Agenda packet, regular meeting — Beaumont City Council, December 5, 2023 (part 2 of 2)

13 Governor's Office of Emergency Services, Federal Emergency Management Agency (FEMA), and the appropriate Environmental Protection Agency Regional Office. The Subrecipient agrees to include these requirements in each subcontract exceeding $150,000 financed in whole or in part with Federal assistance provided by FEMA.

4. FEDERAL WATER POLLUTION CONTROL ACT
The Subrecipient agrees to comply with all applicable st andards, orders, or regulations issued pursuant to the Federal Water Pollution Control Act, as amended, 33 U.S.C. Sections 1251 et seq.

The Subrecipient agrees to report each violation to the County and understands and agrees that the County will, in turn, report each violation as required to assure notification to the Federal Emergency Management Agency (FEMA), and the appropriate Environmental Protection Agency Regional Office.

The Subrecipient agrees to include these requirements in each subcontract exceeding $150,000 financed in whole or in part with Federal assistance provided by FEMA.

5. DEBARMENT AND SUSPENSION CLAUSE
This Agreement is a covered transaction for purposes of 2 C.F.R. pt. 180 and 2 C.F.R. pt. 3000. As such the Subrecipient is required to verify that none of the Subrecipient, its principals (defined at 2 C.F.R. § 180.995), or its affiliates (defined at 2 C.F.R. § 180.905) are excluded (defined at 2 C.F.R. § 180.940) or disqualified (defined at 2 C.F.R. § 180.935).

The Subrecipient must comply with 2 C.F.R. pt. 180, subpart C and 2 C.F.R. pt. 3000, subpart C and must include a requirement to comply with these regulations in any lower tier covered transaction it enters into.

This certification is a material representation of fact relied upon by the County. If it is later determined that the Subrecipient did not comply with 2 C.F.R. pt. 180, subpart C and 2 C.F.R. pt. 3000, subpart C, in addition to remedies available to the County, the Federal Government may pursue available remedies, including but not limited to suspension and/or debarment.

The bidder or proposer agrees to comply with the requirements of 2 C.F.R. pt. 180, subpart C and 2 C.F.R. pt. 3000, subpart C while this offer is valid and throughout the period of any contract that may arise from this offer. The bidder or proposer further agrees to include a provision requiring such compliance in its lower tier covered transactions.

6. BYRD ANTI LOBBYING AMENDMENT, 31 U.S.C. § 1352 (AS AMENDED)

Subrecipients who apply or bid for an award of $100,000 or more shall file the required certification.

Each tier certifies to the tier above that it will not and has not used Federal appropriated funds to pay any person or organization for influencing or attempting to in fluence an officer or employee of any agency, a member of Congress, officer or employee of Congress, or an employee of a member of Congress in connection with obtaining any Federal contract, grant, or any other award covered by 31 U.S.C. § 1352.

Each tier shall also disclose any lobbying with non -Federal funds that takes place in connection with obtaining any Federal award. Such disclosures are forwarded from tier to tier up to the recipient who in turn will forward the certification(s) to the County.

APPENDIX A, 44 C.F.R. PART 18- CERTIFICATION REGARDING LOBBYING

The undersigned [Subrecipient] certifies, to the best of his or her knowledge, that:

A. No Federal appropriated funds have been paid or will be paid, by or on behalf of the undersigned, to any person for influencing or attempting to influence an officer or employee of an agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection

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14 with the awarding of any Federal con tract, the making of any Federal grant, the making of any Federal loan, the entering into of any cooperative agreement, and the extension, continuation, renewal, amendment, or modification of any Federal contract, grant, loan, or cooperative agreement.

B. If any funds other than Federal appropriated funds have been paid or will be paid to any person for influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employee of a Memb er of Congress in connection with this Federal contract, grant, loan, or cooperative agreement, the undersigned shall complete and submit Standard Form-LLL, "Disclosure Form to Report Lobbying," in accordance with its instructions.

C. The undersigned shall re quire that the language of this certification be included in the award documents for all sub-awards at all tiers (including subcontracts, sub-grants, and contracts under grants, loans, and cooperative agreements) and that all sub-recipients shall certify and disclose accordingly.

This certification is a material representation of fact upon which reliance was placed when this transaction was made or entered into. Submission of this certification is a prerequisite for making or entering into this transaction imposed by 31, U.S.C. § 1352 (as amended by the Lobbying Disclosure Act of 1995). Any person who fails to file the required certification shall be subject to a civil penalty of not less than $10,000 and not more than $100,000 for each such failure.

The Subrecipient certifies or affirms the truthfulness and accuracy of each statement of its certification and disclosure, if any. In addition, the Subrecipient understands and agrees that the provisions of 31 U.S.C. § 3801 et seq., apply to this certification and disclosure, if any.

SUBRECIPIENT

By
Date

7. PROCUREMENT OF RECOVERED MATERIALS

In the performance of this Agreement, the Subrecipient shall make maximum use of products containing recovered materials that are EPA-designated items unless the product cannot be acquired A. Competitively within a timeframe providing for compliance with the contract performance schedule;
B. Meeting contract performance requirements; or
C. At a reasonable price.

Information about this requirement, along with the list of EPA -designated items, is available at EPA’s Comprehensive Procurement Guidelines web site, https://www.epa.gov/smm/comprehensive - procurement-guideline-cpg-program
The Subrecipient also agrees to comply with all other applicable requirements of Section 6002 o f the Solid Waste Disposal Act.

8. ACCESS TO RECORDS

The following access to records requirements apply to this Agreement:

A. The Subrecipient agrees to provide the County, the FEMA Administrator, the Comptroller General of the United States, or any of their authorized representatives access to any books, documents, papers, and records of the Subrecipient which are directly pertinent to this Agreement for the purposes of making audits, examinations, excerpts, and transcriptions B. The Subrecipient agrees to permit any of the foregoing parties to reproduce by any means whatsoever or to copy excerpts and transcriptions as reasonably needed.

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15 C. The Subrecipient agrees to provide the FEMA Administrator or his or her authorized representatives access to construction or other work sites pertaining to the work being completed under the contract.

D. In compliance with the Disaster Recovery Act of 2018, the County and the Subrecipient acknowledge and agree that no language in this contract is intended to prohibit audits or internal reviews by the FEMA Administrator or the Comptroller General of the United States.

9. DEPARTMENT OF HOMELAND SECURITY SEAL, LOGO, FLAGS

The Subrecipient shall not use the DHS seal(s), logos, crests, or reproductions of flags or likenesses of DHS agency officials without specific FEMA pre-approval.

10. COMPLIANCE WITH FEDERAL LAW, REGULATIONS, AND EXECUTIVE ORDERS

This is an acknowledgement that FEMA financial assistance will be used to fund all or a portion of the contract. The Subrecipient wil l comply with all applicable Federal law, regulations, executive orders, FEMA policies, procedures, and directives.

11. NO OBLIGATION BY FEDERAL GOVERNMENT

The Federal Government is not a party to this Agreement and is not subject to any obligations or liabilities to the non-Federal entity, contractor, or any other party pertaining to any matter resulting from the contract.

12. PROGRAM FRAUD AND FALSE OR FRAUDULENT STATEMENTS OR RELATED ACTS

The Subrecipient acknowledges that 31 U.S.C. Chapter 38 (Administrative Remedies for False Claims and Statements) applies to the Subrecipient’s actions pertaining to this Agreement.

13. FEDERAL PREVAILING WAGE

DAVIS-BACON ACT COMPLIANCE (applicable to construction contracts in excess of $2,000 awarded by grantees and subgrantees when required by Federal grant program legislation)

To the extent required by any Federal grant programs applicable to expected funding or reimbursement expenses incurred in connection with the services provided under this Agreement, Subrecipient agrees to comply with the Davis -Bacon Act (40 U.S.C. §§ 3141 -3144 and 3146 -3148) as supplemented by Department of Labor regulations (29 CFR Part 5) as set forth below.

A. The Subrecipient shall be bound to the provisions of the Davis-Bacon Act, and agrees to be bound by all the provisions of Labor Code section 1771 regarding prevailing wages. All labor on this project shall be paid neither less than the greater of the minimum wage rates established by the U.S. Secretary of Labor (Federal Wage Rates), or by the State of California Director of Department of Industrial Relations (State Wage Rates). Current DIR requirements may be found at http://www.dir.ca.gov/lcp.asp. Additionally, wages are required to be paid not less than once a week.

B. The general prevailing wage rates may be accessed at the Department of Labor Home Page at www.wdol.gov. Under the Davis Bacon heading, click on “Selecting DBA WDs.” In the drop down menu

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16 for State, select, “California.” In the drop down menu for County, select “Riverside.” In the drop down menu for Construction Type, make the appropriate selection. Then, click Search.

The Federal minimum wage rates for this project are predetermined by the United States Secretary of Labor. If there is a difference between the minimum wage rates predetermined by the Secretary of Labor and the general prevailing wage rates determined by the Director of the California DIR for similar classifications of labor, the Subrecipient and subcontractors shall pay not less than the higher wage rate. The County will not accept lower State wage rates not specifically included in the Federal minimum wage determinations. This includes “helper” (or other classifications based on hours of experience) or any other classification not appearing in the Federal wage determinations. Where Federal wage determinations do not contain the State wage rate determination otherwise available for use by the Subrecipient and subcontractors, the Subrecipient and subcontractors shall pay not less than the Federal minimum wage rate which most closely approximates the duties of the employees in question.

14. CONTRACT WORK HOURS AND SAFETY STANDARDS (applicable to all contracts in excess of $100,000 that involve the employment of mechanics or laborers, but not to purchases of supplies or materials or articles ordinarily available on the open market, or contracts for transportation or transmission of intelligence)
A. Compliance: Subrecipient agrees that it shall comply with Sections 3702 and 3704 of the Contract Work Hours and Safety Standards Act (40 U.S.C. §§ 3701–3708) as supplemented by Department of Labor regulations (29 CFR Part 5), which are incorporated herein.

B. Overtime: No contractor or subcontractor contracting for any part of the work under this Agreement which may require or involve the employment of laborers or mechanics shall require or permit any such laborer or mechanic in any workweek in which he or she is employed on such work to work in excess of forty hours in such workweek unless such laborer or mechanic receives compensation at a rate not less than one and one-half times the basic rate of pay for all hours worked in excess of forty hours in such workweek.

C. Violation; liability for unpaid wages; liquidated damages: In the event of any violation of the provisions of paragraph B of this section, the Subrecipient and any subcontractor responsible therefore shall be liable for the unpaid wages. In addition, such Subrecipient and subcontractor shall be liable to the United States for liquidated damages. Such liquidated damages shall be computed with respect to each individual laborer or mechanic employed in violation of the provisions of paragraph B, in the sum of $10 for each calendar day on which such individual was required or permitted to work in excess of the standard workweek of forty hours without payment of the overtime wages required by paragraph B.

D. Withholding for unpaid wages and liquidated dama ges: Subrecipient shall upon its own action or upon written request of an authorized representative of the Department of Labor withhold or cause to be withheld, from any moneys payable on account of work performed by the contractor or subcontractor under any such contract or any other Federal contract with the same prime contractor, or any other federally- assisted contract subject to the Contract Work Hours and Safety Standards Act, which is held by the same prime contractor, such sums as may be determined to be necessary to satisfy any liabilities of such contractor or subcontractor for unpaid wages and liquidated damages as provided in the clause set for in paragraph C of this section.

E. Subcontracts: The contractor or subcontractor shall insert in any subcontracts the clauses set forth in paragraphs A through D of this section and also a clause requiring the subcontractors to include these clauses in any lower tier subcontracts. The prime contractor shall be responsible for compliance by any subcontractor or lower tier subcontractor with the clauses set forth in paragraphs A through D of this section.

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17 15. RIGHTS TO INVENTIONS MADE UNDER A CONTRACT OR AGREEMENT— Contracts or agreements for the performance of experimental, developmental, or research work s hall provide for the rights of the Federal Government and the recipient in any resulting invention in accordance with 37 CFR part 401, “Rights to Inventions Made by Nonprofit Organizations and Small Business Firms Under Government Grants, Contracts and Cooperative Agreements,” and any implementing regulations issued by HUD.

16. RIGHTS TO DATA AND COPYRIGHTS – Subrecipients and consultants agree to comply with all applicable provisions pertaining to the use of data and copyrights pursuant to 48 CFR Part 27. 4, Federal Acquisition Regulations (FAR).

