Yuba City City Council
February 7, 2023

APPENDIX A
(1) Consultants (as defined by FPPC regulation 18700(a)(2)) shall be included in the list of designated employees and shall disclose pursuant to the broadest disclosure category in the code subject to the following limitation:

The City Manager or designee may determine in writing that a particular consultant is hired to perform a range of duties that are limited in scope and thus is not required to fully comply with the disclosure requirements described in this section.

APPENDIX B
City of Yuba City
Conflict of Interest Code
Disclosure Categories
The following disclosure categories set forth the required contents of disclosure statements for officers and employees holding designated positions. An investment, interest in real property, or income is reportable if the business entity in which the investment is held, the interest in real property, or the income or source of income may foreseeably be affected materially by any decisions made or participated in by the designated employee by virtue of the employee’s position.

Category I – Full Disclosure
Designated employees assigned to Category I shall report all investments, interests in real property and income, and any business entity in which the person is a director, officer, partner, trustee, employee, or holds any position of management. Financial interests are reportable only if located within or subject to the jurisdiction of the City of Yuba City or if the business entity is doing business or planning to do business in the jurisdiction or has done business within the jurisdiction at any time during the two years prior to the filing of the statement.

Category II – Citywide Disclosure: Material & Supplies
An employee in this category could possibly have a conflict of interest due to an interest in a supplier of goods, materials or services to the City.

Designated employees assigned to Category II shall report:
a) All investments in any business entity which, within the last two years, has contracted, or in the future foreseeably may contract with the City of Yuba City to provide services, supplies, materials, machinery, or equipment to the City.
b) All income from any source which, within the last two years, has contracted, or in the future foreseeably may contract with, the City of Yuba City to provide services, supplies, materials, machinery, or equipment to the City.
c) His or her status as a director, officer, partner, trustee, employee, or holder of a position of management in any business entity, which within the last two years, has contracted, or in the future foreseeably may contract with the City of Yuba City to provide services, supplies, materials, machinery, or equipment to the City.

Category III – Citywide Disclosure: Construction, Building and Real Property Designated employees assigned to Category III shall report:
a) Investments in any business entity licensed to do construction or build within the jurisdiction of the City of Yuba City.
b) All income from any business entity licensed to do construction or build within the jurisdiction of the City of Yuba City.
c) His or her status as a director, officer, partner, trustee, employee, or holder of a position of management in any business entity licensed to do construction or build within the jurisdiction of the City of Yuba City.
d) All investment and interests in real property if the property is located within or subject to the jurisdiction of the City of Yuba City.

APPENDIX B
Category IV - Department Disclosure: Material & Supplies An employee in this category could possibly have a conflict of interest due to an interest in a supplier of goods, materials or services to their department/division.

Designated employees assigned to Category IV shall report:
a) Investments in any business entity which, within the last two years, has contracted, or in the future foreseeably may contract with the City of Yuba City to provide services, supplies, materials, machinery, or equipment to the department/division. b) Income from any source which, within the last two years, has contracted, or in the future foreseeably may contract with the City of Yuba City to provide services, supplies, materials, machinery, or equipment to the department/division.
c) His or her status as a director, officer, partner, trustee, employee, or holder of a position of management in any business entity, which within the last two years, has contracted, or in the future foreseeably may contract with the City of Yuba City to provide services, supplies, materials, machinery, or equipment to the department/division.

Agenda Item 14

CITY OF YUBA CITY

STAFF REPORT
Date: February 7, 2023
To: Honorable Mayor & Members of the City Council;
From: Finance/IT Department
Presentation By: Spencer Morrison, Finance Director
Summary
Subject: Emergency Purchase of Four (4) Ford Three-Quarter Ton Pickups Recommendation: Adopt a Resolution to award the purchase of four (4) Ford three-quarter ton pickups to Geweke Ford of Yuba City, CA, in the not-to-exceed amount of $161,000.00 and authorizing the purchase of necessary equipment and decals, estimated at $19,000.00, in order to place the vehicles in service Fiscal Impact: This emergency purchase totaled $180,000.00 for vehicles already in the Vehicle Replacement Plan and funds are available in the Vehicle Replacement Fund, account number 6610-69410, including equipment and setup Purpose:

Purchase of four (4) replacement vehicles for Parks Maintenance and Wastewater Treatment.

Council's Strategic Goal:

This purchase supports the City Council priority of fiscal responsibility.

Background:

Each year, Fleet Maintenance staff reviews the City’s vehicles to determine which are recommended for replacement. This is done by reviewing the age of the vehicle, the number of miles on the vehicle, and the anticipated maintenance cost if the vehicle remains in service. For the 2021/22 fiscal year, Council approved the use of Enterprise Fleet Management to execute a leasing plan for vehicle replacement with the intention of buying at national fleet pricing and selling after a few years, at market rate, while the vehicle still has a high equity value. Advantages to such a program include a newer, more efficient, and safer fleet, and a reduced cost. Staff could not have predicted the supply-chainrelated issues that would plague the entire automobile industry and effectively halt production later that same fiscal year. Pickups are very difficult to come by, still, today.

As time goes on, the City has aging vehicles that are becoming very costly to operate due to frequent breakdowns and parts availability.

Analysis:

With the difficulty in finding suitable vehicles to replace the worst of the City’s fleet, the City Manager has authorized, per section 9.4 of the Purchasing Policy, fleet staff to make emergency purchases of vehicles meeting the City’s specifications that become available on a case-by-case basis, when funds are existing in the City’s Vehicle Replacement Plan. It is still the City’s intention to move to a leasing program, and have many vehicles on order with major manufacturers. However, the urgency to keep our fleet operational will delay implementation. The table below shows the details of the emergency purchases made:

Division Vehicle Replaces 3-Yr. Maint. Cost $ Est. Purch $ Parks Maint. F-250 4x2 0213 Ford F-250 4x2 4,562.10 40,879.58 Parks Maint. F-250 4x2 0327 Ford F-250 4x2 2,731.86 40,879.58 Parks Maint. F-250 4x2 0328 Ford F-250 4x2 11,923.99* 37,842.26 WWTF F-250 4x4 0110 Dodge 2500 4x4 3,048.98** 41,143.42 All Equip/Set up All N/A 19,255.16
180,000.00
* Includes stolen catalytic converter repair
** Includes eight repairs for heating/cooling (A/C) issues Fiscal Impact:

This emergency purchase totaled $180,000.00 for vehicles already in the Vehicle Replacement Plan and funds are available in the Vehicle Replacement Fund, account number 6610-69410, including equipment and setup.

Alternatives:

1. Sell purchased vehicles for very little loss and wait for orders from Ford to be filled in FY 2023- 24, or after.

Recommendation
Adopt a Resolution to award the purchase of four (4) Ford three-quarter ton pickups to Geweke Ford of Yuba City, CA, in the not-to-exceed amount of $161,000.00 and authorizing the purchase of necessary equipment and decals, estimated at $19,000.00, in order to place the vehicles in service.

Attachments:

1. Resolution
Prepared By: Submitted By:

Spencer Morrison
Finance Director
Diana Langley
City Manager

ATTACHMENT 1

RESOLUTION NO.___

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF YUBA CITY

AUTHORIZING THE EMERGENCY PURCHASE OF FOUR THREE-QUARTER TON

PICKUPS
WHEREAS, the Fleet Maintenance staff reviews the City’s vehicles to determine which are recommended for replacement. This is done by reviewing the age of the vehicle, amount of miles on the vehicle and the anticipated maintenance cost if the vehicle remains in service; and WHEREAS, City Council approved the use of Enterprise Fleet Management in FY 2021-22 to execute a leasing plan for vehicle replacement with the intention of buying at national fleet pricing and selling after a few years, at market rate, while the vehicle still has a high equity value; and WHEREAS, City staff could not have predicted the supply-chain-related issues that would plague the entire automobile industry and effectively halt production later that same fiscal year making pickups especially difficult to purchase; and
WHEREAS, the City has several, aging vehicles that are becoming very costly to operate due to frequent breakdowns and parts availability;
WHEREAS, with the difficulty in finding suitable vehicles to replace the worst of the City’s fleet, the City Manager has authorized, per section 9.4 of the Purchasing Policy, fleet staff to make emergency purchases of vehicles meeting the City’s specifications that become available on a case-by-case basis, when funds are existing in the City’s Vehicle Replacement Plan.

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

The City Council finds that all of the facts set forth in the recitals above are true and correct and incorporated herein.

The City Council finds that a sole source award is appropriate on the grounds that the current significant supply-chain issues have made it very difficult to obtain pickups through Enterprise Fleet Management and Geweke Ford has the pickups available.

The City Council hereby authorizes the purchase of four (4) Ford three-quarter ton pickups to Geweke Ford of Yuba City, CA in the not-to-exceed amount of $161,000, with the finding that it is in the best interest of the City.

The City Council hereby authorizes the purchase of necessary equipment and decals to place the vehicles in service, estimated at $19,000.

This resolution shall become effective immediately.

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 7th day of February 2023.

AYES:

NOES:

ABSENT:

Wade Kirchner, Mayor
ATTEST:

Ciara Wakefield, Deputy City Clerk

APPROVED AS TO FORM

COUNSEL FOR YUBA CITY
________________________
Shannon Chaffin, Esq.

Aleshire & Wynder, LLP

Agenda Item 15

CITY OF YUBA CITY

STAFF REPORT
Date: February 7, 2023
To: Honorable Mayor & Members of the City Council;
From: Public Works Department
Presentation By: Ben Moody, Public Works & Development Services Director Summary
Subject: Utilities Rate Study 2024 Award
Recommendation: Adopt a Resolution awarding the Utilities Rate Study 2024 to Black & Veatch Management Consulting, LLC of Los Angeles, CA in the amount of $159,705 plus a contingency of $32,000, with the finding that it is in the best interest of the City
Fiscal Impact: $191,705.00
Contract:
$79,852.50 (7120-62701 – WTP Professional Services)
$79,852.50 (8120-62701 – WWTF Professional Services)
Contingency:
$16,000.00 (7120-62701 – WTP Professional Services)
$16,000.00 (8120-62701 – WWTF Professional Services)
Purpose:

To conduct a water and wastewater rate study to recommend changes to the utilities rates and fees beginning in Fiscal Year 24/25.

Council’s Strategic Goal:

This item addresses Council’s strategic goals of Fiscal Responsibility and Infrastructure by providing the necessary funding to support the services, operations, maintenance, labor, and capital improvement of the City’s water and wastewater systems.

Background:

The City’s utilities service rates and fees are intended to fully recuperate costs to deliver water and wastewater services and the operations and infrastructure of their associated systems via self-funded enterprise funds. In order to develop and propose rate maximums for a five-year projection, local agencies are required to provide a documentation record as evidence of the fiscal requirements per California statute. A rate study which evaluates the operational and infrastructural needs of the water and wastewater systems and the share of rates and fees by customer classes fulfills this need for the Proposition 218 rate approval process.

The City’s last rate study was initiated in 2014, and the recommended rate maximums were approved

through a successful Proposition 218 process to begin in Fiscal Year 16/17. The water and wastewater rates will reach these Proposition 218 maximums in Fiscal Year 23/24. A new rate study is required to reevaluate and recommend new rates for Fiscal Year 24/25 and beyond.

Analysis:

The Public Works Department issued Request for Proposals No. 2022-RFP-02 (RFP) on October 21, 2022 for preparation of the Utilities Rate Study 2024 and services during the subsequent Proposition 218 process. The Scope of Services solicited in the RFP included the following tasks:

1. Project Kick-off

2. Study Section 1 – Rates & Fees Analysis

3. Study Section 2 – Water

4. Study Section 3 – Wastewater

5. Study Section 4 – Adoption & Implementation

6. Preliminary Draft

7. Final Draft

8. Town Hall Meetings (5)

9. Council Workshop

10. Support – Proposition 218 Process through Adoption

11. Final Utilities Rate Study 2024
Four (4) qualified consultant firms submitted proposals on November 18, 2022, which were scored by City staff from the Public Works and Finance Departments. A summary of the proposal scores is included below as Table 1.

Table 1. Utilities Rate Study 2024 Average Scores
Criteria Points
Allowed
Black &
Veatch
Management
Company,
LLC
Interstate Gas
Services, Inc.

NBS
Government
Finance
Group
Willdan
Financial
Services
Completeness
of Proposal
10 10.00 8.75 9.25 10.00
Understanding
of Project &
City Needs
15 13.00 11.75 10.75 12.75
Methodology 10 9.75 7.00 7.25 9.75
Scope of
Services &
Deliverables
20 18.50 16.00 15.50 17.25
Project
Schedule
10 10.00 10.00 9.25 10.00
Experience &
Qualifications
15 14.50 9.75 13.00 12.75
Cost 15 11.00 9.00 10.00 15.00
References 5 4.50 2.75 4.50 3.00

Total Score: 100 91.25 75.00 79.50 90.50
City staff believe that Black & Veatch Management Company, LLC of Los Angeles, CA (Black & Veatch) is the most qualified consultant based on the scoring criteria of the RFP and best fits the needs of the City’s water and wastewater utilities for this contract. The full proposal and proposal attachments submitted by Black & Veatch are included as Exhibit 1A and Exhibit 1B.

If approved, Black & Veatch, in coordination with Utilities and Engineering staff, will conduct the Utilities Rate Study 2024 process throughout the remainder of the calendar year with a targeted Fiscal Year 24/25 rate update. Public Works will return to Council in early 2024 upon completion of the rate study for further direction regarding rate recommendations, ordinance updates, and the Proposition 218 process.

Fiscal Impact:

The total requested award for the Utilities Rate Study 2024 is $191,705, consisting of Black & Veatch’s cost proposal of $159,705 and a contingency of $32,000 for changes in scope and alternatives. Costs will be divided equally between the WTP and WWTF professional services accounts. There are sufficient funds budgeted in these operating budgets for this contract.

Alternatives:

1. Direct staff to reduce the scope of services and negotiate a reduced contract cost. An altered scope of services would reduce the data, documentation, and potential applications of the study.

2. Do not award the RFP and do not move forward with a water and/or wastewater rate study at this time. The City will not be able to alter the utilities rate maximums or rate structure until a new rate study is conducted.

Recommendation:

Adopt a Resolution awarding the Utilities Rate Study 2024 to Black & Veatch Management Consulting, LLC of Los Angeles, CA in the amount of $159,705 plus a contingency of $32,000, with the finding that it is in the best interest of the City.

Attachments:

1. Resolution - Utilities Rate Study 2024 Award

2. Exhibit 1A - Black & Veatch Utilities Rate Study 2024 Proposal

3. Exhibit 1B - Black & Veatch Utilities Rate Study 2024 Proposal Attachments Prepared By: Submitted By:

Scarlett O. Harris
Administrative Analyst II
Diana Langley
City Manager

ATTACHMENT 1

RESOLUTION NO. _________

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF YUBA CITY AWARDING THE UTILITIES RATE STUDY 2024 (REQUEST FOR PROPOSALS NO. 2022- RFP-02) TO BLACK & VEATCH MANAGEMENT CONSULTING, LLC OF LOS ANGELES, CA IN THE AMOUNT OF $159,705 PLUS A CONTINGENCY OF $32,000 WHEREAS, the City of Yuba City provides treated water and wastewater via over 19,000 water connections and 15,000 sewer connections to a population of approximately 70,000 residents, businesses, and industrial facilities; and WHEREAS, the City’s Utilities branch of the Public Works Department’s primary goal is the health and wellbeing of our customers and the environment through continuous and reliable operations and services of the Water Treatment Plant, water distribution system, wastewater collections system, Wastewater Treatment Facility, and laboratory; and WHEREAS, the water and wastewater customer rates self-fund the operations, maintenance, and capital improvements of the City’s water and wastewater infrastructure and services through the enterprise fund budget; and
WHEREAS, California statutes require that local assessments and fees which benefit specific residents or properties and are mandatory per the local agency must be charged proportionately to their usage, must be supported by sufficient data and documentation, and must be allowed the ability to protest said fees via a Proposition 218 ballot; and WHEREAS, the Public Works Department issued Request for Proposals No. 2022-RFP02 on October 21, 2022 to select a consultant firm to conduct the Utilities Rate Study 2024, which will inform the City on appropriate utility rates and fees to be proposed for Fiscal Year 23/24 and beyond and provide the data and documentation record required by Proposition 218; and
WHEREAS, the City received four (4) proposals on November 18, 2022 from qualified consultants, which were evaluated by Public Works and Finance staff and who have recommended Black & Veatch Management Consulting, LLC of Los Angeles, CA as the most beneficial and qualified consultant for award based on their completeness of proposal, understanding of project and City needs, methodology, scope of services and deliverables, project schedule, experience and qualifications, cost, and references; and WHEREAS, the City desires to award a contract for the Utilities Rate Study 2024 to Black & Veatch Management Consulting, LLC of Los Angeles, CA in the amount of $159,705 plus a contingency of $32,000.

