3 MEMORANDUM OF UNDERSTANDING
BETWEEN
SERVICE EMPLOYEES INTERNATIONAL UNION, LOCAL 521
CLERICAL TECHNICAL
AND
THE CITY OF WATSONVILLE
2026 - 2028
This Memorandum of Understanding (“MOU”) sets forth the agreement between the representatives of Service Employees International Union Local 521 Clerical Technical Unit and the representatives of the City of Watsonville on all matters contained herein for employees of the City of Watsonville in the Clerical Technical Unit. The parties hereto agree to jointly recommend to the City Council of the City of Watsonville that one or more resolutions be adopted effectuating the following changes in the salaries, benefits, and other terms and conditions of employment for said employees in the Clerical Technical Unit.
This Agreement shall become effective, January 1, 2026, and shall terminate June 30, 2028.
All benefits currently in effect and not modified by this Agreement shall remain in effect for the term of this Agreement, except as provided herein.
1.0 RECOGNITION
1.1 Pursuant to the Meyers-Milias-Brown Act (“MMBA”) and the City's personnel rules and regulations, the Watsonville Clerical/Technical Employees Union, affiliated with Service Employees International Union, Local 521 (hereinafter referred to as the Union), is hereby recognized as the exclusively recognized employee organization for represented Unit employees. This bargaining unit is formally titled the Clerical/Technical Unit. Classifications in the bargaining unit are listed in Appendix A.
2.0 NON-DISCRIMINATION
2.1 The City and the Union agree that there will be no discrimination against any person employed or applying for employment because of race, color, religion, physical handicap, medical condition, national origin, ancestry, sex, age, sexual preference. The parties also agree to support Affirmative Action efforts which are intended to achieve equal employment opportunities as provided for in Federal and State requirements. There will be no coercion, intimidation or discrimination against any bargaining unit employee for exercising his/her right to form, join and participate in the activities of the Union, nor shall there be coercion, intimidation or discrimination against any bargaining unit employee for exercising his/her right not to join or participate in the activities of the Union.
3.0 LABOR MANAGEMENT COMMITTEE
The Employer and Union shall appoint an equal number of representatives, but not to exceed three (3) to the labor-management committee. In order to address and discuss issues of concern, the Employer and Union agree to hold a Labor Docusign Envelope ID: E68D0F35-8AC7-4F13-9B17-E8B496CED903
4 Management Committee meeting quarterly during the year, the first meeting starting approximately three months after the close of the fiscal year. Additional meetings can be scheduled upon mutual agreement. Fourteen days prior to the agreed upon meeting date, both parties will submit items for an agenda. If there are no items presented for discussion fourteen days prior to the meeting, the meeting will be cancelled. The parties agree to conduct these meetings in an open and respectful manner to discuss and potentially address issues important to the parties.
4.0 UNION SECURITY
4.1 Memorandum of Understanding - Distribution
The City will distribute to all Unit members a copy of the signed Memorandum of Understanding. When a person is hired in any classification covered by this Memorandum of Understanding, the City shall notify the person that the Union is the recognized employee organization. The City will provide that person with a copy of the current Memorandum of Understanding.
4.2 Union Deductions
A. The City shall honor the terms of the employee’s authorization, for example, any terms of a membership and deduction authorization card the Union has supplied the employee. The employee may only revoke the authorization pursuant to the terms of the authorization the employee signed.
B. The Union dues or deductions shall be deducted on each pay period of each month and will be remitted to the Union, along with a list of the employee numbers and names within 5 (five) work days of pay day. This deduction report shall be submitted in writing with the union dues payment.
D. Forfeiture of Deductions
If the balance of an employee's wages, after all other involuntary and insurance premium deductions are made in any one pay period, is not sufficient to pay deductions required, by this Section, no such deduction shall be made for that period.
E. All Union deductions shall automatically resume upon an employee’s return to work from a leave of absence without pay (to include unpaid FMLA).
F. Requests to authorize dues/other deduction shall be directed to the Union rather than the City. Requests to revoke or change the authorization shall also be directed to the Union rather than the City. The City shall rely on the Union’s explanations in a certified list, submitted by a representative of the Union who has authority to bind the Union, regarding whether authorization/revocation/change in deductions has been requested by the employee.
Docusign Envelope ID: E68D0F35-8AC7-4F13-9B17-E8B496CED903
5 G. The Union shall not provide the City a copy of the employee’s authorization unless a dispute arises about the existence or terms of the authorization.
H. The Union shall indemnify the City for any claims made regarding such deductions.
4.3 Union Notification
Except in cases of bona fide emergencies, the Union shall be given reasonable advance written notification of any ordinance, rule, resolution or regulation directly relating to matters within the scope of representation proposed to be adopted by the City Council or management and shall be given the opportunity to meet and confer with the City representatives prior to its adoption.
For vacancies, the City will make every effort to E-Mail all job flyers to employees in addition to maintaining the City’s current circulation and posting practice.
4.4 Bulletin Boards
The Union shall be provided reasonable designated places on City bulletin boards which do not interfere with the City's official use of the bulletin board.
The Union agrees that notices posted on bulletin boards shall not contain anything which may be construed as maligning and/or derogatory to the City or its representatives.
The Union shall be responsible for placement of and removal of outdated posted material.
4.5 Time Off for Union Officials
During the term of this agreement, a reasonable number (not to exceed four) of Union members shall be allowed a reasonable amount of paid release time off for meet and confer or meet and consult sessions scheduled with the City Council's designated representatives providing there is no disruption of work in the employee's division. The Union shall notify the City Manager in advance of the meeting of the specific members who will be in attendance.
Union members shall obtain permission through supervisory channels before leaving their work or work locations.
4.6 Bargaining Unit Employee Information
A comprehensive list of all employees covered by this MOU will be submitted by the City to the Union each month with the following information: Full Name, Employee Number, Job Classification, Bargaining Unit, Department, Work Location (department name and location of employee), Work Phone, Work Email (if available), Personal Email Address, Home Address, Mailing Address, Home Phone, Cellular Phone, Date of Hire Docusign Envelope ID: E68D0F35-8AC7-4F13-9B17-E8B496CED903
6 and Employment Status (to include date of separation, retirement, etc.). This list should be sent in an electronic format that both the Union and the City agree upon.
4.7 Union Stewards
(a) The Union shall be authorized to designate four (4) employees within the unit as stewards and must furnish a list of these stewards to the Human Resources Department on an annual basis. Stewards shall be allowed a reasonable amount of paid release time for the purpose of representing a unit employee within the steward's area of representation in the filing or processing of grievances or disciplinary appeals, including but not limited to investigations, and prep-time for representational meetings, as long as there is no interruption of work in the employee's division. Stewards must first obtain permission through appropriate management channels before leaving their work or work location for such purposes—permission shall not be unreasonably denied. There shall be no discrimination, intimidation or coercion of any steward exercising his/her rights under the grievance procedure.
Union Stewards are responsible for the full and timely completion of their workload.
Under this section, Stewards are considered Union Representatives except for official notification purposes which must include the paid Union representatives.
Time spent in the meet and confer process is not considered to be steward work for the purposes of this section.
(b) Stewards shall be released once a year for one eight-hour shop steward training. The union shall notify the City at least 30 days prior to the training taking place.
4.8 Visits By Authorized Union Representatives
With prior notice to the appropriate Manager, authorized Union representatives shall have access to City employees during off duty time in the non-work hours of City facilities for the purpose of conducting Union business.
With prior notice to the appropriate Manager, paid staff of the Union shall be allowed reasonable access to employees during the work period and at the work location to investigate and/or represent employees within the Unit in a grievance or appeal matters.
With prior notice to the appropriate Manager, brief, incidental contacts to distribute notices/information, etc., may be allowed during work time only if there is no disruption of work.
Docusign Envelope ID: E68D0F35-8AC7-4F13-9B17-E8B496CED903
7 4.9 Union Orientation
The City shall allow union representative(s) and/or Union Steward(s) release time to provide a union orientation up to thirty (30) minutes to represented employees. The City and the Union representative(s) shall not malign either party, its employees or officials. The City will permit each employee scheduled work time to attend the thirty-minute union orientation, if provided after hire date.
5.0 COMPENSATION
5.1 Salary Adjustments
5.1.1 Effective the beginning of the first full pay period after ratification by the Union, and City Council approval, each step in the salary range for all employees shall be increased by 3.0% cost of living increase.
5.1.2 Effective the first full period after January 1, 2027, each step in the salary range for all employees shall be increased by 3.0% cost of living increase.
5.1.3 Effective the first full period after January 1, 2028, each step in the salary range for all employees shall be increased by 3.0% cost of living increase.
5.2 Other Compensation
5.2.1 Step Increases for Employees in the Competitive Service:
a. The first step is the minimum rate and shall normally be the hiring rate for the class.
b. In cases where it is difficult to secure qualified personnel, or if a person of unusual qualifications is considered for hire, the City Manager may authorize hiring at any step.
c. Salary advancement shall be predicated upon merit as established by the employee’s performance. Except as
otherwise provided in this rule, each regular employee may receive a step increase within the salary range for his/her classification at the end of each year of continuous service until he/she reaches top step, if justified by the employees performance.
d. In case of less than fully satisfactory performance, a step increase in salary will be withheld for regular employees. The Department Head shall submit to the Personnel Director in writing at least sixty (60) days prior to the employee's Docusign Envelope ID: E68D0F35-8AC7-4F13-9B17-E8B496CED903
8 anniversary date a recommendation approving the regular step increase.
Denial of a step increases shall be on a merit basis only.
Step increases shall not be denied for disciplinary reasons and thus shall not be subject to disciplinary or other appeal.
Employees may place in their personnel file a reasonable amount of rebuttal information to any step increase denial. e. Whenever possible, employees will be given ninety (90) days prior notice that their performance is not adequate to achieve an otherwise scheduled step increase. Employees whose step increases are delayed will receive quarterly evaluations with specific goals until such time as their performance has improved to merit the step increase.
All unit workers shall receive an annual evaluation.
5.2.2 Equity Adjustments
Effective the first full pay period after Council Adoption, the following classifications will receive the following one-time equity/compaction adjustments:
• Accountant 1: 3.2%
• Engineering Associate: 2.83%
• Environmental Education Assistant: 7%
• Media & Communications Assistant: 5.92%
• Senior Library Assistant: 2%
• Police Clerk: 2%
Effective the first full pay period after Council Adoption and Union ratification, the following classifications will see an increase to their respective top step (the lower steps will be adjusted with a 5% delta). This may result in adjustment of step placement for affected employees, provided the employee receives a minimum of 5% salary adjustment:
• Construction Inspector: 15%
5.2.3 Salary Upon Transfer or Promotion
The transfer of an employee shall not be cause for a change in salary. The salary of an employee who is promoted shall normally be set at the lowest step of the range for the new class which results in an increase of no less than five (5%) percent.
5.2.4 Temporarily Working Out Of Classification
Docusign Envelope ID: E68D0F35-8AC7-4F13-9B17-E8B496CED903
9 In every City department subordinate employees are expected to act as relief for their superiors. Employees also may be assigned to a higher classification, which is vacant due to the absence or resignation of another employee. This provides training opportunities to help qualify employees to successfully compete for future promotion. Acting as relief for a lengthy period, however, should be recognized by added compensation since a higher level of continuing responsibility is involved.
Procedure. With prior management approval whenever a
subordinate employee acts as relief and must perform
substantially higher duties for a superior for more than fifteen (15) cumulative working days in a fiscal year, an appropriate salary adjustment shall be made pursuant to these rules. The salary adjustment shall become effective on the 16th day of the temporary assignment and shall not be retroactive. Upon returning to the responsibility of his/her normal position, salary shall be returned to the normal level.
This rule shall not apply to department head or mid-management personnel, except as determined individually by the City Manager.
Compensation for work out of classification will be the lower step in the higher salary range with pay which provides a minimum increase of five (5%) percent above the normal rate of pay for the employee.
5.3 Overtime
5.3.1 The regular work week for covered employees shall consist of forty (40) hours.
5.3.2 An employee shall be entitled to overtime compensation for all hours the employee is required to work in excess of the regularly scheduled work week.
5.3.3 Compensation for overtime shall be at a rate of one and one-half (1-1/2) times the regular rate of pay for hours worked over the 40-hour work period. At the employee's option, compensatory time may be selected in lieu of paid overtime.
5.3.4 Employees shall have the option of earning (accruing in a year) up to forty (40) hours of Compensatory Time Off (CTO) per year. CTO may be accrued to a maximum of forty (40) hours.
However employees may exceed the forty (40) hours accrual limit upon Department Head approval. Upon request, an
employee shall receive payment at his or her regular hourly rate for CTO accrued in excess of forty (40) hours. Payment shall be in the first pay period in December.
Docusign Envelope ID: E68D0F35-8AC7-4F13-9B17-E8B496CED903
10 5.3.5 CTO shall accrue at the overtime rate of one and one-half (1- 1/2) hours of CTO for each hour of overtime worked.
5.3.6 CTO leave shall be taken in conformance with established departmental and City leave policies.
5.3.7 Employees shall be entitled to overtime compensation for attendance of special training sessions when such special training is required by the City and the training requires attendance in excess of the regular forty (40) hours work week.
5.3.8 For purposes of overtime compensation, paid leave shall be considered as time worked.
5.3.9 On-Call Duty
Covered employees who are required to be on call shall be compensated at the rate of Two Hundred Ten Dollars ($210) per week in addition to their regular pay.
Daily On-Call
Employees shall receive Thirty Dollars ($30) per day for daily on-call which shall be assigned when it is anticipated that special circumstances may occur that would require periods other than the normal work hours. Notice regarding the need for on-call status would be given to employees as soon as such need is known but no later than eight (8) hours prior to the start of the on-call status period. On-call will first be assigned to volunteers in the classification deemed necessary for the on-call work. If there are insufficient volunteers, daily on-call will be assigned in inverse order of seniority.
Employees who are designated to be on-call weekly or daily must remain available to be contacted by phone and be able to report to work within a thirty (30) minute period. Duty assignment shall not be considered “hours worked” pursuant to the Fair Labor Standards Act.
Employees physically called back to work for overtime work which is not contiguous to their regular work shift shall receive a minimum of three (3) hours compensation at the appropriate rate of pay for all calls responded to within the 3 hour callback.
If employee, who was called back to work, and has completed his\her assignment and left work, is again called back to work, he\she will not receive another minimum if the time of return is within the previous callback minimum
Employees able to respond by phone or computer and are not required to report to the worksite will be paid for actual overtime Docusign Envelope ID: E68D0F35-8AC7-4F13-9B17-E8B496CED903
11 worked at a minimum of 15 minutes (.25 hours) of overtime.
An additional minimum will not be paid if an employee is required to respond to additional call(s) and the time and duration of the response is within the previous minimum.
5.3.10 Call Back
Call Back Duty is defined as work performed any time an employee accepts being called back to work after leaving the City work facility at shift end or during non-scheduled work time.
A. If the employee is able to respond by phone or
computer and is not required to report to the worksite, then employee will be paid for actual overtime worked at a minimum of 15 minutes (.25 hours) of overtime beginning at the time of answering the call. An additional minimum will not be paid if an employee is required to respond to additional call(s) and the time and duration of the response is within the previous minimum.
B. If employee is required to report to the worksite, a minimum of three (3) hours of overtime shall be paid. If employee, who was called back to work, and has completed his\her assignment and left work, is again called back to work, he\she will not receive another minimum if the time of return is within the previous callback minimum.
5.3.11 Whenever possible, the City will solicit volunteers from qualified available personnel before assigning overtime work.
5.4 Bilingual Pay
5.4.1 Eligibility for Level I Written and/or Conversational Premium Pay:
In order to receive Level I bi-lingual premium pay employees proficient in the Spanish language must meet the following criteria:
(a) The employee must pass the City’s bilingual competency test as administered by the Human Resources Department on an annual basis to maintain the premium pay. The City Manager may waive the annual testing requirement for individuals upon recommendation of the Department Head. Annual basis refers to fiscal year; and (b) The employee is required to serve as an oral interpreter and/or provide basic written translations on a regular and on-going basis, as certified by the Department Head
Docusign Envelope ID: E68D0F35-8AC7-4F13-9B17-E8B496CED903
12 5.4.2 Level I (Oral and Written) Premium Pay:
(a) For employees hired after January 1, 2007 the City shall pay a stipend of $250/month, pro-rated for part-time employees.
(b) Employees eligible for Level I Premium Pay before January 1, 2007 shall receive premium pay equal to five percent (5%) of his/her base salary. As of January 1, 2007, employees shall receive five percent (5%) capped as of that date, with the premium rounded to the nearest dollar. A list of each employee’s premium pay under this section will be provided to the Union. Employees who receive the five percent premium, above, may irrevocably opt into the $250/month stipend specified in (a) above.
5.4.3 Level I (Conversational Only) Premium Pay:
(a) For employees who become eligible and received Bilingual Conversational Premium Pay on or after July 1, 2013 the City shall pay a stipend of $75/month, pro-rated for part time employees. (b) Employees currently receiving Level I Oral and Written Premium Bilingual Pay pursuant to Section 5.4.2(a)(b) shall continue to receive the premium pay.
5.4.4 Level II:
In addition to the Level I stipend for oral and written bilingual competency the City will designate a limited number of staff as Level II Bilingual Translators. Such Level II Bilingual Translators shall perform written translations that are viewed by a large audience of city residents (i.e. City mailers, city council minutes, inserts in city utility bills, etc.) (a) Level II Translators shall receive an additional $100/month. (b) To evidence competency as a Level II Translator, employees must pass a skills-based test administered by the City to demonstrate competency in written translation.
5.4.4 Testing:
The City will provide a bilingual test to interested and eligible members of this unit.
5.5 Retirement
5.5.1 Employee Contribution
Classic employees shall pay the full seven (7%) of the CalPERS employees contribution.
Docusign Envelope ID: E68D0F35-8AC7-4F13-9B17-E8B496CED903
13 5.5.2 Retirement Plan
The City shall retain in effect the 2% at 55 retirement plan for Unit employees hired before July 1, 2011. The City shall continue in effect the current options including Government Code Section 20862.8 - Credit for Unused Sick Leave.
The City plan includes Optional Death/Survivor Benefit pursuant to Government Code section 21548.
5.5.3 Two Tier Retirement Plan
The City shall provide the CalPERS 2% @ 60 retirement plan for employees hired on or after July 1, 2011 or upon effective date of CalPERS contract amendment including CalPERS Section 20862.8 - Credit for Unused Sick Leave. Final compensation for employees hired on or after July 1, 2011 will be based on the average of the highest wages earned in any consecutive 3- year period.
5.5.4 PEPRA Tier Retirement Plan
Retirement Plan for new hires hired on or after January 1, 2013 through June 30, 2013 shall receive the following retirement plan:
(a) 2% at 62 formula, or whichever formula is required by state law
(b) 1% Employee Contribution
(c) 6% Employer Paid share of Employee Contribution
(d) Final compensation based the average of the highest wages earned in any consecutive 3-year period
Pursuant to California Public Employees' Pension Reform Act of 2013 (PEPRA), the City shall provide the following CalPERS retirement plan for new employees and non-Classics hired on or after January 1, 2013 or as soon as administratively possible:
(a) 2% at 62 formula
(b) Pursuant to PEPRA, employees hired on or after January 1, 2013 shall pay at least 50% of normal cost of pension or what is determined by CalPERS to be the employee
contribution rate, whichever is lower.
(c) Final compensation based the average of the highest wages earned in any consecutive 3-year period
5.6 Deferred Compensation
Members of this Unit may participate in the Deferred Compensation Plan currently in effect. Beginning the first full pay period after ratification by the Union and City, the City will match up to $50.00 per pay check of an employee contribution. Under no circumstances, will the City contribute more than $50.00 per pay check for any employee from date of Council ratification through July 1, 2028.
Docusign Envelope ID: E68D0F35-8AC7-4F13-9B17-E8B496CED903
14 5.7 Early Retirement
Should the City wish to make available early retirement to Unit employees through CalPERS, it shall provide prior notice to the Union and, upon request, meet and confer prior to implementation.
5.8 Reclassification
Employees may request that their Department Head ask the City Human Resources Department to conduct a classification study on their job classification pursuant to the City Personnel Rules. Thereafter, such requests shall be made only during the month of January.
If the Department Head declines to make the request, they shall forward a copy of the employee’s initial request and their denial to the City Personnel Officer. All employees shall receive response from the City as to the disposition of their reclassification request.
The City will complete any reclassification request accepted for study within six (6) months of its receipt.
The City shall notify the Union of any reclassification requests received by the Human Resources Department within the bargaining unit. Requests and/or initiation of studies shall be notified to SEIU 521 within fifteen (15) business days.
5.9 Education Pay
Employees shall be eligible for $300 per year for an Associates Degree and $600 per year for a Bachelor’s degree on an annual basis effective the first full pay period after providing proof of degree to Human Resources.
In no case shall any eligible employee receive combined education incentive pay for possession of an associate degree and/or bachelor’s degree. Employee shall receive the higher benefit of the two degrees possessed.
5.10 Longevity Pay
Any employee with at least 10 years as a regular, benefitted Watsonville employee shall receive a one percent (1%) Longevity Pay Premium. Any employee with at least 15 years as a regular, benefitted Watsonville employee shall receive an additional one-half percent (.5%) Longevity Pay Premium. Longevity pay will become effective the first full pay period after ratification of the MOU by both the Union and City.
Docusign Envelope ID: E68D0F35-8AC7-4F13-9B17-E8B496CED903
15 6.0 INSURANCE
6.1 Health Insurance
6.1.1 The City shall retain in effect current health insurance coverages for all Unit employees. The City shall contribute the following monthly amounts per full time employee towards health
insurance coverages:
January 1, 2026 $1,693.00
For those employees in the following classifications the City shall contribute $50 additional dollars per month towards health insurance coverage:
Accounting Assistant, Office Assistant II, Office Assistant I, Police Clerk I, Permit Clerk, Library Clerk, Recreation Leader, Senior Library Assistant.
6.1.2 If contribution increases are necessary for the 2027 and 2028 plan years, the City will cover any increase through June 30, 2028 if the City remains on current health care plan.
6.1.3 The City and employees agree to jointly participate in the City Employees Health Committee (CEHC) as outlined in the bylaws dated July 1992.
6.1.4 Regular part-time employees will be fully covered at the employee only level at the City's expense. The employee shall have the option of covering additional dependents at their own expense. This shall be determined by utilizing the three tier rate which the City has established for the COBRA and other
purposes (less any surcharges). To cover one (1) dependent, the employee will pay the difference between the employee only rate and the employee plus one rate. To cover the family, the employee will pay the difference between the employee only rate and the full family rate under the three tiers.
The decision to cover family members shall be made during a onetime election when this provision becomes effective.
Thereafter, employees may only add or delete family members in accordance with plan rules.
Regular part-time employees employed on or before December 1, 1998, in the thirty (30) hour category, shall continue to receive full health insurance benefits.
6.1.5 The Unit agrees to participate jointly with the City and other employees' groups in review of insurance coverages during the term of this agreement. Upon CEHC recommendations to
change or modify insurance coverages, the parties agree to Docusign Envelope ID: E68D0F35-8AC7-4F13-9B17-E8B496CED903
16 reopen negotiations on this issue only. The CEHC shall consider CalPERS, SEIU Health and Welfare Trust, Operating Engineers Trust or any other options suggested by the Union.
Should changes occur due to insurance changes resulting in City costs below current costs, the intent of the parties is that the savings shall benefit both the bargaining unit and City equally.
6.1.6 Other than a qualifying event (i.e., birth of a child, divorce, death) an employee who chooses not to participate in the health plan will be subject to the recertification process as defined by the self-insured plan.
6.1.7 Starting in March 2023, the City shall increase the Dental Health limitation increase to $2000 per calendar year.
6.2 Workers’ Compensation
6.2.1 In the event of job-related injury or illness, the employee will receive the maximum weekly Workers' Compensation benefit as determined by State Law.
6.2.2 In addition to this amount, the employee may receive an appropriate amount of accrued sick, vacation and CTO leave pay to provide for the difference between the established Workers' Compensation amount and the employee's regular gross pay.
6.2.3 The employee may also receive Fifty ($50.00) Dollars per week extra disability coverage in lieu of accrued sick, vacation and CTO leave pay.
6.2.4 In no event shall the combination of Workers' Compensation benefits exceed the regular gross pay of the affected employee.
6.2.5 It shall be the responsibility of the employee to notify the Finance Department within three (3) days of the injury or illness if the extra coverage option described in Section 6.2.3 above is to be implemented.
6.2.6 Absent notification to the contrary, the Finance Department will automatically apply accrued sick leave with the established Workers' Compensation amount to equal the employee's gross pay.
6.2.7 The Fifty ($50.00) Dollar per week excess coverage shall not apply until the seventh (7th) calendar day following the injury or illness event.
Docusign Envelope ID: E68D0F35-8AC7-4F13-9B17-E8B496CED903
17 6.3 Life Insurance
Upon ratification, the City will provide life insurance coverage of Fifty Thousand ($50,000) Dollars per employee for the term of this agreement and Two Thousand ($2,000) Dollars per dependents. If allowed by the City's Insurance Carrier, employees will be allowed to purchase additional insurance coverage at the group rate.
6.4 Long Term Disability Insurance
The City shall pay the monthly cost of Long Term Disability Insurance for all unit members for the term of the agreement.
6.5 State Disability Insurance
The City shall administer the voluntary payroll deduction collected for California State Disability Program (SDI). Unit members will participate in the State Disability Insurance Program at their own expense. Unit members shall not be required to exhaust paid leave prior to receiving State Disability Insurance payments. State Disability Insurance payments shall be integrated with existing paid leave, however, so that employee’s net pay does not increase when receiving SDI. This program will be administered per SDI guidelines, Federal and State leave laws (such as FMLA, CRFA), and will comply with City policies regarding leaves outlined in Personnel Rules and Administrative Rules as well as with relevant MOU sections as it relates to available leaves, accruals, health benefits, etc.
7.0 LEAVES
All leaves provided in this section shall be granted to full time employees at the rates described. Regular part time employees shall receive paid leaves of absence on a prorated basis given the ratio of their actual work schedule to full time.
7.1 Vacation Leave
7.1.1 Each employee shall accrue vacation as specified below:
0 through 5 years of service - 12 days per year
6 through 12 years of service - 16 days per year
13 or more years of service - 20 days per year
20 or more years of service - 22 days per year
7.1.2 Employees currently having more than two (2) times their annual vacation accrual on the books shall bring their accrual within the accrual maximum by December 31, 2017. After one year of service each employee will be expected to take during each year the vacation to which he/she is entitled. After December 30, 2017, when an employee’s vacation balance
reaches two times their annual vacation accrual, the employee will not accrue vacation until the vacation balance is below the Docusign Envelope ID: E68D0F35-8AC7-4F13-9B17-E8B496CED903
18 accrual maximum. If an employee is denied requested vacation due to the needs of the City, the department must send a memo explaining the situation for consideration by the City Manager prior to the employee reaching the maximum accrual. Only the City Manager may grant temporary exceptions to this section in extraordinary circumstances.
Human Resources will notify employees by June 1 of each year if employees are at or above their maximum vacation accrual.
7.2 Holidays
There shall be fourteen (14) holidays per year as specified below:
January 1 (New Year's Day)
Martin Luther King's Birthday (Third Monday in January) Lincoln's Birthday (Floating holiday)
Washington's Birthday (Third Monday in February)
March 31, known as “Cesar Chavez Day”
Memorial Day (Last Monday in May)
July Fourth
Labor Day (First Monday in September)
Veterans Day (November 11)
Thanksgiving Day
Friday following Thanksgiving Day
December 24
Christmas Day (December 25)
December 31
Recognized holidays which fall on Saturday shall be observed on the preceding scheduled work day. Recognized holidays which fall on a Sunday shall be observed on the following scheduled work day.
There will be one (1) floating vacation day credited to each employee on Lincoln's Birthday, which may be taken pursuant to the City's leave regulations.
Employees not normally required to work on a holiday but who are directed to do so due to an operational need shall be compensated at one and one half (1 ½) times the employee’s hourly rate of pay for each hour worked on the holiday. In addition, the employee shall receive his/her regular rate of pay.
Recognized holidays which occur while an employee is on paid vacation leave shall be charged as holiday leave and not affect the employee's vacation balance.
7.3 Sick Leave
7.3.1 Each employee shall accrue sick leave in the amount of one and one-quarter (1-1/4) days per month of service (10 hours). Sick leave is payable only in the cases of bona fide illness or injury.
Docusign Envelope ID: E68D0F35-8AC7-4F13-9B17-E8B496CED903
19 7.3.2 The maximum accumulation of unused sick leave is 125 days (1,000 hours). Sick leave accumulated in any calendar year in excess of 125 days (1,000 hours) shall be paid at the rate of fifty (50%) percent of such excess on the first pay payroll in December. Upon a thirty (30) day notice from the employee, the employee may select CTO in lieu of a paid rate of 50% in excess of 125 days. Employees may donate hours in excess of 1,000 at the 50% rate to other employee’s catastrophic leave accounts. The balance of such unused sick leave is lost and the sick leave accrual is reduced to 125 days (1,000 hours).
7.3.3 Employee sick leave of up to one-half (1/2) of an employee's annual accrual (one-half of the annual accrual is currently 7 1/2 days) may be utilized for the care of immediate family in the event of an injury or illness in accordance with the City's current sick leave policy.
7.3.4 Employees shall cease accruing sick leave after eighty (80) consecutive hours on paid sick leave.
7.3.5 Personal Leave
Employees may use up to twenty-four (24) hours per calendar year of their accrued sick leave for the purpose of personal business which shall be subject to the same rules as vacation.
7.3.6 When an employee becomes ill while on vacation or other authorized leave (except leave without pay) or otherwise becomes eligible for sick leave benefits, his/her absence from the job for the period during which he/she is thus eligible for sick leave may be so charged. In such event the employee must notify his/her department head or supervisor not later than four (4) hours after the start of the workday and shall submit upon his/her return a licensed health care provider's certificate. In cases of bonafide emergency, the four (4) hour notice
requirement may be waived.
