Beaumont City Council
April 19, 2022

Dell Marketing LP. U.S. only. Dell Marketing LP. is located at One Dell Way, Mail Stop 8129, Round Rock, TX 78682

823
Item 9.

BEAUMONT CTY QUEST KACE SYS DEPL APPL W/100
MGD COMP 24X7 LIC/MNT 12MTH
$4,487.61 1 $4,487.61
BEAUMONT CTY QUEST KACE SYS DEPL APPL W/100
MGD COMP 24X7 MNT/RNWL 48MTH
$3,814.48 1 $3,814.48

BEAUMONT CTY QUEST KACE SYS DEPL ADDTL MGD
COMP 24X7 LIC/MNT QTY50 12MTH
$634.00 1 $634.00

BEAUMONT CTY QUEST KACE SYS DEPL ADDTL MGD
COMP 24X7 MNT/RNWL QTY50 48MTH
$539.33 1 $539.33

BEAUMONT CTY QUEST KACE SYS DEPL APPL PREPAID
QUICKSTART REM SVCS 12MTH
$4,455.56 1 $4,455.56

BEAUMONT CTY QUEST KACE SYS MGMT APPL PREPAID
QUICKSTART PREM REM SVCS 12MTH
$4,455.56 1 $4,455.56
Subtotal:

Shipping:

Environmental Fee:

Non-Taxable Amount:

Taxable Amount:

Estimated Tax:

Total:
$36,345.88
$0.00
$0.00
$0.00
$0.00
$0.00
$36,345.88

Dell Marketing LP. U.S. only. Dell Marketing LP. is located at One Dell Way, Mail Stop 8129, Round Rock, TX 78682

824
Item 9.

Shipping Group Details
Shipping To

JAMIE SALAS

CITY OF BEAUMONT
550 E 6TH ST
BEAUMONT, CA 92223-2253
(951) 741-9246
Shipping Method
Ground Delivery
Quantity Subtotal
BEAUMONT CTY QUEST KACE SYS MGMT APPL W/100 MGD
COMP 24X7 LIC/MNT 12MTH
Contract # 70137
Customer Agreement # Dell Standard Terms and Conditions $8,880.96 1 $8,880.96
Description SKU Unit Price Quantity Subtotal
BEAUMONT CTY QUEST KACE SYS MGMT APPL W/100 MGD
COMP 24X7 LIC/MNT 12MTH AC015982 -1 -
Quantity Subtotal
BEAUMONT CTY QUEST KACE SYS MGMT APPL W/100 MGD
COMP 24X7 MNT/RNWL 48MTH
Contract # 70137
Customer Agreement # Dell Standard Terms and Conditions $7,548.81 1 $7,548.81
Description SKU Unit Price Quantity Subtotal
BEAUMONT CTY QUEST KACE SYS MGMT APPL W/100 MGD
COMP 24X7 MNT/RNWL 48MTH AC016024 -1 -
Quantity Subtotal

BEAUMONT CTY QUEST KACE SYS MGMT ADDTL MGD COMP
24X7 LIC/MNT QTY50 12MTH
Contract # 70137
Customer Agreement # Dell Standard Terms and Conditions $1,504.00 1 $1,504.00
Description SKU Unit Price Quantity Subtotal

BEAUMONT CTY QUEST KACE SYS MGMT ADDTL MGD COMP
24X7 LIC/MNT QTY50 12MTH AC016029 -1 -
Quantity Subtotal

BEAUMONT CTY QUEST KACE SYS MGMT ADDTL MGD COMP
24X7 MNT/RNWL 48MTH
Contract # 70137
Customer Agreement # Dell Standard Terms and Conditions $25.57 1 $25.57
Description SKU Unit Price Quantity Subtotal

BEAUMONT CTY QUEST KACE SYS MGMT ADDTL MGD COMP
24X7 MNT/RNWL 48MTH AC016028 -1 -
Quantity Subtotal
BEAUMONT CTY QUEST KACE SYS DEPL APPL W/100 MGD
COMP 24X7 LIC/MNT 12MTH
Contract # 70137
Customer Agreement # Dell Standard Terms and Conditions $4,487.61 1 $4,487.61
Description SKU Unit Price Quantity Subtotal
BEAUMONT CTY QUEST KACE SYS DEPL APPL W/100 MGD
COMP 24X7 LIC/MNT 12MTH AC016044 -1 -
Quantity Subtotal
BEAUMONT CTY QUEST KACE SYS DEPL APPL W/100 MGD
COMP 24X7 MNT/RNWL 48MTH
Contract # 70137
Customer Agreement # Dell Standard Terms and Conditions $3,814.48 1 $3,814.48

Dell Marketing LP. U.S. only. Dell Marketing LP. is located at One Dell Way, Mail Stop 8129, Round Rock, TX 78682

825
Item 9.

Description SKU Unit Price Quantity Subtotal
BEAUMONT CTY QUEST KACE SYS DEPL APPL W/100 MGD
COMP 24X7 MNT/RNWL 48MTH AC016037 -1 -
Quantity Subtotal

BEAUMONT CTY QUEST KACE SYS DEPL ADDTL MGD COMP
24X7 LIC/MNT QTY50 12MTH
Contract # 70137
Customer Agreement # Dell Standard Terms and Conditions $634.00 1 $634.00
Description SKU Unit Price Quantity Subtotal

BEAUMONT CTY QUEST KACE SYS DEPL ADDTL MGD COMP
24X7 LIC/MNT QTY50 12MTH AC016036 -1 -
Quantity Subtotal

BEAUMONT CTY QUEST KACE SYS DEPL ADDTL MGD COMP
24X7 MNT/RNWL QTY50 48MTH
Contract # 70137
Customer Agreement # Dell Standard Terms and Conditions $539.33 1 $539.33
Description SKU Unit Price Quantity Subtotal

BEAUMONT CTY QUEST KACE SYS DEPL ADDTL MGD COMP
24X7 MNT/RNWL QTY50 48MTH AC016040 -1 -
Quantity Subtotal

BEAUMONT CTY QUEST KACE SYS DEPL APPL PREPAID
QUICKSTART REM SVCS 12MTH
Contract # 70137
Customer Agreement # Dell Standard Terms and Conditions $4,455.56 1 $4,455.56
Description SKU Unit Price Quantity Subtotal

BEAUMONT CTY QUEST KACE SYS DEPL APPL PREPAID
QUICKSTART REM SVCS 12MTH
AC016038 -1 -
Quantity Subtotal

BEAUMONT CTY QUEST KACE SYS MGMT APPL PREPAID
QUICKSTART PREM REM SVCS 12MTH
Contract # 70137
Customer Agreement # Dell Standard Terms and Conditions $4,455.56 1 $4,455.56
Description SKU Unit Price Quantity Subtotal

BEAUMONT CTY QUEST KACE SYS MGMT APPL PREPAID
QUICKSTART PREM REM SVCS 12MTH AC016041 -1 -
Subtotal:

Shipping:

Environmental Fee:

Estimated Tax:

Total:
$36,345.88
$0.00
$0.00
$0.00
$36,345.88

Dell Marketing LP. U.S. only. Dell Marketing LP. is located at One Dell Way, Mail Stop 8129, Round Rock, TX 78682

826
Item 9.

Important Notes
Terms of Sale
This Quote will, if Customer issues a purchase order for the quoted items that is accepted by Supplier, constitute a contract between the entity issuing this Quote (“Supplier”) and the entity to whom this Quote was issued (“Customer”). Unless otherwise stated herein, pricing is valid for thirty days from the date of this Quote. All product, pricing and other information is based on the latest information available and is subject to change. Supplier reserves the right to cancel this Quote and Customer purchase orders arising from pricing errors. Taxes and/or freight charges listed on this Quote are only estimates. The final amounts shall be stated on the relevant invoice. Additional freight charges will be applied if Customer requests expedited shipping. Please indicate any tax exemption status on your purchase order and send your tax exemption certificate to [email protected] or [email protected], as applicable.

Governing Terms: This Quote is subject to: (a) a separate written agreement between Customer or Customer’s affiliate and Supplier or a Supplier´s affiliate to the extent that it expressly applies to the products and/or services in this Quote or, to the extent there is no such agreement, to the applicable set of Dell’s Terms of Sale (available at www.dell.com/terms or www.dell.com/oemterms) , or for cloud/as-a- Service offerings, the applicable cloud terms of service (identified on the Offer Specific Terms referenced below); and (b) the terms referenced herein (collectively, the “Governing Terms”). Different Governing Terms may apply to different products and services on this Quote. The Governing Terms apply to the exclusion of all terms and conditions incorporated in or referred to in any documentation submitted by Customer to Supplier.

Supplier Software Licenses and Services Descriptions: Customer’s use of any Supplier software is subject to the license terms accompanying the software, or in the absence of accompanying terms, the applicable terms posted on www.Dell.com/eula . Descriptions and terms for Supplier-branded standard services are stated at www.dell.com/servicecontracts/global or for certain infrastructure products at www.dellemc.com/en-us/customer-services/product-warranty-and-service-descriptions.htm .

Offer-Specific, Third Party and Program Specific Terms: Customer’s use of third-party software is subject to the license terms that accompany the software. Certain Supplier-branded and third-party products and services listed on this Quote are subject to additional, specific terms stated on www.dell.com/offeringspecificterms (“Offer Specific Terms”).

In case of Resale only: Should Customer procure any products or services for resale, whether on standalone basis or as part of a solution, Customer shall include the applicable software license terms, services terms, and/or offer-specific terms in a written agreement with the end- user and provide written evidence of doing so upon receipt of request from Supplier.

In case of Financing only: If Customer intends to enter into a financing arrangement (“Financing Agreement”) for the products and/or services on this Quote with Dell Financial Services LLC or other funding source pre-approved by Supplier (“FS”), Customer may issue its purchase order to Supplier or to FS. If issued to FS, Supplier will fulfill and invoice FS upon confirmation that: (a) FS intends to enter into a Financing Agreement with Customer for this order; and (b) FS agrees to procure these items from Supplier. Notwithstanding the Financing Agreement, Customer’s use (and Customer’s resale of and the end-user’s use) of these items in the order is subject to the applicable governing agreement between Customer and Supplier, except that title shall transfer from Supplier to FS instead of to Customer. If FS notifies Supplier after shipment that Customer is no longer pursuing a Financing Agreement for these items, or if Customer fails to enter into such Financing Agreement within 120 days after shipment by Supplier, Customer shall promptly pay the Supplier invoice amounts directly to Supplier.

Customer represents that this transaction does not involve: (a) use of U.S. Government funds; (b) use by or resale to the U.S. Government; or (c) maintenance and support of the product(s) listed in this document within classified spaces. Customer further represents that this transaction does not require Supplier’s compliance with any statute, regulation or information technology standard applicable to a U.S.

Government procurement.

For certain products shipped to end users in California, a State Environmental Fee will be applied to Customer’s invoice. Supplier encourages customers to dispose of electronic equipment properly.

Electronically linked terms and descriptions are available in hard copy upon request. ^Dell Business Credit (DBC): Offered to business customers by WebBank, Member FDIC, who determines qualifications for and terms of credit. Taxes, shipping and other charges are extra and vary. Minimum monthly payments are the greater of $15 or 3% of the new balance shown on the monthly billing statement. Dell and the Dell logo are trademarks of Dell Inc.

Dell Marketing LP. U.S. only. Dell Marketing LP. is located at One Dell Way, Mail Stop 8129, Round Rock, TX 78682

827
Item 9.

Staff Report

TO: City Council
FROM: Jennifer Ustation, Finance Director
DATE April 19, 2022
SUBJECT: Ratification of Emergency Repair Costs to T.E. Roberts, Inc., for the City’s Wastewater Collect System Force Main Line Repairs in the Amount of $34,279.47

Background and Analysis:

This report seeks City Council ratification for the costs of emergency repairs to the City’s wastewater collection system that were undertaken on March 15 and 16 , 2022, at a cost of $34,279.47 for services provided by T.E. Roberts, Inc. These repairs were funded using the wastewater contingency fund .

On March 15, 2022, City staff became aware of an emergent issue within the force main at Fourth Street and Prime Drive near the privately owned lift station that services Amazon and Wolverine. The City contacted T.E. Roberts, Inc., to excavate the area and determined an emergency repair was needed in the 6-inch sewer force main.

Fiscal Impact:

The cost of the emergency force main line repair for T.E. Roberts, Inc. is $34,279.47. A summary of parts, repairs and a listing of costs is included as Attachment A. These repairs are funded within Wastewater Treatment Plant Budget 700 -4050-7900-0000.

Recommended Action:

Ratification of emergency repair costs to T.E. Roberts, Inc. for the City’s wastewater collection system force main line repairs in the amount of $34,279.47.

Attachments:

A. Invoice for repair from T.E. Roberts, Inc.
828
Item 10.

700-4050-7900-0000
4/4/2022
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830
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831
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832
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833
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834
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838
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839
Item 10.

Staff Report

TO: City Council
FROM: Sean Thuilliez, Chief of Police
DATE April 19, 2022
SUBJECT: Public Hearing and First Reading to Approve An Ordinance of the City of Beaumont Regarding Assembly Bill 481 – Military/Specialized Police Equipment Policy and Use

Background and Analysis:

On September 30, 2021, California Governor Gavin Newsom signed Assembly Bill 481 (AB481), which became effective January 1, 2022. The bill requires the Beaumont Police Department to create a Military Equipment Use Policy which must be adopted by the City by May 1, 2022. Due to recent events in our nation, the public has asked state and local leaders to enact law enforcement reforms and set statewide standards for safe de - escalation techniques.

AB481 identifies certain law enforcement equipment as ‘military equipment’ and requires oversight from a governing body for purchase and usage of what the bill has deemed military equipment. For the Beaumont Police Department, the governing body is the Beaumont City Council. The purpose of this request is to seek approval and support from the City Council in adopting the list of inventories (specialized equipment) and its use.

The use policy establishes an on-going standard and policy for safe de-escalation techniques and military equipment use/application which is at tached as required by AB481.

The list of identified ‘military equipment’ is currently deployed by law enforcement agencies in this county as well as neighboring San Bernardino, San Diego, and Orange Counties, and throughout the State of California, as wel l as law enforcement organizations across the nation. AB481 lists equipment that is recognized and more appropriately identified by local, state, and federal law enforcement entities as specialized police equipment. Locally, the Association of Riverside County Chiefs of Police and Sheriff (ARCCOPS) have endorsed the list of specialized equipment which is already in use across the county.

For additional context, Beaumont Police Department, over a span of many years has acquired these tools with previous City Council approval either during the annual budget process, or as individual agenda item purchases. Specialized police equipment is used only by highly trained and experienced law enforcement professionals. The list of itemized equipment is listed below as required by AB481. These inventory lists range from modernized tools, aerial drones, to off -road vehicles whose primary purpose is the preservation of human life when utilized in responding to critical incidents, which often 840
Item 11.

involve high-risk apprehension, search and rescue, fast responses to catastrophic events, reduce liability of physical injury to public and department personnel, and allow for de - escalation tactics during high-risk encounters with armed violent suspects. The tools, equipment, and resources can function as a force-multiplier in some cases to reduce manpower hours and is ultimately a cost savings to the City.

Riverside County law enforcement agencies are responsible for ensuring the highest standard of public safety, protecting, and serving members of the community, and apprehending criminal offenders. To help achieve and maintain the highest standard of public safety, law enforcement receives support from the local elected officials who are committed to funding operational needs, which includes the approval to purchase and finance necessary tools, protective gear, and specialized equipment for the purpose of helping protect and save lives and property.

With the City Council’s partnership and approval, law enforcement can operate with the most advanced technology, equipment, and resources available with the goal to protect and serve the community with increased effectiveness, be prepared for the unexpected, and ultimately save lives with a uniform response standard by all law enforcement agencies across all jurisdictions within the county.

Although most tools, equipment, and resources listed as military equipment in AB481 are found in a military environment and may be similar in nature, the application in which the equipment is used is significantly different for public safety and law enforcement. Below is a list of the specialized equipment inventory and a variety of their uses.

Beaumont Police Department Specialized Equipment Inventory:

 Unmanned, remotely piloted powered aerial vehicles (Drones) o Search and locate reported missing children or at-risk adults. o Search and rescue operations to locate lost or injured hikers. o A law enforcement specific application involving aerial drones are used for open terrain or large field searches as a force-multiplier to assist in high-risk apprehensions of armed or violent suspects. Aerial drones can be used as an interior search tool to locate suspects barricaded inside a residence or commercial structure.
o Unmanned robotics have numerous applications and are used instead of personnel in high-risk environments to increase safety for law enforcement. o Used to map and diagram crime and/or traffic accident scenes.

 Assault weapons defined under PC 30510 and PC 30515
o Inventory includes AR style rifles that function at semi-automatic capability (fully automatic rifles are not assigned to Beaumont Police personnel). o Increased accuracy and precision at long range distances. o Currently used by most law enforcement agencies across the nation.

 Command and control vehicles built or modified to facilitate the operational control and direction of public safety units
841
Item 11.

o Command vehicles are built in various platforms. The Beaumont Police Department utilizes an RV style configuration. Vehicles are built to better assist in command and control during law enforcement operations, natural disasters, and public safety issues. Vehicles are designed with additional communication abilities, computers, white boards, lighting, generators, and mission essential supplies.

 40mm projectile launchers
o Less lethal 40mm launchers and rubber projectile munitions are configured for high and low energy impact. 40mm less lethal has been effective in disarming violent suspects, armed suspects, and subjects who are suicidal with minimal injury and risk to the person, law enforcement or the public.

 Bean bag launchers
o Less lethal bean bags are utilized through a marked/yellow colored easily identifiable less lethal shotgun. The bean bag round is a small led pellet filled munition made of high-density cloth. The bean bag is the predecessor to the 40mm projectile launcher.

The Sheriff’s Department, Probation Department, District Attorney’s Office, Riverside Area - California Highway Patrol, the County’s twelve (12) municipal police departments, three (3) university and school police departments, and members of the Association of Riverside County Chiefs of Police and She riff (ARCCOPS), have committed to working cooperatively across jurisdictional boundaries to ensure that all catastrophic events, response to critical incidents, search and rescue operations and many other multi - jurisdictional events that arise from neighboring counties are supported safely and justifiably. Any of which require the use of any of the above listed specialized equipment are conducted in a fair, transparent and professional manner.

Prior to the City Council’s public hearing, and as required by AB481, the military equipment policy has been available on the Beaumont Police Department’s webpage 30 days before the scheduled hearing. The law requires the Beaumont City Council to vote in a public hearing for or against the Department’s list of existing ‘military equipment’ and thereafter annually.

The full text to AB481 can be found here:
https://leginfo.legislature.ca.gov/faces/billNavClient.xhtml?bill_id=202120220AB481 The Beaumont Police Department will allow other law enforcement agencies into the City to conduct business with the understanding that their Military/Specialized Police Equipment policy has been approved by their governing body.

Impact on Residents and Businesses:
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Item 11.

With the City Council affirming the Military/Specialized Equipment Use Policy and Inventory for the Police Department, there will be minimal impact on residents and businesses in the City of Beaumont. However, without approval, there would be significant challenges to officer safety and mutual aid from other law enforcement agencies to the City of Beaumont.

A notification to the public was published in area newspapers on April 6, 2022. This notification advertised the ordinance and the scheduled Public Hearing.

Fiscal Impact:

The cost to prepare this report is estimated to be $500.00.

Recommended Action:

Hold a public hearing, and
Waive the full first reading and approve by title only, “An Ordinance of the City Of Beaumont for the adoption of a Military Equipment Use Policy, otherwise referred to herein as a Specialized Police Equipment Use Policy, Pursuant to Assembly Bill 481 and Government Code §7070 for Beaumont Police Department Attachments:

A. Beaumont Police Department Military/Specialized Equipment Use Policy B. Beaumont Police Department Military/Specialized Equipment Inventory C. Ordinance
D. Notice of Public Hearing
843
Item 11.

Copyright Lexipol, LLC 2021/12/29, All Rights
Reserved. Published with permission by Beaumont
Police Department
***DRAFT*** Military Equipment - 1
Policy
709
Beaumont Police Department
Beaumont PD Policy Manual

Military Equipment

709.1 PURPOSE AND SCOPE

State
The purpose of this policy is to provide guidelines for the approval, acquisition, and reporting requirements of military equipment (Government Code § 7070; Government Code § 7071; Government Code § 7072).

709.1.1 DEFINITIONS

State
Definitions related to this policy include (Government Code § 7070):

Governing body – The elected or appointed body that oversees the Department.

Military equipment – Includes but is not limited to the following:

• Unmanned, remotely piloted, powered aerial or ground vehicles.

• Mine-resistant ambush-protected (MRAP) vehicles or armored personnel carriers. • High mobility multipurpose wheeled vehicles (HMMWV), two-and-one-half-ton trucks, five-ton trucks, or wheeled vehicles that have a breaching or entry apparatus attached.

• Tracked armored vehicles that provide ballistic protection to their occupants.

• Command and control vehicles that are either built or modified to facilitate the operational control and direction of public safety units.

• Weaponized aircraft, vessels, or vehicles of any kind.

• Battering rams, slugs, and breaching apparatuses that are explosive in nature. This does not include a handheld, one-person ram.
• Firearms and ammunition of .50 caliber or greater, excluding standard-issue shotguns and standard-issue shotgun ammunition.
• Specialized firearms and ammunition of less than .50 caliber, including firearms and accessories identified as assault weapons in Penal Code § 30510 and Penal Code § 30515, with the exception of standard-issue handguns.

• Any firearm or firearm accessory that is designed to launch explosive projectiles.

• Noise-flash diversionary devices and explosive breaching tools.

• Munitions containing tear gas or OC, excluding standard, service-issued handheld pepper spray.
• TASER® Shockwave, microwave weapons, water cannons, and long-range acoustic devices (LRADs).

• Kinetic energy weapons and munitions.

• Any other equipment as determined by a governing body or a state agency to require additional oversight.
844
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Reserved. Published with permission by Beaumont
Police Department
***DRAFT*** Military Equipment - 2
Beaumont Police Department
Beaumont PD Policy Manual
Military Equipment

709.2 POLICY

State
It is the policy of the Beaumont Police Department that members of this department comply with the provisions of Government Code § 7071 with respect to military equipment.

709.3 MILITARY EQUIPMENT COORDINATOR

Best Practice
The Chief of Police should designate a member of this department to act as the military equipment coordinator. The responsibilities of the military equipment coordinator include but are not limited to:

(a) Acting as liaison to the governing body for matters related to the requirements of this policy.

(b) Identifying department equipment that qualifies as military equipment in the current possession of the Department, or the equipment the Department intends to acquire that requires approval by the governing body.

(c) Conducting an inventory of all military equipment at least annually.

(d) Collaborating with any allied agency that may use military equipment within the jurisdiction of Beaumont Police Department (Government Code § 7071).

(e) Preparing for , scheduling, and coordinating the annual community engagement meeting to include:

1. Publicizing the details of the meeting.

2. Preparing for public questions regarding the department’s funding, acquisition, and use of equipment.

(f) Preparing the annual military equipment report for submission to the Chief of Police and ensuring that the report is made available on the department website (Government Code § 7072).

(g) Establishing the procedure for a person to register a complaint or concern, or how that person may submit a question about the use of a type of military equipment, and how the Department will respond in a timely manner.

709.4 MILITARY EQUIPMENT INVENTORY

State
The following constitutes a list of qualifying equipment for the Department:

See attachment: AB481 Military/Specialized Equipment List

709.5 APPROVAL

State
The Chief of Police or the authorized designee shall obtain approval from the governing body by way of an ordinance adopting the military equipment policy. As part of the approval process, the Chief of Police or the authorized designee shall ensure the proposed military equipment policy is submitted to the governing body and is available on the department website at least 30 days prior 845
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Reserved. Published with permission by Beaumont
Police Department
***DRAFT*** Military Equipment - 3
Beaumont Police Department
Beaumont PD Policy Manual
Military Equipment

to any public hearing concerning the military equipment at issue (Government Code § 7071). The military equipment policy must be approved by the governing body prior to engaging in any of the following (Government Code § 7071):

(a) Requesting military equipment made available pursuant to 10 USC § 2576a.

(b) Seeking funds for military equipment, including but not limited to applying for a grant, soliciting, or accepting private, local, state, or federal funds, in-kind donations, or other donations or transfers.

(c) Acquiring military equipment either permanently or temporarily, including by borrowing or leasing.

(d) Collaborating with another law enforcement agency in the deployment or other use of military equipment within the jurisdiction of this department.

(e) Using any new or existing military equipment for a purpose, in a manner, or by a person not previously approved by the governing body.

(f) Soliciting or responding to a proposal for, or entering into an agreement with, any other person or entity to seek funds for, apply to receive, acquire, use, or collaborate in the use of military equipment.

(g) Acquiring military equipment through any means not provided above.

709.6 COORDINATION WITH OTHER JURISDICTIONS

State
Military equipment used by any member of this Department shall be approved for use and in accordance with this Department policy. Military equipment used by other jurisdictions that are providing mutual aid to this department, or otherwise engaged in law enforcement operations in this jurisdiction, shall comply with their respective military equipment use policies in rendering mutual aid.

709.7 ANNUAL REPORT

State
Upon approval of a military equipment policy, the Chief of Police or the authorized designee should submit a military equipment report to the governing body for each type of military equipment approved within one year of approval, and annually thereafter for as long as the military equipment is available for use (Government Code § 7072).

The Chief of Police or the authorized designee should also make each annual military equipment report publicly available on the department website for as long as the military equipment is available for use. The report shall include all information required by Government Code § 7072 for the preceding calendar year for each type of military equipment in department inventory.

709.8 COMMUNITY ENGAGEMENT

State
Within 30 days of submitting and publicly releasing the annual report, the Department shall hold at least one well-publicized and conveniently located community engagement meeting, at which 846
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Reserved. Published with permission by Beaumont
Police Department
***DRAFT*** Military Equipment - 4
Beaumont Police Department
Beaumont PD Policy Manual
Military Equipment

the Department should discuss the report and respond to public questions regarding the funding, acquisition, or use of military equipment.
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Reserved. Published with permission by Beaumont
Police Department
***DRAFT*** Military Equipment - 5
Beaumont Police Department
Beaumont PD Policy Manual
Military Equipment

848
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Beaumont Police Department Specialized Equipment Inventory Type of Equipment Quantity
Unmanned, remotely piloted aerial or ground vehicles (Aerial drones)  Search and locate missing children or at risk adults
 Search and rescue operations to locate lost or injured hikers  A law enforcement specific application involving aerial drones are used for open terrain or large field searches as a force multiplier to assist in high-risk apprehensions of armed or violent suspects. Aerial drones can be used as an interior search tool to locate suspects barricaded inside a residence or commercial structure.