17. PROHIBITION ON CONTRACTING FOR COVERED TELECOMMUNICATIONS

EQUIPMENT OR SERVICES
A. Definitions. As used in this clause, the terms backhaul; covered foreign country; covered telecommunications equipment or ser vices; interconnection arrangements; roaming; substantial or essential component; and telecommunications equipment or services have the meaning as defined in FEMA Policy, #405 -143-1 Prohibitions on Expending FEMA Award Funds for Covered Telecommunications Equipment or Services As used in this clause— B. Prohibitions.
(1) Section 889(b) of the John S. McCain National Defense Authorization Act for Fiscal Year 2019, Pub. L. No. 115-232, and 2 C.F.R. § 200.216 prohibit the head of an executive agency on or after Aug.13, 2020, from obligating or expending grant, cooperative agreement, loan, or loan guarantee funds on certain telecommunications products or from certain entities for national security reasons.
(2) Unless an exception in paragraph (c) of this clause applies, the contractor and its subcontractors may not use grant, cooperative agreement, loan, or loan guarantee funds from the Federal Emergency Management Agency to:
(i) Procure or obtain any equipment, system, or service that uses covered telecommunications equipment or services as a substantial or essential component of any system, or as critical technology of any system;
(ii) Enter into, extend, or renew a contract to procure or obtain any equipment, system, or service that uses covered telecommunications equipment or services as a substantial or essential component of any system, or as critical technology of any system; (iii) Enter into, extend, or renew contracts with entities that use covered telecommunications equipment or services as a substantial or essential component of any system, or as critical technology as part of any system; or (iv)Provide, as part of its performance of this contract, subcontract, or ot her contractual instrument, any equipment, system, or service that uses covered telecommunications equipment or services as a substantial or essential component of any system, or as critical technology as part of any system.

C. Exceptions.
(1) This clause does not prohibit contractors from providing— a. A service that connects to the facilities of a third -party, such as backhaul, roaming, or interconnection arrangements; or
b. Telecommunications equipment that cannot route or redirect user data traffic or permit visibility into any user data or packets that such equipment transmits or otherwise handles.

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18 (2) By necessary implication and regulation, the prohibitions also do not apply to:
a. Covered telecommunications equipment or services that:
i. Are not used as a substantial or essential component of any system; and ii. Are not used as critical technology of any system.
b. Other telecommunications equipment or services that are not considered covered telecommunications equipment or services.

D. Reporting requirement.
(1) In the event the contractor identifies covered telecommunications equipment or services used as a substantial or essential component of any system, or as critical technology as part of any system, during contract performance, or the contractor is notified of such by a subcontractor at any tier or by any other source, the contractor shall report the information in paragraph (d)(2) of this clause to the recipient or subrecipient, unless elsewhere in this contract are established procedures for reporting the information. (2) The Subrecipient shall report the following information pursuant to paragraph (d)(1) of this clause:
(i) Within one business day from the date of such identification or notification:

The contract number; the order number(s), if applicable; supplier name; supplier unique entity identifier (if known); supplier Commercial and Government Entity (CAGE) code (if known); brand; model number (original equipment manufacturer number, manufacturer part number, or wholesaler numb er); item description; and any readily available information about mitigation actions undertaken or recommended. ii) Within 10 business days of submitting the information in paragraph (d)(2)(i) of this clause: Any further available information about mitig ation actions undertaken or recommended. In addition, the contractor shall describe the efforts it undertook to prevent use or submission of covered telecommunications equipment or services, and any additional efforts that will be incorporated to prevent future use or submission of covered telecommunications equipment or services. Page 10
E. Subcontracts. The Subrecipient shall insert the substance of this clause, including this paragraph (e), in all subcontracts and other contractual instruments.

18. REPORTING OF MATTERS RELATED TO RECIPIENT INTEGRITY AND PERFORMANCE A. General Reporting Requirement
If the total value of your currently active grants, cooperative agreements, and procurement contracts from all Federal awarding agencies exceeds $10,000, 000 for any period of time during the period of performance of this Federal award, then you as the recipient during that period of time must maintain the currency of information reported to the System for Award Management (SAM) that is made available in the designated integrity and performance system (currently the Federal Awardee Performance and Integrity Information System (FAPIIS)) about civil, criminal, or administrative proceedings described in paragraph 2 of this award term and condition. This is a st atutory requirement under section 872 of Public Law 110 -417, as amended ( 41 U.S.C. 2313 ). As required by section 3010 of Public Law 111 - 212, all information posted in the designated integrity and performance system on or after April 15, 2011, except past performance reviews required for Federal procurement contracts, will be publicly available.

B. Proceedings About Which You Must Report
Submit the information required about each proceeding that:
a. Is in connection with the award or performance of a grant, cooperative agreement, or procurement contract from the Federal Government;
b. Reached its final disposition during the most recent five-year period; and

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19 c. Is one of the following:
(1) A criminal proceeding that resulted in a conviction, as defined in paragra ph 5 of this award term and condition;
(2) A civil proceeding that resulted in a finding of fault and liability and payment of a monetary fine, penalty, reimbursement, restitution, or damages of $5,000 or more; (3) An administrative proceeding, as define d in paragraph 5. of this award term and condition, that resulted in a finding of fault and liability and your payment of either a monetary fine or penalty of $5,000 or more or reimbursement, restitution, or damages in excess of $100,000; or (4) Any other criminal, civil, or administrative proceeding if:
(i) It could have led to an outcome described in paragraph 2.c.(1), (2), or (3) of this award term and condition;
(ii) It had a different disposition arrived at by consent or compromise with an acknowledgment of fault on your part; and
(iii) The requirement in this award term and condition to disclose information about the proceeding does not conflict with applicable laws and regulations.

C. Reporting Procedures
Enter in the SAM Entity Manage ment area the information that SAM requires about each proceeding described in paragraph 2 of this award term and condition. You do not need to submit the information a second time under assistance awards that you received if you already provided the infor mation through SAM because you were required to do so under Federal procurement contracts that you were awarded.

D. Reporting Frequency
During any period of time when you are subject to the requirement in paragraph 1 of this award term and condition, you must report proceedings information through SAM for the most recent five year period, either to report new information about any proceeding(s) that you have not reported previously or affirm that there is no new information to report. Recipients that have Federal contract, grant, and cooperative agreement awards with a cumulative total value greater than $10,000,000 must disclose semiannually any information about the criminal, civil, and administrative proceedings.

E. Definitions
For purposes of this award term and condition:
a. Administrative proceeding means a non-judicial process that is adjudicatory in nature in order to make a determination of fault or liability ( e.g., Securities and Exchange Commission Administrative proceedings, Civilian Board of Contract Appeals proceedings, and Armed Services Board of Contract Appeals proceedings). This includes proceedings at the Federal and State level but only in connection with performance of a Federal contract or grant. It does not include audits, site visi ts, corrective plans, or inspection of deliverables.
b. Conviction, for purposes of this award term and condition, means a judgment or conviction of a criminal offense by any court of competent jurisdiction, whether entered upon a verdict or a plea, and includes a conviction entered upon a plea of nolo contendere. c. Total value of currently active grants, cooperative agreements, and procurement contracts includes - (1) Only the Federal share of the funding under any Federal award with a recipient cost share or match; and
(2) The value of all expected funding increments under a Federal award and options, even if not yet exercised.

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20 Attachment D – Indemnification and Insurance Requirements

INDEMNIFICATION
A. Basic Indemnity

1. To the fullest extent permitted by applicable law, Subrecipient agrees to indemnify, hold harmless and defend the County of Riverside, its Agencies, Districts, Departments and Special Districts, Board of Supervisors, elected and appointed officials, and ea ch of their respective directors, members officers, employees, agents, volunteers and representatives ("Indemnitees") and each of them from any and all Losses that arise out of or relate to any act or omission constituting ordinary and not professional negligence (including, without limitation, negligent breach of contract), recklessness, or willful misconduct on the part of Subrecipient or its subconsultants or their respective employees, agents, representatives, or independent contractors.

2. "Losses" shall mean any and all economic and non -economic losses, costs, liabilities, claims, damages, actions, judgements, settlements and expenses, including, without limitation, full and actual attorney's fees (including, without limitation, attorney's fees for trial and on appeal), expert and non - expert witness fees, arbitrator and arbitration fees and mediator and mediation fees.

3. Subrecipient further agrees to and shall indemnify and hold harmless the Indemnitees from all liability arising from suits, claims, demands, actions, or proceedings made by agents, employees or subcontractors of Subrecipient for salary, wages, compensation, health benefits, insurance, retirement or any other benefit not explicitly set forth in this Agreement and arising out of work performed for County pursuant to this Agreement. The Indemnitees shall be entitled to the defense and indemnification provided for hereunder regardless of whether the Loss is in part caused or contributed to by the acts or omissions of an Indemnitee or any other person or entity; provided however, that nothing contained herein shall be construed as obligating Subrecipient to indemnify and hold harmless any Indemnitee to the extent not required under the provisions of Paragraph B below.

B. Indemnity for Design Professionals

1. To the fullest extent permitted by Applicable Law, Subrecipient agrees to defend (through legal counsel reasonably acceptabl e to County), indemnify and hold harmless the Indemnitees, and each of them, against any and all Losses that arise out of, pertain to, or relate to, any negligence, recklessness or willful misconduct constituting professional negligence on the part of Subrecipient or its Subconsultants, or their respective employees, agents, representatives, or independent contractors. The Indemnitees shall be entitled to the defense, and indemnification provided for hereunder regardless of whether the Loss is, in part, caused or contributed to by the acts or omissions of an Indemnitee or any other person or entity; provided, however, that nothing contained herein shall be construed as obligating Subrecipient to indemnify and hold harmless any Indemnitee to the extent not r equired under the provisions of this section. Subrecipient shall defend and pay, all costs and fees, including but not limited to attorney fees, cost of investigation, and defense, in any loss, suits, claims, demands, actions, or proceedings to the extent and in proportion to the percentage, such costs and fees arise out of, pertain to, or relate to the negligence, recklessness or willful misconduct of Subrecipient arising out of or from the performance of professional design services under this Agreement. The duty to defend applies to any alleged or actual negligence, recklessness, willful misconduct of Subrecipient. The cost for defense shall apply whether or not Subrecipient is a party to the lawsuit and shall apply whether or not Subrecipient is directly liable to the plaintiffs in the lawsuit. The duty to defend applies even if Indemnitees are alleged or found to be actively negligent, but only in proportion to the percentage of fault or negligence of Subrecipient.

2. Without affecting the rights of County under any other provision of this Agreement, Subrecipient shall not be required to indemnify or hold harmless or provide defense or defense costs to an Indemnitee for a loss due to that Indemnitee's negligence, recklessness or willful misconduct; provi ded, however, that such negligence, recklessness or willful misconduct has been determined by agreement of Subrecipient and Indemnitee or has been adjudged by the findings of a court of competent jurisdiction.

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21 C. Subrecipient agrees to obtain or cause to be obtained executed defense and indemnity agreements with provisions identical to those set forth in this section from each and every Subconsultant, of every Tier.

D. Subrecipient's indemnification obligations under this Agreeme nt shall not be limited by the amount or type of damages, compensation or benefits payable under any policy of insurance, workers' compensation acts, disability benefit acts or other employee benefit acts.

E. The Indemnitees shall be entitled to recover their attorneys' fees, costs and expert and consultant costs in pursuing or enforcing their right to defense and/or indemnification under this Agreement.

INSURANCE REQUIREMENTS

Without limiting or diminishing the Subrecipient’s obligation to indemnify or hold the County harmless, Subrecipient shall procure and maintain or cause to be maintained, at its sole cost and expense, the following insurance coverages during the term of this Agreement. As respects to the insurance section only, the County herein refers to the County of Riverside, its Agencies, Districts, Special Districts, and Departments, their respective directors, officers, Board of Supervisors, employees, elected or appointed officials, agents or representatives as Additional Insureds.

A. Workers’ Compensation: If the Subrecipient has employees as defined by the State of California, the Subrecipient shall maintain statutory Workers Compensation Insurance (Coverage A) as prescribed by the laws of the State of California. Policy shall include Employers’ Liability (Coverage B) including Occupational Disease with limits not less than $1,000,000 per person per accident. The policy shall be endorsed to waive subrogation in favor of The County of Riverside.

B. Commercial General Liability: Commercial General Liability insurance coverage, including but not limited to, premises liability, unmodified contractual liability, products and completed operations liability, personal and advertising injury, and cross liability coverage, covering claims which may arise from or out of Subrecipient’s performance of its obligations hereunder. Polic y shall name the County as Additional Insured. Policy’s limit of liability shall not be less than $2,000,000 pe r occurrence combined single limit. If such insurance contains a general aggregate limit, it shall apply separately to this agreement or be no less than tw o (2) times the occurrence limit. Policy shall name the County as Additional Insureds.

C. Vehicle Liability: If vehicles or mobile equipment are used in the performance of the obligations under this Agreement, then Subrecipient shall maintain liability insurance for all owned, non-owned or hired vehicles so used in an amount not less t han $1,000,000 per occurrence combined single limit. If such insurance contains a general aggregate limit, it shall apply separately to this agreement or be no less than two (2) times the occurrence limit. Policy shall name the County as Addit ional Insureds.

E. General Insurance Provisions - All lines:

1. Any insurance carrier providing insurance coverage hereunder shall be admitted to the State of California and have an A M BEST rating of not less than A: VIII (A:8) un less such requirements are waived, in writing, by the County Risk Manager. If the County’s Risk Manager waives a requirement for a particular insurer such waiver is only valid for that specific insurer and only for one policy term.

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22 2. The Subrecipient must declare its insurance self -insured retention for each coverage required herein. If any such self-insured retention exceeds $500,000 per occurrence each such retention shall have the prior written consent of the County Risk Manager before the commencement of operations under this Agreement. Upon notification of self -insured retention unacceptable to the County, and at the election of the County’s Risk Manager, Subrecipient’s carriers shall either; 1) reduce or eliminate such self-insured retention as respects this Agreement with the County, or 2) procure a bond which guarantees payment of losses and related investigations, claims administration, and defense costs and expenses.