After more than three (3) consecutive days of sick leave or upon reasonable suspicion of sick leave abuse after at least three sick days have been used from the employee’s anniversary date, an employee may be required by the Department Head to submit satisfactory proof of illness or disability, i.e. a physician’s certificate or a personal affidavit stating the cause of absence or attesting to the employee’s inability to resume work.
7.3.7 Immediate Family. For the purposes of administering this section, the immediate family shall A child, which means a biological, adopted, or foster child, stepchild, legal ward, or a child to whom the employee stands in loco parentis, a
Docusign Envelope ID: E68D0F35-8AC7-4F13-9B17-E8B496CED903
20 biological, adoptive, or foster parent, stepparent, or legal guardian of an employee or the employee’s spouse or registered domestic partner, or a person who stood in loco parentis when the employee was a minor child, a spouse, a registered domestic partner, a grandparent, a grandchild, or a sibling. Where unusually close ties exist, the department head may determine other relationships to be included in this definition on a case-bycase basis.
7.4 Jury Duty and Leave for Attendance in Court
Every employee of the City who is called or required to serve as a trial juror, upon notification and appropriate verification submitted to his/her supervisor shall be entitled to be absent from his/her duties with the City during the period of such service or while necessarily being present in court as a result of such call.
Any employee who during the time regularly required for their employment is compelled by subpoena to attend any hearing or trial for the purpose of testifying, may, with the approval of the department head, absent themselves from duty without loss of pay during the period they are required to remain in attendance at such hearing or trial, except that any such employee shall demand and obtain from the person who subpoenas from them any fee allowed by law or otherwise payable for such attendance in court, and shall promptly pay to the Finance Director the full amount of fee received for such attendance in court.
All employees shall receive their regular wages or salary during the time they are required to be absent from the duties of their position to attend any court in response to a summons for jury duty or while serving on a jury, but shall pay over to the City any fees, excluding mileage allowances received for such attendance or service.
Exceptions to this procedure may be made only with the prior authorization of the City Manager.
7.5 Rest Periods
Employees shall be allowed a 15-minute rest period during each four hours of regular work. Departments may make reasonable rules concerning the scheduling of same. Employees are responsible for taking rest periods and must alert their supervisor immediately if they believe they are unable to take a rest period. Rest periods not taken shall be waived unless the employee’s supervisor prohibited the employee from taking a rest period. Rest periods cannot be taken at the beginning or end of shift or combined with a meal period unless approved. This is not effective in periods of a bona fide emergency nature. Rest periods shall be considered work time.
Docusign Envelope ID: E68D0F35-8AC7-4F13-9B17-E8B496CED903
21 7.6 Blood Donation
An employee may be granted paid release time of up to a maximum of one (1) hour, chargeable to sick leave for donating blood during regularly scheduled hours of work. The length of such leave must be approved by the supervisor and is dependent upon the nature and scheduling of the work performed and the travel distance required.
7.7 Military Leave
Military leave shall be granted in accordance with the provisions of state law.
All employees entitled to military leave shall give the appointing power an opportunity within the limits of military regulations to determine when such leave shall be taken.
7.8 Leave of Absence Without Pay
Upon the recommendation of the Department Head, the City Manager, in his/her unrestricted discretion, may grant a regular or probationary employee leave of absence without pay or seniority, not to exceed twelve (12) months.
No such leave shall be granted except upon written request of the employee, setting forth the reason for the request, and the approval will be in writing.
Upon expiration of a regularly approved leave or within a reasonable period of time after notice to return to duty, the employee shall be reinstated in the position held at the time leave was granted. Failure on the part of an employee on leave to report promptly at its expiration, or within a reasonable time after notice to return to duty, shall be deemed to be discharged. The depositing in the United States mail of a first class letter, postage paid, addressed to the employee's last known place of address, shall be reasonable notice.
Department Heads may grant a regular or probationary employee leave of absence without pay, not to exceed one (1) calendar week. Such leaves shall be reported to the Personnel Director.
7.9 Maternity Leave
Female employees shall be granted a leave not to exceed four (4) calendar months upon presentation of proof of pregnancy. The non-compensated portion of the leave shall not be granted until the employee has exhausted all accrued vacation, compensatory and sick leave time except upon the authority of the Personnel Director. Maternity leave may be extended beyond four (4) months upon the request of the employee, the recommendation of the Department Head and the approval of the City Manager.
7.10 Family Care and Medical Leave Act:
7.10.1 In accordance with the Federal Family and Medical Leave Act (FMLA) and the California Family Rights Act (CFRA), the City of Watsonville (City) will provide unpaid family and medical care Docusign Envelope ID: E68D0F35-8AC7-4F13-9B17-E8B496CED903
22 leave for eligible employees for up to 12 weeks per 12-month period for the following reasons only:
a. The birth of a child or to care for a newborn of an
employee;
b. The placement of a child with an employee in
connection with the adoption or foster care of a child; c. Leave to care for a child, parent or spouse who has a serious health condition; or
d. Leave because of a serious health condition that makes the employee unable to perform the functions of his/her position.
e. A qualifying exigency arising out of the fact that an employee’s spouse, domestic partner, child or parent is on active military duty or have been notified of an
impending order to active duty.
An eligible employee is entitled to up to twenty-six (26) workweeks of military caregiver leave during a single twelve (12) month period. The twelve (12) month period begins on the first day the employee takes leave and ends twelve (12) months after that date. Unlike other types of family medical leave, military caregiver leave is a one-time entitlement only; it does not renew annually. This leave entitlement does not increase the amount of leave an employee may take for other FMLA/CFRA qualifying reasons during the single 12-month period. For example, an employee may combine military caregiver leave with other types of family medical leave during a single 12- month period. However, the employee is limited to taking a maximum of twenty-six (26) weeks of leave in such circumstances.
Military caregiver leave if to care for a military service member who is undergoing treatment for a serious injury or illness incurred in the line of active duty, or a veteran who is being treated for a serious injury or illness that occurred in the line of active duty during the five years preceding the date of treatment, if the employee is the spouse, domestic partner, child, parent or next of kin of the service member (“Military Caregiver Leave”).
When applicable, an eligible family member make take the qualifying exigency leave up to a maximum of fifteen (15) days to match a military member's Rest and Recuperation leave orders.
7.10.2 An employee is eligible for leave if the employee:
1. Has been employed for at least 12 months; and,
2. Has been employed for at least 1,250 hours (1,040 hours for permanent part-time employees working between 20
Docusign Envelope ID: E68D0F35-8AC7-4F13-9B17-E8B496CED903
23 and 30 hours per week) during the 12-month period
immediately preceding the commencement of the leave.
7.10.3 If an employee requests leave for any reason permitted under this policy, he/she must exhaust all accrued leaves (except employees do not have to exhaust sick leave) in connection with the leave. The exhaustion of accrued leave will run
concurrently with the leave under this policy.
If an employee requests leave for his/her own serious health condition, in addition to exhausting accrued leave, the employee must also exhaust accrued sick leave. Workers
compensation disability leave will run concurrently with family leave.
7.10.4 This section provides a benefit summary only. For further information, refer to the City’s Administrative Rule on this subject.
7.11 Administrative Leave
Employees with more than twenty (20) years of service shall receive two (2) days of Administrative Leave upon reaching twenty years of service and each year thereafter. Unused administrative leave as of June 30 shall be paid off at a regular rate of pay for succeeding month.
Employer shall pro-rate Administrative Leave up to a maximum of 1.33 hours per month for eligible employees during the fiscal year for which an employee was employed before termination of City service.
8.0 BEREAVEMENT LEAVE
All Employees are permitted 5 days of Unpaid Bereavement Leave upon the death any family member listed in Section 12945.2 of the Government Code. In case of death in the immediate family (as defined in section 7.3.7) an employee shall be granted three (3) days of paid bereavement leave per occurrence within California.
In cases involving out-of-state funerals or distances of more than 200 miles, an additional two (2) days of paid bereavement leave shall be granted. The Paid Bereavement leave runs concurrent with the 5 Day Unpaid Bereavement Leave.
However, the leave days need not be consecutive..”Additional time off for this purpose must be vacation, C.T.O., or unpaid leave. Bereavement leave must be approved by the Department Head.
9.0 MISCELLANEOUS
9.1 Certificates:
The City shall provide necessary training for covered employees in order to satisfy mandatory certification requirements when such requirements are implemented subsequent to the employee being hired by the City and are Docusign Envelope ID: E68D0F35-8AC7-4F13-9B17-E8B496CED903
24 necessary for the employee to maintain incumbent status in a given classification.
Any incumbent employee who obtains a certification in a grade above that required for the incumbent’s certification level will receive Fifty dollars ($50) per month per additional certification level up to a maximum of One Hundred Dollars ($100) per month. For purposes of these higher than required certification levels discussed in this paragraph, the following job classifications are eligible to receive this additional certification pay:
Assistant Engineer
Code Enforcement officer
Code Enforcement Officer II
Development Review Technician
Life Safety Officer
Building Inspector
Permit Clerk
Employees promoting to new job classifications who were receiving certificate pay pursuant to the section above, shall continue receive such certificate pay for up to 12 months pending receipt of eligible additional advance level certificate not required by the new position.
Employees who thereafter obtain such certificates will be paid in the applicable differential commencing with the first full pay period after submitting documented proof of same to the City.
Upon recommendation of the Department Head, the City Manager or his/her designee has the discretion to designate the type of eligible certification based on whether or not the certification is considered to be at a higher level than what is required and that it is related to the job duties and functions of the department. Employees should seek Department Head approval prior to enrolling in any classes or obtaining any certifications to ensure the certification will be compensated per this section of the MOU.
Certification will commence with the first full pay period after submitting documented proof of certification to the Human Resources Department.
9.2 Management Rights:
All City rights, under state law and charter, and all City rights which existed prior to the recognition of the Clerical-Technical Unit shall remain vested with the City, unless expressly abridged by this M.O.U. These rights include but are not limited to:
• The exclusive right to determine the mission of its constituent departments, commissions, boards;
• Set standards and levels of service;
Docusign Envelope ID: E68D0F35-8AC7-4F13-9B17-E8B496CED903
25 • Determine the procedures and standards of selection for employment and promotions;
• Direct its employees;
• To relieve its employees from duty because of lack of work or other lawful reasons;
• Maintain the efficiency of governmental operations;
• Determine the methods, means and numbers and kinds of personnel by which government operations are to be conducted;
• Determine the content and intent of job classifications; • Determine methods of financing;
• Determine style and/or types of City-issued wearing apparel, equipment or technology to be used;
• Determine and/or change the facilities, methods, technology, means, organizational structure and size and composition of the work force and allocate and assign work by which the City operations are to be conducted;
• To assign work to and schedule;
• establish and modify productivity and performance programs and standards;
• Discipline employees in accordance with applicable law and City Rules; • Take all necessary actions to carry out its mission in emergencies; and • Exercise complete control and discretion over its organization and the technology of performing its work.
In the exercise of the rights set forth in Section 9.2, the City has the right to make reasonable rules and regulations.
9.3 Peaceful Performance
During the life of this Agreement, Unit employees shall not engage in any work stoppages, strikes, slow-downs, or boycott picketing against the City.
No lock-outs shall be made by the City.
In the event that any employee covered by this Agreement, violates the provisions of this section, the Unit shall make a good faith effort to stop such violations of this section.
Docusign Envelope ID: E68D0F35-8AC7-4F13-9B17-E8B496CED903
26 9.4 Alternative Schedules/Flex Time
The City acknowledges that there may be benefits both to the City and to the employees in alternative schedules. Employees may request that their department heads consider alternative scheduling of their work. Examples of alternate schedules include flex-time, job sharing and voluntary reduced work hours.
9.5 Severability
Should any of the provisions herein contained be rendered or declared invalid by reason of any State or Federal Legislation or court action, such invalidations shall not invalidate the remaining portions of this Memorandum of Understanding which shall remain in full force and effect, insofar as such remaining portions are severable.
9.6 Work Schedules
9.6.1 Non-Recreation Department Employees
Regular full-time employees shall be assigned a regular work schedule which shall include two (2) consecutive days off. Except in cases of emergency, at least five (5) days shall be provided to an employee prior to a change in the regular work schedule.
9.6.2 Library Employees:
For library employees working Saturdays as part of their assigned schedule, the Department shall have the option of:
1. Scheduling employees for Sunday/Monday off
Or
2. Scheduling employees for another day off during the
following week to which the employee agrees.
9.6.3 Work Schedules - Recreation Department Employees
Regular full-time Recreation Department employees shall have their work schedules set on a weekly basis. Their schedules shall vary as necessitated by their program schedule.
9.6.4 Work Schedule Changes
Except in the event of an emergency all employees shall receive at least two weeks advance notice of any change in their regular schedule.
Docusign Envelope ID: E68D0F35-8AC7-4F13-9B17-E8B496CED903
27 9.7 Health Savings Account
The City will work to establish a voluntary retiree Health Savings account and will meet and confer with the unit regarding the potential benefit structure prior to implementation.
9.8 Contracting Out
Before submission of a recommendation to contract out any function traditionally performed by service employees which would result in a reduction of the currently employed work force, the Union will be offered the opportunity to examine the proposal for a reasonable period of time prior to Council consideration and to submit recommendations. The City will meet and confer over the impact of proposed layoffs prior to the implementation of said layoffs.
Whenever reasonably possible, displacement of Unit employees will be avoided and/or minimized. Nothing in this section shall be construed to limit the City Council's ability to contract out work, in its discretion.
9.9 Vacation Scheduling
Vacations shall be scheduled upon the request of the employee and the approval of the Department. Both the desire of the employee and operational needs shall be considered by the Department in reviewing the approving or denying vacation requests.
Departments shall establish annual time periods for initial vacation sign ups by January 31 or each year. After January 31, sign ups shall be on a first come first serve basis. If more employees request vacation for a given time than can be accommodated by the Department; the more senior employee of the Department shall be given the time off. If the conflict involved any City observed holiday, subsequent scheduling shall be on a rotational basis. Nothing herein shall require the cancellation of an already approved vacation for a less senior employee upon the request of a more senior employee.
9.10 Personnel Files
There shall be only one official personnel file which shall be maintained in the City's Human Resources Department. Employees shall have the right to review their Personnel files or authorize, in writing, review by their representatives.
No adverse material will be placed in an employee's personnel file without prior notice and a copy given to the employee. Employees shall have thirty (30) days from date employee receives adverse material to place a reasonable amount of rebuttal material in response to adverse material in their personnel files.
An Employee can submit documents to be included in their personnel file, such as commendations, recognitions and/or certifications if absent from the Personnel File.
Docusign Envelope ID: E68D0F35-8AC7-4F13-9B17-E8B496CED903
28 9.11 Clothing - Recreation Department
Regular full and part time employees shall be provided the following clothing items annually:
1. Four T-Shirts
2. One Sweat Shirt
In addition, employees may purchase the Department approved jacket and additional T-shirts and/or Sweat shirts at their own expense.
The items provided shall be available once annually, on or about the employees anniversary date.
9.12 Boot Allowance
Field employees required to wear work/safety boots shall be allowed an annual reimbursement of up to One Hundred Seventy Five Dollars ($175.00) per fiscal year towards the purchase of approved safety boots/shoes. Payment shall be made on a reimbursement basis upon proof of purchase. Once purchased, the approved safety boots/shoes must be worn while on the job.
Boots/shoes may be worn during regular work hours only (including to and from work). In those departments/divisions where steel toed boots are required, the annual reimbursement amount shall be Two Hundred Dollars ($200.00) per fiscal year toward the purchase of the approved steel toed safety boots/shoes.
9.13 Video Display Terminals Use (VDT)
Pursuant to the National Institute of Safety and Health's recommendation, users should have fifteen (15) minute rest periods every two (2) hours of continuous use of a VDT. The workload should be varied to prevent the need to continuously view a VDT for two (2) hours. The break periods should be increased if the user is experiencing the signs of visual fatigue (headaches, blurred vision, eye strain).
The design of the workstation and type of computer equipment can affect the quality of user comfort. Each City workstation should be evaluated for proper comfort, lighting, equipment design and conformance to OSHA standards. The Management Information Services Manager can be used as a technical resource to evaluate the workstations.
9.14 Grievance Procedures
9.14.1 Purpose of Grievance Procedure.
This procedure is to provide a mutually acceptable method for the orderly, prompt and equitable settlement of grievances which fall within the coverage of this procedure. All parties are encouraged to make every reasonable effort to resolve any conflict or dispute informally prior to initiation of a formal grievance. No worker will be Docusign Envelope ID: E68D0F35-8AC7-4F13-9B17-E8B496CED903
29 subject to disciplinary action or retaliation of any kind for submitting a grievance.
The grievance procedure shall be used to resolve employee complaints regarding:
a. An alleged violation of this Memorandum of
Understanding.
b. An alleged violation of the City's Personnel
Ordinance or Rules.
Specifically excluded from the grievance procedure are:
a. Performance evaluations including
deferral of merit increases.
b. Written reprimands.
c. Policy decision of the City Council
d. Matters for which there is a separate appeal,
including disciplinary action.
9.14.2 Formal Grievance Procedure:
The formal grievance procedure shall be used to resolve an employee's complaint not satisfactorily resolved by informal discussion.
a. An employee (and/or his/her representative) shall have the right to present a formal grievance, in writing,
within ten (10) working days after the informal
discussion of the grievance with the immediate
supervisor or the immediate supervisor's superior. All
formal grievances shall state the reasons for the
complaint and the employee's suggested solution.
b. The formal grievance shall be presented to the
department head. Within (10) working days after
receipt of the formal grievance, the department head
shall schedule a meeting todiscuss the grievance with
the employee and/or the employee's representative.
Within ten (10) working days after receipt of the
formal grievance, the department head shall render a
written decision regarding its merits. If the department head's decision does not satisfactorily resolve the
complaint, the employee may present the formal
grievance to the City Manager. The grievance shall be
considered resolved and no further review of the
subject matter of the grievance shall be permitted
under this rule when the employee does not seek
further review of the grievance within five (5) working Docusign Envelope ID: E68D0F35-8AC7-4F13-9B17-E8B496CED903
30 days after receipt of the decision of the department head. Failure of the department head to render a
written decision on the grievance within five (5)
working days constitutes a decision denying the
grievance.
c. Either the City or the employee may request that a
grievance be submitted to mediation prior to submittal
to the City Manager pursuant to Section D below.
Mediation step shall be conducted utilizing the
services of the State Mediation and Conciliation
Service and shall result in no cost to either party.
Mediators will confidentially attempt to assist the
parties in the resulting grievance prior to advancement to the next step. The Mediator may, if appropriate,
make recommendations to the parties in the attempts
to resolve the grievance.
d. When the employee presents a formal grievance to the City Manager or his/her designee, the City Manager or
his/her designee shall discuss the grievance with the
employee and the employee's representative. Within
fifteen (15) days after meeting with the employee and
the employee's representative, the City Manager or
his/her designee shall render a written decision
regarding its merits. The decision of the City Manager
or his/her designee shall resolve the grievance and no
further review of the subject matter of the grievance
shall be permitted within the City's administrative
process.
e. The City shall not institute any reprisals against any employee or any representative resulting from the use
of the grievance procedure.
9.15 Discipline
While progressive discipline will normally be implemented, the steps followed will be determined in each particular case depending on the circumstances and severity of the case.
9.15.1 Oral Counseling
Oral counseling in a broad sense includes any informal discussion with an employee designed to assist him/her to fully develop his/her skills and abilities. The discussion may clarify standards, evaluate the employee’s strengths and weaknesses, seek information or solve problems.
9.15.2 Oral Reprimand
Docusign Envelope ID: E68D0F35-8AC7-4F13-9B17-E8B496CED903
31 Supervisors give oral reprimands when counseling and performance evaluations have failed to produce the desired changes or when the employee’s conduct warrants a more substantial initial step. An oral reprimand is different than counseling in that it provides express notice that if the employee’s performance or behavior is not improved, then further discipline will be imposed. The oral reprimand defines the areas in which improvement is required, sets up goals leading to this improvement and informs the employee that failure to improve will result in more serious disciplinary action.
The supervisor should make a note of the date, time and content of the reprimand, and write the employee a confirming memo of the reprimand.
However, no record is placed in the employee’s permanent personnel file unless subsequent action is necessary.
9.15.3 Written Reprimands
An employee shall have the right to prepare a written response to the reprimand and have the response placed in his/her personnel file. An employee may appeal the supervisor's decision to issue a written reprimand to his/her department head by filing an appeal to the department head within five (5) working days of receipt of the reprimand. The Department Head's decision regarding the written reprimand shall be final.
9.15.4 Voluntary Mediation prior to Disciplinary Hearing by the Personnel Commission.
The City and the employee/appellant may agree to submit a disciplinary matter to mediation prior to submittal to the Personnel Commission for hearing pursuant to City Personnel Rules. Mediation shall be conducted utilizing the services of the State Mediation and Conciliation Service and shall result in no cost to either party. Mediators will confidentially attempt to assist the parties in the resulting matter prior to advancement to the Personnel Commission. The Mediator may, if appropriate, make recommendations to the parties in the attempts to resolve the matter.
9.16 Layoff Policy and Procedure
9.16.1 Statement of Intent
Whenever, in the judgment of the City Council, it becomes necessary to abolish any position or employment, the employee holding such position or employment may be laid off or demoted without disciplinary action and without the right of appeal.
9.16.2 Notification
Employees to be laid off shall be given at least thirty (30) calendar days prior notice.
9.16.3 Vacancy and Demotion
Docusign Envelope ID: E68D0F35-8AC7-4F13-9B17-E8B496CED903
32 Except as otherwise provided, wherever there is a reduction in the workforce, the appointing authority shall first demote to a vacancy, if any, in a lower class for which the employee who is the latest to be laid off in accordance with Section 6 is qualified. All persons so demoted shall have their names placed on the reemployment list.
9.16.4 Employee Rights
An employee affected by layoff shall have the right to displace an employee in the same department who has less seniority in a lower class in the same class series or in a lower classification in which the affected employee once had permanent status. For the purpose of this section and Section 5, seniority includes all periods of full-time service at or above the classification level the employee is "bumping" to.
9.16.5 Seniority
In order to retreat to a former or lower class, an employee must have more seniority than the least one of the incumbents of the retreat class and request displacement action in writing to the Personnel Director within five (5) working days of receipt of notice of layoff.
Employees retreating to a lower or similar class shall be placed at the salary step representing the least loss of pay. In no case shall the salary be increased above that received in the class from which the employee was laid off.
Employees retreating to a lower or similar class shall serve a probationary period in the new class unless they have previously successfully completed a probationary period in the class or a class in the class series.
9.16.6 Employment Status
In each class of position, employees shall be laid off according to employment status in the following order: volunteers, temporary, provisional, probationary, and regular. Temporary, provisional and probationary employees shall be laid off according to the needs of the service as determined by the appointing authority.
Employees within each category shall be laid off in inverse order of seniority in the classification where layoff is to occur.
9.16.7 Re-employment List
The names of persons laid off or demoted in accordance with these rules shall be entered upon a reemployment list. Lists from different departments or at different times for the same class of position shall be combined into a single list. Such list shall be used by every Docusign Envelope ID: E68D0F35-8AC7-4F13-9B17-E8B496CED903
33 appointing authority when a vacancy arises in the same or lower class of position before certification is made from an eligible list.
9.16.8 Duration of Re-employment List
Names of persons laid off shall be carried on a reemployment list for one (1) year, except that persons appointed to permanent positions of the same level as that which laid off, shall, upon such appointment, be dropped from the list. Persons who refuse reemployment shall be dropped from the list. Persons reemployed in a lower class, or on a temporary basis, shall be continued on the list for the higher position for the one (1) year.
9.17 Safety Committee
The City shall establish and maintain a safety committee in conformance with requirements of SB198.
9.18 Compensation Survey
The City shall commit to conducting a comprehensive citywide compensation study in 2018, with the intent of completion by January 2019.
The City and the Union shall meet and confer prior to the City completing the compensation study to agree on the benchmark positions and the comparable survey cities. The results of the compensation study shall be subject to bargaining as part of the successor MOU negotiations.
9.19 Temporary Hours
Temporary hours will first be offered to current part-time workers. Part-time workers who have their hours increased more than thirty (30) days shall have their benefits and accruals increased accordingly. Affected departments will develop a sign-up system by October 1, 1998 for workers to indicate availability for additional hours.
Should part-time position(s) be vacated, the City shall evaluate the possibility of making the position(s) full time. The City shall regularly evaluate the status of temporary positions.
9.20 Probation
Employees in this bargaining unit shall serve a probationary period of nine (9) months. The City may extend the probationary period for not more than three (3) additional months.
9.21 Performance Evaluations
The purpose of the performance evaluation is to evaluate the employee’s performance on a regular basis. It will serve as a guide in planning the type of supervision, instruction, training, and counseling that may be needed by the employee. During the probationary period, the employee will be Docusign Envelope ID: E68D0F35-8AC7-4F13-9B17-E8B496CED903
34 evaluated after six (6) months of employment and prior to acquiring permanent status in a classification. Thereafter every employee will be evaluated every twelve (12) months. An employee may also be evaluated at any time at the discretion of the department head, or when the performance of the employee has been at or below the “Improvement Needed” level on the most recent evaluation. Evaluation forms shall include the following statement in bold: “Employees may choose to consult with their Union Steward/Representative regarding their evaluation.”
Each employee’s immediate supervisor/rater, in conjunction with management, shall evaluate the employee’s performance. The City shall provide supervisors/raters with training to prepare consistent performance evaluations in accordance with this agreement. No evaluation of any employee shall be place in any personnel file without an opportunity for discussion between the employee and the evaluator(s). Any below-standard evaluation shall include documentation and shall include specific recommendations for improvement and provisions for assisting the employee in implementing any recommendations made. The employee shall have the right to review and respond in writing to any evaluation he/she considers derogatory, or otherwise inaccurate, within twenty (20) working days of receipt of a copy of the evaluation.
For purposes of this Article, a below standard evaluation means an overall rating at or below “Improvement Needed.” All Evaluations with a below standard rating may be appealed to the City Manager, or designee.
The employee must appeal to the City Manager within 45 days of receipt of the evaluation. The City Manager shall meet with the employee and provide a response within 60 days of such meeting. The City Manager or designee's decision is final if the below standard evaluation does not result in a denial of a merit step increase. If the evaluation results in a denial of a merit step increase, the employee may elect to appeal to the Personnel Commission to review the evaluation. Request to appeal to the Personnel Commission shall be made in writing to the Human Resources Department within 20 days of receiving the City Manager’s or designee’s decision. The Personnel Commission shall conduct an informal hearing involving the employee and his\her representative of choice and the reviewer and/or department head of the representative department. Both parties shall provide supporting documentation at the hearing for consideration. Such decision by the Personnel Commission is final.
The supervisor will make every effort to complete evaluations in a timely matter by the due date of the evaluation. Employees who do not receive an evaluation within 30 days of the due date are encouraged to inform his\her supervisor and\or Human Resources. Human Resources will follow-up on overdue evaluations upon notification.
Docusign Envelope ID: E68D0F35-8AC7-4F13-9B17-E8B496CED903
35 10.0 FLEXIBLY STAFFED POSITIONS
The following classifications are considered flexibly staff: Records Clerk I/II, Office Assistant I/II, Accounting Assistant and Sr. Accounting Assistant. Upon completion of the probationary period and meeting the standards set forth in the applicable job description(s), employees shall be eligible for advancement to the II of a flexibly staffed classification. No commercial examination shall be required for advancement in a flexibly staffed position.
11.0 ZIPPER CLAUSE
Except as otherwise specifically provided herein, this Memorandum of Understanding (MOU) fully and completely incorporates the understanding of the parties hereto regarding the provisions contained in this MOU. During the term of this Agreement, the parties waive and relinquish the right to meet and confer over the subject matter specifically referred to or covered in this Agreement. The parties, for the term of this Agreement, do not waive the obligation to negotiate with respect to any practice, subject, or matter within the scope of bargaining not specifically referred to or covered in this Agreement. In the event the City proposes a change in any practice, subject, or matter which is within the scope of bargaining and it is not covered by this Agreement, the City shall give the Union advance written notice of the proposal, at least twenty (20) calendar days prior to implementation and shall, upon request of the Union, meet and confer with the Union concerning the proposal.
Such meet and confer negotiations shall be conducted in accordance with the applicable provisions of the Meyers-Milias-Brown Act (Government Code sections 3500 et seq.).
If, during the term of this Agreement an impasse is reached during the course of negotiations over significant changes to wages and benefits and the City unilaterally imposes those changes on the bargaining unit any waiver of the right to strike and/or engage in concerted action included within this Agreement shall be of no further force of effect on the Union covered by this Agreement. This provision shall sunset on June 30, 2015.
Docusign Envelope ID: E68D0F35-8AC7-4F13-9B17-E8B496CED903
36 12.0 ENACTMENT
The Agreement shall become effective upon ratification by the City Council of the City of Watsonville and shall remain in full force and effect until June 30,2028, or/and until a new agreement has been executed.