2 Assault weapons defined under PC 30510 & PC 30515
 Semi-auto Benelli shotguns
 Increased accuracy and precision at long range distances  Currently used by most law enforcement agencies across the nation

53 Flashbang grenades
 Light sound device (LSDD-“Flashbangs”) are used to minimize risk to all parties through the temporary distraction of armed and violent suspects that pose significant danger to the officers and community. The effects of the LSDD reduce a suspects reactionary capability and allow for momentary disorientation which creates a tactical advantage. LSDD is a hand delivered device and generally deployed on the exterior of structures  Provides a humane fright to aggressive dogs that pose a threat to officers

0 Tear gas (Pepper Ball Launchers)
 Chemical agents are deployed through various means to include hand delivery and weapon launchable, such as pepper ball. Munitions are either 37mm or 40mm caliber, shotgun ferret rounds or canister shotgun launched ordinance. Hand delivered chemical agents are placed in metal burn boxes to reduce fire hazards
5/1435
Command and control vehicles built or modified to facilitate the operation and control of public safety units ( RV Style Mobile Command Vehicle)  Command vehicles are built in various platforms to include ½ ton pickup chassis, vans, trailers, and RV style configurations. Vehicles built to better assist in command and control during law enforcement operations, natural disasters, and public safety issues. Vehicles are designed with additional communications abilities, computers, white boards, lighting, generators, and mission essential supplies

1 40 mm Projectile Launchers
 Less lethal 40mm launchers and rubber projectile munitions are configured for high and low energy impact. 40mm less lethal has been effective in disarming violent suspects, armed suspects, and subjects who are suicidal with minimal injury and risk to the person, law enforcement, or the public 0 849
Item 11.

Beaumont Police Department Specialized Equipment Inventory Bean bag launchers
 Less lethal bean bags are utilized through a marked/yellow colored easily identifiable less lethal shotgun. The bean bag round is a mall led pellet filled munition made of high-density cloth. The bean bag is the predecessor to the 40mm less lethal having similar benefits as other less lethal platforms

10/176
Rubber projectile launchers
 Sting ball grenade launches .38 caliber rubber projectiles and are hand delivered. Generalized use in a tactical operation is infrequent in use and deployment. Search warrants, violent combative subjects, or hostage rescue scenarios are criteria for consideration and use against suspects. Sting balls have a greater application in a jail corrections environment  40mm and 37mm launchers capable of deploying rubber projectiles munitions. An effective less lethal tool used routinely with success.

0 850
Item 11.

1 ORDINANCE NO. __

AN ORDINANCE OF THE CITY OF BEAUMONT FOR THE

ADOPTION OF A MILITARY EQUIPMENT USE POLICY,

OTHERWISE REFERRED TO HEREIN AS A SPECIALIZED

POLICE EQUIPMENT USE POLICY, PURSUANT TO ASSEMBLY
BILL 481 AND GOVERNMENT CODE §7070 FOR BEAUMONT

POLICE DEPARTMENT

THE CITY COUNCIL OF THE CITY OF BEAUMONT HEREBY ORDAINS AS FOLLOWS:

Section 1 . Findings . The acquisition of military equipment, otherwise referred to herein as specialized police equipment or equipment, and its deployment in our communities impacts the public’s safety and welfare, may increase risk of civilian deaths, may pose risks to civil rights, civil liberties, and physical and psychological well-being, and incurment of significant financial costs.

The public has a right to know about any funding, acquisition, or use of equipment by local government officials, as well as a right to participate in any government agency’s decision to fund, acquire, or use such equipment. Decisions regarding whether and how this equipment is funded, acquired, or used should give strong consideration to the public’s welfare, safety, civil rights, and civil liberties, and should be based on meaningful public input. Legally enforceable safeguards, including transparency, oversight, and accountability measures, must be in place to protect the public’s welfare, safety, civil rights, and civil liberties before this eq uipment is funded, acquired, or used. The lack of a public forum to discuss the acquisition of this equipment jeopardizes the relationship police have with the community, which can be undermined when law enforcement is seen as an occupying force rather than a public safety service.

The City Council finds that the Use Policy will apply to specialized police equipment (military equipment) acquired prior to January 1, 2022, and will provide the public with the highest, industry leading standards of public safety, mitigating damages and injuries to both the public and law enforcement personnel. The City Council also finds that the Use Policy will safeguard the public’s welfare, safety, civil rights, and civil liberties.

Section 2. Purpose. To establish a funding, use and acquisition policy that is developed with consideration of the public’s concerns about safety, civil rights and the publics welfare. On September 30, 2021, California Governor Gavin Newsom signed AB 481, which became effective January 1, 2022. AB 481 identifies certain specialized law enforcement equipment as ‘military equipment’ and requires oversight from the City Council for purchase and use of what the bill has deemed ‘military equipment.’ The law requires the Beaumont Police Department to create a Use Policy that has been adopted by the City Council after holding public meetings to seek the public’s input.

Section 3. Authority. This ordinance is adopted pursuant to AB 481, codified at Chapter 12.8 to Division 7 of Title 1 of the Government Code commencing with §7070. These statutes provide for funding, acquisition, and use of ‘military equipment,’ otherwise referred to as specialized police equipment, for law enforcement agencies throughout the state of California.

Section 4. CEQA. The City Council hereby finds and determines that adoption of this ordinance is not a project within the meaning of section 15378 of the Guidelines for Implementation of the California Environmental Quality Act (“CEQA Guidelines”) because it has no potential for resulting in physical change in the environment, either directly or ultimately. The City Council also 851
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2 finds the approval of this ordinance is exempt under Section 15061(b)(3) of the CEQA Guidelines because it can be seen with certainty that there is no possibility that the adoption of this ordinance may have a significant effect on the environment

Section 5. Definitions. As used in this ordinance, the following terms shall have the following meanings:

A. “Governing Body” means the elected body that oversees a law enforcement agency. In this case, the governing body means the City Council of the City of Beaumont.

B. “Law Enforcement Agency” means a police department.

C. “Public Meetings/Public Hearings” means regular meeting held pursuant to the Bagley-Keene Open Meeting Act (Article 9 (commencing with Section 11120) of Chapter 1 of Part 1 of Division 3 of Title 2) or the Ralph M. Brown Act (Chapter 9 (commencing with Section 54950) of Part 1 of Division 2 of Title 5), as applicable.

D. “Military Equipment” means the following:

(1) Unmanned, remotely piloted, powered aerial or ground vehicles.

(2) Mine-resistant ambush-protected (MRAP) vehicles or armored personnel carriers. However, police versions of standard consumer vehicles are specifically excluded from this subdivision.

(3) High mobility multipurpose wheeled vehicles (HMMWV), commonly referred to as Humvees, two and one-half-ton trucks, five-ton trucks, or wheeled vehicles that have a breaching or entry apparatus attached. However, unarmored all-terrain vehicles (ATVs) and motorized dirt bikes are specifically excluded from this subdivision.

(4) Tracked armored vehicles that provide ballistic protection to their occupants and utilize a tracked system instead of wheels for forward motion.

(5) Command and control vehicles that are either built or modified to facilitate the operational control and direction of public safety units.

(6) Weaponized aircraft, vessels, or vehicles of any kind.

(7) Battering rams, slugs, and breaching apparatuses that are explosive in nature. However, items designed to remove a lock, such as bolt cutters, or a handheld ram designed to be operated by one person, are specifically excluded from this subdivision.

(8) Firearms of .50 caliber or greater. However, standard issue shotguns are specifically excluded from this subdivision.

(9) Ammunition of .50 caliber or greater. However, standard issue shotgun ammunition is specifically excluded from this subdivision.

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3 (10) Specialized firearms and ammunition of less than .50 caliber, including assault weapons as defined in Sections §30510 and §30515 of the Penal Code, with the exception of standard issue service weapons and ammunition of less than .50 caliber that are issued to officers, agents, or employees of a law enforcement agency or a state agency.

(11) Any firearm or firearm accessory that is designed to launch explosive projectiles.

(12) “Flashbang” grenades and explosive breaching tools, “tear gas,” and “pepper balls,” excluding standard, service-issued handheld pepper spray.

(13) Taser Shockwave, microwave weapons, water cannons, and the Long- Range Acoustic Device (LRAD).

(14) The following projectile launch platforms and their associated munitions:
40mm projectile launchers, “bean bag,” rubber bullet, and specialty impact munition (SIM) weapons.

(15) Any other equipment as determined by a governing body or a state agency to require additional oversight.

(16) Notwithstanding paragraphs (1) through (15), “military equipment” does not include general equipment not designated as prohibited or controlled by the federal Defense Logistics Agency.

E. “Military Equipment Use Policy” means a publicly released, written document governing the use of military equipment by a law enforcement agency or a state agency that addresses, at a minimum, all the following:

(1) Description of each type of military equipment, the quantity sought, its capabilities, expected lifespan, and product descriptions from the manufacturer of the military equipment.

(2) The purposes and authorized uses for which the law enforcement agency or the state agency proposes to use each type of military equipment.

(3) The fiscal impact of each type of military equipment, including the initial costs of obtaining the equipment and estimated annual costs of maintaining the equipment.

(4) The legal and procedural rules that govern each authorized use.

(5) The training, including any course required by the Commission on Peace Officer Standards and Training, that must be completed before any officer, agent, or employee of the law enforcement agency or the state agency is allowed to use each specific type of military equipment to ensure the full protection of the public’s welfare, safety, civil rights, and civil liberties and full adherence to the military equipment use policy.

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4 (6) The mechanisms to ensure compliance with the military equipment use policy, including which independent persons or entities have oversight authority, and, if applicable, what legally enforceable sanctions are put in place for violations of the policy.

(7) For a law enforcement agency, the procedures by which members of the public may register complaints or concerns or submit questions about the use of each specific type of military equipment, and how the law enforcement agency will ensure that each complaint, concern, or question receives a response in a timely manner.

F. “State agency” means the law enforcement division of every state office, officer, department, division, bureau, board, and commission or other state body or agency, except those agencies provided for in Article IV (except Section 20 thereof) or Article VI of the California Constitution.

G. “Type” means each item that shares the same manufacturer model number.

Section 6. Use Policy.

A. The Use Policy submitted for approval shall include:

(1) A description of each type of equipment, the quantity sought, its capabilities, expected lifespan, and product descriptions from the manufacturer of the military equipment.

(2) The purposes and authorized uses for which the law enforcement agency or the state agency proposes to use each type of equipment.

(3) The fiscal impact of each type of equipment, including the initial costs of obtaining the equipment and estimated annual costs of maintaining the equipment.

(4) The legal and procedural rules that govern each authorized use.

(5) The training, including any course required by the Commission on Peace Officer Standards and Training, that must be completed before any officer, agent, or employee of the law enforcement agency or the state agency is allowed to use each specific type of equipment to ensure the full protection of the public’s welfare, safety, civil rights, and civil liberties and full adherence to the Use Policy.

(6) The mechanisms to ensure compliance with the equipment Use Policy, including which independent persons or entities have oversight authority, and, if applicable, what legally enforceable sanctions are put in place for violations of the policy.

(7) For a law enforcement agency, the procedures by which members of the public may register complaints or concerns or submit questions about the use of each specific type of equipment, and how the law enforcement 854
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5 agency will ensure that each complaint, concern, or question receives a response in a timely manner.

B. This Ordinance approves:
(1) Beaumont Police Department’s Policy 709 Military Equipment attached hereto as Attachment A and may be amended in accordance with this ordinance.

Section 6. Compliance. The City Council shall determine, based on the annual equipment report submitted pursuant to Government Code §7072, whether each type of equipment identified in that report has complied with the standards for approval set forth as follows:

A. The equipment is necessary because there is no reasonable alternative that can achieve the same objective of officer and civilian safety.

B. The proposed equipment Use Policy will safeguard the public’s welfare, safety, civil rights, and civil liberties.

C. If purchasing the equipment, the equipment is reasonably cost effective compared to available alternatives that can achieve the same objective of officer and civilian safety.

D. Prior equipment use complied with the equipment Use Policy that was in effect at the time, or if prior uses did not comply with the accompanying military Use Policy, corrective action has been taken to remedy nonconforming uses and ensure future compliance.

If the City Council determines that a type of equipment identified in that annual equipment report has not complied with the standards for approval set forth above, the City Council shall either disapprove a renewal of the authorization for that type of equipment or require modifications to the Use Policy in a manner that will resolve the lack of compliance.

Section 7. Annual Renewal. The City Council shall annually review this ordinance during a public hearing and either disapprove a renewal of the authorization for a type, as defined, of equipment or amend the equipment Use Policy if it determines, based on an annual equipment report prepared by the law enforcement agency, as provided, that the equipment does not comply with the above-described standards for approval.

Section 8. Severability. If any sentence, word, phrase, section or provision of this ordinance is held invalid by a court of competent jurisdiction, such provision shall be considered a separate, distinct and independent provision and such holding shall not affect the validity and enforceability of the other provisions of this ordinance.

Section 9. Publication and Certification. The City Clerk shall cause this ordinance to be published at least once in a newspaper of general circulation published and circulated in the City within fifteen (15) days after its passage in accordance with Section 36933 of the Government Code, shall certify to the adoption of this ordinance, and shall cause this ordinance and certification, together with proof of publication, to be entered in the book of ordinances of the Council of this City.

Section 10. Effective Date. This ordinance shall take effect thirty-one days after its adoption. 855
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6 NOW, THEREFORE, BE IT ORDAINED that the City Council of the City of Beaumont, California, approves an amendment to the City Code.

INTRODUCED AND READ for the first time and ordered posted at a regular meeting of the City Council of the City of Beaumont, California, held on the _____ day of ______________ 2022, by the following roll call vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

PASSED, APPROVED AND ADOPTED at a regular meeting of the City Council of the City of Beaumont, California, held on the _____ day of _________, 2022.

AYES:

NOES:

ABSENT:

ABSTAIN:

_______________________________
Lloyd White, Mayor

Attest: _______________________________
Steven Mehlman, City Clerk

Approved as to form:

_______________________________
John O. Pinkney, City Attorney
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Attachment A
Attachment A

The Beaumont Police Department – Policy Manual
Policy 709 Military Equipment
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1825 Chicago Ave, Suite 100
Riverside, CA 92507
951-684-1200
951-368-9018 FAX

BEAUMONT, CITY OF / LEGAL
550 E SIXTH ST
BEAUMONT, CA 92223
04/06/2022
I am a citizen of the United States. I am over the age of eighteen years and not a party to or interested in the above entitled matter. I am an authorized representative of THE PRESS-ENTERPRISE, a newspaper in general circulation, printed and published daily in the County of Riverside, and which newspaper has been adjudicated a newspaper of general circulation by the Superior Court of the County of Riverside, State of California, under date of April 25, 1952, Case Number 54446, under date of March 29, 1957, Case Number 65673, under date of August 25, 1995, Case Number 267864, and under date of September 16, 2013, Case Number RIC 1309013; that the notice, of which the annexed is a printed copy, has been published in said newspaper in accordance with the instructions of the person(s) requesting publication, and not in any supplement thereof on the following dates, to wit:

PROOF OF PUBLICATION OF
Ad Desc.: NOPH - Military Equipment Use Policy /
I certify (or declare) under penalty of perjury that the foregoing is true and correct.

Date: April 06, 2022
At: Riverside, California
Ad Number: 0011528138-01
P.O. Number:

Publication(s): The Press-Enterprise
Ad Copy:

PROOF OF PUBLICATION
(2010, 2015.5 C.C.P)
Legal Advertising Representative, The Press-Enterprise
#BM_Tag::2||5209394||-||1||0;0;0#
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Staff Report

TO: City Council
FROM: Kari Mendoza, Administrative Services Director
DATE April 19, 2022
SUBJECT: Public Hearing: Fiscal Year 2022/23- 2024/25 Short Range Transit Plan- Final Draft

Background and Analysis:

Each year, the City of Beaumont is required to submit a Short Range Transit Plan (SRTP) to the Riverside County Transportation Commission (RCTC) for operational expenses and capital improvement projects for the coming fiscal year and planning for subsequent fiscal years. Additionally, current and proposed service changes are discussed and outlined.

On April 5, 2022, City Council reviewed the first draft of the funding plan for FY23 and provided feedback to Staff. There is an increase of $40,000 in Low Carbon Transportation Program (LCTOP) due to the request for Beaumont to administer the LCTOP grant for the City of Banning. This item was also heard by City Council on April 5, 2022.

The narrative presented tonight discusses the current Transit system plans for the coming fiscal year and looking forward to the future. This plan is City staff’s recommendations for continuing sustainable public transit services for the residents of Beaumont and the Pass Area.

Proposed SRTP Highlights:

Funding
Staff proposes the following funding request as outlined in Table 4. Budget total for operations and capital improvements is $5,061,617.
 Local Transportation Funds (LTF) - $2,449,617,
 Measure A - $140,000,
 Farebox – 70,000,
 LCTOP (Beaumont Free Fare) - $62,000,
 LCTOP (Banning Free Fare) – 40,000,
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 Other Income - $10,000,
 State Transit Assistance (STA) - $2,190,000, and
 STA/LTF (Microtransit Study) - $100,000.

Future Service Plans, Fare Changes, Marketing and Capital Improvement Planning Staff recommends the following future service plans, fare changes, marketing, and capital improvement planning:
 Free Fare Promotion in partnership with Banning connect to offer free fares to Seniors, Disabled, Veterans, and Students,
 Increase advertising and passenger outreach,
 Increase community involvement and visibility,
 Conduct a microtransit feasibility analysis,
 Enhance bus prediction availability,
 Reinstate travel training program, and
 Eliminate Go Pass.

Summary
Transit dependent residents of the Pass Area rely on the public transit systems for their everyday travel. Beaumont Transit will increase efforts to promote safe and reliable transportation services for those dependent on the service, but also to gain pas sengers who choose to ride public transit for their everyday travels.

Fiscal Impact:

Transit services is fully funded by various state funding mechanisms and grant resources. The farebox recovery ratio continues to remain at a mandated level of 10% and the budget for FY 23 is planned to meet a 10.32% farebox recovery. Revenues and expenditures are reported to RCTC monthly and monitored closely to ensure that the operations are in line with the adopted SRTP and to not exceed LTF and STA funding limits.

Recommended Action:

Hold a Public Hearing, and
Adopt the plan with any recommended changes.

Attachments:

A. Fiscal Year 2023/24- 2024/25 Short Range Transit Plan B. Table 4
C. Proof of Publication Affidavit
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SHORT RANGE TRANSIT PLAN
FY 2022/23 – 2024/25

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Beaumont Transit SRTP 22/23 2 | Page

TABLE OF CONTENTS

CHAPTER 1 – SYSTEM OVERVIEW AND SERVICE PROFILE ........................................................ 4

1.1 Description of Service Area ....................................................................................................4 System Map .............................................................................................................................................................. 4

1.2 Population Profile and Demographics .....................................................................................5 Ridership Demographics ........................................................................................................................................... 6

1.3 Services - Fixed Route Transit Services and Paratransit Service, Regional Express Bus Service ..6 Fixed Route ............................................................................................................................................................... 7 Paratransit Services .................................................................................................................................................. 7 Regional Express Bus Service .................................................................................................................................... 7 Table 1 ...................................................................................................................................................................... 8

1.4 Ridership, Revenue Miles, Revenue Hours ..............................................................................9 Fixed Route ............................................................................................................................................................... 9 Paratransit Services .................................................................................................................................................. 9 Regional Express Bus Service .................................................................................................................................. 10

1.5 Current Fare Structure ......................................................................................................... 11 Fare Collection Systems .......................................................................................................................................... 12 Incentive Programs and Ridership Promotion ........................................................................................................ 12

1.6 Revenue Fleet ...................................................................................................................... 12 Table 1.1 BUS .......................................................................................................................................................... 14 Table 1.1 COM ........................................................................................................................................................ 15

1.7 Existing Facilities and Bus Stop Amenities ............................................................................. 17

1.8 Existing Coordination Between Transit Agencies ................................................................... 17

1.9 Prior or Existing Studies and Plans ........................................................................................ 18 CHAPTER 2 - EXISTING SERVICE AND ROUTE PERFORMANCE ................................................ 19

2.1 Key Performance Indicators ................................................................................................. 20 Table 2.0 ................................................................................................................................................................. 21

2.2 SRTP Performance Report .................................................................................................... 22 Table 2.1 ................................................................................................................................................................. 23

2.3 SRTP Service Summary ......................................................................................................... 24 Table 2.2 Service Summary All Routes .................................................................................................................... 25 Table 2.2 Service Summary Excluded Routes ......................................................................................................... 27 Table 2.2 Service Summary Non-Excluded Routes ................................................................................................. 28 Table 2.2 Service Summary BUS ............................................................................................................................. 30 Table 2.2 Service Summary DAR ............................................................................................................................. 31 Table 2.2A ............................................................................................................................................................... 32

2.4 Service Performance ............................................................................................................ 33 Casino Express ........................................................................................................................................................ 35 Route 3 .................................................................................................................................................................... 37 Route 4 .................................................................................................................................................................... 39 Route 7 .................................................................................................................................................................... 41 Route 9 .................................................................................................................................................................... 43 Route 3/4 ................................................................................................................................................................ 45 Commuter Link 120 ................................................................................................................................................. 47 Commuter Link 125 ................................................................................................................................................. 49 Dial A Ride (Paratransit) .......................................................................................................................................... 51 Table 2.3 ................................................................................................................................................................. 52

2.5 Productivity Improvement Efforts ........................................................................................ 54

2.6 Major Trip Generators.......................................................................................................... 54 862
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Beaumont Transit SRTP 22/23 3 | Page

2.7 Recent Service Changes ........................................................................................................ 55 Casino Express ........................................................................................................................................................ 55 Commuter Link 125 ................................................................................................................................................. 55 CHAPTER 3 – FUTURE SERVICE PLANS, FARE CHANGES, CAPITAL PLANNING, AND MARKETING ........................................................................................................................................... 55

3.1 Planned Service Changes ...................................................................................................... 55

3.2 Future Marketing Plans, Studies, and Promotions to Promote Ridership ............................... 56 Free Fare Promotion ............................................................................................................................................... 56 Advertising .............................................................................................................................................................. 56 Increase Community Involvement .......................................................................................................................... 56 Micro Transit Feasibility Analysis ............................................................................................................................ 57 Enhance Bus Prediction Platform ........................................................................................................................... 57

3.3 Projected Ridership Growth ................................................................................................. 57

3.4 Proposed Fare Structure Changes ......................................................................................... 57

3.5 Capital Improvement Planning ............................................................................................. 58 CNG Fueling Station ................................................................................................................................................ 58 Maintenance and Operations Facility ..................................................................................................................... 58 Bus Stop Placement Policy and Improvement Plan ................................................................................................ 58 Table 3 .................................................................................................................................................................... 59 CHAPTER 4 – FINANCIAL PLANNING ..................................................................................... 60

4.1 Operating and Capital Budget ............................................................................................... 60 Operating Budget .................................................................................................................................................... 60 Table 4 .................................................................................................................................................................... 61 Tables 4A ................................................................................................................................................................. 62 2- EZ Rider II CNG Buses (Project 23-01) ................................................................................................................. 62 Micro Transit Feasibility Analysis (Project 23-02) ................................................................................................... 63 Shop Truck (Project 23-03) ..................................................................................................................................... 64 2-Electric Support Vehicles (Project 23-04) ............................................................................................................ 65 Bus Prediction Platform and Tablets (Project 23-05) .............................................................................................. 66 Fare Revenue Calculation ....................................................................................................................................... 67 Table 4B .................................................................................................................................................................. 68

4.2 Funding Plans to Support Proposed Operating and Capital Program ...................................... 69 FY 24 Proposed Budget ........................................................................................................................................... 69 Table 4.1- FY 24 Budget .......................................................................................................................................... 70 FY 25 Proposed Budget ........................................................................................................................................... 71 Table 4.2 – FY 25 Budget ......................................................................................................................................... 72 FY 26 Proposed Budget ........................................................................................................................................... 73 Table 4.3 – FY 26 Budget ......................................................................................................................................... 74

4.3 Regulatory and Compliance Requirements ........................................................................... 75 Table 4.5 ................................................................................................................................................................. 76

4.4 Open Capital Projects ........................................................................................................... 77 Table 4.6 ................................................................................................................................................................. 78

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Beaumont Transit SRTP 22/23 4 | Page

CHAPTER 1 – SYSTEM OVERVIEW AND SERVICE PROFILE

1.1 Description of Service Area
The City of Beaumont’s public transit system services approximately 50 square miles and includes the City of Beaumont and parts of unincorporated Riverside County area known as Cherry Valley.

Additionally, Beaumont transports passengers to the commercial areas of Cabazon, including Casino Morongo and the Desert Hills Premium Outlet Malls.

Beaumont is at the center of three major thoroughfares: Interstate 10, Highway 60, and Highway

79. Beaumont offers fixed route, commuter link, and paratransit service. Passengers can connect at Beaumont Walmart with other regional transit providers including Banning Connect, Riverside Transit Agency (RTA) and Sunline Transit Agency.

Beaumont operates two commuter routes to connect the San Gorgonio Pass Area with San Bernardino County. San Bernardino County destinations include the San Bernardino Transit Center (SBTC), Kaiser Permanente Redlands medical offices, downtown Redlands, and the Loma Linda Veterans Administration (VA) Hospital. The SBTC is centrally located within downtown San Bernardino and offers extensive connection possibilities for passengers, including the Metrolink train system, Omnitrans, Victor Valley Transit Agency (VVTA), RTA, and Mountain Transit. Sy System Map
s
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Beaumont Transit SRTP 22/23 5 | Page

1.2 Population Profile and Demographics
According to the most recent report published by California Department of Finance in January 2021, Beaumont has a population of 52,686 persons and is ranked number 172 of 482 cities in California. For multiple years, Beaumont has been the fastest growing city in California and Riverside County. In 2021, Beaumont is now ranked number 28th fastest growing city in California and the 5th growing city in Riverside County. Beaumont has experienced a 1.85% population increase from January 2020 to January 20211.

Beaumont has twelve (12) schools located within Beaumont Unified School District consisting of seven (7) elementary schools, one (1) K-8 school, two (2) middle schools, two (2) senior high schools, and one (1) charter school. Transportation provided by Beaumont Unified School District was eliminated in 2008 and many families rely on Beaumont’s public transportation system to transport youth passengers to and from school. Beaumont’s school age population (age 5-19) equals 24%2. Ridership reports taken throughout the year show youth passengers make up 54% of the total passenger base in Beaumont.