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

1. The Recitals are incorporated herein as if set forth in full.

2. The City Council finds that Black & Veatch Management Consulting, LLC of Los Angeles, CA is the most beneficial and qualified consultant for award based on its demonstrated competence, professional qualifications, availability, fair and reasonable costs, etc. Among others, this finding is based on the completeness of proposal, understanding of project and City needs, methodology, scope of services and deliverables, project schedule, experience and qualifications, cost, and

references. An award of the Utilities Rate Study 2024 project to Black & Veatch Management Consulting, LLC of Los Angeles, CA is in the best interests of the City.

3. The City Council awards the Utilities Rate Study 2024 project to Black & Veatch Management Consulting, LLC of Los Angeles, CA in the amount of $159,705 plus a contingency of $32,000, and authorizes the City Manager to enter into an agreement for the same, subject to approval as to legal form by the City Attorney.

4. This Resolution shall take effect immediately.

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 7th day of February, 2023.

AYES:

NOES:

ABSENT:

Wade Kirchner, Mayor
ATTEST:

Ciara Wakefield, Deputy City Clerk

APPROVED AS TO FORM
COUNSEL FOR YUBA CITY:

Shannon Chaffin, City Attorney
Aleshire & Wynder, LLP
Exhibit:

A. Black & Veatch Utilities Rate Study 2024 Proposal
B. Black & Veatch Utilities Rate Study 2024 Proposal Attachments

EXHIBIT 1A

Black & Veatch Management Consulting, LLC
550 S. Hope Street, Suite 2250, Los Angeles, CA 90071
P +1 913-458-4377 | [email protected]

CLIENT NAME
RFQ NO.

PROPRIETARY AND CONFIDENTIAL INFORMATION
APRIL 12 2019

PROPOSAL FOR CITY OF YUBA
2022-RFP-02 | NOVEMBER 18, 2022
Utilities Rate Study 2024

Black & Veatch Management Consulting, LLC
550 S. Hope Street, Suite 2250, Los Angeles, CA 90071
P +1 913-458-4377 | [email protected]
November 18, 2022
Phillip Marler
Deputy Public Works Director – Utilities
City of Yuba City
Wastewater Treatment Facility
302 Burns Drive
Yuba City, CA 95991
RE: Utilities Rate Study 2024
Dear Mr. Marler:

In response to the City of Yuba (City) request for a Water and Wastewater Rate Study, Black & Veatch Management Consulting, LLC (Black & Veatch) presents this proposal for your consideration.

Black & Veatch has extensive financial ratemaking experience based on sound engineering principles in providing the services requested by the City to clients in California and across the nation. We base our plan for providing value to the City on a thorough understanding of the City’s objectives and our first-hand knowledge of water and wastewater issues faced in Northern California. We believe our solutions will provide benefits to the City by meeting the following key objectives identified in the RFP:
 Develop a five-year financial plan for the water and wastewater utilities that will meet operating, capital expenditures, reserves, bond covenants, and other requirements.  Perform a cost-based rate analysis that will assign proportionality to the customer classes and meet Proposition 218 requirements.
 Design water and wastewater rate structures based on industry standards and meet statutory requirements.  Present rate structure and rate recommendations to staff, City Council and assist in conducting a City Council Workshop and Town Hall Meetings.

Black & Veatch team members have led successful studies for similar municipalities with these goals, as demonstrated in our resumes and project experience write-ups. We will work
closely with the City staff and management throughout the project to promote input and understanding of the work and efficient project completion.

Black & Veatch has received and reviewed all Q&A’s, and no addenda were associated with the bid. We attest that all items and information included in the proposal are truthful and accurate.

PRIMARY CONTACT

ANN BUI
Project Director
550 S. Hope Street, Suite 2250
Los Angeles, CA 90071
[email protected]
+1 949-302-6017

We are sincerely interested in providing these professional services and believe our overall experience and highly qualified personnel provide the best service value to the City. Please contact the Project Director, Ms. Ann Bui, if you have any questions or require additional information.

Very truly yours,
Chris Klausner
Associate Vice President

BV.COM BLACK & VEATCH | TABLE OF CONTENTS i
Table of Contents
EXECUTIVE SUMMARY .................................................................................................................. 1 EXPERIENCE AND QUALIFICATIONS ............................................................................................. 3 UNDERSTANDING OF PROJECT AND CITY NEEDS ....................................................................... 9 METHODOLOGY........................................................................................................................... 10 SCOPE OF SERVICES AND DELIVERABLES................................................................................... 13 PROJECT SCHEDULE..................................................................................................................... 19 DISCLOSURES ............................................................................................................................... 19

BV.COM BLACK & VEATCH | EXECUTIVE SUMMARY 1
Executive Summary
The City of Yuba City (City) wishes to obtain a qualified consultant to conduct a water and wastewater rate study.

The City serves 70,000 people in its 15 square miles area. The City is dealing with several unanticipated issues:
severe drought in 2016 and 2022, COVID-19, economic inflation and supply issues, lack of funding for capital projects, and newly identified capital needs due to completed master plans. These issues have different impacts on the water and wastewater systems; therefore, the study will assess and evaluate the City’s current rates to provide sufficient, defensible funding to meet their operations and capital obligations proportionate to the cost of providing the service. The major objectives identified include:
 Develop a multi-year financial plan for the water and wastewater utilities that will meet operating and capital expenditures.
 Perform a cost-of-service analysis that assigns proportionality to the customer classes and meets statutory requirements.
 Develop rate recommendations yet consider the impact on the community's economic well-being.  Present rate recommendations to staff, City Council, and outside stakeholders.

FIRM QUALIFICATIONS AND EXPERIENCE
Black & Veatch Holding Company is a leading global engineering, construction, and consulting company specializing in developing energy, water, and telecommunications infrastructure. Founded in 1915, Black & Veatch is an employee-owned company based in Overland Park, Kansas, that has over 9,000 professionals operating out of more than 120 offices worldwide. Our revenues in 2021 were US$3.3 billion.

Black & Veatch Management Consulting, LLC
Black & Veatch Management Consulting, LLC is a wholly owned subsidiary of Black & Veatch Holding Company that brings together more than 200 professionals. These professionals include experienced industry executives, senior analysts, and technology experts from the electric, water, oil, natural gas, and technology industries. Our seasoned executives and senior-level analysts combine advanced analytics and practical business sense with extensive technology and engineering capabilities to deliver solutions that work best for the City.

PROJECT METHODOLOGY
The project methodology in conducting a comprehensive rate study is to understand the goals and objectives, outline the detailed approach, and execute to meet industry standards. The project methodology consists of three phases: financial planning, cost of service, and rate design. Our approach provides the flexibility to incorporate the uniqueness of the City’s operations while meeting industry guidelines set forth in the American Water Works Association’s M1 manual and Water Environment Federation’s Financing and Charges for Wastewater Systems, Manual of Practice 27. The following figure shows a schematic of the methodology.

BV.COM BLACK & VEATCH | EXECUTIVE SUMMARY 2

PROJECT TEAM
Our proposed project team is led by Alberto Morales, who brings a problem-solving, project-execution perspective based on technical expertise, teamwork, and close collaboration with his clients. Mr. Morales has worked throughout California for more than 20 years in the industry, specifically on Proposition 218-related revenue sources such as water and wastewater rates and system development charges. He will provide the leadership to guide the project team through all scope of services under the agreement.

Mr. Morales is supported by Ms. Ann Bui and Mr. Villalobos, seasoned ratemaking professionals who provide a breadth of utility experience to handle any issues that may arise. Together, our project team can execute the study for the City.

PROJECT MANAGEMENT
Black & Veatch has internal strategies and techniques to ensure that the study meets the scope, budget, and timeline. Internally, the metrics are handled through constant reviews with our finance team. In addition, Black & Veatch relies on frequent communication with the City throughout the study to obtain information, verify its reasonableness and applicability, and obtain, clarify, or verify policy direction.

BV.COM BLACK & VEATCH | EXPERIENCE AND QUALIFICATIONS 3 Experience and Qualifications
The best testament to our work's quality is that more than 80 percent of our work comes from repeat clients and engagements. We encourage you to contact our references to inquire about our performance.

Black & Veatch has served numerous clients in completing water and wastewater cost-of-service analyses.

Detailed herein is a summary of a few projects completed by Black & Veatch that align with your scope of services. More project experience write-ups and details can be provided upon request.

CITY OF SANTA CLARA, CA
Water, Recycled Water and Wastewater Rate Study and System Development Charges Black & Veatch assisted the City of Santa Clara, CA, with water, recycled water, and sewer financial consulting services. Between 2017 and 2021, we assisted with financial planning, service cost, rate design, system development charges, and City Council proceedings. The City sets rates annually; therefore, Black & Veatch has assisted for over five years. The most recent revenue analysis was for 2021. The work items involved the following:
 Financial Plan: Black & Veatch developed a multi-year financial plan for the City's water, recycled water, and sewer system operating fund to determine the revenue adjustments needed for a three-year forecast period.  Capital Financing Plan: Black & Veatch developed a capital financing plan defining the sources and uses of funding for the water, recycled water, and sewer capital program. The plan outlined $50M in new short-term debt proceeds to be refinanced into long-term debt for the wastewater utility due to improvements at the regional treatment plant.
 System Development Charges: Black & Veatch updated the City's existing capital connection charges for sewer, developed a new connection charge for water, and reviewed the storm drain fee to determine the existing charges' appropriateness and determine the maximum allowable charge that the City could implement.
 Stakeholder Engagement: Black & Veatch team assisted the City in presentations to City Management and City Council.

Ann/Alberto - …Appreciate the good work you’ve done each and every year, you have been rock-solid in supporting the City of Santa Clara with its rate modeling and everything to do with rates. Much appreciated!

GARY WELLING
Director of Water & Sewer Utilities, City of Santa Clara

CLIENT CONTACT
MR. GARY WELLING
Director of Water & Sewer
1500 Warburton Ave
Santa Clara, CA 95050
☎ +1 408-615-2018
✉ [email protected]
Contract $165,367

BV.COM BLACK & VEATCH | EXPERIENCE AND QUALIFICATIONS 4

CITY OF MENLO PARK, CA
Water Rate Study and System Development Charges
Black & Veatch is assisted the City of Menlo Park, CA, with water financial consulting services. From 2019 through 2021, we provided the City with financial planning, cost of service, rate design, and system development charges. In March 2020, COVID-19 abruptly halted the study. The study was at a stage where it was ready to be presented to City Council. In the Fall of 2020, the City extended the contract with Black & Veatch to update the study, and it was finalized in 2021. The work items involved the following:
 Financial Plan: Black & Veatch developed a multi-year financial plan for the City's water utility fund to determine the revenue adjustments needed for a five-year forecast period.  Capital Financing Plan: Black & Veatch developed a capital financing plan defining the sources and uses of funding for the water capital improvement program. The City had no debt and evaluated debt instruments as an alternative to cash funding the CIP. The debt instruments examined were short-term loans from the General Fund, state revolving loans, and revenue bonds.  Rate Structure: Black & Veatch developed a multi-year rate schedule that met the water utility’s financial needs. The rate structure included a monthly fixed charge based on meter size and a three-tier consumption charge. Due to California's limited water resources, we designed drought rates to match the City's different conservation stages.
 System Development Charges: Black & Veatch updated the City's existing capital connection charges, based on meter size, to determine the appropriateness of the existing charges and the maximum allowable charge that the City could implement.

CITY OF BANNING, CA
Water, Recycled Water, and Wastewater Rate Study
Black & Veatch assisted the City of Banning, CA, with water, recycled water, and wastewater financial consulting services. The City engaged Black & Veatch in 2021 to assist with financial planning, cost of service, rate design, and City Council proceedings. The City performed a rate study in 2017 but failed to implement the full identified revenue adjustments. Therefore, the City desperately needed to amend its rates, given increased operating and capital costs. The work items involved the following:
 Financial Plan: Black & Veatch developed a multi-year financial plan for the City's water and wastewater utility fund to determine the revenue adjustments needed for a five-year forecast period. The City did not have full recycled water revenue and revenue requirement details to separate recycled water as a standalone utility fully.

CLIENT CONTACT
MS. PAM LOWE
Senior Civil Engineer
701 Laurel St.

Menlo Park, CA 94025
☎ +1 650-330-6745
✉ [email protected]
Contract: $100,640

CLIENT CONTACT
MR. ARTURO VELA
Director of Public Works
99 E. Ramsey Street
Banning, CA 92220
☎ +1 951-922-3134
✉ [email protected]
Contract: $99,760

BV.COM BLACK & VEATCH | EXPERIENCE AND QUALIFICATIONS 5  Capital Financing Plan: Black & Veatch developed a capital financing plan defining the sources and uses of funding for the water and wastewater capital improvement program. The City evaluated debt instruments as an alternative to cash funding the CIP. Given the extensive improvements needed at the wastewater treatment plant, the City anticipates using state-revolving loans and/or revenue bonds.  Rate Structure: Black & Veatch developed a multi-year schedule that met the financial needs of water and wastewater utilities. The rate structure included a monthly fixed charge based on meter size and a three-tier consumption charge. The tier breakpoints were assessed and adjusted to reflect better water conservation messaging. In addition, we designed drought rates to match the City's different conservation stages.  Stakeholder Engagement: Black & Veatch team assisted the City in presentations to the Budget & Finance Committee and City Council.

PROJECT TEAM

KEY MEMBERS OF OUR DEDICATED PROJECT TEAM BRING THE SYNERGY OF HAVING

WORKING TOGETHER, ENGINEERING KNOWLEDGE OF WATER AND WASTEWATER SYSTEMS, INDUSTRY BEST PRACTICE RATE SETTING EXPERTISE, AND CALIFORNIASPECIFIC EXPERIENCE TO HELP THE CITY ACHIEVE ITS STUDY OBJECTIVES.

Our people are the most important part of our organization. Our cohesive Team will perform under the Project Manager's leadership, who will be responsive, diligent, and available to serve the City effectively during this study.

We have selected a team specifically for this project that includes the following critical attributes:
 Exceptional Project Management and Thought Leadership to address the City's cost-of-service study objectives and provide pragmatic data-driven rate recommendations.
 Synergistic Team that has Delivered Similar Projects working together. Our Project Team will be led by Alberto Morales, the Project Manager, and supported by Ms. Ann Bui, the Project Director, and Mr. Jorge Villalobos, the Lead Financial Analyst.

The PD and PM are based in Southern California and have the knowledge and skillset to execute rate studies under Proposition 218 requirements. They maintain a strong track record of working together and cohesively leading project teams to deliver project results on schedule and budget successfully.