SEIU, LOCAL 521
CLERICAL TECHNICAL UNIT
Date ___________
CITY OF WATSONVILLE
Date_________________
_________________________________
Olivia Martinez, Region 2 Director
__________________________________
Veronica Velazquez, SEIU 521
_________________________________
Anna Zarate, Unit Representative
________________________________
Yvette Herrera, Unit Representative
________________________________
Angelica Diaz-Ortiz, Unit Representative
_______________________________
Tamara Vides , City Manager
Date_________________ ________________________________
City Attorney
Date
City Clerk
Docusign Envelope ID: E68D0F35-8AC7-4F13-9B17-E8B496CED903 2/23/2026 | 1:54 PM PST
37 APPENDIX A
CLERICAL/TECHNICAL 2026 SEIU, LOCAL 521 CLASSIFICATIONS
ACCOUNTANT I
ACCOUNTING ASSISTANT
ACCOUNTING TECHNICIAN
ASSISTANT ADMINISTRATIVE ANALYST
ASSISTANT ENGINEER
ASSISTANT PLANNER
AUDIOVISUAL/COMMMUNICATION TECHNICIAN
BUILDING INSPECTOR
CODE ENFORCEMENT OFFICER I
CODE ENFORCEMENT OFFICER II
CODE ENFORCEMENT OFFICER III
COMMUNITY ORGANIZER
COMPUTER OPERATOR/PROGRAMMER
CONSTRUCTION INSPECTOR
DEVELOPMENT REVIEW TECHNICIAN
ENGINEERING AIDE
ENGINEERING ASSOCIATE
ENVIRONMENTAL EDUCATION ASSISTANT
GIS TECHNICIAN I
GIS TECHNICIAN II
HOUSING GRANT MANAGEMENT & REHABILITATION SPECIALIST
HOUSING REHABILITATION SPECIALIST I
HOUSING REHABILITATION SPECIALIST II
INDUSTRIAL WASTE INSPECTOR
INFORMATION TECHNOLOGY SPECIALIST I
INFORMATION TECHNOLOGY SPECIALIST II
JUNIOR PLANNER
LIBRARY ASSISTANT
LIBRARY CLERK
LIBRARY COMPUTER OPERATOR
LIFE SAFETY OFFICER
LITERACY PROGRAM ASSISTANT
MEDIA AND COMMUNICATIONS ASSISTANT
MICROCOMPUTER TECHNICIAN
NETWORK SPECIALIST
OFFICE ASSISTANT I
OFFICE ASSISTANT II
PERMIT CLERK
PERMIT TECHNICIAN
POLICE CLERK I
POLICE CLERK II
POLICE CLERK III
RECREATION ASSISTANT
RECREATION LEADER III
SENIOR ACCOUNTING ASSISTANT
SENIOR ENGINEERING AIDE
SENIOR LIBRARY ASSISTANT
SENIOR PROGRAMMER
UTILITY ACCOUNT SPECIALIST
SPECIAL PROJECTS INSPECTOR
Each position shall have a written job description. The employer may update or create new job descriptions. The employer will provide any new or updated job description to the Union when required by the MMBA, and shall be deemed to by the Union unless the Union request to meet and confer within ten (10) days after receipt of the proposed job description by the Union and any affected employee holding the classification that the employer is seeking to modify.
Docusign Envelope ID: E68D0F35-8AC7-4F13-9B17-E8B496CED903
STRATEGIC PLAN
C I T Y C O U N C I L
watsonville.gov FEBRUARY 2026
2025 - 2027
Priorities
Strategies
Workplan
MID-YEAR UPDATE
This page was left intentionally blank
WATSONVILLE CITY COUNCIL 2026
Eduardo Montesino
District 1
Maria Orozco
District 3
MAYOR PRO TEMPORE
Casey Clark
District 5
MAYOR
Kristal Salcido
District 4
Jimmy Dutra
District 6
Ari Parker
District 7
Vanessa Quiroz-Carter
District 2
“Working with our community to create
positive impact through service with heart”
Every two years, the City Council adopts a Strategic Plan to align its priorities and the community’s needs with the City’s budget. This plan also sets a clear, forward-looking vision for the organization and the services the City delivers.
The 2025–2027 Strategic Plan identifies seven long-term priorities. For each one, the Council has outlined targeted strategies and actions aimed at achieving measurable results and driving meaningful progress for our community.
• Clearly defines the Council’s priorities and
informs policy decisions.
• Provides staff with a framework to develop
feasible, measurable, and actionable strategies
that support policy implementation and effective
resource allocation.
• Guides the City’s efforts to engage community
members and partner agencies in advancing the
City’s mission.
• Helps the City prioritize time and resources in
alignment with the Council’s goals.
• Promotes accountability and transparency in
delivering effective policies and services that
respond to community needs.
Strategic Plan: 2025 - 2027 Priorities
A Road Map for the Future
Economic Development
Efficient & Well-Performing Government
Housing
Community Engagement & Well-being
Public Safety
Infrastructure & Environment
Fiscal Health
OVERALL
Strategic Plan
Progress Update
City Council
2025 - 2027
REV - Feb, 2026
Community
Engagement
& Well-being
Efficient &
Well-Performing
Government
Housing
Infrastructure
& Environment
Public
Safety
Economic
Development
Fiscal
Health
24 - Completed 64- Ongoing 62 - In Progress 11 - Delayed 1 - Completed 5 - Ongoing 8 - In Progress 1 - Delayed
2 - Completed 9 - Ongoing 9 - In Progress 2 - Delayed
4 - Completed 5 - Ongoing 5 - In Progress 2 - Delayed
3 - Completed 5 - Ongoing 4 - In Progress 0 - Delayed
4 - Completed 18 - Ongoing 19 - In Progress 4 - Delayed 1 - Completed 11- Ongoing 5 - In Progress 1 - Delayed
6 - Completed 11 - Ongoing 12 - In Progress 1 - Delayed 15%
7% 33% 53% 7%
9%
25%
25%
27%
9% 9%
6% 61% 6%
40% 42%
42% 33%
9%
31% 31% 13%
41% 41%
40% 38%
40% 3%
7%
Exploring innovative and inclusive ways to engage residents in civic life by reaching diverse populations through culturally relevant events, interactive public forums, and accessible digital platforms will strengthen community connections, enhance trust in local government, and ensure that all voices are heard in shaping the community’s future.
Creating inclusive, diverse, and accessible programs and spaces that meet the needs of residents of all ages, backgrounds, and abilities; including recreational, educational, and cultural programs that reflect the community’s interests and values; foster greater participation, promote lifelong learning, and support overall well-being.
Increasing civic engagement by meeting residents where they are—both physically and digitally - by bringing City services and information directly into neighborhoods through community events and partnerships, and actively growing the City’s email database and collaborating with PVUSD to better reach families; will create more a informed, connected, and engaged community.
City departments leading the work to support:
Strategies
Creatively Increase Community Involvement
Expand Programming for All
Expand City Communications and Outreach Efforts
Foster a vibrant, connected, and healthy community by creatively increasing opportunities for residents to participate in civic life, expanding inclusive programming for all ages and backgrounds, and strengthening collaboration with Pajaro Valley Unified School District (PVUSD) to make recreational spaces more accessible to the public.
Additionally, the City will continue to broaden its communication and outreach efforts to ensure all community members are informed, involved, and empowered to contribute to its growth and quality of life.
Community Engagement
& Well-being
HIGHLIGHTS
Community Engagement & Well-being
Adopt an Outreach Plan
Following an extensive review of areas where patrons are least likely to visit, the Library adopted an outreach plan that will be reviewed on an annual basis. This plan helps connect the Library with underserved communities, ensures resources reach those who might not otherwise engage, and strengthens partnerships while increasing awareness of services and supporting the Library’s role as an inclusive community hub.
Strengthen public education and community outreach
Community engagement, education and outreach is essential in building trust, fostering partnerships and reducing crime. The Watsonville Police Department uses social media as a platform to educate and increase safety with campaigns such as National Speeding Awareness and National Pedestrian Safety Month. In addition, community outreach efforts included the participation of 14 neighborhoods in National Night Out, which gave neighbors the opportunity to connect with law enforcement under positive circumstances.
HIGHLIGHTS
Community Engagement & Well-being
Watsonville Academy
The City hosted Watsonville residents and business owners during the 2025 Watsonville Academy.
This free, nine-week program offers a unique opportunity to take a deeper look at how City government works through hands-on experiences and an inside look at the services and functions that keep Watsonville running every day. The Watsonville Academy reflects the City’s commitment to transparency, community engagement, and empowering residents and business owners to play an active role in shaping Watsonville’s future.
Policy Project Program/Event
Work Plan
Supporting the Strategic plan
2025 - 2027
The list below reflects the work that various City Departments will complete and ideas to be explored during the 2025-2027 Fiscal Years to support the advancement of the Council’s Strategic Priorities. Additional work and projects that emerge as part of continued reassessment of community needs could be added as the Council reviews progress of their Strategic Plan or as new operational needs arise and funding is allocated accordingly.
How will this be accomplished?
Creatively Increase Community Involvement
Continue to expand Teen Action Council
Expand Ride a long program
Continue Student Success Card Initiative
Host the Watsonville Academy to encourage residents to
learn about the City operations and Government structure Partner with PVUSD to host Summer in the City youth
internship program
Community Engagement & Well-being
Engagement
Lead
Department
KEY
Planning Investment Communication Other
Completed Ongoing
In Progress Delayed
City Manager
& All Depts.
City Manager
& All Depts.
Police
Parks & Library
Library
Offer a variety of Special Events, including Strawberry Festival, 4th of July and holiday events.
Host Airport Open House with Pyrotechnics
Grow ParkRx with Salud para la Gente and
County Health
Parks
Parks
Airport
Host Historical Aircraft Display Day
Continue Poet Laureate and Youth Poet Laureate Programs Expand programs and services for Seniors
Expand programs and events at the Watsonville
Youth Center
Continue to partner with PVUSD to offer Expanded Learning Opportunities Program (ELOP)
Continue to Implement Library Strategic Plan
Expand Programming for All
Community Engagement & Well-being
EngagementPlanning Investment Communication Other
Expand programs and events at the Watsonville Senior
Center
Continue Watsonville Reads: One book, One community
Program
Continue to offer a variety of programs and events for all ages through Measure R
Host Wheels@Watsonville Car Show
Policy Project Program/Event
Creatively Increase Community Involvement (Continued)
Lead
Department
Parks
Library
Library
Library
Parks &
Library
Library
Parks
Parks
Airport
Airport
Support annual Council District Meetings
Support the PV Collaborative to advance community
health& wellness, economic mobility, and engagement
City Manager
City Manager
Provide public outreach and interactive events to educate the public on Public Work’s purpose and activities that provide public health, safety, and protect the natural environment and encourage community engagement to do the same.
Public Works
Increase information about voter registration City Clerk
Continue to offer 4th grade Field Trips at the Airport
Expand Programming for All (Continued)
Community Engagement & Well-being
Policy Project Program/Event
EngagementPlanning Investment Communication Other
Lead
Department
Airport
Expand email list to engage residents and distribute
information
Implement new Software, including Open Captions in
City Council Chambers City Clerk
City Manager
Expand City Communications and Outreach Efforts
Collaborate with CA State Parks to provide education about state parks
Create and Implement an Outreach Plan & Develop a
Marketing Plan Library
Library
Adopt an Age Friendly Community Strategic Plan Parks
Strengthen public education and community outreach Police Offer a Bilingual workshop for candidates (Council) City Clerk
Strengthening the foundation of the local economy by providing resources, streamlining processes, fostering a businessfriendly environment through technical assistance, promoting local purchasing, and creating opportunities for networking and collaboration to retain jobs will preserve the unique character of the community and encourage continued economic growth from within.
Fostering a dynamic and resilient local economy that reflects changing market trends and community needs by offering incentives to investors, streamlining the permitting process to be more customer-focused, cultivating a results-driven internal culture, advocating for more state-issued liquor licenses and prioritizing the attraction of entertainment and experiencebased businesses will attract new businesses that are adaptable to the evolving retail landscape.
Leveraging the Downtown Specific Plan as a powerful tool to drive revitalization and sustainable development by actively promoting the plan’s vision, incentives, and development guidelines to attract investment will encourage mixed-use projects will enhance the overall vibrancy of the downtown area and build strong public-private partnerships that transform underutilized spaces into thriving hubs of activity, commerce, and community life.
Strategies
Support Local Businesses
Attract New and Diversified Businesses
Engage with Property Owners and Investors to Utilize the Downtown Specific Plan as a Catalyst for Development
City departments leading the work to support:
Focus on building a strong, resilient, and inclusive local economy by supporting existing local businesses through resources and partnerships, attracting new and diverse businesses that meet the community’s needs, and fostering investment in key areas. By actively engaging with property owners and investors and leveraging the Downtown Specific Plan as a catalyst for revitalization, the City aims to stimulate economic growth, create jobs, and enhance the vibrancy of its commercial districts.
Economic
Development
HIGHLIGHTS
Economic Development
New Business Licenses and Retail Strategies
The City has processed 255 new business licenses this Fiscal Year to date. The City Managers Office and Community Development Department are actively working with a consultant to promote opportunities in Watsonville to national retailers and restaurants at trade shows. The consultant is conducting a comprehensive analysis of Watsonville’s demographics, consumer behavior and market conditions and engaging with property owners to pair them with national brands.
Conduct an Airport Economic Benefit Analysis
The primary purpose of this Study is to identify, quantify, qualify, and communicate the local economic, social and community impacts derived from the activities and operation of the Watsonville Municipal Airport.
This Study is underway and will be completed before the end of this Fiscal Year.
Policy Project Program/Event
Work Plan
Supporting the Strategic plan
2025 - 2027
The list below reflects the work that various City Departments will complete and ideas to be explored during the 2025-2027 Fiscal Years to support the advancement of the Council’s Strategic Priorities. Additional work and projects that emerge as part of continued reassessment of community needs could be added as the Council reviews progress of their Strategic Plan or as new operational needs arise and funding is allocated accordingly.
Support Local Businesses
Partner with workforce Investment Board to expand business and employment opportunities Conduct an Airport Economic Benefits Analysis
Develop outreach program to build support for public
improvements (e.g., social media posts, surveys, community events, businesss roundtable events)
Build strategies to help current business
grow and thrive
Economic Development
KEY
Completed Ongoing
In Progress Delayed Engagement
Lead
Department
Planning Investment Communication Other
Airport
City Manager
HR
Community
Development
Prioritize the attraction of entertainment and
experience-based businesses
Focus on engaging commercial property owners to improve image and fill vacant spaces
Attract New and Diversified Businesses
Encourage creation of new retail, professional, and residential uses as well as personal services within the downtown.
Community
Development &
City Manager
Community
Development &
City Manager
Community
Development
How will this be accomplished?
Engage with Property Owners and Investors to Utilize the Downtown Specific Plan as a Catalyst for Development
Adopt and implement a Public Art Master Plan
Hire support to expand retail business in the City
Develop a regular reporting schedule on key objectives of the DWSP, such as tracking public and private investments, new housing units, business openings, or other implementation metrics Attract New and Diversified Businesses (Continued)
Economic Development
Expand the Downtown Parking District to the boundaries of the Downtown Watsonville Specific Plan (DWSP) to make all nonresidential land uses exempt from onsite parking requirements Address for more state-issued liquor licenses moratorium Other
Implement City branding and image project (wayfinding)
Work collaboratively with Santa Cruz METRO and MidPen Housing on redeveloping the Watsonville Transit Center to improve bus service and provide housing
Adopt the General Plan 2050 and associated EIR
Policy Project Program/Event
EngagementPlanning Investment Communication Other
Lead
Department
City Manager
City Manager
Parks
Community
Development
Community
Development
Community
Development
Community
Development
Community
Development &
City Manager
Improving the overall experience for residents and businesses by modernizing and streamlining City services, updating antiquated systems and software to leverage the latest technology, simplifying and accelerating permitting processes, creating an efficient workforce structure, and reducing wait times and bureaucratic hurdles to foster a more business-friendly environment will promote economic growth, and create a more responsive, transparent, and innovative municipal government.
Fostering clear communication and collaboration between departments, Council Members, and other elected officials by aligning stakeholders on shared priorities and initiatives will leverage and showcase Watsonville’s unique strengths and values and ensure our community’s needs are met.
Enhancing both internal and external interactions, by investing in professional development, upgrading the phone system to reduce waiting times, streamlining the City website for more straightforward navigation, adjusting front counter hours to meet community needs, and highlighting the positive work being done will increase customer satisfaction.
Strategies
Modernize and Streamline City Services
Develop Effective Advocacy to Ensure Local Control
Improve Customer Service
City departments leading the work to support:
Deliver responsive, transparent, and effective services to the community by modernizing and streamlining City services through updated technology and improved internal processes, implementing the Classification Study to ensure a balanced and efficient workforce structure and enhancing customer service across all departments.
Additionally, developing strong advocacy efforts will ensure the community’s unique needs and priorities are effectively represented at all levels of government.
Efficient & High
Performing Gov.
HIGHLIGHTS
Efficient & Well-Performing Government
Continue to coordinate the Traffic Advisory Committee
to improve traffic safety on neighborhoods.
The Traffic Advisory Committee (TAC) offers community members the opportunity to collaborate with City Staff to develop city-wide traffic improvements. The group meets quarterly to discuss current and upcoming traffic projects and to brainstorm other potential improvements for conductors, bikers, and pedestrians.
Dozens of residents have attended TAC meetings over the past year and have learned, in-depth, about the process of implementing traffic improvements in the City, from the initial request, to analyzing the needs, and identifying, selecting, and implementing solutions. The meetings have fostered an environment of trust, curiosity, and collaboration among participating community members and City Staff. Visit watsonville. gov/tac to see previous meeting presentations.
Modernizing City Services and
Strengthening Cybersecurity
Our IT team has made significant progress this year
in modernizing City services and strengthening
our digital infrastructure. We successfully led the
coordination with Finance, Airport, and Community
Development Departments to launch an online
portal that allows residents and businesses to
initiate permits and make payments for fees. These
improvements mean residents can now access city
services 24/7 from home, reducing wait times and
improving convenience for our community.
On the cybersecurity front, we achieved a major milestone with the substantial completion of multi-factor authentication (MFA) deployment across City systems. This critical security measure adds an essential layer of protection to our City’s data and resources, significantly reducing the risk of unauthorized access and cyber threats.
Policy Project Program/Event
Work Plan
Supporting the Strategic plan
2025 - 2027
The list below reflects the work that various City Departments will complete and ideas to be explored during the 2025-2027 Fiscal Years to support the advancement of the Council’s Strategic Priorities. Additional work and projects that emerge as part of continued reassessment of community needs could be added as the Council reviews progress of their Strategic Plan or as new operational needs arise and funding is allocated accordingly.
Modernize and Streamline City Services
Develop and maintain a cybersecurity incident response plan Expand multi-factor authentication using Azure MFA
Migrate shared and department files to Microsoft 365/Teams Implement work order and asset management system
Create a Building Permit Portal to processing permits easier Implement records retention education and destruction Citywide Update all job descriptions within the City per study
recommendations.
Improve Processing and Implementation of Retention
Strategies through NextRequest Software Upgrade
Utilize features in MUNIS upgrade to streamline HR
processes (forms, evaluations, etc.)
Update internal policies to stay current with updated
legislation.
Efficient and High Performing Government KEY
Completed Ongoing
In Progress Delayed
How will this be accomplished? Engagement
Lead
Department
Planning Investment Communication Other
City Clerk
HR & Finance
City Clerk & HR
HR
City Clerk
IT
IT
IT
Library & Parks
Community
Development
Improve Customer Service
Provide excellent customer service to all City departments to maintain an efficient, well-maintained, and safe vehicle fleet while moving towards implementation of the State’s clean vehicle goals Utilize See-Click-Fix for maximizing resident driven
work orders
Provide customer service training for all city employees to strengthen our public service standards
Continue partnerships for regional and local climate
related grants
Coordinate stakeholder partnership for homelessness encampment management, policy development, housing and resources - City Action Plan
Deploy improved online customer account access
for payments and service
Update and refresh the website
Assess counter hours and staff availability to enhance
Customer Service
Continue to support transparent reporting for Measure R, Measure Y and Measure Q (County) through public advisory committees
Develop Effective Advocacy to Ensure Local Control
Efficient and High
Performing Government
Continue to coordinate the Traffic Advisory Committee to improve traffic safety on neighborhoods.
Utilize the Nature Center to promote and foster climate change resiliency behaviors and actions
Expand electronic payment methods by installing kiosks at payment office.
Policy Project Program/Event
EngagementPlanning Investment Communication Other
Lead
Department
Public Works
PW, PCS, Lib., PD,
Fire, & Finance
CM, PW, CDD,
Lib., & PCS
Public Works
Public Works
Public Works
All Depts.
& Finance
Public Works
Public Works
City Manager
& HR
City Manager
Community
Development
City departments leading the work to support:
Avoiding rising costs from delays by advancing projects quickly and efficiently and exploring funding opportunities to address critical needs, such as stormwater improvements and homelessness, will ensure responsible financial management, while meeting community priorities.
Maintaining a balanced budget and strong reserve balance by aligning the budgeting process with the Strategic Plan Workplan will ensure resources are effectively allocated to support the City’s goals and initiatives.
Expanding partnerships and maximizing grant opportunities by growing the volunteer program to increase staff capacity, collaborating with the regional partners, enhancing parking enforcement, and establishing a stormwater utility fund will strengthen the City’s financial resources while supporting vital services and infrastructure.
Strategies
Ensure Long-Term Fiscal Stability
Maintain a Balanced Budget and a Robust Reserve Balance Explore Innovative Ways to Generate New
Secure long-term fiscal health by prioritizing a balanced budget and maintaining robust reserve balances to safeguard against economic uncertainties, exploring innovative ways to generate new revenue streams while carefully managing expenses, maximizing opportunities through strategic partnerships, and actively pursuing grants to supplement funding. These efforts will help sustain essential services, support community growth, and strengthen the City’s financial foundation for the future.
Fiscal Health
HIGHLIGHTS
Fiscal Health
Multi-Year Labor Agreements and Compensation Study Implementation Entered into 3 year contracts with almost all bargaining units with a final bargaining unit contract expected before the end of the fiscal year. These MOUs reflect incorporating results of a City-wide compensation study.
Prepare a Comprehensive,
Balanced Budget
The Finance Department prepared a balance FY 25-
27 budget that includes a long-term budget plan and
strategic priorities and achieves Government Finance
Officers Association of the United States and Canada
(GFOA) Certified Achievement for Excellence in
Financial Reporting for the 22 consecutive year. GFOA
presented a Distinguished Budget Presentation Award
and a Certificate of Recognition for Budget Preparation to the City of Watsonville, California for its biennial budget for the fiscal year beginning July 1, 2025.
To receive this award, a governmental unit must
publish a budget document that meets program criteria
such as a policy document, an operations guide, a
financial plan, and a communication tool. This award is valid for a period of two years only. Our current budget continues to conform to program requirements
Policy Project Program/Event
Work Plan
Supporting the Strategic plan
2025 - 2027
The list below reflects the work that various City Departments will complete and ideas to be explored during the 2025-2027 Fiscal Years to support the advancement of the Council’s Strategic Priorities. Additional work and projects that emerge as part of continued reassessment of community needs could be added as the Council reviews progress of their Strategic Plan or as new operational needs arise and funding is allocated accordingly.
Ensure for Long-Term Fiscal Stability
Prepare a comprehensive, balanced budget that includes a long-term budget plan and strategic priorities
Update Community Development Department
Master Fee Schedule
Update Development Impact Fees
Implement policies to maintain a healthy fund balance and fiscal reserve policies to sustain a resilient financial future Ensure balanced financial revenue streams and user fees cost recovery.
Fiscal Health
KEY
Completed Ongoing
In Progress Delayed
How will this be accomplished? Engagement
Lead
Department
Planning Investment Communication Other
Finance
Community
Development
Community
Development
Finance
Finance
Maintain a Balanced Budget and a Robust Reserve Balance Coordinate timely and proactive input to develop the Capital Improvement Plan, financial plan, and annual budget, and administer the department’s budget activities
All Depts.
Explore development of a stormwater fee Public Works
Explore Innovative Ways to Generate New Revenue
Manage our Retirement Liability
Lobby Government officials for additional funds to be invested in our community Ensure ability to fiscally comply with Chrom 6 and PFAS legislative compliance
Monitor budget performance and key economic indicators
quarterly, allowing us to make informed adjustments and financial decisions.
Fiscal Health
Leverage bond financing to support major infrastructure projects to be built in our community
Other
Implement Airport Aviation Storage Unit (Hangars)
auto-payment
Plan and implement the capital improvement investment in infrastructure in an efficient manner to help ensure continued reliability of City assets, and continue to pursue grants and other funding sources to mitigate cost impacts on the community Policy Project Program/Event
EngagementPlanning Investment Communication Other
Lead
Department
Public Works
Finance
All Depts.
Airport &
Finance
Finance
Finance
City Manager
Maintain a Balanced Budget and a Robust Reserve Balance (Continued) Prepare a Comprehensive Annual Financial Report including external audit review, to ensure integrity Finance
Prepare an Annual Mid-Year Report and present to City
Council with appropriation corrections Finance
Promoting thoughtful mixed-use developments by integrating residential, commercial, and community spaces and supporting local businesses will foster a sense of community while ensuring balanced and sustainable growth and create vibrant, walkable neighborhoods that enhance quality of life.
Increasing housing options for all sectors of the community by supporting housing for workforce and middle-income residents, updating the General Plan and assessing our growth opportunities will allow for the development of additional housing to meet the growing needs of our diverse population.
Expanding housing options by encouraging the development of accessory dwelling units (ADUs), while carefully minimizing impacts on existing neighborhoods will balance growth with preserving neighborhood character.
Strategies
Encourage Thoughtful Mixed-Use Developments
Increase Housing Options for all Sectors of the Community Encourage the Development of ADUs while Minimizing Impacts to Neighborhoods City departments leading the work to support:
Encourage thoughtful mixed-use developments that blend residential and commercial spaces by increasing diverse housing options to serve all community sectors. By developing accessory dwelling units (ADUs) while carefully managing their impact to preserve neighborhood character and quality of life will increase housing affordability and accessibility.
Housing
HIGHLIGHTS
Housing
Homelessness Plan
In September 2025, the Watsonville City Council
adopted its first Homelessness Strategic Plan. This
public plan outlines the City’s work in addressing
homelessness, with a focus on four Strategic Areas:
• Housing
• Policy & Funding
• Prevention & Resources
• Management & Enforcement
The Plan includes background information on the
current challenges, as well as Priorities and Action
Items for each of the Strategic Areas. The Workplan found within each chapter assigns the Strategic Actions outlined in this report with multi-year timelines, milestones and performance metrics. This Workplan serves to transform the Report into a usable roadmap for implementation.
Advancing Housing Opportunities for the Entire Community The Community Development Department continues to make great strides toward the goal of providing and supporting additional housing for all sectors of the community. In addition to managing ongoing grants and programs, some notable achievements include assisting through the entitlement and building permit process for new housing developments such as Hillcrest Estates bringing a variety of housing options to the community. CDD staff helped place 7 new homeowners into brand new homes (including 3 City employees) in the new developments.
Also during this fiscal year, the City’s Affordable Housing Ordinance was updated to include a local preference rule giving priority for affordable units to those who live and work in Watsonville. Furthermore, a number of zoning code amendments were approved in support of implementing the first phase of the Housing Element. Lastly, CDD staff assisted with the application of an Affordable Housing and Sustainable Communities grant which awarded $39 million for a mixed use\housing development in downtown Watsonville.
Policy Project Program/Event
Work Plan
Supporting the Strategic plan
2025 - 2027
The list below reflects the work that various City Departments will complete and ideas to be explored during the 2025-2027 Fiscal Years to support the advancement of the Council’s Strategic Priorities. Additional work and projects that emerge as part of continued reassessment of community needs could be added as the Council reviews progress of their Strategic Plan or as new operational needs arise and funding is allocated accordingly.
Encourage Thoughtful Mixed-Use Developments
Explore new ways to incentivize mixed-used developments Housing
KEY
Completed Ongoing
In Progress Delayed
How will this be accomplished? Engagement
Lead
Department
Planning Investment Communication Other
Community
Development
Explore opportunities for businesses to provide housing to employees
Promote the City’s housing programs through outreach and educational opportunities
Prepare a user-friendly handout to explain density bonus regulations as they apply in the City of Watsonville
Increase Housing Options for all Sectors of the Community Support grant funding opportunities for affordable housing projects (e.g., AHSC program)
Community
Development
Community
Development
Community
Development
Community
Development
Update City’s affordable housing ordinance
Implement Housing Element strategies and policies, such as amending the zoning code concerning Density Bonus (WMC Chapter 14-47), Transitional Housing (WMC Chapter 14-16), ADUs (WMC Chapter 14-23), and DWSP.
Community
Development
Community
Development
Approve HOME program documents by HCD Community
Development
Encourage the Development of ADUs while Minimizing Impacts to Neighborhoods Housing
Prepare a user-friendly handout on the new requirements and processes for ADUs/JADUs
Other
Approve CDBG 5 year plan by HUD
Explore ways of assisting new homeowners through
education and financing
Approve PLHA 5 year plan
Policy Project Program/Event
EngagementPlanning Investment Communication Other
Lead
Department
Community
Development
Community
Development
Community
Development
Community
Development
City departments leading the work to support:
Prioritizing funding for deferred maintenance projects, including lighting, by allocating the necessary resources to repair and upgrade critical infrastructure will ensure long-term safety and reliability for the community.
Providing safe, accessible, and well-maintained infrastructure for everyone by ensuring that street, sidewalk, multimodal, and road improvements are carried out equitably across all neighborhoods will promote fairness and connectivity throughout the entire community.
Enhancing environmental, economic and social sustainability by leading programs and policies related to climate change, resource management, energy and green building, watershed management, pollution prevention and control and laboratory services will create a cleaner and greener community.
Strategies
Address Aging Infrastructure and Facilities
Ensure that Sidewalk and Road Improvements are Equitably Implemented Promote Environmental Sustainability
Protect the environment by addressing aging infrastructure and facilities, completing lighting installations and upgrades Citywide, and ensuring that improvements to streets, sidewalks, and multimodal roads are implemented equitably across all neighborhoods to promote safety, accessibility, and environmental sustainability.
Infrastructure
& Environment
HIGHLIGHTS
Infrastructure & Environment
Callaghan Park Courts
In June 2025, we celebrated the grand opening of Callaghan Park’s new pickleball courts and upgraded basketball courts! The ceremony was followed by a 3-on-3 basketball tournament, pickleball demos and over 50 eager pickleball players enjoying the courts for the first time. These exciting improvements were made possible by Measure R and Measure Y, continuing to bring safer, more vibrant parks to Watsonville.
Progress on Water Infrastructure Projects
Design is underway for the replacement of the City’s headworks and influent pump station. Headworks is the first process in the Wastewater Treatment Plant that receives all raw sewage. The project consists of replacing an influent pump station, preliminary screening facilities, grit removal, and the associated electrical and controls at an estimated cost of $35 million. The City was recently awarded over $1 million through Congresswoman Zoe Lofgren for this project. Design is also underway for the replacement of the Treatment Plant’s co-generation engine with new energy recovery technology and upgrades to six of the City’s wells to meet new contaminant requirements or Chromium-6.
