Document Yerington_doc_00e0afb22d

City of Yerington - 1907- 14 East Goldfield Avenue, Yerington, Nevada 89447 PHONE: (775) 463-3511 WEBSITE; www.yerington.net FAX: (775) 463-2284 The City of Yerington is an Equal Opportunity Provider Notice of Public Meeting and Agenda For The City of Yerington City Council The City of Yerington City Council will conduct a public meeting on the 13th day of November, 2023, beginning at 10:00 a.m. at the following location: City Hall 14 E. Goldfield Avenue Yerington, NV 89447 NOTICE: 1. Agenda items listed below may be taken out of order. 2. Two or more agenda items may be combined. 3. Agenda items may be removed from agenda or delayed at any time. 4. Any restrictions on public comment must be set out herein. 5. Public comment is limited to three minutes per person. 6. Public comment cannot be restricted based on viewpoint. Section 7.05 of the evada Open Meeting Law Manual indicates that a public body's restrictions on public comment must be neutral as to the viewpoint expressed but the pubLic body may prohibit content if the content of the comments is a topic that is not relevant to, or within the authority of, the public body, or if the content of the comments is willfully disruptive of the meeting b-y being irrelevant, repetitious, slanderous, offensive, inflammatory, irrational, or amounting to personal attacks or interfering with the rights of other speakers. See AG F ile No. 00-047 (April 27, 2001). Reasonable efforts will be made to assist and accommodate physically handicapped persons desiring to attend the meeting. Please call City Clerk, Sheema D. Shaw, in advance at (775) 463-3511 so that arrangements for attendance may be made. 1 PRESEllVING OUR HISTORY WHLLE PLANNING OUR. 1'UTTJRE ---PAGE BREAK--- AGENDA: Action may be taken only on those items denoted "For Possible Action." 1. Call to order and roll call and Pledge of Allegiance. 2. Public Comment - No action may be taken on a matter raised under this item of the agenda until the matter itself has been included specifically on an agenda as an item upon which action will be taken. 3. For Possible Action - Review and approval of agenda NOTICE RE: NRS 237: When the City Council approves this agenda, it also approves a motion ratifying staff action taken pursuant to NRS 237.030 et seq. with respect to items on this agenda and determines that each matter on this agenda for which a Business Impact Statement has been prepared does impose a direct and significant economic burden on a business or directly restrict the formation, operation or expansion of a business, and each matter which is on this agenda for which a Business Impact Statement has not been prepared does not impose a direct and significant economic impact on a business or directly restrict the formation, operation or expansion of a business. 4. For Possible Action: Review and Approval of minutes from prior meetings dated September 25, 2023 and October 9, 2023 regular meetings. 5. For Possible Action: Discussion and Approval of Bills Previously Submitted for Payment as Follows: Checks 37663 through 37869 totaling $3,359947.80 6. For Possible Action: to approve New, Renewal and Name Change Business License Applications A. Luis Guerra & Jeziel Guerra DBA Guerra's Mechanical Professional, LLC, HV AC, 7955 Shifting Sand Dr Reno, NV 89506- New B. Zach Rossberg DBA Express-Set Fixtures, LLC, General Contractor, 8777 S Redwood Rd Suite #150 West Jordan, UT 84088- Single Project C. Ana Gabriela Rodriguez-Hernandez DBA Rodriguez Fragrances, Perfumes, 3535 Stine Rd Space# 154 Bakersfield, CA 93309 - New D. Wade Simmons DBA NRCI Telecom, Cell Tower Contractor, 265 Applegate School Rd Applegate, CA 95703- Single Project 7. For Possible Action: Discussion and Possible Action to Read in Full Ordinance No. 23-04, Bill 429 An ordinance adopting an increase in the license tax from the rate of five percent ( to ten percent (10%) upon the gross receipts received or derive from the rental of transient lodging within the City of Yerington. 8. For Possible Action: Discussion and Possible Action to approve Resolution 2023-04; A Resolution that increases the license tax from five percent to ten percent (10%) upon the gross revenues from the rental of transient lodging in the City, subject to the limitations set forth in NRS Section 2 ---PAGE BREAK--- 268.096(5). The City Clerk is hereby instructed to take all further action necessary to effectuate the purpose of this resolution. 9. For Possible Action: Discussion and Possible Action to approve conducting one Council meeting in the months of November and December due to observed holidays around the fourth Mondays of each month. Scheduled meetings would be overnber 13t1i and December 11 th. 10. For Possible Action: Discussion and Possible Action to approve a recommendation from the Yerington Planning Commission: Rick Christian of Denson Surveying, Inc. on behalf of Irina Wright and John Cameron is proposing a parcel map application with APN 001-481-06. 11. For Possible Action: Discussion and Possible Action authorizing the Public Works Department to remove junk, household debris, garbage and unlicensed vehicles from 119 S. West St. and have the Public Works Director present a bi!I for costs to abate the nuisances to the landowner/tenant. 12. For Possible Action: Discussion and possible action to approve an Amendment to the Interlocal Contract for Sewer service to the Willowcreek GID. Lyon County Public Works is bringing to the Council a proposal to address potential odor concerns with the new sewer force main at the Grand Estates subdivision. 13. For Possible Action: Discussion and Possible Action to approve a comprehensive report on the current status of the Yerington Police Department by Ted Stec along with recommendations to . . improve service. 14. For Possible Action: Discussion on the response to NDEP/BSDW (Nevada Div. ofEnvironmentaJ Protection/Bureau of Safe Water) directive for notification of one well in the City's water system exceeding uranium levels. Public Works Director Jay Flakus will be making a presentation on the City's response to the notification process. 15. Public Comments - No action may be taken on a matter raised under this item of the agenda until the matter itself bas been included specifically on an agenda as an item upon which action will be taken 16. No Action Will Be Taken - Department Reports and City Manager Reports, with Possible Council Comments and Discussion Only, as follows: A City Attorney Report B. Chief of Police Report C. Public Works Director Report D. Building Inspector Report E. City Manager Report F. City Clerk Report G. Mayor and Council Comments 17. Adjournment. Supporting material is available from City Clerk, Sbeema D. Shaw, located at City Hall, 14 E. Goldfield Avenue, Yerington, NV 89447, (775) 463-3511 or go to www.yerington.net. For questions regarding this agenda, please contact City Clerk Sheema D. Shaw. 3 ---PAGE BREAK--- NOTICE TO PERSONS WITH DISABILITIES: Members of the public who are disabled and require special assistance or accommodations at the meeting are requested to notify the City Clerk at [PHONE REDACTED] in advance so that arrangements may be made. If you wish to file a Civil Rights program complaint of discrimination, complete the USDA Program Discrimination Complaint Form, found online at ht.!.p:/i'Af\1/W_,ascr.usda.gov/complaint_ filing_cs;µ~_t.html, or at any USDA office, or call (866) 632-9992 to request the form. You may also write a letter containing all of the information requested in the form. Mail your completed complaint form or letter to the U.S. Department of Agriculture, Director, Office of Adjudication, 1400 Independence Avenue, S.W., Washington, D.C. 20250-9410; or fax to (202) 690-7442 or email at J2!:Qgram. intake@LJ~Q.?.:,gQy I, Sheema D. Shaw, do hereby certify that the foregoing agenda was duly posted at Yerington City Hall located at 14 E. Goldfield Avenue, Yerington, NV 89447 and also online at the Nevada State Department of Administration web site at notice.nv.gov and the City of Yerington website at v,r,v,;v.ye1ington.net on the 7th day of November, 2023, in compliance with NRS 241.020. Sheema D. Shaw, City Clerk City of Yerington 4 l/ - 7 - d.Oo)._s Date ---PAGE BREAK--- ---PAGE BREAK--- ---PAGE BREAK--- Yerington City Council Meeting September 25, 2023 at 10:00 a.m. - City Hall The regular meeting of the Yerington City Council was held in the Council Chambers at 10:00 a.m. with the following present: Mayor John J. Garry Council Members Jerry Bryant, Shane Martin and Frank Pizzo City Manager Robert ~witzer City Attorney Neil Falk City Clerk Sheema D. Shaw Chief of Police Darren Wagner Public Works Director Jay Flakus Building Official Joel Brown Grants Administrator Angela Moore Absent: Councilman Matthew Galvin and City Attorney Chuck Zumpft Guests: Ms. Susan Parker, Deputy Mitch Brantingham, Mr. Ronald Durst, Ms. Chantae Lessard, Fire Chief Scott Draper and Ms. Michelle Larson Mayor Garry was called to order within the James Sanford Community Center and roll call was reported by Mayor Garry. The Pledge of Allegiance was led by Mayor Garry. Public Participation Mayor Garry asked for comments and no comments were made at this time. Agenda Mayor Garry stated the agenda would be approved as presented unless there were any objections or corrections. City Manager Switzer stated a map was revised for the reversion to acreage that City Council acted on back in August. After item number twelve, item number thirteen should be a public comment section and recommends to adopt the agenda with the modifications. Item number eleven also has a revision map. Mayor Garry stated the agenda was approved as presented and the motion was approved unanimously. Minutes Mayor Garry stated the minutes from prior meeting dated August 28, 2023, September 11, 2023 regular meeting and September 11 , 2023 Emergency meeting would be approved as presented unless there are any corrections or objections. Councilman Bryant made a motion to approve of the minutes as presented, seconded by Councilman Martin. Mayor Garry stated no objections were made at this time and the minutes from prior meeting dated August 28, 2023, September 11, 2023 regular meeting and September 11, 2023 Emergency meeting were approved unanimously. ---PAGE BREAK--- City Clerk Shaw stated three Pro Tempore Judges will be on the list with the appioval of this addition. Councilman Bryant stated the Pro Tempore Judges will be paid in the amount of $150.00 for a half day and $300.00 for a full day which Ile agrees with. Councilman Bryant made a motion to approve agenda item number seven as presented, seconded by Councilman Martin. Mayor Garry asked for comments, no comments were made at this time and the motion was approved unanimously. Approve the Third Amendment for Judicial Services; Effective July 1, 2023. The City of Yerington shall pay Judge an additional $975.00 pursuant to the terms and conditions of the cooperative agreement between the City of Yerington and Lyon County dated July 7, 2023. City Manager Switzer stated two amendments to the agreement have been approved already with the recent changes and additional monies if passed would be due to the Judge in the amount of $975.00. City Manager Switzer recommends approval of this agenda item. Councilman Bryant made a motion to approve agenda item number eight as presented, seconded by Councilman Martin. Mayor Garry asked for comments, no comments were made at this time and the motion was approved unanimously. Approve a contract with DOWL Engineering, 5510 Longley Lane, Reno, NV 89511 , for a comprehensive update to the City of Yerington's Master Plan for an estimated not to exceed amount of $155,880.00 City Manager Switzer stated the current Master Plan was last completed in 2005 and many things have changed since then. An update to the zoning map need~ to be completed for the future growth of the City's. The update is a requirement to receive future grants and to ensure that the City has done their due diligence. City Manager Switzer would recommend approval of this agenda item and the project will take about one to two years to complete. The scope of the work includes community wide meetings, input from the public and heavy involvement with the Yerington Planning Commission. Councilman Bryant stated the engineering company lists five different tasks for the project and estimated a time line of about eighteen months. Councilman Pizzo made a motion to approve the agenda item, seconded by Councilman Martin. Mayor Garry asked for comments, no comments were made at this time and the motion was approved unanimously. Discussion on introduction of Ordinance Number 2023-04, Bill Number 429 on adopting an increase in the City's Transient Room Tax from five percent to ten percent (10%) on first reading by title. City Manager Switzer stated pursuant with the discussion at the City Council level, the City is looking into increasing the transient room tax rate in order to be in line with ---PAGE BREAK--- amount of $45,000.00. If the concept is passed today, the cost options would be brought back to City Council for final approval. Councilman Bryant stated Public Works should proceed with adding the seating in the middle section and planning for the vehicle access to maintain the areas. Public Works Director Flakus stated the City is hoping for an opening date of May 2024. Councilman Bryant stated for the obstacle course would there be access on the south end. Public Works Director Flakus stated another gate can be added for access. Councilman Bryant recommended to remove the sidewalk access on the north end of the dog park and add or move the sidewalk on the south end instead by the parking lot. Public Works Direcctor Flakus stated the fencing and water lines would be completed by Public Works with the termination of power and water past the Dog Park for future improvements. Mayor Garry asked for comments. Ms. Susan Parker suggested to use a sand surface which would make some areas less water and maintenance intensive. Seed clover should be used in all other areas and the obstacle course would be a huge expense for the City with repairs if needed. Cement pads should be added surrounding a water distribution area and by using gravel instead. Ms. Chantae Lessard stated turf has a smell to it and is harder to clean up but sand has the same issue and is not sanitary. Grass should be considered as well as the additional seating around the area. Public Works Director Flakus stated City Council could table this agenda item and more options could be considered with updated pricing. Six hundred and eighty linear feet of fencing with poles needs to be installed as well as man access gates and vehicle access gates. City Manager Switzer suggested to approve the concept of the layout of the Dog Park then to come back with different options regarding each area. Councilman Bryant suggested to add a gate entering into another gate as a holding area for the dog area. Public Works Director Flakus stated a sketch of that concept will be added into the idea. Mayor Garry agrees on the size and suggested to give Public Works Director Flakus the option to pick the most sanitary and safest surface for a Dog Park then a final decision could be made from City Council. Mayor Garry asked for comments and no further comments were made. Councilman Bryant made a motion to approve the square footage and layout of the Dog Park and at a future date, City Council will decide on the details, seconded by Councilman Martin. Mayor Garry asked for comments, no comments were made at this time and the motion was approved unanimously. Discussion on the Current Financial Statement (FS-10) July 2023 - August 2023. City Manager Switzer provided an update on the current Financial Statement (FS- 10) to City Council. Page four is the General Fund activity with a balance of about $1,090,055.00. Page six are the expenditures for the marijuana compact showing ---PAGE BREAK--- meeting was held regarding Miller Lane and to push in as much traffic to town as possible for more business. A consensus was given for the traffic to be turned towards town. Mayor Garry stated he is working with City Manager Switzer to reach out to the Congressman's Office, Horsford and Amodei. Dini's Lucky Club is coming up on their 90th anniversary and citizens should come out to support them. On October 27th is the Ribbon Cutting for Not Just Candles moving to a location on Main Street to help elevate the charm downtown. A Mayoral Proclamation around Christmas will be given for all the businesses participating in the Christmas Parade. The community should do as much as possible to make this a great experience and a very festive holiday. There being no further business, the meeting was adjourned. Mayor of the City of Yerington ATTEST: City Clerk of the City of Yerington ---PAGE BREAK--- Yerington City Council Meeting October 91 2023 at 10:00 a.m. - City Hall The regular meeting of the Yerington City Council was held in the Council Chambers at 10:00 a.m. with the following present: Mayor John J. Garry Council Members Jerry Bryant, Shane Martin, Matthew Galvin and Frank Pizzo City Manager Robert Switzer City Attorney Chuck Zumpft City Clerk Sheema D. Shaw Public Works Director Jay Flakus Chief of Police Darren Wagner Building Official Joel Brown Grants Administrator Angela Moore Absent: Guests: None Lyon County Sherriff Brad Pope, Deputy Mitch Brantingham, Ms. Chris Brandon, Mr. Don Vetter, Mr. Dave DeGrendele, Ms. Deb DeGrendele, Ms. Rhiannon Baker, Mr. Andrew Haskin, Mr. David Bruketta, Mr. Dustin Homan and Ms. Taylor Allison The meeting was called to order within the James Sanford Community Center and roll call was reported by Mayor Garry. The Pledge of Allegiance was led by Mayor Garry. Public Participation Mayor Garry asked for comments. Lyon County Sherriff Brad Pope stated the body camera providers will be changing soon. Yerington Police Department has about seven hundred videos that do not have information provided to classify the videos and these videos would be provided as evidence within the current cases. A lot of data will need to be transferred in order to save those videos and will cost Lyon County a lot of money, which is not a fair burden to be paid by the tax payers. The body cameras will cost about $550.00 per year per tetra bytes. A Memorandum of Understanding (MOU) needs to be in place for the shared cost of the body cameras. Lyon County Sherriff Pope does not appreciate the unprofessionalism with City Council and members, which causes a divide between the City of Yerington and the Lyon County Sherriff's Office. City Attorney Zumpft asked the difference between classified and unclassified videos. Lyon County Sherriff Pope stated unclassified videos have no information manually provided. Councilman Galvin added it means that an officer did not go into that video to include the information about the citation. City Manager Switzer requested to have the quotes forwarded to his office when Lyon County Sherriff Pope receives them. ---PAGE BREAK--- Ms. Rhiannon Baker, Supervisor with the Yerington Senior Center thanked the City for their help with the Craft Festival event, which was very succe8sful. A new event will be held on October 14th at the Jeannie Dini Theater for a haunted dinner. The benefits help the Yerington Senior Center, the Yerington Theater of the Arts and Through a Child's Eyes. The Yerington Senior Center requests to invite the public to the event in support of the Yerington Senior Center. Mayor Garry asked for comments and no further comments were provided at this time. Agenda Approval Mayor Garry stated the agenda would be approved as presented unless there were any objections or corrections. City Manager Switzer stated no corrections need to be made at this time and recommends approval. Mayor Garry stated the agenda was approved as presented and the motion was approved unanimously. Review Bills Previously Submitted for Payment Bills, Salaries and Vouchers: Accounts Payable Checks Payroll Checks Payroll Vouchers Transmittal Checks Transmittal Vouchers 09/19/2023 09/25/2023 09/18/2023 09/18/2023 09/18/2023 09/18/2023 37605 through 37637 37638 through 37662 37592 through 37602 9212301 through 9212324 37603 through 37604 9182301 Mayor Garry stated the bills previously submitted for payment, checks 37592 through 37662 totaling $265,908.23, would be approved unless there were any objections or corrections. Mayor Garry stated no comments or objections were made at this time and the bills previously submitted for payment were approved unanimously. New, Renewal and Name Change Business License Applications. A. Ella, Charlie & Edwin Kilgore dba The Looney Leprechaun, Freeze dried candy, snow cones & doughnuts, 3 Camelot Acres Lane Yerington, NV 89447 - New B. Brandon Jared, Heidi Jared, Michael Jared & Linda Jared dba The Electric Company, Electrical Service & Repair, 660 Kresge Lane Sparks, NV 89431 - Single Project C. Alyssa Hernandez dba Nails by Alyssa, Nail Technician, 700 Cartwright Ave. Yerington, NV 89447 - Name change D. Marvin Arellano dba Marv's Heating and Air Conditioning, LLC., Replacement and Repair of HVAC Equipment, 13 Bluestone Ave. Yerington, NV 89447 - New ---PAGE BREAK--- E. Marc Lajeunesse dba Micro Bio Tech, LLC., Biological and organic pesticide for agriculture, 17 Pete Hendrichs Road Yerington, NV 89447 - New F. Ronan O'Doherty dba Ronan Doherty, Construction, 117 Elk Horn Dr. Dayton, NV 89403 - New G. Evgenia lvanova-Hernandez dba lvanova Esthetics, Esthetics, 215 W. Bridge Street Yerington, NV 89447 - New H. Craig Opel & Sahino Bertadillo dba Brazos Urethane, Roofing, 2877 Ave. 14½ Madera, CA 93638 - Single Project I. Ignace Vazquez dba Vazquez Lawn Care, Landscaping, 505 Mason Ave. Yerington, NV 89447 - Renewal Mayor Garry stated the business license applications A. through I. would be approved unless there were any objections or corrections. Mayor Garry stated no objections were made at this time and the business license applications A. through I. were approved unanimously. Presentation of Awards recognizing individuals and organizations who helped save the City of Yerington from potential catastrophic flooding from record amounts of snow runoff this year. Mayor Garry thanked everyone that provided help with the flooding. Councilman Bryant stated he very much appreciated all the efforts around the community. Councilman Pizzo added a thank you for everyone's hard work. Mayor Garry and Councilman Bryant presented the plagues to Mr. David Bruketta with Lyon County, Ms. Taylor Allison with Lyon County, Mr. Dustin Homan with Lyon County, Lyon County Manager Mr. Andrew Haskin, Mr. Bert Bryan with Walker River Irrigation District, Mr. David Peri with Peri and Sons Farms and Mr. Matthew Galvin Sr. with Peri and Sons Farms which was accepted by Councilman Galvin on behalf of Mr. Galvin Sr. Mayor Garry also thanked Public Works Director Flakus and Chief of Police Wagner. Public Works Director Flakus was recognized last week by the Lyon County Board of Commissioners on behalf of the City of Yerington. A certificate was also received by Mayor Garry to the City of Yerington. Presentation by Western Nevada Development District (WNDD) for potential membership with the organization. Representatives of WNDD will be present to inform the Council on the purpose and benefits of membership. Ms. Chris Brandon and Mr. Don Vetter provided a presentation to City Council. The United States Department of Commerce created WNDD, which is a non-profit organization that maintains the district and provides match funding through the membership costs. The WNDD met with City Manager Switzer to tour the entire community and the City has many possibilities to receive monies. The City of Yerington is within the district that could receive assistance from WNDO and would be the 7ui city to receive the benefits within the district. Mr. Vetter stated what other communities are doing ---PAGE BREAK--- within the district will affect the City of Yerington and cause regional change. Ms. Brandon stated a regional plan or a local strategic plan needs to be created for the City. Councilman Bryant asked has connections with Western Nevada College (WNC). The City is interested to see if WNC can help with the Yerington Police Department officers attending a local police academy instead of out of state. The City is also interested in regional recruiting. Mr. Vetter stated WNDD can look into those programs. Councilman Pizzo asked the cost of the membership to WNDD. Ms. Brandon stated the City would need to pay $5,000.00 per year annually and that amount would be capped. Councilman Galvin asked City Manager Switzer if he is on board with this. City Manager Switzer stated yes, but this membership is not a budgeted expenditure for this fiscal year. Councilman Bryant stated there is benefit to this and there are several programs that could help the City. Some plans should be established to receive this membership. City Manager Switzer stated this organization helps with major infrastructure grant funding. The City is already a member of the Northern Nevada Development Authority (NNDA) and could bring in more industry to our local economy. Councilman Bryant requested for periodic updates to City Council. Ms. Brandon stated if the City of Yerington is not happy with their membership, the annual membership would not need to be renewed. Councilman Bryant made a motion to approve item number seven with help for aviation improvements and local recruiting at WNC for law enforcement, seconded by Councilman Pizzo. Mayor Garry asked for comments. Ms. Deb DeGrendele stated she recommends approving this action and it would benefit the City of Yerington. Mayor Garry asked for comments, no further comments were made at this time and the motion was approved unanimously. For Emergency Action: Discussion and Consideration for Adoption of Ordinance 2023-05, Bill No. 430, Authorizing and Directing the Issuance of the City of Yerington, Nevada, Wastewater Revenue Bond, Series 2023A in the Principal Amount of Not to Exceed $8,577,000.00 and the City of Yerington, Nevada, Wastewater Revenue Bond Series 20238 in the Principal Amount of Not to Exceed $7,000,000.00 to Refinance a Sewerage Project, as Defined in NRS 268.714; Providing the Forms, Terms, Conditions and Security for the Bonds and the Sale to the United States of America; Providing for Adoption as if an Emergency Exists; and Providing Other Matters Relating Thereto. City Manager Switzer stated last month the City had a similar action and the only changes to this Ordinance is the not to exceed clause has been inserted within the document. Additional verbiage was provided by the City's Bond Counsel for the project. ---PAGE BREAK--- For bond sales or purchases, City Council can act in an emergency action as well as adopting the motion as an emergency. If City Council wants to move forward, the vote would need to be unanimous. City Manager Switzer recommends for City Council to declare this Ordinance an emergency and provide a unanimous approval. The date set for the bond sale is on October 25, 2023. Councilman Bryant made a motion to approve agenda item number eight as presented, seconded by Councilman Galvin. Mayor Garry asked for comments, no comments were made at this time and the motion was approved unanimously with four ayes and zero nays. For Emergency Action: Discussion and Consideration and Possible Adoption of Ordinance 2023-06, Bill No. 431, Authorizing and Directing the Issuance of the City of Yerington, Nevada, Water Revenue Bond, Series 2023A in the Principal Amount of Not to Exceed $9,901,000.00 and the City of Yerington, Nevada, Water Revenue Bond Series 20238 in the Principal Amount of Not to Exceed $7,352,000.00 to Refinance a Water Project, as Defined in NRS 268.728; Providing Forms, Terms, Conditions and Security for the Bonds and the Sale to the United States of America; Providing for Adoption as if an Emergency Exists; and Providing Other Matters Relating Thereto. Councilman Galvin made a motion to approve agenda item number nine as presented, seconded by Councilman Martin. Mayor Garry asked for comments, no comments were made at this time and the motion was approved unanimously with four ayes and zero nays. Approve the City's contracted engineering firm's recommendation to approve conditional lien releases with the construction company Q&D for final payment of the water/sewer infrastructure project. City Manager Switzer stated an issue arose with Q&D Construction, United Stated Department of Agriculture (USDA) and the City of Yerington. In summary, Q&D Construction requests to have their final payment on the Water and Sewer Project with a conditional lien release basis. Q&D Construction will wait to pay the subcontractors, about 25 in total, after the final payment is received by the City. USDA states the final payment must be issued under the unconditional lien release condition. All subcontractors need to be paid for the project before final payment of the project is paid or issued. If the payment is released with the conditional lien releases, the City could be exposed to potential liabilities. Councilman Galvin stated he does not believe the City should put ourselves in the wrong position and does not trust Q&D Construction. City Manager Switzer stated the USDA recommends unconditional lien release while Q&D Construction and DOWL, LLC recommends conditional lien releases. The issue has been reviewed with City Attorney Zumpft and the language states that DOWL, LLC is recommending that the City moves forward with the conditional lien releases and provides an amendment to the current construction contract. Councilman Galvin asked if the City pays Q&D Construction, how ---PAGE BREAK--- long is the warranty. City Manager Switzer stated all warranties have to be presented to the City. Public Works Director Flakus added the warranties are for a one-year period once the work was completed. The City can pursue the claims for up to one year. Mayor Garry stated Q&D Construction would be committed to perform the issues about the spot work and the work has not been completed yet. City Manager Switzer stated there are several spot areas that need to be addressed and updated still. City Manager Switzer stated the City is always subject to litigation but if the City is not 100% comfortable, an amendment to the contract for the work can be completed. The City is requesting approval of the conditional lien releases recommended by DOWL, LLC and to provide an amendment to cover the City. Councilman Bryant made a motion to approve agenda item number ten with the amendment with USDA, seconded by Councilman Pizzo. Mayor Garry asked for comments, no comments were made at this time and the motion was approved unanimously. Public Participation Mayor Garry asked for comments and no comments were provided at this time. Department Reports Chief of Police Wagner stated several years ago the legislature wanted to enforce body cameras. All uniform law enforcement now has to wear body cameras. The funding was provided to Lyon County to fund the body cameras for the Yerington Police Department as a shared funding stream. The Lyon County Board of Commissioners decided to move forward with the federal laws instead of the state laws. The current body camera contract with Motorola and will need to entered into a contract with a new vendor. The Yerington Police Department is waiting for quotes and proposals, then this issue will need to be addressed within the near future. Councilman Galvin added the current body cameras will not be supported with a new vendor and the body cameras would need to interface with Spillman. Public Works Director Flakus stated NV Energy is working on the power issue over at Mountain View Park regarding the new restrooms. The Public Works Department is moving forward with all of the projects assigned and will also be helping with the holiday parties, Halloween and Christmas. The school zone changes are still be worked on as well. The Airport Fly-In was over this past weekend and a new sign is currently at the Yerington Municipal Airport. Building Official Browns stated within September, an amount of $3,355.75 was received for building permits. ---PAGE BREAK--- City Manager Switzer stated an Aviation Club is currently at the Lyon County School District and the Yerington Municipal Airport should have an Aviation School to help train pilots, which this field of study currently has a shortage of pilots nationwide. Councilman Pizzo stated the Airport Fly-In was very successful. Thank you to Public Works Director Flakus, the Public Works Department, Rotary Club and the K-9 units for attending and helping at the event. The City is looking to make this event better and bigger next year. Councilman Bryant stated for two months now, Lyon County Sherriff's Office has been posting the mug shots of defendants on Facebook, which does not lend a lot of knowledge to the community. The statistics are a more meaningful tool to the community and provides more information than the mug shots. The transparency on social media is a great tool for the Lyon County Sherriff's Office and does provide a lot of awareness. Councilman Galvin stated the statistics with the arrests between the Lyon County Sherriff's Office and the Yerington Police Department would be embarrassing for the City and would not show a good light for the City of Yerington. Mayor Garry stated the Airport Fly-In did not get the military response like the City hoped but Mayor Garry will be meeting General Waters at the end of November. City Hall was named after the late General Robert T. Herbert and the City will work to build those relationships again with the National Guard. In 1937, President Franklin D. Roosevelt declared Columbus Day a national immigrant holiday. Happy Columbus Day. There being no further business, the meeting was adjourned. Mayor of the City of Yerington ATTEST: City Clerk of the City of Yerington ---PAGE BREAK--- r ---PAGE BREAK--- • ---PAGE BREAK--- ---PAGE BREAK--- CITY OF YERINGTON Report Criteria: Report type: Invoice detail Check.Type={<>} "Adjustment'' GL Check Check Vendor Period Issue Date Number Number Payee Check Register - BIG Council report Check Issue Dates: 9/30/2023 - 11/5/2023 Invoice Number Description Invoice GLAccount - 37671 10/23 10/02/2023 37671 Total 37671: 37672 10/23 10/02/2023 37672 10/23 10/02/2023 37672 Total 37672: 37673 10/23 10/02/2023 37673 Total 37673: 37674 10/23 10/02/2023 3767 4 Total 37674: 37675 10/23 10/02/2023 37675 Total 37675: 37676 10/23 10/02/2023 37676 Total 37676: 37677 10/23 10/02/2023 37677 6607 AMAZON CAPITAL SERVICES 6244 ARELLANO HEATING & AIR 6244 ARELLANO HEATING &AIR 1033 ARTISTIC FENCE CO., INC. 6323 BROWN, JEREMIAH 1148 CASHMAN EQUIPMENT 1170 CHARTER COMMUNICATIONS 6278 CIGNA M = Manual Check, V = Void Check 1 KVD-P3NL-3 MISC H10453 P2364 48184 SERVICES SERVICES MATERIALS UNI OCT 2023 UNIFORM ALLOWANCE INPS3878574 PARTS 014026209192 WTP-INTERNET 3237081- SEP MEDICAL INS - DEPENDE 01-57-25-7011 02-54-25-7043 02-54-25-7011 0B-14-35-8087 01-52-20-7022 03-54-25-7043 02-54-25-7033 00-00-00-2023 Page: Nov 06, 2023 0B:02AM Invoice Check Amount Amount 1,985.42 1,985.42 1,985.42 20,485.00 20,485.00 4,940.37 4,940.37 25,425.37 11,223.46 11,223.46 11,223.46 500.00 500.00 500.00 77.40 77.40 77.40 129.99 129.99 129.99 23,464.36 23,464.36 ---PAGE BREAK--- CITY OF YERINGTON Check Register - BIG Council report Page: 2 Check Issue Dates: 9/30/2023 - 11/512023 Nov 06, 2C23 08:02AM GL Check Check Vendor Invoice Description Invoice Invoice Check Period Issue Date Number Number Payee Number GLAccount Amount Amount Total 37677: 23,464.36 37678 10/23 10/02/2023 37678 6278 CIGNA 3251818- OCT MEDICAL INS - DEPENDE 00-00-00-2023 23,464.36 23,464.36 Total 37678: 23,464.36 37679 10/23 10/02/2023 37679 1208 COOMBS, BRANDON UNI OCT2023 UNIFORM ALLOWANCE 01-52-20-7022 500.00 500.00 Total 37679: 500.00 37680 10/23 10/02/2023 37680 6780 DWYER, EDWARD 30010212 REFUND DEPOSIT 23-00-00-2230 117.90 117.90 Total 37680: 117.90 37681 10/23 10/02/2023 37681 1383 GRAINGER [PHONE REDACTED] EQUIPMENT 03-54-25-7011 811.29 811.29 10/23 10/02/2023 37681 1383 GRAINGER [PHONE REDACTED] EQUIPMENT 02-54-25-7011 174.99 174.99 Total 37681: 986.28 37682 10/23 10/02/2023 37682 6295 JENNERJOHN, RICHARD UNI OCT2023 UNIFORM ALLOWANCE 01-52-20-7022 500.00 500.00 Total 37682: 500.00 37683 10/23 10/02/2023 37683 1536 LAW OFFICES OF CHERI EMM-SMITH SEPT 2023 Judge Services 01-53-15-7131 2,250.91 2,250.91 Total 37683: 2,250.91 37684 10/23 10/02/2023 37684 1536 LAW OFFICES OF CHERI EMM-SMITH JOP-JULY23 JOP SERVICES 01-53-15-7021 325.00 325.00 325.00 Total 37684: M = Manual Check, V = Void Check ---PAGE BREAK--- CITY OF YERINGTON Check Register - BIG Council report Page: 3 Check Issue Dates: 9/30/2023 - 11/5/2023 Nov 06, 2023 08:02AM GL Check Check Vendor Invoice Description Invoice Invoice Check Period Issue Date Number Number