city council agenda regular meeting city of half moon bay

CITY COUNCIL AGENDA REGULAR MEETING

CITY OF HALF MOON BAY

TUESDAY, JUNE 1, 2021

REMOTE PARTICIPATION (SEE NEXT PAGE)

Robert Brownstone, Mayor Debbie Ruddock, Vice Mayor Joaquin Jimenez, Councilmember Deborah Penrose, Councilmember Harvey Rarback, Councilmember

7:00 PM

This agenda contains a brief description of each item to be considered. Those wishing to address the City Council on

any matter not listed on the Agenda, but within the jurisdiction of the City Council to resolve, may come forward to the

podium during the Public Forum portion of the Agenda and will have a maximum of three minutes to discuss their item.

Those wishing to speak on a Public Hearing matter will be called forward at the appropriate time during the Public

Hearing consideration.

Please Note: Anyone wishing to present materials to the City Council, please submit seven copies to the City

Clerk.

Copies of written documentation relating to each item of business on the Agenda are on file in the Office of the

City Clerk at City Hall and the Half Moon Bay Library where they are available for public inspection. If requested, the

agenda shall be available in appropriate alternative formats to persons with a disability, as required by Section 202 of

the Americans with Disabilities Act of 1990 (42 U.S.C. Sec. 12132.) Information may be obtained by calling 650-726-

8271.

In compliance with the Americans with Disabilities Act, special assistance for participation in this meeting can be

obtained by contacting the City Clerk’s Office at 650-726-8271. A 48-hour notification will enable the City to make

reasonable accommodations to ensure accessibility to this meeting (28 CFR 35.102-35.104 ADA Title II).

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SPECIAL REMOTE PARTICIPATION PROTOCOLS

In accordance with Governor Newsom’s Executive Order No-29-20, this will be a teleconference meeting without a physical

location to help stop the spread of COVID-19. This meeting will be conducted entirely by remote participation, in

compliance with the Governor's Executive Order N-29-20 allowing for deviation of teleconference rules required by the

Ralph M. Brown Act.

This meeting will be conducted via Zoom Webinar and live Spanish interpretation will be available within the Zoom

platform. Members of the public are welcome to login into the webinar as Attendees. During any public comment portions,

attendees may use the “raise your hand” feature and will be called upon and unmuted when it is their turn to speak. The

meeting will also be streamed on Channel 27, on pacificcoast.tv, and on Facebook at

www.facebook.com/cityofhalfmoonbay. Please click to join the webinar: https://zoom.us/j/99588947925 or join by phone

at 669-900-9128, using Webinar ID 995-8894-7925.

CALL TO ORDER / ROLL CALL

PUBLIC FORUM

PROCLAMATIONS AND PRESENTATIONS PROCLAMATION DECLARING JUNE AS PRIDE MONTH IN HALF MOON BAY

REPUBLIC SERVICES PRESENTATION ON NATIONAL NEIGHBORHOOD PROMISE GRANT

MAYOR'S ANNOUNCEMENTS OF COMMUNITY ACTIVITIES AND COMMUNITY SERVICE

REPORT OUT FROM RECENT CLOSED SESSION MEETINGS

CITY MANAGER UPDATES TO COUNCIL

MEMORIAL DAY WEEKEND RECAP

2021 LEADERSHIP AWARDS PRESENTATION

1. CONSENT CALENDAR

1.A WAIVE READING OF RESOLUTIONS AND ORDINANCES

1.B FINAL ACCEPTANCE OF THE 2020 SEWER MANHOLE REHABILITATION PROJECT (CIP NO. 9026)

Staff Recommendation: By resolution, authorize the City Manager or his designee to file a Notice of Completion for the 2020 Sewer Manhole Rehabilitation Project and release the Project Retention Funds and Project Performance Bond and Labor and Materials Bond thirty days after recordation of the Notice of Completion.

STAFF REPORT

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RESOLUTION

1.C ACCEPTANCE OF THE DEDICATION OF A PUBLIC UTILITY EASEMENT AT 580

METZGAR STREET

Staff Recommendation: Adopt a resolution accepting dedication of a public utility easement from Jose Ahumada and Arcelia Ahumada, owners of 580 Metzgar Street, and authorizing the City Manager to sign the certificate of acceptance for said easement.

STAFF REPORT

RESOLUTION

ATTACHMENT 2

1.D JANITORIAL MAINTENANCE SERVICES

Staff Recommendation: Adopt a resolution authorizing the City Manager to enter into a professional services agreement with Impec Group, Inc. to provide janitorial maintenance services for up to three fiscal years beginning July 1, 2021.

STAFF REPORT

RESOLUTION

1.E RECEIPT OF LEGISLATIVE POSITION LETTERS

Staff Recommendation: Receive and file position letters for AB 215, AB 897, Broadband for All Californians, Cloverdale Ranch budget request, and Vehicle License Fee (VLF) funds.

STAFF REPORT

ATTACHMENT 1

2. ORDINANCES AND PUBLIC HEARINGS 2.A ADJUSTMENTS TO COST OF SERVICES SCHEDULE (USER FEES) FOR FY 2021-22

Staff Recommendation: Conduct a public hearing and by resolution, authorize adjustments to the Cost of Services Schedule (User Fees) for Fiscal Year 2021-22.

STAFF REPORT

RESOLUTION

3. RESOLUTIONS AND STAFF REPORTS

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3.A FISCAL YEAR 2021-2022 RECOMMENDED BUDGET

Staff Recommendation: Receive a presentation on the FY 2021-22 Recommended Budget,

and after accepting public comments and providing additional direction to staff, direct staff

to return with the final proposed budget for adoption on June 15, 2021.

STAFF REPORT

ATTACHMENT 1

3.B AGREEMENT FOR LAW ENFORCEMENT SERVICES WITH THE SAN MATEO COUNTY SHERIFF’S OFFICE - AMENDMENT THIRTEEN

Staff Recommendation: Authorize the City Manager to execute Amendment Thirteen to the Agreement for Law Enforcement Services with the San Mateo County Sheriff’s Office.

STAFF REPORT

RESOLUTION

ATTACHMENT 2

ATTACHMENT 3

ATTACHMENT 4

3.C COMMUNITY SERVICES FINANCIAL ASSISTANCE GRANT PROGRAM

Staff Recommendation: Receive applicant funding recommendations from the Community Services Financial Assistance grant program subcommittee and determine final funding allocations for FY 2021-22.

STAFF REPORT

3.D AGREEMENT WITH THE COUNTY OF SAN MATEO FOR ANIMAL CONTROL SERVICES

Staff Recommendation: Adopt the resolution authorizing the City Manager to execute an agreement with the County of San Mateo for continued provision of animal control services for a five-year term beginning July 1, 2021.

STAFF REPORT

RESOLUTION

ATTACHMENT 2

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COMMISSION / COMMITTEE UPDATES

CITY COUNCIL REPORTS / ITEMS

ADJOURNMENT

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BUSINESS OF THE COUNCIL OF THE CITY OF HALF MOON BAY

AGENDA REPORT

For meeting of: June 1, 2021

TO: Honorable Mayor and City Council VIA: Bob Nisbet, City Manager FROM: Maziar Bozorginia, Acting Public Works Director/City Engineer Denice Hutten, Associate Civil Engineer TITLE: FINAL ACCEPTANCE OF THE 2020 SEWER MANHOLE REHABILITATION PROJECT

(CIP NO. 9026) ______________________________________________________________________________ RECOMMENDATION: By resolution, authorize the City Manager or his designee to file a Notice of Completion for the 2020 Sewer Manhole Rehabilitation Project (Project) and release the Project Retention Funds and Project Performance Bond and Labor and Materials Bond thirty (30) days after recordation of the Notice of Completion. FISCAL IMPACT: The approved contract award is $121,020. Authorized contingency funds provide a total amount of $150,173 for the Project. The total cost of the Project was $146,905.60. There are sufficient funds in the Capital Budget under CIP Project No. 9026 to cover the cost of the project. STRATEGIC ELEMENT: This action supports the Infrastructure and Environment, Healthy Communities and Public Safety Elements of the adopted Strategic Plan. BACKGROUND: On August 18, 2020, by Resolution C-2020-80, the City Council awarded a construction contract to H & R Plumbing and Drain Cleaning, Inc. of El Sobrante, California, in the amount of $121,020 for manhole rehabilitation at locations City-wide. Resolution C-2020-80 also authorized project contingency funding in the amount of 15% ($18,153) of the contract award. The project primarily targeted manholes identified by Sewer Authority Mid-Coast (SAM) crews and Closed-Circuit Television (CCTV) as locations of stormwater infiltration into the sewer collection system. Other project repairs included replacing old manhole covers and deteriorating grade rings, and raising manhole covers and frames.

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On February 16, 2021, by Resolution 2021-07, the City Council approved augmenting the Project budget by adding $11,000 to Project contingency funds in order to include rehabilitation of 6 manholes recently identified by the City’s Collection System Smoke Testing Program. In total, 37 manholes were repaired by the Project. The Contractor has completed the work to the satisfaction of the City Engineer and has provided a one-year warranty bond for the work. DISCUSSION: This project is complete. The one-year warranty bond is adequate to ensure the work products perform as expected. Staff recommends City Council authorize the City Manager or his designee to file a Notice of Completion and release the Project Retention Funds and the Performance and Labor and Materials Bonds thirty (30) days after recordation of the Notice of Completion. ATTACHMENT: Resolution approving final acceptance of the 2020 Sewer Rehabilitation Project

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Resolution No. C-2021-____

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HALF MOON BAY AUTHORIZING THE CITY MANAGER OR HIS DESIGNEE TO FILE A NOTICE OF COMPLETION FOR THE 2020 SEWER

MANHOLE REHABILITATION PROJECT (PROJECT), AND RELEASE THE PROJECT RETENTION FUNDS AND PROJECT PERFORMANCE AND LABOR AND MATERIALS BONDS THIRTY (30) DAYS

AFTER RECORDATION OF THE NOTICE OF COMPLETION

WHEREAS, on August 18, 2020 the City Council adopted Resolution C-2020-80 to award a construction contract for CIP No. 9026, the “2020 Sewer Manhole Rehabilitation Project” (Project) to H & R Plumbing and Drain Cleaning Inc., in the amount of $121,020; and

WHEREAS, Resolution C-2020-80 also authorized contingency funding in the amount of

15% ($18,153) of the contract award for the Project; and WHEREAS, on February 16, 2021, by Resolution 2021-07, the City Council approved

augmenting the Project budget by adding $11,000 to Project contingency funds in order to include rehabilitation of 6 manholes identified by the City’s Collection System Smoke Testing Program; and

WHEREAS, the Contractor has completed all improvements in compliance with the

contract documents for a total amount of $146,905.60; and WHEREAS, the Contractor has provided a one-year maintenance bond for the work

executed under the construction contract.

NOW, THEREFORE, BE IT RESOLVED THAT the City Council of the City of Half Moon Bay hereby authorizes the City Manager or his designee to accept the 2020 Sewer Manhole Rehabilitation Project as complete and file a Notice of Completion, and also authorizes staff to release the Project retention funds and the Performance and Labor and Material Bonds thirty (30) days after recordation of the Notice of Completion.

***************************************************************** I, the undersigned, hereby certify that the foregoing Resolution was duly passed and adopted on the 1st day of June 2021 by the City Council of Half Moon Bay by the following vote: AYES, Councilmembers:

NOES, Councilmembers:

ABSENT, Councilmembers:

ABSTAIN, Councilmembers:

ATTEST: APPROVED: ___________________________ _____________________________ Jessica Blair, City Clerk Robert Brownstone, Mayor

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AGENDA REPORT


TO: Honorable Mayor and City Council VIA: Bob Nisbet, City Manager FROM: Maziar Bozorginia, Acting Public Work Director/City Engineer Jonathan Woo, Assistant Engineer TITLE: ACCEPTANCE OF THE DEDICATION OF A PUBLIC UTILITY EASEMENT AT 580

METZGAR STREET ______________________________________________________________________________ RECOMMENDATION Adopt a resolution accepting dedication of a public utility easement from Jose Ahumada and Arcelia Ahumada, owners of 580 Metzgar Street, and authorizing the City Manager to sign the certificate of acceptance for said easement. FISCAL IMPACT There is no fiscal impact associated with this action. The staff time associated with review and acceptance of the easement dedication are fully recoverable through fees collected from the applicant. STRATEGIC PLAN This recommendation supports the Infrastructure and Environment and the Healthy Communities and Public Safety Elements of the Strategic Plan. BACKGROUND The Community Development Director of Half Moon Bay approved an Administrative Coastal Development Permit to allow the construction of a new accessory dwelling unit detached from an existing residence at 580 Metzgar Street, APN’s 064-263-050 and 064-263-060, on August 26. 2020 (reference File No. PDP-20-032). The subject site is shown in Figure 1 below. The subject parcel contains Lot 17, 18 and 19 and a 25-foot wide portion of the abandoned Fourth Avenue,” which is an abandoned right-of-way (see Figure 2 below). The existing sewer line runs along the rear (northern) property line of Lot 17 and the rear (southern) property line of Lots 18 and 19 within the 10-foot wide former alleyway, which was abandoned by the City of Half Moon Bay by Resolution No. 109-82. The subject property does not contain a recorded utility easement to access this sewer line within the Lots 17, 18 and 19, nor does the easement extend through the abandoned Fourth Avenue portion.

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City Council Staff Report Page 2 of 3 June 1, 2021

Figure 1. Site Location

Figure 2. Public Utility Easement Plat

Proposed Utility Easement

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City Council Staff Report Page 3 of 3 June 1, 2021

ANALYSIS The proposed new public utility easement is in the form of a 10-foot-wide trapezoid with base lengths of 50.09’ and 53.09’. The configuration is shown in the legal description and plat (Attachment 2) and has been reviewed and approved by the City Engineer. Pursuant to Section 13.32.040 of the Half Moon Bay Municipal Code, utility easements are required to allow access to public sewer lines for extensions and maintenance and must be accepted by the City Council prior to recordation. Upon approval, the Easement Deed will be prepared and will be signed by the owner and will be recorded once all of the signatures are in place. ENVIRONMENTAL REVIEW The acceptance of the dedication of the public utility easement is categorically exempt under Class 3 of the current State of California Environmental Quality Act Guidelines.

ATTACHMENTS 1. Resolution 2. 580 Metzgar Sewer Easement Legal Description and Plat

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A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HALF MOON BAY ACCEPTING

DEDICATION OF A PUBLIC UTILITY EASEMENT AT 580 METZGAR STREET AND AUTHORING THE

CITY MANAGER TO SIGN THE CERTIFICATE OF ACCEPTANCE FOR SAID EASEMENT

WHEREAS, The Community Development Director of the City of Half Moon Bay

approved PDP-20-032 for construction of a new accessory dwelling unit detached from an

existing residence at 580 Metzgar Street on August 26, 2020; and

WHEREAS, a public utility easement is required to access public sewer lines pursuant to

Section 13.32.040 of the Half Moon Bay Municipal Code; and

WHEREAS, Jose Ahumada and Arcelia Ahumada, does hereby grant to the City of Half

Moon Bay a perpetual public utility easement for sewer purposes along the ten feet of the

middle of the combined Lots 17, 18 and 19 and abandoned Fourth Avenue portion of his

property pursuant to the Half Moon Bay Municipal Code.

NOW, THEREFORE, BE IT RESOLVED THAT the City Council of the City of Half Moon Bay hereby:

1) Accepts the dedication of a public utility easement from Jose Ahumada and Arcelia

Ahumada; and

2) Authorizes the City Manager to sign the certificate of acceptance for said easement.

**********************************************************************

I, the undersigned, hereby certify that the forgoing Resolution was duly passed and adopted on

the 1st day of June 2021 by the City Council of Half Moon Bay by the following vote:

AYES, Councilmembers:




ATTEST: APPROVED:

____________________________ ______________________________

Jessica Blair, City Clerk Robert Brownstone, Mayor

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mBozorginia

Typewritten Text

Attachment 2

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AGENDA REPORT


TO: Honorable Mayor and City Council VIA: Bob Nisbet, City Manager FROM: Maziar Bozorginia, Acting Public Works Director/City Engineer Todd Seeley, Public Works Superintendent TITLE: JANITORIAL MAINTENANCE SERVICES ______________________________________________________________________________ RECOMMENDATION: Adopt a resolution authorizing the City Manager to enter into a professional services agreement with Impec Group, Inc. to provide janitorial maintenance services for up to three fiscal years beginning July 1, 2021. FISCAL IMPACT: Costs for this agreement are included in the FY 2021-22 Public Works operating budget. The cost of services for FY 2021-21 is $193,749.00 and will be included in the proposed budget. STRATEGIC ELEMENT: This action supports the Infrastructure and Environment, Healthy Communities and Public Safety, and Fiscal Sustainability Elements of the Strategic Plan. BACKGROUND: City facilities require regular cleaning and maintenance services to meet expectations of residents and visitors. Regular cleaning and maintenance serve as a form of preventive maintenance. The City has chosen to contract for janitorial services in-lieu of City staff. Over the last three years the City has contracted with Impec Group, Inc. (Impec) for its janitorial maintenance services in City facilities and park restrooms. The agreement with Impec is set to expire on June 30, 2021. City staff has been very satisfied with the performance of Impec over the term of the contract. In order to secure a new contract for janitorial services, the City published a Request for Proposals (RFP) for Janitorial Maintenance Services on Thursday, March 18, 2021.

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Six (6) companies attended the mandatory facility tour on March 30, 2021. Of the companies that attended the tour, three (3) submitted formal proposals by the deadline of Thursday, April 15, 2021:

1) Impec Group, Inc. (incumbent) 2) Karla’s Janitorial Services 3) Central Maintenance Co.

Based on initial review of the proposals and recommendations by the staff review committee, two (2) firms were invited to interview with the City. Interviews were conducted on Monday, May 10th, 2021, and Tuesday, May 11th, 2021. DISCUSSION: The City’s current janitorial service contract with Impec Group is expiring at the end of the fiscal year and no additional administrative extensions are available. While the City has been more than satisfied with the level of service and attention that Impec has provided over the past three years, due diligence was needed to ensure the best vendor would provide janitorial services to Half Moon Bay. Scope of Work The scope of work was developed with the end users and operators in mind. The scope of work: 1) includes janitorial services of park restrooms; and 2) retains all other buildings/facilities. The scope of work includes routine maintenance in the following buildings:

1) City Hall (service frequency: 5x/week) 2) EOC/Sheriff’s Substation (service frequency: 5x/week) 3) Ted Adcock Community Center (service frequency: 7x/week) 4) Library (service frequency: 7x/week) 5) Train Depot Facility (service frequency: 7x/week) 6) Train Depot Restrooms (service frequency: 7x/week) 7) City Corporation Yard Building (service frequency: 2x/week) 8) City Hall Annex (service frequency: 5x/week) 9) Mac Dutra Plaza Restrooms (service frequency: 1x/day weekdays, 2x/day weekends) 10) Ocean View Park Restrooms (service frequency: 7x/week) 11) Oak Park Restrooms (service frequency: 7x/week) 12) Smith Field Little League Restrooms (service frequency: 7x/week)

Initial Evaluation Each proposal was independently evaluated by members of the Evaluation Team, which consisted of three (3) City staff from two departments. Evaluators scored the proposals based on the following criteria:

1) Qualifications 2) Technical Approach

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3) References 4) Rates and Payments 5) Nature of Fit

As a result of the initial evaluation and the reference checks, 2 of the 3 companies were invited to interview with the City. Based upon the City’s experience and the lack of attention to detail in their proposal, staff chose not to interview Central Maintenance Co. Interviews On May 10th and 11th, 2021, the City conducted interviews with two firms. These Interviews were conducted by Todd Seeley, the Half Moon Bay Public Works Superintendent. The two firms interviewed were Impec Group, Inc., and Karla’s Janitorial Services. Proposers were given 10-minutes to present their proposal, which was followed by a 30-minute question and answer session. The Public Works Superintendent evaluated the two proposers on their Presentation & Approach, Capabilities & Qualifications, Experience, and Motivation. These interviews were conducted at the Public Works Corporation Yard and allowed for the Public Works Superintendent to assess the companies and ensure that they would be able to provide the City with high-level services while under contract with the City. Following the interviews, Impec Group was identified as the preferred firm by the Public Works Superintendent. However, there was a substantial difference in cost between Karla’s Janitorial Service and Impec Group, Inc. Staff entered negotiations with Impec Group and was able to bring the proposed cost down from $219,511 to $193,749. This brought Impec within 2% of the lowest bid (Karla’s Janitorial), while offering the City the same high levels of service that have been provided over the last three years. The initial bids are shown in Table A. Table A

Company Annual Cost

Karla's Janitorial Services $190,584.00

Impec Group, Inc. $219,511.00

Central Maintenance Co. $220,488.00

Justification of Recommendation Both Karla’s Janitorial and Impec Group submitted proposals that clearly addressed each item in the City’s RFP and showed a comprehensive understanding of the City’s needs. Both vendors also addressed how they would maintain a high level of service by conducting regular inspections and reporting and meeting regularly with City staff. Impec estimates it will take three (3) full-time equivalents (FTE) to successfully perform the City’s contract which is equivalent to 120 hours of work per week. This estimate is in line with City staff’s estimates and is like the other proposals. Staff has been satisfied with the level of

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service that Impec has been providing with their staffing levels under the previous contract and feel that Impec is best suited to continue this work. Continuity of service is also important to staff and coupled with the level of service the City has been receiving, staff feels that continuing with Impec is the best choice. Conclusion Based on the proposal received, recommendations, and interviews, staff is confident that Impec will provide the best value for the services requested. Although their annual costs are slightly higher than other proposers, Impec’s detailed implementation and execution plan coupled with their history of performance in Half Moon Bay will provide the City with the best option for janitorial service for the coming years. ATTACHMENT: Resolution

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A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HALF MOON BAY AUTHORIZING THE CITY MANAGER TO EXECUTE A PROFESSIONAL SERVICES AGREEMENT

WITH IMPEC GROUP, INC. FOR JANITORIAL MAINTENANCE SERVICES

WHEREAS, the City’s current janitorial maintenance service contract expires June 30, 2021; and

WHEREAS, the City requires a new contract to provide these services for the upcoming

fiscal year and beyond; and

WHEREAS, the City issued a Request for Proposals on March 18, 2021 and received

three (3) proposals by the deadline of April 15, 2021; and

WHEREAS, the City invited two (2) of the three (3) proposers to interview with City

representatives on May 10 and 11, 2021; and

WHEREAS, the City’s Evaluation Team found Impec Group, Inc. to be the most

responsive proposer to the RFP and interview process;

NOW, THEREFORE, BE IT RESOLVED THAT the City Council of the City of Half Moon Bay hereby authorizes the Interim City Manager to execute a professional service agreement with Impec Group, Inc. for a one-year janitorial maintenance service agreement for $193,749 with two (2), optional, one-year extensions.

***************************************************************** I, the undersigned, hereby certify that the foregoing Resolution was duly passed and adopted on the 1st day of June 2021 by the City Council of Half Moon Bay by the following vote: AYES, Councilmembers:



ATTEST: APPROVED: __________________________ _____________________________ Jessica Blair, City Clerk Robert Brownstone, Mayor

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AGENDA REPORT


TO: Honorable Mayor and City Council VIA: Bob Nisbet, City Manager FROM: Jessica Blair, Communications Director / City Clerk Jonathan Roisman, Deputy City Clerk TITLE: RECEIPT OF LEGISLATIVE POSITION LETTERS ______________________________________________________________________________ RECOMMENDATION: Receive and file position letters for AB 215, AB 897, Broadband for All Californians, Cloverdale Ranch budget request, and Vehicle License Fee (VLF) funds. FISCAL IMPACT: There is no fiscal impact associated with this item. STRATEGIC ELEMENT: This action supports the Inclusive Governance element of the Strategic Plan. DISCUSSION: Annually, the City adopts a Legislative Platform to allow staff to send position letters regarding various bills of interest to the City. The 2021 Legislative Platform was adopted by the City Council on April 6, 2021. The platform provides staff direction and allows the City, on the Council’s behalf, to respond in support of or opposition to bills and other legislative and administrative actions. The City Council has delegated its authority to the Mayor and / or City Manager to sign position letters consistent with the legislative platform. Townsend Public Affairs monitors legislation for the City and communicates frequently with staff on bills. Occasionally, the League of California Cities will send action alerts for bills affecting municipalities. Staff reviews those alerts as well and will take action on any that align with the City’s Legislative Platform. In the spirit of transparency, when position letters are sent by the City, staff will include them in a City Council agenda packet for viewing by the Council and the community. ATTACHMENTS: AB 215 Letter of Opposition and AB 897, Broadband for All Californians, Cloverdale Ranch budget request, and Vehicle License Fee (VLF) funds Letters of Support

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City of Half Moon Bay City Hall

501 Main St. Half Moon Bay, CA 94019

April 26, 2021

The Honorable David Chiu

California State Assembly

State Capitol, Room 4112

Sacramento, CA 95814

Re: Assembly Bill 215 (Chiu) Housing element: regional housing need: relative progress

determination

Letter of Opposition from the City of Half Moon Bay

Dear Assemblymember Chiu,

On behalf of the City of Half Moon Bay, I write in respectful opposition to Assembly Bill 215, which would

expand the State’s approach to enforcement of housing laws by adding SB 330 (Housing Crisis Act of 2019)

to the list of regulations for which cities may be referred to the Attorney General and be faced with fines.

The City of Half Moon Bay seeks to fully comply with the provisions set about in the Housing Crisis Act of

2019 and work to meet our RHNA numbers. However, our concern with AB 215 stems from the fact that

cities would be penalized for falling short of their RHNA numbers. As you know, cities can make their

respective jurisdictions conducive to housing development, but ultimately, we do not build housing. As

such, we feel that cities should not be held accountable if housing is not getting built.

I respectfully request that if a City does not actively hinder housing development and if they attempt to

meet their RHNA numbers in good faith, then monetary penalties not be imposed on them for coming

short of what the bill defines as the Department of Housing and Community Development’s determination

of “relative progress toward meeting regional housing needs.”

I thank you for your commitment to ensuring that California has adequate housing for residents of all

income levels, though we must respectfully oppose Assembly Bill 215.

Sincerely,

Robert Brownstone

Mayor of Half Moon Bay

DocuSign Envelope ID: 1B30F037-24D0-4876-8B8F-D1E72C858F6E

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May 6, 2021 The Honorable Kevin Mullin California State Assembly State Capitol, Room 3160 Sacramento, CA 95814 Re: Assembly Bill 897 (Mullin) Office of Planning and Research: regional climate networks:

climate adaptation action plans Letter of Support from the City of Half Moon Bay Dear Assemblymember Mullin, On behalf of the City of Half Moon Bay, I write to express my strong support for Assembly Bill 897, your measure which will authorize eligible entities to establish and participate in a regional climate network. A "regional climate network" with the cumulative strength of many local jurisdictions and entities is important to enhancing effectiveness in responding to climate risks. As you know the City of Half Moon Bay deeply values a healthy environment and has been focused on climate change, sustainability, and natural preservation as a small coastal community. Currently, there are existing regional groups focused on climate adaptation, such as the Regionally Integrated Climate Action Planning Suite (RICAPS) and members of the Alliance of Regional Collaboratives for Climate Adaptation. However, other regions of the state have not done any regional adaptation work, and all regions would benefit from state technical assistance and financial support to increase regional adaptation. Our state, nation, and world are facing a climate crisis and the establishment of regional climate networks will be a necessary and effective tool to combating this existential crisis. Again, I am pleased to support Assembly Bill 897 and thank you for your work on this critical policy issue. Sincerely, Robert Brownstone Mayor

DocuSign Envelope ID: B24C7E2A-EB3D-4785-B087-E0769914ADC3

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May 11, 2021 The Honorable Gavin Newsom Governor of California State Capitol, First Floor Sacramento, CA 95814 The Honorable Nancy Skinner The Honorable Phil Ting Chair, Senate Budget Committee Chair, Assembly Budget Committee State Capitol, Room 5019 State Capitol, Room 6026 Sacramento, CA 95814 Sacramento, CA 95814 Re: Broadband Infrastructure Funding Letter of Support from the City of Half Moon Bay Dear Governor Newsom, Chairperson Skinner, and Chairperson Ting: I write to express my strong support for the state budget proposal titled “Broadband for All Californians.” In order to build future-proof fiber connections to every unserved building and house in the state it is projected by the California Broadband Council that we will need a total of $6.8 billion in state, federal, and private investments. Much like successes in other states, California will also need the ability to work with and empower local partners to deploy this infrastructure at large scale. Funding Request I support $3 billion to be allocated to target and support infrastructure deployment. This includes:

1) The creation of a new sub-account (The Public Broadband Account) in the California Advanced Services Fund (CASF) to fund municipal, non-profit, and cooperative broadband projects, and to leverage additional federal funding

2) Funding be allocated directly to local government agencies with prepared infrastructure plans to make a significant down payment on building-out future proof broadband infrastructure. Such funding should prioritize efforts to connect low-income unserved and underserved communities.

In the City of Half Moon Bay, one of our local priorities is to bolster equitable internet connectivity as speeds which are more than just adequate. We want to ensure that all students have the ability to do schoolwork remotely, that people have quality connectivity to access critical services such as telehealth, and that those in our coastal community and elsewhere can receive quick and sure alerts related to natural disasters or emergencies in vulnerable areas. These are just a few of the many local and statewide benefits that our residents and all Californians would reap if this funding were incorporated into the state budget.

DocuSign Envelope ID: E8560591-A5BB-45BE-9256-8601007DD7DC

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I urge you to support this approach to appropriating available state funds to supplement current state policy efforts, stimulate economic recovery, and ensure that every California student and household has access to high-quality broadband connectivity. Sincerely, Robert Brownstone Mayor of Half Moon Bay CC: The Honorable Toni Atkins, President Pro Tempore, California State Senate

The Honorable Anthony Rendon, Speaker, California State Assembly The Honorable Josh Becker, California State Senate The Honorable Marc Berman, California State Assembly

DocuSign Envelope ID: E8560591-A5BB-45BE-9256-8601007DD7DC

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May 21, 2021

The Honorable Gavin Newsom

Governor of California

State Capitol, First Floor

Sacramento, CA 95814

The Honorable Nancy Skinner The Honorable Phil Ting

California State Senate California State Assembly

State Capitol, Room 5094 State Capitol, Room 6026

Sacramento, CA 95814 Sacramento, CA 95814

Re: VLF Funds for San Mateo County and its Cities

Dear Governor Newsom, Chair Skinner, and Chair Ting:

On behalf of my constituents, I write to request the inclusion of language in the

final budget agreement to resolve an important fiscal issue for San Mateo County

and its cities (and for other counties as well), namely, insufficient revenues to

cover the State’s statutory Vehicle License Fee (VLF) Swap obligation. Absent

budget action to resolve this matter, there will be a severe impact on the County

and its cities’ budgets. With no mechanism currently in the statute to pay for the

VLF Swap, it is critical that we address this problem in the 2021-22 State budget to

ensure a solution is in place to resolve this important issue.

The VLF “Swap” was an integral part of the 2004 Budget compromise (See SB

1096). Under the terms of that compromise, the State permanently reduced

annual VLF revenues that were a significant funding source for counties and cities,

by 67.5%, and also shifted $1.3 billion more in property taxes away from all

counties, cities and special districts to pay the State’s school funding obligations

for two fiscal years. By way of these shifts, the counties and cities gave up

significant revenue to address the State’s budget deficit. In exchange, the State

guaranteed counties and cities an in-lieu VLF payment (adjusted annually for

property tax growth).

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The VLF Swap legislation identified two sources of funding to pay the State’s in-

lieu VLF obligation to counties and cities: (a) ERAF distributions to non-basic aid

schools; and (b) property tax revenues of non-basic aid schools. Non-basic aid

schools do not suffer any financial loss since they are backfilled by the State. The

Legislature did not anticipate the funding sources would be insufficient to fulfill the

State’s in-lieu VLF obligation. In recent years, however, VLF revenue shortfalls

have occurred and will continue to occur in counties around the state, including

San Mateo County.

Historically, the State has made counties and cities whole by reimbursing in-lieu

VLF revenue shortfalls 14 months after the fiscal year in which the shortfall

occurred through special appropriations in the State budget. This delay causes

significant cash flow issues for impacted counties and cities.

The current statutes do not provide a mechanism to fully reimburse counties and

cities the entire State in-lieu VLF obligation when there are insufficient funds from

ERAF and property taxes of non-basic aid schools. In other words, there is no

procedure for the State’s obligation to be fulfilled in a predictable manner when

revenue shortfalls occur. Hence, the law needs to be amended to fix this

unanticipated consequence.

I along with others are supporting a legislative proposal to solve this problem by

providing a statutory mechanism for reimbursement to enable the State and

counties and cities to manage VLF shortfalls. Under this proposal, (a) counties are

to submit claims for insufficient in-lieu VLF revenues for the next fiscal year and

adjustments for 3 prior fiscal years and (b) the State is provided with advance

notice of one year before any reimbursement is due. The proposed solution

enables the State and counties and cities to manage in-lieu VLF revenues and

would create a subvention mechanism to cover any funding shortfalls.

This proposed amendment to the VLF Swap statute fulfills the State’s promise from

2004 in a predictable and stable manner. Without this proposed mechanism to

fund insufficient revenues in the current fiscal year, counties and cities will

continue to face substantial budget impacts that impair public services.


27



Thank you for your consideration of this critical measure.

Sincerely,

Robert Brownstone

Mayor, Half Moon Bay

cc: Senator Josh Becker

Assemblymember Marc Berman


28



May 21, 2021 Senator Nancy Skinner Senator Bob Wieckowski Chair, Senate Budget Committee Chair, Budget Subcommittee No. 2 State Capitol, Room 5094 State Capitol, Room 3082 Sacramento, CA 95814 Sacramento, CA 95814 Assemblymember Phil Ting Assemblymember Richard Bloom Chair, Assembly Budget Committee Chair, Budget Subcommittee No. 3 State Capitol, Room 6026 State Capitol, Room 2003 Sacramento, CA 95814 Sacramento, CA 95814 Re: Cloverdale Ranch, Budget Request – SUPPORT Dear Senators Skinner and Wieckowski and Assemblymembers Ting and Bloom: On behalf of the City of Half Moon Bay, I write in support of the request made by Assemblymember Berman to appropriate $8.0 million for acquisition of the Cloverdale Ranch coastal property by the Midpeninsula Regional Open Space District (Midpen). Midpen’s acquisition of this property will ensure protection and stewardship of their natural resources, rangelands, and scenic values, and facilitate opportunities for the public to access to more of California’s spectacular coast. At over 6,200 acres, Cloverdale Ranch provides a significant habitat to an array of birds, plants, insects, and wildlife, including state and federally listed threatened and endangered species, like the San Francisco garter snake. Cloverdale Ranch includes locally and regionally significant creeks, which provide important anadromous fish habitat. It also has the potential to provide important local and regional trail development that promotes visitation to Butano and Pigeon Point State Parks via the California Coastal Trail and regional east-west connections to upland parks. Midpen’s mission is to acquire and preserve a regional greenbelt of open space land in perpetuity, protect and restore the natural environment, and provide opportunities for ecologically sensitive public enjoyment and education. The opportunity to ensure protection of over 6,200 acres of coastal lands, with substantial natural resources including working lands, does not come along every day.

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I appreciate your consideration of this request made by Assemblymember Berman and respectfully urge you to appropriate funding to enable this unique opportunity to protect this land for the public in perpetuity. Sincerely, Robert Brownstone Mayor of Half Moon Bay CC: Senator Josh Becker Assemblymember Marc Berman

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of 2


AGENDA REPORT


TO: Honorable Mayor and City Council VIA: Bob Nisbet, City Manager FROM: Lisa Lopez, Administrative Services Director

Maggie Rodriguez, Administrative Assistant

TITLE: ADJUSTMENTS TO COST OF SERVICES SCHEDULE (USER FEES) FOR FY 2021-22 ______________________________________________________________________________ RECOMMENDATION: Conduct a public hearing and by resolution, authorize adjustments to the Cost of Services Schedule (User Fees) for Fiscal Year 2021-22. FISCAL IMPACT: Pursuant to State law, the fee schedule allows the City to receive fees for specific services provided. Additionally, the Schedule includes development impact fees that address the “fair share” cost of public facilities, infrastructure, and utilities. Except as otherwise noted, fees collected by the City help fund the City General Fund. STRATEGIC ELEMENT: This action supports the Infrastructure and Environment and Fiscal Sustainability Elements of the Strategic Plan. BACKGROUND/DISCUSSION: The City’s current user fees and deposit amounts were established through a fee study in 2017, prepared in accordance with State law, that was approved and accepted by City Council. The purpose of this item is to affirm and update certain Administrative, Building, Public Works, Planning and Parks and Recreation fees. Most of the fees were set at or about 100-percent cost recovery. This update is not proposing a change to the City Council cost recovery goal set in 2017. The intent of this item is to ensure that fee and deposit levels remain consistent with the fee study, as well as with the actual City cost to conduct review and inspections of the various types of permits. This update also brings forth new fees or amended fees to implement new City ordinances.

31

of 2

Administration: In FY20-21, the City experienced an influx of credit card payments due to COVID-19 and a lack of face to face interactions with residents. To offset applied fees from credit card companies the revision recommended is as follows:

• A 2.4% convenience fee on all credit card purchases over $30.00

Public Works and Community Development: In 2020, numerous updates were made to user

fees for Public Works and Community Development Department permits and inspections.

These changes have been working well. Due to the ongoing COVID-19 pandemic, some fees

have only been increased by the recommended CPI-W percentage, while others, which have

not been increased for multiple years, also include previous years CPI’s.

• Development Impact Fees: Each fiscal year Development Impact Fees (DIF) are

increased based on the Average Annual California Construction Cost Index. In 2020

the increase was 2.8% and all City DIF’s were increased accordingly.

Public Safety: Most Cities adopt similar codes that are complimentary to the penal code and vehicle code in order to specify certain acts. This creates a safer environment for the community and addresses local safety concerns. Parking, traffic and general safety ordinances follow San Mateo County Sheriff guidelines. Due to COVID there will be no Public Safety increases. The overnight parking permit program has been suspended indefinitely. Other Considerations:

• CPI Adjustment: The annual adjustment based on the Consumer Price Index for Urban

and Clerical Workers (CPI-W) is 1.8 percent, which was the annual average for the most

recent period. The CPI-W adjustment is incorporated into the updated fee schedule.

Conclusion: If Council approves this update, new fees will be in effect sixty days from approval on August 1, 2021. Fee and deposit increases for Administration, Building, Public Works, Development Impact and Planning Fees solely due to annual index adjustments take effect July 1, 2021. ATTACHMENT:

Resolution including Exhibit A. FY 2021-2022 Fee Schedule

32


A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HALF MOON BAY AUTHORIZING ADJUSTMENTS TO COST OF SERVICES SCHEDULE (USER FEES) FOR FY 2021-22

WHEREAS, the City conducted a user fee study in 2017; and WHEREAS, based on the fee study, the City Council adopted new user fees for

succeeding fiscal years; and

WHEREAS, City staff is to affirm and update certain Administrative, Building, Public Works, and Planning fees associated with staff review and inspection of development entitlements and permits., and adjustments for consumer price index; and

WHEREAS, the City Council held a public hearing on June 1, 2021 to consider user fee

schedule amendments for Administration, Building, Public Works and Planning Review and Permits.

NOW, THEREFORE, BE IT RESOLVED THAT: 1. The City Council of the City of Half Moon Bay approves the updated user fee

schedule as presented in Exhibit A; and 2. New and increased fees shall take effect on August 1, 2021.

*****************************************************************

I, the undersigned, hereby certify that the foregoing Resolution was duly passed and adopted on the 1st day of June 2021 by the City Council of Half Moon Bay by the following vote: AYES, Councilmembers:





33

1 Administrative Fees1 First Returned Item Each2 Each Additional Item Each3 Credit Card Convenience Fee 2.4% on charges $30.00 and more

2 Duplication1 Photocopies Per page2 Municipal Code Book Per book3 Bound Reports Per report4 Budget Each5 Comprehensive Annual Financial Report (CAFR) Each6 CD Disc of City Council / Planning Commission Each

3 Agenda Indexes for Meetings 4 City Clerk

Election Filing Fee EachCandidate Printing Fee Deposit

5 Staff Research1 City Manager's Office Per 0.25 hour2 Finance Department Per 0.25 hour3 City Clerk's Office Per 0.25 hour4 Planning Department Per 0.25 hour5 Building Department Per 0.25 hour6 Public Works Department ‐ Engineering Per 0.25 hour7 Public Works Department ‐ Maintenance Per 0.25 hour8 Police ‐ Sworn Per 0.25 hour9 Police ‐ Non Sworn Per 0.25 hour

6 Private Alarm Permits (Chapter 9.10)1 Alarm Permit Each2 False Alarm Response with Permit

1st & 2nd Alarms No fee3rd Alarm Each4th Alarm Each5th Alarm Each6th Alarm and responses thereafter Each

3 False Alarm without Permit1st & 2nd Alarms Each3rd Alarm Each4th Alarm Each5th Alarm Each6th Alarm and responses thereafter Each

7 Film Permit (Chapter 9.74) Per day8 Special Event Permits [1]

1 Block Parties Per event2 Fund Raisers Per event

AMOUNT AMOUNTI. ADMINISTRATION

City of Half Moon BayMaster Fee Schedule

Other Fees, Charges & ServicesFees are increased annually by the annual average CPI‐W San Francisco‐Oakland‐Hayward of the previous year ‐ (excluding Development Impact Fees and Public Safety)

SERVICES PREVIOUS FY 20‐21 FY 21‐22 UNIT / TYPE

Available online Available onlineActual Cost Actual Cost

$0.25 $0.25

$25.00 $26.00$38.00 $39.00

$25.00 $25.00

Available online Available online$0.00 $0.00

Available online Available onlineAvailable online Available online

$48.00 $49.00$59.00 $61.00

$61.00 $63.00$51.00 $52.00

Determined per election Determined per election

$21.00 $22.00

$45.00 $46.00$60.00 $63.00

$43.00 $44.00$52.00 $53.00

$109.00 $111.00$165.00 $168.00

$0.00 $0.00$53.00 $54.00

$53.00 $54.00

$137.00 $139.00$192.00 $195.00

$53.00 $54.00$109.00 $111.00

$220.00 $224.00

$220.00 $224.00$220.00 $224.00

$275.00 $280.00$566.00 $576.00

2.4%$0.00

Page 1 of 2034

AMOUNT AMOUNT




3 Miscellaneous Events Per event4 Carnival/Circus/Parade/Race/Rodeo, etc. Each5 Amusement Concession Each

9 Poplar Beach Parking [1]

Vehicles less than 20 feet Per 12 hoursHorse trailers and vehicles longer than 20 feet Per 12 hoursAnnual Permit ‐ Half Moon Bay Residents only 12 month permitNine‐month Permit ‐ Half Moon Bay Residents only 9‐month (September through May)

10 BID Administration for City Hotels Per month (10 Hotels @$200ea/yr / 12 mos)

11 Street Closure12 Professional Dog Walker permit Annual13 Personal Dog Walker permit (3‐6 dogs) Annual

0 Building Hourly Rates Per hourPer hourPer hourPer hourPer hour

1

Valuation ($)0 ‐ 500 (Includes basic water heater, furnance replacements and re‐roofing with two or fewe Per hour501 ‐ 2,000

First 500 ValuationEach Additional 100 or fraction thereof

2,001 ‐ 25,000 First 2,000 Valuation Each Additional 1,000 or fraction thereof 25,001 ‐ 50,000 First 25,000 Valuation Each Additional 1,000 or fraction thereof 50,001 ‐ 100,000 First 50,000 Valuation Each Additional 1,000 or fraction thereof 100,000 ‐ 500,000 First 100,000 Valuation Each Additional 1,000 or fraction thereof

500,001 ‐ 1,000,000First 500,000 ValuationEach Additional 1,000 or fraction thereof

1,000,001 and aboveFirst 1,000,000 ValuationEach Additional 1,000 or fraction thereof

2 Building Plan Check Fee

TBD

$440.00 $448.00

$15.00 $15.00$165.00

$10.00 $10.00

$440.00 $448.00$440.00 $448.00

Inspection on Sundays and Holidays, per hour 2 x hourly rate 2 x hourly rateReinspection fees, per hour Hourly rate Hourly rate

$178.00 $181.00Inspections outside of normal business hours, per hour 1.5 x hourly rate 1.5 x hourly rate

$165.00 $165.00Actual cost Actual cost

$90.00

$200.00TBD

II. BUILDING [2] [3]

$165.00

$200.00

$232.00 $236.00$11.00 $11.00

$178.00 $181.00

Inspection for which no fee is specifically indicated, per hour Hourly rate Hourly rate Building Permit Fee for Alterations, Additions, and New Construction (based on valuation of improvement)

$484.00 $493.00$5.00 $5.00

$1.00 $1.00$430.00 $438.00

$808.00 $823.00$3.00 $3.00

$3.00 $3.00$646.00 $658.00

$5,188.00 $5,281.00$5.40 $6.00

$5.00 $5.00$2,161.00 $2,200.00

65% of Building Permit Fee 65% of Building Permit Fee

$90.00

Page 2 of 2035

AMOUNT AMOUNT




Miscellaneous Plan Review Per hourPlan Revision Per hourFee for 4th review onwards‐charged on hourly basis Per hour

Electronic submittal fee Each

3 Miscellaneous Permit1 Demolition Up To 2 hours2 Solar Per hour

Residential0‐15kW Per hourAbove 15kWFirst 15kW Per hourEach Additional kW or fraction thereof Per 0.5 hourCommercial0‐50 kW Per 1.5 hour51‐250 kWFirst 50kWEach Additional kW or fraction thereof Per 0.5 hourAbove 205kWFirst 50kW Per 1.5 hourEach Additional kW or fraction thereof Per 0.5 hour

3 Permit Fees for Work Without Valid Permit (Bldg, Elec, Mech, Plmb, Encroach, Gradng) Fine / Penalty4 Business License Inspection Per 0.5 hour5 Address Assignment Per hour

4 Other Inspections and FeesPre‐Site Inspection Per hourRe‐Inspections Per hourReinspection fees Per hourInspection for which no fee is specifically indicated, per hour Per hourInspections outside of normal business hours, per hour Per hourGeneral Plan Fee Valuation

5 Refund (Update Refund Policy) Per 0.5 hour

6 Special Structural Inspection FeeDeposit to be determined by Public Works Director at time of application.Per Public Works hourly rate

7 Electrical PermitPermit Issuance

For issuing each permit EachFor issuing each supplemental permit for which the original permit has not expired, been canceled or finaled

Each

New Residential Buildings

$178.00

$356.00 $362.00

$178.00 $181.00$2/drawing sheet and $5.29 flat fee for

supporting documents$2/drawing sheet and $5.59 flat fee for

supporting documents

$181.00$178.00 $181.00

$178.00 $181.00$89.00 $91.00

$178.00 $181.00

$178.00 $181.00

$89.00 $91.00$268.00 $273.00

$268.00 $273.00

$89.00 $91.00$178.00 $181.00

2 X Permit Fee 2 X Permit Fee

$268.00 $273.00$89.00 $91.00

$89.00 $91.00

$216.00 $273.00

Per building hourly rate Per building hourly rate0.25% 0.25%

Per building hourly ratePer building hourly rate

Per building hourly rate Per building hourly ratePer building hourly rate Per building hourly rate


$42.00 $43.00

$42.00 $43.00

Page 3 of 2036

AMOUNT AMOUNT




For new multifamily residential buildings (apartments and condominiums) having three or more living units, including the area of garages, carports, and other non‐commercial automobile storage areas constructed at the same time, per square foot

Per 100 square foot

For new single and two‐family residential buildings, including the area of garages, carports and other minor accessory buildings constructed at the same time, per square foot

Per 100 square foot

For other types of residential occupancies and alteration, and modifications to existing residential buildings, use the UNIT FEE SCHEDULE

Private Swimming PoolsFor new private, residential, in‐ground swimming pools for single family/multi‐family occupancies, including a complete system of necessary branch circuit wiring, bonding, grounding, underwater lighting, water pumping, and other similar electrical equipment directly related to the operation of a swimming pool, each pool

Each

Carnivals and CircusesCarnivals, circuses, or other traveling shows or exhibitions utilizing transportable‐type rides, booths, displays and attractions:For electrical generators and electrically driven rides, each EachFor mechanically driven rides and walk‐through attractions or displays having electric lighting, each

Each

For a system of area and booth lighting, each EachFor permanently installed rides, booths, displays and attractions, use the UNIT FEE SCHEDULE

Temporary Power ServicesFor a temporary service power pole or pedestal including all pole or pedestal‐mounted receptacle outlets and appurtenances, each

Each

For a temporary distribution system and temporary lighting and receptacle outlets for construction sites, decorative light, Christmas tree sales lots, fireworks stands, etc., each

Each

Receptable, Switch and Lighting OutletsFor receptacle, switch, lighting, or other outlets at which current is used or controlled (except services, feeders, and meters):First 20 fixtures, each EachAdditional fixtures, each EachFor lighting fixtures, sockets, or other lamp‐holding devices:First 20 fixtures, each EachAdditional fixtures, each EachFor pole or platform‐mounted lighting fixtures EachFor theatrical‐type lighting fixtures or assemblies Each

Residential Appliances

$19.00 $21.00

$13.00 $15.00

$13.00 $15.00

See Unit Fee Schedule Below See Unit Fee Schedule Below

$19.00 $21.00

$6.00 $7.00


$35.00 $38.00

$6.00 $7.00

$0.29 $0.30$1.45 $1.48

$19.00 $21.00

$25.00 $28.00$25.00 $28.00

$1.45 $1.48$1.45 $1.48

Page 4 of 2037

AMOUNT AMOUNT




For fixed residential appliances or receptacle outlets for same, including wall‐mounted electrical ovens; counter‐mounted cooking tops; electric ranges; self‐contained room, console, or through wall air conditioners; space heaters; food waste grinders; dishwashers; washing machines; water heaters; clothes dryers; or other motor‐operated appliance not exceeding one horsepower (HP) in rating

Each

Non‐Residential Appliances

For residential appliances and self‐contained factory‐wired non‐residential appliances not exceeding one horsepower (HP), kilowatt (KW), or kilovolt ampere (KVA) in rating, including medical or dental devices; food, beverage, and ice cream cabinets; illuminated show cases; drinking fountains; vending machines; laundry machines; or other similar types of equipment

Each

BuswaysFor trolley and plug‐in‐type busways, each 100 feet or fraction thereofNote: An additional fee is required for lighting fixtures, motors and other appliances that are connected to trolley and plug‐in‐type busways. A fee is not required for portable tools.

Each 100 ft or fraction thereof

Power ApparatusFor motors, generators, transformers, rectifiers, synchronous converters, capacitors, industrial heating, air conditioners and heat pumps, cooking or baking equipment and other apparatus, as follows (Rating in Horsepower (HP), kilowatts (KW), kilovolt‐amperes (KVA), or kilo‐volt‐amperes‐reactive (KVAR):Up to and including 1 EachOver 1 and not over 10 EachOver 10 and not over 50 EachOver 50 and not over 100 EachOver 100 Each

Signs, Outline Lighting and MarqueesFor signs, outline lighting systems or marquees supplied from one branch circuit

Each

For additional branch circuits within the same sign, outline lighting system or marquee

Each

ServicesFor services of 600 volts or less and no over 200 amperes in rating EachFor services of 600 volts or less and not over 200 amperes to 1,000 amperes in rating

Each

For services over 600 volts or over 1,000 amperes in rating EachMiscellaneous Apparatus, Conduits and Conductors

For electrical apparatus, conduits and conductors for which a permit is required but for which no fee is herein set forth

Each

Other Inspection and Fees Per hour8 Mechanical Permit

$3.00 $3.00

$25.00 $28.00

$3.00 $3.00

$56.00 $57.00

$25.00 $28.00$25.00 $28.00

$13.00 $15.00$13.00 $15.00

$13.00 $15.00

$19.00 $21.00

$13.00 $15.00

$13.00 $15.00

$13.00 $15.00

Per building hourly rate Per building hourly rate

$25.00 $27.97

Page 5 of 2038

AMOUNT AMOUNT




Permit IssuanceFor issuing each permit EachFor issuing each supplemental permit for which the original permit has not expired, been canceled or finaled

Each

FurnacesFor the installation or relocation of each forced‐air or gravity‐type furnace or burner, including ducts, and vents attached to such appliances, up to and including 100,000 Btu/h

Each

For the installation or relocation of each forced‐air or gravity‐type furnace or burner, including ducts, and vents attached to such appliances over 100,000 Btu/h

Each

For the installation or relocation of each floor furnace, including vent EachFor the installation or relocation of each suspended heater, recessed wall heater or floor‐mounted heater

Each

Appliance VentsFor the installation, relocation or replacement of each appliance vent installed and not included in an appliance permit

Each

Repairs or AdditionsFor the repair of, alteration of, or addition to each heating appliance, refrigeration unit, cooling unit, absorption unit, or each heating, cooling, absorption, or evaporative cooling system, including installation of controls regulated by the Code

Each

Boilers, Compressors and Absorption SystemsFor the installation or relocation of each boiler or compressor up to and including three horsepower, or each absorption system up to and including 100,000 Btu/h

Each

For the installation or relocation of each boiler or compressor over three horsepower, up to and including 15 horsepower, or each absorption system over 100,000 Btu/h to and including 500,000 Btu/h

Each

For the installation or relocation of each boiler or compressor over 15 horsepower, up to and including 30 horsepower, or each absorption system over 500,000 Btu/h to and including 1,000,000 Btu/h

Each

For the installation or relocation of each boiler or compressor over 30 horsepower to and including 50 horsepower, or for each absorption system over 1,000,000 Btu/h to and including 1,750,000 Btu/h

Each

Air HandlersFor each air‐handling unit to and including 10,000 cubic feet per minute, including ducts attached thereto

Each

For each air‐handling unit over 10,000 cfm EachEvaporative Coolers

For each evaporative cooler other than portable type EachVentilation and Exhaust

For each ventilation fan connected to a single duct Each

$42.00 $43.00

$13.00 $15.00

$13.00 $15.00

$13.00 $15.00

$13.00 $15.00

$42.00 $43.00

$43.00 $45.00

$19.00 $21.00

$13.00 $15.00

$13.00 $15.00

$25.00 $28.00

$89.00 $91.00

$43.00 $45.00

$43.00 $45.00

$13.00 $15.00

$13.00 $15.00

Page 6 of 2039

AMOUNT AMOUNT




For each ventilation system which is not a portion of any heating or air‐conditioning system authorized by a permit

Each

For the installation of each hood which is served by mechanical exhaust, including the ducts for such hood

Each

IncineratorsFor the installation or relocation of each domestic‐type incinerator EachFor the installation or relocation of each commercial or industrial‐type incinerator

Each

MiscellaneousFor each appliance or piece of equipment regulated by the Mechanical Code but not classed in other appliance categories, or for which no other fee is listed in the table

Each

9 Plumbing PermitPermit Issuance

For issuing each permit EachFor issuing each supplemental permit for which the original permit has not expired, been canceled or finaled

Each

Fixtures and VentsFor each plumbing fixture or trap or set of fixtures on one trap (including water, drainage piping and backflow protection therefore)

Each

For each repair or alteration of drainage or vent piping, each fixture EachSewers, Disposal Systems and Interceptors

For each building sewer and each trailer park sewer EachRainwater systems‐per drain (inside building) EachFor each cesspool (where permitted) EachFor each private sewage disposal system EachFor each industrial waste pretreatment interceptor including its trap and vent, except kitchen‐type grease interceptors functioning as fixture traps

Each

Gas Piping SystemsFor each gas‐piping system of one to five outlets EachFor each additional gas piping system outlet, per outlet Each

Water Piping and Water HeatersFor installation, alteration, or repair of water piping or water‐treating equipment, or both, each

Each

For each water heater and/or vent EachLawn Sprinklers, Vacuum Breakers & Backflow Protection Devices

For each lawn sprinkler system or any one meter, including backflow protection devices thereof

Each

For atmospheric‐type vacuum breakers or backflow protection devices not included above:1 to 5 EachOver 5, each EachFor each backflow protective device other than atmospheric type vacuum breakers:

$13.00 $15.00

$13.00 $15.00

$13.00 $15.00

$25.00 $28.00

$25.00 $28.00

$13.00 $15.00

$13.00 $15.00

$42.00 $45.00

$42.00 $45.00

$19.00 $21.00

$19.00 $21.00

$13.00 $15.00$13.00 $15.00

$25.00 $28.00

$13.00 $15.00

$3.00 $3.00

$2.00 $2.00$13.00 $25.00

$2.00 $2.00$3.00 $3.00

$13.00 $15.00

Page 7 of 2040

AMOUNT AMOUNT




2 inch diameter and smaller Eachover 2 inch diameter Each

Swimming PoolsPublic Pool EachPublic Spa EachPrivate Pool EachPrivate Spa (pre‐manufactured) Per valuationPrivate Spa (custom built) Each

MiscellaneousFor each appliance or piece of equipment regulated by the Plumbing Code but not classed in other appliance categories, or for which no other fee is listed in this code

Each

Other Inspection and Fees Per hour

[3] Permit fees for work done without a valid permit are 2x the applicable permit fee

0 Public Works Hourly Rate Hourly rate1 Public Improvement Plan Check Fee (including grading)

Valuation ($)$10,000 Flat feeEach additional $1,000 or fraction thereof Flat fee$100,000 Flat feeEach additional $1,000 or fraction thereof Flat fee$500,000 Flat feeEach additional $1,000 or fraction thereof Flat fee

2 Construction InspectionValuation ($)

$10,000 Flat feeEach additional $1,000 or fraction thereof Flat fee$100,000 Flat feeEach additional $1,000 or fraction thereof Flat fee$500,000 Flat feeEach additional $1,000 or fraction thereof Flat fee

3 Final Map ReviewParcel Map (Up to 4) DepositTract Map (Up to 5) Deposit

4 Subdivision Improvement Agreement Review Deposit5 Encroachment Permits Plan Review & Inspection

Spot Repair (I.e. water leaks, pothole patches) Flat FeeExcavation/Restoration less that 100 LF Flat FeeExcavation/Restoration 100 LF or greater Flat Feeeach additional 100 LF Flat FeeCurb, gutter, sidewalk, or driveway less that 100 LF Flat Fee

$42.00 $45.00$6.00 $7.00

$42.00 $45.00$25.00 $28.00

$6.00 $7.00$13.00 $14.00

[2] The General Plan fee will be applied to all residential/commercial/industrial new construction and/or addition permits. The fee will be 0.25% ($2.50/$1000) of the valuation of the construction/addition.

III. PUBLIC WORKS [4] [5]

$216.00 $220.00

$13.00 $15.00


$25.00 $28.00

$35.00 $36.00$19,457.00 $19,807.00

$42.00 $43.00$4,808.00 $4,895.00

$847.00 $890.00

$70.00 $72.00$7,432.00 $7,566.00

$847.00 $890.00

$37.00 $38.00

$6,733.00 $6,854.00$8,416.00 $8,568.00

$60.00 $61.00

$56.00 $57.00$30,826.00 $31,381.00

$874.00 $890.00$435.00 $443.00

$435.00 $443.00$874.00 $890.00

$3,350.00 $3,410.00

$874.00 $890.00

Page 8 of 2041

AMOUNT AMOUNT




Curb, gutter, sidewalk, or driveway 100 LF or greater Flat Feeeach additional 100 LF Flat FeeSewer connections, repair or extension 100 LF or less Flat FeeStorm Drain connection, repair or extension 100 LF or Greater Flat Feeeach additional 100 LF Flat FeeStorm Drain connection, repair or extension <100 LF Flat Feeeach additional 100 LF Flat FeeStorm Drain connection, repair or extension >100 LF Flat Feeeach additional 100 LF Flat FeeUnpermitted encroachments Fine / PenaltyMonitoring Wells Flat FeePermit Time Extension Flat Fee

6 Public Right‐of‐Way/Easement Encroachment (Temporary) Flat fee7 Deferred Improvement Agreement Review Flat fee8 Grading Permits Plan Review and Inspection [3]

Grading changes 50‐1,000 CY Flat feeGrading changes >1,000 CY Flat feeAdditional 100 CY over 1000 Flat fee

9 Sewer FOG Self Certification Form Flat feeTransfer of Uninstalled Capacity Fee Flat fee

10 Supporting to Planning1 Pre‐Entitlement Processing

Pre‐Application Review DepositPre‐Application: Commercial Cannabis Business Review Deposit

2 Coastal Development Permit ProcessingCoastal Development Permit Exemption Flat FeeSingle Family Residential DepositAccessory Dwelling Unit ‐ New Development Flat FeeMultiple Family Residential DepositCommercial / Mixed Use DepositIndustrial / Institutional DepositOther Development

Community Development Director DepositPlanning Commission Deposit

AmendmentsMinor Amendments Flat feeMajor Amendments Deposit

3 Environmental Clearance ProcessingCEQA/NEPA Environmental Clearance

Negative Declaration DepositEIR Deposit

$50.00

$874.00 $890.00$435.00 $443.00

$435.00 $443.00$874.00 $890.00

$874.00 $890.00

1.5 x fee 1.5 x fee$435.00 $443.00

$874.00 $890.00$435.00 $443.00

$874.00 $890.00$435.00 $443.00

$874.00 $890.00$874.00 $890.00

$435.00 $443.00

$107.00 $109.00$216.00 $220.00

$216.00 $220.00

$435.00 $443.00

$216.00 $220.00

$432.00 $443.00$1,642.00 $1,837.00

$216.00 $220.00

$841.00 $890.00

$216.00 $220.00

$51.00

$1,642.00 $1,837.00$821.00 $919.00

$1,642.00 $1,837.00$1,642.00 $1,837.00

$841.00 $856.00$1,683.00 $1,713.00

$216.00 $220.00$1,642.00 $1,837.00

Page 9 of 2042

AMOUNT AMOUNT




4 Entitlement ProcessingCommercial Cannabis Business License DepositUse Permit DepositVariance / Exception Planning Commission DepositException/Community Development Director DepositZoning, LCP, and GP Amendments

LCP/GP DepositIP/Rezoning DepositPlanned Unit Development Specific Plan DepositPlanned Unit Development Specific Plan Amendment DepositPlanned Unit Development Precise Plan DepositPlanned Unit Development Precise Plan Amendment DepositAnnexation/Prezoning Deposit

Land Division and MergerCertificate of Compliance DepositLot Merger DepositLot Line Adjustment DepositParcel Map (four or fewer lots) DepositTentative Subdivision Map DepositSubdivision Agreement No FeeTime Extension Deposit

Community Development Director Review Deposit11 Building Plan Review / Support

1 Minor Residential improvement Flat fee2 TI or Addition of s.f Flat fee3 New SFD Flat fee4 New Multifamily or Commercial Flat fee

[3] Permit fees for work done without a valid permit are 2x the applicable permit fee[4] Construction activities during October through April shall require Storm Water Pollution Prevention plans, measures and fees.[5] For deposit accounts, total cost equal to 100% of staff and/or consultant time and materials

1 Single Family and Acessory Dwelling Units greater than 750 SQFT(Developer Impact Fees calculated for each Accessory Dwelling Unit per City Ordinance and State Law)1 Sewer Capacity ‐ Assessment District Participant Per dwelling unitSewer Capacity ‐ Assessment District Non‐Participant Each SFRE***

2 SMIP Residential* $100,000 ValuationSMIP Commercial* $100,000 Valuation

3 BSRF (Bldg. Stndrds Admin Spec Revolving Fnd)**$1 ‐ 25,000 Valuation$25,001 ‐ 50,000 Valuation$50,001 ‐ 75,000 Valuation$75,001 ‐ 100,000 ValuationEvery $25,000 or fraction above $100,000 Valuation

$821.00 $919.00

$821.00 $836.00$821.00 $919.00

$1,642.00 $1,672.00

$821.00 $919.00$821.00 $919.00

$821.00 $919.00$821.00 $919.00

$821.00 $919.00$821.00 $919.00

$821.00 $919.00$1,642.00 $1,837.00

$821.00 $919.00$410.00 $459.00

$821.00 $919.00

$216.00 $220.00

$821.00 $919.00$204.00 $228.00

$3,285.00 $3,675.00

$5,128.00 $5,272.00$18,232.00 $18,743.00

$1,090.00 $1,110.00

IV. DEVELOPER IMPACT FEES[6]

$435.00 $443.00$435.00 $443.00

$2.00 $2.00$3.00 $3.00

$1.00 $1.00

$0.00 $0.00$0.00 $0.00

$4.00 $4.00$1.00 $1.00

Page 10 of 2043

AMOUNT AMOUNT




4 Storm Drainage Per dwelling unit5 Capital Outlay Facilities Per dwelling unit6 Traffic Mitigation Per dwelling unit7 Park Facilities Per dwelling unit

2 Development Fees; Multi‐Family / Commercial1 Sewer Capacity

Multi‐Family Per dwelling unitMobile Home Per dwelling unitOffice Per 1,000 square feetCommercial/Retail Per 1,000 square feetLodging Per roomIndustrial Per 1,000 square feet

Sewer Connection ‐ Assessment District Non‐Participant Each SFRE***

2 SMIP Residential*Valuation over $3,850, the fee is $13 per $100,000 permit valuation

SMIP Commercial*Valuation over $1,786, the fee is $28 per $100,000 permit valuation

SMIP Flat Fee*Residential permits under $3,850 and Commerical permits under $1,786, fee is $.50

3 BSRF (Bldg. Stndrds Admin Spec Revolving Fnd)**

$1 ‐ 25,000 Valuation$25,001 ‐ 50,000 Valuation$50,001 ‐ 75,000 Valuation$75,001 ‐ 100,000 ValuationEvery $25,000 or fraction thereof above $100,000 Valuation

4 Storm DrainageMulti‐Family Per dwelling unitMobile Home Per dwelling unitOffice Per 1,000 square feetCommercial/Retail Per 1,000 square feetLodging Per roomIndustrial Per 1,000 square feet

5 Capital OutlayMulti‐Family Per dwelling unitMobile Home Per dwelling unitOffice Per 1,000 square feetCommercial/Retail Per 1,000 square feetLodging Per roomIndustrial Per 1,000 square feet

6 Traffic MitigationMulti‐Family Per dwelling unitMobile Home Per dwelling unit

$7,215.00 $7,417.00$8,147.00 $8,375.00

$781.00 $803.00$1,107.00 $1,138.00

$1,998.00 $2,054.00$1,998.00 $2,054.00

$3,230.00 $3,320.00$1,384.00 $1,423.00

$4,307.00 $4,428.00

Per formula Per formula

According to Chapter 719, Statutes of 2008 (Senate Bill No. 1473)




$1,998.00 $2,054.00$18,232.00 $18,743.00

$1.00 $1.00

$3.00 $3.00$4.00 $4.00

$1.00 $1.00$2.00 $2.00

$0.00 $0.00$329.00 $338.00

$659.00 $677.00$476.00 $489.00

$308.00 $317.00$0.00 $0.00

$194.00 $199.00$24.00 $25.00

$700.00 $720.00$353.00 $363.00

$923.00 $949.00

$3,935.00 $4,045.00$3,724.00 $3,828.00

$176.00 $181.00

Page 11 of 2044

AMOUNT AMOUNT




Office Per 1,000 square feetCommercial/Retail Per 1,000 square feetLodging Per roomIndustrial Per 1,000 Square Feet

7 Park Facility FeeMulti‐Family Per dwelling unitMobile Home Per dwelling unit

3 Development Fees ‐ Residential Subdivision Fees OnlyPark Dedication

[6] Fees increase annually by the applicable regional annual average of the Engineering News Record ‐ Construction Cost Index* Strong Motion Instrumentation Program Fees Set According to State of CA Dept of Conservation Rates** Fees Set According to Chapter 719, Statutes of 2008 (Senate Bill No. 1473)*** Single Family Residential Equivalent. See Chapter 13.36.080 Section C. for Commercial, Professional and Institutional Calculation of Connection Charge.

0 Per hour1

1 Pre‐Application Review Deposit2 Pre‐Application Commercial Cannabis Business Deposit3 Measure 'D'

Accessory Dwelling Unit (consistent with City Ordinance and State Law) Flat feeSingle Allocation Flat feePhasing Agreement Deposit

21 Coastal Development Permit Exemption Deposit2 Single Family Residential

<= 3,000 square feet Deposit> 3,000 square feet Deposit

3 Accessory Dwelling Unit ‐ New Development Flat fee4 Multiple Family Residential

>= Four dwelling units Deposit< Four dwelling units Deposit

5 Commercial / Mixed Use<= 10,000 square feet Deposit> 10,000 square feet Deposit

6 Industrial / Institutional<= 20,000 square feet Deposit> 20,000 square feet Deposit

7 Other DevelopmentCommunity Development Director DepositPlanning Commission Deposit

8 AmendmentsMinor Amendment Flat feeMajor Amendments Deposit

3

$4,523.00 $4,650.00$7,579.00 $7,791.00

$5,159.00 $5,303.00$6,788.00 $6,978.00

$2,401.00 $2,486.00$3,677.00 $3,780.00

$1,553.00 $1,581.00

Pre‐Entitlement Processing$1,553.00 $1,738.00

Per Chapter 17.48 of Municipal Code Per Chapter 17.48 of Municipal Code

V. PLANNING[5]

Planning Hourly Rate $237.00 $241.00

$2,251.00 $2,519.00

Coastal Development Permit Processing$451.00 $505.00

$610.00$599.00 $610.00$2,261.00 $2,301.00

$599.00

$5,575.00 $6,232.00$3,323.00 $3,718.00

$2,894.00 $3,238.00$594.00 $605.00

$5,575.00 $6,232.00$3,323.00 $3,718.00

$3,323.00 $3,718.00$5,575.00 $6,232.00

$2,465.00 $2,758.00Environmental Clearance Processing

$460.00 $468.00

$2,465.00 $2,758.00$3,162.00 $3,538.00

Page 12 of 2045

AMOUNT AMOUNT




1 CEQA/NEPA Environmental ClearanceNegative Declaration DepositEIR Deposit

2 Notice of Exemption Flat fee4

1 Architectural, Landscape, and Site Plan Review Deposit5

1 Home Occupation Flat fee2 Commercial Cannabis Business License Deposit3 Use Permit Deposit4 Variance / Exception Planning Commission Deposit5 Exception and Community Development Director Deposit6 Zoning, LCP, and GP Amendments

LCP/GP DepositIP/Rezoning DepositPlanned Unit Development Specific Plan DepositPlanned Unit Development Specific Plan Amendment DepositPlanned Unit Development Precise Plan DepositPlanned Unit Development Precise Plan Amendment DepositAnnexation/Prezoning Deposit

6

Filling Fee ‐ Outside CCC Aplleals Jurisdiction Flat feeFilling Fee ‐ Within CCC Aplleals Jurisdiction No feeProcessing Fee ‐ Paid by developer Deposit

7Certificate of Compliance DepositLot Merger DepositLot Line Adjustment DepositParcel Map (four or fewer lots) DepositTentative Subdivision Map DepositSubdivision Agreement DepositTime Extension Deposit

8Community Development Director Review Flat feePlanning Commission Review DepositExceptions Planning Commission Review Deposit

9Zoning Compliance Letter Flat feePublic Convenience & Necessity Letter Flat feeWater Transfer Letter Flat fee

10Up to 5 trees Flat FeeMore than 5 trees Deposit

Design Review Processing$669.00 $749.00

$10,131.00 $11,335.00$237.00 $241.00

$4,502.00 $5,037.00

$449.00 $502.00

$5,371.00 $5,604.00$1,018.00 $1,139.00$1,018.00 $1,139.00

Entitlement Processing$118.00 $120.00

$7,880.00 $8,816.00$4,074.00 $4,558.00

$15,814.00 $17,693.00$7,880.00 $8,816.00

$15,814.00 $17,693.00$15,814.00 $17,693.00

$3,376.00 $3,777.00Land Division and Merger

$232.00 $241.00

$15,814.00 $17,693.00

AppealsHalf the original fee if applicable. No appeal fee if the City is the applicant.

Half the original fee if applicable. No appeal fee if the City is the applicant.

$11,258.00 $12,596.00$4,502.00 $5,037.00

$2,036.00 $2,278.00$4,074.00 $4,558.00

$2,036.00 $2,278.00$899.00 $1,006.00

$1,018.00 $1,139.00Other Services

$177.00 $184.00$1,018.00 $1,139.00

$2,036.00 $2,278.00Sign Permit

$301.00 $306.00$508.00 $529.00

$232.00 $241.00Tree Removal Review

$232.00 $241.00$232.00 $241.00

Page 13 of 2046

AMOUNT AMOUNT




11 Flat fee12 Flat fee13

1 California Department of Fish and WildlifePer agency schedule

2 Local Agency Formation Commission (LAFCo) Per agency schedule

3 San Mateo County Recorder Per agency schedule

[5] For deposit accounts, total cost equal to 100% of staff and/or consultant time and materials[7] Fees charged by these agencies are in addition to fees charged by the City

1 Violations of Municipal Code other than building or safety provisions1 First Violation Each2 Second Violation within one calendar year Each3 Third or subsequent violations within one calendar year Each

2 Violations of building or safety provisions of the Municipal Code1 First Violation Each2 Second Violation within one calendar year Each3 Third or subsequent violations within one calendar year Each

1 Violations of Municipal Code other than building or safety provisions1 First Violation Each2 Second Violation within one calendar year Each3 Third or subsequent violations within one calendar year Each

2 Violations of building or safety provisions of the Municipal Code1 First Violation Each2 Second Violation within one calendar year Each3 Third or subsequent violations within one calendar year Each

3 Facility Rental fees1 General Public Fees

Grand Oak RoomWeek Day Rate (9am ‐ 5pm) Per HourWeekend/WeekDay Rate (after 5pm) Per HourSecurity Deposit Deposit

Oak RoomWeek Day Rate (9am ‐ 5pm) Per HourWeekend/WeekDay Rate (after 5pm) Per HourSecurity Deposit Deposit

Manzanita RoomWeek Day Rate (9am ‐ 5pm) Per HourWeekend/WeekDay Rate (after 5pm) Per HourSecurity Deposit Deposit

Tree Rooms

$60.00$125.00$500.00

$40.00$100.00$300.00

$25.00$60.00$200.00

$100.00$300.00

$25.00$60.00$200.00

Annexation fees vary by acrage Annexation fees vary by acrageFee required to record and/or post various

documentsFee required to record and/or post various

documents

Fees Required by other Agencies [7]Fee required to review various environmental documents

Fee required to review various environmental documents

Mobile Food Vendor Permit $232.00 $241.00Sound Amplification Permit $232.00 $241.00

$100.00 $100.00$500.00 $500.00$1,000.00 $1,000.00

$200.00 $200.00$500.00 $500.00

VI. ADMINISTRATIVE CITATION PENALTIES

$100.00 $100.00

$100.00 $100.00

$200.00 $200.00$500.00 $500.00

VII. PARKS AND RECREATION

$100.00 $100.00

$500.00 $500.00$1,000.00 $1,000.00

$60.00$125.00$500.00

$40.00

Page 14 of 2047

AMOUNT AMOUNT




Week Day Rate (9am ‐ 5pm) Per HourWeekend/WeekDay Rate (after 5pm) Per HourSecurity Deposit Deposit

Day RoomsWeek Day Rate (9am ‐ 5pm) Per HourWeekend/WeekDay Rate (after 5pm) Per HourSecurity Deposit Deposit

Sun RoomWeek Day Rate (9am ‐ 5pm) Per HourWeekend/WeekDay Rate (after 5pm) Per HourSecurity Deposit Deposit

Ted Adcock Kitchen (Kitchen Only)Week Day Rate (9am ‐ 5pm) Per HourWeekend/WeekDay Rate (after 5pm) Per HourSecurity Deposit Deposit

Ted Adcock Kitchen (with Room Rental)Week Day Rate (9am ‐ 5pm) Per HourWeekend/WeekDay Rate (after 5pm) Per HourSecurity Deposit Deposit

Train DepotWeek Day Rate (9am ‐ 5pm) Per hourWeekend/WeekDay Rate (after 5pm) Per hourSecurity Deposit Deposit

Smith Field #3No Lights Per hourW/ Lights Per hour

Library Community Room (Full Room)Week Day Rate (9am ‐ 5pm) Per HourWeekend/WeekDay Rate (after 5pm) Per HourSecurity Deposit Deposit

Library Community Room (Room A)Week Day Rate (9am ‐ 5pm) Per HourWeekend/WeekDay Rate (after 5pm) Per HourSecurity Deposit Deposit

Library Community Room (Room B)Week Day Rate (9am ‐ 5pm) Per HourWeekend/WeekDay Rate (after 5pm) Per hourSecurity Deposit Deposit

2 Non‐Profit/Government FeesGrand Oak Room


Oak Room

$25.00 $25.00$50.00 $50.00$300.00 $300.00

$25.00$60.00$500.00

$15.00$25.00$200.00

$20.00$35.00$300.00

$35.00$100.00

$20.00$35.00$100.00

$30.00$60.00$500.00

$15.00$30.00$100.00

$30.00

$25.00$60.00$200.00

$15.00$25.00$200.00

$20.00$35.00$200.00

$20.00$35.00$100.00

$500.00

$20.00

$100.00

$30.00$35.00$100.00

$20.00$55.00

$35.00

$20.00$55.00

$20.00$35.00$100.00

$20.00$35.00$100.00

$20.00$35.00

Page 15 of 2048

AMOUNT AMOUNT





Manzanita RoomWeek Day Rate (9am ‐ 5pm) Per HourWeekend/WeekDay Rate (after 5pm) Per HourSecurity Deposit Deposit

Tree RoomsWeek Day Rate (9am ‐ 5pm) Per HourWeekend/WeekDay Rate (after 5pm) Per HourSecurity Deposit Deposit

Day RoomsWeek Day Rate (9am ‐ 5pm) Per HourWeekend/WeekDay Rate (after 5pm) Per HourSecurity Deposit Deposit

Sun RoomWeek Day Rate (9am ‐ 5pm) Per HourWeekend/WeekDay Rate (after 5pm) Per HourSecurity Deposit Deposit

Ted Adcock Kitchen (Kitchen Only)Week Day Rate (9am ‐ 5pm) Per HourWeekend/WeekDay Rate (after 5pm) Per HourSecurity Deposit Deposit

Ted Adcock Kitchen (with Room Rental)Week Day Rate (9am ‐ 5pm) Per HourWeekend/WeekDay Rate (after 5pm) Per HourSecurity Deposit Deposit

Train DepotWeek Day Rate (9am ‐ 5pm) Per hourWeekend/WeekDay Rate (after 5pm) Per hourSecurity Deposit Deposit


Library Community Room (Full Room)Week Day Rate (9am ‐ 5pm) Per HourWeekend/WeekDay Rate (after 5pm) Per HourSecurity Deposit Deposit

Library Community Room (Room A)Week Day Rate (9am ‐ 5pm) Per HourWeekend/WeekDay Rate (after 5pm) Per HourSecurity Deposit Deposit

Library Community Room (Room B)Week Day Rate (9am ‐ 5pm) Per Hour

$100.00 $100.00

$10.00 $10.00$20.00 $20.00$100.00 $100.00

$10.00 $10.00

$15.00$30.00$100.00

$10.00$20.00

$10.00 $10.00$20.00 $20.00$100.00 $100.00

$20.00 $20.00$55.00 $55.00

$10.00 $10.00$20.00 $20.00

$100.00

$100.00 $100.00

$10.00 $10.00$20.00 $20.00$100.00 $100.00

$10.00 $10.00$20.00 $20.00$100.00 $100.00

$15.00 $15.00$30.00 $30.00$200.00 $200.00

$10.00 $10.00$20.00 $20.00$100.00 $100.00

$10.00 $10.00$20.00 $20.00

Page 16 of 2049

AMOUNT AMOUNT




Weekend/WeekDay Rate (after 5pm) Per hourSecurity Deposit Deposit

3 Staff FeesBuilding Attendant Per Hour

1 Duplication1 Public Safety Reports Each2 Photo Reproduction Each3 Audio Tape/CD Reproduction Per tape / CD cisc4 Audio Tape Reproduction Per tape / CD cisc

2 Licensing1 Bingo Establishment Processing (Chapter 3.94)

Bingo Establishment Each Renewal Each per year

2 Fortune Telling (Chapter 3.95)New Business Each Renewal Each per yearNew Tech. EachRenewal Tech Each per year

3 Massage Establishments (Chapter 3.88)New Business EachRenewal Each per yearTransfer EachReinstatement ‐ "grandfather" existing practitioners prior to Jan 1, 2015 EachNew Tech. No feeRenewal (Tech) No feeReinstatement (Tech) No fee

4 Secondhand DealersNew Dealers Each Renewal Each per year

5 Solicitor / PeddlerNew Applicant Each Annual Renewal Each per year

3 Miscellaneous Fees1 Public Safety Service Fees2 Vehicle Release Per vehicle

Repossession Release Per vehicle3 Clearance/Special Letters Each4 Illegal Sign Confiscation Per incidence5 Illegal Fireworks Confiscation Per citation

4 Parking Fees1 Temporary Offstreet Parking Per vehicle per year

5 Citation Fee Schedule^

1. Municipal Code FEE DELINQUENT FEE FEE DELINQUENT FEE

$20.00 $20.00$100.00 $100.00

$25.00

$20.00 $20.00$20.00 $20.00

VIII. PUBLIC SAFETY

$10.00 $10.00

$134.00$134.00 $134.00

$134.00 $134.00$134.00 $134.00

$20.00 $20.00

$668.00 $668.00

$668.00 $668.00$134.00 $134.00

$668.00 $668.00$134.00 $134.00

$21.00 $21.00

$95.00 $95.00$15.00 $15.00

$173.00 $173.00

$42.00 $42.00$173.00 $173.00

$0.00 $0.00$0.00 $0.00

$286.00 $286.00$0.00 $0.00

$134.00 $134.00$668.00 $668.00

$668.00 $668.00$134.00 $134.00

$134.00

Page 17 of 2050

AMOUNT AMOUNT




3.92.030 Solicitors License Required $50.00 $44.00 Each9.11.010 Skateboard Park Use: Pads/Helment $25.00 $44.00 Each9.12.040 Consume Alcohol In Public Right Of Way Each9.12.050 Alcoholic Beverages‐Public Parks Each9.12.070 Prohibit Fires City Beaches Each9.12.080 Prohibit Fires City Parks Each9.12.090 Prohibit Glass Containers City Parks And Beaches Each9.13.030 Park Hours‐Closed Sunset to Sunrise Each9.13.050 Unlawful Activities (Designated) Each9.14.010(b) Fireworks manf/sale/possession $107.00 $47.00 Each9.24.020 Sleep in Vehicle 2200/0600 $50.00 $44.00 Each9.48.020 Discharge Firearm (City) $100.00 $47.00 Each9.48.060 Sale To Minor/gas weapon $25.00 $44.00 Each10.08.020 Direct Traffic Unauthorized Person $50.00 $44.00 Each10.08.030 Obey Traffic Direction $50.00 $44.00 Each10.08.060 Removing Chalk Marks $74.00 $44.00 $74.00 $44.00 Each10.12.030 Obedience To Signs $74.00 $44.00 $74.00 $44.00 Each10.16.040 U‐turns To Enter Parking Spaces $25.00 $44.00 Each10.28.020 Clinging To Motor Vehicle $50.00 $44.00 Each10.28.040 Riding/Driving Sidewalk (Vehicle/Horse) $25.00 $44.00 Each10.28.050 Drive On New Pavement/Markings $25.00 $44.00 Each10.28.060 Limited Access $45.00 $46.00 $46.00 $47.00 Each10.28.080 Obey Barriers And Signs $25.00 $44.00 Each10.36.110 Wheels Not Curbed $45.00 $46.00 $46.00 $47.00 Each10.36.010 No Parking, Stopping, Standing $44.00 $46.00 $45.00 $47.00 Each10.36.10(b) Poplar Beach/Time Limit Parking $40.00 $44.00 Each10.36.030 Parking Restricted $44.00 $46.00 $45.00 $47.00 Each10.36.040 No Parking Zone (Permits) $48.00 $46.00 $49.00 $47.00 Each10.36.050 Parked Over 72 Hours $48.00 $46.00 $49.00 $47.00 Each10.36.060 Advertising For Sale On Street $45.00 $46.00 $46.00 $47.00 Each10.36.070 Repair Vehicle On Street $45.00 $46.00 $46.00 $47.00 Each10.36.080 Washing Vehicle On Street $45.00 $46.00 $46.00 $47.00 Each10.36.090 (B) School Zone $48.00 $46.00 $49.00 $47.00 Each10.36.100 (A) No Parking Posted $48.00 $46.00 $49.00 $47.00 Each10.36.100 (B) No Parking‐Narrow Street $48.00 $46.00 $49.00 $47.00 Each10.36.120 Peddler Vehicle‐No Permit $45.00 $46.00 $46.00 $47.00 Each10.36.130 Emergency Signs $78.00 $46.00 $80.00 $47.00 Each10.36.150 Electric Vehicle Parking Only $46.00 $47.00 Each10.36.160 Electric Over Two Hours $40.00 $47.00 Each10.37.020 Oversize Vehicle 0200‐0500 $78.00 $46.00 $80.00 $47.00 Each10.37.030 Non‐Motorized Vehicle Unhook $78.00 $46.00 $80.00 $47.00 Each10.40.010 15 Min Zone (Green Curb) $48.00 $46.00 $49.00 $47.00 Each10.40.020 2 Hour Zone $48.00 $46.00 $49.00 $47.00 Each10.40.030 Parking On One‐Way Streets $48.00 $46.00 $49.00 $47.00 Each

Page 18 of 2051

AMOUNT AMOUNT




10.40.040 (A) Diagonal Parking Zone $48.00 $46.00 $49.00 $47.00 Each10.40.040 (B) Front Tire 6 Inches From Curb $48.00 $46.00 $49.00 $47.00 Each10.40.050 Use More Than One Space $48.00 $46.00 $49.00 $47.00 Each10.40.060 No Stopping Zone $48.00 $46.00 $49.00 $47.00 Each10.40.070 12 Hour Parking‐When Posted $46.00 $44.00 $46.00 $44.00 Each10.40.080 Move Vehicle ‐ Avoid Time Limit $46.00 $44.00 $46.00 $44.00 Each10.40.090 Store Vehicle On Street $46.00 $44.00 $46.00 $44.00 Each10.40.100 Repeat Violations $46.00 $44.00 $46.00 $44.00 Each10.40.110 Extended Parking Permits $46.00 $44.00 $46.00 $44.00 Each10.44.020 Curb Marked (Red/White/Green) $74.00 $44.00 $74.00 $44.00 Each10.44.030 No Truck/Trailer $71.00 $44.00 $71.00 $44.00 Each10.44.040 Loading Zone $46.00 $44.00 $46.00 $44.00 Each10.44.050 Passenger Loading Zone $46.00 $44.00 $46.00 $44.00 Each10.44.060 No Parking In Alley $46.00 $44.00 $46.00 $44.00 Each10.44.070 Bus Zone $46.00 $44.00 $46.00 $44.00 Each10.48.030 Vehicle Off Road $71.00 $44.00 $71.00 $44.00 Each10.50.010 No Parking After Dusk Mirada/Redondo/Poplar $74.00 $44.00 $74.00 $44.00 Each10.50.020 No Parking After Dusk Wavecrest $74.00 $44.00 $74.00 $44.00 Each12.08.040 Dumping On Street/Alley/Gutter $286.00 $44.00 $286.00 $44.00 Each12.12.030 Dumping $124.00 $44.00 $124.00 $44.00 Each2. California Vehicle Code ^^ FEE DELINQUENT FEE FEE DELINQUENT FEE21113 (A) Parked On Public Ground $43.00 $42.00 $43.00 $42.00 Each

Parking Prohibited $38.00 $42.00 $38.00 $42.00 Each22500 (A) Parking In Intersection $38.00 $42.00 $38.00 $42.00 Each22500 (B) Parking On Crosswalk $38.00 $42.00 $38.00 $42.00 Each22500 ( C) Parking In Safety Zone $38.00 $42.00 $38.00 $42.00 Each22500 (D) Within 15' Fire Station Driveway $38.00 $42.00 $38.00 $42.00 Each22500 (E) Parking In Driveway $38.00 $42.00 $38.00 $42.00 Each22500 (F) Parking On Sidewalk $38.00 $42.00 $38.00 $42.00 Each22500 (G) Obstruct Traffic @ Excavation $38.00 $42.00 $38.00 $42.00 Each22500 (H) Double Parking $38.00 $42.00 $38.00 $42.00 Each22500 (I) Parking In Bus Zone $38.00 $42.00 $38.00 $42.00 Each22500 (J) Parking In Tunnel $38.00 $42.00 $38.00 $42.00 Each22500 (K) Parking On Bridge $38.00 $42.00 $38.00 $42.00 Each22500 (L) Blocking Wheelchair Access $333.00 $42.00 $333.00 $42.00 Each22502 (A) Over 18" From Curb $33.00 $42.00 $33.00 $42.00 Each22502 (E) Curb Parking/One‐Way Street $30.00 $42.00 $30.00 $42.00 Each22504 (A) Unincorporated Area Parking $43.00 $42.00 $43.00 $42.00 Each22505 (B) No Parking ‐ State Hwy $48.00 $42.00 $48.00 $42.00 Each22507.8 ( A) Handicapped Space Without Placard $333.00 $42.00 $333.00 $42.00 Each22507.8 ( B) Blocking Handicapped Space $333.00 $333.00 $333.00 $333.00 Each22507.8 ( C) Hashmarks Handicap Zone $333.00 $333.00 $333.00 $333.00 Each22514 Fire Hydrants ‐ Within 15 Feet $38.00 $38.00 $38.00 $38.00 Each22515 Unattended Vehicle ‐ Engine Running $33.00 $33.00 $33.00 $33.00 Each

22500.1

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AMOUNT AMOUNT




22519 Posted For Patrons Only $33.00 $33.00 $33.00 $33.00 Each22522 Block Sidewalk Ramp $333.00 $333.00 $333.00 $333.00 Each22523 (A) Abandon Vehicle On Highway $105.00 $105.00 $105.00 $105.00 Each22523 A/B Abandoned Vehicle $105.00 $105.00 $105.00 $105.00 Each22523 (B) Abandon Vehicle ‐ Private Property $105.00 $105.00 $105.00 $105.00 Each22526 (A) Blocking Intersection $53.00 $53.00 $53.00 $53.00 Each22951 Park Lot ‐ Street & Alley $25.00 $25.00 $25.00 $25.00 Each22952 (A) Park Lot‐Tow/Removal $40.00 $40.00 $40.00 $40.00 Each22952 (B) Park Lot‐Tow/Removal $40.00 $40.00 $40.00 $40.00 Each23333 Stop/Park On Bridge $43.00 $43.00 $43.00 $43.00 Each23336 Violate Posted Signs $40.00 $40.00 $40.00 $40.00 Each28071 Bumper Required‐Fine Or P/C $25.00 $25.00 $25.00 $25.00 Each22507.8 (A) Handicapped Space Without Placard $333.00 $333.00 $333.00 $333.00 Each4000 (A) Unregistered Vehicle $53.00 $53.00 $53.00 $53.00 Each4462 (B) Registration On Wrong Vehicle $30.00 $30.00 $30.00 $30.00 Each4464 Altered License Plate $30.00 $42.00 $30.00 $42.00 Each5200 Lic Plate Missing ‐ Fine Or P/C $35.00 $35.00 $35.00 $35.00 Each5201 Plate Positioning ‐ Fine Or P/C $30.00 $30.00 $30.00 $30.00 Each5202 Period Of Display ‐ Fine Or P/C $30.00 $30.00 $30.00 $30.00 Each5204 (A) Tags Attach Wrong ‐ Fine Or P/C $30.00 $30.00 $30.00 $30.00 Each

6 D.U.I. Cost RecoveryArrest with Traffic Collision & Transportation Each

^ Citation fee amounts increase for two or more offenses. Applicable fees are stated on the violation notice.^^ California Vehicle Code Fees are established by the State of California and are not escalated by the CPI All Urban Consumers/San Francisco‐Oakland‐San Jose

IX. REFUND POLICYAny request for Fee refunds shall be submitted in writing to the appropriate Department’s Director within 90 days from the date of submittal. The grounds for requesting a refund shall be detailed in the written request. However, once the City has commenced work on an applicable service for which a fee is charged, no refunds are allowed. The Department’s Director shall determine if a fee is refundable based on this criterion. Any refund will be net a processing fee equivalent to 0.5 hours of the Building Hourly Rate and any other incidentals that may be incurred. The party requesting the refund shall be informed in writing of the decision of the Department’s Director within ten (10) working days of receiving the written refund request. The requesting party may appeal the determination of the Department’s Director to the City Manager, within ten (10) days of mailing notice to the requesting party. The City Manager’s decision of the appeal review will be the final action taken by the City.

$731.00 $749.00

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AGENDA REPORT


TO: Honorable Mayor and City Council FROM: Bob Nisbet, City Manager VIA: Lisa Lopez, Administrative Services Director

Kenneth Stiles, Senior Accountant Bryan Lopez, Senior Management Analyst

TITLE: FISCAL YEAR 2021-2022 RECOMMENDED BUDGET ______________________________________________________________________________ RECOMMENDATION: Receive a presentation on the FY 2021-22 Recommended Budget, and after accepting public comments and providing additional direction to staff, direct staff to return with the final proposed budget for adoption on June 15, 2021. FISCAL IMPACT: There is no fiscal impact associated with this staff report. Following the hearing, any changes directed by the Council will be incorporated into the FY 2021-22 Recommended Budget which will be presented to the Council for adoption on June 15, 2021. STRATEGIC ELEMENT: This recommendation supports all four strategic plan elements: Infrastructure and Environment, Healthy Communities and Public Safety, Fiscal Sustainability, and Inclusive Governance. BACKGROUND: The City’s budget is the result of a thorough, collaborative, and transparent process involving the City Council, City staff, and the community. The annual budget cycle begins each year with the creation of a budget schedule and is completed with a public hearing followed by approval of the recommended budget by the City Council in June. Due to restrictions imposed during the pandemic, the budget process included virtual public meetings intended to gather feedback, help inform priorities, and provide opportunities for the community to participate in the development of the City’s annual budget. Public meetings associated with this year’s budget process are shown in the table below:

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PUBLIC MEETING

BUDGET STEP TIME FRAME

1-2 Community Listening Sessions March 3 and 6

3 Council Strategic Planning and Priority Setting Workshop March 24

4 Finance Subcommittee: Review of proposed budget for Fiscal Year 2021-2022

May 20

5-6 Public Hearing / Adoption: City Council Review and Approval of Recommended FY 20-21 Budget

June 1; June 15

On May 20, 2021, the City Council Finance Subcommittee met to review the proposed FY 2021-22 operating and capital budget and recommended to send the budget to the full Council on June 1, 2021.