Policy Project Program/Event
Work Plan
Supporting the Strategic plan
2025 - 2027
The list below reflects the work that various City Departments will complete and ideas to be explored during the 2025-2027 Fiscal Years to support the advancement of the Council’s Strategic Priorities. Additional work and projects that emerge as part of continued reassessment of community needs could be added as the Council reviews progress of their Strategic Plan or as new operational needs arise and funding is allocated accordingly.
Address Aging Infrastructure and Facilities
Upgrade Fire Station 2 living quarters to improve health and safety
Conduct a Fire Department Facilities Needs Assessment
Replace asphalt with concrete at both Fire Stations
to provide stronger surfaces for Fire apparatus
Develop a Fire Department Master Plan
Install new HVAC at all city facilities
Complete Airport Fuel Farm Secondary containment
upgrade
Replace card access and CCTV at all facilities
Infrastructure and Environment
KEY
Completed Ongoing
In Progress Delayed
How will this be accomplished? Engagement
Lead
Department
Planning Investment Communication Other
Fire
Fire
Fire
Fire
Finance &
Public Works
IT
Airport
Install Pillar Booths: Study Rooms at Main Library Library Replace aging storage and servers that have reached end of life and support
Upgrade AV equipment at the Main Library, Meeting Room
IT
Library
Address Aging Infrastructure and Facilities (Continued) Infrastructure
& Environment
Policy Project Program/Event
Finalize and maintain federal funding for the electrical project at wastewater treatment plant
Construct water infrastructure projects: Reservoir 2, Well #4, Miles Lane
ESCO Phase 2: improvements at WWTP, aeration, belt
press, cogen, completing SECAP (system evaluation
capacity assurance plan)
Complete recycled water plant electrical improvements
Develop an Internal Service Fund for facilities management Construct the Boiler infrastructure project at WWTP
Pursue partial or full funding for the critical wastewater headworks project ($37 million project)
Complete City Plaza Revitalization Project
Complete Callaghan Park Upgrades
Upgrade public bathrooms at Main Library
Complete Ramsay Park Renaissance Project
Complete Installation and Upgrades to Lighting throughout the City
EngagementPlanning Investment Communication Other
Lead
Department
Public Works
Public Works
Public Works
Public Works
Public Works
Public Works
Public Works
Library
Parks
Parks
Parks
Public Works
Upgrade Public Computers at both locations Library
Parks Begin park master plan process for River Park and Pinto Lake Park
Construct Rooftop Project at Main Library Library
Address Aging Infrastructure and Facilities (Continued) Infrastructure
& Environment
Policy Project Program/Event
Utilize facilities needs assessment for project prioritization Identify procedure to include cost of conduit for future fiber as part of street rennovation/construction
Fund and implement Park Assessment Plan
Improve and invest in the efficient maintenance of the City’s transportation systems including roadways, striping, and sidewalks to promote walkability, bicycling, accessibility, and overall safety EngagementPlanning Investment Communication Other
Lead
Department
Public Works
IT
Parks
Public Works
Ensure that Streets, Sidewalks, Multimodal and Road Improvements are Equitably Implemented throughout the City
Re-imagine Main Street (SR 152) to function as a downtown street with priority given to pedestrians and destination traffic
Work with Public Works to re-imagine Main Street (within City R/W) to function as a downtown street with priority given to pedestrians and destination traffic
Explore grant funding opportuntities for roadway and
streetscape improvements
Develop funding mechanism to invest in roadway and
streetscape improvements on Main Street per the DWSP
Community
Development
Community
Development
Community
Development
Community
Development &
Public Works
Explore removing the truck traffic designation from SR 152 within downtown
Work with SCCRTC on designing/implementing regional facilities that connect Watsonville to the wider region (e.g., ZEPRT project, Pajaro River Levee Trail)
Community
Development
Community
Development
Infrastructure
& Environment
Policy Project Program/Event
EngagementPlanning Investment Communication Other
Lead
Department
Environmental Sustainability
Install Airport Pollution Control Facility (Wash Rack)
Install new windows at Fire Station 2 for energy efficiency Increase tree canopy within the City
Provide solid waste collection and disposal for the City in an efficient and sustainability-focused manner that continues to meet all State and Federal regulations.
Maintain an efficient, well-maintained, and safe vehicle fleet while moving towards implementation of the State’s clean vehicle goals and mandates.
Consider pursuing approval of an Urban Sustainability Area designation from the Central Coast Regional Water Quality Control Board for the DWSP area to allow offsite compliance for water quality treatment and retention requirements Provide planning, technical guidance, and project management for energy conservation, sustainability, and renewable energy resources and projects for all City departments
Meet all Federal, State and regulatory mandates to protect the natural environment through efficient management and maintenance of the City’s water, stormwater, wastewater, and recycled water treatment infrastructure.
Support Airport Green Strategy to reduce carbon footprint Implement Urban Forest Master Plan
Airport
Fire
Airport
Parks
Parks
Public Works
Public Works
Public Works
Public Works
Public Works
City departments leading the work to support:
Fostering a supportive work environment by providing ongoing training and career development opportunities and offering competitive benefits will build a skilled, dedicated workforce committed to protecting and serving the community effectively.
Coordinating closely with partner agencies and organizations by streamlining emergency communications, creating dedicated funding streams to address public safety impacts, and accessing training and resources for specialized challenges will ensure timely, clear, and effective information sharing and improve response efforts and community safety.
Developing innovative programs that foster community involvement and improve service delivery by expanding the Police Service Specialists program, increasing support for law enforcement and growing Neighborhood Watch programs will strengthen community partnerships and promote neighborhood safety.
Strategies
Attract and Retain Public Safety Employees
Coordinate with Partners to Prepare for Emergencies
Develop Innovative Public Safety Programs
Enhance public safety by attracting and retaining skilled public safety employees and strengthening coordination and communication with partners to improve emergency preparedness. Develop innovative public safety programs that address the community’s evolving needs and promote a safer environment for all residents.
Public Safety
HIGHLIGHTS
Public Safety
Fire Department Training
Our Fire Department’s training facility also hosted a week-long training regarding emergency incident command. Fire agencies from across the county gathered at the Watsonville training center to conduct live scenario training and incident management. This training emphasizes overhead management, task assignment, and fireground personnel accountability. Our Regional Training Center once again serves as a great asset to the City and our region.
FAA Tabletop Safety Exercises
The FAA’s Safety Stand Down events are designed to enhance safety awareness and reduce risks in aviation. At Watsonville Municipal the 2025 event focused on specific areas that addressed first responder action to accidents on and adjacent to the airfield.
The multi-agency attendees held a two-hour Tabletop exercise lead by the FAA Safety Team to review real world scenarios and discuss best practices and guidelines to improve first responder coordination and cooperation.
HIGHLIGHTS
Public Safety
Building Trust Through Community Feedback
The Watsonville Police Department (WPD) continues to use My90, an automated tool built to capture the voice of the community by automatically sending 9-1-1 callers short surveys about their interaction with the WPD. The data provides insight to guide decisions related to trainings, policies, employee well-being and community engagement initiatives. This tool is data-driving and community oriented, and helps build trust, one interaction at a time. Below are results of the surveys:
• People reporting that they have a positive view of the agency is at 83% • People reporting they were treated with respect is at 88% • People reporting that they felt they were treated fairly is at 84% • People reporting that they felt they were listened to is at 87% • People reporting that they understood what they were told is at 89% • People reporting that they had their questions answered is at 81%
Policy Project Program/Event
Work Plan
Supporting the Strategic plan
2025 - 2027
The list below reflects the work that various City Departments will complete and ideas to be explored during the 2025-2027 Fiscal Years to support the advancement of the Council’s Strategic Priorities. Additional work and projects that emerge as part of continued reassessment of community needs could be added as the Council reviews progress of their Strategic Plan or as new operational needs arise and funding is allocated accordingly.
Attract and Retain Public Safety Employees
Expand the Fire Cadet Program
Continue to offer the Fire Youth Academy
Develop a Firefighter Trainee Program to support workforce development
Recruit a local, well-qualified, professional and diverse workforce to improve employee retention.
Public Safety
KEY
Completed Ongoing
In Progress Delayed
How will this be accomplished? Engagement
Lead
Department
Planning Investment Communication Other
Fire
Police & Fire
Implement a Chiefs Advisory Board Police
Fire
Fire
Expand Police Cadet Program
Expand Summer Youth Academy
Police
Police
Partner with County on development of multi
jurisdictional hazard mitigation plan
Coordinate with Partners to Prepare for Emergencies
Continue participation in regional 911 JPA City Manager Public Works
Develop Innovative Public Safety Programs
Public Safety
Continue to offer the Car Seat Safety Program
Other
Explore closure of Airport’s Crosswind Runway 9-27 - Per Council direction.
Policy Project Program/Event
EngagementPlanning Investment Communication Other
Lead
Department
Airport
Fire
Expand Neighborhood Watch Program
Continue coordination and training with EOC
(County and regional partners) to protect our community during emergencies
Police
CM
Continue to lead the community Youth Developmental
Asset Movement to align goals of all youth services
providers in prevention and youth success
Parks
Continue fire safety presentations thorough school
visits and station tours Fire
Continue Caminos Hacia El Exito Police
Host Agua Con La Chota Police
Apply Code enforcement tools to ensure compliance with
life and safety rules of the City Community
Development
Watsonville City Council
Strategic Plan
2025 - 2027
2025 - 2027 Priorities
Every two years, the City Council adopts a Strategic Plan to align its priorities and the community’s needs with the City’s budget. This plan also sets a clear, forward-looking vision for the organization and the services the City delivers. The 2025–2027 Strategic Plan identifies seven long-term priorities. For each one, the Council has outlined targeted strategies and actions aimed at achieving measurable results and driving meaningful progress for our community.
Community Engagement
& Well-being
Economic
Development
Efficient & Well-Performing
Government
Fiscal
Health
Housing Infrastructure & Environment Public Safety
Executive Team
Progress Check
• Seven Goals
• 161 - Initiatives, Projects, or Activities
Community Engagement & Well-being
Foster a vibrant, connected, and healthy community by creatively increasing opportunities for residents to participate in civic life, expanding inclusive programming for all ages and backgrounds, and strengthening collaboration with Pajaro Valley Unified School District (PVUSD) to make recreational spaces more accessible to the public. Additionally, the City will continue to broaden its communication and outreach efforts to ensure all community members are informed, involved, and empowered to contribute to its growth and quality of life.
Strategies
• Creatively Increase Community Involvement
• Expand Programming for All
• Expand City Communications and Outreach Efforts
Highlights
Adopt an Outreach Plan Strengthen Public Education
and Community Outreach
Highlights
Watsonville Academy
Economic Development
Focus on building a strong, resilient, and inclusive local economy by supporting existing local businesses through resources and partnerships, attracting new and diverse businesses that meet the community’s needs, and fostering investment in key areas. By actively engaging with property owners and investors and leveraging the Downtown Specific Plan as a catalyst for revitalization, the City aims to stimulate economic growth, create jobs, and enhance the vibrancy of its commercial districts.
Strategies
• Support Local Businesses
• Attract New and Diversified Businesses
• Engage with Property Owners and Investors to Utilize
the Downtown Specific Plan as a Catalyst for Development
Highlights
255 New Business Licenses
and Retail Strategies
Conduct an Airport Economic Benefit
Analysis
Efficient & High Performing Gov.
Deliver responsive, transparent, and effective services to the community by modernizing and streamlining City services through updated technology and improved internal processes, implementing the Classification Study to ensure a balanced and efficient workforce structure and enhancing customer service across all departments. Additionally, developing strong advocacy efforts will ensure the community’s unique needs and priorities are effectively represented at all levels of government.
Strategies
• Modernize and Streamline City Services
• Develop Effective Advocacy to Ensure Local Control
• Improve Customer Service
Highlights
Continue to coordinate the Traffic Advisory
Committee to improve traffic safety on
neighborhoods.
Modernizing City Services and
Strengthening Cybersecurity
Fiscal Health
Secure long-term fiscal health by prioritizing a balanced budget and maintaining robust reserve balances to safeguard against economic uncertainties, exploring innovative ways to generate new revenue streams while carefully managing expenses, maximizing opportunities through strategic partnerships, and actively pursuing grants to supplement funding. These efforts will help sustain essential services, support community growth, and strengthen the City’s financial foundation for the future.
Strategies
• Ensure Long-Term Fiscal Stability
• Maintain a Balanced Budget and a Robust Reserve Balance • Explore Innovative Ways to Generate New
Highlights
Multi-Year Labor Agreements and
Compensation Study Implementation
Prepare a Comprehensive, Balanced Budget
Housing
Encourage thoughtful mixed-use developments that blend residential and commercial spaces by increasing diverse housing options to serve all community sectors. By developing accessory dwelling units (ADUs) while carefully managing their impact to preserve neighborhood character and quality of life will increase housing affordability and accessibility.
Strategies
• Encourage Thoughtful Mixed-Use Developments
• Increase Housing Options for all Sectors of the Community • Encourage the Development of ADUs while Minimizing Impacts to Neighborhoods
Highlights
Advancing Housing Opportunities for
the Entire Community
Homelessness Plan
Infrastructure & Environment
Protect the environment by addressing aging infrastructure and facilities, completing lighting installations and upgrades Citywide, and ensuring that improvements to streets, sidewalks, and multimodal roads are implemented equitably across all neighborhoods to promote safety, accessibility, and environmental sustainability.
Strategies
• Address Aging Infrastructure and Facilities
• Ensure that Sidewalk and Road Improvements are Equitably Implemented • Promote Environmental Sustainability
Highlights
Callaghan Park Courts Progress on Water Infrastructure Projects
Public Safety
Enhance public safety by attracting and retaining skilled public safety employees and strengthening coordination and communication with partners to improve emergency preparedness. Develop innovative public safety programs that address the community’s evolving needs and promote a safer environment for all residents.
Strategies
• Attract and Retain Public Safety Employees
• Coordinate with Partners to Prepare for Emergencies
• Develop Innovative Public Safety Programs
Highlights
Fire Department Training
Highlights
FAA Tabletop Safety Stand Down Exercises
Highlights
Building Trust Through Community Feedback - My90
Looking Ahead
Capital Projects & Infrastructure
• Ramsay Park Renaissance Project – Construction completion by end of 2026 • City Plaza Revitalization Project – Construction begins spring 2026 • Civic Center Library Rooftop Project – Construction completion by end of May 2026 • Harkins Slough Pedestrian Bridge – Award construction contract • Wastewater Headworks Project ($37M) – Prepare for funding and implementation; construction to begin FY 2026/27 • Citywide Facility Access – Replace and upgrade card access/security systems Library & Community Programs
• Watsonville Reads 2026: Indigenous Voices – Community reads (Braiding Sweetgrass and We Are the Middle of Forever), with discussions, film screenings, and workshops • Continue Chief’s Advisory Board – Ongoing community dialogue and engagement • Youth & Community Programs – Enhance Cadet Program, Summer Youth Academy, Caminos Hacia el Éxito, Agua con la Chota, and Neighborhood Watch
Looking Ahead
Public Safety & Education
• Child Passenger Safety Education – Certified technician-led car seat checks and caregiver training • Fire Department Recruitment – Increase applications and hiring through targeted outreach, recruitment videos, and streamlined hiring processes
Technology, Operations & Workforce
• Airport Auto-Pay System – Implement automatic payments for aviation storage unit • Employee Access Module – Deploy system to improve automation and employee self-service • IT Mutual Aid Agreement – Lead regional collaboration across Santa Cruz, Monterey, and San Benito counties • AI Governance – Establish AI workgroup, develop policy, evaluation standards, and review AI tools Human Resources & Policy
• Job Classifications & Descriptions – Update all classifications and descriptions • Personnel Rules & Regulations – Update Personnel and related Administrative Rules
1 CITY COUNCIL AGENDA REPORT
MEETING DATE: Tuesday, February 24, 2026
TO: CITY COUNCIL
WRITTEN BY: Principal Engineer Lizarraga
RECOMMENDED BY: PUBLIC WORKS & UTILITIES DIRECTOR LINDBERG APPROVED BY: TAMARA VIDES, CITY MANAGER
SUBJECT: INTRODUCTION AND FIRST READING OF ORDINANCE AMENDING TITLE 7, CHAPTER 1 OF THE WATSONVILLE MUNICIPAL CODE - STREET
EXCAVATIONS
RECOMMENDATION:
Introduce for first reading only, waiving full reading of the text, an Ordinance amending Chapter 1 (Street Excavations) of Title 7 (Public Works), of the Watsonville Municipal Code related to street excavations to modernize permit requirements, strengthen pavement protection standards, establish clearer moratorium provisions for newly improved streets, and improve coordination with public and private utility providers.
BACKGROUND:
Street excavations within the public right-of-way are necessary for utility installation, maintenance, and repair; however, improperly coordinated or inadequately restored excavations can significantly reduce pavement life and increase long-term maintenance costs to the City. Existing Municipal Code provisions require clarification and enhancement to address modern construction practices, traffic control requirements, and pavement preservation strategies.
Title 7, Chapter 1 of the Municipal Code governs excavation activities within City streets, sidewalks, alleys, and other public rights-of-way. The proposed ordinance consolidates and clarifies existing provisions while adding new requirements related to moratoriums on newly improved streets, inspection authority, bonding, and coordination with utility providers.
2 DISCUSSION:
Street excavations are necessary to accommodate utility installation, maintenance, and repair; however, repeated or poorly restored excavations significantly reduce pavement life and increase long-term maintenance costs. The recommended ordinance updates Title 7, Chapter 1, to better protect the City’s investment in street infrastructure and ensure consistent excavation and restoration practices.
Key components of the amendments include:
Permit Requirements: All street excavations require a permit issued by the Director of Public Works, except in emergencies. Permits establish completion timelines, inspection requirements, and applicable construction standards.
Inspections and Restoration Standards: All work must comply with the City’s adopted Public Improvement Standards and Standard Details. Each phase of construction is subject to inspection and approval. Permittees remain responsible for settlement or surface failures for one year following final resurfacing.
Bonding, Insurance, and Liability: The amendments clarify bonding and insurance requirements to ensure completion of work and protection of City infrastructure. Permittees are fully responsible for damage arising from excavation activities. Moratorium on Newly Improved Streets: The amendments establish excavation moratorium periods of three years for streets receiving surface treatments of one inch or less, and five years for newly constructed or reconstructed streets exceeding one inch in depth. Limited exemptions may be granted by the Director of Public Works.
Enhanced Restoration During Moratoriums: When excavation is approved within a moratorium period, additional backfill, resurfacing, grinding, or full-width restoration may be required to return the street to a condition as close as practicable to pre-excavation. Utility Coordination: Public and private utility providers are required to coordinate planned work with the Public Works Department and submit annual two-year work plans to reduce repeated trenching and impacts to newly improved streets.
CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) DETERMINATION:
The recommended ordinance is exempt from the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15301 (Existing Facilities), as it involves regulatory updates related to maintenance and minor alterations of existing public infrastructure with no expansion of use.
STRATEGIC PLAN:
Efficient and Well-Performing Government
The proposed amendments modernize the City’s street excavation regulations by clarifying permit requirements, inspection authority, bonding, and enforcement mechanisms. These updates improve operational efficiency, provide clear expectations for permittees, and strengthen the City’s ability to protect public assets while ensuring consistent and predictable project delivery.
3 Infrastructure & Environment
The ordinance directly supports the preservation and longevity of City streets and public rights-of-way by establishing excavation moratoriums on newly improved streets, strengthening restoration standards, and requiring enhanced pavement repairs when moratorium exceptions are granted. Improved coordination with public and private utilities further reduces repeated street cuts, minimizes environmental impacts, and protects recent infrastructure investments.
FINANCIAL IMPACT:
The ordinance is not expected to have a direct fiscal impact on the General Fund. Enhanced bonding, inspection, and restoration requirements are intended to reduce long-term pavement maintenance costs and protect City infrastructure investments. Permit fees and inspection costs will continue to be recovered through Council-adopted fee schedules.
ALTERNATIVE ACTION:
The City Council may decline to adopt the ordinance or direct staff to return with revisions; however, neither option is recommended as they would retain outdated street excavation standards or delay implementation of updated requirements intended to protect City street infrastructure. No reasonable alternatives are known at this time that would achieve the objectives of the proposed ordinance.
ATTACHMENTS AND/OR REFERENCES (IF ANY):
None.
Reso No. (CM)
Reference: Ord. No. 94-64 (CM) (Amend)
Meeting Date: 022426 SWZ ______ TV ______ PWU ______
1 ORDINANCE NO. Introduction (CM)
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF
WATSONVILLE AMENDING SECTIONS 7-1.01, 7-1.06, AND 7-1.10 OF CHAPTER 1 (STREET EXCAVATIONS) OF TITLE 7 (PUBLIC WORKS)
OF THE WATSONVILLE MUNICIPAL CODE TO AMEND EXISTING
DEFINITIONS, SPECIFICATIONS, AND BOND OR DEPOSIT
REQUIREMENTS; AND ADDING SECTIONS 7-1.13 THROUGH 7-1.17 TO CHAPTER 1 (STREET EXCAVATIONS) OF TITLE 7 (PUBLIC
WORKS) OF THE WATSONVILLE MUNICIPAL CODE TO ESTABLISH
SAFETY PRECAUTIONS AND LIABILITY INSURANCE
REQUIREMENTS, MORATORIUM AGAINST STREET EXCAVATIONS
ON NEWLY IMPROVED STREETS, MORATORIUM PERMIT
REQUIREMENTS, MORATORIUM BACKFILL AND RESURFACING
REQUIREMENTS, AND COORDINATION OF PUBLIC UTILITY
EXCAVATIONS
WHEREAS, the City of Watsonville is a charter city organized and existing under the laws of the State of California; and
WHEREAS, pursuant to Article XI, Section 7 of the California Constitution and other applicable provisions of state law, the City has authority to adopt and enforce ordinances to protect the public health, safety, and welfare of its residents; and WHEREAS, the City owns, operates, and maintains public streets, sidewalks, and rights-of-way and is responsible for ensuring their safe use and long-term structural integrity; and
WHEREAS, street excavations, trenching, and related construction activities within the public right-of-way, if not properly regulated, may create unsafe conditions for motorists, bicyclists, and pedestrians and may result in premature pavement failure and increased maintenance costs to the City; and
WHEREAS, newly constructed, reconstructed, or resurfaced streets represent a significant public investment, and repeated or uncoordinated excavations substantially reduce the service life and functional condition of such improvements; and
Reso No. (CM)
Reference: Ord. No. 94-64 (CM) (Amend)
Meeting Date: 022426
2 WHEREAS, the City Council desires to establish clear and uniform standards governing street excavations, including updated definitions, safety precautions, liability insurance requirements, bonding or deposit requirements, backfill and resurfacing specifications, and coordination requirements applicable to public and private utility work; and
WHEREAS, the City Council further desires to establish moratoria on street excavations on newly improved streets, except under limited circumstances and subject to enhanced restoration requirements, in order to preserve City infrastructure and reduce disruptions to the public; and
WHEREAS, the City Council finds that the amendments set forth herein are necessary to protect City streets and public rights-of-way, ensure that excavation work is performed safely and responsibly, and allocate the full cost of such work to those entities performing the excavation.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF WATSONVILLE, CALIFORNIA, AS FOLLOWS:
Section 1. Findings.
The City Council hereby finds that the foregoing recitals are true and correct and are material to the adoption of this ordinance.
Section 2. Amendment.
Section 7-1.01 (Definitions) of the Watsonville Municipal Code is hereby amended as set forth in Exhibit A, attached hereto and incorporated herein by this reference.
Section 3. Amendment.
Reso No. (CM)
Reference: Ord. No. 94-64 (CM) (Amend)
Meeting Date: 022426
3 Section 7-1.06 (Backfilling and resurfacing specifications) of the Watsonville Municipal Code is hereby amended as set forth in Exhibit B, attached hereto and incorporated herein by this reference.
Section 4. Amendment.
Section 7-1.10 (Bond or deposit required) of the Watsonville Municipal Code is hereby amended as set forth in Exhibit C, attached hereto and incorporated herein by this reference.
Section 5. Addition.
Section 7-1.13 (Safety precautions and liability insurance) is hereby added to Chapter 1 (Street Excavations) of Title 7 (Public Works) of the Watsonville Municipal Code as set forth in Exhibit D, attached hereto and incorporated herein by this reference.
Section 6. Addition.
Section 7-1.14 (Moratorium against street excavations on newly improved streets) is hereby added to Chapter 1 (Street Excavations) of Title 7 (Public Works) of the Watsonville Municipal Code as set forth in Exhibit E, attached hereto and incorporated herein by this reference.
Section 7. Addition.
Section 7-1.15 (Moratorium, permits: required) is hereby added to Chapter 1 (Street Excavations) of Title 7 (Public Works) of the Watsonville Municipal Code as set forth in Exhibit F, attached hereto and incorporated herein by this reference.
Section 8. Addition.
Section 7-1.16 (Moratorium, backfill and resurfacing requirements) is hereby added to Chapter 1 (Street Excavations) of Title 7 (Public Works) of the Watsonville
Reso No. (CM)
Reference: Ord. No. 94-64 (CM) (Amend)
Meeting Date: 022426 SWZ ______ TV ______ PWU ______
4 Municipal Code as set forth in Exhibit G, attached hereto and incorporated herein by this reference.
Section 9. Addition.
Section 7-1.17 (Coordination of public utility excavations) is hereby added to Chapter 1 (Street Excavations) of Title 7 (Public Works) of the Watsonville Municipal Code as set forth in Exhibit H, attached hereto and incorporated herein by this reference.
Section 10. CEQA.
The City Council finds that this ordinance is exempt from the California Environmental Quality Act (“CEQA”) pursuant to CEQA Guidelines sections 15060, subdivisions (c)(2) and (c)(3), and 15061, subdivision (b)(3).
Section 11. Severability.
If any section, subsection, sentence, clause, phrase, or word of this ordinance is held to be invalid or unconstitutional, such decision shall not affect the validity of the remaining portions.
Section 12. Effective Date.
This ordinance shall take effect thirty (30) days after adoption.
Section 13. Publication.
This ordinance shall be published in accordance with the Charter of the City of Watsonville.
Exhibits
A. Section 7-1.01 (Definitions) Amendment
B. Section 7-1.06 (Backfilling and resurfacing specifications) Amendment C. Section 7-1.10 (Bond or deposit required) Amendment
D. Section 7-1.13 (Safety precautions and liability insurance) Amendment E. Section 7-1.14 (Moratorium against street excavations on newly improved streets) Addition F. Section 7-1.15 (Moratorium, permits: required) Addition G. Section 7-1.16 (Moratorium, backfill and resurfacing requirements) Addition H. Section 7-1.17 (Coordination of public utility excavations) Addition ********************************
Reso No. (CM)
Reference: Ord. No. 94-64 (CM) (Amend)
Meeting Date: 022426
5 Exhibit A
Section 7-1.01 Definitions. (additions in underline, deletions in strikethrough):
For the purposes of this chapter, “street excavations” shall mean the opening, trenching, excavating, repairing, installing, adding to, removing, or otherwise altering any portion of any public street, alley, sidewalk, curb, gutter, or driveway, or any other facility existing within a public right-of-way area for any purpose whatsoever.
For the purposes of this chapter, “Director of Public Works” shall also mean such other duly authorized designee, including the City Engineer or such persons authorized by the Director of Public Works to administer the requirements of this chapter.
Reso No. (CM)
Reference: Ord. No. 94-64 (CM) (Amend)
Meeting Date: 022426
6 Exhibit B
Section 7-1.06 Backfilling and resurfacing specifications. (additions in underline, deletions in strikethrough):
All street excavations shall be backfilled and resurfaced by a qualified licensed contractor and inspected by City staff to the satisfaction of the Director of Public Works. All work shall be done in compliance with the current edition of the Public Improvement Standards the City adopted and enforced at the time of the street excavation, and all applicable safety orders, rules, and recommendations of the State Division of Industrial Safety. Specifications for backfilling and resurfacing of street excavations shall meet the requirements within the current edition of the City’s Standard Details adopted and enforced at the time of the street excavation.
Permittees shall be responsible for settlement of backfill and resurfacing of the excavation for a period of one (1) year following the date of final resurfacing, and upon notification by the City shall make repairs within five (5) days to the satisfaction of the Director of Public Works.
Reso No. (CM)
Reference: Ord. No. 94-64 (CM) (Amend)
Meeting Date: 022426
7 Exhibit C
Section 7-1.10 Bond or deposit required. (additions in underline, deletions in strikethrough):
When required by the Director of Public Works, no permit shall be granted until a corporate surety bond is filed with the Director of Finance in a minimum amount of One Thousand and no/100ths ($1,000.00) Dollars or such other amount as may be specified in the permit by the Director of Public Works. Said surety bond shall be conditioned upon the faithful performance of any work the permittee may undertake on such public streets for the protection of the City and against damages to any street, sidewalk, or structure, or materials therein. Said bond shall be in favor of the City and shall be approved by the City Attorney as to form and sufficiency. In lieu of the above requirement, the permittee may deposit or may be required to deposit with the Director of Finance a cash bond in such amount as may be prescribed by the Director of Public Works. This cash bond shall be in the form of a letter of Credit, Passbook, Certificate of Deposit, Cashier’s Check, or Money Order. The cash bond shall be in the name of the City of Watsonville only and held by the City. If the permittee fails to comply with the provisions of the permit, the City may declare a forfeiture of the cash bond, or any portion thereof, and use the proceeds of such cash bond to complete the permitted work. The cash bond shall be refunded by the Director of Finance when all the work done by the permittee under the permit has been completed and approved by the Director of Public Works.
In the event the permittee fails to comply with the requirements of the permit, the Director of Public Works shall give written notice to the permittee of noncompliance with such requirements, specifying the deficiencies in such compliance. Should the permittee fail to correct such deficiencies and complete the permitted work within five (5) days from receipt of the notice, the cash bond shall be declared forfeited. Upon such forfeiture, the City may use the proceeds of the cash bond to complete the permitted work. Any additional cost to perform this work will be charged to the permitee. The City reserves the right to do any and all work necessary to bring the right-ofway into a safe condition. Such portion of the cash bond, if any, remaining after the payment for all work done by the Director of Public Works hereunder shall be refunded to the permittee, and such refund shall be accompanied by a statement of disbursements by the Director of Public Works in performing the work in the place and stead of the permittee.