Payee Number GLAccount Amount Amount - 37685 10/23 10/02/2023 37685 1536 LAW OFFICES OF CHERI EMM-SMITH JOPAUG23# JOP SERVICES 01 -53-15-7021 325.00 325.00 Total 37685: 325.00 37686 10/23 10/02/2023 37686 1536 LAW OFFICES OF CHERI EMM-SMITH JOP SEPT23 JOP SERVICES 01-53-15-7021 325.00 325.00 Total 37686: 325.00 37687 10/23 10/02/2023 37687 1566 LYON COUNTY CLERK TREASURER PUB DEF - QC PUBLIC DEFENDER CON 01-53-15-7031 2,000.00 2,000.00 Total 37687: 2,000.00 37688 10/23 10/02/2023 37688 1600 MASON VALLEY FIRE DISTRICT OCT- DEC 20 QTRL Y CONTRACT 01 -52-21-7002 137,758.00 137,758.00 Total 37688: 137,758.00 37689 10/23 10/02/2023 37689 1902 NV ENERGY 312895-923 POWER 03-54-25-7033 1,216.65 1,216.65 10/23 10/02/2023 37689 1902 NV ENERGY [PHONE REDACTED] POWER 03-54-25-7033 9,530.14 9,530.14 10/23 10/02/2023 37689 1902 NV ENERGY 4 7 5616-0923 POWER 01-55-27-7033 3,891.03 3,891 .03 Total 37689: 14,637.82 37690 10/23 10/02/2023 37690 1761 PAPE MACHINERY 14790039 EQUIPMENT 02-54-25-7044 361.55 361 .55 361.55 Total 37690: 37691 10/23 10/02/2023 37691 1795 PUBLIC EMP. BENEFITS PROGRAM SEPT2023 POLICE- RETIREE INS. P 01-52-20-6110 1,151.23 1,151.23 1,151 .23 Total 37691 : 37692 10/23 10/02/2023 37692 1858 SAFEGUARD BUSINESS SYSTEMS, IN [PHONE REDACTED] TAX FORMS 01-52-20-7011 168.15 168.15 M = Manual Check, V = Void Check ---PAGE BREAK--- CITY OF YERINGTON Check Register - BIG Council report Page: 4 Check Issue Dates: 9/30/2023 - 11/5/2023 Nov 06, 2023 OB:02AM GL Check Check Vendor Invoice Description Invoice Invoice Check Period Issue Date Number Number Payee Number GLAccount Amount Amount Total 37692: 168.15 37693 10/23 10/02/2023 37693 6568 SANABIA, ANDREW UNI OCT 2023 UNIFORM ALLOWANCE 01-52-20-7022 500.00 500.00 Total 37693: 500.00 37694 10/23 10/02/2023 37694 6689 TERMINEX PROCESSING CENTER 437954739 SERVICES 01-51-14-7011 80.00 BO.DO Total 37694: BO.OD 37695 10/23 10/02/2023 37695 2066 WAGNER, DARREN UNI OCT 2023 UNIFORM ALLOWANCE 01-52-20-7022 500.00 500.00 Total 37695: 500.00 37696 10/23 10/02/2023 37696 6505 WASHINGTON NATIONAL INS. CO P2355202 ADDL LIFE INS 00-00-00-2016 117.95 117.95 Total 37696: 117.95 37697 10/23 10/02/2023 37697 6317 WESTERN ENVIRONMENTAL TESTIN 23090253 TESTING 02-54-25-7050 188.00 188.00 Total 37697: 188.00 37698 10/23 10/02/2023 37698 2111 WISNER, NICHOLAS UNI OCT 2023 UNIFORM ALLOWANCE 01-52-20-7022 500.00 500.00 Total 37698: 500.00 37699 10/23 10/02/2023 37699 6779 YERINGTON SENIOR CENTER 1446957 PARK DEPOSIT REFUND 01-20-00-3179 200.00 200.00 Total 37699: 200.00 M = Manual Check, V = Void Check ---PAGE BREAK--- CITY OF YERINGTON Check Register - BIG Council report Page: 5 Check Issue Dates: 9/30/2023 - 11/5/2023 Nov 06, 2023 08:02AM GL Check Check Vendor Invoice Description Invoice Invoice Check Period Issue Date Number Number Payee Number GLAccount Amount Amount 37700 10/23 10/09/2023 37700 1014 ACE HARDWARE SEPT2023 SUPPLIES 03-54-25-7044 863.54 863.54 Total 37700: 863.54 37701 10/23 10/09/2023 37701 6666 ADAMS. JARROD 10032023 K9 KS SUPPLIES 01-52-20-7011 382.43 382.43 Total 37701 : 382.43 37702 10/23 10/09/2023 37702 6607 AMAZON CAPITAL SERVICES 1HHQ-JC1D- SUPPLIES 02-54-25-7052 1,420.17 1,420.17 Total 37702: 1,420.17 37703 10/23 10/09/2023 37703 1868 AT & T LONG DISTANCE [PHONE REDACTED] LONG DISTANCE 03-54-25-7033 13.23 13.23 10123 10/09/2023 37703 1868 AT & T LONG DISTANCE [PHONE REDACTED] LONG DISTANCE 03-54-25-7033 1.97 1.97 10/23 10/09/2023 37703 1868 AT & T LONG DISTANCE 279010935 LONG DISTANCE 03-54-25-7033 2.19 2.19 Total 37703: 17.39 37704 10123 10/09/2023 37704 6784 BLACKMORE, ASHLEY MT23090 BAIL REFUND 01-17-00-3148 1,475.00 1,475.00 Total 37704: 1,475.00 37705 10/23 10/09/2023 37705 1146 CASELLE, INC. 127796 - SUP Support Contract 03-54-25-7011 1,756.00 1,756.00 Total 37705: 1,756.00 37706 10/23 10/09/2023 37706 6782 CONN, WILLIAM 11636307 REFUND DEPOSIT 02-00-00-2230 12.22 12.22 12.22 Total 37706: 37707 10/23 10/09/2023 37707 1232 D & S WASTE REMOVAL 230930390000 WASTE REMOVAL 02-54-25-7049 1,165.49 1,165.49 M = Manual Check, V = Void Check ---PAGE BREAK--- CllY OF YERINGTON Check Register - BIG Council report Page: 6 Check Issue Dates: 9/30/2023 - 11/5/2023 Nov 06, 2C-23 08:02AM GL Check Check Vendor Invoice Description Invoice Invoice Check Period Issue Date Number Number Payee Number GLAccount Amount Amount Total 37707: 1,165.49 37708 10/23 10/09/2023 37708 1233 D AND M EMERGENCY SVC 7724 SERVICES/ REPAIRS 01-52-20-7044 55.00 55.00 10/23 10/09/2023 37708 1233 D AND M EMERGENCY SVC 7727 SERVICES/ REPAIRS 01 -52-20-7044 30.00 30.00 Total 37708: 85.00 37709 10/23 10/09/2023 37709 1324 DOWL, LLC R4001 .1136.P WATER & SEWER REHAB 02-00-00-1580 25,941 .25 25,941 .25 Total 37709: 25,941.25 37710 10/23 10/09/2023 37710 1324 DOWL, LLC R4001 .1136.P WATER & SEWER REHAB 03-00-00-1580 16,290.00 16,290.00 Total 3771 O: 16,290.00 37711 10/23 10/09/2023 37711 1324 DOWL, LLC R4001 .1008-8 PAIUTE TRIBE 02-00-00-1575 932.50 932.50 Total 37711: 932.50 37712 10/23 10/09/2023 37712 1324 DOWL, LLC R4001 .1008-8 PAIUTE TRIBE 03-00-00-1575 1,285.00 1,285.00 Total 37712: 1,285.00 37713 10/23 10/09/2023 37713 1335 FIRST ADVANTAGE OHS [PHONE REDACTED] SERVICES 02-54-25-7011 11.48 11.48 Total 37713: 11.48 37714 10/23 10/09/2023 37714 2058 FRONTIER 092223PD TELEPHONE 01-52-20-7033 447.57 447.57 10/23 10/09/2023 37714 2058 FRONTIER 092423CH TELEPHONE 03-54-25-7033 624.10 624.10 10/23 10/09/2023 37714 2058 FRONTIER 092523FIRE TELEPHONE 03-54-25-7033 593.56 593.56 M = Manual Check, V = Void Check ---PAGE BREAK--- CITY OF YERINGTON Check Register - BIG Council report Page: 7 Check Issue Dates: 9/30/2023 - 11/5/2023 Nov 06, 2023 08:02AM GL Check Check Vendor Invoice Description Invoice Invoice Check Period Issue Date Number Number Payee Number GLAccount Amount Amount Total 37714: 1,665.23 - 37715 10/23 10/09/2023 37715 1383 GRAINGER [PHONE REDACTED] EQUIPMENT 02-54-25-7011 503.28 503.28 10/23 10/09/2023 37715 1383 GRAINGER [PHONE REDACTED] EQUIPMENT 03-54-25-7011 2,438.53 2,438.53 Total 37715: 2,941.81 37716 10/23 10/09/2023 37716 6587 HEAL THY COMMUNITIES COALITION 3-JULY/SUG GRANT RIMBURSEMENT 08-14-27-8101 1,400.00 1,400.00 Total 37716: 1,400.00 37717 10/23 10/09/2023 37717 6582 HOUGHTON, CHRIS MT22066/MT2 INTERPRETER 01-53-15-7013 150.00 150.00 10/23 10/09/2023 37717 6582 HOUGHTON, CHRIS MT23091 -SE INTERPRETER 01-53-15-7013 150.00 150.00 Total 37717: 300.00 37718 10/23 10/09/2023 37718 1566 LYON COUNTY CLERK TREASURER W/C SEPT20 W/C SEWER - INT 23-54-25-7002 11,102.00 11,102.00 Total 37718: 11 ,102.00 37719 10/23 10/09/2023 37719 1588 MARRACCINI PLUMBING 78806 SERVICES 03-54-25-7011 900.00 900.00 Total 37719: 900.00 37720 10/23 10/09/2023 37720 1588 MARRACCINI PLUMBING 78893 SERVICES 01-53-15-7011 79.00 79.00 79.00 Total 37720: 37721 10/23 10/09/2023 37721 1588 MARRACCINI PLUMBING 78807 SERVICES 01-57-25-7011 750.00 750.00 M = Manual Check, V = Void Check ---PAGE BREAK--- CITY OF YERINGTON Check Register - BIG Council report Page: 8 Check Issue Dates: 9/30/2023 - 11/5/2023 Nov 06, 2023 08:02AM GL Check Check Vendor Invoice Description Invoice Invoice Check Period Issue Date Number Number Payee Number GLAccount Amount Amount Total 37721 : 750.00 37722 10/23 10/09/2023 37722 1621 MCMASTER-CARR 14867209 EQUIPMENT 02-54-25-7011 60.29 60.29 10/23 10/09/2023 37722 1621 MCMASTER-CARR 15079998 EQUIPMENT 01-56-35-7011 592,25 592.25 Total 37722: 652.54 37723 10/23 10/09/2023 37723 6783 MORGAN, MICHAEL MT23075 BAIL REFUND 01°17-00-3148 440.00 440.00 Total 37723: 440.00 37724 10/23 10/09/2023 37724 1642 MSC INDUSTRIAL SUPPLY CO. 82434607 EQUIPMENT 03-54-25-7043 1,556.16 1,556.16 10/23 10/09/2023 37724 1642 MSC INDUSTRIAL SUPPLY CO. 82434617 EQUIPMENT 01-54-26-7043 51.24 51 .24 Total 37724: 1,607.40 37725 10/23 10/09/2023 37725 1713 NFPA 8563544X ANNUAL MEMBERSHIP 02-54-25-7011 175.00 175.00 Total 37725: 175.00 37726 10/23 10/09/2023 37726 1902 NV ENERGY [PHONE REDACTED] POWER 01-54-26-7033 42.43 42.43 10/23 10/09/2023 37726 1902 NV ENERGY [PHONE REDACTED] POWER 03-54-25-7033 3,326.92 3,326.92 10/23 10/09/2023 37726 1902 NV ENERGY 475469-0923B POWER 02-54-25-7033 927.55 927.55 10/23 10/09/2023 37726 1902 NV ENERGY [PHONE REDACTED] POWER 01-54-26-7033 3,478.35 3,478.35 10/23 10/09/2023 37726 1902 NV ENERGY [PHONE REDACTED] POWER 03-54-25-7033 84.44 84.44 10/23 10/09/2023 37726 1902 NV ENERGY [PHONE REDACTED] POWER 02-54-25-7033 37.35 37.35 Total 37726: 7,897.04 37727 10/23 10/09/2023 37727 1801 Q & D CONSTRUCTION APP35WATER WATER / SEWER REPLA 02-00-00-1580 365,056.38 365,056.38 M = Manual Check, V = Void Check ---PAGE BREAK--- CITY OF YERINGTON Check Register - BIG Council report Page: 9 Check Issue Dates: 9/30/2023 - 11/5/2023 Nov 06, 2023 08:02AM GL Check Check Vendor Invoice Description Invoice Invoice Check Period Issue Date Number Number Payee Number GLAccount Amount Amount Total 37727: 365,056.38 - 37728 10/23 10/09/2023 37728 1801 Q & D CONSTRUCTION APP35SEWE WATER / SEWER REPLA 03-00-00-1580 349,564.64 349,564.64 Total 37728: 349,564.64 37729 10/23 10/09/2023 37729 6212 RALEY'S SEPT2023 SUPPLIES 01-56-35-7011 304.25 304.25 Total 37729: 304.25 37730 10/23 10/09/2023 37730 1938 SOUTHWEST GAS CORP 92823CAL UTILITIES 02-54-25-7033 222.27 222.27 10/23 10/09/2023 37730 1938 SOUTHWEST GAS CORP 92823GOLDP UTILITIES 02-54-25-7033 97.66 97.66 10/23 10/09/2023 37730 1938 SOUTHWEST GAS CORP 92823GOLDP UTILITIES 03-54-25-7033 38.42 38.42 10/23 10/09/2023 37730 1938 SOUTHWEST GAS CORP 92823TROW UTILITIES 01-59-35-7033 177.32 177.32 10/23 10/09/2023 37730 1938 SOUTHWEST GAS CORP 92823TROW2 UTILITIES 02-54-25-7033 56.74 56.74 Total 37730: 592.41 37731 10/23 10/09/2023 37731 1969 STICKS & STONES SEPT 2023 MATERIALS 02-54-25-7011 1,195.24 1,195.24 Total 37731 : 1,195.24 37732 10/23 10/09/2023 37732 6672 TAPCO 1762414 SUPPLIES 01 -54-26-7011 1,936.94 1,936.94 Total 37732: 1,936.94 37733 10/23 10/09/2023 37733 2026 TRUE VALUE SEPT 2023 SUPPLIES 03-54-25-7011 1,080.86 1,080.86 1,080.86 Total 37733: 37734 10/23 10/09/2023 37734 2060 VERIZON WIRELESS [PHONE REDACTED] WIRELESS SERVICE 03-54-25-7033 654.97 654.97 M = Manual Check, V = Void Check ---PAGE BREAK--- CITY OF YERINGTON Check Register - BIG Council report Page: 10 Check Issue Dates: 9/30/2023 - 11/5/2023 Nov 06, 2023 08:02AM GL Check Check Vendor Invoice Description Invoice Invoice Check Period Issue Date Number Number Payee Number GLAccount Amount Amount Total 37734: 654.97 37735 10/23 10/09/2023 37735 2060 VERIZON WIRELESS [PHONE REDACTED] WIRELESS SERVICE 03-54-25-7033 1,193.78 1,193.78 Total 37735: 1,193.78 - 37736 10/23 10/09/2023 37736 6658 VINNIE'S ELECTRIC 5529 REVIGLIO FIELD PROJEC 08-14-27-8101 10,680.00 10,680.00 Total 37736: 10,680.00 37737 10/23 10/09/2023 37737 6781 WAID, ELIZABETH 10137010 REFUND DEPOSIT 02-00-00-2230 11 .06 11.06 Total 37737: 11 .06 37738 10/23 10/09/2023 37738 6317 WESTERN ENVIRONMENTAL TESTIN 23090219 TESTING 02-54-25-7050 382.00 382.00 10/23 10/09/2023 37738 6317 WESTERN ENVIRONMENTAL TESTIN 23090220 TESTING 02-54-25-7050 328.00 328.00 10/23 10/09/2023 37738 6317 WESTERN ENVIRONMENTAL TESTIN 23090221 TESTING 02-54-25-7050 148.00 148.00 10/23 10/09/2023 37738 6317 WESTERN ENVIRONMENTAL TESTIN 23090250 TESTING 02-54-25-7050 269.00 269.00 10/23 10/09/2023 37738 6317 WESTERN ENVIRONMENTAL TESTIN 23090251 TESTING 02-54-25-7050 269.00 269.00 10/23 10/09/2023 37738 6317 WESTERN ENVIRONMENTAL TESTIN 23090252 TESTING 02-54-25-7050 269.00 269.00 10/23 10/09/2023 37738 6317 WESTERN ENVIRONMENTAL TESTIN 23090534 TESTING 02-54-25-7050 148.00 148.00 Total 37738: 1,813.00 37739 10/23 10/09/2023 37739 2088 WESTERN NEVADA SUPPLY SEPT2023 SUPPLIES 03-54-25-7011 13,946.41 13,946.41 Total 37739: 13,946.41 37740 10/23 10/10/2023 37740 1801 Q & D CONSTRUCTION COLONY SE COLONY SEWER 03-00-00-1575 2,427.75 2,427.75 Total 37740: 2,427.75 M = Manual Check, V = Void Check ---PAGE BREAK--- CITY OF YERINGTON Check Register - BIG Council report Page: 11 Check Issue Dates: 9/30/2023 - 11/5/2023 Nov 06, 2023 08:02AM GL Check Check Vendor Invoice Description Invoice Invoice Check Period Issue Date Number Number Payee Number GLAccount Amount Amount 37752 10/23 10/17/2023 37752 6666 ADAMS. JARROD K9-OCT2023 K9 AGREEMENT 01-52-20-7011 425.00 425.00 10/23 10/17/2023 37752 6666 ADAMS. JARROD K9 - SEPT 202 K9 AGREEMENT 01-52-20-7011 170.00 170.00 Total 37752: 595.00 37753 10/23 10/17/2023 37753 6607 AMAZON CAPITAL SERVICES 1QGT-9GWW- MISC 03-54-25-7011 193.99 193.99 Total 37753: 193.99 37754 10/23 10/17/2023 37754 6607 AMAZON CAPITAL SERVICES 1MGK-TRMT- MISC 01 -54-26-7043 244.02 244.02 Total 37754: 244.02 37755 10/23 10/17/2023 37755 6607 AMAZON CAPITAL SERVICES 16RT-HQ4R-3 MISC 03-54-25-7018 1,039.90 1,039.90 Total 37755: 1,039.90 377'56 10/23 10/17/2023 37756 1148 CASHMAN EQUIPMENT INPS388109 EQUIPMENT 03-54-25-7043 39.12 39.12 10/23 10/17/2023 37756 1148 CASHMAN EQUIPMENT INPS3882564 EQUIPMENT 02-54-25-7043 403.92 403.92 Total 37756: 443.04 37757 10/23 10/17/2023 37757 1169 CHAPARRAL AUTO BODY 92823 SERVICES 03-54-25-7043 618.44 618.44 618.44 Total 37757: 37758 10/23 10/17/2023 37758 1261 DESERT ENGINEERING 50390 TBALL FIELD PROJECT 08-56-35-8036 31 ,612.50 31,612.50 10/23 10/17/2023 37758 1261 DESERT ENGINEERING 50391 TBALL FIELD PROJECT 01-54-26-7011 12,000.00 12,000.00 10/23 10/17/2023 37758 1261 DESERT ENGINEERING 50394 MATERIALS 02-54-25-7011 1,309.23 1,309.23 44,921 .73 Total 37758: M = Manual Check, V = Void Check ---PAGE BREAK--- CITY OF YERINGTON Check Register - BIG Council report Page: 12 Check Issue Dates: 9/30/2023 - 11/5/2023 Nov 06, 2023 08:02AM GL Check Check Vendor Invoice Description Invoice Invoice Check Period Issue Date Number Number Payee Number GLAccount Amount Amount 37759 10/23 10/17/2023 37759 6270 FREEDOM MAILING SERVICES, INC 46294 UTILITY BILLS 03-54-25-7011 1,260.72 1,260.72 Total 37759: 1,260.72 37760 10123 10/17/2023 37760 1383 GRAINGER [PHONE REDACTED] SUPPLIES 02-54-25-7052 1,528.58 1,528.58 Total 37760: 1,528.58 37761 10/23 10/17/2023 37761 6488 GUTIERREZ, TOMMY 100623 REIM TRAVEL REIMB 02-54-25-7040 48.00 48.00 Total 37761 : 48.00 37762 10/23 10/1712023 37762 6295 JENNERJOHN, RICHARD K9 - JULY 202 K9 AGREEMENT 01-52-20-7011 425.00 425.00 10/23 10/17/2023 37762 6295 JENNERJOHN, RICHARD K9 - SEPT 202 K9 AGREEMENT 01-52-20-7011 255.00 255.00 10/23 10/17/2023 37762 6295 JENNERJOHN, RICHARD K9-AUGUST K9 AGREEMENT 01-52-20-7011 425.00 425.00 10/23 10/17/2023 37762 6295 JENNERJOHN, RICHARD K9-MAY 2023 K9 AGREEMENT 01-52-20-7011 425.00 425.00 10/23 10/17/2023 37762 6295 JENNERJOHN, RICHARD K9-JUNE 2023 K9 AGREEMENT 01-52-20-7011 425.00 425.00 Total 37762: 1,955.00 37763 10/23 10/17/2023 37763 2034 JIM MENESINI PETROLEUM, LLC SEPT2023 PW-FUEL 02-54-25-7049 5,894.70 5,894.70 Total 37763: 5,894.70 37764 10/23 10/17/2023 37764 2034 JIM MENESINI PETROLEUM, LLC SEPT 2023 P PD, FUEL 01-52-20-7049 2,218.22 2,218.22 Total 37764: 2,218.22 37765 10/23 10/17/2023 37765 2212 LAHONTAN PARAMEDICAL 4547 MEDICAL SERVICES 01-52-20-7011 50.00 50.00 Total 37765: 50.00 M = Manual Check, V = Void Check ---PAGE BREAK--- CITY OF YERINGTON Check Register - BIG Council report Page: 13 Check Issue Dates: 9/30/2023 - 11/5/2023 Nov 06, 2023 08:02AM GL Check Check Vendor Invoice Description Invoice Invoice Check Period Issue Date Number Number Payee Number GLAccount Amount Amount - 37766 10/23 10/17/2023 37766 1536 LAW OFFICES OF CHERI EMM-SMITH JOP OCT202 JOP SERVICES 01-53-15-7021 975.00 975.00 Total 37766: 975.00 37767 10/23 10/17/2023 37767 1551 LES SCHWAB TIRES 95400560506 SERVICE 03-54-25-7043 2,327.49 2,327.49 Total 37767: 2,327.49 37768 10/23 10/17/2023 37768 1566 LYON COUNTY CLERK TREASURER SEPT2023 IT IT SERVICES 03-54-25-7011 2,000.00 2,000.00 Total 37768: 2,000.00 37769 10/23 10/17/2023 37769 1621 MCMASTER-CARR 15608649 EQUIPMENT 01-56-35-7011 485.54 485.54 Total 37769: 485.54 37770 10/23 10/17/2023 37770 1098 MINDEN LAWYERS, LLC 8575-SEPT 20 PROFESSIONAL SERVIC 03-54-25-7030 4,892.87 4,892.87 Total 37770: 4,892.87 37771 10/23 10/17/2023 37771 6785 MOORE, ANGELA BONUS2023 BONUS 01-53-15-7011 400.00 400.00 Total3m1 : 400.00 37772 10/23 10/17/2023 37772 1642 MSC INDUSTRIAL SUPPLY CO. 83231817 EQUIPMENT 01-54-26-7043 286.80 286.80 10/23 10/17/2023 37772 1642 MSC INDUSTRIAL SUPPLY CO. 83252447 EQUIPMENT 03-54-25-7011 1,124.27 1,124.27 Total 37772: 1,411 .07 37773 10/23 10/17/2023 37773 1902 NV ENERGY [PHONE REDACTED] POWER 23-54-25-7033 301 .69 301.69 10/23 10/17/2023 37773 1902 NV ENERGY [PHONE REDACTED] POWER 03-54-25-7033 1,038.24 1,038.24 M = Manual Check, V = Void Check ---PAGE BREAK--- CITY OF YERINGTON Check Register - BIG Council report Page: 14 Check Issue Dates: 9/30/2023 - 11/5/2023 Nov 06, 2023 08:02AM GL Check Check Vendor Invoice Description Invoice Invoice Check Period Issue Date Number Number Payee Number GLAccount Amount Amount 10/23 10/17/2023 37773 1902 NV ENERGY 441484-1 023 POWER 01-59-35-7033 38.44 38.44 10/23 10/17/2023 37773 1902 NV ENERGY [PHONE REDACTED] POWER 23-54-25-7033 93.66 93.66 10/23 10/17/2023 37773 1902 NV ENERGY [PHONE REDACTED] POWER 01-55-27-7033 79.72 79.72 10/23 10/17/2023 37773 1902 NV ENERGY [PHONE REDACTED] POWER 03-54-25-7033 112.25 112.25 Total 37773: 1,664.00 - 37774 10/23 10/17/2023 37774 1761 PAPE MACHINERY 14828728 EQUIPMENT 01-56-35-7011 65.96 65.96 10/23 10/17/2023 37774 1761 PAPE MACHINERY 14835272 EQUIPMENT 03-54-25-7043 339.98 339.98 Total 37774: 405.94 37775 10/23 10/17/2023 37775 1795 PUBLIC EMP. BENEFITS PROGRAM OCT 2023 POLICE- RETIREE INS. P 01-52-20-6110 1,151 .23 1,151.23 Total 37775: 1,151.23 37776 10/23 10/17/2023 37776 1888 SIERRA CONTROLS, LLC 124428 SCADA UPGRADES 02-54-25-7011 3,616.07 3,616.07 Total 37776: 3,616.07 37777 10/23 10/17/2023 37777 1974 STUDIO 33 4250 PRINTED MATERIALS 01-53-15-7011 551.00 551.00 Total 37777: 551.00 37778 10/23 10/17/2023 37778 6259 Switzer, Robert AUGREIMB TRAVEL REIMB 01-51-14-7040 45.40 45.40 Total 37778: 45.40 37779 10/23 10/17/2023 37779 1886 THATCHER COMPANY OF NEVADA, IN 202340011574 WATER TREATMENT PLA 02-54-25-7061 706.00 706.00 Total 37779: 706.00 M = Manual Check, V = Void Check ---PAGE BREAK--- CITY OF YERINGTON Check Register - BIG Council report Page: 15 Check Issue Dates: 9/30/2023 - 11/5/2023 Nov 06, 2023 08:02AM GL Check Check Vendor Invoice Description Invoice Invoice Check Period Issue Date Number Number Payee Number GLAccount Amount Amount 37780 10/23 10/17/2023 37780 2016 ULINE 169496365 SUPPLIES 03-54-25-7011 1,519.97 1,519.97 10/23 10/17/2023 37780 2016 ULINE 169496366 SUPPLIES 02-54-25-7011 217.81 217.81 Total 37780: 1,737.78 37781 10/23 10/17/2023 37781 2323 WALKER RIVER MECHANICAL WRM1925720 SERVICES 02-54-25-7011 4,621.50 4,621 .50 Total 37781: 4,621.50 37782 10/23 10/17/2023 37782 6505 WASHINGTON NATIONAL INS. CO P2363949 - 0 ADDITIONAL INSURANCE 00-00-00-2016 117.95 117.95 Total 37782: 117.95 37783 10/23 10/17/2023 37783 1406 WELLS FARGO BANK-REMIT. CNTR 100623JAY JAY - CREDIT CARD 03-54-25-7049 3,014.15 3,014.15 Total 37783: 3,014.15 37784 10/23 10/17/2023 37784 1406 WELLS FARGO BANK-REMIT. CNTR 100623BECK DENNIS - CREDIT CARD 02-54-25-7052 251 .50 251.50 Total 37784: 251.50 37785 10/23 10/17/2023 37785 1406 WELLS FARGO BANK-REMIT. CNTR 100623BOB BOB-CREDIT CARD 01-55-27-7011 1,067.28 1,067.28 Total 37785: 1,067.28 37786 10/23 10/17/2023 37786 1406 WELLS FARGO BANK-REMIT. CNTR 100623SHAW SHEEMA - CREDIT CARD 08-14-25-8090 1,657.38 1,657.38 Total 37786: 1,657.38 37787 10/23 10/17/2023 37787 6317 WESTERN ENVIRONMENTAL TESTIN 23090535 TESTING 03-54-25-7050 882.00 882.00 10/23 10/17/2023 37787 6317 WESTERN ENVIRONMENTAL TESTIN 23090688 TESTING 02-54-25-7050 64.00 64.00 M = Manual Check, V = Void Check ---PAGE BREAK--- CITY OF YERINGTON Check Register - BIG Council report Page: 16 Check Issue Dates: 9/30/2023 - 11/5/2023 Nov 06, 2023 08:02AM GL Check Check Vendor Invoice Description Invoice Invoice Check Period Issue Date Number Number Payee Number GLAccount Amount Amount 10/23 10/17/2023 37787 6317 WESTERN ENVIRONMENTAL TESTIN 23090689 TESTING 02-54-25-7050 119.00 119.00 10/23 10/17/2023 37787 6317 WESTERN ENVIRONMENTAL TESTIN 23090690 TESTING 02-54-25-7050 64.00 64.00 10/23 10/17/2023 37787 6317 WESTERN ENVIRONMENTAL TESTIN 23090736 TESTING 02-54-25-7050 1,378.00 1,378.00 10/23 10/17/2023 37787 6317 WESTERN ENVIRONMENTAL TESTIN 23100209 TESTING 02-54-25-7050 188.00 188.00 Total 37787: 2,695.00 37788 10123 10/17/2023 37788 2099 XPRESS BILL PAY INV-XPR0048 EFT TRANSACTIONS 03-54-25-7011 673.36 673.36 Total 37788: 673.36 37789 10123 10/23/2023 37789 1023 ALLIED SANITATION 12210 SERVICES 01-56-35-7011 684.80 684.80 Total 37789: 684.80 37790 10/23 10/23/2023 37790 6244 ARELLANO HEATING & AIR P2402 SERVICES 02-54-25-7011 660.00 660.00 Total 37790: 660.00 37791 10/23 10/23/2023 37791 6701 BITLER, PEGGY BF 101823 BACKFLOW REIMBURSE 08-14-27-8101 1.702.75 1,702.75 Total 37791 : 1,702.75 37792 10/23 10/23/2023 37792 1146 CASELLE, INC. 127561-CU A CLEAN UP 03-54-25-7011 650.00 650.00 Total 37792: 650.00 37793 10/23 10/23/2023 37793 6236 CNA SURETY DIRECT BILL 10172023 NOTARY BOND 01-51-14-7011 97.50 97.50 Total 37793: 97.50 37794 10/23 10/23/2023 37794 6793 DOLSEN, FREDERICK BF 101823 BACKFLOW REIMBURSE 08-14-27-8101 8,000.00 8,000.00 M = Manual Check, V = Void Check ---PAGE BREAK--- CITY OF YERINGTON Check Register - BIG Council report Page: 17 Check Issue Dates: 9/30/2023 - 11/5/2023 Nov 06, 2023 08:02AM GL Check Check Vendor Invoice Description Invoice Invoice Check Period Issue Date Number Number Payee Number GLAccount Amount Amount Total 37794: 8,000.00 37795 10/23 10/23/2023 37795 6789 DOUGLAS, GARRET 10248504 CREDIT REFUND 00-00-00-1075 764.22 764.22 Total 37795: 764.22 37796 10/23 10/23/2023 37796 1324 DOWL, LLC R4001.2235-1 PAPI & REIL REPLACEME 08-14-36-8089 5,062.50 5,062.50 Total 37796: 5,062.50 37797 10/23 10/23/2023 37797 1324 DOWL, LLC R4001.0B9.0B- KISS AND DROP PROJEC 01-54-26-7043 227.50 227.50 Total 37797: 227.50 37798 10/23 10/23/2023 37798 1324 DOWL, LLC 7363.30146.02 GOLDFIELD PAVING 08-14-27-8101 475.00 475.00 Total 37798: 475.00 37799 10/23 10/23/2023 37799 1324 DOWL, LLC R4001 .1136.P WATER & SEWER REHAB 02-00-00-1580 29,563.75 29,563.75 Total 37799: 29,563.75 37800 10/23 10/23/2023 37800 1324 DOWL, LLC R4001.1136.P WATER & SEWER REHAB 03-00-00-1580 12,876.25 12,876.25 Total 37800: 12,876.25 37801 10/23 10/23/2023 37801 1324 DOWL, LLC R4001.1008-9 PAIUTE TRIBE 02-00-00-1575 662.50 662.50 662.50 Total 37801 : M = Manual Check, V = Void Check ---PAGE BREAK--- CITY OF YERINGTON Check Register - BIG Council report Page: 18 Check Issue Dates: 9/30/2023 - 11/5/2023 Nov 06, 2023 08:02AM GL Check Check Vendor Invoice Description Invoice Invoice Check Period Issue Date Number Number Payee Number GLAccount Amount Amount 37802 10/23 10/23/2023 37802 1324 DOWL, LLC R4001 .1008-9 PAIUTE TRIBE 03-00-00-1575 285.00 285.00 Total 37802: 285.00 37803 10123 10/23/2023 37803 2058 FRONTIER 100723AIR TELEPHONE 01-55-27-7033 49.98 49.98 10/23 10/23/2023 37803 2058 FRONTIER 100723PW TELEPHONE 03-54-25-7033 112.18 112.18 Total 37803: 162.16 37804 10/23 10/23/2023 37804 1383 GRAINGER [PHONE REDACTED] SUPPLIES 01-59-35-7011 42.87 42.87 Total 37804: 42.87 37805 10/23 10/23/2023 37805 6748 GREENSHINE NEW ENERGY GS20230928C PARKING LOT LIGHTS 08-14-27 -8101 8,474.00 8,474.00 Total 37805: B,474.00 37806 10/23 10/23/2023 37806 1633 GUARDIAN- DENTAL OCT2023 DENTAL INSURANCE-RE 00-00-00-2023 1,248.66 1,248.66 Total 37806: 1,248.66 37807 10/23 10/23/2023 37807 1633 GUARDIAN- DENTAL NOV 2023 DENTAL INSURANCE-RE 00-00-00-2023 1,248.66 1,248.66 Total 37807: 1,248.66 37808 10/23 10/23/2023 37808 1948 GUARDIAN- LIFE OCT 2023 HOSPITAL INS. - LIFE 00-00-00-2023 377.00 377.00 Total 37808: 377.00 37809 10/23 10/23/2023 37809 1948 GUARDIAN- LIFE NOV2023 HOSPITAL INS. - LIFE 00-00-00-2023 377.00 377.00 M = Manual Check, V = Void Check ---PAGE BREAK--- CITY OF YERINGTON Check Register - BIG Council report Page: 19 Check Issue Dates: 9/30/2023 - 11/5/2023 Nov 06, 2023 08:02AM GL Check Check Vendor Invoice Description Invoice Invoice Check Period Issue Date Number Number Payee Number GLAccount Amount Amount Total 37809: 377.00 37810 10/23 10/23/2023 37810 6587 HEAL THY COMMUNITIES COALITION 4-SEPT2023 GRANT REIMBURSEMEN 08-14-27-8101 700.00 700.00 Total 37810: 700.00 37811 10/23 10/23/2023 37811 1566 LYON COUNTY CLERK TREASURER SEPT23RMTA ROOM TAX REMITTAL 08-56-35-8081 1,236.65 1,236.65 Total 37811 : 1,236.65 37812 10/23 10/23/2023 37812 6792 MASON VALLEY SWIMMING POOL DIS BF 101823 BACKFLOW REIMBURSE 0B-14-27-8101 8,000.00 8,000.00 Total 37812: 8,000.00 37813 10/23 10/23/2023 37813 6682 MCFADDEN ELECTRIC, LLC 3 AIRPORT PROJECT 08-14-36-8089 105,478.15 105,478.15 Total 37813: 105,478.15 37814 10/23 10/23/2023 37814 6610 MONROY DENIZ, MARICELA 16- SEPT 202 CLEANING 01-52-20-7011 1,850.00 1,850.00 Total 37814: 1,850.00 37815 10/23 10/23/2023 37815 6791 NEW HOPE BIBLE FELLOWSHIP BF 101823 BACKFLOW REIMBURSE 08-14-.27-8101 702.50 702.50 702.50 Total 37815: 37816 10/23 10/23/2023 37816 6695 OSKAR SEPTIC SERVICES, LLC 5477 SERVICES 08-14-27-8101 500.00 500.00 500.00 Total 37816: M = Manual Check, V = Void Check ---PAGE BREAK--- CITY OF YERINGTON Check Register - BIG Council report Page: 2G Check Issue Dates: 9/30/2023 - 11/5/2023 Nov 06, 2Cl23 08:02AM GL Check Check Vendor Invoice Description Invoice Invoice Check Period Issue Date Number Number Payee Number GLAccount Amount Amount 37817 10/23 10/23/2023 37817 1761 PAPE MACHINERY 14849259 EQUIPMENT 03-54-25-7044 112.28 112.28 Total 37817: 112.28 37818 10/23 10/23/2023 37818 6787 PERI & PERI, LLC BF 101823 BACKFLOW REIMBURSE 08-14-27-8101 3,1 01 .1 1 3,101 .11 Total 37818: 3,101.11 37819 10/23 10/23/2023 37819 1801 Q & D CONSTRUCTION 15769H-005 WATER / SEWER REPLA 03-54-25-7043 10,995.24 10,995.24 Total 37819: 10,995.24 37820 10/23 10/23/2023 37820 1801 Q & D CONSTRUCTION CITY FUNDED CITY FUNDED PROJECT 01-54-26-9059 118,879.89 118,879.89 Total 37820: 118,879.89 37821 10/23 10/23/2023 37821 1801 Q & D CONSTRUCTION APP36WATER WATER / SEWER REPLA 02-00-00-1580 434,917.35 434,917.35 Total 37821 : 434,917.35 37822 10/23 10/23/2023 37822 1801 Q & D CONSTRUCTION APP36SEWE WATER / SEWER REPLA 03-00-00-1580 982,416.00 982,416.00 Total 37822: 982,416.00 37823 10/23 10/23/2023 37823 1801 Q & D CONSTRUCTION COLONY WAT COLONY WATER 02-00-00-1575 38,737.51 38,737.51 Total 37823: 38,737.51 37824 10/23 10/23/2023 37824 1801 Q & D CONSTRUCTION COLONY SE COLONY SEWER 03-00-00-1575 37,024.48 37,024.48 M = Manual Check, V = Void Check ---PAGE BREAK--- CllY OF YERINGTON Check Register - BIG Council report Page: 21 Check Issue Dates: 9/30/2023 - 11/5/2023 Nov 06, 2023 08:02AM GL Check Check Vendor Invoice Description Invoice Invoice Check Period Issue Date Number Number Payee Number GLAccount Amount Amount - Total 37824: 37,024.48 - 37825 10/23 10/23/2023 37825 1824 RENO GAZETTE-JOURNAL 5923536 LEGAL ADVERTISING 01-51-14-7026 284.60 284.60 Total 37825: 284.60 37826 10/23 10/23/2023 37826 6790 SCHUMANN, LEANN CC23021 ATTORNEY FEES 01 -53-15-7031 150.00 150.00 Total 37826: 150.00 37827 10/23 10/23/2023 37827 1938 SOUTHWEST GAS CORP 100623PD UTILITIES 01-52-20-7033 30.24 30.24 Total 37827: 30.24 37828 10/23 10/23/2023 37828 1961 STATE OF NV-DEPT OF TAX SEPT23RMTA ROOM TAX TRANSMITTA 08-56-35-8080 741 .99 741 .99 Total 37828: 741.99 37829 10/23 10/23/2023 37829 1974 STUDIO 33 4246 PRINTED MATERIALS 01-53-15-7011 246.00 246.00 Total 37829: 246.00 37830 10/23 10/23/2023 37830 2028 U.S. POSTAL SERVICE 101823 POSTAGE FOR MACHINE 03-54-25-7011 400.00 400.00 400.00 Total 37830: 37831 10/23 10/23/2023 37831 2046 USA BLUEBOOK INV00152695 Supplies 02-54-25-7011 142.42 142.42 142.42 Total 37831 : M = Manual Check, V = Void Check ---PAGE BREAK--- CITY OF YERINGTON Check Register - BIG Council report Page: 22 Check Issue Dates: 9/30/2023 - 11/5/2023 Nov 06, 21123 08:02AM GL Check Check Vendor Invoice Description Invoice Invoice Check Period Issue Date Number Number Payee Number GLAccount Amount Amount 37832 10/23 10/23/2023 37832 6786 WIRED SOLUTIONS 302268 EQUIPMENT 03-54-25-7011 6,659.88 6,659.88 Total 37832: 6,659.88 37833 10/23 10/23/2023 37833 2098 YERINGTON AUTO PARTS SEPT2023 SUPPLIES 03-54-25-7044 1,593.98 1,593.98 Total 37833: 1,593.98 37834 10/23 10/23/2023 37834 6788 YERINGTON FAMILY VISION CENTER BF 101823 BACKFLOW REIMBURSE 08-14-27-8101 2,702.75 2,702.75 Total 37834: 2,702.75 37835 10123 10/24/2023 37835 1788 POSTMASTER 10242023 Stamps 03-54-25-7011 1,650.00 1,650.00 Total 37835: 1,650.00 37841 10/23 10/31/2023 37841 1021 AFLAC 716444-OCT 2 AFLAC INSURANCE 00-00-00-2015 236.85 236.85 Total 37841: 236.85 37842 10/23 10/31/2023 37842 1031 ARIGONI, ROBERT OCT2023 PC Planning Commission 01-51-14-5113 25.00 25.00 Total 37842: 25.00 37843 10/23 10/31/2023 37843 1086 BODENSTEIN, ERIC OCT2023 PC Planning Commission 01-51-14-5113 25.00 25.00 25.00 Total 37843: 37844 10/23 10/31/2023 37844 6095 Bull, Elmer OCT2023 PC PLANNING COMISSION 01-51-14-5113 25.00 25.00 M = Manual Check, V = Void Check ---PAGE BREAK--- CITY OF YERINGTON Check Register - BIG Council report Page: 23 Check Issue Dates: 9/30/2023 - 11/5/2023 Nov 06, 2023 08:02AM GL Check Check Vendor Invoice Description Invoice Invoice Check Period Issue Date Number Number Payee Number GLAccount Amount Amount - - - Total 37844: 25.00 37845 10/23 10/31/2023 37845 6409 CANON FINANCIAL SERVICES, INC. 31353818 COPIER USAGE 01-52-20-7041 691.62 691.62 Total 37845: 691 .62 37846 10/23 10/31/2023 37846 1169 CHAPARRAL AUTO BODY 100923 SERVICES 02-54-25-7044 90.00 90.00 10/23 10/31/2023 37846 1169 CHAPARRAL AUTO BODY 102023 SERVICES 01-51-14-7044 1,603.95 1,603.95 Total 37846: 1,693.95 37847 10/23 10/31/2023 37847 1170 CHARTER COMMUNICATIONS 014026210192 WfP-INTERNET 02-54-25-7033 129.99 129.99 Total 37847: 129.99 37848 10/23 10/31/2023 37848 1170 CHARTER COMMUNICATIONS 176103801101 CH-INTERNET 01-51 -14-7033 299.98 299.98 Total 37848: 299.98 37849 10/23 10/31/2023 37849 1170 CHARTER COMMUNICATIONS 176104001101 PD- INTERNET 01-52-20-7033 169.98 169.98 Total 37849: 169.98 37850 10/23 10/31/2023 37850 1273 DOUGLAS, STEVE OCT 2023 PC PLANNING COMMISSION 01-51-14-511 3 25.00 25.00 25.00 Total 37850: 37851 10/23 10/31/2023 37851 1383 GRAINGER [PHONE REDACTED] EQUIPMENT 03-54-25-7011 453.84 453.84 10/23 10/31/2023 37851 1383 GRAINGER [PHONE REDACTED] EQUIPMENT 02-54-25-7011 233.18 233.18 M = Manual Check, V = Void Check ---PAGE BREAK--- CITY OF YERINGTON Check Register - BIG Council report Page: 24 Check Issue Dates: 9/30/2023 - 11/5/2023 Nov 06, 2C23 08:02AM GL Check Check Vendor Invoice Description Invoice Invoice Check Period Issue Date Number Number Payee Number GLAccount Amount Amount Total 37851 : 687.02 37852 10/23 10/31/2023 37852 2212 LAHONTAN PARAMEDICAL 4562 SERVICES 01-52-20-7011 100.00 100.00 Total 37852: 100.00 37853 10/23 10/31/2023 37853 1566 LYON COUNTY CLERK TREASURER JULY 2023-SE LYON COUNTY ROAD TA 01 -00-00-2220 8,870.40 8,870.40 Total 37853: 8,870.40 37854 10/23 10/31/2023 37854 1621 MCMASTER-CARR 16381850 EQUIPMENT 02-54-25-7011 421 .37 421.37 Total 37854: 421 .37 37855 10/23 10/31/2023 37855 1902 NV ENERGY [PHONE REDACTED] POWER 23-54-25-7033 290.05 290.05 10/23 10/31/2023 37855 1902 NV ENERGY 512345-1 023 POWER 03-54-25-7033 85.10 85.10 10/23 10/31/2023 37855 1902 NV ENERGY [PHONE REDACTED] POWER 23-54-25-7033 101.58 101.58 10/23 10/31/2023 37855 1902 NV ENERGY [PHONE REDACTED] POWER 01-55-27-7033 116,81 116,81 10/23 10/31/2023 37855 1902 NV ENERGY [PHONE REDACTED] POWER 03-54-25-7033 113.19 113.19 Total 37855: 706.73 37856 10/23 10/31/2023 37856 1761 PAPE MACHINERY 14635976 EQUIPMENT 02-54-25-7043 33.49 33.49 10/23 10/31/2023 37856 1761 PAPE MACHINERY 14872448 EQUIPMENT 03-54-25-7043 16.78 16.78 10/23 10/31/2023 37B56 1761 PAPE MACHINERY 14B72463 EQUIPMENT 02-54-25-7043 1.13 1.13 Total 37856: 51.40 37857 10/23 10/31/2023 37857 6207 Parrott, Lacey OCT2023 PC PLANNING COMMISSION 01-51-14-5113 25.00 25.00 25.00 Total 37857: M = Manual Check, V = Void Check ---PAGE BREAK--- CITY OF YERINGTON Check Register - BIG Council report Page: 25 Check Issue Dates: 9/30/2023 - 11/5/2023 Nov 06, 2023 08:02AM GL Check Check Vendor Invoice Description Invoice Invoice Check Period Issue Date Number Number Payee Number GLAccount Amount Amount 37858 10/23 10/31/2023 37858 6099 PRIME WEST CONSTRUCTION 9222023 SERVICES 03-54-25-7011 425.04 425.04 Total 37858: 425.04 37859 10/23 10/31/2023 37859 1801 Q & D CONSTRUCTION FICOM7 FIBER COMMUNICATION 02-00-00-1580 18,890.30 18,890.30 Total 37859: 18,890.30 37860 10/23 10/31/2023 37860 1801 Q & D CONSTRUCTION HOSP7 HOSPITAL UTILITY IMPR 03-00-00-1580 3,015.79 3,015.79 Total 37860: 3,015.79 37861 10/23 10/31/2023 37861 1806 QUILL CORPORATION 35232196 OFFICE SUPPLIES 02-54-25-7011 215.99 215.99 10/23 10/31/2023 37861 1806 QUILL CORPORATION 35244127 OFFICE SUPPLIES 02-54-25-7011 215.99 215.99 10/23 10/31/2023 37861 1806 QUILL CORPORATION 35246216 OFFICE SUPPLIES 03-54-25-7011 215.99 215.99 Total 37861 : 647.97 37862 10/23 10/31/2023 37862 1843 SADA SYSTEMS INC. INV216075 INTERNET ACCOUNT SE 02-54-25-7011 240.00 240.00 Total 37862: 240.00 37863 10/23 10/31/2023 37863 1888 SIERRA CONTROLS, LLC 124520 SERVICES 03-54-25-7043 2,044.21 2,044.21 10/23 10/31/2023 37863 1888 SIERRA CONTROLS, LLC 124521 SERVICES 02-54-25-7043 340.00 340.00 Total 37863: 2,384.21 37864 10/23 10/31/2023 37864 1926 SIRCHIEACQUISITION CO, LLC 0614116-IN SERVICES 01-52-20-7011 41.90 41.90 41 .90 Total 37864: M = Manual Check, V = Void Check ---PAGE BREAK--- CITY OF YERINGTON Check Register - BIG Council report Page: 26 Check Issue Dates: 9/30/2023 - 11/5/2023 Nov 06, 2C23 08:02AM GL Check Check Vendor Invoice Description Invoice Invoice Check Period Issue Date Number Number Payee Number GLAccount Amount Amount 37865 10/23 10/31/2023 37865 6794 STRADLING YOCCA CARLSON & RAU [PHONE REDACTED] BOND COUNSEL 02-00-00-1580 60,000.00 60,000.00 - Total 37865: 60,000.00 37866 10/23 10/31/2023 37866 2016 UUNE 170060217 SUPPLIES 03-54-25-7011 451.26 451.26 10/23 10/31/2023 37866 2016 UUNE 170068290 SUPPLIES 03-54-25-7011 156.00 156.00 10/23 10/31/2023 37866 2016 ULINE 170068291 SUPPLIES 02-54-25-7011 164.21 164.21 10/23 10/31/2023 37866 2016 UUNE 170072896 SUPPLIES 01-59-35-7011 85.25 85.25 Total 37866: 856.72 37867 10/23 10/31/2023 37867 2078 WASHOE COUNTY SHERIFFS OFFICE [PHONE REDACTED] TOXICOLOGY 01-52-20-7032 100.00 100.00 Total 37867: 100.00 37868 10/23 10/31/2023 37868 1406 WELLS FARGO BANK-REMIT. CNTR 100623WAG DARREN - CREDIT CARD 01-52-20-7011 797.35 797.35 Total 37868: 797.35 37869 10/23 10/31/2023 37869 6317 WESTERN ENVIRONMENTAL TESTIN 23100207 TESTING 03-54-25-7050 882.00 882.00 10/23 10/31/2023 37869 6317 WESTERN ENVIRONMENTAL TESTIN 23100208 TESTING 03-54-25-7050 833.00 833.00 10/23 10/31/2023 37869 6317 WESTERN ENVIRONMENTAL TESTIN 23100286 TESTING 02-54-25-7050 93.52 93.52 10/23 10/31/2023 37869 6317 WESTERN ENVIRONMENTAL TESTIN 23100783 TESTING 02-54-25-7050 148.00 148.00 Total 37869: 1,956.52 Grand Totals: 3,115,682.41 Summary by General Ledger Account Number M = Manual Check, V = Void Check ---PAGE BREAK--- CITY OF YERINGTON Check Register - BIG Council report Page: 27 Check Issue Dates: 9/30/2023 - 11/5/2023 Nov 06, 2023 08:02AM GLAccount Debit Credit Proof 00-00-00-1075 764.22 .00 764.22 00-00-00-2015 236.85 .00 236.85 00-00-00-2016 235.90 .00 235.90 00-00-00-2023 50,180.04 .OD 50,180.04 00-00-00-2200 .00 51,417.01- 51,417.01- 01-00-00-2200 .00 323,975.50- 323,975.50- 01-00-00-2220 8,870.40 .00 8,870.40 01-17-00-3148 1,915.00 .OD 1,915.00 01-20-00-3179 200.00 .00 200.00 01-51-14-5113 125.00 .00 125.00 01-51-14-6110 219.50 .00 219.50 01-51-14-7011 6,240.90 .00 6,240.90 01-51-14-7026 284.60 .oo 284.60 01-51-14-7030 1,630.96 .00 1,630.96 01-51-14-7033 1,366.91 .00 1,366.91 01-51-14-7040 45.40 .00 45.40 01-51-14-7041 199.98 .00 199.98 01-51-14-7044 1,631 .11 .00 1,631.11 01-51-14-7046 75,67 .00 75.67 01-52-20-6110 1,047.08 .00 1,047.08 01-52-20-7011 4,398.38 .00 4,398.38 01-52-20-7022 3,000.00 .00 3,000.00 01-52-20-7032 100.00 .00 100.00 01-52-20-7033 1,710.54 .00 1,710.54 01-52-20-7040 12.18 .00 12.18 01-52-20-7041 148.67 .00 148.67 01 -52-20-7044 85.00 .00 85.00 01-52-20-7046 33.94 .00 33.94 01-52-20-7049 2,218.22 .00 2,218.22 01-52-21-7002 137,758.00 ,00 137,758.00 01-53-15-7011 850.00 ,00 850.00 01-53-15-7013 300.00 .OD 300.00 01-53-15-7021 1,950.00 .00 1,950.00 01-53-15-7031 2,150.00 .00 2,150.00 01-53-15-7131 2,250.91 .00 2,250.91 01-54-26-7011 14,364.30 .00 14,364.30 01-54-26-7033 3,520.78 .00 3,520.78 01-54-26-7043 809.56 .00 809.56 01-54-26-9059 109,679.89 .00 109,679.89 01-55-27-7011 758.50 .00 758.50 M = Manual Check, V = Void Check ---PAGE BREAK--- CITY OF YERINGTON GLAccount Debit 01-55-27-7033 432.00 01-56-35-7011 10,987.24 01-56-35-7033 727.98 01-56-35-7046 647.24 01-57-25-7011 525.00 01-59-35-7011 407.79 01-59-35-7033 296.87 02-00-00-1575 40,332.51 02-00-00-1580 900,876.93 02-00-00-2200 .DO 02-00-00-2230 23.28 02-54-25-6110 517.94 02-54-25-7011 35,276.12 02-54-25-7030 1,630.96 02-54-25-7033 10,827.46 02-54-25-7040 339.31 02-54-25-7041 180.98 02-54-25-7043 22,154.27 02-54-25-7044 1,117.94 02-54-25-7046 75.66 02-54-25-7049 6,019.05 02-54-25-7050 4,055.52 02-54-25-7052 1,695.32 