3. Subrecipient shall cause Subrecipient’s insurance carrier(s) to furnish the County of Riverside with either 1) a properly executed original Certificate(s) of Insurance and certified original copies of Endorsements effecting coverage as req uired herein, and 2) if requested to do so orally or in writing by the County Risk Manager, provide original Certified copies of policies including all Endorsements and all attachments thereto, showing such insurance is in full force and effect. Further, said Certificate(s) and policies of insurance shall contain the covenant of the insurance carrier(s) that a minimum of thirty (30) days written notice shall be given to the County of Riverside prior to any material modificat ion, cancellation, expiration or reduction in coverage of such insurance. If Subrecipient insurance carrier(s) policies do not meet the minimum notice requirement found herein, Subrecipient shall cause Subrecipient’s insurance carrier(s) to furnish a 30 d ay Notice of Cancellation Endorsement.

4. In the event of a material modification, cancellation, expiration, or reduction in coverage, this Agreement shall terminate forthwith, unless the County of Riverside receives, prior to s uch effective date, another properly executed original Certificate of Insurance and original copies of endorsements or certified original policies, including all endorsements and attachments thereto evidencing coverage’s set forth here in and the insurance required herein is in full force and effect. Subrecipient shall not commence operations until the County has been furnished original Certificate (s) of Insurance and certified original copies of endorsements and if requested , certified original policies of insurance including all endorsements and any and all other attachments as required in this Section. An individual authorized by the insurance carrier to do so on its behalf shall sign the original endorsements for each policy and the Certificate of Insurance.

5. It is understood and agreed to by the parties hereto that the Subrecipient’s insurance shall be construed as primary insurance, and the County's insurance and/or deductibles and/or self -insured retentions or self-insured programs shall not be construed as contributory.

6. If, during the term of this Agreement or any extension thereof, there is a material change in the scope of services; or, there is a material change in the equ ipment to be used in the performance of the scope of work; or, the term of this Agreement, including any extensions thereof, exceeds five (5) years; the County reserves the right to adjust the types of insurance and the monetary limits of liability required under this Agreement, if in the County Risk Management's reasonable judgment, the amount or type of insurance carried by the Subrecipient has become inadequate.

7. Subrecipient shall pass down the insurance obligations contained herein to all tiers of subcontractors working under this Agreement.

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23 8. The insurance requirements contained in this Agreement may be met with a program(s) of self-insurance acceptable to the County.

9. Subrecipient agrees to notify County of any claim by a third party or any incident or event that may give rise to a claim arising from the performance of this Agreement

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24 Attachment E - Project Reporting Requirements

Monthly Progress Reports shall be submitted after execution of this Agreement. Monthly reports shall be sent via e-mail to the Office of Economic Development contact identified herein and report shall include a brief description of the work performed during the reporting period, including purchase and construction status, milestones achieved, financial status report including cost incurred to date, schedule updates, and any problems encountered in the performance of the work under this Agreement.

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San Jacinto Campus
1499 N. State Street
San Jacinto, CA 92583
951.487.6752
Menifee Valley Campus
28237 La Piedra Road
Menifee, CA 92584
951.672.6752
San Gorgonio Pass Campus
3144 W. Westward Avenue
Banning, CA 92220
951.922.1327
Temecula Valley Campus
41888 Motor Car Parkway
Temecula, CA 92591
951.672.6752
June 14, 2023
Kyle Warsinski
Economic Development Manager
City of Beaumont - Civic Center
550 E. 6th Street
Beaumont, CA 92223
Re: Letter of Support
Mt. San Jacinto Community College is excited to offer this letter of support for the impending City of Beaumont Regional Economic Development Hub.

Mt. San Jacinto Community College is committed to a partnership with the City of Beaumont’s Economic Development Department and the mutual vision for a comprehensive business, employment, and economic development center for the region. As such, the District agrees to the following support for a commitment term of 5-years:
• Provide the facilities and operational staff support for the Enterprise Resource Innovation Center (ERIC)
• Provide workshops and educational forums on entrepreneurship and related business development activities
• Support the Regional Economic Development Hub space with a small satellite makerspace and refer participants to the full makerspace at our San Jacinto campus for more complex projects • Provide scheduled short-term contract education training specific to local business needs • Schedule and facilitate career counseling information sessions and workshops on an as needed basis
• Offer support and other resources from the District on an as needed basis Mt. San Jacinto Community College is proud to provide partnership in the aforementioned areas to advance education, training, workforce development, as well as entrepreneurship and resource support for this service area.

Sincerely,
Roger W. Schultz, Ph.D.

Superintendent/President
[email protected] | 951.487.3002
1499 N. State Street, San Jacinto, CA 92583
Roger W. Schultz, Ph.D.

Superintendent/President
Board of Trustees
Tom Ashley
Vicki Carpenter
Jhalister Corona
Joshua Rivera
Brian Sylva

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PO Box 826880 • Sacramento, CA 94280-0001 • edd.ca.gov May 18, 2023

Morris Myers
1499 N. State Street
San Jacinto, CA 92583

Dear Morris Myers:

Subject: Letter of partnership with Mt. San Jacinto Community College (MSJC) for the Pass Area Enterprise Resource & Innovation Center (ERIC) in Beaumont.

This is a letter of partnership agreement between Employment Development Department (EDD), Workforce Services, MSJC and future site of the Pass Area Enterprise Resource & Innovation Center (ERIC) in Beaumont. This will support a new and innovative work opportunities in priority industry sectors, employers, and job seekers.

Should ERIC be developed into a functioning AJCC, Employment Development Department, Workforce Services intends to the following:

• Focused recruitments for employers.
• Facilities and scheduling services to screen and interview applicants. • Facilitation of Employer Advisory Councils in the local area to support employers. • Provide reemployment assistance to help employers who are experiencing worker reductions.
• Provide local area labor market information to help plan for business expansion, relocation, or future hiring and training needs.
• Provide job search workshops that teach skills needed to find and keep a job. • Assistance with accessing CalJOBSSM system.
• Provide referrals to education, training and supportive services to help connect to the correct partner(s) under Workforce Innovation and Opportunity Act whenever possible. • Be the liaison/connection between partners.
• Provide basic employment services. Such as participation in job fairs, workshops, informational presentations, preparation for interviews.

We look forward to working with MSJC and the ERIC in establishing a partnership to serve our community in Beaumont, CA. Please feel free to contact me with any questions.

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California Employment Development Department Workforce Services Inland Empire is in full support of the ERIC in Beaumont, CA. We are committed in working together in reaching our goal together. If you have any additional questions, please contact me at [email protected]; 951-233-8039.

Sincerely,

Carolyn Reyna
Deputy Division Chief
Inland Empire
Employment Development Department Workforce Services

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August 9, 2023

Morris Myers
1499 N. State Street
San Jacinto, CA 92583
RE: LETTER OF PARTNERSHIP SUPPORT WITH MT. SAN JACINTO COMMUNITY COLLEGE (MSJC) FOR THE PASS AREA ENTERPRISE RESOURCE & INNOVATION CENTER (ERIC) IN

BEAUMONT
To whom it may concern,
I am writing to you on behalf of the Inland Empire Small Business Development Center to lend our support to the efforts of MSJC proposal for ERIC project in Beaumont. As a community partner we have a longstanding relationship with the Pass Area and their small businesses community and offer a myriad of services to help them grow. The economic vitality of the pass area is of keen interest to us, since we collaborate assistance to the community through the many economic development programs sponsored by the County of Riverside. The expansion of much needed small business technical assistance and training to the region would only augment the amount of current investment in the area benefitting the merchants, residents, and the City. We look forward to a favorable outcome to our request for consideration of the Enterprise Resource and Innovation Center Beaumont Project. Thank you again for your help on this matter.

Sincerely,

Paul Nolta
Director of IE Small Business Development Center

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Staff Report

TO: City Council
FROM: Elizabeth Gibbs, City Manager
DATE December 5, 2023
SUBJECT: Discussion and Direction on the Fiscal Year 2024-2025 Strategic Plan

Description Make adjustments to the strategic plan as part of the Fiscal Year 2024- 2025 budget process.

Background and Analysis:

On January 28, 2023, City Council held an interactive strategic plan/goal setting workshop for the FY 2023-2024 annual budget. The strategic planning process is an organizational management activity aimed at setting priorities, goals, and objectives for an organization. Once those priorities are identified, it enables those responsible for carrying out those goals to focus energy and resources, strengthen operations, ensure that employees and other stakeholders are working toward common goals, establish agreement around intended outcomes/results, and assess and adjust the organization’s direction in response to a changing environment.

As part of the initial process, staff developed a community outreach survey that was circulated to the community through various avenues, including the City’s website, email blasts, social media posts, and several in person pop-up events at local businesses throughout the city. Almost 1,000 responses were received from the community and the results were included in the January workshop discussion.

During the strategic planning process, City Council determined that the following targets would serve as the key pillars in which to categorize specific goals and action plans:

1. Communications/Relationships

2. Infrastructure/Projects/Traffic

3. Economic Development/Downtown

4. Finances/Resources

5. Quality of Life/Well-Being

Within each of the five targets, a combined total of thirty high priority goals were set and adopted (Attachment A).

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At the November 7, 2023, City Council meeting, staff presented an update on the FY 2023-2024 Strategic Plan’s high priority goals as part of the 1st Quarter budget update.

Additionally, annual updates of the plan ensure that our organization remains responsive to the community and aligned with long-term goals.

On tonight’s agenda is the first step in preparing the FY 2024-2025 budget – a proposed budget timeline for Council’s review and approval. To coincide with the kickoff to the next budget process, it is important to assess and evaluate the current strategic plan’s effectiveness, revise any priorities, and remove those priorities that have been accomplished.

Staff is recommending that City Council review the following proposed strategic plan changes, make any adjustments, and direct staff to bring back a FY 2024-2025 Strategic Plan for adoption in January. To assist in facilitating Council’s discussion tonight, staff is making the following recommendations:

Target Areas
Staff recommends Council re-adopt the five target areas listed above.

Completed Goals to Remove
 Obtain a lobbyist to obtain Federal and State funding resources  Create a new position to serve as the City’s centralized grants coordinator  Develop Pennsylvania widening
 Add signal at Beaumont Ave. and 6th Street
 Revisit park fees

Goals to Remove FROM High Priority but Remain as a Goal (not Level 1, 2, or 3)  Strengthen relationships with other community leaders  Develop Danny Thomas Ranch
 Develop Pennsylvania ramps
 Develop staff peer-to-peer relationships – internal and external

Goals to Move TO High Priority (to Level 1, 2, or 3)
 Develop a system of proactive communication related to traffic and other topics (e.g. an App) and possible staffing increase
 Develop Highland Springs Interchange
 Develop Oak Valley Interchange
 Add signal at 1st Street and Highway 79
 Add signal at 1st Street and Pennsylvania Ave.
 Update the City’s Downtown Revitalization Plan
 Complete Nicholas Park improvements

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Other Goals to Remain on List but NOT High Priority
 Develop California Street grade separation
 Achieve rail transit stop
 Strengthen existing business relationships
 Promote events as part of Economic Development for the City  Reevaluate the transient occupancy tax (TOT)
 Revisit the City’s debt policy in consideration of potential changes towards an inter-generational policy
 Consider needs for internal staffing increases
 Explore creating an Enhanced Infrastructure Financing District (EIFD)  Explore creating a Road and Bridge Benefit District (RBBD)  Develop plan for litter clean up throughout the City
 Plan for the addition of more sports fields and open space through land acquisition
Fiscal Impact:

The estimated cost to prepare this staff report is $425.

Recommended Action:

Adopt in concept the changes discussed; and
Direct staff to prepare action plans and bring final Strategic Plan document back to Council for final adoption in January 2024.

Attachments:

A. FY 2023-2024 Strategic Plan
B. FY 2023-2024 Strategic Plan Visual Aid
C. Draft 2024-25 Strategic Plan
D. Draft FY 2024-2025 Strategic Plan Visual Aid

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STRATEGIC

PLANNING/GOAL

SETTING WORKSHOP

CITY OF BEAUMONT
STRATEGIC PLAN 2023

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City of Beaumont
Strategic Plan 2023
3/21/2023 Strategic Plan 2023 1

TABLE OF CONTENTS

EXECUTIVE SUMMARY ....................................................................................................... 3

EXPECTATIONS ................................................................................................................... 6

SWOT ANALYSIS – Strengths, Weaknesses, Opportuni�es, Threats ...................................... 7

TARGETS .......................................................................................................................... 11

GOALS ............................................................................................................................. 13

ACTION PLANS ................................................................................................................. 18

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City of Beaumont
Strategic Plan 2023
3/21/2023 Strategic Plan 2023 2

EXECUTIVE SUMMARY

January 28, 2023

Elected Oﬃcials in Atendance:

Mayor
Julio Mar�nez, III

Mayor Pro Tem
David Fenn

Councilmember
Mike Lara

Councilmember
Lloyd White

Councilmember
Jessica Voigt

City Clerk
Elaine Morgan

City Treasurer
AJ Patel

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City of Beaumont
Strategic Plan 2023
3/21/2023 Strategic Plan 2023 3

Staﬀ in Atendance:

Elizabeth Gibbs, City Manager

Chris�na Taylor, Deputy City Manager
Siomara Giroux, Execu�ve Assistant
Jeﬀ Hart, Public Works Director/City Engineer
Kari Mendoza, Administra�ve Services Director
Sean Thuilliez, Chief of Police
Jennifer Usta�on, Finance Director
Nicole Wheelwright, Deputy City Clerk
Thaxton VanBelle, General Manager of U�li�es
Doug Story, Community Services Director

Facilitated by:

Henry T. Garcia, Principal Consultant
Rhonda D. Strout-Garcia, Principal Consultant

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City of Beaumont
Strategic Plan 2023
3/21/2023 Strategic Plan 2023 4

EXECUTIVE SUMMARY

The City of Beaumont operates under a City Council/City Manager form of government. The City Council consists of ﬁve (5) Council Members. The members of the City Council set policy and enact laws of the City. The City Manager is appointed by the members of the Beaumont City Council.

