Woodland City Council
December 20, 2022

City of Woodland

Meeting Agenda

City Council
City Hall
Council Chambers
300 First Street
Woodland, CA 95695
December 20, 2022
6:00 PM

JOINT REGULAR CITY COUNCIL/WOODLAND FINANCE AUTHORITY MEETING 6:00 PM

A. CALL TO ORDER

B. ROLL CALL

C. PLEDGE OF ALLEGIANCE

D. COMMUNICATIONS - PUBLIC COMMENT

This is an opportunity for the public to speak to the Council on any item other than those listed on this agenda.

Speakers are requested to use the microphone in front of the Council and to begin by stating their name, whether they reside in Woodland and the name of the organization they represent if any. The Mayor may impose a time limit on any speaker depending on the number of people wanting to speak and time available for the rest of the agenda.

In the event comments are related to an item scheduled on the agenda, speakers may be required to wait to make their comments until that item is considered. The option to submit a public comment via voicemail is no longer available. Written Public Comments Members of the public are welcome to submit written comments prior to the meeting. Comments should be submitted by email to [email protected]. Written Comments received at least two (2) hours prior to the scheduled start time of the City Council meeting will be provided to the City Council and posted to the City website as part of the official record of the meeting but will not be read into the record. Written Comments received within two (2) hours of the scheduled start time of the City Council meeting and during the City Council meeting will be provided to the City Council the day following the City Council meeting. If you are submitting written comments on a particular item on the agenda, please identify the agenda item number and letter. If you are submitting written comments on an item not listed on the agenda, please identify your e- mail/comment as a General Public Comment. Note: Public comments at special meetings are limited to items on the agenda only.

1. SUBJECT: General Public Comments

WRITTEN COMMUNICATIONS: This section is reserved for "General" Public Comments emailed within two (2) hours prior to the Council Meeting. These comments will be provided to the City Council and incorporated into the meeting minutes. Any other written communication submitted for items specific to this agenda will be attached as a file to the associated agenda item.

E. COMMUNICATIONS - COUNCIL/STAFF STATEMENTS AND REQUESTS

This is an opportunity for the Council Members and Staff to make comments and announcements, to express concerns, or to request Council's consideration of any items a Council Member would like to have discussed at a future Council meeting.

2. SUBJECT: Long Range Calendar

RECOMMENDATION FOR ACTION: Staff recommends that the City Council receive the Long Range Calendar for informational purposes only.

F. PRESENTATIONS

3. SUBJECT: Certificate of Appreciation for Lynn Johnson

RECOMMENDATION FOR ACTION: Staff recommends that the City Council approve the Certificate of Appreciation for Lynn Johnson in recognition of his many years of public service.

G. CONSENT CALENDAR

4. SUBJECT: Public Works Quarterly Status Report

RECOMMENDATION FOR ACTION: Staff recommends that the City Council receive a presentation and accept the Public Works Quarterly Status Report for the period of September 2022 through November 2022.

5. SUBJECT: Salary Schedule Effective January 1, 2023 and Benefits for Police Recruits

RECOMMENDATION FOR ACTION: Staff recommends that the City Council approve the City of Woodland Salary Schedule effective January 1, 2023 and approve the Letter of Understanding for benefits for the Police Recruit.

6. SUBJECT: Changes to Police Department Job Descriptions

RECOMMENDATION FOR ACTION: Staff recommends that the City Council approve Resolution No. _____, approving and adopting the updated job descriptions for sworn police staff.

7. SUBJECT: Police Mid-Management Unit Side Letter of Agreement

RECOMMENDATION FOR ACTION: Staff recommends that the City Council approve the Side Letter of Agreement with the Woodland Police Mid- Management Unit.

8. SUBJECT: Revision to Council Committee Assignments

RECOMMENDATION FOR ACTION: Staff recommends that the Council amend the attached City Council Assignments for 2023.

9. SUBJECT: Conflict of Interest Code Amendment Pursuant to the Political Reform Act of 1974

RECOMMENDATION FOR ACTION: Staff recommends that the City Council adopt Resolution No. _____, approving the amended Conflict of Interest Code pursuant to the Political Reform Act of 1974.

10. SUBJECT: Spring Lake Maintenance CFD Annual Accountability Report

RECOMMENDATION FOR ACTION: Staff recommends that the City Council accept the Spring Lake Maintenance Community Facilities District Local Agency Special Tax and Bond Accountability Report for the Fiscal Year Ended June 30, 2022.

11. SUBJECT: Fiscal Year 2021/22 AB1600 Annual Report

RECOMMENDATION FOR ACTION: Staff recommends that the City Council adopt Resolution No. _____, Accepting the AB1600 Annual Report for the Year Ended June 30, 2022.

12. SUBJECT: Measure F Annual Report for the Fiscal Year Ending June 30, 2022

RECOMMENDATION FOR ACTION: Staff recommends that the City Council approve the Measure F Report for Fiscal Year ending June 30, 2022 and direct staff to publish the required excerpts of the report in the Daily Democrat and on the City's website.

13. SUBJECT: Measure J Annual Report for Fiscal Year Ending June 30, 2022

RECOMMENDATION FOR ACTION: Staff recommends that the City Council approve the Annual Measure J Report for Fiscal Year ending June 30, 2022 and direct staff to publish the required excerpt of the report in the Daily Democrat and on the City's website.

14. SUBJECT: Approval of SLIF and MPFP Reimbursement Agreements with Lennar Homes for eligible infrastructure improvements associated with the Pioneer Village Project (SM 5162 & 5206).

RECOMMENDATION FOR ACTION: Staff recommends that the City Council adopt Resolution No. _____, to 1) approve the SLIF Reimbursement Agreement for infrastructure related to Final Subdivision Map Nos. 5162 & 5206 Pioneer Village Phase 1 & 2, and authorize the City Manager to sign on behalf of the City; and 2) approve the Supplemental Reimbursement Agreement for infrastructure related to Final Subdivision Map No. 5162 Pioneer Village Phase 1, and authorize the City Manager to sign on behalf of the City; and 3) authorize the City Manager to sign amendments up to 15% of each Reimbursement Agreement.

15. SUBJECT: Fee Deferral Agreement - La Quinta Hotel

RECOMMENDATION FOR ACTION: Staff recommends that the City Council adopt Resolution No. _____, authorizing the City Manager to enter into a Non- Residential Fee Deferral with 3S Hospitality, LLC

16. SUBJECT: CityWorks License Agreement

RECOMMENDATION OF ACTION: Staff recommends that the City Council adopt Resolution No. _____, authorizing the City Manager to enter into an agreement for the purchase of CityWorks software licenses in the amount of $71,000.

17. SUBJECT: Supporting the Pursuit of Federal Funding

RECOMMENDATION FOR ACTION: Staff recommends that the City Council adopt Resolution No. _____, supporting efforts to secure federal funding for the Woodland Flood Risk Management Project, the SR 113 / I-5 connector, and other key infrastructure priorities.

H. PUBLIC HEARINGS

18. SUBJECT: Introduction and First Reading of an Ordinance adopting Changes to the California Building, Plumbing, Mechanical, Electrical and Existing Building Codes

RECOMMENDATION FOR ACTION: Staff recommends that the City Council waive the first reading and read by title only an ordinance adopting by reference the 2022 Edition of the California Building Standards (California Code of Regulations, Title 24), Consisting of the 2022 California Building Code Part 1 & 2; the 2022 California Residential Code Part 2.5; the 2022 California Electrical Code Part 3; the 2022 California Mechanical Code Part 4; the 2022 California Plumbing Code Part 5; the 2022 California Energy Code Part 6; the 2022 California Historical Building Code Part 8; the 2022 California Existing Building Code Part 10; the 2022 California Green Building Standards Code Part 11; the 2022 California Reference Standards Code Part 12, along with the 2021 International Property Maintenance Code; the 1997 Edition of the Uniform Code for the Abatement of Dangerous Buildings; the 1997 Edition of the Uniform Housing Code; and the 1997 Edition of the Uniform Security Code, together with certain additions, insertions, deletions and changes thereto.

19. SUBJECT: Extension of Urgency Ordinance Moratorium on Truck and Trailer Parking, Storage, and Overhaul

RECOMMENDATION FOR ACTION: Staff recommends that the City Council:1) Hold a public hearing to receive a staff report regarding the Urgency Ordinance adopted by City Council on November 15, 2022; 2) Issue a Report on Measures Taken to Study Truck and Trailer Service Repair and Overhaul; Parking Facilities, Including Truck and Trailer Parking, Park and Ride Lots; RV, Boat, Auto, Truck and Trailer Storage; and Truck Terminal facilities in the Industrial (I) Zone in the City of Woodland; and 3) Introduce and waive the first reading of Ordinance No. _____ by a Four- Fifths Vote Extending Urgency Ordinance No.1697 which imposed a 45-day Moratorium on the Establishment of Truck and Trailer Parking, Park and Ride Lots; RV, Boat, Auto, Truck and Trailer Storage; and Truck Terminal Facilities in the Industrial Zone within the City of Woodland.

20. SUBJECT: Amendments to the Accessory Dwelling Unit Ordinance Section

17.104.010 to Ensure Compliance with State Requirements

RECOMMENDATION FOR ACTION: Staff recommends that the City Council:

1. Receive the Staff Report; 2. Conduct a public hearing; and 3. Waive first reading and adopt an ordinance of the City of Woodland, amending Section

17.104.010 of Chapter 17 of the Municipal Code relating to accessory dwelling units and junior accessory dwelling units, and determining the ordinance to be exempt from CEQA.

21. SUBJECT: Cross Court Commons (PLNG 22 -00054) – Request to approve a Tentative Subdivision Map (TSM #5233), Planned Development Overlay, Conditional Use Permit, Site Plan, and Design Review, for the development of 32 multifamily units and three accessory dwelling units on five lots in the Multi- Family Residential (R-M) Zone, located at the northwest corner of California and Elizabeth Way (APN 065-221-005, 006, 007,008, 009, 010, 011, 012, 013).

RECOMMENDATION FOR ACTION: Staff recommends that the City Council:

1. Receive the staff report; 2. Conduct a public hearing; a) adopt Resolution No. _____ approving Tentative Subdivision Map # 5233; b) adopt Resolution No. _____ approving Site Plan and Design Review; and c) introduce and waive the first reading of Ordinance No. _____ approving a Planned Development overlay and Conditional Use Permit for the development of 32 multifamily units and three accessory dwelling units, on five contiguous parcels located at the northwest corner of California and Elizabeth Way in the Multi-Family Residential (R-M) Zone subject to conditions of approval.

I. REPORTS OF THE CITY MANAGER

22. SUBJECT: Approval of Contract for Retired Annuitant

RECOMMENDATION FOR ACTION: Staff recommends that the City Council adopt Resolution No. _____ for Exception to the CalPERS 180-Day Wait Period for Retired Annuitant – Senior Management Analyst, C. Lynn Johnson

23. SUBJECT: Waste Management 2023 Rate Adjustment

RECOMMENDATION FOR ACTION: Staff recommends that the City Council approve Resolution No. _____, to 1) receive the Waste Management 2023 rate adjustment information, 2) accept it as complete and adequate, and 3) deem the proposed 2023 rate adjustments approved.

24. SUBJECT: City Council Meeting Schedule for 2023

RECOMMENDATION FOR ACTION: Staff recommends that the City Council approve its meeting schedule for 2023.

J. ADJOURN

I declare under penalty of perjury that the foregoing Agenda for the Joint Regular City Council/Woodland Finance Authority Meeting of the City of Woodland scheduled for Tuesday, December 20, 2022 was posted on Friday, December 16, 2022 the outside display case at City Hall, 300 First Street, Woodland, CA, and was available to the public during normal business hours.

Upon request, agendas and documents in the agenda packet will be made available in appropriate alternative formats to persons with a disability, as required by law. Any such requests must be made in writing to the Office of the City Clerk of the City of Woodland.

Requests will be valid for the calendar year in which the request is received, and must be renewed prior to January 1st.

Persons needing disability-related modifications or accommodations in order to participate in public meetings, including persons requiring auxiliary aids or services, may request such

modifications or accommodations by calling the Office of the City Clerk (530-661-5806) at least 48 hours prior to the meeting.

TO: THE HONORABLE MAYOR AND CITY COUNCIL
AGENDA: City Council Regular Meeting
DATE: December 20, 2022
ITEM #: D.1
SUBJECT: General Public Comments

ITEM: This section is reserved for "General" Public Comments received via email within two (2) hours prior to the start of the City Council Meeting. Any other written communication submitted for items specific to this agenda will be attached as a file.

Attachments:

None

TO: THE HONORABLE MAYOR AND CITY COUNCIL
AGENDA: City Council Regular Meeting
DATE: December 20, 2022
ITEM #: E.2
SUBJECT: Long Range Calendar

Recommendation for Action: Staff recommends that the City Council receive the Long Range Calendar for informational purposes only.

Staff Contact:

Ana B. Gonzalez, City Clerk, (530) 661-5806, [email protected]

Background:

This calendar is being provided for planning purposes only and is intended to keep the Council apprised of upcoming agenda items and plan for upcoming Council items.

Attachments:

1. Council Long Range Calendar

UPDATED COUNCIL LONG RANGE CALENDAR
Note: City Hall will be closed December 23rd thru January 2nd JANUARY 10TH (tentative) SPECIAL MEETING
City Council Meeting Minutes – December 6 and 20, 2022
Receive presentation on Sewer System Management Plan
City Logo Presentation
Sustainability Advisory Committee Workshop (Tentative)
JANUARY 17TH REGULAR MEETING
Draft Equity Action Plan
2nd Reading – Adopt Building Code
2nd Reading – ADU Ordinance
FEBRUARY 7TH REGULAR MEETING
City Council Meeting Minutes – January 10 and 17, 2023
PH - Emergency Shelter Low Barrier Navigation Center Ord for the (I), (I/LIF) (CMU) Zones Woodland Research Technology Park – Final EIR & Specific Plan Library Board Annual Report
FEBRUARY 21ST REGULAR MEETING
Comprehensive Zoning Update
Future Topics / Study Sessions:

Youth Development Plan Presentation – Joint Session with WJUSD (January/February) Micro Transit Service Presentation (February)
Animal Services Contract (TBD)
Waste Management Residential Smart Truck (TBD)
Rule 20A Undergrounding District (TBD)
Annexations – Westucky, Barnard Court, North East Street, & Industrial Area

TO: THE HONORABLE MAYOR AND CITY COUNCIL
AGENDA: City Council Regular Meeting
DATE: December 20, 2022
ITEM #: F.3
SUBJECT: Certificate of Appreciation for Lynn Johnson

Recommendation for Action: Staff recommends that the City Council approve the Certificate of Appreciation for Lynn Johnson in recognition of her many years of public service.

Attachments:

1. Lynn Johnson Certificate of Appreciation

CITY OF WOODLAND
Certificate of Appreciation

RECOGNIZING LYNN JOHNSON FOR HER MANY YEARS OF PUBLIC SERVICE WHEREAS, Lynn Johnson has had a distinguished career in public service at the City of Woodland spanning over 35 years. She joined the City’s Personnel Department as a temporary employee in 1986, becoming a full-time City employee in 1987 as an Administrative Assistant in the Public Works Department. After spending more than 15 years in Public Works, Lynn has spent the last 20 years moving between the Community Development Department and the City Manager’s Office as a Senior Management Analyst. She is currently working in CDD doing a variety of special projects with a large focus on budgetary work; and WHEREAS,Lynn has worked on a variety of projects over the years including the early years of water conservation, grant writing and reporting, landscape & lighting district formation, as well as the annual O & M budget. She was part of the original team that crafted the City’s first Major Projects Financing Plan in 1991 that allowed the City to collect development impact fees from new development.

She has since been the City’s go-to person for updates, monitoring, and annual transparency requirements. For several years, Lynn worked with a City team to develop the City’s first Strategic Plan adopted in 1997. Lynn has also been very involved in the City’s ½ cent sales tax initiatives, including Measure H, Measure E, and most recently Measure F; and WHEREAS, Lynn has also served on many advisory committees during her tenure at the City. This included her time as the staff liaison on the Water Utility Advisory Committee, which included working on multiple water and sewer rate studies. She was the staff liaison for the Flood Control Advisory Committee, which guided the City through successful completion of the Lower Cache Creek Feasibility Study. Lynn has been the City’s lead for the Capital Budget since the 1990’s; and WHEREAS,Lynn has been involved with United Way at the City. For most of her tenure at the City she has been either the Department representative or the City representative. This included serving for eight years on the local Board of Directors.

NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of Woodland does hereby recognize Lynn Johnson for over 35 years of dedicated public service to the citizens of Woodland.

DATED: December 20, 2022
Vicky Fernandez, Mayor
Tania Garcia-Cadena, Mayor Pro Tempore Mayra Vega, Council Member
Rich Lansburgh, Council Member Tom Stallard, Council Member

TO: THE HONORABLE MAYOR AND CITY COUNCIL
AGENDA: City Council Regular Meeting
DATE: December 20, 2022
ITEM #: G.4
SUBJECT: Public Works Quarterly Status Report

Recommendation for Action: Staff recommends that the City Council receive a presentation and accept the Public Works Quarterly Status Report for the period of September 2022 through November 2022.

Staff Contact:

Kayla Rodriguez, Public Works Management Analyst, 530-661-5902, [email protected]

Background:

This quarterly report covers the period from September 2022 through November 2022. The report presents a summary of Service Requests and Work Orders received, and also contains a narrative description of major work performed and notable department highlights.

Conclusion:

Staff recommends that the City Council receive a presentation and accept the Public Works Quarterly Status Report for the period of September 2022 through November 2022.

Prepared by: Kayla Rodriguez, Public Works Management Analyst

Attachments:

1. Sept22-Nov22 PW Quarterly Report Final

1 Quarterly Status Report
September 2022 through November 2022
Public Works Department

Service and Work Order Requests

For the Months of Sept 22-Nov 22
Division Service
Requests
Work
Orders
Electrical 95 52
Facilities 70 141
Fleet - 406
Pretreatment - 106
Sewer 29 192
Signs & Markings 6 128
Storm Drain 10 66
Streets 73 53
USAs - 10
Water 694 410
WPCF 0 4
Grand Total 977 1,568

61 Working Days This Quarter =

Right-of-Way Division

 Fleet Services: New Schedule including overtime implemented to accommodate labor shortages.
 Fleet Services: Continued collaboration with Enterprise for the purchase of light duty vehicles. Heavy Duty vehicles continue to be ordered through fleet in conjunction with the individual departments specifying the details of each vehicle.  Fleet Services: Supply chain issues resulted in the cancelation of the City’s initial order of interceptors. Fleet was able to secure 5 replacement vehicles for PD so far.

Service Requests – Every time a request for
Public Works services is made by phone call,
written request, emailed request, or an actual
one-on-one request to a PW employee, a
‘Service Request’ is generated. This builds a
computerized record of all requests made.

Work Orders – A ‘Work Order’ is created each
time a work crew or individual is assigned a task
as a result of either service requests, pre-planned
maintenance projects, or by other situations as
they arise. This produces a database of work
accomplished and the time and materials it took
to do the work.

Total for Calendar Year 2022 Through 11/30/22
Service Requests 5,441
Work Orders 5,739
16 Requests for Service per Day

2  Fleet Services: Heavy Equipment Mechanic earned Class A CDL through local driving school.
 Fleet Services: The City Council allocated additional funds to secure the library’s Book Mobile due to inflation driving the vehicle cost above estimates.  Fleet Services: Added over 50 new trailers to the BIT inspection program as a result of new CHP regulations.
 Facilities Services: With assistance of the Streets dept., Facilities cleaned and repaired the MSC roof over the front office and SE Corner of the warehouse. To date no reported leaks.
 Facilities Services: Completed the new AC unit install at Fire Station 2 server room with a new electrical service provided by City Electrical.  Facilities Services: In collaboration with the IT dept., Facilities will now be using drones to inspect facility roofs before rainy season.
 Facilities Services: Cleaned and Maintained critical parts of City Hall Roof Before rainy season.
 Facilities Services: Quote for new boilers at PD obtained.  Facilities Services: Facility Maintenance worker position Closes this quarter.

New personnel expected to start after New Year.

 Electrical – Camera System Upgrades: The Electrical Group have continued working with the IT Department to replace aging cameras at existing locations with updated technology. These upgrades will allow for the cameras to continue to be beneficial to the City in crime prevention and investigations.
 Electrical - CIP/Development Projects: The ROW Electrical Group is currently overseeing the inspection of separate projects ranging from streetlight installations to the installation of new Traffic Signal Equipment. The Gibson Rd rehab, Pedestrian Overcrossing and the East Main St improvements are CIP projects that are nearing completion in 2022. The Matmor Rd and E. Gum Ave CIP project along with multiple development projects are slated to be completed in 2023.  Electrical - Street Lights: The ROW Electrical Group has continued changing post top street lights from inefficient HPS (High Pressure Sodium) to highly efficient LED (Light Emitting Diode). Galvin Way to Heritage Pkwy along Pioneer Ave/Parkland Ave were completed last Quarter. Upgrades along CR 102 from Hays Ln to Maxwell Ave are now underway with a scheduled completion of early 2023.
 Electrical - Facility: The Industrial Electrical group has continued LED light change outs at the Fleet shop and Fire Station 2. Fire Station 2 also installed a new Air conditioner in the network room which required a new electrical circuit.  Electrical: The Industrial Electrical group has completed the upgrade to new SCADA servers following the recommended 5 year replacement plan.  Electrical: The Industrial Electrical group and the Storm group have installed the new control and meter cabinet for the new standby generator and area lights at Beamer underpass. We are currently working with the air resources board for the operational permit. This will minimize road closures due to flooding when power outages accompany rain events.

 Signs & Markings- Routine Street Parking Maintenance: The Signs & Marking Group refreshed Thermoplastic Parking Tee’s on First St between Main St & Bush St. Other parking improvements were made at the Senior Center as we refreshed the North parking lot with new Thermoplastic stall lines.

3  Signs & Markings- Sign Knockdowns: The Signs Group repaired or replaced 11 knocked down signs this Quarter.
 Signs & Markings- Overhead sign replacement: New overhead signs for the W. Court St corridor have been installed. The three intersections (W. Court at West St, California St, and Cottonwood St) came out to a total of 12 new overhead signs.  Signs & Markings- Installs: The Signs Group installed new Neighborhood Watch Signs at two locations; Mallard & Quail Dr and Amador Way & El Dorado Dr neighborhoods.  Signs & Markings- Routine Sign Maintenance: The Signs Group initiated the replacement of faded school signs as inspection dictates. The first 5 have been replaced near Freeman School and also along Matmor Rd at Woodland Christian School. Additional sign replacements are planned as new materials arrive.  Signs & Markings- Road Improvements: The Signs Group repaired and/or replaced the raised pavement markers on various roads this fall. The list includes; N. Walnut St, N.

East St, all of Third St, Lincoln Ave, Cannery Rd, Industrial Way, a section of Matmor Rd, CR 102 near Costco and East Beamer St between East St & Pioneer Ave.  Signs & Markings- Maintenance: The Signs Group erased and re-installed white Thermoplastic arrows and cross-walks on E Main St at the Home Depot area and along E Beamer St between East St & Matmor Rd, also maintenance at Oak Ave at East St.  Signs & Markings- Road Improvements: The Signs Group improved various crosswalks by adding the raised pavement markers at selected locations to convert them to High Visibility cross-walks. Most notable will be Cleveland St, Freeman St, Palm Ave and N.

Walnut St at Kentucky Ave. As well as many school cross-walks have been refreshed with new yellow raised pavement markers.
 Streets - Sidewalk Shaving Project: The Streets Group has recently identified an additional 211 locations throughout the city. These locations will be “shaved” during FY 2023 project.
 Streets – Pothole Repair: The Streets Group has received a new Cimline Mastic Machine. This Machine puts down an aggregate based rubberized material, allowing the Streets Group to fill and more permanently repair potholes. Thus far, with this new machine the Streets Group has eliminated 274 potholes along E. Main Street, Pioneer Avenue and CR20 (E. Kentucky Ave).
 Streets - Trash and Debris Clean Up: The Streets Group assisted Homeless Outreach Street Team (HOST) with cleanup of 64 homeless encampments, and responded to 38 different calls about trash and debris abandoned or dumped in various locations throughout the City.
 Streets Group Skin Patching: The Streets Group recently skin patching E. Kentucky Ave between Pioneer Ave and County Road 102. We placed 187 tons of Asphalt coving 37,000 square feet. In addition, we utilized the new Mastic Machine and Crack Seal Machine to fill voids and cracks throughout the area of roadway.

Utilities Collections - Sewer and Storm Divisions
 The Collection Division has responded to 39 Service Requests with an average response time under 45 minutes.
 Collections crews performed routine inspection/maintenance on City Lift Stations and inspected 15 miles of Storm Ditch.

4  The department made 4 conditional job offers for Utility Maintenance Worker I/II positions.
 Collections staff have been performing a variety of weed abatement throughout City limits. Mowing areas where vegetation growth has been heaviest along with working with RCD on maintaining East Regional Pond.
 Within the last quarter, Collections Preventive Maintenance HVVC crews cleaned 58,141 feet of mainline pipe & CCTV crews inspected 16,977 feet. In addition to staff working through CCTV/HVVC equipment reliability/program issues.  Crews have also inspected 6,971 feet of sewer laterals and rodded 121 feet of root intrusion in City owned lower sewer service lateral.
 Operation & Maintenance replaced 152 feet of sewer service laterals & 26 feet of sewer mainline. Staff also installed 6 new City sewer clean out access points.  County Probation & Woodland PD Host program crews have worked closely with Collections group in the cleanup of multiple homeless camps & debris in various storm pond locations.
 Collection crews worked closely with Community Development Department on plan review & inspection for the new infrastructure within the Spring Lake Development along with inspections on W. Woodland Safe Routes to School, Prudler phase I & II, Pioneer Village phase I & II, Beeghly Ranch D & G.
 Collections & Engineering is working with contractor to replace 950 plus feet of Sewer gravity main on Fifth St. & Clover.

Utilities - Water Production and Distribution Division
 Wells: Since “Term 91” was declared, City ASR Well #29 is being called into service when necessary to augment surface water supplies as demand requires. As of 11-1-22 the City was receiving 3.2 Million Gallons a Day (MGD) from WDCWA with ASR #29 & blending Well #24 supplying the difference to meet our current daily demand of 5.8 MGD. Term 91 was lifted on 12-7-22. The City is currently distributing 100% surface water and banking 3.1 MGD in ASR well 29 and 30. That will increase when Well 28 comes back online.
 Wells: Eaton Pumps just completed well maintenance and column pipe replacement on ASR Well #28 (10 years old). It is anticipated to return to normal operation by 12-16-22.
 Distribution Division: Crews continue working on system maintenance, repairs and improvements, new water laterals installations, and abandonments of 2” BOW water mains. All program expectations and deadlines are being met.  Preventive Maintenance: Crews have again met the 20% per year goal of our valve- exercising and hydrant maintenance program. They continue to coordinate with contractors for water main shutdowns, handle service tech calls and mitigate water quality calls.
 Projects: The Pendegast CIP project installed ±6,000 ft of new 8” C900 (PVC) water main which is now integrated into the existing system after thorough testing. A similar amount of old main at the end of its useful life was abandoned. This pipe had numerous breaks in recent years. The project was completed in November after the repaving of all trenches. Gibson Rd is nearing completion as is the Pedestrian Overcrossing project. Water crews worked closely with Community Development Department to perform plan review & inspection for the new infrastructure within the

5 Spring Lake Development, performing these inspections on Prudler phase I & II, Pioneer Village phase I & II, Beeghly Ranch D & G, and other development projects.
 Water Main Breaks: 14
 Water Main Valves, Fire Hydrants Replaced: 15
 Water Main Valves Exercised: 707
 Blow Offs & Dead–end Mains Flushed 193
 Water Mains Abandoned: 740ft by Operations
 Water Quality Calls: 13
 Water Main Shutdowns: 39
 New Water Laterals Installed: 16
 Delinquent Accts Shutoff/On: 257
 Meters Tested: 393
 Meters Replaced: 88

Wastewater Operations Division
Laboratory:

Laboratory staff continued to perform the following Environmental Laboratory Accreditation Program (ELAP) - approved tests in-house: Total Coliform, TSS, TVSS, pH, Turbidity, Temperature, TDS, Conductivity, and DO. All other tests were performed by ELAP certified commercial analytical laboratories. This last year Laboratory staff passed their 2022 Proficiency Testing and continued transitioning to TNI requirements.

Pretreatment:

Pretreatment Staff works year round to inspect, permit and monitor a variety of businesses: Food Service Businesses (FSB’s), Automotive Related Businesses (ARB’s), Business of Concern (BOC’s), Significant Industrial Users (SIU’s), and Dental Industrial Users (DIU’s). Staff also conducts a variety of sampling events to meet compliance requirements for the City’s National Pollutant Discharge Elimination System (NPDES) Permit: Local Limits (LL), Return Activated Sludge (RAS), Grit & Rags (G&R), Receiving & Effluent Waters (R&E), Stormwater (SW) and Significant Industrial Users (SIU).

9/2022 thru 11/2022
Inspections Permitting/Outreach Sampling
40 51 2

Pretreatment Staff continues to conduct residential public outreach door-to-door of “Fat Trappers” to our mobile home and apartment complex residents. Each household receives a small storage container and two disposable bags to dispose of used cooking oil. Along with that comes literature to teach residents on the proper disposal of Fats, Oils & Grease which includes the option to recycle it at our Wastewater Treatment plant for free as well as literature on not flushing items like Q-tips, feminine hygiene products, wipes and other products that can clog our sewer system.

Regulatory Compliance:
 Prepared and submitted Quarterly and Monthly reports to the Regional Board in accordance with our National Pollutant Discharge Elimination System (NPDES) Permit.

6  Continued participation in the Central Valley Clean Water Association (CVCWA) special studies on Methyl Mercury, Freshwater Mussels, and Low-Level Toxicity.  Continued issuing an information binder with all new pretreatment permits with relevant information to the specific discharger.

Water Pollution Control Facility:
 Plant Operations: the plant O&M staff continue plant maintenance projects including changing basins to perform inspection on aeration basins. Staff has been working on removing items from long term storage to prepare the building for demolition. The UV system maintenance is an ongoing part operations including ballast replacement and hydraulic hose replacements this has been recently held up because of supply chain issues but is currently back on schedule. Staff replaced a damaged solar mixer for sludge ponds and reinstalled a mixer into pond 11 so that the pond can be put back in service and begin receiving sludge.
 Recycled Water Delivery: Currently most of the recycled water is being produced is delivered to the City’s Parks Department. Their demand will likely attenuate with the cooler weather and diminished watering requirements for turf during the winter months.

Biomass is usually the City’s largest customer, but although they are online they have not resumed full operation and their demand is lower than usual.  Process Flows: This Quarter saw a total flow of 315 million gallons of influent, 250 million gallons of effluent. The plant produced 45 million gallons of recycled water, and sent 13.5 million gallons of sludge to south ponds for further processing.

TO: THE HONORABLE MAYOR AND CITY COUNCIL
AGENDA: City Council Regular Meeting
DATE: December 20, 2022
ITEM #: G.5
SUBJECT: Salary Schedule effective January 1, 2023

Recommendation for Action: Staff recommends that the City Council approve the City of Woodland Salary Schedule effective January 1, 2023 and the Letter of Understanding between the City and Police Officer Recruits.

Staff Contact:

Sheila McShane, Human Resources Manager, (530) 661 5807, [email protected]

Fiscal Impact:

The action to approve the salary schedule has no direct fiscal impact as any increases have been accounted for in the fiscal year 2022/23 Budget.

Report in Brief:

The California Public Employees’ Retirement System (CalPERS) now requires that the City Council adopt and approve the salary schedule on a quarterly basis, and this staff report serves to meet the CalPERS requirement for the quarter effective January 1, 2023.

Additionally, Police Officer Recruit is a position that is unrepresented by any of the employee bargaining units at the City. In order to document the salary and benefits that are provided to the Recruits, a Letter of Understanding has been created and is attached for approval.

Discussion:

CalPERS requires that the salary schedule is presented to the City Council on a quarterly basis. The attached salary schedule includes the following adjustments which have been negotiated with the various Associations within the City. Cost of Living Adjustments (COLAs) were negotiated with the following Associations effective January 1, 2023;
 Mid-Management Professional Association (MMPA): 3%  Woodland Police Mid-Management (WPMM): 1%  Woodland Police Officers Association (POA): 1%  Woodland Police Supervisors Association (WPSA): 1%

The salary schedule also reflects the increase in minimum wage effective January 1, 2023. All employers, regardless of size, must provide their employees with a minimum wage of not less than $15.50 per hour. In accordance with this new minimum wage, the City adjusted all part-time hourly wages on the salary schedule.

Conclusion:

Staff recommends that the City Council approve the City of Woodland Salary Schedule effective January 1, 2023 and the Letter of Understanding between the City and Police Officer recruits.