02-54-25-7061 706.00 03-00-00-1575 41,022.23 03-00-00-1580 1,397,654.78 03-00-00-2200 .00 03-54-25-6110 517.94 03-54-25-7011 25,601.09 03-54-25-7018 1,039.90 03-54-25-7030 1,630.95 03-54-25-7033 10,282.19 03-54-25-7040 34.17 03-54-25-7041 180.99 03-54-25-7043 15,394.39 03-54-25-7044 589,08 03-54-25-7046 277.48 03-54-25-7049 143.50 03-54-25-7050 2,597.00 08-00-00-2200 .00 M = Manual Check, V = Void Check Credit .00 .DO .00 .00 .DO .00 .DO .00 .DO 1,025,829.25- .00 .00 .DO .00 .00 .00 .00 .DO .00 .DO .DO ,00 .00 .DO .00 .00 1,496,965.69- ,00 ,00 .00 .00 .00 ,00 .00 .00 .00 .00 .00 .00 205,488.08- Proof Check Register - BIG Council report Check Issue Dates: 9/30/2023 - 11/5/2023 432.00 10,987.24 727.98 647.24 525.00 407.79 296.87 40,332.51 900,876.93 1,025,829,25- 23.28 517.94 35,276.12 1,630.96 10,827.46 339.31 180.98 22,154.27 1,117.94 75.66 6,019.05 4,055.52 1,695.32 706.00 41,022.23 1,397,654.78 1,496,965.69- 517.94 25,601.09 1,039.90 1,630.95 10,282.19 34.17 180.99 15,394.39 589.08 277.48 143.50 2,597.00 205,488.08- Page: 28 Nov 06, 2023 08:02AM ---PAGE BREAK--- CITY OF YERINGTON Check Register - BIG Council report Page: 29 Check Issue Dates: 9/30/2023 - 11/5/2023 Nov 06, 2023 08:02AM GLAccount Debit Credit Proof 08-14-25-8090 147.84 .00 147.84 08-14-27-8101 57,708.11 .00 57,708.11 08-14-27-8103 180.00 .00 180.00 OB-14-35-8087 11,223.46 .00 11,223.46 08-14-36-8089 110,540.65 .00 110,540.65 08-56-35-8036 23,709.38 .00 23,709.38 08-56-35-80B0 741 .99 .00 741.99 08-56-35-8081 1,236.65 .00 1,236.65 22-00-00-2200 .00 7,508.13- 7,508.13- 22-00-00-2230 89.60 .00 89.60 22-54-25-7002 7,418.53 .00 7,418.53 23-00,00-2200 .00 4.498.75- 4,498.75- 23-00-00-2230 28.30 .OD 28.30 23-54-25-7002 3,683.47 .00 3,683.47 23-54-25-7033 786.98 .OD 786.98 Grand Totals: 3,115,682.41 3,115,682.41- .00 Dated: _ _ _ _ _ _ _ _ _ Mayor: _ _ _ _ City Council: _ _ _ _ _ _ _ City Recorder: _ _ _ _ _ _ M = Manual Check, V = Void Check ---PAGE BREAK--- CITY OF YERINGTON GLAccount Report Criteria: Report type: Invoice detail Check.Type={<>} "Adjustment" M = Manual Check, V = Void Check Debit Credit Proof Check Register - BIG Council report Check Issue Dates: 9/30/2023 - 11/5/2023 Page: 30 Nov 06, 2023 06:02AM ---PAGE BREAK--- City of Yerington Check Register• Employee Checks by Check Number Page: 1 Pay Period Dates: 09/18/2023 - 10/01/2023 Nov 06, 2023 8:34AM Report Criteria: Includes the following check types: Manual, Payroll, Supplemental, Termination, Void Includes unprinted checks Pay Period Journal Check Check Payee Date Code Issue Date Number Payee ID Description GLAccount Amount D 10/01/2023 PC 10/05/2023 37663 Durst Jr, Ronald 665 02-00-00-201 531 .75- 10/01/2023 PC 10/05/2023 37664 Schmiedeberg, Gerald 674 03-00-00-201 429.43- 10/01/2023 PC 10/05/2023 37665 Stec, Ted 671 01-00-00-201 2,326.39- 10/01/2023 PC 10/05/2023 37666 Talamante, Thomas 605 03-00-00-201 1,012.03- 10/01/2023 PC 10/05/2023 37667 Wagner, Alec 670 02-54-25-511 461.42- 10/01/2023 PC 10/05/2023 37668 Warr, David 675 02-00-00-201 477.91- 10/01/2023 PC 10/05/2023 37669 West, Robert 635 02-54-25-511 476.16- 10/01/2023 PC 10/05/2023 10052301 Adams, Jarrod 582 01-52-20-511 2,221.00- 10/01/2023 PC 10/05/2023 10052302 Becker, Dennis 20 02-54-25-511 2,973.57- 10/01/2023 PC 10/05/2023 10052303 Brown, Jeremiah 652 01-00-00-202 2,095.28- 10/01/2023 PC 10/05/2023 10052304 Brown, Joel 657 02-54-25-511 2,357.76- 10/01/2023 PC 10/05/2023 10052305 Coombs, Brandon 31 00-00-00-202 2,995.47- 10/01/2023 PC 10/05/2023 10052306 Dennis, Felicitee 673 03-54-25-511 1,223.77- 10/01/2023 PC 10/05/2023 10052307 Flakus, Jay 32 03-54-25-511 2,100.54- 10/01/2023 PC 10/05/2023 10052308 Gutierrez, Tommy 659 02-54-25-511 1,686.29- 10/01/2023 PC 10/05/2023 10052309 Jennerjohn, Richard 650 01-00-00-202 1,895.11- 10/01/2023 PG 10/05/2023 10052310 Larsen, Stacey 644 02-54-25-511 1,254.91- 10/01/2023 PC 10/05/2023 10052311 Larson, Michele 667 01-56-35-511 1,223.76- 10/01/2023 PC 10/05/2023 10052312 Montes• Meza, Guadalupe 656 03-54-25-511 107.62- 10/01/2023 PC 10/05/2023 10052313 Moore, Angela 653 01-54-26-511 1,395.46- 10/01/2023 PC 10/05/2023 10052314 Phillips, Lori 39 01-55-27-511 1,797.58- 10/01/2023 PC 10/05/2023 10052315 Ruiz, Francisco 658 01-56-35-511 1,143.40- 10/01/2023 PC 10/05/2023 10052316 Sanabia, Andrew 663 01-52-20-511 2,011.79- 10/01/2023 PC 10/05/2023 10052317 •Stjaw,'~h~ i;na_D:: J ~1 f 150 01-00-00-201 2,380.45- 10/01/2023 PC 10/05/2023 10052318 Smith, David 157 02-54-25-511 1,660.03- 10/01/2023 PC 10/05/2023 10052319 Stanton, Monte 642 03-54-25-511 1,978.82- 10/01/2023 PC 10/05/2023 10052320 Sturtevant, Helen M. 163 00-00-00-201 1,472.72- 10/01/2023 PC 10/05/2023 10052321 Switzer, Robert 643 01-55-27-511 3,702.21- 10/01/2023 PC 10/05/2023 10052322 Wagner, Darren E. 184 00-00-00-202 2,707.14- 10/01/2023 PC 10/05/2023 10052323 Wisner, Nicholas 177 01-00-00-202 2, 156.70- Grand Totals: 50,256.47- 30 D = Direct Deposit ---PAGE BREAK--- City of Yerington Signature Lines Dated: Check Register - Employee Checks by Check Number Pay Period Dates: 09/18/2023 - 10/01/2023 Mayor: City Council: City Recorder: Report Criteria: Includes the following check types: Manual, Payroll, Supplemental, Termination, Void Includes unprinted checks D = Direct Deposit Page: 2 Nov 06, 2023 8:34AM ---PAGE BREAK--- City of Yerington Check Register - Employee Checks by Check Number Page: 1 Pay Period Dates: 10/02/2023 - 10/15/2023 Nov 06, 2023 8:36AM Report Criteria: Includes the following check types: Manual, Payroll, Supplemental, Termination, Void Includes unprinted checks Pay Period Journal Check Check Payee Date Code Issue Date Number Payee ID Description GLAccount Amount D 10/15/2023 PC 10/19/2023 37741 Bryant, Jeremy 647 00-00-00-102 295.52- 10/15/2023 PC 10/19/2023 37742 Galvin, Matt 660 00-00-00-102 345.76- 10/15/2023 PC 10/19/2023 37743 Pizzo, Frank 662 00-00-00-102 368.97- 10/15/2023 PC 10/19/2023 37744 Durst Jr, Ronald 665 03-00-00-201 531 .75- 10/15/2023 PC 10/19/2023 37745 Schmiedeberg, Gerald 674 03-54-25-511 540.25- 10/15/2023 PC 10/19/2023 37746 Stec, Ted 671 00-00-00-102 1,834.20- 10/15/2023 PC 10/19/2023 37747 Wagner, Alec 670 02-00-00-201 424.36- 10/15/2023 PC 10/19/2023 37748 Warr, David 675 02-54-25-511 540.25- 10/15/2023 PC 10/19/2023 37749 West, Robert 635 03-00-00-201 531 .75- 10/15/2023 PC 10/19/2023 10192301 Adams, Jarrod 582 01-52-20-511 2,442.62- 10115/2023 PC 10/19/2023 10192302 Becker, Dennis 20 02-54-25-511 2,599.90- 10/15/2023 PC 10/19/2023 10192303 Brown, Jeremiah 652 01-52-20-511 2,722.11- 10/15/2023 PC 10/19/2023 10192304 Brown, Joel 657 00-00-00-201 2,357.76- 10/15/2023 PC 10/19/2023 10192305 Coombs, Brandon 31 00-00-00-202 4, 158.08- 10/15/2023 PC 10/19/2023 10192306 Dennis, Felicitee 673 01 -56-35-511 1,223.76- 10/15/2023 PC 10/19/2023 10192307 Flakus, Jay 32 01-51-14-511 2,100.54- 10/15/2023 PC 10/19/2023 10192308 Garry, Jcihn Joseph 61 01-51-11-511 591 .03- 10/15/2023 PC 10/19/2023 10192309 Gutierrez, Tommy 659 01-54-26-511 2,787.90- 10/15/2023 PC 10/19/2023 10192310 Jennerjohn, Richard 650 01-00-00-202 2,023.71- 10/15/2023 PC 10/19/2023 10192311 Larsen, Stacey 644 03-54-25-511 1,254.92- 10/15/2023 PC 10/19/2023 10192312 Larson, Michele 667 01 -56-35-511 1,268.60- 10/15/2023 PC 10/19/2023 10192313 Martin, Shane 648 01-00-00-201 368.97- 10/15/2023 PC 10/19/2023 10192314 Montes - Meza, Guadalupe 656 02-54-25-511 476.25- 10/15/2023 PC 10/19/2023 10192315 Moore, Angela 653 01-51-14-511 1,395.50- 10/15/2023 PC 10/19/2023 10192316 Phillips, Lori 39 03-00-00-201 1,797.58- 10/15/2023 PC 10/1912023 10192317 Ruiz, Francisco 658 02-54-25-511 1, 144.94- 10/15/2023 PC 10/19/2023 10192318 Sanabia, Andrew 663 01-52-20-511 1,999.26- 10/15/2023 PC 10/19/2023 10192319 Shaw, Sheema D. 150 01-51-14-511 2,380.46- 10/15/2023 PC 10/19/2023 10192320 Smith, David 157 01-54-26-511 1,401,98- 10/15/2023 PC 10/19/2023 10192321 Stanton, Monte 642 01-54-26-511 2,391 .91- 10/15/2023 PC 10/19/2023 10192322 Sturtevant, Helen M. 163 01-00-00-201 1,472.72- 10/15/2023 PC 10/19/2023 10192323 Switzer, Robert 643 02-54-25-511 3,702.21- 10/15/2023 PC 10/19/2023 10192324 Wagner, Darren E. 184 01-00-00-201 2,707.14- 10/15/2023 PC 10/19/2023 10192325 Wisner, Nicholas 177 01-00-00-201 2, 156.71 - Grand Totals: 54,339.37- 34 D = Direct Deposit ---PAGE BREAK--- City of Yerington Signature lines Dated: Check Register - Employee Checks by Check Number Pay Period Dates: 10/02/2023 - 10/15/2023 Mayor: CityCouncil: City Recorder: Report Criteria: Includes the following check types: Manual, Payroll, Supplemental, Termination, Void Includes unprinted checks D = Direct Deposit Page:2 Nov 06, 2023 8:36AM ---PAGE BREAK--- City of Yerington Check Register - Employee Checks by Check Number Page: 1 Pay Period Dates: 10/16/2023 - 10/29/2023 Nov 06, 2023 8:36AM Report Criteria: Includes the following check types: Manual, Payroll, Supplemental, Termination, Void Includes unprinted checks Pay Period Journal Check Check Payee Date Code Issue Date Number Payee ID Description GLAccount Amount D 10/29/2023 PC 11/02/2023 37836 Durst Jr, Ronald 665 02-00-00-201 531.75- 10/29/2023 PC 11/02/2023 37837 Stec, Ted 671 00-00-00-1 02 784.68- 10/29/2023 PC 11/02/2023 37838 Wagner, Alec 670 02-54-25-511 337.89- 10/29/2023 PC 11/02/2023 11022301 Adams, Jarrod 582 00-00-00-202 2,825.40- 10/29/2023 PC 11/02/2023 11022302 Becker, Dennis 20 02-54-25-511 2,512.59- 10/29/2023 PC 11/02/2023 11022303 Brown, Jeremiah 652 01-52-20-511 2,286.31- 10/29/2023 PC 11/02/2023 11022304 Brown, Joel 657 01-57-25-511 2,357.74- 10/29/2023 PC 11/02/2023 11022305 Coombs, Brandon 31 01-52-20-511 3,270.36- 10/29/2023 PC 11/02/2023 11022306 Dennis, Felicitee 673 01 -00-00-201 1,223.76- 10/29/2023 PC 11/02/2023 11022307 Flakus, Jay 32 03-54-25-511 2,100.54- 10/29/2023 PC 11/02/2023 11022308 Gutierrez, Tommy 659 01-56-35-511 1,842.57- 10/29/2023 PC 11/02/2023 11022309 Jennerjohn, Richard 650 01-00-00-202 2,053.52- 10/29/2023 PC 11/02/2023 11022310 Larsen, Stacey 644 02-54-25-511 1,254.91- 10/29/2023 PC 11/02/2023 11022311 Larson, Michele 667 01-56-35-511 1,223.76- 10/29/2023 PC 11/02/2023 11022312 Montes - Meza, Guadalu_pe 656 02-54-25-511 1,072.02- 10/29/2023 PC 11/02/2023 11022313 Moore, Angela 653 01-51-14-511 1,395.47- 10/29/2023 PC 11/02/2023 11022314 Phillips, Lori 39 01-55-27-511 1,797.58- 10/29/2023 PC 11/02/2023 11022315 Ruiz, Francisco 658 01-51-14-511 1, 139.42- 10/29/2023 PC 11/02/2023 11022316 Sanabia, Andrew 663 01-52-20-511 2,259.93- 10/29/2023 PC 11/02/2023 11022317 Shaw, Sheema D. 150 03-54-25-511 2,380.45- 10/29/2023 PC 11/02/2023 11022318 Smith, David 157 01-55-27-511 1,688.89- 10/29/2023 PC 11/02/2023 11022319 Stanton, Monte 642 03-54-25-511 1,979.90- 10/29/2023 PC 11/02/2023 11022320 Sturtevant, Helen M. 163 01-52-20-511 1,472.72- 10/29/2023 PC 11/02/2023 11022321 Switzer, Robert 643 01-55-27-511 3,683.75- 10/29/2023 PC 11/02/2023 11022322 Wagner, Darren E. 184 00-00-00-102 2,707.14- D 10/29/2023 PC 11/02/2023 11022323 Wisner, Nicholas 177 01-52-20-511 2,846.39- 10/29/2023 PC 11/02/2023 12312028 West, Robert 635 02-54-25-511 531.75- Grand Totals: 49,561 .19- 27 D = Direct Deposit ---PAGE BREAK--- City of Yerington Signature Lines Dated: Check Register - Employee Checks by Check Number Pay Period Dates: 10/16/2023 - 10/29/2023 Mayor: City Council: City Recorder: Report Criteria: Includes the following check types: Manual, Payroll, Supplemental, Termination, Void Includes unprinted checks D = Direct Deposit Page: 2 Nov 06, 2023 8:36AM ---PAGE BREAK--- City of Yerington Report Criteria: Includes the following check types: Transmittal Includes unprinted checks Pay Period Journal Check Date Code Issue Date 10/01/2023 CDPT 10/02/2023 10/01/2023 CDPT 10/16/2023 10/01/2023 CDPT 10/02/2023 Grand Totals: Check Register - Employee Checks by Check Number Pay Period Dates: 09/18/2023 - 10/01/2023 Check Number Payee 37670 PUBLIC EMPLOYEES RETIREME 37751 ·M~R INGl'ON P~l:jQE Offl9f:~S 10022301 IRS Tax Deposit Wells Fargo 3 Payee ID D = Direct Deposit Description GLAccount 2 Retirement- Police Pay Period: 10 00-00-00-102 6 Police Dues Pay Period: 10/1/2023 00-00-00-102 Tax Deposit Federal Withholding T 00-00-00-102 Page: 1 Nov 06, 2023 8:37AM Amount 20,084.32- 163.50- 9,090.52- 29,338.34- D ---PAGE BREAK--- City of Yerington Signature Lines Dated: Check Register - Employee Checks by Check Number Pay Period Dates: 09/18/2023 - 10/01/2023 Mayor: City Council: City Recorder: Report Criteria: Includes the following check types: Transmittal Includes unprinted checks D = Direct Deposit Page: 2 Nov 06, 2023 8:37AM ---PAGE BREAK--- City of Yerington Report Criteria: Includes the following check types: Transmittal Includes unprinted checks Pay Period Journal Check Date Code Issue Date 10/15/2023 COPT 10/15/2023 CDPT 10/15/2023 COPT Grand Totals: 10/16/2023 10/16/2023 10/16/2023 Check Register - Employee Checks by Check Number Pay Period Oates: 10/02/2023 - 10/15/2023 Check Number Payee 37750 PUBLIC EMPLOYEES RETIREME 37751 YERINGTON POLICE OFFICERS 10162301 IRS Tax Deposit Wells Fargo 3 Payee ID D = Direct Deposit Description GLAccount 2 Retirement - Council Pay Period: 1 00-00-00-102 6 Police Dues Pay Period: 10/15/202 00-00-00-102 1 Tax Deposit Federal Withholding T 00-00-00-102 Page: 1 Nov 06, 2023 8:37AM Amount D 20,885.94- 163.50- 9,491.43- 30,540.87- ---PAGE BREAK--- City of Yerington Signature unes Dated: Check Register - Employee Checks by Check Number Pay Period Dates: 10/02/2023 - 10/15/2023 City Council: City Recorder: Report Criteria: Includes the following check types: Transmittal Includes unprinted checks D = Direct Deposit Page: 2 Nov 06, 2023 8:37AM ---PAGE BREAK--- City of Yerington Report Criteria: Includes the following check types: Transmittal Includes unprinted checks Pay Period Journal Check Check Date Code Issue Date Number 10/29/2023 CDPT 0 10/29/2023 CDPT 10/30/2023 37840 10/29/2023 CDPT 10/30/2023 10302301 Grand Totals: 3 Check Register - Employee Checks by Check Number Pay Period Dates: 10/16/2023 - 10/29/2023 Payee Payee ID Description YERINGTON POLICE OFFICERS 6 Police Dues Pay Period: 10/29/202 PUBLIC EMPLOYEES RETIREME 2 Retirement - Police Pay Period: 1 o IRS Tax Deposit Wells Fargo 1 Tax Deposit Federal Withholding T D = Direct Deposit GLAccount 00-00-00-1 02 00-00-00-102 00-00-00-1 02 Page: 1 Nov 06, 2023 8:37AM Amount D 163.50- 21,408.21- 8,727-44- 30,299.15- ---PAGE BREAK--- City of Yerington Signature unes Dated: Mayor: Check Register• Employee Checks by Check Number Pay Period Dates: 10/16/2023 • 10/29/2023 City Council: City Recorder: Report Criteria: Includes the following check types: Transmittal Includes unprinted checks D = Direct Deposit Page:2 Nov 06, 2023 8:37AM ---PAGE BREAK--- ---PAGE BREAK--- ---PAGE BREAK--- NEW BUSINESS LICENSE APPLICATIONS SUBMITTED TO THE CITY COUNCIL ON OCTOBER 23, 2023 APPLICANT(S) BUSINESS NAME LOCATION NATURE OF BUSINESS COMMENTS A Luis Guerra & Jeziel Guerra Guerra's Mechanical Professional, 7955 Shifting Sand Dr Reno, HVAC LLC NV89506 8777 S Redwood Rd Suite B Zach Rossberg Express-Set Fixtures #150 General Contractor West Jodan, UT 84088 C Ana Gabriela Rodriguez- Rodriguez Fragrances 3535StineRdSpace154 Perfumes Hernandez Bakersfield, CA 93309 D Wade Simmons NRCI Telecom 265 Applegate School Rd Cell Tower Contractor Applegate, CA 95703 TYPE - NEEDS ACTION P - Permanent M - Mobile C - Contractor H - Health Department F - Fire Department B - Building Department S - Special Use Permit ---PAGE BREAK--- ( BUSINESS NAME:-.:; r r FEE CALCULATION INFORMATION: (No fees are refundable) Application Fee: Choose One: ~ D D Permanent Business Billed Quarterly from Matrix. (refer to Instruction Page) Short Term Project To be completed within 30 days. ($50.00 Fee) Single Project Single job to be completed within one year. ( $50.00 Fee ) REQUIRED INSPECTIONS: Business Status: _ Business Licenses # _ Category# _ ( official use only) $ 20.00. TOTAL FEES PAID: s .oo . Signatures must be obtained before your application can be placed on the City Council agenda. If your business will occupy a building then you will be responsible to call for these inspections and signatures # I thru signatures #4 and #5 are the responsibility of City Staff. *Department Official - Attach comment page if necessary. l. Public Works Phone: [PHONE REDACTED] ZONING: [ ] R-1 Approved K° Denied [ ] [ l R-2 [ 1 R-3 [ l R-C I l C-1 Does business comply with existing zoning and current codes? [ l l I l.,d- c-2 M-1 NIA Compliance (yes) (no) 2. Fire Department Phone:[PHONE REDACTED] Approved ~ Denied [ ] 3. 4. 5 6. Fire Inspector _ :2 FireChief Date: -2"3 Nevada Health Dept. Phone: [PHONE REDACTED] Approved [ ] Denied [ ] Inspector Date: _ (Slsno,urc) Approvedp Denied [ ) City Clerk Appro~J Denied [ City Clerk: ~ Date: ) 0 \ 0, -61 ~3 (Sign,iurc) City Council Approval Approved [ ] Denied [ ] Mayor: - Date: _ (Signature) Check List: (official use) State Business License Employee Insurance [ ] YES [ ] NO ( ) NIA [ I YES [ I NO [ I NIA Form City-55 (Rev June 2023) ---PAGE BREAK--- 2 4, 5. 6. BUSINESS NA ME: Exp_re_s_s_-S_e_t_F_ix_tu_r_e_s _ _ _ FEE CA LC ULA TION INFORMATION: (No fees are refundable) Application f'ee: Choose One: O Pcrmanen1 Rusint-.~ - Billed Quarierly from Metri., (refer to Page) □ SoorrTt:rm Projcc1 - To be romplele-11 within JO ($50.00 F.cc) 1K Single Projtct Sing\ Public Works Director _ (Sisnararc) [ l I l ll>+ C-2 M-1~/A Compliance ~ (no) Date: to I Is ( 2,_o Date: JO) /z ~ - 2. Fire Department Approved u/ Denied [ ] 3. 4. 5 6. Phone: [PHONE REDACTED] Fire lnspector ~ Date: _ _ FireChief Date: Nevada Health Dept. Phone: [PHONE REDACTED] Approved [ ] Denied [ ] lnspector Datc: _ (Signature) Approved, Denied [ ] City Clerk Approv~d'f-' J Denied [ ] City Clerk: ~ Date; \ Q \ - Q_.lc)~ City Council Approval Approved [ ] Denied [ ] Mayor: _ _ Date: _ _ (Si5n,turc) Check List: (official use) State Business License Employee Insurance r ] YES ( l NO r I NIA f ] YES [ I NO l I NIA Form City-55 (Rev. June 2023) ---PAGE BREAK--- ---PAGE BREAK--- ---PAGE BREAK--- ---PAGE BREAK--- Bill No. 429 Ordinance No. 2023-04 TITLE Ordinance No. 2023-04adopting an increase in the license tax from the rate of five percent to ten percent (10%) upon the gross receipts received or derived from the rental of transient lodging within the City of Yerington. SUMMARY An ordinance adopting an increase in the license tax from the rate of five percent to ten percent (10%) upon every person operating, conducting or engaging in the rental of transient lodging within the City of Yerington, in accordance with Nevada Revised Statutes (NRS) Sections 268.096(l)(b) and and Yerington City Code (YC.C.) 3-11-3(A) and 3-11-S(B), to increase revenue available to carry out any and all lawful governmental purposes pursuant to the powers and authority given to the City Council by the Nevada Revised Statutes, to promote tourism and plan, construct, finance, maintain, operate, repair equip, furnish, improve and manage recreational facilities. The City Council of the City of Yerington, do hereby ordain: SECTION I: The Council finds that an increase in the license tax from the rate of five percent to ten percent (10%) upon every person operating, conducting or engaging in the rental of transient lodging within the City of Yerington, on the gross receipts received or derived therefrom, is consistent and complies with the provisions ofNRS 268.096(1)(b) and and Y.C.C. 3-11-3(A) and 3-11-S(B); increases the revenue available to the City to carry out lawful government purposes to promote tourism and plan, construct, finance, maintain, operate, repair, equip, furnish, improve and manage recreational facilities; and provides a clear and substantial benefit to the residents of the City of Yerington. SECTION Il: Pursuant to NRS 268.096(1)(b) and and YC.C. 3-11-3(A) and 3-11-S(B), the increase in the license tax upon the gross receipts received or derived from the rental of transient lodging within the City of Yerington, from the rate of five percent to ten percent is approved upon the adoption of this ordinance's effective date. Proposed on this 25th day of September 2023 Proposed by: Councilman Jerry Bryant Passed on this day of _ _ 2023 Vote: Ayes Council Members ---PAGE BREAK--- Nayes Council Memhers _ John J. Garry Mayor of the City of Yerington ATTEST: Sheema D. Shaw, City Clerk This ordinance shall become effective on the day of _ ~ 2023. ---PAGE BREAK--- ---PAGE BREAK--- ---PAGE BREAK--- RESOLUTION 2023-04 WHEREAS, Nevada Revised Statutes (NRS) Section 268.096(l)(b) authorizes the imposition of a tax upon the gross receipts from transient lodging regardless of the existence or nonexistence of any other license fee or tax imposed on the revenues from the rental of transient lodging; and WHEREAS, NRS 268.096(5) excludes from the "gross receipts from the rental of transient lodging" the I% tax imposed or collected by the City from paying guests or the tax imposed or collected by Lyon County pursuant to NRS 244.3352; and WHEREAS, Yerington City Code 3-l l-3(A) currently imposes a license tax on every person operating, conducting or engaging in a rental business within the City, on the gross receipts received or derived from such rental, to include transient lodging, at a rate of five percent and WHEREAS, in accordance with the law, the City desires to increase revenue it can use from the license tax for lawful governmental purposes pursuant to the powers and authority given to the City Council to promote tourism and plan, construct, finance maintain, operate, repair, equip, furnish, improve, and manage recreational facilities; and WHEREAS, the use of additional license tax revenue provides a clear and substantial benefit to the residents of the City of Yerington; and WHEREAS, the City wishes to increase the license tax from five percent to ten percent ( 10%) to carry out lawful government purposes. NOW, THEREFORE BE IT RESOLVED, the Yerington City Council does hereby approve this Resolution 2023-04 and increases the license tax from five percent to ten percent (10%) upon the gross revenues from the rental of transient lodging in the City, subject to the limitations set forth in NRS Section 268.096(5). The City Clerk is hereby instructed to take all further action necessary to effectuate the purpose of this Resolution. Passed and adopted this _ th day of 2023 by the following vote: Ayes: Nays: _ Absent: - - John J. Garry Mayor of the City of Yerington ATTEST: Sheema D. Shaw, City Clerk ---PAGE BREAK--- ---PAGE BREAK--- ---PAGE BREAK--- ---PAGE BREAK--- YERINCTON PL I ~ (0 M SSION YERINGTON PLANNING COMMISSION MEETING AGENDA OCTOBER 25, 2023 at 4:00 PM - CITY HALL 1. Meeting called to order, roll call reported and Pledge of Allegiance. STEVE DOUGLAS, PRESIDENT R0aERT ARIGONI, VICE PRESIDENT TRAVIS CROWDER ERIC BOD£NSTEIN EIMER BUU. LACEY PARROTT 2. Public Participation/Comments: Public Cornrnents(s) Shall not be Restricted Based on Content or View Point - No Action Will Be Taken 3. For Possible Action: Review and Approve the Agenda. NOTICE RE: NRS 237: When the Planning Commission approves this agenda, it also approves a motion ratifying staff action taken pursuant to NRS 237.030 et seq. with respect to items on this agenda, and determines that each matter on this agenda for which a Business Impact Statement has been prepared does impose a direct and significant economic burden on a business or directly restrict the formation, operation or expansion of a business, and each matter which is on this agenda for which a Business Impact Statement has not been prepared does not impose a direct and significant economic impact on a business or di.rectly restrict the formation, operation or expansion of a business. Public Comment on any item not on this agenda, and pertinenL to the Planning Commission, will be received during the Public Participation/Comment portion of this meeting. This presiding officer will invite public comment pertaining to those matters on today's agenda during the planning commission's consideration of each individual matter, and before action, if any, is taken. Public comment is limited to three minutes per person, per item, unless additional time is permitted, by the presiding officer. 4. For Possible Action: Approve the Planning Commission Minutes of July 26, 2023. 5. For Possible Action and recommendation to the Yerington City Council: Rick Christian of Denson Surveying, Inc. on behalf of Irina Wright and John Cameron is proposing a parcel map application with APN 001-481-06. 6. Public Participation/Comments: Public Cornrnents(s) Shall not be Restricted Based on Content or View Point - No Action Will Be Taken This is a tentative schedule for the meeting. The board reserves the right to take items in a different order to accomplish business in the most efficient manner and they may combine two or more agenda items for consideration. ftems may also be removed from this agenda or delayed for later discussion. NOTICE TO PERSONS WITH DISABILITIES: Members of the public who are disabled and require special assistance or accommodations at the meeting are requested to notify the Interim City Clerk at 463-3511 in advance so that arrangements may be conveniently made. If you wish to file a Civil Rights program complaint of discrimination, complete the USDA Program Discrimination Complaint Form, found online at: or al any USDA office, or call (866) 632-9992 to request the form. You may also write a letter containing all of the information requested in the form. Send your completed complaint form or letter to us by mail at U.S. Department of Agriculture, Director, Office of Adjudication, 1400 Independence Avenue, S.W., Washington, D.C. 20250-9410, by fax (202) 690-7442 or email at [EMAIL REDACTED]. I, Stacey Larsen, do certify that the foregoing agenda was duly po led at Yerington City Hall located at 14 Goldfield Ave, Yerington, NV 89447 and also on line at the evada State Department of Administration web site at notice.nv.gov and the City of Yerington website at w,vw.yeriogton.net on the 20th of October 2023. For questions or supporting material regarding this agenda, please call Stacey Larsen at (775)463-351 I. The City of Yerington is on equal opportunity provider 14 E Goldfield Ave. Yerington, Nevada 89447 P: 775·463-3511 F: 775·463-2284 ---PAGE BREAK--- July 26, 2023 The Yerington Planning Commission met in the City Council Chambers at 4:00 pm with L11c: following members present: Absent: Guests: President Steve Douglas Commissioner Elmer Bull Commissioner Robert Arigoni Commissioner Eric Bodenstein Commissioner Lacey Parrott City Manager Robert Switzer Building Inspector Joel Brown Planning Commission Secretary Stacey Larsen Attorney Chuck Zumpft via telephone Commissioner Travis Crowder City Clerk Sheema D. Shaw Rick Christian with Denson Surveying, Inc. A2:enda Approval Commissioner Bodenstein made a motion to approve the agenda for the July 26, 2023 meeting as presented, seconded by Commissioner Parrott. President Douglas asked for public comments, there were no Public comments and the motion carried unanimously. Minutes of June 28. 2023 meeting Commissioner Bodenstein made a motion to approve the minutes for the June 28, 2023 meeting as presented, seconded by Commissioner Bull. President Douglas asked for public comments, there were no Public comments and the motion carried unanimously. Reversion of Acreage-Rick Christian with Denson Surveying, Inc. on behalf of Bethann & Clark Stanford is proposing a reversion of acreage application AP 001-032-08 & 001-032-35. Rick Christian with Denson Surveying, Inc. addressed the commissioners with a reversion of acreage for Bethann and Clark Stanford. He stated that several months ago was presented a reversion of acreage before the commissioners pertaining to this parcel. He stated that the south portion of this parcel APN 001-032-35 became a part of APN 001-032-36. He stated that now we are doing a reversion of acreage to encompass APN 001-032-35 into the Stanford existing parcel APN 001-032-08. Commission Bull asked if it was the parcel to the no1th and Mr. Christian stated yes. ---PAGE BREAK--- President Douglas asked if there were any conflict with easements and Mr. Christian stated there are no easements. President Douglas stated there is an easement along the back of the property and Mr. Christian confirmed there is one. President Douglas asked if the City had any questions and City Manager Robert Switzer stated none at this time. President Douglas asked if there were any feedback from any prope,ty owners that live 300 feet around APN's in question and City Manager Switzer stated that we did not receive any feedback. Rick Christian asked when this reversion of acreage application will go in front of City Council and City Manager Switzer stated August 14th . Reversion of Acreage-Rick Christian with Denson Surveying, Inc. on behalf of Bethann & Clark Stanford is proposing a reversion of acreage APN 001-032-08 & 001-032-35. Commissioner Parrott made a motion to approve the reversion of acreage for APN 001-032-08 and 001-032-35 submitted by Bethann & Clark Stanford as presented, seconded by Commissioner Bull. President Douglas asked for public comments, there were no public comments and the motion carried unanimously. There being no further business the meeting was adjourned. Steve Douglas Planning Commissioner President Stacey Larsen Planning Commission Secretary ---PAGE BREAK--- PARCEL MAP APPLICATION CITY OF YERINGTON 14 E. GOLDFIELD A VENUE YERINGTON NV 89447 (775) 463-3511 Owner: Ir,'l\c.\Jric»~)-cbn tAW\QN)Q Surveyor:~o "2:)lJrV'9i0(l ltl(. 1: f. A I. ~ 1 !l U Address: IGSO S .u) City/State/Zip: ·&:Vl c t\J V "ff q 5 City/State/Zip: Yu 11\iOfl W V :6 Cf 1 Telephone: S V ~ ~ "1 ~ Telephone:\"1 75 \ Lf le 3- / Assessor's Parcel Number: OD J I - 0 ~ Zoning: _ REQUIRED ITEMS FOR APPLICATION 1. Nine copies of Parcel Map. a. Eight sets to be a minimum size of twenty-four inches by thirty-two inches (24"x 32") b. One set to be a minimum size of eleven inches by seventeen inches ( 11 x 17'") or half size. 2. One ( l} copy of the D.eed. 3. One copy of the Metes and Bounds description. 4. Application fee of $1,000.00. Non-refundable. Note: Map must be prepared by a registered Nevada Land Surveyor. OWNERS OR REPRESENTATIVE'S CERTIFICATE: correct to the best of my knowledge and belief Signatur State of /vWa,-~ County of IJ~lt.o On the L ~ day of SeP~/IJ~,r- , 20z.3personally appeared before me , who acknowledged that he / she executed t e above instrument. MAR'irzA,.PARRA·········--· i t / • • \ Notary Public • State of Nevada \ \ Appointment Recorded in Washoe County [ l - No: 16·2922·2. Expires June 29, 2024 1 L , 'f~(1'C':iY9'U'f"'l'~ii~"11itOit/; 11~\~••~Ua'.i'Ql)p;;·r1~•~;ly Prov1Cer ---PAGE BREAK--- AFFIDAVIT PROPERTY TAX: , hereby certify that all required property taxes are currently paid on Assessor's Parcel Number(s): . O0/ --:181--0G • • • • • [ ] Per Computer [ ] Per Telephone Call Dated this _ i_q_,µ, day of ¥-?tub« PW-69 Parcel Map Application Rev 7i22 The City of Yerington is an Equal Opportunity Provider 2 ---PAGE BREAK--- DOC I s22s01 lil6123/2914 84:a!Pf'I Of"-f'&c&•l Record RECORDING REQUESTED BY~ AT MAILING MD.RESS: Irina Wright 326 W. Libet:ty Street Reno, Nevada 89501 WHEN RECORDED MAIL TO; Irina Wright 326 W. Liberty Street Reno, Nevada 89501 APN: 001-481-06 APN: 001-481-07 - r"' and IRINA WRIGHT;--.~ aTrj.-ed woman, as to an undivided seventy five (75} percent f~erest and JO~CAMERON, a married man, as to an undivided twenty five (25)'..._p'e.rcent interest, hereinafter called "Grantees11 • W' I N E 1f' 0 S , That the Grantor for val~ble io's. rl' ;_19b to him in hand paid by the Grantees, the rec~ip. t where9£ is dkn.owledged, do by_ these presents grant, bargain, sell and ~ve~ ~ v'the Grantees, their successo.rs and assigns forever, aJ. th~t -certain real property situate in the County of Lyon, State of o' particularly described as follows; Parcels 0 1, ~ o- . he P J;,Cel Mat, for COTTONWOOD PROPERTY ~CQttIS~IO~! oc6rding to the map thereof, filed • bbe---.,Of~ice o the County Recorder of Lyon Coun-)'/ s a~ of da, on January 11, 2007, as Doc . . 39~zo1, Official Records. TOGET!Q:;R,~MJJ al ~ ater rights appurtenant to said p.co~.J:t_z i c~ing all primary ground water rights, al}- rights &nd all supplement.al grQund wac r rights. I I \ • J i TOGETHER. WITH, ajl an.d singular, the tenements, the heredita:rnents and appurtena-n.c . theieur .t'o belonging or in anywise appertaining and the reversiefn a versions, remainder and remainders, rents issues and pro:f;it ! 1hereo"f.. ' • .I > , TO' AND TO HOLD, all and singular, t1_1e said premises together w.it th~ ap~UJ:'itenances, unto the Grantees, their successors and assigns fo.reve- . , II I ) ) f'N,_ I I Grant, Bargain and Sal.e Deed P ge 1 o;f 2 ---PAGE BREAK--- Ill I II STATE OP N_(?V ft1J J) ~kJwL Notary Publ.i,;: ) Grant., l3a:gain and Sale Deed II 11111 522601 fQO/~I.C.tlol"S' 002 of'2 Page 2 o:f 2 ---PAGE BREAK--- / DOC II DV-522601 16/2312&14 84:S3Pt, 0,f"f i.c,:aal Recor-cl STATE OF NEV ADA DECLARATION OF VALUE Raquede<1 av U:UNA WRIGHT LVOII Coun · - NV fiery C. NU ligan - ec:order 1. Assessor Parcel Number 001-481..06 Paee 1 of 1 ~ 1S 00 Recorded Bv: AT aJ:.: '"S2, 40 bl 001-481-07 ~ _ 2. Type of Property: 1a)g · V.nll.and b) 0 o) CondolT~ 0 i.-4AM e)g Apt BldO. f) ClJ g) ~ h) 0 Moblle HomE l)0 01w / 5"5"5,Srft' \ ~ 3. Total va1ue1sa1eS Price of Property: $ CAA V) l Deed in Lieu of Foreclosure Only (value of property) • Transfer Tax Vafue: _ Real Property Transfer Tax Due: . 0 _ 4. If exemption Claimed: a Transfer Tm< Exemption. per NRS 375.090. SepioR;._~· b. Explain Reason for Exemption: ~ 1 ) ~ : : 5. Partial lnleRlst Percentage beif?/1 ~~og:P~ % Tite undersigned declares and·~e;-u de of perjury, p0rsuantto NRS 375.060 and NRS 375.110, that the Information pr • is co;i~ the best of t'heir information and beilef, antt can be SUff>Orted by 9eCUme ·on tt cafJed upon to sub6tantlate the information provided hereln. Furthermore.,~~ , of ;9Y~lmed exemption, or other determlnatton of additional tax due, may in a-:"~lfy t ~~the tax due ptu, interest 8t 1% per montlt Pursuant to NRS 375 . , v ~~-~ller shall be jOinQy and severally liable for any additional amount~,:;..lfl);' • capacity.9.11ntee-. : Signature c . capacity _ ~ 7 SELLER (GRA~fuR) l'NroRMATION BUYER (GRANTEE) INFORMATION • C ~ JT (ftl!Q\IIREDl I. . / Print Name;...,- .Golf & Country ctub Pdnt : trif)S Wright dtP·tU'f IYa IPU.,e#h .Address://'-.... 