The purpose of the Strategic Planning workshop was t o assist the City of Beaumont’s Mayor, City Council and City Manager in developing a plan that includes deﬁned targets and goals in order to provide staﬀ with clear direc�on. One of the primary responsibili�es of the City Manager is to implement the plan set forth by the City Council, u�lizing the City Departments and Execu�ve Team.

The workshop took place on Saturday, January 28
th, from 9:00 a.m. un�l approximately 3:30 p.m.

During the workshop, the City C ouncil engaged in a par�cipatory process along with staﬀ and input from the community, in which they accomplished the following:

1. Established expecta�ons for the Workshop and intended outcomes

2. Iden�ﬁed the organiza�on’s Strengths, Weaknesses, Opportuni�es and Threats (SWOT)

3. Established ﬁve (5) major targets

4. Established a total of ﬁ�y (50) goals

5. Priori�zed goals across the targets and established thirty (30) top-priority items

6. Referred development of the detailed ac�on plans and schedule to the City Manager and Execu�ve Team

During the workshop, a group vo�ng process was u�lized in order for the Mayor and Council to iden�fy the key priori�es, and to provide for stra�ﬁca�on of the goals into three levels:

Level 1 – includes the selec�on of two (2) ﬁrst level priority goals each for the Mayor and City Council. A total of ten (10) level 1 goals were iden�ﬁed.

Level 2 - includes the selec�on of two (2) second level priority goals each for the Mayor and City Council. A total of ten (10) level 2 goals were iden�ﬁed.

Level 3 - includes the selec�on of two (2) third level priority goals each for the Mayor and City Council. A total of ten (10) level 3 goals were iden�ﬁed.

In addi�on to the t hirty (30) goals, the plan includes all remaining goals that did not rank into priority Levels 1, 2, or 3. As progress is made with Level 1 , 2, and 3 goals, addi�onal goals may be introduced into the plan and discussed further with the Mayor and City Council.

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City of Beaumont
Strategic Plan 2023
3/21/2023 Strategic Plan 2023 5

At the conclusion of the workshop, the Mayor and City Council had eﬀec�vely established clear direc�on and focus for the Execu�ve Team related to Targets and Goals. The City Council clearly communicated its desire and inte nt to blend this exercise along with a review of currently available ﬁnancial resources, or poten�al new resources related to funding addi�onal programs and services. It was further intended that this plan remain a ﬂuid and evolving document to be re-visited at regular intervals for progress and re-shi�ing of priori�es, as needed.

Atached to this summary are the work sheets that include the detailed ac�on plans prepared by staﬀ, to be presented back to the City Council by the City Manager as a further step in the process to ensure that plans and �melines meet with the intended expecta�ons . It should be noted that some of the goals iden�ﬁed may translate into resource needs that may be incorporated into future budgets.

It is recommended that a regular formal review of the newly established Goals/Strategic Plan occur annually, in which progress may be measured, and new or shi�ing priori�es addressed.

We would like to thank the Mayor, City Council and City Manager Elizabeth Gibbs, for the opportunity to assist the City of Beaumont in this important endeavor and for the outstanding teamwork that provided for a posi�ve and produc�ve day. We look forward to the opportunity to partner with the City of Beaumont in the future.

Respec�ully,

Henry & Rhonda Garcia

Rhonda D. Strout-Garcia, Principal Consultant
Henry T. Garcia, Principal Consultant

HR Dynamics & Performance Management, Inc.

Website: HRDPM.COM
Mobile: (951) 999-1617 or (951) 905-0025

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Strategic Plan 2023
3/21/2023 Strategic Plan 2023 6

EXPECTATIONS

The Mayor, City Council, and Execu�ve Team expressed the following expecta�ons related to the goal se�ng workshop, and their desired outcomes for the day:

 To develop an execu�on plan for the tracking and monitoring of projects as a result of the strategic planning exercise
 To provide clear direc�on for staﬀ
 To iden�fy internal and external challenges and roadblocks  To become more informed on issues, as staﬀ
 To iden�fy priori�es for next year’s budget
 To create a plan and the necessary steps to address traﬃc issues, and to address ci�zen concerns
 To address and iden�fy priori�es
 To focus on the future (e.g. 5-10 years) for a long-term roadmap  To iden�fy long-term and short-term priori�es for budget

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Strategic Plan 2023
3/21/2023 Strategic Plan 2023 7

SWOT ANALYSIS – STRENGTHS, WEAKNESSES, OPPORTUNITIES, THREAT

STR ENGTHS

• Cohesiveness
• Fiscal stability
• The City’s loca�on – logis�cally
• Beaumont is leading in the Pass
• Leadership
• Progressive
• The City Council and staﬀ are publically minded
• Cohesive staﬀ
• Good vision – forward looking – planning ahead
• Humility
• Approachable staﬀ
• Fiscally responsible
• Resilient
• Customer service oriented/public service minded organiza�on (top to botom) • Public safety
• Local control for Police – and the ability to be nimble in the deploying of resources • Council support
• Recycled water

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3/21/2023 Strategic Plan 2023 8

SWOT ANALYSIS – STRENGTHS, WEAKNESSES, OPPORTUNITIES, THREATS

WEAKNESSES

• Need for public educa�on on what the City is doing including outreach and community mee�ngs
• The City is s�ll paying for the sins of the past
• Need for diﬀerent forms of communica�on beyond social media • Funding for infrastructure needs
• Staﬃng resources needs
• State legislators have diﬀerent priori�es
• The City has low priority in the County
• Poor collabora�on with neighboring ci�es/leaders for funding • Our neighboring ci�es don’t like us, or respect us
• Development standards and public percep�on
• Public communica�on
• No current plan, strategy, or roadmap
• Public is not aware of our accomplishments
• Lack of past planning
• Lack of community engagement and communica�on
• Inland Empire being over-looked by our legislators
• Traﬃc issues
• Playing catch-up related to things that should have been done years ago • Leadership of the County
• Inability to ﬁnd quality help and resources to complete projects • Bad annexa�on agreement with the County we

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City of Beaumont
Strategic Plan 2023
3/21/2023 Strategic Plan 2023 9

SWOT ANALYSIS – STRENGTHS, WEAKNESSES, OPPORTUNITIES, THREATS

OPPORTUNITIES

• Meet with new legislators
• New City Clerk, City Treasurer, and Council who bring new ideas • New leaders in neighboring ci�es
• Increase public educa�on
• Recruitment and atrac�on
• Bi-par�san support for progress
• Demand for logis�cs in our area and opportunity to exploit that to solve funding issues • Economic growth
• Con�nue to educate the public
• Stay in contact with Congressman Ruiz
• Build a rela�onship with Congressman Calvert
• Push the past behind us and establish new rela�onships with neighboring ci�es • Build a sustainable community
• Partner with the business community
• Des�na�on events and rela�onship with Morongo
• Much more localized COG
• Posi�ve cash ﬂow and ability to achieve some easy wins • Stop sales leakage
• Retain residents through qualify of life
• Focus on commercial and retail development
• Capitalize on Beaumont being the 2nd largest City in the 25th District • Maintain compe��ve wages for public safety recruitment • Expand outdoor ac�vity op�ons and healthy quality of life • The public is willing to listen to us

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Strategic Plan 2023
3/21/2023 Strategic Plan 2023 10

SWOT ANALYSIS – STRENGTHS, WEAKNESSES, OPPORTUNITIES, THREATS

THREATS

• Infrastructure – Banning and Calimesa
• Lack of support and response from Cal Trans
• Poten�al downturn of the market and loss of revenue
• Traﬃc
• Some local electeds due to issues of the past
• Nega�ve narra�ve
• Unforeseen issues of the past that may pop up
• Aging infrastructure
• State housing mandates and loss of local zoning control • Water restric�ons
• Inﬂa�on
• CalPERS
• Regulatory and environmental issues
• Threat to public safety from the State
• Big money developers poli�cally
• Agencies not keeping up with us impac�ng the ability to move forward • Water resources
• Maintaining a balance with growth
• Lack of local coordina�on with regard to homelessness

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City of Beaumont
Strategic Plan 2023
3/21/2023 Strategic Plan 2023 11

TARGETS

The “Targets” were developed at the Strategic Planning/ Goal Se�ng Workshop. The City Council determined that the targets iden�ﬁed would serve as the key pillars in which to categorize speciﬁc goals and ac�on plans.

#1 – Communica�ons/Rela�onships

#2 – Infrastructure/Projects/Traﬃc

#3 – Economic Development/Downtown

#4 – Finances/Resources

#5 – Quality of Life/Well-Being

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Strategic Plan 2023
3/21/2023 Strategic Plan 2023 12

GOALS

Key:

Top Priority Goals – Level 1
Second Priority Goals – Level 2
Third Priority Goals – Level 3

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City of Beaumont
Strategic Plan 2023
3/21/2023 Strategic Plan 2023 13

TARGET #1 GOALS – COMMUNICATIONS/RELATIONSHIPS

Priority
Level
Mayor/
Council
Priority
Goal
#
Goal

1 JV 1 Strengthen rela�onships with other community
leaders
2 ML 2 Con�nue pop-ups/community visits and educa�on.
3 LW 3 Develop funding sources for community events
3 JV 4 Increase public communica�on and educa�on;
develop a strategy
3 ML 5 Develop staﬀ peer to peer rela�onships – internal and external
4 - 6 Develop a system of proac�ve communica�on
related to traﬃc and other topics (e.g. an App), and
possible staﬃng increase

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Strategic Plan 2023
3/21/2023 Strategic Plan 2023 14

TARGET # 2 GOALS – INFRASTRUCTURE/PROJECTS/TRAFFIC

Priority
Level
Mayor/
Council
Priority
Goal
#
Goal

1 ML 1 Develop an entry monument and 6th Street
improvements
1 DF 2 Develop 2nd Street extension
1 LW 3 Develop Potrero interchange
1 JM 4 Develop Pennsylvania grade separa�on
1 JM 5 Re-design of 6th Street Downtown
2 JM 6 Expand the Police Sta�on
2 DF 7 Develop Pennsylvania ramps
2 JV 8 Develop plan to deploy recycled water
3 JV 9 Develop Pennsylvania widening
4 - 10 Develop Highland Springs interchange
4 - 11 Develop Oak Valley interchange
4 - 12 Add signal at 1st and 79th Streets
4 - 13 Add signal at Beaumont and 6th Streets
4 - 14 Add signal at 1st and Pennsylvania Streets
4 - 15 Develop California Street grade separa�on
4 - 16 Achieve rail transit stop

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Strategic Plan 2023
3/21/2023 Strategic Plan 2023 15

TARGET #3 GOALS – ECONOMIC DEVELOPMENT/DOWNTOWN

Priority
Level
Mayor/
Council
Priority
Goal # Goal

2 LW 1 Develop a marke�ng plan.
3 LW 2 Develop a pedestrian style downtown with
shopping, restaurants, and parking
3 ML 3 Develop a plan for City investment in land
acquisi�on
3 DF 4 Recruit and atract businesses, including an anchor tenant, downtown hotel, and medical providers
3 JM 5 Update the City’s Economic Development Plan
3 DF 6 Revisit the City’s Municipal Codes and Zoning
4 - 7 Strengthen exis�ng business rela�onships
4 - 8 Update the City’s Downtown Revitaliza�on Plan
4 - 9 Promote events as part of Economic Development
for the City

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Strategic Plan 2023
3/21/2023 Strategic Plan 2023 16

TARGET #4 GOALS – FINANCES/RESOURCES

Priority
Level
Mayor/
Council
Priority
Goal # Goal

1 DF 1 Obtain a lobbyist to obtain Federal and State
funding resources
1 JV 2 Create a new posi�on to serve as the City’s
centralized grants coordinator
2 DF 3 Develop a strategy for revenue development
2 LW 4 Conduct a traﬃc impact fee study
4 - 5 Re-evaluate the transit occupancy tax (TOT)
4 - 6 Revisit the City’s debt policy in considera�on of poten�al changes towards an inter-genera�onal
policy
4 - 7 Consider needs for internal staﬃng increases
4 - 8 Explore crea�ng an Enhanced Infrastructure
Financing District (EFID)
4 - 9 Explore crea�ng a Road and Bridge Beneﬁt District (RBBD)