Reso No. (CM)
Reference: Ord. No. 94-64 (CM) (Amend)
Meeting Date: 022426
8 Exhibit D
Section 7-1.13 Safety precautions and liability insurance. (additions in underline, deletions in strikethrough):
It shall be the duty of the applicant for any street excavation, and upon receipt of a permit, to perform the work in a safe manner, and to make the excavation and work area accessible to fire hydrants, and to provide safe and adequate crossings over the excavation for vehicular traffic, bicyclists, and pedestrians where such access exists or is otherwise required by the Director of Public Works. The permittee shall be responsible for establishing traffic control in accordance with California Manual on Uniform Traffic Control Devices (MUTCD) or such other traffic control standards as may be required by the Director of Public Works or identified on the permit. If the permitted work is located on an arterial or collector street, the permittee shall submit a traffic control plan that is stamped and signed by a licensed civil engineer for review by City staff prior to issuance of the permit. The permittee shall be required to file with the City such certificates of liability insurance with minimum limits as determined by the City, with insurance provisions as may be identified on the permit or otherwise required by the Director of Public Works. All permittees shall be solely responsible for all liabilities associated with their work carried out in performing excavations within City streets.
Reso No. (CM)
Reference: Ord. No. 94-64 (CM) (Amend)
Meeting Date: 022426
9 Exhibit E
Section 7-1.14 Moratorium against street excavations on newly improved streets. (additions in underline, deletions in strikethrough):
A. It shall be unlawful to excavate City streets that are subject to a moratorium against such excavation due to the completion of new street resurfacing, new construction, or reconstruction in accordance with the following schedule:
i. Excavations are subject to a moratorium pursuant to this chapter and shall not be permitted within a period of three (3) years from the date of issuance by City of a Notice of Completion on City streets that have received a surface treatment consisting a slurry seal, cape seal, “3-Layer” pavement surfacing, or such other pavement maintenance where such improvement does not exceed one inch (1”) in depth.
ii. Excavations are subject to a moratorium pursuant to this chapter and shall not be permitted within a period of five (5) years from the date of issuance by City of a Notice of Completion on City streets that have been newly constructed, or resurfaced and reconstructed where such resurfacing or reconstruction improvement exceeds one inch (1”) in depth.
B. The Director of Public Works may grant an exemption to the street excavation moratorium pursuant to this chapter and may issue permits for excavations in accordance with additional backfill and resurfacing specifications as may be identified in the permit for such excavation and pursuant to the Public Improvement Standards adopted by the City for excavation backfill and resurfacing within City streets subject to a moratorium.
Reso No. (CM)
Reference: Ord. No. 94-64 (CM) (Amend)
Meeting Date: 022426
10 Exhibit F
Section 7-1.15 Moratorium, permits: required. (additions in underline, deletions in strikethrough):
It shall be unlawful to trench, cut, dig, make or cause any excavation in any City street subject to a moratorium pursuant to 7-1.14 unless the permittee shall have first obtained a permit to do so.
Any person or party, including a public utility, who is required excavate a City street subject to a moratorium against such excavation shall obtain a permit and shall be responsible for the full cost of plan preparation, plan review, construction inspection, material testing, bonding, and all other expenses related to the work.
Reso No. (CM)
Reference: Ord. No. 94-64 (CM) (Amend)
Meeting Date: 022426
11 Exhibit G
Section 7-1.16 Moratorium, backfill and resurfacing requirements. (additions in underline, deletions in strikethrough):
Backfill and restoration of streets subject to a moratorium pursuant to 7-1.14 shall include additional backfill, resurfacing, surface grinding, aggregate base, sub-base repairs, and striping or other related work as needed, and may include up to full-width surface restoration of the City street as may be required by the Director of Public Works and identified on the permit for such excavation. It is expressly understood that the act of excavating a recently maintained, reconstructed or constructed City street diminishes the life of the pavement and deteriorates the condition of the City street, and any permittee requiring an excavation on a City street subject to a moratorium pursuant to 7-1.14 shall be required to comply with such additional backfill and resurfacing requirements as adopted by the City in its Public Improvement Standards that are deemed necessary to restoring the condition of the City street to as close as practical to the condition as existed prior to such excavation.
Reso No. (CM)
Reference: Ord. No. 94-64 (CM) (Amend)
Meeting Date: 022426
12 Exhibit H
Section 7-1.17 Coordination of public utility excavations. (additions in underline, deletions in strikethrough):
It is the City’s intent to proactively coordinate with all parties, including privately owned or public utility companies, that operate and maintain underground utilities within City streets, either subject to permits issued in accordance with this chapter, or by franchise or otherwise. Public or privately owned utility companies shall coordinate with the Director of Public Works in advance of any planned work to maintain or extend existing underground utilities or install new underground utilities to minimize the damage to City streets that may be caused by multiple excavations within City streets, or damage caused by excavating newly constructed or recently reconstructed or resurfaced City streets. On an annual basis each January, all publicly or privately owned utility companies operating underground utilities within the City shall prepare and submit to the Director of Public Works a list of City streets that are subject to planned utility work for the ensuing two-year period or shall provide notice that no utility work is planned for such period. Notice shall subsequently be provided immediately upon a determination that unanticipated utility work has been planned, and a tentative schedule submitted therefore. To the greatest extent practical, based on the planned utility work information provided to the City, the Director of Public Works may coordinate the scheduling of street maintenance and resurfacing work with planned utility work; however, permittees remain solely responsible for compliance with the provisions of this chapter regardless of the City’s scheduling of its street maintenance and resurfacing or reconstruction projects.
Ordinance Amending
Street Excavations
PUBLIC WORKS & UTILITIES DEPARTMENT
February 24, 2026
PURPOSE
OF THIS
ORDINANCE
Why Now:
• Watsonville is making significant pavement
investments
• Repeated trenching is shortening pavement life
• Current code does not adequately protect newly
improved streets
• Regional agencies have already updated their
standards
THE CORE
PROBLEM
• Street excavations are necessary for
utilities and services. • However: • Even properly restored trenches weaken surrounding pavement • Repeated cuts accelerate
pavement failure
• Newly improved streets
deteriorate sooner than planned
• Limited pavement funding must
stretch further • Without stronger controls, we
undermine our own infrastructure
investment.
EFFECTS OF UTILITY CUTS ON PAVEMENT CONDITION
WHAT THIS
ORDINANCE
DOES
• This ordinance modernizes and strengthens: • Permit requirements and oversight • Restoration standards and inspections • Excavation moratoriums for newly
improved streets
• Utility coordination requirements
• The focus is long-term pavement protection
and fiscal responsibility.
LOMA PRIETA AVE.
PAVED FALL 2025
MORATORIUM
STRUCTURE
• Establishes clear excavation protection
periods: • 3-Year Moratorium
Streets receiving surface treatments ≤ 1
inch
• 5-Year Moratorium
Newly constructed or reconstructed
streets > 1 inch
• Limited exemptions may be granted when
necessary. • This protects our highest-value pavement
investments. FREEDOM BLVD
• PAVED FALL 2023
• EXCAVATED SPRING 2024
WHEN EXCAVATION IS
ALLOWED DURING A
MORATORIUM
• If excavation must occur within a protected street: • Enhanced restoration may be required, including: • Full lane resurfacing • Surface grinding
• Base repairs
• Striping replacement • Goal: Restore pavement to as close as practical to pre-excavation condition.
C.O.W. STANDARD DETAIL A-133
UTILITY COORDINATION
REQUIREMENTS
• Public and private utilities must:
• Coordinate planned work with Public Works
• Submit annual two-year work plans
• Purpose:
• Reduce repeated trenching
• Align utility work with resurfacing schedules
• Minimize impacts to newly improved streets
• This shifts us from reactive to proactive coordination.
IMPACT ON CITY
FUNDING & ASSET
MANAGEMENT
• Watsonville has limited annual pavement
funding. • A moratorium helps: • Protect pavement condition targets • Support six-year pavement planning
• Extend lifecycle of improvements
• Improve capital efficiency
• Higher costs, if incurred, are visible at
project time, instead of hidden later in
premature reconstruction cycles.
HARKINS SLOUGH RD.
PAVED FALL 2025
REGIONAL & STATEWIDE
PRECEDENT
• Watsonville is not alone. • Local agencies with similar policies include: • Santa Cruz County: 3-year moratorium + lifetime trench warranty • City of Santa Cruz: Expanded restoration on recently paved, high-PCI streets
• These policies were adopted after studies showed trenching shortens pavement life, even when properly restored. • Watsonville’s ordinance aligns with established best practices.
CA Cities with Street
Excavation Moratoriums
Agency Approx. Size
Beaumont Small
San Anselmo Small
Norco Small
Newport Beach Medium
Cerritos Medium
Tustin Medium
Santa Ana Medium
San Francisco Large
Sacramento Large
Oakland Large
San Jose Large
WHAT HAPPENS IF COUNCIL DOES
NOT ADOPT THIS ORDINANCE
• If the ordinance is not adopted: • Newly improved streets remain vulnerable to repeated trenching
• Pavement life expectancy decreases
• Reconstruction cycles occur earlier • Long-term capital costs increase • Limited pavement funding stretches less far • More resident complaints about street conditions • Short-term avoidance of stricter requirements may lead to longterm infrastructure degradation. • This is fundamentally a policy decision about protecting public investment.
FREEDOM BLVD.
EXCAVATED SPRING 2023
POLICY
TRADEOFFS
Short-Term Impacts:
• Higher restoration costs when trenching
newly paved streets
• Potential increased costs for utilities or
service upgrades
• Greater contractor equipment requirements
The policy shifts costs forward to the project that causes the impact, rather than the general taxpayer later.
Long-Term Benefits:
• Extended pavement life
• Reduced maintenance costs
• Better infrastructure stewardship
• Alignment with regional standards
• Stronger asset management practices
Questions/Comments
PUBLIC WORKS & UTILITIES DEPARTMENT
1 CITY COUNCIL AGENDA REPORT
MEETING DATE: Tuesday, February 24, 2026
TO: CITY COUNCIL
RECOMMENDED BY: ADMINISTRATIVE SERVICES DIRECTOR DURAN
APPROVED BY: TAMARA VIDES, CITY MANAGER
SUBJECT: CONSIDERATION OF COMPREHENSIVE FINANCIAL REPORT FY 2024-25 AND MID YEAR REPORT FOR FY 2025-26
RECOMMENDATION:
Receive audited financial reports for Fiscal Year 2024-25 and a mid-year financial report for FY 2025-26.
That the City Council:
I. Accept by motion, the Annual Comprehensive Financial Report for FY 2024-25, and II. Accept by motion, the mid-year financial report for the 2025-26 Fiscal Year:
III. Accept by motion, the Annual Measure Y Audit Report for FY 2024-25, and Approve a resolution appropriating $6,398,810 into various funds and authorizing one new position.
DISCUSSION:
I. Review of Fiscal Year 2024-25
The City’s Charter and State law require that all general-purpose local governments publish a complete set of financial statements presented in conformity with accounting principles generally accepted in the United States of America (US GAAP). Annually, the Finance Department prepares the Annual Comprehensive Financial Report (ACFR) following the completion of the independent financial audit. The ACFR was audited by Maze and Associates, a certified public accounting firm, which issued an unqualified opinion of the City's audit. This opinion indicates that the financial statements fairly represent, in all material aspects, the financial position of the City in accordance with Generally Accepted Accounting
2 Principles (GAAP) in the United States of America and the standards applicable to financial audits contained in Government Auditing Standards issued by the Comptroller General of the United States.
The Government Finance Officers Association of the United States and Canada (GFOA) sponsors an award program for excellence in financial reporting. The City has received this Award for excellence for 22 consecutive years. City staff believe the June 30, 2025, ACFR continues to maintain the high standards set by the GFOA and has submitted this year's ACFR for evaluation under this esteemed program.
ACFR Organization
The City’s ACFR is organized into three major sections: Introductory, Financial, and Statistical.
The following is a summary of the contents of each of these sections:
1. Introductory Section: The letter of transmittal and other information of general interest are presented in this section including the organizational chart, directory of officials as well as the Government Finance Officers Association’s Certificate of Achievement for Excellence in Financial Reporting. The letter of transmittal is an opportunity for management to provide an overview of the City’s activities, prospective information as well as subjective information useful in assessing the City’s economic condition.
2. Financial Section: The financial section includes the report of the independent auditor, management discussion and analysis, basic financial statements (including notes), required supplementary information and related notes, combining statements (i.e., non-major funds), and individual fund financial statements and schedules.
3. Statistical Section: The statistical section offers operational, economic, and historical data that provides a context for assessing the City’s economic condition. Such data includes information on financial trends, information on revenue capacity, debt capacity, demographic and economic information, and operating information.
Highlights from the audited statements include: (all figures are in thousands unless otherwise indicated):
The City of Watsonville's assets exceeded its liabilities by $337,559. See Table 1 below. The City's total net position increased by $34,924 with a $20,535 increase in the net position for governmental activities, mainly due to the receipts of $12 MM in bond proceeds issued to fund Ramsay and the City Plaza, higher interest earnings and higher than budgeted sales tax proceeds, and a $14,389 increase in the net position for business type activities, mostly due to the three enterprise funds, water, sewer and garbage ending with positive operating income.
As of the end of the fiscal year, the City's governmental funds reported a combined ending fund balance of $77,648, an $11,983 increase from the prior fiscal year. This fund balance consists of $35,466 in restricted funds and $42,183 in unassigned funds. The unassigned balance was primarily driven by growth by the issuance of the $12MM bond in the general fund, impact fees,
3 housing funds, and Measure D during fiscal year 2024-25, as well as overall budgetary expenditure savings.
General Fund Balance
The General Fund balance for the fiscal year 2024-25 was $42,440k, an increase of $8,429k from the prior fiscal year. The General Fund has 18 subaccounts. The biggest reason for the fund balance increase is the issuance of a $12 MM bond. These proceeds were recognized in the current year, resulting in a one-time increase in overall fund balance. Additionally, several Measure R capital projects were budgeted but these projects span over several years. It is expected that most of the fund balance above the reserve requirement will be spent in this next fiscal year to finish up the Ramsay Renaissance Park Project, City Plaza Project, Nature Center, Library Rooftop Project, street projects, and other pressing capital needs.
4 Table 1:
City of Watsonville’s Net Position
June 30, 2025(in thousands)
I. Review of Fiscal Year 2025-26
REVENUES:
The Fiscal Year 2025-26 Mid-Year Budget Monitoring Report (Mid-Year Report) provides the City Council and the public with a comprehensive forecast of year-end projections for both revenues and expenditures, in funds with budgeted personnel expenditures, and compares those projections to the current fiscal year’s budget. It identifies material variances from adopted budget and allows staff to
5 recommend budgetary adjustments necessary to align with the actual expense. Lastly, it allows staff to project year end fund balances.
Property Taxes
The budget assumed a 3.0% growth in property taxes, considering the lower increase in the Consumer Price Index (CPI) for existing assessments would be offset by increases in the assessed values of properties changing hands, as well as increases in supplemental and transfer taxes for property changing hands. The current projections indicate that the city will exceed the budget by about $500k in property taxes, mainly due to in-lieu property tax revenues. Home prices in calendar year 2025 have remained relatively flat compared to 2024. The average price for a single-family home in calendar year 2024 was $675,000 and in calendar year 2025, the median price remains the same.
Sales tax
Sales tax has seen a Statewide modest increase of 1.2% in FY 2025/26. The consumer is looking for values and deals with their purchasing dollars. Retail sales have very much changed in recent years from brick-and-mortar storefronts who remain in competition with the convenience of online shopping trend.
Our consultants HDL Companies tell us that car sales continue to outpace statewide sales in our projection. Auto’s statewide are seeing an increase of 0.4%. We are expecting to receive about $1.2MM over budget in sales tax. Measure R is coming a bit under budget along with our other special sales taxes as we are seeing declines in sales. The sales tax measure is expected to bring in about $5.2MM, about $303k less than our budget estimate.
Hotel tax
Hotel tax is projected to come in about $900k over budget projections due to a one-time back-pay payment. Hotel tax revenues have remained steady, reflecting stable occupancy levels. There are currently six hotels that are collecting and remitting this tax revenue to the City.
Other General Revenues
The city's other general revenues, including interest earnings, utility taxes, franchise fees, and business licenses, are performing a little better than expected. We are estimating to collect $50k over our budget estimate for interest earnings and $575k higher than budget in Utility User’s Tax.
Departmental Revenues
The current departmental revenue figures reflect the ongoing impact of hiring difficulties across several departments. Additionally, rental and program revenues for the Parks and Community Services Department are lower than anticipated. This is largely due to the closure of Ramsay Park for construction and to reduced services provided to PVUSD’s Expanded Learning program due to funding cuts. Most of these revenue sources have associated operating costs, which have decreased in line with the reduction in services.
6 The Community Development Department revenues are currently coming in as expected and are on track to match the budget. The police department will have slightly less revenue than budgeted due to budgeting for two School Resource Officer contracts, but only being able to provide one officer due to staffing shortages. Parking revenues are expected to come in about $140k below the budget. The fire department’s revenue will be coming under budget as they have not been able to bill for inspection fees in the amount of $133k. However, they have billed and will collect mutual aid revenue, in the amount of $62k more than budgeted reimbursements. The public works department is showing lower than budgeted revenue in reimbursable activities, but this will be offset by expenditure savings.
EXPENDITURES:
Most departments are within budget with minor savings expected. However, there are some areas where departments are facing challenges and require additional funds. 1- Fire Department
The Fire Department has experienced high overtime costs overages in this fiscal year. We do expect overtime costs to exceed about $633k over budget. There is about $220k in revenues expected that will be offset by mutual aid reimbursement. Fire department will need an additional appropriation of $426K. The department is requesting authorization to overfill at the Battalion Chief level. This overfill will allow the department to provide training and succession development in fire inspection duties while maintaining operational coverage. The department has hired and integrated 2 EMT students that the city sponsored for paramedic training. They will continue to recruit and sponsor students in a similar fashion in the future. The fire department also just graduated 5 additional recruits. These combined 7 new firefighters brings the Department closer to full staffing and will help to reduce the overtime over the remaining fiscal year. $81k was incurred in overtime for the academy training of these new recruits. No additional academy has been scheduled for the remainder of this fiscal year.
2- Police
The Police Department has about 10 vacancies in the police officer rank. We will be requesting appropriations to implement a modified hiring bonus and other incentives to attract laterals and new recruits in the amount of $150k. The department has had several vacancies and injuries, which have also contributed to the increase in overtime; they are requesting $692k to cover projected overtime costs. Additionally, the department is requesting $38k in additional funds to cover background checks for potential hires and $102k for a mental health liaison. 3- Community Development Department
The Community Development Department is coming in on a bit over budget. The department is requesting $330k in funds to pay for contract services related to planning and engineering review of project submittals. These services are necessary to complete technical reviews, professional work
7 that cannot be performed in-house. The requested funds will ensure timely processing of projects and maintain service levels.
4- City Clerk
The City Clerk Department is currently trending close to budget. However, they are requesting a small appropriation of funds to cover the increases in hosted services costs in the amount of $1.5k.
The department has seen an increase in public records requests, and they have been busy coordinating those efforts. They have added hosting services in recent years which has helped modernize the department and assist City departments become more efficient with staff reports to Council and contract management.
5- Public Works
The General Fund divisions of public works cover building, street, and sidewalk maintenance are currently projected to come in below budget. Reimbursable property repairs are coming in slower this fiscal year. This is also reflected on the revenue side as we are not anticipating either cost or the revenue.
6- Parks and Community Services
The Parks and Community Services department is projected to have some savings due to programs that could potentially be offered at Ramsay have not been offered due to ongoing construction. The savings are realized in the temporary salary savings. The department is asking for $38k additional funds for additional restroom cleaning. Parks administers the City’s Landscape and Lighting Maintenance Assessment Districts (LLMAD) and is requesting the appropriation of $200k of available fund balance to complete necessary repairs. Perimeter fencing between the subdivision and the slough and around the LLMAD maintains detention basins that need replacement. 7- Measure R
Measure R is in its second year of budget in this fiscal year. This new funding source significantly boosts the capacity of the Parks, Library and Streets departments, enabling them to enhance and have additional funding for new programming, infrastructure, and street projects within the City.
The Library Outdoor Rooftop space is the top budgeted project in this fund, a $2.9 million project that began construction in late October of last year. It is nearing completion and should be online at the end of March 2026. The project had been planned for 17 years, but had no funding available until Measure R.
The Streetlights projects is the second top funded project, coming in at $1.9MM. The City of Watsonville has approximately 2,834 streetlights across the City on a combination of City, utility, or other agency-owned poles. The City will be replacing existing LED streetlight fixtures. When this project is complete, we will have replaced or updated 2,834 streetlight fixtures.
The Nature Center is the third-largest budgeted project this fiscal year at $1.84MM. The Nature Center is currently planned at the existing Family Center building, which is located at the entrance of Ramsay Park, situated at 1301 Main Street in Watsonville. It was originally constructed in 1970, and the building
8 is approximately 7,000 square feet utilized by the Parks department for programming and open to the public for event rentals. Approximately half of the existing Family Center building has been dedicated to the development of the Nature Center as a tenant improvement project in the existing facility. The nondedicated space will become a shared mixed-use space that will be jointly utilized by both Parks and Public Works for community recreation and educational programming. The design of the Nature Center is complete and is currently out to bid.
We also have allocations for streets, one of the most exciting being the Green Valley Road and Bridge Streets projects, trails and other smaller street work along with the purchase of a field services container truck. There is also an allocation of $683k towards the Ramsay project. The Parks Division has been able to add programming for Older Adults, and Special Events. The Library Department has completed the design phase for their outdoor café on the second floor of the library. We have worked with a financial advisor and were able to issue bonds that will cover the funding gap to be able to completely pay for the Ramsay Project and help fund the City Plaza Project. The bond is in the amount of $12MM and will be repaying over a period of 10 years with an annual debt service payment of $1.5MM. 8-Other Departments
We will also be asking for more appropriations for legal services. In this fiscal year, we continue to have increased costs due to labor negotiations, investigations, and general plan. We will be requesting an additional $212k in the general fund for this increase
Overall, all other departments are expected to end the year within their budgets, although some General Fund capital projects may not be completed as budgeted this fiscal year and will be rolled into the 2026- 27 fiscal year. Tables 2 and 3 summarize all general fund appropriation requests and the overall projection for the general fund for FY 2025-26. Table 2 below shows a summary of all general fund appropriations requests. Table 3 summarizes the overall projection for the general fund for FY 2025-26.
9 Table 2: Summary of General Fund Appropriation Requests Department Description Expenses Revenues
Other Legal 212,000
City Clerk Hosted Services 1,500
Community Development Reimbursement Consultant Services 88,925 88,925 Planning Contract Services 330,000
Police Overtime 203,500
Expert And Consultation Services Police Hiring 38,223
Mental Health Liason 102,233
Hiring Bonuses 150,000
Overtime 265,666
ThinkStation Computer Grant 28,000 28,000
Fire Battalion Fire Chief Position (4 months) 70,722
Overtime Striketeam Revenue 68,000
Overtime 426,000
Parks Temporary Wages Restroom Cleaning 38,000
Totals 1,954,769 184,925
10 Table 3: General Fund Summary for Fiscal Year 2025-26 Department
Actuals
FY 2025 Revised Budget
Actuals
through
12/31/25 Projection Variance
Revenues:
Property Tax $15,838,386 15,661,030 8,557,385 16,244,519 583,489 Sales Tax-General 16,301,105 15,231,874 8,744,732 16,441,020 1,209,146 Hotel Room Tax 884,681 1,610,000 1,662,773 2,510,000 900,000 Utility User Tax 5,106,973 4,532,000 2,704,864 5,106,973 574,973 Transfers In 4,243,964 4,487,890 2,236,461 4,472,922 (14,968) Measure R 5,404,415 5,573,439 2,688,217 5,271,146 (302,293) Total Revenues $47,779,524 47,096,233 26,594,432 50,046,581 2,950,348 CDD 3,051,952 1,706,400 946,533 1,701,569 (4,831)
Police 1,148,301 1,707,297 491,050 1,350,388 (356,909)
Fire 1,393,835 509,592 161,515 483,668 (25,924)
PW 69,336 262,000 56,092 112,183 (149,817)
PCS 866,144 916,613 450,451 900,902 (15,711)
Bond 12,000,000 12,000,000 - - (12,000,000)
Other 10,371,238 9,529,999 4,507,526 9,811,013 281,014
Total GF Revenue $76,680,329 73,728,134 33,207,599 64,406,304 (9,321,830) Expenditutres
Actuals
FY 2025 Budget
Actuals
through
12/31/25 Projection Variance
City Council 134,171 222,385 90,616 181,232 41,153
City Manager 1,673,407 1,849,053 1,001,046 1,878,480 (29,427) City Clerk 860,599 845,368 457,388 849,623 (4,255)
City Attorney 299,099 703,262 116,002 1,000,877 (297,615) Community Development 3,313,872 2,821,973 1,680,829 3,214,288 (392,315) Finance 1,839,637 2,003,388 887,088 1,922,240 81,148
Human Resources 1,093,459 1,099,108 641,036 1,179,510 (80,402) Social Services 218,343 279,415 120,917 241,833 37,582
Parks & Community Services 5,934,394 6,386,128 3,362,798 6,291,589 94,539 Fire 9,913,458 9,434,479 6,264,364 10,145,688 (711,209) Library 870,286 541,384 50,799 548,643 (7,259)
Non-Department 2,692,042 2,854,728 1,419,970 2,779,386 75,342 Police 23,609,589 24,974,867 15,307,865 25,371,233 (396,366) Public Works 2,034,471 2,228,431 1,051,318 2,064,095 164,336 Measure R 1,269,120 3,254,413 1,367,592 3,254,413 -
Total Depts 55,755,946 59,498,382 32,452,035 60,923,130 (1,424,748) Capital 2,055,468 11,328,869 985,464 2,000,000 9,328,869 Capital-Measure R 940,913 9,985,488 1,362,756 4,268,646 5,716,842 Total Expenditures 58,752,327 80,812,739 34,800,254 67,191,776 13,620,963 YE Change to Fund Balance 17,928,003 (7,084,605) (1,592,655) (2,785,472) Capital Carry Forward 15,045,711
General Fund Estimate Expenditures and Revenues
Fiscal Year Ending June 30, 2026
11 Other Funds
The Airport Fund ended FY 2024-25 with $1,127,962 in cash, despite challenges such as rising fuel costs.
The department's prudent revenue projections contributed to a positive financial finish for the year. The Airport is requesting about $166k in appropriations to be able to repair equipment and fund higher than budgeted utility costs. They are expected to increase their cash balance by approximately $77k at the end of FY 2025-26.
On the other hand, the Utility Enterprise Funds for Water, Sewer, and Solid Waste are witnessing normal revenues. Sewer and Water funds expect to fully expend their operating budgets, but not their capital budgets. Our Water and Sewer Funds have accumulated significant deferred capital needs over the years, particularly in aging infrastructure that now requires major reinvestment. Addressing these improvements will necessitate rate adjustments in the coming FY 26/27. There are several capital projects that have either not yet begun or are currently in the design phase. Solid Waste has opened Cell IV; this new landfill is expected to provide cost savings and serve as a long-term waste disposal solution for the City for up to thirty years. The utility enterprise funds are not requesting additional funds.
Revenues from sales tax are the primary source for the Library, Measure D, and Measure Y funds. Several of our sales tax revenue streams are trending below adopted budget projections due to lower consumer spending. Staff will continue to closely monitor collections and adjust forecasts as needed. The Library fund anticipates spending some of its accumulated fund balance to cover the overrun costs for the Library Rooftop Project. It is expected that Measure D and Measure Y funds are planning to spend down some of their accumulated fund balance on planned capital spending. As a result, it is expected to see a decrease in their cash balances.
Gas Tax and SB1 revenues are primary influenced by the number of miles driven, population and in some cases by vehicle registration data rather than by the price of gasoline. Cities receive a share that reflects both how many residents they serve and the size of their local roadway network. While significant fluctuations in revenues are not expected, it is projected that they will be completing planned capital projects.
In Information and Technology, the internal service fund is expected to end the year with a $689k fund balance. Innovation and Technology is continuing to keep Cybersecurity a top priority and is working to create a cybersecurity incident response plan, conduct tabletop exercises, and establish a cybersecurity work plan. The goal of the department is to reflect commitment to innovation, efficiency, and security, ensuring that we remain at the forefront of technological advancements.
The Municipal Service Center Vehicle Shop, this internal service department, manages the maintenance of all city vehicles. Currently the city has undergone an internal fleet utilization and replacement study to better evaluate vehicle conditions, usage patterns and maintenance costs. The results of this study will guide strategic vehicle replacement decisions in the upcoming budget cycle to ensure efficient fleet management moving forward.
