Ukiah City Council
April 6, 2022

SLURRY SEAL OF LOCAL STREETS 54 Spec NO. 22-01

CITY OF UKIAH
Mendocino County, California

BIDDER'S BOND

KNOW ALL MEN BY THESE PRESENTS,
That we, ______________________________________________________________ ________________________________________________________________, as PRINCIPAL and ________________________________________________________________ ________________________________________________________________, as SURETY, are held and firmly bound unto the City of Ukiah in the penal sum of 10 PERCENT OF THE TOTAL AMOUNT OF THE BID of the Principal above named, submitted by said Principal to the City of Ukiah, as the case may be, for the work described below, for the payment of which sum in lawful money of the United States, well and truly to be made, to the City Clerk to which said bid was submitted, we bind ourselves, our heirs, executors, administrators and successors jointly and severally, firmly by these presents. In no case shall the liability of the surety hereunder exceed the sum of $____________________

THE CONDITION OF THIS OBLIGATION IS SUCH,
That whereas the Principal has submitted the above mentioned bid to the City of Ukiah, as aforesaid, for certain construction specifically described as follows, for which bids are to be opened at the Office of the City Clerk, Ukiah Civic Center, Ukiah, California, on XXXXXXX for SLURRY SEAL OF LOCAL STREETS.

NOW, THEREFORE, If the aforesaid Principal is awarded the contract and, within the time and manner required under the specifications, after the prescribed forms are presented to him or her for signatures, enters into a written contract, in the prescribed form, in accordance with the bid and files two bonds with the City of Ukiah, one to guarantee faithful performance and the other to guarantee payment for labor and materials, as required by law, then this obligation shall be null and void; otherwise, it shall be and remain in full force and virtue.

IN WITNESS WHEREOF, we have hereunto set our hands and seals on this ______ day of ________________, A.D. 20_____.
__________________________________________________ (Seal) __________________________________________________ (Seal) __________________________________________________ (Seal) Principal
__________________________________________________ (Seal) __________________________________________________ (Seal) __________________________________________________ (Seal) Surety
Address: __________________________________________________________ __________________________________________________________ __________________________________________________________

SLURRY SEAL OF LOCAL STREETS 55 Spec NO. 22-01

NON-COLLUSION AFFIDAVIT
Note: Bidder shall execute the affidavit on this page prior to submitting his or her bid.

To City Council, City of Ukiah:

The undersigned in submitting a bid for performing SLURRY SEAL OF LOCAL STREETS by contract, being duly sworn, deposes and says:

That he or she has not, either directly or indirectly, entered into any agreement, participated in any collusion, or otherwise taken any action in restraint of free competitive bidding in connection with such contract.
__________________________________________________
__________________________________________________
__________________________________________________
Signature(s) of Bidder
Business Address: __________________________________________________ __________________________________________________
__________________________________________________
Place of Residence: __________________________________________________ __________________________________________________
__________________________________________________

NOTARIZATION
Subscribed and sworn to before me this ______ day of _________, 20____. __________________________________________________
Notary Public in and for the County of______________________________, State of California.

My Commission Expires ________________________

SLURRY SEAL OF LOCAL STREETS 56 Spec NO. 22-01

CITY OF UKIAH
Mendocino County, California

AGREEMENT
FOR

SLURRY SEAL OF LOCAL STREETS
SPECIFICATION NO. 22-01
THIS AGREEMENT, made this ______ day of ___________________, 20____, by and between the City of Ukiah, Mendocino County, California, hereinafter called the City and _______________________ hereinafter called the Contractor,
WITNESSETH:

WHEREAS, the City has caused to be prepared in accordance with law, specifications, drawings and other contract documents for the work herein described and shown and has approved and adopted these contract documents, specifications and drawings and has caused to be published in the manner and for the time required by law a notice to bidders inviting sealed proposals for doing the work in accordance with the terms of this contract and
WHEREAS, the Contractor, in response to the notice to bidders, has submitted to the City a sealed proposal accompanied by a proposal guaranty in an amount of not less than 10 percent of the bid price for the construction of the proposed work in accordance with the terms of this contract and WHEREAS, the City, in the manner prescribed by law, has publicly opened, examined and canvassed the proposals submitted and as a result has determined and declared the Contractor to be the lowest and best regular responsible bidder for the work and for the sums named in the proposal, NOW, THEREFORE, THIS AGREEMENT WITNESSETH:

Article 1. Work to be Done and Contract Days Allowed.

That the Contractor shall provide all necessary machinery, tools, apparatus and other means of construction; shall furnish all materials, superintendence, overhead, expenses, all labor and expenses of whatever nature necessary for completion of the work in conformity with the Special Provisions and other contract documents hereto attached and according to such instructions as may be given by the Engineer. The Contractor shall complete the work within fifteen (15) calendar days. Contract days shall be counted starting with the 10th day following receipt of notice that the contract has been executed by the City. Contractor, at his or her option, may begin work prior to start of counting contract days, however, in no event shall the Contractor start work without giving notification to the Engineer at least 72 hours prior to the start of work, without obtaining an encroachment permit from the City, or without having submitted certificates of insurance that have been accepted and approved by the Engineer

SLURRY SEAL OF LOCAL STREETS 57 Spec NO. 22-01
Article II. Contract Prices.

That the City shall pay the Contractor the prices stated in the proposal submitted by the Contractor, for complete performance of the contract by the Contractor. The Contractor hereby agrees to accept the prices as full compensation for all material and appliances necessary to the work, for all labor and use of tools and other implements necessary to execute the work contemplated in this contract; for all loss or damage arising out of the nature of the work or from the action of the elements, or from any unforeseen obstructions or difficulties which may be encountered in the prosecution of the work; for all risks of every description connected therewith; for all expenses of the work, as herein specified; for all liability and other insurance, for all overhead and other expenses incident to the work; all according to the Contract Drawings, the Special Provisions, the Details, the instructions and the requirements of the City.

Article III. Labor Discrimination.

Attention is directed to Section 1735 of the Labor Code, which reads as follows:
"No discrimination shall be made in the employment of persons upon public works because of the race, color, national origin or ancestry, or religion of such persons and every contractor for public works violating this section is subject to all the penalties imposed for a violation of this chapter." In connection with the performance of work under this contract, the Contractor agrees as follows:
(a) The Contractor will not willfully discriminate against any employee or an applicant for employment because of race, color, religion, ancestry, or national origin. The Contractor will take affirmative action to ensure that applicants are employed and that employees are treated during employment without regard to their race, color, religion, ancestry, or national origin. Such action shall include, but not be limited to, the following: employment, upgrading, demotion or transfer; recruitment or recruitment advertising; layoff or termination; rates of pay or other forms of compensation; and selection for training, including apprenticeship. The Contractor agrees to post in conspicuous places, available to employees and applicants for employment, notices to be provided by the awarding authority setting forth the provisions of this Fair Employment Practice section. (b) The Contractor will send to each labor union or representative of workers with which he or she has a collective bargaining agreement or other contract or understanding, a notice, to be provided by the awarding authority, advising the said labor union or worker's representative of the Contractor's commitments under this section, to employees and applicants for employment. (c) The Contractor will permit access to his or her records of employment, employment advertisements, application forms and other pertinent data and records by the Fair Employment Practices Commission, City of Ukiah or any other appropriate agency of the State of California designated by the awarding authority, for the purposes of investigation to ascertain compliance with the Fair Employment Practices section of this contract. (d) A finding of willful violation of the Fair Employment Practices section of this Contract or of the Fair Employment Practices Act shall be regarded by the awarding authority as a basis for determining the Contractor to be not a "responsible bidder" as to future contracts for which such Contractor may submit bids, for revoking the Contractor's pre-qualification rating, if any and for refusing to establish, reestablish or renew a pre-qualification rating for the Contractor.

The City of Ukiah shall deem a finding of willful receipt of written notice from the Fair Employment Practices Act to have occurred upon that it has investigated and determined that the Contractor

SLURRY SEAL OF LOCAL STREETS 58 Spec NO. 22-01
has violated the Fair Employment Practices Act and has issued an order under Labor Code Section 1426 or obtained an injunction under Labor Code Section 1429.

Upon receipt of such written notice from the Fair Employment Practices Commission, the City shall notify the Contractor that unless he or she demonstrates to the satisfaction of the awarding authority within a stated period that the violation has been corrected, his or her pre-qualification rating will be revoked at the expiration of such period. (e) The Contractor agrees that should the City determine that the Contractor has not complied with the Fair Employment Practices section of this Contract, then pursuant to Labor Code Section 1735 and 1775 the Contractor shall, as a penalty to the City, forfeit for each calendar day or portion thereof, for each person who was denied employment as a result of such non-compliance, the penalties provided in the Labor Code for violation of prevailing wage rates. Such monies may be recovered from the Contractor. The City may deduct any such damages from any monies due the Contractor. (f) Nothing contained in this Fair Employment Practices section shall be construed in any manner of fashion so as to prevent the City or the State of California from pursuing any other remedies that may be available at law.
(g) Prior to awarding the Contract, the Contractor shall certify to the awarding authority that he or she has or will meet the following standards for affirmative compliance, which shall be evaluated in each case by the awarding authority:
(1) The Contractor shall provide evidence, as required by the City that he or she has notified all supervisors, foremen and other personnel officers in writing of the content of the anti-discrimination clause and their responsibilities under it.
(2) The Contractor shall provide evidence, as required by the City, that he or she has notified all sources of employees’ referrals (including unions, employment agencies, advertisements, Department of Employment) of the content of the anti-discrimination clause. (3) The Contractor shall file a basic compliance report, as required by the City. Willfully false statements made in such reports shall be punishable as provided by law. The compliance report shall also spell out the sources of the work force and who has the responsibility for determining whom to hire, or whether or not to hire.
(4) Personally, or through his or her representatives, the Contractor shall, through negotiations with the unions with whom he or she has agreements, attempt to develop an agreement which will:
a. Spell out responsibilities for nondiscrimination in hiring, referral, upgrading and training. b. Otherwise implement an affirmative anti-discrimination program in terms of the unions' specific areas of skill and geography to the end that qualified minority workers will be available and given and equal opportunity for employment.
(5) The Contractor shall notify the City of opposition to the anti-discrimination clause by individuals, firms or organizations during the period of its pre-qualification. (h) The Contractor will include the provisions of the foregoing paragraphs 1 through 5 in every first tier subcontract so that such provisions will be binding upon each such subcontractor.

SLURRY SEAL OF LOCAL STREETS 59 Spec NO. 22-01
(i) The "Fair Employment Practices Certification" must be completed and signed prior to the time of submitting the bid.

Article IV. Parts of the Contract.

That the complete contract consists of the following documents, all of which shall be considered a part of this agreement.

1. Notice to Bidders

2. Wage Rates

3. General Conditions

4. Technical Specifications

5. Proposal

6. Fair Employment Practices Certification

7. Agreement

8. Contract Bonds

9. Contract Drawings and Construction Details

10. Standard Drawings

11. Indemnification Agreement
IN WITNESS WHEREOF, this contract being executed in duplicate and the parties having caused their names to be signed by authority of their duly authorized office this _____ day of _____________, 20____.

CITY OF UKIAH, MENDOCINO COUNTY, CALIFORNIA
By: ______________________________________________________________

CITY MANAGER, CITY OF UKIAH
Attest: ______________________________________________________________

CITY CLERK, CITY OF UKIAH
By: ______________________________________________________________

CONTRACTOR
Attest: ______________________________________________________________ Title: ______________________________________________________________ The foregoing contract is approved as to form and legality this ______ day of ______________, 20 ____. __________________________________________________

CITY ATTORNEY, CITY OF UKIAH

SLURRY SEAL OF LOCAL STREETS 60 Spec NO. 22-01

INDEMNIFICATION AGREEMENT
This Indemnification Agreement is made and entered in Ukiah, California, on _________________, 20____, by and between the City of Ukiah (Ukiah) and ______________________________________ (Contractor).

Contractor is
_________________________________________________________________________________ ___________________________________________ for Ukiah.

As a condition of issuing the work order, attached hereto, Ukiah requires assurance that Contractor will protect Ukiah from damage or damage claims which arise from its performance of the work.

Accordingly, Contractor agrees as follows:

1. Indemnification. Contractor shall indemnify and hold harmless Ukiah and its officers, agents, and employees from and against any claim, loss, or damage, including the legal and other costs of defending against any claim of damage or loss which arises out of the Contractor’s negligent or wrongful performance under the work order attached hereto, except for claims, losses, or damages resulting from the sole and exclusive negligence or other wrongful conduct of Ukiah or its officers, agents and employees.

CONTRACTOR
BY: _______________________________________________
TITLE: _______________________________________________

SLURRY SEAL OF LOCAL STREETS 61 Spec NO. 22-01

CITY OF UKIAH
Mendocino County, California

FAITHFUL PERFORMANCE BOND

KNOW ALL MEN BY THESE PRESENTS,
That we the undersigned, ______________________________________________________________ __________________________________________________________________________________, AS PRINCIPAL, and
__________________________________________________________________________________,

AS SURETY,
are held firmly bound unto THE CITY OF UKIAH, hereinafter called the “City”, in the penal sum of dollars ($____________________)
for the payment of which sum we bind ourselves, our heirs, executors, administrators, and successors, jointly and severally.

WHEREAS, the Principal has entered into a certain Contract with the City, dated __________, 20_____, a copy of which is hereto attached and made a part hereof, NOW, THEREFORE, the condition of this obligation is such that if the Principal shall in all respects fully perform the Contract and all duly authorized modifications thereof, during its original term and any extensions thereof that may be granted and during any guaranty period for which the Contract provides, and if the Principal shall fully satisfy all claims, arising out of the prosecution of the work under the Contract and shall fully indemnify the City for all expenses which it may incur by reason of such claims, including its attorney's fees and court costs, and if the Principal shall make full payment to all persons supplying labor, services, materials, or equipment in the prosecution of the work under the Contract, in default of which such persons shall have a direct right of action hereupon; and if the Principal shall pay or cause to be paid all sales and use taxes payable as a result of the performance of the Contract as well as payment of gasoline and special motor fuels taxes in the performance of the Contract and all motor vehicle fees required for commercial motor vehicles used in connection with the performance of the Contract, then this obligation shall be void; otherwise, it shall remain in full force and effect.

No modification of the Contract or extension of the term thereof, nor any forbearance on the part of the City shall in any way release the Principal or the Surety from liability hereunder. Notice to the Surety of any such modification, extension, or forbearance is hereby waived.

IN WITNESS WHEREOF, the aforesaid Principal and Surety have executed this instrument and affixed their seals hereto, this ________ day of _______________, 20_______.

In the presence of:

WITNESS:
_________________________________
________________________________
(SEAL)
(Individual Principal)
___________________________________
(Business Address)
___________________________________

SLURRY SEAL OF LOCAL STREETS 62 Spec NO. 22-01
(City/State/Zip Code)
WITNESS:
____________________________________
______________________________ (SEAL)
(Corporate Principal)
___________________________________
(Business Address)
___________________________________
(City/State/Zip Code)
ATTEST:

________________________________
(Corporate Principal) Affix
Corporate
Seal
___________________________________
(Business Address)
___________________________________
(City/State/Zip Code)
ATTEST:
____________________________ ________________________________ Affix (Corporate Surety) Corporate
Seal
___________________________________
(Business Address)
___________________________________
(City/State/Zip Code)
The rate of premium on this bond is $___________________________ per thousand.

The total amount of premium charges is $____________________________... (The above is to be filled in by Surety Company). (Power of Attorney of person signing for Surety Company must be attached).

SLURRY SEAL OF LOCAL STREETS 63 Spec NO. 22-01
(CERTIFICATE AS TO CORPORATE PRINCIPAL)
I,_________________________________________, certify that I am the ______________________________ Secretary of the corporation named as Principal in the foregoing bond; that _______________________________________, who signed the said bond on behalf of the Principal, was then ____________________________________________ of said corporation; that I know his signature, and that his signature thereto is genuine; and that said bond was duly signed, sealed, and attested to for and in behalf of said corporation by authority of its governing body. ____________________________________________ Affix Corporate Seal

SLURRY SEAL OF LOCAL STREETS 64 Spec NO. 22-01

CITY OF UKIAH
Mendocino County, California

MATERIAL AND LABOR BOND

KNOW ALL MEN BY THESE PRESENTS,
That we the undersigned, ______________________________________________________ __________________________________________________________________________, AS PRINCIPAL, and
__________________________________________________________________________ __________________________________________________________________________, AS SURETY, are held firmly bound unto THE CITY OF UKIAH, hereinafter called the “City” in the penal sum of

dollars ($____________________)
for the payment of which sum we bind ourselves, our heirs, executors, administrators, and successors, jointly and severally.

WHEREAS, the Principal has entered into a certain Contract with the City, dated _________________, 20_____,
a copy of which is hereto attached and made a part hereof, NOW, THEREFORE, the condition of this obligation is such that if the Principal shall in all respects fully perform the Contract and all duly authorized modifications thereof, during its original term and any extensions thereof that may be granted and during any guaranty period for which the Contract provides, and if the Principal shall fully satisfy all claims, arising out of the prosecution of the work under the Contract and shall fully indemnify the City for all expenses which it may incur by reason of such claims, including its attorney's fees and court costs, and if the Principal shall make full payment to all persons supplying labor, services, materials, or equipment in the prosecution of the work under the Contract, in default of which such persons shall have a direct right of action hereupon; and if the Principal shall pay or cause to be paid all sales and use taxes payable as a result of the performance of the Contract as well as payment of gasoline and special motor fuels taxes in the performance of the Contract and all motor vehicle fees required for commercial motor vehicles used in connection with the performance of the Contract, then this obligation shall be void; otherwise, it shall remain in full force and effect.

No modification of the Contract or extension of the term thereof, nor any forbearance on the part of the City shall in any way release the Principal or the Surety from liability hereunder. Notice to the Surety of any such modification, extension, or forbearance is hereby waived.

IN WITNESS WHEREOF, the aforesaid Principal and Surety have executed this instrument and affixed their seals hereto, this ________ day of _______________, 20_______.

In the presence of:

WITNESS:
____________________________________
________________________________ (SEAL)
(Individual Principal)
___________________________________
(Business Address)

SLURRY SEAL OF LOCAL STREETS 65 Spec NO. 22-01
___________________________________
(City/State/Zip Code)
WITNESS:
____________________________________
______________________________ (SEAL)
(Corporate Principal)
___________________________________
(Business Address)
___________________________________
(City/State/Zip Code)
ATTEST:

________________________________
(Corporate Principal) Affix
Corporate
Seal
___________________________________
(Business Address)
___________________________________
(City/State/Zip Code)
ATTEST:
____________________________ ________________________________ Affix (Corporate Surety) Corporate
Seal
___________________________________
(Business Address)
___________________________________
(City/State/Zip Code)
The rate of premium on this bond is $___________________________ per thousand.

The total amount of premium charges is $____________________________... (The above is to be filled in by Surety Company). (Power of Attorney of person signing for Surety Company must be attached).
(CERTIFICATE AS TO CORPORATE PRINCIPAL)
I,_________________________________________, certify that I am the ______________________________ Secretary of the corporation named as Principal in the foregoing bond; that _______________________________________, who signed the said bond on behalf of the Principal, was then ____________________________________________ of said corporation; that I know his signature, and that his signature thereto is genuine; and that said bond was duly signed, sealed, and attested to for and in behalf of said corporation by authority of its governing body.

SLURRY SEAL OF LOCAL STREETS 66 Spec NO. 22-01
____________________________________________ Affix Corporate Seal

DIRECTIONS FOR PREPARATION OF PERFORMANCE AND MATERIAL AND LABOR BOND

1. Individual sureties, partnerships, or corporations not in the surety business will not be acceptable.

2. The name of the Principal shall be shown exactly as it appears in the Contract.

3. The penal sum shall not be less than required by the Specifications.

4. If the Principals are partners or joint venturers, each member shall execute the bond as an individual and state his place of residence.

5. If the Principal is a corporation, the bond shall be executed under its corporate seal.

If the corporation has no corporate seal, it shall so state and affix a scroll or adhesive seal following the corporate name.

6. The official character and authority of the person(s) executing the bond for the Principal, if a corporation, shall be certified by the Secretary or Assistant Secretary thereof under the corporate seal, or copies attached to such records of the corporation as will evidence the official character and authority of the officer signing, duly certified by the Secretary or Assistant Secretary, under the corporate seal, to be true copies.

7. The current power-of-attorney of the person signing for the surety company must be attached to the bond.

8. The date of the bond must not be prior to the date of the Contract.

9. The following information must be placed on the bond by the surety company:
a. The rate of premium in dollars per thousand; and
b. The total dollar amount of premium charged.

10. The signature of a witness shall appear in the appropriate place attending to the signature of each party of the bond.

11. Type or print the name underneath each signature appearing on the bond.

12. An executed copy of the bond must be attached to each copy of the Contract (original counterpart) intended for signing.

SLURRY SEAL OF LOCAL STREETS 67 Spec NO. 22-01

CITY OF UKIAH
Mendocino County, California

DEFECTIVE MATERIAL AND WORKMANSHIP (MAINTENANCE) BOND

KNOW ALL MEN BY THESE PRESENTS,
That we, _____________________________________________________________________ __________________________________________________________________, as PRINCIPAL and__________________________________________________________________________ ___________________________________________________________________, as SURETY, are held and firmly bound unto the City of Ukiah as Obligee, in the penal sum of ___________________________________________________________________________________ _________________________________________________________($____________________), (5 PERCENT OF THE FINAL CONTRACT AMOUNT)
to which payment well and truly to be made, we do bind ourselves, our and each of our heirs, executors, administrators, successors and assigns jointly and severally, firmly by these presents.

WHEREAS, the said Principal entered into a Contract with the City of Ukiah dated_________________________
for _________________________________________________________________________________ ____________________________________________________________________________________ WHEREAS, said Contract has been completed, and was approved on the ______ day of ___________, _________,
NOW, THEREFORE, THE CONDITION OF THIS OBLIGATION IS SUCH, that if the Principal shall guarantee that the work will be free of any defective materials or workmanship which become apparent during the period of one (1) year following completion of the Contract, then this obligation shall be void, otherwise to remain in full force and effect, provided however, any additional warranty or guarantee whether expressed or implied is extended by the Principal or Manufacturer only, and the surety assumes no liability for such a guarantee.

Signed, sealed, and dated this __________ day of ____________, 20_____. __________________________________________________ (Seal) BY :_______________________________________________( Seal) __________________________________________________ (Seal) Principal
__________________________________________________ (Seal) BY :_______________________________________________( Seal) __________________________________________________ (Seal) Surety

Agenda Item No: 7.f.

MEETING DATE/TIME: 4/6/2022
ITEM NO: 2022-1518

AGENDA SUMMARY REPORT
SUBJECT: Report of Final Cost for the Emergency Diagnosis and Repair of a Leak at Pressure Zone 1 South, and Approve Corresponding Budget Amendment in the Amount of $32,340.47 Using Water Reserve Funds.

DEPARTMENT: Water Resources PREPARED BY: Seth Strader, Administrative Analyst PRESENTER: Tim Eriksen, Director of Public Works/City
Engineer
ATTACHMENTS:

1. PZ1MarchDEWRSInvoice

2. Additional Invoices
Summary: Council will receive report of additional expenses for the emergency purchase of contracted services and materials for the repair of a leak at Pressure Zone 1 South (PZ1S) in the amount of $32,340.47 and consider approving a corresponding budget amendment.

Background: Council heard a report and approved a budget amendment in the amount of $329,932 during the regular meeting of March 16, 2022, for the repair of a leak at PZ1S. This work was performed by the contractor CV Larsen who has recently completed the tank installation and site improvements at the Pressure Zone 2 South location.

Discussion: Since that meeting, the contractor has submitted their final invoice in the amount of $26,988.49 (Attachment 1). This work was for the final cleaning, preparation and filling of the tank. This final invoice brings CV Larsen's work to the total of $352,305.49.

In addition, City staff purchased materials used in the repair of the leak from PACE Supply and Daniel Steel in the amount of $5,473.98 (Attachment 2). These expenses and previously purchased materials resulted in a project total of $362,272.47 for the repair of the leak. Staff is requesting a budget amendment in the amount of $32,340.47 for these final expenses.

Note: Staff has filed a claim with the City’s insurance provider.

Recommended Action: Receive a report of the emergency purchase for the diagnosis and repair of a leak at the Pressure Zone 1 South Tank, and approve corresponding budget amendment in the amount of $32,340.47 using Water Reserve Funds.

BUDGET AMENDMENT REQUIRED: YES
CURRENT BUDGET AMOUNT: 82227113.80230.18304: $329,932
PROPOSED BUDGET AMOUNT: 82227113.80230.18304: $362,272.47 FINANCING SOURCE: Water Reserve Funds
PREVIOUS CONTRACT/PURCHASE ORDER NO.: 47705
COORDINATED WITH: Tim Eriksen, Director of Public Works and Jason Benson, Senior Engineer

ATTACHMENT 1

1846 Ludwig Ave Santa Rosa CA 95407-6413 (707) 526-3750 Ofc (707) 571-8481 Fax www.cvlarsen.com
2 March 2022
Jason Benson, P.E.

Senior Engineer
City of Ukiah
Re: PZ1S Emergency Repairs PO 47705-01
Jason:

Today the Supervising Water Treatment Plant Operator requested that our crew remove the organic material from the walls of the reservoir on an as-directed basis, working with treatment plant personnel.

Additionally, a plan for filling the reservoir was discussed and we were directed to use a 4” pump and revise our drain manifold to be used as a fill manifold.

It was discussed and agreed this work would be performed on a time and materials basis.

Thank you,
Shauna Larsen for;
Chris Larsen
C.V. Larsen Co.

ATTACHMENT 2

Agenda Item No: 7.g.

MEETING DATE/TIME: 4/6/2022
ITEM NO: 2022-1524

AGENDA SUMMARY REPORT
SUBJECT: Notification of Purchase of AVEVA Flex License Software from E&M Electric & Machinery Laboratories, Inc. in the Amount of $21,400 for Use at the Ukiah Water Treatment Plant.

DEPARTMENT: Public Works PREPARED BY: Seth Strader, Administrative Analyst PRESENTER: Sean White, Water Resources Director
ATTACHMENTS:

1. AVEVA Quote

2. 00047819
Summary: Council will receive a notification of the purchase of AVEVA Flex License Software in the amount of $21,400 from E&M Electric & Machinery
Background: Currently, on-call Staff are notified of water system errors via a cell-based alarm system. While the alarm is indicative of a problem, Staff is not able to determine the nature, or severity of the problem until reviewing the SCADA system located at the Water Treatment Plant.

Discussion: Purchasing Aveva will allow City Staff to have remote access to the Water Treatment Plant's SCADA system. This will provide a significant improvement in the information available to on-call Staff. Instead of simple alarms, Staff will be able to log in remotely and assess the nature and severity of the alarm.

Attachment 1 is a copy of the quote; Attachment 2 is a copy of the Purchase Order.

Recommended Action: Receive notification of purchase of AVEVA Flex License Software in the amount of $21,400.00
BUDGET AMENDMENT REQUIRED: No
CURRENT BUDGET AMOUNT: 82027110.52100: $21,400.00
PROPOSED BUDGET AMOUNT: N/A
FINANCING SOURCE: N/A
PREVIOUS CONTRACT/PURCHASE ORDER NO.: 47819
COORDINATED WITH: Sean White, Director of Water & Sewer and Michelle Waganet, WTP Supervisor

ATTACHMENT 1

Purchase Order
Purchase
Order #

THIS NUMBER MUST APPEAR ON ALL INVOICES,
PACKAGES AND SHIPPING PAPERS.

Fiscal Year
Vendor Phone Number Vendor Fax Number Buyer Date Ordered Date Required Page of
Delivery must be made within
doors of specified destination.

Item# Description/Part No. Qty UOM Unit Price Extended Price By
Purchasing Supervisor VENDOR COPY PO Total
B
I
L
L
T
O
V
E
N
D
O
R
S
H
I
P
T
O

CITY OF UKIAH
ATTN: ACCOUNTS PAYABLE
300 SEMINARY AVENUE
UKIAH, CA 95482
Delivery Reference Freight Method/Terms Department/Location Sales Tax Rate 2022 1 1
47819-00

E&M ELECTRIC & MACHINERY, INC
126 MILL ST
HEALDSBURG CA 95448

CITY OF UKIAH - WTP
935 RIVER ROAD
UKIAH CA 95482
Mary Williamson 03/28/2022 03/31/2022
WTP / SHELLY N/A - NET 30 WATER PRODUCTION 0.000
$21,400.00
1 AVEVA FLEX SYSTEM PLATFORM + INSIGHT 1 YEAR 1.0 EACH $21,400.000 $21,400.00

SUBSCRIPTION
REQ #E39556
PER AVEVA SELECT QUOTE #279964.1
ATTACHMENT 2

1 GENERALLY. These Terms and Conditions of
Sale (“Terms and Conditions”) apply to all purchases by City of Ukiah. (Referred to as “Buyer”). The supplier of goods and services under this transaction is herein
referred to as “Seller”. The goods or service purchased are referred to as the “Purchase.”

2. TERMS EXCLUSIVE. Buyer will order the goods
or services described herein only upon the terms and
conditions contained herein. Seller’s acceptance of this order shall occur either through commencement of
performance under this order or acknowledgment of this
order. By accepting this order, Seller waives all terms and conditions contained in its quotation, acknowledgment,
invoice or other documents which are different from or
additional to those contained herein and all such different or additional terms and conditions shall be null and void.

SELLER MAY NOT CHANGE MATERIAL OF

MANUFACTURE, SOURCES OF SUPPLY, MANUFACTURING PROCESS OR LOCATION WITHOUT THE PRIOR WRITTEN CONSENT OF BUYER.

3. INSPECTION. All goods shall be received subject
to Buyer’s inspection and rejection. Defective goods and goods otherwise not conforming to this order shall be held for Seller’s instruction and at Seller’s risk, and if Seller so directs, shall be returned at Seller’s expense. No defective goods shall be replaced without a new purchase order.

Payment by Buyer shall not be construed as an
acceptance of goods. Buyer may return to Seller any non-defective, excess goods within thirty (30) days of receiving them.

4. CHANGES. City may make changes within the
general scope of this order in drawings and specifications for specially manufactured supplies, place of delivery, method of shipment or packing of the order by giving notice to Seller and subsequently confirming such changes in writing. If such changes affect the cost of or the time required for performance of this order, an equitable
adjustment in the price or delivery or both must be made.