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Strategic Plan 2023
3/21/2023 Strategic Plan 2023 17

TARGET #5 QUALITY OF LIFE/WELL -BEING

Priority
Level
Mayor/
Council
Priority
Goal # Goal

1 ML 1 Create design guidelines
1 LW 2 Develop Danny Thomas Ranch
2 JM 3 Create Park Master Plan including the transi�on to drought tolerant landscaping
2 ML 4 Complete improvements to exis�ng parks including ADA access, parking, ligh�ng, etc.
2 JV 5 Increase community events/arts and culture
3 JM 6 Complete Stewart Park and Sports Park
improvements
4 - 7 Revisit Park fees
4 - 8 Complete Nicholas Park improvements
4 - 9 Develop plan for liter clean-up throughout the City 4 - 10 Plan for the addi�on of more sports ﬁelds and open space through land acquisi�on

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Strategic Plan 2023
3/21/2023 Strategic Plan 2023 18

ACTION PLANS

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Strategic Plan 2023
3/21/2023 Strategic Plan 2023 19

TWO-PAGE SUMMARY OF TARGETS AND GOALS BY PRIORITY LEVEL

TARGETS

#1 – Communica�ons/Rela�onships
#2 – Infrastructure/Projects/Traﬃc
#3 – Economic Development/Downtown
#4 – Finances/Resources
#5 – Quality of Life/Well-Being

GOALS BY PRIORITY LEVEL

Priority Level 1 Goals (10)

 Strengthen rela�onships with other community leaders (Target #1, Goal #1)  Develop an entry monument and 6th Street improvements (Target #2, Goal #1)  Develop 2nd Street extension (Target #2, Goal #2)
 Develop Potrero interchange (Target #2, Goal #3)
 Develop Pennsylvania grade separa�on (Target #2, Goal #4)  Redesign of 6th Street Downtown (Target #2, Goal #5)
 Obtain a lobbyist to obtain Federal and State funding resources (Target #4, Goal #1)  Create a new posi�on to serve as the City’s centralized grants coordinator (Target #4, Goal, #2)
 Create design guidelines (Target #5, Goal #1)
 Develop Danny Thomas Ranch (Target #5, Goal #2)

Priority Level 2 Goals (10)

 Con�nue pop-ups/community visits and educa�on (Target #1, Goal #2)  Expand the Police Sta�on (Target #2, Goal #6)
 Develop Pennsylvania ramps (Target #2, Goal #7)
 Develop plan to deploy recycled water (Target #2, Goal #8)  Develop a marke�ng plan (Target #3, Goal #1)
 Develop a strategy for revenue development (Target #4, Goal #3)  Conduct a traﬃc impact fee study (Target #4, Goal #4)  Create a Park Master Plan including the transi�on to drought tolerant landscaping (Target #5, Goal #3)
 Complete improvements to exis�ng parks including ADA access, parking, ligh�ng, etc. (Target #5, Goal #4)
 Increase community events, arts and culture (Target #5, Goal #5)

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Strategic Plan 2023
3/21/2023 Strategic Plan 2023 20

Priority Level 3 Goals (10)

 Develop funding sources for community events (Target #1, Goal #3)  Increase public communica�on and educa�on; develop a strategy (Target #1, Goal #4)  Develop staﬀ peer to peer rela�onships – internal and external (Target #1, Goal #5)  Develop Pennsylvania widening (Target #2, Goal #9)
 Develop a pedestrian style downtown with shopping, restaurants, and parking (Target #3, Goal #2)
 Develop a plan for City investment in land acquisi�on (Target #3, Goal #3)  Recruit and atract businesses, including an anchor tenant, downtown hotel, and medical providers (Target #3, Goal #4)
 Update the City’s Economic Development Plan (Target #3, Goal #5)  Revisit the City’s Municipal Codes and Zoning (Target #3, Goal #6)  Complete Stewart Park and Sports Park improvements (Target #5, Goal #6)

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Strategic Plan 2023
3/21/2023 Strategic Plan 2023 21

ACTION PLANS

ACTIONS/SCHEDULE FOR PRIORITY “LEVEL 1” GOALS

Target #1: Communica�ons/Rela�onships

Goal #1: Strengthen rela�onships with other community leaders.

Ac�ons: Responsible: Time Frame:

Atend monthly Mayors’ breakfast with
Mayor
CM Ongoing
Atend respec�ve WRCOG commitee
mee�ngs
CM, PW, Finance,
Solid Waste
Ongoing
Atend and support student of the month
breakfast monthly
ASD Ongoing
Meet monthly with BUSD Superintendent CM Ongoing
Meet quarterly with BUSD Superintendent
and BUSD PIO
CM/Chief Ongoing
Meet quarterly with BCVWD and Pass Water
Agency
CM Ongoing
Create a networking group and invite city
managers from Hemet, San Jacinto, Moreno
Valley, Banning, Calimesa, and Yucaipa to
meet quarterly
CM September 2023
Atend a minimum of three CalCi�es
Riverside County division events
CM June 2024
Atend a minimum of three Chamber events All June 2024
Meet monthly with BCVRPD CM/CSD Ongoing

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3/21/2023 Strategic Plan 2023 22

ACTIONS/SCHEDULE FOR PRIORITY “LEVEL 1” GOALS

Target #2: Infrastructure/Projects/Traﬃc

Goal #1: Develop an entry monument and 6th Street improvements.

Ac�ons: Responsible: Time Frame:

Release RFP for Construc�on Docs/Design
Docs
CM/PW Completed
Award contract to architect for Construc�on
Docs/Design Docs
CM/PW May 2023
Present proposed design to City Council for
approval
CM/PW September 2023
Submit plans and designs for review by staﬀ Landscape architect October 2023 Publish RFP for construc�on CM/PW December 2023
Award construc�on contract CM/PW March 2024
Begin construc�on CM/PW April 2024
Complete construc�on CM/PW September 2024

Target #2: Infrastructure/Projects/Traﬃc

Goal #2: Develop 2nd Street extension.

Ac�ons: Responsible: Time Frame:

Design concurrent with CEQA process PW/Planning Complete Construc�on PW September 2023
Construc�on completed PW March 2024
Iden�fy funding sources for ﬁnal 25% of
project u�lizing State and Federal funding
grants (Project is 75% funded)
PW/DCM Ongoing

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City of Beaumont
Strategic Plan 2023
3/21/2023 Strategic Plan 2023 23

ACTIONS/SCHEDULE FOR PRIORITY “LEVEL 1” GOALS

Target #2: Infrastructure/Projects/Traﬃc

Goal #3: Develop Potrero interchange.

Ac�ons: Responsible: Time Frame:

Design PW December 2023
Construc�on PW December 2025
Construc�on completed PW September 2026
Iden�fy funding sources through State and
Federal grants
PW/DCM Ongoing

Target #2: Infrastructure/Projects/Traﬃc

Goal #4: Develop Pennsylvania grade separa�on.

Ac�ons: Responsible: Time Frame:

Design with concurrent CEQA/NEPA process PW Dept June 2024 Construc�on (pending funding) PW December 2026
Grant applica�ons for funding PW/Finance Ongoing
Meet with legislators to request funding CM/DCM/PW Ongoing

Target #2: Infrastructure/Projects/Traﬃc

Goal #5: Redesign of 6th Street Downtown.

Ac�ons: Responsible: Time Frame:

Downtown Revitaliza�on Plan analysis Com Dev/PW March 2024 Engineering/CEQA PW Dept March 2025
Construc�on PW Dept September 2026
Iden�fy funding sources PW/DCM/Finance Ongoing

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City of Beaumont
Strategic Plan 2023
3/21/2023 Strategic Plan 2023 24

ACTIONS/SCHEDULE FOR PRIORITY “LEVEL 1” GOALS

Target #4: Finances/Resources

Goal #1: Obtain a lobbyist to obtain Federal and State funding resources.

Ac�ons: Responsible: Time Frame:

RFP & Award of Federal lobbyist DCM Completed
Create and publish RFP for State lobbyist
ﬁrm
DCM April 2023
Award contract DCM June 2023
Begin contract DCM July 2023

Target #4: Finances/Resources

Goal #2: Create a new posi�on to serve as the City’s centralized grants coordinator.

Ac�ons: Responsible: Time Frame:

Develop job descrip�on/pay scale HR/Finance June 2023
Post job opening HR July 2023
Recrui�ng process, background process,
condi�onal oﬀer of employment
HR September 2023
Develop & train new hire (onboarding) Finance March 2024

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City of Beaumont
Strategic Plan 2023
3/21/2023 Strategic Plan 2023 25

ACTIONS/SCHEDULE FOR PRIORITY “LEVEL 1” GOALS

Target #5: Quality of Life/Well-Being

Goal #1: Create design guidelines.

Ac�ons: Responsible: Time Frame:

Issue RFP for Zoning Code update to include
Design Guidelines
DCM/Planning April 2023
Award contract DCM/Planning June 2023
First dra� of Zoning Code Update & Design
Guidelines to City Council
DCM/Planning June 2024
Public Hearing on adop�on of Ordinance DCM/Planning December 2024

Target #5: Quality of Life/Well-Being

Goal #2: Develop Danny Thomas Ranch.

Ac�ons: Responsible: Time Frame:

Budget $2500 for staﬀ and electeds to
atend fundraising ac�vi�es and events that
directly beneﬁt DTR
CSD June 2023
Budget $2500 in sponsorships for
fundraising ac�vi�es and events that
directly beneﬁt DTR
CSD June 2023
Provide a leter of support when
appropriate to the Parks District for a future
LAFCO applica�on
CSD

TBD

Provide leters of support to the Parks
District for any grant applica�ons that
provide funding for the development of DTR
CSD

Ongoing

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City of Beaumont
Strategic Plan 2023
3/21/2023 Strategic Plan 2023 26

ACTIONS/SCHEDULE FOR PRIORITY “LEVEL 2” GOALS

Target #2: Infrastructure/Projects/Traﬃc

Goal #6: Expand the Police Sta�on
Ac�ons: Responsible: Time Frame:

Expand current parking/perimeter for police Chief/CS September 2023 Complete tenant improvements to Building
C and occupy the building
Chief/CS December 2023
Increase bathroom capacity for staﬀ at
current sta�on
Chief/PW July 2023
Complete land acquisi�on for new police
sta�on
CM August 2023
Design and build a new police headquarters
using a public private partnership model
CM/Chief December 2026

Target #2: Infrastructure/Projects/Traﬃc

Goal #7: Develop Pennsylvania ramps.

Ac�ons: Responsible: Time Frame:

Design - concurrent with CEQA process PW December 2025
Construc�on PW December 2026
Construc�on completed PW September 2027
Iden�fy funding sources from State and
Federal grants
DCM

Ongoing

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City of Beaumont
Strategic Plan 2023
3/21/2023 Strategic Plan 2023 27

ACTIONS/SCHEDULE FOR PRIORITY “LEVEL 2” GOALS

Target #2: Infrastructure/Projects/Traﬃc

Goal #8: Develop plan to deploy recycled water.

Ac�ons: Responsible: Time Frame:

Recycled Water Facilitator Technical
Memorandum Presen�ng Recommended
Conceptual Plan and Associated Op�ons for
Recycled Water Implementa�on
GM of U�li�es June 2023
Issue RFP for 1211 Change Pe��on and
Adap�ve Management Plan (environmental
study)
GM of U�li�es April 2023
Award Contract for 1211 Change Pe��on
and Adap�ve Management Plan
(environmental study)
GM of U�li�es

May 2023
An�cipated comple�on of 1211 Change
Pe��on Process and AMP
GM of U�li�es May 2026
Forecasted Payback of Salt Mi�ga�on
Deﬁcit as required in NPDES Permit
GM of U�li�es November 2028
Submit request to SARWQCB to absolve City
of any remaining debt, to put Recycled
Water to Beneﬁcial Use
GM of U�li�es May 2026 – November
2028

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City of Beaumont
Strategic Plan 2023
3/21/2023 Strategic Plan 2023 28

ACTIONS/SCHEDULE FOR PRIORITY “LEVEL 2” GOALS

Target #3: Economic Development/Downtown

Goal #1: Develop a marke�ng plan.

Ac�ons: Responsible: Time Frame:

Develop and publish RFP for consul�ng
services
DCM/Econ Dev September 2023
Award Contract DCM/Econ Dev December 2023
Present dra� marke�ng plan to Economic
Development Commitee for review and
recommenda�ons to City Council
DCM/Econ Dev June 2024
Present recommended marke�ng plan to
City Council for adop�on
DCM/Econ Dev August 2024

Target #4: Finances/Resources

Goal #3: Develop a strategy for revenue development.

Ac�ons: Responsible: Time Frame:

Retain consultant to provide funding tools
advisory services
DCM Completed
Review ﬁndings and recommenda�ons DCM May 2023
Present op�ons to City Council DCM June 2023
Create and deﬁne revenue goals Finance/CM July 2023
Present ﬁndings to City Council for review
and approval
Finance/CM September 2023
Evaluate exis�ng revenue sources Finance September 2023 Iden�fy ways to diversify revenue streams
and present to the Financial and Audit
Commitee (FAC)
Finance October 2023
Present FAC recommenda�ons to City
Council
Finance November 2023

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City of Beaumont
Strategic Plan 2023
3/21/2023 Strategic Plan 2023 29

ACTIONS/SCHEDULE FOR PRIORITY “LEVEL 2” GOALS

Target #4: Finances/Revenue

Goal #4: Conduct a traﬃc impact fee study.

