Yuba City City Council
June 21, 2022

If you need assistance in order to attend the City Council meeting, or if you require auxiliary aids or services, e.g., hearing aids or signing services to make a presentation to the City Council, the City is happy to assist you. Please contact City offices at (530) 822-4817 at least 72 hours in advance so such aids or services can be arranged. City Hall TTY: 530-822-4732 AGENDA
JUNE 21, 2022

REGULAR MEETING

CITY COUNCIL

CITY OF YUBA CITY
5:30 P.M. CLOSED SESSION:

SUTTER ROOM/VIRTUAL
6:00 P.M. REGULAR MEETING

COUNCIL CHAMBERS/VIRTUAL
MAYOR ● Dave Shaw
VICE MAYOR ● Wade Kirchner
COUNCILMEMBER ● Marc Boomgaarden
COUNCILMEMBER ● Grace Espindola
COUNCILMEMBER ● Shon Harris
CITY MANAGER ● Diana Langley
CITY ATTORNEY ● Shannon L. Chaffin
1201 Civic Center Blvd
Yuba City CA 95993
Wheelchair Accessible


AGENDA

REGULAR MEETING

CITY COUNCIL - CITY OF YUBA CITY
JUNE 21, 2022
5:30 P.M. CLOSED SESSION:

SUTTER ROOM/VIRTUAL
6:00 P.M. REGULAR MEETING

COUNCIL CHAMBERS/VIRTUAL
Materials related to an item on this Agenda submitted to the Council after distribution of the agenda packet are available for public inspection in the City Clerk’s office at 1201 Civic Center Blvd., Yuba City, during normal business hours. Such documents are also available on the City of Yuba City’s website at www.yubacity.net, subject to staff’s availability to post the documents before the meeting.

The Council Chambers will be open for public attendance and participation. The meeting will also be live streamed for public viewing, but not participation, at the following link: https://us06web.zoom.us/webinar/register/WN_na0xc6JuTYu12hpHxCGt-g. Emailed comments sent to [email protected] at least 24 hours before the meeting will be distributed to the City Council prior to the meeting. Please identify the Agenda item(s) addressed by the comments.

Public Comment:

Any member of the public wishing to address the City Council on any item listed on the closed session agenda will have an opportunity to present testimony to the City Council in the Council Chamber prior to the City Council convening into closed session. Comments from the public will be limited to three minutes. No member of the public will be allowed to be present once the City Council convenes into closed session.

Closed Session
A. Conference with Labor Negotiators (Pursuant to Government Code, Section 54957.6.) Agency designated representatives: Diana Langley, City Manager, Natalie Springer, Human Resources Director, Brad McIntire, Community Services Director, Spencer Morrison, Finance Director, Ben Moody, Public Works and Development Services Director, Brian Baker, Police Chief, Jesse Alexander, Fire Chief, Michael Jarvis, LCS Employee organizations: Yuba City Police Officers; Police Sergeants; Yuba City Firefighters Local 3793; Yuba City Fire Management; First Level Managers, Mid Managers, Police Sworn Mid Managers; and Public Employees Local No. 1 Unrepresented employees: Confidential Employees, Executive Services Employees Regular Meeting
Call to Order
Roll Call

__ Mayor Shaw
__ Vice Mayor Kirchner
__ Councilmember Boomgaarden
__ Councilmember Espindola
__ Councilmember Harris
Invocation/Inspiration
Pledge of Allegiance to the Flag
City Attorney's Report on Closed Session Items, City Attorney Shannon Chaffin Agenda Modifications/Approval of Agenda
Public Communication

1. Appearance of Interested Citizens
You are welcome and encouraged to participate in this meeting. Public comment is taken on action items appearing on the Consent Calendar or Business Items on the Agenda when they are called. Public comment on any other items within the scope of the City’s jurisdiction, including items not listed on the Agenda will be considered at this time. Public comment is limited to three minutes per speaker. Members of the public submitting written requests at least 24 hours prior to the meeting will be allotted five minutes to comment per speaker.

Repetitive comments may be limited, and large groups are encouraged to select representatives to express the opinions of the group.

Consent Calendar
All matters listed under Consent Calendar are considered to be routine and can be enacted in one motion. There will be no separate discussion of these items prior to the time that Council votes on the motion unless members of the City Council request specific items to be discussed or removed from the Consent Calendar for individual action.

2. Minutes of the June 7, 2022 meeting
Recommendation: Approve the June 7, 2022 minutes

3. SB1 Road Maintenance and Rehabilitation Account Project List 2022-23 Recommendation: A. Approve the Road Maintenance and Rehabilitation Account proposed project list for submittal to the California
Transportation Commission
B. Adopt a Resolution adopting a list of projects for Fiscal Year 2022-23 to be funded by Senate Bill 1: Road Repair and
Accountability Act of 2017

4. 2022 Residential Resurfacing Project (Project Award) Recommendation: A. Award Contract No. 21-12 2022 Residential Resurfacing Project to American Pavement Systems, Inc. of Modesto, CA in the amount of their total bid of $838,972

B. Authorize the City Manager to execute the contract on behalf of the City, subject to review and approval as to legal form by the City Attorney

5. Classification and Compensation Study
Recommendation: A. Adopt a Resolution awarding a Professional Services

Agreement for a Classification and Compensation Study to Koff & Associates of Berkeley, CA, in an amount not to exceed $208,425, with the finding that it is in the best interest of the City
B. Authorize the City Manager to execute the Professional Services Agreement on behalf of the City, subject to review and approval as to legal form by the City Attorney

6. Yuba City Fire Management Wage Reopener Side Letter
Recommendation: A. Adopt a Resolution approving a wage reopener side letter with Yuba City Fire Management
B. Approve a supplemental appropriation to 2310-61210 in the amount of $92,300
C. Approve a supplemental appropriation to 2310-61430 in the amount of $36,500
D. Authorize the Finance Director to transfer funds from unallocated General Fund 301 in the amount of $128,800

7. Yuba City Police Wage Reopener Side Letters
Recommendation: A. Adopt a Resolution approving a wage reopener side letter with Yuba City Police Officers’ Association (POA), POA-Police Sergeants, and Police Sworn Mid-Managers
B. Approve a supplemental appropriation to 2310-61210 in the amount of $886,100
C. Authorize the Finance Director to transfer funds from unallocated General Fund 301 in the amount of $886,100

8. Mayor/Vice-Mayor Rotation Policy
Recommendation: Adopt an Ordinance of the City Council of the City of Yuba City, California, Amending Section 2-1.01(g) of Chapter 1 of Title 2 of the Yuba City Municipal Code (Mayor/Mayor Pro-Tem Rotation) by title only and waive the second reading

9. FY 22-23 Citywide Sole Source and Professional Services Purchases Recommendation: Adopt a Resolution pre-authorizing the City Manager or designee to enter into citywide sole source and professional services purchases from July 1, 2022 through June 30,
2023, for specified items based on each purchase
recommendation being in the best interest of the City

10. FY 22-23 Chemical Bid Award BACC and Supplemental Budget Appropriation Recommendation: A. Adopt a Resolution to award the bulk chemical contracts for City facilities per the results of the Bay Area Chemical Consortium Fiscal Year 22/23 formal bid for the period of July 1, 2022 through June 30, 2023, with the finding that it is in the best interest of the City

B. Authorize the Finance Director to record a supplemental budget appropriation to account 7120-63705 in the amount of $30,000 for the Fiscal Year 22/23 due to an increase in the price of anthracite for the water treatment process
Business Items

11. Approve the 2020 Urban Forest Master Plan
Recommendation: Adopt the Resolution approving and adopting the 2020 Urban Forest Master Plan

12. Accept Grant Funding and Expenditure Recommendations for the California Citizens’ Option for Public Safety (COPS) Grant of $100,000 Recommendation: A. Conduct a Public Hearing and after consideration; B. Adopt a Resolution authorizing the Chief of Police to accept the FY 2021/2022 California Citizens’ Option for Public Safety (COPS) funding and approve expenditure recommendations
C. Authorize the Finance Director to make a supplemental budget appropriation for grant revenues to Account No. 100- 43117 and grant expenditures to Account No. 2180-69201

13. Small Wireless Telecommunication Facilities within the City’s Right-of-Way Recommendation: A. Introduce an Ordinance of the City Council of the City of Yuba City adding Chapter 8 Wireless Telecommunications
Facilities in the Public Right of Way to Title 6 of the Yuba City Municipal Code by title only and waive the first reading

B. Adopt a Resolution to revise the corresponding City Policy for design standards applicable to Small Wireless Facilities (SWF) in the public right-of-way
Future Agenda Items

14. Future Agenda Items
- Councilmember Boomgaarden
- Councilmember Espindola
- Councilmember Harris
- Vice Mayor Kirchner
- Mayor Shaw
Reports and Communications
The following reports and communication items are provided for the Council’s information. No action can be taken on items under this section unless the Council agrees to include it on a subsequent agenda

15. City Manager's Report

16. City Council Reports

- Councilmember Espindola
- Councilmember Harris
- Councilmember Boomgaarden
- Vice Mayor Kirchner
- Mayor Shaw
Adjournment

CITY OF YUBA CITY
Public Communication
Members of the public may address the City Council on items of interest that are within the City’s jurisdiction. Individuals addressing general comments are encouraged to limit their statements.

Procedure
You are welcome and encouraged to participate in this meeting. Complete a Speaker Card located in the lobby and give to the Clerk, public comment is taken on action items appearing on the Consent Calendar or Business Items on the Agenda when they are called. Public comment on any other items within the scope of the City’s jurisdiction, including items not listed on the Agenda, will be considered at this time.

When a matter is announced, wait to be recognized by the Mayor to provide your comments to the Council. Comments should begin by providing your name and place of residence. A three minute limit is requested when addressing Council.

Request for additional time to address Council
Members of the public submitting written requests at least 24 hours prior to the meeting will be allotted 5 minutes to comment per speaker. Repetitive comments may be limited, and large groups are encouraged to select representatives to express the opinions of the group.

Procedure
When requesting to comment, please indicate your name and the topic and mail to:

City of Yuba City
Attn: City Clerk
1201 Civic Center Blvd
Yuba City CA 95993
Or email to:

Jackie Sillman, City Clerk
[email protected]

Agenda Item 2

CITY OF YUBA CITY

STAFF REPORT
Date: June 21, 2022
To: Honorable Mayor & Members of the City Council
From: Administration Department
Presentation By: Ciara Wakefield, City Clerk Administrator Summary
Subject: Minutes of the June 7, 2022 meeting
Recommendation: Approve the June 7, 2022 minutes
Fiscal Impact: None
Attachments:

1. 06-07-2022 - Regular Meeting Minutes (DRAFT)
Prepared By: Submitted By:

Ciara Wakefield
City Clerk Administrator
Diana Langley
City Manager

ATTACHMENT 1

MINUTES (draft)

CITY COUNCIL - CITY OF YUBA CITY
REGULAR MEETING – JUNE 7, 2022
5:00 P.M. CLOSED SESSION: SUTTER ROOM/VIRTUAL
6:00 P.M. REGULAR MEETING: COUNCIL CHAMBERS/VIRTUAL
Call to Order
The Closed Session Meeting of the City Council was called to order by Mayor Shaw at 5:00 PM Roll Call

Present: Mayor Shaw, Vice-Mayor Kirchner, and Councilmembers Boomgaarden, Espindola, and Harris

Absent: None
Closed Session
A. Conference with Labor Negotiators (Pursuant to Government Code, Section 54957.6.) Agency designated representatives: Diana Langley, City Manager, Natalie Springer, Human Resources Director, Brad McIntire, Community Services Director, Spencer Morrison, Finance Director, Ben Moody, Public Works and Development Services Director, Brian Baker, Police Chief, Jesse Alexander, Fire Chief, Michael Jarvis, LCS
Employee organizations: Yuba City Police Officers; Police Sergeants; Yuba City Firefighters Local 3793; Yuba City Fire Management; First Level Managers, Mid Managers, Police Sworn Mid Managers; and Public Employees Local No. 1 Unrepresented employees: Confidential Employees, Executive Services Employees
B. Public Employee Performance Evaluation (Pursuant to Government Code §54957(b)(1).) Position: City Manager
No public comment received
Regular Meeting
The Regular Meeting of the City Council was called to order by Mayor Shaw at 6:00 PM Roll Call

Present: Mayor Shaw, Vice-Mayor Kirchner, and Councilmembers Boomgaarden, Espindola, and Harris

Absent: None
Invocation/Inspiration
Rev. Rick Laughman, St James of Jerusalem Episcopal Church - Yuba City

Pledge of Allegiance to the Flag
Ciara Wakefield, City Clerk Administrator
City Attorney's Report on Closed Session Items
No reportable action was taken
Agenda Modifications/Approval of Agenda
No changes were made
Ceremonial Presentations

1. Open Counter Presentation
Clint Knittle, Director of Sales – Open Counter gave a presentation Public Communication

2. Appearance of Interested Citizens
Piara Johl spoke
Heather Esemann spoke
Raji Tumber spoke
Consent Calendar
Vice-Mayor Kirchner moved and Councilmember Espindola seconded the motion to:

3. Minutes of May 10, 11, 17, and 24, 2022
Approve minutes of May 10, 11, 17, and 24, 2022

4. Domain Estates Phase 3 (Subdivision Agreement and Final Map Approval) Adopt Resolution 22-072 approving the execution of a Subdivision Agreement with Crowne Communities Domain Estates LLC providing for public improvements associated with the Domain Estates Phase 3 Subdivision Map, approving the Domain Estates Phase 3 Subdivision Final Map, accepting dedication of rights-of-way and easements shown thereon and authorizing the filing of the map. (Subdivision is located west of Blevin Road and north of Janice Way)
Note: The subdivision improvement agreement will be dated April 30, 2022

5. Yuba City Lighting and Landscape Maintenance District No. 5, Zone of Benefit K_18 (Domain Estates – Unit III)
Adopt Resolution 22-073 confirming and ordering annexation of the parcel associated with the Domain Estates – Unit III Development, APN 59-530-027 into the existing Yuba City Lighting and Landscape Maintenance District No. 5, Zone of Benefit K_18 and establishing a levy of assessments for the annexed territory

6. Cooperative Agreement – City/County Sanborn Road Project Adopt Resolution 22-074 authorizing the Public Works Director to execute a Cooperative Agreement with the County of Sutter for roadway improvements associated with the City’s portion of Sanborn Road in the County’s FY2020-21 Road Overlay Project

7. 2022 Striping and Marking Project (Plans & Specifications) Adopt Resolution 22-075 adopting a CEQA Class 1 Categorical Exemption, approving the plans and specifications, and authorizing advertisement for bids for the 2022 Striping and Marking Project

8. Proposed City Hall Holiday Closures
Adopt Resolution 22-076 authorizing the closure of City Hall for Monday, November 21, 2022 through Friday, November 25, 2022 and for Monday, December 26, 2022 through Monday, January 2, 2023

9. Approve PARS Amended and Restated Plan Document
Adopt Resolution 22-077:

A. Approving the PARS Amended and Restated Plan Document B. Authorizing the City Manager to execute the PARS Amended and Restated Plan Document on behalf of the City

10. Salary Schedule Changes
Adopt Resolution 22-078:

A. Approving an updated City salary schedule that eliminates unused classifications and includes one title change
B. Approving removal of the salary schedule item tied to the five (5) percent salary increase for the Fire Captain temporarily assigned by the Fire Chief to Fire Prevention (so that the increase can more properly be accounted for and report to CalPERS as a special compensation item)
C. Approving side letters with bargaining units incorporating salary schedule changes

11. Fire Mutual Aid Deployment Staffing and Compensation Policy Adopt Resolution 22-079 approving Side Letters with the Mid- Manager group and Fire Management group, and an Amendment to Chief Alexander’s Employment Agreement, Exhibit B

12. Yuba City Firefighters’ Local 3793 Wage Reopener Side Letter A. Adopt Resolution 22-080 approving a wage reopener side letter with Yuba City Firefighters’ Local 3793

B. Approve a supplemental appropriation to 2310-61210 in the amount of $942,900
C. Approve a supplemental appropriation to 2310-61430 in the amount of $236,000
D. Authorize the Finance Director to transfer funds from unallocated General Fund 301 in the amount of $1,178,900

13. Public Employees Union, Local 1 Wage Reopener Side Letter A. Adopt Resolution 22-081 approving a wage reopener side letter with the Public Employees Union, Local 1
B. Approve supplemental appropriations as required to the impacted divisions in the five funds: General, Water, Wastewater, SASA, and Vehicle Maintenance C. Authorize the Finance Director to transfer funds from unallocated General Fund 301 in the amount of $388,000
The motion was passed with a unanimous vote
Business Items

14. Adoption of the City of Yuba City's Fiscal Year 2022-2023 Operating and Capital Budgets and Fiscal Year 2022-2023 Appropriations Limit
Councilmember Espindola moved and Councilmember Harris seconded the motion to:

A. Adopt Resolution 22-082 approving the proposed Fiscal Year 2022-2023 Operating Budget
B. Adopt Resolution 22-083 approving the Fiscal Year 2022-2023 Capital Improvement Project Budget. Project Summaries by Funding Source are attached to the Resolution
C. Adopt Resolution 22-084 approving the City’s Appropriations Limit for Fiscal Year 2022-2023
The motion was passed with a unanimous vote

15. Mayor/Vice-Mayor Rotation Policy
Heather Esemann spoke
Councilmember Espindola moved and Councilmember Boomgaarden seconded the motion to:

A. Introduce Ordinance 008-22 of the City Council of the City of Yuba City, California, Amending Section 2-1.01(g) of Chapter 1 of Title 2 of the Yuba City Municipal Code (Mayor/Mayor Pro-Tem Rotation) by title only and waive the first reading
The motion was passed with a unanimous vote

Heather Esemann spoke
Vice-Mayor Kirchner moved and Councilmember Harris seconded the motion to:

B. Adopt Resolution 22-085 of the City Council of the City of Yuba City, California, establishing a process for selection of Mayor and Vice Mayor for a District-based system of elections, with the requirement the Mayor must have served on the Council within the last 2 years, and the Vice Mayor within the last 1 year, in order to be eligible for appointment The motion was passed with a unanimous vote
Future Agenda Items

16. Future Agenda Items
No suggestions
Reports and Communications

17. City Manager's Report

18. City Council Reports
- Councilmember Espindola
- Councilmember Harris
- Councilmember Boomgaarden
-Vice Mayor Kirchner
- Mayor Shaw
Adjournment
Mayor Shaw adjourned the Regular Meeting of the City Council at 7:43 PM City Council resumed Closed Session immediately following the Regular Meeting.

Closed Session
Mayor Shaw adjourned the Closed Session of the City Council at 9:17 PM ____________________________
Dave Shaw, Mayor
ATTEST:

_________________________________
Ciara Wakefield, Deputy City Clerk

Agenda Item 3

CITY OF YUBA CITY

STAFF REPORT
Date: June 21, 2022
To: Honorable Mayor & Members of the City Council
From: Public Works Department
Presentation By: Ben Moody, Public Works & Development Services Director Summary
Subject: SB1 Road Maintenance and Rehabilitation Account Project List 2022-23 Recommendation: A. Approve the Road Maintenance and Rehabilitation Account proposed project list for submittal to the California Transportation Commission B. Adopt a Resolution adopting a list of projects for Fiscal Year 2022-23 to be funded by Senate Bill 1: Road Repair and Accountability Act of 2017 Fiscal Impact: $1,567,272 Estimated Revenue for Fiscal Year 2022-23 Purpose:

To maintain and improve roadway conditions throughout the City.

Council Strategic Goal:

Approving the 2022-23 SB1 Project List addresses the City Council’s Strategic Goal of maintaining infrastructure, as submitting said project list will ensure that the City receives SB1 funding for maintaining and repairing the City’s roadways.

Background:

On April 28, 2017, Governor Brown signed the Road Repair and Accountability Act of 2017, known as Senate Bill 1 (SB1), increasing per gallon fuel excise taxes, diesel fuel sales taxes, and vehicle registration fees with future inflationary adjustments for the purpose of addressing road maintenance, rehabilitation, and roadway safety needs. The State Controller will deposit portions of the new funding into the Road Maintenance and Rehabilitation Account (RMRA), which will be apportioned by formula to eligible cities and counties throughout the year. Funds were apportioned to cities and counties beginning in January 2018.

SB 1 emphasizes the importance of accountability and transparency in the delivery of California’s transportation programs and, therefore, requires cities and counties to provide basic RMRA project reporting to the California Transportation Commission (CTC). Per the program’s requirements, jurisdictions are required to submit a project list to the CTC with locations, schedule, and estimated useful life of the project before they can receive RMRA funds. City Council has approved previous project lists since the inception of the SB1 funding in Fiscal Year 2017-18.

Analysis:

The City is required to submit an annual proposed project list to the CTC in July of each year in order to receive RMRA funds for the next fiscal year; once submitted, the City will continue to receive apportionments monthly. The League of California Cities estimates that the City of Yuba City will receive approximately $1,567,000 of RMRA funds in Fiscal Year 2022-23. The City has received approximately $1,055,337 to-date for Fiscal Year 2021-22 in monthly apportionments.

The priority list is updated annually to meet the needs of the City in accordance with SB1 funding criteria. Per the CTC’s request, the City has limited the project list to include only projects that are planned for the next two fiscal years.

Public Works staff used the City’s pavement management program (StreetSaver), traffic volumes, existing conditions, and Council priorities to identify a list of arterial and collector streets for locations to utilize SB1 funding. The proposed project list (Attachment 2) is ranked by priority, but is not all-inclusive of the City’s needs; however, the RMRA program does not require that the projects be completed in any specific order, nor be limited to only SB1 funding.

Over the past few years, the City has been allowing the SB1 funds to build up, so that major projects, such as the Bridge Street Widening, may have sufficient funds.

Fiscal Impact:

At this time, the City anticipates receiving an estimated $1,567,000 in RMRA funds in Fiscal Year 2022-

23. The funds are programmed for repair, rehabilitation, or maintenance of existing roadways within the City. The Fiscal Year 2022-23 funds will be deposited into dedicated CIP Account No. 1255 (Road Maintenance and Rehabilitation Account). Currently, CIP Account No. 1255 has a balance of approximately $1,520,000.

Alternatives:

Direct staff to modify the existing project list by adding or removing projects.

Recommendation:

A. Approve the Road Maintenance and Rehabilitation proposed project list for submittal to the California Transportation Commission.

B. Adopt a Resolution adopting a list of projects for Fiscal Year 2021-22 to be funded by Senate Bill 1: Road Repair and Accountability Act of 2017.

Attachments:

1. Resolution - SB 1 Road Maintenance and Rehabilitation Account Project List 2022-23

2. Proposed Project List SB1

3. Project Map SB1

4. Projected Revenues SB1
Prepared By: Submitted By:

Josh Wolffe
Associate Civil Engineer
Diana Langley
City Manager

ATTACHMENT 1

RESOLUTION NO._______

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF YUBA CITY

ADOPTING A LIST OF PROPOSED PROJECTS FOR FISCAL YEAR
2022-23 FUNDED BY SB 1: THE ROAD REPAIR AND
ACCOUNTABILITY ACT OF 2017
WHEREAS, Senate Bill 1 (SB 1), the Road Repair and Accountability Act of 2017 (Chapter 5, Statutes of 2017) was passed by the Legislature and signed into law by the Governor in April 2017 in order to address the significant multi-modal transportation funding shortfalls statewide; and
WHEREAS, SB 1 includes accountability and transparency provisions that will ensure the residents of our City are aware of the projects proposed for funding in our community and which projects have been completed each fiscal year; and WHEREAS, the City must adopt a list of all projects proposed to receive funding from the Road Maintenance and Rehabilitation Account (RMRA), created by SB 1 by resolution, which must include a description and the location of each proposed project, a proposed schedule for the project’s completion, and the estimated useful life of the improvement; and
WHEREAS, the City will receive an estimated $1,567,272 in RMRA funding in Fiscal Year 2022-23 from SB 1; and
WHEREAS, this is the fifth year in which the City is receiving SB 1 funding, which will enable the City to continue essential road maintenance and rehabilitation projects, safety improvements, and increased access and mobility options for the traveling public that would not have otherwise been possible without SB 1; and WHEREAS, the City has undergone a robust public process to ensure public input into our community’s transportation priorities (the project list); and WHEREAS, the City used a Pavement Management System to develop the SB 1 project list to ensure revenues are being used on the most high-priority and cost-effective projects that also meet the community’s priorities for transportation investment; and WHEREAS, the funding from SB 1 will help the City maintain and rehabilitate over 230 miles of road and add active transportation infrastructure throughout the City this year and hundreds of similar projects into the future; and
WHEREAS, the 2018 California Statewide Local Streets and Roads Needs Assessment found that the City’s streets and roads are in an “at-risk” condition and this revenue will help us increase the overall quality of our road system; and WHEREAS, the SB 1 project list and overall investment in our local streets and roads infrastructure with a focus on basic maintenance and safety and complete streets infrastructure and use of cutting-edge technology, materials, and practices, will have significant positive co-benefits statewide.

NOW, THEREFORE, be it Resolved by the City Council of the City of Yuba City as follows:

1. The foregoing recitals are true and correct.

2. The following previously proposed and adopted projects may utilize fiscal year 2022-23 Road Maintenance and Rehabilitation Account revenues in their delivery.

With the relisting of these projects in the adopted fiscal year resolution, the City is reaffirming to the public and the State our intent to fund these projects with Road Maintenance and Rehabilitation Account revenues:

Project Title Project Description Project
Location
Estimated
Useful Life
(Years)
Originally
Listed
Project
Timeline
Bridge Street
Widening
Widening and complete
reconstruction, installation of curb
and gutter, ADA-compliant curb
ramps, shared-use sidewalk,
landscaped medians, and striping
improvements.

Gray Avenue
to Cooper
Avenue
30-50 2017
May 2022-
February
2023
Walton
Avenue
Improvements
Pavement digouts, AC overlay,
roadway widening, rubberized
cape seal, class II bicycle lane
improvements, installation of curb,
gutter, sidewalk, driveways and
ADA-compliant curb ramps, storm
drainage improvements,
installation of landscaped parkway
strips, and striping improvements.

Sam’s Club to
Hazel Avenue 20-30 2020
April 2023 –
October
2023
The foregoing Resolution was duly and regularly introduced, passed, and adopted by the City Council of the City of Yuba City at a regular meeting thereof held on the 21st day of June, 2022.

AYES:

NOES:

ABSENT:

Dave Shaw, Mayor

ATTEST:

Ciara Wakefield, Deputy City Clerk

APPROVED AS TO FORM
COUNSEL FOR YUBA CITY:

Shannon L. Chaffin, City Attorney
Aleshire & Wynder, LLP

ATTACHMENT 2

City of Yuba City
SB1 Proposed Project List FY 2022-23
Project Title Project Description Project
Location
Estimated
Useful
Life
(Years)
Anticipated
Year of
Construction
Bridge Street
Widening
Widening and complete
reconstruction, installation of
curb and gutter, ADAcompliant curb ramps,
shared-use sidewalk,
landscaped medians, and
striping improvements.

Gray
Avenue
to
Cooper
Avenue
30-50 2022-23
Walton
Avenue
Improvements
Pavement digouts, AC
overlay, roadway widening,
rubberized cape seal, class
II bicycle lane
improvements, installation of
curb, gutter, sidewalk,
driveways and ADAcompliant curb ramps, storm
drainage improvements,
installation of landscaped
parkway strips, and striping
improvements.

Sam’s
Club to
Hazel
Avenue
20-30 2023

ATTACHMENT 3

CITY OF YUBA CITY LOCATION MAP - PROPOSED PROJECT LIST SB1 ROAD MAINTENANCE AND REHABILITATION0 2,250' 4,500' SCALE: 1" = 2,250' LINCOLN RD FRANKLIN AVE BRIDGE ST STATE ROUTE 99

GARDEN HWY

GRAY AVE

CLARK AVE

RAILROAD AVE
WALTON AVE WALTON AVE RICHLAND RD STATE ROUTE 20 BUTTE HOUSE RD

STABLER LN

THARP RD

HARTER PKWY

BLEVIN RD HAZEL AVE LASSEN BLVD

COOPER AVE

ATTACHMENT 4







 

 







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Agenda Item 4

CITY OF YUBA CITY

STAFF REPORT
Date: June 21, 2022
To: Honorable Mayor & Members of the City Council
From: Public Works Department
Presentation By: Ben Moody, Public Works & Development Services Director Summary
Subject: 2022 Residential Resurfacing Project (Project Award) Recommendation: A. Award Contract No. 21-12 2022 Residential Resurfacing Project to American Pavement Systems, Inc. of Modesto, CA in the amount of their total bid of $838,972

B. Authorize the City Manager to execute the contract on behalf of the City, subject to review and approval as to legal form by the City Attorney Fiscal Impact: $925,000.00 – Total Project Cost
CIP Account No. 1213 (Residential Road Rehabilitation)
$839,000 – Contract Award Amount
$41,950 – (5%) Construction Contingency
$44,050 – (5%) Construction Management
Purpose:

To provide, repair, and maintain roadways throughout the City.

Council’s Strategic Goal:

This project addresses the City Council’s Strategic Goal of improving the City’s infrastructure.

