Yucaipa City Council
January 27, 2025

CITY OF
Jon Thorp, Mayor
Chris Venable, Mayor Pro Tem
Justin Beaver, Councilmember
Bob Miller, Councilmember
Judy A. Woolsey, Councilmember
Chris Mann, City Manager
Steven Pacifico, City Attorney
Ana V. Sauseda, City Clerk
AGENDA
City Council
Successor Agency • Housing Authority
January 27, 2025
City Hall - City Council Chambers
34272 Yucaipa Blvd., Yucaipa, California
The City Council serves as the Board for the Yucaipa Successor Agency and Commission for the Yucaipa Housing Authority.

Public Comment will be called at the time and place noted on the Agenda below for the general public to address the City Council, Successor Agency and Housing Authority. Please complete a speaker's form and return it to the City Clerk prior to the beginning of the meeting. Public Comment will be conducted in accordance with the Rules of Procedure adopted pursuant to Resolution No. 2023-07. There is a three -minute time limit for speaking and time may not be ceded to another speaker.

Public Comment Via Mail or Email
Items must be submitted no later than three (3) business hours prior to the meeting at which the commenter seeks to provide comment. Public comment may be submitted via U.S. Mail to the City Clerk at 34272 Yucaipa Blvd., Yucaipa, CA 92399 or via email to publiccommentkyucaipa.gov. All mail and email correspondence will be archived, distributed to City Council, and retained as part of the public record; however, submissions will not be read out loud during the meeting. The subject line should specify "Public Comment" and include the date of the meeting.

Written public comment submitted on non -agenda items and on specific agenda items will be made available to the public pursuant to the City of Yucaipa policy regarding the distribution of written public comments at City Council and Commission meetings, which may be accessed on the City's website at https://yucaipa.gov/a/agendas-minutes/ . Individuals should be aware that comments provided, including personal information, may be disclosable pursuant to the California Public Records Act.

O1/27/2025 City Council Agenda 1

Live stream/recording of City Council meetings:

Members of the public may watch city council meetings live at: https://yucaipa.gov/live .

Possible Live Stream Disruptions:

While the City of Yucaipa strives for uninterrupted streaming, technical issues may occasionally occur. We ask for your understanding and patience should there be any disruptions during the live broadcast. We will work diligently to resolve any issues promptly, however, please be advised that the City Council meeting may continue in person while such issues are resolved. Every attempt will be made for the meeting to be recorded and made available for viewing after its conclusion.

OPEN SESSION — 6:00 PM

CALL TO ORDER

INVOCATION

PLEDGE OF ALLEGIANCE

ROLL CALL

CHANGES TO THE AGENDA

PUBLIC SAFETY UPDATE
• Police
• Fire
• Code Enforcement

PUBLIC COMMENT

CONSENT AGENDA
LIMIT 3 MINUTES
The following Consent Agenda items are expected to be routine and non -controversial.

Council will act upon them, at one time, without discussion. Any Councilmember or staff member may request removal of an item from the Consent Agenda for discussion.

Members of the City Council also sit as the Board for the Successor Agency and Commission for the Housing Authority and may act on the consent calendar for those bodies as part of a single motion with the City Council consent calendar.

O1/27/2025 City Council Agenda

1. SUBJECT: APPROVE THE CITY COUNCIL/SUCCESSOR AGENCY/HOUSING AUTHORITY MINUTES OF JANUARY 13, 2025, SPECIAL MEETING MINUTES OF JANUARY 13, 2025, AND THE SPECIAL MEETING MINUTES OF JANUARY 21, 2025
RECOMMENDATION: That the City Council approve the City Council/Successor Agency/Housing Authority minutes of January 13, 2025, Special Meeting Minutes of January 13, 2025, and the Special Meeting Minutes of January 21, 2025.

2. SUBJECT: MONTHLY REPORT ON YUCAIPA APP USAGE — OCT THROUGH DEC, 2024
RECOMMENDATION: That the City Council receive and file a report of the user activity on the Yucaipa App for the month of October -December, 2024.

3. SUBJECT: AGREEMENT AMENDMENT — AMERICAN RESCUE PLAN ACT —

CORONAVIRUS STATE AND LOCAL FISCAL RECOVERY FUND CONTRACT

WITH COUNTY OF SAN BERNARDINO
RECOMMENDATION: That the City Council approve and authorize the City Manager to execute Amendment No. 1 to the contract with the County of San Bernardino for the American Rescue Plan Act Funding for the Upper Wildwood Creek Basin Project, extending the deadline for award of the construction contract to June 30, 2025.

4. SUBJECT: SPECIAL EVENT PERMIT APPLICATION — FARMERS MARKET RECOMMENDATION: That the City Council:

Approve a Special Event Permit Application submitted by Countyline Community/ Countyline Farmers Market to conduct a Farmers Market on Thursday evenings and various Saturdays from February 2025 to December 2025; and

2. Approve the Applicant's request for the City to co-sponsor the Farmers Market; and

3. Approve a Beer and Wine Garden at the Farmers Market.

5. SUBJECT: SPECIAL EVENT PERMIT APPLICATION PUMPKIN FACTORY LLC.

CONCERTS ON THE FARM
RECOMMENDATION: That the City Council approve a Special Event Permit Application submitted by The Pumpkin Factory, LLC (Applicant).

DISCUSSION ITEMS

6. SUBJECT: CLASSIFICATION AND COMPENSATION STUDY
RECOMMENDATION: That the City Council receive and file the City of Yucaipa Classification and Compensation Study, as presented by Evergreen Solutions, LLC. 01/27/2025 City Council Agenda

7. SUBJECT: DESIGNATION OF VOTING DELEGATES FOR THE SOUTHERN CALIFORNIA ASSOCIATION OF GOVERNMENTS (SCAG) 2025 REGIONAL

CONFERENCE AND GENERAL ASSEMBLY
RECOMMENDATION: That the City Council designate a delegate and alternate for the upcoming 2025 Annual Southern California Association of Governments (SCAG) Regional Conference & General Assembly.

8. SUBJECT: DISCUSSION AND POSSIBLE ADOPTION OF 2025 CITY COUNCIL GOALS
RECOMMENDATION: That the City Council adopt goals for the 2025 calendar year as presented.

COUNCILMEMBER REPORTS

ANNOUNCEMENTS

ADJOURNMENT
01/27/2025 City Council Agenda

Notice Regarding Americans with Disability Act
The City of Yucaipa complies with the Americans with Disabilities Act of 1990. If you need special assistance to participate in this meeting, please call the City Clerk's Department at (909) 797-2489, during normal business hours, at least 48-hours prior to the meeting.

Notification 48 hours prior to the meeting will enable the city to make reasonable accommodations to ensure accessibility to this meeting.

CEQA STATEMENT:

Unless stated otherwise on the agenda, every item on the agenda is exempt from CEQA guidelines sections 15060(c), 15061(b)(3), 15273, 15378, 15301, 15323 and/or Public Resource Code Section 21065.

Pursuant to Government Code Section 54957.5, any disclosable public records related to an open session item on a regular meeting agenda and distributed by the City of Yucaipa to all or a majority of the City Council, less than 72 hours prior to that meeting, are available for public inspection at Yucaipa City Hall, 34272 Yucaipa Boulevard, Yucaipa, CA 92399, during normal business hours.

DISCLOSURE OF CAMPAIGN CONTRIBUTIONS
(Levine Act — Government Code section 84308)
Pursuant to Government Code section 84308, members of the City Council and Planning Commission are disqualified and not able to participate in any agenda item involving contracts (other than competitively bid contracts, labor contracts, or personal employment contracts with City employees), franchises, discretionary land use permits and other entitlements if the Councilmember or Planning Commissioner received more than $250 in campaign contributions from the applicant or contractor, an agent of the applicant or contractor, or any financially interested participant who actively supports or opposes the City's decision on the agenda item since January 1, 2023. Any applicants, contractors or their agents who have made, campaign contributions totaling more than $250 to a City Councilmember or Planning Commissioner member since January 1, 2023, are required to disclose that fact for the official record of the subject agenda item and any such City Councilmember or Planning Commissioner shall not make, participate in making, or in any way attempt to use their official position to influence the subject agenda item. Disclosures must include the amount of the campaign contribution and identify the recipient City Councilmember or Planning Commissioner and may be made either in writing to the City Clerk prior to the subject hearing or by verbal disclosure at the time of the hearing.

O1/27/2025 City Council Agenda C

NOTICE REGARDING CHALLENGES TO DECISIONS
Pursuant to all applicable laws and regulations, if you would like to challenge the decision of the City Council on an item appearing on this Agenda, you may be limited to raising only those issues you or someone else raised at the public hearing(s) described in this Agenda, or in written correspondence delivered to the City at, or prior to, the public hearing.

AFFIDAVIT OF POSTING
State of California }
County of San Bernardino } ss.

City of Yucaipa }
I, Ana V. Sauseda, City Clerk of the City of Yucaipa, California, do hereby declare that the foregoing agenda was posted on 01/23/2025, at least seventy-two (72) hours prior to the meeting per Government Code 54954.2, at the following locations:

Yucaipa City Hall, 34272 Yucaipa Boulevard, Yucaipa, California City of Yucaipa website www.yucaiya.gov
Ana V. Sauseda, MMC
City Clerk
01/27/2025 City Council Agenda L

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Item No. 1

AGENDA REPORT
DATE: January 27, 2025
TO: Honorable Mayor and City Council
FROM: Ana V. Sauseda, Director of General Services/City Clerk SUBJECT: Approve the City Council/Successor Agency/Housing Authority Minutes of January 13, 2025, the Special Meeting Minutes of January 13, 2025, and the Special Meeting Minutes of January 21, 2025
RECOMMENDATION:

That the City Council approve the City Council/Successor Agency/Housing Authority Minutes of January 13, 2025, the Special Meeting Minutes of January 13, 2025, and the Special Meeting Minutes of January 21, 2025.

Attachment(s):

1. Regular Meeting Minutes — 01/13/2025

2. Special Meeting Minutes— 01/13/2025

3. Special Meeting Minutes— 01/21/2025
Approved by:
01/27/2025 City Council Agenda 50

ATTACHMENT 1
01/27/2025 city council Agenda 51

City of Yucaipa
City Council/Successor Agency/Housing Authority Minutes Regular Meeting of January 13, 2025
City Hall Council Chambers
34272 Yucaipa Blvd., Yucaipa, CA 92399
CLOSED SESSION — 5:00 PM

CALL TO ORDER
Mayor Thorp called the Closed Session meeting to order at 5:00 p.m.

CITY COUNCIL ROLL CALL
PRESENT: Jon Thorp, Mayor
Chris Venable, Mayor Pro Tern
Bob Miller, Councilmember
Judy Woolsey, Councilmember
ABSENT: Justin Beaver, Councilmember

PUBLIC COMMENT
There were no comments.

CLOSED SESSION — 5:00 PM
A. CONFERENCE WITH LEGAL COUNSEL - EXISTING LITIGATION (Paragraph (1) of subdivision (d) of Section 54956.9)
Yucaipa Preservation Society v. City of Yucaipa, et al. San Bernardino Superior Court Case No. CIVSB2308052
B. CONFERENCE WITH LEGAL COUNSEL - EXISTING LITIGATION (Paragraph (1) of subdivision (d) of Section 54956.9)
Yucaipa Preservation Society v. City of Yucaipa, et al. San Bernardino Superior Court Case No. CIVSB2430625
C. CONFERENCE WITH LEGAL COUNSEL - EXISTING LITIGATION (Paragraph (1) of subdivision (d) of Section 54956.9)
Wang, et al. v. City of Yucaipa, et al. San Bernardino Superior Court Case No. CIVSB 2415976
D. CONFERENCE WITH LEGAL COUNSEL — EXISTING LITIGATION (Paragraph (1) of subdivision (d) of Section 54956.9)
Ana Sauseda v. Kathleen Elizabeth Sellers, Court of Appeal (Fourth District) Case No.

E083932
City Council Minutes

01/27/2025 City Council Agenda
52 E. CONFERENCE WITH LEGAL COUNSEL — ANTICIPATED LITIGATION - Significant Exposure to Litigation pursuant to Paragraph (2) of Subdivision (d) of Section 54956.9
Number of Cases (1)
The City Council entered Closed Session at 5:01 p.m.

OPEN SESSION — 6:00 PM

CALL TO ORDER
Mayor Thorp called to order the Regular Meeting of the City Council/Successor Agency/Housing Authority at 6:05 p.m.

INVOCATION
The invocation was led by Chaplain Doug Duke.

PLEDGE OF ALLEGIANCE
Pledge of Allegiance was led by Captain Walker.

CITY COUNCIL ROLL CALL
PRESENT: Jon Thorp, Mayor
Chris Venable, Mayor Pro Tern
Bob Miller, Councilmember
Judy Woolsey, Councilmember
ABSENT: Justin Beaver, Councilmember
STAFF
PRESENT: Chris Mann, City Manager
Jennifer Crawford, Assistant City Manager
Steven Pacifico, City Attorney
Ana Sauseda, Director of General Services/City Clerk

CLOSED SESSION REPORT
City Attorney Steven Pacifico reported on all five closed session items. There was no action taken on Item B. The City Council gave direction on Items C and E by a vote of 4-0-1 with Councilmember Beaver absent. Items A and D were continued to the next available meeting for further discussion.

City Council Minutes

01/27/2025 City Council Agenda
53 CHANGES TO THE AGENDA
City Manager Chris Mann announced that Items 9 and 10 would be continued to a Special City Council meeting scheduled for Tuesday, January 21, 2025.

SPECIAL PRESENTATION
YAPS Dog of the Month was presented by Jennifer Hurlbut, Executive Director of YAPS.

Recognition of Commission and Committee Members was presented by Director of General Services/City Clerk Ana Sauseda.

PUBLIC COMMENT
The following members of the public spoke:
• Kandie Cansler
• Priscilla
• Dr. Hansen Wang
• Dr. Teri Boon
• Joel McCabe
• Ro Randolph

CONSENT AGENDA
Mayor Thorp asked if there were any Consent Agenda items to be removed for discussion. Items 4 & 5 were pulled for discussion.

1. SUBJECT: APPROVE THE CITY COUNCIL/SUCCESSOR AGENCY/HOUSING AUTHORITY MINUTES OF DECEMBER 9, 2024
RECOMMENDATION: That the City Council approve the City Council/Successor Agency/Housing Authority minutes of December 9, 2024.

2. SUBJECT: MONTHLY TREASURER'S REPORT NOVEMBER 2024
RECOMMENDATION: That the City Council receive and file the Monthly Treasurer's Report for November 2024.

3. SUBJECT: AWARD OF CONTRACT —13TH STREET SKATE PARK SEAT WALL - PROJECT NO. 11225
RECOMMENDATION: That the City Council:

1. Award and authorize the City Manager to execute a contract, and the City Manager or his designee to administer the terms of the contract to the lowest responsible bidder, Gentry General Engineering, Inc. of Colton, CA in the amount $38,856 for the 13th Street Skate Park Seat Wall - Project No. 11225 (Project); and City Council Minutes

01/27/2025 City Council Agenda
54 2. Approve the amount of $5,000 for construction contract contingency and the amount of $5,000 for construction contract administration, staff time, and inspection costs for a total construction budget in the amount of $48,856; and

3. Authorize the City Manager or his designee to administer the distribution of the contract contingency; and

4. Approve the plans and specifications prepared for the Project.

RECOMMENDATION: That the City Council Approve the Special Event Permit Application (SEPA) submitted by Rogelio Bermudez to conduct El Gallo Show California, on Saturday, March 29, 2025 at the Yucaipa Equestrian Center.

6. SUBJECT: ADOPTION OF RESOLUTION NO.2025-01, UPDATING THE GENERAL

RULES AND PROCEDURES FOR THE CONDUCT OF COMMISSIONS AND

COMMITTEES
RECOMMENDATION: That the City Council adopt Resolution No. 2025-01, updating the general rules and procedures for the conduct of commissions and committees in the City of Yucaipa and updating the list of City Council committees to reflect newly established committees.

7. SUBJECT: ADOPTION OF AN INVOCATION POLICY FOR CITY COUNCIL

MEETINGS
RECOMMENDATION: That the City Council adopt the proposed Invocation Policy for the City of Yucaipa.

ACTION: MOTION BY MAYOR PRO TEM VENABLE, SECOND BY
COUNCILMEMBER WOOLSEY, CARRIED 4-0-1 (COUNCILMEMBER
BEAVER WAS ABSENT), TO APPROVE CONSENT AGENDA ITEMS NO. 1, 2, 3, 6, AND 7.

ITEMLI REMOVED FOR DISCUSSION

4. SUBJECT: BUDGET AMENDMENT AND FUND REALLOCATION - OAK GLEN

ROAD/LIVE OAK CANYON ROAD WIDENING PROJECT, COLORADO STREET TO OUTER HWY-10 SOUTH PROJECT
RECOMMENDATION: That the City Council:

1. Amend the FY25 Capital Improvement Program Budget by reallocating the amount of $280,000 in Traffic DIF (Development Impact Fee) funds from the Yucaipa Boulevard Improvements, 15th Street to the I-10 Freeway Project, to the Oak Glen Road/Live Oak Canyon Road Widening, Colorado Street to Outer Hwy-10 South Project; and

2. De -authorize spending in the amount of $280,000 on the Yucaipa Boulevard Improvements, 15th Street to the I-10 Freeway Project.

City Council Minutes

01/27/2025 City Council Agenda
55 DISCUSSION: Director of Development Services/City Engineer Preciado presented the Agenda Report.

ACTION: MOTION BY MAYOR PRO TEM VENABLE, SECOND BY
COUNCILMEMBER WOOLSEY, CARRIED 4-0-1 (COUNCILMEMBER
BEAVER WAS ABSENT), TO APPROVE STAFF'S RECOMMENDATION.

5. SUBJECT: SPECIAL EVENT PERMIT APPLICATION — EL GALLO SHOW

CALIFORNIA
RECOMMENDATION: That the City Council Approve the Special Event Permit Application (SEPA) submitted by Rogelio Bermudez to conduct El Gallo Show California, on Saturday, March 29, 2025 at the Yucaipa Equestrian Center.

DISCUSSION: Director of Community Services Wolfe presented the Agenda Report.

The following member of the public spoke:
• Alesia Miller
After Council discussion, the following Motions were made:

ACTION: MOTION BY COUNCILMEMBER WOOLSEY, SECOND BY
COUNCILMEMBER MILLER, FAILED 2-2-1 (MAYOR PRO TEM VENABLE

AND MAYOR THORP VOTED NO AND COUNCILMEMBER BEAVER WAS
ABSENT) TO NOT APPROVE THE EVENT.

ACTION: MOTION BY MAYOR THORP, SECOND BY COUNCILMEMBER
MILLER, CARRIED 3-1-1 (MAYOR PRO TEM VENABLE VOTED NO AND

COUNCILMEMBER BEAVER WAS ABSENT) TO BRING THIS ITEM BACK TO COUNCIL IN 30 DAYS, ALLOWING STAFF TIME TO WORK WITH THE APPLICANT ON ADDITIONAL CONDITIONS.

DISCUSSION ITEMS

8. SUBJECT: SPECIAL EVENT PERMIT APPLICATION — SUNSET SATURDAYS RECOMMENDATION: That the City Council approve a Special Event Permit Application (SEPA) submitted by the Yucaipa Valley Chamber of Commerce (Applicant) to conduct Sunset Saturdays from January 25, 2025, to September 27, 2025.

DISCUSSION: Director of Community Services Wolfe presented the Agenda Report.

The following member of the public spoke:
• Mary Ruhter
City Council Minutes

01/27/2025 City Council Agenda

After Council discussion, the following Motion was made:

ACTION: MOTION BY MAYOR THORP, SECOND BY COUNCILMEMBER
MILLER, CARRIED 4-0-1 (COUNCILMEMBER BEAVER WAS ABSENT), TO

APPROVE STAFF'S RECOMMENDATION WITH ADDITIONAL TRAFFIC
MITIGATING MEASURES IN PLACE.

9. SUBJECT: 2025 MEMBERSHIP ON COUNCIL AD -HOC & STANDING

COMMITTEES
RECOMMENDATION: That the City Council review the current 2024 Committees Roster and advise the City Clerk of any changes to current memberships.

This item was continued to the January 21, 2025, Special City Council meeting.

10. SUBJECT: CITIZEN SERVICE APPOINTMENTS TO VARIOUS COMMISSIONS

AND COMMITTEES
RECOMMENDATION: That the City Council review the applications received by the City Clerk's Office and nominate citizens for membership to the various commissions and committees.

This item was continued to the January 21, 2025, Special City Council meeting.

PUBLIC HEARING

11. SUBJECT: PRIORITIZATION OF PROGRAM YEAR 2025-2026 COMMUNITY

DEVELOPMENT BLOCK GRANT PROJECTS/PROGRAMS
RECOMMENDATION: That the City Council conduct a public hearing and prioritize eligible project proposals for submission to the San Bernardino County Board of Supervisors for Community Development Block Grant funding consideration. • Public Hearing Opened
Mayor Thorp opened the Public Hearing for Item No. 11 at 7:19 p.m.

Staff Presentation
Senior Management Analyst Gorham presented the Agenda Report. • Applicant Presentation
Applicants Annie Ploehn — Partners Against Violence, Catherine Burns - San Bernardino County Library, Kyra Stewart — Family Service Association, and Molly Widdicombe — Girls on the Run gave brief presentations on behalf of their organizations. • Public Comments
There were no comments.

City Council Minutes

01/27/2025 City Council Agenda
57 • Applicant Rebuttal
There was no applicant rebuttal.
• Public Hearing Closed
Mayor Thorp closed the Public Hearing at 7:40 p.m.

After Council discussion, the following Motion was made:

ACTION: MOTION BY MAYOR PRO TEM VENABLE, SECOND BY
COUNCILMEMBER WOOLSEY, CARRIED 3-1-1 (COUNCILMEMBER

MILLER VOTED NO AND COUNCILMEMBER BEAVER WAS ABSENT) TO APPROVE THE FOLLOWING:
2025-2026 CDBG AWARD
Council
Applicant
Allocation
San Bernardino County Library (Adult
Literacy Program)
$7 500
Family Service Association of Redlands
(Case Management Program)
$5,000
Partners Against Violence (formerly San
Bernardino Sexual Assault Services)
$12,934
Girls on the Run — Inland Empire
$7,500
City of Yucaipa — Recreational
Scholarships
$0
TOTAL
$32,934

COUNCILMEMBER REPORTS
Mayor Thorp asked the City Manager to discuss the recent power outages affecting the residents of Yucaipa.

City Manager Mann along with Captain Walker and Attorney Steven Graham discussed Southern California Edison's Public Safety Power Shutoffs (PSPS).

Councilmember Woolsey discussed the SBCTA meeting she attended.

Councilmember Miller thanked Public Works staff for all their hard work during the PSPS.

Mayor Pro Tem Venable requested an inventory of assets at City parks.

City Council Minutes

01/27/2025 City Council Agenda
R

ANNOUNCEMENTS
The next regularly scheduled meeting will be January 27, 2025, at 6:00 p.m.

ADJOURNMENT
The meeting adjourned at 8:20 p.m.