DISCUSSION: Due to the recent pandemic and its impact on City revenue since mid-March 2020, City staff has been working to handle the effect to City finances and options to keep the City operational. As with many cities throughout the nation, the City began FY 2020-21 with significant financial challenges, which included furloughs for all staff and employee layoffs. However, through a conservative financial approach, diligent monitoring and departments scaling back expenses; the city was able to continue providing essential services to the community. As restrictions begin to ease, the City has begun to see revenues slowly increase. While not back to our pre-Covid financial status, the City is preparing to resume full operations including re-opening City Hall by Fall 2021. Council Priorities: During FY 2020-21, the City completed several significant projects that are aligned with the Council’s four Strategic Elements: 1) Infrastructure and Environment, 2) Healthy Communities and Public Safety, 3) Fiscal Sustainability, and 4) Inclusive Government. In preparation for the upcoming budget, the City Council hosted online community listening sessions, which allowed the Council to hear directly from members of the community to gain additional insight into the community’s priorities for budget allocation of resources over the next year and beyond.

The listening sessions culminated in a priority setting workshop on March 24, 2021. At this workshop, the City Council established the following five broad priorities:

1. Affordable Housing (an ongoing multi-year priority) 2. Public Health, Safety and Emergency Preparation

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3. Community and Climate Resilience and Sustainability 4. Economic Recovery and Development 5. Redistricting

Staff has prepared workplans for each of the five priority areas, which define realistic expectations for work to be completed in Fiscal Years 2021-23

Budget at a Glance: The City’s total estimated revenue (all funds) for FY 2021-22 is $34.3 million. This amount represents a 3 percent increase from FY 2020-21. This is primarily due to increased general fund revenues and more specifically, Transient Occupancy Tax (TOT) and American Rescue Plan Act (ARPA) funding. General Fund revenues are approximately 53% percent of total revenues and the primary three sources of General Fund revenues are Property Tax, Sales Tax, and Transient Occupancy Tax (TOT), as seen on the pie chart below. As COVID related restrictions ease and economic activity returns, these primary three sources are expected to increase by 29% from FY 2020-21. The total increase of general fund revenues from the year prior is 26%. These projections are based on staff analysis of local conditions and reflect information received from several sources, including the City’s Sales and Transient Occupancy Tax consultants.

Fund NameActual

2018-19

Actual

2019-20

Revised

2020-21

Recommended

2021-22

General Fund 17,497,101 16,827,803 14,588,566 18,338,503

Enterprise Funds 5,203,327 6,928,511 6,035,204 6,957,631

Special Revenue and Capital Projects Funds 9,754,752 7,183,991 10,507,159 6,586,205

Internal Service Funds 1,835,387 2,227,754 1,954,403 2,444,133

Debt Service 1,243,535 143,939 - -

Grand Total 35,534,101 33,311,998 33,085,332 34,326,473

Revenues and Transfers All Funds

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The City’s total proposed budget expenditures for FY 2021-22 are $41 million, 45 percent of which, are from the General Fund. Total expenditures are 5 percent more than FY 2020-21. This increase is primarily due to increase spending in the general fund with the use of ARPA funds. Capital improvements are approximately 25 percent of total expenditures, or $10.5 million. Of the General Fund expenditures, the largest departmental budget is for public safety as shown in the pie chart on the following page.

Fund NameActual

2018-19

Actual

2019-20

Revised

2020-21

Recommended

2021-22

General Fund 16,503,288 17,149,915 16,072,208 18,867,875

Enterprise Funds 5,134,691 6,346,283 11,201,162 11,282,083

Special Revenue and Capital Projects Funds 6,720,300 7,669,179 10,799,528 8,794,169

Internal Service Funds 1,726,266 1,750,482 2,014,079 2,690,575

Debt Service 937,704 11,783,851 30,000 -

Grand Total 31,022,249 44,699,710 40,116,977 41,634,702

Expenditures and Transfers All Funds

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Looking ahead. Based on assumptions, known future costs, and historical information, staff prepared a five-year forecast for general fund revenues and expenditures. Forecasts are generally used to spot any significant fiscal issues in future years. The chart below shows revenues and expenditures during this five-year period.

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Based on the forecast, expenditures will potentially exceed revenues in future years. If so, these deficits by default would have to be mitigated by either unassigned fund balances, using reserves, and/or making cuts to expenditures. The chart below details those balances during the same five-year period.

Based on reserve levels and future opportunities to adjust future budgets, there appears to be no significant issue of fiscal stability at this time. However, potential deficits may occur in future years. With the annual budget process and mid-year adjustments, the City will have to plan to address this through either increasing revenue or decreasing expenditures. American Rescue Plan Act (ARPA) Funds On May 10, 2021 the U.S. Department of Treasury released guidance on the Coronavirus State and Local Fiscal Recovery Funds (CSLFRF) included in the American Rescue Plan Act. The CSLFRF includes nearly $130 billion in direct, flexible aid to local governments in America, as well as other crucial investments in local communities. The City of Half Moon Bay is estimated to receive $2.4M over the course of two years, with the first installment of $1.2M being disbursed for FY 21-22.

The City of Half Moon Bay is designated as a non-entitlement unit (NEU) of local government, which is typically a city serving populations of less than 50,000. NEUs will receive Coronavirus Local Fiscal Recovery Fund payments through their state governments.

These funds provide a substantial infusion of resources to help turn the tide on the pandemic, address its economic fallout, and lay the foundation for a strong and equitable recovery. The use of this much-needed relief is to:

1. Support public health expenditures 2. Address negative economic impacts caused by the public health emergency: 3. Serving the hardest-hit communities and families

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4. Replace lost public sector revenue 5. Invest in Water, sewer, and Broadband structure 6. Provide premium pay for essential workers

The American Rescue Act Plan Funds provide substantial flexibility for each government to meet local needs—below is the recommended use of the funds within the budget for FY 2021-22:

Reinstatement of Services Amount

Coastside Preparedness event (reinstatement) 10,000

Recreation Leader 80,000

Reinstate music events, sports league and other programming 42,000

National Night out 5,000

PW Inspection (restoring hours) 50,000

Maintenance Worker 96,000

Maintenance Assistant 30,000

Building Inspection (restoring hours) 50,000

Economic Recovery Community Grants 50,000

Grant writer 50,000

Recovery Initiative and Implementation 75,000

Other New Services Arising from COVIDStrategic & crisis communications plan consultant/ interpretation for non-Council meetings 110,000

HR consultant (to assist with items put on hold for Covid and absent a MA) 50,000

Expanded interpretation needs 35,000

Reinstatement of Programs / ProjectsSheriff Substation 250,000

Poplar Street Traffic Calming and Safety Project 40,000

Emergency Response Program 100,000

Neighborhood Traffic Safety Program 25,000

Pilarcitos Creek Restoration 52,000

Total 1,200,000

CONCLUSION

Staff has developed this recommended budget for Fiscal Year 2021-22 based on information mentioned previously and requests any comments or changes from the City Council. Following this hearing, the final proposed budget will be brought back on June 15, 2021 for formal adoption and implementation on July 1, 2021.

ATTACHMENTS:

1. Draft FY 2021-22 Budget

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DRAFT

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City of Half Moon Bay 501 Main Street

Half Moon Bay, CA 94019 Tel: (650) 726-8270 Fax: (650) 726-8261

http://www.hmbcity.com

City Council Robert Brownstone, Mayor

Debbie Ruddock, Vice Mayor Joaquin Jimenez, Councilmember Harvey Rarback, Councilmember

Deborah Ruddock, Councilmember

City Manager Robert Nisbet

Budget Book Preparation

Lisa Lopez, Administrative Services Director Kenneth Stiles, Senior Accountant

Bryan Lopez, Senior Management Analyst Maggie Rodriguez, Administrative Assistant

Jessica Blair, Communications Director/City Clerk Matthew Chidester, Deputy City Manager

Corie Stocker, Management Analyst John Doughty, Public Works Director Jennifer Chong, Management Analyst

Karen Decker, Senior Management Analyst Jill Ekas, Community Development Director

Catherine Engberg, City Attorney Jonathan Roisman, Deputy City Clerk

Budget Message Translation Julissa Acosta, Accounting & Payroll Technician

Cover Artwork Steve Rossi

Budget Artwork Provided by the Coastal Arts League

Jane Lewis, President

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D istinguishedB udget P resentation

A w ard

G O V E R N M E N T FIN A N C E O FFIC E R S A S S O C IA TIO N

July 1, 2020

For the Fiscal Year Beginning

PRESENTED TO

City of Half Moon Bay

Executive Director

CaliforniaDRAFT

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The Government Finance Officers Association

of the United States and Canada

presents this

CERTIFICATE OF RECOGNITION FOR BUDGET PREPARATIONto

The Certificate of Recognition for Budget Preparation is presented by the Government

Finance Officers Association to those individuals who have been instrumental in their

government unit achieving a Distinguished Budget Presentation Award. The

Distinguished Budget Presentation Award, which is the highest award in governmental

budgeting, is presented to those government units whose budgets are judged to adhere

to program standards.

Executive Director

Date February 01, 2021

Finance Department

City of Half Moon Bay, CaliforniaDRAFT64

Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to City of Half Moon Bay, California, for its Annual Budget for the fiscal year beginning July 1, 2020.

In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as a financial plan, as an operations guide,

and as a communications device.

This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to

determine its eligibility for another award.

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Table of Contents

Budget Transmittal Message xx Budget Transmittal Message (Spanish) xx City Council xxCity Council Strategic Plan xx About Half Moon Bay xx Photo Submission Collage xx

Basis of Budget Preparation & Overview xx Summary of Revenue by Fund xx Summary of Expenditures by Fund xx Transfers and Allocations Summary xx Fund Balances xx Gann Appropriations Limit xx

PERSONNEL SUMMARY

Organization Chart xx Executive Team xx Personnel Summary xx Staffing Level Summary xx

GENERAL FUND

General Fund Overview xx General Fund Summary xx General Fund Revenue xx General Fund Expenditures xx General Fund Projections xx General Fund Statement xx

DEPARTMENT BUDGETS

City Council xx City Manager xx City Attorney xxx Communications/City Clerk xxx Administrative Services xxx Risk Management xxx Public Safety xxx Public Works xxx Community Development xxx

OTHER FUNDS

Special Revenue and Capital Funds xxx Debt Service Funds xxx Internal Service Funds xxx Enterprise Funds xxx

CAPITAL IMPROVEMENT xxx

Capital Improvement Program xxx

OTHER INFORMATION xxx

Investment Policy xxx Reserve Policy xxx Master Fee Schedule xxx Supplemental Statistical Section xxx Budget Glossary xxx Acronym Glossary xxx

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The City of Half Moon Bay would like to acknowledge the Coastal Arts League

and the generous artists for providing the artwork included within this budget

document. We are proud to support and encourage the arts community.

Since 1980, the Coastal Arts League has been providing a place for artists to

meet and show their work. Like any small non-profit, they exist because of the

volunteers, who help with exhibits, receptions, and special events. By working

together, they can have an impact on the quality of life for everyone in the com-

munity. The Coastal Arts League Gallery is open from noon to 5 p.m. daily,

closed Tuesday and Wednesday. For more information about their programs,

visit the website at www.Coastside-Artists.com.

Tracy Beardsley Susan MacInnes

Scott Anthony Rainer Neumann

Vickie Kurpinsky Susan Costes-Hoffman Julia Seelos

Barbara Greensweig

Marie Massey

Len Banks Greta Waterman Scott Anthony Patricia Soto-Minder

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http://www.coastside-artists.com

Bobbie Brainerd Jeannie Mecorney-

Fitzgerald

Linda Curtis Mark Monsarrat

Danielle Cuzin-Cowell

Joseph McFadden Lu Chang Mark Monsarrat

Diane Lee-Moomey

Joseph McFadden

Lu Chang

Melinda Vahradian

Emily Camozzi

Judy Lurie-Montara

Lu Chang

Melinda Vahradian

Gary Frink

Katherine Bains Marcia Sivek

Martha Irwin

Greta Waterman-

Djerassi LaRhee Webster Marian Yap

Patricia Soto-Minder

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Executive Summary

Painting By: Barbara Greensweig

Title: Long View Lakeside Road

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Budget Message Placeholder

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Budget Message in Spanish

Placeholder DRAFT

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RESOLUTION No. C-2021-

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HALF MOON BAY ADOPTING THE FISCAL YEAR 2021-2022 ANNUAL OPERATING AND CAPITAL BUDGET

WHEREAS, the City Council of the City of Half Moon Bay has received and completed its review of the proposed FY 2021-22 Operating and Capital Improvement Program Budgets during the budget hearing held on June 1, 2021 and gave general direction on the recommendations contained therein during a public meeting; and

WHEREAS, the City Council of the City of Half Moon Bay has held a public hearing on June 15, 2021 for consideration of adoption of the proposed FY 2021-22 Operating and Capital Budget; and

WHEREAS, the proposed budget was prepared in accordance with the financial policies of the City; and

WHEREAS, the proposed budget is a balanced expenditure plan that ensures the maintenance of adequate reserves during FY 2021-22; and

WHEREAS, in accordance with Section 65103 of the State Government Code, the City’s Planning Commission held a hearing on May 11, 2021 and determined that the Five-Year Capital Improvement Plan is consistent with the City’s General Plan; and

WHEREAS, the City of Half Moon Bay now desires to adopt the 2021-22 Fiscal Year Appropriations Limit, Operating and Capital Improvement Program Budgets for FY 2021-22;

NOW THEREFORE, the City Council of the City of Half Moon Bay does hereby resolve as follows:

1. The City Council does hereby approve and adopt the City’s budget of $41,634,702, including CIP allocation of $10,594,128, for fiscal year 2021-22 consisting of appropriations, inter-fund transfers and General Fund expenditures of $18,867,875 as set forth in all Fund Summary section of the Fiscal Year 2021-22 Budget.

2. The City Council does hereby approve and adopt the City’s budgeted revenue of $34,326,473 for fiscal year 2021-22 and General Fund revenues of $18,338,503 as set forth in all Fund Summary section of the Fiscal Year 2021-22 Budget.

3. The amount of the 2021-22 Fiscal Year Budget for each account area of the budget may be drawn upon in the form of warrants issued for payment of demands and certified in accordance with the provisions of California Government Code Sections 37208 and 37209.

4. The City Manager is hereby authorized to prepare an administrative budget document which further specifies the accounts for the expenditure of appropriations approved by the City Council and set forth in GANN Appropriation Limit Calculation section. The City Manager shall provide the Council with copies of this budget.

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5. A copy of the adopted budget, signed by the Mayor and attested to by the City Clerk, shall be kept on file with the City Clerk of the City of Half Moon Bay, as the official budget of the City of Half Moon Bay for the 2021-22 fiscal year.

***************************************************************** I, the undersigned, hereby certify that the foregoing Resolution was duly passed and adopted on the 15th day of June, 2021 by the City Council of Half Moon Bay by the following vote: AYES, Councilmembers: NOES, Councilmembers: ABSENT, Councilmembers: ABSTAIN, Councilmembers: ATTEST: APPROVED: ___________________________ _____________________________ Jessica Blair, City Clerk Robert Brownstone, Mayor

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City Council

Mayor Robert Brownstone Vice Mayor

Debbie Ruddock

Council member Council member Council member Joaquin Jimenez Deborah Penrose Harvey Rarback

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Strategic Plan Elements/Initiatives The following Strategic Elements are high level objectives that provide a long-range vision for the City’s future and a consistent focus for the City’s services. Infrastructure and Environment Healthy Communities and Public Safety Fiscal Sustainability Inclusive Governance

Based on the Strategic Elements, the City Council has adopted Strategic Initiatives. These Initiatives are intended to help guide the City’s actions and work plans as well as focus efforts on addressing the City’s identified priorities.

Strategic Element: Infrastructure and Environment

Strategic Element: Healthy Communities and Public Safety

Initiatives: • Preserve, upgrade, and maintain existing

City infrastructure to manage and make progress on the backlog created as a result of deferred maintenance.

• Maintain functional and effective usage of City facilities; Sustain efforts to maintain the City as clean, inviting, accessible and aesthetically pleasing, throughout all segments of the community.

• Continue to build and enhance a more sustainable and resilient community by incorporating green and sustainable infrastructure projects and environmental conservation.

• Utilize technology to maximize efficiency and productivity for improved City operations.

Initiatives: • Foster opportunities for affordable housing

for very low, low, moderate, and above moderate-income households, including entry level housing, shared housing, etc.

• Enhance safety for pedestrians, bicyclist, and motorists through a “complete streets” approach

• Promote the health and well-being of children, youth, families, and adults of all ages and abilities.

• Promote a sustainable, comprehensive, and forward looking environmentally/green conscious community.

• Prepare City staff and community members for inevitable natural disasters and other emergencies.

• Provide comprehensive and innovative law enforcement services to reduce crime and the fear of crime; Inform and educate the community around crime prevention and awareness.

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Strategic Element: Fiscal Sustainability

Strategic Element: Inclusive Governance

Initiatives: • Practice sound and responsible financial

management, while providing fiscally sustainable government services that address the needs of the community.

• Support and sustain a business environment that contributes to economic prosperity and revenue generation and improves the economic well-being of the community.

• Promote a balanced economic development approach that retains, attracts, and supports businesses Citywide for a strong, stable, complementary, and diverse business environment, including tourism, coastal resources, conservation, and farmland cultivation.

Initiatives: • Manage the operations of the City as an

engaged, collaborative, and responsive team of professionals who provide services in an effective, accountable, and inclusive manner.

• Emphasize a high level of community engagement through public outreach and building mutually beneficial, innovative, collaborative community partnerships throughout the City.

• Provide organizational development that invests in staff leadership skills development and other human resources, to attract, develop, support, and retain a highly qualified, valued, and diverse municipal workforce.

• Maintain accuracy, consistency, and frequency in the City’s public communications, and increase Half Moon Bay’s efforts to build credibility and mutual trust with the community.

• Provide and manage a repository of City records that is easily accessible to the general public.

• Promote diversity by improving knowledge of and accessibility to City services among the Latino community with emphasis on bilingual access and inclusiveness and civic participation.

• Continue and enhance transparency and accountability with community members, providing easy access to information, helpful and informed staff, and meaningful opportunities to participate in the City’s decision-making processes and other municipal and community activities.

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About Half Moon Bay “Live, Work, Play”

Location and Setting

Half Moon Bay sits on the Pacific Coast between forested hills and some of the most beautiful coastlines of California. It is located approximately 25 miles south of San Francisco and an easy 45-minute drive from almost anywhere in the Bay Area, within the western portion of San Mateo County. Half Moon Bay’s climate is usually mild throughout the year. Half Moon Bay is considered a rural coastal community and is home to approximately 13,000 people. Featuring the best of Northern California all in one place, visitors to Half Moon Bay enjoy miles of white sandy beaches, redwood forests, a historic downtown filled with local artisan shops, beautiful state parks, fields of wildflowers, and trails along ocean bluffs and mountain ridges as far as the eye can see.

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History

The original inhabitants of Half Moon Bay were members of the Costanoan Rumsen Ohlone Tribe, one of eight bands of an indigenous group affiliated as Ohlone and/or Costanoan. Evidence of human dwelling and daily life surface throughout San Mateo County, including Half Moon Bay’s Pilarcitos Creek. The ocean and land provided adequately for its earliest residents in terms of sustenance and trade. In addition to members of the Rumsen Tribe, Spanish explorers and Mexican cowboys lived or passed through this Coastside. The beautiful coast, accessible ports, proximity to San Francisco, and the availability of land grants to early Mexican settlers in the 1840’s were all factors in attracting a new wave of people to the Half Moon Bay area. Governor Juan B. Alvarado gave a 4,424-acre Mexican land grant to a soldier, Juan Jose Candelario Miramontes, in 1841. This land was known as Rancho Miramontes which eventually transitioned into today’s Downtown Main Street. The Main Street Bridge over Pilarcitos Creek was the entrance to the Miramontes Ranch. A Spanish immigrant named Estanislao Zaballa married into the family. He and other business prospectors brought a commercial flavor by opening some of Half Moon Bay’s first businesses such as saloons, rooming houses, and blacksmith shops. Named San Benito in the 1840’s, and later Spanishtown, Half Moon Bay received its current name in 1874 and is the oldest settlement in San Mateo County.

Settlers such as James and Petra Johnston, the original owners of the majestic ‘White House of Half Moon Bay,’ saw potential and aspirations for cattle grazing and raising a family. James’ Scottish heritage and Petra’s Hispanic background, in addition to the Portuguese, Italian, Mexican and Spanish

influences on the coast, demonstrate the distinct mix of ideas, traditions, occupations, and cultures that defined the area’s character and identity. In 1907, the Ocean Shore Railway was constructed along the shoreline from San Francisco to Tunitas Glen, just south of present-day Half Moon Bay. Due to financial problems and the increasing popularity of the horseless carriage, the railroad ceased operation in 1920.

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The coast provided an ideal setting for “rum running” during Prohibition Era (1920 – 1933) because of its unique setting among the hidden ocean coves and thick fog. The city was small and isolated, yet close enough to access San Francisco by car. During this era, the Ocean Beach Hotel (presently Miramar Beach Restaurant) and other stops along the coast were raided numerous times for illegal liquor, gambling, and prostitution. In 1942, the California State Highway Department constructed the Half Moon Bay Airport. Originally known as the Half Moon Bay Flight Strip, it was used during WWII by the U.S. Army and eventually turned over to the U.S. Navy at the conclusion of the war.

In 1947, San Mateo County acquired the airport, and ten years later, drag racing took it over. The Half Moon Bay Dragstrip quickly became one of the nation’s premier tracks. Half Moon Bay played host to every big name the sport had to offer during the 1950’s and 1960’s. Presently, the airport hosts the annual Pacific Coast Dream Machines show which features magnificent driving, flying, and working machines from the 20th and 21st centuries.

At any given time, the airport houses approximately 80 aircraft and is self-funded through airport user and business fees. The City of Half Moon Bay was incorporated in 1959. It has many reminders of its early beginnings in the mid-nineteenth century as an agricultural town. Fields of flowers, artichokes, brussels sprouts, Christmas trees, pumpkins and other crops blanket the pastoral landscape in and around town. The City’s location on the coast attracted hopeful business prospectors from many industries including fishermen and farmers. The American dream was reflected in these industrious individuals and their families whose ethnicities, aspirations, and languages converged to create a unique coastal community.

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https://www.google.com/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=2ahUKEwjn29iwkNvaAhVO3mMKHe7bCvMQjRx6BAgAEAU&url=https://veryhilary.com/tag/pumpkin-carving/&psig=AOvVaw2QET_MUT1eYwBZInd6qIhi&ust=1524941614336054

Culture, Recreation, and Local Attractions

The City and Coastside are an agricultural, fishing and tourism destination. The local and surrounding agricultural community hosts a Saturday farmers’ market, and many rural roadside stands sell the bounty of the local farms and nurseries. Roughly 3,000 tons of pumpkins are grown on the Coastside in a typical year and are featured in the Half Moon Bay Art and Pumpkin Festival held in October on Downtown’s historic Main Street. The annual festival draws over 300,000 visitors for the two-day event and features some of the world’s largest pumpkins. Half Moon Bay provides a wide variety of public and private attractions. The historic downtown is home to shopping, art galleries, fine dining, and entertainment. Visitors can stroll downtown to discover unique wares in local markets, shops, and boutiques. Farm-fresh produce and one-of-a-kind art pieces are available side-by-side. First-class dining can be found at restaurants, bakeries, taquerias, delis and coffee shops. Menus include fresh fish straight off the boat and ethnic offerings from around the world. A short distance from downtown, the California Coastal Trail meanders for five miles along beaches and bluff tops, providing a scenic setting for whale and bird watching, biking, walking and horseback riding. Golf can be enjoyed at two golf courses acclaimed for their quality and spectacular ocean backdrops. The Coastside has its well-known broad, sandy beaches. Adding to the coastal habitat diversity, just a few miles southwest of town is a redwood forest. Over a century ago, those forests were cut for the timber that was used in the development of the San Francisco Peninsula. Now those redwoods are enjoyed for their enduring natural beauty. There are thousands of parkland acres throughout the southern portion of San Mateo County offering coastal vistas and hillsides cloaked in vegetation, accessible via hiking and biking tails. Half Moon Bay serves as a gateway to these recreational offerings.

The City also boasts truly unique lodgings with breathtaking ocean views, world-class hotels, and quaint cottages. Within the city limits, there are 13 hotels, inns, and Bed and Breakfasts in addition to three RV parks and campgrounds.

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Population and Demographics

There is a rich culture of diverse backgrounds and multi-generational families who have lived in Half Moon Bay for well over 100 years. Several of its older residential neighborhoods feature century-old architecture enhanced by colorful yards and gardens. It is not uncommon to find farmers, high-tech entrepreneurs, and artists living together. There are approximately 4,900 households, and 3,500 families (71.4% of households). For persons 25 years and older, 85% have a high school diploma, and 45.5% have a bachelor’s degree or higher.1 A snapshot of demographic highlights include:

• Median Age 46.8 • Total Households 4,835 • Average Household Size 2.65 • Median Household Income $134,177 • Education – High School Degree or higher 86.2% • Education – Bachelor’s Degree or higher 50.3% • Median Housing Value $917,500 • Percent of Foreign-Born Persons 24.3%

San Mateo County Context

San Mateo County is part of the nine county Bay Area region. On the bayside, cities are linked by Highways 101 and 280, El Camino Real, and the CalTrain corridor. The area is a vibrant job center and part of Silicon Valley. Many Half Moon Bay employed residents work outside the City throughout this jobs-rich region. Half Moon Bay has retained employment sectors traditional to the Coastside, while also accommodating new businesses and industries that are otherwise primarily thought to be located “over-the-hill.” Despite its smaller size and distinct economic base, the City’s revenues and expenditures indicate that the range and cost of City services are within the norm for the county as a whole.

1 https://www.census.gov/quickfacts/fact/table/halfmoonbaycitycalifornia/PST045218 https://worldpopulationreview.com/us-cities/half-moon-bay-ca-population

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https://www.census.gov/quickfacts/fact/table/halfmoonbaycitycalifornia/PST045218

https://worldpopulationreview.com/us-cities/half-moon-bay-ca-population

City Population General Revenues General Expenditures Outstanding Debt General Revenue General Expenditures O/S Debt

Colma 1,504 17,800,830$ 16,971,516$ 4,785,000$ 11,836$ 11,284$ 3,182$ Brisbane 4,693 18,462,637$ 31,472,037$ 2,629,846$ 3,934$ 6,706$ 560$ Burlingame 30,889 78,771,500$ 60,256,936$ 44,300,000$ 2,550$ 1,951$ 1,434$ Hillsborough 11,444 26,898,249$ 25,300,913$ 34,254,304$ 2,350$ 2,211$ 2,993$ Atherton 7,137 16,534,722$ 14,592,838$ N/A 2,317$ 2,045$ N/AMenlo Park 34,698 70,610,000$ 70,510,000$ 17,027,714$ 2,035$ 2,032$ 491$ Redwood City 85,925 157,436,776$ 136,885,776$ 12,800,000$ 1,832$ 1,593$ 149$ South San Francisco 67,789 112,621,224$ 110,610,212$ 27,100,000$ 1,661$ 1,632$ 400$ Woodside 5,458 8,731,771$ 7,314,251$ N/A 1,600$ 1,340$ N/ASan Carlos 30,185 45,200,000$ 44,400,000$ 3,600,000$ 1,497$ 1,471$ 119$ Foster City 33,901 50,408,000$ 45,403,951$ 6,143,411$ 1,487$ 1,339$ 181$ Half Moon Bay 12,932 17,455,155$ 20,154,513$ 5,726,855$ 1,350$ 1,558$ 443$ Millbrae 22,394 29,993,962$ 39,235,473$ 24,221,213$ 1,339$ 1,752$ 1,082$ San Mateo 104,430 137,658,240$ 137,658,240$ 22,100,000$ 1,318$ 1,318$ 212$ Portola Valley 4,611 5,722,502$ 6,331,368$ N/A 1,241$ 1,373$ N/ASan Bruno 42,807 50,111,247$ 50,487,600$ 10,313,385$ 1,171$ 1,179$ 241$ Belmont 26,941 27,774,249$ 21,387,321$ 57,300,000$ 1,031$ 794$ 2,127$ East Palo Alto 29,314 29,232,000$ 25,280,000$ 12,800,000$ 997$ 862$ 437$ Pacifica 38,546 36,124,000$ 36,124,000$ 25,100,000$ 937$ 937$ 651$ Daly City 106,280 84,185,166$ 90,292,870$ 27,827,202$ 792$ 850$ 262$

Report Totals Per Capita

San Mateo County Cities ComparisonThe City of Half Moon Bay ranks the 14th in revenues per capita comparing to other cities within the San Mateo county. The City

is prudent in managing its resources, ranking 9th in cost per capita.

General Revenues Per CapitaHalf Moon Bay Ranks 12th out of 20 in Revenues per Capita

$11,836 $3,934

$2,550 $2,350 $2,317

$2,035 $1,832

$1,661 $1,600

$1,497 $1,487

$1,350 $1,339 $1,318

$1,241 $1,171

$1,031 $997

$937 $792

ColmaBrisbane

BurlingameHillsborough

AthertonMenlo Park

Redwood CitySouth San Francisco

WoodsideSan CarlosFoster City

Half Moon BayMillbrae

San MateoPortola Valley

San BrunoBelmont

East Palo AltoPacifica

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Government Structure and City Services The City of Half Moon Bay operates under a council-manager form of government and is governed by a five-member elected City Council. The City Council appoints a City Manager who is responsible for the oversight of daily operations and provides leadership for the City’s programs. The City Council is the policy-making body. In 2018, the City transitioned from at-large elections to by-district, with four councilmembers elected by district and an at-large elected mayor. The first two district councilmembers were elected in 2020. The other two, as well as the first elected at-large mayor, are slated to be elected in 2022. The City Council appoints commission and committee members to support the public policy making process. The City Council meets regularly on the first and third Tuesdays of each month at 7:00 p.m. and may call additional special meetings. All meetings of City Council and Council-appointed commissions and committees are open to the public except when certain personnel matters and legal items are discussed.

By means of its own employees and through other shared or contract services, the City of Half Moon Bay provides a variety of municipal services to its citizens, including law enforcement, library, disaster preparedness, recreation programs, maintenance of streets, parks and buildings, sanitary sewer utility collection and maintenance, planning, housing, zoning, and building inspection, storm drain maintenance, code and parking enforcement, engineering, and general administrative services.

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City offices are typically open 8:30 a.m. to 5:00 p.m., Monday through Thursday (except holidays). Since COVID-19, city offices and facilities have scaled back hours of operation while continuing to deliver the full range of municipal services.

City of Half Moon Bay Main Line (650) 726-8260 501 Main Street City Clerk’s Office (650) 726-8250 501 Main Street Administrative Services (650) 435-8261 507-B Purissima St Recreation Services (650) 726-8297 535 Kelly Avenue Community Development (650) 726-8260 501 Main Street Public Works (650) 750-2012 880 Stone Pine Road Code Enforcement (650) 726-8260 501 Main Street Public Safety (Business Line) (650) 726-8288 537 Kelly Avenue Non-Emergency - After Hours (650) 726-8286 537 Kelly Avenue

Additional information about city services is available on the City of Half Moon Bay website at www.hmbcity.com

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http://www.hmbcity.com/


Budget Overview

Painting By: Bobbie Brainerd

Title: Sunshine For My Soul

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Basis of Budget Preparation and Budget Overview The City Budget is the result of a thorough, lengthy, and collaborative process involving City Council leadership and City staff expertise. The City Council sets policy direction for the budget and City staff take into consideration economic trends to forecast revenue and create a budget that accomplishes the goals of the Council while ensuring the financial stability of the City. Local, County, State, and national economic trends are among the factors considered.

ECONOMIC UPDATE

During the 2020-21 fiscal year, the City continued to endure the financial pressures resulting from the ongoing worldwide pandemic. Conservative planning for the FY 2020-21 budget and actions taken by the City at the start of the pandemic resulted in a stable financial situation despite considerable reductions in revenue. In the latter half of FY 2020-21 with vaccines being distributed and steady reduction in new cases the City saw improvements in revenues easing the pressure on City resources. Meanwhile, the real estate and labor market saw the beginnings of a slight depression that is not anticipated to remain long term.

As of the March Jobs report which is the most current official data as of the publication of this budget document the unemployment rate in San Mateo County has decreased to approximately 5.2%. The City of Half Moon Bay’s unemployment rate is 4.1%. The City unemployment rate is currently lower than the unemployment rates for California and the nation during the same period.

State Budget Outlook and Impact on the City The State of California’s budget and economy play significant roles in the City’s financial condition. The State’s budget has initially had seen a substantial impact due to the pandemic, however, recently the state reported $75 Billion in surplus revenues.

It is anticipated that the states revenue sources will continue to improve restoring programs and services previously cut due to the pandemic. At this time, it is not anticipated that the changes in the States revenue and financial situation will impact the City of Half Moon Bay in any meaningful way.

BUDGET DEVELOPMENT PROCESS

City staff prepare an annual operating budget each year containing revenues, appropriations, and other financial information pertaining to City’s operating and capital budgets. The philosophy employed in creating this budget focuses the City’s efforts on continuing to provide quality “core” municipal services in the most efficient way possible. This budget must be adopted by the City Council.

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Council Strategic Planning In preparation for the upcoming budget, the City Council hosted online community listening sessions, which allowed the Council to hear directly from members of the community to gain additional insight into the community’s priorities for budget allocation of resources over the next year and beyond.

The listening sessions culminated in a priority setting workshop on March 24, 2021. At this workshop, the City Council established the following five broad priorities:

1. Affordable Housing (an ongoing multi-year priority) 2. Public Health, Safety and Emergency Preparation 3. Community Climate Resilience and Sustainability 4. Economic Recovery and Development 5. Redistricting

The table below demonstrates how the Council’s FY 2021-22 priorities fit in the larger Strategic Plan Elements and Initiatives that were adopted on February 9, 2016 and reaffirmed for FY 2021-22.

Budget Preparation The annual budget cycle begins each year with the development of budget instructions, including policy directives and a budget calendar, early in the calendar year and concludes with the budget adoption by the City Council in June as shown in the budget timeline table below.

Strategic Elements

PRIORITY Infrastructure

/ Environment

Healthy Communities/Public

Safety

Fiscal Sustainability

Inclusive Governance

Affordable Housing ✓ ✓ ✓

Public Health, Safety and Emergency Preparation

✓ ✓ ✓

Community Climate Resilience and Sustainability

✓ ✓ ✓

Economic Recovery and Development ✓ ✓ ✓

Redistricting ✓

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Budget Timeline March 3 & 6 Community Listening Sessions March 24 & May 18th

Council Strategic Planning and Priority Setting Workshop

May 20 Finance Committee Meeting June 1 City Council Review of Proposed FY 2021-22 Budget June 15 City Council Formal Adoption

Each department was asked to maintain their Base Budget operating expenditures, increasing only for required expenses, adjusted by known personnel salary and benefit costs. Each department was then given an opportunity to submit prioritized program changes for service enhancements or other program restoration to the Base Budget.

The City Manager reviewed department expenditure adjustments and formulated a Recommended Budget for Council’s consideration. Staff recommendations are based on many considerations, including the City’s strategic plan, staffing capacity, and potential impacts to the overall City operation, fiscal sustainability, and services provided to the community.

Final adoption of the Recommended Budget for FY 2021-22 is scheduled for June 15, 2021.

Basic Accounting The City’s accounting system is maintained on a fund basis in accordance with governmental accounting standards. Each fund is considered a separate accounting entity with a self-balancing set of accounts that record assets, liabilities, fund equity, revenue, and expenditures. All governmental funds are budgeted and accounted for using the modified accrual basis of accounting, which recognizes revenues when they become susceptible to accrual—i.e., measurable, and available. Expenditures are recognized when the fund expense or liability is incurred.

Budgetary Control The City utilizes the following procedures to establish budgetary control:

1. The City Manager submits to the City Council a proposed balanced operating and capital budget for the following fiscal year.

2. After a review by the City Council, a public hearing is conducted, and further comment is received from the City Council and general public.

3. Upon completion of the hearings and modifications, if any, to the proposed budget, it is adopted by the City Council through passage of an appropriate resolution.

4. The department heads are responsible to ensure the expenditures of their departments stay within the budget.

5. The budget is amended during the year by the Council as needed.

6. The City Manager is authorized to reallocate budget amounts of operational expenditure categories within funds as deemed necessary in order to meet the City’s operational needs.

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7. City Council approval is required for all inter-fund transfers and use of reserves, and for transfers to/from the capital expenditure category. The legal level of budgetary control is at the fund level. This is the level that City management cannot overspend the budget without approval from the City Council.

The City Council holds public budget study sessions and adopts the City operating and capital budgets no later than June 30th of each year.

The philosophy employed in creating this budget document has been to focus the City’s efforts in continuing to provide quality municipal services, as well as the timely addressing of key infrastructure needs.

The City’s budget goal is to achieve a balanced budget with operating revenue, including reimbursements from other funds for services provided, equal to or greater than operating expenditures (including debt service).

Staff used the following guidelines in preparation for this budget: ending fund balance (or working capital in the enterprise fund) should meet the minimum level of no less than 30% of operating expenditures, where applicable. Under this policy, it is allowable for total expenditures to exceed revenue in a given year to fund capital improvement plan projects or other “one-time” non-recurring expenditures.

Ultimately, the City’s financial position and the resources in each fund will determine the level of services and the projects that the City will be able to deliver to the community in the upcoming fiscal year. These services and projects are included in the adopted annual budget.

FY 2021-22 ADOPTED BUDGET OVERVIEW

The Recommended FY 2021-22 Budget is balanced following the ongoing reduction to revenue sources due to the ongoing pandemic.

In FY 2021-22, General Fund revenue of $18.3 million is projected to be less than the General Fund expenses of $18.8 million by $529 thousand.

This means that the City will not be able to adequately fund the cost of day-to-day operations and services in Half Moon Bay without the use of any available unassigned fund balances or reserves. Future contributions from the General Fund to the CIP are contingent upon new revenues or one-time funds becoming available in the future.

Transient occupancy tax (i.e. “hotel tax”), property tax, and sales tax revenue make up 70% of General Fund revenue. While Transient Occupancy and sales tax revenue are reduced due to the ongoing pandemic, they are showing signs of rebound.

Budget Assumptions The Base Budget is not an exact duplicate of the Adopted or Amended FY 2021-22 Budget because of actions the Council may have taken to modify the budget during the year, and most notably due

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to the FY 2021-22 budget assumptions used to develop the Base Budget. The following are the major assumptions used to develop the initial FY 2021-22 Base Budget:

Base Budget General Fund Revenue Assumptions • Total General Fund revenue of $18.3 million shows a decrease of 25.7% from the FY 2021-

22 Revised Budget. • The top three revenue sources, Transient Occupancy Tax (TOT), Property Tax, and Sales and

Use Tax are estimated to increase by 29% compared to the current budget; the increase of other revenues is estimated at 19%.

Base Budget Expenditures Assumptions • Total General Fund expenditures of $18.8 million, which includes $17.2 million in operating

expenditures and $1.6 million in capital transfers to fund the Capital Improvement Program. • Salary and Benefits projections include funding for 44 full-time equivalent (FTE) positions

city-wide, and the increase of 2 positions. • Vacant positions are budgeted at middle step. Projections also include salary step increases

for staff members who may be eligible on their performance review dates. • Overtime funding is included in the projections based on historical averages of overtime

hours worked. • FY 2021-22 PERS retirement rates are budgeted as provided by CalPERS: Tier 1

(2.0% @ 55) at 11.600% for classic members and Tier 2 (2% @ 62) at 7.730% for new employees without prior municipal experience or who have had a break in service.

• Salary adjustments have been made to reflect MOU provisions. • Annual amounts needed to pay for the unfunded liability. • Operating Expenses are increased by 19% over FY 2021-22 budgeted amounts primarily due

the double payment of the library loan that was originally deferred in FY 2020-21.

Capital Improvement Program (CIP) Budget The City’s 5-Year Capital Improvement Program (CIP) is a financial planning and prioritization tool that represents the City’s continuous efforts to protect public health and safety and enhance the quality of life and experience for visitors and residents in Half Moon Bay. It is adopted in conjunction with the City’s Operating Budget and is presented as a separate document.

Updating the CIP annually requires coordination and cooperation between all City departments. The process includes many internal meetings to discuss current and future CIP improvements, prioritization of identified improvements, review by various advisory boards, General Plan consistency finding by the Planning Commission, and adoption by City Council.

While staff continuously assesses the needs of the City and prioritizes projects accordingly, the process to create the FY 2021-22 CIP officially began in December 2020. This resulted in the preliminary draft FY 2021-22 Capital Budget presented during the City Council Priority Setting Workshop on March 24, 2021. At the study session on May 18, 2021, guided by Council direction from the workshop, staff provided a

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more focused list of projects, project descriptions, and project costs. City Council approved the project list and directed staff to present the list to the Planning Commission and return with a final recommended CIP.

Staff has continued to refine project scope and budget with a summary of the CIP included in the “Capital Improvement Program” section of this document. Individuals interested in learning more about the specific improvements planned for the upcoming Fiscal Year should refer to the published Capital Improvement Program book.

Budgetary Reserves The Government Finance Officers Association (GFOA) has issued its recommended best practice for determining the appropriate level of unrestricted General Fund balance to be, at a minimum, no less than two months of regular General Fund operating revenues or expenses, which equates to approximately 17% of annual expenses.

The City’s Fund Balance Policy identifies fund balances (or reserves) as falling into the following categories: Restricted, Committed, Assigned, or Unassigned. In accordance with Government Accounting Standards Board (GASB) Statement No. 54 requirements and the City policy, the Council established the following designations for General Fund Committed Fund Balances:

• General Fund Reserve 30% of annual expenditures • Economic Uncertainty Reserve of up to 20% annual operating expenditures

The General Fund balances for FY 2019-20 through FY 2021-22 are detailed in the table below. Total operating expenses are also listed to demonstrate the percentage level of reserves and compliance with the City’s Fund Balance Policy.

Designations Actual2019-20

Revised Budget 2020-211

Recommended Budget 2021-222

Beginning Fund Balance 10,956,264$ 10,634,152$ 9,237,000$ Total Revenue 16,827,803 14,588,566 18,338,503

Net Operating Expenditures 13,644,294 12,704,430 15,393,133Operating Transfers 2,264,870 1,789,178 1,871,542

Total Operating Expenditures 15,909,164 14,493,608 17,264,675Capital Transfers 1,240,751 1,578,601 1,603,200

Total Expenditures 17,149,915 16,072,209 18,867,875Ending Fund Balance 10,634,152 9,150,509 8,707,629

Operating Reserve (30% of Op. Exp.) 5,146,354 4,362,963 5,179,402Economic Reserve (Target 20% Op. Exp.) 2,154,288$ 2,908,642 3,452,935

Total Reserves 7,300,642$ 7,271,604$ 8,632,337$ Unassigned Fund Balance 3,333,510$ 1,878,905$ 75,291$

Reserve as % of Total Op. Expenses 46% 50% 50%

GENERAL FUND (RESTRICTED & UNRESTRICTED BALANCES)

1. Fund balances for the Revised Budget 2020-21 reflect audited FY 2019-20 ending balance and budgeted revenues and expenditures.2. Beginning Fund Balance reflects ending estimates that may not match ending 2020-21 revised budget

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Conclusion

The FY 2021-22 General Fund total budget expenditures total $18.8 million and include a $1.6 million contribution to CIP. The FY 2021-22 in the City’s Revenue and Capital Funds, Enterprise Funds, Debt Service Funds, and Internal Service Funds total $24 million. The proposed 5-Year Capital Improvement Program (CIP) includes budgeted expenses of $10.6 million for FY 2021-22.

The City has benefited from the stable local economy and the economic growth throughout San Mateo County, Silicon Valley and the Bay Area. The recent pandemic and economic downturn will have impacts of which are difficult to estimate and will have ripple affects into the years ahead. While it is anticipated that the economic downturn is coming to an end, the City is taking a conservative approach to the budget and has reflected this in the financial outlook for the 2021-22 Fiscal Year.

Some of the challenges that the City will likely face in the near future are:

• Federal and State budget challenges add a potential threat to local governments. Various capital projects are expected to be funded by grant awards and could be eliminated if those grant programs are paused or discontinued.

• Capital improvements that will need to be funded by the City where revenue sources may not be adequate to continue funding them.

• Increased contractual costs. The City uses outside contractors extensively, including for police services.

• Increased pension costs. • The continued economic downturn puts pressure on the City ability to maintain fiscal

stability to continue to weather the recession.

Fiscal sustainability remains a high priority for Half Moon Bay. To that end, staff continues to project revenues and expenditures in a conservative manner. The City has two General Fund Reserves, one created in FY 2019-20 as the Economic Uncertainty Reserve with a target amount of 20% of the operating budget in addition to the existing General Fund Reserve (30%).

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Actual Actual Revised Recommended

2018‐19 2019‐20 2020‐21 2021‐22

GENERAL FUND 17,497,101 16,827,803 14,588,566 18,338,503

ENTERPRISE FUNDS

Sewer Operating 4,747,958 6,402,723 5,885,717 6,709,624 Sewer Capital 455,369 525,788 149,487 248,007 TOTAL ENTERPRISE FUNDS 5,203,327 6,928,511 6,035,204 6,957,631

SPECIAL REVENUE FUNDS

Storm Drain Operating 63,625 60,332 624 3,962 Main Street Bridge 191,639 300,359 468,849 13,180 Gas Tax 492,735 535,255 233,553 501,091 Streets and Roads 1,511,835 1,463,440 4,365,195 3,276,447 Measure A 440,413 618,078 467,595 399,307 Measure W ‐ ‐ ‐ 405,000 Traffic Mitigation 2,460,758 249,927 36,538 82,330 Library Operation 71,372 100,170 ‐ 191 Library Capital 783,022 43,391 ‐ 14,771 Park/Facilities Development 1,626,265 1,725,497 680,964 145,925 Affordable Housing 51,386 471,576 11,548 25,385 Capital General 613,934 660,298 2,703,000 14,396 Police Grants 158,689 172,712 142,222 149,356 Drainage Capital 330,727 196,299 168,430 20,695 Public Facilities 958,353 586,657 1,228,641 1,534,169

9,754,752 7,183,991 10,507,159 6,586,205

Vehicle Replacement 15,154 24,084 5,000 211,785 Equipment Replacement 161,881 439,017 419,403 520,778 Risk Management 697,310 723,666 530,000 663,450 Pension Stabilization 961,042 1,040,988 1,000,000 1,048,119 INTERNAL SERVICE FUNDS 1,835,387 2,227,754 1,954,403 2,444,133

Judgement Bonds ‐ A ‐ ‐ ‐ ‐ Judgement Bonds ‐ B 1,243,535 143,939 ‐ ‐ DEBT SERVICE FUNDS 1,243,535 143,939 ‐ ‐

18,037,000 16,484,195 18,496,766 15,987,969

TOTAL ALL FUNDS 35,534,101$ 33,311,998$ 33,085,332$ 34,326,473$

TOTAL SPECIAL REVENUE AND CAPITAL PROJECT

FUNDS

Total Other Funds

City of Half Moon BayFY 2021‐22 Recommended Budget

Summary of Revenue & Transfers by Fund

FUND

‐

10

20

30

2018‐19 2019‐20 2020‐21 2021‐22

Millions

General Fund Enterprise Funds Special Revenue and Capital Project Funds Internal Service Funds Debt Service Funds

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Actual Actual Budget Recommended

2018‐19 2019‐20 2020‐21 2021‐22

GENERAL FUND 16,503,288 17,149,915 16,072,208 18,867,875

ENTERPRISE FUNDS

Sewer Operating 4,948,166 5,952,968 5,930,768 6,664,625 Sewer Capital 186,525 393,315 5,270,394 4,617,458 TOTAL ENTERPRISE FUNDS 5,134,691 6,346,283 11,201,162 11,282,083

SPECIAL REVENUE FUNDS

Storm Drain Operating ‐ 2 54,000 ‐ Main Street Bridge 360,676 232,379 465,000 335,000 Gas Tax 637,858 295,162 220,501 95,000 Streets and Roads 2,181,862 1,438,357 4,688,799 3,325,837 Measure A 509,239 92,798 99,816 340,688 Measure W ‐ ‐ ‐ ‐ Traffic Mitigation 42,803 111,538 ‐ 35,000 Library Operation 176,821 (6,810) ‐ ‐ Library Capital 1,699,714 ‐ ‐ ‐ Park/Facilities Development 365,328 2,019,249 589,275 1,320,879 Affordable Housing 342 300,449 200,000 ‐ Capital General 419,700 1,506,082 2,703,000 742,686 Police Grants 56,025 110,092 292,222 200,000 Drainage Capital 88,257 777,127 234,915 596,079 Public Facilities 181,676 792,756 1,252,000 1,803,000

6,720,300 7,669,179 10,799,528 8,794,169

INTERNAL SERVICE FUNDS 1,726,266 1,750,482 2,014,079 2,690,575

DEBT SERVICE FUNDS 937,704 11,783,851 30,000 ‐ 14,518,961 27,549,795 24,044,769 22,766,827

Total All Funds 31,022,249$ 44,699,710$ 40,116,977$ 41,634,702$

Total Other Funds

FUND


Summary of Expenditures & Transfers by Fund

TOTAL SPECIAL REVENUE AND CAPITAL

PROJECT FUNDS

‐

10

20

30

2018‐19 2019‐20 2020‐21 2021‐22

Millions

General Fund Enterprise Funds Special Revenue and Capital Project Funds Internal Service Funds Debt Service Funds

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BudgetTransfers In2021‐22

GENERAL FUND (101)From Sewer Operating (201) 511,395 From Sewer Capital (202) ‐ From Gas Tax (122) ‐

GENERAL FUND (101) 511,395SEWER OPERATING (201)From Sewer Capital (202) 1,715,455

SEWER OPERATING (201) 1,715,455MAIN STREET BRIDGE (121)From General Fund (101) 8,200 From Gas Tax (10) ‐

MAIN STREET BRIDGE (121) 8,200

STREETS AND ROADS (123)From General Fund (101) 1,075,000

STREETS AND ROADS (123) 1,075,000MEASURE W (132) ‐ From Measure A (124) 280,000

MEASURE W (132) 280,000PUBLIC FACILITIES FUND (127)From General Fund (101) 370,000 From Library Fund (15) ‐

PUBLIC FACILITIES FUND (127) 520,000VEHICLE REPLACEMENT (301)From General Fund (101) 125,849 From Sewer Operating (201) 76,841 From Storm Drain (152) 513 From Gas Tax (10) ‐ From Gas Tax (122) ‐ From Streets & Roads (123) 1,365

VEHICLE REPLACEMENT (301) 204,568

EQUIPMENT FUND (302)From General Fund (101) 317,275 From Sewer Operating (201) 193,720 From Storm Drain (152) 1,293 From Gas Tax (10) ‐ From Gas Tax (122) ‐ From Streets & Roads (123) 3,440

EQUIPMENT FUND (302) 515,728RISK MANAGEMENT FUND (303)From General Fund (101) 386,670 From Sewer Operating (201) 236,091 From Gas Tax (122) ‐ From Drainage Fund (152) 1,576 From Streets & Roads (123) 4,193 From Parks Facilities Fund (125) ‐ From Public Facilities Fund (127) ‐

RISK MANAGEMENT FUND (303) 628,530PENSION STABILIZATION FUND (304)From General Fund (101) 1,041,748

PENSION STABILIZATION FUND (304) 1,041,748

GRAND TOTAL 6,500,624

City of Half Moon BayFY 2021‐22 Recommended BudgetTransfers/Allocations Summary

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Projected Revenues & Expenditures Revenue Projected

Fund Balance Trsfrs In & Trsfrs Out Over(Under) Fund Balance6/30/2021 Budget Budget Expenditures 6/30/2022

GENERAL FUND101 General 9,237,000 18,338,503$ 18,867,875$ (529,371)$ 8,707,629$

ENTERPRISE FUNDS

201 Sewer Operating (45,000) 6,709,624 6,664,625 45,000 (0) 202 Sewer Capital 1 8,908,000 248,007 4,617,458 (4,369,451) 4,819,567

Total Enterprise Funds 8,863,000 6,957,631$ 11,282,083$ (4,324,451)$ 4,819,566

SPECIAL REVENUE FUNDS ‐

111 Storm Drain Operating 297,000 3,962 ‐ 3,962 300,962

121 Main Street Bridge 382,000 13,180 335,000 (321,820) 60,180

122 Gas Tax 642,000 501,091 95,000 406,091 1,048,091

123 Streets and Roads 1,700,000 3,276,447 3,325,837 (49,390) 1,650,610

124 Measure A 1,347,000 399,307 340,688 58,619 1,405,619

132 Measure W ‐ 405,000 ‐ 405,000 405,000

112 Traffic Mitigation 4,213,000 82,330 35,000 47,330 4,260,330

113 Library 111,000 191 ‐ 191 111,191

153 Library Capital 1,331,000 14,771 ‐ 14,771 1,345,771

125 Park/Facilities Development 2,499,000 145,925 1,320,879 (1,174,954) 1,324,046

126 Affordable Housing 2,164,000 25,385 ‐ 25,385 2,189,385

151 Capital General 1,681,000 14,396 742,686 (728,290) 952,710

128 Police Grants 296,000 149,356 200,000 (50,644) 245,356

152 Drainage Capital 1,033,000 20,695 596,079 (575,384) 457,616

127 Public Facilities 1,526,000 1,534,169 1,803,000 (268,831) 1,257,169 Total Special Revenue and Capital Funds 19,222,000 6,586,205$ 8,794,169$ (2,207,963)$ 17,014,037

INTERNAL SERVICE FUNDS 2

301 Vehicle Replacement 296,000 211,785 204,567 7,218 303,218 302 Equipment Replacement 596,000 520,778 515,729 5,049 601,049 303 Risk Management 2,278,000 663,450 928,531 (265,081) 2,012,919 304 Retirement Stabilization Fund 1,441,627 1,048,119 1,041,748 6,371 1,447,999

Total Internal Service Funds 4,611,627 2,444,133$ 2,690,575$ (246,443)$ 4,365,184

DEBT SERVICE FUNDS

142 Judgment Obligation Bond ‐Series B 6,000 ‐ ‐ ‐ 6,000 Total Debt Service Funds 6,000 ‐$ ‐$ ‐$ 6,000

Total Other Funds 32,702,627$ 15,987,969$ 22,766,827$ (6,778,858)$ 26,204,787$

Total All Funds 41,939,627$ 34,326,473$ 41,634,702$ (7,308,229)$ 34,912,416$


Fund Balances Summary

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City of Half Moon Bay “Gann” Appropriations Limit Article XIIIB of the California State Constitution set an appropriations limit for governmental agencies. It became effective in Fiscal Year FY 1979-80 by passage of Proposition 4 (“The Gann Initiative”) and was modified by Proposition 111 in November 1989. With FY 1978-79 appropriations as the starting point, the limit is modified by the year-to-year changes both in per capita income and population, using the following alternative percentage changes for each:

(1) Income growth - a. California per capita personal income, or b. Nonresidential assessed valuation due to new construction in the city.

(2) Population growth - a. City of Half Moon Bay, or b. County of San Mateo.

Article XIIIB also sets the guidelines as to what can be included in the appropriations limit, using “Proceeds of Taxes,” as defined in the Article, in the limit calculations. The City has remained well below the appropriations limit. It is unlikely that the limit will apply for fiscal year 2021-22.

APPROPRIATIONS LIMIT CALCULATION FY 2021-22

FY 2020-21 Appropriation Limit $ 33,699,631 Per Capita Personal Income Growth 5.73% 1.0573 factor Population Change -.77% 0.9923 factor Calculation of factor for FY 2019-20 1.0573 X .9923 = 1.04915879

FY 2021-22 Appropriation Limit $ 35,356,264

$0.0$5.0

$10.0$15.0$20.0$25.0$30.0$35.0$40.0

2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22

Mill

ions

Appropriations Limit History

Appropriations Limit

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RESOLUTION NO. C-2021-

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HALF MOON BAY, CALIFORNIA, ESTABLISHING THE APPROPRIATION LIMIT PURSUANT TO CALIFORNIA CONSTITUTION ARTICLE

XIII B, AND SECTION 7900 ET. SEQ OF THE CALIFORNIA GOVERNMENT CODE FOR FISCAL YEAR 2021-22

WHEREAS, Article XIII B is an amendment to the California Constitution placing a restriction on the amount of proceeds of tax revenue which can be appropriated by state and local governments during a fiscal year; and

WHEREAS, the total appropriation subject to limitation shall not exceed the appropriation limit of the City of Half Moon Bay for the prior fiscal year, as adjusted for inflationary and population changes; and

WHEREAS, the City Council is required to elect which adjustment factors will be used to calculate the limit: (1) either the annual growth in California per capita personal income or the growth in non-residential assessed valuation due to new construction within the City, and (2) either the population growth in the City of Half Moon Bay or population growth in the County of San Mateo, as provided by the State Department of Finance; and

WHEREAS, the City Council has considered the matter at a regular scheduled City Council meeting.

NOW, THEREFORE, BE IT RESOLVED that the City Council hereby adopts the appropriations limit for the Fiscal Year 2021-22, as calculated in Exhibit A, and hereby determines the amount to be thirty-three million, six hundred ninety nine thousand, six hundred thirty one dollars ($35,356,264) for the City of Half Moon Bay, pursuant to Article XIII B of the California Constitution.

The City selected the following adjustment factors for the calculation of this amendment to the appropriations limit for the 2021-22 fiscal year: (1) the population factor of the City of Half Moon Bay; and (2) the Percentage Change in Per Capita Personal Income over prior year, which were provided by the State of California Department of Finance in May 2021.

*******************************************************

I, the undersigned, hereby certify that the foregoing Resolution was duly passed and adopted on the 15th day of June, 2021 by the City Council of Half Moon Bay by the following vote: AYES, Councilmembers: NOES, Councilmembers: ABSENT, Councilmembers: ABSTAIN, Councilmembers: ATTEST: APPROVED: ___________________________ _____________________________ Jessica Blair, City Clerk Robert Brownstone, Mayor

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Amount Amount

A LAST YEAR'S LIMIT 33,699,631

B ADJUSTMENT FACTOR

1. POPULATION 0.9923 STATE FINANCE

2. INFLATION 1.0573 STATE FINANCE

3. TOTAL ADJUSTMENT 1.0491588 (B1 x B2)

C ANNUAL ADJUSTMENT 1,656,633 (A x B3)

D OTHER ADJUSTMENTS -

E TOTAL ADJUSTMENTS 1,656,633 (C+D)

THIS YEAR'S LIMIT 35,356,264 (A+E)


FY 2021-22 BUDGET

(GANN) APPROPRIATIONS LIMIT CALCULATIONS

Appropriations Limit Worksheet

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Personnel Summary

Painting By: Danielle Cuzin-Cowell

Title: Purissima Trail

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Community

Community

CityCouncil

CityCouncil

CityCommittees

CityCommittees

CityCommissions

CityCommissions

CityAttorney

CityAttorney

CityCityManager

CityManager

Deputy CityDeputy CityManager

Deputy CityManager

PublicPublicSafetyPublicSafetyPublicSafety

CommunityCommunityDevelopmentCommunity

DevelopmentPublicPublicWorksPublicWorks

CommunicationsCommunications& City Clerk

Communications& City Clerk

AdministrativeAdministrativeServices

AdministrativeServices

CommunityCommunityServices

CommunityServices

LawLawEnforcement

LawEnforcement

DispatchDispatch

Dispatch

AnimalAnimalControlAnimalControl

PlanningPlanning

Planning

BuildingBuilding

Building

CodeCodeEnforcement

CodeEnforcement

HousingHousing

Housing

EngineeringEngineering

Engineering

SewerSewer

Sewer

Capital ProjectsCapital Projects

Capital Projects

MaintenanceMaintenance

Maintenance

SustainabilitySustainability

Sustainability

ElectionsElections

Elections

CommunicationsCommunications

Communications

LegislativeLegislativeAffairs

LegislativeAffairs

Community & Employee


Engagement


Engagement

Contracts & Records

Contracts & Records

Management

Contracts & Records

Management

Commissions &Commissions &Committees

Commissions &Committees

FinancialFinancialServicesFinancialServices

RiskRiskManagement

RiskManagement

HumanHumanResources

HumanResources

InformationInformationTechnologyInformationTechnology

RecreationRecreation

Recreation

SpecialSpecialEventsSpecialEvents

EmergencyEmergencyPreparedness

EmergencyPreparedness

City of Half Moon Bay Organizational Chart

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Executive Team

City Manager City Attorney Bob Nisbet Catherine Engberg

Communications Director/ Deputy City Manager Public Works Director City Clerk Jessica Blair Matthew Chidester John Doughty

Community Development Captain Saul Lopez Lisa Lopez Director Jill Ekas San Mateo County Sheriff Administrative Services Director

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Full-Time EquivalentActual

2018-19Actual

2019-20Revised2020-21

Proposed2020-21

City Manager 1.00 1.00 1.00 1.00 Deputy City Manager 1.00 1.00 1.00 1.00 Adminstrative Services Director 1.00 1.00 1.00 1.00 Finance Director/City Treasurer - - - - Public Works Director 1.00 1.00 1.00 1.00 Community Development Director 1.00 1.00 1.00 1.00 Administrative Services Manager - - - - Communications Director/City Clerk - 1.00 1.00 1.00 City Clerk 1.00 - - - Accounting Technician 2.00 3.00 2.00 3.00 Administrative Assistant 2.00 4.00 3.00 3.00 Assistant Engineer 1.00 1.00 1.00 1.00 Associate Engineer 1.00 1.00 1.00 1.00 Associate Planner 1.00 1.00 1.00 2.00 City Engineer 1.00 1.00 1.00 1.00 Communications Specialist - 1.00 1.00 1.00 Community Preservation Specialist 1.00 1.00 1.00 1.00 Deputy City Clerk 1.00 1.00 1.00 1.00 Executive Assistant 1.00 1.00 1.00 - Finance Manager - - - - Maintenance Worker (I/II) 5.00 5.00 4.00 4.00 Management Analyst 4.00 3.00 3.00 3.00 Permit Technician 1.00 1.00 1.00 1.00 Planning Manager - - - - Public Works Superintendent 1.00 1.00 1.00 1.00 Recreation Coordinator 1.00 1.00 1.00 1.00 Recreation Leader 2.00 2.00 1.00 2.00 Senior Accountant 1.00 1.00 1.00 1.00 Senior Maintenance Worker 2.00 2.00 2.00 2.00 Senior Management Analyst 3.00 3.00 3.00 3.00 Senior Planner 1.00 1.00 1.00 1.00 Total Regular Fulltime Employees 38.00 41.00 37.00 39.00

*FTE Count does not include limited term employees or council members


FY 2021‐22 Budget

Personnel Summary

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Fund ‐ FunctionActual

2018‐19

Actual

2019‐20

Revised

Budget

2020‐21

Recommended

2021‐22

GENERAL FUND

General Administration 13.50 12.70 11.45 12.15

Community DevelopmentAdministration 1.40 1.40 2.40 2.30 Planning Services 3.35 3.80 3.25 3.15 Building and Code Enforcement 1.05 1.55 1.05 1.25

Total Community Development 5.80 6.75 6.70 6.70

Public WorksAdministration 1.85 2.40 2.65 2.80 Engineering 2.10 2.15 1.35 1.90 Facilities Maintenance 5.30 5.55 5.25 5.80

Total Public Works 9.25 10.10 9.25 10.50

Recreation ServicesParks/Recreation 2.50 3.55 2.30 3.20 Community Services 1.30 1.35 1.60 1.30

Total Recreation Services 3.80 4.90 3.90 4.50

Total FTE by General Fund 32.35 34.45 31.30 33.85

OTHER FUNDS201 ‐ Sewer Operating 1.90 2.00 2.55 2.50 123 ‐ Streets & Roads 1.55 1.45 1.45 0.80 124 ‐ Meausre A 0.70 0.70 0.75 0.50 152 ‐ Storm Drains 0.20 0.35 0.40 0.25 125 ‐ Parks Facilities ‐ 0.15 0.05 ‐ 127 ‐ Public Facilities 0.15 0.80 ‐ ‐ 302 ‐ Equipment Fund ‐ 0.15 0.05 0.55 303 ‐ Risk Management 1.15 0.95 0.45 0.55

Total By Other Funds 5.65 6.55 5.70 5.15

City Council 5.00 5.00 5.00 5.00

Total Staffing Levels 43.00 46.00 42.00 44.00


FY 2021‐22 Budget

Staffing Level Summary

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Division FY 2019‐20 Net ChangeFY 2020‐21

RevisedNet Change

FY 2021‐22

Proposed

City Council 5.00 ‐ 5.00 ‐ 5.00

City Manager's Office 3.00 (0.60) 2.40 0.20 2.60

City Clerk 1.45 0.10 1.55 (0.15) 1.40

Communications 1.40 ‐ 1.40 0.15 1.55

Finance 4.55 (0.20) 4.35 0.30 4.65

Human Resources 0.80 (0.55) 0.25 0.25 0.50

Administrative Services 1.25 (0.25) 1.00 (0.25) 0.75

Information Technology 0.15 (0.10) 0.05 0.50 0.55

General Liability 0.85 (0.40) 0.45 0.10 0.55

Workers Compensation 0.10 (0.10) ‐ ‐ ‐

Emergency Services 0.25 0.25 0.50 0.20 0.70

Public Works ‐ Administration 2.40 0.25 2.65 0.15 2.80

Engineering 2.15 (0.80) 1.35 0.55 1.90

Maintenance 5.55 (0.30) 5.25 0.55 5.80

Parks and Recreation 3.55 (1.25) 2.30 0.90 3.20

Community Services 1.35 0.25 1.60 (0.30) 1.30

Planning Services 3.80 (0.55) 3.25 (0.10) 3.15

Building and Code Enforcement 1.55 (0.50) 1.05 0.20 1.25

Community Development ‐ Administration 1.40 1.00 2.40 (0.10) 2.30

Sewer Operations 2.00 0.55 2.55 (0.05) 2.50

Other 3.45 (0.80) 2.65 (1.10) 1.55

Total FTE 46.00 (4.00) 42.00 2.00 44.00

Changes in Staffing

City of Half Moon BayFY 2021‐22 Budget

Staffing Level by Service Area

The FY2021‐22 recommended budget includes 2 additional FTEs. The positions are shown below:Accounting TechnicianRecreation Leader I/II/III

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General Fund

Painting By: Diane Lee-Moomey

Title: Secrets

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General Fund Overview The General Fund is the primary operating fund of the City and is used to account for day-to-day activities. It receives unrestricted revenue and provides City general administrative services, public safety, and land development – related activities.

All general tax revenue and other revenues that are not allocated by law or contractual agreement to other funds are accounted for in this fund. The General Fund is an unrestricted fund, and its resources can be used for any City service or governmental purpose.

The City’s major revenue sources for the General Fund are transient occupancy (hotel) taxes, sales and property taxes, charges for services and other revenue.

The General Fund provides for the cost of operating City government and includes the City Attorney, City Clerk, City Council, City Manager, Finance, Risk Management, Human Resources, Information Technology, Emergency Services Operations, Public Safety, Planning Services, Building and Code Enforcement, Engineering, Facilities Maintenance, and Recreation Services. In addition, General Fund expenditures include capital projects and reserve funding.

The City provides services to the community using a combination of City staff, programs, and contract services. The Community Development, Public Works, Engineering, Building, Administrative Services, Communications/City Clerk and City Manager departments consist primarily of City staff. This work is supplemented by contracts with other government agencies and service providers that provide the City with Animal Control, Building Inspection, Building Permit Processing including plan check, Dispatch, Engineering, Information Technology, Janitorial, Law Enforcement, Legal Services, Library Operations, and limited Landscaping Maintenance services.

BUDGET OVERVIEW

The General Fund budget for FY 2021-22 is $18.3 million in revenue and $17.2 million in operating expenditures, excluding capital and non-operating transfers. This will generate an initial structural surplus of $1.07 million in the FY 2021-22 General Fund budget. The City continues to invest back to the community by funding it’s Capital Improvement Program, including contributions from the General Fund. The FY 2021-22 General Fund contribution to the Capital Program is $1.6 million. The fund balance/reserves are projected to be $8.7 million on June 30, 2022, representing a decrease of $442 thousand from June 30, 2021.

GENERAL FUND REVENUES

Unlike appropriations that can be established at the direction of the City, many key revenue sources are controlled by external forces to the City. For instance, property tax revenue varies with real estate values, and development-related revenue is affected by the volume and type of building permits and plan check requests. Sales tax and transient occupancy tax (TOT) revenues are subject to local and national economic cycles, businesses’ decision to locate in the community and travel activity of businesses and tourists.

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Three sources make up almost 70% of the revenue in the General Fund: Transient Occupancy (Hotel) Tax, Property Tax and Sales Tax. These revenues are projected to increase by 29% over the FY 2020-21 budget. All other revenues with some exceptions are estimated to stay stagnant.

General Fund revenue overall is projected to come in higher than the current year’s budget by 26%, as the economy slowly exits the recession caused by the pandemic.

Key general fund revenue categories are further described below:

Transient Occupancy Taxes (TOT)

Transient occupancy taxes are assessed on The City’s thirteen hotels, motels, bed & breakfast establishments, and three campgrounds at a rate of 14%, generating the City’s largest source of revenue. Prior to 2020, TOT revenue had increased at a healthy rate for a significant amount each year. Following the start of the pandemic however, TOT revenue has fallen significantly since FY 2019-20. Occupancy has fallen to near zero but is anticipated to increase as stay at home orders are lifted.

Property tax

Property tax is the City’s second largest revenue source. Property tax revenue is collected and distributed by the County of San Mateo based on applying the constitutionally limited tax rate of 1% to the assessed value of certain secured and unsecured properties as determined by the County Assessor.

Where Do Property Taxes Go? *

*Based on the City’s largest Tax Rate Area (TRA)

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The City considers the historical rate of changes and potential economic conditions when forecasting property tax revenue. Property tax revenue shows increases based on figures from the San Mateo County Assessor’s Office.

This revenue includes the distributions of excess Educational Revenue Augmentation Fund (ERAF) at 50% of the historic distribution level due to the uncertain nature of these revenues.

Sales and Use Tax

The Sales Tax is currently the City’s third largest revenue source. Sales tax is collected by the State Board of Equalization against tangible items. The local portion is distributed to cities and counties based on the location of the sale. The City of Half Moon Bay receives 1¢ on every $1 purchase as listed in the chart below.

Where Do Sales Taxes Go?

2021 San Mateo County Sales Tax Rate = 9.25%

Most of Half Moon Bay Sales Tax is generated from three major economic sectors, listed below. Approximately 74% of the City’s total sales tax is generated from twenty-five businesses.

Food (grocery, restaurants) – 45% General Retail – 14% Transportation (car sales, gas station) – 25% Other – 17%

The City’s sales tax revenues are expected to increase steadily as COVID-19 related restrictions ease.

Other Taxes

Other taxes include franchise fees assessed on franchise agreements with utility companies, and business license registration taxes that are being assessed on all businesses operating within the City limits.

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Charges for Services

Cost of Services fees are revised on an annual basis based on a comprehensive review of actual cost. This revenue source is approximately 4% of General Fund revenue.

In FY 2017-18, staff completed a comprehensive citywide user fee study, conducted by an outside consultant. The study revised the method of calculating user-based fees, that will allow the City to accurately account for the true cost of providing various programs and services within City operations and approach full cost recovery when setting user fees. Based on the results of the study and Council adoption of the revised Master Fee Schedule, the City moved from a 56% to close to 99% recovery rate for the majority of City services that provide private benefit (e.g., most of building and planning services), while still being able to offer subsidies for services that provide public benefit (e.g., public safety, recreation, and senior services).

Other Revenues

This revenue category includes San Mateo County reimbursement relating to unfunded pension liability for safety personnel that the City pays directly to CalPERS, golf fees per the development agreement with Ocean Colony and parking fees.

GENERAL FUND EXPENDITURES

The FY 2021-22 General Fund total expenditure budget is $18.8 million, which includes $17.2 million in operating expenditures and $1.6 million in capital transfers to fund the City’s FY 2021-22 Capital Improvement Program. This is an increase of $2.7 million or 17% of the revised FY 2020-21 budget.

TRANSFERS FOR CAPITAL PROJECT FUNDS

The General Fund makes contributions to the City’s Capital Improvement Plan (CIP) that is budgeted in various Special Revenues and Capital Funds. Staff always strives to identify probable funding sources for projects and explore outside funding sources whenever possible. These include Federal and State Grants, County contributions, Gas Tax, and various other tax measures. When no external sources of funding can be identified, General Funds are allocated to help cover the cost of projects.

The proposed 5-Year Capital Improvement Program (CIP) has a total FY 2021-22 budget of $10.6 million, which includes a $1.6 million contribution from the General Fund. Additional information on the CIP can be found in the FY 2021-26 CIP Budget document.

RESERVES AND ASSIGNED FUNDS

The City’s Fund Balance Policy identifies fund balances (or reserves) as falling into the following categories: Restricted, Committed, Assigned or Unassigned. In accordance with GASB Statement No. 54 requirements and the City policy, the Council established the following designations for General Fund Committed Fund Balances:

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Operating Contingency Reserve of 30% of annual expenditures ($5.1 million) Economic Uncertainty Reserve of 20% of annual expenditure ($3.4 million)

The General Fund balance components are detailed in the table below. The City will have a balanced budget for FY 2021-22 with $75 thousand as unassigned fund balance.

The General Fund Reserve provides funds for the City to cover unexpected and sharp drops in revenues due to the economy, emergency events and other unanticipated expenditures and events. The City’s policy requires this reserve to be 30% of budgeted annual operating expenditures. In calculating the FY 2021-22 general fund reserves, staff included operating transfers in the expenditures figures and set aside $5.1 million for this purpose.

The assigned Economic Uncertainty Reserve is new as of FY 2019-20 and was created in preparation for the next recession, which was brought about by the pandemic. The goal of this reserve is to have 20% of budgeted annual operating expenditures. The FY 2021-22 budget provides $3.4 million for this reserve.

Altogether, General Fund projected fund balance of $8.6 million represents 50% (vs 50% in the FY 2020-21 budget) of operating General Fund expenditures.

Designations Actual2019-20

Revised Budget 2020-211

Recommended Budget 2021-222

Beginning Fund Balance 10,956,264$ 10,634,152$ 9,237,000$ Total Revenue 16,827,803 14,588,566 18,338,503

Net Operating Expenditures 13,644,294 12,704,430 15,393,133Operating Transfers 2,264,870 1,789,178 1,871,542

Total Operating Expenditures 15,909,164 14,493,608 17,264,675Capital Transfers 1,240,751 1,578,601 1,603,200

Total Expenditures 17,149,915 16,072,209 18,867,875Ending Fund Balance 10,634,152 9,150,509 8,707,629

Operating Reserve (30% of Op. Exp.) 5,146,354 4,362,963 5,179,402Economic Reserve (Target 20% Op. Exp.) 2,154,288$ 2,908,642 3,452,935

Total Reserves 7,300,642$ 7,271,604$ 8,632,337$ Unassigned Fund Balance 3,333,510$ 1,878,905$ 75,291$

Reserve as % of Total Op. Expenses 46% 50% 50%

GENERAL FUND (RESTRICTED & UNRESTRICTED BALANCES)

1. Fund balances for the Revised Budget 2020-21 reflect audited FY 2019-20 ending balance and budgeted revenues and expenditures.2. Beginning Fund Balance reflects ending estimates that may not match ending 2020-21 revised budget DRAFT

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Actual Revised Budget Recommended

2019‐20 2020‐21 2021‐22

Revenue 16,827,803$ 14,588,566$ 18,338,503$

Operating Expenditures (13,644,294) (12,704,430) (15,393,133)

General Fund Transfers Out‐ Operating (2,264,870) (1,789,178) (1,871,542)

918,639 94,958 1,073,829

General Fund Transfers Out ‐ Capital (CIP) (1,240,751) (1,578,601) (1,603,200)

Net Change to General Fund (322,112) (1,483,643) (529,371)

Beginning Total Fund Balance 10,956,264 10,634,152 9,237,000

Ending Fund Balance 10,634,152 9,150,509 8,707,629

Reserves

Operating Reserve 5,146,354 4,362,963 5,179,402

Economic Uncertainty Reserve 2,154,288 2,908,642 3,452,935

Unassigned Fund Balance 3,333,510$ 1,878,905$ 75,291$

Excess Revenue Over/(Under) Expenditures

Assigned Reserves for FY 2021‐22Beginning in FY 2019‐20, the City created an Economic Uncertainty Reserve targeted at 20% of budgeted annual operating expenditures. In addition with the operating reserve, general fund reserves are funded at 50% of total operating expenditures for FY2021‐22 at $8.6 million.


FY 2021‐22 Recommended Budget

General Fund Summary

Excess of Operating Revenue Over/(Under) Expenditures

There is a structural deficit in the FY 2021‐22 budget of $529,371. Though the deficit is mitigated from use of the unassigned fund balance to support operations.

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Actual Actual Revised RecommendedDescription 2018‐19 2019‐20 2020‐21 2021‐22Taxes

Transient Occupancy Tax 6,828,108 5,291,821 3,771,000 6,233,631 Property Tax 3,620,725 3,674,590 3,550,088 3,600,342 Sales & Use Tax 2,828,871 3,104,373 2,627,529 2,983,400 Franchise Fees and Tax 864,413 825,066 720,000 825,000 Business License Tax 313,528 291,790 260,000 281,916

Total Taxes 14,455,646 13,187,642 10,928,617 13,924,289

IntergovernmentalRelief Grants ‐ ‐ ‐ 1,204,000 Dept of Motor Vehicles Fees 6,067 9,997 7,275 ‐ State Reimbursements (POST/SB90) ‐ ‐ ‐ ‐

Total Intergovernmental 6,067 9,997 7,275 1,204,000


Building Permits 233,240 308,704 200,000 200,000 Engineering & Planning Fees 424,126 593,047 301,658 301,658 Police Services 225,952 159,631 140,053 142,278 Recreation Services 187,517 119,372 58,520 170,013 Other ‐ ‐ ‐ ‐

Total Charges for Services 1,070,835 1,180,755 700,231 813,950

Other RevenueGrants ‐ 45,000 15,000 5,000 Other Fees 104,962 252,556 109,843 88,590 Golf Fees 441,494 328,864 237,061 400,000 Interest 226,564 197,765 131,819 120,016 Parking 169,231 165,569 235,000 268,061 County Credit Reimbursement 535,548 556,649 1,694,797 1,003,202 Allocation In from Other Funds 486,754 903,006 528,923 511,395

Total Other Revenues 1,964,552 2,449,409 2,952,443 2,396,265

Ongoing General Fund Revenue1 17,497,101 16,827,803 13,445,566 16,743,918 Total General Fund Revenue 17,497,101$ 16,827,803$ 14,588,566$ 18,338,503$


FY 2021‐22 Budget

General Fund Revenue Detail

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Transient Occupancy Tax (TOT) $6,233,631Sales Tax 2,983,400Property Tax 3,600,342Other Revenue 2,396,265Other Taxes 1,106,916Charges for Services 813,950Inter‐Governmental 1,204,000Total FY 2021‐22 Budget 18,338,503$


FY 2021‐22 Budget

General Fund Revenue

The City of Half Moon Bay's three primary revenue sources are Transient Occupancy Tax (TOT), Property Tax, and Sales Tax, which comprise 70% of total General Fund Revenue.

Transient Occupancy Tax

(TOT)34%

Sales Tax16%

Property Tax20%

Other Revenue13%

Other Taxes6%


4%

Inter‐Governmental

7%

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The City of Half Moon Bay is a low property tax city with a 7% share of Property Taxes.

Property Tax Revenue

FY 2021‐22 Budget


Schools42%

County32%

Fire19%

City7% Other

0%

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6233630.83

Food (grocery, restaurants) 45%

General Retail 14%

Transportation (car sales, gas stations) 25%

Other 17%100%

Half Moon Bay Sales Tax is generated primarily from three sectors. Approximately 74% of total Sales Tax is generated from twenty‐five businesses.


FY 2021‐22 Budget

Sales Tax Revenue (9.25%)

State6.00¢

San Mateo County1.25¢

Measure A and Measure W

1.00¢

Half Moon Bay1.00¢

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Public Safety 4,390,492$ Public Works 3,513,787$ Capital Improvements (CIP) 1,603,200$ Administrative Services 1,212,408$ City Managers Office and Emergency Services 1,250,550$ Recreation and Community Services 1,126,446$ Community Development 1,711,065$ Other Operating Transfers 1,041,748$ City Clerk/Communications 1,031,089$ Debt Service 1,371,686$ City Attorney 385,000$ City Council 230,404$ Total FY 2021‐22 Budget 18,867,875$


General Fund Expenditures

Percen

t of G

eneral Fun

d Expe

nditu

res

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Expenditures2018‐19 Actual 2019‐20 Actual 2020‐21 Revised

2021‐22

Recommended$ Change % Change

Salaries & Benefits 4,237,242$ 4,895,579 4,639,724$ 5,249,248 609,524$ 13.1%Materials & Supplies 531,092 364,239 357,657 454,139 96,482$ 27.0%Contract Services 7,453,560 7,811,790 7,480,733 8,318,060 837,327$ 11.2%Transfers / Allocations Out 4,281,395 3,505,621 3,367,779 3,474,742 106,963$ 3.2%Debt Service ‐ 572,686 226,315 1,371,686 1,145,371$ 506.1%

Total General Fund Exp. 16,503,288$ 17,149,915$ 16,072,208$ 18,867,875$ 2,795,667$ 17.4%


General Fund Expenditures Trend ‐ By Type

Salaries and Benefits

Through a combination of the addition of two FTEs and merit increases, the City anticipates an increase of $609 K.

Contract Services

Increases to this category include rising costs in these existing expenses: utilities, NPDES stormwater compliance, and sheriff services. New costs in this category include economic recovery efforts, mental health, emergency planning services and recreation programming.

Transfers

Transfers include Capital Improvement Program (CIP) funding, debt service, and reserve funding. Debt Service

For FY 2020‐21 the City deferred the annual payment of the library loan to be made in the following year. The debt service payment for this debt will be $1.1 million in FY 2021‐22.

$0

$1

$2

$3

$4

$5

$6

$7

$8

$9

Salaries & Benefits Materials & Supplies Contract Services Transfers / Allocations Out Debt Service

Millions

2018‐19 Actual 2019‐20 Actual 2020‐21 Revised 2021‐22 RecommendedDRAFT

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Relief Grants

Expenditures 2018‐19 Actual 2019‐20 Actual 2020‐21 Revised

2021‐22

Recommended $ Change % Change

Public Safety 3,594,304 3,977,736 4,329,800 4,390,492 60,692$ 1.4%Public Works 3,329,059 3,326,536 2,706,092 3,513,787 807,695$ 29.8%Administrative Services 1,481,310 1,344,104 1,154,088 1,212,408 58,320$ 5.1%City Managers Office 934,945 953,123 927,977 1,250,550 322,572$ 34.8%Community Development 1,373,853 1,601,384 1,644,555 1,711,065 66,510$ 4.0%Recreation & Community Services 760,800 1,018,568 1,005,048 1,126,446 121,398$ 12.1%City Clerk/Communications 646,904 875,988 954,018 1,031,089 77,071$ 8.1%City Attorney 440,994 357,900 370,800 385,000 14,200$ 3.8%City Council 265,177 182,160 174,924 230,404 55,480$ 31.7%

Departmental Expense Subtotal 12,827,348 13,637,498 13,267,302 14,851,241 1,583,939$ 11.9%Other Operating Transfers 1,757,902 1,698,981 1,000,000 1,041,748 41,748$ 4.2%Debt Service/Non‐Departmental ‐ 572,686 226,305 1,371,686 1,145,381$ 506.1%

Operating Expenses Subtotal 14,585,250 15,909,164 14,493,607 17,264,675 2,771,068$ 19.1%Capital Improvements (CIP) 1,918,705 1,240,751 1,578,601 1,603,200 24,599$ 1.6%

Total General Fund Exp. 16,503,288 17,149,915 16,072,208 18,867,875 2,795,667$ 17.4%


General Fund Expenditures Trend ‐ By Department

Public Works

Rising costs in existing contracts relating to coastal clean‐up, NPDES stormwater compliance, project management and maintaining city facilities increases the budget. Additionally new costs include a seasonal maintenance worker for assistance during the summer months.

City Manager's Office

With the expected American Rescue Plan funds, this department intends to increase economic development and recovery, mental health services and emergency planning.

Recreation & Community Services

With the expected ease of COVID‐19 restrictions, the deparmtent intends to recover and increase recreation programming. The addition of one recreation leader position will support this effort.

Debt Service

For FY 2020‐21 the City deferred the annual payment of the library loan to be made in the following year. The debt service payment for this debt will be $1.1 million in FY 2021‐22.

$0

$1

$2

$3

$4

$5

2018‐19 Actual 2019‐20 Actual 2020‐21 Revised 2021‐22 Recommended

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2020‐21

Revised

REVENUES

Transient Occupancy Tax 3,771,000 6,233,631 65.3% 6,420,640 3.0% 6,613,259 3.0% 6,811,657 3.0% 7,016,006 3.0% 7,226,487 3.0%

Property Taxes 3,550,088 3,600,342 1.4% 3,672,349 2.0% 3,745,796 2.0% 3,820,712 2.0% 3,897,126 2.0% 3,975,068 2.0%

Sales Taxes 2,627,529 2,983,400 13.5% 3,466,700 16.2% 3,587,800 3.5% 3,708,000 3.4% 3,829,200 3.3% 3,963,222 3.5%

Total Other Taxes 980,000 1,106,916 13.0% 1,129,054 2.0% 1,151,635 2.0% 1,174,668 2.0% 1,198,162 2.0% 1,222,125 2.0%

Other Revenue 2,516,949 2,819,629 12.0% 2,885,122 2.3% 2,942,824 2.0% 3,001,681 2.0% 3,061,714 2.0% 3,122,948 2.0%

One Time Revenue 1,143,000 1,594,585 39.5% 1,204,000 2.0% ‐ ‐ ‐ ‐

TOTAL REVENUE 14,588,566 18,338,503 25.7% 18,777,865 2.4% 18,041,314 ‐3.9% 18,516,717 2.6% 19,002,208 2.6% 19,509,850 2.7%

EXPENDITURES

Salaries & Benefits 4,639,724 5,249,248 13.1% 5,459,218 4% 5,677,586 4.0% 5,904,690 4.0% 6,140,878 4.0% 6,386,513 4.0%

Materials & Supplies 357,657 454,139 27.0% 463,222 2% 472,486 2.0% 481,936 2.0% 491,575 2.0% 501,406 2.0%

Contract Services 7,480,733 8,318,060 11.2% 8,484,421 2% 8,654,109 2.0% 8,827,192 2.0% 9,003,735 2.0% 9,183,810 2.0%

Debt Service 226,315 1,371,686 506.1% 799,001 ‐42% 799,001 0.0% 799,001 0.0% 799,001 0.0% 799,001 0.0%

Operating Transfers

Internal Service Funds 789,178 829,794 5.1% 720,343 ‐13% 740,209 2.8% 760,691 2.8% 781,809 2.8% 803,586 2.8%

Pension 1,000,000 1,041,748 4.2% 1,126,000 8% 1,153,000 2.4% 1,183,000 2.6% 1,199,000 1.4% 1,214,000 1.3%

Capital Transfers 1,578,601 1,603,200 1.6% 1,778,000 11% 755,000 ‐57.5% 795,000 5.3% 1,000,000 25.8% 1,000,000 0.0%

TOTAL EXPENDITURES 16,072,208 18,867,875 17.4% 18,830,204 0% 18,251,392 ‐3.1% 18,751,509 2.7% 19,415,998 3.5% 19,888,316 2.4%

Structural Surplus (Deficit) (1,483,642) (529,371) (52,340) (210,078) (234,792) (413,790) (378,466)

Beginning Fund Balance 10,634,152 9,237,000 8,707,629 8,655,289 8,445,211 8,210,420 7,796,630

Ending Fund Balance 9,150,510 8,707,629 8,655,289 8,445,211 8,210,420 7,796,630 7,418,164

Reserves 7,271,604 8,632,337 8,526,102 8,445,211 8,210,420 7,796,630 7,418,164

Assumptions

Operating Transfers ‐ Internal Service Funds assumes 5% of the total of all other operating expenditures

Operating Transfers‐Pension is based on the UAAL estimates as provided by CalPERSCapital is based on the 5‐year Capital Improvement Program (CIP) through FY 2024‐25. FY 2025‐26 is a placeholder estimate.

FY 2021‐22 to FY 2026‐27

Property Tax is projected to increase by 2% in FY2022‐23.

Sales Tax is projected to continue its recovery rebound in FY2021‐22 then increase by an average of 3.0% each year based on information provided by the City's external sales tax consultant.


General Fund Projections

2021‐22

Recommended

2022‐23

Forecast

2023‐24

Forecast

2024‐25

Forecast

2025‐26

Forecast

2026‐27

Forecast

7,272

8,632 8,526 8,445 8,210 7,797 7,418

1,879

75

129

‐‐

‐‐

2020‐21 2021‐22 2022‐23 2023‐24 2024‐25 2025‐26 2026‐27

ENDING GENERAL FUND BALANCES PROJECTION

Reserves Unassigned Fund Balance

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GENERAL FUNDFUND 101

ACTUAL

2018‐19

ACTUAL

2019‐20

REVISED

BUDGET

2020‐21

RECOMMENDED

2021‐22

REVENUES

Taxes 14,455,646 13,187,642 10,928,617 13,924,289 Intergovernmental 6,067 9,997 7,275 1,204,000 Charges for Services 1,070,835 1,180,755 700,231 813,950 Other Revenue 1,477,798 1,546,403 2,423,520 1,884,870

TOTAL REVENUE 17,010,347 15,924,797 14,059,643 17,827,108

EXPENDITURES

Salaries & Benefits 4,237,242 4,895,579 4,639,724 5,249,248 Materials & Supplies 531,092 364,239 357,657 454,139 Contract Services 7,453,560 7,811,790 7,480,733 8,318,060 Debt Service ‐ 572,686 226,315 1,371,686 Miscellaneous ‐ ‐ ‐ ‐

TOTAL EXPENDITURES 12,221,893 13,644,294 12,704,429 15,393,133

OTHER FINANCING SOURCES (USES)

Transfers in / (out)From Sewer Fund 486,754 903,006 528,923 511,395 To Capital Projects (1,918,705) (1,240,751) (1,578,601) (1,603,200) To Other Funds (2,362,690) (2,264,870) (1,789,178) (1,871,542)

NET TRANSFERS (3,794,641) (2,602,615) (2,838,856) (2,963,347)

993,812 (322,113) (1,483,642) (529,371)

BEGINNING FUND BALANCE 1 9,964,952 10,958,764 10,636,651 9,237,000

ENDING FUND BALANCE 10,958,764 10,636,651 9,153,009 8,707,629

NET CHANGE TO FUND BALANCE

1 Beginning Fund Balance for FY 2021‐22 based on updated estimates and may not match budgeted estimates for FY 2020‐21 ending balance.

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Department Budgets

Painting By: Emily Camozzi

Title: Red Apples

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City Council

Painting By: Gary Frink

Title: Andreottis Barn

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City Council Mission The mission of the City Council of Half Moon Bay is to create policy related to providing high-quality public services and facilities in a fiscally sustainable, responsive, and friendly manner, which fosters a safe and healthy community in a semi-rural setting. Description The City Council is the governing body of the City. It provides community leadership, establishes policies that reflect the needs, wishes, and priorities of the community of Half Moon Bay and enacts laws and adopts resolutions and ordinances. The Mayor and City Council represent the City on various local, regional, and state policy committees and commissions. The City Council also reviews proposed State of California legislation and provides formal input into the legislative process. The City Council meets the first and third Tuesday of each month in formal public session and occasionally in additional special meetings and study sessions. Service Priorities

• Deliberate on all matters brought before the City Council at its public meetings, and making decisions relative to those matters, while striving to meet the Elements of the Strategic Plan.

• Establish priorities for the City of Half Moon Bay. • Allocate financial resources necessary to meet priorities and goals to provide community

services. Staffing The Council is composed of five members who are elected by district on a non-partisan basis for four-year staggered terms. The Mayor is currently appointed annually from among the elected councilmembers. Service Level Changes The current level of service will be maintained. Budget Highlights / Summary of Changes The City Council budget consists of funding for the five independently elected Councilmembers as well as travel and miscellaneous expenses to carry out the work of the City. Fiscal Year 2020-2021 Accomplishments

• Communicated with the public and conducted virtual meetings and services during the COVID-19 Pandemic.

• Provided grants and support to community organizations providing services to the community related to the COVID-19 Pandemic.

• Completed construction and opened the new vertical access stairs at Poplar Beach.

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• Received California Coastal Commission approval of the Local Coastal Program. • Placed a successful measure on the November 8, 2020 general municipal election ballot

to increase the Transient Occupancy Tax rate. • Collaborated with agencies to provide information and support to those affected by the

CZU Lightning Complex Fire. • Collaborated with the County on the acquisition of the Coastside Homeless shelter;

entered into an MOU and established a Community Advisory Committee in response to feedback received during public outreach.

• Broke ground on the Highway 1 South Traffic Safety Project. • Established the Coastside Recovery Initiative, a collaborative effort with the Coastside

Chamber of Commerce and San Mateo County dedicated to economic recovery on the coastside.

Fiscal Year 2021-2022 Goals / Strategic Plan Elements • Adopt a revised district elections map as part of the 2021 Redistricting Process (Inclusive

Governance). • Continue efforts on affordable housing strategy, including pursuing opportunities for

housing development, adopting a short-term rental ordinance, updating the accessory dwelling unit ordinance, conducting Town Center planning, and updating elements of the General Plan (Healthy Communities and Public Safety, Infrastructure and Environment).

• Continue efforts related to law enforcement and policing, including work with the public safety subcommittee and holding community meetings (Healthy Communities and Public Safety).

• Redevelop and update the City’s Emergency Operations Plan (Healthy Communities and Public Safety).

• Continue work on the Climate Action and Adaptation Plan including coordination with the Local Hazard Mitigation Plan and General Plan (Infrastructure and Environment).

• Continue efforts related to Transportation Demand Management (Infrastructure and Environment).

• Continue efforts on economic recovery and development, including work on the Coastside Recovery Initiative (Fiscal Sustainability, Inclusive Governance).

• Continue to work with the Coastside Chamber of Commerce to support and sustain a business environment that contributes to economic prosperity, revenue generation, and improves the economic well-being of the community (Fiscal Sustainability).

