Agenda — Stanton City Council, May 9, 2023 (part 1 of 2)

Stanton City Council Agenda Prepared by the Office of the City Clerk May 9, 2023

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AGENDA

CITY COUNCIL/SUCCESSOR AGENCY/STANTON HOUSING AUTHORITY

JOINT REGULAR MEETING
STANTON CITY HALL, 7800 KATELLA AVENUE, STANTON, CA
TUESDAY, MAY 9, 2023 - 6:30 P.M.

In compliance with the Americans With Disabilities Act, if you need special assistance to participate in this meeting, please contact the Office of the City Clerk at (714) 890-4245. Notification 48 hours prior to the meeting will enable the City to make reasonable arrangements to assure accessibility to this meeting.

PUBLIC ACCESS IN-PERSON AND VIA TELECONFERENCE
(Electronically / Telephonically)
Attendance by the members of the public may view the meeting live in one of the following ways:
• Attend in person - City Council Chambers: 7800 Katella Avenue, California 90680. • Via Teleconference (electronically / telephonically) - Zoom:

In order to join the meeting via telephone please follow the steps below:

1. Dial the following phone number +1 (669) 444-9171 (US).

2. Dial in the following Meeting ID: (850 5304 1131) to be connected to the meeting.

In order to join the meeting via electronic device please utilize the Zoom URL link below:
• https://us02web.zoom.us/j/85053041131?pwd=V082WkZPdjIrai83cFVrVGRiNkVvQT09

ANY MEMBER OF THE PUBLIC WISHING TO PROVIDE PUBLIC COMMENT FOR ANY ITEM ON THE AGENDA MAY DO SO AS FOLLOWS:
• Attend in person and complete and submit a request to speak card to the City Clerk. • E-Mail your comments to [email protected] with the subject line “PUBLIC COMMENT ITEM #” (insert the item number relevant to your comment). Comments received no later than 5:00 p.m. before the scheduled meeting will be compiled, provided to the City Council, and made available to the public before the start of the meeting. Staff will not read e-mailed comments at the meeting. However, the official record will include all e-mailed comments received until the close of the meeting.

Should you have any questions related to participation in the City Council Meeting, please contact the City Clerk’s Office at (714) 890-4245 or via e-mail at [email protected].

Stanton City Council Agenda Prepared by the Office of the City Clerk May 9, 2023

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The City Council agenda and supporting documentation is made available for public review and inspection during normal business hours in the Office of the City Clerk, 7800 Katella Avenue, Stanton California 90680 immediately following distribution of the agenda packet to a majority of the City Council. Packet delivery typically takes place on Thursday afternoons prior to the regularly scheduled meeting on Tuesday. The agenda packet is also available for review and inspection on the city’s website at www.StantonCA.gov.

1. CLOSED SESSION None.

2. CALL TO ORDER STANTON CITY COUNCIL / SUCCESSOR AGENCY / HOUSING AUTHORITY JOINT REGULAR MEETING (6:30 PM)

3. PLEDGE OF ALLEGIANCE

4. ROLL CALL Council / Agency / Authority Member Taylor Council / Agency / Authority Member Torres
Council / Agency / Authority Member Warren
Mayor Pro Tem / Vice Chairperson Van
Mayor / Chairman Shawver

5. SPECIAL PRESENTATIONS AND AWARDS
A. Presentation of certificate of recognition to Ms. Hilda Laufner for her service to the City as the Easter Bunny for the past 25 years.

B. Presentation by the Orange County Mosquito & Vector Control District sharing their mission with the City Council and providing information on their current operations.

C. California State University, Long Beach student presentation pertaining to the Trauma-Informed Care Guidebook for Homeless Service Providers.

D. Presentation by CalOptima Health sharing their mission with the City Council and providing information on their current operations.

6. CONSENT CALENDAR
All items on the Consent Calendar may be acted on simultaneously, unless a Council/Board Member requests separate discussion and/or action.

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CONSENT CALENDAR
6A. MOTION TO APPROVE THE READING BY TITLE OF ALL ORDINANCES AND RESOLUTIONS. SAID ORDINANCES AND RESOLUTIONS THAT APPEAR ON THE

PUBLIC AGENDA SHALL BE READ BY TITLE ONLY AND FURTHER READING WAIVED
RECOMMENDED ACTION:

City Council/Agency Board/Authority Board waive reading of Ordinances and Resolutions.
6B. APPROVAL OF WARRANTS
City Council approve demand warrants dated April 7, 2023 – April 20, 2023, in the amount of $582,751.89.
6C. APPROVAL OF MINUTES
City Council/Successor Agency/Housing Authority approve Minutes of Special and Joint Regular Meeting – April 25, 2023.
6D. MARCH 2023 INVESTMENT REPORT
The Investment Report as of March 31, 2023, has been prepared in accordance with the City’s Investment Policy and California Government Code Section 53646.

RECOMMENDED ACTION:

1. City Council find that this item is not subject to California Environmental Quality Act (“CEQA”) pursuant to Sections 15378(b)(5) (Organizational or administrative activities of governments that will not result in direct or indirect physical changes in the environment); and

2. Receive and file the Investment Report for the month of March 2023.

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6E. MARCH 2023 INVESTMENT REPORT (SUCCESSOR AGENCY)
The Investment Report as of March 31, 2023, has been prepared in accordance with the City’s Investment Policy and California Government Code Section 53646.

RECOMMENDED ACTION:

1. Successor Agency find that this item is not subject to California Environmental Quality Act (“CEQA”) pursuant to Sections 15378(b)(5) (Organizational or administrative activities of governments that will not result in direct or indirect physical changes in the environment); and

2. Receive and file the Investment Report for the month of March 2023. 6F. MARCH 2023 GENERAL FUND REVENUE AND EXPENDITURE REPORT; HOUSING AUTHORITY REVENUE AND EXPENDITURE REPORT; AND STATUS OF

CAPITAL IMPROVEMENT PROGRAM
The Revenue and Expenditure Report for the month ended March 31, 2023, has been provided to the City Manager in accordance with Stanton Municipal Code Section

2.20.080 (D) and is being provided to City Council. This report includes information for both the City’s General Fund and the Housing Authority Fund. In addition, staff has provided a status of the City’s Capital Improvement Projects (CIP) as of March 31, 2023.

RECOMMENDED ACTION:

2. Receive and file the General Fund and Housing Authority Fund’s March 2023 Revenue and Expenditure Report and Status of Capital Improvement Projects for the month ended March 31, 2023.

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6G. AWARD OF A PROFESSIONAL SERVICES AGREEMENT TO HUB LTD. TO ASSIST IN THE REDESIGN OF THE CITY’S OFFICIAL LOGO, BRANDING AND

MESSAGING
The Council directed staff to solicit a qualified vendor to provide a refresh of the City’s brand in September 2022. After completing the review process, staff recommends that the Council authorize the City Manager to enter into an agreement with HUB Ltd. to provide services in an amount not-to-exceed $85,000, using funds allocated through the American Rescue Plan Act.

RECOMMENDED ACTION:

1. City Council declare this project to be categorically exempt under the California Environmental Quality Act, Section 15378(b)(5) (Organizational or administrative activities of governments that will not result in direct or indirect physical changes in the environment); and

2. Approve a Professional Services Agreement with HUB Ltd. to assist in the redesign of the City’s official logo, seal and overall brand for a not-to-exceed contract amount of $85,000; and

3. Authorize the City Manager to bind the City of Stanton and HUB Ltd. in a contract to provide these services.
6H. AUTHORITY TO ADVERTISE FOR CONSTRUCTION: FISCAL YEAR 2022-23

CITYWIDE STREET RESURFACING PROJECT
The plans and specifications for the Fiscal Year (FY) 2022-23 Citywide Street Resurfacing Project are substantially complete. In the interest of time, the City Engineer is recommending City Council approve the draft specifications and plans for bidding, subject to revision by the City Engineer and the City Attorney, to ensure the construction contract is awarded in an efficient and timely manner. The draft Project plans and specifications are available in the City Engineer’s Office for review.

RECOMMENDED ACTION:

1. City Council find that this project is exempt from the California Environmental Quality Act (“CEQA”), Class 1, Section 15301(c) as repair, maintenance, and minor alteration of existing public structures; and

2. Approve the bid specifications and plans, subject to revisions required by the City Engineer and the City Attorney; and

3. Authorize and advertise for bids the FY 2022-23 Citywide Street Resurfacing Project.

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6I. RESOLUTION OF THE CITY COUNCIL OF THE CITY OF STANTON, CALIFORNIA, PRELIMINARILY APPROVING THE ENGINEER’S REPORT FOR THE ANNUAL

LEVY OF ASSESSMENTS FOR STANTON LIGHTING AND LANDSCAPING DISTRICT NO. 1 FOR FISCAL YEAR 2023-24
On January 24, 2023, the City Council adopted Resolution No. 2023-02, initiating proceedings for the annual levy of assessments and ordered the Engineer to prepare a report in accordance with Section 22565 et seq. of the State of California Streets and Highways Code. The Engineer has filed a report with the City Clerk in compliance with Council direction. The proposed resolution would preliminarily approve the report.

RECOMMENDED ACTION:

1. City Council find that this item is not subject to California Environmental Quality Act (“CEQA”) pursuant to Sections 15060(c)(2) (the activity will not result in a direct or reasonably foreseeable indirect physical change in the environment) and 15060(c)(3) (the activity is not a project as defined in Section 15378(b)(4) of the CEQA Guidelines, California Code of Regulations, Title 14, Chapter 3, because it has no potential for resulting in physical change to the environment, directly, or indirectly); and

2. Adopt Resolution No. 2023-07, preliminarily approving the Engineer’s Report for the annual levy of assessments for the Stanton Lighting and Landscaping District No. 1 for Fiscal Year 2023-24, entitled:
“A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF STANTON, CALIFORNIA, PRELIMINARILY APPROVING THE ENGINEER’S

REPORT FOR THE ANNUAL LEVY OF ASSESSMENTS FOR
STANTON LIGHTING AND LANDSCAPING DISTRICT NO. 1 FOR THE FISCAL YEAR BEGINNING JULY 1, 2023, AND ENDING JUNE 30, 2024.”
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6J. RESOLUTION OF THE CITY COUNCIL OF THE CITY OF STANTON, CALIFORNIA,

DECLARING ITS INTENTION TO LEVY AND COLLECT THE ANNUAL

ASSESSMENTS FOR IMPROVEMENT, MAINTENANCE, AND SERVICING OF

LIGHTING AND LANDSCAPING WITHIN THE BOUNDARIES OF THE TERRITORY INCLUDED IN THE STANTON LIGHTING AND LANDSCAPING DISTRICT NO. 1 FOR FISCAL YEAR 2023-24 PURSUANT TO THE LANDSCAPING AND LIGHTING ACT OF 1972 AND APPOINTING A TIME AND PLACE FOR HEARING

OBJECTIONS THERETO
On January 24, 2023, the City Council adopted Resolution No. 2023-02, initiating proceedings for the annual levy of assessments and ordered the Engineer to prepare a report in accordance with Section 22565 et seq. of the State of California Streets and Highways Code. The Engineer has filed a report with the City Clerk in compliance with Council direction. The proposed resolution would declare the City Council’s intention to levy and collect the assessments and set the required public hearing for Tuesday, June 13, 2023.

RECOMMENDED ACTION:

2. Adopt Resolution No. 2023-08, declaring its intention to levy and collect the annual assessments for Stanton Lighting and Landscaping District No. 1, entitled:
“A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF STANTON,

CALIFORNIA, DECLARING ITS INTENTION TO LEVY AND COLLECT

ANNUAL ASSESSMENTS FOR IMPROVEMENT, MAINTENANCE, AND

SERVICING OF THE TERRITORY INCLUDED IN THE STANTON
LIGHTING AND LANDSCAPING DISTRICT NO. 1 FOR FISCAL YEAR 2023-24 PURSUANT TO THE LANDSCAPING AND LIGHTING ACT OF 1972 AND APPOINTING A TIME AND PLACE FOR HEARING
OBJECTIONS THERETO”; and

3. Schedule the public hearing to consider the assessments for Fiscal Year 2023-24 on June 13, 2023.

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6K. APPROVAL OF FIRST AMENDMENT TO THE PROFESSIONAL SERVICES AGREEMENT WITH NV5 TO INCREASE THE SCOPE OF WORK FOR THE SEWER MASTER PLAN UPDATE PROJECT (TASK CODE 2022-301)
The City is in the process of updating the Sewer Master Plan to study and assess the condition of the City’s current sewer system. Staff is requesting a contract change order to increase the scope of work to include CCTV services and assess 11 additional miles of the City’s sewer infrastructure. The First Amendment will increase the total contract amount, extend the term, and increase the scope of work. To fund the additional scope of services, staff is requesting City Council approval for an appropriation of $288,986 to increase the budget for the Sewer Master Plan Project from $550,000 to $838,986.

RECOMMENDED ACTION:

1. City Council declare this action to be categorically exempt under the California Environmental Quality Act, since the action herein does not constitute a “project” as defined by Section 15378 of the CEQA guidelines; and

2. Approve the First Amendment to the Professional Services Agreement with NV5 for the Updated Sewer Master Plan Project; and

3. Authorize the City Manager to execute the First Amendment to the Professional Services Agreement between the City of Stanton and NV5; and

4. Approve an appropriation of $288,986 from the Sewer Maintenance Fund (#501) to increase the Sewer Master Plan project’s budget (Task Code No. 2022-301) to $838,986.

END OF CONSENT CALENDAR

7. PUBLIC HEARINGS None.

8. UNFINISHED BUSINESS None.

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9. NEW BUSINESS
9A. FIREWORKS EDUCATIONAL CAMPAIGN
Staff is seeking direction regarding the continuation of the annual Fireworks Education Campaign for 2023.

RECOMMENDED ACTION:

1. City Council find that the action is exempt from the California Environmental Quality Act (“CEQA”) under Section 15061(b)(3) of the State CEQA Guidelines as the activity is covered by the general rule that CEQA applies only to projects which have the potential for causing significant effect on the environment. Where is can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment, the activity is not subject to CEQA; and

2. Provide direction to implement, modify, or eliminate the annual Fireworks Education Campaign.

10. ORAL COMMUNICATIONS - PUBLIC
At this time members of the public may address the City Council/Successor Agency/Stanton Housing Authority regarding any items within the subject matter jurisdiction of the City Council/Successor Agency/Stanton Housing Authority, provided that NO action may be taken on non-agenda items.
• Members of the public wishing to address the Council/Agency/Authority during Oral Communications-Public or on a particular item are requested to fill out a REQUEST TO SPEAK form and submit it to the City Clerk. Request to speak forms must be turned in prior to Oral Communications-Public.
• When the Mayor/Chairman calls you to the microphone, please state your Name, slowly and clearly, for the record. A speaker’s comments shall be limited to a three (3) minute aggregate time period on Oral Communications and Agenda Items.

Speakers are then to return to their seats and no further comments will be permitted. • Remarks from those seated or standing in the back of chambers will not be permitted. All those wishing to speak including Council/Agency/Authority and Staff need to be recognized by the Mayor/Chairman before speaking.

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11. WRITTEN COMMUNICATIONS None.

12. MAYOR/CHAIRMAN COUNCIL/AGENCY/AUTHORITY INITIATED BUSINESS 12A. COMMITTEE REPORTS/ COUNCIL/AGENCY/AUTHORITY ANNOUNCEMENTS At this time Council/Agency/Authority Members may report on items not specifically described on the agenda which are of interest to the community provided no discussion or action may be taken except to provide staff direction to report back or to place the item on a future agenda.
12B. COUNCIL/AGENCY/AUTHORITY INITIATED ITEMS FOR A FUTURE MEETING At this time Council/Agency/Authority Members may place an item on a future agenda. 12C. COUNCIL/AGENCY/AUTHORITY INITIATED ITEMS FOR A FUTURE STUDY

SESSION
At this time Council/Agency/Authority Members may place an item on a future study session agenda.
12D. CITY COUNCIL INITIATED ITEM — DISCUSSION REGARDING ADDING SENSITIVITY TRAINING TO THE CITY COUNCIL’S TRAINING SCHEDULE At the April 25, 2023, City Council meeting, Council Member Torres requested that this item be agendized for discussion. Council Member Torres is requesting to discuss the feasibility of adding an additional training course for sensitivity training to the City Council’s standard training schedule.

RECOMMENDED ACTION:

City Council provide direction to staff.

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12E. CITY COUNCIL INITIATED ITEM — DISCUSSION REGARDING UPDATING /

CREATING RULES AND REGULATIONS PERTAINING TO PAYDAY LENDER

BUSINESSES WITHIN THE CITY
At the April 25, 2023, City Council meeting, Council Member Torres requested that this item be agendized for discussion. Council Member Torres is requesting to discuss the feasibility of updating / creating rules and regulations pertaining to payday lender businesses within the City to include items such as:
• Impose operating hours restrictions.
• Implement distancing requirements.
• Implement limitations on the number of permitted payday lender business within City limits.

RECOMMENDED ACTION:

City Council provide direction to staff.

13. ITEMS FROM CITY ATTORNEY/AGENCY COUNSEL/AUTHORITY COUNSEL

14. ITEMS FROM CITY MANAGER/EXECUTIVE DIRECTOR

14A. ORANGE COUNTY FIRE AUTHORITY
At this time the Orange County Fire Authority will provide the City Council with an update on their current operations.

15. ADJOURNMENT
I hereby certify under penalty of perjury under the laws of the State of California, the foregoing agenda was posted at the Post Office, Stanton Community Services Center and City Hall, not less than 72 hours prior to the meeting. Dated this 4th day of May, 2023. s/ Patricia A. Vazquez, City Clerk/Secretary

April 7, 2023-April 20, 2023
Electronic Transaction Nos. $ 186,141.35
Check Nos. 396,610.54
TOTAL $ 582,751.89
Demands listed on the attached
registers are accurate and funds
are available for payment thereof.
/s/ Hannah Shin-Heydorn /s/ Michelle Bannigan

CITY OF STANTON

ACCOUNTS PAYABLE REGISTER
2507-2536
conform to the City of Stanton Annual
Budget as approved by the City Council.
136415-136489
Demands listed on the attached registers
City Manager Finance Director
Item: 6B
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Special & Joint Regular Meeting – April 25, 2023 - Page 1 of 6

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MINUTES OF THE CITY COUNCIL / SUCCESSOR AGENCY / HOUSING AUTHORITY OF THE CITY OF STANTON APRIL 25, 2023

SPECIAL CITY COUNCIL / SUCCESSOR AGENCY / HOUSING AUTHORITY MEETING (5:30 PM)

JOINT REGULAR CITY COUNCIL / SUCCESSOR AGENCY / HOUSING AUTHORITY MEETING (6:30 PM)

1. CALL TO ORDER / CLOSED SESSION
The City Council / Successor Agency / Housing Authority meeting was called to order at 5:33 p.m. by Mayor / Chairman Shawver.

2. ROLL CALL

Present: Council/Agency/Authority Member Taylor, Council/Agency/Authority Member Torres, Council/Agency/Authority Member Warren, Mayor Pro Tem/Vice Chairperson Van, and Mayor/Chairman Shawver.

Absent: None.

Excused: None.

3. PUBLIC COMMENT ON CLOSED SESSION ITEMS None.

4. CLOSED SESSION
The members of the City Council / Successor Agency / Housing Authority of the City of Stanton proceeded to closed session at 5:35 p.m. for discussion regarding:
4A. CONFERENCE WITH LEGAL COUNSEL- EXISTING LITIGATION
Pursuant to Government Code section 54956.9(d)(1)
Number of cases: 1
Case Name: Tina Pacific Residents Association, et al. v. City of Stanton Case Number: OCSC 39-2023-01316300-CU-WM-CXC

5. CALL TO ORDER / SUCCESSOR AGENCY / STANTON HOUSING AUTHORITY

MEETING
The City Council / Successor Agency / Housing Authority reconvened in open session at 6:39 p.m.

The City Attorney / Agency Counsel reported that the Stanton City Council / Successor Agency / Housing Authority met in closed session from 5:35 to 6:39 p.m.

The City Attorney / Agency Counsel reported that there was no reportable action.

Item: 6C
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6. ROLL CALL

Present: Council/Agency/Authority Member Taylor, Council/Agency/Authority Member Torres, Council/Agency/Authority Member Warren, Mayor Pro Tem/Vice Chairperson Van, and Mayor/Chairman Shawver.

Absent: None.

Excused: None.

7. PLEDGE OF ALLEGIANCE
Led by Ms. Zenia Bobadilla, Community Services Director.

8. SPECIAL PRESENTATIONS AND AWARDS
Presentation by Parks, Recreation and Community Services Commission Chairman Mr. John Warren and Ms. Zenia Bobadilla, Community Services Director, sharing their mission with the City Council and providing information on their current operations.

9. CONSENT CALENDAR
Motion/Second: Taylor/Van
ROLL CALL VOTE: Council/Agency/Authority Member Taylor AYE Council/Agency/Authority Member Torres AYE
Council/Agency/Authority Member Warren AYE
Mayor Pro Tem/Vice Chairperson Van AYE
Mayor/Chairman Shawver AYE
Motion unanimously carried:

CONSENT CALENDAR
9A. MOTION TO APPROVE THE READING BY TITLE OF ALL ORDINANCES AND RESOLUTIONS. SAID ORDINANCES AND RESOLUTIONS THAT APPEAR ON

THE PUBLIC AGENDA SHALL BE READ BY TITLE ONLY AND FURTHER

READING WAIVED
The City Council/Agency Board/Authority Board waived reading of Ordinances and Resolutions.

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9B. APPROVAL OF WARRANTS
The City Council approved demand warrants dated March 24, 2023 – April 6, 2023, in the amount of $1,655,144.21.
9C. APPROVAL OF MINUTES
The City Council/Successor Agency/Housing Authority approved Minutes of Joint Regular Meeting – April 11, 2023.
9D. 2022 HOUSING ELEMENT ANNUAL PROGRESS REPORT
The 2022 Housing Element Annual Progress Report (APR) was prepared in compliance with Government Code Section 65400 et. Seq., which requires submittal to the Department of Housing and Community Development (HCD). The report is intended to monitor the City’s progress in meeting its share of regional housing needs. The Planning Commission reviewed the APR and recommended that the City Council accept the report.

1. The City Council finds that this item is not subject to California Environmental Quality Act (“CEQA”) pursuant to Guideline Section No. 15306 (Class 6, Information Collection), projects which solely encompass information collecting and reporting, such as the annual report; and

2. Received and filed the 2022 Housing Element Annual Progress Report; and

3. Directed the Community & Economic Development Director to submit the report to HCD on behalf of the City.

END OF CONSENT CALENDAR

10. PUBLIC HEARINGS None.

11. UNFINISHED BUSINESS None.

12. NEW BUSINESS
12A. CITY COUNCIL CONSIDERATION FOR APPOINTMENT TO FILL ONE (1)

VACANCY ON THE STANTON PUBLIC SAFETY COMMITTEE FOR
APPOINTMENT FOLLOWING THE NOVEMBER 2022 GENERAL MUNICIPAL

ELECTION
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Special & Joint Regular Meeting – April 25, 2023 - Page 4 of 6

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Consideration for appointment to fill one (1) vacancy on the Stanton Public Safety Committee. There is currently one (1) vacancy within the Public Safety Committee due to terms expired due to the November 2022 General Municipal Election.

The Council Member holding the seat number corresponding to that numbered seat on the Committee shall be responsible for appointment of one Committee Member, with majority approval of the City Council. The terms of office shall coincide with the term of office of the Council Member or Mayor who made the appointment.

Additionally, Section 2.06.030 of the Stanton Municipal Code provides that the City Council, by majority vote, may waive the requirement to interview persons previously appointed by the City Council and who are requesting re-appointment to another term.

Staff report by Ms. Patricia A. Vazquez, City Clerk.

1. The City Council finds that this item is not subject to California Environmental Quality Act (“CEQA”) pursuant to Sections 15378(b)(5)(Organizational or administrative activities of governments that will not result in direct or indirect physical changes in the environment); and

2. The City Council conducted interviews with the following applicants; and • Mr. Jeffrey Jones
• Mr. Mike Pierce
• Ms. Sandra L. Verdugo

3. Made an appointment to fill Seat #3 (Torres) on the Stanton Public Safety Committee.

Seat #3 (Torres):

Council Member Torres selected Ms. Sandra L. Verdugo to fill the vacancy within Seat #3 on the Stanton Public Safety Committee.

Motion/Second: Torres/Taylor
Motion carried by the following vote:

AYES: 5 (Shawver, Taylor, Torres, Van, and Warren)
NOES: None
ABSTAIN: None
ABSENT: None
Motion unanimously carried:

Ms. Sandra L. Verdugo was appointed to fill Seat #3 (Torres) on the Stanton Public Safety Committee.

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13. ORAL COMMUNICATIONS – PUBLIC
• Mr. Steve Freedman, business owner, spoke regarding traffic safety and public safety concerns for the businesses located at/near the intersection of Beach Boulevard and Monroe Avenue.
• Mr. Greg Himes, resident, spoke regarding public safety concerns such as violent crimes and gang activity within the City and questioned if the Orange County Sheriff’s Department would be able to address these concerns via his scheduled report under agenda item 17A.

14. WRITTEN COMMUNICATIONS None.

15. MAYOR/CHAIRMAN/COUNCIL/AGENCY/AUTHORITY INITIATED BUSINESS 15A. COMMITTEE REPORTS/COUNCIL/AGENCY/AUTHORITY ANNOUNCEMENTS • Mayor Shawver reported on his attendance at the Stanton Community Garden's 3rd Annual Open Garden Day event, which was held on April 22, 2023, Earth Day.
• Mayor Pro Tem Van reported on her attendance at the League of California Cities (Cal Cities’) 2023 City Leader Summit which was held on April 12 - 14, 2023 in Sacramento, California.
• Mayor Pro Tem Van reported on both her and Council Member Warren’s attendance at the City of Garden Grove State of the City Address, which was held on April 25, 2023.
• Council Member Torres reported on his attendance at the League of California Cities (Cal Cities’) 2023 City Leader Summit which was held on April 12 - 14, 2023 in Sacramento, California.
• Council Member Taylor reported on the Orange County Mosquito and Vector Control District's “Tip, Toss, Take Action!” campaign return and reported on an upcoming presentation by the Orange County Vector Control District to the City Council.
• Ms. Zenia Bobadilla, Community Services Director, provided the City Council with information on the following City events:
o Family Night Out, which was held on April 21, 2023; and o Kids Night Out, which is scheduled to be held on April 28, 2023; and o 2023 Stanton Art Exhibit “Exploring the Unknown”, which is scheduled to be held on September 1, 2023.

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15B. COUNCIL/AGENCY/AUTHORITY INITIATED ITEMS FOR A FUTURE COUNCIL

MEETING
• Council Member Torres requested to agendize discussion regarding the feasibility of adding an additional training course for sensitivity training to the City Council’s standard training schedule.
• Council Member Torres requested to agendize discussion regarding updating/creating of rules and regulations pertaining to payday lender businesses within the City.
15C. COUNCIL/AGENCY/AUTHORITY INITIATED ITEMS FOR A FUTURE STUDY

SESSION
Council Member Taylor questioned staff regarding the feasibility of the return of the City’s State of the City Address event.

16. ITEMS FROM CITY ATTORNEY/AGENCY COUNSEL/AUTHORITY COUNSEL None.

17. ITEMS FROM CITY MANAGER/EXECUTIVE DIRECTOR None.
17A. ORANGE COUNTY SHERIFF’S DEPARTMENT
At this time the Orange County Sheriff’s Department will provide the City Council with an update on their current operations.

Captain Charles L. Walters provided the City Council with an update on their current operations.

18. ADJOURNMENT Motion/Second: Shawver/
Motion carried at 8:21 p.m.
_______________________________________
DAVID J. SHAWVER, MAYOR
ATTEST:
_______________________________________

CITY CLERK/SECRETARY
1 CITY OF STANTON

REPORT TO THE CITY COUNCIL
TO: Honorable Mayor and Members of the City Council
DATE: May 9, 2023
SUBJECT: MARCH 2023 INVESTMENT REPORT
REPORT IN BRIEF:

The Investment Report as of March 31, 2023, has been prepared in accordance with the City’s Investment Policy and California Government Code Section 53646.

RECOMMENDED ACTIONS:

2. Receive and file the Investment Report for the month of March 2023.

BACKGROUND:

Changes in the City’s cash and investment balances during the month of March are summarized below:

Between February 28, 2023, and March 31, 2023, the City’s total cash and investments decreased by $116,185.

The City’s cash and investment balances by fund type are presented in Attachment A. A summary of the City’s investment portfolio is included as Attachment B. The detail of the City’s investments by type that are managed by City staff are shown in Attachment C.

The detail of investments by type that are managed by Chandler Asset Management, LLC (“Chandler”), of which we determined provide a net advantage to the City, are shown in Attachment D.

Beginning Balance Net Change Ending Balance
Cash and Investment Accounts (Pooled-All Funds) $ 61,316,661.50 $ (222,280.53) $ 61,094,380.97 Cash (Non-Pooled) 4,138,607.64 106,095.53 4,244,703.17
Total Cash and Investments $ 65,455,269.14 $ (116,185.00) $ 65,339,084.14 Item: 6D
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2 ANALYSIS:

The monthly cash and investment report provides a summary of the cash and investment accounts held by the City as of the end of that month. In order to manage its cash and investments, the City combines cash resources from all funds into a single pool consisting of a variety of accounts and securities. The balance in the pooled cash account includes cash and certain liquid investments that are available to meet the City’s current cash needs. Cash in excess of the City’s current cash needs is invested in interest-bearing investments with various maturities.

As of March 31, 2023, the market value of the City’s total investment portfolio was $59.5 million, of which $34.2 million (57%) is managed by City staff and $25.3 million (43%) is managed by Chandler (Attachment B). Detailed information regarding the securities contained in the City’s investment portfolio is provided in Attachments C and D. As of March 31, 2023, City investments consisted of the following:

The City’s investment portfolio is well-diversified with investments spread across nine different security types. Likewise, the average maturity of the City’s portfolio (except for LAIF) is approximately 2 years, which is within the 3.5 years target in the City’s investment policy.

FISCAL IMPACT:

All deposits and investments have been made in accordance with the City's Fiscal Year 2022-23 Investment Policy. The portfolio will allow the City to meet its expenditure requirements for the next six months. Staff remains confident that the investment portfolio is currently positioned to remain secure and sufficiently liquid.

ENVIRONMENTAL IMPACT:

None.

Market Value as of
March 31, 2023
Percentage of
Portfolio Invested
by Type
Maximum
Percentage of
Portfolio
Permitted by
Investment Policy In Compliance?
Local Agency Investment Fund (LAIF) $ 29,380,603.45 49.36% 100.00% Yes U.S. Treasury Notes 9,428,898.90 15.84% 100.00% Yes
Corporate Notes 6,188,176.48 10.40% 30.00% Yes
Federal Agency Securities 4,792,726.30 8.05% 100.00% Yes Negotiable Certificates of Deposit 4,117,627.06 6.92% 30.00% Yes Asset Backed Securities 2,418,500.11 4.06% 20.00% Yes
Collateralized Mortgage Obligations 2,329,428.99 3.91% 20.00% Yes Municipal Bonds 688,499.40 1.16% 100.00% Yes
Money Market Funds 172,848.64 0.29% 20.00% Yes
Total Investments $ 59,517,309.33 100.00%
3 LEGAL REVIEW:

None.

PUBLIC NOTIFICATION:

Through the normal agenda posting process.

STRATEGIC PLAN OBJECTIVE ADDRESSED:

Obj. No. 4: Ensure fiscal stability and efficiency in governance.

Prepared by: Michelle Bannigan, Finance Director
Approved by: Hannah Shin-Heydorn, City Manager
Attachments:

A. Cash and Investment Balances by Fund
B. Investments Portfolio Summary
C. Investment Portfolio Detail (Managed by City Staff)
D. Investment Portfolio Detail (Managed by Chandler)
Fund/ Account
No. Fund/Account Name Beginning Balance Increases Decreases Ending Balance 101-various General Fund $ 25,055,293.20 $ 8,005,567.08 $ (8,288,895.09) $ 24,771,965.19 102-111101 General Fund (Transactions & Use Tax) (80,206.53) 512,649.06 (1,039,832.58) (607,390.05) 210-111101 Certified Access Specialists (CASP) Program Fund 57,790.33 2,537.90 - 60,328.23211-111101 Gas Tax Fund 1,643,898.55 118,935.66 (39,345.26) 1,723,488.95 215-111101 Road Maintenance and Rehabilitation act (RMRA) Fund 592,262.09 76,216.76 (28,533.00) 639,945.85 220-111101 Measure M Fund 715,429.82 127,943.08 (1,888.05) 841,484.85 222-111101 Community Development Block Grant Fund 212,171.46 2,453.84 - 214,625.30 223-111101 Protective Services Fund - 22,889.66 (22,889.66) -224-111101 Lighting Maintenance 1919 Act Fund 1,035,989.19 27,965.12 (11,046.08) 1,052,908.23 225-111101 Lighting/Median Maintenance 1972 Act Fund 966,608.62 35,023.58 (45,979.89) 955,652.31 226-111101 Air Quality Improvement Fund 200,289.39 14,518.19 - 214,807.58 227-111101 Other Grants Fund 233,167.12 90,702.60 (131.91) 323,737.81 242-111101 Supplemental Law Enforcement Grant Fund 423,890.99 14,617.43 (12,500.00) 426,008.42 245-111101 Justice Assistance Grant (JAG) Grant Fund - 79,401.38 (79,401.38) - 250-111101 Families and Communities Together (FaCT) Grant Fund (66,306.00) 58,453.93 (28,898.38) (36,750.45) 251-111101 Senior Transportation Fund 65,128.52 9,784.87 (4,082.05) 70,831.34 257-111101 America Rescue Act Plan (ARPA) Fund 6,801,494.08 78,857.99 (113,376.38) 6,766,975.69 261-111101 Street Impact Fees Fund 102,274.56 6,376.79 - 108,651.35 262-111101 Traffic Signal Impact Fee - 1,161.47 - 1,161.47263-111101 Community Center Impact Fees Fund 170,054.81 5,816.53 - 175,871.34 264-111101 Police Services Impact Fees Fund 153,648.66 5,261.38 - 158,910.04 271-111101 Public Safety Task Force Fund (City Funds) 83,000.27 - - 83,000.27 280-111101 Stanton Central Park Maintenance Fund 20,460.94 4,933.33 (9,094.40) 16,299.87 285-various Stanton Housing Authority Fund 9,732,456.42 46,876.44 (48,794.80) 9,730,538.06 305-111101 Capital Projects Fund 274,561.74 98,083.50 (93,033.41) 279,611.83 310-111101 Park and Recreation Facilities Fund 3,795,094.37 189,731.48 (15,860.83) 3,968,965.02 501-111101 Sewer Maintenance Fund 6,301,347.41 213,904.38 (82,307.94) 6,432,943.85 502-111101 Sewer Capital Improvement Fund 2,960.78 34.25 - 2,995.03 602-111101 Workers' Compensation Fund 787,325.64 18,571.59 - 805,897.23 603-111101 Liability Risk Management Fund 69,977.65 934.55 - 70,912.20 604-111101 Employee Benefits Fund 19,788.08 177,071.70 (84,997.29) 111,862.49605-111101 Fleet Maintenance Fund 466,875.28 19,402.91 (1,757.50) 484,520.69 801-111101 Expendable Deposits Fund 4,718.48 36,346.50 (7,824.00) 33,240.98 901-111101 North Orange County Public Safety Collaborative (NOC) Fund - 1,475,215.58 (264,835.58) 1,210,380.00 Total Pooled Cash and Investments(1) $ 10,103,024.93 61,316,661.50 $ $ (10,325,305.46) $ 61,094,380.97 Less: Investments(1) $ (57,584,547.41) $ (3,974,157.82) $ 2,041,395.90 $ (59,517,309.33) Cash - Bank of the West General Checking Account $ 3,732,114.09 $ 6,128,867.11 $ (8,283,909.56) $ 1,577,071.64

CITY OF STANTON

CASH AND INVESTMENTS REPORT
MONTH ENDED MARCH 31, 2023

ATTACHMENT A

Page 1 of 2 ends

Fund/ Account
No. Fund/Account Name Beginning Balance Increases Decreases Ending Balance

CITY OF STANTON

CASH AND INVESTMENTS REPORT
MONTH ENDED MARCH 31, 2023

CASH-NON-POOLED
xxx-111103 Payroll Account $ - $ 397,268.67 $ (397,268.67) $ - 101-111109 Flexible Spending/AFLAC 4,343.05 8,350.000 (172.98) 12,520.07 101-111505 Petty Cash 600.00 - - 600.00
285-111403 Cash with Property Management Company (QMG) 62,247.43 51,712.20 (17,247.43) 96,712.20 604-111404 Cash with Fiscal Agent (PARS) (2) 65,462.660 4,071,417.16 (2,008.92) 4,134,870.90 Total Cash-Non-Pooled $ 4,138,607.64 $ 522,793.53 $ (416,698.00) $ 4,244,703.17

INVESTMENTS
POOLED ALL FUNDS $ 57,584,547.41 $ 3,974,157.82 $ (2,041,395.90) $ 59,517,309.33 Total Investments (3) $ 3,974,157.82 57,584,547.41 $ $ (2,041,395.90) $ 59,517,309.33 TOTAL CASH AND INVESTMENTS $ 65,455,269.14 $ 10,625,818.46 $ (10,742,003.46) $ 65,339,084.14 Notes:
(3) - The Portfolio Summary Report and Holdings by Security Type are included in Attachments B and C, respectively.(1) - Pooled cash includes: City's Bank of the West general checking, investment sweep, and safekeeping accounts, the City's Local Agency Investment Fund (LAIF) account, the Housing Authority's LAIF account, and the Public Agency Retirement Services (PARS) account. (2) - The Public Agency Retirement Services (PARS) account is an irrevocable trust that can be used for pension and other post employment benefits only. This fund is excluded from the compliance requirements set forth in the City's investment policy.