Jon Thorp, Mayor
ATTEST:

Ana V. Sauseda, MMC
Director of General Services/City Clerk
City Council Minutes

O1/27/2025 City Council Agenda
59 ATTACHMENT 2
01/27/2025 City Council Agenda 60

City of Yucaipa
City Council
Special Meeting of January 13, 2025
City Hall - City Council Chambers
34272 Yucaipa Blvd., Yucaipa, California
OPEN SESSION 2:00 PM

CALL TO ORDER
Mayor Thorp called to order the Special Meeting of the City Council at 2:00 p.m.

PLEDGE OF ALLEGIANCE
Pledge of Allegiance was led by Director of Governmental Affairs/PIO Joe Pradetto.

CITY COUNCIL ROLL CALL
PRESENT: Jon Thorp, Mayor
Chris Venable, Mayor Pro Tern
Bob Miller, Councilmember
Judy Woolsey, Councilmember
ABSENT: Justin Beaver, Councilmember
STAFF
PRESENT: Chris Mann, City Manager
Steven Pacifico, City Attorney
Ana Sauseda, Director of General Services/City Clerk
AB 1234 ETHICS TRAINING
• MANDATORY BI-ANNUAL TRAINING AS REQUIRED BY ASEMBLY BILL 1234 Ethics Training was led by City Attorney Pacifico.

Mayor Thorp called for a recess at 3:03 p.m. The meeting reconvened at 3:08 p.m.

City Attorney Pacifico continued with Ethics training followed by Brown Act Training.

City Council Minutes Page 1 of 2
01/27/2025 City Council Agenda 61

ADJOURNMENT
Mayor Thorp adjourned the meeting at 4:07 p.m.

Jon Thorp, Mayor
ATTEST:

Ana V. Sauseda, MMC
Director of General Services/City Clerk
City Council Minutes Page 2 of 2
O1/27/2025 City Council Agenda 62

ATTACHMENT 3
01/27/2025 City Council Agenda 63

City of Yucaipa
City Council
Special Meeting of January 21, 2025
City Hall Council Chambers
34272 Yucaipa Blvd., Yucaipa, CA 92399
CLOSED SESSION — 5:00 PM

CALL TO ORDER
Mayor Thorp called the Closed Session meeting to order at 5:01 p.m.

CITY COUNCIL ROLL CALL
PRESENT: Jon Thorp, Mayor
Chris Venable, Mayor Pro Tern
Justin Beaver, Councilmember
Bob Miller, Councilmember
Judy Woolsey, Councilmember
ABSENT: None

PUBLIC COMMENT
There were no comments.

CLOSED SESSION — 5:00 PM
A. CONFERENCE WITH LEGAL COUNSEL - EXISTING LITIGATION (Paragraph (1) of subdivision (d) of Section 54956.9)
Yucaipa Preservation Society v. City of Yucaipa, et al. San Bernardino Superior Court Case No. CIVSB2308052
B. CONFERENCE WITH LEGAL COUNSEL — EXISTING LITIGATION (Paragraph (1) of subdivision (d) of Section 54956.9)
Ana Sauseda v. Kathleen Elizabeth Sellers, Court of Appeal (Fourth District) Case No.

E083932
C. CONFERENCE WITH LEGAL COUNSEL --ANTICIPATED LITIGATION — Initiation of litigation pursuant to paragraph (4) of subdivision (d) of Section 54956.9: (1 case) Councilmember Miller recused himself from Closed Session Item A as his property is within 500 ft. of the agendized item.

The City Council entered Closed Session at 5:02 p.m.

City Council Minutes

01/27/2025 City Council Agenda
M

OPEN SESSION — 6:00 PM

CALL TO ORDER
Mayor Thorp called to order the Special Meeting of the City Council/Successor Agency/Housing Authority at 6:01 p.m.

PLEDGE OF ALLEGIANCE
Pledge of Allegiance was led by Captain Walker.

CITY COUNCIL ROLL CALL
PRESENT: Jon Thorp, Mayor
Chris Venable, Mayor Pro Tern
Justin Beaver, Councilmember
Bob Miller, Councilmember
Judy Woolsey, Councilmember
ABSENT: None
STAFF
PRESENT: Chris Mann, City Manager
Jennifer Crawford, Assistant City Manager
Steven Pacifico, City Attorney
Ana Sauseda, Director of General Services/City Clerk

DISCUSSION ITEMS

1. SUBJECT: CITIZEN SERVICE APPOINTMENTS TO VARIOUS COMMISSIONS

AND COMMITTEES
RECOMMENDATION: That the City Council review the applications received by the City Clerk's Office and nominate citizens for membership to the various commissions and committees.

DISCUSSION: Director of General Services/City Clerk Sauseda presented the Agenda Report.

The following members of the public spoke:
• Ross McGinnis
• Holly Warner
• Heather Leon
• Carla McCorkle
• Kelly Tully
• Cary Clark
• David Hiaainson
City Council Minutes

01/27/2025 City Council Agenda
W,

• Donna Snodgrass
• Dr. Hansen Wang
Healthy Yucaipa Committee
Dr. Hansen Wang was nominated by Councilmember Beaver and appointed by a majority vote of the Council.

Robin Jensen was nominated by Councilmember Miller and appointed by a majority vote of the Council.

Ross McGinnis was nominated by Councilmember Woolsey and appointed by a majority vote of the Council.

Meredith Sherwin was nominated by Mayor Pro Tem Venable and appointed by a majority vote of the Council with Councilmember Woolsey voting no.

Heather O'Bier was nominated by Mayor Thorp and appointed by a majority vote of the Council.

Dr. Matthew Underwood was nominated by Councilmember Beaver for the at -large position and appointed by a majority vote of the Council.

Rebecca Haynes was nominated by Mayor Pro Tem Venable for the at -large position and appointed by a majority vote of the Council.

Mayor Pro Tem Venable and Mayor Thorp were nominated for the non -voting councilmember positions and appointed by a majority vote of the Council.

Public Finance Authority Board
Dusteen Nevatt was nominated by Councilmember Beaver for the at -large position and appointed by a majority vote of the Council.

Ro Randolph was nominated by Mayor Pro Tem Venable for the at -large position but failed due to a lack of a second.

Heather Leon was nominated by Councilmember Miller for the at -large position and appointed by a majority vote of the Council.

Councilmembers Beaver, Miller, and Woolsey were nominated for the councilmember positions and appointed by a majority vote of the Council.

City Council Minutes

O1/27/2025 City Council Agenda

Trails and Open Space Committee
Kandie Cansler was nominated by Councilmember Beaver and appointed by a majority vote of the Council.

Miguel Placencia was nominated by Councilmember Miller and appointed by a majority vote of the Council.

Dan Whitehead was nominated by Councilmember Woolsey and appointed by a majority vote of the Council.

Kellie LaRocco was nominated by Mayor Pro Tem Venable and appointed by a majority vote of the Council.

Douglas Leach was nominated by Mayor Thorp and appointed by a majority vote of the Council.

Lenny LaRocco was nominated by Mayor Pro Tem Venable for the at -large position and appointed by a majority vote of the Council with Councilmember Beaver voting no.

Kathy Utley was nominated by Councilmember Beaver for the at -large position and appointed by a majority vote of the Council.

Kristine Mohler was nominated by Mayor Pro Tem Venable for the at -large position and appointed by a majority vote of the Council.

Shawn Burdine was nominated by Mayor Pro Tem Venable for the at -large position and appointed by a majority vote of the Council.

Vector Control Committee
Staff requested direction from the City Council as to how to proceed with this committee as the City received no applications for membership.

ACTION: MOTION BY COUNCILMEMBER BEAVER, SECOND BY

COUNCILMEMBER MILLER, TO MOVE THE VECTOR CONTROL
COMMITTEE UNDER THE PURVIEW OF THE PLANNING COMMISSION.

COUNCILMEMBER BEAVER WITHDREW HIS MOTION.

ACTION: MOTION BY MAYOR PRO TEM VENABLE, SECOND BY
COUNCILMEMBER BEAVER, CARRIED 5-0, TO RUN THE RECRUITMENT

AGAIN AND BRING THE ITEM BACK AT A FUTURE MEETING WITH THE

OPTIONS OF MOVING THE COMMITTEE SO IT FALLS UNDER THE

PLANNING COMMISSION IN CASE THE RECRUITMENT IS NOT
SUCCESSFUL.

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O1/27/2025 City Council Agenda
67 Park and Recreation Commission
Denise Allen was appointed by Councilmember Beaver.

Heather Placencia was appointed by Councilmember Miller.

Joel Keller was appointed by Councilmember Woolsey.

Tara Van Grouw was appointed by Mayor Pro Tem Venable.

Spencer Gonzales was appointed by Mayor Thorp.

Planning Commission
Stacey Chester was nominated by Councilmember Beaver and appointed by a majority vote of the Council.

Brandon Mihld was nominated by Councilmember Miller and appointed by a majority vote of the Council.

Dennis Miller was nominated by Councilmember Woolsey and appointed by a majority vote of the Council.

Lyle Vick was nominated by Mayor Pro Tem Venable but failed due to a lack of a second.

Tony Hicks was nominated by Mayor Pro Tem Venable and appointed by a majority vote of the Council with Councilmembers Miller and Woolsey voting no.

Robert O'Brine was nominated by Mayor Thorp and appointed by a majority vote of the Council.

Mike McCuistion was nominated by Councilmember Miller for the at -large position and appointed by a majority vote of the Council.

Timothy Mullins was nominated by Mayor Thorp for the at -large position and appointed by a majority vote of the Council.

City Council Minutes

O1/27/2025 City Council Agenda

2. SUBJECT: 2025 MEMBERSHIP ON COUNCIL AD -HOC & STANDING

COMMITTEES
RECOMMENDATION: That the City Council review the current 2024 Committees Roster and advise the City Clerk of any changes to current memberships.

DISCUSSION: Director of General Services/City Clerk Sauseda presented the Agenda Report.

The following appointments were made by a majority vote of the council:

Ad -Hoc Committees
• Casa Blanca Advisory Ad -Hoc Committee —
Mayor Thorp/Mayor Pro Tem Venable
• Community Activity Grant (CAG) Application Review Ad -Hoc Committee — Councilmember Beaver/Mayor Thorp
• Five Winds Ranch Improvement Advisory Ad -Hoc Committee — Mayor Pro Tem Venable/Councilmember Beaver
• Library Ad -Hoc Committee —
Mayor Thorp/Councilmember Miller
• Public Arts Ad -Hoc Committee —
Councilmember Miller/Councilmember Woolsey
• Public Safety Ad -Hoc Committee —
Councilmember Beaver/Councilmember Miller
• Solid Waste Ad -Hoc Committee —
Mayor Pro Tem Venable/Mayor Thorp
• Yucaipa Valley Chamber of Commerce Ad -Hoc Committee — Councilmember Woolsey/Councilmember Miller
Standing Committees
• Finance Committee —
Councilmember Woolsey/Councilmember Miller
City Council Minutes

01/27/2025 City Council Agenda

CLOSED SESSION REPORT
City Attorney Steven Pacifico indicated that there was no reportable action on item A, Council gave settlement direction on Item B by a vote of 4-1, and Council gave settlement direction on Item C by a vote of 5-0.

Councilmember Beaver apologized for missing the last regular City Council meeting and gave a brief update on behalf of Omnitrans.

Mayor Thorp thanked all the citizens who applied to serve on a City commission/committee.

ADJOURNMENT
The meeting adjourned at 6:57 p.m.

Jon Thorp, Mayor
ATTEST:

Ana V. Sauseda, MMC
Director of General Services/City Clerk
City Council Minutes

01/27/2025 City Council Agenda
70 CITY OF
9�

AGENDA REPORT
DATE: January 27, 2025
TO: Honorable Mayor and City Council
FROM: Ana V. Sauseda, Director of General Services/City Clerk Item No. 2
SUBJECT: Monthly Report on Yucaipa App Usage — Oct through Dec, 2024 RECOMMENDATION:

That the City Council receive and file a report of the user activity on the Yucaipa App for the months of October through December, 2024.

BACKGROUND/DISCUSSION:

The Yucaipa App is a smart phone application that allows users to report issues and access City information. The App allows users to submit pictures and geographical locations to help the City to respond effectively and provide status updates. The App has played a crucial role in addressing concerns related to homelessness and street maintenance.

As the City aims to increase the number of residents using the App, staff will continue to submit a monthly accountability report sharing important statistics.

Monthly Totals
Item
AUGUST

SEPTEMBER

OCTOBER

NOVEMBER

DECEMBER
Total Monthly
1525
1197
670
670
252
Users
Total Issues
286
259
242
211
182
Submitted
Most
Street/City
Street/City
Street/City
Street/City
Street/City
Commonly
Issue (90)
Issue (80)
Issue (77)
Issue (66)
Issue (25)
Reported Issue
01/27/2025 City Council Agenda 71

Issues Totals by Type
JUNE
JULY
AUG
SEP
OCT
NOV
DEC
Code Enforcement
31 74
75 50
36 45
34 Daily Park Task
------
------
1 1
2 ------
Daily Street Task
2 ------
2 2
1 Engineering
Review
------
------
------
------
1 Graffiti/Vandalism
20 15
5 26
31 30
27 Homeless Issue
35 51
64 49
33 40
29 Park Issue
21 26
26 22
28 8
9 Refer to LLMD
------
------
------
4 4
6 1
Refer to PMP
9 8
7 12
3 4
3 Street/City Issue
68 81
90 80
77 66
68 Traffic Calming
11 10
13 9
27 9
9 Trail Issue
4 3
3 4
1 3
------
Grand Total
201
268
286
259
242
211
182
FISCAL IMPACT:

No fiscal impact related to the recommendation.

Approved by:

O1/27/2025 City Council Agenda 72

CITY OF

AGENDA REPORT
DATE: January 27, 2025
Item No. 3
TO: Honorable Mayor and City Council
FROM: Fermin Preciado, Director of Development Services/City Engineery.�_ Landon Kern, Assistant City Engineer 44(
Crystal Campbell, Associate Engineer CC,
SUBJECT: Agreement Amendment — American Rescue Plan Act — Coronavirus State and Local Fiscal Recovery Fund Contract with County of San Bernardino RECOMMENDATION:

That the City Council approve and authorize the City Manager to execute Amendment No. 1 to the contract with the County of San Bernardino for the American Rescue Plan Act Funding for the Upper Wildwood Creek Basin Project, extending the deadline for award of the construction contract to June 30, 2025.

BACKGROUND/DISCUSSION:

The Upper Wildwood Creek Basin Project (Project) is identified in the City's Master Plan of Drainage (MPD) Update, adopted in 2012, for a local flood control and detention basin facility for the Wildwood Creek drainage system. The Project is intended to provide multiple benefits including flood protection, groundwater recharge opportunities and erosion/sediment control within Wildwood Creek. The Project is proposed to be a flow -through retention/detention basin with an estimated storm water capacity of 25 acre-feet. In addition, the Project will reduce erosion, sedimentation and downstream flooding along Wildwood Creek thus providing additional protection for the existing native habitat (specifically oak trees) along Wildwood Canyon Road, Wildwood Canyon City Park, and other private and public properties.

The American Rescue Plan Act (ARPA) was signed into law and established a $350 billion Coronavirus State and Local Fiscal Recovery Fund Program to distribute much needed resources to state and local governments throughout the nation. Of that amount, San Bernardino County was allocated $423.5 million, creating an unprecedented opportunity to not only rebuild from the pandemic, but to immediately invest in transformative public service projects that would otherwise remain unfunded. On June 8, 2021 (amended on August 24, 2021), the County's Board of Supervisors took its initial step towards investing the funds by passing the San Bernardino County Local Fiscal Recovery Fund Spending Plan. As part of this plan, $175 million was allocated towards the category of Economic Recovery, which includes "funds to be used for investing in water and sewer infrastructure needs,...recogniz[ing] the critical role that clean drinking water and services for the collection and treatment of wastewater and storm water play in protecting public health". For San Bernardino County, clean water projects also represent a basic requirement for areas to achieve future economic growth. 01/27/2025 City Council Agenda 73

After an analysis and evaluation process, San Bernardino County deemed this category of ARPA funding appropriate to help fund the construction of the Upper Wildwood Creek Basin Project.

On July 22, 2022, the City of Yucaipa and the County of San Bernardino executed contract 22-742 (Contract) to administer the terms of the ARPA funding, which intends to fund $880,000 of construction related costs for the Project. Under the terms of the Contract, the deadline for the City to award a construction contract was December 31, 2024. In October 2024, staff advertised the project for construction bids. Bids were received and opened on November 5, 2024. The construction bids were substantially higher than estimated. After an initial review of the bids, staff reached out to San Bernardino County to explore the City's options related to the construction award deadline. In response, the County has drafted an amended contract that extends the construction contract deadline to June 30, 2025. City staff is recommending this extended deadline to provide additional time for staff to review the construction bids and available overall funding currently allocated to the Project, and return to City Council in the near future with options available for moving forward with the construction of the Project.

FISCAL IMPACT:

Authorization of this Contract amendment will extend the period of performance to June 30, 2025 allowing the City to continue the Project, resulting in no fiscal impact. Should the City Council decline to authorize the proposed contract amendment, the Project funding will be reduced by $880,000.

Attachments:

1. Amendment No. 1 to Contract between San Bernardino County and the City of Yucaipa related to the ARPA and the Coronavirus Local Fiscal Recovery Fund for the Upper Wildwood Creek Basin Project
Approved by:

O1/27/2025 City Council Agenda 74

ATTACHMENT 1
01/27/2025 City Council Agenda 75

THE INFORMATION IN THIS BOX IS NOT A PART OF THE CONTRACT AND IS FOR COUNTY USE ONLY

SAN BERNARDINO
COUNTY
Contract Number
22-742 Al
SAP Number
ARPA21-PRJC-009-YUC
County Administrative Office
Department Contract Representative
Telephone Number
Contractor
Contractor Representative
Telephone Number
Contract Term
Original Contract Amount
Amendment Amount
Total Contract Amount
Cost Center
Grant Number (if applicable)
Matthew Erickson,
County Chief Financial Officer
(909) 387-5423
City of Yucaipa
UEI No. QVUWF3WJ3QF8
Landon Kern, P.E
(909) 797-2489
July 12, 2022 through December
31, 2026
Based on actual project costs not to
exceed $880,000
Based on actual project costs not to
exceed $880,000
1100931078
AMENDMENT NO. 1 TO CONTRACT BETWEEN SAN BERNARDINO COUNTY AND THE CITY

OF YUCAIPA RELATED TO THE AMERICAN RESCUE PLAN ACT AND THE CORONAVIRUS

LOCAL FISCAL RECOVERY FUND
WHEREAS, on July 22, 2022, the San Bernardino County (County) Chief Executive Officer executed a Contract 22-742 (Contract) with the City of Yucaipa (City or Contractor) to transfer funds from American Rescue Plan Act (ARPA) Coronavirus State and Local Fiscal Recovery Fund (CLFRF), Assistance Listing Number: 21.027/Federal Assistance Identification Number: SLFRP-0154, in the not - to -exceed amount of $880,000 for expenditures identified in Exhibit "A" of the Contract; and WHEREAS, on August 9, 2022 (Item No. 19), the Board of Supervisor (Board) ratified approval of the Contract with the Contractor to fund the projected expenditures identified in Exhibit "A" of the Contract regarding the Upper Wildwood Creek Basin Project; and
01/27/2025 City Council Agenda
Standard Contract
Page '!"of 7

WHEREAS, County and Contractor desire to amend the ARPA CLFRF obligation deadline from December 31, 2024 to June 30, 2025; and
WHEREAS, County and Contractor agree to amend the Contract, including the terms and conditions included in Exhibit "A" as stated below.

OPERATIVE PROVISIONS OF AMENDMENT NO. 1
NOW, THEREFORE, County and Contractor mutually agree as follows:

Effective February 25, 2025, Contract No. 22-742 is hereby amended as follows:

1. Replace Section 1.13 of the Contract in its entirety with the following:

1. THE ARPA CLFRF
B. Contractor certifies that the use of funds that will be submitted for reimbursement from the CLFRF under Paragraph 1.A. and Exhibit "A-1" of this Contract will be used only to cover those costs that: i) are related to infrastructure — water and sewer eligible use; and ii) were incurred during the period that begins July 12, 2022, and will end June 30, 2025. For purposes of this Contract and pursuant to federal guidance, expended or obligated costs are costs incurred by Contractor during the time period referenced above that are allowable for reimbursement. Any cost obligated by Contractor as of June 30, 2025, must be expended by December 31, 2026, to meet the eligible costs timeframe as defined by the United States Department of the Treasury.

2. Replace Section 4 of the Contract in its entirety with the following:

4. TERM OF CONTRACT
This Contract is effective as of July 12, 2022 (Effective Date), requires all incurred obligations by June 30, 2025, and expires on December 31, 2026, but may be terminated earlier in accordance with the provisions of this Contract.

3. Replace Exhibit "A" with Exhibit "A-1" that includes the following: "Not -to -exceed amount of expenditures described in 1 above, obligated during the period of July 12, 2022 and June 30, 2025 and expended on or before December 31, 2026 is $880,000."

4. This Amendment No. 1 (Amendment) to Contract No. 24-368 may be executed in any number of counterparts, each of which so executed shall be deemed to be an original, and such counterparts shall together constitute one and the same Amendment. The parties shall be entitled to sign and transmit an electronic signature of this Amendment (whether by facsimile, PDF or other email transmission), which signature shall be binding on the party whose name is contained therein. Each party providing an electronic signature agrees to promptly execute and deliver to the other party an original signed Amendment upon request.

5. All other terms and conditions of the Contract, as amended, shall remain in full force and effect as written.

O1/27/2025 City Council Agenda
Revised 7/1/24

SAN BERNARDINO COUNTY
d
City of Yucaipa
(Print or type name of corporation, company, contractor, etc.) By 0-
Dawn Rowe, Chair, Board of Supervisors
Dated: Name

SIGNED AND CERTIFIED THAT A COPY OF THIS

DOCUMENT HAS BEEN DELIVERED TO THE
CHAIRMAN OF THE BOARD Title _
Lynna Monell
Clerk of the Board of Supervisors
San Bernardino County
By Dated:

Deputy
Address

FOR COUNTY USE ONLY
Approved as to Legal Form
1111.

County Counsel
Date
(Authorized signature - sign in blue ink)
(Print or type name of person signing contract)
(Print or Type)
Reviewed for Contract Compliance Reviewed/Approved by Department 00� 111N-
Date
Date
01/27/2025 City Council Agenda
Revised 7/1/24

EXHIBIT A-1 — SCOPE OF EXPENDITURES
APPLIES TO AGREEMENT 22-742 (ARPA21-PRJC-009-YUC) BETWEEN SAN BERNARDINO COUNTY

AND CITY OF YUCAIPA RELATED TO THE CORONAVIRUS LOCAL FISCAL RECOVERY FUND FOR

LOCAL GOVERNMENTS

1. The following is the mutually agreed upon scope of expenditures to be funded by the American Rescue Plan Act of 2021 (ARPA) Coronavirus Local Fiscal Recovery Fund (CLFRF) received by San Bernardino County:

The Upper Wildwood Creek Basin Project site is identified in the City's Master Plan of Drainage (MPD) as a suitable location for a local detention basin facility to support the Wildwood Creek drainage system.