Ac�ons: Responsible: Time Frame:

Research and develop RFP Finance/PW December 2023
Publish RFP Finance/PW March 2024
Contract Award Finance/PW June 2024
Complete study and present to City Council Finance/PW November 2024 Implement recommenda�ons PW December 2025

Target #5: Quality of Life/Well-Being

Goal #3: Create a Park Master Plan including the transi�on to drought tolerant landscaping.

Ac�ons: Responsible: Time Frame:

Hire consultant to provide a Parks Master
Plan
CSD Completed
Review Exis�ng Documenta�on, Exis�ng
Condi�ons and Observe Programs, Develop
Demographics and Trends
CSD/Consultant May 2023

Develop Community Outreach/Educa�on
Strategy
CSD/Consultant

May 2023

Conduct Public Outreach, Surveys, and
Public Workshops
CSD/Consultant

February 2024

Create Mission, Vision, Values, Goals, and
Objec�ves
CSD/Consultant

May 2024

Conduct Needs Analysis, Equity Mapping,
and GAP Analysis
CSD/Consultant

May 2024

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City of Beaumont
Strategic Plan 2023
3/21/2023 Strategic Plan 2023 30

Create Mission, Vision, Values, Goals, and
Objec�ves
CSD/Consultant

June 2024

Prepare CIP Project List and Budget
Es�mates
CSD/Consultant

July 2024

Prepare DRAFT Master Plan for Council
Presenta�on
CSD/Consultant

August 2024

Finalize Master Parks Master Plan CSD/Consultant November 2024

Present and have City Council Accept Final
Master Plan
CSD/Consultant

December 2024

Target #5: Quality of Life/Well-Being

Goal #4: Complete improvements to exis�ng parks including ADA access, parking, ligh�ng, etc.

Ac�ons: Responsible: Time Frame:

Conduct survey of all parks facili�es to
create a priority list of ADA Path of Travel
improvements, parking lot improvements
CS December 2023
Conduct inventory of all tables, benches,
water fountains, and park assets to provide
a priority list of replacements to increase
mobility and access to park ameni�es
CS December 2023
Priori�ze inventory and create a plan of
replacement
CS March 2024

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City of Beaumont
Strategic Plan 2023
3/21/2023 Strategic Plan 2023 31

ACTIONS/SCHEDULE FOR PRIORITY “LEVEL 2” GOALS

Target #5: Quality of Life/Well-Being

Goal #5: Increase community events, arts and culture.

Ac�ons: Responsible: Time Frame:

Ensure access to art and cultural
experiences is available to the en�re
community
CS Ongoing
Host at least four cultural events
throughout the year that highlight/focus on
local ar�sts
CS June 2024
Provide eﬃcient and eﬀec�ve permit
processing for community events
DCM Ongoing
Facilitate ac�ve coordina�on with
businesses, residents, and community
partners for special events
CS Ongoing
Increase par�cipa�on in downtown events
through partnership with local businesses
CS/DCM June 2024

Increase visitor capacity at the CRC by 25%
by expanding Halloween events outside and
incorpora�ng addi�onal ac�vi�es
CS June 2024

Increase localized community park events by
25% through themed based ac�vi�es
CS June 2024

Create new winter event in downtown –
Blizzard Bash
CS January 2024
Present a plan to City Council for
considera�on to implement a market night
and/or farmers market
CS March 2024
Create an Art in Public Places Policy CM June 2024

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City of Beaumont
Strategic Plan 2023
3/21/2023 Strategic Plan 2023 32

ACTIONS/SCHEDULE FOR PRIORITY “LEVEL 3” GOALS

Target #1: Communica�ons/Rela�onships

Goal #2: Develop funding sources for community events.

Ac�ons: Responsible: Time Frame:

Deﬁne and categorize community events CS September 2023 Create poten�al sponsorship list CS October 2023
Research mechanisms to form a non-proﬁt
founda�on to directly accept dona�ons
from sponsors
Finance October 2023
Propose ﬁndings to City Council for review Finance January 2024 Ac�vely seek sponsorships All Ongoing
Research and apply for grant funding All Ongoing

Target #1: Communica�ons/Rela�onships

Goal #3: Increase public communica�on and educa�on; develop a strategy.

Ac�ons: Responsible: Time Frame:

Review the City’s website monthly to
conﬁrm that all informa�on is current and
accurate
All June 2024
Implement new and enhanced public
outreach strategy by building upon a review
of the current communica�ons plan
PIO October 2023
Increase established audience by prin�ng
the quarterly publica�on of the online City
magazine
PIO June 2024
Ac�vely pursue resident input into all major
planning projects
All Ongoing
Host three community engagement events
focusing on government rela�ons,
educa�on, and informa�on
CS/PIO November 2023

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City of Beaumont
Strategic Plan 2023
3/21/2023 Strategic Plan 2023 33

Evaluate use of electronic kiosks at City-
owned facili�es to increase public
communica�on and educa�on
CS/PIO December 2023
Foster posi�ve rela�onships with the media PIO Ongoing
Iden�fy addi�onal opportuni�es to
promote and educate the community
CM/PIO December 2023
Present ﬁndings and recommenda�ons to
City Council
PIO January 2024

Target #1: Communica�ons/Rela�onships

Goal #4: Develop staﬀ peer to peer rela�onships – internal and external.

Ac�ons: Responsible: Time Frame:

Hold monthly brown bag lunch with City
Manager to promote familiarity with
employees from all departments
CM Ongoing
Hold quarterly mee�ngs with labor groups CM/ASD Ongoing Hold seats on various State and local boards
and commitees represen�ng Beaumont
(CalCi�es, CALBO, etc.)
All Ongoing
Each execu�ve team members will meet
quarterly with their counterparts from
Calimesa and Banning
All Ongoing
Promote collabora�on by forming more
cross-departmental teams to help solve
problems, manage large projects, and get
people working together
All Ongoing
Host city-wide employee recogni�on and
awards ceremony
ASD June 2024

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City of Beaumont
Strategic Plan 2023
3/21/2023 Strategic Plan 2023 34

ACTIONS/SCHEDULE FOR PRIORITY “LEVEL 3” GOALS

Target #2: Infrastructure/Projects/Traﬃc

Goal #9: Develop Pennsylvania widening.

Ac�ons: Responsible: Time Frame:

Design concurrent with CEQA process PW Completed
Construc�on PW December 2023
Iden�fy funding sources through State and
Federal grants
PW/DCM Completed

Target #3: Economic Development/Downtown

Goal #2: Develop a pedestrian style downtown with shopping, restaurants, and parking.

Ac�ons: Responsible: Time Frame:

Evaluate traﬃc calming techniques along
Beaumont Ave and 6th Street corridors
DCM/Econ Dev/
Consultant
May 2023
Design – concurrent with Downtown
Revitaliza�on Plan
Com Dev/PW March 2024
Engineering/CEQA (pending funding) PW December 2025
Construc�on (pending funding) PW Dept December 2026
Iden�fy funding sources through State and
Federal grants
DCM/PW Ongoing
Con�nue to work with downtown property
owners to facilitate construc�on of
approved projects
DCM/Planning Ongoing

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City of Beaumont
Strategic Plan 2023
3/21/2023 Strategic Plan 2023 35

Target #3: Economic Development/Downtown

Goal #3: Develop a plan for City investment in land acquisi�on.

Ac�ons: Responsible: Time Frame:

Iden�fy needs for vacant land use CM July 2023
Deﬁne goals and priori�es CM October 2023
Obtain a list of vacant land DCM Ongoing
Es�mate purchase costs DCM Ongoing
Use forecas�ng so�ware to plan and
determine long term ﬁscal forecas�ng
Finance Ongoing

Target #3: Economic Development/Downtown

Goal #4: Recruit and atract businesses, including an anchor tenant, downtown hotel, and medical providers.

Ac�ons: Responsible: Time Frame:

Send a delega�on of staﬀ and electeds to
the annual Interna�onal Council of
Shopping Centers (ICSC) to market
Beaumont and atract businesses that
generate sales tax
Econ Dev May 2023
Update City Council on the progress of the
downtown revitaliza�on plan
Econ Dev Ongoing
Update the Economic Development
Commitee on economic development
projects underway and project in planning,
including renderings and/or digital
presenta�ons that can then be posted on
the City’s website
Econ Dev Ongoing
Hand out a minimum of ten Downtown
Business Atrac�on & Expansion program
cards to retail businesses in other ci�es
All June 2024
Plan a minimum of three community clean-
up/trash pick-up days in the downtown area
CS June 2024
Award a minimum of four business
incen�ve programs – one from each of the
program areas
DCM September 2023

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City of Beaumont
Strategic Plan 2023
3/21/2023 Strategic Plan 2023 36

ACTIONS/SCHEDULE FOR PRIORITY “LEVEL 3” GOALS

Target #3: Economic Development/Downtown

Goal #5: Update the City’s Economic Development Plan.

Ac�ons: Responsible: Time Frame:

Retain a consultant to assist with upda�ng
the Economic Development Plan adopted in
July 2019 and to address na�onal retail
atrac�on, shopper reten�on, and sales tax
genera�on
DCM/Econ Dev September 2023
Review and update the Economic
Development Plan
DCM/Econ Dev September 2023
Present the proposed update to the
Economic Development Commitee
DCM/Econ Dev February 2024
Present the recommended update to City
Council
DCM/Econ Dev September 2024

Target #3: Economic Development/Downtown

Goal #6: Revisit the City’s Municipal Codes and Zoning.

Ac�ons: Responsible: Time Frame:
6a. Municipal Codes (non-zoning) CM/DCM December 2025
6b. Zoning Code �ed to Target 5, Goal 1
Design Guidelines
DCM/Planning December 2024
Community Workshops DCM/Planning March 2024
Presenta�on to Planning Commission DCM/Planning July 2024 Presenta�on to City Council DCM/Planning July 2024

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City of Beaumont
Strategic Plan 2023
3/21/2023 Strategic Plan 2023 37

ACTIONS/SCHEDULE FOR PRIORITY “LEVEL 3” GOALS

Target #5: Quality of Life/Well-Being

Goal #7: Complete Stewart Park and Sports Park improvements.

Ac�ons: Responsible: Time Frame:

Stewart Park:

Engineering/CEQA CS/PW December 2023
Construc�on PW/CS September 2025
Sports Park:

Release RFP for Construc�on Docs/Design
Docs
CS March 2023
Award contract to architect for Construc�on
Docs/Design Docs
CS June 2023
Submit Plans and Designs for Review Consultant December 2023 Create RFP for Construc�on Consultant December 2023
Award Construc�on Contract CS March 2024
Begin Construc�on CS/Consultant April 2024
Construc�on completed CS December 2024

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City of Beaumont
Strategic Plan 2023
3/21/2023 Strategic Plan 2023 38

Page 425 of 539 ends

01. Communications/Relationships

03. Economic Development 04. Finances/Resources

05. Quality of Life/Well-Being

02. Infrastructure/Projects/Traffic
Strengthen relationships with
other community leaders
Continue pop-ups/community
visits and education
Develop funding sources for
community events
Increase public communication
and education; develop a
strategy
Develop peer-to-peer
relationships - internal and
external
Develop an entry
monument and 6th St
improvements
Develop 2nd St extension
Develop Potrero
Interchange
Develop Penn Ave Grade
Separation
Redesign of 6th St
downtown
Expand the Police Station
Develop Penn Ave ramps
Develop a plan to deploy
recycled water
Develop Penn Ave
widening
Develop a marketing plan
Develop a pedestrian style
downtown with shopping,
restaurants, and parking
Develop a plan for City
investment in land acquisition
Recruit and attract businesses,
including an anchor tenant,
downtown hotel, and medical
providers
Update the City’s Economic
Development Plan
Revisit the City’s Municipal
Codes and Zoning
Obtain a lobbyist to obtain
Federal and State funding
resources
Create a new position to
serve as the City’s
centralized grants
coordinator
Develop a strategy for
revenue development
Conduct a traffic impact
fee study
Create design guidelines
Develop Danny Thomas
Ranch
Create park master plan
including the transition
to drought tolerant
landscaping
Complete improvements
to existing parks
including ADA access,
parking, lighting, etc.

Increase community
events/arts and culture
Complete Stewart Park
and Sports Park
improvements

STRATEGIC PLAN

HIGH PRIORITIES
FY 2023-2024

Page 426 of 539 ends

STRATEGIC

PLANNING/GOAL

SETTING WORKSHOP

CITY OF BEAUMONT

STRATEGIC PLAN
FY 2024-2025

Page 427 of 539 ends

City of Beaumont
Strategic Plan 2024
12/5/2023 Strategic Plan FY 2024-2025 1

TARGETS

The “Targets” were developed at the 2023 Strategic Planning/Goal Setting Workshop. The City Council determined that the targets identified would serve as the key pillars in which to categorize specific goals and action plans.