Beaumont has three large active adult communities, with another two located in Cherry Valley.

Although the median age of residents in Beaumont is 35 years, persons over the age of 65 make up 16% of the population 3 . The growing population, active adult communities, changing

1 State of California, Department of Finance; https://dof.ca.gov/forecasting/Demographics/estimates-e1/ 2 2016-2020 American Community Survey 5-year Estimates U.S. Census Bureau; https://data.census.gov/cedsci/table?q=DP05&g=860XX00US92223&tid=ACSDP5Y2020.DP05 3 Ibid
6,818
9,685 11,384
37,253
40,351
42,020 43,511
49,630
51,475 52,686
0 10,000
20,000
30,000
40,000
50,000
60,000
1980 1990 2000 2010 2013 2014 2015 2019 2020 2021
Population Growth
Population
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Beaumont Transit SRTP 22/23 6 | Page

demographics, and 7.2% of the population under the age of 65 with a disability may impact paratransit and fixed route needs.

The mean household income in Beaumont is $88,932 and is above California’s statewide mean household income of $78,672. However, it also reported that 9.4% of Beaumont families have income below poverty level4.

Beaumont residents largely participate in the labor workforce. 62% of Beaumont residents over the age of 16 years report that they participate. The mean travel time to work for residents of Beaumont is 36 minutes and is slightly higher than the state average of 29.8 minutes.5 Most of the labor force population work outside of Beaumont and commute to surrounding areas including to Coachella Valley, the City of Riverside and beyond in Riverside County as well as San Bernardino County and further into Los Angeles County.

Most Beaumont residents have secured an education. 88.7% of residents over 25 years have at least a high school diploma with 25.9% of the population having a bachelor’s degree or higher6.

Ridership Demographics
Ridership surveys were conducted in December 2019 and January 2020, before COVID-19 shutdown, as part of the 2020 Comprehensive Operations Analysis. There were 427 responses.

These surveys are invaluable to understanding Beaumont’s system and the passengers who ride the service.

General passengers surveyed indicate that 68% live in a household with an annual income of less than $30,000. Approximately half of the passengers ride the service five or more days per week , with 70.5% indicating that they lack access to a personal vehicle. Additionally, almost 54% state that they use the service to travel either to work or school.

Survey results indicate that Beaumont Transit passengers are dependent on public transportation.

Most ride out of necessity and not by choice because of the number of days they ride, their destinations, and because they do not have access to a car.

1.3 Services - Fixed Route Transit Services and Paratransit Service, Regional Express Bus Service

Beaumont Transit operates six days a week. Most service is offered weekdays with fixed routes and two commuter routes. On Saturday, one fixed route and one commuter route is in operation.

4 United States Census Quick Facts;
https://www.census.gov/quickfacts/fact/table/beaumontcitycalifornia,CA/INC110220 5 Ibid
6 Ibid
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Beaumont Transit SRTP 22/23 7 | Page

Limited Service, a Saturday operation schedule, is provided on: Martin Luther King Jr. Day, Presidents’ Day, Columbus Day, Veterans Day, Day after Thanksgiving, Christmas Eve, Day following Christmas, and New Year’s Eve.

Beaumont does not operate on: New Year’s Day, Memorial Day, Independence Day, Labor Day, Thanksgiving Day, or Christmas Day. * Peak Service
Sunday Monday Tuesday Wednesday Thursday Friday Saturday Casino
Express
Casino
Express
Casino
Express
Casino
Express
Casino
Express

Route 3 Route 3 Route 3 Route 3 Route 3
Route 4 Route 4 Route 4 Route 4 Route 4
Route 3/4
Route 7* Route 7* Route 7* Route 7* Route 7*
Route 9* Route 9* Route 9* Route 9* Route 9*
Commuter
120
Commuter
120
Commuter
120
Commuter
120
Commuter
120
Commuter
120
Commuter
125
Commuter
125
Commuter
125
Commuter
125
Commuter
125

Fixed Route
Beaumont operates five weekday fixed routes, two of which are peak service that follow the school district calendar, and one Saturday fixed route.

Fixed Route service hours are:

Monday through Friday 6:30 a.m. to 6:35 p.m.

Saturday 8:00 a.m. to 5:00 p.m.

Paratransit Services
Paratransit service, otherwise known as Dial-A-Ride (DAR), is a reservation-based curb to curb service for residents of Beaumont and parts of unincorporated Cherry Valley. Qualified passengers include those who reside 3/4 of a mile from a fixed bus route and are certified under the American with Disabilities Act (ADA).

DAR service hours are:

Monday through Friday 8:00 a.m. to 4:30 p.m.

Saturday 8:00 a.m. to 5:00 p.m.

Regional Express Bus Service
Beaumont operates two regional express routes, including Commuter Link (CL) 120 and Commuter Link (CL) 125. The CL 120 originates at Beaumont Walmart and provides service to and from Walmart, the Beaumont Civic Center, and San Bernardino Transit Center (SBTC). The CL 125 also originates at Beaumont Walmart and provides service to and from Redlands Transit Center, Loma Linda VA Hospital, and Kaiser Medical Offices in Redlands.

Commuter Link service hours are:

Monday through Friday 5:30 a.m. to 7:00 p.m.

Saturday 7:30 a.m. to 5:20 p.m.
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Table 1
Table 1
Description of Routes
Route Description Major Destinations
Casino
Express
Weekday Walmart with
express service to
Cabazon
Second Street Marketplace, Walmart, San
Gorgonio Pass Hospital, Casino Morongo, and
Outlet Mall.
3 Weekday Walmart to Cherry
Valley via Sundance
Second Street Marketplace, Walmart, San
Gorgonio Pass Hospital, Sundance Community,
Mountain View Middle School, San Gorgonio
Middle School, Community Center, Sports Park,
and Beaumont High School.
4 Weekday Walmart to
Downtown via 3
Rings Ranch
Second Street Marketplace, Walmart, San
Gorgonio Pass Hospital, downtown residential
areas, Glen View High School, Library,
Mountain View Middle School, San Gorgonio
Middle School, Community Center, Sports Park,
and Beaumont High School. Deviations to
Three Rings Ranch and Amazon.
7 Weekday
(Peak Service)
Tournament
Hills/Fairway Canyon
to Middle Schools
and Beaumont High
School
Following the Beaumont School District
calendar: Western residential areas to
Beaumont High School, Mountain View Middle
School, San Gorgonio Middle School, and Oak
Valley Shopping Center.
9 Weekday
(Peak Service)
Seneca Springs to
Middle Schools and
Beaumont High
School
Following the Beaumont School District
calendar: Southern residential communities to
Beaumont High School, Mountain View Middle
School, and San Gorgonio Middle School
3/4 Saturday Walmart to Cherry
Valley
Second Street Marketplace, Walmart, San
Gorgonio Pass Hospital, downtown residential
areas, Glen View High School, library,
Beaumont High School, Mountain View Middle
School, San Gorgonio Middle School, sports
park, Cherry Valley.

CL 120 Weekday and
Saturday
Walmart to San
Bernardino Transit
Center
Walmart, Civic Center, San Bernardino Transit
Center; Saturday to Casino Morongo
CL 125 Weekday Walmart to Loma
Linda
Walmart, Civic Center, Redlands Transit Center,
Kaiser Redlands Medical Office, and Loma
Linda Veteran’s Affairs Hospital
DAR Weekday &
Saturday
Demand Response Service for persons certified under the ADA that live in the City of Beaumont and parts of
Cherry Valley traveling to places in Beaumont
and parts of Cherry Valley
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1.4 Ridership, Revenue Miles, Revenue Hours
Fixed Route
In fiscal years 2017, 2018, and 2019 fixed route passenger boardings were similar. The average boardings for the three years was 175,237 per year. In FY 20, passenger boardings declined by 41% and ended the year at 103,757. FY 21 was the first full year effected by COVID restrictions. Fixed Route boardings declined by 87% when compared to the av erage boardings seen in FY’s 17-19. FY 21 ended with 23,494 passenger boardings on fixed routes. FY 22 is projected to be an increase from FY 21 with a total FR boardings at 57,227. This is still a 67% decrease in fixed route passenger boarding averages from FY’s 17-19 but is an 144% increase from FY 21.

In FY 22, fixed route service is projected to have 8,995 revenue hours of service, revenue miles totaling 132,681, and is projected to have had 57,227 passenger boardings. This equates to approximately 2 passengers per revenue mile and 6 passengers per revenue hour.

Paratransit Services

DAR passenger boardings have declined year over year. FY 20, compared to FY 19 experienced a 34% decrease in passenger boardings. FY 21 declined further and had 77% less boardings compared to FY 19 and a decline of 65% compared to FY 20. FY 22 is projected to finish at 2,236 trips and is an 8% increase compared to FY 21.

174,152 175,013 176,546
103,757
23,494
57,227
0 20,000
40,000
60,000
80,000
100,000
120,000
140,000
160,000
180,000
200,000
FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 Proj
Fixed Route Passenger Boardings
Fixed Route Passenger Boardings
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In FY 22, paratransit service is projected to have been in service for 1,143 revenue hours, revenue miles totaling 12,857, and have had 2,236 passenger boardings. This equates to 0.17 passengers per revenue mile and .5 passengers per revenue hour.

Regional Express Bus Service
Commuter Link service has also experienced a decrease in passenger boardings. Before the pandemic, in FY 19, there were 18,252 boardings. FY 20 had 17,567 boardings and was a 4% decline compared to FY 19. FY 21 ended with 13,636 passenger boardings which was a 22% decline compared to FY 20 and a 25% decline compared to FY 19. Although service has largely been restored to FY 19 levels, FY 22 is projected to still be on a declining trend. FY 22 is projected to have 23% less passenger boardings compared to FY 21, a 40% decline compared to FY 20, and a 42% decline compared to FY 19.

In FY 22, commuter service is projected to have been in service for 8,285 revenue hours and is projected to have traveled 228,785 revenue miles and have had 10,544 passenger boardings.

This equates to .04 passengers per revenue mile and .79 passengers per revenue hour.

10,884
10,211
8,862
5,820
2,071 2,236
0 2,000
4,000
6,000
8,000
10,000
12,000
FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 Proj
DAR Annual Passenger Boardings
DAR Annual Passenger Boardings
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1.5 Current Fare Structure
Fixed Route
On fixed route service, passengers pay general fare unless they qualify for a discounted fare.

Discounted fares are available to seniors, persons with disabilities, veterans, or active military.

Children 46" tall or under ride for $0.25 with a paying adult. The following is the current fare structure:

Fare Category Base Fare Day Pass 10 Ticket
Book
Monthly Pass
General $1.25 $3.10 $12.50 $39.13
Child (46” tall or under) Accompanied by
a paying adult. Limit 2
$0.25 N/A N/A N/A
Senior/Disabled (60+) $0.75 $1.90 $7.50 $24.80
Military Veterans $0.75 $1.90 $7.50 $24.80
Deviations (Route 3 and 4) $0.50 N/A N/A N/A
Go Pass: MSJC Students
(During valid session only)
Free N/A N/A N/A
Active Military Free N/A N/A N/A

Paratransit Services
Fare Categories Base Fare 10-Ride Punch Card
One-Way $2.00 $18.00
Companion & Child $3.00 N/A
PCA (with ID) Free Free
No Show $2.00 N/A
11,341
12,443
18,252 17,567
13,636
10,544
0 2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
18,000
20,000
FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 Proj
Annual Commuter Passenger Boardings
Passenger Boardings
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Commuter Bus Service
Fare Categories Base Fare 10 Ride Punch
Card
Day Pass Monthly
Pass
General $3.50 $31.50 $8.00 $75.00
Child (46” tall or under) Accompanied by
a paying adult. Limit 2
$2.50 $22.50 $6.00 $50.00
Senior/Disabled (60+) $2.50 $22.50 $6.00 $50.00
Military Veterans $2.50 $22.50 $6.00 $50.00
Active Military Free N/A N/A N/A
Fare Collection Systems
There are a variety of options available to passengers to pay fares. Passengers can purchase monthly passes at the Beaumont Civic Center where cash, check or credit cards are acceptable forms of payment. Onboard the bus, passengers can purchase ticket books, punch cards, and day passes from the driver using cash or check. Beaumont Transit has also partnered with Token Transit as an additional fare payment option. With Token Transit, passengers can purchase their fare media and store it on their phone.

Token Transit is used primarily on the peak routes: Routes 7 and 9. In FY 20, 28% of the passengers on Route 7 used Token Transit, while 30% of the Route 9 passengers used Token Transit. In FY 22, 61% of Route 7 passengers use Token Transit and 14% of Route 9.

Predominately, passengers use cash or prepaid tickets as their preferred fare media for transportation.

Incentive Programs and Ridership Promotion
Before COVID-19, Beaumont Transit actively participated in many community events throughout the calendar year, including the annual Cherry Festival parade, holiday light parade, Touch-A-Bus, Trunk-or-Treat, Veteran’s Expo, Stuff-the-Bus, and Free Fare Friday. Some of these events have been restored in FY 22 and Beaumont Transit has participated in them.

Beaumont Transit applied for and received funding for a free fare promotion through Low Carbon Transportation Operation Program (LCTOP) for FY 20. All passengers have been able to ride Beaumont Transit free because of this grant funding opportunity. This free fare promotion began in FY 21 and continued through the first quarter of FY 22.

Beaumont offers a real-time bus tracking system called Double Map for our passengers to use.

This program, initially purchased in 2014, promotes the reliability of the local transit system for passengers. This real-time bus tracking is accessible on a free smart phone app or through any connection with the Internet. This program gives passengers the ability to find and track their buses to eliminate unnecessary waiting.

1.6 Revenue Fleet
Beaumont Transit’s fleet consists of twenty-two vehicles, fourteen of which are CNG fueled, six by gasoline, and two are electric shuttles as shown in Tables 1.1. Two additional CNG vehicles 872
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have been ordered in FY 22 for delivery in FY 23. The CNG fueled vehicles meet the emission mitigation standards mandated by the California Air Resources Board (CARB).

Beaumont maximizes the life of vehicles in our fleet. Most of the vehicles are considered Medium Duty vehicles under Federal Transit Administration (FTA) and have a 7-year, 200,000- mile life expectancy7. Beaumont maintenance keeps vehicles in service longer than FTA guidelines.

All vehicles meet the ADA accessibility requirements and are equipped with bike racks. Vehicle capacity ranges in size from 16 passengers to 43 passengers.

7 https://www.transitwiki.org/TransitWiki/images/6/64/Useful_Life_of_Buses.pdf 873
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Table 1.1 BUS

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Table 1.1 COM

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Table 1.1 DAR

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1.7 Existing Facilities and Bus Stop Amenities

Existing Transit Facilities
Administrative services for Beaumont Transit are in downtown Beaumont at the Beaumont Civic Center, 550 E 6th Street, Building D. It is at this location where dispatch, administrative services, and the operations yard are located. Fleet maintenance garage is located at 550 California Ave, approximately 1 mile from the administrative building.

Customer service calls for general information, route planning, and Dial-A-Ride appointments are serviced by phone at the 6th Street location. Walk in customers, including the purchase of fare media, are available at the main civic center building.

Bus Stop Amenities
Beaumont has 23 bus shelters, 157 bus stops, and a dozen stops with benches. In FY 22, Transit Staff worked with the City of Beaumont Engineering Department to create plans and a request for proposal to improve the Walmart Bus Stop. The Walmart location connects four agencies and is an important asset to the systems. Using FY 18 Low Carbon Transportation Operations Program (LCTOP) award, Beaumont Transit improved the Walmart Bus Stop and made the area more attractive to the growing commercial area with the anticipation of gaining passengers.

1.8 Existing Coordination Between Transit Agencies
The San Gorgonio Pass area is geographically isolated from the Coachella Valley, other cities in western Riverside County, and San Bernardino County. Public transit coordination is vital for the movement of passengers between these areas. Pass Area passengers traverse city limits to accomplish needs such as social services, employment opportunities, and more diverse commercial businesses.

Beaumont has entered into multiple agreements with surrounding transit operators, including Banning Connect, Omnitrans, Riverside Transit Agency (RTA), and Victor Valley Transit Authority (VVTA). The 2019 interagency agreement with Banning has an added feature of a paper transfer system, reminiscent of the early 2000s.

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Agreements with other agencies have largely been associated with adding value for connecting passengers between agencies. Agreements with Omnitrans, RTA, and VVTA are similar in nature and are in effect until either Beaumont or the other agency withdraw the agreements. In summary, the following are the highlights of the agreements with these three agencies:
- Passengers presenting a Beaumont multi-use (day or month) pass can connect to any of the three agencies for free, wherever the Beaumont and the other agency connects.
- Passengers presenting a multi-use pass from one of the other three agencies (day, week, or month) will receive a $1.00 discount on Beaumont’s commuter service or free connection with Beaumont fixed route service, wherever the agencies connect.

Agreement with City of Banning, Banning Connect, began in FY 20 and is renewed annually. FY 23 will be the third year this agreement has been in place. This agreement is summarized as follows:
- In Banning city limits, Beaumont Transit may only stop at San Gorgonio Pass Hospital and have no more than 3 buses stop there in an hour.
- In Beaumont city limits, Banning Connect may only stop at Beaumont Walmart and have no more than 3 buses stop there in an hour.
- It is only at Walmart and the Hospital that passengers can connect with the other agency and shall provide a free transfer for passengers at these locations only.

Transfers are valid for one hour after the paper transfer is issued. - Each agency will accept the other’s commuter multi-use pass (day or month) for a $1 discount for the other’s commuter service.

1.9 Prior or Existing Studies and Plans
Beaumont completed a Comprehensive Operations Analysis (COA) in November 2020. There are three phases to implementing a five-year action plan outlined by the independent consultant. The five-year action plan includes short, mid, and long-term recommendations.

Short-term recommendations (to be completed by June 2021) have largely been implemented.

Below is what remains to be addressed for the short-term recommendations:
 Improve on-time performance by adjusting schedules by building in driver breaks into the schedule at San Gorgonio Hospital.
 Update the City’s bus stop placement policy.

Mid-term recommendations (July 1, 2021, to December 31, 2022) include:
 Fare adjustment of 20% increase
o Address GoPass and its elimination.
 Enhance service to industrial center including Amazon and other distribution centers. o Permanent service, shuttle, or vanpool options.
 Integrate service to new operations facility on 4th/Viele.  Enhance connectivity with Banning Connect and RTA.
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 Build a Bus Stop Improvement plan.

Longer-term recommendation (January 1, 2023-June 30, 2025) include:
 Expand local service to emerging residential neighborhoods.  Realign routes to a more centralized transfer location.  Transition to an alternative fuel transit fleet and infrastructure.  Introduce technology to offer predictive arrival features.

CHAPTER 2 - EXISTING SERVICE AND ROUTE PERFORMANCE
Due to the pandemic, Beaumont Transit systemwide passenger boardings suffered in FY 21.

Systemwide passenger trips for FY 21 ended with 39,201 passenger trips. This is a 69% decline in passenger trips when compared to FY 20 and an 81% decline compared to FY 19. FY 22 is projected to end with 70,007 systemwide passenger trips and is a projected 79% increase in trips compared to FY 21. However, as we move post pandemic, passenger boardings are struggling to get to a FY 20 level and is projected to be a decline in boardings by 45% when compared to FY 20.

The stay-at-home order in the last quarter of FY 20 and a large part of FY 21 has negatively impacted Beaumont’s operations since passengers were not going to work or school. This order being behind us in FY 22, Beaumont Transit is seeing an increase in passenger trips, but far from returning to pre-pandemic levels.
196,377 197,667 203,660
127,144
39,201
70,007
0 50,000
100,000
150,000
200,000
250,000
FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 Proj
Systemwide Annual Passenger Boardings
Passenger Boardings
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2.1 Key Performance Indicators
Beaumont Transit monitors performance indicators throughout the year to ensure the system is performing productively. Customer complaints and suggestions are received, noted, and implemented where appropriate. Route schedules and timepoints are reviewed for connectivity with other routes and regional connection opportunities. Department expenses are monitored for farebox recovery ratio.

In Table 2.0, Key Performance Indicators are set. There are seven discretionary and one mandatory indicators. Beaumont Transit is meeting all discretionary and non-discretionary indicators in FY 22 when calculated through the 3rd quarter. However, although these items are met at this time, historically, Beaumont Transit’s major expenses come in the 4th quarter of the FY and these numbers and ratios will change.

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Table 2.0

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2.2 SRTP Performance Report
In FY 21, when the SRTP was prepared for FY 22, Beaumont set a plan for performance for the FY. RCTC in turn set targets for Beaumont Transit’s operations to keep in mind as the FY progresses to ensure that targets are being reached.

The following table, Table 2.1, compares what current FY 22 3rd quarter to date actuals are and lists what PY actuals were. Additionally, FY 23 plan is outlined, and targets are set by RCTC. The targets set are then applied as a scorecard wherein the plan set by the agency is evaluated. A good plan will have a scorecard of ‘Meets Target’ or ‘Better Than Target’. Too many ‘Fails to Meet Target’ would mean that the plan should be reevaluated.

Beaumont Transit is struggling to regain passengers post pandemic. This is evident in Beaumont’s plan and scorecard. Beaumont Transit service offerings are expanding to entice, gain, and regain passengers as we move post pandemic. Unfortunately, until the passengers are gained, the operating costs per revenue hour, mile, passenger, and subsidies are scored unfavorably compared to plan.

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Table 2.1

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2.3 SRTP Service Summary
The following pages include reports that give an insight on how the service offered by Beaumont Transit is performing financially in the current FY compared to the plan for the FY.

Additionally actual 3rd quarter information is compared to previous year’s audited information and how it all compares to the coming year’s FY plan.

The first table provided; Table 2.2 Service Summary is for all Beaumont Transit Routes.

Therefore, it is a systemwide summary of the system including excluded and non-excluded routes.

Key points of interest:
 The plan for FY 23 is largely that of what was accomplished in FY 20.  Growing passenger trips will not reach that which was found in FY 20, but it is 75% of what was actual.
 Farebox recovery is planned at 10.32%
 Lower passenger trips and increased miles/hours creates subsidies at higher rates than that which was found in PY’s.

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Table 2.2 Service Summary All Routes

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The previous page is a summary of all routes, and the following tables break the system down further into Excluded and Non-Excluded Routes.

In FY 22, Beaumont had four excluded routes from the farebox recovery ratio reporting. These routes are Casino Express, Route 3/4, Commuter Link 120, and Commuter Link 125. Excluded Routes are new routes or routes that have had a 25% change in route. Being excluded gives a grace period for the route to perform and gain passenger ridership for three years.

In FY 23, there are only two excluded routes, the Casino Express and the Commuter Link 125.

Detail of the excluded routes are found on Table 2.2A.

Table 2.2 Excluded Routes reports on only those routes excluded. In FY 22, there are four routes excluded while in FY 23 there are only two. This will skew the table and each column is not necessarily comparable to another FY.

Table 2.2 Non-Excluded Routes consists of the remaining routes and services Beaumont Transit offers. These non-excluded routes are services that have been established and unaltered for at least 3 years. Non-excluded routes in FY 22 included the Route 3, Route 4, Route 7, and Route

9. For FY 23 the above-mentioned routes will be joined by the Route 3/4, and Commuter Link 120.

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Table 2.2 Service Summary Excluded Routes

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Table 2.2 Service Summary Non-Excluded Routes

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The Beaumont Transit service is further broken down by dividing up the service into programs.

Beaumont Transit has two programs. One program is the BUS program which is all fixed route and commuter link services. The second program is the DAR program which is our Dial-A-Ride or paratransit program.

Table 2.2 BUS shows all routes within this program. Key notes of intere st:
 Passenger Trips on the fixed and commuter links are lower than our pre-COVID numbers, but FY 22 actual and FY 23 plan are showing a positive trend upwards.  In general, farebox ratio of all routes, excluding DAR, is above 10%

Table 2.2 DAR shows the Dial A Ride or paratransit program. Key notes of interest:
 Paratransit service is a very expensive service to offer; however, it is a required service.  Passenger trips are limited to those certified under the ADA only which accounts for the lower number of trips compared to year’s past.
 Farebox ratio for DAR is planned to be significantly lower. Primarily because of the higher revenue hours and miles planned compared to FY 20 and FY 21.  It is Beaumont Transit’s intention to open the service to Seniors, 65 and better, as well as those certified under the ADA in FY 23.

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Table 2.2 Service Summary BUS

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Table 2.2 Service Summary DAR

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Table 2.2A
The following table are the routes that will be excluded from Farebox Recovery Ratio in FY 23.

The Casino Express was a new route started in FY 20 to offer express service for passengers to Casino Morongo and Outlet Malls, a major employment and recreational area of the region.

The second is the Commuter Link 125 which extended its route to include ser vice to the Redlands Transit Center also in FY 20. Both routes will have exhausted its grace time of three fiscal years of exemption by the end of FY 23.

Table 2.2A Excluded Routes

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2.4 Service Performance
Beaumont Transit operates six local fix routes, two of which are peak routes, and two commuter links. During the last quarter of FY 20, COVID-19 drastically changed Beaumont Transit, as it did other public transportation agencies. Primarily, there was a noticeable and drastic decline in passenger boardings. The stay-at-home order mandated an adjustment of service to respond to rising infections as well as non -existent ridership.

However, before the pandemic occurred, Beaumont Transit was already experiencing a decline in passenger boardings. FY 20 was the first year that the Pass Transit agency was dissolved .

Pass Transit was a brand that unified the cities of Beaumont and Banning under one brand but operated by each city independently. Due to unfortunate circumstances, Beaumont and Banning split ways in FY 20 and the Pass Transit branding was disbanded and each city gained their independent identity. More notably, the dissolution created an environment where passengers could no longer take a one-seat trip into the other city. Where fixed routes could enter the other’s city limits prior to FY 20, the disbandment essentially prohibited each agency from entering the other city. Passengers seeking social services, exclusively offered in the City of Banning are now only available to those traveling from Beaumont with a two-seat transfer.

The FY 20 Interagency Agreement is renewed annually.

Due to the inability to traverse city boundaries, Beaumont passenger boardings were already declining in FY 20 prior to the pandemic outbreak in the 3rd quarter of that FY. This is an important notation when looking at the statistics for each route in the coming section. For this reason, statistics compared to FY 19 and before should be acknowledged that service during that timeframe extended into the City of Banning and allowed passengers to seek social service and county aid without having to transfer buses. This transfer requirement is a major reason for the decline in passenger boardings in FY 20, besides the pandemic. A trip from Beaumont to a social service appointment in Banning could take a passenger two hours to arrive. It is believed that passengers have found other ways of getting to and from their appointment needs that are less time consuming.