No change by Seller is allowed without City’s written
approval. Any claim by Seller for an adjustment under this section must be made in writing within thirty (30) days from the date of receipt by Seller of notification of such change unless City waives this condition in writing. Nothing in this section excuses Seller from proceeding with performance of the order as changed.

5. TERMINATION. City may terminate this order at
any time, either verbally or in writing, with or without cause.

Should termination occur, City will pay Seller as full
performance until such termination the unit or pro rata order price for the performed and accepted portion of the Purchase. City may provide written notice of termination for Seller’s default if Seller refuses or fails to comply with this order. If Seller does not cure such failure within a reasonable time period, or fails to perform the Purchase within the time specified (or allowed by extension), Seller will be liable to City for any excess costs incurred by City.

6. TIME EXTENSION. Time is of the essence City
may extend the time for completion if, in City’s sole
determination, Seller was delayed because of causes
beyond Seller’s control and without Seller’s fault or
negligence. In the event delay was caused by City, Seller’s sole remedy is limited to recovering money actually and necessarily expended by Seller because of the delay; there is no right to recover anticipated profit.

7. REMEDIES CUMULATIVE. City’s rights and
remedies under this order are not exclusive and are in
addition to any rights and remedies provided by law.

8. TITLE. Title to materials and supplies purchased
under this order pass directly from Seller to City upon City’s written acceptance following an actual inspection and City’s opportunity to reject.

9. PAYMENT. City will pay Seller after receiving
acceptable invoices for materials and supplies delivered and accepted or services rendered and accepted. City will not pay cartage, shipping, packaging or boxing expenses unless specified in this order.

10. INDEMNIFICATION. Seller agrees to indemnify and hold harmless from and against any claim, action, damages, costs (including, without limitation, attorney’s fees), injuries, or liability, arising out of the Purchase or the order, or their performance. Should City be named in any suit, or should any claim be brought against it by suit or otherwise, whether the same be groundless or not, arising out of the Purchase or order, or their performance, Seller will defend City (at City’s request and with counsel
satisfactory to City) and indemnify City for any judgment rendered against it or any sums paid out in settlement or otherwise. For purposes of this section “City” includes City’s officers, elected officials, and employees. This paragraph 9 will survive termination of this order. The requirements as to the types and limits of insurance
coverage to be maintained by Seller, and any approval of such insurance by City, are not intended to and will not in any manner limit or qualify the liabilities and obligations otherwise assumed by Seller pursuant to this order, including, without limitation, to the provisions concerning indemnification.

11. WARRANTY. Seller agrees that the Purchase is
covered by the most favorable commercial warranties the Seller gives to any customer for the same or substantially similar supplies or services, or such other more favorable warranties as is specified in this order. Warranties will be effective notwithstanding any inspection or acceptance of the Purchase by City.

12. ASSIGNMENT. City may assign this order.

Except as to any payment due under this order, Seller may not assign or subcontract the order without City’s written approval. Should City give consent, it will not relieve Seller from any obligations under this order and any transferee or subcontractor will be considered Seller’s agent.

13. INSURANCE. Seller must provide the insurance
indicated on the face sheet of this order.

14. PERMITS. Seller must procure all necessary permits and licenses, and abide by all federal, state, and local laws, for performing this order.

15. INDEPENDENT CONTRACTOR. City and Seller
agree that Seller will act as an independent contractor and will have control of all work and the manner in which it is performed. Seller will be free to contract for similar service to be performed for other employers while under contract with City. Seller is not an agent or employee of City and is not entitled to participate in any pension plan, insurance, bonus or similar benefits City provides for its employees. Any provision in this order that may appear to give City the right to direct Seller as to the details of doing the work or to exercise a measure of control over the work means the
Seller will follow the direction of the City as to end results of the work only.

16. WAIVER. City’s review or acceptance of, or
payment for, work product prepared by Seller under this order will not be construed to operate as a waiver of any rights City may have under this Agreement or of any cause of action arising from Seller’s performance. A waiver by City of any breach of any term, covenant, or condition contained in this order will not be deemed to be a waiver of any subsequent breach of the same or any other term, covenant, or condition contained in this order, whether of the same or different character.

17. INTERPRETATION. This Agreement was drafted
in, and will be construed in accordance with the laws of the State of California, and exclusive venue for any action involving this agreement will be in Mendocino County.

Agenda Item No: 7.h.

MEETING DATE/TIME: 4/6/2022
ITEM NO: 2022-1525

AGENDA SUMMARY REPORT
SUBJECT: Adoption of Resolution Approving a Successor Memorandum of Understanding Between the City of Ukiah and the Ukiah Professional Fire Association Local 3686, and Authorizing the City Manager to Execute.

DEPARTMENT: Human Resources /
Risk Management PREPARED BY: Sheri Mannion, H.R. Director/Risk Manager PRESENTER: Sheri Mannion, Human Resources Director/Risk Manager
ATTACHMENTS:

1. UPFA Memorandum of Understanding 2022-2025

2. Resolution
Summary: Council will consider adopting a Resolution for a successor Memorandum of Understanding (MOU) between the City of Ukiah and the Ukiah Professional Fire Association Local 3686 (UPFA), and authorizing the City Manager to execute on behalf of the City.

Background: The Myers-Milias Brown Act (MMBA) is the law in California that establishes mandatory rights and duties by which all local agencies must abide with regard to labor relations. Within the requirements of MMBA, the City's negotiator, the City Manager, receives authority from the City Council on matters within the scope of representation, and then proceeds to meet and confer with bargaining units.

Additionally, as part of the overall routine maintenance of the classification and compensation schedules for the City of Ukiah, the Human Resources Department is responsible for evaluating classifications and benefits, developing new classifications (including appropriate salary levels), examining salary grade adjustments, and making recommendations for additions, modifications, and corrections.

Recognizing the importance of remaining competitive in the labor market and the continued efforts and support from all City team members during the pandemic, the City Council authorized the City Manager to begin negotiations with bargaining units prior to the expiration dates of the current MOU's.

Discussion: The current MOU between the City of Ukiah and UPFA is set to expire on September 18, 2022. The City's negotiating team, including the Fire Chief, have been meeting regularly and working collaboratively with UPFA in review of current market conditions related to salaries and benefits. After multiple meetings, the negotiating parties reached a tentative agreement on March 8, 2022. The proposed MOU (Attachment 1) is for the term of April 1, 2022 through September 18, 2025, and contains salary increases and benefit changes that will allow the City to remain competitive with the median market over the course of the contract.

The City received notice that UPFA ratified the MOU on March 27, 2022, at a level consistent with City Council's provided authorization. There is no fiscal impact in 2021/2022 due to ongoing vacancies in the department.

Staff recommends that the Council adopt a Resolution (Attachment 2) approving the successor MOU and authorizing the City Manager to execute on the City's behalf.

Recommended Action: Adopt a Resolution approving a successor Memorandum of Understanding between the City of Ukiah and the Ukiah Professional Fire Association, Local 3686, approve the corresponding budget amendment, and authorizing the City Manager to execute on behalf of the City.

BUDGET AMENDMENT REQUIRED: N/A
CURRENT BUDGET AMOUNT: N/A
PROPOSED BUDGET AMOUNT: N/A
FINANCING SOURCE: N/A
PREVIOUS CONTRACT/PURCHASE ORDER NO.: N/A
COORDINATED WITH: N/A

MEMORANDUM OF UNDERSTANDING
Between
The City of Ukiah
And
Ukiah Professional Firefighters Association, Local 3686 This Memorandum of Understanding (“MOU”) is entered into by and between the City of Ukiah (“City”) and the Ukiah Professional Firefighters Association, Local 3686 (“Association”) (collectively referred to as “Parties”). Having met and conferred in accordance with Government Code section 3500, et. seq., the City and the Association agree to the following understandings:

1. Recognition
The City recognizes the Association, which is acknowledged to be affiliated with the Ukiah Professional Firefighters Association, Local 3686, as exclusive representative for the purposes of establishing wages, hours, and other terms and condition of employment for all full-time employees in the classifications listed below and to any other classification, which may be established within the scope of the duties now included with these classifications:

Ambulance Operator/EMT
Ambulance Operator/Paramedic
Firefighter
Driver Operator
Fire Captain
Fire Marshal
Fire Battalion Chief

2. Term
The term of this MOU shall be from April 1, 2022 through September 18, 2025.

3. Wages and Working Hours
Effective with adoption of this MOU, the salaries of all employees covered under this MOU shall be stated in Appendix A, to include the addition of Fire Marshal, Ambulance Operator/EMT, and Ambulance Operator/Paramedic. The basis for these computations shall be as follows:

1. Hourly rates for 56-hour employees shall be calculated by dividing an employee’s annual salary by 2912.

2. Hourly rates for 40-hour employees shall be calculated by dividing the employee’s annual salary by 2080.

4. Fair Labor Standards Act (FLSA) Work Period

1. 24-Day Work Period

Effective July 1, 2006, the City and Association elected a 182 hour/24-day extended work period, as authorized under Section 207(k) of the FLSA, for purposes of determining FLSA overtime. The salary provided to employees assigned to this schedule covers straight time pay for 192 hours each 24-day work period. Hours actually worked from 183-192 are paid an additional payment of 0.5 times the regular rate of pay and hours actually worked in excess of 192 are compensated at 1.5 times the regular rate of pay. i. Suppression personnel work a 48/96 hours schedule.

2. 7-Day Work Period
Employees assigned to a 40 hour/7-day work period, in accordance with FLSA, are compensated overtime at 1.5 times the regular rate of pay for actual hours worked over 40 hours in a week.

5. Inclusion of Fire Marshal, Battalion Chief, and Ambulance Operator EMT/Paramedic Classifications
For purposes of incorporating and defining the leave benefits associated with the newer classifications of Fire Marshal, Battalion Chief and Ambulance Operators, see Appendix B for a breakdown of benefit tiers for all recognized classifications.

6. Year 1
All provisions in Year 1, with the exception of the second salary increase, are effective the first full pay period in April 2022.

1. Salaries
Effective the first full pay period in April 2022, employees will receive a salary increase to base salary as follows:

Classification Adj.

Firefighter & Ambulance Operator (EMT/Paramedic) 5.62%
Driver Operator (formerly Fire Engineer) 5.55%
Captain 5.78%
Battalion Chief 4.26%
Effective the first full pay period in September 2022, Ambulance Operators, Firefighters, Driver Operators, Captains, and Fire Marshal will receive a 5% salary increase to base salary.

2. Educational Incentive Pay
The Educational Incentive provision will be replaced with the following:

The City will pay compensation to employees for completing educational courses, certificates and degrees, which enhance their ability to do their job as follows:
• An educational incentive premium of 2.5% will be paid to employees in the rank of Ambulance Operator, Firefighter, Driver Operator, Captain, or Fire Marshal who obtain an Associate’s degree or higher awarded by a community college, college, or university accredited by a national or regional accrediting body recognized by the United States Department of Education.
• An educational incentive premium of 2.5% will be paid to employees in the rank of Battalion Chief who obtain a Bachelor’s degree or higher awarded by a community college, college, or university accredited by a national or regional accrediting body recognized by the United States Department of Education. The

2.5% and 2.5% educational incentives shall not be combined.

The Parties agree that this educational incentive premium is special compensation per Title 2 of the California Code of Regulations, section 571 and 571.1.

3. Paramedic Premium Pay
The Paramedic Stipend provision will be replaced with the following:

Employees in the rank of Firefighter, Driver Operator, Captain, Fire Marshal or Battalion Chief who are licensed by the State of California as an EMT-P (paramedic) will receive an additional 10% of their base monthly salary as compensation. These employees may be assigned to act as paramedics and may augment the normal assignment on a fire apparatus.

The parties agree that this paramedic premium is special compensation per Title 2 of the California Code of Regulations, section 571 and 571.1.

4. Special Assignment/Premium Pay
i. Bilingual Premium
The Bilingual Pay provision with be replaced with the following:

The City will pay compensation to employees who are routinely and consistently assigned to positions requiring communication skills in Spanish and American Sign Language (ASL) as follows:

Employees who are designated by the City as fluent in Spanish (includes ability to read and write) or ASL (includes ability to interpret complex conversations) shall receive an additional 5% of their base monthly salary as compensation for the additional responsibilities. Association members who are not fluent, but have been designated by the City as possessing the skill to converse in Spanish or ASL well enough to communicate during a basic call for service shall receive an additional 3% of base monthly salary as compensation for the additional responsibilities. The 5% pay and 3% pay shall not be

combined and 5% is the maximum premium allowed for any combination of the recognized communication skills.

The City may use a variety of techniques to test an employee’s proficiency in either language, and may require an employee to re-test on occasion.

The Parties agree that this bilingual premium is special compensation per Title 2 of the California Code of Regulations, section 571 and 571.1.
ii. Fire Instructor Premium
The City will provide compensation to employees who obtain Fire Instructor certification as follows:
• Fire Instructor II – Employees in the rank of Firefighter, Driver Operator, Captain, Fire Marshal or Battalion Chief who maintain Instructor II certification for at least 5 classes, as approved by the Chief, will receive 2.5% of their base monthly salary as compensation for additional responsibilities. Employees must qualify through an FTO type process determined by the Chief, and be available to instruct classes as assigned and scheduled by the department.
• Fire Instructor III – Employees in the rank of Firefighter, Driver Operator, Captain, Fire Marshal or Battalion Chief who maintain Instructor II certification for at least 5 classes and Instructor Trainer certification for at least 3 classes, as approved by the Chief, will receive 5% of their base monthly salary as compensation for additional responsibilities. Employees must qualify through an FTO type process determined by the Chief, and be available to instruct classes as assigned and scheduled by the department. The 2.5% and 5% pay shall not be combined.

The Parties agree that this Fire Instructor premium is special compensation per Title 2 of the California Code of Regulations, section 571 and 571.1. iii. Swiftwater Rescue Technician Premium
Employees in the rank of Firefighter, Driver Operator, Captain, Fire Marshal or Battalion Chief, who maintain the core competencies and training to qualify as a Swiftwater Rescue Technician, shall receive an additional 1% of their base monthly salary as compensation.

The Parties agree that this Swiftwater Rescue Technician premium is not special compensation per Title 2 of the California Code of Regulations, section 571 and 571.1. iv. Volunteer Coordinator Premium
The City will pay a $100 per month premium to up to 1 person, assigned by the Chief, to coordinate the Volunteer Firefighter Program. The responsibilities include, coordinating interviews and intake of volunteer applicants, as well as scheduling physical examinations

and livescans; issues, inspects, and tracks volunteer PPE; and tracks volunteer attendance records, drills, and calls.

The Parties agree that this Volunteer Coordinator premium is not special compensation per Title 2 of the California Code of Regulations, section 571 and 571.1.

5. Uniform Allowance
The Association agree to have the current Uniform Allowance provision removed from the MOU. A new Uniform Allowance provision is under development and will be negotiated outside of the MOU.

7. Year 2
Effective the first full pay period following September 19, 2023, all classification will receive a 2.5% salary increase to base salary.

8. Year 3

1. Salaries
i. Effective the first full pay period following September 19, 2024, all classifications will receive a 3% salary increase to base salary, unless the local economic benchmark – consisting of total revenue collected for property tax, sales tax and transient occupancy tax – falls below the combined total for the past audited Fiscal Year of 2022/2023. Should the audited revenues fall below the benchmark, the increase will revert to the CPI calculation of the average of U.S. City and SF-Oakland-San Jose figures for April, to a maximum of 3%. In no case shall this result in a decrease in compensation.
ii. Effective upon ratification of this MOU, the Battalion Chief classification will receive an additional 0.97% salary increase to base salary.

2. Special Assignment/Premium Pay
i. Haz Mat Technician/Specialist Premium
The Haz Mat Specialist Pay provision will be replaced with the following:

Employees in the rank of Firefighter, Driver Operator, Captain, Fire Marshal or Battalion Chief who are assigned by the Chief and qualify as a Haz Mat Technician shall receive an additional 1% of their base monthly salary as compensation. Those assigned by the Chief and qualify as a Haz Mat Specialist shall receive an additional 2% of their base monthly salary as compensation. The 1% and 2% pay shall not be combined.

Employees receiving this premium must complete 24 hours of specific hazardous materials training annually, and maintain at least 80% attendance at all regularly scheduled REHIT meetings and trainings; and be available for response/callback).

The Parties agree that this Haz Mat premium is special compensation per Title 2 of the California Code of Regulations, section 571 and 571.1.
ii. Fire Investigator Premium
Employees in the rank of Firefighter, Driver Operator, Captain, or Battalion Chief who are formally assigned as a Fire Investigator by the Chief, shall receive a 2% premium when scheduled to work and as evidenced on employee’s authorized timecard. The Chief may authorize up to 2 employees per shift to receive the Fire Investigator premium. This premium applies to the Fire Marshall at all times.

The Parties agree that this Fire Instructor premium is special compensation per Title 2 of the California Code of Regulations, section 571 and 571.1.

9. Comprehensive Memorandum of Understanding
The City and Association agree to continue to develop a comprehensive (single document) MOU incorporating all current and previous agreements currently applicable during the term of this contract.

10. Continuation
The City and the Association agree that all conditions of employment established by City policy, including all conditions affecting wages, hours, and working conditions that are not specifically addressed in this MOU, shall continue in effect and shall not be affected by the terms of this MOU.

The value or availability of the benefits provided in the MOU as originally worded or as amended from time to time may depend on their tax treatment by the state or federal government or the decisions of other government agencies or departments, such as, but not limited to, the Public Employees Retirement System. The City will endeavor to obtain the most favorable treatment legally possible from these other governmental entities.

However, the City makes no representation concerning the value of such benefits to Association members or how they will be taxed or otherwise treated by other agencies or departments. The City's obligations under this MOU are limited to the direct cost of providing the salary and benefits as described in the MOU. The City shall have no additional financial obligation, even if the tax or other treatment of such salary or benefits by other agencies or departments reduces or eliminates their value to the employee.

This Memorandum of Understanding is ratified and adopted pursuant to the recommendations of the following representatives this 6th day of April 2022.

CITY OF UKIAH UKIAH PROFESSIONAL FIREFIGHTERS
______________________________ _____________________________________ Sage Sangiacomo, City Manager Anthony Selvitella, President

Appendix A

Grade Classification Step 0 Step 1 Step 2 Step 3 Step 4 4063 Ambulance Operator/EMT Annual $55,706.52 $58,491.84 $61,416.48 $ 64,487.28 $ 67,711.68 Monthly $ 4,642.21 $ 4,874.32 $ 5,118.04 $ 5,373.94 $ 5,642.64 Hourly $ 19.13 $ 20.09 $ 21.09 $ 22.15 $ 23.25
4064 Firefighter/EMT Annual $58,638.37 $61,570.32 $64,648.80 $ 67,881.24 $ 71,275.32 4065 Ambulance Operator/Paramedic Monthly $ 4,886.53 $ 5,130.86 $ 5,387.40 $ 5,656.77 $ 5,939.61 Hourly $ 20.14 $ 21.14 $ 22.20 $ 23.31 $ 24.48
4066 Driver Operator Annual $61,566.01 $64,644.36 $67,876.56 $ 71,270.40 $ 74,833.92 Monthly $ 5,130.50 $ 5,387.03 $ 5,656.38 $ 5,939.20 $ 6,236.16 Hourly $ 21.14 $ 22.20 $ 23.31 $ 24.47 $ 25.70
4069 Captain Annual $71,306.17 $74,871.48 $78,615.00 $ 82,545.72 $ 86,673.00 Monthly $ 5,942.18 $ 6,239.29 $ 6,551.25 $ 6,878.81 $ 7,222.75 Hourly $ 24.49 $ 25.71 $ 27.00 $ 28.35 $ 29.76
4260 Battalion Chief Annual $86,674.71 $91,008.48 $95,558.88 $100,336.80 $105,353.64 Monthly $ 7,222.89 $ 7,584.04 $ 7,963.24 $ 8,361.40 $ 8,779.47 Hourly $ 29.76 $ 31.25 $ 32.82 $ 34.46 $ 36.18
Based upon a 2912 work schedule (56-hour work week)
4070 Fire Marshal Annual $71,306.17 $74,871.48 $78,615.00 $ 82,545.72 $ 86,673.00 Monthly $ 5,942.18 $ 6,239.29 $ 6,551.25 $ 6,878.81 $ 7,222.75 Hourly $ 34.28 $ 36.00 $ 37.80 $ 39.69 $ 41.67
Based upon a 2080 work schedule (40-hour work week)
Fire Unit Salary Schedule
Effective April 3, 2022

Appendix A

Grade Classification Step 0 Step 1 Step 2 Step 3 Step 4 4063 Ambulance Operator/EMT Annual $58,491.85 $61,416.48 $64,487.28 $ 67,711.68 $ 71,097.24 Monthly $ 4,874.32 $ 5,118.04 $ 5,373.94 $ 5,642.64 $ 5,924.77 Hourly $ 20.09 $ 21.09 $ 22.15 $ 23.25 $ 24.42
4064 Firefighter/EMT Annual $61,570.28 $64,648.80 $67,881.24 $ 71,275.32 $ 74,839.08 4065 Ambulance Operator/Paramedic Monthly $ 5,130.86 $ 5,387.40 $ 5,656.77 $ 5,939.61 $ 6,236.59 Hourly $ 21.14 $ 22.20 $ 23.31 $ 24.48 $ 25.70
4066 Driver Operator Annual $64,644.31 $67,876.56 $71,270.40 $ 74,833.92 $ 78,575.64 Monthly $ 5,387.03 $ 5,656.38 $ 5,939.20 $ 6,236.16 $ 6,547.97 Hourly $ 22.20 $ 23.31 $ 24.47 $ 25.70 $ 26.98
4069 Captain Annual $74,871.48 $78,615.00 $82,545.72 $ 86,673.00 $ 91,006.68 Monthly $ 6,239.29 $ 6,551.25 $ 6,878.81 $ 7,222.75 $ 7,583.89 Hourly $ 25.71 $ 27.00 $ 28.35 $ 29.76 $ 31.25
4260 Battalion Chief Annual $86,674.71 $91,008.48 $95,558.88 $100,336.80 $105,353.64 Monthly $ 7,222.89 $ 7,584.04 $ 7,963.24 $ 8,361.40 $ 8,779.47 Hourly $ 29.76 $ 31.25 $ 32.82 $ 34.46 $ 36.18
Based upon a 2912 work schedule (56-hour work week)
4070 Fire Marshal Annual $74,871.48 $78,615.00 $82,545.72 $ 86,673.00 $ 91,006.68 Monthly $ 6,239.29 $ 6,551.25 $ 6,878.81 $ 7,222.75 $ 7,583.89 Hourly $ 36.00 $ 37.80 $ 39.69 $ 41.67 $ 43.75
Based upon a 2080 work schedule (40-hour work week)
Fire Unit Salary Schedule
Effective September 4, 2022

Appendix A

Grade Classification Step 0 Step 1 Step 2 Step 3 Step 4 4063 Ambulance Operator/EMT Annual $59,954.15 $62,951.88 $66,099.48 $ 69,404.40 $ 72,874.68 Monthly $ 4,996.18 $ 5,245.99 $ 5,508.29 $ 5,783.70 $ 6,072.89 Hourly $ 20.59 $ 21.62 $ 22.70 $ 23.83 $ 25.03
4064 Firefighter/EMT Annual $63,109.54 $66,264.96 $69,578.16 $ 73,057.08 $ 76,709.88 4065 Ambulance Operator/Paramedic Monthly $ 5,259.13 $ 5,522.08 $ 5,798.18 $ 6,088.09 $ 6,392.49 Hourly $ 21.67 $ 22.76 $ 23.89 $ 25.09 $ 26.34
4066 Driver Operator Annual $66,260.41 $69,573.48 $73,052.16 $ 76,704.72 $ 80,539.92 Monthly $ 5,521.70 $ 5,797.79 $ 6,087.68 $ 6,392.06 $ 6,711.66 Hourly $ 22.75 $ 23.89 $ 25.09 $ 26.34 $ 27.66
4069 Captain Annual $76,743.27 $80,580.48 $84,609.48 $ 88,839.96 $ 93,282.00 Monthly $ 6,395.27 $ 6,715.04 $ 7,050.79 $ 7,403.33 $ 7,773.50 Hourly $ 26.35 $ 27.67 $ 29.06 $ 30.51 $ 32.03
4260 Battalion Chief Annual $88,841.58 $93,283.68 $97,947.84 $102,845.28 $107,987.52 Monthly $ 7,403.46 $ 7,773.64 $ 8,162.32 $ 8,570.44 $ 8,998.96 Hourly $ 30.51 $ 32.03 $ 33.64 $ 35.32 $ 37.08
Based upon a 2912 work schedule (56-hour work week)
4070 Fire Marshal Annual $76,743.27 $80,580.48 $84,609.48 $ 88,839.96 $ 93,282.00 Monthly $ 6,395.27 $ 6,715.04 $ 7,050.79 $ 7,403.33 $ 7,773.50 Hourly $ 36.90 $ 38.74 $ 40.68 $ 42.71 $ 44.85
Based upon a 2080 work schedule (40-hour work week)
Fire Unit Salary Schedule
Effective first full pay period in September 2023

Appendix B

LEAVE BENEFITS

VACATION ACCRUALS
Association members shall earn and may accumulate vacation leave as indicated below:

Firefighters, Driver Operators, Captains, Battalion Chiefs, and Ambulance Operators (classifications assigned to 56-hour workweek): Vacation is earned and accrued hourly each pay period according to the following schedule and includes credit for holiday hours:

Years of Service Hours Earned Per Pay
Period
Maximum Accrual
0-3 11.2 Hours 604.8 Hours
4-8 12.1 Hours 651.6 Hours
9-15 14.2 Hours 760.8 Hours
16 plus 15.1 Hours 807.6 Hours
Fire Marshal (classifications assigned to a 40-hour workweek): Vacation is earned and accrued hourly each pay period according to the following schedule:

Years of Service Hours Earned Per Pay
Period
Maximum Accrual
0-3 4.0 Hours 224.0 Hours
4-8 4.7 Hours 260.4 Hours
9-15 6.2 Hours 338.4 Hours
16-19 6.8 Hours 369.6 Hours
20 plus 8.0 Hours 432.0 Hours
Conversion: In the event an employee is transferred between a suppression or ambulance assignment (56-hour work week) and a non-suppression or non-ambulance assignment (40-hour work week), accumulated vacation hours as well as prospective accumulation shall be converted, using a factor of 1.4 to maintain equivalent monetary value of said leave time. As such, the employee’s vacation hours will be divided by 1.4 if he or she is transferred to a non-suppression or non-ambulance assignment from a suppression or ambulance assignment and will be multiplied by 1.4 if he or she is transferred to a suppression or ambulance assignment from a non-suppression or non-ambulance assignment.

Vacation Buy Back
Firefighters, Driver Operators, Captains, Battalion Chiefs, and Ambulance Operators (classifications assigned to 56-hour work week): An employee may sell back up to 120 hours of vacation to the City for the equivalent payment of the employee’s current salary on an hour-forhour basis. Payment for said hours shall be at the rate of the employee’s base salary, at the 56- hour rate, and shall be included in their regular paycheck on the first pay date in December of

Appendix B

each year. Employees shall submit a PAF to Payroll by November 15th for processing the following pay period.

Vacation Cash Out
Fire Marshal (classifications assigned to a 40-hour work week): Employees who reach their maximum vacation accrual may cash out one (1) week (40 hours) vacation, limited to one (1) time per fiscal year. This may be requested within two pay periods to the employee reaching their vacation accrual maximum.

HOLIDAYS
Employees are provided with the following paid holidays:

DATE HOLIDAY
December 31 New Year's Eve
January 1 New Year's Day
3rd Monday, January Martin Luther King Birthday
3rd Monday, February Washington's Day
Last Monday, May Memorial Day
July 4 Independence Day
1st Monday, September Labor Day
2nd Monday, October Indigenous People’s Day
November 11 Veterans' Day
4th Thursday, November Thanksgiving Day
4th Friday, November Day following Thanksgiving
December 24 Christmas Eve
December 25 Christmas Day
Added to vacation accrual each fiscal year 8/11.2 hours floating Holiday credit The 8-hour (40-hour) or 11.2-hour (56-hour) floating holiday credit is added to each employee’s vacation accrual in the beginning of the fiscal year of each year.

Firefighters, Driver Operators, Captains, Battalion Chiefs, and Ambulance Operators (classifications assigned to 56-hour work week): Due to the nature of the fire shift schedule, actual holiday hours are factored into the vacation credit received by the employee.

Fire Marshal (classifications assigned to a 40-hour workweek): Employees working a forty (40) hour work week shall observe holidays as paid days off and shall be compensated for as part of their current salary.

SICK LEAVE ACCRUAL
Association members shall earn and may accumulate sick leave as indicated below:

Appendix B

Firefighters, Driver Operators, Captains, Battalion Chiefs, and Ambulance Operators (classifications assigned to 56-hour workweek):

Effective upon adoption of the 2015-2018 MOU, sick leave accrual decreased from 18 hours per month to 12 hours per month in accordance with industry standards as a resource for increasing the Unit’s monthly health contribution.

All employees hired after the adoption of the 2015-2018 MOU will accrue Sick Leave at 12 hours per month. Existing employees who elect to continue to receive “flex dollars” towards their health insurance options will continue to accrue Sick Leave at 18 hours per month. Existing employees who elect to receive the monthly health contribution, in lieu of “flex dollars” will accrue Sick Leave at 12 hours per month. This is a one-time, non-reversible election.

Fire Marshal (classifications assigned to a 40-hour workweek):

Employees assigned to a 40-hour workweek will accrue 1-day (8 hours) of sick leave for each month of service.

RESOLUTION NO. ______

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF UKIAH

APPROVING MEMORANDUM OF UNDERSTANDING

BETWEEN THE CITY OF UKIAH AND
UKIAH PROFESSIONAL FIRE ASSOCIATION LOCAL 3686
WHEREAS, the City of Ukiah Employee/Employer Relations Officer and Human Resources Director meet and confer in good faith with the bargaining units on matters including wages, hours, and the terms and conditions of employment for represented employees; and WHEREAS, the terms and conditions contained herein have been negotiated by the City of Ukiah and Ukiah Professional Fire Association Local 3686 and such terms and conditions have been agreed upon by both parties; and
WHEREAS, this Memorandum of Understanding includes all terms and conditions of employment with respect to wages, hours, and working conditions applicable to the Ukiah Professional Fire Association Local 3686 for the period of April 1, 2022 through and September 18, 2025;
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Ukiah hereby approves and authorizes the City Manager to execute this Memorandum of Understanding on behalf of the City.