ATTACHMENT A

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2 Invested by City
Staff
$34.2M
57%
Invested by
Chandler
$25.3M
43%
Portfolio Summary
as of March 31, 2023
TOTAL = $59.5M

ATTACHMENT C ATTACHMENT D
ATTACHMENT B Click here to return to the agenda.

City of Stanton
Portfolio Holdings
Investment Portfolio | by Security Sector
Report Format: By Transaction
Group By: Security Sector
Average By: Face Amount / Shares
Portfolio / Report Group: All Portfolios
As of 3/31/2023
Description CUSIP/Ticker Settlement Date YTM @ Cost Face Amount/Shares Cost Value Book Value Market Value Maturity Date Days To Maturity Accrued Interest % of Portfolio Certificate Of Deposit
Bank Hapoalim NY 2.9 3/25/2024 06251AW48 4/24/2019 2.900 250,000.00 250,000.00 250,000.00 244,702.50 3/25/2024 360 119.18 0.72 Bank of New England NH 2.65 5/23/2024 06426KBE7 5/23/2019 2.650 249,000.00 249,000.00 249,000.00 242,254.59 5/23/2024 419 144.62 0.72 Cornerstone Community Bank CA 2.6 5/17/2024 219240BY3 5/17/2019 2.600 249,000.00 249,000.00 249,000.00 242,204.79 5/17/2024 413 248.32 0.72 EagleBank MD 2.65 4/28/2023 27002YEL6 4/30/2019 2.650 249,000.00 249,000.00 249,000.00 248,566.74 4/28/2023 28 18.08 0.72 Evansville Teachers FCU IN 2.25 7/22/2024 299547AV1 7/22/2019 2.250 249,000.00 249,000.00 249,000.00 240,143.07 7/22/2024 479 138.14 0.72 First Technology FCU CA 3.35 9/27/2023 33715LCJ7 9/27/2018 3.350 240,000.00 240,000.00 240,000.00 238,048.80 9/27/2023 180 88.11 0.69 First Tier Bank NE 1.95 8/23/2024 33766LAJ7 8/23/2019 1.950 249,000.00 249,000.00 249,000.00 238,621.68 8/23/2024 511 106.42 0.72 Healthcare Systems FCU VA 2.65 4/25/2024 42228LAD3 4/25/2019 2.650 246,000.00 246,000.00 246,000.00 239,803.26 4/25/2024 391 2,804.06 0.71 Horizon Bank NE 1.7 8/29/2023 44042TBQ6 7/29/2019 2.101 249,000.00 245,090.70 248,604.35 246,096.66 8/29/2023 151 23.19 0.72 Main Street Bank VA 2.6 4/26/2024 56065GAG3 4/26/2019 2.600 249,000.00 249,000.00 249,000.00 242,523.51 4/26/2024 392 88.68 0.72 McGregor TX 2.3 6/28/2024 32112UDA6 7/12/2019 2.200 249,000.00 250,170.30 249,293.70 241,465.26 6/28/2024 455 47.07 0.72 Merrick Bank UT 2.6 8/23/2023 59013J7P8 4/23/2019 2.600 249,000.00 249,000.00 249,000.00 246,627.03 8/23/2023 145 141.90 0.72 Morgan Stanley NY 3.1 2/7/2024 61760AVJ5 2/7/2019 3.100 246,000.00 246,000.00 246,000.00 241,845.06 2/7/2024 313 1,086.44 0.71 Morgan Stanley UT 3.1 2/7/2024 61690UDW7 2/7/2019 3.100 246,000.00 246,000.00 246,000.00 241,845.06 2/7/2024 313 1,086.44 0.71 Raymond James Bank FL 2 8/23/2024 75472RAE1 8/23/2019 2.000 247,000.00 247,000.00 247,000.00 236,927.34 8/23/2024 511 487.23 0.71 University of Iowa CU IA 3.05 5/15/2023 91435LAG2 4/25/2019 2.919 248,000.00 249,240.00 248,037.68 247,422.16 5/15/2023 45 621.70 0.71 Washington Federal Bank WA 1.95 8/28/2024 938828BN9 8/28/2019 1.950 249,000.00 249,000.00 249,000.00 238,529.55 8/28/2024 516 39.91 0.72 Sub Total / Average Certificate Of Deposit 2.561 4,213,000.00 4,211,501.00 4,212,935.73 4,117,627.06 331 7,289.49 12.14 Local Government Investment Pool
LAIF | City LGIP LAIFCITY0895 2/29/2020 2.831 20,975,824.17 20,975,824.17 20,975,824.17 20,692,867.20 N/A 1 60.45 LAIF | Housing Authority LGIP LAIFHA0004 2/29/2020 2.831 8,806,533.49 8,806,533.49 8,806,533.49 8,687,736.25 N/A 1 25.38 Sub Total / Average Local Government Investment Pool 2.831 29,782,357.66 29,782,357.66 29,782,357.66 29,380,603.45 1 0.00 85.83 Municipal
Fort Bragg CA 1.871 8/1/2024 347028JZ6 9/18/2019 1.750 205,000.00 206,150.05 205,316.12 197,451.90 8/1/2024 489 639.26 0.59 Riverside Pension CA 2.75 6/1/2024 769036BD5 8/28/2019 2.030 250,000.00 258,120.00 251,998.48 243,675.00 6/1/2024 428 2,291.67 0.72 Stockton CA 2.5 9/1/2023 861403AU7 5/1/2019 2.600 250,000.00 248,975.00 249,900.35 247,372.50 9/1/2023 154 520.83 0.72 Sub Total / Average Municipal 2.151 705,000.00 713,245.05 707,214.95 688,499.40 349 3,451.76 2.03 Total / Average 2.784 34,700,357.66 34,707,103.71 34,702,508.34 34,186,729.91 48 10,741.25 100 Attachment: C
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MONTHLY ACCOUNT STATEMENT
City of Stanton - Account #10991
MARCH 1, 2023 THROUGH MARCH 31, 2023
Information contained herein is confidential. We urge you to compare this statement to the one you receive from your qualified custodian. Please see Important Disclosures.

CHANDLER ASSET MANAGEMENT
chandlerasset.com
Chandler Team:

For questions about your account, please call (800) 317-4747, or contact [email protected]
Custodian
US Bank
Alexander Bazan
(503) 402-5305
ATTACHMENT D - Page 1 of 8
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ACCOUNT SUMMARY
Beg. Values
as of 2/28/23
End Values
as of 3/31/23
Market Value 24,874,992 25,330,579
Accrued Interest 167,542 121,974
Total Market Value 25,042,534 25,452,553
Income Earned 63,412 65,711
Cont/WD -2,302
Par 25,910,582 26,004,966
Book Value 25,180,796 25,292,373
Cost Value 25,180,796 25,292,373

TOP ISSUERS
Government of United States 37.2%
Federal Home Loan Mortgage Corp 9.2%
Federal Home Loan Bank 8.9%
Federal Farm Credit Bank 7.6%
Federal National Mortgage Assoc 2.4%
JP Morgan Chase & Co 1.7%
Bank of America Corp 1.7%
Morgan Stanley 1.7%
Total 70.3%

PORTFOLIO CHARACTERISTICS
Average Modified Duration 2.34
Average Coupon 3.07%
Average Purchase YTM 4.15%
Average Market YTM 4.36%
Average S&P/Moody Rating AA/Aa2
Average Final Maturity 2.77 yrs
Average Life 2.51 yrs

SECTOR ALLOCATION MATURITY DISTRIBUTION CREDIT QUALITY (S&P) Portfolio Summary
As of March 31, 2023
City of Stanton
Account #10991

PERFORMANCE REVIEW
Annualized
TOTAL RATE OF RETURN 1M 3M YTD 1YR 2YRS 3YRS 5YRS 10YRS 11/30/2022 City of Stanton 1.65% 1.65% 1.65% N/A N/A N/A N/A N/A N/A ICE BofA 1-5 Yr US Treasury & Agency Index 1.98% 1.81% 1.81% N/A N/A N/A N/A N/A N/A Chandler Asset Management - CONFIDENTIAL Page 1 Execution Time: 4/21/2023 6:55:21 AM ATTACHMENT D - Page 2 of 8
Holdings Report
As of March 31, 2023
City of Stanton
Account #10991
CUSIP Security Description Par Value/Units Purchase Date Book Yield
Cost Value
Book Value
Mkt Price
Mkt YTM
Market Value
Accrued Int.
% of Port.

Gain/Loss
Moody/S&P
Fitch
Maturity
Duration
ABS
58769KAD6 Mercedes-Benz Auto Lease Trust 2021-
B A3

0.4% Due 11/15/2024
333,100.47 Various

4.62%
321,868.67
321,868.67

97.75 5.76%
325,603.71

59.22 1.28%
3,735.04

NR / AAA
AAA

1.63 0.42
09690AAC7 BMW Vehicle Lease Trust 2021-2 A3

0.33% Due 12/26/2024
250,178.04 09/14/2022

4.00%
242,897.47
242,897.47

98.01 5.83%
245,193.25

13.76 0.96%
2,295.78
Aaa / NR
AAA

1.74 0.36
43815PAC3 Honda Auto Receivables 2022-2 A3

3.73% Due 7/20/2026
350,000.00 09/21/2022

4.36%
345,625.00
345,625.00

98.17 4.83%
343,586.98
471.43

1.35%
(2,038.02)

NR / AAA
AAA

3.31 1.72
89238FAD5 Toyota Auto Receivables OT 2022-B A3

2.93% Due 9/15/2026
350,000.00 09/13/2022

4.13%
342,207.03
342,207.03

97.02 4.97%
339,571.75
455.78

1.34%
(2,635.28)
Aaa / AAA
NR

3.46 1.48
05522RDD7 Bank of America Credit Card Tr 2021-A1
A1

0.44% Due 9/15/2026
400,000.00 09/22/2022

4.45%
376,187.50
376,187.50

95.43 5.05%
381,738.00

78.22 1.50%
5,550.50

NR / AAA
AAA

3.46 1.00
92348KAL7 Verizon Master Trust 2022-1 A

1.04% Due 1/20/2027
350,000.00 09/14/2022

3.03%
340,607.42
340,607.42

98.64 2.60%
345,235.80
111.22

1.36%
4,628.38
Aaa / AAA
NR

3.81 0.88
02582JJT8 American Express Credit Trust 2022-2 A

3.39% Due 5/17/2027
350,000.00 09/13/2022

4.18%
343,382.81
343,382.81

97.66 4.60%
341,799.50
527.33

1.34%
(1,583.31)

NR / AAA
AAA

4.13 1.99
47800BAC2 John Deere Owner Trust 2022-C A3

5.09% Due 6/15/2027
95,000.00 10/12/2022

5.15%
94,992.63
94,992.63
100.81

4.74%
95,771.12
214.91

0.38%
778.49
Aaa / NR
AAA

4.21 1.98
Total ABS 2,478,278.51 4.16%
2,407,768.53
2,407,768.53 4.75%
2,418,500.11
1,931.87

9.51%
10,731.58
Aaa / AAA
AAA

3.19 1.19
AGENCY
3130A0F70 FHLB Note

3.375% Due 12/8/2023
450,000.00 09/13/2022

3.90%
447,183.00
447,183.00

99.01 4.85%
445,549.05
4,767.19

1.77%
(1,633.95)
Aaa / AA+
AAA

0.69 0.66
3130A0XE5 FHLB Note

3.25% Due 3/8/2024
650,000.00 09/13/2022

3.89%
644,066.70
644,066.70

98.58 4.81%
640,801.85
1,349.65

2.52%
(3,264.85)
Aaa / AA+
NR

0.94 0.91
3130ASHK8 FHLB Note

3.125% Due 6/14/2024
650,000.00 09/13/2022

3.85%
642,128.50
642,128.50

98.33 4.57%
639,114.45
6,037.33

2.53%
(3,014.05)
Aaa / AA+
NR

1.21 1.15
3133ENJ84 FFCB Note

3.375% Due 8/26/2024
650,000.00 09/13/2022

3.83%
644,540.00
644,540.00

98.79 4.27%
642,166.85
2,132.81

2.53%
(2,373.15)
Aaa / AA+
AAA

1.41 1.35
3133ENP79 FFCB Note

4.25% Due 9/26/2024
650,000.00 09/22/2022

4.25%
649,948.00
649,948.00

99.71 4.45%
648,121.50
383.68

2.55%
(1,826.50)
Aaa / AA+
NR

1.49 1.42
Chandler Asset Management - CONFIDENTIAL Page 2 Execution Time: 4/21/2023 6:55:21 AM ATTACHMENT D - Page 3 of 8
Holdings Report
As of March 31, 2023
City of Stanton
Account #10991
CUSIP Security Description Par Value/Units Purchase Date Book Yield
Cost Value
Book Value
Mkt Price
Mkt YTM
Market Value
Accrued Int.
% of Port.

Gain/Loss
Moody/S&P
Fitch
Maturity
Duration
AGENCY
3133ENP95 FFCB Note

4.25% Due 9/30/2025
650,000.00 09/23/2022

4.31%
648,875.50
648,875.50
100.45

4.06%
652,955.55

76.74 2.57%
4,080.05
Aaa / AA+
NR

2.50 2.35
3135G0Q22 FNMA Note

1.875% Due 9/24/2026
650,000.00 09/14/2022

3.73%
605,208.50
605,208.50

93.57 3.87%
608,196.55
236.98

2.39%
2,988.05
Aaa / AA+
AAA

3.49 3.32
3130ATS57 FHLB Note

4.5% Due 3/10/2028
500,000.00 03/22/2023

4.04%
510,315.00
510,315.00
103.16

3.79%
515,820.50
1,312.50

2.03%
5,505.50
Aaa / AA+
AAA

4.95 4.40
Total Agency 4,850,000.00 3.98%
4,792,265.20
4,792,265.20 4.33%
4,792,726.30
16,296.88

18.89%
461.10
Aaa / AA+
AAA

2.06 1.92
CMO
3137BHXJ1 FHLMC K045 A2

3.023% Due 1/25/2025
453,839.02 09/16/2022

5.07%
442,173.95
442,173.95

96.95 4.78%
439,986.95
1,143.30

1.73%
(2,187.00)

NR / NR
AAA

1.82 1.66
3137BMTX4 FHLMC K052 A2

3.151% Due 11/25/2025
250,000.00 09/26/2022

4.89%
238,818.36
238,818.36

96.87 4.44%
242,178.00
656.46

0.95%
3,359.64

NR / NR
AAA

2.66 2.32
3137BN6G4 FHLMC KO53

2.995% Due 12/25/2025
350,000.00 09/16/2022

4.23%
338,064.45
338,064.45

96.45 4.42%
337,565.90
873.54

1.33%
(498.55)

NR / NR
AAA

2.74 2.42
3137BTUM1 FHLMC K061 A2

3.347% Due 11/25/2026
350,000.00 09/22/2022

4.37%
337,435.55
337,435.55

96.42 4.43%
337,483.65
976.21

1.33%

48.10 NR / NR
AAA

3.66 3.20
3137BVZ82 FHLMC K063

3.43% Due 1/25/2027
350,000.00 09/13/2022

3.97%
342,412.11
342,412.11

97.01 4.29%
339,529.05
1,000.42

1.34%
(2,883.06)

NR / NR
AAA

3.82 3.37
3137F2LJ3 FHLMC K066 A2

3.117% Due 6/25/2027
350,000.00 09/13/2022

3.97%
337,640.63
337,640.63

95.76 4.23%
335,169.45
909.13

1.32%
(2,471.18)

NR / NR
AAA

4.24 3.76
3137FAWS3 FHLMC K067 A2

3.194% Due 7/25/2027
310,000.00 09/22/2022

4.28%
295,856.25
295,856.25

95.97 4.21%
297,515.99
825.12

1.17%
1,659.74
Aaa / NR
NR

4.32 3.89
Total CMO 2,413,839.02 4.41%
2,332,401.30
2,332,401.30 4.42%
2,329,428.99
6,384.18

9.18%
(2,972.31)
Aaa / NR
AAA

3.27 2.90

CORPORATE
89115A2J0 Toronto-Dominion Bank Note

4.285% Due 9/13/2024
200,000.00 09/15/2022

4.57%
198,938.00
198,938.00

98.84 5.12%
197,689.20
428.50

0.78%
(1,248.80)
A1 / A
AA1.461.38
12572QAG0 CME Group Inc. Callable Note Cont
12/15/2024
3% Due 3/15/2025
250,000.00 09/16/2022

4.26%
242,670.00
242,670.00

96.90 4.68%
242,245.75
333.33

0.95%
(424.25)
Aa3 / AAAA1.96

1.87 Chandler Asset Management - CONFIDENTIAL Page 3 Execution Time: 4/21/2023 6:55:21 AM ATTACHMENT D - Page 4 of 8
Holdings Report
As of March 31, 2023
City of Stanton
Account #10991
CUSIP Security Description Par Value/Units Purchase Date Book Yield
Cost Value
Book Value
Mkt Price
Mkt YTM
Market Value
Accrued Int.
% of Port.

Gain/Loss
Moody/S&P
Fitch
Maturity
Duration

CORPORATE
808513BB0 Charles Schwab Corp Callable Note
Cont 2/24/2025

4.2% Due 3/24/2025
250,000.00 09/16/2022

4.36%
249,015.00
249,015.00

97.47 5.54%
243,682.00
233.33

0.96%
(5,333.00)
A2 / A
A

1.98 1.89
78016EZ59 Royal Bank of Canada Note

3.375% Due 4/14/2025
200,000.00 09/16/2022

4.49%
194,656.00
194,656.00

97.04 4.92%
194,087.60
3,131.25

0.77%
(568.40)
A1 / A
AA2.041.91
756109AV6 Realty Income Corp Callable Not Cont
2/15/2025

3.875% Due 4/15/2025
250,000.00 09/13/2022

4.47%
246,425.00
246,425.00

97.46 5.20%
243,651.25
4,467.01

0.97%
(2,773.75)
A3 / ANR2.04

1.89 14913R2V8 Caterpillar Financial Service Note

3.4% Due 5/13/2025
125,000.00 09/21/2022

4.39%
121,940.00
121,940.00

97.96 4.42%
122,449.00
1,629.17

0.49%
509.00
A2 / A
A

2.12 1.99
06368D3S1 Bank of Montreal Note

3.7% Due 6/7/2025
350,000.00 09/13/2022

4.50%
342,912.50
342,912.50

97.15 5.09%
340,038.30
4,100.83

1.35%
(2,874.20)
A2 / AAA2.19

2.04 63743HFE7 National Rural Utilities Note

3.45% Due 6/15/2025
250,000.00 09/19/2022

4.42%
243,805.00
243,805.00

97.36 4.72%
243,409.00
2,539.58

0.97%
(396.00)
A2 / AA2.21

2.07 91324PCP5 United Health Group Inc Note

3.75% Due 7/15/2025
125,000.00 09/21/2022

4.36%
122,981.25
122,981.25

98.78 4.31%
123,474.50
989.58

0.49%
493.25
A3 / A+
A

2.29 2.15
89236TKF1 Toyota Motor Credit Corp Note

3.65% Due 8/18/2025
350,000.00 09/13/2022

4.23%
344,498.00
344,498.00

97.78 4.64%
342,245.05
1,525.90

1.35%
(2,252.95)
A1 / A+
A+

2.39 2.24
24422EWJ4 John Deere Capital Corp Note

4.05% Due 9/8/2025
125,000.00 09/21/2022

4.36%
123,933.75
123,933.75

99.36 4.33%
124,202.38
323.44

0.49%
268.63
A2 / A
A+

2.44 2.29
69371RS23 Paccar Financial Corp Note

4.95% Due 10/3/2025
250,000.00 09/27/2022

4.95%
250,020.00
250,020.00
100.88

4.57%
252,212.25
6,118.75

1.01%
2,192.25
A1 / A+
NR

2.51 2.28
713448FQ6 Pepsico Inc. Callable Note Cont 1/13/26

4.55% Due 2/13/2026
65,000.00 02/13/2023

4.57%
64,962.30
64,962.30
101.72

3.89%
66,120.60
377.90

0.26%
1,158.30
A1 / A+
NR

2.88 2.58
46647PCZ7 JP Morgan Chase & Co Callable Note
Cont 4/26/2025

4.08% Due 4/26/2026
200,000.00 09/13/2022

5.27%
195,980.00
195,980.00

98.18 5.01%
196,357.00
3,513.33

0.79%
377.00
A1 / AAA3.07

1.92 61747YET8 Morgan Stanley Callable Note Cont
7/17/2025

4.679% Due 7/17/2026
200,000.00 09/13/2022

5.26%
199,302.00
199,302.00

98.68 5.29%
197,364.40
1,923.59

0.78%
(1,937.60)
A1 / AA+3.30

2.13 06051GLA5 Bank of America Corp Callable Note
Cont 7/22/2025

4.827% Due 7/22/2026
200,000.00 09/13/2022

5.39%
199,336.00
199,336.00

98.83 5.36%
197,667.80
1,850.35

0.78%
(1,668.20)
A2 / AAA3.31

2.14 Chandler Asset Management - CONFIDENTIAL Page 4 Execution Time: 4/21/2023 6:55:21 AM ATTACHMENT D - Page 5 of 8
Holdings Report
As of March 31, 2023
City of Stanton
Account #10991
CUSIP Security Description Par Value/Units Purchase Date Book Yield
Cost Value
Book Value
Mkt Price
Mkt YTM
Market Value
Accrued Int.
% of Port.

Gain/Loss
Moody/S&P
Fitch
Maturity
Duration

CORPORATE
06406RBJ5 Bank of NY Mellon Corp Callable Note
1X 7/24/2025

4.414% Due 7/24/2026
350,000.00 Various

5.00%
348,501.00
348,501.00

98.65 5.03%
345,279.90
2,875.23

1.37%
(3,221.10)
A1 / A
AA3.322.16
74340XBK6 Prologis LP Callable Note Cont 7/1/2026

3.25% Due 10/1/2026
250,000.00 09/14/2022

4.30%
240,397.50
240,397.50

96.62 4.30%
241,560.50
4,062.50

0.97%
1,163.00
A3 / A
NR

3.51 3.21
26442CAS3 Duke Energy Carolinas Callable Note
Cont 9/1/2026

2.95% Due 12/1/2026
250,000.00 09/16/2022

4.31%
237,035.00
237,035.00

94.42 4.62%
236,059.50
2,458.33

0.94%
(975.50)
Aa3 / A
NR

3.67 3.38
46647PCB0 JP Morgan Chase & Co Callable Note
Cont 4/22/2026

1.578% Due 4/22/2027
250,000.00 09/15/2022

5.27%
221,377.50
221,377.50

89.85 5.21%
224,618.50
1,742.38

0.89%
3,241.00
A1 / AAA4.06

2.90 91324PEG3 United Health Group Inc Callable Note
Cont 4/15/2027

3.7% Due 5/15/2027
250,000.00 09/13/2022

4.21%
244,607.50
244,607.50

97.81 4.28%
244,533.75
3,494.44

0.97%
(73.75)
A3 / A+
A

4.13 3.72
89115A2C5 Toronto-Dominion Bank Note

4.108% Due 6/8/2027
200,000.00 09/13/2022

4.73%
194,794.00
194,794.00

96.85 4.95%
193,704.00
2,578.91

0.77%
(1,090.00)
A1 / A
NR

4.19 3.74
61747YEC5 Morgan Stanley Callable Note Cont
7/20/2026

1.512% Due 7/20/2027
250,000.00 09/15/2022

5.23%
219,305.00
219,305.00

88.87 5.22%
222,168.50
745.50

0.88%
2,863.50
A1 / AA+4.31

3.14 06051GJS9 Bank of America Corp Callable Note
Cont 6/21/2027

1.734% Due 7/22/2027
250,000.00 09/15/2022

5.39%
219,722.50
219,722.50

89.67 5.17%
224,177.50
830.88

0.88%
4,455.00
A2 / AAA4.31

3.13 78016FZS6 Royal Bank of Canada Note

4.24% Due 8/3/2027
200,000.00 09/13/2022

4.73%
195,794.00
195,794.00

97.51 4.88%
195,021.00
1,366.22

0.77%
(773.00)
A1 / A
AA4.353.88
14913R3A3 Caterpillar Financial Service Note

3.6% Due 8/12/2027
250,000.00 09/13/2022

4.27%
242,635.00
242,635.00

97.84 4.14%
244,609.75
1,225.00

0.97%
1,974.75
A2 / A
A

4.37 3.97
023135BC9 Amazon.com Inc Callable Note Cont
5/22/2027

3.15% Due 8/22/2027
250,000.00 09/14/2022

4.17%
238,730.00
238,730.00

96.35 4.07%
240,864.00
853.13

0.95%
2,134.00
A1 / AA
AA4.404.03
24422EWK1 John Deere Capital Corp Note

4.15% Due 9/15/2027
250,000.00 09/13/2022

4.29%
248,480.00
248,480.00

99.47 4.28%
248,683.50
461.11

0.98%
203.50
A2 / A
A+

4.46 4.02
Total Corporate 6,390,000.00 4.63%
6,192,753.80
6,192,753.80 4.79%
6,188,176.48
56,179.47

24.53%
(4,577.32)
A1 / A
A+

3.14 2.66
Chandler Asset Management - CONFIDENTIAL Page 5 Execution Time: 4/21/2023 6:55:21 AM ATTACHMENT D - Page 6 of 8
Holdings Report
As of March 31, 2023
City of Stanton
Account #10991
CUSIP Security Description Par Value/Units Purchase Date Book Yield
Cost Value
Book Value
Mkt Price
Mkt YTM
Market Value
Accrued Int.
% of Port.

Gain/Loss
Moody/S&P
Fitch
Maturity
Duration

MONEY MARKET FUND
31846V203 First American Govt Obligation Fund
Class Y
172,848.64 Various

4.32%
172,848.64
172,848.64

1.00 4.32%
172,848.64

0.00 0.68%

0.00 Aaa / AAA
AAA

0.00 0.00
Total Money Market Fund 172,848.64 4.32%
172,848.64
172,848.64 4.32%
172,848.64

0.00 0.68%

0.00 Aaa / AAA
AAA

0.00 0.00

US TREASURY
912828B66 US Treasury Note

2.75% Due 2/15/2024
400,000.00 09/26/2022

4.31%
391,703.13
391,703.13

98.32 4.72%
393,296.80
1,367.40

1.55%
1,593.67
Aaa / AA+
AAA

0.88 0.85
91282CEX5 US Treasury Note
3% Due 6/30/2024
650,000.00 09/15/2022

3.91%
639,818.36
639,818.36

98.21 4.49%
638,345.50
4,901.93

2.53%
(1,472.86)
Aaa / AA+
AAA

1.25 1.20
91282CFG1 US Treasury Note

3.25% Due 8/31/2024
650,000.00 09/21/2022

4.00%
640,935.55
640,935.55

98.48 4.36%
640,148.60
1,836.96

2.52%
(786.95)
Aaa / AA+
AAA

1.42 1.36
9128283P3 US Treasury Note

2.25% Due 12/31/2024
650,000.00 09/15/2022

3.85%
627,351.56
627,351.56

96.73 4.21%
628,722.90
3,676.45

2.48%
1,371.34
Aaa / AA+
AAA

1.76 1.68
9128284F4 US Treasury Note

2.625% Due 3/31/2025
650,000.00 09/14/2022

3.80%
631,667.97
631,667.97

97.30 4.04%
632,455.20

46.62 2.49%
787.23
Aaa / AA+
AAA

2.00 1.92
9128284M9 US Treasury Note

2.875% Due 4/30/2025
650,000.00 09/22/2022

4.15%
629,789.06
629,789.06

97.66 4.06%
634,791.30
7,846.69

2.52%
5,002.24
Aaa / AA+
AAA

2.08 1.97
91282CEU1 US Treasury Note

2.875% Due 6/15/2025
650,000.00 09/15/2022

3.89%
632,962.89
632,962.89

97.64 4.00%
634,663.90
5,493.30

2.52%
1,701.01
Aaa / AA+
AAA

2.21 2.10
91282CFE6 US Treasury Note

3.125% Due 8/15/2025
650,000.00 09/13/2022

3.75%
638,802.74
638,802.74

98.12 3.96%
637,787.15
2,525.03

2.52%
(1,015.59)
Aaa / AA+
AAA

2.38 2.26
91282CFK2 US Treasury Note

3.5% Due 9/15/2025
650,000.00 09/19/2022

3.90%
642,712.89
642,712.89

99.04 3.91%
643,779.50
1,050.95

2.53%
1,066.61
Aaa / AA+
AAA

2.46 2.33
9128286L9 US Treasury Note

2.25% Due 3/31/2026
650,000.00 09/14/2022

3.75%
617,880.86
617,880.86

95.64 3.80%
621,638.55

39.96 2.44%
3,757.69
Aaa / AA+
AAA

3.00 2.86
9128287B0 US Treasury Note

1.875% Due 6/30/2026
650,000.00 09/15/2022

3.78%
606,632.81
606,632.81

94.20 3.79%
612,320.15
3,063.71

2.42%
5,687.34
Aaa / AA+
AAA

3.25 3.09
9128282A7 US Treasury Note

1.5% Due 8/15/2026
650,000.00 09/13/2022

3.72%
597,923.83
597,923.83

92.82 3.78%
603,306.60
1,212.02

2.38%
5,382.77
Aaa / AA+
AAA

3.38 3.24
Chandler Asset Management - CONFIDENTIAL Page 6 Execution Time: 4/21/2023 6:55:21 AM ATTACHMENT D - Page 7 of 8
Holdings Report
As of March 31, 2023
City of Stanton
Account #10991
CUSIP Security Description Par Value/Units Purchase Date Book Yield
Cost Value
Book Value
Mkt Price
Mkt YTM
Market Value
Accrued Int.
% of Port.

Gain/Loss
Moody/S&P
Fitch
Maturity
Duration

US TREASURY
91282CEF4 US Treasury Note

2.5% Due 3/31/2027
650,000.00 09/14/2022

3.66%
618,591.80
618,591.80

95.51 3.72%
620,800.70

44.40 2.44%
2,208.90
Aaa / AA+
AAA

4.00 3.76
91282CFH9 US Treasury Note

3.125% Due 8/31/2027
650,000.00 09/13/2022

3.57%
636,822.26
636,822.26

97.81 3.67%
635,781.25
1,766.30

2.50%
(1,041.01)
Aaa / AA+
AAA

4.42 4.07
91282CGC9 US Treasury Note

3.875% Due 12/31/2027
350,000.00 01/24/2023

3.59%
354,470.70
354,470.70
101.05

3.63%
353,677.80
3,409.36

1.40%
(792.90)
Aaa / AA+
AAA

4.76 4.27
91282CGH8 US Treasury Note

3.5% Due 1/31/2028
500,000.00 02/22/2023

4.12%
486,269.53
486,269.53

99.48 3.62%
497,383.00
2,900.55

1.97%
11,113.47
Aaa / AA+
AAA

4.84 4.39
Total US Treasury 9,700,000.00 3.85%
9,394,335.94
9,394,335.94 3.98%
9,428,898.90
41,181.63

37.21%
34,562.96
Aaa / AA+
AAA

2.71 2.54
TOTAL PORTFOLIO 26,004,966.17 4.15%
25,292,373.41
25,292,373.41 4.36%
25,330,579.42
121,974.03
100.00%
38,206.01
Aa2 / AA
AAA

2.77 2.34
TOTAL MARKET VALUE PLUS ACCRUED 25,452,553.45
Chandler Asset Management - CONFIDENTIAL Page 7 Execution Time: 4/21/2023 6:55:21 AM ATTACHMENT D - Page 8 of 8
1 CITY OF STANTON

REPORT TO THE SUCCESSOR AGENCY TO THE

STANTON REDEVELOPMENT AGENCY
TO: Honorable Chairman and Members of the Successor Agency DATE: May 9, 2023
SUBJECT: MARCH 2023 INVESTMENT REPORT (SUCCESSOR AGENCY) REPORT IN BRIEF:

The Investment Report as of March 31, 2023, has been prepared in accordance with the City’s Investment Policy and California Government Code Section 53646.

RECOMMENDED ACTIONS:

2. Receive and file the Investment Report for the month of March 2023.

BACKGROUND:

The attached report summarizes the Successor Agency’s investment and deposit balances as of March 2023. During the month of March, the Successor Agency’s cash and investments decreased by approximately $6,093 during the month. The Successor Agency’s cash and investment balances by fund are presented in Attachment A. The Successor Agency’s investments and deposits by financial institution are included as Attachment B.

ANALYSIS:

The Successor Agency’s share of the City’s investment in the State Treasurer’s Local Agency Investment Fund (LAIF) continues to be available on demand. The effective yield on LAIF for the month of March 2023 was 2.83%.

The Successor Agency’s investments are shown on Attachment B and have a weighted investment yield of 2.83%, which is equal to the benchmark LAIF return of 2.83%, as the entire portfolio (excluding funds held with the bond fiscal agents) represents the Successor Agency’s portion of LAIF and Bank of the West funds invested by the City.

Item: 6E
Click here to return to the agenda.
2 With a completely liquid portfolio, the weighted average maturity of the Successor Agency’s investments on March 31, 2023, was 1 day. LAIF’s average maturity on March 31, 2023, was approximately 275 days.

FISCAL IMPACT:

All deposits and investments have been made in accordance with the City's Fiscal Year 2022-23 Investment Policy.

The portfolio will allow the Successor Agency to meet its expenditure requirements for the next six months.

ENVIRONMENTAL IMPACT:

None.

LEGAL REVIEW:

None.

PUBLIC NOTIFICATION:

Through the agenda posting process.