#1 – Communications/Relationships

#2 – Infrastructure/Projects/Traffic

#3 – Economic Development/Downtown

#4 – Finances/Resources

#5 – Quality of Life/Well-Being

Page 428 of 539 ends

City of Beaumont
Strategic Plan 2024
12/5/2023 Strategic Plan FY 2024-2025 2

GOALS

Key:

Top Priority Goals – Level 1
Second Priority Goals – Level 2
Third Priority Goals – Level 3

Page 429 of 539 ends

City of Beaumont
Strategic Plan 2024
12/5/2023 Strategic Plan FY 2024-2025 3

TARGET #1 GOALS – COMMUNICATIONS/RELATIONSHIPS

Priority
Level
Mayor/
Council
Priority
Goal
#
Goal

1 ML 1 Continue pop-ups/community visits and education
2 LW 2 Develop funding sources for community events
2 JV 3 Increase public communication and education;
develop a strategy
2 - 4 Develop a system of proactive communication
related to traffic and other topics (e.g. an App), and
possible staffing increase
4 - 5 Strengthen relationships with other community
leaders
4 - 6 Develop staff peer to peer relationships – internal and external

Page 430 of 539 ends

City of Beaumont
Strategic Plan 2024
12/5/2023 Strategic Plan FY 2024-2025 4

TARGET # 2 GOALS – INFRASTRUCTURE/PROJECTS/TRAFFIC

Priority
Level
Mayor/
Council
Priority
Goal
#
Goal

1 ML 1 Develop an entry monument and 6th Street
improvements
1 DF 2 Develop 2nd Street extension
1 LW 3 Develop Potrero interchange
1 JM 4 Develop Pennsylvania grade separation
1 JM 5 Re-design of 6th Street Downtown
1 - 6 Develop Highland Springs interchange
1 - 7 Develop Oak Valley interchange
1 - 8 Add signal at 1st St and Hwy 79
1 - 9 Add signal at 1st St and Pennsylvania Ave
2 JM 10 Expand the Police Station
2 JV 11 Develop plan to deploy recycled water
4 - 12 Develop California Ave grade separation
4 - 13 Achieve rail transit stop
4 14 Develop Penn Ave ramps

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City of Beaumont
Strategic Plan 2024
12/5/2023 Strategic Plan FY 2024-2025 5

TARGET #3 GOALS – ECONOMIC DEVELOPMENT/DOWNTOWN

Priority
Level
Mayor/
Council
Priority
Goal # Goal

1 - 1 Update the City’s Downtown Revitalization Plan
2 LW 2 Develop a marketing plan
3 LW 3 Develop a pedestrian style downtown with
shopping, restaurants, and parking
3 ML 4 Develop a plan for City investment in land
acquisition
3 DF 5 Recruit and attract businesses, including an anchor tenant, downtown hotel, and medical providers
3 JM 6 Update the City’s Economic Development Plan
3 DF 7 Revisit the City’s Municipal Codes and Zoning
4 - 8 Strengthen existing business relationships
4 - 9 Promote events as part of Economic Development
for the City

Page 432 of 539 ends

City of Beaumont
Strategic Plan 2024
12/5/2023 Strategic Plan FY 2024-2025 6

TARGET #4 GOALS – FINANCES/RESOURCES

Priority
Level
Mayor/
Council
Priority
Goal # Goal

1 DF 1 Develop a strategy for revenue development
1 LW 2 Conduct a traffic impact fee study
4 - 5 Re-evaluate the transit occupancy tax (TOT)
4 - 6 Revisit the City’s debt policy in consideration of potential changes towards an inter-generational
policy
4 - 7 Consider needs for internal staffing increases
4 - 8 Explore creating an Enhanced Infrastructure
Financing District (EFID)
4 - 9 Explore creating a Road and Bridge Benefit District (RBBD)

Page 433 of 539 ends

City of Beaumont
Strategic Plan 2024
12/5/2023 Strategic Plan FY 2024-2025 7

TARGET #5 QUALITY OF LIFE/WELL -BEING

Priority
Level
Mayor/
Council
Priority
Goal # Goal

1 ML 1 Create design guidelines
1 JM 2 Create Park Master Plan including the transition to drought tolerant landscaping
1 ML 3 Complete improvements to existing parks including ADA access, parking, lighting, etc.
1 JV 4 Increase community events/arts and culture
2 JM 5 Complete Stewart Park and Sports Park
improvements
3 - 6 Complete Nicholas Park improvements
4 LW 7 Develop Danny Thomas Ranch
4 - 8 Develop plan for litter clean-up throughout the City 4 - 9 Plan for the addition of more sports fields and open space through land acquisition

Page 434 of 539 ends

01. Communications/Relationships

03. Economic Development 04. Finances/Resources

05. Quality of Life/Well-Being

02. Infrastructure/Projects/Traffic
Continue pop-ups/community
visits and education
Develop funding sources for
community events
Increase public communication
and education; develop a
strategy
Develop a system of
proactive communication
related to traffic and other
topics (e.g. an App), and
possible staffing increase
Develop an entry monument
and 6th St improvements
Develop 2nd St extension
Develop Potrero Interchange
Develop Penn Ave Grade
Separation
Redesign of 6th St downtown
Expand the Police Station
Develop a plan to deploy
recycled water
Develop Highland Springs
Interchange
Develop Oak Valley
Interchange
Add signal at 1st St and
Hwy 79
Add signal at 1st St and
Penn Ave
Develop a marketing plan
Develop a pedestrian style
downtown with shopping,
restaurants, and parking
Develop a plan for City investment
in land acquisition
Recruit and attract businesses,
including an anchor tenant,
downtown hotel, and medical
providers
Update the City’s Economic
Development Plan
Revisit the City’s Municipal Codes
and Zoning
Update the City’s Downtown
Revitalization Plan
Develop a strategy for
revenue development
Conduct a traffic impact
fee study
Create design guidelines
Create park master plan
including the transition
to drought tolerant
landscaping
Complete improvements
to existing parks
including ADA access,
parking, lighting, etc.

Increase community
events/arts and culture
Complete Stewart Park
and Sports Park
improvements
Complete Nicholas
Park improvements

STRATEGIC PLAN

HIGH PRIORITIES
FY 2024-2025
DRAFT

Page 435 of 539 ends

Staff Report

TO: City Council
FROM: Jennifer Ustation, Finance Director
DATE December 5, 2023
SUBJECT: FY 2024-2025 Budget Timeline

Description Review and provide direction on proposed FY 2024-2025 budget timeline.

Background and Analysis:

The City of Beaumont prepares an annual operating budget and updates its Five-Year Capital Improvement Program (CIP) budget each year. The process generally begins in December or January and must be adopted by the City Council by June 30th of each year.

The Finance Department is beginning to coordinate the preparation of the FY 2024-25 City Operating Budget and will coordinate with the Public Works Department which leads the preparation of the CIP. The proposed timeline for the preparation and approval of the operating budget is provided below and is also depicted on the attached timeline:

 December
o Dec 5th – COUNCIL MEETING: Present proposed timeline to City Council for review
 January
o Jan 11th - Budget kickoff with department managers to discuss timeline and process.
o Jan 12th – Feb 9th - Departments enter their budget line items into Incode and complete their program and enhancement sheets.
 February
o Feb 2nd – Wage and other expense budget items due to Finance o Feb 12th – Feb 23rd - Finance Department reviews budget submittals from departments and makes any adjustments and/or corrections with departments.

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o Feb 19th – FINANCE COMMITTEE MEETING (Special Meeting):

Revenue planning and long-term forecasting to Finance & Audit Committee
o Feb 16th – Deadline to submit CIP requests into Cleargov by departments o Feb 21st – CIP meeting to review CIP requests
 March
o March 1st - March 15th - City Manager and Finance meets with departments to discuss and review budgets and expiring contracts  April
o April 5th – Deadline for department’s entry into their budget book pages into the online Cleargov budget book
o April 23rd – COUNCIL WORKSHOP: City Council to receive departmental budget presentations and proposed CIP
 May
o May 13th – FINANCE COMMITTEE MEETING (Special Meeting):

Finance Committee review of proposed budget
o May 21st – COUNCIL MEETING: First review of proposed budget to City Council for review and public hearings
 June
o June 4th – COUNCIL MEETING: Final budget to City Council for approval and adoption of FY24/25 budget
o June 18th – COUNCIL MEETING: Presentation of budget book and budget message to City Council
Fiscal Impact:

The estimated cost to prepare this report is $212.

Recommended Action:

Receive and file.

Attachments:

A. FY 2024-2025 Budget Timeline

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Date Item Description
December 05 Council Meeting Present proposed timeline to City Council for review December 05 Counil Meeting Review and revise Strategic Plan January 11 Budget Kickoff Meet with Department Managers to discuss timeline and process Jan 12 ‐ Feb 09 Operating Budget Deadline Departmental operating budget entry and forms due to Finance February 2 Operating Budget Tools Wage and other expense budget items due to Finance February 12‐23 Budget Submission Review Finance reviews budget submissions February 16 Capital Request Deadline Deadline to submit capital budget requests into Cleargov by departments February 19 Finance Committee Meeting Revenue planning and long‐term forecasting review February 21 Capital Request Review CIP meeting to review capital budget requests Mar 1 ‐ Mar 15 Admin Budget Review City Manager and Finance to hold departmental budget review meetings April 5 Budget Book Entry Deadline Deadline for department's entry into Cleargov budget book April 23 Council Workshop City Council to receive departmental budget presentations and proposed CIP May 13 Finance Committee Meeting Finance Committee review of proposed budget May 21 Formal Budget Presented First review of proposed budget to City Council for review and public hearings June 4 Budget Adoption Final budget to City Council for approval and adoption of FY23/24 budget June 18 Budget Book and Message Presentation of budget book and budget message to City Council FY 2024/25 BUDGET CALENDAR

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Staff Report

TO: City Council
FROM: Robert Vestal, Public Works Director
DATE December 5, 2023
SUBJECT: Fourth Amendment to the Professional Services Agreement with Moffatt & Nichols for the Pennsylvania Avenue Grade Separation Project (CIP 2017- 012)

Description Approve a fourth amendment to the Professional Services Agreement with Moffatt & Nichol for the Pennsylvania Avenue Grade Separation project; reduce the contract amount to $450,845.32; and extend the contract term for one additional year.

Background and Analysis:

On December 19, 2017, the City approved a Professional Services Agreement with Moffatt & Nichol (M&N) in the amount not to exceed $295,523 for environmental documentation services that covered the following three projects along Pennsylvania Avenue:

 Pennsylvania Avenue Interchange (CIP 2017-001)
 Pennsylvania Avenue Widening (CIP 2017-009)
 Pennsylvania Avenue Grade Separation (CIP 2017-012)

On January 2,2019, the City Council approved Amendment No. 1 in the amount not to exceed $51,618. This amendment provided regulatory permitting and MSHCP services to the three projects.

On February 2, 2021, the City Council approved Amendment No. 2 in the amount not to exceed $64,528. This amendment provided additional regulatory permitting funds for the Pennsylvania Avenue Widening project due to updated environmental regulations and requirements.

On November 15, 2022, the City approved Amendment No. 3 in the amount not to exceed $144,705. This amendment added funds to the Pennsylvania Avenue Grade Separation project to comply with the National Environmental Policy Act (NEPA), which is required in order to receive federal grant funds. This amendment also extended the term of the contract for one additional year.

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The term of the original professional services agreement was five years. Per the City’s municipal code (3.02.070), the term of any professional services contract awarded shall be a maximum of five years, with two one-year renewals, subject to City Council approval. Extension of a contract beyond the initial term shall be approved by four-fifth vote of the City Council. The first one-year renewal occurred with Amendment No. 3. A new Amendment No. 4 is now proposed for the second one-year renewal of the contract. Per the City’s municipal code this will be the final one-year extension of the contract, after which the contract cannot be extended again.

Project Update:

A summary of the work completed to date for each of the three projects under this agreement is as follows:

 Pennsylvania Avenue Interchange (CIP 2017-001) – CEQA studies for this project were completed concurrently with the studies performed for the Pennsylvania Avenue Widening project. Completion of the CEQA documentation, regulatory permitting, and all remaining work for this project was then paused as it was determined that a future contract for NEPA would be the appropriate avenue for this project. A total of $105,210.78 of unexpended funds remains on this project.
 Pennsylvania Avenue Widening (CIP 2017-009) – All technical studies for CEQA were completed within budget for this project, which resulted in an initial study and mitigated negative declaration (IS/MND) that was filed in August of 2021.

Only $317.90 of unexpended funds remains on this project.

Pennsylvania Avenue Grade Separation (CIP 2017-012) – CEQA and NEPA technical studies are moving forward with Caltrans as the lead agency. There is currently $138,105.60 of unexpended funds remaining on this project.

Fiscal Impact:

The cost to prepare this staff report is estimated to be $350.

A summary of the allocation of funds for the original agreement and each of the amendments is provided in the following table. With Amendment No. 4, staff proposes to unencumber the unexpended funds from the Pennsylvania Avenue Interchange Project (CIP 2107-001) and the Pennsylvania Avenue Widening Project (CIP 2017-009).