PASSED AND ADOPTED this 6
th day of April 2022, by the following roll call vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
_______________________________
Jim O. Brown, Mayor
ATTEST:
________________________________
Kristine Lawler, City Clerk

Agenda Item No: 7.i.

MEETING DATE/TIME: 4/6/2022
ITEM NO: 2022-1527

AGENDA SUMMARY REPORT
SUBJECT: Consideration of Approval of Change Order in the Amount of $20,800 to All Star Painting for the Alex Thomas Plaza Painting Project.

DEPARTMENT: Community Services PREPARED BY: Neil Davis, Community Services Director PRESENTER: Neil Davis, Community Services Director
ATTACHMENTS:

1. Color and Finish Schedule Update

2. Paint Palette and Study

3. ALL STAR PAINTING INC Proposal for Alex thomas plaza change orders 3.28.2022 Summary: The City Council will consider approving a change order in the amount of $20,800, to address dry rot found during painting, and to adjust the color palette at Alex Thomas Plaza.

Background: At the September 21, 2021, Ukiah City Council meeting, All Star Painting was awarded a contract to paint Alex Thomas Plaza.

Although not typically required for a maintenance project, considering the prominent location and nature of the Plaza, a small ad hoc advisory group was created and worked with Staff to develop a suitable restoration plan; The advisory group of seven included a Councilmember, two design professionals, and representatives from the art and business communities.

The overall plan envisioned 1) landscaping improvements, 2) the addition of murals and an Outdoor Art Gallery, and 3) painting the Pavilion and associated facilities.

A subcommittee of two developed a paint palette that outlined the scope of work and color scheme to be used for the painting of the Pavilion and associated facilities. The ad hoc team was provided the opportunity to review and approve the color scheme. The plan was presented to and approved by the City Council on September 21, 2021.

Discussion: All Star Painting began painting on March 7th and completed a large portion of the project by March 11th. Although the project was completed to the approved specifications, even those who had chosen the color palette were surprised, and admitted the colors were much brighter than anticipated. Following a substantial amount of negative public comment, staff asked the contractors to stop work. The design professional consulted with staff and devised a modified Color and Finish Schedule (Attachment 1), a new Paint Palette and Study (Attachment 2), and received a quote of $17,600 from All Start Painting (Attachment 3) to make the desired changes. In addition to the color change, dry rot was discovered in the fascia below the skylights and the contractor provided a bid of $3,200 for that repair as well. The original contract was not fully expended.

Recommended Action: Approve Change Order in the amount of $20,800 to All Star Painting for the Alex Thomas Plaza Painting Project.

BUDGET AMENDMENT REQUIRED: Yes
CURRENT BUDGET AMOUNT: 10022100.80220.18288: $58,300

PROPOSED BUDGET AMOUNT: 10022100.80220.18288: $73,800
FINANCING SOURCE: General fund current revenues
PREVIOUS CONTRACT/PURCHASE ORDER NO.: Contract 2122100
COORDINATED WITH:

Community Services Department
Neil Davis, administrator
(707) 467-5765
[email protected]
City of Ukiah / Alex Thomas Plaza
Color & Finish Schedule 7/1/2021
REVISED 3/28/2022
Color Ref. Number Name Mfg. Specification Location Notes Est. Qty.

BENJAMIN MOORE COLORS
1 #1544 Waynesboro Taupe Benjamin Moore Corotech COMMAND Satin (V-392) Concret walls & benches CIP Conc 2 # 2150-70 Easter Lilly Benjamin Moore Corotech COMMAND Satin (V-392) Recessed concrete signage CIP Conc 3 # 2004-10 Deep Rose Benjamin Moore Corotech COMMAND Satin (V-392) Cast aluminum letters Alum 4 # 2150-70 Easter Lilly Benjamin Moore Corotech COMMAND Satin (V-392) Fascia & Gutters, Skylights CMU & Wood 5 # 2150-40 Spring Dust Benjamin Moore Corotech COMMAND Satin (V-392) Stage wall CMU 6 #1544 Waynesboro Taupe Benjamin Moore Corotech COMMAND Gloss (V-390) Stage Columns Steel 7 # 2168-30 Orange Blossom Benjamin Moore Corotech COMMAND Gloss (V-390) Stage, 3 poles, moon panels Steel 8 # 2150-40 Spring Dust Benjamin Moore Corotech COMMAND Satin (V-392) 4' h. & end wall CMU 10 # 2153-40 Cork Benjamin Moore Corotech COMMAND Satin (V-392) Drinking Fountain Wall CMU 11 # 2153-40 Cork Benjamin Moore Corotech COMMAND Satin (V-392) Smooth & Ribbed block walls CMU 12 # 2004-10 Deep Rose Benjamin Moore Corotech COMMAND Gloss (V-390) Restroom Doors Steel 13 # 2150-50 Hampton Green Benjamin Moore Corotech COMMAND Satin (V-392) Steel Trellis Steel 14 # HC-77 Alexandria Beige Benjamin Moore Corotech COMMAND Satin (V-392) All Columns CIP Conc. 15 # 2150-70 Easter Lilly Benjamin Moore Corotech COMMAND Satin (V-392) Roof Beams & Clg. Wood 16 # 2150-50 Hampton Green Benjamin Moore Corotech COMMAND Gloss (V-390) Restroom Mtl. Partitions Steel 17 # 2018-70 Milkyway Benjamin Moore Corotech COMMAND Satin (V-392) Restroom Ceiling Stucco 18 Sure Klean Clr. Penetrating Sealer Prosoco PROSOCO Weather Seal Siloxane PD Restroom Floor Flat Conc. 19 # 2047-20 Manor Green Benjamin Moore Corotech COMMAND Satin (V-392) Handrails Steel 20 MM 337164 Dome Gold Modern Masters Ext. Satin Color Trim, street clock Steel 21 # HC-190 Black Benjamin Moore Corotech COMMAND Gloss (V-390) Lamp Posts, Street Clock Alum.

Attachment 1

City of Ukiah / Alex Thomas Plaza
Color & Finish Schedule 7/1/2021
REVISED 3/25/2022
Color Ref. Number Name Mfg. Specification Location Notes Est. Qty.

SHERWIN WILLIAMS COLORS
1 # 0023 Pewter Tankard Sherwin Williams SuperPaint Ext. Acrylic Latex Satin Concrete walls & benches CIP Conc 2 # 7562 Roman Column Sherwin Williams SuperPaint Ext. Acrylic Latex Satin Recessed concrete signage CIP Conc 3 # 6608 Rave Red Sherwin Williams SuperPaint Ext. Acrylic SemiGloss Cast aluminum letters Alum 4 # 7562 Roman Column Sherwin Williams SuperPaint Ext. Acrylic Latex Satin Fascia & Gutters, Skylights CMU & Wood 5 # 9207 Pale Moss Sherwin Williams SuperPaint Ext. Acrylic Latex Satin Stage wall CMU 6 # 0023 Pewter Tankard Sherwin Williams SuperPaint Ext. Acrylic Latex Satin Stage Columns Steel 7 # 6886 Invigorate Sherwin Williams SuperPaint Ext. Acrylic Latex Satin Stage-3 poles, moon panels Steel 8 # 9027 Pale Moss Sherwin Williams SuperPaint Ext. Acrylic Latex Satin 4' h. & end wall CMU 10 # 6388 Golden Fleece Sherwin Williams SuperPaint Ext. Acrylic Latex Satin Drinking Fountain Wall CMU 11 # 6388 Golden Fleece Sherwin Williams SuperPaint Ext. Acrylic Latex Satin Smooth & Ribbed block walls CMU 12 # 6608 Rave Red Sherwin Williams SuperPaint Ext. Acrylic SemiGloss Restroom Doors Steel 13 # 6379 Jersey Cream Sherwin Williams SuperPaint Ext. Acrylic Latex Satin Steel Trellis Steel 14 # 9084 Cocoa Whip Sherwin Williams SuperPaint Ext. Acrylic Latex Satin All Columns CIP Conc. 15 # 7562 Roman Column Sherwin Williams SuperPaint Ext. Acrylic Latex Satin Roof Beams & Clg. Wood 16 # 6379 Jersey Cream Sherwin Williams SuperPaint Ext. Acrylic SemiGloss Restroom Mtl. Partitions Steel 17 # 7105 Paperwhite Sherwin Williams SuperPaint Ext. Acrylic SemiGloss Restroom Ceiling Stucco 18 Sure Klean Clr. Penetrating Sealer Prosoco PROSOCO Weather Seal Siloxane PD Restroom Floor Flat Conc. 19 # 6762 Poseidon Sherwin Williams SuperPaint Ext. Acrylic SemiGloss Handrails Steel 20 MM 337164 Dome Gold Modern Masters Ext. Satin Color Trim, street clock Steel 21 # HC-190 Black (Benjamin Moore) no equivelent Formally known as Black PM-9 Lamp Posts, Street Clock Alum.

Paint Palette & Study for
improvements
and restoration to
The City of Ukiah
Alex R. Thomas Jr. Plaza
March 28, 2022 Alex R. Thomas Jr. Plaza
1 REVISION V-3 :: 3/28/2022
Attachment 2

MAINTAINANCE PLAN
Color Palette
2 From: Shannon Riley
March 28, 2022
Subject: plaza colors
Based on Alan’s recommendations and a
variety of input, we would like to propose the
following alterations:

Roofs: Repair Rot, prime & paint to match
roof fascia and gutters.

Pavilion Roof Fascia: Swap Scandinavian Blue
for a cream color. (Maybe the same Easter
Lilly (2150-70) that is inside the pavilion?)
Restroom Building Walls: Swap BOTH yellows
and blue for Cork (2153-40).

Restroom Doors: Swap Peony for Deep Rose
(2004-10) or Black.

Clock: Swap Manor Green for Black (HC-190).

Entry Signage: Swap Sun Valley for the same
cream as fascia. Easter Lilly (2150-70)
Stage Walls: Swap Scandinavian Blue for
Spring Dust (2150-40).

Stage Structural Cylinders: Swap Watertown
for Waynesboro Taupe (1544)
Stage Metal Moons: Swap Green with Envy for
Orange Blossom (2168-30)
Art Walls (Short End Wall): Swap Starburst
Orange with Spring Dust (2150-40)
Shannon Riley
Deputy City Manager
REVISION V-3 :: 3/28/2022

City of Ukiah Alex R. Thomas Plaza
Parks & Recreation Dept. Maintenance and Paint Upgrade
411 W Clay St.

Ukiah, CA 95482
A public space is an area or place that is open and accessible to all peoples, regardless of gender, race, ethnicity, age or socio-economic level. These are public gathering spaces such as plazas, squares and parks.

Well-designed and maintained public spaces are critical to the health of any city. Such gathering spaces allow for social mixing, civic participation, recreation, and a sense of belonging. Good public spaces respond to the dynamics of a community—amenities wear out, needs change and management of our public spaces require continual maintenance and innovation. Every community group's history should be included into the physical and cultural reality of a public space.

The parks and plazas of Ukiah provide such public spaces. By coming together in these safe and relaxed settings, different groups become comfortable with each other, thereby strengthening community cohesion.
• Following the adoption of the City of Ukiah’s Public Art Policy, the City is implementing a civic art program at the plaza featuring both permanent and temporary, revolving works of art. Art animates public spaces, improves local business viability, and contributes to public safety. Public art brings diverse people together to celebrate, inspire, and be inspired.
• Many special events are hosted at the Plaza. A few of the events include the yearround weekly Farmers Market, musical events for different groups, summer movie series, Chinese New Year celebration, Classic Car Show, Pumpkinfest, Story Promenade presented by Ukiah Library, the annual Ukiah Valley Art Fair, and the Rising Stars Music Competition among many others.

Alex Thomas Plaza is Ukiah’s central public plaza with the goal of providing a clean, well maintained public space.
3 REVISION V-3 :: 3/28/2022

ENTRY SIGNAGE

AND LANDSCAPE RETAINING WALLS
Color Palette
4 The entry signage is institutionally bland and non-descript. The text and background should distinguish itself from the grey concrete frame with distinctive color detailing. This is the focal point and name of the plaza and should present itself as a memorable representation of the colorful downtown character. All the concrete benches are in need of paint.

Recessed Panel

1. Easter Lily
No. 2150-70
Cast Concrete

2. Waynesboro
Taupe
No. 1544

3. Letters
Deep Rose
No. 2004-10
2 2
2 1
3 1
2 REVISION V-3 :: 3/28/2022

SUNDIAL GARDEN

AND LANDSCAPE RETAINING WALLS
Color Palette
5 The Sundial is hidden from view by overgrown landscaping and can be a focal point with some defining detail colors and new appropriate landscaping. The concrete walls are chipped, stained and neglected, they need cleaning and paint to unify the material and function.

Cast Concrete

1. Waynesboro
Taupe
No. 1544
All cast concrete
retaining walls, curbs
and benches
throughout the park.

Sundial to remain
as-is, no work.

BANDSTAND / STAGE

WALLS, POLES AND STEEL ORNAMENTS
Color Palette
6 The low walls defining the stage area are dull and indistinguishable from the stage and background.

The wall cap is broken and in need of new restoration. The flag poles should celebrate the occasion and help define the performance with festive color.

Wall

1. Spring dust
No. 2150-40
Structural Cylinders

2. Waynesboro Taupe
No. 1544

3. Metal Moons
Orange Blossom
No. 2168-30

4. Poles (3)
Orange Blossom
No. 2168-30
1 2
3 4
REVISION V-3 :: 3/28/2022

ART WALLS

SOUTHEAST CORNER OF THE PLAZA
Color Palette
7 The outside east wall of the restrooms has been designated for a painted mural , and the low wall adjacent to this is intended for a rotating art wall. The walls need to be power washed, primed and top-coated with a low maintenance paint with color that can stand on its own while serving as a stimulating host for varied art projects.

Art Walls
1-a Spring Dust
No. 2150-40
Short End Wall

2. Spring Dust
No. 2150-40
1-a
2 1
Art Walls

1. Hampton Green
No. 2150-50
REVISION V-3 :: 3/28/2022

RESTROOMS, EXTERIOR

SOUTH BUILDING OF THE PLAZA
Color Palette
8 The cream ceiling to remain or match existing.

Store-Room door to match adjacent wall.

Gutters to match background colors.

Roof Fascia

1. Easter Lilly
No. 2150-70
Smooth Block Walls

2. Cork
No. 2153-40
Drink Fountain Wall

3. Cork
No. 2153-40
Textured Block Wall

4. Cork
No. 2153-40
Bathroom Doors

5. Deep Rose
No. 2004-10
2 1 4 2 5 2 1 3 2 COL 4 2
The exterior walls of the restroom building stained, moldy, multiple areas of graffiti with attempts of unsuccessful removal or painted over. These walls need a thorough power wash, block primer and anti graffiti topcoat of quality paint. This is an area to brighten up and define the architecture with several complimentary colors and create a positive presence rather than the current dark corner to evade.
4 End Walls
Spring Dust
No. 2150-40
End Walls
Spring Dust
No. 2150-40
REVISION V-3 :: 3/28/2022

MAIN PAVILION

SOUTHEAST BUILDING IN THE PLAZA
Color Palette
9 Roof Fascia

1. Easter Lily
No. 2150-70
Back Wall

2. Spring Dust
No. 2150-40
Trellis

3. Hampton Green
No. 2150-50
All Columns

4. Alexandria Beige
No. HC-77
Roof Beams & Clg.

5. Easter Lilly
No. 2150-70

6. Letters “UKIAH”
Deep Rose
No. 2004-10
2 2 1 4 3 4 5 5 4 1 2
The Interior back wall in the pavilion is stained, and moldy. It needs a thorough power wash with block filler and new topcoat of paint. The Trellis will be a lighter shad of the rear wall. The Fascia will continue the Scandinavian Blue color to tie the Pavilion with the south wall with the Bathrooms. All of the columns will be the same color, an earthy brown to anchor and support the roofs.

REVISION V-3 :: 3/28/2022

RESTROOMS, INTERIOR

SOUTH BUILDING OF THE PLAZA
Color Palette
10 The interior of the restrooms should be cleaned, painted and well lit, with recognizable assurance that the city takes pride in its public restrooms. They should be spotlessly maintained and welcome the public with respect. The doors have the feel of a prison and could be painted in a bright and innovative way to welcome people (see page 7).

Leave brushed bare metal natural and unpainted. Apply Anti-Graffiti sacrificial coating on all surfaces except plumbing fixtures and ADA accessories. Paint plywood covers to match partitions.

Replace or repair dysfunctional light fixtures.

Metal Partitions

1. Hampton Green
No. 2150-50
Interior Block Walls,

2. Stucco Walls and
Ceiling
Milkyway
No. 2018-70
Interior Floor

3. Clear Penetrating
PROSOCO Weather
Seal Siloxane PD

4. Clear coat of antigraffiti protection.

Rain Guard
Vandl-Top

STEEL and CAST IRON FIXTURES
Color Palette
11 The cast iron clock is faded and oxidized, as are the lamp posts throughout the plaza. The steel handrails and decorative elements of the stage area are chipped, rusting and in need or restoration.

Clock

1. Black
No. HCC-190

2. Clock Trim / MM*
Dome Gold
No. 337164
Lamp Posts

3. Black
No. HC-190
Stair Handrails

4. Manor Green
No. 2047-20
*Note: Gold trim paint is from
Modern Masters Paint Co.

See Specification Sheet.

REVISION V-3 :: 3/28/2022

ALL STAR PAINTING INC. Date 3/28/2022
4720 Porto Pino Way Antelope, CA 95843 Proposal
(916) 218-2455 For: City of Ukiah
[email protected] Alex Thomas Plaza
LIC #: 984748
CAGE #: 8DVR9 .

DUNS #:81360084
DIR # : 1000513506
Description of work
Revise paint colors for city plaza park. Repair wood rot on upper roof ridge cap and skylight trim
Scope of work:
● Remove rotted 2x8 approximately 30 feet.
● Replace with new 2x8 approximately 30 feet.
● Prime and paint.
● Complete rot repair work.
● Revise paint colors for city plaza park listed on page 2 of Alex Thomas Color palette.

Time:

Approximately will need an extra 7 days for the extra work Total Labor and Material
Rot repair price $3,200.00
Revised paint colors for Alex thomas park $17,600.00
Grand Total: $ 20,800.00
Attachment 3

Acceptance of Proposal
The above prices, specifications and conditions are hereby accepted. This is a quote until signed,and then it becomes a contract and All Star painting is authorized to do the work as specified. If this offer is accepted, please sign the bottom and mail it or sign and email back to All Star Painting Inc. This bid is valid for a 30-day period . All work to be completed in a workmanlike manner according to standard construction practices. Any alteration or deviation from above specifications involving extra cost will be executed only upon written orders and will become an extra charge over and above this proposal.

Sincerely,
All Star Painting Inc.

Accepted:_______________________________________________________ Date:__________

Agenda Item No: 7.j.

MEETING DATE/TIME: 4/6/2022
ITEM NO: 2022-1528

AGENDA SUMMARY REPORT
SUBJECT: Adoption of a Resolution Authorizing the Submittal of Application(s) for all CalRecycle Grants for which the City is Eligible.

DEPARTMENT: Public Works PREPARED BY: Seth Strader, Administrative Analyst PRESENTER: Tim Eriksen, Director of Public Works
ATTACHMENTS:

1. 7i CC Reso 2022-12 - Adopting NOI RE SB 1383-Organic Waste Reductions

2. Proposed Resolution - CalRecycle Grant App Authorization Summary: Council will consider adoption of a resolution authorizing the submittal of application(s) for all CalRecycle for which the City is eligible.

Background: In 2016 Senate Bill 1383, Short-Lived Climate Pollutants: Organic Waste Reductions was passed. This bill looks to reduce California’s emissions of methane gas. Methane gas produced from organic waste breakdown in landfills is the third largest source of gases production in the state. The requirements of SB 1383 were initially meant to be enacted and enforceable by January 1, 2022.

Due to the majority of jurisdictions having not met the requirements of SB 1383, an extension was processed and jurisdictions now have until January 1, 2023, to enact these requirements before being in non-compliance and subject to fees and other penalties. Grant monies are available to assist with compliance.

Discussion: On the February 16, 2022, City Council meeting, Council approved a resolution regarding the Notice of Intent to Comply with SB 1383 (Attachment 1). CalRecycle accepted our Notice of Intent to Comply but also informed Staff of the need of a resolution to authorize the City Manager to be able to submit grant applications on behalf of the City. This resolution is meant to grant that authorization. (Attachment 2)

Recommended Action: Adopt a resolution authorizing the submittal of application(s) for all CalRecycle for which the City is eligible.

BUDGET AMENDMENT REQUIRED: N/A
CURRENT BUDGET AMOUNT: N/A
PROPOSED BUDGET AMOUNT: N/A
FINANCING SOURCE: N/A
PREVIOUS CONTRACT/PURCHASE ORDER NO.: N/A
COORDINATED WITH: N/A

ATTACHMENT 1

RESOLUTION NO. 2022-XX

RESOLUTION OF THE CITY OF UKIAH AUTHORIZING SUBMITTAL OF APPLICATION(S) FOR

ALL CALRECYCLE GRANTS FOR WHICH THE CITY IS ELIGIBLE
WHEREAS, Public Resources Code sections 48000 et seq. authorize the Department of Resources Recycling and Recovery (CalRecycle) to administer various grant programs (grants) in furtherance of the State of California’s (state) efforts to reduce, recycle and reuse solid waste generated in the state thereby preserving landfill capacity and protecting public health and safety and the environment; and
WHEREAS, in furtherance of this authority CalRecycle is required to establish procedures governing the application, awarding, and management of the grants; and WHEREAS, CalRecycle grant application procedures require, among other things, an applicant’s governing body to declare by resolution certain authorizations related to the administration of CalRecycle grants.

NOW, THEREFORE, BE IT RESOLVED that:

1. The City Council of the City of Ukiah authorizes the submittal of application(s) to CalRecycle all grants for which the City is eligible.

2. The City Manager, or his designee is hereby authorized and empowered to execute in the name of the City all grant documents, including but not limited to, applications, agreements, amendments and requests for payment, necessary to secure grant funds and implement the approved grant project.

3. These authorizations are effective for five (5) years from the date of adoption of this resolution.

PASSED, ADOPTED and APPROVED this __ day of _______, 2022 by the following vote on roll call vote:

AYES:

NOES:

ABSTAIN:

ABSENT:
_______________________________
Jim O. Brown, Mayor
ATTEST:
_______________________________
Kristine Lawler, City Clerk
ATTACHMENT 2

Agenda Item No: 7.k.

MEETING DATE/TIME: 4/6/2022
ITEM NO: 2022-1529

AGENDA SUMMARY REPORT
SUBJECT: Notification of Purchase of new Pump and Motor as Part of Purchase Order #47600 Issued to Bartley Pump PM, LLC for the Teardown, Inspection, and Rehabilitation of Well #8, and Approval of Corresponding Budget Amendment in the Amount of $135,618.07 Using the Water Reserve Funds.

DEPARTMENT: Water Resources PREPARED BY: Seth Strader, Administrative Analyst PRESENTER: Sean White, Water Resources Director.

ATTACHMENTS:

1. Purchase Order 00047600
Summary: Council will receive notification of additional expense to Purchase Order #47600 issued to Bartley Pump PM, LLC for the purchase of a new pump and as part of the teardown, inspection, and rehabilitation of Well #8 in the amount of $135,618.07.

Background: As previously reported to Council on January 19, 2022, Well #8 was designed and constructed to produce approximately 1,100 gallons per minute (gpm). However, Well #8 has never performed to anticipated levels since its construction in 2008. Actual production has ranged from 370-500 gpm. As a result, the pump, motor, and Variable Frequency Drive (VFD) have never operated correctly. This mismatch has been the source of premature pump and motor failure in the past.

PO #47600 was originally made to rehabilitate the well and once the well casing was repaired, a new motor and pump would be installed to match post- rehabilitation test results. This will ensure maximum equipment service life as well as increase energy efficiency.

Discussion: Well #8 was redeveloped in mid-January and pumptested on January 29th. Well tests confirmed that Well #8 was in need of redevelopment. Output of Well #8 doubled, with a final test capacity of 850 gpm.

The additional testing and material purchases to rehabilitate the well cost $134,677.06, bringing the Purchase Order total to $163,366.76 (Attachment 1).

Staff is requesting a budget amendment in the amount of $135,618.07. These funds would be used in addition to existing funds to pay for the additional expense of PO #47600 and replenish the Water Operation and Maintenance Fund, which is used for small day-to-day repairs and is now depleted as a result of this and other emergency repairs. Water Resource Reserve Funds will be used to restore this account.

Recommended Action: Receive notification of the additional expense of the purchase of a new pump and motor as part of Purchase Order #47600 issued to Bartley Pump PM, LLC for the teardown, inspection, and rehabilitation of Well #8, and approve corresponding budget amendment in the amount of $135,618.07 using the Water Reserve Funds.

BUDGET AMENDMENT REQUIRED: YES
CURRENT BUDGET AMOUNT: 82027111.56120: -$105,618.07
PROPOSED BUDGET AMOUNT: 82027111.56120: $30,000.00
FINANCING SOURCE: Water Reserve Funds
PREVIOUS CONTRACT/PURCHASE ORDER NO.: 47600

COORDINATED WITH: Sean White, Director of Water & Sewer and Michelle Waganet, WTP Supervisor

Purchase Order
Purchase
Order #

THIS NUMBER MUST APPEAR ON ALL INVOICES,
PACKAGES AND SHIPPING PAPERS.

Fiscal Year Page of
Delivery must be made within
doors of specified destination.

RECEIVING COPY PO Total
B
I
L
L
T
O
V
E
N
D
O
R
S
H
I
P
T
O
Vendor Phone Number Vendor Fax Number Buyer Date Ordered Date Required Item# Description/Part No. Qty UOM Unit Price Extended Price

CITY OF UKIAH
ATTN: ACCOUNTS PAYABLE
300 SEMINARY AVENUE
UKIAH, CA 95482
Delivery Reference Freight Method/Terms Department/Location Sales Tax Rate 2022 1 1
47600-05

BARTLEY PUMP PM, LLC
4000 S MOORLAND AVE
SANTA ROSA CA 95407

CITY OF UKIAH - WTP
935 RIVER ROAD
UKIAH CA 95482
707-584-9191 Mary Horger 12/02/2021
N30/FOB UKAIAH WATER PRODUCTION 7.880
$163,366.76
1 PULL PUMP OUT OF WELL #8 AND RUN WELL VIDEO 9460.0 DOLL $1.000 $9,460.00

TO SEE THE INTEGRITY OF THE CASING AND
SCREEN. FURTHER RECOMMENDATIONS TO
FOLLOW.
820.50.00.27.271.2711.27111.56120. $9,460.00
2 LABOR TO PRE-BRUSH WELL, THEN PERFORM AN 19229.7 DOLL $1.000 $19,229.70

AIRSHOCK TO GET PERFORATIONS OPENED AND

CLEANED, THEN SWAB THE SCREENED AREA AND

BAIL BOTTOM CLEAN, AND PERFORM A POST
VIDEO, PER QUOTE DATED 12/27/2021.
820.50.00.27.271.2711.27111.56120. $19,229.70
3 INSTALL A TEST PUMP, TEST WELL, AND REMOVE 25223.8 DOLL $1.000 $25,223.75 TEST PUMP PER ESTIMATE DATED 12/23/21.
820.50.00.27.271.2711.27111.56120. $25,223.75
4 PUMP AND MOTOR REPLACEMENT - REUSING OLD 109453.3 DOLL $1.000 $109,453.31 DISCHARGE HEAD - PER QUOTE DATED 2/26/22
820.50.00.27.271.2711.27111.56120. $109,453.31
REF REQ E38897
AS PER QUOTE DATED 12/1/21

SUBJECT TO PREVAILING WAGE ADDENDUM,
ATTACHED.

MH 1/3/2022: ADDED LINE 2. WILL GO TO COUNCIL
TO REPORT.

MH 2/16/22: REF REQ E39155 - AS PER QUOTE
RECEIVED 1/24/22 (QUOTE DATED 12/23/21) ... ADDED $25,223.75 TO INSTALL A TEST PUMP, TEST WELL AND REMOVE TEST PUMP.

MH 3/2/2022: ADDED LINE 4.

ATTACHMENT 1

Agenda Item No: 7.l.

MEETING DATE/TIME: 4/6/2022
ITEM NO: 2022-1533

AGENDA SUMMARY REPORT
SUBJECT: Award the Purchase of a Vactor 2100i Truck Mounted Vacuum System in the amount of $542,462.07 from Owen Equipment, and Approve Corresponding Budget Amendment.

DEPARTMENT: Public Works PREPARED BY: Seth Strader, Administrative Analyst PRESENTER: Tim Eriksen, Director of Public Works/City
Engineer
ATTACHMENTS:

1. Vehicle Justification Form

2. City of Ukiah- Vactor 2100i
Summary: Council will consider approving the purchase of a Vactor 2100i Truck Mounted Vaccum System from Owen Equipment in the amount of $542,462.07, and approve a corresponding budget amendment.

Background: The Public Works 5-year capital improvement plan (CIP) has a vactor truck budgeted for FY 22/23. The purchase of the item was originally planned for FY 21/22, however, was delayed due to the Covid19 Pandemic.

Staff recently discovered that supply chain delays have increased the lead time significantly for vehicles. This truck currently has a lead time of 9-12 months, but it is anticipated to increase to over two years if the order is not placed soon.

Discussion: In developing the specifications, Staff analyzed the need for this equipment and specified a Vactor-branded unit based on reliability and parts availability and local service. This equipment will primarily be used for water and sewer maintenance activities. Some of these tasks include cleaning sewer mains, lift stations, recycled water ponds, and repairing water main breaks. The Electric Utility Department will also use the equipment for potholing, removing utility poles, and other maintenance work and will be assisting the Water Resources Department with the purchase.