The proposed basin project is located south of Wildwood Canyon Road and just east of Oak View Drive in the City of Yucaipa. This segment of the creek has little or no channel improvements, resulting in compromised slopes that continue to erode and deteriorate during and after significant storm events.

Unfortunately, this has led to damages in the surrounding open space environment (Attachment A).

The proposed basin project will not only benefit the surrounding environment by implementing measures to increase erosion and flood control protection within the area, but it will also facilitate groundwater recharge opportunities, improve downstream water quality, and together with other channel improvements and basin projects constructed in recent years, help to protect downstream public and private properties from flooding. The proposed project design is a flow -through retention/detention system; meaning the basin will temporarily store a specified volume of stormwater runoff before it begins to discharge the stormwater at a controlled rate. This proposed basin will have an estimated stormwater capacity of 25 acre-feet (8.1 million gallons) and is anticipated to capture and recharge approximately 250 acre-feet of stormwater during an average rainfall year. The proposed project improvements will help mitigate erosion and flooding along Wildwood Creek which will support the City's work to promote and protect the environmental restoration and enhancements for the existing habitat which consist of native shrubs and several hundred -year -old Oak Trees. Upon completion of this project, the basin will allow for residents and visitors the opportunity to utilize the open space and multi -purpose trail systems available in the Wildwood Canyon area (Attachment B).

However, the proposed Upper Wildwood Creek Basin project has been on hold because of the negative impacts related to the COVID-19 pandemic. The fiscal uncertainty associated with the pandemic not only impacted the City's ability to fund this project, but it also resulted in a reduction of City staff which has negatively impacted the City's ability to implement and deliver this critical infrastructure project. As a result, this has had significant ramifications on the City's efforts to increase groundwater recharge opportunities. Consequently, this has hindered the City's continued efforts to be a more resilient and sustainable as it relates to the community's reliance on the State Water Project. In addition, the pandemic has created an unfortunate recharge deficiency,in the community; for example, if the basin had been constructed two years ago, it is estimated that approximately 500 acre-feet of stormwater could have been captured and recharged. That is enough water to supply the annual indoor and outdoor water needs of approximately 500 to 1,000 households in the community (1 acre-foot equals 1-2 households).

Without this proposed project, the City's ability to mitigate and increase flood protection for downstream public and private properties has been negatively impacted. Consequently, this has resulted in public and private property owners remaining within the FEMA Flood Map. Not only does this this effect these property owners' financially, some of whom are in a disadvantaged community, it also obstructs economic development within these areas of the City. Due to the risk and associated cost, these properties are 01/27/2025 City Council Agenda
Revised 7/1 /24 Page e4 of 7

unfortunately less appealing for commercial, industrial, and residential development. However, this critical infrastructure investment will increase flood protection which will significantly enhance the value, appeal, and integrity of these downstream properties, helping to spur -on economic development.

The Upper Wildwood Creek Basin project will not only increase groundwater recharge and strengthen flood protection, but it will also support long-term economic sustainability while creating additional recreational opportunities and community amenities, such as multi -purpose trails and open spaces, for residents and visitors to enjoy.

Attachment A
01/27/2025 City Council Agenda Revised 7/1/24 Pag� 5o
of 7

Attachment B

2. Not -to -exceed amount of expenditures described in 1, above, obligated during the period of July 12, 2022 and June 30, 2025 and expended on or before December 31, 2026 is $880,000.

3. The following is the list of projected expenditures that will be funded by the CLFRF for the scope identified in 1, above:

Expenditure Type (e.g., Payroll)
Projected Expenditures*
Construction — Rock RipRap Grade Control
Structure
$704,474
Construction —15ft Wide CMB Access Road
$13,954
Construction — Vehicle Turnaround Concrete
Pad
$12,000
Construction — Furnish & Install 48" RCP
$17,100
Construction — Class 'B' Concrete V-Ditch
$41,925
Construction — Right -Turn Pocket
$15,788
Construction — Engineered Backfill
$30,000
Construction — Clearing & Grubbing
$10,000
Construction —Commercial Driveway
Approach
$8,000
Construction —15t Wide CMB Maintenance
Ramp
$8,259
Construction — Class 1 Flexible Post
Delineators
$5,000
01/27/2025 City Council Agenda
Revised 7/1/24
Page

Construction —Junction Structure
$6,000
Construction — SWAPP Prep. &
Implementation
$5,000
Construction — Aft Wide Double Swing Drive
Gate
$2,500
Total Expenditure
$880,000
*Note: Projected expenditures may differ from the actual costs, but a total amount of expenditure shall not exceed the amount as specified in Section 2, above.

4. The Contractor is responsible for ensuring that any procurement using CLFRF funds, or payments under procurement contracts using such funds are consistent with the procurement standards set forth in the Uniform Guidance at Title 2 C.F.R. Sections 200.317 - 200.327, as applicable. The Uniform Guidance establishes in Title 2 C.F.R. Section 200.319 that all procurement transactions for property or services must be conducted in a manner providing full and open competition, consistent with standards outlined in Title 2 C.F.R. Section 200.320. If the full and open procurement is not applicable, provide a reason for its exemption:

Confirmed — No exemption identified.
01/27/2025 City Council Agenda
Revised 7/1/24
Page Tof 7

Item No. 4

AGENDA REPORT
DATE: January 27, 2025
TO: Honorable Mayor and City Council
FROM: Megan Wolfe, Director of Community Services
SUBJECT: Special Event Permit Application — Farmers Market RECOMMENDATION:

That the City Council:

1. Approve a Special Event Permit Application submitted by Countyline Community/ Countyline Farmers Market to conduct a Farmers Market on Thursday evenings and various Saturdays from February 2025 to December 2025; and

2. Approve the Applicant's request for the City to co-sponsor the Farmers Market; and

3. Approve a Beer and Wine Garden at the Farmers Market.

BACKGROUND/DISCUSSION:

The Countyline Community Farmers Market (Event) has been in operation at the Yucaipa Community Park since August 2023. This Event has been well received by residents, visitors, vendors, and Yucaipa Community Center participants.

Countyline Community Farmers Market (Applicant) has submitted a Special Event Permit Application (SEPA) to continue hosting the Event, the details of the SEPA (Attachment) are as follows:
• Event: Countyline Farmers Market and Events
• Location: Yucaipa Community Park
• Date: Every Thursday and various Saturdays beginning February 2025 to December 2025 • Time: Thursdays 3:30 p.m. to 8:30 p.m., and Saturdays 7:00 a.m. to 1:30 p.m. • Activities: Live Music, Food and Merchandise Vendors and Beer and Wine Garden In addition, the Applicant is requesting a City co-sponsorship in the form of marketing and logistical support. Marketing support would include promotion of the Event on the City website, digital marquees, community calendar, and social media platforms. Logistical support would include use 01/27/2025 City Council Agenda 83

of the Yucaipa Community Park, which includes but is not limited to open grass areas, restrooms, trash boxes, and dumpsters.

If the application is approved, staff will continue to work with the Applicant to ensure a successful Farmers Market takes place each week.

FISCAL IMPACT:

The Applicant has paid the Special Event Permit Application Fee.

Attachment(s):

1. Special Event Permit Application
Approved by:�----`-�-�-
01/27/2025 City Council Agenda 84

ATTACHMENT 1
01/27/2025 City Council Agenda 85

Docusign Envelope ID: 64A8AA4A-1137-435A-B2BC-E4216C40E2B8 Organization and applicant Information
Will have on 7!19i23
Conirnercial (For -profit) C Noncommercial (Non-profit) Tax I.D. #:
orgName anization lCountyline
Community/ Countyline Farmers Market
Applicant Name
_
,Stefanie Stark
Address
700 E. Redlands Blvd. Ste-U341, Redlands Ca 92373
Email
Phone Number
i
On -Site Contact Stefanie Stark
Phone Number
Event Information
Type of Event: ❑ Athletic/Recreation A Festival/Celebration A Outdoor Market I—M] Circus/Carnival
17NConcert/Performance ❑ Parade/Procession/March ❑Other (specify):

Event Title (Countyline Farmers Market and Events
Event Location 'Yucaipa Community Park
Event Weekly evening Thursday Markets/ Events and Oleek4y Saturday Description Farmers Markets
Please complete a daily breakdown of event -related activities. Use multiple lines to distinguish between different daily activities. Please attach additional sheets if necessary.

Date(s)
Daily Activity
Start Time End Time
Thursdays
JNK Set-up
N Event Day ■ Clean-up
3:30 pm j
8:30 pm
Saturdays
Set-up
Event Day [0] Clean-up
7:00am
1:30pm
❑ Set-up
Event Day ❑ Clean-up
❑ Set-up
❑ Set-up
❑ Event Day ❑ Clean-up
❑ Event Day ❑ Clean-up
(
i
❑ Set-up
❑ Event Day ❑ Clean-up
Has this event taken place before? F Yes I—] No
Total anticipated attendance: 200 Participants
How many years?6 ME)hths
40 Spectators:
is 01/27/2 25 ('ity Council Agenda

Docusign Envelope ID: 64A8AA4A-1137-435A-B2BC-E4216C40E2B8 Site Plan
Attach a diagram showing the overall layout and setup locations using the letters below.

Indicate the site for these on your diagram.

A. Alcoholic and nonalcoholic concession and/or beer garden areas B. First -aid facilities and ambulance locations
C. Tables and chairs
D. Fencing, barriers and/or barricades
E. Generator locations and/or source of electricity
F. Canopies or tent locations
G. Booths, exhibits, displays or
enclosures
H. Scaffolding, bleachers,
platforms, stages,
grandstands and related
structures

1. Vehicles and/or trailers

1. Other related event
components not covered
above (describe
separately)
K. Trash containers and
dumpsters
L. Non-food vendor locations
M. Food concession and/or
food preparation areas
N. Potable toilet location(s)
Sample Site Plan:
_ _ ,"_ : ram•- ...,,_,
When planning a moving route, the Yucaipa Police Department is available to assist you in planning your route. Consider the following in your planning:

Impedance of emergency fire, police or paramedic vehicles.

Conflict with public transportation, such as buses.

Interference with people trying to reach their own residences, businesses, places of worship and public facilities.

If your event involves street closures, you may be required to obtain traffic safety equipment, and a certified traffic control plan. Depending on the type of event, barricades, traffic cones, signs, etc., may be required. Depending on the type of event and after evaluating roadway conditions, you may be required to properly place this equipment prior to commencing the event. if the closure creates a potential hazard, your organization will be required to contract traffic service from the Yucaipa Police Department and/or Street Division. 01/27/202111yry Council Agenda

Docusign Envelope ID: 64A8AA4A-1137-435A-B2BC-E4216C40E2B8 List street(s) requiring closure as a result of this event. Include street name(s), day, date, and time of closing and time of reopening:

No street closures
N/A
Indicate how this closing/reopening of streets will be handled:
❑ City of Yucaipa to handle (cost to be specified) ❑ Event to handle per CalTrans standards
List street(s) requiring the posting of "No Parking" signs. Indicate days, dates, and times needed and an explanation of necessity of "No Parking" zone:

N/A
Vote: "No Parkina" signs will be oosted fortveiaht 1`481 hours in advance of required days. dates and times. Cost for the posting of"No Parking "signs will be specified upon review of the ap plication by Citystaff.

Food and Beverage _
Please describe how food vvill be served at the event:

Each vendor will have either a cottage permit of TFF permit and serve from their booth. If alcohol is served- sign off by ABC and sheriff will be obtained Will food be cooked in the event area? ■ Yes ❑ No
Method: C' Gas ❑ Electric ❑ Charcoal ❑ Other (specify):

Does the event involve the sale or use of alcoholic beverages? [ Yes If alcohol is to be sold, how will the alcohol sales be regulated? Alcohol may be served on Thursday evenings
Who will be handling the alcohol sales?
Hops & Spokes or other beer garden type buisnesses
❑ No
Restrooms
Portable restrooms are required when estimated attendance exceeds what the host facility's restrooms can accommodate. One portable restroom is required for every 50 patrons attending over the minimal site accommodations.

Will Event Organizer provide portable restroom facilities? ❑ Yes *No-',,

Docusign Envelope ID: 64A8AA4A-1137-435A-B2BC-E4216C40E2B8 Company I ---
Name ICity of Yucaipa Facilities
Contact Name
Phone Number
Lighting
If this is an evening event, please state how the event and surrounding areas will be illuminated to ensure the safety of the participants and spectators. (if required, show a separate site map which details streetlights, portable lights, and other illuminating ctevtces.1 Existing lighting will be used for lighting
Waste Removal
Event Organizer is responsible for arranging for the removal of all waste related to the event.

This includes but is not limited to emptying of trash bins and the removal of waste from the event site and other affected areas. If hiring a professional sanitation company, please nrnvide the followina information.

Company
Name
Yucaipa Community Park Dumpsters
Contact Name
Phone Number
If not hiring a professional sanitation company, please provide the following information for he person(s) responsible for waste removal.

Contact Name N/A
Phone Number
Cal Fire/Medical
In case of an emergency, the on -site contact will call 9-1-1. If event requires an ambulance :onn an< to oe on-stce, piease provide the rottowina information:

Company N/A
Natne
Contact Name
Phone Number

Docusign Envelope ID: 64A8AA4A-1137-435A-B2BC-E4216C40E2B8 Please describe you►• medical plan including your communications plan, the number, certification levels (N1D, RN, Paramedic, EDIT) and types of resources that will be at your event and the manner in which they will be managed and deployed. Your plan should include hOul'S of setup and dismantle of medical aid areas. You may attach the plan to this application if necessary:

N/A
Police Services/Security
In the event that a carnival/street fair and/or alcohol service will be included in the event, an
alcohol garden and security plan will need to be submitted as well as a security contract and/or public safety staffing plan for review by the Police Department. is there a professional security organization hired for this event? ❑ Yes ❑ No i Company NSA
Name
Contact Name
Phone Number
Please describe your security plan including crowd control, internal security or venue safety, or attach the plan to this application:

Entertainment
Will sound amplification be used? ❑ Yes 0 No Start time: 4 Im End time: 8:00prn Are there any musical entertainment features for this event? Q Yes ❑ No Name of Act
Small local bands utilizing jazz and acoustical style instruments Contact Name
TBD
Phone
Number
--
How many stages? 0 Number of bands? 1 Genre of music:

Will fireworks, rockets, or other pyrotechnics be used? ❑ Yes Q No Company NIA
Name

Docusign Envelope ID: 64A8AA4A-1137-435A-B2BC-E4216C40E2B8 Contact Name N/A
Phone Number
Describe (indicate dates, times and locations for launching and fallout areas):

Has a permit been issued: U Yes U No
(Note: fldditional pern►its may be required as indicated by staff.. These include, but ar•e not limited to, Cond eronrd Use 24 Permit, Land Use Permit, and Fire Department permits.) Insurance
Before a Special Event Permit is issued, a certificate of insurance must be submitted.

Insurance certificate must be issued by insurance underwriters "admitted" by the California Insurance Commission and rated 'A' or better by ANI Best. Requirements are:

Minimum $1,000,000 General Liability Limit
Nlinimum $1,000,000 General Automobile Liability
Nlinimum $1,000,000 Worker's Compensation
• On an additional insured endorsement, the City, its elected officials, officers, and agents are to be named as additional insured
Minimum limits of coverage may change depending on event ❑ Insurance certificate attached Wnsurance certificate on file ❑ Insurance certificate not available
Filing Fees
Special Event Permit Application Fee: $200.00
* Other Fees may apply (e,g. street closures, Fire Permit/lnspections, utilities, facility rental, etc.)

Docusign Envelope ID: 64A8AA4A-1137-435A-B2BC-E" r"
Application Checklist
❑ Completed Application
❑ Certificate of liability insurance
❑ Site Plan (location of structures, lighting, restrooms, parking, etc.) ❑ Copy of Security Contract (if applicable)
❑ Copy of Potable Restroom purchase order (if applicable) ❑ Facility or Shelter Reservation Application (if applicable) ❑ Copy of ABC License (if applicable)
❑ Copy of County Health Permit (if applicable)
By signing below, I agree to indemnify, hold harmless, and defend the City and its officials, employees, and agents, against all claims, liabilities, and losses arising from activities connected with or undertaken pursuant to the Permit. The City is not liable for any business loss, property loss, or other damage that may result from the use of the Permit, or suspension or revocation of the Permit.

Name:

Stefanie stark
Signature Date: 1/21/2025
Og4-P292,5ECity Council Agenda
0 Item No. 5

AGENDA REPORT
DATE: January 27, 2025
TO: Honorable Mayor and City Council
FROM: Megan Wolfe, Director of Community Services 4,
SUBJECT: Special Event Permit Application — Pumpkin Factory LLC. Concerts on the Farm RECOMMENDATION:

That the City Council approve a Special Event Permit Application submitted by The Pumpkin Factory, LLC (Applicant).

BACKGROUND/DISCUSSION:

The Applicant submitted a Special Event Permit Application (SEPA) to conduct festival style concerts on their property on the dates listed below. The details of the SEPA (Attachment A) are as follows:
• Event Dates and bands:
0 2/22/2025
— Primavera
0 3/22/2025
— Voz de Mando
0 4/12/2025
— Invasores
0 5/24/2025
— Adictiva
0 7/19/2025
— La Quebradita
0 8/31/2025
— Fantasma
• Location: 32355 Live
Oak Canyon Rd.
• Time: 4:00 p.m. to 1:00 a.m.
• Activities: Food and beverage vendors, alcohol service, and live entertainment • Anticipated Attendance: 2,050
This SEPA requires City Council approval because the Applicant has requested to sell alcohol within City limits with a temporary one -day ABC license and because the number of people gathering on their property exceeds 1,000. If City Council approves the Applicants request, staff will route the SEPA to the Police Department, Fire Department and the Community Development Department for review and approval and will work with the Applicant to obtain all necessary documentation. Which includes a copy the San Bernardino County Health Permit, ABC license, and security plan. 01/27/2025 City Council Agenda 93

FISCAL IMPACT:

The Applicant has paid the Special Event Permit Application Fee.

Attachment:

1. Special Event Permit Application
Approved by
01/27/2025 City Council Agenda 94

ATTACHMENT 1
01/27/2025 City Council Agenda 95

Organization and Applicant Information
❑■ Commercial (For -profit) ❑ Noncommercial (Non-profit) Tax I.D. #:

Organization
Name
Pumkin Factory LLC
Applicant Name
Tony Hicks
Address
32335 Live Oak Canyon Rd Yucaipa CA 92373
Email
INEW
Phone Number
On -Site Contact
Chris Rameson
Phone Number
Event Information
Type of Event: ❑ Athletic/Recreation ❑ Festival/Celebration ❑ Outdoor Market ❑ Circus/Carnival
❑■ Concert/Performance ❑ Parade/Procession/March ❑Other (specify):

Event Title
Concerts on the farm
Event Location
32335 Live Oak Canyon Rd Yucaipa CA 92373
Event
Description
Concerts wit food and beer concessions. Additional entertainment and rides.

Please complete a daily breakdown of event -related activities. Use multiple lines to distinguish between different daily activities. Please attach additional sheets if necessary.

Date(s)
Daily Activity
Start Time
End Time
2/22/25
❑ Set-up ❑■ Event Day ❑ Clean-up
4pm
lam
3/21-3/22
❑ Set-up ❑■ Event Day ❑ Clean-up
4pm
lam
4/11-4/12
❑ Set-up ❑■ Event Day ❑ Clean-up
4pm
lam
5/23-5/24
❑ Set-up ❑■ Event Day ❑ Clean-up
4pm
lam
6/13-6/15 & 7/19
❑ Set-up ❑■ Event Day ❑ Clean-up
4pm
lam
8/30-8/31
❑ Set-up ❑■ Event Day ❑ Clean-up
4pm
lam
Has this event taken place before? FE-1 Yes ❑ No How many years?2 Total anticipated attendance: 2050 participants: 50 Spectators: 2000 01/22/f 02A �iW Council Agenda

Here are the dates
Feb 22 - Primavera
March 22 - Voz de
mando
April 12 - invasores
May 24 _ Adi*cti'va
July 19 _ la
Quebrad*Ita
Aug 31 _ fantas a
01/27/2025 City Council Agenda 97

Site Plan
Attach a diagram showing the overall layout and setup locations using the letters below.

Indicate the site for these on your diagram.

A. Alcoholic and nonalcoholic concession and/or beer garden areas B. First -aid facilities and ambulance locations
C. Tables and chairs
D. Fencing, barriers and/or barricades
E. Generator locations and/or source of electricity
F. Canopies or tent locations
G. Booths, exhibits, displays or
enclosures
H. Scaffolding, bleachers,
platforms, stages,
grandstands and related
structures
I. Vehicles and/or trailers
J. Other related event
components not covered
above (describe
separately)
K. Trash containers and
dumpsters
L. Non-food vendor locations
M. Food concession and/or
food preparation areas
N. Potable toilet location(s)
Sample Site Plan:

When planning a moving route, the Yucaipa Police Department is available to assist you in planning your route. Consider the following in your planning:

Impedance of emergency fire, police or paramedic vehicles.

Conflict with public transportation, such as buses.

Interference with people trying to reach their own residences, businesses, places of worship and public facilities.

If your event involves street closures, you may be required to obtain traffic safety equipment, and a certified traffic control plan. Depending on the type of event, barricades, traffic cones, signs, etc., may be required. Depending on the type of event and after evaluating roadway conditions, you may be required to properly place this equipment prior to commencing the event. If the closure creates a potential hazard, your organization will be required to contract traffic service from the Yucaipa Police Department and/or Street Division. 01/2a/f W-a �itj Council Agenda

List street(s) requiring closure as a result of this event. Include street name(s), day, date, and time of closing and time of reopening:

N/A
Indicate how this closing/reopening of streets will be handled:
❑ City of Yucaipa to handle (cost to be specified) ❑ Event to handle per CalTrans standards
List street(s) requiring the posting of "No Parking" signs. Indicate days, dates, and times needed and an explanation of necessity of "No Parking" zone:

Note: "No Parking" signs will be posted forty-eight (48) hours in advance of required days, dates and times. Cost for the posting of No Parking"signs will be specified upon review of the application by Citystaff.

Food and Beverage
Please describe how food will be served at the event:

Multiple food vendors by health department approved vendors Alcohol with ABC licensed vendors
Will food be cooked in the event area? X Yes ❑ No
Method: ❑ Gas ❑ Electric ❑ Charcoal ❑■ Other (specify): [if Vpal IC Does the event involve the sale or use of alcoholic beverages? 0 Yes ❑ No If alcohol is to be sold, how will the alcohol sales be regulated? Per ABC permit
Who will be handling the alcohol sales?
Steve Babbit
Restrooms
Portable restrooms are required when estimated attendance exceeds what the host facility's restrooms can accommodate. One portable restroom is required for every 50 patrons attending over the minimal site accommodations.

Will Event Organizer provide portable restroom facilities? F Yes ❑ No 01/24/pp2j �iky Council Agenda

Company
Name
Existing on site portable units
Contact Name
Tony Hicks
Phone Number
Lighting
If this is an evening event, please state how the event and surrounding areas will be illuminated to ensure the safety of the participants and spectators. (If required, show a separate site map which details streetlights, portable lights, and other illuminating devices.) Existing site lighting and light towers
Waste Removal
Event Organizer is responsible for arranging for the removal of all waste related to the event.