1 way208 Address: 326 w_ l.l>efty S&eet ~ ~ . ~ tate: " • NV Zip-: 89447 S1ate: NV Zip: _ CO P6MflP~SON REQYE&DtJG ,=~FfflESEW:RORSUYER) ?rint Na : , • # Ad.dress:/ / State: Zip: {ASA PUBLIC RECORD FORM MAY BE RECO.RDED) ---PAGE BREAK--- DOC 1: bVJ~J..L~ 09/27/2019 03:11 PM Page: t of 2 OFFICIAL RECORD RECORDING REQUESTED BY: AT MAILING ADDRESS: Requested Bv: _ _ THOMAS PRUTZMN Lyon County. NV nargie Kassebaum, R c~d•r Fee: $33, 0 RPTT: $95.55 Irina Wright 326 W. Liberty Street Reno, Nevada 89501 Recorded By: jtowne , 1111 Ill WHEN RECORDED MAIL TO: Irina Wright 326 W. Liberty Street Reno, Nevada 89501 APN: 001-481-06 APN: 001-481-07 / ILJ! l / " \ I t I THIS INDENTURE, made this day of be/tJ~.e.,,e , I 2018 , by and between IRINA WRIGHT, · married woman, hereinafter called the "Grantor" and JOAN DONJll~R·; single woman, hereinafter called "Grantees" . . , • That the Grantor for v~iuable -~onsideration to her in hand paid by the Grantee, the ·{e~~ipt ·woereof is hereby acknowledged, does PY th~se pre~ehts grant, bargain, sell and convey unto the Gr.antee, . her su9cessors and assigns forever, five percent( of 'fi~ even~y five (75%) percent interest in the real proper;ty_ si } _ I ' COUNTY OF WASHOE of This i hstrument wa~/·{~~~o.f,i~:ied before me on the cRi..!.!aay ~ ( I~J; lmIGHT . Deed Paga 2 of 2 ---PAGE BREAK--- , DOC#: 603113 H/27/2819 13:11 Pn Paii-: t of 2 OFFICIAL RECORD Requested By: _ THOl1AS PRUTZMN Lyon County, NV 11.rg.ie kassebaUffl, Recorder RECORDING REQUESTED BY: AT MAILING ADDRESS: Fee: $38.00 R?TT: $48.75 Recorded 8y: jtown Irina Wright 326 W. Liberty Street Reno, Nevada 89501 Im ~r~~tl~t,.,1¥6tfll Ill WHEN RECORDED MAIL TO: Irina Wright 326 W. Liberty Street Reno, Nevada 89501 APN: 001-481-06 APN: 001-481-07 / / i • I I j \ \ ' } J ' , DEgQ / THIS INDENTURE, made this cJ..merican Land Title Association. File No.: 1892882 ALTA Comrnitment for Title !nsurar,ce (07-01-2021) Page 4 cf 4 • AMEl\lCA N L\l'll>'TITH AW)C!l:flUH ---PAGE BREAK--- ALTA COMMITMENT FOR TITLE INSURANCE {07-01-2021) SCHEDULE A. ISSUED BY STEWART TITLE GUARANTY COMPANY Transaction Identification Data, for which the Company assumes no liability as set forth in Commitment Condition 5.e.: Issuing Agent: Issuing Office: Issuing Office's ALTA® Registry ID: Loan ID Number: Commitment Number: Issuing Office File Number: Property Address: Revision Number: Inquiries Should be Directed to: Sherry Baker, Escrow Officer Fax: Email: [EMAIL REDACTED] Stewart Title Company 5390 Kietzke Ln., Suite 101, Reno, NV 89511 1892882 1892882 111 Highway 208, Yerington, NV 89447 1. Commitment Data: November 29, 2022 at 8:00AM 2. Policy to be issued: Proposed Amount of Insurance 2021 ALTA® Owner's Policy - Standard Proposed Insured: To Follow 2021 ALTA® Loan Policy- Standard Proposed Insured: 3, The estate or interest in the Land at the Commitment D~t~ is: FEE SIMPLE 4, The Title is, at the Commitment Date, vested in: Irina I/I/right, a married woman, and John Cameron, a married man; Jeffrey Baclet, a married man; Thomas Prutzman; and Joan Donner, a single woman, as their interests appear 5. The Land is described as follows: See Exhibit Attached Hereto This page is only a part of a 2021 AL TA° Commitment for Title Insurance. Tf>is Commitment is not valid without the Notice; the Commitment to Issue Policy; the Commitment Conditions: Schedule A; Schedule B, Part I - Requirements; end Schedule B, Part II -Exceptions; and a countersignature by the Company or its issuing agent that may be in electronic form. Copyright 2021 American Land Titfo Association. Ail rights reserved. The use of this Form (or any derivative thereof) is restricted to AL TA licensses and 1',LTA members in good standing as of the date of use. All other uses are prohibrted. Reprinted under license from ihe American Land Title Association. File No.: 1892882 ALTA Commitment for Title Insurance Schedule A (07-0i-2024) Page 1 of 9 Initial Initial Initial AMF.RIC,\N LANO T11'LE ,.:;soc1ATlON ---PAGE BREAK--- ALTA COMMITMENT FOR TITLE INSURANCE (07-01-2021) SCHEDULE A ISSUED BY STEWART TITLE GUARANTY COMPANY STEWART TITLE GUARANTY COMPANY Authorke <;ountersignature Jared \Niss,-4"itle Officer This page is only a parl of a 2021 AL TAIi> Commitment for Title Insurance. This Commitment is not valid without the Notice; the Commitment to Issue Policy; the Commitment Conditions; Schedule A; Schedule 8, Part / - Requirements; and Schedule B, Part II -Exceptions; and a countersignature by the Company or its issuing agent that may be in electronic form. Copyright 2021 American Land Title Association. All rights reserIed. The use of this Form (or any derivative thereof) is restricted to ALTA licensees and AL TA members in good standing as of the date of use. LAND TTTLi All other uses are prohibited. Reprinted under license fi'om the American Land Title Association. "soc1A110N File No.: 1892882 AL TA Commitment for Title Insurance Schedule A (07-01-2021) Page 2 of 9 Initial Initial initial Initial ---PAGE BREAK--- ALT A c·o., FOR TITLE INSU EXHJB T LEGAL DESCRIPTION ISSUED BY STEWART TITLE GUARANTY COMPANY File No.: 1892882 NCE (07-01-2021) All that certain real property situate in the County of Lyon, State of Nevada, described as follows: Parcels 2 and 3 of the Parcel Map for COTTONWOOD PROPERTY ACQUISITION, according to the map thereof, filed in the office of the County Recorder of Lyon County, State of Nevada on January 11, 2007 as Document No. 398701 , Official Records. APN: 001 -481-06. 001-481-07 This page fs only a part of a 2021 AL TA0 Commitmenr for Title Insurance. This Commitment is not valid without the Notice; the Commitment to Issue Po/Icy; the Commitmenl Conditions; Schedule A; Schedule 8, Parl I - Requirements; and Schedule B, Part fl -Exceptions; and a countersignature by /he Company or ifs Issuing agent that may be in electronic form. Copyright 202·1 American Land Title Association. A!I rightc The use of this Form (or any derivative thereoi) is restricted lo AL TA licensees and ALTA members in good standing as of the date of use. Art other uses are prohibited. Reprinted under license ·from the meric::.in Land Title Associatlon. Fila No.: 18928132 AL TA Commitment for Title Insurance Schedule A (07-01-2021) Page 3 of 9 lniiial lniti;il Initial Initial AMf.JUCAN LAiwmi"i A$S'0':1ATION ---PAGE BREAK--- ALTA COMMITMENT FOR TITLE INSURANCE {07-01-2021) SCHEDULE B PART i ISSUED BY STEWART TITLE GUARANTY COMPANY File No.: 1892882 Requirements All of the following Requirements must be met: 1. The Proposed Insured must notify the Company in 'Nriting of the name of any party not referred to in this Commitment who will obtain an interest in the Land or who will make a loan on the Land. The Company may then make additiona! Requirements or Exceptions. 2. Pay the agreed amount for the estate or interest to be insured. 3. Pay the premiums, fees, and charges for the Policy to the Company. 4. Documents satisfactory to the Company that convey the Title or create the Mortgage to be insured, or both, must be properly authorized, executed, delivered, and recorded in the Public Records. 5. Show that restrictions or restrictive covenants have not been violated. 6. Furnish proof of payment of all bills for labor and material furnished or to be furnished in connection with improvements erected or to be erected. 7. Pay all taxes, charges, and assessments affecting the land that are due and payable. 8. After the review of all the required documents, the Company reserves the right to add additional items and/or make additional requirements prior to the issuances of any policy of title insurance. 9. The requirement that payment in full per demand and a release to follow or at close is required for a Claim of Lien against lrinia Wright/ John Cameron in favor of The City of Yerington, in the amount of $10,784.20 plus interest and costs, recorded on September 27, 2018 as Document No. 586779, Official Records of Lyon County, Nevada. 10. The requirement that payment in full per demand and a release to fo!low or at close is required for a Claim of Lien against lrlnia Wright/ John Cameron in favor of the City of Yerington, in the amount of $10,484.20 plus interest and costs, recorded on October 11 , 2019 as Document No. 603854, Official Records of Lyon County, Nevada. ·11. The subject property appears to be free and clear of any liens or mortgages. An OWNERS FREE & CLEAR AFFIDAViT, will be required to verify that this property is in fact unencumbered by any loans or liens. 12. The requirement that an Owner's DeclaratiorJAffidavit be completed, and supplied for review prior to the issuance of a policy of title insurance. 13. Tile vested title holder lrinia Wright acquired the property in question without a proper conveyance of the community property interest of their spouse. A deed from the spouse of the current title holder will be required prior to the close of escrow. This page is only a part of a 202·r AL TA® Commitment for Title Insurance. This Commitment is not valid without the Notice; the Commitment to Issue Policy; the Commitment Conditions; Schedule A; Schedule B, Part r - Requirements: and Schedule B, Part II -Exceptions; and a countersignature by the Company or its issuing agent that may be in electronic form. Copyright 2021 American Land Title Association. All righis reserved. The use of this Form (or any derivative thereof) is restricted to ALTA licensees and ALTA members in good standing as of the date of use. f\I1 other uses are prohibited. Reprinted under license from the American Land Title Association. File No.: 1892832 ALTA Commitment for Title Insurance Schedule 81 (07-01-2021) Page 4 of 9 Initial Initial Initial ---PAGE BREAK--- ALTA COMMITMENT FOR TITLE INSU SCHEDULE B PART I ISSUED BY STEWART TITLE GUARANTY COMPANY NCE (07-01-2021) 14. The vested title holder John Cameron acquired the property in question without a proper conveyance of the community property interest of their spouse. A deed from the spouse of the current title holder will be required prior to the close of escrow. 15. The vested title holder Jeffrey Baclet acquired the property in question without a proper conveyance of the community property interest of their spouse. A deed from the spouse of the current title holder will be required prior to the close of escrow. 16. The possible community or homestead interest of the spouse of the herein vested title holder if said holder is a married person. 17. PLEASE PROVIDE BUYERS NAME PRIOR TO THE CLOSE OF ESCROW. This page is anly a part of a 2021 AL TA~ Commitment for Title fnsurance. This Commitment is not valid without the Nolice; the Commitment to Issue Policy; the Commitment Conditions; Schedule A; Schedule B, Part f - Requifflments; and Schedule B, Part II -Exceptions; and a countersignature by the Company or its issuing agent that may be in electronic form. Copyright 21)21 American Land Title Association. All rights reserved. The use of this Form (or any derivative thereof) is restricted to ALTA licensees and ALTA members in good standing as of the date of use. Al! other uses ara prohibited. Reprinted under !icem:e from !he American Land Tit!e Association. File No.: 1892882 ALTA Commitment for Tftle Insurance Schedule Bl (07-01-2021) Page 5 ~f 9 Initial Initial Initial ---PAGE BREAK--- ALTA COMMITMENT FOR T!TLE INSURANCE (07-01-2021) SCHEDULE B PART II ISSUED BY STEWART TITLE GUARANTY COMPANY File No.: i 892882 Exceptions Some historical land records contain Discriminatory Covenants that are illegal and unanforceable by law. This Commitment and the Policy tr-eat any Discriminatory Covenant in a document re erenced in Schedule a as if each Discriminatory Covenant re-ckicted, repudiated, removed, and not republished or rec-irculated. Only the remaining provisions of the documsnt will be excepted from coverage. The Policy will not insure against loss or damage resulting from the terms and conditions of any lease or easement identified in Schedule A, and will include the following Exceptions unless cleared to the satisfaction of the Company: 1. Any defect, lien, encumbrance, adverse claim, or other matter that appears for the first time in the Public Records or is created, attaches, or is disclosed between the Commitment Date and the date on which all of the Schedule B, Part I - Requirements are met. 2. Any facts, rights, interests or claims which are not shown by the public records but which could be ascertained by an inspection of the land or which may be asserted by persons in possession thereof. 3. Easements, liens or encumbrances, or claims thereof, which are not shown by the public records. 4. Discrepancies, conflicts in boundary lines, shortage in area, encroachments, or any other facts which a correct survey would disclose, and which are not shovvn by the public records. 5. Any lien or right to a lien for services, labor, equipment or material heretofore or hereafter furnished, imposed by law and not shown by the Public Records. Exceptions 2-5 will be omitted on extended coverage policies. 6. Taxes or assessments which are not now payable or which are not shown as existing liens by the records of any taxing authority that levies taxes or assessments on real property or by the public records, proceedings by a public agency which may result in taxes or assessments, or notices of such proceedings, whether or not shown by the records of such agency or by the public records. 7. unpatented mining claims, reservations or exceptions in patents or in acts authorizing the issuance thereof; water rights, claims or title to water; whether or not the matters excepted under or are shown by the public records, lndian tribal codes or regulations, Indian treaty or aboriginal rights, including easements or equitable seNitudes. 8. Minerals of whatsoever kind, subsurface and surface substances, including but not limited to coal, lignite, oil, gas, uranium, clay, rock, sand and gravel in, on, under and that may be produced from the Land, together with all rights, privileges, and immunities relating thereto, whether or not appearing in the Public Records or listed in Schedule B. The Company makes no representation as to the present ownership of any such interests. There may be leases, grants, exceptions or reservations of interests that are not listed. 9. The lien, if any, of supplemental taxes, assessed pursuant to the provision of the Nevada Revised Statutes. This page is only a part of a 2021 ALTA® Commitment for TJtle Insurance. This Commitment is not valid wi(hout the No/ice; the Commitment to Issue Policy; the Commmnent Conditions; Schedule A; Schedule B, Part I - Requirements; and Schedule 8, Part II -Exceptions; and a countersignature by the Company or its Issuing agent that may be in electronic form. Copyright 2021 American Land Title Association. Ail rights reserved. The use of this Form (or any derivative ther9of) is restricted to AL TA licensees and AL TA members in good standing as of the date of use. All other uses are prohibited. Reprinted under license from the American Land Title Association. File No.; 1892882 Al. TA Commitment for Title Insurance Schedule BIi (07-01-2021) Page 6 of 9 !nitia! !r:itiai Initial Initial AMEl\lCAN LAND TlTlE ASSOC.:lAtlON ---PAGE BREAK--- ALT COMMITMENT FOR TITLE INSURANCE (07-01-2021) SCHEDULE B PART U ISSUED BY STEWART TITLE GUARANTY COMPANY 10. Any liens that may be created for delinquent waste management charges pursuant to NRS 444.520. 11. Rights of way for any existing roads, trails, canals, streams, ditches, drain ditches, pipe, pole or transmission lines traversing said premises. 12. Water rights, claims or title to v,ater, l}A,ether or not recorded. 13. State and County Taxes for the fiscal year July 1, 2022 to June 30, 2023, together with any other taxes or assessments collected therewith, a lien, now due and payable: ASSESSORS PARCEL NUMBER: 001-481-06 QUARTERLY INSTALLMENTS 1st $1,299.16 Status Delinquent (Due the 3rd Monday in August) 2nd $1,246.00 Status Delinquent (Dua the 1st Monday in October) 3rd $1,246.00 Status Open (Due the 1st Monday in January) 4th $1 ,246.00 Status Open (Due the 1st Monday in March) Total $4,987.19 Additional Penalties: $174.73 THIS PROPERTY HAS A DELINQUENCY. Please contact the Lyon County Treasurer at (775) 463-6501 for current payment information. 14. State and County Taxes for the fiscal year July 1, 2022 to June 30, 2023, together wrth any other taxes or assessments collected therewith, a lien, now due and payable: ASSESSORS PARCEL NUMBER: 001-481-06 QUARTERLY INSTALLMENTS 1st $276.60 Status Delinquent (Due the 3rd Monday in August) 2nd $264.00 Status Delinquent (Due the 1st Monday in October) 3rd $264.00 Status Open {Due the 1st Monday in January) 4th $264.C0 Status Op-en (Due the 1st Mor.day in March) Total $1,095. iO Additional Penaities: $3 7 .14 THIS PROPERTY HAS A DELINQUENCY. Please contact the Lyon County Treasurer at {TT5) 463-6501 for current payment information. 15. The right cf the County of Lyon to coiiect all deferred taxes, deferred interest, and penalties. if any, upon conversion from agricultural or open space use. 16. Any additional liens which may be levied by reason of said premises being within the City of Yerington Water and Sewer. This page is only a part of a 2021 AL TA® Commitment for Title lnsuranC$. This Commitment is not valid without the Notice; the Commitment to Issue Polley; the Commitment Conditions; Schedule A; Schedule B, Part J - Requirements; and Schedule B, Part II -Exceptions; and a countersignature by the Company or its issuing agent that may be in electronic form. Cop:,rignt 2021 American Land Titla Associ.:itior;. All lights rw...erved. The use of this Form (or any derivativ~ thereof) is restricted to ALTA licensees and ALTA merr.bers in good standing as of the date of usa. PJI ether cses are prohibi~=)(J. Reprinted :.:r.der license from the Amerlcan Land Title .i\3scciafon. Flis No.: 1892882 AL TA Commitment for Title Insurance Schedule Bil (07-01-2021) Page 7 of 9 lnmai inrti8I ~riitial initial AMCRiCAN LANO 'fi'ftC NiSOCJATIO:•, ---PAGE BREAK--- ALTA COMMITMENT FOR TITLE INSURANCE (07-01-2021) SCHEDULE 8 PART U ISSUED BY STEWART TITLE GUARANTY COMPANY 17. Any additional Hens which may be levied by reason of said premises being within the Walker River Irrigation District. 18. Subject to any rights and/or provisions of the General Highway Act for improvements, repairs or landscaping to the public highway, located along the boundary of the herein described property. 19. Right of way, and incidental purposes, granted to Walker River Irrigation District by an instrument, recorded on AJ'/lt November 22, 1939, in Book 30, Pa.ge 355, Deed Records of Lyon County, Nevada. 20. Easement to construct, operate and maintain communication and electric facilities, and incidental purposes, granted to Sierra Pacific Po,Ner Company and California Interstate Telephone Company, by an instrument, recorded on June 26, 1 S68, in Book 51, Page 480, Deed Records of Lyon County, Nevada. 22. ~ 23. ~ 25. Covenants, conditions and restrictions as set forth in an instrument, recorded on January 2, 1996, as Document No. 188-811, Official Records of Lyon County, Nevada; but omnting any covenants or restrictions, if any, including, but not limited to those based upon race, color, religion, sex, sexual orientation, familial status, marital status, disability, handicap, national origin, ancest--y, or source of income as set forth in applicable state or federal laws, except to the extent that said covenant or restriction is by applicable law. Said covenants, conditions and restrictions were amended in an instrument, recorded on March 30, 2001, as Document No. 259151, Official Records of Lyon County, Nevada. Said covenants, conditions and restrictions were amended in an instrument, recorded on June 17. 2005, as Document No. 354042; Official Records of Lyon County, Ne·,ada. A Water Rights Assessment Agreement executed by and between the parties named herelr., subject to the terms, covenants and conditions therein provided, dated April 27, 2005, by and between Cottonwood Property Acquisition, LLC, a Nevada limited liability company and Walker River Irrigation District, recorded on fay 12. 2005; as Document No. 350613. Official Records of Lyon County, Nevada. A Water Rights Assessment Agreement executed by and between the parties named herein, subject to the terms. covenants and conditions therein provided, dated April 27, 2005, by and between Cottonwood Property Acquisition, LLC, a Nevada limited liability company and Walker River Irrigation District, recorded on May 12, 2005, as Document No. 350615, Official Records of Lyon County, Nevada. Easements, dedications, reser✓ations, provisions, recrtals, set back lines, and any other matters as provided for or delineated on Parcel Map for Cottonwood Property Acquisition, filed in the office of the County Recorder or Lyon County, State of Nevada, on January 11, 2007, as Document No. 398701. Reference is hereby made to said map for particulars. If ona is not included herewith. one v1i!I be furnished upon request. 26. Water Rights Assessment Agreement executed by and between the parties named therein, subject to the terms, covenants and conditions therein provided, recorced on December 7, 2011 as Document No. 484961, Officio! ~ Records of Lyon County, Nevada. This page is only a part of a 2021 AL TA~ Commitment for Tille Jnsuranct!. This Commitment is not valid without the Nol.ice; the Commitment fo issue Poffcy; the Commitment Conditions; Schedule A; Schedule B, Pert! - R,HJuirements; and Schedule B, Part II -Exceptions; and a count<;rsignature by the Company or its issuing agent that may be in electronic form. Copyright 2021 American Land Title Association. Al! rights tes~r,oo. Tne use of this Form (or any derivative thereof) is restricted to Ai.. TA licensees and AL TA members in good standing as of the date of use. other uses are prohibr.:ed. Reprinted ur:der license from the A.rne;ican Land Title Association. Ale No.: 1892882 i-\LTA CommilmentforTiUe lnsurance Schedule 611 (07-01-2021) Page 8 of 9 1rrtlal Initial initial ---PAGE BREAK--- , LT COM ,ITM NT FOR TITLE INSURANCE (07-01-2021) SCHEDULE B RT H ISSUl::U BY STEWART TITLE GUARANTY COMPANY 27. Rights of parties in possession. THE FOLLOWING NOTES ARE FOR INFORMATION PURPOSES ONLY: Stewart Title Company RESERVES THE RIGHT TO AMEND THIS COMMITMENT/REPORT AT ANY TIME. ~**"*ATTENTION THE 100 ENDORSEMENT IS NO LONGER BEING OFFERED. THE REPLACEMENT ALTERNATIVE IS THE Al TA 9.10-06 AND lS NOW REFLECTED IN THE AL TA SUPPLEMENT IN THE COMMITMENT/REPORT. NOTE: Any notes following the legal description (if·any) referencing NRS 111.312 are required for recording purposes only and will not be insured in any policy of title insurance. AL TA SUPPLEi\/lENT: This commitment/report is preparatory to the issuance of a 2021 AL TA Extended Coverage Lenders Policy of Title Insurance. We have no knowledge- of any fact which would preclude the issuance of said ALTA Policy with an AL TA 9.10-06 and a Cl TA 116.01-06/ALTA 22-06 attached. The Cl TA 116.01-06/ALTA 22- 06 Endorsement will read as follows: There is located on said land a Single Family Residence, known as 111 Highway 208, Yerington, NV 89447. NOTE: A search of the Official Records for the county referenced in the above order number, for the 24 months immediately preceding the date above discloses the following instruments purporting to convey the title to said land: None NOTE: If any currerrt wor!< of improvements have been made en the herein described real property (vm:hin the last 90 days) and this Commitment/Report is issued in contemplation of a Policy of Title Insurance which affords mechanic lien priority coverage (i.e. AL TA POLICY); the following information must be supplied for review and approval prior to t'ie closing and i~uance of said Policy: Copy of Indemnity Agreement; Financial Statements; Construction Loan Agreement; If any current work of improvements have been made on the herein described real property Building Construction Contract between borrower and contractor: (e)Cost breakdown of construction; Appraisal; Copy of Voucher or Disbursement Control Statement (if project is complete). NOTE: This commitment/report makes no representations as to water, water rights, mir.erais or mineral rights and no reliance can be made upon this commitment/report or a resulting title policy for such rights or ownership. NOTE: Notwithstanding anything to the contrary in this commitment/report, if the policy to be issued is other than an ALTA Owner's Policy (7/1 /21) or ALTA Loan Policy (7/1/21 the policy may not contain an clause, or the terms of the arbitration clause may be different from those set forth in this commitmentireport. If the policy does contain an arbitration clause. and the Amount of lnsuranct'? is less than the amount, if any. set forth in the arbitration clause, all arbitrab!e matters shaJI be arbitrated at the option of either the Company or the Insured as the exclusive remedy of the parties. NOTE: The map, if any, attached hereto is subject to the following disclaimer: Stewart Title Company do:es not represent this plat as a survey of the land indicated hereon, although believed to be correct, no liability is assumed as to the accuracy thereof. mis page ls only a part of a 2021 ALTA' Commitment for nae Insurance. This Commi/ment ls not valid without the Notice; the Commitment to Issue Policy; the Comml/ment Conditions; Schedule A; Schedule B, Part I • Requirements; and Scredule B, Part II -Exceptions: and a countersignature by the Company or its issuing sgent that may be in e/ectronfc form. Copyright 2021 American land I itle Association. All rights reserved. The use of !his Form (or any derivativ~ thereof) is restricted to AL TA Ucensees and Al TA members in good standing as of the date of use. All other uses are prohibited. Reprinted under license from me American Land Trtle Association. File No.: ·1892882 ALTA CommitmentforTi'.le insurance Schedule Bl! (07-01-202'1) Page 9 of 9 \nitial Initial lnitial J AMERICAN LANO TITLE ASS(JC:ATlO~J ---PAGE BREAK--- Stewart Title Guaranty Company Privacy Notice Stewart Title Companies WHAT DO THE STEWART TITLE COMPANIES DO WITH YOUR PERSONAL INFORMATION? Federal and applicable state law and regulations give consumers the right to limit some but not all sharing. Federal and applicable state law regulations also reQuire us to tell you how we collect, share, and protect your personal_infonnation. Please read this notice carefully lo understand how we use your personal information. This privacy notice is distributed on behalf of the Stewart Title Guaranty Company and its title affiliates (the Stewart TiHe Companies), pursuant to ntle V of the Gramm-Leach-Bliley Act (GLBA). The types of persona! information we collect .and share depend on the product or service that you have sought through us. This information can include social security numbers and driver's license number. All financial companies, such as the Stewart Title Companies, need to share customers' personal information to run their everyday business-to process transactions and maintain customer accounts. In the section below, we list the reasons that we can share customers' personal information; the reasons that we choose to share; and whether you can limn: this sharing. Reasons we can share your personal information. Do we share Can you limit this sharing? For our everyday business purposes- to process your transactions and maintain your account. This may include running the business and Yes No managing customer accounts, such as processing transactions, mailing, and auditing services, and responding to court orders and legal investigations. For our marketing purposes-- to offer our products and services to Yes No you. For joint marketing with other financial companies No We don't share For our affiliates· everyday business purposes- information about your transactions and experiences. Affiliates are companies related by common ownership or control. They can be financial and non-financial compan!es. Our affiliates may include companies with a Stewart name: Yes No financial companies, such as Stewert Title Company For our affiliates' everyday business purposes-- information about No We don't share your creditworthiness. For our affiliates to market to you - For your convenience, Stewa;i Yes Yes. send your first and last name, the eman has developed a means for you to opt out from its affiliates marketing address used in your transaction, your Stewart file even though such mechanism is not legally required. number and the Stewart office location that is handling your transaction by email to [EMAIL REDACTED] or fax to 1-[PHONE REDACTED] . For non-affiliates to market to you. Non-affiliates are companies not No We don't share related by common ownership or control. They can be financial and non-financial companies. We may disclose your personal information to our affiliates or to non-affiliates as permitted by law. If you request a transaction with a non-affiliate, such as a third party insurance company, we will disclose your personal information to that non-affiliate. [We do not control their subsequent use of information, and suggest you refer to their privacy notices.] SHARING PR..e..(;TfCES How often do the Stewart Title Companies notify me We must notify you about our sharing practices when you request a transaction. about their practices? Ho~ do the Stewart Title Companies protect my To protect your personal information from unauthorized access and use, we use personcil information? security measures that comply with federal law. These measures include computer, file, and building safeguards. How do lhe Stewart Title Companies collect my We collect your personal information, for example, when you personal information? request insurance-related services provide such information to us We also collect your persona! information from others, such as the real estate agent or lender involved in your transaction, credit reporting agencies, affiliates or other companfes. 11'/ha~ sharing can ! iimit? Although federal and state law give you the right to limit sharing opt out) in cert?ln instances, we do not share your personal Information in those instances. Conteci• us: If you have any qu~stions tibuut this p;·Jvacy no?ic'3, phHs,:, conta-::r. us at: Stewart Title Guaranty Compc1ny, ·1350 Post Oak Blvd., Ste. 100, Pri',acy 0-rficer, Houston, 77056 Ff/e i'Jo.: '1892882 Revised 01-01-2020 ---PAGE BREAK--- Effective Date: January 1, 2020 Privacy Notice for California Residents Pursuant to the California Consumer Privacy Act of 20'18 ("CCPA"). Stewart Information Services Corporation and its subsidiary companies (collectively, "Stewart") are providing this Privacy Notice for California Residenw ("CCPA Notice"). This CCPA Notice supplements the information contained in Stewart's existing privacy notice and applies solely to all visitors, users and others who reside in the State of California or are considered California Residents ("consumers' or "you"). Terms used but not defined shall have the meaning ascribed to them in the CCPA. Information Stewart Collects Stewart collects information that identifies, relates to, describes, references, is capable of being associated with, or could reasonably be linked, directly or indirectly, with a particular consumer, household, or device. Most of the information that Stewart collects in the course of its regular business is already protected pursuant to the Gramm-Leach-Bliley Act (GLBA). Additionally, much of this information comes from government records or other information already in the public domain. Personal information under the CCPA does not include: o Publicly available information from government records. ~ Deidentified or aggregated consumer information. Certain personal Information protected by other sector-specific federal or carrfomia laws, including but not limited to the Fair Credit Reporting Act (FCRA), GLBA and California Financial Information Privacy Act (FIPA). Specifically, Stewart has collected the following categories of personal information from consumers within the last twelve (12) months: Category E;;;ampl s Collected? 'A real name, alias, postal address, unique personal identifier, online identifier, Internet Identifiers. Protocol address, email address, account name, Social Security number, driver's YES icense number, passport number, or other similar identifiers. A name, signature, Social Security number, physical characteristics or description. Personal information categories address, telephone number, passport number, driver's license or state identification isted in the Calrfornia Customer card number, insurance policy number, education, employment, employment history, YES Records statute (Cal. Civ. Code§ lbank account number, credit card number, debit card number, or any other financial 1798.B0(e)). information, medical information, or health insurance information. Some personal ~nformation included in this category may overlap with other categories. lAge (40 years or older), race, color, ancestry, national origin, citizenship, religion or C. Protected classification lcreed, marital status, medical condition, physical or mental disability, sex (including haracteristics under California or ~ender, gender identity, gender expression, pregnancy or childbirth and related YES ~ederal law. medical conditions), sexual orientation, veteran or military status, genetic information (including familial genetic information). Commercial information. Records of pemonal property, products or services purchased, obtained, or YES considered, or other purchasing or consuming histories or tendencies. Genetic, physiological, behavioral, and biological characteristics, or activity patterns E. Biometric information. used to extract a template or othe, identifier or identifying information, such as, YES Rngerprints, faceprints, and voiceprints. iris or retina scans, keystroke. gait, or other physical patterns, and sleep, health, or exercise data. Internet or other similar network Browsing history, search history. information on a consumer's interaction with a YES iactivity. ~ ebsite, application, or advertisement. Geolocation data. Physical locatlon or movements. YES H. Sensory data. ~ udlo, eleci:ronlc, visual, thermal, olfactory, or similar information. YES , Professional or employment-related 'Current or past job history or performance evaluations. YES nformatlon. J. Non-public education information Education records directly relateal information relates to ycu. Making a verifiable consumer request does not require you to create an account with Stewart. Resoonse Tlming and Format I/Ve endeavor lo respond to a verifiabl~ consumer request within forty-rive (45) days of its receipt. If we require more time (up to an add!tional 45 days), we will inform you of the reason and extension period in writing. Fiie ·1892882 Re,Ased 01-0·1-2020 ---PAGE BREAK--- A written response will be delivered by mail or electronically, at your option. Any disclosures we provide will only cover the 12-month period preceding the verifiable consumer request's receipt The response we provide will also explain the reasons we cannot comply with a request, if applicable. For data portability requests, we will select a format to provide your personal infonnalion that is readily useable and should allow you to !ransmit1he information from one entity to another entity without hindrance. Stewart does not charge a fee to process or respond to your verifiable consumer request unless it is excessive, repetitive, or manifestly unfounded. If we determine that the request warrants a fee, we will ten you why we made. that decision and provide you with a cost estimate before completing your request. Non-Discrimination Stewart wi!I not discriminate against you for exercising any of your CCPA rights. Unless permitted by the CCPA, we will not: Deny you goods or services. Charge you a different prices or rates for goods or services, inciuding through granting discounts or other benefits, or imposing penalties. " Provide you a different level or quality of goods or services. ~ Suggest that you may receive a different price or rate for goods or services or a different level or quality of goods or services. Changes to Our Privacy Notice Stewart reserves the right to amend this priva.cy notice at our discretion and a[ any time. When we make changes to this privacy notice, we will post the updated notice on Stewart's website and update the notice's effective date. Your continuad use of Stewart's website foliowing the posting of changes constitutes your acceptance of such changes. Contact lnfonnation If you have questions or comments about this notice, the ways in which Stewart collects and uses your information described here, your choices and rights regarding such use, or wish to exercise your rights under California law, please do not hesitate to contact us at: Phone: Website: Email: Toll Free at 1-[PHONE REDACTED] http://ste ·rortcom/ccpa [EMAIL REDACTED] Postal Address: Stewart Information Services Corporation l=ile No.: 1892882 Attn: Mary Thomas, Deputy Chief Compliance Officer 1360 Post Oak Blvd Ste. 100. MC #14-1 Houston, TX 77056 Revised 01-01-2020 ---PAGE BREAK--- Portion N1/2 NE1/4, Section 27, T13N"R25E, MD&M ~ 10 22 , u _ 1 I I lJI 'I , ~ • . I I i I o':rf Aa. - I 1 H_2$0_1 \ J t> g I ' . Ii s: ~ ~ r. / ~ i I I~ 7 _ MC/4 @ !0.77t,c &.1!12t~e 27 1•110.&f" -=r\rr • _ 7 . - ) L ii'·' j I - - I I r--r . I . _l _ ~ I I I ~ I r-1.1 ,-c;OOI r· ,q i,V~i· ~ l © Pt 0 ~ : i l\.,ii I I @ I - - 11- . - \ 8 ~ I M 'f I· 8 \ I ~lit~ u• a1t.kc:t.,1tn-d!ftt.t. ttwM,t11T11WJ"' .n,ul!IJWNl.pl(..ouft~ CrTY OF YERINGTON 1 t.oc.,tlon Mdp Map !:lcmonl~ ·•1~,2014 u ~ 1 I ---PAGE BREAK--- Denson Surveying, Inc Rick Christian 24 Austin St Yerington, NV 89447 208 Investments, LLC P.O. Box 307 Verdi, NV 89439 Alfred & Olga Babineau 1400 W. 13th St. Spc 20 Upland, CA 91786 Nicholas & Margaret 4 Fairway Dr Yerington, NV 89447 Steven Ward 11 Cottonwood Dr Yerington, NV 89447 Lotus & Peggy Rubert 8 Fairway Dr Yerington, NV 89447 Mark & Diana Moore 23 Cottonwood Ct Yerington, NV 89447 Margaret Prachar & Karen Hardesty 22 Maple Dr Yerington, NV 89447 Michael Roberson 16 Fairway Dr Yerington, NV 89447 Quilici Family Enterprises, LLC 722 Willington Dr Spring Creek, NV 89815 Stephen & Sharon Alexander 13 Fairway Dr Yerington, NV 89447 Janice Shipley 19 Fairway Dr Yerington, NV 89447 Maria Rangel 528 S. Main St Sp 8 Yerington, NV 89447 Jerieth & Kayla Mueller 10 Cottonwood Ct Yerington, NV 89447 Barbara Shipley 10 Fairway Dr Yerington, NV 89447 Shawn & Kathleen Clanton 14 Fairway Dr Yerington, NV 89447 Janice Shoemaker 32 Maple Dr Yerington, NV 89447 Lora Bakker 214 W. 8th ST Antioch, CA 94509 ---PAGE BREAK--- ---PAGE BREAK--- ---PAGE BREAK--- ---PAGE BREAK--- 14 East Goldfield Avenue, Yerington, Nevada 89447 PHONE: (775) 463-35 1 l WEBSITE: www.yerington.net FAX: (775) 463-2284 The City of Yerington is an Equal Opportunity Provider E. Abandoned, Discarded or Unused Objects: Abandoned, discarded or unused objects or equipment such as machinery, fumihire, stoves, household appliances, cans, containers" boxes, waste, old building materials, trash and other refuse. (1973 Code§ 8.12.010; and Ord. 06-07, 12-11-2006) F. Outside Storage: Outside storage of vehicles, equipment, building materials and other property, unless fully screened from vie\v from outside the property and fully enclosed. G. Smoke or Air Pollution: Excessive emission of dense smoke and air pollution caused by excessive soot, cinders, fly ash, dust, noxious acids, fumes and gases within the city. H. Noise: Excessive noise which is injurious to health or which interferes unreasonably with the comfortable enjoyment oflife or property ·within the city. (l 973 Code § 8.12.010) *Trash/Garbage needs removed from truck parked in front of property; removal of unregistered/unlicensed vehicles; household/commercial trash and junk must be removed Pursuant to City Municipal Code 4-2-1, this letter serves as a Notice of Violation for the property at l 19 S. West Street. You have fourteen (14) days from the date of this mailing or servicing to commence abatement of the nuisance of diminution in value of property in the neighborhood in which the premises is located. Failure to abate the nuisance will result in further action including misdemeanor fines of up to $1,000.00 per day (Municipal Code: 1-4-l(b). You have the right to file an appeal in writing to the Yerington City Council within the fourteen (14) day period. Robert Switzer City Manager cc: Mayor and City Council Members Chuck Zumpfi, Esq., Minden Lawyers, LLC PRESERVING OUR HIS fOR V Wl-llLE OUR FUTURE ---PAGE BREAK--- YOFYER[t;GTON (CE DEPART1'1ENT IF DARREN WAGNER SMAIN ST CNGTON NV 8944 7 2 4 5 6 7 8 9 IO I I , 12 13 14 15 16 17 lg ' 19 20 21 22 23 24 1· 25 I 26 j 27 28 I I ST A TE OF NEV ADA ) )ss: NEV ADA SHERIFF'S RETURN ) Jl J COUNTY OF LYON I, • J , /ftlf t:tn,,, , hereby certify that I served the within Summons, by showing the said within certified copy of an original to the person named therein, and delivering a true copy thereof to the said person, personally. on the 9lf fl... day of . 