Prepared by: Michelle Bannigan, Finance Director
Approved by: Hannah Shin-Heydorn, City Manager
Attachments:

A. Cash and Investment Balances by Fund
B. Investments and Deposits
Fund/
Account No. Fund/Account Name
Beginning
Balance Increases Decreases Ending Balance

CASH-POOLED
712-111101 Redevelopment Obligation Retirement Fund $ 3,313,665.89 $ - $ (6,100.00) $ 3,307,565.89 Total Cash-Pooled (1) $ - 3,313,665.89 $ $ (6,100.00) $ 3,307,565.89 CASH-RESTRICTED (with Fiscal Agent)
712-111423 2016 Tax Allocation Bonds, Series A and B $ 713,951.86 $ 2.74 $ - $ 713,954.60712-111425 2016 Tax Allocation Bonds, Series C and D 1,234,565.71 4.74 - 1,234,570.45 712-111426 2020 Tax Allocation Refunding Bonds, Series A 25.84 - - 25.84 Total Cash-Restricted (with Fiscal Agent) $ 1,948,543.41 $ 7.48 $ 1,948,550.89 - $ TOTAL CASH AND INVESTMENTS $ 5,262,209.30 $ 7.48 $ (6,100.00) $ 5,256,116.78 Note:
(1) - Includes the Successor Agency's share of the City's Bank of the West checking account and Local Agency Investment Fund (LAIF).

SUCCESSOR AGENCY TO THE STANTON REDEVELOPMENT AGENCY

CASH AND INVESTMENTS REPORT
MONTH ENDED MARCH 31, 2023
Attachment: A
Click here to return to the agenda.

SUCCESSOR AGENCY TO THE STANTON REDEVELOPMENT AGENCY

INVESTMENTS AND DEPOSITS
Investment Issuer/ Date of Market MV
Type Institution Broker Maturity Cost Value Source
LAIF and BOW General Acct State of California/ BOW State of California On Demand 2.83% N/A $ 3,307,566 $ 3,307,566 LAIF Total Cash Investments and Deposits 1 2.83% $ 3,307,566 $ 3,307,566 Weighted Average Weighted Average
Bond Funds Held by Trustees: Maturity (days) Yield
Investment Issuer/ CUSIP Date of Interest Par Market MV Type Institution Broker Number Maturity Rate Value Cost Value Source 2016 Series A and BDebt Service:Cash Equivalents US Bank Money Market US Bank 9AMMF05B2 On Demand 0.02% 713,954 $ $ 713,954 $ US Bank 713,954 Principal: Cash Equivalent US Bank Money Market US Bank 9AMMF05B2 On Demand 0.02% 1 1 1 US Bank Total 2016 Series A and B $ 713,955 $ 713,955 Investment Issuer/ CUSIP Date of Interest Par Market MV Type Institution Broker Number Maturit
y Rate
Value Cost
Value Source
2016 Series C and DDebt Service:Cash Equivalent US Bank Money Market US Bank 9AMMF05B2 On Demand 0.02% 1,234,568 $ $ 1,234,568 $ 1,234,568 US Bank Interest:Cash Equivalent US Bank Money Market US Bank 9AMMF05B2 On Demand 0.02% 1 1 1 US BankPrincipal: Cash Equivalent US Bank Money Market US Bank 9AMMF05B2 On Demand 0.02% 1 1 1 US Bank Total 2016 Series C and D $ 1,234,570 $ 1,234,570 MONTH ENDED MARCH 31, 2023
Rate
Interest
Attachment: B
Click here to return to the agenda.

Investment Issuer/ CUSIP Date of Interest Par Market MV Type Institution Broker Number Maturity Rate Value Cost Value Source 2020 Tax Allocation Refunding Bonds Special Fund:Cash Equivalent US Bank Money Market US Bank 9AMMF05B2 On Demand 0.02% 26 $ 26 $ 26 $ US Bank Total 2020 Tax Allocation Bonds (Tax-Exempt) $ 26 26 $
Total Bond Fund Investments and Deposits (3) $ 1,948,551 1,948,551 $ TOTAL - ALL CASH AND INVESTMENTS $5,256,117 $5,256,117 Notes: (1) - There have been no exceptions to the Investment Policy. (2) - The Successor Agency is able to meet its expenditure requirements for the next six months. (3) - Restricted Bond Funds are held by the fiscal agent. 1 CITY OF STANTON

REPORT TO THE CITY COUNCIL
TO: Honorable Mayor and Members of the City Council
DATE: May 9, 2023
SUBJECT: MARCH 2023 GENERAL FUND REVENUE AND EXPENDITURE REPORT; HOUSING AUTHORITY REVENUE AND EXPENDITURE
REPORT; AND STATUS OF CAPITAL IMPROVEMENT PROGRAM
REPORT IN BRIEF:

The Revenue and Expenditure Report for the month ended March 31, 2023, has been provided to the City Manager in accordance with Stanton Municipal Code Section

RECOMMENDED ACTIONS:

2. Receive and file the General Fund and Housing Authority Fund’s March 2023 Revenue and Expenditure Report and Status of Capital Improvement Projects for the month ended March 31, 2023.

ANALYSIS:

General Fund Revenue and Expenditure Reports
Attachments A and B summarize the General Fund’s revenue and expenditure activity through March 31, 2023. The reports include information for the month of March, on a year-to-date basis through March, the current fiscal year’s budgeted balance and the year-to-date as a percentage of the budget. In addition, for comparison purposes, the year-to-date amount, final amount, and a percentage of final for the previous fiscal year (through March) is included as well.

Item: 6F
Click here to return to the agenda.
2 As of March 31, total General Fund revenues received to date were approximately $17.8 million, which represents 60% of the Fiscal Year 2022/23 budgeted amount and is approximately $274,344 (2%) higher than the revenues recognized for the same period last year (Attachment A, page 2). Intergovernmental revenues were $331,433 (63%) lower than Fiscal Year 2021/22 due to one-time grants that were received in FY 2021/22 (for SB-2 and County Meal Gap programs). Investment earnings, including unrealized gains (market value) for the City’s investment portfolio are significantly higher in the current fiscal year (through March) due to higher interest rates. However, the majority of the increase in the General Fund’s revenues through March is due to increased revenue from property taxes, sales taxes, Measure GG taxes, and utility user taxes (for electricity and gas) in the current fiscal year compared to last year.

Total General Fund expenditures were approximately $20.2 million through March 31, which represents 69% of the 2022/23 projected expenditures and is approximately $2.6 million (15%) higher than the expenditures incurred for the same period last year (Attachment B, page 2). The Community & Economic Development Department’s expenditures were $418,540 (48%) less in Fiscal Year 2022/23 compared to the previous fiscal year due to staff turnover (not backfilled with temporary staffing or consulting services) and contracted inspection services. The City Council awarded a contract to CSG Consultants, Inc. (“CSG”) in November 2022. The City’s previous vendor, Charles Abbott Associates, Inc., did not charge the City for services provided between July and September. In addition, actual expenditures through March 31, 2023, do not reflect any payments made to CSG due to a delay in receiving and processing the vendor’s invoices.

Expenditures in the following divisions were significantly higher in the current fiscal year compared to the same period for the previous fiscal year: City Attorney Division (#1200); Law Enforcement Division (#2100); Fire Protection Division (#2200); and Public Facilities Division (#3200). City Attorney Division expenditures were $158,100 (114%) higher than the expenditures incurred for the same period in the previous fiscal year due to more effort spent on code enforcement and public safety related issues during Fiscal Year 2022/23 compared to last year. Law Enforcement Division expenditures were $689,339 (8%) higher through March 2023 compared to actual costs through March 2022, which is consistent with the City’s 7% increase in law enforcement contract costs for the current fiscal year. Fire Protection Division expenditures were $1.4 million (53%) higher through March 2023 compared to actual costs through March 2022, due to a 3% increase in the City’s contract costs in Fiscal Year 2022/23 and a timing difference through March 2023. The actual expenditures through March 2023 reflect the City’s three quarterly payments made to the Orange County Fire Authority whereas the actual expenditures reported for the previous fiscal year only reflect two quarterly payments made through March 2022. Public Facilities Division expenditures were $289,000 (96%) higher than the same period in Fiscal Year 2021/22 due to the purchase of a new skip loader, painting completed at the Sheriff’s Station, and increased contract costs for janitorial services.
3 Per Attachment C, the City’s General Fund reserves and available fund balance (“discretionary fund balance”) is expected to be $26.2 million by June 30, 2023 as shown in the table below:

Estimated
Balance
at 6/30/2023
Reserves set aside per City Resolution No. 2022-34 $ 13,900,000 Committed Developer Contributions 1,476,296
Undesignated Fund Balance 10,804,749
Total Discretionary Fund Balance $ 26,181,045
Housing Authority Revenue and Expenditure Reports
Attachment D summarizes the Housing Authority Fund’s revenue and expenditure activity through March 31, 2023. The report includes information on the activity during the month of March, information on a year-to-date basis through March, the current fiscal year’s budgeted balance and the year-to-date as a percentage of the budget. In addition, for comparison purposes, the year-to-date amount, final amount, and a percentage of final for the previous fiscal year (through March) is included as well.

As of March 31, total Housing Authority Fund revenues received to date were $720,189, which represents 113% of the Fiscal Year 2022/23 budgeted amount and is $108,811 (13%) less than the revenue collected through the same period last year. During Fiscal Year 2021/22, the Housing Authority received $681,902 for the sale of the property located at 7455 Katella Avenue and the deposits received related to the exclusive negotiation agreement for the sale of the Tina Pacific residential project. Current year actual revenue exceeds the amended budget due to higher investment income earned during the current fiscal year as a result of increased interest rates.

Total Housing Authority Fund expenditures were $3.3 million through March 31, which represents 84% of the Fiscal Year 2022/23 estimated expenditures and is $1.7 million (103%) higher than the expenditures incurred for the same period last year, due to the $2.5 million paid to assist Jamboree Housing with the acquisition of the Riviera Motel for a permanent supportive housing project.

Per Attachment E, the City’s Housing Authority Fund’s available fund balance is expected to be $9.2 million by June 30, 2023.

Status of Capital Improvement Projects (CIP) (Attachment F) The Fiscal Year 2022/23 CIP budget includes $4.5 million from the Fiscal Year 2022/23 Adopted Budget; $11.3 million in carryover funding from Fiscal Year 2021/22, and $1.2 million in additional appropriations approved by City Council since July 1, 2022, for a total amended budget of $17.0 million as of March 31, 2023. As of March 31, capital 4 project expenditures totaled $2.5 million (15% of the amended budget) with an additional $2.2 million (13% of the amended budget) under contract (encumbered) for work currently underway, for a total amount spent or encumbered to date of $4.7 million (28% of the amended budget) as of March 31, 2023.

FISCAL IMPACT:

None.

ENVIRONMENTAL IMPACT:

None.

LEGAL REVIEW:

None.

PUBLIC NOTIFICATION:

Through the normal agenda posting process.

STRATEGIC PLAN OBJECTIVE ADDRESSED:

Obj. No. 4: Ensure fiscal stability and efficiency in governance.

Prepared by: Michelle Bannigan, Finance Director
Approved by: Hannah Shin-Heydorn, City Manager
Attachments:

A. March 2023 General Fund Revenues
B. March 2023 General Fund Expenditures
C. General Fund Reserve Balances
D. March 2023 Housing Authority Revenue and Expenditures E. Housing Authority Reserve Balance
F. Status of Capital Improvement Projects as of March 31, 2023 %
FY 2022/23 FY 2022/23 Activity Change
Adopted Amended During Year To Date Percent of FY 2021/22 From Budget Budget March Actual * Budget Actual* Prior Year
TAXES
Property Tax $ 7,983,200 $ 8,279,530 $ 85,298 $ 4,311,115 52.07% 4,160,606 $ 3.62% Sales and Use Tax 5,232,000 5,479,200 472,665 3,155,556 57.59% 3,063,387 3.01% Transactions and Use Tax 5,805,000 6,144,000 512,282 3,549,429 57.77% 3,380,416 5.00% Transient Occupancy Tax 610,000 650,000 46,103 450,923 69.37% 434,043 3.89% Franchise Fees 1,177,000 1,267,430 134,284 586,568 46.28% 510,344 14.94% Business Licenses 158,000 158,000 8,390 146,943 93.00% 140,532 4.56% Utility Users Tax 1,961,000 1,961,000 203,054 1,633,661 83.31% 1,380,140 18.37% Cannabis Tax 620,000 50,000 ‐ ‐ 0.00% ‐ 0.00%
Tax Increment Pass‐thru Payment 429,450 555,000 ‐ 307,496 55.40% 270,516 13.67% TAXES‐TOTAL 23,975,650 24,544,160 1,462,076 14,141,691 57.62% 13,339,984 6.01%INTERGOVERNMENTAL County WDA Shared Revenue 100,000 100,000 ‐ ‐ 0.00% 101,376 ‐100.00% Mandated Cost Reimbursement 30,000 30,000 ‐ ‐ 0.00% ‐ 31.000 100.00% Motor Vehicle In Lieu 30,000 30,000 40,258 40,258 134.19% 45,717 ‐11.94%Public Safety Augmentation Tax 193,000 200,350 34,716 142,728 71.24% 121,002 17.96% Planning Grants ‐ 150,000 ‐ ‐ 0.00% 152,434 ‐100.00%Federal Grants ‐ ‐ ‐ 8,708 0.00% ‐ 100.00%Other Grants 4,200 4,200 278 3,570 85.00% 106,137 ‐96.64% INTERGOVERNMENTAL‐TOTAL 357,200 514,550 75,252 195,264 37.95% 526,697 ‐62.93%

CHARGES FOR SERVICES
Charges for Services 256,425 166,025 13,603 125,853 75.80% 99,938 25.93% Information Technology Charges 37,605 37,605 3,134 28,204 75.00% 22,759 23.92% CHARGES FOR SERVICES‐TOTAL 294,030 203,630 16,737 154,057 75.66% 122,697 25.56%

FEES AND PERMITS
Solid Waste Impact Fees 1,175,000 1,085,000 86,117 749,365 69.07% 743,210 0.83% Building Permits and Fees 1,205,000 1,205,000 218,229 625,105 51.88% 777,468 ‐19.60% Planning Permits and Fees 104,250 104,250 14,433 60,891 58.41% 62,685 ‐2.86% Engineering Permits and Fees 91,000 91,000 23,930 103,438 113.67% 111,521 ‐7.25% Developer Fees ‐ ‐ 149,500 149,500 0.00% ‐ 100.00%
March 2023 General Fund Revenues (75% of year)

CITY OF STANTON
FY 2022/23

ATTACHMENT A

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%
FY 2022/23 FY 2022/23 Activity Change
Adopted Amended During Year To Date Percent of FY 2021/22 From Budget Budget March Actual * Budget Actual* Prior Year
March 2023 General Fund Revenues (75% of year)

CITY OF STANTON
FY 2022/23
Recycling Fees 90,500 ‐ 90,500 38,870 42.95% 38,815 0.14% Other Permits and Fees 225,900 226,400 29,932 207,556 91.68% 229,558 ‐9.58% Community Services Fees 45,700 80,700 7,375 55,516 68.79% 57,697 ‐3.78% FEES AND PERMITS ‐TOTAL 2,937,350 2,882,850 529,516 1,990,241 69.04% 2,020,954 ‐1.52%FINES AND FORFEITURES General Fines 700 700 27 396 56.57% 18,339 ‐97.84% Motor Vehicle Fines 45,000 45,000 2,855 22,619 50.26% 27,835 ‐18.74%Parking Citations 225,000 225,000 24,130 140,897 62.62% 190,869 ‐26.18% DMV Parking Collections 71,000 71,000 5,809 42,037 59.21% 42,706 ‐1.57% Administrative Citation 10,000 10,000 436 5,025 50.25% 3,940 27.54% FINES AND FORFEITURES‐TOTAL 351,700 351,700 33,257 210,974 59.99% 283,689 ‐25.63%

USE OF MONEY AND PROPERTY
Investment Earnings 217,000 217,000 187,531 482,979 222.57% 125,463 284.96% Unrealized Gains (Losses) ‐ ‐ 252,519 (21,559) 0.00% (398,862) 94.59% Interest on Loan to Landscape District Fund 11,020 11,020 2,880 8,640 78.40% 14,510 ‐40.45% Rental Income 93,335 99,335 14,402 141,031 141.98% 75,310 87.27% USE OF MONEY AND PROPERTY‐TOTAL 321,355 327,355 457,332 611,091 186.68% (183,579) 432.88%MISCELLANEOUS REVENUE Miscellaneous Revenue 163,935 167,435 813 16,237 9.70% 52,992 ‐69.36% MISCELLANEOUS REVENUE‐TOTAL 163,935 167,435 813 16,237 9.70% 52,992 ‐69.36%

TRANSFERS IN
From Gas Tax Fund 205,000 205,000 17,083 153,750 75.00% 153,750 0.00% From Protective Services Fund 382,000 389,730 22,890 250,066 64.16% 241,843 3.40% From Supplemental Law Enforcement Grants Fund 150,000 150,000 12,500 112,500 75.00% 112,500 0.00% From Housing Authority Fund ‐ ‐ ‐ ‐ 0.00% 890,000 ‐100.00% TRANSFERS IN‐TOTAL 737,000 744,730 52,473 516,316 69.33% 1,398,093 ‐63.07% TOTAL REVENUES AND TRANSFERS IN $ 29,138,220 $ 29,736,410 $ 2,627,456 $ 17,835,871 59.98% 17,561,527 $ 1.56% * = Actual data is reported through March.

ATTACHMENT A

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FY 2022/23 FY 2022/23 % Change
Adopted Amended Activity During Year To Date FY 2021/22 From Acct. No. Description Budget Budget March Actual * % of Budget Actual* Prior Year 101 General Fund
430100 Current Year‐Secured $ 1,178,100 $ 1,100,000 $ 75,893 $ 707,603 64.33% 701,638 $ 0.85%430105 Current Year‐Unsecured 30,000 30,000 ‐ 26,734 89.11% 27,958 ‐4.38% 430115 Property Tax‐Supplemental 20,000 20,000 2,749 27,841 139.21% 12,294 126.46%430120 Residual Redevelopment Property Tax 1,356,600 1,709,000 ‐ 823,340 48.18% 791,483 4.02% 430121 In‐Lieu Vehicle License Fee 5,258,500 5,299,730 ‐ 2,649,865 50.00% 2,504,005 5.83% 430135 Homeowners Tax Relief 1,000 4,800 ‐ 2,400 50.00% 2,480 ‐3.23%430140 Property Transfer Tax 139,000 116,000 6,656 72,767 62.73% 120,636 ‐39.68% 430145 Property Tax‐Penalties/Int ‐ ‐ ‐ 565 0.00% 112 404.46% 430200 Sales And Use Tax 5,232,000 5,479,200 472,665 3,155,556 57.59% 3,063,387 3.01% 430300 Transient Occupancy Tax 610,000 650,000 46,103 450,923 69.37% 434,043 3.89% 430405 Franchise Tax/Cable TV 200,000 290,430 ‐ 90,430 31.14% 51,718 74.85% 430410 Franchise Tax/Electric 244,000 244,000 ‐ ‐ 0.00% ‐ 0.00% 430415 Franchise Tax/Gas 75,000 75,000 ‐ ‐ 0.00% ‐ 0.00% 430420 Franchise Tax/Refuse 570,000 570,000 47,665 409,519 71.85% 370,391 10.56% 430425 Franchise Tax/Water 88,000 88,000 86,619 86,619 98.43% 88,235 ‐1.83% 430500 Business License Tax 158,000 158,000 8,390 146,943 93.00% 140,532 4.56% 430600 Util User Tax/Electricity 970,000 970,000 97,875 986,181 101.67% 793,145 24.34% 430605 Util User Tax/Telephone 271,000 271,000 15,005 132,623 48.94% 135,544 ‐2.16% 430610 Util User Tax/Gas 295,000 295,000 62,395 231,337 78.42% 157,641 46.75% 430615 Util User Tax/Water 425,000 425,000 27,779 283,520 66.71% 293,810 ‐3.50% 430700 Cannabis Tax 620,000 50,000 ‐ ‐ 0.00% ‐ 0.00% 440100 AB 1389 Pass Through from RDA 429,450 555,000 ‐ 307,496 55.40% 270,516 13.67% 101 General Fund 18,170,650 18,400,160 949,794 10,592,262 57.57% 9,959,568 6.35% 102 General Fund (Transactions & Use Tax)
430250 Transactions & Use Tax 5,805,000 6,144,000 512,282 3,549,429 57.77% 3,380,416 5.00% 102 General Fund (Transactions & Use Tax) 5,805,000 6,144,000 512,282 3,549,429 57.77% 3,380,416 5.00% TAXES ‐ TOTAL $ 23,975,650 $ 24,544,160 $ 1,462,076 $ 14,141,691 57.62% 13,339,984 $ 6.01% TAXES
March 2023 General Fund Revenues (75% of year)
FY 2022/23
* = Actual data is reported through March.

ATTACHMENT A

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FY 2022/23 FY 2022/23 % Change
Adopted Amended Activity During Year To Date FY 2021/22 From Acct. No. Description Budget Budget March Actual * % of Budget Actual* Prior Year 101 General Fund432121 County WDA Shared Revenue $ 100,000 $ ‐ 100,000 $ ‐ $ 0.00% 101,376 $ ‐100.00% 432135 Mandated Cost Reimbursement 30,000 ‐ 30,000 ‐ 0.00% 31 ‐100.00% 432150 Motor Vehicle In Lieu 30,000 30,000 40,258 40,258 134.19% 45,717 ‐11.94% 432180 Public Safety Augmentation Tax 193,000 200,350 34,716 142,728 71.24% 121,002 17.96% 432245 Planning Grants ‐ 150,000 ‐ ‐ 0.00% 152,434 ‐100.00% 432256 Other Grants 4,200 4,200 278 3,570 85.00% 106,137 ‐96.64% 432270 Federal Grants ‐ ‐ ‐ 8,708 0.00% ‐ 100.00% INTERGOVERNMENTAL ‐ TOTAL $ 357,200 $ 514,550 $ 75,252 $ 195,264 37.95% 526,697 $ ‐62.93%

INTERGOVERNMENTAL
March 2023 General Fund Revenues (75% of year)
FY 2022/23
* = Actual data is reported through March.

ATTACHMENT A

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FY 2022/23 FY 2022/23 % Change
Adopted Amended Activity During Year To Date FY 2021/22 From Acct. No. Description Budget Budget March Actual * % of Budget Actual* Prior Year 101 General Fund433100 Charges For Services $ 256,425 $ 166,025 $ 13,603 $ 125,853 75.80% 99,938 $ 25.93% 433136 Information Technology Charges 37,605 37,605 3,134 28,204 75.00% 22,759 23.92% CHARGES FOR SERVICES ‐ TOTAL $ 294,030 $ 203,630 $ 16,737 $ 154,057 75.66% 122,697 $ 25.56%

CHARGES FOR SERVICES
March 2023 General Fund Revenues (75% of year)
FY 2022/23
* = Actual data is reported through March.

ATTACHMENT A

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FY 2022/23 FY 2022/23 % Change
Adopted Amended Activity During Year To Date FY 2021/22 From Acct. No. Description Budget Budget March Actual * % of Budget Actual* Prior Year101 General Fund 431100 Building Plan Check Fees 175,000 $ $ 175,000 $ 25,122 $ 109,214 62.41% $ 171,366 ‐36.27% 431105 Mechanical Permits 100,000 100,000 19,265 49,598 49.60% 85,570 ‐42.04% 431110 Building Permits 750,000 750,000 145,703 331,369 44.18% 377,953 ‐12.33%431115 Plumbing Permits 80,000 80,000 9,560 36,785 45.98% 55,175 ‐33.33% 431120 Electrical Permits 100,000 100,000 18,579 98,139 98.14% 87,404 12.28% 431130 Engineering Plan Check Fees 51,000 51,000 6,650 19,835 38.89% 56,630 ‐64.97% 431135 Public Works Permits 40,000 40,000 17,280 83,603 209.01% 54,891 52.31% 431140 S M I P ‐ Commercial Fees 400 400 82 91 22.75% 62 46.77%431145 S M I P‐Residential Permits 500 500 26 73 14.60% 260 ‐71.92%431146 SB 1473 Fee 2,500 2,500 253 808 32.32% 1,968 ‐58.94% 431160 Solid Waste Impact Fees 1,175,000 1,085,000 86,117 749,365 69.07% 743,210 0.83% 431180 P/W Inspections ‐ 10,000 1,067 19,776 197.76% ‐ 100.00% 431185 Parking Permits 10,000 10,000 1,675 7,648 76.48% 41,062 ‐81.37%431190 Towing Franchise Fee 25,000 25,000 270 13,410 53.64% 16,020 ‐16.29% 431193 Neighborhood Preservation Fees ‐ ‐ 19,500 19,500 0.00% ‐ 100.00% 431194 Public Benefit Fee ‐ ‐ 130,000 130,000 0.00% ‐ 100.00%431195 Other Fees & Permits 15,000 15,500 19,651 37,789 243.80% 31,448 20.16% 431201 Cannabis Business Renewal Permit Fee 10,000 ‐ ‐ ‐ 0.00% ‐ 0.00% 433200 Conditional Use Permit 7,000 7,000 2,485 7,130 101.86% 17,395 ‐59.01% 433205 Precise Plan Of Design 15,000 15,000 3,070 19,450 129.67% 2,100 826.19% 433220 Preliminary Plan Review 8,000 8,000 ‐ ‐ 0.00% 11,250 ‐100.00% 433225 Environmental Services 4,400 4,400 75 750 17.05% 655 14.50% 433227 Foreclosure Registration 10,850 10,850 563 6,586 60.70% 5,419 21.54% 433230 Zoning Entitlements 5,000 5,000 ‐ ‐ 0.00% ‐ 0.00% 433235 Land Divisions 10,000 10,000 1,535 3,070 30.70% 2,500 22.80% 433240 Special Event Permits 500 500 360 1,800 360.00% 360 400.00%433245 Sign/Ban'R/Gar Sa/Temp Use Per 6,000 6,000 1,100 3,745 62.42% 4,820 ‐22.30%433250 Ministerial Services 12,000 12,000 1,290 8,300 69.17% 13,735 ‐39.57%

FEES AND PERMITS
March 2023 General Fund Revenues (75% of year)
FY 2022/23

ATTACHMENT A

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FY 2022/23 FY 2022/23 % Change
Adopted Amended Activity During Year To Date FY 2021/22 From Acct. No. Description Budget Budget March Actual * % of Budget Actual* Prior Year101 General Fund

FEES AND PERMITS
March 2023 General Fund Revenues (75% of year)
FY 2022/23
433260 Landscape Plan Check 1,000 1,000 325 3,250 325.00% 2,600 25.00% 433270 General Plan Maint Surcharge 15,000 15,000 3,990 8,610 57.40% 1,822 372.56%433285 Other Developmental Fees 5,000 ‐ 5,000 ‐ 0.00% 389 ‐100.00%433305 General Recreation Programs 24,000 59,000 3,312 36,136 61.25% 33,689 7.26% 433315 Sports Fields 21,700 21,700 4,063 19,380 89.31% 24,008 ‐19.28% 437115 Recycling Fees 90,500 90,500 ‐ 38,870 42.95% 38,815 0.14% 430505 New/Moved Bus Lic Appl Rev 37,000 37,000 3,560 23,960 64.76% 23,830 0.55% 430510 Business Tax Renewal Process 128,000 128,000 5,026 100,838 78.78% 113,191 ‐10.91% 430515 SB 1186 2,000 2,000 (2,038) 1,363 68.15% 1,357 0.44% FEES AND PERMITS ‐ TOTAL $ 2,937,350 $ 2,882,850 $ 529,516 $ 1,990,241 69.04% 2,020,954 $ ‐1.52% * = Actual data is reported through March.

ATTACHMENT A

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FY 2022/23 FY 2022/23 % Change
Adopted Amended Activity During Year To Date FY 2021/22 From Acct. No. Description Budget Budget March Actual * % of Budget Actual* Prior Year 101 General Fund
434100 General Fines 700 $ $ 700 $ 27 $ 396 56.57% 18,339 $ ‐97.84%434105 Motor Vehicle Fines 45,000 45,000 2,855 22,619 50.26% 27,835 ‐18.74% 434110 Parking Citations 225,000 225,000 24,130 140,897 62.62% 190,869 ‐26.18% 434115 DMV Parking Collections 71,000 71,000 5,809 42,037 59.21% 42,706 ‐1.57%434120 Administrative Citations 10,000 10,000 436 5,025 50.25% 3,940 27.54% FINES AND FORFEITURES ‐ TOTAL $ 351,700 $ 351,700 $ 33,257 $ 210,974 59.99% 283,689 $ ‐25.63%

FINES AND FORFEITURES
March 2023 General Fund Revenues (75% of year)
FY 2022/23
* = Actual data is reported through March.

ATTACHMENT A

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FY 2022/23 FY 2022/23 % Change
Adopted Amended Activity During Year To Date FY 2021/22 From Acct. No. Description Budget Budget March Actual * % of Budget Actual* Prior Year 101 General Fund435100 Interest Earned 217,000 $ $ 217,000 $ 187,531 $ 482,979 222.57% $ 125,463 284.96% 435110 Unrealized Gains (Losses) ‐ ‐ 252,519 (21,559) 0.00% (398,862) 94.59% 435200 Interest on Loan to Landscape District Fund 11,020 11,020 2,880 8,640 78.40% 14,510 ‐40.45% 436115 Property Rental ‐ 6,000 1,200 3,600 60.00% ‐ 100.00% 436125 Indoor Facility Rental 55,000 55,000 8,535 99,767 181.39% 38,985 155.91%436127 Picnic Shelters 16,450 16,450 2,785 21,008 127.71% 18,665 12.55% 436135 Pac Bell Mobile Svcs‐Rent 21,885 21,885 1,882 16,656 76.11% 17,660 ‐5.69% USE OF MONEY AND PROPERTY ‐ TOTAL $ 321,355 $ 327,355 $ 457,332 $ 611,091 186.68% $ (183,579) 432.88%

USE OF MONEY AND PROPERTY
March 2023 General Fund Revenues (75% of year)
FY 2022/23
* = Actual data is reported through March.

ATTACHMENT A

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FY 2022/23 FY 2022/23 % Change
Adopted Amended Activity During Year To Date FY 2021/22 From Acct. No. Description Budget Budget March Actual * % of Budget Actual* Prior Year 101 General Fund439211 Transfer From Gas Tax Fund $ 205,000 $ 205,000 $ 17,083 $ 153,750 75.00% $ 153,750 0.00% 439223 Transfer From Protective Services Fund 382,000 389,730 22,890 250,066 64.16% 241,843 3.40% 439242 Transfer Fr Supp Law Enf Grant 150,000 150,000 12,500 112,500 75.00% 112,500 0.00% 439285 Transfer From Housing Authority ‐ ‐ ‐ ‐ 0.00% ‐ 890,000 100.00% TRANSFERS IN ‐ TOTAL $ 737,000 $ 744,730 $ 52,473 $ 516,316 69.33% 1,398,093 $ ‐63.07%

TRANSFERS IN
March 2023 General Fund Revenues (75% of year)
FY 2022/23
* = Actual data is reported through March.

ATTACHMENT A

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FY 2022/23 FY 2022/23 % Change
Adopted Amended Activity During Year To Date FY 2021/22 From Acct. No. Description Budget Budget March Actual * % of Budget Actual* Prior Year 101 General Fund437100 Sale Of Publications $ ‐ $ ‐ $ ‐ $ 23 0.00% $ 13 76.92% 437105 Firework Services 475 475 ‐ ‐ 0.00% ‐ 0.00% 437110 Candidate Statements ‐ ‐ ‐ 1,508 0.00% ‐ 100.00% 437125 Donations ‐ 3,500 500 3,500 100.00% 800 337.50%
437135 Expense Reimbursement ‐ ‐ ‐ 4,048 0.00% ‐ 39,924 89.86% 437137 Loan Repayment from Landscape Maintenance District 133,460 133,460 ‐ ‐ 0.00% ‐ 0.00% 437195 Other Revenue 30,000 30,000 313 7,158 23.86% 12,255 ‐41.59% MISCELLANEOUS REVENUE ‐ TOTAL $ 163,935 $ 167,435 $ 813 $ 16,237 9.70% 52,992 $ ‐69.36%

MISCELLANEOUS REVENUE
March 2023 General Fund Revenues (75% of year)
FY 2022/23
* = Actual data is reported through March.

ATTACHMENT A

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Division
No. Description
FY 2022/23
Adopted
Budget
FY 2022/23
Amended
Budget
Activity During
March
Year to Date
Actual *
Percent of
Budget
FY 2021/22
Actual*
1100 City Council 137,875 $ $ 134,655 $ 6,281 $ 91,832 68.20% 94,092 $ ‐2.40% 1200 City Attorney 275,000 500,000 46,395 296,928 59.39% 138,828 113.88% 1300 City Manager 603,900 443,269 43,167 303,092 68.38% 371,566 ‐18.43% 1400 City Clerk 241,880 244,745 66,176 192,282 78.56% 136,663 40.70% 1410 Personnel/Risk Management 207,435 257,125 22,617 151,998 59.11% 122,996 23.58% 1510 Information Technology 683,135 690,210 35,829 456,267 66.11% 366,196 24.60% Administration 2,149,225 2,270,004 220,465 1,492,399 65.74% 1,230,341 21.30% 1500 Finance 977,075 982,750 95,710 654,193 66.57% 610,765 7.11% 1600 Non‐Dept (excludes Transfers) 315,000 390,000 53,221 121,401 31.13% 892 13509.98% Finance 1,292,075 1,372,750 148,931 775,594 56.50% 611,657 26.80% 1520 Emergency Preparedness 5,000 9,175 ‐ 4,175 45.50% ‐ 44,419 90.60%2100 Law Enforcement 13,071,380 13,071,380 1,045,035 9,751,888 74.60% 9,062,549 7.61% 2200 Fire Protection 5,306,190 5,306,190 1,315,789 3,969,888 74.82% 2,587,332 53.44% 2230 Contractual Ambulance Svcs 2,500 2,500 ‐ 1,085 43.40% 600 80.83% 2300 Homeless Prevention ‐ 43,935 ‐ ‐ 0.00% ‐ 0.00%
2400 Animal Control Services 200,965 200,965 102,103 166,930 83.06% 143,546 16.29% 2500 Public Safety‐Other 117,310 168,495 16,631 92,556 54.93% 89,394 3.54% 4300 Parking Control 246,585 241,050 21,455 162,943 67.60% 191,981 ‐15.13% 6200 Code Enforcement 637,030 627,620 63,787 443,627 70.68% 370,774 19.65% Public Safety 19,586,960 19,671,310 2,564,800 14,593,092 74.18% 12,490,595 16.83% 3000 Public Works Administration 560,850 587,425 59,910 411,569 70.06% 348,402 18.13% 3100 Engineering 258,665 278,800 18,881 170,526 61.16% 56,012 204.45% 3200 Public Facilities 816,040 870,025 58,194 591,045 67.93% 302,045 95.68% 3300 Crossing Guard 45,165 45,165 4,549 31,095 68.85% 26,632 16.76% 3400 Parks Maintenance 466,110 429,955 31,150 268,397 62.42% 269,315 ‐0.34% 3500 Street Maintenance 508,135 459,745 38,712 288,287 62.71% 271,567 6.16% City of Stanton
March 2023 General Fund Expenditures (75% of year)
FY 2022/23
% Change
from Prior
Year
* = Actual data is reported through March.