This includes but is not limited to emptying of trash bins and the removal of waste from the event site and other affected areas. If hiring a professional sanitation company, please nrovide the following information.

Company
Name
In house and existing waste hauler
Contact Name
Tony Hicks
Phone Number
If not hiring a professional sanitation company, please provide the following information for :heperson(s) responsible for waste removal.

Contact Name
Phone Number
Cal Fire/Medical
In case of an emergency, the on -site contact will call 9-1-1. If event requires an ambulance company to be on -site, please provide the tollowing intormation:

Company
Name
Contact Name
Phone Number
O1/2Q/FP2� Vity Council Agenda

Please describe your medical plan including your communications plan, the number, certification levels (MD, RN, Paramedic, EMT) and types of resources that will be at your event and the manner in which they will be managed and deployed. Your plan should include hours of setup and dismantle of medical aid areas. You may attach the plan to this application if necessary:

Existing on site medical aid station will be staffed with an EMT.

Police Services/Security
In the event that a carnival/street fair and/or alcohol service will be included in the event, an
alcohol garden and security plan will need to be submitted as well as a security contract and/or public safety staffing plan for review by the Police Department.

Is there a professional securitv orLianization hired for this event? n Yes n No Company
All Coast Metro Patrol
Name
Contact Name
Tony Hicks
Phone Number
Please describe your security plan including crowd control, internal security or venue safety, or attach the plan to this application:

Plan will be forwarded to City 10 days prior to Feb 22 event event Entertainment
Will sound amplification be used? 0 Yes ❑ No Start time: 4pm End time: lam Are there any musical entertainment features for this event? ❑ Yes ❑ No Name of Act Multiple artists
Contact Name
Phone
Number
How many stages? 1 Number of bands? 4 Per date Genre of music: mex/spanish/tex mex Will fireworks, rockets, or other pyrotechnics be used? ❑ Yes ❑■ No Company
Name
01/26/P92§ §ity Council Agenda

Contact Name
Phone Number
Describe (indicate dates, times and locations for launching and fallout areas):

Has a permit been issued: I I Yes I I No
(Note. Additional permits maybe required as indicated by staff. These include, but are not limited to, Conditional Use 24 Permit, Land Use Permit, and Fire Department permits.) Insurance
Before a Special Event Permit is issued, a certificate of insurance must be submitted.

Insurance certificate must be issued by insurance underwriters "admitted" by the California Insurance Commission and rated 'A' or better by AM Best. Requirements are:
• Minimum $1,000,000 General Liability Limit
• Minimum $1,000,000 General Automobile Liability
• Minimum $1,000,000 Worker's Compensation
• On an additional insured endorsement, the City, its elected officials, officers, and agents are to be named as additional insured
• Minimum limits of coverage may change depending on event ❑ Insurance certificate attached 0 Insurance certificate on file ❑ Insurance certificate not available
Filing Fees
Special Event Permit Application Fee: $200.00
* Other Fees may apply (e.g. street closures, Fire Permit/Inspections, utilities, facility rental, etc.)
01/27/tf25 gigs Council Agenda

Application Checklist
0 Completed Application
0 Certificate of liability insurance
FW Site Plan (location of structures, lighting, restrooms, parking, etc.) ❑ Copy of Security Contract (if applicable)
❑ Copy of Potable Restroom purchase order (if applicable) ❑ Facility or Shelter Reservation Application (if applicable) ❑ Copy of ABC License (if applicable)
❑ Copy of County Health Permit (if applicable)
By signing below, I agree to indemnify, hold harmless, and defend the City and its officials, employees, and agents, against all claims, liabilities, and losses arising from activities connected with or undertaken pursuant to the Permit. The City is not liable for any business loss, property loss, or other damage that may result from the use of the Permit, or suspension or revocation of the Permit.

Name:

Tony Hicks
Signature:

Date: 1 /16/25
01/28/T(P25 gity Council Agenda

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0 CITY OF
Item No. 6

AGENDA REPORT
DATE: January 27, 2025
TO: Honorable Mayor and City Council
FROM: Phil White, Director of Finance (9
Cortney McRae, Human Resources Manager aA
SUBJECT: Classification and Compensation Study
RECOMMENDATION:

That the City Council receive and file the City of Yucaipa Classification and Compensation Study, as presented by Evergreen Solutions, LLC.

BACKGROUND/DISCUSSION:

The purpose of a Classification and Compensation Study (Study) is to evaluate the City's positions and compensation to ensure that jobs are classified appropriately, and pay is competitive and equitable. The Study can help ensure that jobs with similar responsibilities and qualifications are grouped together in the compensation plan, and that salary ranges are competitive with the market. The Study can also help identify ways to improve the City's classification structure, address recruitment and retention needs, and update classifications as responsibilities change. The most recent Study conducted for the City of Yucaipa was in 2010. Since that time, the City's classification plan has undergone numerous updates, resulting in reorganizations and position creations/eliminations.

The adopted 2023 City Council Goals directed staff to have a Study conducted. Specifically, the objectives of the Study was to gather information to allow the City to:

A. Attract and retain qualified employees;
B. Provide salaries commensurate with assigned duties;
C. Maintain equitable internal relationships among employees; D. Comply with state and federal laws and regulations;
E. Review the City's organizational structure for efficiency and effectiveness; F. Maintain a competitive position with other comparable government entities similar to the City of Yucaipa.

The City conducted a competitive procurement and entered into a Professional Services Agreement with Evergreen Solutions, LLC in November 2023 to conduct the Study. 01/27/2025 City Council Agenda 105

Over the next several months, Evergreen Solutions, LLC gathered information and conducted interviews with each City employee to understand both the title and function of each position. The data was then compared to other similar organizations.

Evergreen Solutions, LLC is at the City Council meeting to answer questions and present the results of the Study.

FISCAL IMPACT:

The recommendation does not result in a fiscal impact.

Attachment(s):

1. City of Yucaipa Classification and Compensation Study (available under separate cover) Approved by:

O1/27/2025 City Council Agenda 106

ATTACHMENT 1
01/27/2025 City Council Agenda 107

01/27/2025 City Council Agenda. 108

EVERGREEN SOLUTIONS, LLC
Table of Contents
1: U10P

1.0 INTRODUCTION........................................................................................................1-1

1.1 Study Methodology............................................................................................1-1

1.2 Report Organization..........................................................................................1-3

2.0 SUMMARY OF EMPLOYEE OUTREACH..................................................................... 2-1

2.1 General Feedback .................. ............. .... ..... ........ .......... ........ ......... ....... .......... 2-1

2.2 Compensation and Classification.....................................................................2-2

2.3 Market Peers.....................................................................................................2-5

2.4 Summary ............................................................................................................2-5

3.0 ASSESSMENT OF CURRENT CONDITIONS............................................................... 3-1

3.1 Analysis of Pay Plans.........................................................................................3-1

3.2 Grade Placement Analysis................................................................................3-4

3.3 Quartile Analysis................................................................................................3-6

3.4 Compression Analysis.................................................................................... 3-10

3.5 Summary .........................................................................................................3-15

4.0 MARKET SUMMARY................................................................................................. 4-1

4.1 Market Data......................................................................................................4-3

4.2 Salary Survey Results.......................................................................................4-6

4.3 Salary Survey Conclusion..................................................................................4-7

5.0 RECOMMENDATIONS.............................................................................................. 5-1

5.1 Classification Recommendations.....................................................................5-1

5.2 Compensation Recommendations...................................................................5-2

5.3 Compensation and Classification System Administration..............................5-5

5.4 Summary ............................................................................................................5-7 01/27/2025 City Council Agenda

EVERGREEN SOLUTIONS, LLC
Chapter 1 - Introduction
The leadership of City of Yucaipa, CA (the "City") in keeping with its commitment to attracting and retaining the employees necessary to provide high quality services determined that its current compensation and classification systems and structures needed to be updated to better reflect best practices. Evergreen Solutions, LLC ("Evergreen") was selected by the City during November of 2023 as its partner to in order to accomplish this goal. This engagement sought to evaluate the strengths and weaknesses of the City's current systems, conduct a job and pay grade analysis to study internal equity, collect peer salary data to study external equity, and adjust the current compensation and classification systems to better reflect the market. This study and the analysis contained within provides City leadership with valuable information related to their employee demographics, opinions, and market data, as well as internal and external equity.

Internal equity relates to the fairness of an organization's compensation practices among its current employees. Specifically, by reviewing the skills, responsibilities, and duties of each position, it can be determined whether similar positions are being compensated in an equitable manner within the organization. External equity relates to the differences between how an organization's classifications are valued and the compensation available in the marketplace forthe same skills, responsibilities, and duties. This component of the study aims to address how the City is positioned in the market relative to other local area government organizations with similar positions and to develop recommendations that allow the City to recruit and retain quality employees. The classification component of this study resolves any inconsistencies related to job requirements or job titles and ensures that all jobs are appropriately categorized and aligned with the work currently performed.

1.1 STUDY METHODOLOGY
Evergreen combines qualitative and quantitative data analysis to produce recommendations that maximize the fairness and competitiveness of an organization's compensation structure and practices. It is important to note that the data utilized in the study represents a snapshot in time. As market conditions can change rapidly, it is important forthe City to conduct regular market surveys to ensure their external market position does not decay. A full compensation and classification review is recommended approximately every three to five years. Some examples of project activities included:
• Conducting a project kick-off meeting
• Presenting orientation sessions to employees
• Facilitating focus group sessions with employees
• Conducting an external market salary survey
*_tl
Evergreen Solutions, LLC
01/27/2025 City Council Agenda

110

Chapter 1- Introduction Classification and Compensation Study for the City of Yucaipa, CA
• Developing recommendations for compensation management • Revising classification descriptions based on employee JAT feedback • Developing recommendations for compensation and classification changes • Creating draft and final reports
Kickoff Meeting
The kickoff meeting provided an opportunity to finalize the work plan and begin the data collection process. Data collection included the gathering of relevant background material including existing pay plans, organization charts, policies, procedures, training materials, classification specifications, and other pertinent material.

Employee Outreach
Through the orientation sessions, Evergreen consultants briefed employees on the purpose and major processes of the study. This process addressed employee questions in an effort to resolve misconceptions about the study and related tasks and explained the importance of employee participation in the JAT process.

In addition, employees participated in focus group sessions designed to gather input from their varied perspectives as to the strengths and weaknesses of the current system. Feedback received from employees in this context was helpful in highlighting aspects of the organization which needed particular attention and consideration. This information provided some basic perceptional background, as well as a starting point for the research process.

Job Assessment Tool© (JAT) Classification Analysis
Employees were asked to complete individual JAT surveys, where they shared information pertaining to their work in their own words. These JATs were analyzed and compared to the current classification descriptions, and classifications were individually scored based on employee responses to five compensable factor questions. Each of the compensable factors — Leadership, Working Conditions, Complexity, Decision Makin, and Relationships —were given weighted values based on employee responses, resulting in a point factor score for each classification. The rank order of classes by JAT scores was used to develop a rank order of classes within the proposed compensation structure. Combined with market data, this information formed the foundation of the combined recommendations. The nature of each compensable factor is described below:
• Leadership -relates to the employee's individual leadership role, be it as a direct report of others who have leadership responsibilities, or as an executive who has leadership over entire departments or the City as a whole.
• Working Conditions - deals with the employee's physical working conditions and the employee's impact on those conditions, as well as the working conditions' impact or potential impact on the employee.
• Complexity - describes the nature of work performed and includes options ranging from entry-level manual or clerical tasks up to advanced scientific, legal, or executive management duties.
4 Evergreen Solutions, LLC Page 1-2
O1/27/2025 City Council Agenda 111

Chapter 1- Introduction Classification and Compensation Study for the City of Yucaipa, CA
• Decision Making - deals with the individual decision -making responsibility of the employees. Are decisions made on behalf of the employee or is the employee making autonomous decisions that impact the individual, other employees, or even the entire organization?
• Relationships -deals with organizational structure and the nature of the employee's working relationships. Responses range from employees who work primarily alone, those who work as members of a team, those who oversee teams, and those who oversee the organization as a whole.

Salary Survey
The external market for this study was defined as identified local government organizations with similar positions as well as similar characteristics, demographics, and service offerings.

Specific benchmark positions in the City were surveyed, although not all positions had matching positions at the peer organizations. The data were then analyzed comparing City classifications to the jobs performing the same duties at peer organizations to gain a fuller understanding of their market position.

Recommendations
Evergreen developed recommendations for the City to consider in order to help maximize the effectiveness and efficiency of its current compensation and classification structure.

Evergreen provided the City with a variety of recommendations for the future at various costs.

Plans ranged from minor tweaks to the current compensation and classification system to wholesale changes to the entire organizational structure. These plans were designed to fix the issues identified in this report, while continuing to build on the strengths the City currently exhibits.

1.2 REPORT ORGANIZATION
This report includes the following additional chapters:
• Chapter 2 - Summary of Employee Outreach
• Chapter 3 - Assessment of Current Conditions
• Chapter 4 - Market Summary
• Chapter 5 - Recommendations
Chapter 2 - Summary of Outreach
Outreach was conducted by two Evergreen consultants. The consultants met with City employees and explained the process of the study and fielded questions that employees had about the study. Focus groups were conducted to solicit information from employees that gave Evergreen solid information to begin researching. Employees provided Evergreen their opinions on classifications that were outdated, behind market, or had trouble retaining employees.
*1 Evergreen Solutions, LLC
01/27/2025 City Council Agenda

112

Chapter 1- Introduction Classiflcation and Compensation Study for the City of Yucaipa, CA
Information was also provided on the employees' opinions of the biggest competitors to the City. Finally, employees provided information on all the positive aspects of employment with the City. Evergreen used employee opinions as a starting point for some data collection, but everything that was used in the course of this study was independently verified by Evergreen.

A full summary of the outreach can be found in Chapter 2 of this report.

Chapter 3 - Assessment of Current Conditions
An assessment of current conditions was conducted to help Evergreen better understand the current standing of the City pay plans, demographics, and compensation structures. This assessment should be considered a snapshot in time and is reflective of the conditions present within the City upon the commencement of this study. By leveraging this information, Evergreen was able to gain a better understanding of the strengths and weaknesses of the current compensation system. When combined with the market results, the Assessment of Current Conditions helped provide a basis for recommendations. A full summary of the Assessment of Current Conditions can be found in Chapter 3 of this report.

Chapter 4 - Market Summary
A salary survey was designed by Evergreen and approved by the City's Human Resources department. After the results were received, the data were analyzed to compare the City to the overall results. Combined with the Assessment of Current Conditions, the market survey gave Evergreen the information needed to understand the City's position relative to its labor market. A full summary of the market results can be found in Chapter 4 of this report.

Chapter 5 - Recommendations
During the recommendations phase, Evergreen provided several solution options to place employees into the proposed pay structure, which aligns the compensation plan with the market. A full explanation of the recommendations can be found in Chapter 5 of this report. 4R-e Evergreen Solutions, LLC
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Chapter 2-Summary of Employee
Outreach
Between January 22 - 23, 2024, Evergreen consultants conducted orientation sessions and focus groups for the City. Orientation sessions were conducted in order to inform employees about the purpose of the study, while also giving employees information about the different ways they would be asked to participate in the study. Focus groups were designed to solicit open feedback from employees concerning a number of topics related to compensation and classification. Overall, the goal of these groups was to gauge the general employee sentiment towards the current compensation and classification structures of the City, while also gathering specific concerns employees had.

The observations in this chapter are a generalized summary of opinions, general themes, and trends expressed by employees who either participated in a focus group or provided direct feedback to Evergreen. Information that may identify the commenter has been removed.

Additionally, Evergreen facilitated a virtual survey for employees, enabling them to provide anonymous feedback. The exhibits from the virtual survey are included in this chapter. It is important to note that the views shared in this summary are perceptional in nature and may not necessarily reflect actual conditions in the City.

Comments are separated by the following four categories below:

2.1 General Feedback

2.2 Compensation and Classification

2.3 Market Peers

2.4 Summary

2.1 GENERAL FEEDBACK
The primary focus of this study is to address the City's compensation and classification structures. However, it is important to understand how employees currently view employment at large within the City, and as a result, general feedback was sourced from employees on what brought them to work for the City and what were the primary factors that led to their continued employment. These elements are important to highlight, as compensation, while an important factor, is often not the sole determination for where employees wish to work.

The responses varied from the location, potential for growth, and benefits, including health insurance and time off. Exhibit 2A includes the responses provided on the virtual survey.

Overall, personnel revealed that the City is a wonderful and unique place to work with a number of distinct advantages in place for employees.
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EXHIBIT 2A
Why have you remained employed with the City?

80.00%

70.00%

60.00%

50.00%

40.00%

30.00%

20.00%

10.00%

0.00%
*11
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2.2 COMPENSATION AND CLASSIFICATION
■ Responses
As the main focus of this study, feedback on compensation and classification was solicited from employees. Employees were asked to identify any concerns, challenges, or limitations observed with how the City currently compensates and classifies its positions. It is important to note that the perceptions of employees listed below do not necessarily reflect or align with the data collected in the market survey, found in Chapter 4.

Specific feedback shared by employees related to compensation practices included the following:
• External Equity - The feedback regarding the competitiveness of pay varied. Many employees indicated that they are satisfied with their pay and believe they are compensated appropriately for the work they do. However, some mentioned discrepancies with market rates, particularly considering the broad spectrum of work they complete.
• Internal Equity - A number of employees mentioned that the step plan is too narrow, making it common for employees to max out at the top of the pay scale relatively quickly. Some suggested the implementation of a longevity incentive for long -serving City employees, as they perceive limited opportunities for upward movement within the pay scale otherwise.
• Turnover - Overall, many employees reported minimal turnover within their departments. However, a handful of positions were noted to experience extended vacancies or turnover. These positions include:
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Chapter 2 - Summary of Employee Outreach Classlflcation and Compensatlon Study for the City of Yucaipa, CA
- Office Assistants
- Senior Maintenance Workers
- Entry level employees in Public Works
Feedback was provided by employees on how they believe the City could be more competitive with the market in terms of compensation. Exhibit 2B displays the responses.

60.00%

50.00%

40.00%

30.00%

20.00%

10.00%

0.00%
EXHIBIT 2B
What do you believe the City needs to do to be more competitive with the market, if anything?
Increase pay grade ranges Increase individual pay of Provide additional cost of (minimums and maximums) employees living adjustments
■ Responses
--EEE-
Offer more robust remote Compensation at the City is
work opportunities already at or above the
market rate for my position
Apart from compensation -related issues, Evergreen sought input from employees regarding any concerns they had regarding classification, encompassing job titles and job descriptions.

The following insights were shared by employees:
• Job Descriptions - Evergreen received varied feedback concerning the accuracy of job descriptions within the City. Some employees noted that classification descriptions were overly broad and could benefit from being more specific. Conversely, many others indicated satisfaction, believing their job descriptions accurately capture their duties, as seen in Exhibit 2C.
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70.00%

60.00%

50.00%

40.00%

30.00%

20.00%

10.00%

0.00%
EXHIBIT 2C
Please select the answer that best applies to
you with respect to your current position.

My job description My job description does I am not familiar with my accurately describes the not accurately describe the job description. work I perform. work I perform.
zi Responses
Career Advancement - Some employees felt that the current structure did not offer sufficient room for career growth and expressed a desire for a clearly defined progression path, such as an established career ladder. As seen in Exhibit 21), there were still several employees who felt that they had enough levels for career advancement in their current role.

60.00%

50.00%

40.00%

30.00%

20.00%

10.00% 'I

0.00%
EXHIBIT 2D
Please select the answer that best
applies to you with respect to your current
position.

There are enough levels for There are not enough levels for advancement in my current career advancement in my current career path. path.
■ Responses
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Chapter 2 - Summary of Employee Outreach Classification and Compensation Study for the City of Yucaipa, CA

2.3 MARKET PEERS
Focus group participants were asked to name organizations they considered to be both local and regional market peers, who they believe have similar characteristics to the City.

Participants named the following organizations with some frequency as the City's primary competitors in terms of employee compensation and classification:
• City of Diamond Bar
• City of Fontana
• City of Glendora
• City of Moreno Valley
• City of Murrietta
• City of Palm Springs
• City of Rancho Cucamonga
• City of Riverside
• City of San Bernardino
• City of Temecula

2.4 SUMMARY
The feedback received by Evergreen served as a robust basis for formulating recommendations for the City. Employees generally conveyed enthusiasm about their roles, expressing a strong sense of fulfillment while working for the City. They highlighted numerous advantages associated with City employment, which they believe contribute to the attraction and retention of high -quality staff. Despite identifying some potential challenges, many of these issues are commonly encountered across other public -sector municipalities.

Overall, City employees demonstrate pride in their work and dedication to making meaningful contributions both within their organization and to the broader community. The Evergreen Team utilized the insights gathered from employees throughout the remainder of the study to craft suitable recommendations for the City.

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EVERGREEN SOLUTIONS, LLC
Chapter 3 - Assessment of Current
Conditions
The purpose of this chapter is to provide a statistical analysis of the compensation and classification system in place at the City at the start of this study. The assessment is divided into the following sections:

3.1 Analysis of Pay Plans

3.2 Grade Placement Analysis

3.3 Quartile Analysis

3.4 Compression Analysis

3.5 Summary
The analysis represented in this chapter represents a snapshot in time - this chapter was built off of employee information collected in December of 2023. Every organization changes continuously, so this chapter is not meant to be a definitive statement on continuing compensation practices at the City. Rather, this AOCC is meant to represent the conditions that were in place when this study began. The data contained within provide the baseline for analyses through the course of this study but are not sufficient cause for recommendations in isolation. By reviewing employee data, Evergreen gained a better understanding of the structure and methods in place and identified issues for both further review and potential revision.

3.1 ANALYSIS OF PAY PLANS
The purpose of analyzing the pay plans used within the City is to help gain an overview of the compensation philosophy as it existed when the study began. The City used numeric pay grades to represent classifications of varying level and responsibility. The General Unit and Management, Supervisory, Confidential pay plans follow a 10-step pay plan. The steps have been converted to pay ranges to provide a wholistic view of the ranges available to employees.