Background:

On April 19, 2022, City Council approved the plans and specifications for the 2022 Residential Resurfacing Project and authorized the Public Works Department to advertise for bids. This maintenance project will repair City roadways with multiple rehabilitation methods including asphalt rubber cape seals and slurry seals on designated roadways. Repair methods were determined based on the condition of the roadway, road category, and cost efficiency. The streets included in the 2022 Residential Resurfacing Project are shown in Areas A, B, C, and D on the Project Location Map (Attachment 1).

Analysis:

The 2022 Residential Resurfacing Project was advertised for bids beginning May 5th. Plans and specifications were provided to local builder/contractor exchanges. On May 31, 2022, four (4) bids were received and opened in the City Clerk’s office. A list of the bids received and the Engineer’s Estimate are shown below.

Company Base Amount
American Pavement Systems, Inc. $838,972
VSS International, Inc. $890,120
Doolittle Construction LLC $939,470
Pavement Coatings Co. $959,266
Engineer’s Estimate $970,000
American Pavement Systems, Inc. is the low, responsible, responsive bidder.

Contract administration and inspection of the project will be performed by Public Works Department staff. Project construction is expected to begin early summer 2022 and be completed in late summer 2022.

Fiscal Impact:

Contract $839,000
Contingency (5%) $41,950
Construction Management (5%) $44,050
Construction Total $925,000
The estimated project cost is approximately $925,000. This estimate includes 5% contingency and 5% construction management. The project will be funded through CIP Account No. 1213 (Residential Road Rehabilitation). With this project, staff receives a CalRecycle Rubberized Pavement Grant Program that will reimburse the City approximately $83,000 after completion.

Alternatives:

1. Reject the bids and delay the project. Current bidding environment is very competitive. Staff does not believe delaying and rebidding the project will produce lower bids; or

2. Reject the bids and cancel the project. Canceling the project will delay rehabilitation of City roadways.

Recommendation:

A. Accept all bids, award the bid to the lowest responsive and responsible bidder, and enter into Contract No. 21-12 2022 Residential Resurfacing Project with American Pavement Systems, Inc. of Modesto, CA in the amount of their total bid of $838,972.

B. Authorize the City Manager to execute the contract on behalf of the City, subject to review and approval as to legal form by the City Attorney.

Attachments:

1. Resolution - 2022 Residential Resurfacing Project (Project Award)

2. Exhibit A - Draft Contract Agreement for 2022 Residential Resurfacing Project

3. Project Location Map - 2022 Residential Resurfacing
Prepared By: Submitted By:

Fabiola Vazquez
Assistant Civil Engineer
Diana Langley
City Manager

ATTACHMENT 1

RESOLUTION NO. _________

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF YUBA CITY

AWARDING A CONSTRUCTION CONTRACT TO AMERICAN
PAVEMENT SYSTEMS, INC. IN THE AMOUNT OF $838,972.00, AND

AUTHORIZING THE CITY MANAGER TO EXECUTE THE CONTRACTS

ON BEHALF OFTHE CITY, SUBJECT TO REVIEW AND APPROVAL

AS TO LEGAL FORM BY THE CITY ATTORNEY
WHEREAS, the Public Works Department advertised for bids for the City of Yuba City’s 2022 Residential Resurfacing Project; and,
WHEREAS, in response to the advertisement, the City received four bids for the 2022 Residential Resurfacing Project in the following bid amounts:

American Pavement Systems, Inc. $838,972.00
VSS International, Inc. $890,120.00
Doolittle Construction LLC $939,470.00
Pavement Coatings Co. $959,266.00; and
WHEREAS, the City Public Works Department has reviewed the four (4) bids, and examined American Pavement Systems, Inc. and its bid response, found it to be both the lowest qualified responsive and responsible bidder, and has recommended it for award of this project; and,
WHEREAS, the City desires to award the bid to American Pavement Systems, Inc. of Modesto, CA and enter into an agreement with American Pavement Systems, Inc. to construct the 2022 Residential Resurfacing Project; and, WHEREAS, the City Council adopted a Class 1 Categorical Exemption under CEQA Guidelines Section 15301, as such this project has already been environmentally assessed.

NOW, THEREFORE, be it resolved and ordered by the City Council of Yuba City as follows:

1. The City Council of the City of Yuba City does hereby accept the four (4) bids received as noted above, finds that American Pavement Systems, Inc. is the lowest responsive and responsible bidder, and awards the construction contract to American Pavement Systems, Inc., in the total amount bid of $838,972.00 for the 2022 Residential Resurfacing Project. Said contract agreement shall substantially comply with the terms and conditions presented in the draft agreement attached to this Resolution, shall be subjected to review and approval as to legal form by the City Attorney, and the City Manager shall be authorized to execute the same on behalf of the City of Yuba City.

The foregoing resolution was duly and regularly introduced, passed, and adopted by the City Council of the City of Yuba City at a regular meeting thereof held on the 21st day of June, 2022.

AYES:

NOES:

ABSENT:

Dave Shaw, Mayor
ATTEST:

Ciara Wakefield, Deputy City Clerk

APPROVED AS TO FORM
COUNSEL FOR YUBA CITY:

Shannon L. Chaffin, City Attorney
Aleshire & Wynder, LLP

EXHIBIT A

CITY OF YUBA CITY

PUBLIC WORKS DEPARTMENT

CONTRACT AGREEMENT
2022 RESIDENTIAL RESURFACING PROJECT
CONTRACT NO. 21-12
THIS AGREEMENT, made and concluded this 21st day of June, 2022, between the City of Yuba City, party of the first part, and American Pavement Systems, Inc., Contractor, party of the second part.

ARTICLE I. – WITNESSETH, that for and in consideration of the payments and agreements hereinafter mentioned to be made and performed by the said party of the first part under the conditions expressed in the two bonds bearing even date with these presents and hereunto annexed, the said party of the second part agrees with the said party of the first part, at his own proper cost and expense, to do all the work and furnish all the materials, except such as are mentioned in the specifications to be furnished by said party of the first part, necessary to construct and complete in a good, workmanlike and substantial manner and to the satisfaction of the Public Works Department, construction on various roads, all in accordance with the Special Provisions hereto annexed and also in accordance with the Standard Specifications of the State of California Department of Transportation dated May 2018, the Standard Plans dated May 2018
, the “Labor Surcharge” and “Equipment Rental Rates” in effect on the date the work is accomplished, and the “General Prevailing Wage Rates” of the State of California Department of Transportation, which said Special Provisions, Standard Plans, Standard Specifications are hereby specially referred to and by such reference made a part hereof.

The Special Provisions and the project plans for the work to be done are entitled:
2022 RESIDENTIAL RESURFACING PROJECT
Which are hereby made part of this contract.

ARTICLE II. – The said Contractor agrees to receive and accept the following prices as full compensation for furnishing all materials and for doing all the work contemplated and embraced in this Agreement; also for all loss or damage arising out of the nature of the work aforesaid, or from the action of the elements, or from any unforeseen difficulties or obstructions which may arise or be encountered in the prosecution of the work until its acceptance by the City of Yuba City and for all risks of every description connected with the work; also for all expenses incurred by or in consequence of the suspension or discontinuance of work and for well and faithfully completing the work, and the whole thereof, in the manner and according to the plans and specifications and the requirements of the Engineer under them, to wit.

ARTICLE III. – The said party of the first part hereby promises and agrees with the said Contractor to employ, and does hereby employ, the said Contractor to provide the materials and to do the work according to the terms and conditions herein contained and referred to, for the prices hereinafter set forth, and hereby contracts to pay the same at the time, in the manner and upon the conditions above set forth; and the said parties for themselves, their heirs, executors, administrators, successors and assigns, do hereby agree to the full performance of the covenants herein contained.

ARTICLE IV. – By my signature hereunder, as Contractor, I certify that I am aware of the provisions of Section 3700 of the Labor Code which requires every employer to be insured against liability for Workers Compensation or to undertake self-insurance in accordance with the provisions of that Code, and I will comply with such provisions before commencing the performance of the work of this contract.

ARTICLE V. – It is further expressly agreed by and between the parties hereto that should there be any conflict between the terms of this instrument and the bid or proposal of said Contractor, then this instrument shall control and nothing herein shall be considered as an acceptance of the said terms of said proposal conflicting herewith.

ARTICLE VI. – The City of Yuba City hereby employs Contractor to provide material and to do the work according to the terms and conditions herein contained and referred to for the following prices to be paid at the time, in the manner and upon the conditions hereinafter set forth.

ARTICLE VII. – The improvement contemplated in the performance of this contract is an improvement over which the City of Yuba City shall exercise general supervision.

ARTICLE VIII. – The statement of prevailing wages appearing in the General Prevailing Wage Rates is hereby specifically referred to and by this reference is made a part of this contract. It is further expressly agreed, by and between the terms of this instrument and the bid or proposal of said Contractor, that this instrument shall control and nothing herein shall be considered as an acceptance of the said terms of said proposal conflicting herewith.
2022 RESIDENTIAL RESURFACING PROJECT
CONTRACT NO. 21-12
Bid
Item Item Description Unit of Measure
Estimated
Quantity Unit Price Amount
1 Traffic Control LS 1 $52,518.83 $52,518.83
2 Removal of Existing Traffic Stripes,
Pavement Markings and Markers
LS 1 $20,000.00 $20,000.00
3 Thermoplastic Pavement Marking, 12"
White Limit Line & Crosswalk (Special
Mix)
LF 1,392 $4.50 $6,264.00

4 Thermoplastic Pavement Marking, 12”
Yellow Crosswalk (Special Mix)
LF 271 $4.50 $1,219.50
5 Thermoplastic Pavement Marking,
Detail 21 – 4” Two-Direction NoPassing
LF 650 $1.25 $812.50
6 Thermoplastic Pavement Marking,
Detail 22 – 4” Two-Direction NoPassing with Pavement Markers LF 3355 $1.50 $5,032.50
7 Thermoplastic Pavement Marking,
Detail 38 - 8" Channelizing Line
LF 72 $1.50 $108.00
8 Thermoplastic Pavement Marking,
Detail 39 – 6” Bike Lane Line (Special
Mix)
LF 2,452 $1.00 $2,452.00
9 Thermoplastic Pavement Marking,
Detail 39A – 6” Bike Lane –
Intersection Line (Special Mix)
LF 500 $1.00 $500.00
10 Thermoplastic Pavement Marking,
Limit Line Shark Teeth (2’x3’)
LF 36 $5.00 $180.00
11 Thermoplastic Pavement Marking,
“STOP” (22 SF)
EA 23 $115.00 $2,645.00
12 Thermoplastic Pavement Marking,
Type I Arrow (14 SF)
EA 6 $75.00 $450.00
13 Thermoplastic Pavement Marking,
Type IV (L) Arrow (15 SF)
EA 1 $75.00 $75.00
14 Thermoplastic Pavement Marking,
Type IV (R) Arrow (15 SF)
EA 1 $75.00 $75.00
15 Thermoplastic Pavement Marking,
Type VII (R) Arrow (27 SF)
EA 1 $135.00 $135.00
16 Thermoplastic Pavement Marking, Bike
Lane Symbol w/ Person (7 SF)
EA 5 $50.00 $250.00
17 Thermoplastic Pavement Marking, Bike
Lane Arrow (3.5 SF)
EA 5 $20.00 $100.00
18 Blue Raised Pavement Marker (Per
City Standard Detail W1)
EA 118 $10.00 $1,180.00
19 R1-5 “Yield Here to Pedestrian” Sign
and Sign Post
EA 2 $400.00 $800.00
20 Type II Slurry Seal SY 153,401 $2.42 $371,230.42
21 Asphalt Rubber Chip Seal (3/8” Agg.) SY 71,037 $5.25 $372,944.25 TOTAL AMOUNT BID = $838,972.00

Approved as to legal form:

Shannon L. Chaffin
City Attorney
City of Yuba City

CITY OF YUBA CITY
Diana M. Langley
City Manager
Date

CONTRACTOR
Company Name
By and Title (signature)
Date
By and Title (printed)
Address
Telephone Number

ATTACHMENT 2

2022 RESIDENTIAL RESURFACING PROJECT

PROJECT LOCATION MAP
AREA A
AREA B
AREA C AREA D SR-99
BRIDGE ST SR-99
SR-20

LINCOLN RD

BOGUE RD S WALTON AVE GARDEN HWY ELMER AVE

Agenda Item 5

CITY OF YUBA CITY

STAFF REPORT
Date: June 21, 2022
To: Honorable Mayor & Members of the City Council
From: Human Resources Department
Presentation By: Spencer Morrison, Finance Director
Summary
Subject: Classification and Compensation Study
Recommendation: A. Adopt a Resolution awarding a Professional Services Agreement for a Classification and Compensation Study to Koff & Associates of Berkeley, CA, in an amount not to exceed $208,425, with the finding that it is in the best interest of the City
B. Authorize the City Manager to execute the Professional Services Agreement on behalf of the City, subject to review and approval as to legal form by the City Attorney
Fiscal Impact: Not to exceed $208,425 for FY 21/22; anticipated expenditure budget surpluses will be sufficient to absorb this additional cost
Purpose:

To award a classification and compensation contract to Koff & Associates.

Council’s Strategic Goal:

This letter addresses the City Council’s Strategic Goal of fiscal responsibility.

Background:

It is best practice to routinely evaluate and review an organization’s classification and compensation programs. The purpose of a classification and compensation study is to ensure the organization can compete for existing and future employees, enhance employee job satisfaction and engagement, and develop a compensation structure that is fair and competitive. Classification and compensation studies review internal alignments and external competitiveness. The hope is the classification and compensation study will modernize human resources practices and processes within the organization.

The deliverables include new job descriptions, salary structures, updated survey agencies, and market wages and benefits.

Human Resources issued a Classification and Compensation Study Request for Proposal (RFP) in May 2022.

Analysis:

The City’s last compensation study was completed in April 2022 However, a deep dive into comparator agencies, benchmark classes, internal relationships, benefits, etc. needs to occur. Additionally, over many years, the City has internally reviewed and adjusted classifications and created new classifications as needed. The City has not holistically reviewed classifications in at least the last 10 years or more. Typically, job descriptions are reviewed on an as-needed basis or when a recruitment occurs.

Because of the RFP issuance, three companies responded to the City’s RFP. A proposal review committee, that included the City Manager, Finance Director, Accounting Manager, Human Resources staff, and representatives from the bargaining units, met to review and discuss the three proposals.

After the committee reviewed the proposals, the committee interviewed Koff & Associates. As a result of both meetings, staff recommends Koff & Associates to conduct a classification and compensation study for the City.

The classification and compensation study will be conducted in partnership with the bargaining units, managers and supervisors, and employees. The estimated timeline is to begin the project in November 2022 with completion by June 2023.

Fiscal Impact:

Not to exceed $208,425 for FY 21/22, broken down:

Fund Amount
General Fund - 100 $166,394
Water Fund - 507 15,093
Wastewater Fund - 518 21,095
SASA - 741 3,825
Vehicle Maintenance Fund - 619 2,018
Anticipated expenditure budget surpluses will be sufficient to absorb this additional cost.

Alternatives:

Do not approve and provide staff direction.

Recommendation:

A. Adopt a Resolution awarding a Professional Services Agreement for a Classification and Compensation Study to Koff & Associates of Berkeley, CA, for an amount not to exceed $208,425, with the finding that it is in the best interest of the City.

B. Authorize the City Manager to execute the Professional Services Agreement on behalf of the City, subject to review and approval as to legal form by the City Attorney.

Attachments:

1. Resolution - Class & Comp

2. Koff & Associates Classification and Compensation Study Proposal

Prepared By: Submitted By:

Natalie Springer
Human Resources Director
Diana Langley
City Manager

ATTACHMENT 1

RESOLUTION NO. 22-

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF YUBA CITY

AWARDING A PROFESSIONAL SERVICES AGREEMENT TO KOFF & ASSOCIATES

FOR A CLASSIFICATION AND COMPENSATION STUDY AND AUTHORIZING THE

CITY MANAGER TO EXECUTE THE AGREEMENT SUBJECT TO REVIEW AND

APPROVAL AS TO LEGAL FORM BY THE CITY ATTORNEY
WHEREAS, the City issued a Classification and Compensation Study Request for Proposal;
WHEREAS, a committee comprised of bargaining unit representations, the Finance Department, and City Manager reviewed the request for proposals; WHEREAS, the committee selected Koff & Associates;
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Yuba City as follows:

1. The City Council awards the classification and compensation study to Koff & Associates;

2. Authorize the City Manager to execute the agreement with Koff & Associates for the preparation of a classification and compensation study for an amount not to exceed $208,425, and subject to review and approval as to legal form by the City Attorney.

The forgoing Resolution of the City Council of the City of Yuba City was duly introduced, passed and adopted at a regular meeting thereof held on the 21st day of June 2022.

AYES:

NOES:

ABSENT:
_____________________________
Dave Shaw, Mayor
ATTEST:
____________________________
Ciara Wakefield, Deputy City Clerk

APPROVED AS TO FORM:
_____________________________
Shannon Chaffin, Esq.

Aleshire & Wynder, LLP

ATTACHMENT 2

May 25, 2022
Classification and
Compensation Study
Proposal
City of Yuba City

KOFF & ASSOCIATES, A GALLAGHER COMPANY
GEORG S. KRAMMER
Managing Director, Compensation and Rewards Consulting
2835 Seventh Street
Berkeley, CA 94710
www.KoffAssociates.com
[email protected]
Tel: 510.658.5633
Fax: 510.652.5633

2835 Seventh Street, Berkeley, California 94710 | 510.658.5633 | www.KoffAssociates.com Part 1 : Cover Letter
May 25, 2022
Ms. Natalie Springer
Human Resources Director
City Hall, 1201 Civic Center Blvd.

Yuba City, CA 95993
Dear Ms. Springer:

Thank you for the opportunity to respond to your Request for Proposals for a Classification and Compensation Study for the City of Yuba City (“City”). We are most interested in assisting the City with this important study and feel that we are uniquely qualified to provide value to your organization based on our experience working with other cities, counties, special districts, joint-powers associations, and other public agencies.

Koff & Associates, now a Gallagher company, is an experienced Human Resources and Recruitment Services firm providing human resources services to cities, counties, special districts, courts, educational institutions, and other public agencies for 38 years. The firm has achieved a reputation for working successfully with management, employees, and governing bodies. We believe in a high level of dialogue and input from study stakeholders and our proposal speaks to that level of effort. Our firm’s extra effort has resulted in close to 100% implementation of all of our classification and compensation studies. Our headquarters are in Berkeley, CA, and we have satellite offices in Southern California, the Central Valley, the Sacramento Region, and the Western Region.

Koff & Associates ensures that each of our projects is given the appropriate resources and attention, resulting in a high level of quality control, excellent communication between clients and our office, commitment to meeting timelines and budgets, and a consistently high-caliber work product.

The study includes a significant number of meetings with the Study Project Team, Human Resources, employees, union representation, and the City Council, as desired. We have expertise in labor/management relations and understand the importance of active participation by all stakeholders to ensure a successful outcome. The meetings and “stakeholder touch-points” that we recommend ensure understanding of the project parameters, enhance accurate intake and output of information, and create a collaborative and interactive approach resulting in greater buy-in for study recommendations. This interactive approach has resulted in almost 100% implementation success of K&A’s studies.

The majority of our clients are unionized and our larger city and county clients typically have multiple unions. Due to the multitude of stakeholder groups who are affected by any compensation study K&A conducts, our team understands the importance of accurate and validated data that withstands any scrutiny, effective and ongoing communication throughout each effort, and collaboration with the various stakeholder groups to ensure organizational buy-in to our findings and recommendations. We have developed a unique methodology of stakeholder “touchpoints” and collaboration that has made us highly successful and effective and has earned our team respect, agreement, and understanding from all

2835 Seventh Street, Berkeley, California 94710 | 510.658.5633 | www.KoffAssociates.com stakeholders. In addition, we adjust and customize our methodology based on each individual client’s unique needs and circumstances.

We also recognize that both the City and union representatives have obligations to employees and members to ensure that any study is conducted in a fair and equitable manner. Our project work plans are designed for transparency and we strongly encourage dialog with all stakeholders on study deliverables so they in turn can express their concerns; we all have a shared goal of ensuring the process followed is fair and equitable.

This intense and comprehensive stakeholder engagement and our transparent study processes are also a mechanism of quality control. The fact that our information, data, and recommendations have to be able to withstand utmost scrutiny by diverse stakeholders require an in-depth multi-step quality control process for deliverables. This involves K&A team member validation of classification analyses and compensation data, K&A Project Manager review of all classification and compensation analyses, recommendations and deliverables, and finally K&A Principal (Project Director) review of deliverables before submittal to the client.

As a Managing Director of Koff & Associates, Katie Kaneko would assume the role of Project Director and be responsible for the successful completion of project. We can be reached at our Berkeley address and the phone number listed on the cover page. Katie’s email is [email protected] and my email is [email protected].

This proposal will remain valid for at least 90 days from the date of submittal. Please call if you have any questions or wish additional information. We look forward to the opportunity provide professional services to the City of Yuba City.

Sincerely,
Georg S. Krammer
Managing Director, Compensation and Rewards Consulting

Classification and Compensation Study Proposal
City of Yuba City
2835 Seventh Street, Berkeley, California 94710 | 510.658.5633 | www.KoffAssociates.com

TABLE OF CONTENTS
Part 1 : Cover Letter
Part 2 : Expérience and Qualifications of Consultant / Team 1 Part 3 : Understanding Project, Approach, Methodology 12 Part 4 : Delivery Schedule and Timeline 28
Part 5 : Commitment to Project Budget 29
Part 6 : References 32
Contractual Considerations 34
- Memorandum of Insurance
Signature Page
Sample Reports
- City of Bellflower Total Compensation Study
- City of El Monte Classification Study

Classification and Compensation Study Proposal
City of Yuba City
2835 Seventh Street, Berkeley, California 94710 | 510.658.5633 | www.KoffAssociates.com 1 Part 2 : EXPERIENCE AND QUALIFICATIONS
Koff & Associates (“K&A”) is a full-spectrum, public-sector human resources and recruitment services firm that was founded in 1984 by Gail Koff; K&A has been assisting cities, counties, special districts, other public agencies, and non-profit organizations with their human resources needs for 38 years.

As of April 30, 2021, we are in the process of merging with Arthur J. Gallagher and are now officially a Gallagher Division. Our headquarters are in Berkeley, CA, and we have satellite offices in Southern California, the Central Valley, the Sacramento Region, and the Western Region.

We are familiar with the various public sector organizational structures, agency missions, operational and budgetary requirements, and staffing expectations. We have extensive experience working in both union and non-union environments (including service as the management representative in meet & confer and negotiation meetings), working with City Councils, County Commissions, Boards of Directors, Boards of Supervisors, Boards of Trustees, Merit Boards, and Joint Power Authorities.

The firm’s areas of focus are classification and compensation studies (approximately 70% of our workload); executive search and staff recruitments; organizational development/assessment studies; performance management and incentive compensation programs; development of strategic management tools; policy/procedure development and employee handbooks; training and development; public agency consolidations and separations; Human Resources audits; and serving as off-site Human Resources Director forsmaller public agencies that need the expertise of a Human Resources Director but do not need a full-time, on-site professional.

Without exception, all of our classification and compensation studies have successfully met all of our intended commitments; communications were successful with employees, supervisors, management, and union representatives; and we were able to assist each agency in successfully implementing our recommendations. All studies were brought to completion within stipulated time limits and proposed budgets.

Our long list of clients (please see https://koffassociates.com/our-clients/) is indicative of our firm’s reputation as being a quality organization that can be relied on for producing comprehensive, sound, and cost-effective recommendations and solutions. K&A has a reputation for being “hands on” with the ability and expertise to implement its ideas and recommendations through completion in both union and nonunion environments.

K&A relies on our stellar reputation and the recommendations and referrals of past clients to attract new clients. Our work speaks for itself and our primary goal is to provide professional and technical consulting assistance with integrity, honesty and a commitment to excellence. We are very proud of the fact that in working with hundreds of public agency clients and completing hundreds of classification and/or compensation and other types of studies, we have only had a handful of formal appeals in our entire history.

Classification and Compensation Study Proposal
City of Yuba City
2835 Seventh Street, Berkeley, California 94710 | 510.658.5633 | www.KoffAssociates.com 2 Our team consists of 35 employees as shown below in our organizational chart.

No subcontractors will be assigned to this study.

TEAM MEMBER QUALIFICATIONS
All members of our team have worked on multiple comprehensive classification and total compensation studies and are well acquainted with the wide array of public sector organizational structures, compensation structures, classification plans, as well as the challenges and issues that arise when conducting studies such as this one for the City.

KEY PERSONNEL
Our project team will be led by Co-Project Directors Katie Kaneko (Managing Director) and Kari Mercer (Senior Project Manager). They will coordinate all of K&A’s efforts, attend all meetings with the City, and be responsible for all work products and deliverables.

Georg Krammer
Katie Kaneko
Managing Directors
Lisa Gardner
Maggie Williams-Dalgart
Lindsay Christopher
Monica Garrison-Reusch
Arlene Gibbs
Sarah Nunes
Ariele Rodriguez
Frances Trant
Cindy Harary
Chelsea Freeman
Senior H.R. Associates
Renate Tiner
Trish Griffus
Kelly Barns
Ione Bell
H.R. Associates
Sarah Williams
Lynda Guerra
Junior H.R.

Associate
Eileen King
Marketing
Associate
John Logsdon
Senior Proposals
Developer
Lenissa Dumlao
Elise Johnson
Administrative
Coordinators
Kathy Crotty
Eric Swidler
Administrative
Assistants
Carlo Zabala
Edna Swaim
Recruiters
Ember Plummer
Recruiting
Coordinator
Alyssa Thompson
Debbie Owen
Senior Project Managers
Frank Rojas
Recruitment Manager
Mike Harary
Kari Mercer
Amber Richards
Jamie Inderbitzen
Project Managers
Joshua Boudreaux
Recruitment Supervisor

Classification and Compensation Study Proposal
City of Yuba City
2835 Seventh Street, Berkeley, California 94710 | 510.658.5633 | www.KoffAssociates.com 3 CONSULTANTS
Lindsay Christopher (Senior HR Associate), Monica Garrison-Reusch (Senior HR Associate), Maggie Williams-Dalgart (Senior HR Associate), Sarah Nunes (HR Associate), Arlene Marks Gibbs (Senior Associate), Cindy Harary (Senior HR Associate) Lisa Gardner (Senior HR Associate), and Renate Tiner (HR Associate) will conduct classification analysis and interviews with employees and management, compensation data collection and analysis, internal job analysis, develop recommendations and implementation strategies.

WORKLOAD
We currently have a team of 23 HR consultants and five administrative support staff – resources that we are able to pool base on each project’s needs, to execute projects and to meet clients’ needs and expectations. Each time we are selected as the successful bidder on a project, we strategize to determine project timelines, deliverable deadlines, and the resources that are required to produce the deliverables as promised. We are poised to accommodate the City’s classification and compensation study and plan to devote the necessary resources for the successful executive of the project.

Following are biographies of the specific staff who will be assigned to this study:

Catherine “Katie” Kaneko, C.P.A., P.H.R.

Managing Director, Compensation and Rewards Consulting
Katie is one of the two principals of Koff & Associates. She brings more than 25 years of managementlevel human resources and consulting experience to K&A. She has extensive experience in classification analysis and evaluation techniques, compensation, performance incentive programs, recruitment, and organizational studies.

Armed with her Bachelor of Business Administration degree, and as a CPA (Certified Public Accountant), Katie began her career in an international accounting/consulting firm. She transitioned into Human Resources within the firm to become the Human Resources Director of the San Francisco office. She next moved into the high-tech industry where she served in leadership positions for high-growth companies, startup firms, and organizations in transition. Katie then moved to the public sector, joining K&A in 2003 and has been the firm’s President since 2005; over the last 16 years, she has overseen hundreds of compensation, classification, organizational and other studies for cities, counties, and special districts throughout California.

