solvang School Sidewalk Project.
SB 1 Road Repair and Accountability Act of 2017
On April 28, 2017 the Governor signed Senate Bill 1 (SB 1) into law providing the first significant, stable, and on-going increase in state transportation funding in more than two decades. SB 1 enacts a number of new taxes and fees to generate revenue for transportation projects. Most significantly the bill enacts a new 12 cent gasoline excise tax increase and annual adjustment for inflation, and a new 20 cent diesel excise tax increase and annual adjustment for inflation. The new revenues generated by SB 1 will be distributed to Caltrans among a few different “programs”. The program that will most directly affect the City of Solvang is the Road Maintenance & Rehabilitation Account under which Solvang will annually receive a population based allocation of funding for roadway, drainage and transportation related projects.
Regional Surface Transportation Program
The Regional Surface Transportation Program (RSTP) is a program administered by the Santa Barbara County Association of Governments (SBCAG) that provides funding for a broad range of highway improvement and transit projects. Funding for this Program comes from the Federal Highway Administration and has been “de-federalized” by an exchange agreement between SBCAG and the California Department of Transportation. De-federalizing the funds allows for greater flexibility in their use and significantly reduced the administrative burden associate with use of the funds.
State Transportation Improvement Program
Historically the California Transportation Commission adopts a State Transportation Improvement Program (STIP) every two years to fund new construction projects that add 246 247
capacity to the transportation system. STIP funding comes from a mix of State, Federal, and local taxes and fees. Due to State budget deficits, funding from this source has been very limited in the last few years. Operational and safety improvement projects are given first priority.
Roadway rehabilitation projects are eligible for funding but are considered of lower priority and have not been funded for many years.
Active Transportation Program
The Active Transportation Program (ATP) was created in September 2013 in the California Department of Transportation. The ATP consolidates existing federal and state transportation programs, including the Transportation Alternatives Program (TAP), Bicycle Transportation Account (BTA), and State Safe Routes to School (SR2S), into a single program with a focus to make California a national leader in active transportation. The purpose of ATP is to encourage increased use of active modes of transportation by: increasing the proportion of trips accomplished by biking and walking, increasing safety and mobility for non-motorized users, advancing the active transportation efforts of regional agencies to achieve greenhouse gas (GHG) reduction goals, and enhancing public health. Funds for this program are distributed based on a competitive grant application process for eligible projects. Preference is given to projects located within disadvantaged communities. It is anticipated that ATP funding will be available through 2025. Public Works staff submitted grant applications for funding under this Program in 2014, 2016, 2017 and 2018.
Capital Project Fund- Grants (Fund 300)
Revenues within the Capital Project Fund come from Federal, State and local grants. Use of these funds is restricted to only allowable expenditures under the individual grant programs.
Allowable expenditures typically include planning studies and reports, engineering, construction, and construction management (including testing and inspection services). Fund 300 was created in FY 2012-13 to allow for easier and clearer tracking of expenditures on grant funded capital projects.
PG&E Rule 20A Underground Funding
Under the California Public Utility Commission Rule 20A, Replacement of Overhead with Underground Electric Facilities, PG&E must set aside funds for the construction of projects which involve relocating existing overhead electrical distribution lines to underground in areas of “public benefit”. Areas of public benefit include downtown commercial areas, parks, community common areas, major thoroughfares and scenic vistas of common community importance. As opportunities arise, the City would work with PG&E and other affected utilities to identify project areas. An underground utility district would need to be established by the City of Solvang as a mechanism to ensure conversion by individual property owners. As of June 2020, the City of Solvang has accrued $1,175,858 “work credits” which do not represent funding, but instead are a means of accruing credit towards a future project within the City.
The “Mission & Fifth Underground Utility District” was created by resolution of the Solvang City Council on November 12, 2013. The City was proceeding with Project implementation steps during 2016 and 2017. However, when PG&E completed the engineering and design for the Project it was determined that the City did not have sufficient Rule 20A credits to complete construction of the Project. So the Project has been temporarily postponed until such time as the City accumulates the additional credits necessary to proceed. 247 248
Proposition 68 Grant Funding
Proposition (Prop) 68 is the California Drought, Water, Parks, Climate, Coastal Protection, and Outdoor Access for All Act of 2018. Prop 68 was approved by voters in June 2018 and authorized the State to sell approximately $4.1 billion in general obligation bonds to fund parks, water, and various environmental projects within several different programs. The program under Prop 68 most relevant to the City of Solvang is the Local & Regional Parks Program. Funds for most of the programs are distributed based on a competitive grant application process for eligible projects. There will be several funding cycles for most of the programs under Prop 68.
Transit Fund (Fund 502)
Revenues within the Transit Fund come from Federal and State public transit sources, and fare box receipts. The Transit Fund is an enterprise fund used to fund the operations and management of the Santa Ynez Valley Transit, the Valley-wide public transportation system.
The Santa Ynez Valley Transit is administered by the City of Solvang under a cooperative agreement with the City of Buellton and the County of Santa Barbara. Use of these funds is restricted to transit related expenditures.
Transit - State of Good Repair Grant Funding
The Road Repair and Accountability Act of 2017, Senate Bill (SB) 1, Chapter 5, signed by the Governor on April 28, 2017, includes a program that provides additional revenues for transit infrastructure repair and service improvements. This investment in public transit is referred to as the State of Good Repair (SGR) Program. This State program receives funding annually made available for eligible transit maintenance, rehabilitation, and capital projects.
Utilities Department Funding Sources
Water Fund (Fund 500)
The Water Fund is an enterprise fund for the operation of the City of Solvang’s water utility that includes water supply, treatment, and distribution. Revenues within the Water Fund come from connection fees, meter charges, and water usage charges. Use of these funds is restricted to water system related expenditures. Reserves generated from these fees and charges are used for water supply, and water system related capital improvements.
Wastewater Fund (Fund 501)
The Wastewater Fund is an enterprise fund for the operation of the City of Solvang’s wastewater utility that includes the sewer collection system, and wastewater treatment plant. Revenues within the Wastewater Fund come from connection fees and sewer usage charges. Use of these funds is restricted to wastewater system (collection and treatment) related expenditures.
Reserves generated from these fees and charges are used for sewer collection system and wastewater treatment plant related capital improvements. 248 249
Public Works Department and Utilities Department Capital Improvement Program & Studies Summary Sheet FY 2021-22 thru 2030-31
Studies 2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 FYs 2028 - 2031Public Works Department $ 25,000 115,000 $ $ 60,000 $ - $ 20,000 $ 50,000 $ 85,000 Utilities Department $ 20,000 $ - $ - $ 30,000 $ - $ - $ - Studies Total: $ 135,000 $ 25,000 $ 60,000 $ 30,000 $ 20,000 $ 50,000 $ 85,000 Public Works Department CIP 2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 FYs 2028 - 2031 Parks (Maintenance Division) $ 380,000 $ 40,000 $ 80,000 $ - $ - $ 140,000 $ - Facilities (Maintenance Division) $ 485,000 $ 1,130,000 $ 50,000 $ - $ 70,000 $ 330,000 $ 200,000 Streets (Engineering Division) $ 20,000 $ 640,000 $ 1,080,000 $ 1,755,000 $ 1,050,000 $ 760,000 $ 4,160,000 Traffic Mitigation (Engineering Division) $ 1,480,000 $ 50,000 $ 200,000 $ 3,750,000 $ 1,205,000 $ - $ 5,000,000 Stormwater (Engineering Division) $ 650,000 $ - $ 40,000 $ 160,000 $ 40,000 $ 160,000 $ 250,000 Transit (Engineering Division) $ 160,000 $ 280,000 $ 215,000 $ - $ 270,000 $ 160,000 $ 500,000 CIP Total: $ 3,175,000 $ 2,140,000 $ 1,665,000 $ 5,665,000 $ 2,635,000 $ 1,550,000 $ 10,110,000 Utilities Department CIP 2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 FYs 2028 - 2031 Water (Water Division) $ 480,000 $ 930,000 $ 1,120,000 $ 3,290,000 $ 2,810,000 $ 3,030,000 $ 1,200,000 Sanitary Sewer (Wastewater Division) $ 120,000 $ 680,000 $ 130,000 $ 775,000 $ 520,000 $ - $ 1,050,000 WWTP (Wastewater Division) $ 30,000 $ 1,000,000 $ 7,500,000 $ 7,500,000 $ 35,000 $ 100,000 $ 800,000 CIP Total: $ 630,000 $ 2,610,000 $ 8,750,000 $ 11,565,000 $ 3,365,000 $ 3,130,000 $ 3,050,000 Red shading indicates that the Department CIP budget is high that Fiscal Year due to large projects. 249 250
Public Works Department Studies
FY 2021-22 thru 2030-31
StudiesProject Name, Description & Need
Funding
Sources 2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 FYs 2028 - 2031 Municipal Facilities Master Plan General Fund 70,000 $
Description : Prepare a master plan for City offices and all municipal facilities that will enable the City to efficiently provide city services and amenities for the next 30 years (including EV and solar facilities).Need: City offices, public restrooms, public parking lots and other facilities were implemented in an uncoordinated manner and these facilities currently do not operate in the most efficient manner. In addition, the City facilities are not master planned for future changes in technology and anticipated growth. A Municipal Facilities Master Plan is needed to create a road map for upgrade and replacement of facilities in a coordinated manner to result in improved efficiency and service to the community.Mission Drive East & West End Road Widening Alternatives Study General Fund 60,000 $ Description : Conceptual study and alternatives evaluation for widening Mission Drive from Pine Street to Alamo Pintado Road, and from Nykobing to Skytt Mesa Drive to provide safer pedestrian & bicycle access.Need: The planning and scoping of this project aligns with County regional multi-modal planning efforts. City Council and public input is needed to determine what, if any, future improvements are desired in these areas, and to position the City for possible future grant funding of capital improvements.Short Range Transit Plan Update, and Infrastructure Plan Update Transit 45,000 $ $ 55,000 50,000 $ Description : Prepare updated Short Range Transit Plan, and prepare updated SYVT Infrastructure Plan. Need: The Plan update is needed to strategically plan and implement future transit improvements to maximize ridership, and comply with Federal and State funding requirements.ADA Paratransit Plan Update Transit $ 10,000 $ 11,000 Description : Prepare updated ADA Paratransit Plan.Need: The Plan update is needed to comply with Federal and State funding requirements.Title VI Plan Update Transit $ 15,000 $ 20,000 $ 19,000Description : Prepare updated Title VI Civil Rights Plan.Need: The Plan update is needed to comply with Federal and State funding requirements.
Total: $ 115,000 $ 25,000 $ 60,000 -$ $ 20,000 $ 50,000 $ 85,000 250 251
Utilities Department Studies
FY 2021-22 thru 2030-31
StudiesProject Name, Description & Need
Project and 10-Yr
Program Cost Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 FYs 2028 - 2031 Water Master Plan Update (completion) $ 20,000 Water Fund $ 20,000 Description: Update the City's 2011 Water System Master Plan to identify existing deficiencies and develop capital plan for necessary infrastructure upgrades and future water supply needs.Need: The Plan will create a road map to implement necessary infrastructure upgrades and address future water supply needs to sustain the City's long term growth.Emergency Response Plan (completion) $ Water Fund - Description: Update the Water Division's existing out of date Emergency Response Plan (response procedures) after completion of the Risk & Resiliency Assessment.Need: Our existing Plan is outdated. Update of the Plan is needed to keep our procedures current with new water system risks.Sewer System Master Plan Update (completion) $ Sewer Fund - Description: Develop hydraulic model and update the City's 1989 Sewer System Master Plan to identify existing deficiencies, and develop capital plan for necessary infrastructure upgrades for future development and growth.Need: The Plan is needed to identify existing system deficiencies and replacement needs, forecast future capital improvement needs, and develop a 10-year Sewer System capital improvement plan. After identifying all needs, funding strategies can be pursued.Sewer System Management Plan Update $ 65,000 Sewer Fund $ 30,000 $ 35,000Description: Update the City's Sewer System Management Plan every 5 years as required by our State Permit to operate our sewer collection system. Need: This is a regulatory requirement. Periodic updates to the City's Sewer System Management Plan ensure operational strategies stay abreast with current best management practices, procedures, and strategies.
Total: $ 65,000 $ 20,000 $ - $ 30,000 - $ $ - $ - $ 35,000 Shading indicates work in progress.
251 252
Capital Improvement Program
Maintenance (Parks) FY 2021-22 thru 2030-31
Capital ProjectsProject Name, Description & Need
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 FYs 2028 - 2031 Parking Lot Maintenance General Fund 120,000 $
Description : Slurry seal and restripe the parking lot at HCA and Sunny Fields Parks as part of routine maintenance.Need: This routine maintenance is needed to extend the useful life of the pavement, improve appearance, and reduce future expenditures.Solvang Park Shade Improvements General Fund $ 40,000 Description : Plant trees by picnic tables where past trees have died, install low cost shade structure, and install benches around new trees.Need: The project is needed to add seating, and shade around the existing picnic tables to better meet the needs of tourists and residents.HCA Park Multi-Upgrade Project General Fund $ 40,000 Description : Implement a comprehensive project to expand existing facilities and improve multiple areas throughout HCA Park including the following:
1. Replace deteriorated picnic tables at various locations.2. Expand existing hiking and bike trail systems.3. Expand existing playground structure.4. Add DG, fencing and benches at new pickleball courts.5. Add fitness/workout stations throughout the Park.
Prop 68 Grant 170,000 $
Need: Due to weather related deterioration over time, several picnic tables within the Park have reached the end of their useful life, are collapsing, and need to be replaced. Over the past few years City staff has received many requests from residents to improve and expand the hiking and bike trail system through HCA Park. Families with small children frequently use the Park and the existing playground structure does not include a toddler feature. Decomposed granite, fencing and benches are needed to improve the functionality of the new pickleball courts. Over the past few years staff has received requests for fitness stations throughout the Park. Including these will enhance the Park.HCA Park Bicycle Pump Track General Fund $ 2,000Description : Construct youth oriented bicycle pump track in the northeast end of the Park.
Prop 68 Grant $ 8,000
Need: During development of the Santa Ynez Valley Bicycle Master Plan strong community support for a youth oriented bicycle pump track was expressed. Therefore, a bicycle pump track was included within the Solvang portion of the final Santa Ynez Valley Bicycle Master Plan, and was approved and adopted by the Solvang City Council in 2019. Completing this project will accomplish a City Council goal and meet the desire of the community. 252 253
Capital Projects
Project Name, Description & Need
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 FYs 2028 - 2031 HCA Skate Park Concrete Repairs General Fund 40,000 $ Description : Repair cracks and other minor defects in the concrete throughout the skate park.Need: Regular care and maintenance of this facility is necessary to keep it in good working condition, and prevent a safety hazard and potential liability exposure due to lack of maintenance.Solvang Park Gazebo Repairs General Fund 80,000 $ Description : Replace and repair the Gazebo roof, fascia, ceiling and lighting to extend the useful life of the Gazebo.Need: The project is needed to repair the Gazebo, extend its useful life and better accommodate special events in Solvang Park.HCA Pergola Replacement Project (Area D) General Fund $ 140,000 Description : Replace the existing aging pergola structure in Area D when it reaches the end of its useful life.Need: The pergola has had past termite and dry rot damage, and is breaking down due to the weight and size of the wisteria vines. Eventually the entire structure will need to be fully replaced when it reaches the end of its useful life.
Total: $ 380,000 $ 40,000 $ 80,000 $ - $ - $ 140,000 $ - Prop 68 Grant Total: 178,000 $
Future Projects: Solvang Park Gazebo ADA Lift.
253 254
Capital Improvement Program
Maintenance (Facilities) FY 2021-22 thru 2030-31
Capital ProjectsProject Name, Description & Need
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 FYs 2028 - 2031 Lots 4 & 5 EV Charging Project General Fund $ 65,000 $ 130,000 Description : The Project includes installation of 12 EV chargers (9 Level 2, and 3 Level 3); four chargers for public use (1 Level 3), four chargers for City vehicles, and four chargers for transit use (2 Level 3). The chargers will be located in City Parking Lots 4 and 5 near the intersection of Oak Street & Second Street (next to the Solvang City Hall, Public Works and Planning offices. The Project will also include paving improvements to Parking Lot 5.
APCD Grant $ 150,000
Need : The State is requiring transition of our transit fleet to all EV vehicles. In addition the City is in need of additional public EV charging stations, and the City needs its own EV charging facilities before we can transition our City fleet to EV vehicles.City Hall Emergency Generator Replacement General Fund 350,000 $ Description : Replace and upgrade the old City Hall generator to also be Need: The Project is needed to replace the existing generator that has reached the end of its useful life, and enable the new generator to also power Well 4 in the event of a prolonged power outage.City Hall Demonstration Garden General Fund $ 30,000 Description : Replace grass around City Hall with drought tolerant native landscaping.Need: The Project will reduce City water usage, and provide a community demonstration garden showing of how to replace high water using landscaping with low water using drought tolerant native landscaping.Veterans Hall ADA & Restroom Upgrades General Fund $ 600,000 Description : Enlarge Large Hall restrooms, remodel Legion Wing restrooms to be ADA compliant, replace remaining old windows, and construct other upgrades.Need: The Project is needed to bring the existing restrooms into ADA compliance, improve energy efficiency, and improve the buildings ability to serve as an Emergency Shelter for the community.Veterans Hall Emergency Generator General Fund $ 40,000 $ 175,000 Description : Construct modifications to the Vets Hall existing electrical panel, install conduit and automatic transfer switch, and install portable emergency generator.
Grant $ 75,000
Need: The Vets Hall is a designated regional emergency shelter. The Project is needed to allow the Vets Hall to adequately function as a regional emergency shelter during a power outage.City Hall Exterior Painting General Fund $ 50,000 254 255
Capital Projects
Project Name, Description & Need
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 FYs 2028 - 2031 Description : Paint exterior of City Hall.Need: The Project will maintain the facility in good condition, improve appearance, and help extend the useful life of the facility.Electric Vehicle (EV) Charging Facilities General Fund $ 70,000 $ 330,000 Description : Construct both municipal and public EV charging facilities at strategic locations throughout the City.Need: The Project is needed to provide adequate EV charging facilities for expanded use of electric vehicles by both the City and visitors.Restroom 3 Upgrades Project General Fund $ 200,000 Description : Construct major remodel and upgrades to Restroom 3.
Need: The Project will extend the useful life of the facility. Periodic upgrade to the existing facility is essential to the health and safety of the public. Sustainable water and energy facility enhancements will be incorporated into the project.
Total: $ 485,000 $ 1,130,000 $ 50,000 $ - 70,000 $ $ 330,000 $ 200,000 255 256
Capital Improvement Program
Streets FY 2021-22 thru 2030-31
Capital ProjectsProject Name, Description & Need
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 FYs 2028 - 2031 Slurry Seal Measure A $ 500,000 $ 200,000 $ 200,000 $ 600,000 Description : Construct slurry seal roadway maintenance to select streets. Priority is based on condition and according to Pavement Maintenance Plan. & SB1 Funding $600,000
Need: The project provides critical maintenance to extend the useful life of the existing City roadway infrastructure and repair structural deterioration.
General Fund $ 300,000 $ 300,000
Pavement Overlay, Repairs & Crack Seal Program Measure A $ 500,000 $ 400,000 $ 800,000 Description : Construct crack seal and pavement overlay roadway maintenance to select street. Priority is based on condition and according to Pavement Maintenance Plan. & SB1 Funding $220,000 $220,000 $200,000
Need: The project provides critical maintenance to extend the useful life of the existing City roadway infrastructure and repair structural deterioration.
General Fund $ 280,000 $ 380,000 $ 1,600,000
Miscellaneous Road Repairs Measure A $ 50,000 $ 200,000 Description : Construct miscellaneous road repairs, curb & gutter repairs, storm drain repairs, tree work, and minor sidewalk repairs.
See S. Alisal
Project
Need: The project provides critical maintenance to extend the useful life of the existing City roadway infrastructure and repair structural deterioration.Sidewalk Infill & Repair Measure A $ 280,000 $ 170,000 $ 60,000 Description : Construct repairs to damaged sidewalks and construct new sidewalks to schools, parks and other primary destinations.
General Fund
Need: The project will improve facility safety and enhance the appearance of the City's sidewalk infrastructure. Location of new sidewalk will align with City's Sidewalk Master Plan.Access Ramp Improvements Measure A $ 20,000 $ 30,000 $ 40,000 Description : Construct new access ramps or upgrade existing access ramps along existing sidewalks.
General Fund
Need: This project is needed to meet Federal and State ADA infrastructure improvement mandates.Bike Lane Miscellaneous Improvements Measure A $ 20,000 $ 60,000 Description : Install new bike lanes, signage and other improvements throughout the City in accordance with the adopted Santa Ynez Valley Bicycle Master Plan and City Council direction.
See S. Alisal
Project
Need: This project aligns with County regional bicycle planning efforts and City Council direction. 256 257
Capital Projects
Project Name, Description & Need
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 FYs 2028 - 2031 Public Parking Lot Maintenance General Fund 60,000 $ 55,000 $ 60,000 $ Description : Construct pavement repairs, slurry seal, striping and other maintenance to public parking lots.
Lot 1 Lot 2 &
City Hall
Lot 3 &
Vets Hall
Need: The project provides critical maintenance to extend the useful life of the existing City pavement infrastructure.Alisal Bridge Pier Repair Project General Fund $ 80,000 $ 80,000 $ 200,000 Description : Construct repairs to Piers 4, 5, 6 and 7 of Alisal Bridge per recommendations of 2012 Alisal Bridge Structural Evaluation Report.
HBP Grant ?? $ 700,000
Need: The project is critical to preserve the structural integrity and slow down deterioration of the bridge.
Total: $ 20,000 $ 640,000 $ 1,080,000 $ 1,755,000 $ 1,050,000 $ 760,000 $ 4,160,000 Funding Source Summary
Measure A: $ 500,000 20,000 $ 500,000 $ 500,000 $ 450,000 $ 400,000 $ SB1: $0 - $ 220,000 $ $ - 220,000 $ $ -
General Fund: $ - 140,000 $ $ 360,000 $ 555,000 $ 380,000 $ 360,000 257 258
Capital Improvement Program
Traffic Mitigation FY 2021-22 thru 2030-31
Capital ProjectsProject Name, Description & Need
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 FYs 2028 - 2031 S. Alisal Road Pavement Reconstruction Project SB1-RMRA $ 310,000 Description : Full depth pavement reclamation project with minor widening for improved bicycle and pedestrian safety along South Alisal Road from the Santa Ynez River Bridge to southerly City Limits.
Measure A (LSRP &
Circulation Imps),
$ 1,098,000
Need: The Project is critical to repair the structural integrity of existing City roadway infrastructure after years of structural deterioration.
Traffic Impact $ 72,000
Mission Drive East End Bikeway/Shoulder Widening Project General Fund $ 50,000 $ 200,000 $ 3,750,000 Description : Construct shoulder widening along the south side of Mission Drive from Pine Street to Alamo Pintado Road to provide safer pedestrian and bicycle access.
Grant ??