10n. ~ ignature of Person Making Service [l_-fl:cer J. 1-f-d~ fJ-ltJ'-/ Title ---PAGE BREAK--- ---PAGE BREAK--- ---PAGE BREAK--- ---PAGE BREAK--- ---PAGE BREAK--- t!f . ' ---PAGE BREAK--- . ---PAGE BREAK--- ---PAGE BREAK--- ---PAGE BREAK--- AMENDMENT TO INTERLOCAL CONTRACT WITH THE CITY OF YERINGTON This agreement ("Amendment is made and entered into this day of November 2023 and amends that certain lnterlocal Contract (the "lnterlocal Contract") entered January 2, 2007, by and between Willowcreek General Improvement District (the "GID"), a political subdivision existing under and by virtue of the laws of the State of Nevada, and the City of Yerington (the "City"), an incorporated city within the State of Nevada. RECITALS 1. WHEREAS, The GID and the City entered into the lnterlocal Contract on January 2, 2007, to allow sewer flow from the Grand Estates subdivision in Yerington to enter the GID and be treated at the wastewater treatment plant, located at the corner of Silverado Road and Scarsdale Road in Yerington; and 2. WHEREAS, the lnterlocal Contract states the City shall collect connection fees at the time of a final map. 3. WHEREAS, on July 19, 2007, the Willowcreek General Improvement District Board of Trustees passed, approved, and adopted Resolution 07-15, which amended the Willowcreek GID Water and Wastewater Regulations to provide that sewer and water connection fees are to be paid at the time of each new water and sewer connection; and 4. WHEREAS, the Grand Estates lift station and force main are maintained and operated by the City, and it is commonly known that sewage at the end of a force main can produce a significant odor and cause corrosion problems; and 5. WHEREAS, the GID and the City wish to amend the lnterlocal Contract to accommodate the amendment to the Willowcreek GID Water and Wastewater Regulations that was adopted after the lnterlocal Contract was entered and to address potential excessive odor and corrosion concerns at or above hydrogen sulfide levels of 50 mg/I. NOW, THEREFORE, in consideration of the foregoing and the mutual promises and undertaking stated herein, the parties agree as follows : 1. The City will assess and collect connection fees just prior to issuing a building permit and transmit this fee to the GID within 30 days of collection. 1 ---PAGE BREAK--- 2. The City will monitor the manhole where the Grand Estates sewer force main enters the GID for excessive odors and signs of corrosion when hydrogen sulfide levels are at or above 50 mg/I. If odors or corrosion are present, the City will remedy the situation as soon as possible by whatever means necessary, including, but not limited to, adjusting the Grand Estates lift station operational parameters and/or providing odor and corrosion control measures, including, but not limited to, chemical treatment and/or mechanical additions or revisions to the manhole. 3. All other terms and conditions of the lnterlocal Contract not modified in this Amendment shall remain in full force and effect and be considered herein as part of this Amendment IN WITNESS WHEREOF, the parties executed this Amendment #1 as of the date first written above. GID: Willowcreek General Improvement District, a political subdivision of the State of Nevada Dave Hockaday, Chair-Willowcreek General Improvement District Date Attest: Lyon County Clerk City: City of Yerington, an incorporated city within the State of Nevada John Garry, Mayor - City of Yerington Date Attest: City Clerk 2 ---PAGE BREAK--- ---PAGE BREAK--- ---PAGE BREAK--- crT~Y C)F \'ERtr lGTOi\Jl f\JV POLICF DtP,~R.TMEf\JT A.SSESSME-NT /\UGUST - OCTOBER 2023 ---PAGE BREAK--- \ City of Yerington, Nevada Police Department Assessment Framing Future Operational Standards and The Delivery of Police Services Ted Stec - City Police Consultant August - October, 2023 CONTENTS Introduction II Research Methods/ Data Sources 111 Overall State of the Yerington Police Department IV Community Public Safety Survey V Training and Compliance VI Employee Evaluations VII Mission Statement, Motto, Core Values VIII Fact Check IX Vehicle Fleet X Grant Funding XI Miscellaneous Information XII Conclusion 2 5 6 41 46 50 52 53 55 56 58 58 Page 2 of 58 ---PAGE BREAK--- I City of Yerington, Nevada Police Department Assessment Framing Future Operational Standards and The Delivery of Police Services Ted Stec - City Police Consultant August - October, 2023 I. Introduction Following a 4-0 vote from City Council on July, 24, 2023, I was hired on a short-term basis to conduct an assessment of the Yerington Police Department and subsequently provide a report that includes technical assistance. This document represents that report. Implications We would all be heroes if this report delivered great news only; perhaps just subtle recommendations and a pathway to save a great deal of money while not cutting the delivery of police services. This, however, is not realistic nor will be the case here. Instead, I have some difficult but nonetheless important news to deliver but trust that doing so will prove valuable moving forward. Target Audience Although this report is target specific for the city's management team (i.e. Mayor, Councilmembers, City Manager) and every member of the police department, the community may find it of great value and interest, as well. First, there was a level of participation from the Community Public Safety Survey and the results are represented later in this report. Secondly, aspects on the function and framework of the police department are represented along with some technical assistance. The community becoming familiar with these details and partnering with the police department is an effective way to create community consensus on establishing reasonable public safety goals. This report aims to be presented in a fashion that speaks to a broad audience. The narrative will attempt to be void of police jargon, acronyms, and material not appropriate for public consumption. Attention will be given to briefly explain words and terms that are mostly used in the profession of law enforcement to foster community understanding. The report will provide direction, technical assistance, leader and follower tips, and best practices. It will also confront rumors and speculation, as conjectures not addressed quickly tend to fester and cause harm in organizations and individuals alike. Background I was informed the need for such an assessment was based on the city's sincere desire to support the police department but with uncertainty on how best to do so. The city felt it had been responsive to recent requests for new police vehicles, safety equipment, firearms, a non-lethal platform, a K9 program, evidence storage measures, and more. Questions lingered, however, concerning what level of support was reasonable and how best to move forward on future decision-making. The police chief had requested assistance previously with the police department's organizational structure. On occasion, city management members received information from some police officers who questioned certain internal processes and the leadership style inside the police department. Page 3 of 58 ---PAGE BREAK--- l / \ ) City of Yerington, Nevada Police Department Assessment Framing Future Operational Standards and The Delivery of Police Services Ted Stec - City Polio• Consultant August - October, 2023 Those asking for assistance and questioning internal processes did not file official, written grievances and there were no allegations of a criminal nature. The city found it challenging to determine the veracity of comments and needs. The city last year provided an internal survey for the police department to help ferret out helpful information. Simple changes began to occur in the areas of building maintenance, cleanliness, and enhanced communication. Though these minor changes were acknowledged and appreciated, the city felt compelled to dive deeper and close the loop on any lingering issues, reported or not. An objective assessment of the police department from an outside source was deemed appropriate for the city and on behalf of the community it serves. The crippling effects of the recent pandemic were also mentioned. Those challenges represent another piece that tends to support an assessment to help ensure a pandemic rebound and a healthy police agency moving forward. I am confident from my experiences that the pandemic to a certain extent caused people to act out and say things they ordinarily would not have. It was a confusing, frustrating, and concerning period of time to say the least. That setting saw a number of different deployment strategies from law enforcement agencies across the nation that were simply trying to find the right balance under an unpredictable environment. But, in reality, true balance was not achievable. So as to not cloud decisions moving forward, I am suggesting everyone separate feelings, opinions, grudges, and political views reached during the pandemic from this post-pandemic period. Study the assessment and look through a lens that focuses on local law enforcement today and moving forward. City Councilmember One-on-Ones Each manager related a sincere interest in supporting law enforcement to ensure a safe community. The majority preferred retaining the police department and simply working toward fine tuning it after receiving technical assistance from the assessment. There was some contemplation about contracting out police services to the local Sheriff's Office. The thoughts in support were speculative in nature and perhaps flavored a bit with potential preference but all together, a topic that emerges now and then in various jurisdictions. Caution should be exercised on outwardly and continually talking about contracting out as doing so undermines recruiting and retention efforts, the confidence and morale of those working for the police department, and can also divide the community. The city management team should all be commended for their curiosity and having the courage to be assessed by an outside source knowing that potentially unflattering and difficult information to deal with could be revealed. Their actions demonstrate proper governance - accountability and transparency. Additional thoughts expressed during my individual conversations with this group consisted of determining the effectiveness of the police department from the top-down. Learning about Page 4 of 58 ---PAGE BREAK--- . , City of Yerington, Nevada Police Department Assessment Framing Future Operational Standards and The Delivery of Police Services Ted Stec- City Police Consultant August - October, 2023 leadership styles, command presence, what's most effective for this city, and the typical reasons police officers complain (i.e. sincere or contrived?). What type of accountability measures should be in place that perhaps members of the community and the police department would appreciate? Would GPS on police cars be reasonable? Do we really need a K9 and, if so, what data should we expect to justify the program? What is the promotional process and are we effectively preparing officers? Are the minimum standards normal therefore, creating a safety net that prevents an under-qualified officer from promoting too soon and thus, failing? What is the process of separating rumors from facts? Are we buying locally and using local services whenever reasonable? Are crime statistics being gathered, entered in a timely fashion, and forwarded to requesting data collecting agencies? What is the typical flow and efficiency of report writing and approval? Are solvable cases moving forward? What level of oversight and autonomy do the officers experience? Is the agency consistently in state training compliance and what types of training are they receiving? Is the department capable of being more visible to deter crime and provide the sense of safety to the community? Can the drug problem be addressed more vigorously? Can there be a greater social media presence to keep the community informed? By way of comparison, are officers in other agencies more productive? Should a "good of' boy" system or similar be present, that must stop. This document presents research on the Yerington Police Department as well as details on various parts that make up and drive the organization. In particular, from a macro perspective, the discussion involves: la. The State of the Yerington Police Department 1. Operational Standards 2. Support Services 3. Organizational Structure 4. Policy and Directives 5. Mission, Vision, Core Values The research focused on assessing crucial areas first and with any project time remaining, address the number of thoughts city management had conveyed. Likely not all questions have been answered herein but a significant number has. The project had a deadline to keep and the importance of providing the discoveries thus far to act upon sooner rather than later was important. II. Research Methods/Data Sources Such an analysis must take into account various diverse data sources. These need to entail information from stakeholders, as well. The following is a list of data sources used in this study. This is not a comprehensive list: 1. Policy Manual 2. Organizational Chart 3. Budget 4. Training Records Page 5 of 58 ---PAGE BREAK--- \ I City of Yerington, Nevada Police Department Assessment Framing Future Operational Standards and The Delivery of Police Services Ted Stec - City Pnlir.e Consultant August - October, 2023 5. Vehicle Fleet 6. Employee one-on-ones 7. City Manager/ City Councilmember one-on-ones 8. Community survey 9. Executive and leadership training 10. Professional experiences as a law enforcement executive 11. Small agency guide review The following aims to provide useful information that will assist the city management team with making the critical decisions of how best to provide police services in the City of Yerington. Ila. Thought Provoking Statements Broadening the thought processes 1. Scaling - focusing on the police department to get more out of it in terms of serving the community while keeping costs from rising at an equal level 2. With community support, pivoting toward a new Mission, set of goals, core values, and a progressive organizational chart and deployment strategy that clearly falls under a leading community-based or community-oriented policing (COPS) model. a) Per the USDOJ, community policing is a philosophy that promotes organizational strategies that support the systematic use of partnerships and problem-solving techniques to proactively address the immediate conditions that give rise to public safety issues such as crime, social disorder, and fear of crime. 3. Understanding what's important to the community. Immediate recognition and robust responses to spikes in crime and quality-of-life concerns. 4. A mix of sworn and non-sworn personnel strategy - problem solvers Ill. Overall State of the Yerington Police Department Illa. Sir Robert Peel: Back in 1829, Sir Robert Peel established the London Metropolitan Police Force. He became known as the "Father of Modern Policing," and his commissioners established the list of policing principles that remain as crucial and urgent today as they were two centuries ago. Sir Robert Peel's Policing Principles - Law Enforcement Action Partnership Peel's three core ideas are below, which should be helpful while contemplating what you feel might be best for the Yerington Police Department in terms of the delivery of police services: Page 6 of 58 ---PAGE BREAK--- I ) City of Yerington, Nevada Police Department Assessment Framing Future Operational Standards and The Delivery of Police Services Ted Stec- City Police Consultant August - October, 2023 1. The goal is preventing crime, not catching criminals. If the police stop crime before it happens, we don't have to punish citizens or suppress their rights. An effective police department doesn't have high arrest stats; its community has low crime rates. 2. The key to preventing crime is earning public support. Every community member must share the responsibility of preventing crime, as if they were all volunteer members of the force. They will only accept this responsibility if the community supports and trusts the police. 3. The police earn public support by respecting community principles. Winning public approval requires hard work to build reputation: enforcing the laws impartially, hiring officers who represent and understand the community, and using force only as a last resort. Recommendations o Introduce the Peel Policing principles and core ideas o Let others who are capable and interested augment certain duties and projects on behalf of the department Discussion As a conversation starter, reveal the stunning, historical information above both internally and externally. It is quite impressive that the purpose of policing was so eloquently stated in the 1800's and remains substantially relevant today. Weave the message and principles into your everyday policing philosophy. It needs to permeate recruitment, retention, policy development, training, deployment, evaluations, and so on. Should a police applicant or current employee not be moved by this information or simply fails to embrace it, they likely should not be part of the Yerington Police Department. Realize here and throughout this report that some of my recommendations are easier said than done and in no way, unless otherwise stated, are criticism of anyone. We're simply the government in action and working toward an adjusted game plan that will take time but aims to better serve the community. Some of these recommendations could be all or in part developed by volunteers, student work groups, or service organization sub- groups. Let others who are capable and interested augment certain duties and projects on behalf of the department. lllb. The Yerington Police Department webpage 1. None 2. City webpage has a Public Safety tab Recommendations o Edit City's webpage o Create an inviting and responsive Police Department webpage Page 7 of 58 ---PAGE BREAK--- \ i . ) City of Yerington, Nevada Police Department Assessment Framing Future Operational Standards and The Delivery of Police Services Ted Stec - City Police Consultant August - October, 2023 Discussion A search of the city's webpage does not reveal immediate police access. A user must search. Under the Government tab revealed a busy but important list. It included two "Public Safety" bullet points: 1) Public Safety Committee and 2) Public Safety. "Public Safety Committee": "What is that?" a citizen might think. The website does not provide an explanation or accomplishments on what seemingly would be interpreted as something good for the community. "Public Safety": Replace with "Police". This bullet point for law enforcement should not be included where it is - buried and combined with non-police items. This is simply due to the nature on which the public contacts the police. Think emergency here and the hesitation in some instances to report. A current practice beyond the traditional, long-standing "911" call is now reaching out to the police via text and social media platforms to include on bonified "911" calls. Further, victims of certain crimes cal') feel shame and guilt, which makes contacting the police a very difficult task for them. Therefore, careful consideration and efforts must be made to ensure it is very easy, flexible, and inviting to reach the police. Create a POLICE tab that is prominent the moment a user accesses the city's website considering that, yes, someone just might need immediate assistance and for whatever reason chooses the city website for help. A user selecting that POLICE tab would then be directed to the police department's website. The police department must have its own, robust website that provides a host of helpful information that serves a diverse user population. Start reviewing a number of law enforcement websites, taking note of page layout, features, tools, and more. Also determine any ADA requirements while developing the new website. Here are just a handful of basic headings for a law enforcement webpage that when completed can be helpful, enhance the department's image and level of communication, and even foster recruitment: o Department Overview o Mission Statement o Vision Statement (Optional) o Core Values o Motto o Goals o Recruitment/ Jobs/ Online application o Send us a message or a tip o Complete your own {non-emergency) crime report o Photo Gallery o Press Releases Page 8 of 58 ---PAGE BREAK--- 1 ' I J I City of Yerington, Nevada Police Department Assessment Framing Future Operational Standards and The Delivery of Police Services Ted Stec - City Police Consultant August - October, 2023 o Social Media links o Department Policy link Ille. Department Policy Manual 1. It is 20-plus years old 2. No link to it on the website Recommendations o Embrace but augment current policy; or o Select a new vendor Discussion Despite its age, the policy is functional and with substantial guidance that still stands strong today. Following it in conjunction with legal updates from various sources, certified training officers receive on an on-going basis, administrative directives from the chief regarding new laws (i.e. duty to intervene, body-worn-camera use), proper field supervision, and, of course, use of common sense, would tend to keep officers out of legal trouble. Risk here, however, still exists. Having an old policy is ripe for litigation should there be some type of incident that finds its way into the courts. The old policy would be gone over with a fine- tooth comb and relevant inconsistencies, if any, could be highlighted. Beyond the published date of a policy manual, officers receive updates and training. They are required to follow current standards and refrain from falling back on old or outdated material. The best practice, however, is to have a modern policy with a responsive feature that pushes out updates in existing policy, new policies, along with quizzes and attestations. I reviewed the bulk of the policy manual to include the critical or high-risk policies along with others germane to my research: o Use-of-force (UOF) o Officer-Involved-Shooting (OIS) o Firearms, Less-Lethal o Pursuits o Organizational Chart o Mission.Statement o Code of Ethics, General Rules, Conduct o Press Relations o Mandatory notification list Page 9 of 58 ---PAGE BREAK--- City of Yerington, Nevada Police Department Assessment Framing Future Operational Standards and The Delivery of Police Services Ted Stec - City Pnlir:P C:nnsultant August - October, 2023 I see three choices here on how to address this old policy: 1) Should the chief feel the current policy has been working well to include no reported conflicts, continue moving forward with necessary administrative updates and ensure a robust training program. 2) Extract out the critical policies for insurance pool review. Should changes be recommended, do so immediately, continue moving forward with necessary administrative updates, and ensure a robust training program. 3) Move to Lexipol - Public Safety Policy and Training Solutions. Lexipol policy has been around for a long time. Here are the pros and cons from my use and management of the system: Pros: Competent, relevant, thorough, policy+ training+ risk reduction+ litigation support; Sourcewell vendor, State of Nevada recognized; insurance provider supported; potential financial assistance eligible through insurance company, the state, and grants Cons: Cost of the policy, ongoing maintenance fees, an increase in staffing to properly manage the program Although I used "Cons" above, this was just for illustrative purposes. There really are not any cons of Lexipol when considering the clear measurables delivered early on after the roll out plus the risk reduction value. What exists are just challenges. The roll out demands a particularly skilled, nearly full-time employee for many months. It also involves every employee of the police department to steadily engage with the new policies being rolled out, report suggestions, and then accept. After the roll out, the skilled employee remains and continues to manage the program, maximizing all of the features that assist the department. Managing it never ends. But, once the skilled employee is proficient and has all systems working full-speed-ahead, some room becomes available to accept other responsibilities in the department (i.e. PIO, Property & Evidence, Administrative Services). Failure occurs when the wrong person is assigned to manage the program or when an existing full-time employee is saddled with trying to "fit it in" between other duties. Another potential failure is not having an adequate supervisor in charge to ensure the program is supported and running as intended. As of the writing of this report, I learned about another law enforcement agency that subscribed to Lexipol but fell short on the ongoing management piece, further illustrating points made here about ensuring the right people are in charge of it. Policy is not something you buy to satisfy a checklist or to get a pat on the back but rather, it is a living, breathing, essential set of documents on which the police agency pledges to follow. Page 10 of58 ---PAGE BREAK--- City of Yerington, Nevada Police Department Assessment Framing Future Operational Standards and The Delivery of Police Services Ted Stec - City Police Consultant August - October, 2023 The digital training feature is called, Daily Training Bulletins or DTBs. They are just a logon and click away to begin. Lexi pol provides policy reviews, scenarios, legal updates, and more. The process is electronically captured for the training and compliance records. I reached out to Lexi pol for a proposal. Note: I am not on the Lexipol Board nor have financial interest in the company: Implementation Project: This is a one-time cost of just under $20,000.00. It involves Lexipol doing the heavy lifting. A rep rolls out under 10 policies a week for the chief and designees to approve. Some editing can occur. It takes about 6-9 months to approve the entire Lexipol Policy Manual. When agencies handle the implementation themselves, on average it takes much longer to finish. The roll out consists of five phases: 1. High-Risk Policies 2. High-Liability Policies 3. Daily Operations Policies 4. Personnel Protection Policies 5. Operational Consistency Policies The ongoing maintenance and features annual subscription cost is about $7,800.00. llld. International Associations of Chiefs of Police (IACP) - Smaller Police Departments Technical Assistance Program - Best Practices Guide - Budgeting in Small Police Agencies by W. Dwayne Orrick. Recommendation o Consider these helpful excerpts while contemplating the delivery of police services here in Yerington, NV: Discussion Staffing Levels Once staffing levels have been established, the department should compare its salary and benefits package to other agencies in the surrounding area. Studies have shown money is not a motivator, but absence of money is a de-motivator. It is important to keep pace with the pay schedule. Employee turnover Traditionally, staff turnover has been considered a cost of doing business. The expenditures do not appear as a line item. Little attention is given to the cost of losing an experienced employee. Many smaller agencies become "training grounds" for larger agencies or private companies. Page 11 of 58 ---PAGE BREAK--- City of Yerington, Nevada Police Department Assessment Framing Future Operational Standards and The Delivery of Police Services Ted Stec- City Police Consultant August - October, 2023 Economic Development More communities are starting to realize public safety is an issue of economic and industrial development. Businesses looking to locate or expand operations examine the quality of life in communities. The ability of the police to address citizen's fear of crime can influence the perception of the community as a whole. Ille. Police Department Details Recommendations o Shore up the organizational chart o Bring Position Descriptions (aka: Job Descriptions) up-to-date o Chief disengage from non-chief duties o Chief re-engage in chief related duties o A reset of the recent investigator position created o City Councilmember et al mindfulness o Back-up plan - shared access o Training and support for Administrative Services o Police Department building o Property and Evidence intervention/ management/ audits o Body Worn Camera (BWC) contract/ management/ audits o Recruitment/ Over hire strategy Discussion I found the staff at the police department helpful with the assessment. All appeared candid and expressed eagerness at the potential of making some positive changes. They are willing to help and appeared capable of providing excellent service within their individual levels of training and experience. They expressed a sincere interest in policing here in Yerington. Total authorized sworn is one police chief and eight police officers for the 24/7 operation. Police officer field deployment, however, is currently down two positions. Of the six current police officers, one is a recent hire therefore, considered probationary. The police department's organizational chart reveals past police lieutenant and sergeant positions. 1 - Police Chief Darren Wagner 0 - Police Lieutenant (vacant since 2007) 0 - Police Sergeant (vacant since approx. 2000-2001) 1 - Police Officer/ FTO /Investigator/ Brandon Coombs 1 - Police Officer/ FTO / SRO / Nicholas Wisner 1 - Police Officer Richard Jennerjohn 1 - Police Officer Jeremiah Brown 1 - Police Officer Andrew Sanabia 1- Police Officer/ K9 / Jarrod Adams Page 12 of 58 ---PAGE BREAK--- City of Yerington, Nevada Police Department Assessment Framing Future Operational Standards and The Delivery of Police Services Ted Stec - City Police Consultant August - October, 2023 1 - Police Officer (vacant) 1 - Police Officer (vacant) There are no supplemental positions such as reserve police officers, non-sworn code enforcement officers, parking enforcement officers, or volunteers. Deployment The approved eight officer positions falls short of being able to provide the community with two patrol officers for each 12-hour shift throughout the year. Officers frequently work solo, which dramatically changes deployment strategies and tends to trigger citizens' complaints or at least, dissatisfaction. The community generally expects high visibility from its police, quick response times, and the efficient tackling of reported issues. They are typically not in the mood to hear the excuse that only one officer is on the street. They expect better. Running solo also interrupts the duties of the chief and the new investigator, who temporarily must stop what they are doing to assist the solo patrol officer or even work a shift. More to follow on this topic. Population vs Service Population The research revealed a demographer recently placed the city population at about 3,500. City officials, however, have a sense that the population is actually broader. For law enforcement in terms of determining minimum deployment standards, it is important to recognize the likely service population. Beyond those who reside in the city include daily influx, tourism, events, and migrant workers. The city footprint has grown over the years and is estimated to be at about 29.5 square miles now. This size must also be considered in terms of the daily deployment standards and response times. Chief- Position Description (last edited 4/23/18) DEFINITION: As the department head under administrative direction of the City Manager, directs all regulatory, enforcement and protection activities of the Police Department. The Chief of Police is the chief operating authority in all matters of established department policy and operations. Conducts contact with the public in a manner conducive to good public relations. Key Points o Department Head under the administrative direction of the city manager o Chief has operating authority in all matters of established department policy and operations o Public relations Further Understanding the Basic Role Police Chief-An Executive, a Department Head, who plans, organizes, and runs the police organization; sets the tone and direction, creates policy, operational directives and goals; provides oversight, high level decision making. Receives commensurate training for the role. Page 13 of 58 ---PAGE BREAK--- City of Yerington, Nevada Police Department Assessment Framing Fu.ture Operational Standards and The Delivery of Police Services Ted Stec - City Pulice Consultant August - October, 2023 Lieutenant - Position Description (last edited 4/23/18) DEFINITION: Under general direction as second in command of the Police Department, the Lieutenant's duties are primarily administrative and supervisory in nature along with routine police work. Lieutenant is responsible to the Chief of Police for the effective and efficient operation of investigative and patrol divisions. Key Points o Second-in-command o Responsible to the Chief o Administrative and Supervisory Sergeant {last edited 1/2002) DEFINITION: Under general direction, acts as a shift supervisor in law enforcement, supervising line activities of subordinates, assisting in administrative activities of the department, and all other duties, functions and responsibilities as assigned. May include administrative and supervisory procedures along with routine police work. Key Points o Shift supervisor (also known as Field Supervisor) o Assisting with administrative activities Investigator (last edited 9/2/21) DEFINITION: Under general direction of the Chief of Police, primarily performs assigned investigative work related to either criminal or narcotic investigations. This position is a promotion from a Police Officer but still follows the job description of a Police Officer in addition to this job description. Key Points o Investigates o Promotion but follows the job description of police officer o Ability to perform as a patrol supervisor (under Essential Functions) Position Descriptions and "Job Announcements The aforementioned job descriptions could use refreshing to ensure modern details and minimum qualifications. Updating existing job descriptions would be a fairly easy project since there are so many samples readily available. Open position announcements ought to have a checklist to follow to ensure all proper steps, completeness, and consistency. More to follow under a recruitment section. Organizational Vulnerability The department is lacking a command and supervisory structure, which are essential in a police organization. I did not dive deep into the reason or cause for not filling the lieutenant and sergeant positions since that occurred so long ago. There has been a salary savings for all of Page 14 of 58 ---PAGE BREAK--- ) City of Yerington, Nevada Police Department Assessment Framing Future Operational Standards and The Delivery of Police Services Ted Stec - City Police Consultant August - October, 2023 these years but at some point, failing to fill the positions has expectedly become a problem. In hindsight, perhaps had the department been supported a bit more - incrementally- the bulk of the recommendations herein would not be present. We can only imagine today the increased level of job satisfaction and overall effectiveness of the Yerington Police Department had the organizational chart been followed A police chief