In the discussion below of each individual route, each route in FY 22 will be compared to FY 19 and FY 20. FY 19 is when service was at its height and at a level discussed previously. FY 20 will show a decline of passengers due to the pandemic as well because of the Interagency Agreement entered with Banning Connect. The FY 21 passenger boardings are reflective of the full year of the pandemic when schools were closed, and most employers offered remote working options.
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Fixed Route Service
The following chart compares the total passenger trips by the route and by year for the local fixed route.

In the statistics and analysis discussed for each route, passenger boardings are projected based on the boarding trends for the three-quarters of data available for FY 22. In most cases, a possible reason for passenger boarding declines is offered.

The chart below shows each fixed route, and its passenger boarding trends over the last five years including the FY 22 end projection. All routes declined beginning in FY 20, took a drastic drop in FY 21, and are increasing for FY 22.

To be noted is the Casino Express began service in FY 21 and data is only available for FY 21 and projections of FY 22. The Route 3/4 was put into service as a combination route during most of FY 21 when the Routes 3 and 4 were suspended due to the pandemic. This accounts for the increase in the Route 3/4 passengers.
0 20,000
40,000
60,000
80,000
100,000
120,000
140,000
160,000
180,000
200,000
FY 18 FY 19 FY 20 FY 21 FY 22 Proj
Passenger Boardings by Type
Fixed Route Commuter Dial-A-Ride
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Casino Express
The Casino Express is a weekday service that began in August 2020 and ran throughout FY 21.

This is an express service with a 20-minute headway from Beaumont Walmart to Casino Morongo and Resort with stops at the Outlet Malls. These destinations are major employers and recreational centers for the area.

0 5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
FY 18 FY 19 FY 20 FY 21 FY 22 Proj
Fixed Route
Casino Express Route 3 Route 4 Route 7 Route 9 Route 3/4 4,025
2,860
0 500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
4,500
FY 21 FY 22 Proj
Casino Express
Passenger Boardings
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In its inaugural year, the Casino Express had 4,025 passenger boardings. FY 22 is projected to end with a decline in passengers boardings by 29% to end at 2,860 boardings. The Casino Express currently makes up 4.16% of systemwide passengers and 5.09% of Fixed Route passengers.

The decline of passengers can be attributed to a decline in service offered on the route. Due to staffing and low passenger boardings, the schedule for the Casino Express was reduced to morning and late afternoon service and does not run mid-day. The Casino Express operates from 7:20 a.m. to 10:55 a.m. and in the afternoon 1:15 p.m. to 4:45 p.m.

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Route 3
The Route 3 operates weekdays with a one-hour headway and services the north area of Beaumont, residential community of Sundance, and Walmart. This route connects passengers with Sundance community, both middle schools, the community center, the high school, and three elementary schools. At the recommendation of the COA findings, deviations to the unincorporated areas of Cherry Valley were eliminated in FY 21. For six months, service on the Route 3 was suspended because of the pandemic. This suspension traversed two fiscal years.

The suspension began in April 2020 (FY 20) and ended in October 2020 (FY 21). The Route 3 has operated on its pre-pandemic level in FY 22 since being placed back in service in October 2020.

In FY 22, the Route 3 is projected to finish the fiscal year with 11,171 passenger boardings and is a 41% decline of passengers compared to FY 20 and a 56% decline compared to FY 19. The Route 3 currently makes up 15.92% of systemwide passengers and 19.45% of fixed route passengers.

Since this route does not have a schedule or service area reduction compared to pre-pandemic levels, a decline in passengers can be discussed as being attributed to lower youth passengers.

When Beaumont Unified School District closed the last quarter of FY 20, the City of Beaumont eliminated its day-camp afterschool program at the community center. It remains closed and not anticipated to be reinstated. A strong number of passengers on the Route 3 were youth passengers that rode this route after school to the community center where the day-camp service was offered. Since this after-school program has been eliminated, the youth passengers are no longer using the public transportation service.

29,566
26,480
25,326
19,066
1,927
11,171
0 5,000
10,000
15,000
20,000
25,000
30,000
35,000
FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 Proj
Route 3
Passenger Boardings
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Route 4
The Route 4 operates weekdays with a one-hour headway and services the downtown commercial and residential areas. The residential area is largely identified as a disadvantaged community (DAC) by Senate Bill 535. This route connects passengers with the local library, two elementary schools, the community center, both middle schools, the high school, and the commercial shopping area of Walmart. The Route 4 also services, as a deviation request, the Amazon Distribution Center, and other industrial complexes on the southside of Beaumont which is the major employment center of Beaumont. Deviation requests are either made directly to the driver or by calling customer service.

In FY 22, Route 4 is projected to finish the fiscal year at 17,716 passenger boardings. This is a 2% decline compared to FY 20 and a 31% decline in passenger trips compared to FY 19. It is a 53% increase compared to FY 21. This route makes up 25.48% of the systemwide passengers and 31.14% of fixed route passengers.

The Route 4 has not experienced the sharp declines that other routes have seen. There are two theories as to why the decline is less. First, the declines may be less because of the area served by this route. Servicing most of the low-income and disadvantage community identified by SB 535, it may be that those using public transit in the area are d ependent on the system. Second, in response to the interagency agreement with Banning, Beaumont Transit eliminated its Route 2 which serviced Beaumont Ave and 6th Street from the middle/high schools and into the city of Banning. The Route 4 is the only route that now services this area and may have gained passengers for it.

24,691 23,657 25,589
18,148
11,543
17,716
0 5,000
10,000
15,000
20,000
25,000
30,000
FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 Proj
Route 4
Passenger Boardings
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Route 7
Route 7 is a weekday peak hour service and follows the Beaumont Unified School District (BUSD) academic calendar. This route is designed to service the passengers during the peak hours of the morning and afternoon to connect the westernmost portion of Beaumont residential areas with schools and connecting routes. The route services the masterplan communities commonly known in Beaumont as Fairway Canyon and Tournament Hills, providing transportation to both middle schools, as well as Beaumont High School.

In March of FY 20 and throughout FY 21, the Route 7 was suspended with the closing of BUSD due to the stay-at-home orders arising from COVID-19. Prior to the shutdown, the Route 7 was serviced by two buses and one sweeper. The Route was reinstated with its normal schedule when BUSD went back to in-person learning in August 2021 (FY 22).

When school returned to in-person learning in FY 22, passenger boardings were like that which was seen before the shutdown in FY 20. Prior to the pandemic, passenger boardings on the Route 7 for the months of August and September were 2,684. For the same two months in FY 22, there were 2,480 passenger boardings which is an 8% decline.

Service on the Route 7 was reduced from two buses and a sweeper to a single bus in October 2021. When service was reduced in October 2021, average monthly boardings dropped to 1,513 passenger boardings over 2-month period (October-November) compared to the same months prior to the shutdown which was 2,852 boardings, a 47% decrease. 32,374 34,479
31,269
19,410
0 15,872
0 5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 Proj
Route 7
Passenger Boardings
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FY 22 is projected to have a 18% decline of passengers compared to FY 20 and a decline of 49% compared to FY 19. The Route 7 makes up 22.52% of systemwide passengers and 27.52% of fixed route passengers.
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Route 9
Like the Route 7, Route 9 is a weekday peak hour service and follows the Beaumont Unified School District (BUSD) academic calendar. This route is designed to connect passengers during the morning and afternoon with the southernmost masterplan residential community commonly known as Seneca Springs with both middle schools, the high school, and connecting routes.

From March of 2020 and throughout FY 21, the Route 9 was suspended with the closing of BUSD due to the stay-at-home orders arising from COVID-19. The route went back into service when the school district went back into session in FY 22. The Route 9 schedule and level of service has not changed from what it was prior to the pandemic.

The Route 9 is projected to have 7,852 passenger boardings in FY 22. Compared to FY 19 there is a decline of 32%. Compared to FY 20, there is a decline of 3%. The Route 9 boardings make up 11.2% of systemwide passengers and 13.69% of fixed route passengers.

Since FY 22 is projected to end like FY 20, it is anticipated that this route will sustain with previous year’s passenger boardings. However, since this is primarily a school route, the route success is contingent on middle school and high school students using the service. As students graduate and move on, there may be a fluctuation of passenger boardings year over year.

10,921
13,831
11,609
8,108
0 7,852
0 2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 Proj
Route 9
Passenger Boardings
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Route 3/4
The Route 3/4 is a one-hour headway Saturday only service. In addition to being in operation every Saturday, this route also operates on recognized limited-service holidays. This route is a combination of the weekday service areas of Route 3 and Route 4 and connects the downtown residential areas with places of interest such as the local library, the community center, several churches, schools, the downtown area, and the commercial area of Walmart.

The Route 3/4, prior to March 2020, was a weekend route operating on Saturday and Sunday.

For 6-months, the last quarter of FY 20 and the first quarter of FY 21, the Route 3/4 suspended Sunday service and took the place of the Route 3 and the Route 4 on weekdays. Operating 6 days a week, the Route 3/4 continued to offer service during the pandemic. This resulted in an upswing of passenger boardings in FY 20 and FY 21 when compared to previous years. In FY 22, the Routes 3 and 4 went back into service and the Route 3/4 is now a Saturday only route.

In FY 22, the Route 3/4 is projected to have 1,756 passenger boardings. FY 22 will not be compared to FY 20 and 21 because service in these two FY’s was significantly more than what it normally did prior to the pandemic. Instead, compared to FY 19, FY 22 is a decline of 38% passenger boardings. Compared to FY 18, it is a 36% decrease. The declines are evident of the decline in service offered. Where service was offered on both Saturday and Sunday prior to the pandemic, it is now only a Saturday service. The Route 3/4 makes up 2.55% of systemwide passengers and 3.12% of all fixed route passengers.
2,447
2,739 2,813
6,712
5,999
1,756
0 1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 Proj
Route 3/4
Passenger Boardings
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Commuter Link 120
The Commuter Link (CL) 120 operates two buses Monday through Friday and has approximately a 45-minute headway from Beaumont to San Bernardino Transit Center (SBTC). The CL 120 transports passengers from Beaumont Walmart and Beaumont Civic Center to SBTC. The CL 120 also operates on Saturday and recognized limited-service holidays. On Saturday schedules, the CL 120 extends further than Walmart and connects passengers from the SBTC to Casino Morongo and outlet malls via the I-10 freeway.

During the last quarter of FY 20 (March 2020), the CL 120 passenger boardings dropped from an average of 101 passengers a day to 32 because of the Stay-at-Home order. Due to reduction of passengers, service hours on the 120 was reduced. Additionally, one of the two CL 120 buses was transformed into a combination 120/125 route because of suspension of service on the CL 125. In July of FY 22 the CL 120 service was put back into place with two dedicated buses along with adjustments to the route schedule.

The projected passenger boardings in FY 22 is a decline of 30% when compared to FY 20 and a 38% decrease compared to FY 19. CL 120 accounts for 12.3% of passenger boardings systemwide. When compared to the Commuter Link 125, the CL 120 makes up 81% of the passengers using the commuting service.

The decline in passengers could be attributed to two factors. First, commuting passengers have not needed to commute because of working remotely. Second, Sunline launched its Commuter 10 that originates in the Coachella Valley with a stop in Beaumont before servicing Cal State University San Bernardino (CSUSB) campus in FY 22. It could be theorized that students who once used Beaumont’s CL 120 to attend CSUSB are now using Sunline’s service. 11,341
12,443
13,720
12,309
8,816 8,561
0 2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 Proj
Commuter Link 120
Passenger Boardings
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Commuter Link 125
The Commuter Link (CL) 125 operates weekday service from Beaumont Walmart to San Bernardino County medical facilities, as well as recreational and employment opportunities.

Originating from Beaumont Walmart, the CL 125 connects with Redlands Transit Center, Kaiser Redlands Medical Offices, and Loma Linda Veterans Affairs Hospital.

Launching in FY 19, the CL 125 provided the opportunity to separate the commuting passengers to those needing to get to the SBTC (on the CL 120) and those needing medical and recreational opportunities in Redlands/Loma Linda area. At the onset of the Stay-at-Home order in March 2020, the CL 125 service was suspended. The area normally serviced by the CL 125 was now served by a combination Route 120/125. The CL 125 service was suspended for 6 months from March 2020 (FY 20) to October 2020 (FY 21).

It is projected that FY 22 will end with 1,983 passengers which is a decline of 42% passenger boardings compared to FY 20 and a 56% decline compared to FY 19. CL 125 makes up 2.87% of systemwide passengers and 18.94% of commuting passengers.

The decline in passenger trips in FY 22 is likely still attributed to COVID. Most passengers that ride the CL 125 are traveling for doctor appointments at the Loma Linda VA or Kaiser Medical Center in Redlands. The VA Hospital had suspended seeing in person patients until recently which influences passenger trips.
4,532
3,431
2,042 1,983
0 500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
4,500
5,000
FY 19 FY 20 FY 21 FY 22 Proj
Commuter Link 125
Passenger Boardings
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Dial A Ride (Paratransit)
Beaumont Dial-A-Ride (DAR) is a reservation-based curb-to-curb, federally mandated, service for qualified passengers residing in Beaumont and parts of Cherry Valley and within ¾ of a mile from a Fixed Route.

In March of FY 20, qualified passengers were limited to those certified under the Americans with Disability Act (ADA). Prior to this time DAR services were offered to ADA as well as Senior (65+) passengers. Beaumont Transit honors and recognizes those passengers carrying ADA compliant identification cards from other agencies such as RTA and Omnitrans.

In FY 22, DAR is projected to finish the fiscal year with 2,236 passenger boardings and is a 8% increase compared to FY 21. To compare to FY 20 and prior FYs would not be useful since those years’ service was extended to Seniors as well as ADA passengers. However, it may be useful that offering ADA only service in FY 21 and 22 has reduced the number of passengers boardings by 67% compared to other years when service was opened to Seniors as well. DAR makes up

3.01% of systemwide passengers in FY 22.

In summary, the following tables represent the plan of passenger boardings and route statistics by each route. Additionally, the table offers a subsidy of passengers based on hour and mile of service. “BEA-1” is the budget established for administration and shop . These are expenses outside of the routes, and the cost it takes to conduct business including salaries, utilities, office supplies, etc.

10,884
10,211
8,862
5,820
2,071
2,236
0 2,000
4,000
6,000
8,000
10,000
12,000
FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 Proj
Dial-A-Ride
Passenger Boardings
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Table 2.3

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2.5 Productivity Improvement Efforts
Beaumont encourages participation and insights from our customers and the public. Customer satisfaction is our number one priority, and we encourage feedback. All customer comments and complaints are considered and generally resolved immediately. As a small agency, requests for new stops or an adjustment in timepoints are easily resolved.

The reduction of service in FY 21 and into FY 22 throughout the transit industry and our connecting agencies has been difficult to ensure that passengers can connect with other agencies. However, as routes and schedules begin to stabilize, Beaumont monitors the schedules in correspondence with other agencies. Metrolink, RTA, Omni, and Banning Connect schedules are all reviewed, and changes are made usually in response to a change in the larger agencies’ schedules. Our goal is to ensure that transit passengers can connect with other agencies to complete their trip.

Currently, Beaumont uses several products to keep passengers connected with system information and announcements. These products are Facebook, Instagram, Double Map (a web based real time GPS bus locating system), and Google Transit.

A comprehensive operations analysis (COA) was completed in FY 21, just as the pandemic effected the travel patterns and predictability of movements of passengers. The findings of the study offer recommendations for a five-year action plan with three phases. Some recommendations have already been implemented, while other recommendations are in the planning stages as we move into post-pandemic service. A discussion of the COA can be found in chapter 3 of this document.

2.6 Major Trip Generators
It is estimated that nearly 60% of Beaumont Transit’s current passengers attend Beaumont schools. Primary travel patterns are between residential neighborhoods and middle and senior high schools during peak hours-morning and afternoon. Unfortunately, this type of service as identified in the COA study is problematic for the transit operators. Operating at peak hours typically involves multiple vehicles and staff operating during a concentrated period and around the school start and end times. School service requires too many resources for the level of 914
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service provided. The COA recommends Beaumont Transit incorporate the service of schools within its regular routes where possible rather than having specific peak hour service.

Earlier, in Chapter 1.2, demographics of Beaumont state that 62% of Beaumont’s population over the age of 16 participate in the workforce. Further, the mean travel time of Beaumont residents is 36 minutes to work. This means that most of Beaumont’s adult population drives over 30 minutes to get to work and is generally not in town most of the day. As a result, Beaumont Transit identifies a need to continue to focus on regional transportation as a means of sustainability. Beaumont Transit offers two commuting services that connects passengers to regional agencies. The Commuter Link 120 has historically been the single route that has gained the most passengers year over year, until circumstances in FY 20 with the pandemic and the introduction of Sunline’s Commuter 10 in FY 22 interrupted the pattern.

2.7 Recent Service Changes
Beaumont Transit suspended and reorganized service on many routes late FY 20 and early FY 21 due to the Stay-At-Home Order. Service was still offered to the areas but accomplished with combination routes. Service has gotten back to normal in FY 22 and all routes that were operating in FY 20 are now operating again, albeit some with shortened schedules. We hope to increase service to pre-pandemic levels and beyond in FY 23.

Casino Express
The Casino Express began service in August 2020. It is an express service from Beaumont Walmart to Casino Morongo and the Outlet Malls. When the Route 2 was dissolved, the Casino Express was created as a direct response from passengers needing transportation to their places of employment.

Commuter Link 125
In cooperation with Omnitrans, additional stops were added to the Commuter Link 125 to increase efficiency and connectivity. Additional eastbound and westbound stops at the Redlands Transit Center were added. The Redlands Transit Center offers passengers connection ability to Omnitrans buses into areas of San Bernardino, Redlands, and Yucaipa that were normally not an option unless traveling to San Bernardino Transit Center on Commuter Link 120. The addition to the Transit Center will be beneficial to passengers when the Redlands Arrow project is completed.

CHAPTER 3 – FUTURE SERVICE PLANS, FARE CHANGES, CAPITAL

PLANNING, AND MARKETING

3.1 Planned Service Changes
The approved COA document finalized in November 2020 outlines several recommendations for service route and schedule enhancements. See Chapter 1. For FY 23, Beaumont Transit has identified connectivity as an importance for our passengers. As public transit moves into post pandemic, route schedules and times are becoming fixed rather than fluctuating. To 915
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accommodate our passengers back to work and school, these areas will be identified and adjusted in FY 23:

 Adjust timepoints on Route 3 to service needs of Cherry Valley and High School start times.
 Adjust and increase service on Route 125 in preparation for the Redlands Arrow train operation.
 Work with private employers to develop relationships to bring public transportation service to the industrial areas of Beaumont.
 Enhance connectivity with other agencies including Banning, RTA, and Metrolink

3.2 Future Marketing Plans, Studies, and Promotions to Promote Ridership Free Fare Promotion
Beaumont Transit has secured funding for both Beaumont Transit and Banning Connect to offer free fare to Senior, Disabled, Veteran, and Student passengers. This promotion will begin once funding is received, likely August 2022 and should tentatively sustain through Augus t 2023.

As part of the Free Fare Promotion, Beaumont and Banning will advertise our services heavily with print material, posters, social media, flyers, rider appreciation outreach with swag, to promote the promotion and our agencies.

Advertising
Beaumont Transit passenger base has declined significantly due to COVID. Additional advertising funding has been included in the operations budget of our routes to promote the service and gain/regain passengers. Taking advantage of the last year of no penalti es for not meeting farebox, and our reality of moving from a rural to an urban agency, Beaumont will take steps to promote the system by conducting surveys, operating contests, providing facetime to our community, procuring swag for giveaways, etc.

Increase Community Involvement
Throughout the year our service is marketed with not only free fares, but visible appearances, as well. The opportunity to present the service and fleet to a captive audience has had positive effects with the community that would have normally not considered public transit.

Multiple marketing and promotional appearances are attended throughout the year.

Informational booths at back-to-school nights and orientations are attended by staff.

Additionally, entries in local parades, free rides to all Veterans during the annual Veteran’s Expo, the holiday ‘Stuff the Bus’ food drive, rider appreciation events, and multiple community presentations and events, are all included in promotions to promote ridership and expose choice riders to public transportation.

Beaumont offers free shuttle service to the annual signature event, the Cherry Festival, located in the downtown area of Beaumont. This annual festival, arts/crafts, food, and live 916
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entertainment gathering is a four-day event with attendance of over 50,000 throughout the four days.

Micro Transit Feasibility Analysis
The COA proposed incorporating a regular schedule in the outlying areas of Beau mont to the west in the area known as Olivewood, Fairway Canyon, and Tournament Hills. In the past, service to this area has been largely unused and buses would ride empty most of the day except for in the peak hours. As a result, service is offered only during the peak hours. However, as the community grows and demographics change, it may be possible to offer a different form of service to the area during the off-peak hours using a micro transit service. In FY 23, an analysis for feasibility will be solicited for the addition of a micro transit service in Beaumont.

Particularly in the outlying areas of Beaumont where fixed route is not currently offered.

Enhance Bus Prediction Platform
Beaumont Transit will be moving away from Double Map software to Swiftly in FY 23. Swiftly allows for real-time bus prediction ability of our routes that will tell passengers in real time how far away the bus is from where they are standing. This is an ideal platform as we move ADA required onboard announcements of upcoming stops and places of interest while on the bus.

This technology will also serve connectivity with the Redlands and San Bernardino Transit Center that has real time arrival messaging boards for passengers.

Travel Training
Beaumont Travel Training program was suspended during COVID, and a return of the program is planned for FY 23. This program shows passengers how to ride Beaumont Transit to the San Bernardino Transit Center to connect with the Metrolink for trips outside of the region. Past training events took passengers to Los Angeles Union Station, West Hollywood, and Oceanside.

3.3 Projected Ridership Growth
Projected ridership growth is problematic to predict. However, it is reassuring that the passenger boardings has increased 89% when compared to FY 21. It will take a while to get back to FY 20 and even longer to get to FY 19 numbers. Usually, agencies strive for a 2-3% increase in passengers year over year, but Beaumont Transit is optimistic to gain 10% passenger boardings compared to projected FY 22 boardings. This 10% gain in passenger boardings is still a decline of 22% compared to FY 20.

3.4 Proposed Fare Structure Changes
Beaumont Transit’s last update to the fare schedule occurred in July 2019 (FY 20). As part of the COA, a recommendation has been included to increase fares by 20%. Beaumont Transit does not feel that now is the good time to implement this recommendation. It is proposed that in FY 25 the fare schedule will be adjusted.

The COA also recommends Mt. San Jacinto College (MSJC) Go Pass program be evaluated and eliminated. The Go Pass is a voted-in Associated Student Body (ASB) program at MSJC authorizing an additional fee for students during registration. That fee is entirely allocated to RTA to subsidize free fare to all MSJC students on RTA’s routes. Beaumont has traditionally 917
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honored the Go Pass program without receiving subsidies. The past two Triennial Performance Audits have noted that Beaumont should be subsidized or take their own vote to the student body. Beaumont’s Route 2, before it was canceled, brought passengers within proximity to the MSJC satellite campus at Sunset/Westward in the city of Banning. Since the Route 2 was eliminated in FY 20, Beaumont Transit no longer has a route in proximity to MSJC. Therefore, in FY 23 the free fare for Go Pass MSJC students will be removed from the fare schedule.

However, it should be noted that all students, including MSJC students, will receive free fare through FY 23 due to an LCTOP free fare grant.

3.5 Capital Improvement Planning
CNG Fueling Station
Fourteen of Beaumont Transit’s twenty-two buses are CNG fuel; however, Beaumont Transit does not have a fueling station. In conjunction with the Maintenance and Operations project, the parcel located on the corner of 4th Street and Veile Drive in Beaumont will be the site of a CNG fueling station. The station will be open to the public for fast fill as well as slow-fill capabilities for the buses.

The city of Beaumont is currently in the planning stages of the CNG station and working with So Cal Gas Company for design and construction. Additionally, land lease agreements are being discussed with Waste Management for slow fill capabilities for part of their fleet. The location of the CNG station will be at the same location of the Maintenance and Operations Facility.

Maintenance and Operations Facility
In FY 19, Beaumont Transit purchased a 6-acre parcel in the industrial area of Beaumont.

Located next to the Wastewater Treatment Facility, Transit and Public Works are combining efforts to develop the vacant parcel into a maintenance and operations facility for Transit as well as Public Works.

Bus Stop Placement Policy and Improvement Plan
The consultant completing the COA recommends developing a Bus Stop Placement Policy. This policy would clearly define how far apart bus stops should be placed as well as activity level needed to add amenities (such as shelters/benches) to the stop. The policy will also set guidelines for the addition or removal of bus stops.

Alternative Fuel Migration- Rolling Stock Replacement Plan Beaumont Transit is currently being evaluated in conjunction with a project head by RCTC. The “Zero-Emission Bus Rollout and Implementation Plans” is a county wide, small agency, study to evaluate the operational and financial impacts of a full fleet conversion to battery -electric or hydrogen fuel cell fleet. Based on the findings of the ZEB study, Beaumont Transit will create a plan and begin the process of replacing vehicles with zero emissions buses.

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Table 3

Type FY 19/20
Audited
FY 20/21
Audited
FY 21/22 Estimate
(Based on 3rd Qtr actuals
and annualized)
FY 22/23
Plan
Systemwide
Ridership
127,144 39,201 70,007 77,007
Expenses 3,260,922 3,203,538 2,129,555 2,771,617
Revenues 236,830 300,115 255,381 322,000
Farebox Recovery
Ratio

7.26% 9.37% 11.99% 11.62%
Beaumont Transit
Short Range Transit Plan
FY 2022/2023
Table 3 Highlights
 Free Fare Promotion in partnership with Banning Connect to offer free fares to Seniors, Disabled, Veterans, and Students.

 Increase advertising and passenger outreach
 Increase community involvement and visibility
 Conduct a micro transit feasibility analysis
 Enhance bus prediction availability
 Reinstate travel training program
 Eliminate Go Pass
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CHAPTER 4 – FINANCIAL PLANNING

4.1 Operating and Capital Budget
Operating Budget
As shown in Table 4 of this plan, represented on the following page, Beaumont Transit projects total expense is $2,771,617. This is the amount to fully operate Beaumont Transit in FY 23 and is an 11.62% farebox ratio plan without excluding routes.

Included in that amount is:
 $2,449,617 from Local Transit Funds,
 $140,000 in Measure A funding,
 $70,000 in farebox revenues projection,
 $62,000 in Beaumont LCTOP free fare
 $40,000 in Banning LCTOP free fare
 $10,000 in other income. Primarily from revenues of the electric vehicle charging station.