Prepared by: Sheila McShane, Human Resources Manager

Reviewed by: Kim McKinney, Director of Administrative Services

Attachments:

1. Salary Schedule 01-01-2023

2. Letter of Understanding - Police Recruits

CLASSIFICATION RANGE UNIT A STEP B STEP C STEP D STEP E STEP F STEP G STEP H STEP Accountant I 116 MM $5,333.78 $5,600.46 $5,880.48 $6,174.50 $6,483.23 $6,807.39 Accountant II 120 MM $5,887.49 $6,181.86 $6,490.94 $6,815.49 $7,156.27 $7,514.08 Accounting Technician 45 GS $4,506.63 $4,731.96 $4,968.56 $5,216.99 $5,477.84 $5,751.73 Administrative Clerk I 28 GS $2,961.73 $3,109.82 $3,265.31 $3,428.58 $3,600.00 $3,780.00 Administrative Clerk II 32 GS $3,269.20 $3,432.66 $3,604.30 $3,784.51 $3,973.73 $4,172.42 Administrative Clerk III 36 GS $3,608.59 $3,789.02 $3,978.48 $4,177.41 $4,386.28 $4,605.60 Administrative Secretary 42 GS $4,184.85 $4,394.10 $4,613.80 $4,844.50 $5,086.71 $5,341.05 Administrative Supervisor 47 GS $4,734.78 $4,971.52 $5,220.10 $5,481.10 $5,755.16 $6,042.92 Aquatics Coordinator 32 GS $3,269.20 $3,432.66 $3,604.30 $3,784.51 $3,973.73 $4,172.42 Aquatics Supervisor 48 GS $4,853.14 $5,095.80 $5,350.60 $5,618.13 $5,899.03 $6,193.98 Assist City Manager/Comm & Econ Dev Dir Contract $12,463.47 $16,001.30 Assistant Engineer 125 MM $6,661.14 $6,994.20 $7,343.91 $7,711.11 $8,096.66 $8,501.50 Assistant Planner 118 MM $5,603.78 $5,883.98 $6,178.17 $6,487.09 $6,811.44 $7,152.01 Associate Civil Engineer 131 MM $7,724.88 $8,111.13 $8,516.69 $8,942.52 $9,389.65 $9,859.14 Associate Engineer 127 MM $6,998.37 $7,348.29 $7,715.69 $8,101.49 $8,506.56 $8,931.89 Associate Planner 124 MM $6,498.68 $6,823.61 $7,164.80 $7,523.03 $7,899.19 $8,294.15 Building Inspection Services Manager 132 MM $7,918.01 $8,313.91 $8,729.60 $9,166.09 $9,624.39 $10,105.61 Building Inspector I 49 GS $4,974.48 $5,223.20 $5,484.36 $5,758.58 $6,046.50 $6,348.83 Building Inspector II 53 GS $5,490.89 $5,765.44 $6,053.71 $6,356.39 $6,674.21 $7,007.92 Business Engagement / Resource Conservation Program Manager124 MM $6,498.68 $6,823.61 $7,164.80 $7,523.03 $7,899.19 $8,294.15 Chief Building Official 140 MM $9,647.33 $10,129.69 $10,636.18 $11,167.98 $11,726.38 $12,312.70 Chief Collection Systems Operator 132 MM $7,918.01 $8,313.91 $8,729.60 $9,166.08 $9,624.39 $10,105.61 Chief Information Officer 142 MM $10,135.73 $10,642.50 $11,174.63 $11,733.37 $12,320.04 $12,936.04 Chief Plant Operator 132 MM $7,918.01 $8,313.91 $8,729.60 $9,166.08 $9,624.39 $10,105.61 Chief Project Engineer 145 MM $10,915.07 $11,460.81 $12,033.87 $12,635.55 $13,267.32 $13,930.69 Chief Water Systems Operator 132 MM $7,918.01 $8,313.91 $8,729.60 $9,166.09 $9,624.39 $10,105.61 Children's Librarian II 118 MM $5,603.79 $5,883.97 $6,178.18 $6,487.10 $6,811.44 $7,152.02 City Clerk Contract $7,630.73 $10,598.24
City Engineer 145 MM $10,915.07 $11,460.81 $12,033.87 $12,635.55 $13,267.33 $13,930.69 City Manager Contract $23,504.00
Code Compliance Officer I 46 GS $4,619.29 $4,850.26 $5,092.78 $5,347.42 $5,614.78 $5,895.52 Code Compliance Officer II 50 GS $5,098.84 $5,353.78 $5,621.46 $5,902.54 $6,197.67 $6,507.55 Communications and Strategic Policy Manager 134 MM $8,313.91 $8,729.61 $9,166.08 $9,624.39 $10,105.61 $10,610.89 Community Development Clerk I 32 GS $3,269.20 $3,432.66 $3,604.30 $3,784.51 $3,973.73 $4,172.42 Community Development Clerk II 37 GS $3,698.80 $3,883.75 $4,077.93 $4,281.83 $4,495.91 $4,720.71 Community Development Director Contract $11,305.55 $14,682.50 Community Development Technician I 42 GS $4,184.85 $4,394.10 $4,613.80 $4,844.50 $5,086.71 $5,341.05 Community Development Technician II 46 GS $4,619.29 $4,850.26 $5,092.78 $5,347.42 $5,614.78 $5,895.52 Community Risk Reduction Specialist I Base F $5,003.33 $5,253.73 $5,516.40 $5,792.23 $6,081.82 Community Risk Reduction Specialist II Base F $5,380.23 $5,649.26 $5,931.72 $6,228.30 $6,539.73 Community Risk Reduction Specialist Senior Base F $5,957.26 $6,255.14 $6,567.90 $6,896.29 $7,241.11

CITY OF WOODLAND - SALARY SCHEDULE
Effective January 1, 2023

REGULAR FULL-TIME EMPLOYEES - MONTHLY SALARY

Community Services Director Contract $11,305.55 $14,682.50 Community Services Officer Base P $4,325.98 $4,542.27 $4,769.38 $5,007.87 $5,258.26 $5,521.19 Community Services Program Manager 125 MM $6,661.14 $6,994.20 $7,343.91 $7,711.11 $8,096.66 $8,501.50 Conservation Coordinator 46 GS $4,619.29 $4,850.26 $5,092.78 $5,347.42 $5,614.78 $5,895.52 Construction Project Manager 129 MM $7,352.66 $7,720.29 $8,106.30 $8,511.62 $8,937.20 $9,384.06 Crime Prevention Specialist Base P $4,325.98 $4,542.27 $4,769.38 $5,007.87 $5,258.26 $5,521.19 Data Services Manager 136 MM $8,740.00 $9,177.00 $9,635.85 $10,117.65 $10,623.52 $11,154.70 Deputy Chief (aka Police Captain) Base PM $11,560.21 $12,138.23 $12,745.14 $13,382.41 $14,051.52 $14,754.10 $15,491.80 $16,266.40 Deputy Director of Community Development Contract $9,927.40 $12,727.43 Deputy Fire Chief Flat FM $11,213.73 $11,774.41 $12,363.13 $12,981.27 $13,741.27 Director of Administrative Services Contract $11,305.55 $14,682.50 Economic Development Manager 136 MM $8,740.00 $9,177.00 $9,635.85 $10,117.65 $10,623.52 $11,154.70 Electrical / Signs & Markings Supervisor 134 MM $8,313.90 $8,729.61 $9,166.07 $9,624.38 $10,105.62 $10,610.90 Electrician's Assistant 43 GS $4,289.47 $4,503.94 $4,729.15 $4,965.61 $5,213.89 $5,474.59 Engineering Aide I 33 GS $3,350.93 $3,518.48 $3,694.41 $3,879.12 $4,073.07 $4,276.73 Engineering Aide II 37 GS $3,698.80 $3,883.75 $4,077.93 $4,281.83 $4,495.91 $4,720.71 Engineering Assistant 56 GS $5,913.09 $6,208.75 $6,519.19 $6,845.14 $7,187.40 $7,546.77 Engineering Technician I 44 GS $4,396.71 $4,616.55 $4,847.38 $5,089.75 $5,344.24 $5,611.45 Engineering Technician II 48 GS $4,853.14 $5,095.80 $5,350.60 $5,618.13 $5,899.03 $6,193.98 Engineering Technician III 52 GS $5,356.97 $5,624.81 $5,906.06 $6,201.36 $6,511.43 $6,837.00 Environmental Compliance Inspector I 39 GS $3,886.05 $4,080.35 $4,284.38 $4,498.59 $4,723.52 $4,959.70 Environmental Compliance Inspector II 43 GS $4,289.47 $4,503.94 $4,729.15 $4,965.61 $5,213.89 $5,474.59 Environmental Compliance Specialist 49 GS $4,974.48 $5,223.20 $5,484.36 $5,758.58 $6,046.50 $6,348.83 Environmental Resources Analyst 127 MM $6,998.37 $7,348.29 $7,715.69 $8,101.49 $8,506.56 $8,931.89 Environmental Sustainability Manager 131 MM $7,724.88 $8,111.13 $8,516.69 $8,942.52 $9,389.65 $9,859.14 Equipment Service Clerk 32 GS $3,269.20 $3,432.66 $3,604.30 $3,784.51 $3,973.73 $4,172.42 Equipment Service Worker 34 GS $3,434.71 $3,606.44 $3,786.76 $3,976.10 $4,174.91 $4,383.66 Executive Assistant - Confidential C $4,650.80 $4,883.34 $5,127.51 $5,383.89 $5,653.08 $5,935.74 Facility Maintenance Worker I 35 GS $3,520.57 $3,696.61 $3,881.43 $4,075.50 $4,279.28 $4,493.25 Facility Maintenance Worker II 41 GS $4,082.78 $4,286.92 $4,501.27 $4,726.33 $4,962.65 $5,210.78 Facility Maintenance Worker III 45 GS $4,506.63 $4,731.96 $4,968.56 $5,216.99 $5,477.84 $5,751.73 Finance Clerk I 32 GS $3,269.20 $3,432.66 $3,604.30 $3,784.51 $3,973.73 $4,172.42 Finance Clerk II 37 GS $3,698.80 $3,883.75 $4,077.93 $4,281.83 $4,495.91 $4,720.71 Finance Clerk III 41 GS $4,082.78 $4,286.92 $4,501.27 $4,726.33 $4,962.65 $5,210.78 Finance Director Contract $9,562.32 $12,275.28
Finance Officer 141 MM $9,888.51 $10,382.93 $10,902.08 $11,447.19 $12,019.55 $12,620.53 Finance Specialist 41 GS $4,082.78 $4,286.92 $4,501.27 $4,726.33 $4,962.65 $5,210.78 Finance Supervisor 54 GS $5,628.16 $5,909.58 $6,205.05 $6,515.31 $6,841.07 $7,183.12 Financial Services Manager 136 MM $8,740.00 $9,177.00 $9,635.85 $10,117.65 $10,623.52 $11,154.70 Fire Battalion Chief Flat FM $9,830.42 $10,321.93 $10,838.03 $11,379.94 $11,948.93 Fire Captain Base F $7,931.13 $8,327.68 $8,744.07 $9,181.28 $9,640.33 Fire Chief Contract $12,950.00 $16,666.67
Fire Engineer Base F $6,883.36 $7,227.53 $7,588.91 $7,968.36 $8,366.76 Fire Marshal Flat FM $9,830.42 $10,321.93 $10,838.03 $11,379.94 $11,948.93 Fire Prevention Specialist I (aka Community Risk Reduction I) Base F $5,003.33 $5,253.73 $5,516.40 $5,792.23 $6,081.82

Fire Prevention Specialist II (aka Community Risk Reduction II) Base F $5,380.23 $5,649.26 $5,931.72 $6,228.30 $6,539.73 Firefighter Base F $6,065.12 $6,368.37 $6,686.78 $7,021.13 $7,372.17 Firefighter Recruit Base F $5,458.61
Fleet & Facilities Manager 131 MM $7,724.88 $8,111.13 $8,516.69 $8,942.52 $9,389.66 $9,859.14 GIS Coordinator 132 MM $7,918.01 $8,313.91 $8,729.60 $9,166.09 $9,624.39 $10,105.61 GIS Technician I 49 GS $4,974.48 $5,223.20 $5,484.36 $5,758.58 $6,046.51 $6,348.83 GIS Technician II 53 GS $5,490.89 $5,765.44 $6,053.71 $6,356.39 $6,674.21 $7,007.92 Heavy Equipment Mechanic 46 GS $4,619.29 $4,850.26 $5,092.78 $5,347.42 $5,614.78 $5,895.52 Housing Analyst I (aka Redevelopment & Housing Analyst I) 120 MM $5,887.49 $6,181.86 $6,490.94 $6,815.49 $7,156.27 $7,514.08 Housing Analyst II (aka Redevelopment & Housing Analyst II) 124 MM $6,498.68 $6,823.61 $7,164.80 $7,523.03 $7,899.19 $8,294.15 Human Resources Analyst I C $5,658.85 $5,941.79 $6,238.88 $6,550.82 $6,878.36 $7,222.28 Human Resources Analyst II C $6,402.47 $6,722.59 $7,058.72 $7,411.66 $7,782.24 $8,171.35 Human Resources Clerk C $3,572.51 $3,751.15 $3,938.71 $4,135.64 $4,342.43 $4,559.55 Human Resources Manager C $9,041.14 $9,493.20 $9,967.85 $10,466.25 $10,989.56 $11,539.04 Human Resources Technician I C $4,246.59 $4,458.92 $4,681.86 $4,915.95 $5,161.75 $5,419.83 Human Resources Technician II C $4,734.88 $4,971.63 $5,220.21 $5,481.21 $5,755.28 $6,043.04 Industrial Electrical/Electronics Technician 58 GS $6,212.44 $6,523.06 $6,849.21 $7,191.68 $7,551.26 $7,928.83 Information Technology Technician I 48 GS $4,853.14 $5,095.80 $5,350.60 $5,618.13 $5,899.03 $6,193.98 Information Technology Technician II 52 GS $5,356.97 $5,624.81 $5,906.06 $6,201.36 $6,511.43 $6,837.00 Infrastructure O & M Superintendent 132 MM $7,918.01 $8,313.91 $8,729.60 $9,166.08 $9,624.39 $10,105.61 Junior Engineer 121 MM $6,034.67 $6,336.40 $6,653.22 $6,985.88 $7,335.19 $7,701.95 Junior Planner 113 MM $4,952.94 $5,200.58 $5,460.60 $5,733.64 $6,020.33 $6,321.34 Laboratory & Environmental Compliance Mgr. 129 MM $7,352.66 $7,720.29 $8,106.30 $8,511.62 $8,937.20 $9,384.06 Laboratory Supervisor 127 MM $6,998.37 $7,348.28 $7,715.69 $8,101.49 $8,506.56 $8,931.89 Laboratory Technician I 43 GS $4,289.47 $4,503.94 $4,729.15 $4,965.61 $5,213.89 $5,474.59 Laboratory Technician II 47 GS $4,734.78 $4,971.52 $5,220.10 $5,481.10 $5,755.16 $6,042.92 Librarian I 114 MM $5,076.76 $5,330.60 $5,597.13 $5,876.98 $6,170.82 $6,479.37 Librarian II 118 MM $5,603.79 $5,883.97 $6,178.18 $6,487.10 $6,811.44 $7,152.02 Librarian III 122 MM $6,185.54 $6,494.81 $6,819.56 $7,160.53 $7,518.56 $7,894.49 Library Services Director Contract $10,410.00 $12,650.00 Library Technical Assistant I 29 GS $3,035.77 $3,187.57 $3,346.95 $3,514.30 $3,690.01 $3,874.51 Library Technical Assistant II 33 GS $3,350.93 $3,518.48 $3,694.41 $3,879.12 $4,073.07 $4,276.73 Library Technical Assistant III 37 GS $3,698.80 $3,883.75 $4,077.93 $4,281.83 $4,495.91 $4,720.71 Light Equipment Mechanic 41 GS $4,082.78 $4,286.92 $4,501.27 $4,726.33 $4,962.65 $5,210.78 Literacy Coordinator 46 GS $4,619.29 $4,850.26 $5,092.78 $5,347.42 $5,614.78 $5,895.52 Maintenance Supervisor 53 GS $5,490.89 $5,765.44 $6,053.71 $6,356.39 $6,674.21 $7,007.92 Maintenance Worker I 35 GS $3,520.57 $3,696.61 $3,881.43 $4,075.50 $4,279.28 $4,493.25 Maintenance Worker II 40 GS $3,983.21 $4,182.37 $4,391.48 $4,611.06 $4,841.61 $5,083.69 Maintenance Worker III 44 GS $4,396.71 $4,616.55 $4,847.38 $5,089.75 $5,344.24 $5,611.45 Management Analyst I 120 MM $5,887.49 $6,181.86 $6,490.94 $6,815.49 $7,156.27 $7,514.08 Management Analyst II 125 MM $6,661.14 $6,994.21 $7,343.91 $7,711.11 $8,096.66 $8,501.49 Meter Services Technician 46 GS $4,619.29 $4,850.26 $5,092.78 $5,347.42 $5,614.78 $5,895.52 Office Manager 115 MM $5,203.68 $5,463.86 $5,737.05 $6,023.90 $6,325.10 $6,641.36 Operations and Maintenance Superintendent 137 MM $8,958.51 $9,406.44 $9,876.76 $10,370.60 $10,889.13 $11,433.58 Park Maintenance Technician 46 GS $4,619.29 $4,850.26 $5,092.78 $5,347.42 $5,614.78 $5,895.52

Park Maintenance Worker I 35 GS $3,520.57 $3,696.61 $3,881.43 $4,075.50 $4,279.28 $4,493.25 Park Maintenance Worker II 39 GS $3,886.05 $4,080.35 $4,284.38 $4,498.59 $4,723.52 $4,959.70 Park Maintenance Worker III 43 GS $4,289.47 $4,503.94 $4,729.15 $4,965.61 $5,213.89 $5,474.59 Park Planner 132 MM $7,918.01 $8,313.91 $8,729.60 $9,166.08 $9,624.39 $10,105.61 Park Superintendent 132 MM $7,918.01 $8,313.91 $8,729.60 $9,166.08 $9,624.39 $10,105.61 Park Supervisor 51 GS $5,226.32 $5,487.63 $5,762.01 $6,050.11 $6,352.61 $6,670.25 Planning Manager 140 MM $9,647.33 $10,129.69 $10,636.18 $11,167.98 $11,726.38 $12,312.70 Police Captain Base PM $11,560.21 $12,138.23 $12,745.14 $13,382.41 $14,051.52 $14,754.10 $15,491.80 $16,266.40 Police Chief Contract $15,233.94 $20,044.66
Police Crime and Intelligence Analyst Base PS $5,545.92 $5,823.23 $6,114.38 $6,420.10 $6,741.10 Police Lieutenant Base PM $10,517.94 $11,043.84 $11,596.03 $12,175.84 $12,784.64 $13,423.87 $14,095.07 $14,799.82 Police Officer Base P $6,572.15 $6,900.75 $7,245.79 $7,608.09 $7,988.49 $8,387.91 $8,807.32 $0.00 Police Officer Recruit (Non-Safety) Base $5,914.93
Police Records Manager 120 MM $5,887.49 $6,181.86 $6,490.94 $6,815.49 $7,156.27 $7,514.08 Police Records Specialist Base P $3,839.70 $4,031.66 $4,233.25 $4,444.91 $4,667.17 Police Records Supervisor Base PS $5,202.44 $5,462.55 $5,735.68 $6,022.49 $6,323.63 Police Sergeant Base PS $7,602.52 $7,982.65 $8,381.78 $8,800.87 $9,240.91 $9,702.96 $10,188.11 $10,697.52 Pool and Recreation Facility Technician (formerly
Pool and Facility Technician) 46 GS $4,619.29 $4,850.26 $5,092.78 $5,347.42 $5,614.78 $5,895.52 Pool Facility Technician 46 GS $4,619.29 $4,850.26 $5,092.78 $5,347.42 $5,614.78 $5,895.52 Principal Civil Engineer 141 MM $9,888.51 $10,382.93 $10,902.08 $11,447.19 $12,019.55 $12,620.53 Principal Planner 136 MM $8,740.00 $9,177.00 $9,635.85 $10,117.65 $10,623.52 $11,154.70 Principal Utilities Civil Engineer 141 MM $9,888.51 $10,382.93 $10,902.08 $11,447.19 $12,019.55 $12,620.53 Program Anlayst 63 GS $7,028.81 $7,380.25 $7,749.26 $8,136.73 $8,543.56 $8,970.74 Public Works Director Contract $11,305.55 $14,682.50
Public Works O&M Infrastructure Admin 141 MM $9,888.51 $10,382.93 $10,902.08 $11,447.19 $12,019.55 $12,620.53 Purchasing Manager 123 MM $6,340.18 $6,657.18 $6,990.05 $7,339.55 $7,706.52 $8,091.84 Recreation Coordinator 36 GS $3,608.59 $3,789.02 $3,978.48 $4,177.41 $4,386.28 $4,605.60 Recreation Superintendent 131 MM $7,724.88 $8,111.13 $8,516.69 $8,942.52 $9,389.65 $9,859.14 Recreation Supervisor 50 GS $5,098.84 $5,353.78 $5,621.46 $5,902.54 $6,197.67 $6,507.55 Redev. & Housing Analyst I (renamed to Housing Analyst I)120 MM $5,887.49 $6,181.86 $6,490.94 $6,815.49 $7,156.27 $7,514.08 Redev. & Housing Analyst II (renamed to Housing Analyst II)124 MM $6,498.68 $6,823.61 $7,164.80 $7,523.03 $7,899.19 $8,294.15 Redevelopment Manager 136 MM $8,740.00 $9,177.00 $9,635.85 $10,117.65 $10,623.52 $11,154.70 Secretary to City Manager C $4,770.05 $5,008.56 $5,258.99 $5,521.94 $5,798.03 $6,087.94 Senior Accountant 125 MM $6,661.14 $6,994.20 $7,343.91 $7,711.11 $8,096.66 $8,501.50 Senior Associate Civil Engineer 134 MM $8,318.87 $8,734.81 $9,171.55 $9,630.11 $10,111.63 $10,617.21 Senior Building Inspector 57 GS $6,060.92 $6,363.97 $6,682.16 $7,016.26 $7,367.08 $7,735.44 Senior Building Plans Examiner 58 GS $6,212.44 $6,523.06 $6,849.21 $7,191.68 $7,551.26 $7,928.83 Senior Center Manager 120 MM $5,887.49 $6,181.86 $6,490.94 $6,815.49 $7,156.27 $7,514.08 Senior Civil Engineer 138 MM $9,182.46 $9,641.58 $10,123.66 $10,629.84 $11,161.34 $11,719.41 Senior Construction Project Manager 131 MM $7,724.88 $8,111.13 $8,516.69 $8,942.52 $9,389.65 $9,859.14 Senior Engineering Assistant 58 GS $6,212.44 $6,523.06 $6,849.21 $7,191.68 $7,551.26 $7,928.83 Senior Environmental Resources Analyst 131 MM $7,724.88 $8,111.13 $8,516.69 $8,942.52 $9,389.65 $9,859.14 Senior Equipment Mechanic 50 GS $5,098.84 $5,353.78 $5,621.46 $5,902.54 $6,197.67 $6,507.55 Senior Human Resources Analyst C $7,362.84 $7,730.98 $8,117.53 $8,523.40 $8,949.57 $9,397.05

Senior Maintenance Worker 47 GS $4,734.78 $4,971.52 $5,220.10 $5,481.10 $5,755.16 $6,042.92 Senior Management Analyst 131 MM $7,724.88 $8,111.13 $8,516.69 $8,942.52 $9,389.65 $9,859.14 Senior Planner 132 MM $7,918.01 $8,313.91 $8,729.59 $9,166.09 $9,624.39 $10,105.61 Senior Police Records Specialist Base P $4,223.66 $4,434.84 $4,656.58 $4,889.43 $5,133.91 Senior Signs and Markings Technician 45 GS $4,506.63 $4,731.96 $4,968.56 $5,216.99 $5,477.84 $5,751.73 Senior Traffic Signal/Street Lighting Tech 60 GS $6,526.94 $6,853.30 $7,195.96 $7,555.76 $7,933.55 $8,330.22 Senior Tree Trimmer 45 GS $4,506.63 $4,731.96 $4,968.56 $5,216.99 $5,477.84 $5,751.73 Senior Utilities Maintenance Worker (Sewer) 54 GS $5,628.16 $5,909.58 $6,205.05 $6,515.31 $6,841.07 $7,183.12 Senior Utilities Maintenance Worker (Water) 54 GS $5,628.16 $5,909.58 $6,205.05 $6,515.31 $6,841.07 $7,183.12 Senior Water Pollution Control Operator 67 GS $7,758.49 $8,146.41 $8,553.73 $8,981.42 $9,430.49 $9,902.02 Senior Water Quality Specialist 58 GS $6,212.44 $6,523.06 $6,849.21 $7,191.68 $7,551.26 $7,928.83 Senior Water System Operator 54 GS $5,628.16 $5,909.58 $6,205.05 $6,515.31 $6,841.07 $7,183.12 Senior Water/Wastewater Instrumentation Tech 66 GS $7,569.25 $7,947.71 $8,345.10 $8,762.34 $9,200.46 $9,660.49 Signs and Markings Tech I 39 GS $3,886.05 $4,080.35 $4,284.38 $4,498.59 $4,723.52 $4,959.70 Signs and Markings Tech II 43 GS $4,289.47 $4,503.94 $4,729.15 $4,965.61 $5,213.89 $5,474.59 Social Services Manager 132 MM $7,918.01 $8,313.91 $8,729.59 $9,166.09 $9,624.39 $10,105.61 Sports Manager 125 MM $6,661.14 $6,994.20 $7,343.91 $7,711.11 $8,096.66 $8,501.50 Stock Clerk 32 GS $3,269.20 $3,432.66 $3,604.30 $3,784.51 $3,973.73 $4,172.42 Storekeeper 35 GS $3,520.57 $3,696.61 $3,881.43 $4,075.50 $4,279.28 $4,493.25 Technical Services Manager 136 MM $8,740.00 $9,177.00 $9,635.85 $10,117.65 $10,623.52 $11,154.70 Traffic Signal / Street Lighting Technician 56 GS $5,913.09 $6,208.75 $6,519.19 $6,845.14 $7,187.40 $7,546.77 Transportation Engineer 134 MM $8,318.87 $8,734.81 $9,171.55 $9,630.11 $10,111.63 $10,617.21 Treatment Plant Mechanic 54 GS $5,628.16 $5,909.58 $6,205.05 $6,515.31 $6,841.07 $7,183.12 Treatment Plant Superintendent 137 MM $8,958.51 $9,406.44 $9,876.76 $10,370.60 $10,889.13 $11,433.58 Tree Trimmer I 39 GS $3,886.05 $4,080.35 $4,284.38 $4,498.59 $4,723.52 $4,959.70 Tree Trimmer II 43 GS $4,289.47 $4,503.94 $4,729.15 $4,965.61 $5,213.89 $5,474.59 Underground Utility Service Locator 46 GS $4,619.29 $4,850.26 $5,092.78 $5,347.42 $5,614.78 $5,895.52 Utilities Administrator 141 MM $9,888.51 $10,382.93 $10,902.08 $11,447.19 $12,019.55 $12,620.53 Utilities Maintenance Supervisor 53 GS $5,490.89 $5,765.44 $6,053.71 $6,356.39 $6,674.21 $7,007.92 Utilities Maintenance Worker I 37 GS $3,698.80 $3,883.75 $4,077.93 $4,281.83 $4,495.91 $4,720.71 Utilities Maintenance Worker II 42 GS $4,184.85 $4,394.10 $4,613.80 $4,844.50 $5,086.71 $5,341.05 Utilities Maintenance Worker III (Sewer) 46 GS $4,619.29 $4,850.26 $5,092.78 $5,347.42 $5,614.78 $5,895.52 Utilities Maintenance Worker III (Water) 46 GS $4,619.29 $4,850.26 $5,092.78 $5,347.42 $5,614.78 $5,895.52 Utilities Maintenance Worker IV (Sewer) 50 GS $5,098.84 $5,353.78 $5,621.46 $5,902.54 $6,197.67 $6,507.55 Utilities Maintenance Worker IV (Water) 50 GS $5,098.84 $5,353.78 $5,621.46 $5,902.54 $6,197.67 $6,507.55 Wastewater Systems Administrator 141 MM $9,888.51 $10,382.93 $10,902.08 $11,447.19 $12,019.55 $12,620.53 Water / Wastewater Instrumental Technician 62 GS $6,857.37 $7,200.24 $7,560.25 $7,938.27 $8,335.18 $8,751.94 Water Pollution Control Facility Superintendent 141 MM $9,888.51 $10,382.93 $10,902.08 $11,447.19 $12,019.55 $12,620.53 Water Pollution Control O-I-T 40 GS $3,983.21 $4,182.37 $4,391.48 $4,611.06 $4,841.61 $5,083.69 Water Pollution Control Operator I 51 GS $5,226.32 $5,487.63 $5,762.01 $6,050.11 $6,352.61 $6,670.25 Water Pollution Control Operator II 55 GS $5,768.86 $6,057.31 $6,360.18 $6,678.18 $7,012.09 $7,362.69 Water Pollution Control Operator III 59 GS $6,367.75 $6,686.13 $7,020.44 $7,371.46 $7,740.05 $8,127.05 Water Pollution Control Operator IV 63 GS $7,028.81 $7,380.24 $7,749.25 $8,136.71 $8,543.54 $8,970.72 Water Quality Specialist I 48 GS $4,853.14 $5,095.80 $5,350.60 $5,618.13 $5,899.03 $6,193.98 Water Quality Specialist II 52 GS $5,356.97 $5,624.81 $5,906.06 $6,201.36 $6,511.43 $6,837.00

Water Systems Administrator 141 MM $9,888.51 $10,382.93 $10,902.08 $11,447.19 $12,019.55 $12,620.53 Water Systems Operator I 42 GS $4,184.85 $4,394.10 $4,613.80 $4,844.50 $5,086.71 $5,341.05 Water Systems Operator II 50 GS $5,098.84 $5,353.78 $5,621.46 $5,902.54 $6,197.67 $6,507.55

CLASSIFICATION A STEP B STEP C STEP D STEP E STEP F STEP G STEP H STEP Accountant I 116 MM $30.77 $32.31 $33.93 $35.62 $37.40 $39.27 Accountant II 120 MM $33.97 $35.67 $37.45 $39.32 $41.29 $43.35 Accounting Technician 45 GS $26.00 $27.30 $28.67 $30.10 $31.60 $33.18 Administrative Clerk I 28 GS $17.09 $17.94 $18.84 $19.78 $20.77 $21.81 Administrative Clerk II 32 GS $18.86 $19.80 $20.79 $21.83 $22.93 $24.07 Administrative Clerk III 36 GS $20.82 $21.86 $22.95 $24.10 $25.31 $26.57 Administrative Secretary 42 GS $24.14 $25.35 $26.62 $27.95 $29.35 $30.81 Administrative Supervisor 47 GS $27.32 $28.68 $30.12 $31.62 $33.20 $34.86 Aquatics Coordinator 32 GS $18.86 $19.80 $20.79 $21.83 $22.93 $24.07 Aquatics Supervisor 48 GS $28.00 $29.40 $30.87 $32.41 $34.03 $35.74 Assist City Manager/Comm & Econ Dev Dir Contract $71.91 $92.32 Assistant Engineer 125 MM $38.43 $40.35 $42.37 $44.49 $46.71 $49.05 Assistant Planner 118 MM $32.33 $33.95 $35.64 $37.43 $39.30 $41.26 Associate Civil Engineer 131 MM $44.57 $46.80 $49.14 $51.59 $54.17 $56.88 Associate Engineer 127 MM $40.38 $42.39 $44.51 $46.74 $49.08 $51.53 Associate Planner 124 MM $37.49 $39.37 $41.34 $43.40 $45.57 $47.85 Building Inspection Services Manager 132 MM $45.68 $47.97 $50.36 $52.88 $55.53 $58.30 Building Inspector I 49 GS $28.70 $30.13 $31.64 $33.22 $34.88 $36.63 Building Inspector II 53 GS $31.68 $33.26 $34.93 $36.67 $38.51 $40.43 Business Engagement / Resource Conservation Program Manager124 MM $37.49 $39.37 $41.34 $43.40 $45.57 $47.85 Chief Building Official 140 MM $55.66 $58.44 $61.36 $64.43 $67.65 $71.04 Chief Collection Systems Operator 132 MM $45.68 $47.97 $50.36 $52.88 $55.53 $58.30 Chief Information Officer 142 MM $58.48 $61.40 $64.47 $67.69 $71.08 $74.63 Chief Plant Operator 132 MM $45.68 $47.97 $50.36 $52.88 $55.53 $58.30 Chief Project Engineer 145 MM $62.97 $66.12 $69.43 $72.90 $76.54 $80.37 Chief Water Systems Operator 132 $45.68 $55.53
Children's Librarian II 118 MM $32.33 $33.95 $35.64 $37.43 $39.30 $41.26 City Clerk Contract $61.14
City Engineer 145 MM $62.97 $66.12 $69.43 $72.90 $76.54 $80.37 City Manager Contract $0.00 $0.00 $0.00 $0.00 $0.00 $135.60 $0.00 Code Compliance Officer I 46 MM $26.65 $27.98 $29.38 $30.85 $32.39 $34.01 Code Compliance Officer II 50 GS $29.42 $30.89 $32.43 $34.05 $35.76 $37.54 Communications and Strategic Policy Manager 134 MM $47.97 $50.36 $52.88 $55.53 $58.30 $61.22 Community Development Clerk I 32 $18.86 $22.93
Community Development Clerk II 37 GS $21.34 $22.41 $23.53 $24.70 $25.94 $27.24 Community Development Director Contract $0.00 $65.23 $0.00 $0.00 $0.00 $84.71 $0.00