Together, they have supported over 100 municipalities in building long-term financial resilience plans and policies, defensible cost of service analysis, and alternate rate structures while balancing customer equity and affordability considerations.

Lani Good
Technical Advisor
Black & Veatch has been solely focused on utility ratemaking for over 80 years. We will bring national perspectives on new cost-of-service approaches, financial best practices, and couple it with recent project experience in Southern California. Our team will leverage lessons learned in the post-SJC rate-making era so the City can avoid common rate-setting pitfalls.

City of Yuba City
Support Staff
Financial Analysts
Ann Bui
Project Director
Jorge Villalobos
Lead Financial Analyst
Alberto Morales
Project Manager

BV.COM BLACK & VEATCH | EXPERIENCE AND QUALIFICATIONS 6 Alberto will lead and coordinate all components of the study. Our project team is excited to assist the City with this study and is strongly committed to working collaboratively with the City.

Key Personnel
The following section briefly describes each key team member’s experience, expertise, and role in this study.

Complete resumes are available in the Attachments section.

Alberto Morales provides over 20 years of extensive water, wastewater, and recycled water ratemaking and consulting experience for various public and special district agencies throughout California and across the nation.

He provides practical, proven, and cost-effective solutions when assisting agencies in developing their operating and capital financing plans. In addition, his utility knowledge covers a wide range of utility management and operating issues, including financial planning, cost of service and rate analysis, capital financing, capital prioritizing, business case analysis, and technical due diligence.

Alberto has supported and led public outreach efforts for all his clients. He has developed and communicated to staff and outside stakeholders about the purpose and value of developing long-term financial plans and performing a cost-of-service analysis. In addition, he is well versed in Proposition 218 requirements affecting all California municipal agencies.

Selected California Project Experience
 City of Banning – Water, Recycled Water, and Wastewater Rate Study  City of San Diego – Cost of Service Studies and Related Financial Support  City of Lynwood – Water and Sewer Rate Study
 City of Long Beach – Water and Wastewater Cost of Service Studies  County of San Diego – Wastewater Rate Studies and Water Rate Study  Los Angeles Bureau of Sanitation – Revenue Studies, Wastewater Cost of Service Study  City of Santa Ana – Water and Wastewater Rate Study
 City of Simi Valley – Wastewater Rate Study
 City of Burbank – Wastewater Cost of Service Study
 City of Oxnard – Water, Recycled Water, and Wastewater Rate Studies  Camrosa Water District – Water and Wastewater Rate Studies  City of Santa Clara – Water, Recycled Water, and Wastewater Rate ALBERTO MORALES Project Manager
ROLE: Alberto will serve as the Project Manager on this project with the responsibility of managing the day-to-day execution and operations, leading the execution of all aspects of the project, and delivering agreed upon milestones.

Location: Los Angeles, California
 Masters Business Administration, Finance, University of California - Los Angeles  Over 20 years providing Financial Planning and Cost of Service Analysis  Experienced project manager and project leader
 Served on similar projects for San Diego, CA, Long Beach, CA, Santa Clara, CA, Oxnard, CA, Sewerage & Water Board of New Orleans, LA, and Washington Suburban Sanitary

HIGHLIGHTS

BV.COM BLACK & VEATCH | EXPERIENCE AND QUALIFICATIONS 7 Ann Bui is a Senior Managing Director with Black & Veatch’s Global Advisory business. Besides providing clients with strategic financial management strategies, her responsibilities include driving growth and innovation to utilities in financial and advisory planning, climate solutions, resiliency and sustainability issues, and asset integrity.

She has over 30 years of experience with clients over four continents gained through more than 450 engagements, providing business planning services for public and investor-owned utilities. Her recent assignments have focused on supporting alternative funding needs (including over $1 billion in grants), reducing carbon footprints for energy-intensive activities, and addressing affordability and assistance program needs.

ANN BUI Project Director
ROLE: Ann will serve as the Project Director on this study to provide the technical guidance and leadership, work with the City to achieve the objectives, and ensure the quality of the analysis and deliverables.

Location: Los Angeles, California
 Masters Business Administration, Finance, University of California – Davis  Over 32 years of providing Financial Advisory Services  Nationally recognized leader in Ratemaking Industry
 Experienced with building stakeholder consensus for complex cost-of-service studies  Served on similar projects for the Cities of San Diego, CA, Santa Ana, CA, Long Beach, CA, Santa Clara, CA, Menlo Park, CA, Simi Valley, CA, Napa, CA, Burbank, CA, Oakland, CA, Sewerage and Water Board of New Orleans, LA, Philadelphia Water Department, PA, and Washington Suburban Sanitary Commission, MD

HIGHLIGHTS
Ann Bui is recognized as a thought leader in the industry’s ratemaking community. Her contributions to shaping financial and rate-setting include authorship in the following manuals of practice:
 AWWA M1 -6th, 7th, and 8th (upcoming) editions
 AWWA M29, Water Utility Capital Financing -3rd, 4th, and 5th (upcoming) editions  WEF, Financing and Charges for Wastewater Systems – 4th edition  WEF, Unser Fee-Funded Stormwater Programs
 AWWA Financial Management for Water Utilities, Editor In addition, she has served in leader roles at AWWA:
 Chair: FAMC, M29 Updates, AWRF Project (Water Reuse Cost Allocations & Pricing  Co-Chair: Publications Subcommittee
 Vice-Chair: Water Rate Design Subcommittee

JORGE VILLALOBOS LEAD FINANCIAL ANALYST
ROLE: Mr. Villalobos will serve as the Lead Financial Analyst on the revenue requirements and cost-of-service analysis portions of the study by developing a financial model for the water and wastewater systems.

Location: Coral Springs, Florida

BV.COM BLACK & VEATCH | EXPERIENCE AND QUALIFICATIONS 8 Jorge Villalobos provides consulting expertise in financial analysis for bond feasibility, revenue requirements, cost of service, rate design, capital prioritization, and business process evaluation for water, wastewater, and stormwater utilities. His experience includes his work as a consultant for investors in the securities and real estate investment industries. This diverse professional background allows him to combine his engineering and financial background with an understanding of the different points of view of multiple stakeholders in each engagement, which allows him to provide effective and actionable solutions for his clients.

Lani brings a unique blend of master planning and asset management expertise, along with an owner’s perspective from her five-year term as consulting District Engineer at Castro Valley Sanitary District. She has completed over 25 water and wastewater master plans and developed capital improvement and/or rehab/replacement plans for over 30 utilities and 50 capital programs. Lani’s big-picture vision and ability to communicate technical information to diverse stakeholders will ensure support for and transparency of your project.

Key Support Staff
The Project Team will be supported by a deep bench of experts in the subject areas critical to executing the City’s study. Specifically, we will use a team of financial analysts and engineers as junior staff in the analysis.

Our Value Proposition
The Project Team will bring
value to the City through
its experience, trust,
thought leadership,
accessibility, and
collaboration, as noted in
the figure.

LANI GOOD TECHNICAL ADVISOR
ROLE: Ms. Good will serve as a Technical Advisor providing technical and engineering guidance with respect to the capital improvement program and cost allocations.

Location: Walnut Creek, California

BV.COM BLACK & VEATCH | UNDERSTANDING OF PROJECT AND CITY NEEDS 9 Understanding of Project and City Needs

PROJECT UNDERSTANDING
Like many utilities, the City of Yuba City is facing the challenge of balancing the needs of maintaining and improving its infrastructure and operations and increasing resilience to climate change impacts – all while delivering safe, reliable, and affordable services to its customers in a fiscally responsible manner.

Located in Northern California, about 43 miles north of Sacramento, the City has a service area of approximately 15 square miles at the northeastern end of Sutter County. The City provides water and wastewater services to its residents through a complex aboveground and below-ground infrastructure network.

The City’s water and wastewater utilities are part of the Utilities branch within the Public Works Department. They have a total of 41 budgeted full-time employees. The City’s wastewater system is a collection and treatment system that discharged treated effluent into the retention ponds or the Feather River. The water system obtains water from the Feather River and is supplemented by groundwater wells and purchased surface water.

The COVID pandemic, increasing severity of drought, ongoing and newly identified capital needs, and diminishing reserves are testing the City’s resiliency. The City wishes to obtain a qualified consultant to conduct a water and wastewater Rate study.

The City hopes to address the following elements in this study: rising water and wastewater costs and the need to improve infrastructure and meet future growth and demands. These elements have different impacts on the water and wastewater systems; therefore, the study will assess and evaluate the City’s current rates to support its goal of financial resilience and support its mission of enhancing the quality of life in the community with dependable water and wastewater services, equitable cost recovery across customer classes, and affordable rates.

FIGURE 1 RATE STUDY DRIVERS
Black & Veatch’s methodology and approach are rigorous and repeatable. We adhere to industry guidelines and best practices in setting rates. In the Post – San Juan Capistrano era, we work closely with your legal counsel to affirm the legal framework for the study and build the Administrative Record to demonstrate a clear nexus between cost and service provided.

Finally, we work collaboratively with our clients and their Public Information departments to help translate “technical” speak into “every day” language to inform, educate, and engage the rate payers.

BV.COM BLACK & VEATCH | METHODOLOGY 10
Methodology

PROJECT METHODOLOGY AND EXECUTION HIGHLIGHTS
OUR PROJECT METHODOLOGY STARTS WITH THE LOGICAL PREMISE BEGINNING WITH THE “CRITICAL THINKING”

OF ISSUES AND STRATEGIES AND FOLLOWING THROUGH WITH STRUCTURED AND THOUGHTFUL EXECUTION THAT ENGAGES ALL STAKEHOLDERS.

Rigorous and Repeatable Methodology
In performing the services requested in this study, Black & Veatch will utilize the following principles and analytical approaches:
 Use Industry accepted and defensible cost allocation and ratesetting principles based on the American Water Works Association (AWWA), Principles of Water Rates, Fees, and Charges, Manual M1 and Water Environment Federation (WEF) Financing and Charges for Wastewater Systems, Manual of Practice No. 27 (MoP 27).  Reflect the City’s specific financial practices and policies, including policies on capital program financing, debt service, reserve requirements, and incorporating industry financial best-practice principles and metrics.
 Develop a balanced series of revenue adjustments, as required, based on defensible cost allocations and a practical approach to rate change recommendations that balance revenue adequacy, equity of cost recovery, bill impact, and ease of understanding and administration.

Multi-Faceted Integrated Work Structure
In alignment with the study’s objectives, Black & Veatch has defined an integrated work structure, as illustrated in Figure 3.

FIGURE 3 INTEGRATED WORK STRUCTURE
FIGURE 2 PROJECT EXECUTIONHIGHLIGHTS

BV.COM BLACK & VEATCH | METHODOLOGY 11
The key components of our methodology consist of the following:
 Financial Planning. Rates and charges should generate adequate revenues to meet the operating and capital costs and provide financial stability. The analysis will be conducted and modeled to provide for scenario “what-if” assessment, considering different assumptions related to growth, revenue, and expenses.  Cost of Service. The analysis will evaluate the existing utilities and the relative load placed on the systems by the different customer classes to allocate costs based on services received fairly. The cost-of-service analysis will be based on industry standards and methodologies prescribed by AWWA’s M1 and WEF’s MoP 27. Our approach combines engineering design considerations with operational realities to support defensible cost allocations.
 Rate Design. Rates do more than recover costs. Within the legal Proposition 218 framework and industry standards, properly designed rates should support the City’s objectives, such as revenue stability. Black & Veatch will help develop rates and charges that are defensible and industry standard. The City will benefit from our national experience with large, complex water and wastewater utilities and knowledge of creating and implementing different rate designs.

Robust Financial Modeling and Training
We are proud to say that many of our clients have used Black & Veatch models for decades for their rate-setting plans. And we support these models when clients move to different spreadsheet programs (e.g., Lotus to Excel) and operating systems (e.g., Windows 7 to Windows 10).

When working with complex models, we believe people learn better through hands-on activities and effective knowledge transfer. To that end, we have our clients review the models that we develop as we develop them so you trust the results generated. Our models have centralized inputs and dashboards to help manage and present data and analyses. Issues logs are included to support the Administrative Record.

Compelling Case for Action
How do you make a compelling case for action? By proactively engaging with stakeholders at all levels early in the rate-setting process.

As illustrated in Figure 4, we emphasize the “Four E’s” in our communication – (i) Evaluate needs; Educate stakeholders on issues/solutions; Engage to solicit feedback/ ideas; and Embrace their input, to the extent practical, in final solutions. We have used this proven approach at utilities of all sizes, including California cities such as San Diego, Long Beach, Simi Valley, Santa Ana, Santa Clara, and Menlo Park, to achieve successful study outcomes.

The Black & Veatch Team is adept at conducting a multi-level stakeholder engagement to facilitate buy-in from the decision-makers and the City’s customers. Our process includes presentations and discussions with the administration, briefing sessions with councils, boards, and commissions, executive committee presentations, and public open houses.

FIGURE 4 OUR “FOUR E’S PRINCIPLES”

BV.COM BLACK & VEATCH | METHODOLOGY 12

PROJECT APPROACH
BLACK & VEATCH’S APPROACH FOCUSES ON USING ENGINEERING-BASED ANALYSES TO SUPPORT FAIR COST ALLOCATIONS.

In California’s increasingly litigious environment, rate studies have come under more scrutiny than ever. We believe that clients should be prepared for this increased examination. Our approach is proactive and wholly focused on establishing usage characteristics and determining the nexus between costs incurred and customer service level. Below is a summary of the study objectives and our approach to achieving them.

OBJECTIVE ISSUES APPROACHES HOW WE EXECUTE
Develop five-year financial
plans for water and
wastewater to meet
operating, capital, debt
service, and reserve
requirements.
 Increased
operating costs
due to water
supply contracts
 Inflation issues
driving costs up
 Need for
replacement of
infrastructure
 Historical usage and
billing determinants
assessment.
 A careful review of
cost inflation factors
 Capital planning and
financial scenarios
Benefit to the City: An integrated financial plan that helps you understand the impacts of operating and capital needs on existing rates

Perform a cost-based rate
analysis that assigns
proportionality to the
customer classes and meets
statutory requirements.
 Detailed cost
allocations to
support Prop 218
requirements
 Update customer
classes, if needed
 Data-driven,
engineering-based
cost allocations.

Keystone to the
Study.
 Defensible cost-ofservice principles
Benefit to the City: A defensible cost allocation approach across the customer groups served
Develop rate and reserve
recommendations
considering the impact on
the community’s economic
well-being.
 Incorporate
mandated water
conservation
targets
 Affordability and
fixed income
 Cost nexus for all
rate components
 Examine the existing
rate structures
 A clear buildup of
rates to
demonstrate cost
nexus and meet
Prop 218
requirements
Benefit to the City: The design of fair rates based on informed decisions consistent with operating, capital, and stakeholder requirements

BV.COM BLACK & VEATCH | SCOPE OF SERVICES AND DELIVERABLES 13 Scope of Services and Deliverables
Task 1. Project Kick-off
Black & Veatch will conduct a kick-off meeting with City staff at the beginning of the project to understand goals and objectives and to establish responsibilities, schedules, and milestones throughout the study. In addition, Black & Veatch will develop a data request list for pertinent financial and operational documents used throughout the project. At a minimum, the following documents will be requested:
 Summary of revenue budgets. Data covering rate schedules, the basis for billings, revenue data, and consumption records for all customer classes for the most recent five years.  Summary of operation and maintenance (O&M) budgets. Data covering known or projected changes to O&M expenses, such as labor costs, contract services, utilities, etc.  A five-year major capital improvement project plan with estimated costs and scheduling.  The latest documents related to debt issues include official statements that provide information about debt service, bond covenants, debt service coverage requirements, etc.  Latest master plans and other relevant documents.