This equals an increase of 0.52% increase in funding compared to FY 22. Operational funding is allocated to 80% in personnel, 10% in maintenance and operations, and 10% in contractual services.

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Table 4

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Tables 4A

2- EZ Rider II CNG Buses (Project 23-01)
Beaumont Transit proposes to purchase two CNG EZ Rider II buses. These buses are full size transit buses and have a seated capacity of 30 passengers. These buses will replace an aging cutaway type bus, have a higher seating capacity, and will be utilized on our fixed route system.

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Micro Transit Feasibility Analysis (Project 23-02)
The city of Beaumont has several large outlying communities that are only serviced peak hours during the academic school district calendar. The COA has recommended that service to these areas be analyzed for feasibility into a regular schedule outside of the school district calendar.

Historically, these communities have had no need for public transportation. However, as the areas and demographics change, micro transit could be a solution to servicing the outlying areas.

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Shop Truck (Project 23-03)
The shop truck currently being used by our mechanic staff to respond to service and maintenance calls is a 1999 vehicle This project will allow for the purchase of a new shop vehicle with a lift, compressor and locking toolbox.

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2-Electric Support Vehicles (Project 23-04)
Beaumont Transit has one Prius, a retired police car, and a retired police Explorer as shuttle vehicles for driver relief vehicles. The retired cars have come to Transit from other departments and have met their useful life.

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Bus Prediction Platform and Tablets (Project 23-05)
Upgrade bus prediction platform to a real-time bus prediction platform. Current system allows for passengers to log into their mobile or desktop device and see where the bus is on the route.

New bus prediction platform will not only show passengers where the bus is located but predict how many minutes until the bus arrives at their stop. This is an instrumental step in a larger future project to install electronic displays at stops and onboard about approaching stops and approaching routes.

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Fare Revenue Calculation

Table 4B Fare Revenue Calculation table reflects the historical and planned f arebox ratio. This table offers a combination farebox ratios with and without exclusions.

FY 21 is audited with favorable farebox ratio primarily due to emergency funding provided by RCTC during the pandemic. This additional revenue, in the amount of $150,000 increased revenues significantly. In conjunction with lower expenses, this allowed for an increase in farebox recovery.

The estimated FY 22 farebox of excluded routes, reflects a lower farebox recovery ratio compared to when all routes are included. This is because to exclude revenues and expenses, also means excluding the Measure A revenue funding for the operations of the commuter links.

The exclusion of $124,000 in Measure A funding alone is a significant source of revenue in a struggling transit system.

The plan for FY 23 is a similar situation to that estimated in FY 22. Two routes are excluded in FY 23: the Casino Express and Commuter Link 125. To exclude revenue and expenses from a commuter link also excludes the revenue, which lowers the overall farebox recovery ratio.

Audited figures account for system depreciation which lowers overall expenses. Depreciation is not accounted for in FY 22 or FY 23 estimated scenarios in Table 4B.

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Table 4B

# Revenue Sources Included
in Farebox Calculation
FY 19/20
Audited
FY 20/21
Audited
FY 21/22
Estimated
FY 22/23
Plan
1 Passenger Fares 174,542 18,116 121,149 70,000
2 Other Income 2,288

3,153 10,232 10,000
3 LCTOP/Local Funds/
Measure A
0 278,846 124,000 242,000
4 Gross Revenue 176,830 300,115 255,381 322,000
5 Revenue Exclusion
(Excluded routes &
Measure A)
(58,940) (9,394) (178,452) (116,500)
6 Net Revenue (1-4) 117,890 290,721 76,929 205,500
7 Gross Expenses 3,260,922 3,203,538 2,129,555 2,771,617 8 Total Exclusions
(Excluded routes)
(1,752,533) (1,912,655) (1,016,913) (662,162)
9 Net Expense (6-7)

1,508,389 1,290,883 1,112,642 2,109,455
10 Farebox Recovery Ratio
excluded routes
(Line 6 / Line 9)

7.82% 22.52% 6.91% 9.74%
11 Farebox Recovery Ratio
systemwide- no exclusions
(Line 4 / Line 7)

5.42% 9.37% 11.99% 11.62%
Beaumont Transit
Short Range Transit Plan
FY 2020/21- 2022/23
Table 4B Fare Revenue Calculation
(Consistent with RCTC Farebox Recovery Policy 3/12/2008 928
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4.2 Funding Plans to Support Proposed Operating and Capital Program Beaumont Transit continues to explore all available funding options to support transit operating and capital costs. Current secured funding includes STA, LCTOP, Carl Moyer, MSRC, and SGR grants but is void of any Federal funds.

As Beaumont moves into post pandemic and into an urban setting from our 2020 population census, our funding needs are speculative in nature currently. Depending on our farebox recovery ratio set in FY 24 and beyond, additional funding will need to be secured from local sources.

For this purpose, the next 3 FY’s will be budgeted with a graduated farebox recovery ratio year over year in anticipation of the 2020 population Census implementation of a population over 50,000 persons.

FY 24 Proposed Budget

In FY 24, Beaumont Transit proposes an operational budget 3% higher than that proposed in this FY 23 budget when a 12% farebox recovery is the goal. LTF, Measure A, LCTOP, and other income is budgeted with a 3% increase. Farebox collections is anticipated at a 6 % increase over that proposed in FY 23.

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Table 4.1- FY 24 Budget

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Beaumont Transit SRTP 22/23 71 | Page

FY 25 Proposed Budget

In FY 25, Beaumont Transit continues to propose an operational budget of 3% increase over FY 24 with a tentative 14% farebox recovery ratio. LTF, Measure A, LCTOP, and other income is budgeted with a 3% increase over FY 24. Farebox collections is anticipated at a 6% increase over that proposed in FY 24. The increase in farebox should reflect the growth of passengers as the system recovers and outreach efforts come to fruition .

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Beaumont Transit SRTP 22/23 72 | Page

Table 4.2 – FY 25 Budget

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Beaumont Transit SRTP 22/23 73 | Page

FY 26 Proposed Budget

Although not required for this SRTP, the following proposed budget for FY 26 is produced in anticipation of farebox recovery at 17%. This table serves for informational purposes to show the growing expenses but also the growing need for additional revenue sources to meet farebox ratio. Local funds are subsidizing the system heavily to meet the ratio.

In FY 26, Beaumont Transit continues to propose an operational budget of 3% increase over FY 25 with a tentative 17% farebox recovery ratio. LTF, Measure A, LCTOP, other income, as well as farebox collections is budgeted with a 3% increase over FY 25.

Capital projects are not included on the table.

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Beaumont Transit SRTP 22/23 74 | Page

Table 4.3 – FY 26 Budget

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Beaumont Transit SRTP 22/23 75 | Page

4.3 Regulatory and Compliance Requirements

The American with Disabilities Act of 1990
The Dial-A-Ride service provides complimentary paratransit services as a required element of ADA. Although Beaumont Transit does not have an internal application process due to staffing constraints, all other public transit operators’ identification cards are accepted as verification on all routes. For those passengers requiring DAR services, ADA applications are submitted and processed with Riverside Transit Agency (RTA).

Alternative Fueled Vehicles (RCTC Policy)
Beaumont Transit System operates thirteen CNG buses, two electric shuttles, and six gasoline powered vehicles. Future vehicle purchases, like all current purchases, will follow the RCTC and SCAQMD policies regarding alternative fuel for transit vehicles.

The State of California and California Air Resources Board has established a goal of transitioning all public fleet to electric buses by 2040. Beaumont is preparing for transition as our gas vehicles retire and intend to replace with zero emission buses as recommended by the current ZEB Analysis being conducted by a consultant on behalf of RCTC.

DBE, EEO, and Title VI
Beaumont Transit System does not utilize federal funds for operating expenses. As such, DBE, EEO, and Title VI requirements do not currently apply to this public transit operator.

Triennial Performance Audit
RCTC retained the services of Michael Baker International to conduct the TDA triennial performance audit of the public transit operators under its jurisdiction in Riverside County, including Beaumont Transit, for Fiscal Years 2018-2019 through 2020-2021.

At the time of this report’s publication, TDA audit was not available to include. Triennial audit information from 2018 is included in the following Table 4.5

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Beaumont Transit SRTP 22/23 76 | Page

Table 4.5

Audit Recommendations Action Taken and Results
Prepare and submit separate State Controller
Transit Operators Financial Transactions
Reports for public transit and specialized
service.

Completed
Continue to work with RTA and Mt. San
Jacinto College on fare revenue
reimbursement from the College GO-PASS
Revenue Agreement.

Eliminate Go Pass for FY 23

Include a link to Banning Transit on the
Beaumont Transit web page.

Completed
Report mechanical road calls and other
vehicle operation metrics in TransTrack
Manager.

Ongoing
Beaumont Transit
Short Range Transit Plan
FY 2022/2023
Table 4.5 TDA Triennial
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Beaumont Transit SRTP 22/23 77 | Page

4.4 Open Capital Projects
This final section includes a summary of open capital projects, and balances outstanding for each project as outlined in Table 4.6.

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Beaumont Transit SRTP 22/23 78 | Page

Table 4.6

Project Name SRTP Capital
Project No’s
Project
Element
Funding
Category
Project
Timeline
Total
Project Cost
Unfunded
Balance
CNG Station 19-01, 20-
01, 21-01
4 2 Current 4,000,000 0
Shop Building
Maintenance
17-4 4 1 Current 50,000 0
Shop Tools 20-05 9 1 Current 40,000 0
Mobile Lifts 22-04 9 1 Current 60,000 0
Brand & Logo
Update
20-03 6 1 Current 156,000 0
Bus Stop
Amenities
20-04, 21-
03 6 1 FY 23-24 207,000 50,000
Video Cameras 22-02 10 1 Current 110,000 0
Paratransit
Scheduling
Software
22-03 5 1 Current 14,000 0
Admin &
Operations Facility
20-02, 21-
02, 19-04
4 2 FY 24-25 3,000,000 2,000,000
Electric Shuttles 21-04 1 1 Current 540,000 0
Vehicle
Communications
21-05 5 1 Current-
FY 24
57,500 0
Bus Procurement 22-01 1 1 Current 1,400,000 0

Beaumont Transit
Short Range Transit Plan
FY 2022/2023
Table 4.6 Open Projects
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Beaumont Transit SRTP 22/23 79 | Page

Legend

Project Elements:
1 Revenue Vehicle Purchases
2 Non-Revenue Vehicle Purchase
3 Vehicle Systems and Equipment
4 Building, Land and Facilities
5 Communication and Information Technology Systems
6 Transit Shelters and Amenities
7 Fixed Guideways and Tracks
8 Debt Service
9 Maintenance
10 Security
11 Planning Feasibility
Funding Category
1 Fully Funded
2 Partially Funded
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Table 4 - Summary of Funds Requested for FY 2022/2023
Total Amount of
Funds LTF Measure A STA Local Funds LCTOP Fare Box
Interest & Other
Income
Farebox
Recovery
Operations 1,397,540$ 1,313,540$ 44,000$ 30,000$ 10,000$ Casino Express 273,683$ 268,683$ 2,000$ 3,000$ Commuter 120 549,877$ 435,377$ 80,000$ 10,000$ 24,500$ Commuter 125 348,479$ 276,979$ 60,000$ 6,000$ 5,500$ Dial A Ride 162,038$ 155,038$ 7,000$ 2,731,617$ 2,449,617$ 140,000$ -$ 62,000$ 70,000$ 10,000$ 10.32% Project Description
RCTC Capital
Project Number
Total Amount of
Funds LTF Measure A STA Local Funds LCTOP Fare Box Other Income 2- 32' EZ Rider II CNG Buses 23-01 1,700,000$ 1,700,000$ Microtransit Feasibility Analysis 23-02 100,000$ 100,000$ Shop Truck 23-03 150,000$ 150,000$
2- Electric Support Vehicles 23-04 80,000$ 80,000$ Bus prediction platform and tablets 23-05 260,000$ 260,000$ 2,290,000$ 100,000$ 2,190,000$ -$ -$ -$ 0 5,021,617$ 2,549,617$ 140,000$ 2,190,000$ 62,000$ 70,000$ 10,000$ Total: Operating & Capital City of Beaumont
FY 2022/2023
Summary of Funds Requested
Short Range Transit Plan
Project Description
Subtotal: Operating
Attachment A
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1825 Chicago Ave, Suite 100
Riverside, CA 92507
951-684-1200
951-368-9018 FAX

BEAUMONT, CITY OF / LEGAL
550 E SIXTH ST
BEAUMONT, CA 92223
04/07/2022
I am a citizen of the United States. I am over the age of eighteen years and not a party to or interested in the above entitled matter. I am an authorized representative of THE PRESS-ENTERPRISE, a newspaper in general circulation, printed and published daily in the County of Riverside, and which newspaper has been adjudicated a newspaper of general circulation by the Superior Court of the County of Riverside, State of California, under date of April 25, 1952, Case Number 54446, under date of March 29, 1957, Case Number 65673, under date of August 25, 1995, Case Number 267864, and under date of September 16, 2013, Case Number RIC 1309013; that the notice, of which the annexed is a printed copy, has been published in said newspaper in accordance with the instructions of the person(s) requesting publication, and not in any supplement thereof on the following dates, to wit:

PROOF OF PUBLICATION OF
Ad Desc.: SRTP /
I certify (or declare) under penalty of perjury that the foregoing is true and correct.

Date: April 07, 2022
At: Riverside, California
Ad Number: 0011528405-01
P.O. Number:

Publication(s): The Press-Enterprise
Ad Copy:

PROOF OF PUBLICATION
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Staff Report

TO: City Council
FROM: Kari Mendoza, Administrative Services Director
DATE April 19, 2022
SUBJECT: Authorize Employment Contract with Interim City Manager

Background and Analysis:

At a special City Council meeting on Monday April 11, 2022, Elizabeth Gibbs was appointed as Interim City Manager. Elizabeth served the citizens of Beaumont from 1996 to 2022 in various roles including Interim City Manager in 2015 and lastly Community Services Director. She holds a Bachelor of Arts and Master’s degree from California Baptist University. The City Attorney drafted the employment agreement and Council negotiated the terms and conditions of employment.

Fiscal Impact:

The contract provides for an annual fully loaded fiscal impact of $357,420. The final quarter cost of FY22/23 is $89,355 to be paid out of the general fund for personnel costs. City staff estimates the cost to prepare this report was $975.

Recommended Action:

Approve the employment agreement with Elizabeth Gibbs and authorize the Mayor to sign the agreement.

Attachments:

A. Employment Agreement
B. Job Descriptions
C. Municipal Code Powers and Duties
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CITY OF BEAUMONT

CITY MANAGER

Class specifications are intended to present a descriptive list of the range of duties performed by employees in the class. Specifications are not intended to reflect all duties performed within the job.

SUMMARY DESCRIPTION

Under policy direction, plans, directs, manages, and oversees the activities and operations of the City of Beaumont; serves as chief executive officer of the City ensuring that public services are delivered in an efficient and effective manner; implements policy decisions made by the City Council; facilitates the development and implementation of City goals and objectives; and provides highly complex administrative support to the City Council.

REPRESENTATIVE DUTIES The following duties are typical for this classification. Incumbents may not perform all of the listed duties and/or may be required to perform additional or different duties from those set forth below to address business needs and changing business practices.

1. Assumes full management responsibility for all City operations; plans, directs, manages, and oversees the activities and operations of the City of Beaumont; recommends and administers goals, objectives, polices, and procedures.

2. Directs and participates, with department head cooperation, in the development and administration of the City budget; prepares long-term plans of capital improvements including financing plans; approves the forecast of funds needed for staffing, equipment, materials, and supplies; approves expenditures and implements budgetary adjustments as appropriate and necessary.

3. Establishes, within City policy, appropriate service and staffing levels; monitors and evaluates the efficiency and effectiveness of service delivery methods and procedures; a llocates resources accordingly.

4. Plans, directs, and coordinates, through department heads, the work plan for the City; assigns projects and programmatic areas of responsibility; reviews and evaluates work methods and procedures; meet with management staff to identify and resolve issues.

5. Assess and monitor workload, administrative support systems and internal reporting relationships; identify opportunities for improvement and implement as appropriate.

6. Provide staff assistance to the City Council; prepare, submit, and present staff reports and other necessary correspondence to the City Council including reports of finances and administrative activities; keep City Council advised of financial conditions, program progress, present and future needs of the City; prepare recommendations and advise the Council on matters requiring legislative action.

7. Confer with and represent the City to all departments, residents, taxpayers, businesses, and other individuals, groups, and outside agencies having an interest or potential interest in affairs of City concern; coordinate City activities with those of other cities, counties, outside agencies and organizations in accordance with the City Council policies. 954
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CITY OF BEAUMONT
City Manager (Continued)

8. Respond to and resolve difficult, complex and sensitive citizen inquiries and complaints; contact departments involved; provide direction and delegate authority as necessary to correct issues; interpret, analyze, defend, and explain City policies, procedures, programs, and activities; negotiate and resolve sensitive and controversial issues; handle public relations dealing with the news media.

9. Attend and participate in professional group meetings; stay abreast of new trends and innovations in the field of municipal management and public administration.

10. Performs related duties, as assigned.

QUALIFICATIONS
The following generally describes the knowledge and ability required to enter the job and/or be learned within a short period of time in order to successfully perform the assigned duties.

Knowledge of:

Advanced principles and practices of public administration, including the organization, functions, and problems of municipal government.

Operations, services, and activities of a municipality.

Government, council, and legislative processes.

Principles and practices of municipal budget, preparation, and administration.

Current social, political, and economic trends and operating problems of municipal government.

Principles and practices of program development and administration.

Advanced principles and practices of organization, management, and supervision.

Principles and practices of strategic planning.

Methods of analyzing, evaluating, and modifying administrative procedures.

Decision making techniques.

Pertinent federal, state, and local laws, codes, and regulations.

Principles of effective public relations and interrelationships with community groups and agencies, private businesses and firms, and other levels of government.

Methods and techniques of research, statistical analysis, and report presentations.

Ability to:

Serve effectively as the administrative agent of the City Council.

Provide effective leadership and coordinate the activities of assigned municipal organization.

Develop and administer City-wide goals, objectives, and procedures.

Analyze and define problems, identify alternative solutions, project consequences of proposed actions, and implement recommendations in support of goals.

Identify and respond to sensitive community, organizational, and City Council issues, concerns, and needs.

Research, analyze and evaluate new service delivery methods and techniques.

Plan, organize, direct, and coordinate the work of staff.

Select, supervise, train, and evaluate staff.

Prepare clear and concise administrative and financial reports.

Prepare and administer large and complex budgets.

Interpret and apply federal, state and local policies, laws and regulations.

Negotiate and resolve complex issues.

Make effective public presentations.

Delegate authority and responsibility.

Communicate clearly and concisely, both orally and in writing.

Establish and maintain effective working relationships with those contacted in the course of work. 955
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CITY OF BEAUMONT
City Manager (Continued)

Education and Experience Guidelines - Any combination of education and experience that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be:

Education/Training:

A Bachelor’s degree from an accredited college or university with major course work in public administration, business administration, planning, or a related field. A Master’s degree in a related field is desirable.

Experience:

Ten years of progressively responsible administrative or staff experience in municipal government with at least four years of experience in a high level administrative or executive capacity involving responsibility for planning, organizing, directing, and financing a varied work program.

PHYSICAL, MENTAL, AND ENVIRONMENTAL REQUIREMENTS: The conditions herein are representative of those that must be met by an employee to successfully perform the essential functions of this job.

Reasonable accommodations may be made to enable individuals with disabilities to perform the essential job functions:

Must be found to be free from any physical, emotional or mental conditions, as determined by a qualified physician and/or psychologist, which with or without accommodation might affect the ability of the employee to perform essential job functions. The position may require prolonged sitting, standing, walking, reaching, twisting, turning, kneeling, bending, squatting, and stooping in the performance of daily office activities.

Additionally, the position requires grasping, repetitive hand movement, and fine coordination in retrieving and entering data using a computer keyboard. Near and far vision is required in order to read work related documents and use the computer. Acute hearing is required when providing phone and personal service. The position requires lifting, carrying, pushing, and/or pulling objects weighing up to 25 pounds. Incumbent must be willing to work shift work, including nights, weekends, and holidays.

This classification is not intended to be all-inclusive. An employee may be required to perform other reasonable duties as assigned by management. The City reserves the right, with the concurrence of the department head, to revise or change classification duties and responsibilities as the need arises and as consistent with the meet and confer process. 956
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2.12.060 - Powers and duties.

The City Manager shall be the administrative head of the City government under the direction and control of the City Council, except as otherwise provided in this chapter. He shall be responsible for the efficient administration of all the affairs of the City which are under his control. In addition to his general powers as administrative head, and not as a limitation thereon, it shall be his duty and he shall have the power:

A.To see that all laws and ordinances of the City are enforced, and that all franchises, permits and privileges granted by the City are faithfully observed;B.To control, order and give directions to all head of departments, subordinate officers and employees of the City, except the City Clerk, City employees from one department to another; and to consolidate or combine offices, positions, departments or units under his direction;C.To appoint, promote, demote and remove any officers and employees of the City except the City Clerk, City Treasurer, City Attorney, and members of the planning commission;D.To exercise control over all departments of the City government and over all appointive officers and employees thereof, except the City Clerk, City Treasurer, City Attorney, and members of the planning commission;E.To attend all meetings of the City Council and planning commission unless excused there from by the Council, except when his removal is under consideration by the Council;F.To recommend to the City Council for adoption such measures and ordinances as he deems necessary or expedient;G.To keep the City Council at all times fully advised as to the financial conditions and needs of the City:H.To prepare and submit to the City Council the annual budget; Council approval of the annual budget or schedule of anticipated expenditures constitutes approval to the purchasing agent to procure any items therein listed; provided, however, no purchase shall be made of an item exceeding in cost the sum of $1,000.00, or as amended from time to time by resolution, without first obtaining approval of the City Council; any items not so listed must first have approval from the City Council before purchase can be authorized by the City Manager; no expenditures shall be submitted or recommended to the City Council, except on report or approval of the City Manager;I.To make investigations into the affairs of the City, and any department or division thereof, and any contract, or the proper performance of any obligations running to the City;J.To investigate all complaints in relation to matters concerning the administration' of the City government and in regard to the service maintained by public utilities in the City, and to see that all franchises, permits and privileges granted by the City are faithfully performed and observed;K.To exercise general supervision over all public buildings, public parks and other public property which are under the control and jurisdiction of the City Council and not specifically delegated to a particular board or officer;L.He shall devote his time diligently to the duties of his office and the interest of the City;M.The services and facilities of the City Clerk, City Treasurer, and the City Attorney shall be made available to the City Manager to the same extent, in the same manner, and to the same effect they are available to the City Council;N.To perform such other duties and exercise such other powers as may be delegated to him from time to time by ordinance or resolution of the City Council. (Ord. 484 §1, 1977; Ord. 363 §6, 1965)
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Staff Report

TO: City Council
FROM: Jennifer Ustation, Finance Director
DATE April 19, 2022
SUBJECT: FY2021 Single Audit Report

Background and Analysis:

All public entities that expend more than $750,000 in Federal funds are required to have a single audit. The single audit reviews the expenditure of the Federal funds and evaluates the internal controls of the public entity that are designed to ensure expenditures are handled appropriately and in compliance with both City policies and with internal control standards.

The audit, performed by the firm of Rogers, Anderson, Malady & Scott, LLP , does not express an opinion on the effectiveness of the City’s internal control. The report does provide the results of internal control testing and the findings from that process. These findings were highlighted for the Finance and Audit Committee on January 10, 2022, when the draft Report of Internal Control Over Financial Reporting for FY2021 was reviewed and received. All the internal control findings were presented during that meeting and are also included in this single audit report. There are no additional findings that were not addressed during the January 10, 2022, meeting.

Definition of Deficiency, Significant Deficiency or Material Weakness

A deficiency in internal control exists when the design or operation of a control does not allow management or employees in the normal course of performing their assigned functions, to prevent or detect and correct misstatements on a timely basis. A material weakness is a deficiency, or combination of deficiencies, in internal control, such that there is reasonable possibility that a material misstatement of the City’s financial statements will not be prevented or detected and corrected on a timely basis. A significant deficiency is a deficiency, or a combination of deficiencies, in internal control that is less severe than a material weakness, yet important enough to merit attention by those charged with governance.

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Internal Control Findings

The audit did not identify any material weaknesses but did identify two significant deficiencies that were new findings and one repeat significant deficiency.

 Overhead Cost Allocation – identification of the lack of a formalized plan to capture overhead costs for grant administration – older finding from FY2018, FY2019 and FY2020,
 Billings – lack of segregation of duties related to the cash receipt billing process – new finding for FY2021, and
 Adherence to Investment Policy – not reporting quarterly reports to City Council – new finding for FY2021.

City staff has fully implemented corrective action on all findings noted by the auditors except for the overhead cost allocation finding. The City is currently in the process of a cost allocation and fee study and is scheduled to have results presented to City Council by July 2022.

The single audit report and detail of each of these internal control deficiencies is included as Attachment A.

Fiscal Impact:

City staff estimates the cost to prepare this report to be $110.

Recommended Action:

Receive and file attached report.

Attachments:

A. Single Audit Report for FY2021
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City of Beaumont

Beaumont, California

Single Audit Report on Federal Awards

For the Year Ended June 30, 2021

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City of Beaumont

Single Audit Report on Federal Awards
Table of Contents

Page

Report on Internal Control Over Financial Reporting and on Compliance and Other Matters Based on an Audit of Financial Statements Performed in Accordance With Government Auditing Standards ........................................................... 1

Report on Compliance for Each Major Federal Program; Report on Internal Control Over Compliance; and Report on Schedule of Expenditures of Federal Awards in Accordance with the Uniform Guidance .............................................. 3

Schedule of Expenditures of Federal Awards ............................................................................. 6

Notes to the Schedule of Expenditures of Federal Awards ......................................................... 7

Schedule of Findings and Questioned Costs:

Section I: Summary of Auditor's Results ............................................................................... 8

Section II: Financial Statements Findings ............................................................................. 9

Section III: Federal Awards Findings and Questioned Costs .............................................. 11

Summary Schedule of Prior Audit Findings .............................................................................. 12

Corrective Action Plan ............................................................................................................... 13

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1 REPORT ON INTERNAL CONTROL OVER FINANCIAL

REPORTING

AND ON COMPLIANCE AND OTHER MATTERS BASED ON AN

AUDIT OF FINANCIAL STATEMENTS PERFORMED IN

ACCORDANCE WITH GOVERNMENT AUDITING STANDARDS

Independent Auditor’s Report

To the Honorable City Council
City of Beaumont

We have audited, in accordance with auditing standards generally accepted in the United States of America and the standards applicable to financial audits contained in Government Auditing Standards issued by the Comptroller General of the United States, the financial statements of the governmental activities, business-type activities, each major fund, and the aggregate remaining fund information of the City of Beaumont (the City) as of and for the year ended June 30, 2021, and the related notes to the financial statements, which collectively comprise the City’s basic financial statements, and have issued our report thereon dated January 12, 2022.