Attachment 1 is the Vehicle Justification Form; provided as Attachment 2 is the proposal from Owen Equipment. The pricing is based on the competitively solicited Sourcewell Cooperative Purchasing Program, Contract Number 101221-VTR. Municipal Code Section 1522 allows for the City to participate in cooperative agreements like this one. It is Staff’s recommendation for Council to approve the purchase of one Vactor 2100i Truck Mounted Sewer Cleaner from Owen Equipment in the amount of $542,462.07, and approve a corresponding budget amendment using Water, Sewer, and Electric Utility Reserve Funds. The shared cost of this amendment is meant to reflect the amount of use of the equipment.

Recommended Action: Award purchase of a Vactor 2100i Truck Mounted Vacuum System from Owen Equipment in the amount of $542,462.07, and approve corresponding budget amendment.

BUDGET AMENDMENT REQUIRED: Yes
CURRENT BUDGET AMOUNT: 84027221.80100.V2518: $0 82027114.80100 $0 80026400.80100.V2518: $0 PROPOSED BUDGET AMOUNT: 84027221.80100.V2518: $244,107.93 82027114.80100 $244,107.93 80026400.80100.V2518: $54,246.21
FINANCING SOURCE: Water, Sewer and Electric Reserve Funds

PREVIOUS CONTRACT/PURCHASE ORDER NO.: N/A
COORDINATED WITH: Tim Eriksen, Director of Public Works, Cindy Sauers, Electric Utility Director and Dave Kirch, Fleet Maintenance Supervisor

ESTIMATED COST: $550,000

FLEET MAINTENANCE SUPERVISOR

SIGNATURE DATE
EST. MILEAGE/HOURS PER YEAR
Unknown
$78,500.00
ALTERNATE SOLUTIONS EXPLORED: See below
OTHER INDIRECT BENEFITS: N/A
COST/BENEFIT ANALYSIS: N/A
JUSTIFICATION/USE/NEED: This equipment is used daily by the Water/Sewer Operations Division to clean sewer mains, repairs water main breaks, pothole existing utilities, work at the Wastewater Treatment Plant, clean lift stations and Recycled Water ponds in addition to assisting with Electric Utility work.

PROPOSED EQUIPMENT SPECIFICATIONS (ATTACH ADDITIONAL DOCUMENTATION IF NECESSARY): 2023 Vactor Positive Displacement (PD)

MAINTENANCE COSTS TO DATE

PROPOSED BUDGETED AMOUNT FOR

EACH DEPT/DIV

ESTIMATED LIFE IN ESTIMATED SALVAGE/RESALE VALUE

MILEAGE/HOURS
CITY EQUIPMENT # YEAR

ORIGINAL PURCHASE PRICE
2515
MODEL

CURRENT MILEAGE/HOURS
82027114.80100 $225,000.00
84027221.80100
Water Operations V2518

ESTIMATED OUT-OF-SERVICE TIME PARTS AVAILABLE
ADDITIONAL NEEDED REPAIRS ESTIMATE (IF APPLICABLE) MEET CARB STANDARDS? 5000 hours
REVIEWED & APPROVED BY:

Water Resources

DEPARTMENT(S)

PROPOSED VEHICLE OR HEAVY EQUIPMENT
3500 hours
No
CURRENT CONDITION: Fair
Unknown
Water Resources Sewer Operations V2518
Vehicle & Heavy Equipment Request & Justification

DIVISION(S)

PROJECT
CODE
ITEM: Vactor
SUBMITTED BY: Dave Kirch
600 hours Yes
FOR FISCAL YEAR: 2020/2021
2010 Vac-Con

EXISTING VEHICLE OR EQUIPMENT REQUESTING TO BE REPLACED

ORG & OBJECT ACCOUNT CODE

DEPARTMENT HEAD
ADDITIONAL COMMENTS: The prosposed equipment is a Positive Displacement (PD) Unit where the current one is a Fan Unit. The PD unit allows for the ability of the Vacuum unit to reach much farther below grade when Hydro-Excavating Varies
ASSET USEFUL LIFE: 10 years
1HTWDAAR4AJ287178
VIN/SERIAL #
$225,000.00
NEW REQUEST OR REPLACEMENT OF EXISTING?: Replacement of Existing ATTACHMENT 1

Russ Knight
Tel: 707-290-9093
Quote Number: 2022-46330 1 of 7
Presents a Proposal Summary
of the
2100i
Combination Single Engine Sewer Cleaner with Positive Displacement Vacuum System Mounted on a Heavy Duty Truck Chassis
for
City of Ukiah
1320 Airport Rd.

Ukiah, Ca. 95482
ATTACHMENT 2

Quote Number: 2022-46330 2 of 7

PRODUCT DESCRIPTION
· 2100i with Roots 824-18" Hg. Blower, 10 Yard Debris body, 1000 Gallons of Fresh Water

STANDARD FEATURES
· Aluminum Fenders
· Mud Flaps
· Electric/Hydraulic Four Way Boom
· Color Coded Sealed Electrical System
· Intuitouch Electronic Package
· Double Acting Dump Hoist Cylinder
· Handgun Assembly w/35' x 1/2" Hose w/Quick Disconnects · 3" Y-Strainer at Water Pump Inlet
· Ex-Ten Steel Cylindrical Debris Tank
· Flexible Hose Guide
· (3) Nozzles with Carbide Inserts w/Rack
· Vacuum Tube Storage: Rear Door (2) Pipe
· 3/4:” Nozzle Pipe
· Flat Rear Door w/Hydraulic Locks
· Dual Stainless Steel Float Shut Off
· Debris Body Vacuum Relief System
· Debris Deflector Plate
· 48" Dump Height
· Additional Water Tank Sight Guage
· Liquid Float Level Indicator
· Boom Transport Post Storage
· Boom Out of Position Indicator/Alarm
· Body Out of Position Indicator/Alarm
· 3" Y-Strainer @ Water Pump
· Performance Package
· 1" Water Relief Valve
· Microstrainer Prior to Blower
· Midship Handgun Coupling
· Side Mounted Water Pump
· Hose Wind Guide (Dual Roller)
· Hose Reel Manual Hyd. Extend/Retract
· Hose Reel Chain Cover (Full)
· Hydraulic Extending 15", Rotating Hose Reel, 3/4" x 1000' Capacity · Tachometer & Hourmeter/Blower
· Circuit Breakers
· LED Lights. Clearance, Back-Up, Stop, Tail & Turn
· Tow Hooks, Front and Rear
· Electronic Back-Up Alarm
· Hydraulic Tank Shutoff Valves
· Module Paint, Dupont Imron Elite - Sanded Primer Base · 8" Vacuum Pipe Package
· Emergency Flare Kit
· Fire Extinguisher 5 Lbs.
· Low Water Alarm with Water Pump Flow Indicator
· Joystick Boom Control
· Rodder System Accumulator- Jack Hammer on/off control w/ manual valve · Digital Hose Footage Counter
· Water Pump Hour Meter
· PTO Hour Meter
· Hydraulic Oil Temp Alarm
· Digital Water Pressure Gauge

Quote Number: 2022-46330 3 of 7
· Vactor Standard Manual and USB Version - 1 + Dealer

ADDITIONAL FEATURES
· 48" x 22" x 24" Curb Side Aluminum Toolbox with Lighting · 25' Leader Hose (in lieu of standard)
· Roots 824-18" Hg. Blower
· 180 Degree Rotation, 10 Ft. Hydraulic Telescoping Boom, Front Loading 8" Suction Hose · Telescopic Boom Elbow, Hard Hat Style
· 60 GPM Variable Flow Water System
· 3000 PSI Water Pressure
· Hydraulic Cooling Package
· 3/4'” x 1000' Piranha Sewer Hose, 3000 PSI
· Debris Body Washout
· 6" Knife Valve w/Cam-Loc, Rear Door, 3:00 Position
· 6" Rear Door Knife Valve w/Camloc w/Port, 6:00 position · Full Rear Door Swinging Screen
· Centrifugal Separators (Cyclones)
· Folding Pipe Rack, Curbside, 8" Pipe
· Folding Pipe Rack, Streetside, 8" Pipe
· Rear Door Pipe Rack Removed
· Rear Door Splash Shield
· Lube Manifold
· Plastic Lube Chart
· Final Filter and Silencer Ball Valve Drains
· Laval Water Separator at Fill
· Bellypack Wireless Controls with hose reel controls, 2-way communications, and LCD Display · Handgun Couplers, Front and Rear
· Hydro Excavation Kit - Includes Lances w/ Shield, Nozzles, Storage Tray, and Vacuum Tube · Hose Wind Guide (Dual Roller), Auto, Hydraulically Indexing with Pinch Roller · Rodder Hose Pinch Roller
· Hose Reel Manual Rewind Tool
· High Pressure Hose Reel
· Rodder Pump Drain Valves
· Rear Directional Control, LED Arrowstick
· Wireless, Waterproof, Rechargable, Handheld, LED Spot Light w/12V Charger · 6 Lighting Package, 6 Federal Signal Strobe Lights, LED · LED Mid-Ship Turn Signals
· Worklights (2), LED,Boom—Wheelen Pioneer(Per Ukiah Spec) · Worklights (2), LED, Rear Door—Wheelen Pioneer(Per Ukiah Spec) · Worklight, LED, Operators Station—Wheelen Pioneer(Per Ukiah Spec) · Worklight, LED, Hose Reel Manhole—Wheelen Pioneer(Per Ukiah Spec) · Worklight, LED, Curb Side—Wheelen Pioneer(Per Ukiah Spec) · Worklight, LED, Street Side—Wheelen Pioneer(Per Ukiah Spec) · 2 x Mirror Mounted Strobe Lights
· Toolbox, Front Bumper Mounted, 16 x 12 x 18 w/(2) LED Side Markers · Behind Cab Toolbox with Lighting
· Toolbox, Driver Side Subframe, 18w x 24h x 24d, with Lighting · (4) Long Handle Tool Storage Locations Behind Cab
· Camera System, Front and Rear
· Safety Cone Storage Rack - Post Style
· Digital Water Level Indicator
· Digital Debris Body Level Indicator
· Vactor Standard Manual and USB Version - 1
· Factory Inspection Pre-Delivery Trip

Quote Number: 2022-46330 4 of 7
Sourcewell price for Vactor 2100i…………..………………………………………………………..$498,243.00 Tax @ 8.875%........................................................................................................................................$44,219.07 Total Price FOB Ukiah, Ca………..………………………………………………………….........…$542,462.07 Registration and training included

THE PROPERTY HEREIN IS GUARANTEED BY MANUFACTURER'S WARRANTY ONLY AND SELLER MAKES NO WARRANTY EXPRESSED

OR IMPLIED, OF MERCHANTABILITY OR OTHERWISE, OR OF FITNESS FOR ANY PARTICULAR PURPOSE, THAT EXTENDS BEYOND THE ABOVE DESCRIPTION OF THE EQUIPMENT.

NOTE: Price is good until June 14, 2022. Cost increases due to the addition of Government mandated safety or environmental devices incurred after the date of this proposal, will be charged to you at our cost. Proof of such costs, if any, will be documented.

TAXES: SALES TAX applicable at time of delivery will be shown on our invoice. FEDERAL EXCISE TAXES, if applicable, will require payment unless a properly executed Exemption Certificate is submitted.

DELIVERY: 240-265 days TERMS: Net 10 or Approved Lease
Let me know if you need any additional information. I can provide you with a bid spec if you need it. I would welcome the opportunity to set up a demo to show you guys just how easy it is to use our unit. If you have any questions, please give me a call at (707) 481-9849.

Sincerely,
Kelly McGrath
Kelly McGrath
Territory Account Manager

QuoteNumber:2022-46330 5 of 7

LIMITED WARRANTY
Limited Warranty. Each machine manufactured by VACTOR MANUFACTURING (or, "the Company") is warranted against defects in material and workmanship for a period of 12 months, provided the machine is used in a normal and reasonable manner and in accordance with all operating, maintenance and safety instructions. In addition, certain machines and components of certain machines have extended warranties as set forth below. If sold to an end user, the applicable warranty period commences from the date of delivery to the end user. If used for rental purposes, the applicable warranty period commences from the date the machine is first made available for rental by the Company or its representative. This limited warranty may be enforced by any subsequent transferee during the warranty period. This limited warranty is the sole and exclusive warranty given by the Company.

STANDARD EXTENDED WARRANTIES (Total Warranty Duration)
2100 Series, HXX Series and Jetters 10 years against water tank leakage due to corrosion. Nonmetallic water tanks are covered for 5 yrs. against any factory defect in material or workmanship. 2100 Series, HXX Series and Guzzler only 5 years against leakage of debris tank, centrifugal compressor or housing due to rust-through.
2100 Series and Jetters 2 years - Vactor Rodder Pump
Exclusive Remedy. Should any warranted product fail during the warranty period, the Company will cause to be repaired or replaced, as the Company may elect, any part or parts of such machine that the Company's examination discloses to be defective in material or factory workmanship. Repairs or replacements are to be made at the selling Company's authorized dealer's or distributor's location or at other locations approved by the Company. In lieu of repair or replacement, the Company may elect, at its sole discretion, to refund the purchase price of any product deemed defective. The foregoing remedies shall be the sole and exclusive remedies of any party making a valid warranty claim.

This Limited Warranty shall not apply to (and the Company shall not be responsible for):

1. Major components or trade accessories that have a separate warranty from their original manufacturer, such as, but not limited to, trucks and truck chassis, engines, hydraulic pumps and motors, tires and batteries.

2. Normal adjustments and maintenance services.

3. Normal wear parts such as, but not limited to, oils, fluids, vacuum hose, light bulbs, fuses and gaskets.

4. Failures resulting from the machine being operated in a manner or for a purpose not recommended or not in accordance with operating, maintenance or safety instructions provided by the Company.

5. Repairs, modifications or alterations without the express written consent of the Company, which in the Company's sole judgment, have adversely affected the machine's stability, operation or reliability as originally designed and manufactured.

6. Items subject to misuse, negligence, accident or improper maintenance. *NOTE* The use in the product of any part other than parts approved by the Company may invalidate this warranty. The Company reserves the right to determine, in its sole discretion, if the use of non-approved parts operates to invalidate the warranty. Nothing contained in this warranty shall make the Company liable for loss, injury, or damage of any kind to any person or entity resulting from any defect or failure in the machine.

THIS WARRANTY SHALL BE IN LIEU OF ALL OTHER WARRANTIES, EXPRESS OR IMPLIED, AND TO THE EXTENT

PERMITTED, CONFERRED BY STATUTE, INCLUDING WITHOUT LIMITATION, ANY IMPLIED WARRANTIES OF

MERCHANTABILITY, OR FITNESS FOR A PARTICULAR PURPOSE, OR ANY WARRANTY AGAINST FAILURE OF ITS ESSTENTIAL PURPOSE, ALL OF WHICH ARE DISCLAIMED.

This warranty is in lieu of all other obligations or liabilities, contractual and otherwise, on the part of the Company. For the avoidance of doubt, the Company shall not be liable for any indirect, special, incidental or consequential damages, including, but not limited to, loss of use or lost profits. The Company makes no representation that the machine has the capacity to perform any functions other than as contained in the Company's written literature, catalogs or specifications accompanying delivery of the machine. No person or affiliated company representative is authorized to alter the terms of this warranty, to give any other warranties or to assume any other liability on behalf of the Company in connection with the sale, servicing or repair of any machine manufactured by the Company. Any legal action based hereon must be commenced within eighteen (18) months of the event or facts giving rise to such action.

The Company reserves the right to make design changes or improvements in its products without imposing any obligation upon itself to change or improve previously manufactured products.

VACTOR MANUFACTURING
1621 S. Illinois Street
Streator, IL 61364

TERMS AND CONDITIONS
Quote Number:2022-46330 6 of 7
ORDERS: All orders are subject to acceptance by Vactor
Manufacturing, Inc. or Guzzler Manufacturing, Inc. (hereafter referred to as Vactor). Orders for products not normally carried in stock or requiring special engineering or manufacturing is in every case subject to approval by Vactor's Management.

PRICES: All orders are subject to current prices in effect at the time of order acknowledgement.

F.O.B. Point: Unless otherwise stated, all prices listed are F.O.B. factory.

PAYMENT TERMS: The company's payment terms are due
upon receipt, unless otherwise stated. However, until such time as Vactor receives full payment, Vactor shall maintain a purchase money security interest in the product.

CANCELLATION: Orders cannot be cancelled except upon
terms that will compensate Vactor for any loss or damage sustained. Such loss will be a minimum of 10% of the purchase price.

SHIPMENT: All proposals are based on continuous and
uninterrupted delivery of the order upon completion, unless specifications distinctly state otherwise. In the event that agreement is reached for Vactor to store completed items, they will be immediately invoiced to the customer and become due and payable. Storage shall be at the risk of the customer and Vactor shall be liable only for ordinary care of the property.

STORAGE CHARGES: Vactor shall charge the customer at
current rates for handling and storing customer's property (e.g. truck chassis) held for more than thirty (30) days after notification of availability for shipment. All customer's property, or third party's property, that is stored by Vactor is at the customer's or other party's risk. Vactor is not liable for any loss or damage thereto caused by fire, water, corrosion, theft, negligence, or any caused beyond its reasonable control.

PERFORMANCE: Vactor shall not be liable for failure to
complete the contract in accordance with its terms if failure is due to wars, strikes, fires, floods, accidents, delays in transportation or other causes beyond its reasonable control.

EXPERIMENTAL WORK: Work performed at customer's
request such as sketches, drawings, design, testing, fabrication and materials shall be charged at current rates.

SKETCHES, ENGINEERING DRAWINGS, MODELS and
all preparatory work created or furnished by Vactor, shall remain its exclusive property; and no use of same shall be made nor may ideas obtained therefrom be used except with the consent of and on terms acceptable to Vactor.

TAXES: Buyer's final cost shall include all applicable sales and use taxes, including all sales and use taxes attributable to any changes made to Buyer's initial order placed hereunder or to any changes to applicable sales and use tax laws. However, Vactor Manufacturing, Inc. shall be responsible for Federal Excise Tax (F.E.T.) unless it is separately stated on the invoice and added to the selling price. If F.E.T. is not separately stated on the invoice it has not been included in the price and Vactor will pay any F.E.T. due itself and bear the cost of the tax. Any refunds or adjustments to the F.E.T. in such cases belong to Vactor.

PRODUCT IMPROVEMENTS: Vactor reserves the right to
change manufacturing specifications and procedure in
accordance with its product improvement policy.

MOUNTING PRICES: Mounting prices assume normally
factory installation on a truck chassis suitable for the unit purchased. Relocation of batteries, fuel tanks, mufflers, air tanks, etc. will be an additional charge, billed at the standard factory labor rate.

WARRANTY: Vactor warrants its products to be free from
defects in material and workmanship for a period of 12 months, subject to the limitations and conditions set forth in its current published warranty. Other than those expressly stated
herein. THERE ARE NOT OTHER WARRANTIES OF ANY

KIND EXPRESS OR IMPLIED, AND SPECIFICALLY

EXCLUDED BUT NOT BY WAY OF LIMITATION, ARE

THE IMPLIED WARRANTIES OF FITNESS FOR A
PARTICULAR PURPOSE AND MECHANTABILITY.

IT IS UNDERSTOOD AND AGREED THE VACTOR'S

LIABILITY WHETHER IN CONTRACT, IN TORT,

UNDER ANY WARRANTY IN NEGLIGENCE OR

OTHERWISE SHALL NOT EXCEED THE RETURN OF

THE AMOUNT OF THE PURCHASE PRICE PAID BY

THE PURCHASER AND UNDER NO CIRCUMSTANCES

SHALL VACTOR BE LIABLE FOR SPECIAL,

INDIRECT, INCIDENTAL OR CONSEQUENTIAL
DAMAGES. THE PRICES STATED FOR THE

EQUIPMENT IS A CONSIDERATION IN LIMITING
VACTOR'S LIABILITY. NO ACTION REGARDLESS

OF FORM, ARISING OUT OF THE TRANSACTION OF

THE AGREEMENT MAY BE BROUGHT BY

PURCHASER MORE THAN ONE YEAR AFTER THE
CAUSE OF ACTION HAS OCCURRED.

VACTOR'S MAXIMUM LIABILITY SHALL NOT

EXCEED AND BUYER'S REMEDY IS LIMITED TO

EITHER (I) REPAIR OR REPLACEMENT OF THE

DEFECTIVE PART OF PRODUCT, OR AT VACTOR'S

OPTION (II) RETURN OF THE PRODUCT AND

REFUND OF THE PURCHASE PRICE AND SUCH

REMEDY SHALL BE BUYER'S ENTIRE AND
EXCLUSIVE REMEDY.

TERMS AND CONDITIONS
Quote Number:2022-46330 7 of 7
CHOICE OF LAW: These terms and conditions shall be
construed according to the laws of the State of Illinois. Failure at anytime by Vactor to exercise any right of its rights under this agreement shall not constitute a waiver-thereof nor prejudice Vactor's right to enforce it thereafter.

COMPLETE AGREEMENT: These terms and conditions,
contain the complete and final agreement between the parties hereto and no other agreement in any way modifying any of these terms and conditions will be binding on Vactor unless in writing and agreed to by an authorized representative of Vactor. All proposed terms included in Buyer's purchase order or other standard contracting documents are expressly rejected.

I agree with the above terms and conditions:
___________________________
Date: ______________

Agenda Item No: 7.m.

MEETING DATE/TIME: 4/6/2022
ITEM NO: 2022-1534

AGENDA SUMMARY REPORT
SUBJECT: Contract with HdL Companies for Tax and Fee Administration Services for Transient Occupancy, and Approve Corresponding Budget Amendment.

DEPARTMENT: Finance PREPARED BY: Ginny Michel, Assistant Finance Director PRESENTER: Ginny Feth-Michel, Assistant Finance Director ATTACHMENTS:

1. 20220330 Revised Ukiah HdL TOT Proposal

2. Cost Analysis
Summary: Council will consider authorizing the City Manager to negotiate and execute a three-year contract with HdL Companies (“HdL”) for audit and financial management assistance of the City's Transient Occupancy Tax, and approve a corresponding budget amendment.

Background: In November 2006, the voters of the City of Ukiah passed Measure X, which raised the Transient Occupancy Tax (TOT) in the City from 8% to 10%. City Council Resolution No. 2006-68 ("Resolution"), as amended August 28, 2006, specified that for the first two years after the increase went into effect, 75% of the additional revenue produced by the tax increase would be spent on promotion of the City of Ukiah and its tourist industry, and 50% thereafter. The Resolution provides that the revenues expended for promotion of the City of Ukiah and its tourist industry shall be administered by the Greater Ukiah Chamber of Commerce, subject to an annual performance agreement with the City of Ukiah.

Below is a historical summary of TOT collections.

The Finance Department conducted an internal review of the processes in place for administrating Transient Occupancy Tax (“TOT”) and concluded that exploring external options for TOT administration may improve the efficiency and effectiveness of the TOT monitoring and collection process. The most effective option for

outside administration was presented by HdL Companies. HdL currently provides sales tax monitoring and audit services to the City, and is well experienced and qualified to provide TOT services.

Discussion: Given the importance of TOT revenues to City operations, and the known presence of a large number of short-term rentals within the city limits, the Finance Department performed an evaluation of the process for communicating, tracking, collecting and monitoring TOT revenues. The City is currently administering Transient Occupancy Tax (“TOT”) internally with one staff member and oversight by a Financial Service Manager. Timely receipt of monthly TOT returns, tracking of payments, late fees and limited data monitoring is accomplished using an excel spreadsheet. Those required to file TOT returns have access to limited information on the City’s website; a non-fillable form is available for download from the City's website.

As the Finance department becomes aware of new lodging establishments, a Staff member contacts the establishment and provides forms and answers any questions. For example, when the new Holiday Inn Express & Suites opened in January of 2022, a finance Staff member contacted the hotel and provided them with the City’s TOT form and related information.

Many large cities have internal audit departments that would be charged with auditing TOT compliance.

Smaller municipalities generally contract for these services. The Department for several years planned to conduct a TOT audit, programming it in the budget regularly. The appropriation was not used, and it has not been re-appropriated since FY 2020. The pandemic effects on the city's hotels gave Staff pause to push an audit forward; however, as the economy improves and travel begins to return to normal, now is the time to reengage. Further, the prevalence of short-term rentals in the city necessitates a closer look to ensure TOT is being collected and remitted to the City appropriately.

On December 8, 2021, a Proposal was obtained from HdL. An evaluation team consisting of the City's Finance Controller, Assistant Finance Director, and the Finance Director reviewed the response, and asked a series of questions to HdL, to ensure a good fit for the City and the businesses required to comply with TOT requirements. The evaluation team concluded that HdL's services, including on-line filing, payment processing, education, compliance monitoring, auditing, and short term rental identification will meet the needs of the City, provide excellent potential to increase TOT collections and provide an easy to use business internet application for TOT return submission and payment of taxes and fees.

HdL Companies’ proposal is provided as Attachment 1, which proposes to provide the requested services in an amount of $850 per property per year plus 50% of all discovered revenue from short-term rentals up to $1,900 per year, whichever is higher for a period of three years. Attached as Attachment 2 is an estimate of current staffing costs and a comparison to the HdL proposal. Not included in the estimate is any additional TOT collected as a result of HdL audits and short-term rental identification. Those amounts would be subject to a case-by-case basis.

It is therefore Staff's recommendation to award a contract to HdL for TOT audit and financial management assistance services, authorize the City Manager to negotiate and execute the resulting agreement, and approve the corresponding budget amendment.

Recommended Action: Authorize the City Manager to negotiate and execute a three-year contract with HdL Companies for audit and financial assistance services of the City's Transient Occupancy Tax (TOT) revenue - including short term rental compliance, and authorize the corresponding budget amendment.

BUDGET AMENDMENT REQUIRED: Yes
CURRENT BUDGET AMOUNT: 10113400.52100: $0
PROPOSED BUDGET AMOUNT: 10113400.52100: $23,000
FINANCING SOURCE: General fund current revenues
PREVIOUS CONTRACT/PURCHASE ORDER NO.: N/A
COORDINATED WITH: Daniel Buffalo, Finance Director; Mary Horger, Financial Services Manager; and Olga Keough, Controller

City of
Ukiah, CA
Tax & Fee Administration Services
March 30, 2022

SUBMITTED BY
HdL Companies
120 S. State College Blvd., Suite 200
Brea, CA 92821
hdlcompanies.com

CONTACT
Connor Duckworth
T: 714-879-5000
E: [email protected]

Dear Mary,
Thank you for the opportunity to present this proposal for HdL’s Tax and Fee Administration Services. Please be advised that we maintain a busy implementation schedule throughout the year. Your position in the implementation schedule will be determined when a signed agreement is received.

This proposal is valid until: May 31, 2022.

Should you have any questions, please contact me at 888.861.0220 or by email at [email protected].

Tax and Fee Administration Services
Standard 3-year pricing
Service Compensation
Transient Occupancy Tax
Administration
$850.00/property/year + CPI Monthly
Filers
$750.00/property/year + CPI Quarterly
Filers
Short Term Rental
Compliance/Discovery
50% of all recovered revenue with a
minimum cost of $1,900.00 + CPI
One Year Pricing
Transient Occupancy Tax
Administration and Audit
$850.00/property/year + CPI Monthly
Filers
$750.00/property/year + CPI Quarterly
Filers
Note: One year pricing includes auditing of
only 1/3 of active hotels.

Short Term Rental
Compliance/Discovery
$3,100.00/year + CPI
General Scope of Work
HdL offers robust solutions for managing compliance of municipal Business License Taxes and its related functions. HdL is ever mindful of the important role that customer service plays in the successful implementation of a compliance and revenue collection program. Therefore, HdL will make every effort to ensure that all communications with the City’s business community is kept at a professional level maintaining a careful balance between compliance, revenue collection, tactfulness, sensitivity and taxpayer education.

Transient Occupancy Tax Administration Services
HdL’s transient occupancy tax administration service goes beyond scheduled cyclical audits, providing compliance monitoring of each return as it is filed while unburdening the City from the day-to-day administration of the TOT revenue program. Continual monitoring of returns is the optimal way to increase compliance while maintaining positive relations with the City’s lodging providers.

The program is education focused, ensuring that lodging providers are clear on reporting requirements and methodology. HdL’s tax administration professionals are available as needed to support both the City’s team and the City’s lodging providers. The City is kept up to date, with 24x7 online access to HdL’s client portal containing real time access to registration and filing data, and management reporting. HdL’s TOT administration service incorporates all of the following:

Tax Registration Database Management – HdL will transfer the City’s existing databases as they relate to TOT into HdL’s internal administration tools. HdL will maintain the data, software, online filing portal for lodging providers, and online client portal for the City.

Return Processing – HdL will process TOT filings within 5 days of submission. Accounts will receive all applicable forms necessary to complete the renewal process.

New Account Processing – HdL will process any new TOT registrations for Lodging Establishments that change hand or newly offered properties.

Payment Posting / Processing – HdL will process all payments made for new and existing lodging providers. Accounts will be updated with payment information and revenues will be remitted to the City net HdL’s fees on no less than a monthly basis.

On-Line Filing & Payment Processing – With input from the City, HdL crafts a customized website and domain for the City’s taxpayers to submit online forms, returns, and payments along with other customer support related items.

Compliance Monitoring & Lodging Provider Audits – HdL will ensure accurate filings of TOT returns by consistently monitoring returns and educating lodging providers on filing requirements. HdL will also provide cyclical compliance audits as mutually agreed to by the City and HdL, ensuring all providers are audited at least once every three years. The compliance audit process is described above in Option 1.

Reports – HdL’s TOT administration service includes a variety of standard reports demonstrating account activity and filing trends. During service implementation HdL will work with the City to identify reporting requirements and frequency/method of delivery and will supplement our standard service with custom reports as needed to meet the City’s requirements.

Progress Payments – HdL’s TOT administration service is billed monthly based on activity completed during the prior month. If standalone audits are conducted, they are billed only upon completion of the audit.

Customer Support Center – HdL will provide lodging providers with multiple support options for registering, filing returns, making payments and for general inquiries. A toll-free number will be provided to businesses in order to access one of our tax specialists. Lodging providers will also have access to support via e-mail, fax, and the online Business Support Center.

Annual Audit Plan – During implementation, HdL gathers all the historical data available from the City and leverages internal data sources and expertise to provide an analysis of all lodging providers, along with a recommended audit schedule. This allows HdL to work cooperatively with the City to identify the entities that require attention first. HdL works directly with the City to ensure consensus on the audit schedule for the program.