Need: The construction of this Project aligns with Caltrans and County regional multi-modal planning efforts, provides bike lanes along this section of Hwy 246, and improves safety. Caltrans Hwy 246 Bridge Replacement/Widening Project (at Alamo Pintado Creek) Measure A
(Circulation Imps)
$ 605,000
Description : Facilitate and contribute to Caltrans project to replace and widen the Hwy 246 bridge over Alamo Pintado Creek.
Measure A Cost
Savings ??
$ 600,000
Need: The construction of this Project aligns with Caltrans and County regional multi-modal planning efforts. The Caltrans bridge replacement project will include widening for bike lanes and connection to the existing Class I bike path between Solvang and the SY High School. The Caltrans project my also impact the intersection of Hwy 246 & Alamo Pintado Road.Fjord Drive Extension General Fund $ 5,000,000 Description : Extend Fjord Drive west from its existing terminus westerly across Adobe Creek and then north up to the intersection of Mission Drive & Skytt Mesa Drive.
Grant ??
Need: The Project is needed to reduce traffic on Mission Drive through downtown Solvang by providing a partial bypass for Solvang residents living south of Mission Drive. The Project will also include creek restoration at its crossing with Adobe Creek by removing many years of concrete debris and restoring connection with the Santa Ynez River.
Total: $ 1,480,000 $ 50,000 $ 200,000 $ 3,750,000 $ 1,205,000 $ - $ 5,000,000 Traffic Impact Fees available as of 6-30-2020 = $1,678,804Future Projects: Bikeway/Shoulder Widening (West End Mission Dr.); and Sunny Fields Spur Trail. 258 259
Capital Improvement Program
Stormwater FY 2021-22 thru 2030-31
Capital ProjectsProject Name, Description & Need
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 FYs 2028 - 2031 Second St. Drainage Improvements (Phase 2) General Fund 430,000 $ Description : Abandon existing 24-inch storm drain line through King Fredericks Hotel, upsize storm drain line from Copenhagen Dr. to Oak St., and install trash capture device.
Measure A 100,000 $
Need: The Project will mitigate flooding issues in the TRC. The trash capture device is required by stormwater regulations. These improvements need to happen before development of Parking Lot 5.Trash Capture Improvements General Fund 70,000 $ 40,000 $ 160,000 $ 250,000 $ Description : Implement trash capture devices at multiple storm drain system locations.
Second St
(Ph 2)
Need: In accordance with the City's NPDES Permit, we are required by State mandate to plan for and implement 100% trash capture. The Project will improve water quality within our local creeks and the Santa Ynez River.S. Alisal Road Pavement Project - Culvert Upsizing General Fund $ 50,000Description : Enlarge existing undersized culvert along S. Alisal Road in conjunction with S. Alisal Road Pavement Reconstruction Project.
See S. Alisal
Project
Need: The Project is needed to replace a CMP culvert that is undersized and has failed multiple times during large storm events causing flooding and road closure.Adobe Creek Culvert Replacement General Fund $ 40,000 $ 160,000Description : Replace and enlarge Adobe Creek culvert along Fredensborg Canyon Road just north of College Canyon Road.Need: The Project is needed to replace and enlarge the CMP culvert that has reached the end of its useful life, and to reduce incidence of flooding of the road.S. Alisal Rd Culvert Replacement General Fund $ 200,000 Description : Replace and enlarge undersized culverts along S. Alisal Road.Need: The Project is needed to replace CMP culverts that are undersized and have failed multiple times during large storm events causing flooding and road closure.
Total: $ 650,000 $ - 40,000 $ $ 160,000 $ 40,000 $ 160,000 $ 250,000 259 260
Capital Improvement Program
Santa Ynez Valley Transit FY 2021-22 thru 2030-31
Capital ProjectsProject Name, Description & Need
Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 FYs 2028 - 2031 Transit Vehicle Replacement Program Transit & $ 95,000 $ 215,000 $ 230,000 $ 500,000 Description : Ongoing Program to purchase new (replacement) transit buses.
Grants
Need: The ongoing Program is required to maintain the SYVT fleet in a "state of good repair" and meet the obligation to provide transit and dial-aride service to the community.Lots 4 & 5 EV Charging Project Transit & $ 65,000 $ 75,000 Description : The Project includes installation of 12 EV chargers (9 Level 2, and 3 Level 3); four chargers for public use (1 Level 3), four chargers for City vehicles, and four chargers for transit use (2 Level 3). The chargers will be located in City Parking Lots 4 and 5 near the intersection of Oak Street & Second Street (next to the Solvang City Hall, Public Works and Planning offices. The Project will also include paving improvements to Parking Lot 5.
SGR Grant $ 205,000
Need : The State is requiring transition of our transit fleet to all EV vehicles. In addition the City is in need of additional public EV charging stations, and the City needs its own EV charging facilities before we can transition our City fleet to EV vehicles.Transit System Infrastructure Improvements Transit & $ 40,000 $ 160,000 Description : Construct various SYVT infrastructure and bus stop improvements, yet to be determined.
Grants
Need: The Project will improve convenience and safety for passengers, and enhance visibility of transit stops to promote increased ridership.
Total: $ 160,000 $ 280,000 $ 215,000 $ - 270,000 $ $ 160,000 $ 500,000 260 261
Capital Improvement Program
Water FY 2021-22 thru 2030-31
Capital ProjectsProject Name, Description & Need
Project and 10-Yr
Program Cost Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 FYs 2028 - 2031 Waterline Replacement Program $ Water Fund 80,000 2,800,000 $ 520,000 $ 70,000 $ 480,000 $ 70,000 $ 480,000 $ 1,100,000 $ Description: Ongoing Program to replace the City's old, deteriorated and/or undersized waterlines. Facilities will be replaced as identified by the Water Master Plan Update.Need: The ongoing Program replaces undersized facilities, or facilities at the end of their useful life providing proper fire flow, more reliable service, fewer shutdowns, and shutdowns of shorter duration.Valve and Fire Hydrant Replacement Program $ 250,000 Water Fund $ 50,000 $ 50,000 $ 50,000 $ 100,000Description: Ongoing Program to replace the City's old, deteriorated and poorly functioning valves and fire hydrants. Facilities will be replaced as identified and prioritized by Water Division staff.Need: The ongoing Program replaces facilities at the end of their useful life providing more reliable service, fewer shutdowns, and shutdowns of shorter duration.Zone 2 to Zone 1 Pressure Reducing Station $ 410,000 Water Fund $ 60,000 $ 350,000 Description: Construct new pressure reducing station along the boundary of pressure Zones 1 & 2 to allow well water from Zone 2 to feed Zone 1.Need: The Project will improve the flow of water through the City's water distribution system, and reduce energy costs to double pump water from Zone 1 to Zone 2.Water System Security Improvements $ 300,000 Water Fund $ 50,000 $ 50,000 $ 200,000 Description: Implement upgrades and improvements to enhance the security of the City's water facilities and water operations based on recommendations of the 2021 Water System Risk & Resiliency Assessment.Need: The upgrades are needed to enhance the security of the City's water facilities and water operations.Portable Emergency Generators $ 450,000 Water fund $ 300,000 $ 150,000 Description: Replace two old portable emergency generators that have reached the end of their useful lives, and purchase one additional portable emergency generator to reduce risk and improve water system reliability.Need: As recommended by our recent Water System Risk & Reliability Assessment, two existing emergency generators have reached the end of their useful lives and are in need of replacement. Also, an additional portable emergency generator is needed to reduce risk and improve water system reliability.Water Meter Radio System Upgrade $ 200,000 Water Fund $ 200,000 Description: Upgrade the City's water meter radio system with a new high antennae at Reservoir 2 and latest radio technology at all meters. 261 262
Capital Projects
Project Name, Description & Need
Project and 10-Yr
Program Cost Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 FYs 2028 - 2031 Need: The upgrades are needed to reduce operating costs, improve water conservation, and improve customer service.River Wells Project $ 3,150,000 Water Fund $ 50,000 $ 100,000 $ 300,000 $ 2,700,000 Description: Drill and equip new river wells with pumps, motors, piping, electrical and disinfection equipment. Construct waterlines to transmit well water to distribution system. Acquire easements for new river wells and waterlines.Need: The Project will develop an additional water supply source for the City to help offset shortfalls in State Water supply allocations and improve water supply reliability.Well 3 and 4 Wellhead Rehabilitation $ 300,000 Water Fund $ 60,000 $ 240,000 Description: Upgrade wellhead piping, valves, disinfection facilities, and instrumentation at Wells 3 & 4.Need: The upgrades are needed to replace equipment at the end of its useful life and to maintain these wells in good operating condition to provide reliable water supply to the community.Reservoir 1 Expansion Project $ 5,000,000 Water Fund $ 2,500,000 $ 2,500,000 Description: Expand Reservoir 1 by approximately 600,000 gallons to provide needed additional operational, fire fighting and emergency storage.
The Project also includes acquiring the necessary property to expand the reservoir.Need: For many years the City's water distribution system has been identified as being deficient in storage. The Project will significantly increase the water system's operational, fire fighting and emergency storage, and allow for smoother water system operations in the event of a power outage.
Total: 10,060,000 $ 480,000 $ 930,000 $ 1,120,000 $ 3,290,000 $ 2,810,000 $ 3,030,000 $ 1,200,000 $ Water Connection Fee Revenue: $ 82,020
Unrestricted Net Position (6-30-2020): 6,995,047 $ $ 7,077,067 $ 6,663,038 $ 5,790,368 $ 4,717,072 $ 1,441,342 $ (1,368,658) (1) Balance: $ 6,597,067 $ 5,733,038 $ 4,670,368 $ 1,427,072 $ (1,368,658) $ (4,398,658) Notes: (1) The figures shown are intended to present a rough approximation of changes in Water Fund Reserve levels. Revenues and operations expenditures are assumed to remain the same for the 6-year period with 1% interest applied annually to any positive balance.
Future Projects: New Reservoir 4 to Replace Cisterns.
262 263
Capital Improvement Program
Sanitary Sewer FY 2021-22 thru 2030-31
Capital ProjectsProject Name, Description & Need
Project and 10-Yr
Program Cost Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 FYs 2028 - 2031 Sewer Line Replacement Program $ Sewer Fund 120,000 2,300,000 $ 680,000 $ 130,000 $ 670,000 $ 700,000 $ Description: Ongoing Program to repair or replace old, deteriorated sewer lines, and sewer lines experiencing high infiltration.Need: The ongoing Program replaces facilities at the end of their useful life providing more reliable service, and prevents groundwater infiltration into the sewer system. Reducing groundwater infiltration into the sewer system helps mitigate the possibility of sewer spills. Sewer lines degrade over time due to root damage.Alisal Lift Station Upgrades $ 300,000 Sewer Fund $ 70,000 $ 230,000 Description: Upgrade antiquated controls, and replace aging components at Alisal Lift Station.Need: The Project is needed as part of routine maintenance on existing equipment. Failure to perform routine maintenance and replace aging parts will likely result in compounded repair costs in the future and disrupt operations.Manhole Rehabilitation Program $ 675,000 Sewer Fund $ 35,000 $ 290,000 $ 350,000 Description: Ongoing Program to repair or replace old, deteriorated manholes, and manholes experiencing high infiltration.Need: The ongoing Program replaces facilities at the end of their useful life providing more reliable service, and prevents groundwater infiltration into the sewer system. Reducing groundwater infiltration into the sewer system helps mitigate the possibility of sewer spills. Manholes degrade over time due to root damage and microbial-induced corrosion from sewer gasses such as hydrogen sulfide.
Total: $ 2,300,000 $ 120,000 $ 680,000 $ 130,000 $ 775,000 $ 520,000 $ - $ 1,050,000 263 264
Capital Improvement Program
Wastewater Treatment Plant FY 2021-22 thru 2030-31
Capital ProjectsProject Name, Description & Need
Project and 10-Yr
Program Cost Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 FYs 2028 - 2031 WWTP Water Quality Project - Phase 1 $ - SYCSD 20% (1)
Description: Replace aeration system and construct related electrical and instrumentation improvements to restore lost capacity due to new denitrification requirement.
WW Fund 80%
Construction
in progress
Need: The Project is needed to comply with new de-nitrification requirement, restore lost treatment capacity.WWTP Water Quality Project - Phases 2&3 $ 15,930,000 SYCSD 20% (1) 6,000 $ $ 180,000 $ 1,500,000 $ 1,500,000Description: Construct major treatment process upgrades and site improvements, and replace aging office/lab and Plant infrastructure. (Phase 3: Construct recycled water treatment facilities.) WW Fund 80% $ 24,000 $ 720,000 $ 6,000,000 $ 6,000,000
Need: The Project is needed to upgrade the Plant, replace aging infrastructure that has reached the end of its useful life, and improve site access, security and Plant operations. (Phase 3: Recycled water treatment is needed to produce effluent meeting Title 22 requirements for irrigation re-use.)Replace WWTP Tractor $ SYCSD 20% 100,000 $ 20,000 Description: Replace the old John Deere Plant tractor. WW Fund 80% $ 80,000 Need: The existing tractor has reached the end of its useful life and needs to be replaced.Belt Press Rehabilitation $ 35,000 SYCSD 21% (2) $ 7,350 Description: Replace rollers, bearings and belts as part of periodic major maintenance for belt press.
WW Fund 79% $ 27,650
Need: The Project is needed as part of routine maintenance on existing equipment. Failure to perform routine maintenance and replace aging parts will likely result in compounded repair costs in the future and disrupt operations.Fjord Lift Station Upgrades $ SYCSD 20% (1) 900,000 $ 20,000 $ 160,000Description: Upgrade antiquated controls, and replace aging components at Fjord Lift Station.
WW Fund 80% $ 80,000 $ 640,000
Need: The Project is needed as part of routine maintenance on existing equipment. Failure to perform routine maintenance and replace aging parts will likely result in compounded repair costs in the future and disrupt operations.
SYCSD: 6,000 $ $ 200,000 $ 1,500,000 $ 1,500,000 $ 7,350 $ 20,000 $ 160,000 Wastewater Fund: 24,000 $ $ 800,000 $ 6,000,000 $ 6,000,000 $ 27,650 $ 80,000 $ 640,000 Wastewater Projects: $ 16,965,000 Total WW only: 30,000 $ $ 1,000,000 $ 7,500,000 $ 7,500,000 $ 35,000 $ 100,000 $ 800,000 Sanitary Sewer Projects: $ 120,000 $ 680,000 $ 130,000 $ 775,000 $ 520,000 $ - $ 1,050,000 Total SS & WW Projects: $ 150,000 $ 1,680,000 $ 7,630,000 $ 8,275,000 $ 555,000 $ 100,000 $ 1,850,000 264 265
Capital Projects
Project Name, Description & Need
Project and 10-Yr
Program Cost Funding Source 2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 FYs 2028 - 2031 Sewer Connection Fee Revenue: $ 44,082
Unrestricted Net Position (6-30-2020): 3,152,961 $ $ 3,197,043 $ 3,083,573 $ 1,619,609 $ (4,510,391) $ (11,285,391) $ (11,833,041) Balance: (3) $ 3,053,043 $ 1,603,573 $ (4,510,391) $ (11,285,391) $ (11,833,041) $ (11,913,041) Notes: (1) Per Agreement, for capital expenditures exceeding $50,000 SYCSD shares in 20% of project cost. (2) Per Agreement, for capital expenditures <= $50,000 SYCSD's share of the project cost is based on annual flow. In recent years SYCSD's flow percentage has averaged 21%. Expenditures <= $50,000 are considered "administration/maintenance." (3) The figures shown are intended to present a rough approximation of changes in Sewer Fund Reserve levels. Revenues and operations expenditures are assumed to remain the same for the ten year period with 1% interest applied annually to any positive balance.
Future Projects: Grease Removal System; and Second Digester. 265 266
Capital Improvement Program Funding
Fund 2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 2027+ GENERAL FUND-100 $ 1,415,000 $ 1,360,000 $ 730,000 $ 5,165,000 $ 490,000 $ 990,000 $ 7,250,000 WATER-500 $ 480,000 $ 930,000 $ 1,120,000 $ 3,290,000 $ 2,810,000 $ 3,030,000 $ 1,200,000 SEWER-501-5200 $ 120,000 $ 680,000 $ 130,000 $ 775,000 $ 520,000 $ - $ 1,050,000 WWTP-501-5300 $ 30,000 $ 1,000,000 $ 7,500,000 $ 7,500,000 $ 35,000 $ 100,000 $ 800,000 TRANSIT-502 $ 160,000 $ 280,000 $ 215,000 $ - $ 270,000 $ 160,000 $ 500,000 MEASURE A-204 $ 1,218,000 $ 500,000 $ 500,000 $ 500,000 $ 1,655,000 $ 400,000 $ 1,760,000 IMPACT FEES-200 $ 72,000 $ - $ - $ - $ - $ - $ -
SB1-GAS TAX-RMRA-202 $ 310,000 $ - $ 220,000 $ - $ 220,000 $ - $ 800,000 TOTAL $ 3,805,000 $ 4,750,000 $ 10,415,000 $ 17,230,000 $ 6,000,000 $ 4,680,000 $ 13,360,000 Capital Improvement Program Funding by Fund (Year by Year) 266 267
APPENDIX
267 268
Glossary of Acronyms
Acronym Description
ACA Affordable Care Act
ADA Americans with Disabilities Act
ADU Accessory Dwelling Unit
APCD Air Pollution Control District
ARC Annual Retired Contributions
ATP Active Transportation Program
CALFEMA California Federal Emergency Management Agency Program CalPERS California Public Employees’ Retirement System
CalTrans California Department of Transportation
CCC California Coastal Commission
CCWA Central Coast Water Authority
CIP Capital Improvement Program
CJPIA California Joint Powers Insurance Authority
CPI Consumer Price Index
CSMFO California Society of Municipal Finance Officers
CY Calendar Year
DRC Design Review Committee
EIR Environmental Impact Report
EMA Eastern Management Area
EV Electric Vehicle
FICA Federal Insurance Contributions Act
FTE Full-time Equivalent Position
FY Fiscal Year
GAAP Generally Accepted Accounting Principles
GASB Governmental Accounting Standards Board
GDP Gross Domestic Product
GF General Fund
GFOA Government Finance Officers Association
GSA Groundwater Sustainability Agency
268 269
HCA Hans Christian Andersen Park
IT Information Technology
LAFCO Local Agency Formation Commission
LEAP Local Early Action Plan Grants
LLMD Landscape, Lighting and Maintenance District
LSTP Local Surface Transportation Program
MOU Memorandum of Understanding
OPEB Other Post Employment Benefits
PC Planning Commission
PCI Pavement Condition Index
PEPRA Public Employees’ Pension Reform Act
PERS Public Employees Retirement System
RHNA Regional Housing Needs Assessment
RFP Request for Proposal
REAP Regional Early Action Planning Grants
RMRA Road Maintenance and Rehabilitation Account
RMRP Road Maintenance and Rehabilitation Program
RSTP Regional Surface Transportation Program
SB Santa Barbara
SB1 Senate Bill 1
SBCAG Santa Barbara County Association of Governments
SBCFCD Santa Barbara County Flood Control District
SF Sunny Fields Park
SWMP Storm Water Management Plan
SYCSD Santa Ynez Community Services District
SYV Santa Ynez Valley
SYVT Santa Ynez Valley Transit
TBID Tourism Business Improvement District
TOT Transient Occupancy Tax
TRC Tourist Related Zone District / Tourism Commercial District UAL Unfunded Accrual Liability
WWTP Wastewater Treatment Plant
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Budget Glossary of Terms
Account: A subdivision within a fund for the purpose of classifying transactions.
Account number: A numeric identification of the account, typically, a unique number or series of numbers. The City of Solvang’s number structure is comprised of four fields of characters.
The first field is 3 characters long and identifies the various unique FUND within the account system. The second field (4 characters) identifies the DEPARTMENT. The third field (3 characters) identifies the PROGRAM. Finally, the fourth field contains 5 characters and identifies the OBJECT CODE of the account number. The combination of these four fields makes up the account number.
Accrual basis or accrual method: Accounting method whereby income and expense items are recognized as they are earned or incurred, even though they may not have been received or actually paid in cash. The alternative is Cash Basis. The City of Solvang uses the Modified Accrual Basis of accounting for governmental funds and the Accrual Basis of accounting for enterprise funds.
Actual: The recorded expenditure for a specific account number. The actual columns, referenced in this document, report the expenditures as audited by an independent auditor.
Adopted Budget: A budget which typically has been reviewed by the public and adopted (approved) by the City Council prior to the start of the fiscal year. The Adopted Budget is the legal authority to expend money for specified purposes in the fiscal year time period.
Appropriation: An authorization by the City Council to make expenditures and to incur obligation for specific amounts and purposes. For most local governments, the Adopted Budget document is the source for all or most appropriations. All annual appropriations lapse at the end of the fiscal year.
Assessed valuation: An official value established for real estate or other property as a basis for levying property taxes.
Assessments: Charges made to parties for actual services or benefits received.
Authority: A governmental or public agency created to perform a single function or a restricted group of related activities.
Authorized positions: Employee positions, which are authorized in the Adopted Budget, to be filled during the year.
Available Fund Balance: Funds remaining from prior years that are available for appropriation and expenditure in the current year.
Base budget: Cost of continuing the existing levels of service in the current budget year. 270 271
Budget: A plan of financial operation, for a set time period, which identifies specific types and levels of services to be provided, adopted appropriations or expenses, and the recommended means of financing them.
Budget amendments / revisions: The City Council has the sole responsibility for adopting the City’s budget and may amend or supplement the budget at any time after adoption by majority vote. The City Manager has authority to make budget adjustments per the Council adopted policy.
Budgetary basis: The basis of accounting used to estimate financing sources and uses in the budget. The budgetary basis generally takes one of three forms: GAAP, cash, or modified accrual.
Budgetary unit: An organizational component budgeted separately, usually a department or a division.
Capital expenditures: An acquisition or improvement (as distinguished from a repair) that will have a life of more than one year.
Capital improvement budget: Financial plans or authorized expenditures for tangible, longterm construction of, or improvement to, physical public facilities.
Capital Improvement Program or Plan (CIP): A long-term plan for multi-year projects such as street or park improvements, building construction, and various kinds of major facility maintenance. The projects set out in the plan usually require funding beyond the one-year period of the annual budget and the plan details funding sources and expenditure amounts.
Capitalization policy: The criteria used by a government to determine which outlays should be reported as fixed assets.
Capital outlay: Expenditures that result in the acquisition of, or addition to, fixed assets. A capital item is tangible, durable, and non-consumable, costs $5,000 or more, and has a useful life of more than one year.
Carryover: Process of carrying a budgeted and encumbered item from the current fiscal year to the next fiscal year. For example, a purchase order for a budgeted computer purchase is placed in FY 2019. However due to backlog at the computer factory, the computer is shipped in the 2020 Fiscal Year. The budget for FY 2020 did not include a purchase of a computer. The unspent FY 2019 budget for this item is carried over to the next fiscal year and the FY 2020 budget is adjusted (increased) for this purchase.
Cash basis: A basis of accounting in which transactions are recognized only when cash is increased or decreased.