ATTACHMENT B

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Division
No. Description
FY 2022/23
Adopted
Budget
FY 2022/23
Amended
Budget
Activity During
March
Year to Date
Actual *
Percent of
Budget
FY 2021/22
Actual*
City of Stanton
March 2023 General Fund Expenditures (75% of year)
FY 2022/23
% Change
from Prior
Year
3600 Storm Drains 129,860 175,635 4,310 119,764 68.19% 79,198 51.22% 6300 Graffiti Abatement 110,370 107,150 9,183 62,329 58.17% 35,169 77.23% Public Works 2,895,195 2,953,900 224,889 1,943,012 65.78% 1,388,340 39.95% 4000 Community Development Administration 308,915 269,640 17,214 189,447 70.26% 213,071 ‐11.09% 4100 Planning 511,660 724,485 39,326 225,441 31.12% 367,980 ‐38.74% 4200 Building Regulation 524,990 524,990 8,995 35,321 6.73% 287,835 ‐87.73% 4400 Economic Development 37,800 ‐ 37,800 707 1.87% 570 24.04% Community Development 1,383,365 1,556,915 65,535 450,916 28.96% 869,456 ‐48.14% 5000 Public Information Office 143,875 133,960 12,399 81,109 60.55% 70,010 15.85% 5100 Community Services Administration 583,020 593,185 51,667 421,328 71.03% 431,990 ‐2.47% 5200 Community Center Operations 202,300 199,785 7,787 71,742 35.91% 61,322 16.99% 5300 Park Operations 238,925 240,125 26,942 185,990 77.46% 161,264 15.33% 5400 Senior Citizen Programs 67,360 67,560 10,785 54,491 80.66% 37,240 46.32% 5500 Recreation Programs 54,310 67,160 4,250 48,050 71.55% 40,705 18.04% Community Services 1,289,790 1,301,775 113,830 862,710 66.27% 802,531 7.50% Transfer to FACT Grant 46,470 46,470 ‐ 34,890 75.08% 10,379 236.16% Transfer to Senior Transportation Fund 11,045 11,045 816 5,926 53.65% 6,646 ‐10.83% Transfer to SCP Maintenance 59,200 59,200 4,933 44,400 75.00% 30,855 43.90% Transfer to Capital Projects Fund 180,000 ‐ 209,000 ‐ 0.00% ‐ 0.00% Transfer to Liab/Risk Mgmt Fund ‐ ‐ ‐ ‐ 0.00% ‐ 121,530 100.00% Transfers to Other Funds 296,715 325,715 5,749 85,216 26.16% 169,410 ‐49.70% TOTAL EXPENDITURES $ 28,893,325 $ 29,452,369 $ 3,344,199 $ 20,202,939 68.60% $ 17,562,330 15.04% * = Actual data is reported through March.

ATTACHMENT B

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Acct. No. Description % of Budget
FY 2021/22
Actual*
101 General Fund1100 City Council501105 Salaries‐Elected 52,200 $ $ 52,200 $ 6,075 $ 40,683 77.94% $ 40,130 1.38% 502115 Unemployment Insurance 805 ‐ 805 ‐ 0.00% ‐ 0.00%502120 Medicare/Fica 760 760 87 587 77.24% 582 0.86% 502130 Other Benefit Charges 750 750 ‐ 431 57.47% 667 ‐35.38%602100 Special Dept Expense 10,000 10,000 414 5,373 53.73% 6,628 ‐18.93% 602110 Office Expense 2,000 2,000 103 1,011 50.55% 585 72.82% 602115 Postage ‐ ‐ ‐ ‐ 0.00% 3 ‐100.00% 607100 Membership/Dues 37,695 37,695 ‐ 33,992 90.18% 34,504 ‐1.48% 607110 Travel/Conference/Meetings 11,000 12,505 (398) 7,366 58.90% 8,073 ‐8.76% 612115 Liability Insurance Charge 2,665 2,665 ‐ 2,389 89.64% 2,920 ‐18.18%702100 Furniture‐Office 20,000 15,275 ‐ ‐ 0.00% ‐ 0.00% 1100 City Council Total 137,875 134,655 6,281 91,832 68.20% 94,092 ‐2.40% 1200 City Attorney608105 Professional Services 275,000 500,000 46,395 296,928 59.39% 138,828 113.88% 1200 City Attorney Total 275,000 500,000 46,395 296,928 59.39% 138,828 113.88% 1300 City Manager501110 Salaries‐Regular 373,615 260,250 27,261 171,704 65.98% 214,792 ‐20.06% 501115 Salaries‐Overtime ‐ ‐ ‐ 9 0.00% 149 ‐93.96% 502100 Retirement 85,485 63,097 7,414 46,543 73.76% 53,412 ‐12.86% 502105 Workers Comp Insurance 5,215 3,840 502 3,159 82.27% 4,253 ‐25.72% 502110 Health/Life Insurance 42,460 22,830 2,047 16,242 71.14% 26,489 ‐38.68% 502111 Medical In‐Lieu Pay ‐ ‐ 4 164 0.00% 425 ‐61.41% 502115 Unemployment Insurance 360 ‐ 200 331 165.50% 362 ‐8.56% 502120 Medicare/Fica 4,945 3,365 387 2,407 71.53% 3,086 ‐22.00% Administration ‐ Shin‐Heydorn
March 2023 General Fund Expenditures (75% of year)
FY 2022/23
Amended
Budget
Activity
During March
Year to Date
Actual *
FY 2022/23
Adopted
Budget
FY 2022/23
% Change
From Prior
Year
* = Actual data is reported through March.

ATTACHMENT B

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Acct. No. Description % of Budget
FY 2021/22
Actual*
Administration ‐ Shin‐Heydorn
March 2023 General Fund Expenditures (75% of year)
FY 2022/23
Amended
Budget
Activity
During March
Year to Date
Actual *
FY 2022/23
Adopted
Budget
FY 2022/23
% Change
From Prior
Year
1300 City Manager, Continued
502130 Other Benefit Charges 2,245 1,212 240 1,511 124.67% 1,890 ‐20.05% 602110 Office Expense 10,700 10,700 815 5,709 53.36% 3,675 55.35% 602115 Postage 250 ‐ 250 55 22.00% 2 2650.00% 602120 Books/Periodicals 150 ‐ 150 ‐ 0.00% ‐ 0.00% 607100 Membership/Dues 1,000 1,000 ‐ 432 43.20% 1,066 ‐59.47% 607110 Travel/Conference/Meetings 5,600 4,500 325 1,723 38.29% 1,955 ‐11.87% 608105 Professional Services 48,000 48,000 4,000 32,000 66.67% 36,000 ‐11.11% 612105 Vehicle Replacement Charge 2,060 2,060 172 1,545 75.00% 525 194.29% 612115 Liability Insurance Charge 21,815 21,815 ‐ 19,558 89.65% 23,485 ‐16.72% 1300 City Manager Total 603,900 443,269 43,167 303,092 68.38% 371,566 ‐18.43% 1400 City Clerk501110 Salaries‐Regular 119,885 119,885 13,321 87,458 72.95% 79,353 10.21% 501115 Salaries‐Overtime ‐ ‐ 48 93 0.00% 224 ‐58.48% 502100 Retirement 38,960 38,960 4,678 30,163 77.42% 26,587 13.45% 502105 Workers Comp Insurance 1,780 1,780 245 1,609 90.39% 1,571 2.42% 502110 Health/Life Insurance 18,610 18,610 1,673 13,762 73.95% 13,123 4.87% 502111 Medical In‐Lieu Pay ‐ ‐ 5 22 0.00% ‐ 100.00%502115 Unemployment Insurance 175 175 ‐ 161 92.00% 177 ‐9.04% 502120 Medicare/Fica 1,670 1,670 189 1,228 73.53% 1,111 10.53% 502130 Other Benefit Charges 985 985 117 770 78.17% 698 10.32% 602110 Office Expense 2,250 2,250 49 1,987 88.31% 1,601 24.11% 602115 Postage 500 500 87 358 71.60% 345 3.77%
602120 Books/Periodicals 100 100 ‐ 72 72.00% 66 9.09% 607100 Membership/Dues 1,130 ‐ 1,130 415 36.73% 415 0.00% 607110 Travel/Conference/Meetings 750 ‐ 750 ‐ 0.00% ‐ 0.00% * = Actual data is reported through March.

ATTACHMENT B

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Acct. No. Description % of Budget
FY 2021/22
Actual*
Administration ‐ Shin‐Heydorn
March 2023 General Fund Expenditures (75% of year)
FY 2022/23
Amended
Budget
Activity
During March
Year to Date
Actual *
FY 2022/23
Adopted
Budget
FY 2022/23
% Change
From Prior
Year
1400 City Clerk, Continued
607115 Training 2,500 ‐ 2,500 836 33.44% 70 1094.29% 608105 Professional Services 6,000 6,000 2,856 4,658 77.63% 4,040 15.30% 608140 Elections 40,000 42,865 42,864 42,864 100.00% 820 5127.32% 612105 Vehicle Replacement Charge 530 530 44 398 75.09% 435 ‐8.51% 612115 Liability Insurance Charge 6,055 ‐ 6,055 5,428 89.64% 6,027 ‐9.94% 1400 City Clerk Total 241,880 244,745 66,176 192,282 78.56% 136,663 40.70% 1510 Information Technology
501110 Salaries‐Regular 87,950 87,950 9,771 65,550 74.53% 59,420 10.32% 501115 Salaries‐Overtime 10,000 10,000 916 14,709 147.09% 4,183 251.64% 502100 Retirement Charges 28,020 28,020 3,432 22,671 80.91% 19,198 18.09% 502105 Workers Comp Insurance 1,250 1,250 180 1,231 98.48% 1,177 4.59% 502110 Health/Life Insurance 15,740 15,740 1,413 11,646 73.99% 11,041 5.48% 502115 Unemployment Insurance 160 160 ‐ 150 93.75% 161 ‐6.83% 502120 Medicare/Fica 1,230 1,230 144 1,081 87.89% 844 28.08% 502130 Other Benefit Charges 805 805 86 589 73.17% 523 12.62% 602140 Materials & Supplies 30,000 13,000 2,194 7,296 56.12% 9,559 ‐23.67% 603105 Equipment Maintenance 50,000 92,342 12,256 70,963 76.85% 21,374 232.01% 604100 Communications 125,900 125,900 7,305 73,266 58.19% 61,228 19.66% 608100 Contractual Services 284,750 286,610 (2,331) 161,760 56.44% 171,954 ‐5.93% 612105 Vehicle Replacement Charge 5,555 5,555 463 4,166 75.00% ‐ 100.00% 612115 Liability Insurance Charge 4,435 4,435 ‐ 3,976 89.65% 4,416 ‐9.96%701050 Computer Software 37,340 17,213 ‐ 17,213 100.00% 1,118 1439.62% 1510 Information Technology Total 683,135 690,210 35,829 456,267 66.11% 366,196 24.60% TOTAL ADMINISTRATION‐SHIN‐HEYDORN $ 1,941,790 $ 2,012,879 $ 197,848 $ 1,340,401 66.59% $ 1,107,345 21.05% * = Actual data is reported through March.

ATTACHMENT B

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Acct. No. Description
101 General Fund1410 Personnel/Risk Management501110 Salaries‐Regular $ 112,130 $ 156,565 $ 14,991 $ 82,823 52.90% 67,909$ 21.96% 501115 Salaries‐Overtime ‐ ‐ ‐ ‐ 0.00% 244 ‐100.00% 502100 Retirement 24,615 27,965 3,706 20,177 72.15% 15,611 29.25% 502105 Workers Comp Insurance 1,600 1,600 276 1,524 95.25% 1,345 13.31% 502110 Health/Life Insurance 15,740 15,740 1,426 11,698 74.32% 10,230 14.35% 502111 Medical In‐Lieu Pay ‐ ‐ ‐ ‐ 0.00% 500 ‐100.00% 502115 Unemployment Insurance 160 160 53 199 124.38% 161 23.60% 502120 Medicare/FICA 1,550 2,195 213 1,164 53.03% 977 19.14% 502130 Other Benefit Charges 965 1,125 132 729 64.80% 598 21.91% 602110 Office Expense 1,400 1,400 112 990 70.71% 33 2900.00% 602115 Postage 200 200 12 124 62.00% 110 12.73%
607100 Membership/Dues 725 725 ‐ 400 55.17% 475 ‐15.79% 607110 Travel/Conference/Meetings 2,000 2,000 ‐ ‐ 0.00% 350 ‐100.00% 607115 Training 6,000 4,060 ‐ 308 7.59% (140) 320.00% 607120 Education Reimbursement Program 10,000 10,000 ‐ 3,305 33.05% 625 428.80% 608105 Professional Services 10,000 10,000 875 9,599 95.99% 6,273 53.02%608125 Advertising/ Business Dev't 2,200 2,200 ‐ 725 32.95% 3,239 ‐77.62% 609125 Employee/Volunteer Recognition 12,000 12,000 94 9,768 81.40% 9,005 8.47% 612105 Vehicle Replacement Charge 495 495 41 371 74.95% 458 ‐19.00% 612115 Liability Insurance Charge 5,655 5,655 ‐ 5,070 89.66% 4,993 1.54% 701105 Equipment‐General ‐ 2,340 ‐ 2,338 99.91% ‐ 100.00% 702100 Office Furniture ‐ 700 686 686 98.00% ‐ 100.00% TOTAL ADMINISTRATION‐GUZMAN $ 207,435 $ 257,125 $ 22,617 $ 151,998 59.11% 122,996$ 23.58% Administration ‐ Guzman
March 2023 General Fund Expenditures (75% of year)
FY 2022/23
Amended
Budget
Activity During
March
Year to Date
Actual *
FY 2021/22
% of Budget Actual*
FY 2022/23
Adopted
Budget
FY 2022/23
% Change
From Prior
Year
* = Actual data is reported through March.

ATTACHMENT B

Page 6 of 26 ends

Acct. No. Description % of Budget
FY 2021/22
Actual*
101 General Fund1500 Finance501110 Salaries‐Regular $ 510,195 $ 495,195 $ 56,077 $ 345,659 69.80% 333,280$ 3.71%501115 Salaries‐Overtime 500 500 ‐ 385 77.00% 129 198.45%501120 Salaries‐Part Time 69,350 64,350 5,960 36,109 56.11% 29,499 22.41% 502100 Retirement 130,660 130,660 14,697 92,683 70.93% 88,864 4.30%502105 Workers Comp Insurance 8,470 8,470 1,141 7,026 82.95% 7,183 ‐2.19% 502110 Health/Life Insurance 49,700 49,700 4,363 35,978 72.39% 34,193 5.22% 502111 Medical In‐Lieu Pay 4,350 4,350 476 3,112 71.54% 4,450 ‐30.07% 502115 Unemployment Insurance 1,200 1,200 107 1,192 99.33% 932 27.90% 502120 Medicare/FICA 8,040 8,040 731 4,677 58.17% 4,518 3.52% 502130 Other Benefit Charges 4,875 4,875 496 3,060 62.77% 2,948 3.80% 602110 Office Expense 8,000 7,925 2,296 4,011 50.61% 2,496 60.70% 602115 Postage 5,000 5,000 276 1,859 37.18% 3,209 ‐42.07% 602120 Books/Periodicals 450 150 ‐ 65 43.33% 112 ‐41.96% 607100 Membership/Dues 795 995 ‐ 995 100.00% 302 229.47% 607110 Travel/Conference/Meetings 4,500 5,700 1,759 5,077 89.07% 2,028 150.35% 607115 Training 1,700 3,010 21 1,940 64.45% 430 351.16% 608105 Professional Services 107,500 113,175 2,302 50,433 44.56% 56,989 ‐11.50%608107 Financial Services 17,600 17,600 4,542 15,705 89.23% 10,044 56.36%608130 Temporary Help ‐ 16,435 ‐ 11,242 68.40% ‐ 100.00%611116 Payment to Other Agencies 1,900 ‐ 1,900 537 28.26% 587 ‐8.52% 612105 Vehicle Replacement Charge 3,105 3,105 259 2,329 75.01% 915 154.54% 612115 Liability Insurance Charge 32,885 32,885 ‐ 29,482 89.65% 27,657 6.60% 701100 Equipment‐Office ‐ 630 207 207 32.86% ‐ 100.00% Finance‐Bannigan
March 2023 General Fund Expenditures (75% of year)
FY 2022/23
Amended
Budget
Activity
During March
Year to Date
Actual *
% Change
From Prior
Year
FY 2022/23
Adopted
Budget
FY 2022/23
* = Actual data is reported through March.

ATTACHMENT B

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Acct. No. Description % of Budget
FY 2021/22
Actual*
Finance‐Bannigan
March 2023 General Fund Expenditures (75% of year)
FY 2022/23
Amended
Budget
Activity
During March
Year to Date
Actual *
% Change
From Prior
Year
FY 2022/23
Adopted
Budget
FY 2022/23
1500 Finance, Continued
702100 Furniture‐Office ‐                                    ‐                 600 130 21.67% ‐                100.00% 1500 Finance Total 970,775 976,450 95,710 653,893 66.97% 610,765 7.06% 1600 Non‐Departmental
602100 Special Dept Expense ‐                  ‐                 ‐                 ‐                 0.00% 892 ‐100.00% 610235 Economic Development Loan Repayment 125,000 350,000 53,221 121,401 34.69% ‐                100.00% 611105 Revenue Sharing‐City of Anaheim 40,000 40,000 ‐                 ‐                 0.00% ‐                0.00% 1600 Non‐Departmental Total 165,000 390,000 53,221 121,401 31.13% 892 13509.98% 101 GENERAL FUND TOTAL $ 1,135,775 $ 1,366,450 $ 148,931 $ 775,294 56.74% 611,657$ 26.75% 102 General Fund (Transactions & Use Tax)1500 Finance608105 Professional Services 6,300 6,300 ‐                 300 4.76% ‐                100.00% 1500 Finance Total 6,300 6,300 ‐                 300 4.76% ‐                100.00% 1600 Non‐Departmental
610235 Economic Development Loan Repayment 150,000            ‐                 ‐                 ‐                 0.00% ‐                0.00% 1600 Non‐Departmental Total 150,000 ‐                 ‐                 ‐                 0.00% ‐                0.00%102 TRANSACTIONS AND USE TAX TOTAL $ 156,300 $ 6,300 $ ‐ $ 300 4.76% $ ‐ 100.00% TOTAL FINANCE $ 1,292,075 $ 1,372,750 $ 148,931 $ 775,594 56.50% 611,657$ 26.80% * = Actual data is reported through March.

ATTACHMENT B

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Acct. No. Description % of Budget
101 General Fund1520 Emergency Services602140 Materials & Supplies $ 5,000 $ 5,000 $ ‐ $ ‐ 0.00% $ 55 ‐100.00% 608105 Professional Services ‐ ‐ 4,175 4,175 100.00% 44,364 ‐90.59% 1520 Emergency Services 5,000 9,175 ‐ 4,175 45.50% ‐ 44,419 90.60% 2100 Law Enforcement602100 Special Dept Expense 1,500 4,000 (203) 3,432 85.80% ‐ 100.00%602110 Office Expense 4,000 3,000 572 2,640 88.00% 2,099 25.77% 602145 Gas/Oil/Lube 3,000 1,500 219 999 66.60% 542 84.32% 604100 Communications 39,100 39,100 ‐ 28,840 73.76% 23,021 25.28% 608100 Contractual Services 18,155 18,155 1,513 13,617 75.00% 12,232 11.32% 608160 O.C.S.D. Contract 9,151,370 8,772,770 626,023 6,715,946 76.55% 5,967,416 12.54% 612105 Vehicle Replacement Charge 5,555 5,555 463 4,166 75.00% 6,525 ‐36.15% 2100 Law Enforcement Total 9,222,680 8,844,080 628,587 6,769,640 76.54% 6,011,835 12.61% 2200 Fire Protection602100 Special Department Expense 43,000 43,000 ‐ 22,523 52.38% 20,557 9.56%608185 O.C.F.A. Contract 3,463,190 3,163,190 719,007 2,444,147 77.27% 1,497,786 63.18% 2200 Fire Protection Total 3,506,190 3,206,190 719,007 2,466,670 76.93% 1,518,343 62.46% 2230 Ambulance Services608190 Contractual Ambulance Svcs 2,500 2,500 ‐ 1,085 43.40% 600 80.83% 2230 Ambulance Services Total 2,500 2,500 ‐ 1,085 43.40% 600 80.83%2300 Homeless Prevention610230 North SPA Navigation Center Cost Share ‐ 43,935 ‐ ‐ 0.00% ‐ 0.00% 2300 Homeless Total ‐ 43,935 ‐ ‐ 0.00% ‐ 0.00% 2400 Animal Control Services608170 Animal Control Services 200,965 200,965 102,103 166,930 83.06% 143,546 16.29% 2400 Animal Control Services Total 200,965 200,965 102,103 166,930 83.06% 143,546 16.29% % Change
From Prior
Year
FY 2021/22
Actual*
Public Safety‐Wren
March 2023 General Fund Expenditures (75% of year)
FY 2022/23
Amended
Budget
Activity
During March
Year to Date
Actual *
FY 2022/23
Adopted
Budget
FY 2022/23
* = Actual data is reported through March.

ATTACHMENT B

Page 9 of 26 ends

Acct. No. Description % of Budget
% Change
From Prior
Year
FY 2021/22
Actual*
Public Safety‐Wren
March 2023 General Fund Expenditures (75% of year)
FY 2022/23
Amended
Budget
Activity
During March
Year to Date
Actual *
FY 2022/23
Adopted
Budget
FY 2022/23
2500 Public Safety‐Other
501110 Salaries‐Regular 66,015 100,130 9,667 46,532 46.47% 43,496 6.98% 502100 Retirement Charges 14,530 25,455 2,724 12,173 47.82% 9,419 29.24% 502105 Workers Comp Insurance 895 1,395 178 856 61.36% 769 11.31% 502110 Health/Life Insurance 45 4,830 248 512 10.60% 297 72.39% 502111 Medical In‐Lieu Pay 2,100 2,100 179 1,492 71.05% 1,138 31.11% 502115 Unemployment Insurance 55 135 ‐ 56 41.48% 56 0.00% 502120 Medicare/FICA 890 1,360 143 696 51.18% 580 20.00% 502130 Other Benefit Charges 385 695 85 409 58.85% 342 19.59% 602100 Special Department Expense ‐ ‐ ‐ 37 0.00% 100 ‐63.00%602110 Office Expense 1,200 1,200 427 1,083 90.25% 941 15.09% 602115 Postage 250 250 ‐ ‐ 0.00% 1 ‐100.00% 602130 Clothing 4,500 5,200 2,980 5,147 98.98% 2,508 105.22%602135 Safety Equipment ‐ ‐ ‐ ‐ 0.00% 876 ‐100.00% 602140 Materials & Supplies ‐ ‐ ‐ ‐ 0.00% 64 ‐100.00% 607115 Training 700 ‐ ‐ ‐ 0.00% 41 ‐100.00% 608100 Contractual Services 4,680 4,680 ‐ 4,678 99.96% 4,678 0.00% 612115 Liability Insurance Charge 21,065 21,065 ‐ 18,885 89.65% 24,088 ‐21.60% 2500 Public Safety‐Other Total 117,310 168,495 16,631 92,556 54.93% 89,394 3.54% 4300 Parking Control501110 Salaries‐Regular 131,575 128,155 11,694 90,751 70.81% 101,851 ‐10.90%502115 Salaries‐Overtime 100 100 ‐ 50 50.00% 33 51.52% 501120 Salaries‐Part Time 14,250 14,250 1,685 10,554 74.06% 10,094 4.56% 502100 Retirement 40,415 40,135 3,554 28,494 71.00% 30,594 ‐6.86% 502105 Workers Comp Insurance 2,135 2,135 246 1,887 88.38% 2,217 ‐14.88% 502110 Health/Life Insurance 7,980 7,245 887 6,142 84.78% 9,430 ‐34.87% 502111 Medical In‐Lieu Pay 4,140 4,140 110 2,448 59.13% 2,918 ‐16.11% * = Actual data is reported through March.

ATTACHMENT B

Page 10 of 26 ends

Acct. No. Description % of Budget
% Change
From Prior
Year
FY 2021/22
Actual*
Public Safety‐Wren
March 2023 General Fund Expenditures (75% of year)
FY 2022/23
Amended
Budget
Activity
During March
Year to Date
Actual *
FY 2022/23
Adopted
Budget
FY 2022/23
4300 Parking Control, Continued502115 Unemployment Insurance 300 300 22 260 86.67% 378 ‐31.22% 502120 Medicare/FICA 2,075 2,020 194 1,489 73.71% 1,650 ‐9.76% 502130 Other Benefit Charges 1,290 245 104 805 328.57% 901 ‐10.65% 602110 Office Expense 4,500 4,500 ‐ 1,040 23.11% 5,302 ‐80.38% 602115 Postage 500 500 11 121 24.20% 159 ‐23.90%
602130 Clothing ‐ ‐ ‐ ‐ 0.00% 410 ‐100.00% 604100 Communications 660 660 55 311 47.12% 365 ‐14.79% 608105 Professional Services 30,000 30,000 2,338 13,592 45.31% 20,354 ‐33.22% 612105 Vehicle Replacement Charge 6,665 6,665 555 4,999 75.00% 5,325 ‐6.12% 4300 Parking Control Total 246,585 241,050 21,455 162,943 67.60% 191,981 ‐15.13%6200 Code Enforcement501110 Salaries‐Regular 406,370 398,535 41,825 283,058 71.02% 234,610 20.65% 502115 Salaries‐Overtime 100 480 ‐ 478 99.58% 14 3314.29%501120 Salaries‐Part Time 14,250 14,250 1,685 10,554 74.06% 10,094 4.56%502100 Retirement 107,805 107,310 12,080 80,471 74.99% 66,029 21.87% 502105 Workers Comp Insurance 6,150 6,150 801 5,402 87.84% 4,845 11.50% 502110 Health/Life Insurance 46,385 45,090 3,448 29,654 65.77% 30,030 ‐1.25% 502111 Medical In‐Lieu Pay 4,560 4,560 288 3,038 66.62% 2,795 8.69% 502115 Unemployment Insurance 775 775 22 679 87.61% 692 ‐1.88% 502120 Medicare/FICA 5,865 5,770 633 4,265 73.92% 3,519 21.20% 502130 Other Benefit Charges 3,590 3,520 369 2,496 70.91% 2,070 20.58% 602110 Office Expense 1,500 2,500 ‐ 1,761 70.44% ‐ 100.00%602115 Postage 1,000 1,000 200 632 63.20% 452 39.82% 602160 Code Enforcement Equipment 6,000 4,970 ‐ ‐ 0.00% 3,075 ‐100.00% 603105 Equipment Maintenance 1,000 1,000 ‐ ‐ 0.00% ‐ 0.00%607100 Membership/Dues 570 600 ‐ 500 83.33% 380 31.58% * = Actual data is reported through March.

ATTACHMENT B

Page 11 of 26 ends

Acct. No. Description % of Budget
% Change
From Prior
Year
FY 2021/22
Actual*
Public Safety‐Wren
March 2023 General Fund Expenditures (75% of year)
FY 2022/23
Amended
Budget
Activity
During March
Year to Date
Actual *
FY 2022/23
Adopted
Budget
FY 2022/23
6200 Code Enforcement, Continued607115 Training 1,000 1,000 106 531 53.10% 250 112.40% 608100 Contractual Services 4,000 4,000 315 2,520 63.00% 2,520 0.00% 608105 Professional Services 5,000 5,000 256 1,755 35.10% 2,604 ‐32.60% 612105 Vehicle Replacement Charge 21,110 21,110 1,759 15,833 75.00% 6,795 133.01% 6200 Code Enforcement Total 637,030 627,620 63,787 443,627 70.68% 370,774 19.65% 101 GENERAL FUND TOTAL $ 13,938,260 $ 13,344,010 $ 1,551,570 $ 10,107,626 75.75% $ 8,370,892 20.75% 102 General Fund (Transactions & Use Tax)2100 Law Enforcement608160 O.C.S.D. Contract 3,848,700 4,227,300 416,448 2,982,248 70.55% 3,050,714 ‐2.24% 2100 Law Enforcement Total 3,848,700 4,227,300 416,448 2,982,248 70.55% 3,050,714 ‐2.24% 2200 Fire Protection608185 O.C.F.A. Contract 1,800,000 2,100,000 596,782 1,503,218 71.58% 1,068,989 40.62% 2200 Fire Protection Total 1,800,000 2,100,000 596,782 1,503,218 71.58% 1,068,989 40.62% 102 TRANSACTIONS AND USE TAX TOTAL $ 5,648,700 $ 6,327,300 $ 1,013,230 $ 4,485,466 70.89% $ 4,119,703 8.88% TOTAL PUBLIC SAFETY $ 19,586,960 $ 19,671,310 $ 2,564,800 $ 14,593,092 74.18% $ 12,490,595 16.83% * = Actual data is reported through March.

ATTACHMENT B

Page 12 of 26 ends

Acct. No. Description % of Budget
FY 2021/22
Actual*
101 General Fund
3000 Public Works Administration501110 Salaries‐Regular 362,485 $ $ 381,400 $ 41,185 $ 254,223 66.66% $ 203,578 24.88% 501120 Salaries‐Part Time 20,430 20,430 1,719 11,027 53.97% 12,088 ‐8.78%502100 Retirement Charges 82,100 83,410 10,371 63,370 75.97% 49,215 28.76% 502105 Workers Comp Insurance 5,455 5,455 789 4,827 88.49% 4,270 13.04% 502110 Health/Life Insurance 30,250 33,680 4,312 32,911 97.72% 19,931 65.12% 502111 Medical In‐Lieu Pay 6,000 6,000 ‐ 875 14.58% 3,900 ‐77.56% 502115 Unemployment Insurance 645 645 31 839 130.08% 793 5.80% 502120 Medicare/FICA 5,260 5,505 611 3,776 68.59% 3,126 20.79% 502130 Other Benefit Charges 2,945 4,940 363 2,241 45.36% 1,798 24.64% 602110 Office Expense 2,000 1,840 64 536 29.13% ‐ 100.00%602115 Postage 100 200 2 121 60.50% ‐ 100.00% 602120 Books/Periodicals 200 40 ‐ ‐ 0.00% ‐ 0.00% 607100 Membership/Dues 750 1,135 ‐ 1,133 99.82% ‐ 100.00%607110 Travel/Conference/Meetings 1,300 2,300 ‐ 706 30.70% 552 27.90% 607115 Training 1,000 515 ‐ ‐ 0.00% ‐ 0.00%608130 Temporary Staffing ‐ ‐ ‐ ‐ 0.00% 16,480 ‐100.00% 612105 Vehicle Replacement Charge 5,555 5,555 463 4,166 75.00% ‐ 100.00% 612115 Liability Insurance Charge 34,375 34,375 ‐ 30,818 89.65% 32,671 ‐5.67%3000 Public Works Administration Total 560,850 587,425 59,910 411,569 70.06% 348,402 18.13% 3100 Engineering501110 Salaries‐Regular 58,380 58,380 7,206 46,360 79.41% 26,641 74.02% 501115 Salaries‐Overtime 300 10,830 ‐ 10,832 100.02% ‐ 100.00% 502100 Retirement 13,730 13,730 1,807 11,746 85.55% 5,629 108.67% 502105 Workers Comp Insurance 885 885 133 869 98.19% 528 64.58% % Change
From Prior
Year
Public Works‐Rangel
March 2023 General Fund Expenditures (75% of year)
FY 2022/23
Amended
Budget
Activity
During March
Year to Date
Actual *
FY 2022/23
Adopted
Budget
FY 2022/23
* = Actual data is reported through March.

ATTACHMENT B

Page 13 of 26 ends

Acct. No. Description % of Budget
FY 2021/22
Actual*
% Change
From Prior
Year
Public Works‐Rangel
March 2023 General Fund Expenditures (75% of year)
FY 2022/23
Amended
Budget
Activity
During March
Year to Date
Actual *
FY 2022/23
Adopted
Budget
FY 2022/23
3100 Engineering, Continued502110 Health/Life Insurance 8,240 8,240 607 5,604 68.01% 2,656 110.99% 502111 Medical In‐Lieu Pay ‐ ‐ 11 136 0.00% ‐ 100.00%502115 Unemployment Insurance 105 ‐ 105 120 114.29% 161 ‐25.47% 502120 Medicare/FICA 835 835 104 829 99.28% 382 117.02% 502130 Other Benefit Charges 535 535 63 416 77.76% 234 77.78% 602110 Office Expense ‐ ‐ ‐ ‐ 0.00% 76 ‐100.00% 602115 Postage ‐ ‐ ‐ ‐ 0.00% 15 ‐100.00% 602120 Books/Periodicals ‐ 160 ‐ 159 99.38% ‐ 100.00% 602130 Clothing ‐ 60 ‐ 54 90.00% ‐ 100.00%602140 Materials & Supplies 2,500 2,500 ‐ ‐ 0.00% 634 ‐100.00%607100 Membership/Dues 950 950 ‐ 350 36.84% 900 ‐61.11% 607110 Travel/Conference/Meetings ‐ ‐ ‐ ‐ 0.00% 111 ‐100.00% 608110 Engineering Services 129,240 138,625 ‐ 78,697 56.77% 15,987 392.26% 608115 Inspection Services ‐ 15,000 1,560 2,520 16.80% ‐ 100.00% 608120 Plan Checking Services 33,300 18,300 6,835 6,835 37.35% 1,548 341.54% 608135 Microfilming 3,000 3,000 ‐ ‐ 0.00% ‐ 0.00% 612105 Vehicle Replacement Charge 6,665 6,665 555 4,999 75.00% 510 880.20% 3100 Engineering Total 258,665 278,800 18,881 170,526 61.16% 56,012 204.45% 3200 Public Facilities
501110 Salaries‐Regular 23,510 57,935 5,922 49,706 85.80% 44,868 10.78% 501115 Salaries‐Overtime 2,000 2,500 768 1,892 75.68% 924 104.76% 502100 Retirement 5,310 13,165 1,457 12,301 93.44% 10,470 17.49% 502105 Workers Comp Insurance 345 875 109 918 104.91% 888 3.38% 502110 Health/Life Insurance 4,790 11,805 707 6,427 54.44% 5,716 12.44% 502111 Medical In‐Lieu Pay ‐ ‐ 18 18 0.00% ‐ 100.00% * = Actual data is reported through March.

ATTACHMENT B

Page 14 of 26 ends

Acct. No. Description % of Budget
FY 2021/22
Actual*
% Change
From Prior
Year
Public Works‐Rangel
March 2023 General Fund Expenditures (75% of year)
FY 2022/23
Amended
Budget
Activity
During March
Year to Date
Actual *
FY 2022/23
Adopted
Budget
FY 2022/23
3200 Public Facilities, Continued
502115 Unemployment Insurance 80 205 6 102 49.76% 228 ‐55.26% 502120 Medicare/FICA 330 810 97 748 92.35% 664 12.65%
502130 Other Benefit Charges 220 375 52 439 117.07% 395 11.14% 602100 Special Dept Expense 7,885 7,885 (352) 1,159 14.70% 1,131 2.48% 602110 Office Expense 1,100 1,100 ‐ 211 19.18% ‐ 100.00% 602125 Small Tools ‐ 1,000 491 491 49.10% ‐ 100.00%
602130 Clothing 5,625 5,625 (266) 2,185 38.84% 1,629 34.13%602135 Safety Equipment 500 500 ‐ 129 25.80% 107 20.56% 602140 Materials & Supplies 8,000 7,000 188 4,542 64.89% 2,572 76.59% 603105 Equipment Maintenance ‐ 18,870 ‐ 18,868 99.99% ‐ 100.00% 603110 Building Maintenance 129,740 132,945 7,825 72,279 54.37% 53,611 34.82% 604100 Communications 40,000 40,000 (149) 3,758 9.40% 4,005 ‐6.17%604105 Utilities 170,000 170,000 11,943 124,430 73.19% 107,614 15.63% 607115 Training ‐ 100 91 91 91.00% ‐ 100.00%608100 Contractual Services 165,800 162,600 22,688 111,962 68.86% 50,493 121.74% 611110 O.C. Sanitation District User Fee 14,700 13,810 ‐ 13,801 99.93% 13,985 ‐1.32% 612105 Vehicle Replacement Charge 36,105 36,105 3,009 27,079 75.00% 2,745 886.48% 701105 Equipment‐General 200,000 140,270 ‐ 119,057 84.88% ‐ 100.00% 704100 Equipment‐General ‐ 44,545 3,590 18,452 41.42% ‐ 100.00% 3200 Public Facilities Total 816,040 870,025 58,194 591,045 67.93% 302,045 95.68% 3300 Crossing Guard608175 Crossing Guard Services 45,165 45,165 4,549 31,095 68.85% 26,632 16.76% 3300 Crossing Guard Total 45,165 45,165 4,549 31,095 68.85% 26,632 16.76% 3400 Parks Maintenance501110 Salaries‐Regular 85,165 70,050 6,692 55,474 79.19% 50,623 9.58% * = Actual data is reported through March.