TEMPORARY / PART-TIME / SEASONAL EMPLOYEES - HOURLY WAGES

Community Development Technician I 42 GS $24.14 $25.35 $26.62 $27.95 $29.35 $30.81 Community Development Technician II 46 GS $26.65 $27.98 $29.38 $30.85 $32.39 $34.01 Community Risk Reduction Specialist I Base F $28.87 $30.31 $31.83 $33.42 $35.09 $0.00 Community Risk Reduction Specialist II Base $31.04 $32.59 $34.22 $35.93 $37.73 $0.00 Community Risk Reduction Specialist Senior Base F $34.37 $36.09 $37.89 $39.79 $41.78 $0.00 Community Services Director Contract $0.00 $65.23 $0.00 $0.00 $0.00 $84.71 $0.00 Community Services Officer Base P $24.96 $26.21 $27.52 $28.89 $30.34 $31.85 Community Services Program Manager 125 MM $38.43 $40.35 $42.37 $44.49 $46.71 $49.05 Conservation Coordinator 46 GS $26.65 $27.98 $29.38 $30.85 $32.39 $34.01 Construction Project Manager 129 MM $42.42 $44.54 $46.77 $49.11 $51.56 $54.14 $0.00 $0.00 Crime Prevention Specialist Base $24.96 $30.34
Data Services Manager 136 MM $50.42 $52.95 $55.59 $58.37 $61.29 Deputy Chief (aka Police Captain) Base $66.69 $81.07
Deputy Director of Community Development Contract $0.00 $57.27 $0.00 $0.00 $0.00 $73.43 $0.00 Deputy Fire Chief Flat FM $64.70 $67.93 $71.33 $74.89 $79.28 $0.00 Director of Administrative Services Contract $0.00 $65.23 $0.00 $0.00 $0.00 $84.71 $0.00 Economic Development Manager 136 MM $50.42 $52.95 $55.59 $58.37 $61.29 $64.36 Electrical / Signs & Markings Supervisor 134 MM $47.97 $50.36 $52.88 $55.53 $58.30 $61.22 Electrician's Assistant 43 GS $24.75 $25.98 $27.28 $28.65 $30.08 $31.58 Engineering Aide I 33 GS $19.33 $20.30 $21.31 $22.38 $23.50 $24.67 Engineering Aide II 37 GS $21.34 $22.41 $23.53 $24.70 $25.94 $27.24 Engineering Assistant 56 GS $34.11 $35.82 $37.61 $39.49 $41.47 $43.54 Engineering Technician I 44 GS $25.37 $26.63 $27.97 $29.36 $30.83 $32.37 Engineering Technician II 48 GS $28.00 $29.40 $30.87 $32.41 $34.03 $35.74 Engineering Technician III 52 GS $30.91 $32.45 $34.07 $35.78 $37.57 $39.44 Environmental Compliance Inspector I 39 GS $22.42 $23.54 $24.72 $25.95 $27.25 $28.61 Environmental Compliance Inspector II 43 GS $24.75 $25.98 $27.28 $28.65 $30.08 $31.58 Environmental Compliance Specialist 49 GS $28.70 $30.13 $31.64 $33.22 $34.88 $36.63 Environmental Resources Analyst 127 MM $40.38 $42.39 $44.51 $46.74 $49.08 $51.53 Environmental Sustainability Manager 131 MM $44.57 $46.80 $49.14 $51.59 $54.17 $56.88 Equipment Service Clerk 32 GS $18.86 $19.80 $20.79 $21.83 $22.93 $24.07 Equipment Service Worker 34 GS $19.82 $20.81 $21.85 $22.94 $24.09 $25.29 Executive Assistant - Confidential 0 C $26.83 $28.17 $29.58 $31.06 $32.61 $34.25 Facility Maintenance Worker I 35 GS $20.31 $21.33 $22.39 $23.51 $24.69 $25.92 Facility Maintenance Worker II 41 GS $23.55 $24.73 $25.97 $27.27 $28.63 $30.06 Facility Maintenance Worker III 45 GS $26.00 $27.30 $28.67 $30.10 $31.60 $33.18 Finance Clerk I 32 GS $18.86 $22.93
Finance Clerk II 37 GS $21.34 $22.41 $23.53 $24.70 $25.94 $27.24 Finance Clerk III 41 GS $23.55 $24.73 $25.97 $27.27 $28.63 $30.06 Finance Director Contract $0.00 $55.17 $0.00 $0.00 $0.00 $70.82 $0.00 Finance Officer 141 MM $57.05 $59.90 $62.90 $66.04 $69.34 $72.81 Finance Specialist 41 GS $23.55 $24.73 $25.97 $27.27 $28.63 Finance Supervisor 54 GS $32.47 $34.09 $35.80 $37.59 $39.47 Financial Services Manager 136 $50.42 $61.29
Fire Battalion Chief Flat FM $56.72 $59.55 $62.53 $65.65 $68.94

Fire Captain Base F $45.76 $48.05 $50.45 $52.97 $55.62
Fire Chief Contract $0.00 $74.71 $0.00 $0.00 $0.00 $96.16 Fire Engineer Base F $39.71 $41.70 $43.78 $45.97 $48.27 Fire Marshal Flat FM $56.72 $59.55 $62.53 $65.65 $68.94 Fire Prevention Specialist I (aka Community Risk Reduction I)Base F $28.87 $30.31 $31.83 $33.42 $35.09 Fire Prevention Specialist II (aka Community Risk Reduction II)Base F $31.04 $32.59 $34.22 $35.93 $37.73 $0.00 Firefighter Base F $34.99 $36.74 $38.58 $40.51 $42.53 $0.00 Firefighter Recruit Base F $31.49 $0.00 $0.00 $0.00 $0.00 $0.00 Fleet & Facilities Manager 131 MM $44.57 $46.80 $49.14 $51.59 $54.17 $56.88 GIS Coordinator 132 MM $45.68 $47.97 $50.36 $52.88 $55.53 $58.30 GIS Technician I 49 GS $28.70 $30.13 $31.64 $33.22 $34.88 $36.63 GIS Technician II 53 GS $31.68 $33.26 $34.93 $36.67 $38.51 $40.43 Heavy Equipment Mechanic GS $26.65 $27.98 $29.38 $30.85 $32.39 $34.01 Housing Analyst I (aka Redevelopment & Housing Analyst I) MM $33.97 $35.67 $37.45 $39.32 $41.29 $43.35 Housing Analyst II (aka Redevelopment & Housing Analyst II) MM $37.49 $39.37 $41.34 $43.40 $45.57 $47.85 Human Resources Analyst I C $32.65 $34.28 $35.99 $37.79 $39.68 $41.67 Human Resources Analyst II C $36.94 $38.78 $40.72 $42.76 $44.90 $47.14 Human Resources Clerk C $20.61 $21.64 $22.72 $23.86 $25.05 $26.31 Human Resources Manager 0 C $52.16 $54.77 $57.51 $60.38 $63.40 $66.57 Human Resources Technician I 0 C $24.50 $25.73 $27.01 $28.36 $29.78 $31.27 Human Resources Technician II 0 C $27.32 $28.68 $30.12 $31.62 $33.20 $34.86 Industrial Electrical/Electronics Technician 58 GS $35.84 $37.63 $39.52 $41.49 $43.57 $45.74 Information Technology Technician I 48 GS $28.00 $29.40 $30.87 $32.41 $34.03 $35.74 Information Technology Technician II 52 GS $30.91 $32.45 $34.07 $35.78 $37.57 $39.44 Infrastructure O & M Superintendent 132 MM $45.68 $47.97 $50.36 $52.88 $55.53 $58.30 Junior Engineer 121 MM $34.82 $36.56 $38.38 $40.30 $42.32 $44.44 Junior Planner 113 MM $28.58 $30.00 $31.50 $33.08 $34.73 $36.47 Laboratory & Environmental Compliance Mgr. 129 MM $42.42 $44.54 $46.77 $49.11 $51.56 $54.14 Laboratory Supervisor 127 MM $40.38 $42.39 $44.51 $46.74 $49.08 $51.53 Laboratory Technician I 43 GS $24.75 $25.98 $27.28 $28.65 $30.08 $31.58 Laboratory Technician II 47 GS $27.32 $28.68 $30.12 $31.62 $33.20 $34.86 Librarian I 114 MM $29.29 $30.75 $32.29 $33.91 $35.60 $37.38 Librarian II 118 MM $32.33 $33.95 $35.64 $37.43 $39.30 $41.26 Librarian III 122 $35.69 $43.38
Library Services Director Contract $0.00 $60.06 $0.00 $0.00 $0.00 $72.98 $0.00 Library Technical Assistant I 29 GS $17.51 $18.39 $19.31 $20.28 $21.29 $22.35 Library Technical Assistant II 33 GS $19.33 $20.30 $21.31 $22.38 $23.50 $24.67 Library Technical Assistant III 37 GS $21.34 $22.41 $23.53 $24.70 $25.94 $27.24 Light Equipment Mechanic 41 GS $23.55 $24.73 $25.97 $27.27 $28.63 $30.06 Literacy Coordinator 46 GS $26.65 $27.98 $29.38 $30.85 $32.39 $34.01 Maintenance Supervisor 53 GS $31.68 $33.26 $34.93 $36.67 $38.51 $40.43 Maintenance Worker I 35 GS $20.31 $21.33 $22.39 $23.51 $24.69 $25.92 Maintenance Worker II 40 GS $22.98 $24.13 $25.34 $26.60 $27.93 $29.33 Maintenance Worker III 44 GS $25.37 $26.63 $27.97 $29.36 $30.83 $32.37 Management Analyst I 120 MM $33.97 $35.67 $37.45 $39.32 $41.29 $43.35

Management Analyst II 125 MM $38.43 $40.35 $42.37 $44.49 $46.71 $49.05 Meter Services Technician 46 GS $26.65 $27.98 $29.38 $30.85 $32.39 $34.01 Office Manager 115 MM $30.02 $31.52 $33.10 $34.75 $36.49 $38.32 Operations and Maintenance Superintendent 137 MM $51.68 $54.27 $56.98 $59.83 $62.82 $65.96 Park Maintenance Technician 46 GS $26.65 $27.98 $29.38 $30.85 $32.39 $34.01 Park Maintenance Worker I 35 GS $20.31 $21.33 $22.39 $23.51 $24.69 $25.92 Park Maintenance Worker II 39 GS $22.42 $23.54 $24.72 $25.95 $27.25 $28.61 Park Maintenance Worker III 43 GS $24.75 $25.98 $27.28 $28.65 $30.08 $31.58 Park Planner 132 MM $45.68 $47.97 $50.36 $52.88 $55.53 $58.30 Park Superintendent 132 MM $45.68 $47.97 $50.36 $52.88 $55.53 $58.30 Park Supervisor 51 GS $30.15 $31.66 $33.24 $34.91 $36.65 $38.48 Planning Manager 140 MM $55.66 $58.44 $61.36 $64.43 $67.65 $71.04 Police Captain Base PM $66.69 $70.03 $73.53 $77.21 $81.07 $85.12 $89.38 $93.85 Police Chief Contract $0.00 $87.89 $115.64
Police Crime and Intelligence Analyst Base PS $32.00 $33.60 $35.28 $37.04 $38.89 Police Lieutenant Base PM $60.68 $63.72 $66.90 $70.25 $73.76 $77.45 $81.32 $85.39 Police Officer Base P $37.92 $39.81 $41.80 $43.89 $46.09 $48.39 $50.81 Police Officer Recruit (Non-Safety) Base $0.00 $34.13
Police Records Manager 120 MM $33.97 $35.67 $37.45 $39.32 $41.29 $43.35 Police Records Specialist Base P $22.15 $23.26 $24.42 $25.64 $26.93 Police Records Supervisor Base PS $30.01 $31.52 $33.09 $34.75 $36.48 Police Sergeant Base PS $43.86 $46.05 $48.36 $50.78 $53.31 $55.98 $58.78 $61.72 Pool and Recreation Facility Technician (formerly Pool and Facility Technician)46 GS $26.65 $27.98 $29.38 $30.85 $32.39 $34.01 Pool Facility Technician 46 GS $26.65 $27.98 $29.38 $30.85 $32.39 $34.01 Principal Civil Engineer 141 MM $57.05 $59.90 $62.90 $66.04 $69.34 $72.81 Principal Planner 136 MM $50.42 $52.95 $55.59 $58.37 $61.29 $64.36 Principal Utilities Civil Engineer 141 MM $57.05 $59.90 $62.90 $66.04 $69.34 $72.81 Program Anlayst 63 GS $40.55 $49.29
Public Works Director Contract $0.00 $65.23 $0.00 $0.00 $0.00 $84.71 $0.00 Public Works O&M Infrastructure Admin 141 MM $57.05 $59.90 $62.90 $66.04 $69.34 $72.81 Purchasing Manager 123 MM $36.58 $38.41 $40.33 $42.34 $44.46 $46.68 Recreation Coordinator 36 GS $20.82 $21.86 $22.95 $24.10 $25.31 $26.57 Recreation Superintendent 131 MM $44.57 $46.80 $49.14 $51.59 $54.17 $56.88 Recreation Supervisor 50 GS $29.42 $30.89 $32.43 $34.05 $35.76 $37.54 Redev. & Housing Analyst I (renamed to Housing Analyst I)120 MM $33.97 $35.67 $37.45 $39.32 $41.29 $43.35 Redev. & Housing Analyst II (renamed to Housing Analyst II)124 MM $37.49 $39.37 $41.34 $43.40 $45.57 $47.85 Redevelopment Manager 136 MM $50.42 $52.95 $55.59 $58.37 $61.29 $64.36 Secretary to City Manager 0 C $27.52 $28.90 $30.34 $31.86 $33.45 $35.12 Senior Accountant 125 MM $38.43 $40.35 $42.37 $44.49 $46.71 $49.05 Senior Associate Civil Engineer 134 MM $47.99 $50.39 $52.91 $55.56 $58.34 $61.25 Senior Building Inspector 57 GS $34.97 $36.72 $38.55 $40.48 $42.50 $44.63 Senior Building Plans Examiner 58 GS $35.84 $37.63 $39.52 $41.49 $43.57 $45.74 Senior Center Manager 120 MM $33.97 $35.67 $37.45 $39.32 $41.29 $43.35 Senior Civil Engineer 138 MM $52.98 $55.63 $58.41 $61.33 $64.39 $67.61 Senior Construction Project Manager 131 MM $44.57 $46.80 $49.14 $51.59 $54.17 $56.88

Senior Engineering Assistant 58 GS $35.84 $37.63 $39.52 $41.49 $43.57 $45.74 Senior Environmental Resources Analyst 131 MM $44.57 $46.80 $49.14 $51.59 $54.17 $56.88 Senior Equipment Mechanic 131 GS $29.42 $30.89 $32.43 $34.05 $35.76 $37.54 Senior Human Resources Analyst 0 C $42.48 $44.60 $46.83 $49.17 $51.63 $54.21 Senior Maintenance Worker 47 GS $27.32 $28.68 $30.12 $31.62 $33.20 $34.86 Senior Management Analyst 131 MM $44.57 $46.80 $49.14 $51.59 $54.17 $56.88 Senior Planner 132 MM $45.68 $47.97 $50.36 $52.88 $55.53 $58.30 Senior Police Records Specialist Base P $24.37 $25.59 $26.87 $28.21 $29.62 Senior Signs and Markings Technician 45 GS $26.00 $27.30 $28.67 $30.10 $31.60 $33.18 Senior Traffic Signal/Street Lighting Tech 60 GS $37.66 $39.54 $41.52 $43.59 $45.77 $48.06 Senior Tree Trimmer 45 GS $26.00 $27.30 $28.67 $30.10 $31.60 $33.18 Senior Utilities Maintenance Worker (Sewer) 54 GS $32.47 $34.09 $35.80 $37.59 $39.47 $41.44 Senior Utilities Maintenance Worker (Water) 54 GS $32.47 $34.09 $35.80 $37.59 $39.47 $41.44 Senior Water Pollution Control Operator 67 GS $44.76 $47.00 $49.35 $51.82 $54.41 $57.13 Senior Water Quality Specialist 58 GS $35.84 $37.63 $39.52 $41.49 $43.57 $45.74 Senior Water System Operator 54 GS $32.47 $34.09 $35.80 $37.59 $39.47 $41.44 Senior Water/Wastewater Instrumentation Tech 66 GS $43.67 $45.85 $48.15 $50.55 $53.08 $55.73 Signs and Markings Tech I 39 GS $22.42 $23.54 $24.72 $25.95 $27.25 $28.61 Signs and Markings Tech II 43 GS $24.75 $25.98 $27.28 $28.65 $30.08 $31.58 Social Services Manager 132 MM $45.68 $47.97 $50.36 $52.88 $55.53 $58.30 Sports Manager 125 MM $38.43 $40.35 $42.37 $44.49 $46.71 $49.05 Stock Clerk 32 GS $18.86 $19.80 $20.79 $21.83 $22.93 $24.07 Storekeeper 35 GS $20.31 $21.33 $22.39 $23.51 $24.69 $25.92 Technical Services Manager 136 MM $50.42 $52.95 $55.59 $58.37 $61.29 $64.36 Traffic Signal / Street Lighting Technician 56 GS $34.11 $35.82 $37.61 $39.49 $41.47 $43.54 Transportation Engineer 134 MM $47.99 $50.39 $52.91 $55.56 $58.34 $61.25 Treatment Plant Mechanic 54 GS $32.47 $34.09 $35.80 $37.59 $39.47 $41.44 Treatment Plant Superintendent 137 MM $51.68 $54.27 $56.98 $59.83 $62.82 $65.96 Tree Trimmer I 39 GS $22.42 $23.54 $24.72 $25.95 $27.25 $28.61 Tree Trimmer II 43 GS $24.75 $25.98 $27.28 $28.65 $30.08 $31.58 Underground Utility Service Locator 46 GS $26.65 $27.98 $29.38 $30.85 $32.39 $34.01 Utilities Administrator 141 MM $57.05 $59.90 $62.90 $66.04 $69.34 $72.81 Utilities Maintenance Supervisor 53 GS $31.68 $33.26 $34.93 $36.67 $38.51 $40.43 Utilities Maintenance Worker I 37 GS $21.34 $22.41 $23.53 $24.70 $25.94 $27.24 Utilities Maintenance Worker II 42 GS $24.14 $25.35 $26.62 $27.95 $29.35 $30.81 Utilities Maintenance Worker III (Sewer) 46 GS $26.65 $27.98 $29.38 $30.85 $32.39 $34.01 Utilities Maintenance Worker III (Water) 46 GS $26.65 $27.98 $29.38 $30.85 $32.39 $34.01 Utilities Maintenance Worker IV (Sewer) 50 GS $29.42 $30.89 $32.43 $34.05 $35.76 $37.54 Utilities Maintenance Worker IV (Water) 50 GS $29.42 $30.89 $32.43 $34.05 $35.76 $37.54 Wastewater Systems Administrator 141 MM $57.05 $59.90 $62.90 $66.04 $69.34 $72.81 Water / Wastewater Instrumental Technician 62 GS $39.56 $41.54 $43.62 $45.80 $48.09 $50.49 Water Pollution Control Facility Superintendent 141 MM $57.05 $59.90 $62.90 $66.04 $69.34 $72.81 Water Pollution Control O-I-T 40 GS $22.98 $24.13 $25.34 $26.60 $27.93 $29.33 Water Pollution Control Operator I 51 GS $30.15 $31.66 $33.24 $34.91 $36.65 $38.48 Water Pollution Control Operator II 55 GS $33.28 $34.95 $36.69 $38.53 $40.46 $42.48

Water Pollution Control Operator III 59 GS $36.74 $38.57 $40.50 $42.53 $44.65 $46.89 Water Pollution Control Operator IV 63 GS $40.55 $42.58 $44.71 $46.94 $49.29 $51.76 Water Quality Specialist I 48 GS $28.00 $29.40 $30.87 $32.41 $34.03 $35.74 Water Quality Specialist II 52 GS $30.91 $32.45 $34.07 $35.78 $37.57 $39.44 Water Systems Administrator 141 MM $57.05 $59.90 $62.90 $66.04 $69.34 $72.81 Water Systems Operator I 42 GS $24.14 $25.35 $26.62 $27.95 $29.35 $30.81 Water Systems Operator II 50 GS $29.42 $30.89 $32.43 $34.05 $35.76 $37.54

A STEP B STEP C STEP D STEP E STEP
Activity Leader I $15.50 $15.75 $16.00 $16.25 $16.50
Activity Leader II $16.00 $16.25 $16.50 $16.75 $17.00
Activity Manager $17.00 $17.25 $17.50 $17.75 $18.00
Cashier $15.50 $15.75 $16.00 $16.25 $16.50
Counselor $15.50 $15.75 $16.00 $16.25 $16.50
Intern $16.00 $17.00 $18.00 $19.00 $20.00
Library Page $15.50 $15.75 $16.00 $16.25 $16.50
Lifeguard / Aide $17.00 $17.25 $17.50 $17.75 $18.00
Lifeguard / Instructor $18.00 $18.25 $18.50 $18.75 $19.00 Pool Manager $20.50 $20.75 $21.00 $21.25 $21.50
Recreation Facility Aide $18.25 $18.50 $18.75 $19.00 $19.25 Special Program Coordinator $19.50 $19.75 $20.00 $20.25 $20.50 Swim Instructor Aide $15.50 $15.75 $16.00 $16.25 $16.50 Approved by City Council: December 20, 2022

TEMPORARY PART-TIME EMPLOYEES - HOURLY WAGES

Letter of Understanding – Police Recruits

Police Officer Recruit is a non-represented position in the City of Woodland. This memo serves to summarize the salary and benefits available to this position.

SALARY:
 Police Officer Recruit salary is shown on the City of Woodland approved salary schedule and is calculated to be 10% below the salary of a Police Officer at Step A.

BENEFITS:
 Leaves and Holidays
o Vacation – Vacation Leave is accrued at the same rate as the non-sworn positions, as outlined in the Memorandum of Understanding (MOU) for the Woodland Police Officers’ Association (WPOA).
o Sick Leave – Sick leave is accrued at the rate of eight (8) hours per month. o Holidays – In the event the Academy is closed on any day that is a recognized holiday for the City of Woodland, Recruits will be paid regular pay for that day.

 Health Insurance
o The City contributes toward employee medical coverage in the same amounts as shown for non-sworn employees in the WPOA MOU. Medical coverage begins in the month following the employees start date with the City.
o Dental and vision insurance are provided at no cost to the employee.

 Retirement
o Police Recruits are defined as Miscellaneous employees for CalPERS retirement purposes.

Police Recruits will become Safety members with CalPERS on the first day of the payroll period following their swearing in.
 The CalPERS retirement formulas and related employee contributions are the same as those described for non-sworn (Miscellaneous) employees in the WPOA MOU.  Other Benefits
o Deferred Compensation – employees have the option to contribute to any deferred compensation plans, including Roth options, offered by the City. o Voluntary benefits – Supplemental Life, Cancer, Accident and Critical Illness coverage is available for employee enrollment and purchase.
o Voluntary Flexible Spending accounts available
 Expenses
o Any expenses associated with the POST academy, such as tuition, uniforms and equipment, will be paid by the City.

TO: THE HONORABLE MAYOR AND CITY COUNCIL
AGENDA: City Council Regular Meeting
DATE: December 20, 2022
ITEM #: G.6
SUBJECT: Changes to Police Department Job Descriptions

Recommendation for Action: Staff recommends that the City Council approve Resolution No. _____, approving and adopting the updated job descriptions for sworn police staff.

Staff Contact:

Derrek Kaff, Chief of Police, 530-661-7865; [email protected]

Background:

On September 30, 2021, Governor Newsom signed Senate Bill No. 2 Peace officers: certification: civil rights. (2021-2022) which outlines the peace officer certification requirements in California. The bill disqualifies any person who has been certified as a peace officer by the Commission on Peace Officer Standards and Training and has surrendered that certification or had that certification revoked by the commission, or has been denied certification. The bill requires a law enforcement agency employing certain peace officers to employ only individuals with a current, valid certification or pending certification. This bill incorporates additional changes to Section 832.7 of the Penal Code proposed by SB 16.

Discussion:

Due to the enactment of Senate Bill No. 2, changes were necessary for our sworn job descriptions to include Chief of Police, Deputy Police Chief, Police Lieutenant, Police Sergeant, Police Officer, and Police Officer Recruit. For the Chief of Police, Deputy Police Chief, Police Lieutenant, and Police Sergeant, the following requirement has been added to the job description: “Must maintain a valid CA POST certificate”. For Police Officer, the following has been added to the job description: “Possession of a CA POST certificate or CA POST Proof of Eligibility certificate.” For Police Officer Recruit, the following has been added to the job description: “Ability to obtain and maintain a CA POST certificate or CA POST Proof of Eligibility certificate.” These changes will allow current and future employees to meet the certification qualifications under the State of California to perform as a sworn police officer in light of the changes from Senate Bill No. 2.

Conclusion:

Staff recommends that the City Council approve Resolution No. _____, approving and adopting the updated job descriptions for sworn police staff.

Prepared By: Trista Kennedy, Executive Assistant

Reviewed By: Derrek Kaff, Chief of Police

Attachments:

1. Police Chief

2. Deputy Police Chief

3. Police Lieutenant

4. Police Sergeant

5. Police Officer

6. Police Officer Recruit

Police Chief
Rev. 12/2022

1 POLICE CHIEF

DEFINITION

Under City Manager, the Police Chief serves as the principal administrative officer for the Police Department; plans, directs, reviews, and manages Department activities and operations encompassing a wide range of law enforcement-related functions including neighborhood policing, patrol services, traffic services, court services, special forces, investigations, crime prevention, emergency preparedness, public information, staff training, and related administrative/technical services; assures Department compliance with and enforcement of applicable Federal, State, and local laws, ordinances, and codes; manages and supervises staff; serves as a member of the City’s Executive Team.

DISTINGUISHING CHARACTERISTICS

This is a single -position executive management classification. The Police Chief’s duties are administrative/managerial in nature, and the incumbent performs work that is very complex, with broad authority for overseeing the day -to-day operations of the Police Department as well as responsibility for Department strategic planning and goal setting. The incumbent has extensive contact with public officials, State/Federal/local agencies, other public/private organizations and the general public, and is responsible for developin g, proposing, and implementing programs designed to provide quality police protection services, crime -solving and prevention services and maintain excellent customer service within the Department’s jurisdiction. The classification of Police Chief is distin guished from the classification of Deputy Police Chief by its level and degree of responsibility for broad oversight of all Department functions.

SUPERVISION RECEIVED AND EXERCISED

Executive direction is provided by the City Manager . The incumbent has b road supervisory authority over a large and diverse group of management, supervisory, professional, technical, and support positions whose incumbents perform the full range of police service- related activities.

ESSENTIAL DUTIES AND RESPONSIBILITIES
The f ollowing are typical illustrations of duties encompassed by the job class, not an all-inclusive or limiting list:

 Plans, organizes, manages, leads, and directs the overall operations of the Police Department including, but not limited to, those services r elated to neighborhood policing, patrol, traffic, investigations, crime prevention, public information, and staff training, as well as related administrative/technical services.
 Selects, assigns, trains, directs, and evaluates subordinate staff, including subordinate managers, supervisors, sworn professionals and others; assures training and guidance for staff

Police Chief
Rev. 12/2022

2 involved in various aspects of police service; oversees and implements disciplinary actions when necessary.
 Develops, plans, and implements Police De partment goals and objectives in accordance with the core purpose, mission, vision, and values of the organization; develops, recommends, and administers policies and procedures; establishes priorities; monitors the efficiency and effectiveness of Department work products through quality control and related activities.  Administers, directs, and participates in development of the Department budget; analyzes budget data to identify and project resource needs; obtains needed resources; develops strategies to i ncrease Department funding; develops and monitors grant -funded programs; monitors and approves budget expenditures.
 Reviews legislation and assures Police Department compliance with appropriate law enforcement-related laws, regulations, statutes, and codes.  Participates as a member of the City’s Executive Team; provides assistance to the City Manager and the City Council on police service-related matters.  Coordinates assigned activities with City officials, other City departments, and outside agencies as ap propriate; maintains effective working relationships with City staff, Federal/State/local agencies, the general public and others; seeks to achieve positive public relations in all Department activities; participates on committees and boards and in communi ty activities as assigned; attends meetings, conferences, and workshops as assigned; may testify in court and/or before legislative bodies.
 Coordinates with the Office of Emergency Services to ensure collaboration and joint efforts in planning and community preparedness efforts.
 Constantly strives to improve Departmental operation through training and professional development opportunities for employees and promotes inclusiveness and values diversity throughout the organization.
 Constantly strives to streng then Police Department relationships within the community, and encourage positive relationships with the public and possesses a high degree of awareness of and sensitivity to the cultural diversity of the community.  Prepares complex statistical and narrative reports, correspondence, and other documents.  May participate in difficult investigations and/or crime scenes as necessary to help manage and/or oversee operations; may perform special projects.  Serve as Acting City Manager as assigned.
 Performs other related duties as assigned.

QUALIFICATIONS

Knowledge of:
 Principles and practices of modern public administration including planning, organizing, staffing, leading, and controlling.
 Principles and practices of human resources management, supervision, and training.  Public relations practices and techniques.
 Current principles, practices, methods, and techniques of policing and law enforcement with particular reference to community -based policing including administrative, operational, and investigative services; maintenance and use of modern law enforcement, weapons, and safety equipment.
 Current literature, laws, regulations, and developments, as well as various agencies that impact police-related services.

Police Chief
Rev. 12/2022

3  Research methods; report writing techniques; stati stical concepts and methods; principles and techniques of project management.

Ability to:
 Lead, administer, and oversee a city Police Department; make decisions under pressure.  Supervise subordinate personnel, including managers, supervisors, and sworn professional staff.
 Develop and implement police service-related strategic plans, policies, and procedures.  Develop, administer, and control budgets.
 Read and interpret complex laws and regulations regarding police-related services.  Establish effective wor king relationships with public officials, public/private agencies, and the general public on a variety of issues.
 Prepare complex narrative and statistical reports, correspondence, and other documents.  Participate in or direct difficult investigations/crime scene activities if required.

Skill in:
 Use of modern office equipment, including computers, computer applications and software.  Use of modern communication devices including radios and cell phones.  Use of law enforcement weapons and other equipment.
 Meet the physical requirements necessary to safely and effectively perform the assigned duties.

EDUCATION AND EXPERIENCE

Any combination of education and experience that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be:

Education:

Possession of a Bachelor’s Degree from an accredited college or university with major work in public/business administration, criminal justice or related field is required. A Master’s Degree in business administration, criminal justice or related field is preferred.

Completion of Command College, FBI National Academy, or comparable law enforcement executive training is desired.

Bilingual: Knowledge of a second language is a plus.

Experience:

Ten years of increasingly responsible experience in all major phases of municipal police work; at least three years of responsible administrative/management experience in a municipal police department.

License or Certificate
Must maintain a valid CA POST certificate. Possession of a POST Management Certificate is desirable.

SPECIAL QUALIFICATIONS

Age
Must be at least 21 years of age by the date of appointment.

Police Chief
Rev. 12/2022

4 Citizenship
Must be a citizen of the United States by the date of appointment.

Driver License
Possession of a valid California Class C Driver license at the time of appointment. Loss of the license is cause for discipline.

Certification
Must obtain appropriate POST Certificate within POST designated timeframes.

Respiratory Protective Equipment
Work in this class requires wearing respiratory protective equipment at times. When assigned to such work, facial hair must be shaven when it interferes with the safe fitting of respiratory protective equipment.

Felony Convictions
Free of felony convictions under California Government Code Section 1029.

Candidates not employed by the Woodland Police Department must pass the following:

Background
Must pass a background investigation, which includes a criminal history check for job -related convictions, fingerprinting, polygraph test, credit check, and drug use history.