Deliverable: Project Management Tracking Workflow and Data Request Task 2. Rates and Fees Analysis
Black & Veatch will work with City staff to assess the City’s current rate structure and fees and to produce recommendations for the approach and structure of the City’s future rates and fees. Specific subtasks include:

Rate Structure
Black & Veatch will review the City’s current rate structure and billing type and recommend a rate structure that will be suitable for the City. Water rates include a current baseline by meter size and a uniform water consumption charge, while the current wastewater rate structure is by land use. A review of economically disadvantaged and fixed-income customers and the inclusion of accessory dwelling units into water and wastewater charges will be examined.

Fees and Penalties
Black & Veatch will review the City’s fees and penalties associated with delinquencies, shut-offs, payment plan fees, and late action procedures.

Debt Coverage
Black & Veatch will project debt service coverage for the forecast period base on principal and interest payments on outstanding debt obligations and any projected future bonds or state revolving fund loans for major capital improvements.

Reserves
Black & Veatch will review the existing reserve fund requirements and balances. Adequate reserve levels will be recommended based on a review of reserve funding requirements, industry standards, and state regulations.

Applicable bond ordinance requirements will be reviewed along with any relevant utility policies.

BV.COM BLACK & VEATCH | SCOPE OF SERVICES AND DELIVERABLES 14 Regional Rate Comparison
Black & Veatch will obtain rates for ten (10) neighboring agencies and calculate typical residential and nonresidential bills to show how the existing and proposed rates for the City compare to other local municipalities.

Typical Bill
Black & Veatch will perform water and wastewater typical bill comparisons for single-family and commercial customers to show the potential impact of the recommended rates.

Deliverable: Rate Structure Options and Regional Rate Comparison Task 3. Water
Black & Veatch will conduct the financial plan, cost of service analysis, and rate design for the water utility.

Specific subtasks include:

Financial Plan
Black & Veatch will prepare a financial plan summarizing the revenues and revenue requirements projections to
determine revenues' adequacy under existing rate levels to meet operating and capital needs for the five-year
study period. Forecasted revenue will include revenue
under existing rates for water service, funds generated from other operating income, and interest income.

Revenue requirements will include operation and
maintenance expenses, routine capital expenditures, the revenue financed portion of major capital improvements, and any applicable debt service costs or other anticipated obligations. Adjustments will be made to allow any
required revenue increases to meet revenue requirements over the study period and to minimize the impact of rate increases on the City’s customers to the extent possible.

Cost of Service Analysis
Black & Veatch will perform a water cost-of-service allocation using the Base-Extra Capacity Method endorsed by the AWWA M1. Under cost-of-service principles, costs are allocated to the different customer classes in proportion to their water system use. As recommended by AWWA, Black & Veatch will distribute functional costs to the base (average load conditions), extra capacity (peaking), and customer-related parameters. This allocation methodology produces unit costs for allocation to individual customer classes based on the projected customer service requirements.

Rate Design
Black & Veatch will utilize the recommendations from Task 2 to design water rates and charges that meet City objectives and Proposition 218 requirements. Proposition 218 provides the regulatory framework that guides and informs the rate-setting process, while the cost-of-service analyses provide the cost nexus for the proposed rate structures.

Other specific elements that will be considered in performing the water rate study include:
 Water supply costs, including purchased water costs and curtailments during drought conditions.

BV.COM BLACK & VEATCH | SCOPE OF SERVICES AND DELIVERABLES 15  Water demand, conservation, and loss aligned with the City’s Water Shortage Contingency Plan, regulatory water loss goals, and revenue stability.
 Operating budget needs (including intra-city costs) for the different divisions and the capital improvement program budget needs.

Deliverable: Proposed Water Rates for Five-Years and Water Conservation Recommendations Task 4. Wastewater
Black & Veatch will conduct the financial plan, cost of service analysis, and rate design for the wastewater utility.

Specific subtasks include:

Financial Plan
Black & Veatch will prepare a financial plan summarizing the revenues and revenue requirements projections to determine revenues' adequacy under existing rate levels to meet operating and capital needs for the five-year study period. Forecasted revenue will include revenue under existing rates for wastewater service, funds generated from other operating income, and interest income. Revenue requirements will include operation and maintenance expenses, routine capital expenditures, the revenue financed portion of major capital improvements, and any applicable debt service costs or other anticipated obligations. Adjustments will be made to allow any required revenue increases to meet revenue requirements over the study period and to minimize the impact of rate increases on the City’s customers to the extent possible.

Utilizing the scenario builder in our rate model, Black & Veatch can prepare cash flow scenarios reflecting changes in different assumptions such as customer usage, operating expenses, capital costs, and capital funding options.

Each scenario will evaluate the ability of each system to fund revenue requirements under the current rates and the level of future revenue adjustments needed to meet obligations, including reserve requirements.

Cost of Service Analysis
Black & Veatch will perform a wastewater cost-of-service allocation using the Functional Cost Allocation Method endorsed by the WEF MoP27. Like the methodology used for water systems, the wastewater cost of service analysis allocates costs to the different customer classes in proportion to their use of the wastewater system. This allocation methodology produces unit costs for allocation to individual customer classes based on the projected customer service requirements. As recommended by WEF, Black & Veatch will distribute functional costs to volume, capacity, strength, and customer-related parameters.

Rate Design
Black & Veatch will utilize the recommendations from Task 2 to design wastewater rates and charges that meet City objectives and Proposition 218 requirements. Proposition 218 provides the regulatory framework that guides and informs the rate-setting process, while the cost-of-service analyses provide the cost nexus for the proposed rate structures.

Other specific elements that will be considered in performing the wastewater rate study include:
 NPDES permit requirements to be issued in spring 2023.

BV.COM BLACK & VEATCH | SCOPE OF SERVICES AND DELIVERABLES 16  Operating budget needs (including intra-city costs) for the different divisions and the capital improvement program budget needs.
 Debt service and other fiscal impacts of the Outfall Diffuser Replacement Project and its funding feasibility.  Review the septage hauler program, including updating fees and construction of a hauler station.  Analyze internal and commercial laboratory services to determine the funding ratio between rates and laboratory revenue.
 Review rates for schools, including a rate structure review (currently per student per year).  Review industrial customer class rates and update current wastewater rates for industrial customers, considering industrial water rates, and evaluating rate structure.  Regulatory compliance operational and capital funding requirements.  Stormwater system evaluation includes CCTV review, full system mapping, and broken line identification.

Deliverable: Proposed Wastewater Rates for Five-Years, Septage Hauler Fee, and Industrial and School Rate Structure
Task 5. Adoption and Implementation
Black & Veatch will work with City staff to perform necessary subtasks to facilitate the adoption and implementation of the rate study and recommended rates and to prepare for post-study needs. Specific subtasks include:

City Ordinances
Black & Veatch, in consultation with the City staff and counsel, will review City updates to the water and wastewater rate ordinances for adherence to the rate study findings, including Proposition 218 maximum rates, changes to rate structure, new proposed fees, and any other recommendations from the rate study that the City elects to add.

Deliverable: Review of Water and Wastewater Ordinances
Rate Model
Black & Veatch will develop two independent Microsoft Excel-based rate models for each utility that encompasses financial planning, service cost, and rate design. The models will contain the following features:
 Specifically tailored and designed to recognize the City’s utilities' unique needs, characteristics, and information base, including matching the City’s budgetary and accounting structures.  Conduct “what-if” analyses reflecting the impact of changes in significant system variables such as water conservation, droughts, revised budgeted revenues and expenditures, changes in capital improvement program schedules, and policy decisions.
 Incorporation of user-friendly features, including fully automated preprogrammed print and navigation menus, customized icons for specific model functions, and other features.

The following screenshots are demonstrations of the Black & Veatch model.

BV.COM BLACK & VEATCH | SCOPE OF SERVICES AND DELIVERABLES 17  General Navigation: A link system
that allows the user to switch
between sections using simple
navigation links.
 Dashboard: A dashboard system allows users to create scenarios for financial planning and rate revenue increases.

Black & Veatch will provide the City with one (1) training session on the rate models. During the study, we typically provide working versions of the rate models to provide City staff familiarity with the rate models and to feel confident that the rate models are working properly.

Deliverable: Two Rate Models and Formal In-Person Training (4 hours) Public Outreach
Black & Veatch will assist the City with outreach and public relations throughout the Proposition 218 process and implementing the new rate schedule. Support includes creating Proposition 218 notices to customers, two (2) flyers for insertion in the utility bills (one (1) regarding the Proposition 218 process and one (1) regarding the rates and information upon adoption), and social media and website content. Social media and website content can vary significantly. Therefore, Black & Veatch requests these items be considered as additional scope of services to allow for further details to be determined.

Deliverable: Draft Prop 218 Public Notice and Two Bill Inserts Task 6. Preliminary Draft
Black & Veatch will prepare a draft report that will include a discussion of all assumptions, study approach, a summary of findings of the financial plan, results of the cost-of-service analysis, proposed rate schedules, and a memorandum summarizing the findings and recommendations of the study.

Deliverable: Draft 2024 Utilities Rate Study Report

BV.COM BLACK & VEATCH | SCOPE OF SERVICES AND DELIVERABLES 18 Task 7. Final Draft
Black & Veatch will consider feedback and City Requests to prepare a final report for presentation to City Council and the public during Council Workshop sessions.

Deliverable: Final 2024 Utilities Rate Study Report
Task 8. Town Hall Meetings
Black & Veatch will assist with conducting five (5) town hall workshops, one (1) located within each of the five (5) Council districts. Black & Veatch will prepare necessary workshop presentations and materials, as requested, to educate City Council representative(s) and interested utilities customers on the rate study and Proposition 218 process and may make suggestions to be implemented into the rate study prior to final Council review and official acceptance.

Task 9. Council Workshops
Black & Veatch will assist with conducting and preparing necessary workshop presentations and materials, as requested, for one (1) official in-person public workshop whereby City Council and interested utilities customers may make public comments and suggestions to be implemented into the rate study prior to official acceptance of the Utilities Rate Study 2024 and the start of the Proposition 218 process.

Task 10. Support - Proposition 218 through Adoption
Black & Veatch will support City staff throughout the study acceptance, Proposition 218 process, rate adoption, and implementation. Support services may include, but are not limited to, presence at one (1) in-person City Council meeting to answer questions and/or make presentations; conduct, create, or participate in public outreach; produce alternative rate scenarios, designs, etc. Any additional in-person meetings identified will be considered additional scope of services.

Task 11. Final Utilities Study 2024 Report
Black & Veatch will prepare a Final Utilities Rate Study 2024 report incorporating all changes approved throughout the rate study process. The final report will also include summaries of all completed actions of the City Council, the final rates as adopted, the final rate structure, an explanation of how those rates were calculated, a summary of the Proposition 218 process and results of customer voting, and projected revenue under the adopted rates and rate structure.

Deliverable: Final 2024 Utilities Rate Study Administrative Record

PROPRIETARY AND CONFIDENTIAL INFORMATION
BV.COM BLACK & VEATCH | PROJECT SCHEDULE 19
Project Schedule
The study schedule was designed with the receipt of notice to proceed on February 3, 2023. The schedule assumes timely receipt of requested data, timely turn-around on materials submitted for review, and access to the City’s staff and other stakeholders for meetings. As stated in the RFP, the City wishes to complete the study for rates to be implemented on July 1, 2024.

Task Duration
Task 1: Project Kick-off February 3, 2023
Task 2: Rates and Fees Analysis February 2023 to March 2023 Task 3: Water March 2023 to August 2023
Task 4: Wastewater March 2023 to August 2023
Task 5: Adoption and Implementation August 2023 to October 2023 Task 6: Preliminary Rate Study Draft Report October 13, 2023 Task 7: Final Rate Study Draft Report December 1, 2023
Task 8: Town Hall Meetings January 2024
Task 9: Council Workshop February 9, 2024
Task 10: Support - Proposition 218 through the Adoption March to May 2024 Task 11: Final Utilities Rate Study Report May 2024
Disclosures
Conflict of Interest
Black & Veatch does not foresee any general potential conflicts of interest in executing the scope of work with the City. In addition, no current clients have a financial interest in the outcome of this contract or projects that will follow.

Litigation
Black & Veatch Holding Company and its affiliates constitute a large, international engineering and construction firm. Like similarly sized firms, we may be involved with claims and litigation at any given point in time. Black & Veatch maintains a program of insurance to protect against claims arising from its work. In the opinion of Black & Veatch management, no pending claim or litigation will have a material impact on Black & Veatch’s ability to execute this project.

EXHIBIT 1B

CLIENT NAME
RFQ NO.

PROPRIETARY AND CONFIDENTIAL INFORMATION
APRIL 12 2019

ATTACHMENTS PROPOSAL FOR CITY OF YUBA
2022-RFP-02 | NOVEMBER 18, 2022
Utilities Rate Study 2024

Black & Veatch Management Consulting, LLC
550 S. Hope Street, Suite 2250, Los Angeles, CA 90071
P +1 913-458-4377 | E [email protected]
November 18, 2022
Phillip Marler
Deputy Public Works Director – Utilities
City of Yuba City
Wastewater Treatment Facility
302 Burns Drive
Yuba City, CA 95991
RE: Utilities Rate Study 2024
Dear Mr. Marler:

In response to the City of Yuba (City) request for Water and Wastewater Rate Study, Black & Veatch Management Consulting, LLC (Black & Veatch) presents this price proposal for your consideration.

Included in this submittal are the reference attachments requested in the RFP. We attest that all items and information included in the price proposal is truthful and accurate.

We are sincerely interested in providing these professional services and believe our overall experience and highly qualified personnel provide the best service value to the City. Please contact the Project Director, Ms. Ann Bui, if you have any questions or require additional information.

Very truly yours,
Chris Klausner
Associate Vice President

BV.COM BLACK & VEATCH | TABLE OF CONTENTS i
Table of Contents
COST PROPOSAL ............................................................................................................................ 1 REFERENCES................................................................................................................................... 3 RESUMES........................................................................................................................................ 4 W9 AND STATE BUSINESS VERIFICATION.................................................................................. 20 CERTIFICATE OF STATUS ............................................................................................................. 21

BV.COM BLACK & VEATCH | COST PROPOSAL 1
Cost Proposal
Based on the scope of services outlined in the proposal, Black & Veatch proposes to perform the scope on a time-and-materials basis for a not-toexceed amount of $159,705 inclusive of anticipated direct expenses as shown in Table 1. Direct expenses include but are not limited to mileage, car rental, hotels, meals, and reproduction costs.

TABLE 1 PROJECT COSTS

TASK DESCRIPTION

PROJECT

DIRECTOR

PROJECT

MANAGER
LEAD

FINANCIAL

ANALYST

FINANCIAL

ANALYST
ADMIN

SUPPORT TOTAL COST
Team Member Bui Morales Villalobos Staff Staff
Hourly Billing Rate $365 $275 $240 $185 $160
Task 1: Project Kick-off 1 3 9 12 0 $5,570
Task 2: Rates and Fees Analysis 1 9 17 32 0 $12,840
Task 3: Water 3 35 62 152 0 $53,720
Task 4: Wastewater 3 23 48 112 0 $39,660
Task 5: Adoption and
Implementation 0 8 7 20 4 $8,220
Task 6: Preliminary Rate Study
Draft Report 1 4 8 28 0 $8,565
Task 7: Final Rate Study Draft
Report
2 4 2 4 0 $3,050
Task 8: Town Hall Meetings 5 12 4 2 2 $6,775
Task 9: Council Workshop 1 3 2 2 2 $2,360
Task 10: Support - Proposition
218 through Adoption 1 10 8 10 4 $7,525
Task 11: Final Utilities Rate
Study Report 0 2 10 12 0 $5,170
Total Hours 18 113 177 386 12 $153,455
Direct Expenses $6,250
Total Fee $159,705

BV.COM BLACK & VEATCH | COST PROPOSAL 2
In the development of the costs, Black & Veatch assumed the following:
 In Person Meetings: (1) Kick-off meeting, (1) Rate Model Training Session, (5) Town Hall Workshops, (1) City Council Workshop, and (1) City Council Meeting associated with Proposition 218 public hearing.  For the Town Hall Workshops, it is assumed that the Town Hall Workshops will occur over a three-trip time span. Example: Workshops 1 and 2 will occur back-to-back in Week 1, then Workshops 3 and 4 will occur back-to-back in Week 2, and Workshop 5 will occur on its own in Week 3.  For the Proposition 218 Support, it is assumed that there is one City Council meeting where rates will be adopted. Shall there be a need for additional meetings, they can be determined later. Therefore, additional meetings are not incorporated in the price.
 Any social media and website content will be developed later to allow the City to best determine what is appropriate. Therefore, these elements are not incorporated in the price.