Consumer Price Index (CPI): Measure of change in consumer prices as determined by a monthly survey of the U.S. Bureau of Labor Statistics. Many pension and employment contracts 271 272
are tied to changes in consumer prices as protection against inflation and reduced purchasing power. Among the CPI components are the costs of housing, transportation, and electricity.
Also known as the Cost-of-Living Index.
Contingency: A budgetary reserve set aside for emergencies or unforeseen expenditures not otherwise budgeted.
Contract services: Services rendered to a government by private firms, individuals, or other governmental agencies. Examples include maintenance agreements, professional contracts, and tree trimming agreements.
Debt service: The City’s obligation to pay the principal and interest of all bonds and other debt instruments according to a predetermined payment schedule.
Deficit: The excess of an entity’s liabilities over its assets, or the excess of expenditures or expenses over revenues during a single accounting period.
Department: A basic organizational unit of government that is functionally unique in its delivery of services.
Depreciation: The loss in value of an asset over time due to physical changes, obsolescence, or factors outside of the asset.
Designated fund balance: A portion of unreserved fund balance designed by City policy for a specific future use.
Development-related fees: Fees and charges generated by building, development, and growth in a community. Included in development-related fees are building permits, development review fees, and zoning and subdivision fees.
Disbursement: The expenditure of monies from an account.
Encumbrance: The commitment of appropriated funds to purchase goods or services. An encumbrance is not an expenditure. An encumbrance reserves funds to be expended.
Enterprise fund: A proprietary fund used to account for operations that are financed and operated in a manner similar to private business enterprises. The intent of enterprise funds is to have the costs of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges. The rate schedule for these services is established to ensure that revenues are adequate to meet all necessary expenditures.
Expenditure/Expense: The outflow of funds paid or to be paid for an asset obtained or goods and services obtained regardless of when the expenditure is actually paid. The term expenditure applies to governmental funds, while the term expense is used for enterprise and internal service funds.
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Expenditure object code: Unique identification number and title for a minor expenditure category. Represents the most detailed level of budgeting and recording of expenditures, referred to as a "line item."
Fiscal policy: A government’s policies with respect to revenues, spending, and debt management as these relate to government services, programs and capital investment. Fiscal policy provides an agreed-upon set of principles for the planning and programming of government budgets and their funding.
Fiscal Year (FY): The 12-month period for recording financial transactions specified by the City of Solvang as beginning July 1st and ending June 30th.
Fixed assets: Assets of long-term character such as land, buildings, machinery, equipment, and furniture.
Franchise fee: A franchise fee is charged for the privilege of using public rights-of-way and property within the City for public or private purposes. The City currently assesses franchise fees on cable television and utilities.
Full-Time Equivalent Position (FTE): Personnel position or fractions thereof based on the fulltime definition of forty hours of work per week.
Fund: A separate accounting entity with a self-balancing set of accounts to record all financial transactions (revenues and expenditures) for specific activities or government functions. Funds are classified into three categories: governmental, proprietary, and fiduciary. Commonly used funds in governmental accounting are general fund, special revenue funds, debt service funds, capital project funds, enterprise funds, internal service funds, agency funds, and special assessment funds.
Fund accounting: System used by non-profit organizations, particularly governments. Since there is no profit motive, accountability is measured instead of profitability. The main purpose is stewardship of financial resources received and expended in compliance with legal requirements. Financial reporting is directed at the public rather than investors.
Fund balance: The excess of assets of a fund over liabilities, reserves and carry-overs.
General Fund: A governmental fund used to account for resources traditionally associated with government that is not required legally or by sound financial management to be accounted for in another fund.
Generally Accepted Accounting Principles (GAAP): Uniform minimum standards for financial accounting and recording, encompassing the conventions, rules, and procedures that define accepted accounting principles.
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General obligation bond: Bonds that are usually limited by state law as to the amount as well as the length of indebtedness that a government can have. These "full faith and credit" bonds are secured by all of the financial assets of the local government, including property taxes.
Goal: A general statement of broad direction, purpose, or intent that describes the essential reason for existence and which is not limited to a one-year time frame. Generally, a goal does not change from year to year.
Grant: Contributions of gifts or cash or other assets from another governmental entity to be used or expended for a specific purpose, activity, or facility. An example is the Community Development Block Grant awarded by the federal government.
Indirect cost: Costs that cannot be easily seen in the product or service. Electricity, hazard insurance on a building, and data processing costs are examples of indirect costs.
Infrastructure: The physical assets of the City, e.g. streets, water, sewer, public buildings, and parks, and the support structures within a development.
Interfund transfers: The movement of monies between funds of the same governmental entity.
Intergovernmental revenue: Funds received from federal, state, and other local government sources in the form of grants, shared revenues, and payments in lieu of taxes.
Internal service charges: The charges to user departments for internal services provided by one department or another government agency, such as data processing, motor vehicles, or insurance funded from a central pool.
Jurisdiction: A geographic or political entity governed by a particular legal system or body of laws.
Long-term debt: Debt with a maturity of more than one year after the date of issuance.
Modified accrual basis or modified accrual method: Accounting method whereby income and expense items are recognized as they are available and measurable. The City of Solvang uses the Modified Accrual Basis of accounting for governmental funds and the Accrual Basis of accounting for enterprise funds.
Net working capital: Net working capital is the aggregate amount of all current assets and current liabilities. It is used to measure the short-term liquidity of a business/enterprise fund.
Object code: A specific numerical classification that identifies which amount is allocated for disbursements. The City of Solvang uses object codes as part of the account number and represents the lowest level of classification within the General Ledger accounting system, before the project code.
Objective: Measurable statement of the intended beneficial and tangible effects of a program’s activities. An objective is a specific target toward which a manager can plan, schedule work 274 275
activities, and make staff assignments. An objective is stated in quantifiable terms such that it is possible to know when it has been achieved. Examples including increasing an activity by a specific amount by a certain date; maintaining a service level; reducing the incidence of something by a specific amount by a given date; or eliminating a problem by a set date. The emphasis is on performance and its measurability.
Operating expense: A series of object codes that include expenditures for items which primarily benefit the current period and are not defined as personnel services, contractual services, or capital outlays.
Operating revenues: Funds that the government receives as income to pay for ongoing operations. This includes such items as taxes, fees from specific services, interest earning, and grant revenues. Operating revenues are used to pay for day-to-day services.
Organizational chart: A chart showing the interrelationships of positions within an organization in terms of authority and responsibilities. There are basically three patterns of organization: line organization, functional organization, and line-and-staff organization.
Public Employees' Retirement System (PERS): The state retirement system for city and other public employees that provides its members with benefits at retirement or upon disability or death.
Program: A group of related activities performed by one or more organizational units for the purpose of accomplishing a function for which the government is responsible.
Proprietary funds: These funds account for records of operations similar to those found in a business, such as enterprise funds and internal service funds.
Purchase Order (PO): An order issued which authorizes the delivery of specific goods or services, and incurrence of a debt for them.
Reserve: That portion of a fund's balance legally restricted for a specific purpose and, therefore not available for general appropriations.
Resolution: A special or temporary order of a legislative body; an order (policy) of a legislative body requiring less legal formality than an ordinance or statute.
Revenues: Funds received from various sources and treated as income to the City that are used to finance expenditures. Examples are tax payments, fees for services, receipts from other governments, fines, grants, licenses, permits, shared revenue, and interest income.
Special Assessment Fund: Contains monies received from special charges levied on property owners who benefit from a particular capital improvement or service.
Special Revenue Fund: A governmental fund type used to account for specific revenues that are legally restricted to expenditures for particular purposes. 275 276
Supplemental appropriation: An additional appropriation made by the governing body after the budget year has started.
Taxes: Compulsory charges levied by a government for the purpose of financing services performed for the common benefit of the people. This term does not include specific charges made against particular persons or property for current or permanent benefit, such as special assessments.
Transfers in/out: Amounts transferred from one fund to another to assist in financing the services for the recipient fund.
Transient Occupancy Tax (TOT): A tax collected by the operators of hotels and motels located within the city, on behalf of the City. This tax is then remitted to the City.
Unassigned fund balance: Unassigned fund balance is the residual classification for the government‘s general fund and includes all spendable amounts not contained in the other classifications.
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RESOLUTION NO. 21-1142
A RESOLUTION OF THE CITY COUNCIL OF THE
CITY OF SOLVANG AMENDING THE APPROPRIATION
LIMIT FOR FISCAL YEAR 2021-22 PURSUANT TO
ARTICLE XIII OF THE CALIFORNIA CONSTITUTION
WHEREAS, Article XIII of the California Constitution provides that the total annual appropriations subject to limitation of each governmental entity, including this City, shall not exceed the appropriation limit of such entity of government for the prior year adjusted for changes in the cost of living or personal income and population, except as otherwise provided for in said Article XIII and implementing State Statues; and WHEREAS, pursuant to said Article XIII of said California Constitution, and Section 7900 et seq. of the California Government Code, the City is required to set its appropriation limit for each fiscal year; and
WHEREAS, the Director of Administrative Services of the City of Solvang has interpreted the technical provisions of said Proposition 4 computations and has caused a technical review to be made of the documentation for the City’s said appropriation limitation, and has caused changes in the appropriation limit for fiscal year 2021-2022; and WHEREAS, based on such calculations the Director of Administrative Services has determined the said appropriation limit and, pursuant to Section 7910 of said California Government Code, has made available to the public the documentation used in the determination of said appropriation limit;
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Solvang, California that said appropriation limit for fiscal year 2021-2022 shall be set in the amount of $21,878,920.
PASSED AND ADOPTED this 28th day of June 2021 by the following vote:
AYES: Robert Clarke, Mark Infanti, Claudia Orona, Jim Thomas, Charlie Uhrig NOES:
ABSENT:
ABSTAIN:
______________________________
Mayor, Charlie Uhrig
ATTEST:
____________________________
City Manager/City Clerk, Xenia Bradford
DocuSign Envelope ID: 1134B6FA-1648-4E79-91EB-414177E6297C 277 278
RESOLUTION NO. 21-1143
A RESOLUTION OF THE CITY COUNCIL OF THE
CITY OF SOLVANG ADOPTING A BUDGET FOR FISCAL YEAR 2021-22 WHEREAS, the City of Solvang is required to appropriate and expend public funds to conduct its business on a day-to-day basis; and
WHEREAS, the City Council and City Staff have expended many hours preparing and reviewing the City’s needs; and
WHEREAS, the City Council finds and determines that the efficiency, economy, and effectiveness of City government operations would be substantially impaired if such appropriations or expenditures could not be incurred or paid on a daily basis, and WHEREAS, Section 37208 of the California Government Code provides that payments or demands conforming to a budget approved by ordinance or resolution need not be audited by the City Council prior to payment; and
WHERAS, the City Council acknowledges the continuing efforts of staff to operate within an approved budget and manage savings wherever feasible.
WHERAS, the City Council authorizes the City Manager to make administrative adjustments to the financial statements in the Attachment A in accordance with the Council approval at the June 22, 2020 Final Budget Adoption hearing.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Solvang, California adopts the Fiscal Year 2021-22 Annual Budget as summarized in Attachment A.
PASSED, APPROVED AND ADOPTED by the City Council of the City of Solvang this 28th day of June 2021 by the following vote:
AYES: Robert Clarke, Mark Infanti, Claudia Orona, Jim Thomas, Charlie Uhrig NOES:
ABSENT:
ABSTAIN:
______________________________
Mayor, Charlie Uhrig
ATTEST:
____________________________
City Manager/City Clerk, Xenia Bradford
DocuSign Envelope ID: 1C87315D-6237-497A-A97F-553F65AEC25B 278 279
Agenda Item Number: 8
Solvang City Council STAFF REPORT
PREPARED BY: Xenia Bradford, City Manager
MEETING DATE: January 24, 2022
SUBJECT: RESPONSE TO GRAND JURY REPORT – “PENSIONS IN SANTA BARBARA COUNTY REQUIRE VIGILANCE”
RECOMMENDATION:
Approve response to the Grand Jury Report titled “Pensions in Santa Barbara County require vigilance” as presented in Attachment A
DISCUSSION:
On November 30, 2021, the Santa Barbara Grand Jury issued a report titled “Pensions in Santa Barbara County Require Vigilance, Balancing Promises and Maintaining Services.” The Grand Jury requires the City to provide a response to the findings and recommendations in the report no later than 90 days of receipt of the report.
The Grand Jury report can be found in attachment A, and staff’s response to the findings and recommendations can be found in attachment B.
The Grand Jury report requires that the City develop and publish a comprehensive plan by June 30, 2022 addressing pension plans. Staff will prepare recommendations and present to the City Council in conjunction with the Fiscal Years 2022-24 Financial Plan development process.
ALTERNATIVES:
N/A
FISCAL IMPACT:
No direct budget or financial impacts exist from the approval of staff’s responses to the findings and recommendations in the Grand Jury report; however, pension costs are significant and may hinder the City’s ability at continuing to deliver services to the public in the future.
ATTACHMENTS:
A – Grand Jury Report
B – City of Solvang response to the report
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2021 Santa Barbara County Grand Jury 1
PENSIONS IN SANTA BARBARA COUNTY REQUIRE VIGILANCE
Balancing Promises and Maintaining Services
SUMMARY
The 2021 Santa Barbara County Grand Jury (Jury) conducted a follow-up investigation to the 2017-18 Grand Jury “Pensions in Santa Barbara County” report to determine how the eight cities and the County have progressed.
In 2017-18, the Santa Barbara County Grand Jury issued an investigative report that looked at the pension plans of Santa Barbara County (County) and the eight incorporated cities within the County.
That report found there were substantial liquidity and solvency risks to the sustainability of many of the public defined benefit pension plans in the County and that if there are additional fiscal shocks, such as a fall in tax revenues or a period of low returns on pension assets held by the California Public Employee Retirement System (CalPERS) and County of Santa Barbara Employee Retirement System (SBCERS), then other actions may be required.
Salaries and benefits, including pension costs, are the largest annual operating expenditures of the County and its eight cities. The unfunded pension liabilities for future payments to current and former staff are also a significant portion of each of their balance sheets, totaling $1.8 billion. Pensions and the related liabilities are a significant part of the operating costs of all local governments. The Jury was told that governments often cannot provide the same level of wages and benefits to attract and retain talented and capable staff as “for profit” organizations because of the need to balance providing required services to its residents against the burden of taxation or fees charged to those residents.
Pensions, the Jury learned, provide a way for local governments to attract capable staff while deferring some of the costs to the taxpayers to the future. Pensions are an attractive benefit for many as they assure staff of income streams after retirement.
The County and cities need to make sure they are prepared to fund future pension obligations when due, without disrupting critical services or over-burdening their residents with extra fees and taxes.
The Jury discovered that, while risks continue to exist, especially for those cities that are suffering financial challenges, there are no immediate threats and that, with proper attention, all cities and the County should be able to deliver the necessary services to its residents and meet its pension obligations as they become due.
INTRODUCTION
The County of Santa Barbara and the eight incorporated cities within the County had unfunded pension liabilities of $1.8 billion as of June 30, 2020. These obligations are the calculated net present value of payments due over an extended period of years and like most U.S. cities represent the largest liability on the County’s and the eight cities’ General Fund Balance Sheets. Financial markets are not always predictable. For example, in early 2020, the United States was experiencing a record-breaking economy and stock markets were at all-time highs until the COVID-19 pandemic struck, and the financial markets contracted and drastically decreased in value. That decline was short-lived but underscores the reality that volatility in the markets can occur without warning and that the County and the eight cities need to be prepared for future significant negative impacts to the markets.
The 2017-18 Santa Barbara County Jury issued a report about the nine principal public pension systems in Santa Barbara County (County.) Those pension systems include the County of Santa Barbara Employee Retirement System, and those managed by the California Public Employee Retirement DocuSign Envelope ID: B6A26099-9D29-41A4-83C1-2EE3F70C05D2 281 281
2021 Santa Barbara County Grand Jury 2
System for the eight cities of Buellton, Carpinteria, Goleta, Guadalupe, Lompoc, Santa Maria, the City of Santa Barbara and Solvang. The 2017-18 Jury found the highest risks in the plans of Lompoc, the City of Santa Barbara, and Santa Maria, which are the largest in the County. It found moderate risks in Guadalupe and Solvang. It found minimal to moderate risks in Buellton, Carpinteria and Goleta. Risks in SBCERS were moderate and well managed.
California is one of the most expensive states to live in, and Santa Barbara County is one the most expensive counties. Across the board, the cost of living in cities in the County is significantly higher than the national average.1The County and its cities must compete for qualified employees. To attract an appropriate workforce, the County and its cities cannot always pay salaries comparable to other employment opportunities candidates may be considering. As a result, they have followed a practice that most governmental organizations use to augment current compensation - a Defined Benefit Pension Plan. In a Defined Benefit Pension Plan the employer promises a specified pension payment upon retirement that is predetermined by a formula based on the employee's earnings history, tenure of service, and age.
Counties and cities have the option to administer their pension plans, but the costs and risks associated with doing so make using an outside administrator more attractive. In California, most counties and cities that have decided not to administer their own pension plans use CalPERS.2 The eight cities of Santa Barbara County are members of CalPERS. In addition to the eight cities, close to 2,900 California public employers participate in CalPERS. 3 As of June 30, 2020, CalPERS managed
$392.5 billion in assets,
4 making it the largest public pension fund in the nation.3 These assets are used
to help cover the cost of future payments due current and former employers for services previously rendered. As of June 30, 2020, the assets under management represented 70.6 percent of the Accrued Liability due members of the pension fund.
5 Accrued Liability is net present value of the total dollars needed as of the valuation date to fund all benefits earned in the past.
In addition to using investment returns, CalPERS uses contributions from employers and members to fund payments of member benefits. Per CalPERS, as of June 30, 2020, funding for retirement benefits was broken down as follows: investment returns (55 percent), employer contributions (32 percent) and employee contributions (13 percent).6
Each year, employers within the CalPERS pension fund are required to make contributions to the fund.
These contributions are made up of two components, the Employer Normal Cost and a payment that represents amortization of the Unfunded Accrued Liability (UAL.) The Employer Normal Cost represents the pension amount earned by active employees for services expected to be provided for the upcoming fiscal year and is paid at 100 percent. The UAL is total Actuarial Accrued Liabilities minus assets available to pay benefits earned. Rather than requiring employers to pay the entire amount of the UAL, the annual payment is an amortized amount needed to fund the liability over an extended period for past service credit earned by members. In addition to these required payments, employers also have the option to make additional payments to pay down the UAL early. 1 Salary.com https://www.salary.com/research/cost-of-living/ca (last reviewed September 21, 2021) 2 https://www.calpers.ca.gov/page/about/organization/calpers-story (last reviewed September 21, 2021) 3 https://www.calpers.ca.gov/docs/forms-publications/facts-about.pdf (last reviewed September 21, 2021) 4 https://www.calpers.ca.gov/docs/forms-publications/facts-investment-pension-funding.pdf (last reviewed September 21, 2021)
5 https://www.calpers.ca.gov/docs/forms-publications/facts-investment-pension-funding.pdf (last reviewed September 21, 2021)
6 https://www.calpers.ca.gov/page/newsroom/calpers-news/2021/calpers-strong-preliminary-fiscal-year-investment-returntrigger-discount-rate-reduction DocuSign Envelope ID: B6A26099-9D29-41A4-83C1-2EE3F70C05D2 282 282
2021 Santa Barbara County Grand Jury 3
CalPERS had net investment returns of 8.5 percent for the ten-year period ending June 30, 2020.
Managed assets grew from $237 billion to $392.5 billion. During that period, the annual net investment returns ranged from a low of .01 percent to a high of 21.7 percent.
Discount Rate is the rate of return used to discount future cash flows back to their present value. Prior to 2008, CalPERS was using a Discount Rate of 7.75 percent. Using too high a Discount Rate can understate the amount currently due for future payments. This can occur if the actual return on invested assets is less than the Discount Rate used and did occur in 2008 and 2009. Using the 7.75 percent Discount Rate, managed assets were shown to exceed the Actuarial Liability as of June 30, 2007. In 2008, the Great Recession began and, while the Actuarial Liability continued to grow, managed assets lost significant value. Just two years later, as of June 30, 2009, managed assets were only 61 percent of the Actuarial Liability.
In 2012, the State of California passed AB 340 and AB 197, which enacted the California Public Employees’ Pension Reform Act of 2013 (PEPRA) and were intended to help blunt the rise of pension debt counties and cities were facing due to the recession. PEPRA went into effect on January 1, 2013, and made several significant positive changes in California pension systems. Employees hired prior to PEPRA are members of plans which are referred to as Classic plans. Those employees retain the benefits promised under their existing plans. For employees hired after PEPRA went into effect, the plans typically set a new maximum benefit, increased the retirement age at which members became eligible, set a cap on the amount used to calculate an employee’s benefit base, and forbade the practice of “Employer Paid Member Contributions” for new PEPRA members. Since its enactment, the PEPRA law has succeeded in reducing future liabilities in pension plans.
Actuarial valuations reports are prepared for all members of the CalPERS pension fund each year.
These actuarial reports, which are typically released 14 months after the end of the reporting period, are based on several assumptions, including expected investment return and payroll growth, eligibility for the types of benefits provided, and mortality rates of retirees. Based upon actuarial valuation, the annual employer contribution rates are adjusted, as needed. Since 2016 these valuations are based on an investment return assumption of 7.0 percent. For 2021, and subsequent periods, the Discount Rate used to calculate employer contributions will be dropped to 6.8 percent, 6 which will have the effect of
raising the estimated future liabilities under the pension fund.
Unlike the eight cities, the County of Santa Barbara and its employees are not members of CalPERS.
Instead, the County administers its own retirement funds through SBCERS, which was established on January 1, 1944. It provides service retirement, disability, death, and survivor benefits for employees of the County of Santa Barbara, the Santa Barbara County Superior Court, and ten special districts. 7 As of June 30, 2020, SBCERS managed nearly $3.2 billion in assets. This amount represents approximately 74 percent of the Accrued Liability due current and former employees who are members of SBCERS, which covers 10,777 current and former employees, including 4,322 who are currently receiving benefits.8Like CalPERS, SBCERS funds payments of member benefits through a combination of member and employer contributions and investment income.
The Board of SBCERS sets the assumptions to be used to determine the funding requirements of the pension fund each year. One key assumption is the Discount Rate. To be more in line with actual results, the SBCERS Board has lowered the Discount Rate used to determine the Actuarial Accrued Liability several times. In 2007 it was lowered to 7.75 percent, and after several interim adjustments, it 7 https://www.sbcers.org/about-us/
8 https://www.sbcers.org/wp-content/uploads/2020-Annual-Report-Web-Version.pdf DocuSign Envelope ID: B6A26099-9D29-41A4-83C1-2EE3F70C05D2 283 283
2021 Santa Barbara County Grand Jury 4
now sits at 7 percent.