Medical/Drug Test/Psychological Test
Must pass a medical examination, drug test, and psychological test.

ADA Compliance

Physical Ability: Positions in this class typically require cli mbing, balancing, stooping, kneeling, crouching, reaching, standing, walking for extended time periods, pushing, pulling, lifting, fingering, grasping, talking, hearing, seeing, and repetitive motions. May require long periods of sitting, when in patrol car or class room setting

Heavy Work: Exerting in excess of 50 pounds of force occasionally, and/or in excess of 30 pounds of force constantly to move objects.

Physical Agility: Must be agile and have the ability to chase on foot suspects, climb walls/fenc es/stairs, while carrying standard safety gear.

Other Requirements:

Sensory Requirements: Requires the ability to recognize and identify similarities and differences between shade, degree or value of colors, shapes, sounds, forms, textures or physical ap pearance associated with objects and people.

Police Chief
Rev. 12/2022

5 Environmental Factors: May be subjected to moving mechanical parts, electrical currents, vibrations, fumes, odors, dusts, gases, poor ventilation, chemicals, oils, extreme temperatures, work space restrictions, intense noises, and environmental dangers.

Council Action: 12/15/2020

Deputy Police Chief
Rev. 12/2022
1 DEPUTY POLICE CHIEF

DEFINITION

Under executive direction, the Deputy Police Chief assists in performing administrative duties in planning, organizing, and directing the activities of the Police Department, Administrative Services, Operations, or Investigations; develops and implements goals and objectives, and evaluates programs and activities to ensure compliance; designs and implements crime prevention and other key programs.

DISTINGUISHING CHARACTERISTICS

This is a management -level classification populated with multiple incumbents. The Deputy Police Chief assists in the management of the Police Department and is responsible for the effective administration of the Bureaus consisting of professional police and technical staff personnel, both sworn a nd non-sworn, engaged in law enforcement work. Deputy Police Chief is distinguished from the next lower classification of Police Lieutenant, in that the Deputy Police Chief is responsible for the overall administration of the Police Department whereas the Police Lie utenant is responsible for the administration of a bureau or a division with the department.

SUPERVISION RECEIVED AND EXERCISED

Executive direction is provided by the Police Chief. Responsibilities include direct supervision of sworn and non -sworn personnel including Police Bureau Managers and Administrative Analysts.

ESSENTIAL DUTIES AND RESPONSIBILITIES

Duties may include, but are not limited to, the following:

 Provides executive leadership to and assumes administrative control of all perso ns employed within the Police Department; directs the preparation of a variety of record s and reports relating to department activities; reviews and evaluates reports submitted by subordinate personnel; acts as a representative for the Police Department at meetings, conferences, and other public functions; identifies and resolves difficult public and human relations problems; in the absence of the Police Chief, assumes an Acting role.
 Assists in d eveloping and implement ing departmental goals, objectives, po licies, and procedures for t he Police Department ; assists in developing the departmental budget

Deputy Police Chief
Rev. 12/2022
2 and provides administrative guidance for the control of budget expenditures; reviews and directs the department’s fiscal, equipment, and human resources.  Evaluates and modifies, as required, programs, activities, policies, procedures, rules, orders, and regulations to ensure compliance with the City's and department's mission, goals, and objectives and general law; designs, coordinates, and implements community organization and mobilization efforts to achieve the department's mission, goals, and objectives.
 Develops and implements contemporary technical and administrative methods of crime prevention, juvenile delinquency control, law enforcement, and related funct ions, including investigation and identification, patrol, traffic control, and safety.  Assists in the evaluation process of potential candidates for the ranks of officer, sergeant, and lieutenat; interviews candidates and makes recommendations to Police Chief; directs and evaluates the work of sworn and non -sworn subordinates; reviews investigations of officer and/or staff misconduct within the office and divisions assigned and recommends disciplinary action to the Police Chief.  Regular, predictable, consistent and timely attendance is an essential function of the position, in that Employee must be present to accomplish the tasks of the position.  Performs other or related duties as assigned.

QUALIFICATIONS

Knowledge of:

 Contemporary principles, practices , and techniques of Police Administration, organization, and operations, including fiscal and human resources management.  Federal, State, and local laws, ordinances, and regulations affecting the activities of the department.
 Criminal law, with particular reference to community-based policing, the apprehension, arrest, and prosecution of persons committing misdemeanors and felonies, and of the laws of arrest, search and seizure, and rules of evidence.  Contemporary technical and administrative methods of cri me prevention, juvenile delinquency control, law enforcement, and related functions, including investigation and identification, patrol, traffic control, and safety.  Principles of organization, administration, supervision, and personnel development.  Contemporary technology and its application in law enforcement, including various types of firearms, communication devices/systems, information systems, and vehicles.

Ability to:

 Analyze sensitive and complex law enforcement problems and adopt quick, effective , and reasonable course(s) of action.
 Develop, implement, and monitor budgets for an office and/or divisions assigned.  Plan, organize, direct, monitor, and evaluate the work of the office and/or division sworn and non-sworn staff.
 Prepare clear, concise, comprehensive reports and speak effectively before department staff, civic organizations, commissions, elected officials, and the general public.

Deputy Police Chief
Rev. 12/2022
3  Develop and implement activities for an office and/or division assigned, including budget implementation and mo nitoring, and evaluating staff, technological, and material needs.
 Develop and implement contemporary technical and administrative methods of crime prevention, juvenile delinquency control, law enforcement, and related functions, including investigation and identification, patrol, traffic control, and safety.  Design and implement community organization and mobilization efforts that facilitate achievement of the department's mission, goals, and objectives.  Identify and resolve difficult public and human rela tions problems.  Establish and maintain cooperative and effective working relationships with the public, governmental officials, city departments, employees, and representatives of the press, television, and radio media.
 Speak effectively before department staff, civic organizations, commissions, elected officials, and the general public

Skill in:

 Use of computers, related computer applications and software.  Driving a vehicle under hazardous conditions.
 The use of ancillary police weaponry and weaponless defense.  The use of first-aid, including Cardiopulmonary Resuscitation techniques  Meet the physical requirements necessary to safely and effectively perform the assigned duties.

EDUCATION AND EXPERIENCE

Any combination of education and experience that wo uld likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be:

Education:

Possession of a Bachelor’s D egree from an accredited college or university with major course work in Criminal Justice, Public Administration, Business Administration, Political Science or a closely related field; a Master's Degree is desirable.

Completion of Command College, FBI National Academy, or comparable law enforcement executive training is desired.

Bilingual: Knowledge of a second language is a plus.

Experience:

Three years of experience in a responsible middle management capacity in a municipal police department.

Deputy Police Chief
Rev. 12/2022
4 License or Certificate:

Must maintain a valid CA POST certificate . Possession of a PO ST Management Certificate is desirable.

SPECIAL QUALIFICATIONS

Age
Must be at least 21 years of age by the date of appointment.

Citizenship
Must be a citizen of the United States by the date of appointment.

Driver License
Possession of a valid Califor nia Class C Driver license at the time of appointment. Loss of the license is cause for discipline.

Certification
Must obtain appropriate POST Certificate within POST designated timeframes.

Respiratory Protective Equipment
Work in this class requires wea ring respiratory protective equipment at times. When assigned to such work, facial hair must be shaven when it interferes with the safe fitting of respiratory protective equipment.

Felony Convictions
Free of felony convictions under California Government Code Section 1029.

Probationary Period
Employees must complete twelve (12) months of probation at the satisfactory performance level prior to gaining permanent status.

Canidates not employeed by the Woodland Police Department must pass the following:

Background
Must pass a background investigation, which includes a criminal history check for job -related convictions, fingerprinting, polygraph test, credit check, and drug use history.

Medical/Drug Test/Psychological Test
Must pass a medical examination, drug test, and psychological test.

ADA Compliance

Physical Ability: Positions in this class typically require climbing, balancing, stooping, kneeling, crouching, reaching, standing, walking for extended time periods, pushing, pulling, lifting, fingering, grasping, talking, hearing, seeing, and repetitive motions. May require long periods of sitting, when in patrol car or class room setting

Deputy Police Chief
Rev. 12/2022
5 Heavy Work: Exerting in excess of 50 pounds of force occasionally, and/or in excess of 30 pounds of force constantly to move objects.

Physical Agility: Must be agile and have the ability to chase on foot suspects, climb walls/fences/stairs, while carrying standard safety gear.

Other Requirements:

Sensory Requirements: Requires the ability to recognize and identify sim ilarities and differences between shade, degree or value of colors, shapes, sounds, forms, textures or physical appearance associated with objects and people.

Environmental Factors: May be subjected to moving mechanical parts, electrical currents, vibrations, fumes, odors, dusts, gases, poor ventilation, chemicals, oils, extreme temperatures, work space restrictions, intense noises, and environmental dangers.

Council Action: 12/20/2022

Police Lieutenant
Rev. 12/2022
1 POLICE LIEUTENANT

DEFINITION

Under limited direction, the Police Lieutenant performs difficult administrative duties in planning, organizing, and directing the activities of a large division and/or designated area while meeting the goals and objectives of the Police Department; assists in designing and implementing procedures, methods and programs; assumes command in emergency situations.

DISTINGUISHING CHARACTERISTICS

This is a management-level classification populated with multiple incumbents. The Police Lieutenant is responsible for performing administrative work of considerable difficulty in managing a major functional unit or shift with the Police Department. This classification is distinguished from the next lower sworn classification of Police Sergeant in that the Police Lieutenant has responsibility for a large division or area that includes the supervision of Sergeants, while the Sergeant supervises the activities of a departmental unit.

SUPERVISION RECEIVED AND EXERCISED

Limited direction is provided by a Deputy Chief of Police or the Chief of Police. Responsibilities include direct and indirect supervision of sworn and non -sworn personnel including Sergeants, Officers, Community Service Officers, Record Specialists, and other personnel.

ESSENTIAL DUTIES AND RESPONSIBILITIES

Depending on assignment, duties may include, but are not limited to, the following:

 Develops and implements division or area goals, objectives, policies, and procedures in support of the department ’s mission, vision a nd values; evaluates division activities, policies, procedures, and departmental rules, orders, and regulations and makes recommendations as needed; assists in designing, coordinating, and implementing community education, organization and mobilization efforts.
 Assists in designing and implementing contemporary technical and administrative methods of crime prevention, juvenile delinquency control, law enforcement, and related functions, including investigation and identification, patrol, traffic control, and safety.  Assumes administrative control of all persons employed within a division or area assigned; reviews, directs, and develops the performance of assigned staff and support staff; organizes and coordinates the dissemination of support information to s taff within the office, division, or area assigned; establishes and directs training programs for both sworn and non -sworn personnel; reviews investigations of officer and/or staff misconduct within the office, division or area assigned and recommends disc iplinary action to the Deputy Chief of Police or the Chief of Police.

Police Lieutenant
Rev. 12/2022
2  Conducts inspections of the division or area assigned to ensure compliance with laws, department and City policies and procedures.
 Assists in developing, implementing, and monitoring a d ivision's budget and provides administrative guidance for the control of budget expenditures.  Acts as representative for the Police Department at meetings, conferences, and other public functions; identifies and resolves difficult public and human relations problems; serves as Acting Deputy Chief of Police, as required.
 Regular, predictable, consistent and timely attendance is an essential function of the position, in that Employee must be present to accomplish the tasks of the position.  Performs other or related duties as assigned.

QUALIFICATIONS

Knowledge of:

 Contemporary principles, practices, and techniques of Police administration, organization, and operations, including fiscal and human resources management.  Laws, ordinances, and regulations affect ing the activities of a division or area assigned, specifically; and the department, in general.
 Criminal law, with particular reference to community-based policing, the apprehension, arrest, and prosecution of persons committing misdemeanors and felonies, and of the laws of arrest, search and seizure, and rules of evidence.
 Contemporary technical and administrative methods of crime prevention, juvenile delinquency control, law enforcement, and related functions, including investigation and identification, patrol, traffic control, and safety. .
 Principles of organization, administration, supervision, and personnel development.  Contemporary technology and its application in law enforcement, including various types of firearms, communication devices/systems, information systems, and vehicles.

Ability to:

 Analyze sensitive and complex law enforcement problems and adopt quick, effective, and reasonable courses of action.
 Plan, organize, direct, monitor, and evaluate the work of division or area, assigned sworn and non-sworn staff.
 Prepare clear, concise, comprehensive reports and speak effectively before department staff, civic organizations, commissions, elected officials, and the general public.  Develop and implement technical and administrative methods of cri me prevention, juvenile delinquency control, law enforcement, and related functions, including investigation and identification, patrol, traffic control,
and safety.
 Develop and implement activities for a division or area assigned, including budget implementation and monitoring; and evaluating staff, technological, and material needs.  Design and implement community organization and mobilization efforts that facilitate achievement of the department's mission, goals, and objectives.  Identify and resolve difficult public and human relations problems.  Establish and maintain cooperative, effective working relationships with the public, governmental officials, city departments, employees, and representatives of newspaper, television, and radio media.

Police Lieutenant
Rev. 12/2022
3 Skill in:

 Use of computers, related computer applications and software.  Driving a vehicle under hazardous conditions.
 The use of ancillary police weaponry and weaponless defense.  The use of first-aid, including Cardiopulmonary Resuscitation techniques.  Meet the physical requirements necessary to safely and effectively perform the assigned duties.

Education and Experience

Any combination of education and experience that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be:

Education:

Possession of a Bachelor’s Degree from an accredited college or university with major course work in Criminal Justice, Business Administration, Political Science or a closely related field. Must success fully complete the POST Management Course within 12 months of appointment to Lieutenant position.

Bilingual: Knowledge of a second language is a plus.

Experience:

Four years of experience in law enforcement work in the City of Woodland including two yea rs of experience in the rank of Police Sergeant, or five years of law enforcement experience including two years of experience in a position equivalent to Police Sergeant in the City of Woodland.

License or Certificate
Must maintain a valid CA POST certificate. Possession of a POST Supervisory Certificate is desirable.

SPECIAL QUALIFICATIONS

Age
Must be at least 21 years of age by the date of appointment.

Citizenship
Must be a citizen of the United States by the date of appointment.

Driver License
Possession of a valid California Class C Driver license at the time of appointment. Loss of the license is cause for discipline.

Certification
Must obtain appropriate POST Certificate within POST designated timeframes.

Respiratory Protective Equipment
Work in this class requires wearing respiratory protective equipment at times. When assigned to such work, facial hair must be shaven when it interferes with the safe fitting of respiratory protective equipment.

Felony Convictions
Free of felony convictions under California Government Code Section 1029.

Police Lieutenant
Rev. 12/2022
4 Probationary Period
Employees must complete twelve (12) months of probation at the satisfactory performance level prior to gaining permanent status.

Candidates not employed by the Woodland Police Department must pass the following:

Background
Must pass a background investigation, which includes a criminal history check for job -related convictions, fingerprinting, polygraph test, credit check, and drug use history.

Medical/Drug Test/Psychological Test
Must pass a medical examination, drug test, and psychological test.

ADA Compliance

Physical Ability: Positions in this class typically require climbing, balancing, stooping, kneeling, crouching, reaching, standing, walking for extended time periods, pushing, pull ing, lifting, fingering, grasping, talking, hearing, seeing, and repetitive motions. May require long periods of sitting, when in patrol car or class room setting

Heavy Work: Exerting in excess of 50 pounds of force occasionally, and/or in excess of 30 po unds of force constantly to move objects.

Physical Agility: Must be agile and have the ability to chase on foot suspects, climb walls/fences/stairs, while carrying standard safety gear.

May be assigned a bicycle patrol, and would require the skills to ride a bike.

Other Requirements:

Sensory Requirements: Requires the ability to recognize and identify similarities and differences between shade, degree or value of colors, shapes, sounds, forms, textures or physical appearance associated with objects and people.

Environmental Factors: May be subjected to moving mechanical parts, electrical currents, vibrations, fumes, odors, dusts, gases, poor ventilation, chemicals, oils, extreme temperatures, work space restrictions, intense noises, and environmental dangers.

Council Action: 12/15/2020

Police Sergeant
Rev.12/2022
1 POLICE SERGEANT

DEFINITION

Under direction, to perform supervisory, specialized and complex duties within the Woodland Police Department.

DISTINGUISHING CHARACTERISTICS

Police Sergeant is distinguished from the Police Officer classification in that it is a supervisor level classification which supervises subordinate employees, including training, motivating, coaching, correcting, evaluating subordinate employees while the latter has no supervisory responsibility.

Police Sergeants receive assignments and special instruction from higher ranking officers.

ESSENTIAL DUTIES AND RESPONSIBILITIES

Depending upon assignments, duties may include, but are not limited to the following:

 Train, counsel, and evaluate subordinate employees; provide direct supervision in complex situations.
 Take appropriate action to correct substandard performance of subordinate employees.  Keep records and prepare and review written reports.
 Maintain close and effective relationships with fellow employees, civic groups, and the general community and law enforcement agencies.
 Patrol a designated area of the city to preserve order, prevent crime and discover criminal acts, and make arrests, or write citations.
 Answer radio dispatched or citizens' request for police services.  Conduct investigations, gather evidence, interview witnesses, take statements, and make arrests, or write citations.
 Apprehend, interrogate and make arrests of suspects.
 Testify in court at criminal hearings and trials.
 Provide traffic control at accident scenes, fires, and congested areas.  May work in plain clothes to conduct follow-up investigations, and to suppress vice, narcotics or gang activities.
 Conduct lineups for identification of suspects.
 Attend community meetings to discuss crime problems.
 Evaluate and control violent situations and persons.
 Order and direct emergency equipment at accident and disaster scenes.  Search for missing persons.
 Drive vehicles under hazardous and emergency conditions.  Provide first aid to injured or sick persons.
 Provides exceptional customer service to those contacted in the course of work.

Police Sergeant
Rev.12/2022
2  Regular, predictable, consistent and timely attendance is an essential function of the position, in that Employee must be present to accomplish the tasks of the position.  Other related duties may also be performed; not all duties listed are necessarily performed by each individual holding this classification.

QUALIFICATIONS

Knowledge of:

 Methods, principles, and practices of supervision and training.  Federal, state, and city codes and ordinances relating to law enforcement.  Modern approved principles and procedures of police work with particular reference to community-based policing.
 Department General Orders and directives.
 City geography, streets and principal locations.
 Court and evidence procedures.
 Court decisions affecting police practices.
 Radio procedures.

Ability to:

 Establish and maintain effective working relationships with co-workers, other City employees, and the community.
 Communicate in English in a clear, distinct, and understandable manner.  Write clearly, accurately, concisely, and legibly using correct English, grammatical construction, and spelling.
 Read and interpret complex technical documents in English.  Understand and carry out oral and written instructions.  Observe, assimilate, remember, record, and recall pertinent facts and details.  Read maps and mapped information.
 Apply selected knowledge (i.e., laws, statutes, court decisions, department policies, criminal investigation theories, etc.) in collecting, organizing, and analyzing a variety of information in order to decide on an appropriate and reasonable course of action.  Analyze problems and rationally and calmly take effective action in emergency and stress situations.
 Plan and effectively present material orally to diverse groups.  Deal courteously but firmly with the general public.
 Use firearms safely and accurately.
 Climb barriers, jump obstacles, and perform strenuous physical activities.  Control resisting subjects with a minimum of force necessary to affect an arrest.  Use modern computer equipment including in car mobile data computers, in car video and audio recording devices, electronic mapping and GPS equipment, and specialized tracking equipment.

Skill in:

 Driving a vehicle under hazardous conditions.
 The use of ancillary police weaponry and weaponless defense.

Police Sergeant
Rev.12/2022
3  The use of first-aid, including Cardiopulmonary Resuscitation techniques.

Education and Experience

Education:

Successful completion of a California P.O.ST. Police Academy and High school diploma o r G.E.D. equivalent.

Bilingual: Knowledge of a second language is a plus.

Experience:

Four years of experience equivalent to that of a Police Officer.

License or Certificate:

Must maintain a valid CA POST certificate.

SPECIAL QUALIFICATIONS

Age
Must be at least 21 years of age by the date of appointment.

Citizenship
Must be a citizen of the United States by the date of appointment.

Driver License
Possession of a valid California Class C Driver license at the time of appointment. Loss of the license is cause for discipline.

Respiratory Protective Equipment
Work in this class requires wearing respiratory protective equipment at times. When assigned to such work, facial hair must be shaven when it interferes with the safe fitting of respiratory protective equipment.

Felony Convictions
Free of felony convictions under California Government Code Section 1029.

Probationary Period
Employees must complete twelve (12) months of probation at the satisfactory performance level prior to gaining permanent status.

Canidates not employeed by the Woodland Police Department must pass the following:

Background
Must pass a background investigation, which includes a criminal history check for job -related convictions, fingerprinting, polygraph test, credit check, and d rug use history.

Medical/Drug Test/Psychological Test
Must pass a medical examination, drug test, and psychological test.

Police Sergeant
Rev.12/2022
4 ADA Compliance

Physical Ability: Positions in this class typically require climbing, balancing, stooping, kneeling, crouching, reaching, standing, walking for extended time periods, pushing, pulling, lifting, fingering, grasping, talking, hearing, seeing, and repetitive motions. May require long periods of sitting, when in patrol car or class room setting

Heavy Work: Exerting in excess of 50 pounds of force occasionally, and/or in excess of 30 pounds of force constantly to move objects.

Physical Agility : Must be agile and have the ability to chase on foot suspects, climb walls/fences/stairs, while carrying standard safety gear.

May be assigned a bicycle patrol, and would require the skills to ride a bike.

Other Requirements:

Sensory Requirements: Requires the ability to recognize and identify similarities and differences between shade, degree or value of colors, shapes, sounds, fo rms, textures or physical appearance associated with objects and people.

Environmental Factors: May be subjected to moving mechanical parts, electrical currents, vibrations, fumes, odors, dusts, gases, poor ventilation, chemicals, oils, extreme temperatur es, work space restrictions, intense noises, and environmental dangers.

Council Action: 12/20/2022

Police Officer
Rev 12/2022
1 POLICE OFFICER

DEFINITION

To provide services through the enforcement of laws and ordinances.

DISTINGUISHING CHARACTERISTICS

The classification of Police Officer is a journey level classification assigned full arrest and citation powers under the California Penal Code. Police Officer is distinguished from the Police Recruit classification in that it has full police authority to carry out the enforcement of laws and ordinances while the latter is a recruiting and training-level classification with no police authority. Police Officer is distinguished from the Police Sergeant classification in that it is a journey level classification which has no supervisory responsibilities except for training new employees while the latter has supervisory responsib ility and directs work of subordinate personnel on a continual basis. Police Officers receive assignments and special instruction from higher ranking officers who also review the Police Officer's work.

SUPERVISION RECEIVED AND EXERCISED

General supervision is provided by higher level sworn personnel.

ESSENTIAL DUTIES AND RESPONSIBILITIES

Depending upon assignments, duties may include, but are not limited to the following:
 Patrol a designated area of the city on foot, on a bicycle, on a motorcycle, or in a patrol car, jeep or van to preserve order, prevent crime and discover criminal acts, and make arrests.  Answer radio dispatched or citizens' request for police services at accident scenes, domestic disputes, law violations, and peace disturbances.
 Conduct investigations, gather evidence, interview witnesses, take statements, make arrests, or write citations and make written reports at crime or accident scenes.  Testify in court at criminal hearings and trials.
 Provide traffic control at accident scenes, fires, and congested areas.  May work in plain clothes to conduct follow -up investigations, and to suppress vice or narcotics activities.
 Conduct lineups for identification of suspects.
 Attend community meetings to discuss crime problems.
 Evaluate and control violent situations and subjects.  Order and direct emergency equipment at accident and disaster scenes.  Search for missing subjects.
 Drive vehicles under hazardous and emergency conditions.  Train new employees in proper police procedures.

Police Officer
Rev 12/2022
2  Provide first aid to injured or sick subjects.
 Regular, predictable, consistent and timely attendance is an essential function of the position, in that Employee must be present to accomplish the tasks of the position.  Perform related duties as assigned.

QUALIFICATIONS

Knowledge of:

 Federal, state, and city codes and ordinances relating to law enforcement.  Modern approved principles and procedures of police work with particular reference to community-based policing.
 Department rules and regulations.
 General Orders and directives.
 City streets and principal locations.
 Court and evidence procedures.
 Court decisions affecting police practices.
 Radio procedures.

Ability to:

 Express him/herself in English in a clear, distinct, and understandable manner when speaking to indivi duals, to people of different socio -economic levels, before various public and community groups, and when testifying in court.
 Write clearly, accurately, concisely, and legibly using correct English, grammatical construction, and spelling.
 Read and interpret complex technical documents in English.  Understand and carry out oral and written instructions.  Observe, assimilate, remember, record, and recall pertinent facts and details.  Read maps and mapped information.
 Apply selected knowledge (i.e., laws, statutes, court decisions, department policies, criminal investigation theories, etc.) in collecting, organizing, and analyzing a variety of information in order to decide on an appropriate and reasonable course of action.  Deal with people of different socio-economic levels without arousing their antagonism.  Analyze problems and rationally and calmly take effective action in emergency and stress situations.
 Plan and effectively present material orally to diverse groups.  Deal courteously but firmly with the general public.
 Establish and maintain cooperative working relationships with co -workers and other City employees.
 Use firearms safely and accurately.
 Climb barriers, jump obstacles, and perform strenuous physical activities.  Control resisting subjects with a minimum of force necessary to effect an arrest.

Skill in:

 Driving a vehicle under hazardous conditions.
 The use of ancillary police weaponry and weaponless defense.  The use of first-aid, including Cardiopulmonary Resuscitation techniques.

Police Officer
Rev 12/2022
3 Experience and Education:

Education:

Successful completion of a California P.O.ST. Police Academy and High school diploma or G.E.D. equivalent

Lateral entry applicants must possess or be eligible to possess upon appointment a POST Basic Certificate.

Bilingual: Knowledge of a second language is a plus.

SPECIAL QUALIFICATIONS

Age
Must be at least 21 years of age by the date of appointment.

Citizenship
Must be a citizen of the United States by the date of appointment.

Driver License
Possession of a valid California Class C Driver license at the time of appointment. Loss of the license is cause for discipline.

Respiratory Protective Equipment
Work in this class requires wearing respiratory protective equipment at times. When assigned to such work, facial hair must be shaven when it interferes with the safe fitting of respiratory protective equipment.

Felony Convictions
Free of felony convictions under California Government Code Section 1029.

Background
Must pass a background investigation, which includes a criminal history check for job -related convictions, fingerprinting, polygraph test, credit check, and drug use history.

Medical/Drug Test/Psychological Test
Must pass a medical examination, drug test, and psychological test.

Probationary Period
Employees must com plete twelve (12) months of probation at a satisfactory performance level prior to gaining permanent status.

License or Certificate
Possession of a CA POST certificate or CA POST Proof of Eligibility certificate.

Police Officer
Rev 12/2022
4 ADA Compliance

Physical Ability: Positions in this class typically require climbing, balancing, stooping, kneeling, crouching, reaching, standing, walking for extended time periods, pushing, pulling, lifting, fingering, grasping, talking, hearing, seeing, and repetitive motions. May require l ong periods of sitting, when in patrol car or class room setting

Heavy Work: Exerting in excess of 50 pounds of force occasionally, and/or in excess of 30 pounds of force constantly to move objects.

Physical Agility : Must be agile and have the ability to chase on foot suspects, climb walls/fences/stairs, while carrying standard safety gear.

May be assigned a bicycle patrol, and would require the skills to ride a bike.

Other Requirements:

Sensory Requirements: Requires the ability to recognize and iden tify similarities and differences between shade, degree or value of colors, shapes, sounds, forms, textures or physical appearance associated with objects and people.

Environmental Factors: May be subjected to moving mechanical parts, electrical currents, vibrations, fumes, odors, dusts, gases, poor ventilation, chemicals, oils, extreme temperatures, work space restrictions, intense noises, and environmental dangers.

Council Action:

Police Officer Recruit
Rev 12/2022
1 POLICE OFFICER RECRUIT

DEFINITION

Under close supervision, Police Officer Recruits participate in a basic law enforcement-training program. Police Officer Recruits gain an understanding of police procedures, law enforcement techniques, first aid, and acquire physical and emotional skills needed to successfully complete the police academy and may perform non -sworn, non-hazardous duties in support of a variety of police operations.

DISTINGUISHING CHARACTERISTICS

The Police Officer Recruit is a non -career developmental classification used to recruit and train qualified candidates to learn the duties of a Police Officer. Incumbents of this class undergo a formal, comprehensive training program in a State of California Commission on Peace Officer Standards and Training (P.O.S.T.) Basic Police Academy to prepare for performing duties in support of police operations. Incumbents are expected to demonstrate satisfactory proficiency in the required physical agility-testing component prior to and during the aca demy. On -going physical training will be a required skill set for any successful incumbent.

Upon satisfactory graduation from a P.O.S.T. Basic Course Police Academy, a Police Officer Recruit meeting the requirements of the Police Officer classification sh all be advanced to the career classification of Police Officer.

Employees shall not be classified as Police Officer Recruit for more than one year from the date of hire unless the employee was unsuccessful in an Academy and the employee is invited to participate in an additional academy. Advancement to Police Officer is dependent upon satisfactory job performance. Failure to graduate from the Police Academy and/or failure to meet satisfactory progress within the prescribed training period will be cause for termination.

SUPERVISION RECEIVED AND EXERCISED

As a Police Officer Recruit, the Recruit will attend a Peace Officer Standards and Training (P.O.S.T), a certified basic academy during regular academy hours and any other scheduled departmental and academy exercise activities. Successful completion of the academy is required to continue employment and be promoted to a Police Officer. General supervision will be provided from a high level Police Department personnel, both sworn and civilian, and P.O.S.T. Academy Staff. No direct supervision of staff is exercised.

Police Officer Recruit
Rev 12/2022
2 EXAMPLES OF DUTIES

The following are typical illustrations of duties encompassed by the Police Officer Recruit job class, not an all-inclusive or limiting list:

ESSENTIAL DUTIES AND RESPONSIBILITIES

 Learn and apply knowledge of the Woodland Police Department's organization, chain of command, and rules and regulations.
 Learn, identify and emulate principles and techniques that promote community service, crime prevention, and appropriate behavior.
 Learn and apply knowledge of enforcement and procedural aspects of criminal law and the legal obligations inherent in enforcement of those laws.  Learn and apply knowledge of proficient application of the rules of evidence. Receive training in an d practice effective and professional communications through written, oral, and mechanical media.
 Learn to recognize vehicle violations, locating the violations in the Vehicle Code, and under supervision, safely and professionally contact the violator.  Learn and apply basic criminal investigation processes and techniques, including the identification, collection, and preservation of evidence, courtroom testimony, and witness interrogation.
 Learn and practice physical fitness and defense techniques programs.  Learn and practice first aid, including Cardiopulmonary Resuscitation techniques.  Regular, predictable, consistent and timely attendance is an essential function of the position, in that Employee must be present to accomplish the tasks of the position.

QUALIFICATIONS

Ability to:
 Acquire, through training, knowledge of modern approved principles, practices, and procedures of police work, state laws, City ordinances, first aid, the geography of the City, and the location of important buildings.
 Write clear ly, accurately, concisely, legibly, and with correct English , grammatical construction and spelling.
 Read and interpret complex technical documents in English. Understand and carry out oral and written instructions.
 Observe, assimilate, remember, record, a nd recall pertinent facts and details. Read maps and mapped information.
 Apply selected knowledge (i.e., laws, statutes, court decisions, department policies, criminal investigation theories, etc.) in collecting, organizing, and analyzing a variety of info rmation in order to decide on an appropriate and reasonable course of action.  Analyze problems and have the potential to rationally and calmly take effective action in emergency and stress situations.
 Plan and effectively present material orally to diverse groups. Deal courteously , but firmly, with the general public.
 Establish and maintain cooperative working relationships with co -workers and other City employees.
 Undergo strenuous physical conditioning.

Police Officer Recruit
Rev 12/2022
3 EXPERIENCE AND EDUCATION

Education:

High school diploma or G.E.D. equivalent

Experience:

No experience required.

Bilingual: Knowledge of a second language is a plus.

License or Certification:

Ability to obtain and maintain a CA POST certificate or CA POST Proof of Eligibility certificate.

SPECIAL QUALIFICATIONS

Age:

Must be at least 21 years of age by the time of appointment to Police Officer.

Citizenship:

Must be a citizen of the United States by the date of appointment.

Driver License:

Possession of a valid California Class C Driver License at the time of appointment.

Respiratory Protective Equipment:

Work in this class requires wearing respiratory protective equipme nt at times. When assigned to such work, facial hair must be shaven when it interferes with the safe fitting of respiratory protective equipment.

Felony Convictions:

Free of felony convictions under California Government Code Section 1029.

Background:

Must pass a background investigation, which includes a criminal history check for job -related convictions, fingerprinting, polygraph test, credit check, and drug use history.