Upon request and authorization by the City via an addendum to the agreement, any additional services or meetings not identified in the scope of services will be negotiated with the City upon developing a scope of work.

BV.COM BLACK & VEATCH | REFERENCES 3
References
Black & Veatch presents three (3) client references that illustrate our prior experience in providing water and wastewater utility financial planning, cost of service analysis, rate design, stakeholder engagement workshops and presentations, benchmarking, and other rate study related services to utilities in California.

The projects represent our work experience similar to what the City has requested in the RFP and members of our project team have played key roles in these projects. The project descriptions are included in the proposal under the Experience and Qualification section.

CLIENT REFERENCE PROJECT MEMBERS
City of Santa Clara, CA MR. GARY WELLING
Director of Water & Sewer
1500 Warburton Ave
Santa Clara, CA 95050
☎ +1 408-615-2018
✉ [email protected]
Project Director: Ann Bui
Project Manager: Alberto Morales
City of Menlo Park, CA MS. PAM LOWE
Senior Civil Engineer
701 Laurel St.

Menlo Park, CA 94025
☎ +1 650-330-6745
✉ [email protected]
Project Director: Ann Bui
Project Manager: Alberto Morales
City of Banning, CA MR. ARTURO VELA
Director of Public Works
99 E. Ramsey Street
Banning, CA 92220
☎ +1 951-922-3134
✉ [email protected]
Project Director: Ann Bui
Project Manager: Alberto Morales
In addition to the provided reference projects, we are currently engaged in rate studies for the following utilities:
 City of Napa, CA – Water Rate Study
 City of Oakland, CA – Wastewater Rate Study (as part of Master Planning study)  City of Manhattan Beach, CA – Wastewater Rate Study
 City of Newport Beach, CA – Water and Wastewater Rate Study  LA Sanitation (LASAN), CA – Clean Water System Rate Action and Outreach (Starting January 2023) All of these additional projects include financial planning, cost-of-service analyses, and rate design elements. They also include public workshops, meetings, and assistance with Proposition 218 public notices.

BV.COM BLACK & VEATCH | RESUMES 4
Resumes

BV.COM BLACK & VEATCH | RESUMES 5
Ann Bui
Project Director
Ms. Ann Bui serves as a Senior Managing Director with Black & Veatch’s Global Advisory business. Besides providing clients with strategic financial management strategies, her responsibilities include driving growth and innovation to utilities in financial and advisory planning, climate solutions, resiliency and sustainability issues, and asset integrity.

Ann has more than 30 years of experience with clients in North and South America, Europe, and Asia gained through more than 450 engagements, providing financial and business planning services for public and investor-owned utilities of all sizes.

Her recent assignments have focused on reducing carbon footprints for energyintensive activities, water insecurity, addressing affordability and assistance program needs, and developing innovative approaches for structuring alternative delivery projects using private and public financing instruments.

She has prepared financial feasibility reports supporting more than $15 billion of revenue bond sales, $8 billion in state revolving fund loans, and over $1 billion of grant applications. Her work on due diligence efforts have supported the successful buy-side/sell-side of water and wastewater assets totaling over $10 billion.

Over the past two decades, Ms. Bui has provided expert witness testimony in front of the California Public Utilities Commission, the Indiana Utilities Regulatory Commission, and the Kentucky Public Service Commission.

An active proponent of advancing the water industry, Ms. Bui is a long-standing member of several industry associations. She is a past Chair of the American Water Works Association (AWWA) Finance, Accounting, and Management Controls Committee and is involved with AWWA’s Rates and Charges Committee, the National Association of Clean Water Agency’s Utility Management Committee, and with the Water Environment Federation (WEF).

Ann serves as an author, editor, and peer reviewer for many of the rate-making industry’s manuals of practice, including AWWA’s M1 – Principles of Water Rates, Fees and Charges, the current update to M1, the current update of WEF’s Manual of Practice 27, Financing and Charges for Wastewater Systems, and WEF’s User-Fee Funded Stormwater Program. She is the lead author and editor of AWWA’s book Financial Management for Water Utilities: Principles of Finance, Accounting and Management Controls. Presently, Ann is the Chair for the update to AWWA’s M29 – Water Utility Capital Financing.

EDUCATION
Masters, Business Administration,
Finance, University of California –
Davis, 1995
MS, Chemical Engineering,
University of California Los Angeles,
1989
BS, Chemical Engineering,
University of British Columbia,
1986, Canada

YEARS EXPERIENCE
32 PROFESSIONAL REGISTRATION
License, Engineer-In-Training,
#XE094654, California, 1995

PROFESSIONAL ASSOCIATIONS
AWWA
Past Chair - AWWA’s Finance,
Accounting & Management
Controls Committee
Member – AWWA’s Rates &
Charges
WEF
NACWA’s Utility Management
Committee

RELEVANT EXPERTISE
Financial & Management Consulting
Services; Debt Issuance Support;
Elasticity Studies; Cost of Service &
Rate Design; Institutional &
Organizational Studies; Alternative
Financing; Valuations/M&A

BV.COM BLACK & VEATCH | RESUMES 6

REPRESENTATIVE NATIONAL EXPERIENCE
Philadelphia Water Department, PA │ Water, Wastewater and Stormwater Cost of Service Studies │ 2003 – 2006; 2017-Present
Project Director. Ms. Bui has worked with the City of Philadelphia since 2003 and currently serves as the Project Director for Black & Veatch’s multi-utility cost of service work with the PWD. Comprehensive services performed include grant, loans, and revenue bond financing, the first municipal rate rider for the tiered customer assistance program, development of an impervious area-based stormwater fee, revenue audits, and expert witness testimony.

Washington Suburban Sanitary Commission, MD │ Comprehensive Water and Wastewater Rate Study │ 2016-Present
Project Director. Ms. Bui is the project director responsible for Black & Veatch’s engagement with WSSC Water. Since 2016, we have completed numerous assignments with WSSC Water, including conducting a comprehensive water and wastewater rate study, analysis and development of a new overhead cost allocation methodology, creation of miscellaneous fees, and provided litigation support to WSSC on ratesetting matters in front of the Maryland PSC.

Sewerage and Water Board of New Orleans, LA │ Operations Reports, Comprehensive Financial Planning & Cost of Service Studies & Customer Assistance Program │ 2017-Present Project Director. Ms. Bui serves as the Project Director for Black & Veatch’s ongoing engagement for SWBNO. Our work for SWBNO has been on a continual basis for over 50 years. Services provided include the annual report on operations for water, wastewater, and storm drainage utilities, including evaluation of management, operations, financing and compliance with bond covenants; engineering bond reports; rate studies, and the development of SWBNO’s first comprehensive customer assistance program.

REPRESENTATIVE CALIFORNIA PROJECT EXPERIENCE
County of San Diego, CA │ Wastewater & Water Rate Studies │ 2015-Present Project Director. Ms. Bui serves as the Project Director for Black & Veatch’s ongoing engagement with the County of San Diego’s Department of Public Works. The engagement with the County has included comprehensive water and wastewater rate studies as well as specialized studies. Recently, we performed a rate study focused on creating a water rate for the Live Oaks area, which the County was taking over from a private water utility. New rates were approved via the Prop 218 process. Immediately following this study, we updated the County’s wastewater rate study.

City of Santa Clara, CA │ Water and Wastewater Rate Study │ 2017 - Present Project Director. Ms. Bui serves as the Project Director for Black & Veatch’s continuing work for the City of Santa Clara. The City dealt with Covid-19 changes in consumption at the end of fiscal year 2020, therefore the study incorporated changes to the expect possible in the development of their yearly rates.

The City performs a cost-of-service study on a yearly basis.

Project Director. Since 2012, Ms. Bui has served as the Project Director for Black & Veatch’s engagements with the City of Napa. These projects have included developing financial plans, conducting cost-of-service analyses, and evaluating alternative rate structures to support numerous water and recycled water rate studies. As part of the last rate study and the current one, we are examining drought impacts and the City of Napa, CA │Water Rate Studies │ 2012-2014, 2016-2017, 2019, & 2022-Present

BV.COM BLACK & VEATCH | RESUMES 7
impact of mandatory water restrictions. Ms. Bui’s team prepared Prop 218 notices, developed stakeholder outreach presentations, and supported the City throughout the Prop 218 process. Finally, the Black & Veatch team also conducted evaluations of the City’s capacity fees to incorporate planned growth and development needs.

City of Burbank, CA │ Wastewater Cost of Service & Connection Fee Study │ 2012-2013 and 2020-Present
Project Director. Ms. Bui leads this wastewater cost of service study. In this role, she oversaw the team’s work in performing a cost-of-service analysis on the City’s wastewater utility. The result updated the rate structure for all customer classes. In addition, we assisted the City in reviewing and updating their connection fee for new connections to align methodologies and fee structures with those charged by Burbank Water and Power.

City of Menlo Park, CA │ Water Rate & System Development Charges Study │ 2019-2021 Project Director. Ms. Bui is the Project Director for this water rate study, working with Public Works to develop water rates. The study includes a financial plan, cost of service and rate design. The rate design component incorporates drought charges based on the City’s four drought phases. The study is also developing system development charges for new connections to the water system.

Central Contra Costa Sanitation District, CA │ Special Facility System Development Charges Study │ 2019
Project Director. The District retained the Black & Veatch led by Ms. Bui to review its system development charges. Specifically, the District requested us to look at approaches for handling the growth of outdoor dining areas. The District’s current capacity fee methodology does not contemplate how to address this phenomenon. Black & Veatch worked with District staff and water agencies and cities within the District’s service area to develop a system development charge approach that captures this incremental expansion.

City of Simi Valley, CA │ Wastewater Rate Study │ 2019
Project Director. Ms. Bui served as the Project Director for the City’s sanitary sewer rate study. The study included a multi-year financial plan, cost of service analysis, and rate design. The conclusion was a final report that satisfied Proposition 218 requirements. In addition, Ms. Bui led the effort in developing system development charges for the sanitation district.

City of Santa Ana, CA │ Asset Management and Water/Wastewater Rate Study│ 2012-2014 and 2015-2016
Project Director. Ms. Bui served as the Project Director for the City of Santa Ana’s asset management and water/wastewater rate study. This study involves developing a program for the City that provides the basis for long-term asset management and development of the City’s repair and replacement schedule.

Black & Veatch then fed these inputs into the City’s water and wastewater rate study. Black & Veatch completed the initial development of an asset review using its iCIP program. Black & Veatch used the outputs from the iCIP program to develop several cost-benefit scenarios illustrating the economic impact to the community through deferring CIP projects, as well as the rate impact to the utilities and the compromised service levels.

BV.COM BLACK & VEATCH | RESUMES 8
Western US - Water, Wastewater, Stormwater, & Solid Waste Utility Enterprise Financial Planning, Rate & Cost-of-Service Studies, Indirect Cost Allocations, Management Audits /Organizational Assessment Studies, & Business Planning Activities
 Glendale, AZ
 Phoenix, AZ
 Tucson, AZ
 Flagstaff, AZ
 Scottsdale, AZ
 Henderson, NV
 Las Vegas, NV
 Santa Monica, CA
 Los Angeles Bureau of
Sanitation
 Long Beach, CA
 Orange, CA
 Palo Alto, CA
 Napa, CA
 South Gate, CA
 San Diego, CA
 County of San Diego, CA
 Cambria Community
Services District, CA
 Marin Municipal Water
District, CA
 Helix Water District, CA
 Rancho California Water
District, CA
 Indio Water Authority, CA
 San Clemente, CA
 Soledad, CA
 San Joaquin County, CA
 Port Hueneme, CA
 Santa Ynez River Water
Conservation District, CA
 Guam Waterworks
Authority
 Salem, OR
 Oxnard, CA
 Los Angeles, Stormwater
Division
 San Juan Capistrano, CA
 Downey, CA
 Camrosa Water District,
CA
 Pico Rivera, CA
 Leucadia Water District,
CA
 Soquel Creek Water
District, CA
 Yuba City, CA
 Antioch, CA
 Encinitas Wastewater
Authority, CA
 Escondido, CA
 Dublin San Ramon Service
District, CA
 Padre Dam Municipal
Water District, CA
 Sweetwater Authority, CA
 Western Municipal Water
District, CA
 Cucamonga Valley Water
District, CA
 Patterson, CA
 Chino Hills, CA
 Riverside Public Utilities,
CA
 Vallecitos Water District,
CA
 Fountain Valley, CA
 Westminster, CA
 Santa Ana, CA
 Lomita, CA
 Atascadero Mutual Water
Company, CA
 Golden States Water
Company
 California American
Water
 Ontario, CA
 San Jose, CA
 County of San Bernardino,
CA
 Goleta Water District
 Burbank Water & Power,
CA
 Metropolitan Water
District of Southern
California
 Vallejo Flood Control
District, CA
 Central Contra Costa
Sanitation District, CA
 LA DWP, CA
 Santa Clara, CA
 Menlo Park, CA
 Olivehain Municipal
Water District, CA
 Port of San Diego, CA
 Simi Valley Sanitation, CA
 Banning, CA
 Manhattan Beach, CA
 Newport Beach, CA
 Tacoma, WA
 Cherry Hills Sanitation
District, CO
 Parker Water and
Sanitation District, CO
 Waste Management Inc.,
CO
 Southeastern Colorado
Water Conservancy
District, CO
 Las Campanas Water &
Sewer Cooperative, NM
 Suez Water, ID

BV.COM BLACK & VEATCH | RESUMES 9
Alberto J. Morales
Project Manager
Mr. Alberto J. Morales is a manager and serves as a project manager and lead financial analyst on financial planning, cost of service analyses, capacity fees, miscellaneous fees, capital prioritization, business processes, technical due diligence and market valuations for projects involving water, wastewater, and electric utilities.

Prior to joining the management consulting business of Black & Veatch, Mr.

Morales worked as a civil engineer specializing in the design, construction management and operations for water and wastewater utilities. Mr. Morales combines his civil engineering background with his financial experience to provide effective solutions for clients.

REPRESENTATIVE PROJECT EXPERIENCE
County of San Diego; Sewer Rate Study; San Diego, California; 2021 Project Manager. Mr. Morales serves as the project manager for a sewer rate study. In this role he is working closely with staff to develop rates for eight County Service Areas (CSAs) throughout the County. The County owns and manages the various wastewater CSA’s. While the County has smaller regional treatment plants, the County primarily sends its wastewater flow to the City of San Diego through a regional agreement. The study included a five-year financial plan, cost of service analysis, and rate design that will satisfy Proposition 218 requirements.

City of Aurora; Water and Wastewater Rate Study; Aurora, Illinois; 2020-2021
Project Manager. Mr. Morales serves as the project manager for a water and wastewater rate study update. In this role he is working close with staff to update rates, review of customer classification, incorporate a new residential affordability rate and new lead service line replacement fee. The customer classification review entails a review of City and County GIS data to compare the customer classifications. Any misalignment will be identified and addressed by the City. The rate study a financial plan, cost of service analysis, and rate design.