HdL’s Transient Occupancy Tax - Audit Only Service
HdL’s Transient Occupancy Tax Audit Service employs a business-friendly approach which educates hoteliers in transient occupancy tax regulations and filing procedures, ensures compliance, and maximizes agency revenues. The process incorporates the following:

Ordinance and Filing Procedure Review – Analysis of Transient Occupancy Tax ordinances and agency procedures are conducted to identify possible deficiencies or other administration related issues. Recommendations are made by the audit team for items such as to best practices, form design, and potential ordinance modifications to insure the most effective policies and controls.

Analysis Report – HdL’s audit team will obtain and conduct a review of the most recent 36 months of transient occupancy tax filings. In order to verify and augment the data, the audit team will compile a variety of supplemental information on each property, including number of rooms, occupancy rate, physical condition, and business dynamics. Data is then further scrutinized in order to identify unusual or suspicious reporting and/or other variables that indicate cause for further review. Information and findings are documented in the analysis report for review with the Agency.

Analysis Review – Upon completion of the analysis report, meetings are scheduled with the agency to review the results as well as identify and recommend lodging providers who require additional investigation or examination to determine their compliance with the Agency’s ordinance.

Audit Notification & Scheduling – Lodging providers selected by HdL and approved by the Agency for an audit are sent a letter and scheduled for a Compliance Analysis Audit. Every effort is made to promote a positive experience for the taxpayer. Lodging providers will be reminded of the documents required for the audit that were discussed in webinars and previous communications. Lodging providers are afforded the opportunity to schedule flexible appointment times by contacting the Business Support Center or visiting our online support center.

Compliance Analysis & Audit – The HdL audit team reviews the books and records of the lodging provider to determine compliance with transient occupancy tax regulations. HdL

validates taxable gross rents, exemptions, bank statements, daily/monthly summaries, and other relevant information for determining compliance. Supporting documentation for relevant items such as exemptions will also be documented for accuracy.

Audit & Compliance Report – Upon completion of the audit and analysis, and prior to additional actions, a compliance report is generated and reviewed with the Agency. The report indicates specific results of the reviews and recommended actions. Documentation will be included with the report to assist the Agency and HdL in determining next steps.

Deficiency and Commendation Notification – Upon final review with the Agency, lodging providers that are found to have deficiencies are notified of the findings as well as payment and appeal processes. Appointments are also scheduled to review the findings and educate taxpayers on proper filing procedures designed to prevent future errors and deficiencies.

Lodging providers found to be compliant are sent a commendation letter thanking them for their cooperation and compliance.

Invoicing & Collections – Lodging providers found to be underreporting are invoiced through the standard Agency approved collections process identical to the procedures approved for other Programs. Balances are collected and remitted along with supporting documentation to the Agency through approved remittance processes.

Short Term Rental – Compliance Only Service
The Short-Term Rental (STR) Program provided by HdL takes a unique approach in ensuring compliance and educating lodging providers, including short term rental hosts (STR Hosts), in transient occupancy tax regulations and filing procedures, regulatory permits and licensing, and other City specific goals and objectives. HdL’s program involves a modular, customer service centric approach, which reduces City administrative costs and provides the City with assurances of future compliance and reporting practices from the City’s short-term rental lodging industry.

Following identification, HdL conducts a targeted education and compliance campaign designed to inform STR Hosts of their obligations to file and remit taxes and other requisite licenses and permits as may be needed. Each lodging provider is provided a full overview of the requirements and how to best comply both in the present and the future. During the registration process, HdL offers a variety of support options to the community including online filing, file-by-phone, email, and registration via standard mail. HdL tax and license specialists are available throughout the process to provide support to the STR community and to assist in the registration process.

Education, Registration, and Compliance
Using the list of active STR listings, HdL conducts a series of City approved education-based programs ranging from mailers to direct phone contacts. Each packet contains all the information necessary to obtain registration and comply with local requirements. HdL assists STR hosts throughout the program with information and support with all aspects of becoming compliant. During this program, HdL will:

• Validate listing to ensure proper identification and filter out records that may lead to erroneous contacts.
• Notify non-compliant entities with a series of education-based packets designed to garner compliance.
• Provide a support center for assistance with general questions, support, and assistance with filing and paying returns.
• Provide online portal with links to FAQs, education packets, and support for registering, filing returns, and making payments online. • Follow up with non-compliant accounts to obtain registration • Work with City to identify additional requirements and ensure collection of data necessary to enforcement procedures.
• Establish optional implementation items such as amnesty programs, back tax and penalty provisions, and other pre-registration programs.

Attachment 2
City of Ukiah
TOT Audit Proposal
TOT Admin
Short Term
Rental
Compliance
Cost per Proposal # Properties
$850 per
property per
year/ 3 year
term; + CPI
50% of
discovered
revenue or
$1,900 per
year
14 10
Number of Establishments 24 20,400.00
Monthly
Time
Fully Load
Hourly Rate Annual Cost
Staff 1 20 47.42 11,380.80
Reconciliation to GL
Sr. Accountant 8 68.34 2,186.88
Controller 4 95.76 1,532.16
Total - Kathy and Olga 15,099.84
TOT Administration 20,400.00
Short Term Rental Compliance 1,900.00
Estimate of Staff Time to Convert Date
Estimated Revenue Increase:

Audit of Filed Returns
Added Short-Term Rental Revenue
Estimated on-going Staff Time after Conversion
Sr. Accountant 4 68.34 1,093.44
23,393.44
Total Added Costs - TOT Admin Services and ST Rental Compliance 8,293.60 Proposal Costs
Estimate of Staff TOT Time - In House Administration
Not Included in
Estimate
Estimate of Costs - Hdl Companies Administration

Agenda Item No: 7.n.

MEETING DATE/TIME: 4/6/2022
ITEM NO: 2022-1535

AGENDA SUMMARY REPORT
SUBJECT: Approve Contract Amendment 2 with Excergy/E Source in the Amount of $55,000 for Utility Billing Customer Information System Project Management Services, and Approve a Corresponding Budget Amendment.

DEPARTMENT: Finance PREPARED BY: Mary Horger, Financial Services Manager PRESENTER: Mary Horger, Financial Services Manager
ATTACHMENTS:

1. Original Contract #2021-089 -Excergy - Utility Billing CIS PM

2. Amendment 1

3. Amendment 2 - Contract #2021-089
Summary: Council will consider approving a contract amendment with Excergy/E Source in the amount of $55,000 for Utility Billing Customer Information System Project Management Services.

Background: In July 2020, Council awarded a contract to Excergy in the amount of $143,131 for Project Management Services for the selection of and implementation of a Utility Billing Customer Information System (CIS). This was necessary due to the intricacies of replacing a complex software billing system for multiple utilities, the lack of current internal resources, and to set the project up successfully.

In June of last year, Council approved Amendment 1 to the contract in the amount of $35,000, increasing the contract to $176,131. Please refer to Attachment 1 for a copy of the agreement, and Attachment 2 for a copy of Amendment 1.

Discussion: Since entering into the contract with Excergy/E Source, Staff has been very pleased with their work. Their expertise in the utility industry has proven to be a great resource as City Staff has navigated through the procurement process, and subsequent in-depth implementation process.

The implementation is going well. However, with the important tedious details of the process, and internal resource availability fluctuating as they attempt to handle both a hefty implementation process and continue their normal job functions, the timeline for this project is anticipated to further extend beyond the initial "go live" date of this coming June. E Source continues to play a big role in guiding both Staff and the software company through the process, and making sure that the critical points of the implementation are being done to insure that everything is ready and in order for when we go live.

In order to prepare for the possibility of the go live date extending, E Source has proposed to set an overall not to exceed value for Amendment 2 (please see Attachment 3) in the amount of $55,000, with a monthly-not to exceed value of $7,352. If Amendment 2 is approved, this would be retroactive to February of this year, and provide project management coverage until September. Should E Source spend less time in a particular month, they would only bill the actual time worked. Should the project end prior to September, then they would simply not bill for the succeeding months.

It should be noted that the original budget for the CIS software alone was $600,000. The software chosen (Milsoft) was purchased for an initial 5-year commitment, which includes software maintenance, at $273,520.

Add in the project management services, including Amendment 1, and proposed Amendment 2, the total cost

to date for the CIS project will be $504,651, which is still almost $100,000 under the original budget.

It is therefore Staff's recommendation to approve Amendment 2 to Exergy/E Source in the amount of $55,000, for a total revised contract amount of $201,444, and approve the corresponding budget amendment.

Recommended Action: Approve contract amendment 2 with Excergy/E Source in the amount of $55,000 for Utility Billing Customer Information System Project Management Services, and approve a corresponding budget amendment.

BUDGET AMENDMENT REQUIRED: Yes
CURRENT BUDGET AMOUNT: 20513300.52100.18062: $0
PROPOSED BUDGET AMOUNT: 20513300.52100.18062: $55,000
FINANCING SOURCE:

PREVIOUS CONTRACT/PURCHASE ORDER NO.: 2021089-01
COORDINATED WITH: Lori Martin, Billing and Customer Service Manager

ATTACHMENT 1

07-24-2020
07-24-2020

RESPONSE TOUKIAHRFPFOR CISPROJECTMANAGEMENT SERVICES
1 B. Project Understanding and Proposed Approach
Our Understanding
Planning and implementing a new CIS project can be one of the most complex endeavors a utility undertakes. The new technologies, integrationsto legacy systems, business process transformation within the utility, and customer engagement aspects are multifaceted and connected in a way that most operational upgrades are not. Successful projectsfollow an excellent project management and integration process due to challenges related to the inherent complex technology, the lack of depth in many vendors’ projectservices, and the integration points across other enterprise IT systems. It is extremely important to getstarted on the right path early in the process.

The City of Ukiah isseeking a skilled, Professional Project Management (PMP)‐certified project manager (PM) with years of utility system integration and implementation expertise to support the procurement and implementation of a new utility billing CIS system to replace the City’s outdated Harris Classic Utility Billing system. The City is looking for a new CIS solution that incorporates GIS, work order management, manual and hand‐held input of meter reads and ultimately Advanced Metering Infrastructure (AMI) integration. The CIS billing system would also need to integrate with the City’s ERP system, Tyler Munis, for accounting purposes.

Due to the intricacies of replacing a billing system, and the lack of current internal City resources, the City is looking to release a Request for Proposal (RFP) for a new system (either hosted or non‐hosted) that can easily transition and integrate from manual meter reading to an AMI network using industry standard protocols resulting in increased operational efficienciesthat help to both reduce costs and elevate utility billing customer service. The City islooking for a Project Management individual or team skilled in diplomatically managing multiple teamssimultaneously, resolving conflicts, and communicating effectively—as well as providing expert project management tools, methodologies, and bests practices—to effectively and efficiently deliver a successful CIS solution asscheduled and for the agreed‐upon price. The City estimates 12‐18 months from start to finish.

Approach to Scope of Work
The following represents Excergy’sstreamlined approach to simultaneously provide the CIS services desired by Ukiah asillustrated in figure below.

Task 1 — Project Management
One of the primary factors that distinguishes successful CIS projectsisthe quality of the project management. In the Excergy model, our PM works very closely with the designated utility personnel and uses our proven process, methods, and experience to produce a robust, flexible implementation approach. We have found most vendors do not have the same high level of PM capabilities, and we are very experienced in helping a combined customer‐ vendor team execute successfully.

Throughout all project phases, expert project management will be essential to meeting the “iron triangle” dimensions of cost, quality, and schedule. Project and Program management is a core skillset for Excergy, and we Figure 1. Excergy’s Streamlined Approach to Deliver the City’s Scope of Work ATTACHMENT A - Contract 2021-089

RESPONSE TOUKIAHRFPFOR CISPROJECTMANAGEMENT SERVICES
2 pride ourselves on the advanced maturity of our capabilities. Excergy usesthe Project Management Institute’s (PMI’s) PMBOK (Project Management Body of Knowledge) and Agile approaches asthe basis of our project management philosophy and methods. Most of our PMs are PMI‐Certified Project Management Professionals.

This certification is proof of our commitment to project management as a competency, as well as evidence of knowledge of project management fundamentals.

Excergy will hold an organizational kickoffsession with Ukiah’steam to review projectscope, requirements, deliverables, timetable, reporting relationships, project management tools, and a communications plan. We will discusssensitivities, issues, and concerns unique to Ukiah that we will address during the project. We will establish a set of project management and reporting protocols.

The Excergy PM will work with Ukiah personnel to manage the project through the five phases of the project lifecycle: Initiating, Planning, Executing, Controlling, and Closing. Project Management activitiesinclude:
► Managing the activities of the team and subcontractors, including risks and issues ► Working in close partnership with Ukiah and the CIS vendor to ensure the project’ssuccess ► Accounting for all deliverables produced by the team
► Delivering a quality product on schedule and within budget (size, effort, and cost) At project initiation, the Excergy PM will review and finalize the project plan elements at a kickoff meeting at City of Ukiah offices. The kickoff meeting is used to introduce personnel participating in the project, review initial project plans,start preparation for functional requirements gathering interviews/workshops and understand/define the system integration mapping (i.e., Solution Architecture). The Excergy PM will work to clarify purpose and align systems understanding. The Excergy PM will be responsible for the activitiesin Table 1 below.

Table 1. Typical Project Management Activities

PM ACTIVITY DESCRIPTION
Scope
Management
Ensure that the project plans outline all of the work required to complete the project successfully.

Scope management consists of initiation, scope planning, scope definition, scope verification, and scope change control.

Change
Management
Ensure that a baseline project plan is established at project initiation, and that a formal change control process is in place to control changes to the baseline project plan throughout the project lifecycle.

Integration
Management
Ensure that the various elements of the project are properly coordinated. Integration management consists of project plan development, project plan execution, and overall change control.

Cost
Management
Ensure that the project is completed within the approved budget. Cost management consists of resource planning, cost estimating, cost budgeting, and cost control.

Procurement
Support
Acquire goods and services from outside the performing organization. Procurement support consists of procurement and solicitation planning; solicitation; source selection; and contract administration and closeout.

Quality
Management
Ensure that the project will satisfy the needs for which it was undertaken. Quality management consists of quality planning, quality assurance, quality control, and configuration management.

Reporting
Management
Ensure timely and appropriate generation, collection, distribution, and storage of project information. The project manager also handles reporting and status information management consists of communications planning, information distribution, performance reporting, and administrative closure.

Resource
Management
Ensure that qualified resources are available to perform each task defined in this SOW in accordance with the baseline project schedule. As necessary, the project manager ensures that resources have been provided with training to establish particular expertise required to perform

RESPONSE TOUKIAHRFPFOR CISPROJECTMANAGEMENT SERVICES
3 PM ACTIVITY DESCRIPTION
tasks within the SOW. The project manager reinforces the importance of establishing and maintaining professional working relationships among Utilities and vendor team members, as well as monitors these relationships.

Time
Management
Ensure the timely completion of the project. Time management consists of activity definition, activity sequencing, activity duration estimating, and schedule development and control.

Risk
Management
Identify and analyze project risks and respond to those risks. The Excergy approach to risk management has three components—identification, prioritization, and mitigation. Risks are identified at project inception and categorized based on probability and impact. A risk mitigation plan is defined to impacts should the risk occur. The risk mitigation plan is continuously reevaluated during the project lifetime. Once a risk actually occurs, it is moved to the issue tracking process.

The Excergy PM will manage the weekly projectstatus cycle for the City. On a CIS replacement project, it isimportant to establish a regular cadence in which progresstowardsthe plan, performance status, risk management, items of concern, and open action items are managed regularly and consistently. A written projectstatusreport is created by the Excergy PM, with input from the CIS vendor, to provide projectstatusto Ukiah personnel and management. A sample report isshown in Figure 2.

Excergy compilesstatusfrom all partiesinto a consolidated status report, updates project action items and risks, and prepares for a City of Ukiah weekly status meeting. The weekly meeting will be led by the Excergy. The vendor PM or experts are only needed if deeper examination ofstatus or important issues are on the agenda. The meeting assessesthe overall health of the project and directs actions as needed. If an action item affects the scope of the project (technical baseline,schedule, or cost), Change Control documentation will be initiated to assure City acceptance of the proposed change.

The Excergy PM will develop an implementation plan that willsupport Ukiah’s CIS vision. The objective of thistask isto develop a comprehensive implementation plan that definesthe logicalsequence for the deploymentstrategy, projectschedule, and support requirements. Implementation responsibilities will be defined. The draft implementation plan will be reviewed with Ukiah personnel and finalized.

Part of the PM role we are proposing includes ongoing quality assurance of deliverables from the vendor for all project phases. The Project Manager will draw from the expertise of the CIS Subject Matter Expert (SME) on an as‐ needed basisfor these tasks and, in particular, document and subject matter‐specific quality reviews of vendor deliverables. This SME will also be involved in the selection, acquisition, and contracting process and, therefore, knowledgeable about both the needs of the City of Ukiah and contract requirements.

TASK 1DELIVERABLES
 Kickoff meeting minutes
 Project Execution Plan (PEP) that defines Project Scope, Organization, Risk and Issue Management, and Configuration Management
 Status Reports
 PM Tools and Templates
Figure 2. Sample Weekly
Status Report

RESPONSE TOUKIAHRFPFOR CISPROJECTMANAGEMENT SERVICES
4  Risk/Issue Tracking
 Action Item Tracking
Task 2 — Functional Requirements/Integration Mapping
Thistask will develop the functional requirementsfor Procurement. Through a series of workshops and interviews, using our knowledge from work on previous project procurements, we gather your Ukiah‐specific functional requirements. The outputs are a functionality matrix and a high‐level System Architecture or integration mapping needed to achieve the business goals and objectivesidentified in the Business Case or other needs assessment. Thistask is composed of two subtasks:

2.1 CIS Functional Requirement & Business Objective Definition

2.2 Develop/Validate CIS Solutions Architecture/Integration Map Subtask 2.1: Functional Requirement & Business Objective Definition CIS Process and Functionality Analysis
These sessions will begin immediately after the kickoff. These remote sessions will last approximately three days and consist of both workshops and individual interviews with key stakeholders. Part of the time is open inquiry; part of the time deals with our pre‐existing knowledge of CIS functionality and what is applicable to yoursituation.

The workshop areas are:

Customer Service & Customer Accounts
► New Customer Handling
► Current Customer Handling
► Customer Data Collection & Verification
► Customer Work Order Generation & Completion
► IT Operations and support of these activities
Meter Reading, Billing & Rate Analysis
► Meter Reading and Exception Processing
► Rate Requirements/Tariff Complexity Analysis/Miscellaneous Charges ► Charging and Billing Exception Processing
► Bill Processing
► Dissemination of Billsthrough all Media
► IT Operations and support of these activities
Utility Operations
► Inventory (Meter and Non‐meter)
► Internal Work Order Generation & Completion asit relatesto CIS ► IT Operations and support of these activities
Credit & Collections & Financial Operations
► Accounting and General Ledger
► Payment Receipt
► Adjustments
► Credit & Collections Functions
► Bad Debt & Write‐off
► A/R Balancing & Reporting
► IT operations and support of these activities

RESPONSE TOUKIAHRFPFOR CISPROJECTMANAGEMENT SERVICES
5 We willsolicit ideas around new and/or improved functionality or processesin all areas above and document them.

Interviews
In addition to the workshops above, we will conduct 45‐ to 60‐minute interviews with key stakeholdersthat cover Customer Service, Billing, IT, Field Services, Purchasing, and Finance.

Functional requirements developed from these workshops and interviews will allow for consideration of both a hosted and on‐premise environment.

Subtask 2.2: Develop CIS Solutions Architecture/Integration Map Under thissubtask, Excergy will develop the project architecture based on the following:
► User data requirements
► User functional requirements
► User processflows
► Automation requirements
► Integration requirements
► Industry best practices
► The Excergy’steam’s experience
► Implementation considerations and constraints
► Current and near‐term future capabilities of commercial CIS technologies The technology and integrations necessary to achieve a successful CIS implementation will be included in this solutions architecture. One of the areasthat is often not given enough emphasis but is critical to the successful implementation of CIS initiatives, isthe integration with all of the other information systemssuch as meter reading, GIS, work management, City website, bill printing, payment processing, and general ledgersystems.

Excergy’s approach ensuresthat all of these critical integration points are identified and impacts on othersystems are factored into the strategy. Thisincludes allowance for the use of either a hosted or on‐premise approach.

The draft architecture will be reviewed with the Project team during a remote workshop. Excergy will update the architecture based on this review and prepare a final version.

TASK 2DELIVERABLES
 CIS Requirements and Solutions Architecture document containing:
o Functional Requirements
o Business Goals and Objectives
o System Context Diagram
o System Component Diagram
 Workshop meeting minutes
 Interview summaries
Task 3 — CIS Vendor Selection
Thistask usesthe functional inputs identified in the CIS Roadmap developed in Task 2, and is composed of five subtasks:

3.1 Assist with Creation of RFP and Distribution to Appropriate Vendors

3.2 Prepare RFP Response Evaluation Tool

3.3 Evaluate Vendor Responses

RESPONSE TOUKIAHRFPFOR CISPROJECTMANAGEMENT SERVICES
6 3.4 Make Recommendations on Vendor Responses

3.5 Assist with Vendor Negotiations & Contracting
Subtask 3.1: Assist with Creation of RFP and Distribute to Vendors Excergy will provide value‐added support to Ukiah in the procurement process. This assistance can be invaluable in structuring the most beneficial contract for the City, and past experience has demonstrated that we’ve been able to save significant dollars in the procurement and negotiating process with utility software vendors.

Excergy will provide the Functional Requirements developed previously along with the Solutions Architecture in a format that meetsthe City’s procurement needs. Excergy will then work with Ukiah’s procurement and legalstaff to prepare the RFP package, which will incorporate the appropriate instructions to bidders as well as general and specific terms and conditions. After the RFP is circulated for comments, Excergy will assist Ukiah with necessary addendums.

Based on the experience of many utilities, we recommend that a draft contract be incorporated in the RFP. This streamlinesthe procurement process, gives Ukiah greater negotiating leverage, and can result in considerable savings. Through participating in numerous contract negotiations, we have learned how to establish enforceable contract provisions that protect the utility. We will help Ukiah prepare the draft contract. Important contract considerations include:
► Pricing protection. Definitive pricesset for each exchange and for other ancillary services. To deploy a CIS system with strong cost controls, we recommend a phased project approach with defined exit points and fixed prices as appropriate. Should significant concerns arise in the initial discovery phase of the contract, these exit points provide strong motivation for the CIS vendor to provide top notch service. ► Product and service warranties. Extended warranties and system failure provisions may be important. ► Performance standards. Accurate bills; defaults and opportunities and requirementsto cure. ► Component and finalsystem acceptance criteria and payment provisions. Payments are made for confirmed working installations.
► Service level agreements. If Ukiah optsforsoftware managementservices.

Excergy will also provide input on the selection of qualified vendorsto be invited to the RFP process.

Subtask 3.2: Prepare RFP Response Evaluation Tool
We willsupport Ukiah’sselection team in establishing weighted evaluation criteria including responsivenessto functional requirements, total life‐cycle cost, and qualifications of the respondents.

By using established Excergy templatesfor proposal evaluation and risk assessment, Excergy will help Ukiah develop score sheetsfor the RFP with scoring criteria and weightsfor requirements. Scoring criteria reflects criticality, type, and relevance of the requirements. Weightsreflect the relative importance or value of the requirements with respect to the other proposal criteria,such as pricing and schedule.

A key area of the vendor proposal evaluation isthe establishment of critical qualification or vendor pass/fail gates.

Excergy will help the City identify these critical requirements within the RFP specifications. Another key area of vendor proposal evaluation isthe assessment of risks. The risk assessmentstypically cover technology risks (bleeding edge or obsolescence); quality of delivery; vendor company viability and commitment to industry and product; project cost and schedule; ongoing maintenance and support; quality of installation; and hiring practices used. Excergy’s vendor proposal evaluation processincludes methodical assessments of these risks.

The use of the existing Excergy evaluation methodology and framework ensures a disciplined, fair, and consistent evaluation processthat isfully documented, traceable, and defensible—providing substantial credibility to the Ukiah City Management, Utility Board, or any regulatory agency.

RESPONSE TOUKIAHRFPFOR CISPROJECTMANAGEMENT SERVICES
7 Subtask 3.3: Evaluate Vendor Responses
As part of the selection process, we will guide Ukiah’s evaluation team in a thorough review of the proposals. In your evaluation of responses, Ukiah’sreview team should not be prematurely influenced by price; we will inspect pricing tablesto make sure that they are complete and responsive. If there are a sufficient number of proposals, we expect to create a short list. Excergy will help develop and prepare demonstration scripts and lists of questions to make sure vendorsfocus on Ukiah’s major concernsin their presentations. We will attend the vendor demonstrations and assist in responding to follow‐up information requests.

Should Ukiah staff decide to visitselected sites where the short‐listed vendors have implemented systems, Excergy will help arrange the visits and prepare questions and agendas.

We will assist the City in evaluating the proposals based on the written documents, vendor presentations, references, and additional due diligence (e.g., “problem” deployments). Excergy will analyze the life‐cycle costs associated with each proposal and facilitate the project team’sfinalselection. Excergy will provide a summary score sheet that combines the detailed proposal evaluations, the reference checks and interviews, and the risk assessments.

Subtask 3.4: Make Recommendations on Vendor Responses
Consistent with the solicitation framework,selection criteria, and results of interviews and demonstrations developed previously, Excergy willsummarize and present the scoring and rank order of the responses based on the established standardsfor finalselection. It is expected that the City will then reach a conclusion asto the successful respondent based on Excergy’sfacilitation around scoring.

Subtask 3.5: Assist with Vendor Negotiations & Contracting Excergy willsupport Ukiah’s negotiations with the selected vendor, from establishing a negotiationsstrategy through negotiations and contracting. This effort involvesthe following activities:
► Develop vendor negotiation strategy
► Conduct initial preparation of negotiations
► Support Scope of Work and contract negotiation including SLAs ► Execute Vendor Contract
Contract documents would be finalized by Ukiah procurement and legal personnel, but Excergy would provide necessary assistance in that process.

TASK 3DELIVERABLES
 Creation and issuance of RFP
 Recommended list of Vendorsto receive RFP
 Vendor qualification criteria
 Vendor proposal evaluation scoring and risk assessment  Vendorshortlist vendor interview/demo evaluation results  Vendor proposal cost comparisons
 Vendor recommendations
 Vendor proposal evaluations and vendorselection summary  Vendor negotiation strategy
 Inputs to and comments on contract, SOW, pricing, commercial, and technicalspecifications with the selected vendor

RESPONSE TOUKIAHRFPFOR CISPROJECTMANAGEMENT SERVICES
8 Task 4 — Ongoing Project Management and Implementation Support Excergy’s proven Integrated Delivery Methodology (IDM) drives efficient development and execution of the Ukiah project—enabling you to attain more success, less waste and achieve greater results on thistechnology project. IDM is based on decades of implementation success at hundreds ofsuccessful projects and meldsthe right amounts of key technicalservices with industry best practices and knowledge obtainable only through decades of implementation and integration experience. Our IDM’s holistic process blendsstate of the art project management, technology expertise, businesssavvy, and personnel motivation to create a high performing project.

Key elementsinclude:
► Project Management. Based on a combination of industry best practicesincluding Project Management Institute and Agile approaches and tempered through decades ofsuccessful project experience. ► Technology Expertise: Excergy’s personnel are experts on utility technologies, how to maximize strengths and minimize weaknesses, and how to effectively integrate new and legacy systemsinto a cohesive whole.

In the Delivery Phase, the Excergy PM will continue to work with Ukiah and vendor personnel to assure that the CIS project is delivered in accordance with requirements established previously and following the practices described in detail in Task 1.

Task 5 — Systems Testing and Acceptance
A graduated, thorough, and robust test program is needed for Ukiah’s CIS project to be successful. Excergy will assure that the CIS vendor provides a thorough test program that addresses all requirements and the needs of the City. Excergy subject matter experts will review vendor test plans,scripts and results, providing input where deficiencies are identified. The CIS vendor will be expected to follow a proven test methodology asfollows:
► Unit and Functional Testing of the CIS to make sure it meets all functional requirements ► System Integration Testing to verify proper integration to other Ukiah systems ► End‐to‐End Testing to verify that allsystems work togetherseamlessly ► User Acceptance Testing with Ukiah personnel operating the system to verify all Ukiah business process needs are met
Excergy will recommend final acceptance and Go Live turnover using the new system only after all testing has been satisfactorily completed and Ukiah usersfeel comfortable with operating the system.

TASK 5DELIVERABLES
 Review of Vendor Overall Field Test Strategy Document  Reviewed test plans, procedures, results documentation Task 6 — Operational Transition/Training
Excergy will work with CIS vendor to assure that they have developed an Operational Transition/Training Plan.

Excergy has assisted other utilities in the adoption and operation of new CIS technology, including going through the “go‐live” process. Assuch,significant lessonslearned, and risk reduction strategies will be incorporated into the review of the vendor’s Plan.

Training on operation and maintenance of the new system will be a key component of the Plan. Excergy will assure that the training plan addresses all aspects of CIS operation and that the training is delivered by qualified individuals in a manner that meetsthe need of Ukiah operations personnel.

The “Go Live” transition from the previous CIS to the new CIS is a very important aspect of this overall Plan.

Excergy will assure that this has been thoroughly planned and documented and includes a back‐out plan to return

RESPONSE TOUKIAHRFPFOR CISPROJECTMANAGEMENT SERVICES
9 to the existing system should problems occur in the transition process. then assist Ukiah in the implementation of the Plan.

After a successful “Go Live,” it is necessary to continue to closely monitor the system to assure it is operating effectively through a billing cycle. Excergy will assure that the CIS vendorstays engaged through this time of monitoring and final transition. Allsignificant issuesidentified during this period must be resolved by the vendor prior to final payment and release
TASK 6DELIVERABLES
 Review of Transition/Training Plan
 Review of Training documentation
 Review of “Go Live” Plan
 Review issuesidentified in Transition Monitoring

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10 C. Project Team
Excergy’s mission isto provide the right team of focused experts on each project we pursue—highly skilled senior consultants, comprised of expertsin their fields, who understand the unique drivers, responsibilities, and needs of our clients. To best deliver the scope ofservices detailed in Section B, we are proposing three experienced consulting experts: Joel Westvold, John Beichman, and Patrick Noonan. Mr. Westvold, PMP, willserve asthe Excergy Project Manager for the City of Ukiah and will utilize the technical expertise of Mr. Beichman and Mr.