Medical/Drug Test/Psychological Test:

Must pass a medical examination, drug test, and psychological test.

ADA Compliance

Physical Ability: Positions in this class typically require climbing, balancing, stooping, kneeling, crouching, reaching, standing, walking for extended time periods, pushing, pulling, lifting, fingering, grasping, talking, hearing, seeing, and repetitive motions. May require long periods of sitting, when in patrol car or class room setting

Police Officer Recruit
Rev 12/2022
4 Heavy Work: Exerting in excess of 50 pounds of force occasionally, and/or in excess of 30 pounds of force constantly to move objects.

Physical Agility : Must be agile and have the ability to chase on foot suspects, climb walls/fences/stairs, while carrying standard safety gear.

May be assigned a bicycle patrol, and would require the skills to ride a bike.

Other Requirements:

Sensory Requirements: Requires the ability to recognize and identify similarities and differences between shade, degree or value of colors, shapes, sounds, forms, textures or physical appearance associated with objects and people.

Environmental Factors: May be subjected to moving mechanical parts, electrical currents, vibrations, fumes, odors, dusts, gases, poor ventilation, chemicals , oils, extreme temperatures, work space restrictions, intense noises, and environmental dangers.

Council Action: 12/20/2022

TO: THE HONORABLE MAYOR AND CITY COUNCIL
AGENDA: City Council Regular Meeting
DATE: December 20, 2022
ITEM #: G.7
SUBJECT: Police Mid-Management Unit Side Letter of Agreement

Recommendation for Action: Staff recommends that the City Council approve the Side Letter of Agreement with the Woodland Police Mid-Management Unit.

Staff Contact:

Kim McKinney, Administrative Services Director, (530) 661-5849, [email protected]

Fiscal Impact:

The fiscal impact related to the Side Letter of Agreement is relatively minor and can be absorbed within the current fiscal year 2022/23 budget, and no additional budget action is required.

Background:

On June 15, 2021, the City Council approved a Memorandum of Understanding (MOU) between the City and the Woodland Police Mid-Management Unit employees (PMMA). This MOU covered the three-year period from July 1, 2021 to June 30, 2024. A first Side Letter of Agreement was approved by Council on September 6, 2022, to include and/or adjust several provisions in the initial MOU to better align salary and benefits with the other two police bargaining units in the City.

Discussion:

The current MOU allows members of the PMMA to earn incentive pay for having a Master's Degree or for completing POST Command College. Some members of the PMMA have or will have the opportunity to complete the Federal Bureau of Investigation (FBI) National Academy. Completion of this program does not currently result in any additional opportunity to earn incentive pay, since the requirements to successfully complete the FBI Academy are extensive, at least comparable to completing the POST Command College, staff recommends adding the FBI Academy to the MOU as a qualifying program to result in incentive pay for PMMA members.

The Side Letter also includes a modification to the timing of payment of the uniform allowance to PMMA members. Currently, PMMA receives an annual uniform allowance in equal installments twice per year. The side letter modifies the timing to pay uniform allowance each month, consistent with other associations and with requirements from CalPERS.

Conclusion:

Staff recommends that the City Council approve the Side Letter of Agreement with the Woodland Police Mid- Management Unit.

Prepared by: Kim McKinney, Administrative Services Director

Attachments:

1. PMMA Side Letter of Agreement Dec 2022 - FBI Academy and Uniform

MEMORANDUM
DATE: December 20, 2022

TO: Deputy Chief Anthony Cucchi, Woodland Police Mid-Management Unit

FROM: Ken Hiatt, City Manager

SUBJECT: Memorandum of Understanding (MOU) Side Letter of Agreement

This side letter of agreement serves to memorialize the agreement, post labor negotiations, between the City of Woodland and the Woodland Police Mid-Management Unit.

The following modifications shall be made to the Memorandum of Understanding between the City and Woodland Police Mid-Management Unit (PMMA) covering the period from July 1, 2020 to June 30, 2024.

Section 2.7 Certificate Pay is modified, as of December 1, 2022, to include the Federal Bureau of Investigation (FBI) National Academy. The revised language will be as follows:

2.7.4 Employee shall receive an additional five (5%) percent of base pay for holding a Master’s Degree, for having completed POST Command College, or for having completed the Federal Bureau of Investigation (FBI) National Academy. Maximum of five (5%) percent can be earned under this section.

Section 2.2 Uniform Allowance is modified, as of July 1, 2023, to change the timing of payments:

2.2.1 Employees covered by this Resolution required by the Police Chief to wear a uniform shall receive $900 annually. Beginning July 1, 2023, payments will be made on a bimonthly basis.

Resolution 7729, adopting the MOU between the City and the PMMA is hereby modified as reflected in the sections listed above. All other provisions of the MOU remain unchanged, unless the parties mutually agree to reopen negotiations.

AGREED TO THIS DATE: December 20, 2022

FOR THE CITY OF WOODLAND FOR THE WOODLAND POLICE MID

MANAGEMENT UNIT

___________________
Ken Hiatt Anthony Cucchi
City Manager Woodland Police Mid-Management Unit

TO: THE HONORABLE MAYOR AND CITY COUNCIL
AGENDA: City Council Regular Meeting
DATE: December 20, 2022
ITEM #: G.8
SUBJECT: Revision to Council Committee Assignments

Recommendation for Action: Staff recommends that the City Council amend the attached City Council Assignments for 2023.

Staff Contact: Ana B. Gonzalez, City Clerk - (530) 661-5806, [email protected]

Discussion:

City Council assignments are generally set upon the seating of the Council after an election. The Council will often review and amend its assignments after the annual rotation of its officers.

The attached updated City Council assignments will take effect January 1st and remain, unless amended by Council, until reviewed after the certification of the 2024 November elections.

Attachments:

1. Copy of Copy of Council Assignments 2023 revised 12_20_2022

adopted 12/20/2022

LOCAL AGENCY FORMATION
COMMISSION (LAFCO) (1) P 4th Thursday 9:00 a.m.

SACRAMENTO AREA COUNCIL
OF GOVERNMENTS (SACOG) P A 3rd Thursday 9:00 a.m.

YOLO COUNTY

TRANSPORTATION DISTRICT
(YCTD)
P A 2nd Monday 7:00 p.m.

YOLO COUNTY HOUSING
AUTHORITY (2) P A 4th Wednesday 3:00 p.m.

YOLO SOLANO AIR QUALITY

MANAGEMENT DISTRICT
(YSAQMD)
P A 2nd Wednesday 9:00 a.m.

WATER RESOURCES

ASSOCIATION (WRA) /

YOLO SUB-BASIN

GROUNDWATER AGENCY (JPA)
P A 5 x per yr as needed
on Monday 3:00 p.m.

WOODLAND/DAVIS CLEAN
WATER AGENCY (JPA) P P 3rd Thursday
Quarterly 3:00 p.m.

SAC / YOLO VECTOR CONTROL

AND MOSQUITO ABATEMENT

DISTRICT
3rd Tuedsay 10:00 a.m.

YOLO COUNTY NATURAL

COMMUNITIES CONSERVATION

PLAN (JPA)
P A 3rd Monday 5:30 p.m.

YOLO ANIMAL SERVICES
PLANNING AGENCY A p
Monthly (date
varies) until Plan is
approved.
varies

VALLEY CLEAN ENERGY
ALLIANCE (JPA) BOARD P A P 2nd Thursday 5:30 p.m.

LIAISON APPOINTMENTS
YOLO COUNTY 2X2 P P 4th Thursday 4:00 p.m.

COLLABORATIVE FOR

WOODLAND YOUTH -
WJUSD/YCOE/WCC 3X2X2
P P 2nd Wednesday 8:00 a.m.

CHAMBER OF COMMERCE 2X2 P P 1st Friday
Bi-Monthly 8:30 a.m.

LIBRARY 2X2 P P

WOODLAND REC FOUNDATION
501(c)3
4th Wednesday 5:30 p.m.

LEAGUE OF CALIFORNIA CITIES -
VOTING DELEGATE (3) Appointed annually prior to Annual Conference Beginning 1/1995, this is a League of California
Cities program for regular communication between
Cities & their State legislative. representatives.

League of Cities / Annual Conference
Discusses issues of mutual interest & keep regular
dialog.

Discusses issues of mutual interest with School
Board and City Council Representatives.

Discusses issues of mutual interest & maintains
regular dialog.

On-call
LAFCO BOARD - Regular Seat 2019
Legislative coordination & information provision of
areas of interest to Cities in the region.

Established in 1998 by State legislation.

Adminsters countywide transit (YOLOBUS) system
& related planning services.

S. Denny

STALLARD
(2)

GARCIA-
CADENA
(3)
Joint Powers Board charged with preparation &
implementation of a Natural Communities
Conservation Plan to preserve habitat & open
space.

Appointed by City Council to serve 4-year term
through 2024.

LANSBURGH
(1)

FERNANDEZ
(4)
VEGA
(5)

MEETING
DATES

MEETING
TIME

COMMITTEE DEFINITION/PURPOSE
Joint Powers Board charged with oversight of
VCEA, Community Choice Aggregation program.

Yolo County, Davis, Woodland.

JPA established to develop a Strategic Plan for
providing animal services countywide.

FERNANDEZ
(4)
VEGA
(5)

MEETING
DATES

MEETING
TIME

COMMITTEE DEFINITION/PURPOSE
Davies - Community Member Non-Profit Board

CITY OF WOODLAND
CITY COUNCIL APPOINTMENTS - 2023
ADOPTED 12/20/2022

INTER-JURISDICTIONAL BODIES LANSBURGH
(1)
Bi-county regional air quality district with County
and City representatives.

Discusses countywide water availability, quality &
transfer issues; representatives from Cities, County,
Water Agencies & other interested organizations.

Groundwater Management Agency JPA

STALLARD
(2)

GARCIA-
CADENA
(3)

ECONOMIC DEVELOPMENT

SUB-COMMITTEE P P

INFRASTRUCTURE

SUB-COMMITTEE P P

PUBLIC SAFETY

SUB-COMMITTEE P P

HOMELESS SUB-COMMITTEE P P
AD HOC Sub-Committee

COMMERCIAL CANNABIS SUB-
COMMITTEE (PROP 64) P P

COMMISSION APPOINTMENTS

PARKS & RECREATION FACILITY

NEEDS ASSESSMENT SUB-

COMMITTEE
A ALTERNATE Designee - fill-in when Primary not available a Alternate - available to assist with Liaison role / Information Sharing Rotating On-Call

STALLARD
(2)

GARCIA-
CADENA
(3)
On-call

COMMITTEE DEFINITION/PURPOSE
On-call
Meets to review Capital Plans & facilties & related
subdivision infrastructure needs.

MEETING
TIME
On-call
On-call

STANDING COMMITTEES LANSBURGH
(1)

FERNANDEZ
(4)
VEGA
(5)

MEETING
DATES
On-call Completed Charge / Dissolve
Consider Updated Scope / Charge
Revisit pending Change in Commission
Recruitment Process for 2019
On-Call

TO: THE HONORABLE MAYOR AND CITY COUNCIL
AGENDA: City Council Regular Meeting
DATE: December 20, 2022
ITEM #: G.9
SUBJECT: Conflict of Interest Code Amendment Pursuant to the Political Reform Act of 1974

Recommendation for Action: Staff recommends that the City Council adopt Resolution No. _____, approving and adopting the amended Conflict of Interest Code pursuant to the Political Reform Act of 1974.

Staff Contact:

Ana B. Gonzalez, City Clerk - (530) 661-5806, [email protected]

Background:

Pursuant to the Political Reform Act (the “Act”), the City Council directed staff to conduct a review of the City’s Conflict of Interest Code (“Code”) to determine if a change in the Code was necessary, to revise the Code as necessary based upon such review and submit the amended Code to the City Council for adoption and approval, in accordance with Section 87303 of the Act.

During the review process, staff found that updates and amendments to the City’s Conflict of Interest Code are necessary. A redlined version of the proposed amended Code is attached.

Discussion:

The Political Reform Act of 1974, Government Code Section 81000 et seq. (the “Act”), requires all public agencies to adopt and maintain a Conflict of Interest Code. The Act further requires that agencies regularly review and update their conflict of interest codes as necessary as directed by the code-reviewing body or when change is necessitated by changed circumstances (Sections 87306 and 87306.5). The City Council is the City’s code-reviewing body. As the code-reviewing body, the City Council directed that the Code be reviewed and, if a change in the Code was necessary, that a revised Code be prepared and submitted to the City Council for adoption and approval. During this review, staff found that amendments to the Code are necessary.

Attached is a (redlined) version of the proposed amended Code. The proposed revisions are based on the establishment and recognition of new positions that must be designated, the revision of titles of existing positions, the deletion of titles that have been abolished, the revision of disclosure categories, revision of the assignment of disclosure categories based on the duties of various positions, the incorporation of FPPC Reg. 18730 as the provisions of the Code (known as FPPC Standard), and clarifying and declaring of positions to file disclosure statements under Section 87200 of the Act.

Conclusion:

Staff recommends that the City Council adopt Resolution No. _____, approving and adopting the amended Conflict of Interest Code pursuant to the Political Reform Act of 1974.

Prepared by: Ana B. Gonzalez, City Clerk

Attachments:

1. Conflict of Interest Code Resolution_Dec 2022

2. DRAFT COIC - WORKING COPY 2022

3. FINAL COIC - DEC 2022

RESOLUTION NO. _____

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF WOODLAND,

CALIFORNIA, ADOPTING AN AMENDED CONFLICT OF INTEREST CODE PURSUANT TO THE POLITICAL REFORM ACT OF 1974
WHEREAS, the State of California enacted the Political Reform Act of 1974, Government Code Section 81000 et seq. (the “Act”), which contains provisions relating to conflicts of interest which potentially affect all officers, employees and consultants of the City of Woodland (“City”) and requires all public agencies to adopt and promulgate a conflict of interest code; and WHEREAS, the City Council adopted a Conflict of Interest Code (the “Code”) in compliance with the Act; and
WHEREAS, subsequent changed circumstances within the City have made it advisable and necessary pursuant to Sections 87306 and 87307 of the Act to amend and update the City’s Code; and
WHEREAS, the potential penalties for violation of the provisions of the Act are substantial and may include criminal and civil liability, as well as equitable relief which could result in the City being restrained or prevented from acting in cases where the provisions of the Act may have been violated; and
WHEREAS, notice of the time and place of a public meeting on, and of consideration by the City Council of, the proposed amended Code was provided each affected designated employee and publicly posted for review at the offices of the City; and WHEREAS, a public meeting was held upon the proposed amended Code at a regular meeting of the City Council on December 20, 2022, at which all present were given an opportunity to be heard on the proposed amended Code.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Woodland:

SECTION 1.The City Council does hereby adopt the proposed amended Conflict of Interest Code, a copy of which is attached hereto.

SECTION 2.The amended Conflict of Interest Code shall be on file with the City Clerk and available to the public for inspection and copying.

SECTION 3.The amended Code shall become effective 30 days after the City Council adopts and approves the amended Code as submitted.

PASSED AND ADOPTED by the City Council of the City of Woodland at a regular meeting of the City Council held on the 20th day of December, 2022, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

Vicky Fernandez, Mayor
ATTEST:

Ana B. Gonzalez, City Clerk

Conflict of
Interest Code

D R A F T

(Amended December 20, 2022)

CONFLICT OF INTEREST CODE FOR THE

CITY OF WOODLAND

The Political Reform Act (Gov. Code § 81000, et seq.) requires state and local government agencies to adopt and promulgate conflict of interest codes. The Fair Political Practices Commission has adopted a regulation (2 Cal. Code of Regs. § 18730) which contains the terms of a standard conflict of interest code, which can be incorporated by reference in an agency’s code. After public notice and hearing it may be amended by the Fair Political Practices Commission to conform to amendments in the Political Reform Act. Therefore, the terms of 2 California Code of Regulations section 18730 and any amendments to it duly adopted by the Fair Political Practices Commission are hereby incorporated by reference. This incorporation page, Regulation 18730, and the attached Appendix designating positions and establishing disclosure categories, shall constitute the conflict of interest code of the City of Woodland (the “City”).

All officials and designated positions required to submit a statement of economic interests shall file their statements with the City Clerk as the City’s Filing Officer. The City Clerk shall make and retain a copy of all statements filed by the Mayor, Members of the City Council and Planning Commission, the City Manager, the City Attorney and the City Treasurer, and forward the originals of such statements to the Fair Political Practices Commission. The City Clerk shall retain the originals of the stateme nts filed by all other officials and designated positions and make all statements available for public inspection and reproduction during regular business hours. (Gov. Code § 81008.)

-1-

APPENDIX

CONFLICT OF INTEREST CODE
OF THE

CITY OF WOODLAND
(Amended December 20,2022)
EXHIBIT “A”
The Mayor, Members of the City Council and Planning Commission, the City Manager, the City Attorney, the City Treasurer, and all Other City Officials who manage public investments as defined by 2 Cal. Code of Regs. § 18701(b), are NOT subject to the City’s Code but must file disclosure statements under Government Code Section 87200 et seq. [Regs. § 18730(b)(3)]

OFFICIALS WHO MANAGE PUBLIC INVESTMENTS
It has been determined that the positions listed below are Other City Officials who manage public investments.1 These positions are listed here for informational purposes only.

Finance Officer
Financial Consultants

1 Individuals holding one of the above- listed positions may contact the Fair Political Practices Commission for assistance or written advice regarding their filing obligations if they believe that their position has been categorized incorrectly. The Fair Political Practices Commission makes the final determination whether a position is covered by § 87200.

APP. A – 1 –

DESIGNATED POSITIONS

GOVERNED BY THE CONFLICT OF INTEREST CODE

DESIGNATED POSITIONS’ DISCLOSURE CATEGORIES

TITLE OR FUNCTION ASSIGNED

Accountant I/II 4
Administrative Services Director 4
Assistant City Manager 1, 2
Assistant City Manager/Director of Community and
Economic Development 1, 2

Assistant Engineer 2, 3, 5
Assistant/Associate Civil Engineer 2, 3, 5
Assistant/Associate Planner 2, 3, 5
Associate Engineer 2, 3, 5
Building Inspection Services Manager 5
Building Inspector I/II/Senior 2, 3, 6
Business Relations and Resource Conservation Program Manager 1, 2 Chief Building Official 2, 5, 6
Chief Collection Systems Operator 2, 4, 5
Chief Information Officer 5
Chief Water Systems Operator 1, 2, 4, 5
APP. A – 2 –

DESIGNATED POSITIONS’ DISCLOSURE CATEGORIES

TITLE OR FUNCTION ASSIGNED

City Clerk 5
City Engineer 2, 3, 5
Code Compliance Officer I/II 2, 6, 3
Communications and Strategic Policy Manager 1,2
Community Development Director 1, 2
Community Services Director 2, 5
Community Services Program Manager 5
Construction Project Manager/Senior Construction Project Manager 2, 3, 5 Data Services Manager 5
Deputy Director of Community Development 1, 2
Deputy Fire Chief 5
Director of Administrative Services 4
Economic Development Manager 1
Electrical/Signs & Marking Supervisor 4, 5, 6
Engineering Assistant/Senior Engineering Assistant 2, 3, 5 Engineering Technician I/II/III 2, 3, 5
Environmental Compliance Specialist 5, 6
Environmental Resource Analyst/Senior 2, 5, 6
Environmental Sustainability Manager 2, 4, 5, 6
Financial Services Manager 2, 3, 4, 5
APP. A – 3 –

DESIGNATED POSITIONS’ DISCLOSURE CATEGORIES

TITLE OR FUNCTION ASSIGNED

Fire Battalion Chief 5
Fire Chief 5
Fire Marshal 2, 5, 6
Fleet and Facilities Manager 2, 3, 4, 5
GIS Coordinator 5
Housing Analyst I/II 1
Human Resources Analyst I/II/Senior 5
Human Resources Manager 5
Information Systems Administrator 5
Information Technology Analyst 5
Information Technology Manager 5
Infrastructure Operations and Maintenance Superintendent 4, 5 Junior Engineer 2, 3, 5
Laboratory & Environmental Compliance Manager 4, 5, 6
Librarian III 5
Library Services Director 5
Management Analyst II/Senior 4, 5
Marketing and Business Relations Specialist 1, 2
Operations and Maintenance Superintendent 4, 5
Park Superintendent 2, 4, 5, 6
APP. A – 4 –

DESIGNATED POSITIONS’ DISCLOSURE CATEGORIES

TITLE OR FUNCTION ASSIGNED

Police Captain 5
Police Chief 5
Police Lieutenant 5
Principal Civil Engineer 1, 2
Principal Planner 2, 3, 5
Principal Utilities Civil Engineer 2, 3, 5
Programmer Analyst/Senior 5
Public Works Director 1, 2
Public Works Operations and Maintenance
Infrastructure Administrator 4, 5

Senior Accountant 1, 2
Senior Application Analyst 5
Senior Associate Civil Engineer 2, 3, 5
Senior Systems Analyst 5
Senior Building Inspector 2, 3, 5, 6
Senior Building Plans Examiner 2, 3, 5, 6
Senior Civil Engineer 1, 2
Senior Planner 1, 2
Social Services Manager 5
Technical Services Manager 5
Transportation Engineer 2, 3, 5
APP. A – 5 –

DESIGNATED POSITIONS’ DISCLOSURE CATEGORIES

TITLE OR FUNCTION ASSIGNED

Treatment Plant Superintendent 2, 4, 5, 6
Utilities Administrator 2, 4, 5
Wastewater Systems Administrator 2, 4, 5, 6
Water Pollution Control Facility Superintendent 2, 4, 5, 6 Water Systems Administrator 2, 4, 5, 6

APP. A – 6 –

DESIGNATED POSITIONS’ DISCLOSURE CATEGORIES

TITLE OR FUNCTION ASSIGNED

MEMBERS OF BOARDS,

COMMITTEES AND COMMISSIONS
Historical Preservation Commission 2
Library Board 5
Manufactured Homes Fair Practices Commission 1, 2
Successor Agency 1, 2

Consultants and New Positions2

2 Individuals serving as a consultant as defined in FPPC Reg 18701 or in a new position created since this Code was last approved that makes or participates in making decisions must file under the broadest disclosure set forth in this Code subject to the following limitation:

The City Manager may determine that, due to the range of duties or contractual obligations, it is more appropriate to assign a limited disclosure requirement. A clear explanation of the duties and a statement of the extent of the disclosure requirements must be in a written document. (Gov. Code Sec. 82019; FPPC Regulations 18219 and 18734.). The City Manger’s determination is a public record and shall be retained for public inspection in the same manner and location as this Conflict of Interest Code. (Gov. Code Sec. 81008.)

APP. A – 7 –

EXHIBIT “B”

DISCLOSURE CATEGORIES
The disclosure categories listed below identify the types of economic interests that the designated position must disclose for each disclosure category to which he or she is assigned.
3 Category 1: All investments and business positions in business entities, and sources of income, including gifts, loans and travel payments, that are located in, that do business in or own real property within the jurisdiction of the City.

Category 2: All interests in real property which is located in whole or in part within, or not more than two (2) miles outside, the jurisdiction of the City.

Category 3: All investments and business positions in business entities, and sources of income, including gifts, loans and travel payments, which engage in land development, construction, or acquisition or sale of real property within the jurisdiction of the City.

Category 4: All investments and business positions in business entities, and sources of income, including gifts, loans and travel payments, that provide services, products, materials, machinery, or equipment of a type purchased or leased by the City.

Category 5: All investments and business positions in business entities, and sources of income, including gifts, loans and travel payments, that provide services, products, materials, machinery, or equipment of a type p urchased or leased by the designated position’s department, unit or division.

Category 6: All investments and business positions in business entities, and sources of income, including gifts, loans and travel payments, subject to the regulatory, permit, or licensing authority of the department, unit or division.

Category 7:

All Investments, business positions and income, including gifts, loans and travel payments, or income from a nonprofit organization, if the source is of the type to receive grants or other monies from or through the City.

3 This Conflict of Interest Code does not require the reporting of gifts from outside this agency’s jurisdiction if the source does not have some connection with or bearing upon the functions or duties of the position. (Reg. 18730.1)

APP. B – 1-

Conflict of
Interest Code

(Amended December 20, 2022)

CONFLICT OF INTEREST CODE FOR THE

CITY OF WOODLAND

The Political Reform Act (Gov. Code § 81000, et seq.) requires state and local government agencies to adopt and promulgate conflict of interest codes. The Fair Political Practices Commission has adopted a regulation (2 Cal. Code of Regs. § 18730) which contains the terms of a standard conflict of interest code, which can be incorporated by reference in an agency’s code. After public notice and hearing it may be amended by the Fair Political Practices Commission to conform to amendments in the Political Reform Act. Therefore, the terms of 2 California Code of Regulations section 18730 and any amendments to it duly adopted by the Fair Political Practices Commission are hereby incorporated by reference. This incorporation page, Regulation 18730, and the attached Appendix designating positions and establishing disclosure categories, shall constitute the conflict of interest code of the City of Woodland (the “City”).

All officials and designated positions required to submit a statement of economic interests shall file their statements with the City Clerk as the City’s Filing Officer. The City Clerk shall make and retain a copy of all statements filed by the Mayor, Members of the City Council and Planning Commission, the City Manager, the City Attorney and the City Treasurer, and forward the originals of such statements to the Fair Political Practices Commission. The City Clerk shall retain the originals of the stateme nts filed by all other officials and designated positions and make all statements available for public inspection and reproduction during regular business hours. (Gov. Code § 81008.)

-1-

APPENDIX

CONFLICT OF INTEREST CODE
OF THE

CITY OF WOODLAND
(Amended December 20,2022)
EXHIBIT “A”
The Mayor, Members of the City Council and Planning Commission, the City Manager, the City Attorney, the City Treasurer, and all Other City Officials who manage public investments as defined by 2 Cal. Code of Regs. § 18701(b), are NOT subject to the City’s Code but must file disclosure statements under Government Code Section 87200 et seq. [Regs. § 18730(b)(3)]

OFFICIALS WHO MANAGE PUBLIC INVESTMENTS
It has been determined that the positions listed below are Other City Officials who manage public investments.1 These positions are listed here for informational purposes only.

Finance Officer
Financial Consultants

1 Individuals holding one of the above- listed positions may contact the Fair Political Practices Commission for assistance or written advice regarding their filing obligations if they believe that their position has been categorized incorrectly. The Fair Political Practices Commission makes the final determination whether a position is covered by § 87200.

APP. A – 1 –

DESIGNATED POSITIONS

GOVERNED BY THE CONFLICT OF INTEREST CODE

DESIGNATED POSITIONS’ DISCLOSURE CATEGORIES

TITLE OR FUNCTION ASSIGNED

Accountant I/II 4
Assistant City Manager 1, 2
Assistant City Manager/Director of Community and
Economic Development 1, 2

Assistant Engineer 2, 3, 5
Assistant/Associate Civil Engineer 2, 3, 5
Assistant/Associate Planner 2, 3, 5
Associate Engineer 2, 3, 5
Building Inspection Services Manager 5
Building Inspector I/II 2, 3, 6
Business Relations and Resource Conservation Program Manager 1, 2 Chief Building Official 2, 5, 6
Chief Collection Systems Operator 2, 4, 5
Chief Information Officer 5
Chief Water Systems Operator 1, 2, 4, 5
City Clerk 5
APP. A – 2 –

DESIGNATED POSITIONS’ DISCLOSURE CATEGORIES

TITLE OR FUNCTION ASSIGNED

City Engineer 2, 3, 5
Code Compliance Officer I/II 2, 6, 3
Communications and Strategic Policy Manager 1,2
Community Development Director 1, 2
Community Services Director 2, 5
Community Services Program Manager 5
Construction Project Manager/Senior Construction Project Manager 2, 3, 5 Data Services Manager 5
Deputy Director of Community Development 1, 2
Deputy Fire Chief 5
Director of Administrative Services 4
Economic Development Manager 1
Electrical/Signs & Marking Supervisor 4, 5, 6
Engineering Assistant/Senior Engineering Assistant 2, 3, 5 Engineering Technician I/II/III 2, 3, 5
Environmental Compliance Specialist 5, 6
Environmental Resource Analyst/Senior 2, 5, 6
Environmental Sustainability Manager 2, 4, 5, 6
Financial Services Manager 2, 3, 4, 5
Fire Battalion Chief 5
APP. A – 3 –

DESIGNATED POSITIONS’ DISCLOSURE CATEGORIES

TITLE OR FUNCTION ASSIGNED

Fire Chief 5
Fire Marshal 2, 5, 6
Fleet and Facilities Manager 2, 3, 4, 5
GIS Coordinator 5
Housing Analyst I/II 1
Human Resources Analyst I/II/Senior 5
Human Resources Manager 5
Infrastructure Operations and Maintenance Superintendent 4, 5 Junior Engineer 2, 3, 5
Laboratory & Environmental Compliance Manager 4, 5, 6
Librarian III 5
Library Services Director 5
Management Analyst II/Senior 4, 5
Operations and Maintenance Superintendent 4, 5
Park Superintendent 2, 4, 5, 6
Police Captain 5
Police Chief 5
Police Lieutenant 5
Principal Civil Engineer 1, 2
Principal Planner 2, 3, 5
APP. A – 4 –

DESIGNATED POSITIONS’ DISCLOSURE CATEGORIES

TITLE OR FUNCTION ASSIGNED

Principal Utilities Civil Engineer 2, 3, 5
Programmer Analyst/Senior 5
Public Works Director 1, 2
Public Works Operations and Maintenance
Infrastructure Administrator 4, 5

Senior Accountant 1, 2
Senior Associate Civil Engineer 2, 3, 5
Senior Building Inspector 2, 3, 5, 6
Senior Building Plans Examiner 2, 3, 5, 6
Senior Civil Engineer 1, 2
Senior Planner 1, 2
Social Services Manager 5
Technical Services Manager 5
Transportation Engineer 2, 3, 5
Treatment Plant Superintendent 2, 4, 5, 6
Utilities Administrator 2, 4, 5
Wastewater Systems Administrator 2, 4, 5, 6
Water Pollution Control Facility Superintendent 2, 4, 5, 6 Water Systems Administrator 2, 4, 5, 6

APP. A – 5 –

DESIGNATED POSITIONS’ DISCLOSURE CATEGORIES

TITLE OR FUNCTION ASSIGNED

MEMBERS OF BOARDS,

COMMITTEES AND COMMISSIONS
Library Board 5
Manufactured Homes Fair Practices Commission 1, 2
Successor Agency 1, 2

Consultants and New Positions2

2 Individuals serving as a consultant as defined in FPPC Reg 18701 or in a new position created since this Code was last approved that makes or participates in making decisions must file under the broadest disclosure set forth in this Code subject to the following limitation:

The City Manager may determine that, due to the range of duties or contractual obligations, it is more appropriate to assign a limited disclosure requirement. A clear explanation of the duties and a statement of the extent of the disclosure requirements must be in a written document. (Gov. Code Sec. 82019; FPPC Regulations 18219 and 18734.). The City Manger’s determination is a public record and shall be retained for public inspection in the same manner and location as this Conflict of Interest Code. (Gov. Code Sec. 81008.)

APP. A – 6 –

EXHIBIT “B”

DISCLOSURE CATEGORIES
The disclosure categories listed below identify the types of economic interests that the designated position must disclose for each disclosure category to which he or she is assigned.
3 Category 1: All investments and business positions in business entities, and sources of income, including gifts, loans and travel payments, that are located in, that do business in or own real property within the jurisdiction of the City.

Category 2: All interests in real property which is located in whole or in part within, or not more than two (2) miles outside, the jurisdiction of the City.

Category 3: All investments and business positions in business entities, and sources of income, including gifts, loans and travel payments, which engage in land development, construction, or acquisition or sale of real property within the jurisdiction of the City.

Category 4: All investments and business positions in business entities, and sources of income, including gifts, loans and travel payments, that provide services, products, materials, machinery, or equipment of a type purchased or leased by the City.

Category 5: All investments and business positions in business entities, and sources of income, including gifts, loans and travel payments, that provide services, products, materials, machinery, or equipment of a type p urchased or leased by the designated position’s department, unit or division.

Category 6: All investments and business positions in business entities, and sources of income, including gifts, loans and travel payments, subject to the regulatory, permit, or licensing authority of the department, unit or division.

Category 7:

All Investments, business positions and income, including gifts, loans and travel payments, or income from a nonprofit organization, if the source is of the type to receive grants or other monies from or through the City.

3 This Conflict of Interest Code does not require the reporting of gifts from outside this agency’s jurisdiction if the source does not have some connection with or bearing upon the functions or duties of the position. (Reg. 18730.1)

APP. B – 1-

TO: THE HONORABLE MAYOR AND CITY COUNCIL
AGENDA: City Council Regular Meeting
DATE: December 20, 2022
ITEM #: G.10
SUBJECT: Spring Lake Maintenance CFD Annual Accountability Report Fiscal Year 2021/22

Recommendation for Action: Staff recommends that the City Council accept the Spring Lake Maintenance Community Facilities District Local Agency Special Tax and Bond Accountability Report for the Fiscal Year Ended June 30, 2022.