County of San Diego; Water Rate Study; Live Oak Springs, California; 2020 Project Manager. Mr. Morales served as the project manager for a water rate study. In this role he worked closely with staff to develop a new rate structure for a County Service Area (CSA) that has been recently acquired by the County. The County owns and manages a various wastewater CSAs, but Live Oak Springs CSA is their first water utility. The study included a three-year financial plan, cost of service

EDUCATION
Masters, Business Administration,
University Of California, Los
Angeles, 2005
MS, Civil Engineering, University of
California, Los Angeles, 2000
BS, Civil Engineering, University of
California, Los Angeles, 1999

YEARS OF EXPERIENCE
21 PROFESSIONAL REGISTRATIONS
License, Engineer-In-Training
#106878, California, 1999

PROFESSIONAL ASSOCIATIONS
AWWA

LANGUAGES
Spanish

RELEVANT EXPERTISE
Capital Prioritization; Cost of
Service Analyses; Financial
Planning; Project Management;
Technical Due Diligence

BV.COM BLACK & VEATCH | RESUMES 10
analysis, and rate design that will satisfy Proposition 218 requirements. The County Board of Directors approval to move forward with Proposition 218 requirements in late 2020.

City of Burbank; Wastewater Rate Study; Burbank, California; 2020-2021 Project Manager. Mr. Morales serves as the project manager for a wastewater cost of service study. In this role he is working close with the Assistant City Manager to perform a cost of service analysis on the City’s wastewater utility. The result will be an updated rate structure for all customer classes. In addition, Mr. Morales will assist the City in reviewing and updating their connection fee for new connections. The analysis will focus on alternative fee structures to better align with Burbank Water and Power.

City of Menlo Park; Water Rate and System Development Charges Study; Menlo Park, California; 2020-2021
Project Manager. Mr. Morales serves as the project manager for a water rate study. Mr. Morales is working with Public Works to develop water rates. The study includes a financial plan, cost of service and rate design. The rate design component incorporates drought charges based on the City’s four drought phases. The study is also developing system development charges for new connections to the water system. The study temporarily placed on hold in early 2020 as the City dealt with Covid-19. The City will update the rate study for fiscal year 2021 in late 2020/early 2021.

City of Santa Clara; Water and Wastewater Rate Study; Santa Clara, California; 2020-2021 Project Manager. Mr. Morales served as the project manager for an update to a water and wastewater rate study. Mr. Morales worked with the Director of Public Utilities and Management Analyst to update their water and wastewater rates. The City dealt with Covid-19 changes in consumption at the end of fiscal year 2020, therefore the study incorporated changes to the expect possible in the development of their yearly rates. The City performs a cost-of-service study on a yearly basis. 50 Largest Cities Rate Survey; United States; 2012-2021 Project Manager. Mr. Morales served as a project manager for updating an internal water and sewer rate survey of the 50 largest cities in the United States. The survey focused on comparing typical bills for various customer classes at different consumption intervals. The survey has been conducted by Black & Veatch since 2001 and is updated every 18 to 24 months. The survey provided utilities the ability to see how they compare to the largest water and sewer utilities in the across the country.

Florida Government Utility Authority; Consulting Engineer; Florida; 2019 Project Manager. Mr. Morales served as a project manager in analyzing the level of cost related to Florida Government Utility Authority’s (FGUA) operating contract with a third-party provider. The contract is for operation and maintenance and customer services such a billing. The study focused on assessing the pricing model by the third-party provider and benchmarking the costs to regional and national benchmarks.

Las Campanas Water and Sewer Coop; Water and Sewer Rate Study; Santa Fe, New Mexico; 2019
Project Manager. Mr. Morales served as the project manager for a water and sewer rate study. Mr.

Morales worked with staff and Board of Directors to develop a multi-year financial plan. The Coop was in the process of renegotiating contract service terms with its third-party operating partner and therefore sought an interactive rate model that could be used in the negotiations. Mr. Morales lead the effort in the cost of service and rate design for the Coop. In addition, Mr. Morales lead in an additional reserve study which provided the Coop a benchmark for setting reserve requirements for both operating and capital.

City of Simi Valley; Simi Valley, California; 2019

BV.COM BLACK & VEATCH | RESUMES 11
Project Manager. Mr. Morales served as the project manager for a sanitation (sewer) rate study. In this role he is worked closely with City staff and an independent rate consultant who was performing a water rate study. The study included a multi-year financial plan, cost of service analysis, and rate design. The conclusion was a final report that satisfied Proposition 218 requirements. In addition, Mr. Morales lead the effort in developing system development charges for the sanitation district.

Olivenhain Municipal Water District; Review of Recycled Water Charges; Encinitas, California; 2019
Project Manager. Mr. Morales served as a project manager in a review of Olivenhain Municipal Water District’s (OMWD) recycled water charges. OMWD purchased recycled water from Vallecitos Water District (Vallecitos) through an agreement that was established in 2003. Over the years, Vallecitos has expanded recycled water production while OMWD has reduced recycled water demand. As part of the review, Black & Veatch reviewed and validated the cost components included in the charge and made recommendations for future changes to the agreement.

City of St. Helena; Water Cost of Service Analysis; St. Helena, California; 2018 Project Manager. Mr. Morales is served as the project manager for water cost of service analysis study.

Mr. Morales is worked with the Director of Public Works and Finance to perform an engineering analysis that provided a nexus for the existing and future water rate structure. The City has a few customers that consume a significant amount of water, therefore the City wanted to examine the equity between customer classes.

City of Santa Clara; Water and Wastewater Rate Study and System Development Charges; Santa Clara, California; 2017-2018
Project Manager. Mr. Morales served as the project manager for water and wastewater rate and system development charge study. Mr. Morales worked with the Director of Public Utilities and Management Analyst to develop their water and wastewater rates and wastewater and storm drain system development charge. In addition, Mr. Morales developed a new water system development charge and updated the existing sewer system development charge.

Central Contra Costa Sanitation District; Capacity Fee Review and Survey; Alameda, California; 2017
Project Manager. Mr. Morales served as the project manager for wastewater capacity fee review and survey study. Mr. Morales worked with the General Manager and Department heads to review their existing capacity fee methodology and provide recommendations on any weaknesses. In addition, Mr.

Morales lead the effort in surveying neighboring utilities regarding their capacity fees and methodologies.

City of Napa; Water Rate Study; Napa, California; 2016-2017 Project Manager. Mr. Morales served as the project manager in a water rate study. In this role, he worked closely with the water manager and director of Public Works to develop a rate structure that would meet Proposition 218 requirements while meeting the financial needs of the Water Division. He developed a customized rate model that would serve the city in updating rates on an annual basis. The rate model incorporated revenue requirements and cost of service components to assist the city in distributing costs equally among its customer classes. The City is in the process of adopting a five-year schedule of rates as it undergoes the Prop 218 process.

County of San Bernardino; Water and Sewer Rate Study; California; 2015-2017

BV.COM BLACK & VEATCH | RESUMES 12
Project Manager. Mr. Morales served as the project manager for a water and sewer rate study. Mr.

Morales worked with the County’s Special Districts to perform a cost-of-service analysis and rate design for its multiple County Service Areas throughout San Bernardino County. The County provides services to unincorporated areas in the largest county in the country. The study developed individual service area rates and charges.

City of Lynwood; Water and Sewer Rate Study; Lynwood, California; 2013-2016 Project Manager. Mr. Morales served as the project manager for a water and sewer rate study. Mr.

Morales worked closely with Public Works to develop a customized rate model that will allow the city to separate revenues and expenses associated with its water and sewer system. The city historically relied on one fund for all operations, but the rate model anticipates future delineation of sources and uses in the future. In addition, Mr. Morales lead the effort of a capital needs assessment. The assessment examined the city’s current capital needs and developed a five-year capital improvement program that will meet the city’s future needs.

City of San Diego; Water and Wastewater Cost of Service and Capacity Fee Study; San Diego, California; 2012-2016
Manager. Mr. Morales served as a manager in the development of a water and sewer rate and connection fee study Mr. Morales is working closely with Public Utilities to update and develop a customized rate model that will allow the city to project revenues and expenses associated with its water and sewer utilities. The rate model incorporated revenue requirements and costs of service components to assist the city in distributing costs equally among its customer classes. Mr. Morales updated the water rate model to allow the city to deal with drought conditions.

Long Beach Water Department; Water Budget Based Study; California; 2015 Project Manager. Mr. Morales served as the project manager for a water budget-based rate study. Mr.

Morales worked with the water conservation group within the Department to develop irrigation water budget-based rates that meet cost of service principles and Proposition 218. The primary focus was on analyzing the 100 plus irrigation customers and determine appropriate budgets that would help the city meet a state mandated reduction in consumption. Mr. Morales conducted a cost-of-service analysis for all customers in the process.

City of Lomita; Water Rate and Master Fee Study; Lomita, California; 2014 Project Manager. Mr. Morales served as the manager for a water rate and master fee study. Mr. Morales worked closely with the Assistant City Manager to develop a customized rate model that allowed the City to conduct “what-if” scenarios for water supply and staffing. The City recently shifted water supply to include more groundwater with the completion of a groundwater desalter thus lowering the demand for import water. The desalter requires additional staffing resources which the city sought to include in the rate study as a scenario. In addition, Mr. Morales worked on updating the City’s master fee schedule for all departments.

BV.COM BLACK & VEATCH | RESUMES 13
Jorge Mauricio Villalobos,

MS, MBA
Lead Financial Analyst
Mr. Jorge Villalobos provides consulting expertise in the areas of financial analysis for bond feasibility, cost of service, rate design as well as capital prioritization and business process evaluation for water, wastewater, and electric utilities.

Jorge’s experience also includes his work as a consultant for investors in the securities and real estate investment industries. This diverse professional background allows him to combine his engineering and financial background with an understanding from the different points of view of multiple stakeholders in each engagement, which allows him to provide effective and actionable solutions for his clients.

REPRESENTATIVE PROJECT EXPERIENCE
City of Delray Beach, Florida; Stormwater Rate Study; 2022 Consultant. Mr. Villalobos is currently assisting in the development of a comprehensive study to determine rate adjustments to impervious area fees; necessary to recover costs associated with the City’s Stormwater Utility. The study includes the development of a detailed stormwater financial and rate model, projecting revenue requirements and required financial metrics.

Anticipated system-wide revenue increase requirements were developed along with the associated rate schedules to reflect the City’s stormwater operational and capital program needs to address growth, climate change and water quality issues. Among the program needs, the study analyses the city’s current well as projected incremental costs and expenses related to increased staffing necessary to provide an adequate level of service. The study includes modeling of alternative rate structures. The intended result of the study is to provide decision-makers with a reliable and defensible estimation of the level of fees required to operate, maintain, and renew the City’s stormwater infrastructure.

City of Baton Rouge, Parish of East Baton Rouge; Stormwater Utility Feasibility Study; 2022
Consultant. Mr. Villalobos assisted in the development of a study to evaluate the feasibility of implementing a new Stormwater Utility that would allow the City-Parish to achieve appropriate funding through user fees, and other sources, to comply with is MS4 permit requirements. Work includes the development of a stormwater financial and rate model, projecting detailed revenue requirements, modeling the impact of the level of service alternatives, developing capital financing mix, and required

EDUCATION
Other, Masters in Commercial Real
Estate (MiCP ), Lipsey Company,
2017, United States
Certificate, Certified Real Estate
Investment Fund Manager, CAFI,
2011, Costa Rica
Master of Business Administration,
Business Administration, Rockhurst
University, 2005, United States
Master of Science, Engineering
Management, The University of
Kansas, 1997, United States
Bachelor of Science, Architectural
Engineering, Kansas State
University, 1993, United States

YEARS OF EXPERIENCE
28 PROFESSIONAL REGISTRATIONS
Certification, Intern Engineer,
Kansas, United States, 1993

LANGUAGES
English; Spanish

RELEVANT EXPERTISE
Bond Feasibility; Cost of Service;
Financial Planning; Rate Design;
Wastewater; Water

BV.COM BLACK & VEATCH | RESUMES 14
financial metrics. The study analyses a proposed level of staffing for the new utility, projected revenues from fees and funding from grants, transfers from general funds and proposed debt issuance to fund the new Utility. The intended result of the study is to provide decision-makers with a reliable and defensible estimation of the cost of providing and operating a separate Stormwater Utility and to recover these costs from individual properties based on Impervious Area as a parameter of contributed volume into the system.

City of Lee’s Summit, Missouri; Stormwater Utility Feasibility Study; 2022 Consultant. Mr. Villalobos is currently assisting in the development of a study to evaluate the feasibility of implementing a new Stormwater Utility. Work includes the creation of stormwater financial and rate model, projecting detailed revenue requirements, modeling the impact of level of service alternatives, developing capital financing mix, and required financial metrics. The study analyses a mechanism to recover appropriate funding from charges based on Impervious Area. The study analyses a proposed level of staffing, projected revenues from fees and funding from multiple other sources to fund the new Utility.

The intended result of the study is to provide decision-makers with a reliable and defensible estimation of the cost of providing and operating a separate Stormwater Utility and outline a mechanism appropriate to recover these costs from individual properties.

Beaufort Jasper Water & Sewer Authority, Okatie, South Carolina; Water and Sewer Capacity Fees Report; 2022
Consultant. Mr. Villalobos was the lead analyst in a study to review its water and sewer capacity fees.

Capacity Fees are one-time fees assessed to customers that seek to connect to the water and sewer systems such that these customers pay their appropriate share of costs to join the system. The study used a Combined Systems Approach, which reflects a combination of the System Buy-in and Incremental Cost Pricing approaches, requires more robust information pertaining to planning, estimate of future conditions, and accurate record keeping to calculate a Maximum Allowable Capacity Fee appropriately.

This methodology results in the recognition of investment in the system by existing customers and the incremental capacity, additions necessary to serve new growth, a defensible and consistent methodology that utilizes industry best practice principles and complies with applicable legal requirements; and Flexibility for the utility to consider policies in defining Capacity Fees that are lower than the Maximum Allowable Capacity Fee. The study resulted in a recommendation to increase Capacity Fees to reflect the increased costs experienced by the authority.

Gulf Coast Water Authority (GCWA), Texas City, TX; System Development Fees; 2021 Consultant. Mr. Villalobos served as lead analyst in a study that identified the cost that a new customer should contribute in order to “buy-in” to the existing infrastructure; depending on which canal and volume capacity new customer will require. GCWA operates a network of over 300 miles of canals that provide raw water to private and municipal customers; spanning Fort Bend, Brazoria and Galveston Counties. This infrastructure also includes pumping stations, reservoirs, and many operational assets. The study resulted in a defensible calculation of the cost that a new customer should contribute.

Public Service Enterprises Group (PSEG); Cost-Benefit Analysis of Electric and Natural Gas Capital Investments; 2021
Consultant. Mr. Villalobos was the lead analyst in the development of a cost-benefit study to evaluate the feasibility of the utility’s proposed Infrastructure Advancement Program (IAP). The program proposed an accelerated deployment and recovery of the costs associated with hardening, reliability and resiliency of the electrical grid and gas metering stations in Newark, New Jersey. The study required the analysis of

BV.COM BLACK & VEATCH | RESUMES 15
Value of Lost Load, avoided Capital and Labor expected from the accelerated deployment of infrastructure. The study provided a technical standing for the utility to present its case and was awarded $351 million in accelerated recovery for the program.