Noonan throughout the project. All work will be delivered via these Excergy personnel; no outside subconsultants orsubcontractors will be needed or are proposed herein.

Table 2 below outlines the experience each brings to this engagement and theirspecific qualifications asrelated to those the City listed in Section 4.0 of the RFP. Full resumes are provided in Appendix A, Resumes.

Table 2. Excergy Team Meets City Qualification Requirements Key Experience City-Required Qualifications
 MBA and Bachelor of Science in Chemical
Engineering
 PMI-Certified PMP; Project Management course
instructor at several national conferences; several
professional development courses including six Sigma and other Quality courses  20 years of PM experience; 35 years of utility experience  Served as Program Manager supporting utility IT and OT systems planning, acquisition, implementation and integration projects involving AMI, MDMS, CIS and related technologies for 50+ clients
 Led implementation of an award winning AMI project that involved the installation of over 800,000 electric meters, the network to communicate with the meters and integration of the technology with utility systems to gain the most financial benefit and efficiency possible
☒ Bachelor’s Degree (related field)
☒ 5-8 years PM Experience
☒ PMP Certification
☒ Team Management Skills
☒ Conflict Management Skills
☒ Time Management Skills
☒ Communication Skills
☒ Strong Familiarity with PM Tools,
Methods & Best Practices
 Master of Science in Information Resource
Management
 30+ years of experience leading or supporting 20+
CIS strategy and selection engagements and fully
immersed in the both utility best practices and the CIS application marketplace  Significant management consulting, application selection and CIS implementation project management expertise, including development of business use cases for requirements, selection and purchasing strategy as well as process mapping and development, integration test planning, QA and steering team coaching  Skilled at working with Executives and client teams to determine both functional and technical requirements
☒ Bachelor’s Degree (related field)
☒ 5-8 years PM Experience
☐ PMP Certification
☒ Team Management Skills
☒ Conflict Management Skills
☒ Time Management Skills
☒ Communication Skills
☒ Strong Familiarity with PM Tools,
Methods & Best Practices
 25+ years of experience providing technical and
management consulting services for AMI, CIS, GIS,
and related utility technology initiatives
 15+ years of experience providing solution
architecture, system integration, and testing for utilities including Santa Clara/SVP, Fort Collins, SoCalEd, Halifax Water, and Tacoma Public Utilities system implementations  Provided business process design, testing, solution architecture, and project management services for IT, OT, & GIS maintenance process design and implementation; and IT/OT/GIS integration business architecture with CIS, CAD , EAM, TLM (transformer load management) for 30+ projects
☒ Bachelor’s Degree (related field)
☒ 5-8 years PM Experience
☐ PMP Certification
☒ Team Management Skills
☒ Conflict Management Skills
☒ Time Management Skills
☒ Communication Skills
☒ Strong Familiarity with PM Tools,
Methods & Best Practices

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11 D. Experience and References
Excergy is driven by a belief in the transformative power of utility technology to make people’slives more meaningful,sustainable, and enjoyable. We have a thorough understanding and sensitivity to unique utility needs and drivers, and our client‐specific methodology combinesto reduce utility risk, enhance business operations, and maximize technology benefits.

We provide expert consulting and system integration/ implementation services on a wide range of technologies, business, and customer engagement topics and internal change management challengesthat utilities face today.

Our particular business focus is electric, gas, and water municipal utility projects—from feasibility studies,strategic plans, business cases, vendorselection, and all phases of the system implementation life cycle. Our unique Strategy, Planning, and Implementation expertise spansfrom initial needs assessment and technology roadmaps, to vendor Requestsfor Proposal (RFP), all the way through to successful implementation and “go‐live” of a holistic and integrated systems(Figure 3). Excergy personnel have implemented or integrated virtually every major utility information technology system in the past 25 years, including Customer Information System (CIS), Advanced Meter Infrastructure (AMI), Enterprise Asset Management (EAM), Meter Data Management System
(MDMS), Geographic Information System (GIS), Mobile
Workforce and Work Management System (MWFM/WMS),
Outage Management System (OMS), and Customer Portal and Communications. We understand the entire utility “system of systems.”
Utility & CIS Expertise
With an average of 25 years or experience, Excergy professionals have guided many utilities on their technology and business journeys. Giving thorough consideration to stakeholder objectives, legacy technologies, regulatory drivers,strategic goals, incumbentstaff, processes, and practices, ourstaff develops analysesthat achieveslasting value for allstakeholders. We’ve deployed dozens of utility projects, have won several “Project of the Year” awards, have been brought in to rescue troubled projectsfor various utilities, and were asked by industry leaders to write the book on implementation best practices.

Excergy has extensive experience in the “meter‐to‐cash” systems of CIS, AMI/AMR, and MDMS, as well asthe other utility IT/OT systems. Through these projects we have gained a complete and thorough understanding of the technologies, integrations, business processes, and utility personnel aspectsrequired to meet the scope and goals of the City of Ukiah’s CIS project.

For the customer billing system, Excergy’s CIS/Customer Experience practice manager is a member of the proposed team. He has 30 years of information technology, application implementation, and system integration experience in a variety of industries. In particular, over the last 22 years, he has acquired extensive experience as an implementer and consultant providing business, project management, and technicalservicesto the utility CIS market as a project manager,solution architect, and process analyst.

Our team’s specific CIS competenciesinclude:
► Developing multi‐year project plans for multiple CIS implementations ► Writing functional and technicalspecificationsfor modifications to CIS systemsincluding modificationsfor delinquency, charge calculation, bill print,service orders, notes, meter reading, and several modifications specifically in support of deregulation requirements
Figure 3. Excergy’s Specialized Utility Services

RESPONSE TOUKIAHRFPFOR CISPROJECTMANAGEMENT SERVICES
12 ► Writing functional and technicalspecificationsfor interfaces between CIS systems and multiple other applications including ITRON handhelds, Interactive Voice Response (IVR), Cash Remittance Processors, Oracle financials General Ledger, Oracle financials Accounts Payable, and third‐party invoice printing and bill presentment providers
► Managing the contractual and budgetary process between CIS vendors and their clients; developing data conversion from legacy CIS systemsto new CIS; developing and testing of modifications to CIS systems performed both by vendors and third‐party system implementers; managing the development and testing of interfacesto and from CIS including the development of integration test plans; and the CIS defect and issue tracking processes
► Developing AS‐IS and TO‐BE process mapping for all CIS related functional areas at multiple clients.

Vendor Neutral
Excergy’s approach balances innovation with pragmatic business acumen. We are familiar with virtually all current and emerging CIS technologies as well as ancillary products and services. We are scrupulously vendor neutral and vendor independent and have no “partnership” arrangements or relationships with any vendors or other firms. As indicated in our past experience with many similar projects, ourselection processes have resulted in multiple vendors chosen for our clients, indicating the unbiased nature of our methodology. This assuresthe Ukiah that our recommendations are the very best for your needs and requirements.

Related Project Experience
We have fine‐tuned methodologies over many engagementsto produce world‐class tools and processesthat have led to an unmatched record of successful project outcomes. We have performed a wide variety of operational technology and information technology projectsfor dozens of public and investor‐owned utilities across North America as shown in Figure 4.

Table 2 below lists the most applicable vendor procurement and system implementation projects our team has completed in the last 5 years. As requested, project detailsfor three of the most applicable are provided following the table. We are happy to provide client references upon request.

Table 3. Excergy Experience in Last 5 Years Project Management / Quality Assurance Pre-Implementation / Implementation Plans Procurement / Vendor Management Requirements & Specifications System Integration/ Testing / Deployment Mgmt. Strategic Planning / Technology Roadmaps Stakeholder Engagement / Org. Change Management Business Process Design Other Specialized Consulting Recent Pro CIS System jects
Chesterfield County PUD (VA)       AUS Infinity
City of Fort Collins (CO)          Banner
City of Greenville (TX)         Tyler
City of Newport News (VA)         SAP
City of Santa Clara/SVP (CA)        Harris North Star Consolidated Edison of New York          Custom Figure 4. Excergy Client Locations

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13 Project Management / Quality Assurance Pre-Implementation / Implementation Plans Procurement / Vendor Management Requirements & Specifications System Integration/ Testing/ Deployment Mgmt. Strategic Planning / Technology Roadmaps Stakeholder Engagement / Org. Change Management Business Process Design Other Specialized Consulting Recent Pro CIS System jects
Halifax Regional Water Comm. (NS)          SAP Huntsville Utilities          SAP
Intermountain Rural Electric Ass. (CO)         Harris, Cayenta Merced Irrigation District (CA)          S&S enQuesta Otter Tail Power Company (MN)       Harris, Cayenta Tacoma Public Utilities          SAP
Project Descriptions
Merced Irrigation District—Vendor Selection/Procurement & Implementation Merced Irrigation District (MID) with 9,500 electric meter isthe 25th largest public utility in California,supplying electric service to commercial, industrial and residential customersin Eastern Merced County. In 2017, Excergy was contracted to assist MID with vendorselection for contractsinvolving AMI and MDMS as well overall project management oversite of AMI and Customer Information System (CIS) vendorselection, procurement and implementation. Scope includesrequirements definition, existing and to be IT infrastructure identification, and vendor compatibility to ensure the vendorsselected will meet the requirementsfor MID.  Excergy serves asthe program/system integrator for the entire project, which is currently in the design and build phases with initial functional testing coming soon. Systems go live is expected in the first quarter of 2021.

Green Mountain Power—CIS & AMI Services
Green Mountain Power (GMP) is an electric utility in Vermontserving 260,000 customers. Excergy’sJohn Beichman performed servicesfor the full duration of the project from CIS function and fitselection (Oracle CC&B), business process mapping, business case development, implementation quality assurance,system integration test plan, and executive advisor to the steering committee. John’s work at GMP started with the strategic discussion around the viability of continuing with an existing CIS or moving to a different CIS application. He worked with the GMP team and management to determine both functional and technical requirements, consulted on the full selection process, including development of business use casesfor requirements,selection and purchasing strategy, and guided the team through the decision processitself. He stayed on with the implementation through the resultant phases doing process mapping and development, integration test planning, QA and steering team coaching. Project included extensive use of Oracle’s SOA productsfor integration, as well as deployment of MDMS (Oracle) and full AMI (Elster) rollout.

Otter Tail Power Company—CIS Project Services
Otter Trail Power Company is an investor‐owned electric utility that provides electricity for 130,000 residential, commercial, and industrial customersin Minnesota, North Dakota, and South Dakota. Their CIS replacement project (Harris Cayenta) is currently underway. Excergy’sJohn Beichman performed initialservices around business process mapping and executive advising. He is also serving asthe third‐party quality assurance and steering team advisor monitoring the implementation project. Other Excergy personnel provided Organizational Change Management advisory servicesfor this project from alignment assessment through planning and support

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14 for implementation and testing. Project in progress; on time, on budget through Selection, Contracting, Analysis & Discovery Phase, Testing.

Huntsville Utilities (AL)—AMI Business Case, Vendor Selection, & Implementation Huntsville Utilities(HU)serves 320,000 electric, water, and gas customers. Excergy was contracted to assist HU with creating the feasibility/business case for AMR/AMI as well as vendorselection for contractsinvolving AMI, MDMS, and the Meter Installation Vendor (MIV). The project includes requirements definition and analysis of benefits, existing IT infrastructure, meter populations, and vendor compatibility to ensure the vendors selected will meet the requirementsfor Huntsville. Excergy guided HU through procurement evaluation and contract negotiations for Landis + Gyr (AMI); Sensus (metering); Smart Grid Solutions / Aclara (Meter Installation); Omnetric (MDMS). We were also selected asthe program/system integrator for the entire project, which is currently under deployment with an early 2020 completion date.

Tacoma Public Utilities (WA)—AMI Smart Grid Solution and Data Analytics Services Tacoma Public Utilities(TPU) isthe largest department in Tacoma City government, with an annual budget of ~$1.2 billion and 1,378 employees. Excergy personnel are providing technical consultation, program management, and systemsimplementation servicesfor their AMIsolution acquisition and deployment. Excergy’sscope of work included business case update and validation; program/project management; procurementsupport;systemstest plan/acceptance testing; implementation of multiple project components, including AMI, MDM, SAP CIS, Web Portal; Change Management Plan/Execution; Project Reporting; Transition/Training; Deployment Management; and Business Process Transformation. Excergy was also selected to develop the Data Analytics operations at TPU including governance, organization structure, vision, and use case development.

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15 E. Fee Proposal
Excergy proposesto perform the enclosed Scope of Work for a not to exceed fee of $ 143,131 including expenses, asshown in Table 4.

Expenses
Travel expenses will be submitted for reimbursement on an actual and reasonable basis, and are estimated to be $8,328, which will be invoiced monthly, at cost. Excergy does not charge for time spent traveling. Per diems are not charged; however, if the City prefers per diems over actual expenses, we are happy to oblige.

Excergy willseek to minimize expensesthrough the use of government contractor rates and teleconferences whenever possible.

Hourly Fee Schedule
Excergy’s current hourly rate fee schedule is provided in Table 5 below. Note the Fully Burdened Labor Rateslisted below include all direct labor rates, benefits, taxes, overhead, general and administrative costs, any other indirect costs and fee/profit. The rates exclude project travel costssuch as airfare, train, lodging, tips, employee meals, auto rental, auto rental fuel, personal vehicle mileage, airport parking, and taxiservice, which will be billed at cost.

Table 5. Excergy 2020 Hourly Rate Schedule
Role USD Bill Rate
Executive Consultant $ 214.00
Senior Program Manager $ 214.00
Master Solution Architect $ 214.00
Principal Consultant $ 199.00
Project
Manager
Executive
Consultant
Principal
Consultant
Joel Westvold John Beichman Patrick Noonan
$      199.00 $       214.00 $       199.00 Total
92     7   7 106
$      18,308  $      1,498  $      1,393 $      21,199 4 31   53    88
$     796  $      6,634  $       10,547 $      17,977
40 51   4    95
$     7,960  $    10,914  $    796 $      19,670
220     9   9 238
$      43,780  $      1,926  $      1,791 $      47,497 9 18   53    80
$     1,791  $      3,852  $       10,547 $      16,190 7 22   31    60
$     1,393  $      4,708  $      6,169 $      12,270
Total Hours     372    138     157 667
Labor Price $      74,028 $       29,532 $          31,243 $    134,803 Reimbursable Expenses $     5,552 $      ‐ $         2,776 $     8,328 Total Price 79,580 $      $        29,532 $    34,019 $        143,131 Task 1 ‐
Task 2 ‐
Task 3 ‐
Task 4 ‐
Task 5 ‐
Task 6 ‐
Project Management ‐ Delivery
System Testing & Acceptance
Operational Transition & Training
Task #/Description
Project Management
Functinoal Requirements/Solutions
Architecture
RFP, Vendor Selection& Contract
Negotiations
Table 4. Not to Exceed Project Fee, Hours by Task, Staff Rates

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16 Role USD Bill Rate
Project Manager $ 199.00
Solution Architect $ 199.00
Software/Test Engineer $ 184.00
Consultant $ 184.00
Associate Consultant $ 169.00
Analyst $ 154.00
Admin $ 139.00

1. Billing rates for subsequent years will automatically be adjusted annually by 3.0 percent (3%) on a compound basis.

2. Billing rates will be automatically adjusted and increased by twenty-five percent (25%) for all time charges directly associated with the preparation and delivery of expert testimony.

Taxes
These rates and estimates are exclusive of taxes. The taxesrelating to applicable services are the sole responsibility of the City of Ukiah.

Assumptions
The following general assumptions apply to this project plan:
► Excergy’s pricing to implement this Scope of Work is based on a timely start and timely completion of tasks and subtasks.
► The City will handle any contractual matters with the selected CIS vendor. ► City personnel are available to support the project as needed for workshops, meetings, etc. ► Deliverable documents will be in Microsoft Office, including MS‐Word, PowerPoint, Excel, MS‐Project, Visio and Adobe PDF.

Billing and Payment Terms
Excergy will invoice the City of Ukiah monthly for actual labor and expensesincurred on the required tasks.

Payment terms are net thirty (30) days. Excergy reservesthe right to charge one and one‐half (1.5%) percent per month, or the maximum rate permitted by law, whichever is greater, on any balance remaining unpaid after thirty (30) days.

Contract Terms and Conditions
Terms of this proposal remain valid for 90 days from date ofsubmittal. Excergy Corporation reservesthe right to negotiate any terms and conditions of the written agreement relating to this Scope of Work for the City of Ukiah.

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17 F. Proposed Project Schedule
Excergy’s proposed project work schedule is provided as Figure 5 below. We acknowledge that actual dates and milestones will be adjusted when project planning is complete.

Figure 5. Proposed Project Schedule

RESPONSE TOUKIAHRFPFOR CISPROJECTMANAGEMENT SERVICES
18 G. Exceptions
Excergy Corporation hasreviewed the Scope of Services provided in Section 3 of the RFP, Insurance Requirements for Consultants provided in Attachments A and B of the RFP, and draft Agreement for Professional Consulting Services provided in Attachment A of the RFP, and takes no exceptions.

RESPONSE TOUKIAHRFPFOR CISPROJECTMANAGEMENT SERVICES
A‐1
Appendix A: Resumes
Thissection containsthe full resumes of the following proposed key resources:
► Joel Westvold
► John Beichman
► Patrick Noonan

Mr. Joel Westvold brings a unique perspective to addressing Smart Grid issues facing utilities based upon his experience in implementing programs at utilities and providing technology solutions to utility customers to meet their Smart Grid needs.

With 35 years of experience, Joel has served in a senior management capacity for a large electric utility and as management executive with a technology solutions provider to the utility industry. While working for Portland General Electric, Joel led a team that implemented an award winning AMI project that involved the installation of over 800,000 electric meters, the network to communicate with the meters and integration of the technology with utility systems to gain the most financial benefit and efficiency possible. In his role with technology provider, Sensus, Joel led teams of Engagement Directors and Project Managers in the delivery of nearly a hundred Smart Grid projects, including an area of focus on several large projects of over 1 million meters/endpoints. Joel’s passion is doing everything possible to see clients succeed in their Smart Grid projects. He brings a number of skills ranging from project management, engineering expertise, strong people management, and communications at all levels within the organization.

Work History / Project Experience
Excergy Corporation – 2015 to Present
Executive Consultant/Program Manager
Greenville Electric Utility System, TX. Program Manager and Executive Consultant for Systems Integration, Analytics, Meter Installation and Deployment of AMI for 14,000 electric meters and water meters in the future.

Halifax Regional Water Commission, Nova Scotia, Canada. Program Manager and Executive Consultant for Systems Integration, Analytics, Meter Installation and Deployment of AMI for 85,000 water meters. Scope managed also includes Organizational Change Management, Business Process, and Vendor Management activities.

Tacoma Public Utilities, WA. Executive Consultant developing a Business Case Narrative to justify water and electric AMI deployment program.

Huntsville Utilities. Program Manager for AMI Deployment of 187,000 electric meters, 92,000 water modules and 49,000 gas modules. The project involves physical deployment activities and Procurement/Vendor Selection, System Integration, Business Process and Organizational Change Management support.

Contra Costa Water District, CA. Project Manager for AMI technology evaluation and strategy development.

City of Santa Clara, Silicon Valley Power, CA. Program Manager for Systems Integration, Meter Installation Vendor Selection and Deployment of AMI for 50,000 electric meters. Scope managed also includes Organizational Change Management and Business Process activities.

Merced Irrigation District, CA. Program Manager for AMI, CIS, and MDMS procurement and deployment for a 10,000 electric meter customer utility.

Portland General Electric. Executive Consultant for a project to provide an analysis of Day 2 AMI opportunities to be formulated into a technical roadmap for future implementation. Scope included DMS elements.

Santa Clara Valley Water District, CA. Project Manager for IT Strategic Plan development.

JOEL WESTVOLD, PMP

PROGRAM MANAGER
Education
Executive MBA
University of Washington,
Seattle (2005)
B.S., Chemical Engineering
Oregon State University (1983)
Certified Project Management
Professional, Project
Management Institute
Several professional development
courses including six Sigma and
other Quality courses
Area of Expertise
> Program Management
> Corporate Management
> Smart Metering
> Utility Consulting
> System Integration &
Implementation
Certificates and Awards
Qualified as a Leadership for
Excellence Instructor
Certified as a Lead Nuclear
Quality Auditor per 10CFR50,
Appendix B
Presentations & Publications
> “Successful Utility Project
Management – The Art and
Science,” Co-instructor,
DistribuTECH 2018 and 2019
> “Smart Metering 101 and
Advanced Smart Metering,” Coinstructor, EUCI March 2018 > “Overcoming Challenges in AMI
at Silicon Valley Power,” Copresenter, DistribuTECH 2016 > “Update on Sensus Services
Offerings,” Sensus Users
Conference, November 2013

JOEL WESTVOLD

Seattle City Light. Supported the AMI deployment of over 400,000 electric meters through the development and maintenance of an overall project plan/schedule.

Sensus USA – 2010 to 2015
Senior Director, Customer Engagement
Management responsibility for a group of Engagement Directors overseeing the delivery of Large Utility AMI projects including Southern Company, Philadelphia Electric, NV Energy, Portland General Electric, Sask Power, SMECO, Albuquerque Water, and others. Provided executive consulting to those utility clients to assure that their decision making process was sound and supported achievement of business objectives. Direct engagement responsibility for the Award winning 1.2M electric meter/150,000 gas endpoint NV Energy AMI deployment providing expert consulting to NV Energy senior management and assisting in the program management of the deployment effort from a Smart Grid/AMI technology vendor perspective. Also managed a group of over 50 Sensus Project Managers in the delivery of Smart Grid/AMI projects of all sizes for water, gas and electric utility customers. This included development of a standardized approach to project delivery to.enable efficient and effective implementation of projects. Management responsibility for the development and growth of the Sensus services business, providing Managed IT Services, Professional Consulting Services, Project Management, Training, and Technical Support Services.

Portland General Electric – 2006 to 2010
AMI Director
Management responsibility for the deployment of an 825,000 electric meter AMI project. Responsibilities included evaluating technology and deployment offerings, negotiation of contracts with technology and deployment providers, coordinating regulatory approval of the project, assembling and managing a team responsible for meter deployment, internal and external communications, network deployment, system acceptance testing, and integration of the AMI system with other utility systems and business processes This project was completed on schedule and within overall budget and derived the benefits committed to the Public Utilities Commission. The project also received the 2010 Utilimetrics Award for the Large Project of the Year. Also led the effort to develop an industry users group to share technical issues facing utilities implementing Smart Grid/AMI solutions and served as the first President of the organization.

Portland General Electric – 2004 to 2006
Ethics and Compliance Manager
Developed and implemented PGE’s Ethics and Compliance program, managing a small team of professionals that tracked compliance efforts and investigated potential ethics violations.

Portland General Electric – 1989 to 2004
Various Nuclear Management Positions
Held Project Management, Quality Assurance, Nuclear Oversight and Regulatory Affairs management positions within PGE, finishing with management of large decommissioning projects associated with Spent Nuclear Fuel storage and nuclear waste disposal at the Trojan Nuclear Plant.

Sacramento Municipal Utility District – 1986 to 1989
Associate Engineer, Nuclear
Engineering and Quality Assurance responsibilities in the operation of Rancho Seco Nuclear Power Plant.

Department of Defense, Pearl Harbor Naval Shipyard – 1983 to 1985 System Test Engineer
Responsible for testing of nuclear systems on submarines based in Pearl Harbor.

Mr. John Beichman has 30 years of information technology, application implementation, and system integration experience in a variety of industries providing direction and vision-driven leadership in a team-oriented setting.

He has demonstrated a strong ability to understand business needs, find technical solutions and successfully implement those solutions. Articulate in presentations, public speaking and conversation, he grasps big picture situations and easily separates them into smaller manageable segments, exercising a balanced approach to complex situations. He has acquired experience as an implementer and consultant providing business, project management, and technical services to the utility CIS market as a project manager, solution architect, and process analyst serving the CIS marketplace. Specific CIS competencies include:
> Developed multi-year project plans for multiple CIS implementations > Wrote functional and technical specifications for modifications to CIS systems including modifications for delinquency, charge calculation, bill print, service orders, notes, meter reading, and several modifications specifically in support of deregulation requirements
> Wrote functional and technical specifications for interfaces between CIS systems and multiple other applications including ITRON handhelds, Interactive Voice Response (IVR), Cash Remittance Processors, Oracle financials General Ledger, Oracle financials Accounts Payable, and third party invoice printing and bill presentment providers
> Managed the contractual and budgetary process between CIS vendors and their clients; the development of data conversion from legacy CIS systems to new CIS; the development and testing of modifications to CIS systems performed both by vendors and third-party system implementers; managed the development and testing of interfaces to and from CIS including the development of integration test plans; and the CIS defect and issue tracking processes > Developed AS-IS and TO-BE process mapping for all CISrelated functional areas at multiple clients Work History / Project Experience
Excergy Corporation – February 2015 to Present
Executive Consultant, CIS/CX/FIS Practice Director
Provide consulting services to utilities in the areas of back office services including CIS, Consumer Experience, and Financial Information Systems.

Suite 401 Consulting, LLC Waterville, Maine – 2010 to 2015 Sole Proprietor
Provide management, technology and project consulting services to various clients including:

JOHN C. BEICHMAN

CIS SME
Education
A.B. (Honors), Harvard
University, 1978
M.S., Information Resource
Management, Syracuse
University 1983
Area of Expertise
> CIS and billing
> Bill design & Electronic
bill presentment
> Utility Customer
Experience Strategy
> Utility Call Centers
> Business & IT Plans
> Change Management
> Business Analysis
> Project Quality
Assurance
> IT Strategy
> Technology Evaluation
and Deployment
> Business Requirements
Identification
> Process Improvement
> Strategic Planning
> Major System
Implementations Project
Management
> Cross-Functional Team
Leadership
> Team Motivation
> Staff Management
Industry Experience
Includes:
> Utilities: Electric, Gas,
Water, Green Power,
Municipal and IOU
> Non-profit
> Manufacturing both
Discrete and Process

JOHN C. BEICHMAN

Otter Tail Power, Fergus Falls MN: Delivered process mapping training and services delivery in preparation for CIS selection and implementation. Provided management consulting to both steering and project teams. Currently providing QA services.

EMTEC/First Advantage, Indianapolis, IN, Atlanta, GA & St. Petersburg, FL: Project manager and functional solution architect for a multi-million dollar multi-source invoicing integration project for a 350M financial services company post M&A. Work involved business process mapping, executive level advising, project management including oversight of off-shore development resources and quality assurance for system integration.

Green Mountain Power, Burlington VT: Provided oversight and quality control on selection of software for DOE funded Smart Grid Projects. Lead business process mapping training and service delivery in preparation for new Smart Grid systems’ implementation. Provided management consulting to steering team, quality control oversight, wrote integration test plan, oversaw and provided transition services change of project leadership team, developed integrated project plan across multiple vendors, developed system test and performance test plans.

GAS RECOVERY SYSTEMS (GRS), Livermore, California – 2002 to 2007 Served as Chairman and Independent Director/Trustee for this landfill based gas and electric power producer with 28 generation plants producing 124 megawatts of green power in 8 U.S. states with over $55M in annual revenues. He was Entrusted with business liaison operations and strategic activities associated with environmentally sensitive / highly regulated power plants. Spearheaded collection of acquisition debt payments required to support cash flow. Provided approval authority for annual and multiyear operational / capital budgets as well as establishing audit committee and granting agreement on all audited financial reporting and taxes.

REKADOM, INCORPORATED, Waterville, Maine – 1998 to 2003 As Founder and President he provided implementation and consulting services for electric, gas, water, municipal and investor owned utilities serving 3 countries and 10 U.S. states with annual revenue in excess of $3.0M. He provided CIS executive level consulting services and/or project management at AllEnergy, LLC, Charlotte County Utilities, Citizen’s Gas & Coke Utility, City of Provo Power & Water, Jamaica Public Service Company, Lee County Electric Co-operative, Philadelphia Suburban Water, Public Service of New Mexico, TNPE, Inc., and Toronto Hydro Electric System.

SOLE PROPRIETOR, Waterville, Maine – 1997 to 1998
Delivered Information Technology and project management consulting services as a business liaison operating between multiple parties to plan and execute system integrations for a utility client, generating over $240K in revenue.

BANGOR HYDRO-ELECTRIC (wholly owned subsidiary of Emera, Inc.), Bangor, Maine – 1994 to1997 For this provider of electrical / utility services to more than 110,000 customers, performed as the project manager for the implementation of a new CIS and oversee general technology changes that drove a 5 year technological plan. Partnered with a business project manager and served as liaison to strategize on projects. Created cross-functional IT and business project team of 12 initial core individuals, growing to a peak of 28 including contractors and vendor personnel. Mr. Beichman delivered critical project milestones while keeping within the $7M budget despite a grossly underestimated vendor project cost proposal, decreased employee costs over $250K annually as a result of automating billing for a large industrial customer base, reduced inaccurate meter reading over 90% and avoided re-bill activities due to automating the meter reading system with data integration into the customer information system, and saved over $160K per year due to eliminating walk-in payments at remote offices.

Patrick Noonan has 25 years of experience providing technical and management consulting services for geographic information systems (GIS), AMI and other information technology initiatives. He is an expert in providing IT and management consulting services for geospatial and related technology project implementations. His expertise includes providing solution architecture, strategic planning, business process, testing program management, training, implementation and integration services to utilities and municipal organizations nationwide. His experience includes business process design for GIS maintenance and implementation, AMI and OMS; as well as data conversion and conflation, including specifications, design, management, data modeling and database design, as well as Water utility conflation/conversion and program management. Patrick has conducted software development lifecycle testing and training program development and management for large, multiinterface project implementations, and has coordinated product vendor, testing vendor, end user testing, and deployment roll-outs for large multi-year IT programs.

Work History / Project Experience
Excergy Corporation – 2016 to Present
Principal Consultant/Solution Architect
Mr. Noonan is responsible for expanding the firm’s GIS capabilities and service offering and for developing testing and training programs to support project implementations. He is also responsible for IT architecture specific to Smart Meter operational technologies. Representative projects include:

Tacoma Power, WA. Project manager and GIS SME. Captured use cases and developed a geospatial roadmap & governance plan to support the utilities migration and evolution from GESW and OMS to Esri and ADMS.

Intermountain Rural Electric Association (IREA), CO. Solution architect supporting the implementation of a graphic work design solution that is integrated with its Esri ArcGIS.