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CITY COUNCIL101‐110

DIVISON EXPENSE BY CATEGORY

DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

RecommendedSalaries & Benefits 48,968 53,933 53,932 53,933 Materials & Supplies 128,192 29,589 36,023 37,500 Contract Services 69,645 87,845 70,000 120,000 Transfers / Allocations Out 18,373 10,793 14,969 18,971

Division Total 265,177 182,160 174,924 230,404

DIVISON REVENUE SOURCE BY CATEGORY

DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

RecommendedGeneral Fund 265,177 182,160 174,924 230,404

Division Total 265,177 182,160 174,924 230,404

FTE COUNT BY TITLE

DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

RecommendedCouncil Member 5.00 5.00 5.00 5.00

FTE Total 5.00 5.00 5.00 5.00

‐

50

100

150

200

250

300

FY 2019Actual

FY 2020Actual

FY 2021Revised

FY 2022 Recommended

Thou

sand

s

DIVISION EXPENSE BY CATEGORY

Salaries & Benefits Materials & Supplies Contract Services Transfers / Allocations Out

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CITY COUNCIL101‐110

DIVISON EXPENSE BY LINE ITEM

AccountFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

Recommended5000‐5999 Salaries & Benefits 48,968 53,933 53,932 53,933

6101 General Supplies 2,013 779 1,000 2,000 6103 Awards/Promotions 92,250 ‐ 500 500 6201 Training/Meetings 24,827 15,137 20,000 20,000 6202 Memberships, Dues & Subscriptions 9,103 13,673 14,523 15,000 6301 Contract Services (Non‐Govt) 24,845 34,945 20,000 ‐ 6306 Cable Tv Expense 44,800 52,900 50,000 85,000 6321 Interpretation Services ‐ ‐ ‐ 35,000 7201 General Transfers Out 18,373 10,793 14,969 ‐ 7203 Vehicle ISF ‐ ‐ ‐ 2,877 7204 Equipment Fund ISF ‐ ‐ ‐ 7,254 7205 Risk Management ISF ‐ ‐ ‐ 8,840

Division Total 265,177 182,160 174,924 230,404

DIVISON REVENUE SOURCES BY LINE ITEM

Account DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

RecommendedGeneral Fund Contribution 265,177 182,160 174,924 230,404

Division Total 265,177 182,160 174,924 230,404

PRIMARY PROGRAM EXPENDITURE EXPLANATIONAccount Description

5000‐5999 Compensation

6100‐6199 Supplies & Materials

6200‐6299 Training & Memberships

6300‐6399 Contract Services

7000‐7999 Internal Service Charges A portion of city‐wide shared costs such as information technology, risk management and vehicle maintenance.

Explanation

All salaries and benefits are budgeted in these line items. No increase is included.

Adhoc supplies and materials for City Council is budgeted here. Slight increase to this category.

Meetings and conferences for council members on City affairs. No change included.

Costs include the broadcasting and interpretation services of public council meetings. Increases primarily due to expanding interpretation services and rising costs in existing contracts.

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City Manager

Painting By: Greta Waterman-Djerassi

Title: Country

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CityManager

CityManager

Deputy CityDeputy CityManager

Deputy CityManager

Communications Director


& City Clerk


& City Clerk

Administrative Administrative Services Director

Administrative Services Director

Public WorksPublic WorksDirector

Public WorksDirector

CommunityCommunityDevelopment

Director

CommunityDevelopment

Director

San Mateo CountySheriff

San Mateo CountySheriff

City Manager’s Department

Senior ManagementAnalyst

Senior ManagementAnalyst

RecreationCoordinatorRecreation

Coordinator

Community ServicesManagement AnalystCommunity ServicesManagement Analyst

Community Services & Emergency Preparedness

Management Analyst

Community Services & Emergency Preparedness

Management Analyst

OES CoastsideDistrict Coordinator

OES CoastsideDistrict Coordinator

RecreationLeader

RecreationLeader

BuildingAttendantBuilding

Attendant

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City Manager Mission The mission of the City Manager’s Office is to provide overall leadership and management of the City, execute Council policy, and ensure that residents of Half Moon Bay receive fair treatment, excellent customer service, and appropriate stewardship of tax revenue, in support of a vibrant community with well-maintained infrastructure and a broad range of customary public services. Description The City Manager’s Office provides overall management of City operations and oversight of City departments. The City Manager is responsible for carrying out the strategic goals, policies, and directives of the City Council, for the effective and cost-efficient management of City operations and personnel, and for preparing and submitting the annual budget to the Council. The City Manager authorizes and oversees the hiring of all City Staff. Service Priorities

• Oversee the delivery of public services in accordance with all federal and state laws, and the policies, ordinances, and resolutions adopted by the City Council.

• Direct and organize City departments, programs, and services. • Carry out elements of the Strategic Plan and City Council priorities. • Recommend the adoption of policies and ordinances, as necessary. • Ensure the long-term fiscal viability of the City. • Increase the productivity, efficiency, and effectiveness of the organization. • Enforce contracts, agreements, and permits authorized by the City Council. • Advise the City Council on matters regarding current and future fiscal, staffing, and program

needs of the City. • Oversee customer service, and community engagement. • Provide and expand quality recreational services and opportunities to individuals and

families. • Provide and expand health and wellness opportunities to youth, adults, and seniors. • Provide and expand enrichment activities for all ages. • Provide community gathering and meeting spaces through facility rentals. • Provide opportunities for community engagement in recreation services programs.

Staffing The City Manager’s Department is comprised of the City Manager, Deputy City Manager, and a Senior Management Analyst. The City Manager’s Office provides direct oversight of the Emergency Services, Community Services and Recreation Service Divisions, which respectively include two Management Analysts, a Recreation Coordinator, a Recreation Leader, and part-time Building Attendants.

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Service Level Changes One full-time Recreation Leader was cut from the Recreation Services Division in FY 2020-21 due to COVID-19 impacts to the City budget and reduced programming and facility rental availability during the State and County health orders. With health orders lifting and more opportunities for indoor and outdoor recreation, the full-time Recreation Leader position is being restored to the department, to provide needed staffing coverage and additional services to patrons of recreation programs and facilities. Budget Highlights / Summary of Changes Continued funding for the Chamber of Commerce and the Hotel Business improvement District, and additional funding for the Coastside Recovery Initiative planning and implementation has been included to support business resources, tourism marketing, and economic recovery efforts. Funding has been included to assist with grant writing services to take advantage of upcoming opportunities for funding from Federal, State, and private sources. Funding has been included for expert consultant support to assist with planning and development of the City’s updated Emergency Operations Plan, disaster specific and evacuations plans, and the Hazard Mitigation Plan. Funding has been restored to plan for summer music and other community activities and events. The Department is comprised of the following divisions: Emergency Services Division Mission The mission of the Emergency Services Division is to assist residents and businesses, along with other Coastside communities and City staff to be prepared for and better respond to emergencies and disasters. Description The Emergency Services Division works in partnership with the San Mateo County Office of Emergency Services to prepare staff, Coastside agencies and residents to effectively respond to emergencies. The Division develops and updates the general emergency operations plans and the Hazard Mitigation Plan, trains staff in emergency operations procedures, and serves as the City’s representative on the Coastside Emergency Action Program and the San Mateo County Emergency Managers Association to assist with local and regional emergency preparedness efforts. Recreation Division Mission The mission of the Recreation Division is to enrich lives within the community through affordable, accessible citywide programs that promote educational and recreational opportunities that contribute to a healthy community and lifestyles. Description The Recreation Division is responsible for delivering quality, affordable recreation programs and opportunities for community enrichment to the residents of Half Moon Bay and the Coastside. The

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Division works closely with the Parks and Recreation Commission to identify opportunities to improve and expand recreation programs and to implement the recommendations in the Parks Master Plan. The Division is responsible for coordinating, renting, and scheduling City facilities, including Smith Field, the Train Depot, the Ted Adcock Community Center, and the new Half Moon Bay Library. Community Services Division Mission The mission of the Community Services Division is to engage with the community through citywide programs and initiatives that enrich lives, create forums for multiple and diverse perspectives, and provide educational opportunities through public participation. Description The Community Services Division serves as a link between the City and community partners including other government agencies, educational institutions, and non-profits, and helps connect residents and visitors to a variety of social, health, and human services. FY 2020-21 Department Accomplishments

• Guided the City Council in further updating its Strategic Plan and priorities. • Coordinated and facilitated two City Council Listening Sessions for residents to express their

priorities and interests, leading up to the development of the FY 2020-21 Budget. • Led efforts to respond to and maintain business continuity during the COVID-19 pandemic

and associated Shelter-in-Place orders. • Launched the Coastside Recovery Initiative, including an economic Recovery Task Force, to

coordinate recovery efforts and long-term planning toward a more equitable, vibrant, and resilient Coastside economy.

• Led public safety outreach and research efforts through the City Council Public Safety subcommittee as well as focus groups with Latinx leaders, Homeless individuals and service providers, faith leaders, and youth, as well as multiple meetings on the intersection of law enforcement and mental health.

• Leveraged partnerships with County and local non-profit organizations to support underserved populations through emergency rental assistance funding, Coastside Collaborative information sessions, and mental health/substance abuse discussions.

• Coordinated and staffed weekly COVID-19 testing clinics at both the Ted Adcock Community Center and the Senior Center, in collaboration with CERT volunteers and Senior Coastsiders.

• Supported coordination, logistics and outreach for community based COVID-19 vaccination clinics, targeting underserved and vulnerable populations on the coast.

• Continued the Community Services Financial Assistance Grant Program to support local non-profits who serve the Half Moon Bay Community, made modifications to address COVID-19 recovery for those most in need.

• Facilitated and staffed regular food distribution opportunities through the Second Harvest Food Bank, providing food to hundreds of vulnerable residents.

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• Supported ALAS in weekly community food distributions at the Library, providing food and gift cards to hundreds of vulnerable residents.

• Continued the City’s partnership with the Boys and Girls Club to allow in-person learning support at the Ted Adcock Community Center for students during remote education programming.

• Obtained commercial kitchen certification on the recently remodeled kitchen at the Ted Adcock Community Center which will increase rental opportunities for residents and services to the community.

FY 2021-22 Department Goals / Strategic Plan Elements

• Advance projects that link to the City’s Strategic Plan and Council Priorities (Infrastructure and Environment).

• Continue to review and revise staff structure to maximize efficiency and increase performance (Fiscal Sustainability, Inclusive Governance).

• Work with City Council to increase transparency and reporting on the City’s Strategic Plan and Council Priorities (Infrastructure and Environment).

• Collaborate with Community Development to provide information and policies to address the lack of affordable housing (Healthy Communities and Public Safety).

• Continue to collaborate with the Sheriff’s Office, local agencies, and residents to address public safety and law enforcement concerns, identify innovative programs to improve relations and responses to vulnerable communities and mental health crises, and prepare for renegotiation of the agreement with the County for these services (Healthy Communities and Public Safety).

• Collaborate with the City departments, regional public agencies, and local groups to develop and implement plans to better prepare the City, its residents, and the greater Coastside for natural disasters and other emergencies (Healthy Communities and Public Safety).

• Continue to lead efforts around economic recovery and development through the Coastside Recovery Initiative and partnerships with the Chamber of Commerce and other business groups (Inclusive Governance).

• Lead the Community Advisory Committee and continue to work with the County and local service providers on supporting the homeless and the new Coastside Shelter (Inclusive Governance, Healthy Communities and Public Safety).

• Work with the Parks and Recreation Commission to implement City priorities and the Parks Master Plan (Inclusive Governance, Healthy Communities and Public Safety).

• Restore additional in-person recreation and community activities and continue to expand the number and types of classes offered to reach a broader and more diverse group of residents (Healthy Communities and Public Safety, Inclusive Governance).

• Continue to engage in regional partnerships to support projects in Half Moon Bay and those potentially impacting the Coastside (Inclusive Governance, Infrastructure and Environment).

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CITY MANAGER'S OFFICE101‐120


DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022


Division Total 838,974 780,968 723,164 981,250

DIVISION REVENUE SOURCE BY CATEGORY

DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022


Division Total 838,974 780,968 723,164 981,250

FTE COUNT BY TITLE

DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

RecommendedCity Manager 0.85 0.85 0.85 0.85 Deputy City Manager 0.45 0.45 0.35 0.35 Senior Management Analyst 0.50 0.70 0.80 0.50 Management Analyst 1.00 ‐ 0.40 0.90 Executive Assistant 1.00 1.00 ‐ ‐

FTE Total 3.80 3.00 2.40 2.60

‐

200

400

600

800

1,000

1,200

FY 2019Actual

FY 2020Actual

FY 2021Revised

FY 2022 Recommended

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CITY MANAGER'S OFFICE101‐120


AccountFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022


6101 General Supplies 2,323 2,143 2,000 23,500 6201 Training/Meetings 19,570 15,865 5,000 15,000 6202 Memberships, Dues & Subscriptions 3,705 2,875 5,000 15,000 6301 Contract Services (Non‐Govt) 108,055 30,734 150,000 ‐ 6320 Professional Services ‐ ‐ ‐ 240,000 6505 Land Acquisition ‐ 120,000 ‐ ‐ 6610 JPA/District Contributions ‐ ‐ ‐ 40,000 6699 Miscellaneous Expense ‐ 1,079 ‐ ‐ 7201 General Transfers Out 61,042 33,173 54,962 ‐ 7203 Vehicle ISF ‐ ‐ ‐ 12,254 7204 Equipment Fund ISF ‐ ‐ ‐ 30,892 7205 Risk Management ISF ‐ ‐ ‐ 37,649

Division Total 838,974 780,968 723,164 981,250



Actual

FY 2020

Actual

FY 2021

Revised

FY 2022


Division Total 838,974 780,968 723,164 981,250






6600‐6699 Other Expenses


Explanation

All salaries and benefits are budgeted in these line items. Increase is primarily due to merit increases.

Supplies and materials to support COVID‐19 testing/vaccination efforts and increases to support the economic recovery initiative.

Training, professional memberships, and conferences. Increase is due to conferences returning as COVID restrictions ease.

Costs include supporting the recovery initiative, economic development implementation, mental health services, and various grant writing services.

Amounts here encompass contributions to the hotel Business Improvement District (BID).

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RECREATION SERVICES101‐610


DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022


Division Total 488,365 510,424 371,233 546,659


DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

RecommendedCharges for Services 187,517 119,372 58,520 170,013 Other Revenue 8,777 4,416 10,000 10,000 General Fund 292,070 386,635 302,713 366,646

Division Total 488,365 510,424 371,233 546,659

FTE COUNT BY TITLE

DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

RecommendedDeputy City Manager 0.30 0.30 0.20 0.20 Senior Management Analyst 0.20 0.15 0.10 ‐ Deputy City Clerk ‐ 0.10 ‐ ‐ Recreation Coordinator 1.00 1.00 1.00 1.00 Recreation Leader I/II/III 1.00 2.00 1.00 2.00

FTE Total 2.50 3.55 2.30 3.20

*Part‐Time non benefited employees included: Building Attendant (2,080 hours)

‐

100

200

300

400

500

600

FY 2019Actual

FY 2020Actual

FY 2021Revised

FY 2022 Recommended

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RECREATION SERVICES101‐610


AccountFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022


6101 General Supplies 6,751 18,570 15,000 15,000 6201 Training/Meetings 9,675 3,088 3,000 4,000 6202 Memberships, Dues & Subscriptions 270 2,555 1,030 6,000 6301 Contract Services (Non‐Govt) 61,511 55,900 34,998 51,700 6303 Advertising Costs 8,205 1,833 30 2,000 6307 Contract Classes 78,351 42,084 30,190 62,681 7201 General Transfers Out 31,511 27,252 30,622 ‐ 7203 Vehicle ISF ‐ ‐ ‐ 6,827 7204 Equipment Fund ISF ‐ ‐ ‐ 17,210 7205 Risk Management ISF ‐ ‐ ‐ 20,975

Division Total 488,365 510,424 371,233 546,659



Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

Recommended

4204 Special Events Permits ‐ ‐ ‐ 20,000 4551 Parks & Recreation Classes 111,914 54,338 42,300 89,531 4710 Facilities Rental 75,603 65,034 16,220 60,483 4902 Miscellaneous Revenue 8,777 4,416 10,000 10,000

General Fund Contribution 292,070 386,635 302,713 366,646 Division Total 488,365 510,424 371,233 546,659







Explanation

All salaries and benefits are budgeted in these line items. Increase is primarily due to merit increases and the recovery of recreation leader position originally lost during COVID‐19.

Supplies and materials to support various recreation programs and services.

Training, licensing and professional memberships for staff. Increases are included as programming is anticipated to increase.

Costs include recreation guides, music events, umpire contracts, class instructors and other costs related to recreational programs. Increases are included as programming is anticipated to increase.

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COMMUNITY SERVICES101‐640


DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

RecommendedSalaries & Benefits 165,454 230,907 255,250 223,648 Materials & Supplies ‐ 3,215 7,500 8,400 Contract Services 8,012 243,750 320,000 300,000 Transfers / Allocations Out 24,014 30,273 51,066 47,739

Division Total 197,481 508,144 633,816 579,787


DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

RecommendedOther Revenue ‐ 15,000 ‐ ‐ General Fund 197,481 493,144 633,816 579,787

Division Total 197,481 508,144 633,816 579,787

FTE COUNT BY TITLE

DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

RecommendedDeputy City Manager 0.20 0.20 0.20 0.20 Senior Management Analyst 0.10 0.15 0.10 0.10 Management Analyst 1.00 1.00 1.30 1.00

FTE Total 1.30 1.35 1.60 1.30

‐

100

200

300

400

500

600

700

FY 2019Actual

FY 2020Actual

FY 2021Revised

FY 2022 Recommended

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COMMUNITY SERVICES101‐640


AccountFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022


6101 General Supplies ‐ 2,360 5,000 5,000 6201 Training/Meetings ‐ 855 1,500 3,000 6202 Memberships, Dues & Subscriptions ‐ ‐ 1,000 400 6301 Contract Services (Non‐Govt) 8,012 243,750 320,000 50,000 6606 Financial Aid / Grants ‐ ‐ ‐ 250,000 7201 General Transfers Out 24,014 30,273 51,066 ‐ 7203 Vehicle ISF ‐ ‐ ‐ 7,240 7204 Equipment Fund ISF ‐ ‐ ‐ 18,253 7205 Risk Management ISF ‐ ‐ ‐ 22,246

Division Total 197,481 508,144 633,816 579,787



Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

Recommended4850 Grants ‐ 15,000 ‐ ‐









Explanation

All salaries and benefits are budgeted in these line items. Slight decrease primarily from shifting staff time to other functions.

Supplies and materials relating to administration and oversight of various programs and outreach.

Training, licensing and professional memberships for staff. A slight increase is included.

For anticipated costs relating to enforcement of the new minimum wage ordinance.

250K of grant aid via the Community Services Financial Assistance (CSFA) program encompasses this entire category.

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EMERGENCY SERVICES101‐320


DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022


Division Total 95,972 172,155 204,814 269,299


DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022


Division Total 95,972 172,155 204,814 269,299

FTE COUNT BY TITLE

DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

RecommendedDeputy City Manager ‐ ‐ 0.20 0.20 Administrative Services Director 0.15 ‐ ‐ ‐ Management Analyst 0.25 0.25 0.30 0.50

FTE Total 0.40 0.25 0.50 0.70

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50

100

150

200

250

300

FY 2019Actual

FY 2020Actual

FY 2021Revised

FY 2022 Recommended

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EMERGENCY SERVICES101‐320


AccountFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022


6101 General Supplies 6,225 8,212 20,000 15,000 6201 Training/Meetings 771 ‐ 2,900 3,000 6202 Memberships, Dues & Subscriptions 3,160 ‐ 550 600 6301 Contract Services (Non‐Govt) 433 433 5,000 ‐ 6302 Contract Services (Govt) 68,634 130,985 65,000 ‐ 6320 Professional Services ‐ ‐ ‐ 35,000 6505 Land Acquisition ‐ ‐ ‐ ‐ 6610 JPA/District Contributions ‐ ‐ ‐ 65,000 6699 Miscellaneous Expense ‐ ‐ ‐ ‐ 7201 General Transfers Out 8,682 7,432 16,758 ‐ 7203 Vehicle ISF ‐ ‐ ‐ 3,363 7204 Equipment Fund ISF ‐ ‐ ‐ 8,478 7205 Risk Management ISF ‐ ‐ ‐ 10,333

Division Total 95,972 172,155 204,814 269,299



Actual

FY 2020

Actual

FY 2021

Revised

FY 2022


Division Total 95,972 172,155 204,814 269,299








Contribution to San Mateo County's Office of Emergency Services is budgeted here.

Explanation

All salaries and benefits are budgeted in these line items. Increase is primarily due to merit increases and allocation of more staff time.

Supplies and materials to support Coastside Preparedness Day, the emergency operation center and other supplies.

Training, licensing and professional memberships for staff. Category remains relatively unchanged.

Costs mostly include new funding for consultant support for finalizing the City's updated emergency operations plan.

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City Attorney

Painting By: Greta Waterman

Title: Shark Fin Rock, Martins Beach

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City Attorney Mission The mission of the City Attorney is to provide the City Council and City staff with prompt and high-quality legal advice, counsel, and representation. Description The City Attorney reports directly to the City Council and is charged with the task of serving as the legal counsel to the City Council, Planning Commission, City Manager, and City staff on all legal aspects of municipal operations. Legal services include legal advice and analysis, preparation of legislation including ordinances and resolutions, drafting or review of contracts and agreements, conducting research and supporting the City in litigation, civil and criminal actions, and code enforcement. The City Attorney attends all regular and special City Council meetings. Other services include meetings with the City Manager, City Executive Team, and other city officials on an on-call basis while keeping the City Council, City Manager, and staff advised of current laws affecting decisions and programs of the City. Service Priorities

• Devote time and resources necessary to provide timely, affordable, high-quality legal advice.

• Minimize liability and work creatively to accomplish policy objectives of the City. • Offer legal opinions and draft ordinances and other documents in a timely and

professional manner. • Provide high-quality litigation representation to ensure matters are resolved cost

effectively. • Respond to inquiries from the public as appropriate, and in a timely and constructive

manner, while ensuring that the City’s interests are protected, and policies are implemented.

Staffing The department is comprised of the City Attorney, who is retained under contract with a law firm, and a staff of associate attorneys who act as Assistant or Deputy City Attorneys as required. Outside legal counsel may be retained for assistance on specialized issues and areas of law. The firm provides all legal services and includes all administrative costs such as paralegals, secretarial services, clerical services, continuing legal education, law library, and research costs, etc. Service Level Changes For FY 2021-22, the City Attorney’s Office plans to continue its trend of increased onsite availability and accessibility for the City Council, Planning Commission, Parks and Recreation Commission, City committees, and staff.

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Budget Highlights / Summary of Changes The City Attorney budget consists of contract legal services for the City Attorney and Deputy City Attorneys, and support staff. It excludes reimbursable matters, unbudgeted litigation, and certain specialized services provided by outside legal counsel that is budgeted in respective department budgets. Fiscal Year 2020-2021 Accomplishments

• Provided legal review of the City’s disposable foodware ordinance, parks, and beach ordinance.

• Provided legal support for sewer rate adjustments. • Drafted urgency ordinances related to the COVID pandemic, temporary moratorium on

commercial evictions and protections for heritage Main Street. • Provided negotiation/real estate support related to (1) purchase and sale agreement for

880 Stone Pine and related financing; (2) County’s acquisition of the Coastside Inn; and (3) license/leases of City-owned property.

• Legal support related to COVID pandemic and CZU fire complex (emergency orders, budget, human resources, open government).

• Drafted Measure U (TOT ballot measure) and provided elections law support for the November election.

• Provided legal and planning support for the Local Coastal/Land Use Plan (LC/LUP) and large planning applications.

Fiscal Year 2021-2022 Goals / Strategic Plan Elements

• Continue to implement Council policy directives and ensure projects and directives are legally secure (Inclusive Governance).

• Draft/provide legal review of plans/ordinances regarding Council priorities related to sustainability efforts, short term rentals, accessory dwelling units, implementation of the LC/LUP and other priority matters (Inclusive Governance).

• Continue economic resolution of claims and litigation (Fiscal Sustainability).

1370300.1

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CITY ATTORNEY101‐130


DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

RecommendedSalaries & Benefits ‐ ‐ ‐ ‐ Materials & Supplies ‐ ‐ ‐ ‐ Contract Services 440,994 357,900 370,800 385,000 Transfers / Allocations Out ‐ ‐ ‐ ‐

Division Total 440,994 357,900 370,800 385,000


DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022


Division Total 440,994 357,900 370,800 385,000

FTE COUNT BY TITLE

DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

Recommended

FTE Total 0.00 0.00 0.00 0.00

‐

50

100

150

200

250

300

350

400

450

500

FY 2019Actual

FY 2020Actual

FY 2021Revised

FY 2022 Recommended

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CITY ATTORNEY101‐130


AccountFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

Recommended5000‐5999 Salaries & Benefits ‐ ‐ ‐ ‐

6301 Contract Services (Non‐Govt) 440,994 357,900 370,800 ‐ 6325 Legal Counsel ‐ ‐ ‐ 385,000 7201 General Transfers Out ‐ ‐ ‐ ‐ 7203 Vehicle ISF ‐ ‐ ‐ ‐ 7204 Equipment Fund ISF ‐ ‐ ‐ ‐ 7205 Risk Management ISF ‐ ‐ ‐ ‐

Division Total 440,994 357,900 370,800 385,000



Actual

FY 2020

Actual

FY 2021

Revised

FY 2022


Division Total 440,994 357,900 370,800 385,000




7000‐7999 Internal Service Charges A portion of city‐wide shared costs such as information technology, risk management and vehicle maintenance. Since this department contains no staff personnel, there are no internal service charges.

Explanation

All salaries and benefits are budgeted in these line items. Attorney services are contracted out thus no salary charges are budgeted.

Costs only contain legal counsel services for all non‐specific city‐wide functions. DRAFT

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Communications/City Clerk

Painting By: Jeannie Mecorney-Fitzgerald

Title: Marine Reserve Moss Beach

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CityManager

CityManager



& City Clerk


& City Clerk

City Clerk & Communications Department

Communications ProgramManager

Communications ProgramManager

DeputyCity Clerk

DeputyCity Clerk

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Communications / City Clerk Mission The mission of the Communications / City Clerk Department is to promote openness in government and the free exchange of public information to engage residents in City policies and decision-making processes. The Communications / City Clerk Department is committed to serving the citizens of our community in a neutral and ethical manner by providing equal access to open and transparent government, ensuring the integrity of the participatory process, bridging internal and external communication pathways, and enhancing the public’s trust in local government. The City Clerk Division manages and provides access to City records, manages the legislative and governmental affairs of the City, administers elections, and records legislative functions. The Communications Division promotes inclusive public engagement and positive community relations through effective and transparent communications strategies. Description The Communications / City Clerk Department is comprised of two divisions: Communications and City Clerk. The Communications Division is responsible for all internal and external communications. The division ensures the dissemination of timely and accurate public information of City operations, projects, policies, Council actions, services, and programs through traditional media, social media, and online. The division engages the community and increases transparency utilizing multiple social media platforms and online communication tools that promote accessible and convenient information. The City Clerk Division conducts regular and special general municipal elections in consolidation with the County of San Mateo for the election of City Councilmembers and local initiatives, referendums, and recalls. The division manages the City’s legislative and governmental affairs. The division administers Political Reform Act requirements related to campaign disclosure statements, conflict of interest filings, and AB1234 ethics training. Brown Act requirements are administered by the City Clerk Division ensuring meetings, agendas, minutes, reports, public notices, resolutions, and ordinances are prepared, posted, and published pursuant to law. The City Clerk serves as Clerk of the Council and attends, monitors, and retains complete records of all City Council proceedings. The City Clerk ensures open and transparent access through records-related services including records management, retention, and Public Records Act programs. Additionally, the division administers the boards and commissions program related to vacancies, orientation, commission handbooks, and Maddy Act compliance. The City Clerk serves as the City’s Elections Official, Public Information Officer, Political Reform Act Filing Officer, Records Manager, and Compliance Officer.

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Service Priorities

• Maintain effective communication with community members, staff, and the Council to increase the understanding of and support for City programs, policies, and projects, and to develop positive relations through impactful outreach.

• Gather and share information to support and encourage open, participatory government and an informed community.

• Manage the City’s governmental and legislative affairs, including tracking legislation, preparing position letters, seeking and applying for grant opportunities, and monitoring interagency appointments and actions.

• Provide City Council support, including agenda and packet preparation, public noticing, and distribution of materials to the City Council, staff, and the public.

• Support boards and commissions, including agenda and packet preparation, public noticing, and distribution of materials to Commissioners, staff, and the public.

• Process local legislation, including resolutions, ordinances, and minutes. • Oversee elections, including qualifying candidates, petitions, and ballot measures,

processing all necessary resolutions, monitoring campaign filing requirements, and certifying election results.

• Maintain records and archives, including responses to public records requests. Staffing The Communications / City Clerk Department was staffed in FY 20-21 by a Communications Director / City Clerk, a Communications Specialist, and a Deputy City Clerk. Service Level Changes For FY 21-22, an Intern position has been added. Budget Highlights / Summary of Changes The Communications / City Clerk budget consists of costs for compensation and operations of the department. Fiscal Year 2020-2021 Accomplishments

• Conducted the November 8, 2020 General Municipal Election which resulted in the passage of a measure and election of two district seats.

• Led the public information and outreach campaign related to the COVID-19 Pandemic, including numerous news releases, weekly e-news, weekly mayor’s letters, website updates, social media updates, signage, coordination with agencies, announcements of closures and service modifications, and other items.

• Continued the City’s Legislative Platform, which had a primary focus on legislation and budgetary items related to COVID-19, managed the Legislative Subcommittee, and managed the lobbyist contract for the City’s legislative affairs.

• Grew and maintained the City’s presence on Facebook, Twitter, Instagram, and Nextdoor. • Communicated timely and relevant information during the CZU Lightning Complex Fire.

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• Continued to host successful virtual council meetings and subcommittee meetings during the COVID-19 Pandemic.

• Increased the level of Spanish language translation with communications outreach and public meetings.

• Processed 77 agreements, 3 ordinances, 77 resolutions, 28 City Council agenda packets, 7 City Council subcommittee agendas, 14 proclamations, and 131 public records requests.

Fiscal Year 2021-2022 Goals / Strategic Plan Elements • In accordance with AB 849, conduct process of redistricting following the 2020 Census results,

Process including managing the Redistricting Advisory Committee, and concluding with adoption of a final map by the City Council (Inclusive Governance).

• Conduct a communications and public outreach campaign for the 2021 Summer Beach Season (Healthy Communities and Public Safety, Inclusive Governance).

• Obtain consultant services of a Grant Writer to assist the City with grant applications (Inclusive Governance).

• Work with the City Manager’s Office on development of a Crisis Communications Plan as part of the overall Emergency Operations Plan (Healthy Communities and Public Safety).

• Continue to expand the City’s communications platforms and outreach (Inclusive Governance).

• Work with departments to update the content and usability of the City’s website and department pages (Inclusive Governance).

• Continue to expand local relationships, community, and partnerships as part of the City’s government affairs (Inclusive Governance).

• Continue to seek grant opportunities and monitor legislation in accordance with the City of Half Moon Bay Legislative Program (Healthy Communities and Public Safety, Inclusive Governance).

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CITY CLERK101‐140


DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022


Division Total 645,004 536,210 584,584 590,129


DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

RecommendedOther Revenue ‐ 475 ‐ ‐ General Fund 645,004 535,735 584,584 590,129

Division Total 645,004 536,210 584,584 590,129

FTE COUNT BY TITLE

DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

RecommendedCity Clerk / Communications Director 0.90 0.55 0.55 0.40 Deputy City Clerk 1.00 0.90 1.00 1.00

FTE Total 1.90 1.45 1.55 1.40

*Part‐Time non benefited employees included: Intern (1,040 hours)

‐

100

200

300

400

500

600

700

FY 2019Actual

FY 2020Actual

FY 2021Revised

FY 2022 Recommended

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CITY CLERK101‐140


AccountFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022


6101 General Supplies 6,012 4,483 3,500 3,500 6104 Employee Engagement ‐ 498 ‐ ‐ 6201 Training/Meetings 11,505 11,104 7,000 7,000 6202 Memberships, Dues & Subscriptions 4,354 1,617 4,000 4,000 6301 Contract Services (Non‐Govt) 201,056 195,185 150,000 80,000 6303 Advertising Costs 29,492 18,501 19,000 20,000 6304 Legislative Affairs ‐ 129 5,000 5,000 6308 Election Costs 48,648 15,983 110,000 110,000 6320 Professional Services ‐ ‐ ‐ 45,000 6324 Software Subscription ‐ ‐ ‐ 25,000 7201 General Transfers Out 33,755 24,804 48,627 ‐ 7203 Vehicle ISF ‐ ‐ ‐ 7,369 7204 Equipment Fund ISF ‐ ‐ ‐ 18,579 7205 Risk Management ISF ‐ ‐ ‐ 22,642

Division Total 645,004 536,210 584,584 590,129



Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

Recommended4901 Administrative Fees ‐ 475 ‐ ‐








Explanation

All salaries and benefits are budgeted in these line items. Increase is primarily due to merit increases and the addition of a part‐time intern.

General office supplies as needed to support the division goals. No change is included.

Training, professional memberships, and conferences. No change is included.

Costs include Granicus, NetFile, NextRequest, the contract with Townsend and records management. Category remains relatively unchanged.

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COMMUNICATIONS101‐150


DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

RecommendedSalaries & Benefits ‐ 197,039 214,273 256,152 Materials & Supplies ‐ 23,819 16,000 18,500 Contract Services 1,900 103,798 110,000 130,000 Transfers / Allocations Out ‐ 15,123 29,161 36,309

Division Total 1,900 339,778 369,434 440,961


DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022


Division Total 1,900 339,778 369,434 440,961

FTE COUNT BY TITLE

DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

RecommendedCity Clerk / Communications Director ‐ 0.40 0.40 0.55 Communications Specialist ‐ 1.00 1.00 1.00

FTE Total ‐ 1.40 1.40 1.55

‐

50

100

150

200

250

300

350

400

450

500

FY 2019Actual

FY 2020Actual

FY 2021Revised

FY 2022 Recommended

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COMMUNICATIONS101‐150


AccountFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

Recommended5000‐5999 Salaries & Benefits ‐ 197,039 214,273 256,152

6101 General Supplies ‐ 1,117 5,000 5,000 6104 Employee Engagement ‐ 12,704 5,000 5,000 6201 Training/Meetings ‐ 8,466 4,500 7,000 6202 Memberships, Dues & Subscriptions ‐ 1,533 1,500 1,500 6301 Contract Services (Non‐Govt) 1,900 97,851 90,000 ‐ 6303 Advertising Costs ‐ 5,947 20,000 20,000 6320 Professional Services ‐ ‐ ‐ 110,000 7201 General Transfers Out ‐ 15,123 29,161 ‐ 7203 Vehicle ISF ‐ ‐ ‐ 5,507 7204 Equipment Fund ISF ‐ ‐ ‐ 13,883 7205 Risk Management ISF ‐ ‐ ‐ 16,919

Division Total 1,900 339,778 369,434 440,961



Actual

FY 2020

Actual

FY 2021

Revised

FY 2022


Division Total 1,900 339,778 369,434 440,961







Explanation


General office supplies as needed to support the division goals. No change is included.

Training, professional memberships, and conferences. Slight increase is due expected ease of COVID restrictions.

Costs include the OpenGov platform, and other specialized communications services. Increase is primarily from new services for a stratgetic communications campaign, and a crisis communications consultant.

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Administrative Services

Painting By: Joseph McFadden

Title: Half Moon Bay Harbor

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CityManager

CityManager

AdministrativeAdministrativeServicesDirector

AdministrativeServicesDirector

Administrative Services Department

SeniorSeniorAccountant

SeniorAccountant

AdministrativeAdministrativeAssistant

AdministrativeAssistant

Budget / ITBudget / ITSenior

Management Analyst

Budget / ITSenior

Management Analyst

Human Resources

Human Resources

Analyst[VACANT]

Human Resources

Analyst[VACANT]

Information TechnologyConsultant

Information TechnologyConsultant

Accounting Accounting TechnicianAccounting Technician

Accounting Accounting & Payroll

Technician

Accounting & Payroll

Technician

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168

Administrative Services Mission The mission of the Administrative Services Department is to manage much of the City's organizational infrastructure--its financial processes and systems, its technology, and its people, ensuring that the City’s employees have the tools and environment they need to provide our community the best possible service. Description The Administrative Services Department is comprised of Finance, Human Resources, IT, Risk Management. The Department properly records all financial transactions, implements best practices in employee and labor relations, provides reliable and current technology resources and quality internal customer service, and strives to promote a positive work environment for the City’s talented workforce. Service Priorities

• Undertake financial planning and oversee preparation of the annual budget. • Ensure internal controls through accountability, financial reporting, and audits. • Manage cash assets including banking, cashiering, disbursements, and revenues. • Perform accounts payable, receivable, and payroll functions. • Fulfill the City Treasurer function, ensuring an appropriate investment of funds and debt

service administration. • Provide sound financial guidance to the City Council, City Manager, and staff. • Recruit, hire, develop, and retain a diverse and highly talented professional staff. • Manage administrative and personnel policies and procedures and ensure compliance

with related laws and regulations. • Manage confidential information when consulting employees and handling personnel

records. • Manage labor relations with all bargaining units and unrepresented employees. • Manage grievances related to the Personnel Policies and Procedures, and MOUs. • Enhance staff productivity with a secure network, desktop and portable hardware and

supporting software. • Minimize IT equipment down time and maximize response time and maintain IT systems

for disaster recovery and business continuity. • Ensure the City has adequate insurance coverage for its operations. • Undertake and complete timely claims management. • Promote policies and programs to reduce risk exposure. • Develop safety policies and procedures and implement risk management best practices.

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Staffing The Administrative Services Department is comprised of an Administrative Services Director, Finance Manager/Senior Accountant, Senior Management Analyst, Management Analyst, three Accounting Technicians, and an Administrative Assistant. Budget Highlights / Summary of Changes The Administrative Services budget consists of five budget units, with compensation and operating costs for the portions of employee time allocated to each division. Contract expenditures are budgeted for professional services, labor relations, labor-related legal services, and Information Technology (IT) services. The Department is comprised of the following divisions: Finance Mission The mission of the Finance Department is to maintain accurate financial records and reports, provide financial support to other departments, and ensure compliance with the City’s policies and procedures. Description The Finance Department is responsible for all financial operations and risk management. Finance tracks revenue, expenditures, bonded debt, and properly records all financial transactions in accordance with Generally Acceptable Accounting Principles (GAAP) and the requirements of the Government Accounting Standards Board (GASB). The department’s goals are to provide financial oversight and support, including implementation and enforcement of financial policies consistent with federal, state, and local mandates, as well as industry best practices. Human Resources Division Mission The mission of Human Resources Division is to provide high quality labor and employee relations, staff recruitment and retention, and staff professional development services that support the City’s objectives in serving the needs of the community. Description The Human Resources Division recruits, develops, and supports the organization’s most valuable resource ─ its staff. The Division implements best practices in recruitment, benefits management, professional development, labor relations, grievance management, policy development and implementation, and employee classification and compensation. The Division manages highly sensitive and confidential information to effectively conduct workplace investigations, implement practices to enhance employee performance, manage claims and ensure compliance with local, state, and federal labor regulations. The Division also participates in San Mateo County Training and Development which offers training and professional development to local

DRAFT

170

governments throughout the County to help recruit and retain talent in local government careers. Information Technology Division (See Internal Service Fund 302) Mission The mission of the Information Technology Division is to provide high quality technology-based services that support the City’s goal to effectively serve the needs of the community. Description The Information Technology Division provides and maintains appropriate hardware and software for City departments, develops and maintains a secure network infrastructure, manages the City’s data and voice infrastructure, and maintains the City’s telecommunication. The Division ensures that staff have the resources and training to effectively use equipment and technology in furtherance of their departmental goals. The division implements a people first focus to provide advanced solutions that must improve experience, eliminate obstacles, enhance transparency, and be future focused. The division also assists with providing research and information for Public Records Requests. Risk Management (See Internal Service Fund 303) Mission The mission of Risk Management is to enhance safety and protect citizens, employees, and assets of the City by fostering a culture of proactive risk management to effectively forecast, control, and mitigate the City’s risk through effective loss prevention, claims management, and risk financing. Description The Risk Management Department is comprised of two programs: General Liability and Workers Compensation. Risk Management implements safety policies, and best practices and procedures, to mitigate the City’s risk exposure. The Risk Management Program protects City assets, provides liability insurance, and claims management services, and promotes the safety and well-being of City employees. The program includes managing liability, property and auto claims, and insurance programs. It also develops risk reduction policies and procedures, ensures compliance with the City’s risk management operational best practices, and safety standards and regulations as defined by OSHA and the City’s Injury and Illness Prevention Program (IIPP). The budget provides for premiums as well as operating funds for legal and other cost resulting from claims against the City. The City is a member of the PLAN JPA (Pooled Liability Assurance Network Joint Powers), which is comprised of 28 greater Bay Area municipalities and is currently administered by Sedgwick staff under the direction of a Board of Directors, represented by its member cities. The Administrative Services Director is a member of the PLAN JPA Board of Directors.

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The City’s Workers Compensation program is self-funded through membership in a five-city JPA (Joint Powers Authority – The Cities Group). The JPA was formed to administer workers compensation and safety programs. The Cities Group programs are augmented by City-sponsored training, a City-wide safety committee, and workplace injury prevention assessments. Fiscal Year 2020-2021 Accomplishments

• Maintained financial stability despite uncertain economic conditions due to the ongoing pandemic.

• Developed a Covid Response Plan under OSHA guidelines, to assist with City protocols which ensured staff safety.

• Continued providing proactive ergonomics assessments for current employees. • Received Distinguished Budget Presentation Award from the Government Finance

Officers Association (GFOA) for the FY 20-21 Operating and Capital Budget documents, representing compliance with best practices in budgeting.

• Completed annual audit, prepared the City’s Comprehensive Annual Financial Report (CAFR), and received a clean audit opinion from the independent auditors.

• Completed mandated State Controller’s and other financial reports in a timely manner. • Processed 88 journal entries, 2,054 vendor checks, over 2,700 invoices, 15 special event

permits and 1,514 business license applications. • Updated the City’s purchasing and credit card policy. (Fiscal Sustainability, Inclusive

Governance). • Decommissioned aging network infrastructure improving reliability and security.2019. • Completed the migration to Microsoft 365 providing greater efficiency, integration,

security, ease of use, and reliability. • Assessed the current performance evaluation system and recommended changes to

existing form and process. • Held regular meetings of the City’s Executive Risk Management Committee to provide

oversight, coordination, and direction for the City’s safety and risk management programs.

• Received risk management training grants from the PLAN JPA. • Continues enrollment of new employees and maintained records for current employees

in the DMV Pull Notice Program to comply with vehicle operations policy and best practices.

• Continues to review risk management and safety policies and procedures to ensure the City’s compliance with risk management best practices framework and eligibility for grants.

Fiscal Year 2020-2021 Goals / Strategic Plan Elements • Continue to utilize the partnership with San Mateo County Training Center to provide a

broader spectrum of local training options/opportunities for City staff. Working with City administration and labor groups, continue revising the City’s Personnel Policies and Procedures (Inclusive Governance).

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• Update training matrix to ensure compliance with California and Federal law (Healthy Communities and Public Safety).

• Protect the City’s financial sustainability through the systematic monitoring and reporting of the City’s financial condition; identify and evaluate potential sources of new revenues and cost savings programs. (Fiscal Sustainability, Inclusive Governance)

• Support the City Council’s Strategic Plan Elements and Initiatives as they relate to the City’s Financial Operations (Infrastructure and Environment, Healthy Communities and Public Safety, Fiscal Sustainability, Inclusive Governance).

• Continue to upgrade and streamlining of outdated technology systems providing improved reliability and security of key City systems.

• Retire outdated and no longer utilized systems such as the Harris ERP systems. • Complete migration of City network databases to Microsoft 365 cloud systems,

improving reliability, access, security, and community interactivity. • Implement High-Speed internet connectivity at the City Corporation Yard facility and

support technology related components of the Corporation Yard construction project. • Research and complete a Request for Proposal for the City’s business license and

transient occupancy tax (TOT) intake and payment provider. • Research and possibly implement improvements to City internet infrastructure to

improve reliability and harden City technology resources and community support during emergencies.

• Support the City Council’s Strategic Elements and Initiatives as they relate to the City’s Risk Management Program (Infrastructure and Environment, Healthy Communities and Public Safety, Fiscal Sustainability, Inclusive Governance).

• Comply with OSHA standards, regulations, and requirements and update the City’s Injury and Illness Prevention Program for each worksite. Provide training on the IIPP to each department. (Healthy Communities and Public Safety).

• Continue to provide citywide training for employees and supervisors on Risk Management Program, including general liability and workers compensation procedures (Fiscal Sustainability, Inclusive Governance, Healthy Communities and Public Safety).

• Continue the management of the City’s Workers' Compensation Program including implementing cost containment and control methods and expanding the injury prevention activities to improve our cost containment efforts. Conduct study to update essential functions of City’s classifications. (Fiscal Sustainability, Inclusive Governance,).

• Continue to efficiently manage claims and seek recovery of costs when actions of a third-party cause damages to City property (Healthy Communities and Public Safety, Fiscal Sustainability).

• Continue to identify and reduce risks to the City (Healthy Communities and Public Safety, Fiscal Sustainability).

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173

ADMINISTRATIVE SERVICES101‐230


DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022


Division Total 303,302 336,507 206,778 176,474


DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022


Division Total 303,302 336,507 206,778 176,474

FTE COUNT BY TITLE

DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

RecommendedAdministrative Services Director 0.15 ‐ ‐ ‐ Senior Management Analyst ‐ ‐ ‐ 0.25 Management Analyst 0.75 0.75 0.50 ‐ Administrative Assistant 0.50 0.50 0.50 0.50

FTE Total 1.40 1.25 1.00 0.75

‐

50

100

150

200

250

300

350

400

FY 2019Actual

FY 2020Actual

FY 2021Revised

FY 2022 Recommended

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174

ADMINISTRATIVE SERVICES101‐230


AccountFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022


6101 General Supplies 6,992 2,804 ‐ ‐ 6201 Training/Meetings 367 1,056 ‐ ‐ 6202 Memberships, Dues & Subscriptions 1,723 2,183 5,000 5,000 6301 Contract Services (Non‐Govt) 42,500 133,247 20,000 20,000 6401 Other Rental 36,750 33,688 36,750 36,750 6405 Combined Utilities 11,362 4,914 8,296 8,296 7201 General Transfers Out 16,426 11,830 16,310 ‐ 7203 Vehicle ISF ‐ ‐ ‐ 2,204 7204 Equipment Fund ISF ‐ ‐ ‐ 5,556 7205 Risk Management ISF ‐ ‐ ‐ 6,771

Division Total 303,302 336,507 206,778 176,474



Actual

FY 2020

Actual

FY 2021

Revised

FY 2022


Division Total 303,302 336,507 206,778 176,474





6400‐6499 Utilities


Explanation

All salaries and benefits are budgeted in these line items. Decrease is primarily due to allocating staff to other functions in the department.

Training, licensing and professional memberships for staff. No change is included.

Adhoc services such as specialized I.T support and consulting is charged here. There is no change to this category.

Rent and utilities specifically from the Annex location are charged here. No change is included.

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175

FINANCE101‐210


DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022


Division Total 860,640 848,825 806,855 865,586


DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

RecommendedOther Revenue 3,012 1,894 ‐ ‐ General Fund 857,628 846,931 806,855 865,586

Division Total 860,640 848,825 806,855 865,586

FTE COUNT BY TITLE

DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

RecommendedAdministrative Services Director ‐ 0.60 0.60 0.60 Finance Director 0.65 ‐ ‐ ‐ Finance Manager 1.00 1.00 ‐ ‐ Senior Accountant ‐ ‐ 1.00 0.80 Senior Management Analyst 0.70 0.70 0.50 0.25 Administrative Assistant 0.50 0.50 0.50 0.50 Accounting Technician 1.75 1.75 1.75 2.50

FTE Total 4.60 4.55 4.35 4.65

‐

100

200

300

400

500

600

700

800

900

1,000

FY 2019Actual

FY 2020Actual

FY 2021Revised

FY 2022 Recommended

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176

FINANCE101‐210


AccountFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022


6101 General Supplies 2,238 1,975 1,000 1,500 6201 Training/Meetings 6,934 4,441 3,000 3,000 6202 Memberships, Dues & Subscriptions 1,314 2,174 2,000 2,000 6301 Contract Services (Non‐Govt) 419,087 237,113 150,000 18,500 6302 Contract Services (Govt) 600 3,099 ‐ 6,500 6303 Advertising Costs ‐ 176 ‐ ‐ 6309 Credit Card Fees 19,729 24,179 13,802 13,802 6320 Professional Services ‐ ‐ ‐ 60,000 6322 Auditing Services ‐ ‐ ‐ 53,000 6601 Property Tax Admin ‐ 4,830 ‐ 10,000 6699 Miscellaneous Expense ‐ 355 ‐ ‐ 7201 General Transfers Out 55,868 44,674 60,422 ‐ 7203 Vehicle ISF ‐ ‐ ‐ 10,809 7204 Equipment Fund ISF ‐ ‐ ‐ 27,251 7205 Risk Management ISF ‐ ‐ ‐ 33,211

Division Total 860,640 848,825 806,855 865,586



Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

Recommended4902 Miscellaneous Revenue 3,012 1,894 ‐ ‐








Explanation

All salaries and benefits are budgeted in these line items. Increase is primarily due to the addition of an accounting technician and merit increases.

Various office supplies and materials to support finance operations.

Training, licensing and professional memberships for staff. No change included.

Costs include auditing services, TOT and Business License management, credit card processing fees. A slight decrease from the year prior.

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177

HUMAN RESOURCES101‐220


DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022


Division Total 276,801 158,772 140,455 170,348


DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022


Division Total 276,801 158,772 140,455 170,348

FTE COUNT BY TITLE

DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

RecommendedAdministrative Services Director 0.30 ‐ ‐ ‐ Management Analyst 0.90 0.80 ‐ ‐ Accounting Technician ‐ ‐ 0.25 0.50

FTE Total 1.20 0.80 0.25 0.50

‐

50

100

150

200

250

300

FY 2019Actual

FY 2020Actual

FY 2021Revised

FY 2022 Recommended

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178

HUMAN RESOURCES101‐220


AccountFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022


6101 General Supplies 1,072 4,240 2,060 2,060 6104 Employee Engagement 4,654 1,355 5,356 5,356 6201 Training/Meetings 8,967 4,936 5,000 5,000 6202 Memberships, Dues & Subscriptions 13,546 7,981 5,000 5,000 6301 Contract Services (Non‐Govt) 58,241 26,824 50,000 55,000 6310 Hiring Costs 5,870 10,072 33,578 28,000 6405 Combined Utilities ‐ ‐ 1,339 1,339 7201 General Transfers Out 24,563 15,747 12,450 ‐ 7203 Vehicle ISF ‐ ‐ ‐ 2,127 7204 Equipment Fund ISF ‐ ‐ ‐ 5,363 7205 Risk Management ISF ‐ ‐ ‐ 6,536

Division Total 276,801 158,772 140,455 170,348



Actual

FY 2020

Actual

FY 2021

Revised

FY 2022


Division Total 276,801 158,772 140,455 170,348







Explanation

All salaries and benefits are budgeted in these line items. Increase is primarily due to allocation of more existing staff time and merit increases.

Supplies and materials to support human resource functions. No change is included.

Training, licensing and professional memberships for staff. A decrease is included.

Costs include recruitment expenses, hiring costs, and labor related legal counsel as needed. No change is included.

DRAFT

179

EQUIPMENT & INFORMATION TECHNOLOGY FUNDFUND 302

ACTUAL

2018‐19

ACTUAL

2019‐20

REVISED BUDGET

2020‐21

RECOMMENDED

2021‐22

REVENUES

4991 Loan Proceeds ‐ ‐ ‐ ‐ 4850 Grants ‐ ‐ ‐ ‐ 4610 Interest 10,427 7,971 5,000 5,050 4630 Miscellaneous 1,254 7,720 ‐ ‐

TOTAL REVENUE 11,681 15,692 5,000 5,050

EXPENDITURES

Salaries & Benefits ‐ ‐ 11,738 84,729 Materials & Supplies 15,550 39,970 37,712 38,000 Contract Services 258,629 336,647 343,000 370,000

DEP Depreciation ‐ 16,161 23,000 23,000 TOTAL EXPENDITURES 274,179 392,778 415,450 515,729


Transfers in / (out)From Other Funds 150,200 423,325 414,403 515,728

NET TRANSFERS 150,200 423,325 414,403 515,728

(112,298) 46,239 3,953 5,049

BEGINNING NET ASSETS 680,026 567,728 613,966 596,000

ENDING NET ASSETS 567,728 613,966 617,919 601,049


Note: The presentation above reflects a Net Assets basis of presentation. In the Equipment Fund, Net Assets primarily include capitalized

equipment and cash.

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180

EQUIPMENT & INFORMATION TECHNOLOGY FUND302‐240


DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

RecommendedSalaries & Benefits ‐ ‐ 11,738 84,729Materials & Supplies 29,299 28,003 27,000 27,000Contract Services 251,127 336,242 343,000 370,000Transfers / Allocations Out ‐ ‐ ‐ ‐

Division Total 280,426 364,246 381,738 481,729


DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

RecommendedContribution from Other Funds 280,426 364,246 381,738 481,729

Division Total 280,426 364,246 381,738 481,729

FTE COUNT BY TITLE

DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

RecommendedAdministrative Services Director 0.20 0.05 0.05 0.05Senior Management Analyst ‐ ‐ ‐ 0.50Management Analyst ‐ 0.10 ‐ ‐

FTE Total 0.20 0.15 0.05 0.55

‐

100

200

300

400

500

600

FY 2019Actual

FY 2020Actual

FY 2021Revised

FY 2022 Recommended

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181

EQUIPMENT & INFORMATION TECHNOLOGY FUND302‐240


AccountFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

Recommended5000‐5999 Salaries & Benefits ‐ ‐ 11,738 84,729

6101 General Supplies 105 3,225 17,000 5,0006105 Equipment Supplies 29,194 24,779 10,000 22,0006301 Contract Services (Non‐Govt) 251,127 336,242 343,000 ‐6323 Desktop / I.T Support ‐ ‐ ‐ 180,0006324 Software Subscription ‐ ‐ ‐ 190,000

Division Total 280,426 364,246 381,738 481,729



Actual

FY 2020

Actual

FY 2021

Revised

FY 2022


Division Total 280,426 364,246 381,738 481,729





Explanation


Costs mainly include lease agreements for printers across all city locations, various equipment replacement and I.T related supplies. There is no change in this category.

Contracts include desktop and help desk support for all city workstations, ongoing subscriptions to the Economic Resource Planning (ERP) system, and various software licenses such as Microsoft and Adobe.DRAFT

182

RISK MANAGEMENTFUND 303

ACTUAL

2018‐19

ACTUAL

2019‐20

REVISED BUDGET

2020‐21

RECOMMENDED

2021‐22

REVENUES

4501 Storm Drainage Fee ‐ ‐ ‐ ‐ 4610 Interest 55,270 54,893 30,000 34,920 4630 Miscellaneous 7,170 43,439 ‐ ‐

TOTAL REVENUE 62,439 98,332 30,000 34,920

EXPENDITURES

Salaries & Benefits 129,021 94,068 108,115 130,560 Materials & Supplies 3,423 2,218 16,274 16,274 Contract Services 308,614 257,153 481,697 481,697 Capital Projects ‐ ‐ ‐ ‐

SET Litigation Contingency ‐ ‐ ‐ 300,000 TOTAL EXPENDITURES 441,059 353,439 606,086 628,531


Transfers in / (out)From Other Funds 634,870 625,334 500,000 628,530

NET TRANSFERS 634,870 625,334 500,000 628,530

256,251 370,227 (76,086) 34,919

BEGINNING NET ASSETS 1,787,534 2,043,785 2,414,012 2,278,000

ENDING NET ASSETS 2,043,785 2,414,012 2,337,926 2,312,919


Note: The presentation above reflects a Net Assets basis of presentation. In the Risk Management Fund, Net Assets primarily represents cash less claim liabilities.

DRAFT

183

GENERAL LIABILITY303‐250


DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

RecommendedSalaries & Benefits 107,832 93,780 108,115 130,560 Materials & Supplies 1,383 18 8,137 8,137 Contract Services 283,566 216,704 403,604 403,604 Transfers / Allocations Out ‐ ‐ ‐ ‐

Division Total 392,781 310,501 519,856 542,301


DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022


Division Total 392,781 310,501 519,856 542,301

FTE COUNT BY TITLE

DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

RecommendedCity Manager 0.05 0.05 0.05 0.05 Deputy City Manager 0.05 0.05 0.05 0.05 Administrative Services Director ‐ 0.30 0.30 0.30 Finance Director 0.30 ‐ ‐ ‐ City Clerk / Communications Director ‐ ‐ 0.05 0.05 City Clerk 0.05 0.05 ‐ ‐ Senior Accountant ‐ ‐ ‐ 0.10 Senior Management Anaylst 0.30 0.30 ‐ ‐ Accounting Technician 0.10 0.10 ‐ ‐

FTE Total 0.85 0.85 0.45 0.55

‐

100

200

300

400

500

600

FY 2019Actual

FY 2020Actual

FY 2021Revised

FY 2022 Recommended

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DRAFT

184

GENERAL LIABILITY303‐250


AccountFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022


6101 General Supplies 1,383 18 8,137 8,137 6301 Contract Services (Non‐Govt) 102,885 34,911 117,523 117,523 6305 Liability Insurance 180,681 181,792 286,081 286,081

Division Total 392,781 310,501 519,856 542,301



Actual

FY 2020

Actual

FY 2021

Revised

FY 2022


Division Total 392,781 310,501 519,856 542,301





Explanation


Office supplies to support the division. There is no change to this category.

General liability member contributions and various claims are charged here. No change is included. DRAFT

185

WORKERS' COMPENSATION303‐260


DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

RecommendedSalaries & Benefits 21,189 1,531 ‐ ‐ Materials & Supplies 2,040 2,200 8,137 8,137 Contract Services 25,048 12,711 78,093 78,093 Transfers / Allocations Out ‐ ‐ ‐ ‐

Division Total 48,277 16,442 86,230 86,230


DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022


Division Total 48,277 16,442 86,230 86,230

FTE COUNT BY TITLE

DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

RecommendedAdministrative Services Director 0.20 ‐ ‐ ‐ Management Analyst 0.10 0.10 ‐ ‐

FTE Total 0.30 0.10 ‐ ‐

‐

10

20

30

40

50

60

70

80

90

100

FY 2019Actual

FY 2020Actual

FY 2021Revised

FY 2022 Recommended

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DRAFT

186

WORKERS' COMPENSATION303‐260


AccountFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

Recommended5000‐5999 Salaries & Benefits 21,189 1,531 ‐ ‐

6101 General Supplies 2,040 2,200 8,137 8,137 6301 Contract Services (Non‐Govt) ‐ 2,960 53,045 53,045 6305 Liability Insurance 25,048 9,751 25,048 25,048

Division Total 48,277 16,442 86,230 86,230



Actual

FY 2020

Actual

FY 2021

Revised

FY 2022


Division Total 48,277 16,442 86,230 86,230




Explanation

Office supplies to support the division. There is no change to this category.

Workers compensation charges and long‐term disability charges are charged here. No change is included.

DRAFT

187

DRAFT

188


Public Safety

Painting By: Rainer Neumann

Title: Coastal Sunset

DRAFT

189

Public Safety Mission The mission of the Public Safety Department is to work in partnership with City departments and the community to protect life and property, enhance health and safety, and improve the quality of life of all residents, businesses, and visitors to Half Moon Bay. Description The City contracts with the County of San Mateo Sheriff’s Office for law enforcement services including regular patrols, dispatch responses to emergency and 911 calls, investigative services, community policing, and specialized law enforcement services as needed. The San Mateo County Sheriff's Office is dedicated to the preservation of public safety by providing innovative and progressive service in partnership with the Half Moon Bay community. Animal control services are also provided through the County. Service Priorities

• Deliver 24-hour emergency response • Coordinate emergency preparedness efforts • Detect and reduce crime • Enforce traffic laws • Manage records and reporting • Provide community policing • Assist in coordinating the annual Youth Summit • Coordinate the Sheriff’s Activity League on the Coastside

Staffing The Public Safety budget consists of key contracts for services with San Mateo County for law enforcement, 911 dispatch, animal control, emergency services, and contracts with agencies that provide other related services such as citation processing. Service Level Changes All services will remain the same. Budget Highlights / Summary of Changes The Law Enforcement budget includes an annual cost of living adjustment.

DRAFT

190

Fiscal Year 2020-21 Accomplishments • Utilized School Resource Officers and the Sheriff’s Activities League (SAL) to facilitate

activities, educational programs, crime prevention, and anti-bullying efforts, and to work with school officials on safety issues.

• Participated in Gang Task Force with deployments to Half Moon Bay. • Participated in San Mateo County Saturation Traffic Enforcement Program (STEP) with

deployments to Half Moon Bay. • Continued the Empowering Young Women Group to engage and facilitate positive

outcomes in young women. • Continued work with the Homeless Outreach Team to address homeless issues. • Due to the Covid pandemic, the Sheriff’s Office CARON group, conduct numerous events

for many coastal communities virtually. • Increased traffic enforcement during high peak weekends and holidays with a part time

motorcycle unit. • Entered into new Countywide animal control services contract which decreases annual

costs to the City while increasing services by the provider. Fiscal Year 2021-22 Goals / Strategic Plan Elements

• Continue to make community policing a priority and generate additional community events (Healthy Communities and Public Safety).

• Coordination with City staff and regional partners on creating and implementing Emergency Preparedness Plans, including a Coastside COVID-19 response plan and Beach plan (Healthy Communities and Public Safety).

• Continue to work with the City and regional partners regarding homeless issues (Healthy Communities and Public Safety).

• Partner with several community groups in order to strengthen communication, transparency, and trust (Healthy Communities and Public Safety).

• Participate in the Gang Task Force (Healthy Communities and Public Safety). • Utilize the Sheriff’s Office Bicycle Unit and Off-Road Motorcycle Unit to patrol coastal

trails, Poplar Beach, and other coastal areas. (Healthy Communities and Public Safety). • Continue traffic enforcement in order to decrease accidents by utilizing the Sheriff’s

Office Motorcycle Unit and Half Moon Bay patrol staff (Healthy Communities and Public Safety).

• Educate and disseminate prevention information regarding phone scams, burglary trends, and other crimes of opportunity (Healthy Communities and Public Safety).

• Participate in additional community engagement meetings to build trust and learn from the residents’ interactions with law enforcement. (Healthy Communities and Public Safety).

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PUBLIC SAFETY101‐310


DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

RecommendedSalaries & Benefits ‐ ‐ ‐ ‐ Materials & Supplies ‐ ‐ 515 1,000 Contract Services 3,584,296 3,829,799 4,223,450 4,389,492 Transfers / Allocations Out 10,008 147,937 105,835 ‐

Division Total 3,594,304 3,977,736 4,329,800 4,390,492


DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

RecommendedTaxes 24,123 21,275 23,529 25,800 Charges for Services 225,952 159,631 140,053 142,278 Other Revenue 535,548 556,649 1,694,797 1,003,202 General Fund 2,808,681 3,240,181 2,471,421 3,219,212

Division Total 3,594,304 3,977,736 4,329,800 4,390,492

FTE COUNT BY TITLE

DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

Recommended

FTE Total 0.00 0.00 0.00 0.00

‐

500

1,000

1,500

2,000

2,500

3,000

3,500

4,000

4,500

5,000

FY 2019Actual

FY 2020Actual

FY 2021Revised

FY 2022 Recommended

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PUBLIC SAFETY101‐310


AccountFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

Recommended5000‐5999 Salaries & Benefits ‐ ‐ ‐ ‐

6101 General Supplies ‐ ‐ ‐ 1,000 6202 Memberships, Dues & Subscriptions ‐ ‐ 515 ‐ 6301 Contract Services (Non‐Govt) 48,564 48,371 49,964 10,000 6302 Contract Services (Govt) 3,532,687 3,781,408 4,161,538 ‐ 6317 Animal Control ‐ ‐ ‐ 136,905 6318 Sheriff Patrol ‐ ‐ ‐ 3,942,950 6319 Other Sheriff Services ‐ ‐ ‐ 265,912 6405 Combined Utilities 3,045 20 11,948 3,500 6610 JPA/District Contributions ‐ ‐ ‐ 30,225 7201 General Transfers Out 10,008 147,937 105,835 ‐

Division Total 3,594,304 3,977,736 4,329,800 4,390,492



Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

Recommended4136 Public Safety Sales Tax 24,123 21,275 23,529 25,800 4202 Alarm Fees 25,782 6,900 8,300 7,000 4203 P.D. Permit Special Revenue 10,026 11,733 8,197 ‐ 4301 Fines & Forfeitures 189,415 140,238 115,802 133,644 4302 Abandoned Vehicle Abatement ‐ ‐ 6,120 ‐ 4411 Investigation & Report 730 760 1,634 1,634 4902 Miscellaneous Revenue 535,548 556,649 1,694,797 390,585 4903 Reimbursed Expenses ‐ ‐ ‐ 612,617

General Fund Contribution 2,808,681 3,240,181 2,471,421 3,219,212 Division Total 3,594,304 3,977,736 4,329,800 4,390,492






7000‐7999 Internal Service Charges A portion of city‐wide shared costs such as information technology, risk management and vehicle maintenance. Since this department contains no staff personnel, there are no internal service charges.

Explanation

All salaries and benefits are budgeted in these line items. Patrol services are contracted out thus no salary charges are budgeted.

Supplies only are for the mailing and renewing of alarm permits as issued by the City.

Services budgeted here include patrol services, animal control, 911 disbatch and narcotics task force support. Increases are primarily due to rising costs in these existing contracts.

A small portion of the utilites generated at the sheriff station are charged here.

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Public Works

Painting By: Judy Lurie-Montara

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CityManager

CityManager

Public WorksPublic WorksDirector

Public WorksDirector

Public Works Department

Public WorksPublic WorksProgram Manager

Public WorksProgram Manager

Public WorksPublic WorksSuperintendent

Public WorksSuperintendent

CityCityEngineer

CityEngineer

CIPEngineering[Contract]


AssociateAssociateEngineerAssociateEngineer

AssociateAssociateEngineerAssociateEngineer





SustainabilitySustainabilityManagement Analyst

SustainabilityManagement Analyst



Senior MaintenanceSenior MaintenanceWorker

Senior MaintenanceWorker

Senior MaintenanceSenior MaintenanceWorker

Senior MaintenanceWorker

MaintenanceMaintenanceWorker

MaintenanceWorker


MaintenanceWorker


MaintenanceWorker


MaintenanceWorker

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Public Works Department Mission The mission of the Public Works Department is to promote safety, livability, and sustainability through effective management of streets, parks, facilities, and utilities. The Department is also dedicated to excellence, integrity, and environmental stewardship. Vision Making Half Moon Bay the premier place to vivir (live), trabajar (work) and jugar (play)! Description The Public Works Department coordinates and manages maintenance, replacement, and enhancement of City infrastructure, including streets, streetlights, street and regulatory markings and signage, medians, parkways, the storm water collection and conveyance system, the sewer collection system, parks and trails, as well as public facilities. The Department develops, manages, and implements the City’s Five-Year Capital Improvement Program (CIP), reviews private development applications, coordinates with Caltrans on Highways 1 and 92, manages and oversees the City’s solid waste franchise agreement, develops and implements sustainability programs, and ensures private and public compliance with local, state, and federal regulations, including the Federal Clean Water Act, National Pollutant Discharge Elimination System, and the endangered species acts. The Department also serves as liaison to the Sewer Authority Mid-Coastside (SAM), City County Association of Governments (C/CAG), the Metropolitan Transportation Commission (MTC), Caltrans and other agencies. Service Priorities

• Protect and enhance the public health, safety, and welfare of the community. • Maintain critical City infrastructure, parks, trails, and public facilities. • Develop and implement the City’s Five-Year Capital Improvement Program (CIP). • Implement preventive maintenance efforts where possible to reduce pre-mature and

costly replacement. • Implement complete streets and neighborhood traffic calming to enhance quality of life

in existing and new neighborhoods. • Encourage multi-modal transportation, traffic management and transportation demand

management strategies. • Incorporate green infrastructure, watershed management, and habitat enhancement /

protection into capital infrastructure planning and design efforts. • Identify and implement sustainability programs. • Maintain City compliance with CalRecycle. • Monitor and manage the City’s 10-year solid waste franchise agreement.

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Staffing The Public Works Department consists of a Director, the City Engineer, Public Works Superintendent, Senior Management Analyst, Management Analyst, Associate Engineer, Assistant Engineer, Administrative Assistant, two (2) Senior Maintenance Workers, four (4) Worker l/II positions, a part time contract sewer engineer, a 20-hour contract Public Works Inspector and one (1) part time contract traffic engineer for management of capital projects. Service Level Changes The department was formed in FY 2017-18 through reorganization of the former Community Development Department and merger of the Public Works-Facilities Maintenance Division from the City Manager’s Office. In the following years, the City added five (5) Maintenance Worker I/II positions bringing the total number of maintenance workers back to the regular staffing levels prior to the 2008 recession. While two of the Maintenance Worker I/II positions were eliminated in FY 2019-20 in response to the COVID-19 pandemic, they have been added back to the FY 2021-22 budget. In the coming year, the department will look to catch-up with preventative maintenance and restart projects that were deferred in FY 2020-21 due to budget cuts. Budget Highlights / Summary of Changes The department budget includes funding for personnel-related costs, reduced consultant services as well as management and operation of departmental programs. With the budget proposed for FY 2021-22, the department will look at restarting project previously put on hold, expanding the City’s preventative maintenance efforts, and increasing the City’s outreach and education efforts around sustainability. The Department is comprised of the following divisions: Administration and Sustainability Mission The mission of Administration and Sustainability is to lead the City’s sustainability efforts and provide support to each of the other three divisions: 1) the Engineering Division; 2) the Capital Projects Division 3) the Infrastructure and Facilities Maintenance Division. Duties include ensuring each division is fulfilling their respective duties to protect public health, safety, welfare, and improve the quality of life of residents and visitors alike. Description Administration and Sustainability serves as the primary point of contact for the City Manager, City Council, SAM, the Community Development Department and other departments and agencies. The Division generally serves as the Public Information Officer (PIO) for issues pertaining to Public Works and Sustainability. The Division is responsible for identification, assessment, and implementation of sustainability programs, participating in the CalRecycle program, and oversight of the solid waste agreement and franchisee. The Division collaborates and coordinates projects and programs with the Community Development Department including preparation of updates of the City’s Greenhouse Gas inventory and in preparation of the Climate

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Action and Adaptation Plan (CAAP). The Division is also responsible for oversight of public outreach efforts including coordination of the Capital Improvement Program (CIP) and managing Public Works information on the website. The division also is responsible for preparing and seeking annual approval from the City Council for the Five-Year Capital Improvement Program (CIP) and one-year capital budget. Additionally, the division manages the Coastal Clean-up contract with Abundant Grace. The Public Works Director serves as principal liaison to SAM staff, the SAM Board of Directors and City SAM Board representatives. The Division is responsible for the department’s budget preparation - including the capital budget and oversight - management of public procurement, and accounts receivable for the department. Engineering Division Mission The mission of the Engineering Division is to protect public health and safety and improve the quality of life of residents and visitors by ensuring safe and functional streets, bridges, intersections, and infrastructure that is designed, inspected, and maintained in accordance with the City Council approved Five-Year Capital Improvement Project (CIP), best practices and applicable local, state, and federal regulations and laws. Description The Engineering Division is responsible for review of private development, issuance of applicable permits, assisting with environmental reviews, coordination with other divisions, consultant engineers, and other utility providers in the design and construction of new public and privately funded projects and infrastructure. This division serves as lead on the preparation of studies and master plans of the City’s streets, buildings and grounds, sewage, and drainage systems. The Division identifies capital improvement needs in consultation with other divisions and departments, coordinates with non-City utility providers on design and implementation of the CIP, and oversees design, permitting, bidding, bid award, and construction of projects identified in the CIP. The Division is also responsible for managing the Traffic Safety Committee, related traffic safety regulations, and other special purpose committees including the Bike Pedestrian Advisory Committee and the Main Street Bridge Advisory Committee. Infrastructure and Facilities Maintenance Division Mission The mission of the Infrastructure and Facilities Maintenance Division is to proactively maintain and enhance City streets, parks, trails, facilities, and infrastructure to ensure compliance with local, state, and federal laws, and continued functional and safe operations and use. Description The Infrastructure and Facilities Maintenance Division provides cost-effective and timely maintenance of City utilities including the sewer collection system, storm drain system, streets, sidewalks, street trees, trails/paths, and parks, as well as City-owned and operated buildings to enhance and protect the health, safety, and welfare of residents and visitors alike.

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Fiscal Year 2020-2021 Accomplishments • Administration/Sustainability

o Secured a $1M grant to operate a Beverage Container Redemption Pilot Project behind CVS in Strawflower Village.

o Secured a $10k grant from Keep America Beautiful to implement a cigarette butt recycling program.

o Received two Beacon awards: Gold-level Spotlight Award in Sustainability Practices and Platinum-level Spotlight Award in Community Greenhouse Gas Reduction.

o Conducted outreach and drafted the City’s first Climate Action and Adaptation Plan (CAAP).

o Revised the park/beach ordinances to ban single-use plastic bottles smaller than 2 liters.

o Adopted a disposable food ware ordinance. o Adopted a Sustainable Purchasing and Practices Policy via City Manager approval. o Transitioned the Annual Earth Day event and all subsequent outreach and

engagement activities to 100% virtual. o Developed a sustainability resource center on the City’s website. o Launched a “pack it in, pack it out” educational campaign at Poplar Beach. o Partnered with Peninsula Clean Energy (PCE), Independent Living Center (ILC), and

other organizations to implement a portable battery loaner program. o Continued to manage the 10-year solid waste franchise agreement with Republic

Services.

• Facilities o Obtained Leadership in Energy and Environmental Design (LEED) Platinum

certification for the new Half Moon Bay Library. o Completion of the Ted Adcock Kitchen Remodel o Purchase of the Corporation Yard property

• Streets and Sidewalks

o Completed the Highway 1 Safety – South project. o Secured a $129k grant to implement bicycle and pedestrian improvements in the

downtown corridor.

• Sewer o Managed the collection system maintenance contract with SAM. o Managed contract services with Mark Thomas Company on oversight of sewer

collection system maintenance and implementation of FOG program. o Managed SAM contract(s) and overall operations. o Awarded construction contract for the Ocean Colony Pump Station and Force

Main project.

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• Parks o Completed installation of permanent restroom at Ocean View Park and associated

site improvements. o Completed design and award of contract for new Frenchman’s Creek playground

equipment. o Collaborated with Community Development on the Poplar Gateways Plan.

• Transportation o Promoted programs and services provided by Commute.org. o Began discussions with SamTrans and San Mateo County Transit District to

improve Coastside transit options. Fiscal Year 2021-2022 Goals / Strategic Plan Elements

• Maintain storm water conveyance ditches annually in conformance with the State Streambed Alteration Permit (Infrastructure and Environment).

• Maintain and monitor sewer collection system in conformance with the City’s adopted Sewer System management Plan (SSMP) and State law (Infrastructure and Environment).

• Coordinate and collaborate with Coastside emergency preparedness efforts (Healthy Communities and Public Safety, Infrastructure and Environment).

• Collaborate on the implementation of the ADA Transition Plan (Infrastructure and Environment).

• Update and prioritize the City’s Five-Year Capital Improvement Program for presentation and consideration by City Council (Fiscal Sustainability, Healthy Communities and Public Safety, Infrastructure and Environment, Inclusive Governance).

• Complete capital projects designated for FY 21-22 (Fiscal Sustainability, Healthy Communities and Public Safety, Infrastructure and Environment, Inclusive Governance).

• Continue to implement preventive maintenance program for public facilities and infrastructure (Infrastructure and Environment).

• Monitor and manage the City’s 10-year Solid Waste Franchise Agreement (Fiscal Sustainability, Infrastructure and Environment).

• Evaluate opportunities to enhance / expand parks, multi-use trails, and path opportunities (Healthy Communities and Public Safety).

• Adopt the Climate Action and Adaptation Plan (CAAP) and begin implementation of identified projects and programs (Healthy Communities and Public Safety).

• Complete sewer pump station replacement at Ocean Colony and other sewer collection system capital repairs and replacements (Infrastructure and Environment).

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PUBLIC WORKS ADMINISTRATION101‐410


DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

RecommendedSalaries & Benefits 251,340 353,479 398,342 454,849 Materials & Supplies ‐ 2,816 20,000 26,000 Contract Services ‐ 43,393 81,500 135,000 Transfers / Allocations Out 19,190 21,567 40,583 55,438

Division Total 270,530 421,255 540,425 671,287


DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

RecommendedOther Revenue ‐ 60,000 89,808 83,590 Taxes ‐ ‐ ‐ 500,000 General Fund 270,530 361,255 450,617 87,696

Division Total 270,530 421,255 540,425 671,287

FTE COUNT BY TITLE

DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

RecommendedPublic Works Director 0.30 0.25 0.25 0.35 City Engineer 0.10 0.10 0.10 0.15 Senior Management Analyst ‐ 0.70 0.75 0.75 Management Analyst 0.75 0.75 1.00 1.00 Administrative Assistant 0.70 0.50 0.55 0.55 Maintenance Worker ‐ 0.10 ‐ ‐

FTE Total 1.85 2.40 2.65 2.80

‐

100

200

300

400

500

600

700

800

FY 2019Actual

FY 2020Actual

FY 2021Revised

FY 2022 Recommended

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PUBLIC WORKS ADMINISTRATION101‐410


AccountFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022


6101 General Supplies ‐ ‐ 14,000 20,000 6201 Training/Meetings ‐ 1,378 5,000 5,000 6202 Memberships, Dues & Subscriptions ‐ 1,438 1,000 1,000 6301 Contract Services (Non‐Govt) ‐ 43,393 80,000 ‐ 6303 Advertising Costs ‐ ‐ 1,500 ‐ 6320 Professional Services ‐ ‐ ‐ 110,000 6610 JPA/District Contributions ‐ ‐ ‐ 25,000 7201 General Transfers Out 19,190 21,567 40,583 ‐ 7203 Vehicle ISF ‐ ‐ ‐ 8,408 7204 Equipment Fund ISF ‐ ‐ ‐ 21,197 7205 Risk Management ISF ‐ ‐ ‐ 25,833

Division Total 270,530 421,255 540,425 671,287



Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

Recommended4140 Franchise Tax ‐ Solid Waste ‐ ‐ ‐ 500,000 4141 BFI AB939 Fees ‐ ‐ 74,808 78,590 4850 Grants ‐ 30,000 15,000 5,000 4902 Miscellaneous Revenue ‐ 30,000 ‐ ‐









Explanation

All salaries and benefits are budgeted in these line items. Increase is primarily due to allocation of more staff time and merit increases.

Supplies and materials to support Earth Day. Increase is included.


Majority of costs represents coastal clean‐up efforts as performed by a contractor. Increase is from rising costs from this contract.

Costs include contribution to the Flood and Sea Level Rise District. City anticipates this to be last year of such contribution.

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ENGINEERING101‐420


DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022


Division Total 1,202,981 980,509 507,293 746,151


DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

RecommendedCharges for Services 124,882 239,455 125,000 125,000 General Fund 1,078,099 741,055 382,293 621,151

Division Total 1,202,981 980,509 507,293 746,151

FTE COUNT BY TITLE

DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

RecommendedPublic Works Director 0.20 0.15 0.15 0.15 City Engineer 0.45 0.45 0.30 0.50 Associate Engineer 0.25 0.25 0.10 0.15 Senior Management Analyst ‐ 0.10 0.10 0.15 Community Preservation Specialist ‐ ‐ 0.10 0.10 Management Analyst 0.10 0.10 ‐ ‐ Counter Technician 0.10 0.20 0.20 0.20 Assistant Engineer 0.80 0.80 0.40 0.65 Administrative Assistant 0.20 0.10 ‐ ‐

FTE Total 2.10 2.15 1.35 1.90

‐

200

400

600

800

1,000

1,200

1,400

FY 2019Actual

FY 2020Actual

FY 2021Revised

FY 2022 Recommended

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ENGINEERING101‐420


AccountFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022


6101 General Supplies 9,681 4,222 5,000 5,000 6105 Equipment Supplies ‐ ‐ 15,000 5,000 6201 Training/Meetings 4,528 2,712 10,000 10,000 6202 Memberships, Dues & Subscriptions 2,445 899 10,000 10,000 6301 Contract Services (Non‐Govt) 797,180 572,051 195,000 ‐ 6303 Advertising Costs 2,158 156 ‐ 4,000 6315 NPDES/Stormwater Compliance ‐ ‐ ‐ 140,000 6316 Engineering Services ‐ ‐ ‐ 180,000 7201 General Transfers Out 53,556 42,897 40,844 ‐ 7203 Vehicle ISF ‐ ‐ ‐ 9,318 7204 Equipment Fund ISF ‐ ‐ ‐ 23,491 7205 Risk Management ISF ‐ ‐ ‐ 28,629

Division Total 1,202,981 980,509 507,293 746,151



Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

Recommended4421 Engineering Fees 112,982 239,410 125,000 125,000 4442 Planning Misc. Fees ‐ 45 ‐ ‐ 4443 Zoning Fees 11,900 ‐ ‐ ‐

General Fund Contribution 1,078,099 741,055 382,293 621,151 Division Total 1,202,981 980,509 507,293 746,151







Explanation

All salaries and benefits are budgeted in these line items. Increase is primarily due to allocation of more staff time and merit increases.

Office supplies and materials to support the engineering division. There is a decrease to this category to mitigate rising costs elsewhere.


Costs only include specialized engineering plan reviews, NPDES compliance services and project management services. Increase primarily from rising NPDES costs and the increase in capital projects.

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MAINTENANCE101‐430


DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022


Division Total 1,805,548 1,924,771 1,658,374 2,096,349


DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

RecommendedCharges for Services 4,239 5,765 5,540 5,540 Other Revenue 169,339 169,985 235,000 268,061 General Fund 1,631,969 1,749,022 1,417,834 1,822,748

Division Total 1,805,548 1,924,771 1,658,374 2,096,349

FTE COUNT BY TITLE

DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

RecommendedPublic Works Director 0.20 0.25 0.55 0.20 Public Works Superintendent 0.85 0.55 0.20 0.80 Senior Maintenance Worker 1.60 1.60 1.60 1.60 Maintenance Worker I/II 2.40 2.70 2.60 2.95 Senior Management Analyst 0.10 0.10 0.15 0.10 Management Analyst ‐ 0.15 ‐ ‐ Administrative Assistant 0.15 0.20 0.15 0.15

FTE Total 5.30 5.55 5.25 5.80

*Part‐Time non benefited employees included: Seasonal Maintenance Worker (1,000 hours)

‐

500

1,000

1,500

2,000

2,500

FY 2019Actual

FY 2020Actual

FY 2021Revised

FY 2022 Recommended

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MAINTENANCE101‐430


AccountFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022


6101 General Supplies 246,422 165,258 123,000 155,000 6107 Maintenance Signage ‐ ‐ ‐ 20,000 6201 Training/Meetings 2,148 986 2,000 2,000 6202 Memberships, Dues & Subscriptions 1,230 1,165 ‐ ‐ 6301 Contract Services (Non‐Govt) 647,053 606,295 482,000 ‐ 6302 Contract Services (Govt) 4,506 4,500 ‐ ‐ 6311 Building/Grounds Maintenance 1,274 61,886 40,000 40,000 6312 Equipment Maintenance 1,873 937 7,000 7,000 6313 Janitorial Services ‐ ‐ ‐ 240,000 6314 Building/Grounds Maintenance ‐ ‐ ‐ 310,000 6401 Other Rental 55,107 50,533 30,000 30,000 6405 Combined Utilities 175,557 194,334 174,000 ‐ 6406 Utilities ‐ Electricity/Gas ‐ ‐ ‐ 181,800 6407 Utilities ‐ Water ‐ ‐ ‐ 96,000 6408 Utilities ‐ Other ‐ ‐ ‐ 43,200 6503 Vehicle Maint/Repair 1,449 2,751 ‐ ‐ 7201 General Transfers Out 86,984 65,791 138,054 ‐ 7203 Vehicle ISF ‐ ‐ ‐ 26,179 7204 Equipment Fund ISF ‐ ‐ ‐ 65,999 7205 Risk Management ISF ‐ ‐ ‐ 80,434

Division Total 1,805,548 1,924,771 1,658,374 2,096,349



Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

Recommended4431 Poplar Beach Parking Fees 4,239 5,765 5,540 5,540 4720 Charging Station 169,231 165,569 235,000 268,061 4902 Miscellaneous Revenue 109 4,416 ‐ ‐

General Fund Contribution 1,631,969 1,749,022 1,417,834 1,822,748 Division Total 1,805,548 1,924,771 1,658,374 2,096,349








Explanation

All salaries and benefits are budgeted in these line items. Increase is primarily due to increased FTEs, a part‐time seasonal position and merit increases.

Parts and materials to upgrade, maintain and repair city wide facilities as performed by staff. Increase are anticipated from more projects occurring as COVID restrictions ease.


Costs include city‐wide janitorial services, landscaping, pest control, vegetation, restroom portables, smart trash receptacles. Increases are anticipated from more projects occurring as COVID restrictions ease.

Basic utilities are budgeted here for shared city facilities. Utilities such as electricity, gas, phone, internet and water. Increases are anticipated in electricity.

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Community Development

Painting By: Katherine Bains

Title: Poppies On Figueroa Mountain

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CityManager

CityManager

CommunityCommunityDevelopment

Director

CommunityDevelopment

Director

Community Development Department

PlanningAnalyst

PlanningAnalyst

Chief Building OfficialBuilding Inspector

Chief Building OfficialBuilding Inspector


Special Projects


Special Projects

PermitPermitTechnician

PermitTechnician



AssociateAssociatePlanner

AssociatePlanner

AssociateAssociatePlanner

AssociatePlanner

SeniorSeniorPlannerSenior

Planner

CommunityCommunityPreservation

Specialist

CommunityPreservation

Specialist

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Community Development Department Mission The mission of the Community Development Department is to protect public health, safety, and welfare; enhance the community through long range and current planning; support affordable housing and economic development initiatives; and ensure building safety and code compliance while providing for inclusive and transparent planning and policy making processes that encourage community participation. Description The Community Development Department coordinates and manages the City’s development-related functions: long-range planning, zoning, and building code updates, development and subdivision review, permit processing, building inspection services, and code compliance. The Department serves as a clearinghouse for housing and economic development services related to development. It also functions as the environmental coordinator for the City, ensuring compliance with the California Coastal Act, California Environmental Quality Act (CEQA), and the National Environmental Policy Act (NEPA). The Department provides staff support to the City Council, Planning Commission, the Architectural Advisory Committee, and Bicycle and Pedestrian Advisory Committee; and monitors and participates with regional organizations including the City/County Association of Governments (C/CAG) and the Association of Bay Area Governments (ABAG). The Department also conducts environmental review and processes permits required for public projects including parks, streets, and other infrastructure improvements. Service Priorities

• Implement the Local Coastal Program (LCP) and the California Coastal Act through protection of coastal resources and maximization of coastal access.

• Implement the Housing Element and facilitate development of affordable housing. • Protect and enhance the public health, safety, and welfare of community members. • Create safe, livable, connected, and walkable neighborhoods. • Enhance employment and economic development opportunities for residents and

businesses. • Responsively support Councilmembers, Commissioners, the community, other

agencies, and other City departments. Staffing The department consists of a Director, Senior Planner, two Associate Planners, Administrative Assistant, Permit Technician, Community Preservation Specialist, Part-Time Contract Building Official/Inspector, and Part-Time Contract Planning Analyst.

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Service Level Changes Budget reductions from the prior fiscal year are carried forward for contract services. Inspections will continue to need to be scheduled in advance, with inspection hours limited to defined shifts and days of the week. For the planning function, contract project management support for large projects remains on hold. Staff planners and the Director will continue to cover this demanding work. Budget Highlights / Summary of Changes The budget consists of personnel-related costs and contract services to cover staffing and related services. No staffing changes are proposed for FY 2021-22. The contract services budget is limited to the following: Part-Time Building Inspector, building plan check services, on-call Building Official, Part-Time Contract Planning Analyst, planning project management services, biological consultant services, and permit tracking and GIS programs. All building inspection, plan check and building official contract services are covered by building permit revenues. Applicants cover the cost of outside technical support, such as environmental review consultants. Planning staff manage and review these consultants. The Planning contract services budget will be used to cover the cost of an on-call housing specialist. This may affect the budget for other types of planning services currently supported by consultants on contract, but this is expected to be a limited impact. The department consists of two divisions: Building Division Mission The mission of the Building Division is to protect public health and safety through the issuance of required building permits; and inspection of buildings, properties, and facilities in compliance with the California Building Standards, the Half Moon Bay Municipal Code, and other federal, state, and local requirements. Description The Building Division staffs the City Permit Center which coordinates intake of building, engineering, and planning permits, provides building plan check services, building inspection services, and zoning and other Municipal Code-related code compliance services. Division staff also provide responsive services including quick turn-around for inspections and certain over-the-counter permits for ministerial matters. Division staff spend significant time in the field and their firsthand knowledge of community conditions is essential to the department. Planning Division Mission The mission of the Planning Division is to protect public health and safety, safeguard coastal resources, and improve the quality of life of community members by ensuring residences, businesses, and other uses are developed and operated in accordance with the requirements of the LCP, Zoning Ordinance, General Plan, California Environmental Quality Act (CEQA), the

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Subdivision Map Act, State housing laws, and other applicable local, state, and federal laws and regulations. Description The Planning Division serves residents and businesses by overseeing and implementing the City’s development-related regulations, Local Coastal Land Use Plan, and General Plan, in accordance with State law. The division provides support to the City’s Planning Commission; whose role is to consider current development proposals and provide recommendations on land use policy matters to the City Council. The division also works with the Architectural Advisory Committee to ensure design of private development proposals and public projects are consistent with community character and aspirations for improving the built environment over time. Planning staff strive to provide professional, courteous, responsive, and accountable public service to the community, and to implement Council-directed policy regarding the City’s regulatory and environmental framework. The division works closely with the City Manager’s Office and Public Works Department. Fiscal Year 2019-2020 Accomplishments

• Land Use Plan Certification: Adopted by City Council October 20, 2020; certified as submitted by California Coastal Commission on April 15, 2021.

• COVID Response: o Business Support: Established code compliant procedures to approve temporary use

of sidewalks, street parking areas, and parking lots to enable numerous businesses to conduct dining and retail operations in compliance with COVID health orders. Supported the Coastside Recovery Initiative.

o Department Operations: With the exception of building inspection and code enforcement (functions which must be conducted in the field), converted to fully digital building and planning permit application and review operations. This included procuring and training to use plan review software compatible with that used by other agencies and City consultants; establishing virtual Planning Commission, Architectural Advisory Committee, and Community Development Director meetings and hearings. Maintained full-time City Hall presence within COVID protocol health order limits to offer community members in-person contactless deliveries, sidewalk meetings, and other creative approaches to maintaining service levels in a manner suited to the community’s preferences.

o Health Order support: Ensured that building and construction sites operated in compliance with COVID health orders. Provided public information about such orders relative to the Department’s core functions.

• Pursue Housing Development: Continued to meet with property owners and housing developers to explore potential projects that would include affordable housing.

• Town Center Projects: Processed planning entitlements and building permit applications for several mixed-use and small infill residential development projects in Town Center.

• General Plan Elements: Initiated technical studies and community engagement for the Cycle 6 Housing Element update.

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• Measure D: Evaluated and ranked over 30 applications for measure D allocations, confirmed by the Planning Commission.

• Short-term Rental Ordinance: Conducted three study sessions and a public hearing with the Planning Commission on a new short-term vacation rental ordinance and an associated update to the home occupation ordinance.

• Public Projects: Provided planning review services for projects brought forward by the City and other public agencies. Supported Planning Commission approval of the Granada sewer line replacement and Carter Park entitlements. Managed additional biological resource evaluation and wetlands delineations for the Poplar Gateways project. Oversaw environmental review of the Main Street Bridge, Highway 1 North, and various trail projects.

• GIS Maps: Updated the City’s GIS system with new digitized map layers from the certified Land Use Plan.

• Caselle Permit System: Converted to new permit tracking system coordinated with the City’s finance system.

• Contract Management: Managed contracts for planning staffing services and project management support; managed the contract for building inspection, plan check and code compliance services.

• Grants: Applied for and received LEAP grant from the California Department of Housing and Community Development to fund the Cycle 6 Housing Element update; submitted a notice of intent to apply for associated REAP grant funding.

Fiscal Year 2020-2021 Goals / Strategic Plan Elements • Pursue Housing Development: Continue to work with property owners and developers;

hire an on-call housing specialist to support such projects as applications come forward. • Town Center Planning: Initiate this work effort which will include zoning amendments,

streetscape and community design standards, and environmental review. It will be foundational for implementing the Land Use Plan Update and to the General Plan Housing Element update.

• Zoning Ordinance Updates: Seek City Council approval and submit to the California Coastal Commission for certification the ADU ordinance update, new short-term rental ordinance, and comprehensive update to the Measure D ranking criteria ordinance.

• General Plan Elements: Continue to work with the San Mateo County 21 Elements initiative on the Cycle 6 Housing Element; prepare updates to the remaining General Plan Elements for public input and Planning Commission review.

• City Projects: Continue to provide planning support for community engagement, project development, environmental review and entitlement of Public Works projects including Poplar Gateways, the Main Street Bridge, and Magnolia Park. Continue to assist Public Works in the annual review of the City’s Five-Year CIP document and ensure Planning Commission review of the capital projects for General Plan consistency and to provide entitlement and environmental review.

• Grants: Apply for the REAP grant upon acceptance of the notice of intent to apply.

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214

COMMUNITY DEVELOPMENT ‐ ADMINISTRATION101‐730


DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022


Division Total 398,027 368,288 430,240 443,169


DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

RecommendedCharges for Services ‐ 400 ‐ ‐ General Fund 398,027 367,888 430,240 443,169

Division Total 398,027 368,288 430,240 443,169

FTE COUNT BY TITLE

DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

RecommendedCommunity Development Director 0.50 0.50 0.50 0.50 Senior Planner 0.20 0.20 0.20 0.20 Associate Planner 0.20 0.20 0.20 0.20 Community Preservation Specialist ‐ ‐ 0.20 0.30 Permit Technician 0.20 0.20 0.30 0.10 Administrative Assistant 0.30 0.30 1.00 1.00

FTE Total 1.40 1.40 2.40 2.30

‐

50

100

150

200

250

300

350

400

450

500

FY 2019Actual

FY 2020Actual

FY 2021Revised

FY 2022 Recommended

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215

COMMUNITY DEVELOPMENT ‐ ADMINISTRATION101‐730


AccountFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022


6101 General Supplies 2,537 3,079 4,223 4,223 6201 Training/Meetings 7,029 4,601 8,000 8,000 6202 Memberships, Dues & Subscriptions 779 14,045 3,000 3,000 6301 Contract Services (Non‐Govt) 136,864 38,727 35,000 35,000 6302 Contract Services (Govt) ‐ ‐ ‐ ‐ 7201 General Transfers Out 24,937 15,120 31,542 ‐ 7203 Vehicle ISF ‐ ‐ ‐ 5,534 7204 Equipment Fund ISF ‐ ‐ ‐ 13,952 7205 Risk Management ISF ‐ ‐ ‐ 17,004

Division Total 398,027 368,288 430,240 443,169



Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

Recommended4441 Code Enforcement ‐ 400 ‐ ‐








Explanation


Office supplies to support all of the community development department across all divisions, the Planning Commission, and Architectural Advisory Committee. There is no change.

Training, licensing and professional memberships for staff across all divisions in the department, as well as the Planning Commission. No change included.

Costs include digital mapping services as utilized by all departments and specialized technological support. There is no change.