Exhibit 3A displays the City's full-time General Unit pay plan, and Exhibit 36 displays the Mangement, Supervisory, Confidential pay plan. The exhibits provide the name; each pay grade on the plan; the value of each pay grade at minimum, midpoint, and maximum; the range spread for each pay grade - which is a measure of the distance between the minimum and maximum of the grade; the midpoint progression between grades; and the number of employees per pay grade.
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EXHIBIT
3A

FULL-TIME
PAY

PLAN SUMMARY
- GENERAL
UNIT
Ranoint
Plan
General Unit
Grade
10 Minimum
$ 48,678
MidpointPay
$ 54,735
$ 60,792
25%
ProgressionSpread
-
. .
7 General Unit
11 $ 49,895
$ 56,103
$ 62,312
25%
3%
0 General Unit
12 $ 51,142
$ 57,506
$ 63,870
25%
2%
0 General Unit
13 $ 52,421
$ 58,943
$ 65,466
25%
3%
0 General Unit
14 $ 53,731
$ 60,417
$ 67,103
25%
2%
7 General Unit
15 $ 55,074
$ 61,927
$ 68,780
25%
3%
0 General Unit
16 $ 56,451
$ 63,476
$ 70,500
25%
2%
0 General Unit
17 $ 57,863
$ 65,063
$ 72,263
25%
2%
2 General Unit
18 $ 59,309
$ 66,689
$ 74,069
25%
3%
2 General Unit
19 $ 60,792
$ 68,356
$ 75,921
25%
3%
0 General Unit
20 $ 62,312
$ 70,065
$ 77,819
25%
3%
9 General Unit
21 $ 63,870
$ 71,817
$ 79,764
25%
2%
5 General Unit
22 $ 65,466
$ 73,612
$ 81,758
25%
2%
0 General Unit
23 $ 67,103
$ 75,453
$ 83,802
25%
2%
2 General Unit
24 $ 68,780
$ 77,339
$ 85,897
25%
3%
0 General Unit
25 $ 70,500
$ 79,272
$ 88,045
25%
3%
3 General Unit
26 $ 72,263
$ 81,254
$ 90,246
25%
2%
3 General Unit
27 $ 74,069
$ 83,286
$ 92,502
25%
2%
4 General Unit
28 $ 75,921
$ 85,368
$ 94,815
25%
3%
5 General Unit
29 $ 77,819
$ 87,502
$ 97,185
25%
3%
0 General Unit
30 $ 79,764
$ 89,689
$ 99,615
25%
2%
0 General Unit
31 $ 81,758
$ 91,932
$ 102,105
25%
2%
2 General Unit
32 $ 83,802
$ 94,230
$ 104,658
25%
2%
0 General Unit
33 $ 85,897
$ 96,586
$ 107,274
25%
3%
2 General Unit
34 $ 88,045
$ 99,000
$ 109,956
25%
3%
1 General Unit
35 $ 90,246
$ 101,475
$ 112,705
25%
2%
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EXHIBIT
3B

FULL-TIME PAY PLAN SUMMARY
- MANAGEMENT,

SUPERVISORY,

CONFIDENTIAL
Plan
Grade
Minimum
MidpointPay
„plo
ProgressionSpread
Management, Supervisory, Confidential
21 $ 66,064
$ 74,284
$ 82,505
25%
-
5 Management, Supervisory, Confidential
22 $ 67,716
$ 76,142
$ 84,568
25%
2%
0 Management, Supervisory, Confidential
23 $ 69,409
$ 78,045
$ 86,682
25%
3%
2 Management, Supervisory, Confidential
24 $ 71,144
$ 79,996
$ 88,849
25%
2%
0 Management, Supervisory, Confidential
25 $ 72,922
$ 81,996
$ 91,070
25%
3%
3 Management, Supervisory, Confidential
26 $ 74,745
$ 84,046
$ 93,347
25%
2%
3 Management, Supervisory, Confidential
27 $ 76,614
$ 86,147
$ 95,680
25%
3%
4 Management, Supervisory, Confidential
28 $ 78,529
$ 88,301
$ 98,072
25%
2%
5 Management, Supervisory, Confidential
29 $ 80,493
$ 90,508
$ 100,524
25%
2%
0 Management, Supervisory, Confidential
30 $ 82,505
$ 92,771
$ 103,037
25%
3%
0 Management, Supervisory, Confidential
31 $ 84,568
$ 95,090
$ 105,613
25%
2%
2 Management, Supervisory, Confidential
32 $ 86,682
$ 97,468
$ 108,254
25%
3%
0 Management, Supervisory, Confidential
33 $ 88,849
$ 99,904
$ 110,960
25%
2%
2 Management, Supervisory, Confidential
34 $ 91,070
$ 102,402
$ 113,734
25%
3%
1 Management, Supervisory, Confidential
35 $ 93,347
$ 104,962
$ 116,577
25%
3%
1 Management, Supervisory, Confidential
36 $ 95,680
$ 107,586
$ 119,492
25%
3%
0 Management, Supervisory, Confidential
37 $ 98,072
$ 110,276
$ 122,479
25%
2%
0 Management, Supervisory, Confidential
38 $ 100,524
$ 113,033
$ 125,541
25%
3%
1 Management, Supervisory, Confidential
39 $ 103,037
$ 115,858
$ 128,679
25%
3%
1 Management, Supervisory, Confidential
40 $ 105,613
$ 118,755
$ 131,896
25%
3%
0 Management, Supervisory, Confidential
41 $ 108,254
$ 121,724
$ 135,194
25%
2%
3 Management, Supervisory, Confidential
42 $ 110,960
$ 124,767
$ 138,574
25%
3%
0 Management,.Supervisory, Confidential
43 $ 113,734
$ 127,886
$ 142,038
25%
2%
4 Management, Supervisory, Confidential
44 $ 116,577
$ 131,083
$ 145,589
25%
3%
0 Management, Supervisory, Confidential
45 $ 119,492
$ 134,360
$ 149,229
25%
3%
0 Management, Supervisory, Confidential
46 $ 122,479
$ 137,719
$ 152,959
25%
2%
0 Management, Supervisory, Confidential
47 $ 125,541
$ 141,162
$ 156,783
25%
2%
3 Management, Supervisory, Confidential
48 $ 128,679
$ 144,691
$ 160,703
25%
2%
0 Management, Supervisory, Confidential
49 $ 131,896
$ 148,309
$ 164,721
25%
2%
0 Management, Supervisory, Confidential
50 $ 135,194
$ 152,016
$ 168,839
25%
3%
0 Management, Supervisory, Confidential
51 $ 138,574
$ 155,817
$ 173,060
25%
3%
0 Management, Supervisory, Confidential
52 $ 142,038
$ 159,712
$ 177,386
25%
2%
1 Management, Supervisory, Confidential
53 $ 145,589
$ 163,705
$ 181,821
25%
2%
0 Management, Supervisory, Confidential
54 $ 149,229
$ 167,798
$ 186,366
25%
3%
0 Management, Supervisory, Confidential
55 $ 152,959
$ 171,992
$ 191,025
25%
2%
0 Management, Supervisory, Confidential
56 $ 156,783
$ 176,292
$ 195,801
25%
2%
0 Management, Supervisory, Confidential
57 $ 160,703
$ 180,700
$ 200,696
25%
2%
4 Management, Supervisory, Confidential
58 $ 164,721
$ 185,217
$ 205,713
25%
3%
0 Management, Supervisory, Confidential
59 $ 168,839
$ 189,847
$ 210,856
25%
2%
0 Management, Supervisory, Confidential
60 $ 173,060
$ 194,594
$ 216,128
25%
3%
0 Management, Supervisory, Confidential
61 $ 177,386
$ 199,459
$ 221,531
25%
2%
0 Management, Supervisory, Confidential
62 $ 181,821
$ 204,445
$ 227,069
25%
3%
1 Management, Supervisory, Confidential
63 $ 186,366
$ 209,556
$ 232,746
25%
3%
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3.2 GRADE PLACEMENT ANALYSIS
The Grade Placement Analysis examines how employee salaries are distributed throughout the pay grades. This can help identify salary progression issues, which are usually accompanied by employee salaries that are clustered in segments of the pay grades.

A clustering of employee salaries in the lower part of ranges can indicate a lack of salary progression for employees or a high level of employee turnover. A clustering of employee salaries in the high end of pay ranges can be a sign of high employee tenure or a sign that the pay ranges are behind market, forcing the organization to offer salaries near the maximum of the range to new hires. With regard to minimum and maximum salaries, employees at the grade minimum are typically newer to the organization or to the classification, while employees at the grade maximum are typically highly experienced and highly proficient in their classification. The Grade Placement Analysis examines how salaries compare to pay range minimums, midpoints, and maximums. Only pay grades on the full-time schedule with at least one incumbent are included in this analysis.

Exhibit 3C displays the percentage and number of employees compensated at their pay grade minimum and pay grade maximum. The percentages presented are based on the total number of employees in that grade. As can be seen in the exhibit, 22 percent (18 total) of all employees are compensated at their pay grade's minimum. A slightly larger percentage of employees, 30.5 percent (25 total), are compensated at their pay grade's maximum.

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Classification and Compensation Study
for the City of Yucaipa, CA
EXHIBIT 3C

EMPLOYEES AT MINIMUM AND MAXIMUM BY GRADE
. Plan
GradeEmployees
10 7
6 85.7%
0 0.0%
14 7
0 0.0%
5 71.4%
17 2
1 50.0%
1 50.0%
18 2
0 0.0%
1 50.0%
20 9
3 33.3%
0 0.0%
General Unit
21 5
1 20.0%
1 20.0%
23 2
0 0.0%
0 0.0%
25 3
0 0.0%
3 100.0%
26 3
0 0.0%
1 33.3%
27 4
0 0.0%
2 50.0%
31 2
0 0.0%
1 50.0%
35 21
1 5
0 1

0.0%

20.0%
0 1

0.0%

20.0%
26 3
0 0.0%
1 33.3%
28 5
1 20.0%
2 40.0%
33 2
0 0.0%
1 50.0%
34 1
0 0.0%
1 100.0%
38 1
0 0.0%
0 0.0%
Management,
39 1
1 100.0%
0 0.0%
Supervisory,
41 3
1 33.3%
0 0.0%
Confidential
43 4
1 25.0%
0 0.0%
47 3
0 0.0%
0 0.0%
52 1
0 0.0%
1 100.0%
57 4
2 50.0%
1 25.0%
62 1
0 0.0%
1 100.0%
63 1
0 0.0%
1 100.0%
Total
82 18

22.0•0
25 30.5%
In addition to assessing the number of employees at minimum and maximum, an analysis was conducted to determine the number of employees below and above pay grade midpoint.

The percentages refer to the percentage of employees in each pay grade that are above and below midpoint. Exhibit 3D displays the results of this analysis: a total of 40 employees are compensated below their pay grade midpoint -which is 48.8 percent of all employees for the City. There are 42 employees compensated above the midpoint of their pay grade, which is

51.2 percent of all employees.

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EXHIBIT 3D

EMPLOYEES ABOVE AND BELOW MIDPOINT BY PAY GRADE
Plan
Grade
EmployeesPay
10 7
7 100.0%
0 0.0%
14 7
1 14.3%
6 85.7%
17 2
1 50.0%
1 50.0%
18 2
0 0.0%
2 100.0%
20 9
7 77.8%
2 22.2%
21 5
3 60.0%
2 40.0%
General Unit
23 2
0 0.0%
2 100.0%
25 3
0 0.0%
3 100.0%
26 3
1 33.3%
2 66.7%
27 4
0 0.0%
4 100.0%
31 2
1 50.0%
1 50.0%
35 21
1 5
1 3
100.0%

60.0%
0 2

0.0%

40.0%
26 3
1 33.3%
2 66.7%
28 5
2 40.0%
3 60.0%
33 2
1 50.0%
1 50.0%
34 1
0 0.0%
1 100.0%
38 1
1 100.0%
0 0.0%
Management,
39 1
1 100.0%
0 0.0%
Supervisory,
41 3
2 66.7%
1 33.3%
Confidential
43 4
4 100.0%
0 0.0%
47 3
1 33.3%
2 66.7%
52 1
0 0.0%
1 100.0%
57 4
2 50.0%
2 50.0%
62 1
0 0.0%
1 100.0%
63 1
0 0.0%
1 1 100.0%
82 1 40
1 48.8%
1 42
1 51.2%
Total

3.3 QUARTILE ANALYSIS
The last part of the Grade Placement Analysis is a detailed look at how salaries are distributed through pay grades, through a quartile analysis. Here, each pay grade is divided into four segments of equal width, called quartiles. The first quartile represents the first 25 percent of the pay range; the second quartile represents the part of the range above the first quartile up to the mathematical midpoint; the third quartile represents the part of the range from the midpoint to 75 percent of the pay range; and the fourth quartile represents the part of the range above the third quartile up to the pay range maximum. Employees are assigned to a quartile within their pay range based on their current salary. 4-4�1 Evergreen Solutions, LLC Page 3-6
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Chapter 3 - Assessment of Current Conditions Classification and Compensation Study for the City of Yucaipa, CA
The quartile analysis is used to determine the location of employee salary clusters. Quartile analysis helps identify whether clusters exist in specific quartiles of pay grades. Additionally, the amount of time the employee has spent at the organization is also analyzed, in order to observe any relationship between organizational tenure and salary progression. This information, while not definitive alone, can shed light on any root issues within the current compensation and classification plan when combined with market data and employee feedback.

Exhibit 3E shows the number of employees that are in each quartile of each grade, as well as the average overall tenure (i.e. how long an employee has worked for the City) by quartile.

Overall, data provide that 34.2 percent of employees fall into Quartile 1 of their respective grade; 14.6 percent fall into Quartile 2; 12.2 percent fall into Quartile 3; and 39.0 percent fall into Quartile 4. The average tenure in Quartile 1 is 2.4 years; in Quartile 2 is 3.4 years; in Quartile 3 is 3.5 years; and in Quartile 4 is 11.6 years.

Exhibit 3F displays a graphical representation of the data contained in Exhibit 3E. Each pay grade is divided into up to four sections representing the percentage of employees, in that pay grade, who belong in each quartile. For example, pay grade 63 has zero employees in Quartiles 1, 2, or 3. That pay grade is represented by a 100 percent green bar, showing that 100 percent of grade 63 employees are in Quartile 4.

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Chapter 3 - Assessment of Current Conditions Classification and Compensation Study for the City of Yucaipa, CA

3.4 COMPRESSION ANALYSIS
Pay compression can be defined as the lack of variation in salaries between employees with significantly different levels of experience and responsibility. Compression can be seen as a threat to internal equity and morale. Two common types of pay compression can be observed when the pay of supervisors and their subordinates are too close, or the pay of highly tenured staff and newly hired employees in the same job are too similar.

According to the Society for Human Resources Management (SHRM), specific examples of actions that may cause pay compression include the following:
• Reorganizations change peer relationships and can create compression if jobs are not reevaluated.
• In some organizations, certain departments or divisions may be relatively liberal with salary increases, market adjustments, and promotions —while others are not. • Some employers have overlooked their Human Resources policies designed to regulate pay, paying new hires more than incumbents for similarjobs underthe mantra of "paying what it takes to get the best talent."
• Many organizations have found it easy to hire people who had already done the same work for another organization, eliminating the need for training. Rather than hiring individuals with high potential and developing them for the long term, they have opted for employees who could "hit the ground running" —regardless of their potential.

Exhibit 3H indicates the ratio of subordinate to supervisor salaries by grade graphically and Exhibit 31 displays these results numerically. Employees were grouped into categories reflecting whether their actual salary was less than 80 percent, less than 95 percent, or greater than 95 percent of their supervisor's salary. Less than 80 percent would indicate that the ratio of an employee's salary to his supervisor's salary would yield a result of less than

0.8. For example, an employee with a salary of $79,000.00 and a supervisor with a salary of $100,000.00 would yield a ratio of 0.79 and be placed into the Less than 80 percent category.

An analysis of the data would quickly reveal that the majority of positions in the City are in a great position, with plenty of space between employee and supervisor salaries. There is, however, one employee in grade 62 making greater than 95 percent of his supervisor's salary, as indicated by the red bar on the graph. This warrants a further examination of supervisor vs. employee salary.
4Y
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O1/27/2025 City Council Agenda 128

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Chapter 3 - Assessment of Current Conditions Classification and Compensation Study for the City of Yucaipa, CA
EXHIBIT 31

EMPLOYEE TO SUPERVISOR SALARY RATIO BY PAY GRADE
Pay Plan
Grade
Lessthan8OO/o
80%<X<95%
959,'o<X<100%
Greater than 100%
10 7
0 0
0 14
7 0
0 0
17 2
0 0
0 18
2 0
0 0
20 8
1 0
0 21
5 0
0 0
General Unit
23 2
0 0
0 25
3 0
0 0
26 3
0 0
0 27
4 0
0 0
31 2
0 0
0 35
21 1
5 0
0 0
0 0
0 26
3 0
0 0
28 4
1 0
0 33
2 0
0 0
34 1
0 0
0 Management,
38 1
0 0
0 Supervisory,
39 1
0 0
0 Confidential
41 3
0 0
0 43
3 1
0 0
47 2
1 0
0 52
1 0
0 0
57 1
2 0
0 62
1 0
1 0
1 1
0 Totals
1 73
1 6
1 1
0 Exhibit W and Exhibit 3K showcase the actual vs. projected salaries of City employees, sorted by pay grade. Projected salary is calculated using a 10-year progression assumption for employees, as employees are expected to move one step per year on the step -scale. For example, an employee who had worked at their position for 5 years would be projected to be at the grade midpoint, while an employee with 10 or more class years would be projected to be at the grade maximum. An important distinction between this compression table and the quartile analysis: this compression table utilizes class years, while the Quartile analysis uses tenure. Class years are differentiated from tenure by using the date that you started working in your current classification as the start date, instead of the date you first were hired by the City. To illustrate, if an employee had been an accountant for ten years, and then was promoted last year to Accountant Supervisor that employee would have ten years of tenure, but only one class year.

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Chapter 3 - Assessment of Current Conditions Classification and Compensation Study for the City of Yucaipa, CA
On Exhibit 3K, it is easy to discern that the majority of City employees are being paid wages that are within five percent of what they would be projected to receive, based on their class years. This would seem to indicate that most employees are actively progressing through the steps each year. There are also several employees that are making greater than 10 percent of what they would expect to receive. This could be due to promotion and advancement through the pay grades, meriting a higher salary increase. When an employee has advanced to near the top of his pay range and receives a promotion, he will often not start at his new pay grade minimum. An employee will not accept a pay decrease, so that employee is therefore started above the minimum of his new pay grade. That puts him above his "expected pay", by definition. He has zero class years, but his pay is above the minimum. Then, if he advances exactly at the speed expected for the rest of his career, he will always remain above his "expected" pay. While the truth likely lies somewhere in between these examples, a definitive answer cannot be determined without more data.

EXHIBIT 3J
ACTUAL VS. PROJECTED SALARY
0/.
10 0
0 7
0 0
14 1
0 2
2 2
17 0
0 1
0 1
18 0
0 0
0 2
20 0
0 7
1 1
21 0
0 2
2 1
General Unit
23 0
0 0
0 2
25 0
0 2
1 0
26 0
0 2
0 1
27 0
1 0
0 3
31 0
0 2
0 0
35 21
0 0
0 0
1 2
0 2
0 1
26 0
0 2
0 1
28 0
0 2
1 2
33 0
0 1
0 1
34 0
0 0
0 1
38 0
0 1
0 0
Management,
39 0
0 1
0 0
Supervisory,
41 0
0 2
0 1
Confidential
43 0
0 4
0 0
47 0
0 1
1 1
52 0
0 0
0 1
57 0
0 2
1 1
62 0
0 0
0 1
63 0
1 0
1 0
0 1 1
Totals
1 1
1 1
1 44
1 11
125
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01/27/2025 City Council Agenda 131

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0 Chapter 3 - Assessment of Current Conditions Classification and Compensation Study for the City of Yucaipa, CA

3.5 SUMMARY
There were many observations made with respect to the City's compensation system in place at the beginning of the study.
• A little less than half of employees (39 percent) are in Quartile 4 of their pay grade. • Most City employees are paid less than 80.0 percent of their supervisors' salaries. This is a good indication that there are not widespread salary compression issues between employees and their supervisors.

The majority of employees are paid within five percent of what they would expect to receive, based on a 10-year progression.

This analysis acts as a starting point for the development of recommendations in subsequent chapters of this report. Paired with market data, Evergreen is able to make recommendations that will ensure that the City's compensation system is structurally sound in terms of best practice, competitive with the market, and treats all employees equitably moving forward.

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EVERGREEN SOLUTIONS, LLC
Chapter 4 - Market Summary
The purpose of the market summary chapter is to benchmark the City's compensation practices against that of its market peers, in order to establish how competitive the City is with the market. To complete this market study, Evergreen compared pay ranges of select benchmark positions that the City possesses against the compensation of positions performing those same duties within peer organizations. By aggregating the differences in pay ranges across all the positions, a reasonable determination is made as to the City's competitive position within the market.

It is important to note that individual salaries are not analyzed in this methodology, since individual compensation can be affected by a number of variables such as experience and job performance. For this reason, Evergreen looked at average pay ranges across the entire classification to make the most accurate comparison. The results of this market study should be considered reflective of the current state of the market at the time of this study, however, market conditions can change rapidly. Consequently, it is necessary to perform market surveys of peer organizations at regular intervals in order for an organization to consistently monitor its position within the market. Furthermore, the market results detailed in this chapter provide a foundation for understanding the City's overall structural standing to the market, and the rates reflected in this chapter, while an important factor, are not the sole determinant for how classifications were placed into the proposed salary ranges outlined in Chapter 5.

Evergreen conducted a comprehensive market salary survey for the City, which included soliciting 27 target peer organizations for 49 benchmark positions. Target peers were selected based on a number of factors, including geographic proximity, resource level, job overlap, and size. Target organizations were also identified for their competition to the City for employee recruitment and retention efforts. The list of targets that provided data for the purpose of this study are included in Exhibit 4A.

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Chapter 4 - Market Summary Classification and Compensation Study for the City of Yucaipa, CA
EXHIBIT 4A

RESPONDENT MARKET PEERS
City of Banning
City of Beaumont
City of Calimesa
Cathedral City
City of Colton
City of Diamond Bar
City of Fontana
City of Glendora
City of Hemet
City of Highland
City of Lake Elsinore
City of Loma Linda
City of Montclair
City of Moreno Valley
City of Murrieta
City of Ontario
City of Palm Springs
City of Perris
City of Pomona
City of Rancho Cucamonga
City of Redlands
City of Rialto
City of Riverside
City of San Bernardino
City of San Dimas
City of Temecula
San Berandino County
Because the data collected for the market survey was from various regions, it was necessary to adjust peer responses relative to the City based on cost -of -living. For all organizations that fell outside the City's immediate region, a cost -of -living adjustment was applied to the reported pay ranges to ensure a market average was attained in terms of the spending power an employee would have in the City's local area. Evergreen utilizes cost -of -living index information from the Council for Community and Economic Research. The cost -of -living index figures for the City and each of the respondent market peers are located in Exhibit 4B.