Merced Irrigation District, CA. Test engineer and solution architect responsible for overseeing the integration and user acceptance testing for MID’s electric AMI meter replacement project.

Chelan County Public Utilities District, WA. Helped analyze and provide recommendations to help finalize the County’s IT/OT strategic roadmap.

City of Fort Collins Utilities, CO. Project Manager and GIS SME. Captured geospatial data, desktop utilization, mobile usage, and integration requirements to develop a 10-year strategic technology roadmap comprised of six business releases. Later served as enterprise architect to capture integration requirements between CIS, AMI, Asset Management, ADMS, and GIS applications. Also previously served as test engineer for Maximo – Data Splice asset and work management application deployment.

Silicon Valley Power, CA. System architecture and test engineering to identify AMI MeterConnect components and determine required testing to support a soft launch of SVP’s AMR to AMI migration.

Halifax Water, Canada. Test engineer responsible for developing, administering, documenting, and troubleshooting test cases for the utilities AMI project implementation.

PATRICK J. NOONAN, GISP

SOLUTION ARCHITECT
Education
M.S., Geography
University of South Carolina
B.S., Economics and
Geography
University of California, Santa
Barbara
Areas of Expertise
> IT Strategic Planning
> Systems Architecture
Design
> Testing and Training
> Project Management
> Business Process Modeling
and Optimization
> GIS Program
Implementation
Certifications
Certified Geographic Information
Systems Professional (GISP),
#91783
Publications &
Presentations
> “Challenges to
Implementing an Enterprise
GIS Landbase
Maintenance Program,”
GIS in the Rockies,
September 2016
> “Enterprise GIS Best
Practices,” GIS in the
Rockies, September 2009
> “Digital Plan Submittal City
of Charlotte/Mecklenburg
County.” ESRI Users
Conference Proceedings,
July 2003.
> “Water Data Model
Development within
Charlotte-Mecklenburg
Utilities.” ESRI Users
Conference Proceedings,
July 2003.

PATRICK J. NOONAN

ElectriCities, NC. IT Roadmap creation to identify strategies, gaps, projects, and technologies to support ElectriCities services footprint over the next five-ten years. Project is considering how to include “disruptive technologies” such as Distributed Energy Resources, Cyber Security, etc. as part of overall IT strategy.

Cyient Inc. & Southern California Edison – 2011 to 2015 Business Architect and Senior Technical Consultant
Mr. Noonan was responsible for maintenance, analytics, and reporting solutions for the companies centralized GIS project, including business process design, requirements, design, and support during implementation. He served as a conduit between customer and offshore technical team and as a catalyst for landbase strategy and maintenance implementation to support utility GIS using Map 3D, GESW, and Esri platforms with Oracle Spatial DB. Specific engagements include:

Southern California Edison, CA. Phase I – Business Architect for Cyient team to assist with data conflation and consolidation requirements, database design, system interface and application design, and with system and user acceptance testing.

Southern California Edison, CA. Phase II – Senior Business Analyst working for SCE responsible for landbase maintenance, CIS meter mapping automation, and GIS web viewer programs including business requirements, artifacts to support system requirements, business process, integration, system, and user acceptance testing, deployment rollout, training, and ongoing program support.

PJN Consulting, Inc. – 2001 to 2016
President and Principal
Xcel Energy, MN. GIS architecture assessment to identify strengths and weaknesses of the utility’s existing enterprise GIS program. Over thirty recommendations were presented by Mr. Noonan for improving the utilities GIS architecture.

Southern California Edison, CA. Solution architect and senior business consultant for multi-year GIS implementation project to re-conflate utility data to single data repository and then utilize new and legacy applications for data maintenance.

Gwinnett County, GA. Business process and pilot project implementation for electronic plan submittal service offering to development community to expedite plan design review.

Orange County, NC. System integration process mapping for integrated land records system between multiple County departments.

City of Charlotte, NC. Developed a three year strategic plan for enterprise GIS program development and managed implementation of several of the initiatives that were identified.

Charlotte-Mecklenburg Utilities, NC. Project consultant for starting GIS program transforming organization from paper and CAD records management to centralized GIS database.

City of Indianapolis, IN. Developed a four year Strategic Plan for the City’s GIS Team to identify strategic objectives and establish budgeting requirements.

Convergent Group/UGC Consulting – 1995 to 2001
Senior Technical Consultant and Project Manager
Mr. Noonan served as a senior member of the Public Sector Client Services Division and as a subject matter expert in GIS and land records management. His experience included project management, cost benefit analysis, GIS conversion specifications, database modeling and design, data conflation, GIS application requirements, business process design, and user needs assessments and requirements gathering. Key clients included Mecklenburg County, Charlotte, NC; Grand Valley REGIS, Kent County, MI; City of Grand Rapids, MI; City of Indianapolis/Marion County, Indianapolis, IN.

RESPONSE TOUKIAHRFPFOR CISPROJECTMANAGEMENT SERVICES
B‐1
Appendix B: Additional Information
While not part of the proposed scope ofservices requested in the RFP, we are providing a description of our holistic project approach that many of our customers choose to follow during CIS implementation. Excergy believesit isimportant to consider not only the technology but also the people and process aspects of the implementation. This information is provided to assist the City in understanding our full capabilities to support your CIS Project Management engagement.

Business Process Transformation
With the implementation of a new technology, the processes used by the utility may need to change to most effectively take advantage of thistechnology. These changes will likely improve the efficiency of the City and have a positive impact on customerservice.

Excergy approaches business processtransformation by first conducting a business processimpact assessment to identify the existing organizations, business processes, and systemsthat will be impacted by the selected CIS software implementation. This assessment initiates the appropriate business processreengineering activities to prepare for the CIS solution.

Once the assessment is complete, Excergy employs a three‐stage implementation to effectively transform the utility’s business processes. The firststage preparesfor the CIS vendor workshops and produces estimated to‐be business process modelsfor the project and itsimpacted technologies and business. The second stage produces additional modelsthat were not needed for the vendor workshops and produces a complete set of materials. The third phase refinesthese models based on the Design/Build Phase of the project and development activities that occur asthe vendor design decisions are finalized.

In the first and second stages of Business Process work, Excergy facilitates business process assessmentsessions with the utility to identify the day‐to‐day business processesthat will be affected by the CIS project. Initially, the sessions addressthe “as‐is” or current business practices, and then produce a baseline set of “to‐be” future state, new CIS technology enabled, business processes. To accomplish this, Excergy uses our reference models, vendor information, and past experience to facilitate these sessions. Gaps are identified between each CIS enabled business process and the utility’s existing business processes.

Our reference models provide a baseline “to‐be” state for the process workshops and are organized by the major process groupings,such as:
► Manage customer interactions and customerservice.
► Schedule, assign, perform, and close field work specifically related to customer service. ► Provide back‐office support.

The goal of the workshop sessions isto assessthe following:
► If the CIS enabled business processes accurately reflect the utility’s goals and vision and to ensure alignment with the culture, organization, and any other applicable constraints (such asthe governing body). ► At a high‐level, the major known gaps, benefits, and risk areas associated with the future state, CIS enabled, business processes.

RESPONSE TOUKIAHRFPFOR CISPROJECTMANAGEMENT SERVICES
B‐2
Stakeholder Engagement & Communications
Of the many lessonslearned in CIS projects over the past decade, one of the most important is how critical it isto plan, manage, and engage stakeholders to build understanding and align expectations. For municipal utilities, effective engagement is not only essential to successful project implementation, but also aligns with and enhancesthe historic relationship between the utility and the community itserves. Excergy staff managed the research and development of APPA’s Smart Grid Customer Engagement Essentials. We also received recognition from the Department of Energy as best‐in‐class for ARRA smart grid communications efforts. This work combines with our planning and implementation experience for effective strategy and efficient implementation.

Both internal and externalstakeholders need to be engaged to addressthe needs of the community and support successful project implementation. Working with staff, Excergy consultants assess overallstakeholder endorsement levels and methods used, then develop engagementstrategiesleveraging—and perhaps expanding—those methods.

The goal ofstakeholder engagement isto effectively inform and engage the supporters while minimizing the impact of resistors, by offering factual responsesto concerns and options to meet their needs. For example, there are three known topics of concern that must be addressed in CIS projects: (1) price/rates; (2) privacy and data security; (3) data accuracy. Although public resistance to CIS projectsis minimal, recent experiencesindicate that utilities must be prepared and addressthese issues nonetheless.

Excergy develops clear plans for Stakeholder Engagement/ Communicationsthat leverage existing utility practices and address both strategy and tactical implementation.

Organizational Change Management
The transformative nature of technology projectsrequiresthatstaff adjust work processes and routines to effectively use the systems and realize the significant benefits both internal and external to the organization. This change needsto be handled efficiently and effectively thereby reducing staff apprehension and providing the toolsthey need to succeed. This task supports successful project implementation through internal OCM.

Effective OCM is grounded in basic human psychology,starting with addressing each individual’s question, “What’sin it for me?” Once that is addressed, there isreceptivity to building the knowledge necessary to influence attitudes and support behavior change,such as a new way of performing job duties. For example, in the case of CIS projects, reassignment of certain staff (e.g., customerservice and billing personnel) based on the new technology capabilities is an issue that must be forthrightly addressed early in the process.

Over the past few years, effective OCM has been recognized as a criticalsuccess factor for technology project implementation. The job of change management isto fundamentally move people as efficiently and effectively from the currentstate to high performance in the new environment.

Excergy works with utilities to develop an OCM approach that includes practical and effective activities designed to support the transition of people and processesto realize the benefits of the new technology. This OCM plan provides strategies and details tacticsthat maximize performance prior to, during, and after the technology implementation.

Excergy uses a proprietary Alignment Optimization methodology, which is based on Nobel Prize‐winning work on how individuals and teams make effective decisions and take coordinated action. This technology‐enabled consulting methodology—combined with traditional consulting and facilitated workshops—creates both a unified vision and a powerful drive toward effective implementation.

Experience showsthat having a clear and unified vision for a technology project from the outset greatly enhances projectsuccess.

ATTACHMENT 2

COU 2021-089-A2

CITY OF UKIAH
AMENDMENT NO. 2
TO

PROFESSIONAL SERVICES AGREEMENT

BETWEEN
EXCERGY LLC and THE CITY OF UKIAH
This Amendment No. 2, entered on April 7, 2022 revises the Agreement for Professional services dated July 7, 2020 between the City of Ukiah and Excergy LLC, a part of E Source Companies LLC, for professional consulting services relating to project management services for the replacement of the City’s Utility Billing Customer Information System (CIS).

This Amendment No. 1 adds $55,000, with a monthly-not to exceed value of $7,352, retroactive to February 2022. This revises the total, not-to-exceed amount to $233,131.

Except as expressly amended by this Amendment, all other terms remain unchanged and in full force and effect.

IN WITNESS WHEREOF, THE PARTIES HAVE EXECUTED THIS
AMENDMENT ON THE EFFECTIVE DATE:

CONSULTANT
BY: DATE:

PRINT NAME:

CITY OF UKIAH
BY: DATE:

SAGE SANGIACOMO, CITY MANAGER
ATTEST
BY: DATE:

KRISTINE LAWLER, CITY CLERK
Attachment 3

Agenda Item No: 11.a.

MEETING DATE/TIME: 4/6/2022
ITEM NO: 2022-1491

AGENDA SUMMARY REPORT
SUBJECT: Conduct a Public Hearing and Receive the Measure P Oversight Board Report and Findings for 2019 and 2020 and Disband the Committee Per Resolution 2014-28.

DEPARTMENT: Police PREPARED BY: Noble Waidelich, Chief
PRESENTER: Police Chief Noble Waidelich
ATTACHMENTS:

1. 2014-28 CC Reso - Establishing Expenditure Plan for Public Safety and Oversight Board

2. Measure P Financial Report, FYs 2019 and 2020
Summary: During the summer of 2014, the Ukiah City Council approved Resolution 2014-28 establishing a spending plan for Public Safety and the creation of an Oversight Board to make reports on the public safety plan. In February of 2022, the City Council selected the Oversight Board, which has now met and reviewed the Measure P Annual Financial Report.

The purpose of this public hearing is to report on the Measure P Oversight Board’s findings.

Background: During the summer of 2014, the City of Ukiah began the effort to renew Measure S, a ½ cent sales tax. During this process, the City Council unanimously approved Resolution 2014-28 (Attachment 1), which established an expenditure plan for public safety and an Oversight Board to make periodic reports on the performance of the public safety spending plan.

The Ukiah City Council also unanimously adopted Resolution 2014-29, which was placed on the November 2014 regular municipal election ballot, calling for the extension of the one-half percent general sales tax without a sunset clause. In November of 2014, 76% of Ukiah’s participating voters approved Measure P.

In February of 2022, the Ukiah City Council selected and appointed a Measure P Oversight Board to participate in the process and conduct the review for Fiscal Years 2019 and 2020. The selected members included Anothony Selvitella (representing Ukiah Fire), Max Brazill (representing Ukiah Police) and three atlarge members; Edward Eversole, Roe Sandelin, and Larry Olson.

The Measure P Oversight Committee met on March 15, 2022, and reviewed and discussed the City’s Measure P Annual Financial Reports.

Discussion: At the March 15, 2022, Measure P Oversight Board meeting, the committee members met, along with City of Ukiah representatives, Kristine Lawler, Daniel Buffalo, and Noble Waidelich. To begin the process, City Clerk Lawler issued the Oath of Office to the committee members. Finance Director Daniel Buffalo reviewed the City’s Annual Measure P Financial Reports for FY 2019 and FY2020, and the Oversight members asked questions concerning the Public Safety budgets and overall staffing needs of both Police and Fire. (Attachment 2)
The committee discussed Police and Fire services within Ukiah, and the response area of the Ukiah Valley Fire Authority. The committee discussed the fact that costs of services have increased over the years. The committee discussed what revenue options were available to Police and Fire services and how annexation could increase revenues and or benefit the service area.

The committee voted unanimously to adopt the City’s Annual Measure P Financial Reports, in which funds were spent in alignment with the Measure P expenditure plan incorporated in the resolution for FY 2019 and FY 2020, which includes staffing levels, and the historical expenditure of funds to support public safety. The committee did not require any additional documentation, or have any additional concerns regarding the expenditures.

Recommended Action: Resolution 2014-28 directs the City Council to conduct a Public Hearing, receive the Measure P Annual Financial Report, and if no further action is desired, disband the committee.

Citizen advisement: Notice to be published in Ukiah Daily Journal no less than 10 days prior to the Public Hearing, placed in the Civic Center Public Binder and available for public review on the City's website at http://www.cityofukiah.com/projects/notices-and-bulletins/ under the Public Notices tab. Measure P Oversight Committee members.

BUDGET AMENDMENT REQUIRED: None
CURRENT BUDGET AMOUNT:

PROPOSED BUDGET AMOUNT:

FINANCING SOURCE:

PREVIOUS CONTRACT/PURCHASE ORDER NO.:

COORDINATED WITH: Sage Sangiacomo, City Manager; Dan Buffalo, Finance Director; Douglas Hutchison, Fire Chief; and Kristine Lawler, City Clerk.

RESOLUTION NO. 2014- 28

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF UKIAH ESTABLISHING AN

EXPENDITURE PLAN FOR PUBLIC SAFETY AND AN OVERSIGHT BOARD TO MAKE

PERIODIC REPORTS ON THE PERFORMANCE OF THE EXPENDITURE PLAN WHEREAS:

I

1. The City of Ukiah is 47 square miles in size, but is surrounded by additional urban areas and residential subdivisions within an unincorporated portion of Mendocino County. The Ukiah Valley is the most populous portion of Mendocino County, containing, at least, 2/ 3 of the total county population; and

2. The California Department of Finance estimates the population of the City of Ukiah (" City") Iasof January 1, 2004, at 15, 907 people and 16, 185 as of January 1, 2014; and

3. Ukiah is the County Seat for Mendocino County and a commercial center for Mendocino County, Lake County, Southern Humboldt County and Northern Sonoma County; and I4. As such during business hours, the City population swells to perhaps as many as 40, 000 people, including people who work, shop and receive services in Ukiah; and

5. Ukiah also is located on U. S. Highway 101, which is the major north- south highway west of I Interstate Highway 5, and links southem California to Northem California and Oregon; and i

6. Consequently, a small city with a population of 15, 907 people in 2004 and 16, 185 in 2014 must provide law enforcement, fire protection and emergency medical services to a day time population of 40, 000, and respond to emergencies within the City, on U. S. Highway 101, and on a mutual aid basis within the larger Ukiah Valley; and

7. Public safety services are a general fund obligation of the City, which receives revenues from ad valorem property taxes, sales taxes and vehicle license fees. The City receives only 1% of the gross receipts from taxable retail sales within the City and less than 10% of the property taxes collected from real property located within the City; and

8. While population within the Ukiah Valley and City of Ukiah has grown over the last 30 years, calls for police services have also grown significantly. Calls for police services has I increased from around 2500 calls in 1969 to over 25, 000 in 2014, or by 1000%. Calis for service have increased in virtually every category, including assaults with weapons, burglary, thefts and shoplifting, drugs, sexual assaults and domestic violence; and

9. In contrast, between the years 1989 and 2003, the number of sworn officers in the Ukiah Police Department has remained constant at 28 officers; and

10. Calls for fire services have also grown. Between 1986 and 2012, fire calls increased 61% from 1. 353 in 1986 to 3, 277 in 2012; and

11. In 1988, the Ukiah Valley Fire District contracted with the City of Ukiah to provide fire I services. The combined fre department had 15 firefighters; and

12. In 1988, the Ukiah Valley Fire District and City of Ukiah fire departments elected to I
independently provide fire services to their communities. Over the next 20 years, City of Ukiah Fire Department continued to provide at least 15 firefighter staffing; and

13. In 2003, due to the State of California' s budget deficit, the City' s general fund revenues were decreased significantly; and
I
ATTACHMENT 1

14. As a result, the City was faced with substantial deficits for fiscal years 2004- 2005, which required lay- offs or other reductions in expenditures for public safety services in the City; and

15. These budget deficits lead to deferment of equipment replacements, including fire engines, the City' s ladder truck and police patrol cars; and

16. To address the significant demands of an increased public safety workload and provide funding for necessary equipment, in June of 2005, the Citizens of Ukiah passed by a majority vote, Measure S, a '/ z cent general sales tax measure (" Measure S Sales Tax"), and Measure T, an accompanying advisory measure, which said that the first priority for additional sales tax funds should be support of essential public safety services; and

17. Measure S provided funding that has been used to increase the Police Department staffing from 28 sworn officers to 32 sworn officers. The 4 additional officers ( one per work shift) were added to address workload increases and decrease response times; and

18. Measure S allowed the Fire Department to replace aging fire equipment, including the City' s essential ladder truck, and other fire vehicles, and maintain a staff of at least 15 firefighters, with at least 4 firefighters on duty per shift for emergency services; and

19. In 2008, the Nation, State of California and the City of Ukiah, experienced a recession which significantly reduced city revenues from sales taxes, including revenues received from Measure S. Due to these budget deficits, the City' s general fund revenues were significantly decreased; and

20. This unanticipated nation- wide recession forced the City of Ukiah to eliminate open positions, layoff personnel and reduce general fund budgets; and

21. Over the last six years, every employee in the City of Ukiah has had a 5% reduction in pay, and absorbed increases to their health insurance costs, in addition to various unpaid furloughs and reduced work hours which were made necessary by significantly reduced sales and property tax revenues ; and

22. The City of Ukiah fully complied with the PERS retirement cost reductions, reducing retirements costs for new employees; and

23. The Police Department was reduced over a two year period from 32 sworn officers to 30 sworn, then 26 sworn officers, because of the 2008 recession and reduction in General Fund revenues and Measure S revenues; and

24. The Fire Department operated ambulance service was eliminated as an additional measure to economize in response to the 2008 recession and reduction in Measure S Sales Tax and General Fund revenues, because the cost of the ambulance service exceeded the limited compensation from reduced Medi- Cal and Medi- Care reimbursements; and

25. As the economy improved, and General Fund revenues and Measure S Sales Tax revenues have been restored to the levels prevailing before the 2008 recession, the City of Ukiah has worked to improve public safety services to the Ukiah community; and

26. For a two year period commencing January 1, 2014 and ending on December 31, 2015, the City of Ukiah and the Ukiah Valley Fire District have entered a contract to provide fire services to the entire Ukiah Valley and City of Ukiah; and

27. This agreement has increased the available on- duty firefighting staff to 18 firefighters, ( 11- City paid personnel, 6- District personnel, and shared Fire Chief ) a combined twodepartment volunteer firefighter force, with an increased firefighter capacity to at least 6 firefighters on- duty each day for firefighting and Paramedic medical services; and

28. The City Council has reauthorized the Police Department to increase staffing back to 32 sworn officers. The additional officers ( which allow for an extra officer per work shift) were added to address workload increases and decreased response times; and

29. Unlike the City' s 1% share of the current 825% statewide sales tax, all sales taxes produced by Measure S must remain in the City of Ukiah. These taxes cannot be taken away by the State of California. Although enacted as a general tax which can lawfully be used for any municipal purpose, the City Council has and by this resolution will continue to place the Measure S Sales Tax revenue in a designated account within its budget and financial statements so that its use for public safety services can be reviewed, audited and accounted for; and

30. In addition, it is the intent of this resolution to commit the City to maintain the amount of general fund revenues supporting public safety at or above current levels. This resolution also commits the City to maintain the current level of public safety services, including a minimum of 32 sworn police officer, and the level of fire prevention and protective services commensurate with the City of Ukiah' s portion of any City and District contractual agreement forjoint fire, paramedic and fire prevention operations; and

31. Measure S will sunset in September of 2015. Without the continuation of Measure S Sales Tax revenue, the City of Ukiah could not maintain current Police and Fire services. Without Measure S Sales Tax revenues, the City of Ukiah would be forced to reduce or eliminate some or all of these essential public safety services.

NOW, THEREFORE, BE IT RESOLVED AS FOLLOWS:

1. EXPENDITURE PLAN: While the revenue received by the City from Measure S Sales Tax is unrestricted general fund revenue, by this resolution, the City Council commits to using these revenues to provide public safety services. " Public safety services" means law enforcement and crime prevention services provided by the Ukiah Police Department, and fire protection and prevention and emergency medical services provided by the Ukiah Fire Department, by contract with the Ukiah Valley Fire Protection District or any other arrangement approved by the City Council. These taxes may be used to pay for such public safety services expenses as the training and salaries, including overtime and specialty pay, and fringe benefits, of public safety officers and support staff working in the Police Department and of firefighters, emergency medical technicians and support staff providing fire prevention and protection services to the City. These funds may also be used for operating expenses, and the purchase of vehicles, equipment and supplies, and capital improvements used exclusively for Public safety services.

A. Accountinq for Public Safetv Services Revenue. In each fiscal year commencing with the 2014- 2015 fiscal year, for purposes of accounting for the use of these revenues, the City shall continue to credit to an account or fund in the City' s budget and financial records, to be designated by the Finance Director, all of the following: ( 1) Measure S Sales Tax revenue; and ( 2) " Public Safety Revenue" which is the revenue produced by the Police and Fire Departments.
3

B. Minimum level of Public Safetv Services. The City shall maintain a minimum level of public safety services, but nothing in this resolution prevents the City Council from establishing a higher level of public safety services, reorganizing or changing the method of providing public safety services or reducing staffing for public safety where required by financial necessity resulting from circumstances beyond the control of the City, such as a prolonged recession like the one experienced in 2008 or other prolonged and substantial reduction in general fund revenues. The minimum level of public safety services shall be the level of such services available in the City in the 2014- 15 fiscal year, including the following: ( 1) thirty-two 32) full-time peace officers as defined in Penal Code Section 7 and Title 3, Part 2, Chapter 4. 5 commencing with Section 830), and the level of fire prevention and protective services commensurate with the City of Ukiah' s portion of any City and District contractual agreement for joint fire, paramedic, and fire prevention operations .

2. OVERSIGHT COMMITTEE. Every two years after the Effective Date of Ordinance No. 1149, extending the Measure S sales tax, the City Council shall appoint five people to an Oversight Committee" the only function of which shall be to review the City' s budget for public safety services and the expenditure of the revenues so budgeted. The persons appointed to the Oversight Committee should represent a broad range of interests in the City, including such interests as business owners, ethnic minorities, ( 1) Ukiah City firefighter, ( 1) Ukiah City peace officer, homeowners and tenants.

The City Manager shall provide the Oversight Committee with any information it requests which is not exempt from disclosure under the California Public Records Act and shall assist it in organizing and analyzing the information so provided. The Oversight Committee must prepare a written report which shall be presented to the City Council at a noticed public hearing and which shall be available to the general public for not less than 10 calendar days prior to the scheduled hearing date. The report shall contain an analysis of the level and types of service provided by the City' s police department and fire department or other arrangement approved by the City Council, the revenues and expenditures of the designated fund or account. It shall also make recommendations concerning the future use of these funds and levels and types of service. The Oversight Committee shall dissolve after it files its report with the City Council, until a new Oversight Committee is appointed for the next two year review.

3. ACCOUNTING FOR MEASURE S SALES TAX REVENUE. All Measure S Sales Tax revenues and all interest on said revenues shall be credited to the designated fund or account and shall be designated for use in accordance with this Resolution.

PASSED AND ADOPTED ON JUNE 24, 2014, BY THE FOLLOWING ROLL CALL VOTE:

AYES: Councilmembers Scalmanini, Crane, Thomas, Landis, and Mayor Baldwin NOES: None
ABSENT: None
ABSTAIN: None
Philip E. Idwin, Mayor
ATTEST:
s.
i _ G , -
Kristine Lawler, City Clerk
4

Measure P
Oversight Committee
Fiscal Compliance Report
Fiscal Years 2019 and 2020
ATTACHMENT 2

Fiscal Year 2019

Measure P - Fiscal Year 2018-19
Measure P, passed by a simple majority (50 percent plus 1) of Ukiah voters in November of 2014, is a general (unrestricted) transaction and use tax. A general, unrestricted tax is one that can be used to fund any program, function, service, or project at the discretion of the City Council. It is not a special, restricted tax, which would require approval of two-thirds of the voting public. It continued a sun-set transaction and use tax, known as Measure S (2005), accompanied by an advisory Measure T (2005). Measure P, however, was passed with no advisory measure.

The purpose of Measure P is to augment public safety expenditures to provide a higher level of police and fire service to the community. Amounts collected from the tax are to be used in addition to the commitment of the General Fund and not in replacement of. The following graph demonstrates how the past revenue measure (S) and now Measure P have been employed with relation to the General Fund.

Every year, the City Council appropriates resources in the amount of revenue expected from Measure P for projects, programs, and activities that are in the spirit of the measure. The City Council has committed these funds to enhance the General Fund activities in public safety. Below is a schedule of what those were and what resources were allocated to them.

Measure P
Baseline Increase
Expenditure Uses by Category FY 2014-15 FY 2018-19 (Decrease) Police:

Sworn officers 32 34 2
Misc personnel 18 19 1
Personnel $ 6,049,608 5,986,885 $ (62,723)
Operations 2,660,085 2,492,717 (167,368)
Capital 186,594 261,265 74,671
Total police 8,896,287 8,740,867 (155,420)
Fire:

Firefighters:

City 11 19 8
UVFD1 6 0 (6)
Personnel 1,506,406 2,010,994 504,588
Operations:

Contractual 516,180 263,765 (252,415)
Other 530,822 1,357,198 826,376
Capital 30,400 5,183 (25,217)
Total fire 2,583,807 3,637,140 1,053,333
Total public safety 11,480,094 12,378,007 897,913
Dedicated Revenue Sources
Measure P transaction and use tax 2,465,521 2,972,334 506,813 Public safety revenue:

Police2
1,001,861 830,514 (171,347)
Fire 37,235 128,898 91,663
Other revenue - - -
Total revenue 3,504,617 3,931,746 427,129
Excess (deficiency) revenues over expenditures (7,975,477) (8,235,405) (259,928) Other Financing Sources
General revenues, general fund 7,975,477 8,235,405 259,928 Remaining resources $ - $ - $ -
Notes:
1) UVFD personnel were transferred to the City in 2018 as permanent City employees. UVFD contracts for all fire services through the City. 2) Includes external revenue for dispatch services.
3) UVFD personnel were transferred to the City in 2018 as permanent City employees. UVFD contracts for all fire services through the City.

Uses and Sources
Public Safety Activities
Comparative
Source: City of Ukiah Comprehensive Annual Financial Report, Fiscal Year Ended June 30, 2019

Fiscal Year 2020

Measure P - Fiscal Year 2019-20
Measure P, passed by a simple majority (50 percent plus 1) of Ukiah voters in November of 2014, is a general (unrestricted) transaction and use tax. A general, unrestricted tax is one that can be used to fund any program, function, service, or project at the discretion of the City Council. It is not a special, restricted tax, which would require approval of two-thirds of the voting public. It continued a sun-set transaction and use tax, known as Measure S (2005), accompanied by an advisory Measure T (2005). Measure P, however, was passed with no advisory measure. The purpose of Measure P is to augment public safety expenditures to provide a higher level of police and fire service to the community. Amounts collected from the tax are to be used in addition to the commitment of the General Fund and not in replacement of. The following graph demonstrates how the past revenue measure (S) and now Measure P have been employed with relation to the General Fund. -
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
2008-09 2009-2010 2010-2011 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 2016-17 2017-18 2018-19 2019-20 Measure S/P Over Time
Revenue to Expenditures
Fiscal Years 2009 to 2020
Police expenditures Fire expenditures Measure S/P revenue General revenues

2014-15 2019-20 Variance with
Baseline Actual Baseline

REVENUES
Measure P $ 2,465,521 $ 3,372,183 $ 906,662
Public safety revenues:

Police 1,001,861 703,158 (298,703)
Fire 37,235 41,655 4,420
Prop 172 53,471 97,719 44,248
General revenues (general fund) 7,922,006 8,601,652 679,646 Total revenues 11,480,094 12,816,367 1,336,273

EXPENDITURES
Current:

Police 8,709,693 8,876,781 (167,088)
Fire 2,553,407 3,643,341 (1,089,934)
Total current 11,263,100 12,520,122 (1,257,022)
Capital outlay:

Police 186,594 5,131 181,463
Fire 30,400 291,114 (260,714)
Total capital outlay 216,994 296,245 (79,251)
Total expenditures 11,480,094 12,816,367 (1,336,273)
Excess (deficiency) of revenues over expenditures $ - $ - $ -

PERSONNEL
Police:

Sworn 32 34 2
Miscellaneous 18 19 1
Total police 50 53 3
Fire:

City 11 19 8
UVSD 6 - (6)
Total fire 17 19 2
Notes:
1) Excludes parking enforcement expenditures and associated revenue. 2) Excludes dispatch service revenue, except for general fund contributions. 3) Includes a temporary reduction in budgeted officers and an increase to the number of CSO positions, an interim measure to meet work demands due to the number of sworn officer vacancies.
4) Does not include Emergency Management services, which are included in Public Safety on the Statement of Revenues, Expenditures, and Changes in Fund Balance.