12 For a summary of all non-General fund appropriation requests and other major funds, see table 4.
Table 4: Summary of Other Funds for FY 2025-26
Starting
Balance Revenue Expense Capital Ending Balance
Airport Revised Budget 1,127,962 4,636,463 4,340,354 219,016 1,205,055 Projection 4,349,472 4,016,496 264,887 1,196,051
Variance (286,991) (323,858) 45,871 (564,978)
Waste Water Revised Budget 14,991,556 36,232,690 19,695,108 20,295,022 11,234,116 Projection 31,232,690 19,865,108 15,304,022 11,055,116
Variance (5,000,000) 170,000 (4,991,000) (9,821,000)
SW Revised Budget 12,142,774 20,231,889 17,477,787 3,571,303 11,325,573 Projection 20,231,889 17,432,787 2,826,841 12,115,035
Variance - (45,000) (744,462) (789,462)
Water Revised Budget 31,659,898 27,174,548 19,783,133 27,083,335 11,967,978 Projection 27,174,548 19,395,663 21,670,251 17,768,532
Variance - (387,470) (5,413,084) (5,800,554)
Library Revised Budget 2,452,447 4,699,264 4,724,591 465,383 1,961,737 Projection 4,117,361 4,710,568 365,061 1,494,178
Variance (581,903) (14,023) (100,322) (696,247)
IT Revised Budget 2,559,194 2,989,000 3,656,208 1,203,477 688,509 Projection 3,031,934 3,340,645 172,071 2,078,412
Variance 42,934 (315,563) (1,031,406) (1,304,035)
Measure Y Revised Budget 2,525,831 5,212,100 5,747,684 1,329,499 660,748 Projection 6,051,001 5,220,447 1,264,748 2,091,637
Variance 838,901 (527,237) (64,751) 246,913
Gas Tax Revised Budget 1,224,414 1,455,601 1,084,038 1,106,185 489,792 Projection 1,455,601 1,084,038 1,106,185 489,792
Variance - - - -
SB1 Revised Budget 5,100,615 1,100,000 - 4,446,374 1,754,241 Projection 1,100,000 - 3,446,374 2,754,241
Variance - - (1,000,000) (1,000,000)
Measure D Revised Budget 5,017,780 1,178,000 - 5,305,936 889,844 Projection 1,178,000 - 3,350,772 2,845,008
Variance - - (1,955,164) (1,955,164)
MSC Shop Revised Budget 642,645 3,309,096 3,210,988 - 740,753 Projection 3,309,096 3,210,988 - 740,753
Variance - - - -
13 Next Steps
The mid-year report officially marks the beginning of the budget season for Fiscal Year 2026-27. Based on the report's findings and projections, an updated five-year projection and budget outlook will be developed. In early March, budget instructions will be provided to departments to use in preparing their budget proposals to the City Manager by March 31st. Throughout the rest of the fiscal year, both revenues and expenditures will be closely monitored and any necessary updates to the projections will be made at the end of the third quarter in April or May. On May 31st or before, a proposed FY 2026-27 budget will be submitted to the Council for review. This budget will be presented during both meetings in June, first as a study session and subsequently for Council approval.
CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) DETERMINATION:
The proposed project is not a “project” as defined by CEQA guidelines, as it involves fiscal planning that does not have the potential to result in a reasonably foreseeable change in the environment.
STRATEGIC PLAN:
Fiscal Health: The report above meets strategic plan goal number 2 by keeping the Council and the public informed as to the status of the City’s finances.
FINANCIAL IMPACT:
The proposed appropriations listed in Exhibit A, attached to the resolution amount to $6,389,810 and various adjustments to revenue in the amount of (8,028,718) with most requests being covered using fund balance and budget savings from various funds that have the capacity to absorb these additional expenditures within their operating budgets. We are also proposing to add one additional position.
ALTERNATIVE ACTION:
The Council has the discretion to accept some, all, or none of the recommendations presented to them.
ATTACHMENTS AND/OR REFERENCES (IF ANY):
A: Annual Comprehensive Financial Report for FY 2024-25 https://www.watsonville.gov/DocumentCenter/View/27548/Annual-Comprehensive-Financial-Reportfor-FY-24-25 B: Annual Measure Y Audit Report for FY 2024-25
City of Watsonville, California
Measure Y Fund
Financial Statements
For the Year Ended June 30, 2025
Attachment B
The Page Left Intentionally Blank
Attachment B
CITY OF WATSONVILLE
MEASURE Y FUND
FINANCIAL STATEMENTS
For the Year ended June 30, 2025
Table of Contents
Independent Auditor’s Report .............................................................................................................................. 1 Financial Statements:
Balance Sheet ........................................................................................................................................ 3 Statement of Revenues, Expenditures, and Change in Fund Balance .................................................. 4 Statement of Revenues, Expenditures, and Change in Fund Balance - Budget and Actual ......................................................................................................................... 5 Notes to the Financial Statements ......................................................................................................... 7 Independent Auditor’s Report on Internal Control over Financial Reporting and on Compliance and Other Matters Based on an Audit of Financial Statements Performed in Accordance with Government Auditing Standards ............................................................ 9 Attachment B
The Page Left Intentionally Blank
Attachment B
INDEPENDENT AUDITOR’S REPORT
To the Honorable Mayor and Members of City
Council of the City of Watsonville, California
Report on the Audit of the Financial Statements
Opinion
We have audited the accompanying financial statements of the Measure Y Fund (the Fund) of the City of Watsonville, California (City), as of and for the year ended June 30, 2025, and the related notes to the financial statements, which collectively comprise the Fund’s basic financial statements as listed in the Table of Contents.
In our opinion, the financial statements referred to above present fairly, in all material respects, the financial position of the Fund as of June 30, 2025, and the change in the financial position and budgetary comparison listed in the Table of Contents as part of the basic financial statements for the year then ended in accordance with accounting principles generally accepted in the United States of America.
Basis for Opinion
We conducted our audit in accordance with auditing standards generally accepted in the United States of America and the standards applicable to financial audits contained in Government Auditing Standards, issued by the Comptroller General of the United States. Our responsibilities under those standards are further described in the Auditor’s Responsibilities for the Audit of the Financial Statements section of our report. We are required to be independent of the City and to meet our other ethical responsibilities, in accordance with the relevant ethical requirement relating to our audit. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion.
Emphasis of a Matter
As discussed in Note 1, the financial statements present only the Fund and do not purport to, and do not present fairly the financial position of the City as of June 30, 2025, the changes in its financial position, for the year then ended in accordance with accounting principles generally accepted in the United States of America. Our opinion is not modified with respect to this matter.
Responsibilities of Management for the Financial Statements Management is responsible for the preparation and fair presentation of these financial statements in accordance with accounting principles generally accepted in the United States of America, and for the design, implementation, and maintenance of internal control relevant to the preparation and fair presentation of the financial statements that are free from material misstatement, whether due to fraud or error.
1 Attachment B
Auditor’s Responsibilities for the Audit of the Financial Statements Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance but is not absolute assurance and therefore is not a guarantee that an audit conducted in accordance with generally accepted auditing standards and Government Auditing Standards will always detect a material misstatement when it exists.
The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. Misstatements are considered material if there is a substantial likelihood that, individually or in the aggregate, they would influence the judgment made by a reasonable user based on the financial statements.
In performing an audit in accordance with generally accepted auditing standards and Government Auditing Standards, we:
• Exercise professional judgment and maintain professional skepticism throughout the audit. • Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, and design and perform audit procedures responsive to those risks. Such procedures include examining, on a test basis, evidence regarding the amounts and disclosures in the financial statements.
• Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the City’s internal control. Accordingly, no such opinion is expressed.
• Evaluate the appropriateness of accounting policies used and the reasonableness of significant accounting estimates made by management, as well as evaluate the overall presentation of the financial statements.
We are required to communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit, significant audit findings, and certain internal control-related matters that we identified during the audit.
Other Reporting Required by Government Auditing Standards In accordance with Government Auditing Standards, we have also issued our report December 30, 2025, on our consideration of the City’s internal control over financial reporting and on our tests of its compliance with certain provisions of laws, regulations, contracts, and grant agreements and other matters. The purpose of that report is solely to describe the scope of our testing of internal control over financial reporting and compliance and the results of that testing, and not to provide an opinion on the effectiveness of the City’s internal control over financial reporting or on compliance. That report is an integral part of an audit performed in accordance with Government Auditing Standards in considering the City’s internal control over financial reporting and compliance.
Pleasant Hill, California
December 30, 2025
2 Attachment B
ASSETS
Cash and investments 2,088,142 $
Taxes receivable 873,799
Total Assets $ 2,961,941
LIABILITIES
Accounts and retentions payable 356,522 $
Accrued personnel costs 79,588
Total Liabilities 436,110
FUND BALANCE
Restricted for:
Fire services 1,410,800
Police services 687,140
Parks and recreation 427,891
Total Fund Balance 2,525,831
TOTAL LIABILITIES AND FUND BALANCE $ 2,961,941
See accompanying Notes to Basic Financial Statements.
CITY OF WATSONVILLE
MEASURE Y FUND
BALANCE SHEET
June 30, 2025
(FORMERLY KNOWN AS MEASURE G)
Attachment B
AND CHANGE IN FUND BALANCE
REVENUES
Sales tax - Fire 1,973,618 $
Sales tax - Police 2,804,615
Sales tax - Parks and Recreation 415,498
Interest - Fire 51,445
Interest - Police 36,202
Interest - Parks and Recreation 7,622
Other revenue - Police 2,430
Intergovernmental 3,934
Total Revenues 5,295,364
EXPENDITURES
Fire 2,238,318
Police 2,767,966
Parks and Recreation 587,615
Total Expenditures 5,593,899
NET CHANGE IN FUND BALANCE (298,535)
FUND BALANCE
Beginning Fund Balance 2,824,366
Ending Fund Balance $ 2,525,831
See accompanying Notes to Basic Financial Statements.
CITY OF WATSONVILLE
MEASURE Y FUND
STATEMENT OF REVENUES, EXPENDITURES,
For The Year Ended June 30, 2025
(FORMERLY KNOWN AS MEASURE G)
4 Attachment B
CITY OF WATSONVILLE
MEASURE Y FUND
(FORMERLY KNOWN AS MEASURE G)
STATEMENT OF REVENUES, EXPENDITURES AND
CHANGE IN FUND BALANCE - BUDGET AND ACTUAL
For The Year Ended June 30, 2025
Variance
Final Favorable
REVENUES Budget Actual (Unfavorable)
Sales tax - Fire 2,096,840 $ 1,973,618 $ (123,222) $
Sales tax - Police 2,979,720 2,804,615 (175,105)
Sales tax - Parks and recreation 441,440 415,498 (25,942) Interest - Fire 5,000 51,445 46,445
Interest - Police 15,000 36,202 21,202
Interest - Parks and recreation 1,000 7,622 6,622
Other revenue - Police 100 2,430 2,330
- 3,934 3,934
Total Revenues 5,539,100 5,295,364 (243,736)
EXPENDITURES
Fire:
Salaries and Wages 1,342,652 1,358,145 (15,493)
Operations 634,060 567,389 66,671
Capital Outlay 1,495,643 312,784 1,182,859
Total Fire 3,472,355 2,238,318 1,234,037
Police:
Salaries and Wages 2,090,922 1,645,184 445,738
Operations 735,989 744,891 (8,902)
Capital Outlay 382,942 377,891 5,051
Total Police 3,209,853 2,767,966 441,887
Parks and Recreation:
Salaries and Wages 121,583 109,997 11,586
Operations 798,324 477,618 320,706
Total Parks and Recreation 919,907 587,615 332,292
Total Expenditures 7,602,115 5,593,899 2,008,216
NET CHANGE IN FUND BALANCE $ (2,063,015) (298,535) (1,764,480) $
FUND BALANCE
Beginning Fund Balance 2,824,366
Ending Fund Balance $ 2,525,831
See accompanying Notes to Basic Financial Statements.
5 Attachment B
The Page Left Intentionally Blank
Attachment B
CITY OF WATSONVILLE
MEASURE Y FUND
(FORMERLY KNOWN AS MEASURE G)
NOTES TO THE BASIC FINANCIAL STATEMENTS
June 30, 2025
NOTE 1 - SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES
A. Reporting Entity
In the June 3, 2014 election, City of Watsonville (City) voters approved Measure G, establishing a temporary half-cent transaction sales and use tax. The Measure G Fund (Fund) was established to accumulate revenues transmitted by the State Board of Equalization (BOE), the agency responsible for administering and collecting the transactions and use taxes for the City, and apportion them to essential services outlined within the approved expenditure plan.
On March 3, 2020, City voters approved Measure Y to renew and continue the half-cent transaction sales and use tax. The fund was used to accumulate revenues transmitted by the BOE and apportion them to essential services outlined within the approved expenditure plan.
The financial statements present only the activities of the Measure Y Fund, and are not intended to present the financial position and changes in financial position of the City of Watsonville, in accordance with accounting principles generally accepted in the United States of America.
B. Basis of Accounting
The Measure Y Fund of the City is maintained on the modified accrual basis of accounting. As such, revenues are recognized when they become susceptible to accrual, that is, when they become both measurable and available to finance expenditures of the current period. Expenditures are recognized in the accounting period in which the liability is incurred (when goods are received or services rendered).
C. Estimates
The preparation of financial statements in accordance with accounting principles generally accepted in the United States of America requires management to make estimates and assumptions that affect certain reported amounts and disclosures. Accordingly, actual results could differ from those estimates.
NOTE 2 - CASH AND INVESTMENTS
Cash and investments at June 30, 2025, consist of the following:
Pooled cash and investments with the
City of Watsonville $2,088,142
Please refer to the notes of the City's June 30, 2025 Annual Comprehensive Financial Report regarding cash and investments for additional detail.
7 Attachment B
The Page Left Intentionally Blank
Attachment B
INDEPENDENT AUDITOR’S REPORT ON
INTERNAL CONTROL OVER FINANCIAL REPORTING
AND ON COMPLIANCE AND OTHER MATTERS BASED ON AN
AUDIT OF FINANCIAL STATEMENTS PERFORMED IN ACCORDANCE
WITH GOVERNMENT AUDITING STANDARDS
To the Honorable Mayor and Members of City Council of
the City of Watsonville, California
We have audited, in accordance with the auditing standards generally accepted in the United States of America and the standards applicable to financial audits contained in Government Auditing Standards issued by the Comptroller General of the United States, the basic financial statements of the City of Watsonville (City) Measure Y Fund (the Fund) as of and for the year ended June 30, 2025, and have issued our report thereon December 30, 2025.
Report on Internal Control over Financial Reporting
In planning and performing our audit of the financial statements, we considered the City’s internal control over financial reporting (internal control) as a basis for designing audit procedures that are appropriate in the circumstances for the purpose of expressing our opinion on the financial statements, but not for the purpose of expressing an opinion on the effectiveness of the City’s internal control. Accordingly, we do not express an opinion on the effectiveness of the City’s internal control.
A deficiency in internal control exists when the design or operation of a control does not allow management or employees, in the normal course of performing their assigned functions, to prevent, or detect and correct, misstatements on a timely basis. A material weakness is a deficiency, or a combination of deficiencies, in internal control, such that there is a reasonable possibility that a material misstatement of the Fund’s financial statements will not be prevented, or detected and corrected on a timely basis. A significant deficiency is a deficiency, or a combination of deficiencies, in internal control that is less severe than a material weakness, yet important enough to merit attention by those charged with governance.
Our consideration of internal control was for the limited purpose described in the first paragraph of this section and was not designed to identify all deficiencies in internal control that might be material weaknesses or significant deficiencies and therefore, material weaknesses or significant deficiencies may exist that were not identified. We identified a deficiency in internal control that we consider to be a material weakness as listed on the Schedule of Material Weakness included as part of our separately issued Memorandum on Internal Control December 30, 2025, which is an integral part of our audit and should be read in conjunction with this report.
9 Attachment B
Report on Compliance and Other Matters
As part of obtaining reasonable assurance about whether the Fund’s financial statements are free from material misstatement, we performed tests of the City’s compliance with certain provisions of laws, regulations, contracts, and grant agreements, noncompliance with which could have a direct and material effect on the financial statements. However, providing an opinion on compliance with those provisions was not an objective of our audit, and accordingly, we do not express such an opinion. The results of our tests disclosed no instances of noncompliance or other matters that are required to be reported under Government Auditing Standards. We have also issued a separate Memorandum on Internal Control dated December 30, 2025, which is an integral part of our audit and should be read in conjunction with this report.
City’s Response to Findings
Government Auditing Standards require the auditor to perform limited procedures on the City’s response to the findings identified in our audit and described in our separately issued Memorandum on Internal Control December 30, 2025, which is an integral part of our audit and should be read in conjunction with this report. The City’s response was not subjected to the other auditing procedures applied in the audit of the financial statements and, accordingly, we express no opinion on the response.
Purpose of this Report
The purpose of this report is solely to describe the scope of our testing of internal control and compliance and the results of that testing, and not to provide an opinion on the effectiveness of the City’s internal control or on compliance. This report is an integral part of an audit performed in accordance with Government Auditing Standards in considering the City’s internal control and compliance. Accordingly, this communication is not suitable for any other purpose.
Pleasant Hill, California
December 30, 2025
10 Attachment B
Reso No. (CM)
Reference: Reso No. 174-25 (CM) (Amend)
Meeting Date: 022426 SWZ ______ TV ______ Finance ______ 1 RESOLUTION NO.__________ (CM)
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
WATSONVILLE AMENDING THE 2025-26 BUDGET TO AUTHORIZE
$6,389,810 BUDGET APPROPRIATION INTO VARIOUS FUNDS AND TO
AUTHORIZE ONE ADDITIONAL POSITION
WHEREAS, on June 24, 2025, the City Council adopted Resolution No. 174-25 (CM) approving the Final Budget for the City of Watsonville for fiscal year 2025-26; and WHEREAS, current projections show that, without budget adjustments, departments will go over budget by the end of the fiscal year; and WHEREAS, City staff recommends some increases and one additional position to departmental budgets to meet increases in demand for services.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF WATSONVILLE, CALIFORNIA, AS FOLLOWS:
That the City Council hereby authorizes certain budget appropriations and one new position for fiscal year 2025-26, as fully described on Exhibit “A.” ********************************
Org Object Prject Department Description Expenses Revenues 130 7303 Other Legal 212,000
291 5819 Claim 3,575,808 3,575,808
325 7361 Carbon Fund 50,000 50,000
160 7350 City Clerk Hosted Services 1,500
315 7309 02025 CDD Reimbursement Consultant Services 88,925 88,925 315 7361 Planning Contract Services 330,000
383 7367 12020 Loans and Grants 65,000
347 7307 Expert And Consultation Services 35,000
347 7303 Legal Services 30,000
347 7361 Other Contract Services 60,000
394 7303 00040 Legal Services 65,000
409 7012 Police Overtime 203,500
409 7307 Expert And Consultation Services Police Hiring 38,223 409 7361 Mental Health Liason 102,233
410 7011 Hiring Bonuses 150,000
410 7012 Overtime 265,666
905 7813 15252 Police Patrol Riffles Spec Equip 91,000 91,000 905 7813 15253 Fire Turnout Gear Cira Flex Special Eq 69,549 69,549 901 7813 15254 ThinkStation Computer Grant 28,000 28,000 967 7813 15255 Capital Police Radio Upgrade 38,000
450 7011 Fire Battalion Fire Chief Position 70,722
450 5895 Overtime Striketeam Revenue 68,000
450 7012 Overtime 426,000
680 7021 Parks Temporary Wages Restroom Cleaning 38,000 810 7361 Bay Breeze Detention basin repair 200,000
275 6524 General Fund Remove Bond Proceeds received last fiscal year (12,000,000) 560 7325 Airport Repair and Maintenance of Building 36,000 560 7533 Specialized Department Materials 46,667
560 7325 Repair and Maintenance of Building Backhoe 20,000 560 7562 Infrastructure Striping 20,000
560 7536 Radio Equipment Materials 5,000
560 7533 Specialized Department Materials 3,333
560 7559 Other Supplies and Materials 3,684
560 7213 Water Services 7,000
560 7215 Solid Waste 3,000
560 7211 Electricity & Gas 5,000
560 7303 Legal Services 6,000
Totals 6,389,810 (8,028,718)
City of Watsonville
Recommended Mid Year Appropriations FY 2025-26
Exhibit A
ACFR FY 24-25 and Mid Year
Financial Report FY 25-26
Finance Department
February 24, 2026
RECOMMENDED
ACTIONS
• Accept by motion, the Annual
Comprehensive Financial Report for
FY 2024-25, and
• Accept by motion, the mid-year
financial report for the 2025-26 Fiscal
Year:
• Accept by motion, the Annual
Measure Y Audit Report for FY 2024-
25, and
• Approve a resolution appropriating
$6,389,810 including 1 additional
positions
ACFR Online
• Watsonville ACFR FY2025 Draft
1.13.2026 (06/30/2025 City of
Watsonville FY25 AUD
[6/30/2025] (In Process))
Background
• Independent Audit by Maze & Associates
• The audit resulted in an UNQUALIFIED OPINION
– which means we followed generally accepted
accounting principles, our financials are free
from material errors, and our Financial
Statements present fairly
• Additionally, we have received an Award for
Excellence in Financial Reporting for 28 years in
a row
2025 ACFR
Use of Fund Balance FY 2025
General Fund Revenues
Department
Actuals
FY 2025
Revised
Budget
Actuals
through
12/31/25 Projection Variance
Revenues:
Property Tax $15,838,386 15,661,030 8,557,385 16,244,519 583,489 Sales Tax-General 16,301,105 15,231,874 8,744,732 16,441,020 1,209,146 Hotel Room Tax 884,681 1,610,000 1,662,773 2,510,000 900,000 Utility User Tax 5,106,973 4,532,000 2,704,864 5,106,973 574,973 Transfers In 4,243,964 4,487,890 2,236,461 4,472,922 (14,968) Measure R 5,404,415 5,573,439 2,688,217 5,271,146 (302,293) Total Revenues $47,779,524 47,096,233 26,594,432 50,046,581 2,950,348 CDD 3,051,952 1,706,400 946,533 1,701,569 (4,831)
Police 1,148,301 1,707,297 491,050 1,350,388 (356,909)
Fire 1,393,835 509,592 161,515 483,668 (25,924)
PW 69,336 262,000 56,092 112,183 (149,817)
PCS 866,144 916,613 450,451 900,902 (15,711)
Bond 12,000,000 12,000,000 - - (12,000,000)
Other 10,371,238 9,529,999 4,507,526 9,811,013 281,014
Total GF Revenue $76,680,329 73,728,134 33,207,599 64,406,304 (9,321,830) General Fund Estimate Expenditures and Revenues
Fiscal Year Ending June 30, 2026
Projected General Fund Revenues FY 25/26
General Fund Expenditures
Expenditutres
Actuals
FY 2025 Budget
Actuals
through
12/31/25 Projection Variance
City Council 134,171 222,385 90,616 181,232 41,153
City Manager 1,673,407 1,849,053 1,001,046 1,878,480 (29,427) City Clerk 860,599 845,368 457,388 849,623 (4,255)
City Attorney 299,099 703,262 116,002 1,000,877 (297,615) Community Development 3,313,872 2,821,973 1,680,829 3,214,288 (392,315) Finance 1,839,637 2,003,388 887,088 1,922,240 81,148
Human Resources 1,093,459 1,099,108 641,036 1,179,510 (80,402) Social Services 218,343 279,415 120,917 241,833 37,582
Parks & Community Services 5,934,394 6,386,128 3,362,798 6,291,589 94,539 Fire 9,913,458 9,434,479 6,264,364 10,145,688 (711,209) Library 870,286 541,384 50,799 548,643 (7,259)
Non-Department 2,692,042 2,854,728 1,419,970 2,779,386 75,342 Police 23,609,589 24,974,867 15,307,865 25,371,233 (396,366) Public Works 2,034,471 2,228,431 1,051,318 2,064,095 164,336 Measure R 1,269,120 3,254,413 1,367,592 3,254,413 -
Total Depts 55,755,946 59,498,382 32,452,035 60,923,130 (1,424,748) Capital 2,055,468 11,328,869 985,464 2,000,000 9,328,869 Capital-Measure R 940,913 9,985,488 1,362,756 4,268,646 5,716,842 Total Expenditures 58,752,327 80,812,739 34,800,254 67,191,776 13,620,963 YE Change to Fund Balance 17,928,003 (7,084,605) (1,592,655) (2,785,472) Capital Carry Forward Page 390 of 459 15,045,711
Measure R – FY 25/26
Table 2: Financials for Fiscal Year ending June 30, 2026 Budget FY 25/26 Acutal Projection
Revenues 5,573,439.00 1,352,515.04 5,271,146.00
Expenditures
Parks 1,408,008 651,274 1,408,008
Financing 1,500,000 375,000 1,500,000
Library 350,000 123,971 350,000
Capital 9,917,816 285,661 5,183,000
Total 13,175,824 2,210,034 8,441,008
Carry forwards 4,734,816
Change in Fund Balance
Beginning 06/30/2025 7,303,149
Revenues 5,271,146.00
Expenses (13,175,824.00)
Ending Fund Balance 06/30/2026 (601,529)
Measure R Projects
Description of Project Amount
PARKS - PINTO LAKE MASTER PLAN 200,000
PARKS - PARK ASSESSMENT CIPS 467,953
RAMSAY PARK - MASTER PLAN NATU 683,000
2ND FLOOR ATRIUM 2,600,000
AUTOMOTIVE EQUIPMENT 64,937
FIELD SERVICES CONTAINER TRUCK 66,106
BRIDGE STREET RECONSTRUCTION 930,000
STREET APPROPRIATION 505,000
STREETS - OTHER 23,571
STREETS/SIDEWALKS-TRAILS 318,467
GREEN VALLEY ROAD IMPROVEMENTS 320,182
STREET LIGHTS 1,900,000
NATURE CENTER BUILDING 1,838,600
TOTAL 9,917,816
Police Overtime FY 2023-2026
Fire Department Overtime FY 2023-2026
Table 2: General Fund Appropriation Requests
Department Description Expenses Revenues
Other Legal 212,000
City Clerk Hosted Services 1,500
Community Development Reimbursement Consultant Services 88,925 88,925 Planning Contract Services 330,000
Police Overtime 203,500
Expert And Consultation Services Police Hiring 38,223
Mental Health Liason 102,233
Hiring Bonuses 150,000
Overtime 265,666
ThinkStation Computer Grant 28,000 28,000
Fire Battalion Fire Chief Position (4 months) 70,722
Overtime Striketeam Revenue 68,000
Overtime 426,000
Parks Temporary Wages Restroom Cleaning 38,000
Totals 1,954,769 184,925
Enterprise Funds
Starting
Balance Revenue Expense Capital Ending Balance
Airport Revised Budget 1,127,962 4,636,463 4,340,354 219,016 1,205,055 Projection 4,349,472 4,016,496 264,887 1,196,051
Variance (286,991) (323,858) 45,871 (564,978)
Waste Water Revised Budget 14,991,556 36,232,690 19,695,108 20,295,022 11,234,116 Projection 31,232,690 19,865,108 15,304,022 11,055,116
Variance (5,000,000) 170,000 (4,991,000) (9,821,000)
SW Revised Budget 12,142,774 20,231,889 17,477,787 3,571,303 11,325,573 Projection 20,231,889 17,432,787 2,826,841 12,115,035
Variance - (45,000) (744,462) (789,462)
Water Revised Budget 31,659,898 27,174,548 19,783,133 27,083,335 11,967,978 Projection 27,174,548 19,395,663 21,670,251 17,768,532
Variance Page 396 of 459 - (387,470) (5,413,084) (5,800,554) Other Funds
Department Description Expenses Revenues
Other Insurance Payment 3,575,808 3,575,808
Carbon Fund 50,000 50,000
Community Development Loans and Grants 65,000
Expert And Consultation Services 35,000
Legal Services 30,000
Other Contract Services 60,000
Legal Services 65,000
Public Safety Police Patrol Riffles Spec Equip 91,000 91,000 Fire Turnout Gear Cira Flex Special Eq 69,549 69,549
Capital Police Radio Upgrade 38,000
Airport Repair and Maintenance of Building 36,000
Specialized Department Materials 46,667
Repair and Maintenance of Building Backhoe 20,000
Infrastructure Striping 20,000
Radio Equipment Materials 5,000
Specialized Department Materials 3,333
Other Supplies and Materials 3,684
Water Services 7,000
Solid Waste 3,000
Electricity & Gas 5,000
Legal Services 6,000
Parks Repair Detention Basin Bay Breeze 200,000
Totals 4,435,041 3,786,357
Summary of Non-General Fund Appropriation Requests
Internal Service Funds
IT Revised Budget 2,559,194 2,989,000 3,656,208 1,203,477 688,509 Projection 3,031,934 3,340,645 172,071 2,078,412
Variance 42,934 (315,563) (1,031,406) (1,304,035)
MSC Fleet Shop Revised Budget 642,645 3,309,096 3,210,988 - 740,753 Projection 3,309,096 3,210,988 - 740,753
Variance - - - -
Other Funds
Library Revised Budget 2,452,447 4,699,264 4,724,591 465,383 1,961,737 Projection 4,117,361 4,710,568 365,061 1,494,178
Variance (581,903) (14,023) (100,322) (696,247)
Measure Y Revised Budget 2,525,831 5,212,100 5,747,684 1,329,499 660,748 Projection 6,051,001 5,220,447 1,264,748 2,091,637
Variance 838,901 (527,237) (64,751) 246,913
Gas Tax Revised Budget 1,224,414 1,455,601 1,084,038 1,106,185 489,792 Projection 1,455,601 1,084,038 1,106,185 489,792
Variance - - - -
SB1 Revised Budget 5,100,615 1,100,000 - 4,446,374 1,754,241 Projection 1,100,000 - 3,446,374 2,754,241
Variance - - (1,000,000) (1,000,000)
Measure D Revised Budget 5,017,780 1,178,000 - 5,305,936 889,844 Projection 1,178,000 - 3,350,772 2,845,008
Variance - - (1,955,164) (1,955,164)
Measure Y
Measure Y (audited) Fund Balance – FYE 6/30/25
Fund Balance at FYE 06/30/2025
Restricted For Fund Balance
Reserve
Requirement
Spendable
Fund Balance
Fire Services 1,410,800 197,362 1,213,438
Police services 687,140 280,461 406,679
Parks and Recreation 427,891 41,550 386,341
Total 2,525,831 519,373 2,006,458
Outlook and Caution
PERS Unfunded Liability – liability over 20 years.
Economic uncertainty impacting economically sensitive revenues Labor/Contract Negotiations – Inflation and labor contract pressures, Health Insurance, JPA Agreements such as Animal Shelter
NextGen Funding for county wide radio system - entire system needs to be upgraded, City’s participation will add $82,873 to $527,246 in costs over 13 years
Action Items for Today
Accept by motion, the
Annual Comprehensive
Financial Report for FY
2024-25, and
Accept by motion, the
mid-year financial
report for the 2025-26
Fiscal Year:
Accept by motion, the
Annual Measure Y Audit
Report for FY 2024-25,
and
Approve a resolution
appropriating
$6,398,664 including 1
additional position
1 CITY COUNCIL AGENDA REPORT
MEETING DATE: Tuesday, February 24, 2026
TO: CITY COUNCIL
WRITTEN BY: PRINCIPAL ENGINEER LIZARRAGA
RECOMMENDED BY: PUBLIC WORKS & UTILITIES DIRECTOR LINDBERG APPROVED BY: TAMARA VIDES, CITY MANAGER
SUBJECT: REVIEW PROJECTS IN PAVEMENT MANAGEMENT PROGRAM YEARS 2-3 RECOMMENDATION:
Review projects in Pavement Management Program Years 2-3 and provide direction to staff.