taking on non-chief positions and tasks is highly problematic on a number of levels. First, chief level responsibilities suffer. Next, it is ripe for opening the door to criticism a) from folks who innoc.ently do not understand the "why" should they recognize a weakness in the organization b) employees who sense the disorganization and c) anyone internally or externally who chooses to exploit the deficiencies within the organization to further a personal agenda. A chief should look like a chief, act like a chief, and spend the bulk of his time advancing the agency's professional agenda An organization with a faulty structure can cause morale to drop. Low morale is associated with employee turn-over, increased frequency of reported work-related illnesses, and a decline of productivity to name a few. A Policel article titled, What really impacts morale in policing?, dated May, 2022, by Police Commissioner Chris D. Lewis (Ret.), author and subject matter expert, details relevant information on causes of low morale: o Low staffing levels o Poor infrastructure (i.e. technology, vehicles, equipment, and building) o Failed leadership Although police officers are understandably held to a higher standard and the profession is certainly noble, those characteristics do not prevent all misconduct. I am embarrassed to write here that a small percentage engage in regrettable to reprehensible behavior. A police chief on a leadership island so to speak would be substantially hamstrung while attempting to maintain expectations and thus, vulnerable to the sharks. The current chief will announce retirement someday. Without some updating to include the department structure, I suspect the applicant pool might be rather shallow and weak on qualifications. Qualified applicants look deep and measure the and weaknesses of the organization before determining whether or not to apply. The not-so-qualified applicants are just trying to get started, anywhere, and hope their resume shortfalls are not noticed. Considering a not-so-qualified applicant is akin to buying trouble. Lieutenant The rank of lieutenant is versatile and typically considered a middle-management position. It is above the rank of sergeant and is often utilized as the watch commander on patrol, providing technical assistance and oversight to the sergeants. Alternatively, the lieutenant can be purely Page 15 of 58 ---PAGE BREAK--- \ J ) City of Yerington, Nevada Police Department Assessment Framing Future Operational Standards and The Delivery of Police Services Ted Stec - City Police Consultant August - October, 2023 an administrative position. Lieutenants in the past here in Yerington appeared to have had a dual role of administrative work for the chief and assisting patrol. Filling the lieutenant's position would be helpful to the organization and remedy some of what has already been discussed. The gap, however, is that one lieutenant could not cover the 24/7 operation. Meaning, patrol would not have as much support as what is needed and deserved. The former structure that included one lieutenant and one sergeant covered more real estate so to speak but is too vertical and unbalanced in my view although much better than what the organization has today. It also created a sense of succession planning. Should the area increase in service population or demand, so too should the rank and file in the police department. A word of caution here: Skipping rank is risky. Doing so does not guarantee failure but could spell some level of trouble and for a long period of time. A police officer or investigator normally should not promote directly to lieutenant. There are a great deal of experiences - stepping stones - missed by skipping the rank of sergeant. Demonstrating for a period of time excellent work as a bonified sergeant to include superior field supervision, paves the way to a potential successful run at lieutenant or higher. Likewise, excellent work as lieutenant helps set the stage for a promotion to the next higher rank. Sergeant The police chief- the department - would benefit greatly with the addition of two sergeants. Just one would be spread too thin since law enforcement is 24/7 and consequently, the needed leadership would predictably fall short. Sergeants, also known as field supervisors, must be highly competent, motivated, and selfless. They supervise patrol, which is commonly referred to as the backbone of law enforcement agencies. The sergeants lead by example, handle day-to- day operations, provide immediate oversight, satisfy complaints, conduct basic audits, approve reports, and more. They do not need permission from the police chief before making routine or emergency decisions. They are respected problem solvers in the community. They are a buffer to, and a loyal spokesperson of, the police chief. The police chief sets the tone and the direction in the agency and the sergeants in this particular discussion ensure that message. With respect to the selection process for the position of sergeant, this must be taken seriously, even more so than the rank of police officer. A promotion must be earned! This is achieved through hard work over a long period of time, refraining from misconduct, and meeting or preferably exceeding the common minimum standards. Applicants must be able to articulate not only why they have met and exceed the standards but how they would apply this to benefit the agency and the community, as well. The worst time to begin preparing for a promotion or special assignment is near the date the opportunity is published - that's too late. Start preparing now; be versatile and ready to step up to the plate should you be asked, ordered, or have the sincere interest in the position Page' 16 of 58 ---PAGE BREAK--- ' J City of Yerington, Nevada Police Department Assessment Framing Future Operational Standards and The Delivery of Police Services Ted Stec - City Police Consultant August - October, 2023 A promotion should not be exclusively based on seniority, years of service, or the applicant reportedly being close to retirement (i.e. a gift). It should not be given on a hope and a prayer that doing so would somehow miraculously change an officer's history of unwanted or mediocre behavior. It should not be given because someone feels sorry for the applicant for whatever reason or because they are "popular" in town. An agency stuck with an albatross of an officer is not near as consequential as an albatross of a sergeant. Some might have a quizzical reaction about creating a sergeant's position in a small agency. They might feel doing so would create a top-heavy setting while also recognizing that the sergeant might often "only" supervise one or two people compared to the three-six as often seen in larger agencies. They might feel the chief doesn't do enough anyway, so why delegate to sergeants? Although interesting thoughts, following this position through ends up undermining the organization's potential. Regardless of what a chief is or isn't doing or how many officers are on patrol, each officer deserves access and oversight from a patrol sergeant. The community also deserves access as often, the sergeant is recognized and leaned on as the immediate problem solver on instances of needed clarity or issues beyond the police officer's capability or level of authority. Back to Chief The message here, however, is not of delegation to create a cushy, poolside workday for the chief but rather, it is a about opening up the day so the chief can do chief duties - actually increasing focus and work time on the role of the chief. The chief should look like a chief, act like a chief, and spend the bulk of his time advancing the agency's professional agenda. The chief delivers on a larger scale that observant officers, city management, and the community can see and appreciate. The chief, however, would remain aware and be prepared to respond to in-progress crimes and certain emergencies should doing so be helpful. The chief reportedly by necessity has been engaging in non-chief tasks such as reviewing, declining, and approving reports written by officers, acting as a field training officer (FTO), scheduling, range master, vehicle maintenance, working patrol, and responding to assist after- hours. Those duties are best suited for the rank of sergeant. Sergeants make it happen at the patrol level. They receive specific certified training for the position. They are respected and hold a high regard within and outside of the organization. Other reported non-chief tasks the chief handles are pre-employment background and internal affairs investigations. That needs to stop immediately. It is not a good practice to be both the investigator and the final arbitrator. A chief should be delegating these types of tasks to qualified outside sources and simply assess the outcomes to arrive at final dispositions. The chief has also engaged in: o Organizing the police department's role in the Night in the Country Music Festival to include assisting with the Dispatch Center function Page 17 of 58 ---PAGE BREAK--- ) I J City of Yerington, Nevada Police Department Assessment Framing Future Operational Standards and The Delivery of Police Services Ted Stec - City Police Consultant August - October, 2023 o The city's periodic Public Safety Committee meetings o Local Emergency Planning Committee (LEPC) o Nevada Sheriffs and Police Chiefs Association - By-laws Committee o Risk Management Member- Pool Pact o Acquisition of free equipment: Humvee, Bull Dozer, Road Grader, Box Vans o Grant funding: Polaris Razor • o Acquisition of new vehicles, equipment, mobile computers, AEDs, rifles o '911' Surcharge meetings o Special Assignment implementation: SRO, K9, investigator o Instituted Community-Based tasks for patrol: community engagement contacts and Problem-Oriented-Policing (POP) for city code issues Here is a list of chief-related duties that can receive focus once non-chief work ends: o Command Staff- crime control meetings o Strategic Planning o Researching new trends and possibilities o Budget development and management o Seeking, scrutinizing, and developing grant opportunities o Training plan development o Yearly evaluations for direct reports only o Dispositions on alleged employee misconduct o Final hiring decisions o Policy and procedure development o Preparing Staff Reports and presenting to city council o Periodic spot checks and audits o Attending Executive level conferences and training o Community engagement o Attending service and business organization meetings to provide department updates, building relationships and partnerships Police Officers There are currently eight funded police officer positions. One assumes the role of school resource officer (SRO). The school district contributes $30,000 per year to the position. One Officer assumes the investigator's position, which the city funds. There is a recent city funded K9 Officer position that is in its infancy. Putting the cart before the horse Do these special assignments impact patrol? Yes, since the special assignment positions are not backfilled with new police officers, which is preferred to ensure against gaps and thus, better the chances of success. More to follow on this under Investigator. Also, the K9 officer would likely have a modified shift necessary for that unique assignment and perhaps, even lock-up a particular or premier schedule that others might want someday. Page 18 of 58 ---PAGE BREAK--- \ ) City of Yerington, Nevada Police Department Assessment Framing Future Operational Standards and The Delivery of Police Services Ted Stec - City Police Consultant August - October, 2023 All three special assignments, however, are not prohibited from temporarily leaving their specified duties and responding to assist patrol on emergencies. Further, the SRO position tends to handle calls for service in the schools therefore, reducing the impact on patrol. The investigator position can lighten the load on patrol to keep them on the street by taking responsibility of cases that are more complex and thus, time consuming. The K9 special assignment can be an exciting and complementary mixed bag of tricks. One day it might be lightening the load for patrol while the next, consuming a great deal of time under an illicit drug detection type of discovery. All three special assignments have the potential of significant, measurable successes. The SRO provides an extra level of security at the school and a potential of creating positive, professional, long-lasting relationships between the youth, teachers, and the police. It is ideal, when possible, to have some level of positive intervention assisting the youth with smart decision-making that helps them stay out of the criminal justice system. A K9 program can advance officer safety, engage in drug detection, apprehension, search and rescue, and more, depending on the purpose for the program and training received. The investigator receives criminal reports from police officers that require follow up and in doing so, delivers better case closure and conviction rates. District Attorneys greatly appreciate investigators' efforts to essentially cross the T's and dot the l's before case submissions. The investigator also can generate new cases based on observation or concerning complaints received from the community. For each assignment to succeed, the right person must be selected. An organization should refrain from lowering standards, bending the rules, forcing a square peg into a round hole, etc. just to fill an assignment. There must be a clear mission, reasonable expectations, and support from an immediate supervisor. Special assignments should not operate without checks and balances that help prevent assignment failure and rogue behavior. Should the projected value not be reached and reasonably sustained, the police chief must recognize this, change course, and also be prepared to end the assignment if necessary. Special assignments should not be taken for granted as a permanent fix to some identified need. Some stray and create their own Mission. Stop that behavior! There is no self-defined workplace allowed. Standards are designed to be met. (Mark Whittenberg, POST Executive Development Course instructor) Investigator There was some level of controversy last year surrounding the testing and job description of a proposed investigator position. Per the chief (and others), he intended it to be a combo investigator- supervisor position, an effort to assist him with certain daily tasks plus be the point person for the agency during his absences. However, much discussion ensued from some officers and the city's management team, resulting in a clumsy process overall with lingering job description uncertainties. Page 19 of 58 ---PAGE BREAK--- City of Yerington, Nevada Police Department Assessment Framing Future Operational Standards and The Delivery of Police Services I ed Stec - City Police Consull,rnl August - October, 2023 \ As it stands, it appears to be a special assignment like the SRO and K9 positions but with a touch of leadership duty. This in and of itself is not a big issue in my opinion, as an investigator should investigate but could, on occasion, be a helpful lead (not a sergeant). I understand, however, why the chief wanted a little help since the vacant lieutenant and sergeant positions have never been filled. This reportedly was a new position proposal from the chief therefore, required city council discussion and approval. It seems logical that this position needs a reset since the roll out and duties are in question. Ideally, this would occur in conjunction with the development of a plan to correct the organizational chart and update job descriptions so as to avoid the need for another reset. A stunning but predictable revelation Further, the research revealed additional information that likely will stun and frustrate the city management team. The start date of this position was October, 2022. Roughly one year later, however, very little investigative work has been accomplished. Cases forwarded for follow up investigations have not been tracked in a normal case management style therefore, only percentages, estimations, guesswork, etc. could be relayed to me. Other than one potential sexual assault type of case, it appears there is little to none to write about here in terms of successes. There has not been any crime suppression work, no search warrants written, served, etc. that typically lead to arrests, stolen property recovery, or evidence collection to further an open investigation. It is my opinion the position of investigator has been nearly a complete failure from the inception. Why? The short answer is creating such a position when the department did not have the capacity to properly support it. Roughly 75% of the investigator's time has been devoted to non-investigator work. For the sake of argument here since the percentage is disappointingly a rough guess, even 25% would be a problem. Because the department's authorized staffing levels are not sound and are currently worsening, the assigned investigator had to be moved back to patrol to cover shifts and also act as a field training officer. What's more, the K9 Officer will soon be away for a long period of time in training and another officer will be out for months due to a needed surgery. How possibly can a fair level of service to the community be provided with such a skeleton crew and what negative impacts does this type of deployment structure have on staff? A department implementing special assignment positions under a myopic view is analogous to giving a person the gift of a bicycle but without wheels There have been a number of times in my career where I witnessed this type of setting develop, the red-flags either not seen or ignored, and the subsequent consequences after the roll out. The proposals, however, were made with a good heart just looking for positive outcomes but regrettably, on hope too. Hope should not be a predicate in decision making for law Page 20 of 58 ---PAGE BREAK--- \ I City of Yerington, Nevada Police Department Assessment Framing Future Operational Standards and The Delivery of Police Services Ted Stec - City Police Consultant August - October, 2023 enforcement. I'll close this subsection out by adding that I have also witnessed what I called gimmick positions. A leader proposing some bizarre twist to the tried-and-true chain-of- command structure under a so-called "leadership development" effort. K9 There was some controversy about the K9 roll out with respect to minimum qualifications and training. The intent was to have a demonstratable standard for the K9 Officer followed by the K9 being dual purpose - drugs and apprehension. As the process moved forward, the standard was altered and subsequently, training became a challenge. The training is necessarily disciplined, and rigorous, much different from that of the SRO and investigator assignments. The K9 trainers are certified by state standards and must adhere to the law and regulations. A K9 unit is considered a high-risk, high-liability endeavor. The consequences for acting outside of the policy or law can be severe. The recruitment understandably contained a "fitness test" requirement. The details may not have been adequately described early on. Once the applications were accepted, there was no pre-screening component with the applicants to move forward or deny. A fit test was scheduled, challenged, cancelled, talk of re-posting, and then challenged again. One or more city council- members reportedly became involved to some extent. Many days later, the city filled the position by a default of sorts. This was a clunky process to say the least and with too many cooks in the kitchen perhaps similar to what happened during the investigator selection process, as well. Providing a sound and established job description and recruitment announcement, the process of filling the K9 special assignment should have been easy and straight forward. That decision belonged to the chief. Anything less undermines his authority and the overall-health of the organization. City Councilmember Mindfulness Generally speaking, city councilmembers should be very cautious about creating or allowing a setting where employees skip the grievance process looking for a sympathetic ear. What's more, arriving at a conclusion without all of the data and taking action is very risky on a number of different levels. This would also include complaints received from the public. The research tended to indicate the perpetuation of unsubstantiated information about certain aspects of the police department. A logical consequence is exaggeration as the chatter moves from one person to the next - a simple concern expressed one day compounds and later is presented as factual. Whomever was the origin of the unsubstantiated information doesn't matter at this point but what does matter is that city officials, managers, and employees must recognize this dynamic and all work together toward minimizing such events. Here are some helpful key points to follow from recent city sponsored training for the city councilmembers that was titled - Governance Effectiveness: Page 21 of 58 ---PAGE BREAK--- _I ) City of Yerington, Nevada Police Department Assessment Framing Future Operational Standards and The Delivery of Police Services Ted Stec - City Pulice Cu11sulld11l August - October, 2023 Board Skills o Be cautious and considerate Best Practices o The Board sets priorities and approves strategic direction Fiduciary Duty o Loyalty: Unselfish toward the organization o Confidentiality: Certain legal communications and HR matters must remain privileged The Dysfunctional Board o Hidden agendas o Micromanaging Staff A long-standing leadership phrase often presented during police training goes like this (or a variation thereof): Praise in public - criticize, accuse, correct, or punish in private. Special Assignments - Continued Special assignments vary in complexity and should not necessarily fall under the same Human Resources umbrella with respect to the listed standards. One might be nearly completely cerebral while others demand fitness, a particular skill, or a specific temperament. No matter the special assignment, failure can occur. Officers selected for the K9 unit testing do not always succeed just like those selected to attend the motors training (i.e. traffic unit), a tactical team (i.e. SWAT), or beach patrol life guard. There are specific attributes needed to make the cut and not all officers interested in trying reach the higher expectations to secure the position. Data In terms of data, the SRO program's success can be summed up by virtue of its continued relationship with the school district. If the district was unhappy with the professional relationship and felt it had little to no benefit, it certainly would not continue paying for it. There has been one "gun on campus" call that resulted in the detention of students, an investigation, and subsequent recovery of the secreted gun on campus. The investigator position is about one-year old now and is discussed in a different section. The K9 unit deployment is pending. With more time, comes sufficient data to begin an accurate assessment. Moving forward, the chief must reach a point where the value or not of certain aspects of patrol, special assignments, projects, and investigations are routinely assessed and shared with the city management team and the community. Although disappointing when an assignment or project had promise "on paper" but failed to live up to the hype, worse would be ignoring that and perpetuating the failure. Experts vs Jacks-of-all-Trades, Masters-of-None A timely tip that I do not own but have said many times over the years: It's better to be experts in a few things than mediocre or worse at a lot of things. I offered this tip during a Command Staff meeting years ago, which had been formulating in my mind for a period of time. Police Page 22 of 58 ---PAGE BREAK--- City of Yerington, Nevada Police Department Assessment Framing Future Operational Standards and The Delivery of Police Services Ted Stec - City Police Consultant August - October, 2023 ) agencies have a tendency to do too much. Whether it is just trying to give more opportunity to officers under a job morale boosting umbrella, from external pressure, ego, an overzealous grant money grab, engaging in non-police activities, or a "Let's get Mikey to do it" setting, doing too much - being spread too thin - is not sustainable and can backfire. Instead, the focus should be on the primary role of the police and creating the framework on which policing experts are established rather than Jacks-of-all-trades. Hold crime control meetings. What were the top 10 calls for service? Which ones did we bring to an end, and not? What are we doing about those we did not bring to an end? (Chief John Welter (ret.), POST Executive Development Course instructor). Reception / Administrative Services Support Staff in the police department is one, full-time, non-sworn, "Administrative Services" employee, Helen Sturtevant. This position is vital. Duties include: police lobby, reception, fingerprinting, sex and felon registrant; collection, organization, and movement of essential paperwork, data, and records. The police department lobby is generally open Monday- Friday, 8 AM to 5 PM. When reception is not available, telephone calls to the police department are directed to the 24/7 Dispatch Center. Helen has been employed by the police department for over twenty-years. She is the only one that figurately speaking holds the key to many aspects of her role. It is essential to have a back- up plan should Helen become absent or retire. At least one person in the organization should have the same contact list as Helen, access to her Records, emails, etc., and a basic knowledge of her primary duties. The research revealed a distinct need for training and support to better efficiency to include the capturing and reporting of data. This position needs to evolve into a daily data reporting machine to assist officers and ensure case and investigative accountability. More to follow on this topic under the statistics section. Crime Crime is low in Yerington, mostly comprised of nuisance, quality of life, misdemeanor, and infraction types of calls (i.e. alcohol/drug related, mental health, homelessness, thefts, disturbances, traffic). A statistics section follows, which also includes the number of sex crimes and general assaults. Police Department Building The building presents itself as dated and perhaps uninviting. The signage is visible but made of temporary material. It is an older building that the police department moved into about three- years ago. It is centrally located, which affords easy public access and quick officer response times, but awkwardly positioned next to other properties and a parking lot. The interior also presents itself as dated. Front door entry leads to a very small lobby. On one side of the room is a manual fingerprinting station. On the opposite side is a counter and glass Page 23 of 58 ---PAGE BREAK--- City of Yerington, Nevada Police Department Assessment Framing Future Operational Standards and The Delivery of Police Services Terl StPr. - C:ity Pnlir.f> r.nn<:11lt;rnt August - October, 2023 partition that gives view into the administrative services staffer and her work area. A locked door separates the lobby from the rest ofthe building interior. There is a chiefs office, watch commander/investigator office, interview room, an incomplete evidence prep room, evidence holding room, one restroom, storage room, small coffee station, and a squad room where the police officers handle report writing and related duties. The squad room is large enough fo r the size of the agency. There were at least six desks plus a report writing station long enough for three desk top computers. I saw more than three computers but did not determine how many were operational or when they should be replaced. Although dated, the chief's office was clean and suitable for a member of the public to visit. However, the overall cleanliness, organization, and feeling of the rest of the department was poor and gloomy. There was an extension cord running down the halfway to provide power into a storage room. The building is lacking a second restroom, locker rooms, a kitchen, and a training room. The keyless entry and calf box near the front door are not functional. The building and parking lot are not adequately secured nor fortified. An off-site, long-term evidence storage area has been identified but not yet in operation. A remodel and expansion do not appear feasible. Therefore, the city should begin planning for a new police department and one that adequately addresses current observations and legitimate complaints. Refer to the police department one-on-ones for more information. Property and Evidence The collection of evidence and storage appear normal. What is also normal in my experience, but unfortunately at the same time a lingering problem, is managing all that has been collected. In this instance, it was estimated that this department's combined evidence volume could fit into a standard two-car garage, which is not too bad. There is likely evidence that is a decade old. The volume represented does not count the two or three vehicles they also have stored. The challenge is the rate of storage can steadily increase and become out-of-control. The cause of this is that the process to release or purge is very slow. The uninformed might think the task of purging would be fast and easy. Just start at the oldest items and toss them into the dumpster, right? How about holding a garage sale of sorts or have staff take items home to reduce the volume? If it were that easy, however, this discussion item would not be present. Not to be a broken record, but it is worth repeating that law enforcement is a serious business. The rules of law and policy must be followed, which includes the process of purging property placed in evidence. There are steps that have to be taken to ensure a piece of evidence can and should be purged, which often requires an outside legal source to confirm. Page 24 of 58 ---PAGE BREAK--- \ I City of Yerington, Nevada Police Department Assessment Framing Future Operational Standards and The Delivery of Police Services Ted Stec - City Police Consultant August - October, 2023 Per the policy manual, General Order No. 5.23 Disposition of Evidence, A) indicates all items in evidence require a written disposition approval from the District Attorney or City Attorney. A number of times in my career I observed the stunning amount of property and evidence that had collected for decades with no one in the middle having taken charge to mitigate and organize. I also became acutely aware of one incident where a good-hearted person just trying to tackle the evidence storage monster accidently tossed evidence for pending cases to include some the law required a life-time storage. You can use your imagination here on how the courts, victim{s), the media, command staff, etc. reacted to that stunner. A common failure with the management of Property and Evidence is giving the responsibility to a person who is already working full-time in the agency. This often unwanted "ancillary duty" is typically not suited for those charged with first-responder duties, investigating, supervising, or Reception/Records. But rather, a person who enjoys working indoors, virtually alone, not timid, has a passion for the process of inventory, can make correct decisions based on the law and policy, is meticulous with record-keeping, and can professionally pester the legal team to quickly signing off on evidence releases when applicable. Best practices calls for random audits. Policy would drive this and, if followed, serves as a solid safety net to ensure the integrity of the Property and Evidence procedures. In my experience, the level of priority given to the Property and Evidence function is often low, which is the same case here. To avoid a nightmare down the road, it would be wise to 1) place a qualified, non-sworn person into that role and 2) edit policy that creates the framework to fast- track purging. More to follow under the Grant section below. Report Writing and Approval Process Officers did not report any challenges with the report writing module. Once they finish a report, it is electronically delivered to the supervisor for review. In this instance, the only supervisor is the chief. The chief completes the review process and either returns the report with a request for additional work or identifies routing needs. The administrative services staffer has a large piece of this process in terms of receiving reviewed reports from the chief, joining related hard copy documents, ensuring closures, needed routing, and general data entry. It is normal for police departments to have a steady stream of incomplete or open cases. This occurs from simple procrastination, the officer having pending calls or other interruptions, and instances where needed information for the report is difficult to obtain. To keep this dynamic in check, policy is created. Strict policy dictates that all reports must be completed by the end-of- watch. A flexible policy allows the field supervisor to approve rolling the incomplete report over to the next day. The type of policy and level of flexibility is determined by the chief. It is my understanding the department's current system does not have an auto-alert feature that pushes out reminder emails regarding unfinished reports. Whether this is the case or not, Page 25 of 58 ---PAGE BREAK--- ' \ I City of Yerington, Nevada Police Department Assessment Framing Future Operational Standards and The Delivery of Police Services Ted Stec - City Police Consultant August - October, 2023 officers, the chief, and the administrative services person can view status reports that illustrate case history. This provides an adequate level of accountability providing the status of reports are routinely reviewed and action is taken. Better, is for the department to have sergeants who are immediately available to the officers, helpful, and strive to keep the number of open cases to a minimum. See Open Reports under the Statistics section for continued discussion. Body Worn Cameras (BWC) The research revealed the contract for BWC's ends this year. It is not yet determined the course of action the chief will take. A financial concern per the chief is the lack of clarity on a potential outside funding source and the distribution formula. At inception, it appears the state law expected law enforcement agencies to pay for the BWC platform but with some level of financial assistance from the 911 surcharge and federal grants. This passage, however, appears to be faulty, as the state cannot dictate to the federal government how the 911 surcharge monies are spent. BWC's are not specifically listed as qualifying items therefore, agencies have refrained from trying to tap into the 911 fund. More to follow under the Grant section below. In terms of the massive amount of data collected from the use of BWC's, it appears the department is not current with the administrative piece of the platform. Specifically, footage needs a classification input, which triggers the retention values per law and policy. It is important to keep storage in check not only as a matter of management principle but also considering that retention costs are often based on the amount to be stored. While some footage must be kept for a very long time, other types have shorter retention periods. Footage not properly labeled electronically remains in limbo and after a period of time, may become substantially difficult to connect with the reason for activation. Best practices calls for discipline in the use of BWCs, supervisor verifications, evidence person verifications in terms of proper cataloging, and a handful of random audits per year from management. Policy would drive this process and, if followed, serves as a solid safety net to preserving the integrity of the platform. '911' Dispatch Center The police department and the sheriffs office have a long-standing written agreement that affords the police department with county dispatching services and the sheriffs office with city services. This assessment did not reveal any information or complaints tending to support a deeper assessment of this arrangement. The center has a modern, well-known dispatching and records management system platform: Motorola Solutions - Spillman Flex. I'll take a moment here and give a shout-out to the Public Safety Dispatchers. They should be honored, respected, and supported to the same level as that of the sworn staff. Saying their job is difficult is an understatement. Further, recognize that they too feel the job-related tension and trauma from calls for service. Many Dispatch Centers face the same types of ongoing staffing challenges