Staff Contact:

Evis Morales, Finance Officer, (530) 661-5923, [email protected]

Fiscal Impact:

The table below provides a description of the collection of special taxes and the funds disbursed for authorized expenditures in fiscal year 2021/2022 for the Spring Lake Maintenance Community Facilities District (CFD), commonly referred to as the Sports Park Maintenance CFD.

These numbers are considered preliminary until the completion of the City's annual audit, but are not expected to change substantially. The ending balance in the fund is available for use for operational items that qualify within the CFD, and can be maintained for future replacement of facilities. When the CFD was formed, the documents included a reserve requirement for up to one year, but not less than six months of the cost of annual

operations, as well as reserve capital to cover cost variances, delinquencies in payments of the annual assessments from property owners, and a reasonable buffer to prevent large annual variations in the special tax. Existing reserves are reviewed in connection with the annual budget process and development of special tax rates, and can be used to limit increases in annual assessments.

In preparation of the special tax rates for fiscal year 2022/23, the City did not increase the annual assessment, despite an increase in overall budget, and will be using some of the reserve balance to pay for the annual operating costs of the District.

Background:

The Spring Lake Specific Plan (SLSP) was adopted by the Council in December 2001. A portion of the park requirement for the SLSP was satisfied through the purchase of ~28 acres of the 40 acre Sports Park. In order to help fund the cost of operations of the Sports Park, the landowners within the SLSP voted in favor of forming a Community Facilities District (CFD).

The Local Agency Special Tax and Bond Accountability Act (“Accountability Act”) was enacted by the California State Legislature through Senate Bill (SB)165 to provide accountability measures for any local special tax and/or bond measure subject to voter approval on or after January 2001. According to the requirements of the Accountability Act (Sections 50075.1 and 53410 of the Government Code of the State of California), an annual report must be filed by the local agency levying the special tax and/or issuing a bond measure and shall contain a description of the following:

1. The amount of funds collected and expended.

2. The status of any project required or authorized to be funded by the special tax measure.

This report (“Accountability Report”) has been prepared for the Spring Lake Maintenance Community Facilities District of the City of Woodland for the fiscal year ended June 30, 2022 pursuant to and in accordance with the requirements outlined in the Accountability Act. This report is attached for the Council’s review.

Discussion:

On March 22, 2005, the City Council established the CFD pursuant to the provisions of the Mello-Roos Community Facilities Act of 1982 (the “Act”). The CFD is authorized to levy a special tax generally to provide for sports park facilities maintenance services and incidental expenses related to the administration of the CFD. Sports Park Maintenance costs that can be funded by the CFD include, but are not limited to, athletic fields, snack bars, restrooms, multi-use paths, parking lots and park roadways. The authorized costs of service include the cost of labor, materials, administration, personnel, equipment and utilities. The CFD covers a proportionate share of the annual costs to maintain the existing 40-acres of Sports Park. The balance is funded through the City’s General Fund.

The City is legally required to maintain a separate fund to account for revenues and expenditures related to the CFD. The source of revenue in this fund is the annual CFD levy paid by residential land owners in Spring Lake. The Prudler subdivision, north of the Community and Senior Center / Sports Park, was conditioned to annex into this CFD. These revenues will begin to be reflected in the next fiscal year report. Properties for which the City has issued a building permit pay the maximum annual levy; and in the event that special taxes on developed property are insufficient to cover costs, undeveloped property is subject to these fees.

Conclusion:

Staff recommends that the City Council accept the Spring Lake Maintenance Community Facilities District Local Agency Special Tax and Bond Accountability Report for the Fiscal Year Ended June 30, 2022.

Prepared by: Evis Morales, Finance Officer

Reviewed by: Kim McKinney, Administrative Services Director

Attachments:

1. SB 165 Report Woodland 2022

CITY OF WOODLAND

SPRING LAKE MAINTENANCE

COMMUNITY FACILITIES DISTRICT

LOCAL AGENCY SPECIAL

TAX ACCOUNTABILITY REPORT
FISCAL YEAR ENDED JUNE 30, 2022

City of Woodland

Ken Hiatt, City Manager
Kim McKinney, Director of Administrative Services
Evis Morales, Finance Officer

300 First Street
Woodland, California 95695
T. 530.661.5849
F. 530.661.5848

Special Tax Administrator

Koppel & Gruber Public Finance
Scott Koppel and Lyn Gruber
334 Via Vera Cruz, Suite 256
San Marcos, California 92078
T. 760.510.0290
F. 760.510.0288

TABLE OF CONTENTS

BACKGROUND………………………………………………………………………..........1
SECTION I. SUMMARY ....................................................................................................... 2 SECTION II. SPECIAL TAX COLLECTIONS & EXPENDITURES ............................. 3

City of Woodland 1
Spring Lake Maintenance Community Facilities District
Accountability Report, Fiscal Year Ended June 30, 2022

BACKGROUND

The Local Agency Special Tax and Bond Accountability Act (“Accountability Act”) was enacted by California State Legislature through Senate Bill 165 to provide accountability measures for any local special tax and/or bond measure subject to voter approval on or after January 1, 2001. According to the requirements of the Accountability Act (Sections 50075.1 and 53410 of the Government Code of the State of California), an annual report must be filed by the local agency levying a special tax and/or issuing a bond measure by January 1, commencing January 1, 2002 and each year thereafter and shall contain a description of the following:

(1) The amount of funds collected and expended.
(2) The status of any project required or authorized to be funded by the special tax measure.

This report (“Accountability Report) is being prepared for the Spring Lake Maintenance Community Facilities District (“CFD”) of the City of Woodland (“City”) for fiscal year ended June 30, 2022 pursuant to and in accordance with the requirements outlined in the Accountability Act.

City of Woodland 2
Spring Lake Maintenance Community Facilities District
Accountability Report, Fiscal Year Ended June 30, 2022
I. SUMMARY

On March 22, 2005, the City Council (“Council”) of the City established the CFD pursuant to the provisions of the Mello-Roos Community Facilities Act of 1982, as amended (the “Act”). The CFD is authorized to levy a special tax to generally provide for sports park facilities maintenance services and incidental expenses related to the administration of the CFD. Sports Park Maintenance costs that can be funded by the CFD include, but are not limited to athletic fields, snack bars, restrooms, multi-use paths, parking lots and park roadways. The authorized costs of services include the costs of labor, material, administration, personnel, equipment and utilities.

Since the time of formation, three areas have been annexed into the CFD. The annexations are described as follows:

Annexation No. 1 was adopted by City Council June, 2, 2015. Annexation No. 1 includes

44.98 acres is located west of Harry Lorenzo Ave. and North of Farmers Central Rd.

Annexation No. 1 was one of the designated Future Annexation Areas and is projected to contain 225 single family homes.

Annexation No. 2 was adopted by City Council September 5, 2017. Annexation No. 2 includes 27.30 acres and is located west of Harry Lorenzo Ave. and North of Patriot Way and Annexation No. 1. Annexation No. 2 was one of the designated Future Annexation Areas and is Tract 5091 with 111 Single Family Residential lots.

Annexation No. 3 was adopted by City Council October 3, 2017. Annexation No. 3 includes 75.57 acres and is located east of County Road 101 and south of Marston Drive.

Annexation No. 3 was one of the designated Future Annexation Areas and is expected to have 250 Residential units.

Annexation No. 4 was adopted by City Council January 18, 2022. Made up of one parcel encompassing 38 acres, Annexation No. 4 is located east of East Street and north of Sports Park Drive. Annexation No. 4 is expected to have 183 Single Family Residential units.

City of Woodland 3
Spring Lake Maintenance Community Facilities District
Accountability Report, Fiscal Year Ended June 30, 2022

II. SPECIAL TAX COLLECTIONS & EXPENDITURES

A separate account is held by the City for the deposit of special taxes levied by the CFD and for the disbursement of authorized expenditures. The table below provides a description of the collection of special taxes and the funds disbursed for authorized expenditures in fiscal year 2021/2022.

DESCRIPTION AMOUNT
Beginning Balance as of July 1, 20211 $367,567.74
Revenues
Special Tax Collections $602,193.92
Interest Accrued $0.00
Other Fund Transfer $0.00
Subtotal Revenues $602,193.92
Expenditures
Administrative Expenses ($14,311.45)
Park Maintenance Costs ($478,242.21)
General Fund2 ($4,225.00)
Subtotal Expenditures ($496,778.66)
Ending Balance as of June 30, 2022 $472,983.00

1 The beginning balance as of July 1, 2021 does not match the ending balance as of June 30, 2021 due to adjustments made after the end of the previous fiscal year. 2 Fund transfer, contribution to Debt Service.

TO: THE HONORABLE MAYOR AND CITY COUNCIL
AGENDA: City Council Regular Meeting
DATE: December 20, 2022
ITEM #: G.11
SUBJECT: Fiscal Year 2021/22 AB1600 Annual Report

Recommendation for Action: Staff recommends that the City Council adopt Resolution No. _____, accepting the AB1600 Annual Report for the Year Ended June 30, 2022.

Staff Contact:

Kim McKinney, Administrative Services Director, (530) 661-5849, [email protected]

Fiscal Impact:

There is no fiscal impact associated with the acceptance of the AB1600 Annual Report. The attached annual report details the collection of $8,164,738 in revenues and expenditures of $5,669,157 for citywide development impact fees. Also included in the report are the details for the Spring Lake Infrastructure Fees (SLIF) showing collection of revenues of $4,606,531 and expenditures of $845,652. SLIF revenues are generally "collected" via credits that developers have on-account with the City that were allocated from sales of bonds.

Although activity in FY2021/22 resulted in positive growth in the impact fee program, the impact fee funds continue to reflect an overall negative fund balance at June 30, 2022 of ($9,028,971).

Report in Brief:

Government Code Section 66006 requires local agencies to submit an annual report detailing the status of development impact fees. The annual report must be made available to the public and presented to the public agency (City Council) within 180 days of the close of a fiscal year.

Background:

In 1978, following the passage of Proposition 13, many cities began charging fees on new development to fund public improvements and services such as streets, park facilities, sewers and storm drains. These fees are commonly known as development impact fees. In order to ensure that these fees are spent in a timely manner and on projects for which they were collected, the State Legislature passed a bill known as AB1600 (Mitigation Fee Act). This bill applies to developer fees which were increased or imposed on or after January 1, 1989. AB1600 enacts Government Code Sections 66000-66008 which generally contain four requirements:

1. A local jurisdiction must follow the process set forth in the bill and make certain determinations regarding the purpose and use of the fees, and establish a “nexus” or connection between a development project or class of projects and the public improvement that will be financed with the fee.

2. The fee revenue must be segregated from the general fund in order to avoid commingling of public improvement fees and the general fund.

3. If a jurisdiction has had possession of a developer fee for five or more years and has not committed the money to a project or spent the money, then it must make findings describing the continuing need for that money. In addition, an annual report must be made of fees collected, interest earned, projects on which fees were expended, and any transfers for loans from the fee account. This report is to be reviewed by the local agency assessing the fees.

4. If a local jurisdiction cannot make the findings required under paragraph three (3), the City must refund the fees collected.

Discussion:

The City of Woodland development fees covered by AB1600, and documented in the attached report, include the following:
 General City impact fee
 Parks and Recreation impact fee
 Police impact fee
 Fire protection impact fee
 Library impact fee
 Water impact fee
 Storm Drainage impact fee
 Road impact fee
 Water impact fee
 Wastewater impact fee

Spring Lake Infrastructure Fees (SLIF) are also fees subject to AB1600 and include the following categories:
 Parks
 Storm Drainage
 Roads
 Water
 Sewer
 Fire

Staff examined each of the funds for the impact fees listed above to determine if any development fees remain unexpended five years or more after receipt and are subject to refund. Based on our analysis, no refunds are due. Many of the funds reflect negative fund balances, and therefore no unexpended fees exist; other fund balances represent unexpended fees collected for respective Council approved projects which will be financed and implemented when financially feasible or practical.

The Water impact fee, which primarily addresses the impact to the surface water project, does not show direct project expenditures, but will be used to pay down long-term debt associated with the Surface Water Supply Project in the coming years. This impact fee allows the development community to pay their fair share of the capacity designed within the Surface Water Supply project to support future growth in the community. The water rate study adopted by Council in December 2021 includes expected contributions from the Surface Water development fee to assist with payment of debt service and contribute toward meeting required debt service coverage ratios. The citywide impact fee program was updated in April 2019, and included in this update was the elimination of a stand-alone Water Development fee. The previous fee was incorporated in the updated Surface Water development fee; the existing reserve balance in the previous Water Development Fee fund has been consolidated with the Surface Water fee fund to use toward payment of debt.

The nature of AB1600 funds is such that the timing of receipt of revenues and construction of the related capital projects rarely coincide. Ideally, revenues will be collected over time and accumulated until a development related project is needed; in years of construction, accumulated reserves will be used up. For many years it was the City’s practice to construct projects in advance of collecting sufficient funds through borrowing from other city funds, or by issuing long-term external debt. This practice has resulted in many of the AB1600 funds operating with very large deficit balances. In response to the financial imbalances, the City

adopted a Budget & Fiscal Policy in 2009 that aimed to improve these balances through the following:

 Discontinue the practice of internal borrowing between enterprise and categorical funds; funding for capital projects must be determined based on the available resources within each fund to meet its cash payment or debt service requirements and strategies to balance each fund and implement fund integrity should be continued.
 Discontinue the practice of issuing bonds or desired capital improvements based on projected development and the collection of impact fees associated with development. This source of revenue is dependent on the level of economic activity within the region and is uncertain and unstable.

While expenditures on major capital projects have been delayed, reduced, limited or altogether cancelled in the Capital Improvement Plan since 2008, the City must continue to pay ongoing annual debt service for debt that was secured by impact fee revenues. In addition, the City’s AB1600 impact fee revenues have been very volatile due to the unpredictability in residential and commercial development over the past ten years. Further complicating the revenue/expenditure imbalance is the significant reduction of the development impact fees that occurred in December 2008. The fees have been adjusted since that time, but mostly to account for inflationary adjustments and some new projects, but remain considerably impacted by this previous reduction and the impact of annual fee revenues.

For FY 2021/22, total revenues from the AB1600 funds exceeded expenditures by $2,495,581. Despite the strong residential development and related revenues, and the very conservative programming of capital improvement projects that utilize development impact fees, the burden of ongoing debt service payments is very high. Two impact fee funds continue to run large deficit balances: the wastewater and park development fee funds. To date, Measures E and F have loaned the park impact fee fund $9.98 million to cover debt service related to the construction of the Community & Senior Center and Sports Park facilities. These bond payments will continue until 2026 and will likely require assistance from Measure F to meet the obligation through that time. Eventually, as development continues and the bonds are paid off, the park development fee fund will need to reimburse Measure E/F for the long-term loan.

The other fund with a large imbalance is the wastewater development fund, which also has significant ongoing obligations related to debt service payments. Although the debt service owed by the wastewater development fund continues to be tracked within the development fund, the sewer rates approved by Council in beginning in 2013 are sufficient to cover this on-going debt service requirement until such time as the wastewater development fund can pay its share of debt service and begin repayment to the sewer enterprise fund. With the adopted sewer rates in place, the City has refunded the outstanding debt to achieve a lower interest rate, thus reducing the overall cost of debt service. To date, this fund has accumulated a deficit owed to the wastewater enterprise fund of $13.8 million. It is unlikely that the development fund will be able to repay this loan until after the existing debt is paid off, which will occur in fiscal year 2035.

The other funds with deficit balances are the police and storm drainage development fee funds. These funds did improve slightly in FY2021/22. Unlike the other development fee related funds, the storm drain development fund does not receive revenue when new development occurs in Spring Lake (there is a specific Spring Lake Infrastructure Fee instead), which is the majority of the development occurring within the City. The overall deficit balance will improve when other, mostly non-residential development occurs in the City. With continued new development and contained spending, progress towards bringing these funds into balance will continue.

The SLIF funds provide an accounting of the expenditures of Spring Lake specific projects. The funding of these projects has occurred primarily through advancement of cash either through issuance of bonds or developer payments. The advancement of this cash generates fee credits for developers in Spring Lake, and the

"revenues" detailed in the Annual Report reflect primarily the use of those fee credits. The balances in the SLIF funds may not necessarily coincide with cash available for projects, since the cash flow is generally provided through issuance of bonds, which is tracked separately.

Conclusion:

Staff recommends that the City Council adopt Resolution No. _____, accepting the AB1600 Annual Report for the Year Ended June 30, 2022.

Prepared by: Kim McKinney, Administrative Services Director

Attachments:

1. Resolution - AB1600 Annual Report FY22

2. Attachment A - FY22 AB1600 Annual Report

RESOLUTION NO. _____

A RESOLUTION OF THE CITY OF WOODLAND ACCEPTING THE FISCAL YEAR 2021/22 ANNUAL REPORT OF DEVELOPMENT FEES (AB1600 REPORT) WHEREAS, the City of Woodland imposes fees to mitigate the impact of development pursuant to Government Code sections 66000 et seq.; and
WHEREAS, said fees collected are deposited into a special and separate capital fund for each type of improvement funded by development fees; and
WHEREAS, the City maintains separate funds for general city, parks and recreation, police, fire, library, water, storm drainage, roads, and wastewater; and WHEREAS, the City maintains separate funds for Spring Lake Infrastructure Fees for parks and recreation, storm drainage, roads, water, fire and wastewater; and WHEREAS, the City is required within 180 days after the last day of each fiscal year to make available to the public information for the fiscal year regarding these fees under Government Code section 66006; and
WHEREAS, City staff has prepared a report (“AB1600 Report”) that contains the information required by Government Code section 66006, a copy which is attached hereto as Exhibit “A”; and WHEREAS, no interfund transfers or loans were made from any of the accounts identified in the AB1600 Report; and
WHEREAS, there were no refunds of development impact fees collected pursuant to Government Code §66001(e), nor were there any allocations of unexpended revenues collected pursuant to Government Code §66001(f); and
WHEREAS, no interested persons have requested notice of the AB1600 Report; consequently, no notices of the availability of the AB1600 Report were mailed.

NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF WOODLAND DOES RESOLVE AS FOLLOWS:

Section 1. Findings. The City Council of the City of Woodland hereby finds and adopts as follows:

A. In accordance with Government Code section 66006, the City has conducted an annual review of its development impact fees and capital improvement program

and the City Council has reviewed the AB1600 Report attached hereto as Exhibit A and incorporated herein by this reference.

B. The funds have been and shall be used for the purposes stated in said reports and are necessary to mitigate impacts resulting from development in the City and further finds that there is a reasonable relationship between the use of the fees and type of development project upon which the fee is imposed.

C. The City Council hereby approves, accepts and adopts the AB1600 Report.

D. The AB1600 Report is available for public review on the City’s website, at the City Clerk’s office and upon request.

Section 2. Effective Date. The resolution shall take effect immediately upon adoption.

Section 3. Severability. If a section, subsection, sentence, clause, phrase or portion of this Resolution is for any reason held invalid or unconstitutional, such decision shall not affect the validity of the remaining portions of this Resolution.

The City Council hereby declares that it would have passed this Resolution and each section, subsection, phrase or clause thereof irrespective of the fact that any one or more sections, subsections, phrases or clauses by declared unconstitutional on their face or as applied.

PASSED AND ADOPTED by the City Council of the City of Woodland at a regular meeting of the City Council held on the 20th day of December, 2022, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

Vicky Fernandez, Mayor
ATTEST:

Ana B. Gonzalez, City Clerk

Attachment 1
AB1600 Annual Report
Development Impact Fees
City of Woodland
Fiscal Year Ended June 30, 2022
This report summarizes the following information for each of the development fee programs:

1. A brief description of the fee program.

2. Schedule of fees.

3. Beginning and ending balances of the fee program.

4. Disbursement information.

5. Findings regarding the continuing need for unexpended funds, if any.

Citywide Major Project Financing Plan (MPFP) Impact Fees The table below summarizes annual fee revenues directly relating to impact fees and related project expenditures, and related fund balances:

Category
Beginning Fund
Balance (Deficit)
Development
Fee Revenues
Other
Revenues
Total
RevenuesExpenditures
Net
Difference
Ending Fund
Balance (Deficit)
General City 1,956,971$ 233,997$ 12,881$ 246,878$ 127,740$ 119,138$ 2,076,109$ Parks & Recreation (9,830,293)$ 1,263,093$ -$ 1,263,093$ 1,414,622$ (151,529)$ (9,981,822)$ Police (2,294,342)$ 191,132$ -$ 191,132$ 65,208$ 125,924$ (2,168,418)$ Fire 1,500,395$ 763,939$ 13,304$ 777,243$ 133,256$ 643,987$ 2,144,382$ Library 560,526$ 113,415$ 3,649$ 117,065$ 88,379$ 28,686$ 589,212$ Surface Water 9,123,085$ 985,531$ 54,413$ 1,039,944$ 257$ 1,039,687$ 10,162,772$ Storm Drainage (2,671,959)$ 475,244$ 16,560$ 491,804$ 130,777$ 361,027$ (2,310,931)$ Roads 3,901,578$ 2,162,172$ 26,669$ 2,188,841$ 1,789,792$ 399,050$ 4,300,628$ Wastewater (13,770,515)$ 1,849,176$ (437)$ 1,848,739$ 1,919,127$ (70,388)$ (13,840,903)$ Total (11,524,553)$ 8,037,699$ 127,039$ 8,164,738$ 5,669,157$ 2,495,581$ (9,028,971)$ Spring Lake Infrastructure Fees (SLIF)
Category
Beginning Fund
Balance (Deficit)
Development
Fee Revenues
Other
Revenues
Total
RevenuesExpenditures
Net
Difference
Ending Fund
Balance (Deficit)
Parks 3,466,256$ 874,914$ 27,088$ 902,003$ -$ 902,003$ 4,368,258$ Storm Drain 452,718$ 1,098,060$ (93,913)$ 1,004,148$ 225,856$ 778,292$ 1,231,009$ Roads 5,336,217$ 2,134,765$ (77,349)$ 2,057,416$ 619,796$ 1,437,620$ 6,773,837$ Water 3,289,594$ 238,309$ (7,755)$ 230,554$ -$ 230,554$ 3,520,148$ Sewer 40,379$ 328,960$ (11,122)$ 317,838$ -$ 317,838$ 358,217$ Fire 872,728$ 88,570$ 6,003$ 94,572$ -$ 94,572$ 967,301$ 13,457,891$ 4,763,578$ (157,047)$ 4,606,531$ 845,652$ 3,760,879$ 17,218,770$ Government Code Section 66006 requires local agencies to submit an annual report detailing the status of development impact fees. The annual report must be made available to the public and presented to the public agency (City Council) within 180 days of the close of a fiscal year.

For the fiscal year ended June 30, 2022, fund revenues (development fees, interest income, bond proceeds, etc.) totaled $8,164,738, while expenditures totaled $5,669,157.

The majority of SLIF revenues are "paid" through use of fee credits allocated to developers either through issuance of Community Facilities District (CFD) Debt, cash advanced by developers, or from construction of infrastructure. "Fund Balances" do not necessarily reflect cash available in each of these funds, but rather an accounting of fees "collected" and projects built. As of June 30, 2021 $9,192,007 in unused fee credits remained in developer accounts with the City

General City Development Fee Description
General City Development Fee Schedule
Category Basis Fee
Single Family Residential- Spring Lake Unit 952.00$
Single Family Residential- Infill Unit 952.00$
Single Family Residential - Greenfield Unit 952.00$
Multi-family Residential- Spring Lake Unit 715.00$
Multi-family Residential - Greenfield Unit 715.00$
Multi-family Residential - Infill Unit 683.00$
Multi-family Residential - Corridor Unit 683.00$
Multi-family Residential - Downtown Unit 683.00$
Small Multi-family- Spring Lake Unit 477.00$
Small Multi-family- Greenfield Unit 477.00$
Small Multi-family- Infill Unit 477.00$
Small Multi-family- Corridor Unit 477.00$
Small Multi-family- Downtown Unit 477.00$
Retail 1,000Sq Ft 635.00$
Service 1,000Sq Ft 635.00$
Office 1,000Sq Ft 794.00$
Industrial 1,000Sq Ft 264.00$
General City Development Fund Collections & Expenditures 2018 2019 2020 2021 2022
Beginning Balance 1,009,822$ 1,125,279$ 1,389,946$ 1,695,092$ 1,956,971$

REVENUES
Development Fees 135,693 348,358 292,860 262,637 233,997 Interest Earnings 12,770 20,517 32,154 19,949 12,881 Other Revenue - - - - - Total Revenue 148,462 368,874 325,014 282,587 246,878

EXPENDITURES
MPFP #Program Title
City-103 0706 General Plan Update 13,940 - - - - CITY-106 0845 Enterprise GIS Database (5,867) - - - - CITY-6 0857 MPFP Update 11,955 94,355 - - - CITY-102 7849 Debt Service on VOIP - - - - - 2109 Enterprise System Replacement - - - 11 123,957 9000 Force Account 12,977 9,852 19,868 20,696 3,783 Total Expenditures 33,005 104,208 19,868 20,708 127,740 Excess(deficiency) revenues 115,457 264,667 305,146 261,879 119,138 Total Available Fund Equity at June 30 1,125,279$ 1,389,946$ 1,695,092$ 1,956,971$ 2,076,109$ Conclusion: No fees have been held unexpended for more than five years; no refunds required The fund equity as of June 30, 2022 represents collected fees earmarked for future technology enhancement projects and completion of various studies.

Prior year numbers have been adjusted to tie to audited financials. Often timing of the reporting and receipt of final audit will differ.

FUND 510 - GENERAL CITY DEVELOPMENT
Fiscal Year
General City development fees are used to expand/construct City Hall and other general City facilities (including technology improvements/updates) to meet the needs of the increased residential population and increase in commercial enterprises. Completion of studies including the General Plan and Zoning Updates also belong to this fee category.

FUND 540 - PARK & RECREATION DEVELOPMENT
Park Development Fee Description
Park Development Fee Schedule
Category Fee
Single Family Residential- Spring Lake Unit 4,834 $
Single Family Residential- Infill 8,787 $
Single Family Residential - Greenfield 8,787 $
Multi-family Residential - Spring Lake Unit 3,625 $
Multi-family Residential - Greenfield 6,590 $
Multi-family Residential - Infill 6,299 $
Multi-family Residential - Corridor 6,299 $
Multi-family Residential - Downtown 6,299 $
Small Multi-family- Spring Lake Unit 2,417 $
Small Multi-family- Greenfield 4,394 $
Small Multi-family- Infill 4,394 $
Small Multi-family- Corridor 4,394$
Small Multi-family- Downtown 4,394 $
Park Development Fund Collections & Expenditures
2018 2019 2020 2021 2022
Beginning Balance (8,813,198)$ (9,799,564)$ (9,806,109)$ (9,832,232)$ (9,830,293)$

REVENUES
Development Fees 593,519 1,458,770 1,420,753 1,434,975 1,263,093 Interest Earnings - - - - - Other Revenue - - 25 - - Total Revenue 593,519 1,458,770 1,420,778 1,434,975 1,263,093

EXPENDITURES
MPFP # Program Title
1115 Community Center Frontage - - - - - 7925 2012 Refunding of 2007 Debt 119,138 - - - - 7931 2014 Refunding Lease Rev 1,405,504 1,410,073 1,410,073 1,414,622 1,414,622 9000 Force Account 55,242 55,242 36,828 18,414 - Total Expenditures 1,579,884 1,465,315 1,446,901 1,433,036 1,414,622 Excess(deficiency) revenues (986,365) (6,545) (26,123) 1,939 (151,529) Total Available Fund Equity at June 30 (9,799,564)$ (9,806,109)$ (9,832,232)$ (9,830,293)$ (9,981,822)$ Conclusion: No fees have been held unexpended for more than five years. Funding requirements continue for existing debt obligations. No refunds required.

MSE Loan 2012 4,646,458$ MSF Loan 2013 1,646,063$
2014 (477,157)$
2015 1,363,398$
2016 1,000,834$
2017 633,603$
2018 986,365$
2019 6,545$
2021 24,184 $
2022 151,529 $
Prior year numbers have been adjusted to tie to audited financials. Often timing of the reporting and receipt of final audit will differ.

Council approved loaning of Measure E (MSE) and, subsequently, Measure F (MSF) revenues to this fund, up to $2M per year, to pay debt service on the bonds since the fund's revenue has not been sufficient to cover debt service. Only the amount needed to supplement annual fee revenue is loaned. To date, a toal of $9,806,109 has been loaned from MSE to Park Development. MSF has loaned $175,713 to date Basis
Unit
Unit
Unit
Unit
Unit
Unit
Park development fees are used to acquire park land, equipment and to construct or expand a variety of recreational facilities such as sports parks, Community Senior Center, tennis courts and swimming pools as related to the impact of growth on the City.

Unit
Unit
Unit
Unit
Fiscal Year

Police Development Fee Description
Police Development Fee Schedule
Category Fee
Single Family Residential- Spring Lake Unit 779$
Single Family Residential - Greenfield Unit 779$
Single Family Residential- Infill Unit 779$
Multi-family Residential- Spring Lake Unit 583$
Multi-family Residential - Greenfield Unit 583$
Multi-family Residential - Infill Unit 558$
Multi-family Residential - Corridor Unit 558$
Multi-family Residential - Downtown Unit 558$
Small Multi-family- Spring Lake Unit 389$
Small Multi-family- Greenfield Unit 389$
Small Multi-family- Infill Unit 389$
Small Multi-family- Corridor Unit 389$
Small Multi-family- Downtown Unit 389$
Retail 1,000 Sq Ft 519$
Service 1,000 Sq Ft 519$
Office 1,000 Sq Ft 648$
Industrial 1,000 Sq Ft 216$
Police Development Fund Collections & Expenditures
2018 2019 2020 2021 2022
Beginning Balance (3,111,782)$ (2,999,536)$ (2,621,326)$ (2,446,253)$ (2,294,342)$

REVENUES
Development Fees 181,387 447,351 239,178 218,408 191,132 Interest Earnings - - 3,360 - - Total Revenue 181,387$ 447,351$ 242,538$ 218,408$ 191,132$

EXPENDITURES
MPFP # Program Title
0624 Vehicle Purchase
0841 Computer Aided Dispatch 64,953 64,953 64,487 64,729 64,649 9000 Force Account 4,188 4,188 2,978 1,769 559 Total Expenditures 69,141$ 69,141$ 67,465$ 66,498$ 65,208$ Excess(deficiency) revenues 112,246$ 378,210$ 175,073$ 151,910$ 125,924$ Total Available Fund Equity at June 30 (2,999,536)$ (2,621,326)$ (2,446,253)$ (2,294,342)$ (2,168,418)$ Conclusion: No fees have been held unexpended for more than five years; no refunds required Prior year numbers have been adjusted to tie to audited financials. Often timing of the reporting and receipt of final audit will differ.

FUND 550 - POLICE DEVELOPMENT FUND
Basis
Fiscal Year
Police development fees are used to expand/construct police service facilities and to acquire equipment related to the impact of growth on the City.

Note: Beginning in FY2012, the Total Fund Equity will not match the City's published annual financial statements due to a large transfer in from another fund ($1,925,837). This transfer was done for financial accounting puposes and is considered a long term loan to the Police Development Fund that is repaid over time from available cash balances.

Fire Development Fee Description
Fire Development Fee Schedule
Category Fee
Single Family Residential- Spring Lake Unit 3,225$
Single Family Residential - Greenfield Unit 3,225$
Single Family Residential- Infill Unit 3,225$
Multi-family Residential- Spring Lake Unit 1,934$
Multi-family Residential - Greenfield Unit 1,934$
Multi-family Residential - Infill Unit 1,881$
Multi-family Residential - Corridor Unit 1,881$
Multi-family Residential - Downtown Unit 1,881$
Small Multi-family- Spring Lake Unit 1,290$
Small Multi-family- Greenfield Unit 1,290$
Small Multi-family- Infill Unit 1,290$
Small Multi-family- Corridor Unit 1,290$
Small Multi-family- Downtown Unit 1,290$
Retail 1,000 Sq Ft 1,881$
Service 1,000 Sq Ft 1,881$
Office 1,000 Sq Ft 2,150$
Industrial 1,000 Sq Ft 1,253$
Fire Development Fund Collections & Expenditures
2018 2019 2020 2021 2022
Beginning Balance (440,543)$ (447,055)$ (59,468)$ 747,667$ 1,500,395$

REVENUES
Development Fees 175,022 578,975 964,523 887,070 763,939 Interest Earnings 14,176 15,293 13,304
Total Revenue 175,022 578,975 978,699 902,363 777,243

EXPENDITURES
MPFP # Program Title
9000 Force Account 49,161 50,518 33,849
7931 2014 Refunding of Lease Revenue Bonds132,373 132,803 132,803 133,232 133,232 1610 Fire Station #3 Relocation - 8,067 4,912 16,403 24 Total Expenditures 181,534 191,388 171,564 149,635 133,256 Excess(deficiency) revenues over expenditures (6,512) 387,587 807,135 752,728 643,987 Total Available Fund Equity at June 30 (447,055)$ (59,468)$ 747,667$ 1,500,395$ 2,144,382$ Conclusion:

Prior year numbers have been adjusted to tie to audited financials. Often timing of the reporting and receipt of final audit will differ.