ATTACHMENT B

Page 15 of 26 ends

Acct. No. Description % of Budget
FY 2021/22
Actual*
% Change
From Prior
Year
Public Works‐Rangel
March 2023 General Fund Expenditures (75% of year)
FY 2022/23
Amended
Budget
Activity
During March
Year to Date
Actual *
FY 2022/23
Adopted
Budget
FY 2022/23
3400 Parks Maintenance, Continued501115 Salaries‐Overtime 3,000 ‐ 3,000 1,265 42.17% 2,568 ‐50.74% 502100 Retirement 18,700 15,360 1,646 13,572 88.36% 11,768 15.33% 502105 Workers Comp Insurance 1,220 1,020 123 1,026 100.59% 1,002 2.40%502110 Health/Life Insurance 11,055 8,080 1,184 8,561 105.95% 7,861 8.90%502111 Medical In‐Lieu Pay 840 840 44 569 67.74% 612 ‐7.03% 502115 Unemployment Insurance 220 175 5 166 94.86% 231 ‐28.14% 502120 Medicare/Fica 1,160 950 98 831 87.47% 780 6.54%
502130 Other Benefit Charges 760 490 59 491 100.20% 445 10.34% 602100 Special Dept Expense 7,000 7,000 118 3,149 44.99% 595 429.24% 603105 Equipment Maintenance 17,000 17,000 748 6,875 40.44% 8,817 ‐22.03% 604105 Utilities 180,000 180,000 14,817 117,465 65.26% 112,856 4.08% 605100 Land Lease 5,000 5,000 ‐ 2,661 53.22% 5,834 ‐54.39%608100 Contractual Services 126,100 112,100 4,875 49,625 44.27% 61,982 ‐19.94% 612105 Vehicle Replacement Charge 8,890 8,890 741 6,667 74.99% 3,341 99.55% 3400 Parks Maintenance Total 466,110 429,955 31,150 268,397 62.42% 269,315 ‐0.34% 3500 Street Maintenance501110 Salaries‐Regular 114,550 81,625 8,695 54,137 66.32% 73,596 ‐26.44% 501115 Salaries‐Overtime 6,000 6,000 517 2,525 42.08% 3,334 ‐24.27% 502100 Retirement 26,235 19,020 2,133 13,350 70.19% 17,033 ‐21.62% 502105 Workers Comp Insurance 1,705 1,290 160 1,004 77.83% 1,457 ‐31.09% 502110 Health/Life Insurance 14,455 8,045 1,180 7,803 96.99% 11,959 ‐34.75%502111 Medical In‐Lieu Pay 2,310 2,230 149 1,593 71.43% 1,684 ‐5.40% 502115 Unemployment Insurance 330 235 5 184 78.30% 391 ‐52.94% 502120 Medicare/FICA 1,650 1,190 136 844 70.92% 1,139 ‐25.90% 502130 Other Benefit Charges 1,070 280 77 480 171.43% 648 ‐25.93% * = Actual data is reported through March.

ATTACHMENT B

Page 16 of 26 ends

Acct. No. Description % of Budget
FY 2021/22
Actual*
% Change
From Prior
Year
Public Works‐Rangel
March 2023 General Fund Expenditures (75% of year)
FY 2022/23
Amended
Budget
Activity
During March
Year to Date
Actual *
FY 2022/23
Adopted
Budget
FY 2022/23
3500 Street Maintenance, Continued602100 Special Dept Expense 3,000 3,000 500 2,288 76.27% ‐ 100.00% 602125 Small Tools 4,000 4,000 522 582 14.55% 548 6.20% 602140 Materials & Supplies 65,000 65,000 7,495 32,790 50.45% 19,542 67.79% 603105 Equipment Maintenance 2,000 2,000 175 312 15.60% 1,161 ‐73.13% 608100 Contractual Services 195,000 195,000 15,622 130,343 66.84% 121,602 7.19% 612105 Vehicle Replacement Charge 10,830 10,830 903 8,123 75.00% 13,673 ‐40.59% 710190 Pavement Maintenance 60,000 60,000 443 31,929 53.22% 3,800 740.24% 3500 Street Maintenance Total 508,135 459,745 38,712 288,287 62.71% 271,567 6.16% 3600 Storm Drain Maintenance501115 Salaries‐Overtime ‐ 180 179 179 99.44% ‐ 100.00% 502120 Medicare/FICA ‐ ‐ 3 3 0.00% ‐ 100.00% 603100 Emergency Maintenance Services 10,000 24,000 77 2,198 9.16% ‐ 100.00% 608100 Contractual Services ‐ 500 ‐ 500 100.00% ‐ 100.00%608155 Storm Water Monitor Program 119,860 150,955 4,051 116,884 77.43% 79,198 47.58% 3600 Storm Drain Maintenance Total 129,860 175,635 4,310 119,764 68.19% 79,198 51.22% 6300 Graffiti Abatement501110 Salaries‐Regular 41,815 39,900 4,475 23,024 57.70% 6,301 265.40% 501115 Salaries‐Overtime 8,000 6,790 364 5,962 87.81% 1,526 290.69% 502100 Retirement Charges 9,410 9,520 1,094 5,778 60.69% 1,444 300.14% 502105 Workers Comp Insurance 615 700 82 436 62.29% 125 248.80% 502110 Health/Life Insurance 8,145 7,890 684 3,810 48.29% 1,485 156.57% 502111 Medical In‐Lieu Pay ‐ ‐ 53 53 0.00% ‐ 100.00% 502115 Unemployment Insurance 135 155 10 102 65.81% 57 78.95% 502120 Medicare/FICA 585 565 71 421 74.51% 113 272.57%
502130 Other Benefit Charges 390 355 39 208 58.59% 55 278.18%6300 Graffiti Abatement , Continued * = Actual data is reported through March.

ATTACHMENT B

Page 17 of 26 ends

Acct. No. Description % of Budget
FY 2021/22
Actual*
% Change
From Prior
Year
Public Works‐Rangel
March 2023 General Fund Expenditures (75% of year)
FY 2022/23
Amended
Budget
Activity
During March
Year to Date
Actual *
FY 2022/23
Adopted
Budget
FY 2022/23
602140 Materials & Supplies 25,000 25,000 313 13,687 54.75% 12,712 7.67% 603105 Equipment Maintenance 6,000 6,000 1,142 1,142 19.03% 1,001 14.09%612105 Vehicle Replacement Charge 10,275 10,275 856 7,706 75.00% 10,350 ‐25.55% 6300 Graffiti Abatement Total 110,370 107,150 9,183 62,329 58.17% 35,169 77.23% TOTAL PUBLIC WORKS $ 2,895,195 $ 2,953,900 $ 224,889 $ 1,943,012 65.78% $ 1,388,340 39.95% * = Actual data is reported through March.

ATTACHMENT B

Page 18 of 26 ends

Acct. No. Description
% of
Budget
FY 2021/22
Actual*
101 General Fund
4000 Community Development Administration
501110 Salaries‐Regular 189,955 $ $ 158,550 $ 12,322 $ 103,314 65.16% $ 121,475 ‐14.95% 501115 Salaries‐Overtime ‐ ‐ 15 12 80.00% 297 ‐95.96% 502100 Retirement Charges 43,370 36,750 3,232 25,820 70.26% 28,924 ‐10.73% 502105 Workers Comp Insurance 2,845 2,415 227 1,901 78.72% 2,405 ‐20.96% 502110 Health/Life Insurance 8,680 8,615 905 5,803 67.36% 9,229 ‐37.12% 502111 Medical In‐Lieu Pay ‐ ‐ 10 24 0.00% ‐ 100.00% 502115 Unemployment Insurance 225 145 113 148 102.07% 185 ‐20.00% 502120 Medicare/FICA 2,675 2,260 179 1,471 65.09% 1,728 ‐14.87% 502130 Other Benefit Charges 1,260 985 108 909 92.28% 1,069 ‐14.97% 602110 Office Expense 1,000 1,000 38 732 73.20% 1,020 ‐28.24%602120 Books/Periodicals 1,200 980 ‐ 14 1.43% 178 ‐92.13%607100 Membership/Dues 1,600 1,600 ‐ ‐ 0.00% 969 ‐100.00% 607110 Travel/Conference/Meetings ‐ ‐ ‐ ‐ 0.00% 22 ‐100.00% 607115 Training 1,200 1,200 ‐ ‐ 0.00% 289 ‐100.00% 612105 Vehicle Replacement Charge 965 965 80 724 75.03% ‐ 100.00% 612115 Liability Insurance Charge 53,940 53,940 ‐ 48,358 89.65% 45,281 6.80% 702100 Office Furniture ‐ 220 ‐ 217 98.64% ‐ 100.00% 4000 Community Development Administration Total 308,915 269,640 17,214 189,447 70.26% 213,071 ‐11.09% 4100 Planning501110 Salaries‐Regular 302,790 275,185 28,353 144,838 52.63% 145,936 ‐0.75% 501115 Salaries‐Overtime 1,200 1,185 152 347 29.28% 867 ‐59.98% 501125 Salaries‐Appointed 9,000 9,000 969 6,300 70.00% 6,923 ‐9.00% 502100 Retirement 72,645 66,420 6,625 35,432 53.35% 33,643 5.32% 502105 Workers Comp Insurance 4,630 4,630 522 2,666 57.58% 2,890 ‐7.75% 502110 Health/Life Insurance 61,270 55,770 2,253 18,173 32.59% 16,532 9.93% 4100 Planning, Continued
Community Development‐Landavazo
March 2023 General Fund Expenditures (75% of year)
FY 2022/23
Amended
Budget
Activity During
March
Year to Date
Actual *
% Change
From Prior
Year
FY 2022/23
Adopted
Budget
FY 2022/23
* = Actual data is reported through March.

ATTACHMENT B

Page 19 of 26 ends

Acct. No. Description
% of
Budget
FY 2021/22
Actual*
Community Development‐Landavazo
March 2023 General Fund Expenditures (75% of year)
FY 2022/23
Amended
Budget
Activity During
March
Year to Date
Actual *
% Change
From Prior
Year
FY 2022/23
Adopted
Budget
FY 2022/23
502111 Medical In‐Lieu Pay                 ‐                 ‐ ‐                  450 0.00% ‐ 100.00% 502115 Unemployment Insurance 770 770 ‐                  518 67.27% 349 48.42% 502120 Medicare/FICA 4,475 4,080 426 2,189 53.65% 2,226 ‐1.66% 502130 Other Benefit Charges 3,510 3,160 250 1,275 40.35% 1,284 ‐0.70%602110 Office Expense ‐ 885 (60) 25 2.82% 49 ‐48.98% 602115 Postage 750 750 77 (2) ‐0.27% 247 ‐100.81%
602140 Materials & Supplies 1,000 115 ‐                  115 100.00% ‐ 100.00% 607100 Membership/Dues 2,500 2,500 ‐                  ‐                 0.00% 721 ‐100.00% 607110 Travel/Conference/Meetings 8,200 8,200 (397) 630 7.68% 114 452.63% 607115 Training 3,050 3,050 ‐                  ‐                 0.00% ‐ 100.00% 608100 Contractual Services 4,000 4,000 ‐                  ‐                 0.00% 1,706 ‐100.00%608105 Professional Services 25,000 277,915 ‐                  11,083 3.99% 148,725 ‐92.55% 608135 Microfilming 5,000 5,000 ‐                  ‐                 0.00% ‐ 0.00%612105 Vehicle Replacement Charge 1,870 1,870 156 1,402 74.97% 458 206.11% 4100 Planning Total 511,660 724,485 39,326 225,441 31.12% 362,670 ‐37.84% 4200 Building Regulation
501110 Salaries‐Regular 260,695 35,950 5,836 18,795 52.28% 36,773 ‐48.89% 502100 Retirement 62,630 8,110 1,443 4,450 54.87% 8,594 ‐48.22% 502105 Workers Comp Insurance 3,970 540 107 346 64.07% 728 ‐52.47% 502110 Health/Life Insurance 48,910 4,615 154 2,006 43.47% 6,405 ‐68.68% 502111 Medical In‐Lieu Pay ‐ ‐                 350 416 0.00% 271 53.51% 502115 Unemployment Insurance 485 165 ‐                  ‐                 0.00% 265 ‐100.00% 502120 Medicare/FICA 3,730 510 90 279 54.71% 537 ‐48.04% 502130 Other Benefit Charges 2,310 265 51 165 62.26% 324 ‐49.07%602110 Office Expense 500 500 ‐                  95 19.00% 83 14.46% 602115 Postage 700 700 38 120 17.14% 14 757.14%
* = Actual data is reported through March.

ATTACHMENT B

Page 20 of 26 ends

Acct. No. Description
% of
Budget
FY 2021/22
Actual*
Community Development‐Landavazo
March 2023 General Fund Expenditures (75% of year)
FY 2022/23
Amended
Budget
Activity During
March
Year to Date
Actual *
% Change
From Prior
Year
FY 2022/23
Adopted
Budget
FY 2022/23
4200 Building Regulation, Continued
602120 Books/Periodicals 1,000                ‐                  1,000 ‐                 0.00% ‐ 0.00% 607100 Membership/Dues 1,200 1,200 ‐                  ‐                 0.00% ‐ 0.00%607110 Travel/Conference/Meetings 500 500 ‐                  ‐                 0.00% ‐ 0.00% 607115 Training 1,000 1,000 ‐                  ‐                 0.00% ‐ 0.00% 608115 Inspection Services 50,000 224,740 ‐                  ‐                 0.00% 233,479 ‐100.00% 608120 Plan Checking Services 70,000 70,000 ‐                  ‐                 0.00% ‐ 0.00% 608130 Temporary Help ‐ 157,835 ‐                  ‐                 0.00% ‐ 0.00%608135 Microfilming 4,000 4,000 ‐                  ‐                 0.00% ‐ 0.00%611116 Payment to Other Agencies 2,250                ‐                  2,250 317 14.09% 362 ‐12.43% 612105 Vehicle Replacement Charge 11,110 11,110 926 8,332 75.00% ‐ 100.00% 4200 Building Regulation Total 524,990 524,990 8,995 35,321 6.73% 287,835 ‐87.73% 4400 Economic Development
607100 Membership/Dues 2,000 2,000 ‐                  570 28.50% 570 0.00% 607110 Travel/Conference/Meetings ‐ 140 ‐                  137 97.86% ‐ 100.00% 607115 Training 2,500 2,360 ‐                  ‐                 0.00% ‐ 0.00% 608100 Contractual Services 2,250 2,250 ‐                  ‐                 0.00% ‐ 0.00% 608145 Information Technology 18,750 18,750 ‐                  ‐                 0.00% ‐ 0.00% 609100 Special Events 12,300 12,300 ‐                  ‐                 0.00% ‐ 0.00%4400 Economic Development Total 37,800 37,800 ‐                  707 1.87% 570 24.04% 101 GENERAL FUND TOTAL $ 1,383,365 $ 1,556,915 $ 65,535 $ 450,916 28.96% $ 864,146 ‐47.82% 102 General Fund (Transactions & Use Tax)
4100 Planning608105 Professional Services ‐ ‐                 ‐                  ‐                 0.00% 5,310 ‐100.00% 102 TRANSACTIONS AND USE TAX TOTAL $ ‐ $ ‐ $ ‐ $ ‐ 0.00% $ 5,310 ‐100.00% TOTAL COMMUNITY DEVELOPMENT $ 1,383,365 $ 1,556,915 $ 65,535 $ 450,916 28.96% $ 869,456 ‐48.14% * = Actual data is reported through March.

ATTACHMENT B

Page 21 of 26 ends

Acct. No. Description % of Budget
101 General Fund
5000 Public Information Office501110 Salaries‐Regular $ 93,255 $ 86,465 $ 9,109 $ 56,515 65.36% $ 47,901 17.98% 502100 Retirement Charges 22,025 20,400 2,252 13,971 68.49% 11,085 26.04% 502105 Workers Comp Insurance 1,400 1,400 168 1,040 74.29% 948 9.70% 502110 Health/Life Insurance 22,065 20,440 276 2,282 11.16% 6,777 ‐66.33% 502111 Medical In‐Lieu Pay ‐ ‐ 350 2,975 0.00% ‐ 100.00% 502115 Unemployment Insurance 200 200 ‐ 289 144.50% 174 66.09% 502120 Medicare/FICA 1,320 1,225 137 863 70.45% 694 24.35% 502130 Other Benefit Charges 860 780 80 497 63.72% 422 17.77% 602113 Social Media 2,750 3,050 27 2,677 87.77% 1,382 93.70% 607100 Membership/Dues ‐ ‐ ‐ ‐ 0.00% 252 ‐100.00% 608105 Professional Services ‐ ‐ ‐ ‐ 0.00% 375 ‐100.00% 5000 Public Information Office 143,875 133,960 12,399 81,109 60.55% 70,010 15.85% 5100 Community Services Administration501110 Salaries‐Regular 323,640 323,640 35,069 213,488 65.96% 195,086 9.43% 501120 Salaries‐Part Time ‐ ‐ 180 2,360 0.00% 2,314 1.99%502100 Retirement 78,065 78,065 9,658 58,474 74.90% 50,949 14.77% 502105 Workers Comp Insurance 4,510 4,510 649 4,003 88.76% 3,909 2.40% 502110 Health/Life Insurance 26,980 26,980 2,507 19,810 73.42% 19,666 0.73% 502111 Medical In‐Lieu Pay 6,000 6,000 500 4,063 67.72% 4,625 ‐12.15% 502115 Unemployment Insurance 445 445 ‐ 413 92.81% 453 ‐8.83% 502120 Medicare/FICA 4,420 4,420 504 3,067 69.39% 2,793 9.81% 502130 Other Benefit Charges 2,430 2,430 309 1,881 77.41% 1,718 9.49% 602100 Special Dept Expense 9,700 15,060 637 8,137 54.03% 75,875 ‐89.28% 602110 Office Expense 3,185 2,985 12 2,491 83.45% 2,049 21.57% Community Service ‐ Bobadilla
March 2023 General Fund Expenditures (75% of year)
FY 2022/23
Amended
Budget
Activity
During
March
Year to Date
Actual *
FY 2021/22
Actual*
FY 2022/23
Adopted
Budget
FY 2022/23
% Change
From Prior
Year
* = Actual data is reported through March.

ATTACHMENT B

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Acct. No. Description % of Budget
Community Service ‐ Bobadilla
March 2023 General Fund Expenditures (75% of year)
FY 2022/23
Amended
Budget
Activity
During
March
Year to Date
Actual *
FY 2021/22
Actual*
FY 2022/23
Adopted
Budget
FY 2022/23
% Change
From Prior
Year
5100 Community Services Administration, Continued
602115 Postage 400 ‐ 490 489 99.80% 375 30.40% 603110 Building Maintenance 10,485 11,450 450 6,400 55.90% 3,978 60.88% 607100 Membership/Dues 550 550 ‐ 55 10.00% 892 ‐93.83% 607115 Training 6,150 6,800 (366) 4,043 59.46% 295 1270.51% 609100 Special Events 17,900 21,200 479 15,013 70.82% 10,436 43.86%612105 Vehicle Replacement Charge 12,945 12,945 1,079 9,709 75.00% 5,884 65.01% 612115 Liability Insurance Charge 75,215 75,215 ‐ 67,432 89.65% 50,693 33.02% 5100 Community Services Administration Total 583,020 593,185 51,667 421,328 71.03% 431,990 ‐2.47% 5200 Community Center Operations501110 Salaries‐Regular 36,385 36,385 3,495 20,743 57.01% 19,359 7.15% 501115 Salaries‐Overtime ‐ ‐ ‐ ‐ 0.00% 164 ‐100.00% 501120 Salaries‐Part Time 115,220 115,220 3,339 31,377 27.23% 22,498 39.47%502100 Retirement 17,560 17,560 1,285 7,629 43.45% 5,066 50.59% 502105 Workers Comp Insurance 2,200 2,200 126 959 43.59% 829 15.68% 502110 Health/Life Insurance 4,785 4,785 382 3,236 67.63% 2,887 12.09% 502111 Medical In‐Lieu Pay 2,700 2,700 243 1,879 69.59% 2,125 ‐11.58% 502115 Unemployment Insurance 805 805 36 245 30.43% 304 ‐19.41% 502120 Medicare/FICA 2,130 2,130 103 783 36.76% 640 22.34% 502130 Other Benefit Charges 1,925 1,925 32 198 10.29% 182 8.79% 602100 Special Dept Expense 4,000 12,585 (1,054) 1,621 12.88% 2,789 ‐41.88% 602110 Office Expense 1,000 700 (358) 522 74.57% 451 15.74% 603110 Building Maintenance 6,695 2,395 125 2,254 94.11% 3,732 ‐39.60% 612105 Vehicle Replacement Charge 395 395 33 296 74.94% 296 0.00% 702100 Furniture‐Office 6,500 ‐ ‐ ‐ 0.00% ‐ 0.00%5200 Community Center Operations 202,300 199,785 7,787 71,742 35.91% 61,322 16.99% * = Actual data is reported through March.

ATTACHMENT B

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Acct. No. Description % of Budget
Community Service ‐ Bobadilla
March 2023 General Fund Expenditures (75% of year)
FY 2022/23
Amended
Budget
Activity
During
March
Year to Date
Actual *
FY 2021/22
Actual*
FY 2022/23
Adopted
Budget
FY 2022/23
% Change
From Prior
Year
5300 Park Operations501110 Salaries‐Regular 77,735 77,735 11,461 57,448 73.90% 50,911 12.84% 501115 Salaries‐Overtime ‐ ‐ 81 1,223 0.00% 1,741 ‐29.75% 501120 Salaries‐Part Time 116,440 116,440 8,652 94,871 81.48% 79,466 19.39% 502100 Retirement 17,635 17,635 2,618 13,994 79.35% 11,898 17.62% 502105 Workers Comp Insurance 2,840 2,840 370 2,803 98.70% 2,581 8.60% 502110 Health/Life Insurance 9,575 9,575 876 7,230 75.51% 6,893 4.89% 502111 Medical In‐Lieu Pay 1,200 1,200 348 1,964 163.67% 1,050 87.05% 502115 Unemployment Insurance 1,125 1,125 162 857 76.18% 1,507 ‐43.13% 502120 Medicare/FICA 2,720 2,720 298 2,254 82.87% 1,934 16.55%502130 Other Benefit Charges 2,655 2,655 105 553 20.83% 488 13.32% 602100 Special Dept Expense 4,000 7,350 1,899 2,279 31.01% 2,627 ‐13.25% 602110 Office Expense 3,000 850 72 514 60.47% 168 205.95% 5300 Park Operations 238,925 240,125 26,942 185,990 77.46% 161,264 15.33% 5400 Senior Citizens Programs
501110 Salaries‐Regular 18,195 18,195 2,365 12,154 66.80% 12,706 ‐4.34% 501115 Salaries‐Overtime ‐ ‐ ‐ ‐ 0.00% 74 ‐100.00% 501120 Salaries‐Part Time 38,645 38,645 6,740 33,544 86.80% 16,726 100.55% 502100 Retirement 4,225 4,225 585 3,004 71.10% 2,969 1.18% 502105 Workers Comp Insurance 830 830 168 841 101.33% 583 44.25% 502110 Health/Life Insurance 2,395 2,395 245 1,827 76.28% 1,847 ‐1.08%502111 Medical In‐Lieu Pay ‐ ‐ 174 1,043 0.00% 900 15.89% 502115 Unemployment Insurance 320 320 124 344 107.50% 158 117.72% 502120 Medicare/FICA 780 780 135 678 86.92% 441 53.74%502130 Other Benefit Charges 770 770 24 124 16.10% 120 3.33% 609200 Senior Citizen Program 1,200 1,400 225 932 66.57% 716 30.17% 5400 Senior Citizens Programs 67,360 67,560 10,785 54,491 80.66% 37,240 46.32% * = Actual data is reported through March.

ATTACHMENT B

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ATTACHMENT B

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Acct. No.

Description
% of Budget
101 General Fund1600 Non‐Departmental800250 Transfer to FACT Grant 46,470 $ $ ‐ 46,470 $ $ 34,890 75.08% $ 10,379 236.16%800251 Transfer to Senior Transportation Fund 11,045 11,045 816 5,926 53.65% 6,646 ‐10.83% 800280 Transfer to SCP Maintenance Fund 59,200 59,200 4,933 44,400 75.00% 30,855 43.90% 800305 Transfer to Capital Projects Fund 180,000 209,000 ‐ ‐ 0.00% ‐ 0.00% 101 GENERAL FUND TOTAL $ 296,715 $ 325,715 $ 5,749 $ 85,216 26.16% $ 47,880 77.98% 102 General Fund1600 Non‐Departmental800603 Transfer to Liab/Risk Mgmt Fund ‐ ‐ ‐ ‐ 0.00% 121,530 ‐100.00% 102 TRANSACTIONS AND USE TAX TOTAL $ ‐ $ ‐ $ ‐ $ ‐ 0.00% $ 121,530 ‐100.00% TOTAL TRANSFERS OUT $ 296,715 $ 325,715 $ 5,749 $ 85,216 26.16% $ 169,410 ‐49.70% Transfers to Other Funds‐Bannigan
March 2023 General Fund Expenditures (75% of year)
FY 2022/23
Amended
Budget
Activity
During March
Year to Date
Actual *
% Change
From Prior
Year
FY 2021/22
Actual*
FY 2022/23
Adopted
Budget
FY 2022/23
* = Actual data is reported through March.

ATTACHMENT B

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General Fund - Fund Balance Status
Measure GG
Transaction &
General Fund Use Tax Fund
(101) (102) Total
Reserves as of June 30, 2022 (per City Reserve Policy):

Capital Improvement (A) $ 5,000,000 $ 5,000,000
Economic Uncertainty (B) 5,700,000 5,700,000
Emergency Disaster Continuity (C) 2,900,000 2,900,000
Equipment and Maintenance (A) 150,000 150,000
Technology Equipment (A) 150,000 150,000
Subtotal 13,900,000 - 13,900,000
Other Fund Balance Commitments:

Developer Contributions from Public Benefit Fees 1,377,796 1,377,796 Developer Contributions from Beautification Fees 190,000 190,000 Developer Contributions from Neighborhood Preservation Fees 88,500 88,500 Subtotal 1,656,296 - 1,656,296
Available Fund Balance (unreserved) 9,975,608 389,600 10,365,208 Total Discretionary Fund Balance as of June 30, 2022 25,531,904 389,600 25,921,504 Estimated increase (decrease) of fund balance
during Fiscal Year 2022-23 649,141 (389,600) 259,541
Total Projected Discretionary Fund Balance as of June 30, 2023 26,181,045 $ $ 26,181,045 - $ Notes:
(A) - Flat amounts per Reserve Policy adopted on June 14, 2022 (City Resolution No. 2022-34). (B) - Amount is equal to 20% of Fiscal Year 2022/23 operating expenditures budgeted in General Fund per Reserve Policy adopted on June 14, 2022 (City Resolution No. 2022-34). (C) - Amount is equal to 10% of Fiscal Year 2022/23 operating expenditures budgeted in General Fund per Reserve Policy adopted on June 14, 2022 (City Resolution No. 2022-34).

ATTACHMENT C
Click here to return to the agenda.

Account
No. Description
FY 2022/23
Adopted
Budget
FY 2022/23
Amended
Budget
Activity
During March
Year to Date
Actual *% of Budget
FY 2021/22
Actual *
% Change
From Prior
Year

REVENUES
435100 Interest 25,000 $ $ 25,000 $ 64,651 $ 171,595 686.38% 26,014 $ 559.63% 435110 Unrealized Gains/Losses ‐ ‐ 14,133 43,441 0.00% (149,481) 129.06% 436140 Tina Way/Pacific Ave. Property Rent 560,000 610,000 54,309 505,153 82.81% 268,565 88.09% 437135 Expense Reimbursement 1,000 1,000 ‐ ‐ 0.00% ‐ 2,000 100.00% 437145 Sale Of Assets ‐ ‐ ‐ ‐ 0.00% ‐ 681,902 100.00% TOTAL REVENUES $ 586,000 $ 636,000 $ 133,093 $ 720,189 113.24% $ ‐ 829,000 13.13%

ESTIMATED EXPENDITURES AND OTHER USES
Salaries and Benefits
501110 Salaries‐Regular 145,820 145,820 15,248 99,001 67.89% 95,145 4.05% 501115 Salaries‐Overtime ‐ ‐ 12 40 0.00% ‐ 407 90.17% 501120 Salaries‐Part‐Time 2,575 2,575 262 1,405 54.56% ‐ 1,552 9.47%502100 Retirement 35,325 35,325 3,914 26,435 74.83% 24,600 7.46% 502105 Workers' Compensation 2,205 2,205 285 1,847 83.76% ‐ 1,915 3.55% 502110 Health/Life Insurance 15,290 15,290 1,149 9,965 65.17% 9,817 1.51% 502111 Medical in Lieu 450 450 47 328 72.89% ‐ 475 30.95% 502115 Unemployment Insurance 195 195 17 246 126.15% 203 21.18% 502120 Medicare/FICA 2,035 2,035 205 1,341 65.90% 1,318 1.75% 502130 Other Benefits 1,055 1,055 134 872 82.65% 838 4.06% Total‐Salaries and Benefits 204,950 204,950 21,273 141,480 69.03% 136,270 3.82% Maintenance and Operations
602100 Special Dept Expense ‐ 200 200 200 100.00% ‐ 100.00% 602110 Office Expense 1,000 1,000 ‐ ‐ 0.00% ‐ 147 100.00% 602115 Postage 500 500 ‐ 51 10.20% 14 264.29% 602130 Clothing ‐ 2,940 ‐ 2,937 99.90% ‐ 100.00%
602140 Materials and Supplies 5,000 1,840 132 1,374 74.67% 603 127.86% 602145 Gas/Oil/Lube ‐ ‐ ‐ ‐ 0.00% 20 ‐100.00%603120 Minor Repairs 15,000 ‐ ‐ ‐ 0.00% ‐ 0.00%604105 Utilities 50,000 50,000 3,062 38,579 77.16% 32,995 16.92% HOUSING AUTHORITY FUND (#285)
March 2023 Revenues and Expenditures (75% of year)
FY 2022/23

ATTACHMENT D

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Account
No. Description
FY 2022/23
Adopted
Budget
FY 2022/23
Amended
Budget
Activity
During March
Year to Date
Actual *% of Budget
FY 2021/22
Actual *
% Change
From Prior
Year
HOUSING AUTHORITY FUND (#285)
March 2023 Revenues and Expenditures (75% of year)
FY 2022/23
Maintenance and Operations , Continued
607100 Membership Dues 4,800                    ‐                  4,800 ‐                    0.00% ‐ 0.00% 607110 Travel/Conference/Meetings 1,000 1,000 ‐                  ‐                    0.00% ‐ 0.00% 607115 Training 2,500 2,500 ‐                  ‐                    0.00% ‐ 0.00%608100 Contractual Services 24,000 24,000 1,355 14,800 61.67% 317,990 ‐95.35%608105 Professional Services 530,500 530,500 15,705 196,253 36.99% 121,856 61.05% 610130 Tina Pacific Operating Expense (QMG) ‐ 240,000 17,183 173,725 72.39% ‐ 100.00% 610131 Bad Debt Expense (QMG) ‐ 50,000 (13,730) 23,915 47.83% ‐ 100.00% 610135 Relocation Assistance 40,000 39,800 (894) 16,081 40.40%                  ‐ 34,428 53.29% 610230 Navigation Center (North SPA) 50,000 50,000 ‐                  ‐                    0.00% ‐ 100.00% 611110 O.C. Sanitation User Fee 21,500 21,500 ‐                  19,484 90.62%                  ‐ 20,837 6.49% 612135 Building Maintenance 75,000 ‐                     ‐                  ‐                    0.00% ‐ 100.00% Total‐Maintenance and Operations 820,800 1,020,580 23,013 487,399 47.76% 528,890 ‐7.84% Allocated Charges
612105 Vehicle Replacement Charge 5,805 5,805 484 4,354 75.00%                     ‐ 7,556 42.38% 612115 Liability Insurance Charge 7,295 7,295 ‐                  6,540 89.65%                  ‐ 13,841 52.75% 612140 Information Technology Charge 18,215 18,215 1,518 13,661 75.00%                  ‐ 18,056 24.34% 614205 Admin Overhead 21,580 21,580 2,870 19,200 88.97% 15,063 27.46% Total‐Allocated Charges 52,895 52,895 4,872 43,755 82.72%                  ‐ 54,516 19.74% Capital Outlay
702100 Office Furniture ‐ 220 218 218 99.09% ‐ 100.00%
760100 Demolition/Condemnation 200,000 93,800 ‐                  93,800 100.00% ‐ 100.00% 790100 Land Acquisition ‐ 2,500,000 ‐                  2,500,000 100.00% ‐ 100.00% Total‐Capital Outlay 200,000 2,594,020 218 2,594,018 100.00% ‐ 100.00% Transfers to Other Funds
800101 Transfer to General Fund ‐ ‐                     ‐                  ‐                    0.00%                ‐ 890,000 100.00% Total‐Transfers to Other Funds ‐ ‐                     ‐                  ‐                    0.00%                ‐ 890,000 100.00% TOTAL EXPENDITURES $ 1,278,645 $ 3,872,445 $ 49,376 $ 3,266,652 84.36% $ 1,609,676 102.94% REVENUES OVER (UNDER) EXPENDITURES $ (692,645) $ (3,236,445) $ 83,717 $ (2,546,463) $ (780,676) * = Actual data is reported through March.