BACKGROUND:
At its February 11, 2025, meeting, Council approved Resolution No. 43-25 (CM), accepting the City of Watsonville 2024 Pavement Management Program Update Report. The Report was prepared by Harris & Associates and assessed the condition of existing city roads and provided a six-year plan for pavement projects.
Projects recommended for Pavement Management Program Year 1 were approved for bidding by Council on June 25, 2025, and a construction contract was approved through Resolution No. 214-25 (CM) on August 26, 2025. Year 1 projects focused on maintenance and included overlaying three streets, which were completed last year and providing a slurry seal on four other streets, which will be done this spring.
On June 25, 2025, staff provided Council with a review of the projects identified in Pavement Management Program Years 2-6 and received directions on the projects to be developed in Year 2. The majority of the Year 2 projects focused on reconstruction.
DISCUSSION:
Year 2
Listed below are the Year 2 Projects presented to Council last year.
2 Street Cost
1 - Freedom Blvd from Green Valley Rd to Airport Blvd $3,000,000 2a - Clifford Dr from Main St to Pennsylvania Dr $1,500,000 2b - Clifford Dr from Pennsylvania Dr to Freedom Blvd $1,500,000 3 - Locust St from West Beach St to Riverside Dr $250,000 3 - Harvest Dr from West Beach St to Riverside Dr $400,000 3 - Marchant St from East Beach St to Riverside Dr $200,000 3 - Peck St from Main St to Union St $250,000
Total $7,100,000
Two projects that were not part of Year 2 and were identified because they received interest from the public. These are:
Project Cost
Pennsylvania Dr Repair (Clifford Dr to Winding Way/Willowcreek St) $1,700,000 Pennsylvania Dr Trail Repair (Clifford Dr to Winding Way/Willow Creek St) $1,400,000 Total $3,100,000
Staff reported that the city’s annual $1.7M budget for road repair projects would need to be supplemented by other funds to construct any of the proposed Year 2 projects. Staff proposed, and Council concurred, that staff would seek additional construction funding for three of the projects through the Santa Cruz County Regional Transportation Commissions (RTC) Bi-annual call for projects. The remaining projects were unfunded and did not move forward. The RTC awarded Watsonville $3.1M for the Freedom Blvd, Clifford Dr from Main to Pennsylvania, and the Pennsylvania Dr Trail projects. They are currently in design, with Clifford Ave to be built late this year and Freedom Blvd and the Pennsylvania Dr Trail to be built in 2027.
Year 3
Staff need to identify Year 3 projects at this time to allow for design to take place in 2026 and construction in 2027. Year 3 projects identified in the Pavement Management Plan focus on maintenance. There is currently $1.7M available in Measure D and SB1 funds for design and construction of these projects. Staff have not identified any additional funding sources that are available for maintenance projects. The next RTC Call for Projects will be in 2027.
The Pavement Management Program Year 3 calls for maintenance projects, which are identified and shown in the attached documents. The cost of this work is estimated at $1.7M. This is a preliminary estimate and will likely change once design begins and a more detailed cost estimate is generated. Should the final cost estimate exceed $1.7M, the project scope would be reduced to match the available funding.
Other projects that could be considered for Year 3 include those identified in Year 2 but not constructed.
These include the following. These costs are also preliminary and may change when a more detailed estimate is prepared.
3 Street Cost
Clifford Dr from Pennsylvania Dr to Freedom Blvd $1,500,000 Pennsylvania Dr Repair (Clifford Dr to Winding Way/Willowcreek St) $1,700,000 Locust St from West Beach St to Riverside Dr $250,000
Harvest Dr from West Beach St to Riverside Dr $400,000
Marchant St from East Beach St to Riverside Dr $200,000 Peck St from Main St to Union St $250,000
Total $4,300,000
If no additional funding is available, the proposed $1.7M could be used as follows:
Option Street Cost
1 Pavement Management Program Year 3 $1,700,000
2 Pennsylvania Dr Repair (Clifford Dr to Winding Wy/Willowcreek) $1,700,000 3 Clifford Dr from Pennsylvania Dr to Freedom Blvd $1,500,000 4 Locust St from West Beach St to Riverside Dr $1,100,000 Harvest Dr from West Beach St to Riverside Dr
Marchant St from East Beach St to Riverside Dr
Peck St from Main St to Union St
CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) DETERMINATION:
This action is not subject to review under the California Environmental Quality Act (CEQA) pursuant to Public Resources Code Section 21000, et seq. and the CEQA Guidelines (14 Cal. Code Regs. §§ 15000 et. seq.), including without limitation, Public Resources Code section 21065 and California Code of Regulations 15378 as this is not a “project” that may cause a direct, or reasonably foreseeable indirect, physical change in the environment and because the action constitutes organizational or administrative activities of governments that will not result in direct or indirect physical changes in the environment.
Additionally, even if a “project,” the action would be exempt under the “common sense” exception (14 Cal. Code Regs. § 15061(b)(3)) because it can be seen with certainty that there is no possibility that this action may have a significant effect on the environment.
STRATEGIC PLAN:
The project is consistent with the following Strategic Plan goals:
Infrastructure & Environment
Public Safety
FINANCIAL IMPACT:
There is no cost to the city to review the existing Pavement Management Plan.
ALTERNATIVE ACTION:
4 No reasonable alternatives are known at this time.
ATTACHMENTS AND/OR REFERENCES (IF ANY):
1) PMP Year 3 Projects (2027)
Attachment 1
Pavement Management
Plan
Year 3 Projects
(2027) Page 409 of 459
ÄÆ152
ÄÆ1 ÄÆ129
LEE
RD
CLIFFORD DR
PENNSYLVANIA
DR
LOCUST ST
FREEDOM BLVD
HA
SL
RKINS
OUGH
UNION ST
AUTO
CENTER
DR
MARCHANT ST
FORD ST
BRENNAN ST
LINCOLN ST
AIRPORT BLVD
WALKER ST
PECK ST
GREEN
VALLEY RD
ALEXANDER
ST
MAIN ST
ROGGE ST
KILBURN ST
WEST
LAKE AV
RODRIGUEZ ST
HARVEST DR
EAST BEACH ST
WEST BEACH ST
District 7
District 3
District 4
District 2
District 5
District 6
District 1
6-3
5-6
5-6
4-1
4 -
2 7-3
5-4
7-2
4-2
7-1
Date: 2/4/2025 - Last saved by: Randy.Deodat - Path: C:\GIS\Projects\City of Watsonville\Curb Ramps\Curb Ramps\Curb Ramps.aprx ±
0 1,000 2,000
Feet 2027
Source: City of Watsonville 2024
Figure 3
City Limits
City Council Districts
Neighborhoods
4-1
4-2
5-4
5-6
6-3
7-1
7-2
7-3
Preventative
Maintenance Year
Legend
4-3 Council District # (IE 4) - Street Group or Segment # (IE 3) (Collector and Local Streets)
##-A Additional "A" Identifies Arterial Street Segments (Major Streets, multiple lanes)
Attachment 1
ÄÆ1
QUINTA VISTA ST
LOMA VISTA DR
LA JOLLA ST
LIGHTHOUSE DR
PASEO DR
KINGFISHER DR
LAS FLORES ST
LA HACIENDA ST
LA SALLE ST
VILLA ST
PIMA ST
VIA SERRA ST
VISTA VERDE CIR
MANABE OW RD
District 4
District 1
Date: 2/4/2025 - Last saved by: Randy.Deodat - Path: C:\GIS\Projects\City of Watsonville\Curb Ramps\Curb Ramps\Curb Ramps.aprx ±
0 250 500
Feet Neighborhood 4-1
Source: City of Watsonville 2024
2027
City Limits
City Council Districts
Treatment Type
Light Mainentance
(SS,MS)
Heavy Maintenance
(SS,MS)
Light Rehabilitation
(SS+DO, 2" OL w/o DO)
Heavy Rehabiltation
(3-Layer, HMA OL)
Attachment 1
ÄÆ152
ÄÆ1
VIA SERRA ST
GREEN VALLEY RD
LOMA VISTA DR
HARKINS SLOUGH
KINGFISHER DR PELICAN DR
PIMA ST
SILVERLEAF DR
WESTRIDGE DR
District 3
District 4
District
5 District 1
Date: 2/4/2025 - Last saved by: Randy.Deodat - Path: C:\GIS\Projects\City of Watsonville\Curb Ramps\Curb Ramps\Curb Ramps.aprx ±
0 250 500
Feet Neighborhood 4-2
Source: City of Watsonville 2024
2027
City Limits
City Council Districts
Treatment Type
Light Mainentance
(SS,MS)
Light Rehabilitation
(SS+DO, 2" OL w/o DO)
Attachment 1
ÄÆ152
HOPE DR
CLIFFORD DR
PROGRESS DR
LONGVIEW DR
ST FRANCIS DR
HAMMER DR
PENNSYLVANIA DR
District 4
District 5
District 6
District 1
Date: 2/4/2025 - Last saved by: Randy.Deodat - Path: C:\GIS\Projects\City of Watsonville\Curb Ramps\Curb Ramps\Curb Ramps.aprx ±
0 250 500
Feet Neighborhood 5-4
Source: City of Watsonville 2024
2027
City Limits
City Council Districts
Treatment Type
Light Mainentance
(SS,MS)
Heavy Maintenance
(SS,MS)
Light Rehabilitation
(SS+DO, 2" OL w/o DO)
Heavy Rehabiltation
(3-Layer, HMA OL)
Reconstruction w/ 6" HMA
Attachment 1
ÄÆ152
FREEDOM BLVD
LINCOLN ST
EAST BEACH ST
KILBURN ST
District 7
District 2
District 5
District 6
District 1
Date: 2/4/2025 - Last saved by: Randy.Deodat - Path: C:\GIS\Projects\City of Watsonville\Curb Ramps\Curb Ramps\Curb Ramps.aprx ±
0 250 500
Feet Neighborhood 5-6
Source: City of Watsonville 2024
2027
City Limits
City Council Districts
Treatment Type
Light Mainentance
(SS,MS)
Heavy Maintenance
(SS,MS)
Light Rehabilitation
(SS+DO, 2" OL w/o DO)
Attachment 1
FREEDOM BLVD
MADISON ST
NATALIE LN
BROOKHAVEN LN JASMINE LN
PALOMA WAY BREWINGTON AV
SUNBIRD DR
CRESTVIEW DR
District 7
District 5
District 6
Date: 2/4/2025 - Last saved by: Randy.Deodat - Path: C:\GIS\Projects\City of Watsonville\Curb Ramps\Curb Ramps\Curb Ramps.aprx ±
0 250 500
Feet Neighborhood 6-3
Source: City of Watsonville 2024
2027
City Limits
City Council Districts
Treatment Type
Do Nothing
Light Mainentance
(SS,MS)
Heavy Maintenance
(SS,MS)
Heavy Rehabiltation
(3-Layer, HMA OL)
Attachment 1
ÄÆ152
MARCELA DR
FRANICH DR
MANZANA ST
CIRVELO ST
VISTA MONTANA DR CEREZE ST
SECOYA ST
ARCE ST ROBLE ST CIPRES ST
District 7
Date: 2/4/2025 - Last saved by: Randy.Deodat - Path: C:\GIS\Projects\City of Watsonville\Curb Ramps\Curb Ramps\Curb Ramps.aprx ±
0 250 500
Feet Neighborhood 7-1
Source: City of Watsonville 2024
2027
City Limits
City Council Districts
Treatment Type
Light Mainentance
(SS,MS)
Heavy Maintenance
(SS,MS)
Light Rehabilitation
(SS+DO, 2" OL w/o DO)
Attachment 1
FRANICH DR
MARCELA DR
MANZANA ST
CIRVELO ST
CEREZE ST
ARCE ST
SECOYA ST
ROBLE ST CIPRES ST
District 7
Date: 2/4/2025 - Last saved by: Randy.Deodat - Path: C:\GIS\Projects\City of Watsonville\Curb Ramps\Curb Ramps\Curb Ramps.aprx ±
0 250 500
Feet Neighborhood 7-2
Source: City of Watsonville 2024
2027
City Limits
City Council Districts
Treatment Type
Light Mainentance
(SS,MS)
Heavy Maintenance
(SS,MS)
Attachment 1
ÄÆ152
FRANICH DR
VISTA MONTANA DR
ARCE ST ROBLE ST CIPRES ST
District 7
District 2
Date: 2/4/2025 - Last saved by: Randy.Deodat - Path: C:\GIS\Projects\City of Watsonville\Curb Ramps\Curb Ramps\Curb Ramps.aprx ±
0 250 500
Feet Neighborhood 7-3
Source: City of Watsonville 2024
2027
City Limits
City Council Districts
Treatment Type
Light Mainentance
(SS,MS)
Heavy Maintenance
(SS,MS)
Attachment 1
6 YEAR PLAN-SECTION LIST
YEAR 3
StreetID SectionID Road Name Begin Location End Location Treatment Length Width Area (SF)
Current
PCI
Functional
Class
Surface
Type
Year Priority Council
District
Neighborhood
LAHACIDA 10 LA HACIENDA ST LOMA VISTA DR VIA VENTANA CT HEAVY REHABILITATION (3-LAYER, HMA OL) 325 16 5200 49 R - Residential/Local A - AC 3 4 4-1 LAHACIDA 20 LA HACIENDA ST VIA VENTANA CT LA JOLLA ST LIGHT MAINTENANCE (SS,MS) 429 16 6864 85 R - Residential/Local A - AC 3 4 4-1 LAJOLLA 10 LA JOLLA ST VILLA ST (S) VILLA ST (N) HEAVY MAINTENANCE (SS,MS) 555 31 17205 66 R - Residential/Local A - AC 3 4 4-1 LAJOLLA 20 LA JOLLA ST VILLA ST (N) VIA SERRA ST LIGHT MAINTENANCE (SS,MS) 447 31 13857 83 R - Residential/Local A - AC 3 4 4-1 LAJOLLA 30 LA JOLLA ST VIA SERRA ST LA HACIENDA ST LIGHT MAINTENANCE (SS,MS) 200 17 3400 85 R - Residential/Local A - AC 3 4 4-1 LASALLE 10 LA SALLE ST LOMA VISTA DR QUINTA VISTA ST LIGHT MAINTENANCE (SS,MS) 500 16 8000 83 R - Residential/Local A - AC 3 4 4-1 LASFLRS 10 LAS FLORES ST LOMA VISTA DR QUINTA VISTA ST LIGHT MAINTENANCE (SS,MS) 409 16 6544 81 R - Residential/Local A - AC 3 4 4-1 LIGHTHSE 20 LIGHTHOUSE DR OHLONE PARKWAY VIA SERRA ST LIGHT MAINTENANCE (SS,MS) 390 31 12090 81 R - Residential/Local A - AC 3 4 4-1 LIGHTHSE 30 LIGHTHOUSE DR VIA SERRA ST PASEO ST LIGHT MAINTENANCE (SS,MS) 1375 32 44000 81 R - Residential/Local A - AC 3 4 4-1 LOMAVIST 10 LOMA VISTA DR OHLONE PARKWAY PASEO DR LIGHT MAINTENANCE (SS,MS) 1418 28 39704 70 R - Residential/Local A - AC 3 4 4-1 PASEO 10 PASEO DR LIGHTHOUSE DR VILLA ST LIGHT REHABILITATION (SS+DO, 2" OL w/o DO) 616 23 14168 60 R - Residential/Local A - AC 3 4 4-1 PASEO 20 PASEO DR VILLA ST QUINTA VISTA ST HEAVY REHABILITATION (3-LAYER, HMA OL) 602 25 15050 42 R - Residential/Local A - AC 3 4 4-1 PASEO 30 PASEO DR QUINTA VISTA ST LOMA VISTA DR LIGHT MAINTENANCE (SS,MS) 385 17 6545 83 R - Residential/Local A - AC 3 4 4-1 PIMA 10 PIMA ST LOMA VISTA DR QUINTA VISTA ST LIGHT MAINTENANCE (SS,MS) 566 16 9056 83 R - Residential/Local A - AC 3 4 4-1 QUINTA 10 QUINTA VISTA ST PASEO DR VIA SERRA ST LIGHT MAINTENANCE (SS,MS) 815 16 13040 83 R - Residential/Local A - AC 3 4 4-1 VIASERRA 10 VIA SERRA ST LOMA VISTA DR QUINTA VISTA ST LIGHT MAINTENANCE (SS,MS) 570 16 9120 84 R - Residential/Local A - AC 3 4 4-1 VIASERRA 20 VIA SERRA ST QUINTA VISTA ST LIGHTHOUSE DR LIGHT MAINTENANCE (SS,MS) 350 16 5600 85 R - Residential/Local A - AC 3 4 4-1 VILLA 10 VILLA ST PASEO DR LA JOLLA ST (N) HEAVY MAINTENANCE (SS,MS) 738 31 22878 62 R - Residential/Local A - AC 3 4 4-1 VISTAVERDE 10 VISTA VERDE CIR LIGHTHOUSE DR (E) LIGHTHOUSE DR (W) HEAVY MAINTENANCE (SS,MS) 922 31 28582 63 R - Residential/Local A - AC 3 4 4-1 BENTRE 10 BENT TREE CT SILVER LEAF DR END LIGHT REHABILITATION (SS+DO, 2" OL w/o DO) 224 27 6048 53 R - Residential/Local A - AC 3 4 4-2 CROSSSQ 10 CROSSROADS SQ MAIN ST S END LIGHT REHABILITATION (SS+DO, 2" OL w/o DO) 275 50 13750 60 R - Residential/Local A - AC 3 4 4-2 EGRET 10 EGRET LN PELICAN DR OHLONE PARKWAY LIGHT MAINTENANCE (SS,MS) 245 28 6860 74 R - Residential/Local A - AC 3 4 4-2 HERON 10 HERON CT KINGFISHER DR END LIGHT MAINTENANCE (SS,MS) 250 28 7000 81 R - Residential/Local A - AC 3 4 4-2 KINGFIR 10 KINGFISHER DR OHLONE PARKWAY PELICAN DR LIGHT MAINTENANCE (SS,MS) 470 28 13160 80 R - Residential/Local A - AC 3 4 4-2 KINGFIR 20 KINGFISHER DR PELICAN DR END LIGHT MAINTENANCE (SS,MS) 745 28 20860 79 R - Residential/Local A - AC 3 4 4-2 PELICAN 10 PELICAN DR KINGFISHER DR YARRO CT LIGHT MAINTENANCE (SS,MS) 484 28 13552 83 R - Residential/Local A - AC 3 4 4-2 PELICAN 20 PELICAN DR YARRO CT END LIGHT MAINTENANCE (SS,MS) 565 28 15820 78 R - Residential/Local A - AC 3 4 4-2 QUIEMDR 20 QUIET MEADOW DR HARKINS SLOUGH RD MISTY GLADE LN LIGHT MAINTENANCE (SS,MS) 20 29 580 82 R - Residential/Local A - AC 3 4 4-2 SILEAF 10 SILVERLEAF DR GREEN MEADOW DR GREEN VALLEY RD LIGHT MAINTENANCE (SS,MS) 1534 30 46020 80 R - Residential/Local A - AC 3 4 4-2 WSTRDG 10 WESTRIDGE DR HARKINS SLOUGH END LIGHT MAINTENANCE (SS,MS) 1526 40 61040 77 R - Residential/Local A - AC 3 4 4-2 YARRO 10 YARRO CT PELICAN DR END LIGHT MAINTENANCE (SS,MS) 269 28 7532 83 R - Residential/Local A - AC 3 4 4-2 DIAMON 10 DIAMOND DR WINCHESTER DR END HEAVY REHABILITATION (3-LAYER, HMA OL) 154 32 4928 34 R - Residential/Local A - AC 3 5 5-4 HAMMER 10 HAMMER DR ARTHUR RD PENNSYLVANIA DR LIGHT REHABILITATION (SS+DO, 2" OL w/o DO) 1050 36 37800 59 R - Residential/Local A - AC 3 5 5-4 LNGVIW 10 LONGVIEW DR PENNSYLVANIA DR PROGRESS DR HEAVY REHABILITATION (3-LAYER, HMA OL) 370 27 9990 26 R - Residential/Local A - AC 3 5 5-4 LNGVIW 20 LONGVIEW DR PROGRESS DR NORTH END LIGHT MAINTENANCE (SS,MS) 400 29 11600 78 R - Residential/Local A - AC 3 5 5-4 PENSYL 20 PENNSYLVANIA DR CLIFFORD DR HAMMER LIGHT MAINTENANCE (SS,MS) 1037 48 49776 83 A - Arterial A - AC 3 5 5-4 PENSYL 30 PENNSYLVANIA DR HAMMER MAIN ST LIGHT MAINTENANCE (SS,MS) 1485 49 72765 70 A - Arterial A - AC 3 5 5-4 PROGDR 10 PROGRESS DR E END LONGVIEW DR LIGHT REHABILITATION (SS+DO, 2" OL w/o DO) 560 30 16800 59 R - Residential/Local A - AC 3 5 5-4 PROGDR 20 PROGRESS DR LONGVIEW DR MAIN ST RECONSTRUCTION w/ 6" HMA 125 29 3625 21 R - Residential/Local A - AC 3 5 5-4 STFRDR 10 ST FRANCIS DR PROGRESS DR N END HEAVY MAINTENANCE (SS,MS) 500 29 14500 62 R - Residential/Local A - AC 3 5 5-4 LINCON 10 LINCOLN ST FREEDOM BLVD STANFORD ST HEAVY MAINTENANCE (SS,MS) 1052 36 37872 69 A - Arterial A - AC 3 5 5-6 LINCON 20 LINCOLN ST STANFORD ST CALIFORNIA ST HEAVY MAINTENANCE (SS,MS) 1097 36 39492 66 A - Arterial A - AC 3 5 5-6 LINCON 30 LINCOLN ST CALIFORNIA ST EAST FIFTH ST LIGHT MAINTENANCE (SS,MS) 1076 36 38736 72 A - Arterial A - AC 3 5 5-6 LINCON 40 LINCOLN ST EAST FIFTH ST EAST LAKE AV LIGHT REHABILITATION (SS+DO, 2" OL w/o DO) 579 36 20844 56 A - Arterial A - AC 3 5 5-6 LINCST 5 LINCOLN ST FORK IN THE ROAD FREEDOM BL LIGHT MAINTENANCE (SS,MS) 115 14 1610 85 R - Residential/Local A - AC 3 5 5-6 BRYKNL 10 BERRYKNOLL CT BROOKHAVEN LN END LIGHT MAINTENANCE (SS,MS) 150 25 3750 80 R - Residential/Local A - AC 3 6 6-3 BRWGTN 10 BREWINGTON AV N END W/C 120'S OF JASMINE LN LIGHT MAINTENANCE (SS,MS) 670 36 24120 81 C - Collector A - AC 3 6 6-3 BRWGTN 20 BREWINGTON AV W/C 120'S OF JASMINE LN CRESTVIEW DR LIGHT MAINTENANCE (SS,MS) 475 35 16625 83 C - Collector A - AC 3 6 6-3 BRDVIW 10 BROADVIEW DR CRESTVIEW DR BROOKHAVEN LN LIGHT MAINTENANCE (SS,MS) 190 27 5130 84 R - Residential/Local A - AC 3 6 6-3 BRKHAV 10 BROOKHAVEN LN BROOKSHIRE DR BROADVIEW DR LIGHT MAINTENANCE (SS,MS) 640 25 16000 82 R - Residential/Local A - AC 3 6 6-3 BRKSRE 10 BROOKSHIRE DR CRESTVIEW DR BROOKHAVEN LN LIGHT MAINTENANCE (SS,MS) 200 27 5400 82 R - Residential/Local A - AC 3 6 6-3 CAMECT 10 CAMELLIA CT JASMINE LN END LIGHT MAINTENANCE (SS,MS) 210 32 6720 76 R - Residential/Local A - AC 3 6 6-3 CRSTDR 10 CRESTVIEW DR FREEDOM BV MADISON ST LIGHT MAINTENANCE (SS,MS) 552 40 22080 81 C - Collector A - AC 3 6 6-3 CRSTDR 20 CRESTVIEW DR MADISON ST SUNBIRD DR DO NOTHING 550 38 20900 90 C - Collector A - AC 3 6 6-3 CRSTDR 30 CRESTVIEW DR SUNBIRD DR BREWINGTON HEAVY REHABILITATION (3-LAYER, HMA OL) 380 40 15200 44 C - Collector A - AC 3 6 6-3 CRSTDR 40 CRESTVIEW DR BREWINGTON BROOKSHIRE DR HEAVY MAINTENANCE (SS,MS) 425 40 17000 70 C - Collector A - AC 3 6 6-3 CRSTDR 50 CRESTVIEW DR BROOKSHIRE DR. BROADVIEW DR. LIGHT MAINTENANCE (SS,MS) 560 40 22400 85 C - Collector A - AC 3 6 6-3 Attachment 1
6 YEAR PLAN-SECTION LIST
YEAR 3
StreetID SectionID Road Name Begin Location End Location Treatment Length Width Area (SF)
Current
PCI
Functional
Class
Surface
Type
Year Priority Council
District
Neighborhood
JASMLN 10 JASMINE LN MADISON ST BREWINGTON AVE LIGHT MAINTENANCE (SS,MS) 820 32 26240 82 R - Residential/Local A - AC 3 6 6-3 JUNECT 10 JUNE CT MADISON ST END LIGHT MAINTENANCE (SS,MS) 160 32 5120 82 R - Residential/Local A - AC 3 6 6-3 KIRSCT 10 KIRSTEN CT MADISON ST TO END LIGHT MAINTENANCE (SS,MS) 160 32 5120 82 R - Residential/Local A - AC 3 6 6-3 MADISN 10 MADISON ST END CRESTVIEW DR HEAVY REHABILITATION (3-LAYER, HMA OL) 745 32 23840 38 R - Residential/Local A - AC 3 6 6-3 MEGHCT 10 MEGHANN CT NATALIE LN END LIGHT MAINTENANCE (SS,MS) 125 33 4125 82 R - Residential/Local A - AC 3 6 6-3 MICHCT 10 MICHELLE CT NATALIE LN W END LIGHT MAINTENANCE (SS,MS) 110 33 3630 82 R - Residential/Local A - AC 3 6 6-3 NATALN 10 NATALIE LN JASMINE LN END LIGHT MAINTENANCE (SS,MS) 565 32 18080 81 R - Residential/Local A - AC 3 6 6-3 PALOWY 10 PALOMA WAY BREWINGTON AVE NATALIE LN LIGHT MAINTENANCE (SS,MS) 620 32 19840 82 R - Residential/Local A - AC 3 6 6-3 PEPRPL 10 PEPPER PLACE SUNBIRD AVE END LIGHT MAINTENANCE (SS,MS) 175 26 4550 77 R - Residential/Local A - AC 3 6 6-3 SUNBRD 10 SUNBIRD DR CRESTVIEW DR JASMINE LANE LIGHT MAINTENANCE (SS,MS) 459 32 14688 79 R - Residential/Local A - AC 3 6 6-3 SUNBRD 20 SUNBIRD DR JASMINE AVE PALOMA AVE LIGHT MAINTENANCE (SS,MS) 360 32 11520 82 R - Residential/Local A - AC 3 6 6-3 ARCE 10 ARCE ST FRANICH DR BRIDGE ST HEAVY MAINTENANCE (SS,MS) 713 30 21390 60 R - Residential/Local A - AC 3 7 7-1 CIPRES 10 CIPRES ST FRANICH DR BRIDGE ST HEAVY MAINTENANCE (SS,MS) 737 30 22110 68 R - Residential/Local A - AC 3 7 7-1 FRANICH 10 FRANICH DR VISTA MONTANA DR END HEAVY MAINTENANCE (SS,MS) 700 18 12600 69 R - Residential/Local A - AC 3 7 7-1 ROBLE 10 ROBLE ST FRANICH DR BRIDGE ST LIGHT REHABILITATION (SS+DO, 2" OL w/o DO) 722 30 21660 58 R - Residential/Local A - AC 3 7 7-1 VISTAMONT 10 VISTA MONTANA DR BRIDGE ST FRANICH ST LIGHT REHABILITATION (SS+DO, 2" OL w/o DO) 714 30 21420 54 R - Residential/Local A - AC 3 7 7-1 VISTAMONT 20 VISTA MONTANA DR FRANICH DR COP 180' W/O FRANICH DR LIGHT MAINTENANCE (SS,MS) 180 31 5580 74 R - Residential/Local A - AC 3 7 7-1 VISTAMONT 30 VISTA MONTANA DR COP 180' W/O FRANICH DR WAGNER AVE LIGHT MAINTENANCE (SS,MS) 525 31 16275 82 R - Residential/Local A - AC 3 7 7-1 CEREZE 10 CEREZE ST BRIDGE ST MARCELA DR LIGHT MAINTENANCE (SS,MS) 534 30 16020 70 R - Residential/Local A - AC 3 7 7-2 CIRVELO 10 CIRVELO ST BRIDGE ST MARCELA DR HEAVY MAINTENANCE (SS,MS) 503 30 15090 68 R - Residential/Local A - AC 3 7 7-2 MANZA 10 MANZANA ST BRIDGE ST MARCELA DR HEAVY MAINTENANCE (SS,MS) 490 30 14700 68 R - Residential/Local A - AC 3 7 7-2 MARCELA 10 MARCELA DR SECOYA ST CEREZE ST HEAVY MAINTENANCE (SS,MS) 245 30 7350 69 R - Residential/Local A - AC 3 7 7-2 MARCELA 110 MARCELA DR CEREZE ST END LIGHT MAINTENANCE (SS,MS) 523 18 9414 76 R - Residential/Local A - AC 3 7 7-2 SECOYA 10 SECOYA ST BRIDGE ST MARCELA DR LIGHT MAINTENANCE (SS,MS) 607 30 18210 72 R - Residential/Local A - AC 3 7 7-2 VISTAMONT 40 VISTA MONTANA DR WAGNER AVE END LIGHT MAINTENANCE (SS,MS) 475 32 15200 78 R - Residential/Local A - AC 3 7 7-3 WGNRST 20 WAGNER ST EAST LAKE AVE VISTA MONTANA DR HEAVY MAINTENANCE (SS,MS) 275 42 11550 61 R - Residential/Local A - AC 3 7 7-3 Attachment 1