9 Like plans within the CalPERS pension fund, the SBCERS pension fund is subject to PEPRA.
Unfunded pension liabilities, as calculated by CalPERS and SBCERS, are paid by the employer over an extended period, much like a mortgage would be. The amount of Unfunded Accrued Actuarial Liability to be paid in future periods is listed as a liability on each of the cities’ and the County’s financial statements. That liability is shown at the estimated net present value of the expected future payments, based upon an assumed rate of return on investment assets managed by CalPERS or SBCERS. Like all estimates, the amounts shown are only as good as the assumptions used to calculate them. One important assumption is the Discount Rate used to calculate the liability. If future CalPERS or SBCERS investment earnings consistently fall short of the Discount Rate used to calculate the UAL, the amount owed by the cities or County could be significantly higher. If CalPERS or SBCERS actual investment returns are higher than the Discount Rate used to calculate the UAL, as they have been for most years the past decade, the amounts to be funded by the cities or County would be less.
While CalPERS and SBCERS have, to date, adequately managed the assets under management for the cities and the County, there are no guarantees that investment returns will be sufficient to cover all obligations, or that other factors might occur that would negatively impact the cities or the County and their ability to meet all obligations on a timely basis. There are mechanisms available to protect the cities and the County from significant increases in future amounts to be paid, or from reductions in revenues, which could impair the ability of the cities or the County to make the future payments timely, without cutting services provided to residents. These mechanisms include:
Section 115 Pension Trusts - A Section 115 Pension Trust, which derives its name from the code section within the United States Internal Revenue Code, may be used to segregate funds from an entity’s general fund for the purpose of funding future obligations, and recently has been used more frequently to set aside funds to meet future pension contributions or liabilities that would otherwise create strains on current operational budgets. Monies in a Section 115 Trust can be invested and can potentially earn a higher rate of return than the growth of future pension obligations. One limitation on Section 115 funds is that they are irrevocably committed for the purpose stated in the trust and may not be retrieved or used for other purposes.
Pension Obligation Bonds – A Pension Obligation Bond (POB) is a bond issued by a city or county that is repaid from future returns on the investments made using the proceeds of the bond, or from future revenues of the issuing entity. The basic principle of POBs relies on the expectation that the rate to borrow the money is less than the assumed expected return from an investment portfolio. The expected benefits to the entity are that the annual costs of funding the pension liability are offset in some part by the net proceeds of the investments. This takes pressure off the entity to completely fund the pension obligations from annual revenues. A risk does exist in that the investments created with the borrowed funds may not perform well and the revenues are not sufficient to cover the bond costs. In that case the entity would be required to use funds from other sources, which could impact the level of services provided by the entity. It is imperative that the entity get the lowest possible interest rate to mitigate risk, and with interest rates at record lows, many entities are looking to POBs to protect them from future fluctuations in pension costs.
Pension Reserve Fund - One other option used by some entities is to create a Pension Reserve Fund within their budget that is funded in years when excess monies are available. This concept has the benefit in that should there arise a need to use the funds for other purposes, they could be redirected to the alternative use.
9 https://www.sbcers.org/wp-content/uploads/Preliminary-Investment-Return-6-30-2021.pdf DocuSign Envelope ID: B6A26099-9D29-41A4-83C1-2EE3F70C05D2 284 284
2021 Santa Barbara County Grand Jury 5
METHODOLOGY
To carry out its analysis, the Jury:
Reviewed the 2019 and 2020 CalPERS valuation reports for the 32 plans10 within the eight cities, plus related data in the public domain and as provided by the cities’ plan administrators11; Reviewed 2020 SBCERS Annual Reports and data provided by SBCERS10; Reviewed “The California State Auditor’s Fiscal Health Analysis of the State’s Over 470 Cities,”12 which showed California cities that could be facing fiscal challenges by assessing their levels of risk using various financial indicators; Reviewed audited financial reports of the County and of the eight cities for various years plus related data in the public domain and as provided by the County and the eight cities; and Interviewed individuals with administrative responsibilities for the pension plans from the County and the eight cities and representatives from SBCERS and CalPERS.
Based on the information in the documents reviewed and from the interviews with various officials of the eight cities, the County, SBCERS and CalPERS, the Jury constructed a model to assist it in analyzing the current financial position of each of the 32 plans. The Jury also reviewed the relationship of the pension liabilities to their respective General Funds and annual operating revenues, the current and future burden to the residents of the County and the eight cities, and the years the unfunded liabilities are expected to be paid off.
OBSERVATIONS
In Santa Barbara County, PEPRA has been effective in that pension plans created as a result of the pension reform are funded at a much higher percentage. While PEPRA has helped, that does not mean there are not some significant issues to be aware of. The largest component of the Unfunded Accrued Liability in the 32 pension plans of the cities within the county are in Classic plans. Even though PEPRA plans began in 2013, as of June 30, 2020, the total UAL for the 32 plans was over $631 million, of which only $1 million was within PEPRA plans. So, while the 12 PEPRA plans are funded at an average of over 90 percent, the 20 Classic plans are only funded to an average of 68.7 percent. In future years PEPRA plans will play an increasing part in controlling pension costs of the cities and the County.
Table 1 (below) highlights the overall pension liabilities for each city and the County, as well their respective populations, estimated annual employer pension contributions, and analytics of how each city’s and the County’s obligations compare to various metrics. These analyses helped the jury classify the pension solvency risk for each of the cities and the County. For example, Lompoc, the City of Santa Barbara, Santa Maria and the County have higher per capita UALs than the remaining cities, suggesting there could be a higher strain on those communities than on those with lesser per capita UALs. Also, the cities of Lompoc, Santa Barbara and Santa Maria have significantly higher Estimated Total Employer Contributions than the other cities. These factors alone may not be a warning sign, but when compared to their Projected Payrolls and to their Total General Fund Revenues, they also represent higher percentages of those amounts and suggest higher risk. 10 See Appendix B
11 https://www.calpers.ca.gov/page/employers/actuarial-services/employer-contributions/public-agency-actuarial-valuationreports 12 https://www.auditor.ca.gov/bsa/cities_risk_index
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2021 Santa Barbara County Grand Jury 6
Table 113
Public Pension Status, Santa Barbara County and 8 Cities, 2020 Based on the Jury’s investigation, interviews, and reviews of each plan’s actuarial valuation report and the most recent audited financials for each city and the County, the Jury classified the cities’ and the County’s pension solvency risk into two categories: those that the Jury believes are at less risk to have problems with meeting their pension obligations and those that continue to have higher potential risk.
Cities and the County the Jury considers at less potential pension plan solvency risk include:
Buellton
Carpinteria
Goleta
Guadalupe
Solvang
County of Santa Barbara
Cities the Jury considers at higher potential pension plan solvency risk include:
Lompoc
Santa Barbara
Santa Maria
The Jury does not think that any of the cities or the County are in imminent danger of insolvency related to their pension obligations. That said, the cities and the County can always take additional steps to further reduce the risk that pension obligations would impair their ability to provide all intended services on a timely basis.
13 Except for the County information, all information within the table was obtained from the eight cities’ Actuarial Valuation Reports as of June 30, 2020, prepared by CalPERS, which are available online at:
https://www.calpers.ca.gov/page/employers/actuarial-resources/public-agency-actuarial-valuation-reports. The County information was obtained from SBCERS Actuarial Valuation Report as of June 30, 2020, available online at https://www.sbcers.org/wp-content/uploads/2020-SBCERS-AVR-Revised_20210224s.pdf.
Population
Normal
Accrued
Liability
Unfunded
Actuarial
Liability
Unfunded
Actuarial
Liability
Per Capita
% Funded
(Discount
Rate - 7%)
Estimated
Total
Employer
Contribution
Estimated Total
Employer
Contribution as %
of Projected
Payroll
Estimated Total
Employer
Contribution as % of
Proj Payroll to Total
General Fund Revs
Buellton 5,102 10,618,762 $ $ 2,678,957 $525.08 74.8% $ 384,784 22.0% 4.27% Carpinteria 13,385 30,911,978 $ $ 9,432,389 $704.70 69.5% $ 1,086,135 37.4% 9.37% Goleta 30,911 21,985,402 $ $ 4,241,195 $305.15 80.7% $ 1,105,343 13.5% 3.34% Guadalupe 7,783 16,925,088 $ $ 4,224,747 $542.82 75.0% $ 627,352 23.2% 10.38% Lompoc 42,853 321,949,822 $ $ 102,974,795 $2,402.98 68.0% $ 12,649,654 51.4% 27.65% Santa Barbara 91,686 1,180,029,261 $ $ 386,111,684 $1,123.12 67.3% $ 47,970,234 51.0% 32.08% Santa Maria 107,263 507,742,152 $ $ 160,165,144 $3,599.67 68.5% $ 20,753,973 40.1% 23.46% Solvang 5,839 19,743,790 $ $ 5,201,465 $890.81 73.7% $ 599,751 35.6% 6.41% County of Santa Barbara 446,499 4,297,727,000 $ $ 1,103,795,000 $1,984.57 74.3% - - - Totals $ 6,407,633,255 $ 1,778,825,376 72.2%
2020
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2021 Santa Barbara County Grand Jury 7
And some cities are taking those additional steps. While no city, or the County, has used a Pension Obligation Bond, the cities of Guadalupe, Lompoc and Santa Barbara have indicated that they have either investigated the idea or are planning to. A Pension Obligation Bond is not without risk, so it is important that each city that considers using this tool takes a careful look at its cost of borrowing, the interest rate they can obtain, and the market outlook for debt over the life of the bond.
Several cities have either created Section 115 Trusts (Goleta), or have told the Jury they are investigating the possibility (Guadalupe, Santa Barbara, Santa Maria and Solvang). A Section 115 Trust would allow the cities to set aside funds when times are good to be used to offset pension costs when the need to use general funds would negatively impact the timely delivery of essential services. The downside to using a Section 115 Trust is that the funds may only be used for the specific purpose for which the trust was created.
A less restrictive way than a Section 115 Trust for cities to set aside funds for pension needs in the future would be to create a Pension Reserve Fund. This type of reserve fund allows the cities to set aside funds for specific later needs, but allows the flexibility to divert the funds to other uses, should the need arise. None of the cities are currently using this mechanism, and instead are relying on their general reserve funds to be available if needed. The reserve funds for the cities of Guadalupe and Lompoc are currently underfunded based upon their stated policies, but both feel recent events will help them replenish their reserves within a couple of years at the most. The Jury learned that in Guadalupe there has been significant new housing built within the city and more is under construction, and in Lompoc, the recent approval of Measure Q, which increases the tax on cannabis manufacturing and distribution, is expected to create between and $5 and $8 million dollars in new revenues for the next fiscal year.
The Jury learned that all the cities and the County take their pension obligations seriously and understand the need to fulfill those obligations without impacting the delivery of essential and promised services to their residents. The Jury also learned that while these issues are analyzed and discussed annually, none of the cities or the County have a written plan addressing the risks of pension plan insolvency. A written plan would allow the residents to better understand how the cities and the County are addressing these issues and would serve as a guide to those implementing new policies.
CONCLUSION
The 2021 Santa Barbara County Grand Jury determined that while no current problems or undue risks exist and that none of the cities or the County are in imminent danger of being unable to meet their pension obligations, there still exists a need to remain vigilant and to prepare for unforeseen changes that could affect their future ability to fund their pension obligations in a timely manner.
FINDINGS AND RECOMMENDATIONS
Finding 1a
The cities of Buellton, Carpinteria, Goleta, Guadalupe, Solvang and the County of Santa Barbara are at less potential pension plan solvency risk.
Finding 1b
The cities of Lompoc, Santa Barbara and Santa Maria are at higher potential pension plan solvency risk.
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2021 Santa Barbara County Grand Jury 8
Finding 1c
Unfunded Accrued Liabilities have risen for all cities since 2016, and with the announced change in the Discount Rate, are expected to rise further, which could impact the cities’ ability to deliver expected services to residents.
Recommendation 1
That each city council and the Santa Barbara County Board of Supervisors develop and publish a comprehensive plan by June 30, 2022, addressing their pension plans and how they intend to properly assure future obligations are paid when due, without impacting the timely delivery of essential and promised services to residents.
Finding 2
Section 115 Trusts, Pension Obligation Bonds, and Pension Reserve Funds can be effective mechanisms to protect cities from dramatic impacts to the financial markets or declines in General Fund revenues.
Recommendation 2
That each city council and the Santa Barbara County Board of Supervisors study and determine by June 30, 2022, whether a Section 115 Trust, Pension Obligation Bond, or Pension Reserve Fund would be an effective hedge against risks to their pension plans for their city.
REQUEST FOR RESPONSE
Pursuant to California Penal Code Section 933 and 933.05, the Santa Barbara County Grand Jury requests each entity or individual named below to respond to the enumerated findings and recommendations within the specified statutory time limit:
Responses to Findings shall be either:
Agree
Disagree wholly
Disagree partially with an explanation
Responses to Recommendations shall be one of the following:
Has been implemented, with brief summary of implementation actions taken Will be implemented, with an implementation schedule
Requires further analysis, with analysis completion date of no more than six months after the publication of the report
Will not be implemented, with an explanation of why
Santa Barbara County Board of Supervisors – 90 Days
Findings 1a, 2
Recommendation 1, 2
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2021 Santa Barbara County Grand Jury
9 City of Buellton – 90 Days
Findings 1a, 1c, 2
Recommendation 1, 2
City of Carpinteria – 90 Days
Findings 1a, 1c, 2
Recommendation 1, 2
City of Goleta – 90 Days
Findings 1a, 1c, 2
Recommendation 1, 2
City of Guadalupe – 90 Days
Findings 1a, 1c, 2
Recommendation 1, 2
City of Lompoc – 90 Days
Findings 1b, 1c, 2
Recommendation 1, 2
City of Santa Barbara – 90 Days
Findings 1b, 1c, 2
Recommendation 1, 2
City of Santa Maria – 90 Days
Findings 1b, 1c, 2
Recommendation 1, 2
City of Solvang – 90 Days
Findings 1a, 1c, 2
Recommendation 1, 2
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2021 Santa Barbara County Grand Jury 10
APPENDIX A
GLOSSARY
Accrued Liability (also called Actuarial Accrued Liability or Entry Age Normal Accrued Liability) The total dollars needed as of the valuation date to fund all benefits earned in the past for current members.
Actuarial Valuation The determination, as of a valuation date, of the Normal Cost, Accrued Liability, and related actuarial present values for a pension plan. These valuations are performed annually or when an employer is contemplating a change to their plan provisions.
Classic Member (under PEPRA) A classic member is a member who joined CalPERS or SBCERS prior to January 1, 2013, and who is not defined as a new member under PEPRA. (See definition of New Member below).
Discount Rate Assumption The actuarial assumption that was called “investment return” in earlier CalPERS reports or “actuarial interest rate” in section 20014 of the California Public Employees’ Retirement Law (PERL) (California Government Code section 20014).
Funded Status A measure of how well-funded, or how "on track," a plan or risk pool is with respect to assets versus accrued liabilities. A ratio greater than 100 percent means the plan or risk pool has more assets than liabilities and a ratio less than 100 percent means liabilities are greater than assets.
New Member (under PEPRA) A new member includes an individual who becomes a member of a public retirement system for the first time on or after January 1, 2013, and who was not a member of another public retirement system prior to that date, and who is not subject to reciprocity with another public retirement system.
Normal Cost The annual cost of service accrual for the upcoming fiscal year for active employees. The normal cost should be viewed as the long-term contribution rate.
PEPRA The California Public Employees’ Pension Reform Act of 2013.
Present Value of Benefits (PVB) The total dollars needed as of the valuation date to fund all benefits earned in the past or expected to be earned in the future for current members.
Unfunded Accrued Liability (UAL) When a plan’s or pension fund’s value of assets is less than its accrued liability, the difference is the plan’s or pension fund’s UAL (or unfunded liability). If the unfunded liability is positive, the plan or pension fund will have to pay contributions exceeding the Normal Cost.
OTHER TERMS
Benefit Factor. The percentage of pay to which employee members are entitled for each year of service.
Complementary Risk Analysis. Additional risk analysis beyond what is presented in the CalPERS Valuation Reports.
Employer Paid Member Contributions refers to the practice of pension plan employers paying some portion of an employee’s contributions in some instances.
Pension plan. In this report, a pension plan is a given package of retirement contributions and benefits, for example, the Miscellaneous Plan of the City of Goleta.
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Pension system. In this report, a pension system is a set of pension plans under one management; for example, the pension system of the City of Goleta consists of the Miscellaneous Plan of the City of Goleta and the PEPRA Miscellaneous Plan of the City of Goleta.
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2021 Santa Barbara County Grand Jury 12
APPENDIX B
City/Plan Normal Accrued Liability Unfunded Actuarial Liability % Funded
(Discount Rate - 7%)
Misc $10,117,235 $2,647,138 73.8%
PepMisc. 501,527 31,819 93.7%
$10,618,762 $2,678,957 74.8%
MISC. $21,023,417 $5,766,390 72.6%
Safety 9,410,150 3,620,593 61.5%
PepMisc 478,411 45,406 90.5%
$30,911,978 $9,432,389 69.5%
MISC. $19,992,856 $4,063,881 79.7%
PepMisc. 1,992,546 177,314 91.1%
$21,985,402 $4,241,195 80.7%
Misc. $8,870,433 $2,377,584 73.2%
Safety 7,275,900 1,762,414 75.8%
PepMisc. 294,000 25,168 91.4%
PepSafety/POL 430,146 53,130 87.6%
PepSafety/Fire 54,609 6,451 88.2%
$16,925,088 $4,224,747 75.0%
MISC. $214,274,197 $65,964,956 69.2%
Safety 102,425,444 36,482,292 64.4%
PepSafety/Pol 1,200,382 134,523 88.8%
PepSafety/Fire 1,560,305 163,511 89.5%
Police Tier 2 1,625,259 132,930 91.8%
FireTier 2 864,235 96,583 88.8%
$321,949,822 $102,974,795 68.0%
Misc. $664,902,988 $198,210,264 70.2%
Safety Police 304,630,107 106,270,049 65.1%
SAFETY Fire 208,650,909 81,458,677 61.0%
PepSAfety Fire 1,845,257 172,694 90.6%
$1,180,029,261 $386,111,684 67.3%
Misc. $271,492,921 $89,892,591 66.9%
Safety Police 148,339,270 47,427,464 68.0%
Safety Fire 75,810,291 21,628,065 71.5%
PepSafety Police 5,858,997 668,451 88.6%
PepSafety Fire 1,700,068 178,390 89.5%
Safety Fire Tier 2 2,104,052 187,001 91.1%
Safe Police Tier 2 2,436,553 183,182 92.5%
$507,742,152 $160,165,144 68.5%
Misc. $18,646,595 $5,082,035 72.7%
Safety 611,526 85,659 86.0%
PepMisc. 485,669 33,771 93.0%
$19,743,790 $5,201,465 73.7%
County of Santa Barbara $4,297,727,000 $1,103,795,000 74.3% Santa Maria
Solvang
County of Santa Barbara
Buellton
Carpinteria
Goleta
Guadalupe
Lompoc
Santa Barbara
2017
DocuSign Envelope ID: B6A26099-9D29-41A4-83C1-2EE3F70C05D2 292 292
January 24, 2022
Santa Barbara County Grand Jury
Presiding Judge Gustavo Lavayen
312 East Cook Street
Santa Maria, CA 93454
RE: City of Solvang Response to the Findings and Recommendations in the Santa Barbara County Grand Jury Report on “Pensions in Santa Barbara County Require Vigilance”
Presiding Judge Gustavo Lavayen,
In response to the Santa Barbara County Grand Jury Report, the City of Solvang offers the following responses to the findings and recommendations in the report:
Finding 1a: The cities of Buellton, Carpinteria, Goleta, Guadalupe, Solvang and the County of Santa Barbara are at less potential pension plan solvency risk.
City of Santa Barbara Response to Finding 1b: Agree
The City of Solvang agrees that the projected City’s pension funded level versus unfunded liability remains in a stable range.
The City of Solvang also agrees that the CalPERS pension costs should be closely monitored and agrees to present a comprehensive plan to address the pension costs in the long run by June 30, 2022. The City is able to meet its required contributions to CalPERS based on the latest available actuarial report.
Finding 1c: Unfunded Accrued Liabilities have risen for all cities since 2016, and with the announced change in the Discount Rate, are expected to rise further, which could impact the cities’ ability to deliver expected services to residents.
City of Santa Barbara’s Response to Finding 1c: Agree
Although the reduced discount rate will have an impact by increasing the amount of future payments to CalPERS, the recently announced annual CalPERS rate of return at 21.3% will have a positive impact on future liability payments. The City will continue to closely monitor the actuarial statements from CalPERS and will develop strategies to manage further potential policy actions by CalPERS Board to stabilize the pension fund. Many other factors, including salary changes and increases, actuarial assumptions, and future investment returns will surely impact the annual payments the City is required to make. 293 293
As in prior fiscal years, the City’s adopted budget will continue to ensure all required payments are adequately appropriated. The City will balance its operating and capital budget by considering potential service level impacts, exploring revenue generating solutions and other budget balancing options.
Recommendation 1: That each city council and the Santa Barbara County Board of Supervisors develop and publish a comprehensive plan by June 30, 2022, addressing their pension plans and how they intend to properly assure future obligations are paid when due, without impacting the timely delivery of essential and promised services to residents.
City of Santa Barbara’s Response to Recommendation 1: Will be implemented The City of Solvang evaluated its Pension Obligations with multiple presentations made to the City Council in Fiscal Year 2019-20. The City is able to meet projected pension obligations and the payments are included in the City’s long-term fiscal forecasts.
However, the City will continue to proactively develop long-term strategies to be able to meet its obligations without significant impacts to operations.
Specific recommendations will be developed as part of Fiscal Years 2022-24 and will be prepared by June 30, 2022.
Finding 2: Section 115 Trusts, Pension Obligation Bonds, and Pension Reserve Funds can be effective mechanisms to protect cities from dramatic impacts to the financial markets or declines in General fund revenues.
City of Santa Barbara’s Response to Finding 2: Disagree partially Section 115 Trusts or reserves set-aside to meet pension obligations can be effective tools to protect cities as a budget balancing tool. If required contributions are increased by CalPERS based on earnings (market fluctuations) or CalPERS Board policy changes, such funds can be applied toward the payment. These are planning tools which would allow for smoothing of cash payments and will result in more stable levels of ongoing operations.
Section 115 Trust would also allow the City to invest in similar strategies as CalPERS, which could potentially result in higher earnings than the City can achieve from its pooled cash investment funds.
Pension Obligation Bonds are risky and are generally not recommended by financial consultants who have studied this subject matter.
Recommendation 2: That each city council and the Santa Barbara County Board of Supervisors study and determine by June 30, 2022, whether a Section 115 Trust, Pension Obligation Bond, or Pension Reserve Fund would be an effective hedge against risks to their pension plans for their city.
294 294
City of Santa Barbara’s Response to Recommendation 2: Will be implemented The City will evaluate the tools and will prepare a report by June 30, 2022.