ATTACHMENT D

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2 Housing Authority Fund (Fund 285) - Fund Balance Status Available Fund Balance as of June 30, 2022 $ 12,414,239 Estimated increase (decrease) of fund balance
during Fiscal Year 2022-23 (3,236,445)
Projected Available Fund Balance as of June 30, 2023 $ 9,177,794

ATTACHMENT E
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Task Code Description
Adopted
Budget
2022/23
FY 2021/22
Budget
Carryover
Other Budget
Adjustments
Amended
Budget
2022/23
YTD
Actual
2022/23 Encumbrances
% Spent
(Includes
Encumbrances)
Remaining
Budget
Street Projects
2022‐101 Citywide Street Rehabilitation (FY 2021/22) $ ‐ $ 1,846,245 $ 109,863 $ 1,956,108 $ 1,885,817 $ 64,302 99.7% 5,989 $ 2022‐102 Citywide Street Sign Replacement ‐ 149,490 ‐ 149,490 ‐ ‐ 0.0% 149,490 2023‐101 Citywide Street Rehabilitation (FY 2022/23) 2,090,000 109,050 (109,863) 2,089,187 52,166 59,030 5.3% 1,977,991 2023‐102 Greening Stanton 180,000 ‐ ‐ 180,000 ‐ ‐ 0.0% 180,000 2023‐103
Catch Basin Connector Pipe ScreenInstallations (FY 2022/23) 70,000 ‐ ‐ 70,000 66 ‐ 0.1% 69,934 2023‐104 Pavement Management Plan Update ‐ ‐ 26,196 26,196 11,381 14,815 100.0% ‐ Total Street Projects $ 2,340,000 $ 2,104,785 $ 26,196 $ 4,470,981 $ 1,949,430 $ 138,147 46.7% $ 2,383,404 Parks Projects
2021‐201 Park Master Plan $ ‐ $ 174,620 $ ‐ $ 174,620 $ 95,938 $ 68,092 93.9% $ 10,590 2021‐205 Dog Park ‐ 154,555 ‐ 154,555 56,247 78,395 87.1% 19,913 2022‐201 Family Resource Center Improvements (Phase 1) 182,600 391,140 223,581 797,321 14,326 769,840 98.4% 13,155 2022‐203 Orangewood Parkette 850,000 78,885 20,500 949,385 15,822 63,976 8.4% 869,587 2022‐204 Norm Ross Sports Park ‐ 7,691,060 ‐ 7,691,060 108,604 533,600 8.4% 7,048,856 2022‐205 Replace Shade Structure at Stanton Central Park ‐ ‐ 60,000 60,000 1,642 ‐ 2.7% 58,358 2022‐206 Premier Park Renovation 500,000 150,000 200,000 850,000 56,817 52,941 12.9% 740,242 2022‐820 Stanton Park Adult Fitness Equipment 84,090 3,885 ‐ 87,975 2,718 1,167 4.4% 84,090 2022‐833 Stanton Park Refresh ‐ ‐ 410,000 410,000 ‐ ‐ 0.0% 410,000 2023‐201 Family Resource Center Improvements (Phase 2) ‐ ‐ 201,419 ‐ 201,419 ‐ 0.0% 201,419 Total Parks Projects $ 1,616,690 $ 8,704,145 $ 1,055,500 $ 11,376,335 $ 352,114 $ 1,568,011 16.9% 9,456,210 $ Sewer
2022‐301 Sewer Master Plan Update $ ‐ $ 531,225 $ ‐ $ 531,225 $ 197,240 $ 284,305 90.6% $ 49,680 2023‐301 Annual Sewer Rehabilitation (FY 2022/23) 550,000 ‐ (550,000) ‐ ‐ ‐ 0.0% ‐ Total Sewer $ 550,000 $ 531,225 $ (550,000) $ 531,225 $ 197,240 $ 284,305 90.6% $ 49,680 Facilities
2022‐839 ADA Transition Plan $ ‐ $ ‐ $ 110,000 $ 110,000 $ ‐ $ 109,300 99.4% $ 700 2023‐603 Stanton Community Center Improvements ‐ ‐ 500,000 500,000 ‐ 130,388 26.1% 369,612 Total Facilities $ ‐ $ ‐ $ 610,000 $ 610,000 $ ‐ $ 239,688 39.3% $ 370,312GRAND TOTAL $ 4,506,690 $ 11,340,155 $ 1,141,696 $ 16,988,541 $ 2,498,784 $ 2,230,151 27.8% 12,259,606 $

CITY OF STANTON
FY 2022/23

STATUS OF CAPITAL IMPROVEMENT PROJECTS (CIP)
JULY 1, 2022 THROUGH MARCH 31, 2023

ATTACHMENT F

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CITY OF STANTON
FY 2022/23

STATUS OF CAPITAL IMPROVEMENT PROJECTS (CIP)
JULY 1, 2022 THROUGH MARCH 31, 2023
Funding Source
101 General Fund $ 180,000 $ ‐ 32,885 $ $ 212,885 $ 2,718 $ 30,167 15.4% 180,000 $ 211 Gas Tax Fund 27,763 276,920 105,021 409,704 47,361 69,417 28.5% 292,926 215 RMRA Fund 1,011,998 1,109,895 (58,825) 2,063,068 ‐ 1,079,603 52.3% 983,465 220 Measure M Turnback Fund 1,064,239 ‐ 656,040 1,720,279 789,536 59,030 49.3% 871,713 221 CDBG‐CV Grant Fund ‐ ‐ 500,000 ‐ 500,000 130,388 26.1% 369,612 222 CDBG Grant Fund ‐ 350,000 ‐ 350,000 ‐ 350,000 100.0% ‐ 227 Other Grants Fund 1,107,976 7,691,060 425,000 9,224,036 108,604 757,181 9.4% 8,358,251 257 ARPA Fund ‐ 174,620 700,000 874,620 95,938 158,092 29.0% 620,590 305 Capital Projects Fund (Reserves) 31,000 92,930 ‐ 123,930 34,572 ‐ 27.9% 89,358 310 Park In‐Lieu Fund 533,714 424,580 20,500 978,794 143,212 391,571 54.6% 444,011 501 Sewer Maintenance Fund 405,000 531,225 (405,000) 531,225 197,240 284,305 90.6% 49,680 502 Sewer Capital Improvement Fund 145,000 ‐ (145,000) ‐ ‐ ‐ 0.0% ‐ GRAND TOTAL $ 4,506,690 $ 11,340,155 $ 1,141,696 $ 16,988,541 $ 2,498,784 $ 2,230,151 27.8% 12,259,606 $

ATTACHMENT F

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2 1

CITY OF STANTON

REPORT TO THE CITY COUNCIL
TO: Honorable Mayor and Members of the City Council
DATE: May 9, 2023
SUBJECT: AWARD OF A PROFESSIONAL SERVICES AGREEMENT TO HUB LTD. TO ASSIST IN THE REDESIGN OF THE CITY’S OFFICIAL LOGO,

BRANDING AND MESSAGING
REPORT IN BRIEF:

The Council directed staff to solicit a qualified vendor to provide a refresh of the City’s brand in September 2022. After completing the review process, staff recommends that the Council authorize the City Manager to enter into an agreement with HUB Ltd. to provide services in an amount not-to-exceed $85,000, using funds allocated through the American Rescue Plan Act.

RECOMMENDED ACTION:

2. Approve a Professional Services Agreement with HUB Ltd. to assist in the redesign of the City’s official logo, seal and overall brand for a not-to-exceed contract amount of $85,000; and

3. Authorize the City Manager to bind the City of Stanton and HUB Ltd. in a contract to provide these services.

BACKGROUND:

At the Council meeting of September 28, 2021, the Council created an ad-hoc committee consisting of Council Member Warren and Council Member Taylor to discuss and plan for a refresh of the City’s brand including the redesign of the City’s seal. A Request for Proposal (RFP) was released in January 2022; however, a qualified vendor was not selected during the first release.

Item: 6G
Click here to return to the agenda.
2 At the September 13, 2022, Council meeting, the Council revisited the topic of branding and approved an allocation of $100,000 in American Rescue Plan Act (ARPA) funds to the City’s Rebrand & Implementation Project. The ad-hoc committee then reevaluated the project and asked staff to rerelease a new RFP with the following revised scope:
• Brand Assets: City Logo, City Seal, Tagline, Document Templates • Style Guide
• Wayfinding Signs
• Strategic Communications Plan
ANALYSIS/JUSTIFICATION:

On January 3, 2023, the City requested proposals from qualified firms to complete a redesign of the City’s logo, branding and messaging. Proposals were due to the City on January 30, 2023. The rating panel represented various departments/divisions including Community Services, City Clerk, and Administrative Services. From the eight proposals submitted, three firms were selected to participate in an interview based on overall qualifications, expertise, current and past clients, and relevant municipal experience.

After thorough review of proposals, reference checks and interviews, staff determined that HUB presented the most qualified experience and expertise required for this project. HUB has demonstrated in previous projects that they have effectively developed visual branding, messaging platforms and engaged stakeholders in a way that meets the provided scope of work.

FISCAL IMPACT:

On September 13, 2022, the Council allocated $100,0000 for a City Branding project (Task Code No. 2022-836). The remaining $15,000 can be utilized for implementation of the developed brand.

ENVIRONMENTAL IMPACT:

None.

LEGAL REVIEW:

The City Attorney reviewed Attachment A as to form.
3 STRATEGIC PLAN OBJECTIVE ADDRESSED:

Obj. No. 6: Maintain and promote a responsive, high quality and transparent government.

PUBLIC NOTIFICATION:

Public notice for this item was made through the regular agenda process.

Prepared by: Ashley Cain, Community Services Manager
Reviewed by: Zenia Bobadilla, Community Services Director Fiscal Impact Reviewed by: Michelle Bannigan, Finance Director Approved by: Hannah Shin-Heydorn, City Manager
Attachment(s):

A. Professional Services Agreement- HUB Ltd.

B. HUB Ltd. Proposal
55414.00000\32996936.2
- 1 -

CITY OF STANTON

PROFESSIONAL SERVICES AGREEMENT
FOR

BRANDING AND MESSAGING SERVICES

1. PARTIES AND DATE.

This Agreement is made and entered into this 9th day of May 2023, by and between the City of Stanton, a municipal organization organized under the laws of the State of California with its principal place of business at 7800 Katella Avenue, Stanton, California 90680 (“City”) and HUB, a LIMITED LIABILITY COMPANY, with its principal place of business at I1200 NW NAITO PARKWAY #470, PORTLAND, OREGON 97209 (“Consultant”). City and Consultant are sometimes individually referred to herein as “Party” and collectively as “Parties.”

2. RECITALS.

2.1 Consultant.

Consultant desires to perform and assume responsibility for the provision of professional BRANDING AND MESSAGING consultant services required by the City on the terms and conditions set forth in this Agreement. Consultant represents that it is experienced in providing professional BRANDING AND MESSAGING consultant services to public clients, is licensed in the State of California, and is familiar with the plans of City.

2.2 Project.

City desires to engage Consultant to render such services for the BRANDING AND MESSAGING project (“Project”) as set forth in this Agreement.

3. TERMS.

3.1 Scope of Services and Term.

3.1.1 General Scope of Services. Consultant promises and agrees to furnish to the City all labor, materials, tools, equipment, services, and incidental and customary work necessary to fully and adequately supply the professional BRANDING AND MESSAGING consultant services necessary for the Project (“Services”). The Services are more particularly described in Exhibit “A” attached hereto and incorporated herein by reference. All Services shall be subject to, and performed in accordance with, this Agreement, the exhibits attached hereto and incorporated herein by reference, and all applicable local, state and federal laws, rules and regulations.

3.1.2 Term. The term of this Agreement shall be from MAY 9, 2023 to MAY 9, 2024, unless earlier terminated as provided herein. The City Manager shall have the unilateral option, at its sole discretion, to renew this Agreement annually for no more than two additional one-year terms. Consultant shall complete the Services within the term of this Agreement, and shall meet any other established schedules and deadlines.

Attachment: A
Click here to return to the agenda.
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3.2 Responsibilities of Consultant.

3.2.1 Independent Contractors, Control and Payment of Subordinates; Independent Contractor. The Services shall be performed by Consultant or under its supervision.

Consultant will determine the means, methods and details of performing the Services subject to the requirements of this Agreement. City retains Consultant on an independent contractor basis and not as an employee. Consultant shall complete, execute, and submit to City a Request for Taxpayer Identification Number and Certification (IRS FormW-9) prior to commencement of any Services under this Agreement. Consultant retains the right to perform similar or different services for others during the term of this Agreement. Any additional personnel performing the Services under this Agreement on behalf of Consultant shall also not be employees of City and shall at all times be under Consultant’s exclusive direction and control. Neither City, nor any of its officials, officers, directors, employees or agents shall have control over the conduct of Consultant or any of Consultant's officers, employees, or agents, except as set forth in this Agreement. Consultant shall pay all wages, salaries, and other amounts due such personnel in connection with their performance of Services under this Agreement and as required by law. Consultant shall be responsible for all reports and obligations respecting such additional personnel, including, but not limited to: social security taxes, income tax withholding, unemployment insurance, disability insurance, and workers’ compensation insurance.

3.2.2 Schedule of Services. Consultant shall perform the Services expeditiously, within the term of this Agreement, and in accordance with the Schedule of Services set forth in Exhibit “B” attached hereto and incorporated herein by reference. Consultant represents that it has the professional and technical personnel required to perform the Services in conformance with such conditions. In order to facilitate Consultant’s conformance with the Schedule, City shall respond to Consultant’s submittals in a timely manner. Upon request of City, Consultant shall provide a more detailed schedule of anticipated performance to meet the Schedule of Services.

3.2.3 Conformance to Applicable Requirements. All work prepared by Consultant shall be subject to the approval of City.

3.2.4 Substitution of Key Personnel. Consultant has represented to City that certain key personnel will perform and coordinate the Services under this Agreement. Should one or more of such personnel become unavailable, Consultant may substitute other personnel of at least equal competence upon written approval of City. In the event that City and Consultant cannot agree as to the substitution of key personnel, City shall be entitled to terminate this Agreement for cause. As discussed below, any personnel who fail or refuse to perform the Services in a manner acceptable to the City, or who are determined by the City to be uncooperative, incompetent, a threat to the adequate or timely completion of the Project or a threat to the safety of persons or property, shall be promptly removed from the Project by the Consultant at the request of the City.

The key personnel for performance of this Agreement are as follows: JENNIFER GUIBORD, DIRECTOR OF CREATIVE DEVELOPMENT.

3.2.5 City’s Representative. The City hereby designates the City Manager, or his or her designee, to act as its representative for the performance of this Agreement (“City’s Representative”). City’s Representative shall have the power to act on behalf of the City for all purposes under this Contract. The City Manager hereby designates ASHLEY CAIN, 55414.00000\32996936.2
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COMMUNITY SERVICES MANAGER, or his or her designee, as the City’s contact for the implementation of the Services hereunder. Consultant shall not accept direction or orders from any person other than the City’s Representative or his or her designee.

3.2.6 Consultant’s Representative. Consultant hereby designates JENNIFER GUIBORD, DIRECTOR OF CREATIVE DEVELOPMENT, or his or her designee, to act as its representative for the performance of this Agreement (“Consultant’s Representative”).

Consultant’s Representative shall have full authority to represent and act on behalf of the Consultant for all purposes under this Agreement. The Consultant’s Representative shall supervise and direct the Services, using his best skill and attention, and shall be responsible for all means, methods, techniques, sequences and procedures and for the satisfactory coordination of all portions of the Services under this Agreement.

3.2.7 Coordination of Services. The consultant agrees to work closely with City staff in the performance of Services and shall be available to City’s staff, consultants and other staff at all reasonable times.

3.2.8 Standard of Care; Performance of Employees. Consultant shall perform all Services under this Agreement in a skillful and competent manner, consistent with the standards generally recognized as being employed by professionals in the same discipline in the State of California. Consultant represents and maintains that it is skilled in the professional calling necessary to perform the Services. Consultant warrants that all employees and subconsultants shall have sufficient skill and experience to perform the Services assigned to them. Finally, Consultant represents that it, its employees and subconsultants have all licenses, permits, qualifications and approvals of whatever nature that are legally required to perform the Services and that such licenses and approvals shall be maintained throughout the term of this Agreement.

As provided for in the indemnification provisions of this Agreement, Consultant shall perform, at its own cost and expense and without reimbursement from the City, any services necessary to correct errors or omissions which are caused by the Consultant’s failure to comply with the standard of care provided for herein. Any employee of the Consultant or its sub-consultants who is determined by the City to be uncooperative, incompetent, a threat to the adequate or timely completion of the Project, a threat to the safety of persons or property, or any employee who fails or refuses to perform the Services in a manner acceptable to the City, shall be promptly removed from the Project by the Consultant and shall not be re-employed to perform any of the Services or to work on the Project.

3.2.9 Laws and Regulations. Consultant shall keep itself fully informed of and in compliance with all local, state and federal laws, rules and regulations in any manner affecting the performance of the Project or the Services, including all Cal/OSHA requirements, and shall give all notices required by law. Consultant shall be liable for all violations of such laws and regulations in connection with Services. If the Consultant performs any work knowing it to be contrary to such laws, rules and regulations, Consultant shall be solely responsible for all costs arising therefrom. Consultant shall defend, indemnify and hold City, its officials, directors, officers, employees, agents and volunteers free and harmless, pursuant to the indemnification provisions of this Agreement, from any claim or liability arising out of any failure or alleged failure to comply with such laws, rules or regulations.
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3.2.10 Insurance.

3.2.10.1 Time for Compliance. Consultant shall not commence Work under this Agreement until it has provided evidence satisfactory to the City that it has secured all insurance required under this section. In addition, Consultant shall not allow any subconsultant to commence work on any subcontract until it has provided evidence satisfactory to the City that the subconsultant has secured all insurance required under this section.

3.2.10.2 Types of Insurance Required. As a condition precedent to the effectiveness of this Agreement for work to be performed hereunder and without limiting the indemnity provisions of the Agreement, the Consultant in partial performance of its obligations under such Agreement, shall procure and maintain in full force and effect during the term of the Agreement, the following policies of insurance. If the existing policies do not meet the Insurance Requirements set forth herein, Consultant agrees to amend, supplement or endorse the policies to do so.
(a) Commercial General Liability: Commercial General Liability Insurance which affords coverage at least as broad as Insurance Services Office “occurrence” form CG 0001, with minimum limits of at least $1,000,000 per occurrence, and if written with an aggregate, the aggregate shall be double the per occurrence limit.

Defense costs shall be paid in addition to the limits.

The policy shall contain no endorsements or provisions limiting coverage for (1) contractual liability; (2) cross liability exclusion for claims or suits by one insured against another; or (3) contain any other exclusion contrary to the Agreement.
(b) Automobile Liability Insurance: Automobile Liability Insurance with coverage at least as broad as Insurance Services Office Form CA 0001 covering “Any Auto” (Symbol 1) with minimum limits of $1,000,000 each accident.
(c) Contractors Pollution Liability: [Include only if there is a pollution liability exposure.]
Contractors Pollution Liability Insurance covering all of the contractor’s operations to include onsite and offsite coverage for bodily injury (including death and mental anguish), property damage, defense costs and cleanup costs with minimum limits of $5 million per loss and $10 million total all losses. The policy shall contain no endorsements or provisions limiting contractual liability or coverage for cross liability of claims or suits by one insured against another.

If coverage is written on a claims-made basis, the retroactive date shall precede the effective date of the initial Agreement and continuous coverage will be maintained or an extended reporting 55414.00000\32996936.2
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period will be exercised for a period of at least three (3) years from termination or expiration of this Agreement.
(d) Professional Liability: Professional Liability insurance with minimum limits of $1,000,000. Covered professional services shall specifically include all work to be performed under the Agreement and delete any exclusions that may potentially affect the work to be performed (for example, any exclusions relating to lead, asbestos, pollution, testing, underground storage tanks, laboratory analysis, soil work, etc.).

If coverage is written on a claims-made basis, the retroactive date shall precede the effective date of the initial Agreement and continuous coverage will be maintained or an extended reporting period will be exercised for a period of at least three (3) years from termination or expiration of this Agreement.
(e) Workers’ Compensation: Workers’ Compensation Insurance, as required by the State of California and Employer’s Liability Insurance with a limit of not less than $1,000,000 per accident for bodily injury and disease.

3.2.10.3 Endorsements. Required insurance policies shall not be in compliance if they include any limiting provision or endorsement that has not been submitted to the City for approval.
(a) The policy or policies of insurance required by Section 3.2.10.2 (a) Commercial General Liability and (c) Contractor’s Pollution Liability shall be endorsed to provide the following:
(1) Additional Insured: The City, its officials, officers, employees, agents, and volunteers shall be additional
insureds with regard to liability and defense of suits or claims arising out of the performance of the Agreement.

Additional Insured Endorsements shall not (1) be restricted to “ongoing operations”; (2) exclude “contractual liability”; (3) restrict coverage to “sole” liability of Consultant; or (4) contain any other exclusions contrary to the Agreement. (2) Cancellation: Required insurance policies shall not be canceled or the coverage reduced until a thirty (30) day written notice of cancellation has been served upon the City except ten (10) days shall be allowed for non-payment of premium.
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(b) The policy or policies of insurance required by Section 3.2.10.2 (b) Automobile Liability and (d) Professional Liability shall be endorsed to provide the following:
(1) Cancellation: Required insurance policies shall not be canceled or the coverage reduced until a thirty (30) day written notice of cancellation has been served upon the City except ten (10) days shall be allowed for non-payment of premium.
(c) The policy or policies of insurance required by Section 3.2.10.2 (e) Workers’ Compensation shall be endorsed to provide the following:
(1) Waiver of Subrogation: A waiver of subrogation stating that the insurer waives all rights of subrogation against the indemnified parties.
(2) Cancellation: Required insurance policies shall not be canceled or the coverage reduced until a thirty (30) day written notice of cancellation has been served upon the City except ten (10) days shall be allowed for non-payment of premium.

3.2.10.4 Primary and Non-Contributing Insurance. All insurance coverages shall be primary and any other insurance, deductible, or self-insurance maintained by the indemnified parties shall not contribute with this primary insurance. Policies shall contain or be endorsed to contain such provisions.

3.2.10.5 Waiver of Subrogation. Required insurance coverages shall not prohibit Consultant from waiving the right of subrogation prior to a loss. Consultant shall waive all subrogation rights against the indemnified parties. Policies shall contain or be endorsed to contain such provisions.

3.2.10.6 Deductible. Any deductible or self-insured retention must be approved in writing by the City and shall protect the indemnified parties in the same manner and to the same extent as they would have been protected had the policy or policies not contained a deductible or self-insured retention.

3.2.10.7 Evidence of Insurance. The Consultant, concurrently with the execution of the Agreement, and as a condition precedent to the effectiveness thereof, shall deliver either certified copies of the required policies, or original certificates and endorsements on forms approved by the City. The certificates and endorsements for each insurance policy shall be signed by a person authorized by that insurer to bind coverage on its behalf. At least fifteen (15 days) prior to the expiration of any such policy, evidence of insurance showing that such insurance coverage has been renewed or extended shall be filed with the City. If such coverage is cancelled or reduced, Consultant shall, within ten (10) days after receipt of written notice of such cancellation or reduction of coverage, file with the City evidence of insurance showing that the required 55414.00000\32996936.2
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insurance has been reinstated or has been provided through another insurance company or companies.

3.2.10.8 Failure to Maintain Coverage. Consultant agrees to suspend and cease all operations hereunder during such period of time as the required insurance coverage is not in effect and evidence of insurance has not been furnished to the City. The City shall have the right to withhold any payment due Consultant until Consultant has fully complied with the insurance provisions of this Agreement.

In the event that the Consultant’s operations are suspended for failure to maintain required insurance coverage, the Consultant shall not be entitled to an extension of time for completion of the Services because of production lost during suspension.

3.2.10.9 Acceptability of Insurers. Each such policy shall be from a company or companies with a current A.M. Best’s rating of no less than A:VII and authorized to do business in the State of California, or otherwise allowed to place insurance through surplus line brokers under applicable provisions of the California Insurance Code or any federal law.

3.2.10.10 Insurance for Subconsultants. All Subconsultants shall be included as additional insureds under the Consultant’s policies, or the Consultant shall be responsible for causing Subconsultants to purchase the appropriate insurance in compliance with the terms of these Insurance Requirements, including adding the City as an Additional Insured to the Subconsultant’s policies.

3.2.11 Safety. Consultant shall execute and maintain its work so as to avoid injury or damage to any person or property. In carrying out its Services, the Consultant shall at all times be in compliance with all applicable local, state and federal laws, rules and regulations, and shall exercise all necessary precautions for the safety of employees appropriate to the nature of the work and the conditions under which the work is to be performed. Safety precautions as applicable shall include, but shall not be limited to: (A) adequate life protection and life saving equipment and procedures; (B) instructions in accident prevention for all employees and subconsultants, such as safe walkways, scaffolds, fall protection ladders, bridges, gang planks, confined space procedures, trenching and shoring, equipment and other safety devices, equipment and wearing apparel as are necessary or lawfully required to prevent accidents or injuries; and (C) adequate facilities for the proper inspection and maintenance of all safety measures.

3.3 Fees and Payments.

3.3.1 Compensation. Consultant shall receive compensation, including authorized reimbursements, for all Services rendered under this Agreement at the rates set forth in Exhibit “C” attached hereto and incorporated herein by reference. The total compensation shall not exceed EIGHTY-FIVE THOUSAND DOLLARS ($85,000) (“Total Compensation”) without written approval of City’s CITY MANAGER. Extra Work may be authorized, as described below, and if authorized, will be compensated at the rates and manner set forth in this Agreement. 55414.00000\32996936.2
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3.3.2 Payment of Compensation. Consultant shall submit to City a monthly itemized statement which indicates work completed and hours of Services rendered by Consultant.

The statement shall describe the amount of Services and supplies provided since the initial commencement date, or since the start of the subsequent billing periods, as appropriate, through the date of the statement. City shall, within 45 days of receiving such statement, review the statement and pay all approved charges thereon.

3.3.3 Reimbursement for Expenses. Consultant shall not be reimbursed for any expenses unless authorized in writing by City.

3.3.4 Extra Work. At any time during the term of this Agreement, City may request that Consultant perform Extra Work. As used herein, “Extra Work” means any work which is determined by City to be necessary for the proper completion of the Project, but which the Parties did not reasonably anticipate would be necessary at the execution of this Agreement.

Consultant shall not perform, nor be compensated for, Extra Work without written authorization from the City.

3.3.5 Prevailing Wages. Consultant is aware of the requirements of California Labor Code Section 1720, et seq., and 1770, et seq., as well as California Code of Regulations, Title 8, Section 16000, et seq., (“Prevailing Wage Laws”), which require the payment of prevailing wage rates and the performance of other requirements on “public works” and “maintenance” projects. If the Services are being performed as part of an applicable “public works” or “maintenance” project, as defined by the Prevailing Wage Laws, and if the total compensation is $1,000 or more, Consultant agrees to fully comply with such Prevailing Wage Laws. City shall provide Consultant with a copy of the prevailing rates of per diem wages in effect at the commencement of this Agreement. Consultant shall make copies of the prevailing rates of per diem wages for each craft, classification or type of worker needed to execute the Services available to interested parties upon request, and shall post copies at the Consultant’s principal place of business and at the project site. It is the intent of the parties to effectuate the requirements of sections 1771, 1774, 1775, 1776, 1777.5, 1813, and 1815 of the Labor Code within this Agreement, and Consultant shall therefore comply with such Labor Code sections to the fullest extent required by law. Consultant shall defend, indemnify and hold the City, its elected officials, officers, employees, agents and volunteers free and harmless from any claim or liability arising out of any failure or alleged failure to comply with the Prevailing Wage Laws.

3.4 Accounting Records.

3.4.1 Maintenance and Inspection. Consultant shall maintain complete and accurate records with respect to all costs and expenses incurred under this Agreement. All such records shall be clearly identifiable. Consultant shall allow a representative of City during normal business hours to examine, audit, and make transcripts or copies of such records and any other documents created pursuant to this Agreement. Consultant shall allow inspection of all work, data, documents, proceedings, and activities related to the Agreement for a period of three (3) years from the date of final payment under this Agreement.
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3.5 General Provisions.

3.5.1 Termination of Agreement.

3.5.1.1 Grounds for Termination. City may, by written notice to Consultant, terminate the whole or any part of this Agreement at any time and without cause by giving written notice to Consultant of such termination, and specifying the effective date thereof, at least seven (7) days before the effective date of such termination. Upon termination, Consultant shall be compensated only for those services which have been adequately rendered to City, and Consultant shall be entitled to no further compensation. Consultant may not terminate this Agreement except for cause.

3.5.1.2 Effect of Termination. If this Agreement is terminated as provided herein, City may require Consultant to provide all finished or unfinished Documents and Data and other information of any kind prepared by Consultant in connection with the performance of Services under this Agreement. Consultant shall be required to provide such document and other information within fifteen (15) days of the request.

3.5.1.3 Additional Services. In the event this Agreement is terminated in whole or in part as provided herein, City may procure, upon such terms and in such manner as it may determine appropriate, services similar to those terminated.

3.5.2 Delivery of Notices. All notices permitted or required under this Agreement shall be given to the respective parties at the following address, or at such other address as the respective parties may provide in writing for this purpose:

Consultant:

Jennifer Guibord
HUB Ltd.
1200 NW Naito Pkwy #470
Portland, OR 97209
City:

City of Stanton
7800 Katella Avenue
Stanton, CA 90680
Attn: ASHLEY CAIN, COMMUNITY SERVICES
Such notice shall be deemed made when personally delivered or when mailed, forty-eight (48) hours after deposit in the U.S. Mail, first class postage prepaid and addressed to the party at its applicable address. Actual notice shall be deemed adequate notice on the date actual notice occurred, regardless of the method of service.

3.5.3 Ownership of Materials and Confidentiality.
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3.5.3.1 Documents & Data; Licensing of Intellectual Property. This Agreement creates a non-exclusive and perpetual license for City to copy, use, modify, reuse, or sublicense any and all copyrights, designs, and other intellectual property embodied in plans, specifications, studies, drawings, estimates, and other documents or works of authorship fixed in any tangible medium of expression, including but not limited to, physical drawings or data magnetically or otherwise recorded on computer diskettes, which are prepared or caused to be prepared by Consultant under this Agreement (“Documents & Data”). Consultant shall require all subconsultants to agree in writing that City is granted a non-exclusive and perpetual license for any Documents & Data the subconsultant prepares under this Agreement. Consultant represents and warrants that Consultant has the legal right to license any and all Documents & Data.

Consultant makes no such representation and warranty in regard to Documents & Data which were prepared by design professionals other than Consultant or provided to Consultant by the City. City shall not be limited in any way in its use of the Documents and Data at any time, provided that any such use not within the purposes intended by this Agreement shall be at City’s sole risk.

3.5.3.2 Confidentiality. All ideas, memoranda, specifications, plans, procedures, drawings, descriptions, computer program data, input record data, written information, and other Documents and Data either created by or provided to Consultant in connection with the performance of this Agreement shall be held confidential by Consultant. Such materials shall not, without the prior written consent of City, be used by Consultant for any purposes other than the performance of the Services. Nor shall such materials be disclosed to any person or entity not connected with the performance of the Services or the Project. Nothing furnished to Consultant which is otherwise known to Consultant or is generally known, or has become known, to the related industry shall be deemed confidential. Consultant shall not use City’s name or insignia, photographs of the Project, or any publicity pertaining to the Services or the Project in any magazine, trade paper, newspaper, television or radio production or other similar medium without the prior written consent of City.

3.5.3.3 Confidential Information. The City shall refrain from releasing Consultant’s proprietary information (“Proprietary Information”) unless the City’s legal counsel determines that the release of the Proprietary Information is required by the California Public Records Act or other applicable state or federal law, or order of a court of competent jurisdiction, in which case the City shall notify Consultant of its intention to release Proprietary Information.

Consultant shall have five (5) working days after receipt of the Release Notice to give City written notice of Consultant’s objection to the City’s release of Proprietary Information. Consultant shall indemnify, defend and hold harmless the City, and its officers, directors, employees, and agents from and against all liability, loss, cost or expense (including attorney’s fees) arising out of a legal action brought to compel the release of Proprietary Information. City shall not release the Proprietary Information after receipt of the Objection Notice unless either: (1) Consultant fails to fully indemnify, defend (with City’s choice of legal counsel), and hold City harmless from any legal action brought to compel such release; and/or (2) a final and non-appealable order by a court of competent jurisdiction requires that City release such information.

3.5.4 Cooperation; Further Acts. The Parties shall fully cooperate with one another, and shall take any additional acts or sign any additional documents as may be necessary, appropriate or convenient to attain the purposes of this Agreement. 55414.00000\32996936.2
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3.5.5 Attorney’s Fees. If either party commences an action against the other party, either legal, administrative or otherwise, arising out of or in connection with this Agreement, the prevailing party in such litigation shall be entitled to have and recover from the losing party reasonable attorney’s fees and all other costs of such action.

3.5.6 Indemnification.

To the fullest extent permitted by law, Consultant shall defend (with counsel of City’s choosing), indemnify and hold the City, its officials, officers, employees, volunteers and agents free and harmless from any and all claims, demands, causes of action, costs, expenses, liability, loss, damage or injury of any kind, in law or equity, to property or persons, including wrongful death, in any manner arising out of, pertaining to, or incident to any alleged acts, errors or omissions, or willful misconduct of Consultant, its officials, officers, employees, subcontractors, consultants or agents in connection with the performance of the Consultant's Services, the Project or this Agreement, including without limitation the payment of all damages, expert witness fees and attorneys fees and other related costs and expenses. Consultant's obligation to indemnify shall not be restricted to insurance proceeds, if any, received by the Consultant or the City, its officials, officers, employees, agents or volunteers.

If Consultant’s obligation to defend, indemnify, and/or hold harmless arises out of Consultant’s performance as a “design professional” (as that term is defined under Civil Code section 2782.8), then, and only to the extent required by Civil Code section 2782.8, which is fully incorporated herein, Consultant’s indemnification obligation shall be limited to claims that arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of the Consultant, and, upon Consultant obtaining a final adjudication by a court of competent jurisdiction, Consultant’s liability for such claim, including the cost to defend, shall not exceed the Consultant’s proportionate percentage of fault.

3.5.7 Entire Agreement. This Agreement contains the entire Agreement of the parties with respect to the subject matter hereof, and supersedes all prior negotiations, understandings or agreements. This Agreement may only be modified by a writing signed by both parties.

3.5.8 Governing Law. This Agreement shall be governed by the laws of the State of California. Venue shall be in Orange County.

3.5.9 Time of Essence. Time is of the essence for each and every provision of this Agreement.

3.6 City’s Right to Employ Other Consultants. City reserves right to employ other consultants in connection with this Project.

3.7 Successors and Assigns. This Agreement shall be binding on the successors and assigns of the parties.

3.8 Assignment or Transfer. Consultant shall not assign, hypothecate, or transfer, either directly or by operation of law, this Agreement or any interest herein without the prior written consent of the City. Any attempt to do so shall be null and void, and any assignees, 55414.00000\32996936.2
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hypothecates or transferees shall acquire no right or interest by reason of such attempted assignment, hypothecation or transfer.

3.9 Construction; References; Captions. Since the Parties or their agents have participated fully in the preparation of this Agreement, the language of this Agreement shall be construed simply, according to its fair meaning, and not strictly for or against any Party. Any term referencing time, days or period for performance shall be deemed calendar days and not work days.

All references to Consultant include all personnel, employees, agents, and subconsultants of Consultant, except as otherwise specified in this Agreement. All references to City include its elected officials, officers, employees, agents, and volunteers except as otherwise specified in this Agreement. The captions of the various articles and paragraphs are for convenience and ease of reference only, and do not define, limit, augment, or describe the scope, content, or intent of this Agreement.

3.10 Amendment; Modification. No supplement, modification, or amendment of this Agreement shall be binding unless executed in writing and signed by both Parties.

3.11 Waiver. No waiver of any default shall constitute a waiver of any other default or breach, whether of the same or other covenant or condition. No waiver, benefit, privilege, or service voluntarily given or performed by a Party shall give the other Party any contractual rights by custom, estoppel, or otherwise.

3.12 No Third Party Beneficiaries. There are no intended third party beneficiaries of any right or obligation assumed by the Parties.

3.13 Invalidity; Severability. If any portion of this Agreement is declared invalid, illegal, or otherwise unenforceable by a court of competent jurisdiction, the remaining provisions shall continue in full force and effect.

3.14 Prohibited Interests. Consultant maintains and warrants that it has not employed nor retained any company or person, other than a bona fide employee working solely for Consultant, to solicit or secure this Agreement. Further, Consultant warrants that it has not paid nor has it agreed to pay any company or person, other than a bona fide employee working solely for Consultant, any fee, commission, percentage, brokerage fee, gift or other consideration contingent upon or resulting from the award or making of this Agreement. For breach or violation of this warranty, City shall have the right to rescind this Agreement without liability. For the term of this Agreement, no member, officer or employee of City, during the term of his or her service with City, shall have any direct interest in this Agreement, or obtain any present or anticipated material benefit arising therefrom.

3.15 Equal Opportunity Employment. Consultant represents that it is an equal opportunity employer and it shall not discriminate against any subconsultant, employee or applicant for employment because of race, religion, color, national origin, handicap, ancestry, sex or age. Such non-discrimination shall include, but not be limited to, all activities related to initial employment, upgrading, demotion, transfer, recruitment or recruitment advertising, layoff or termination. Consultant shall also comply with all relevant provisions of City’s Minority 55414.00000\32996936.2
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Business Enterprise program, Affirmative Action Plan or other related programs or guidelines currently in effect or hereinafter enacted.

3.16 Labor Certification. By its signature hereunder, Consultant certifies that it is aware of the provisions of Section 3700 of the California Labor Code which require every employer to be insured against liability for Worker’s Compensation or to undertake self-insurance in accordance with the provisions of that Code, and agrees to comply with such provisions before commencing the performance of the Services.

3.17 Authority to Enter Agreement. Consultant has all requisite power and authority to conduct its business and to execute, deliver, and perform the Agreement. Each Party warrants that the individuals who have signed this Agreement have the legal power, right, and authority to make this Agreement and bind each respective Party.

3.18 Counterparts. This Agreement may be signed in counterparts, each of which shall constitute an original.

3.19 Declaration of Political Contributions. Consultant shall, throughout the term of this Agreement, submit to City an annual statement in writing declaring any political contributions of money, in-kind services, or loan made to any member of the City Council within the previous twelve-month period by the Consultant and all of Consultant’s employees, including any employee(s) that Consultant intends to assign to perform the Services described in this Agreement.