Agencies for whom classification and/or compensation studies, or HR Services (such as organizational assessments, executive performance evaluations, succession planning studies, etc.) were led by Katie, as Project Director, during the last few years, include, but are not limited to, the following:
• Cities and/or Towns: Albany, Belmont, Benicia, Calistoga, Carmel, Coachella, Crescent City, Cupertino, Danville, Dinuba, East Palo Alto, Fairfield, Galt, Hayward, Hillsborough, Los Altos, Los Gatos, Madera, Manteca, Merced, Monterey, Moraga, Morgan Hill, Mt. Shasta, Newman, Novato, Pacific Grove, Pacifica, Palo Alto, Paradise, Piedmont, Redwood City, Rohnert Park, Sacramento, San Bruno, San Pablo, San Ramon, Santa Cruz, Santa Rosa, Seaside, Sonora, Tracy, Tulare
• Counties: Butte, El Dorado, Humboldt, Mendocino, Merced, Placer, San Joaquin, San Mateo, Sonoma, Tuolumne, Yuba
• Courts: Superior Court of the County of Alameda, Superior Court of San Joaquin County

Classification and Compensation Study Proposal
City of Yuba City
2835 Seventh Street, Berkeley, California 94710 | 510.658.5633 | www.KoffAssociates.com 4 • Education: First Five Contra Costa, First Five Santa Clara, Hartnell College, Salinas Union High School District, Southwestern Community College District, Travis Unified School District • State: California State Compensation Insurance Fund; California State Auditor’s Office • Other: Municipal Pooling Authority, Public Agency Risk Sharing Authority of California • Special Districts:
o Open Space Districts: Midpeninsula Regional Open Space District, Santa Clara Valley Open Space Authority, Sonoma County Agricultural Preserve and Open Space District. o Park and Recreation Districts: Livermore Area Recreation and Park District, Mendocino Coast Recreation & Park District,
o Air Quality: Bay Area Air Quality Management District o Community Services District: Cosumnes Community Services District, Discovery Bay Community Services District, Groveland Community Services District, Rancho Murieta Community Services District, Town of Discovery Bay CSD
o Fire and Police Protection: Central Fire District of Santa Cruz County, East Contra Costa Fire Protection District
o Housing/Economic Development: Oakland Housing Authority o Public Utilities: Northern California Power Agency
o Retirement: Contra Costa County Employees’ Retirement Association, Retirement Office of City of San José
o Solid Waste: Alameda County Waste Management Authority, Humboldt Waste Management Authority, Monterey Regional Waste Management District, Salinas Valley Solid Waste Authority
o Transportation: Alameda Contra Costa Transit District, San Francisco County Transportation Authority, Solano Transportation Authority
o Wastewater: Castro Valley Sanitary District, Central Contra Costa Sanitary District, Dublin San Ramon Services District, East Palo Alto Sanitary District, Encina Wastewater Authority, Fairfield Suisun Sewer District, Las Gallinas Sanitary District, Monterey Regional Water Pollution Control Agency, Mt. View Sanitary District, Vallejo Flood and Wastewater District, West Valley Sanitation District
o Water: Alameda County Water District, Coastside County Water District, Indian Wells Valley Water District, North Coast County Water District, Santa Clara Valley Water District, Valley County Water District, Zone 7 Water Agency
Katie will be key personnel and serve as the Co-Project Director for this project; she will coordinate all of K&A’s efforts, will attend all meetings with the City, and will be responsible for all work products and deliverables.

Kari Mercer, SPHR
Project Manager
Kari’s professional qualifications include over 13 years of experience in the Human Resources field, including work in classification and compensation, employee relations, and recruitment and examination.

Her experience includes both private and public sector Human Resources work for the County of Madera, County of Fresno, and Macy’s. She gained experience in classification and compensation, labor relations, MOU administration, policy development and administration, recruitment and examination, and general human resources administration.

Classification and Compensation Study Proposal
City of Yuba City
2835 Seventh Street, Berkeley, California 94710 | 510.658.5633 | www.KoffAssociates.com 5 As a Human Resources Consultant for another private human resources consulting firm she specialized in conducting classification and compensation studies for multiple public sector agencies, such as: Cities of Anaheim, Concord, Palmdale, Redding; Counties of Lake, Madera, Monterey, and Sacramento; and special districts such as: California Joint Powers Risk Management Authority, East Bay Regional Park District, Elk Grove Water District, San Diego Association of Governments, San Francisco Municipal Transportation Agency, and Ventura Regional Sanitation District. Additionally, Kari has consulted for out-of-state clients in Maryland, New Mexico, and Texas.

Since joining Koff & Associates, Kari has worked on a wide variety of classification and compensation projects for the following agencies:

A. Cities/Towns: Anaheim, Arroyo Grande, Atascadero, Belmont, Hayward, Madera, Manteca, Merced, Milpitas, Oakland, Perris, Pleasant Hill, Redwood City, San Pablo, Santa Clara, Saratoga, Seal Beach, Seaside, Tracy, Vallejo
B. Counties: El Dorado, Fresno, Humboldt, Merced, Monterey, Orange, San Joaquin C. Special Districts: Coachella Valley Public Cemetery District, Cosumnes Community Services District, First 5 of Alameda County, Foothill-DeAnza Community College District, Housing Authority of the City of Santa Barbara, Housing Authority of the County of San Bernardino, Livermore Area Recreation and Park District, Mendocino Coast Recreation and Park District, Port of Oakland, Orange County Fire Authority, Santa Clara County Housing Authority, Superior Court of California-Kern County, Sweetwater Authority, Travis Unified School District, Truckee Sanitary District, West Valley Mission Community College District, Valley County Water District
She earned her B.S. degree in Business Administration with an emphasis on Human Resources Management at California State University, Fresno and is a certified Senior Professional in Human Resources (SPHR). Kari serves as a Personnel Commissioner for the City of Clovis and is a member of Central California SHRM.

Kari will provide managerial project support throughout this effort, including classification analysis, interviews with employees and management, compensation data collection and analysis, internal job analysis, development of recommendations, and implementation strategies.

Kelly Ann Basoco, SPHR, SHRM-SCP, PHRca
Senior H.R. Associate
Kelly’s professional qualifications include over 15 years of experience in the Human Resources field, primarily as a generalist. She spent the first 12 years in the private sector as a Human Resources Manager working for global companies such as Parker Hannifin and 3M. Kelly gained experience in employee relations, policies and procedures administration, recruitment activities and performance management; with Parker and 3M she also worked with mergers and acquisitions and managed plant/facility closures.

Kelly was Director of Human Resources for a multi-state manufacturing company where she oversaw corporate human resources. Kelly transitioned to human resources consulting providing human resources audits, policy and procedure development, performance management and investigations for local businesses and classification and compensation studies for the public sector.

Classification and Compensation Study Proposal
City of Yuba City
2835 Seventh Street, Berkeley, California 94710 | 510.658.5633 | www.KoffAssociates.com 6 Since joining K&A, Kelly has conducted classification and/or compensation studies, organizational assessments, and other HR projects, for the following agencies:
• Cities / Towns: Coachella, El Monte, Galt, Citrus Heights, Hillsborough, Manteca, Milpitas, Morgan Hill, Murrieta, Newman, Perris, Redlands (Municipal Utilities and Engineering Department), San Diego, Santa Clara, Santa Monica, Saratoga, Sausalito, Sonora, Westminster • Counties: El Dorado, Fresno, Humboldt
• Special Districts: Beaumont-Cherry Valley Water District, Castro Valley Sanitary District, Eastern Municipal Water District, Excelsior Charter Schools, Helendale Community Services District, IBEW (International Brotherhood of Electrical Workers), Long Beach Transit, Mojave Water Agency, Orange County Mosquito and Vector Control District, Orange County Sanitation District, PhelanPiñon Hills Community Services District, Rancho California Water District, Riverside Community College District, San Bernardino Valley Water Conservation District, Santa Clarita Valley Water District, South Coast Water District, Southern California Public Power Authority, Southwestern Community College District, and Travis Unified School District Kelly received her Bachelors Degree in Business and Human Resource Development from Notre Dame College. She is a member of the national Society of Human Resource Managers (www.shrm.org) holding the Senior Certified Professional (SHRM-SCP) certification, the Senior Professional in Human Resources (SPHR) certification and the Professional in Human Resources – California (PHRca) certification. She is also a member of the Professionals in Human Resources Association (www.pihra.org). In addition, she is an Item Writer for the HRCI (Human Resource Certification Institute) and is considered a Subject Matter Expert for the PHRca and SPHR certifications.

Kelly will provide Senior H.R. Associate support throughout the project, including classification analysis, interviews with employees and management, compensation data collection and analysis, internal job analysis, staffing analysis, development of recommendations, and implementation strategies.

Lindsay Christopher
Senior H.R. Associate
Lindsay’s professional qualifications include ten years of experience working in the public sector, mostly with Alameda County. In her role as Human Resources Analyst, she was responsible for classification and compensation projects, as well as recruitment and selection, in a Civil Service, merit-based, environment.

Mostly recently, she continued to focus on classification and compensation projects at East Bay Regional Park District.

Since joining K&A, Lindsay has worked on studies for the following:
• Cities: Gardena, Hemet, Milpitas, Tracy, Corona, Seattle (Library), Napa • Counties: Humboldt
• Special Districts: Contra Costa County Employees’ Retirement Association, Greater LA County Vector Control District, Orange County Sanitation District, Purissima Hills Water District, Marin Municipal Water District, Housing Authority of the City of Santa Barbara, Tri-City Mental Health Authority, Victor Valley College, Buena Park Library District, East Bay Regional Park District, Tualatin Hills Park and Recreation District, Valley Water, San Luis and Delta Mendota Water Authority

Classification and Compensation Study Proposal
City of Yuba City
2835 Seventh Street, Berkeley, California 94710 | 510.658.5633 | www.KoffAssociates.com 7 A Bay Area native, Lindsay earned her B.A. degree in Sociology with a concentration in Criminology from San Jose State University.

Lindsay will provide Senior H.R. Associate support throughout this effort, including classification analysis, interviews with employees and management, compensation data collection and analysis, internal job analysis, development of recommendations, and implementation strategies.

Monica Garrison-Reusch, B.A., M.B.A.

Senior H.R. Associate
Monica has over 15 years of human resource program experience, all of which have been spent serving as either a team consultant or project manager on projects working with public sector agencies. Monica’s primary professional focus over the last several years has been on classification and compensation practices.

Prior to joining K&A, Monica performed classification and compensation consulting services as either a team member or project manager on varied projects including large scale studies done for the Counties of Madera, Sacramento, Bernalillo (in New Mexico), and the California State Department of Personnel Administration. Monica also developed and served as a Co-Trainer for a two-day course on Classification and Compensation.

Monica’s depth of experience allows her to provide a broad range of human resources services to public agencies. She specializes in compensation projects focusing on both base salary and total compensation analysis studies. Monica has also worked on project teams conducting classification studies and organizational analysis, including performing the full range of classification analysis and conducting indepth survey and analysis of organizational structures and past organizational practices.

Since joining K&A, Monica has worked on studies for the following clients:
• Cities: Cotati, Crescent City, Pleasant Hill, Sacramento, Vallejo • Counties: El Dorado, Mendocino, Monterey, Trinity
• State: California State Auditor’s Office
• Special Districts: AC Transit, Cosumnes Community Services District, East Bay Municipal Utility District, Eastern Municipal Water District, El Dorado County Transit Authority, First 5 Contra Costa County, First 5 Santa Clara County, Hayward Area Recreation and Park District, Livermore Amador Valley Transit Authority, Mendocino Coast Rec and Park District, Mojave Water Agency, North Tahoe Public Utility District, Orange County Transportation Authority, State Water Contractors, Trabuco Canyon Water District She earned an MBA with an emphasis in Marketing at Golden Gate University and a Bachelor of Science in Business Administration from the University of Southern California.

Monica will provide Senior H.R. Associate support for this project, including classification analysis, interviews with employees and management, compensation data collection and analysis, internal job analysis, development of recommendations, and implementation strategies.

Classification and Compensation Study Proposal
City of Yuba City
2835 Seventh Street, Berkeley, California 94710 | 510.658.5633 | www.KoffAssociates.com 8 Cindy Harary, B.A.

Senior H.R. Associate
Cindy’s professional qualifications include over 32 years of experience in the Human Resources field, primarily in classification and compensation. She spent the first 11 years in the public sector working for the City of Whittier, California, where she started out in their Public Works Department before moving to the Human Resources Department. She gained experience in classification and compensation, recruitment and selection, employee training and development, labor relations, and general human resources administration.

For the next 16 years, Cindy worked as a Human Resources Consultant for a consulting firm where she specialized in conducting classification and compensation studies for multiple public sector agencies including cities, counties, and special districts as well as several private sector clients. Some of the Orange County Cities she worked on in partnership with other consultants at that firm were: Cities of Brea, Laguna Beach, Lake Forest, La Palma, Los Alamitos, Placentia, San Clemente, Stanton and Tustin. In Los Angeles County, her work includes: Cities of Corona, Downey, El Monte, Manhattan Beach, and Upland. Finally, in San Bernardino County she has worked on the City of Rancho Cucamonga. Since joining Koff & Associates in 2015, Cindy has worked on Classification and/or Compensation studies for:
• Cities/Towns: Anaheim, Big Bear Lake, Campbell, Carmel, Corona, Danville, Davis, Indian Wells, Laguna Niguel, Los Altos, Manteca, Menifee, Murrieta, National City, San Diego, Santa Ana, Santa Barbara, Seal Beach, Tracy, Yucca Valley • Counties: Orange
• Education: Compton College
• Special Districts: Alameda Housing Authority, Altadena Library District, Bay Area Water Supply and Conservation Agency, Cosumnes Community Services District, Eastern Municipal Water District, Encina Wastewater Authority, Housing Authority of Alameda County, Housing Authority County of San Bernardino, Housing Authority for the County of Santa Barbara, Humboldt Waste Management Authority, Inland Empire Utilities Agency, Monte Vista Water District, North Coast County Water District, Orange County Fire Authority, Orange County Mosquito & Vector Control District, Oro Loma Sanitary District, Port of Hueneme, Rincon del Diablo Municipal Water District, Riverside County Transportation Commission, Santa Clarita Valley Water Agency, South Coast Air Quality Management District, Sweetwater Authority, Trabuco Canyon Water District, Vallecitos Water District, Water Replenishment District of Southern California, Western Municipal Water District
Cindy earned her B.A. degree in Broadcast Journalism at California State University, Long Beach.

Cindy will provide H.R. Associate support throughout this effort, including classification analysis, interviews with employees and management, compensation data collection and analysis, internal job analysis, development of recommendations, and implementation strategies.

Arlene Marks Gibbs, BS, MPA, SPHR, IPMA-CP
Senior Associate
Arlene Gibbs possesses over thirty years of Human Resources management experience including spending over twenty years in the public sector working for both large and small education, municipal and special district organizations in California.

Classification and Compensation Study Proposal
City of Yuba City
2835 Seventh Street, Berkeley, California 94710 | 510.658.5633 | www.KoffAssociates.com 9 Her public sector experience includes serving as the Chief Human Resources Officer for San Diego State University which is the largest California State University campus with over 6,700 faculty and staff. While at San Diego State, Arlene led the HR Directors Committee for the 23 campus system of HR service delivery. Her experience also includes senior and executive HR management roles with several small and large public agencies including the City of San Jose, the City of Tustin as well as air and water/wastewater special districts.

Arlene’s experience includes all facets of Human Resources, Employee & Labor Relations. She is an experienced labor contract negotiator having negotiated many public sector labor agreements while serving as the Chief Spokesperson/Labor Negotiator. In addition, her experience includes managing recruitment and selection processes for all types of public sector positions, handling employee benefits functions, responding to labor and employee relations issues, coordinating classification and compensation studies, complying with labor laws, conducting personnel investigations, and managing a wide variety of general human resources functions.

Arlene holds a Masters’ Degree in Public Administration from California State University Northridge and a Bachelor of Science Degree in Business Administration with an emphasis in Labor Relations from California State University Long Beach. She also is certified as an IPMA-CP and as a Senior Professional in Human Resources (SPHR).

Arlene has also led and participated in local, regional as well as statewide efforts in small and large agencies with the League of California Cities, IPMA as well as serving as a resource for City, County, State and Local Boards, Councils, Committees and Commissions.

Some of the K&A classification and compensation projects Arlene has worked on include but are not limited to:
• Cities/Counties/Towns: County of Butte, City of Bellflower, City of Concord, City of Cupertino, Humboldt County, City of Los Altos, Town of Los Altos Hills, and the City of Pinole.
• Special Districts: Dublin San Ramon Services District, Garfield County Public Library District (CO), Coachella Valley Water District, Foothill De Anza Community College District, and the Los Angeles County Development Authority.

Maggie Williams-Dalgart
Senior H.R. Associate
Maggie brings over twenty (20) years of public sector human resources experience, most recently managing the City of Anaheim classification and compensation program. Maggie has conducted several hundred studies in the areas of classification, compensation, and staffing, and brings a wealth of knowledge drawn from current public sector employment practices. In addition to classification and compensation expertise, Maggie’s experience includes collective bargaining, labor contract administration and labor costing, policy development and implementation, discipline and performance management, and recruitment and selection.

Prior to joining Koff & Associates, Maggie served as President of CalPACS, a regional internet-based salary and benefits survey website for local agencies in Southern California.

Classification and Compensation Study Proposal
City of Yuba City
2835 Seventh Street, Berkeley, California 94710 | 510.658.5633 | www.KoffAssociates.com 10 Maggie holds a Bachelor’s degree in History of Public Policy from the University of California, Santa Barbara, a Master’s degree in Public Administration from the University of Colorado, Colorado Springs, and possesses certification as a Senior Professional in Human Resources (SPHR).” Lisa Gardner
Senior H.R. Associate
Lisa Gardner has over 25 years of experience in a variety of leadership and technical public-sector human resources roles, from entry analyst to Deputy Chief HR Officer in K-12, community college and municipal government. While a well-rounded practitioner and generalist in both merit/civil service and non-merit public agency human resources, she has been focusing her expertise in the areas of classification and compensation for the last 9 years, most recently with the City of Seattle, Washington. Lisa joined Koff & Associates in December, 2021.

Lisa has a bachelor’s degree in Social Ecology from the University of California, Irvine. She has received her California School Personnel Commissioners Association (CSPCA) Merit Academy certification and the Association of California School Administrators (ACSA) Certificate in Human Resources.

Sarah Nunes, M.A.

H.R. Associate
Sarah’s professional qualifications include over 19 years of public sector experience with the Human Resources Department of the City of San José. Starting at the analyst level and eventually rising to Division Manager, she gained experience in recruitment and selection, classification and compensation, and general human resources administration.

Since joining Koff & Associates in 2017, Sarah has worked on Classification and Compensation studies for the following agencies:
• Cities/Towns: Antioch, Calistoga, Campbell, Concord, Laguna Beach, Los Gatos, Milpitas, Monte Sereno, Newport Beach, Palo Alto, Perris, Piedmont, Rio Dell, San Diego, San Mateo, Santa Cruz, Saratoga
• Special Districts: Central Fire Protection District of Santa Cruz, Housing Authority of the County of Alameda, Local Agency Formation Commissions of Santa Clara and Sonoma County, Metropolitan Transportation Commission, Napa Sanitation District, Ojai Valley Sanitary District, Orange County Fire Authority, San Francisco Bay Area Water Emergency Transportation Authority (“WETA”), Santa Clara Valley Open Space Authority, Santa Clara Valley Water District, West Valley Sanitation District
Sarah earned her B.A. degree in Anthropology from Beloit College, in Wisconsin, and was awarded her M.A. in Anthropology from California State University, in Chico. Sarah will provide H.R. Associate support for this project, including classification analysis, interviews with employees and management, compensation data collection and analysis, internal job analysis, development of recommendations, and implementation strategies.

Renate Tiner, B.Sc.

H.R. Associate
Renate’s professional qualifications include five years of both non-profit and private sector Human Resources experience. Starting in Human Resources administration and rising into Human Resources

Classification and Compensation Study Proposal
City of Yuba City
2835 Seventh Street, Berkeley, California 94710 | 510.658.5633 | www.KoffAssociates.com 11 management, she gained experience in full-cycle recruitment, orientation and on-boarding, Health and Safety, Worker’s Compensation, licensing and accreditation, policy development, and general Human Resources administration.

Since joining Koff & Associates in 2017, Renate has worked on Classification and Compensation Studies for the following agencies:
 Cities: Bellflower, Concord, Cupertino, El Monte, Hillsborough, Los Altos, Mt. Shasta, Piedmont, Rohnert Park, San Diego, Sausalito, West Sacramento  Special Districts: Alameda County Transportation Commission, Bay Area Water Supply and Conservation Agency, Eastern Municipal Water District, Dublin-San Ramon Services District, Foothill-De Anza Community College District, Groveland Community Services District, Los Angeles County Employees Retirement Association, Metropolitan Transportation Commission, Midpeninsula Regional Open Space District, Port of Long Beach, Riverside Community College District, and San Joaquin County Superior Court Renate earned her B.Sc. degree in Psychology from the University of Northern British Columbia, in Prince George BC, Canada. She was a Canadian Human Resource Professional (CHRP) Candidate before moving to the United States.

She will provide H.R. Associate support throughout this effort, including classification analysis, interviews with employees and management, compensation data collection and analysis, internal job analysis, development of recommendations, and implementation strategies.

Classification and Compensation Study Proposal
City of Yuba City
2835 Seventh Street, Berkeley, California 94710 | 510.658.5633 | www.KoffAssociates.com 12 PART 3: UNDERSTANDING PROJECT, APPROACH, METHODOLOGY The City desires human resources assistance to conduct a comprehensive citywide classification and total compensation study of the following departments:

City manager’s Office including City Clerk’s Office; Finance Department including Information Technology Division; Human Resources Department; Public Works/Development Servcies including Building Division, Planning Divisioin, Housing Division, Engineering Division, Water Division, Wastewater Division, Laboratory Division, Environmental Compliance Division, Street Maintenance Division, Electrical Maintenance Division, Fleet Maintenance Division,Facilities Maintenance Division; Community Services Department including Recreation Division, Parks Maintenance Division, Animal Services Division; Police Department including Adinistration Division, Traffic Division, Field Operations Division, Investigation Division; Fire Department including Administration Division, Operations Division.

Per the RFP and Q&A process, the City’s employees are dvided into represented and unrepresented.

Approximately 305 employees are represented. There are approximately 114 full-time classifications and approximately 12 part-time classifications with 317.5 employees. The Recreation Worker job classification employs the most temporary employees. However, in reviewing the City’s various salary schedules and all titles listed there, we count approximately 188 full-time classifications (this is counting each level in a class series as a separate classification). The total number of classifications (full-time and part-time), by our estimation, is therefore closer to 200.

The City would like to review the existing job descriptions and compensation system including all benefits, analyze the current jobs performed by employees, determine the market compensation for each position, establish the market value of the employee benefits package and provide a market analysis of the total compensation including salary and benefits. The City seeks recommendations for adjustments to compensation and benefits resulting from internal salary compaction, increased duties that do not warrant a reclassification, or a significant lag to comparable internal positions.

The study’s first level of effort is to initially develop an updated and well-structured classification system and classification descriptions for all study positions that are legally compliant (including Fair Labor Standards Act (“FLSA”) and Americans with Disabilities Act (“ADA”) requirements), internally aligned, reflective of contemporary standards, and accurately descriptive of current roles, responsibilities, duties, and qualifications. The classification analysis process includes orientation and briefing sessions with employees, management, Human Resources, union representation, and other stakeholders, as appropriate; the completion of a position description questionnaire by employees; interviews with at least a representative sample of employees in each study classification; and interviews with supervisors and management to address any classification issues. All participating employees will be allocated to an appropriate classification; draft classification descriptions will be developed, and sent back to the City and incumbents for additional feedback and concurrence.

A second level of effort will be to review the City’s compensation structure for the studied classifications and to conduct a total compensation market survey (salaries plus benefits) using a set of appropriate comparator agencies. The identification of comparator agencies, benchmark classifications, and benefits to be collected is an iterative process that includes all stakeholders. We have found this open discussion philosophy to be critical to our success for organizational buy-in. Once the external data development is

Classification and Compensation Study Proposal
City of Yuba City
2835 Seventh Street, Berkeley, California 94710 | 510.658.5633 | www.KoffAssociates.com 13 completed, we will make specific recommendations for internal equity for non-benchmarked classifications and classifications without a large enough market sampling.

The compensation study will contain specific recommendations regarding the integration of all study classifications into the City’s compensation structure, with the goal of developing a clearly designed, internally equitable format that is flexible for career opportunity and future growth. Our study will make recommendations regarding a salary structure that takes the City’s compensation preferences into consideration as well as the appropriate placement of each classification on the City’s salary schedule.

The study includes a significant number of meetings with the Study Project Team, Human Resources, employees, union representation, and the City Council, as desired. We have expertise in labor/management relations and understand the importance of active participation by all stakeholders to ensure a successful outcome. The meetings and “stakeholder touch-points” that we recommend ensure understanding of the project parameters, enhance accurate intake and output of information, and create a collaborative and interactive approach resulting in greater buy-in for study recommendations. This interactive approach has resulted in almost 100% implementation success of K&A’s studies.

The majority of our clients are unionized and our larger city and county clients typically have multiple unions. Due to the multitude of stakeholder groups who are affected by any compensation study K&A conducts, our team understands the importance of accurate and validated data that withstands any scrutiny, effective and ongoing communication throughout each effort, and collaboration with the various stakeholder groups to ensure organizational buy-in to our findings and recommendations. We have developed a unique methodology of stakeholder “touchpoints” and collaboration that has made us highly successful and effective and has earned our team respect, agreement, and understanding from all stakeholders. In addition, we adjust and customize our methodology based on each individual client’s unique needs and circumstances.

We also recognize that both the City and union representatives have obligations to employees and members to ensure that any study is conducted in a fair and equitable manner. Our project work plans are designed for transparency and we strongly encourage dialog with all stakeholders on study deliverables so they in turn can express their concerns; we all have a shared goal of ensuring the process followed is fair and equitable.

This intense and comprehensive stakeholder engagement and our transparent study processes are also a mechanism of quality control. The fact that our information, data, and recommendations have to be able to withstand utmost scrutiny by diverse stakeholders require an in-depth multi-step quality control process for deliverables. This involves K&A team member validation of classification analyses and compensation data, K&A Project Manager review of all classification and compensation analyses, recommendations and deliverables, and finally K&A Principal (Project Director) review of deliverables before submittal to the client.

Study Objectives
Classification Objectives:
 To analyze and update the City’s classification system and each study position’s classification description and structure through a comprehensive process of job analysis and evaluation, including review of existing documentation, position description questionnaire completion, employee interviews, management interviews, analysis of existing positions

Classification and Compensation Study Proposal
City of Yuba City
2835 Seventh Street, Berkeley, California 94710 | 510.658.5633 | www.KoffAssociates.com 14 and working situations, analysis of levels of duties and responsibilities, and other professional methods, as appropriate;
 To recommend each study position for title change or reclassification (as appropriate), create new classifications (if applicable), eliminate outdated classifications (if applicable), and consolidate classifications assigned to similar functional areas (as appropriate);  To provide for growth and flexibility of assignment within the new classification structure, where feasible, in recognition that some job duties and responsibilities may evolve over time, as well as to provide adequate career paths and class series/job families that will foster career service within the City;
 To clearly state definitions of job classifications, the typical job functions, and minimum required and preferred/desired qualifications such as education, prior work experience, knowledge, skills, abilities, licenses, certifications, and physical demands and working conditions;
 To provide a classification structure that ensures regulatory compliance, including allocation of each study position to the correct classification with appropriate FLSA designation as well as meeting ADA and EEO regulations;  To provide for adequate educational, review, and appeal processes that will result in a product that is understood by all levels of personnel and is internally equitable; and  To ensure sufficient documentation and training throughout the study, on methods used to determine appropriate classification and level, methods for logical progression of movement between classifications, classification concepts and distinguishing characteristics, as well as the delivery of final reports and recommendations to guide the organization in implementing, managing, and maintaining the classification system.

Compensation Objectives:
 To make recommendations regarding a list of appropriate, logical and defensible comparator agencies, benchmark classifications, and benefits to be collected prior to beginning the compensation portion of the study;
 To collect accurate salary and benefit data from the approved group of comparator agencies and to ensure that the information is analyzed in a manner that is clear and comprehensible to the Study Project Team, Human Resources, management, employees, union representation, and the governing body;
 To carefully analyze the scope and level of duties and responsibilities, requirements for successful work performance, and other factors for survey classes, according to generally accepted compensation practices;
 To review the City’s compensation structure and practices and develop compensation recommendations that will assist the City in recruiting, motivating, and retaining competent staff;
 To develop solutions that address pay equity issues, analyze the financial impact of addressing pay equity issues, and create a market adjustment implementation strategy supporting the City’s goals, objectives, and budget considerations;  To evaluate benefit offerings in the labor market and make recommendations for better alignment and/or different benefit offerings as indicated by the analysis and best practices;
 To create a comprehensive final report summarizing the compensation study approach and methodology, analytical tools, findings, and recommended compensation structure;

Classification and Compensation Study Proposal
City of Yuba City
2835 Seventh Street, Berkeley, California 94710 | 510.658.5633 | www.KoffAssociates.com 15  To recommend appropriate internal salary relationships and allocate classes to salary ranges in a comprehensive salary range plan; and
 To ensure sufficient documentation and training throughout the study, on methods used to determine appropriate salary ranges, methods for logical progression of movement within the salary scale for each classification, and other practices, so that our recommendations can be implemented and maintained in a competent and fair manner.

Overall Objectives:
 To review and understand all current documentation, rules, regulations, policies, budgets, procedures, class descriptions, organizational charts, memoranda of understanding, personnel policies, wage and salary schedules, and related information so that our recommendations can be operationally incorporated with a minimum of disruption;  To conduct start-up Study Project Team meetings with management, study project staff, and other stakeholders to discuss any specific concerns with respect to the development of classification and compensation recommendations; finalize study plans and timetables; conduct orientation sessions with management, union leadership, and staff in order to educate and explain the scope of the study and describe what are and are not reasonable study expectations and goals;
 To work collaboratively and effectively with the City and its stakeholders while at the same time maintaining control and objectivity in the conduct of the study;  To develop a classification and compensation structure that meets all legal requirements, that is totally non-discriminatory, and that easily accommodates organizational change, growth, and operational needs;
 To document all steps in the process and provide documentation and training for Human Resources and other staff, as appropriate, in classification and compensation analysis methodologies so that the City can integrate, maintain, administer, and defend any recommended changes after the initial implementation; and  To provide effective ongoing communications throughout the duration of the project and continued support after implementation.

Methodology / Work Plan / Deliverables
This section of the proposal identifies the actual work plan. We believe that our detailed explanation of methodology and work tasks clearly distinguishes our approach and comprehensiveness.