Sincerely,
Xenia Bradford
City Manager, City of Solvang
295 295
Estimate Agenda Item Number: 9
Solvang City Coun
Solvang City Council STAFF REPORT
PREPARED BY: Jose Acosta Utilities Director, and
Nathan Giacinto, Wastewater Division Supervisor
MEETING DATE: January 24, 2022
SUBJECT: SEWER MASTER PLAN UPDATE 2021
RECOMMENDATIONS:
1. Approve the Sewer Master Plan Update 2021, and
2. Direct staff to incorporate the recommended projects into the City’s 10-Year Capital Improvement Program and costs into the ongoing Sewer Rate Study.
SUMMARY:
The City prepared it’s first and only previous Sewer Master Plan in 1988. The Sewer Master Plan Update 2021 was undertaken to provide the City with a modern strategic planning document, to update the evaluation of the City’s existing sewer collection system. A critical component of the Master Plan is identifying existing and future capacity deficiencies within the collection system to serve as the basis of the capital improvement projects list. The objectives of the Sewer Master Plan Update 2021 are as follows:
• Plan for expected growth
• Develop a representative hydraulic model of the sewer collection system • Identify existing and future system deficiencies
• Evaluate system conditions and create an asset renewal plan as part of the capital improvement program
• Develop a prioritized list of improvement projects, including anticipated costs, to address system deficiencies.
A condition analysis was performed for the system gravity and force mains based on approximate pipeline installation dates and an estimated useful life of approximately 75 years.
The recommended improvements for the City’s wastewater collection system have been ranked within three timeframe categories as follows:
• A) Projects within 1-5 Year Timeframe
• B) Projects within 6-10 Year Timeframe
296 296
• C) Projects within 11-20 Year Timeframe.
The total cost of the recommended improvements to be implemented over the next 15 to 20 years is estimated at $10.5 million.
DISCUSSION:
The City of Solvang has an aging sewer collection system that was primarily constructed in the 1950s through 1970s by the Solvang Municipal Improvement District (SMID) prior to the City’s incorporation in 1985. Shortly after incorporation, the City prepared it’s first and only previous Sewer Master Plan in 1988. The Sewer Master Plan Update 2021 was undertaken to provide the City with a modern strategic planning document, to update the evaluation of the City’s existing sewer collection system, and forecast future deficiencies and capital needs.
The City provides wastewater collection services to an estimated 2,059 customers with a collection system comprised of approximately 31 miles of gravity sewer mains, 645 manholes, 85 clean outs, 0.56 miles of force mains, and two lift stations. Over the past 33 years many segments the City’s sewer system have been approaching the end of their life expectancy and need to be replaced and/or upgraded to address the systems deficiencies. The Utilities Department staff has been working with Water Systems Consulting to prepare a Sewer Master Plan Update to address current and future needs in an efficient and cost-effective manner and improve wastewater collection within the City. The objectives of the Sewer Master Plan Update 2021 are as follows:
• Plan for expected growth.
• Develop a representative hydraulic model of the sewer collection system. • Identify existing and future system deficiencies.
• Evaluate system conditions and create an asset renewal plan as part of the capital improvement program.
• Develop a prioritized list of improvement projects, including anticipated costs, to address system deficiencies.
A critical component of the Master Plan is identifying existing and future capacity deficiencies within the collection system to serve as the basis of the capital improvement projects list. The hydraulic model evaluates the capacity throughout the collection system under a range of flow conditions. See Table 1-1 below. The flow conditions evaluated include Existing Conditions, Current General Plan Buildout Conditions, and Buildout + Infill Conditions. The Buildout + Infill Conditions includes a conservative estimate that 30% of single-family parcels will have ADUs added within the 20-year planning horizon of the Master Plan.
Table 1-1: Summary of Flow Estimates
Existing (gpd1) Buildout (gpd) Buildout + Infill (gpd)
Average Annual Flow (AAF)1 502,450 540,075 599,575
Peak Hour Wet Weather Flow
(PHWWF) 2,009,800 2,160,300 2,398,300
1. Gallons per day
297 297
A condition analysis was also performed for the system gravity and force mains based on approximate pipeline installation dates and an estimated useful life of approximately 75 years for all pipe materials. Results of the analysis indicated that the Alisal lift station force main is expected to reach the end of its remaining useful life within the 20-year planning period of the Master Plan. The majority of the City’s collection system gravity lines are expected to reach the end of their useful life between year 2040 and 2060. In addition, the condition of the City lift stations, and their various components were individually evaluated.
The Sewer Master Plan has recommendations of renewal strategies to proactively maintain and replace the City’s assets. The recommended improvements for the City’s wastewater collection system have been ranked within three timeframe categories. The three timeframes are as follows:
• “A” Projects: 1-5 Year Timeframe
• “B” Projects: 6-10 Year Timeframe
• “C” Projects: 11-20 Year Timeframe
Table 1-2 summarizes the phasing and total costs of the capital improvement projects by project category and timeframe. It is intended that these costs be spread over the 20-year planning period.
Table 1-2: Summary of Capital Improvement Phasing and Costs Project
Category
Project
Timeframe
(Years)
Project
Numbers
Project Onset
Total Project
Existing Cost
Deficiency
Growth
Induced
Infrastructure
Renewal
Strategies
A 1 - 5 A1-A6 $1,080,000 $0 $2,000,000 $3,080,000
B 6 - 10 B1-B3 $483,000 $0 $2,000,000 $2,483,000
C 11 - 20 C1-C5 $886,000 $0 $4,000,000 $4,886,000
Total $2,449,000 $0 $8,000,000 $10,449,000
Please see Attachments A and B, Master Plan Executive Summary and the full Sewer Master Plan Update 2021 including appendices that provide the supporting technical documentation for the findings and recommendations. Utilities Department staff recommend that the City Council approve and adopt the Sewer Master Plan Update 2021, and direct staff to incorporate the recommended projects into the City’s 10-Year Capital Improvement Program, and future CIP’s as needed, and costs into the ongoing Sewer Rate Study. It is understood that the City Council may provide staff with additional direction regarding sewer improvements and the 10-Year Capital Improvement Program as the Sewer Rate Study progresses. 298 298
ALTERNATIVES:
The City Council could direct staff to delete certain projects, and/or schedule the recommended projects over a longer term to lessen the impact to the rate payors and the City’s annual Budget.
However, deleting certain sewer system renewal projects could result in serious future system failures, sewer spills and fines.
FISCAL IMPACT:
Adoption of the Sewer Master Plan Update 2021 has no direct fiscal impact. If adopted, projects within the Master Plan will be incorporated into the City’s 10-Year Capital Improvement Program, with specific projects presented in future Fiscal Budgets for City Council consideration and approval. As mentioned above, it is understood that the City Council may provide staff with additional direction regarding sewer improvements and the 10-Year Capital Improvement Program as the Sewer Rate Study progresses.
ATTACHMENTS:
A. Executive Summary - Sewer Master Plan Update 2021
B. Sewer Master Plan Update 2021
299 299
SEWER 2021 MASTER PLAN
CREATED BY
ATTACHMENT A
300 300
Prepared Under the Responsible Charge of:
Joshua Reynolds
California R.C.E. No. 65400
Expires 09/30/23
Date: 11/8/2021
09/30/2023
301 301
Acknowledgements
The City of Solvang 2021 Sewer Master Plan was prepared by Water Systems Consulting, Inc. The primary authors are listed below.
Joshua Reynolds, P.E.
Adam Donald, P.E.
Water Systems Consulting, Inc. would like to acknowledge the significant contributions of the City of Solvang, including the following staff.
Matt van der Linden, P.E., Public Works Director/City Engineer Nathan Giacinto, Wastewater Supervisor
Paul Matsukas, Lead Operator
302 302
SECTION 1
1 Executive Summary
This Sewer Master Plan Master Plan (Master Plan) is an update to the City of Solvang’s (City) 1988 Sewer Adequecy Study and is intended to assist the City with maintaining the integrity and capacity of existing and future wastewater collection facilities. This Section presents a summary of the Master Plan including discussion of the objectives, analyses performed, findings, and recommendations.
1.1 Introduction
The City provides wastewater collection services to an estimated 2,033 customers via a collection system comprised of approximately 31miles of gravity sewer mains, 645 manholes, 85 cleanouts, 0.56 miles of force mains, and two (2) lift stations. The collection system service area is currently limited to properties within the City limits. Under future conditions, the collection system may be expanded to serve developments on currently undeveloped parcels within the City limits as well as residential infill.
The objectives of this Master Plan are as follows:
• Plan for expected growth.
• Develop a representative hydraulic model of the collection system. • Identify existing and future system deficiencies.
• Evaluate system conditions and create an asset renewal plan as part of the capital improvement program.
• Develop a prioritized list of improvement projects, including anticipated costs, to address system deficiencies.
1.2 Flow Projections
System-wide average annual flow (AAF) and peak hour wet weather flow (PHWWF) were estimated for existing conditions, buildout, and buildout plus infill planning horizons, as presented in Table 1-1. Flow
IN THIS SECTION
Flow Projections
Capacity and Condition
Assessment
Stormwater Diversion
Recommended
Improvements
303 303
projections were calculated based on water consumption records, metered wastewater flows, and the assumed relationship between water demand and wastewater generation by land use.
Future flow projections include flows for undeveloped parcels within the City Limits as well as assumed 30% infill amongst residentially zoned parcels. Wastewater flows were calculated based on projected land use and the most applicable wastewater generation factor.
Table 1-1: Summary of Flow Estimates
Existing (gpd1) Buildout (gpd)
Buildout + Infill
(gpd)
Average Annual Flow (AAF)1 502,450 540,075 599,575
Peak Hour Wet Weather Flow
(PHWWF)
2,009,800 2,160,300 2,398,300
1. Gallons per day
1.3 Capacity and Condition Assessment
Capacity of the wastewater infrastructure was assessed using the hydraulic model of the City’s collection system, prepared as part of this Master Plan. Model runs were conducted for AAF and PHWWF conditions in the various planning horizons (existing, buildout, and buildout plus infill). Results of the analysis identified 20 pipe segments (0.75 miles) as capacity deficient in the existing and buildout PHWWF scenarios and 23 pipe segments (0.91 miles) under the buildout plus infill PHWWF scenarios. Both lift stations had sufficient capacity for the modeled PHWWF scenarios.
The condition of the City lift stations and their various components were individually evaluated during a lift station inspection tour performed with City wastewater collection staff. Observations and findings from the lift station inspections were used in conjunction with install dates and respective assumed useful life estimates to project the remaining useful life of lift station components. A renewal strategy for the lift station components was prepared and incorporated into the list of capital improvement projects.
A condition analysis was performed for the system gravity and force mains, based on pipeline install dates and an assumed universal useful life of 75 years for all pipe materials. Results of the analysis indicated that the Alisal lift station force main is expected to reach the end of its remaining useful life within the 20- year capital program planning period of this Master Plan. The majority of the City’s collection system gravity mains are expected to reach the end of their useful life between Year 2040 and 2060. Individual projects to address aging force mains are included within the proposed capital improvement plan while gravity main replacement and rehabilitation has been addressed via a recommended phased renewal strategy. CCTV inspection of the collection system pipelines is recommended and will help the City identify problem areas and plan for optimal timing of rehabilitation projects. 304 304
1.4 Recommended Improvements
The total cost of recommended capital improvement projects to address existing and anticipated future deficiencies over the 20-year planning period is approximately $10.45 million (costs are in 2021 dollars with an Engineering News Record Construction Cost Index (ENR CCI) of 12,237). The projects are grouped into three (3) categories, A, B, and C, each with their own defined timeframe.
Table 1-2 summarizes the phasing and total costs of the capital improvement projects by project category and timeframe. Project costs are classified as Class 5 Conceptual Report Classification of Opinion of Probable Construction Costs as developed by AACE International, and include markups for construction contingency, project implementation, and construction phase support. Detailed descriptions for each project are included in Section 9 and a map of capital improvement projects isincluded as Plate 1 attached to this Master Plan.
Table 1-2: Summary of Capital Improvement Phasing and Costs Project
Category
Project
Timeframe
(Years)
Project
Numbers
Project Onset
Total
Existing Project Cost
Deficiency
Growth
Induced
Infrastructure
Renewal
Strategies
A 1 - 5 A1-A6 $1,080,000 $0 $2,000,000 $3,080,000
B 6 - 10 B1-B3 $483,000 $0 $2,000,000 $2,483,000
C 11 - 20 C1-C-5 $886,000 $0 $4,000,000 $4,886,000
Total $2,449,000 $0 $8,000,000 $10,449,000
305 305
Plate 1. Recommended
Improvements
306 306
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#
*
#
*
Esri, HERE, Garmin, (c) OpenStreetMap contributors, and the GIS user community, Sources: Esri, HERE, Garmin, Intermap, increment P Corp., GEBCO, USGS, FAO, NPS, NRCAN, GeoBase, IGN, Kadaster NL, Ordnance Survey, Esri Japan, METI, Esri China (Hong Kong), (c) OpenStreetMap contributors, and the GIS User Community A1
A2
A3
A6
A4, A5, B1, B2, C1
A4, B1, C2
Legend
#
* Lift Station
Manhole Project Category
!( A
!( All Other Manholes
!( Cleanout
Pipeline Project Category
A
C
All Other Mains
0 0.05 0.1 0.2 0.3 0.4
Miles
Sewer Master Plan ¯
Recommended Projects
C3
307 307
SEWER 2021 MASTER PLAN
CREATED BY
ATTACHMENT B
308 308
Prepared Under the Responsible Charge of:
Joshua Reynolds
California R.C.E. No. 65400
Expires 09/30/23
Date: 11/8/2021
09/30/2023
309 319
Acknowledgements
The City of Solvang 2021 Sewer Master Plan was prepared by Water Systems Consulting, Inc. The primary authors are listed below.
Joshua Reynolds, P.E.
Adam Donald, P.E.
Water Systems Consulting, Inc. would like to acknowledge the significant contributions of the City of Solvang, including the following staff.
Matt van der Linden, P.E., Public Works Director/City Engineer Nathan Giacinto, Wastewater Supervisor
Paul Matsukas, Lead Operator
310 310
Table of Contents
Acknowledgements....................................................................................................................................... ii Table of Contents......................................................................................................................................... iii List of Tables ................................................................................................................................................ vi List of Figures.............................................................................................................................................. vii Abbreviations............................................................................................................................................. viii Glossary of Terms.......................................................................................................................................... x 1 Executive Summary............................................................................................................................1-1
1.1 Introduction ...............................................................................................................................1-1
1.2 Flow Projections.........................................................................................................................1-1
1.3 Capacity and Condition Assessment..........................................................................................1-2
1.4 Recommended Improvements ..................................................................................................1-3 2 Introduction .......................................................................................................................................2-1
2.1 Overview and Purpose...............................................................................................................2-1
2.2 Relation to Other Planning Documents.....................................................................................2-1
2.3 Background Information............................................................................................................2-2
2.3.1 Location..........................................................................................................................2-2
2.3.2 Topography ....................................................................................................................2-2
2.3.3 Climate ...........................................................................................................................2-2
2.3.4 Population......................................................................................................................2-2
2.3.5 Service Area....................................................................................................................2-3 3 System and Maintenance Overview ..................................................................................................3-1
3.1 System Inventory .......................................................................................................................3-1
3.1.1 Gravity Pipes and Manholes...........................................................................................3-1
3.1.2 Lift Stations and Force Mains.........................................................................................3-2
3.2 Maintenance Activities and Programs.......................................................................................3-3
3.3 Data Systems and Information Management............................................................................3-3 311 311
4 Existing and Future Sewer Flows .......................................................................................................4-4
4.1 Wastewater Flows and Water Consumption.............................................................................4-4
4.2 Wastewater Generation Factors................................................................................................4-6
4.3 Future Loading Projections........................................................................................................4-8
4.4 Peak Flows................................................................................................................................4-10
4.5 Flow Summary .........................................................................................................................4-10 5 Hydraulic Model Development........................................................................................................5-11
5.1 Model Development................................................................................................................5-11
5.2 Model Loading .........................................................................................................................5-11
5.3 Model Calibration ....................................................................................................................5-12 6 System Evaluation Criteria.................................................................................................................6-1
6.1 System Evaluation Criteria.........................................................................................................6-1
6.2 City Engineering Standard Assessment......................................................................................6-4 7 Collection System Capacity Evaluation ..............................................................................................7-1
7.1 Pipeline Capacity Evaluation......................................................................................................7-1
7.1.1 Existing PHWWF.............................................................................................................7-1
7.1.2 Buildout PHWWF............................................................................................................7-2
7.1.3 Buildout + Infill PHWWF.................................................................................................7-2
7.1.4 Inflow and Infiltration Evaluation ..................................................................................7-3
7.2 Lift Station Capacity Evaluation .................................................................................................7-7 8 Facility Condition Assessment ...........................................................................................................8-8
8.1 Asset Assumed Useful Life .........................................................................................................8-8
8.2 Lift Station Condition Assessment.............................................................................................8-9
8.2.1 Lift Station Renewal Strategy .......................................................................................8-10
8.3 Pipeline Condition Assessment................................................................................................8-11
8.3.1 Gravity Mains...............................................................................................................8-11
8.3.2 Force Mains..................................................................................................................8-13
8.3.3 Gravity Pipeline Renewal Strategy ...............................................................................8-13
8.3.4 Pipeline Rehabilitation and Replacement Costs ..........................................................8-14 9 Recommended Improvements ..........................................................................................................9-1
9.1 Project Priority ...........................................................................................................................9-1 312 312
9.2 Cost Opinion Basis and Assumptions.........................................................................................9-2
9.3 Capital Improvement Plan .........................................................................................................9-3 10 References ...................................................................................................................................10-1 Appendix A. Modeling Approach Technical Memorandum..........................................................................A Appendix B. Flow Monitoring Technical Memorandum...............................................................................B Appendix C. Pipe Segments Exceeding Capacity Criteria..............................................................................C Appendix D. Pump Curves.............................................................................................................................D Appendix E. Lift Station Condition Technical Memorandum........................................................................ E Appendix F. Cost Estimates........................................................................................................................... F Plate 1. Recommended Improvements....................................................................................................... G 313 313
List of Tables
Table 1-1: Summary of Flow Estimates......................................................................................................1-2 Table 1-2: Summary of Capital Improvement Phasing and Costs..............................................................1-3 Table 3-1: Lift Station Summary Table.......................................................................................................3-2 Table 4-1: Wastewater Generation Factors...............................................................................................4-7 Table 4-2: Existing and Projected Flows ....................................................................................................4-9 Table 4-3. Peak Flow Factor.....................................................................................................................4-10 Table 4-4. Summary of Flow Estimates....................................................................................................4-10 Table 5-1: Water to Sewer Ratios for Calibration....................................................................................5-12 Table 5-2: January 2021 Calibration Results............................................................................................5-13 Table 6-1: Sewer System Planning and Evaluation Criteria: Flow Projections ..........................................6-2 Table 6-2: Sewer System Planning and Evaluation Criteria: Gravity Pipelines..........................................6-3 Table 6-3: Sewer System Planning and Evaluation Criteria: Force Mains .................................................6-3 Table 6-4: Sewer System Planning and Evaluation Criteria: Lift Stations..................................................6-4 Table 7-1: Lift Station Capacity and Demand Summary ............................................................................7-7 Table 8-1: Assumed Useful Life of Collection System Assets.....................................................................8-9 Table 8-2: Lift Station Condition Assessment Summary..........................................................................8-10 Table 8-3: Lift Station Renewal Strategy..................................................................................................8-11 Table 8-4: Estimated Pipeline Replacement Costs...................................................................................8-15 Table 9-1: Capital Improvement Projects..................................................................................................9-4 Table 9-2: Summary of Capital Improvement Project Planning and Costs................................................9-5 314 314
List of Figures
Figure 2-1. Vicinity Map.............................................................................................................................2-4 Figure 3-1. Distribution of Gravity Pipe Diameter in Inches......................................................................3-2 Figure 4-1. 2015-2019 Monthly & Annual Average Water Consumption..................................................4-5 Figure 7-1. Typical Sources of I/I................................................................................................................7-3 Figure 7-2. Pipes Over Capacity Under Existing PHWWF Conditions ........................................................7-4 Figure 7-3. Pipes Over Capacity Under Buildout PHWWF Conditions.......................................................7-5 Figure 7-4: Pipes Over Capacity Under Buildout + Infill PHWWF Conditions............................................7-6 Figure 8-1. Estimated Miles of Pipeline at End of Useful Life by Material ..............................................8-12 Figure 8-2. Cumulative Pipeline End of Assumed Useful Life and Replacement Strategies....................8-13 315 315
Abbreviations
AACE Association for the Advancement of Cost Engineering AAF Average Annual Flow
ADF Average Daily Flow
ADU Accessory Dwelling Unit
APN Accessor’s Parcel Number
AC Asbestos Cement
CCI Construction Cost Index
CCTV Closed Circuit Television
CIP Capital Improvement Plan
CIPP Cured-In-Place Pipe
City City of Solvang
d/D Depth/Diameter
DI Ductile Iron
DU Dwelling Unit
ETo Evapotranspiration
ft Feet
GIS Geographic Information Systems
GPD Gallons per Day
GPM Gallons per Minute
HVAC Heating, Ventilation and Air Conditioning
I/I Infiltration and Inflow
in Inch
LFM Lawrance, Fisk & McFarland, Inc
LS Lift Station
MCC Motor Control Center
MGD Million Gallon per Day
MH Manhole
MHP Mobile Home Park
mi Mile
NASSCO National Association of Sanitary Sewer Companies PACP Pipeline Assessment Certification Program
PHDWF Peak Hour Dry Weather Flow
316 316
PHWWF Peak Hour Wet Weather Flow
PLC Programmable Logic Controller
PVC Polyvinyl Chloride
R/R Rehabilitation and Replacement
REC Recreational
RES Resource Management
SCADA Supervisory Control and Data Acquisition
SSO Sanitary Sewer Overflow
St Street
TRC Tourist Related Commercial
VCP Vitrified Clay Pipe
VFD Variable Frequency Drive
WSC Water Systems Consulting, Inc.
WWTP Wastewater Treatment Plant
317 317
Glossary of Terms
Average Annual Flow (AAF) - The average daily sewage flow as measured at the City of Solvang wastewater treatment plant (WWTP).
Collection System - The collection system is the term used to collectively describe the physical assets used to move sewage (wastewater) from the point of generation (houses, businesses, offices, etc.) to the WWTP. The collection system is formed by the publicly owned gravity sewer pipelines, manholes, sewage lift stations, force mains, and privately-owned sewer service laterals.
Flow - Generically used to represent sewage flowing in a pipeline as opposed to demand, which is generally reserved for referring to potable water.
Geographic Information System (GIS) – A database that includes geographical data. In this Master Plan, the database is the geographical representation of the City’s collection system.
Infiltration - The water entering a sewer system and service connections from groundwater, through such means as defective pipes, pipe joints, connections, or manhole walls. Infiltration does not include inflow and is typically relatively constant over a period of days, weeks, or even months as high groundwater conditions persist.
Inflow - The water discharged into a sewer system and service connections from such sources as roof drains, cellar, yard and area drains, foundation drains, cooling water discharges, drains from springs and swampy areas, manhole covers, cross connections from storm sewers, catch basins, storm water, surface runoff, or drainage. Inflow does not include infiltration and varies rapidly with rainfall conditions, with flows rising and falling in response to a storm event.