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216

PLANNING SERVICES101‐710


DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

RecommendedSalaries & Benefits 469,139 488,597 496,782 508,779 Materials & Supplies 2,759 2,089 ‐ ‐ Contract Services 128,792 293,768 234,000 234,000 Transfers / Allocations Out 47,678 42,367 61,641 66,648

Division Total 648,369 826,820 792,423 809,427


DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

RecommendedCharges for Services 295,005 347,428 171,118 171,118 General Fund 353,364 479,392 621,305 638,309

Division Total 648,369 826,820 792,423 809,427

FTE COUNT BY TITLE

DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

RecommendedCommunity Development Director 0.25 0.25 0.25 0.25 City Clerk 0.05 ‐ ‐ ‐ Senior Planner 0.80 0.80 0.80 0.80 Associate Planner 1.80 1.80 1.80 1.80 Community Preservation Specialist ‐ 0.50 0.20 0.20 Permit Technician 0.20 0.20 0.20 0.10 Administrative Assistant 0.20 0.20 ‐ ‐ Accounting Technician 0.05 0.05 ‐ ‐

FTE Total 3.35 3.80 3.25 3.15

‐

100

200

300

400

500

600

700

800

900

FY 2019Actual

FY 2020Actual

FY 2021Revised

FY 2022 Recommended

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s



DRAFT

217

PLANNING SERVICES101‐710


AccountFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022


6101 General Supplies 732 405 ‐ ‐ 6201 Training/Meetings 2,027 1,684 ‐ ‐ 6202 Memberships, Dues & Subscriptions ‐ ‐ ‐ ‐ 6301 Contract Services (Non‐Govt) 127,651 291,768 225,000 ‐ 6303 Advertising Costs 1,141 2,000 9,000 9,000 6320 Professional Services ‐ ‐ ‐ 225,000 7201 General Transfers Out 47,678 42,367 61,641 ‐ 7203 Vehicle ISF ‐ ‐ ‐ 10,108 7204 Equipment Fund ISF ‐ ‐ ‐ 25,483 7205 Risk Management ISF ‐ ‐ ‐ 31,057

Division Total 648,369 826,820 792,423 809,427



Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

Recommended4442 Planning Misc. 124,749 165,686 171,118 171,118 4443 Zoning & S/D Fees 170,256 181,742 ‐ ‐






Explanation


Cost includes planning contracts, environmental review, a housing specialist, and other related services as well as other support as needed for the planning function. There is no change in this category.

DRAFT

218

BUILDING AND CODE ENFORCEMENT101‐720


DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

RecommendedSalaries & Benefits 147,642 156,334 161,558 195,719 Materials & Supplies ‐ ‐ ‐ ‐ Contract Services 151,690 224,381 225,000 225,000 Transfers / Allocations Out 28,125 25,561 35,335 37,750

Division Total 327,457 406,276 421,893 458,469


DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

RecommendedCharges for Services 233,240 308,704 200,000 200,000 General Fund 94,217 97,572 221,893 258,469

Division Total 327,457 406,276 421,893 458,469

FTE COUNT BY TITLE

DescriptionFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

RecommendedCommunity Development Director 0.25 0.25 0.25 0.25 Planning Manager ‐ ‐ ‐ ‐ Community Preservation Specialist ‐ 0.50 0.40 0.40 Permit Technician 0.40 0.40 0.40 0.60 Administrative Assistant 0.40 0.40 ‐ ‐

FTE Total 1.05 1.55 1.05 1.25

‐

50

100

150

200

250

300

350

400

450

500

FY 2019Actual

FY 2020Actual

FY 2021Revised

FY 2022 Recommended

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DRAFT

219

BUILDING AND CODE ENFORCEMENT101‐720


AccountFY 2019

Actual

FY 2020

Actual

FY 2021

Revised

FY 2022


6101 General Supplies ‐ ‐ ‐ ‐ 6201 Training/Meetings ‐ ‐ ‐ ‐ 6202 Memberships, Dues & Subscriptions ‐ ‐ ‐ ‐ 6301 Contract Services (Non‐Govt) 151,690 224,381 225,000 ‐ 6320 Professional Services ‐ ‐ ‐ 225,000 7201 General Transfers Out 28,125 25,561 35,335 ‐ 7203 Vehicle ISF ‐ ‐ ‐ 5,725 7204 Equipment Fund ISF ‐ ‐ ‐ 14,434 7205 Risk Management ISF ‐ ‐ ‐ 17,591

Division Total 327,457 406,276 421,893 458,469



Actual

FY 2020

Actual

FY 2021

Revised

FY 2022

Recommended4422 Building Permits 233,240 308,704 200,000 200,000






Explanation


Cost includes building plan check and inspection services; as well as other support as needed for the building function.DRAFT

220


Other Funds

Painting By: LaRhee Webster

Title: Poppies And Lupines

DRAFT

221

DRAFT

222


Special Revenue and Capital Funds

Painting By: Len Banks

Title: Pillar Point Harbor

DRAFT

223

DRAFT

224

Special Revenue and Capital Project Funds Special Revenue Funds and Capital Project Funds are used to account for the proceeds of specific revenue sources that are, for the most part, legally or contractually restricted as to their use. In many instances, these funds pay for specialized services in the operating budget.

The Capital General Fund proceeds are derived from funds transferred from the General Fund (Fund 101). Unlike the special revenue funds, the Capital General Fund is unrestricted, and these proceeds can be used for any governmental purpose or project.

These funds typically are used to implement projects identified and prioritized annually in the Capital Improvement Program (CIP). The Capital improvement Program budgets for one fiscal year and plans for projects on a five-year horizon. The CIP is contained in a separate budget document that is adopted in conjunction with and as a companion to the operating budget.

STORM WATER MAINTENANCE & OPERATIONS (FUND 111)

The Storm Water Operating Fund is a restricted fund that provides for the maintenance of the existing storm water system. The storm water system includes existing collectors, culverts, ditches, and streams. This fund is primarily supported by transfers from the General Fund.

Goals and Objectives

Ensure existing storm water drainage systems remain clear and free of debris and contaminants.

Annually clear debris from existing drainage systems and maintain them.

Comply with the National Pollution Discharge Elimination System (NPDES) requirements.

TRAFFIC MITIGATION (Fund 112)

The Traffic Mitigation Fund is a restricted fund. Traffic mitigation fees defray the cost of constructing road improvements to mitigate the impacts of new development in Half Moon Bay. These funds are used by the City to reduce traffic congestion and provide for safety and street improvements including signals, lighting, and signage within the City.

Goals and Objectives:

Maximize leveraging of federal, State, County and local governmental agency grants.

Impose mitigation fees on new development as adopted by City Council.

Implement programs that are defined to meet needs for improved infrastructure.

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225

LIBRARY SERVICES OPERATING (Fund 113)

The Library Services Operating Fund is a restricted fund. The City, as part of the Countywide Library Joint Powers Authority (JPA), has assumed responsibility for the maintenance of the Half Moon Bay Branch Library structure and grounds. Maintenance is provided by Public Works Maintenance Division with assistance of specialized contract services.


Provide maintenance for the Half Moon Bay Library and grounds.

Maintain as Zero Net Energy facility.

Plan and budget for preventive maintenance.

MAIN STREET BRIDGE FUND (FUND 121)

The Main Street Bridge Fund is a restricted fund. It provides the funding for a major restoration of the Main Street Bridge which traverses the Pilarcitos Creek connecting downtown to Highway 92. Contributions to the Main Street Bridge Fund come from the Gas Tax, federal funds and contributions from the General Fund. Goals and Objectives Ensure Main Street Bridge is restored to meet seismic standards and provide access over

Pilarcitos Creek for 50-75 years after completion. Ensure work complies with the approved local initiative and implementing City ordinance.

Maximize use of federal, State, County and local governmental agency grants.

GAS TAX FUND (FUND 122)

The Gas Tax Fund is a restricted fund. Gas tax revenue is allocated to cities from the State in accordance with the Streets and Highways Code sections 2105, 2106, and 2107. The City uses these tax proceeds primarily for streets, road maintenance, minor improvements and related storm water improvements.


Maintain City streets and roads, including curbs, gutters and sidewalks, in accordance with the City’s Pavement Management Program.

Give priority to public safety in the programming of the Gas Tax Fund.

STREETS AND ROADS FUND (Fund 123)

The Streets and Roads Fund is a restricted fund. The fund accounts for the expenditures made for streets and roads and is funded by grants and other special revenues.


Maximize leveraging of federal, State, County and local government agency grants.

DRAFT

226

Implement programs and projects that enhance public safety, address deferred maintenance and, where possible, leverage other funds.

MEASURE A AND MEASURE W FUND (Fund 124)

The Measure A/W Fund is a restricted fund. Measure A was originally approved by the San Mateo County voters to levy 0.5% sales and use tax within the County to fund local transportation-related maintenance and capital improvements beginning in 1988. In 2004, the voters approved a measure to continue the levy of the tax for an additional 25 years beginning in 2009. The Measure W Fund is a restricted fund. Measure W was approved by the San Mateo County voters in November 2018 to levy 0.5% sales and use tax within the County to fund road improvements, transit services, and implementation of the San Mateo County Congestion Relief Plan. The tax was approved for 30 years starting in 2019. These funds are restricted for use in maintenance and improvement of City streets and roads.


Maintain City streets and roads, including curbs, gutters and sidewalks, in accordance with the City’s Pavement Management Program.

Give priority to public safety and severely degraded streets and roads in the programming of the Measure A Funds.

PARKS DEVELOPMENT (Fund 125)

The Parks Development Fund is a restricted fund. Development impact fees and federal, State, and County grants fund the Parks Development Fund. This fund is used for the acquisition, design and capital improvements of parks and trails in Half Moon Bay.


Impose park mitigation costs fees on development as adopted by City Council.

Focus efforts on projects that Implement the Parks Master Plan and the Pedestrian and Bicycle Master Plan.

Maximize leveraging of Federal, State, County, and local governmental agency grants.

AFFORDABLE HOUSING FUND (Fund 126)

The Affordable Housing Fund is a restricted fund. The City has the option of accepting in-lieu fees from residential projects of 10 or more units to put towards supporting the development of affordable (below market rate) units. Where the City Council chooses to accept fees, those fees are deposited in this fund and used for affordable housing programs as well as other related projects in Half Moon Bay.


Adopt a plan for prioritization of affordable housing funds.

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227

Consider alternate funding mechanisms and ordinance revisions to increase the availability and preservation of affordable housing in Half Moon Bay.

PUBLIC FACILITIES (Fund 127)

The Public Facilities Fund includes both restricted and unrestricted funds. Restricted funds are derived from Capital Outlay Impact Fees imposed on new development. Unrestricted funds are received from various contractual agreements that are one-time in nature and not otherwise specifically dedicated. The City uses this revenue for various public facility projects included in the CIP.


Impose capital outlay impact fees on development as adopted by City Council.

Implement projects that improve usability and safety of City facilities.

Maximize leveraging of federal, State, County, and local governmental agency grants.

POLICE SERVICES (Fund 128)

The Police Services Fund is a restricted fund. The City receives funds for police services from federal, State, County and local governmental agencies. These funds are designated for specific police services, activities, and capital equipment. The source of revenue in FY 2021-22 is the COPS grant.


Maximize leveraging of grants from federal, State, County, and local governmental agencies.

Continue to seek funding from the Association of Bay Area Governments (ABAG) for training, equipment, and risk management needs.

GENERAL CAPITAL (Fund 151)

The General Capital Fund is an unrestricted fund. The General Capital Fund includes funds transferred from the General Operating Fund (Fund 101) to implement much of the City’s Capital Improvement Program. Projects include new facilities, capital maintenance/replacement, technology, and other infrastructure improvements. Goals and Objectives

Provide funding for CIP projects from the General Operating Fund (Fund 101).

Provide unrestricted funds for a variety of desired Capital projects.

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228

STORM WATER IMPROVEMENTS (Fund 152)

The Storm Water Improvements Fund is a restricted fund used for drainage improvements related to new development. The Fund is used to account for all proceeds from storm water (drain) improvement fees which are assessed on newly constructed or remodeled homes and businesses.


Impose mitigation fees on development as adopted by City Council.

Maximize leveraging of federal, State, County and local governmental agency grants.

LIBRARY CAPITAL (Fund 153)

The Library Capital Fund is a restricted fund. The Library Capital Fund includes revenue, grants, and other contributions that was used to build the new Half Moon Bay Library. This fund will continue to assist in the capital maintenance and replacement efforts in the coming years.


Provide funding for ongoing improvements, capital maintenance and capital replacements at the Half Moon Bay Library.

DRAFT

229

STORM DRAIN OPERATIONSFUND 111

ACTUAL

2018‐19

ACTUAL

2019‐20

REVISED BUDGET

2020‐21

RECOMMENDED

2021‐22

REVENUES

4610 Interest 5,408 5,689 624 3,962 4630 Miscellaneous 8,217 4,643 ‐ ‐

TOTAL REVENUE 13,625 10,332 624 3,962

EXPENDITURES

Salaries & Benefits ‐ ‐ ‐ ‐ Materials & Supplies ‐ ‐ ‐ ‐ Contract Services ‐ ‐ 54,000 ‐ Capital Projects ‐ ‐ ‐ ‐

TOTAL EXPENDITURES ‐ ‐ 54,000 ‐


Transfers in / (out)From General Fund 50,000 50,000 ‐ ‐ To Internal Service Fund ‐ (2) ‐ ‐

NET TRANSFERS 50,000 49,998 ‐ ‐

63,625 60,330 (53,376) 3,962

BEGINNING FUND BALANCE 1 228,707 292,332 352,662 297,000

ENDING FUND BALANCE 292,332 352,662 299,286 300,962



DRAFT

230

TRAFFIC MITIGATIONFUND 112

ACTUAL

2018‐19

ACTUAL

2019‐20

REVISED BUDGET

2020‐21

RECOMMENDED

2021‐22

REVENUES

4502 Traffic Mitigation 2,411,632 118,386 34,041 35,000 4610 Interest 42,147 74,762 2,497 47,330 4630 Miscellaneous 6,979 56,778 ‐ ‐

TOTAL REVENUE 2,460,758 249,927 36,538 82,330

EXPENDITURES

Salaries & Benefits ‐ ‐ ‐ ‐ Materials & Supplies ‐ ‐ ‐ ‐ Contract Services 31,475 32,055 ‐ 35,000 Capital Projects 11,328 79,483 ‐ ‐

TOTAL EXPENDITURES 42,803 111,538 ‐ 35,000


Transfers in / (out)From General Fund ‐ ‐ ‐ ‐ To Internal Service Fund ‐ ‐ ‐ ‐

NET TRANSFERS ‐ ‐ ‐ ‐

2,417,955 138,389 36,538 47,330





DRAFT

231

LIBRARYFUND 113

ACTUAL

2018‐19

ACTUAL

2019‐20

REVISED BUDGET

2020‐21

RECOMMENDED

2021‐22

REVENUES

4850 Grants ‐ 94,070 ‐ ‐ 4610 Interest 1,282 348 ‐ 191 4630 Miscellaneous 90.12 5,751 ‐ ‐

TOTAL REVENUE 1,372 100,170 ‐ 191

EXPENDITURES

Salaries & Benefits ‐ ‐ ‐ ‐ Materials & Supplies ‐ ‐ ‐ ‐ Contract Services 176,821 (10,893) ‐ ‐ Capital Projects ‐ ‐ ‐ ‐

TOTAL EXPENDITURES 176,821 (10,893) ‐ ‐


Transfers in / (out)From General Fund 70,000 ‐ ‐ ‐ To Capital Projects ‐ (4,083) ‐ ‐ To Internal Service Fund ‐ ‐ ‐ ‐

NET TRANSFERS 70,000 (4,083) ‐ ‐

(105,449) 106,980 ‐ 191

BEGINNING FUND BALANCE 1

109,532 4,083 111,063 111,000




DRAFT

232

MAIN STREET BRIDGEFUND 121

ACTUAL

2018‐19

ACTUAL

2019‐20

REVISED BUDGET

2020‐21

RECOMMENDED

2021‐22

REVENUES

4610 Interest 10,856 8,273 3,849 4,980 4850 Grants 179,712 285,719 412,000 ‐ 4630 Miscellaneous 1,071 6,367 ‐ ‐

TOTAL REVENUE 191,639 300,359 415,849 4,980

EXPENDITURES

Salaries & Benefits ‐ ‐ ‐ ‐ Materials & Supplies ‐ ‐ ‐ ‐ Contract Services ‐ ‐ ‐ ‐ Capital Projects 360,676 232,379 465,000 335,000

TOTAL EXPENDITURES 360,676 232,379 465,000 335,000


Transfers in / (out)From General Fund ‐ ‐ 53,000 8,200 To Internal Service Fund ‐ ‐ ‐ ‐

NET TRANSFERS ‐ ‐ 53,000 8,200

(169,036) 67,980 3,849 (321,820)





DRAFT

233

GAS TAX FUND 122

ACTUAL

2018‐19

ACTUAL

2019‐20

REVISED BUDGET

2020‐21

RECOMMENDED

2021‐22

REVENUES

4161 Gas Tax 256,383 347,099 230,744 270,000 4163 RMRA Tax ‐ ‐ ‐ 225,000 4610 Interest 8,087 6,551 2,809 6,091 4630 Miscellaneous 228,265 181,606 ‐ ‐

TOTAL REVENUE 492,735 535,255 233,553 501,091

EXPENDITURES

Salaries & Benefits ‐ ‐ ‐ ‐ Materials & Supplies ‐ ‐ ‐ ‐ Contract Services 80,349 63,991 20,000 95,000 Capital Projects ‐ ‐ ‐ ‐



Transfers in / (out)From General Fund ‐ ‐ ‐ ‐ To Capital Projects (552,692) (227,337) (200,501) ‐ To Internal Service Fund (4,817) (3,834) ‐ ‐

NET TRANSFERS (557,509) (231,171) (200,501) ‐

(145,123) 240,093 13,052 406,091


ENDING FUND BALANCE 237,197 477,290 490,342 1,048,091



DRAFT

234

STREETS AND ROADSFUND 123

ACTUAL

2018‐19

ACTUAL

2019‐20

REVISED BUDGET

2020‐21

RECOMMENDED

2021‐22

REVENUES

4820 Measure M ‐ 75,000 75,000 75,000 4850 Grants 456,750 ‐ 3,584,000 2,100,000 4610 Interest 54,833 45,395 25,594 26,447 4630 Miscellaneous 30,157 39,045 ‐ ‐

TOTAL REVENUE 541,740 159,440 3,684,594 2,201,447

EXPENDITURES

Salaries & Benefits 188,443 218,948 209,118 98,276 Materials & Supplies ‐ ‐ ‐ ‐ Contract Services 11,417 1,685 83,000 2,000 Capital Projects 1,963,884 1,203,806 4,394,601 3,216,563



Transfers in / (out)From General Fund 970,095 371,922 480,601 1,075,000 From Other Special Funds ‐ 932,078 200,000 ‐ To Internal Service Fund (18,118) (13,919) ‐ (8,998)

NET TRANSFERS 951,977 1,290,081 680,601 1,066,002

(670,026) 25,083 (321,524) (49,390)





DRAFT

235

MEASURE AFUND 124

ACTUAL

2018‐19

ACTUAL

2019‐20

REVISED BUDGET

2020‐21

RECOMMENDED

2021‐22

REVENUES

4132 Measure A 427,068 409,712 375,410 390,000 4133 Measure W ‐ 106,369 90,000 ‐ 4850 Measure A ‐ Grants ‐ 88,662 ‐ ‐ 4610 Interest 11,342 6,794 2,185 9,307 4630 Miscellaneous 2,003 6,541 ‐ ‐

TOTAL REVENUE 440,413 618,078 467,595 399,307

EXPENDITURES

Salaries & Benefits 75,967 87,881 96,816 60,688 Materials & Supplies ‐ ‐ ‐ ‐ Contract Services ‐ ‐ 3,000 ‐ Capital Projects ‐ ‐ ‐ ‐



Transfers in / (out)From General Fund ‐ ‐ ‐ ‐ To Captial Projects (427,368) ‐ ‐ (280,000) To Internal Service Fund (5,904) (4,917) ‐ ‐

NET TRANSFERS (433,272) (4,917) ‐ (280,000)

(68,826) 525,280 367,779 58,619

BEGINNING FUND BALANCE 1 244,007 175,181 700,462 1,347,000

ENDING FUND BALANCE 175,181 700,462 1,068,241 1,405,619



DRAFT

236

PARK/FACILITIES DEVELOPMENTFUND 125

ACTUAL

2018‐19

ACTUAL

2019‐20

REVISED BUDGET

2020‐21

RECOMMENDED

2021‐22

REVENUES

4503 Capital Impact / Dev Fee ‐ 68,581 216,000 ‐ 4504 Park Facility Development 289,261 117,860 102,132 117,860 4850 Grants 479,055 5,000 140,000 ‐ 4610 Interest 42,325 52,984 832 28,065 4630 Miscellaneous 11,624 47,995 ‐ ‐

TOTAL REVENUE 822,265 292,419 458,964 145,925

EXPENDITURES

Salaries & Benefits 24,768 26,830 11,275 ‐ Materials & Supplies ‐ ‐ ‐ ‐ Contract Services ‐ ‐ ‐ ‐ Capital Projects 340,042 1,361,626 578,000 1,320,879

TOTAL EXPENDITURES 364,810 1,388,455 589,275 1,320,879


Transfers in / (out)From General Fund 804,000 1,433,078 222,000 ‐ To Capital Projects ‐ (630,413) ‐ ‐ To Internal Service Fund (517) (381) ‐ ‐

NET TRANSFERS 803,483 802,284 222,000 ‐

1,260,937 (293,752) 91,689 (1,174,954)





DRAFT

237

AFFORDABLE HOUSINGFUND 126

ACTUAL

2018‐19

ACTUAL

2019‐20

REVISED BUDGET

2020‐21

RECOMMENDED

2021‐22

REVENUES

4610 Interest 46,077 40,877 11,548 25,385 4630 Miscellaneous 5,308 30,699 ‐ ‐

TOTAL REVENUE 51,386 71,576 11,548 25,385

EXPENDITURES

Salaries & Benefits 342 449 ‐ ‐ Materials & Supplies ‐ ‐ ‐ ‐ Contract Services ‐ ‐ ‐ ‐ Financial Grants / Aid ‐ 300,000 200,000 ‐ Capital Projects ‐ ‐ ‐ ‐

TOTAL EXPENDITURES 342 300,449 200,000 ‐


Transfers in / (out)From General Fund ‐ 400,000 ‐ ‐ To Internal Service Fund ‐ ‐ ‐ ‐

NET TRANSFERS ‐ 400,000 ‐ ‐

51,043 171,127 (188,452) 25,385





DRAFT

238

PUBLIC FACILITIESFUND 127

ACTUAL

2018‐19

ACTUAL

2019‐20

REVISED BUDGET

2020‐21

RECOMMENDED

2021‐22

REVENUES

4991 Loan Proceeds ‐ ‐ 1,000,000 1,000,000 4850 Grants 87,106 ‐ ‐ ‐ 4900 Impact & Development Fees 37,494 ‐ ‐ ‐ 4610 Interest 20,152 26,787 3,641 14,169 4630 Miscellaneous 3,602 19,869 ‐ ‐

TOTAL REVENUE 148,353 46,657 1,003,641 1,014,169

EXPENDITURES

Salaries & Benefits ‐ ‐ ‐ ‐ Materials & Supplies ‐ ‐ ‐ ‐ Contract Services ‐ ‐ 27,000 ‐ Capital Projects 181,676 308,515 1,225,000 1,803,000

TOTAL EXPENDITURES 181,676 308,515 1,252,000 1,803,000


Transfers in / (out)From General Fund 810,000 540,000 225,000 520,000 To Capital Projects ‐ (484,241) ‐ ‐ To Internal Service Fund ‐ ‐ ‐ ‐

NET TRANSFERS 810,000 55,759 225,000 520,000

776,677 (206,099) (23,359) (268,831)

BEGINNING FUND BALANCE 1 702,466 1,479,143 1,273,044 1,526,000




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POLICE GRANTSFUND 128

ACTUAL

2018‐19

ACTUAL

2019‐20

REVISED BUDGET

2020‐21

RECOMMENDED

2021‐22

REVENUES

4840 COPS Distribution 148,891 155,948 140,453 143,262 4610 Interest 8,713 9,320 1,769 6,094 4630 Miscellaneous 1,086 7,445 ‐ ‐

TOTAL REVENUE 158,689 172,712 142,222 149,356

EXPENDITURES

Salaries & Benefits ‐ ‐ ‐ ‐ Materials & Supplies 5,357 60,487 ‐ ‐ Contract Services 50,669 49,605 292,222 200,000 Capital Projects ‐ ‐ ‐ ‐





102,664 62,620 (150,000) (50,644)





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MEASURE WFUND 132

ACTUAL

2018‐19

ACTUAL

2019‐20

REVISED BUDGET

2020‐21

RECOMMENDED

2021‐22

REVENUES

4134 Measure W ‐ ‐ ‐ 125,000 4610 Interest ‐ ‐ ‐ ‐ 4630 Miscellaneous ‐ ‐ ‐ ‐

TOTAL REVENUE ‐ ‐ ‐ 125,000

EXPENDITURES

Salaries & Benefits ‐ ‐ ‐ ‐ Materials & Supplies ‐ ‐ ‐ ‐ Contract Services ‐ ‐ ‐ ‐ Capital Projects ‐ ‐ ‐ ‐

TOTAL EXPENDITURES ‐ ‐ ‐ ‐


Transfers in / (out)From Other Funds ‐ ‐ ‐ 280,000 To Captial Projects ‐ ‐ ‐ ‐ To Internal Service Fund ‐ ‐ ‐ ‐

NET TRANSFERS ‐ ‐ ‐ 280,000

‐ ‐ ‐ 405,000


‐ ‐ ‐ ‐

ENDING FUND BALANCE ‐ ‐ ‐ 405,000



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CAPITAL GENERALFUND 151

ACTUAL

2018‐19

ACTUAL

2019‐20

REVISED BUDGET

2020‐21

RECOMMENDED

2021‐22

REVENUES

4991 Loan Proceeds ‐ ‐ 2,180,000 ‐ 4850 Grants 549,161 ‐ 80,000 ‐ 4610 Interest 47,039 36,235 ‐ 14,396 4630 Miscellaneous 5,525 19,063 ‐ ‐

TOTAL REVENUE 601,725 55,298 2,260,000 14,396

EXPENDITURES

Salaries & Benefits ‐ ‐ ‐ ‐ Materials & Supplies ‐ 677 ‐ ‐ Contract Services ‐ ‐ ‐ ‐ Capital Projects 419,700 196,231 2,703,000 742,686

TOTAL EXPENDITURES 419,700 196,908 2,703,000 742,686


Transfers in / (out)From General Fund 12,209 605,000 443,000 ‐ To General Fund ‐ (594,595) ‐ ‐ To Capital Projects ‐ (714,578) ‐ ‐ To Internal Service Fund ‐ ‐ ‐ ‐

NET TRANSFERS 12,209 (704,173) 443,000 ‐

194,234 (845,783) ‐ (728,290)


ENDING FUND BALANCE 2,364,021 1,518,237 1,518,237 952,710



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DRAINAGE CAPITALFUND 152

ACTUAL

2018‐19

ACTUAL

2019‐20

REVISED BUDGET

2020‐21

RECOMMENDED

2021‐22

REVENUES

4501 Storm Drainage Fee 5,134 11,175 9,685 9,879 4610 Interest 29,362 22,855 3,745 10,816 4630 Miscellaneous 3,736 12,268 ‐ ‐

TOTAL REVENUE 38,232 46,299 13,430 20,695

EXPENDITURES

Salaries & Benefits 34,946 37,980 67,614 37,697 Materials & Supplies ‐ ‐ ‐ ‐ Contract Services 41,788 ‐ 12,000 ‐ Capital Projects 9,230 586,735 155,000 555,000



Transfers in / (out)From General Fund 292,495 150,000 155,000 ‐ To Capital Projects ‐ (150,000) (301) ‐ To Internal Service Fund (2,292) (2,412) ‐ (3,382)

NET TRANSFERS 290,203 (2,412) 154,699 (3,382)

242,470 (580,828) (66,485) (575,384)


1,292,063 1,534,533 953,705 1,033,000

ENDING FUND BALANCE 1,534,533 953,705 887,220 457,616



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LIBRARY CAPITALFUND 153

ACTUAL

2018‐19

ACTUAL

2019‐20

REVISED BUDGET

2020‐21

RECOMMENDED

2021‐22

REVENUES

4850 Grants 726,000 ‐ ‐ ‐ 4610 Interest 51,301 29,334 ‐ 14,771 4630 Miscellaneous 5,721 14,057 ‐ ‐

TOTAL REVENUE 783,022 43,391 ‐ 14,771

EXPENDITURES

Salaries & Benefits ‐ ‐ ‐ ‐ Materials & Supplies ‐ ‐ ‐ ‐ Contract Services ‐ ‐ ‐ ‐ Capital Projects 1,699,714 ‐ ‐ ‐

TOTAL EXPENDITURES 1,699,714 ‐ ‐ ‐




(916,693) 43,391 ‐ 14,771





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Debt Service Funds

Painting By: Linda Curtis

Title: Bouquet

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Debt Service Funds Debt Service Funds are restricted funds. They are used to account for the payment of principal and interest on long-term debt of the City. They are also used to maintain cash reserves as required under debt covenants.

JUDGMENT OBLIGATION DEBT SERVICE FUND SERIES 2009B (FUND 142) In July 2009, the City issued 2009B Judgment Obligation Bond (JOB) in the amount of $10.9 million. The proceeds were used to settle the City’s judgment obligation (legal settlement) on the Yamagiwa case.

2009B Series Bond The Series 2009B was a Build America Bond issued under the provisions of the Federal American Recovery and Reinvestment Act of 2009. The Series 2009B bond was originally set to mature in 2040, with interest due semiannually, until 2027 when principal is also due annually. Interest rates ranged from 8.5% to 8.65%. The City received Federal interest subsidies on the Build America Bonds equal to approximately 26.5% of the annual payments.

The original bond covenant required that the City maintain cash reserves in the amount of $1.2 million (rounded). These reserves were accounted for in previously retired Fund 77 (Series 2009A Bond) and Fund 142 (Series 2009B Bond, retired August 1, 2019).

Insurance Settlements & Early Retirement The City has received insurance settlements from ABAG Plan and ICW in connection with the Yamagiwa case. In 2013, the City Council adopted a resolution approving an agreement with the Bond Trustee to retire the Judgment Obligation Bonds early (the 2009A Bonds were retired on August 1, 2014 and the 2009B Bonds were retired on August 1, 2019).

The retirement of the Judgment Obligation Bond Series 2009B in FY 2019-20 resulted in a debt service expense reduction of $590,000 in the General Fund in FY 2019-20.

SAN MATEO COUNTY LOAN In FY 2017-18, the City received a loan in the amount of $6 million from the County of San Mateo to partially finance the construction of the new library. The loan carries no interest and is payable in 10 equal installments of $572,000 per year, beginning FY 2019-20. The loan repayments are budgeted as an expenditure in the General Fund.

880 STONE PINE FINANCING In FY 2020-21, the Council directed City staff to negotiate and execute a loan with the State of California Infrastructure Bank (iBank) in the amount of $3.2 million to fully finance the purchase of the 880 Stone Pine property as well as the construction of a new Corporation Yard facility. The loan carries a 2.50% interest rate and a financing term of 30 years. The loan repayments are budgeted as an $161,577 expenditure in the General Fund per year.

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JUDGEMENT OBLIGATION BOND ‐ SERIES BFUND 142

ACTUAL

2018‐19

ACTUAL

2019‐20

REVISED BUDGET

2020‐21

RECOMMENDED

2021‐22

REVENUES

4610 Interest 552,007 1,370,150 ‐ ‐ 4630 Unrealized Gain (Loss) 1,330 (1,226,211) ‐ ‐

TOTAL REVENUE 553,337 143,939 ‐ ‐

EXPENDITURES

Debt Service ‐ Interest 937,704 468,852 ‐ ‐ Debt Service ‐ Principal Payment ‐ 10,915,000 ‐ ‐ Contract Services ‐ ‐ ‐ ‐ Capital Projects ‐ ‐ ‐ ‐

TOTAL EXPENDITURES 937,704 11,383,852 ‐ ‐


Transfers in / (out)From General Fund 690,198 ‐ ‐ ‐ To General Fund ‐ (399,999) (30,000) ‐ To Internal Service Fund ‐ ‐ ‐ ‐

NET TRANSFERS 690,198 (399,999) (30,000) ‐

305,831 (11,639,911) (30,000) ‐


11,370,054 11,675,885 35,974 6,000

ENDING FUND BALANCE 11,675,885 35,974 5,974 6,000



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Internal Service Funds

Painting By: Lu Chang

Title: Big Sur Coast

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Internal Service Funds Internal Service Funds are used to account for the financing of goods or services provided by one department to other departments for the City on a cost-reimbursement basis. The four Internal Service Funds are Vehicle Replacement Fund, Equipment Replacement Fund, Risk Management Fund, and Retirement Stabilization Fund.

VEHICLE REPLACEMENT FUND (Fund 301)

The Vehicle Replacement Fund is an unrestricted fund. It covers the cost of repair, maintenance, and replacement of City vehicles. Revenue for this fund is derived from internal service charges to City departments. This Fund acts as a pass-through entity.


Provide timely repair and maintenance for vehicles and new vehicle purchases.

Constantly review the mode of operation for the efficient utilization of the City’s fleet.

INFORMATION TECHNOLOGY FUND (Fund 302)

See Administrative Services Department Budget.

RISK MANAGEMENT FUND (Fund 303)

See Administrative Services Department Budget.

RETIREMENT STABILIZATION FUND (Fund 304) The Retirement Stabilization Fund is an unrestricted fund. The Retirement Stabilization Fund was created to smooth out major fluctuations in annual pension costs and the annual payment of the unfunded liability. Large swings have impacted the City’s financials in the past, and recent changes in CalPERS actuarial assumptions and discount rate will have a significant impact on the City’s future pension cost and contribution rates. The funding for this program is provided through an annual transfer from the General Fund.


Build reserves that can be used to meet large swings in annual pension costs.

Budget and pay down pension side fund liabilities to save future interest costs.

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VEHICLE REPLACEMENTFUND 301

ACTUAL

2018‐19

ACTUAL

2019‐20

REVISED BUDGET

2020‐21

RECOMMENDED

2021‐22

REVENUES

4503 Capital Impac / Dev Fee 5,410 17,091 ‐ 5,000 4610 Interest 8,925 4,713 5,000 2,217 4630 Miscellaneous 818 2,280 ‐ ‐

TOTAL REVENUE 15,154 24,084 5,000 7,217

EXPENDITURES

Salaries & Benefits ‐ ‐ ‐ ‐ Materials & Supplies 134,937 106,949 ‐ 170,000 Contract Services ‐ ‐ ‐ ‐ Capital Projects 17,142 18,988 8,000 8,000

DEP Deprection 62,634 26,567 25,000 26,567 TOTAL EXPENDITURES 214,713 152,504 33,000 204,567


Transfers in / (out)From Other Funds ‐ ‐ ‐ 204,568

NET TRANSFERS ‐ ‐ ‐ 204,568

(199,559) (128,420) (28,000) 7,218

BEGINNING NET ASSETS 666,749 467,190 338,770 296,000

ENDING NET ASSETS 467,190 338,770 310,770 303,218


Note: The presentation above reflects a Net Assets basis of presentation. In the Vehicle Replacement Fund, Net Assets primarily include

capitalized equipment and cash.

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RETIREMENT STABILIZATIONFUND 304

ACTUAL

2018‐19

ACTUAL

2019‐20

REVISED BUDGET

2020‐21

RECOMMENDED

2021‐22

REVENUES

4850 Grants ‐ ‐ ‐ ‐ 4610 Interest 13,113 21,101 ‐ 6,371 4630 Miscellaneous 2,929 19,887 ‐ ‐

TOTAL REVENUE 16,042 40,988 ‐ 6,371

EXPENDITURES

Salaries & Benefits 796,315 851,761 959,543 1,041,748 Materials & Supplies ‐ ‐ ‐ ‐ Contract Services ‐ ‐ ‐ ‐ Capital Projects ‐ ‐ ‐ ‐

TOTAL EXPENDITURES 796,315 851,761 959,543 1,041,748


Transfers in / (out)From General Fund 945,000 1,000,000 1,000,000 1,041,748 To Internal Service Fund ‐ ‐ ‐ ‐

NET TRANSFERS 945,000 1,000,000 1,000,000 1,041,748

164,727 189,227 40,457 6,371

BEGINNING NET ASSETS 1,047,217 1,211,944 1,401,170 1,441,627



Note: The presentation above reflects a Net Assets basis of presentation. In the Retirement Stabilization Fund, Net Assets primarily represents cash.

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Enterprise Funds


Title: Ocean Sonata

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Enterprise Funds Enterprise Funds are used to account for services that are financed and operated in a manner more closely related to private business enterprise. In accordance with State law, the City imposes user fees to ensure the costs of providing the services are financed primarily through those charges.

SEWER OPERATING (Fund 201)

The Sewer Operating Fund is a restricted fund that is funded by sewer user charges. The Sewer operating budget is used to account for the financial activity of the City’s sewer utility. The Fund is used to account for:

1. Wastewater treatment services provided by the Sewer Authority Mid-Coastside (SAM), a Joint Powers Authority.

2. Capital maintenance and replacement of the SAM wastewater treatment plant and Intertie Pipeline System (IPS).

3. Regular cleaning of the City-owned wastewater collection system.

4. Emergency response, marking of underground utilities, inspection including CCTV of system and Fats, Oil, Grease (FOG) management and inspection.

5. Maintenance, operation, rehabilitation, repair, and replacement of the City-owned wastewater collection system.


Protect the health and welfare of the community by ensuring the continuous uninterrupted operation of the City-owned wastewater collection and transmission systems to every extent possible to meet all federal, State, and local standards.

Provide appropriate and economical maintenance and repair of the wastewater collection and transmission system and its appurtenances.

Fund the cost of collection, transmission, and treatment of the wastewater system. This effort includes overseeing the operations (and financial management) of SAM as a member of the Joint Powers Authority and sitting Board of Directors.

Continue to repair and improve damaged or substandard sections of the wastewater collection system to ensure proper operating conditions by using a program that provides cleaning, preventive maintenance, and repair of the system. The work includes inspection and management of FOG generating businesses and marking of underground pipes to reduce potential damage.

Provide expedient response to emergency situations including SSO events.

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SEWER CAPITAL (Fund 202)

The Sewer Capital Fund is a restricted fund that is funded by sewer user charges. The Sewer Capital Fund provides resources for capital improvements included in the City’s CIP, work necessitated by emergency repairs and/or emerging issues and the City’s share of capital improvements at the SAM Treatment Plant and the Intertie Pipeline System as included in the SAM CIP. Projects include testing, evaluation, maintenance, repair, and replacement of the City’s wastewater collection system including the three sewer pump stations and force mains.


Replace sewer collection lines that have suffered damage and ensure integrity of the wastewater collection system.

Identify and mitigate I & I within collection system.

Maintain and update the City’s Sewer Master Plan.

Evaluate capital needs and sewer rates to ensure adequate resources are available to fund requirements.

SEWER FUND AND CHARGES OVERVIEW

The City’s Sewer Fund is a government enterprise fund. An enterprise fund is a self-supporting government fund that provides a specialized service. In this instance, City sewer services represent the specialized service; the Sewer Fund is the City’s only enterprise fund. The Sewer Fund is shown in the City’s Annual Operations Budget as two separate accounts: Fund 201 (Operating Fund); and 202 (Sewer Capital Fund). The separation exists solely to separately account for operations expenses and capital expenses. Ninety-nine percent (99%) of sewer system (utility) revenues is derived directly from rates charged to the users of the sewer system. Per state law, sewer service charges are permitted to recover only revenues sufficient to adequately fund sewer utility operations, maintenance, and capital replacement expenditures including maintenance of emergency and capital reserves. As noted, the City’s sewer service charges include not only the operation and maintenance of the City collection system, but also the proportional costs of operating and maintaining the Sewer Authority Mid-Coastside (SAM) (including the treatment plant and intertie pipeline system). Operations and maintenance costs for sewer services have increased significantly over the last several years. Between FY 2015-16 ($2,299,898) and FY 2020-21 ($4,241,911), Half Moon Bay’s proportion of SAM budgeted costs alone have almost doubled. Additionally, the City’s share of the costs has increased by almost 10 percent over the last several years. SAM related increases are attributable to several factors including the need to provide sufficient staffing, address deferred maintenance, pay for sewer spill related costs, and account for the rapidly increasing cost of materials and labor for capital construction and maintenance.

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The City’s collection system operating costs have also risen in response to statutory oversight obligations, addressing long deferred maintenance, providing oversight of the operations and maintenance, and to account for the rapidly increasing cost of materials and labor for capital construction and maintenance. The City is completing the Ocean Colony Pump Station and Force Main Project (app. $2.1 million). This project replaces aging infrastructure necessary to protect the environment and limit liability and is indicative of the cost of maintenance and replacement of sewer infrastructure. Additional capital maintenance and repair will continue to be needed to protect the environment, limit liability, and meet statutory obligations. While the City is proactively managing and maintaining its sewer assets, portions of the inground pipes are 70-80 years old and approaching normal life expectancy. The cost of SAM contract services for sewer cleaning and emergency response has increased approximately 27-percent for FY 21-22. The recent rate increase for City sewer customers was effective July 1, 2020, based upon a rate study approved by the City Council in June 2020. The increases cover rates for FY 2020-21 and FY 2024-25. This adjustment followed a rate increase approved in 2014 which increased rates in FY 2013-14 and FY 2014-15. Granada and Montara are subject to the same fixed costs issues and have each increased rates during this period. Montara updated their sewer rates for the next three years through nine percent annual rate increases (effective on July 1, 2020). Many San Mateo County/Peninsula agencies have or will be considering rate adjustments to address increasing fixed costs and environmental compliance.

SEWER NET ASSET AND CASH PRESENTATION

The Sewer Fund Balance is presented on a dual basis in the budget document: Net Asset and Cash Reserves. Net Assets is the excess of assets over liabilities and is the basis of presentation prescribed by GASB Statement No. 34. A significant portion of the City’s Net Assets are invested in SAM and so it is important to review cash reserve balances to understand amounts available for operations and capital improvements.

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SEWER OPERATIONSFUND 201

ACTUAL

2018‐19

ACTUAL

2019‐20

REVISED BUDGET

2020‐21

RECOMMENDED

2021‐22

REVENUES

4451 Sewer Service Charges 4,439,152 4,389,304 4,419,619 4,994,169 4610 Interest 461 1,389 20,704 ‐ 4630 Miscellaneous 8,344 6,030 ‐ ‐

TOTAL REVENUE 4,447,958 4,396,723 4,440,323 4,994,169

EXPENDITURES

Salaries & Benefits 273,887 353,356 426,691 462,438 Materials & Supplies ‐ 1,102 8,000 8,000 Contract Services 4,016,236 4,917,893 4,874,811 5,176,140 Capital Projects ‐ ‐ ‐ ‐



Transfers in / (out)From Sewer Capital Fund 300,000 2,006,000 1,445,394 1,715,455 To General Fund (Admin Fee) (460,771) (472,290) (498,922) (511,395) To Internal Service Fund (197,273) (208,327) (122,344) (506,652)

NET TRANSFERS (358,044) 1,325,383 824,128 697,408

(200,208) 449,755 (45,051) 45,000

BEGINNING NET ASSETS 1

(199,520) (399,728) 50,027 (45,000)

ENDING NET ASSETS (399,728) 50,027 4,976 0


1 Beginning Net Assets for FY 2021‐22 based on updated estimates and may not match budgeted estimates for FY 2020‐21 ending balance.

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SEWER CAPITALFUND 202

ACTUAL

2018‐19

ACTUAL

2019‐20

REVISED BUDGET

2020‐21

RECOMMENDED

2021‐22

REVENUES

4451 Sewer Rate Charges 51,259 35,759 ‐ ‐ 4506 Sewer Service Charges 71,630 114,957 73,330 114,957 4610 Interest 298,320 228,036 76,157 133,050 4630 Miscellaneous 34,159 147,036 ‐ ‐

TOTAL REVENUE 455,369 525,788 149,487 248,007

EXPENDITURES

Salaries & Benefits ‐ (132) ‐ ‐ Materials & Supplies ‐ ‐ ‐ ‐ Contract Services ‐ ‐ ‐ ‐ Capital Projects 205,257 572,161 3,550,000 2,621,000

SAM Loss / (Gain) on SAM Investment (438,866) (2,307,512) 175,000 175,000 DEP Depreciation 103,748 106,003 100,000 106,003

TOTAL EXPENDITURES (129,861) (1,629,481) 3,825,000 2,902,003


Transfers in / (out)From General Fund ‐ ‐ ‐ ‐ To Sewer Operations (300,000) (2,006,000) (1,445,394) (1,715,455) To General Fund (16,386) (16,796) ‐ ‐ To Internal Service Fund ‐ ‐ ‐ ‐

NET TRANSFERS (316,386) (2,022,796) (1,445,394) (1,715,455)

268,844 132,473 (5,120,907) (4,369,451)

BEGINNING NET ASSETS 1 24,766,303 25,035,146 25,167,620 21,912,713


ENDING AVAILABLE FUNDS2

14,083,333 11,887,922 7,042,015 4,819,567


2 Available Funds represents the portion of net assets that is unrestricted. This number does not include the non‐cash value of fixed assets,

construction in progress and equity in the Sewer Authority Mid‐Coastside agency

1 Beginning Net Assets for FY 2021‐22 based on updated estimates and may not match budgeted estimates for FY 2020‐21 ending balance.

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Capital Improvement Program


Title: Rocky Point Tranquility

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Capital Improvement Program The City’s 5-Year Capital Improvement Program (CIP) is a financial planning and prioritization tool that represents the City’s continuous efforts to protect public health and safety and enhance the quality of life and experience for visitors and residents in Half Moon Bay. The CIP identifies current and future capital improvements and provides the following benefits: • Facilitates the scheduling of public improvements that require expenditures and

appropriations over one or more fiscal years. • Provides orderly management of capital projects consistent with the General Plan and

adopted master plans; and • Enhances eligibility for grants from the State, County, and the federal Government. Capital improvements are either projects or programs with total budgets that typically exceed $30,000. Projects are generally large, one-time enhancements whereas programs occur annually with a new project emphasis each year. The City’s capital improvement needs are a result of an aging infrastructure, significant deferred maintenance, and desired construction on new and existing facilities.

Although the City’s CIP looks at the upcoming five fiscal years, the funding request only covers the first year of the program, which is referred to as the Capital Budget. The Capital Budget has historically relied heavily upon the transfer of City General Funds. The COVID-19 pandemic resulted in significant reductions in anticipated revenues for FY 2020-21, resulting in a significant decrease in the City’s Capital Budget. For FY 2021-22, the City anticipates increased revenues and has developed a Capital Budget that includes a General Fund transfer that is in line with pre-COVID contributions. Projects continue to be evaluated and prioritized based on four criteria: public safety, project impact, progress on project, and use of non-General Fund monies (e.g., grant funding, sewer capital, etc.) and the emphasis in FY 21-22 will be on grant and enterprise funded projects, the continuation of major projects and emphasis on health and life safety projects. CIP improvements are typically divided into 8 categories as described below. The FY 2021-22 CIP does not include any projects in the Operational Improvements category, although this category may be reactivated in future years.

Storm Water Improvements are focused on maintaining and improving the City’s storm water system to protect homes, businesses, public facilities, and infrastructure. The Storm Drain Master Plan is an important component to prioritizing improvements, identifying regulatory requirements, and preventing catastrophic failure of the storm water system in the future. Economic Development Improvements are headlined by the General Plan (GP) and Local Coastal Program (LCP) Update. The updated Local Coastal Land Use Plan (LCLUP) was adopted by the City Council in October 2020 and certified by the California Coastal Commission in April 2021, but work continues updating the GP and Local Coastal Implementation Plan (LCIP). In addition to updating the GP and the LCIP, these

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improvements focus on implementing improvements that will enhance the living standard and attractiveness of Half Moon Bay for residents and visitors alike. Operational Improvements include major capital investments to enhance the internal operational efficiencies of the City. These improvements will help City staff perform more efficiently and allow staff to respond to customer requests in a timelier manner. Each of the improvements also enhance the City’s transparency as envisioned in the strategic plan. Park Improvements are critical to maintain the health and livability of Half Moon Bay for residents and visitors alike. Within Half Moon Bay, there are parks focused on active play and others focused on passive recreation. In some cases, City parks include both aspects. These improvements focus on maintaining and enhancing the City’s various park assets. Facility Improvements focus on assessing, enhancing, and maintaining the City’s various facilities, including making sure the facilities are in compliance with the Americans with Disabilities Act (ADA). City facilities include the Half Moon Bay Library, the Ted Adcock Community Center, the Emergency Operations Center, the Train Depot, and City Hall. Sewer Improvements include ongoing repair and replacement of the City’s sewer infrastructure as components reach the end of their service life. Infrastructure includes neighborhood sewer pipelines, larger interceptor pipelines and pump stations. Preventative maintenance and repair lead to fewer component failures and help to minimize unforeseen system outages and pipe breaks that could lead to sanitary sewer overflows. Street Improvements focus on performing routine maintenance and improvements to the City’s roadways to extend the useful life of the system. This reduces the need for major street reconstruction projects, which are exponentially more expensive than performing routine upgrades and maintenance. Trail Improvements assure safety and functionality of the City’s trails. Improvements in this section address erosion issues along the Coastal Trail in addition to improving the quality of trails throughout the City.

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FIVE-YEAR SUMMARY - CAPITAL IMPROVEMENT PROGRAM

PROJECT CATEGORIES PRIOR YEAR(S) FY 21-22 FY 22-23 FY 23-24 FY 24-25 FY 25-26 FUTURE YEARS TOTAL ALL FY UNFUNDED Storm Water Improvements 200,000$ 555,000$ 1,325,000$ 975,000$ 290,000$ 150,000$ 7,854,250$ 11,349,250$ 9,504,250$ Economic Development Improvements 1,001,257$ 485,686$ 460,000$ -$ -$ -$ -$ 1,946,943$ -$ Parks Improvements 703,000$ 562,879$ 420,000$ 750,000$ 100,000$ 100,000$ 18,665,000$ 21,300,879$ 18,665,000$ Facility Improvements 262,000$ 2,033,000$ 835,000$ 350,000$ 350,000$ 300,000$ 975,000$ 5,105,000$ 975,000$ Sewer Improvements 899,000$ 2,621,000$ 890,000$ 575,000$ 575,000$ 575,000$ -$ 6,135,000$ -$ Street Improvements 4,072,481$ 3,551,563$ 15,775,000$ 12,670,000$ 1,125,000$ 220,000$ 8,300,000$ 45,714,044$ 18,522,000$ Trail Improvements 7,000$ 758,000$ 1,442,000$ 975,000$ 315,000$ 315,000$ 9,600,000$ 13,412,000$ 10,915,000$ T O T A L 7,417,738$ 10,594,128$ 21,147,000$ 16,295,000$ 2,755,000$ 1,660,000$ 45,394,250$ 105,263,116$ 58,581,250$

REVENUEFUNDING SOURCES PRIOR YEAR(S) FY 21-22 FY 22-23 FY 23-24 FY 24-25 FY 25-26 FUTURE YEARS TOTAL ALL FY Developer Funds 3,100,000$ -$ -$ -$ -$ -$ -$ 3,100,000$ General Capital - Fund 151 -$ 490,000$ -$ -$ -$ -$ -$ 490,000$ General Fund 3,719,972$ 1,830,000$ 2,290,000$ 1,880,000$ 940,000$ 750,000$ -$ 11,409,972$ Grant - Coastal Commission 160,000$ -$ -$ -$ -$ -$ -$ 160,000$ Grant - Federal 1,098,000$ 61,800$ 7,049,407$ 5,847,407$ -$ -$ -$ 14,056,613$ Grant - Measure A 3,918,000$ -$ 3,397,000$ -$ -$ -$ -$ 7,315,000$ Grant - Ocean Protection Council 53,214$ -$ -$ -$ -$ -$ -$ 53,214$ Grant - State 80,000$ -$ 80,000$ -$ -$ -$ -$ 160,000$ Grant - TDA -$ -$ 350,000$ -$ -$ -$ -$ 350,000$ Loan Proceeds -$ 1,140,000$ -$ -$ -$ -$ -$ 1,140,000$ Measure J 186,324$ -$ -$ -$ -$ -$ -$ 186,324$ Main Street Bridge - Fund 121 89,000$ 8,200$ 102,594$ 102,594$ -$ -$ -$ 302,387$ Park Facility/Development - Fund 125 95,598$ 658,758$ -$ -$ -$ -$ -$ 754,356$ Property Owner Contribution -$ -$ 200,000$ -$ -$ -$ -$ 200,000$ Public Facilities - Fund 127 -$ -$ -$ -$ -$ -$ -$ -$ San Mateo County Contribution -$ -$ 200,000$ -$ -$ -$ -$ 200,000$ San Mateo County Loan -$ -$ 200,000$ -$ -$ -$ -$ 200,000$ Sewer Service - Fund 201/202 2,765,000$ 755,000$ 890,000$ 575,000$ 575,000$ 575,000$ -$ 6,135,000$ Storm Drain Improvement - Fund 152 -$ 300,000$ -$ -$ -$ -$ -$ 300,000$ Street and Road - Fund 123 4,000$ 30,000$ -$ -$ -$ -$ -$ 34,000$ TFCA Grant (BAAQMD) -$ 135,000$ -$ -$ -$ -$ -$ 135,000$ UNFUNDED -$ -$ 4,338,000$ 7,274,000$ 1,240,000$ 335,000$ 45,394,250$ 58,581,250$ T O T A L 15,269,108$ 5,408,758$ 19,097,000$ 15,679,000$ 2,755,000$ 1,660,000$ 45,394,250$ 105,263,116$

EXPENDITURE

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FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM BUDGETED EXPENDITURESFY 2021-22 PROPOSED CAPITAL BUDGET

PROJECT TITLE FUNDPROJECT

NO. PRIOR YEAR(S)

FY 21-22 FY 22-23 FY 23-24 FY 24-25 FY 25-26 FUTURE

YEARS TOTAL ALL FY UNFUNDED

GREEN INFRASTRUCTURE AND STORM WATER PROGRAM 152 0563 N/A 75,000$ 150,000$ 150,000$ 150,000$ 150,000$ N/A 675,000$ -$

KEHOE/PILARCITOS OUTFALL REPAIR 152 1005 -$ 300,000$ -$ -$ -$ -$ -$ 300,000$ -$ ROOSEVELT DITCH IMPROVEMENTS 152 1006 -$ 80,000$ 150,000$ -$ -$ -$ -$ 230,000$ -$ SEYMOUR DITCH EROSION AND COASTAL STABILIZATION 152 0608 200,000$ 100,000$ 825,000$ 825,000$ 140,000$ -$ -$ 2,090,000$ 1,650,000$ KEHOE WATER COURSE AND HABITAT ENHANCEMENT PROJECT 152 0534 -$ -$ 200,000$ -$ -$ -$ 7,854,250$ 8,054,250$ 7,854,250$

200,000$ 555,000$ 1,325,000$ 975,000$ 290,000$ 150,000$ 7,854,250$ 11,349,250$ 9,504,250$

GENERAL PLAN AND LOCAL COASTAL PROGRAM UPDATE 151 0564 996,257$ 40,000$ -$ -$ -$ -$ -$ 1,036,257$ -$ TOWN CENTER PLANNING 151 1001 -$ 200,000$ 160,000$ -$ -$ -$ -$ 360,000$ -$ CLIMATE ACTION AND ADAPTATION PLAN 151 1002 5,000$ 45,686$ -$ -$ -$ -$ -$ 50,686$ -$ MAIN STREET TREE LIGHTS 151 9016 -$ 100,000$ -$ -$ -$ -$ -$ 100,000$ -$ WAYFINDING AND ENTRY SIGNS (PHASE 2) 151 0559 -$ 100,000$ 250,000$ -$ -$ -$ -$ 350,000$ -$ MAC DUTRA GREENING PROJECT 151 TBD -$ -$ 50,000$ -$ -$ -$ -$ 50,000$ -$

1,001,257$ 485,686$ 460,000$ -$ -$ -$ -$ 1,946,943$ -$

FINANCIAL SOFTWARE - ENTERPRISE RESOURCE PLANNING 151 0555 $ 273,000 $ 27,000 $ - $ - $ - $ - $ - 300,000$ -$

273,000$ 27,000$ -$ -$ -$ -$ -$ 300,000$ -$

PARKS MASTER PLAN IMPLEMENTATION PROGRAM 125 0609 N/A 310,000$ 100,000$ 100,000$ 100,000$ 100,000$ N/A 710,000$ -$ POPLAR BEACH GATEWAYS PLAN 125 0617 400,000$ 178,758$ -$ -$ -$ -$ -$ 578,758$ -$ NEW MAGNOLIA/SEYMOUR PARK 125 TBD -$ 30,000$ -$ -$ -$ -$ 350,000$ 380,000$ 350,000$ CARTER PARK IMPROVEMENTS 125 0611 303,000$ 44,121$ -$ -$ -$ -$ 6,000,000$ 6,347,121$ 6,000,000$ TRAIN DEPOT AND JOHNSTON HOUSE SHORT-TERM IMPROVEMENTS 125 9005 -$ -$ 35,000$ 50,000$ -$ -$ -$ 85,000$ -$

SMITH FIELD SITE ASSESSMENT AND MASTER PLAN 125 TBD -$ -$ 100,000$ -$ -$ -$ -$ 100,000$ -$ WAVECREST WATER MAIN PROJECT 125 9004 -$ -$ 100,000$ 600,000$ -$ -$ -$ 700,000$ -$ TRAIN DEPOT AND JOHNSTON HOUSE SITE PLAN 125 0614 -$ -$ 85,000$ -$ -$ -$ -$ 85,000$ -$

STORAGE BUILDING AT SMITH FIELD 125 TBD -$ -$ -$ -$ -$ -$ 65,000$ 65,000$ 65,000$ PERMANENT RESTROOMS AT POPLAR BEACH 125 TBD -$ -$ -$ -$ -$ -$ 250,000$ 250,000$ 250,000$ NEW COMMUNITY PARK 125 TBD -$ -$ -$ -$ -$ -$ 12,000,000$ 12,000,000$ 12,000,000$

703,000$ 562,879$ 420,000$ 750,000$ 100,000$ 100,000$ 18,665,000$ 21,300,879$ 18,665,000$ TOTAL PARKS

TOTAL STORM WATER IMPROVEMENTS

TOTAL ECONOMIC DEVELOPMENT IMPROVEMENTS

TOTAL OPERATIONAL IMPROVEMENTS

STORM WATER IMPROVEMENTS

PARKS IMPROVEMENTS

OPERATIONAL IMPROVEMENTS

ECONOMIC DEVELOPMENT IMPROVEMENTS

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NO. PRIOR YEAR(S)



ADA TRANSITION PLAN IMPLEMENTATION PROGRAM 151 0601 N/A 30,000$ 50,000$ 50,000$ 50,000$ -$ N/A 180,000$ -$ SIDEWALK REPLACEMENT AND REPAIR PROGRAM 151 0562 N/A 50,000$ 100,000$ 100,000$ 100,000$ 100,000$ N/A 450,000$ -$ URBAN FOREST MANAGEMENT PROGRAM 151 0598 N/A 150,000$ 100,000$ 100,000$ 100,000$ 100,000$ N/A 550,000$ -$ EMERGENCY RESPONSE PROGRAM 127 0604 N/A 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ N/A 500,000$ -$ CORPORATE YARD IMPROVEMENTS 127 9023 75,000$ 1,270,000$ -$ -$ -$ -$ -$ 1,345,000$ -$ SHERIFF SUBSTATION RENOVATION PROJECT 127 0605 7,000$ 253,000$ -$ -$ -$ -$ -$ 260,000$ -$ PILARCITOS CREEK RESTORATION AND REMEDIATION PROJECT 127 9022 180,000$ 180,000$ -$ -$ -$ -$ -$ 360,000$ -$ CIVIC CENTER SITE PLAN 127 0624 -$ -$ 85,000$ -$ -$ -$ -$ 85,000$ -$ CUNHA PARKING LOT EXPANSION FOR LIBRARY 153 0545 -$ -$ 400,000$ -$ -$ -$ -$ 400,000$ 975,000$ RESTORATION AND WATERSHED PROTECTION OF CITY PARCEL 127 0622 -$ -$ -$ -$ -$ -$ 975,000$ 975,000$ -$

262,000$ 2,033,000$ 835,000$ 350,000$ 350,000$ 300,000$ 975,000$ 5,105,000$ 975,000$

SEWER MAINTENANCE PROGRAM 202 0506 N/A 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ N/A 250,000$ -$ INFLOW AND INFILTRATION PROGRAM 202 9028 N/A 75,000$ 75,000$ 75,000$ 75,000$ 75,000$ N/A 375,000$ -$ CITYWIDE POINT REPAIRS PROGRAM 202 9029 N/A 315,000$ 315,000$ 315,000$ 315,000$ 315,000$ N/A 1,575,000$ -$ MANHOLE REHABILITATION PROGRAM 202 9026 N/A 85,000$ 85,000$ 85,000$ 85,000$ 85,000$ N/A 425,000$ -$ PUMP STATION AND FORCE MAIN REPAIR AND 202 0507 N/A 90,000$ 50,000$ 50,000$ 50,000$ 50,000$ N/A 290,000$ -$ OCEAN COLONY PUMP STATION REPLACEMENT 202 9025 881,000$ 1,744,000$ -$ -$ -$ -$ -$ 2,625,000$ -$ SANITARY SEWER MASTER PLAN 202 9024 18,000$ 137,000$ 15,000$ -$ -$ -$ -$ 170,000$ -$ GIS IMPLEMENTATION 202 0586 -$ 125,000$ 25,000$ -$ -$ -$ -$ 150,000$ -$ LORYN LANE SEWER MAIN REPAIR 202 9027 -$ -$ 275,000$ -$ -$ -$ -$ 275,000$ -$

899,000$ 2,621,000$ 890,000$ 575,000$ 575,000$ 575,000$ -$ 6,135,000$ -$

NEIGHBORHOOD TRAFFIC SAFETY PROGRAM 123 9000 N/A 25,000$ 40,000$ 40,000$ 40,000$ 40,000$ N/A 185,000$ -$ PROGRAM 123 0514 N/A 990,000$ 1,025,000$ 120,000$ 1,025,000$ 120,000$ N/A 3,280,000$ 2,290,000$ CROSSWALKS AND ADA RETROFIT PROGRAM 123 0572 N/A -$ 60,000$ 60,000$ 60,000$ 60,000$ N/A 240,000$ -$ HIGHWAY 1 SAFETY - SOUTH 123 0523 2,000,481$ 1,997,918$ -$ -$ -$ -$ -$ 3,998,399$ -$ HIGHWAY 1 SAFETY - NORTH 123 0538 1,030,000$ 73,713$ 6,500,000$ 6,500,000$ -$ -$ -$ 14,103,713$ 7,134,000$ MAIN STREET BRIDGE PROJECT 121 0759 975,000$ 335,000$ 5,950,000$ 5,950,000$ -$ -$ -$ 13,210,000$ -$ POPLAR STREET TRAFFIC CALMING AND SAFETY PROJECT 123 0593 67,000$ 129,932$ 2,000,000$ -$ -$ -$ -$ 2,196,932$ 798,000$ HIGHWAY 1/KELLY AVENUE INTERSECTION IMPROVEMENT PROJECT 112 0571 -$ -$ 200,000$ -$ -$ -$ 4,800,000$ 5,000,000$ 4,800,000$ KELLY AVENUE REHABILITATION PROJECT 123 TBD -$ -$ -$ -$ -$ -$ 3,500,000$ 3,500,000$ 3,500,000$

4,072,481$ 3,551,563$ 15,775,000$ 12,670,000$ 1,125,000$ 220,000$ 8,300,000$ 45,714,044$ 15,022,000$

FACILITY IMPROVEMENTS

TOTAL FACILITY IMPROVEMENTS

TOTAL SEWER IMPROVEMENTS

TOTAL STREET IMPROVEMENTS

STREET IMPROVEMENTS

SEWER IMPROVEMENTSDRAFT267



NO. PRIOR YEAR(S)



BICYCLE AND PEDESTRIAN MASTER PLAN IMPLEMENTATION PROGRAM 125 0615 N/A 370,000$ 100,000$ 100,000$ 100,000$ 100,000$ N/A 770,000$ -$ EASTSIDE PARALLEL TRAIL NORTH - SEGMENT 4 125 0619 -$ 187,000$ 597,000$ -$ -$ -$ -$ 784,000$ 50,000$ POPLAR STREET PARALLEL PATH 125 1003 7,000$ 156,000$ -$ -$ -$ -$ -$ 163,000$ -$ SECONDARY POPLAR BEACH ACCESS 125 1004 -$ 45,000$ 250,000$ -$ -$ -$ -$ 295,000$ -$ PEDESTRIAN/BICYCLE CONNECTION TO HATCH ELEMENTARY 125 9010 -$ -$ 10,000$ 230,000$ -$ -$ -$ 240,000$ 230,000$ WAVECREST WALKWAY EXTENSION ` 0564 -$ -$ 95,000$ 330,000$ -$ -$ -$ 425,000$ -$ JOHNSTON HOUSE TRAIL 125 TBD -$ -$ -$ 100,000$ -$ -$ -$ 100,000$ -$ COASTAL BLUFF PRESERVATION 125 0618 -$ -$ 390,000$ 215,000$ 215,000$ 215,000$ -$ 1,035,000$ 1,035,000$ EASTSIDE PARALLEL TRAIL NORTH - SEGMENT 2 125 0595 -$ -$ -$ -$ -$ -$ 4,100,000$ 4,100,000$ 4,100,000$ NAOMI PATRIDGE TRAIL EXTENSION (SOUTH) 125 TBD -$ -$ -$ -$ -$ -$ 2,500,000$ 2,500,000$ 2,500,000$ POPLAR BEACH COASTAL TRAIL - RELOCATION AND EROSION MITIGATION 125 TBD -$ -$ -$ -$ -$ -$ 3,000,000$ 3,000,000$ 3,000,000$

7,000$ 758,000$ 1,442,000$ 975,000$ 315,000$ 315,000$ 9,600,000$ 13,412,000$ 10,915,000$

7,417,738$ 10,594,128$ 21,147,000$ 16,295,000$ 2,755,000$ 1,660,000$ 45,394,250$ 105,263,116$ 55,081,250$

TRAIL IMPROVEMENTS

TOTAL TRAIL IMPROVEMENTS

TOTAL FY ALLOCATIONSDRAFT268


Other Information

Painting By: Marcia Sivek

Title: Poppies And Lupine

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Investment Policy

Painting By: Marian Yap

Title: The Transitory Nature Of All Things

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Last approved June 2021

CITY OF HALF MOON BAY INVESTMENT POLICY POLICY OVERVIEW

PURPOSE

The purpose of this policy is to establish guidelines for the management and investment of the unexpended funds of City of Half Moon Bay (the City) under authority granted by the City Council. This policy is in compliance with the provisions of California Government Code Sections 53600 through 53684, governing investments for municipal governments.

INVESTMENT OBJECTIVES

The primary objectives of this investment policy, in order of priority, are safety, liquidity, and yield:

1. Safety - Safety of principal is the foremost objective of the investment program.

Investments shall be undertaken in a manner that seeks to ensure the preservation of capital in the overall portfolio. This objective shall be accomplished by mitigating credit risk and market risk.

2. Liquidity - The investment portfolio shall remain sufficiently liquid to meet all

operating requirements that may be reasonably anticipated. This objective shall be accomplished by structuring the portfolio so that securities mature concurrently with anticipated needs. The portfolio shall consist largely of securities with active secondary or resale market. Furthermore, a portion of the portfolio may be placed in money market mutual funds or the Local Agency Investment Fund (LAIF) which offer same-day liquidity for short-term funds.

3. Yield - The objective of the investment portfolio is designed to attain a market rate

of return throughout budgetary and economic cycles, taking into consideration the investment risk constraints and liquidity needs. Investment performance shall be continually monitored and evaluated by the City Treasurer in comparison with other portfolio benchmark yields.

SCOPE

The investment policy applies to all financial assets of the City as accounted for in the Basic Financial Statements. It includes, but is not limited to, the funds listed below: General Fund Special Revenue Funds Capital Projects Funds Debt Service Fund Enterprise Funds

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Internal Service Funds Trust and Agency Funds Any new fund created by the City, unless specifically exempted, with the exception of

the following:

1. The City's Deferred Compensation Plan, which is excluded because it is managed by a third-party administrator and invested by individual plan participants.

2. Proceeds of debt issuance shall be invested in accordance with the investment objectives of this policy. However, such proceeds are generally invested in accordance with permitted investment provisions of their specific bond indentures. If, in the opinion of the City Treasurer, the matching of bond reserve or escrow defeasance funds with the maturity schedule of an individual bond issue is prudent, the investment policy authorizes an extension beyond the five-year maturity limitation as outlined in this document.

USE OF STATE INVESTMENT GUIDELINES California Government Code Sections 53600 through 53692 regulates the investment practices of public entities. It is the policy of the City to use the State's provisions for local government investments as the basis for developing and implementing the City's investment policies and practices.

STANDARDS OF CARE

1. Prudence - The City's investment officials shall act as fiduciary agents subject to the

Prudent Investor Standard. Investments shall be made with judgment and care, under circumstances then prevailing, which persons of prudence, discretion and intelligence exercise in the management of their own affairs, not for speculation, but for investment, considering the probable safety of their capital as well as the probable income to be derived. The City Manager, City Treasurer (Finance Manager), and other individuals assigned to manage the investment portfolio, acting within the intent and scope of the investment policy and other written procedures and exercising due diligence, shall be relieved of personal responsibility and liability for an individual security's credit risk or market price changes, provided deviations from expectations are reported in a timely manner and appropriate action is taken to control adverse developments.

2. Ethics and Conflict of Interest - Officers and employees involved in the investment

process shall refrain from personal business activity that could conflict with proper execution of the investment program or could impair their ability to make impartial investment decisions. City employees involved in the investment process shall

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disclose to the City Clerk in writing any material financial interest in financial institutions that conduct business within the jurisdiction. They shall further disclose any large personal financial/investment positions that could be related to the performance of the investment portfolio.

3. Delegation of Authority - Authority to manage the investment program is granted

to the City Manager and City Treasurer (designee Administrative Services Director) and derived from Chapter 2.12 and 2.16 of the City of Half Moon Bay Municipal Code. Under the oversight of the City Manager and the City Treasurer, specified responsibility for the operation of the investment program may be delegated to the Senior Accounting Technician, who shall act in accordance with established written procedures and internal controls consistent with the investment policy. The City Treasurer shall be responsible for all transactions undertaken and shall establish a system of controls to regulate the activities of subordinate staff members. The internal controls system includes separation of duties, custodial safekeeping, avoidance of physical delivery securities, development of wire transfer agreement, and clear delegation of authority to subordinate staff members.

The City may delegate its investment authority to an investment advisor registered under the Investment Advisers Act of 1940, so long as it can be demonstrated that these services produce a net financial advantage or necessary financial protection of the City's financial resources. The adviser shall follow this policy, and any other written instructions.

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INVESTMENT GUIDELINES

SAFETY OF PRINCIPAL

Safety of principal is the primary objective of the City of Half Moon Bay. Each investment transaction shall seek to ensure that capital losses are avoided, whether from securities default, broker/dealer default or erosion of market value. The City shall seek to preserve principal by mitigating the two types of risk: credit risk and market risk.

Credit risk, defined as the risk of loss due to failure of the issuer of a security, shall be mitigated by investing in investment grade securities and by diversifying the investment portfolio so that the failure of any one issuer does not unduly harm the City's capital base and cash flow.

Market risk, defined as market value fluctuations due to overall changes in the general level of interest rates, shall be mitigated by limiting the average maturity of the City's investment portfolio to two years, the maximum maturity of any one security to five years, structuring the portfolio based on historic and current cash flow analysis eliminating the need to sell securities prior to maturity and avoiding the purchase of long term securities for the sole purpose of short term speculation.

LIQUIDITY

The City's financial portfolio shall be structured in a manner to ensure that the securities mature concurrent with anticipated cash demands. The portfolio should consist largely of securities with an active secondary or resale market to meet any unanticipated cash demands. A portion of the portfolio may be placed in money market mutual funds or LAIF, which offer same day liquidity for short- term funds.

It is the full intent of the City to hold all investments until maturity to ensure the return of all invested principal. However, securities may be sold prior to maturity under the following circumstances:

• To minimize loss of principal for a security with declining credit. • When liquidity needs of the portfolio require that the security is sold.

INVESTMENT PARAMETERS

1. Diversification - The City shall diversify its investments within the parameters of this

policy to avoid incurring unreasonable risks inherent in over-investing in specific instruments, individual financial institutions or maturities. Nevertheless, the asset allocation in the investment portfolio should be flexible depending upon the outlook for the economy, the securities markets, and the City's anticipated cash flow needs.

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The investments shall be diversified by: Limiting investments in securities to avoid over concentration in securities from a

specific issuer or business sector (excluding U.S. Treasury securities); Limiting investment in securities that have higher credit risks; Investing in securities with varying maturities; and Continuously investing a portion of the portfolio in readily available funds such as

LAIF or money market mutual funds to ensure that appropriate liquidity is maintained in order to meet unanticipated cash demands.

2. Maximum Maturities- To the extent possible, the City shall attempt to match its

investments with anticipated cash flow requirements. Unless matched to a specific cash flow of bond proceeds or bond defeasance escrow, the City will not directly invest in securities maturing more than five (5) years from the date of purchase. As a general rule, the weighted average maturity of the investment portfolio will not exceed two years.

Reserve or escrow funds established by the issuance or defeasance of bonds and other funds with longer-term investment horizons may be invested in securities exceeding five years if the maturities of such investments are made to coincide with the expected use of funds. The intent to invest in securities with longer maturities shall be disclosed in writing to the City Council.

3. Competitive Bidding - It is the policy of the City to encourage competitive bidding for

investment transactions that are not classified as "new issue" securities. For the purchase of non "new issue" securities and the sale of all securities at least three bidders must be contacted. However, it is understood that certain time constraints and broker portfolio limitations exist which will not accommodate the competitive bidding process. If a time or portfolio constraining condition exists, the pricing of the investment should be verified to current market conditions and documented for auditing purposes.

PERFORMANCE EVALUATION AND BENCHMARK

Investment performance is continually monitored and evaluated by the City Treasurer. The investment portfolio benchmark yield shall be the average yield on the U.S. Treasury security that most closely corresponds to the portfolio’s weighted average final maturity.

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PROTECTION OF SECURITIES

To protect against fraud, embezzlement, or losses caused by the collapse of an individual securities dealer: All securities owned by the City shall be held in safekeeping by a third-party bank trust

department, acting as agent for the City under the terms of a custody agreement or master repurchase agreement. All trades executed by a dealer will settle delivery vs. payment (DVP) through the City's safekeeping agent.

-or-

All securities owned by the City shall be insured by a third-party insurer and the City shall be named as insured on that policy.

Securities held in custody for the City shall be independently audited on an annual basis to verify investment holdings.

INTERNAL CONTROL

The City Treasurer is responsible for establishing and maintaining an internal control structure designed to ensure that the assets of the City are protected from loss, theft or misuse. The internal control structure shall be designed to provide reasonable assurance that these objectives are met. The concept of reasonable assurance recognizes that the cost of a control should not exceed the benefits to be derived and that the valuation of costs and benefits requires estimates and judgments by management.

If the City's investment portfolio includes more than pooled investments, an external auditor shall conduct an annual independent review to assure compliance with policies and procedures. The internal controls shall address the following points: Control of collusion Separation of transaction authority from accounting and record

keeping Custodial safekeeping Avoidance of physical delivery securities Clear delegation of authority to subordinate staff members Written confirmation of transactions for investments and wire transfers Development of a wire transfer agreement with the lead bank and

third-party custodian

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INVESTMENT REPORTS The City Treasurer shall review investments and render quarterly reports to the City Manager and City Council. These reports shall include:

The par amount of the investment, the classification of the investment, the percentage of the total portfolio which each type of investment represents, the name of the institution or entity, the rate of interest, the maturity date, the current market value, and the source of the market value.

A statement that the projected cash flow is adequate to meet expected obligations over the next six months.

The weighted average maturity of the portfolio. The average weighted yield to maturity of the portfolio as compared to the applicable

benchmark. Statement of compliance with the investment policy.

This report is due within 30 days of the end of the quarter. The City Manager may, at his/her discretion, require this report on a monthly basis based upon market conditions. QUALIFIED BANKS AND BROKER/DEALERS

The City shall transact business with financial institutions that qualify as a depository of public funds in the State of California as defined in California Government Code Section 53630.5. The institution shall be a member of the FDIC and shall secure all deposits exceeding FDIC insurance coverage in accordance with California Government Code Section 53652.

All broker/dealers who desire to do business with the City shall provide the necessary information (e.g. audited financial statements, proof of state registration, proof of National Association of Securities Dealers certification, etc.) from which the City can determine their creditworthiness, the existence of any pending legal action against the firm or the individual broker as well as an understanding of the security markets that they service. To be eligible, a firm must be licensed by the State of California as a broker/dealer as defined in Section 25004 of the California Corporations Code.

The City Treasurer shall annually send a copy of the current investment policy to all financial institutions and broker/dealers approved to do business with the City. Confirmation of receipt of this policy shall be considered evidence that the dealer understands the City's investment policies and intends to sell the City only appropriate investments authorized by this investment policy.

COLLATERAL REQUIREMENTS Collateral is required for investments in non-negotiable certificates of deposit and repurchase agreements. In order to reduce market risk, the collateral level shall be at least 102% of market

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value of principal and accrued interest and marked to market weekly. Securities that are acceptable as collateral shall be the direct obligations of the United States or any agency of the United States or shall be fully guaranteed as to principal and interest by the United States or any agency of the United States.

AUTHORIZED INVESTMENTS

Investment of City funds is governed by the California Government Code Sections 53600 etc. seq. Within the context of the limitations, the following investments are authorized, as further limited herein:

1. United States Treasury Bills, Bonds, and Notes or those for which the full faith and credit

of the United States are pledged for payment of principal and interest. There is no percentage limitation of the portfolio, which can be invested in this category, although a five-year maturity limitation is applicable.

2. Government Sponsored Enterprises - Obligations issued by Federal Government

agencies such as the Government National Mortgage Association (GNMA), the Federal Farm Credit Bank (FFCB), the Federal Home Loan Bank (FHLB), the Federal National Mortgage Association (FNMA), the Student Loan Marketing Association (SLMA), and the Federal Home Loan Mortgage Corporation (FHLMC). There is no percentage limitation of the portfolio, which can be invested in this category, although a five-year maturity limitation is applicable.

3. Banker's Acceptances - Bills of exchange or time drafts drawn on and accepted by

commercial banks, otherwise known as banker's acceptances, may not exceed 180 days maturity or 20% of the cost value of the portfolio. Furthermore, no more than 5% of the cost value of the portfolio may be invested in the banker's acceptances of any one commercial bank.

4. Commercial Paper - Commercial paper is a short-term, unsecured promissory note

issued by financial and non-financial companies to raise short term cash. Up to 15% or the City's portfolio may be invested in "prime" commercial paper of the highest ranking or of the highest letter and number rating as provided by a nationally recognized statistical rating organization (Moody's or Standard and Poor's) and with maturities not to exceed 180 days. The issuer must have total assets in excess of $500 million, and have debt other than Commercial paper rated "A" or higher by two nationally recognized statistical rating organizations. The City may not hold more than 2% of a single issuer's outstanding paper.

5. Negotiable Certificates of Deposit -- Purchases of negotiable certificates of deposit

issued by nationally or state-chartered banks, state or federal savings institutions, or state-licensed branches of foreign banks may not exceed 30% of the cost value of the

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portfolio. The City may not invest in an institution where a member of City Council, City management, or City Treasurer serves on the board or committee of the institution. Funds will only be invested in Certificates of Deposits that are fully insured by the Federal Deposit Insurance Corporation (FDIC) or the Federal Savings and Loan Insurance Corporation (FSLIC) in amounts up to $100,000. A maturity limitation of two years is applicable.

6. Repurchase Agreements - Repurchase agreements may be made on any investment

authorized by this investment policy. The maturity of the repurchase agreements shall not exceed one year. The market value of the securities used as collateral for the repurchase agreements shall be monitored by the investment staff weekly and shall not be allowed to fall below 102% of the value of the repurchase agreement. A Master Repurchase agreement is required between the City and the dealer for all repurchase agreements transacted. No more than 5% of the City's investment portfolio may be invested with any one counter party, and the aggregate investment in repurchase agreements shall not exceed 10% of the City's total portfolio.

7. Local Agency Investment Fund (LAIF) - a State of California managed investment pool

may be used up to the maximum permitted by California State Law.

8. San Mateo County Investment Pool - a County of San Mateo managed investment pool may be used up to the maximum of 100% of the cost value of the portfolio.

9. Time Certificates of Deposit - Time certificates of deposit, non- negotiable and

collateralized in accordance with the California Government Code, may be purchased through banks or savings and loan associations. Since time deposits are not liquid, no more than 10% of the investment portfolio may be invested in this investment type. A maturity limitation of two years is applicable.

10. Medium Term Corporate Notes – defined as corporate and depository institution debt

securities, with a maximum maturity of five years, may be purchased. Securities eligible for investment shall be rated AA or better by a nationally recognized securities rating organization (Moody's or Standard & Poor's). Purchase of medium-term notes may not exceed 10% of the cost value of the portfolio and no more than 10% of the cost value of the portfolio may be invested in notes issued by one corporation. Commercial paper holdings should also be included when calculating the 10% limitation

11. Money Market Mutual Funds - Mutual funds invested in U.S. Government securities are

permitted under this policy and under California Government Code Section 53601(L). All of the following criteria must also be met: (1) The fund shall have a minimum of $500 million in total portfolio value; (2) The fund shall be registered with the Securities and Exchange Commission, and shall have achieved the highest ranking or the highest letter

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and numerical rating provided by not less than two nationally recognized statistical rating organizations; (3) The fund shall have retained an advisor which is registered with the SEC, or which is exempt from such registration; Investment in such funds shall not exceed 20% of the City's total portfolio; and no more than 5% of the City's total portfolio may be invested in any one mutual fund.

12. Moneys Held By a Trustee or Fiscal Agent - Moneys held by a trustee or fiscal agent and

pledged the to the payment or security of bonds or other indebtedness obligation under a lease, installment sales or other agreement may be invested in accordance with the statutory provisions governing the issuance or defeasance of the bonds or obligation.

13. Prohibited/Ineligible Investments - Ineligible investments are those that are not

described herein, including but not limited to, common stocks, reverse repurchase agreements, inverse floaters, range notes, mortgage derived interest only strips, derivatives securities, or any security that could result in zero interest accrual. (Sec. 53601.6)

Maximum Investment Maturity and Percentage - The following matrix of maximum maturity and percentage limits, by instrument, are established for the City's total pooled funds portfolio:

Investment Type Maturity Percentage

Repurchase Agreements 1 Year 0 to 100% Local Agency Investment Fund Upon Demand 0 to 100% San Mateo County Investment Pool Upon Demand 0 to 100% U.S. Treasury Bonds/Notes/Bills 5 Years 0 to 100% Government Sponsored Enterprises 5 Years 0 to 100% Bankers' Acceptances 180 Days 0 to 20% Commercial Paper 180 Days 0 to 15% Negotiable Certificates of Deposit 2 Years 0 to 30% Time Certificates of Deposit 2 Years 0 to 10% Medium Term Corporate Notes 5 Years 0 to 20% Mutual Funds/Money Market Funds Upon Demand 0 to 20%

LEGISLATIVE CHANGES

Any State of California legislative action that further restricts allowable maturities, investment types, or percentage allocations, supersedes any and all previous applicable language in this Investment Policy.

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INTEREST EARNINGS

All moneys earned and collected from investments authorized in this policy shall be allocated quarterly to various fund accounts based on the (average 13 months) cash balance in each fund as a percentage of the entire pooled portfolio. POLICY CONSIDERATIONS

The following policy considerations apply:

1. Exemption - Any investment currently held that does not meet the guidelines of this policy shall be exempted from the requirements of this policy. At maturity or liquidation, such monies shall be reinvested only as provided by this policy.

2. Amendments - The City's investment policy shall be adopted by resolution of the

City Council on an annual basis. This investment policy shall be reviewed at least annually to ensure its consistency with the overall objectives of preservation of principal, liquidity and yield, and its relevance to current law and financial and economic trends.

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RESOLUTION No. C-2021-

A RESOLUTION OF THE CITY OF HALF MOON BAY APPROVING THE CITY OF HALF MOON BAY INVESTMENT POLICY

WHEREAS, the investment policy is reviewed each year by City Council in accordance with the City of Half Moon Bay's Investment Policy;

WHEREAS, the investment policy has been reviewed to ensure any necessary updates have been incorporated; WHEREAS, there is no change in the investment policy at this time.

NOW, THEREFORE, BE IT RESOLVED THAT

The City Council of the City of Half Moon Bay hereby approves the City of Half Moon Bay's Investment Policy as contained in Exhibit A attached hereto.

***************************************************************** I, the undersigned, hereby certify that the forgoing Resolution was duly passed and adopted on the 15th day of June, 2021 by the City Council of Half Moon Bay by the following vote:

AYES, Councilmembers:




ATTEST: APPROVED:

Jessica Blair, City Clerk Robert Brownstone, Mayor

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INVESTMENT POLICY GLOSSARY OF TERMS

Accrued Interest - Interest earned but not yet received.

Active Deposits - Funds which are immediately required for disbursement.

Amortization - An accounting practice of gradually decreasing (increasing) an asset's book value by spreading its depreciation (accretion) over a period of time.

Arbitrage - Transactions by which securities are bought and sold in different markets at the same time for the sake of the profit arising from a yield difference in the two markets.

Asked Price - The price a broker dealer offers to sell securities.

Banker's Acceptance - A high quality, short-term money market instrument used to finance international trade. There has never been an instance of a failure to pay a banker's acceptance in full at its maturity date.

Basis Point - One basis point is one hundredth of one percent (.01).

Bid Price - The price a broker dealer offers to purchase securities.

Bond - A financial obligation for which the issuer promises to pay the bondholder a specified stream of future cash flows, including periodic interest payments and a principal repayment.

Book Value - The value at which a debt security is shown on the holder's balance sheet. Book value is acquisition cost less amortization of premium or accretion of discount.

Broker - Someone who brings buyers and sellers together and is compensated for his/her service.

Certificate of Deposit - A deposit insured up to $100,000 by the FDIC at a set rate for a specified period of time.

Collateral - Securities, evidence of deposit or pledges to secure repayment of a loan. Also refers to securities pledged by a bank to secure deposit of public moneys.

Commercial Paper - Short-term, negotiable unsecured promissory notes of corporations.

Basic Financial Statements - The official annual financial report for the City in accordance with the GASB 34 format prepared in conformity with Generally Accepted Accounting Principles (GAAP).

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Coupon - The annual rate of interest that a bond's issuer promises to pay the bondholder on the bond's face value.

Credit Analysis - A critical review and appraisal of the economic and financial conditions or of the ability to meet debt obligations.

Current Yield - The interest paid on an investment expressed as a percentage of the current price of the security.

Custodian - A bank or other financial institution that keeps custody of stock certificates and other assets.

Defeased Bond Issues - Issues that have sufficient money to retire outstanding debt when due so that the agency is released from the contracts and covenants in the bond document.

Delivery vs. Payment (DVP) - Delivery of securities with a simultaneous exchange of money for the securities.

Derivative - Securities that are based on, or derived from, some underlying asset, reference date, or index.

Discount - The difference between the cost of a security and its value at maturity when quoted at lower than face value.

Diversification - Dividing investment funds among a variety of securities offering independent returns and risk profiles.

Duration - A measure of the timing of the cash flows, such as the interest payments and the principal repayment, to be received from a given fixed-income security. This calculation is based on three variables: term to maturity, coupon rate, and yield to maturity. The duration of a security is a useful indicator of its price volatility for given changes in interest rates.

Fannie Mae - Trade name for the Federal National Mortgage Association

(FNMA), a U.S. sponsored corporation.

Federal Reserve System - The central bank of the U.S. which consists of a seven-member Board of Governors, 12 regional banks and 5,700 commercial banks that are members.

Federal Deposit Insurance Corporation (FDIC) - Insurance provided to customers of a subscribing bank, which guarantees deposits to a set limit (currently $100,000) per account.

Fed Wire - A wire transmission service established by the Federal Reserve Bank to facilitate the transfer of funds through debits and credits of funds between participants within the Fed system.

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Freddie Mac - Trade name for the Federal Home Loan Mortgage Corporation (FHLMC), a U.S. sponsored corporation.

Ginnie Mae - Trade name for the Government National Mortgage Association (GNMA), a direct obligation bearing the full faith and credit of the U.S. Government.

Government Accounting Standards Board (GASB) - A standard-setting body, associated with the Financial Accounting Foundation, which prescribes standard accounting practices for governmental units.

Guaranteed Investment Contracts (GICS) - An agreement acknowledging receipt of funds, for deposit, specifying terms for withdrawal, and guaranteeing a rate of interest to be paid.

Inactive Deposits - Funds not immediately needed for disbursement.

Interest Rate - The annual yield earned on an investment, expressed as a percentage.

Investment Agreements - An agreement with a financial institution to borrow public funds subject to certain negotiated terms and conditions concerning collateral, liquidity and interest rates.

Liquidity - An asset that can easily and rapidly be converted into cash without significant loss of value.

Local Agency Investment Fund (LAIF) - A pooled investment vehicle for local agencies in California sponsored by the State of California and administered by the State Treasurer.

Local Agency Investment Pool - A pooled investment vehicle, sponsored by a local agency or a group of local agencies for use by other local agencies.

Market Value - The price at which a security is trading and could presumably be purchased or sold.

Maturity - The date upon which the principal or stated value of an investment becomes due and payable.

Modified Duration - A measure of exposure to market risk of a security or a portfolio. It is the percent change in the price of a security (portfolio) or a 100 basis point change in the security's (portfolio's) yield.

Mutual Funds - An investment company that pools money and can invest in a variety of securities, including fixed-income securities and money market instruments.

Negotiable Certificate of Deposit - A large denomination certificate of deposit which can be sold in the open market prior to maturity.

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New Issue - Term used when a security is originally "brought" to market.

Note - A written promise to pay a specified amount to a certain entity on demand or on a specified date.

Par Value - The amount of principal that must be paid at maturity. Also referred to as the face amount of a bond, normally quoted in $1,000 increments per bond.

Perfected Delivery - Refers to an investment where the actual security or collateral is held by an independent third-party representing the purchasing entity.

Portfolio - Combined holding of more than one stock, bond, commodity, real estate investment, cash equivalent, or other asset. The purpose of a portfolio is to reduce risk by diversification.

Primary Dealer - A group of government securities dealers that submit daily reports of market activity and security positions held to the Federal Reserve Bank of New York and are subject to its informal oversight.

Principal - The face value or par value of a debt instrument, or the amount of capital invested in a given security.

Prospectus - A legal document that must be provided to any prospective purchaser of a new securities offering registered with the SEC that typically includes information on the issuer, the issuer's business, the proposed use of proceeds, the experience of the issuer's management, and certain certified financial statements (also known as an "official statement")

Prudent Investor Standard - A standard of conduct, where a person acts with care, skill, prudence, and diligence when investing, reinvesting, purchasing, acquiring, exchanging, selling and managing funds. The test of whether the standard is being met is if a prudent person acting in a similar situation would engage in similar conduct to ensure that investments safeguard principal and maintain liquidity.

Purchase Date - The date in which a security is purchased for settlement on that or a later date.

Rate of Return - The yield obtainable on a security based on its purchase price or its current market price. This may be the amortized yield to maturity on a bond or the current income return.

Repurchase Agreement (REPO) - A transaction, where the seller agrees to buy back from the buyer (City) the securities at an agreed upon price on demand or at a specified date.

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Reverse Repurchase Agreement (REVERSE REPO) - A transaction where the seller (City) agrees to buy back from the buyer the securities at an agreed upon price on demand or at a specified date.

Risk - Degree of uncertainty of return on an asset.

Rule G-37 of the Securities Rulemaking Board - Federal regulations to sever any connection between the making of political contributions and the awarding of municipal securities business.

Safekeeping Service - Offers storage and protection of assets provided by an institution serving as an agent.

Sallie Mae - Trade name for the Student Loan Marketing Association (SLMA), a

U.S. sponsored corporation.

Secondary Market - A market made for the purchase and sale of outstanding issues following the initial distribution.

Securities and Exchange Commission (SEC) - The federal agency responsible for supervising and regulating the securities industry.

Settlement Date - The date on which a trade is cleared by delivery of securities against funds.

Tax and Revenue Anticipation Notes (TRANS) - Notes issued in anticipation of receiving tax proceeds or other revenues at a future date.

Time Certificate of Deposit - A non-negotiable certificate of deposit that cannot be sold prior to maturity.

Treasury Bills (T-bills) - U.S. Treasury Bills which are short-term, direct obligations of the U.S. Government issued with original maturities of 13 weeks, 26 weeks and 52 weeks; sold in minimum amounts of $10,000 in multiples of $5,000 above the minimum. Issued in book entry form only. T-bills are sold on a discount basis.

Trustee or trust company or trust department of a bank - A financial institution with trust powers which acts in a fiduciary capacity for the benefit of the bondholders in enforcing the terms of the bond contract.

Underwriter - A dealer that purchases a new issue of municipal securities for resale.

U.S. Government Agencies - Instruments issued by various U.S. Government Agencies, most of which are secured only by the credit worthiness of the particular agency.

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U.S. Treasury Obligations - Debt obligations of the United States Government sold by the Treasury Department in the forms of Bills, Notes, and Bonds. Bills are short-term obligations that mature in one year or less and are sold on the basis of a rate of discount. Notes are obligations that mature between one year and ten years. Bonds are long-term obligations that generally mature in ten years or more.

Weighted Average Maturity (WAM) - The average maturity, of all the securities that comprise a portfolio, which is typically expressed in days or years.

Yield - The rate of annual income return on an investment, expressed as a percentage. It is obtained by dividing the current dollar income by the current market price of the security.

Yield to Maturity - The rate of income return on an investment, minus any premium or plus any discount, with the adjustment spread over the period from the date of purchase to the date of maturity of the bond, expressed as a percentage.

Yield Curve - A graphic representation that shows the relationship at a given point in time between yields and maturity for bonds that are identical in every way except maturity.

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Reserve Policy

Painting By: Marie Massey

Title: Sunset Surfing

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City of Half Moon Bay General Fund & Economic Uncertainty Reserve Policy

Adoption Date: June 2, 2020 Last Revision Date: June 2, 2020

I. Introduction:

Prudent financial management dictates that a portion of the funds available to the City be held in reserve for future use whereas standard funding sources are not adequate for continued operation of general City operation. This policy establishes the amounts the City will strive to maintain in the General Fund Reserve & Economic Uncertainty Reserve, as well as the conditions under which the reserves may be spent.

The General Fund Reserve and Economic Uncertainty Reserve helps to ensure that the City of Half Moon Bay can provide consistent, uninterrupted municipal services in the event of economic disruption or an extreme event. Two of the City’s primary revenue sources, the transient occupancy tax and sales tax, are known to be sensitive to downturns in the economy. Like other California cities, Half Moon Bay must be prepared for seismic and other catastrophic events that could threaten its long-term fiscal health.