Our approach is to complete the classification and job evaluation before completing the compensation review. The reasons for this include:
 The description of the work performed and the requirements for that work are, in the minds of the employees and their supervisors, inextricably associated with the “worth of that work” or compensation, which is often a highly emotional issue. Separating the two phases of the study, even though elements of phases may be conducted concurrently, tends to produce more objective classification results.  The compensation review will be completed when there is a full understanding of the work of the City, thereby ensuring that the data developed from the labor market and the City’s classifications is accurate.

Classification and Compensation Study Proposal
City of Yuba City
2835 Seventh Street, Berkeley, California 94710 | 510.658.5633 | www.KoffAssociates.com 16 Given these parameters, our approach is as follows:

PHASE I: CLASSIFICATION STUDY
Deliverable A: Meetings with Study Project Team and Management Staff, Initial Documentation Review, and Development of Communications and Engagement Plan This phase includes identifying the City’s Study Project Team, contract administrator, and reporting relationships. Our team of Project Managers and H.R. Associates will conduct an orientation and briefing session with the Study Project Team to explain process and methodology; create the specific work plan and work schedule; identify subsequent tasks to be accomplished; reaffirm the primary objectives and specific end products; determine deadline dates for satisfactory completion of the overall assignment; determine who will be responsible for coordinating/scheduling communications with employees, management, union representation, and the Council; and develop a timetable for conducting the same.

We will also conduct and initial meeting with Department Heads to provide information regarding study methodology, process, timing and logistics and provide them an opportunity to communicate any areas of concerns and pain points they may be experiencing with the current classification and compensation system.

Included in this task will be the gathering of written documentation, identifying current incumbents, and assembling current class descriptions, organizational charts, salary schedules, budgets, memoranda of understanding (“MOU”), personnel policies, previous classification and compensation studies, and any other relevant documentation to gain a general understanding of City operations.

City terminology and methods of current classification and compensation procedures, as well as the written questionnaire instrument for the classification study that will be used in the job analysis phase will be reviewed and agreed to. We will discuss methodology, agree to formats for class descriptions and compensation results, identify appropriate comparator agencies, benchmark classifications, and benefits to be surveyed for compensation survey purposes. We will respond to any questions that may arise from the various stakeholders.

We will develop a communications and engagement plan to foster organizational buy-in and acceptance of study outcomes and consultant recommendations throughout the project by District stakeholders including employees. The goal of the communications and engagement plan is to build positive and effective relationships with the study stakeholders and achieve consensus whenever possible and to strive to understand and take into consideration stakeholders’ ideas, opinions, desires, and issues, and to fully address their concerns. The variety of communication and engagement channels will help inform, consult, involve, collaborate with, and empower City stakeholders and ensure that our methodology and “stakeholder touch-points” are followed and executed at each study milestone.

We are committed to working closely with City study advisors (Human Resources, District leadership, employee representatives, if any, and other stakeholders) to understand the needs of the mutual constituencies (employees) and to ensure that the Study Project Team, K&A team, management, and any employee representatives meet the highest standards of stakeholder interaction, including communicating clearly, politely, honestly, and promptly, and treating everyone fairly, equally, and with respect. We understand that the positions included in this study are non-union and will work with the City’s HR and leadership team to determine how to best collaborate with the workforce whose body of work is being studied and evaluated.

Classification and Compensation Study Proposal
City of Yuba City
2835 Seventh Street, Berkeley, California 94710 | 510.658.5633 | www.KoffAssociates.com 17 The communications and engagement plan will enable us to respond to questions or concerns in a timely and professional manner. Our typical communication model includes at least weekly or biweekly written status updates to keep the City informed on where we are for every element of the project. Over the last two years, we have learned that most communication can be managed through email and teleconferences and that the work we do can be accomplished successfully and, in fact, more efficiently, by performing it virtually and remotely.

In addition, the study includes a significant number of meetings with the Study Project Team, Human Resources, management, employees, and the Board of Directors, as desired. The meetings and “stakeholder touchpoints” that we recommend ensure understanding of the project parameters, enhance accurate intake and output of information, and improve a collaborative and interactive approach that will result in greater buy-in for study recommendations. This interactive approach, although time-consuming, has resulted in almost 100% implementation success of K&A’s studies.

Deliverable B. Orientation Meetings with Employees
We will facilitate several orientation meetings with employees over the course of several days and distribute our Position Description Questionnaire (“PDQ”) to start the classification portion of the study.

While these meetings are not mandatory, they form the beginning of the educational process that continues throughout the study. We will discuss the importance of the employees’ involvement in the study and their participation in PDQ completion and job analysis interviews. Project processes will be explained, expectations will be clarified, and elements that are not a part of the study will also be covered.

Questions will be answered and a detailed explanation and examples for completing the PDQ will be given.

The Position Description Questionnaire (“PDQ”) will be discussed with the Study Project Team and customized as needed to meet the study objectives prior to distributing copies to employees.

Each PDQ will be handed out with the incumbent’s current class description attached to the questionnaire so the employee can use this as a tool for completing the questionnaire.

In the past, we have typically conducted these orientation sessions in person, onsite, and at various client locations. We have experience in conducting business virtually and have found that it can be a much more efficient and cost effective approach for our clients. We can provide the City with many technological options to ensure a smooth process, as we have with many of our clients during the last two years. Examples include:
• Scheduling app: Purchasing a scheduling web application for employee orientation sessions where up to 100 people can attend a session; employees can choose a session date and time and receive a confirmation which populates their calendar, and sends them a meeting reminder; it also generates attendee lists.
• Orientations: Providing more flexible options for employee orientation sessions by offering fewer options per day over a higher number of days to accommodate employee schedules; onsite meetings require a larger number of daily sessions over a more limited number of days. • FAQs: Preparing a series of FAQ’s for each study which are made available to employees after the orientation sessions.
• Recording meetings: Videotaping our employee orientation sessions (we also do this for onsite sessions) for employees who cannot attend a session; or simply recording a video-conference orientation session that employees could watch later.

Classification and Compensation Study Proposal
City of Yuba City
2835 Seventh Street, Berkeley, California 94710 | 510.658.5633 | www.KoffAssociates.com 18 • Chat lines: Training our staff on the use of communication tools such as chat lines; we intersperse our employee orientation session presentations with multiple points when questions can be asked. • Post-meeting help: Remaining in the orientation session for about 5-10 minutes after it has “officially” ended in the event some employees want to stay behind to ask questions. • Safeguards: For employee interviews, as we generally do, we prepare the schedules of dates and times for each employee and the client coordinates scheduling employees with departments, using agreed upon meeting options for employees. Safeguards are in place to ensure only the employee/ employees (for group interviews) in that time slot access the meeting, such as virtual “waiting rooms.” • Telephone support: Providing a direct telephone number for the K&A Project Manager to departments in the event there are scheduling or access issues. • Time between meetings: Scheduling 10-15 minutes between meetings, versus on-site back to back meetings; this change results in slightly fewer meetings per day, but provides a less “hurried” nature to the meetings; and because the meetings are not onsite, clients do not need to reserve multiple meeting rooms for multiple days.

Our clients have received these operational changes very positively. We continue to ask our clients for feedback so we can implement continuous improvements. We recognize not all clients have the same technology as we do, which means we must provide viable technology options. While we provide multiple options, the expertise of our associates in asking relevant and probing questions of each study participant to better understand each employee’s work is critical to the job evaluation interview process (see more information regarding employee interviews below). Our client-centric approach and methodology does not change with the venue.

Deliverable C. Collection and Review of PDQs
We recommend giving employees in the same classification the option of collaborating on completing a PDQ together, if the employees so choose. At the same time, we will invite employees to complete an individual PDQ if they prefer and if they wish to be interviewed separately. We provide an electronic version of our questionnaire so that employees can more easily complete it. Employees complete the questionnaire and then send it to their supervisor for review, comment, and signature. We typically require a second level of review by the next level of management in the reporting structure. This ensures that all staff have an opportunity to provide information as to what the nature of the job is for each job classification.

Upon receipt of the PDQs in our office, K&A staff will review and analyze the PDQs in detail along with other documentation to obtain an understanding of the duties and responsibilities assigned to each position.

Deliverable D. Interviews with Employees, Supervisors, and Management Interviews will be scheduled with employees. Because this is a critical step in the information-gathering and educational process, we recommend scheduling interviews with at least a representative sample of employees in each classification that will be included in the study. Typically, we employ the following approach and interview:
 All employees in single-position classifications;
 An adequate sampling of employees in multiple-position classifications; and  Any employee who requests an interview.

Classification and Compensation Study Proposal
City of Yuba City
2835 Seventh Street, Berkeley, California 94710 | 510.658.5633 | www.KoffAssociates.com 19 We will offer employees the option to be interviewed in a focus group session with incumbents in the same classification or to request an individual interview if they prefer. We recommend individual interviews only if the employee wants to discuss certain issues (e.g., out of class responsibilities, etc.) in privacy with the consultant.

Interviews will then be held with supervisory and management staff (division managers, department heads, etc.), who will clarify their own responsibilities and/or confirm the information we have received in the interviews with their staff (we allow more time for these interviews).

The purpose of the interviews is to clarify and supplement the questionnaire data and to respond to potential perception differences regarding roles, tasks, scope, and supervisory responsibilities. The appropriateness of the following will be assessed:
 Work being completed and relationships of positions to each other within a division/department as well as across the organization; and  Classification structure and reporting structure.

Deliverable E. Classification Concept and Preliminary Allocation Prior to developing detailed class descriptions, our job evaluation will result in a classification concept and employee allocation document that will be submitted to the City for review and approval. We will compare changes in business need and operations, as well as any reorganizations, with the established classification system and job families as well as review internal relationships between classificationsto define the reasons for, and effects of, the proposed changes.

Our job analysis method is the whole position analysis approach. Objective factors in the whole position job analysis methodology include:

A. Decision making/judgment
B. Difficulty and complexity of work
C. Supervisory responsibilities
D. Non-supervisory responsibilities
E. Minimum qualifications
F. Working conditions/risk factors
G. Contacts
This document will list broad class concepts and highlight where significant changes may be recommended, such as creating or collapsing class series in the same functional area and/or separating or combining classifications assigned to different functional areas. We will review and analyze potential career ladders and promotional opportunities, including clearly delineated and distinguished levels within classification series. We will also review and update established titling guidelines for the studied classifications for appropriate and consistent titling.

A detailed, incumbent-specific allocation list for each position included in the study will be prepared, specifying current and proposed classification title and the impact of our recommendations (reclassification – upgrade or downgrade, title change, or no change).

After we have completed this process, a meeting will be arranged to review any recommended changes to the classification plan with the Study Project Team.

Classification and Compensation Study Proposal
City of Yuba City
2835 Seventh Street, Berkeley, California 94710 | 510.658.5633 | www.KoffAssociates.com 20 Deliverable F. Draft Class Description Development
After preliminary approval of the class concepts and allocation lists, new and/or updated class descriptions will be developed for each proposed classification, following the format approved by the City.

From the review of the PDQs and employee interviews, we will update duties, responsibilities, and minimum qualifications of each class specification, as necessary. We will develop new class specifications if duties, responsibilities, and minimum qualifications have changed significantly, and/or if we recommend new classifications/class levels, and/or if operational changes, business needs, or reorganizations, have occurred.

Following EEO Uniform Guidelines, we will review, analyze, and update, as appropriate, knowledge, skills, abilities, education and experience, position definitions, purpose, distinguishing characteristics, supervision received and exercised, position functions and special requirements including licensing and certifications that are required and desirable. We will address relevance and hierarchical consistency of each classification and each class series.

We will also review and update physical demands based on the most typical job functions of each classification in accordance with the ADA.

Finally, we will review each classification’s typical job functions and determine exempt vs. non-exempt status in accordance with “white collar” exemptions under the FLSA.

Deliverable G. Facilitation of Draft Class Description Review and Employee Feedback Process A draft copy of the revised/new class description with allocation recommendation will be submitted to the Project Team and subsequently to each manager, supervisor, and employee, to give each stakeholder group an opportunity to provide comments and concerns regarding any modifications to the classification structure and specifications. Our experience has been that this is one of the most critical phases of the project (as well as one of the most time-consuming). Our proactive and effective communication process at this juncture has always avoided formal appeals, adversarial meetings, or major conflicts at the conclusion of our studies.

We will work with the study’s stakeholder groups, including employee representation, to determine the best approach to reviewing the draft classification specifications, and how to provide feedback to us.

Supervisors and managers typically receive a copy of their employees’ draft class descriptions and will be asked to review their employees’ comments and feedback to verify and concur with, or recommend changes to, the information provided.

Significant employee comments will be reviewed with management prior to making any significant changes to the proposed class plan. These discussions will be by email, telephone, or additional direct personal contact with employees, depending upon the extent of the response.

Allocation and/or class description changes will be made as required and the class specifications will be finalized and submitted for approval. All employees who submitted their comments during the review process will be notified in writing regarding the outcome of their concerns.

Deliverable H. Classification Plan and Draft of Interim Report and Final Report A Draft Interim Report of the Classification Study will be completed and submitted to the Study Project Team for review and comment. The report will contain:

Classification and Compensation Study Proposal
City of Yuba City
2835 Seventh Street, Berkeley, California 94710 | 510.658.5633 | www.KoffAssociates.com 21  Classification recommendations for each studied position, including documentation regarding study goals and objectives, classification methodology, approach, and process as well as all findings, analysis, and resulting recommendations;  The recommended allocation list, classification title changes, job family and career ladder/career growth issues, reporting relationships, and other factors will all be included;
 The recommended classification structure will be in alignment with current business/ operational needs of the City; and
 Classification concepts and guidelines as well as methods used to determine appropriate classification and level, methods for logical progression of movement between classifications, distinguishing characteristics and other pertinent information for implementation and continued maintenance of the recommendations will be detailed.

Once we have received the City’s comments regarding the Draft Interim Report and have made any necessary changes, a Final Classification Report will be developed.

PHASE II: TOTAL COMPENSATION STUDY
Deliverable A. List of Comparator Agencies, Benchmark Classifications, and Benefits to be Collected During the initial meeting with the Study Project Team, we will discuss and agree to the compensation study factors. We will identify/confirm appropriate, logical and defensible comparator agencies that will be included in the external market survey, which will be the foundation for ensuring that the City’s salaries for the studied classifications are competitively aligned with the external labor market. We will also identify/confirm those classifications that will be surveyed in the market (i.e., benchmark classifications), with the intention of internally aligning the remaining classifications with those that were surveyed.

Finally, we will determine the list of benefits that the City wants to include in the total compensation data gathering process.
 Determination of Comparator Agencies
The selection of comparator agencies is a critical step in the study process. We typically use the following factors to identify appropriate comparators and will receive approval before proceeding with the total compensation study.

Our recommended methodology is that we involve management, Human Resources, employee representation, and the City Council, in the decision-making process of selecting which comparable agencies are included, PRIOR to beginning the study. Our experience has shown that this is the most successful approach. The factors that we typically review when selecting and recommending appropriate comparator agencies include:
 Organizational type and structure – While various organizations may provide overlapping services and employ some staff having similar duties and responsibilities, the role of each organization is somewhat unique, particularly in regard to its relationship to the citizens it serves and level of service expectation. During this iterative process, the City’s current/ previous list of comparators, if any, and the advantages/disadvantages of including them or others would be discussed.

Classification and Compensation Study Proposal
City of Yuba City
2835 Seventh Street, Berkeley, California 94710 | 510.658.5633 | www.KoffAssociates.com 22  Similarity of population served, City demographics, City staff, and operational budgets – These elements provide guidelines in relation to resources required (staff and funding) and available for the provision of services.
 Scope of services provided – While having an organization that provides all of the services at the same level of citizen expectation is ideal for comparators, as long as the majority of services are provided in a similar manner, sufficient data should be available for analysis.

When reviewing this factor, the City’s unique services would be evaluated in order to ensure that the majority of comparators provide the same services. This ensures that each comparator yields a sufficient number of matches for the City’s jobs.  Labor market – The reality of today’s labor market is that many agencies are in competition for the same pool of qualified employees, because large portions of the workforce don’t live in the communities they serve, are accustomed to lengthy commutes, and are more likely to consider changing jobs in a larger geographic area than in the past. Therefore, the geographic labor market area (where the City may be recruiting from or losing employees to) is taken into consideration when selecting potential comparator organizations. As part of this analysis, we will determine whether the City has identified agencies that it competes with for qualified talent; those agencies are taken into consideration for purposes of our analysis. It is important to understand and consider the City’s competitive landscape and include agencies in the study to whom the City loses talent.
 Cost-of-living – The price of housing and other cost-of-living related issues are some of the biggest factors in determining labor markets. We review overall cost-of-living of various geographic areas, median house prices, and median household incomes to determine the appropriateness of various potential comparator agencies.

We typically recommend using 10-12 comparator agencies for all survey benchmarks in order to achieve statistical significance but are flexible and can easily use a different approach based on the City’s preferences.

2. Determination of Benchmark Classifications
In the same collaborative manner as described in Step 1 above, we will work with the City’s stakeholders to select those classifications that will be surveyed. “Benchmark classes” are ordinarily chosen to reflect a broad spectrum of class levels. In addition, those that are selected normally include classes that are most likely to be found in other similar agencies, and therefore provide a sufficient valid data sample for analysis. Internal relationships will be determined between the benchmarked and non-benchmarked classifications and internal equity alignments will be made for salary recommendation purposes. Due to the fact that the labor market typically yields reliable data, we recommend using approximately 60-65% of all classifications as benchmarks but we are happy to use a different model.

3. Determination of Salary and Benefits Data to Be Collected In addition to base salaries, benefit data elements for a total compensation study normally include at least the following (which are generally available to all staff in a specific job classification):
 Monthly Salary – The top of the normal, published salary range. All figures are presented on a monthly or annual basis. We normalize the salary data to reflect number of hours in the work week and/or roll-up of retirement or other benefits in base salaries.

Classification and Compensation Study Proposal
City of Yuba City
2835 Seventh Street, Berkeley, California 94710 | 510.658.5633 | www.KoffAssociates.com 23  Employee Retirement – This includes two figures: the amount of the employee’s State or other public or private retirement contribution that is contributed by the agency and the amount of the agency’s Social Security contribution.
 Retiree Healthcare – Given that healthcare costs are rising and retiree healthcare and liabilities increasing for many public agencies, we collect this information to capture the costs.  Insurance – This typically includes Health, Dental, Vision, and other insurance coverage.  Leave – Other than sick leave, which is usage-based, leave is the amount of days off for which the organization is obligated. We will discuss with the City whether leave days/hours should be converted to direct salary cost in dollars or represented in days/hours.  Vacation: The number of vacation days available to all employees after five years of employment.
 Holidays: The number of holidays (including floating) available to the employee on an annual basis.
 Administrative/Personal Leave: Administrative leave is normally the number of days available to management staff to compensate for the lack of payment for overtime.

Personal leave may be available to other groups of employees to augment vacation or other time off.
 Deferred Compensation – We report any employer contribution made on the employee’s behalf, whether dollar amount or percentage of salary, that does not require an employeematching contribution. We can also report employer contributions that do require an employee match and would do so as a separate report.
 Other – This category includes any other benefits that are available to all employees within a classification and not already specifically detailed.

Deliverable B. Data from Comparators and Preliminary Analysis of Data K&A does not collect market compensation data by merely sending out a written questionnaire. We find that such questionnaires are often delegated to the individual in the department with the least experience in the organization and given a low priority. Our experienced compensation analysts conduct all of the data collection and analysis to ensure validity of the data and quality control. This approach also ensures that we compare job description to job description and not just job titles, therefore ensuring true “matches” of at least 70%, which is the percentage we use to determine whether to include a comparator classification or not.

As mentioned above in the Classification methodology, our job analysis method is the whole position analysis approach.

We typically collect classification descriptions, organization charts, salary schedules, personnel policies, budgets, master plans, operational information, MOUs, and other information via website, by telephone, or by an onsite interview. With the prior knowledge from the data gathered directly from each comparator agency and our experience in the public sector human resources field, our compensation analysts make preliminary “matches” and then schedules appointments by telephone, or sometimes in person, with knowledgeable individuals to answer specific questions. We find that information collected using these methods has a very high validity rate and allows us to substantiate the data for employees, management, and governing bodies.

Data will be entered into spreadsheet format designed for ease of interpretation and use. The information will be presented in a format that will identify the comparator positions used for each classification

Classification and Compensation Study Proposal
City of Yuba City
2835 Seventh Street, Berkeley, California 94710 | 510.658.5633 | www.KoffAssociates.com 24 comparison. Information will be calculated based upon both average and median figures allowing the City to make informed compensation decisions. Other elements of the compensation survey report are agencies surveyed; comparable class titles; salary range maximum/control point; number of observations; and percent of the City’s salary range is above/below the market values.

In addition, we will include any type of statistical representation and analysis that the City desires such as 60th, 70th, or any other percentiles per the City’s compensation philosophy.

Benefits data will be displayed in an easy-to-read format. You will receive three sets of spreadsheets per classification, one with base pay, one with the benefits detail, and one with total compensation statistical data. In addition, we are often asked to collect “other” benefits (as listed in the benefits section above), which we typically report on a separate spreadsheet.

Deliverable D. Draft Compensation Findings/Additional Analysis/Study Project Team Meetings As part of our transparent approach and communication strategy to ensure organizational buy-in to the study, we share the market survey with the organization. We first distribute our draft findings to the Study Project Team. After their preliminary review, K&A will meet with the Study Project Team and other stakeholders (including Human Resources, management, employees, and their representatives) to clarify data, to receive requests for reanalysis of certain comparators, and to answer questions and address concerns. This provides an opportunity for the Study Project Team and other stakeholders to review and question any of our recommended benchmark comparator matches. If questions arise, we conduct follow-up analysis to reconfirm our original analysis and/or make corrections as appropriate.

Deliverable E. Analysis of Internal Relationships and Alignment To determine internal equity for all studied positions, considerable attention will be given to this phase of the project. It is necessary to develop an internal position hierarchy based on the organizational value of each classification. Again, we utilize the whole position analysis methodology as described earlier.

By reviewing those factors, we will make recommendations regarding vertical salary differentials between classes in a class series, for example, as well as across departments. This analysis will be integrated with the results of the compensation survey and the City’s existing compensation plan.

The ultimate goal of this critical step in the process is to address any potential internal equity issues and concerns with the current compensation system, including compaction issues between certain classifications. We will create a sound and logical compensation structure for the various levels within each class series, so that career ladders are not only reflected in the classification system but also in the compensation system, with pay differentials between levels that allow employees to progress on a clear path of career growth and development. Career ladders will be looked at vertically, as well as horizontally, to reflect the City’s classification structure that was developed during the classification phase of the study.

Deliverable F. Compensation Structure and Implementation Plan Depending on data developed as a result of the internal analysis, we will review and make recommendations regarding internal alignment and the salary structure (set of salary ranges, salary differentials, steps within ranges, and/or alternative compensation plans) within which the classes are allocated, based upon the City’s preferred compensation model. In addition, we will develop externally competitive benefit comparisons for all classifications. We will also assist the City in developing a compensation philosophy and practices relative to the surveyed public jurisdictions, if desired. Finally, we will develop a proposed implementation plan based on the study results and recommendations.

Classification and Compensation Study Proposal
City of Yuba City
2835 Seventh Street, Berkeley, California 94710 | 510.658.5633 | www.KoffAssociates.com 25 We will conduct a competitive pay analysis using the market data gathered to assist in the determination of external pay equity and the recommendation of a new base compensation structure, if desired. We will conduct a comparative analysis to illustrate the relationships between current pay practices and the newly determined market conditions and develop solutions to address pay equity issues, analyze the financial impact of addressing pay equity issues, and create a market adjustment implementation strategy supporting City goals, objectives, and budget considerations.

Draft recommendations will be discussed with the Study Project Team and management for discussions and decisions on overall pay philosophy and the practicality of acceptance and prior to developing an Interim Report.

Deliverable G. Final Report and Guidelines for Implementation Volume II (Draft Interim Report of the Compensation Study) will be completed and submitted to the Study Project Team for review and comment. The report will provide detailed compensation findings, documentation, and recommendations. The report will include:
 An executive summary of the compensation study results;  A set of all market data spreadsheets;
 A proposed Salary Range Placement document;
 A procedure to address employees whose base pay exceeds the maximum of their newly assigned pay range;
 Implementation issues and cost projections surrounding our recommendations; and  A guide for rules, policies and procedures for the City in implementing, managing and maintaining the compensation system, as appropriate.

Once all of the City’s questions/concerns are addressed and discussed, a Final Classification and Compensation Report will be created and submitted in the City’s preferred format. The Final Report will incorporate any appropriate revisions identified and submitted during the review of the draft report.

Deliverable H. Formal Appeals Process
Should the City have an formal appeals process regarding the allocation of positions to classifications and of classifications to salary ranges, this proposal does not cover time regarding a formal appeal process.

Should our on-site participation be desired, our stated composite hourly rate will be honored. As mentioned above, however, our internal process usually addresses any of these issues.

Deliverable I. Final Presentation
Our proposal includes multiple meetings and weekly oral and written status/progress updates to the Study Project Team. Regarding the involvement of the City Council, etc., we recommend at least one initial meeting to confirm/identify the comparator agencies to be included in the study, one interim study session (to discuss the initial findings of the compensation study), and one final presentation of our Final Report. Of course, we are flexible regarding having more or less interaction with the Council, based on the City’s preferences.
• Expectations of City Support:

In order to conduct this study in the most timely and cost-effective manner, we ask for support in the following areas:

Classification and Compensation Study Proposal
City of Yuba City
2835 Seventh Street, Berkeley, California 94710 | 510.658.5633 | www.KoffAssociates.com 26 A. Timely provision of written documentation, such as current class specifications, union contracts, organizational charts, budget documents, requests for audits, past studies, etc.; A. Assistance in the notification and scheduling of orientation and other meetings and the provision of adequate interview space and resources;
B. Assistance in the compilation of current descriptions with the PDQ; collecting and forwarding questionnaires; and in ensuring that materials are complete and returned in a timely manner; C. Assistance in scheduling study project team, bargaining unit, management, employee audit, and other meetings; and
D. Meeting agreed-upon timelines.

In terms of time commitment for City staff, we understand that the City hires an outside consultant to conduct and coordinate the entire effort. Therefore, it is our goal to reduce the time commitment of City staff as much as possible and to only request assistance in the coordination of some of the steps in the process, such as scheduling employee orientation meetings, duplicating PDQs, scheduling employee interviews/desk audits, disseminating information, and in general, being a channel of communication between our firm and employees.
• Communication with the City:

Our typical communication model includes at least weekly or biweekly written status updates to keep the City informed on where we are during each phase of the project.

In addition, the study includes a significant number of meetings with the Study Project Team, human resources, management, employees, employee representation, and the City Council, as desired. The meetings and “stakeholder touch-points” that we recommend ensure understanding of the project parameters, enhance accurate intake and output of information, and foster a collaborative and interactive approach that will result in greater buy-in for study recommendations. This interactive approach, although time-consuming, has resulted in almost 100% implementation success of K&A’s studies. • Post-Implementation Consultation and Support:

We are committed to providing the City with the highest-quality product and service. Providing ongoing consultation and support after study implementation is a service that is included in our professional fees and a continued relationship-building aspect of our client relationship that we highly value.

We often find that clients will call or email with follow-up questions and to discuss certain aspects of the study, ask why decisions and recommendations were made, and other important components of the study. We consider post-implementation support as part of our customer service.

Should the City request any additional onsite meetings and/or training after implementation of the study and/or other specific, identifiable work efforts, such as position reclassification studies, creating new class descriptions, or conducting annual surveys, we would honor our composite hourly rate for actual hours spent at the City. However, from experience, we expect that most follow-up support will be conducted via telephone and email and this is absolutely included in our “Not To Exceed Fee” for this project. • Stakeholder Engagement:

The meetings and communications with stakeholders that we recommend ensure understanding of the project parameters, enhance accurate intake and output of information, and encourage a collaborative

Classification and Compensation Study Proposal
City of Yuba City
2835 Seventh Street, Berkeley, California 94710 | 510.658.5633 | www.KoffAssociates.com 27 and interactive approach that will result in greater buy-in for study recommendations. This interactive approach, although time-consuming, has resulted in almost 100% implementation success of K&A’s studies.

We believe in an interactive and collaborative process with the whole organization and in a high level of stakeholder contact and interaction to ensure organizational buy-in of the study throughout the entire process. Following are the major milestones at which we touch base with Human Resources, employees, managers, employee representation, and other stakeholders, as appropriate:
 Initial study kick-off and employee/management orientation meetings;  PDQ completion and review ;
 Employee and management interviews;
 Employee, management, and Human Resources review of draft class descriptions;  Contact with employees and management to address final classification issues;  Stakeholder input regarding a list of appropriate comparator agencies, benchmark classifications, and benefits to be collected;
 City stakeholder review of compensation study data and contact with them to address any challenges to the market comparables we identified for each classification;  Stakeholder input on internal salary relationship analysis and recommendations; and  Stakeholder input regarding final compensation plans and structure recommendations.

These steps will ensure that the study results in a product that is accepted and trusted by all levels within the organization. Beyond sound mechanics, our approach includes sufficient communication steps to ensure that the study methodology is understood and the results are regarded as expert, impartial, and fair.