Metropolitan Sewer District of Greater Cincinnati (MSD); Wet Weather Impervious Surface Charge Feasibility Study; 2021
Consultant. Mr. Villalobos assisted in the development of a study to evaluate the feasibility of implementing a new Stormwater Utility by bifurcating the costs currently recovered by the Metropolitan Sewer District under its sewer rates. The study included a series of community outreach sessions with key stakeholders that provided valuable feedback into the scope and fairness expected from a new stormwater utility fee structure. The study is to provided decision-makers with a reliable and defensible estimation of the cost of providing and operating wet weather infrastructure as well as how it could be attributed to individual properties based on Impervious Area as a parameter of contributed volume into the system.

Metropolitan Sewer District of Greater Cincinnati (MSD); Rate Study and Consent Decree Support Services
Consultant. Mr. Villalobos is currently assisting in the development of a study to determine rate adjustments necessary to recover the costs associated with the collection and treatment systems through base and volume charges. The study requires analysis of MSD’s investment related to a Consent Decree to solve Combined Sewer Overflows from their system.

City of Wilmington, Delaware; Financial Planning and Rate Study; 2021 Consultant. Mr. Villalobos is currently assisting in the development of a Rate Study which encompasses developing a financial plan for the Water/sewer Enterprise Fund of the city of Wilmington. The financial plan is based on the analysis of operations and maintenance as well as debt service for the capital program and the projected revenue requirements. This plan is used to perform a cost-of-service analysis, rate design, and the rate adjustments needed to meet the utility’s financial objectives.

Puerto Rico Electric Power Authority; Economic Feasibility Report; San Juan, Puerto Rico; 2021
Consultant. Mr. Villalobos is currently serving as a Consultant to the Puerto Rico Electric Power Authority in the evaluation of reinvestment in 10 Hydroelectric power generation plants in different locations around the island. The project includes improving four plants currently generating and rehabilitation for use of six others. The total investment will be determined based on the best use of capital for the utility, on proposed investments that could reach up to $180 million dollars. The analysis will consider the Net Present Value (NPV) of each investment and select those which have a positive NPV, the greatest impact for the company or that have strategic value as water supply to other facilities downstream.

BV.COM BLACK & VEATCH | RESUMES 16
Lani Good, P.E.

Technical Advisor
Ms. Lani Good specializes in water and wastewater planning, asset management, and regulatory compliance. Ms. Good is an expert in guiding utilities of all sizes through the decision-making process, from long-term asset management and capital
improvement planning to urgent regulatory compliance projects.

Ms. Good has completed over 25 water and wastewater master plans and developed capital improvement and/or rehab/replacement plans for over 30 utilities and 50 capital programs. She’s assessed the condition of over 350 miles of large-diameter sewers and 1,700 miles of sewer mains and managed the condition assessment of more than 50 pumping and treatment facilities.

REPRESENTATIVE PROJECT EXPERIENCE
Castro Valley Sanitary District | District Engineer | Castro Valley, CA District Engineer. As Consulting District Engineer for a five-year term, developed and implemented District programs. Oversaw the Engineering Department efforts including regulatory compliance, asset management, collection system project planning and design, and management of the District’s capital improvement program. Conducted annual flow monitoring and smoke testing programs to inform the Master Plan update, refine project scopes, and target I/I reduction. In developing the District’s Asset Management Program, refined the District’s standardized methodology for prioritizing capital improvement funds by developing an InfoMaster Sewer model to manage the identification of the District’s assets with the highest risk of failure or overflow, prioritization of high-risk assets for inspection, assessment of the severity of defects, and identification of repair or replacement methodologies.

Used the District’s goals of reducing inflow/infiltration, reducing the risk of SSOs, avoiding third-party lawsuits and regulatory violations, and replacing aging assets to guide the asset management decision processes. Led collection system planning efforts for hydraulic improvements, I/I reduction, odor control, aerial creek and fault crossing risk mitigation, clay pipe scale management, pump station condition assessment and rehabilitation, and force main condition assessment and replacement. Performed an audit of and substantially updated the District’s Sewer System Management Plan (SSMP) including major revisions to the District’s Overflow Emergency Response Plan.

EDUCATION
BS, Civil Engineering, Arizona State
University, 2001

YEARS OF EXPERIENCE
22 PROFESSIONAL REGISTRATIONS
PE – 2008, CA,73677
PE – 2017, OR, 91834

PROFESSIONAL ASSOCIATIONS
California Water Environment
Association, San Francisco Bay
Section Board Member, Santa Clara
Valley Section Committee Chair,
Past State Committee Chair, Annual
Conference Committee Member
California Association of Sanitation
Agencies
Bay Area Clean Water Agencies
Active Committee Member
Northern California Pipe Users
Group
American Public Works Association
Bay Area Water Works Association
WateReuse Association
Central Valley Clean Water
Association
Toastmasters International, Past
Chapter President

BV.COM BLACK & VEATCH | RESUMES 17
City of Yuba City | Water Treatment Plant and Distribution System Master Plan | Yuba City, CA Asset Management Lead. Managed the water treatment plant and distribution system asset management planning portion of Yuba City’s comprehensive Water Master Plan. The project included the development of a new hydraulic model using InfoWater and distribution system performance evaluations of existing and future demand conditions, including evaluations of system capacity and pressure, distribution system water quality, and performance of the system for different outage scenarios. The master plan included a baseline condition assessment, asset inventory improvements, asset hierarchy and classification system implementation, and asset valuation for the City’s treatment, storage, pumping, and well facilities that resulted in a prioritized short-term and 30-year rehab/replacement and O&M improvement programs for all of the City’s water facilities. InfoMaster Water was used to develop a risk assessment model for the City’s water transmission and distribution pipelines that considered leak history, pipeline material, pipeline age, hydraulic capacity deficiencies, emergency response impacts, and critical customers. The results of the risk assessment were used to prioritize a 30-year waterline rehab/replacement program.

City of Hercules |Wastewater Program Management | Hercules, CA Project Manager. Led this on-call effort to provide staff augmentation services to manage the City’s wastewater program. Developed a prioritized multi-year Action Plan to assist the City in compliance with state regulations and to set a course for employing best management practices. Oversaw wet weather flow monitoring; updated the City’s Sewer System Management Plan (SSMP) including the City’s Overflow Emergency Response Plan; updated the City’s Master Plan; scoped capacity upgrades to the City’s largest lift station, force main, and trunk sewer to the wastewater treatment plant; oversaw the cleaning and condition assessment of the entire collection system; analyzed capacity upgrades for new development; and procured a consultant to perform a wastewater rate study and connection fee analysis.

City of Davis | Owner’s Representative, Design-Build Wastewater Treatment Plant Improvements | Davis, CA
Design-Build (DB) Procurement Task Manager. DB Wastewater Treatment Plant (WWTP) Improvements Project representing approximately $95 million in constructed treatment plant improvements. West Yost prepared a Procurement Implementation Plan and a Preliminary Design Report; and will ultimately support the construction and commissioning on the new treatment plant improvements. West Yost’s multi- faceted approach to achieving success on the City’s project includes providing a high quality DB contract to manage risk, allow for innovation, and provide the best value for the City; a practical design that enables the City to meet discharge requirements by 2017 at the lowest lifecycle cost; rigorous project management, quality assurance, and effective project communications to keep the project on budget and schedule; knowledge of the State Revolving Fund (SRF) process to maintain project momentum, and our history of providing management services and serving as an extension of staff for our clients. This approach is tailored to assist the City in completing the three project phases, 1) Preliminary Design, 2) Procurement Documents, and 3) Construction & Commissioning, within or ahead of the City’s 63-month time frame.

City of Oakland | Wastewater Master Plan Update | Oakland, CA Project Manager. Project includes expanding the City’s hydraulic model to include the entire system, evaluating I/I reduction progress since 2012, managing GIS/CMMS asset registry data, developing GIS tools, improving the GIS asset inventory through extensive field work and GIS analytics, evaluating

BV.COM BLACK & VEATCH | RESUMES 18
private-property I/I reduction policy and funding options, developing an Operations and Maintenance Master Plan including preventative and predictive maintenance and inspection programs, and conducting a wastewater rate and connection fee study. Currently working with the City’s maintenance division on business intelligence enhancements through CMMS integrations with GIS, hydraulic and risk models, and online telemetry data from level sensors and flow meters. Developing custom SOP tools and calculators to streamline emergency response and regulatory compliance efforts.

Dublin San Ramon Services District | Wastewater Treatment and Biosolids Facilities Master Plan | Dublin, CA
Asset Management Lead. Developed a complete wastewater treatment facility asset inventory with a new asset hierarchy that was importable into the District’s Lucity computerized maintenance management system. Developed a replacement cost model and long-term rehabilitation and replacement model for the District’s wastewater treatment plant and provided model training to District staff. Also oversaw Level 1 condition assessment of the plant’s four primary clarifiers, which were taken off-line and drained for the assessment. Worked with District staff to develop detailed condition assessment forms that the consulting team of structural, mechanical, and coatings inspectors used to document the inspections.

These condition assessment forms were developed in such detail that District staff could use the forms to consistently assess other treatment processes on a periodic basis to develop long-term condition patterns for critical facilities.

Union Sanitary District | Preventative Maintenance Program Evaluation | Union City, CA Project Manager. Evaluated the Union Sanitary District’s Gravity Sewer Preventative Maintenance Program. Collected, reviewed, and assessed data for each pipe segment and manhole, incorporating historical CCTV data and over 30 years of maintenance work order requests with GIS geospatial data to develop data trends to identify potential modifications to sewer cleaning and inspection frequencies.

Reviewed CCTV inspections to confirm that defects were being coded correctly and to develop recommendations for improvements to the condition assessment program. Using InfoMaster Sewer, assessed risk to optimize maintenance activities while managing risk of blockages and overflows.

Performed a survey of collection system agencies and equipment manufacturers to develop recommendations for technologies to streamline preventative maintenance and inspection activities.

Developed a Preventative Maintenance Evaluation Report to provide the District with a clear road map for making near-term and long- term improvements to the collection system condition assessment and preventative maintenance programs.

City of Sacramento | Basin 48 Sewer Master Plan | Sacramento, CA Capital Improvement Lead. Using the results of the “build-out” hydraulic model developed as a part of the project, tested the sensitivity of sewer capacity to various storm intensities assuming 2-year, 5-year, and 10-year return frequency rainfall events. Identified hydraulic deficiencies within the collection system based on dry and wet weather conditions, and developed improvement alternatives for both the capacity and condition-related issues for both current and build-out conditions. Conducted a comprehensive condition assessment of the system and developed a risk model using InfoMaster Sewer that was used to prioritize improvements to pump stations, manholes, and gravity mains within the basin. Developed a prioritized, risk-based capital improvement plan for the basin.

BV.COM BLACK & VEATCH | RESUMES 19
City of West Sacramento | Sanitary Sewer Master Plan Update | Sacramento, CA Capital and Asset Management Lead. Prepared the City’s comprehensive Sewer Master Plan that includes a hydraulic analysis of the existing and future system to provide capacity for anticipated growth, and a condition assessment leading to a risk-based prioritized rehabilitation and replacement plan for existing infrastructure. The capacity improvement projects and rehabilitation/replacement projects are integrated into a prioritized CIP and a financial analysis that results in new connection fees. As Asset Management Lead for the project: 1) conducted a risk assessment in InfoMaster Sewer to identify areas of the collection system with a high risk of SSO; 2) performed CCTV inspection and condition assessment of high-risk areas of the City’s system; 3) oversaw field inspection seven of the City’s pump stations; and 4) developed a prioritized CIP that includes hydraulic capacity projects as well as condition/repair projects.

City of Davis | Wastewater Collection System Assessment | Davis, CA Project Manager. Led a comprehensive third-party evaluation of the City’s collection system management and Sewer System Management Plan (SSMP). Through a series of staff interviews and analysis of the City’s current SSMP, maintenance activities, overflow history, emergency response procedures, and financial records; identified improvements to the City’s management of the collection system.

Recommendations for modifications to workflow and management procedures were prioritized to bring the City into compliance with the State General Waste Discharge Requirements, and as best management practices to increase the reliability of the system and reduce the risk of sanitary sewer overflows.

City of Vacaville | Wastewater Collection System Master Plan | Vacaville, CA Asset Management Lead. The asset management plan included meeting with field utilities staff to evaluate the current practices for condition assessment, maintenance, emergency response, and rehabilitation and replacement functions. The asset management plan provides a detailed framework and data management system for the City to use to maintain and organize its gravity sewer asset data and improvement projects, and presents a prioritized plan for condition assessment and rehabilitation and replacement.

Ross Valley Sanitary District | Wastewater Collection System Flow Monitoring Study | San Rafael, CA Project Manager. Managed the District’s collection system wet and dry weather flow monitoring program. In an effort to comply with its Cease and Desist Order, the District is changing its design storm and other design criteria and reevaluating its hydraulic capacity improvement projects. Using the District’s existing uncalibrated hydraulic model is locating five rain gauges and 24 temporary flow monitors to validate flow projections for the new 10-year, 24-hour design storm and to confirm the size and scale of hydraulic capacity improvement projects. This study also includes collecting temperature and electroconductivity data in low-lying areas of the District constructed on Bay Mud soils to quantify and isolate salt water intrusion into the collection system.

City of West Sacramento | Storm Drainage/Stormwater Master Plan Update | West Sacramento, CA Asset Management Lead. Used the City’s existing drainage system records to prioritize drainage facilities for condition assessment field work efforts. Identified storm drainage facility upgrades, documented existing drainage system components including functional deficiencies, and ensured compliance with the City's MS4 Stormwater Permit. The Master Plan Update identified the facilities that are necessary to serve future development and existing system condition and capacity deficiencies.

BV.COM BLACK & VEATCH | W9 AND STATE BUSINESS VERIFICATION 20 W9 and State Business Verification

BV.COM BLACK & VEATCH | CERTIFICATE OF STATUS 21
Certificate of Status

Agenda Item 16

CITY OF YUBA CITY

STAFF REPORT
Date: February 7, 2023
To: Honorable Mayor & Members of the City Council;
From: Development Services Department
Presentation By: Ben Moody, Public Works & Development Services Director Summary
Subject: Consideration of General Plan Amendment (GPA) 22-05, the appeal of Rezone (RZ) 22-06, and a Categorical Exemption under CEQA Guideline Section 15301:

Gorsi Medical Office Rezone
Recommendation: A. Conduct a Public Hearing, and:

B. Move to continue the matter regarding General Plan Amendment 22-05, the appeal of Rezone 22-06, and the associated Environmental determination for the project, Gorsi Medical Office Rezone, at 467 Gray Avenue (Assessor’s Parcel Number: 52-122-011) to February 21, 2023, with direction to staff to return with a resolution with appropriate findings consistent with Council direction for final determination of the matter
Fiscal Impact: The appellant has paid the City’s adopted flat fee for appeals which is intended to cover staff costs.

Purpose:

To consider General Plan Amendment 22-05, the appeal of Rezone 22-06, and a Categorical Exemption under CEQA Guideline Section 15301.

Council’s Strategic Goal:

This item implements the Council’s goal of Quality of Life.

Background:

The applicant, Dr. Shamaila Gorsi, filed applications for GPA 22-05 and RZ 22-06, in June 2022.

On September 28, 2022, the Planning Commission conducted a public hearing on this matter. One neighbor spoke in opposition to the project. After closing the public hearing and deliberating, there was not a motion made to act on the applications. Under the Planning Commission’s By-Laws this results in a recommendation of denial for the General Plan amendment and denial of the proposed rezoning.

Concerns expressed by the Commission included compatibility with the existing residential neighborhood, traffic, parking, and the long-term effect of a rezone at this location.

On October 5, 2022, Dr. Shamaila Gorsi appealed the Planning Commission’s action that was timely

received by the City Clerk’s office in accordance with Sec. 8-5.7202 and Sec. 8-8.104-105 of the Yuba City Municipal Code.