and hits to morale that sworn do, yet are too often ignored in my view. Page 26 of 58 ---PAGE BREAK--- City of Yerington, Nevada Police Department Assessment Framing Future Operational Standards and The Delivery of Police Services Ted Stec - City Police Consultant August - October, 2023 Recruitment Strategies and Over-hire Once two new officers are hired to fill the vacancies and successfully complete the field training program, this certainly will provide a sense of relief and stability in the department. However, at that point, the chief and the city should not rest easy or on its laurels. Turn-over is normal therefore, predictable. As such, a police agency must have an effective and modern recruitment strategy. Failure to have such a plan causes unnecessary problems. For instance, low recruitment numbers, delays in hiring, excessive overtime to cover the vacant positions, potential job burnout and related issues, low morale, and a decrease in the level of service. ) It took over two-months before advertising began to fill the aforementioned vacant police officer positions. Keep in mind that there were pre-notices of separation too. The process and length of time to hire an already experienced officer is arduous to say the least. Roughly speaking, once a candidate has been selected from the recruitment phase (i.e. advertising and pre-screening), it can easily take two months to complete the required pre-employment background process, medical, test_ing, and get started. Should the applicant pass this phase, add weeks to months of field training before the applicant actually fills the vacant position. Non-academy hires take even longer. Not all hires pass the process or probationary period, which results in a repeat of the above, long process. ) An effective recruitment strategy starts before a vacancy actually occurs Police officers leave naturally. Some retire while others simply want to try something new. Police officers have professional goals and can wind up leaving to chase them in other agencies. Officers may have to move to follow a spouse whose job relocated while others are forced to medical out due to an illness or injury. There are occasions where an officer is just not the right fit in the organization (or vice versa) but without unwanted behavior or misconduct acting as the trigger. It could be a case of an officer becoming disgruntled over not getting promoted or after being disciplined. Adding mandated training, vacations, sick-time, and family leave to the mix highlights the need to fully examine the authorized number of positions. At times, a deployment number seems reasonable until an agency sees it in action and discovers the frequency of operating below preferred staffing levels and consequences thereof. The Yerington Police Department has not had a sense of upward mobility or true advancement for a very long time. This setting is not appealing to many, which impacts recruitment and retention Bottom line here: there are a number of reasons why officers move and shift vacancies occur. Instead of fighting it and perhaps passing blame, it's better to embrace the reality and have a plan in place to keep the organization moving forward with full-staffing. The effective, modern recruitment strategy (aka: Fast-track) key points are: Page 27 of 58 ---PAGE BREAK--- I City of Yerington, Nevada Police Department Assessment Framing Future Operational Standards and The Delivery of Police Services Ted Stec - City Police Con5ultant August - October, 2023 o Robust social media platform o Inviting and easy to navigate department website o Continuous recruitment (no end dates) tab - easy online application directly to the police department (skip HR) o Near immediate response to pre-screen potential applicants plus continual support for those who look promising o A simple but clean ad in a major law enforcement publication o Sponsor local talent o Non-sworn community service officers to police officers o Focused, accelerated pre-employment background process o Over-hire (see below) Over-hiring is difficult to swallow from a budget standpoint. This is because the typical and immediate thought is confined to just the cost of having an "extra" person around but without considering the rest of the story. Over-hiring comes in two ways: First, simply a policy edit, should existing policy prohibit this practice, that allows a new hire to occur before a separating employee actually leaves. Vacancy dates can be projected. Consider someone who is reaching retirement age. Many give a one-year notice or at least a month or so. Officers typically give notice when they have entered the pre-employment background check in another agency. This means at least a month or more before the actual exit date. A nimble organization sees the notice of pending separation as a green light to begin moving potential applicants deeper into the hiring process. An ideal setting would be to hire the new employee before the actual vacancy occurs. This is especially important for job positions that only have one person like Reception, Records, Evidence Tech, or chief. Wouldn't the new hire benefit greatly from a few days or a week of orientation and training from the employee who's leaving? Should this not be a possibility, the goal is to minimize the time a position is vacant. The budget folks see a vacancy as a financial bonus realized by temporary salary savings and as such, can linger on the hiring process; the Human Resources folks advocate a hiring process that is often slow and unfortunately not relevant for law enforcement; meanwhile, the police agency and the community feel the discomfort from resources that are below the minimum. The competing interests illustrated herein accidently cause conflict, which needs to be eliminated for the sake of public safety Second, an actual over-hire (i.e. one above minimum deployment) standard in my experience was never an "extra" person but in fact, was the safety net that prevented a dangerous below minimum deployment and excessive over-time costs. Consider the list of reasons shift vacancies occur naturally, the potential number of days, and how long it takes just to get one new officer on the books through training. This demonstrates a one-over minimum deployment strategy is sound. Subordinate to the officer safety element, the overall cost of the over-hire is actually softened by the reduction in over-time costs associated with trying to fill shift vacancies. There are also relevant, but difficult to quantify exactly, consequences resulting from an organization operating too long outside of the norm or preferred model. Page 28 of 58 ---PAGE BREAK--- ) City of Yerington, Nevada Police Department Assessment Framing Future Operational Standards and The Delivery of Police Services Ted Stec - City Police Consultant August - October, 2023 lllf. Police Department Statistics Recommendations o Purpose-driven roll call (aka: shift briefings) - Previous shift activity report o Directed Patrol o Investigator accountability- Crime Clearance o Chief oversight o Crime Control Meetings o Daily media activity report shared on police department social media platform o Revisit UCR/NIBRS section re unsolved, major crimes o Open / Unfinished reports oversight Discussion Absent a pending priority call-for-service (CFS), failure occurs when an Officer leaves the station to begin the shift without first learning about what had occurred the previous shift(s) and what has not been resolved or closed satisfactorily. Notice here that on a 12-hour work schedule, an Officer's days off span either three or four days. This creates a tremendous gap that requires a longer briefing to get caught up on any lingering and Officer Safety issues. The community does not, and should not, accept the excuses that resolving their CFS has been delayed due to the department schedule. To illustrate, here is a common setting: an Officer responds to a CFS but is unable to bring the issue to a close by the end of shift. The next Officer comes on shift and either has no clue of the unresolved CFS or does, but pushes the needed follow up to the initiating Officer's next shift. Well, this could be 12-hours later or, worse, three or four days later if the initiating Officer has gone on days off. Lingering issues are not helpful to anyone except perhaps the crooks. The brunt of the frustration citizens express are unfortunately often directed to the Dispatcher Center and Reception, which do not have control over the Officer assigned to the CFS While it is much easier to track and hold accountable one officer attached to a CFS from beginning to end, the reality is that a number of problems simply cannot be resolved in a few minutes. This illustrates the need for a meaningful roll call to help ensure continuous momentum toward solving leading issues. The value of field sergeants that was demonstrated earlier in this report might have popped into your mind at this point. They are charged with the responsibility of driving the roll calls and ensuring steady problem solving. Although patrolling- being visible - causes civilians to feel a sense of safety and security, aimlessly driving around or parking to monitor an area without a data-driven purpose undermines the potential of solving the leading community concerns. The leading concerns are realized through statistics and other qualifying information. They must be kept at the forefront of the deployment strategies until measurable levels of success are achieved. Occasionally an Page 29 of 58 ---PAGE BREAK--- City of Yerington, Nevada Police Department Assessment Framing Future Operational Standards and The Delivery of Police Services Ted Stec - City Police Consultant August - October, 2023 officer asserts he's done his job simply by being visible. This is a cop-out (no pun intended), which would require leadership intervention to stop the lackluster, unwanted behavior. Officers here are allowed to conduct follow up after a CFS, which is a good way to resolve issues fast and also develop skill sets. Necessary follow up beyond the patrol level heads to the Investigator. This position should also be well informed, purpose or data driven, and be able at moment's notice to illustrate caseload, status of each, and case closure details. The investigator ideally would be held accountable to a sergeant, the duo would be self-motivated, and also participate in crime control meetings chaired by the chief. A portion of the statistical data herein includes crime clearance rates. This simply demonstrates the number or percentage of reported crimes that were actually solved. Per the FBI and various other sources, the nationwide clearance rate for violent crimes has a range of about 28%-54% while theft and property crimes range from about 12%-15%. Caution should be used on drawing a conclusion based exclusively on any given clearance rate/percentage indicated below. For instance, there were reported rapes in 2018 - 2020 with zero clearance rates. Although this could indicate substandard police work, it could also indicate a data entry error, uncooperative victims, or an unknown suspect scenario. To help ensure solid case management practices and favorable clearance rates, frequent status updates must be provided especially on serial and violent crimes. It'd be wise for the department to revisit and audit unsolved, major cases. Without a chain-of-command and proper oversight through crime control meetings, case management and clearance rates will suffer The following statistical information was difficult to obtain from the police department. The police department is behind on statistical data input. The primary drivers for this challenge appear to fall under the aforementioned gaps in the organizational chart, support, and training. Administrative Services and all Officers must have at their fingertips access to statistics, reports, accountability measures, etc. to assist them with their work. Adding to the challenge, in the beginning of 2021, the voluntary share information process for the Federal Bureau of Investigations (FBI) experienced an upgrade. The long-standing Uniform Crime Reporting (UCR) Program was replaced by the National Incident-Based Reporting System (NIBRS). Per the FBl's website: Implemented to improve the overall quality of crime data collected by law enforcement, NIBRS captures details on each single crime incident-as well as on separate offenses within the same incident-including information on victims, known offenders, relationships between victims and offenders, arrestees, and property involved in crimes. As recommended by professional law enforcement organizations, the FBI has made nationwide implementation of NIBRS a top priority because NIBRS can provide more useful statistics to promote constructive discussion, measured planning, and informed policing. Page 30 of 58 ---PAGE BREAK--- \ , ) City of Yerington, Nevada Police Department Assessment Framing Future Operational Standards and The Delivery of Police Services Ted Stec - City Police Consultant August - October, 2023 Moving to NIBRS was not an easy task and not all law enforcement agencies in the nation have completed the transition. Some may never. The FBI indicated that technology and [extra] staff would be required to make the transition to the expanded system. Below, however, are data sections I was able to obtain: Total Calls Received, Nature of Call (Jan. 2019 - Dec. 2019}: 3366 Top 7 Follow up: 339 Traffic Stop: 296 Asst. LCSO: 190 911 call: 169 Civil Paper Service: 162 Juvenile Incident: 161 Susp. Circumstances: 136 Total Calls Received, Nature of Call (Jan. 2020 - Dec. 2020): 3550 Top7 Follow up: 416 Traffic Stop: 326 Asst. LCSO: 190 Juvenile Incident: 165 Susp. Circumstances: 156 911 call: 143 Civil Paper Service: 140 Total Calls Received, Nature of Call (Jan. 2021- Dec. 2021}: 3671 Top 7 Follow up: 390 Traffic Stop: 350 911 Call: 237 Asst. LCSO: 197 Susp. Circumstances: 153 Juvenile Incident: 146 Walk Through: 142 Total Calls Received, Nature of Call (Jan. 2022 - Dec. 2022): 4149 Top 7 Traffic Stop: 569 Follow up: 446 Walk Through: 230 Juvenile Incident: 187 Asst. LCSO: 167 Susp. Circumstances: 159 Page 31 of 58 ---PAGE BREAK--- ,I City of Yerington, Nevada Police Department Assessment Framing Future Operational Standards and The Delivery of Police Services Ted Stec- City Police Consultant August - October, 2023 911 Call: 159 Total Calls Received, Nature of Call (Jan. 2023 - Sept. 2023): 2708 Top7 Traffic Stop: 521 Follow Up: 274 911 Call: 171 Walk Through: 112 Susp. Circumstances: 111 Juvenile Incident: 101 Civil Paper Service: 73 Arrest Summary (2019): 125 Arrest Summary (2020): 109 Arrest Summary (2021): 97 Arrest Summary (2022): 132 Arrest Summary (Jan. 6, 2023 - Sept. 5, 2023): 82 UCR / NIBRS Format Offenses Known to Police (Jan. 2018 - Dec. 2018) Cleared Criminal Homicide: 0 Rape: 4 0 Robbery: 0 Assault: 7 1 (14.2%) Burglary: 0 Theft: 3 1 (33.3%) Vehicle Theft: 0 Offenses Known to Police (Jan. 2019 - Dec. 2019) Cleared Criminal Homicide: 0 Rape: 3 0 Robbery: 0 Assault: 17 1 Burglary: 0 Theft: 6 0 Vehicle Theft: 0 Offenses Known to Police (Jan. 2020 - Dec. 2020) Cleared Criminal Homicide: Rape: 0 2 0 Page 32 of 58 ---PAGE BREAK--- City of Yerington, Nevada Police Department Assessment Framing Future Operational Standards and The Delivery of Police Services , Ted Stec - City Police Consultant August - October, 2023 ) Robbery: 0 Assault: 8 1 (12.5 Burglary: 0 Theft: 3 0 Vehicle Theft: 0 Offenses Known to Police (Jan. 2021- Dec. 2021) Cleared Criminal Homicide: 0 Rape: 0 Robbery: 0 Assault: 15 2 (13.3 Burglary: 1 0 Theft: 1 1 (100 Vehicle Theft: 0 Offenses Known to Police (Jan. 2022 - Dec. 2022) Cleared Criminal Homicide: 0 Rape: 0 Robbery: 0 Assault: 15 3 (20 Burglary: 1 0 Theft: 5 1 (20%) Vehicle Theft: 0 Open, Pending, or Unfinished Case Reports As of the first week of October, the chief had about twenty reports for review in his electronic in-box and about three of them on his desk under active review. His workday involves "putting out fires" first which, in this instance, would involve prioritizing reports ready for review. In- custody reports come first as they are time-sensitive while the non-emergency or relatively low priority reports can wait. The daily number for review would ebb and flow. The research indicated some concern about the department having too many "open" cases - the backlog from the patrol officers and the chiefs review process. A number of different sources were used in the attempt to simply identify-the number of open reports for 2022 and 2023. This was a difficult task and the ideal audit report was not obtained. A Summary Report of Pending cases up to Oct. 16, 2023, amounted to about 121 of the 314 cases taken. For 2022, there were 87 of 566 cases taken. These numbers are red flags but are not completely reliable either. Page 33 of 58 ---PAGE BREAK--- l City of Yerington, Nevada Police Department Assessment Framing Future Operational Standards and The Delivery of Police Services Ted Stec - City Pollce Consultaril August - October, 2023 The records management system {RMS) offers an enormous number of report types that could be used for auditing purposes. However, the challenge presented is peeling back the dozens of layers to determine with certainty the number of officer reports that were truly open, pending, or unfinished {i.e. neglected) as opposed to data error or software preference. For instance, randomly checking cases listed as pending revealed case numbers given to calls for service that did not require one, which skewed the audit reports. Further, Alarm Calls fall under the Offense code and a case number is automatically generated for the possible false alarm billing. These eventually can be cleared but this takes a records person who has the time to do so. This year alone, the audit report indicates 35 open cases spread amongst various officers yet they are not responsible for this administrative function. The audit summaries are an A-to-Z format under Offense types; it would take many weeks to open and review each potential pending case to verify. Out of the numerous audit reports reviewed, however, I can safely assume that three common problems exist: The "garbage in, garbage-out" (GIGO) aspect, procrastination, and lack of personnel to monitor and verify. The police should be policing, not wasting their time with non-police work such as inputting, data entry, double-checking, auditing, etc. The reality, however, is that some of this must occur in this day and age due to the introduction of software, electronic devices, and public demand. Besides basic procrastination on tasks, when a piece of modern technology is not fast, reliable, and user-friendly, failure in the data collection and accuracy occurs. Further, when no one is supervising the enormous amount of data inflow to verify, edit, catalog appropriately, etc., failure occurs. The research revealed the current report-writing module does not have an auto-reminder of unfinished reports, which sends emails to officers, their supervisors, and records. This aids in quickly correcting data errors and procrastination. Requests to the vendor have been made to add that feature, which would remedy a portion of this discussion area. Time will tell if the vendor can do so without an enormous programming cost. The research confirmed that there are necessary levels of access into what is considered the highly confidential law enforcement database. This presents a roadblock of sorts for the department. The chief seems to have a high level, as he should. But his Administrative Services staffer lacks a level that if given, would be helpful with the issues discussed in this section. Audit Reports can either be an ally or the enemy- it's your choice There may be an internal flowchart of sorts and a directive not mentioned to me that addresses unfinished reports and tracking thereof. Regardless, the department must reach a point of discipline where the internal open/pending case audit reports are very much in its favor. Accomplish this by ensuring reports are always completed as early as reasonably possible and follow up daily to confirm the audit reports reflect the same. It would be ideal for the Page 34 of 58 ---PAGE BREAK--- City of Yerington, Nevada Police Department Assessment Framing Future Operational Standards and The Delivery of Police Services Ted Stec - City Police Consultant August - October, 2023 Administrative Services staffer to become very familiar with this process and help ensure that no reports fall through the cracks. lllg. Employee Sentiments (one-on-ones) Recommendations o Eliminate the Officer Daily Log process o Correct the POOR and NONE ratings o Establish a Training Plan o Enhance the GOOD rating related to public support o Reset and convey clear operational expectations o Mitigate the sense of micromanagement and undermining o Correct the gaps in the Organizational Chart to include a reset ofthe Investigator Special Assignment o New police department building o Website and social media enhance o Employee recognition, commendation program Discussion The format was intentionally broad in an attempt to engage a number of data sources and in particular, identify those that stood out one way or the other. All police department employees participated. I met with previous employees as well for additional data points. The length of the individual conversations ranged from about 3 to 7 hours. SWOT Analysis High: Mid: Camaraderie. Teamwork much better than before. Community trust. Equipment. Vehicles. Solving crime. Low/ Isolated: No Flexible schedule. Observations: The message conveyed was that there was a rough patch a year or so ago that was attributed to various types of internal employee conflict but some improvement occurred. A sense of optimism was expressed. Confidence in the city manager's fiscal management ability and support was expressed. Page 35 of 58 ---PAGE BREAK--- \ I City of Yerington, Nevada Police Department Assessment Framing Future Operational Standards and The Delivery of Police Services red Stec - City Police Consultant August - October, 2023 Weakness High: Drama in the past, but still lingering. Morale weak but better now. Chief falling behind, but chief is also the sergeant and the lieutenant. Chief being undermined or micromanaged by one or more city councilmembers. Daily log. PD building. Mid: Short-handed. Down two officers plus the vacant sergeant and lieutenant positions. Low/ Isolated: Lack of advanced training. Run out of supplies. The hybrid investigator/ supervisor position description confusing, not working well. Employee(s) not carrying own weight. No evaluations or physicals. Poor leadership. Chief only able to put out fires. Policy is old. Opportunities High: Mid: Observations: 100% feel an obvious obstacle to achieving the best operational results is the lack of a supervisor or middle manager to assist the chief with daily tasks - providing the chief will actually let go of non-chief tasks. Outreach. Social Media. Grants. None Low/ Isolated: Add more officers for officer safety reasons. More visible. Foot patrol. Threats High: Middle: Observation(s): Low staffing prevents pursuing normal opportunities. No police supervisor or middle manager. One or more city councilmembers undermining and micromanaging the chief; allowing disgruntled employees to complain without basis, "manager shopping", one- sided. Optics. Animosity. Conflict of interest. Nation-wide defund the police movement and voter-approved de- criminalization are disappointing and frustrating. Low/ Isolated: Not having a fully functioning K9 unit. Low staffing. Leadership. Page 36 of 58 ---PAGE BREAK--- / City of Yerington, Nevada Police Department Assessment Framing Fut ure Operational Standards and The Delivery of Police Services Ted Stec - City Police Consultant August - October, 2023 Observations: Some of the comments were well-reasoned such as: if the chief is truly being micromanaged and/or undermined who then is actually at fault should something fail? Give the chief reasonable expectations and hold him accountable should he fail. Next, if the level of outward attention from one or more city councilmembers against the police department is not a conflict of interest or an ethical dilemma, it certainly feels like it is. Rate the following (Poor, Average, Good, Great, None, N/A) (Ratings were combined to reach the most prominent) 1. Changes made in the department following the internal survey last year? GOOD. Comment(s): Changes tended to fall back because the chief does not have a supervisor or manager to assist him. 2. Safety equipment? GOOD. 3. Uniforms? GOOD. Comment(s): Can be very hot during the Summer. 4. POST certified training received? POOR. Comment(s): None or not enough external, advanced officer training but department is in POST compliance for the past two cycles 5. In-house training? AVERAGE. 6. FTO training program? GOOD. 7. Prepared for an officer-involved-shooting (OIS) or other critical event? GOOD. Comment(s): Sees a need to have joint training for active-shooter call. 8. Patrol vehicles? GREAT. 9. LE software to include the report writing module? GOOD. Comment(s): Need training - not sure of its capabilities. 10. The PD building? AVERAGE. Comment(s): Based on the list of concerns and observations, the building might be average but the environment in totality is actually substantially POOR. 11. Pay/ benefits? AVERAGE. Comment(s): Insurance is too high. 12. Staffing level? POOR (currently)/ GOOD (at full-staffing) Page 37 of 58 ---PAGE BREAK--- ) City of Yerington, Nevada Police Department Assessment Framing Future Operational Standards and The Delivery of Police Services Ted Stec - City Police Consultant August - October, 2023 Comment(s): Have not had full-staffing before so hard to imagine. 13. Department policy? GOOD. Comment(s): It's very old but helpful. 14. The Mission Statement? GOOD. Comment(s): Some either had no recollection of it in policy or did not know the department had one. 15. Department expectations? GOOD. 16. Property & evidence collection & storage process? AVERAGE. Comment(s): Designated areas are not in order after the move. 17. Public support? GOOD. 18. Tactics/ teamwork? GOOD. 19. Enforcement action - basic traffic violations? GOOD. 20. Enforcement action - non-violent crime ? GOOD. 21. Enforcement action -violent crime? GREAT. 22. Recruitment? POOR. 23. Outreach? GOOD. 24. Department website? None. 25. Social media platform? AVERAGE. 26. Internal relationships? GOOD Comment(s): It's getting better 27. Morale? AVERAGE. Comment(s): The rumors of the Sheriff's Office taking over and the hiring of a police consultant has caused worry therefore, impacted morale. 28. Chain-of-command: GOOD. 29. Leadership/ support: GOOD. Comment(s): The chief is always available to help. Inv. Coombs has been helpful at times too. There was also mention of some off-duty, unexpected acts of kindness from the chief. 30. Coaching & mentorship: GOOD. Page 38 of 58 ---PAGE BREAK--- ) City of Yerington, Nevada Police Department Assessment Framing Future Operational Standards and The Delivery of Police Services Ted Stec - City Police Consultant August - October, 2023 31. Yearly evaluations (3 in the last 3 years?): POOR. Comment(s): Most have only had one evaluation over the course of many years. 32. Wellness assistance: POOR. Comment(s): Yearly state physicals are not occurring. 33. Professional relationship with the DA's office: GOOD. Comment(s): Approachable. Do not always understand why some cases move forward and others do not. 34. Professional relationship with the Sheriff's office: GOOD. Comment(s): Officer-Deputy level is very good, no issues. 35. Professional relationship with the Nevada Highway Patrol and other State Law Enforcement Agencies: GREAT. Further Discussion The chief should recognize where his ratings are either higher or lower than the prominent ratings presented. Doing so may reveal a leader-follower organizational disconnect. Bringing them to light is a step toward better communication and problem solving. A healthy organization would self-score higher than "good" on number 17 (Public Support). One seasoned member said he actually had no idea therefore, couldn't give a rating. Solid work plus modern outreach to include a robust social media platform naturally enhances public support. This topic is further discussed elsewhere in this report. The POOR rating on numbers 10 (Building) and 31 (Employee Evaluations) are discussed elsewhere in this report. Number 8 (Vehicles) overwhelmingly received a "Great" rating and with that came sincere appreciation and thanks expressed toward the city management team for approving them. Open-ended Questions 1. What primary changes would make the department better overall? Ending the requirement of completing a manual activity log sheet and move to software that captures data was mentioned frequently during this survey. A new police department building, related safety/security features, and normal creature comforts was mentioned as a top need. Shoring up the Command Staff was felt as a critical need to let the chief be a chief while also ensuring normal Page 39 of 58 ---PAGE BREAK--- ) City of Yerington, Nevada Police Department Assessment Framing Future Operational Standards and The Delivery of Police Services Teu Stec - City Police Consultant August - October, 2023 operational standards are met. Both Advanced Officer training - not barely making the minimum for POST - and software user training were very important. The position of Training Manager was expressed as important along with better mapping for the MDT's. 2. Are you experiencing any uncomfortable interference from inside the police department, outside, from a member of the public, an organization, or other agencies? A slight level of micromanaging internally but to a greater extent externally was expressed. The common and occasional personality differences among co-workers was mentioned. Last, employees talked about a lack of time and personnel to keep up with basic demands. 3. What do you like most about the job? Employees are attracted to the freedom patrol provides, solving the crime puzzles, seeing what others do not see, helping people, teamwork, generally enjoying the people they work with, and the opportunity on occasion to be present at community events. 4. What do you like least about the job? Grumpy co-workers, the previous drama, and arm-chair quarterbacking. Segments of the Field Training Officer (FTO) program were not reasonable. Some of the paperwork and employee insurance costs can be frustrating. Last, some calls for service are truly sad and remain in memory. 5. Career goal? Some spoke of just hoping to make it to retirement safely while ensuring the boss remains happy. Others spoke of hoping to promote to some level such as: SWAT, K9, range master, FTO, SRO, investigator, sergeant, lieutenant, and academy training officer. Note: hcl.d a quality sergeant or lieutenant been in place for a number of years, you'd likely see "chief' listed above too. 6. Level of formal education? All graduated from High School and have some level of college work completed. 7. Verbal, written commendations or service medals? All related this function doesn't occur in the department. Page 40 of 58 ---PAGE BREAK--- J \ I City of Yerington, Nevada Police Department Assessment Framing Future Operational Standards and The Delivery of Police Services Ted Stec - City Police Consultant August - October, 2023 8. Highlight of career? The answers mainly fell into the ability in Yerington to build positive relationships, consistently being able to help co-workers, the level of accomplishment felt after passing the field training program, truly enjoying the profession, and with a sprinkling of investigative achievements. IV Community Public Safety Survey Recommendations o Take the survey results seriously o Shore-up the question related to leadership o Work on reducing the number of "not sure" responses o Routinely push out Police Activity updates, general statistics, and Public Service Announcements o Recognize the want of Proactive work vs Reactive o Drug and alcohol related crimes dominated public perception followed by Domestic Violence and theft related crimes - tackle this area and publicize the results o Driving under the influence of drugs/alcohol, speeding, and school zone violations dominated vehicle code enforcement wants followed by child restraint and excessive noise violations - tackle these areas and publicize the results o Abatements of abandoned vehicles and distressed, and unsafe properties plus noise-related issues dominated Muni-code wants- tackle these areas and publicize the results o Recognize that excessive noise concerns fell into two different categories and that citizens are passionate about that topic- tackle this area and publicize the results o Engage the dialog about the police vs non-sworn responses to abatements and other non-criminal type calls-for-service Discussion The following survey was posted on the City's website and Facebook page, which was shared a number of times. I canvassed the general city area, visiting a number of locations to introduce the survey request. I reached out to Rotary and the Chamber of Commerce. Both service organizations shared the survey request with their membership. I also shared the survey request at a Lyon County Citizens' Advisory Board meeting. Along the way, I received unsolicited support and praise for police officers generally and the Yerington Police Department. One person who would fall into the category of a professional in a large organization followed up by providing a written commendation for Chief Wagner. The commendation asserted that despite the department suffering from inadequate funding and understaffing for many years now, it still has managed to be helpful. Page 41 of 58 ---PAGE BREAK--- City of Yerington, Nevada Police Department Assessment Framing Future Operational Standards and The Delivery of Police Services Ted Stec- City Police Consultant August - October, 2023 I received 23 completed surveys. Low participation is common therefore, was expected. Nonetheless, each survey received has value. You will find below the questions and selections from which participants could choose. Inserted next to each selection reveals the frequency, 0 - 23. Also, some participants wrote comments, which are insightful and included: City of Yerington, Nevada Community Public Safety Survey August 2023 Framing Future Operational Standards and The Delivery of Police Services It is important that you only vote once and provide your observations and opinions - not those of another person, on behalf of another person, or solely based on rumor. In your opinion, which of the following characteristics define the ideal police officer. Select all that apply, please: o Honest= 22 o Friendly and approachable = 19 o Positive attitude and even tempered= 20 o Compassionate = 16 o Reasonably skilled and trained in police work= 20 o Reasonably skilled in oral and written communication= 18 o Willingness to continually learn and improve= 19 o Follows policies and regulations= 17 o Dependable = 19 o Responsible = 20 o A problem solver = 16 o Teamwork= 18 o Attention to detail = 16 o Attention to safety = 18 o Self-initiation and drive= 16 o Diligent in solving crime and quality-of-life concerns= 17 o Involved in the community= 18 o A relevant college degree = 7 o Unbiased = 16 To what extent does the leadership at the Yerington Police Department develop positive relationships with community members (i.e. residents, organizations, groups, visitors)? Select one, please: o Not sure= 9 Page 42 of 58 ---PAGE BREAK--- ) City of Yerington, Nevada Police Department Assessment Framing Future Operational Standards and The Delivery of Police Services Ted Stec - City Police Consultant August - October, 2023 o Not at all= 0 o Occasionally= 8 o Consistently= 6 To what extent do the Police Officers at the Yerington Police Department develop positive relationships with community members {i.e. residents, organizations, groups, visitors)? Select one, please: o Not sure= 6 o Not at all= O o Occasionally= 12 o Consistently= 5 To what extent does the Yerington Police Department prevent and solve crime? Select one, please: o Not sure = 11 o Not at all= 0 o Occasionally= 5 o Consistently= 6 Although one person marked Consistently for solving crime, they indicated "not much" for preventing crime. How effective overall is the Yerington Police Department at keeping the community reasonably safe? Select one, please: o Not sure= 7 o Not at all = O o Occasionally= 2 o Consistently= 13 Do you feel there is value in the Yerington Police Department routinely providing the public with: police activity updates, general statistics, and public safety announcements? o Yes= 18 o No= 1 o Not sure= 3 Which type of policing do you prefer? o Reactive: The police remaining out-of-sight and only responding