FUND 560 - FIRE DEVELOPMENT FUND
Basis
Fiscal Year
No fees have been held unexpended for more than five years. Ongoing collection of fees is necessary to pay for existing debt obligations and for future development of new fire facilities included in the fee study. No refunds required Fire development fees are used to expand/construct fire service facilities and to acquire equipment related to the impact of growth on the City.

Library Development Fee Description
Library Development Fee Schedule
Category Fee
Single Family Residential- Spring Lake Unit 595$
Single Family Residential - Greenfield Unit 595$
Single Family Residential- Infill Unit 595$
Multi-family Residential- Spring Lake Unit 446$
Multi-family Residential - Greenfield Unit 446$
Multi-family Residential - Infill Unit 426$
Multi-family Residential - Corridor Unit 426$
Multi-family Residential - Downtown Unit 426$
Small Multi-family- Spring Lake Unit 297$
Small Multi-family- Greenfield Unit 297$
Small Multi-family- Infill Unit 297$
Small Multi-family- Corridor Unit 297$
Small Multi-family- Downtown Unit 297$
Retail Sq Ft -$
Service Sq Ft -$
Office Sq Ft -$
Industrial Sq Ft -$
Library Development Fund Collections & Expenditures
2018 2019 2020 2021 2022
Beginning Balance 538,618$ 456,919$ 409,504$ 498,104$ 560,526$

REVENUES
Development Fees 6,516 34,071 165,126 160,999 113,415 Interest Earnings 5,185 6,045 9,552 5,704 3,649 Total Revenue 11,700 40,116 174,678 166,702 117,065

EXPENDITURES
MPFP # Program Title
9000 Force Account 8,516 2,587 2,282 19,279 3,379 LIB-3 9445 Library Collection Material 84,884 84,943 83,797 85,000 85,000 Total Expenditures 93,400 87,530 86,079 104,279 88,379 Excess(deficiency) revenues over expenditures (81,699) (47,414) 88,599 62,423 28,686 Total Available Fund Equity at June 30 456,919$ 409,504$ 498,104$ 560,526$ 589,212$ Conclusion: No fees have been held unexpended for more than five years; no refunds required.

The fund equity as of June 30, 2022 represents collected fees that are earmarked for future library projects Prior year numbers have been adjusted to tie to audited financials. Often timing of the reporting and receipt of final audit will differ.

FUND 570 - LIBRARY DEVELOPMENT FUND
Basis
Fiscal Year
Library development fees are used to expand/construct library facilities and to acquire equipment related to the impact of growth on the City.

FUND 580 - WATER DEVELOPMENT FUND
Water Development Fee Description
Water Development Fee Schedule
All Users (by meter size)
Meter Size Weight Factor Calculated Fee Admin Fee
Total Water
Capacity
Fee
1" 1.0 5,727 $ 43 $ 5,770$
1 1/2" 2.0 11,454 $ 86 $ 11,540$ 2" 3.2 18,236 $ 137 $ 18,373$
3" 6.0 34,362 $ 258 $ 34,620$
4" 10.0 57,270 $ 430 $ 57,700$
6" 20.0 114,540 $ 859 $ 115,399$
8" 32.0 183,264 $ 1,374$ 184,638 $
Surface Water Development Fund Collections & Expenditures 2018 2019 2020 2021 2022
Beginning Balance** 2,445,126$ 2,927,286$ 5,880,808$ 7,472,189$ 9,123,085$

REVENUES
Development Fees 448,941 1,067,916 1,522,703 1,596,530 985,531 Interest Earnings 33,219 59,863 115,298 77,803 54,413 Total Revenue 482,160 1,127,779 1,638,001 1,674,333 1,039,944

EXPENDITURES
MPFP # Program Title
9000 Force Account 46,619 23,437 257
Total Expenditures - - 46,619 23,437 257 Excess(deficiency) revenues over expenditures 482,160 1,127,779 1,591,382 1,650,896 1,039,687 Total Available Fund Equity at June 30 2,927,286$ 4,055,065$ 7,472,189$ 9,123,085$ 10,162,772$ Prior year numbers have been adjusted to tie to audited financials. Often timing of the reporting and receipt of final audit will differ.

Fiscal Year
Conclusion: The funds being held in this account are used to assist with debt service payments on the water treatment facility. Although the debt was secured in 2013, debt payments do not begin until the project has been fully constructed. Debt payments began in FY2017/18 and transfers from this fund have been factored into the user rates for water and will begin following full incursion of debt payments. No refunds required.

Note: The Water Development Fee was eliminated as a separate fee in April 2019. The accumulated funds and future water related development costs are reflected in the Surface Water connection fee. Fund balance was moved at the beginning of FY2019/20.

Note: Residental Water Fees for Single Family and individually metered Multi-family units are based on a 1" meter fee, the fee for Multi-family is 75% of the Single Family rate, and 50% of the rate for Small Multi-Family. Water fees for Commercial and Muti-family with a single meter are based on meter size per chart above.

Water Development fees are used to finance part of the capital improvements including surface water rights and treatment facilities needed to provide treated water to the new customer growth in the City.

FUND 581 - STORM DRAIN DEVELOPMENT FUND
Storm Drain Development Fee Description
Storm Drain Development Fee Schedule
Non-Residential
Single-Family Multifamily Commercial Schools
Area E1 $11,122 $16,685 $17,796 $13,959
Area E2 $9,531 $14,295 $15,248 $11,960
Area E3 $7,018 $10,527 $11,229 $8,808
Area E4 $7,317 $10,975 $11,708 $9,184
Area E5 $2,738 $4,108 $4,381 $3,437
Area E6 $1,982 $2,972 $3,170 $2,487
Area N1 $53,942 $80,913 $86,307 $67,696
Area N2 $46,456 $69,684 $74,328 $58,302
Area S6a $14,322 $21,482 $22,916 $17,973
Area S6b $14,155 $21,234 $22,650 $17,765
Storm Drain Development Fund Collections & Expenditures 2018 2019 2020 2021 2022
Beginning Balance** (1,995,816)$ (2,101,638)$ (2,307,010)$ (2,469,491)$ (2,671,959)$

REVENUES
Development Fees 81,048 2,957 246,757 240,177 475,244 Interest Earnings - - - - Other Revenue 4,321 - - - - Developer In Lieu 20,119 2,155 - - 16,560 Total Revenue 105,488 5,112 246,757 240,177 491,804

EXPENDITURES
MPFP # Program Title
0915 Floodsafe Yolo - - 154,776 155,354 118,870 0931 Storz Pond 5,250 7,014 7,821 13,527 8,873 1603 Stormwater Quality Design Manual Update6,429 6,786 - - 2006 Storm Drain Outfall Channel Outlet Structure- - 111,388 188,612 9000 Force Account 199,632 196,684 135,253 85,151 3,034 Total Expenditures 211,310 210,484 409,238 442,645 130,777 Excess(deficiency) revenues over expenditures (105,822) (205,372) (162,481) (202,468) 361,027 Total Available Fund Equity at June 30 (2,101,638)$ (2,307,010)$ (2,469,491)$ (2,671,959)$ (2,310,931)$ Conclusion:

Prior year numbers have been adjusted to tie to audited financials. Often timing of the reporting and receipt of final audit will differ.

Residential fee per acre
Fiscal Year
** Beginning balance does not include long-term advance of pre-1991 fungible monies to the Storm Drain Enterprise Fund ($2,101,099). These monies are not subject to the requirements of AB1600 and are not available for spending.

No fees have been held unexpended for more than five years. Ongoing fee collections are necessary for large projects included in the fee study. No refunds required Storm Drain development fees are used to expand/construct drainage facilities to maintain adequate drainage throughout the City by reducing the impacts of new development. The impact fee for Storm Drain is calculated by "fee area" so that each part of the City will be responsible for the fees specifically required to meet the expansion needs in that area.

Road Development Fee Description
Road Development Fee Schedule
Category Fee
Single Family Residential- Spring Lake Unit 9,389 $
Single Family Residential - Greenfield Unit 9,389 $
Single Family Residential- Infill Unit 6,259 $
Multi-family Residential- Spring Lake Unit 3,848 $
Multi-family Residential - Greenfield Unit 3,848 $
Multi-family Residential - Infill Unit 2,565 $
Multi-family Residential - Corridor Unit 2,308 $
Multi-family Residential - Downtown Unit 2,051 $
Small Multi-family- Spring Lake Unit 3,848 $
Small Multi-family- Greenfield Unit 3,848 $
Small Multi-family- Infill Unit 2,565 $
Small Multi-family- Corridor Unit 2,308 $
Small Multi-family- Downtown Unit 2,051 $
Retail 1,000 Sq Ft 11,659 $
Service 1,000 Sq Ft 8,293 $
Office 1,000 Sq Ft 6,225 $
Industrial 1,000 Sq Ft 4,796 $
Road Development Fund Collections & Expenditures
2018 2019 2020 2021 2022
Beginning Balance (927,574)$ (259,655)$ 1,612,181$ 3,921,221$ 3,901,578$

REVENUES
Development Fees 1,086,644 2,397,554 2,783,155 2,593,681 2,162,172 Interest Earnings 74340.28 38,573 26,669
Other Revenue
Total Revenue 1,086,644 2,397,554 2,857,495 2,632,255 2,188,841

EXPENDITURES
MPFP # Program Title
IGS-100 0006 1-5/113 Phase 2 3,641 15,967 - 140 935 TES-100 0228 Traffic Engineering Serv - 1,018 - 3,032 8,496 SW-1A/B 0407 Widening & Recon Kentucky - - 209,518 2,350,000 1,715,738 TSM-202 1127 Main St/Cleveland Signal Intersection - - - - - 1124 I5/Rd 102 Interchange Landscape - 78,302 56,339 114,609 - 1702 New Traffic Signal - Kentucky/Cottonwood - - 273 - - 1722 Sports Park Pedestrian Overcrossing - - - - 57,030 1913 Gibson Road Interchange Modification - - 5,327 29,673 - 2114 SR113/I-5 Ultimate Interchange Modifications - - - - 2,274 2217 Active Transportation Plan - - - - 712 9000 Force Account 415,083 418,102 276,998 148,819 4,606 TP-3 9524 Planning/Analysis Studies - 12,329 - 5,625 - Total Expenditures 418,725 525,718 548,455 2,651,897 1,789,792 Excess(deficiency) revenues over expenditures 667,919 1,871,836 2,309,040 (19,643) 399,050 Total Available Fund Equity at June 30 (259,655)$ 1,612,181$ 3,921,221$ 3,901,578$ 4,300,628$ Conclusion:

Prior year numbers have been adjusted to tie to audited financials. Often timing of the reporting and receipt of final audit will differ.

FUND 582 - ROAD DEVELOPMENT FUND
Basis
Fiscal Year
No fees have been held unexpended for more than five years, ongoing fee collection required for projects required in the fee study but not yet funded due to lack of available funding. No refunds required.

Road Development fees are used to expand/construct streets, roads, interchanges, studies, signals and other projects related to the impact of expansion on the City.

FUND 585 - WASTEWATER DEVELOPMENT FUND
Wastewater Development Fee Description
Wastewater Development Fee Schedule
Category Fee
Single Family Residential- Spring Lake 7,125$
Single Family Residential - Greenfield 7,125$
Single Family Residential- Infill Unit 7,125$
Multi-family Residential- Spring Lake Unit 5,343$
Multi-family Residential - Greenfield 5,343$
Multi-family Residential - Infill Unit 5,107$
Multi-family Residential - Corridor Unit 5,107$
Multi-family Residential - Downtown Unit 5,107$
Small Multi-family- Spring Lake Unit 3,562$
Small Multi-family- Greenfield Unit 3,562$
Small Multi-family- Infill Unit 3,562$
Small Multi-family- Corridor Unit 3,562$
Small Multi-family- Downtown Unit 3,562$
Retail 2,908$
Service 2,908$
Office 1,744$
Industrial 3,272$
Wastewater Development Fund Collections & Expenditures
2018 2019 2020 2021 2022
Beginning Balance** (13,459,945)$ (14,608,608)$ (13,957,076)$ (13,837,804)$ (13,770,515)$

REVENUES
Development Fees 834,166 2,625,781 2,078,027 2,008,840 1,849,176 Interest Earnings - 9,574 2,896 - (437) Total Revenue 834,166 2,635,355 2,080,923 2,008,840 1,848,739

EXPENDITURES
MPFP # Program Title
2014 Refunding Wastewater Bond 1,915,387 1,916,382 1,916,635 1,918,957 1,918,957 9000 Force Account 67,441 67,441 45,017 22,594 170 Total Expenditures 1,982,828 1,983,823 1,961,652 1,941,551 1,919,127 Excess(deficiency) revenues over expenditures (1,148,663) 651,532 119,271 67,289 (70,388) Total Available Fund Equity at June 30 (14,608,608)$ (13,957,076)$ (13,837,804)$ (13,770,515)$ (13,840,903)$ Conclusion:

Note:

Prior year numbers have been adjusted to tie to audited financials. Often timing of the reporting and receipt of final audit will differ.

Wastewater Development fees are used to expand/construct wastewater facilities and to acquire equipment related to the impact of growth on the City.
1,000 Sq Ft
1,000 Sq Ft
Fiscal Year
Unit
No fees have been held unexpended for more than five years, ongoing fee collection is necessary to pay existing debt obligations. No refunds required.

Beginning in FY2012, the Total Fund Equity will not match the City's published annual financial statements due to a large transfers from another fund. These transfers are done for finacial reporting requirements, but are considered a long-term loan to assist with payment of debt service not covered by development impact fees.

Basis
Unit
** Beginning balance does not include long-term advance of pre-1991 fungible monies to the Storm Drain Enterprise Fund($2,427,320). These monies are not subject to the requirements of AB1600 and are not available for spending.

Unit
1,000 Sq Ft
1,000 Sq Ft

Park SLIF Fee Description
Park SLIF Development Fee Schedule
Category Basis Fee
Single Family Residential Unit 9,549$ 8,891$ Multi-family Residential Unit 6,303$ 5,869$ Non-Residential Sq Ft 7.36$ 6.85$
Park SLIF Fund Collections & Expenditures
2018 2019 2020 2021 2022
Beginning Balance 2,905,811$ 479,086$ 1,249,802$ 1,579,485$ 3,466,256$

REVENUES
SLIF Fees 1,025,108 2,912,670 2,476,083 2,403,488 874,914 Interest Earnings 5,437 18,450 29,910 35,311 27,088 Other Revenues 2,078 - - - - Total Revenue 1,032,623 2,931,120 2,505,993 2,438,799 902,003

EXPENDITURES
Program Title
7925 2012 Lease Rev Bond Debt Service 86,980 - - - - 1505 SLSP Neighborhood Park N3 2,955,019 1,623,720 13,771 26,902 - 1710 SLSP Neighborhood Park N1 417,349 536,684 2,162,539 20,408 - 1911 Spring Lake Central Park - - - 504,718 - Total Expenditures 3,459,348 2,160,404 2,176,310 552,028 - Excess(deficiency) revenues over expenditures (2,426,725) 770,715 329,683 1,886,771 902,003 Total Available Fund Equity at June 30 479,086$ 1,249,802$ 1,579,485$ 3,466,256$ 4,368,258$ Conclusion:

FUND 640 - PARK SLIF FUND
Fiscal Year
Unexpended fund balance is accumulated for large projects included in the fee study that continue to be required. No refunds required.

Park SLIF development fees are used to acquire land and construct the parks required by the Spring Lake Specific Plan. These parks include the neighborhood parks, central park and the Spring Lake share of the Community Sports Park.

Storm Drain SLIF Fee Description
Storm Drain SLIF Development Fee Schedule
Category Basis Fee
Single Family Residential Unit 12,028 $ 11,199$ Multi-family Residential Unit 7,938 $ 7,391$ Non-Residential Sq Ft 9 $ 8.63$ Storm Drain SLIF Fund Collections & Expenditures
2018 2019 2020 2021 2022
Beginning Balance (1,145,629)$ (67,952)$ 3,124,690$ (226,970)$ 452,718$

REVENUES
SLIF Fees 1,609,356 3,941,616 3,140,159 2,571,586 1,098,060 Interest Earnings (96,160) (125,570) (275,973) (162,228) (93,913) Other Revenues
Total Revenue 1,513,196 3,816,045 2,864,186 2,409,358 1,004,148

EXPENDITURES
Program Title
0612 Spring Lake East Regional Pond Phase I 35,262 24,576 - 45,761 20,115 1113 North Gibson Ponds Detention - 1,624 31,069 - - 1721 North Regional Ponds and Pump Station 375,883 575,381 6,118,502 1,680,519 185,628 1914 South Area Flowage Easement - - - - 15,318 9000 Force Account 24,375 21,821 66,275 3,391 4,795 - - - - Total Expenditures 435,519 623,403 6,215,846 1,729,671 225,856 Excess(deficiency) revenues over expenditures 1,077,677 3,192,642 (3,351,660) 679,687 778,292 Total Available Fund Equity at June 30 (67,952)$ 3,124,690$ (226,970)$ 452,718$ 1,231,009$ Revenues paid through Fee Credit use 1,268,937 $ 3,224,911 $ 2,688,092 $ 2,046,135 $ 945,930 $ Conclusion:

Note:
*Prior year numbers have been adusted to correct for beginning balances of fund equity and for investment earning not allocated before report was complete FUND 681 - STORM DRAINAGE SLIF FUND
Fiscal Year
Unexpended fund balance is accumulated for large projects included in the fee study that continue to be required. No refunds required.

Advance funding of infrastructure through issuance of bonds and developer advances have paid for construction of most facilities funded in this category. Collection of "revenues" in this fund represent the use of fee credits earned from the previous advancement of cash.

Storm Drain SLIF development fees are used to purchase land and construct/improve drainage facilities required by and to accommodate growth in the Spring Lake Specific Plan.

Road SLIF Fee Description
Road SLIF Development Fee Schedule
Category Basis Fee
Single Family Residential Unit 23,204$ 21,605$ Multi-family Residential Unit 15,315$ 14,260$ Non-Residential Sq Ft 17.86$ 16.63$ Road SLIF Fund Collections & Expenditures
2018 2019 2020 2021 2022
Beginning Balance (441,837)$ 1,960,977$ 9,252,850$ 13,102,099$ 5,336,217$

REVENUES
SLIF Fees 2,604,069 7,602,499 6,057,907 4,961,019 2,134,765 Interest Earnings (201,255) (224,926) (259,162) (142,401) (77,349) Other Revenues
Total Revenue 2,402,814 7,377,572 5,798,745 4,818,618 2,057,416

EXPENDITURES
ProgramTitle
9000 Force Account - 5,508 3,906 22,857 3,235 1909 CR25A (Meikle to Promenade) - 5,620 115,064 1,716,359 - 1910 Heritage Parkway Pedestrian Crossing - 16,488 - 161,811 - 1913 Gibson Road Interchange Modification - 275 - 76,789 3,896 2005 SR113/CR25A Interchange Modifications - 57,808 73,185 104,622 147,665 Developer Reimburseable Projects 1,757,341 10,502,062 465,000 Total Expenditures - 85,699 1,949,496 12,584,501 619,796 Excess(deficiency) revenues over expenditures 2,402,814 7,291,873 3,849,249 (7,765,882) 1,437,620 Total Available Fund Equity at June 30 1,960,977$ 9,252,850$ 13,102,099$ 5,336,217$ 6,773,837$ Revenues paid through Fee Credit use 1,949,241$ 4,953,853$ 4,129,234$ 3,143,112$ 1,453,062$ Conclusion:

Note:
*Prior year numbers have been adusted to correct for beginning balances of fund equity and for investment earning not allocated before report was complete Advance funding of infrastructure through issuance of bonds and developer advances have paid for construction of most facilities funded in this category. Collection of "revenues" in this fund represent the use of fee credits earned from the previous advancement of cash.

FUND 682 - ROADS SLIF FUND
Fiscal Year
Unexpended fund balance is accumulated for large projects included in the fee study that continue to be required.

No refunds required.

Road SLIF development fees are used to construct/improve roadways required by and to accommodate growth in the Spring Lake Specific Plan.

Water SLIF Fee Description
Water SLIF Development Fee Schedule
Category Basis Fee
Single Family Residential- Infill Unit 2,575$ 2,398$ Multi-family Residential Unit 1,699$ 1,582$ Non-Residential Sq Ft 1.99$ 1.85$
Water SLIF Fund Collections & Expenditures
2018 2019 2020 2021 2022
Beginning Balance 816,526$ 1,149,262$ 2,111,655$ 2,754,011$ 3,289,594$

REVENUES
SLIF Fees 354,644 986,795 672,358 550,674 238,309 Interest Earnings (21,908) (24,401) (30,002) (15,092) (7,755) Other Revenues
Total Revenue 332,736 962,394 642,356 535,582 230,554

EXPENDITURES
Program Title
Total Expenditures - - - - - Excess(deficiency) revenues over expenditures 332,736 962,394 642,356 535,582 230,554 Total Available Fund Equity at June 30 1,149,262$ 2,111,655$ 2,754,011$ 3,289,594$ 3,520,148$ Revenues paid through Fee Credit use 269,438$ 684,756$ 570,771$ 434,463$ 200,852$ Conclusion:

Note:
*Prior year numbers have been adusted to correct for beginning balances of fund equity and for investment earning not allocated before report was complete FUND 684 - WATER SLIF FUND
Fiscal Year
Unexpended fund balance is accumulated for large projects included in the fee study that continue to be required.

No refunds required.

Advance funding of infrastructure through issuance of bonds and developer advances have paid for construction of most facilities funded in this category. Collection of "revenues" in this fund represent the use of fee credits earned from the previous advancement of cash.

Water SLIF development fees are used to construct/improve water related facilities required by and to accommodate growth in the Spring Lake Specific Plan.

Sewer SLIF Fee Description
Sewer SLIF Development Fee Schedule
Category Basis Fee
Single Family Residential- Infill Unit 3,320$ 3,091$ Multi-family Residential Unit 2,594$ 2,415$ Non-Residential Sq Ft 2.56$ 2.38$
Sewer SLIF Fund Collections & Expenditures
2018 2019 2020 2021 2022
Beginning Balance (2,895,825)$ (2,483,778)$ (1,425,915)$ (598,758)$ 40,379$

REVENUES
SLIF Fees 434,761 1,087,542 866,478 709,714 328,960 Interest Earnings (22,714) (29,679) (39,320) (21,515) (11,122) Other Revenues
Total Revenue 412,047 1,057,863 827,158 688,200 317,838

EXPENDITURES
Program Title
9000 Force Account - - - 21,222 2110 Spring Lake Sewer Pump Station - - - 27,840 Total Expenditures - - - 49,063 - Excess(deficiency) revenues over expenditures 412,047 1,057,863 827,158 639,137 317,838 Total Available Fund Equity at June 30 (2,483,778)$ (1,425,915)$ (598,758)$ 40,379$ 358,217$ Revenues paid through Fee Credit use 419,745$ 1,066,750$ 889,178$ 676,829$ 312,899$ Conclusion:

Note:
*Prior year numbers have been adusted to correct for beginning balances of fund equity and for investment earning not allocated before report was complete FUND 685 - SEWER SLIF FUND
Fiscal Year
Unexpended fund balance is accumulated for large projects included in the fee study that continue to be required.

No refunds required.

Advance funding of infrastructure through issuance of bonds and developer advances have paid for construction of most facilities funded in this category. Collection of "revenues" in this fund represent the use of fee credits earned from the previous advancement of cash.

Wastewater SLIF development fees are used to construct/improve sewer related facilities required by and to accommodate growth in the Spring Lake Specific Plan.

Fire SLIF Fee Description
Fire SLIF Development Fee Schedule
Category Basis Fee
Single Family Residential- Infill Unit 967$ 900$ Multi-family Residential Unit 638$ 594$ Non-Residential Sq Ft 0.74$ 0.69$
Fire SLIF Fund Collections & Expenditures
2018 2019 2020 2021 2022
Beginning Balance -$ 61,063$ 358,446$ 620,640$ 872,728$

REVENUES
SLIF Fees 60,370 292,091 250,419 243,190 88,570 Interest Earnings 693 5,292 11,775 8,898 6,003 Other Revenues
Total Revenue 61,063 297,383 262,194 252,088 94,572

EXPENDITURES
Program Title
Total Expenditures - - - - - Excess(deficiency) revenues over expenditures 61,063 297,383 262,194 252,088 94,572 Total Available Fund Equity at June 30 61,063$ 358,446$ 620,640$ 872,728$ 967,301$ Conclusion:

FUND 660 - FIRE SLIF FUND
Fire SLIF development fees are used to construct additional fire station facilities needed to provide service to the new growth area.

Unexpended fund balance is accumulated for large projects included in the fee study that continue to be required. No refunds required.

Fiscal Year

TO: THE HONORABLE MAYOR AND CITY COUNCIL
AGENDA: City Council Regular Meeting
DATE: December 20, 2022
ITEM #: G.12
SUBJECT: Measure F Annual Report for Fiscal Year Ending June 30, 2022

Recommendation for Action: Staff recommends that the City Council approve the Measure F Report for Fiscal Year ending June 30, 2022 and direct staff to publish the required excerpts of the report in the Daily Democrat and on the City's website.

Staff Contact:

Evis Morales, Finance Officer, (530) 661-5923, [email protected]

Fiscal Impact:

This is an informational report, and therefore does not result in any fiscal impact. However, the report provides an accounting of Measure F (1/2 cent sales tax) receipts and expenses for the fiscal year ending June 30, 2022. The Measure F spending plan, which allocates resources to the various categories and projects within Measure F, is reviewed by the City Council annually, in connection with the development of the City's annual budget.

Background:

In November 2016, the Woodland voters approved Measure F (MSF), which extended the 1/2 cent supplemental sales tax collected within the boundaries of and for the benefit of the City of Woodland. The 12- year approval of MSF, a general tax, includes funding for general city services such as street maintenance, parks and facility projects, public safety and economic development.

MSF revenue is anticipated to be spent on various categories based on overall community needs. The City Council has identified Parks, Roads, Public Safety, and Economic Development as the primary general categories for funding.

The initial spending plan was approved by the City Council within the FY2018/19 annual budget on June 19, 2018, which provided an allocation of anticipated MSF revenues in a manner consistent with Council policy direction. The City Council will approve a revised spending plan which is then incorporated into the next fiscal year's annual budget. The City Council adopted a revised MSF spending plan at the May 10, 2022 meeting for incorporation into the FY2021/22 annual budget.

Similar to the process that was followed for Measure E, staff will prepare an annual financial report in December each year, illustrating the actual revenues received and use of the funds, and an updated annual spending plan during the spring to be incorporated into the annual budget.

Discussion:

The following table includes (1) a summary of approved uses of MSF, as adopted with the FY2021/22 annual budget, and consistent with the annual spending plan, (2) prior years' expenditures, (3) FY2021/22 expenditures, and (4) the life to date expenditures for each identified category. Final revenues from MSF sales tax for FY2021/22 were $7.8 million, which is 103% of the amended budget.

Attachment A to this report provides a historical account of annual revenues received and detailed project expenditures. These revenues and expenditures are forecasted during the development of the annual spending plan, which is revisited and updated each year during the budget development process.

The fund balance for Measure F at the end of FY2021/22 includes amounts previously reserved by the Council for future work at the Sports Park, Parking Lot Rehabilitation Set-Aside, and a Park Projects Reserve . The spending plan for Measure F sets aside money each year to assist the Park Development Fund with payment of annual debt service. In the event that development activity for any fiscal year generates more revenue than expected, reliance on Measure F funds for assistance is decreased and the amounts that had been set aside for debt service assistance will be used for other park related projects within the City. In FY2021/22, development activity generated sufficient revenues to cover most of the annual debt service and the Park Development Fund borrowed $151,529 from Measure F; this leaves $1,031,410 available for allocation to other park maintenance projects. Staff will return to Council at a later date to request appropriations for specific projects.

Note: FY2021/22 revenue and expenses reflect unaudited figures. The numbers are subject to change pending final audit results.

Conclusion:

Staff recommends that the City Council approve the Measure F Report for Fiscal Year ending June 30, 2022 and direct staff to publish the required excerpts of the report in the Daily Democrat and on the City's website.

Prepared by: Evis Morales, Finance Officer

Reviewed by: Kim McKinney, Administrative Services Director

Attachments:

1. MSF Summary - Attachment A

ATTACHMENT A
FY2018/19 FY2019/20 FY2020/21 FY2021/22 FY2022/23 FY2023/24 FY2024/25 FY2025/26 FY2026/27 FY2027/28 FY2028/29 FY2029/30 FY2030/31 Total Actual Actual Actual Actual Amended
Revenues Over 12 Years
MSF Annual Revenue Projection 4,053,546 5,957,637 6,935,312 7,656,557 7,625,570 7,649,200 7,976,200 8,283,000 8,570,100 8,835,773 9,109,682 9,392,082 2,420,809 94,465,469 Expenditures
Parks/Pool
Park Debt Service - - 24,184 151,529 1,182,939 1,174,096 1,169,541 1,164,895 - - - - - 4,867,184 Clark Field Maintenance 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 195,000 Sports Park Turf Replacement (19-19) - - 149,966 11,516 - - - - - - - - - 161,481 Southeast Area Pool Project (19-18) 2,500,000 2,500,000 Other Park Projects - - - 645,097 788,794 60,904 65,459 70,105 1,235,000 1,235,000 1,235,000 1,235,000 297,500 6,867,859 Parks Subtotal 15,000 15,000 189,150 823,141 4,486,733 1,250,000 1,250,000 1,250,000 1,250,000 1,250,000 1,250,000 1,250,000 312,500 14,591,524 Roads
Measure F - Planning Management 19,142 22,351 20,990 50,204 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 12,500 525,188 Curb Gutter Sidewalk - 50,000 - - - - - - - - 50,000 Annual In-House Road Program Support 583,695 536,359 657,872 626,250 1,014,081 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 250,000 10,668,257 West Woodland Safe Routes to School (17-09) - - - 107,000 - - - - - - - - - 107,000 West Main St Bicycle/Ped Mobility & Safety Improvements (17-16) - 1,300,459 709,964 2,140 137,437 - - - - - - - - 2,150,000 Gibson Road (West to East Streets; 20-01) - - 112,617 38,835 1,608,548 - - - - - - - - 1,760,000 Gibson Road - West to CR98 (20-08) 5,965 754,035 760,000 Local Roadway Safety Plan Project (21-13) 365 9,597 38 10,000 Matmor Rd & E. Gum Rehab - - 500,000 1,100,000 1,600,000 Main Street Feasilbility Project (22-13) 3,284 21,716 25,000 East and Main Street Signal Project (22-14) 30,000 148,450 178,450 2020 Road Rehabilitation (19-05) - 1,415,715 - - - - - - - 1,415,715 2022 ADA Improvements (22-01) 10,000 - - - - - - - - 10,000 Annual Pavement Maintenance - Summer 2021 (20-02) - - - 1,464,153 75,847 - - - - - - - - 1,540,000 Annual Pavement Maintenance - Summer 2022 (22-06) 60,778 1,039,222 1,100,000 Annual Pavement Maintenance (Summer 2023) 1,000,000 1,000,000 Annual Pavement Maintenance (Summer 2024) 400,000 600,000 1,000,000 Annual Pavement Maintenance (Summer 2025) 1,100,000 1,100,000 Annual Pavement Maintenance (Summer 2026) 1,500,000 1,500,000 Annual Pavement Maintenance (Summer 2027) 200,000 1,600,000 1,800,000 Other Road Projects 285 - - 100,000 1,700,000 1,700,000 425,000 3,925,285 Roads Subtotal 603,122 1,859,169 1,501,809 2,368,207 6,206,639 2,698,450 2,550,000 2,750,000 2,750,000 2,750,000 2,750,000 2,750,000 687,500 32,224,895 Public Safety
Fire Staffing 437,748 515,788 611,338 594,533 739,537 790,565 816,654 855,853 887,520 931,896 978,490 1,027,415 1,078,786 10,266,123 Police Staffing 224,048 577,395 842,656 822,155 1,010,847 1,080,595 1,116,255 1,169,835 1,213,119 1,273,775 1,337,464 1,404,337 1,474,554 13,547,037 Public Safety Subtotal 661,796 1,093,184 1,453,994 1,416,688 1,750,384 1,871,160 1,932,909 2,025,688 2,100,639 2,205,671 2,315,954 2,431,752 2,553,340 23,813,160 Economic Development
Economic Development Staffing 235,687 223,060 185,766 177,064 343,925 367,656 379,788 398,018 412,745 433,382 455,051 477,804 125,424 4,215,371 Overhead 20,947 51,465 84,473 310,904 92,505 98,888 102,151 107,054 111,015 116,566 122,394 128,514 134,940 1,481,818 Total Expenditures 1,536,552 3,241,877 3,415,192 5,096,005 12,880,186 6,286,154 6,214,848 6,530,761 6,624,399 6,755,619 6,893,400 7,038,070 3,813,703 76,326,768 Net Revenues/Expenditures 2,516,994 2,715,760 3,520,120 2,560,552 (5,254,616) 1,363,046 1,761,352 1,752,239 1,945,701 2,080,154 2,216,282 2,354,012 (1,392,894) 18,138,701 Reserve Set Aside 125,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 1,325,000 -
Parks Projects Reserve 1,191,439 1,013,082 374,798 (375,000) 2,204,318 -
Parking Lot Rehabilitation Set-Aside (Hotel Woodland) 575,000 575,000 -
Sports Park Reserve 500,000 500,000
Fund Balance 2,391,994 3,316,315 5,723,353 7,234,108 2,254,492 3,517,538 5,178,889 6,831,128 8,676,829 10,656,983 12,773,265 15,027,277 13,534,383 14,109,383

MEASURE F SPENDING PLAN
Planned

TO: THE HONORABLE MAYOR AND CITY COUNCIL
AGENDA: City Council Regular Meeting
DATE: December 20, 2022
ITEM #: G.13
SUBJECT: Annual Measure J Report for Fiscal Year Ending June 30, 2022

Recommendation for Action: Staff recommends that the City Council approve the Annual Measure J Report for Fiscal Year ending June 30, 2022 and direct staff to publish the required excerpt of the report in the Daily Democrat and the City's website.