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Chapter 4 - Market Summary Classffication and Compensation Study for the City of Yucaipa, CA
EXHIBIT 4B

RESPONDENTS WITH COST -OF -LIVING ADJUSTMENTS
City of Yucaipa
128.0
City of Banning
129.1
City of Beaumont
129.1
City of Calimesa
129.1
Cathedral City
129.1
City of Colton
128.0
City of Diamond Bar
162.7
City of Fontana
128.0
City of Glendora
167.2
City of Hemet
129.1
City of Highland
128.0
City of Lake Elsinore
129.1
City of Loma Linda
128.0
City of Montclair
128.0
City of Moreno Valley
129.1
City of Murrieta
129.1
City of Ontario
128.0
City of Palm Springs
129.1
City of Perris
129.1
City of Pomona
162.7
City of Rancho Cucamonga
128.0
City of Redlands
128.0
City of Rialto
128.0
City of Riverside
129.1
City of San Bernardino
128.0
City of San Dimas
162.7
City of Temecula
129.1
San Berandino County
128.0

4.1 MARKET DATA
The results of the market study are displayed in Exhibit 4C, which includes the benchmarkjob titles and the market average salaries for each position at the minimum, midpoint, and maximum points of the pay ranges. Also included within the exhibit are the percent differentials of the City's pay ranges at each respective point, relative to the market average pay. A positive percent differential is indicative of the City's pay range exceeding that of the average of its market peers; alternatively, a negative percent differential indicates the City's compensation for a given position lagging behind the average of its peers. For those Evergreen Solutions, LLC
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Chapter 4 - Market Summary Classification and Compensation Study for the City of Yucaipa, CA
classifications where no differential is shown, this is due to the City not possessing a pay range for comparison to the market. The exhibit also includes the average pay range for the market respondents for each position, as well as how many responses each benchmark received.

While all benchmarks are included in the survey, not every peer organization possesses an appropriate match. Consequently, the benchmarks receive varying levels of response. For the purpose of this study, all positions that received fewer than five matches from market peers were not considered in establishing the City's competitive position. The rationale behind these positions being excluded is that insufficient response can lead to unreliable averages that may skew the aggregated data, blurring the reality of the City's actual position in the market.

Of the 49 positions surveyed, 47 had a sufficient response for inclusion.

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Chapter 4 - Market Summary
EXHIBIT 4C

MARKET SURVEY RESULTS
Classification and Compensation Study
for the City of Yucaipa, C4
jjm
uiassmcation
Average
% Diff
Average
% Diff
Average
% Diff
Range
1 Accountant
$67,695.80

8.61%
$77,931.62

6.4%
$88,167.44
2 Accountant (Confidential)
$67,696.12

9.4%
$77,931.78

7.3%
$88,167.44

5.5%

30.2%

25.0 3
Accounting Assistant
$51,348.34

11.3%
$58,214.14

10.5%
$65,079.94

9.9%

26.7%

25.0 4
Accounting Manager
$106,063.51

3.5%
$120,869.80

2.2%
$135,676.09

1.2%

27.7%

13.0 5
Administrative Assistant
$50,536.52

20.9%
$57,868.38

19.4%
$65,200.24

18.3%

28.9%

25.0 6
Administrative Technician
$61,087.27

15.5%
$70,279.28

13.5%
$79,471.29

11.9%

30.2%

6.0 7
Assistant City Engineer
$129,511.21

5.7%
$150,307.23

2.7%
$171,103.25

0.2%

32.2%

6.0 8
Assistant City Manager
$178,423.42

1.0%
$209,741.80
-3.5%
$241,060.19
-7.1%

35.0%

20.0 9
Assistant Engineer
$78,946.58

8.1%
$89,435.85

7.4%
$99,925.12

6.9%

26.5%

18.0 10
Assistant Planner
$66,019.58

19.3%
$75,696.22

17.7%
$85.372.87

16.4%

29.1%

23.0 11
Associate Engineer
$90,097.28

13.9%
$102,995.24

12.5%
$115,893.21

11.3%

28.5%

22.0 12
Associate Planner
$76,055.51

15.7%
$86,603.54

14.7%
$97,151.57

13.8%

27.6%

23.0 14
Code Enforcement Officer
$58,861.24

20.5%
$67,225.68

19.3%
$75,589.93

18.3%

28.3%

22.0 15
Community Services Coordinator
$59,574.75

4.4%
$67,891.91

3.1%
$76,209.07

2.1%

27.8%

10.0 16
Community Services Recreation Superintendent
$100,153.63

4.3%
$117,203.27

0.4%
$134,252.92
-2.7 %

33.8 %

9.0 17
Community Services Specialist
$42,619.52

12.4%
$48,686.65

11.1%
$54,753.77

9.9%

28.5%

7.0 18
Community Services Supervisor
$71,702.17

8.7%
$82,230.84

6.9%
$92,759.51

5.4%

29.2%

9.0 19
Construction Engineer
$89,582.66

7.8%
$107,324.44

1.8%
$125,066.22
-3.0%

39.4%

7.0 20
Deputy City Clerk/Deputy Rent Administrator/Records Technician (Confidential) $83,112.98

16.6%
$96,677.17

13.7%
$110,241.37

11.4%

32.3%

15.0 21
Deputy Director of Community Development / City Planner $127,592.39
-5.1%
$144,716.77
-6.0%
$161,841.15
-6.8%

26.8%

12.0 22
Deputy Director of Finance
$127,478.32
-5.0%
$147,336.76
-8.0%
$167,195.19
-10.3%

30.7%

15.0 23
Deputy Director of Public Works
$130,079.25
-7.2%
$148,984.57
-9.2%
$167,889.88
-10.8%

29.0%

10.0 24
Development Services Technician
$59,703.68

11.0%
$67,088.64

11.1%
$74,473.60

11.1%

24.7%

6.0 25
Director of Community Services
$159,381.82
-2.6%
$184,960.67
-5.9%
$210,539.52
-8.5%

32.1%

11.0 26
Director of Development Services / City Engineer
$162,325.84

7.7%
$187,151.11

5.3%
$211,976.38

3.4%

30.6%

23.0 27
Director of Finance
$160,022.28
-3.0%
$186,991.92
-7.0%
$213,961.55
-10.3%

33.6%

21.0 28
Director of General Services / City Clerk
$128,375.21

17.4%
$150,001.17

14.1%
$171,627.13

11.5%

33.9%

18.0 29
Director of Governmental Affairs / PIO
$106,293.00

31.6%
$122,364.37

30.0%
$138,435.74

28.7%

30.3%

6.0 30
Geographic Information Systems Technician
$64,433.82
-0.9%
$73,409.44
-2.2%
$82,385.06
-3.3%

27.9%

16.0 31
Housing & Economic Development Analyst
$74,561.86

5.1%
$86,641.28

1.9%
$98,720.71
-0.7%

32.1%

6.0 32
Human Resources Assistant (Confidential)
$54,506.83

17.5%
$62,996.70

15.2%
$71,486.58

13.4%

31.0%

20.0 33
Human Resources Manager
$112,172.52

1.4%
$128,696.79
-0.6%
$145,221.07
-2.2%

29.2%

16.0 34
Information Technology Manager
$115,208.37
-4.8%
$131,040.40
-6.0%
$146,872.43
-7.0%

27.3%

15.0 35
Information Technology Technician
$59,756.53
-22.8%
$68,400.87
-25.0%
$77,045.21
-26.7%

28.9%

14.0 36
Maintenance Worker 1
$43,983.72

9.6%
$50,411.75

7.9%
$56,839.78

6.5%

29.4%

27.0 37
Maintenance Worker it
$47,985.64

10.7%
$54,436.72

9.9%
$60,887.80

9.3%

26.8%

22.0 38
Management Analyst (Confidential)
$74,538.24

16.1%
$85,485.99

14.4%
$96,433.75

13.1%

29.2%

19.0 39
Network Administrator
$93,735.86
-29.7%
$107,631.13
-32.5%
$121,526.41
-34.7%

29.6%

13.0 40
Office Assistant 1
$38,715.82

20.5%
$44,072.54

19.5%
$49,429.26

18.7%

27.9%

19.0 41
Office Assistant11
$42,532.39

20.8%
$48,576.44

19.6%
$54,620.48

18.6%

28.5%

14.0 42
Park Ranger
$49,057.25

30.4%
$56,421.55

28.8%
$63,785.86

27.6%

30.0%

8.0 43
Public Safety Manager
$107,019.91

5.9%
$122,409.23

4.3%
$137,798.55

3.0%

28.6%

9.0 44
Public Works Analyst
$63,118.53

19.6%
$73,908.88

16.3%
$84,699.22

13.6%

34.3%

3.0 45
Senior Administrative Assistant
$57,899.07

13.7%
$66,941.58

11.3%
$75,984.09

9.3%

31.1%

13.0 46
Senior Code Enforcement Officer
$70,834.31

13.4%
$79,667.42

13.3%
$88,500.53

13.3%

24.9%

15.0 47
Senior Development Services Technician
$72,249.75
-2.5%
$81,296.66
-2.6%
$90,343.58
-2.6%

25.0%

2.0 48
Senior Executive Assistant
$89,293.66

2.0%
$102,203.12

0.2%
$115,112.59
-1.2%

28.9%

5.0 49
Senior Maintenance Worker
$54,005.32

8.9%
$61,470.30

7.85%
$68,935.28

6.9%

27.6%

23.0 Overall Average

8.1%

6.1%

4.5%

29.6%

14.8 Outliers Removed

8.0%

6.11. 4.5%
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Chapter 4 - Market Summary Classification and Compensation Study for the City of Yucaipa, CA

4.2 SALARY SURVEY RESULTS
Market Minimums
It is important to assess where an organization is relative to its market minimum salaries, as they are the beginning salaries of employees with minimal qualifications for a given position.

Organizations that are significantly below market may experience recruitment challenges with entry-level employees. As seen in Exhibit4C, the City is currently 8.0 percent above the market average minimum, when considering positions with sufficient responses. The City's benchmark positions ranged from 29.7 percent below to 31.6 percent above at the market minimum.

The following points are regarding the City's position relative to the market average minimum:
• Of these 47 positions, nine were below market, averaging 9.0 percent below. These nine classifications represent roughly 19 percent of the surveyed positions receiving sufficient response.

Of these 47 positions, 37 were above market, averaging 12.2 percent above. These 37 classifications represent roughly 79 percent of the surveyed positions receiving sufficient response.

Market Midpoints
The market midpoint is exceptionally important to analyze, as it is often considered the closest estimation of market average compensation. As seen in Exhibit 4C, the City is currently 6.1 percent above the market average midpoint, when considering positions with sufficient responses. The City's benchmark positions ranged from 32.5 percent below to 30.0 percent above at the market midpoint.

The following points are regarding the City's position relative to the market average midpoint:

Of these 47 positions, 11 were below market, averaging 9.6 percent below. These 11 classifications represent roughly 23 percent of the surveyed positions receiving sufficient response.

Of these 47 positions, 35 were above market, averaging 11.0 percent above. These 35 classifications represent roughly 75 percent of the surveyed positions receiving sufficient response.

Market Maximums
The pay range maximum averages, and how they compare to the City's, are also detailed in Exhibit 4C. The City is currently 4.5 percent above the market average maximum, when considering positions with sufficient responses. The City's benchmark positions ranged from

34.7 percent below to 28.7 percent above at the market maximum.

The following points are regarding the City's position relative to the market average maximum:

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Chapter 4 - Market Summary Classification and Compensation Study for the City of Yucaipa, CA
• Of these 47 positions, 15 were below market, averaging 9.0 percent below. These 15 classifications represent roughly 32 percent of the surveyed positions receiving sufficient response.
• Of these 47 positions, 31 were above market, averaging 11.0 percent above. These 31 classifications represent roughly 66 percent of the surveyed positions receiving sufficient response.

4.3 SALARY SURVEY CONCLUSION
The standing of individual classifications pay range relative to the market should not be considered a definitive assessment of actual employee salaries being similarly above or below the market; however, such differentials can, in part, explain symptomatic issues with recruitment and retention of employees.

The main summary points of the market study are as follows:
• The City's pay ranges are approximately 8.0 percent above the market minimum. • The City's pay ranges are approximately 6.1 percent above the market midpoint. • The City's pay ranges are approximately 4.5 percent above the market maximum. • The City's pay range spread is approximately 24.9 percent, while its peers' pay range spread is 29.7 percent.

The results of the market summary chapter are pivotal in the formulation of recommendations by Evergreen. By establishing the City's market position relative to its peers, Evergreen is better able to propose recommendations that enable the City to occupy its desired competitive position.

Evergreen Solutions, LLC

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Chapter 5 - Recommendations
After reviewing the information provided in the preceding sections of this report, Evergreen developed recommendations for the City to utilize during negotiations regarding its compensation and classification system. The recommendations, as well as the findings that led to each recommendation, are discussed in detail in this section. The recommendations are organized into three sections: classification, compensation, and administration of the system.

5.1 CLASSIFICATION RECOMMENDATIONS
An organization's classification system establishes how its human resources are employed to perform its core services. The classification system consists of the titles and descriptions of the different classifications, or positions, which define how work is organized and assigned. It is essential that the titles and descriptions of an organization's classifications accurately depict the work being performed by employees in the classifications in order to ensure equity within the organization and to enable comparisons with positions at peer organizations. The purpose of a classification analysis is to identify such issues as incorrect titles, outdated job descriptions, and inconsistent titles across departments. Recommendations are then made to remedy the identified concerns based on human resources best practices.

In the. analysis of the City's classification system, Evergreen collected classification data through the Job Assessment Tool (JAT) process. The JATs, which were completed by employees and reviewed by their supervisors, provided information about the type and level of work being performed for each of the City's classifications. Evergreen reviewed the data provided in the JATs and used the information as the basis for classification recommendations.

FINDING
The classification system being utilized by the City was generally accurate, with most titles accurately reflecting the work performed by employees. However, some classifications do not fully align with the actual duties carried out by employees, indicating a need for title revisions.

Additionally, several of the City's classifications require some modification to better describe the work being performed. Current job descriptions and corresponding Fair Labor Standards Act (FLSA) exemption status require review, updates and revisions.

RECOMMENDATION 1: Adopt a new classification system for all employees.

Evergreen has developed a new proposed classification system for the City's consideration.

The foundation for these recommendations was the work performed by employees in these classifications as described in their JATs and best practices among the City's peers. By .;4e Evergreen Solutions, LLC
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organizing highly similar work performed by different positions under a singular title, the City will have a more organized system of grouping types of work performed, and better be able to track and ensure internal equity between positions within the City.

RECOMMENDATION 2: Update existing class description to reflect the new classification system and review all updated descriptions for FLSA status.

In conjunction with the City making the proposed title changes, Evergreen will provide the City with updated classification descriptions to ensure that they accurately reflect the work being carried out by employees. These are being provided under separate cover. Upon completion and approval of the proposed class descriptions, Evergreen will further recommend an updated FLSA status for the roles based on the new, updated content contained within the description.

5.2 COMPENSATION RECOMMENDATIONS
The compensation analysis consisted of two parts: an external market assessment and an internal equity assessment. During the external market assessment, the City's compensation for selected benchmark classifications was compared to average compensation offered in the market the City competes for employees in. The external assessment consisted of comparing the City against its peer organizations within its market, and revealed that the City is currently leading the market.

During the internal equity assessment, consideration of the relationships between and the type of work being performed by the City's employees in their classifications was reviewed and analyzed. Specifically, a composite score was assigned to each of the City's classifications that quantified the classification's level of five separate compensatory factors. The level for each factor was determined based on responses to the JAT.

FINDING
The City currently maintains an organized and defined overall pay plan. The range spread and midpoint progression are consistent across the various pay grades on the plan.

RECOMMENDATION 3: Adopt a new, market responsive compensation structure and assign all positions to it equitably.

Evergreen has developed a revised pay plan for the City's consideration. The new structure mirrors the previous step plan, maintaining 63 unique pay grades with a 2.5 percent progression through each grade and step. However, pay ranges have been updated to align with the 75th percentile of the market in order to model that prospective market positioning for the City. The details of the proposed plan are located in Exhibit 5A . *� Evergreen Solutions, LLC
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EXHIBIT 5A

PROPOSED PAY PLAN
101
$ 41,600.00
$ 42,640.00
$ 43,706.00
$ 44,798.65
$ 45,918.62
$ 47,066.58
$ 48,243.25
$ 49,449.33
$ 50,685.56
$ 51,952.70
102
$ 42,640.00
$ 43,706.00
$ 44,798.65
$ 45,918.62
$ 47,066.58
$ 48,243.25
$ 49,449.33
$ 50,685.56
$ 51,952.70
$ 53,251.52
103
$ 43,706.00
$ 44,798.65
$ 45,918.62
$ 47,066.58
$ 48,243.25
$ 49,449.33
$ 50,695.56
$ 51,952.70
$ 53,251.52
$ 54,582.80
104
$ 44,798.65
$ 45,918.62
$ 47,066.58
$ 48,243.25
$ 49,449.33
$ 50,685.56
$ 51,952.70
$ 53,251.52
$ 54,582.80
$ 55,947.38
105
$ 45,918.62
$ 47,066.68
$ 48,243.25
$ 49,449.33
$ 50,685.56
$ 51,952.70
$ 53,251.52
$ 54,582.80
$ 55,947.38
$ 57,346.06
106
$ 47,066.58
$ 48,243.25
$ 49,449.33
$ 50,685.56
$ 51,952.70
$ 53,251.52
$ 54,582.80
$ 55,947.38
$ 57,346.06
$ 58,779.71
107
$ 48,243.26
$ 49,449.33
$ 50,685.56
$ 52,952.70
$ 53,251.52
$ 54,582.80
$ 55,947.38
$ 57,346.06
$ 58,779.71
$ 60,249.20
108
$ 49,449.33
$ 50,685.56
$ 51,952.70
$ 53,251.52
$ 54,58280
$ 55,947.38
$ 57,346.06
$ 58,779.71
$ 60,249.20
$ 61,755.43
109
$ 50,685.56
$ 51,952.70
$ 53,251.52
$ 54,582.80
$ 55,947.38
$ 57,346.06
$ 58,779.71
$ 60,249.20
$ 61,755.43
$ 63,299.32
110
$ 51,952.70
$ 53,251.52
$ 54,582.80
$ 55,947.38
$ 57,346.06
$ 58,779.71
$ 60,249.20
$ 61,755.43
$ 63,299.32
$ 64,881.80
Ill
$ 53,251.52
$ 54,582.80
$ 55,947.38
$ 57,346.06
$ 58,779.71
$ 60,249.20
$ 61,755.43
$ 63,299.32
$ 64,881.80
$ 66,503.85
112
$ 54,582.80
$ 55,947.38
$ 57,346.06
$ 58,779.71
$ 60,249.20
$ 61,755.43
$ 63,299.32
$ 64,881.80
$ 66,503.85
$ 68,166.44
113
$ 55,947.38
$ 57,346.06
$ 58,779.71
$ 60,249.20
$ 61,755.43
$ 63,299.32
$ 64,881.80
$ 66,503.85
$ 68,166.44
$ 69,870.61
114
$ 57,346.06
$ 58,779.71
$ 60,249.20
$ 61,755.43
$ 63,299.32
$ 64,881.80
$ 66,503.85
$ 68,166.44
$ 69,870.61
$ 71,617.37
115
$ 58,779.71
$ 60,249.20
$ 61,755.43
$ 63,299.32
$ 64,881.80
$ 66,503.85
$ 68,166.44
$ 69,870.61
$ 71,617.37
$ 73,407.80
116
$ 60,249.20
$ 61,755.43
$ 63,299.32
$ 64,881.80
$ 66,503.85
$ 68,166.44
$ 69,870.61
$ 71,617.37
$ 73,407.80
$ 75,243.00
117
$ 61,755.43
$ 63,299.32
$ 64,881.80
$ 66,503.85
$ 68,166.44
$ 69,870.61
$ 71,617.37
$ 73,407.80
$ 76,243.00
$ 77,124.07
118
$ 63,299.32
$ 64,881.80
$ 66,503.85
$ 68,166.44
$ 69,870.61
$ 71,617.37
$ 73,407.80
$ 75,243.00
$ 77,124.07
$ 79,052.18
119
$ 64,881.80
$ 66,503.85
$ 68,166.44
$ 69,870.61
$ 71,617.37
$ 73,407.80
$ 75,243.00
$ 77,124.07
$ 79,052.18
$ 81,028.48
120
$ 66,503.85
$ 68,166.44
$ 69,870.61
$ 71,617.37
$ 73,407.80
$ 75,243.00
$ 77,124.07
$ 79,052.18
$ 81,028.48
$ 83,054.19
121
$ 68,166.44
$ 69,870.61
$ 71,617.37
$ 73,407.80
$ 75,243.00
$ 77,124.07
$ 79,052.18
$ 81,028.48
$ 83,054.19
$ 85,130.55
122
$ 69,870.61
$ 71,617.37
$ 73,407.80
$ 75,243.00
$ 77,124.07
$ 79,052.18
$ 81,028.48
$ 83,064.19
$ 85,130.55
$ 87,258.81
123
$ 71,617.37
$ 73,407.80
$ 75,243.00
$ 77,124.07
$ 79,052.18
$ 81,028.48
$ 83,054.19
$ 85,130.55
$ 87,258.81
$ 89,440.28
124
$ 73,407.80
$ 75,243.00
$ 77,124.07
$ 79,052.18
$ 81,028.48
$ 83,054.19
$ 85,130.55
$ 87,258.81
$ 89,440.28
$ 91,676.29
125
$ 75,243.00
$ 77,124.07
$ 79,052.18
$ 81,028.48
$ 83,054.19
$ 85,130.55
$ 87,258.81
$ 89,440.28
$ 91,676.29
$ 93,968.20
126
$ 77,124.07
$ 79,052.18
$ 81,028.48
$ 83,054.19
$ 85,130.55
$ 87,258.81
$ 89,440.28
$ 91,676.29
$ 93,968.20
$ 96,317.40
127
$ 79,052.18
$ 81,028.48
$ 83,054.19
$ 85,130.55
$ 87,258.81
$ 89,440.28
$ 91,676.29
$ 93,968.20
$ 96,317.40
$ 98,725.34
128
$ 81,028.48
$ 83,054.19
$ 85,130.55
$ 87,258.81
$ 89,440.28
$ 91,676.29
$ 93,968.20
$ 96,317.40
$ 98.725.34
$101,193.47
129
$ 83,054.19
$ 85,130.55
$ 87,258.81
$ 89,440.28
$ 91,676.29
$ 93,968.20
$ 96,317.40
$ 98,725.34
$101,193.47
$103,723.31
130
$ 85,130.55
$ 87,258.81
$ 89,440.28
$ 91,676.29
$ 93,968.20
$ 96,317.40
$ 98,725.34
$101,193.47
$103,723.31
$106,316.39
131
$ 87,258.81
$ 89,440.28
$ 91,676.29
$ 93,968.20
$ 96,317.40
$ 98,725.34
$101,193.47
$103,723.31
$106,316.39
$108,974.30
132
$ 89,440.28
$ 91,676.29
$ 93,968.20
$ 96,317.40
$ 98,725.34
$101,193.47
$103,723.31
$106,316.39
$108,974.30
$111,698.66
133
$ 91,676.29
$ 93,968.20
$ 96,317.40
$ 98,725.34
$101,193.47
$103,723.31
$106,316.39
$108,974.30
$111,698.66
$114,491.12
134
$ 93,968.20
$ 96,317.40
$ 98,725.34
$101,193.47
$103,723.31
$106,316.39
$108,974.30
$111,698.66
$114,491.12
$117,353.40
135
$ 96,317.40
$ 98,725.34
$101,193.47
$103,723.31
$106,316.39
$108,974.30
$111,698.66
$114,491.12
$117,353.40
$120,287.24
136
$ 98,725.34
$101,193.47
$103,723.31
$106,316.39
$108,974.30
$111,698.66
$114,491.12
$117,353.40
$120,287.24
$123,294.42
137
$101,193.47
$103,723.31
$106,316.39
$108,974.30
$111,698.66
$114,491.12
$117,353.40
$120,287.24
$123,294.42
$126,376.78
138
$103,723.31
$106,316.39
$108,974.30
$111,698.66
$114,491.12
$117,353.40
$120,287.24
$123,294.42
$126,376.78
$129,536.20
139
$106,316.39
$108,974.30
$111,698.66
$114,491.12
$117,353.40
$120,287.24
$123,294.42
$126,376.78
$129,536.20
$132,774.60
140
$108,974.30
$111,698.66
$114,491.12
$117,353.40
$120,287.24
$123,294.42
$126,376.78
$129,536.20
$132,774.60
$136,093.97
141
$111,698.66
$114,491.12
$117,363.40
$120,287.24
$123,294.42
$126,376.78
$129,536.20
$132,774.60
$136,093.97
$139,496.31
142
$114,491.12
$117,353.40
$120,287.24
$123,294.42
$126,376.78
$129,536.20
$132,774.60
$136,093.97
$139,496.31
$142,983.72
143
$117,353.40
$120,287.24
$123,294.42
$126,376.78
$129,536.20
$132,774.60
$136,093.97
$139,496.31
$142,983.72
$146,558.32
144
$120,287.24
$123,294.42
$126,376.78
$129,536.20
$132,774.60
$136,093.97
$139,496.31
$142,983.72
$146,558.32
$150,222.27
145
$123,294.42
$126,376.78
$129,536.20
$132,774.60
$136,093.97
$139,496.31
$142,983.72
$146,558.32
$150,222.27
$153,977.83
146
$126,376.78
$129,536.20
$132,774.60
$136,093.97
$139,496.31
$142,983.72
$146,558.32
$150,222.27
$153,977.83
$157,827.28
147
$129,536.20
$132,774.60
$136,093.97
$139,496.31
$142,983.72
$146,558.32
$150,222.27
$163,977.83
$157,827.28
$161,772.96
148
$132,774.60
$136,093.97
$139,496.31
$142,983.72
$146,558.32
$150,222.27
$153,977.83
$157,827.28
$161,772.96
$165,817.28
149
$136,093.97
$139,496.31
$142,983.72
$146,558.32
$150,222.27
$163,977.83
$157,827.28
$161,772.96
$165,817.28
$169,962.71
150
$139,496.31
$142,983.72
$146,558.32
$150,222.27
$153,977.83
$157,827.28
$161,772.96
$165,817.28
$169,962.71
$174,211.78
151
$142,983.72
$146,558.32
$150,222.27
$153,977.83
$157,827.28
$161,772.96
$165,817.28
$169,962.71
$174,211.78
$178,567.08
152
$146,558.32
$150,222.27
$153,977.83
$157,827.28
$161,772.96
$165,817.28
$169,962.71
$174,211.78
$178,567.08
$183,031.25
153
$150,222.27
$153,977.83
$157,827.28
$161,772.96
$165,817.28
$169,962.71
$174,211.78
$178,567.08
$183,031.25
$187,607.03
154
$153,977.83
$157,827.28
$161,772.96
$165,817.28
$169,962.71
$174,211.78
$178,567.08
$183,031.25
$187,607.03
$192,297.21
155
$157,827.28
$161,772.96
$165,817.28
$169,962.71
$174,211.78
$178,567.08
$183,031.25
$187,607.03
$192,297.21
$197,104.64
156
$161,772.96
$165,817.28
$169,962.71
$174,211.78
$178,567.08
$183,031.25
$187,607.03
$192,297.21
$197,104.64
$202,032.26
157
$165,817.28
$169,962.71
$174,211.78
$178,567.08
$183,031.25
$187,607.03
$192,297.21
$197,104.64
$202,032.26
$207,083.06
158
$169,962.71
$174,211.78
$178,567.08
$183,031.25
$187,607.03
$192,297.21
$197,104.64
$202,032.26
$207,083.06
$212,260.14
159
$174,211.78
$178,567.08
$183,031.25
$187,607.03
$192,297.21
$197,104.64
$202,032.26
$207,083.06
$212,260.14
$217,566.64
160
$178,567.08
$183,031.25
$187,607.03
$192,297.21
$197,104.64
$202,032.26
$207,083.06
$212,260.14
$217,566.64
$223,005.81
161
$183,031.25
$187,607.03
$192,297.21
$197,104.64
$202,032.26
$207,083:06
$212,260.14
$217,566.64
$223,005.81
$228,580.95
162
$187,607.03
$192,297.21
$197,104.64
$202,032.26
$207,083.06
$212,260.14
$217.566.64
$223,005.81
$228,580.95
$234,295.48
163
$192,297.21
$197,104.64
$202,032.26
$207.083.06
$212,260.14
$217,566.64
$223,005.81
$228,580.95
$234.295.48
$240,152.87
UNG
4 Evergreen Solutions, LLC