Internal Control over Financial Reporting

In planning and performing our audit of the financial statements, we considered the City’s internal control over financial reporting (internal control) as a basis for designing audit procedures that are appropriate in the circumstances for the purpose of expressing our opinions on the financial statements, but not for the purpose of expressing an opinion on the effectiveness of the City’s internal control. Accordingly, we do not express an opinion on the effectiveness of the City’s internal control.

Our consideration of internal control over financial reporting was for the limited purpose described in the preceding paragraph and was not designed to identify all deficiencies in internal control over financial reporting that might be material weaknesses or significant deficiencies and therefore, material weaknesses or significant deficiencies may exist that have not been identified.
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2 However, as described in the accompanying Schedule of Findings, we identified certain deficiencies in internal control that we consider to be significant deficiencies.A deficiency in internal control exists when the design or operation of a control does not allow management or employees in the normal course of performing their assigned functions, to prevent, or detect and correct misstatements on a timely basis. A material weakness is a deficiency, or a combination of deficiencies, in internal control, such that there is a reasonable possibility that a material misstatement of the City’s financial statements will not be prevented, or detected and corrected on a timely basis. A significant deficiency is a deficiency, or a combination of deficiencies, in internal control that is less severe than a material weakness, yet important enough to merit attention by those charged with governance. We identified deficiencies in internal control over financial reporting, described in the accompanying Schedule of Findings as items 2021-001, 2021-002, and 2021-003 that we consider to be significant deficiencies.

Compliance and Other Matters

As part of obtaining reasonable assurance about whether the City’s financial statements are free from material misstatement, we performed tests of its compliance with certain provisions of laws, regulations, contracts, and grant agreements, noncompliance with which could have a direct and material effect on the determination of financial statement amounts. However, providing an opinion on compliance with those provisions was not an objective of our audit and, accordingly, we do not express such an opinion. The results of our tests disclosed no instances of noncompliance or other matters that are required to be reported under Government Auditing Standards.

City of Beaumont’s Response to Findings

The City of Beaumont’s response to the findings identified in our audit is described in the accompanying Schedule of Findings. The City of Beaumont’s response was not subjected to the auditing procedures applied in the audit of the financial statements and, accordingly, we express no opinion on it.

Purpose of this Report

The purpose of this report is solely to describe the scope of our testing of internal control and compliance and the results of that testing, and not to provide an opinion on the effectiveness of the City's internal control or on compliance. This report is an integral part of an audit performed in accordance with Government Auditing Standards in considering the City's internal control and compliance. Accordingly, this communication is not suitable for any other purpose.

San Bernardino, California
January 12, 2022

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3 REPORT ON COMPLIANCE FOR EACH MAJOR FEDERAL
PROGRAM; REPORT ON INTERNAL CONTROL OVER
COMPLIANCE; AND REPORT ON SCHEDULE OF

EXPENDITURES OF FEDERAL AWARDS IN ACCORDANCE

WITH THE UNIFORM GUIDANCE

Independent Auditor’s Report

To the Honorable City Council
City of Beaumont
Beaumont, California

Report on Compliance for Each Major Federal Program

Opinion on Each Major Federal Program

We have audited the City of Beaumont’s (the City’s) compliance with the types of compliance requirements identified as subject to audit in the OMB Compliance Supplement that could have a direct and material effect on each of the City’s major federal programs for the year ended June 30, 2021. The City’s major federal programs are identified in the summary of auditor’s results section of the accompanying schedule of findings and questioned costs.

In our opinion, the City complied, in all material respects, with the compliance requirements referred to above that could have a direct and material effect on each of its major federal programs for the year ended June 30, 2021.

Basis for Opinion on Each Major Federal Program

We conducted our audit of compliance in accordance with auditing standards generally accepted in the United States of America (GAAS); the standards applicable to financial audits contained in Government Auditing Standards issued by the Comptroller General of the United States (Government Auditing Standards); and the audit requirements of Title 2 U.S. Code of Federal Regulations Part 200, Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (Uniform Guidance). Our responsibilities under those standards and the Uniform Guidance are further described in the Auditor’s Responsibilities for the Audit of Compliance section of our report.

We are required to be independent of the City and to meet our other ethical responsibilities, in accordance with relevant ethical requirements relating to our audit. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion on compliance for each major federal program. 964
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4 Our audit does not provide a legal determination of the City’s compliance with the compliance requirements referred to above.

Responsibilities of Management for Compliance

Management is responsible for compliance with the requirements referred to above and for the design, implementation, and maintenance of effective internal control over compliance with the requirements of laws, statutes, regulations, rules and provisions of contracts or grant agreements applicable to the City’s federal programs.

Auditor’s Responsibilities for the Audit of Compliance

Our objectives are to obtain reasonable assurance about whether material noncompliance with the compliance requirements referred to above occurred, whether due to fraud or error, and express an opinion on the City’s compliance based on our audit. Reasonable assurance is a high level of assurance but is not absolute assurance and therefore is not a guarantee that an audit conducted in accordance with GAAS, Government Auditing Standards, and the Uniform Guidance will always detect material noncompliance when it exists. The risk of not detecting material noncompliance resulting from fraud is higher than for that resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. Noncompliance with the compliance requirements referred to above is considered material if there is a substantial likelihood that, individually or in the aggregate, it would influence the judgment made by a reasonable user of the report on compliance about the City’s compliance with the requirements of each major federal program as a whole.

In performing an audit in accordance with GAAS, Government Auditing Standards, and the Uniform Guidance, we:
 Exercise professional judgment and maintain professional skepticism throughout the audit.
 Identify and assess the risks of material noncompliance, whether due to fraud or error, and design and perform audit procedures responsive to those risks. Such procedures include examining, On a test basis, evidence regarding the City’s compliance with the compliance requirements referred to above and performing such other procedures as we considered necessary in the circumstances.
 Obtain an understanding of the City’s internal control over compliance relevant to the audit in order to design audit procedures that are appropriate in the circumstances and to test and report on internal control over compliance in accordance with the Uniform Guidance, but not for the purpose of expressing an opinion on the effectiveness of the City’s internal control over compliance. Accordingly, no such opinion is expressed.

We are required to communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and any significant deficiencies and material weaknesses in internal control over compliance that we identified during the audit.

Report on Internal Control Over Compliance

A deficiency in internal control over compliance exists when the design or operation of a control over compliance does not allow management or employees, in the normal course of performing their assigned functions, to prevent, or detect and correct, noncompliance with a type of compliance requirement of a federal program on a timely basis. A material weakness in internal control over compliance is a deficiency, or a combination of deficiencies, in internal control over 965
Item 14.

5 compliance, such that there is a reasonable possibility that material noncompliance with a type of compliance requirement of a federal program will not be prevented, or detected and corrected, on a timely basis.

A significant deficiency in internal control over compliance is a deficiency, or a combination of deficiencies, in internal control over compliance with a type of compliance requirement of a federal program that is less severe than a material weakness in internal control over compliance, yet important enough to merit attention by those charged with governance.

Our consideration of internal control over compliance was for the limited purpose described in the Auditor’s Responsibilities for the Audit of Compliance section above and was not designed to identify all deficiencies in internal control over compliance that might be material weaknesses or significant deficiencies in internal control over compliance, Given these limitations, during our audit we did not identify any deficiencies in internal control over compliance that we consider to be material weaknesses, as defined above. However, material weaknesses or significant deficiencies in internal control over compliance may exist that were not identified.

Our audit was not designed for the purpose of expressing an opinion on the effectiveness of internal control over compliance. Accordingly, no such opinion is expressed.

The purpose of this report on internal control over compliance is solely to describe the scope of our testing of internal control over compliance and the results of that testing based on the requirements of the Uniform Guidance. Accordingly, this report is not suitable for any other purpose

Report on Schedule of Expenditures of Federal Awards Required by the Uniform Guidance

We have audited the financial statements of the governmental activities, the business-type activities, the aggregate discretely presented component units, each major fund, and the aggregate remaining fund information of the City as of and for the year ended June 30, 2021, and the related notes to the financial statements, which collectively comprise the City’s basic financial statements. We issued our report thereon, dated January 12, 2022, which contained unmodified opinions on those financial statements. Our audit was conducted for the purpose of forming opinions on the financial statements that collectively comprise the basic financial statements. The accompanying schedule of expenditures of federal awards is presented for purposes of additional analysis as required by the Uniform Guidance and is not a required part of the basic financial statements. Such information is the responsibility of management and was derived from and relates directly to the underlying accounting and other records used to prepare the basic financial statements and certain additional procedures including comparing and reconciling such information directly to the underlying accounting and other records used to prepare the basic financial statements or to the basic financial statements themselves, and other additional procedures in accordance with auditing standards generally accepted in the United States of America. In our opinion, the schedule of expenditures of federal awards is fairly stated in all material respects in relation to the basic financial statements as a whole.

San Bernardino, California
March 17, 2022 (except for our report on the Schedule of Expenditures of Federal Awards, as to which the date is January 12, 2022)
966
Item 14.

City of Beaumont

Schedule of Expenditures of Federal Awards
Year Ended June 30, 2021

See accompanying notes to the schedule of expenditures of federal awards. 6 Federal Grantor /
Pass-through Grantor /
Program or Cluster Title
Assitance Listing
Number
Program Identification
Number
Federal
Expenditures
Amount
provided to
subrecipients
U.S. Department of Housing and Urban Development
Passed through Riverside County Economic Development Agency CDBG- Entitlement Grants Cluster:

Community Development Block Grant 14.218 5.BEA-44-20 51,032$ -$ Total ALN 14.218 and CDBG Entitlement Grants Cluster 51,032 - 51,032 -
U.S. Department of Justice
Direct Assistance:

BJA FY20 Coronavirus Emergency Supplemental Funding Program 16.034 2020-VD-BX-1796 35,016 - Total ALN 16.034 35,016 -
35,016 -
U.S. Department of Transportation
Passed through State of California Department of Transportation Highway Planning and Construction Cluster:

Potrero Interchange Project 20.205 DEM 10L-5209(008) 91,240 - Total ALN 20.205 and Highway Planning and Construction Cluster 91,240 - 91,240 -
U.S. Department of Treasury
Passed through State of California Department of Treasury 21.019 SLT-0043 635,569 - Covid 19 - Coronavirus Aid, Relief and Economic Security (CARES) Act Funding 635,569 - Total ALN 21.019
635,569 -
U.S. Department of Homeland Security
Direct Assistance:

Covid 19 - Disaster Grants - Public Assistance COVID-19 97.036 4482-DR-CA 11,200 - Total ALN 97.036 11,200 -
11,200 -
Total Expenditures of Federal Awards 824,057$ -$
Total U.S. Department of Housing and Urban Development
Total U.S. Department of Justice
Total U.S. Department of Treasury
Total U.S. Department of Homeland Security
Total U.S. Department of Transportation
967
Item 14.

City of Beaumont

Notes to the Schedule of Expenditures of Federal Awards Year Ended June 30, 2021

7 Note 1: Summary of Significant Accounting Policies Applicable to the Schedule of Expenditures of Federal Awards

Scope of Presentation

The accompanying Schedule of Expenditures of Federal Awards (Schedule) includes the federal activity of the City of Beaumont, California (City) under programs of the federal government for the year ended June 30, 2021. The information on this Schedule is prepared in accordance with the requirements of Title 2 U.S. Code of Federal Regulations Part 200, Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (Uniform Guidance).

Because the Schedule presents only a selected portion of the operations of the City, it is not intended to and does not present the financial position, changes in net position or cash flows, where applicable, of the City.

Basis of Accounting

The expenditures included in the accompanying schedule were reported on the modified accrual basis of accounting, which is defined in Note 1 to the City's basic financial statements. Such expenditures are recognized following the cost principles contained in the Uniform Guidance, wherein certain types of expenditures are not allowable or are limited as to reimbursement.

Expenditures reported include any property or equipment acquisitions incurred under the federal programs.

Note 2: De Minimis Indirect Cost Rate

The City has elected not to use 10-percent de minimis indirect cost rate allowed under the Uniform Guidance, as there were no indirect costs charged to the City’s grant programs.

968
Item 14.

City of Beaumont

Schedule of Findings and Questioned Costs
Year Ended June 30, 2021

8 SECTION I: SUMMARY OF AUDITOR'S RESULTS
Financial Statements
accordance with GAAP: Unmodified
Internal control over financial reporting:

Material weakness identified? Yes X No
Significant deficiencies identified? X Yes None Reported Noncompliance material to financial
statements noted? Yes X No
Federal Awards
Internal control over major programs:

Material weakness identified? Yes X No
Significant deficiencies identified? Yes X None Reported Type of auditor's report issued on compliance for major federal programs: Unmodified Any audit findings disclosed that
are required to be reported in
accordance with section 2 CFR
200.516(a)? Yes X No
Identification of major federal programs:

ALN Number

21.019
Dollar threshold used to distinguish
between type A and type B programs: $750,000
Auditee qualified as low-risk auditee? Yes X No
Name of Federal Programs or Cluster
Type of report the auditor issued on whether the financial statements audited were prepared in Coronavirus Aid, Relief and Economic Security
(CARES) Act Funding

969
Item 14.

City of Beaumont

Schedule of Findings and Questioned Costs
Year Ended June 30, 2021

9 Section II: Financial Statement Findings

Finding 2021-001 – Overhead Cost Allocation

Condition:

The City allocates certain General Fund costs (administration, maintenance, etc.) to the Sewer Enterprise, Gas Tax, Transit Enterprise, and the Community Facilities District (CPD) Fund. The amounts are based on calculations included in schedules maintained by the Finance Department.

Currently, the City is not allocating and recovering any of its indirect costs to federal (or state) grants. While the City completed a cost allocation study in April 2016 and has implemented the cost allocation of administrative costs to the various funds within the City, the City has not had a formal Cost Allocation Plan performed for charging of its costs to federally funded projects.

This finding was previously reported in 2020 as finding 2020-005, in 2019 as finding 2019-002 and in 2018 as finding 2018-007 – Overhead Cost Allocation.

Criteria:

Cost allocation plan methodologies should be thoroughly documented for transparency purposes, and updates to the plans should be done periodically in accordance with best practices.

Cause:

The City does have a formal cost allocation plan to allocate internal costs, and the plan developed internally is not sufficient to claim indirect costs against federal (and state) grant programs.

Effect:

The City could potentially be utilizing allocation methods which result in either less administrative costs or excessive administrative costs being allocated than would be allowable if detailed cost allocation studies were performed on a periodic basis, and in accordance with federal grant requirements. Costs that could be reimbursable from other than local sources may be able to be claimed if adequately supported. For federal awards, the City may elect to use the 10 percent of Modified Total Direct Cost (MTDC) de Minimis indirect rate to recover indirect costs as part of your federal grant budgets. If the City elects to use the 10 percent de Minimis rate, the Uniform Guidance requires that the City use Modified Total Direct Costs as the cost base. MTDC means all direct salaries and wages, applicable fringe benefits, materials and supplies, services, travel, and up to the first $25,000 of each sub award (regardless of the period of performance of the sub awards under the award).

Recommendation:

We recommend the City perform a full cost allocation study of administrative costs to ensure the detailed methodology for the allocation of administrative costs is reasonable and appropriate, based on the current circumstances, and that the methodology is clearly defined and documented. A plan should be prepared in accordance with the Uniform Guidance in the event the City wishes to allocate and claim the indirect costs against federal (and state) grant programs. Due to the complexity involved in developing a well-supported and reasonable indirect cost plan, the City should evaluate the cost of outsourcing this study as opposed to the use of internal staff time.
970
Item 14.

City of Beaumont

Schedule of Findings and Questioned Costs
Year Ended June 30, 2021

10 Section II: Financial Statement Findings (continued)

Finding 2021-001 – Overhead Cost Allocation (continued)

Management's Response:

While the City completed a cost allocation study in April 2016 and has implemented the cost allocation of administrative cost to the various funds within the city, further work is necessary to fully comply with this recommendation. The City issued an RFP for a Full Cost Allocation Plan on September 28, 2021 and approved a contract with a consultant to provide the City with a Cost Allocation Plan for use beginning FY2023.

Finding 2021-002 – Billings - Segregation of Duties

Criteria:

During our audit, we noted the customer service counter representative collects payments for wastewater, records them into the billing system, and reconciles/approve them before posting into the general ledger.

Condition and Context:

During the audit, lack of segregation of duties was noted in the cash receipt billings process. The Customer Service Counter representative collects payments for wastewater, records them into the billing system, and reconciles/approves them before posting into the general ledger.

Effect:

Lack of segregation of duties related to the cash receipt billing process could result in erroneous, fictitious and or fraudulent cash receipts.

Recommendation:

We recommend that the Finance Department segregate the responsibilities for the collection of cash receipts, the recording of cash receipts into the billing system and the reconciliation of cash receipts to the general ledger.

Management Response to Finding:

Beginning in May 2021, the process for billing was changed to add in a layer of approval. The new process has the customer service counter running billing and the supervisor approves the billing through Info Send for the bills to be completed and mailed. Whoever is running the billing no longer approves the final documents. Finance completes all postings to the general ledger.

971
Item 14.

City of Beaumont

Schedule of Findings and Questioned Costs
Year Ended June 30, 2021

11 Section II: Financial Statement Findings (continued)

Finding 2021-003 – Adherence to Investment Policy

Criteria:

Per the City’s investment policy, the City treasurer is required to report quarterly reports to City Council with specific details as documented per the City’s investment policy.

Condition and Context:

During the audit, we noted that the City Treasurer was not reporting quarterly reports to City Council for the entire fiscal year 2021.

Effect:

The purpose of the adoption of an established investment policy is to set forth the overall investment philosophy of the City as decided by its governing board. The policy should be guiding rule and it should be followed without exception.

Recommendation:

We recommend that the Finance Department take steps to inform its City Treasurer of these discrepancies and that the investment policy is to be followed as it is stated. A copy of the investment policy should be provided to the City Treasurer with written correspondence of these matters. An investment policy is a very effective means of protecting the assets of the City, and we suggest that a procedure be implemented to be certain that it is carried out.

Management Response to Finding:

The City approved a contract for investment advisor services on February 16, 2021, and the City Council approved an amended investment policy on May 18, 2021. On August 9, 2021, City staff presented to the Finance and Audit Committee the FY2020-2021 4th Quarter Pooled Cash Investment Report which was then received and filed by the City Council on August 17, 2021.

City staff has since included all Trustee accounts within the quarterly reports to encompass all investments held by the City.

Section III: Federal Awards Findings and Questioned Costs No current year findings and questioned cost noted.

972
Item 14.

City of Beaumont

Summary Schedule of Prior Audit Findings
Year Ended June 30, 2021

12 Status of Prior Year Findings:

Financial Statement Findings

Finding 2020-004 – Segregation of Duties for Business Licenses Process

Status:

Corrected

Finding 2020-005 – Overhead Cost Allocation

Status:

Finding has not been corrected. Reported as Finding 2021-001 for the current year.

Federal Awards Findings and Questioned Costs

No prior year findings.

973
Item 14.

City of Beaumont | 550 E. 6th Street, Beaumont, CA 92223 | (951) 769-8520 | BeaumontCA.gov

In relation to the City of Beaumont’s annual financial statement audit and the single audit for the year ended June 30, 2021, the City hereby submits a summary schedule of prior audit findings and a status of corrective actions as required by Title 2 U.S. Code of Federal Regulations Part 200, Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards, Section 511 Audit Findings follow-up.

Summary Schedule of Prior Audit Findings

Reference Number: Finding 2021-001 Overhead Cost Allocation

The City does not have a formal cost allocation plan to allocate internal costs, and the plan developed internally is not sufficient to claim indirect costs against federal (and state) grant programs.

Year in which Finding
Initially occurred: Fiscal Year 2018, 2019, 2020 and 2021

Status of Corrective
Action: No action has been completed to date. A cost allocation study is planned for the Fall of 2021 to move forward with corrective action on this finding.

Reference Number: Finding 2021-002 Billings – Segregation of Duties

The Customer Service counter representative lacks segregation of duties related to the cash receipt billing process.

Year in which Finding
Initially Occurred: Fiscal Year 2021

Status of Corrective
Action: Beginning in May 2021, the process for billing was changed to add in a layer of approval. The new process has the customer service counter running billing and the supervisor approves the billing through Info Send for the bills to be completed and mailed. Whoever is running the billing no longer approves the final documents.

Finance completes all postings to the general ledger.

974
Item 14.

City of Beaumont | 550 E. 6th Street, Beaumont, CA 92223 | (951) 769-8520 | BeaumontCA.gov

Reference Number: Finding 2021-003 – Adherence to Investment Policy

The City Treasurer was not reporting quarterly reports to the City Council for the entire fiscal year 2021.

Year in which Finding
Initially occurred: Fiscal Year 2021

Status of Corrective
Action: The City approved a contract for investment advisor services on February 16, 2021, and the City Council approved an amended investment policy on May 18, 2021. On August 9, 2021, City staff presented to the Finance and Audit Committee the FY2020-2021 4 th Quarter Pooled Cash Investment Report which was then received and filed by the City Council on August 17, 2021. City staff has since included all Trustee accounts within the quarterly reports to encompass all investments held by the City.

975
Item 14.

Staff Report

TO: City Council
FROM: Jennifer Ustation, Finance Director
DATE April 19, 2022
SUBJECT: Financial Training Presentation

Background and Analysis:

The Finance and Audit Committee was tasked with creating a financial training program for the general public. A sub-committee was created for this task and has completed a PowerPoint enhanced with audio. The presentation is included in this report and the presentation with audio has been posted on YouTube with the link provided below. The Finance and Audit Committee reviewed the training on April 11, 2022 and recommended to move the training forward for City Council’s review.

https://youtu.be/dbxDGHYOOdM
Fiscal Impact:

City staff has estimated the cost to prepare this report as $54.

Recommended Action:

Review the presentation and approve to post on the City website or provide modifications.

Attachments:

A. Financial Training Presentation
976
Item 15.

Introduction to Local
Government Finance
City of Beaumont
977
Item 15.

Why does the City of Beaumont collect taxes
and fees?
•To provide high quality public services, such as…
•High quality police and fire services.
•Beautiful parks.
•Clean water.
•High quality roads.
•And much much more!
978
Item 15.

Who pays these taxes and fees?
•Residents and visitors
•This is done through the payments of permit and utility fees, property taxes, sales taxes, and vehicle license fees.
•Businesses
•This is done through business licenses and permits.
•Other
•The City receives grants from various sources for operations and capital improvements.
979
Item 15.

Where does the money go?
•The City uses separate funds to account for it’s operations and the various funding sources that support operations. The City has THREE operating funds.

1.The General Fund-This is the primary operating fund for the City. It funds core services including public safety, parks and recreation, streets maintenance, administration and finance, permitting and code enforcement.

2.The Waste Water Fund-These funds fund the operation of a wastewater system for residents and businesses of Beaumont.

3.The Transit Fund-These funds help provide transit operations to Beaumont’s residents to enhance local and regional mobility.
980
Item 15.

Special Revenue Funds
•In addition to the three operating funds listed above, there are also special funds.
•The largest portion of special revenue funds are CFD funds. •What is a CFD fund?
•CFD funds establish a Mello-Roos Community Facilities District (a “CFD”) which allows for financing of public improvements and services. 981
Item 15.

Capital Project Funds
•Finally, there are capital project funds.
•These funds are used to receive and track funds received from a variety of sources that are used to directly support the city’s infrastructure and capital improvement projects.
982
Item 15.

How is the City held accountable?
•Audits
•Outside Firm (Not City Staff)
•Certified Public Accountants (CPA)
•Follow Professional Standards
983
Item 15.

What do audits do?
•Occur Every Year
•Examine Financial Records
•Review Agreements and Contracts
•Test Internal Controls and Processes
•Interview Leadership & Staff
984
Item 15.

What are the possible opinions the city can get
from the audit?
•Unqualified: Clean –City of Beaumont has this opinion
•Qualified: Some Problems
•Adverse: Significant Problems
•Disclaimer: No Opinion, Big Problems
985
Item 15.

What is provided in the Financial Statements?
•Management Discussion and Analysis –provides financial highlights and overview of the financial statements.
•Government-wide Financial Statements –provide readers with a broad overview of the City’s finances in a manner similar to a private-sector business.
•Fund-Specific Financial Statements –report information about groupings of related accounts which are used to maintain control over resources that have been segregated for specific activities or objectives. •Required Supplemental Information –includes schedules required to be presented showing information related to the City’s pension plan, and a budgetary comparison schedule for the General Fund and the City’s major special revenue funds.
•Supplementary Information –includes the combining statements and schedules of the non-major governmental funds, internal service funds, and agency funds. 986
Item 15.

What are notes to the Financial Statements?
•Most valuable section to the general public.
•Additional information that is essential to a full understanding of the data provided in the government-wide and fund financial statements. 987
Item 15.

What is an audit finding?
•A finding identifies an area where the City needs to improve. •This report tracks progress toward fixing prior year findings and identifies any new ones.
988
Item 15.

Where can I find the City’s most recent audits?
•Audits and Reports | Beaumont, CA -Official Website (beaumontca.gov) 989
Item 15.

Who do I contact if I have further questions?
•You may call the City of Beaumont finance department at 951-572-3236. •We look forward to hearing from you!
990
Item 15.

Staff Report

TO: City Council
FROM: Jennifer Ustation, Finance Director
DATE April 19, 2022
SUBJECT: Ratification of Purchase Order Approval for Emergency Repair Costs to Upper Oak Valley Lift Station Pump Repair Payable to Xylem Water Solutions USA, Inc., in an Amount Not to Exceed 44,398.64

Background and Analysis:

During regular status and health checks of the sewer collection system, City staff became aware of an impeding pump failure at the Upper Oak Lift Station located near Oak Valley Parkway. The pump was pulled, inspected, and determined to be repairable .

Current costs to purchase a new pump is estimated at $77,000 and the cost to rebuild and repair was quoted to be $40,362.40. This purchase order for the repair was initiated on an emergency basis due to the lack of full pump redundancy and the need to remedy the problem in a timely manner.

This report seeks City Council ratification of a purchase order for the costs of emergency repairs to the Upper Oak Valley Lift Station at the projected cost of $40,362.40 plus an additional 10% contingency amount for anticipated freight and shipping charges. These repairs are funded using equipment funds within the Wastewater Treatment Plant budget 700-4050-8040-0000.