Staff Contact:

Evis Morales, Finance Officer, (530) 661-5923, [email protected]

Fiscal Impact:

This is an informational report, and therefore has no direct fiscal impact. However, the report provides an accounting of the use of $3.8 million in Measure J (1/4 cent sales tax) revenue collected during fiscal year 2021/22.

Background:

In January 2014, the City Council authorized placing the reauthorization of a 1/4 cent sales tax before the voters for the June 2014 election. Measure J (MSJ) was approved with 68% of the Woodland vote. Companion advisory measures K,L,M and N were also approved and were intended to guide the City Council in the allocation of these resources generated by MSJ for general city services, programs, and facilities for a period of eight (8) years as follows:

Measure K, approved by 65.5% of voters, provides that 60% of the additional sales tax received to expand and enhance youth and teen programs and facilities;

Measure L, approved by 66.4% of voters, provides that 20% of the additional sales tax received to enhance education and youth literacy and expand library hours of operation;

Measure M, approved by 70.1% of voters, provides that 15% of the additional sales tax received to enhance public safety through expanded crime prevention programs such as Neighborhood Watch and services supporting at-risk youth including gang intervention strategies;

Measure N, approved by 53.6% of voters, provides that 5% of the additional sales tax received to support a city water and sewer utility rate-payer assistance program for low-income residents.

Measure J expires September 30, 2022 and is replaced by Measure R after that date.

Discussion:

The goals and objectives of MSJ are to expand activities for youth and teens; increase literacy and academic achievement; enhance public safety; provide dedicated funding for the Utility Assistance Program; and to encourage youth engagement through a variety of new programs. Throughout FY2021/22, programs and services were developed and offered to the community in the following areas:

Youth Programming

 Afterschool programs at both Lee and Douglass middle schools  Club/leagues for middle school youth during the summer  Waive per-player fees for youth sports

Library Programming
 Continues increased hours of operations at the Woodland Public Library from 44 hours per week to 51 hours per week
 Funds children and teen collection, including current print and electronic materials

Crime Prevention
 Restored the crime prevention program, including the Neighborhood Watch program  Expanded Volunteers in Policing (VIP) program
 Restored the youth diversion program

Actual MSJ revenue received in FY2021/22 totaled $3.8 million, which is 102% of the amended revenue budget for the year.

The tables below show the planned and actual allocation of MSJ for FY2021/22:

Of the $2.6 million unspent from FY2021/22, $2.5 million was carried over for expenditure in FY2022/23. All Measure J funds not programmed or expended are accumulated in a special Measure J fund balance within the General Fund. At the end of FY2021/22, the accumulated fund balance was $3.7 million. Of this fund balance, $1,000,000 is assigned to the Phase 2 Sports Park Build-Out.

Below are accomplishments and highlights from FY2021/22 that were made possible because of MSJ funding:

YOUTH PROGRAMMING
Youth Sports
Youth sports organizations (soccer, baseball, and softball) use city-owned fields for practices and games. Measure J provides funding to waive the player fees for Woodland residents (essentially fees for practices). In addition, Measure J provides assistance for youth organizations as well as other financial needs such as portable restroom rentals, field improvements, and increased utility costs during the winter. Player fees and financial assistance provided this fiscal year include:
 $60,600 in youth sports player fees waived for 2,424 youth players (1,015 baseball players and 1,409 soccer players)
 $10,000 fee waived for Woodland Swim Team for the winter surcharge  $12,500 provided to Woodland Girls Fast Pitch

Camperships

Measure J provides funding for “camperships” or scholarships for youth participants of income-qualified families. Camperships resulted in a fee reduction for several programs. A total of $17,655 was provided for camperships, and the remaining expenditures were attributed to program administration. Camperships were utilized in the following areas:
 Summertime Fun Club – $9,865 to 40 participants
 Summer Teen Pack – $1,580 for five (5) participants
 Swimming Lessons – $5,885 for 65 participants
 Woodland Wreckers – $325 for four (4) participants

Events
Measure J provides several free activities and events for youth, teens, and families. Events included the Floating Pumpkin Patch, Polar Bear Plunge, Martin Luther King Jr. Celebration, REXPO, Woodland Writes, Shamrock Hunt, Egg Hunt delivery, and César Chávez Celebration. These events had a combined attendance of over 1,000 people. In addition, support was provided for the Neighborhood Santa Parade and the City’s 150th Celebration.

Supported Education, Workshops and Trainings
Measure J provides funding for collaborative ventures in education, workshops, and training for Woodland youth, teens, and college-aged individuals. Financial support was provided for: the Woodland Community College Promise Program, UC Davis Educational Opportunity Program, Yolo County Youth Empowerment Summit, City of Woodland & Woodland Joint Unified District Youth Master Plan, César Chávez Leadership Conference, and United Way Kinder Kamp.

After School Teen Pack
Measure J provides funding for the After School Teen Pack program held at Douglass and Lee Middle Schools. The program is held on campus Monday-Thursday immediately after school until 5pm.  3,240 students participated during the 2021/22 school year

Aquatics
Measure J provides funding for summer public swimming and to help offset expenses for low-cost swimming lessons.
 Public Swim – 7,196 (July and August 2021)
 Swim Lessons – 801 (July and August 2021)

Rec2Go
Measure J provides funding for the mobile recreation van (Rec2Go) to go to park sites, schools, and local events throughout the year. Participants can play and have fun for free anywhere Rec2Go is in attendance.  Attended 75 park and community events
 Reached over 2,925 community members

Summer at City Hall
Measure J provides funding for the Summer at City Hall program. This free program is to help high school students learn more about local government. It provides opportunities for students to become more civically engaged within their community and provides students with a small stipend for participation in the program.

 19 participants during the three (3) week program

Summer Teen Pack
Measure J provides funding for the Summer Teen Pack program. Summer Teen Pack is a program for middle school students held Monday – Fridays from 8am – 5pm during the summer months.  36 participants during the nine (9) weeks of summer

Other General Programs
Measure J provides funding for general programs, including Baby & Me classes and Youth Boxing. The total participants/sign-ins for the general programs were as follows:
 Baby & Me (virtual offering) – 167 participants
 Boxing Club – 522 participants

CRIME PREVENTION
The Crime Prevention Team is responsible for the development, implementation and maintenance of programs that focus on reducing the instances and impact of criminal activity within the community. The primary goal of the Crime Prevention program is to increase community awareness and motivate citizens to become actively involved in helping to reduce crime.

The Neighborhood Watch program is always growing. This program enlists the active participation of citizens in cooperation with law enforcement to reduce crime in their communities. During FY22, the Crime Prevention team welcomed five (5) new groups. These new groups are given a variety of information to assist them with maintaining a successful watch group in their neighborhood. They are taught how to be trained observers so they are comfortable reporting a crime or suspicious activity. In an effort to keep existing groups involved and informed, the Crime Prevention team created a quarterly Neighborhood Watch newsletter that goes out to all members of the program. This allows the team to share crime prevention information, department news, and neighborhood watch specific information with a large group of community members on a regular basis in order to build stronger relationships in the community.

The Crime Prevention team continued to supervise the Volunteers in Policing (ViP) program. The ViP program has 39 active volunteers who average about 200 hours per month and participate in 51 special events throughout the City during the year. In November and December 2021, two (2) new Chaplains joined the Volunteer program. Both Chaplains joined after full careers as officers with the California Highway Patrol. We are happy to have them on board.

Social media remains an important part of our community outreach efforts. With the potential to reach close to 30,000 people all at once, social media can be an amazing tool. Some of the topics covered were holiday shopping safety, human trafficking prevention, gun safety, and more. Facebook, Nextdoor, Instagram and Twitter were all used to reach members of the community with crime prevention tips and community outreach opportunities.

For most of July, Crime Prevention was focused on National Night Out (NNO) promotion and registration. To promote the event, the department’s Crime Prevention Specialist built a custom social media and website campaign. The event on the Woodland Police Department Facebook page reached 4,469 people alone. The Crime Prevention Specialist also conducted a phone interview with the Daily Democrat who published an article that assisted with registrations. In 2019, NNO registrations were at a record 37 neighborhoods. We are

so proud to say that in 2021, NNO was another record-breaking year with 41 neighborhoods coming together to make Woodland a stronger community. Hopefully, staff will break the record once again for NNO in 2022. Also this month, the Crime Prevention Specialist, the Chief of Police, Deputy Chief, a City Council Member, and the City Manager attended a community meeting at Schneider Park. During the meeting, gun violence, traffic issues, and crime prevention were discussed. The Chief of Police was able to provide detailed information and answer questions. At the end of the meeting, at least one (1) resident showed interest in participating in neighborhood watch. They ended up registering for National Night Out and have their first Neighborhood Watch meeting scheduled for September.

In August, the Crime Prevention Specialist worked with the neighbors near Harris Park to schedule a community meeting with the neighbors and members of the Police Department. The goal of this meeting was to listen to the concerns of the neighbors regarding the issues revolving around Harris Park and share with them what the Police Department and the City are doing to support them. Roughly 15 neighbors attended the meeting and we had a great conversation. They shared a lot of good information and we were able to answer many of their questions. As part of preparing for this meeting, the Crime Prevention Specialist went out with one of our HOST Officers and conducted a Crime Prevention Through Environmental Design or “CPTED” survey of Harris Park. She was able to identify some areas of improvement and send a report to the City. The volunteer team was able to assist by providing extra patrols and by helping the Crime Prevention Specialist hand deliver more than 130 invitations to the meeting.

Every day across America, parents and caregivers drive young children around town, to and from school, daycare, and the store in car and booster seats, yet nearly half of all car seats are installed incorrectly. To help keep children safe, we participated in Child Passenger Safety Week from September 19 – 25, 2021. The goal is to make sure children are in the correct car seat, it’s properly installed and used, and that it’s registered with its manufacturer to ensure the receipt of important safety updates. We achieved this by partnering with the Yolo County Child Passenger Safety Program and hosting a free Car Seat Check Event here at the Woodland Police Department.

In October, the department participated in the National Drug Take Back Day which happens annually. This is a national campaign put on by the DEA with a focus on getting prescription medications off the streets. Staff collected 144 lbs of prescription and over-the-counter medications during this year’s event.

In November, after Nugget Market moved their corporate office to Davis, the location at 163 Court Street remained vacant. A HOST officer recommended to the property owners to have the Crime Prevention Specialist come and perform a CPTED inspection to assist with reducing the amount of vandalism and trespassing that is happening at the property. She was able to go out and conduct a survey and provide them with some recommendations they could implement to reduce the likelihood of negative activities. Recommendations included having graffiti removed immediately, adding and improving lighting on the property, and installing fencing to reduce foot traffic from the alley behind the business to Court Street. The landscaping was also something that needed attention to create better natural surveillance and reduce hiding spots on the property.

In December, the department hosted Neighborhood Santa, which was live on Facebook all three (3) nights. The Crime Prevention Specialist hosted and monitored the live feed and comments section throughout the events, responding to the community and asking Santa for live shots. They also assisted UNIDOS by recording two (2) videos for them. The first one wished the community a Merry Christmas and the second was geared to teach the Spanish-speaking community what to expect when calling 911. We partnered with dispatch and had them run through a call where a translator needed to be added to the line. This video is a great educational tool for the public. On December 4th, the Crime Prevention Specialist held a community event at Ralph Harris Park. There was a good turn out and it was great to see neighbors utilizing the park the way it was intended. The Rec2Go van came out and officers were able to join the kids in some fun and games.

From the beginning of the New Year through the middle of February, the department was without a Crime Prevention Specialist. Upon hire, the new candidate quickly introduced herself to the Neighborhood Watch groups as well as on the Nextdoor community app and will be connecting with these groups for future meetings and community events.

In May, a new Neighborhood Watch was established on North Walnut Street. There were six (6) neighbors at the meeting. During the first half of the meeting, there were conversations about the importance of online reporting, reporting graffiti, and vacation home checks. The other half was spent talking about You Are Not Alone (Y.A.N.A), the difference between calling 911 vs. Non-Emergency, and Operation ID. They were given a sheet where they can write down information about their belongings, such as vehicles, bikes, electronics, jewelry, and other items. In the event these items get lost or stolen, these members have a record of their property. The neighbors were concerned about not having enough lights on their street as they feel it gets too dark at night. The Crime Prevention Specialist sent out an email to the City of Woodland Engineer to address the issue.

GANG RESISTANCE AND EDUCATION TRAINING (G.R.E.A.T.)
The Gang Resistance Education And Training (G.R.E.A.T.) program is an evidence-based, national and international gang and violence prevention program that has been building trust between law enforcement and communities for nearly 30 years. This program is intended as an immunization against delinquency, youth violence, and gang membership. It is designed for children in the years immediately before the prime ages for introduction into gangs and delinquent behavior and was built around school-based, law enforcement officer- instructed classroom curriculum. It provides a continuum of components for children and their families. These components include a 13 lesson middle school curriculum and a six (6) lesson elementary school curriculum.

The Woodland Police Department instructors worked closely with the Woodland Joint Unified School District and completed the G.R.E.A.T. program with all 4th grade and 7th grade students for the 2021-2022 school year. In November 2021, a School Resource Officer worked with three (3) 7th grade G.R.E.A.T. classes and their lessons on community and participation in a community service project. The students came up with many ideas and chose a project to highlight the importance of mental health. The students made 50 posters and social media posts highlighting mental health services available to teens in Yolo County. The teens recognized the problem on campus, wanted to be the change, and made beautiful posters encouraging their peers not to give up. It was a great activity, and the teens were eager to help.

SCHOOL RESOURCE OFFICERS
This year, the City's School Resource Officers or SROs, taught four (4) Active Shooter classes, participated in Fill the Trunk, Christmas and Back to School Shop with a Cop, Coffee with a Cop, National Night Out, National Shake Out (earthquake drills at the schools), National Walk to School Day, Read Across America and Red Ribbon Week. They spent much of their time acting as mentors to counsel and help educate numerous students on a day-to-day basis in preparation for adulthood. The SROs also participated in teaching G.R.E.A.T.

Classes, the School District Safety committee, SARB (Student Attendance Review Board), and YTAC (Yolo Truancy Abatement Committee) as a form of youth diversion. They have referred several students to the Yolo Conflict Resolution Center, which is a non-profit organization that offers free services to anyone in need of assistance with a conflict, disagreement or other situations where harm has been created.

In July, the SROs ran the six (6) week Summer Police Activities League or P.A.L. program. The program had nearly 30 participants and included activities like swimming, sports, and art. The program took extensive collaboration with multiple entities and businesses to be successful. The SROs remained in contact with district staff to prepare for the new school year.

The month of October saw an increase in activity for the SROs. There were many sporting activities and requests for support at school board meetings. There was an uptick in fighting activity on campus and school

shooting threats that required their attention. Seven (7) students were identified to participate in the Public Safety Conference, and the SROs had been recruiting students for the department's Explorer program. While off-duty, one (1) SRO was notified of a student off-campus and in possession of a firearm. The SRO collaborated with school staff, students, and the Woodland Gang Taskforce, which resulted in seizing two (2) firearms from students who were validated gang members. Both firearm seizures took place off-campus.

During November, two (2) students were referred to the Yolo Conflict Resolution Center. These referrals involve participation in the restorative justice process as an alternative to traditional citation/arrest responses. The Christmas Fill the Trunk Drive started with the first event held on November 28th. In conjunction with P.A.L. and many local entities, the SROs organized gift-giving for community children in need. Also this month, one of the SROs conducted a welfare check on a foster student who was new to the district. The student has a troubled past and needs positive influences. The SRO put the guardian and juvenile in contact with the Jr. Wolves organization, and a scholarship is being sought. Another SRO worked with a recent graduate on her career and educational path as the student wanted to pursue a career in Law Enforcement. The SRO provided guidance on various options including obtaining a degree, attending the police academy, various work experience, volunteer options, and direction for the introductory police exam. After several conversations, the student signed up to take the introductory exam, and the SRO arranged many ride-alongs with police officers.

December marked the end of the Christmas Fill the Trunk Drive, which was the largest Fill the Trunk Drive so far, resulting in 360 WJUSD students receiving gifts for the holidays. The community and local businesses donated over 1,500 gifts and $6,000 in monetary donations. Velocity Island Waterpark donated their space and decorated the event to make this year's event the most successful yet.

In January, an SRO started working with Woodland High School staff and the Time of Change organization to create a program that engages students in the legislative process and focuses on laws associated with the criminal justice system. The program will include trips to the State Capitol and meeting with elected and appointed officials.

In March, SROs responded to a call involving a sixth grade student that wrote about a shooting while taking a test. The district staff and the SRO met with the student and family to discuss the writing. The SRO looked into a football program and the summer P.A.L. program for the student. It was confirmed by family that the student did not have access to firearms and the district staff worked to offer the student behavioral health services.

In April, a mother contacted an SRO because she was concerned about the behavior of her son, who attended Woodland High School. Over the previous six (6) months, the unlicensed student began taking the parent's vehicle without permission. He also started vaping, drinking alcohol, and she was worried her son was drifting towards gang involvement. The SRO met with the family and spent over an hour discussing behaviors and short-term/long-term goals. The SRO has also set up future checking with the family. Also in April, another SRO assisted Pioneer High School administration with a student struggling with mental health issues. The student struggled with suicidal thoughts and had taken steps towards committing the act. The SRO worked with staff to ensure the student was safely transported to a facility to receive assistance.

WOODLAND PUBLIC LIBRARY
Measure J supports all Library programming, 50% of the book budget, and online resources for our youth and families, in addition to the following:
 All Children’s Programming
 All Teen Programming
 Teen Services Librarian Position
 Children’s Library Tech Position

 Adult and Family Literacy Coordinator Position
 Square One Staff, program, and supplies
 Additional Library Hours
 Children and teen print and online resources

The Library focuses on programming in four (4) areas; Early Childhood Literacy, Education and Lifelong Learning, Civic and Community Engagement, and Summer Reading.

Early Childhood Literacy
The Public Library is a fun, creative, safe space where parents and caregivers can bring their children to learn and interact with one another and in groups. Early childhood literacy services and programs range across a variety of activities, from reading to singing to playing. Engaging in early childhood literacy activities put children ages 0-5 on a strong path to developing the critical thinking, vocabulary and language, problem solving, social, physical, and creative skills necessary to succeed later in life. In the past year, 3,059 preschool children and caregivers attended 175 early childhood literacy programs (ages 0-5), which include story times in English and Spanish, STEM and arts programs, and other special events.

Education and Lifelong Learning
Learning is a lifelong process. The Library provides an inclusive learning environment where community members can develop skills and knowledge in any area or stage of life. At the Library, users can find homework help, join book clubs, pursue their high school diploma, take classes, and receive one on one help. Measure J supports education and lifelong learning opportunities for children and teens. In the past year, the following was accomplished:
 6,213 school-age children and their caregivers attended 181 programs, which included coding classes, class visits and tours, Minecraft club, Lego club, STEM activities, crafts, tutoring, and special events
 All first grade children in Woodland Joint Unified Schools received a “My First Library Card” and a new book through class visits
 2,237 teens attended 145 programs, which included Teen Advisory Board meetings and workshops, creativity and art programs, and community engagement programs  10,000 Woodland Joint Unified School District students have a library card through the Student Success partnership with WJUSD

Measure J also supports online live homework help for students, online live employment search and resume help, a language learning database and other online research and learning tools.

Education and Lifelong Learning- Square One
In its 5th year, Square One has expanded its offerings to bring more community members to the Library and explore hands-on learning. It is open 30 hours a week, has about 300 visitors a month, and is now run by a degreed librarian. FY22 focused mainly on reopening, re-staffing, and retraining after the closures due to COVID, but was still able to accomplish the following:
 366 new Square One users
 92 patrons successfully completed Basic Use and Safety classes  Square One received a grant from the State Library for $20,000 to purchase and install a MemoryLab – a digitization station that can transfer analog data from VHS tapes, audio cassettes, and camcorder tapes to digital formats, with the option to add additional analog types in the future

 WPL partnered with YCOE to offer an 8-week, 54-hour entrepreneurship class with a certificated teacher and approved curriculum to 12 Woodland residents  School visits were severely limited by COVID protocols at schools, but two (2) classes were able to visit the last week of the school year
 In conjunction with Make Magazine, creators of Maker Faires worldwide, Square One offered six (6) weeks of Maker Camp in Summer 2022 for children 8-12, focusing on themes such as chemistry, engineering, and robotics; also served as an internship for a prospective teacher curious about entering the STEM teaching field

The Square One Librarian has partnered with both the Davis and Woodland school districts to advise on future makerspace builds, as well as with more than a dozen libraries across California.

Civic and Community Engagement
Library staff are embedded in the community through outreach programming and engaging outside the walls of the library at schools, parks, and community events. Library staff attended 21 outreach events and engaged with 2,105 community members.

Summer Reading
Summer reading programs are an essential public library service that benefits a range of patrons from children, teens, and adults. Summer reading programs are particularly important for children transitioning from “learning to read” to “reading to learn” education levels. According to a three (3) year study by the Dominican University’s Graduate School of Library and Information Studies, students who participate in their local library’s summer reading program significantly improve their reading skills. Summer @ the Library is supported by Measure J as well as Friends of the Library and have the following accomplishments in Fiscal Year 2022:
 1,149 registered participants
 861 participants completed the program (read 5 books over the summer)  58,321 minutes read
 14,428 books read
 2,601 summer lunches served
 4,710 people attended 137 Summer @ the Library events and programs  22 teens volunteered for 331 hours

WOODLAND FIRE DEPARTMENT
Public Education
Fiscal Year 2021/22 was the first year in which the Woodland Fire Department was provided funding to support youth education and outreach through Measure J. During the fiscal year, the department purchased several supplies and educational material, as well as covered personnel costs for events that cannot be covered with on-duty personnel. Those events included:
 Hands Only CPR – Firefighters taught 175 Woodland High School students hands-only CPR. Hands-only CPR is the preferred method of cardio pulmonary resuscitation for the lay person, as it does not require mouth-to-mouth resuscitation, and it has been proven extremely effective.  Job Fairs – Both Lee and Douglas Middle Schools host annual job fairs that we participate in. These job fairs give our firefighters an opportunity to connect with our middle-school students, and provide them with opportunities to learn more about a rewarding career in the fire service.  Fire Service 101 – For the first time ever, Woodland hosted a youth Fire Service education day. The day included an overview of the fire service, educational pathways, real conversations about the

impact behaviors, social media, and physical health have on a successful career. Fire Service 101 was attended by over a dozen local youths that are representative of our community, and many have now joined the ranks of our Fire Explorer Post.
 First Grade Program – In October of last year, Fire had to pivot and provide its First Grade Program virtually. Department personnel created and edited videos in both English and Spanish to ensure we continued our tradition of educating our over 300 first grade students, city-wide.

UTILITY ASSISTANCE PROGRAM
The City offers a Utility Assistance Program (UAP) that provides a subsidy on the monthly utility bill for income-qualified customers. The program provides for $40 per month for up to twelve months each fiscal year (July through June). To qualify for the program, customers must own their property and participate in either the CARE or FERA program with PG&E. In Fiscal Year 2021/22, UAP provided assistance to 520 customers, whose households included 1,474 residents.

Conclusion:

Staff recommends that the City Council approve the Annual Measure J Report for Fiscal Year ending June 30, 2022 and direct staff to publish the required excerpt of the report in the Daily Democrat and on the City's website.

Prepared by: Evis Morales, Finance Officer

Reviewed by: Kim McKinney, Director of Administrative Services

Attachments:

1. Measure J Summary-Attachment A

ATTACHMENT A
Budgeted
FY2014/15 FY2015/16 FY2016/17 FY2017/18 FY2018/19 FY2019/20 FY2020/21 FY2021/22 FY2022/23* Total Revenues
MSJ Annual Revenue Projection 1,724,611 $       2,467,809 $    2,483,241 $    2,528,885 $       2,772,407 $    2,939,064 $     3,398,450 $    3,293,300 $     866,350 $         22,474,116$ Expenditures
Utility Assistance 25,380 $             192,866 $       132,204 $       202,816 $           225,728 $       266,084 $        254,840 $       250,000 $         62,500 $           1,612,419$ General Recreation 140,947 469,829 329,274 409,562 395,596 338,311 321 ,659 719,124 127,579 3,251,882 $ Middle School Programs 118,534 270,447 316,551 175,456 191,675 167,29 5 123,299 234,419 58,605 1,656,281 $ Aquatics 5,703 116,340 161,344 180,225 211,828 145,411 207,148 295,941 6 8,351 1,392,293$ Recreation Van 50,323 57,469 49,242 74,104 85,307 85,193 60,808 126,865 31,716 621,027$ Summer Camp 48,196 96,298 123,114 100,982 119,928 113,203 121,395 165,2 77 41,319 929,713 $ Youth Advisory Committee & Academy 0 308 1,058 3,633 1,248 182 4,944 5, 000 1,250 17,624 $ At‐Potential Youth  1,716 165,808 312,161 205,137 185,784 250,707 395, 348 707,107 143,439 2,367,208 $ Crime Prevention  48,115 103,952 110,552 125,268 128,583 108,633 128,6 35 166,482 30,437 950,657 $ GREAT Program (4th/7th Grades) 0 0 23,660 33,426 30,132 24,510 6,790 95 ,312 23,828 237,658 $ Library  252,671 439,387 453,203 530,075 562,303 544,582 631,030 711,05 7 153,721 4,278,029$ Southeast Pool Area Project 0 0 0 0 250,000 0 0 0 0 250,000 $ Programming Subtotal 691,587$          1,912,704$    2,012,364 $    2,040,685 $       2,388,113 $    2,044,111 $     2,255,896 $    3,476,585 $     742,745 $         17,564,790$ Unallocated 0 0 0 0 0 0 0 0
Total Expenditures 691,587$          1,912,704$    2,012,364 $    2,040,685 $       2,388,113 $    2,044,111 $     2,255,896 $    3,476,585 $     742,745 $         17,564,790$ Net Revenue/Expenditures 1,033,024 $       555,105 $       470,877 $       488,200 $           384,294 $       894,953 $        1,142,553$    (183,285) $       123,605 $         4,909,326 $ Southeast Pool Reserve ‐ $                    ‐ $               ‐ $               ‐ $                   750,000$       500,000 $        ‐ $               500,000$         ‐ $                 1,750,000$ Phase 2 Sports Park Build‐Out Reserve ‐ $                    ‐ $               ‐ $               ‐ $                   1,000,000$    ‐ $               ‐ $               ‐ $                 ‐ $                 1,000,000$ Fund Balance 1,033,024 $       1,588,129 $    2,059,006 $    2,547,206 $       1,181,500 $    1,576,453 $     2,719,007 $    2,035,722 $     2,159,326 $      2,159,326 $ *Final Measure J Revenue/Program Year: Only one‐quarter of revenue is received in FY2022/23 MEASURE J SPENDING PLAN

TO: THE HONORABLE MAYOR AND CITY COUNCIL
AGENDA: City Council Regular Meeting
DATE: December 20, 2022
ITEM #: G.14
SUBJECT: Approval of SLIF and MPFP Reimbursement Agreements with Lennar Homes for eligible infrastructure improvements associated with the Pioneer Village Project (SM 5162 & 5206).

Recommendation for Action: Staff recommends that the City Council adopt Resolution No. _____, to 1) approve the SLIF Reimbursement Agreement for infrastructure related to Final Subdivision Map Nos. 5162 & 5206 Pioneer Village Phase 1 & 2, and authorize the City Manager to sign on behalf of the City; and 2) approve the Supplemental Reimbursement Agreement for infrastructure related to Final Subdivision Map No. 5162 Pioneer Village Phase 1, and authorize the City Manager to sign on behalf of the City; and 3) authorize the City Manager to sign amendments up to 15% of each Reimbursement Agreement.

Staff Contact:

Ed Wisniewski, Senior Civil Engineer - (530) 661-5820, [email protected]

Fiscal Impact:

The SLIF reimbursement agreement does not obligate the City to pay out any additional funds that are generated by means other than the Spring Lake Infrastructure Fee (SLIF) program. The total cost of Spring Lake backbone improvements eligible for reimbursement through the SLIF is currently estimated at $5,745,042. Final SLIF reimbursement will be at actual cost after project acceptance and review of the developer’s actual cost documentation.

The improvements to the intersection of Gibson Road & Harry Lorenzo Avenue/Bourn Drive are identified in the 2019 Major Projects Financing Plan (MPFP) Fee Program Nexus Study Update, and reimbursement is covered by fees paid into the road development fund (Fund 582). The improvements are also included in the FY2023 Capital Budget, CIP #20-04 with a budget of $800,000 in Fund 582. Project cost is currently estimated at $1,353,056, which includes a 10% contingency and 12% soft costs. Final reimbursement will be at actual cost after project acceptance and review of the developer’s actual cost documentation. The CIP project budget will be adjusted based on final costs.

There is no impact on the General Fund.

Background:

On May 10, 2022, the City Council approved final subdivision maps 5162 and 5206 (Pioneer Village Phase 1 & 2), consisting of 111 and 120 single-family lots respectively (231 lots total), and a Subdivision Improvement Agreement.

As a condition of the development agreement, Lennar Homes of California is required to build certain off-site infrastructure that is reimbursable through the City’s Major Projects Financing Plan (MPFP) fee program and the Spring Lake Infrastructure Fee (SLIF) program.

Discussion:

The MPFP program was established to fund backbone infrastructure projects to serve development in the City.

MPFP fees are collected for building permit issuance from developers of residential, commercial, and industrial properties. As development progresses, certain improvements are necessary to support the added impact of

development projects within the city. Lennar was conditioned to construct improvements at the intersection of Gibson Road and Harry Lorenzo Road/Bourn Drive to improve traffic circulation through the intersection as well as upgrade the curb returns to meet ADA standards. These improvements are required to be completed with phase 1 of their project. The intersection improvements are identified in the 2019 MPFP Fee Program Nexus Study update.

The project conditions of approval also require the widening of both Pioneer Avenue and Farmers Central Road to their ultimate configuration within the limits of the project frontage. This work was included in the Spring Lake Capital Infrastructure Plan and is subject to reimbursement through the SLIF.

The Developer is requesting execution of the Supplemental Reimbursement Agreement (MPFP) and the SLIF Reimbursement Agreement to reimburse for the work required to satisfy the project conditions of approval related to backbone infrastructure improvements.

Conclusion:

Staff recommends that the City Council adopt Resolution No. _____, to 1) approve the SLIF Reimbursement Agreement for infrastructure related to Final Subdivision Map Nos. 5162 & 5206 Pioneer Village Phase 1 & 2, and authorize the City Manager to sign on behalf of the City; and 2) approve the Supplemental Reimbursement Agreement for infrastructure related to Final Subdivision Map No. 5162 Pioneer Village Phase 1, and authorize the City Manager to sign on behalf of the City; and 3) authorize the City Manager to sign amendments up to 15% of each Reimbursement Agreement.

Prepared by: Ed Wisniewski, Senior Civil Engineer

Reviewed by: Brent Meyer, Community Development Director/City Engineer

Attachments:

1. Resolution

2. SLIF Reimbursement Agreement

3. Supplemental (MPFP) Reimbursement Agreement

4. Location Map