As a General Budget principle, the City Council is charged with determining an appropriate General Fund Reserve and Economic Uncertainty Reserve thresholds and to allocate or change those funding thresholds as appropriate. The funding levels are to be based on sound risk assessment methodology for setting reserve levels developed by the Government Finance Officers Association of the United States and Canada (GFOAO). The General Fund Reserve and Economic Uncertainty Reserve follows Generally Accepted Accounting Principles set by the Government Accounting Standards Board (GASB) in Statement No. 54.

II. Amounts Held in Reserve

The City of Half Moon Bay will strive to maintain the following threshold funding as “assigned” General Fund balance. The reserve balances are conveyed as a percentage of the City’s general fund annual operating expenditures. As a percentage of the annual operating expenditures, the actual assigned fund balances will fluctuate. The reserves are broken into two categories, each with their associated target threshold of reserve:

General Fund Reserve (30% of General Fund operating expenditures): • The City will fund the General Fund Reserve at a minimum of 30% of the budgeted Annual

General Fund Expenditures with no maximum. Funds held in this assigned reserve are held for the following uses:

o Meeting cash flow needs during the fiscal year. o Closing a projected short-term revenue-expenditure gap. o Responding to unexpected expenditure requirements or revenue shortfalls.

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o When an economic downturn results in a short-term budgetary shortfall and where

reasonable cuts to expenditures are not adequate to meet revenue without the use of the reserve.

o Unfunded liabilities such as self-insurance, pensions and retiree health obligations o Institutional changes, such as State budget takeaways and unfunded mandates

Economic Uncertainty Reserve (20% of General Fund operating expenditures): • The City will fund the Economic Uncertainty Reserve at a minimum of 20% of the budgeted

Annual General Fund Operating Expenditures with no maximum. Funds held in this assigned reserve are held for the following uses:

o When a fiscal forecast shows an ongoing structural gap due to an economic downturn to providing a strategic bridge to future economic stability.

o When during a declared emergency, expenditures exceed revenues and where the reserve will meet economic shortfalls due to a related economic downturn.

o When an economic downturn results in a long-term budgetary shortfall and where reasonable cuts to expenditures are not adequate to meet revenue without the use of the reserve.

o Where its use will prevent a reduction of required services.

III. Funding Target Balance

The General Fund Reserve and Economic Uncertainty Reserve will be funded from excess ongoing and one-time funds when available. If reserve fund balances fall below established thresholds, the City will replenish reserves in the following priority:

1. General Fund Reserve 2. Economic Uncertainty Reserve

IV. Conditions for Use of Reserves A. Use of Reserves

It is the intent of the City to limit use of reserves to address unanticipated, non-recurring needs or known, planned future obligations. Reserves shall not normally be applied to recurring annual operating expenditures. The reserves may, however, be used to allow time for the City to restructure its operations in a deliberate manner (such as might be required in the case of a severe economic downturn), but such use will only take place in the context of an adopted long-term plan to reach a sustainable structure.

B. Authority to Use Reserves The reserves are only used in accordance with this policy and at the direction of the City Council.

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C. Funding in Excess of Threshold Where funding of the General Fund Reserve and Economic Uncertainty Reserve exceeds the established thresholds, City Council may authorize the use of those funds for any budgetary need.

D. Authority for Interfund Borrowing The City Manager may authorize inter-fund borrowing in the event that resources are needed by the General Fund to recover from damages incurred in a catastrophic event. Borrowed funds can be provided from any other funds that are not fiscally compromised by the event and are legally available for use. Borrowed funds will be reimbursed at a rate determined by the City’s overall portfolio yield.

E. Replenishment of Reserves In the event the City Council authorizes use of the reserves, the City Manager shall propose a plan for the replenishment of the reserves to the City Council during City budget hearings. The City will make every reasonable effort to fully replenish the reserves within five years. If, based on the Finance Director’s analysis and forecasting, the target balance is not being met or is likely not going to be met at some point within a five-year period, a plan to meet the target balance will be developed and presented to the City Council for consideration.

V. Annual Review of Policy The General Fund Reserve and Economic Uncertainty Reserve policy will be reviewed annually and discussed if changes are deemed necessary. The review of this policy is to safeguard its effectiveness and relevance to the City’s long-term needs, and to ensure that the policy remains current with best practices that are based on sound risk assessment methodology developed by the Government Finance Officers Association of the United States and Canada (GFOAO).

Attachments:

-None-

Policy Revision History:

Date Actions June 2, 2020 Originally Issued

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Master Fee Schedule

Painting By: Mark Monsarrat

Title: Pescadero Rocks

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Master Fee Schedule The City’s Master Fee schedule includes Developer Impact Fees and User Fees which are permitted under State law and initially adopted by the City Council in 2017. The fee schedule is based upon a Cost Allocation Plan (CAP), that has been reviewed each subsequent fiscal year to confirm accuracy. In conjunction with the FY 2021-22 budget, the City reevaluated the allocation of resources as well as the appropriate allocation of costs to City functions and fees. The CAP ensures that the City is able to accurately account for the actual cost of providing programs and services by establishing fully-burdened hourly rates for staff, including direct, indirect and overhead costs; as well as for facilities. These rates are a foundation for all fees and ensure that recoverable fees for each service are complete, clearly defined and identified. The City evaluates the CAP each year and updates the CAP approximately every 5 years.

Development Impact Fees were adjusted for cost of living in in 2021 in accordance with the City Council policy following evaluation and determination that the fees remained compliant with statutory limits and addressed the cost of new development on certain facilities and infrastructure. In order to charge Development Impact Fees, jurisdictions must prepare nexus studies. A nexus study was prepared in 2017 and with each subsequent fiscal year, staff evaluates the fees to ensure the fees do not exceed the City’s actual cost to provide the services and infrastructure based on the CAP, Capital Improvement Program, and other cost factors.

User Fees include Administration and Development Impact Fees. Following the CAP, the City’s User Fees were comprehensively updated and adopted in 2017. User Fees include both flat fees and deposits. Flat fees are set to align with the anticipated and typical cost to provide a specified service based on the CAP fully-burdened hourly rates. Flat fees are appropriate for smaller-scale or more typical services. For more variable services, such as those associated with development review, a deposit approach provides the City with a means to charge an applicant for actual time spent to process an application and to more accurately track City consultant related direct costs. In FY2019-20, City Council approved a substantial update to fees and deposits following staffs’ evaluation of the structure established in 2017. These updates have worked well this past year and will remain in place with adjustments primarily limited to applicable indices, as noted below. As noted above, the City continues to evaluate fees in conjunction with the annual budget process to ensure fees are appropriate and are not exceeding the actual cost of services provided per State law.

The Master Fee Schedule is updated annually. All fees, excluding Development Impact Fees and Public Safety, are increased annually pursuant to the annual average of the Consumer Price Index for Urban and Clerical Workers (CPI-W). Development Impact Fees are increased annually by the applicable regional annual average of the Engineering News Record - Construction Cost Index (CCI) FY2021-22 rate is 2.8%. The FY2021-22 CPI-W rate is 1.8%. In FY21-22 there will be no Public Safety increases due to the ongoing COVID-19 pandemic.

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1 Administrative Fees1 First Returned Item 101-101-4901 Each2 Each Additional Item 101-101-4901 Each3 Credit Card Convenience Fee 101-101-4901 2.4% on charges $30.00 and more

2 Duplication1 Photocopies 101-101-4901 Per page2 Municipal Code Book 101-101-4901 Per book3 Bound Reports 101-101-4901 Per report4 Budget 101-101-4901 Each5 Comprehensive Annual Financial Report (CAFR) 101-101-4901 Each6 CD Disc of City Council / Planning Commission 101-101-4901 Each

3 Agenda Indexes for Meetings 4 City Clerk

Election Filing Fee 101-110-4901 EachCandidate Printing Fee 101-110-4901 Deposit

5 Staff Research1 City Manager's Office 101-120-4443 Per 0.25 hour2 Finance Department 101-210-4443 Per 0.25 hour3 City Clerk's Office 101-140-4443 Per 0.25 hour4 Planning Department 101-710-4443 Per 0.25 hour5 Building Department 101-720-4443 Per 0.25 hour6 Public Works Department - Engineering 101-420-4443 Per 0.25 hour7 Public Works Department - Maintenance 101-430-4443 Per 0.25 hour8 Police - Sworn 101-310-4203 Per 0.25 hour9 Police - Non Sworn 101-310-4203 Per 0.25 hour

6 Private Alarm Permits (Chapter 9.10)1 Alarm Permit 101-310-4202 Each2 False Alarm Response with Permit

1st & 2nd Alarms 101-310-4202 No fee3rd Alarm 101-310-4202 Each4th Alarm 101-310-4202 Each5th Alarm 101-310-4202 Each6th Alarm and responses thereafter 101-310-4202 Each

3 False Alarm without Permit1st & 2nd Alarms 101-310-4202 Each3rd Alarm 101-310-4202 Each4th Alarm 101-310-4202 Each5th Alarm 101-310-4202 Each6th Alarm and responses thereafter 101-310-4202 Each

7 Film Permit (Chapter 9.74) 101-101-4201 Per day8 Special Event Permits [1]

1 Block Parties 101-101-4201 Per event2 Fund Raisers 101-101-4201 Per event3 Miscellaneous Events 101-101-4201 Per event4 Carnival/Circus/Parade/Race/Rodeo, etc. 101-101-4201 Each5 Amusement Concession 101-101-4201 Each

2.4%$0.00

$440.00 $448.00$440.00 $448.00

$137.00 $139.00$192.00 $195.00

$53.00 $54.00$109.00 $111.00

$220.00 $224.00

$220.00 $224.00$440.00 $448.00

$220.00 $224.00

$275.00 $280.00$566.00 $576.00

$21.00 $21.00

$45.00 $46.00$60.00 $61.00

$43.00 $44.00$52.00 $53.00

$109.00 $111.00$165.00 $168.00

$0.00 $0.00$53.00 $54.00

$53.00 $54.00

$25.00

Available online Available online$0.00 $0.00

Available online Available onlineAvailable online Available online

$48.00 $49.00$59.00 $60.00

$61.00 $62.00$51.00 $52.00

Determined per election Determined per election



Other Fees, Charges & ServicesFees are increased annually by the annual average CPI-W San Francisco-Oakland-Hayward of the previous year - (excluding Development Impact Fees and Public Safety)

SERVICES CODING PREVIOUS FY 20-21 FY 21-22 UNIT / TYPE

Available online Available onlineActual Cost Actual Cost

$0.25 $0.25

$25.00 $25.00$38.00 $39.00

$25.00

Page 1 of 18

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9 Poplar Beach Parking [1]

Vehicles less than 20 feet 101-430-4720 Per 12 hoursHorse trailers and vehicles longer than 20 feet 101-430-4720 Per 12 hoursAnnual Permit - Half Moon Bay Residents only 101-430-4720 12 month permitNine-month Permit - Half Moon Bay Residents only 101-430-4720 9-month (September through May)

10 BID Administration for City Hotels 101-210-4443 Per month (10 Hotels @$200ea/yr / 12 mos)

11 Street Closure Expense Code12 Professional Dog Walker permit Annual13 Personal Dog Walker permit (3-6 dogs) Annual

0 Building Hourly Rates Per hour101-720-4422 Per hour101-720-4422 Per hour101-720-4422 Per hour101-720-4422 Per hour

1

Valuation ($)0 - 500 (Includes basic water heater, furnance replacements and re-roofing with two or fewer inspections)101-720-4422 Per hour501 - 2,000

First 500 101-720-4422 ValuationEach Additional 100 or fraction thereof 101-720-4422

2,001 - 25,000 First 2,000 101-720-4422 Valuation Each Additional 1,000 or fraction thereof 101-720-4422 25,001 - 50,000 First 25,000 101-720-4422 Valuation Each Additional 1,000 or fraction thereof 101-720-4422 50,001 - 100,000 First 50,000 101-720-4422 Valuation Each Additional 1,000 or fraction thereof 101-720-4422 100,000 - 500,000 First 100,000 101-720-4422 Valuation Each Additional 1,000 or fraction thereof 101-720-4422

500,001 - 1,000,000First 500,000 101-720-4422 ValuationEach Additional 1,000 or fraction thereof 101-720-4422

1,000,001 and aboveFirst 1,000,000 101-720-4422 ValuationEach Additional 1,000 or fraction thereof 101-720-4422

2 Building Plan Check FeeMiscellaneous Plan Review Per hourPlan Revision 101-720-4422 Per hourFee for 4th review onwards-charged on hourly basis 101-720-4422 Per hour

Electronic submittal fee 101-720-4422 Each

$90.00

$178.00 $181.00$2/drawing sheet and $5.29 flat fee for

supporting documents$2/drawing sheet and $5.59 flat fee for

supporting documents

65% of Building Permit Fee 65% of Building Permit Fee$181.00

$178.00 $181.00

$808.00 $823.00$3.00 $3.00

$3.00 $3.00$646.00 $658.00

$5,188.00 $5,281.00$5.40 $6.00

$5.00 $5.00$2,161.00 $2,200.00

$232.00 $236.00$11.00 $11.00

$178.00 $181.00

Inspection for which no fee is specifically indicated, per hour Hourly rate Hourly rate Building Permit Fee for Alterations, Additions, and New Construction (based on valuation of improvement)

$484.00 $493.00$5.00 $5.00

$1.00 $1.00$430.00 $438.00

$15.00 $15.00$165.00

$10.00 $10.00

Inspection on Sundays and Holidays, per hour 2 x hourly rate 2 x hourly rateReinspection fees, per hour Hourly rate Hourly rate

$178.00 $181.00Inspections outside of normal business hours, per hour 1.5 x hourly rate 1.5 x hourly rate

$165.00 $165.00Actual cost Actual cost

$90.00

$200.00TBD

II. BUILDING [2] [3]

$165.00

$200.00

$178.00

TBD

Page 2 of 18

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3 Miscellaneous Permit1 Demolition 101-720-4422 Up To 2 hours2 Solar 101-720-4422 Per hour

Residential0-15kW 101-720-4422 Per hourAbove 15kWFirst 15kW 101-720-4422 Per hourEach Additional kW or fraction thereof 101-720-4422 Per 0.5 hourCommercial0-50 kW 101-720-4422 Per 1.5 hour51-250 kWFirst 50kW 101-720-4422Each Additional kW or fraction thereof 101-720-4422 Per 0.5 hourAbove 205kWFirst 50kW 101-720-4422 Per 1.5 hourEach Additional kW or fraction thereof 101-720-4422 Per 0.5 hour

3 Permit Fees for Work Without Valid Permit (Bldg, Elec, Mech, Plmb, Encroach, Gradng) 101-720-4422 Fine / Penalty4 Business License Inspection 101-720-4422 Per 0.5 hour5 Address Assignment Per hour

4 Other Inspections and FeesPre-Site Inspection 101-720-4422 Per hourRe-Inspections 101-720-4422 Per hourReinspection fees 101-720-4422 Per hourInspection for which no fee is specifically indicated, per hour 101-720-4422 Per hourInspections outside of normal business hours, per hour 101-720-4422 Per hourGeneral Plan Fee 101-710-4444 Valuation

5 Refund (Update Refund Policy) Per 0.5 hour

6 Special Structural Inspection Fee 101-720-4422Deposit to be determined by Public Works Director at time of application.Per Public Works hourly rate

7 Electrical PermitPermit Issuance

For issuing each permit 101-720-4422 EachFor issuing each supplemental permit for which the original permit has not expired, been canceled or finaled

101-720-4422 Each

New Residential BuildingsFor new multifamily residential buildings (apartments and condominiums) having three or more living units, including the area of garages, carports, and other non-commercial automobile storage areas constructed at the same time, per square foot

101-720-4422 Per 100 square foot

For new single and two-family residential buildings, including the area of garages, carports and other minor accessory buildings constructed at the same time, per square foot

101-720-4422 Per 100 square foot

For other types of residential occupancies and alteration, and modifications to existing residential buildings, use the UNIT FEE SCHEDULE

101-720-4422

$42.00 $43.00

$13.00 $15.00

$13.00 $15.00


$89.00 $91.00

$216.00 $273.00

Per building hourly rate Per building hourly rate0.25% 0.25%


Per building hourly rate Per building hourly ratePer building hourly rate Per building hourly rate


$42.00 $43.00

$89.00 $91.00$268.00 $273.00

$268.00 $273.00

$89.00 $91.00$178.00 $181.00

2 X Permit Fee 2 X Permit Fee

$268.00 $273.00$89.00 $91.00

$356.00 $362.00

$178.00 $181.00$89.00 $91.00

$178.00 $181.00

$178.00 $181.00

Page 3 of 18

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Private Swimming PoolsFor new private, residential, in-ground swimming pools for single family/multi-family occupancies, including a complete system of necessary branch circuit wiring, bonding, grounding, underwater lighting, water pumping, and other similar electrical equipment directly related to the operation of a swimming pool, each pool

101-720-4422 Each

Carnivals and CircusesCarnivals, circuses, or other traveling shows or exhibitions utilizing transportable-type rides, booths, displays and attractions:For electrical generators and electrically driven rides, each 101-720-4422 EachFor mechanically driven rides and walk-through attractions or displays having electric lighting, each

101-720-4422 Each

For a system of area and booth lighting, each 101-720-4422 EachFor permanently installed rides, booths, displays and attractions, use the UNIT FEE SCHEDULE

101-720-4422

Temporary Power ServicesFor a temporary service power pole or pedestal including all pole or pedestal-mounted receptacle outlets and appurtenances, each

101-720-4422 Each

For a temporary distribution system and temporary lighting and receptacle outlets for construction sites, decorative light, Christmas tree sales lots, fireworks stands, etc., each

101-720-4422 Each

Receptable, Switch and Lighting OutletsFor receptacle, switch, lighting, or other outlets at which current is used or controlled (except services, feeders, and meters):First 20 fixtures, each 101-720-4422 EachAdditional fixtures, each 101-720-4422 EachFor lighting fixtures, sockets, or other lamp-holding devices:First 20 fixtures, each 101-720-4422 EachAdditional fixtures, each 101-720-4422 EachFor pole or platform-mounted lighting fixtures 101-720-4422 EachFor theatrical-type lighting fixtures or assemblies 101-720-4422 Each

Residential Appliances

For fixed residential appliances or receptacle outlets for same, including wall-mounted electrical ovens; counter-mounted cooking tops; electric ranges; self-contained room, console, or through wall air conditioners; space heaters; food waste grinders; dishwashers; washing machines; water heaters; clothes dryers; or other motor-operated appliance not exceeding one horsepower (HP) in rating

101-720-4422 Each

Non-Residential AppliancesFor residential appliances and self-contained factory-wired non-residential appliances not exceeding one horsepower (HP), kilowatt (KW), or kilovolt ampere (KVA) in rating, including medical or dental devices; food, beverage, and ice cream cabinets; illuminated show cases; drinking fountains; vending machines; laundry machines; or other similar types of equipment

101-720-4422 Each

BuswaysFor trolley and plug-in-type busways, each 100 feet or fraction thereofNote: An additional fee is required for lighting fixtures, motors and other appliances that are connected to trolley and plug-in-type busways. A fee is not required for portable tools.

101-720-4422 Each 100 ft or fraction thereof

$3.00 $3.00

$25.00 $28.00$25.00 $28.00

$1.45 $1.48$1.45 $1.48

$25.00 $28.00

$3.00 $3.00

$19.00 $21.00

$6.00 $7.00


$35.00 $38.00

$6.00 $7.00

$0.29 $0.30$1.45 $1.48

$19.00 $21.00

$19.00 $21.00

Page 4 of 18

DRAFT303





Power ApparatusFor motors, generators, transformers, rectifiers, synchronous converters, capacitors, industrial heating, air conditioners and heat pumps, cooking or baking equipment and other apparatus, as follows (Rating in Horsepower (HP), kilowatts (KW), kilovolt-amperes (KVA), or kilo-volt-amperes-reactive (KVAR):Up to and including 1 101-720-4422 EachOver 1 and not over 10 101-720-4422 EachOver 10 and not over 50 101-720-4422 EachOver 50 and not over 100 101-720-4422 EachOver 100 101-720-4422 Each

Signs, Outline Lighting and MarqueesFor signs, outline lighting systems or marquees supplied from one branch circuit 101-720-4422 EachFor additional branch circuits within the same sign, outline lighting system or marquee

101-720-4422 Each

ServicesFor services of 600 volts or less and no over 200 amperes in rating 101-720-4422 EachFor services of 600 volts or less and not over 200 amperes to 1,000 amperes in rating

101-720-4422 Each

For services over 600 volts or over 1,000 amperes in rating 101-720-4422 EachMiscellaneous Apparatus, Conduits and Conductors

For electrical apparatus, conduits and conductors for which a permit is required but for which no fee is herein set forth

101-720-4422 Each

Other Inspection and Fees Per hour8 Mechanical Permit

Permit IssuanceFor issuing each permit 101-720-4422 EachFor issuing each supplemental permit for which the original permit has not expired, been canceled or finaled

101-720-4422 Each

FurnacesFor the installation or relocation of each forced-air or gravity-type furnace or burner, including ducts, and vents attached to such appliances, up to and including 100,000 Btu/h

101-720-4422 Each

For the installation or relocation of each forced-air or gravity-type furnace or burner, including ducts, and vents attached to such appliances over 100,000 Btu/h

101-720-4422 Each

For the installation or relocation of each floor furnace, including vent 101-720-4422 EachFor the installation or relocation of each suspended heater, recessed wall heater or floor-mounted heater

101-720-4422 Each

Appliance VentsFor the installation, relocation or replacement of each appliance vent installed and not included in an appliance permit

101-720-4422 Each

Repairs or AdditionsFor the repair of, alteration of, or addition to each heating appliance, refrigeration unit, cooling unit, absorption unit, or each heating, cooling, absorption, or evaporative cooling system, including installation of controls regulated by the Code

101-720-4422 Each$19.00 $21.00

$13.00 $15.00

$42.00 $43.00


$25.00 $27.97

$13.00 $15.00

$13.00 $15.00

$13.00 $15.00

$13.00 $15.00

$42.00 $43.00

$56.00 $57.00

$25.00 $28.00$25.00 $28.00

$13.00 $15.00$13.00 $15.00

$13.00 $15.00

$19.00 $21.00

$13.00 $15.00

$13.00 $15.00

$13.00 $15.00

Page 5 of 18

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Boilers, Compressors and Absorption SystemsFor the installation or relocation of each boiler or compressor up to and including three horsepower, or each absorption system up to and including 100,000 Btu/h

101-720-4422 Each

For the installation or relocation of each boiler or compressor over three horsepower, up to and including 15 horsepower, or each absorption system over 100,000 Btu/h to and including 500,000 Btu/h

101-720-4422 Each

For the installation or relocation of each boiler or compressor over 15 horsepower, up to and including 30 horsepower, or each absorption system over 500,000 Btu/h to and including 1,000,000 Btu/h

101-720-4422 Each

For the installation or relocation of each boiler or compressor over 30 horsepower to and including 50 horsepower, or for each absorption system over 1,000,000 Btu/h to and including 1,750,000 Btu/h

101-720-4422 Each

Air HandlersFor each air-handling unit to and including 10,000 cubic feet per minute, including ducts attached thereto

101-720-4422 Each

For each air-handling unit over 10,000 cfm 101-720-4422 EachEvaporative Coolers

For each evaporative cooler other than portable type 101-720-4422 EachVentilation and Exhaust

For each ventilation fan connected to a single duct 101-720-4422 EachFor each ventilation system which is not a portion of any heating or air-conditioning system authorized by a permit

101-720-4422 Each

For the installation of each hood which is served by mechanical exhaust, including the ducts for such hood

101-720-4422 Each

IncineratorsFor the installation or relocation of each domestic-type incinerator 101-720-4422 EachFor the installation or relocation of each commercial or industrial-type incinerator

101-720-4422 Each

MiscellaneousFor each appliance or piece of equipment regulated by the Mechanical Code but not classed in other appliance categories, or for which no other fee is listed in the table

101-720-4422 Each

9 Plumbing PermitPermit Issuance

For issuing each permit 101-720-4422 EachFor issuing each supplemental permit for which the original permit has not expired, been canceled or finaled

101-720-4422 Each

Fixtures and VentsFor each plumbing fixture or trap or set of fixtures on one trap (including water, drainage piping and backflow protection therefore)

101-720-4422 Each

For each repair or alteration of drainage or vent piping, each fixture 101-720-4422 EachSewers, Disposal Systems and Interceptors 101-720-4422

For each building sewer and each trailer park sewer 101-720-4422 EachRainwater systems-per drain (inside building) 101-720-4422 EachFor each cesspool (where permitted) 101-720-4422 EachFor each private sewage disposal system 101-720-4422 EachFor each industrial waste pretreatment interceptor including its trap and vent, except kitchen-type grease interceptors functioning as fixture traps

101-720-4422 Each

$13.00 $15.00

$13.00 $15.00

$42.00 $45.00

$42.00 $45.00

$19.00 $21.00

$19.00 $21.00

$13.00 $15.00$13.00 $15.00

$25.00 $28.00

$13.00 $15.00

$13.00 $15.00

$13.00 $15.00

$13.00 $15.00

$13.00 $15.00

$25.00 $28.00

$25.00 $28.00

$43.00 $45.00

$13.00 $15.00

$25.00 $28.00

$89.00 $91.00

$43.00 $45.00

$43.00 $45.00

Page 6 of 18

DRAFT305





Gas Piping SystemsFor each gas-piping system of one to five outlets 101-720-4422 EachFor each additional gas piping system outlet, per outlet 101-720-4422 Each

Water Piping and Water HeatersFor installation, alteration, or repair of water piping or water-treating equipment, or both, each

101-720-4422 Each

For each water heater and/or vent 101-720-4422 EachLawn Sprinklers, Vacuum Breakers & Backflow Protection Devices

For each lawn sprinkler system or any one meter, including backflow protection devices thereof

101-720-4422 Each

For atmospheric-type vacuum breakers or backflow protection devices not included above:1 to 5 101-720-4422 EachOver 5, each 101-720-4422 EachFor each backflow protective device other than atmospheric type vacuum breakers:2 inch diameter and smaller 101-720-4422 Eachover 2 inch diameter 101-720-4422 Each

Swimming PoolsPublic Pool 101-720-4422 EachPublic Spa 101-720-4422 EachPrivate Pool 101-720-4422 EachPrivate Spa (pre-manufactured) 101-720-4422 Per valuationPrivate Spa (custom built) 101-720-4422 Each

MiscellaneousFor each appliance or piece of equipment regulated by the Plumbing Code but not classed in other appliance categories, or for which no other fee is listed in this code

101-720-4422 Each

Other Inspection and Fees Per hour

[3] Permit fees for work done without a valid permit are 2x the applicable permit fee

0 Public Works Hourly Rate 101-420-4443 Hourly rate1 Public Improvement Plan Check Fee (including grading)

Valuation ($)$10,000 101-420-4421 Flat feeEach additional $1,000 or fraction thereof 101-420-4421 Flat fee$100,000 101-420-4421 Flat feeEach additional $1,000 or fraction thereof 101-420-4421 Flat fee$500,000 101-420-4421 Flat feeEach additional $1,000 or fraction thereof 101-420-4421 Flat fee

2 Construction InspectionValuation ($)

$10,000 101-420-4421 Flat feeEach additional $1,000 or fraction thereof 101-420-4421 Flat fee$100,000 101-420-4421 Flat feeEach additional $1,000 or fraction thereof 101-420-4421 Flat fee$500,000 101-420-4421 Flat feeEach additional $1,000 or fraction thereof 101-420-4421 Flat fee

$70.00 $72.00$7,432.00 $7,566.00

$847.00 $890.00

$37.00 $38.00

$60.00 $61.00

$56.00 $57.00$30,826.00 $31,381.00

$13.00 $15.00


$25.00 $28.00

$35.00 $36.00$19,457.00 $19,807.00

$42.00 $43.00$4,808.00 $4,895.00

$847.00 $890.00

$42.00 $45.00$6.00 $7.00

$42.00 $45.00$25.00 $28.00

$6.00 $7.00$13.00 $14.00

[2] The General Plan fee will be applied to all residential/commercial/industrial new construction and/or addition permits. The fee will be 0.25% ($2.50/$1000) of the valuation of the construction/addition.

III. PUBLIC WORKS [4] [5]

$216.00 $220.00

$13.00 $15.00

$3.00 $3.00

$2.00 $2.00$13.00 $25.00

$2.00 $2.00$3.00 $3.00

$13.00 $15.00

Page 7 of 18

DRAFT306





3 Final Map ReviewParcel Map (Up to 4) 101-000-2302 DepositTract Map (Up to 5) 101-000-2302 Deposit

4 Subdivision Improvement Agreement Review 101-000-2302 Deposit5 Encroachment Permits Plan Review & Inspection

Spot Repair (I.e. water leaks, pothole patches) 101-420-4421 Flat FeeExcavation/Restoration less that 100 LF 101-420-4421 Flat FeeExcavation/Restoration 100 LF or greater 101-420-4421 Flat Feeeach additional 100 LF 101-420-4421 Flat FeeCurb, gutter, sidewalk, or driveway less that 100 LF 101-420-4421 Flat FeeCurb, gutter, sidewalk, or driveway 100 LF or greater 101-420-4421 Flat Feeeach additional 100 LF 101-420-4421 Flat FeeSewer connections, repair or extension 100 LF or less 101-420-4421 Flat FeeStorm Drain connection, repair or extension 100 LF or Greater 101-420-4421 Flat Feeeach additional 100 LF 101-420-4421 Flat FeeStorm Drain connection, repair or extension <100 LF 101-420-4421 Flat Feeeach additional 100 LF 101-420-4421 Flat FeeStorm Drain connection, repair or extension >100 LF 101-420-4421 Flat Feeeach additional 100 LF 101-420-4421 Flat FeeUnpermitted encroachments 101-420-4421 Fine / PenaltyMonitoring Wells 101-420-4421 Flat FeePermit Time Extension 101-420-4421 Flat Fee

6 Public Right-of-Way/Easement Encroachment (Temporary) 101-420-4421 Flat fee7 Deferred Improvement Agreement Review 101-420-4421 Flat fee8 Grading Permits Plan Review and Inspection [3]

Grading changes 50-1,000 CY 101-140-5231 Flat feeGrading changes >1,000 CY 101-140-5231 Flat feeAdditional 100 CY over 1000 101-140-5231 Flat fee

9 Sewer FOG Self Certification Form Flat feeTransfer of Uninstalled Capacity Fee 202-520-4506 Flat fee

10 Supporting to Planning1 Pre-Entitlement Processing

Pre-Application Review 101-000-2302 DepositPre-Application: Commercial Cannabis Business Review 101-000-2302 Deposit

2 Coastal Development Permit ProcessingCoastal Development Permit Exemption 101-420-4421 Flat FeeSingle Family Residential 101-000-2302 DepositAccessory Dwelling Unit - New Development 101-420-4421 Flat FeeMultiple Family Residential 101-000-2302 DepositCommercial / Mixed Use 101-000-2302 DepositIndustrial / Institutional 101-000-2302 DepositOther Development

Community Development Director 101-000-2302 DepositPlanning Commission 101-000-2302 Deposit

AmendmentsMinor Amendments 101-420-4421 Flat feeMajor Amendments 101-000-2302 Deposit

$1,642.00 $1,837.00$821.00 $919.00

$1,642.00 $1,837.00$1,642.00 $1,837.00

$216.00 $220.00$1,642.00 $1,837.00

$216.00 $220.00

$435.00 $443.00

$216.00 $220.00

$432.00 $443.00$1,642.00 $1,837.00

$216.00 $220.00

$841.00 $890.00

$216.00 $220.00

$51.00

1.5 x fee 1.5 x fee$435.00 $443.00

$874.00 $890.00$435.00 $443.00

$874.00 $890.00$435.00 $443.00

$874.00 $890.00$874.00 $890.00

$435.00 $443.00

$107.00 $109.00$216.00 $220.00

$874.00 $890.00$435.00 $443.00

$435.00 $443.00$874.00 $890.00

$3,350.00 $3,410.00

$874.00 $890.00$435.00 $443.00

$435.00 $443.00$874.00 $890.00

$874.00 $890.00$874.00 $890.00

$6,733.00 $6,854.00$8,416.00 $8,568.00

$50.00

Page 8 of 18

DRAFT307





3 Environmental Clearance ProcessingCEQA/NEPA Environmental Clearance

Negative Declaration 101-000-2302 DepositEIR 101-000-2302 Deposit

4 Entitlement ProcessingCommercial Cannabis Business License 101-000-2302 DepositUse Permit 101-000-2302 DepositVariance / Exception Planning Commission 101-000-2302 DepositException/Community Development Director 101-000-2302 DepositZoning, LCP, and GP Amendments

LCP/GP 101-000-2302 DepositIP/Rezoning 101-000-2302 DepositPlanned Unit Development Specific Plan 101-000-2302 DepositPlanned Unit Development Specific Plan Amendment 101-000-2302 DepositPlanned Unit Development Precise Plan 101-000-2302 DepositPlanned Unit Development Precise Plan Amendment 101-000-2302 DepositAnnexation/Prezoning 101-000-2302 Deposit

Land Division and MergerCertificate of Compliance 101-000-2302 DepositLot Merger 101-000-2302 DepositLot Line Adjustment 101-000-2302 DepositParcel Map (four or fewer lots) 101-000-2302 DepositTentative Subdivision Map 101-000-2302 DepositSubdivision Agreement No FeeTime Extension 101-000-2302 Deposit

Community Development Director Review 101-000-2302 Deposit11 Building Plan Review / Support

1 Minor Residential improvement 101-420-4421 Flat fee2 TI or Addition of s.f 101-420-4421 Flat fee3 New SFD 101-420-4421 Flat fee4 New Multifamily or Commercial 101-420-4421 Flat fee

[3] Permit fees for work done without a valid permit are 2x the applicable permit fee[4] Construction activities during October through April shall require Storm Water Pollution Prevention plans, measures and fees.[5] For deposit accounts, total cost equal to 100% of staff and/or consultant time and materials

1 Single Family and Acessory Dwelling Units greater than 750 SQFT(Developer Impact Fees calculated for each Accessory Dwelling Unit per City Ordinance and State Law)

1 Sewer Capacity - Assessment District Participant 202-520-4506 Per dwelling unitSewer Capacity - Assessment District Non-Participant 202-520-4506 Each SFRE***

2 SMIP Residential* 101-000-2181 $100,000 ValuationSMIP Commercial* 101-000-2181 $100,000 Valuation

3 BSRF (Bldg. Stndrds Admin Spec Revolving Fnd)**$1 - 25,000 101-000-2182 Valuation$25,001 - 50,000 101-000-2182 Valuation$50,001 - 75,000 101-000-2182 Valuation$75,001 - 100,000 101-000-2182 ValuationEvery $25,000 or fraction above $100,000 101-000-2182 Valuation

4 Storm Drainage 152-450-4501 Per dwelling unit5 Capital Outlay Facilities 301-101-4503 Per dwelling unit

$781.00 $803.00$1,107.00 $1,138.00

$4.00 $4.00$1.00 $1.00

$5,128.00 $5,272.00$18,232.00 $18,743.00

$1,090.00 $1,110.00

IV. DEVELOPER IMPACT FEES[6]

$435.00 $443.00$435.00 $443.00

$2.00 $2.00$3.00 $3.00

$1.00 $1.00

$0.00 $0.00$0.00 $0.00

$821.00 $919.00$1,642.00 $1,837.00

$821.00 $919.00$410.00 $459.00

$821.00 $919.00

$216.00 $220.00

$821.00 $919.00$204.00 $228.00

$3,285.00 $3,675.00

$821.00 $919.00

$821.00 $836.00$821.00 $919.00

$1,642.00 $1,672.00

$821.00 $919.00$821.00 $919.00

$821.00 $919.00$821.00 $919.00

$821.00 $919.00$821.00 $919.00

$841.00 $856.00$1,683.00 $1,713.00

Page 9 of 18

DRAFT308





6 Traffic Mitigation 112-510-4502 Per dwelling unit7 Park Facilities 125-530-4504 Per dwelling unit

2 Development Fees; Multi-Family / Commercial1 Sewer Capacity

Multi-Family 202-520-4506 Per dwelling unitMobile Home 202-520-4506 Per dwelling unitOffice 202-520-4506 Per 1,000 square feetCommercial/Retail 202-520-4506 Per 1,000 square feetLodging 202-520-4506 Per roomIndustrial 202-520-4506 Per 1,000 square feet

Sewer Connection - Assessment District Non-Participant 202-520-4506 Each SFRE***

2 SMIP Residential* 101-000-2181 Valuation over $3,850, the fee is $13 per $100,000 permit valuation

SMIP Commercial* 101-000-2181 Valuation over $1,786, the fee is $28 per $100,000 permit valuation

SMIP Flat Fee* 101-000-2181Residential permits under $3,850 and Commerical permits under $1,786, fee is $.50

3 BSRF (Bldg. Stndrds Admin Spec Revolving Fnd)**

$1 - 25,000 101-000-2182 Valuation$25,001 - 50,000 101-000-2182 Valuation$50,001 - 75,000 101-000-2182 Valuation$75,001 - 100,000 101-000-2182 ValuationEvery $25,000 or fraction thereof above $100,000 101-000-2182 Valuation

4 Storm DrainageMulti-Family 152-450-4501 Per dwelling unitMobile Home 152-450-4501 Per dwelling unitOffice 152-450-4501 Per 1,000 square feetCommercial/Retail 152-450-4501 Per 1,000 square feetLodging 152-450-4501 Per roomIndustrial 152-450-4501 Per 1,000 square feet

5 Capital OutlayMulti-Family 301-101-4503 Per dwelling unitMobile Home 301-101-4503 Per dwelling unitOffice 301-101-4503 Per 1,000 square feetCommercial/Retail 301-101-4503 Per 1,000 square feetLodging 301-101-4503 Per roomIndustrial 301-101-4503 Per 1,000 square feet

6 Traffic MitigationMulti-Family 112-510-4502 Per dwelling unitMobile Home 112-510-4502 Per dwelling unitOffice 112-510-4502 Per 1,000 square feetCommercial/Retail 112-510-4502 Per 1,000 square feetLodging 112-510-4502 Per roomIndustrial 112-510-4502 Per 1,000 Square Feet

7 Park Facility FeeMulti-Family 125-530-4504 Per dwelling unitMobile Home 125-530-4504 Per dwelling unit

$4,523.00 $4,650.00$7,579.00 $7,791.00

$3,935.00 $4,045.00$3,724.00 $3,828.00

$176.00 $181.00

$5,159.00 $5,303.00$6,788.00 $6,978.00

$2,401.00 $2,486.00$3,677.00 $3,780.00

$0.00 $0.00$329.00 $338.00

$659.00 $677.00$476.00 $489.00

$308.00 $317.00$0.00 $0.00

$194.00 $199.00$24.00 $25.00

$700.00 $720.00$353.00 $363.00

$923.00 $949.00






$1,998.00 $2,054.00$18,232.00 $18,743.00

$1.00 $1.00

$3.00 $3.00$4.00 $4.00

$1.00 $1.00$2.00 $2.00

$7,215.00 $7,417.00$8,147.00 $8,375.00

$1,998.00 $2,054.00$1,998.00 $2,054.00

$3,230.00 $3,320.00$1,384.00 $1,423.00

$4,307.00 $4,428.00

Page 10 of 18

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3 Development Fees - Residential Subdivision Fees OnlyPark Dedication N/A

[6] Fees increase annually by the applicable regional annual average of the Engineering News Record - Construction Cost Index* Strong Motion Instrumentation Program Fees Set According to State of CA Dept of Conservation Rates** Fees Set According to Chapter 719, Statutes of 2008 (Senate Bill No. 1473)*** Single Family Residential Equivalent. See Chapter 13.36.080 Section C. for Commercial, Professional and Institutional Calculation of Connection Charge.

0 Per hour1

1 Pre-Application Review 101-000-2302 Deposit2 Pre-Application Commercial Cannabis Business 101-000-2302 Deposit3 Measure 'D'

Accessory Dwelling Unit (consistent with City Ordinance and State Law) Flat feeSingle Allocation 101-710-4443 ACT456 Flat feePhasing Agreement 101-000-2302 Deposit

21 Coastal Development Permit Exemption 101-000-2302 Deposit2 Single Family Residential

<= 3,000 square feet 101-000-2302 Deposit> 3,000 square feet 101-000-2302 Deposit

3 Accessory Dwelling Unit - New Development 101-710-4443 Flat fee4 Multiple Family Residential

>= Four dwelling units 101-000-2302 Deposit< Four dwelling units 101-000-2302 Deposit

5 Commercial / Mixed Use<= 10,000 square feet 101-000-2302 Deposit> 10,000 square feet 101-000-2302 Deposit

6 Industrial / Institutional<= 20,000 square feet 101-000-2302 Deposit> 20,000 square feet 101-000-2302 Deposit

7 Other DevelopmentCommunity Development Director 101-000-2302 DepositPlanning Commission 101-000-2302 Deposit

8 AmendmentsMinor Amendment 101-710-4443 Flat feeMajor Amendments 101-000-2302 Deposit

31 CEQA/NEPA Environmental Clearance

Negative Declaration 101-000-2302 DepositEIR 101-000-2302 Deposit

2 Notice of Exemption 101-710-4443 Flat fee4

1 Architectural, Landscape, and Site Plan Review 101-000-2302 Deposit5

1 Home Occupation 101-710-4443 Flat fee2 Commercial Cannabis Business License 101-000-2302 Deposit3 Use Permit 101-000-2302 Deposit4 Variance / Exception Planning Commission 101-000-2302 Deposit5 Exception and Community Development Director 101-000-2302 Deposit

Design Review Processing$669.00 $749.00

$10,131.00 $11,335.00$237.00 $241.00

$4,502.00 $5,037.00

$449.00 $502.00

$5,371.00 $5,604.00$1,018.00 $1,139.00$1,018.00 $1,139.00

Entitlement Processing$118.00 $120.00

$5,575.00 $6,232.00$3,323.00 $3,718.00

$3,323.00 $3,718.00$5,575.00 $6,232.00

$2,465.00 $2,758.00Environmental Clearance Processing

$460.00 $468.00

$2,465.00 $2,758.00$3,162.00 $3,538.00

$2,251.00 $2,519.00

Coastal Development Permit Processing$451.00 $505.00

$610.00$599.00 $610.00

$2,261.00 $2,301.00

$599.00

$5,575.00 $6,232.00$3,323.00 $3,718.00

$2,894.00 $3,238.00$594.00 $605.00

$1,553.00 $1,581.00

Pre-Entitlement Processing$1,553.00 $1,738.00

Per Chapter 17.48 of Municipal Code Per Chapter 17.48 of Municipal Code

V. PLANNING[5]

Planning Hourly Rate $237.00 $241.00

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6 Zoning, LCP, and GP AmendmentsLCP/GP 101-000-2302 DepositIP/Rezoning 101-000-2302 DepositPlanned Unit Development Specific Plan 101-000-2302 DepositPlanned Unit Development Specific Plan Amendment 101-000-2302 DepositPlanned Unit Development Precise Plan 101-000-2302 DepositPlanned Unit Development Precise Plan Amendment 101-000-2302 DepositAnnexation/Prezoning 101-000-2302 Deposit

6

Filling Fee - Outside CCC Aplleals Jurisdiction 101-710-4443 Flat feeFilling Fee - Within CCC Aplleals Jurisdiction No feeProcessing Fee - Paid by developer 101-000-2302 Deposit

7Certificate of Compliance 101-000-2302 DepositLot Merger 101-000-2302 DepositLot Line Adjustment 101-000-2302 DepositParcel Map (four or fewer lots) 101-000-2302 DepositTentative Subdivision Map 101-000-2302 DepositSubdivision Agreement 101-000-2302 DepositTime Extension 101-000-2302 Deposit

8Community Development Director Review 101-710-4443 Flat feePlanning Commission Review 101-000-2302 DepositExceptions Planning Commission Review 101-000-2302 Deposit

9Zoning Compliance Letter 101-710-4443 Flat feePublic Convenience & Necessity Letter 101-710-4443 Flat feeWater Transfer Letter 101-710-4443 Flat fee

10Up to 5 trees 101-710-4443 Flat FeeMore than 5 trees 101-000-2302 Deposit

11 101-710-4443 Flat fee12 101-710-4442 Flat fee13

1 California Department of Fish and WildlifePer agency schedule

2 Local Agency Formation Commission (LAFCo) Per agency schedule

3 San Mateo County Recorder Per agency schedule

[5] For deposit accounts, total cost equal to 100% of staff and/or consultant time and materials[7] Fees charged by these agencies are in addition to fees charged by the City

1 Violations of Municipal Code other than building or safety provisions1 First Violation 101-101-4441 Each2 Second Violation within one calendar year 101-101-4441 Each3 Third or subsequent violations within one calendar year 101-101-4441 Each

$200.00 $200.00$500.00 $500.00

VI. ADMINISTRATIVE CITATION PENALTIES

$100.00 $100.00

$301.00 $306.00$508.00 $529.00

$232.00 $241.00Tree Removal Review

$232.00 $241.00$232.00 $241.00

Annexation fees vary by acrage Annexation fees vary by acrageFee required to record and/or post various

documentsFee required to record and/or post various

documents

Fees Required by other Agencies [7]



Mobile Food Vendor Permit $232.00 $241.00Sound Amplification Permit $232.00 $241.00

$11,258.00 $12,596.00$4,502.00 $5,037.00

$2,036.00 $2,278.00$4,074.00 $4,558.00

$2,036.00 $2,278.00$899.00 $1,006.00

$1,018.00 $1,139.00Other Services

$177.00 $184.00$1,018.00 $1,139.00

$2,036.00 $2,278.00Sign Permit

$7,880.00 $8,816.00$4,074.00 $4,558.00

$15,814.00 $17,693.00$7,880.00 $8,816.00

$15,814.00 $17,693.00$15,814.00 $17,693.00

$3,376.00 $3,777.00Land Division and Merger

$232.00 $241.00

$15,814.00 $17,693.00

Appeals Half the original fee if applicable. No appeal fee if the City is the applicant.

Half the original fee if applicable. No appeal fee if the City is the applicant.

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2 Violations of building or safety provisions of the Municipal Code1 First Violation 101-101-4441 Each2 Second Violation within one calendar year 101-101-4441 Each3 Third or subsequent violations within one calendar year 101-101-4441 Each

1 Violations of Municipal Code other than building or safety provisions1 First Violation 101-101-4441 Each2 Second Violation within one calendar year 101-101-4441 Each3 Third or subsequent violations within one calendar year 101-101-4441 Each

2 Violations of building or safety provisions of the Municipal Code1 First Violation 101-101-4441 Each2 Second Violation within one calendar year 101-101-4441 Each3 Third or subsequent violations within one calendar year 101-101-4441 Each

3 Facility Rental fees1 General Public Fees

Grand Oak RoomWeek Day Rate (9am - 5pm) Per HourWeekend/WeekDay Rate (after 5pm) Per HourSecurity Deposit Deposit

Oak RoomWeek Day Rate (9am - 5pm) Per HourWeekend/WeekDay Rate (after 5pm) Per HourSecurity Deposit Deposit

Manzanita Room

Week Day Rate (9am - 5pm) Per HourWeekend/WeekDay Rate (after 5pm) Per HourSecurity Deposit Deposit

Tree Rooms


Day Rooms


Sun Room


Ted Adcock Kitchen (Kitchen Only)


Ted Adcock Kitchen (with Room Rental)Week Day Rate (9am - 5pm) Per HourWeekend/WeekDay Rate (after 5pm) Per HourSecurity Deposit Deposit

$100.00 $100.00

$200.00 $200.00$500.00 $500.00

VII. PARKS AND RECREATION

$100.00 $100.00

$500.00 $500.00$1,000.00 $1,000.00

$60.00$125.00$500.00

$40.00

$100.00 $100.00$500.00 $500.00

$1,000.00 $1,000.00

$100.00$300.00

$25.00$60.00

$200.00

$20.00$35.00

$100.00

$20.00$35.00

$100.00

$20.00$35.00

$20.00

$100.00

$30.00$60.00

$500.00

$15.00$30.00

$100.00

$60.00$125.00$500.00

$40.00$100.00$300.00

$25.00$60.00

$200.00

$20.00$35.00

$100.00

$35.00$100.00

$20.00$35.00

$100.00

$30.00$60.00

$500.00

$15.00$30.00

$100.00

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Train Depot

Week Day Rate (9am - 5pm) Per hourWeekend/WeekDay Rate (after 5pm) Per hourSecurity Deposit Deposit

Smith Field #3

No Lights Per hourW/ Lights Per hour

Library Community Room (Full Room)


Library Community Room (Room A)Week Day Rate (9am - 5pm) Per HourWeekend/WeekDay Rate (after 5pm) Per HourSecurity Deposit Deposit

Library Community Room (Room B)

Week Day Rate (9am - 5pm) Per HourWeekend/WeekDay Rate (after 5pm) Per hourSecurity Deposit Deposit

2 Non-Profit/Government FeesGrand Oak Room


Oak RoomWeek Day Rate (9am - 5pm) Per HourWeekend/WeekDay Rate (after 5pm) Per HourSecurity Deposit Deposit

Manzanita RoomWeek Day Rate (9am - 5pm) Per HourWeekend/WeekDay Rate (after 5pm) Per HourSecurity Deposit Deposit

Tree RoomsWeek Day Rate (9am - 5pm) Per HourWeekend/WeekDay Rate (after 5pm) Per HourSecurity Deposit Deposit

Day RoomsWeek Day Rate (9am - 5pm) Per HourWeekend/WeekDay Rate (after 5pm) Per HourSecurity Deposit Deposit

Sun RoomWeek Day Rate (9am - 5pm) Per HourWeekend/WeekDay Rate (after 5pm) Per HourSecurity Deposit Deposit

Ted Adcock Kitchen (Kitchen Only)Week Day Rate (9am - 5pm) Per HourWeekend/WeekDay Rate (after 5pm) Per HourSecurity Deposit Deposit

$30.00$35.00

$100.00

$20.00$55.00

$35.00

$20.00$55.00

$25.00$60.00

$200.00

$15.00$25.00

$200.00

$20.00$35.00

$200.00

$100.00

$25.00$60.00

$200.00

$15.00$25.00

$200.00

$20.00$35.00

$200.00

$30.00

$25.00 $25.00$50.00 $50.00

$300.00 $300.00

$15.00 $15.00$30.00 $30.00

$200.00 $200.00

$10.00 $10.00$20.00 $20.00

$100.00 $100.00

$10.00 $10.00$20.00 $20.00

$100.00 $100.00

$10.00 $10.00$20.00 $20.00

$100.00 $100.00

$10.00 $10.00$20.00 $20.00

$100.00 $100.00

$15.00 $15.00$30.00 $30.00

$100.00 $100.00

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Ted Adcock Kitchen (with Room Rental)Week Day Rate (9am - 5pm) Per HourWeekend/WeekDay Rate (after 5pm) Per HourSecurity Deposit Deposit

Train DepotWeek Day Rate (9am - 5pm) Per hourWeekend/WeekDay Rate (after 5pm) Per hourSecurity Deposit Deposit


Library Community Room (Full Room)Week Day Rate (9am - 5pm) Per HourWeekend/WeekDay Rate (after 5pm) Per HourSecurity Deposit Deposit

Library Community Room (Room A)Week Day Rate (9am - 5pm) Per HourWeekend/WeekDay Rate (after 5pm) Per HourSecurity Deposit Deposit

Library Community Room (Room B)Week Day Rate (9am - 5pm) Per HourWeekend/WeekDay Rate (after 5pm) Per hourSecurity Deposit Deposit

3 Staff FeesBuilding Attendant Per Hour

1 Duplication1 Public Safety Reports 101-310-4411 Each2 Photo Reproduction 101-310-4411 Each3 Audio Tape/CD Reproduction 101-310-4411 Per tape / CD cisc4 Audio Tape Reproduction 101-310-4411 Per tape / CD cisc

2 Licensing1 Bingo Establishment Processing (Chapter 3.94)

Bingo Establishment 101-310-4203 Each Renewal 101-310-4203 Each per year

2 Fortune Telling (Chapter 3.95)New Business 101-310-4203 Each Renewal 101-310-4203 Each per yearNew Tech. 101-310-4203 EachRenewal Tech 101-310-4203 Each per year

3 Massage Establishments (Chapter 3.88)New Business 101-310-4203 EachRenewal 101-310-4203 Each per yearTransfer 101-310-4203 EachReinstatement - "grandfather" existing practitioners prior to Jan 1, 2015 101-310-4203 EachNew Tech. 101-310-4203 No feeRenewal (Tech) 101-310-4203 No feeReinstatement (Tech) 101-310-4203 No fee

$0.00 $0.00$0.00 $0.00

$286.00 $286.00$0.00 $0.00

$134.00 $134.00$668.00 $668.00

$134.00 $134.00$134.00 $134.00

$20.00 $20.00

$668.00 $668.00

$668.00 $668.00$134.00 $134.00

$668.00 $668.00$134.00 $134.00

$20.00 $20.00$20.00 $20.00

VIII. PUBLIC SAFETY

$10.00 $10.00

$25.00 $25.00

$100.00 $100.00

$100.00 $100.00

$10.00 $10.00$20.00 $20.00

$100.00 $100.00

$20.00 $20.00$55.00 $55.00

$10.00 $10.00$20.00 $20.00

$100.00 $100.00

$10.00 $10.00$20.00 $20.00

$100.00 $100.00

$10.00 $10.00$20.00 $20.00

$10.00 $10.00$20.00 $20.00

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4 Secondhand DealersNew Dealers 101-310-4203 Each Renewal 101-310-4203 Each per year

5 Solicitor / PeddlerNew Applicant 101-310-4203 Each Annual Renewal 101-310-4203 Each per year

3 Miscellaneous Fees1 Public Safety Service Fees2 Vehicle Release 101-310-4203 Per vehicle

Repossession Release 101-310-4203 Per vehicle3 Clearance/Special Letters 101-310-4203 Each4 Illegal Sign Confiscation 101-310-4203 Per incidence5 Illegal Fireworks Confiscation 101-310-4203 Per citation

4 Parking Fees1 Temporary Offstreet Parking 101-310-4203 Per vehicle per year

5 Citation Fee Schedule^

1. Municipal Code FEE DELINQUENT FEE FEE DELINQUENT FEE3.92.030 Solicitors License Required 101-310-4301 ACT90 $50.00 $44.00 Each9.11.010 Skateboard Park Use: Pads/Helment 101-310-4301 ACT90 $25.00 $44.00 Each9.12.040 Consume Alcohol In Public Right Of Way 101-310-4301 ACT90 Each9.12.050 Alcoholic Beverages-Public Parks 101-310-4301 ACT90 Each9.12.070 Prohibit Fires City Beaches 101-310-4301 ACT90 Each9.12.080 Prohibit Fires City Parks 101-310-4301 ACT90 Each9.12.090 Prohibit Glass Containers City Parks And Beaches 101-310-4301 ACT90 Each9.13.030 Park Hours-Closed Sunset to Sunrise 101-310-4301 ACT90 Each9.13.050 Unlawful Activities (Designated) 101-310-4301 ACT90 Each9.14.010(b) Fireworks manf/sale/possession 101-310-4301 ACT90 $107.00 $47.00 Each9.24.020 Sleep in Vehicle 2200/0600 101-310-4301 ACT90 $50.00 $44.00 Each9.48.020 Discharge Firearm (City) 101-310-4301 ACT90 $100.00 $47.00 Each9.48.060 Sale To Minor/gas weapon 101-310-4301 ACT90 $25.00 $44.00 Each10.08.020 Direct Traffic Unauthorized Person 101-310-4301 ACT90 $50.00 $44.00 Each10.08.030 Obey Traffic Direction 101-310-4301 ACT90 $50.00 $44.00 Each10.08.060 Removing Chalk Marks 101-310-4301 ACT90 $74.00 $44.00 $74.00 $44.00 Each10.12.030 Obedience To Signs 101-310-4301 ACT90 $74.00 $44.00 $74.00 $44.00 Each10.16.040 U-turns To Enter Parking Spaces 101-310-4301 ACT90 $25.00 $44.00 Each10.28.020 Clinging To Motor Vehicle 101-310-4301 ACT90 $50.00 $44.00 Each10.28.040 Riding/Driving Sidewalk (Vehicle/Horse) 101-310-4301 ACT90 $25.00 $44.00 Each10.28.050 Drive On New Pavement/Markings 101-310-4301 ACT90 $25.00 $44.00 Each10.28.060 Limited Access 101-310-4301 ACT90 $45.00 $46.00 $46.00 $47.00 Each10.28.080 Obey Barriers And Signs 101-310-4301 ACT90 $25.00 $44.00 Each10.36.110 Wheels Not Curbed 101-310-4301 ACT90 $45.00 $46.00 $46.00 $47.00 Each10.36.010 No Parking, Stopping, Standing 101-310-4301 ACT90 $44.00 $46.00 $45.00 $47.00 Each10.36.10(b) Poplar Beach/Time Limit Parking 101-310-4301 ACT90 $40.00 $44.00 Each10.36.030 Parking Restricted 101-310-4301 ACT90 $44.00 $46.00 $45.00 $47.00 Each10.36.040 No Parking Zone (Permits) 101-310-4301 ACT90 $48.00 $46.00 $49.00 $47.00 Each10.36.050 Parked Over 72 Hours 101-310-4301 ACT90 $48.00 $46.00 $49.00 $47.00 Each10.36.060 Advertising For Sale On Street 101-310-4301 ACT90 $45.00 $46.00 $46.00 $47.00 Each10.36.070 Repair Vehicle On Street 101-310-4301 ACT90 $45.00 $46.00 $46.00 $47.00 Each10.36.080 Washing Vehicle On Street 101-310-4301 ACT90 $45.00 $46.00 $46.00 $47.00 Each

$173.00 $173.00

$42.00 $42.00$173.00 $173.00

$668.00 $668.00$134.00 $134.00

$134.00

$21.00 $21.00

$95.00 $95.00$15.00 $15.00

$134.00$134.00 $134.00

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10.36.090 (B) School Zone 101-310-4301 ACT90 $48.00 $46.00 $49.00 $47.00 Each10.36.100 (A) No Parking Posted 101-310-4301 ACT90 $48.00 $46.00 $49.00 $47.00 Each10.36.100 (B) No Parking-Narrow Street 101-310-4301 ACT90 $48.00 $46.00 $49.00 $47.00 Each10.36.120 Peddler Vehicle-No Permit 101-310-4301 ACT90 $45.00 $46.00 $46.00 $47.00 Each10.36.130 Emergency Signs 101-310-4301 ACT90 $78.00 $46.00 $80.00 $47.00 Each10.36.150 Electric Vehicle Parking Only 101-310-4301 ACT90 $46.00 $47.00 Each10.36.160 Electric Over Two Hours 101-310-4301 ACT90 $40.00 $47.00 Each10.37.020 Oversize Vehicle 0200-0500 101-310-4301 ACT90 $78.00 $46.00 $80.00 $47.00 Each10.37.030 Non-Motorized Vehicle Unhook 101-310-4301 ACT90 $78.00 $46.00 $80.00 $47.00 Each10.40.010 15 Min Zone (Green Curb) 101-310-4301 ACT90 $48.00 $46.00 $49.00 $47.00 Each10.40.020 2 Hour Zone 101-310-4301 ACT90 $48.00 $46.00 $49.00 $47.00 Each10.40.030 Parking On One-Way Streets 101-310-4301 ACT90 $48.00 $46.00 $49.00 $47.00 Each10.40.040 (A) Diagonal Parking Zone 101-310-4301 ACT90 $48.00 $46.00 $49.00 $47.00 Each10.40.040 (B) Front Tire 6 Inches From Curb 101-310-4301 ACT90 $48.00 $46.00 $49.00 $47.00 Each10.40.050 Use More Than One Space 101-310-4301 ACT90 $48.00 $46.00 $49.00 $47.00 Each10.40.060 No Stopping Zone 101-310-4301 ACT90 $48.00 $46.00 $49.00 $47.00 Each10.40.070 12 Hour Parking-When Posted 101-310-4301 ACT90 $46.00 $44.00 $46.00 $44.00 Each10.40.080 Move Vehicle - Avoid Time Limit 101-310-4301 ACT90 $46.00 $44.00 $46.00 $44.00 Each10.40.090 Store Vehicle On Street 101-310-4301 ACT90 $46.00 $44.00 $46.00 $44.00 Each10.40.100 Repeat Violations 101-310-4301 ACT90 $46.00 $44.00 $46.00 $44.00 Each10.40.110 Extended Parking Permits 101-310-4301 ACT90 $46.00 $44.00 $46.00 $44.00 Each10.44.020 Curb Marked (Red/White/Green) 101-310-4301 ACT90 $74.00 $44.00 $74.00 $44.00 Each10.44.030 No Truck/Trailer 101-310-4301 ACT90 $71.00 $44.00 $71.00 $44.00 Each10.44.040 Loading Zone 101-310-4301 ACT90 $46.00 $44.00 $46.00 $44.00 Each10.44.050 Passenger Loading Zone 101-310-4301 ACT90 $46.00 $44.00 $46.00 $44.00 Each10.44.060 No Parking In Alley 101-310-4301 ACT90 $46.00 $44.00 $46.00 $44.00 Each10.44.070 Bus Zone 101-310-4301 ACT90 $46.00 $44.00 $46.00 $44.00 Each10.48.030 Vehicle Off Road 101-310-4301 ACT90 $71.00 $44.00 $71.00 $44.00 Each10.50.010 No Parking After Dusk Mirada/Redondo/Poplar 101-310-4301 ACT90 $74.00 $44.00 $74.00 $44.00 Each10.50.020 No Parking After Dusk Wavecrest 101-310-4301 ACT90 $74.00 $44.00 $74.00 $44.00 Each12.08.040 Dumping On Street/Alley/Gutter 101-310-4301 ACT90 $286.00 $44.00 $286.00 $44.00 Each12.12.030 Dumping 101-310-4301 ACT90 $124.00 $44.00 $124.00 $44.00 Each2. California Vehicle Code ^^ FEE DELINQUENT FEE FEE DELINQUENT FEE21113 (A) Parked On Public Ground 101-310-4301 ACT90 $43.00 $42.00 $43.00 $42.00 Each

Parking Prohibited 101-310-4301 ACT90 $38.00 $42.00 $38.00 $42.00 Each22500 (A) Parking In Intersection 101-310-4301 ACT90 $38.00 $42.00 $38.00 $42.00 Each22500 (B) Parking On Crosswalk 101-310-4301 ACT90 $38.00 $42.00 $38.00 $42.00 Each22500 ( C) Parking In Safety Zone 101-310-4301 ACT90 $38.00 $42.00 $38.00 $42.00 Each22500 (D) Within 15' Fire Station Driveway 101-310-4301 ACT90 $38.00 $42.00 $38.00 $42.00 Each22500 (E) Parking In Driveway 101-310-4301 ACT90 $38.00 $42.00 $38.00 $42.00 Each22500 (F) Parking On Sidewalk 101-310-4301 ACT90 $38.00 $42.00 $38.00 $42.00 Each22500 (G) Obstruct Traffic @ Excavation 101-310-4301 ACT90 $38.00 $42.00 $38.00 $42.00 Each22500 (H) Double Parking 101-310-4301 ACT90 $38.00 $42.00 $38.00 $42.00 Each22500 (I) Parking In Bus Zone 101-310-4301 ACT90 $38.00 $42.00 $38.00 $42.00 Each22500 (J) Parking In Tunnel 101-310-4301 ACT90 $38.00 $42.00 $38.00 $42.00 Each22500 (K) Parking On Bridge 101-310-4301 ACT90 $38.00 $42.00 $38.00 $42.00 Each22500 (L) Blocking Wheelchair Access 101-310-4301 ACT90 $333.00 $42.00 $333.00 $42.00 Each22502 (A) Over 18" From Curb 101-310-4301 ACT90 $33.00 $42.00 $33.00 $42.00 Each22502 (E) Curb Parking/One-Way Street 101-310-4301 ACT90 $30.00 $42.00 $30.00 $42.00 Each

22500.1

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22504 (A) Unincorporated Area Parking 101-310-4301 ACT90 $43.00 $42.00 $43.00 $42.00 Each22505 (B) No Parking - State Hwy 101-310-4301 ACT90 $48.00 $42.00 $48.00 $42.00 Each22507.8 ( A) Handicapped Space Without Placard 101-310-4301 ACT90 $333.00 $42.00 $333.00 $42.00 Each22507.8 ( B) Blocking Handicapped Space 101-310-4301 ACT90 $333.00 $333.00 $333.00 $333.00 Each22507.8 ( C) Hashmarks Handicap Zone 101-310-4301 ACT90 $333.00 $333.00 $333.00 $333.00 Each22514 Fire Hydrants - Within 15 Feet 101-310-4301 ACT90 $38.00 $38.00 $38.00 $38.00 Each22515 Unattended Vehicle - Engine Running 101-310-4301 ACT90 $33.00 $33.00 $33.00 $33.00 Each22519 Posted For Patrons Only 101-310-4301 ACT90 $33.00 $33.00 $33.00 $33.00 Each22522 Block Sidewalk Ramp 101-310-4301 ACT90 $333.00 $333.00 $333.00 $333.00 Each22523 (A) Abandon Vehicle On Highway 101-310-4301 ACT90 $105.00 $105.00 $105.00 $105.00 Each22523 A/B Abandoned Vehicle 101-310-4301 ACT90 $105.00 $105.00 $105.00 $105.00 Each22523 (B) Abandon Vehicle - Private Property 101-310-4301 ACT90 $105.00 $105.00 $105.00 $105.00 Each22526 (A) Blocking Intersection 101-310-4301 ACT90 $53.00 $53.00 $53.00 $53.00 Each22951 Park Lot - Street & Alley 101-310-4301 ACT90 $25.00 $25.00 $25.00 $25.00 Each22952 (A) Park Lot-Tow/Removal 101-310-4301 ACT90 $40.00 $40.00 $40.00 $40.00 Each22952 (B) Park Lot-Tow/Removal 101-310-4301 ACT90 $40.00 $40.00 $40.00 $40.00 Each23333 Stop/Park On Bridge 101-310-4301 ACT90 $43.00 $43.00 $43.00 $43.00 Each23336 Violate Posted Signs 101-310-4301 ACT90 $40.00 $40.00 $40.00 $40.00 Each28071 Bumper Required-Fine Or P/C 101-310-4301 ACT90 $25.00 $25.00 $25.00 $25.00 Each22507.8 (A) Handicapped Space Without Placard 101-310-4301 ACT90 $333.00 $333.00 $333.00 $333.00 Each4000 (A) Unregistered Vehicle 101-310-4301 ACT90 $53.00 $53.00 $53.00 $53.00 Each4462 (B) Registration On Wrong Vehicle 101-310-4301 ACT90 $30.00 $30.00 $30.00 $30.00 Each4464 Altered License Plate 101-310-4301 ACT90 $30.00 $42.00 $30.00 $42.00 Each5200 Lic Plate Missing - Fine Or P/C 101-310-4301 ACT90 $35.00 $35.00 $35.00 $35.00 Each5201 Plate Positioning - Fine Or P/C 101-310-4301 ACT90 $30.00 $30.00 $30.00 $30.00 Each5202 Period Of Display - Fine Or P/C 101-310-4301 ACT90 $30.00 $30.00 $30.00 $30.00 Each5204 (A) Tags Attach Wrong - Fine Or P/C 101-310-4301 ACT90 $30.00 $30.00 $30.00 $30.00 Each

6 D.U.I. Cost RecoveryArrest with Traffic Collision & Transportation 101-310-4303 Each

^ Citation fee amounts increase for two or more offenses. Applicable fees are stated on the violation notice.^^ California Vehicle Code Fees are established by the State of California and are not escalated by the CPI All Urban Consumers/San Francisco-Oakland-San Jose

IX. REFUND POLICYAny request for Fee refunds shall be submitted in writing to the appropriate Department’s Director within 90 days from the date of submittal. The grounds for requesting a refund shall be detailed in the written request. However, once the City has commenced work on an applicable service for which a fee is charged, no refunds are allowed. The Department’s Director shall determine if a fee is refundable based on this criterion. Any refund will be net a processing fee equivalent to 0.5 hours of the Building Hourly Rate and any other incidentals that may be incurred. The party requesting the refund shall be informed in writing of the decision of the Department’s Director within ten (10) working days of receiving the written refund request. The requesting party may appeal the determination of the Department’s Director to the City Manager, within ten (10) days of mailing notice to the requesting party. The City Manager’s decision of the appeal review will be the final action taken by the City.

$731.00 $749.00

Page 18 of 18

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Statistics

Painting By: Mark Monsarrat

Title: Waiting For Spring

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2019/20 USE CATEGORY SUMMARY

THE CITY OF HALF MOON BAY

BASIC PROPERTY VALUE TABLE

Category Parcels Net Taxable ValueAssessed Value

$2,704,198,833 $2,652,141,529Residential (79.5%) (80.3%)3,799

$478,780,135 $467,790,599Commercial (14.1%) (14.2%)218

$9,374,259 $9,374,259Industrial (0.3%) (0.3%)15

$28,875,898 $16,208,520Agricultural (0.8%) (0.5%)41

$35,788 $0Govt. Owned (0.0%) (0.0%)98

$17,630,324 $298,922Institutional (0.5%) (0.0%)20

$15,398,633 $15,398,633Miscellaneous (0.5%) (0.5%)14

$43,685,999 $43,356,325Recreational (1.3%) (1.3%)24

$62,838,400 $56,658,361Vacant (1.8%) (1.7%)1,930

$41,436,048 $40,695,317Unsecured (1.2%) (1.2%)[258]

TOTALS 6,159 $3,402,254,317 $3,301,922,465

80.3%

Residential

14.2%

Commercial

5.5%

Others

NET TAXABLE VALUE

79.5%

Residential

14.1%

Commercial

6.4%

Others

ASSESSED VALUE

This report is not to be used in support of debt issuance or continuing disclosure statements without the

written consent of HdL, Coren & Cone

Prepared On 8/24/2020 By MV Data Source: San Mateo County Assessor 2019/20 Combined Tax Rolls

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PROPERTY TAX DOLLAR BREAKDOWN


$ 0.00330 County Harbor District$ 0.00195 Bay Area, Air Pollution$ 0.00041 Resource Conservation

$ 1.0000

$ 0.3591 Cabrillo Unified General Purpose

$ 0.09860 ERAF Share of San Mateo County

$ 0.1229 San Mateo County

$ 0.1869 Coastside Fire

$ 0.01122 ERAF Share of Half Moon Bay General Fund

$ 0.0553 Half Moon Bay General Fund

$ 0.0634 San Mateo Junior College General Purpose

$ 0.0330 County Education Tax

$ 0.0323 County Library

$ 0.0317 Coastside County Water

ATI (Annual Tax Increment) Ratios for Tax Rate Area 017-005, Excluding Redevelopment Factors & Additional Debt Service

This report is not to be used in support of debt issuance or continuing disclosure statements without the written consent of HdL, Coren & Cone

Prepared On 7/29/2020 By MV Data Source: San Mateo County Assessor 2019/20 Annual Tax Increment Tables

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2019/20 ROLL SUMMARY


Taxable Property Values

Secured Nonunitary Utilities Unsecured

1,622,863,081

1,719,267,213

16,361,484

2,326,491

Aircraft

Fixtures

Personal Property

Improvements

Land

TRAs

Parcels

Values

$3,360,818,269Total Value

0

$41,436,048

0

$0

0 0

9,795,327

26,388,675

5,098,527

153,519

7

258

0

0

0

0

0 6,159

8

Total Net Value $3,261,227,148

Total Exemptions* $99,591,121

Homeowners* 16,079,000

Aircraft

Fixtures 19,325

Personal Property 789,353

Real Estate 98,782,443

Exemptions

0

$740,731

$40,695,317

0

0

$0

0

$0

7,000

0

56,514

351,263

332,954

0

0

Combined Values Total

Total Values $3,402,254,317

Net Total Values

Total Exemptions

$3,301,922,465

$100,331,852

Net Aircraft Values $0

* Note: Homeowner Exemptions are not included in Total Exemptions

Totals do not Include Aircraft Values or Exemptions


Prepared On 8/24/2020 By MV Data Source: San Mateo County Assessor 2019/20 Combined Tax Rolls

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NET TAXABLE ASSESSED VALUE HISTORY


2010/11 - 2019/20 Taxable Property Values

Lien Year Secured Unsecured SBE Nonunitary Net Total AV % Change

2010/11 $0$28,037,312$2,251,380,792 2,279,418,104

2011/12 $0$40,476,099$2,266,736,579 2,307,212,678 1.22%

2012/13 $0$37,048,774$2,310,590,314 2,347,639,088 1.75%

2013/14 $0$40,818,124$2,336,930,963 2,377,749,087 1.28%

2014/15 $0$42,658,908$2,454,848,902 2,497,507,810 5.04%

2015/16 $0$53,103,728$2,609,284,214 2,662,387,942 6.60%

2016/17 $0$39,462,822$2,716,280,909 2,755,743,731 3.51%

2017/18 $0$40,418,385$2,868,900,977 2,909,319,362 5.57%

2018/19 $0$44,156,277$3,095,123,190 3,139,279,467 7.90%

2019/20 $0$40,695,317$3,261,227,148 3,301,922,465 5.18%

Average % Change 4.80%

$0

$500,000,000

$1,000,000,000

$1,500,000,000

$2,000,000,000

$2,500,000,000

$3,000,000,000

$3,500,000,000

2010

/11

2011

/12

2012

/13

2013

/14

2014

/15

2015

/16

2016

/17

2017

/18

2018

/19

2019

/20

SBE Nonunitary Unsecured Secured

* Net AV changes less than two percent are in purple font. Negative Net AV percent changes are in red.


Prepared On 8/24/2020 By MV Data Source: San Mateo County Assessor 0/ - 2019/20 Combined Tax Rolls

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ASSESSED VALUE OF TAXABLE PROPERTY


2010/11 - 2019/20 Taxable Property Values

2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

Residential 1,806,656,465 1,807,548,717 1,847,817,296 1,871,838,949 1,986,554,631 2,128,750,156 2,238,878,627 2,365,335,848 2,496,961,916 2,652,141,529

Commercial 329,209,700 330,355,442 333,127,837 344,198,890 346,707,418 356,041,843 363,813,823 372,002,147 457,418,903 467,790,599

Industrial 5,568,852 5,901,115 6,016,889 6,133,649 6,172,772 6,292,015 6,801,114 7,185,938 8,419,613 9,374,259

Agricultural 17,322,251 16,208,520

Dry Farm 11,235,759 10,559,490 11,427,110 3,720,127 3,496,499 3,786,377 4,241,537 4,358,514

Govt. Owned 0 0

Institutional 284,781 260,279 265,484 293,694 272,021 277,456 281,685 309,882 315,819 298,922

Irrigated 5,418,982 6,116,088 4,368,007 3,423,600 4,862,761 5,333,856 4,324,786 4,411,271

Miscellaneous 12,936,578 12,953,724 20,894,204 12,075,286 22,681,808 23,460,537 14,211,644 17,677,501 16,786,985 15,398,633

Recreational 32,211,663 37,455,517 38,043,156 38,699,751 38,874,879 39,568,823 40,290,547 41,062,725 42,118,338 43,356,325

Vacant 46,517,696 50,669,067 48,630,331 50,679,666 45,226,113 45,773,151 43,437,146 56,557,151 55,779,365 56,658,361

Unsecured 28,037,312 40,476,099 37,048,774 40,818,124 42,658,908 53,103,728 39,462,822 40,418,385 44,156,277 40,695,317

Unknown 1,340,316 4,917,140 5,867,351

TOTALS 2,279,418,104 2,307,212,678 2,347,639,088 2,377,749,087 2,497,507,810 2,662,387,942 2,755,743,731 2,909,319,362 3,139,279,467 3,301,922,465

Total Direct Rate 0.05426 0.05426 0.05453 0.05452 0.05818 0.05818 0.05819 0.05819 0.05821 0.05821

Category

Notes: Exempt values are not included in Total.

In 1978 the voters of the State of California passed Proposition 13 which limited taxes to a total maximum rate of 1%, based upon the assessed value of the property being taxed. Each year, the assessed value of property may be increased by an "inflation factor" (limited to a maximum of 2%). With few exceptions, property is only reassessed as a result of new construction activity or at the time it is sold to a new owner. At that point, the property is reassessed based upon the added value of the construction or at the purchase price (market value) or economic value of the property sold. The assessed valuation data shown above represents the only data currently available with respect to the actual market value of taxable property and is subject to the limitations described above.

This report is not to be used in support of debt issuance or continuing disclosure statements without the written consent of HdL, Coren & ConePrepared On 8/24/2020 By MV Data Source: San Mateo County Assessor 2010/11 - 2019/20 Combined Tax Rolls

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Top Property Owners Based On Net Values


2019/20 TOP TEN PROPERTY TAXPAYERS

Owner Secured Unsecured Combined Primary Use & Primary AgencyParcels Value ValueParcels Value

% of Net AV

% of Net AV

% of Net AV

1) 2 1$207,305,996 $16,000 $207,321,996Commercial

6.36% 0.04% 6.28%Half Moon Bay General Fund

SHC HALF MOON BAY LLC

2) 18 $42,208,691 $42,208,691Recreational

1.29% 1.28%Half Moon Bay General Fund

OCEAN COLONY PARTNERS LP

3) 3 $29,580,000 $29,580,000Commercial


HMB MUSICH LLC

4) 30 2$23,792,930 $52,717 $23,845,647Commercial


KEET NERHAN

5) 1 $10,752,905 $10,752,905Commercial


IWF HALF MOON BAY LLC

6) 7 $9,822,033 $9,822,033Commercial


PROFESSIONAL PENINSULA PROPERTIES LLC

7) 1 $8,930,663 $8,930,663Commercial


LONGS DRUG STORE INC

8) 3 $7,891,883 $7,891,883Commercial


CASTRO PARTNERS LLC

9) 13 $7,553,060 $7,553,060Miscellaneous


DINO E ANDREOTTI

10) 1 $7,225,178 $7,225,178Commercial


STAY CAL HMB LLC LESSEE

0.17% 10.89% $355,132,056$68,717$355,063,339 3 79Top Ten Total 10.76%

$40,695,317$3,261,227,148City Total $3,301,922,465

Top Owners last edited on 8/21/20 by MaheaV using sales through 06/30/20 (Version R.1)


Prepared On 8/24/2020 By MV Data Source: San Mateo County Assessor 2019/20 Combined Tax Rolls and the SBE Non Unitary Tax Roll

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Top Property Owners Based On Net Values


2010/11 TOP TEN PROPERTY TAXPAYERS

Owner Secured Unsecured Combined Primary Use & Primary AgencyParcels Value ValueParcels Value

% of Net AV

% of Net AV

% of Net AV

1) 2 $134,523,867 $134,523,867Commercial


SHC HALF MOON BAY LLC

2) 39 $22,864,984 $22,864,984Recreational


OCEAN COLONY PARTNERS LP

3) 34 2$21,962,570 $55,519 $22,018,089Commercial


KEET NERHAN

4) 2 $19,496,486 $19,496,486Recreational


SOUTH WAVECREST LLC

5) 3 $13,867,391 $13,867,391Commercial


REGENCY CENTERS LP

6) 5 $13,836,868 $13,836,868Commercial


FRANCESCO CARRUBBA

7) 8 $12,099,984 $12,099,984Dry Farm


NURSERYMENS EXCHANGE INC

8) 1 $9,912,254 $9,912,254Commercial


LONGS DRUG STORE INC

9) 1 $9,163,726 $9,163,726Commercial


IWF HALF MOON BAY LP

10) 1 $5,183,358 $5,183,358Commercial


MILANO RUGGERO AND SHAHLA MAJIDI

0.20% 11.68% $262,967,007$55,519$262,911,488 2 96Top Ten Total 11.54%

$28,037,312$2,251,380,792City Total $2,279,418,104

Top Owners last edited on 9/12/11 by maheav using sales through 06/30/11 (Version th.0)


Prepared On 8/24/2020 By MV Data Source: San Mateo County Assessor 2010/11 Combined Tax Rolls and the SBE Non Unitary Tax Roll

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DIRECT & OVERLAPPING PROPERTY TAX RATES (RATE PER $100 OF TAXABLE VALUE)


Last 10 Fiscal Years Agency 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20Basic Levy¹ 1.00000 1.00000 1.00000 1.00000 1.00000 1.00000 1.00000 1.00000 1.00000 1.00000

Cabrillo Unified Bond 0.05080 0.05220 0.07220 0.07190 0.07040 0.07260 0.08320 0.07510 0.07110 0.11510

Mid-Penninsula Regional Open Space 0.00000 0.00000 0.00000 0.00000 0.00000 0.00000 0.00000 0.00000 0.00000 0.00160

San Mateo Community College 2005 Series B 0.00000 0.00000 0.00000 0.00000 0.00000 0.00000 0.00000 0.00000 0.00000 0.00350

San Mateo Junior College 0.01930 0.01990 0.01940 0.01940 0.01900 0.02500 0.02470 0.02350 0.01750 0.02310

Total Direct & Overlapping² Tax Rates 1.07010 1.07210 1.09160 1.09130 1.08940 1.09760 1.10790 1.09860 1.08860 1.14330

City's Share of 1% Levy Per Prop 13³ 0.05459 0.05459 0.05465 0.05463 0.05525 0.05525 0.05525 0.05525 0.05526 0.05526

Voter Approved City Debt Rate

Redevelopment Rate⁴

Total Direct Rate⁵ 0.05426 0.05426 0.05453 0.05452 0.05818 0.05818 0.05819 0.05819 0.05821 0.05821

Notes:¹In 1978, California voters passed Proposition 13 which set the property tax rate at a 1.00% fixed amount. This 1.00% is shared by all taxing agencies for which the subject property resides within. In addition to the 1.00% fixed amount, property owners are charged taxes as a percentage of assessed property values for the payment of any voter approved bonds.

²Overlapping rates are those of local and county governments that apply to property owners within the City. Not all overlapping rates apply to all property owners.

³City's Share of 1% Levy is based on the City's share of the general fund tax rate area with the largest net taxable value within the City. The ERAF portion of the City's Levy has been subtracted where known.

⁴Redevelopment Rate is based on the largest RDA tax rate area and only includes rate(s) from indebtedness adopted prior to 1989 per California State statute. RDA direct and overlapping rates are applied only to the incremental property values. The approval of ABX1 26 eliminated Redevelopment from the State of California for the fiscal year 2012/13 and years thereafter.

⁵Total Direct Rate is the weighted average of all individual direct rates applied by the City/Agency preparing the statistical section information and excludes revenues derived from aircraft. Beginning in 2013/14 the Total Direct Rate no longer includes revenue generated from the former redevelopment tax rate areas. Challenges to recognized enforceable obligations are assumed to have been resolved during 2012/13. For the purposes of this report, residual revenue is assumed to be distributed to the City/Agency in the same proportions as general fund revenue.

This report is not to be used in support of debt issuance or continuing disclosure statements without the written consent of HdL, Coren & ConePrepared On 8/24/2020 By MV Data Source: San Mateo County Assessor 2010/11 - 2019/20 Tax Rate Table

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DEMOGRAPHIC AND ECONOMIC STATISTICS


Median Age% of Pop 25+ with High School Degree

% of Pop 25+ with Bachelor's Degree

Personal Income (In Thousands)

Calendar Year Population

Unemployment Rate

Per Capita Personal Income

40.4 82.9% 39.7%$556,7952010 13,371 9.0%$41,642

42.1 83.4% 40.2%$498,0192011 11,478 8.1%$43,389

42.9 83.0% 42.2%$537,9262012 11,581 5.2%$46,449

43.2 82.5% 44.2%$569,6992013 11,721 4.3%$48,605

44.8 82.4% 45.3%$600,0592014 11,727 4.1%$51,169

44.7 84.0% 47.3%$640,5472015 12,528 3.3%$51,129

45.8 83.8% 46.7%$677,2512016 12,591 2.9%$53,788

47.1 85.8% 48.3%$796,4552017 12,639 2.3%$63,015

47.3 84.9% 45.5%$810,8812018 12,631 1.6%$64,197

45.3 87.1% 47.5%$804,4952019 12,431 1.6%$64,716

40,000

44,000

48,000

52,000

56,000

60,000

64,000

68,000

0

2

4

6

8

10

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019

Per Capita Pers Income Unemployment Rate

Per

Cap

ita P

ers

on

al In

co

me

Un

em

plo

ym

en

t Rate

Personal Income and Unemployment

0

2,000

4,000

6,000

8,000

10,000

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019

Less Than High School High School Graduate College Graduate

Po

pu

lati

on

Education Level Attained for Population 25and Over

Notes and Data Sources:Population: California State Department of Finance. Unemployment Data: California Employment Development Department2000-2009 Income, Age, and Education Data: ESRI - Demographic Estimates are based on the last available Census. Projections are developed by incorporating all of the prior census data released to date. Demographic Data is totaled from Census Block Groups that overlap the City's boundaries2010 and later - Income, Age and Education Data - US Census Bureau, most recent American Community Survey

This report is not to be used in support of debt issuance or continuing disclosure statements without the written consent of HdL, Coren & Cone Prepared On 8/24/2020 By MV

DRAFT328

SALES VALUE HISTORY


Single Family Residential Full Value Sales (01/01/2018 - 6/30/2020)

Full Value Sales Median PriceYear Average Price Median % Change

158 $1,337,3192018 $1,277,500

131 $1,238,065 -7.63%2019 $1,180,000

54 $1,282,917 2.75%2020 $1,212,500

$0

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

$1,400,000

2018

2019

2020

Median Price Avg Price

Year

Sa

les

Pri

ce

*Sales not included in the analysis are quitclaim deeds, trust transfers, timeshares, and partial sales.


Prepared On 8/24/2020 By MV Data Source: San Mateo County Recorder

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Budget and Acronym Glossaries

Painting By: Melinda Vahradian

Title: Gift From The Sea

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331

Budget Glossary ACTIVITIES Specific services performed in accomplishing program objectives and goals (see Program). ACCRUAL A method of accounting to record revenues when earned and expenses when incurred.

ACTUAL A column heading in the budget. Figures found in the Actual column indicate actual financial information recorded for that time period.

ADJUSTED BUDGET The increase or decrease of the amount budgeted for a program or account.

ADOPTED BUDGET This is the budget that is adopted by the City Council after reviewing and providing feedback and direction on the recommended budget at one or more budget study sessions.

AGENCY FUNDS Also known as Fiduciary Fund Types, these funds are used to account for assets held by the City in a trustee capacity or as an agent for private individuals, organizations, or other governmental agencies. The fiduciary funds used by the City include agency funds. Agency funds are custodial in nature (assets equal liabilities) and do not measure the results of operations. APPROPRIATION An authorization made by the City Council which permits the City to incur obligations and to make expenditures of resources in providing services as planned. APPROPRIATION LIMIT Propositions 4 and 111 created a restriction on the amount of revenue which can be appropriated in any fiscal year. The Limit is based on actual appropriations during the 1978-79 fiscal years, and is increased each year using the growth of population and inflation. Not all revenue is restricted by the limit; only those which are referred to as "proceeds of taxes." Some examples of proceeds of taxes are sales tax, property tax, and business license tax. ASSESSED VALUE A value established for real property for use as a basis in levying property taxes. For all agencies in the State of California, assessed value is established by the County for the secured and unsecured property tax rolls. The utility property tax roll is valued by the State Board of Equalization. Under Article XIII of the State Constitution (Proposition 13 adopted by the voters on June 6, 1978) properties are assessed at 100% of full value. Proposition 13 also modified the value of real taxable property for fiscal year 1979 by rolling back values to fiscal year 1976

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levels. From this base of assessment, subsequent annual increases in valuation are limited to a maximum of 2%. However, increases to full value are allowed for property improvements or upon change in ownership. Personal property is excluded from these limitations and is subject to annual reappraisal. Property taxes for general purposes cannot exceed 1% of assessed value. AUDIT Conducted by an independent certified public accountant (CPA), the primary objective of an audit is to determine if the City's financial statements present fairly the City’s financial position and results of operations in conformity with Generally Accepted Accounting Principles (GAAP) and Governmental Accounting Standards for Comprehensive Annual Financial Reporting. In conjunction with their performance of an audit, the auditing standards require an independent auditor to report to the City Council of audit findings on adequacy of the City’s internal controls as well as recommendation and improvements to the City's financial management practices. BALANCED BUDGET A balanced budget is a situation in financial planning or the budgeting process where total revenues are equal to or greater than total expenses.

BEGINNING/ENDING FUND BALANCE Appropriated resources available in a fund from the prior/current year after payment of the prior/current fiscal year’s expenses. This is not necessarily cash on hand.

BONDS Bonds are a form of borrowing (debt financing) which reflects a written promise from the City to repay a sum of money on a specific date at a specified interest rate. Local governments use bonds to obtain long-term financing for large capital projects such as buildings, streets, utility infrastructure, and bridges. BUDGET A budget is a financial plan for a specified period of time that matches planned revenue and expenditures to municipal services, goals and, objectives. The City uses a financial plan covering a fiscal year (July 1 through June 30), with actual budget appropriations made annually. BUDGET AMENDMENT The City Council has the sole responsibility for adopting the City's budget and may amend or supplement the budget at any time after adoption by majority vote. The City Manager has the authority to approve administrative adjustments to the budget as long as those changes are between objects, as well as departments, within the same fund category. BUDGET CALENDAR A budget calendar is the schedule of budget preparations, hearings, and adoption of the annual budget.

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BUDGET POLICIES Budget policies are general and specific guidelines, developed by the City Manager in consultation with the City Council, that govern financial plan preparation and administration. Departments make their budget requests on the basis of the guidelines. CAPITAL IMPROVEMENT PLAN (CIP) Commonly, a CIP is a five-year plan providing for the maintenance or replacement of existing public facilities and assets and for building or acquiring new ones. CONTINGENCY A contingency is a budgetary reserve set aside for emergencies or unforeseen expenditures not otherwise budgeted. CONTRACTUAL SERVICES Services rendered to a government by private firms, individuals, or other governmental agencies are contractual services. Examples include public safety services, recreation services, utilities, maintenance agreements, and professional consulting services. DEBT A state of being under obligation to pay or repay someone or something.

DEBT INSTRUMENT Debt instruments are methods of borrowing funds, including, but not limited to, general obligation bonds, judgment obligation bonds, revenue bonds, lease/purchase agreements, lease-revenue bonds, and assessment district bonds. DEBT SERVICE Debt service is the payment of principal and interest on bonds and other debt instruments according to a pre-determined schedule. DEBT SERVICE FUNDS The debt service fund type is used to account for the payment and accumulation of resources related to general long-term debt principal and interest (see Fund). DEFICIT A deficit is the excess of an entity’s liabilities over its assets or the excess of expenditures over revenue during a single accounting period. DEPARTMENT A department is a major organizational unit of the City which has been assigned overall management responsibility for an operation or a group of related operations within a functional area.

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DEPRECIATION Depreciation is the expiration in the service life of capital assets attributable to wear and tear, deterioration, action of physical elements, inadequacy, or obsolescence. DEVELOPMENT IMPACT FEES Fees placed on the development of land or conditions required for the approval of a development project such as the donation of certain land (or money) to specific public uses. The fees are justified as an offset to the future impact that development will have on existing infrastructure. ENTERPRISE FUNDS The enterprise fund type is used to account for operations that are financed and operated in a manner similar to private sector enterprises and it is the intent of the City that the costs (including depreciation) of providing goods or services to the general public be financed or recovered primarily through user fees. The City accounts for Sewer Operations as an Enterprise Fund (see Fund). EXPENDITURE An expenditure is the outflow of funds paid or to be paid for an asset obtained or goods and services obtained regardless of when the expense is actually paid. This term applies to all funds. Note: An encumbrance is not an expenditure, but a commitment. An encumbrance reserves funds to be expended in future periods. EXPENDITURE SAVINGS Under the City's budgeting procedures, personnel cost projections are based on all positions being filled throughout the year. Cost projections for major supply purchases and service contracts are projected on a similar basis. However, past experience indicates that expenditures are consistently less than budgeted amounts, due at least in part to this costing methodology. Accordingly, the expenditure savings category is used to account for this factor in preparing fund balance projections. FEES Charges for services levied by the City to recover costs associated with providing a service or permitting an activity. FISCAL YEAR (FY) A fiscal year is a designated twelve-month period for budgeting and record keeping purposes. As a general law city, July 1 to June 30 is specified as the fiscal year. FIXED ASSETS Assets of long-term nature such as land, buildings, roads, bridges, and related infrastructure, machinery, furniture, and other equipment are fixed assets. The City has defined such assets as roads, bridges and related infrastructure with an expected life in excess of one year and an acquisition cost in excess of $5,000.

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FULL-TIME EQUIVALENT The ratio of the total number of paid hours during a period (part time, full time, contracted) by the number of working hours in that period Mondays through Fridays.

FUNCTION A group of related programs crossing organizational (departmental) boundaries and aimed at accomplishing a broad goal or accomplishing a major service are functions. FUND A fund is a fiscal and accounting entity with a self-balancing set of accounts recording cash and other financial resources, together with all related liabilities and residual equities or balances, for specific activities or government functions. The six fund types used by the City are: General Fund, Special Revenue, Debt Service, Capital Project, Enterprise, and Agency Funds. FUND BALANCE Also known as financial position, fund balance for governmental fund types is the excess of fund assets over liabilities, and represents the cumulative effect of revenue and other financing sources over expenditures and other financing uses. For the enterprise funds, the term used is “net asset,” a comparable (although not exact) financial position concept as fund balance (see Working Capital). GAAP GAAP stands for Generally Acceptable Accounting Principles. These are uniform minimum standards for financial accounting and recording, encompassing the conventions, rules, and procedures that define accepted accounting principles. GASB GASB stands for Governmental Accounting Standards Board. The accounting profession’s regulatory body for governmental accounting and determines what constitutes GAAP for governmental agencies. GANN LIMIT An absolute dollar limit on the amount of funds derived from taxes that the City can legally appropriate and expend each fiscal year, as specified by Article 13-B of the State Constitution. Any tax revenues in excess of the Gann Limit must be returned to taxpayers. The base-year used on computing the Gann Limit is FY1978-79, with adjustments to the appropriations limit allowed succeeding fiscal years for changes in population and changes in the cost of living.

GENERAL FUND The general fund is the primary operating fund of the City. All revenue that are not allocated by law or contractual agreement to a specific fund are accounted for in the General Fund. With the exception of subvention or grant revenue restricted for specific uses, General Fund resources can be utilized for any legitimate governmental purpose (see Fund).

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GOAL A goal is a statement of broad direction, purpose, or intent. GOVERNMENTAL FUND Government funding refers to financial assistance received by non-government entities in the form of federal, state, or local government grants, loans, loan guarantees, property, cooperative agreements, food commodities, direct appropriations, or other assistance.

GRANT Contribution or gift of cash or other assets from another governmental entity to be used or expended for a specific purpose, activity, or facility.