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Chapter 5 - Recommendations Classification and Compensation Study for the City of Yucaipa, CA
Implementation of the new compensation structure requires two steps. First, all positions were assigned to an appropriate pay grade within the overall plan. To determine what pay grade each position was assigned, Evergreen used the following factors: the results of the JAT analysis, the results of the market study, as well as consideration for both existing and newly created internal relationships between classifications. Assigning pay grades to classifications requires a balance of internal equity and desired market position, and recruitment and retention concerns also played a role in the process. Thus, the market results discussed in Chapter 4 were not the sole criteria for the proposed pay ranges.

The recommendations provided are available for utilization by the City during negotiations, should they desire. Due to the competitive nature of the City's current compensation structure, it was found that several positions' pay ranges were above the market average. After discussion with City leadership, the recommendations put forward will align job classifications with market conditions.

RECOMMENDATION 4: Evergreen recommends the City adopt a methodology to transition employee salaries into the proposed pay plan that aligns with its established compensation philosophy and meets the available financial resources of the organization.

The second step of implementing the proposed structure is to transition employee salaries into their new recommended pay ranges. This step can be done via a variety of methods, each with their own strengths and drawbacks. Several methods of implementation were presented, and after discussion with City leadership, the following options are recommended.

Bring to Minimum
This option consists of placing employees into the proposed pay ranges and raising the wage of any employee who is below the minimum of their recommended pay range up to the minimum of their pay range. If an employee's current salary is higher than their pay range minimum, no adjustment is made. The estimated cost for this adjustment is $110,367, affecting a total of 52 employees.
10-Year Hybrid Parity (No Salary Decreases)
This option consists of placing employees into their proposed pay ranges based on how long employees have been with the organization. The parity effectively divides the pay range by 10, and places employees within their range based on their class time. Additionally, employees are given partial credit for anytime they have spent at the organization outside of their current classification at half credit. For example, an employee who has been in their classification for three years, and had four years with the organization overall, would be placed at the midpoint of the range, due to their receiving three years of class time at straight credit, and the remaining years of experience at half credit, for a total of 5 years of credit. If an employee's current salary is higher than their hybrid parity projected salary, no adjustment is made, and as such no salaries are decreased as part of this adjustment. This methodology seeks to re- align employee salaries on the basis of years in classification, while also giving credit for additional organizational experience, and can space out compressed employee salaries along the range based on this factor. This approach does not take employee performance and 4 Evergreen Solutions, LLC
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productivity into account. The estimated cost for this adjustment is $245,121, affecting a total of 52 employees.
10-Year Hybrid Parity (Salary Decreases)
This option mirrors the hybrid approach mentioned above, but it involves reducing employee salaries to align with the updated salary ranges. This approach also does not take employee performance and productivity into account. While this approach is mathematically valid, this approach is limited by the information available to utilize for each employee in the model. The City should consider the potential legal and political implications associated with salary reductions before pursuing this option. The estimated total decrease in salaries is $240,856, impacting 57 employees.

5.3 COMPENSATION AND CLASSIFICATION SYSTEM ADMINISTRATION Any organization's compensation and classification system will need periodic maintenance.

The recommendations provided in this chapter were developed based on conditions at the time the study was conducted. Without proper upkeep of the system, the potential for recruitment and retention issues may increase as the compensation and classification system becomes dated and less competitive.

RECOMMENDATION 5: Conduct small-scale salary surveys as needed to assess the market competitiveness of hard -to -fill classifications and/or classifications with retention issues and make adjustments to pay grade assignments if necessary.

While it is unlikely that the pay plan as a whole will need to be adjusted for several years outside of COLAs to keep pace with the market, a small number of classifications' pay grades may need to be reassigned more frequently. If one or more classifications are exhibiting high turnover or are having difficulty with recruitment, the City should collect salary range data from peer organizations to determine whether an adjustment is needed for the pay grade of the classification(s).

RECOMMENDATION 6: Conduct a comprehensive classification and compensation study every three to five years.

While small-scale salary surveys can improve the market position of specific classifications, it is recommended that a full classification and compensation study be conducted every three to five years to preserve both internal and external equity for the City. Changes to classification and compensation do occur, and while the increments of change may seem minor, they can compound over time. A failure to react to these changes quickly has the potential to place the City in a poor position for recruiting and retaining quality employees.

While the previous two recommendations intend to maintain the competitiveness over time of the classification and compensation structure as a whole, it is also necessary to establish procedures for determining equitable pay practices for individual employees. 4!1r", Evergreen Solutions, LLC Page g 5-5
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RECOMMENDATION 7: Revise policies and practices for moving employees' salaries through the pay plan, including procedures for determining salaries of newly hired employees and employees who have been promoted, demoted, or transferred to a different classification.

The method of moving salaries through the pay plan and setting new salaries for new hires, promotions, demotions, and transfers depends largely on an organization's compensation philosophy. However, it is important for the City to have established guidelines for each of these situations, and that they are followed consistently for all employees. Common practices for progressing and establishing employee salaries are outlined below.

Salary Progression
As outlined above, Evergreen recommends City enact the second phase of implementing the new pay plan which would involve a one-time salary adjustment for employees to ensure they are placed in the proper step of their pay grade. While this major adjustment should be performed when the City has the financial resources to do so, the City should continue to adjust salaries annually when financially feasible. Based on the feedback from employees and City leadership, Evergreen recommends that the basis of salary adjustment in the future be done at three distinct levels.
• Structural: Adjustment to the ranges should be done annually and with the aim of adjusting for the changes in cost of living. Evergreen recommends the City tie the annual compensation structure movement to the local change in the Consumer -Price - Index (CPI). This annual adjustment will ensure the City's pay ranges do not rapidly fall out of line with that of its peers; however, when conducting the small-scale surveys referenced above, the City should also collect pay plan movement and anticipated movement from its peers to gauge if market movement is keeping pace with CPI movement.
• Classification: As a result of the market surveys, the City may identify classifications or job families that are experiencing considerable market movement and as a result, reassignment of the pay grades should be considered when this occurs. Alternatively, if the City identifies classifications that have become hard to recruit and retain, pay grade reassignment should also be considered to ensure the City is competitive for both recruiting new talent and retaining existing employees. • Individual: To tie into the adjustment of the structure, Evergreen recommends the City adjust employee salaries annually for Cost -of -living adjustment (COLA). This adjustment would be done for all employees who receive a satisfactory performance evaluation, and the adjustment would need to be at least one step in addition to the compensation structure movement in order to allow for employee progression into the steps.

New Hires
A new employee's starting salary largely depends on the amount of education and experience the employee possesses beyond the minimum requirements for the job. Typically, an employee holding only the minimum education and experience requirements for a Evergreen Solutions, LLC
01/27/2025 City Council Agenda

Chapter 5 - Recommendations Classification and Compensation Study for the City of Yucaipa, CA
classification is hired at or near the classification's pay grade minimum. An upper limit to the percentage above the minimum that can be offered to a new employee with only the minimum requirements should be established, where approval is needed to offer a starting salary that is a higher step above minimum. Another threshold should be established as the maximum starting salary possible without approval for new employees with considerable experience and/or education above the requirements for the position. It is common for the middle step (step 5) to be used as the maximum starting salary for most classifications. Once the City has performed the initial implementation adjustmentfor current employee salaries, new employee starting salaries should take into consideration internal equity, meaningthat new hires should be offered comparable salaries to existing employees in the classification with similar levels of education and experience.

RECOMMENDATION 8: Evergreen recommends the City adopt a hiring grid that aligns with its selected implementation methodology.

Dependent upon which route the City elects to transition employees into the new salary ranges, a hiring grid should be adopted that provides guidance where new employee salaries should be set. The adoption of a new hiring grid should be done after an implementation methodology is selected in order to ensure alignment of salary placement between current employees and new hires, and to prevent new compression issues from arising both within classifications and departments, as well as throughout the City as a whole.

RECOMMENDATION 9: Evergreen recommends the City update its policy regarding promotions/demotions to align with its new compensation structure.

Promotions/Demotions
When an employee is promoted to a new classification, it is important to have guidelines for calculating the employee's new salary that rewards the employee for their new responsibilities, moves the salary into the new pay grade, and ensures internal equity in the new classification. It is common for organizations to establish a minimum step increase that depends on the increase in pay grade as a result of the promotion. Regardless of the minimum step increase, the employee's new salary should be within the new pay grade's range, and internal equity of salaries within the classification should be preserved.

5.4 SUMMARY
The City should be commended for its desire and commitment to provide equitable compensation for its employees. The recommendations in this report establish a new market - aligned pay plan, externally and internally equitable classification titles and pay grade assignments, and system administration practices that will provide the City with a responsive compensation and classification system for years to come. While the upkeep of this recommended system will require concrete effort, the City will find that having a compensation and classification system that encourages strong recruitment and employee retention is worth this commitment.
_;44�1 Evergreen Solutions, LLC
01/27/2025 City Council Agenda

147

Item No. 7

AGENDA REPORT
DATE: January 27, 2025
TO: Honorable Mayor and City Council
FROM: Ana V. Sauseda, Director of General Services/City Clerk SUBJECT: Designation of Voting Delegates for the Southern California Association of Governments (SCAG) 2025 Regional Conference and General Assembly RECOMMENDATION:

That the City Council designate a delegate and alternate for the upcoming 2025 Annual Southem California Association of Governments (SCAG) Regional Conference & General Assembly.

BACKGROUND/DISCUSSION :

The annual SCAG Regional Conference & General Assembly will be held May 1-2 at the JW Marriott Desert Springs in Palm Desert. SCAG requests that each member City appoint a delegate and alternate to vote at this assembly.

During the General Assembly, delegates will have the opportunity to consider and take action on proposed resolutions and/or SCAG Bylaw revisions that have been submitted and reviewed in accordance with SCAG policies.

FISCAL IMPACT:

No fiscal impact related to the recommendation.

Approved
01/27/2025 City Council Agenda 148

CITY or
y
DATE: January 27, 2025

AGENDA REPORT
TO: Honorable Mayor and City Council
FROM: Chris Mann, City Manager
Item No. 8
SUBJECT: Discussion and Possible Adoption of 2025 City Council Goals RECOMMENDATION:

That the City Council adopt goals for the 2025 calendar year as presented.

BACKGROUND/DISCUSSION:

The purpose of the City Council's annual goal setting is to clearly identify and adopt a list of agreed upon priorities for the year. Once adopted, these goals will help guide the Council and staff to ensure that time and other resources are allocated in a manner consistent with the Council's shared objectives for the City. A matrix of the City Council's prior year goals will be presented to review and track progress.

This process does not result in a comprehensive list of specific projects (that level of detail will be . contained in the draft budget for Fiscal Year 2025-2026), but rather a set of broad goals. Setting goals for the organization is a responsibility of the City Council, while achieving those goals through the establishment and execution of specific objectives is more appropriately the role of the City Manager and staff.

Based on input from council members and staff, the presentation will identify several proposed goals for consideration. Staff recommends that the City Council discuss these proposed goals, along with any others that are of importance to members of the Council, and adopt a list of goals for the 2025 calendar year.

FISCAL IMPACT:

No fiscal impact at this time. However, adopted goals will help to inform the development of the budget for Fiscal Year 2025-2026.

Attachments:

1. 2024 Adopted Goals

2. 2024 Goals Status Report
2025 Goals Presentation
01/27/2025 City Council Agenda 149

ATTACHMENT 1
01/27/2025 City Council Agenda 150

3.) Establish and Implement a Plan to Correct the 6) Focus on Completion of Current Projects; Structural Budget Deficit Devise Long -Range CIP Strategic Plan 2) Enhance Public Safety & Reduce
Homelessness
3) Improve Road Maintenance &Traffic
Congestion
4) Expand Communications / Public Engagement
/Transparency Efforts
5) Increase Revenue Generation to Offset Costs
of Community Services and Development
Services Functions; Move Toward Full Cost
Recovery for Festivals and User Fees
7) Seek Economic Development while Preserving
Yucaipa's Unique, Rural Feel
8) Continue Updating the Municipal Code
g) Establish Five Winds Ranch / El Dorado Park
Master Plan
io) Bolster Risk Management by Providing Safety
Trainings, Safety Inspections, and Requiring
Proper Certifications
11) Enhance Taxpayer -Friendly Approach
O1/27/2025 City Council Agenda
151

ATTACHMENT 2
01/27/2025 City Council Agenda 152

2024 Goals:

Goal #
2024 City Council
Goals Status Report
Goal
1 Establish and Implement a
Plan to Correct the
Structural Budget Deficit
Status
Entering Fiscal Year 2025, the City faced
a projected $15 million budget deficit,
based on preliminary budgetary input
from all City departments. Realizing how
unfeasible this deficit was, City
Administration implemented short-term
cost -saving actions —such as freezing
vacant positions, deferring the
replacement of fire apparatus, postponing
maintenance projects, and delaying the
creation of new positions. These steps
reduced the projected deficit from $15
million to $7.3 million. With this
groundwork laid, the City turned its
attention to implementing a plan to
correct the deficit.

City staff in the Government Affairs and
Finance Departments launched a
rigorous analysis of revenue generation
options and potential spending cuts to
chart a path towards financial stability.

To alter the course of the deficit, staff
recognized that significant new revenue
streams would need to be added, or cuts
to services would need to be made.

Ultimately, staff implemented a plan to
resolve the deficit on the revenue side.

Revenue options implemented included a
01/27/2025 City Council Agenda 153

Goal # Goal Status
1 Establish and Implement a
Plan to Correct the
Structural Budget Deficit
city sales tax, renegotiated solid waste
hauling franchise fees, modified sports
field use agreements, and moving closer
to full cost recovery for community
services programs like festivals.

In early June, a town hall meeting was
held with City Council and the
community to discuss the budget deficit
as well as the options to resolve it. Later
that month, City Council approved to
increase the franchise fees with the
City's contracted waste hauler, Burrtec.

This approval resulted in an additional
$2.2 million of revenue. Additionally,
City Council approved to add a 1 % sales
tax, Measure S, to the General Election
in November. Measure S was projected
to bring in an additional $6 million in
revenue each year. During the
subsequent months leading up to
November, the City embarked on an
education campaign to ensure voters
understood the decision before them.

Ultimately, voters approved Measure S
by over 60%.

These revenue strategies, combined with
the earlier cost -saving measures, were
instrumental towards sustaining City
service levels and preventing cuts to
public safety; but the work is not done.

City staff are expecting to see sizeable
increases in the police and fire contracts
as staffing requirements, staff schedules,
and salary negotiations are taking place
countywide. In other words, contractual
01/27/2025 City Council Agenda 154

Goal # Goal Status
1 Goal #
K
Establish and Implement a
Plan to Correct the
Structural Budget Deficit
Goal
Enhance Public Safety &
Reduce Homelessness
O1/27/2025 City Council Agenda
costs for public safety services will rise
with no changes to the number of boots
on the ground.

For FY 2025/2026, the City will deliver
a balanced budget and will continue to
explore innovative revenue solutions and
cost -saving measures to ensure long-term
fiscal stability and the preservation of
essential services for the community.

Status
The City has made significant strides in
enhancing public safety through strategic
investments, innovative initiatives, and
collaborative partnerships. By
prioritizing and investing in equipment,
providing comprehensive training
programs for first responders, and
funding specialized enforcement
operations, the City has strengthened its
ability to protect residents and address
community concerns. Additionally, the
implementation of targeted special
projects aimed at risk mitigation has
further bolstered public safety, ensuring
a proactive approach to reducing
potential hazards.

Yucaipa PD
• Conducted 24 additional City
funded SOP enforcement
operations to address homelessness
and quality of life issues.
• Conducted a very successful grant
funded, Operation Consequences,
resulting in the collection of dozens
155

Goal # Goal Status
2 Enhance Public Safety &
Reduce Homelessness
of illegal firearms and a large
number of arrests.
• The SOP team has made over 750
contacts with homeless individuals
and over 300 vacant property
checks.
• Invested in 9 additional License
Plate Recognition cameras that
integrate with a national database
which provides real-time alerts on
stolen vehicles, amber alerts, etc.
• Added and/or upgraded over 20
surveillance cameras at City
facilities and parks.
• Conducted over 9 enhanced traffic
enforcement operations which were
grant funded through the California
Office of Traffic Safety.
• Conducted a full-scale active
shooter response exercise for all
surrounding law enforcement and
fire personnel in partnership with
YCJUSD.
• Participated in three multi -agency
mobile home park inspections.
• Funded and sent entire SOP team
to human trafficking investigators
school.
• Implemented body cameras for
Code Enforcement Officers to
enhance transparency and
accountability.

Yucaipa Fire
• Received a Heavy -Duty YFD
Chipper for city hazard fuel
reduction projects using an Inland
01/27/2025 City Council Agenda 156

Goal #
2 Goal
Enhance Public Safety &
Reduce Homelessness
Status
Empire Resources Conservation
District grant. YFD held 2
community wide chipping days and
completed several hazardous
fuel reduction projects.
• Partnered with Red Cross to
provide 106 Smoke Detectors at
Lakeview MHP during a Sound the
Alarm event.
• Replaced outdated Body Armor
PPE and Active Shooter treatment
kits for all Fire Department
Personnel.
• Replaced all YFD mobile and
handheld radios which had become
obsolete and unrepairable to State
(FIRESCOPE 2024) and Federal
(P25) Compliant radios.
• Expanded citywide AED program
with the addition of a new AED in
the Yucaipa Library.

In July, the City entered into a revised
automatic aid agreement with the City of
Calimesa to include automatic aid
responses for emergency medical and
rescue incidents. The previous agreement
only allowed for automatic aid during a
structural or vegetation fire response.

With the new agreement in place,
residents in both cities benefit as it
enables the closest available resource to
respond to an emergency regardless of
the City boundary.

In December 2023, the San Bernardino
County Board of Supervisors awarded
O1/27/2025 City Council Agenda 157

Goal # Goal Status
2 Enhance Public Safety &
Reduce Homelessness
the ground ambulance services contract
to CONFIRE EMS and Mobile Health.

To reduce response times and ensure that
CONFIRE is strategically positioned
within Yucaipa, the City entered into a
lease agreement with CONFIRE &
Priority Ambulance to lease the facility
at 34282 Yucaipa Boulevard. This is a
temporary location as the City continues
to work with CONFIRE to secure a
permanent location in Yucaipa.

Currently, the award of the contract to
CONFIRE EMS is being challenged in
court by the previous provider, AMR.

City Manager Chris Mann was asked to
join the negotiation team to hopefully
resolve this lawsuit. He is one of only
two City Managers throughout San
Bernardino County that were asked to be
on the team.