Classification and Compensation Study Proposal
City of Yuba City
2835 Seventh Street, Berkeley, California 94710 | 510.658.5633 | www.KoffAssociates.com 28 PART 4: DELIVERY SCHEDULE AND TIMELINE
Our professional experience is that classification and compensation studies of this scope and for this size organization take approximately –eight to nine months to complete, allowing for adequate PDQ completion, interview time, classification description review and/or development, compensation data collection and analysis, review steps by the City, the development of final reports, any appeals, and presentations
Due to the unprecedented demand on our services, we are currently experiencing an unusually high volume of projects. Therefore, and if the City is able to be flexible, we propose commencing the project in November 2022 and anticipate completion by June 2023.

The following is a suggested timeline (we provide number of weeks for each project milestone because we have found that actual specific dates usually change based on the client’s own timelines and priorities; if we are fortunate to be awarded this project and once we receive a Notice to Proceed and have agreed on an overall timeline for the project, we will be happy to provide actual dates for each deliverable):

Deliverables Classification Study Completion by:

A. Meetings with Study Project Team and Management Staff and Initial Documentation Review Week 1
B. Orientation Meetings with Employees and Distribution of PDQ Week 2 C. PDQ Completion and Review Week 6
D. Employee/Supervisory/Management Interviews Week 9
E. Classification Concept/Preliminary Allocation Development Week 12 F. Draft Class Description Development/Update Week 24
G. Draft Class Description Review and Employee Feedback Process Week 28 H. Finalize Classification Plan/Draft Interim Report/Final Report Week 32 Deliverables Total Compensation Survey Completion by:

A. List of Comparator Agencies, Benchmark Classifications, and Benefits to be Collected Week 6
B. Data from Comparators and Preliminary Analysis of Data Week 28 C. Draft Compensation Findings/Additional Analysis/Study Project Team Meetings Week 30
D. Analysis of Internal Relationships and Alignment Week 31 E. Compensation Structure and Implementation Plan Week 31 F. Final Report and Guidelines for Implementation Week 32 G. Formal Appeals Process * As Needed
H. Final Presentation As Scheduled

Classification and Compensation Study Proposal
City of Yuba City
2835 Seventh Street, Berkeley, California 94710 | 510.658.5633 | www.KoffAssociates.com 29 PART 5: COMMITMENT TO PROJECT BUDGET
We have often found our process requires a very high level of time commitment, which sometimes results in a higher proposal cost. We believe that our methodology and implementation success rate is attributable to the significantly greater level of contact we have with employees, employee representation, management, and the governing body. The time we commit to working with the employees (orientations and briefings, meetings with employees via personal interviews, sharing of compensation survey data, informal appeal process, etc.) results in significantly greater buy-in throughout the process and no formal appeals at the end of the study.

In fact, our firm has only had a handful of formal appeals to any of our studies in our 38 years in business.

It has been our experience that the money and time invested in stakeholder communication throughout the study are money and time saved during implementation. Numerous times our firm has been hired after an agency has gone through an unsuccessful study whose results were rejected or appealed and whose implementation was very controversial. The result was a divided organization with hostility and animosity between employees/employee representation and management. Whenever our firm was hired after such an unfortunate experience, study stakeholders were amazed at our open and all-inclusive process, our efforts to elicit equal stakeholder input, and our development of recommendations that were accepted as fair and reasonable and understood by management, employees, and the governing body.

Our success rate is also attributable to the fact that we have 38 years of experience working with employees of all types of backgrounds, educational levels, and work experiences, and we are accustomed to successfully communicating with and educating them throughout the process. It is imperative that all employees eventually buy into the study results and recommendations, whether they have been through a process like this before or whether this is the first time for them.

Our clients always provide feedback that our process was professional, comprehensive, understandable, timely, and inclusive. Employees, although not necessarily always happy with our recommendations, have always indicated that we listened to their issues and concerns, were available for discussion, and able to provide documentation and data to support our recommendations. Although time consuming, we also drive the process to ensure that timelines are met and schedules are maintained.

Over the last two years, K&A and all of our clients have become accustomed to conducting all of our organizational, classification, and compensation studies virtually. From the experience of the last two years, we have learned that studies can be conducted successfully by using virtual technologies and performing the work remotely. We have also learned that this represents a significant cost savings for our clients, both in terms of consultant travel time and travel expenses, as well as less disruption and reduced non-productivity for the client’s workforce. We have several technological solutions that can easily facilitate the entire process (see proposal narrative above). Conducting meetings and orientations virtually means that the client’s employees do not have to spend time traveling from one location to another and will not be pulled away from their workstations for lengthy periods of time. They can simply click on a link or call in from a phone to participate. This approach also represents significantly less logistical planning on part of the client in order to reserve meeting rooms and making space available for large employee groups, as well as multiple consultants coming onsite to conduct interviews within a condensed period of time. Conducting orientations and interviews virtually provides us with much more flexibility in scheduling and accommodating multiple different shifts and schedules among a large workforce.

Classification and Compensation Study Proposal
City of Yuba City
2835 Seventh Street, Berkeley, California 94710 | 510.658.5633 | www.KoffAssociates.com 30 In addition, K&A strives to be as “green” an organization as possible and we are certainly concerned about our carbon footprint. We find that multiple trips to client sites that can sometimes involve multiple consultants flying on planes and/or driving cars, is not as environmentally conscious as we would like to be. Considering the effectiveness of virtual meetings, especially when meetings are only one hour or oneand-a-half hours at a time, onsite travel does appear to create a larger footprint than necessary. This can especially be true for final presentations to leadership teams that are often less than 60 minutes long.

The cost proposal below includes two options depending on scope of work to provide the City with a cost comparison based on the number of classifications, number of employees, and number of comparator agencies surveyed for the compensation study. Of course, the City may select any combination thereof and we are open to negotiating another option if it better serves the City. We hope to be able to negotiate a scope of work and cost option that best serves the City’s needs.

For purposes of this cost proposal, we are assuming that all meetings and presentations will be conducted virtually/remotely and no onsite travel to City offices will occur. Should the City desire onsite meetings, we will be happy to provide our per diem cost for onsite meetings based on travel time and market rate travel cost at the time.

Deliverables
Phase 1: Classification Study
317.5 Employees, 114 Full-time Classifications
12 Part-time Classifications
Option 1:

Hours
Option 2:

Hours
A. Meetings with Study Project Team and Management Staff and Initial Documentation Review 16 16
B. Orientation Meetings with Employees and Distribution of PDQ 24 24 C.

Collection and Review of PDQs
Option 1: Assumes 1 individual or group PDQ for each of the 126 full-time and part-time classifications (as referenced in the RFP) plus 30% of approximately 317.5 full-time and part-time employees submitting individual PDQs (for a total of approximately 225 PDQs) Option 2: Assumes 1 individual or group PDQ for each of the 200 full-time and part-time classifications (per the City’s salary schedules) plus 30% of approximately 317.5 full-time and part-time employees submitting individual PDQs (for a total of approximately 300 PDQs) 75 100
D.

Interviews with Employees, Supervisors, and Management
Option 1: Assumes 1 individual or group interview per each of the 126 full-time and part-time classifications (as referenced in the RFP) plus 30% of approximately 317.5 full-time and part-time employees requesting individual interviews (for a total of approximately 225 interviews) Option 2: Assumes 1 individual or group interview per each of the 200 full-time and part-time classifications(per the City’s salary schedules) plus 30% of approximately 317.5 full-time and part-time employees requesting individual interviews (for a total of approximately 300 interviews) 150 200
E. Classification Concept & Preliminary Allocation 105 105 F. Draft Class Description Development
Option 1: Assumes that up to 126 class descriptions will be developed 315 400

Classification and Compensation Study Proposal
City of Yuba City
2835 Seventh Street, Berkeley, California 94710 | 510.658.5633 | www.KoffAssociates.com 31 Option 2: Assumes that up to 160 class descriptions will be developed (assuming that, of all 200 classifications, some may be eliminated or consolidated)
G. Facilitation of Draft Class Description Review and Employee Feedback Process 95 120
H. Classification Plan and Draft of Interim Report and Final Report 16 24 Total Professional Hours – Classification 796 989
Combined professional and clerical composite rate: $175/Hour $139,300 $173,075 Deliver
ables PHASE II: Total Compensation Study Option 1:

Hours
Option 2:

Hours
A. List of Comparator Agencies, Benchmark Classifications, and Benefits to be Collected 20 20
B.

Data from Comparators and Preliminary Analysis of Data
Option 1: up to 76 benchmarks (assuming up to 126 classifications will be developed in Phase I, approx. 60% of those classes); 10 comparators; and total compensation (salaries plus benefits)
Option 2: up to 96 benchmarks (assuming up to 160 classifications will be developed in Phase I, approx. 60% of those classes); 12 comparators; and total compensation (salaries plus benefits)
250 375
C. Draft Compensation Findings/Additional Analysis/Study Project Team Meetings 45 65
D. Analysis of Internal Relationships and Alignment 12 16 E. Compensation Structure and Implementation Plan 20 24 F. Final Report and Guidelines for Implementation 20 24 G. Formal Appeals Process * 0 0
H. Final Presentation 12 12
Anticipated hours for additional unscheduled meetings and phone calls 16 20 Total Professional Hours – Compensation 395 556
Combined professional and clerical composite rate: $175/Hour $69,125 $97,300 Expenses are included in the composite hourly rate: N/A N/A Expenses include but are not limited to duplicating documents, binding reports, phone, supplies, postage, meals, etc.

TOTAL PROJECT COST NOT TO EXCEED: $208,425 $270,375
*Additional consulting will be honored at composite rate ($175/hr)

Classification and Compensation Study Proposal
City of Yuba City
2835 Seventh Street, Berkeley, California 94710 | 510.658.5633 | www.KoffAssociates.com 32 PART 6: REFERENCES
We have provided a Sample study at the end of this proposal (City of Bellflower Total Compensation Study and City of El Monte Classification Study. Unfortunately, it is not possible to provide the final report for every one of our studies listed below. Our work products become the property of our clients and not every report becomes a public document. We would be happy to provide additional work samples if the two sample reports included in this proposal are not sufficient.

Agency & Project Contact
City of Campbell (population: 41,544)
Total Comp Study (Police), completed 2021.

Classification Study, completed 2016.

FLSA class study, completed 2015.

Classification and Compensation Studies, completed in 2008 & 2013.

Management Compensation Study, completed 2009.

Ms. Salina Flores
Acting Human Resources Manager
(408) 866-2705
70 N. First St.

Campbell, CA 95008
[email protected]
City of Citrus Heights (population: 83,301)
Classification Study (Admins), completed 2019.

Compensation Study, completed 2017.

Ms. Monica Alejandrez
Human Resources Manager
(916)727-4711
6360 Fountain Square Dr.

Citrus Heights, CA 95621
[email protected]
City of East Palo Alto (population: 29,593)
Classification and Compensation Study, completed 2020.

Patty Francisco
Human Resources Manager
(949) 500-0436
Second Floor, 2415 University Ave.,
East Palo Alto, CA 94303
[email protected]
City of Elk Grove
Ongoing classification and compensation studies since 2020.

Ms. Melissa Rojas
Human Resources Director
8401 Laguna Palms Way,
Elk Grove, CA 95758
(916) 478-2208
[email protected]
City of Galt (population: 25,633)
Classification and Compensation Study, completed 2017.

Mr. Eugene Palazzo
City Manager
(209) 366-7100
380 Civic Drive
Galt, CA 95632
[email protected]
City of Los Altos (population: 30,561)
Total Compensation Study (unrepresented classifications), completed 2018. About to commence 2021 Total Compensation Study for City Manager.

Compensation Study, Police Department, completed 2017.

Ms. Jennifer Leal
Human Resources Manager
(916) 614-3206
1021 Harvard Wy
El Dorado, CA 95762
[email protected]
Note: Ms. Leal is no longer with City of Los
Altos but is now serving as Human Resource

Classification and Compensation Study Proposal
City of Yuba City
2835 Seventh Street, Berkeley, California 94710 | 510.658.5633 | www.KoffAssociates.com 33 Manager at El Dorado Hills Community
Services District where she can provide a
reference.

City of Morgan Hill (population: 45,037)
Classification and Compensation Study, completed 2019 (approx. 93 classifications).

Total Compensation, completed 2017.

Ms. Christina Turner
City Manager
(408) 776-7382
17575 Peak Ave
Morgan Hill, CA 95037
[email protected]
City of Napa (population: 80,000+)
Classification and Compensation Study for Street Division, completed 2020.

Classification Study, completed 2015.

Ms. Darlene Colaso
HR Director
(707) 257-9505
1541 Second Street
Napa, CA 94559
[email protected]
City of Palo Alto (population: 67,178)
Classification Study, completed 2020.

Various Compensation Studies from 2009 through 2018.

The Compensation Surveys we have completed have included as few as 35 benchmarks and as many as over 300 classifications representing close to 1,000 employees, including executive, senior, and mid-management, fire police and SEIU.

Ms. Sandra Blanch
Assistant Director, Human Resources
(650) 329-2376
250 Hamilton Ave.

Palo Alto, CA 94301
[email protected]
City of Pleasant Hill (population: 34,987)
Total Compensation Study (11 benchmarks, 15 comparators), completed 2019.

Ongoing Classification and Compensation studies since 2015.

Organizational Study, completed 2016.

Ms. Ericka Mitchell
Human Resources Manager
(925) 671-5277
100 Gregory Lane
Pleasant Hill, CA 94523
[email protected]
City of Redwood City (population: 86,685)
Currently conducting several classification studies, 2021.

Compensation Study, 24 Executive Classes, completed 2018.

Classification Study, 24 classifications, completed 2018.

Classification Study, completed 2017.

Miscellaneous Classification Studies, since 2016.

Ms. Michelle Katsuyoshi
Human Resources Director
(650) 780-7288
1017 Middlefield Road
Redwood City, CA 94063
[email protected]
Note: Ms. Katsuyoshi was a reference
for K&A when she was at the City of
Morgan Hill. She is now at the City of
Redwood City.

Classification and Compensation Study Proposal
City of Yuba City
2835 Seventh Street, Berkeley, California 94710 | 510.658.5633 | www.KoffAssociates.com 34 CONTRACTUAL CONSIDERATIONS
We will be pleased to sign the City’s professional services agreement for a Classification and Compensation Study. We respectfully request that the City will allow for a period of negotiation of certain terms in the professional services contract related to liability, indemnity, insurance, and other terms. We have found that we have always come to an agreement with all of our clients in the past and appreciate the City’s flexibility in reviewing certain terms in a collaborative fashion between our legal counsels.

The following are terms we would like to review with the City if we are fortunate to be selected for this project:
• Product Ownership (PDF Page 12) and Section 7 (PDF Page 16) - Gallagher will retain sole and exclusive ownership of all right, title and interest in and to its intellectual property and derivatives thereof which no data or confidential information of City was used to create and which was developed entirely using Gallagher’s own resources. To the extent Gallagher’s intellectual property is necessary for City to use the services provided, Gallagher will grant to City a non-exclusive, royalty-free license to Gallagher’s intellectual property solely for City’s use of such services. • Section 8(c) (PDF Page 17) - Gallagher can only allow an audit during the agreement. • Section 14 (PDF Page 19) – We request indemnification be limited to grossly negligent acts and omissions, breaches of the contract, intentional misconduct, or violations of law. • Section 14 (PDF Page 19) – We requeset a limitation of liability of fees paid be added to the indemnification provision.

It is our practice to provide the coverage below in lieu of the City contract insurance language. We therefore propose to replace the insurance language in the RFP’s sample agreement with coverage language provided by Gallagher as follows (we attach our Memorandum of Insurance for your review as well):

Exhibit B (PDF Pages 23-24) - Gallagher shall at all times during the term of this Agreement and for a period of two (2) years thereafter, obtain and maintain in force the following minimum insurance coverages and limits at its own expense:
o Commercial General Liability (CGL) insurance on an ISO form number CG 00 01 (or equivalent) covering claims for bodily injury, death, personal injury, or property damage occurring or arising out of the performance of this Agreement, including coverage for premises, products, and completed operations, on an occurrence basis, with limits no less than $2,000,000 per occurrence; o Workers Compensation insurance with statutory limits, as required by the state in which the work takes place, and Employer’s Liability insurance with limits no less than $1,000,000 per accident for bodily injury or disease. Insurer will be licensed to do business in the state in which the work takes place;
o Automobile Liability insurance on an ISO form number CA 00 01 covering all hired and non-owned automobiles with limit of $1,000,000 per accident for bodily injury and property damage; o Umbrella Liability insurance providing excess coverage over all limits and coverages with a limits no less than $10,000,000 per occurrence or in the aggregate;

Classification and Compensation Study Proposal
City of Yuba City
2835 Seventh Street, Berkeley, California 94710 | 510.658.5633 | www.KoffAssociates.com 35 o Errors & Omissions Liability insurance, including extended reporting conditions of two (2) years with limits of no less than $5,000,000 per claim, or $10,000,000 in the aggregate; o Cyber Liability, Technology Errors & Omissions, and Network Security & Privacy Liability insurance, including extended reporting conditions of two (2) years with limits no less than $2,000,000 per claim and in the aggregate, inclusive of defense cost; and
o Crime insurance covering third-party crime and employee dishonesty with limits of no less than $1,000,000 per claim and in the aggregate.
o All commercial insurance policies shall be written with insurers that have a minimum AM Best rating of no less than A-VI, and licensed to do business in the state of operation. Any cancelled or nonrenewed policy will be replaced with no coverage gap, and a Certificate of Insurance evidencing the coverages set forth in this section shall be provided to Client upon request.

This Memorandum of Insurance serves solely to list insurance policies, limits and dates of coverage. Any modifications hereto are not authorized by Gallagher or the Insurance Companies.

ARTHUR J. GALLAGHER & CO.

MEMORANDUM OF INSURANCE
This Memorandum of Insurance (“ Memorandum”) is produced as a matter of information only to authorized viewers for their internal use only and confers no rights upon any viewer of the Memorandum. This Memorandum does not amend, extend or alter the coverage described below. Copyright 2005, Arthur J. Gallagher Risk Management Services, Inc. (“ Gallagher”). Gallagher grants permission to you to view, copy, print and distribute the informati on found on the Memorandum website (“ Site”) provided that the above copyright notice appears on all copies, that use is internal to you or for personal noncommercial informational purposes only, and that no modification is made to any materials. Any modification, use, reproduction or distribution of this Memorandum, the Site or its contents must be first approved by Gallagher in writing. You will not suffer or permit any unauthorized use of any Gallagher trademark, service mark or logo. This Memorandum, the Site and its contents, including but not limited to text, graphics, images, software, copyrights, trademarks, service marks, logos, and brand names (“ Content”), are protected under both United States and foreign laws, and Gallagher or its affiliated entities retain all right, title and interest in and to the Content, all copies thereof, and all copyrights and other proprietary rights therein. The information contained herein is as the date referred to above. Gallagher shall be under no obligation to update such information.

DATE: 9/30/2021
INSURED:

Arthur J. Gallagher & Co. and its subsidiaries
2850 West Golf Road
Rolling Meadow s, IL 60008
Insurance Companies
A: ARCH INSURANCE COMPA NY
B: ACE PROPERT AND CASUALTY INSURA NCE COMPA NY
C: LIBERTY MUTUAL FIRE INS. COMPANY
D: FEDERAL INSURA NCE COMPANY
E: LEXINGTON INS. COMPANY
F: XL SPECIALTY INS. COMPANY
G. UNDERWRITERS AT LLOYDS
H. ILLNOIS NATIONAL INSURA NCE COMPA NY
The policies of insurance listed below have been issued to the “INSURED” named above for the policy period indicated. Notwith standing any requirement, term or condition of any contract or other document with respect to which this Memorandum may be issued or may pertain, the insurance afforded by the policies described herein is subject to all the terms, exclusions and conditions of such policies. Limits sho wn may have been reduced by paid claims.

CO.

LTR.

TYPE OF

INSURANCE
POLICY
NUMBER
POLICY

EFFECTIV E
POLICY

EXPIRATION
LIMITS
(In USD unless otherwise indicated)
A Commercial General
Liability
Occurrence
Per location
Aggregate
41GPP4938414 10/01/21 10/01/22 General Aggregate 4,000,000 Products - Comp/Op Agg 4,000,000
Personal and ADV Injury 2,000,000
Each Occurrence 2,000,000
Damage to Rented Premises
(Each occurrence)
1,000,000
A Automobile Liability
Any Auto
41CAB4939014
41CAB4938314
10/01/21 10/01/22 Combined Single Limit 5,000,000
Bodily Injury (per person)
Bodily Injury (per accident)
B Excess/Umbrella Liability
Retention: $10,000
XOO G46820149 004 10/01/2021 10/01/22 Each Occurrence 25,000,000 Aggregate 25,000,000
A Workers Compensation
and Employers Liability
41WCI4938114
44WCI0501914
10/01/21 10/01/22 Workers Comp Limits Statutory
EL Each Accident 1,000,000
EL Disease - Each Employee 1,000,000
EL Disease – Policy Limit 1,000,000
C Property US00112916PR21A 10/01/21 10/01/22 Blanket Bldg. & PP 10,000,000 D Crime/Fidelity Bond
(Employee Dishonesty)
81326283 09/01/21 09/29/22 Single Loss Limit 15,000,000 E Errors & Omissions
(Primary Policy)
06030323 09/29/21 10/01/22 Per Claim and Aggregate 12,000,000 F Errors & Omissions
(Excess Policy)
ELU163265-21 09/29/21 10/1/22 Per Claim and Aggregate 10,000,000 G Errors & Omissions
(Excess Policy)
B1262F10121921 09/29/21 10/1/22 Per Claim and Aggregate 13,000,000 H Cyber Liability 026062402 10/31/19 05/01/2021 Limit of Liability 10,000,000 Description of Operations / Other Information: See ADDITIONAL INFORMATION on the following page.

This Memorandum of Insurance serves solely to list insurance policies, limits and dates of coverage. Any modifications hereto are not authorized by Gallagher or the Insurance Companies.

ARTHUR J. GALLAGHER & CO.

MEMORANDUM OF INSURANCE

ADDITIO NAL INFO RMATIO N
As respects GENERAL LIABILITY POLICY
ADDITIONAL INSURED – MANAGERS OR LESSORS OF PREMISES *
Endorsement Form # CG 20 11 04 13 modifies insurance provided under the following:

COMMERCIAL GENERAL LIABILITY COVERAGE PART

SCHEDULE

1. Designation of Premises (Part Leased to You): ANY PREMISES OR PART THEREOF LEASED TO YOU.

2. Name of Person or Organization (Additional Insured): ANY AND ALL PERSONS OR ORGANIZATIONS

CONTRACTUALLY REQUIRING ADDITIONAL INSURED STATUS AS THE MANAGER OR LESSOR OF PREMISES TO YOU.

3. Additional Premium: INCLUDED
(If no entry appears above, the information required to complete this endorsement will be shown in the Declarations as applicable to this endorsement.)
WHO IS AN INSURED (Section II) is amended to include as an insured the person or organization shown in the Schedule but only with respect to liability arising out of the ownership, maintenance or use of that part of the premises leased to you and shown in the Schedule and subject to the following additional exclusions:

This insurance does not apply to:

1. Any "occurrence" which takes place after you cease to be a tenant in that premises.

2. Structural alterations, new construction or demolition operations performed by or on behalf of the person or organization shown in the Schedule.

WAIVER OF TRANSFER OF RIGHTS OF RECOVERY AGAINST OTHERS TO US We waive any right of recovery we may have against the person or organization where required by written contract because of payments we make for injury or damage arising out of your ongoing operations or "your work" done under a contract with that person or organization and included in the "products-completed operations hazard". This waiver applies only where required by written contract.

As respects PROPERTY
This policy insures against “All Risks” of physical loss or damage, except as excluded, to covered property while on Described Premises, provided such physical loss or damage occurs duringthe term of this policy. Coverage is subject to policy deductibles, terms, conditions and exclusions.Loss Payable clause included for whom Insured has agreed to per written contract.

This Memorandum of Insurance serves solely to list insurance policies, limits and dates of coverage. Any modifications hereto are not authorized by Gallagher or the Insurance Companies. *All other Additional Insureds requests requires Legal approval and issuance of a Certificate of Insurance. *For special requests, such as a WET SIGNATURE, please contact the appropriate team: P&C – Doreen Morris or Therese Scamardo; E&O –Helen Ponce de Leon or Ryan Sheekley; Cyber – Jeremy Gillespie or Ariel Magrini.

Classification and Compensation Study Proposal
City of Yuba City
2835 Seventh Street, Berkeley, California 94710 | 510.658.5633 | www.KoffAssociates.com Signature Page
Koff & Associates intends to adhere to all the provisions described in RFP above.

This proposal is valid for 90 days.

Respectfully submitted,
By: KOFF & ASSOCIATES
State of California

Georg S. Krammer May 25, 2022
Managing Director, Compensation and Rewards Consulting

Agenda Item 6

CITY OF YUBA CITY

STAFF REPORT
Date: June 21, 2022
To: Honorable Mayor & Members of the City Council
From: Human Resources Department
Presentation By: Natalie Springer, Human Resources Director Summary
Subject: Yuba City Fire Management Wage Reopener Side Letter Recommendation: A. Adopt a Resolution approving a wage reopener side letter with Yuba City Fire Management
B. Approve a supplemental appropriation to 2310-61210 in the amount of $92,300
C. Approve a supplemental appropriation to 2310-61430 in the amount of $36,500
D. Authorize the Finance Director to transfer funds from unallocated General Fund 301 in the amount of $128,800
Fiscal Impact: An increase in cost of $128,800 for FY 22/23.

Purpose:

To approve the Yuba City Fire Management wage reopener side letter for cost of living salary increases, equity adjustment, benchmark the Fire Marshall to Fire Battalion Chief and new language for a May 2023 wage reopener.

Council’s Strategic Goal:

This side letter addresses the City Council’s Strategic Goal of public safety.

Background:

Fire Management’s Memorandum of Understanding (MOU) term is July 3, 2021 through June 30, 2024.

The MOU includes a wage reopener that agreed to discuss the City’s financial position no later than the end of April 2022. Fire Management and the City negotiations team met to discuss the wage reopener and have come to an agreement on a side letter that addresses salary increases, equity adjustment, Fire Marshall benchmark to Fire Battalion Chief, and includes a wage reopener for May 2023.

Analysis:

Fire Management has agreed to a wage reopener side letter that:

1. Includes an 8% cost of living increase effective the first full pay period in July 2022;

2. Includes an 8.5% equity adjustment for Fire Battalion Chief the first full pay period in July 2022;

3. Includes the benchmarking of the Fire Marshal to the Fire Battalion Chief effective the first full pay period in July 2022;

4. For a wage reopener to discuss the City’s financial position no later than the end of May 2023 on the issue of wage to determine if an agreement can be reached on wage increases only with any changes to be effective the first full pay period in July 2023, unless agreed otherwise. If the parties cannot agree on a wage increase during a reopener, there shall be no salary adjustment for that year.

Fiscal Impact:

An increase in cost of $128,800 for FY 22/23.

Alternatives:

Do not approve the Fire Management side letter and provide staff direction.

Recommendation:

A. Adopt a Resolution approving a wage reopener side letter with Yuba City Fire Management B. Approve a supplemental appropriation to 2310-61210 in the amount of $92,300 C. Approve a supplemental appropriation to 2310-61430 in the amount of $36,500 D. Authorize the Finance Director to transfer funds from unallocated General Fund 301 in the amount of 128,800
Attachments:

1. Cost Impact of Fire Management Side Letter Terms

2. Resolution

3. Fire Management Side Letter

4. Fire Management Salary Schedule
Prepared By: Submitted By:

Natalie Springer
Human Resources Director
Diana Langley
City Manager

ATTACHMENT 1

On-going One-time Total
FY 2022-23
Salary increase - 8.0% COLA $ 128,800 128,800
Plus equity adjustments per the MOU to market & benchmarking Total Cost $ 128,800 $ - $ 128,800
General Fund $ 128,800 $ 128,800
Water $ - $ -
Wastewater $ - $ -
SASA $ - $ -
VMF $ - $ -
City of Yuba City
Fire Mangement - June 21, 2022 Staff Report

ATTACHMENT 2

RESOLUTION NO. _____

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF YUBA CITY

APPROVING THE YUBA CITY FIRE MANAGEMENT SIDE LETTER
JULY 3, 2021 – JUNE 30, 2024 REGARDING WAGE REOPENER
WHEREAS, the City recognizes the Yuba City Fire Management (Fire Management) commitment to the City and its citizens while providing outstanding and dedicated service to all; WHEREAS, the Fire Management’s side letter has a wage reopener article; WHEREAS, in response to the wage reopener, City staff and Fire Management have negotiated a Side Letter for a cost of living salary increases, equity adjustment, benchmark the Fire Marshall to Fire Battalion Chief and new language for a May 2023 wage reopener.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Yuba City as follows:

Approve the attached Fire Management Side Letter:

1. Includes an 8% cost of living increase effective the first full pay period in July 2022;

2. Includes an 8.5% equity adjustment for Fire Battalion Chief the first full pay period in July 2022;

3. Includes the benchmarking of the Fire Marshal to the Fire Battalion Chief effective the first full pay period in July 2022;

4. For a wage reopener to discuss the City’s financial position no later than the end of May 2023 on the issue of wage to determine if an agreement can be reached on wage increases only with any changes to be effective the first full pay period in July 2023, unless agreed otherwise. If the parties cannot agree on a wage increase during a reopener, there shall be no salary adjustment for that year.