INTERFUND TRANSFER The movement of monies between funds of the same governmental entity is an interfund transfer. INVESTMENT REVENUE Investment revenue is received as interest from the investment of funds not immediately required to meet cash disbursement obligations. LINE ITEM BUDGET A line item budget lists detailed expenditure categories (salary, materials and supplies, telephone service, travel, etc.) separately, along with the amount budgeted for each specified category. The City uses a line-item detail to maintain and record for financial reporting and control purposes. MATERIALS AND SUPPLIES Expendable materials and operating supplies are necessary to conduct departmental operations. MISSION STATEMENT A mission statement provides policy guidance and direction for the highest priority objectives to be accomplished. MODIFIED ACCRUAL BASIS OF ACCOUNTING The modified accrual basis of accounting is used in conjunction with the current financial resources measurement focus. Revenue is recognized when they are available and measurable. Expenditures are recognized when goods and services are received. OBJECT OF EXPENDITURE Object of expenditure is a classification referring to the lowest and most detailed level of classification, such as electricity, office supplies, and contract services.

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OPERATING BUDGET The operating budget is the portion of the budget that pertains to daily operations providing basic governmental services. The program budgets in the financial plan form the operating budget. OPERATIONS Operations are a grouping of related programs within a functional area (see Function and Program). PERFORMANCE MEASURES (OBJECTIVES) Performance measures are a statement of specific direction, purpose, or intent based on the needs of the community and the goals established for a specific program. Performance measures are clearly stated objectives that are measurable in quantitative terms. PROGRAM Programs are group activities, operations, or organizational units directed to attaining specific purposes or objectives. RESERVE A reserve is an account used to indicate that a portion of a fund's balance is legally restricted for a specific purpose or designated by the City Council and is, therefore, not available for general appropriation. RESERVE DRAW DOWN Reserve draw down refers to the amount of fund balance required as a funding source to balance fund budgets where appropriations exceed current revenue. If current revenue exceed appropriations, the fund balance will increase and be referred to a reserve improvement. RESOLUTION A resolution is a special or temporary order of a legislative body. It is an order of a legislative body requiring less legal formality than an ordinance or statue. RESOURCES (SOURCES) Resources are total amounts available for appropriation, including estimated revenue, borrowing proceeds, fund transfers, and beginning balances. SPECIAL REVENUE FUNDS A special revenue fund type is used to account for the proceeds from specific revenues sources (other than trusts or capital funds) that are legally restricted to expenditures for specific purposes (see Fund). STRUCTURAL BALANCE The structural or underlying fiscal balance is the relationship between government ongoing revenues and ongoing expenditures.

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SUBVENTIONS Subventions are revenue collected by the State (or other level of government) which is allocated to the City on a formula basis. The major subventions received by the City from the State include motor vehicle in-lieu and gasoline taxes. WORKING CAPITAL Working capital is the excess of current assets over current liabilities.

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Acronym Glossary

ACRONYM DEFINITION

AB Assembly Bill ABAG Association of Bay Area Governments ADA Americans with Disabilities Act BID Business Improvement District C/CAG City/County Association of Governments CAFR Comprehensive Annual Financial Report CALPERS California Public Employees Retirement System CCWD Coastside County Water District CEQA California Environmental Quality Act CIP Capital Improvement Program COPS Community-Oriented Policing Services CPI-U Consumer Price Index - All Urban Consumers CSAC California State Association of Counties CSO Community Service Officer DOC Department Operations Center EOC Emergency Operations Center ERAF Educational Revenue Augmentation Fund FDIC Federal Deposit Insurance Corporation FICA Federal Insurance Contribution Act FPPC Fair Political Practices Commission FSLIC Federal Savings and Loan Insurance Corporation FTO Field Training Officer GAAP Generally Accepted Accounting Principles GASB Government Accounting Standards Board GF General Fund GFOA Government Finance Officers Association GIS Geographic Information System HOPTR Homeowner Property Tax Relief I&I Infiltration and Inflow IT Information Technology JOB Judgment Obligation Bonds JPA Joint Powers Authority LAIF Local Agency Investment Fund LCP Local Coastal Plan LTD Long-Term Disability

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ACRONYM DEFINITION

MTC Metropolitan Transportation Commission NACSLB National Advisory Council on State and Local Budgeting NEPA National Environmental Policy Act NPDES National Pollutant Discharge Elimination System OPEB Other Post-Employment Benefits PMS Pavement Management System POST Peace Officer Standards and Training RDA Redevelopment Agency SAM Sewer Authority Mid-Coastside SB Senate Bill SLESF Supplemental Law Enforcement Services Funds SMC San Mateo County SR2S Safe Routes to School SRO School Resource Officer STIP Statewide Transportation Improvement Plan TDA Transportation Development Act TOT Transient Occupancy Tax VLF Vehicle License Fee

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Painting By: Joseph McFadden

Title: Half Moon Bay Kayaks

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of 2


AGENDA REPORT


TO: Honorable Mayor and City Council FROM: Bob Nisbet, City Manager TITLE: AGREEMENT FOR LAW ENFORCEMENT SERVICES WITH THE SAN MATEO COUNTY

SHERIFF’S OFFICE - AMENDMENT THIRTEEN ______________________________________________________________________________

RECOMMENDATION: Authorize the City Manager to execute Amendment Thirteen to the Agreement for Law Enforcement Services with the San Mateo County Sheriff’s Office.

FISCAL IMPACT: The amount of the Agreement for FY 2021-22 is $3,330,333. This is a 10.8% increase over the FY 2020-21 Agreement. This amount has been fully budgeted in the Recommended FY 2021-22 budget.

STRATEGIC ELEMENT: This action supports the Healthy Communities and Public Safety and Fiscal Sustainability elements of the Strategic Plan.

BACKGROUND: On June 7, 2011, the City Council entered into an Agreement with the County of San Mateo (County) to provide law enforcement services and personnel to the City of Half Moon Bay for a five-year period ending June 30, 2016. This Agreement addressed the complex issues associated with a transfer of police services from one agency to another. As a result, the City of Half Moon Bay has not only realized an annual cost savings, it has also increased efficiencies and access to a wider variety of resources and services which has been a benefit to the community and residents of Half Moon Bay. Examples of some of the expanded resources provided by the Sheriff’s Office include additional resource officers dedicated to community policing efforts, access to the Crime Suppression Unit, a large multi-disciplinary investigations unit, and the Sheriff’s Activity League (SAL), which serves the youth of our community, for example, through the Empowering Young Women leadership program and the annual youth summit.

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DISCUSSION: The original Agreement included an option for the City and County to renew the Agreement for three, three-year terms. The Agreement was extended for the first, three-year period in June 2016 and second three-year term in effective July 1, 2019. The Agreement expires on June 30, 2022, if the third, three-year option is not exercised. Additionally, the agreement requires annual review of the Sheriff’s costs to provide the contracted services and must be amended each year to reflect any changes to those costs. The increase of 10.8% for FY 2021-22 over FY 2020-21 is primarily due to an increase in deputy salaries and benefits, and equipment maintenance charges for vehicles and other necessary equipment. Additionally, there has been a “Service Gap” for the past three years, whereby, the County provides more service to the City than the City pays for. (This is due to deputies who serve the unincorporated Coastside providing more service the City than deputies from the City providing service to the unincorporated areas.) With this amendment, the City will have completely closed the gap. A recital from the Agreement states:

“WHEREAS, in previous contracts/amendments the County has provided the City a 9% deputy service credit that the City and County agree based on data analysis should be eliminated over the next three years, beginning with a $150,000 credit reduction in FY 2019-20; $186,221 in FY 2020-21; and $222,442 in FY 2021-22…”

At the end of FY 2021-22, the “Service Gap” will be eliminated. Finally, the Agreement includes a “Balancing Account” that is held by the County and is a function of the cost of actual services provided being less (or more) than the contracted amount. This account accumulates year over year--to the extent the cost of actual services is less than the contract amount. The fund can be used at the City’s discretion. Historically, the funds may have been used for one-time expenditures to benefit public safety. Last year, due to the economic crisis facing the City, the City requested $1,143,023 be returned from the account to the City and those funds were used to balance the City’s General Fund budget. This year, the City will also be requesting $390,000 to assist with balancing the City’s FY 2021-22 General Fund Budget. Amendment Thirteen replaces Exhibit A-1, Exhibit B (Rates/Payments) and Exhibit B-1 (Calculated Rates) to reflect the increased charges for FY 21-22. ATTACHMENT:

1. Resolution authorizing the City Manager to execute Amendment Thirteen to the Agreement for Law Enforcement Services with the San Mateo County Sheriff’s Office

2. Amendment Thirteen to the Agreement for Law Enforcement Services 3. Amendment Eleven to the Agreement for Law Enforcement Services 4. 2011 Contract with the Sheriff’s Department for Law Enforcement Services

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A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HALF MOON BAY AUTHORIZING THE CITY MANAGER TO EXECUTE AMENDMENT NO. THIRTEEN TO THE LAW ENFORCEMENT

SERVICES AGREEMENT WITH THE COUNTY OF SAN MATEO

WHEREAS, in 2011, the City of Half Moon Bay entered into an agreement with the County of San Mateo to provide Law Enforcement Services for the City; and

WHEREAS, the Agreement has been amended twelve times to extend the term, increase service levels, and increase the charges. In 2019, Amendment Eleven extended the term through June 30, 2022; and

WHEREAS, the City and County desire to further amend the agreement to account for

annual cost of living increases for FY 21-22.

NOW, THEREFORE, BE IT RESOLVED THAT the City Council of the City of Half Moon Bay hereby authorize the City Manager to execute Amendment No. Thirteen to the Law Enforcement Services Agreement between the County of San Mateo and the City of Half Moon Bay.

***************************************************************** I, the undersigned, hereby certify that the foregoing Resolution was duly passed and adopted on the 1st day of June, 2021 by the City Council of Half Moon Bay by the following vote: AYES, Councilmembers:





345

AMENDMENT NO. 13 I AGREEMENT FOR LAW ENFORCEMENT SERVICES

San Mateo County Sheriff’s Office I City of Half Moon Bay

AMENDMENT THIRTEEN

AGREEMENT FOR LAW ENFORCEMENT SERVICES

BETWEEN THE COUNTY OF SAN MATEO AND CITY OF HALF MOON BAY

This THIRTEENTH AMENDMENT to the Agreement for Law Enforcement Services, dated for

reference purposes only as of May 17, 2021, is made between the County of San Mateo,

hereinafter referred to as “County” and the City of Half Moon Bay, hereinafter referred to as “City.”

* * * * *

W I T N E S S E T H

WHEREAS, on June 7, 2011, County and City entered into an Agreement (County Resolution No. 071462)

for the performance of the agreed upon law enforcement services within the City’s boundaries by the County

through the Sheriff; and

WHEREAS, in May 2012, Amendment One to the Law Enforcement Services Agreement was approved

which revised the date in which the County would provide City with proposed rates for the following contract

year; reconfigured the Community Service Officer (CSO) position from two part-time positions to one full-

time position; and updated Exhibits B and B-1 with the rates for FY 2012-13; and

WHEREAS, in September 2012, Amendment Two to the Agreement was approved which revised Exhibit B-1

Calculated Rates, incorporating overtime rates for the positions specified in the contract; and

WHEREAS, in April 2013, Amendment Three (County Resolution No. 072445) to the Agreement was

approved which added language related to the City’s responsibility for the Unfunded Actuarial Accrued

Liabilities component of retirement costs; and

WHEREAS, in April 2013, Amendment Four to the Agreement was approved, updating the rates and

payments for FY 2013-14; and

WHEREAS, in March 2014, Amendment Five to the Agreement was approved, updating the rates

and payments for FY 2014-15; and

WHEREAS, in October 2015, Amendment Six to the Agreement was approved, updating the payments

and rates for FY 2015-16; and

WHEREAS, in April 2016, Amendment Seven to the Agreement was approved which revised the

assigned personnel by removing one Lieutenant position and adding a Captain position; and

WHEREAS, in April 2016, Amendment Eight to the Agreement was approved, extending the term to June 30,

2019 and updating the payments and rates for FY 2016-17; and

WHEREAS, in May 2017, Amendment Nine to the Agreement was approved, updating the rates and


WHEREAS, in June 2018, Amendment Ten to the Agreement was approved, updating the rates and


WHEREAS, in previous contracts/amendments the County has provided the City a 9% deputy service

credit that the City and County agree based on data analysis should be eliminated over the next three

DocuSign Envelope ID: A0282C81-86ED-42DB-803B-3A8E514B8B96

346



years, beginning with a $150,000 credit reduction in FY 2019-20; $186,221 in FY 2020-21; and $222,442

in FY 2021-22; and

WHEREAS, in June 2019, Amendment Eleven was approved which added language noting that the City’s beach

and park areas are enforcement priority areas during the summer months; extended the term three (3) years

to June 30, 2022; and incorporated the agreed upon FY 2019-20 rates, which included the aforementioned

credit reduction and an increase in patrol vehicles, set forth in Exhibits B and B-1; and

WHEREAS, in May 2020, Amendment Twelve was approved which incorporated the agreed upon FY 2020-21

rates set forth in Exhibits B and B-1; and

WHEREAS, both parties now wish to further amend the Law Enforcement Services Agreement to

incorporate the FY 2021-22 Selection of Personnel set forth in Exhibit A-1 and the FY 2021-22 rates set

forth in Exhibits B and B-1.

Now, therefore, it is hereby agreed by the parties hereto as follows:

1. “Exhibit A-1 Assignment/Selection of Personnel”, is hereby deleted in its entirety and replaced with

“Exhibit A-1 - FY 2021-22 Assignment/Selection of Personnel” and is attached hereto and

incorporated herein by reference.

2. “Exhibit B - FY 2020-21 Rates / Payments”, to the Agreement is hereby deleted in its entirety and

replaced with “Exhibit B - FY 2021-22 Rates / Payments”, attached hereto and incorporated herein by

reference.

3. “Exhibit B-1 - FY 2020-21 Calculated Rates”, to the Agreement is hereby deleted in its entirety and

replaced with “Exhibit B-1 - FY 2021-22 Calculated Rates”, attached hereto and incorporated herein by

reference.

4. This Amendment Thirteen is hereby incorporated and made a part of the original Agreement and subject

to all provisions therein. All other terms of the original Agreement and prior amendments not in conflict

with Amendment Thirteen remain in effect and are incorporated by reference.


347

AMENDMENT 13 | AGREEMENT FOR LAW ENFORCEMENT SERVICES San Mateo County Sheriff’s Office | City of Half Moon Bay

IN WITNESS WHEREOF, the parties hereto, by their duly authorized representatives, have affixed

their hands.

COUNTY OF SAN MATEO A Political Sub-division of the

State of California

BY:

SHERIFF CARLOS G. BOLANOS

DATE:


BY: ,

BOB NISBET, CITY MANAGER

DATE:

APPROVED AS TO FORM

CITY ATTORNEY

ATTEST:

BY:

CITY CLERK


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AMENDMENT 13 | AGREEMENT FOR LAW ENFORCEMENT SERVICES San Mateo County Sheriff’s Office | City of Half Moon Bay Exhibit A-1

EXHIBIT A – 1 FY 2021-22

ASSIGNMENT / SELECTION OF PERSONNEL Agreement for Law Enforcement Services between the County of San Mateo and City of Half Moon Bay

1. ASSIGNMENT OF PERSONNEL.

1.1 FY 2021-22 ASSIGNED PERSONNEL. The Coastside patrol units will function as one unit, all necessary Sheriff's Office resources will be made available to handle emergency police services within the City and in the neighboring unincorporated areas.

ASSIGNED POSITIONS # of FTE

Captain (Chief) 0.50

Sergeant 0.46

Deputy 8.00

Detective 0.11

Community Service Officer 0.80

Records Technician 1.00

TOTAL ASSIGNED FTE 10.87

2. ASSIGNMENT OF SPECIFIC PERSONNEL.

2.1 Sheriff will utilize its current Coastside School Resource Officer (SRO) to work with the schools within the City limits. Additional programming may be provided by the Sheriff’s Activity League (SAL). Sheriff shall notify City if such service shall be eliminated.

2.2 The specific personnel assigned to the City shall be at the Sheriff’s discretion in consultation with the City Manager. The City Manager may request reassignment of personnel assigned to the City at any time. The Sheriff and City Manager shall meet and confer regarding the request within ten (10) days. Any decision of the Sheriff following such a conference shall be final.


349

AMENDMENT 13 | AGREEMENT FOR LAW ENFORCEMENT SERVICES San Mateo County Sheriff’s Office | City of Half Moon Bay Exhibit B

EXHIBIT B FY 2021-22

RATES / PAYMENTS Agreement for Law Enforcement Services between the County of San Mateo and City of Half Moon Bay

In consideration of the services described in Exhibit A and Exhibit A-1, City shall pay as follows:

1. CHARGES FOR SERVICES.

1.1 City shall pay County for services described in this Agreement as calculated by the formulas set forth in Exhibit B-1.

1.2 Exhibit B and Exhibit B-1 will be amended annually as set forth in Section 3 of this Agreement.

2. INVOICING / BILLING. 2.1 On a quarterly basis in accordance with Section 3 below, Sheriff’s Office Fiscal Services Bureau shall

submit an invoice to City.

2.2 Payments and questions regarding invoicing shall be directed to the Sheriff’s Office Financial Services

Manager at (650) 599-1778 or be mailed to:

San Mateo County Sheriff’s Office

Fiscal Services Bureau

400 County Center, 3rd Floor

Redwood City, CA 94063

3. PAYMENTS.

3.1 Total charges due for the period of July 1, 2021 through June 30, 2022 are $3,942,950.00.

Invoices will be issued according to the following schedule:

Invoice Issued Amount

July 1, 2021 $985,737.50

October 1, 2021 $985,737.50

January 1, 2022 $985,737.50

April 1, 2022 $985,737.50

NOTE: UAAL Credits are not reflected in above amounts.

3.2 Future Fiscal Year payments will be in accordance with the revised Exhibit B-1 effective July 1 of

each year. City’s payment of each quarterly invoice from the County will be due 30 days after

City’s receipt of the subject quarterly invoice for the remainder of the duration of the Agreement.

3.3 The total charges for services performed pursuant to this Agreement will increase no more than

3% each year. However, the parties understand that under no circumstances will the County ever

be required by this Agreement to provide services, the total annual cost of which to the County

exceeds the total annual amount paid by the City. Accordingly, in the event that the annual

charges for services performed pursuant to this Agreement are insufficient to cover the County's

annual cost of providing them, the parties agree that the County may reduce the level of service

provided to the extent necessary to ensure that the County's costs do not exceed the amount paid

by the City. The County will meet and confer with the City to determine the nature of any service

reductions required by this provision. However, the ultimate decision as to how County resources

are reallocated will lie with the Sheriff.


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AMENDMENT 13 | AGREEMENT FOR LAW ENFORCEMENT SERVICES San Mateo County Sheriff’s Office | City of Half Moon Bay Exhibit B

4. BOOKING / MESSAGE SWITCH/FORENSIC LABORATORY FEES.

4.1 City shall not be responsible for paying Jail Access Fees, Booking Fees, Message Switch Fees or

Forensic Laboratory Fees to the County.

5. OTHER PAYMENTS.

5.1 City will continue to be responsible for payments to/for the following services to the extent that

the City opts to utilize the service:

• Community Overcoming Relationship Abuse (aka CORA)

• First Chance

• Peninsula Humane Society

• Dispatch Services provider

6. JOINT POWERS AGREEMENTS.

6.1 City shall continue to be responsible for fees set forth in the Joint Powers Agreements pertaining to the Narcotics Task Force (NTF) and Office of Emergency Services (OES).


351

1

San Mateo County Sheriff's Office

Half Moon Bay Law Enforcement Services

FY 2021-22 Budget

Position

Count

Employee

Salaries

Employee

Overtime

Employee

Benefits

Total

Expenses

BASIC LAW ENFORCEMENT SERVICES:

PERSONNEL COSTS:Deputy Sheriff - Day 4.00 558,843$ 163,623$ 615,883$ 1,338,349$ Deputy Sheriff - Night 4.00 588,137$ 172,200$ 643,763$ 1,404,101$ Investigative Deputy Sheriff-Detective 0.11 16,582$ -$ 16,209$ 32,792$ Sergeant - Day 0.23 38,241$ 12,189$ 41,623$ 92,054$ Sergeant - Night 0.23 40,192$ 12,811$ 43,500$ 96,504$

0.50 113,022$ -$ 104,831$ 217,852$ Community Services Officer 0.80 56,456$ 8,143$ 41,022$ 105,621$ Records Technician 1.00 67,957$ -$ 49,269$ 117,227$

PERSONNEL COSTS - TOTAL: 10.87 1,479,431$ 368,966$ 1,556,102$ 3,404,499$

OPERATING COSTS:Uniform Allowances 9,636$ Office Supplies & Miscellaneous Expenses 27,266$ Equipment Maintenance 75,770$ Training Expenses 7,834$ Radio and Communications Charges 16,883$ Information Services Charges 35,411$ Vehicle Maintenance & Replacement Costs 135,650$ HR and Risk Management Service Charges 37,667$ Support Services 192,334$

OPERATING COSTS - TOTAL: 538,451$

TOTAL COST OF BASIC LAW ENFORCEMENT SERVICES: 3,942,950$

CalPERS UAAL Credit (Actual credit subject to limitations outlined in the contract) (612,617)$

TOTAL ADJUSTED COST OF BASIC LAW ENFORCEMENT SERVICES: 3,330,333$

Captain

EXHIBIT B-1FY 2021-22

CALCULATED RATESAgreement for Law Enforcement Services between the County of San Mateo and City of Half Moon Bay

CALCULATED RATES FOR FY 2021-22.

Exhibit B-1San Mateo County Sheriff's Office I City of Half MoonBayAMENDMENT 13 | AGREEMENT FOR LAW ENFORCEMENT SERVICES

.


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AMENDMENT 13 | AGREEMENT FOR LAW ENFORCEMENT SERVICES San Mateo County Sheriff’s Office | City of Half Moon Bay Exhibit B-1

2. OVERTIME RATES.

2.1. The estimated overtime hourly rates for supplemental services described in Exhibit A (Section 1.1.4), are as follows:

FY 2021-22 Estimated Supplemental Overtime for Special Events

Position Overtime Rate

Admin Sergeant (Day) $180.28

Sergeant (84 Plan Day) $180.10

Sergeant (84 Plan Night) $189.29

Detective Sergeant (Day) $189.03

Deputy Sheriff (84 Plan Day) $145.29

Deputy Sheriff (84 Plan Night) $152.90

K-9 Deputy Sheriff (84 Plan Day) $152.90

K-9 Deputy Sheriff (84 Plan Night) $160.52

Motorcycle Deputy $152.90

Detective Deputy Sheriff $152.87

Community Services Officer II $58.67

Community Services Officer II (Extra-Help) $56.96

Legal Office Specialist (Day) $64.87

Sheriff Criminal Records Supervisor $78.19

Criminal Records Tech II (Day) $56.51

Property Officer II $70.85


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Certificate Of CompletionEnvelope Id: A0282C8186ED42DB803B3A8E514B8B96 Status: Sent

Subject: Please DocuSign: City of Half Moon Bay - Amendment to Law Enforcement Services Agreement

Source Envelope:

Document Pages: 8 Signatures: 0 Envelope Originator:

Certificate Pages: 5 Initials: 0 Veronica Ruiz

AutoNav: Enabled

EnvelopeId Stamping: Enabled

Time Zone: (UTC-08:00) Pacific Time (US & Canada)

400 County Ctr

Redwood City, CA 94063-1662

[email protected]

IP Address: 104.129.192.69

Record TrackingStatus: Original

5/20/2021 9:53:47 AM

Holder: Veronica Ruiz

[email protected]

Location: DocuSign

Signer Events Signature TimestampCatherine Engberg

[email protected]

Security Level: Email, Account Authentication (None)

Sent: 5/20/2021 10:17:49 AM

Viewed: 5/20/2021 10:29:52 AM

Electronic Record and Signature Disclosure: Accepted: 5/20/2021 10:29:52 AM ID: 66e37c1b-dc23-4c6c-9fc7-32f2fc4e1a1d

Bob Nisbet

[email protected]


Electronic Record and Signature Disclosure: Not Offered via DocuSign

Jessica Blair

[email protected]



Carlos Bolanos

[email protected]



In Person Signer Events Signature Timestamp

Editor Delivery Events Status Timestamp

Agent Delivery Events Status Timestamp

Intermediary Delivery Events Status Timestamp

Certified Delivery Events Status Timestamp

Carbon Copy Events Status Timestamp

354

Carbon Copy Events Status TimestampEd Wood

[email protected]


Sent: 5/20/2021 10:17:47 AM


Pam Deal

[email protected]

Finance Director


Sent: 5/20/2021 10:17:48 AM

Viewed: 5/20/2021 10:35:27 AM

Electronic Record and Signature Disclosure: Accepted: 5/20/2021 9:15:09 AM ID: eb33c2eb-c384-4c4a-9ec4-9320c15287d1

Saul Lopez

[email protected]


Sent: 5/20/2021 10:17:48 AM

Viewed: 5/20/2021 1:24:21 PM


Stacey Stevenson

[email protected]


Sent: 5/20/2021 10:17:48 AM

Viewed: 5/21/2021 12:25:35 PM


Veronica Ruiz

[email protected]

Management Analyst

County of San Mateo


Sent: 5/20/2021 10:17:47 AM

Viewed: 5/20/2021 10:19:01 AM


Witness Events Signature Timestamp

Notary Events Signature Timestamp

Envelope Summary Events Status TimestampsEnvelope Sent Hashed/Encrypted 5/20/2021 10:17:48 AM

Payment Events Status Timestamps

Electronic Record and Signature Disclosure

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Electronic Record and Signature Disclosure created on: 8/31/2015 5:58:12 PMParties agreed to: Catherine Engberg, Pam Deal

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AMENDMENT ELEVEN AGREEMENT FOR LAW ENFORCEMENT SERVICES

BETWEEN THE COUNTY OF SAN MATEO AND CITY OF HALF MOON BAY

This ELEVENTH AMENDMENT to the Agreement for Law Enforcement Services, dated for

reference purposes only as of June 3, 2019, is made between the County of San Mateo,

hereinafter referred to as “County” and the City of Half Moon Bay, hereinafter referred to as “City.”

* * * * *

W I T N E S S E T H

Whereas, on June 7, 2011, County and City entered into an Agreement (County Resolution No. 071462) for

the performance of the agreed upon law enforcement services within the City’s boundaries by the County

through the Sheriff; and

Whereas, in May 2012, Amendment One to the Law Enforcement Service Agreement was approved which

revised the date in which the County would provide City with proposed rates for the following contract year;

reconfigured the Community Service Officer (CSO) position from two part-time positions to one full-time

position; and updated Exhibits B and B-1 with the rates for FY 2012-13; and

Whereas, in September 2012, Amendment Two to the Agreement was approved which revised Exhibit B-1

Calculated Rates, incorporating overtime rates for the positions specified in the contract; and

Whereas, in April 2013, Amendment Three (County Resolution No. 072445) to the Agreement was approved

which added language related to the City’s responsibility for the Unfunded Actuarial Accrued Liabilities

component of retirement costs; and

Whereas, in April 2013, Amendment Four to the Agreement was approved, updating the rates and payments

for FY 2013-14; and

Whereas, in March 2014, Amendment Five to the Agreement was approved, updating the rates and


Whereas, in October 2015, Amendment Six to the Agreement was approved, updating the payments and

rates for FY 2015-16; and

Whereas, in April 2016, Amendment Seven to the Agreement was approved which revised the assigned

personnel by removing one Lieutenant position and adding a Captain position; and

Whereas, in April 2016, Amendment Eight to the Agreement was approved, extending the term to June 30,

2019 and updating the payments and rates for FY 2016-17; and

Whereas, in May 2017 Amendment Nine to the Agreement was approved, updating the rates and payments

for FY 2017-18; and

Whereas, in June 2018 Amendment Ten to the Agreement was approved, updating the rates and payments

for FY 2018-19; and

Whereas, in previous contracts/amendments the County has provided the City a 9% deputy service credit

that the City and County agree based on data analysis should be eliminated over the next three years,

beginning with a $150,000 credit reduction in FY 2019-20; $186,221 in FY 2020-21; and $222,442 in FY

2021-22; and

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Whereas, both parties now wish to further amend the Law Enforcement Services Agreement to include

language noting that the City’s beach and park areas are enforcement priority areas during the summer

months; extending the term three (3) years to June 30, 2022; and incorporating the agreed upon FY 2019-20

rates, which include the aforementioned credit reduction and an increase in patrol vehicles, set forth in Exhibits

B and B-1.

Now, therefore, it is hereby agreed by the parties hereto as follows:

1. Section 4 (Term) of the Agreement is hereby deleted in its entirety and replaced with the following:

4. TERM.

4.1 This Agreement shall be in full force and effect from JUNE 12, 2011 to JUNE 30, 2022.

4.2 This Agreement includes the option for City and County to renew for one additional three-

year period, to June 30, 2025, by mutual agreement. In order to exercise an option to

renew, each party shall notify the other no later than September 30 of the year prior to the

expiration of the subject term of their desire for Sheriff’s Office to continue to provide law

enforcement services within the territorial limits of City. Any such renewals shall be

governed by this Agreement and amendments hereto.

2. “Exhibit A - Services”, to the Agreement is hereby deleted in its entirety and replaced with “Exhibit A,

Section 1 - Description of Services Provided by County (Revised June 2019)”, attached hereto and

incorporated herein by reference.

3. “Exhibit B - Rates / Payments FY 2018-19”, to the Agreement is hereby deleted in its entirety and

replaced with “Exhibit B - FY 2019-20 Rates / Payments”, attached hereto and incorporated herein by

reference.

4. “Exhibit B-1 - Calculated Rates FY 2018-19”, to the Agreement is hereby deleted in its entirety and

replaced with “Exhibit B-1 - FY 2019-20 Calculated Rates”, attached hereto and incorporated herein by

reference.

5. This Amendment Eleven is hereby incorporated and made a part of the original Agreement and subject

to all provisions therein. All other terms of the original Agreement and prior amendments not in conflict

with Amendment Eleven remain in effect and are incorporated by reference.

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IN WITNESS WHEREOF, the parties hereto, by their duly authorized representatives, have affixed their hands.

COUNTY OF SAN MATEO

SHERIFF’S OFFICE BY:

SHERIFF CARLOS G. BOLANOS

DATE:

CITY OF HALF MOON BAY BY:

BOB NISBET, CITY MANAGER

DATE:

APPROVED AS TO FORM

CITY ATTORNEY

ATTEST:

BY:

CITY CLERK

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EXHIBIT A

San Mateo County Sheriff’s Office / City of Half Moon Bay

EXHIBIT A – SERVICES Agreement for Law Enforcement Services between the

County of San Mateo and City of Half Moon Bay

In consideration of the payments set forth in Exhibit B and Exhibit B-1, County shall provide City with the

following services:

1. DESCRIPTION OF SERVICES PROVIDED BY COUNTY (REVISED JUNE 2019)

1.1 LAW ENFORCEMENT SERVICES.

1.1.1 The County agrees to provide general law enforcement services within the corporate limits of the City through the San Mateo County Sheriff’s Office (“Sheriff’s Office”) as set forth in this Agreement (“Services”), including:

• All‐inclusive patrol services 24 hours a day, 365 days a year within the incorporated city limits of Half Moon Bay

• All management and oversight associated with providing law enforcement services

• All activities associated with personnel, including recruitment and training

• Response to high priority calls‐for‐service within four (4) minutes or less

• Conduct all criminal investigations

• Function as the City’s lead in matters involving training and management in the Department’s Operations Center

• Maintenance of all records, police reports, and required/related documents

• Maintenance and management of the property/evidence function

• Court Liaison duties and responsibilities

• In addition to the foregoing, the Sherriff’s Office has a K-9 Unit and the Special Weapons and Tactics (SWAT) Team available to the City, when deemed necessary.

1.1.2 Except as otherwise specifically set forth in this Agreement, the Services shall only encompass duties and functions of the type coming within the jurisdiction of and customarily rendered by the Sheriff’s Office under the County Charter, the statutes of the State of California, and under the City municipal codes.

1.1.3 City Ordinance violations will be used for the issuance of parking citations, and any other violations of City ordinances when feasible and practicable.

1.1.3.1 City will continue contracting with an outside vendor for processing of parking citations.

1.1.4 Services performed hereunder may include, if requested by the City pursuant to Section 2.2 of this Agreement, supplemental security support, supplemental sworn officer support, and supplemental professional civilian support staff, at additional cost to the City.

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EXHIBIT A


1.1.4.1 Special Events – The Records Supervisor assigned to the Half Moon Bay substation will be the point of contact for Special Events including, but not limited to, the Pumpkin Festival, Night of Lights, Rock the Block, 4th of July Parade and Chamarita. The Sheriff’s Lieutenant assigned to the Half Moon Bay Substation will assist the Records Supervisor in determining costs for Special Events and coordinate with other City Departments as necessary. The Sheriff’s Office will provide supplemental support for these events at additional cost as outlined in Exhibit B-1.

1.1.4.2 During the summer months (Memorial Day Weekend through Labor Day Weekend), the Police Chief shall consider the City’s beach and park areas to be an enforcement priority and shall make resource, deployment, and staffing decisions with that in mind. Within the confines of the staffing model and budget outlined in the current contract, the Police Chief will use a variety of tactics to maintain law and order at the beaches and parks, including but not limited to: routine patrols, increased patrols, redeployment of on-duty patrol force, foot patrols, overtime details at peak hours, electronic sign boards, use of the Crime Suppression Unit, etc. The Police Chief will retain the right to provide general police services within the policy guidelines and practices of the Sheriff’s Office which establishes priorities for deputies when receiving multiple calls and when responding to more serious crimes or emergencies in progress.

1.2 SUPPORT SERVICES.

1.2.1 County shall allocate support services to the City based on a per employee basis and shall include the following:

• Property – provides property and evidence management including receiving found property and the safekeeping and proper disposal of all property turned in as evidence

• Training – provides for state mandated training and in service training.

• Technical Services – provides technical support in matters relating to information technology

• Records – maintains law enforcement records and provides copies of reports to the public

• Fiscal Services – provide accounts payable, accounts reeivable, budget, general accounting and contract services

• Personnel/Human Resources – provides recruitment and hiring services including the administration of exams, review of criminal history, drivers license history, credit history and thorough background investigations, including those required for licensing and permits

1.2.2 Issuance of Licenses / Permits. The County Records Supervisor assigned to the Half Moon Bay Substation shall be responsible for issuing the following licenses and permits, without limitation, and for collecting all fees therefor using the City’s Fee Schedule:

• Massage Establishments

• Massage Technicians

• Taxi Cabs

• Solicitors

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EXHIBIT A


• Fortune Tellers

• Fishing Licenses

• Bingo

• Residential Parking Permits 1.2.3 County Staff shall assist with the required background investigations for applicable

licenses and/or permits listed above.

1.2.4 Alarm Permit & Response Fees. City shall remain responsible for the actual billing and collection of Alarms Permit and Response revenue. County administrative staff provided to the City will maintain and forward the necessary information to City’s Finance Department for the billing and collection of said revenue upon request of City.

1.2.5 Records Fees. Sheriff’s Records Bureau located at 400 County Center will be available to perform the necessary services and collect fees according to the County’s fee schedule on behalf of City for the following:

• Vehicle Release Fee • Crime Reports

• Accident Reports • Good Conduct Letters

1.2.6 Fees collected at 400 County Center will remain revenue of County. Fees collected on behalf of City by the contracted Records Supervisor in accordance with the City’s fee schedule shall remain revenue of City

2. ADMINISTRATION OF PERSONNEL.

2.1 The rendition of the services performed by the Sheriff’s Office, the standards of performance, the discipline of personnel, and other matters incident to the performance of such services and the control of personnel so employed shall remain with the County.

2.2 All City employees who work in conjunction with the Sheriff’s Office pursuant to this Agreement shall remain employees of the City and shall not have any claim or right to employment, civil service protection, salary, or benefits or claims of any kind from the County based on this Agreement.

2.3 All County employees who work in conjunction with the City pursuant to this Agreement shall remain employees of the County and shall not have any claim or right to employment, civil service protection, salary, or benefits or claims of any kind from the City based on this Agreement.

3. DEPLOYMENT OF PERSONNEL.

3.1 Services hereunder shall be developed in conjunction with the Sheriff and performed in accordance with Exhibit A-1.

3.2 Exhibit A-1 will be mutually revised and executed by City Manager and Sheriff, or their respective designees, as an amendment to Exhibit A-1 each year before each July 1. Failure of the parties to reach agreement by July 1 will allow either party to terminate the Agreement by written notice.

3.3 In the event that City wishes to decrease Services, City shall notify County in writing. The County will consider and respond to the request within 60 days. Any significant changes will be documented in writing and mutually agreed upon by both City and County.

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EXHIBIT A


3.4 The Sheriff shall have the signatory authority to approve such future amendments, on behalf of the County, provided said changes in Services are fully reimbursable to County.

4. REPORTS.

4.1 The Sheriff or Sheriff’s designee shall report quarterly to the City Council, at the City Manager’s discretion, all violations of law within City’s borders coming to the Sheriff’s attention. Quarterly statistical reports will be provided to City by the Sheriff or Sheriff’s designee. Reports shall include the following information:

• Service related complaints • Average response time to high/low priority calls for service • Comparative analysis (year-to-year) crime trends • Arrests and related statistics • Breakdown of calls for service, including Deputy initiated activity • Analysis of the actual time spent by County employees working within

the City limits and unincorporated areas of the County per the cost apportionment to the extent County has the technological capabilities to track and extract such data.

4.2 Upon commencement of this contract, the Sheriff or Sheriff’s designee shall meet with the City Manager or his or her designee every six (6) months to discuss contract issues and performance measures.

4.3 County shall conduct a community law enforcement satisfaction survey and report the results to City annually.

5. UNIFORMS & INSIGNIA.

5.1 Personnel performing such law enforcement services as herein provided shall be in the prescribed uniform of the San Mateo County Sheriff’s Office during the performance of their duties.

5.2 If the City should desire any customization of uniforms or insignia relative to services provided, the City shall notify Sheriff of same, and the Sheriff in his sole discretion may decide whether it is feasible and agreeable to do so. In that case, the cost of modification to uniforms and/or insignia shall be borne by the City.

6. CITY OBLIGATIONS.

6.1 City shall furnish at its own cost and expense all necessary office space, furniture and furnishings, janitorial service and utilities as set forth in Section 6.4.1 below, in order for the Sheriff to maintain a substation office in the City. The area to be utilized for the substation at the time the Agreement commences will be located at 537 Kelly Avenue, Half Moon Bay. The City reserves the right in the future to choose a location other than 537 Kelly Avenue, Half Moon Bay. However, in the event that the City does choose an alternate location, the City will be responsible for reimbursing the County for all reasonable costs incurred by County in moving the County's operations to the new location.

6.2 It is expressly understood that Half Moon Bay Substation may be used by the Sheriff or the County of San Mateo in connection with the performance of incidental duties in territory outside of City and adjacent thereto, provided, however, that should County utilize the

365

EXHIBIT A


Half Moon Bay Substation for substantial purposes other than the provision of Services pursuant to this Agreement, the parties will negotiate fair compensation to City for costs to City attributable to such use.

6.3 In all instances where special supplies, stationery, notices, forms, and the like must be issued in the name of City, the same shall be supplied by said City at its own cost and expense.

6.4 UTILITIES.

6.4.1 City shall directly pay all charges for utilities to be provided to the Half Moon Bay Substation, with the exception of telephone and internet monthly service fees, including, but not limited to: water, sewer, electric, gas, pest control, janitorial services, and trash collection.

6.4.2 County shall pay all service charges for telephone and internet services for the substation in the City.

6.5 MAINTENANCE.

6.5.1 City shall perform all routine, day-to-day maintenance and repairs to the Half Moon Bay Substation. Performance of and payment for non-routine maintenance and repairs will be by mutual agreement of County and City.

6.5.2 The maintenance and repairs authorized by this section are intended solely to maintain the Half Moon Bay Substation in good working order and in the condition intended by the parties before and after completion of the improvements and refurbishment contemplated by this Agreement, normal wear and tear excepted.

6.5.3 The Sheriff may recommend improvements to the Half Moon Bay Substation. Performance of and payment for improvements will be by mutual agreement of County and City.

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EXHIBIT B-1 - FY 2019-20 CALCULATED RATES

Law Enforcement Services Agreement: County of San Mateo | City of Half Moon Bay

EXHIBIT B FY 2019-20

RATES / PAYMENTS Agreement for Law Enforcement Services between the County of San Mateo and City of Half Moon Bay

In consideration of the services described in Exhibit A and Exhibit A-1, City shall pay as follows:

1. CHARGES FOR SERVICES.

1.1 City shall pay County for Services described in this Agreement as calculated by the formulas set forth in

Exhibit B-1.

1.2 Exhibit B and Exhibit B-1 will be amended annually as set forth in Section 3 of this Agreement.

2. INVOICING / BILLING. 2.1 On a quarterly basis in accordance with Section 3 below, Sheriff’s Office Fiscal Services Bureau shall

submit an invoice to City.

2.2 Payments and questions regarding invoicing shall be directed to the Sheriff’s Office Fiscal Services

Bureau at (650) 599-1531 or be mailed to:

San Mateo County Sheriff’s Office

Fiscal Services Bureau

400 County Center, 3rd Floor

Redwood City, CA 94063

3. PAYMENTS.

3.1 Total charges due for the period of July 1, 2019 through June 30, 2020 are $3,469,793.00. Invoices

will be issued according to the following schedule:

Invoice Issued: Amount

July 1, 2019 $867,448.25

October 1, 2019 $867,448.25

January 1, 2020 $867,448.25

April 1, 2020 $867,448.25

NOTE: UAAL Credits are not reflected in above amounts.

3.2 Future Fiscal Year payments will be in accordance with the revised Exhibit B-1 effective July 1 of each

year. City’s payment of each quarterly invoice from the County will be due 30 days after City’s receipt

of the subject quarterly invoice for the remainder of the duration of the Agreement.

3.3 The total charges for services performed pursuant to this Agreement will increase no more than 3%

each year. However, the parties understand that under no circumstances will the County ever be

required by this Agreement to provide services, the total annual cost of which to the County exceeds

the total annual amount paid by the City. Accordingly, in the event that the annual charges for services

performed pursuant to this Agreement are insufficient to cover the County's annual cost of providing

them, the parties agree that the County may reduce the level of service provided to the extent

necessary to ensure that the County's costs do not exceed the amount paid by the City. The County

will meet and confer with the City to determine the nature of any service reductions required by this

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provision. However, the ultimate decision as to how County resources are reallocated will lie with the

Sheriff.

3.4 If a vacancy occurs in a civilian position listed in Section 1.1 of Exhibit A-1, City shall receive credit for

the duration of time the position remains un-filled. Such credit(s) shall be reflected in the quarterly

invoice(s), to City from the County, subsequent to the quarter in which the vacancy occurred.

4. BOOKING / MESSAGE SWITCH/FORENSIC LABORATORY FEES.

4.1 City shall not be responsible for paying Jail Access Fees, Booking Fees, Message Switch Fees or

Forensic Laboratory Fees to the County.

5. OTHER PAYMENTS.

5.1 City will continue to be responsible for payments to/for the following services to the extent that the City

opts to utilize the service:

• Community Overcoming Relationship Abuse (aka CORA)

• First Chance

• Peninsula Humane Society

• Dispatch Services provider

6. JOINT POWERS AGREEMENTS.

6.1 City shall continue to be responsible for fees set forth in the Joint Powers Agreements pertaining to the

Narcotics Task Force (NTF) and Office of Emergency Services (OES).

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EXHIBIT B-1

FY 2019-20

CALCULATED RATES Agreement for Law Enforcement Services between the County of San Mateo and City of Half Moon Bay

1. CALCULATED RATES FOR FY 2019-20. San Mateo County Sheriff's Office

Half Moon Bay Law Enforcement: Recommended Budget FY 2019-20

Service Description

Employee

Salaries

@ 12-Plan

Employee

Benefits Workers

Comp

Insurance

Night Shift

Pay

Leave and

Overtime Other Costs (training,

uniforms, experience

pay, etc.)

Total Personal

Costs

Direct Operating

Expense

Total Costs

Patrol Services (2) Deputies: Team 1 0600-1800 $241,309 $217,650 $25,385 --- $91,732 $27,321 $603,397 $603,397 (2) Deputies: Team 2 0600-1800 $241,309 $217,650 $25,385 --- $91,732 $27,321 $603,397 $603,397 (2) Deputies: Team 3 1800-0600 $241,309 $226,711 $26,703 $13,851 $96,497 $27,321 $632,394 $632,394 (2) Deputies: Team 4 1800-0600 $241,309 $226,711 $26,703 $13,851 $96,497 $27,321 $632,394 $632,394 Parking/Abandoned Vehicles/Other (1) Community Services Officer (CSO) @ 80% $46,825 $35,485 $304 --- --- $520 $83,134 $83,134

Investigative Services (1) Detective @ 11.28% $12,962 $12,780 $1,505 --- --- $2,961 $30,208 $30,208

Supervision (1) Team 1 Sergeant 0600-1800 @ 11.28% $17,269 $15,147 $1,850 $0 $5,729 $2,271 $42,264 $42,264 (1) Team 2 Sergeant 0600-1800 @ 11.28% $17,269 $15,147 $1,850 $0 $5,729 $2,271 $42,264 $42,264 (1) Team 3 Sergeant 1800-0600 @ 11.28% $17,269 $15,795 $1,944 $991 $6,021 $2,271 $44,291 $44,291 (1) Team 4 Sergeant 1800-0600 @ 11.28% $17,269 $15,795 $1,944 $991 $6,021 $2,271 $44,291 $44,291 Support (1) Records Supervisor $85,363 $56,690 $587 --- --- $650 $143,290 $143,290 Administration Chief (Captain) @ 50% $100,976 $86,308 $10,850 --- --- $13,490 $211,624 $211,624 Total Personnel Costs $1,280,437 $1,141,870 $125,009 $29,685 $399,959 $135,989 $3,112,949 $3,112,949

Vehicles Patrol Vehicles - Per Mile Charge 5 Patrol Cars and 1 Truck $73,200 $73,200 Patrol Vehicles - Annual Replacement Charge 4 Patrol Cars and 1 Truck $54,272 $54,272

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Service Description

Employee

Salaries

@ 12-Plan

Employee

Benefits Workers

Comp

Insurance

Night Shift

Pay

Leave and

Overtime Other Costs (training,

uniforms, experience

pay, etc.)

Total Personal

Costs

Direct Operating

Expense

Total Costs

Allocated Share of Patrol Costs Radio and Communications (11 portable radios) $13,167 $13,167 Information Service Charges $34,481 $34,481 Service Charges $15,640 $15,640 Safety Equipment Maintenance and Replacement $7,600 $7,600 Office Supplies and Miscellaneous Expenses $29,270 $29,270 In-Car Computer/Video (annual cost) $3,300 $3,300 Telephone Charges $10,609 $10,609 Training $10,000 $10,000 Total Direct Operating Expenses $251,539 $251,539

Departmental Support Services Administration, Fiscal, Personnel, Training, Records, Tech Services, Property $177,747 $177,747 Subtotal Sheriff's Basic Services $1,280,437 $1,141,870 $125,009 $29,685 $399,959 $135,989 $3,112,949 $429,286 $3,542,235 Cost Apportionment - Half Moon Bay and Unincorporated Area Credit Applied Credit Adjustment *

Patrol Services Credit $222,442 ($150,000) ($72,442) Total Net Expenses $3,469,793

Unfunded Actuarial Accrued Liability (UAAL) Credit per CalPERS Actuarial Report FY 2019-20 ($556,649) ($556,649) Total Expenses After UAAL Credit $2,913,144 *The credit for Patrol Services is adjusted per mutual agreement between the Sheriff's Office and the City of Half Moon Bay.

2. OVERTIME RATES.

2.1. The overtime hourly rates for supplemental services described in Exhibit A (Section 1.1.4), are as follows:

POSITION

FY 2019-20 HOURLY

OVERTIME RATES

Sergeant - Day Shift $ 132.15

Sergeant - Night Shift $ 138.90

Sergeant - Detective - Day Shift $ 137.74

Sergeant - Detective - Night Shift $ 144.11

Deputy Sheriff - Detective $ 112.93

Deputy Sheriff - Day Shift $ 102.39

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Deputy Sheriff - Night Shift $ 107.71

K-9 Deputy Sheriff - Day Shift $ 105.76

K-9 Deputy Sheriff - Night Shift $ 113.02

Motorcycle Deputy Sheriff $ 108.17

Community Services Officer – Day Shift $ 46.03

Community Services Officer – Night Shift $ 48.67

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of 4


AGENDA REPORT


TO: Honorable Mayor and City Council VIA: Bob Nisbet, City Manager FROM: Matthew Chidester, Deputy City Manager

Victor Gaitan, Management Analyst TITLE: COMMUNITY SERVICES FINANCIAL ASSISTANCE GRANT PROGRAM ______________________________________________________________________________ RECOMMENDATION: Receive applicant funding recommendations from the Community Services Financial Assistance (CSFA) grant program subcommittee and determine final funding allocations for FY 2021-22. FISCAL IMPACT: The FY 2021-22 Recommended Budget includes $250,000 for the CSFA grant program. STRATEGIC ELEMENT: This action supports all elements of the Strategic Plan. BACKGROUND: Since 2018, the City has provided funding to local non-profit organizations through the Community Services Financial Assistance (CSFA) grant program, to support important services and programs in Half Moon Bay. During FY 2020-21, the City bypassed its usual application and selection process and instead distributed $200,000 to established organizations that were already providing COVID-19 relief services to the community. At the City Council meeting on February 16, 2021, City staff presented council with a mid-year update on the FY 2020-21 cycle of the program and asked for direction for FY 2021-22. At that meeting the Council directed staff to meet with the CSFA Subcommittee to review the application process and criteria for the FY 2021-22 cycle of the program, which meeting took place on March 18, 2021. At the City Council meeting on April 6, 2021, City staff presented the council with the

subcommittee recommendations, which included renewed funding for the seven grantees from

FY 2020-21 at the same funding level, totaling $200,000. In addition to the $200,000, the

subcommittee also recommended providing an additional $50,000 in funding for FY 2021-22,

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with grants ranging from $5,000 - $10,000, bringing the total funding for FY 2021-22 to

$250,000. The Council approved the renewed funding for the seven grantees at $200,00 and

directed staff to proceed with the application process for the smaller grants which would total

$50,000.

The application period for the smaller grants opened on April 21 and closed on May 12, 2021. The

City received a total of 19 applications. Staff conducted an initial review to determine whether

applicants met minimum qualifications, and subcommittee members reviewed applications

individually before meeting to review, discuss, and form a recommendation to the City Council.

During the review process, the subcommittee considered each application, and special

consideration was given to the priority criteria listed on the application, which include:

• The goals of the project / program alight with City Council Priorities and Strategic Elements

• The organizations / program is specifically providing COVID-19 relief services

• The organization / program is actively working to expand diversity and inclusion, and provides community outreach services

• The organization / program incorporates innovative thinking that addresses new circumstances due to COVID-19

DISCUSSION: After thorough review and consideration, the subcommittee recommends the following allocations for the smaller grant funding:

Organization Program Name Requested

Funding Amount

Recommended Funding Amount

Cabrillo Education Foundation

Community Resilience Hub $10,000 $10,000

Ayudando Latinos A Sonar (ALAS)

LISTOS Outreach $10,000 $5,000

Coastal Arts League Public Art Gallery $5,000 $5,000

El Centro de Libertad

SUD Prevention Program $9,767 $5,000

Sea Hugger Camp Sea Hugger $7,000 $5,000

St. Vincent de Paul of San Mateo

County

SVdP Grocery Gift Card Program, Our Lady of the

Pillar Conference $5,000 $5,000

The HEAL Project Intensive Garden Program

(IGP) at Alvin S. Hatch Elementary School

$10,000 $5,000

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Cabrillo Unified School District

Early Intervening Services Program

$10,000 $3,500

Hope Services

Half Moon Bay/Diversified Network Program for Adults

with Developmental Disabilities

$9,690 $3,000

Coastside CERT LISTOS Backpacks $5,000 $2,500

Purple Heart Anglers Inc.

Disabled Veterans Fishing Program

$10,000 $1,000

Total Recommended Funding: $50,000

Additionally, the Council previously recommended funding the seven grantees from FY 2020-21 at the same funding level, totaling $200,000, for COVID-19 relief services, as shown below:

Organization Recommended

Funding Amount

ALAS (Ayudando Latinos a Soñar) $50,000

Coastside Hope $30,000

Abundant Grace Coastside Worker $30,000

Senior Coastsiders $30,000

Boys & Girls Club of the Coastside $25,000

Sonrisas Dental Health Clinic $20,000

Coastside Adult Day Health Center $15,000

Total Recommended Funding: $200,000

The following organizations submitted applications for the smaller grants but are not recommended for funding at this time:

Organization Program Name Requested

Funding Amount

CoastPride Inc. Health and Wellness -

Addressing COVID Impacts

$20,000

Conservation Earth Inc. Environmental Education

Programs $10,000

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Pacific Beach Coalition

Hiring of naturalist/leader for HMB area to lead

beach clean-ups & education programs

$10,000

StarVista StarVista's Early

Childhood Programming $10,000

Coastside Land Trust

Information Signs Redondo Beach Road,

Wavecrest Road & Seymour Bridge

$9,050

Half Moon Bay High School Athletic Boosters

Atheletic Training Programs Facility

Improvements Project $7,772

Friends of Farallone View PTO

Upgrading Farallone View Elementary's Outdoor

Classroom in Response to COVID-19

$6,000

Mavericks Community Foundation Coastside Gives 2022 $5,500

Once final Council direction on the subcommittee recommendations has been provided, staff will work with selected agencies to finalize grant agreements, which will detail specific objectives to be achieved with the use of these funds. Further, agencies will be required to submit a mid-year report in January 2022, demonstrating how the funds are being used and what outcomes have been achieved. A final year-end report and financial statement will also be required in June 2022.

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AGENDA REPORT


TO: Honorable Mayor and City Council VIA: Bob Nisbet, City Manager FROM: Matthew Chidester, Deputy City Manager

Corie Stocker, Management Analyst TITLE: AGREEMENT WITH THE COUNTY OF SAN MATEO FOR ANIMAL CONTROL

SERVICES ______________________________________________________________________________ RECOMMENDATION: Adopt the Resolution authorizing the City Manager to execute an agreement with the County of San Mateo for continued provision of animal control services for a five-year term beginning July 1, 2021. FISCAL IMPACT: The estimated cost to the City this upcoming fiscal year is $120,605 and has been included in the FY 2021-22 Recommended Budget. STRATEGIC ELEMENT: This recommendation supports the Healthy Communities and Public Safety element of the Strategic Plan. BACKGROUND: Since 1952, San Mateo County has contracted with the Peninsula Humane Society (PHS) for animal control and sheltering services, which are provided by PHS in a 45,000 square foot building owned by the County at 12 Airport Boulevard in San Mateo, and include: receiving and housing stray animals, serving as the location for the public when looking for lost pets or surrendering animals, sheltering animals, a spay/neuter clinic and a vaccination clinic. For public convenience, licensing, micro-chipping, veterinary care, animal behavior work and field services staff are at this location and respond to calls for service in our community.

All twenty cities within the County have in turn contracted with the County for these services. Under this contract, all 21 agencies (20 cities and the County) share the cost of services based on a formula that factors each agency’s proportionate use of field and shelter services.

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In 2014, representatives from the County and various cities, including Half Moon Bay, negotiated a new contract for animal control and shelter services with PHS. The new agreement included several elements that did not exist in previous contracts, including performance measures, revised call priorities, a performance audit, provisions for meetings between PHS and elected officials, and a more equitable allocation of licensing revenue. On April 7, 2015, the City signed this improved agreement to cost share between the Cities and the County. On June 2, 2020 the City signed an Amendment with the County to extend the contract term one year. The current agreement is set to expire June 30, 2021.

On January 5, 2021 a request for proposals was released to 71 organizations for an Animal Care, Control and Shelter Services Contractor serving San Mateo County. Two contractors submitted proposals: Peninsula Humane Society & SPCA and Partners in Animal Care & Compassion/Pets in Need. The proposals were evaluated by a review committee comprised of nine reviewers including a Deputy County Manager, a San Mateo County Fiscal Officer, five reviewers from various San Mateo Cities, and subject matter experts from Los Angeles and San Bernardino. The evaluation determined that both proposals were acceptable, however, Peninsula Humane Society & SPCA (PHS) scored higher overall. The proposed new contract with PHS was developed in concept and reviewed by a working group of County managers, City Managers and other interested city participants (for example some Police Departments’ personnel). The San Mateo County City Manager’s Association (SMCCMA) also established a standing committee to do an in-depth review of the contracts, performance audits, cost sharing formulas, and strategic direction for provision of countywide animal control services. Contract negotiations with PHS started March 24, 2021 and were amicably concluded on April 3, 2021. The negotiating team included the County Manager, County Counsel, the County Animal Control Manager, and six City representatives. DISCUSSION: The County team negotiated a new five-year agreement with PHS, with the following terms:

• Contract Term: July 1, 2021 – June 30, 2025

• Total Contract Amount: $32,548,989.91

Costs The County negotiating team was able to reduce the proposed budget submitted by PHS by $1.6 million dollars over the Contract Term with an increase in services to the residents of the County from the original RFP proposal. Compared to the current contract cost, the five-year contract represents a reduction of $577,915 in contract costs over the previous five years, again with additional service included. One of the major structural changes to the contract is the invoicing based on actual expenditures as opposed to a percent of the contracted budget. This means that the County and Cities won’t receive a refund check after the annual audit, but also that PHS won’t be

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incentivized to keep 50% of the savings which was part of the past contract terms. Instead, the new contract includes an incentive for PHS if they meet enhanced performance measures set forth in the contract (details below). There will be no extra cost to cities because this incentive will be covered by the savings in the negotiated price. The yearly PHS Contract Budget breakdown is as follows:

Year 1 Budget Year 2 Budget Year 3 Budget Year 4 Budget Year 5 Budget Grand

Budget Category Total Total Total Total Total Total

Personnel $3,432,241.20 $3,529,662.03 $3,635,551.89 $3,744,618.44 $3,856,957.00 $18,199,030.55

Fringe $1,120,626.75 $1,152,434.65 $1,187,007.69 $1,222,617.92 $1,259,296.46 $5,941,983.48

Operating Expenses

$1,139,500.00 $1,162,290.00 $1,185,535.80 $1,209,246.52 $1,233,431.45 $5,930,003.76

Equipment $78,200.00 $79,764.00 $81,359.28 $82,986.47 $90,058.36 $412,368.10

Subcontracts $387,080.00 $373,221.60 $379,486.03 $385,875.75 $392,393.27 $1,918,056.65

Other Costs $31,643.00 $30,108.00 $30,514.98 $28,678.90 $26,602.48 $147,547.36

Total Expenditures

$6,189,290.95 $6,327,480.28 $6,499,455.67 $6,674,024.00 $6,858,739.01 $32,548,989.91

There is also an additional $100,000 annually included in the total budget to provide incentives to PHS. Ability to access incentive funds will be determined based on:

• Should PHS achieve all 25 of the incentive performance measure targets PHS will receive 100% of incentive ($100,000).

• Should PHS achieve 90% (23) of incentive performance measures PHS will receive $75,000.

• Should PHS achieve 80% (20) of incentive performance measures PHS will receive $25,000.

Incentive money is to be used to benefit the animals in San Mateo County (i.e., additional micro-chipping and vaccine clinics, mobile spay and neuter, disaster equipment, etc.) and PHS will provide a summary report on how the incentive money was spent. City costs The City of Half Moon Bay share of the total contract in FY 2021-22 is roughly 2% (or $120,605), with the City’s percentage share (and the share for all cities) being revisited annually. The number of service calls and sheltering animals generated by each city is tracked, and the average of the last three years’ data is used to set the upcoming year’s costs for member cities and for the County. Each city’s (and unincorporated County) three-year average usage data is weighted 41% for field services and 59% for shelter services, with a credit for revenues. The cities will continue to pay the County for administering the agreement, with the first payment to be $790,835 for FY 2021-22, including the contract for an annual audit and for PetData to

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continue to provide the Chameleon database/reporting and then subsequent payments increasing between 1% and 3% annually over the term to $846,894 the final year. These amounts are estimates and the Cities will only be billed for actual charges. Services Animal Control services provided by PHS include the following, which would continue through June 30, 2026 under the proposed contract:

• Rescue animals

• Assist public safety

• Capture at-large stray animals

• Investigate animal bites and attacks

• Remove dead animals from public property

• Remove dead or living wildlife from private property if such wildlife has direct contact with humans and/or animals that involves a bite or attack

• Enforce of leash laws and local ordinances

• Euthanize severely injured deer in the filed

• Pick up animals that are injured or confined at schools

• Respond to calls for animals in traffic

• Aggressive dogs at large or an aggressive dog that could cause harm to a human or animal.

• Injury or sick domestic animal or wildlife

• Dangerous animal permit violations

• Dog or cats in traps

• Owned animal for relinquishment

• Stray patrol requests

• Provide shelter services, Veterinarian care, including the impounding, receiving of stray animals, sheltering, redemption of animals, treatment to include vaccinations, flea treatment, deworming

• Provide treatment services to injured animals

• Provide animal enrichment while at the shelter

• Provide owner requested euthanasia to our residents

• Provide in-person customer service at the County shelter that is open from 11 am- 7 pm seven days a week, enable residents to obtain animal licenses and/ look for a lost pet.

• Provide our residents to visit their website to look for lost animals or find information about services that they provide.

• Hold monthly vaccine clinics for the residents of the County Outline of some of the increased contract services:

• Provide the process to ensure stray and owner-surrendered animals will not remain in the County Shelter more than three (3) weeks past the State law-mandated holding period.

• All policies and procedures shall be developed with the goal of animal welfare, enhancing the cost efficiency and quality of services provided to the County and participating Cities, and to reflect best practices in the industry for animal control and

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care. Contractor’s Policies and Procedures shall be annually submitted to a committee of County and participating City representatives

• Ensure that that the rabies specimen is transported to the San Mateo County Public Health Laboratory within 48 hours of the animal entering the County Shelter or of being euthanized (weekends and holidays excluded).

• Complete health assessments of dogs and cats within 24 hours of the animal entering the County Shelter

• Document complete behavioral assessment results in Chameleon Data Management System (or any successor system) within 4 days of receiving each animal (not including the day of intake).

• Increased reporting to the County & Cities, to include fiscal reporting.

• Annual fiscal or performance audit

• Moving from 4 performance measures to 36 ways to evaluate the performance of PHS

• The addition of four animal control officers. Additions and changes to Field service officers’ responses: Priority 1: Immediately respond to all emergency calls of the following types within one (1) hour of the receipt of the call from the reporting party:

• A Public Safety agency request for immediate assistance within one hour

• When juveniles are present at a school grounds any bat, any aggressive animal, animal posing a risk to humans, sick or injured animals, dogs at large, or confined or trapped animal are present on the school grounds.

• Request by a Public Safety Official or Fish & Wildlife officer to respond to a mountain lion or an escaped exotic animal that is an imminent threat to a person. Handling of these situations will be a joint response between the requestor and the Contractor. Contractor will be acting in an advisory capacity. Contractor is responsible for arranging a third party to handle, transport and/or care for exotic animals. If a third party is retained by Contractor, said third party shall have lead advisory responsibilities. Public Safety Officials and/or Contractor will determine if Fish and Wildlife need to respond to the scene. Contractor will remain on the scene with requesting Public Safety Official until situation is resolved. Prior to this Contract PHS would not respond to Mountain Lion calls

Priority 2: Respond without unnecessary delay, within (4) hours of receipt of the call from the reporting party:

• Dog or cat in trap Current contract PHS responds within 24 hours new contract will be four hours

• Animal in custody (stray confined) Current contract PHS responds within 24 hours new contract will be four hours

• Dead animal at a school between 7:00 AM and 8:00 PM (excluding holidays) Current contract PHS responds within 24 hours new contract will be four hours

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Priority 3: Respond without unnecessary delay within a maximum of 18 hours of receipt of the call from the reporting party and as soon as reasonably possible beforehand to the following situations:

• Dead animal pick-up Current contract response time is 24 hours new contract will be 18 hours

• Animal bite quarantines Current contract response time is 24 hours new contract will be 18 hours

Priority 5: If there are no calls pending in the other priority categories:

• Officers will patrol City and County parks and neighborhoods in areas accessible by Contractor’s vehicle and will maintain a patrol of no farther 500 yards from the vehicle. This is not in the current contract and will be added to the new contract.

ATTACHMENT:

1. Resolution authorizing the City Manager to execute an Agreement with the County of San Mateo for continued provision of Animal Control Services for a five-year term beginning July 1, 2021

2. Animal Control Agreement Between San Mateo County and Cities for FY 2021-26.

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RESOLUTION NO. C-2021-______

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HALF MOON BAY AUTHORIZING THE. CITY MANAGER TO EXECUTE AN AGREEMENT WITH THE COUNTY OF SAN MATEO FOR

CONTINUED PROVISION OF ANIMAL CONTROL SERVICES FOR A FIVE-YEAR TERM BEGINNING JULY 1, 2021

WHEREAS, the City is responsible to provide animal control services within the city limits

of Half Moon Bay; and

WHEREAS, the City, along with all other cities in the County, contracts with the County of San Mateo, and in turn, the County contracts with the Peninsula Humane Society for animal control and related services and such agreements are authorized by Section 51300, et seq. of the California Government Code; and

WHEREAS, the Cities and County most recently entered into a one-year amendment to

the Agreement for Facilitation and Coordination of Animal Control Services effective July 1, 2020; and

WHEREAS, the current agreement expires on June 30, 2021; and

WHEREAS, the City and County desire to enter into the new Agreement, extending the term for five years through June 30, 2025; and

Whereas, the City of Half Moon Bay’s proportionate share of the actual costs of the

contract for FY 2021-22 is 1.91% annually, which is estimated to be $120,605.

NOW, THEREFORE, BE IT RESOLVED THAT the City Council of the City of Half Moon Bay hereby authorizes the City Manager to execute an Agreement with the County of San Mateo for continued provision of Animal Control Services for a five-year term beginning July 1, 2021 ******************************************************************** I, the undersigned, hereby certify that the foregoing Resolution was duly passed and adopted on the 1st day of June 2021 by the City Council of Half Moon Bay by the following vote: AYES, Councilmembers: NOES, Councilmembers: ABSENT, Councilmembers: ABSTAIN, Councilmembers: ATTEST: APPROVED: ______________________________ _______________________________ Jessica Blair, City Clerk Robert Brownstone, Mayor

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AGREEMENT BETWEEN THE COUNTY OF SAN MATEO AND THE CITIES OF ATHERTON, BELMONT, BRISBANE, BURLINGAME,

COLMA, DALY CITY, EAST PALO ALTO, FOSTER CITY, HALF MOON BAY, HILLSBOROUGH, MENLO PARK, MILLBRAE, PACIFICA, PORTOLA

VALLEY, REDWOOD CITY, SAN BRUNO, SAN CARLOS, SAN MATEO, SOUTH SAN FRANCISCO, AND WOODSIDE FOR FACILITATION AND

COORDINATION OF ANIMAL CONTROL SERVICES

THIS FACILITATION AND COORDINATION OF ANIMAL CONTROL

SERVICES AGREEMENT, hereinafter called “Agreement”, entered into this first

day of July, 2021, by and between the COUNTY OF SAN MATEO, hereinafter

called “County,” and Atherton, Belmont, Brisbane, Burlingame, Colma, Daly City,

East Palo Alto, Foster City, Half Moon Bay, Hillsborough, Menlo Park, Millbrae,

Pacifica, Portola Valley, Redwood City, San Bruno, San Carlos, San Mateo,

South San Francisco, and Woodside, each hereinafter individually called a “City”

and collectively called the “Cities”;

WITNESSETH

WHEREAS, the Cities have passed and are responsible for enforcing

local ordinances governing the regulation, licensing and impounding of certain animals within the territorial limits of the Cities; and WHEREAS, the Cities and County, hereinafter collectively called “Parties”, wish to enter into a written agreement for animal care and control, shelter services, and animal licensing, in which the County agrees to facilitate provision of and the Cities agree to reimburse the County for the costs of specified animal care and control, shelter services, and animal licensing hereinafter set forth, as they have done for over 70 years with the current Agreement expiring on June 30, 2021; and

WHEREAS, in order to facilitate coordinated countywide system of animal care and control, shelter services, and animal licensing as desired by Cities, County is agreeable to facilitating the provision of such services on the terms and conditions as hereinafter set forth; and

WHEREAS, the Cities desire the County facilitate and coordinate animal

control and licensing on a countywide basis on behalf of the Cities and County for a term of 5 years ending on June 30, 2026; and

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WHEREAS, such agreements are authorized and provided for by Section 51300, et seq. of the California Government Code and under the Parties respective police powers. NOW, THEREFORE, IT IS HEREBY AGREED BY THE PARTIES HERETO AS FOLLOWS: 1. Exhibits and Attachments The following exhibits are attached to this Agreement and incorporated into this

Agreement by this reference: Exhibit A— Contract Areas Exhibit B— Proportionate Share of Cost Attachment 1 – Agreement between County of San Mateo and the Peninsula Humane Society and SPCA Attachment 2 - Agreement between County of San Mateo and PetData Inc. Attachment 3 - Memorandum of Agreement Regarding Funding For Construction Of An Animal Care Shelter

2. Definitions 2.1 Administrative Costs: The actual costs, including, but not limited to,

salaries, benefits, dispatch, and equipment maintenance, incurred by the County to administer the Animal Control Program and Animal Licensing Program as outlined in this Agreement in an effort to facilitate a coordinated countywide system.

2.2 Animal Control Contractor: The contractor selected as set forth in

Section 5.2 of this Agreement, which is specifically charged with providing services and enforcing laws relating to h animal care and control, shelter services and animal licensing within the territorial limits of the County and the Cities and pursuant to the terms of this Agreement.

2.3 Animal Control Program: The program within the Health System of the

County, or County’s designated contract agent, or both, or such other agency as the County of San Mateo Board of Supervisors may designate, which is specifically charged with regulating and enforcing laws dealing with animal control within the territorial limits of the County.

2.4 Animal Control Services Agreement or Services Agreement:

Agreement in which the Animal Control Contractor agrees to perform on behalf of Parties and the County agrees to compensate, using County and City funds, the Animal Control Contractor for performance of certain

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specified animal care, animal control, and shelter services as provided for in this Agreement.

2.5 Animal Licensing Contractor: The contractor as set forth in Section

5.2 of this Agreement, which is specifically charged with administering and enforcing laws dealing with animal licensing within the territorial limits of the County and the Cities and pursuant to the terms of this Agreement.

2.6 Animal Licensing Program: The program within the Health System of

the County, or County‘s designated contract agent, or both, or such other agency as the County of San Mateo Board of Supervisors may designate, which is specifically charged with regulating and enforcing laws dealing with animal licensing within its jurisdiction.

2.7 Animal Licensing Services Agreement: Agreement in which the

Animal Licensing Contractor agrees to perform on behalf of the Parties and the County agrees to compensate, with County and City funds, Animal Licensing Contractor for performance of certain specified animal licensing services as provided for in this Agreement.

2.8 City or Cities: Any or all of the cities listed in Exhibit A, attached and

incorporated by reference herein. 2.9 Holidays: Federally designated holidays with the addition of Easter and

exclusion of Columbus Day, in accordance with the Animal Control Contractor’s and Animal Licensing Contractor’s existing labor contracts.

2.10 Impounded Animal: An animal that has been picked up by Animal

Control Contractor, other public employee or officer, or by a private citizen and deposited at the County animal shelter.

3. Each City’s Responsibilities 3.1 Delivery of Animals. Any animal taken into custody by an employee or

officer of the County or an employee or officer of a City shall be delivered to the Animal Control Contractor at the County animal shelter or held in a humane way at a designated holding area until it can be picked up by Animal Control Contractor.

3.2 Uniform Ordinances and Citation Authority. This Agreement is based

on an expectation that each City will adopt and maintain animal control ordinance(s) which are substantially the same as the provisions of Chapters 6.04, 6.12, and 6.16 of Title 6 of the San Mateo County Ordinance Code, as they currently exist or maybe amended by County from time to time, to be effective within each City’s territorial limits. The

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fee schedule adopted by each City shall be the same as outlined in Chapter 6.04.290, as may be amended by County from time to time, of the San Mateo County Ordinance Code, hereinafter “County Ordinance”. City acknowledges that the County plans to amend its animal control ordinances, with the goal for adoption within the next twelve (12) months. Enforcement of provisions of any City’s ordinance to the extent that it differs substantially from the County Ordinance, as amended by County from time to time, and results in an increase to Animal Control Contractor’s costs, shall be reimbursed directly by the City requiring additional services, as negotiated between the City requiring additional services and the Animal Control Contractor. Provision of services under the Animal Control Services Agreement shall take priority over such additional services provided separately pursuant to this Section.

3.3 Designation of Animal Control & License Revenue Collector. Each

City hereby designates the Health System of the County or County’s designated contractor as the entity authorized to collect, at Cities’ cost, animal control and licensing revenue on the part of each City.

3.4 Permits for Public Events. Each City shall request input from the

Animal Control Contractor prior to issuing permits for public exhibitions and events which include animals. The Animal Control Contractor is entitled to recover costs directly from the City in which exhibition or event will be located which relate to staffing that may result during or after the exhibition or event. Such costs will be collected by the Animal Control Contractor based on a fee schedule approved by the City in which the event is taking place, or as agreed between the Animal Control Contractor and the individual City. Any agreement with the Animal Control Contractor will require expeditious review of permits and input to the City. The provisions of this paragraph do not apply to public exhibitions and events where the only animals included in such events are anticipated to be service animals or police dogs.

3.5 City Liaison. Each City shall designate a representative to act as a

liaison for animal control and licensing administration and enforcement issues for when County requests input from the City. If no contact person is designated, the City contact person shall be the City Manager.

3.6 Defense of Dangerous/Vicious Animal Determinations,

Spay/Neuter Requirements, and Service Animal Designations.

Parties acknowledge that each City is and will remain solely responsible for arranging and conducting hearings under its Dangerous and Vicious

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Animal, Spay/Neuter, and Fancier Ordinances, including but not limited to providing hearing officers and a location for the hearings. The cost to hold the hearing will be the sole responsibility of each City and collection of the hearing fee, based on the City’s fee ordinance, will be collected and retained by the City. However, the Parties agree that, at a City’s option and for its convenience, a City may utilize County offices and/or the services of the County hearing officers for purposes of conducting Dangerous/Vicious Animal Hearings under the provisions of each City’s Dangerous and Vicious Animal Ordinance, Spay/Neuter Hearings under the provision of each City’s Spay/Neuter Ordinance, and/or Fancier Hearings under the provision of each City’s Fancier Ordinance. The hearing fee, based on the City’s fee ordinance, will be collected from the person requesting the hearing by the County under the terms of this Agreement, if possible. If such fee is not collected, the City shall remain responsible for such costs. The Parties also recognize that in the event a City elects to utilize the services of a County hearing officer, the City remains solely responsible for the defense of any appeal of or challenge to an administrative decision rendered by the hearing officer. Further, the City remains responsible for any claims, damages, costs or other losses resulting from any decision, act or omission of the hearing officer acting in the course and scope of his or her capacity as hearing officer or from any court judgment based on claims, actions or appeals resulting from Dangerous/Vicious Animal hearings, decisions or findings; Spay/Neuter requirements, hearings, decisions or findings; and/or Fancier requirements, hearings, decisions or findings made under each City’s ordinances. Furthermore, the Parties agree that, at a City’s option and for its convenience, County offices will issue Service Animal tags and Breeder/Fancier Permits on behalf of each City upon County’s determination that such tag or permit shall be issued on behalf of the City. Each City shall remain responsible for the decision to issue or not issue a Service Animal tag and/or issue or not issue a Breeder or Fancier Permit and shall remain responsible the defense of any action or claim and payment of any claims, damages, costs, or other losses resulting from such decision.

3.7 In consideration of the services that will be coordinated and facilitated by

County and provided by the Animal Control Contractor and Animal Licensing Contractor in accordance with all terms, conditions, and specifications set forth herein, and in the exhibits and attachments incorporated by reference herein, each City shall pay County based on

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the rates and in the manner specified below. Proportionate Share of Costs. Each City’s proportionate share of the cost of services (“Proportionate Share of Costs”) provided under this Agreement shall be calculated as a percentage representing:

a. That City’s percentage of total field services provided, averaged over the prior three calendar years;

b. That City’s percentage of total shelter services provided, averaged

over the prior three calendar years; c. With field services weighted at 41% and shelter services weighted

at 59%. Net Program Costs. Each City shall pay the net program costs attributable to that City (“Net Program Costs”) which will be calculated as follows:

a. Determine total expenses for all services including Administrative Costs as defined in Section 2 of this Agreement and Animal Control Contractor and Animal Licensing Contractor costs;

b. Subtract all revenue received, not including licensing revenue; c. Attribute the balance to each City based on that City’s

Proportionate Share of Costs. d. Subtract from each City’s share of the balance the actual licensing

revenue collected for that City during the previous calendar year. Annual Invoices. Each City will be invoiced for its Net Program Costs as follows:

a. The County will calculate each City’s Proportionate Share of Costs, estimate Net Program Costs for the following fiscal year (July 1 – June 30), and will send an estimated invoice containing that information to each City no later than March 31st of each year;

b. The County will send a final invoice (“Final Invoice”) based on

actual Net Program Cost to each City no later than December 15th of each year; and

c. Each City shall pay the County the amount shown on the Final

Invoice no later than February 28th of each year.

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4. County Responsibilities 4.1 Payments to be paid to Animal Control Contractor and Animal

Licensing Contractor by the County and each City are as follows:

a. The County will pay Animal Control Contractor the following agreed-to amounts. These costs are to be reimbursed by the Cities as provided in Section 3.7 above.

Fiscal Year Amount

2021-22 $6,189,290.95 2022-23 $6,327,480.28 2023-24 $6,499,455.67 2024-25 $6,674,024.00 2025-26 $6,858,739.01

b. The County will pay Animal Licensing Contractor the following

agreed-to amounts. These costs are to be reimbursed by the Cities as provided in Section 3.7 above (the table in 4.2 includes the payment for the contract Petdata for approximately $192,000).

Current Contract

2016-2021 Amount

One year license $4.28 per license Multi-year license $4.28 for the first year and $2 for each

additional year Late fees collected $2.50 collection service fee for each license Replacement tags $4.28 per tag Bank and supply fees Actual cost

4.2

The County shall provide the administrative services as outlined in this Agreement for the following estimated amounts to be charged to and paid by the Cities. Costs may vary as labor negotiations and internal service charges are negotiated at a Countywide level. Cities will only be invoiced for the actual costs to provide said services as outlined in this Agreement and are to be reimbursed by the Cities as provided in Section 3.7 above.

Fiscal Year Amount 2021-22 $790,835 2022-23 $790,375 2023-24 $814,086 2024-25 $822,227 2025-26 $846,894

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4.3 In consideration of the payment provided for in Sections 3.7 and 4.2, the County shall, for the administrative convenience of the Cities and for the purpose of coordinating animal services countywide, provide the additional following administrative services:

a. Work with the City Attorney, designated City liaison or City Manager of each City on any issues that require input from the City, including, but not limited to, during and following the administrative hearing process.

b. Collect, maintain, and report available data as requested by each

City, including, but not limited to, annual Performance Measures. The Animal Control Program Manager or designee will monitor the

performance of the Animal Control Contractor and Animal Licensing Contractor and will notify the City Liaison if there is a deficiency in service found. A meeting will be scheduled with Contractor and City liaisons to discuss a plan to correct the service deficiency.

c. With direction from each City, respond on behalf of each City to

public inquiries regarding the Animal Control Program and the Animal Licensing Program.

d. Provide monthly report showing field, shelter, licensing activities,

and Dangerous Animal Permit holders. e. Provide dispatch services for after-hours/holiday calls for animal

control and licensing. f. Provide radio maintenance services on radio equipment owned by

the Parties and used to perform services as outlined in Attachment 1 – Agreement between County of San Mateo and the Peninsula Humane Society and SPCA – Attachment M - County-Owned Radio Equipment.

g. For the convenience of the Cities, provide animal licensing tags for

dogs, cats, animals held under a Dangerous Permit, and animals designated as Service Animals.

h. For the convenience of the Cities, make reasonable attempts to

collect and provide collection services for:

1. Animal control fees that are deemed uncollectable by the Animal Control Contractor after reasonable efforts by the Contractor to collect; and

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2. Licensing fees that are deemed uncollectable by the Animal Licensing Contractor after reasonable efforts by the Contractor to collect; and

3. Any other fees for services provided to each City under the terms of this Agreement.

The County’s cost to provide collection services will be included in the administrative cost to facilitate this Agreement. The Cities acknowledge and agree that the County is not responsible for any fees that remain uncollected after reasonable efforts are made to collect. In the event that a City determines that additional collection efforts are warranted, it may undertake such efforts at its own expense. Any shortfall in revenues caused by uncollected fees shall be the responsibility of all Cities based on the proportionate share of costs.

i. Annually provide each City with the audit report required and

completed as outlined in Attachment 1.

j. Annually, arrange and oversee a performance audit or fiscal assessment following the, Generally Accepted Government Auditing Standards (GAGAS) to assess whether the Animal Control Contractor is achieving efficiency and effectiveness in performance of the services provided and provide a copy of the performance audit to the Cities. The parameters of the audit and cost will be determined by a subgroup of all Parties through a County Request for Proposal process. Cities will be invoiced for the actual cost of said audit as outlined in Section 3.7 (estimate cost of $81,000 has been added to the administrative cost table in section 4.2).

k. For Spay/Neuter Assistance Vouchers:

1. Allocate one dollar from each annual license fee paid for a dog or cat to:

i. When funds are available as determined by the County, assist pet owners and feral cat advocates with the cost to alter the dogs, cats, and feral cats that reside in the County on a county wide basis; and

ii. As funds are available as determined by the County,

execute outreach efforts to educate residents on the responsibilities of owning a pet and the importance of altering, vaccinating, and licensing all dogs and cats.

2. Issue, monitor and maintain a dog, cat, and feral cat database,

allocating funds to the appropriate category of need based on the public’s requests.

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l. Pursuant to Section 3.6 of this Agreement, under the guidelines of

the US Department of Justice and the Americans With Disabilities Act’s definition of “Service Animal” for the administrative convenience of each City, and acting as a representative of each City, issue Service Animal tags on behalf of each City upon determination by the County on behalf of the City that such tag shall be issued.

m. If each City’s ordinance so authorizes and the City so requests,

review and process each City residents’ requests and maintain files for Breeders and Fanciers Permits.

n. Dangerous Animal Designations:

1. Issue Dangerous Animal tags when an animal has been so designated by a peace officer employed by any City or County or the Animal Control Contractor as such; and

2. The County will invoice annually and make reasonable efforts to collect applicable fees for Dangerous Animal Permit holders; and

3. Monitor data received from Animal Control Contractor; and 4. Send monthly updated reports to each City’s representative.

o. Pursuant to Section 3.6, for the administrative convenience of each City, and acting as a representative of each City, conduct administrative hearings for Dangerous and Vicious Animal designations under the guidelines of the applicable City’s ordinance.

p. Pursuant to Section 3.6, for the administrative convenience of each

City and acting as a representative of each City, conduct mandatory spay/neuter and/or fancier permit administrative hearings under the guidelines of the applicable City’s ordinance, if any.

q. Provide in-person customer service at a minimum of two County

locations that are open during normal business hours to enable residents the ability to obtain animal licenses and/or permits for all dogs and cats.

r. Work with San Mateo County veterinarians to ensure anti-rabies

vaccination reporting as required by the County. s. Receive, import, and export licensing and vaccination information

from the Animal Licensing Contractor into the Animal Control Contractor database and vice versa on a weekly basis.

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t. Under the guidance of the County’s Health Officer, review and process requests from pet owners to exempt their pet from the requirement to obtain an anti-rabies vaccination as required by State law or County ordinance and report annually to the Department of Public Health.

u. Invoice animal owners pursuant to the County Fee Schedule

6.04.290, and similar City fee schedules, following a bite incident that requires a quarantine of said animal.

5. General Provisions 5.1 Existing Agreements. Upon execution of this Agreement, any prior

existing agreements between the Cities and the County to facilitate and coordinate Animal Control and Animal Licensing Services will be terminated.

5.2 Contracting for Services. It is expressly understood and agreed that

the County will contract with the Peninsula Humane Society and SPCA, a California nonprofit public benefit corporation (Animal Control Contractor), or such other contractor as the Board of Supervisors and Cities may designate, for the provision of Animal Control Services including field enforcement, shelter and treatment services referred to herein. Additionally, it is expressly understood and agreed that the County will contract with PetData, Inc. or such other contractor (Animal Licensing Contractor) as the Board of Supervisors and Cities may designate, for the provision of Animal Licensing Services. Shelter Services. Refer to Attachment 1 – Agreement between County of San Mateo and the Peninsula Humane Society and SPCA. Field Services. Refer to Attachment 1 – Agreement between County of San Mateo and the Peninsula Humane Society and SPCA. Veterinary Medical Services. Refer to Attachment 1 – Agreement between County of San Mateo and the Peninsula Humane Society and SPCA. Operations. Refer to Attachment 1 – Agreement between County of San Mateo and the Peninsula Humane Society and SPCA.

5.3 Animal Shelter.

The Parties acknowledge: 1. That the new Animal Care and Control Shelter has been constructed and Contractor Peninsula Humane Society & SPCA is and will be occupying it for the term of this Agreement in order to provide animal

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control services as set forth in Attachment 1. 2. The Parties have previously entered into a Memorandum of Agreement regarding Funding of Construction of an Animal Care Shelter, dated September 9, 2014 (“Memorandum”), attached and incorporated as Attachment 3. The Parties agree that the total cost of the shelter construction project is being updated as provided by Section 2 of the Memorandum, and the Parties agree that, when available, County will provide to Cities the final total cost of the Shelter construction which will be paid proportionately by each City as provided by the Memorandum. Further, the Parties acknowledge and agree that the proportionate share of each City will be amended as provided by section 3 of the Memorandum. The Parties acknowledge that continued animal control and shelter services to a City as provided herein is contingent on that City approving any amended cost and paying its proportionate share, as previously agreed in the Memorandum”.

5.4 Facilities & Equipment.

a. If the County chooses, at its own discretion, to replace equipment, at reasonable expense, but not to exceed $125,000, that is used by the Animal Control Contractor and/or the Animal Licensing Contractor solely for the purpose of providing services under this Agreement, Cities agree that they will be financially responsible for the purchase cost of said equipment based on their Proportionate Share of Cost.

In the event that any party asserts that an emergency safety-related repair is needed to the portions of the County Animal Care and Control Shelter located at 12 Airport Boulevard in the City of San Mateo that are used to provide contracted animal control services and/or the County chooses to replace equipment, at its own discretion, and the cost of said equipment exceeds $125,000, the Parties agree to meet in good faith to determine and agree which maintenance or repairs are required, whether or not such repair work shall be undertaken, or if said equipment should be replaced. If the Parties terminate this Agreement or the Parties do not renew this Agreement, all Parties agree to be financially responsible in their Proportionate Share of Cost as set forth in Exhibit B for the remaining cost of any lease for vehicles or equipment used by the County’s designated contractor solely for the purpose of providing services under this Agreement.

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b. Animal Control Contractor will send the County a quarterly itemized report showing the repairs and maintenance performed at the facility.

c. If Parties choose to terminate for reasons other than material breach of the Animal Control Contractor’s Services Agreement or Parties choose not to renew the Animal Control Contractor’s Services Agreement, County and Cities shall be financially responsible for the remaining cost of any lease for vehicles or equipment used by the Animal Control Contractor solely for the purpose of the Animal Control Contractor’s Services Agreement.

5.5 Fiscal and Program Monitoring. Each City agrees to participate

annually with County to discuss financial or programmatic issues including, but not limited to, licensing activities, revenue sources, performance measures, and ordinance revisions. The County or any City may request a special meeting for this purpose and upon the provision of reasonable notice. Any changes in the amount to be paid to the Animal Control Contractor or the Animal Licensing Contractor shall require the Board of Supervisors and the affected City’s approval.

5.6 Use of Program Revenue. Each City agrees that all fees collected by

the County and/or the Animal Control Contractor and the Animal Licensing Contractor, or both, for the purposes outlined in this Agreement shall be retained by the County and used to cover the cost of services provided under this Agreement, except for services provided directly by or for a City and where fees are collected by said City for services provided as described in Section 3.4 and 3.6 of this Agreement.

5.7 Maintenance of Records. Records of animals impounded including the

description of each animal, date of receipt, date and manner of disposal, treatment received, the name of the person redeeming or adopting the animal, and the fees, charges and proceeds of adoption shall be maintained by the County, through the Animal Control Contractor, and made available to the Cities. In addition, statistical information shall be provided on a monthly, quarterly and annual basis to the Cities summarizing various field enforcement and shelter activities occurring in each City and shelter activities initiated by residents of each City.

5.8 Term and Termination. Subject to compliance with all terms and

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conditions, the term of this Agreement shall be from July 1, 2021 through June 30, 2026. Except as otherwise provided by this section, this Agreement may not be terminated by any party during the effective period from July 1, 2021 through June 30, 2026. Each City is responsible for its annual percentage share under this Agreement for the entire term of this Agreement. In the event any City fails to pay its percentage share as set forth in this Agreement and Exhibit B, every other City shall promptly pay its Proportionate Share of Cost of the non-payment, unless and until the County is able to recover the non-payment from the late or non-paying City. This Agreement shall automatically terminate in the event of termination of the Animal Control Services Agreement. Upon termination, the County shall have no further obligation to provide, facilitate or coordinate services specified herein or in the Animal Control Services Agreement or Animal Licensing Services Agreement. Each City shall promptly pay its Proportionate Share of Cost as set forth in Exhibit B for all services rendered prior to termination.

5.9 Amendments: Entire Agreement. Amendments to this Agreement

must be in writing and approved by the County Board of Supervisors and the governing body of each City. This is the entire Agreement between the Parties and supersedes any prior written or oral agreements inconsistent herewith. This Agreement, including the Exhibits and Attachments which are incorporated herein by this reference, constitutes the entire Agreement of the Parties to this Agreement regarding the subject matter of this Agreement, and correctly states the rights, duties, and obligations of each party as of the Effective Date. In the event that any term, condition, provision, requirement, or specification set forth in the body of this Agreement conflicts with or is inconsistent with any term, condition, provision, requirement, or specification in any Exhibit to this Agreement, the provisions of the body of this Agreement shall prevail. Any prior agreement, promises, negotiations, or representations, whether oral or written, between the parties not expressly stated in this Agreement are superseded. All subsequent modifications or amendments to this Agreement shall be in writing and signed by the Parties.

5.10 Controlling Law and Venue. The validity of this Agreement and of its

terms or provisions, the rights and duties of the parties under this

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Agreement, the interpretation of this Agreement, the performance of this Agreement, and any other dispute of any nature arising out of this Agreement shall be governed by the laws of the State of California without regard to its choice of law rules. Any dispute arising out of this Agreement shall be venued either in the San Mateo County Superior Court or in the United States District Court for the Northern District of California.

5.11 Additional Services. Nothing contained herein shall preclude any City

from contracting separately for the provision of a higher level of service. Any contract increasing the level of services will be supplemental to this Agreement and will not affect the level of service provided for in this Agreement.

5.12 Relationship of Parties. The Parties agree and understand that the

work/services performed or facilitated under this Agreement are performed or facilitated by an independent Contractor, and not by an employee of any City and that neither the County, its employees, the Animal Control Contractor, or the Animal Licensing Contractor acquire any of the rights, privileges, powers, or advantages of City employees, and vice versa; however, the County may act as an agent on behalf of each City where expressly set forth herein and, in such instances, each City shall hold harmless, indemnify and defend the County from and against any claims of any kind and/or actions for damages arising out of the County’s actions undertaken on behalf of each City as set forth herein.

5.13 Hold Harmless.

a. Each City shall hold harmless, indemnify and defend the County, its officers, employees and agents from and against any and all claims, suits or actions of every kind brought for or on account of injuries or death of any person or damage to any property of any kind whatsoever and whomsoever belonging which arise out of the performance or nonperformance of each City’s covenants and obligations under this Agreement and which result from the negligent or wrongful acts of each City or its officers, employees, or agents, including, but not limited to, those claims, suits, or actions arising from activities performed by the County as a representative of the City as set forth in Sections 3.6 and 4.2.

b. The County shall hold harmless, indemnify and defend each City,

its officers, employees and agents from and against any and all claims, suits or actions of any kind brought for or on account of injuries to or death of any person or damage to any property of any kind and to whomsoever belonging which arise out of the performance or non-performance of the County’s obligations

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under this Agreement and which result from the negligent or wrongful acts of the County, its officers or employees. This provision requiring the County to hold harmless, indemnify and defend each City shall expressly not apply to claims, losses, liabilities or damages arising from actions or omissions, negligent or otherwise, of the Animal Control Contractor or the Animal Licensing Contractor, or their officers, employees or agents, under the services agreements with the County. Further, this provision requiring the County to hold harmless, indemnify and defend each City shall not apply to acts or omissions of the County done on behalf of each City in performing administrative tasks for the convenience of and as representative of each City, including but not limited to those set forth in Sections 3.6 and 4.2.

c. In the event of concurrent negligence of the County, its officers or

employees, and the City, its officers and employees, the liability for any and all claims for injuries or damages to persons and/or property or any other loss or costs which arise out of the terms, conditions, covenants or responsibilities of this agreement shall be apportioned according to the California theory of comparative negligence.

d. Notwithstanding anything in this Agreement to the contrary, the

Parties acknowledge that with respect to activities performed by the Animal Control Contractor or the Animal Licensing Contractor in the Cities’ territorial limits, the County serves solely as a Contract Administrator and solely with respect to the specific obligations contained within this Agreement and the agreements between the County and the Animal Control Contractor and the Animal Licensing Contractor. Accordingly, in the event the County or the Cities are sued and the suit is related in any manner to actions taken by the Animal Control Contractor or the Animal Licensing Contractor solely in a particular City or the Cities, the particular City or Cities, as the case may be, will hold harmless, indemnify and defend the County, and any other City that is named as a defendant in that suit from and against any and all claims, losses or costs. In the event a City or the Cities are sued and the suit relates in any manner to actions taken by the Animal Control Contractor or the Animal Licensing Contractor solely in the unincorporated area of the County, the County will hold harmless, indemnify and defend the City or Cities named as a defendant or defendants in that suit from and against any and all claims, losses or costs.

e. The County agrees that in its Service Agreements with the Animal

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Control Contractor, the County will require the Animal Control Contractor to indemnify each City to the same extent that the County is indemnified and to name each City as a third party beneficiary to the County’s Agreements with the Animal Control Contractor and/or the Animal Licensing Contractor.

f. These indemnification and hold harmless clauses shall survive

termination of this Agreement and shall apply whether or not any insurance policies shall have been determined to be applicable to any of such damages or claims for damages.

5.14 Non-Discrimination. No person shall illegally be excluded from

participation in, denied the benefits of, or be subjected to discrimination under this Agreement on account of their race, color, religion, national origin, age, gender, sexual orientation, ancestry, marital status, pregnancy, childbirth or related conditions, medical condition, mental or physical disability or veteran’s status.