Peak Hour Dry Weather Flow (PHDWF) – The maximum sewage flow the collection system will experience during dry weather; defined as being sustained for one hour.
Peak Hour Wet Weather Flow (PHWWF) - The maximum sewage flow the collection system will experience during wet weather; defined as being sustained for one hour. PHWWF is larger than PHDWF and is generally used to size pipelines and lift stations.
Wastewater – The liquid and water-carried wastes and sewage from residential dwellings; commercial buildings; industrial and manufacturing facilities; and institutions, whether treated or untreated, which are discharged into, or permitted to enter, the City’s sewer collection system. 318 319
SECTION 1
1 Executive Summary
This Sewer Master Plan Master Plan (Master Plan) is an update to the City of Solvang’s (City) 1988 Sewer Adequecy Study and is intended to assist the City with maintaining the integrity and capacity of existing and future wastewater collection facilities. This Section presents a summary of the Master Plan including discussion of the objectives, analyses performed, findings, and recommendations.
1.1 Introduction
The City provides wastewater collection services to an estimated 2,033 customers via a collection system comprised of approximately 31miles of gravity sewer mains, 645 manholes, 85 cleanouts, 0.56 miles of force mains, and two (2) lift stations. The collection system service area is currently limited to properties within the City limits. Under future conditions, the collection system may be expanded to serve developments on currently undeveloped parcels within the City limits as well as residential infill.
The objectives of this Master Plan are as follows:
• Plan for expected growth.
• Develop a representative hydraulic model of the collection system. • Identify existing and future system deficiencies.
• Evaluate system conditions and create an asset renewal plan as part of the capital improvement program.
• Develop a prioritized list of improvement projects, including anticipated costs, to address system deficiencies.
1.2 Flow Projections
System-wide average annual flow (AAF) and peak hour wet weather flow (PHWWF) were estimated for existing conditions, buildout, and buildout plus infill planning horizons, as presented in Table 1-1. Flow
IN THIS SECTION
Flow Projections
Capacity and Condition
Assessment
Stormwater Diversion
Recommended
Improvements
319 3
projections were calculated based on water consumption records, metered wastewater flows, and the assumed relationship between water demand and wastewater generation by land use.
Future flow projections include flows for undeveloped parcels within the City Limits as well as assumed 30% infill amongst residentially zoned parcels. Wastewater flows were calculated based on projected land use and the most applicable wastewater generation factor.
Table 1-1: Summary of Flow Estimates
Existing (gpd1) Buildout (gpd)
Buildout + Infill
(gpd)
Average Annual Flow (AAF)1 502,450 540,075 599,575
Peak Hour Wet Weather Flow
(PHWWF)
2,009,800 2,160,300 2,398,300
1. Gallons per day
1.3 Capacity and Condition Assessment
Capacity of the wastewater infrastructure was assessed using the hydraulic model of the City’s collection system, prepared as part of this Master Plan. Model runs were conducted for AAF and PHWWF conditions in the various planning horizons (existing, buildout, and buildout plus infill). Results of the analysis identified 20 pipe segments (0.75 miles) as capacity deficient in the existing and buildout PHWWF scenarios and 23 pipe segments (0.91 miles) under the buildout plus infill PHWWF scenarios. Both lift stations had sufficient capacity for the modeled PHWWF scenarios.
The condition of the City lift stations and their various components were individually evaluated during a lift station inspection tour performed with City wastewater collection staff. Observations and findings from the lift station inspections were used in conjunction with install dates and respective assumed useful life estimates to project the remaining useful life of lift station components. A renewal strategy for the lift station components was prepared and incorporated into the list of capital improvement projects.
A condition analysis was performed for the system gravity and force mains, based on pipeline install dates and an assumed universal useful life of 75 years for all pipe materials. Results of the analysis indicated that the Alisal lift station force main is expected to reach the end of its remaining useful life within the 20- year capital program planning period of this Master Plan. The majority of the City’s collection system gravity mains are expected to reach the end of their useful life between Year 2040 and 2060. Individual projects to address aging force mains are included within the proposed capital improvement plan while gravity main replacement and rehabilitation has been addressed via a recommended phased renewal strategy. CCTV inspection of the collection system pipelines is recommended and will help the City identify problem areas and plan for optimal timing of rehabilitation projects. 320 320
1.4 Recommended Improvements
The total cost of recommended capital improvement projects to address existing and anticipated future deficiencies over the 20-year planning period is approximately $10.45 million (costs are in 2021 dollars with an Engineering News Record Construction Cost Index (ENR CCI) of 12,237). The projects are grouped into three (3) categories, A, B, and C, each with their own defined timeframe.
Table 1-2 summarizes the phasing and total costs of the capital improvement projects by project category and timeframe. Project costs are classified as Class 5 Conceptual Report Classification of Opinion of Probable Construction Costs as developed by AACE International, and include markups for construction contingency, project implementation, and construction phase support. Detailed descriptions for each project are included in Section 9 and a map of capital improvement projects isincluded as Plate 1 attached to this Master Plan.
Table 1-2: Summary of Capital Improvement Phasing and Costs Project
Category
Project
Timeframe
(Years)
Project
Numbers
Project Onset
Total
Existing Project Cost
Deficiency
Growth
Induced
Infrastructure
Renewal
Strategies
A 1 - 5 A1-A6 $1,080,000 $0 $2,000,000 $3,080,000
B 6 - 10 B1-B3 $483,000 $0 $2,000,000 $2,483,000
C 11 - 20 C1-C-5 $886,000 $0 $4,000,000 $4,886,000
Total $2,449,000 $0 $8,000,000 $10,449,000
321 321
SECTION 2
2 Introduction
The City of Solvang (City) currently provides wastewater collection and treatment services to an estimated 10,230 customers within the City limits. This section summarizes the objectives of this Wastewater Collection System Renewal Strategy and Master Plan (Master Plan), supporting City planning documents, and background information as it pertains to the City service area.
2.1 Overview and Purpose
The City of Solvang Public Works Department selected Water Systems Consulting, Inc (WSC) to develop an updated Wastewater Collection System Master Plan to guide the City’s planned capital project expenditures and asset management in an efficient and costeffective manner. Specifically, the City has the following objectives:
• Plan for expected growth.
• Develop a representative hydraulic model of the collection system.
• Identify existing and future system deficiencies.
• Evaluate system conditions and create an asset renewal plan as part of the capital improvement program.
• Develop a prioritized list of improvement projects, including anticipated costs, to address system deficiencies.
2.2 Relation to Other Planning Documents
The following City planning documents were referenced in the preparation of the Master Plan. A supplemental list of references is included in Section 10.
IN THIS SECTION
Overview and Purpose
Relation to Other
Planning Documents
Background
Information
322 322
• 1988 Sanitary Sewer Adequacy Study: The City’s most recent wastewater master plan was prepared by Lawrance, Fisk & McFarland, Inc. (LFM) in 1988. The Sanitary Sewer Adequacy Study included a hydraulic analysis of the collection system and recommended capital improvement projects to address capacity deficiencies under existing and future conditions.
Many of the capital improvement projects have been completed, determined no longer needed, or carried over into this updated Master Plan for completion (as needed). • Land Use Element of the General Plan: The City’s most recent Land Use Element was adopted in 2008 and was a joint effort between the City, Firma, and Penfield & Smith. The Land Use Element discusses land use zoning within the City that was used in this master plan as the basis for projecting buildout flows within the City’s service area.
2.3 Background Information
The following section summarizes the City’s location, topography, climate, population, and collection system.
2.3.1 Location
The City of Solvang is located in southern Santa Barbara County, situated in the central coast region of California. The City is positioned roughly 130 miles north of Los Angeles. Highway 246 runs west to east through the City.
2.3.2 Topography
Topography within the City limits is generally flat, ranging from 380 feet (ft) above sea level to 600 ft at the northern City limits. The Los Padres National Forest is located approximately 20 miles east of the City.
2.3.3 Climate
The City lies in a climate region that is characterized by a Mediterranean climate with hot, dry summer seasons and mild winters. Average annual precipitation is approximately 16 inches and typically occurs from October to May. The average annual temperature is 60 degrees Fahrenheit with high average maximums reaching 77 degrees Fahrenheit in the summer months and average lows around 46 degrees Fahrenheit in the winter months.
2.3.4 Population
The City’s estimated current population is 6,126 people1. The Santa Barbara County Association of Governments identifies Solvang’s buildout population to be 6,300 people and is projected to occur by 2040. Population projections for the City are included in Appendix A. 1 Current population is derived from 2020 Census data.
323 323
2.3.5 Service Area
The City’s water and sewer service area corresponds to the City limits. The City’s wastewater treatment plant collects sewage from the Santa Ynez Community Services District (CSD) in addition flows from the City. However, the scope of this Master Plan focuses exclusively on the City’s collection system and does not evaluate loading from Santa Ynez CSD.
324 324
Figure 2-1. Vicinity Map
325 325
SECTION 3
3 System and
Maintenance
Overview
The City’s wastewater collection system currently includes approximately 32 miles of gravity sewer mains, 645 manholes, 85 cleanouts, 0.56 miles of force mains, and two (2) lift stations. This section summarizes the collection system inventory, the City’s ongoing maintenance activities, and the information systems used to manage asset attributes and maintenance data.
3.1 System Inventory
3.1.1 Gravity Pipes and Manholes
The City’s existing wastewater collection system is comprised of approximately 31 miles of gravity sewer mains, 645 manholes, and 85 cleanouts excluding private facilities. The gravity pipe throughout the system ranges in size from 4-inch to 14-inch diameter, with 85% of the gravity pipe being 8-inch or smaller. The distribution of pipe length by diameter is shown in Figure 3-1.
The larger diameter gravity pipe (12-inch and larger) within the system make up the trunk lines that send flow to the Fjord Lift Station, where it is then pumped to the treatment plant. The western trunk lines capture flow from Basin A and Basin B while the eastern trunk lines start at the base of Basin D and capture flow from Basins C, D, and E.
IN THIS SECTION
System Inventory
Maintenance Activities
and Programs
Data System and
Information
Management
326 326
Figure 3-1. Distribution of Gravity Pipe Diameter in Inches
3.1.2 Lift Stations and Force Mains
The City’s collection system currently includes two (2) lift stations and 0.56 miles of force main. The Fjord Lift Station collects the total flow from the City’s system as well as the total flow from Santa Ynez Community Services District’s system and pumps the flow to the wastewater treatment plant. Table 3-1 provides a summary of pump install dates and several operational parameters with respect to the individual lift stations.
Table 3-1: Lift Station Summary Table
Lift Station
Name
Number of
Pumps
Pump Install
Dates
Reliable
Capacity1
(gpm)
Total Dynamic
Head (feet)
Horsepower
per Pump (hp)
Alisal 2 2011 325 40 6.5
Fjord 3 2006 2,700 110 70
1. Lift Station reliable capacity is based on calculated LS pump capacity with one pump in reserve.
Details regarding reliable capacity for various lift stations is provided in Section 7.2. 10"
5.3%
12"
8.4%
14"
1.6%
6"
42.9%
8"
41.8%
Note: The City's collection system
includes less than 1% of unknown and
4" pipe diameters.
327 327
3.2 Maintenance Activities and Programs
The City’s collection system preventative maintenance programs include area and high maintenance area (HMA) cleaning, root control, closed-circuit television (CCTV), and lift station maintenance. Further detail on each program, including specific activities and scheduling, can be found in the current SSMP.
3.3 Data Systems and Information Management
The City maintains a primary data system ArcGIS to organize and analyze physical attributes, maintenance requirements, and conditional observations associated with the wastewater collection system. The City’s wastewater collection system GIS database is maintained by the City’s GIS consultant based on information provided by the collection system staff. The GIS database includes a geographical representation of the wastewater collection system assets, including gravity pipes, manholes, cleanouts, lift stations, and force mains. Assets in the GIS database are populated with key attributes such as asset ID, installation year, and pipe diameter and material type. 328 328
SECTION 4
4 Existing and Future
Sewer Flows
This section summarizes the development and allocation of existing and future wastewater flows. For more information on how flows were calculated and spatially allocated see Appendix A, Modeling Approach Technical Memorandum.
4.1 Wastewater Flows and Water Consumption
The City’s wastewater system receives flow from approximately 2,033 customer connections. Although wastewater flow is not typically metered at the customer point of connection, the City maintains meters for its drinking water accounts.
Consumption and location data associated with the water meters were used to estimate baseline wastewater flow contributions and geographically allocate them throughout the collection system. Meter records for customers that do not contribute to wastewater flow were removed from the consumption data. Figure 4-1 presents the cumulative monthly consumption data analyzed from 2015 through 2019.
IN THIS SECTION
Wastewater Flows
and Water
Consumption
Future Demand
Projections
Peak Flows
Flow Summary
329 329
Figure 4-1. 2015-2019 Monthly & Annual Average Water Consumption Historic water usage, flow monitors, and Fjord lift station flows were analyzed to estimate baseline water usage and wastewater flow contributions. WSC deployed flow meters from December 30, 2020 through February 8, 2021. Due to the COVID-19 pandemic and resulting water consumption pattern changes, the flow monitoring data revealed lower than average flows for the system as COVID-19 restrictions significantly impacted tourist related commercial properties, which compose a large portion of the City’s typical water use. The water billing data used for the loading analysis was from prior to COVID-19, thus the average effluent from the Fjord Lift Station from 2017-2019 was used to estimate the average wastewater flow for the purposes of loading the model.
Sanitary wastewater flow is typically more closely related to winter water use than summer water use, given that there is generally less outdoor water use for landscape irrigation in the winter when rainfall amounts are high and evapotranspiration (ETo) is low. WSC reviewed the monthly water consumption data and selected the winter months of December, January, February, and March as the most representative months with the least amount of outdoor water use. The daily water consumption for each account was averaged from December through March over the years 2018 to 2019 to provide an estimate of water usage for each account. The years 2015 through 2017 were excluded as Stage 2 drought restrictions were in place with penalties during these years, which ultimately resulted in flows that do not reflect typical sewer flow. Water to sewer factors were developed for each land use type and applied to each account’s corresponding water usage to estimate the average sewer flow within the collection system. These water to sewer factors were iterated to align with the average effluent flow from the Fjord Lift Station from 2017-2019, which is representative of the average wastewater flow within the collection system, or Average Annual Flow (AAF).
0 200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
1,600,000
1,800,000
2,000,000
Jan-15
Apr-15
Jul-15
Oct-15
Jan-16
Apr-16
Jul-16
Oct-16
Jan-17
Apr-17
Jul-17
Oct-17
Jan-18
Apr-18
Jul-18
Oct-18
Jan-19
Apr-19
Jul-19
Oct-19
Consumption (gpd)
Monthly Consumption (gpd) Average Annual Consumption (gpd) 330 331
4.2 Wastewater Generation Factors
AAF data was associated with parcels’ land use and development data to aid in developing wastewater generation factors to project future wastewater flows. 2,019 of 2,033 (99%) spatially allocated accounts were associated with a parcel and a land use. Billing data associated with agricultural parcels (except Alisal Guest Ranch and Mission Santa Inés) and open spaces were excluded from analysis as this water is assumed to be irrigation water that will not enter the sewer system. City parks were assigned a wastewater load associated with public restrooms.
The parcel underlying each associated spatially allocated AAF record was matched to the corresponding Assessor’s Parcel Number (APN) from GIS parcel data provided by the City. The acreage associated with each parcel and therefore each AAF record, was used to calculate wastewater generation factors by land use category. A summary of the wastewater generation factors is shown in Table 4-1.
WSC evaluated the sensitivity of each wastewater generation factor by excluding the largest parcel for each land use to understand if this skewed the factor such that it was not representative of the land use type. Two land use zones saw noticeable impacts when excluding the largest parcel – institutional (I) and professional office (P-O). Of these, only P-O land use had undeveloped parcels that would use the wastewater generation factor to estimate loading. Two of these parcels (1925 & 1927 Windmill Lane) are fully undeveloped and each is close to an acre in size. The remaining five undeveloped P-O parcels are unoccupied office suites at 650 Alamo Pintado rather than undeveloped land. Water billing data for these five office suites identifies these meters as “empty.” The parcel data treats each individual suite as its own parcel resulting in small footprints of only 0.02 acres. Due to the location and size of the seven undeveloped P-O parcels, WSC elected not to alter the wastewater generation factor as it would not result in significant system impacts.
331 331
Table 4-1: Wastewater Generation Factors
Wastewater Generation Factors
Column A B C D E
Column Formula C=B/A E=B/D
Land Use Code1Land Use Classification Existing Water Consumption (gpd)2 AAF (gpd)2 Water to Wastewater Return (%) Existing Served Area (Acres) Wastewater Generation Factor (gpd/acre)
Residential
1-E-1 Low Density Residential (1Dwelling
Unit/Acre)
73,496 33,073 45 197.1 168
3-E-1 Estate Residential (1 Dwelling
Unit/3 Acres)
1,694 881 52 15.8 56
7-R-1 Medium Density Residential (1
Dwelling Unit/7,000 SF)
76,707 75,173 98 98.0 767
8-R-1 Medium Density Residential (1
Dwelling Unit/8,000 SF)
15,739 15,424 98 22.7 679
10-R-1 Medium Density Residential (1
Dwelling Unit/10,000 SF)
60,863 59,646 98 105.7 564
20-R-1 Low/Medium Density Residential
(1 Dwelling Unit/20,000 SF)
77,885 62,308 80 184.6 338
DR High Density Residential 69,923 68,524 98 47.6 1,439 MHP Mobile Home Park 24,594 22,873 93 45.7 501
Residential Subtotal 400,901 337,902 717.2
Non-Residential
Land Use Code1Land Use Classification Existing Water Consumption (gpd)2 AAF (gpd)2 Water to Wastewater Return (%) Existing Served Area (Acres) Wastewater Generation Factor (gpd/acre)
AG (Mission Only) Mission Santa Inés (subset of the
Agriculture land use zoning)
275 206 75 25.4 8
AG (Alisal Guest House) Alisal Guest House (subset of
Agriculture land use zoning)
22,409 17,255 77 29.8 578
C-2 Retail Commercial 7,771 7,615 98 13.3 575
C-3 General Commercial 40 39 98 1.0 39
I Public/Institutional 13,065 12,412 95 35.4 351
M-I Light Industry 2,667 2,534 95 10.2 248
P-O Professional/Office 6,620 6,289 95 4.0 1,568
TRC Tourist Related Commercial 115,727 114,569 99 55.1 2,081 Non-Residential Subtotal 168,574 160,919 174.2
Total 569,475 498,821 891.4
1. REC and RES land use codes are excluded from the table as these represent open space and recreation where sewer loads are not anticipated. Similarly, AG (agriculture) land use codes are excluded with the exception of the parcels for the Alisal Guest House and the Mission Santa Inés. All other agriculture water use is assumed to be used for irrigation purposes and not contribute to the sewer.
2. Table excludes parcels where water billing data could not be matched to parcel data. Using land use factors to estimate existing loading at parcels with expected loading that are missing billing data increases the residential AAF by 993 gpd and the nonresidential AAF by 3,735 gpd for a total of 503,550 gpd. 332 332
4.3 Future Loading Projections
Buildout loading was estimated using the land use generation factors identified in Table 4-1. WSC identified parcels that do not have an existing load but could potentially be developed. Buildout loads were then estimated by applying the appropriate land use generation factor to the acreage of that parcel.
The buildout loading for parcels with an existing load are assumed to have the same loading as their existing load. A map of the buildout loading is included in the Modeling Approach TM in Appendix A.
As part of this master plan, the City wanted to incorporate the impacts of infill development associated with the construction of Accessory Dwelling Units (ADU). The City identified all residential parcels as suitable for infill development. WSC assumed 30% of these parcels will have infill associated with ADU construction at buildout. An additional load of 140 gpd/ADU was applied to the parcels designated for infill (30% of residential parcels) to determine the system loading under the buildout plus infill scenario. 333 333
Table 4-2: Existing and Projected Flows
Existing and Projected Flows
Land Use Code Land Use Description Existing AAF (gpd) Future Buildout (gpd) Infill (gpd) Total Existing and Future Buildout AAF (gpd)
Total Existing, Future Buildout,
and Infill AAF (gpd)
1-E-1 Low Density Residential (1Dwelling Unit/Acre) 33,250 7,867 10,080 41,117 51,197 3-E-1 Estate Residential (1 Dwelling Unit/3 Acres) 881 0 280 881 1,161 7-R-1 Medium Density Residential (1 Dwelling
Unit/7,000 SF)
75,472 741 18,200 76,213 94,413
8-R-1 Medium Density Residential (1 Dwelling
Unit/8,000 SF)
15,424 669 4,060 16,093 20,153
10-R-1 Medium Density Residential (1 Dwelling
Unit/10,000 SF)
59,646 9,297 13,580 68,943 82,523
20-R-1 Low/Medium Density Residential (1 Dwelling
Unit/20,000 SF)
62,825 5,674 13,300 68,499 81,799
DR High Density Residential 68,524 5,530 0 74,054 74,054 MHP Mobile Home Park 22,873 0 0 22,873 22,873
Residential Subtotal 338,895 29,778 59,500 368,673 428,173 AG (Mission Only) Mission Santa Inés (subset of the Agriculture land use zoning)
206 0 0 206 206
AG (Alisal Guest House) Alisal Guest House (subset of Agriculture land use zoning)
17,255 0 0 17,255 17,255
C-2 Retail Commercial 7,615 155 0 7,770 7,770
C-3 General Commercial 39 0 0 39 39
I Public/Institutional 12,677 0 0 12,677 12,677
M-I Light Industry 2,569 0 0 2,569 2,569
P-O Professional/Office 6,289 3,102 0 9,391 9,391
TRC Tourist Related Commercial 117,755 3,490 0 121,245 121,245 Public Restroom 250 0 0 250 250
Non-residential Subtotal 164,655 6,747 0 171,402 171,402 Total (gpd) 503,550 36,525 59,500 540,075 599,575
334 334
4.4 Peak Flows
The PHWWF peaking factor was derived from the flow monitoring data collected during the peak rainfall event occurring from January 27 – January 28, 2021. The storm had a total volume of 2.12 inches over 24 hours on January 28, 2021, with a peak hourly intensity of 0.48 in/hr. The collection system’s peak wet weather response was estimated by looking at the peak flow of the meters at manholes MA-003 and MC004. Using the peak flow response during the storm, the PHWWF peaking factor was estimated as 3.72 relative to the AAF. However, after conversations with the City, a PHWWF peaking factor of 4.00 was selected to be more conservative. The peak rainfall event was not preceded by other rainstorms, so the soils were not saturated. Since the soils were not saturated, some of the rainwater that normally percolates into the collection system was likely taken up by soils and plants and did not reach the collection system. Slightly increasing the peaking factor should allow for an analysis representative of wet weather conditions in which the soils are saturated. See Appendix B for additional discussion regarding collection system storm response.