Analysis:

General Plan Amendment 22-05 proposes to amend the land use designation of a 0.19-acre parcel from Low Density Residential to Neighborhood Commercial and the appeal of Rezone 22-06 which proposes to rezone the same parcel from One Family Residence (R-1) to Neighborhood Commercial (C-1) District, with the addition of Overlay Zone District X28 that provides additional development restrictions. The applicant proposes to convert the existing single-family home (currently used as a home office) to a medical office. The future conversion of the existing home to a medical office will require a Building Permit, and all C-1 development standards are required to be met consistent with the Yuba City Municipal Code. This includes, but is not limited to, building height, setbacks, lighting, landscaping, parking, signage, trash enclosures, etc.

The proposed X28 Overlay Zone District adds specific criteria for development of the subject parcel including the timing required for a masonry style block wall on the north and east property lines, removal of the existing non-conforming wood fence along Franklin Avenue, and relocation of the existing Yuba-Sutter Transit bus stop located along Gray Avenue adjacent to the property.

The project site is located in south central Yuba City in an area of transition that is surrounded by single and multiple-family residences and commercial uses. All City services, including water, sewer, and storm-water drainage are available to this site.

Appeal:

The appeal cited three grounds (see appellant letter provided as Attachment 1):

1. Regarding traffic and parking concerns, the appellant stated that “the wooden fence that faces Franklin Avenue will be removed in its entirety [which] will allow patients open entry onto the property for parking behind the home. The vehicles can then continue their path towards Gray Avenue and exit into traffic safely. There will be no need for reverse driving to exit the property.”

2. In regard to the long-term effects of the rezone on the residential neighborhood, the appellant stated that “there are no plans to demolish the current home… [The] goal is to beautify the current home that is present with a fresh coat of paint, new siding/windows, and new landscaping with lighting for safety… [The] goal is not to tear down any existing structures or build any new structures that will not fit into the current theme of the neighborhood.”

3. The appellant explained that like many private medical practices, the business will be discreet in order to comply with HIPPA laws. “Patients will come in on an appointment basis to follow up on treatment plans, labs, medication refills, referrals, etc. There will be no more than two (2) patients present at any given time.”
In addition, the appellant provided additional information regarding the proposed medical office use.

Patients will come to the office for appointments, and only routine vaccinations (flu, pneumovax, shingles, etc.) and an emergency crash cart of medications will be stored on site. The medical office will not involve a retail pharmacy or any selling of goods.

Environmental Determination:

City staff have performed a preliminary Environmental Assessment of this project and have determined it falls within the Categorical Exemption set forth in CEQA Guidelines Section 15301 (n) because this project involves a negligible expansion of existing facility and will result in the conversion of a singlefamily residence to office use. Furthermore, Staff has determined that none of the exceptions to

Categorical Exemptions set forth in the CEQA Guidelines, Section 15300.2 apply to this project.

Fiscal Impact:

The City’s adopted flat fee for appeals has been paid by the appellant and is intended to cover staff costs.

Alternatives:

Provide staff with alternate direction.

Recommendation:

1. Conduct a public hearing, and:

2. Move to continue the matter regarding General Plan Amendment 22-05, the appeal of Rezone 22-06, and the associated Environmental determination for the project, Gorsi Medical Office Rezone, at 467 Gray Avenue (Assessor’s Parcel Number: 52-122-011) to February 21, 2023, with direction to staff to return with a resolution with appropriate findings consistent with Council direction for final determination of the matter.

Attachments:

1. Appeal Letter, Conceptual Site Plan and Site Pictures

2. Planning Commission Staff Report Packet, September 28, 2022 Prepared By: Submitted By:

Ashley Potočnik
Development Liaison
Diana Langley
City Manager

ATTACHMENT 1

ATTACHMENT 2

CITY OF YUBA CITY

PLANNING COMMISSION

STAFF REPORT
Date: September 28, 2022
To: Chair and Members of the Planning Commission
From: Development Services Department
Presentation By: Ashley Potočnik, Development Liaison
Subject: Consideration of General Plan Amendment 22-05 and Rezone 22-06 to rezone 467 Gray Avenue from Single Family Residential (R-1) to Neighborhood Commercial (C-1) X28
Recommendation: A. Conduct a public hearing, and:

B. Adopt a Resolution recommending the City Council of the City of Yuba City adopt an Ordinance to determine the project is Categorically Exempt from CEQA pursuant to CEQA Guidelines Section 15301(n), Existing Facilities, and approve General Plan Amendment 22-05 and Rezone 22-06 to rezone 467 Gray Avenue from One Family Residence (R-1) to Neighborhood Commercial (C-1) X28.

Applicant/Owner: Shamaila Gorsi
Project Location: 467 Gray Avenue (APN: 52-122-011)
Project Number: General Plan Amendment 22-05 / Rezone 22-06 General Plan: The site is designated in the General Plan as Low Density Residential, and the proposal is to amend the General Plan to Neighborhood Commercial.

Zoning: The property is within the One Family Residence (R-1) District, and the proposal is to amend the Zoning to Neighborhood Convenience Commercial District (C-1) X28.

Purpose
Consideration of General Plan Amendment 22-05 and Rezone 22-06 to rezone 467 Gray Avenue from Single Family Residential (R-1) to Neighborhood Commercial (C-1) X28.

Project Description
This project is a request to rezone a 0.19-acre parcel from One Family Residence (R-1) to Neighborhood Commercial (C-1) X28 and to convert the existing single-family home to a medical office. Staff proposes to include Overlay Zone District X28.

Planning Commission
September 28, 2022
The X28 Overlay Zone District adds specific criteria for development of the subject parcel including the timing required for a masonry style block wall on the north and east property lines, removal of the existing non-conforming wood fence along Franklin Avenue, and relocation of the existing Yuba-Sutter Transit bus stop located along Gray Avenue adjacent to the property.

Analysis
The project site is located in south central Yuba City in an area of transition that is surrounded by single and multiple-family residences and commercial uses. All City services, including water, sewer, and storm-water drainage are available to this site.

This project request is to amend the General Plan land use designation and Zoning District to Neighborhood Commercial / Neighborhood Convenience Commercial District (C-1) X28. The future conversion of the existing home to a medical office will require a Building Permit, and all C1 development standards are required to be met consistent with the Yuba City Municipal Code.

This includes, but is not limited to, building height, setbacks, lighting, landscaping, parking, signage, trash enclosures, etc.

Environmental Determination
This project is Categorically Exempt from review under the California Environmental Quality Act (CEQA) Guidelines section 15301(n), Existing Facilities, with the basis that this project involves the conversion of a single-family residence to an office use. Furthermore, Staff has determined that none of the exception to Categorical Exemptions set forth in the CEQA Guidelines, section 15300.2 apply to this project.

Recommended Action:

A. Following a public hearing, the Planning Commission recommends the following findings:

Environmental Finding:

Find that the project is Categorically Exempt from CEQA pursuant to CEQA Guidelines Section 15301(n), Existing Facilities.

General Plan Amendment 22-05 / Rezone 22-06 Findings:

Based upon analysis of the Rezone application, staff recommends the Planning Commission recommend the City Council find that General Plan Amendment 22-05 and Rezoning 22-06 i) are consistent with the General Plan goals and policies; ii) are consistent with the purpose of the zoning ordinance to promote and protect the public's health, safety, peace, comfort, convenience and general welfare; and iii) the Project would provide open space, light, air, privacy, convenience of access, aesthetic values, protection of environmental values, and protection of public and private improvements.

B. Adopt a Resolution recommending the City Council of the City of Yuba City adopt an Ordinance to determine the project is Categorically Exempt from CEQA pursuant to CEQA Guidelines Section 15301(n), Existing Facilities, and approve General Plan Amendment 22- 05 and Rezone 22-06 to rezone 467 Gray Avenue from One Family Residence (R-1) to Neighborhood Commercial (C-1) X28.

Planning Commission
September 28, 2022
Attachments:

1. Planning Commission Resolution to approve GPA 22-05
Exhibit A: General Plan Amendment 22-05 Map
Exhibit B: Rezone 22-06 Map

2. Location Map

3. X28 Zone District Criteria of Development

ATTACHMENT 1

PC 22-08
RESOLUTION NO. PC 22-08

RESOLUTION OF THE PLANNING COMMISSION OF THE CITY OF YUBA CITY

RECOMMENDING THE CITY COUNCIL OF THE CITY OF YUBA CITY ADOPT

AN ORDINANCE TO DETERMINE THE PROJECT IS CATEGORICALLY

EXEMPT FROM CEQA PURSUANT TO CEQA GUIDELINES SECTION
15301(N), EXISTING FACILITIES, AND APPROVE GENERAL PLAN AMENDMENT 22-05 AND REZONE 22-06 TO REZONE 467 GRAY AVENUE, APN: 52-122-011
WHEREAS, the applicant has filed an application to amend the General Plan land use designation and Zoning of 467 Gray Avenue that is currently zoned One Family Residential District (R-1); and
WHEREAS, as a result the following entitlement is being considered for approval:
• General Plan Amendment 22-05
• Rezone 22-06; and
WHEREAS, pursuant to the authority and criteria contained in the California Environmental Quality Act of 1970 (“CEQA”), the City, as the Lead Agency, have performed a preliminary environmental assessment of this project and have determined that it falls within the Categorical Exemption set forth in CEQA Guidelines Section 15301(n), Existing Facilities.

Furthermore, Staff has determined that none of the exception to Categorical Exemptions set forth in the CEQA Guidelines, section 15300.2 apply to this project; and WHEREAS, the City on September 17, 2022, published a legal notice and a public hearing notice was mailed to each property owner within at least 350 feet of the project site in compliance with State law concerning the Planning Commission’s consideration on September 28, 2022; and WHEREAS, on September 28, 2022, the Planning Commission concurrently conducted a duly noticed public hearing on the project, at which time it received input from City Staff, the applicant; public comment portion was opened, and public testimony and evidence, both written and oral, was considered by the Planning Commission, after which public testimony was closed; and
WHEREAS, the Planning Commission has reviewed all associated documents prepared for the Project and all of the evidence received by the Planning Commission; and WHEREAS, after deliberation and consideration of all relevant items, the Planning Commission now desires to recommend the City Council adopt an Ordinance approving General Plan Amendment 22-05 and Rezone 22-06.

NOW, THEREFORE, BE IT RESOLVED the Planning Commission of the City of Yuba City as follows:

1. Recitals. The Planning Commission hereby specifically finds that all of the facts set forth in the recitals above are true and correct and incorporated herein.

2. CEQA Findings: Pursuant to the authority and criteria contained in the California

PC 22-08
Environmental Quality Act (CEQA) of 1970, the City, as the Lead Agency, has analyzed the proposed project have determined that it falls within the Categorical Exemption set forth in CEQA Guidelines Section 15301(n), Existing Facilities. Furthermore, Staff has determined that none of the exception to Categorical Exemptions set forth in the CEQA Guidelines, section 15300.2 apply to this project; and

3. Project Findings: The Planning Commission finds that that General Plan Amendment 22-05 and Rezoning 22-06 i) are consistent with the General Plan goals and policies; ii) are consistent with the purpose of the zoning ordinance to promote and protect the public's health, safety, peace, comfort, convenience and general welfare; and iii) the Project would provide open space, light, air, privacy, convenience of access, aesthetic values, protection of environmental values, and protection of public and private improvements.

4. Recommendation of Approval of General Plan Amendment 22-05: Based on the information provided above, the Planning Commission recommends to the City Council of Yuba City adopt an Ordinance approving General Plan Amendment 22-05 and reclassify the land use for that parcel as depicted in Exhibit “A,” as shown on the land use map of the City of Yuba City from Low Density Residential to Neighborhood Commercial.

5. Recommendation of Approval of Rezone 22-06: Based on the information provided above, the Planning Commission recommends to the City Council of Yuba City adopt an Ordinance approving General Plan Amendment 22-05 and Rezone 22-06 and reclassify the zone district for those districts as depicted in Exhibit “B,” as shown on the zoning map of the City of Yuba City from One Family Residence (R-1) to Neighborhood Convenience Commercial (C-1) X28.

6. Effective Date of Resolution. This Resolution shall become effective immediately.

The foregoing Resolution was duly and regularly introduced, passed and adopted by the Planning Commission of the City of Yuba City at a regular meeting thereof held on September 28, 2022 by the following vote:

Ayes:

Noes:

Absent:

Recused:

By order of the Planning Commission of the City of Yuba City.

Michele Blake, Planning Commission Chair
ATTEST:

Benjamin Moody, Secretary to the Planning Commission
Exhibit A: General Plan Amendment 22-05 Map
Exhibit B: Rezone 22-06 Map

EXHIBIT A

G
RAY
AVE
B
R
O
W
N
AVE

FRANKLIN RD

MARILYN AVE

THOMPSON AVE

MC COLLUM AVE
G
RAY
AVE
B
R
O
W
N
AVE

FRANKLIN RD

MARILYN AVE

THOMPSON AVE

MC COLLUM AVE
I!
Bird Street
Gorsi Medical (GPA 22-05 and RZ 22-06)
General Plan Land Use Map
Existing Land Use Designation Proposed Land Use Designation Legend
Gorsi Project Site
Neighborhood Commercial
Medium/Low Density Residential
Medium/High Density Residential
Low Density Residential

EXHIBIT B

G
RAY
AVE
B
R
O
W
N
AVE

FRANKLIN RD

MARILYN AVE

THOMPSON AVE

MC COLLUM AVE
R-1
R-3
C-1
G
RAY
AVE
B
R
O
W
N
AVE

FRANKLIN RD

MARILYN AVE

THOMPSON AVE

MC COLLUM AVE
R-1
R-3
R-3
C-1
I!
Bird Street
Gorsi Medical (GPA 22-05 and RZ 22-06)
Zoning Map
C-1
Existing Zoning Proposed Zoning
R-1

ATTACHMENT 2

Service Layer Credits: Source: Esri, Maxar,
GeoEye, Earthstar Geographics, CNES/Airbus
DS, USDA, USGS, AeroGRID, IGN, and the
GIS User Community
G
RAY
AV
E

FRANKLIN RD

THOMPSON AVE

MC COLLUM AVE
Gorsi Medical Location Map
General Plan Amendment (GPA) 22-05, Rezone (RZ) 22-06
Project Site

I!
ATTACHMENT 3

YUBA CITY
X28 Overlay District
Gorsi Medical (GPA 22-05, RZ 22-06)
X28 Area: This overlay zone applies to 467 Gray Avenue, Assessor’s Parcel Number 52-122-011.
1) A 0.19-acre parcel located at the northeast corner of Gray Avenue and Franklin Avenue. The parcel has direct frontage onto Gray Avenue. The site is identified as Assessor’s parcel number 52-122-011.

Criteria for Development

1. A masonry wall as outlined in Sec. 8-5.5905 of the Yuba City Municipal Code shall be required when the use is expanded or increased beyond a medical office.

2. The Developer shall coordinate with Public Works to relocate the existing transit sign/speed limit sign. In addition, an easement shall be dedicated to the City of Yuba City for the future construction of a Yuba Sutter Transit bus stop.

3. The existing non-conforming wooden fence along Franklin Avenue shall be removed when the residence is converted to a medical office.

4. Additional environmental review may be required when the use is expanded or increased beyond a medical office.

X28 Overlay District was approved in conjunction with General Plan Amendment (GPA) 22-05 and Rezone (RZ) 22-06, City Council Meeting Month Day, 2022, Ordinance #XXXXX

CITY OF YUBA CITY
Future Agenda Items
- Councilmember Boomgaarden
- Councilmember Pasquale
- Councilmember Shaw
- Vice Mayor Harris
- Mayor Kirchner

CITY OF YUBA CITY
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
City Manager’s Report

CITY OF YUBA CITY
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
City Council Reports
- Councilmember Boomgaarden
- Councilmember Pasquale
- Councilmember Shaw
- Vice Mayor Harris
- Mayor Kirchner
Adjournment