5.15 Notices. Any notice, request, demand, or other communication

required or permitted under this Agreement shall be deemed to be properly given when both: (1) transmitted via facsimile to the telephone number listed below or transmitted via email to the email address listed below; and (2) sent to the physical address listed below by either being deposited in the United States mail, postage prepaid, or deposited for overnight delivery, charges prepaid, with an established overnight courier that provides a tracking number showing confirmation of receipt.

Any notices required by or given pursuant to this Agreement to any City shall be in writing and shall be delivered to the Clerk of that City at the address of the principal business offices of the respective City listed in the introduction of this Agreement or at such other address as any City may specify in writing to the County.

In the case of County, to:

Name/Title: Lori Morton-Feazell, Program Manager of Animal Control and Licensing Address: 225-37th Avenue San Mateo, CA 94403 Telephone: 650.573.2623 Email: [email protected]

5.16 Condition Precedent. If this Agreement is not adopted by all twenty

Cities, it will become null and void in its entirely except that in such an event, the County and any of the cities which are in agreement with the terms and conditions of this Agreement may use it as the grounds for considering an Agreement which may be acceptable to those parties.

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5.17 Electronic Signature. All Parties agree that this Agreement and future documents relating to this Agreement may be digitally signed in accordance with California law and the County’s Electronic Signature Administrative Memo and the Parties understand and agree that electronic signatures shall be deemed as effective as an original signature.

5.18 Counterparts. The Parties may execute this Agreement in one or more

counterparts, each of which shall be deemed an original, but all of which together shall be deemed one and the same instrument.

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IN WITNESS WHEREOF, the Board of Supervisors of the County of San Mateo has authorized and directed the Health System Chief to execute this Agreement for and on behalf of the County of San Mateo. The Cities of Atherton, Belmont, Brisbane, Burlingame, Colma, Daly City, East Palo Alto, Foster City, Half Moon Bay, Hillsborough, Menlo Park, Millbrae, Pacifica, Portola Valley, Redwood City, San Bruno, San Carlos, San Mateo, South San Francisco, and Woodside have caused this Agreement to be subscribed by its duly authorized officer and attested by its Clerk. Dated: COUNTY OF SAN MATEO ____________ _____________ President, Board of Supervisors

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Dated: ATTEST: TOWN OF ATHERTON _________________________________ Town of Atherton, Clerk By

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Dated: ATTEST: CITY OF BELMONT _________________________________ City of Belmont, Clerk By

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Dated: ATTEST: CITY OF BRISBANE _________________________________ City of Brisbane, Clerk By

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Dated: ATTEST: CITY OF BURLINGAME _________________________________ City of Burlingame, Clerk By

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Dated: ATTEST: TOWN OF COLMA _________________________________ Town of Colma, Clerk By

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Dated: ATTEST: CITY OF DALY CITY _________________________________ City of Daly City, Clerk By

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Dated: ATTEST: CITY OF EAST PALO ALTO _________________________________ City of East Palo Alto, Clerk By

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Dated: ATTEST: CITY OF FOSTER CITY _________________________________ City of Foster City, Clerk By

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Dated: ATTEST: CITY OF HALF MOON BAY _________________________________ City of Half Moon Bay, Clerk By

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Dated: ATTEST: TOWN OF HILLSBOROUGH _________________________________ Town of Hillsborough, Clerk By

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Dated: ATTEST: CITY OF MENLO PARK _________________________________ City of Menlo Park, Clerk By

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Dated: ATTEST: CITY OF MILLBRAE _________________________________ City of Millbrae, Clerk By

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Dated: ATTEST: CITY OF PACIFICA _________________________________ City of Pacifica, Clerk By

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Dated: ATTEST: TOWN OF PORTOLA VALLEY _________________________________ Town of Portola Valley, Clerk By

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Dated: ATTEST: CITY OF REDWOOD CITY _________________________________ City of Redwood City, Clerk By

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Dated: ATTEST: CITY OF SAN BRUNO _________________________________ City of San Bruno, Clerk By

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Dated: ATTEST: CITY OF SAN CARLOS _________________________________ City of San Carlos, Clerk By

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Dated: ATTEST: CITY OF SAN MATEO _________________________________ City of San Mateo, Clerk By

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Dated: ATTEST: CITY OF SOUTH SAN FRANCISCO _________________________________ City of South San Francisco, Clerk By

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Dated: ATTEST: TOWN OF WOODSIDE _________________________________ Town of Woodside, Clerk By

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EXHIBIT A

CONTRACT AREAS

The following Cities have contracted for services pursuant to this Agreement:

Atherton

Belmont

Brisbane

Burlingame

Colma

Daly City

East Palo Alto

Foster City

Half Moon Bay

Hillsborough

Menlo Park

Millbrae

Pacifica

Portola Valley

Redwood City

San Bruno

San Carlos

San Mateo

South San Francisco

Woodside

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EXHIBIT B PROPORTIONATE SHARE OF COST

FY 2021-22 Proportionate Share of Cost:

Atherton 0.70% Belmont 2.58% Brisbane 0.90% Burlingame 3.74% Colma 0.53% Daly City 10.13% East Palo Alto 8.70% Foster City 2.15% Half Moon Bay 2.50% Hillsborough 1.16% Menlo Park 4.59% Millbrae 1.92% Pacifica 5.07% Portola Valley 0.37% Redwood City 12.55% San Bruno 6.09% San Carlos 3.15% San Mateo 15.61% South San Francisco 10.27% Woodside 1.03% County 6.27%

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Agreement No. _________________________

AGREEMENT FOR ANIMAL CARE AND CONTROL SERVICES BETWEEN THE

COUNTY OF SAN MATEO AND PENINSULA HUMANE SOCIETY & SPCA, A

CALIFORNIA NONPROFIT CORPORATION

This Agreement is entered into this first day of July, 2021, by and between the County of San Mateo, a

political subdivision of the state of California, hereinafter called “County,” and Peninsula Humane Society

& SPCA, a California Nonprofit Corporation, hereinafter called “Contractor.”

* * *

Whereas, pursuant to statutory authority including but not limited to, Section 31000 of the California

Government Code, Section 31106 of the Food and Agriculture Code, and Sections 14501 and 14503 of

the Corporations Code, County may contract with independent contractors for the furnishing of animal

care, control and shelter services to or for County or any Department thereof; and

Whereas, it is necessary and desirable that Contractor be retained for the purpose of providing Animal

Care, Control, and Shelter services to the County and participating cities as set forth in this Agreement for

Animal Care and Control Services (“Agreement”).

Therefore, it is agreed by the parties to this Agreement as follows:

1. Exhibits and Attachments

The following exhibits and attachments are attached to this Agreement and incorporated into this

Agreement by this reference:

Exhibit A – Services

Exhibit B - Payments and Rates

Exhibit C– Excluded Services

Exhibit D – Contract Areas (County and Participating Cities)

Exhibit E – Fees to be Collected for Services Provided

Exhibit F – Five-Year Budget

Attachment H - Health Insurance Portability and Accountability Act (HIPAA) Business Associate

Requirements

Attachment I - Fingerprinting Certification Form

Attachment J - Rabies Algorithm

Attachment K - Animal Shelter Facility Use and Maintenance Agreement

Attachment L - Peninsula Humane Society Holidays

Attachment M – County-Owned Radio Equipment

2. Services to be performed by Contractor

In consideration of the payments set forth in this Agreement and in Exhibit B, Contractor shall perform

services for County and Participating Cities listed on Exhibit D in accordance with the terms, conditions,

and specifications set forth in this Agreement and in Exhibit A, and the other Exhibits and Attachments

incorporated by reference into this Agreement.

DocuSign Envelope ID: 6C491BB9-BC86-4B49-A708-70DFC750A9BD

Attachment 1 – Agreement between County of San Mateo and the Peninsula Humane Society and SPCA

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3. Payments

In consideration of the services provided by Contractor in accordance with all terms, conditions, and

specifications set forth in this Agreement and in Exhibit A and other Exhibits and Attachments

incorporated into this Agreement, County shall make payment to Contractor based on the rates and in the

manner specified in Exhibit B. Payments shall begin within 45-days after Contractor and County each

execute this Agreement.

County reserves the right to withhold payment if County determines that the quantity or quality of the work

performed is unacceptable. If County exercises this right, it must first provide Contractor with a 30-day

written notice of intent to withhold payment wherein County describes the nature of the unacceptable

work and how Contractor’s work fails to conform to the terms of this Agreement. If Contractor fails to

remedy unacceptable work after having received thirty days prior written notice, then County may delay

payment until the deficiency is corrected. However, if Contractor reasonably demonstrates that it is not

feasible to remedy the unacceptable work within thirty days, Contractor shall have up to an additional

thirty days to remedy the work before payment will be withheld.

In no event shall County’s total fiscal obligation under this Agreement exceed THIRTY TWO MILLION

FIVE HUNDRED FORTY EIGHT THOUSAND NINE HUNDRED EIGHTY NINE DOLLARS AND NINETY

ONE CENTS ($32,548,989.91). In the event that the County makes any advance payments, Contractor

agrees to refund any amounts in excess of the amount owed by the County at the time of contract

termination or expiration. Contractor is not entitled to payment for work not performed as required by this

Agreement.

4. Term

Except as otherwise provided herein, and subject to compliance with all terms and conditions, the term of

this Agreement shall be from July 1, 2021 through June 30, 2026. The parties may extend the term for an

additional three years if the parties mutually agree in writing. This Agreement becomes effective only after

all jurisdictions identified on Exhibit D as Participating Cities adopt it by entering into the agreement for

animal control services between the County and participating cities. If such County/Services Agreement is

not adopted by all jurisdictions shown on Exhibit D, this Services Agreement is null and void in its entirety

unless Contractor and any of the jurisdictions shown on Exhibit D agree to use it as the basis for a

Services Agreement applicable to those parties providing such written consent, with such changes in

payment, scope of service, and other terms as the parties may agree.

5. Termination

This Agreement may be terminated by Contractor or County or designee at any time without a

requirement of good cause upon 365 days’ advance written notice to the other party. Contractor shall be

entitled to receive payment for services provided prior to the effective date of termination of the

Agreement. Such payment shall be the prorated portion of the full payment determined by comparing the

services actually completed to the services required by the Agreement. The Contractor shall have no right

to or claim against the County or any Participating City for the balance of the contract amount.

In the event of a material breach of this Agreement by either party, the other party shall notify the

breaching party of such material breach and that such breach must be cured within thirty (30) calendar

days of the notice, except that if the breaching party reasonably demonstrates that it is not feasible to

cure the breach within thirty (30) calendar days, the breaching party shall have the number of days


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beyond thirty (30) calendar days reasonably needed to cure the breach up to an additional thirty (30)

calendar days.

In the event the breaching party does not cure the material breach within the applicable time period, the

notifying party may immediately terminate this Services Agreement or seek any other applicable legal

remedies for such material breach. Termination is effective on the date specified in the written notice. In

any event of termination under this paragraph, Contractor shall be paid for all approved work performed

prior to termination. Contractor shall have no right to, or claim against County or any contracting City for,

the balance of the contract amount.

6. Contract Materials

At the end of the term of this Agreement, or in the event of termination, all finished or unfinished

documents, data, studies, maps, photographs, reports, and other written materials (collectively referred to

as “contract materials”) prepared by Contractor in performance of services under this Agreement shall

become the property of County and shall be promptly delivered to County. Upon termination, Contractor

may make and retain a copy of such contract materials if permitted by law.

7. Relationship of Parties

Contractor agrees and understands that the work/services performed under this Agreement are

performed as an independent contractor and not as an employee of County and that neither Contractor

nor its employees acquire any of the rights, privileges, powers, or advantages of County employees.

8. Hold Harmless and Indemnification

Contractor shall hold harmless and indemnify the County, and each Participating City listed in Exhibit D as third party beneficiaries of this Agreement, their officers, agents, and employees from all claims, suits or actions of every name, kind and description, brought for, or on account of: injuries to or death of any person, including but not limited to Contractor or its agents, officers or employees, or damage to property of any kind whatsoever and to whomsoever belonging, including but not limited to Contractor or its agents, officers, or employees, or any other loss or cost, resulting from the performance or nonperformance of any work or obligations required by the Agreement of Contractor; any sanctions, penalties, or claims of damages resulting from Contractor’s failure to comply, if applicable, with the requirements set forth in the Health Insurance Portability and Accountability Act of 1996 (HIPAA) and all Federal regulations promulgated thereunder, as amended; and/or from any activities undertaken by Contractor, its officers, employees or agents, under this Agreement, and which result from the negligent or intentional acts or omissions of Contractor, its officers or employees.

The duty of Contractor to hold harmless and indemnify as set forth herein, shall include the duty to defend as set forth in Section 2778 of the California Civil Code.

County shall hold harmless and indemnify the Contractor, its officers, agents, and employees from all claims, suits or actions of every name, kind and description, brought for, or on account of injuries to or death of any person, including but not limited to County or its agents, officers or employees, or damage to property of any kind whatsoever and to whomsoever belonging, including but not limited to County or its agents, officers, or employees, or any other loss or cost, resulting from the performance or nonperformance of any work or obligations required by the Agreement of County; any sanctions, penalties, or claims of damages resulting from Contractor’s failure to comply, if applicable, with the requirements set forth in the Health Insurance Portability and Accountability Act of 1996 (HIPAA) and all Federal regulations promulgated thereunder, as amended; and/or from any activities undertaken by County, its officers, employees or agents, under this Agreement, and which result from the negligent or intentional acts or omissions of County, its officers or employees.


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The duty of County to hold harmless and indemnify, as set forth herein, shall include the duty to defend as set forth in Section 2778 of the California Civil Code.

In the event of concurrent negligence of the County, its officers, agents and/or employees, and the Contractor, its officers, agents and/or employees, then the liability for any and all claims for injuries or damages to persons and/or property or any other loss or costs which arise out of the terms, conditions, covenants, promises and responsibilities of this Agreement, shall be apportioned according to the California theory of comparative negligence. This provision shall survive termination of this Agreement.

9. Assignability and Subcontracting

Contractor shall not assign this Agreement or any portion of it to a third party or subcontract with a third

party to provide services required by Contractor under this Agreement without the prior written consent of

County. Any such assignment or subcontract without County’s prior written consent shall give County the

right to automatically and immediately terminate this Agreement without penalty or advance notice.

10. Insurance

a. General Requirements

Contractor shall not commence work or be required to commence work under this Agreement unless and

until all insurance required under this Section has been obtained and such insurance has been approved

by County’s Risk Management, and Contractor shall use diligence to obtain such insurance and to obtain

such approval. Contractor shall furnish County with certificates of insurance evidencing the required

coverage, and there shall be a specific contractual liability endorsement extending Contractor’s coverage

to include the contractual liability assumed by Contractor pursuant to this Agreement. These certificates

shall specify or be endorsed to provide that thirty (30) days’ notice must be given, in writing, to County of

any pending change in the limits of liability or of any cancellation or modification of the policy.

b. Workers’ Compensation and Employer’s Liability Insurance

Contractor shall have in effect during the entire term of this Agreement workers’ compensation and

employer’s liability insurance providing full statutory coverage. In signing this Agreement, Contractor

certifies, as required by Section 1861 of the California Labor Code, that (a) it is aware of the provisions of

Section 3700 of the California Labor Code, which require every employer to be insured against liability for

workers’ compensation or to undertake self-insurance in accordance with the provisions of the Labor

Code, and (b) it will comply with such provisions before commencing the performance of work under this

Agreement.

c. Liability Insurance

Contractor shall take out and maintain during the term of this Agreement such bodily injury liability and

property damage liability insurance as shall protect Contractor and all of its employees/officers/agents

while performing work covered by this Agreement from any and all claims for damages for bodily injury,

including accidental death, as well as any and all claims for property damage which may arise from

Contractor’s operations under this Agreement, whether such operations be by Contractor, any

subcontractor, anyone directly or indirectly employed by either of them, or an agent of either of them.

Such insurance shall be combined single limit bodily injury and property damage for each occurrence and

shall not be less than the amounts specified below:

(a) Comprehensive General Liability… $1,000,000


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(b) Motor Vehicle Liability Insurance… $1,000,000

(c) Professional Liability………………. $1,000,000

County and its officers, agents, and employees and participating cities and their officers, agents and

employees shall be named as additional insured on any such policies of insurance, which shall also

contain a provision that (a) the insurance afforded thereby to County and its officers, agents, employees,

and servants shall be primary insurance to the full limits of liability of the policy and (b) if the County or its

officers, agents, employees, and servants have other insurance against the loss covered by such a

policy, such other insurance shall be excess insurance only.

In the event of the breach of any provision of this Section, or in the event any notice is received which

indicates any required insurance coverage will be diminished or canceled, County, at its option, may,

notwithstanding any other provision of this Agreement to the contrary, immediately declare a material

breach of this Agreement and suspend all further work and payment pursuant to this Agreement.

11. Compliance With Laws

All services to be performed by Contractor pursuant to this Agreement shall be performed in accordance

with all applicable Federal, State, County, and municipal laws, ordinances, and regulations, including but

not limited to the Health Insurance Portability and Accountability Act of 1996 (HIPAA) and the Federal

Regulations promulgated thereunder, as amended (if applicable), the Business Associate requirements

set forth in Attachment H (if attached), the Americans with Disabilities Act of 1990, as amended, and

Section 504 of the Rehabilitation Act of 1973, which prohibits discrimination on the basis of disability in

programs and activities receiving any Federal or County financial assistance. Such services shall also be

performed in accordance with all applicable ordinances and regulations, including but not limited to

appropriate licensure, certification regulations, provisions pertaining to confidentiality of records, and

applicable quality assurance regulations. In the event of a conflict between the terms of this Agreement

and any applicable State, Federal, County, or municipal law or regulation, the requirements of the

applicable law or regulation will take precedence over the requirements set forth in this Agreement.

Contractor will timely and accurately complete, sign, and submit all necessary documentation of

compliance.

12. Non-Discrimination and Other Requirements

a. General Non-discrimination

No person shall be denied any services provided pursuant to this Agreement (except as limited by the

scope of services) on the grounds of race, color, national origin, ancestry, age, disability (physical or

mental), sex, sexual orientation, gender identity, marital or domestic partner status, religion, political

beliefs or affiliation, familial or parental status (including pregnancy), medical condition (cancer-related),

military service, or genetic information.

b. Equal Employment Opportunity

Contractor shall ensure equal employment opportunity based on objective standards of recruitment,

classification, selection, promotion, compensation, performance evaluation, and management relations

for all employees under this Agreement. Contractor’s equal employment policies shall be made available

to County upon request.


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c. Section 504 of the Rehabilitation Act of 1973

Contractor shall comply with Section 504 of the Rehabilitation Act of 1973, as amended, which provides

that no otherwise qualified individual with a disability shall, solely by reason of a disability, be excluded

from the participation in, be denied the benefits of, or be subjected to discrimination in the performance of

any services this Agreement. This Section applies only to contractors who are providing services to

members of the public under this Agreement.

d. Compliance with County’s Equal Benefits Ordinance

Contractor shall comply with all laws relating to the provision of benefits to its employees and their

spouses or domestic partners, including, but not limited to, such laws prohibiting discrimination in the

provision of such benefits on the basis that the spouse or domestic partner of the Contractor’s employee

is of the same or opposite sex as the employee.

e. Discrimination Against Individuals with Disabilities

The nondiscrimination requirements of 41 C.F.R. 60-741.5(a) are incorporated into this Agreement as if

fully set forth here, and Contractor and any subcontractor shall abide by the requirements of 41 C.F.R.

60–741.5(a). This regulation prohibits discrimination against qualified individuals on the basis of disability

and requires affirmative action by covered prime contractors and subcontractors to employ and advance

in employment qualified individuals with disabilities.

f. History of Discrimination

Contractor certifies that no finding of discrimination has been issued in the past 365 days against

Contractor by the Equal Employment Opportunity Commission, the California Department of Fair

Employment and Housing, or any other investigative entity. If any finding(s) of discrimination have been

issued against Contractor within the past 365 days by the Equal Employment Opportunity Commission,

the California Department of Fair Employment and Housing, or other investigative entity, Contractor shall

provide County with a written explanation of the outcome(s) or remedy for the discrimination prior to

execution of this Agreement. Failure to comply with this Section shall constitute a material breach of this

Agreement and subjects the Agreement to immediate termination at the sole option of the County.

g. Reporting; Violation of Non-discrimination Provisions

Contractor shall report to the County Manager the filing in any court or with any administrative agency of

any complaint or allegation of discrimination on any of the bases prohibited by this Section of the

Agreement or the Section titled “Compliance with Laws”. Such duty shall include reporting of the filing of

any and all charges with the Equal Employment Opportunity Commission, the California Department of

Fair Employment and Housing, or any other entity charged with the investigation or adjudication of

allegations covered by this subsection within 30 days of such filing, provided that within such 30 days

such entity has not notified Contractor that such charges are dismissed or otherwise unfounded. Such

notification shall include a general description of the circumstances involved and a general description of

the kind of discrimination alleged (for example, gender-, sexual orientation-, religion-, or race-based

discrimination).

Final adjudication in an appropriate forum determining that a violation of the non-discrimination provisions

of this Agreement occurred, shall be considered a breach of this Agreement and subject the Contractor to

penalties, to be determined by the County Manager from among the following:


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i. termination of this Agreement; and/or

ii. liquidated damages of $2,500 per violation; and/or

iii. no penalty based on the County Manager determining that the incident does not warrant further

action; and/or

iv. imposition of other applicable civil remedies and sanctions as provided by law.

To effectuate the provisions of this Section, the County Manager shall have the authority to offset all or

any portion of the amount described in this Section against amounts due to Contractor under this

Agreement or any other agreement between Contractor and County.

h. Compliance with Living Wage Ordinance

As required by Chapter 2.88 of the San Mateo County Ordinance Code, Contractor certifies all

contractor(s) and subcontractor(s) obligated under this contract shall fully comply with the provisions of

the County of San Mateo Living Wage Ordinance, including, but not limited to, paying all Covered

Employees the current Living Wage and providing notice to all Covered Employees and Subcontractors

as required under the Ordinance.

13. Compliance with County Employee Jury Service Ordinance

Contractor shall comply with Chapter 2.85 of the County’s Ordinance Code, which states that Contractor

shall have and adhere to a written policy providing that its employees, to the extent they are full-time

employees and live in San Mateo County, shall receive from the Contractor, on an annual basis, no fewer

than five days of regular pay for jury service in San Mateo County, with jury pay being provided only for

each day of actual jury service. The policy may provide that such employees deposit any fees received

for such jury service with Contractor or that the Contractor may deduct from an employee’s regular pay

the fees received for jury service in San Mateo County. By signing this Agreement, Contractor certifies

that it has and adheres to a policy consistent with Chapter 2.85. For purposes of this Section, if

Contractor has no employees in San Mateo County, it is sufficient for Contractor to provide the following

written statement to County: “For purposes of San Mateo County’s jury service ordinance, Contractor

certifies that it has no full-time employees who live in San Mateo County. To the extent that it hires any

such employees during the term of its Agreement with San Mateo County, Contractor shall adopt a policy

that complies with Chapter 2.85 of the County’s Ordinance Code.” The requirements of Chapter 2.85 do

not apply if this Agreement’s total value listed in the Section titled “Payments”, is less than one-hundred

thousand dollars ($100,000), but Contractor acknowledges that Chapter 2.85’s requirements will apply if

this Agreement is amended such that its total value meets or exceeds that threshold amount.

14. Retention of Records; Right to Monitor and Audit

(a) Contractor shall maintain all required records relating to services provided under this Agreement for

four (4) years after County makes final payment and all other pending matters are closed, and Contractor

shall be subject to the examination and/or audit by County, a Federal grantor agency, and the State of

California.

(b) Contractor shall comply with all program and fiscal reporting requirements set forth by applicable

Federal, State, and local agencies and as required by County including additional audit requirements as

set forth herein.

(c) Contractor agrees upon reasonable notice to provide to County, to any Federal or State department

having monitoring or review authority, to County’s authorized representative, and/or to any of their

respective audit agencies access to and the right to examine all records and documents necessary to


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determine compliance with relevant Federal, State, and local statutes, rules, and regulations, to

determine compliance with this Agreement, and to evaluate the quality, appropriateness, and timeliness

of services performed.

(d) County agrees that if any entity or person makes a request under the California Public Records Act

(CPRA) or an analogous federal, state, or local law or regulation to the County or a Participating City, of

which County is aware, for documents or records possessed by Contractor but not by the County or

Participating City, relating to this Agreement, or documents that Contractor submitted in its response to

the request for proposals related to this Agreement and marked confidential, or documents related to the

negotiation, or finalization of this Agreement, County will notify Contractor of such request. If Contractor

fails to respond within 72 hours, Contractor shall be deemed to stipulate that the requested documents

are subject to disclosure pursuant to the request and Contractor shall immediately thereafter make copies

of the documents available to the County or a participating City, as the case may be, for disclosure to the

requesting party.

If Contractor responds to the County within 72 hours of such notice by the County and asserts, in writing,

that exemptions to disclosure requirements under the CPRA apply, and the County or Participating City

as applicable agrees that such documents are not subject to disclosure, in whole or in part, under the

CPRA, Contractor shall provide a redacted copy of the documents for County or City to disclose in lieu of

unredacted documents for any documents that must be disclosed. In the event that County or the

Participating City disagrees with Contractor’s position that any document or portion thereof is not subject

to disclosure, in order to prevent disclosure of such documents, Contractor shall promptly and in any case

within ten (10) calendar days of notice of the request, seek a protective court order for non-disclosure of

any such records. If Contractor fails to obtain a protective order, such documents may be disclosed by

County or City. Contractor shall indemnify and hold harmless County and Participating Cities for any

damage, cost or loss caused by Contractor’s decision to assert that such records are, whole or in part,

not subject to disclosure.

15. Merger Clause; Amendments

This Agreement, including the Exhibits and Attachments attached to this Agreement and incorporated by

reference, constitutes the sole Agreement of the parties to this Agreement and correctly states the rights,

duties, and obligations of each party as of this document’s date. In the event that any term, condition,

provision, requirement, or specification set forth in the body of this Agreement conflicts with or is

inconsistent with any term, condition, provision, requirement, or specification in any Exhibit and/or

Attachment to this Agreement, the provisions of the body of the Agreement shall prevail. Any prior

agreement, promises, negotiations, or representations between the parties not expressly stated in this

document are not binding. All subsequent modifications or amendments shall be in writing and signed by

the parties.

16. Controlling Law; Venue

The validity of this Agreement and of its terms, the rights and duties of the parties under this Agreement,

the interpretation of this Agreement, the performance of this Agreement, and any other dispute of any

nature arising out of this Agreement shall be governed by the laws of the State of California without

regard to its choice of law or conflict of law rules. Any dispute arising out of this Agreement shall be

venued either in the San Mateo County Superior Court or in the United States District Court for the

Northern District of California.


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17. Notices

Any notice, request, demand, or other communication required or permitted under this Agreement shall

be deemed to be properly given when both: (1) transmitted via facsimile to the telephone number listed

below or transmitted via email to the email address listed below; and (2) sent to the physical address

listed below by either being deposited in the United States mail, postage prepaid, or deposited for

overnight delivery, charges prepaid, with an established overnight courier that provides a tracking number

showing confirmation of receipt.


Name/Title: Lori Morton-Feazell / Health Services Manager

Address: 225-37th Avenue, San Mateo, CA 94403

Telephone: 650-573-3726

Email: [email protected]

In the case of Contractor, to:

Name/Title: Anthony Tansimore / President

Address: 1450 Rollins Road, Burlingame, CA 94010-2307

Telephone: 650-340-7022 ext. 309

Email: [email protected]

18. Electronic Signature

Both County and Contractor wish to permit this Agreement and future documents relating to this

Agreement to be digitally signed in accordance with California law and County’s Electronic Signature

Administrative Memo. Any party to this Agreement may revoke such agreement to permit electronic

signatures at any time in relation to all future documents by providing notice pursuant to this Agreement.

19. Payment of Permits/Licenses

Contractor bears responsibility to obtain any license, permit, or approval required from any agency for

work/services to be performed under this Agreement at Contractor’s own expense prior to

commencement of said work/services. Failure to do so will result in forfeit of any right to compensation

under this Agreement.


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* * *

In witness of and in agreement with this Agreement’s terms, the parties, by their duly authorized

representatives, affix their respective signatures:

For Contractor: Peninsula Humane Society & SPCA, a California Nonprofit Corporation

__________________________ Contractor Signature

_______________ Date

_________________________ Contractor Name (please print)

COUNTY OF SAN MATEO

By:

President, Board of Supervisors, San Mateo County

Date:

ATTEST:

By:

Clerk of Said Board


5/6/2021 | 4:03 PM PDTAnthony Tansimore

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Exhibit A

In consideration of the payments set forth in Exhibit B, Contractor shall provide the following services:

I. COMMON GOALS

A. All parties agree to work on updating a new animal control ordinance during the next 12 months to

include the availability of administrative citations.

B. County and Contractor will provide Participating Cities (as defined in exhibit D to this Agreement)

with information about the services provided by Contractor and excluded services. In the event the

County receives a complaint from an official from a Participating City regarding the quantity or quality

of services provided under this Agreement, the County will promptly forward such complaint to

Contractor so that the parties may make good faith efforts to promptly resolve the issue and

Contractor agrees to meet with officials from the County and/or Participating Cities as may be

necessary to resolve such complaints.

II. POLICIES AND PROCEDURES

A. All policies and procedures shall be developed with the goal of animal welfare, enhancing the cost

efficiency and quality of services provided to the County and Participating Cities, and to reflect best

practices in the industry for animal control and care. Contractor’s Policies and Procedures shall be

annually submitted to a committee of County and Participating City representatives, with committee

members to be designated by the County Manager or the County Manager’s designee. The

Contractor and committee members will work in good faith to resolve any differences or concerns

regarding policies and procedures.

B. The Contractor must establish comprehensive written policies and procedures for proper care and

handling of animals.

C. Such policies and procedures shall address all subjects encompassed by the scope of this

Agreement, including shelter, veterinary care, and field services. Proper care includes but is not

limited to, appropriate food and water, regular cleaning of kennels and cages, humane handling,

veterinary care and a vaccination schedule including rabies vaccinations.

D. Contractor shall establish policies and procedures in accordance with the Guidelines for

Standards of Care in Animal Shelters published by the Association of Shelter Veterinarians, ASPCA,

the Humane Society of the United States, and/or other currently accepted best practices for animal

sheltering. Policies and Procedures shall focus on these areas:

1. Medical Health and Physical Well-Being

2. Euthanasia

3. Environment

4. Kennels/Cages

5. Capacity for Care

6. Behavioral Health


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E. Contractor shall develop a written disposal procedure, and the procedure shall provide for the

weekly pick up of dead animals.

F. Contractor shall create a procedure compliant with California law to ensure that animals entering

the County Shelter receive vaccinations, dewormer, flea control as appropriate for their species

excluding animals that are unable to be safely handled or animals that are too sick/injured to receive

this treatment.

G. Contractor shall have written policies and procedures on animal placement with a goal of ensuring

that non-aggressive and healthy or treatable animals that enter the County Shelter are not

euthanized through redemptions, adoptions and transfers to other organizations. Policies and

procedures should include guidelines for euthanasia. Terms used in this subsection are to be

interpreted in accordance with currently enacted California law.

H. Contractor shall have a procedure addressing how Animal Control Officers will handle complaints

and the procedure shall include a benchmark for the time it takes between receiving and closing a

complaint.

I. Contractor shall have comprehensive written policies and procedures established for proper care

and handling of animals to include emergency response procedures, how animals will be placed into

vehicles, how animals will be protected from the heat and cold inside vehicles, and how vehicles will

be clean and disinfected.

J. Contractor shall have and apply written disease prevention and response policies and procedures.

Disease response procedures shall include measures to minimize transmission to unaffected

animals or people and should ensure appropriate care of the affected animals. Procedures should

include a treatment plan where decisions are based on a range of appropriate criteria, including the

ability to safely and humanely provide relief, duration of treatment, prognosis for recovery, the

likelihood of placement after treatment, the number of animals who must be treated and the expense

of treatment and resources available for such treatment.

K. Contractor shall have comprehensive written policies and procedures on Veterinary Medical

Services. Policies and procedures shall address proper care of injured and sick animals and be

L. To the extent any of the terms of this Agreement are preempted by State law with regard to animal

care, custody, transfer, euthanasia, and/or treatment, the parties agree that the terms of this

Agreement shall continue to apply to full extent possible in conformity with State law.


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III. SHELTER SERVICES

A. Receiving animals

Contractor will:

1. Hold lost and stray animals for the requisite time period as required by State law or

County ordinance or other applicable local ordinance prior to adoption, owner

redemption, release to a partner organization, euthanasia, or other disposition.

2. Ensure that each animal’s individual health status is evaluated and monitored

beginning at intake and regularly thereafter. If the animal is too unsafe to handle to have

its health status evaluated a visual evaluation may be done by staff.

3. Ensure all animals are scanned for a microchip and checked for other identification

when entering the County Shelter and ensure staff enter into the Chameleon (or any

successor system) software that the animal was checked for ID. Animals that are unsafe

to be scanned for a microchip may be excluded.

4. Solicit information on impounded stray animals.

5. Evaluate and document each animal’s health at intake.

6. Provide shelter and care for domestic animals under rabies quarantine, and dangerous

or vicious animal investigations, according to the applicable City/County ordinance and/or

State law.

7. When there is reasonable belief of a person’s or an animal’s exposure to rabies,

Contractor will immediately notify County Public Health personnel at 650.573.2346, 8am-

5pm, M-F or 650.363.4981 after hours/holidays (or at such other numbers as may be

designated in writing, from time to time).

8. If the Contractor plans on using drop boxes for after-hours intake, the drop boxes must

be checked at least every hour during the hours that drop boxes are utilized for animal

intake.

B. Care of animals

Contractor will:

1. Provide shelter and care for San Mateo County stray and unwanted animals 24 hours

a day, 7 days a week, with public service hours designed to benefit the public and

facilitate the services established in this Agreement, including coordination with other

agencies (state and local governments, or adoption partner organizations, non-profit

animal services organizations, etc.) where appropriate.

2. Provide services as required by the State of California governing shelters for animal

care, treatment, holding periods, and placements and dispositions.

3. Microchip all animals designated as Dangerous prior to release if medically appropriate

and owner is compliant. In the instance of a non-compliant owner, Contractor shall

attempt at the first annual inspection of the owner’s property to ascertain that the animal

has in fact been microchipped as required by County Ordinance and shall report their

findings to County in a timely fashion.

4. Provide animal food that meets nutritional and medical needs of animals.


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5. Contractor will make a best effort to have the County Shelter open by 11 am each day,

except holidays (as noted in Attachment L - Peninsula Humane Society Holidays), with all

animal areas intended for public access clean and ready for the public to enter.

6. Provide County representatives with a master schedule for Animal Care staff upon

request.

C. Owner-surrendered animals

Contractor will:

1. Provide pet owners with a handout(s) describing alternative solutions to surrender and

other resources to owners who express a desire to surrender their pets. That handout

should include contact information for non-profit shelters and rescue groups in the Bay

Area, as well as information about pet food pantries, low cost veterinary care, etc.

2. List alternatives to surrendering a pet and links to helpful resources on the Contractor’s

website.

D. Identifying animals

Contractor will:

1. Make legally required and additional efforts to identify each animal’s rightful owner,

including, at a minimum, full microchip body scanning of domestic animals for

identification chips, tracing microchips, licenses, rabies tags and other identification, and

making several documented attempts in multiple ways (e.g. phone, email, and/or mail) to

notify the owner in an attempt to return the animal to its owner prior to any other

disposition. Maintain acumen on and utilize developments in the field that might provide

new or additional methods for identifying each animal’s rightful owner.

E. Evaluating animals

Contractor will:

1. Ensure that all healthy, non-aggressive, and treatable animals have a plan for a live

outcome.

2. Begin assessment of behavior at the time of intake of the animal. An overall behavior

assessment considers all of the information gathered about the animal, including history,

behavior during shelter stay, and formal evaluation.

3. Provide and apply the criteria and evaluation system that will enable objective

evaluations for animals.

4. Evaluate all breeds equally to determine if they can be adopted, require behavior

modification, or allow a partner agency to take the animal prior to euthanasia pursuant to

State law.

5. Maintain evaluation records. Document the procedure for each animal in the

Chameleon software system (or any successor system). If any paper records are also

kept, retain the records for seven (7) years after disposition of animal.

6. Perform kennel enrichment programs to reduce stress for sheltered animals.

7. Place adoptable animals up for adoption or transfer.


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8. Record all incidents or reports regarding a history of aggressive behavior along with

the context in which they occurred.

9. Ensure staff is trained to recognize body language and other behaviors that indicate

animal stress, pain and suffering as well as behaviors that indicate successful adaptation

to the shelter environment.

10. Monitor animals daily in order to detect trends or changes in well-being and respond

to their behavioral needs.

F. Length of stay of animals

Contractor will:

1. Optimize the animal’s length of stay in the County Shelter. Both positive outcomes and

cost of sheltering must be considered.

2. Provide the process to ensure stray and owner-surrendered animals will not remain in

the County Shelter more than three (3) weeks past the State law-mandated holding

period.

G. Rabies testing/exposure

Contractor will:

1. Immediately provide San Mateo County Health personnel with contact information for

relevant Contractor staff in accordance with State and County requirements when there is

reasonable belief of a person’s or an animal’s exposure to rabies.

2. Ensure all staff members are trained to identify potential rabies exposures and

understand the regulations that apply to reporting and managing bites to humans and

animals.

3. Provide for testing of animals for rabies pursuant to the current California Rabies

Compendium. This requires the decapitation of animals and transport of the head or bat

to the San Mateo County Public Health laboratory for testing.

4. Ensure that that the rabies specimen is transported to the San Mateo County Public

Health Laboratory within 48 hours of the animal entering the County Shelter or of being

euthanized (weekends and holidays excluded).

5. Ensure that for every animal that comes into the County Shelter, staff will identify

possible rabies exposures; everyone presenting an animal shall be asked if the animal

has bitten anyone within the last 10 days or had any contact with wildlife.

6. Make certain all incoming animals are examined for bite wounds; any animals who

have potentially been exposed to rabies shall be managed in accordance with the

California Rabies Compendium and in consultation with state and local health authorities.

7. Ensure that staff funded by contract who routinely work with companion animals or

wildlife are offered pre-exposure vaccinations against rabies in accordance with

recommendations of the Advisory Committee in Immunization Practices.

H. Disposal of dead animals

Contractor will:


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1. Accept dead animals brought to the County Shelter by County residents, City and

County municipalities, or Caltrans and Contractor shall dispose of such animals.

2. Dispose of dead animals in a lawful manner using an appropriately qualified and

licensed disposal company or method.

3. Develop a written disposal procedure that will include at least a weekly pick up of dead

animals.

I. Transferring animals into County Shelter

1. If the Contractor desires to transfer animals into the County Shelter from nearby Bay

Area animal shelters to assist when such shelters are dealing with an emergency, such

as a natural disaster, Contractor shall do the following:

a) Request written approval from the County Program Manager of Animal Control and

Licensing Manager or other designated County Contract Administrator. The County will

respond to such requests in writing within 3 business days. In the event of a need to house

animals for another county during a disaster, the County will respond within 24 hours. If the

County grants such approval, the written notice of approval will state the maximum number

of animals the Contractor is allowed to transfer in pursuant to that consent based upon

factors including available shelter space. Detailed documentation on an appropriate Federal

Emergency Management Agency (FEMA) form will be kept to record, on a daily basis, on the

number of Contractor staff caring for the animals to include hours worked, along with

supplies, as well as number of days sheltered for each animal. This will allow for

reimbursement if declared a federal disaster, or reimbursement from other local jurisdictions.

b) Periodically, and only as space and resources allow, Contractor may purposefully

transfer, house or bring into the County shelter animals from another animal shelter, partner

group or agency within or outside the County to be housed in the County Shelter for the

purpose of adoption at the Contractor’s other shelter or location only if a monthly report is

sent to the Program Manager of Animal Control and Licensing or their designee outlining the

number of animals transferred into the shelter along with each animal’s individual animal

identification number. If Contractor plans on transferring in more than 30 animals a month

Contractor will obtain written approval from the Program Manager of Animal Control and

Licensing or their designee. Contractor will reimburse the County and Participating Cities for

the costs of vaccines, preventative care, treatment, food, facility use and maintenance, and

staff time to care for these animals. The cost will be calculated by the number of days that

animal is housed at the County shelter at the rate of $15 per animal per day. This rate may

be adjusted annually, based on changes to Consumer Price Index and the Parties will meet

and confer before the rate is adjusted. In addition to this daily rate, the Contractor will

reimburse the County and Participating Cities for the actual costs of vaccines, flea treatment,

dewormer, DTM cultures, canine heartworm and feline FIV/FeLV tests on a per animal basis.

The Contractor will reimburse the County and Participating Cities each quarter of the fiscal

year and will provide a report in a form reasonably satisfactory to the County and

Participating Cities that details the fees owed pursuant to the applicable daily rate and any

other applicable costs to be reimbursed to the County and Participating Cities. This

obligation to reimburse the County and the Participating Cities does not apply to situations

where an animal needs to be transferred in to the County shelter where the animal is held

because of a bite or potential dangerous dog designation and where the incident occurred in

San Mateo County, but the animal was first taken to another animal shelter. In such cases,

the animal shall be classified as a “Transfer in” in the Chameleon software intake statistics.


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Contractor will also reimburse the County and Participating Cities at the rate described

above and shall reimburse the County and Participating Cities for the above-described

expenses for any animal impounded by the nonprofit for a Cruelty case and housed at the

County Animal Shelter. Detailed notes by staff must be entered into the Chameleon

database (or any successor system) and should describe the reason for the animal being

transfer back into the County shelter.

2. In cases where the Contractor transfers an animal back to the County Shelter for any

reason, the Contractor will pay for the care of the animal and not use contract funds or

staff being paid for by the contract. Detailed notes by staff must be entered into the

Chameleon database and should describe the reason for the transfer back to the County

shelter.

J. Working with partner groups

Contractor will:

1. Within 6 months of signing this Agreement, develop a Partner Group application for

any shelter or Partner Group that would like to apply to take animals from the County

Shelter. The application should also be available on Contractor’s website.

2. Assign one (1) or more staff members to proactively contact Partner Groups and non-

profit shelters in the County and throughout the Bay Area to encourage them to take

animals whose medical or behavioral needs exceed available resources or who would

otherwise be better served by being transferred to a Partner Group or to take animals

that have been in the County Shelter for more than three (3) weeks past their stray hold

or owner surrender intake date. If the Contractor desires, animals may be placed prior to

the expiration of the three (3) week hold period. Contractor will decide which animals will

be transferred to the Lantos Center for adoption.

3. As an alternative to euthanizing feral cats when cat caretakers are unavailable, will

either 1) release the feral cats to an organization that will Trap-Neuter-Return (TNR) the

cats, 2) TNR the cats themselves, or 3) develop a plan on how to handle feral cats to

improve the live release rate (e.g. implementing a barn or working cat program).

K. Vaccinating, deworming, flea prevention, photos, documentation

Contractor will:

1. Complete health assessments of dogs and cats within 24 hours of the animal entering

the County Shelter.

2. Complete behavioral assessments of dogs and cats within 4 days of the animal

entering the County Shelter (not including the day of intake). Excluded: Dangerous

animals, quarantined animals, animals in protective custody, euthanasia requests, exotic

animals, fowl.

3. Conduct full body microchip scans and check for other forms of identification at the

time of intake for all animals that can be safely handled.

4. Provide a photograph and description of each lost animal through public outreach

activities (i.e., website) in order to locate the pet’s owner as soon as possible.


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5. Document animal’s description (breed, sex, and age), health assessment, initial

behavioral assessment, microchip, license, rabies, and any other pertinent information in

Chameleon Data Management System (or any successor system) within 24 hours of

receiving each animal.

6. Document complete behavioral assessment results in Chameleon Data Management

System (or any successor system) within 4 days of receiving each animal (not including

the day of intake).

7. Provide vaccinations, dewormers, and flea control when an animal enters the County

Shelter as appropriate for their species, excluding animals that are unable to be safely

handled or animals that are too sick/injured to receive this treatment.

L. Keeping County Shelter clean and disinfected

Contractor will:

1. Always maintain the kennel and animal care facilities in a humane and sanitary

condition with a focus on these areas:

a) Cleaning and Disinfection. Use of disinfectants should be limited to those that are proven

safe and effective for animal species sheltered at the County Shelter.

b) Surfaces and Drainage

2. Maintain stocks of disinfectants based on accepted industry standards to preserve

function and effectiveness with regards to temperature and light exposure.

3. Update all written guidelines/documentation for use of disinfectants to reflect current

practices as well as industry standards/recommendations.

4. Staff and volunteers shall receive training when guidelines have been updated and

documentation of training shall be maintained.

5. Take commercially reasonable measures to maintain a pest-free shelter. Contractor

will enter into, pay the costs of, and monitor on a recurring and scheduled contract for

pest control services in and around the County Shelter.

6. Have written information available about zoonotic diseases for visitors, adopters and

foster care providers.

7. Clearly mark enclosures of animals with suspected zoonotic disease to indicate the

condition and any necessary precautions.

8. Provide periodic staff and volunteer training and information on the recognition of

potentially zoonotic conditions and the means of protecting others from exposure. This

shall be included in the policy and procedures.

9. Ensure the public does not have unsupervised access to areas where animals are

isolated for zoonotic diseases.

M. Providing enrichment

Contractor will:

1. Provide kennel enrichment programs that provide every animal with an opportunity to

be socialized and reduce stress while in the County Shelter.


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N. Euthanasia

Contractor will:

1. Provide for the humane euthanasia and disposal of animals determined to be

unhealthy, aggressive, or untreatable as determined by California law.

O. Owner-requested euthanasia

Contractor will:

1. Follow the basic matrix definition of Owner-Requested Euthanasia. The basic matrix

definition of Owner -Requested Euthanasia can be found at:

https://www.shelteranimalscount.org/docs/default-

source/dataresources/sac_basicdatamatrix.pdf

2. Contractor will pursue all reasonable measures to verify animal ownership prior to

euthanasia.

3. Record and classify animals in the Chameleon software and in Live Release Rate

calculations as “Owner Intended Euthanasia” if they are brought in to the shelter by their

owners with the specific intention of using the Owner Requested Euthanasia service.

When an owner wishes to surrender an animal for adoption and that animal is deemed

unhealthy and untreatable, or aggressive after counseling by Contractor’s staff based on

information provided by the owner and the owner elects to surrender the animal for

euthanasia, euthanasia service will be provided and will be classified as “Owner

Surrender Euthanasia.”

4. Decline to provide the owner-requested euthanasia service to treatable animals and

will instead either accept and treat those animals, provide resources so the owner so they

can keep and treat their animal, or refer the owner to another organization that will assist

the pet owner, so they can treat the animal.

5. Offer private owner-requested euthanasia (including pet-owner witnessed euthanasia,

when requested with regard to non-aggressive animals only) as a service at the County

Shelter, if the animal is deemed unhealthy and untreatable, or aggressive.

P. Documentation

Contractor will:

1. Accurately complete, sign, and submit all necessary documentation of compliance in a

timely manner.

Q. Adoption of animals

Contractor may:

1. Arrange adoptions onsite at the County Shelter to reduce the length of stay for animals

and have other approaches to adoptions such as transferring animals from the County

Shelter and moving them to their non-profit shelter or partner organizations for adoption.

There is no set number of animals that need to remain up for adoption at any point in

time at the County Shelter.

Contractor will:


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https://www.shelteranimalscount.org/docs/default-source/dataresources/sac_basicdatamatrix.pdf

https://www.shelteranimalscount.org/docs/default-source/dataresources/sac_basicdatamatrix.pdf

20

2. Ensure that the public cannot come into contact with, or view, bite quarantine animals

and aggressive animals that are considered a danger to the public.

IV. FIELD SERVICES

A. Respond to field service calls

Contractor will:

1. Respond to calls for Animal Field Services 24 hours a day, 7 days a week, 365 days a

year as set forth in the below-described priority listing, unless otherwise noted below.

Notwithstanding any other provision herein, Contractor shall respond on holidays and

after regular business hours (9pm-7am) to call Priority 1 and 2 categories. If no calls in

those priorities are pending the staff Contractor will respond to Priority 3 and 4 calls.

2. Contractor may receive and accept requests for service in person, via phone, email,

text message, voicemail or fax. Contractor will have policies and processes in place to

ensure that text messages, emails, voicemails and faxes are monitored and retrieved in a

routine and timely fashion.

B. Priority for Field Activities

1. Priority 1: Immediately respond to all emergency calls of the following types within

one (1) hour of the receipt of the call from the reporting party:

a) Imminent threat to a person by an aggressive domestic, exotic or wild animal

b) A Public Safety agency request for immediate assistance

c) Possible rabid animal

d) Aggressive dog at large, or an aggressive dog that could cause harm to a human or an

animal (e.g., an aggressive dog breaking out of a yard or has access off the property)

e) A dog that has bitten a human or that has attacked another animal and that remains at

large

f) Major injury to dog, cat, or domestic animal

g) An animal in hot car or an animal that is otherwise in immediate danger

h) Dangerous animal permit violation that has occurred and the same animal remains a

threat to person or property

i) Animals at large causing a traffic hazard (including livestock)

j) Rescue animals when the animal’s life is in danger

k) Dogs harassing livestock if the livestock’s life is in danger

l) When juveniles are present at a school grounds any bat, any aggressive animal, animal

posing a risk to humans, sick or injured animals, dogs at large, or confined or trapped animal

are present on the school grounds.

m) Request by a Public Safety Official or Fish & Wildlife officer to respond to a mountain lion

or an escaped exotic animal that is an imminent threat to a person. Handling of these

situations will be a joint response between the requestor and the Contractor. Contractor will

be acting in an advisory capacity. Contractor is responsible for arranging a third party to


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handle, transport and/or care for exotic animals. If a third party is retained by Contractor,

said third party shall have lead advisory responsibilities. Public Safety Officials and/or

Contractor will determine if Fish and Wildlife need to respond to the scene. Contractor will

remain on the scene with requesting Public Safety Official until situation is resolved.

2. Priority 2: Respond without unnecessary delay, within (4) hours of receipt of the call

from the reporting party:

a) Dog, cat or domestic animal sick, or with minor injury

b) Sick or injured wildlife

c) All non-threatening Dangerous Animal permit violations

d) Dog or cat in trap

e) Animal in custody (stray confined)

f) Pack of dogs

g) Dead animal at a school between 7:00 AM and 8:00 PM (excluding holidays)

3. Priority 3: Respond without unnecessary delay within a maximum of 18 hours of

receipt of the call from the reporting party and as soon as reasonably possible

beforehand to the following situations:

a) Animal at large (non-aggressive and non-threatening) in violation of local ordinance

b) Rescue animals when the animal’s life is not in danger

c) Reports of animal bites or attacks where there is no longer an animal at large which is an

immediate threat to persons or property.

d) Dead animal pick-up

e) Animal bite quarantines

4. Priority 4: Respond without unnecessary delay within 24 hours of receipt of the call

from the reporting party:

a) Stray patrol request

b) Owned animal for relinquishment (based on special circumstances or special hardship

situation)

5. Priority 5: If there are no calls pending in the other priority categories:

a) Officers will patrol City and County parks and neighborhoods in areas accessible by

Contractor’s vehicle, and will maintain a patrol of no farther 500 yards from the vehicle.

6. Ensure that Animal Control and Humane Officers shall impound stray or confined dogs

and cats and return them to the owner in the field, or transport to the animal to the

shelter, as deemed appropriate by the Officer.

7. Provide a master schedule for Animal Control staff.

C. Enforcement of state and local animal control laws; Municipal code violations

Contractor will:


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1. Enforce all County and City ordinances pertaining to animals as outlined in Chapters

6.04, 6.12 and 6.16 of Title 6 of the San Mateo County Ordinance Code and enforce

state statutes where applicable, except for number of animals per household or barking

dogs, which are referred to the respective overseeing agency (code enforcement or law

enforcement).

2. Uniform Ordinances and Citation Authority. County shall encourage the

Participating City jurisdictions shown on Exhibit D to adopt and maintain animal control

ordinances and fee schedules that are materially equivalent to the County’s animal

control ordinance and fee schedule. The animal control ordinances for all jurisdictions

shown on Exhibit D should be substantially the same as the provisions of Chapters 6.04,

6.12, and 6.16 of Title 6 of the San Mateo County Ordinance Code, as amended, to be

effective within the city limits. The fee schedule shall be the same as outlined in Chapter

6.04.290 of the San Mateo County Ordinance Code.

3. Enforcement of city ordinances which differ materially from the County ordinance need

not be enforced by Contractor unless Contractor agrees that the ordinance does not

conflict with its mission, and the city and Contractor mutually agree on the cost of

services. Participating Cities agree to provide notice to Contractor of any changes to their

City codes that would relate to additional or different Contractor responsibilities under this

Agreement.

4. Upon request by a Participating City, the County, or residents of a Participating City or

the unincorporated County, investigate complaints of animal related public nuisances, to

those ordinance code violations enumerated in Chapter 6.04 of Title 6 of the San Mateo

County Ordinance Code and similar city ordinances, with the exception of complaints

regarding barking dogs.

D. Citations

Contractor will:

1. Develop a voidable animal license citation process for license violations, that affords

the animal owner 30 days in which to register for a license and have the citation voided.

Specifically, on all complaints involving stray or loose animals, municipal complaints and

quarantines etc., if the animal owner living in San Mateo County does not have their

animal licensed in San Mateo County, the Animal Control Officer (“ACO”) will issue a

voidable license citation to the animal owner.

2. Ensure that ACO/Humane Officers issue administrative and non-administrative

citations for City, County or State violations. Written warnings can be issued for first

offense minor violations only if the ACO/Humane Officers follow up within two weeks to

ensure compliance with the written warning.

3. Record all citations and written warnings in the Chameleon (or any successor system)

software system.

E. Impoundment of animals

Contractor will:

1. Impound all dogs caught at large, scan all dogs and cats, that are safe to handle, for

microchips in the field and provide for field return to owner as deemed appropriate by the

Animal Control Officer.


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2. Except when responding to a Priority 1 or Priority 2 call or when responding to a

Priority 3 or Priority 4 call in order to meet expected response times, ensure that when

Animal Control Officers observe a violation of the Participating City or County ordinance,

the Animal Control Officer will stop, contact the animal owners, and take appropriate

actions, such as a written warning for first offense, or the issuing of a citation for

subsequent violations.

3. Investigate and follow up with impoundment, citation, search and seizure warrant for

animal bites, vicious/dangerous animals, and attacks in conjunction with respective City

Attorney or County Counsel and/or County District Attorney.

4. Contractor shall impound animals in the regular course of its enforcement of City and

County ordinances as necessary to protect the safety of persons and property, or the

animal. In addition to its ordinary impoundment responsibilities under this Agreement, if

Contractor receives a specific request from a City and/or County law enforcement

agency, Contractor shall promptly impound any animal, whether the animal is on public or

private property. Contractor shall obtain any necessary consent or warrant as required

by law for all impoundments. In exigent circumstances, in which a warrant is not required

because personal or public safety is at imminent risk, Contractor shall impound the

animal immediately. However, in the event that Contractor determines that a warrant is

necessary for the impoundment, Contractor shall promptly seek such warrant and take all

steps necessary to ensure that the animal is secured in such a manner that it poses no

threat to the safety of any person pending the impoundment.

In those limited situations in which Contractor reasonably believes that there is no violation,

seizure is unlawful and there are no grounds for seeking a warrant despite the request by City or

County law enforcement, Contractor’s President and/or legal counsel shall promptly discuss the

legal and factual basis for Contractor’s determination with the Chief of Police or designee of the

respective City (or County Sheriff or designee if applicable) and the County Animal Control

Manager or designee, if available within one hour. If the City or County representatives are not

available and/or there is still disagreement, and City or County law enforcement still requests

impoundment, City or County law enforcement will seize the animal, and Contractor with

thereafter take custody of the animal and impound the animal at the shelter. In these situations

only, if the City or County law enforcement officer believes that a warrant should be applied for,

but Contractor does not believe there are grounds for such warrant, the law enforcement officer

shall supply the affidavit for such warrant and, at the request of the City or County law

enforcement officer, Contractor shall seek the warrant from the court.

5. Contractor shall not release any impounded animals unless the owner of such animal,

or another individual with express verbal or written authority from the owner to pick up the

animal (and such authority has been directly conveyed to Contractor from owner),

appears at the Contractor’s facility, and pays the relevant impoundment, emergency

medical treatment, and licensing/permit fees to redeem said animal. Fees may be billed

under certain circumstances as outlined in Exhibit A. - VI. Operations – D. Administration

– 1 Financial Systems.

F. Transport of sick, injured animals

Contractor will:


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1. Ensure the transfer of any injured or sick animals to the animal shelter or veterinary

emergency hospital, or ensure that the owner (if present) of the animal seeks medical

treatment.

G. Field euthanasia

Contractor will:

1. Ensure that if euthanasia is necessary for a sick or injured wild animal while it is in the

field, the euthanasia shall be conducted by trained personnel with necessary equipment.

This service shall be available twenty-four (24) hours a day, seven (7) days a week, 365

days a year.

H. Investigations for animal bites, dangerous & vicious animal cases

Contractor will:

1. Conduct thorough investigations of dangerous or vicious animals, which shall include

interviewing witnesses, collecting evidence, writing reports, taking photos, requesting

related information and securing search warrants to impound a vicious or dangerous dog,

making initial designations as dangerous or vicious, and testifying at hearings. This

investigation should be completed, and the report and all supporting information

presented to the County, at least three (3) calendar days ahead of the scheduled hearing.

Contractor, pertaining to Contractor’s duties as outlined herein, will follow the applicable

County and Participating City ordinances.

2. Investigate municipal code violation complaints within the jurisdictional boundaries of

the Participating Cities and the unincorporated County pertaining to Contractor’s duties

as outlined herein. This includes, but is not limited to, interviewing witnesses, collecting

evidence, taking photos, writing reports, requesting related information and securing

search warrants, issuing citations, and participating in hearings or court proceedings as

needed for potential impoundment and/or prosecution. Officers will work closely with the

City Attorney or County District Attorney as applicable.

I. Removal of dead animals

Contractor will:

1. Remove dead animals from the public right-of-way, except freeways and/or highways,

which are maintained by CALTRANS.

2. Remove stray dead domestic animals from private property for no charge.

3. Remove owned domestic dead animals at the request of owner with a charge to the

member of the public requesting the service, as set forth in the Fee Schedule. All such

fees collected by the Contractor shall be remitted to the County.

4. Pick up and dispose of any dead animal on any street, sidewalk, school, or other public

property.

5. In cases where animal contact meets the criteria for rabies testing, pick up dead or live

wildlife on private property. In cases where animal contact meets the criteria for rabies

testing, the Contractor will follow the rabies testing protocol.


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6. Dispose of dead wildlife or domestic dead animals that are brought to the shelter. If a

commercial wildlife removal or pest company wants to dispose of dead animals, they will

have to enter into a contract with the County to pay for disposal fees.

7. If Contractor is unable to safely remove a dead animal, Contractor will hire a qualified

third-party using contract funds to remove the dead animal.

J. Quarantine of animals

Contractor will:

1. Quarantine biting animals and enforce State Codes, California Rabies Compendium,

and County guidelines relating to rabies control. This includes providing state-mandated

rabies clinics.

2. Work with San Mateo County Health to jointly determine when an in-home bite

quarantine is appropriate and will be made available.

K. Dispatch

Contractor will:

1. Provide radio dispatching to the field between the hours of 8:00am and 6:00pm on

Monday through Friday and 8:00am and 5:00pm on Saturday, Sunday, and Holidays.

2. County shall provide radio dispatching to Contractor between the hours of 6:00pm and

8:00am Monday through Friday and 5:00pm and 8:00am Saturday, Sunday, and

Holidays. The Contractor will pay the annual cost for County Radio Dispatch using funds

paid to Contractor pursuant to this Agreement.

3. Have a system for phone calls to roll to another person in order to answer calls from

the residents for the County. If there is more than one (1) Dispatcher on shift, the phone

lines will be set up so the calls coming in roll between the multiple phones.

4. Have a line for law enforcement, fire, and other government officials to call on at all

times when the contractors dispatch is open if they need service from the Contractor.

5. County shall maintain County-owned radio equipment as denoted in Attachment M

County-Owned Radio Equipment.

V. VETERINARY MEDICAL SERVICES

A. Provide veterinary care for animals

Contractor will:

1. Make medical decisions that balance both the best interest of the individual animals

requiring treatment and the County Shelter population.

2. Ensure that the County Shelter medical services include, but are not limited to: animal

exams, vaccinations, microchipping, dispensation of medications, disease prevention,

surgeries (e.g. enucleations, amputations and wound repairs), emergency care of injured

animals, euthanasia and coordination with other local, state and national agencies.


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3. Ensure that Contractor’s veterinary medical staff regularly monitor the status of

individual animals and the population as a whole.

4. Have and apply written disease prevention and response policies and procedures.

Disease response procedures should include measures to minimize transmission to

unaffected animals or people and should ensure appropriate care of the affected animals.

Procedures should include a treatment plan where decisions are based on a range of

appropriate criteria, including the ability to safely and humanely provide relief, duration of

treatment, prognosis for recovery, the likelihood of placement after treatment, the number

of animals who must be treated and the expense and resources available.

5. Ensure that there is preventive health care appropriate for each species and include

protocols that strengthen resistance to disease and minimize exposure to pathogens.

6. Ensure that medications and treatments are only administered with the advice of a

veterinarian or in accordance with written protocols provided by a veterinarian, and all

drugs are dispensed in accordance with federal and state regulations.

7. Whenever possible, ensure all veterinary care and treatments are recorded in

Chameleon (or any successor system).

8. Microchip and spay/neuter all animals for adoption prior to pick up by new owner, as

required by law, unless a veterinarian determines the procedure is not safe for the

animal’s health to performed.

9. Have written policies regarding care and treatment of injured and sick animals and that

are in alignment with State or local laws and address.

B. Veterinarian medical licensing/registration

Contractor will:

1. Maintain current premise permits and meet all veterinary licensing requirements as

specified by the California Veterinary Medical Board and California and federal law.

2. Maintain licensure to dispense and supply shelter and field services staff with the

controlled substances necessary for performance of field captures and euthanasia,

including the monitoring and security of such substances.

3. Ensure that veterinary staff meet certification and/or license requirements set forth by

the State of California. Staff includes veterinarians, registered veterinary technicians, and

other licensed or certified personnel.

C. Medical examination, treatment, and medication

Contractor will:

1. Ensure that the veterinary staff 1) perform a medical examination upon arrival for all

sick/injured animals, 2) direct and monitor the care of injured and/or sick animals, 3)

adheres to and directs procedures to reduce or respond to the outbreak of infectious

diseases, and 4) provide a medical exam for all animals (except those needing

emergency care) within 24 hours of arriving at the shelter.

2. Provide for laboratory services including stool examinations, cytology, urine analysis,

heartworm tests, FELV/FIV tests, electrolytes measurements, and blood counts, among

other testing.


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3. Ensure adequate and appropriate administrative controls are in place to monitor

medications and medical supplies.

VI. OPERATIONS

A. Personnel

1. Staffing

Contractor will:

a) Hire personnel that are fully-qualified, authorized, licensed or permitted under applicable

State and local law to perform such services.

2. Contract Funding of Staff

Contractor will:

a) Ensure all shelter, field, facilities and veterinary-related staff and managerial positions

funded 100% by the Contract, spend 100% of their time working at the County Shelter, or

providing other services to the County and Cities pursuant to this agreement (excluding

disaster work, training, or meetings.) If one of these staff member works less than 100% of

their time at the County shelter, the percentage of hours worked under the items of this

Contract will be documented on a timesheet/time clock. Hours worked at another location

will not be charged to Contract funds. If one of these staff members’ time is divided between

the County shelter and other sites, Contractor shall prioritize services denoted within this

agreement. Contractor will include with the monthly invoice a report of the FTE hours worked

at the County shelter by these staff members. An organization chart will be sent to the

County annually that shows the Contractors entire organization including the percentages of

time staff paid by the County shelter.

3. Training

Contractor will:

a) Annually provide a training plan that includes any certifications required by State laws.

b) Be responsible for providing fully trained personnel in all aspects of performance,

including proper animal care, animal handling, and enforcement procedures and techniques.

c) Ensure all ACOs complete Penal Code 832 Arrest course or be appointed pursuant to

California Corporations Code Section 14502 as Humane Officers, issue citations, receive

ongoing training and maintain proper education, experience and/or certification within one

(1) year of hire.

d) Ensure all ACOs pass approved baton training at earliest feasible opportunity. No ACO

shall use a baton until trained.

e) Require all ACOs to be certified to perform euthanasia by injection as defined by

California law. All ACOs will complete required training per state law.

f) Require all staff that perform animal euthanasia to be trained pursuant to State law.

g) Require staff members that have access or review documents, such as bite reports and

human medical records, to complete HIPAA training.


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4. Volunteer Program

Contractor will:

a) Have an active volunteer program to support the Animal Care and Control program and

related activities. The County encourages the use of volunteer support in all aspects of the

program unless prohibited by State law. The volunteer program will be guided by policies

and procedures similar to those for Contractor’s employees.

b) Contractor should work to increase the volunteer to staff ratio as may be deemed

appropriate by Contractor for specific programs.

c) Carry insurance on volunteers, including coverage for volunteers at the shelter including

but not limited to their interaction with animals.

d) Outline how they will recruit and coordinate volunteers and assigned activities.

e) Track volunteer hours and report numbers annually to the County.

f) Outline which tasks the volunteers will be assigned to complete at the shelter.

B. V.6.4. Vehicles

1. Acquiring /Replacement

Contractor will:

a) Utilize funds paid to Contractor pursuant to this Agreement to acquire or replace vehicles.

2. Vehicle Maintenance and Repair

Contractor will:

a) Provide proof of automobile liability insurance covering all Contractor staff utilizing

vehicles pursuant to this Agreement.

b) Be responsible for all vehicle maintenance and repairs to be paid out of funds paid to

Contractor pursuant to this Agreement.

c) Utilize and maintain existing and replacement vehicles assigned for animal control

activities.

d) Provide a quarterly maintenance and repair report listing all vehicles and the service

received.

e) Ensure all vehicles receive routine maintenance as required by the manufacturer.

f) Maintain all of the vehicles such that they remain in a safe, professional condition at all

times. Records must be kept on all maintenance problems and mileage.

g) Keep vehicles in good repair and ensure that there are no dangers to animals inside the

vehicles that could cause injury such as sharp edges, gaps in doors etc.

h) Clean and disinfect after an animal has been transported in the vehicle.

i) Ensure all vehicles are kept clean on the inside and outside.

C. Procurement

1. Inventory


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Contractor will:

a) Maintain and provide to the County, within thirty (30) days of execution of this Agreement,

a current inventory of all equipment paid for with non-contract Funds owned by Contractor or

paid for in part with non-Contract Funds, used at the shelter and having a current fair market

value of $1,000 or more. Provide to the County, within six (6) months of signing the

Agreement, an inventory of all durable equipment purchased using contract funds and

having a current fair market value of $1,000 or more.

2. Computer Hardware and Software

Contractor will:

a) Be responsible for the provision and replacement of County-owned hardware and

software using contract funding, grants or private funds as long as all of the computer

hardware located in the County Shelter purchased using contract funds is considered the

property of the County. Items owned by the County will be listed in the annual inventory.

b) Maintain an inventory of purchased hardware and software.

c) Be responsible to provide server, internet connectivity and equipment to operate all

computers within the shelter. This will include the set-up of the service for the equipment.

3. Operating Supplies

a) The Contractor shall be required to purchase all operating supplies for the purpose of any

service provided under the terms of the contract with contract funds, County-directed

donations or other funding sources directed solely to the County Shelter; the supplies will be

and remain the property of San Mateo County.

b) County shall provide animal licensing tags for dogs, cats, animals held under a

Dangerous Animal Permit, and animals designated as Service Animals.

D. Administration

1. Financial systems

Contractor will:

a) Have in place a process and have the capability to provide billing and provide activity

reports to the County.

b) Contractor will not release any impounded animals unless the owner of such animal, or

another individual with express written or verbal authority (such verbal authority having been

conveyed to Contractor directly from owner) to represent the owner, appears at the

Contractors facility, and pays all applicable impoundment, emergency medical treatment,

and/or licensing/permit fees to redeem said animal. Exceptions may be made where efforts

to collect said fees would, in Contractor’s reasonable estimation, potentially jeopardize the

safety of its staff, volunteers or facility. Contractor will alert the program manager of Animal

Control and Licensing regarding the threat of harm to the staff.

c) Contractor will require license fees to be paid before the animal leaves the shelter.

d) Contractor will bill the responsible party if it is reasonably determined that they cannot pay

the required fees at the time an animal is released. Contractor will use every effort to confirm

that the responsible party is unable to pay fees. In the case of unaltered dogs, cats and


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rabbits, fees will only be billed provided the responsible party agrees to have the animal

spayed or neutered prior to the animal being released from the shelter.

e) Fees will only be transferred to the County for billing as a last resort. Any time a

responsible party is billed, the responsible party shall be provided a detailed and clear

itemized list of fees, as well as a letter on San Mateo County Health Department letterhead

explaining how to pay owed fees and the potential for collections actions to follow.

2. Financial Audit & Operational Audit

Contractor will:

a) Provide periodic updates on the annual external audit process, including information on

the process which will be used to ensure the completion of audits. The completed written

audit and opinions shall be supplied to the County by December 31st of each calendar year

for the previous fiscal year.

b) Annually hire an independent auditor, who will conduct a fiscal year audit of all expenses

and revenues and services noted above. The auditor must document and express an

opinion on program revenues, expenses and units of service and must conduct audit in

accordance with generally accepted auditing standards. The audit report shall also express

an opinion regarding compliance with the financially related terms of the Agreement.

c) After completion of the audit, allow County or City personnel, or consultant to speak

directly with the auditors in a joint session with Contractor.

d) Contractor shall use all commercially reasonable efforts to achieve economy, efficiency

and effectiveness in performance of the services provided. Contractor and County will meet

on occasion, as requested by County, but not to exceed more than once per year, to

consider revisions which may be needed to the reporting forms created to document

performance of the services provided. At any time during the term of this Services

Agreement, but not to exceed one time annually, County may request, and Contractor shall

provide additional detailed information concerning services performed under this Agreement

for the purpose of a performance audit. The County shall make every effort to follow

Generally Accepted Government Auditing Standards (GAGAS).

e) At any time during normal business hours and as often as the County may deem

necessary, allow the County and/or representatives of the County to observe all Contractor’s

staff and volunteers in all areas of the County Shelter operation. County/City and/or

representatives/contractor shall reasonably conduct themselves so as to not impede regular

operations or functions. At no time will the County/City and/or representatives/contractor of

the County direct the work of any Contractor staff in any manner.

f) At any time during normal business hours, with 24-hour notice from the County, and as

often as County may deem necessary, provide to the County and/or representatives of the

County records for examination with respect to all matters covered by this Agreement. Any

records (e.g., personal employment) that would require notice to interested parties, shall be

so noticed to the extent required by law prior to disclosure. Notice to Contractor shall not be

required if the County has evidence of fraud or other misuse of contract dollars on the part of

the Contractor; provided, however, that Contractor does not waive any privacy rights that

individual employees may have. Nothing in this Services Agreement shall be construed as

granting County any right to make copies, excerpts or transcripts of information unrelated to

the Services Agreement without the prior written consent of Contractor.


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3. Documentation

Contractor will:

a) Maintain for at least four (4) years after contract termination, and provide to County, or

any Federal or State department having monitoring or review authority, to County’s

authorized representatives, and/or to any of their respective audit agencies access to and

the right to examine all records and documents necessary to determine compliance with

relevant Federal, State, and local statutes, rules, and regulations, to determine compliance

with this Services Agreement, and to evaluate the quality, appropriateness, and timeliness of

services performed.

b) Maintain for at least four (4) years after contract termination, and provide to County as

requested records of animals impounded including the description of animal; date of receipt;

date and manner of disposition; treatment received; name and address of person who

redeemed animal; and fees, charges and proceeds charged and collected for redemption.

Contractor will provide information regarding adopters and fees for those animals adopted at

the County Shelter. Contractor shall record all vaccinations.

c) Maintain a complete record on each animal within the Chameleon (or any successor

system) database.

4. Quality Improvement

a) Contractor shall have a Quality Improvement program to ensure maintenance of key

documents, reporting, scheduling services and activities, staff performance, and customer

service.

E. Public services

1. Contractor agrees to convene a Participating City Managers’ or Police Chiefs Group at

a minimum of once per year over the term of this Services Agreement.

2. Contractor shall convene an annual meeting with Contractor’s Board of Directors,

President of the organization, and a committee of Participating City and County elected

officials upon request, at a minimum of once per year during the term of this Services

Agreement to review work covered herein.

3. Contractor agrees that the President, Senior Vice President of Operations, Senior

Director of Operations will meet monthly with the Program Manager of Animal Control

and Licensing.

4. When the County responds to a public records request, it will also provide an exact

copy to Contractor of the documents disclosed to the member of the public.

5. Contractor agrees to present an annual report and supporting documentation to the

Board of Supervisors that addresses the performance of the contracted services set forth

in this Agreement.


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6. Public services include, but are not limited to: staffing the call center, providing and

running a website, reunification of lost animals with owners, animal adoptions, animal

transfers to partner organizations, adoption promotions, licensing services, vaccination

and microchip clinics, media inquiries, citizen complaint resolution, public education and

outreach, utilization of volunteers, and coordination with other local, state and national

agencies. Services also include the proper collection and handling of financial

transactions associated with fees, fines, donations, and contract payments.

7. Contractor will provide quarterly communication updates to the County and Cities for

public release on their websites and within social media. This should include any

information for residents on services provided by the Contractor.

Contractor will:

8. Issue animal licenses and or required permits and collect applicable fees for dogs and

cats that are encountered at the County shelter.

9. Provide public hours at the County Shelter as follows: Shelter will be open 7 days a

week with a minimum of 8 hours per day Monday-Friday (e.g. open 11:00AM-7:00PM)

and 6 hours (e.g. open 11:00AM-5:00PM) per day on Saturday and Sunday. The shelter

can be closed on major holidays (see attachment L – Peninsula Humane Society

Holidays), provided, however that on such holidays, Contractor shall maintain the

minimum staff necessary to care for the animals and respond to field activities. Shelter

will be cleaned by 11 am and ready for public to enter during business hours.

10. Provide method(s) for customers to find and claim lost pets through the Contractor’s

website, call center, notification by mail and telephone.

11. Promote adoptions and licensing through a variety of outreach strategies, including

public education and outreach opportunities that contribute to increasing the live release

rate and decreasing pet overpopulation.

12. Ensure customers are provided with exceptional customer service by achieving a

positive customer satisfaction rating according to a survey to be developed in conjunction

with County approval and administered annually. The survey must include a customer

feedback component to ensure continuous improvement.

13. Develop and maintain acceptance, tracking and resolution procedures for customer

service complaints received regarding Animal Services. Provide initial response (e.g.

phone call, email, in-person visit) to resident complaints within 48 hours of receipt, with

intent to resolve within a reasonable period. County will be advised for sensitive or

unusual complaints.

F. Provide monthly low-cost vaccination clinics at the shelter

Contractor will:

1. Hold at least one (1) monthly low-cost vaccine clinic at the County Shelter for the

residents of San Mateo County. The Contractor shall sell licenses at the monthly low-cost

vaccine clinics and all fees collected at the clinic will be remitted to the County.

G. Issuing licenses

Contractor will:


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1. Provide online information on how pet owners can license their pets to include

locations for purchase and web addresses.

2. Issue replacement tags to dog owners whose license tags are lost, stolen or damaged,

for applicable fee.

3. License and/or issue required permits and collect for County all applicable fees for all

dogs and cats that are encountered at the County Shelter as required by applicable

ordinance.

4. Issue a one (1) or three (3) -year option for dog licenses to the general public as

required by applicable ordinance/law and collect applicable fees for County.

5. Provide an online option on the Contractor’s website (https://www.petdata.com/ URL

link to the County’s current subcontractor, PetData, Inc.) to license or renew animal

licenses.

6. Properly handle the collection, deposit, remittance, and refund of all money associated

with service fees, fines, and contract payments.

7. Collect all fees documented in the ordinances.

8. Contractor shall remit to the County monthly any and all fees collected, pursuant to

ordinance, as well as, vaccine and microchip clinic fees, and animal licensing fees.

H. Software

Contractor will:

1. Utilize the Chameleon (or any successor system) software and database animal

sheltering information system for the purpose of tracking all animal intakes and

dispositions, behavioral notes, all medical conditions and treatment (with the exclusion of

some medical notes that are unable to be added to the database and can be

handwritten), notes made by volunteers may be hand written, animal control field

activities, animal control citations and written warnings, animal bites and bite quarantines

and other data relevant to the management of the animal services operation. Contractor

shall provide copies to the Participating Cities/County or contractor all written notes as

well as data within the Chameleon (or any successor system) software upon request.

2. Be responsible for paying all of the Chameleon (or any successor system) software

system fees for work related to the contract, including the County licenses, using contract

funds. The Chameleon (or any successor system) license will list San Mateo County and

Peninsula Humane Society & SPCA as the database owners. In the event of contract

termination or expiration, each party shall receive an exact copy of the database

information, and if any technical problems arise regarding that goal, each party agrees to

use best efforts to achieve this result.

3. Ensure the “adoption” outcome in Chameleon (or any successor system) shall be

utilized for private individuals who have adopted a pet with the intention that the animal is

to be their permanent pet or the permanent pet of their friend, partner or relative. The

“transfer” outcome in Chameleon (or any successor system) shall be utilized for Partner

Group organizations and their designees that plan to temporarily hold the animal until it

can be adopted to a private individual or that plan to provide a hospice type service for

the animals.


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4. Ensure every live animal goes through an intake process where a photo and

description of each animal is added to the Chameleon (or any successor system)

database. Core vaccinations, deworming and any necessary flea treatment for animals to

be sheltered shall also be administered and documented in Chameleon (or any

successor system) during the intake process. The photos of all stray animals impounded

at the County Shelter shall be made available for viewing by the public on the

Contractor’s lost and found website page during the stray hold period. The photos of all

adoptable animals past any necessary stray hold period kept at the County Shelter shall

also be made available for viewing by the public on the Contractor’s website.

5. Ensure all owner contact information and attempts to contact the owners of animals

wearing a license or identification tag, a microchip or any other kind of identification must

be recorded in Chameleon (or any successor system). Behavior notes and all other

information regarding the animal shall also be recorded in Chameleon (or any successor

system).

6. Contractor will record in the Chameleon database Activity Record field responses with

staff going on scene to the location of the activity differently than they will non-field

responses, such as leaving phone messages, phone conversations, radio conversations,

mailing letters, or any other activities performed when staff is not physically on the scene

of the location of the activity. Recording field and non-field responses differently will allow

accurate response reports to be generated. Response time reports for the City/County

will only include field service calls when field staff is dispatch to a scene to handle a

priority 1-5 call. It will include the time call was received, time dispatched, time the staff

arrived on the scene and time the staff cleared the scene and what action the staff took.

7. Ensure all dogs, cats, puppies and kittens in a litter, weaned or not weaned, shall

always be provided with an individual animal ID number in Chameleon (or any successor

system) that is counted in both intake and outcome statistics.

I. Disaster response

Contractor will:

1. Coordinate with County in the event of a disaster/declared state of emergency.

2. Provide assistance to residents, local law enforcement, fire agencies and the County of

San Mateo Office of Emergency Services to evacuate, shelter, and care for animals in

the event of a disaster.

3. Be activated by the County’s office of Emergency Services in accordance with the

County’s Incident Command System.

4. Work with other groups within the County during a disaster to ensure animals are

safely evacuated and proper care is provided.

5. Ensure that staff or a third-party organization is available to respond to a disaster and

are trained in the handling and care of all animal species within the County.

6. Ensure that each staff member responding to the disaster completes necessary FEMA

forms.

7. Participate in a minimum of one (1) full-scale disaster exercise with San Mateo County

Health or the Office of Emergency Services annually.


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8. When staffing is available, supply 1-2 staff members during disasters that can rotate

into the emergency operations center as needed by the County.

9. Ensure that all staff and volunteers responding to the disaster have completed ICS 100

& 700, as well as trained to the animal care and handling standards of the Contractor.

10. Train with other non-profits and groups in the County on evacuations, sheltering set

ups and communications during a disaster, etc.

J. Mutual Aid

Contractor will:

1. Respond during a disaster in other Counties when requested by the San Mateo County

Emergency Operations Center. Shelter and Field services must continue to operate in

San Mateo County when providing support to other jurisdictions. Contractor shall use

reasonable efforts to make staff available to assist with mutual aid, as requested and,

when the Contractor reasonably determines that it is unable to do so, shall promptly

provide a detailed written explanation of why it is unable to do so.

2. Contractor will work directly with San Mateo County Health and EOC during a disaster

for mutual aid needs or supplies.

K. Recovery

Contractor will:

1. Work with animal owners on the pickup of their animals that have been cared for

during the disaster. Thirty (30) days of Shelter fees can be waived by Contractor due to

the disaster and include documentation in the database. If that animal needs to be held

longer and more fees should be waived, Contractor will get approval from the County.

2. For those animals that owners wish to relinquish, the Contractor will look at alternative

placement options for the animals such as adoptions, foster homes, or partner groups.

3. Plan Continuity of Operations Plan (COOP)

4. Within six (6) months of signing the agreement, Contractor will create a COOP for the

provision of all contracted services in the event of a natural disaster or other significant

unanticipated event that might otherwise disrupt services. Plan to be provided to the

County annually.

VII. REPORTING

Provider will provide the following reports as specified within the required time period.

Monthly Reports DUE 1. Live animal intake kennel statistics (counts and percentages) by: Animal, including dogs, cats, other domestic animals, and wildlife, Intake type, including owner-surrender, confiscated, stray, owner-requested, Outcome, adoption, reclaim, transfer, euthanasia, died, missing, owner-requested

Upon Invoicing


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euthanasia, etc. by Jurisdiction and summarized

2. Dead animal statistics (counts and percentages) by: Animal, including dogs, cats, other domestic animals, and wildlife

Upon Invoicing

3. Field pick-up and drop-off: Jurisdiction and summarized, Patrol calls and response times by priority to include jurisdiction of the call and outcome

Upon Invoicing

4. Field activities response times are to be calculated from the time of the call for field service to when the Animal Control Officer arrive on the scene of the field activity. Report should include the minimum time, maximum time, average time, targeted time percentage per priority, both summarized and by jurisdictional location, and results.

Upon Invoicing

5. List of citizen complaints by jurisdiction and category, timeline for resolution, and associated outcome.

Upon Invoicing

6. Number of citations issued, categorized by ordinance and jurisdiction.

Upon Invoicing

7. Number of voidable license citations issues and number voided with the purchase of a license.

Upon Invoicing

8. Revenues collected by jurisdiction and type and summarized.

Upon Invoicing

9. Financial reports reflecting budget to actual comparison information for revenues and expenditures by line item. As an addendum to the financial report, a narrative outlining any foreseeable issues or operational changes that the Contractor believes may be necessary for approval by the County.

Upon Invoicing

10. Staff report on FTE percentage of hours spent at the County shelter.

Upon Invoicing

Quarterly Reports Due 1. License sales performed by Contractor by species and type and jurisdiction with summary.

Upon invoicing for January, April, July, October

2. Rabies vaccination and microchipping clinics statistics, with summary of total vaccinations administered by species and type.


3. Dangerous & vicious animal cases by jurisdiction and outcomes.


4. Animal Control/Humane Officer training Upon invoicing for January, April, July, October

5. Humane Investigation report to include number of calls, contacts, notices, citations, and number of cruelty/neglect cases submitted to the District Attorney/City Attorney for prosecution with outcome.



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6. Maintenance and repair report listing all vehicles and the service received.


Annual Reports Due 1. All monthly and quarterly statistics listed above compiled for an annual summary of animal statistics

Prior calendar year upon invoicing for February

2. Medical services staff training--list of staff, type of training, and dates of completion.


3. Field officer training - list of staff, type of training, and dates of completion.


4. Animal care staff training - list of staff, type of training, and dates of completion.


5. Annual dog and cat statistics in basic matrix format, including live release rates and the live release rate formula used.


6. Annual financial audit statement. December 31st of the current year

7. Customer satisfaction rating survey results. Prior calendar year upon invoicing for February

8. A Continuity of Operations Plan (COOP) for the provision of all contracted services in the event of a natural disaster or other significant unanticipated event that might otherwise disrupt services.


9. A written cost allocation methodology procedure. Methodology should consist of items such as how direct services, such as field and shelter personnel and supplies, cost are distributed vs administration personnel that may be used for other than County contract related services, if applicable.


10. A list of all current employed personnel by position paid for in full or part by the Contract with the salary/benefits and percent of FTE for each.


11. Personnel Organization chart with the percentage breakdown of FTE positions and number of FTE’s. For those personnel whose responsibilities extend beyond the contract, the organizational chart will indicate the percent of full-time equivalence assigned to each staff member for the contract that will be correlated with the amount funded by the contract.


12. Detailed budget narrative outlining estimated revenues and expenditures for operating and capital needs, explanation of operational and financial changes requested from the prior year, major operation strategy shifts, and any other items necessary to provide the County with an understanding of the proposed spending plan for

Current fiscal year upon invoicing for August


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the following year.

13. Current policy and procedures (SOPs). Prior calendar year upon invoicing for February

14. Contractor will notify the County by January 31st of each year the number of bite quarantines handled for the past calendar year, broken down by city, compared to the average number of quarantines for the prior three (3) calendar years and include data on in-home vs. shelter. Contractor will provide statistical information to the Animal Control & Licensing Manager sufficient to allow for completion of the Local Control Rabies Activity Report required by the State of California. The past years rabies information to be provided to the County no later than February 15th of each year.

January 31st and February 15th for prior calendar year

15. Provide the County with an inventory list of County owned equipment.


16. Number of spay/neuter surgeries provided to San Mateo County residents, transfer partners and shelter animals, number of spay/ neuter surgeries provided to residents outside of San Mateo County, divided by category, and total spay/neuter surgeries.


17. Humane Investigation report to include number of calls, contacts, notices, citations, and number of cruelty/neglect cases submitted to the District Attorney/City Attorney for prosecution with outcome.


18. Number of volunteers, hours and tasks performed.


19. Provide the County with an itemized list of all County fees collected.


20. Number and type of disaster trainings conducted, both within their organization and with other groups in the County.


21. Contractor to provide annually a detailed outline of what they will provide or do for kennel enrichment for all animals housed at the shelter.



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VIII. PERFORMANCE MEASURES

Incentive Performance Measures 1. 85% of stray and owner-surrendered animals that go through their stray hold will be moved to a

positive outcome within three (3) weeks of entering the shelter. Detailed description of reasons for not meeting this objective is required for animals not moved within three (3) weeks (with the emphasis looking to improve the positive outcome over the duration of the contract). Dangerous animals, quarantined animals and animals in protective custody are excluded.

2. 95% of rabies specimens will be delivered to the San Mateo County Public Health Laboratory within 48 hours of arriving at the shelter. Detailed description is required in the notes in the Chameleon (or any successor system) software for animals not delivered within 48 hours

3. 95% of all animals entering the shelter will be administered vaccinations, dewormer, and flea control as appropriate for their species.

4. All animals receive a health assessment within 24 hours of the animal entering the shelter.

5. All dogs and cats receive an equitable full behavioral assessment no longer than 96 hours of the

animal entering the shelter (not including the day of intake). Detailed description is required for

animals not receiving a complete behavioral assessment. Excluded: Dangerous animals,

quarantined animals, animals in protective custody, euthanasia requests, exotic animals, and

fowl.

6. 95% of all priority 1 calls are responded to within 1 hour of the reporting party calling Dispatch.

7. 95% of all priority 2 calls are responded to within 4 hours of the reporting party calling Dispatch.

8. 90 % of all priority 3 calls are responded to within 18 hours of the reporting party calling Dispatch.

9. 85% of all priority 4 calls are responded to within 24 hours of the reporting party calling Dispatch.

10. Monthly reporting of the number of citations issued to animal owners. A detailed explanation is required for ±15% variation in the measure.

11. Monthly reporting of the number of citations voided due to license purchase.

12. Provide monthly reporting on the number of animals euthanized in the field by species type and jurisdiction.

13. 100% of investigative reports including available witness statements, photos, videos, veterinarian bills, medical bills, bite reports, and police reports to the County within 3 calendar days prior to a hearing, excluding weekends and holidays.

14. 90% of dead animals are removed within 18 hours.

15. 90% of all quarantines will be responded to within 18 hours of the reporting party either calling Dispatch or a faxed bite report being received.

16. Dispatchers answer 90% of calls to Dispatch in less than 2 minutes and have no more than a 10% abandoned call rate.

17. Contractor will report quarterly and annually how many cruelty cases have been investigated and the number of cases sent to the District Attorney or City Attorney for prosecution.

18. All live animals entering the shelter with a non-urgent medical issue are examined by veterinarian/technician within 24 hours. Examinations may be visual for animals that are unsafe to handle. A detailed explanation is required for ±10% variation in the measure.

19. All officers will be trained as per state law within 1 year of hire date.

20. All staff that have access to human medical documents must be HIPAA trained by the Contractor within 30 days of hiring.


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21. Provide initial response (e.g. phone call, email, in-person visit) to resident complaints within 48 hours of receipt, with intent to resolve within a reasonable period. No more than a 10% variance

22. 5% increase in the number of pets receiving a rabies vaccination at monthly vaccine clinic based upon the prior fiscal year’s measure.

23. Number of pets receiving a license during the vaccine clinics shall increase 10% each year by using a baseline the prior fiscal year and for each consecutive year throughout the term of the contract.

24. Contractor shall only report out for response times those field activities logged into Chameleon (or any successor system) those that are dispatched to field staff and when they arrive on scene to the location of the activity. If other field services activities, such as phone calls, emails or text messages are logged into Chameleon (or any successor system) they will not be counted in the response time report.

25. Written audit and opinions shall be supplied to the County by December 31st of each calendar year for the previous fiscal year.

Non-Incentive Performance Measures 26. All received animals will receive a microchip scan. Detailed description is required for animals not

receiving a microchip scan

27. Contractor to provide annually a detailed outline of what they will provide or do for kennel enrichment for all animals housed at the shelter.

28. Contractor will have written policies and procedures on euthanasia with a goal of ensuring that non-aggressive and healthy or treatable animals that enter the shelter system are not euthanized and that such animals are given a positive outcome through redemptions, adoptions and transfers to other organizations.

29. Contractor will have comprehensive written policies and procedures on Field Services. Policies and procedures should include proper care and handling of animals, emergency response procedures, how animals are placed into the vehicle, how officers will keep animals protected from the heat and cold in their vehicle, and standards for cleaning and disinfecting vehicles.

30. Contractor will have comprehensive written policies and procedures on Veterinary Medical Services. Policies and procedures should include proper care of injured and sick animals

31. All staff that will be euthanizing animals shall be trained per state law prior to performing euthanasia.

32. All staff and volunteers that will be responding to or caring for animals during a disaster shall take the ICS 100 & 700 online classes.

33. Contractor will be 100% in compliance with documentation outlined in this contract of animals entering the shelter. The County program manager of Animal Care and Control may conduct annual reviews of animal records.

34. Contractor shall maintain books, records, reports and accounts adequate to allow County and/or the auditor to fully evaluate, assess and audit Contractor’s performance of services and use of contract funds under the Agreement, and allow inspection of same by County at any time with 24 hour notice, as outlined in this Agreement

35. Contractor shall use reasonable efforts to make staff available to assist with Mutual aid, as requested and, when the contractor reasonably determines that it is unable to do so, it shall promptly provide a detailed written explanation of why it is unable to do so:

36. Contractor will have comprehensive written policies and procedures on the Volunteer Program. Contents of the policies and procedures should include, but not be limited to, the application form and process, job descriptions, selection and supervision, orientation and training, performance reviews, outline allowable and non-allowable activities, and a process for dismissal.


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Exhibit B

In consideration of the services provided by Contractor described in Exhibit A and subject to the terms of

the Agreement, County shall pay Contractor based on the following fee schedule and terms:

The total amount that the County shall be obligated to pay for services rendered in this agreement

shall not exceed THIRTY TWO MILLION FIVE HUNDRED FORTY EIGHT THOUSAND NINE

HUNDRED EIGHTY NINE DOLLARS AND NINETY ONE CENTS ($32,548,989.91). The county shall

pay the contractor in accordance with the following terms:

A. Budget

1. Fiscal Year and Amount

a) 2021-22: $6,189,290.95

b) 2022-23: $6,327,480.28

c) 2023-24: $6,499,455.67

d) 2024-25: $6,674,024.00

e) 2025-26: $6,858,739.01

2. All funds paid to Contractor pursuant to this Services Agreement shall be used by the

Contractor to meet its obligations herein.

3. A detailed proposed budget is included as Exhibit F.

4. An additional amount of $100,000 annually will be included in the total budget to

provide an incentive. Ability to access incentive funds will be determined based on:

a) Should the Contractor achieve all 25 of the incentive performance measure targets the

Contractor will receive 100% of incentive ($100,000).

b) Should the Contractor achieve 90% (23) of incentive performance measures the

Contractor will receive $75,000.

c) Should the Contractor achieve 80% (20) of incentive performance measures the

Contractor will receive $25,000.

B. Incentive Money

1. Incentive money is to be used to benefit the animals in San Mateo County (i.e.,

additional micro-chipping & vaccine clinics, mobile spay and neuter, disaster equipment,

etc.) and Contractor will provide a summary report on how the incentive money was

spent.

C. Cost Overruns

1. During any fiscal year of this Services Agreement, if the costs necessary and incidental

to Contractor’s provision of services hereunder are greater than could have been

reasonably anticipated, Parties hereto shall meet to discuss what steps should be taken.

In no event shall the County provide additional reimbursement for costs overruns without

approval of the Board of Supervisors and contracting Cities’ representatives.


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2. If county or state laws are passed during the term of this Services Agreement that

require a greater level of service, County agrees to negotiate in good faith with Cities and

Contractor to reimburse Contractor for additional costs associated with implementing the

new laws. Should such amendments result in significantly increased costs to Contractor,

Parties agree to negotiate in good faith to agree on appropriate reimbursement. If Parties

are unable to agree on reimbursement costs, Contractor shall document the increased

costs and submit to the County Controller. The Controller will conduct an independent

audit. Parties agree to accept the Controller’s determination of any increased costs.

3. If current state laws are amended, repealed, otherwise changed or suspended during

the term of this Services Agreement that reduce, increase, alter, or remove existing

relevant mandates, County may require Parties to meet to discuss possible financial and

operational impacts of levels of service per the change in law, including but not limited to

any decrease in contract amounts paid to Contractor. If, within 90 days, Parties reach

mutual agreement as to how to proceed as a result of the change in law, it shall be

memorialized as an amendment to this Services Agreement. If, after no less than ninety

(90) days, Parties do not reach mutual agreement as to how to proceed as a result of the

change in law, the County Controller will conduct an independent audit. Parties then have

the option to accept the Controller’s determination. Should Parties decide not to accept

the Controller’s determination, Parties have an additional thirty (30) days to determine

whether they wish to exercise early termination of this Services Agreement, as set forth

below. Parties’ failure to exercise this early termination option at the end of this thirty (30)

days results in this Services Agreement continuing without change or amendment for the

duration of the term determined by Section 9 Term and Termination of this Services

Agreement. Should either Party chose to exercise this early termination option, the Party

shall do so by providing three-hundred-sixty-five (365) days prior written notice to other

Party of its decision to terminate.