Authorize staff to make any necessary clarifying language changes as long as the changes do not modify the Side Letter’s substantive terms or past practice.

The Director of Finance is hereby authorized to make the necessary budget adjustments to implement the provisions of this resolution.

The foregoing Resolution of the City Council of the City of Yuba City was duly introduced, passed and adopted at a regular meeting thereof held on the 21st day of June 2022.

AYES:

NOES:

ABSENT:
________________________
Dave Shaw, Mayor
ATTEST:

_______________________
Ciara Wakefield, Deputy City Clerk
Approved as to form:
____________________
Stacey Sheston
BB&K, Special Counsel

ATTACHMENT 3

ATTACHMENT 4

6/9/20225:22 PM
Fire Management
Bargaining
JCN CLASSIFICATION Group 1 2 3 4 5
6055** FIRE BATTALION CHIEF FM 9,870 10,364 10,882 11,426 11,997 Monthly

40.67 42.71 44.84 47.09 49.44 Hourly
6066 FIRE MARSHAL FM 9870 10364 10,882 11,426 11,997 Monthly

56.94 59.79 62.78 65.92 69.21 Hourly
FIRE DEPARTMENT CLASSIFICATIONS CALCULATED ON A 40 HOUR WORK WEEK:

Bargaining
JCN CLASSIFICATION Group 1 2 3 4 5
6140 FIRE BATTALION CHIEF FM 9,870 10,364 10,882 11,426 11,997

56.94 59.79 62.78 65.92 69.21
** Indicates classifications whose hourly rates are computed on the basis of an average 56 hour duty week.

EMPLOYEE BARGAINING GROUPS
CON - Confidential FLM - 1st Level Manager
PUE, Local #1 - General Employees PD - Police Department DH - Department Head FIRE - Fire Department
MM - Middle Manager PSMM - Police Sworn Mid Manager
FM - Fire Management PS - Police Sergeant

SALARY STEPS

CITY OF YUBA CITY

SALARY SCHEDULE AND GENERAL COMPENSATION PLAN
EFFECTIVE JUNE 21, 2022

SALARY STEPS
Salary Schedule - FM Agrmnt 6-21-22

Agenda Item 7

CITY OF YUBA CITY

STAFF REPORT
Date: June 21, 2022
To: Honorable Mayor & Members of the City Council
From: Human Resources Department
Presentation By: Natalie Springer, Human Resources Director Summary
Subject: Yuba City Police Wage Reopener Side Letters
Recommendation: A. Adopt a Resolution approving a wage reopener side letter with Yuba City Police Officers’ Association (POA), POA-Police Sergeants, and Police Sworn Mid-Managers
B. Approve a supplemental appropriation to 2310-61210 in the amount of $886,100
C. Authorize the Finance Director to transfer funds from unallocated General Fund 301 in the amount of $886,100
Fiscal Impact: An increase in cost of $886,100 for FY 22/23.

Purpose:

To approve the Yuba City Police Officers’ Association (POA), POA-Police Sergeants, and Police Sworn Mid-Managers (PSMM) wage reopener side letters for cost of living salary increases. The PSMM wage reopener side letter also includes equity adjustments and benchmarking of the Assistant Police Chief 5% above the top step of the Police Commander.

Council’s Strategic Goal:

This side letter addresses the City Council’s Strategic Goal of public safety.

Background:

All three Police Memorandum of Understanding’s (MOU) terms are July 1, 2021 through June 30, 2023.

The Police bargaining units and the City negotiations team met to discuss the wage reopener and have come to an agreement on a side letter that addresses cost of living salary increases. Additionally, the PSMM wage reopener includes equity adjustments and benchmarking of the Assistant Police Chief 5% above the top step of the Police Commander.

Analysis:

POA has agreed to a wage reopener side letter that:

1. Includes an 8% cost of living increase effective the first full pay period in July 2022.

POA-Police Sergeants has agreed to a wage reopener side letter that:

1. Includes an 8% cost of living increase effective the first full pay period in July 2022.

PSMM has agreed to a wage reopener side letter that:

1. Includes an 8% cost of living increase effective the first full pay period in July 2022.

2. Includes equity adjustments for identified classifications effective July 2, 2022; Classification Equity Adjustment
Police Commander 6.50%
Police Lieutenant 5.25%
Equity increases are cumulative with the cost of living increase and not compounded.

3. Includes benchmarking the Assistant Police Chief 5% above the top step of the Police Commander.

Fiscal Impact:

An increase in cost of $886,100 for FY 22/23.

Alternatives:

Do not approve the Police side letters and provide staff direction.

Recommendation:

A. Adopt a Resolution approving a wage reopener side letter with Yuba City Police Officers Association (POA), POA-Police Sergeants, and Police Sworn Mid-Managers B. Approve a supplemental appropriation to 2310-61210 in the amount of $886,100 C. Authorize the Finance Director to transfer funds from unallocated General Fund 301 in the amount of $886,100
Attachments:

1. Cost Impact of Police Side Letter Terms

2. Resolution

3. POA Side Letter

4. POA-Police Sergeants Side Letter

5. PSSM Side Letter

6. Police Salary Schedule
Prepared By: Submitted By:

Natalie Springer
Human Resources Director
Diana Langley
City Manager

ATTACHMENT 1

On-going One-time Total
FY 2022-23
Salary increase - 8.0% COLA $ 636,700 636,700
Total Cost $ 636,700 $ - $ 636,700
General Fund $ 636,700 $ 636,700
Water $ - $ -
Wastewater $ - $ -
SASA $ - $ -
VMF $ - $ -
City of Yuba City
Police Officers Association - June 21, 2022 Staff Report

On-going One-time Total
FY 2022-23
Salary increase - 8.0% COLA $ 135,700 135,700
Equity adjustments per the MOU to market
Total Cost $ 135,700 $ - $ 135,700
General Fund $ 135,700 $ 135,700
Water $ - $ -
Wastewater $ - $ -
SASA $ - $ -
VMF $ - $ -
City of Yuba City
Police Sworn Mid Managers - June 21, 2022 Staff Report

On-going One-time Total
FY 2022-23
Salary increase - 8.0% COLA $ 113,700 113,700
Total Cost $ 113,700 $ - $ 113,700
General Fund $ 113,700 $ 113,700
Water $ - $ -
Wastewater $ - $ -
SASA $ - $ -
VMF $ - $ -
City of Yuba City
Police Sergeants - June 21, 2022 Staff Report

ATTACHMENT 2

RESOLUTION NO. _____

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF YUBA CITY APPROVING THE YUBA CITY POLICE OFFICERS’ ASSOCIATION, POLICE OFFICERS ASSOCIATION-POLICE SERGEANTS, POLICE SWORN MIDMANAGER SIDE LETTERS JULY 1, 2021 – JUNE 30, 2023 REGARDING WAGE REOPENER
WHEREAS, the City recognizes the Yuba City Police Officers’ Association, Police Officers’ Association-Police Sergeants, and Police Sworn Mid-Managers commitment to the City and its citizens while providing outstanding and dedicated service to all; WHEREAS, the Police bargaining units’ side letters have a wage reopener article; WHEREAS, in response to the wage reopener, City staff and the Police bargaining units have negotiated a Side Letters for a cost of living increase. Police Sworn Mid-Managers have negotiated equity adjustments and benchmarking of the Assistant Police Chief 5% above the top step of the Police Commander.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Yuba City as follows:

SECTION I
Approve the attached POA Side Letter that:

1. Includes an 8% cost of living increase effective the first full pay period in July 2022.

SECTION II
Approve the attached POA-Police Sergeants Side Letter that:

1. Includes an 8% cost of living increase effective the first full pay period in July 2022.

SECTION III
Approve the attached Police Sworn Mid-Manager Side Letter that:

1. Includes an 8% cost of living increase effective the first full pay period in July 2022.

2. Includes equity adjustments for identified classifications effective July 2, 2022; Classification Equity Adjustment
Police Commander 6.50%
Police Lieutenant 5.25%
Equity increases are cumulative with the cost of living increase and not compounded.

3. Includes benchmarking the Assistant Police Chief 5% above the top step of the Police Commander.

SECTION IV
Authorize staff to make any necessary clarifying language changes as long as the changes do not modify the Side Letter’s substantive terms or past practice.

The Director of Finance is hereby authorized to make the necessary budget adjustments to implement the provisions of this resolution.

The foregoing Resolution of the City Council of the City of Yuba City was duly introduced, passed and adopted at a regular meeting thereof held on the 21st day of June 2022.

AYES:

NOES:

ABSENT:
________________________
Dave Shaw, Mayor
ATTEST:
_______________________
Ciara Wakefield, Deputy City Clerk
Approved as to form:
____________________
Stacey Sheston
BB&K, Special Counsel

ATTACHMENT 3

ATTACHMENT 4

ATTACHMENT 5

ATTACHMENT 6

6/9/20225:01 PM
Police Officers Association
Bargaining
JCN CLASSIFICATION Group 1 2 3 4 5 6
2005 ADMINISTRATIVE ASSISTANT PD 4,487 4,711 4,947 5,194 5,454 Monthly

25.89 27.18 28.54 29.97 31.47 Hourly
2040 COMMUNITY POLICING COORDINATOR PD 4,425 4,646 4,878 5,122 5,378 Monthly

25.53 26.80 28.14 29.55 31.03 Hourly
2130 COMMUNITY SERVICE OFFICER PD 4,367 4,585 4,814 5,055 5,308 Monthly

25.19 26.45 27.77 29.16 30.62 Hourly
2125 COMMUNITY SERVICE OFFICER - LEAD PD 4,928 5,174 5,433 5,705 5,990 Monthly

28.43 29.85 31.34 32.91 34.56 Hourly
2150 FIELD SERVICE TECHNICIAN PD 4,425 4,646 4,878 5,122 5,378 Monthly

25.53 26.80 28.14 29.55 31.03 Hourly
2200 POLICE OFFICER PD 5,848 6,140 6,447 6,769 7,107 7,462 Monthly

33.74 35.42 37.19 39.05 41.00 43.05 Hourly
2120 POLICE RECORDS CLERK PD 3,702 3,887 4,081 4,285 4,499 Monthly

21.36 22.43 23.54 24.72 25.96 Hourly
2160 POLICE RECORDS CLERK - LEAD PD 4,105 4,310 4,526 4,752 4,989 Monthly

23.68 24.87 26.11 27.42 28.78 Hourly
2190 POLICE RECRUIT PD 5,087 5,341 5,608 - - Monthly

29.35 30.81 32.36 - - Hourly
2110 PUBLIC SAFETY DISPATCHER I PD 4,120 4,326 - - - Monthly

23.77 24.96 - - - Hourly
2140 PUBLIC SAFETY DISPATCHER II PD 4,849 5,091 5,346 5,613 5,894 Monthly

27.98 29.37 30.84 32.38 34.00 Hourly
2180 PUBLIC SAFETY DISPATCHER III PD - - - 6,169 6,477 Monthly - - - 35.59 37.37 Hourly
2170 POLICE SERVICES ANALYST PD 5,038 5,290 5,555 5,833 6,124 Monthly

29.07 30.52 32.05 33.65 35.33 Hourly

CITY OF YUBA CITY

SALARY SCHEDULE AND GENERAL COMPENSATION PLAN
EFFECTIVE JUNE 21, 2022

SALARY STEPS
Salary Schedule - POA Costing 5-27-22

6/9/20225:01 PM
Pensionable Compensation for New Members (PEPRA)
Assignment of an employee in the Police Officer classification to the Investigation Division and/or Net Unit shall include a seven and one half (7.5) percent compensation above the appropriate Police Officer salary step for the period of the temporary assignment and shall be designated as follows:

Additional (or Other) Pensionable Compensation for New Members (PEPRA) Police Officers designated as Field Training Officers by the Police Chief shall receive five (5) percent additional compensation (calculated from their base hourly wage) while so assigned to the Departments Training Program.

Additional (or Other) Pensionable Compensation for New Members (PEPRA) MOU Article 2.5 - Education Incentive -
Education Incentive pay for sworn personnel shall be base pay cumulative but not compounded.

The cap for employees with an Advanced POST certificate shall be 10%.

Sworn Personnel shall receive education incentive as follows:

AA or AS degree 2.50%
BA or BS degree 7.50%
POST Intermediate Certificate 2.50%
POST Advance Certificate 7.50%
ALL non-sworn POA personnel shall receive education incentive pay as follows:

AA or AS degree 2.50%
BA or BS degree 5.00%
Dispatcher I/II/III only will also receive education incentive pay as follows:

POST Public Safety Dispatch Intermediate 2.50%
POST Public Safety Dispatch Advance 2.50%
Education Incentive pay for non-sworn personnel shall be base pay cumulative but not compounded and shall have a 7.5% cap for all classifications.

MOU Article TBD - Longevity Pay
Longevity Pay for all POA personnel shall be base pay cumulative but not compounded.

Longevity Pay shall be received as follows based on time in service at the City of Yuba City:

Upon completion of 10 years of service 2.50%
Upon completion of 15 years of service 5.00%
Upon completion of 20 years of service 7.50%
MOU Article 2.6 - Bilingual Pay
Sworn and non-sworn employees who are certified as bilingual will receive a bilingual pay incentive of $100 per month:

MOU Article 2.7 - Holiday Pay
Officers assigned to regular patrol shifts and public safety dispatchers shall receive straight time pay for 7.33 hours per month, paid and computed on a bi-weekly basis in lieu of time off.

MOU Article 2.9 - Field Training Officer
Community Service Officers and Dispatcher II employees designated as Field Training Officers shall receive five percent (5%) additional compensation (calculated from their base hourly wage) on an hour per hour basis.

MOU Article 2.13 - Canine Unit
Employees assigned as canine handlers will be compensated at the hourly rate of legal minimum wage for up to seven (7) hours per week that the officer is so assigned.

MOU Article 2.4 - Traffic Division (effective September 28, 2019) Employees assigned to the Traffic Division shall receive five percent (5%) hazard pay (calculated from their base hourly wage) on an hour per hour basis.

Salary Schedule - POA Costing 5-27-22

6/9/20225:01 PM

EMPLOYEE BARGAINING GROUPS
CON - Confidential FLM - 1st Level Manager
PUE, Local #1 - General Employees PD - Police Department DH - Department Head FIRE - Fire Department
MM - Middle Manager PSMM - Police Sworn Mid Manager
FM - Fire Management PS - Police Sergeant
Salary Schedule - POA Costing 5-27-22

6/9/20225:13 PM
Sworn Police Mid-Managers
JCN CLASSIFICATION Group 1 2 3 4 5
7180* ASSISTANT POLICE CHIEF Sworn MM 12,541 13,168 13,826 14,517 15,242 Monthly

72.35 75.97 79.77 83.75 87.94 Hourly
7150* POLICE COMMANDER Sworn MM 11,943 12,540 13,167 13,825 14,517 Monthly

68.90 72.35 75.96 79.76 83.75 Hourly
7111* POLICE LIEUTENANT Sworn MM 10,638 11,170 11,729 12,315 12,930 Monthly

61.37 64.44 67.67 71.05 74.60 Hourly
Pensionable Compensation for New Members (PEPRA)
MOU Article 1.2 - Bilingual Pay
Police Sworn Mid-Manager employees who are certified as bilingual will receive a bilingual pay incentive of $100 per month:
- - -
MOU Article 1.3 - Education Incentive
Police Sworn Mid-Manager employees awarded a Master's degree or who has successfully completed the FBI National Academy will be eligible to receive an education incentive of 2.5% of base salary.

The maximum education incentive is limited to 2.5% of base salary. * Indicates classifications which are not eligible for overtime compensation and are exempt from the Fair Labor Standards Act (FLSA).

EMPLOYEE BARGAINING GROUPS
CON - Confidential FLM - 1st Level Manager
PUE, Local #1 - General Employees PD - Police Department DH - Department Head FIRE - Fire Department
MM - Middle Manager PSMM - Police Sworn Mid Manager
FM - Fire Management PS - Police Sergeant

CITY OF YUBA CITY

SALARY SCHEDULE AND GENERAL COMPENSATION PLAN
EFFECTIVE JUNE 21, 2022

SALARY STEPS
Salary Schedule - PSMM Costing 5-27-22

6/9/20225:05 PM
Police Sergeants
Bargaining
JCN CLASSIFICATION Group 1 2 3 4 5
6100* POLICE SERGEANT PS 7,354 7,722 8,108 8,513 8,938 Monthly

42.43 44.55 46.78 49.11 51.57 Hourly
Pensionable Compensation for New Members (PEPRA)
MOU Article 3.4 - Longevity Pay (Cumulative but not compounded) Upon completion of service with the City of Yuba City:
5 years 1.25%
10 years 2.50%
15 years 5.00%
20 years 7.50%
MOU Article 3.5 - Education Incentive
Police Sergeants shall receive an educational incentive of 2.5% for either an AA degree or POST Intermediate Certificate; a 5% educational incentive for a Bachelor's degree or a POST Advanced Certificate and an additional 5.2% for possession of a POST Supervisory Certificate.

Education Incentive pay shall be base pay cumulative but not compounded and shall have a 12.7% cap.

MOU Article 3.6 - Bilingual Pay
Police Sergeants who are certified as bilingual will receive a bilingual pay incentive of $100 per month:

MOU Article 3.7 - Holiday Pay
Police Sergeants assigned to regular patrol shifts shall receive straight time pay for 7.33 hours per month, paid and computed on a bi-weekly basis in lieu of time off.

MOU Article 3.14 & 3.15 - FTO Pay and Traffic Division
Employees assigned to Field Training Officer, and/or the Traffic Division shall receive 5% of incentive pay (calculated from base hourly wage).

MOU Article 3.13 - Detective and Net-5 (increase from 5% to 7.5% effective 9/28/19) Employees assigned to Investigation and/or Net-5
shall receive 7.5% of incentive pay (calculated from base hourly wage).

EMPLOYEE BARGAINING GROUPS
CON - Confidential FLM - 1st Level Manager
PUE, Local #1 - General Employees PD - Police Department DH - Department Head FIRE - Fire Department
MM - Middle Manager PSMM - Police Sworn Mid Manager
FM - Fire Management PS - Police Sergeant

CITY OF YUBA CITY

SALARY SCHEDULE AND GENERAL COMPENSATION PLAN
EFFECTIVE JUNE 21, 2022

SALARY STEPS
Salary Schedule - PS Costing 5-27-22

Agenda Item 8

CITY OF YUBA CITY

STAFF REPORT
Date: June 21, 2022
To: Honorable Mayor & Members of the City Council
From: City Attorney
Presentation By: Shannon Chaffin, City Attorney
Summary
Subject: Mayor/Vice-Mayor Rotation Policy
Recommendation: Adopt an Ordinance of the City Council of the City of Yuba City, California, Amending Section 2-1.01(g) of Chapter 1 of Title 2 of the Yuba City Municipal Code (Mayor/Mayor Pro-Tem Rotation) by title only and waive the second reading
Fiscal Impact: TBD
Purpose:

To update the Council’s process of selecting the Mayor/Vice Mayor positions given the recent change to election of Councilmembers by District.

Background:

Members of the current City Council were elected at-large based on a city-wide vote. Recently, the City converted to a district-based system of elections, where the City is divided into Districts. Candidates may only run for the seat representing the District in which they are registered to vote, and voters may only vote for a candidate from their division.

The conversion to a District-based system of elections can affect the current practice of selecting the Mayor and Vice Mayor as the order of finish between Districts potentially inhibits an “apples to apples” comparison of the order of finish as compared to a city-wide vote. Currently, the Mayor and Vice Mayor are elected by a majority vote of a quorum of the City Council for one-year terms. The position of Mayor has traditionally followed a sequence based on (a) election date and (b) order of finish within each city-wide election. The Vice-Mayor is also selected based on the same criteria, and traditionally becomes the new Mayor at the end of the former Mayor’s term. However, none of the Districts are the same exact size, which can create challenges in determining the order of finish under the traditional method.

To address this issue, on June 7, 2022, the City Council adopted a resolution with updated policies, and introduced the proposed ordinance to allow for implementation of those policies. The ordinance is now before the Council for final adoption.

Analysis:

The proposed ordinance helps implement the policies adopted by the City Council for a system of selection of the Mayor and Vice-Mayor based on a rotating basis, as well as a process to address the transition to “by-District” elections. The modifications proposed by the Ordinance allow for more complete implementation of the Council's rotation policy including those related to unusual circumstances such as mid-year vacancies in office, etc.

Alternatives:

1. Modify the proposed ordinance through re-introduction (first reading).

2. Decline to adopt the ordinance at this time.

Attachments:

1. Ordinance Updating Mayor and Vice Mayor Rotation Policy Prepared By: Submitted By:

Shannon Chaffin
City Attorney
Shannon Chaffin
City Attorney

01248.0001/794724.1
ORDINANCE _____

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF
YUBA CITY, CALIFORNIA, AMENDING SECTION 2-1.01(G) OF
CHAPTER 1 OF TITLE 2 OF THE YUBA CITY MUNICIPAL CODE
(MAYOR/MAYOR PRO-TEM ROTATION)
WHEREAS, the members of the City Council of the City of Yuba City (City) are currently elected at-large, whereby all members are elected by all of the voters of the City; and WHEREAS, in order to further the purposes of the California Voting Rights Act of 2001, the City Council adopted an ordinance providing that the members of the City Council shall be elected bydistrict in five districts beginning at the November 8, 2022 general municipal election; and WHEREAS, the City Council desires to update its policy for selection of the Mayor and ViceMayor to account for the transition to district-based elections, and to update the Municipal Code to provide clarification and consistency regarding the same.

NOW, THEREFORE, the City Council of the City of Yuba City does ordain as follows:

SECTION 1. The above recitals are true and correct and are incorporated herein by this reference.

SECTION 2. Section 2-1.01(g) of Chapter 1 of Title 2 of the Yuba City Municipal Code is amended to read in its entirety as follows:
(g) Chair. The Mayor shall preside over all Council meetings. In his, her the Mayor’s absence, the Mayor Pro Tempore shall serve as presiding officer. The Council shall choose one of its members to serve as Mayor and one of its members to serve as Vice-Mayor. The Mayor and Vice-Mayor shall be selected and seated in the manner following:

In an election year in which Council members are elected, the Mayor and ViceMayor shall be selected and seated at such time as the election results for Council members so elected have been canvassed and certified to the Council and those results so declared by the Council. Absent unusual circumstances as determined by the City Council, Tthe Mayor and Mayor Pro Tempore so selected and seated at that time shall hold their respective offices until the first regular City Council meeting following the first Tuesday of the month in the year following the year in which they were selected and seated. The Mayor shall preserve strict order and decorum at all regular and special meetings of the Council. The Mayor shall state every question coming before the Council, announce the decision of the Council on all subjects and decide all questions of order subject, however, to an appeal to the Council in which event a majority vote of the Council shall govern and conclusively determine such question of order. The Mayor shall vote on all questions, his or herthe Mayor’s name being called last.

01248.0001/794724.1
SECTION 3. If any section, subsection, subdivision, sentence, clause, phrase, or portion of this Ordinance is, for any reason, held to be invalid or unconstitutional by the decision of any court of competent jurisdiction, such decision shall not affect the validity of the remaining portions of this Ordinance. The City Council hereby declares that it would have adopted this Ordinance and each section, subsection, subdivision, sentence, clause, phrase, or portion thereof, irrespective of the fact that any one or more section, subsection, subdivision, sentence, clause, phrase, or portion thereof be declared invalid or unconstitutional.

SECTION 4. This ordinance shall take effect 30 days after its adoption. The City Clerk, or duly appointed deputy, shall attest to the adoption of this Ordinance and shall cause this Ordinance to be posted in the manner required by law.

Introduced and read at a regular meeting of the City Council of the City of Yuba City on the 7th day of June, 2022, and passed and adopted at a regular meeting held on the ____th day of June, 2022.

AYES:

NOES:

ABSENT:

ABSTAIN:
__________________________________
Dave Shaw, Mayor
City of Yuba City
ATTEST: APPROVED AS TO FORM:
__________________________ ___________________________
Ciara Wakefield, Deputy City Clerk Shannon Chaffin, City Attorney Aleshire & Wynder, LLP

Agenda Item 9

CITY OF YUBA CITY

STAFF REPORT
Date: June 21, 2022
To: Honorable Mayor & Members of the City Council
From: Finance/IT Department
Presentation By: Spencer Morrison, Finance Director
Summary
Subject: FY 22-23 Citywide Sole Source and Professional Services Purchases Recommendation: Adopt a Resolution pre-authorizing the City Manager or designee to enter into citywide sole source and professional services purchases from July 1, 2022 through June 30, 2023, for specified items based on each purchase recommendation being in the best interest of the City
Fiscal Impact: The listed purchases throughout the fiscal year 2022-2023, which must conform to the currently approved budget and purchasing policies, represent up to an estimated $11,499,000 in existing or planned sole source agreements, professional service agreements and other frequently used vendors.

Purpose:

Approve known future and reoccurring sole source and professional services purchases in the 2022-2023 fiscal year.

Council's Strategic Goal:

This item addresses the City Council's Strategic Goal of fiscal responsibility.

Background:

The purpose of this staff report is to consolidate known future and mostly reoccurring sole source and professional services purchases in the 2022-2023 fiscal year. This approach streamlines purchases during the year and allows City Council to have a broader knowledge of the upcoming sole source and professional services purchases. In 2008, the City Manager sought to improve efficiency by placing all known, professional service and sole source purchases required to go before City Council due to exceeding the City Manager’s $50,000 purchasing authority onto one agenda item that serves to streamline the agendas. To continue to improve the process, a few years later it was suggested that all of the multi-year professional service and sole source purchases be included on the staff report in order to provide the most transparency, even though the current Council, or a previous Council, had awarded the contract on a previous agenda.

The City adopted an updated purchasing policy on February 1, 2022 that went into effect on March 2, 2022. The updated policy now authorizes the City Manager to enter into purchase agreements up to $100,000 without City Council approval. Therefore, vendors appearing in Attachment 2 include those providing support, maintenance, or upgrades for proprietary equipment, those which are annually successful in the three quotes process with enough work for Yuba City to potentially bring them above the $100,000 threshold in a fiscal year, and those which are continuing in a multiple year agreement that totals over $100,000 over the entire contract and may have been competitively selected and awarded by Council already. Additionally, some purchases appear which are subject to the Public Contract Code wherein the threshold is $60,000, but are included for public, City Council, and staff information.

All such contracts and purchasing will continue to follow the Purchasing Policy, as adopted by City Council, sections 9-1 through 10-8. Additionally, formal bid purchases will continue to go through the formal bid process outlined in the City’s Purchasing Policies and Procedures, along with any sole source, professional services, and commodity purchases that are not in this report.

A sole source purchase is appropriate when:
 An integral repair part or accessory compatible with existing equipment is only available from one vendor, or
 A product has a unique design/performance specification or quality requirements essential to department operations, or
 This is only one known manufacturer or is only authorized seller/servicer of the product in the region, or
 Staff has specialized training or expertise with a product and retraining is substantial, or  Upgrading existing software, making emergency purchases, or special situations as they arise, or
 An emergency purchase arises, or
 A public project procurement under the established requirement established by Public Contract Code Section 22032(a), or
 Special situations as they arise.

If there is a change in circumstances such that any sole source, professional services or commodity purchases would not be warranted under the Purchasing Policy, staff will return to the City Council for approval as to another vendor, etc., as appropriate.

Analysis:

With a City Council approval of staff’s recommendation, the departments will still be required to work within their approved budgets for the fiscal year 2022-2023 and comply with the adopted Purchasing Policy when making purchases. The items in Attachment 2 were considered by departments when building their budgets and are expected to not affect budget reduction scenarios.

Fiscal Impact:

The listed purchases throughout the fiscal year 2022-2023, which must conform to the currently approved budget and purchasing policies, represent up to an estimated $11,499,000 in existing or planned sole source agreements, professional service agreements and other frequently used vendors.

Alternatives:

Direct staff to formally bid some or all of the attached sole source purchases and solicit proposals for the professional services agreements.

Recommendation:

Adopt a Resolution pre-authorizing the City Manager or designee to enter into citywide sole source and professional services purchases from July 1, 2022 through June 30, 2023, for specified items based on each purchase recommendation being in the best interest of the City.

Attachments:

1. Citywide Purchases Resolution

2. FY 22-23 City Wide Staff Report List

3. Puchasing Policy Excerpt

4. Public Contract Code 22032
Prepared By: Submitted By:

Kevin Rivera
Accountant I
Diana Langley
City Manager

ATTACHMENT 1

RESOLUTION NO.