3.20 Subcontracting.

3.20.1 Prior Approval Required. Consultant shall not subcontract any portion of the work required by this Agreement, except as expressly stated herein, without prior written approval of City. Subcontracts, if any, shall contain a provision making them subject to all provisions stipulated in this Agreement.
[Signatures on following page.]
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IN WITNESS WHEREOF, the parties have executed this Professional Services Agreement on this 9th day of May, 2023.

CITY OF STANTON HUB LTD.

By:

Hannah Shin-Heydorn
City Manager
By:

Lindsay Charlet
CEO & Creative Director
ATTEST:

By:

Patricia Vazquez
City Clerk
By:

APPROVED AS TO FORM:

By: ________________________________
Best Best & Krieger LLP
City Attorney
55414.00000\32996936.2
A-1
EXHIBIT “A”

SCOPE OF SERVICES
Deliverables
• Brand Assets: Finalized logo designs and template materials. o City Logo (in various colorways)
 Accompanying logos for City departments
o City Seal (in various colorways)
o City Tagline
o Document Templates (letterhead, forms, etc.)
• Style Guide: A comprehensive document illustrating the graphic standards and rules for use of the City logos, colors and typography along with design mockups for key materials and guidance for brand applications.
• Wayfinding Signs
o Inventory of current signs
o Design for signs throughout City to match Style Guide • Strategic Communications Plan: to guide Stanton’s communication and community engagement efforts over the next three years. This plan should include a Key Messaging Platform.
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B-1
EXHIBIT “B”

SCHEDULE OF SERVICES
Phase 1: Research & Brand Strategy: 4-6 weeks
Phase 2: Brand Messaging Development: 8-10 weeks
Phase 3: Development of Visual Brand: 8-10 weeks
Phase 4: Brand Guidelines & Training: 3 weeks
Phase 5: Brand Roll Out: 2-6 months
- Wayfinding Signs: 1-3 months
- Strategic Communications Plan: 1-3 months
55414.00000\32996936.2
C-1
EXHIBIT “C”

COMPENSATION
Phase 1: Research & Brand Strategy $6,000
Phase 2: Brand Messaging Development $18,450
Phase 3: Development of Visual Brand $26,750
Phase 4: Brand Guidelines & Training $4,250
Phase 5: Brand Roll Out $26,000
Reimbursable expenses (travel, shipping, etc.) not to exceed $3,500 RIGHT-SIZED.

One office. 12 employees. Our team is
nimble and accessible.

COLLABORATIVE.

Listening is our superpower. We know a
good idea can come from any voice in
the room, so we work collaboratively to
surface it.

EXPERIENCED.
18 years running. Hundreds of projects.

Lots of repeat customers. Whatever you
need, chances are we’ve been there.

FUN.

We’re serious about what we do. And we
guarantee you’ll smile, laugh, and maybe
squirt water out of your nose along the
way.

WOMAN-OWNED.

And proud of it.

SCRAPPY.

We know how to make a lot from a little.

Big or small, we are personally invested in
the outcome of every project we take on.

THRIFTY.

We deliver real value for money. Your fees
turn into great work, not vintage pinball
machines, kegerators, or conference
rooms that look like beehives.

APPROACHABLE.

We speak business and have the
strategic chops to prove it. We also
aren’t the kind of people who want to
impress you with all the three-letter
acronyms we know. Design shouldn’t be
elite.

CURIOUS.

What’s your story?
HUB has extensive experience working with cities, towns, counties and various state and national organizations on design and strategy projects of all shapes and sizes.

The HUB team consists of twelve full-time employees, whose expertise spans graphic design and illustration, marketing, strategy, and project management. For each project, we assign a strategic project manager who will be your primary point of contact. They will work with your project team to outline the project needs and requirements, present project deliverables, and act as your representative within our studio as work progresses. If a project begins to shift in scope or size, he or she will immediately flag this and work with you to find the best way forward keeping the project on time and budget with a beautiful outcome.

HUB’s approach is iterative and collaborative, with oversight and communication that happens organically as part of our design process.

Our project managers closely communicate with each client to ensure they are part of the process every step of the way. We build in rounds of revision, and feedback sessions to foster open dialogue and send along our presentations/works in progress for you to review outside of meetings.

In the following pages of this Executive Summary you will find the following:
• An Overview of Our Services - pg 4
• Details on Our Team - pg 5
• Our approach to Outreach & Community Engagement - pg 7 • Our Understanding and Project Strategy - pg 8
• Our Past Experience - pg 14
Executive
Summary
Founded in 2004, HUB is a woman-owned agency
of creative strategists and designers with a diverse
client base that spans tourism, higher education,
retail, government agencies, and nonprofits. We work
with our clients to find and capture the big idea,
bring it to life, and create authentic designs that
inform and inspire.

We get our clients in ways big agencies don’t. We
don’t show up and tell you our big ideas. We listen,
learn and discover ithem together.

HUB is...

STANTON // CITY BRANDING AND MESSAGING SERVICES PG 3
Attachment: B
Click here to return to the agenda.
comprehensive brand strategy
Your brand is more than a logo and a tagline.

Having a strategy that combines visual look-andfeel, tone-of-voice, organization goals, marketing, and communications planning makes your brand a
powerful tool and you an expert in how to use it.
marketing
Who’s seeing your brand message? How? Where?
Why? We’ll craft a strategy that sparks excitement
and action from your audience.
communications
What’s the plan for getting the word out? How often
are you emailing, sending out mailers, using social
media? We’ll lay the plan out with easy steps.
campaigns
Not just for politicians; meaningful connection
requires the right timing and delivery.
research
Analyze the competition, research relevant trends
and futures, understand your target audience.
content development
Before you work on how to say it, you need to know
what it is. Define the right messages and subjects.
copywriting and editing
Communicate in the right tone of voice. Keep the
essential words and nix the fluff.
destination assessment
Want to attract tourists or new business? We can
help define your biggest assets and challenges.
project management
Lots of moving parts? Tight budgets and deadlines?
We’ve got managers who make spreadsheets for fun.
branding and identity
Not just logos, but entire visual systems to cohesively and beautifully represent your brand.
package design
Why would they buy it if the container is ugly?
print design
Brochures, postcards, billboards, letterhead,
magazines, books—anything ink plus paper.
web design
As much time as we spend online you better have a
beautiful, informative, experiential presence.
environmental design
Any sort of space a body inhabits. Could be a trade
show booth, building wayfinding, interior design.
exhibition design
Tell a story about history or science, or display
art. We make sure it looks its best and create an
awesome experience.
presentation design
Need to impress the big wigs? Wow them with a
kick-ass presentation.
custom objects and items
Sometimes you just need a weird box, or a trophy, or
a bandanna, or a burrito costume. We wont judge.
illustration and infographics
Say something really important and dense and
complicated in a simple, visual way.
production design
Got a design already? Just need a new document to
look like something else? We can do that too.
strategy design
We help with...

About Us
STANTON // CITY BRANDING AND MESSAGING SERVICES PG 4
Bryan Brooks
Strategic Project Manager
Tenure at HUB: 6 years
Key Projects: Snohomish, Ellsworth,
Pleasant Hill, Utah Counties, PDX 311
Expertise: Concept development,
brand strategy, copy writing,
project managment, master
planning
Education: Master of Architecture,
University of Washington
Jen Guibord
Director of Creative Development
Tenure at HUB: 8 years
Key Projects: Green River, Pleasant
Hill, Utah Counties, Snohomish,
Ellsworth
Expertise: : strategic planning,
brand frameworks, brand
messaging, project oversight
Education: BA, Anthropology
St. Lawrence University
Lindsey Charlet
CEO & Creative Director
Tenure at HUB: 19 years
Key Projects: Fredericksburg, Carbon
County
Expertise: executive oversight, client
relations, brand discovery, production
oversight
Education: BFA, Graphic Design
Pacific Northwest College of Art
Our team wears many hats. Most sit squarely in strategy, creative, and project management and many fall outside those lines. We share project loads depending on the work required putting the most well suited at the helm. Projects are assigned one point of contact to help things run smoothly through the duration of a project.

Colleen Fulford
Senior Designer
Tenure at HUB: 10 years
Key Projects: PDX311, PBOT, Emery
County UT, Fredericksburg
Expertise:logo design, advertising,
marketing, brand management,
mood boards
Education: BFA, Applied Visual Arts &
Graphic Design
Oregon State University
Zack Custer
Senior Designer
Tenure at HUB: 8 years
Key Projects: Heber Valley UT,
Ellsworth, Portland Street Response,
The Helper Museum, Fredericksburg
Expertise: advertising, marketing,
brand development, web design,
standardization and iconography
Education: BA, Graphic Design
Minneapolis College of Art and Design
Makenna Sullivan
Senior Designer
Tenure at HUB: 5 years
Key Projects: Pleasant Hill CA, Safe
Rest Villages, Carbon County UT,
Beaver County UT
Expertise: brand development,
illustration, user experience design,
infographics
Education: BFA, Design & Digital
Media Laguna College of Art &
Design
Our Team
Kat Brint
Designer
Tenure at HUB: 2 years
Key Projects: Mercy Corps, National
Crittenton, PBOT
Expertise: Graphic Design,
Animation & Video Production,
Typography, Iconography, Art
Direction
Education: BFA Applied Visual Arts
/ Graphic Design; Oregon State
University
Ruvini
Wijesekera
Designer
Tenure at HUB: 1 year
Key Projects: Millard County, UT
Expertise: Brand & Identity Design,
Graphic Design, Animation &
Video Production, Typography,
Iconography, Art Direction
Education: BA, Graphic Design
Loyola University, New Orleans
Dana Goetsch
Designer
Tenure at HUB: 4 years
Key Projects: Oregon State Parks,
Carbon County UT
Expertise: advertising, marketing,
brand management, layout design,
social media
Education: BA Product Design
University of Oregon
Frances
Erlandson
Strategic Project Manager
Tenure at HUB: 1 year
Key Projects: Alberta Alive, Portland
Parks Foundation
Expertise: marketing, brand
management, copy writing, digital
services, video production, master
planning
Education: BA Poetry & Architecture,
Bennington College
Christine
Gallagher
Creative Strategist/Designer
Tenure at HUB: 1 year
Key Projects: Ellsworth ME, Alberta Alive
Expertise: strategic planning, systems
design, creative strategy, oversight and
management
Education: MFA Graphic Design, Rhode
Island School of Design; BFA Painting &
Drawing, University of Oregon
Faith Harderson
Strategic Project Manager
Tenure at HUB: 4 years
Key Projects: Carbon County UT,
Linfield University, Pleasant Hill CA
Expertise: advertising, marketing,
brand management, media buying,
digital services, video production,
social mediamanagement
Education: BA, Marketing & Economics,
Linfield College
Our Team
HUB loves helping towns, destinations, and institutions find their voice and define who they are. Recent and current projects have taken us to rural Utah, coastal Maine and wine country Washington. For each we have engaged community members, worked with stakeholders and leveraged all our learnings to build beautiful brands, plans and so much more.

Several years ago, we initiated an ongoing relationship with the state and communities of Utah, assisting towns and counties with creating a strategic brand identity and marketing plan for growing tourism and economic development. These projects have two goals: celebrate a cohesive, strong sense of place for the people that live there and communicate to those who don’t why these places are worth visiting. To date we have completed work for Green River, Emery County, Carbon County, Beaver County, Wasatch County, Morgan County and Millard County.

In addition to this, HUB has worked with cities and towns around the country to help with a variety of branding and marketing challenges from asset mapping and destination assessments to marketing campaigns and collateral design and development.

Gathering community input
These projects involve many stakeholders with lots of opinions, and we want to hear them all! Crafting a unified strategic brand and messaging means hearing everyone’s side of the story and understanding what they value in a place. For Green River, we collaborated with local agencies to gather data from the community through surveys, working sessions, and design workshops. This information revealed what various people—high-schoolers, seniors, the Hispanic population, business owners, locals who had moved away, etc.—thought made Green River special. We distill that feedback and research into a cohesive brand statement that drives the development of the overarching vision, graphics, tone and messaging. For Carbon County, this meant fostering a unified sense of pride in the community and presenting a series of cities spread throughout the county as a cohesive tourist destination.

Outreach and engagement
Our approach to outreach and engagement has been described as non-traditional and fun. We pride ourselves on designing creative activities that are unexpected and yeild key insights and opportunities. We don’t ask straightforward questions and record answers, we start conversations, ask questions and listen with genuine interest. We follow up these initial engagements with surveys and questionnaires as needed - diving deeper into the topics that have surfaced during our inital outreach and engagement efforts.

LOGO WITH CITY LOCKUP
Our Experience
STANTON // CITY BRANDING AND MESSAGING SERVICES PG 7

THE OPPORTUNITY
The city of Stanton is known for
its strong sense of community and
tremendous growth potential. It’s
location within Orange County,
paired with the significant
investments the city has made into
many of its signature attractions
and amenities has positioned it as a
desireable place to live, work, recreate
and open a business.

The challenge is to define an
authentic, compelling brand that
fosters a sense of pride and identity
for current residents and business,
and positions the city for further
growth and expansion. To do this,
we need to uncover all that makes
Stanton special and build a brand
that celebrates that!
WE’VE GOT YOU!
As your partner on all things
branding and messaging, we foster
collaboration and dig deep to
understand the main motivators for
both you and your audiences.

Our approach is collaborative, and
iterative. We don’t come in with a big
idea that we sell to you, we work with
you to discover who you are and who
you aspire to be. We recommend, we
revise, and we refine until we align.

Then we create a brand that embodies
all that we have learned, paired with a
strategy for marketing and promoting
it.

We always consider the audience’s
viewpoint: what will catch their eye?
How do they want to be engaged? That
said, we believe there is more to this
project than simply gaining attention.

We need to foster interest and sincere
curiosity in your city and then deliver
information in a memorable, creative
way.

SYSTEM RULES
A cohesive, strategic system is key.

At HUB we work with our clients to
define and cultivate a unique voice
and message that can be used across
campaigns, online, and the built
environment, making sure that our
brands are in fact robust toolkits,
empowering you to use them going
forward to achieve your goals and
objectives.

When you pair this approach with
our impeccable design skills, you get
something special: a unique ability to
define the big picture and then make
it a reality, down to the last detail.

OUR PLAN FOR STANTON:
• Listen to your stakeholders
and community members.

What’s important to them
in this process? How can we
meaningfully work together
every step of the way?
• Embrace universal
truths about branding
and messaging while
capitalizing on the history
and essence of Stanton and
its residents.
• Understand your audiences.

Craft a brand that speaks
to them and embodies your
core essence.
• Define what makes you
unique, and balance where
and how you should
compete and differentiate
with similar cities and
destinations.

Ready. Set. Go.

Methodology Our Understanding
STANTON // CITY BRANDING AND MESSAGING SERVICES PG 8

1. LEARN YOUR STORY
We lead stakeholders and key
audiences in a series of exercises
and interviews to bring to life the
community’s core principles and
characteristics.

Our team then reviews and
synthesizes the feedback while
simultaneously evaluating the
existing branding and messasing, as
well as any other studies, products,
surveys and audits that might
provide additional insight.

Next we work to understand your
current brand perception. What do
people see as the major strengths
and challenges associated with what
you have. This helps us create a new
brand, that has a robust application
system that unifies the different
applications and requirements while
also reaching and engaging the
desired audiences.

2. MARKET ANALYSIS
We always like to take a quick look at
what others are doing by conducting
a top level market analysis to
understand where Stanton belongs in
the larger economic and residential
landscape.

From this we compile a series of
branding case studies of similar cities
from which we can draw inspiration
and understand ways Stanton can
capitalize upon its unique qualities.

3. DEFINE GOALS
Before design begins, we want to
clearly prioritize and articulate the
goals and objectives and outline a
plan of accomplishment.

The results of this effort will be a
refined deliverable schedule and
approval process for the project based
on a shared understanding of goals
and objectives.

First, we listen and learn. We’ll have
a formal kick-off, with all the core
decision makers present, where we
discuss the project with the goal
of reviewing the scope, refining
details and timelines, and finalizing
the execution strategy. Paired with
working sessions, we will learn and
analyze the context of your goals.

HUB will review work done by the
city in anticipation of this project as
well as conduct our own background
research and assessment. Based
on our initial research, we will
solicit insights and feedback from
stakeholders. HUB works to distill
our learnings into a strategy from
which we craft your visual identity
and strategic communications plan.

DELIVERABLES:
- Findings Report
- Brand Development Strategy
- Plan of Accomplishment
TIMELINE: 4-6 WEEKS
Phase I: Research and Brand Strategy Development
Example: Green River, Utah
Green River, Utah / Presentation 04 / 06.01.16 / Page 7 GREEN RIVER — PHASE ONE SUMMARY SHEET
(reason for being for the Green River brand)

CONFLUENCE OF AUTHENTIC HERITAGE & INVIGORATED CULTURE

BRAND ESSENCE
RUGGED

REVITALIZING

CONTRASTS

ACCESSIBLE

CONFLUENCE
PROUD

IS IS NOT
disconnected
static
flawless
polished
grimy
remote (frontier town)
peaceful
proud
beautiful
gritty

THE ADVENTURERS
The adventurer is motivated by the thrill of nature as a playground. They like to explore with gear: mountain bike, climbing shoes, raft or ATV.

THE SOU L S E EKER S
They travel for solace and to commune with the outdoors. The surrounding nature provides time and space for introspection and discovery.

THE PACK
Bonding with the group, whether a part of a young family, a group of geologists, a gang of motorcyclists or an organized tour group, these folks are looking to learn and experience the west in tandem with others.

THE PASSERSBY
En route to their next destination, they are seeking sustenance and entertainment to break the monotony of a long road trip.

KEY PRINCIPLES EXPLORER SEGMENTS

FOCUS PERSONA FOR BRANDING

KEY PRINCIPLES
what would BROOKE HUNTERLY think?
Green River, Utah / Presentation 04 /

SEEKING
Solace, Respite
VALUES
Beauty, Experience

MOTIVATIONS
Rejuvenation, Discovery

SEEKING
Community, Learning
VALUES
Beauty, Shared Experience

MOTIVATIONS
Connection, Discovery

THE SOUL SEEKERS
They travel for solace and to commune
with the outdoors. The surrounding
nature provides time and space for
introspection and discovery.

THE PACK
Bonding with the group, whether a part
of a young family, a group of geologists, a
gang of motorcyclists or an organized tour
group, these folks are looking to learn and
experience the west in tandem with others.

SEEKING
Pride, Adrenaline
VALUES
Conquering Wilderness, Extreme Winning

MOTIVATIONS
Fun, Accomplishment

THE ADVENTURERS
The adventurer is motivated by the thrill of
nature as a playground. They like to explore
with gear: mountain bike, climbing shoes,
raft or ATV.

SEEKIN
Recharge, Service
VALUES
Convenience, Am

MOTIVATIO
Easy, Quality, Pri

THE PASSER
En route to their next
they are seeking su
and entertainment to
monotony of a long

THE EXPLORERS
BRAND FOCUS*
There is a natural overlap between the Values and Motivations of the Soul Seekers and the Pack. They are also the more logical sector to capitalize on since t Adventurers are more easily drawn to Moab and the Passersby are already physically near Green River and are looking for more straightforward needs to be m * for our brand voice definition, not marketing purposes Project Strategy
STANTON // CITY BRANDING AND MESSAGING SERVICES PG 9

1. TONE & HIERARCHY
To define the brand’s voice we do
a series of exercises presenting the
same content using different voices
to gain further understanding about
tone and voice characteristics.

Once we have the voice defined,
we look at messaging hierarchy,
exploring how different types
of content and communication
strategies can be used to reach
different audiences. For this we
use our Attract > Engage > Connect
framework to speak to what types of
messages go where.

2. TAGLINE &

MESSAGES
Based on our research and
understanding of the brand
foundation and the messaging work
HUB develops brand messaging
and visual identity concurrently, so
messaging and design will overlap
and inform each other. We think
holistically about communications
and base our recommendations on
your unique story. Some clients don’t
need a tagline or, depending on
the visual identity, only use certain
messaging in specific contexts. That’s
why we explore message and visuals
together.

To start, HUB presents different
messaging and tone-of-voice
directions to give you opportunities
to give us feedback that inform our
team. We do application studies,
pairing taglines and top level
messaging with the visual directions
under consideration.

We think beyond bold statements
to strategize about how
communications should be used
accross various engagement levels
and tailored for different audiences.

DELIVERABLES:
- Iterative versions of brand
messaging and tone of voice
- Initial explorations and refinement
of a brand implementation strategy
TIMELINE: 8-10 WEEKS
Phase II: Brand Messaging Development
Example: Stay Pleasant Hill, California
CAMPAIGN-CENTRIC TAGLINES FOR A TOURISM DISTRICT:

GO_____________, STAY PLEASANT
Explore the cells of Alcatraz and gaze in wonder at the Golden Gate in San Francisco. Find the perfect apparel at the top outlet stores of the East Bay. Taste the indulgent flavors of Wine Country. Hike the trails of formidable Mt. Diablo. Wherever you go, whatever you do, be sure to stay pleasant—Pleasant Hill, that is. Our friendly little city is right in the middle of everything that’s great about the Bay and Northern California. And with tons of comfortable accommodations and dining choices to satisfy any picky eater, you’re guaranteed a Pleasant stay. We bet our name on it.

WELCOME TO THE COMFORT ZONE
We’re all for adventure—and around here, you’ll find plenty of it. But at the end of a long day of work or exploring, Pleasant Hill offers a welcome oasis from all the hustle and bustle. Our friendly community is just a quick BART ride to the big-city excitement of San Francisco. We’re also just a stone’s throw from the world-class wines of Napa and Sonoma Valleys. With great restaurants, affordable lodging and friendly locals, you’ll find everything you need to make yourself all kinds of comfortable. Pay us a visit and see we have done, we present iterative
tagline and key message options that
summarize and present something
meaningful, memorable, and
inspiring about Stanton.

3. DEFINE STRATEGY
We begin to explore the various
options to strategically apply the
brand and messaging, outlining
opportunities and recommendations
across all channels.

The defined tone, messaging
heirarchy, and final tagline and key
messaging options are added into
your brand guidelines, helping you
and future partners write in the
voice of the brand going forward.

Project Strategy
STANTON // CITY BRANDING AND MESSAGING SERVICES PG 10
PHASE 2: Distill

1. VISUAL

EXPLORATIONS
Our creative process starts off with
mood boards. These represent
different visualizations of the
attributes of your city that are
identified in earlier work. We focus
on pulling different aspects of your
brand forward, illustrating how to
prioritize different aspects of the city,
its people, and all that makes Stanton
special. Feedback on the boards
provides insight to our design team
on what you like, why you like it and
gives us the direction that we need
to start sketching and creating logo
studies.

2. LOGO DESIGN
When we start designing logos, we
sketch out a variety of options based
on your feedback - your likes and
dislikes. We like to present options,
variations. Sometimes we present a
mild, medium and spicy direction,
just to see how far you want to push
the brand. It’s a fun process, and
allows you to see what the potential
is, discover what feels right, and
move forward with confidence.

3. BRAND SYSTEM

DEVELOPMENT
Once we have a logo direction, the
brand evolves and expands, and our
team dives into further explorations
of design elements such as
illustrations, colors, fonts, hierarchy,
and imagery. It is at this point
where we figure out logo variations,
city seals, icons, lock-ups and all the
other items that will make up the
full identity system.

In many cases, the ability to see
how the logo could be applied,
helps finalize opinions. To do this
we explore application of the brand
elements to collateral pieces, such
as a business card, website landing
page, brochure, billboard, vehicle
wraps, baseball caps and etc.

Once we have a final logo, identity
system and application designs that
the team is happy with, we begin
work on brand guidelines and rollout strategy.

To begin our visual explorations,
we sample designs that exist in
the world to create mood boards -
these illustrate different directions
that we can take the logo and
brand identity. The goal is to foster
conversation around what you
like and dislike prior to investing
time (and money) in the wrong
direction. Once we have feedback
on our explorations, we begin our
design work, crafting different
design directions and iterations,
giving you multiple opportunities
to provide feedback. Together we’ll
also brainstorm how this strategy
is implemented, illustrated across
various engagement levels.

The visual identity we develop
should originate from our
understanding of the City’s brand
essence defined in Phase I. We
create brands that represent places
authentically (we don’t want to
promise something the city can’t
delivery in actuality).

DELIVERABLES:
- Iterative design rounds of logo and
visual identity explorations
- Brand application studies
TIMELINE: 8-10 WEEKS
Phase III: Development of the Visual Brand
Examples: Pleasant Hill, California and Green River, Utah

PLEASANT HILL

CALIFORNIA
Project Strategy
STANTON // CITY BRANDING AND MESSAGING SERVICES PG 11

1. BRAND GUIDELINES
HUB will create brand guidelines
document that outline:
• Brand elements and how to use
them - the dos and don’ts for logo
lock-ups, the application of colors,
patterns, imagery and typography.
• Brand messaging - the brand
attributes, selected tone of voice
styling, messaging heirarchy and
approved brand messages and
tagline(s).
• Brand applications - the
application studies that were
created during the design process
• Final Asset Organization- how to
find the brand assets in the the
delivered final files.

The goal is to anticipate the various
applications and provide the rules
and usage guidelines that will help
you avoid inconsistent application
going forward.

This is our opportunity to be a good
partner. We package all your brand
assets into easily usable files and
create your comprehensive brand
guidelines that details the why and
how of the brand. These guidelines
can live digitally and in print for use
by the communications team, trusted
partners and brand ambassadors.

Guidelines include overarching
brand principles, logo lockup
treatments, font usage, patterns and
illustrations, tagline lockups, and
asset application examples, among
other necessary sections that may be
defined for this specific brand as it is
designed.

DELIVERABLES:
- Final brand assets
- Final brand guidelines
- Brand usage training session
TIMELINE: 3 WEEKS
Phase IV: Brand Guidelines and Training
Example: Child Aid
Volume 01
If you have any questions please
contact us at [email protected]
Brand Guidelines
-
2018
Brand Guidelines Mark & Spacing 11
Our “Jacqueline” icon is the key
expression of our brand abstractly
representing a child holding a book.

Abide and follow the spacing rules
established for all Child Aid logos across
print, web, and social platforms.
1X
1Y
1X
1Y
Brand Chapters
Our Brand Collateral
Belief Proposition, Vision, & Mission
Brand Goals & Principles
Brand Attributes & Emotions
Our Tagline
Tagline System
05 06
07 Brand Guidelines
Our Mark “Jacqueline”
Our Logo
Logo Usage
Colors
Typography
Typography Usage
Pattern - Building Blocks
Secondary Patterns
Photography
Business Cards
Letterhead
Envelopes
Webpages
Social Media
Newsletter Template
11 32
12 33
12 41
21 34
26 22 36
27 08
23 39
23 09
Brand Guidelines Typography 23
Texta is the primary font for Child Aid
print pieces. Texta is designed with an
upright stress, open forms, and a warm
and human feel. It is optimized for print,
web, and mobile interfaces and has
excellent legibility.

Sanchez is the primary font for body
copy. It has semi-rounded details
and a sleek structure, giving it a strong
personality and high readability.

Note: When the core brand typefaces
are unavailable due to the limitations of
the media please use Century Gothic in
place of Texta and Century School Book
in place of Sanchez. If those are not
available default to Trebuchet MS and
Times New Roman.

Headlines

ABCDEFGHIJKLMNOPQRSTUVWXYZ
abcedfghijklmnopqrstuvwxyz
1234567890
!@#$%^&*?(+
Subheads

ABCDEFGHIJKLMNOPQRSTUVWXYZ
abcedfghijklmnopqrstuvwxyz
1234567890
!@#$%^&*?(+
Body Copy

ABCDEFGHIJKLMNOPQRSTUVWXYZ
abcedfghijklmnopqrstuvwxyz
1234567890
!@#$%-&*?(+
( Texta- Heavy )
( Texta - Italic )
( Sanchez - Book )
Our Brand Belief Proposition, Vision, & Mission 5
Belief Proposition
Child Aid believes access to a quality education is a basic human right and the most effective long-term solution to poverty.

Vision
Every child recognizes their innate ability to change themselves, their communities, country, and world for the better.

Mission
Child Aid promotes social and economic development through literacy. We seek to have a substantial impact on changing primary school education in Guatemala, thus changing the country.

We transform how reading and literacy are taught in Guatemala, so all children have access to a quality education and the opportunity to improve their lives and contribute to their communities and the world.

Brand Guidelines Secondary Brand Patterns - Outlines 28 These examples showcase the secondary
brand patterns to be used in more subtle
and textural manners throughout printed
and digital communications. These
patterns can be used as borders, frames
or background elements.

Patterns are best used when faded to a
tone on tone or on light background to
create contrast and intrigue.

Breaker pages in this document and TOC
showcase this.

2. FINAL FILES
HUB will package up all production
ready assets, art files, and applications
studies and deliver them to you for
you to use going forward.

All logo variations and city seal will
be saved out in each brand color as
jpgs, pngs, svgs and vector art files
or as otherwise specified. For the
application studies, HUB will save
out template files to client provided
specifications.

3. TRAINING
HUB will organize a training session
for those who are likely to employ the
new brand in a variety of formats.

We’ll walk through the guidelines,
provide examples of brand dos
and don’ts, and answer questions
about specific use cases and general
application queries.

Project Strategy
STANTON // CITY BRANDING AND MESSAGING SERVICES PG 12

STRATEGIC

COMMUNICATIONS PLAN
It takes serious intention to ensure
that your messages captivate, inform
and inspire. Our approach is to
both understand the audience and
holistically look at how we can
intersect them in meaningful ways.

We look at general communications
and campaigns as both a verbal
and visual language that together
empower you to engage and align
around goals and objectives. Our
brand strategists are well versed at
guiding cities and towns through
best practices for engaging with
their communities and reaching new
audiences as well.

Providing details around what
we would include in your
communication plan at this point
would be premature, since we
haven’t met you nor delved into all
the research and foundational work
we would be doing as part of the
greater branding initiative.

What we can do is outline how
we’ll get to that final plan, plus our
general approach to communications
and key messaging.

1. ANALYSIS
We want to review existing
marketing and communication
efforts, gaining an understanding of
what is working and what isn’t.

We also take the time to define the
team members that will be impacted
by this effort; outline specific goals
and objectives for engaging local

WAYFINDING SIGNS
At the start of the project, HUB will
explore the city and surrounding
area to get a deep sense of the place
and intuitive and explicit boundaries,
circulation paths, and destinations in
the city and beyond.

HUB, in coordination with city
representatives, will inventory existing
signs, and map out recommendations
for placement adjustments or
additional signage for stakeholder
review.

Working with the new brand, HUB
will provide design directions for
the visual expression of the signage.

HUB will provide several options for
feedback.

Based on the feedback we receive,
HUB will finalize design of all
signage types, and provide templates
expressing materials, font treatment
(type, color, size), colors, iconography
usage for each sign dimension.

DELIVERABLES:
- Implementation plan & schedule
- Iterative wayfinding designs
- Final wayfinding designs
- Spec documents for fabrication
TIMELINE: 1-3 MONTHS
Phase V: Brand Roll Out
businesses, residents, visitors and
prospects. Typically we do this by
reaching out to different groups to
get their feedback on the success of
the current communications and
marketing and what they’d like to see
in the next three to five years.

2. PLANNING
We will distill our research and
compiled feedback into a plan that
is broken down by priorities and
level of effort. We find this approach
allows for easy wins (small level of
effort) and long term planning.

3. DEFINING
Once we have a plan around
priorities, we break out the various
elements identified, providing
clarity around what it will take to
accomplish them, the audiences
they are targeting, messages they
are leveraging, and platforms they
will be featured on, along with
key performance indicators. This
results in a plan that outlines the
communication and engagement
strategies for all critical messages,
collateral and miscellaneous for the
coming three years and top level
resources required to accomplish
them.

DELIVERABLES:
- Communications Plan and Priority
Matrix
TIMELINE: 1-3 MONTHS
Project Strategy
STANTON // CITY BRANDING AND MESSAGING SERVICES PG 13
We deliver brand strategy, messaging and gorgeous design for clients like these. All of them are trusted creative partners.

Most of them are repeat customers.

We love our clients
Communities Nonprofits
Companies Universities
Past Experience
STANTON // CITY BRANDING AND MESSAGING SERVICES PG 14
Fredericksburg boasts a rich and
lengthy history reflected in the built
environment of its downtown. The
town’s opportune location halfway
between Richmond and D.C. (with I-95
providing direct access to both) make
it a prime commuter community. It
is one of the fastest growing cities in
Virginia. With a surprisingly young
and highly educated population and
a strong local and artisan business
environment, the city offers plenty for
those looking to escape the expense
of larger cities and the monotony of
suburbia.

For its municipal rebrand, the City
wanted to engage the widest possible
swath of community members in the
branding process, so we hosted eight
different working sessions over the
course of four days, gathering the
opinions and feedback of over 200
community members.

We then distilled that feedback,
our observations, and research into
important findings that shaped the
foundation of the brand exploration.

These foundational components
included a conceptual framework
that Fredericksburg is a point of
confluence where many things, places,
and histories come together.

With the foundation in place, we
began brand exploration. Several
rounds of logo designs found
the committee at consensus on a
single direction. The abbreviation
“FXBG” continues to gain popularity
and appear in common dialogue
throughout the city and region, so
we embraced it as the primary logo
mark—a method of shortening a
very long name. Brand messaging
embraces the concept of confluence.

The primary tagline, “where it all
comes together,” loudly echoes this theme.

City of Fredericksburg, Virginia
26 “X” USAGE
Pattern
Another way to inject playfulness into the
visual brand is to use the repeated dual
color “X” in a random pattern. This is can be
a great place to showcase brand colors
and Fredericksburg’s visual personality.

In addition, using the spacial arrangement
of the “X”s to inform page layouts, spacing,
or containers for text is a great way to think
creatively when designing brand collateral.
24 X” USAGE
Advertising and/
or Social Media
o use full-color photography while
maintaining a recognizable brand presence,
he “X” may be used as a container when
paired with a background color. This
reatment works especially well for large
esign areas, like posters, social media
banners, print advertising, and the like.

When choosing a color to pair it with,
eep the categorical color system in
mind. The photo, background color, and
orresponding tagline should all refer back
o one of these categories to keep the
brand system topical and meaningful.
owever, the “X” may never be centered
within a rectangular colored area due to its
endency to look similar to the Confederate
lag. Refer to page 27 for more information.

NOTE: DO NOT USE THE PHOTOS FROM THIS
DOCUMENT IN ANY BRAND COLLATERAL.

HESE PHOTOS ARE FOR REFERENCE ONLY.

City of Fredericksburg, Virginia
23 Logo
depth and narrative to
pe is to use the “X” as a
otography. However,
guidelines to keep in mind:
ust always be overlaid
eep the logo on brand; full
hy must never be used
xt of the full logotype*;
e must be at a large
e able to recognize
g in the photography.
his stylization in places
is already established
ke on social media.
n when to use
graphy within the
ext page.

SE THE PHOTOS FROM THIS
NY BRAND COLLATERAL.

RE FOR REFERENCE ONLY.

City of Fredericks
Primary Tagline
Variations
In appropriate contexts, such as specific
campaigns, messaging series, or city
functions, the tagline may be modified to
highlight a specific area of confluence.

In addition, certain colors are coordinated
with specific subjects and categories
of messaging. For more information
on which colors to choose in these
contexts, see pages 17 and 19.

City of
Fredericksburg, VA
Past Experience
STANTON // CITY BRANDING AND MESSAGING SERVICES PG 15
Stay Pleasant Hill,
California
Nestled in the foothills of the East
Bay, Pleasant Hill, California, boasts
the amenities, easy accessibility, and
close-knit community atmosphere
representative of many suburban
cities across America. When the
city embarked on a tourism-centric
marketing plan, these qualities
became a challenge and an
opportunity. HUB helped Pleasant
Hill shape its familiarity to be
comforting rather than boring, and
its suburban location as accessible
rather than distant.