Peak hour dry weather flow (PHDWF) was not estimated as part of this analysis. The PHDWF is lower than the PHWWF flow due to infiltration and inflow (I/I) causing additional flow volume on top of the dry weather flow. While the peak I/I following a storm does not typically fall at the same time as the PHDWF, the total volume of I/I still results in PHWWF being larger. For the purposes of evaluating system capacity, WSC will use the more conservative PHWWF for identifying capacity deficiencies. See Section 7.1 for additional discussion of I/I and pipeline deficiencies.
The PHWWF factor is summarized in Table 4-3.
Table 4-3. Peak Flow Factor
Peak Hour Wet Weather Flow Factor
4.00 4.5 Flow Summary
Table 4-4 provides a summary of the estimated AAF and PHWWF for the City’s collection system for existing and buildout conditions. PHWWF was developed by multiplying the peaking factors from Table 4-3 by the AAF of each scenario.
Table 4-4. Summary of Flow Estimates
Existing (gpd) Buildout (gpd) Buildout + Infill
(gpd)
Average Annual Flow (AAF)1 502,450 540,075 599,575
Peak Hour Wet Weather Flow
(PHWWF)
2,009,800 2,160,300 2,398,300
1. The existing AAF is estimated as the 3-year average (2017-2019) at the Fjord Lift Station. The model was loaded with an AAF of 503,550 gpd as calculated in Table 4-2. 335 335
SECTION 5
5 Hydraulic Model
Development
This section summarizes the development of the City’s wastewater collection system hydraulic model and model calibration results. For detailed information on the model development and calibration, see Appendix A, Modeling Approach Technical Memorandum.
5.1 Model Development
WSC developed an updated model of the City’s wastewater collection system using SewerGEMS, Bentley’s® GIS-based hydraulic modelling software. The objective of the model development was to construct a calibrated model representative of the City’s wastewater collection system for use in simulating and predicting the performance of infrastructure under an array of differing flow conditions. The model was also used to evaluate capital improvements recommended based on the deficiencies identified in the capacity analysis.
Moving forward, the City intends to maintain the model and proactively use it as a tool to evaluate future modifications to the system outside of the extents of this Master Plan, such as feasibility studies for proposed developments.
5.2 Model Loading
Wastewater flows were spatially allocated based on GIS meter location and the associated parcel. The sum of estimated flows for each meter within a single parcel were totaled and applied to a loading node located at the centroid of the parcel. Within the model, these flows were then assigned to the nearest manhole based on the distance to the parcel centroid. Appendix A includes an exhibit displaying the loading nodes throughout the City.
IN THIS SECTION
Model Development
Model Loading
Model Calibration
336 336
In future scenarios, undeveloped parcels identified by the City as suitable for development were assigned a load using the methodology outlined in Section 4.3. This load was then assigned to the nearest manhole within the model based on the distance to the parcel centroid. As discussed in Section 5.2, 30% of residential parcels were assumed to have an ADU at buildout. This additional ADU load was evenly distributed among all manholes adjacent to residential parcels as there is no way of predicting the actual location of these ADUs.
5.3 Model Calibration
The model was calibrated to existing conditions using flow meters placed in each sewer basin, as shown in Appendix A and Appendix B. Flow meter data was collected from December 30, 2020 through February 8, 2021. The monitoring period was primarily dry with the exception of one major storm on January 27- January 28, 2021 with 2.12 inches of rain resulting in a peak wet day flow of 989,940 gpd. Flow was averaged across each flow meter to estimate the average daily flow (ADF).
COVID-19 restrictions heavily impacted the spatial allocation and quantity of flow during the flow monitoring period. To calibrate the model, water billing data from January 2021 was used to align with the monitoring period. The water to sewer factors used for developing the loading for calibration are shown in Table 5-1. The January 2021 water billing data showed significantly higher water consumption relative to the winter billing data for 2018 and 2019 used to develop loading. This can largely be attributed to the dry winter conditions present in January 2021. With minimal rain, outdoor water use was still elevated, thus the water to sewer ratios for January 2021 needed to be lower than those used for 2018/2019 data. Residential land uses factors targeted an average flow of around 160 gpd/dwelling unit.
Table 5-1: Water to Sewer Ratios for Calibration
Land Use January 2021 Water to Sewer
Ratio
Final Model Water to Sewer
Ratio
1-E-1 37% 45%
3-E-1 37% 52%
7-R-1 85% 98%
8-R-1 75% 98%
10-R-1 75% 98%
20-R-1 55% 80%
DR 95% 98%
MHP 60% 93%
AG (Mission Only) 75% 75%
AG (Alisal Guest House) 125% 77%
C-2 90% 98%
C-3 90% 98%
I 90% 95%
M-I 90% 95%
P-O 90% 95%
TRC 99% 99%
337 338
The resulting calibration for the January 2021 data is shown in Table 5-2. Modeled flow was within 5% of the metered flow at each flow meter except for MC-004 and MB-048, which can be explained and is acceptable. Both MC-004 and MB-048 consist of a significant number of tourist related commercial (TRC) zoning. TRC zoned properties were significantly impacted by COVID-19 restrictions. Some TRC properties drastically reduced their hours due to COVID-19 restrictions while others maintained relatively normal hours. For example, some hotels saw their water use reduced by 80% relative to winter billing data from 2018/2019 due to COVID-19. However, other hotels saw increased water usage relative to 2018/2019.
Given the wide range of industries and the nature of COVID-19 impacts, there was no discernable pattern for predicting how TRC zoned properties would respond. Without the ability to predict the response pattern in TRC zoned parcels, the water to sewer ratio used over predicted TRC flow in the various zones which resulted in too little flow to flow meter MB-048 and too much flow going to flow meter MC-004.
Additionally, it should be noted that the flow metering data at manhole MB-048 consisted of many peaks that did not follow the expected diurnal flow patterns typically seen in a collection system.
Table 5-2: January 2021 Calibration Results
Flow Meter
Manhole
Recorded ADF
(gpd)
Model Dry Weather Flow
(gpd)
Percent Difference
MA-003 276,229 288,690 5%
MC-004 151,567 214,276 41%
MB-048 96,3071 79,221 -18%
MD-018 91,458 95,544 4%
MA-048 65,511 66,475 1%
ME-002 25,621 26,451 3%
338 339
SECTION 6
6 System Evaluation
Criteria
Four key categories of evaluation criterion were developed to evaluate the City’s wastewater collection system and develop the list of recommended improvements presented in this Sewer Master Plan. The four key categories are Flow Projections, Gravity Pipelines, Force Mains, and Lift Stations.
6.1 System Evaluation Criteria
Collection system evaluation criteria were developed from accepted engineering standards and practices and the City of Solvang Engineering Standards. The evaluation criteria specific to flow projections, gravity pipelines, force mains, and lift stations are presented in Tables 6-1 through 6-4, respectively.
IN THIS SECTION
Sewer System
Planning and
Evaluation Criteria
339 339
Table 6-1: Sewer System Planning and Evaluation Criteria: Flow Projections Purpose Regulation or Reference Engineering and Planning Criteria
Peak Hour Wet Weather Flow
(PHWWF)
Accepted Engineering Practice Based on the simulated flow rate during a 10-year, 24-hour
storm event. For this project,
PHWWF=4.0 x AAF per Section
4.4 of this Master Plan.
Future System Flows City Input: the City provided
input on which undeveloped
parcels are suitable for
development at buildout and
which parcels are eligible for
infill.
Future wastewater flows were
developed as follows:
(1) Land use specific
wastewater flow factors
(gpd/acre) were
developed using water
billing records and
water to sewer ratios to
convert water usage
into sewer flow.
(2) Undeveloped parcels
suitable for
development were
assigned a sewer
loading using the area
of the parcel and the
land use specific
wastewater generation
factor.
(3) Infill was estimated by
assuming 30% of all
residential parcels have
an accessory
development unit
(ADU). An ADU loading
factor of 140 gpd/ADU
was applied to 30% of
residential parcels and
evenly allocated across
all residential parcels in
the model.
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Table 6-2: Sewer System Planning and Evaluation Criteria: Gravity Pipelines Purpose Regulation or Reference Engineering and Planning Criteria
Existing and New Facilities
d/D Accepted Engineering Practice Maximum depth/Diameter (d/D):
0.50 for pipes with diameter
10” or less
0.75 for pipes with diameter
greater than 10”
New Facilities
Pipe Velocities City Engineering Standards;
Recommended Standards for
Wastewater Facilities (1); Civil
Engineering Reference Manual
(2)
Maintain minimum velocity of 2
feet per second (fps) at AAF and
a maximum velocity of 10 fps
for PHWWF
Minimum Pipe Slope City Engineering Standards or
Accepted Engineering Practice
City Engineering Standards:
The minimum slope for an 8”
sewer is 0.0040
The minimum slope for a 10”
sewer is 0.0028
The minimum slope for a 12” or
larger sewer is 0.0022
Accepted Engineering Practice:
The minimum slope for a 6”
sewer is 0.0100;
Pipe Diameter City Engineering Standards Minimum sewer main size shall be 8”;
6” sewer mains may be used on
terminal branch lines, less than
200 feet in length
Table 6-3: Sewer System Planning and Evaluation Criteria: Force Mains Purpose Regulation or Reference Engineering and Planning Criteria
New Facilities
Pipe Velocities Recommended Standards for
Wastewater Facilities (1);
Pumping Station Design (3)
Design new force mains to
operate at a velocity of 3 to 4
fps. Velocity should not exceed
8 fps.
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Table 6-4: Sewer System Planning and Evaluation Criteria: Lift Stations Purpose Regulation or Reference Engineering and Planning Criteria
Existing and New Facilities
Pump Capacity Accepted Engineering Practice Capacity should be sufficient to meet PHWWF, with one pump
available as a back up
Backup Power Generation Accepted Engineering Practice Each lift station site should have sufficient backup power
capability to meet PHWWF
(either standby or trailer
mounted)
New Facilities
Wet Well Size Accepted Engineering Practice Keep the number of pump starts per hour below the
manufacturer specifications.
Minimize retention and
residence time to reduce odor
releases.
6.2 City Engineering Standard Assessment
While compiling the evaluation criteria, the City Engineering Standard Specifications and Details (dated July 2021), as they pertain to the design and construction of sanitary sewers, were reviewed to determine if any standards could be contributing to capacity deficiencies or operation/maintenance difficulties. No contributors were identified, as the City sanitary sewer standards align with accepted engineering practices and recommendations that would otherwise be provided by WSC. One recommended change to the City standards, however, is the inclusion of polymer concrete manholes as an alternative to Portland cement concrete manholes with a polyurethane coating.
342 342
SECTION 7
7 Collection System
Capacity Evaluation
A critical component of this Master Plan is identifying existing and future capacity deficiencies within the collection system to serve as the basis of the capital improvement projects list. The hydraulic model, discussed in Section 5, was used to evaluate capacity throughout the collection system under a range of flow conditions. This section summarizes the existing and anticipated future pipeline and lift station deficiencies.
7.1 Pipeline Capacity Evaluation
The hydraulic model was used in conjunction with the gravity pipeline evaluation criteria, described in Table 6-2, to identify capacity deficiencies in the collection system under the various flow conditions. No pipe segments were identified as over-capacity under the AAF scenarios; therefore, the results below are focused on PHWWF conditions.
7.1.1 Existing PHWWF
Analysis of the collection system under existing PHWWF conditions identified 20 pipe segments (0.75 miles) that exceed the capacity criteria. These pipe segments are shown in Figure 7-2. A summary of the pipe segments that exceeded the capacity criteria is contained in Appendix C.
Four (4) of the 20 pipe segments, making up approximately 818 feet (0.15 miles) of pipeline, are located upstream of the mobile home park near Fjord Lift Station. The City previously diverted flow away from this area through pipeline SWP0483 at manhole MA-028 to alleviate capacity constraints in this area.
The GIS data used in the model shows two of these segments have slopes of below the City’s minimum slope, which impacts the available capacity. WSC recommends the City survey these mains to confirm the slopes, update the model, and verify the need for the project prior to replacing the mains. For planning and budgeting purposes, the replacement of these pipes has been included as a project in the Capital Improvement Plan.
IN THIS SECTION
Pipeline Capacity
Evaluation
Lift Station Capacity
Evaluation
343 344
Additionally, 9 of the 20 pipe segments, making up approximately 1,740 feet (0.33 miles) of pipeline, have capacity deficiencies triggered by the Alisal Lift Station turning on under peak hour wet weather conditions. These pipelines are located along Fjord Drive downstream of the connection to the Alisal Lift Station force main. The model is run at steady state conditions and pushes the Alisal Lift Station peak pumped flow to the manhole downstream of the force main and assumes the peak flow from the lift station will coincide with the peak flow in the gravity mains. This is a conservative assumption and does not account for pump cycling at the Alisal Lift Station. The capacity deficiencies shown on easterly Fjord Drive are only present when this peaked pumped flow is present, which is only during short intervals. The Alisal force main is anticipated to reach the end of its useful life in the next 20 years, and it is recommended that the force main be replaced. Realigning the lift station to pump directly to the wastewater treatment plant was investigated as it would reduce environmental risk, eliminate double pumping, and eliminate this capacity constraint. However, this realignment did not prove to be feasible due to conflicts with existing utilities. Despite the inability to relocate the force main, no formal project is recommended to address the constraints in these mains as the capacity risk is anticipated to be minimal.
WSC recommends the City monitor this area during wet weather storms to verify this assumption and determine if a project is warranted.
The total modeled flow throughout the wastewater collection system under existing PHWWF conditions is 2.28 million gallons per day (mgd). This is representative of an instantaneous peak event throughout the entire collection system in a steady state scenario, with all lift stations pumping concurrently. This methodology is intended for analyses of the collection system and is expected to be larger than the anticipated peak daily flow at the WWTP.
7.1.2 Buildout PHWWF
During buildout PHWWF conditions, no new pipes were identified as exceeding the capacity criteria.
However, the run of pipes along Fjord drive discussed in section 7.1.1 saw conditions worsen in the capacity constrained stretch. A summary of the pipes that exceeded the capacity criteria is contained in Appendix C.
7.1.3 Buildout + Infill PHWWF
During buildout + infill PHWWF conditions, a total of 23 pipe segments (0.91 miles) were identified as exceeding the capacity criteria. These pipe segments are shown in Figure 7-4. The three (3) additional pipe segments over capacity under buildout + infill PHWWF conditions compared to the buildout PHWWF and existing PHWWF are the result of backwater from the capacity constrained areas identified under existing PHWWF conditions. Two of these pipes are smaller connecting pipes to the Fjord Drive run. The infill loading caused the main run to fill even further beyond their capacity targets and pushed backwater into the mains. As discussed in Section 7.1.1, no project is recommended at this time as these deficiencies are only triggered while the pump station is running at PHWWF. The other pipe is located adjacent to capacity deficient pipes along Elverhoy Way. The additional infill load at PHWWF resulted in backwater in this main.
The capital improvements recommended to address the capacity deficient mains in this area under existing PHWWF conditions will alleviate the backwater issue in this main so no additional project is required. Results for these mains are presented in Appendix C. 344 344
The total instantaneous peak flow modeled throughout the wastewater collection system under buildout + infill PHWWF conditions is 2.38 mgd.
7.1.4 Inflow and Infiltration Evaluation
The Flow Monitoring TM included as Appendix B includes an evaluation of the collection system response to rainfall. Generally, the data gathered from the flow monitors does not show a system with a significant I/I problem. The limited storms and flow metering locations means there may be areas of the collection system responsible for I/I contributions that weren’t explicitly identified or that were not I/I problems since the ground was dry and the creek levels were low. However, a PHWWF peaking factor of 4.0 isn’t unreasonable for a system of the City’s size (small system). The City should continue to monitor peak flows, evaluate manhole locations for susceptibility to inflow, CCTV the pipelines to identify bad lateral connections or other pipe deficiencies that can lead to infiltration, inspect manholes for condition, and make repairs as needed.
As shown in Figure 7-1, there are distinct defect types in the collection system that can contribute to inflow (shown in green) and to infiltration (shown in blue). As the City initiates efforts to rehabilitate aged sewer mains (see projects A6, B3, C4, and C5 in Section 9) it will not, nor is it intended to, correct inflow into the sewer system. The proposed sewer main rehabilitation program is a balance of correcting several problems including infiltration, potential for stoppages, root intrusion, broken pipes and reducing system maintenance. Sewer main rehabilitation, although not specifically or exclusively directed at reducing I/I, will correct infiltration into the system that is occurring through broken or cracked sewer main pipes. As can be seen in Figure 7-1, deteriorated sewer mains are not the only source of infiltration into the sewer system. Other sources of infiltration include deteriorated manholes and private sewer laterals.
Image from City of Bryan, TX web
page. (City of Bryan, 2015)
Figure 7-1. Typical Sources of I/I
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Figure 7-2. Pipes Over Capacity Under Existing PHWWF Conditions (Figure does not display full extent of the wastewater collection system. See Plate 1 for full extent of system. 346 347
Figure 7-3. Pipes Over Capacity Under Buildout PHWWF Conditions (Figure does not display full extent of the wastewater collection system. See Plate 1 for full extent of system.) 347 347
Figure 7-4: Pipes Over Capacity Under Buildout + Infill PHWWF Conditions (Figure does not display full extent of the wastewater collection system. See Plate 1 for full extent of system.) 348 349
7.2 Lift Station Capacity Evaluation
The capacity of the individual lift stations was also assessed based on the various PHWWF conditions.
PHWWF inflow rates were compared to the respective reliable lift station capacity. Lift Station specific pump curves generated as part of the reliable capacity analysis are included in Appendix D.
Results of the lift station capacity evaluation are presented in Table 7-1. As shown, all lift stations have sufficient capacity to accommodate existing PHWWF, buildout PHWWF, and buildout + infill PHWWF. It should be noted that Santa Ynez CSD owns 20% of the capacity (0.30 MGD) at Solvang’s 1.5 MGD wastewater treatment plant but operational restrictions can limit their flow to 0.24 MGD. All Santa Ynez CSD flow is discharged at the Fjord Lift Station prior to being pumped to the treatment plant. Even if Santa Ynez CSD were to discharge their full capacity (300,000 gpd) under PHWWF conditions, the reliable capacity of Fjord Lift Station is sufficient to meet the pumping needs under existing and future buildout scenarios. No capacity upgrades are required at either lift station at this time.
Table 7-1: Lift Station Capacity and Demand Summary
Lift Station
Name
Reliable
Capacity
(gpm)1
Reliable
Capacity
(gpd)
Existing
PHWWF
(gpd)
Buildout
PHWWF
(gpd)
Buildout +
Infill
PHWWF
(gpd)
Future
Capacity
Available
Fjord Lift
Station 2,700 3,888,000 2,275,9532 2,306,8132 2,362,6592 Yes2 Fjord Lift
Station with
Santa Ynez
CSD Flow
2,700 3,888,000 3,053,553 3,084,413 3,140,259 Yes3
Alisal Lift
Station 325 468,000 134,099 138,409 142,063 Yes
1. Lift Station reliable capacity is based on calculated LS pump capacity with one pump in reserve.
2. Values shown do not include flows from the Santa Ynez CSD that are discharged into Fjord Lift Station.
3. Values shown assume Santa Ynez CSD is using 20% of the Fjord Lift Station’s reliable capacity. 349 349
SECTION 8
8 Facility Condition
Assessment
This section summarizes the findings of the visual inspection and condition assessment of the City’s wastewater collection system as well as the recommended renewal strategies for proactively maintaining and replacing the City’s assets. For detailed information on the lift station condition assessment see Appendix D, Lift Station Condition Technical Memorandum.
8.1 Asset Assumed Useful Life
Each asset, or component, of the City’s collection system has an assumed useful life representative of the number of years it is expected to be functional and in service. The assumed useful life of an asset is dependent on a variety of factors, including but not limited to: execution of routine maintenance, quality of installation, dynamic system conditions such as pump cycling, and exposure to environmental conditions. Given the variability in these influencers, it is difficult to standardize the optimal time to replace or rehabilitate infrastructure. However, for long-term planning purposes and to serve as a basis for evaluation of asset remaining useful life, assumed useful life estimates were compiled for each of the fundamental lift station components and collection system piping based on industry standard, experience with similar projects, and best professional judgement. Table 8-1 presents the assumed useful life estimates for various lift station and collection system piping components. It is important to note that these are estimates and that the City should evaluate components on an individual basis prior to replacement.
IN THIS SECTION
Asset Assumed
Useful Life
Lift Station Condition
Assessment
Pipeline Condition
Assessment
350 351
Table 8-1: Assumed Useful Life of Collection System Assets Lift Station
Component
Description Assumed
Useful Life
(years)
Wet Well Concrete holding sump for gravity sewer system. 30-50 Wet Well Hatch Access lid atop of wet well. 15-25
Concrete Coatings Concrete coatings exposed to raw sewage 10-20 Discharge Piping Pressure pipe within wet well from pumps to manifold. 30-50 Valve Vault and
Hatch
Access lid atop of valve vault. 10-25
Manifold Piping Pressure pipe from the wet well discharge to the force main. 40-60 Check Valve Valve that allows flows in one direction. 15-25 Isolation Valve(s) Valve that stops the flow to a given location. 15-25 Backup Power
System
System that provides emergency power when main power
fails.
15-25
Pump Control Panel System designed to control one or multiple pumps. 15-20 SCADA System/PLC A computer system to gather and analyze data in real time. 10-15 Level Sensing System
(Reactive Air)
Instrument used to measure and relay levels within the wet well to the pumps.
10-15
Backup Alarms
(Floats)
Backup instruments used to measure and relay levels within the wet well to the pumps.
10-15
Pumps A device that moves fluids by mechanical action. 20 Building Structure housing equipment. 30-60
Gravity/Force Main Conveyance pipeline in the wastewater collection system. 75 Cured-In-Place Pipe
(CIPP)
Gravity mains rehabilitated using cured-in-place pipe. 50
8.2 Lift Station Condition Assessment
The fundamental components of each lift station were evaluated based on a grading system representative of percent useful life remaining. The grades were assigned based on observed physical condition; input from City staff on operations, install dates, and historical rehabilitation and replacement (R/R); and the assumed useful life of each component. Table 8-2 presents the assigned grades and a breakdown of the grading system. Detailed observations from the lift station inspections are included in Appendix E.
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Table 8-2: Lift Station Condition Assessment Summary
Lift Station Component Fjord Lift
Station
Alisal Lift Station
Wet Well 3.5 3
Wet Well Hatch 2 3
Wet Well Concrete Coating 3 N/A
Metering Well 3 N/A
Metering Well Hatch 5 N/A
Metering Well Concrete Coating 3 N/A
Force Main Piping 2 2
Valve Vault and Hatch N/A 4
Manifold Piping 3 3
Check Valve(s) 3 3
Isolation Valve(s) 3 3
Backup Power System 2 N/A
Pump Control Panel 2.5 2
SCADA System/PLC 3 2
Odor Control System 2 N/A
Level Sensing System (transducer) 3 3
Backup Alarms (Floats) 3 3
Pumps 2 2
Building (if applicable) 2 2
Site (grading, drainage, fencing, paving, etc.) 2 2
The grading system is as follows:
1: 100-75% useful life left of component (or system)
2: 75-50% useful life left of component (or system)
3: 50-25% useful life left of component (or system)
4: 25-5% useful life left of component (or system)
5: 5% to non-functioning due to age or damage
N/A: Not Applicable
8.2.1 Lift Station Renewal Strategy
Findings from the lift station condition assessment were used to generate specific lift station-based projects for incorporation into the recommended CIP. These projects are discussed in Section 9. The condition assessment was also performed to assist the City with planning and preparing for on-going maintenance and R/R of the fundamental lift station components within the 20-year planning period.