City Projects
• Completed the replacement of the
Dunlap Boulevard bridge over
Wilson Creek to complete the
FEMA process to remove over 450
properties from the floodplain
resulting in a significant reduction
to flood risk in the Dunlap area.
• Adopted an updated to the Safety
Element of the General Plan —
included additional policies for fire
department access / protection,
equipment funding, and evacuation
route mapping.

O1/27/2025 City Council Agenda 158

Goal # Goal Status
N
Goal #
i
Enhance Public Safety &
Reduce Homelessness
Goal
Improve Road Maintenance
& Traffic Congestion
• Completed emergency repair and
debris removal work associated
with El Dorado fire and post -fire
debris flows, resulting in decreased
flooding risks.

Status
The City has taken an aggressive
approach to improve the road network
within the City. This year, with the
adoption of the FY2024/2025 Pavement
Management Program (PMP) the City
committed a record $4.1 million for
street pavement rehabilitation and
repairs. This is the largest PMP
investment in the City's history. What's
more, it cost the General Fund nothing,
as it was made up entirely of restricted
funding. During this last year, multiple
contracts were awarded to complete a
variety of street maintenance projects
which improved the pavement condition
of many different street segments within
the City. In addition, the City has
enhanced the Public Works pothole
repair efforts by adding an additional
full-time staff position and implementing
new technology and materials for
pavement repairs.

To ease traffic congestion and improve
safety, several near -term and long-term
actions have been taken. In January, new
speed limits were established for certain
streets after an Engineering and Traffic
Survey were completed. Several traffic
signals received updates to their
01/27/2025 City Council Agenda 159

Goal # Goal Status
Goal #
E
Improve Road Maintenance
& Traffic Congestion
Goal
Expand Communications /
Public Engagement /
Transparency Efforts
equipment to enhance the signal
coordination along Yucaipa Boulevard
and Oak Glen Road. In addition, capacity
enhancing transportation projects have
been completed to improve traffic
circulation along County Line Road and
Avenue E. This included widening and
intersection improvements along some of
the City's busiest transportation
corridors.

Long term, in newer Specific Plans, the
City has amended roadway standards to
encourage slower speeds and to reduce
the square footage of roadways required
to be maintained.

Status
The City has considerably expanded its
communications, public engagement, and
transparency efforts to strengthen
connections with the community and
ensure residents are informed and
involved.

Public engagement
The City has held approximately 15 town
hall style meetings and community
presentations on a variety of topics,
including the Wine Country Specific
Plan, the budget deficit, Measure S (the
1 % sales tax), and with recently
appointed Councilman Bob Miller.

Earlier in the year, City Council and
residents were given a tour of the City
O1/27/2025 City Council Agenda 160

Goal # Goal Status
4 Expand Communications / streets to view various street conditions Public Engagement / and to learn how streets are prioritized in Transparency Efforts the Pavement Management Plan.

A pop-up booth at Winterfest was
operated by our community development
team to engage residents and gather
feedback on upcoming planning
initiatives.

Led by the City Clerk's office, staff
hosted over 50 students from
Competitive Edge Charter Academy to
meet the Mayor, learn about the basics of
City governance, share their vision with
the City Planning department and touch -
a -truck with the Yucaipa Fire
Department.

Expanded Communications &
Transparency Efforts
The City is modernizing its
communications by reaching residents
where they receive information, and in
the ways they digest information, today.

This has necessitated a shift toward
video and graphic content. In August,
the City launched the Yucaipa 360
Podcast to offer a media format that
facilitates in-depth discussions about
City issues and news. The podcast also
offers additional content generation
opportunities to build engagement on
social media channels. Since its debut in
September 2023, 10 episodes have been
released which have over 6100 views on
01/27/2025 City Council Agenda 161

Goal # Goal Status
4 Expand Communications / YouTube and 650 downloads on podcast Public Engagement / streaming platforms.

Transparency Efforts
Throughout the year, several special
meetings have been held with City staff
in which City Council was provided with
an overview of the functions and
operations for each City department.

In addition, several video productions
have been created and released. These
include:
• The "Walk with the Mayor" series
which provided updates and
answered the "why" on topics such
as saturation patrols, the Yucaipa
Boulevard onramp, and Wildwood
Canyon Road safety enhancement.
• The "Yucaipa at a Crossroads"
video which delved into the City's
finances and other issues.
• The "Yucaipa Homeless Strategic
Plan — A Success Story" video
which discussed the successes and
positive impacts of the Homeless
Strategic Plan,
• The "Line Fire Update" by Chief
Malinowski,
• The "Lets Talk Trash" video by
City Manager Chris Mann
• Video tutorials to assist residents
with navigating the City's new
permitting software system.

During initial community discussions on
the budget deficit, the City released the
Financial Fixer Tool as means of
01/27/2025 City Council Agenda 162

Goal # Goal Status
4 Expand Communications / engaging the community and soliciting Public Engagement / feedback on preferred options to generate Transparency Efforts revenues or cut services.

Goal #
Goal
5 Increase Revenue
Generation to Offset Costs
of Community Services and
Development Services
Functions; Move Toward
Full Cost Recovery for
Festivals and User Fees
Starting FY25, the City implemented an
online budget book which offers an
accessible way for residents to review
financial information.

The City also developed and
implemented the Community Feedback /
Complaint Form, as well as the City's
response process. These forms are
available to the public at City Hall and
are also on the website.

Status
The Community Services Department
has made significant progress in
developing creative ways to generate
revenue to offset the costs of services.

From a budgetary basis, department
wide, the emphasis on cost recovery
increased from 55% in FY24 to 78% in
FY25. This increased focus has garnered
positive results. Most notably, the
STARS afterschool program has
achieved 100% cost recovery through the
Extended Learning Opportunities
(ELOP) grant program partnership with
YCJUSD. And, for the first time ever,
Autumnfest achieved 100% cost
recovery and even generated $25,000 in
net positive revenues for the City.

Throughout the year, each segment of the
Community Services Department has
taken steps to move towards increased
O1/27/2025 City Council Agenda
163

Goal # Goal Status
5 Increase Revenue
Generation to Offset Costs
of Community Services and
Development Services
Functions; Move Toward
Full Cost Recovery for
Festivals and User Fees
cost recovery. Examples of actions taken
include:

Aquatics — To promote facility rentals
and swim lessons at the 7th Street Pool
staff has developed targeted marketing
campaigns focusing on local schools,
community groups, and childcare
providers. Staff has collaborated with
local swim teams, water polo teams, and
schools to promote program benefits and
encourage participation. In addition,
more classes were offered during the
summer season.

Camps — To offset costs, the City
partnered with YCJUSD to utilize ELOP
grant funding to cover registration costs
for income qualified students. To boost
enrollment, camps began offering early
drop-off and late pick-up options and
introduced flexible daily registration.

Additionally, staff -participant ratios were
evaluated and adjusted, a monthly
Parents' Night Out Program was
introduced, and freeway electronic
billboards were used for promotion.

Community Center — Class offerings
were expanded with new options
including volleyball, jazz and ballet
dance, CPR, and a Princess Tea Party.

The frequency of the Parking Lot Sales
events was increased. In addition, the
Community Center hosted an Open
House to showcase department activities.

Facility rentals were boosted by
01/27/2025 City Council Agenda
164

Goal # Goal Status
5 Increase Revenue
Generation to Offset Costs
of Community Services and
Development Services
Functions; Move Toward
Full Cost Recovery for
Festivals and User Fees
increasing gym reservations for
tournaments and events. Advertisement
for these rentals were promoted through
QR codes installed on park signage and
via social media.

Senior Services — At the Scherer
Community Center new programming
options such as trivia, painting sessions,
and hula were introduced to diversify
offerings and increase revenues. In
addition, the City has entered into a
rental agreement for a local church to use
the facility during off -hours to generate
rental income. To reduce costs, staffing
levels were optimized, supplies were
purchased in bulk, and local agency
partnerships were pursued for
sponsorships.

Special Events — To increase. revenues,
VIP stadium seating was offered at the
411 of July event and tiered pricing
structures were implemented for 5K
runs. At both Autumnfest and
Winterfest, the number of jumpers were
expanded, and prices were adjusted for
premier seating areas and firepit rentals.

The City also renegotiated revenue share
agreements with alcohol vendors, and we
have now taken over the sale of alcohol
at City events.

STARS Afterschool Program — Again, in
partnership with YCJUSD, the City was
able to utilize ELOP funding to cover
key program expenses, including
O1/27/2025 City Council Agenda 165

Goal # Goal Status
5 Increase Revenue supplies and staffing. To increase
Generation to Offset Costs revenues, program fees were assessed of Community Services and and increased. To offset costs, staff Development Services identified mini -grant opportunities Functions; Move Toward
Full Cost Recovery for
Festivals and User Fees
through San Bernardino County to
secure funding for middle school site
activities and supplies. To increase
program enrollment, staff collaborated
with the YCJUSD to increase awareness
and drive participation at Yucaipa
schools.

Youth Sports — Last year, City staff
developed and launched a new approach
to facility use agreements. This approach
modified the facility use agreement fee
structure from a per -player fee to an
hourly usage fee for each field / court.

This change better aligns with
operational costs and maximizes facility
availability. Moreover, this change aims
to increase revenues, helping to offset the
rising costs of maintenance while
creating a more equitable system for all
user groups. By implementing an hourly
fee, the City has encouraged user groups
to be more efficient in their scheduling,
resulting in greater availability of
facilities for a wider range of users.

Looking forward, the City will be
offering two new programs in Spring
2025. The Adaptive Allstar Athlete
program will give participants the chance
to explore various sports in a fun and
supportive environment. In addition, a
O1/27/2025 City Council Agenda

Goal # Goal Status
5 Increase Revenue
Generation to Offset Costs
of Community Services and
Development Services
Functions; Move Toward
Full Cost Recovery for
Festivals and User Fees
new weekend Pee Wee Multi -Sport
program will be launched.

YPAC — To increase the profitability and
attendance at events, new partnerships
were established to bring in quality acts
resulting in more shows being sold out.

A tiered ticketing model was
implemented to match pricing with
demand, concessions were expanded,
and "meet and greet" packages were
offered. The City also negotiated revenue
share agreements with alcohol vendors to
increase cost recovery at each event. In
addition, staff has also worked hard to
increase venue rentals. The YPAC is
rented to private parties for events such
as weddings, birthday parties, retirement
parties, etc. Lastly, staff has been
actively recruiting volunteers to join the
YPAC Volunteer program, which helps
during various events and productions.

Last year, 3 volunteers were added to the
program.

In Development Services, the deposit -
based fee structure was replaced with a
set fee structure which has improved cost
recovery for development projects. In
addition, development code updates and
land use designation efforts prioritize
creating a higher taxable value per acre
for future land development projects.

Citywide, the Finance Department has
engaged the services of Willdan to
perform a comprehensive user fee study
O1/27/2025 City Council Agenda 167

Goal # Goal
S Increase Revenue
Generation to Offset Costs
of Community Services and
Development Services
Functions; Move Toward
Full Cost Recovery for
Festivals and User Fees
Goal # Goal
6 Focus on Completion of
Current Projects; Devise
Long -Range CIP Strategic
Plan
Status
and to update the Cost Allocation Plan.

Both of these items have an estimated
completion date prior to the end of
FY25.

Status
In 2024, the City completed nine Capital
Improvement Projects (CIP) projects
which included public improvements at
multiple City parks, facilities, and also to
the transportation network by improving
ADA access from residential areas to
businesses along Yucaipa Boulevard.

The Development Services Department
reviewed a total of 48 projects in the
previous year's CIP, and prioritized 32
of those projects for delivery /
construction. The remaining 16 were de -
prioritized and were not included in this
year's CIP.

For projects that were prioritized, a CIP
budget analysis was completed to
confirm budgeted funding, expenditures
to date, and to identify additional
available funding. In addition, cost
estimates were revised based on current
industry costs and projects that require
additional funding were identified.

Furthermore, project fact sheets,
describing the project benefits and
additional funding needs, were
developed to assist in seeking grant
funding.

O1/27/2025 City Council Agenda
li

Goal # Goal Status
7 Seek Economic
Development while
Preserving Yucaipa's
Unique, Rural Feel
The City's Planning Department has
initiated a comprehensive update to the
development code. The current
development code was carried over from
the County of San Bernardino when the
City incorporated in 1989. Since then, a
patchwork of updates has taken place to
create Yucaipa specific requirements.

The resulting document is broad (as
County code was designed to provide
guidance for many communities), vague,
not well organized, and in some
instances difficult to understand.

The goal of this comprehensive update is
to make the development code more user
friendly, clear and consistent, and
specific to the City of Yucaipa. The
update will establish standards that are
measurable, objective, and specific to the
City. For example, there are existing .
residential design standards that require
the new development to be "compatible
to the neighborhood." This vague
description can lead to different
interpretations. The updated code will
replace ambiguous language with
specific, measurable standards. The
update will also incorporate visual
references to explain complex legalese
and to convey key points. Ultimately, the
update will establish clear expectations
for future developments to ensure that
high quality design and layout occurs.

While a lot of work has gone into laying
the groundwork for this update over the
past year, it is expected that the update
01/27/2025 City Council Agenda 169

Goal # Goal Status
7 Goal #
Ell
Seek Economic
Development while
Preserving Yucaipa's
Unique, Rural Feel
Goal
Continue Updating the
Municipal Code
will be accomplished over the next year
and a half.

Last year, Planning staff worked to
ensure that proposed projects
incorporated thoughtful designs,
community amenities, open areas, and
architectural styles that complement the
city's natural landscape. Examples
included the Yucaipa Gateway Project
and the Starling Heights Specific Plan.

The City remains committed to
encouraging economic growth while
preserving the scenic beauty and small-
town character that make Yucaipa
special.

Status
Throughout the year several updates to
the City's Municipal Code have been
approved in 2024:
• Ordinance 439 — Updating
Development Code related to
Temporary Signs to comply with
changes in the law.
• Ordinance 440 — Establishing no
campaign contribution limits.
• Ordinance 444 — Establishes
regulations for sidewalk vendors
and food trucks.
• Ordinance 445 — Amends
municipal code related to Bingo.
• Ordinance 447 — Modify
regulations pertaining to
development impact fees
O1/27/2025 City Council Agenda 170

Goal #
Rl
Goal
Continue Updating the
Municipal Code
Status
• Ordinance 449 — Amended the
official land use plan and zoning
ordinance related to the Starling
Heights Development.
• Ordinance 451 — Prohibited the
camping and storage of personal
property in public spaces.
• Ordinance 452 — Amended various
provisions of the Municipal Code.
• Ordinance 466-U — Adopted an
emergency ordinance to establish a
temporary moratorium for the
installation of mobile homes
greater than 20 years old.

In October, the City Attorney presented
the City Council with a comprehensive
update to the Municipal Code which
sought to enhance clarity, enforcement,
and administrative procedures, ensuring
the code reflects modern best practices
and community needs. This ambitious
project was a collaborative effort led by
the City Attorney's Office, with
significant contributions from all
Department Directors. Over the course of
nearly a year, the team conducted
thorough reviews, identified outdated or
unclear provisions, and streamlined
processes to improve usability for both
staff and residents. The updated code not
only simplifies enforcement and
administration but also provides a clearer
framework for governance and decision -
making. This monumental effort
demonstrates the City's dedication to
O1/27/2025 City Council Agenda 171

Goal # Goal
Status
8 Continue Updating the
Municipal Code
Goal # Goal
fostering transparency, efficiency, and
accessibility in its operations.

Status
9 Establish Five Winds Ranch The City has entered into a professional / El Dorado Park Master services contract with a consultant Plan (SWA) to assist with the preparation of a
Master Plan. Due to the nature of the
Goal #
Goal
10 Bolster Risk Management
by Providing Safety
Trainings, Safety
Inspections, and Requiring
Proper Certifications.
research, and the time required to prepare
a master plan for this type of facility,
staff worked with SWA to complete this
effort in phases, beginning with a
Feasibility and Programming Study
(Phase 1). Phase 1 established an
understanding of the types of revenue -
generating programs and activities that
would be successful at this type of
facility. Phase 1 required staff and SWA
to go through the summer and fall
season, and also to experience/study the
Five Winds Country Music Festival at
the facility, held in October 2024, to help
obtain needed data. Phase 1 has been
completed, and Phase 2 was initiated in
November of 2024, with an anticipated
completion date of March 2025. Phase 2
will complete the Draft Master Plan for
City Council consideration in
March/April 2025.

Status
Risk management has been enhanced
through the implementation of safety
trainings, comprehensive safety
inspections, and certification
requirements.

O1/27/2025 City Council Agenda
172

Goal # Goal Status
10 Bolster Risk Management
by Providing Safety
Trainings, Safety
Inspections, and Requiring
Proper Certifications.

Training
• All City staff received training on
CPR, Stop the Bleed, Narcan
Administration, Workplace
Violence Prevention, and Active
Shooter Response.
• Several Public Works staff attended
Backsafe Training hosted by CIRA
to reinforce proper lifting
techniques in order to mitigate
potential lifting injuries.
• Public Works staff attended
trainings and seminars on traffic
control on public roadways and
herbicide/pesticide application.
• All Community Services full-time
staff and all STARS part-time staff
were trained on the proper
handling, reporting, and
documentation of incidents.
• All Code Enforcement staff
received training in bloodborne
pathogen exposure risk. Both Code
Enforcement and the Park Ranger
teams received OC (pepper spray) /
Taser training.
• Management and Supervisory staff
received HR / Personnel related
trainings to reduce employer
liability risks.

Safe . Inspections
• A Citywide Risk Assessment was
conducted by the California
Intergovernmental Risk Authority
O1/27/2025 City Council Agenda
173

Goal # Goal
10 Bolster Risk Management
by Providing Safety
Trainings, Safety
Inspections, and Requiring
Proper Certifications.

Goal # Goal
11 Enhance Taxpayer -Friendly
Approach
Status
(LIRA) and the City received
overall positive remarks.
• As part of the Safety Committee's
semi-annual inspections all
playground equipment were
inspected and a safety inspection of
the Five Winds Ranch / El Dorado
Park was conducted.

Certifications
• All Public Works staff were
certified/recertified in Flagger
Operations and Traffic Control.

Status
The City has enhanced its taxpayer -
friendly approach by implementing
practical measures that reduce burdens
and improve accessibility for residents
and businesses.

In June, the City launched the new
EP&L online permitting program which
allows residents to apply for permits,
schedule inspections, make payments,
and track their project all from the
comfort of their home. The new system
has improved efficiency and convenience
as it is available 24/7. Feedback from
residents has been overwhelmingly
positive. This project was a massive
undertaking by City staff encompassing
a 1 1/2 years of planning, customization,
and training before it was ready to be
released.

O1/27/2025 City Council Agenda
174

Goal # Goal Status
11 Enhance Taxpayer -Friendly
Approach
During this same month, City Council
reviewed and awarded $20,000 in
financial support and approximately
$40,000 in in-kind/fee waiver requests
for 17 various community groups under
The Community Activity Grant Program.

This program supports the efforts of
local non-profit 501(c) agencies and
organizations that provide valuable
services, programs, and/or events to
Yucaipa residents.

In August, City Council approved the
renewal of a Memorandum of
Understanding (MOU) with University
Enterprises Corporation (UEC) at
California State University, San
Bernardino (CSUSB), on behalf of the
Inland Empire Small Business
Development Center (IESBDC), to
provide small-business consulting and
support services. The IESBDC assists
participants with developing business
plans, setting strategic goals, and
creating budget projections. The renewed
MOU requires nine workshop / webinars
to be held in the Community Meeting
Room at City Hall. It's important to note
that all services are free and available to
all Yucaipa businesses.

In November, the Code Enforcement
Division transitioned from the
Development Services Department to the
Public Safety Department, led by Public
Safety Manager Trevor Benson. With
this change, the focus of Code
O1/27/2025 City Council Agenda 175

Goal # Goal Status
11 Enhance Taxpayer -Friendly
Approach
Enforcement operations has been
adjusted to prioritize a more resident and
business friendly approach. For example,
Code Enforcement must now exhaust all
efforts to gain compliance with a
Municipal Code violation before a
citation is issued. These efforts focus on
outreach and contacting the owner or
individual, educating that person on what
the issue is, and providing a timeline for
compliance.

In addition, a Code Enforcement Policy
Manual has been developed, and will
come to the City Council for approval at
an upcoming meeting. This manual is a
tool to assist in setting expectations for
the team, such as report writing standards
and establishing enforcement boundaries
to follow. The last significant change to
enhance the taxpayer -friendly approach.
with Code Enforcement has been to
rotate officer territories and revise
schedules to ensure consistent cover and
the ability to be responsive to community
needs.

At City Hall, across-the-board business
license requirements have been
eliminated. Now, only select vendors and
business are required to obtain a city
business license.

Lastly, the adoption of Ordinance 439
related to temporary signage has created
easier provisions for real estate open
house signs and yard sale signs.

O1/27/2025 City Council Agenda 176

Additional Accomplishments in 2024
1 City staff has made significant progress towards delivering the Yucaipa Branch Library project. This project aims to construct a 15,000 — 18,000 sq ft library facility on the vacant lot just east of, and adjacent to, Yucaipa High School.

In January 2024, City staff secured $9 million in grant match funding which was a requirement of California State Library's grant award. Funding for the $9 million match requirement was provided by County Supervisor Dawn Rowe ($IM), the San Manuel Band on Mission Indians ($1M), the County Administrative Office ($4M), and the City of Yucaipa ($3M), with the Yucaipa-Calimesa Joint Unified School District (YCJUSD) providing the use of District property for the project site.

In November 2024, the City Council received an update and approved the Library Project and Use Agreement between the City of Yucaipa, YCJUSD, and the County of San Bernardino. The agreement outlined each partner's contributions and responsibilities for the project. City staff also explained that a RFQ was released on a progressive design -build process to obtain a clearer picture of expected construction costs.

On Thursday, January 16, 2025, 10 responses to the RFQ were received and are in the evaluation process. City Council will be presented with an item to potentially award a contract in February.
2 The City has made strides over the past year in fostering and improving regional relationships. The City Manager and department heads have taken part in quarterly Joint Collaboration meetings with the the City of Calimesa, Yucaipa Valley Water District, Yucaipa-Calimesa Joint Unified School District, and Crafton Hills Community College. At a recent meeting, many in attendance commented that our regional relationships have never been stronger. In addition, positive relationships have been fostered and maintained with the County, with our state and federal representatives, and with the San Manuel Band of Mission Indians.

O1/27/2025 City Council Agenda 177

3 The City's personnel rules, policies, and practices were originally created in 1994 and had received periodic updates over the years. Historically, as updates were completed, the documents existed separately and were not compiled into a comprehensive manual. Earlier this year, the Human Resources department, in conjunction with the City Manager and City Attorney, worked on reviewing, updating, and consolidating these rules, policies, and practices into a single document titled, Personnel Policies and Procedures Manual. This document was formally adopted by the City Council in May of this year.
01/27/2025 City Council Agenda 178

ATTACHMENT 3
01/27/2025 City Council Agenda 179

This item will be presented at the meeting.
01/27/2025 City Council Agenda 180