After touring the city, listening to
stakeholders, and researching the
area, we presented a main conclusion
about Pleasant Hill: it’s not a tourist
destination. However, its proximity
to much of Northern California’s
main attractions—San Francisco,
Wine Country, the Pacific Coast—
make it a prime center-of-everything
basecamp for those looking for a
convenient and accessible point of
departure
.

This meant finding the right
audience for staying in Pleasant Hill
proved crucial: the thrill seeker who
wants to be in the middle of the
crowd and noise won’t be enticed
by Pleasant Hill’s affordable rooms
and free parking, but young families
traveling on a dime or savvy business
trip travelers might. Our final
strategy suggested reaching these
people by building a recognizable
brand, promoting tourism in the
right ways, creating and advertising
special signature events while
attracting sporting activities that
bring overnight stays, and getting
local businesses and the community
on board about the opportunities
being a tourism advocate brings.

Related Projects
STANTON // CITY BRANDING AND MESSAGING SERVICES PG 16
Green River, Utah
Green River is a rural city just off
the beaten path, at the edge of the
Southwest frontier land. Gritty but
well-lived, the uncrowded oasis
is rich in history. HUB recently
worked with the city to create a
brand identity and messaging
with the goal of instilling pride in
residents and promoting the city as
a tourism destination.

We aligned and defined the
story of Green River to lay the
foundation that highlights the
character of the region and
celebrates the city of Green River as
a tourist destination. Who should
Green River focus on attracting?
First we created a subtle shift in
how we identify the Green River
tourist.

We looked for the intersection
of the Green River persona and
the brand essence to build visual
design mood boards, to craft a
new written voice, and to create a
marketing plan. Supported by the
narrative distilled in our previous
steps, we defined a look and feel:
“artful, modern, industrial.” This
language and voice communicates
the values of the persona and lays
the foundation for the city-wide
identity system. Green River’s
identity system is integrated into a
wide array of content and media.

We worked closely with Green
River to ensure each touchpoint is
true to the city’s vision of sharing
its land, culture, and history.

HUB worked with Green River
to foster sustainable economic
growth in the tourism sector while
preserving the character and
small city feel. We created a plan
for rolling out the brand across
marketing activities.

Green River, Utah / Presentation 04 / 06.01.16 / Page 7 GREEN RIVER — PHASE ONE SUMMARY SHEET
(reason for being for the Green River brand)

CONFLUENCE OF AUTHENTIC HERITAGE & INVIGORATED CULTURE

BRAND ESSENCE
RUGGED

REVITALIZING

CONTRASTS

ACCESSIBLE

CONFLUENCE
PROUD

IS IS NOT
disconnected
static
flawless
polished
grimy
remote (frontier town)
peaceful
proud
beautiful
gritty

THE ADVENTURERS
The adventurer is motivated by the thrill of nature as a playground. They like to explore with gear: mountain bike, climbing shoes, raft or ATV.

THE SOU L S E EKER S
They travel for solace and to commune with the outdoors. The surrounding nature provides time and space for introspection and discovery.

THE PASSERSBY
En route to their next destination, they are seeking sustenance and entertainment to break the monotony of a long road trip.

KEY PRINCIPLES EXPLORER SEGMENTS

FOCUS PERSONA FOR BRANDING

KEY PRINCIPLES
what would BROOKE HUNTERLY think?
Past Experience
STANTON // CITY BRANDING AND MESSAGING SERVICES PG 17
Carbon County,
Utah
Carbon County, Utah, lies in a cliffbounded valley on the western edge of the Colorado Plateau. As the future
of coal power becomes increasingly
volatile, the county is searching for
opportunities to bolster economic
sustainability to maintain their way
of life.

HUB encouraged the county to lean
into its history with coal and its
proximity to major attractions just
south of them. Each community in
Carbon County offers amenities or
experiences that create a notable
experience for those traveling to
Southeast Utah. These communities
are also located in a line along US 6
and SR 123—a corridor of sorts. The
Carbon Corridor designates Carbon
County as a convenient, linked
system of communities that make
a memorable stopover or basecamp
while exploring Southeast Utah.

With this framework established, we
began developing a visual identity,
messaging, and tone of voice that
fit the Corridor. The look and feel of
the brand drew from the County’s
historic built environment and history,
embracing the textures, colors, and
details of historic brick buildings,
hand-painted signage, and industry.

Messaging and tone focused on
framing the Corridor as a basecamp
of sorts to begin any adventure
into Southeast Utah, highlighting a
variety of activities and the Corridor’s
proximity to major attractions. This
led to a marketing plan fueled by the
vision that tourism is a healthy and
integral part of a sustainable economy
for the county—that it brings revenue
into the county without compromising
quality of life.

Past Experience
STANTON // CITY BRANDING AND MESSAGING SERVICES PG 18
40 minutes from Salt Lake City and just
south of Park City, Utah’s ski hub, The
Heber Valley stretches along the back
of the Wasatch Mountain range and up
into the wilderness of the High Uinta
Wilderness. The Valley is full of things
to do—hiking, biking, ATVing, fishing,
swimming, backpacking, scenic trainriding, golfing, skiing, snow-tubing—an Olympic history (hosting the 2020
cross-country events), and up-andcoming fine dining already attracting visitors. Yet the county lacks a central
‘there,’ a simple place a visitor can grasp
as a destination. To complicate things,
the towns and attractions that do exist
appeal to a wide range of audiences.

To date, the Heber Valley has focused
on families coming from the Wasatch
Front for a weekend getaway. Based on
our assessment of what the Valley has
to offer, along with the fact that visitors
from the Wasatch Front are flooding
the Valley’s state parks to capacity,
we suggested a shift away from local
marketing. Instead, the Valley should
attract three distinct audiences: the elite
outdoorsperson tired of the prices and
crowds of Park City, families visiting
from the East Coast, Midwest, or South,
and backcountry adventurers from
neighboring states looking for unique
experiences in the wilderness on the
fringes of the Valley.

To support this strategy, we designed
a visual system of logos for three
geographic areas associated with
each audience. When put together,
the three geographic logos form a
complete picture of The Heber Valley
in its entirety. This system provides the
Valley with the flexibility to respond
to the right audiences with the right
message and brand while maintaining
a sense of cohesion across the entire
county. It’s an ambitious approach, but
the recent growth and interest in the
Valley has proven visitors are searching
for what the Valley has to offer them,
and this strategy does that easily and
persuasively.

Wasatch County, Utah
Past Experience
STANTON // CITY BRANDING AND MESSAGING SERVICES PG 19
Thank You
presented by
You may have some lingering questions about our
particular point-of-view, or what makes us uniquely
different than others. We believe that our process
leads us to the best results for our clients and the
people they serve. We are eager to learn and engage
with every new project with purpose, wonder, and
curiosity. We live for the learning process and for
finding innovative solutions to unique problems. If this sounds good, we’re excited to get started.
1 CITY OF STANTON

REPORT TO CITY COUNCIL
TO: Honorable Mayor and Members of the City Council
DATE: May 9, 2023
SUBJECT: AUTHORITY TO ADVERTISE FOR CONSTRUCTION: FISCAL YEAR 2022-23 CITYWIDE STREET RESURFACING PROJECT
REPORT IN BRIEF:

The plans and specifications for the Fiscal Year (FY) 2022-23 Citywide Street Resurfacing Project are substantially complete. In the interest of time, the City Engineer is recommending City Council approve the draft specifications and plans for bidding, subject to revision by the City Engineer and the City Attorney, to ensure the construction contract is awarded in an efficient and timely manner. The draft Project plans and specifications are available in the City Engineer’s Office for review.

RECOMMENDED ACTIONS:

2. Approve the bid specifications and plans, subject to revisions required by the City Engineer and the City Attorney; and

3. Authorize and advertise for bids the FY 2022-23 Citywide Street Resurfacing Project.

BACKGROUND:

The City’s most recent Pavement Management Program (PMP) report lists streets and pavement treatments necessary for the City to maintain a pavement condition index (PCI) of 75 or greater in order to maintain eligibility with the Orange County Transportation Authority’s Measure M2 Turnback Funds Program.

Item: 6H
Click here to return to the agenda.
2 The most recent adopted PMP listed the following streets as needing to be paved in FY 2022-23 to maintain an average PCI of 75:
• Dale Avenue: Katella Avenue to the railroad tracks
• Katella Avenue: Beach Boulevard to Dale Avenue
• Fulton Way: Rutledge Avenue to End
• Devonwood Avenue: Santa Rosalia Street to Fieldgate Street • Courtright Road: Cody Drive to End
Accordingly, Council awarded a design contract on June 14, 2022 to Tait & Associates for the FY 2022-23 Citywide Street Resurfacing Project, which incorporates the necessary street work.

This Project consists of demolition and removals, clearing and grubbing, roadway modifications, roadway grading and earthwork, curb and gutter, asphalt pavement, signing and striping, and all appurtenant work.

Staff intends to return to Council with a construction contract award recommendation in summer 2023.

ANALYSIS/JUSTIFICATION:

The plans and specifications for the FY 2022-23 Citywide Street Improvement Project are substantially complete. The City Engineer plans on reformatting the specifications prior to releasing the bid specifications and plans to make the documents more user-friendly to bidding contractors and also coordinate with other jurisdictions regarding limits of work.

While this effort is occurring, the City Engineer is recommending City Council approve the draft specifications and plans for bidding, subject to revisions by the City Engineer and the City Attorney, to ensure a construction contract is awarded in an efficient and timely manner.

The Project plans and specifications are available in the City Engineer’s Office for review.

FISCAL IMPACT:

There is no fiscal impact associated with the recommended action.

ENVIRONMENTAL IMPACT:

This project is exempt under the California Environmental Quality Act (“CEQA”), Class 1, Section 15301(c) as repair, maintenance, and minor alteration of existing streets, sidewalks, gutters, and similar facilities.
3 LEGAL REVIEW:

None.

STRATEGIC PLAN OBJECTIVES ADDRESSED:

Obj. No. 3: Provide a high-quality infrastructure.

Obj. No. 6: Maintain and promote a responsive, high quality and transparent government.

Prepared by: Han Sol Yoo, E.I.T., Associate Engineer
Reviewed by: Cesar Rangel, Director of Public Works/City Engineer Approved by: Hannah Shin-Heydorn, City Manager
1 CITY OF STANTON

REPORT TO THE CITY COUNCIL
TO: Honorable Mayor and Members of the City Council
DATE: May 9, 2023
SUBJECT: RESOLUTION OF THE CITY COUNCIL OF THE CITY OF STANTON, CALIFORNIA, PRELIMINARILY APPROVING THE ENGINEER’S

REPORT FOR THE ANNUAL LEVY OF ASSESSMENTS FOR
STANTON LIGHTING AND LANDSCAPING DISTRICT NO. 1 FOR
FISCAL YEAR 2023-24
REPORT IN BRIEF:

On January 24, 2023, the City Council adopted Resolution No. 2023-02, initiating proceedings for the annual levy of assessments and ordered the Engineer to prepare a report in accordance with Section 22565 et seq. of the State of California Streets and Highways Code. The Engineer has filed a report with the City Clerk in compliance with Council direction. The proposed resolution would preliminarily approve the report.

RECOMMENDED ACTION:

FOR THE ANNUAL LEVY OF ASSESSMENTS FOR STANTON LIGHTING AND LANDSCAPING DISTRICT NO. 1 FOR THE FISCAL YEAR BEGINNING JULY 1, 2023, AND ENDING JUNE 30, 2024.”
Item: 6I
Click here to return to the agenda.
2 BACKGROUND:

The Stanton Lighting and Landscaping District No. 1 (“District”) was formed on March 10, 1981, and currently provides funding for maintenance and improvements for the City’s street lights, traffic signals, and medians. Each parcel in the City is assessed a proportionate share of the District’s costs each year. The assessment appears on the property tax bill. Assessments are established upon an Engineer’s assessment of each property’s relative benefit from the services provided by the District.

Each year, an update to the Engineer’s report must be produced relative to the District’s annual assessments. The Engineer’s Report was provided to the City Clerk on May 2, 2023. Staff is recommending the City Council approve Resolution No. 2023-07 to approve this report.

FISCAL IMPACT:

The proposed assessments will provide funding for maintenance and improvements for the City’s street lights, traffic signals, and medians.

ENVIRONMENTAL IMPACT:

None.

LEGAL REVIEW:

None.

PUBLIC NOTIFICATION:

Through the regular agenda posting process.

STRATEGIC PLAN OBJECTIVE ADDRESSED:

Obj. No. 4: Ensure fiscal stability and efficiency in governance.

Prepared by: Michelle Bannigan, Finance Director
Reviewed by: Cesar Rangel, Public Works Director/City Engineer Approved by: Hannah Shin-Heydorn, City Manager
Attachment:

A. Resolution No. 2023-07
RESOLUTION NO. 2023-07

Page 1 of 2 ends

RESOLUTION NO. 2023-07

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF STANTON, CALIFORNIA, PRELIMINARILY APPROVING THE ENGINEER’S REPORT FOR THE ANNUAL LEVY OF ASSESSMENTS FOR STANTON LIGHTING AND LANDSCAPING DISTRICT NO. 1 FOR THE FISCAL YEAR BEGINNING JULY 1, 2023, AND ENDING JUNE 30, 2024 WHEREAS, on January 24, 2023, the City Council adopted Resolution No. 2023-02 initiating proceedings for the annual levy of assessments within Stanton Lighting and Landscaping District No. 1 and ordered the Engineer to prepare a report in accordance with Section 22565 et seq. of the State of California Streets and Highways Code; and WHEREAS, pursuant to said Resolution, the Engineer has filed a report (the “Engineer’s Report”), with the City Clerk on the 2nd day of May 2023 (“Exhibit A”); and WHEREAS, the City Clerk has submitted the report to the City Council and the City Council has reviewed and examined the report as so submitted.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF STANTON DOES RESOLVE, DECLARE, DETERMINE, AND ORDER AS FOLLOWS:

SECTION 1: The City Council further finds that this Resolution is not subject to the California Environmental Quality Act (“CEQA”) pursuant to Sections 15060(c)(2) (the activity will not result in a direct or reasonably foreseeable indirect physical change in the environment) and 15060(c)(3) (the activity is not a project as defined in Section 15378(b)(4) of the CEQA Guidelines, California Code of Regulations, Title 14, Chapter 3, because it has no potential for resulting in physical change to the environment, directly, or indirectly).

SECTION 2: The Report prepared by the Engineer for Fiscal Year 2023-24 in connection with Stanton Lighting and Landscaping District No.1, including the description of the improvements, estimated costs and explanations as filed with the City Clerk on the 2nd day of May 2023, is hereby preliminarily approved. This report shall stand as the Engineer’s Report for the purposes of all subsequent proceedings pursuant to the City Council’s Resolution of Intention.

SECTION 3: A copy of the report shall remain on file in the office of the City Clerk.

SECTION 4: The City Clerk shall certify as to the adoption of this Resolution.

PASSED, APPROVED, ADOPTED, AND SIGNED this 9th day of May, 2023.

DAVID J. SHAWVER, MAYOR
APPROVED AS TO FORM:

Attachment: A
Click here to return to the agenda.

RESOLUTION NO. 2023-07

Page 2 of 2 ends

HONGDAO NGUYEN, CITY ATTORNEY
ATTEST:

I, Patricia A. Vazquez, City Clerk of the City of Stanton, California DO HEREBY CERTIFY that the foregoing Resolution, being Resolution No. 2023-07 has been duly signed by the Mayor and attested by the City Clerk, all at a regular meeting of the Stanton City Council, held on May 9, 2023, and that the same was adopted, signed and approved by the following vote to wit:

AYES:

NOES:

ABSENT:

ABSTAIN:

PATRICIA A. VAZQUEZ, CITY CLERK

CITY OF STANTON
ENGINEER’S REPORT

LIGHTING AND LANDSCAPING
DISTRICT NO. 1
FISCAL YEAR 2023-24

ORANGE COUNTY, CALIFORNIA
May 1, 2023

PREPARED BY
101 Progress, Suite 250
Irvine, CA 92618
www.weareharris.com

EXHIBIT A

Page 1 of 17 ends

Engineer’s Report
Lighting and Landscaping District No. 1
City of Stanton
Fiscal Year 2023-24

TABLE OF CONTENTS
Statement of Assessment Engineer .............................................................................. i Part I - Overview ........................................................................................................... 1 Part II - Plans and Specifications ................................................................................... 2 Part III – Cost Estimate .................................................................................................. 4 Part IV - Method of Apportionment ............................................................................. 6 Appendix A - Assessment District Diagram ................................................................. 11 Appendix B- Assessment Roll ...................................................................................... 12 Appendix C - 5-Year Fund Review ............................................................................... 13

EXHIBIT A

Page 2 of 17 ends

Engineer’s Report
Lighting and Landscaping District No. 1
City of Stanton
Fiscal Year 2023-24
i
ENGINEER’S CERTIFICATION
Statement of Assessment Engineer
AGENCY: THE CITY OF STANTON
PROJECT: LIGHTING AND LANDSCAPING DISTRICT NO. 1
TO: THE CITY COUNCIL OF THE

CITY OF STANTON

STATE OF CALIFORNIA
ENGINEER’S REPORT FOR FISCAL YEAR 2023-24
The preparation of this Annual Engineer’s Report (“Report”) is in conformance with the obligation of the City Council for the Lighting and Landscaping District No. 1 of the City of Stanton to provide landscaping and street lighting services upon each lot or parcel of land in the district in proportion to the estimated benefit to be received by each such lot or parcel of land for Fiscal Year 2023-24.

Pursuant to the Landscaping and Lighting Act of 1972 (Part 2 Division 15 of the Streets and Highways Code of the State of California, commencing with Section 22500) (“Act”), Article XIIID, Section 5(a) of the State of California Constitution, and in accordance with the Stanton’s Resolution being adopted by the City Council for:

LIGHTING AND LANDSCAPING DISTRICT NO. 1
(Hereinafter referred to as the “District”),
I, Alison Bouley, authorized representative of the District, the duly appointed Assessment Engineer submit the following Report which consists of the following four (4) parts and Appendices:

PART I
Overview: Provides the background and reason for the District.

PART II
Plans and Specifications: Plans and specifications for the improvements are as set forth on the lists thereof, attached hereto, and are on file in the Office of the City Clerk and are incorporated herein by reference.

EXHIBIT A

Page 3 of 17 ends

Engineer’s Report
Lighting and Landscaping District No. 1
City of Stanton
Fiscal Year 2023-24
ii

PART III
Cost Estimate: An estimate of the costs of the proposed improvements, including incidental costs and expenses in connection therewith, is as set forth on the lists thereof, attached hereto, and are on file in the Office of the City Clerk and incorporated herein by reference.

PART IV
Method of Apportionment: The method of apportionment of assessments, indicating the proposed assessment of the net amount of the costs and expenses of the improvements to be assessed upon the several lots and parcels of land within the District, in proportion to the estimated benefits to be received by such lots and parcels. The Assessment Roll is filed in the Office of the City Clerk and by reference is made a part hereof.

Appendices
Appendix A – Assessment Diagram
Appendix B – Assessment Roll
Appendix C – 5 Year Projection
In conclusion, it is my opinion that the costs and expenses of the District have been assessed to the lots and parcels within the boundaries of the District in proportion to the estimated benefits to be received by each lot or parcel from the services provided.

DATED: May 1, 2023
___________________________________________
Alison Bouley, P.E., Assessment Engineer
R.C.E. No. C61383
Engineer of Work
State of California

EXHIBIT A

Page 4 of 17 ends

Engineer’s Report
Lighting and Landscaping District No. 1
City of Stanton
Fiscal Year 2023-24
1 PART I – OVERVIEW
The purpose of this Report is to set forth findings and engineering analysis for the Lighting and Landscaping District No. 1 for the 2023-24 Fiscal Year. The boundaries of the District are coterminous with the boundaries of the City of Stanton. This District, utilizing direct benefit assessments, (1) supplements revenue generated by the existing 1919 Act Stanton Municipal Lighting District to fund the maintenance and operation of the City’s street lighting system and costs of providing maintenance and operation of the traffic signals in the City, and (2) covers the costs of maintaining median landscaping in the City of Stanton.

The City Council of Stanton adopted Resolution No. 81-20 on March 10, 1981, which formed the Lighting and Landscaping District No. 1 in accordance with the requirements of the Landscaping and Lighting Act (Streets and Highways Code 22500) and confirmed assessments for the first Fiscal Year, 1981-82. The City Council has conducted the proceedings required annually to levy the assessment. This Report covers the levy of annual assessments for the 2023-24 Fiscal Year.

This Report, as signed and presented to the Council for approval, has been prepared according to the methodology and rates approved by the City Council in 1981. Article XIIID of the California Constitution exempted certain assessments which were in existence prior to the passage of Proposition 218 in November, 1996. The City has determined that all of the improvements and the annual assessments for the District are for the maintenance and operation of lighting and landscaping within the public street right-of-way. As such, the current assessment amount is exempt from the procedures and approval process set forth in Article XIIID Section 4.

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Engineer’s Report
Lighting and Landscaping District No. 1
City of Stanton
Fiscal Year 2023-24
2 PART II – PLANS AND SPECIFICATIONS
The facilities, which will be maintained using assessment proceeds within the City of Stanton, and those which may be subsequently serviced and maintained are generally described as follows:

The proposed improvements for Fiscal Year 2023-24 may be generally described as the continued maintenance services and operation of landscaping, lighting and appurtenant facilities that are located in and along such streets and sidewalks within the District. This includes, but is not limited to, personnel, electrical energy, utilities such as water, materials, contracting services, and other items necessary for the satisfactory operation of these services.

Reference is made to Part "IV" of this Report for a discussion of the Zones of Benefit and the facilities associated with them, which are serviced and maintained. The facilities are described as follows:

Landscaping and Appurtenant Facilities
Facilities include, but are not limited to: Landscaping, planting, shrubbery, trees, irrigation systems, hardscapes, fixtures, sidewalk maintenance resulting from landscape growth and appurtenant facilities, in public street and sidewalk rights-of-way, including medians, parkways and dedicated easements within the boundaries of said Assessment District. In addition, median landscaping is maintained by the District as follows:

Lighting, Traffic Signals and Appurtenant Facilities
Facilities include, but are not limited to: Poles, fixtures, bulbs, conduits, conductors, equipment including guys, anchors, posts and pedestals, metering devices and appurtenant facilities as required to provide lighting and traffic signals in public street and sidewalk rights-of-way and dedicated easements within the boundaries of said Assessment District.

The public lighting system shall be maintained to provide adequate illumination. The traffic signal system shall be maintained based on the City specifications and current industry standards. Electricity for street lights and traffic signals shall be furnished by the Southern California Edison Company, and it shall be adequate for the intended purpose. Rates for power shall be those authorized by the California Public Utilities Commission.

Area Street Limits

0.92 Ac. Katella Avenue West City Limits to Beach Boulevard

2.52 Ac. Beach Boulevard South City Limits to North City Limits

0.16 Ac. Village Center Drive South City Limits to Beach Boulevard

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Engineer’s Report
Lighting and Landscaping District No. 1
City of Stanton
Fiscal Year 2023-24
3 Maintenance means the furnishing of services and materials for the ordinary and usual operation, maintenance and servicing of the landscaping, public lighting facilities, including repair, removal or replacement of all or part of any of the landscaping and public lighting facilities; providing for the life, growth, health and beauty of the landscaping, including cultivation, irrigation, trimming, spraying, fertilizing and treating for disease or injury; the removal of trimmings, rubbish, debris and other solid waste; and the cleaning, sandblasting and painting of walls and other improvements to remove or cover graffiti.

Servicing means the furnishing of water for the irrigation of the landscaping and the maintenance of any of the public lighting facilities, and the furnishing of electric energy for the public lighting facilities, or for the lighting or operation of landscaping or appurtenant facilities.

The plans and specifications for the improvements, showing the general nature, location, and the extent of the improvements, are on file in the office of the City Clerk and are by reference herein made a part of this Report.

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Engineer’s Report
Lighting and Landscaping District No. 1
City of Stanton
Fiscal Year 2023-24
4 PART III – COST ESTIMATE
The City's budget for the operations and services costs of the street lighting and median landscaping improvements, shown below, detail the estimated costs and fund balances for Fiscal Year 2023-24 as available at the time of preparation of this Report.

The Landscape and Lighting Act of 1972 (“Act” or “1972 Act”) provides that the total cost can be recovered in the assessment spread including incidental expenses. The latter can include engineering fees, legal fees, printing, mailing, postage, publishing, and all other related costs identified with the district proceedings.

In 2019 the City purchased 960 street lights within the City, previously owned and maintained by Southern California Edison Company (SCE). The City has assumed responsibility for the servicing and maintenance of those lights. The 1919 Act funds were used to convert the lights to LED.

Estimated expenditures and revenues for the maintenance and operation for Fiscal Year 2023-24 are as follows:

Estimated Expenditures
Expenditures - O & M $ 262,650.00 $ 270,000.00 $ 271,000.00 $ 803,650.00 Expenditures - Debt Service
Repayment of Loan from General Fund $ 144,480.00 $ - $ - $ 144,480.00 Expenditures - Capital
Tree Planting $ - $ - $ 25,000.00 $ 25,000.00
Administrative Cost Allocation $ - $ - $ - $ -
Subtotal Expenditures: $ 407,130.00 $ 270,000.00 $ 296,000.00 $ 973,130.00 Estimated Revenues
1919 Act Revenues $ 766,224.00 $ - $ - $ 766,224.00
Interest
1919 Act Fund $ 3,000.00 $ - $ - $ 3,000.00
1972 Act Fund $ - $ - $ 5,000.00 $ 5,000.00
Subtotal Revenues: $ 769,224.00 $ - $ 5,000.00 $ 774,224.00 Reserves Transfer Detail
Median Reserves $ - $ - $ (85,992.87) $ (85,992.87)
1919 Act Lighting Reserves $ 362,094.00 $ (270,000.00) $ - $ 92,094.00 Subtotal Reserves: $ 362,094.00 $ (270,000.00) $ (85,992.87) $ 6,101.13 2023-24 NET ASSESSMENT $ 205,007.13 $ 205,007.13

OPERATIONS AND SERVICE COST SUMMARY BY BUDGET CATEGORY
Street Lighting
System
Traffic
Signals
Maintenance of
all Medians Total

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Engineer’s Report
Lighting and Landscaping District No. 1
City of Stanton
Fiscal Year 2023-24
5 The following table is a summary of the District fund balances. A five-year review of the estimated revenue, expenditures and fund balance is provided in Appendix C.

The 1972 Act requires that a special fund be set-up for the revenues and expenditures of the District.

Funds raised by assessment shall be used only for the purpose as stated herein. A contribution to the District by the City may be made to reduce assessments, as the City Council deems appropriate. Any balance or deficit remaining on July 1 must be carried over to the next Fiscal Year.

Beginning Fund Balance $ 338,179.00 $ 697,619.23 $1,035,798.23 Less Transfers
Street Lighting $ 362,094.00 $ 362,094.00
Traffic Signals $ (270,000.00) $ - $ (270,000.00)
Median Maintenance $ (85,992.87) $ (85,992.87)
Estimated Ending Fund Balance $ 430,273.00 $ 611,626.36 $ 1,041,899.36 1919 Act LLMD

FUND BALANCE SUMMARY
Total

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Engineer’s Report
Lighting and Landscaping District No. 1
City of Stanton
Fiscal Year 2023-24
6 PART IV - METHOD OF APPORTIONMENT

GENERAL
Part 2 of Division 15 of the Streets and Highways Code, the 1972 Act, permits the establishment of assessment districts by cities for the purpose of providing certain public improvements which include the construction, maintenance and servicing of street lights, traffic signals and landscaping.

Section 22573 of the Act requires that maintenance assessments be levied according to benefit rather than according to assessed value. This section states:
"The net amount to be assessed upon lands within an assessment district may be apportioned by any formula or method which fairly distributes the net amount among all assessable lots or parcels in proportion to the estimated benefits to be received by each such lot or parcel from the improvements.

Because assessments are levied on the basis of benefit, they are not a tax, and, therefore, are not governed by Article XIIIA of the California Constitution.

The Act permits the designation of zones of benefit within any individual assessment district if "by reason of variations in the nature, location, and extent of the improvements, the various areas will receive different degrees of benefit from the improvements." (Sec. 22574). Thus, the Act requires the levy of a true "assessment" rather than a "special tax."
The Act also permits certain parcels to be exempt from assessment. Excepted from these assessments are areas of all publicly owned property such as: public streets, public avenues, public lanes, public roads, public drives, public courts, public alleys, all public easements and rights-of-way, all public parks, green belts and parkways, and all public property being used for public purposes.

BENEFIT ANALYSIS
All parcels in the City of Stanton derive benefit from the street lighting system and arterial highway median maintenance on Beach and on Katella. The intent of this Report is to establish a methodology that fairly distributes the cost of the system in relation to the benefits received. A portion of the cost of arterial median maintenance is considered a special benefit to abutting properties. The percentage of special benefit to be allocated may vary as parcels reconfigure or change classification. As these medians are on regional arterial highways, a benefit accrues to the entire City as well, and the remaining portion of the cost is assessed on that basis. Median maintenance on Village Center Drive, a local street, benefits only the abutting properties and will be assessed on that basis. Lands and rights-of-way owned by railroads and public utilities are included in this proposed assessment district as permitted by Section 22595 of the Streets and Highways Codes.

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Engineer’s Report
Lighting and Landscaping District No. 1
City of Stanton
Fiscal Year 2023-24
7 The assessment ratio for each single family residential parcel, including condominiums, is one equivalent unit (EQU); the assessment ratio for each acre of commercial, industrial, church, apartment, duplex, triplex, mobile home park, and other developed land is six equivalent units (EQU). This relationship is based on the City's typical standard residential lot area and the number of lots that could be subdivided into an acre of land. This proration accounts for an adjustment for street rights-of-way and public easements.

Street Lighting and Traffic Signals
The proper functioning of street lighting and traffic signals is imperative for the welfare and safety of the public and property throughout the City. Proper maintenance and servicing of the street lighting system benefits properties within the District by providing proper illumination for ingress and egress and safe traveling at night. Properties within the District also benefit from the proper functioning of the District's traffic signal system. Proper operation of the street light and traffic signal systems is imperative to public convenience, orderly traffic flow, enhanced congestion management and safety. Improved security, fuel conservation, protection of property from crime and vandalism, and reduction of traffic accidents, are special and direct benefits to all properties within the City; lighting benefits are directly related to public safety and property protection. The City's costs to administer the improvements are also considered a benefit to all properties.

All parcels within the City are deemed to benefit from the street lighting and traffic signal system.

Median Landscaping
Trees, landscaping, hardscaping and appurtenant facilities, if well maintained, provide beautification, shade and enhancement of the desirability of the surroundings. The median improvements are located as follows:

Beach Boulevard and Katella Avenue Medians
These improvements provide a Citywide Benefit and a direct Local Benefit, therefore the costs for maintaining and servicing these improvements has been divided into two categories:
• The Citywide Benefit for the Beach and Katella medians is assessed based on the Equivalent Units generated by all assessable parcels in the City which do not abut the Beach and/or Katella medians. This year the Equivalent Units generated by the parcels in this category represents approximately 77% of the total units.
• The Local Benefits attributed to the Beach and Katella median improvements provide a direct Local Benefit to each parcel fronting the improvements and is assessed based on the parcel's respective front footage. This method provides a fair and equitable way of spreading the costs when localized improvements front specific parcels because the more a parcel fronts the median improvements, the more benefit the parcel receives from the enhanced aesthetics of the improvements. This year the Equivalent Units generated by the parcels in this category represents

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Engineer’s Report
Lighting and Landscaping District No. 1
City of Stanton
Fiscal Year 2023-24
8 approximately 23% of the total units.

Village Center Medians
• These improvements provide a Local Benefit only. One hundred percent (100%) of the Village Center Medians is deemed to be of direct benefit to only those parcels abutting these medians.

Therefore, the cost of servicing the Village Center Medians is assessed to the abutting parcels based on these parcel's respective front footage.

ZONE CLASSIFICATIONS
The land-use classification for each parcel has been based on the Orange County Assessor's Roll.

Zone R - This zone includes all single family residential properties, including condominiums, except those abutting the Beach and Katella Medians and/or Village Center Medians. They are assessed lighting, traffic signals, and general median costs on an equivalent unit basis. There are 5,114 single family residential parcels, including condominiums, in this zone. Where there is new development that has not yet subdivided, the equivalent units will be assigned based on the anticipated dwelling units planned for each parcel in the subdivision.

Zone R1 - This zone includes Zone R type properties abutting the Beach and Katella Medians. They are assessed lighting and traffic signals costs on an equivalent unit basis, and Beach and Katella Median costs on a front foot basis. There are 113 parcels in this zone with 1,931.59 feet of street frontage.

Zone R2 - This zone includes Zone R type properties abutting the Village Center Median. They are assessed lighting, traffic signals and general median costs on an equivalent unit basis, and Village Center Median costs on a front foot basis. There are 703 parcels in this zone with 1,827.21 feet of street frontage.

Zone C - This zone includes commercial, industrial, church, apartment, duplex, triplex, mobile home park and all other non-residential properties except those abutting the Beach and Katella Medians and the Village Center Medians. They are assessed lighting, traffic signals and general median costs on an equivalent unit basis. There are 695 parcels in this zone with 541.34 acres.

Zone C1 - This zone includes Zone C type properties abutting the Beach and Katella Medians. They are assessed lighting and traffic signals costs on an equivalent unit basis, and Beach and Katella Median costs on a front foot basis. There are 204 parcels in this zone with 164.43 acres and 27,146.74 feet of street frontage.

Zone C2 - This zone includes Zone C type properties abutting both the Beach and Village Center Medians.

They are assessed lighting and traffic signals costs on an equivalent unit basis, and median costs on a front foot basis. There are 4 parcels in this zone with 6.19 acres and 596 feet of street frontage.

Zone E - Exempt property. This includes publicly owned property and common areas used in conjunction with adjacent residential sites.

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Engineer’s Report
Lighting and Landscaping District No. 1
City of Stanton
Fiscal Year 2023-24
9 Assessment Summary
The following table summarizes the different assessments for the different Zone Classifications, and compares the proposed assessments with last year's assessments. The proposed rates for Fiscal Year 2023-24 may increase or decrease depending on the number of equivalent units so long as it does not exceed the maximum rates shown in the Apportionment of Assessments table on the previous page.

Street Lighting Budget $0 Street Lighting Assessment Rate = $0.00 / Equivalent Unit $0* Traffic Signal Budget $0 Traffic Signal Assessment Rate = $0.00 / Equivalent Unit $0* Beach & Katella Medians Rate
City-Wide Benefit (75%) $150,555 City-Wide Benefit Assessment = $16.59 / Equivalent Unit $16.59 Local Benefit (25%) $45,995 Local Benefit Assessment Rate = $1.55 / Front Foot $1.55 $196,550
Village Center Medians
Village Center Medians Budget $8,457 Local Benefit Assessment Rate = $3.49 / Front Foot $3.49 * Lighting assessments have historically been covered by 1919 Act funds.

Category Proposed Assessment Rates
Maximum
Allowed
Assessment
Rate

APPORTIONMENT OF ASSESSMENTS
Category Budgets
Beach & Katella Medians Budget

TOTAL ASSESSMENTS PER CATEGORY AND ZONE
Zone Factor
Equivalent
Units
Citywide
Median
Assessment
Street
Front
Footage
Beach/Katella
Local Median
Assessment
Village Center
Local Median
Assessment
R 5114 5124 1 5,124.00 $85,007.16
R1 113 412 1 1,931.59 $2,993.96
R2 703 703 1 703.00 $11,662.77 1,827.21 $6,376.96
C 695 541.340 6 3,248.04 $53,884.98
C1 204 164.434 6 27,146.74 $42,077.45
C2 4 6.193 6 596.00 $923.80 $2,080.04
Totals 6833 6239 711.967 9,075.04 $150,554.91 $45,995.21 $8,457.00 Parcel
Count
Dwelling
Units Acres

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Stanton City CouncilMay 9, 2023

Stanton City Council
May 9, 2023