Table 8-3 presents the recommended R/R renewal strategy. 352 352
Table 8-3: Lift Station Renewal Strategy
Timeframe
(Years)
Improvement1
1-5 Fjord: Replace metering wet well lid and hinges; repair dry well wall and floor; replace/relocate girder crane at dry well; update cathodic protection system Alisal: Rehabilitate wet well; rehabilitate valve vault; add a backwater shutoff valve to the drain line; grout valve vault floor and/or fix the drainpipe; replace damaged valves in valve vault
6-10 Fjord: Evaluate storage volume of wet well to determine need for emergency storage; MCC, PLC, and SCADA upgrades; replace transducers and floats as needed; replace meter sensors
Alisal: MCC, PLC, and SCADA upgrades; replace transducers and floats as needed
11-20 Fjord: Pump replacement
Alisal: Pump replacement
1. Renewal Strategy improvements have been included in the recommended Capital Improvement Plan as appropriate.
This R/R strategy is intended to estimate the level of investment that could be required within each planning timeframe to perform rehabilitation and/or replacement of essential lift station components.
Actual failure of a component may come before or after the projected replacement timeframe, therefore, it is important that the City remain diligent with routine maintenance activities and observations. As each time frame approaches, the City should re-evaluate the condition of the identified components to confirm that R/R is warranted.
8.3 Pipeline Condition Assessment
8.3.1 Gravity Mains
The remaining useful life of the City’s collection system pipelines was evaluated using the installation dates from the City’s GIS dataset and assumed useful life estimates. The pipelines that make up the City’s gravity collection system consist almost entirely of vitrified clay pipe (VCP) and polyvinyl chloride (PVC) pipe, with other materials, including cast iron pipe (CIP), ductile iron pipe (DIP), concrete pipe (CP), and high-density polyethylene (HDPE) pipe, making up a combined total of less than 3% of the total pipeline material. Therefore, for this assessment, an assumed useful life of 75 years was used for all gravity mains (cast iron, concrete, ductile iron, HDPE, PVC, and VCP) within the collection system. While the actual service life of an individual pipeline may vary, these values are a conservative estimate commonly accepted for these pipe materials.
353 353
Gravity main installation dates and assumed useful life estimates were used to calculate the miles of pipe expected to reach the end of its assumed useful life each year. Approximately 33% (245 of 735) of the City’s gravity mains did not have an installation date listed in GIS. For these mains with unknown installation years, an installation date was estimated by using a random number function to select an installation date. The function selects a random number between the oldest and newest installation date for its particular sewer basin based on the records available in the City’s GIS system. Figure 8-1Figure 8-1 presents the results in terms of decade and the total length of pipe for each pipe material.
Figure 8-1. Estimated Miles of Pipeline at End of Useful Life by Material The figure indicates a significant portion of the collection system is expected to reach the end of its assumed useful life in the next few decades. This is not intended to suggest that the City will experience an immediate simultaneous failure of these pipes but rather that they will have an increased likelihood of breakage or stoppage, increased I/I, and more intensive cleaning activities. The likelihood of failure will increase as a pipe continues to remain in place beyond its assumed useful life expectancy. Actual failure patterns can be variable and depend on construction quality, manufacturer, root intrusion, lateral connections, , soil type and condition, proximity to other utilities and many other attributes. This analysis is focused on identifying a system-wide strategy for gravity main replacement and therefore, does not include condition assessments on a pipe-by-pipe basis. Future analysis will be required to identify the best pipeline candidates for actual replacement.
0.00 1.00
2.00 3.00
4.00 5.00
6.00 7.00
8.00 1980 1990 2000 2010 2020 2030 2040 2050 2060 2070 2080 2090 2100 Miles of Pipeline at End of Useful
Life
Decade
Other
PVC
Vitrified Clay
Pipe (VCP)
354 355
8.3.2 Force Mains
The City’s collection system is currently comprised of two (2) force mains, totaling 0.56 miles. The force main at Fjord Lift Station is HDPE. The force main at Alisal Lift Station is composed of ductile iron and PVC pipe that is encased in the Alisal Road bridge sidewalk. Similar to the gravity main analysis, an assumed useful life of 75 years was used to assess the remaining useful life of each force main. The Alisal Lift Station force main is expected to reach the end of its assumed useful life within the 20-year planning period of this Master Plan. Recommendation for replacement of this force main will be included in the Capital Improvement Plan (CIP) in Section 0.
8.3.3 Gravity Pipeline Renewal Strategy
The City should plan to replace, line or rehabilitate gravity mains in a proactive manner to avoid root problems, excessive infiltration and inflow, and costly emergency repairs. The anticipated need for rehabilitation and replacement (R/R) each year is estimated based on the total length of pipe reaching the end of its assumed useful life within that year. Two replacement strategies are presented in Figure 8-2, a linear replacement plan and phased replacement plan to better match the estimated pipeline failure curve.
Figure 8-2. Cumulative Pipeline End of Assumed Useful Life and Replacement Strategies 0 5
10 15
20 25
30 35
1960 1980 2000 2020 2040 2060 2080 2100 2120
Miles of Pipeline
Year
Cumulative Miles of Pipeline Beyond EUL Linear Replacement Strategy Phased Replacement Strategy
Linear
Replacement at:
$0.46M/year
Phased Replacement at:
0-20 years: $0.40M/year
20-40 years: $1.10M/year
Remainder: $0.16M/year
355 355
Under the linear replacement plan, pipeline replacement needs to occur at a rate of 0.40 miles per year, or about 1.3 percent of the total system length. Under the phased replacement plan, the recommend length and rate of pipe replacement varies based on the year:
▪ 2021–2041: 0.35 miles of pipeline replaced each year (1.12 percent) ▪ 2041–2061: 0.95 miles replaced per year (3.02 percent) ▪ 2061–2100: 0.14 miles replaced per year (0.44 percent) The linear replacement strategy allows the City to budget the same amount each year, over the next 79 years, for pipeline replacement. Due to the steepness of the failure curve, a linear replacement strategy will result in the replacement rate below the replacement curve through the year 2100, which suggests the likelihood of I/I, stoppages, and cleaning intensity is increased over this duration.
The phased replacement strategy follows the failure curve more closely but requires variable budgeting and spending over the next 79 years. Under this strategy, the City’s replacement rate will start off at a slower rate to allow for the City to adjust to budgeting needs. By 2041 the City will increase their replacement rate to catch up to the failure curve by 2061. Beyond 2061, the replacement rate slows to align with the more gradual repair rate.
The pipeline condition assessment is intended to estimate the level of investment required to replace gravity mains as they reach the end of their assumed useful life. Considering that some pipes may fail before the predicted end of their useful lifetime and some may exceed it, the City will need to monitor, inspect, and prioritize rehabilitation and replacement activities. This can be achieved by monitoring information such as historical stoppages, in-situ pipe conditions (collected by CCTV inspection), root intrusions, lateral connections, localized soil properties, and groundwater conditions. This information can be used in conjunction with the pipe material and estimated age to refine and optimize the renewal strategy.
8.3.4 Pipeline Rehabilitation and Replacement Costs
The pipeline replacement unit costs for various main sizes were estimated using RS Means CostWorks®, adjusted to 2021 dollars (Engineering News Record Construction Cost Index (CCI) of 12,237 for July 2021) and are listed in Table 8-4. The unit costs assume a mix of classic “open trench” replacement, cured-inplace-pipe (CIPP) rehabilitation, and pipe bursting. Trenchless rehabilitation such as CIPP and pipe bursting may reduce capital costs when viable. Alternative construction techniques should be evaluated on a case-by-case basis. For planning purposes, the unit costs assume 50% CIPP, 25% Pipe Burst, and 25% Open Trench.
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Table 8-4: Estimated Pipeline Replacement Costs
Pipe Diameter
(in)
Open Trench
($/ft)
CIPP
($/ft)
Pipe Burst
($/ft)
Cost Per Foot
($/ft)
6 $354 $112 $248 $207
8 $367 $112 $257 $212
10 $456 $129 $320 $259
12 $468 $151 $328 $275
15 $507 $204 $355 $318
Costs in Table 8-4 include a 25 percent construction contingency, 15 percent project development allowance for open-trench and 12 percent project development allowance for CIPP, and 10 percent construction phase allowance. The construction cost for each pipeline is based on the following assumptions:
▪ New open trench or pipe burst pipe material is PVC or HDPE. ▪ CIPP will be polyester resin impregnated felt tube cured with air or water. ▪ CIPP with epoxy resin is required around schools and sensitive receptors (cost is between CIPP with polyester and pipe burst). The mix of costs is intended to adequately cover occasional use of epoxy resins, but not use of all epoxy resin.
▪ Manholes are spaced at 500-ft.
▪ The sewer is at 8-ft of cover.
▪ Laterals occur once every 40 feet.
▪ Rehabilitation packages will be bundled to bid a minimum of 1 mile of pipe for CIPP (approximately one bid package every three years at 0.33 miles of pipe rehabilitation per year). ▪ Costs include allowances for contractor mobilization, SWPPP compliance, basic traffic control, bypass pumping, surveying, cleaning, and pressure testing.
Using the linear replacement strategy, the City will need to budget approximately $460,000 per year for pipeline replacement/rehabilitation. Under the phased replacement strategy, the City will need to budget approximately $400,000 per year from 2021-2041 for annual pipeline replacement. From 2041-2061, the City will need to budget approximately $1.1 million per year for annual pipeline replacement and $162,000 per year from 2061-2100. This analysis should be updated periodically as pipelines are replaced. The costs should be escalated on an annual basis, since the dollar amounts given are in 2021 dollars as discussed previously.
To facilitate pipeline rehabilitation and replacement, the City will need to accelerate their CCTV inspection rate. WSC recommends the City CCTV their entire system over the course of ten years to ensure the City has updated condition data to make informed decisions about which mains require rehabilitation and replacement. All CCTV should utilize the National Association of Sewer Service Companies’ (NASSCO) Pipeline Assessment Certification Program (PACP) to document structural and maintenance defects.
Having PACP scores for each main will allow for easy prioritization of the mains at the highest risk of failure.
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SECTION 9
9Recommended
Improvements
The following section summarizes and prioritizes recommended improvements for the City’s wastewater collection system in the form of a Capital Improvement Projects List. The projects recommended herein are based on the findings of the capacity and condition-based assessments performed as part of this Master Plan Update.
9.1 Project Priority
Prioritizing of the projects is driven by many factors. Primary factors include remaining useful life of infrastructure, the ability of a facility to provide adequate capacity, and the timing and impact of future developments. Other secondary factors include coordination with other planned infrastructure projects such as the timing for planned street repairs.
Projects are ranked within three categories, or timeframes, as follows:
• “A” Projects: 1-5 Year Timeframe
• “B” Projects: 6-10 Year Timeframe
• “C” Projects: 11-20 Year Timeframe
The order in which the projects are listed within each category is arbitrary. The actual timing for delivery of these projects may be altered based on precise timing associated future developments. Projects listed in the 11 – 20 year timeframes are less certain than those in the 1 – 10 year timeframes due to the inherent uncertainty of needs further into the future.
IN THIS SECTION
Project Priority
Cost Opinion Basis
and Assumptions
Capital Improvement
Plan
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9.2 Cost Opinion Basis and Assumptions
The cost opinions (estimates) in this capital improvement plan have been prepared in conformance with industry practices as planning level cost opinions and are classified as Class 5 Conceptual Report Classification of Opinion of Probable Construction Costs as developed by AACE International (4). The purpose of a Class 5 Estimate is to provide a conceptual level of effort that is expected to range in accuracy from -25% to +50%. A Class 5 Estimate also includes an appropriate level of contingency so that it can be used in future planning and feasibility studies. The design concepts and associated costs presented in this capital improvement plan are conceptual in nature due to the limited design information that is available at this stage of project planning. These cost estimates have been developed using a combination of data from RS Means CostWorks® and recent bids, experience with similar projects, current and foreseeable regulatory requirements, and an understanding of necessary project components. As the projects progress, the designs and associated costs could vary significantly from the project components identified in this capital improvement plan.
The recommended projects and these cost opinions are based on the following assumptions:
1. For projects that have applicable cost data available in RS Means CostWorks® (e.g. pipeline installation), cost data released in Quarter 1 of 2021, adjusted for Santa Barbara County, is used.
Material prices were further adjusted in some cases to provide estimates that align closer with actual local bid results.
2. For projects where RS Means CostWorks® data is not available, cost opinions are generally derived from bid prices from similar projects, vendor quotes, material prices, and labor estimates, with adjustments for inflation, size, complexity and location.
3. Cost opinions are in 2021 dollars (ENR Construction Cost Index of: 12237 for July 2021). When budgeting for future years, appropriate escalation factors should be applied. The past 5-year average increase of the ENR CCI 20 City Average is considered a reasonable factor to use for escalation.
4. Cost opinions are “planning-level” and may not fully account for site-specific conditions that will affect the actual costs, such as soil conditions and utility conflicts.
5. Construction Costs include the following mark-up items:
a. 25% construction contingency based on construction sub-total.
6. Total Project Costs include the following allowances:
a. 15% of Construction Total for project development, including administration, alternatives analysis, planning, engineering, surveying, etc. b. 10% of Construction Total for construction phase support services, including administration, inspection, materials testing, office engineering, construction administration, etc.
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9.3 Capital Improvement Plan
Table 9-1 lists the recommended capital improvement projects while Table 9-2 provides a summary of the costs. Following Table 9-2 are detailed descriptions for each recommended project. Plate 1 enclosed with this Master Plan presents a large-scale map of the collection system and phased pipeline improvements.
Detailed cost estimates for each project can be found in Appendix F. 360 361
Table 9-1: Capital Improvement Projects
Project No.
(Timing)
Project Category Recommended Improvements Project Onset Project Justification Quantity/ Length
Diameter/
Capacity
Project Cost
A1 Pipeline Project Replace 800 feet of existing 8-inch sewer main with 10-inch sewer main along Elverhoy Way and 2nd Street.
Deficient under existing peak loading. Existing Deficiency Capacity Improvement 800 LF 10-inch $389,000 A2 Pipeline Project Replace 233 feet of existing 6-inch sewer main with 8-inch sewer main along Atterdag Road. Deficient under existing peak loading. Existing Deficiency Capacity Improvement 233 LF 8-inch $168,000 A3 Pipeline Project Replace 818 feet of existing 10-inch sewer main with 12-inch sewer main in the Nyborg Open Space. Deficient under existing peak loading Existing Deficiency Capacity Improvement 818 LF 12-inch $358,000 A4 Lift Station
Structural improvements at the Fjord and Alisal Lift Stations. Fjord Lift Station improvements include replacement of the metering wet well lid and hinges, repair of dry well wall and floor, and replacement or relocation of the girder crane at the dry well. Alisal Lift Station improvements include rehabilitation of wet well and valve vault, addition of a backwater shutoff valve to the drain line, grouting of valve vault floor and/or fixing the drainpipe, and replacement of damaged valves in the valve vault.
Existing Deficiency Condition Assessment $104,000
A5 Lift Station Evaluate drywell steel walls and cathodic protection system at Fjord Lift Station and replace or install cathodic protection as identified in evaluation. Existing Deficiency Condition Assessment $50,000 A7 Manhole Project Install flow monitoring manhole covers at manholes MB-004 and MC-008 to monitor flows in upstream pipes and understand if capacity limitations identified in the model warrant additional work. Existing Deficiency Capacity Assessment $11,000 A7
1-5 Year Sewer
Main R/R Replace or rehabilitate 1,186 LF of aging pipe each year based on phased replacement strategy.
Infrastructure
Renewal Due to
Existing Deficiency
Condition Assessment $2,000,000
Years 1-5 Total $3,080,000
B1 Lift Station
Lift station electrical evaluations at the Fjord and Alisal Lift Stations. Upgrade the MCC, PLC, and SCADA at each of the lift stations. Replace the transducers and floats at each lift station as needed. Install HVAC system at Ford Lift Station to cool building and allow for optimal VFD operating conditions.
Existing Deficiency Condition Assessment $468,000
B2 Lift Station Emergency storage evaluation at Fjord Lift Station. Existing Deficiency Condition Assessment $15,000 B3 6-10 Year Sewer
Main R/R Replace or rehabilitate 1,186 LF of aging pipe each year based on phased replacement strategy.
Infrastructure
Renewal Due to
Existing Deficiency
Condition Assessment $2,000,000
Years 6-10 Total $2,483,000
C1 Lift Station Replace all three pumps at Fjord Lift Station and other miscellaneous improvements based on lift station condition at time of the project. Existing Deficiency Condition Assessment $345,000 C2 Lift Station Replace both pumps at Alisal Lift Station and other miscellaneous improvements based on lift station condition at time of the project. Existing Deficiency Condition Assessment $86,000 C3 Force Main Replace the Alisal force main when it reaches the end of its useful life. New force main will follow the existing alignment. Existing Deficiency Condition Assessment 1,200 LF 8-inch $455,000 C4 11-15 Year Sewer
Main R/R Replace or rehabilitate 1,186 LF of aging pipe each year based on phased replacement strategy.
Infrastructure
Renewal Due to
Existing Deficiency
Condition Assessment $2,000,000
C5 16-20 Year Sewer
Main R/R Replace or rehabilitate 1,186 LF of aging pipe each year based on phased replacement strategy.
Infrastructure
Renewal Due to
Existing Deficiency
Condition Assessment $2,000,000
Years 11-20 Total $4,886,000
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Table 9-2: Summary of Capital Improvement Project Planning and Costs Project
Category
Project Timeframe
(Years)
Project
Numbers
Project Onset
Existing Total Project Cost
Deficiency
Growth
Induced
Infrastructure Renewal
Strategies
A 1 - 5 A1-A6 $1,080,000 $0 $2,000,000 $3,080,000
B 6 - 10 B1-B3 $483,000 $0 $2,000,000 $2,483,000
C 11 - 20 C1-C-5 $886,000 $0 $4,000,000 $4,886,000
Total $2,449,000 $0 $8,000,000 $10,449,000
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Project A1
Elverhoy Way & Second Street Pipeline Replacement
Opinion of Total Project Cost: $ 389,000
Need for Project:
The existing 8-inch sewer main that runs east along Elverhoy Way and then north via a private easement to Oak Street is capacity deficient under existing peak wet weather loading. This stretch of sewer mains consists of five (5) individual pipe segments, four of which are located in an easement between residential homes.
Recommended Solution:
Construct approximately 800 linear feet of 10-inch sewer main along Elverhoy Way and through the easement through private parcels to Oak Street via open cut replacement.
Estimated Project Costs:
Base Construction Costs:
Base Construction Costs:
$249,000
Construction Contingency (25%): $62,000
Construction Total: $311,000
Project Development and Implementation (25%): $78,000
Opinion of Total Project Cost: $389,000
Cost estimates are in 2021 dollars (ENR Construction Cost Index of: 12,237 for July 2021). See Appendix F for more detailed cost estimates.
Alternatives
Alternative 1: Leave existing main in the easement alone to act as a local collector, install a new pipeline down Molle Way then Second Street then Elverhoy Way to connect to existing main. Allow the existing 8- in to remain as an overflow pipe. Depending on laterals between Oak and Sycamore and between Sycamore and Elverhoy, these sections could be abandoned and flow directed to Second Street at Oak.
Alternative 2: Replace this section of pipe using a combination of open cut construction and pipe bursting.
A. Replace approx. 191 linear feet of 8-inch sewer main with 10-inch sewer main along Elverhoy Way, from manhole MB-041 to manhole MB-043 using open cut construction.
B. Replace approx. 609 linear feet of 8-inch sewer main, located in private property from manhole MB-043 to MB-048, with 10-inch sewer main via pipe bursting. Three of these mains (SWP0736, SWP0735, and SWP0033) have a modeled slope of only 0.001 ft/ft based on available GIS data.
This slope is too low for pipe bursting. However, the slopes of these segments should be verified as they are lower than the minimum design slope for 8” pipe. If the slope is found to be higher, pipe bursting may be feasible and offer cost savings to open cut construction.
Continued, see next page.
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Project A1, continued
Location Map:
MB-041
MB-043
MB-048
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Project A2
Atterdag Road Pipeline Replacement
Opinion of Total Project Cost: $ 168,000
Need for Project:
The existing 6-inch sewer main that runs south along Atterdag Road between Fir Avenue and Mission Drive is capacity deficient under existing peak wet weather loading. This stretch of sewer mains consists of one (1) individual pipe segment (SWP0417).
Recommended Solution:
Replace approximately 233 linear feet of 6-inch sewer main with 8-inch sewer main along Atterdag Road between Fir Avenue and Mission Drive from manhole MB-051 to MB-058 to alleviate capacity deficiency.
Estimated Project Costs:
Base Construction Costs:
Base Construction Costs:
$107,000
Construction Contingency (25%): $27,000
Construction Total: $134,000
Project Development and Implementation (25%): $34,000
Opinion of Total Project Cost: $168,000
Cost estimates are in 2021 dollars (ENR Construction Cost Index of: 12,237 for July 2021). See Appendix F for more detailed cost estimates.
Location Map:
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Project A3
Nyborg Open Space Pipeline Replacement
Opinion of Total Project Cost: $ 358,000
Need for Project:
The existing 10-inch sewer main that runs southwest through the Nyborg Open Space between manholes MB-004 and MB-008 is capacity deficient under existing peak wet weather loading. This stretch of sewer mains consists of four (4) individual pipe segments (SWP0477, SWP0478, SWP0479, and SWP0480).
Recommended Solution:
Replace approximately 818 linear feet of 10-inch sewer main with 12-inch sewer main through the Nyborg Open Space from manhole MB-004 to MB-008 to alleviate capacity deficiency.
Estimated Project Costs:
Base Construction Costs:
Base Construction Costs:
$229,000
Construction Contingency (25%): $57,000
Construction Total: $286,000
Project Development and Implementation (25%): $72,000
Opinion of Total Project Cost: $358,000
Cost estimates are in 2021 dollars (ENR Construction Cost Index of: 12,237 for July 2021). See Appendix F for more detailed cost estimates.
Alternative:
Replace this section of pipe using pipe bursting.
A. Replace approx. 818 linear feet of 10-inch sewer main from manhole MB-004 to MB-008, with 12-inch sewer main via pipe bursting. Two of these mains (SWP0477 and SWP0479) have a modeled slope of 0.002 ft/ft or less based on available GIS data. These slopes could prove to be too low for pipe bursting. However, the slopes of these segments should be verified as they are lower than the minimum design slope for 10” pipe. If the slope is found to be higher, pipe bursting may be feasible and offer cost savings to open cut construction.