Attachment 1
Pavement Management
Plan
Year 4 Projects
(2028) Page 421 of 459
ÄÆ129
ÄÆ152
ÄÆ1
LEERD
CLIFFORD DR
PENNSYLVANIA
DR
LOCUST ST
FREEDOM BLVD
UNION ST
H
S
ARKINS
LOUGH
LINCOLN S
AU
T
TO
CENTER
D
R
FORD ST
PECK
ST
BRENNAN ST
MA
S
IN
T
WALKER ST
GREEN VALLEY RD
KILBURN ST
WEST
LAKE AV
RODRIGUEZ ST
HARVEST DR
WEST BEACH ST
AIRPORT BLVD
District 3
District 4
District 2
District 5
District 6
District 1
1-10-A
1-7
3-7-A
1-11-A
Date: 2/4/2025 - Last saved by: Randy.Deodat - Path: C:\GIS\Projects\City of Watsonville\Curb Ramps\Curb Ramps\Curb Ramps.aprx ±
0 1,000 2,000
Feet 2028
Source: City of Watsonville 2024
Figure 4
City Limits
City Council Districts
Neighborhoods
1-10-A
1-11-A
1-7
3-7-A
Rehabilitation
Year
Legend
4-3 Council District # (IE 4) - Street Group or Segment # (IE 3) (Collector and Local Streets)
##-A Additional "A" Identifies Arterial Street Segments (Major Streets, multiple lanes)
Attachment 1
ÄÆ129
WATSON ST LOCUST ST
SECOND ST
HARVEST DR
KEARNEY ST
District 1
Date: 2/4/2025 - Last saved by: Randy.Deodat - Path: C:\GIS\Projects\City of Watsonville\Curb Ramps\Curb Ramps\Curb Ramps.aprx ±
0 250 500
Feet Neighborhood 1-7
Source: City of Watsonville 2024
2028
City Limits
City Council Districts
Treatment Type
Light Mainentance
(SS,MS)
Heavy Rehabiltation
(3-Layer, HMA OL)
Attachment 1
6 YEAR PLAN-SECTION LIST
YEAR 4
StreetID SectionID Road Name Begin Location End Location Treatment Length Width Area (SF)
Current
PCI
Functional
Class
Surface
Type
Year Priority Council
District
Neighborhood
WBEACH 70 WEST BEACH ST LEE RD CITY BOUNDARY RECONSTRUCTION w/ 8" HMA 508 42 21336 17 A - Arterial A - AC 4 1 1-10-A WBEACH 60 WEST BEACH ST OHLONE PARKWAY LEE RD LIGHT REHABILITATION (SS+DO, 2" OL w/o DO) 2518 64 161152 55 A - Arterial A - AC 4 1 1-11-A 2ND 40 SECOND ST PINE ST END HEAVY REHABILITATION (3-LAYER, HMA OL) 772 36 27792 45 R - Residential/Local A - AC 4 1 1-7 WATSON 10 WATSON ST PINE ST END LIGHT MAINTENANCE (SS,MS) 480 27 12960 80 R - Residential/Local A - AC 4 1 1-7 AIRPRT 60 AIRPORT BLVD HANGAR WY ROSS ST HEAVY REHABILITATION (3-LAYER, HMA OL) 1800 63 113400 36 A - Arterial A - AC 4 3 3-7-A Attachment 1
Attachment 1
Pavement Management
Plan
Year 5 Projects
(2029) Page 425 of 459
ÄÆ152
ÄÆ129
ÄÆ1
LEE
RD
CLIFFORD DR
PENNSYLVANIA
DR
LOCUST ST
FREEDOM BLVD
H
S
ARKINS
LOUGH
UNION ST
AUTO
C
E NTER
DR
MARCHANT ST
FORD ST
BRENNAN ST
LINCOLN ST
AIRPORT BLVD
WALKER ST
PECK ST
GREEN
VALLEY RD
MAIN ST
ALEXANDER
ST
ROGGE ST
KILBURN ST
WEST
LAKE AV
RODRIGUEZ ST
HARVEST DR
WEST BEACH ST
District 7
District 3
District 4
District 2
District 5
District 6
District 1
1-9
3-9
3-20
3-20
3-9
1-9
3 -
9 2-1
1-20
2-1
1-20
1-9
Date: 2/4/2025 - Last saved by: Randy.Deodat - Path: C:\GIS\Projects\City of Watsonville\Curb Ramps\Curb Ramps\Curb Ramps.aprx ±
0 1,000 2,000
Feet 2029
Source: City of Watsonville 2024
Figure 5
City Limits
City Council Districts
Neighborhoods
1-20
1-9
2-1
3-20
3-9
Preventative
Maintenance Year
Legend
4-3 Council District # (IE 4) - Street Group or Segment # (IE 3) (Collector and Local Streets)
##-A Additional "A" Identifies Arterial Street Segments (Major Streets, multiple lanes)
Attachment 1
ÄÆ152
LIGHTHOUSE DR
LA HACIENDA ST
CLIFFORD DR
VIA SERRA ST
HARVEST DR
LA JOLLA ST
LOMA VISTA DR
PENNSYLVANIA DR
FORD ST
HARKINS SLOUGH
VISTA POINTE DR
VISTA
VERDE CIR
MONTEREY VISTA DR
MANABE OW RD
KEARNEY ST
District 4
District 5
District 1
Date: 2/4/2025 - Last saved by: Randy.Deodat - Path: C:\GIS\Projects\City of Watsonville\Curb Ramps\Curb Ramps\Curb Ramps.aprx ±
0 250 500
Feet Neighborhood 1-20
Source: City of Watsonville 2024
2029
City Limits
City Council Districts
Treatment Type
Light Mainentance
(SS,MS)
Heavy Maintenance
(SS,MS)
Heavy Rehabiltation
(3-Layer, HMA OL)
Attachment 1
ÄÆ129
ÄÆ1
LIGHTHOUSE DR
LEE RD
VILLA ST
QUINTA VISTA ST
LA JOLLA ST
WEST BEACH ST
MANABE OW RD
PASEO DR
KEARNEY ST
VISTA
VERDE CIR
INDUSTRIAL RD
District 4
District 1
Date: 2/4/2025 - Last saved by: Randy.Deodat - Path: C:\GIS\Projects\City of Watsonville\Curb Ramps\Curb Ramps\Curb Ramps.aprx ±
0 250 500
Feet Neighborhood 1-9
Source: City of Watsonville 2024
2029
City Limits
City Council Districts
Treatment Type
Light Mainentance
(SS,MS)
Heavy Maintenance
(SS,MS)
Heavy Rehabiltation
(3-Layer, HMA OL)
Attachment 1
ÄÆ152
ÄÆ129
MARCHANT ST
UNION ST
LOUGHEAD ST
WHITE ST
LINCOLN ST
COOLIDGE AV
EAST FRONT ST
EAST BEACH ST
District 7
District 2
District 5
District 1
Date: 2/4/2025 - Last saved by: Randy.Deodat - Path: C:\GIS\Projects\City of Watsonville\Curb Ramps\Curb Ramps\Curb Ramps.aprx ±
0 250 500
Feet Neighborhood 2-1
Source: City of Watsonville 2024
2029
City Limits
City Council Districts
Treatment Type
Light Mainentance
(SS,MS)
Heavy Maintenance
(SS,MS)
Attachment 1
ÄÆ152
HERMAN CT
LAWRENCE AV
GREEN VALLEY RD
OAKRIDGE ST
HERMAN AV
MEADOW TER WILLIAM AV
District 3
District 4
Date: 2/4/2025 - Last saved by: Randy.Deodat - Path: C:\GIS\Projects\City of Watsonville\Curb Ramps\Curb Ramps\Curb Ramps.aprx ±
0 250 500
Feet Neighborhood 3-20
Source: City of Watsonville 2024
2029
City Limits
City Council Districts
Treatment Type
Light Mainentance
(SS,MS)
Heavy Maintenance
(SS,MS)
Light Rehabilitation
(SS+DO, 2" OL w/o DO)
Heavy Rehabiltation
(3-Layer, HMA OL)
Reconstruction w/ 6" HMA
Attachment 1
ROSS RD
CHAPPELL RD
JENNINGS DR
AVIATION WY AIRPORT BLVD
District 3
Date: 2/4/2025 - Last saved by: Randy.Deodat - Path: C:\GIS\Projects\City of Watsonville\Curb Ramps\Curb Ramps\Curb Ramps.aprx ±
0 250 500
Feet Neighborhood 3-9
Source: City of Watsonville 2024
2029
City Limits
City Council Districts
Treatment Type
Light Mainentance
(SS,MS)
Heavy Maintenance
(SS,MS)
Heavy Rehabiltation
(3-Layer, HMA OL)
Attachment 1
6 YEAR PLAN-SECTION LIST
YEAR 5
StreetID SectionID Road Name Begin Location End Location Treatment Length Width Area (SF)
Current
PCI
Functional
Class
Surface
Type
Year Priority Council
District
Neighborhood
BAYVIEW 10 BAYVIEW DR HARKINS SLOUGH RD VISTA POINTE DR LIGHT MAINTENANCE (SS,MS) 146 37 5402 77 R - Residential/Local A - AC 5 1 1-20 FORDST 30 FORD ST WALKER ST KEARNEY ST HEAVY REHABILITATION (3-LAYER, HMA OL) 970 36 34920 50 A - Arterial A - AC 5 1 1-20 KEARNY 20 KEARNEY ST WALKER ST FORD ST LIGHT MAINTENANCE (SS,MS) 1869 40 74753 79 R - Residential/Local A - AC 5 1 1-20 MONTRYVICT 10 MONTEREY VISTA CT END SUNSET VISTA DR LIGHT MAINTENANCE (SS,MS) 200 26 5200 83 R - Residential/Local A - AC 5 1 1-20 MONTRYVIDR 10 MONTEREY VISTA DR SUNSET VISTA DR VISTA DEL MAR LN LIGHT MAINTENANCE (SS,MS) 978 28 27384 83 R - Residential/Local A - AC 5 1 1-20 SUNSET 10 SUNSET VISTA DR HARKINS SLOUGH RD END LIGHT MAINTENANCE (SS,MS) 466 28 13048 84 R - Residential/Local A - AC 5 1 1-20 VISTADLMR 10 VISTA DEL MAR DR VISTA POINTE DR MONTEREY VISTA DR LIGHT MAINTENANCE (SS,MS) 284 28 7952 82 R - Residential/Local A - AC 5 1 1-20 VISTADLMRL 10 VISTA DEL MAR LN MONTEREY VISTA DR END HEAVY MAINTENANCE (SS,MS) 275 28 7700 60 R - Residential/Local A - AC 5 1 1-20 VISTAPNT 10 VISTA POINTE DR SUNSET VISTA DR BAVIEW DR HEAVY MAINTENANCE (SS,MS) 632 28 17696 64 R - Residential/Local A - AC 5 1 1-20 VISTAPNT 20 VISTA POINTE DR BAYVIEW DR VISTA DEL MAR LIGHT MAINTENANCE (SS,MS) 627 28 17556 78 R - Residential/Local A - AC 5 1 1-20 INDUST 10 INDUSTRIAL RD WEST BEACH ST RIVERSIDE DR HEAVY MAINTENANCE (SS,MS) 1874 35 65590 62 C - Collector A - AC 5 1 1-9 LEERD 10 LEE RD S CITY LIMIT WEST BEACH AVE HEAVY MAINTENANCE (SS,MS) 842 36 30312 69 A - Arterial A - AC 5 1 1-9 LEERD 20 LEE RD WEST BEACH AVE RAILROAD TRACKS HEAVY REHABILITATION (3-LAYER, HMA OL) 719 29 20851 34 A - Arterial A - AC 5 1 1-9 LEERD 30 LEE RD RAILROAD TRACKS N END LIGHT MAINTENANCE (SS,MS) 1798 27 48546 71 A - Arterial A - AC 5 1 1-9 MANABR 10 MANABE OW RD OHLONE PKWY FEDEX ENTRANCE LIGHT MAINTENANCE (SS,MS) 1410 37 52170 80 C - Collector A - AC 5 1 1-9 COOLDG 10 COOLIDGE AV RIVERSIDE DR CITY BOUNDRY LIGHT MAINTENANCE (SS,MS) 625 28 17500 89 R - Residential/Local A - AC 5 2 2-1 DAWSON 10 DAWSON ST MARCHANT ST WHITE ST LIGHT MAINTENANCE (SS,MS) 363 31 11253 80 R - Residential/Local A - AC 5 2 2-1 EBEACH 30 EAST BEACH ST BLACKBURN ST LINCOLN ST HEAVY MAINTENANCE (SS,MS) 968 38 36784 69 A - Arterial A - AC 5 2 2-1 EFRONT 10 EAST FRONT ST MARCHANT ST UNION ST HEAVY MAINTENANCE (SS,MS) 857 32 27424 64 R - Residential/Local A - AC 5 2 2-1 EFRONT 20 EAST FRONT ST UNION ST MAIN ST HEAVY MAINTENANCE (SS,MS) 337 32 10784 60 R - Residential/Local A - AC 5 2 2-1 LINCON 110 LINCOLN ST EAST BEACH ST RIVERSIDE DR LIGHT MAINTENANCE (SS,MS) 1510 36 54360 76 A - Arterial A - AC 5 2 2-1 LINCON 120 LINCOLN ST RIVERSIDE ST CITY BOUNDRY LIGHT MAINTENANCE (SS,MS) 684 30 20520 89 A - Arterial A - AC 5 2 2-1 LOUGHD 10 LOUGHEAD ST RIVERSIDE DR CITY BOUNDRY LIGHT MAINTENANCE (SS,MS) 408 28 11424 89 R - Residential/Local A - AC 5 2 2-1 WHITE 10 WHITE ST DAWSON ST RIVERSIDE DR LIGHT MAINTENANCE (SS,MS) 538 30 16140 85 R - Residential/Local A - AC 5 2 2-1 HERMAV 10 HERMAN AV END HOLM RD HEAVY REHABILITATION (3-LAYER, HMA OL) 400 32 12800 34 R - Residential/Local A - AC 5 3 3-20 HERMAV 20 HERMAN AV HOLM RD ANNA ST HEAVY MAINTENANCE (SS,MS) 2252 32 72064 66 R - Residential/Local A - AC 5 3 3-20 HERMCT 10 HERMAN CT ANNA ST END HEAVY MAINTENANCE (SS,MS) 650 32 20800 68 R - Residential/Local A - AC 5 3 3-20 LAWRNC 10 LAWRENCE AV KRALJ DR GREEN VALLEY RD LIGHT MAINTENANCE (SS,MS) 2398 32 76736 82 R - Residential/Local A - AC 5 3 3-20 MEADOW 10 MEADOW TER LAWRENCE AVE HERMAN CT LIGHT MAINTENANCE (SS,MS) 572 32 18304 73 R - Residential/Local A - AC 5 3 3-20 SUNHIL 10 SUNNY HILLS DR HERMAN CT PVT COP RECONSTRUCTION w/ 6" HMA 170 32 5440 17 R - Residential/Local A - AC 5 3 3-20 WILIAM 10 WILLIAM AV KRALJ DR ANNA ST LIGHT REHABILITATION (SS+DO, 2" OL w/o DO) 983 32 31456 53 R - Residential/Local A - AC 5 3 3-20 AVIATN 10 AVIATION WY AIRPORT BLVD (E) AIRPORT BLVD (W) HEAVY MAINTENANCE (SS,MS) 2400 41 98400 70 R - Residential/Local A - AC 5 3 3-9 CHAPRD 10 CHAPPELL RD ROSS AVE HOLM RD LIGHT MAINTENANCE (SS,MS) 630 42 26460 72 R - Residential/Local A - AC 5 3 3-9 CHAPRD 20 CHAPPELL RD ROSS RD OLIVEIRA LOOP LIGHT MAINTENANCE (SS,MS) 350 32 11200 85 R - Residential/Local A - AC 5 3 3-9 GINOCT 10 GINOS CT ROSS RD END LIGHT MAINTENANCE (SS,MS) 330 32 10560 73 R - Residential/Local A - AC 5 3 3-9 JENNDR 10 JENNINGS DR JENNINGS DR END LIGHT MAINTENANCE (SS,MS) 730 24 17520 71 R - Residential/Local A - AC 5 3 3-9 ROSSAV 10 ROSS AV HOLLY DR GATE LIGHT MAINTENANCE (SS,MS) 100 31 3100 87 C - Collector A - AC 5 3 3-9 ROSSRD 10 ROSS RD HOLLY DR AIRPORT BLVD HEAVY REHABILITATION (3-LAYER, HMA OL) 960 34 32640 28 R - Residential/Local A - AC 5 3 3-9 Attachment 1
Attachment 1
Pavement Management
Plan
Year 6 Projects
(2030) Page 433 of 459
CLIFFORD DR
GREEN VALLEY RD
District 3
District 4
District 5
4-4
4-10
4-4
4-4
4-4
4-8
4-8
4-11
4-10
4-10
Date: 2/4/2025 - Last saved by: Randy.Deodat - Path: C:\GIS\Projects\City of Watsonville\Curb Ramps\Curb Ramps\Curb Ramps.aprx ±
0 250 500
Feet 2030
Source: City of Watsonville 2024
Figure 6
City Limits
City Council Districts
Neighborhoods
4-10
4-11
4-4
4-8
Rehabilitation
Year
Legend
4-3 Council District # (IE 4) - Street Group or Segment # (IE 3) (Collector and Local Streets)
##-A Additional "A" Identifies Arterial Street Segments (Major Streets, multiple lanes)
Attachment 1
CLIFFORD DR
HOPE DR
FIRETHORN WY
LAWRENCE AV
GREEN VALLEY RD
KRALJ DR
MARANATHA DR
FAITH DR
PEPPERTREE LN
OAKRIDGE ST
PEACE DR
District 3
District 4
District 5
Date: 2/4/2025 - Last saved by: Randy.Deodat - Path: C:\GIS\Projects\City of Watsonville\Curb Ramps\Curb Ramps\Curb Ramps.aprx ±
0 250 500
Feet Neighborhood 4-10
Source: City of Watsonville 2024
2030
City Limits
City Council Districts
Treatment Type
Light Mainentance
(SS,MS)
Reconstruction w/ 6" HMA
Attachment 1
CLIFFORD DR
GREEN VALLEY RD HOPE DR
FIRETHORN WY
LAWRENCE AV
KRALJ DR
PEPPERTREE LN
FAITH DR
MARANATHA DR
OAKRIDGE ST PEACE DR
District 3
District 4
District 5
Date: 2/4/2025 - Last saved by: Randy.Deodat - Path: C:\GIS\Projects\City of Watsonville\Curb Ramps\Curb Ramps\Curb Ramps.aprx ±
0 250 500
Feet Neighborhood 4-11
Source: City of Watsonville 2024
2030
City Limits
City Council Districts
Treatment Type
Reconstruction w/ 6" HMA
Attachment 1
LAWRENCE AV
GREEN VALLEY RD
CLIFFORD DR
HOPE DR
PEPPERTREE LN
MARANATHA DR
FAITH DR
PENNSYLVANIA DR
OAKRIDGE ST
FIRETHORN WY
PEACE DR
District 3
District 4
District 5
Date: 2/4/2025 - Last saved by: Randy.Deodat - Path: C:\GIS\Projects\City of Watsonville\Curb Ramps\Curb Ramps\Curb Ramps.aprx ±
0 250 500
Feet Neighborhood 4-4
Source: City of Watsonville 2024
2030
City Limits
City Council Districts
Treatment Type
Light Mainentance
(SS,MS)
Heavy Maintenance
(SS,MS)
Heavy Rehabiltation
(3-Layer, HMA OL)
Attachment 1
HOPE DR
PEPPERTREE LN
FIRETHORN WY
HERMAN CT
GREEN VALLEY RD
HERMAN AV
LAWRENCE AV
OAKRIDGE ST
KRALJ DR
MARANATHA DR
FAITH DR
MEADOW TER
PEACE DR
WILLIAM AV District 3
District 4
Date: 2/4/2025 - Last saved by: Randy.Deodat - Path: C:\GIS\Projects\City of Watsonville\Curb Ramps\Curb Ramps\Curb Ramps.aprx ±
0 250 500
Feet Neighborhood 4-8
Source: City of Watsonville 2024
2030
City Limits
City Council Districts
Treatment Type
Reconstruction w/ 6" HMA
Attachment 1
6 YEAR PLAN-SECTION LIST
YEAR 6
StreetID SectionID Road Name Begin Location End Location Treatment Length Width Area (SF)
Current
PCI
Functional
Class
Surface
Type
Year Priority Council
District
Neighborhood
FAITHD 10 FAITH DR MARANATHA DR HOPE DR HEAVY MAINTENANCE (SS,MS) 839 33 27687 22 R - Residential/Local A - AC 6 4 4-10 PEACET 10 PEACE CT FAITH DR END HEAVY MAINTENANCE (SS,MS) 200 31 6200 17 R - Residential/Local A - AC 6 4 4-10 PEACED 10 PEACE DR HOPE DR FAITH DR HEAVY MAINTENANCE (SS,MS) 839 32 26848 70 R - Residential/Local A - AC 6 4 4-10 MARANT 10 MARANATHA DR GREEN VALLEY RD HOPE DR HEAVY MAINTENANCE (SS,MS) 790 33 26070 18 R - Residential/Local A - AC 6 4 4-11 FIRETWY 10 FIRETHORN WY HOPE DR E END HEAVY MAINTENANCE (SS,MS) 1025 33 33825 86 R - Residential/Local A - AC 6 4 4-4 HOPEDR 10 HOPE DR GREEN VALLEY RD MARANATHA DR HEAVY MAINTENANCE (SS,MS) 1492 32 47744 41 R - Residential/Local A - AC 6 4 4-4 HOPEDR 20 HOPE DR MARANATHA DR END HEAVY MAINTENANCE (SS,MS) 1242 32 39744 69 R - Residential/Local A - AC 6 4 4-4 KNOLLLN 10 KNOLLWOOD LN PEPPERTREE LN HOPE DR HEAVY MAINTENANCE (SS,MS) 160 33 5280 82 R - Residential/Local A - AC 6 4 4-4 PEPPLN 10 PEPPERTREE LN FIRETHORN WAY (N) FIRETHORN WAY (S) HEAVY MAINTENANCE (SS,MS) 660 33 21780 82 R - Residential/Local A - AC 6 4 4-4 KRALJ 20 KRALJ DR GREEN VALLEY RD OAKRIDGE ST RECONSTRUCTION w/ 6" HMA 378 32 12096 6 R - Residential/Local A - AC 6 4 4-8 OAKRCT 10 OAKRIDGE CT OAKRIDGE ST W END RECONSTRUCTION w/ 6" HMA 125 33 4125 8 R - Residential/Local A - AC 6 4 4-8 OAKRST 10 OAKRIDGE ST GREEN VALLEY RD KRALJ RECONSTRUCTION w/ 6" HMA 794 32 25408 11 R - Residential/Local A - AC 6 4 4-8 Attachment 1
Pavement Management Program
Decision Before Council: Select Year 3
Investment Strategy ($1.5–$1.7M)
PUBLIC WORKS & UTILITIES DEPARTMENT
Year 1 Projects
Construction Cost: $2.5M
Light Rehabilitation – Districts 1, 3 and 4
(Completed Fall 2025) • Loma Prieta Ave from Green Valley Rd to Airport Blvd • Harkins Slough Rd from Green Valley Rd to Ohlone Pkwy • Kilburn Str from Ford St to West 5th St
Preventive Maintenance – Districts 1, 3, 4, 5, 6
(Expected Completion Spring 2026) • Harkins Slough Rd from Ohlone Pkwy to Blackbird Circle • Green Valley Rd from Main St to Loma Prieta Ave
• Freedom Blvd from Alta Vista Ave to Main St • Ford St from Rodriguez St to Walker St
Year 2 Projects
Estimated Construction Cost: $8.3M
Rehabilitation – Districts 3, 4, and 5
(All projects currently in design phase) • Clifford Drive Phase 1 from Main St to Pennsylvania Dr • Expected Construction Summer- Fall 2026 • Freedom Blvd from Green Valley Rd to Airport Blvd
• Expected Construction Spring - Summer 2027
• Pennsylvania Drive Trail from Clifford Ave to Winding Way • Expected Construction Spring - Summer 2027
Year 2 Cost & Funding Summary
List of Proposed Projects
Year 2 Projects Cost
1. Freedom Blvd $4.7M
2. Pennsylvania Dr Trail $1.2M
3. Clifford Dr Phase 1 (Main to Pennsylvania) $2.4M
4. Clifford Dr Phase 2 (Pennsylvania to Freedom) $1.5M
5. Pennsylvania Dr Repair $1.7M
6. Maintenance Projects $1.1M
Total Projected Costs $12.6M
Available Funding Source Amount
SB1/Measure D $2.5M
Measure R $1.8M
CARB Grant $1.0M
RTC $4.0M
Total Funding Available $9.3M
Funding Gap $3.3M
List of Projects Moving Forward
Year 2 Projects Cost
1. Freedom Blvd $4.7M
2. Pennsylvania Dr Trail $1.2M
3. Clifford Dr Phase 1 (Main to Pennsylvania) $2.4M
Total Costs $8.3M
Allocated Funding Source Amount
SB1/Measure D $1.5M
Measure R $1.8M
CARB Grant $1.0M
RTC $4.0M
Total Funding Allocated $8.3M
Note: • Year 2 projects that moved forward were selected based on their competitiveness for RTC funding. • Unfunded projects highlighted in yellow
Preventive Maintenance
• Preserves structurally sound pavement • Maximizes network-wide benefit • Highest return on investment when timed correctly • Years 1, 3 & 5
Rehabilitation
• Restores structurally failed pavement • Higher per-mile investment • Necessary for safety and long-term durability • Years 2, 4 & 6
MAINTENANCE & REHABILITATION STRATEGY
Invest broadly to preserve more roads now, or invest deeply to restore fewer high-priority roads?
Year 3 Projects - Option #1 (Preventive Maintenance)
MULTIPLE
STREETS
Funding Source:
Measure D and SB1 Funds
Estimated Const. Cost :
$1,700,000 Selected based on PCI & Proximity
Year 3 Projects - Option #2 (Rehabilitation)
PENNSYLVANIA DRIVE ROAD REPAIR
Clifford Ave to Winding Way/Willowcreek St.
Funding Source:
Measure D and SB1 Funds
Estimated Const. Cost:
$1,700,000
Year 3 Projects - Option #3 (Rehabilitation)
CLIFFORD DRIVE PHASE 2
Pennsylvania Dr. to Freedom Blvd.
Funding Source:
Measure D and SB1 Funds
Total Const. Cost:
$1,500,000
Year 3 Projects - Option #4 (Preventive Maintenance)
Locust St. & Harvest Dr.
W. Beach to Riverside Dr.
Locust St.
Funding Source: Measure D and SB1 Funds
Total Const. Cost: $250,000
Harvest Dr.
Funding Source: Measure D and SB1 Funds
Total Const. Cost: $400,000
MARCHANT STREET
E. Beach St. to Riverside Dr.
Funding Source: Measure D and SB1 Funds
Total Const. Cost: $200,000
PECK STREET
Main St. to Union St.
Funding Source: Measure D and SB1 Funds
Total Const. Cost: $250,000
Option #4
(Preventive Maintenance)
Selected based on PCI & Proximity
Funding Source: Measure D and SB1 Funds
Street Est. Cost
Locust St. from West Beach to Riverside Drive $250,000
Harvest Dr. from West Beach St. to Riverside Dr. $400,000 Marchant St. from East Beach St. to Riverside Dr. $200,000 Peck St. from Main St. to Union St. $250,000
Total Est. Const. Cost: $1,100,000
Year 3 Funding Overview
What This Means
• Current funding supports one option this year. • Unfunded projects will roll forward, as done in 2025.
Available Funding Year 3 Funding Need
$1.7M total (SB1 + Measure D) $6.0M for all four options No competitive grant funding identified for Year 3 $4.3M deficit is currently unfunded Unlike Year 2, no RTC supplement available Additional funding required for more work
Year 3 Options: Side-by-Side Comparison
Option #4
Preventative
Option #3
Rehab
Option #2
Rehab
Option #1
Preventative Criteria
Total Cost $1.7M $1.7M $1.5M $1.1M
Preventative
Maintenance Rehabilitation Rehabilitation PreventativeMaintenance Treatment
Type
14.72 1.14 1.34 2.13 Lane Miles
Treated
68 71 45 43 Current Avg.
PCI
4, 5, 6, and 7 4 4, 5, and 6 1 and 2 Council
Districts
Low-Moderate:
Condition stable for
2–4 years
High:
Risk of reconstructionlevel cost if delayed
High:
PCI projected to drop
below rehab threshold
Moderate:
May lose preventive
window in 2–4 years
Risk if
Deferred
Broad Preservation Targeted Restoration Targeted Restoration Limited Scope System Impact
Staff Recommendation
Maximizes Limited Funding
Treats more lane miles within existing funding,
stretching dollars during fiscal pressure.
Promotes Geographic Equity
Distributes investment across multiple
neighborhoods rather than concentrating funds in
one corridor.
Protects Long-Term Costs
Prevents sound pavement from deteriorating into
significantly more expensive rehabilitation.
Aligns with Adopted Strategy
Maintains the planned preventive maintenance
cycle to stabilize overall network condition.
Staff Recommends Option #1
• Preventive Maintenance - Multiple Streets
• $1.7 Million | Funded by Measure D & SB1
Questions/Comments
PUBLIC WORKS & UTILITIES DEPARTMENT