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF YUBA CITY

PRE-AUTHORIZING THE CITY MANAGER OR DESIGNEE TO ENTER INTO

CITYWIDE SOLE SOURCE AND PROFESSIONAL SERVICES PURCHASES FROM JULY 1, 2022 THROUGH JUNE 30, 2023

BE IT RESOLVED AND ORDERED BY THE CITY COUNCIL OF THE CITY OF YUBA CITY AS FOLLOWS:

WHEREAS, the City of Yuba City is a public entity established under the laws of the State of California, and
WHEREAS, the City of Yuba City has a City Council adopted Purchasing Policy that provides direction to staff on all professional service and sole source agreements, and WHEREAS, the City Council of the City of Yuba City has the intent to keep the approval of routine and annual purchases through negotiated professional service and sole source agreements with well-vetted and competent vendors efficient while maintaining transparency, and WHEREAS, such a process promotes the efficient use of public resources, and is in the best interests of the City; and
WHEREAS, the City Council desires to authorize the City Manager, or designee, to enter into contracts with the vendors on the attached list, to be updated and brought before City Council annually.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Yuba City as follows:

1. From July 1, 2022 through June 30, 2023, the City Council pre-authorizes the City Manager, or designee, to enter into agreements with vendors, service providers, etc., as identified in Attachment 2, and in the amounts not to exceed those identified therein. The City Manager, or designee, shall otherwise have discretion as to the terms of said agreements, subject to review and approval of the City Attorney as to legal form. The actual selection and award of such contracts and purchasing items will continue to comply the City’s adopted Purchasing Policy as may be amended. If there are circumstances such that an award of any sole source, professional service or commodity purchase to a preauthorized business or person would not otherwise be warranted under the Purchasing Policy, then the award shall not be made to that pre-authorized person or business.

Instead, the City Manager or designee will return to the City Council to obtain approval as to another person or business who would be appropriately awarded the bid or agreement consistent with the Purchasing Policy, unless the City Manager was otherwise authorized to make such an award under the Purchasing Policy or other authority previously granted by the City Council.

2. The City Council finds that the pre-authorization as provided for herein promotes the efficient use of public resources, and is in the best interests of the City.

The foregoing Resolution was duly and regularly introduced, passed, and adopted by the City Council of the City of Yuba City at a regular meeting thereof held on the 21st day of June, 2022.

AYES:

NOES:

ABSENT:

Dave Shaw, Mayor
ATTEST:

Ciara Wakefield, Deputy City Clerk

APPROVED AS TO FORM
COUNCIL FOR YUBA CITY:

Shannon Chaffin, City Attorney
Aleshire & Wynder, LLP

ATTACHMENT 2

Citywide Purchases:

BEST BEST & KRIEGER, LLP of Sacramento, CA
Professional services agreement in the estimated amount of $185,000 for personnel and other matters.

COP SHOP INSTALLATIONS of Yuba City, CA
Sole source purchases in the estimated amount of $150,000 for the purchase and install of emergency vehicle accessories for Police and Fire Department vehicles such as light bars, decals, sirens, scanners, opticoms, etc.

ESTRADA ENGINEERING of Yuba City, CA
Professional services in the estimated amount of $250,000 for design and engineering services. An estimated $100,000 will be used by Public Works for Engineering and CIP projects. The remaining $150,000 will be used by the Yuba City Fire Department for fire station remodeling and construction projects.

LANDSCAPES BY STENTZEL of Live Oak, CA
Professional services agreement in the estimated amount of $225,000 for special projects in the Feather River Parkway and Landscape Maintenance Districts.

LIEBERT, CASSIDY & WHITMORE, INC of Los Angeles, CA
Professional services agreement in the estimated amount of $120,000 for labor relations consulting services.

MUNICIPAL RESOURCE GROUP, LLC of Wilton, CA
Professional services agreement in the estimated amount of $150,000 to replace the current annual [performance appraisal for non-safety departments. Municipal Resource Group will be providing training to employees on a quarterly basis.

SIERRA PACIFIC TURF SUPPLY of Campbell, CA
Sole source in the estimated amount of $225,000 for purchasing fertilizer and pesticides for City facilities and parks throughout the City.

Development Services Purchases:

TRUE POINT SOFTWARE of Loomis, CA
Professional services agreement in the estimated amount of $105,000 for implementation, training and setup for Accela software. True Point is the local Accela certified firm and employs a team with an average of 16 years of experience providing public sector IT services.

OPEN COUNTER of Boston, MA
Professional services agreement in the estimated amount of $105,000 for interactive software implementation for building application processes. The software provides 24/7 step-by-step instructions, specific to the applicants’ projects, that will allow applicants to further understand permit requirements, zoning, municipal codes, etc.

PLACEWORKS of Santa Ana, CA
Professional services agreement in the estimated amount of $350,000 for general plan updates, zoning code updates, and associated environmental work.

Finance/IT Purchases:

SPILLMAN TECHNOLOGIES of Logan, UT
Sole source in the estimated amount of $140,000 for the annual maintenance agreement of the City’s Police CAD/RMS System. This system is a collection of software modules that integrate to form a single system. Spillman is the developer and sole distributor of their software.

CENTRAL SQUARE TECHNOLOGIES of Lake Mary, FL.

Sole source in the estimated amount of $160,000 for the City’s financial system annual maintenance agreement. This system is a collection of software modules that integrate to form a single system. Pentamation is the developer and sole distributor of their software.

GAYNOR TELESYSTEMS, INC. of Redding, CA
Sole source in the estimated amount of $150,000 for parts, installation and support of phone systems at multiple City locations. Gaynor installed and supports several phone systems throughout the City and will be used to expand these phone systems at City Hall, YCPD, Corporation Yard, and Fire Station 4.

LENOVO GLOBAL TECHNOLOGY of Morrisville, NC
Sole source computer purchases in the estimate amount of $442,000 for fiscal year 22-23 at prices not to exceed the California Multiple Award Schedule (CMAS) contract price for Lenovo Global Technology.

SOFTWARE ONE of Waukesha, WI
Sole source in the estimated amount of $130,000 for the City’s Microsoft Enterprise Agreement annual maintenance. This agreement provides software for desktops, servers and applications including Office, email and databases. Software One is the designated reseller in our state by Microsoft and is the only authorized reseller for all organizations in the State of California.

SUTTER BUTTES COMMUNICATION of Yuba City, CA
Sole source in the estimated amount of $120,000 for parts, installation, radio service and warranty for patrol vehicles, fire vehicles, and the communication center. Sutter Buttes has been providing service to the City for many years and is very familiar with the parts and installation that is needed to keep our radio communications working.

MOTOROLA SOLUTIONS, INC of Schaumberg, IL
Sole source in the estimated amount of $130,000 for portable radios and accessories for personnel and vehicles.

AXON of Scottsdale, AZ
Sole source in the estimated amount of $120,000 for the annual maintenance agreement of the Police Department’s in-car and body camera equipment, as well as the cloud storage for video recordings.

Fire Purchases:

ALLSTAR FIRE EQUIPMENT OF HAYWARD, CA
Sole source contract in the estimated amount of $192,000 for Fire Department purchases of Phos-Check Class A and Angus AR-AFFF Class B concentrated firefighting foam, structural firefighting helmets, hose, and Lyon structural firefighter turnouts.

LN CURTIS & SONS of Oakland, CA
Sole source contract in the estimated amount of $200,000 for Fire personal protective equipment, hose and apparatus equipment, and vehicle extrication equipment. LN Cutis & Sons has exclusive contracts with many manufacturers of Fire Equipment used by the Yuba City Fire Department. Standardization of equipment for all fire units is necessary for efficient use in emergencies.

Public Works Purchases:

Professional Services:

ARCSINE ENGINEERING of Redding, CA
Professional services in the estimated amount of $150,000 for support of the electrical, SCADA, and instrumentation systems at the water and wastewater treatment facilities.

BLAIS & ASSOCIATES of Little Elm, TX and Irvine, CA
Grant monitoring and support services in the estimated amount of $200,000 per calendar year.

CALTEST of Napa, CA
Professional services in the estimated amount of $160,000 for contracted laboratory and stormwater testing services.

COASTLAND CIVIL ENGINEERING of Auburn, CA
Professional services in the estimated amount of $200,000 for engineering, design, document preparation and staff support.

CONTROL POINT AUTOMATION of El Dorado Hills, CA
Professional services in the estimated amount of $250,000 to upgrade the WWTF SCADA software platform. The project includes installing new software developing new control strategies, historical charts & trends, PID tuning, I.D. tags, and enable/disable functions.

DU-ALL SAFETY of Fremont, CA
Sole source in the estimated amount of $150,000 for the continued development and implementation of safety programs, employee training, and compliance services.

HERWIT ENGINEERING of Clayton, CA
Professional services in the estimated amount of $300,000 to review and analyze existing anaerobic digester operation and near-term capacity issues identified in the Wastewater Master Plan. Provide recommendation and cost estimate for 3rd anaerobic digester.

HOLMES INTERNATIONAL of Sacramento, CA
Professional services in the estimated amount of $150,000 to support the update of the City’s Sewer System Management Plan and audit.

JACOBS of Sacramento, CA
Professional services in the estimated amount of $200,000 for engineering support of the water and wastewater systems.

LARRY WALKER ASSOCIATES of Davis, CA
Professional services in the estimated amount of $300,000 for consulting services related to the WWTF NPDES permit renewal, storm-water management, and Utilities CIP projects.

MHM, INC. of Marysville, CA
Professional services in the estimated amount of $300,000 for on-call engineering, surveying, and design services on a time-and-materials basis to support miscellaneous Engineering, CIP, water, and wastewater projects.

SOLIS GROUP of Pasadena, CA
Professional services in the estimated amount of $200,000 for grant reporting, reimbursement assistance, and labor compliance.

SOMACH SIMMONS & DUNN of Sacramento, CA
Professional services in the estimated amount of $150,000 for legal services for water rights and supply issues.

TESCO of Sacramento, CA
Professional services in the estimated amount of $175,000 for instrumentation system support, preventative maintenance services, and proprietary materials and parts at the Water Treatment Facility ($50K), Wastewater Treatment Facility ($50K), and Corp Yard ($50K).

TJC AND ASSOCIATES of Sacramento, CA
Professional services in the estimated amount of $200,000 for support of the structural design, electrical, SCADA, and instrumentation systems at the Water and Wastewater Treatment Facilities.

WEST YOST ASSOCIATES of Davis, CA
Professional services in the estimated amount of $300,000 for engineering support services for the water and wastewater systems.

WOODARD & CURRAN of Walnut Creek, CA
Professional services in the estimated amount of $350,000 for engineering support services for the water and wastewater systems.

ZANGERO of Sacramento, CA
Professional services in the estimated amount of $150,000 for water planning and supply consultant services.

On-call Services:

ALL-AMERICAN CONSTRUCTION, INC. of Live Oak, CA
Sole source in the estimated amount of $200,000 for on-call construction services on a time-and-materials basis for public works projects up to $200,000 or less in accordance with Public Contract Code Section 22032(a).

BIG S ASPHALT CO. of Yuba City, CA
Sole source in the estimated amount of $120,000 for on-call construction services on a time-and-materials basis for public works projects up to $60,000 or less in accordance with Public Contract Code Section 22032(a).

COMMERCIAL PUMP & MECHANICAL, INC. of Chico, CA
Sole source in the estimated amount of $225,000 for on-call mechanical and pump repair services on a time-and-materials basis for water and wastewater infrastructure maintenance.

DOS RIOS of Yuba City, CA
Sole source in the estimated amount of $175,000 for construction services to be provided for the Water Treatment Plant.

H & H TRENCHING of Arboga, CA
Sole source in the estimated amount of $120,000 for on-call construction services on a time-and-materials basis for public works projects up to $60,000 or less in accordance with Public Contract Code Section 22032(a).

KINNEY ELECTRIC & POWER TRANSMISSION, INC. of Yuba City, CA Sole source in the estimated amount of $150,000 for on-call services and parts on a timeand-materials basis for the water ($35K) and wastewater systems ($35K).

MICHELS CORPORATION DBA MICHELS PIPELINE CONSTRUCTION of Salem, OR Sole source in the estimated amount of $200,000 for water infiltration, manhole rehabilitation, storm drainage system, and related on-call services for the sewer collection system.

NEWLAND ENTITIES of Marysville, CA
Sole source in the estimated amount of $120,000 for on-call construction services on a time-and-materials basis for public works projects of $60,000 or less in accordance with Public Contract Code Section 22032(a).

NOR-CAL PIPELINE SERVICES of West Sacramento, CA
Sole source in the estimated amount of $120,000 for on-call sewer collection system maintenance and repairs on a time-and-materials basis for public works projects of $60,000 or less in accordance with Public Contract Code Section 22032(a).

NORTH STAR CONSTRUCTION AND ENGINEERING, INC. of Yuba City, CA Sole source in the estimated amount of $200,000 for on-call construction and engineering services on a time-and-materials basis for public works projects of $60,000 or less in accordance with Public Contract Code Section 22032(a).

RICHALL ELECTRIC CO. of Yuba City, CA
Sole source in the estimated amount of $175,000 for on-call electrical services on a timeand-materials basis, including emergency and afterhours work, for all City facilities.

ROBERY FARLEY CONSTRUCTION of Yuba City, CA
Sole source in the estimated amount of $200,000 for on-call construction services on a time-and-materials basis for public works projects up to $200,000 or less in accordance with Public Contract Code Section 22032(a).

TELSTAR INSTRUMENTS of Sacramento, CA
Sole Source in the estimated amount of $150,000 for on-call instrumentation system support, SCADA programming, annual calibration and preventative maintenance.

Sole Source Purchases:

BADGER METER of Santa Rosa, CA
Sole source in the estimated amount of $350,000 for the continued provisions of the water meter reading system, such as software support and water meter equipment and repair parts.

FRANK OLSEN COMPANY of Livermore, CA
Sole source in the estimated amount of $250,000 for purchasing valves and actuators for the Water Treatment Plant and Wastewater Treatment Plant’s conventional filters.

JAM SERVICES of Livermore, CA
Sole source in the estimated amount of $105,000 for the City’s customized illuminated street name signs and replacement parts and miscellaneous electrical parts and equipment.

POLYDYNE, INC. of Riceboro, GA
Sole source in the estimated amount of $500,000 for polymer for the wastewater treatment process.

REXEL USA, INC. of Yuba City, CA
Sole source in the estimated amount of $200,000 for electrical parts, supplies, and services for the Water and Wastewater Treatment Facilities.

RIEBES AUTO PARTS of Yuba City, CA
Sole source in the estimated amount of $105,000 for general minor parts and supplies for fleet maintenance.

SHAPE INCORPORATED of Pleasanton, CA
Sole source in the estimated amount of $150,000 for pump parts, repairs, and service for Flygt-brand equipment.

XYLEM WATER SOLUTIONS USA, INC. of Rye Brook, NY and Fairfield, CA Sole source in the estimated amount of $150,000 for specialty pumps, parts, and supplies for the Water and Wastewater Treatment Facilities.

ATTACHMENT 3

SECTION 9: SPECIAL PROCUREMENT CIRCUMSTANCES
9-1. Finance Department Procurements
The Finance Department is charged with the duty to contract for purchase of the following equipment, materials, and services:

1. New or replacement vehicles or equipment

2. Items purchased from state contracts

3. Computer hardware and software (through the Information Technology Division)

4. Other items as may be determined in the future

5. When it is in the best interest of the City to negotiate an extension of an existing contract for supplies or technical services, based on satisfactory performance.

Such negotiated price must be fair and reasonable. This shall also apply to products or services purchased through prior recent bidding. 9-2. CDBG and Other Applicable Federal Grants:

In compliance with the City’s Community Development Block Grant, HOME funds, and other applicable federal funds administered by the United States Department of Housing and Urban Development (HUD), procurement procedures shall comply with federal regulations (24 CFR 85.36). The City will follow the Office of Management and Budget Guidance 2 CFR 200 – Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards.
9-3. Sole Source Purchases:

When competitive quotations for goods and services are not possible, such purchases shall be made through negotiated procurement. Sole source purchases may require City Manager or City Council approval, based upon procurement limits and Municipal Code requirements.

A sole source justification form must be signed by the requestor’s Department Head and City Manager (if applicable), then forwarded to the Finance Department and filed to justify the sole source purchase. Sole-source specifications should be avoided whenever possible as they minimize or eliminate competition.

When the use of said sole-source vendor is expected to be repeated or ongoing, the operating department may indicate that it is a “recurring” sole source on the sole source justification form. The sole source justification shall then be valid for three years from date of approval by the Department Head.

9-3.1. Sole Source is Appropriate When:

1. The requested product is an integral repair part or accessory compatible with existing equipment and is only available from one vendor.

2. The requested product has unique design/performance specifications or quality requirements which are essential to department operations and are not available in comparable products.

3. Only known manufacturer of this product.

4. The requested product is one with which department staff have specialized training and/or extensive expertise. Retraining would incur substantial cost in time and/or money.

5. Only vendor authorized to sell/service this product in our region.

6. Upgrade to existing software. Available only from the producer of this software who sells on a direct basis only.

7. Emergency purchase.

8. Public project procurements under the requirements established by Public Contract Code Section 22032(a).

9. Special situations as they arise.
9-3.2. City Manager Approval:

Sole source requests between $50,000.01 and $100,000 require the approval of the City Manager.
9-3.3. City Council Approval:

Sole source requests over $100,000 require the approval of the City Council. 9-4. Emergency Purchases up to $100,000 (Not for Public Projects):

Emergency purchases may be made without the benefit of competitive bidding when time is of the essence. Emergency purchases should be made only for the following reasons: (1) to preserve life, health, or property; (2) upon a natural disaster; (3) to correct or forestall a shutdown to maintain essential public services; or (4) other unforeseeable events (as authorized by the City Manager). Emergency purchases are not valid for contrived urgencies resulting from lack of planning and organization. Since emergency orders do not normally provide the City an opportunity to obtain competitive quotes, nor properly encumber funds, such orders should be kept to an absolute minimum. Emergency purchases shall be approved by the Department Head or designee. 9-5. Emergencies Over $100,000 (Not for Public Projects):

Emergency purchases over $100,000 require the approval/signature of the City Manager.

The City Manager shall provide a report after any emergency purchase over $100,000 at the next City Council meeting following the emergency purchase. 9-6. Emergency Public Projects:

Public projects shall be completed according to Public Contract Code 22050 and the City’s Municipal Code Section 2-6.15.

9-7. Cooperative Purchases:

The City may participate in purchases and contracts conducted by other political jurisdictions, provided that the cooperative agreement is established following a competitive bid process. In a cooperative purchase, one agency represents several agencies by soliciting bids including the needs of the other agencies in the bid specifications. This higher product volume may result in lower unit cost for all agencies, and also reduces the time and cost of the City administering its own bid process.

Needed documentation includes:

1. Copy of the other jurisdiction’s bid document(s)

2. Any Board or Council action awarding the contract

3. The contract documents
The City Manager may authorize the award of cooperative purchase agreements for amounts not more than $100,000; City Council approval is required for the award of any cooperative purchase exceeding $100,000.
9-8. Piggyback onto Existing Contract:
“Piggybacking” is the use of an existing contract for goods between another government agency and a vendor for the purchase of those same goods. When piggybacking onto a contract, the City must use the terms of the contract and price of the item must be as specified in the contract or awarding document. The contract for consideration must have been awarded through a competitive bidding process prepared and awarded by another local, state, or federal government agency.

Needed documentation includes:

1. Copy of the other jurisdiction’s bid document(s)

2. Any Board or Council action awarding the contract

3. The contract documents
The City Manager may authorize the award of piggyback purchases for amounts not more than $100,000; City Council approval is required for the award of any piggyback purchase exceeding $100,000.
9-9. Exemptions from Obtaining a Purchase Order:

The Finance Department shall maintain an approved direct pay list for which no purchase order is required due to unique purchasing circumstances, such as invoices from government agencies, utility providers, and subscription services.

The following is a non-inclusive list of the direct pay categories and/or vendors at the time of policy adoption:

The following is a non-inclusive list of the direct pay categories and/or vendors at the time of policy adoption:
• Actuarial studies
• Advertising
• Assessment district administration costs
• Attorney services
• Bond issuance costs (bond counsel, rating agency fees, and trustee fees) • Cafeteria plan administration
• CDBG and Home Rehabilitation Loans
• Claim settlements (for liability claims)
• Conference or seminar registration
• Copy machine maintenance and leasing under contract
• Debt service payments
• Department of Health Services
• Department of Water Resources
• Deposit refunds
• Document destruction
• Downtown Business Improvement District remittance of cash receipts • Employment Development Department
• Family Intervention Team program expenditures
• Feather River Air Quality Management District
• Fingerprinting (Department of Justice)
• Fingerprinting (Sutter County – Live Scan)
• Fire Department stipend checks
• Fuel for storage tanks
• General Liability insurance premiums
• Gilsizer Drainage District
• Housing consultant
• Land/property
• Lobbying activities
• Meals (per diem or travel reimbursement)
• Membership dues
• MuniFinancial
• Net 5 purchases (Secretary, City of Marysville)
• Office equipment O&M
• Office supplies (consumable only)
• Parking Citation Hearing Officer
• Payroll deduction remittances
• Petty cash reimbursements
• Postage & freight
• Pre-employment physicals, medical blood, DATCO (substance abuse testing)

• Refunds
• Retirement administration: Phase II Systems for PARS trust administration • State Board of Equalization (diesel fuel tax, sales and use tax) • State Division of Administrative Services (seismic fees) • State Water Resources Control Board
• Subdivision Agreement reimbursements
• Subscriptions
• Supplies or refreshments reimbursement
• Sutter-Yuba Mosquito Vector Control District
• Teambuilding (Amistad Associates)
• Telephone
• Temporary help (personnel agency)
• Training programs
• Travel & meetings
• Trustee fees
• Tuition reimbursements
• Uniform rental and cleaning (under contract)
• Utilities
• Vehicle allowance
• Water delivery service
• Yuba-Sutter Economic Development Corporation
An authorized signature and appropriate budget number(s) should be provided by the purchaser to Accounts Payable for invoices up to $5,000. Invoices above $5,000 should be accompanied by a check request form, approved by the Department Head.

SECTION 10: PROFESSIONAL SERVICES
10-1. Definition:

Those services by independent consultants such as legal, engineering, programming, planning, environmental, economic, financial, testing, specialized temporary employee services, medical, dental, accounting, surveying, landscape architecture, advertising, design, etc., are considered to be “professional services”. This may also include services requiring peculiar or specialized abilities which by state law do not require competitive bidding.

10-2. Operating Department Responsibilities:

1. Prepare specifications or scope of work.

2. Solicit, review, and select qualified consultant/firm.

3. Provide written documentation justifying selection of the successful consultant/firm. Staff may utilize the Professional Services Justification form on CityNet.

4. Prepare a City Professional Services Agreement and obtain consultant’s signature.

5. Compile all exhibits/attachments described or referenced in the contract.

6. Secure and review required insurance documents for conformance to City contract requirements.

7. Submit the contract to the City Attorney for review and approval, if applicable.

8. If between $50,000 and $100,000, obtain City Manager approval.

9. If over $100,000, obtain Council approval.

10. Submit requisition to Finance to issue a purchase order.

11. Submit original signed contract, complete with exhibits, attachments, and insurance, to the City Clerk.

12. Provide the consulting firm a signed copy of the contract. 10-3. Decentralized:

Due to the specialized and technical nature of professional services, contracting for professional services is decentralized and shall be the responsibility of each applicable Department Head.
.
10-4. Solicitation of Proposals:

Solicitation of professional service proposals is the responsibility of the operating departments. The Finance Department may be contacted to assist and support the formal request for proposal process.
10-5. Selection of Consultant:

Contracts negotiated by the City for professional services will be based on demonstrated competence, professional qualifications for the services required, availability, fair and reasonable cost, and other relevant factors as determined by the operating department Competitive bidding is encouraged whenever possible; however, it is not mandatory. 10-6. City Attorney Review and Approval:

The City shall, whenever possible, use the City’s Professional Services Agreement form, which as been approved as to form by the City Attorney and is available on CityNet. Should another agreement be considered for professional services, review and approval as to form by the City Attorney is required prior to execution by the City.

10-7.1. Contracts of $50,000 or Less:

Contacting three (3) firms, although encouraged, is not required for contracts $50,000 or less. Department Heads are authorized to sign Professional Service Agreements totaling $50,000 or less.
10-7.2. Contracts $50,000.01 up to $100,000:

Operating departments should, whenever possible, contact three (3) consultants/firms and select the most qualified firm. The City Manager is authorized to sign Professional Service Agreements totaling $100,000 or less.
10-7.3. Contracts Over $100,000:

Operating departments shall solicit written proposals and negotiate with a minimum of three (3) consultants/firms, whenever possible. Professional Service Agreements over $100,000 require City Council approval. If the contract is a multiple year agreement, 10-7. Procurement Limits — Professional/Consultant Services:

Specified procurement limits are tabulated per consultant firm per fiscal year and are not to be split to circumvent the determined limits. No professional services consultant shall be paid more than $100,000 per fiscal year for the City as a whole without prior Council authorization.
information regarding multiple years must be presented to Council in the staff report at the time of approval.
10-8. Changes to and Cancellation of Purchase Orders:

The operating department will notify Finance when initiating changes which alter the purchase order. Purchase orders that need to be canceled or closed must be forwarded to Accounts Payable. The last payment against a purchase order that does not increase the purchase order total by 10% can be processed without obtaining a purchase order change order.

The City Manager will approve any change orders that have the purchase order total amount exceed $50,000, up to $100,000. Change orders cannot be requested that exceed Council-approved appropriations or Council contract award amounts without additional Council authorization.

The City Attorney shall review and approve as to form all Professional Service Agreements prior to City Council approval for contracts over $100,000.

ATTACHMENT 4

State of California

PUBLIC CONTRACT CODE
Section 22032
22032. (a)  Public projects of sixty thousand dollars ($60,000) or less may be performed by the employees of a public agency by force account, by negotiated contract, or by purchase order.
(b)  Public projects of two hundred thousand dollars ($200,000) or less may be let to contract by informal procedures as set forth in this article. (c)  Public projects of more than two hundred thousand dollars ($200,000) shall, except as otherwise provided in this article, be let to contract by formal bidding procedure.
(Amended by Stats. 2018, Ch. 169, Sec. 2. (AB 2249) Effective January 1, 2019.)

Agenda Item 10

CITY OF YUBA CITY

STAFF REPORT
Date: June 21, 2022
To: Honorable Mayor & Members of the City Council
From: Finance/IT Department
Presentation By: Spencer Morrison, Finance Director
Summary
Subject: FY 22-23 Chemical Bid Award BACC and Supplemental Budget Appropriation Recommendation: A. Adopt a Resolution to award the bulk chemical contracts for City facilities per the results of the Bay Area Chemical Consortium Fiscal Year 22/23 formal bid for the period of July 1, 2022 through June 30, 2023, with the finding that it is in the best interest of the City
B. Authorize the Finance Director to record a supplemental budget appropriation to account 7120-63705 in the amount of $30,000 for the Fiscal Year 22/23 due to an increase in the price of anthracite for the water treatment process Fiscal Impact: $677,000 - 7120 (Water Treatment Plant), 8120 (Wastewater Treatment Facility), and 5130 (Gauche Aquatic Park) operating accounts listed below. The actual cost will vary based upon usage.
$30,000 - Requested supplemental budget appropriation to adequately fund the WTP account 7120-63705 for the purchase of anthracite throughout the Fiscal Year 22/23.

Purpose:

To cost-effectively provide the essential chemicals for the water and wastewater treatment processes and the Gauche Aquatic Park (GAP).

Council's Strategic Goal:

This item addresses the City Council's Strategic Goal of fiscal responsibility.

Background:

The treatment processes at the City’s Water Treatment Plant (WTP), Wastewater Treatment Facility (WWTF), and Gauche Aquatic Park (GAP) require a number of chemicals purchased in bulk. In order to provide the most cost savings and purchasing efficiencies, the City has primarily utilized two avenues for obtaining annual contracts for chemical supply and delivery. These options are a City-run formal bid and the Bay Area Chemical Consortium (BACC) annual bid.

The City’s last formal bid for chemicals, FB 19-08, was approved by the City Council on June 4, 2019, including extensions. The City will be executing its third and final round of extensions with

the vendors holding the current agreements associated with FB 19-08.

Analysis:

BACC Fiscal Year 22/23 Bid:

In 2016, the City joined the Bay Area Chemical Consortium for the purchase of chemicals for the WTP and WWTF. The BACC is a group of 61 municipalities and water agencies that have been working together for several years to consolidate all chemical purchases into one formal bid to receive the best possible prices for all agencies. Dublin San Ramon Services District compiled the bid specifications with the other consortium agencies reviewing the specifications for accuracy.

The formal bid specifications were sent to multiple vendors for each type of chemical, for a total of approximately 50 different vendors.

The recommended awardees by category through the BACC bid are as follows:

Chemical & Vendor Price
Aluminum Sulfate
Chemtrade Chemicals US LLC $0.8668/gallon + tax
Parsippany, NJ
Citric Acid
Northstar Chemical $21.30/gallon + tax
Sherwood, OR
Hydrofluosilicic Acid
Pencco, Inc. $2.39/gallon + tax
San Felipe, TX
Liquid Chlorine
Thatcher Company of CA, Inc. $1,783/ton + tax
Salt Lake City, UT
Sodium Bisulfite
Univar Solutions USA $1.995/gallon + tax
Kent, WA
Sodium Hydroxide
Univar Solutions USA $967.58/dry ton + tax
Kent, WA
Sodium Hypochlorite
Univar Solutions USA $1.5166/gallon + tax
Kent, WA

Formal Bid 19-08:

The City issued a formal bid on April 4, 2019 and the bid award was approved on June 4, 2019.

The agreements allow for up to three (3) one-year extensions. With the finding that it is in the best interest of the City, Public Works and Finance staff have elected to use the third and final contract extension on the current agreements with Carbon Activated Corporation, Lhoist North America, and Matheson Tri-Gas.