D. Modifications to the Budget or Payments

1. Any changes to the budget in Exhibit F must be requested in writing to the County no

later than February 1 of the prior fiscal year for approval and a possible contract

amendment by March of that year.

2. In the event that funds provided under this Agreement are expended prior to the end of

the contract term period, Contractor shall provide ongoing services under the terms of

this Agreement through the end of the contract period without further payment from

County.

3. In the event that funds provided under this Agreement are not expended prior to the

end of a fiscal year, Contractor shall have the opportunity to request funds no later than

February 1 of the prior fiscal year to be used in the subsequent 12-month period with

clear explanation for how those additional funds would be expended, and the County

shall determine what amount of rollover funds will be available by March of the year.

E. Budget Monitoring and Exceptions

1. Revenue accounts shall be established for each service and shall be maintained

separately by Contractor.

F. Method of Payment and Invoicing

1. Within 20 business days of the end of each month, Contractor must submit an invoice

of actual costs for provision of services provided in Exhibit A for the prior month.


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a) For the month of June each year, the following deadlines for invoices exist.

Specific dates for each fiscal year close will be confirmed in May of that year.

(1) June 18, 2022

(2) June 17, 2023

(3) June 15, 2024

(4) June 21st, 2025

For the FY of July 2021-June 2022, Contractor may submit one initial invoice to

the County by July 5th, 2021 in the amount of $500,000 as an advance payment

for the fiscal year. The Contractor will reconcile this one-time advance payment

on or before the September invoice. a) A similar arrangement for a one-time

annual advance payment in July for each fiscal year will be in place.

2. Other than the advance payments in July of each year, which are reconciled by

September of each year, Contractor will only invoice for actual costs.

3. Within 20 business days of the termination or expiration of the contract, Contractor

must submit a final invoice and refund to County any advanced funds in excess of actual

costs. In no event, however, shall County’s annual fiscal obligation under this Agreement

exceed the amounts noted in Exhibit B Section A. Budget 1. Fiscal Year and Amount.

4. In the event that the County makes any advance payments, Contractor agrees to

refund any amounts in excess of the amount owed by the County or credit a portion of

such advance payments to the County. Contractor is not entitled to payment for work not

performed as required by this Agreement

a) Invoices are to be sent to:

Lori Morton-Feazell San Mateo County Animal Control and Licensing 225 37th Ave, PONY PBH319ACL San Mateo, CA 94403 650-573-3726 [email protected]

b) All invoices should reflect the “Staff report on FTE percentage of hours spent at

the County shelter” and shall include:

(1) Total amount of expenses incurred

(2) A breakdown of those expenses according to budget categories included in

Exhibit F

(3) A payroll report of positions identified in the annual organizational chart

(4) Associated reports on performance metrics

(5) A description of any accomplishments or challenges in providing services or

changes to service provision.

5. Additional supporting documentation is not required to be submitted with

invoices, however, the County can request supporting documentation on

demand.


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G. Signature Claims Certification and Program Integrity

1. Anytime Contractor submits an invoice to the County for reimbursement for services

provided under Exhibit A of this Agreement, Contractor shall certify by signature that the

invoice is true and accurate by stating the invoice is submitted under the penalty of

perjury under the laws of the State of California.

2. The invoice must include the following language and signature line at the bottom of the

form(s) and/or cover letter used to submit the invoice.

3. “Under the penalty of perjury under the laws of the State of California, I hereby certify

that this claim for services complies with all terms and conditions referenced in the

Agreement with San Mateo County.

Executed at _______________ California, on __________20___

Signed ____________________ Title ____________________

Agency ____________________”


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Exhibit C Excluded Services

1) Enforcement of regulations regarding the number of animals per household.

2) Removal and/or disposal of dead marine animals.

3) Pick up of baby birds.

4) Pick up of dead animals (deer, wildlife or domestic) from freeways or highways (1, 35 (Skyline Blvd.), 82 (El Camino Real), 84 (Woodside Road), 92, 101, 109, 114, 230, 280, 380). Freeways and highways are maintained by CALTRANS.

5) Respond to barking dog complaints or animal noise nuisance complaints.

6) Respond, whether dead or alive, to marine mammals/fish

7) Routine patrol of leash-law enforcement in parks, beaches, and other public places when other priority calls are pending. When there are no priority calls pending, Contractor will respond to complaints, calls, and observed violations regarding off-leash dogs in parks, beaches, and other public places where off leash dogs are not allowed, in areas accessible by Contractor’s vehicle, and will maintain a patrol of no farther 500 yards from the vehicle.

8) Under no condition shall a dangerous or vicious animal designation when determined in accordance with relevant County or City ordinance, placed on an animal by a law enforcement officer of any contract area as shown in Exhibit B to be overridden by Contractor. In cases where the contract area law enforcement officer is designating the animal as dangerous or vicious, Contractor’s responsibility is limited to testifying as may be needed regarding prior history with animal and/or owner.

9) Contractor will not accept animals at the County Shelter facility which belong to non-San Mateo County residents, unless an emergency arises requiring surrender of an animal. The County Shelter may accept stray animals that were found outside of San Mateo County. The Contractor shall attempt to immediately transfer the stray animal to the proper shelter in the County where it was found in a commercially expeditious manner.

10) Respond to pest-control issues (e.g., infestations, perceived or real, of rats, mice, insects, gophers, wasps, or spiders, etc.)

11) Investigate dog vs. dog incidents at County and/or City or other approved off-leash dog areas including dog parks, beaches, public parks, etc. Contractor will investigate dog vs. dog incidents at approved off leash dog areas as defined in the Ordinance.

12) Investigation of Animal Cruelty cases. This will be funded by the contractor’s non-profit organization. Contractor will ensure that the Humane investigators attend an annual training with the District Attorney’s office and send a report annually on the number of cruelty cases investigate along with the number of cases sent to the District Attorney for prosecution. In the event that Contractor determines that its donor funding levels have been reduced to the level that it cannot sustain the Cruelty/Neglect program, the parties agree to meet and confer about whether or not to amend this Agreement to allow for County and City cost sharing to support the program, or the County and cities taking over responsibility for the costs of the program.

13) Spay & Neutering of Animals being placed for adoptions and low-cost surgeries for the public. This will be funded by the contractor’s non-profit organization. Annually a report will be sent to the County that includes number of public and adoptable animal surgeries and number of surgeries performed for County residents and non-residents.

14) Care, treatment and rehabilitation of wildlife.


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Exhibit D Contract Areas

The unincorporated County and the following Cities have contracted for services pursuant to this Services Agreement: Atherton Belmont Brisbane Burlingame Colma Daly City East Palo Alto Foster City Half Moon Bay Hillsborough Menlo Park Millbrae Pacifica Portola Valley Redwood City San Bruno San Carlos San Mateo South San Francisco Woodside


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Exhibit E Fees to be Collected for Services Provided

In consideration of the payments set forth in Exhibit B, Contractor shall make every attempt to collect all of the following fees from the responsible party. Contractor has no authority to negotiate, waive, or retain fees.

A. The following are fees as outlined in the applicable County or City Fee Ordinance are to be

charged and collected by the Contractor to the party taking responsibility of the animal and

then sent on a weekly basis to the County by the Contractor.

1. Licensing revenue is to be itemized by jurisdiction and category type.in a format

provided by the County.

a) All licensing fees as shown in San Mateo County ordinance 6.04.290 (a) and comparable

City ordinances, including late fees whenever applicable.

B. The following are fees as outlined in the applicable County or City Fee Ordinance are to be

charged and collected by the Contractor to the party taking responsibility of the animal and

then sent on a monthly basis to the County by the Contractor.

1. All redemption charges as shown in San Mateo County Ordinance 6.04.290 (b) with

the following limitation:

a) Impound charges and board costs for all animals except wildlife, unless wildlife is legally

under permit for possession by a private citizen, including Vincent Bill Unaltered impound

fees;

b) Transportation and trailing costs for equine, swine, bovine, sheep, goats, and any other

animals Contractor deems advisable to move by trailer; and

c) Animal rescue costs on private property.

2. All surrender, euthanasia and dead on arrival disposal fees, as shown in San Mateo

County Ordinance 6.04.290 (c).

3. Quarantine fee – Home, as shown in San Mateo County Ordinance 6.04.290 (d).

4. Dangerous Animal Permit – permit, inspection, and signage fees, as shown in San

Mateo County Ordinance 6.04.290 (e), (f), and (g).

5. Field Return fees, as shown in San Mateo County Ordinance 6.04.290 (h).

6. Breeding and Fancier Permit fees, as shown in San Mateo County Ordinance 6.04.290

(i) and (j).

7. Return check fees, as shown in San Mateo County Ordinance 6.04.290 (k).

8. Record request fees, as shown in San Mateo County Ordinance 6.04.290 (l).

9. Administrative hearing fees, as shown in San Mateo County Ordinance 6.04.115 (f) or

the applicable city ordinance.

10. Fees collected for dead animal pick-up in public areas and disposal; trap rental; dead

animal pick-up on private property; and citation clearance.


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C. Uncollectable Fees

1. Contractor has no legal authority to negotiate, waive or retain fees for services unless

provided by the applicable ordinance. Contractor shall collect all fees at the time of

service or prior to release of impounded animal or release otherwise authorized per this

Agreement.

2. Contractor shall use all reasonable efforts to collect the fee from the responsible party

at the time the animal is returned to the owner or the owner’s representative, and shall

not release the animal until fees are paid unless refusing to release the animal would, in

Contractor’s reasonable estimation, potentially jeopardize the safety of its staff,

volunteers or facility.

3. Contractor will provide responsible party with a form provided by the County and

agreed to by Contractor. Form will acknowledge debt for services provided by Contractor

by executing said form with responsible parties’ signature. Parties shall meet when

necessary to agree upon the form.

4. If fees remain uncollectable after reasonable efforts, Contractor will send the following

to the County on a monthly basis:

a) Excel spreadsheet showing the following:

(1) Responsible party’s name, address, and telephone

(2) Service provided and fee charged by Contractor

(3) Reason Contractor was unable to collect fee at the time of service

b) Itemized invoice

c) Returned check, if applicable


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Exhibit F

Five-Year Budget (PROPOSED IN RFP)

Entity Name: Peninsula Humane Society

Year 1 Budget Year 2 Budget Year 3 Budget Year 4 Budget Year 5 Budget Grand

Budget Category Total Total Total Total Total Total

Personnel $3,432,241.20 $3,529,662.03 $3,635,551.89 $3,744,618.44 $3,856,957.00 $18,199,030.55

Fringe $1,120,626.75 $1,152,434.65 $1,187,007.69 $1,222,617.92 $1,259,296.46 $5,941,983.48

Operating Expenses $1,139,500.00 $1,162,290.00 $1,185,535.80 $1,209,246.52 $1,233,431.45 $5,930,003.76

Equipment $78,200.00 $79,764.00 $81,359.28 $82,986.47 $90,058.36 $412,368.10

Subcontracts $387,080.00 $373,221.60 $379,486.03 $385,875.75 $392,393.27 $1,918,056.65

Other Costs $31,643.00 $30,108.00 $30,514.98 $28,678.90 $26,602.48 $147,547.36

Total Expenditures $6,189,290.95 $6,327,480.28 $6,499,455.67 $6,674,024.00 $6,858,739.01 $32,548,989.91


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Attachment H

Health Insurance Portability and Accountability Act (HIPAA)

Business Associate Requirements

I. DEFINITIONS

Terms used, but not otherwise defined, in this Schedule shall have the same meaning as those terms are

defined in 45 Code of Federal Regulations (CFR) sections 160.103, 164.304, and

164.501. All regulatory references in this Schedule are to Title 45 of the Code of Federal Regulations

unless otherwise specified.

a. Business Associate. “Business Associate" shall generally have the same meaning as the term "business associate" at 45 CFR 160.103, and in reference to the parties to this agreement shall mean Contractor.

b. Covered Entity. "Covered entity" shall generally have the same meaning as the term “covered entity” at 45 CFR 160.103, and in reference to the party to this agreement shall mean County.

c. HIPAA Rules. "HIPAA rules" shall mean the Privacy, Security, Breach Notification and Enforcement Rules at 45 CFR part 160 and part 164, as amended and supplemented by Subtitle D of the Health Information Technology for Economic and Clinical Health Act provisions of the American Recovery and Reinvestment Act of 2009.

d. Designated Record Set. "Designated Record Set" shall have the same meaning as the term "designated record set" in Section 164.501.

e. Electronic Protected Health Information. "Electronic Protected Health Information" (EPHI) means individually identifiable health information that is transmitted or maintained in electronic media; it is limited to the information created, received, maintained or transmitted by Business Associate from or on behalf of Covered Entity.

f. Individual. "Individual" shall have the same meaning as the term "individual" in Section 164.501

and shall include a person who qualifies as a personal representative in accordance with

Section 164.502(g).

g. Privacy Rule. "Privacy Rule" shall mean the Standards for Privacy of Individually Identifiable Health Information at 45 CFR Part 160 and Part 164, Subparts A and E.

h. Protected Health Information. "Protected Health Information" (PHI) shall have the same meaning as the term "protected health information" in Section 164.503 and is limited to the information created or received by Business Associate from or on behalf of County.

i. Required By Law. "Required by law" shall have the same meaning as the term "required by law" in Section 164.501.

j. Secretary. "Secretary" shall mean the Secretary of the United States Department of Health and Human Services or his or her designee.

k. Breach. The acquisition, access, use, or disclosure of PHI in violation of the Privacy Rule that compromises the security or privacy of the PHI and subject to the exclusions set forth in Section 164.402. Unless an exception applies, an impermissible use or disclosure of PHI is presumed to be a breach, unless it can be demonstrated there is a low probability that the PHI has been compromised based upon, at minimum, a four-part risk assessment:

1. Nature and extent of PHI included, identifiers and likelihood of re-identification;

2. Identity of the unauthorized person or to whom impermissible disclosure was made;

3. Whether PHI was actually viewed or only the opportunity to do so existed;

4. The extent to which the risk has been mitigated.

l. Security Rule. "Security Rule" shall mean the Security Standards for the Protection of Electronic Protected Health Information at 45 CFR Part 160 and Part 164, Subparts A and C.


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m. Unsecured PHI. “Unsecured PHI” is protected health information that is not rendered unusable, unreadable, or indecipherable to unauthorized individuals through the use of a technology or methodology specified by the Secretary in relevant HHS guidance.

n. Security Incident. "Security Incident" shall mean the attempted or successful unauthorized access, use, disclosure, modification, or destruction of information or interference with systems operations in an information system. “Security Incident” includes all incidents that constitute breaches of unsecured protected health information.

II. OBLIGATIONS AND ACTIVITES OF CONTRACTOR AS BUSINESS ASSOCIATE

a. Business Associate agrees to not use or further disclose Protected Health Information other than as permitted or required by the Agreement or as required by law.

b. Business Associate agrees to use appropriate safeguards to comply with Subpart C of 45 CFR part 164 with respect to EPHI and PHI, and to prevent the use or disclosure of the Protected Health Information other than as provided for by this Agreement.

c. Business Associate agrees to make uses and disclosures requests for Protected Health Information consistent with minimum necessary policy and procedures.

d. Business Associate may not use or disclose protected health information in a manner that would violate subpart E of 45 CFR part 164.504 if used or disclosed by Covered Entity.

e. Business Associate agrees to mitigate, to the extent practicable, any harmful effect that is known to Business Associate of a use or disclosure of Protected Health Information by Business Associate in violation of the requirements of this Agreement.

f. Business Associate agrees to report to County any use or disclosure of Protected Health Information not authorized by this Agreement.

g. Business Associate agrees to ensure that any agent, including a subcontractor, to whom it provides Protected Health Information received from, or created or received by Business Associate on behalf of County, agrees to adhere to the same restrictions and conditions that apply through this Agreement to Business Associate with respect to such information.

h. If Business Associate has Protected Health Information in a Designated Record Set, Business Associate agrees to provide access, at the request of County, and in the time and manner designated by County, to Protected Health Information in a Designated Record Set, to County or, as directed by County, to an Individual in order to meet the requirements under Section 164.524.

i. If Business Associate has Protected Health Information in a Designated Record Set, Business Associate agrees to make any amendment(s) to Protected Health Information in a Designated Record Set that the County directs or agrees to make pursuant to Section 164.526 at the request of County or an Individual, and in the time and manner designed by County.

j. Business Associate agrees to make internal practices, books, and records relating to the use and disclosure of Protected Health Information received from, or created or received by Business Associate on behalf of County, available to the County at the request of County or the Secretary, in a time and manner designated by the County or the Secretary, for purposes of the Secretary determining County's compliance with the Privacy Rule.

k. Business Associate agrees to document such disclosures of Protected Health Information and information related to such disclosures as would be required for County to respond to a request by an Individual for an accounting of disclosures of Protected Health Information in accordance with Section 164.528.

l. Business Associate agrees to provide to County or an Individual in the time and manner designated by County, information collected in accordance with Section (k) of this Schedule, in order to permit County to respond to a request by an Individual for an accounting of disclosures of Protected Health Information in accordance with Section 164.528.


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m. Business Associate shall implement administrative, physical, and technical safeguards that reasonably and appropriately protect the confidentiality, integrity, and availability of EPHI that Business Associate creates, receives, maintains, or transmits on behalf of County.

n. Business Associate shall conform to generally accepted system security principles and the requirements of the final HIPAA rule pertaining to the security of health information.

o. Business Associate shall ensure that any agent to whom it provides EPHI, including a subcontractor, agrees to implement reasonable and appropriate safeguards to protect such EPHI.

p. Business Associate shall report to County any Security Incident within three (3) business days of becoming aware of such incident. Business Associate shall also facilitate breach notification(s) to the appropriate governing body (i.e. HHS, OCR, etc.) as required by law. As appropriate and after consulting with County, Business Associate shall also notify affected individuals and the media of a qualifying breach.

q. Business Associate understands that it is directly liable under the HIPAA rules and subject to civil and, in some cases, criminal penalties for making uses and disclosures of Protected Health Information that are not authorized by this Attachment, the underlying contract as or required by law.

III. PERMITTED USES AND DISCLOSURES BY CONTRACTOR AS BUSINESS

ASSOCIATE

Except as otherwise limited in this Schedule, Business Associate may use or disclose Protected Health Information to perform functions, activities, or services for, or on behalf of, County as specified in the Agreement; provided that such use or disclosure would not violate the Privacy Rule if done by County.

IV. OBLIGATIONS OF COUNTY

a. County shall provide Business Associate with the notice of privacy practices that County produces in accordance with Section 164.520, as well as any changes to such notice.

b. County shall provide Business Associate with any changes in, or revocation of, permission by Individual to use or disclose Protected Health Information, if such changes affect Business Associate's permitted or required uses and disclosures.

c. County shall notify Business Associate of any restriction to the use or disclosure of Protected Health Information that County has agreed to in accordance with Section 164.522.

V. PERMISSABLE REQUESTS BY COUNTY

County shall not request Business Associate to use or disclose Protected Health Information in any manner that would not be permissible under the Privacy Rule if so requested by County, unless the Business Associate will use or disclose Protected Health Information for, and if the Agreement provides for, data aggregation or management and administrative activities of Business Associate.

VI. DUTIES UPON TERMINATION OF AGREEMENT

a. Upon termination of the Agreement, for any reason, Business Associate shall return or destroy all Protected Health Information received from County, or created, maintained, or received by Business Associate on behalf of County, that Business Associate still maintains in any form.


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This provision shall apply to Protected Health Information that is in the possession of subcontractors or agents of Business Associate. Business Associate shall retain no copies of the Protected Health Information.

b. In the event that Business Associate determines that returning or destroying Protected Health Information is infeasible, Business Associate shall provide to County notification of the conditions that make return or destruction infeasible. Upon mutual agreement of the Parties that return or destruction of Protected Health Information is infeasible, Business Associate shall extend the protections of the Agreement to such Protected Health Information and limit further uses and disclosures of such Protected Health Information to those purposes that make the return or destruction infeasible, for so long as Business Associate maintains such Protection Health Information.

VII. MISCELLANEOUS

a. Regulatory References. A reference in this Schedule to a section in the HIPAA Privacy Rule means the section as in effect or as amended, and for which compliance is required.

b. Amendment. The Parties agree to take such action as is necessary to amend this Schedule from time to time as is necessary for County to comply with the requirements of the Privacy Rule and the Health Insurance Portability and Accountability Act, Public Law 104-191.

c. Survival. The respective rights and obligations of Business Associate under this Schedule shall survive the termination of the Agreement.

d. Interpretation. Any ambiguity in this Schedule shall be resolved in favor of a meaning that permits County to comply with the Privacy Rule.

e. Reservation of Right to Monitor Activities. County reserves the right to monitor the security policies and procedures of Business Associate.


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Attachment I Fingerprinting Certification Form

DATE: July 1, 2021

AGREEMENT WITH: Peninsula Humane Society & SPCA

FOR: Peninsula Humane Society & SPCA

Contractor will require records of fingerprinting and background checks for program staff in sensitive positions

including animal control officers, humane officers, and staff who treat animals with controlled drugs or perform

euthanasia.

NAME: Anthony Tansimore

TITLE: President:Customer1

SIGNATURE:

DATE:


5/6/2021 | 4:03 PM PDT

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Attachment J Rabies Algorithm


505

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506

57


507

58


508

59


509

60


510

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Attachment K Animal Shelter Facility Use and Maintenance Agreement


511

Animal Shelter Facility

Use and Maintenance Agreement

Between

The County of San Mateo as “County"

and

Peninsula Humane Society & SPCA as “Contractor"

for

The Animal Shelter Facility

12 Airport Blvd, San Mateo CA 94401

DocuSign Envelope ID: 36C4C10E-2F38-40CD-9CDE-B18E022DAB04DocuSign Envelope ID: 6C491BB9-BC86-4B49-A708-70DFC750A9BD

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Section I. General Provisions A. The purpose of this Animal Shelter Facility Maintenance Agreement ("Agreement") is

to set forth the roles and responsibilities of the County of San Mateo (hereinafter

"County," which includes employees, officers, and authorized representatives),

acting through its San Mateo County Health Division of Public Health Policy &

Planning ("PHPP"), and the County Public Works Department Facilities

Maintenance, Operations and Building Services ("Facilities Services"); and the

Peninsula Humane Society & SPCA (hereinafter "Contractor," which includes

employees, officers, and authorized representatives) for Contractor's use, operation

and management of the Animal Shelter Facility, located at 12 Airport Boulevard, in

the incorporated area of the City of San Mateo, California ("Shelter").

B. The parties understand and agree that Contractor's use of the County-owned Shelter

is pursuant to and contingent upon an active Service Agreement between Contractor

and County for Contractor's animal control services to the County ("Animal Control

Services Agreement"). Contractor may use and occupy the Shelter only for the

purpose of providing animal control and sheltering services to the County and cities

as set forth in the Animal Control Services Agreement and any additional activities as

mutually agreed to by Parties. This Agreement shall terminate concurrently with the

Animal Control Services Agreement.

If there is a material breach of this Agreement by Contractor, then this Agreement is

subject to termination at the County's option if Contractor fails to cure the breach

within sixty days (60) notice by County of such breach. However, if the breach Is

causing continuing damage to the Shelter, County may take any steps necessary to

immediately halt such damage, and if the breach is intentional or negligent, then

Contractor shall be solely responsible for the cost and expense.

Upon expiration or termination of this Agreement and/or the Animal Control Service

Agreement, Contactor shall be given 7 days to vacate the Shelter by removing all

Contractor-owned and personal items and return the Shelter in a clean and orderly

fashion, ordinary wear and tear excepted. Contractor will use best efforts to not

disrupt any operations occurring at the shelter during this time

C. This Agreement shall be in effect from the date last signed below and run concurrent

with the Animal Services Agreement and any fully executed extensions. Upon

termination of this Agreement, Contractor shall vacate the Shelter on the date of

termination and return it to County in good condition, excepting normal wear and

tear. Any damage to the Shelter caused by the negligent or intentional acts of

Contractor shall be promptly repaired by Contractor at its sole expense and not out

of Contract funds or other County funds.

D. The County acknowledges and agrees that the entirety of fees and costs related to

Contractor's operation of the Shelter, and/or performance of this Agreement, shall be

funded solely from the Contract Funds provided to Contractor from County under the


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Animal Control Services Agreement, except as otherwise provided herein. The

County and Contractor acknowledge and agree that if the Contract Funds prove

insufficient to meet the financial needs of maintaining the Shelter, and/or performing

Contractor's maintenance and repair duties under this Agreement, the Contractor will

not be responsible for the payment of any overage, unless caused by its negligent or

intentional acts or omissions. If the Contractor anticipates costs that will exceed the

Contract Funds, Contractor will use best efforts to provide County with notice as

soon as it becomes aware of such potential overage, on a quarterly basis, and

provide adequate documentation of the cause and amount of such anticipated

coverage.

E. Indemnification and Insurance

1. Hold Harmless & Indemnification

(i) Contractor shall hold harmless and indemnify the County, and each

participating city as listed in the Animal Shelter Service Agreement as

third party beneficiaries, their officers, agents, and employees from all

claims related to performance of this Agreement and/or use, operation,

maintenance or repair of the Shelter by Contractor or its employees,

contractors or agents including suits or actions of every name, kind and

description, brought for, or on account of: (1) injuries to or death of any

person, including but not limited to actions brought for (or on account of)

injuries or death to County or Contractor's agents, officers or employees;

(2) damage to property of any kind whatsoever and to whomsoever

belonging, including but not limited to damage to property of County or

Contractor or its agents, officers, or employees; or any other loss or cost,

resulting from the performance or nonperformance of any activities

undertaken under this Agreement, and/or which result from the negligent

or intentional acts or omissions of Contractor, its officers, agents or

employees. This obligation shall survive the termination of this Agreement

for any claims arising during its term.

(ii) The County shall hold harmless and indemnify Contractor, its officers,

agents, and employees from all claims caused by the conduct of the

County, or its agents, officers or employees, including but not limited to

suits or actions of every name, kind and description, brought for, or on

account of: (1) any and all claims related to the construction, and/or repair

of the shelter by the County, whether such claims are based on

performance or performance of an obligation, and whether such claims

are based on conduct that happened before and/or after Contractor took

possession of the Shelter; (2) injuries to or death of any person, including

but not limited to actions brought for (or on account of) injuries or death to

County's agents, officers or employees; (3) damage to property of any

kind whatsoever and to whomsoever belonging, including but not limited

to damage to property of the County or its agents, officers, or employees;


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or any other loss or cost, resulting from the performance or

nonperformance of any activities undertaken under this Agreement, and

which result from the negligent or intentional acts or omissions of the

County, its officers or employees. This obligation shall survive the

termination of this Agreement.

(iii) In the event claims are brought against Contractor and County, the

ultimate liability for damages, shall be apportioned according to the

comparative fault of Contractor and County.

The duty of Contractor, and of the County, to relieve, indemnify, protect

and hold harmless, as set forth hereinabove, shall include the duty to

defend as set forth in Section 2778 of the California Civil Code.

2. Property Damage Coverage

All Risk Contractor at its cost shall maintain on the building and improvements

that are a part of the Shelter a policy of all risk property, in the amount of the

replacement value of the Shelter, its improvements and contents. The insurance

policy shall be issued in the names of County and Contractor as their interests

appear. The insurance policy shall provide that any proceeds shall be payable to

County, excluding proceeds related to damage to equipment and supplies owned

by Contractor.

3. Liability Insurance

Contractor at its cost shall maintain Comprehensive Liability insurance for the

following coverages with the following limits Insuring against all liability of

Contractor and its authorized representatives arising out of and in connection

with Contractor's use or occupancy of the Premises:

(i) Shelter Premises Liability with a minimum limit of $1,000,000 Combined

Single Limit (CSL) each occurrence; and

(ii) All Comprehensive Liability insurance shall insure performance by

Contractor of the Hold Harmless and Indemnification Sub-section of this

Agreement;

(iii) County shall be named as "additionally insured";

(iv) All required Insurance shall contain a Separation of Insureds or

Severability of Interests provision; and

(v) The policy shall not be cancelled or non-renewed unless the County has

received 30 days prior written notice. (Ten days prior notice in the event

of cancellation for nonpayment of premium is acceptable.) Written notice

shall be sent to:


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County of San Mateo

Attn: Animal Services

225 37th Ave.

San Mateo CA. 94403

4. Workers' Compensation and Employer's Liability Insurance

During the entire term of this Agreement, Contractor shall have in effect Workers'

Compensation coverage providing full statutory benefits and employer's liability.

In executing this Agreement, Contractor makes the following certification:

Contractor is aware of the provisions of Section 3700 of the California Labor

Code, which require every employer (1) to be insured against liability for Workers'

Compensation or (2) to undertake self-insurance in accordance with the

provisions of the Code. Contractor will comply with such provisions.

5. Miscellaneous Insurance Provisions

Contractor shall pay the premiums for maintaining the insurance required

hereinabove. All the insurance required under this Agreement shall:

(i) Be issued by insurance companies authorized to do business in the State

of California, with a financial rating of at least an A- IV status as rated in

the most recent edition of Best's Insurance Reports. Coverage provided

by State Fund Insurance shall satisfy this requirement.

(ii) Be issued as a primary policy.

(iii) Contain an endorsement requiring thirty (30) days' notice from the

insurance company to both parties before cancellation or change in the

coverage, scope, or amount of any policy.

(iv) County shall be named as "additionally insured" on each policy.

6. Certificate of Insurance

A certificate of insurance, together with evidence of payment of premium, shall

be deposited with County at the commencement of this Agreement, and on

renewal of the policy not less than twenty (20) days before expiration of each

policy.

In the event Contractor fails to deliver the certificate of insurance verifying

insurance coverage as required in this Section, County may declare a material

breach and terminate the Agreement as provided herein or, at its option take out

all or part of the required insurance and pay the premium thereon on behalf of

Contractor.


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7. Force Majeure

(i) Neither party is responsible for any failure to perform or delay In

performing its obligations under this contract, to the extent it is prevented

or delayed in performing those obligations by an event of force majeure.

(ii) Where there is an event of force majeure, the party prevented from or

delayed in performing its obligations under this contract must immediately

notify the other party giving full particulars of the event of force majeure

and the reasons for the event of force majeure preventing that party from,

or delaying that party In performing its obligations under this contract and

that party must use its reasonable efforts to mitigate the effect of the

event of force majeure upon its or their performance of the contract and to

fulfil its or their obligations under the contract.

(iii) Upon completion of the event of force majeure the party affected must as

soon as reasonably practicable recommence the performance of its

obligations under this contract. Where the party affected is the contractor,

the contractor must provide, within 15 business day, a schedule for

managing the Contractor's obligations under this Agreement to minimize

the effects of the prevention or delay caused by the event of force

majeure.

(iv) An event of force majeure does not relieve a party from liability for an

obligation which arose before the occurrence of that event, nor does that

event affect the obligation to pay money in a timely manner which

matured prior to the occurrence of that event.

(v) Definition. An event of force majeure is an event or circumstance which is

beyond the control and without the fault or negligence of the party

affected and which by the exercise of reasonable diligence the party

affected was unable to prevent, and includes but is not limited to such

matters as:

a) riot, war, invasion, act of foreign enemies, hostilities (whether war

be declared or not) acts of terrorism, civil war, rebellion,

revolution, insurrection of military or usurped power, requisition or

compulsory acquisition by any governmental or competent

authority;

b) ionizing radiation or contamination, radio activity from any nuclear

fuel or from any nuclear waste from the combustion of nuclear

fuel, radioactive toxic explosive or other hazardous properties of

any explosive assembly or nuclear component;

c) pressure waves caused by aircraft or other aerial devices

travelling at sonic or supersonic speeds;

d) earthquakes, flood, fire or other physical natural disaster, but

excluding weather conditions regardless of severity;

e) regional health emergency due to government health

advisory(ies); and


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f) strikes at national level or industrial disputes at a national level, or

strike or industrial disputes by labor not employed by the affected

party, its subcontractors or its suppliers and which affect an

essential portion of the works but excluding any industrial dispute

which Is specific to the performance of the works or this contract.

g) Increased costs incurred by Contractor in the provision of services

under this Agreement, shall not In itself be considered an event of

force majeure even if such increased costs are the result of such

an event.

Section II. Contract Information

To better coordinate all services, Facilities Services has established the Facilities Customer

Service Center (FCSC). The FCSC provides a single point of contact for customers and

dispatch of staff and should be the primary resource for departmental or Contractor's

Maintenance Coordinators and others responsible for requesting maintenance services. The

FCSC is staffed during normal business hours and can be reached at 363-4444.

For management issues and/or to discuss specific activities or projects, the overall coordinator

of this Agreement and the main point of contact is Gary Behrens, Facilities Services Manager,

363-1875.

For custodial issues specifically, contact Duane Minor, Building Services Manager, 363-4445.

The supervisor for each area or function will manage day-to-day activities:

1. Win Maung, 599-1300 ([email protected]). Operation and maintenance of

facility systems and equipment for County owned buildings at the Government

Center, Redwood City.

2. Thomas Sipp, 312-5257 ([email protected]). Operation and maintenance of

facility systems and equipment for County owned and leased buildings in outlying

areas.

3. Patrick Oliver, Crafts Supervisor, 363-1877 ([email protected]). Repair,

maintenance, and safety/regulation required upgrades related to carpentry,

painting, and locksmith services for all County facilities.

4. Jose Villalobos or Mark LaGrone, 363-1951 ([email protected] &

[email protected]). Custodial, parking lot, loading dock, and room set-up

services for all County Center facilities.

Facilities Services is responsible for updating and maintaining this list with current contact

information.


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Section III. Baseline Services The baseline services outlined below are to be paid for by Contractor solely with funds provided to Contractor under the Animal Control Services Agreement the provided ("Contract Funds") (see Section VII for current charges). If these fees exceed the Contract Funds, the financial obligations shall be resolved in accordance with Section I.D., supra.

A. General Shelter Facility

1. Preventive Maintenance and Routine Repairs

Facilities Services will responsible for performing regular repair and maintenance

on the Shelter, including all parts, material and labor. Facilities Services will

make, or schedule repairs as determined by the County to be needed, or

pursuant to a reasonable request by Contractor, with 24 hours advance notice to

Contractor if possible, by phone or email. Repairs and maintenance include, but

are not limited to, any and all work on the following areas of the Shelter:

i. Structural portions of buildings (roof, gutters, doors, skylights

windows, flooring)

ii. Solar panels and carports

iii. Repair and maintenance to the building mechanical systems including

heating, ventilation & air conditioning system (HVAC), electrical

distribution and lighting

iv. Repairs of electrical systems (except for light fixtures)

v. Exterior painting (with exception of any touch-up exterior painting)

vi. Interior painting of common areas in County standard colors

(entrances, lobbies, restrooms, main hallways)

vii. All major plumbing issues shall be maintained by Facilities Services;

however, toilet fixtures and sink clogs shall be the responsibility of the

Contractor. If any damage is caused by Contractor's, or a vendor of

Contractor's, intentional or negligent acts, Contractor shall be

responsible for the cost of repair, not out of Contract Funds. County

shall not be considered a vendor for the purposes of this Agreement.

viii. Preventative maintenance of the fire alarm system

ix. Generators and emergency power systems

x. All warranty work related to the new construction. Facilities Services

to communicate to Contractor which items are under warranty.

xi. Facilities Services staff will perform quarterly facility inspections to

identify the condition of the various systems and structure and will

identify necessary repairs or maintenance to be performed to keep the

facility in proper condition. Facilities Services and other County staff

or officials may inspect the condition of the Shelter Facility at any time

during working hours. In order to limit the impact to Contractor

operations, County shall provide Contractor with at least 24 hours'


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notice of the intended inspection, which notice may be provided by

email.

2. Contractor Obligation to Notify of Needed Repairs or Maintenance

Contractor shall promptly notify Facilities Services of any necessary repairs or

maintenance that could impact the long-term condition of the Shelter, or the

provision of animal control and animal care services to the County.

3. Emergency Repairs

Facilities Services will assure response in all critical situations within 2 hours of

receiving actual notice, making immediate temporary repairs when required for

safety or security reasons. Examples of such situations include but are not

limited to:

(i) Broken windows, doors and locks (ii) Air conditioning in computer server rooms and other sensitive areas (iii) Interruption of electrical service (iv) Broken pipes and clogged plumbing (Contractor shall try to clear clogs In

toilet or drain prior to calling Facilities Services) (v) Leaking roofs (vi) Damage resulting from natural disasters (vii) Other situations which Contractor or County reasonably determines

compromises the immediate health or well-being of the animals, the staff, volunteers or visiting public.

4. Process by which Contractor addresses Repairs/Service Needed on an

Emergency Basis

(i) Upon becoming aware of a situation, Contractor shall immediately notify

Facilities Services of any repairs or maintenance needed to address

items that could cause immediate damage or injury to the Shelter, or to

persons working or animals being cared for therein, including but not

limited to plumbing/water leaks, roof leaks, or fire or other hazards.

(ii) Should an urgent situation arise in which Facilities Services is unable to

respond within 2 hours to a major system failure which has the potential

for immediate and serious health or safety impacts to animals,

staff/volunteers, employees, or the public, and/or the continued operation

of essential animal control and sheltering programs and which cannot be

otherwise managed or contained, Contractor may retain the services of a

reputable repair person to address the issue, after notifying Facilities

Services.

(iii) Contractor shall notify Facilities Services and PHPP within 2 hours of its

decision and reasoning to take such actions. Contractor will provide

Facilities Services with the key points of how the issue is being

addressed. If possible, Contractor will arrange for a temporary solution so

that Facilities Services can complete the full work once they are available.

Contractor will use Contract Funds if Contractor incurs expenses due to


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an emergency repair as outlined in this subsection, unless caused by the

intentional or negligent acts or omissions of Contractor, or its vendors, in

which case Contractor shall be responsible for these expenses not using

Contract Funds.

(iv) Contractor must comply with any prevailing wage requirements of state

law as applicable for any construction or repair it undertakes not

performed by Facilities Services.

5. Utilities

(i) Contractor is responsible for furnishing and paying for all utilities for the

Shelter, including gas, water, electricity, sewer, telephone/internet and

garbage service. All utility services shall be paid from the provided

Contract Funds.

(ii) Contractor shall maintain all records pertaining to all repair, replacement,

maintenance utility and other services provided under this Agreement for

a period of four years after County makes final payment and all other

pending matters are closed, and Contractor shall be subject to the

examination and/or audit by the County, a Federal granter agency, and

the State of California.

6. Signage

(i) Facilities Services will provide directional signs for parking lots and

building lobbies.

(ii) Contractor will have input on suitability of all signage installed by County. PHS will not install signage without approval of County.

7. Pest Control

Contractor will use best efforts to maintain the Shelter pest- free.

Contractor (PHS) will enter into, pay the costs of, and monitor a recurring

and scheduled contract for pest control services in and around the

Shelter, and on an as needed basis. The contract shall cover control of all

types of pests, including termites and all types of insects, rodents and

other and vermin. Costs will be paid from Contract Funds. The pest

control invoices/reports will be made available to County upon request.

8. Disaster Response

In the event of a natural disaster such as a major earthquake, Facilities

Services staff are trained and prepared to respond to and secure building

systems. County shall not be responsible or liable for any damages to

Contractor or any third party for injuries or damages caused by a natural

disaster or any injuries or damage to any person or property belonging to

any person, or interruptions of any operations of Contractor, as a result

of a natural disaster.


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9. Skilled Craft Services

i. Carpentry

Facility Services carpenters will perform maintenance and repairs as needed as determined by the County Facilities Services, or upon reasonable request by Contractor, and approval by County on roofs, doors, windows, water damaged areas and hard surface floors in common areas. Facilities Services will also patch and repair chips and holes in walls. Other carpentry services are available on a fee for services basis {see Section IV). ii. Lock Work

Locksmith services provided under baseline services Include the repair or replacement of broken building locksets (excluding Contractor property such as file cabinets and desk), repair or adjustment of improperly working door closers; providing duplicate keys with proper authorization; re-keying locks for security reasons as determined necessary by Facilities Services; replacing worn or outdated locksets; and any work required because of new codes and regulations, as determined by Facilities Services. Keys for or repairs to County property, including but not limited to desks, file cabinets, and vehicles are beyond the facility service charge and will be repaired by the contractor using funding from the animal control services Contract Funds.

10. Grounds Services

i. Landscaping

Facilities Services is responsible for providing and monitoring the landscaping services for the Shelter. Under this contract, and as determined necessary or desirable by Facilities Maintenance, the landscaping crews will install and maintain irrigation systems; propagate and plant appropriate species; prune, trim, fertilize, now, and provide all other care and maintenance for plants, shrubs, trees, turf, and lawns.

11. Custodial and Janitorial Services

Contractor shall maintain all interior and exterior areas of the Shelter and grounds in a clean and sanitary condition. Contractor may provide this service through its staff or shall retain a reputable vendor to provide janitorial and custodial services at a reasonable cost and as needed to fulfill its responsibility to maintain the Shelter in a clean and sanitary condition. Facilities Services will provide no Custodial or Janitorial for the shelter.


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Section IV. Additional Services Services requested by Contractor and not outlined in Section Ill are considered "additional

services," and shall not be provided unless approved by the Directors of County Health and

Department of Public Works. If approved, services listed below will be scheduled upon receipt of

a work request from County Health, and the associated costs will be invoiced to the Contractor.

Contractor will use Contract Funds to pay the invoice within 30 calendar days from date of

mailing or emailing; if not timely paid, County will deduct the past due amount from Contractor's

next monthly payment. The majority of these services are provided under the administration of

the Construction Services Section (CSS) located at 30 Tower Road, San Mateo. Requests for

services and cost estimates should be routed through San Mateo County Health System

(Animal Control Manager). Contractor shall in no circumstance alter any part of the Shelter

structure or install any fixture, without prior written County approval from the Directors of the

San Mateo County Health and Department of Public Works.

A. Carpentry

New:

Floor coverings

Commercial fixtures

Acoustical ceilings

Doors/windows

Soundproofing and insulation

Air conditioning units

Restroom partitions and fixtures tile work

Concrete slabs and retaining walls

Building and/or custom fabrication:

Storage structures

Security gates, windows, etc.

Custom cabinets and casework

Custom shelves, reception counters, etc.

Wall framing and drywall

Custom racks, bins, etc., for delivery vehicles

B. Electrical

Install additional electrical circuits and outlets

Upgrade and install new workplace lighting

Install Pleione electrical whips

Install and maintain security alarm systems

Set up temporary power for events.

C. Lock Work

Lock drilling (when keys are lost or locked inside, contact FM&O)


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New installation (result of new construction or remodeling)

D. Other

Directional signs for departmental areas

General construction site cleanup

Need for county approval for any fixtures, repairs, remodeling or construction at the Shelter. Any

of the above items as well as any new fixtures, construction, repairs or remodel (to include

altering of the building or grounds in any way) may not be undertaken without the express, prior

written permission of the Director of San Mateo County Health or designee, and the Director of

the Department of Public Works, or designee, except as otherwise provided under this

Agreement.

If Contractor performs any construction work, remodeling or repairs, or attaches any fixtures to

Shelter or other county-property without such written permission, or changes the grounds in any

manner, Contractor must promptly return the Shelter building, property or grounds to its original

condition at its own expense and not using Animal Control Services Contract Funds or any other

County funding, except as otherwise provided under this Agreement.


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Section V. Excluded Services A. This Agreement does not include any of the following which will be Contractor

responsibility:

Contractor shall be solely responsible for maintaining the below items. Money for all repairs and

costs will come from the Contract Funds. Any such items undertaken by Contractor shall be

documented and all invoices for any such work, shall be kept and provided to County on a

quarterly basis. For major equipment owned by the County (as listed In subsection (d) below,

and any similar equipment), Contractor shall use a reputable, qualified, and licensed contractor

or vendor, and may not use its own employees or volunteers for such work without County

approval. If employees or volunteers are used for work, no additional County funds shall be

used for such labor, except those funds otherwise used to pay the employee's regular salary.

Contractor agrees that all major equipment owned by the County (as listed In subsection (d)

below, and any similar equipment) will be serviced by a qualified vendor.

1. Light bulb replacement to include lamps and ballast

2. Plumbing clogs: Contractor will first attempt to unclog and if unsuccessful will

submit a request to Facilities Services for repair. (Contractor may not hire a

service to attempt to unclog pipes.)

3. Equipment maintenance and repair as follows:

Washers/dryers

Kennel cleaning equipment

Safes, lock boxes

Clippers

Surgical tables

Audio visual equipment camera, security and intrusion alarms

Computers/printers/scanners etc. and phone system

Cash Registers/credit card machines, fax machine etc.

Any other specialty equipment for animal sheltering

Refrigerators

4. These items must be repaired by a qualified vendor

X-ray equipment

Anesthetic machine

Surgical lights

Auto clave

5. Kennel fencing repairs, to include the replacement of mud flaps or guillotine

doors, door latches etc. (if CMU needs repair, the Contractor will submit a repair

request to the Manager of Animal Control and Licensing for approval prior to

contacting Facilities Services)

6. General:

Repair office furniture

Anchor files and shelving


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Hang pictures and bulletin boards; however, Contractor shall take care

not to damage County property in its placement and installation of these

or any other items attached to walls or ceilings

7. Intercom systems

8. Installation of new animal shelter equipment that is not attached to the structure.

9. Replacement of any equipment purchased by the Contractor for use in animal

sheltering or animal control operations: Contractor shall not replace equipment to

be paid for by Contract Funds without prior approval from County of equipment to

be replaced and cost if cost exceeds $5,000 per individual item. If the need to

replace such equipment is due to Contractor misuse or negligence, as distinct

from wear related to appropriate use, Contractor shall replace such equipment

from its own funds not Contract Funds, or any other County funds. Funds for

approved replacement equipment not misused or damaged by Contractor are to

come from Contract Funds. Any equipment or items purchased with Contract

Funds or other County funds Is property of the County. Contractor shall use

Contract Funds for purchase of equipment or vehicles to be used at the Shelter

for providing services, which equipment. and vehicles shall be County owned.

10. Paint offices, conference rooms and staff bathrooms.

11. Keep the landscaped areas, walkways and patios, adjacent sidewalks, and other

common areas In and around the County facility clean and in good repair

12. Sweep the entrances to County facility as needed and will keep glass doors

clean

13. Contractor is solely responsible for custodial and pest control at the shelter.


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Section VI. Additional Responsibilities A. Facilities Services Responsibilities

1. For routine maintenance of systems, Facilities Services will

(i) Provide the Contractor with advance schedule to the extent practicable

(ii) Provide Contractor no less than 24 hours' notice when that maintenance

is to occur (allowing Contractor to weigh in as to whether or not the

scheduled maintenance will interfere with operation and if it will interfere

Contractor will give alternate dates within a reasonable time frame when

the repair/service can be completed.)

(iii) Provide Contractor with acknowledgement that the service has in fact

occurred and any unusual findings related to that service. This notification

will be done by a service request confirmation.

2. For other than routine scheduled maintenance

(i) Contractor will notify Facilities Services of needed repair/service without

delay via phone, fax, or email to the DPW call center. Contractor shall be

responsible for any damage to the Shelter, its contents or any person

caused by its failure to timely notify the County of needed emergency

repairs of conditions that threaten the structure or its contents or the

health or safety of occupants or the public.

(ii) Facilities Services will notify Contractor within 24 hours of its anticipated

investigation of requested repair (if the matter is something that can be

addressed at the time of investigation, Facilities Services to adhere to

steps which follow):

a) Notify the Contractor's Maintenance Coordinator at least 24 hours

in advance of any scheduled maintenance activity that may affect

the Contractor's normal working operation (noise, dust, odors,

interruption of water or electrical service, etc.).

b) Facilities Services to notify contractor of findings of the

investigation and its plan to address (and except for the case of

emergency repairs, allowing Contractor to weigh in if the

scheduled repairs will interfere with its operation)

c) Critical or emergent work will be completed at time of

investigation.

d) Facilities Services to notify Contractor promptly upon

completion of the repair. Notification will be given by service

request confirmation of close out.

e) Contractor will notify Facilities Services of its review of the repair

once completed.

f) All communication between Contractor and Facilities Services will

be copied to PHPP.

g) Facilities Services will leave the work areas safe and clean of any

debris caused by the repairs upon completion of the task.


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h) Facilities Services and Contractor will comply with all state and

federal laws and regulations regarding the handling and disposal

of materials and waste products associated with the normal

operations of the facility or its maintenance that could impact

public safety and the environment.

i) Facilities Services will research and/or recommend special

materials, devices, or services if it deems this appropriate and if

desired by Contractor

j) Facilities Services will make appropriate referrals as It deems

necessary or appropriate for work outside the scope of baseline

maintenance services

k) Facilities Services will coordinate with Risk Management,

Environmental Health, Sheriff's Office, local fire departments,

and/or other regulatory and health and safety agencies as it

deems necessary for issues related to building safety and

inspection.

B. Contractor is to:

1. Designate a Maintenance Coordinator(s) to be the primary point of contact for

Facilities Services Issues.

2. Provide accurate and full details of services requested

3. Report mechanical malfunctions or other needed repairs to Facilities Services

promptly and complete necessary services request form(s).

4. Encourage all employees to be energy conscious. It’s good for the

environment as well as keeping your costs down.

C. The parties acknowledge that County will be making an inventory and tagging all

equipment and vehicles that are County owned or purchased using any Contract

Funds. Contractor agrees to use best efforts to assist and cooperate with County in

making its inventory of equipment and vehicles which are owned by County in whole

or in part. As part of this effort to assist the County in making its inventory, Contractor

shall maintain and provide to County, within thirty days of signing this Agreement, a

current inventory of all equipment previously paid for with non-Contract Funds owned

by Contractor or paid for in part with non- Contract Funds, used at the shelter and

having a current fair market value of $1,000 or more.

D. In event of termination or expiration of this Agreement, the County shall have the

option to purchase any equipment or vehicle that has been paid for in part out of

non-County Funds by paying to Contractor the depreciated value of Contractor's

share of the equipment. In the event County opts not to purchase this equipment or

vehicle, Contractor shall pay to County the depreciated value of its share of the

equipment or vehicle.


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Section VII. Service Level Costs

A. Invoicing/payment of Facilities Maintenance Work

1. As it relates to repairs/service which fall under the Contractor's responsibilities,

Contractor will manage this work within the Contract Funds provided for under

the Animal Control Services Agreement and provide open book accounting for all

work contracted to outside vendors and provide copies of invoices and a

quarterly report of all expenditures 'As it relates to repairs/service which fall under

Facilities Services responsibilities, Facilities Services will send an invoice to the

County Health system who in turn will send invoice to the Contractor of the

amount and Contractor will pay within 30 calendar days from date of mailing. If

invoice is not timely paid, County will deduct the past due amount from

Contractor's next monthly payment.

2. As it relates to repairs/service which fall under Facilities Services responsibilities

but for which Facilities Services cannot respond in a timely manner and which

are, as a result, managed by Contractor under the conditions provided herein,

Contractor will pay the invoice using Contract Funds that it receives pursuant to

the Animal Control Services Agreement, and promptly send a copy of such

invoice to the County Animal Control Program Manager, Care of County Health,

Public Health, Policy and Planning Division.

B. Additional services;

1. Costs associated with additional services as outlined in Section IV are based on

the actual costs of each service as performed and are charged to the Contractor

by invoice from Facilities Services. Each service will have a cost per unit time or

occurrence.

(i) For work performed by Facilities Services staff, labor rates are hourly

based on classification and include overhead. Materials and supplies are

billed at their actual cost.

(ii) For work that must be contracted out, Facilities Services will request

estimates from qualified and reputable companies and award the job to

the low bidder. Contractor will be billed for the actual cost of the work.

Facilities Services will send an invoice to the County Health system who

in turn will send invoice to the Contractor of the amount and Contractor

will pay within 30 calendar days. If invoice is not timely paid, County will

deduct the past due amount from Contractor’s next monthly payment.


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Section VIII. Billing Procedures and Tracking Information A. Tracking Information

1. Because a large percentage of work performed by Facilities Services is

associated with building systems and structures, baseline services are tracked by

building rather than by individual department. Facilities Services staff will record

labor and material costs for each activity performed in a building, and these costs

are then reflected in the report sent quarterly to the Contractor and the Animal

Control Manager, San Mateo County Health. Contractor will be charged for

services rendered on an ongoing basis and not based on a predetermined

amount.

2. The cost for additional services is tracked by work authorization. Prior to

receiving a service, the Contractor will set aside a dollar amount equal to the

estimated cost for that service. As services are rendered and costs are incurred,

the invoices will be sent to County Health System Animal Control Manager and

then to the Contractor. The cost will be taken out of animal control Contract

Funds by the Contractor, who will pay the invoice within 30 calendar days or the

County will deduct the overdue amount from Contractor's next payment.

3. If there ls a dispute raised by Contractor, within three business days of receipt of

the Invoice, regarding the accuracy of charges in an invoice, the parties shall use

best efforts to resolve the dispute expeditiously. If while using best efforts, the

parties have not resolved the dispute within 30 calendar days, Contractor shall

not be in breach if the parties agree that they are working in good faith to resolve

the dispute.

B. Building Manuals, Drawings, Training

In preparation for this, Contractor is to receive copies of all warranties, as-builts, operating and

maintenance materials, and is to participate in all trainings provided by the Shelter's general

contractor to DPW for the systems that Contractor will be maintaining. The intent is to have

Contractor be informed as much as possible to more efficiently assist DPW in its role as well as

manage its own responsibilities.


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THIS CONTRACT IS NOT VALID UNTIL SIGNED BY ALL PARTIES. NO WORK WILL COMMENCE

UNTIL THIS DOCUMENT HAS BEEN SIGNED BY THE COUNTY PURCHASING AGENT OR

AUTHORIZED DESIGNEE.

For Peninsula Humane Society & SPCA:

_____________________________ Contractor Signature

_______________ Date

Anthony Tansimore President

For County:

______________________________ Purchasing Agent Signature (Department Head or Authorized Designee) County of San Mateo

______________ Date

Cassius Lockett, PhD. Director of Public Health, Policy and Planning County of San Mateo

______________________________ Purchasing Agent Signature (Department Head or Authorized Designee) County of San Mateo

______________ Date

Gary Behrens Facilities Services Manager County of San Mateo

DocuSign Envelope ID: 36C4C10E-2F38-40CD-9CDE-B18E022DAB04

5/3/2021 | 9:31 AM PDT

5/3/2021 | 12:33 PM PDT

Kevin SporerFacilities Deputy Director

5/3/2021 | 2:17 PM PDT


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Attachment L Peninsula Humane Society Holidays

• New Year’s Day

• Martin Luther King Jr. Day

• President’s Day

• Easter

• Memorial Day

• July 4th

• Labor Day

• Veteran’s Day

• Thanksgiving Day

• Christmas Day


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Attachment M County-Owned Radio Equipment

• 4 - Motorola APX 7000 Handheld Radios

• 17 - Motorola APX 4000 Handheld Radios

• 1 - Motorola MCD 5000 Deskset

• 1 - Motorola APX 7500 Radio installed in vehicle

• 13 - Motorola APX 6500 Radios installed in vehicles

• 1 - Antenna mounted on roof of County Shelter


533

Template Version November 16, 2016

Page 1

Agreement No. __________________________

AGREEMENT BETWEEN THE COUNTY OF SAN MATEO AND PETDATA, INC.

This Agreement is entered into this Fourth day of June, 2019, by and between the County of San Mateo, a political subdivision of the state of California, hereinafter called “County,” and PETDATA, INC., hereinafter called “Contractor.”

* * *

Whereas, pursuant to Section 31000 of the California Government Code, County may contract with independent contractors for the furnishing of such services to or for County or any Department thereof;and

Whereas, it is necessary and desirable that Contractor be retained for the purpose of San Mateo County Health- Public Health, Policy & Planning.

Now, therefore, it is agreed by the parties to this Agreement as follows:

1. Exhibits and Attachments

The following exhibits and attachments are attached to this Agreement and incorporated into this Agreement by this reference:

Exhibit A—ServicesExhibit B—Payments and RatesAttachment I—§ 504 ComplianceServices to be performed by Contractor

In consideration of the payments set forth in this Agreement and in Exhibit B, Contractor shall perform services for County in accordance with the terms, conditions, and specifications set forth in this Agreement and in Exhibit A.

2. Payments

In consideration of the services provided by Contractor in accordance with all terms, conditions, and specifications set forth in this Agreement and in Exhibit A, County shall make payment to Contractor based on the rates and in the manner specified in Exhibit B. County reserves the right to withhold payment if County determines that the quantity or quality of the work performed is unacceptable. In no event shall County’s total fiscal obligation under this Agreement exceed SIX HUNDRED-THIRTEEN THOUSAND NINE HUNDRED AND FORTY FIVE DOLLARS ($613,945). In the event that the County makes any advance payments, Contractor agrees to refund any amounts in excess of the amount owed by the County at the time of contract termination or expiration. Contractor is not entitled to payment for work not performed as required by this agreement.

3. Term

Subject to compliance with all terms and conditions, the term of this Agreement shall be from July 1, 2019, through June 30, 2022.

4. Termination

This Agreement may be terminated by Contractor or by the Director of Public Health, Policy and Planningor his/her designee at any time without a requirement of good cause upon thirty (30) days’ advance

Resolution No. 076668

Attachment 2 - Agreement between County of San Mateo and PetData Inc.

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written notice to the other party. Subject to availability of funding, Contractor shall be entitled to receive payment for work/services provided prior to termination of the Agreement. Such payment shall be that prorated portion of the full payment determined by comparing the work/services actually completed to the work/services required by the Agreement.

County may terminate this Agreement or a portion of the services referenced in the Attachments and Exhibits based upon the unavailability of Federal, State, or County funds by providing written notice to Contractor as soon as is reasonably possible after County learns of said unavailability of outside funding.

County may terminate this Agreement for cause. In order to terminate for cause, County must first give Contractor notice of the alleged breach. Contractor shall have five business days after receipt of such notice to respond and a total of ten calendar days after receipt of such notice to cure the alleged breach. If Contractor fails to cure the breach within this period, County may immediately terminate this Agreement without further action. The option available in this paragraph is separate from the ability to terminate without cause with appropriate notice described above. In the event that County provides notice of an alleged breach pursuant to this section, County may, in extreme circumstances, immediately suspend performance of services and payment under this Agreement pending the resolution of the process described in this paragraph. County has sole discretion to determine what constitutes an extreme circumstance for purposes of this paragraph, and County shall use reasonable judgment in making thatdetermination.

5. Contract Materials

At the end of this Agreement, or in the event of termination, all finished or unfinished documents, data, studies, maps, photographs, reports, and other written materials (collectively referred to as “contract materials”) prepared by Contractor under this Agreement shall become the property of County and shall be promptly delivered to County. Upon termination, Contractor may make and retain a copy of such contract materials if permitted by law.

6. Relationship of Parties

Contractor agrees and understands that the work/services performed under this Agreement are performed as an independent contractor and not as an employee of County and that neither Contractor nor its employees acquire any of the rights, privileges, powers, or advantages of County employees.

7. Hold Harmless

a. General Hold Harmless

Contractor shall indemnify and save harmless County and its officers, agents, employees, and servants from all claims, suits, or actions of every name, kind, and description resulting from this Agreement, the performance of any work or services required of Contractor under this Agreement, or payments made pursuant to this Agreement brought for, or on account of, any of the following:

(A) injuries to or death of any person, including Contractor or its employees/officers/agents;

(B) damage to any property of any kind whatsoever and to whomsoever belonging;

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(C) any sanctions, penalties, or claims of damages resulting from Contractor’s failure to comply, if applicable, with the requirements set forth in the Health Insurance Portability and Accountability Act of 1996 (HIPAA) and all Federal regulations promulgated thereunder, as amended; or

(D) any other loss or cost, including but not limited to that caused by the concurrent active or passive negligence of County and/or its officers, agents, employees, or servants. However, Contractor’s duty to indemnify and save harmless under this Section shall not apply to injuries or damage for which County has been found in a court of competent jurisdiction to be solely liable by reason of its own negligence or willful misconduct.

The duty of Contractor to indemnify and save harmless as set forth by this Section shall include the duty to defend as set forth in Section 2778 of the California Civil Code.

8. Assignability and Subcontracting

Contractor shall not assign this Agreement or any portion of it to a third party or subcontract with a third party to provide services required by Contractor under this Agreement without the prior written consent of County. Any such assignment or subcontract without County’s prior written consent shall give County the right to automatically and immediately terminate this Agreement without penalty or advance notice.

9. Insurance

a. General Requirements

Contractor shall not commence work or be required to commence work under this Agreement unless and until all insurance required under this Section has been obtained and such insurance has been approved by County’s Risk Management, and Contractor shall use diligence to obtain such insurance and to obtain such approval. Contractor shall furnish County with certificates of insurance evidencing the required coverage, and there shall be a specific contractual liability endorsement extending Contractor’s coverage to include the contractual liability assumed by Contractor pursuant to this Agreement. These certificates shall specify or be endorsed to provide that thirty (30) days’ notice must be given, in writing, to County of any pending change in the limits of liability or of any cancellation or modification of the policy.

b. Workers’ Compensation and Employer’s Liability Insurance

Contractor shall have in effect during the entire term of this Agreement workers’ compensation and employer’s liability insurance providing full statutory coverage. In signing this Agreement, Contractor certifies, as required by Section 1861 of the California Labor Code, that (a) it is aware of the provisions of Section 3700 of the California Labor Code, which require every employer to be insured against liability for workers’ compensation or to undertake self-insurance in accordance with the provisions of the Labor Code, and (b) it will comply with such provisions before commencing the performance of work under this Agreement.

c. Liability Insurance

Contractor shall take out and maintain during the term of this Agreement such bodily injury liability and property damage liability insurance as shall protect Contractor and all of its employees/officers/agents while performing work covered by this Agreement from any and all claims for damages for bodily injury, including accidental death, as well as any and all claims for property damage which may arise from Contractor’s operations under this Agreement, whether such operations be by Contractor, any subcontractor, anyone directly or indirectly employed by either of them, or an agent of either of them.

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Such insurance shall be combined single limit bodily injury and property damage for each occurrence and shall not be less than the amounts specified below:

(a) Comprehensive General Liability… $1,000,000

County and its officers, agents, employees, and servants shall be named as additional insured on any such policies of insurance, which shall also contain a provision that (a) the insurance afforded thereby to County and its officers, agents, employees, and servants shall be primary insurance to the full limits of liability of the policy and (b) if the County or its officers, agents, employees, and servants have other insurance against the loss covered by such a policy, such other insurance shall be excess insurance only.

In the event of the breach of any provision of this Section, or in the event any notice is received which indicates any required insurance coverage will be diminished or canceled, County, at its option, may, notwithstanding any other provision of this Agreement to the contrary, immediately declare a material breach of this Agreement and suspend all further work and payment pursuant to this Agreement.

10. Compliance With Laws

All services to be performed by Contractor pursuant to this Agreement shall be performed in accordance with all applicable Federal, State, County, and municipal laws, ordinances, and regulations, including but not limited to the Health Insurance Portability and Accountability Act of 1996 (HIPAA) and the Federal Regulations promulgated thereunder, as amended (if applicable), the Business Associate requirements set forth in Attachment H (if attached), the Americans with Disabilities Act of 1990, as amended, and Section 504 of the Rehabilitation Act of 1973, which prohibits discrimination on the basis of disability in programs and activities receiving any Federal or County financial assistance. Such services shall also be performed in accordance with all applicable ordinances and regulations, including but not limited to appropriate licensure, certification regulations, provisions pertaining to confidentiality of records, and applicable quality assurance regulations. In the event of a conflict between the terms of this Agreement and any applicable State, Federal, County, or municipal law or regulation, the requirements of the applicable law or regulation will take precedence over the requirements set forth in this Agreement.

Contractor will timely and accurately complete, sign, and submit all necessary documentation of compliance.

11. Non-Discrimination and Other Requirements

a. General Non-discrimination

No person shall be denied any services provided pursuant to this Agreement (except as limited by the scope of services) on the grounds of race, color, national origin, ancestry, age, disability (physical or mental), sex, sexual orientation, gender identity, marital or domestic partner status, religion, political beliefs or affiliation, familial or parental status (including pregnancy), medical condition (cancer-related), military service, or genetic information.

b. Equal Employment Opportunity

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Contractor shall ensure equal employment opportunity based on objective standards of recruitment, classification, selection, promotion, compensation, performance evaluation, and management relations for all employees under this Agreement. Contractor’s equal employment policies shall be made available to County upon request.

c. Section 504 of the Rehabilitation Act of 1973

Contractor shall comply with Section 504 of the Rehabilitation Act of 1973, as amended, which provides that no otherwise qualified individual with a disability shall, solely by reason of a disability, be excluded from the participation in, be denied the benefits of, or be subjected to discrimination in the performance of any services this Agreement. This Section applies only to contractors who are providing services to members of the public under this Agreement.

d. Compliance with County’s Equal Benefits Ordinance

Contractor shall comply with all laws relating to the provision of benefits to its employees and their spouses or domestic partners, including, but not limited to, such laws prohibiting discrimination in the provision of such benefits on the basis that the spouse or domestic partner of the Contractor’s employee is of the same or opposite sex as the employee.

e. Discrimination Against Individuals with Disabilities

The nondiscrimination requirements of 41 C.F.R. 60-741.5(a) are incorporated into this Agreement as if fully set forth here, and Contractor and any subcontractor shall abide by the requirements of 41 C.F.R.60–741.5(a). This regulation prohibits discrimination against qualified individuals on the basis of disabilityand requires affirmative action by covered prime contractors and subcontractors to employ and advance in employment qualified individuals with disabilities.

f. History of Discrimination

Contractor certifies that no finding of discrimination has been issued in the past 365 days against Contractor by the Equal Employment Opportunity Commission, the California Department of Fair Employment and Housing, or any other investigative entity. If any finding(s) of discrimination have been issued against Contractor within the past 365 days by the Equal Employment Opportunity Commission, the California Department of Fair Employment and Housing, or other investigative entity, Contractor shall provide County with a written explanation of the outcome(s) or remedy for the discrimination prior to execution of this Agreement. Failure to comply with this Section shall constitute a material breach of this Agreement and subjects the Agreement to immediate termination at the sole option of the County.

g. Reporting; Violation of Non-discrimination Provisions

Contractor shall report to the County Manager the filing in any court or with any administrative agency of any complaint or allegation of discrimination on any of the bases prohibited by this Section of the Agreement or the Section titled “Compliance with Laws”. Such duty shall include reporting of the filing of any and all charges with the Equal Employment Opportunity Commission, the California Department of Fair Employment and Housing, or any other entity charged with the investigation or adjudication of allegations covered by this subsection within 30 days of such filing, provided that within such 30 days such entity has not notified Contractor that such charges are dismissed or otherwise unfounded. Such notification shall include a general description of the circumstances involved and a general description of the kind of discrimination alleged (for example, gender-, sexual orientation-, religion-, or race-based discrimination).

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Violation of the non-discrimination provisions of this Agreement shall be considered a breach of this Agreement and subject the Contractor to penalties, to be determined by the County Manager, including but not limited to the following:

i. termination of this Agreement;ii. disqualification of the Contractor from being considered for or being awarded a County contract

for a period of up to 3 years;iii. liquidated damages of $2,500 per violation; and/oriv. imposition of other appropriate contractual and civil remedies and sanctions, as determined by

the County Manager.

To effectuate the provisions of this Section, the County Manager shall have the authority to offset all or any portion of the amount described in this Section against amounts due to Contractor under this Agreement or any other agreement between Contractor and County.

h. Compliance with Living Wage Ordinance

As required by Chapter 2.88 of the San Mateo County Ordinance Code, Contractor certifies all contractor(s) and subcontractor(s) obligated under this contract shall fully comply with the provisions of the County of San Mateo Living Wage Ordinance, including, but not limited to, paying all Covered Employees the current Living Wage and providing notice to all Covered Employees and Subcontractors as required under the Ordinance.

12. Compliance with County Employee Jury Service Ordinance

Contractor shall comply with Chapter 2.85 of the County’s Ordinance Code, which states that Contractor shall have and adhere to a written policy providing that its employees, to the extent they are full-time employees and live in San Mateo County, shall receive from the Contractor, on an annual basis, no fewer than five days of regular pay for jury service in San Mateo County, with jury pay being provided only for each day of actual jury service. The policy may provide that such employees deposit any fees received for such jury service with Contractor or that the Contractor may deduct from an employee’s regular pay the fees received for jury service in San Mateo County. By signing this Agreement, Contractor certifies that it has and adheres to a policy consistent with Chapter 2.85. For purposes of this Section, if Contractor has no employees in San Mateo County, it is sufficient for Contractor to provide the following written statement to County: “For purposes of San Mateo County’s jury service ordinance, Contractor certifies that it has no full-time employees who live in San Mateo County. To the extent that it hires any such employees during the term of its Agreement with San Mateo County, Contractor shall adopt a policy that complies with Chapter 2.85 of the County’s Ordinance Code.” The requirements of Chapter 2.85 do not apply if this Agreement’s total value listed in the Section titled “Payments”, is less than one-hundred thousand dollars ($100,000), but Contractor acknowledges that Chapter 2.85’s requirements will apply if this Agreement is amended such that its total value meets or exceeds that threshold amount.

13. Retention of Records; Right to Monitor and Audit

(a) Contractor shall maintain all required records relating to services provided under this Agreement for three (3) years after County makes final payment and all other pending matters are closed, and Contractor shall be subject to the examination and/or audit by County, a Federal grantor agency, and the State of California.

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(b) Contractor shall comply with all program and fiscal reporting requirements set forth by applicableFederal, State, and local agencies and as required by County.

(c) Contractor agrees upon reasonable notice to provide to County, to any Federal or State department having monitoring or review authority, to County’s authorized representative, and/or to any of their respective audit agencies access to and the right to examine all records and documents necessary to determine compliance with relevant Federal, State, and local statutes, rules, and regulations, to determine compliance with this Agreement, and to evaluate the quality, appropriateness, and timeliness of services performed.

14. Merger Clause; Amendments

This Agreement, including the Exhibits and Attachments attached to this Agreement and incorporated by reference, constitutes the sole Agreement of the parties to this Agreement and correctly states the rights, duties, and obligations of each party as of this document’s date. In the event that any term, condition, provision, requirement, or specification set forth in the body of this Agreement conflicts with or is inconsistent with any term, condition, provision, requirement, or specification in any Exhibit and/or Attachment to this Agreement, the provisions of the body of the Agreement shall prevail. Any prior agreement, promises, negotiations, or representations between the parties not expressly stated in this document are not binding. All subsequent modifications or amendments shall be in writing and signed bythe parties.

15. Controlling Law; Venue

The validity of this Agreement and of its terms, the rights and duties of the parties under this Agreement, the interpretation of this Agreement, the performance of this Agreement, and any other dispute of any nature arising out of this Agreement shall be governed by the laws of the State of California without regard to its choice of law or conflict of law rules. Any dispute arising out of this Agreement shall be venued either in the San Mateo County Superior Court or in the United States District Court for the Northern District of California.

16. Notices

Any notice, request, demand, or other communication required or permitted under this Agreement shall be deemed to be properly given when both: (1) transmitted via facsimile to the telephone number listed below or transmitted via email to the email address listed below; and (2) sent to the physical address listed below by either being deposited in the United States mail, postage prepaid, or deposited for overnight delivery, charges prepaid, with an established overnight courier that provides a tracking number showing confirmation of receipt.


Name/Title: Cassius Lockett, Director of Public Health, Policy and PlanningAddress: 225-37th Avenue, Room 178

San Mateo, CA 94403Telephone: 650.573.2532Facsimile: 650.573.2788Email: [email protected]

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In the case of Contractor, to:

Name/Title: President, PetData, Inc.Address: 8585 N Stemmons Fwy, Suite 1100-N

Dallas, TX 75247

Telephone: 214.821.3100 x515Facsimile: 214.821.3106Email: [email protected]

17. Electronic Signature

Both County and Contractor wish to permit this Agreement and future documents relating to this Agreement to be digitally signed in accordance with California law and County’s Electronic Signature Administrative Memo. Any party to this Agreement may revoke such agreement to permit electronic signatures at any time in relation to all future documents by providing notice pursuant to this Agreement.

18. Payment of Permits/Licenses

Contractor bears responsibility to obtain any license, permit, or approval required from any agency for work/services to be performed under this Agreement at Contractor’s own expense prior to commencement of said work/services. Failure to do so will result in forfeit of any right to compensation under this Agreement.

* * *

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6/4/19

Resolution No. 076668

542

sgolestan

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Exhibit A

In consideration of the payments set forth in Exhibit B and with a focus on increasing licensing and vaccination compliance throughout the County of San Mateo, Contractor shall provide the following services:

A. Management of the daily operations for animal licensing including:

1. Data Entry & Processinga. Process correspondence from pet owners including, but not limited to, issuing

tags.b. Work in partnership with the County on an approved template to provide timely

billing and renewal notices to pet owners, with at least one billing to both new and renewals to be printed on an 8.5x11 sheet of paper with a return envelope enclosed. In addition, at least one of the notices will provide pet owner with thedate in which the late fee became due.

c. Provide data entry of both new and renewal licenses and vaccination information.d. Implement procedures for verification of information submitted.e. Ensure complete, unduplicated, and accurate information.f. Process, collect, and provide receipts for animal licensing fees.g. Provide licensing and vaccination data for a weekly transfer of data from the

Contractor’s database into County’s proprietary database.h. Provide customer service including communication with citizens, veterinarians,

and designated County staff.

2. Veterinarians & Other Authorized Registrarsa. Process license sales and vaccination reports from other sources (i.e. the local

animal shelter, veterinary clinics, pet stores, etc.)b. Assist County staff to ensure reasonable quantities of on-site of basic supplies

(reporting forms, citizen mailing envelopes, etc.) necessary to sell license tags and/or report information on citizens vaccinating their animals against rabies.

3. Animal License Tagsa. Process and mail county-provided license tags within a maximum of 10

business days, with a turnaround goal of 5 business days, after receipt of payment and completed information as required by the local ordinance.

b. Issue county-provided replacement tags to pet owners whose license tags have been lost, stolen, or damaged.

4. Electronic Payments & Bankinga. Provide the ability for pet owners to pay through the Contractor’s Merchant

Service Provider. b. Provide on-line customer service via the Contractor’s website to allow pet

owners to make license payments or donations.c. Deposit all receipts collected for licensing into a bank account set up solely for

the purpose of managing County animal licensing funds.i. Make daily deposits and transmit verification of said deposits to designated

County staff by the tenth of the following month.ii. Collect and report electronic and charge card payments and transmit

verification of said deposits to designated County staff by the tenth of the following month.

iii. Send all funds collected and deposited on behalf of the County via a monthly wire transfer by the tenth of the following month.

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d. Accept license fees from licensees via the following forms of payment at a minimum: check, money order, debit or ATM Card, or credit cards.i. Charges to Licensee for on-line payments:

Cost Recovery Processing Fees in the amount of $2.00 per on-line transaction to be charged to licensee*. Note: Contractor shall use their own designated Merchant Service Provider to conduct all credit card transactions and shall retain the Cost Recovery Processing Fees collected.

* More than one pet can be licensed per on-line transaction and pet owner will be charged a single fee for the on-line transaction.

5. Communication & Accessa. Provide timely responses to and communication with citizens, County

designees, and Animal Control and Licensing Program representatives including Animal Control Officers.

b. Provide a customized San Mateo County toll-free number and answering service.

c. Provide 24/7 access to Contractor’s database by County, Emergency Dispatch, and any other authorized Division personnel, including login.

d. Communicate to pet owners on the status of their pet’s license status including annual billing.

6. Reporting a. Provide monthly report of animals licensed to the County.b. Provide statistical reports as requested by the County.c. Provide monthly report of all veterinarians who are delinquent in submitting their

monthly vaccination without license (VWL) reports.d. Provide monthly lists of delinquent licenses upon requested by County.e. Provide customized reports as requested by County.f. Provide public record information as requested by County.

7. Additional Servicesa. Work in partnership with County staff:

i. To ensure all licensing information, both complete and incomplete records, are imported into Contractor’s database on a weekly basis.

ii. To develop a process that will allow/entice veterinarians to sell licenses at their County location.

B. Contractor agrees that the animal licensing information belongs to the County and will never sell, transfer, or release personal data to a third party.

C. With the exception of the license tags and/or customized inserts, Contractor agrees to cover the cost of all animal licensing supplies needed for daily operation.

D. Contractor agrees to comply with California state and local laws governing animal licensing.

E. Contractor will back up all databases twice during the working day.

F. During regular business hours, Contractor will assist with countywide efforts to reunite pets with their owners during a natural disaster.

County agrees to provide the following to Contractor:

A. Access to County’s animal control database to allow import of data into Contractor’s database.

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B. Licensing tags and customized inserts to Contractor’s on-site location for disbursement.

C. Any licensing fees collected by County: such fees will be retained by County, and a record of fees collected along with any supporting documents will be forwarded to the Contractor for processing no later than the 5th calendar day of the following month.

D. Any licensing fees collected by Contractors of the County: such fees and any supporting documents will be forwarded to the Contractor for processing with the exception of cash. Cash will be deposited into County’s bank account directly by County staff.

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Exhibit B

In consideration of the services provided by Contractor described in Exhibit A and subject to the terms of the Agreement, County shall pay Contractor based on the following fee schedule and terms:

A. Fixed Fees:One-year license: $4.28 per licenseMulti-year license: $4.28 for the first year and $2.00 for each additional yearLate fees collected: $2.50 collection service fee for each licenseReplacement tags: $4.28 per tagService animals (e.g. seeing-eye dogs, hearing dogs, etc.): No fee for any license or tag issued

Fixed fees shall be payable to Contractor for all licenses processed during the term of this Agreement, regardless of whether they are processed by Contractor, County personnel, or a County contractor.

Fixed fees shall not be charged until the license is issued. Data entry of rabies vaccination certificates and incomplete licenses, which may or may not result in a license, are included at no extra charge.

An agreed upon method to follow-up with pet owners who did not respond to a prior notice is included at no additional charge.

B. In any event, the maximum amount the County shall be obligated to pay for services rendered under this Agreement shall not exceed SIX HUNDRED-THIRTEEN THOUSAND NINE HUNDRED AND FORTY FIVE DOLLARS ($613,945.00) (Included are bank fees)for the Agreement term.

C. Payment by County to Contractor shall be monthly and made be made electronically by the County should the required paperwork be completely by Contractor. Contractor shall bill County on or before the tenth (10th) working day of each month for the prior month. The invoice shall include a summary of services and charges for the month of service. In addition, Contractor shall provide back-up to the invoice. Such back-up shall be in the form of a monthly report of the animals licensed.

Contractor will provide available bank statements within five business days if requested by County.

D. Additional Service FeesContractor shall invoice County for any bank deposit and supply fees outside the scope of this Agreement.

County will reimburse Contractor for bank fees upon verification of such, including:1. Actual bank fees charged to Contractor as a result of Contractor maintaining the

bank account for the purpose of providing services outlined in this contract. This amount, in and of itself, is included in the total contract amount and will not exceed SEVEN THOUSAND AND FIFTY DOLLARS ($7,050.00) (included in the contracted costs) without prior authorization from designated County staff.

2. Non-sufficient fee charge charged to Contractor. Contractor will make every attempt to collect bank fees from pet owners and will reimburse County upon collection of said fee.

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Contractor shall invoice County on a monthly basis for the actual cost of the bank account maintained for the purpose of this contract.

E. At the discretion of the Director of Public Health, Policy & Planning or designee, an annual conference call may be scheduled between the Contractor and County. Contractor’s time and/or related expenses are not billable.

F. At the discretion of the Director of Public Health, Policy & Planning or designee, a meeting at the County’s location may be scheduled between the Contractor and County once during the term of this contract. Contractor’s travel time to and from the County and/or related expenses are not billable.

G. If County or Contractor finds that performance is inadequate, at the County’s discretion, a meeting may be called to discuss the causes for the performance problem, and this Agreement may be renegotiated, allowed to continue to end of term, or terminated pursuant to Paragraph 4 of this Agreement. Any unspent monies due to performance failure may reduce the following year’s agreement, if any.

H. In the event this Agreement is terminated prior to June 30, 2022, Contractor shall be paid for services already provided pursuant to this Agreement.

I. In the event this Agreement is extended or renewed after June 30, 2022 and the County does not issue a Request for Proposal, Contractor agrees to continue the fixed fees as shown below:

One-year license: $4.28 per licenseMulti-year license: $4.28 for the first year and $2.00 for each additional yearLate fees collected: $2.50 collection service fee for each licenseReplacement tags: $4.28 per tagService animals (e.g. seeing-eye dogs, hearing dogs, etc.): No fee for any license or tag issued

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Michael P. Callagy County Manager/ Clerk of the Board

County Government Center 400 County Center, 1st Floor Redwood City, CA 94063 650-363-4121 T650-363-1916 Fwww.smcgov.org

July 7, 2020

Robert Barron, Finance Director 91 Ashfield Road Atherton, CA 94027

Re: Notice of Construction Costs for the Animal Care Shelter Facility

Dear Robert,

On or about September 9, 2014, the municipalities within San Mateo County entered into an agreement (“the Agreement”) to share the construction costs of a new animal care shelter facility. The agreement provides that the County of San Mateo will advance the funds for construction to be repaid by the municipalities according to their share, through a 30-year, interest-free lease agreement.

On March 6, 2020, construction of the new animal shelter building was completed, and certificate of occupancy was issued. The old shelter building was demolished shortly thereafter, and final project completion (with exception of photovoltaic installment) is slated for approximately July 30, 2020. Final project costs are reasonably determinable and anticipated to be approximately $28,300,000. The municipalities’ final shared responsibility is anticipated to be $25,700,000 or $856,758 annually. The County will not seek reimbursement for $2,600,000 in project costs comprised of an upgraded heating ventilation air conditioning ($600,000), a photovoltaic system ($1,200,000), miscellaneous site improvements related to landscaping, fencing, and parking ($530,000), and relocation of a City of Burlingame water line ($270,000).

The final column of Attachment B to this letter sets forth each municipalities’ final annual lease amount, as calculated in the manner proscribed by the Agreement. Final costs exceed the June 2018 estimate by approximately 3%. This marginal increase is a result of escalated regional construction costs and unforeseen circumstances encountered during construction, including requirements for ongoing air-quality monitoring, soil remediation and treatment, fire safety system modifications, PG&E delays, and necessary and reasonable end-user logistical design modifications. The County of San Mateo has worked diligently and successfully to minimize these additional costs while delivering a high-quality facility that will stand the test of time.

Attachment 3 - Memorandum of Agreement Regarding Funding For Construction Of An Animal Care Shelter

548

Though we had to cancel the ribbon-cutting for the facility due to the pandemic, we look forward to holding, at the appropriate time, a reception to celebrate our successful regional collaboration. In lieu of an in-person tour, we’ve enclosed photographs of the exterior of the new facility and site. Pursuant to paragraph 3 of the Agreement, annual payments to County to reimburse for costs of construction shall become due on the initial July 1st after a certificate of occupancy is issued for the new shelter, and each subsequent July 1st for the next 29 years thereafter. Please find enclosed the invoice and payment instructions for the initial lease payment for your municipality. Should you have any project questions, please contact Director Adam Ely of the Project Development Unit at 650.722.8112. Should you have any payment questions, please contact Robert Manchia at 650.363.4597. Sincerely,

Mike Callagy San Mateo County, County Manager Enclosures: Resolution 073369, Final Attachment B, Invoice July 2020

549

ATTACHMENT A

MEMORANDUM OF AGREEMENT

REGARDING FUNDING FOR CONSTRUCTION OF AN ANIMAL CARE SHELTER ON

AIRPORT BOULEVARD IN SAN MATEO, CALIFORNIA, AMONG THE CITIES OF

ATHERTON, BELMONT, BRISBANE, BURLINGAME, COLMA, DALY CITY, EAST

PALO ALTO, FOSTER CITY, HALF MOON BAY, HILLSBOROUGH, MENLO PARK,

MILLBRAE, PACIFICA, PORTOLA VALLEY, REDWOOD CITY, SAN BRUNO, SAN

CARLOS, SAN MATEO, SOUTH SAN FRANCISCO, AND WOODSIDE AND THE

COUNTY OF SAN MATEO

THIS MEMORANDUM OF AGREEMENT, dated for reference as of September 9, 2014, (the

“Agreement”), is by and among the COUNTY OF SAN MATEO (the “County”), and the cities

of ATHERTON, BELMONT, BRISBANE, BURLINGAME, COLMA, DALY CITY, EAST

PALO ALTO, FOSTER CITY, HALF MOON BAY, HILLSBOROUGH, MENLO PARK,

MILLBRAE, PACIFICA, PORTOLA VALLEY, REDWOOD CITY, SAN BRUNO, SAN

CARLOS, SAN MATEO, SOUTH SAN FRANCISCO, AND WOODSIDE (each, a “City,” and

collectively, the “Cities,” and, together with the County, the “Parties”).

RECITALS

The County and the Cities are parties to an Agreement for Animal Control Services dated as of

April 26, 2011, pursuant to which the County provides animal control services in the

unincorporated area of the County, as well as in the jurisdictional boundaries of the twenty Cities

within the County, listed above, each of which is a party to the Agreement for Animal Control

Services.

As set forth in the Agreement for Animal Control Services, the Peninsula Humane Society &

SPCA (“PHS”) presently serves as the County Contractor for the provision of certain animal

control services to the County and the Cities. These services and the terms of PHS’ performance

of them are contained in an Animal Control Services Agreement between the County and PHS

dated as of April 26, 2011.

In conjunction with and pursuant to the Animal Control Services Agreement, the County has

leased to the PHS the land at 12 Airport Boulevard, in San Mateo, California, on which an

Animal Care Shelter facility owned and operated by PHS is presently located.

The Parties agree that, owing to the obsolescence of the existing Animal Care Shelter facility, it

is now necessary to construct a new facility and the Parties enter into this Agreement to set forth

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the allocation of, and process for payment of, the construction cost for the new Animal Care

Shelter facility among the Parties.

NOW, THEREFORE, the Parties agree as follows:

1. Construction Cost Allocation Methodology: The Parties agree that construction costs for the

new Animal Care Shelter facility shall be allocated among the Parties based on the formula set

forth in Exhibit A to this Agreement, which is incorporated herein by reference. This formula

reflects each Party’s actual use of the existing Animal Care Shelter facility in 2009, 2010, and

2011 as a percentage of all Parties’ total use of the facility, as well as each Party’s total

population as of 2010, as a percentage of the County’s total population as of that date. The

formula is weighted 80% to a City’s average facility use over the three years preceding the year

in question and 20% to population. The Parties agree that each year, the County shall

recalculate three year average facility usage for each City and that Exhibit A (and each Party’s

prospective Lease Payment obligations, as described in Section 3 of this Agreement) shall be

amended to reflect such recalculations. The Parties further agree that the County shall, upon

request of a City, promptly provide the requesting City with copies of the data and documents

used to calculate each City’s facilities usage.

2. County Advancing Construction Costs: The Parties agree that the County shall advance, on

an interest free basis, all funds required to pay the construction costs for the new Animal Care

Shelter facility. For purposes of this Agreement, “construction costs” include all expenses for

architectural and inspector services, project management service, environmental review,

planning and building fees and costs, and actual contractor construction services. The Parties

understand and agree that construction costs for the Animal Care Shelter facility are anticipated

at this time to be twenty million two hundred thousand dollars ($20,200,000). The Parties will

be provided with further information regarding the construction costs for the Animal Care

Shelter facility within a reasonable period of time after such information becomes available or

prior to the Certificate of Occupancy being issued. The Parties agree that if the County receives

information indicating that the construction costs for the Animal Care Shelter facility will exceed

$20,200,000 by 10% or more, the County shall provide notice to each City of the revised

estimated construction costs within a reasonable period of time before such additional

construction costs are incurred. The Parties further agree that the County shall, upon request of a

City, promptly confer with such City or Cities regarding the additional construction costs and

any means by which such additional construction costs may be minimized.

3. Parties’ Payment of Proportional Share of Construction Costs: Each Party agrees that, during

the term of this Agreement for as long as the new Animal Care Shelter facility is occupied and

used for animal care shelter purposes, the Party shall pay the County an annual Lease Payment

beginning on the first July 1st after a certificate of occupancy is issued for the new Animal Care

Shelter facility, and on each subsequent July 1st for the next twenty nine years thereafter. Each

Party’s Lease Payment shall be equal to the Party’s proportional share of the construction cost of

the new Animal Care Shelter facility amortized on a straight line basis over thirty years, as set

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forth in Exhibit A to this Agreement, as Exhibit A may be amended from time to time as

provided in Section 1 of this Agreement. Each Party’s obligation to make a Lease Payment shall

remain in place only for so long as the Party is a signatory to the Agreement for Animal Control

Services, or any successor agreement addressing materially the same subject matter. In the event

that a Party terminates its participation in this Agreement pursuant to Section 4 of this

Agreement, the County shall, upon receiving notice of that Party’s termination, recalculate the

remaining Parties’ Lease Payment obligations pursuant to the Construction Cost Allocation

Methodology set forth in Section 1 of this Agreement. The County shall promptly provide all

remaining Parties with notice of their recalculated Lease Payment obligations. Each remaining

Party shall thereafter have the option to either (a) pay the recalculated increased annual Lease

Payments during the remaining term of the Agreement; or (b) request that the County allow the

remaining Party a period of up to 5 years after the end of the thirty year period set forth in this

Section 3 of the Agreement to pay the County the remaining Party’s additional allocated share of

construction costs for the Animal Care Facility attributable to the departure of the terminating

Party.

4. Term and Termination: Except as set forth above, this Agreement shall be effective for the

period from September 9, 2014 until each Party has made the last payment required under

Section 3 of this Agreement. Except as set forth in Section 3 of the Agreement (i.e., by

terminating participation in the Agreement for Animal Control Services), no Party may terminate

this Agreement during its term. A Party terminating its participation in this Agreement shall do

so effective as of December 31 of a year during the term of this Agreement and shall provide

each other Party to this Agreement with at least one full year’s prior written notice of the Party’s

intent to terminate its participation in the Agreement.

5. Amendments/Entire Agreement: Amendments to this Agreement must be in writing and

approved by the governing body of each Party. This is the entire agreement among the parties

with respect to the construction of the new Animal Care Shelter facility and it supersedes any

prior written or oral agreements with respect to the subject.

6. Hold Harmless: Each City shall hold harmless, indemnify, and defend County, its officers,

employees, and agents from and against any and all claims, suits, or actions of every kind

brought for or on account of injuries to or death of any person or damage to any property of any

kind whatsoever and to whomsoever belonging which arise out of the performance or

nonperformance of City’s covenants and obligations under this Agreement and which result from

the actively negligent or wrongful acts of City or its officers, employees, or agents.

County shall hold harmless, indemnify, and defend each City, its officers, employees, and agents

from and against any and all claims, suits, or actions of every kind brought for or on account of

injuries to or death of any person or damage to any property of any kind whatsoever and to

whomsoever belonging which arise out of the performance or nonperformance of County’s

covenants and obligations under this Agreement and which result from the actively negligent or

wrongful acts of County or its officers, employees, or agents.

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September 9, 2014

Resolution #073369

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ATTACHMENT B

Methodology = Based on an 3-yr avg of shelter use (80%} and % of population (20%)

ANIMAL CONTROL COSTSPROPOSED COST DISTRIBUTION-ESTIMATED LEASE AMOUNTS TO RECOUP CONSTRUCTION COSTS Overall Total Overall Total

$26,600,000 $28,300,000CITY Shelter Use Shelter Use Shelter Use $20,200,000 $24,800,000 $25,700,000

$856,758

Yr 1 2009 Actual Yr 2 2010 Actual Yr 3 2011 Actual 3 YR AVG of Sheleter Use POPULATION % of Total

EST ANNUAL LEASE AMT (Sept. 2014)

EST ANNUAL LEASE AMT (July 2018)

EST FINAL ANNUAL LEASE

AMT (July 2020)

Atherton 1.12% 1.00% 0.36% 0.83% 6,914 1.0% $5,749 $7,059 $7,173Belmont 3.26% 3.54% 2.65% 3.15% 25,835 3.6% $21 811 $26,780 $27,212Brisbane 0.99% 0.99% 0.71% 0.90% 4,282 0.6% $5,633 $6,916 $7,028Burlingame 3.51% 3.48% 320% 3.40% 28,806 4.0% $23,696 $29,095 $29,565Colma 0.61% 0.98% 0.60% 0.73% 1,792 2.0% $4,268 $5,241 $5,325Dalv Citv 8.52% 9.57% 10.16% 9.42% 101,123 14.1% $69,679 $85,556 $86,936East Palo Alto 6.61% 6.75% 8.44% 7.27% 28,155 3.9% $44,420 $54,542 $55,422Foster City 2.82% 2.39% 1.93% 2.38% 30,567 4.3% $18,550 $22,776 $23,144Half Moon Bay 5.21% 5.04% 2.47% 4% 11,324 1.6% $24,962 $30,650 $31,144Hillsborough 1.59% 129% 1.14% 1.34% 10,825 1.5% $9,247 $11,354 $11,537Menlo Park 4.90% 4.95% 4.50% 4.78% 32,026 4.5% $31,769 $39,008 $39,637Millbrae 1.90% 1.99% 1.98% 1.96% 21,532 3.0% $14,576 $17,897 $18,186Pacifica 5.72% 6.38% 4.78% 5.63% 37,234 52.0% $37,288 $45,784 $46,523Portola Valley 0.90% 0.76% 0.16% 0.61% 4,353 0.6% $4,084 $5,014 $5,095Redwood City 12.91% 13.24% 13.25% 13.13% 76,815 10.7% $85,143 $104,543 $106,229San Bruno 5.23% 5.19% 6.86% 5.76% 41,114 5.7% $38,734 $47,559 $48,326San Carlos 3.35% 3.45% 3.00% 3.27% 28,406 4.0% $22,921 $28,143 $28,597San Mateo 15.82% 14.67% 17.84% 16.11% 97,207 13.5% $105,000 $128,924 $131,004S. San Francisco 9.08% 9.34% 11.99% 10.14% 63,632 8.9% $66,530 $81,689 $83,007Woodside 4.41% 1.27% 1.07% 2.25% 5,287 0.7% $13,111 $16,098 $16,358County 1.57% 3.73% 2.92% 2.74% 61,222 8.5% $26,235 $32,213 $32,732HVAC +Solar Costs* n/a n/a n/a n/a n/a n/a n/a $1,800,000 $1,800,000Burligame Waterline n/a n/a n/a n/a n/a n/a n/a n/a $270,000Misc. Site Improvements n/a n/a n/a n/a n/a n/a n/a n/a $530,000Total 100.00% 100.00% 100.00% 100.00% 718,451 100.00% $673,405 $826,843 $840,179* HVAC, Solar, and Miscellaneous site improvement costs of $2.6 million removed from cities portion of costs and paid for by County of San Mateo. Overall total project cost is $28.3 million.Resolution #073369

Calendar Year

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Dated: ATTEST: CITY OF HALF MOON BAY _________________________________ City of Half Moon Bay, Clerk By

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city council agenda regular meeting city of half moon bay

Documents

Transcript of city council agenda regular meeting city of half moon bay