to calls for assistance= 2 -OR- o Proactive: The police actively patrolling between calls for assistance and enforcing the law= 22 Page 43 of 58 ---PAGE BREAK--- \ / City of Yerington, Nevada Police Department Assessment Framing Future Operational Standards and The Delivery of Police Services Ted Stec -City Police Consultant August - October, 2023 One person marked both and wrote "both". A second person who selected Proactive added that this would be determined by staffing [levels]. A third who selected Proactive added, "I have children and I pay my taxes". Criminal Activity - Public Perception What do you feel are criminal acts that frequently occur in Yerington? Select all that apply, please. o Burglary (i.e. breaking or entering into a home or business)= 8 o Robbery (i.e. taking property from another person by way of force or fear-violent) = 1 o General acts of theft (i.e. petty, shoplifting, grand, fraud, embezzlement)= 9 o Vehicle theft = 1 o Domestic Violence = 13 o Assault/ Battery= 6 o Sex offenses = 1 o Human trafficking (i.e. the trade of humans for the purpose of forced sexual exploitation, labor) = 0 o Drug trafficking (i.e. large scale cultivation, manufacture, distribution)= 11 o Drug dealing (i.e. small scale - local)= 18 o Drug abuse violations= 18 o Alcohol abuse violations= 15 o Vandalism= 9 One person added that trespassing is a problem too. Another, who didn't mark any of the selections, indicated they had no idea because no information was provided to the public. Vehicle Code Related Enforcement What would you like to see the Yerington Police Department enforce more often? Select all that apply, please. o Driving under the influence of alcohol/drugs= 10 o Stop sign and red-light violations= 3 o Speeding= 10 o Seat belt violations = 0 o Child restraint violations= 5 o Pedestrian crosswalk violations= 2 o Traffic violations in school zones= 10 o Excessive noise violations from vehicles (i.e. loud music, modified exhaust) = 6 o Vehicle mechanical violations (i.e. lighting, windshield, tires, illegal modifications) = 1 o None - I feel their enforcement actions should be less= 1 o None - I feel their enforcement actions are acceptable for our city= 5 Page 44 of 58 ---PAGE BREAK--- j City of Yerington, Nevada Police Department Assessment Framing Future Operational Standards and The Delivery of Police Services Ted Stec - City Police Consultant August - October, 2023 One person added enforcement on people riding bicycles on the sidewalks downtown. One person added expired registration on vehicles. Another person added this type of enforcement would depend on criminal activity at the time. Municipal Code Enforcement What would you like to see the Yerington Police Department enforce more often? Select all that apply, please. o Skateboarding= 1 o Loitering = 3 o Noise complaints= 6 o Abandoned vehicle abatement= 6 o Weeds, overgrown vegetation, property abatement= 7 o Abandoned, distressed, non-inhabitable, or unsafe property abatement= 7 o None - I feel their enforcement actions should be less= 1 o None - I feel their enforcement actions are acceptable for our city= 5 Three participants questioned the police getting involved in the abatement of abandoned vehicles and or distressed properties. They felt this should be handled by public works. It is true that not all police agencies have sworn officers engaging in abatements, especially related to property. Also, there is a fairly recent trend that aims to stop the police from engaging in non-criminal types of work. One participant related a trash problem located at Cramer's on Bridge. St. Demographics Please mark all that applies to you o I live within the city limits of Yerington= 11 o I own a business in the City of Yerington = 5 o I work in the City of Yerington = 11 o I live in the County (Lyon) jurisdiction but spend time in the City of Yerington= 9 o I live somewhere other than Lyon County but spend time in the City of Yerington= 1 o I have no connection to the City of Yerington but wanted to take the survey= 0 How long have you lived in the City of Yerington or nearby within the County? o Less than 2 years= 2 o More than 2 years= 0 o More than 5 years = 2 o More than 10 years = 1 o More than 20 years= 18 Page 45 of 58 ---PAGE BREAK--- ) City of Yerington, Nevada Police Department Assessment Framing Future Operational Standards and The Delivery of Police Services Ted Stec - City Police Consultant August - October, 2023 V. What is your age group? o Under 18 = 0 o 18-25 = 1 o 26-33 = 1 o 34-40 = 2 o 41-48 = 1 o 49-56 = 3 o 57-64=4 0 65+ = 11 At the end of one survey, one person identified two adults who wander around and cause all kinds of problems, asking that something be done about that. I shared the names with the police department. Training and Nevada Commission on Peace Officer Standards and Training (POST) Compliance Recommendations o Officers attend advanced and specialized training at Regional Training Centers or the like o Yearly support for non-sworn staff o Create a Training Plan Discussion Va - Training Employee input indicated a lack of training. Whether it did or not, a crucial part of running a law enforcement agency involves ensuring a steady flow of related training for all officers and non-sworn staff. There are certain skills that are considered perishable. Meaning, without ongoing training, the skills diminish. Perishable skills include Firearms, Arrest and Control (aka: defensive tactics), less-lethal tools, and Emergency Vehicle Operations (aka: EVOC). There are a host of other critical, mandated, and insightful courses listed in various approved State of Nevada sources. Per the Nevada POST: Law enforcement professionals play an important role in maintaining the security that is so essential to our society; and, effective training is crucial to their success. The Commission on Peace Officer Standards and Training is dedicated to Nevada's Peace Officers supporting the need for training to ensure that the State of Nevada provides a capable and skilled workforce. In furtherance of this goal, POST is devc,ted to providing information about technical and specialized training courses to meet the Page 46 of 58 ---PAGE BREAK--- ) I City of Yerington, Nevada Police Department Assessment Framing Future Operational Standards and The Delivery of Police Services Ted Stec - City Police Consultant August - October, 2023 needs of the ever-changing problems that confront law enforcement officers in their daily activities. Per the Nevada Administrative Code (NAC), requirements for officers to maintain their certifications are below. Notice that the NAC indicates "minimum level of proficiency," which will be addressed further down in this section: o Demonstrate biannually a minimum level of proficiency in the use of assigned firearms o Demonstrate annually a minimum level of proficiency in the use of assigned impact weapons, chemical weapons, electronic incapacitating devices, and other less-lethal weapons o Demonstrate annually a minimum level of proficiency in arrest and control tactics, handcuffing, self-defense, and weapon retention 0 0 Demonstrate annually a minimum level of proficiency in the use of carotid restraint or lateral vascular neck restraint should the agency authorize such techniques Complete annually not less that twelve (12) hours of continuing education in the following subjects: 1) Racial profiling 2) Mental health 3) The well-being of officers 4) Implicit bias recognition 5) De-escalation 6) Human trafficking 7) Firearms The police department, its employees, and the budget process would benefit greatly with the development of a long-term, visual Training Plan. To create one, list all of the perishable skills and mandated courses, and identify the frequency each one is required per law. From the information above, here's an example: o Firearms (2x per year) o Less-lethal and specialty tools (lx per year) o Arrest and Control - Defensive Tactics (lx per year) o Carotid restraint, if applicable (lx per year) o Racial Profiling (lx per year) o Mental Health {lx per year) o Officer well-being {lx per year) o Implicit bias {lx per year) o De-escalation (lx per year) o Human trafficking (lx per year) o Legal updates (lx per year) o Emergency Vehicle Operation Course (EVOC) (lx every other year) o First Aid (lx every other year) Page 47 of 58 ---PAGE BREAK--- City of Yerington, Nevada Police Department Assessment Framing Future Operational Standards and The Delivery of Police Services Teti Slee - Cily Pulice Consultant August - October, 2023 Commit to the list, insert into the multi-year deployment schedule, and lay out in advance the budget implications for Finance. Note: it appears POST dropped the EVOC requirement a few years ago and replaced it with an emerging training trend. It appears, however, the State requires a defensive driving course every four-years for employees who drive State vehicles. Law enforcement is an exception providing they participate in EVOC. Whatever the gap may be, I strongly recommend EVOC every two- years for officers. The Nevada Highway Patrol might be the best resource for this training. I feel behind the wheel training is better than the simulators. To assist the entry level officers better, list all of the courses they ought to have after the academy within two-years to help ensure success. Think of the common exposure at the patrol level here, for instance: o Basic Traffic Collision Investigations o Interview and Interrogation -field contacts o DUI/ Drug recognition courses o lntoxilyzer o Domestic Violence response for patrol o Child Abuse response for patrol o Death investigation response for patrol Commit to the list, insert into the multi-year deployment schedule, and lay out in advance the budget implications for Finance. Next, think of Advanced and Professional Development courses for the more seasoned officers. For instance: o Leadership o Active threats o Street survival o Crime scene management o Advanced field investigations o Search Warrants o Field Training Officer (FTO) a) I advocate for all officers after a couple of years of quality service to complete the FTO course. This is a "thinking outside of the box" moment. The FTO course is actually a leadership course. Therefore, whether or not an officer is used much as an FTO, he/she and the agency benefits from the legal and liability portions presented from the curriculum. Educating officers is minimizing risk. Commit to the list, insert into the multi-year deployment schedule, and lay out in advance the budget implications for Finance. Page 48 of 58 ---PAGE BREAK--- ) ' J City of Yerington, Nevada Police Department Assessment Framing Future Operational Standards and The Delivery of Police Services Ted Stec - City Police Consultant August - October, 2023 Do not forget about the non-sworn staff. In YPD's case: o Records Management Software user conference (lx per year) o Records Management - Retention (lx every other year) o Occasional customer service, conflict resolution, types of courses Once again, commit to the list, insert into the multi-year deployment schedule, and lay out in advance the budget implications for Finance. In-house training has its place. I would lean, however, toward reducing this type of training in lieu of certified training offered at Regional Training Centers, conferences, and offered by well- known vendors. The short answers as to why fall under the umbrella of workplace conflict avoidance, diversification of training- silo avoidance, and depth of expertise to include should the city be named as a defendant following an accident, use-of-force, or critical event. The current internet-based training platform offered at the police department is solid. This type of training, however, should be used to fill small gaps, if any, and to augment standards but not as a crutch or the primary means of receiving the bulk of certified training. See below under Profile section for additional information. The theme to recognize here falls under planning, budgeting, and quality support for all members of the police department. Vb - POST Audits and Officer Profile Reports A review of the past two POST Compliance Audit reports: Results from the October 2019 audit revealed one non-compliant area out of the five applicable. The non-compliant area was a lack of training on impact, chemical, electronic incapacitating devices, and other less-lethal tools. This was remedied the following month therefore, the agency moved into compliance. This particular audit also mentioned that the NAC mandatory training was conducted in-house. Results from the February 2022 audit revealed the two pre-employment background investigations of new hires were compliant with regulations and also that NAC mandatory training was conducted in-house. The five applicable audit sections were all compliant. Note: The research revealed one non-department source that asserted the agency was not in POST compliance. The data suggests otherwise. Passing the POST compliance audit is not necessarily something to celebrate. Recall above that the threshold to reach is a "minimum level of proficiency," which could mean barely making the cut for some. This is not a criticism of POST but rather, just the logical place for the governing Page 49 of 58 ---PAGE BREAK--- City of Yerington, Nevada Police Department Assessment Framing Future Operational Standards and The Delivery of Police Services , Ted Slt!C - City Police Consultant l August - October, 2023 body to draw the line in the sand. There is no question in my mind that POST, experts, insurance companies, etc. would all agree that working hard to exceed the baseline is smart. Communities expect a high-level of proficiency and training is a primary tool on how to achieve that. POST maintains training records providing completed courses were actually POST certified. Law Enforcement agencies have on line access and can generate reports on their current officers. A "Profile Report" reveals a host of information. A review of the Profiles of current officers revealed what was mentioned above regarding the type of training received: The bulk were very short, in-house training sessions. Over the past three-years, only two officers received an advanced course of instruction, which were 40-plus hours in length. The Administrative Services employee provided the Profiles mentioned above and also directed me to training binders she has maintained for years. The binders are a reflection and hard copies of the trainings listed in the employee Profiles. The binders were neat, organized, and complete. VI Performance Appraisals (aka: Employee Evaluations) and Recognition Recommendations o Yearly Pre-evaluation form - Employee Input o Yearly evaluations o Recognition Discussion The basic, classic failures of the employee evaluation process are failing to complete them on- time or creating a halo effect. The potential consequences to organizations when failing to provide evaluations or submitting poorly written versions runs deep and is certainly not a secret. The halo effect is essentially an overly glowing report that also lacks the discussion area about professional growth. Besides these potentials, supervisors simply find yearly evaluations a pain and some struggle with the narrative. I reviewed the Pool Pact HR supplied Performance Appraisal the police department uses. It is fine but I suggest the following for better results. An employee pre-evaluation form is effective, handy, and saves time. A consensus can be established before the supervisor actually begins the evaluation narrative. This is because employees know their and weaknesses, needs, and what's already in their personnel file (i.e. sustained complaints and commendations). Thus, a pre-evaluation form that causes the employee to reflect on the evaluation period, provide details, and dialog with the supervisor serves as a good reminder of what the agency is all about. Providing a fair level of thoroughness Page 50 of 58 ---PAGE BREAK--- City of Yerington, Nevada Police Department Assessment Framing Future Operational Standards and The Delivery of Police Services Ted Stec- City Police Consultant August - October, 2023 in completing the form, the supervisor then chats with the employee to build on the details provided. This is the type of leader-follower dialog we want and what easily is transferred into the evaluation form itself. Performance Evaluations have a bad rap with some asserting they are useless. Take charge and refuse to fall into that trap. Make the process one of the most important pieces in the organization in terms of employee support and development. There are, of course, the occasional stubborn, difficult, or consistently oppositional employees who push back on the evaluation process. Their immediate supervisor works through this just like any other episode where a subordinate needs a little encouragement or direction. The pre-evaluation form is a reflection and a reminder of the agency's Mission, Core Values, and Motto. It also serves as a platform of recognition and accountability, as mentioned above. See the sample below. Visualize how completing it unfolds and the subsequent value it provides to the employee, the rater, and the organization: **Example** Yerington Police Department Pre-Evaluation Form The Mission of the Yerington Police Department is (insert). Its Core Values are (insert - example: Courage, Ethics, and Service). Our Motto is (insert). 1. Please give some examples of how you have demonstrated the department's Mission Statement, Core Values, and Motto during this rating period: 2. Please provide brief details of all verbal compliments and written commendations received during this rating period_: 3. Please provide brief details on any counseling memos and sustained complaints received during this rating period: 4. What was the highlight of this rating period? 5. What was the most significant or troubling challenge during this rating period internally, externally, or both? 6. What types of calls for service are the most difficult for you to navigate, why, and how can the police department help you with this? r 7. Briefly identify all formal education and work-related training completed during this rating period: Page 51 of 58 ---PAGE BREAK--- ' I City of Yerington, Nevada Police Department Assessment Framing Future Operational Standards and The Delivery of Police Services Ted Stec - City Police Consultant August- October, 2023 VII. 8. What short and long-term goals are you considering? The immediate supervisor meets with the employee, discusses and builds on the details, and then transfers the valuable information into the Performance Evaluation. The completed pre-eval form is attached. A copy is provided to the officer after signatures and the original retained in the personnel file. Recognition As illustrated above, recognition should find its way into the evaluation process. This is, however, just one piece of a recognition program. The employee input section indicated the department does not engage in recognition nor has Service Medals. Providing the copy of the Yerington Police Department's Policy Manual given to me is the most current version, there is a General Order, No. 2-19, dated February, 15, 2002, titled Positive Comments and Awards. This policy provides the procedures and criteria for both commendations and medals. This policy is old but right on point and needs to be followed. Mission Statement, Motto, and Core Values Recommendations o Develop a new Mission Statement, Motto, and create a set of Core Values o Let the community drive this project Discussion The following ten-plus-year-old combo Motto and Mission Statement is framed and hanging on a wall inside the police department: The Mission of the Yerington Police Department As a member of the Yerington Police Department, I commit to provide and maintain the highest quality of service, provide a safe and secure environment, and persevere to excel in my profession. I will seek to develop and maintain trust from the citizens through whom my effort is measured. My partnership with the community will be based on respect, pride, honor, courage and dignity. My ethical standards will not be compromised. My personal sacrifices will transform these goals into reality and build a strong foundation for our future. Motto Our Community, Our Pride The Mission Statement above reads more like the law enforcement code of ethics and canons. A Mission Statement instead should be concise and strive to reflect why the police department exists - its purpose for being, reassuring, and motivating. Page 52 of 58 ---PAGE BREAK--- City of Yerington, Nevada Police Department Assessment Framing Future Operational Standards and The Delivery of Police Services Ted Stec - City Police Consultant August - October, 2023 To help ensure a responsive police leader-police staff-community connection1 the police department ought to develop a new Mission Statement and Motto plus a set of Core Values Some roll their eyes on this topic. They complain that Mission Statements and the like are just fluff and almost immediately forgotten. Although that is the case in some instances, who let that happen? The leadership, right? An organization either takes this process seriously or it does not. Recall the section on Performance Appraisals, the pre-eval portion, that keeps these purpose and value statements alive. Reach out to the community to assist with this worthy project. After all, should not those with whom the police department serve have say on this topic? In terms of branding (i.e. creating your department's distinct identity), public input on projects like this helps drive the data used to develop the department's responsive messaging platform. The chief could introduce the project, goal, parameters, and move the details to various groups to see what develops. Final versions could be presented and move to a community vote. VIII. Fact Check VIiia: Assertion no. 1: Permission from the chief is required before issuing citations, taking enforcement action, and making arrests. This notion is FALSE - Unanimous that this was not the case. Unfortunately, the assertion was made and then perpetuated by one or more individuals. There is a list of crime or incident types that require a courtesy notification to the chief. Examples given were a violent crime that had occurred, a death, sexual assaults, a pursuit that by law requires a supervisor's notification, a use-of-force, or an event that would cause significant community or media concern. I reviewed the list in policy, which predates the current chiet and it is sound. Officers said the chief ought to know so he can offer technical assistance when needed and be able to intelligently address the public. No one argued otherwise. Had this occurred, they would have received a lesson on followership, leadership, common sense, and the general responsibilities of a police department. The bulk of the officers related the chief is available 24/7 as a sounding board, for technical advice, and even responds in the middle of the night when requested, which has been much appreciated. It was pointed out that officers frequently are on patrol alone. They do not have a partner or a field supervisor who would act as the second or "cover" officer on traffic stops and calls for service that normally dictate two. Deputies, however, have been very helpful. The result of this current low deployment number is the chief receiving phone calls for assistance and responding when needed. Page 53 of 58 ---PAGE BREAK--- City of Yerington, Nevada Police Department Assessment Framing Future Operational Standards and The Delivery of Police Services Ted Stec - City Police Consultant August - October, 2023 What triggered this assertion anyway? There are a number of likely potentials: officers call the chief for advice and notifications instead of a sergeant. Simply put, this dynamic rubs some people the wrong way while others not close to the police department might perceive that a chief getting so involved must be a case of micromanagement. These triggered the criticism and the allegation of "micro manager" which, in my view, is perhaps the most over-used flaming arrow shot by the misinformed, the anti-leader, anti-rule, and disgruntled groups. Although perfectly legal, within policy, and needed since the chief is the only supervisor, this is not normal or a best practice. It feels odd too. It can be intimidating for the officers just because of the rank. Also, some officers have large egos, cavalier behavior, and resentfulness, which comes into play. Sometimes there are competitions of sorts between neighboring police departments or the sheriff's office that on a small scale becomes disruptive. There are also different tactics, policies, and preferences between agencies that draw out ire. Some law enforcement officers are cautious, methodical, and by the book, which is not wrong, but drives the hyperactive, almost cutting-corners types of officers nuts. There are those who think they have it all figured out and those who thought they had it all figured out until they got uncomfortably squeezed in court, lost a case or a piece of evidence, got disciplined or sued. There are multiple ways to investigate and catch a crook, which is what drives the occasional clashes over preferences and thus, the chatter. Here are two examples to better illustrate my points on this dynamic: I was a young officer attending my first union meeting. I was shocked at what I heard. There were a couple of co-workers berating the then-chief, behind his back of course. The assertions were an attempt to temper by way of union vote the chiefs occasional enforcement action. They accused the chief of being too old (he was under 50 and with a stellar career) and disrupting their normal shift when suddenly he'd radio in an in-progress crime or that he was making a traffic stop. They complained a chief had no business getting involved in actual police work and should stay tethered to his desk. The criticisms were bogus. But the message traveled and devolved to assertions like "micromanager", which was very far from the truth and just a flaming arrow for deflection. I learned later about the small percentage of lazy, disgruntled, jealous, or just ego-driven BS-ing types of co-workers. Was it a bit uncomfortable, however, when the chief spoke on the radio or showed up on one of my traffic stops? Yes! That's simply because of his rank and the fear about accidently screwing up in front of him. It's bad enough making a mistake in front of a sergeant but maybe ten-fold in front of the chief. But at the end of the day, he was a great cop, very helpful, and his character was top notch. The next example has to do with tactics. I used to work where officers from a neighboring police department were prohibited from assisting my police officers with high-risk, felony vehicle traffic stops. These types of stops involve pointing duty firearms in the direction of the suspect vehicle and occupants while carefully extracting each one from the vehicle. Why the conflict between the agencies? We were proficient with one popular and approved method while the neighboring agency was proficient with a different popular and approved method. The two Page 54 of 58 ---PAGE BREAK--- ) City of Yerington, Nevada Police Department Assessment Framing Future Operational Standards and The Delivery of Police Services Ted Stec - City Police Consultant August - October, 2023 methods were diametrically different- not compatible - and officers were only trained on their respective agency preference. This caused banter and gossip for a period of time. The bottom line in this segment is that the chief sets the tone, direction, and expectations in his agency. It is not a democracy. Others trying to influence this could be a case of the tail trying to wag the dog. It does not matter if someone from another agency has a different preference, style, tactics, or level of tolerance. Providing the chiefs directions are legal and within policy, officers shall follow his lead or be subject to progressive discipline. Police work is a serious business and this is how it works. No exceptions! Recall above where Whittenburg related that there is only one Mission in a police department, no self-defined work is allowed, and that standards are designed to be met. In order for the chief to be successful, the city manager and city council members must recognize the role of the chief and let that play out. There are established standards and a job description for chiefs, which can also serve as the yardstick for accountability. Tinkering, editing, interfering, or undermining the established role of the chief creates unnecessary drama. One way a chief proves the department's worth is through the delivery of steady streams of public information Assertion no. 2: Citizen Arrest forms are required before officers can make arrests. This notion is also FALSE. Unanimous this was not the case. The form is only used per law when the misdemeanor crime was not committed in the officer's presence. Or, importantly, as a strategy on questionable cases where a signature from a complaining party would be ideal to test their commitment and potentially reduce department exposure. The deployment of Body Worn Cameras (BWC) has provided some remedy but is not as impactful as pen-to-paper in some cases. IX. Vehicle Fleet Recommendation None Discussion The city has purchased vehicles locally. The recent purchases for police vehicles (Chevy Tahoe's) were not made locally but this is not uncommon. Generally, police agencies seek dealerships that have the inventory and state bid pricing. Not all dealerships participate but that can change from year to year. A Chevy Tahoe is a solid choice for a police vehicle. Page 55 of 58 ---PAGE BREAK--- ' J City of Yerington, Nevada Police Department Assessment Framing Future Operational Standards and The Delivery of Police Services Ted Stec - City Pulice Consultant August - October, 2023 The police department has been frugal with vehicle purchases. There are specific police vehicle platforms offered that cost much more. A review of the upfitting costs (i.e. emergency lights, siren, radio, etc.) were consistent with industry standards. In terms of maintenance for the new Tahoe's, there has been one repair needed. It was completed at the local Chevy dealership and under a recall notice. Oil changes and tire repair/replacements are completed locally. The department shops locally at hardware and auto parts stores for various needs. X. Grant funding Recommendations o Apply for the Bulletproof Vest Program (BVP) grant o Seek a multi-year grant for School Resource Officer (SRO) o Seek a grant for Body Worn Camera assistance o Seek a grant for a Property and Evidence person o Scrutinize grant announcements o Monitor Hudbay Mining progress Discussion Xa BVP A records check revealed the Yerington Police Department does not participate in the bulletproof vest reimbursement program offered by the U.S. Department of Justice - Office of Justice Programs - Patrick Leahy Bulletproof Vest Partnership I Overview I Office of Justice Programs (ojp.gov): "Created by the Bulletproof Vest Partnership Grant Act of 1998, the Patrick Leahy Bulletproof Vest Partnership (BVP} Program, administered by the Bureau of Justice Assistance (BJA}, reimburses states, units of local government, and federally recognized Indian tribes for up to 50 percent of the cost of body armor vests purchased for law enforcement officers." New applicants must create an account in SAM - the System for Award Management. Do so well before the next open application period as it takes time to be accepted and receive the necessary credentials to apply. Afterwards, the grant funding is fairly easy to obtain. There are no strings attached. It is recommended that vests be replaced after five-years of use. This is due to advances in technology and to ensure ongoing, proper fit rather than a sudden expiration date scenario. The roughly 50 percent reimbursement softens the upfront costs. Start now on creating a current, in-house vest inventory that includes serial numbers and wearers to assist you later. Follow the website to ensure seeing the open application period announcement. Apply for one or two vests even if no current vests will reach the five-year mark during the funding period. This is smart Page 56 of 58 ---PAGE BREAK--- ) \ ) City of Yerington, Nevada Police Department Assessment Framing Future Operational Standards and The Delivery of Police Services Ted Stec - City Police Consultant August - October, 2023 since employee turn-over occurs, funding cannot be applied retroactively, and the life-span of unused funds has been up to two-years. Once awarded, the agency's designated program administrator would navigate the account to enter existing vest information, anticipated future needs, and submit requests for reimbursements on qualifying purchases. "The annual BVP application period typically begins in April and closes six weeks from the opening date. The fiscal year 2023 BVP Program application period opened on April 27, 2023, and closed on June 30, 2023." Xb SRO Over the past five-years or so, there have been a number of grants specific to the health and safety in schools. Agencies received multi-year grant funding to pay for ful l-time SROs to assist with that particular topic. A multi-year grant affords agencies the opportunity to safely backfill special assignments. Xe Body Worn Cameras (BWC} The best time to seek funding is likely f9r an initial startup. The police department already has BWCs but the five-year contract reportedly ends this coming December. Therefore, the timing to secure grant assistance before the end of the contract is not feasible. It seems the next step for the police department is sec1:Jring a new contract with the current vendor or a new one. The focuses and parameters of the next wave of grant opportunities are not yet known. The chief, however, should be vigilant for offers that may soften the costs of this platform. Xd Property and Evidence The creation of a new position to fix a problem is often ripe for grant funding. As discussed earlier, the process of storage and purging evidence is a challenge and one that can become unbearable. Saddling an already full-time employee with this task in not t he best approach. Look for a grant that may allow for the hiring of a non-sworn person and equipment to modernize, consolidate, and address the backlog of the Property and Evidence process. Xe General Information The research revealed the US Department of Justice recently awarded over $46 million dollars to support public safety efforts in Nevada. The topics receiving grant assistance were broad. Grant opportunities change from year-to-year. Scrutinize the yearly grant announcements (Local, State, Federal) to find those that have the potential to supplement department operations or provide for a particular need in the community. Further, perhaps a local service organization or business might be interested in sponsoring certain needs or projects such as new policy, K9 maintenance, or the BWC platform. Hudbay Mining may be interested too. Especially in response to the chief demonstrating the potential service population growth and community impacts thereof at the various stages of their project. Page 57 of 58 ---PAGE BREAK--- I City of Yerington, Nevada Police Department Assessment Framing Future Operational Standards and The Delivery of Police Services Ted Stec - City Police Consultant August - October, 2023 XI. Miscellaneous Information Gleaned Officer Traffic Collisions There has been one officer-related, at-fault, traffic collision. It occurred roughly three years ago, solo crash, roll-over, and was non-injury. The primary collision factor was speed while heading to a legitimate call for service. The Nevada Highway Patrol was requested to take the report. Officer - Suspect Injuries During Arrest None recently. Last Officer-Involved-Shooting or In-Custody Major Injury or Death Roughly 25+ years ago. Other Types of On-Duty Injuries Two dog-bites this year Recent chemical exposure XII. Conclusion Discussion The task at hand is to now coalesce and as a team, decide on the preferred level of public safety services for the City of Yerington. This is a policy issue. The following deliberations when answered would reveal the policy wants which in turn, drives the subsequent conversation that identifies the depth of the organizational chart. As a baseline to ponder, it would be logical to conclude that the current deployment (i.e. 1 chief, 6 officers, 1 non-sworn for a 24/7 operation) is insufficient and as such, unable to address a number of normal internal and external demands. 1. Reactive or Proactive? 2. Desirable average response time? 3. Enforcement priorities? 4. Outreach priorities? 5. Minimum number of patrol officers per shift? 6. Special Assignments? 7. Supervisory/ Command Structure Page 58 of 58