City of Ukiah
Measure P
Schedule of Revenues, Expenditures, and Changes in Fund Balances – Baseline to Current Actual For the Year Ended June 30, 2020
Source: City of Ukiah Comprehensive Annual Financial Report, Fiscal Year Ended June 30, 2020

Agenda Item No: 12.a.

MEETING DATE/TIME: 4/6/2022
ITEM NO: 2022-1526

AGENDA SUMMARY REPORT
SUBJECT: Consideration of Adoption of Resolution to Remove On-Street Parking on State Street, from the Intersection of Mill Street to Beacon Lane.

DEPARTMENT: Public Works PREPARED BY: Seth Strader, Administrative Analyst PRESENTER: Tim Eriksen, Director of Public Works
ATTACHMENTS:

1. Proposed No Parking Notice

2. Public Comment

3. Resolution
Summary: Council will consider adoption of a resolution to remove on-street parking on State Street, from the intersection of Mill Street to southern city limits (Beacon Lane) .

Background: "Complete streets" is a transportation policy and design approach that requires streets to be planned, designed, operated and maintained to enable safe, convenient and comfortable travel and access for users of all ages and abilities regardless of their mode of transportation. The California Complete Streets Act (AB 1358), adopted in 2008, requires that cities and counties incorporate “Complete Street” policies when updating their General Plan Circulation Element. Ukiah's General Plan is in the process of being updated now (https://ukiah2040.com/); however, Engineering Staff and City contractors have already been working to incorporate Complete Streets principles into their designs for many years. Recently, in anticipation of an accelerated street improvement schedule, the City Council created a Complete Streets Ad Hoc Committee and appointed Members Rodin and Crane to participate in this effort.

The design of South State Street between Mill and Beacon has been approved by Council. In order to incorporate Complete Streets principles, the design by Engineering staff included buffered bike lanes. This item requires very little engineering but will provide a significant benefit to the multimodal community. The design has been approved by the Ukiah City Council, but the elimination of parking is also required to accommodate the bike lanes.

Discussion: On March 24, 2022, Public Works sent out a notice informing stakeholders (property owners and occupants of those addresses) of the proposal to remove on-street parking along both sides of State Street between Mill Street and Beacon Lane, the southernmost street within the city limits. A copy of the notice can be found in Attachment 1. Public Works Staff has monitored this area for several months and has noted very few cars parked along this affected area. Of the cars that were occasionally parked in this area, it appears that all of them had other nearby parking options.

As of writing this agenda item, Public Works Staff has received one comment from the dentist's office located at 1119 S. State Street. Their comments and concerns can be found in Attachment 2.

The results of removing the on-street parking are depicted on the map (Exhibit A to the Resolution). Staff is recommending that Council adopt the Resolution (Attachment 3) removing the on-street parking on both sides of State Street between Mill Street and Beacon Lane.

Recommended Action: Adopt a resolution removing on-street parking on State Street from the intersection of Mill Street to Southern City Limits (Beacon Lane).

BUDGET AMENDMENT REQUIRED: N/A
CURRENT BUDGET AMOUNT: N/A
PROPOSED BUDGET AMOUNT: N/A
FINANCING SOURCE: N/A
PREVIOUS CONTRACT/PURCHASE ORDER NO.: N/A
COORDINATED WITH: Tim Eriksen, Director of Public Works

300 Seminary Avenue • Ukiah • CA • 95482-5400
Phone: (707) 463-6233 · Fax: (707) 313-3621 · www.cityofukiah.com March 24, 2022
State Street Resident/Property Owner
RE: Proposed no parking on State Street between Mill Street and Beacon Lane To Whom it may concern:

This letter is meant to notify you of a proposed project to remove parking along State Street between Mill Street and Beacon Lane as shown on the back of this letter. The purpose of this change is part of a project to repave this section of State Street. The removal of parking is required in order to install protected bike lanes for this area.

The proposal will be presented and discussed at the April 6 th, 2022 City Council Meeting held within the
City of Ukiah Civic Center at 300 Seminary Ave. Instructions on how to attend this meeting virtually can be found at http://www.cityofukiah.com/meetings/
If you would like to voice your thoughts or concerns prior to the Council Meeting you may contact the Public Works/Water Resources Analyst Seth Strader at (707)467-5719 or [email protected].

Sincerely,
Tim Eriksen
Director of Public Works
ATTACHMENT 1

Beacon Lane
Mill Street
S. State Street
LA
U
R
EL AV
E
N
U
E

EAST GOBBI STREET
S
O
U
T
H
D
O
RA
ST
R
E
ET
S
O
U
T
H
STAT
E
ST
R
E
E
T

WASHINGTON AVENUE

WEST MILL STREET

TALMAGE ROAD TALMAGE FRONTAGE ROAD

COOPER LANE

DEBORAH COURT

LOUISE COURT

OLGA PLACE

MC PEAK STREET

SOUTH STREET

LUCE AVENUE

OBSERVATORY AVENUE CUNNINGHAM STREET

S AN JACINTA
U
S 101

RUPE STREET
SOUTH
OAK
STREET
L
E
S
LIE
ST
R
E
E
T
OAK
PARK
AVENU
E

BEACON LANE

WASHINGTON COURT

BEACON DRIVE
N
O
KO
M

SI DRIVE

WABASH AVENUE

COCHRANE AVENUE
MA
RWE
N
D
RIVE
H
E
L
E
N
AVE
N
U
E

POMOLITA DRIVE

CHERRY STREET

DOOLAN CANYON DRIVE

MENDOCINO DRIVE

ALBRIGHT PLACE

WEST GOBBI STREET

SOUTH MAIN STREET
GA
R
D
E
N
S
AV
E
N
U
E

JONES STREET
B
E
T
T
Y
S
T
R
E
E
T
A
LIC
E
AV
E
N
U
E

MARLENE STREET

DOOLAN DRIVE

BANKER BOULEVARD

EAST MILLSTREET

BEACON WAY

BERKLEY WAY

RANEE LANE

SOUTH SCHOOL STREET

REDWOOD AVENUE

FREITAS AVENUE

THOMAS STREET

ROBINSON LANE

CREEK S IDE COURT
WAU
G
H
LAN
E
S
O
U
T
H
O
RC
HARD
AVENUE

YOKAYOCOURT

PORZIO LANE

CHERRY COURT

COMMERCE DRIVE

VILLAGE CIRCLE
AIR
P
O
RT
ROA
D

CAROLYN STREET
SOUTH
BARNES

BARBARA STREET

HOLDEN STREET

HILLCREST AVENUE
CO
U
RT
S
T
REET

MARSHALL STREET

SOUTH DORA STRRET

LEWIS LANE
C
R
E
STA
D
RIV
E
LO
R
RAIN
E
S
T
R
E
E
T
MULB
ERRY
S
TREET
CIND
E
E
D
RIV
E
RO
S
E
AV
E
N
U
E
YO
KAYO
D
RIV
E

HASTINGS AVENUE

AIRPORT
PARK

BOULEVARD

BAYWOOD COURT

PROPOSED NO PARKING
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Feet Document Path: S:\Public Works\Stricklin, Andrew\GIS Maps\GIS\Projects\Parking\No Parking on State Street.mxd This map is a guide. Every reasonable
effort has been made to ensure the accuracy
of the map and data provided. Parcel lines
are not intended to represent surveyed data.

Date Saved: 3/23/2022 7:46:10 AM
Public Works
Proposed No Parking

From: KM Jeffers
To: Seth Strader
Subject: proposed bike lane
Date: Wednesday, March 30, 2022 11:13:08 AM
[EXTERNAL EMAIL] DO NOT CLICK links or attachments unless you recognize the sender and know the content is safe.

Good Morning. I am writing in regard to the proposed bike lane from Mill St. to Beacon Ln.

We are very concerned about not having any street parking for our employees/patients. We currently have ten (one handicap) parking spaces on our property and we have ten employees that work and they park on the street to allow our patients to park in our spaces. We object to removing street parking. This is not acceptable. Please contact us with any questions.

Wilda "Willy" Gordon, Manager
KM Jeffers Dental Corporation, dba Ukiah Family Dentistry 1119 South State Street, Ukiah, CA 95482
707.462.2993, 707.462.3999 fax www.ukiahdentist.com
ATTACHMENT 2

RESOLUTION 2022-

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF UKIAH REMOVING ON-STREET

PARKING ALONG STATE STREET BETWEEN MILL STREET AND SOUTHERN CITY

LIMITS (BEACON LANE)
WHEREAS, the City Council may by resolution designate portions of streets upon which the standing, parking, or stopping of vehicles is prohibited or restricted pursuant to Article 11, Chapter 1, Division 8 of the Ukiah City Code; and
WHEREAS, Public Works is implementing Complete Streets concepts in concert with the Complete Street Ad Hoc; and
WHEREAS, Public Works is implementing the expenditure plan of Bond Funds as directed by City Council on February 2, 2022; and
WHEREAS, Public Works has identified State Street as a corridor that has opportunities for multi-modal form of travel; and
WHEREAS, the City Engineer has considered the request in March 2022, to establish the no parking zone within the City of Ukiah; and
WHEREAS, the City Engineer recommends this request regarding the no parking zone.

NOW, THEREFORE, IT IS HEREBY RESOLVED, that the City Council of the City of Ukiah does establish a no parking zone on State Street at a location determined by the City Engineer, and as depicted in Exhibit A.

PASSED AND ADOPTED this 6th day of April, 2022 by the following roll call vote:

AYES:

NOES:

ABSTAIN:

ABSENT:
______________________
Jim O. Brown, Mayor
ATTEST:
_______________________
Kristine Lawler, City Clerk
ATTACHMENT 3

Beacon Lane
Mill Street
S. State Street
LA
U
R
EL AV
E
N
U
E

EAST GOBBI STREET

SOUTH DORA STREET

SOUTH STATE STREET

WASHINGTON AVENUE

WEST MILL STREET

TALMAGE ROAD TALMAGE FRONTAGE ROAD

COOPER LANE

DEBORAH COURT

LOUISE COURT

OLGA PLACE

MC PEAK STREET

SOUTH STREET

LUCE AVENUE

OBSERVATORY AVENUE CUNNINGHAM STREET

S AN JACINTA
US 101

RUPE STREET

SOUTH OAK STREET

LESLIE STREET

OAK PARK AVENUE

BEACON LANE

WASHINGTON COURT

BEACON DRIVE
N
O
KO
M

SI DRIVE

WABASH AVENUE

COCHRANE AVENUE

MARWEN DRIVE

HELEN AVENUE

POMOLITA DRIVE

CHERRY STREET

DOOLAN CANYON DRIVE

MENDOCINO DRIVE

ALBRIGHT PLACE

WEST GOBBI STREET

SOUTH MAIN STREET

GARDENS AVENUE

JONES STREET

BETTY STREET

ALICE AVENUE

MARLENE STREET

DOOLAN DRIVE

BANKER BOULEVARD

EAST MILL STREET

RANEE LANE

BERKLEY WAY

BEACON WAY

SOUTH SCHOOL STREET

REDWOOD AVENUE

FREITAS AVENUE

THOMAS STREET

ROBINSON LANE

CREEK S IDE COURT

WAUGH LANE
S
O
U
T
H
O
RC
HARD
AVENUE

YOKAYOCOURT

PORZIO LANE

CHERRY COURT

COMMERCE DRIVE

VILLAGE CIRCLE

AIRPORT ROAD

CAROLYN STREET

SOUTH BARNES

BARBARA STREET

HOLDEN STREET

HILLCREST AVENUE
CO
U
RT
S
T
REET

MARSHALL STREET

SOUTH DORA STRRET

LEWIS LANE

CRESTA DRIVE

LORRAINE STREET
MULB
ERRY
S
TREET
CIND
E
E
D
RIV
E

YOKAYO DRIVE

ROSE AVENUE

HASTINGS AVENUE

AIRPORT
PARK

BOULEVARD

BAYWOOD COURT

PROPOSED NO PARKING
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Feet Document Path: S:\Public Works\Stricklin, Andrew\GIS Maps\GIS\Projects\Parking\No Parking on State Street.mxd This map is a guide. Every reasonable
effort has been made to ensure the accuracy
of the map and data provided. Parcel lines
are not intended to represent surveyed data.

Date Saved: 3/23/2022 7:46:10 AM
Public Works
Proposed No Parking

EXHIBIT A

Agenda Item No: 13.a.

MEETING DATE/TIME: 4/6/2022
ITEM NO: 2022-1504

AGENDA SUMMARY REPORT
SUBJECT: Receive Updates on City Council Committee and Ad Hoc Assignments, and, if Necessary, Consider Modifications to Assignments and/or the Creation/Elimination of Ad Hoc(s).

DEPARTMENT: City Clerk PREPARED BY: Kristine Lawler, City Clerk PRESENTER: Mayor Brown and Various Councilmembers
ATTACHMENTS:

1. 2022 City Council Special Assignments
Summary: City Council members will provide reports and updates on their committee and ad hoc assignments. If necessary, the Council may consider modifications.

Background: City Council members are assigned to a number of committees and ad hoc activities. These assignments are included as Attachment 1.

Discussion: Previously, the City Council discussed having more time allocated to reporting on committee and ad hoc activities. Often, the Council Reports section of the regular agenda is rushed due to impending business (i.e., public hearings), and not enough time is afforded for reports beyond community activities.

In an effort to foster regular updates on committee and ad hoc assignments, this item is being placed on the agenda to provide the City Council members an expanded opportunity to report on assignments and modify assignments as necessary.

Recommended Action: Receive report(s). The Council will consider modifications to committee and ad hoc assignments along with the creation/elimination ad hoc(s).

BUDGET AMENDMENT REQUIRED: No
CURRENT BUDGET AMOUNT: N/A
PROPOSED BUDGET AMOUNT: N/A
FINANCING SOURCE: N/A
PREVIOUS CONTRACT/PURCHASE ORDER NO.: N/A
COORDINATED WITH: N/A

2022 CITY COUNCIL SPECIAL ASSIGNMENTS

COUNTY/REGIONAL
OnGoing One + Alternate MTG DATE/TIME MEETING LOCATION MAILING ADDRESS/CONTACT COMMITTEE FUNCTION ASSIGNED TO PRINCIPAL STAFF SUPPORT Disaster Council
Shall meet a minimum
of once a year at a
time and place
designated upon call of
the chair
Place designated upon call of the chair or, if she/he is unavailable or unable to call such meeting, the first vice chair and then the City Manager or her/his designee.

Office of Emergency Management 300 Seminary Ave. Ukiah, CA 95482467-5765 - Tami Bartolomei Develop any necessary emergency and mutual aid plans, agreements, ordinances, resolutions, rules, and regulations.

OrozcoDuenas- Alternate
Tami Bartolomei, Office of Emergency Management Coordinator; 467-5765 [email protected] Greater Ukiah Business & Tourism Alliance
3rd Tuesday of month, 11:30 a.m.
200 S School St.Ukiah, CA 95482
200 S School St.Ukiah, CA 95482
Promotes tourism and works to strengthen and promote the historic downtown and businesses within the greater Ukiah area DuenasRodin - Alternate
Shannon Riley, Deputy City Manager;
467-5793 [email protected]
Mendocino Council of Governments (MCOG)
1st Monday of month, 1:30 p.m.

Board of Supervisors Chambers
501 Low Gap Road
Ukiah, CA
Executive Director
367 N. State Street, Ste. 206Ukiah, CA 95482463-1859
Plan and allocate State funding, transportation, infrastructure and project County wide BrownRodin- Alternate
Tim Eriksen, Public Works Director/City Engineer; 463-6280 [email protected] Mendocino County Inland Water and Power Commission (IWPC) 2nd Thursday of month, 6:00 p.m.

Civic Center300 Seminary Avenueconference room 5
IWPC Staff P.O. Box 1247Ukiah, CA 95482391-7574 - Candace Horsley Develops coordination for water resources and current water rights: Potter Valley project - Eel River Diversion OrozcoBrown- Alternate
Sean White, Director of Water Resources; 463-5712 [email protected] Mendocino Solid Waste Management Authority (MSWMA)
3rd Thursday of every other month (varies), 10:00 a.m.

Willits Council Chambers
Solid Waste Director3200 Taylor DriveUkiah, CA 95482468-9710 County-wide Solid Waste JPA Brown Duenas- Alternate Tim Eriksen, Public Works Director/City Engineer; 463-6280 [email protected] Mendocino Transit Authority (MTA) Board of Directors
Last Wednesday of month, 1:30 p.m.

Alternating locations - Ukiah Conference Center or Fort Bragg, or Point Arena Executive Director241 Plant RoadUkiah, CA 95482462-1422 County-wide bus transportation issues and funding Duenas Orozco - Alternate Tim Eriksen, Public Works Director/City Engineer; 463-6280 [email protected] North Coast Opportunities (NCO) 4th Wednesday of month, 2 p.m. Alternating locations - Ukiah and Lakeport Ross Walker, Governing Board Chair North Coast Opportunities413 North State StreetUkiah, CA 95482 Assist low income and disadvantaged people to become self reliant Bartolomei(appointed 12/19/18)
Tami Bartolomei, Community Services Administrator; 467-5765 [email protected]
North Coast Rail Authority (NCRA) 2nd Wednesday of month, 10:30 a.m. Various Locations - announced 419 Talmage Road, Suite M Ukiah, CA 95482 463-3280 Provides a unified and revitalized rail infrastructure meeting the freight and passenger needs of the region Shannon Riley, Deputy City Manager Shannon Riley, Deputy City Manager; 467-5793 [email protected] Russian River Watershed Association (RRWA)
4th Thursday of month, 9:00 a.m. (only 5 times a year)
Windsor Town Hall
Russian River Watershed Association Attn: Daria Isupov425 South Main St., Sebastopol, CA 95472508-3670 Consider issues related to Russian river - plans projects and funding requests RodinBrown- Alternate
Tim Eriksen, Public Works Director/City Engineer; 463-6280 [email protected] Ukiah Valley Basin Groundwater Sustainability Agency (GSA) 2nd Thursday of month, 1:30 p.m.

Board of Supervisors Chambers; 501
Low Gap RoadUkiah, CA
County Executive OfficeNicole French501 Low Gap Rd., Rm. 1010Ukiah, CA 95482463-4441 GSA serves as the Groundwater Sustainability Agency inthe Ukiah Valley basin CraneDuenas- Alternate
Sean White, Director of Water Resources; 463-5712 [email protected]

COUNTY/REGIONAL
One + Staff Alternate MTG DATE/TIME MEETING LOCATION MAILING ADDRESS/CONTACT COMMITTEE FUNCTION ASSIGNED TO PRINCIPAL STAFF SUPPORT Economic Development & Financing Corporation (EDFC)
2nd Thursday of month, 2:00 p.m.

Primarily 631 S. Orchard Street (location varies)
Executive Director631 South Orchard AvenueUkiah, CA 95482467-5953 Multi-agency co-op for economic development and business loan program Riley(appointed 12/19/18)
Shannon Riley, Deputy City Manager; 467-5793 [email protected] Sun House Guild ex officio 2nd Tuesday of month, 4:30 p.m. Sun House 431 S. Main St. Ukiah, CA 431 S. Main Street Ukiah, CA 95482 467-2836 Support and expand Grace Hudson Museum Orozco Neil Davis- Alternate David Burton, Museum Director; 467-2836 [email protected] Continued -

COUNTY/REGIONAL
One + Staff Alternate

MTG DATE/TIME MEETING LOCATION MAILING ADDRESS/CONTACT COMMITTEE FUNCTION ASSIGNED TO PRINCIPAL STAFF SUPPORT Mendocino Youth Project JPA Board of Directors
3rd Wednesday of month, 7:45 a.m. 776 S. State Street Conference Room Mendocino Co. Youth Project776 S. State Street, Ste. 107Ukiah, CA 95482 707-463-4915 Targets all youth with a focus on drug and alcohol prevention, healthy alternatives and empowering youth to make healthy choices Cedric Crook, Patrol Lieutenant
Cedric Crook, Patrol Lieutenant Nob; 463-6771; [email protected] Northern California Power Agency (NCPA) - Commission
4th Thursday of month, 9:00 a.m. (see NCPA calendar)
Roseville, CAand other locations
651 Commerce Drive Roseville, CA 95678916-781-4202
Pool of State and local power utilities developing and operating power generation, providing scheduling and related energy services and providing regulatory and legislative support.

Crane - Commissioner Sauers - Alternate and
Commissioner in absence of Commissioner Crane
Cindi Sauers - Electric Utility Director;463-6286 [email protected] Northern California Power Agency (NCPA) – Lodi Energy Center (LEC) Appointment 2nd Monday of month, 10:00 AM Lodi, CA and other locations 651 Commerce DriveRoseville, CA 95678916-781-4299
Committee oversees the operation, maintenance and expenditures of the LEC 300 MW generating project.

Sauers – Project Participate Appointee
Cindy Sauers, Electric Utility Director,463‐6286, [email protected] Transmission Agency of Northern California (TANC)
4th Wednesday of month, 10 a.m.
35 Iron Point Circle Suite 225 Folsom, CA
35 Iron Point Cir #225Folsom, CA 95630916-852-1673; [email protected] Provide electric transmission to its Member utilities through transmission line ownership or contract arrangements.

CraneSauers - Alternate
Cindi Sauers - Electric Utility Director;463-6286 [email protected] 1 2/25/2022
ATTACHMENT 1

2022 CITY COUNCIL SPECIAL ASSIGNMENTS
LOCAL/COUNTY/REGIONAL/LIASONS OnGoing One or Two Council and/or Staff

MTG DATE/TIME LOCATION MAILING ADDRESS/CONTACT COMMITTEE FUNCTION ASSIGNED TO PRINCIPAL STAFF SUPPORT League of California Cities Redwood Empire Legislative Committee Prior to Division Meetings, meets 3x in person and then via conference call Various locations that are announced
Redwood Empire League President; Public Affairs Program Manager (916) 658-8243 Elected city officials and professional city staff attend division meetings throughout the year to share what they are doing and advocate for their interests in Sacramento Rodin Orozco-Alternate
Sage Sangiacomo, City Manager; 463-6221 [email protected] City Selection Committee Called as required by the Clerk of the Board BOS Conference Room 501 Low Gap Rd. Rm. 1090 Ukiah, CA C/O: BOS 501 Low Gap Rd., Rm 1090 Ukiah, CA 95482 463-4441 Makes appointments to LAFCO and Airport Land Use Commission Mayor Kristine Lawler, City Clerk; 463-6217 [email protected] Investment Oversight Committee Varies
Civic Center 300 Seminary Ave. Ukiah, CA 95482
Civic Center300 Seminary Ave.Ukiah, CA 95482
Reviews City investments, policies, and strategies
CraneOrozco, Alternate
Alan Carter, Treasurer
Dan Buffalo, Director of Finance; 463-6220 [email protected] Library Advisory Board
3rd Wednesdays of alternate months; 1:00 p.m.

Various Mendocino County Libraries Ukiah County Library 463-4491 Review library policy and activities Supervisor Mulheren Kristine Lawler, City Clerk; 463-6217; [email protected] Ukiah Players Theater Board of Directors 3rd Tuesday of month, 6:00 p.m 1041 Low Gap Rd Ukiah, CA 95482 462-1210 1041 Low Gap Rd Ukiah, CA 95482 462-1210 To oversee the activities, organization and purpose of the Ukiah Players Theater Greg Owen, Airport Manager (appointed 12/19/18) Kristine Lawler, City Clerk; 463-6217 [email protected] Ukiah Unified School District (UUSD) Committee Quarterly 511 S. Orchard, Ste. D Ukiah, CA 95482 511 S. Orchard Ukiah, CA 95482 Information exchange with UUSD Board Chair, Mayor, Superintendent, and City Manager Mayor, City Manager and Police Chief Sage Sangiacomo, City Manager; 463-6221 [email protected] Russian River Flood Control District (RRFCD) Liaison
1st Monday of month, 5:30 p.m.
151 Laws Ave.,Suite D Ukiah, CA
151 Laws Ave., Ukiah, CA 95482; [email protected]; 462-5278 Proactively manage the water resources of the upper Russian River for the benefit of the people and environment of Mendocino County White/Orozco Sean White, Director of Water Resources; 463-5712 [email protected] Mendocino County Local Area Formation Commission (LAFCO) 1st Monday of month, 9:00 a.m. Board of Supervisors Chambers Executive Director200 S. School Street, Ste. 2 Ukiah, CA 95482463-4470 Required by legislation - planning spheres of influence, annexation, service areas, and special districts Rodin/Crane Craig Schlatter, Director of Community Development; 463-6219; [email protected] Mendocino County Airport Land Use Commission As needed
BOS Conference Room 501 Low Gap Rd., Rm. 1090, Ukiah, CA Mendocino County Executive Office 501 Low Gap Rd. Rm. 1010 Ukiah, CA 95482 To formulate a land use compatibility plan, provide for the orderly growth of the airport and the surrounding area, and safeguard the general welfare of the inhabitants within the vicinity Owen/Schlatter
Greg Owen, Airport Manager; 467-2855; [email protected] Craig Schlatter, Director of Community Development; 463-6219; [email protected] Mendocino County 1st District Liaison Monthly; TBD
Civic Center Annex conference room #5 411 West Clay St. Ukiah, CA 95482 Civic Center300 Seminary Ave.Ukiah, CA 95482
To coordinate activities and policy development with the City's 1st District Supervisor BrownCrane- Alternate
Sage Sangiacomo, City Manager; 463-6221; [email protected] Mendocino County 2nd District Liaison 1st Wednesdays of month, 8:00 a.m.

Civic Center Annex conference room #5 411 West Clay St. Ukiah, CA 95482 Civic Center300 Seminary Ave.Ukiah, CA 95482
To coordinate activities and policy development with the County's 2nd District Supervisor Brown Shannon Riley, Deputy City Manager; 467-5793 [email protected] LOCAL/COUNTY/REGIONAL/LIASONS OnGoing One or Two Council and/or Staff

MTG DATE/TIME LOCATION MAILING ADDRESS/CONTACT COMMITTEE FUNCTION ASSIGNED TO PRINCIPAL STAFF SUPPORT Fire Executive Committee 2nd Wednesdays of month, 3:45 p.m. Ukiah Valley Conference Center, 200 S. School Street Ukiah, CA Stephanie AbbaCivic Center300 Seminary Ave.Ukiah, CA 95482 [email protected] Per the recently adopted agreement between the City of Ukiah and the Ukiah Valley Fire Protection District Orozco/Brown Doug Hutchison, Fire Chief; 463-6263; [email protected]

STANDING COMMITTEES MTG DATE/TIME LOCATION MAILING ADDRESS/CONTACT COMMITTEE FUNCTION ASSIGNED TO PRINCIPAL STAFF SUPPORT Equity and Diversity TBD Virtual Meeting Room (link to be created) Civic Center 300 Seminary Ave. Ukiah, CA 95482 Improve diversity and equity in the City’s workforce and municipal services Orozco/Duenas Traci Boyl, City Manager's Office Management Analyst; 467-5720 [email protected] 2 2/25/2022

COMMITTEE ASSIGNED TO PRINCIPAL STAFF SUPPORT
Electric Grid Operational Improvements Crane/Orozco Cindy Sauers, Electric Utility Director; 463-629586 [email protected]
Trench Cut Policy Development Crane/Brown Tim Eriksen, Public Works Director/City Engineer; 463-6280 [email protected]
Budget Development Best Practices and
Financial Policy For FY 22/23 Budget Crane/Brown
Dan Buffalo, Director of Finance;
463-6220 [email protected]
Sheri Mannion, Human Resource Director/Risk
Manager; 463-6272, [email protected]
Advance Planning & Policy for Sphere of
Influence (SOI), Municipal Service Review (MSR),
Annexation, Tax Sharing, Detachment, and Out
of Area Service Agreements
Crane/Rodin
Sage Sangiacomo, City Manager
463-6221 [email protected]
Shannon Riley, Deputy City Manager
467-5793 [email protected]
Craig Schlatter, Community Development Director
463-6219 [email protected]
Sean White, Director of Water Resources;
463-5712 [email protected]
Tim Eriksen, Public Works Director/City Engineer;
463-6280 [email protected]
Cindy Sauers, Electric Utility Director;
463-629586 [email protected]
Dan Buffalo, Director of Finance; 463-6220
[email protected]
2021 Electric Rate Study Crane/Duenas Cindy Sauers, Electric Utility Director; 463‐6286 [email protected]
Housing Policy Rodin/Orozco Craig Schlatter, Community Development Director 463-6219 [email protected]
UVSD/ City Relations
Ad hoc committee to address specific issues with the
Ukiah Valley Sanitation District, including discussion of overall sewer system service delivery policies, operating policy revisions, potential revisions to the current
Operating Agreement, and cost sharing
Crane/Brown
Dan Buffalo, Director of Finance;
463‐6220 [email protected]
Sean White, Water Resources Director
463‐5712 [email protected]
Upper Russian River Water Agency/City
Relations Crane/Brown Sean White, Director of Water Resources; 463‐5712 [email protected]
Orr Street Bridge Corridor Rodin/Duenas Tim Eriksen, Public Works Director/City Engineer; 463-6280 [email protected]
Complete Streets Rodin/Crane
Tim Eriksen, Public Works Director/City Engineer;
463-6280 [email protected]
Shannon Riley, Deputy City Manager
467-5793 [email protected]
Neil Davis, Community Services Director
467-5764 [email protected]
Cannabis Ordinance Modifications Rodin/Duenas Craig Schlatter, Community Development Director 463‐6219 [email protected]
Special Districts Brown/Crane
Shannon Riley, Deputy City Manager
467‐5793 [email protected]
Public Financing Rodin/Orozco
Dan Buffalo, Director of Finance;
463‐6220 [email protected]
2022 AD HOC COMMITTEES
3 3/17/2022