Fiscal Impact:

The cost of the emergency pump repair is projected at $40,362.40. A summary of parts, repairs and a listing of costs is included as Attachment A.

Recommended Action:

Ratify the approval of purchase order for emergency repairs completed and payable to Xylem Water Solutions USA, Inc., for an amount of $40,362.40 plus an additional 10% contingency for additional freight and shipping charges. 991
Item 16.

Attachments:

A. Invoice for repair from Xylem Water Solutions USA, Inc. 992
Item 16.

Xylem Water Solutions USA, Inc.

Flygt Products

PRODUCT REPAIR / SERVICE ESTIMATE

Estimate #: R2022-LAB-0016 Date: 2/23/2022 Page 1 of 5 Tag #: 2528
JobName: City of Beaumont

Flygt Products
11161 Harrel Street , Mira Loma CA 91752
PH: (951) 332-3668
FX: (951) 332-3679
Customer Information
Company Name: CITY OF BEAUMONT Contact: Kevin Lee
Address Telephone:
550 E 6TH ST Telephone:

Fax:

BEAUMONT CA92223 Email:

Following is an estimate prepared for you regarding the repair of your Flygt pump.

Product Identification
Product Number: 3301.090-0114 Serial Number: 3301.090-0510002

Model: 3301
Impeller Code: 454
HP: 105
Volts: 0
Phases: 3

Inspection Information
Inspected By: Rick Heaton
Motor Data: Wire Configuration: U1:Red V1:White W1:Black Megger to ground: R 300 B 300 W 300 Sensors:

Resistance through cable: RB 05 RW 1.0 BW

1.2 FLS
Stator Condition: Poor CLS
Shaft Condition: Good KLIX
Oil Condition: Unusable Bearing
Inspection Plugs:

Cable
Hydraulic: Impeller/Propeller Condition: Unusable Cable Condition: Good Volute Condition: Unusable Cable Length:
993
Item 16.

Xylem Water Solutions USA, Inc.

Flygt Products

PRODUCT REPAIR / SERVICE ESTIMATE

Estimate #: R2022-LAB-0016 Date: 2/23/2022 Page 2 of 5 Tag #: 2528
JobName: City of Beaumont

Flygt Products
11161 Harrel Street , Mira Loma CA 91752
PH: (951) 332-3668
FX: (951) 332-3679
Hydraulic Type: N
Installation
Type: P Control
Discharge Size: 6

MFV
Primary Requirement: Plug In Seal Failure

Repair/Service Requirements and remarks

Parts, Labor and Other Charges
Parts:

Qty PartNo Description Sell Price Total Price
1 657 17 05 KIT,REPAIR BASIC 3301.180 $7,530.15 $7,530.15 8 82 43 07 WASHER,SS 46.5MM ID 70MM OD $47.60 $380.80
4 84 19 32 GROMMET,NBR 36ID 70OD 33L $60.35 $241.40
1 608 63 20 IMPELLER,N HT CODE 454 CI $6,023.10 $6,023.10 3 83 53 58 CLAMP,TERMINAL $8.24 $24.73
8 83 53 17 CLAMP,TERMINAL $41.65 $333.20
4 83 53 49 CONNECTION,CROSS $8.42 $33.66
2 83 53 54 SUPPORT,END $7.14 $14.28
1 83 53 50 PARTITION $4.93 $4.93
1 800 45 03 LEAD-THROUGH UNIT $183.60 $183.60
1 608 56 00 COVER,SEAL HOUSING CI $3,780.80 $3,780.80
1 608 53 01 HOLDER,BEARING ALUM $831.30 $831.30
1 663 04 00 SENSOR,LEVEL FLS-10 $313.65 $313.65
1 650 51 00 CABLE UNIT $94.35 $94.35
1 663 80 01 STATOR,35-29-4A 460VD $7,110.25 $7,110.25
1 704 60 00 RING,INSERT HC $3,983.10 $3,983.10
1 704 58 00 VOLUTE,HT 6" UVF FV DVB CI $6,055.40 $6,055.40 994
Item 16.

Xylem Water Solutions USA, Inc.

Flygt Products

PRODUCT REPAIR / SERVICE ESTIMATE

Estimate #: R2022-LAB-0016 Date: 2/23/2022 Page 3 of 5 Tag #: 2528
JobName: City of Beaumont

Flygt Products
11161 Harrel Street , Mira Loma CA 91752
PH: (951) 332-3668
FX: (951) 332-3679
4 83 04 53 SCREW,ALLEN M12 X 45 SS $5.61 $22.44
1 82 44 38 WASHER,STEEL 170MM ID 200MM OD $87.55 $87.55 2 82 44 28 WASHER,STEEL 95MM ID 115MM OD $43.35 $86.70
Block Price $37,135.40
Total Price $37,135.40

Labor and Other Charges:

Qty PartNo Description Sell Price Total Price
20 14-69 00 00A LABOR,SVC FLYGT,NO TAX Z1-TP MODELS:
3000,7000,8000
$153.00 $3,060.00
1 14-69 00 21D ENV FEE >50HP TP ENVIRONMENTAL FEE $106.00 $106.00 1 14-69 00 24A SHOP SUPPLIES-MEDIUM PUMPS TP MISC SUPPLIES

FOR REPAIR
$61.00 $61.00
Total Price $3,227.00

Total Price: $40,362.40

Product Replacement
Product Number: Estimated Delivery: Weeks
Cost of New Unit:

Description:

Terms
Please note: If additional repair requirements are identified during service, the total cost of your repair may change. Should this occur, we will contact you for approval before proceeding.

A signed Purchase Order or approval below must be received before any repair work can begin.

If repaired unit is not picked up or delivered within 5 days of completion, the repair will be invoiced.

Taxes: The prices quoted above do not include any state, federal, or local sales tax or use taxes. Any such taxes as applicable must be added to the quoted prices.
995
Item 16.

Xylem Water Solutions USA, Inc.

Flygt Products

PRODUCT REPAIR / SERVICE ESTIMATE

Estimate #: R2022-LAB-0016 Date: 2/23/2022 Page 4 of 5 Tag #: 2528
JobName: City of Beaumont

Flygt Products
11161 Harrel Street , Mira Loma CA 91752
PH: (951) 332-3668
FX: (951) 332-3679
Terms of delivery: Freight PP/Add Actual
Validity: This Quote is valid for thirty (30) days.

Terms of payment: Net 30 Standard
Warranty: Parts used for this repair carry a 12 month warranty.

This Quote does not include freight charges.

If this product is not repaired or replaced, a fee of $291.00 will be charged for labor required for the inspection performed.

PLEASE NOTE: IF WE DO NOT HAVE A RESPONSE FROM YOU WITH IN 30 DAYS; WE WILL INVOICE YOU $351.00

FOR TIME & LABOR HOURS OUR SERVICE DEPARTMENT HAS ALREADY SPENT IN PERFORMING THE TEARDOWN & INSPECTION OF YOUR PRODUCT. YOUR PROMPT ATTENTION & RESPONSE IS GREATLY APPRECIATED. THANK YOU.

Thank you for the opportunity to provide this quotation. Please contact us if there are any ques tions.

Manny Padilla Jr.

Phone: 562.760.9258
Fax:

Email: [email protected]

996
Item 16.

Xylem Water Solutions USA, Inc.

Flygt Products

PRODUCT REPAIR / SERVICE ESTIMATE

Estimate #: R2022-LAB-0016 Date: 2/23/2022 Page 5 of 5 Tag #: 2528
JobName: City of Beaumont

Flygt Products
11161 Harrel Street , Mira Loma CA 91752
PH: (951) 332-3668
FX: (951) 332-3679
Customer Approval
Complete and sign this Approval and return to Xylem Water Solutions USA, Inc with, or in place of, your Purchase Order

I authorize Xylem Water Solutions USA, Inc to proceed for the amount shown above.

Repair

Replacement

Customer Name: Date:

Customer Signature: PO #:

Ship To: Will Pick Up Deliver Ship To

Ship/Delivery Address:

Bill To:

Taxable: Yes No
Tax Exemption Certificate must be on file or tax will be applied to the invoice.

997
Item 16.

Staff Report

TO: City Council
FROM: Doug Story, Interim Community Services Director
DATE April 19, 2022
SUBJECT: Approve the Purchase of a Superior Playground Structure and Shade Sail Structure in the Amount Not to Exceed $42,100.35 from Kraftsman Commercial Playground and Water Parks, Inc.

Background and Analysis:

On January 18, 2022, City Council provided direction on the Rangel Park Improvement Project. The direction to move forward with improvements in the park included upgrades to the ballfield, enhanced LED lighting, a basketball court, various park amenities and a playground.

City staff began to contact various playground manufacturers and distributers and quickly learned that many companies were reporting that the delivery timeframe was significantly delayed. None of the companies that were contacted could deliver a playground structure in less than twenty to twenty-four weeks. After speaking with Kraftman Commercial Playground and Water Parks, Inc. an option presented itself to have an available unit shipped within 5 business days of received deposit. This is a quick ship option that is available and in stock at the manufacturer.

The amount of this playground structure and shade sail structure is $42,100.35.

Fiscal Impact:

The total costs for purchasing the playground and shade sail is $42,100.35 and will be funded from account CIP No. P-11.

Recommended Action:

Approve the Purchase of a Superior Playground Structure and Shade Sail Structure in the Amount Not to Exceed $42,100.35 from Kraftsman Commercial Playground and Water Parks, Inc.
998
Item 17.

Attachments:

A. Playground Quote
B. Playground Schematics
999
Item 17.

Kraftsman

COMMERCIAL PLAYGROUNDS &

WATER PARKS
19535 Haude Road
Spring, TX 77388
Phone: (281) 353-9599 Fax: (281) 353-2265
Date: 04/13/2022
Project: 27426
Created By: Kraftsman LP
QUOTE #Q73177

QTY Code Description Size Weight Color
Laurie Miller
Beaumont, City of
550 E 6th St
Beaumont, CA 92223
951-769-8520
Net 30 days
Terms:

BILL TO
Rangel Park Playground
Laurie Miller
713 W 4th St
Beaumont, CA 92223
Beaumont, City of

SHIP TO
951-769-8520
Rangel Park Playground
PS3-31905 Quick Ship* Play Unit for ages 2 to 12 by Superior Playgrounds *will ship within 5 business days of order placed with
manufacturer (excluding holidays)
1 forest
SRPSURCHG Material Surcharge on Playground equipment by Superior Recreational Products1 KSHADEHIP Custom Square Hip Shade Canopy, 12' x 12' x 10' eave height with glide elbows, 4 columns mounted on base plates below surface, by Superior Shade (35167) 1 ENG622 Engineer Sealed Drawings of Shade Canopy and Foundations by Superior Shade1

SRPSURCHGSH
ADE
Material Surcharge on Shade by Superior Recreational Products1 Total:$42,100.35
1000
Item 17.

Kraftsman

COMMERCIAL PLAYGROUNDS &

WATER PARKS
19535 Haude Road
Spring, TX 77388
Phone: (281) 353-9599 Fax: (281) 353-2265
Date: 04/13/2022
Project: 27426
Created By: Kraftsman LP
QUOTE #Q73177

Special Terms and Conditions
Installation is not included in proposal.

Items Not Included:

Sales tax is not included in prices quoted. Customer is to supply Sales Tax Exemption or Sales Tax Resale certificate at time of acceptance of proposal, or sales tax will be added to final contract and invoicing for the project.

Sales Tax Exempt:

Unless noted otherwise on quote, all shipping and handling charges on quote are firm for duration of 90 days.

Shipping Charges:

Items are to be delivered directly to the shipping address listed on this quotation. Please check “ship to” address on this quote for accuracy. If “ship to” address is incorrect, please contact your sales representative with correct “ship to” address. Changes to the shipment delivery address after the shipment has left the factory will incur additional charges from the freight carrier.

Ship to Address:

Customer is responsible for insuring that adequate staff and equipment resources are available for timely off-loading, safe handling, and secure storage of equipment upon receipt from motor freight carrier of direct delivery shipments. Unloading of materials from the truck will potentially require material handling equipment, i.e. forklift, pallet jack(s), to properly remove equipment from the delivery truck. Delivery drivers are not required, or provided for unloading the materials/product from the truck. Kraftsman is not responsible for unloading said items.

Delivery and Unloading:

When unloading product at time of delivery, be sure to check for any damage to the packaging, or damage to products, and review to determine if there may be any missing pieces. Make notations on the bill of lading regarding any observed damage, or missing parts or pieces. Freight damage or lost items claims will not be honored by the freight carrier unless it is noted on the bill of lading at the time of delivery. Also be sure to get digital photos of any damage to product or packaging for use in filing a future shipping damage or shortage claim.

Materials Receiving and Shipment Inspection:

Lead Times are after approval of all Initial submittal info and colors.

Superior Playground - lead time for items to ship is 5 business days from when the order is placed with the manufacturer.

Shade Canopies with engineer sealed drawings - the lead time for the shade canopy to ship is 8-10 weeks from when the order is placed with the manufacturer.

Lead Times:

Copy specs from last page of RCP quote and paste here (delete this sentence before quoting) Shelter Specifications
Fabric Shade Canopies are designed to withstand normal wind loads and weather conditions, and will provide years of sun, heat, hail & UV protection with minimal maintenance. Warranties shall be void if damage to or failure to the shade structure is caused by contact with chemical, misuse, vandalism, fireworks or acts of God, including but not limited to, ice, snow or wind in excess of the applicable building code parameters. All fabric tops are warranted for sustained winds up to 76 mph and for gusts of up to 3 seconds duration up to 90 mph with no snow or ice accumulation. Damage caused by flying debris is not covered. Fabric is not warranted where it is installed on a structure that is not engineered or built by the manufacturer.

Care, Maintenance, and Warranties of Canopies:
1001
Item 17.

Kraftsman

COMMERCIAL PLAYGROUNDS &

WATER PARKS
19535 Haude Road
Spring, TX 77388
Phone: (281) 353-9599 Fax: (281) 353-2265
Date: 04/13/2022
Project: 27426
Created By: Kraftsman LP
QUOTE #Q73177

Fabric Shade Canopy warranties do not cover natural disasters, such as earthquakes, shifts in terrain or tornados. If the structure is installed in an area exposed to hurricanes, removal of the shade fabric is required when a hurricane warning is issued. Structures are warranted for winds up to 145 mph, only if the shade canopy fabric has been removed as per requirements by the manufacturer. Care must be taken during removal of canopies so as not to damage the fabric or connection points and hardware. Contact Kraftsman or the manufacturer of the canopy if there are questions in regards to proper removal and reinstallation processes and procedures.

Acts of Nature:
· Building permits are not included or provided.
· Engineer stamped plans are included.

Building Permits:

Each Party shall be excused from liability for the failure or delay in performance of any obligation under this Agreement (other than failure to make payment when due) by reason of any event beyond such Party’s reasonable control including but not limited to Acts of God, fire, flood, explosion, earthquake, pandemic flu, or other natural forces, governmental orders or directives, war, civil unrest, acts of terrorism, accident, destruction or other casualty, any lack or failure of transportation facilities, any lack or failure of supply of raw materials, or any other event similar to those enumerated above. Such excuse from liability shall be effective only to the extent and duration of the event(s) causing the failure or delay in performance and provided that the Party has not caused such event(s) to occur. Notice of a Party’s failure or delay in performance due to force majeure must be given to the other Party within (20) days after its occurrence has become identified by the Party. All delivery dates under this Agreement that have been affected by force majeure shall be tolled for the duration of such force majeure. In no event shall any Party be required to prevent or settle any labor disturbance or dispute, or to act outside of compliance with governmental orders or directives.

Force Majeure:
1002
Item 17.

Kraftsman

COMMERCIAL PLAYGROUNDS &

WATER PARKS
19535 Haude Road
Spring, TX 77388
Phone: (281) 353-9599 Fax: (281) 353-2265
Date: 04/13/2022
Project: 27426
Created By: Kraftsman LP
QUOTE #Q73177

CONDITIONS OF SALE

1.Any alteration or deviation from above specifications involving extra costs will be executed only upon written orders, and will become an extra charge over and above the contract.

2.No returns of merchandise will be accepted unless previously authorized in writing by Kraftsman. All returns are subject to restocking fee of 25% plus freight charges incurred for return to original shipment origination.

3.Title for all equipment is reserved by Kraftsman Commercial Playgrounds and Water Parks until payment in full is received. The right to enter the property and repossess said equipment is hereby granted to Kraftsman Commercial Playgrounds and Water Parks if payment is not rendered in accordance with the terms above. All payments made prior to repossession under this contract shall be forfeited to Kraftsman Commercial Playgrounds and Water Parks as cost incurred to recover the equipment. Repossession of product does not waive any damages or costs due as awarded by the court.

4.All collections or litigation concerning this contract shall be governed by the laws of the State of Texas, with venue in Harris County.

5.Kraftsman warranties the merchandise on this proposal to be up to the manufacturers published standards as to material and workmanship. See catalogs or attached drawings for specific layouts, warranties, and specifications.

6.Kraftsman reserves the right to review contract for final acceptance by management and to make corrections of clerical errors.

7.A service charge of 1.5% per month will be assessed on all past due amounts.

8.Payments to Kraftsman by credit card will incur a processing fee of 4% for Visa and MasterCard, and 6% for American Express

9.Installation services include all labor, equipment required to complete the job, and insurance coverage’s as required by law. Extra installation charges will incur for abnormal sub surfaces, ie. rock, landfill, etc. Price quoted includes Kraftsman’s standard insurance coverages of $2 million in General Liability & Completed operations, $1 million in Automobile Liability, $1 million per occurrence/$2 aggregate in Workman’s Compensation.

Any charges by Kraftsman’s insurance carrier or agents for adding General Contractor or Owner as additional insured, waivers of subrogation, or changes to standard coverage shall be added to contract charges. No performance bond or labor and material payment bonds shall be provided by Kraftsman, unless listed as individual line item in proposal.

10.Kraftsman Commercial Playgrounds and Water Parks is not liable for damages to underground utilities, and irrigations systems during installation.

It is the customers responsibility to locate all underground utilities.

11.Building permits required by local or state authorities & municipalities are not included and are the responsibility of the owner of the property, unless specifically included as a line item in the proposal. If you want Kraftsman to handle required permitting please contact our office and we will provide a quote if not included as a line item within this proposal.

12.This proposal may be withdrawn by Kraftsman if not accepted within thirty (30) days.

General Terms and Conditions
Beaumont, City of
Ship To:

Beaumont, City of
Bill To:

Net 30 days
Terms:

PO#:

WE STRONGLY RECOMMEND A RESILIENT FALL SURFACE BE INSTALLED UNDER ALL PLAY & FITNESS EQUIPMENT Thank You! We Appreciate Your Business!
Respectfully Submitted
Kraftsman LP
Acceptance of Proposal:

The prices, specification and conditions are satisfactory and are hereby accepted. You are authorized to do the work as specified.

Payment will be made as outlined above. If contract is placed with an attorney for suit or collection through probate, bankruptcy or other legal proceedings, customer agrees to pay all expenses and reasonable attorney fees incurred. Any verbal instructions, agreements, or promises are not valid unless written as part of this contract.

Authorized Signature
Authorized Signature
Date of Acceptance
April 13, 2022 Date
Printed Name & Title
Printed Name & Title
1003
Item 17.

Rangel Park –PS3‐31905 in Forest themeIF THIS FILE HAS BEEN TRANSMITTED ELECTRONICALLY, THE ORIGINAL IS IN THE OFFICE OF KRAFTSMANPLAYGROUND & WATER PARK EQUIPMENT.  THE ELECTRONIC DOCUMENT WAS RELEASED BY KRAFTSMAN FOR A SPECIFIC USE.  NO OTHER USE OR MODIFICATION MAY BE MADE WITHOUT THE WRITTEN CONSENT OF KRAFTSMAN PLAYGROUND & WATER PARK EQUIPMENT. ALL INSTRUMENTS OF SERVICE, INCLUDING ORIGINAL DRAWINGS, AND SPECIFICATIONS PREPARED BY KRAFTSMAN PLAYGROUND & WATER PARK EQUIPMENT SHALL REMAIN THE PROPERTY OF KRAFTSMAN AND MAY NOT BE USED FOR ANY PURPOSES NOT SPECIFICALLY AGREED TO IN WRITING BY KRAFTSMAN.  ALL REPRODUCTIONS OF THE INSTRUMENTS OF SERVICE SUPPLIED TO THE OWNER MAY BE USED BY THE OWNER FOR ANY PURPOSES RELATED TO THE SUBJECT PROPERTY.  IN THE EVENT THAT ANY CHANGES ARE MADE IN THE PLANS AND/OR SPECIFICATIONS BY THE OWNER OR PERSONS OTHER THAN KRAFTSMAN, ANY AND ALL LIABILITY ARISING OUT OF SUCH CHANGES SHALL BE FULL RESPONSIBILITY OF THE OWNER UNLESS OWNER HAS RECEIVED KRAFTSMAN'SWRITTEN CONSENT FOR SUCH CHANGES.1004Item 17.

Rangel Park –PS3‐31905 in Forest themeIF THIS FILE HAS BEEN TRANSMITTED ELECTRONICALLY, THE ORIGINAL IS IN THE OFFICE OF KRAFTSMANPLAYGROUND & WATER PARK EQUIPMENT.  THE ELECTRONIC DOCUMENT WAS RELEASED BY KRAFTSMAN FOR A SPECIFIC USE.  NO OTHER USE OR MODIFICATION MAY BE MADE WITHOUT THE WRITTEN CONSENT OF KRAFTSMAN PLAYGROUND & WATER PARK EQUIPMENT. ALL INSTRUMENTS OF SERVICE, INCLUDING ORIGINAL DRAWINGS, AND SPECIFICATIONS PREPARED BY KRAFTSMAN PLAYGROUND & WATER PARK EQUIPMENT SHALL REMAIN THE PROPERTY OF KRAFTSMAN AND MAY NOT BE USED FOR ANY PURPOSES NOT SPECIFICALLY AGREED TO IN WRITING BY KRAFTSMAN.  ALL REPRODUCTIONS OF THE INSTRUMENTS OF SERVICE SUPPLIED TO THE OWNER MAY BE USED BY THE OWNER FOR ANY PURPOSES RELATED TO THE SUBJECT PROPERTY.  IN THE EVENT THAT ANY CHANGES ARE MADE IN THE PLANS AND/OR SPECIFICATIONS BY THE OWNER OR PERSONS OTHER THAN KRAFTSMAN, ANY AND ALL LIABILITY ARISING OUT OF SUCH CHANGES SHALL BE FULL RESPONSIBILITY OF THE OWNER UNLESS OWNER HAS RECEIVED KRAFTSMAN'SWRITTEN CONSENT FOR SUCH CHANGES.1005Item 17.

PLAYGROUND PLAN SCHEDULEBorderTBD1DESCRIPTIONQTYANAME: PS3-31905TYPE: 3.5" STEELCAPACITY: 24FALL HEIGHT: 5'AGE RANGE: 2-121BCSurfacing Area1018SF60"16"48"48"30'-3"28'-0"36'-0"PRELIMINARY DESIGN - NOT FOR CONSTRUCTIONIF THIS FILE HAS BEEN TRANSMITTED ELECTRONICALLY, THE ORIGINAL IS IN THE OFFICE OF KRAFTSMAN PLAYGROUND & WATER PARK EQUIPMENT. THE ELECTRONIC DOCUMENT WAS RELEASED BY KRAFTSMAN FOR A SPECIFIC USE. NO OTHER USE OR MODIFICATION MAY BE MADE WITHOUT THE WRITTEN CONSENT OF KRAFTSMAN PLAYGROUND & WATER PARK EQUIPMENT. ALL INSTRUMENTS OF SERVICE, INCLUDING ORIGINAL DRAWINGS, AND SPECIFICATIONS PREPARED BY KRAFTSMAN PLAYGROUND & WATER PARK EQUIPMENT SHALL REMAIN THE PROPERTY OF KRAFTSMAN AND MAY NOT BE USEDFOR ANY PURPOSES NOT SPECIFICALLY AGREED TO IN WRITING BY KRAFTSMAN. ALL REPRODUCTIONS OF THE INSTRUMENTS OF SERVICE SUPPLIED TO THE OWNER MAY BE USED BY THE OWNER FOR ANY PURPOSES RELATED TO THE SUBJECT PROPERTY. IN THE EVENT THAT ANY CHANGES ARE MADE IN THE PLANS AND/OR SPECIFICATIONS BY THE OWNER OR PERSONS OTHER THAN KRAFTSMAN, ANY AND ALL LIABILITY ARISING OUT OF SUCH CHANGES SHALL BE FULL RESPONSIBILITY OF THE OWNER UNLESS OWNER HAS RECEIVED KRAFTSMAN'S WRITTEN CONSENT FOR SUCH CHANGES.04'8'12'Scale: 3/16" = 1'-0"NORTHABCProjectOptionDrawing NameDesignerDateSales Rep.SheetViewRangel ParkBeaumont, CA274261KPS-27426K.2Playground PlanHM04.07.2022Tonia BennettRightTurnSlide12"TransitionArchBridgePipeWallw/WheelPipeWallGable ShingleRoofSpiralClimberADATransferStationStraightSingleBedwaySlidePostMountedSteeringWheelSingleLily PadRockWallClimberBubbleWall Climberw/HalfGate1006Item 17.

48"60"
48"
30'-0"
[9.1M]29'-6"[9.0M]ADA
Transfer
Station
Right Turn
Slide
Bubble
Wall
Climber Spiral
Climber
Rock
Wall
Climber
Pipe
Wall
w/Wheel
Straight
Slide
Half Gate
12" Rise
Arch
Bridge
Gable
Shingle
Roof
Pipe
Wall
Post
Mount
Steering
Wheel
Single Lily
Pad Seat
1007
Item 17.

###

FOOTING
SCALE-
1/4"=1'
(WHEN

PRINTED
ON
11X17
PAPER)
1008
Item 17.

3.511

10.5 11 7.82211685 3

2.5011 2.5011
12 12.72 Glide Base Plate

1.52 3
N/A 3
Out of range
Out of range
Out of range
N/A
N/A
N/A
12 12 X 12
Dome Qty: 1 Column Qty: 4
1009
Item 17.