Supplemental Budget Appropriation:

The City recently received updated quotes for the purchase of anthracite, a chemical used in the water treatment process, and noted a price increase per unit. Due to the increase in price, a supplemental budget appropriation of $30,000 is needed to properly fund account 7120-63705 for the Fiscal Year 22/23. The Water Treatment Plant received the updated pricing when the budget process was nearly complete. Therefore, staff were unable to include the requested funds in the Water Treatment Plant proposed budget.

Fiscal Impact:

Funding for the BACC bulk chemical purchases is budgeted annually in the Water, Wastewater, and GAP operating budgets. The accounts to be used for these purchases are as follows:

Facility Account Title Estimated Amount
WTP Aluminum Sulfate $150,000
WTP Citric Acid $ 20,000
WTP Hydrofluosilicic Acid $ 55,000
WTP Liquid Chlorine $100,000
WWTF Liquid Chlorine $195,000
WWTF Sodium Bisulfite $110,000
WWTF Sodium Hyrdroxide $ 10,000
GAP Sodium Hypochlorite $ 37,000
The total for the fiscal year will vary from $677,000 as chemical needs are variable during the treatment process and usage can only be estimated.

A supplemental budget appropriation in the amount of $30,000 is needed to adequately fund the WTP account 7120-63705 for the purchase of anthracite throughout the Fiscal Year 22/23.

Alternatives:

1. Reject all bids and direct staff to re-bid all chemicals for the Fiscal Year 22/23. This will likely result in delayed procurement of essential chemicals for the WTP and WWTF and is unlikely to provide any cost savings for the City. Negotiation in bulk via the BACC helps to secure lower rates from chemical providers.

2. Deny the requested supplemental budget appropriation to account 7120-63705 in the amount of $30,000 for the Fiscal Year 22/23 for anthracite.

Recommendation:

A. Adopt a resolution to award bulk chemical contracts for City facilities per the results of the Bay Area

Chemical Consortium Fiscal Year 22/23 formal bid for the period of July 1, 2022 through June 30, 2023, with the finding that it is in the best interest of the City.

B. Authorize the Finance Director to record a supplemental budget appropriation to WTP account 7120-63705 in the amount of $30,000 for the Fiscal year 22/23 due to an increase in the price of anthracite for the water treatment process.

Attachments:

1. Resolution

2. BACC Bid Results
Prepared By: Submitted By:

Kevin Rivera
Accountant I
Diana Langley
City Manager

ATTACHMENT 1

RESOLUTION NO. _________

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF YUBA CITY

AWARDING BULK CHEMICAL PURCHASE CONTRACTS TO BAY

AREA CHEMICAL CONSORTIUM LOW BIDDERS, AUTHORIZING THE

CITY MANAGER TO EXECUTE SAID CONTRACTS, AND AUTHORIZE

THE FINANCE DIRECTOR TO RECORD A SUPPLEMENTAL BUDGET

APPROPRIATION
WHEREAS, the City of Yuba City joined the Bay Area Chemical Consortium (BACC) in order to acquire bids for seven (7) of the City of Yuba City’s Fiscal Year 22/23 chemical procurement needs; and
WHEREAS, in response to the BACC’s advertisement, the City received the bids for BACC Fiscal Year 22/23 in the total bid amounts listed in the Attachment; and WHEREAS, the City Public Works and Finance Departments have reviewed the bids, and examined the BACC recommended vendors and their bid responses, found them to be both the lowest qualified responsive and responsible bidder as listed below:

BACC Aluminum Sulfate
Chemtrade Chemicals US LLC $0.8668 /gallon + tax
Parsippany, NJ
BACC Citric Acid
Northstar Chemical $21.30 /gallon + tax
Sherwood, OR
BACC Hydrofluosilicic Acid
Pencco, Inc. $2.39 / gallon + tax
San Felipe, TX
BACC Liquid Chlorine
Thatcher Company of CA, Inc. $1,783 / ton + tax
Salt Lake City, UT
BACC Sodium Bisulfite
Univar Solutions USA $1.995 /gallon + tax
Kent, WA
BACC Sodium Hydroxide
Univar Solutions USA $967.58 / dry ton + tax
Kent, WA
BACC Sodium Hypochlorite
Univar Solutions USA $1.5166 /gallon + tax
Kent, WA
, and has recommended them for award of these contracts; and

WHEREAS, per Section 2-16 of the BACC method of award requirements, the lowest bidder is the single bid that results in the lowest overall cost to the participating agencies as a group, not the lowest cost for the individual region; and WHEREAS, while Univar Solutions’ citric acid bid was the lower bid for the required Yuba City area, it was not the overall lowest responsive bid per the BACC award requirements; and
WHEREAS, the City accepts the recommendations provided by the BACC in order to create and maintain a fair and competitive bidding environment; and WHEREAS, the City desires to award the bids to the above low bidders and enter into agreements with said vendors to provide bulk chemicals to the City’s Water Treatment Plant, Wastewater Treatment Facility, and Gauche Aquatic Park throughout the Fiscal Year 22/23; and
WHEREAS, the City desires to authorize the Finance Director to record a supplemental budget appropriation to account 7120-63705 in the amount of $30,000 for the Fiscal Year 22/23 due to an increase in price of anthracite for the water treatment process.

NOW, THEREFORE, be it resolved by the City Council of Yuba City as follows:

1. The City Council of the City of Yuba City does hereby accept the bids received by the Bay Area Chemical Consortium as noted in the Attachment, identifies the lowest responsive and responsible bidders as noted above, and awards bulk chemical purchase contracts for City facilities per the results of the Bay Area Chemical Consortium Fiscal Year 22/23 formal bid for the period of July 1, 2022 through June 30, 2023 as follows:

BACC Aluminum Sulfate
Chemtrade Chemicals US LLC $0.8668 /gallon + tax
Parsippany, NJ
BACC Citric Acid
Northstar Chemical $21.30 /gallon + tax
Sherwood, OR
BACC Hydrofluosilicic Acid
Pencco, Inc. $2.39 /gallon + tax
San Felipe, TX
BACC Liquid Chlorine
Thatcher Company of CA, Inc. $1,783 /ton + tax
Salt Lake City, UT
BACC Sodium Bisulfite
Univar Solutions USA $1.995 /gallon + tax
Kent, WA

BACC Sodium Hydroxide
Univar Solutions USA $967.58 /dry ton + tax
Kent, WA
BACC Sodium Hypochlorite
Univar Solutions USA $1.5166 /gallon + tax
Kent, WA
The City Manager is authorized to enter into agreements on behalf of the City of Yuba City for the same, subject to review as to legal form by the City Attorney.

2. The City Council of the City of Yuba City does hereby authorize the Finance Director to record a supplemental budget appropriation to account 7120-63705 in the amount of $30,000 for the Fiscal Year 22/23.

3. The City Council finds that the award of each of these bids and the authorized supplemental budget appropriation is in the best interest of the City.

The foregoing resolution was duly and regularly introduced, passed, and adopted by the City Council of the City of Yuba City at a regular meeting thereof held on the 21st day of June 2022.

AYES:

NOES:

ABSENT:

Dave Shaw, Mayor
ATTEST:

Ciara Wakefield, Deputy City Clerk

APPROVED AS TO FORM
COUNSEL FOR YUBA CITY:

Shannon Chaffin, City Attorney
Aleshire & Wynder, LLP

ATTACHMENT 

Aluminum Sulfate
44-49%
Citric Acid 48%-
52%
Hydrofluosilicic
Acid (Fluoride)
23%-24% *
Liquid Chlorine Sodium Bisulfite
40%
Sodium Hydroxide
25%
Sodium
Hypochlorite

12.5%
Brenntag Pacific, Inc. 1,020.00
Chemtrade Chemicals 0.8668
Chemurgic
DuBois Chemicals
Hasa, Inc. 5.00
Northstar Chemical 21.3
Olin Corp 1,043.00 1.549
Pencco 2.39
Thatcher Company 1.09 3.26 1,783.00
TR International No Bid
Univar Solutions No Bid 12.00 No Bid No Bid 1.995 967.58/dry ton 1.5166

USALCO LLC
Location WTP WTP WTP WTP & WWTF WWTF WWTF GAP
Fiscal Year 22/23 Estimate 150,000.00 $ 20,000.00 $ 55,000.00 $ 295,000.00 $ 110,000.00 $ 10,000.00 $ 37,000.00 $ BACC Chemical Bid Results

Agenda Item 11

CITY OF YUBA CITY

STAFF REPORT
Date: June 21, 2022
To: Honorable Mayor & Members of the City Council
From: Community Services Department
Presentation By: Rob Condrey
Summary
Subject: Approve the 2020 Urban Forest Master Plan
Recommendation: Adopt the Resolution approving and adopting the 2020 Urban Forest Master Plan
Fiscal Impact: No additional fiscal impact to the City.

Purpose:

To identify best management practice that supports the health, benefits, and safety of community trees, and to increase the average city-wide tree canopy from 19.1% to 25% over the next 20 years.

Council's Strategic Goal:

This project addresses City Council’s Strategic Goal to Maintain and Enhance Our Quality of Life.

Background:

On March 8, 2018, the City adopted grant funding from CAL FIRE (California Department of Forestry and Fire Protection) under the California Climate Investments Greenhouse Gas Reduction Fund, in the amount of $376,240. The project included the development of a comprehensive Urban Forest Master Plan (UFMP), a complete community tree inventory, the planting of 500 new trees, a tree canopy assessment, and an updated tree guide.

On June 11, 2019, the City awarded a contract to Davey Resource Group, Inc. (DRG) to help complete the fore mentioned items.

Analysis:

The UFMP will serve as a guide to manage, enhance, and grow Yuba City’s urban forest and tree resources for the next 20 years. A primary emphasis for the UFMP is to identify adequate resources to ensure that critical tree care needs can be addressed in a timely, cost-effective, and efficient manner.

This includes the proactive identification and resolution of potential hazards, thus reducing liability for the city. While the UFMP is focused on the stewardship of community trees, the UFMP considers

private trees as well, as they contribute significantly to Yuba City’s livability and environmental quality.

Over the past few years, staff worked closely with the DRG to draft the UFMP. During the planning process, DRG met with city stakeholders, including staff from various departments. There were community meetings and a city-wide tree photo contest. DRG conducted on-line and in-person surveys. This helped DRG gather resident feedback and educate the community on the importance of trees. All feedback, as well as photos are incorporated into the UFMP.

Alternatives:

Do not adopt the UFMP and continue to do tree work on a reactive basis and hope that tree canopy will improve in Yuba City.

Handouts:

1. Urban Forest Master Plan

2. Tree Guide
Attachments:

1. Resolution - Approve 2020 Urban Forest Master Plan

2. Urban Forest Master Plan
Prepared By: Submitted By:

Rob Condrey
Parks & Grounds Superintendent
Diana Langley
City Manager

ATTACHMENT 1

RESOLUTION NO. _____

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF YUBA CITY APPROVING THE 2020 URBAN FOREST MASTER PLAN
WHEREAS, on March 8, 2018, the City adopted grant funding from CAL FIRE (California Department of Forestry and Fire Protection) under the California Climate Investments Greenhouse Gas Reduction Fund, in the amount of $376,240.

WHEREAS, the project included the development of a comprehensive Urban Forest Master Plan (UFMP), a complete community tree inventory, the planting of 500 new trees, a tree canopy assessment, and an updated tree guide.

WHEREAS, on June 11, 2019, the City awarded a contract to Davey Resource Group, Inc. (DRG) to help complete the fore mentioned items.

WHEREAS, the UFMP will serve as a guide to manage, enhance, and grow Yuba City’s urban forest and tree resource for the next 20 years.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Yuba City as follows:

The City Council approves the 2020 Urban Forest Master Plan.

The foregoing Resolution of the City Council of the City of Yuba City was duly introduced, passed and adopted at a regular meeting thereof held on the 21st day of June, 2022.

AYES:

NOES:

ABSENT:
________________________
Dave Shaw, Mayor
ATTEST:
____________________________
Ciara Wakefield, Deputy City Clerk
APPROVED AS TO FORM:
_________________________
Shannon Chaffin, City Attorney
Aleshire & Wynder, LLP

California

URBAN FOREST MASTER PLAN
1 YUBA CITY

2 When we try to pick out anything
by itself, we find it hitched to
everything else in the universe.

John Muir

3 URBAN FOREST MASTER PLAN

YUBA CITY

YUBA CITY, CITY COUNCIL
Marc Boomgaarden • Mayor
Dave Shaw • Vice Mayor
Grace Espindola • Council Member
Wade Kirchner • Council Member
Shon Harris • Council Member

PARKS AND RECREATION COMMISSION
& TREE ADVISORY BOARD

COMMUNITY STAKEHOLDERS
Friends of Yuba City Parks and Recreation
Youth Commission

CITY DEPARTMENTS
Parks and Recreation
Public Works
Development Services

PREPARED BY
Davey Resource Group, Inc.
www.davey.com/drg

PHOTO CREDITS
Residents
City of Yuba City
Davey Resource Group, Inc.

Acknowledgments
Funding for this project provided by the California Department of Forestry and Fire Protection as part of the California Climate Investments Program.

Table of Contents
Executive Summary 6
Introduction 11
Community 12
Climate Change and the Urban Forest 13
Benefit from Trees and Canopy 14
What do we have? 16
History of the Urban Forest 16
Urban Forest Resource 18
Community Tree Resource 27
Park Maintenance-Urban Forestry
Operations 33
Policy and Regulation 46
Analysis of Sustainability Indicators 49
Conclusions 51
What do we want? 52
Managing Partners 52
Community Engagement 53
Four-Year Work Plan 56
Plan Goals 58
How do we get there? 60
Focus Area: Management and Planning 61
Focus Area: Protection and Regulation 66
Focus Area: Resilience and Sustainability 70
Focus Area: Education and Engagement 74
How are we doing? 76
Monitoring and Measuring Results 76
Reporting 76
Appendix A: Dictionary 78
Appendix B: References 80
Appendix C: Industry Standards 84
Appendix D: Soil Volume and Tree
Stature 86
Appendix E: Alternative Planter
Designs 87
Appendix F: Tree Protection Zones 90
Appendix G: Community Survey 94
Appendix H: Tree Applications 102
Appendix I: Indicators of a
Sustainable Urban Forest 104
Appendix J: Gantt Chart 107
Appendix K: Sample Canopy Cover
Calculator for Parking Lots 108
Appendix L: Photo Contest Credits 109

PHOTO CONTEST
A photo contest was organized by the city to further engage residents in the development of the Urban Forest Master Plan and to generate high quality images for the plan. The city encouraged residents to submit photos that highlight the different ways that the community appreciates and celebrates Yuba City’s urban forest. Community members were encouraged to submit photos of trees, including people enjoying trees, trees and wildlife, and trees that project the character of Yuba City. In total, 60 photos entries were submitted and many of these photos are incorporated to compliment the UFMP. A list of credits is included in Appendix L.

The Urban Forest Master Plan (UFMP) serves as a
guide for managing, enhancing, and growing Yuba
City’s urban forest and the community tree resource
over the next 40 years. The urban forest includes
all of the trees and woody shrubs in Yuba City.

A subset of the urban forest, the community tree
resource, consists of publicly-managed trees along
streets, in parks, and at city facilities. While the
UFMP is primarily focused on the stewardship of the
community tree resource, the plan also considers
private trees because of their significant contribution to Yuba City’s livability and environmental quality. In summary, the UFMP aims to:
• Recognize best management practices that
promote tree health, maximum benefits, and
community safety.
• Promote health and resiliency in the urban forest
by improving species diversity, planting the right
tree in the right place, and by managing pests and
invasive species.
• Nurture a cohesive organizational structure to
facilitate collaboration among all departments and
staff who impact or affect the urban forest.
• Cultivate an ethic of stewardship for the urban
forest among City staff, community organizations,
businesses, and residents.
• Foster community outreach, engagement, and
advocacy for the urban forest.
• Establish baseline metrics and clear goals for
urban forest managers.
• Communicate community vision for Yuba City’s
urban forest.

The UFMP includes short-term actions and longrange planning goals to promote sustainability, species diversity, and greater canopy cover. The
plan is a living document that suggests reasonable
time frames for achieving goals and is intended
to be flexible and adaptable to opportunities and
resource fluctuations.

Scope & Purpose
In an area that becomes hot
during the summertime, trees
provide welcome shade.

Survey Respondent
5 I believe trees are one of the
most important things on
our planet and I’ve always
appreciated the large amount
and variety of beautiful trees
in this town.

Survey Respondent

6 Executive Summary

WHAT DO
WE HAVE?

WHAT DO
WE WANT?

HOW DO WE
GET THERE?

HOW ARE
WE DOING?
Nestled at the base of the Sutter Buttes along
the Feather River, Yuba City is a small agriculture
community that offers both urban amenities and
small-town charm with tree-lined streets that locals
are proud to call home. Trees contribute greatly to
the aesthetics of the community. The urban forest
also provides valuable and critical services to the
community including benefits to air quality, carbon
dioxide reductions, water quality, stormwater
management, energy savings, health benefits, and
wildlife habitat, and socioeconomics. The UFMP
provides a road map to guide the management and
enhancement of Yuba City’s urban forest over the
next 40 years.

The UFMP is based on the understanding of
What we have, What we want, How we get there,
and How we are doing. This structure, known as
adaptive management, is commonly used for
resource planning and management (Miller, 1988)
and provides a good conceptual framework for the
process of improving urban forest management
along with flexibility to adapt in a dynamic
environment.

7 What do we have?
The Yuba City General Plan and Yuba City
Resource Efficiency Plan communicate overall
vision and intention for growth and development
and include recognition for the contribution and
value of trees and canopy. The Sutter County
Climate Action Plan encourages trees to reduce
energy consumption and address climate change.

Federal and state regulations provide consideration
for migratory species, water conservation,
reductions in greenhouse gas emissions, and
solar versus tree conflicts. Municipal Code Title 8
specifies requirements for trees in the landscape,
including street trees, medians, and trees at public
facilities, including parking lots. Title 9 regulates
the management and protection of public trees,
including the responsibilities of the city, developers, and adjacent property owners.

Currently, Yuba City has an average canopy
cover of 19.1% (1,824 acres) comprising public
and privately owned trees (Tree Canopy & Land
Cover Assessment, 2020). Historical analysis
indicates that canopy cover has increased 23% (a
difference of nearly 424 acres) since 2003, when
tree canopy covered 14.7% (1,400 acres) of the
overall community. Potential for canopy cover in
Yuba City is estimated to be 39.4%. To date, Yuba
City’s urban forest has sequestered 229,115 tons of
carbon in woody and foliar biomass.

A subset of the overall urban forest, the community
tree resource includes trees lining streets and
medians, in parks, and at public facilities and
parking lots. Currently, the city manages 11,846
community trees (2019). Annually, Yuba City’s
community trees provide environmental benefits
to the community valued at $48,142, an average
of $4.06 per tree. Benefits include carbon
sequestration ($21,177), air pollution removal
($19,008), and avoided stormwater runoff ($7,957).

This is a conservative estimation of benefits
and does not consider the benefits from trees to
socioeconomic and human health.

The Parks Maintenance Division is responsible for
the management of all city trees. Safe tree care
is a priority, and the department has well trained,
collaborative-minded staff that continually identify
ways to ensure quality and efficient tree care. Tree
care operations include regular tree maintenance,
contract monitoring, tree removal and planting,
emergency response, pest control, plan review,
permitting, and community outreach. Funding for
the management of the community tree resource is
provided primarily by the general fund, Landscape
and Lighting Maintenance Districts (LLMDs), and
the Street Tree Fund (gas tax). The 2008 recession
resulted in a reduction of city staff and a greater
focus on contracted services.

TABLE 1: URBAN FOREST BENCHMARK VALUES
Tree Canopy Cover (public and private trees, 2018)
Structure
Estimated Overall Canopy Cover 19.10%
Carbon Stored to Date 229,115 tons
Annual Benefits
Carbon Benefits 9,123 tons $1.6 million
Air Quality Benefits 52.6 tons $223,000
Reduced Stormwater Runoff 6.3 million gallons $56,854
Community Tree Resource (inventoried public trees, 2019) Structure
Number of Inventoried Trees (2019) 11,846
Total Number of Unique Species 156
Species exceeding recommended 10% 1
Carbon Stored to Date 3,042 tons
Replacement Value $33.6 million
Stocking Level 90.0%
Number of Vacant Sites 1,181
Annual Benefits
Total Annual Benefits $48,142
Carbon Benefits 124 tons $21,177
Air Quality Benefits 2.24 tons $19,008
Stormwater Management 890,492 gallons $7,957

8 What do we want?
A number of stakeholders provided input and
consideration for the UFMP, including city
departments engaged in the management,
planning, or advocacy for trees; tree care
contractors; and residents. Stakeholders were
encouraged to identify challenges, opportunities,
and vision for the future urban forest. Seven key
challenges and opportunities were identified:
• Manage the community tree resource to increase
resilience, maximize environmental benefits, and
promote safety.
• Municipal Code should be revised to update
language, clarify responsibilities of adjacent
property owners, and enhance tree protections,
most notably around the removal of street trees.
• Increase average tree canopy cover to 25% by
2040.
• Develop an integrated pest management (IPM)
program to address existing and emerging pests..
• Identify adequate resources, including funding, to
realize community goals for the urban forest.
• Update the Yuba City Tree Guide (species
palettes).
• Increase the level of community engagement
and provide more education regarding the care
of trees planted in the public rights-of-way within
residential areas to improve tree health.
• Increase the level of community engagement.

9 How do we get there?
The UFMP identifies four focus areas to address
challenges and opportunities for Yuba City’s urban
forest over the next 40 years:
• Management and planning
• Protection and regulation
• Resilience and sustainability
• Education and engagement
A total of 16 goals support the vision for each
focus area and promote the preservation of the
health, value, services, and sustainability of
Yuba City’s urban forest. Goals are supported
by comprehensive objectives and actions.

Recognizing that community engagement is integral
to success, the UFMP includes specific objectives
for engaging the community and encourages
partnership and collaboration. The timeline for each
of the goals is reasonable and flexible and should
be adjusted as necessary to take advantage of
emerging opportunities and changes in funding and
staffing resources.

How are we doing?
The long-term success of the UFMP will be
measured through the realization of plan goals
and demonstrated through increased value and
environmental services from the urban forest. The
plan identifies methods of measurement, priorities,
potential partners, and estimated costs. Since
the UFMP is intended to be a dynamic tool, it can
and should be updated in response to available
resources and opportunities. One of the greatest
measures of success for the UFMP will be its level
of success in meeting community expectations
for the care and preservation of Yuba City’s urban
forest.

TABLE 2: FOCUS AREAS, GOALS, AND PRIMARY OBJECTIVES
Focus Area Goals Primary Objectives
Management
& Planning
Goal: Consider trees as integral infrastructure
Goal: Provide proactive maintenance for the community tree resource to reduce costs and promote efficiency
Goal: Promote the safe management of the community tree resource Goal: Predictable and stable funding for the community tree resource Goal: Enhance the livability and character of the community Goal: Follow integrative pest management (IPM) protocols and best management practices when addressing pests and diseases Set emphasis on planting the right tree in the right place.

Recognize trees as green infrastructure to mitigate conflicts between trees and other utilities and promote tree longevity.

Create and follow planting plans to allow for increased impact and success of tree plantings.

Develop maintenance cycles and work plans to guide the care of the community tree resource.

Establish a risk management policy.

Implement policies and procedures that make tree work as safe as possible.

Secure funding for the care of all community trees.

Plant and retain trees to sustain environmental benefits.

Use integrated pest management practices (IPM) when controlling pests.

Protection &
Regulation
Goal: Promote tree preservation and protection
Goal: Support consistency in guiding documents
Revise and amend Municipal Code to promote the protection of community trees.

Preserve heritage oak trees and other native trees of substantial size through the development of a Heritage Tree Ordinance (per Yuba City Resource Efficiency Plan, Goal 6).

Enhance methods for cost recovery in the case of tree removals or improper tree maintenance.

Strive for uniformity between city policies, guiding documents, and departments.

Resiliency &
Sustainability
Goal: Promote species diversity in the urban forest
Goal: Expand canopy cover and the resulting environmental benefits Goal: Establish a more water-wise urban forest
Goal: Repurpose woody materials resulting from removals whenever possible
Goal: Reduce the risk of wildfire in the Feather River Parkway Set species diversity goals for the community tree resource.

Achieve 25% canopy cover by 2040.

Help to increase tree planting efforts within the County (per Sutter County Climate Action Plan).

Ensure tree plantings are climate adapted and low water use species.

Identify a wood reutilization policy.

Become a more wildfire-prepared community.

Education &
Engagement
Goal: Engage community members in stewardship of the urban forest.

Goal: Celebrate the importance of urban trees
Support community engagement and stewardship of the urban forest.

Maintain Tree City USA status.

10

11 Yuba City is the county seat of Sutter County,
California. The city is situated in the Sacramento
Valley between the Feather River and the Sutter
Buttes, which are eroded lava domes endearingly
called the “smallest mountain range in the world”
(Yuba City, 2019). In relation to other municipalities, it is 40 miles north of Sacramento, the state
capital, and approximately 150 miles from the San
Francisco Bay Area and Silicon Valley.

The city has a Mediterranean climate, characterized
by warm, dry summers with average temperatures
in the 90sº F, and moderate winters with average
temperatures in the 50sº F and 60sº F. Yuba City
typically experiences 260 days of sunshine a year.

Annual precipitation averages 22 inches, mostly
occurring from November to April (Sperling’s, 2018).

In 2015, the population of Yuba City was nearly
67,000 people (Yuba City, 2019) and it is a diverse
community with a rich cultural heritage. The Punjabi
population is one of the largest in the country, and
approximately 30% of the population has cultural
roots from India or Mexico. The median age is
34-years old and home ownership is high, where
almost 93% of the 23,672 housing units are owneroccupied.

Introduction

1700s
The Maidu Tribe were the first to call the land east
of the Sacramento River and west of the Sierra
Nevada mountain range home, relying on the
valley and surrounding hills for fish and game.

Although the first contact between the Maidu and
the Spaniards was likely in 1808, the settlements
established in the Sacramento Valley in association
with the Gold Rush in 1849 led to the decimation of
the Maidu (Fontana, 1956).
1800s
In 1848, the California Gold Rush brought 100,000
people to the state. With this drastic influx came
the need for food and supplies. By 1849, a small
settlement was established just west of the mouth
of the Yuba River and the Feather River. The
settlement became what is now known as Yuba
City. The City founders, Samuel Brannan, Pierson
Reading, and Henry Cheever purchased land
which was formerly a land grant called Rancho
Nuevo Helvetia owned by John Sutter. At the time,
the city primarily functioned as a distribution center
for Gold Rush supplies, but Yuba City also has
roots in agricultural production of grains and cattle
(General Plan, 2004).
1900s
In 1917, the California Prune and Apricot
Association was founded in Yuba City. Now known
as Sunsweet Growers, they maintain a dried
fruit processing plant in Yuba City, which is the
largest in the world (Sunsweet, 2019). Additionally,
the community provides service for Beale Air
Force base, built in 1940. The population growth
increased after World War II, and the community
has steadily grown since.
2000s
Today, Yuba City serves as the agricultural,
economic, and social hub for the region, all the
while displaying small-town charm (Yuba City,
2019).

Community
Residents of Yuba City enjoy recreational
opportunities in beautiful parks, a state-of-the-art
aquatic center, and natural areas. Hunting, fishing,
and boating are coveted activities in preserves such
as the Feather River and Sutter Bypass Wildlife
Areas in close proximity to the community (California
Department of Fish and Wildlife, 2019).

The annual Cultural Celebration is one of several
events that promote the ethnic traditions of community
members throughout the region (Yuba Sutter Arts,
2019). The Sikh parade, and the Bok Kai Festival
also highlight the cultural diversity of the community.

Notably, the Bok Kai Festival features one of the
oldest parades in the United States (Yuba City, 2019).

The city is brought together to share food, arts, and
music during the many cultural festivals and through
worship and fellowship in the numerous churches
scattered throughout.

The most appealing
neighborhoods and
business districts in
California are those with
mature & interesting trees.

Survey Respondent
12

Climate Change and the Urban Forest
As energy from the sun (sunlight) strikes the Earth’s surface, it is reflected into space as infrared radiation (heat). Greenhouse gases (GHG) absorb some of this infrared radiation and trap this heat in the atmosphere, increasing the temperature of the Earth’s surface. Many chemical compounds in the Earth’s atmosphere act as GHGs, including methane (CH₄), nitrous oxide (N₂O), carbon dioxide (CO₂), water vapor, and human-made gases/aerosols. As GHGs increase, the amount of energy radiated back into space is reduced and more heat is trapped in the atmosphere. An increase in the average temperature of the Earth may result in changes in weather, sea levels, and land use patterns, commonly referred to as “Climate Change.” Local governments are paying particular attention to global warming and the effects of GHG emissions, which have increased by 25% over the last 150 years (US Energy Information Administration, 2020). Because urban trees use carbon as a building component for wood and foliar growth, they can help offset carbon emissions and should be recognized as a part of a community’s solution for meeting carbon offset goals identified in climate action plans and other environmental policies.

In recognition of the urban forest’s contributions to this effort, CAL FIRE requires projects to reduce GHG emissions and help meet the goals of California’s Global Warming Solutions Act. In fact, projects funded by the grant must estimate the GHG and carbon sequestration benefits of the project using USFS i-Tree tools (Urban and Community Forestry Program Quantification Methodology, 2020). 13