Staff Report

TO: City Council
FROM: Jeff Hart, Public Works Director
DATE April 19, 2022
SUBJECT: Second Amendment to the Professional Services Agreement for the PLC Upgrade Project with SKM Engineering, LLC in an Amount Not to Exceed $21,777

Background and Analysis:

SKM Engineering, LLC Second Amendment to Professional Service Agreement

On December 15, 2020, City Council approved the first amendment (AMD#1) to SKM Engineering, LLC’s (SKM) Professional Service Agreement (Agreement) that allowed SKM to provide construction support for the PLC Upgrade Project. The original PSA amount was $49,910 and was funded from PLC Design Project (CIP2019-018) budget.

AMD#1 fee was $94,081 and was funded through PLC Construction budget (CIP2019- 010).

As part of the PLC Upgrade Project each lift station was upgraded to have cellular as the primary communication with the Wastewater Treatment Plant. The City entered into a contract with Verizon to provide a secure wireless Private Internet Protocol (PIP).

Verizon was not able to establish the PIP within the requested timeframe and subsequently the City implemented an interim wireless service to maintain functionality.

The PIP network was intended to provide significant increases in security and is the desired network.

SKM has provided a cost to switch all lift station sites to the PIP network which is now available and includes hardware and software reconfiguration. The cost, as represented in the second amendment to SKM’s Agreement (AMD#2), is $21,777 (see Attachment A). AMD#2 will be funded from the PLC Construction budget (CIP2019-010). (See Table 1 for reference).

1010
Item 18.

Table 1 - 2019-010 Project Summary
2019-010 Project Summary
Funding Source: Wastewater Total CIP Budget $700,000
Project Components
Current
Budget
Amount
Paid to Date Remaining
Project Management
Project Contingency
Preliminary Services
Preliminary Services
Contingency

Environmental
Environmental Contingency
Design $94,081.00 $65,813.55 $28,267.45
Design Contingency
Construction $465,437.00 $424,872.00 $40,565.00
Construction Contingency $45,200.00 $15,366.50 $29,833.50 Construction Management
Construction Management
Contingency

Permits
Equipment
Unallocated CIP Budget $95,282.00 $95,282.00
Project Summary Totals $700,000.00 $506,052.05 $193,947.95

Table 2 - 2019-010 Remaining Budget
2019-010 Remaining Budget Summary
Current Remaining Budget $193,947.95
SKM AMD#2 ($21,777)
New Remaining Budget $172,170.95

Fiscal Impact:

The cost to prepare the staff report is approximately $350.

1011
Item 18.

The PLC Upgrade Project has a current CIP budget of $700,000. AMD#2 will be paid from the CIP2019-010 budget in the amount of $21,777. The total amended contract will be $165,768 with $49,910 funded from CIP2019-018 and $115,858 funded from CIP2019-010.

Recommended Action:

Approve the Second Amendment to the Professional Services Agreement for the PLC Upgrade Project with SKM Engineering, LLC in an Amount Not to Exceed $21,777.

Attachments:

A. Second Amendment to Agreement with SKM

1012
Item 18.

SECOND AMENDMENT TO PROFESSIONAL SERVICES AGREEMENT BETWEEN

CITY OF BEAUMONT AND SKM ENGINEERING, LLC, FOR PROFESSIONAL ENGINEERING SERVICES FOR PLC UPGRADE DESGIN (CIP2019-018)

THIS FIRST AMENDMENT TO AGREEMENT FOR PROFESSIONAL SERVICES BY INDEPENDENT CONTRACTOR is made and effective as of the ____ day of _______, 2022, by and between the CITY OF BEAUMONT, a general law city, (“CITY”) whose address is 550 E. 6th Street, Beaumont, California 92223 and SKM Engineering, LLC, a limited liability company whose address is 533 W 2600 S Suite 25, Bountiful, UT 84010 (“CONTRACTOR”) in consideration of the mutual promises and purpose contained herein, the parties agree as follow:

1. RECITALS

This Second Amendment is made with respect to the following facts and purpose that the parties agree are true and correct:

A. On April 21, 2020, the City and SKM Engineering, LLC., entered into that certain agreement entitled “Agreement for Professional Services by Independent Contractor” for PROFESSIONAL ENGINEERING SERVICES FOR PLC UPGRADE DESIGN CIP 2019-018 (“Agreement”).

B. City has requested a further change in scope to the work under the Agreement regarding the upgrade of ten (10) lift stations with new PLC’s and programming and CONTRACTOR has requested that the scope of work should be increased as provided in the Proposal dated March 7, 2022, a copy of which is attached hereto as Exhibit “A”, and incorporated herein by this reference.

2. AMENDMENT

Section 2 of the Agreement is hereby amended to add to the Services those services identified in the Proposal attached hereto as Exhibit “A”.

Section 4.01 of the Agreement is hereby amended to increase the maximum compensation under the Agreement as follows: Under the First Amendment, compensation was set at one hundred forty-three thousand, nine hundred ninety-one dollars ($143,991). Per this Second Amendment, compensation of one hundred forty three thousand, nine hundred ninety one dollars ($143,991) is increased by the maximum amount of twenty-one thousand, seven hundred seventy seven dollars ($21,777) as provided in the Proposal attached hereto as Exhibit “A” resulting in total compensation under the Agreement not to exceed one hundred sixty five thousand, seven hundred sixty eight dollars ($165,768).

1013
Item 18.

The recitals to this Amendment are deemed incorporated herein by this reference. All other terms of the Agreement not expressly amended by this Amendment shall remain in full force and effect.

IN WITNESS WHEREOF, the parties hereby have made and executed this Second Amendment to Professional Services Agreement to be effective as of the day and year first above-written.

CITY:

CITY OF BEAUMONT

By: ________________________________
Lloyd White, Mayor

ATTEST

City Clerk

APPROVED AS TO FORM

John Pinkney, City Attorney
CONTRACTOR:

________________________________

By: ______________________________

Print Name: _______________________

Title: _____________________________

1014
Item 18.

EXHIBIT “A”

PROPOSAL DATED March 7, 2022
1015
Item 18.

1016
Item 18.

SCOPE OF WORK MODIFICATION
April 13, 2022
Kristine Day / Robert Vestal
City of Beaumont

Re: City of Beaumont Lift Stations PLC Upgrades – Integration Scope of Work Changes Mr. Vestal,
Per our discussions, we are requesting additional scope and budget based upon changes that were required to complete the Lift Station integration project. The original scope and fee included a contingency for unforeseen issues that might arise during the project. The fee presented for the additional scope subtracts the original contingency. Most of the costs presented here are based upon adding the Verizon PIP to the overall network design. This requires additional coordination with Verizon, biweekly meetings, hardware additions and modifications to the existing hardware. Further, the PIP takes 4-6 months to activate, and the cutover of the stations will occur prior to the PIP activation.

Scope of Services

1. Task 1 (Additional) – SCADA System Integration

The original budget included the cost of the master radio and two trips on site. In coordinating the cellular service, a Peplink Balance One was required for the physical connection of the Verizon Wireless PIP. The cost of this device and it’s associated licenses is $2,640. We also will provide a spare unit unlicensed which has a cost of $650.

The Verizon PIP requires 4-6 months of coordination with Verizon which includes biweekly meetings and installation coordination. Further, we will be required to program all the Cellular modems a second time and be on site for the physical cutover.

The City has implemented as SD-WAN configuration with Frontier to provide redundancy with the Internet service at the plant. This has required additional setup and testing for the project. We estimate this effort to be 12 hours.

Three trips were required for factory testing the Contractor furnished panels. The first test was a failed test and required the Contractor to rework the panels. This required a subsequent test.

The third test was required as not all the panels were ready for testing at the time of the first test.

We have included associated per diem costs and additional days for the testing.

2. Tasks 2 thru 10 – Our original scope had 2 days per cutover per lift station. Four seasons and Mesa required four days. In addition, the antenna installations and cutovers were scheduled for after the lift station cutovers instead of at the same time. We also had no time or effort in the repeater stations. Each of these stations required a day of onsite assistance and programming.

1017
Item 18.

Cost Proposal
The following costs for the above-described tasks are broken down in the following table. We request that the costs be added to the current budget.

Task ID Task Description Project Manager ($145/Hr) Controls Engineer ($125/Hr) Labor Cost Equipment / Per Diem Total Cost Task 1 - SCADA System Integration 0104 Verizon PIP Addition 48 8 $7,960 $4,790 $12,750
0105 SD-WAN Coordination 16 $2,320 $0 $2,320
0106 Additional Factory Testing 24 $3,480 $1,500 $4,980 Tasks 2 - 10 - Site Cutovers
0204 Additional Time at Four Seasons 8 24 $4,160 $1,500 $5,660 1004 Additional Time at Mesa 4 20 $3,080 $1,500 $4,580
Task 11 - Project Contingency -$8,513

Total: $21,777

1018
Item 18.

Staff Report

TO: City Council
FROM: Jeff Hart, Public Works Director
DATE April 19, 2022
SUBJECT: Change Order No. 3 for the PLC Upgrade Project with Southern Contracting Company in an Amount Not to Exceed $71,531

Background and Analysis:

Southern Contracting Company Change Order No. 3

On December 15, 2020, City Council awarded Southern Contracting Company (Contractor) a Public Works Agreement (Contract) for construction services for the Programmable Logic Controller (PLC) Upgrade Project (CIP2019-010). Construction commenced on March 1, 2021, and the original contract scope was completed on February 28, 2022.

The original Contract amount was approved for $465,437, with a construction contingency of $45,200. The project had two change orders that were also completed prior to February 28, 2022. Change order No. 1 (CO#1) was for an upgraded control panel at Coopers Creek Lift station with a total cost of $5,007, funded from construction contingency. Change order No. 2 (CO#2) was for a new battery backup system and enclosure for the City Hall repeater site with a total cost of $8,355, also funded from construction contingency.

During construction the Contractor and City staff identified several non-functional or limited-functional components at each lift station site that are critical to the operation of the facility and safety of the operators. The components identified include:

 Low-level bypass switch – allows for targeted pump control during low flows o Low-level bypass switches are requested at nine of the City’s lift stations  Hydro Rangers – allows for the precise monitoring of effluent levels o Existing Hydro Rangers at seven of the lift stations are currently non - functional and in need of replacement
1019
Item 19.

 Gas Monitors – allows for the continuous monitoring of hazardous gases o The existing gas monitor at Mesa lift station is non -functional and in need of replacement
 E-stop contacts – allows for the immediate de-energization of a pump o Four existing E-stops at Mesa lift station are non-functional and in need of replacement

The Contractor has provided City staff with a cost to perform the proposed work as Change Order No. 3 (CO#3) in an amount off $71,531 which exceeds the remaining construction contingency. However, there is sufficient funds in the approved CIP2019 - 010 budget to fund CO#3. Please refer to Table 1 for reference.

Table 1 - 2019-010 Project Summary
2019-010 Project Summary
Funding Source: Wastewater Total CIP Budget $700,000
Project Components
Current Budget
Amount
Paid to Date Remaining
Project Management
Project Contingency
Preliminary Services
Preliminary Services Contingency
Environmental
Environmental Contingency
Design $94,081.00 $65,813.55 $28,267.45
Design Contingency
Construction $465,437.00 $424,872.00 $40,565.00
Construction Contingency $45,200.00 $15,366.50 $29,833.50 Construction Management
Construction Management
Contingency

Permits
Equipment
Unallocated CIP Budget $95,282.00 $95,282.00
Project Summary Totals $700,000.00 $506,052.05 $193,947.95

1020
Item 19.

Table 2 - 2019-010 Remaining Budget
2019-010 Remaining Budget Summary
Current Remaining Budget $193,947.95
SKM AMD#2 ($21,777)
Southern Contracting Company CO#3 ($71,531)
New Remaining Budget $100,639.95

Fiscal Impact:

The cost to prepare the staff report is approximately $350.

The PLC Upgrade Project has a current CIP budget of $700,000. CO#3 will be paid from the CIP2019-010 budget totaling $71,531, with an amended total contract amount of $536,968.

Recommended Action:

Approve Change Order No. 3 for the PLC Upgrade Project with Southern Contracting Company in an Amount Not to Exceed $71,531 .

Attachments:

A. Change Order No. 3 with Southern Contracting Company

1021
Item 19.

1022
Item 19.

SLOVAK BARON EMPEY MURPHY & PINKNEY LLP

Palm Springs, CA
T (760) 322-2275

Indian Wells, CA
T (760) 322- 9240

Orange County, CA
T (714) 435-9591

San Diego, CA
T (619) 501-4540

New Jersey
T (609) 955-3393

New York
T (212) 829-4399
www.sbemp.com

BILLING DEPARTMENT
[email protected]

REPLY TO:

Palm Springs, California

April 7, 2022

CITY OF BEAUMONT PROFESSIONAL SERVICES THRU: 3/31/2021

TOTAL DUE: $150,902.85

Sincerely,

SBEMP, LLP

By: Accounting Department

1023
Item 20.

SLOVAK BARON EMPEY MURPHY & PINKNEY LLP

Palm Springs, CA
T (760) 322-2275

Indian Wells, CA
T (760) 322- 9240

Orange County, CA
T (714) 435-9591

San Diego, CA
T (619) 501-4540

New Jersey
T (609) 955-3393

New York
T (212) 829-4399
www.sbemp.com

1800 E Tahquitz Canyon Way
Palm Springs, CA 92262
Fed. ID #33-0833010
Telephone 760-322-2275
Facsimile 760-322-2107

April 8, 2022

City of Beaumont

E-MAIL INVOICES

Our file no:

City of Beaumont*Carpenters

Professional services through:03/31/2022: Invoice # 70224

Amount

BALANCE DUE – PLEASE SUBMIT PAYMENT: $27.50
1024
Item 20.

SLOVAK BARON EMPEY MURPHY & PINKNEY LLP

Palm Springs, CA
T (760) 322-2275

Indian Wells, CA
T (760) 322- 9240

Orange County, CA
T (714) 435-9591

San Diego, CA
T (619) 501-4540

New Jersey
T (609) 955-3393

New York
T (212) 829-4399
www.sbemp.com

1800 E Tahquitz Canyon Way
Palm Springs, CA 92262
Fed. ID #33-0833010
Telephone 760-322-2275
Facsimile 760-322-2107

April 8, 2022

City of Beaumont

E-MAIL INVOICES

Our file no:

City of Beaumont*Delgado

Professional services through:03/31/2022: Invoice # 70223

Amount

BALANCE DUE – PLEASE SUBMIT PAYMENT: $1,155.00
1025
Item 20.

SLOVAK BARON EMPEY MURPHY & PINKNEY LLP

Palm Springs, CA
T (760) 322-2275

Indian Wells, CA
T (760) 322- 9240

Orange County, CA
T (714) 435-9591

San Diego, CA
T (619) 501-4540

New Jersey
T (609) 955-3393

New York
T (212) 829-4399
www.sbemp.com

1800 E Tahquitz Canyon Way
Palm Springs, CA 92262
Fed. ID #33-0833010
Telephone 760-322-2275
Facsimile 760-322-2107

April 8, 2022

City of Beaumont

E-MAIL INVOICES

Our file no:

City of Beaumont*Fortier

Professional services through: 02/10/2022: Invoice # 70198

Amount

BALANCE DUE – PLEASE SUBMIT PAYMENT: $1,939.00
1026
Item 20.

SLOVAK BARON EMPEY MURPHY & PINKNEY LLP

Palm Springs, CA
T (760) 322-2275

Indian Wells, CA
T (760) 322- 9240

Orange County, CA
T (714) 435-9591

San Diego, CA
T (619) 501-4540

New Jersey
T (609) 955-3393

New York
T (212) 829-4399
www.sbemp.com

1800 E Tahquitz Canyon Way
Palm Springs, CA 92262
Fed. ID #33-0833010
Telephone 760-322-2275
Facsimile 760-322-2107

April 8, 2022

City of Beaumont

E-MAIL INVOICES

Our file no:

City of Beaumont-Gen Lit

Professional services through:03/31/2022: Invoice # 70214

Amount

BALANCE DUE – PLEASE SUBMIT PAYMENT: $2,282.50
1027
Item 20.

SLOVAK BARON EMPEY MURPHY & PINKNEY LLP

Palm Springs, CA
T (760) 322-2275

Indian Wells, CA
T (760) 322- 9240

Orange County, CA
T (714) 435-9591

San Diego, CA
T (619) 501-4540

New Jersey
T (609) 955-3393

New York
T (212) 829-4399
www.sbemp.com

1800 E Tahquitz Canyon Way
Palm Springs, CA 92262
Fed. ID #33-0833010
Telephone 760-322-2275
Facsimile 760-322-2107

April 8, 2022

City of Beaumont

E-MAIL INVOICES

Our file no:

City of Beaumont*Gregg

Professional services through:03/31/2022: Invoice # 70222

Amount

BALANCE DUE – PLEASE SUBMIT PAYMENT: $14,437.50
1028
Item 20.

SLOVAK BARON EMPEY MURPHY & PINKNEY LLP

Palm Springs, CA
T (760) 322-2275

Indian Wells, CA
T (760) 322- 9240

Orange County, CA
T (714) 435-9591

San Diego, CA
T (619) 501-4540

New Jersey
T (609) 955-3393

New York
T (212) 829-4399
www.sbemp.com

1800 E Tahquitz Canyon Way
Palm Springs, CA 92262
Fed. ID #33-0833010
Telephone 760-322-2275
Facsimile 760-322-2107

April 8, 2022

City of Beaumont

E-MAIL INVOICES

Our file no:

City of Beaumont-Labor&Employ

Professional services through:03/31/2022: Invoice # 70213

Amount

BALANCE DUE – PLEASE SUBMIT PAYMENT: $310.70
1029
Item 20.

SLOVAK BARON EMPEY MURPHY & PINKNEY LLP

Palm Springs, CA
T (760) 322-2275

Indian Wells, CA
T (760) 322- 9240

Orange County, CA
T (714) 435-9591

San Diego, CA
T (619) 501-4540

New Jersey
T (609) 955-3393

New York
T (212) 829-4399
www.sbemp.com

1800 E Tahquitz Canyon Way
Palm Springs, CA 92262
Fed. ID #33-0833010
Telephone 760-322-2275
Facsimile 760-322-2107

April 8, 2022

City of Beaumont

E-MAIL INVOICES

Our file no:

City of Beaumont*Lee

Professional services through: 02/25/2022: Invoice # 70220

Amount

BALANCE DUE – PLEASE SUBMIT PAYMENT: $25,062.85
1030
Item 20.

SLOVAK BARON EMPEY MURPHY & PINKNEY LLP

Palm Springs, CA
T (760) 322-2275

Indian Wells, CA
T (760) 322- 9240

Orange County, CA
T (714) 435-9591

San Diego, CA
T (619) 501-4540

New Jersey
T (609) 955-3393

New York
T (212) 829-4399
www.sbemp.com

1800 E Tahquitz Canyon Way
Palm Springs, CA 92262
Fed. ID #33-0833010
Telephone 760-322-2275
Facsimile 760-322-2107

April 8, 2022

City of Beaumont

E-MAIL INVOICES

Our file no:

City of Beaumont-NobleCreekRev

Professional services through:03/31/2022: Invoice # 70212

Amount

BALANCE DUE – PLEASE SUBMIT PAYMENT: $8,986.40
1031
Item 20.

SLOVAK BARON EMPEY MURPHY & PINKNEY LLP

Palm Springs, CA
T (760) 322-2275

Indian Wells, CA
T (760) 322- 9240

Orange County, CA
T (714) 435-9591

San Diego, CA
T (619) 501-4540

New Jersey
T (609) 955-3393

New York
T (212) 829-4399
www.sbemp.com

1800 E Tahquitz Canyon Way
Palm Springs, CA 92262
Fed. ID #33-0833010
Telephone 760-322-2275
Facsimile 760-322-2107

April 8, 2022

City of Beaumont

E-MAIL INVOICES

Our file no:

City of Beaumont*Norton Rose

Professional services through:03/31/2022: Invoice # 70218

Amount

BALANCE DUE – PLEASE SUBMIT PAYMENT: $12,622.00
1032
Item 20.

SLOVAK BARON EMPEY MURPHY & PINKNEY LLP

Palm Springs, CA
T (760) 322-2275

Indian Wells, CA
T (760) 322- 9240

Orange County, CA
T (714) 435-9591

San Diego, CA
T (619) 501-4540

New Jersey
T (609) 955-3393

New York
T (212) 829-4399
www.sbemp.com

1800 E Tahquitz Canyon Way
Palm Springs, CA 92262
Fed. ID #33-0833010
Telephone 760-322-2275
Facsimile 760-322-2107

April 8, 2022

City of Beaumont

E-MAIL INVOICES

Our file no:

City of Beaumont-OverRetainer

Professional services through: 03/31/2022: Invoice # 70211

Amount

BALANCE DUE – PLEASE SUBMIT PAYMENT: $17,747.70
1033
Item 20.

SLOVAK BARON EMPEY MURPHY & PINKNEY LLP

Palm Springs, CA
T (760) 322-2275

Indian Wells, CA
T (760) 322- 9240

Orange County, CA
T (714) 435-9591

San Diego, CA
T (619) 501-4540

New Jersey
T (609) 955-3393

New York
T (212) 829-4399
www.sbemp.com

1800 E Tahquitz Canyon Way
Palm Springs, CA 92262
Fed. ID #33-0833010
Telephone 760-322-2275
Facsimile 760-322-2107

April 8, 2022

City of Beaumont

E-MAIL INVOICES

Our file no:

City of Beaumont*Peters

Professional services through:03/31/2022: Invoice # 70217

Amount

BALANCE DUE – PLEASE SUBMIT PAYMENT: $4,400.00
1034
Item 20.

SLOVAK BARON EMPEY MURPHY & PINKNEY LLP

Palm Springs, CA
T (760) 322-2275

Indian Wells, CA
T (760) 322- 9240

Orange County, CA
T (714) 435-9591

San Diego, CA
T (619) 501-4540

New Jersey
T (609) 955-3393

New York
T (212) 829-4399
www.sbemp.com

1800 E Tahquitz Canyon Way
Palm Springs, CA 92262
Fed. ID #33-0833010
Telephone 760-322-2275
Facsimile 760-322-2107

April 8, 2022

City of Beaumont

E-MAIL INVOICES

Our file no:

City of Beaumont-Terra-Gen

Professional services through:03/31/2022: Invoice # 70209

Amount

BALANCE DUE – PLEASE SUBMIT PAYMENT: $669.20
1035
Item 20.

SLOVAK BARON EMPEY MURPHY & PINKNEY LLP

Palm Springs, CA
T (760) 322-2275

Indian Wells, CA
T (760) 322- 9240

Orange County, CA
T (714) 435-9591

San Diego, CA
T (619) 501-4540

New Jersey
T (609) 955-3393

New York
T (212) 829-4399
www.sbemp.com

1800 E Tahquitz Canyon Way
Palm Springs, CA 92262
Fed. ID #33-0833010
Telephone 760-322-2275
Facsimile 760-322-2107

April 8, 2022

City of Beaumont

E-MAIL INVOICES

Our file no:

City of Beaumont*Iloputaife

Professional services through:03/31/2022: Invoice # 70221

Amount

BALANCE DUE – PLEASE SUBMIT PAYMENT: $4,585.00
1036
Item 20.

SLOVAK BARON EMPEY MURPHY & PINKNEY LLP

Palm Springs, CA
T (760) 322-2275

Indian Wells, CA
T (760) 322- 9240

Orange County, CA
T (714) 435-9591

San Diego, CA
T (619) 501-4540

New Jersey
T (609) 955-3393

New York
T (212) 829-4399
www.sbemp.com

1800 E Tahquitz Canyon Way
Palm Springs, CA 92262
Fed. ID #33-0833010
Telephone 760-322-2275
Facsimile 760-322-2107

April 8, 2022

City of Beaumont

E-MAIL INVOICES

Our file no:

City of Beaumont-Retainer

Professional services through:03/31/2022: Invoice # 70210

Amount

BALANCE DUE – PLEASE SUBMIT PAYMENT: $7,500.00
1037
Item 20.

SLOVAK BARON EMPEY MURPHY & PINKNEY LLP

Palm Springs, CA
T (760) 322-2275

Indian Wells, CA
T (760) 322- 9240

Orange County, CA
T (714) 435-9591

San Diego, CA
T (619) 501-4540

New Jersey
T (609) 955-3393

New York
T (212) 829-4399
www.sbemp.com

1800 E Tahquitz Canyon Way
Palm Springs, CA 92262
Fed. ID #33-0833010
Telephone 760-322-2275
Facsimile 760-322-2107

April 8, 2022

City of Beaumont

E-MAIL INVOICES

Our file no:

City of Beaumont*AIG

Professional services through:02/28/2022: Invoice # 70208

Amount

BALANCE DUE – PLEASE SUBMIT PAYMENT: $33,357.50
1038
Item 20.

SLOVAK BARON EMPEY MURPHY & PINKNEY LLP

Palm Springs, CA
T (760) 322-2275

Indian Wells, CA
T (760) 322- 9240

Orange County, CA
T (714) 435-9591

San Diego, CA
T (619) 501-4540

New Jersey
T (609) 955-3393

New York
T (212) 829-4399
www.sbemp.com

1800 E Tahquitz Canyon Way
Palm Springs, CA 92262
Fed. ID #33-0833010
Telephone 760-322-2275
Facsimile 760-322-2107

April 8, 2022

City of Beaumont

E-MAIL INVOICES

Our file no:

City of Beaumont*UrbanLogic

Professional services through:03/31/2022: Invoice # 70216

Amount

BALANCE DUE – PLEASE SUBMIT PAYMENT: $13,207.50
1039
Item 20.

SLOVAK BARON EMPEY MURPHY & PINKNEY LLP

Palm Springs, CA
T (760) 322-2275

Indian Wells, CA
T (760) 322- 9240

Orange County, CA
T (714) 435-9591

San Diego, CA
T (619) 501-4540

New Jersey
T (609) 955-3393

New York
T (212) 829-4399
www.sbemp.com

1800 E Tahquitz Canyon Way
Palm Springs, CA 92262
Fed. ID #33-0833010
Telephone 760-322-2275
Facsimile 760-322-2107

April 8, 2022

City of Beaumont

E-MAIL INVOICES

Our file no:

City of Beaumont*Weka

Professional services through:03/31/2022: Invoice # 70215

Amount

BALANCE DUE – PLEASE SUBMIT PAYMENT: $2,612.50
1040
Item 20.

1041
Item 21.

1042
Item 21.

1043
Item 21.

1044
Item 21.

1045
Item 21.

1046
Item 21.

1047
Item 21.

1048
Item 21.

1049
Item 21.

1050
Item 21.

1051
Item 21.

1052
Item 21.

1053
Item 21.

1054
Item 21.

1055
Item 21.

1056
Item 21.

1057
Item 21.

1058
Item 21.

1059
Item 21.

1060
Item 21.