Only the Pennsylvania Avenue Grade Separation Project work will continue under this agreement. This will reduce the total contract amount to $450,845.32, as shown in the following table. No additional funds are being requested with this amendment.

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Pennsylvania Ave
Interchange
(CIP 2017-001)
Pennsylvania Ave
Widening
(CIP 2017-009)
Pennsylvania Ave
Grade Separation
(CIP 2017-012)
Total Contract and
Amendment
Amount

Agreement Summary
Original Agreement Dec 19, 2017 $174,762.00 $94,286.00 $26,475.00 $295,523.00 Amendment #1 Jan 2, 2019 $20,647.00 $5,162.00 $25,809.00 $51,618.00 Amendment #2 Feb 2, 2021 $64,528.00 $64,528.00
Amendment #3 Nov 15, 2022 $144,705.00 $144,705.00
Amendment #4 Dec 5, 2023 -$105,210.78 -$317.90 -$105,528.68 Total $90,198.22 $163,658.10 $196,989.00 $450,845.32

The following table is an overview of the current project funding, project budget, and remaining budget for the Pennsylvania Avenue Grade Separation project.

2017-012 Pennsylvania Avenue Grade Separation Project Accounting Summary Funding Summary
Funding Year Funding Source Amount
FY 17/18 Road & Bridge DIF $2,250,000.00
FY 22/23 General Fund $1,000,000.00
FY 23/24 General Fund $1,000,000.00
FY 23/24 Road & Bridge DIF $4,428,556.00
Total Project Funding = $8,678,556.00
Budget Summary
Project Component Budget Encumbered Paid to Date Remaining Budget
Project Management $8,476.00 ($8,475.60) ($8,475.60) $0.40 Preliminary Services $0.00 $0.00 $0.00 $0.00
Environmental $297,284.00 ($196,989.00) ($58,883.40) $100,295.00 Design $3,394,240.00 ($1,990,183.00) ($861,211.82) $1,404,057.00 Construction $4,428,556.00 $0.00 $0.00 $4,428,556.00 Construction Management $0.00 $0.00 $0.00 $0.00
Permits $550,000.00 ($450,000.00) ($8,001.76) $100,000.00 Equipment $0.00 $0.00 $0.00 $0.00
Project Summary Totals $8,678,556.00 ($2,645,647.60) ($936,572.58) $6,032,908.40

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Recommended Action:

Approve a fourth amendment to the Professional Services Agreement with Moffatt & Nichol for the Pennsylvania Avenue Grade Separation project; reduce the contract amount to $450,845.32; and extend the contract term for one additional year.

Attachments:

A. Fourth Amendment to PSA with Moffatt & Nichol
B. Original Agreement and Previous Amendments

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City of Beaumont Contract Number:

C17-92.4

FOURTH AMENDMENT TO AGREEMENT FOR INDEPENDENT CONTRACTOR

THIS FOURTH AMENDMENT TO AGREEMENT OF SERVICES BY INDEPENDENT CONTRACTOR (“Amendment”) is made and effective as of the 5th day of December 2023 by and between the CITY OF BEAUMONT (“CITY”), a general law city, and MOFFATT & NICHOL, a California Corporation (hereinafter called “CONTRACTOR”) in consideration of the mutual promises and purpose contained herein, the parties agree as follow:

RECITALS

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

A. On December 19, 2017, CITY and CONTRACTOR entered into that certain agreement entitled “Agreement for Professional Service by Independent Contractor (“Agreement”) for ENVIRONMENTAL DOCUMENTATION SERVICES FOR THE

PENNSYLVANIA AVENUE INTERCHANGE IMPROVEMENT PROJECT,

PENNSYLVANIA AVENUE WIDENING PROJECT AND THE PENNSYLVANIA AVENUE GRADE SEPARATION PROJECT.

B. On January 2, 2019, the City and Contractor entered into the “First Amendment to Agreement for Professional Services” to extend the term of contract and increase the scope of services.

C. On February 2, 2021, the City and Contractor entered into the “Second Amendment to Agreement for Professional Services” to extend the term of contract and increase the scope of services.

D. On November 15, 2022, the City and Contractor entered into the “Third Amendment to Agreement for Professional Services” to extend the term of contract and increase the scope of services.

E. Contractor has provided a Letter of Extension dated November 13, 2023, to extend the term of the Agreement a final time and add the scope of sewer relocation work, and close out the tasks of Pennsylvania Avenue Interchange Project and Pennsylvania Avenue Widening Project.

AMENDMENT

Section 1. Term of Agreement in accordance with Section 1 of the Agreement, the parties agree to extend the term of the Agreement by one (1) year. Notwithstanding anything in this Agreement to the contrary, this Agreement shall automatically terminate December 19, 2024, unless earlier terminated by the parties in accordance with the Agreement. The Agreement is hereby amended as follows: CONTRACTOR agrees to provide the services (“Services”) as follows: ENVIRONMENTAL DOCUMENTATION SERVICES (“Services”) per revised Exhibit “A” dated November 13, 2023, and any other services which the City may request in writing. All Services shall be performed in the manner and

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City of Beaumont Contract Number:

C17-92.4

according to the timeframe set forth in the Proposal. CONTRACTOR designates Stephanie Oslick as CONTRACTOR’s professional responsible for overseeing the Services provided by CONTRACTOR.

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 Amendment to be effective as of the day and year first above-written.

CITY: CONTRACTOR:

CITY OF BEAUMONT Moffatt & Nichol

By: By:

Julio Martinez III, Mayor
Print Name:

T
itle:

ATTEST:

By:___________________________
Nicole Wheelwright, Deputy City Clerk
APPROVED AS TO FORM:

By:___________________________
John O. Pinkney, City Attorney

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City of Beaumont Contract Number:

C17-92.4

EXHIBIT “A”

PROPOSAL

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1 4225 E. Conant Street
Long Beach, CA 90808

(562) 590-6500
www.moffattnichol.com
November 13, 2023

Mr. Dustin Christensen
City of Beaumont Principal Engineer
550 E. 6th Street
Beaumont, CA 92223
Subject: Pennsylvania Avenue Grade Separation Proj ect - Amendment Request #4 for Inclusion of Sewer Relocation and Update From Caltr ans Local Assistance to Caltrans Oversight Process
Dear Mr. Christensen:

Moffatt and Nichol (M&N) is pleased to provide the City of Beaumont with continued assistance on the Pennsylvania Avenue Grade Separation Project. This amendment request is to our existing contract dated December 19, 2017 to provide “Enviro nmental Documentation Services for Pennsylvania Avenue Interchange Improvement Project, Pennsylvania Avenue Widening Project and the Pennsylvania Avenue Grade Separation Project.” Specifically, this Amendment #4 request is to (1) extend the contract beyond December 19, 2023 for one additional year to December 19, 2024, (2) add in the sewer relocation work to move the City sewer from under Pennsylvania Avenue to Massachusetts Avenue, and (3) update the scope of work for the Pennsylvania Avenue Grade Separation Project to be consistent with the Caltrans oversight (not Local Assistance) project development process.

Further, no additional work will be performed on th e Pennsylvania Avenue Interchange Improvement Project or the Pennsylvania Avenue Widening Project – both of these projects will be closed-out and remaining funds will be unencumbered as follows:
• Pennsylvania Interchange ($105,210.78 remaining)
• Pennsylvania Widening ($317.90 remaining)

Amendment #1 dated January 2, 2019 was approved for (1) extending the contract to December 19, 2020 (term of agreement) to December 19, 2023, and (2) providing Regulatory and Multiple Species Habitat Conservation Plan (MSHCP) services specifically for the Pennsylvania Avenue Widening Project (additional services and compensat ion). Amendment #1 services were not included in the original 2017 contract because the original contract was only for services during the environmental document phase (technical studies and the environmental document), and these regulatory services are completed during final design, which is the project phase after the environmental document phase.

Amendment #2 dated February 2, 2021 was approved fo r (1) extend the contract beyond December 19, 2020, and (2) provide continued Califo rnia Environmental Quality Act (CEQA) services for the Pennsylvania Avenue Widening Proje ct (Widening Project) due to project

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City of Beaumont
Pennsylvania Ave. Grade Separation Project Amendment Request #4 (Sewer Relocation and Caltrans Oversight) 2 description changes, changes to the CEQA Environmental Checklist, revision to USACE regulations on Waters of the United States definition, and new SB743 legislation (requirement to analyze vehicles miles travelled) that occurred in June-Jul y 2020 after production of the environmental documentation had already commenced. Since 2019 and in June-July 2020, the Widening Project has undergone design changes from the original 95% Plan Set, regulatory changes (SB743 implementation and USACE jurisdiction definition), and changes in CEQA that require additional effort to complete the tasks. Design changes inclu de removing the sidewalk from the east side of Pennsylvania Avenue, incorporating new structural Best Management Practices (BMP)s and a revised project footprint. These project descriptio n changes will require additional effort to update the supportive technical analysis/studies al ready completed and update environmental resource analyses in the IS/MND.

Amendment #3 dated November 15, 2022 was approved for (1) extend the contract one year to December 19, 2023, and (2) provide National Environ mental Policy Act (NEPA) services for the Pennsylvania Avenue Grade Separation Project (Grade Sep Project) due to the City obtaining federal funds by FHWA to help build the Grade Sep P roject. At the time of the original contract, it was not anticipated that compliance with NEPA would be required.

In Summer 2022, the City decided to procure federal funds from FHWA to help build the Grade Sep project. Since there will now be a federal nexu s, the Grade Sep project is federalized, and NEPA compliance is required. Per NEPA Assignment, C altrans acts on behalf of FHWA, and therefore the NEPA document and technical studies need to comply with Caltrans processes and templates (as applicable). At the time of Amendment #3, it was anticipated that the project would go through the Local Assistance Process, where a Pr eliminary Environmental Study (PES) would be required. The PES document identifies the type and level of any required technical studies and the type of NEPA environmental document (anticipated to be a NEPA Categorical Exclusion). The following technical studies may also be required:
• Part of the project is located with the Western Riv erside Multiple Species Habitat Conservation Plan (MSHCP) and possible waters of th e US/State. To be prepared by Noreas, Inc.
• The Union Pacific Railroad is a recorded historic s ite in the area, and excavation is anticipated for this project. The project will need to comply with Section 106 of the National Historic Preservation Act. To be prepared by CRM Tech. • The project is located within City and Union Pacifi c right-of-way, a Phase I Initial Site Assessment (to determine any hazardous materials wi thin the project site) will likely be needed. To be prepared by Leighton Consulting, Inc.
• The project will have a vertical change to the Penn sylvania Avenue alignment, a Noise Study Report (NSR) will likely be needed. To be prepared by Entech Consulting Group. • A paleontological sensitivity assessment may be needed for this project. To be prepared by CRM Tech.

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City of Beaumont
Pennsylvania Ave. Grade Separation Project Amendment Request #4 (Sewer Relocation and Caltrans Oversight) 3 M&N respectfully requests a time extension (to complete this work not to exceed December 19, 2024) to incorporate the sewer relocation and follo w the Caltrans oversight process. No additional fees are being requested; however, some of the existing fees may be shifted from previous tasks to account for different work tasks associated with this Amendment (and Caltrans requirements). The tasks, assumptions, and exclusio ns are included in Attachment A Scope of Work.

If you have any questions or require additional information, please contact me at 562-317-3491.

We look forward to working with you.

Sincerely,

MOFFATT & NICHOL

Stephanie S. Oslick, AICP, ENV SP
Project Manager
Encl: Attachment A: Scope of Work

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City of Beaumont
Pennsylvania Ave. Grade Separation Project Amendment Request #4 (Sewer Relocation and Caltrans Oversight) 4 Attachment A
(Scope of Work and Fee)

TASK 1 – PROJECT DESCRIPTION
M&N will prepare the project description for inclusion in the technical studies and the California Environmental Quality Act (CEQA) and National Environmental Policy Act (NEPA) environmental documents.

Scope of work:
• Coordinate with Project Engineer for updated Plan Set and CAD Files.

Deliverable:
• Draft and Final Project Description

TASK 2 – CEQA ENVIRONMENTAL DOCUMENT
M&N will prepare the CEQA environmental document (a ssumed to be a Categorical Exemption with Caltrans acting as the CEQA Lead Agency), consistent with the Project Description described under Task 1 above.

Scope of work:
• Prepare Draft and Final CEQA Categorical Exemption for City and Caltrans review (and Caltrans approval)

Deliverables:
• Prepare Draft and Final CEQA Categorical Exemption

TASK 3 – NEPA ENVIRONMENTAL DOCUMENT
M&N will prepare the NEPA environmental document (a ssumed to be a Categorical Exclusion with Caltrans acting as the NEPA Lead Agency), consistent with the Project Description described under Task 1 above.

Scope of work:
• Prepare Draft and Final NEPA Categorical Exclusion for City and Caltrans review (and Caltrans approval)

Deliverables:
• Prepare Draft and Final NEPA Categorical Exclusion

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City of Beaumont
Pennsylvania Ave. Grade Separation Project Amendment Request #4 (Sewer Relocation and Caltrans Oversight) 5 TASK 4 – ENVIRONMENTAL TECHNICAL STUDIES
M&N will coordinate with the technical specialists to provide the Project Description, Environmental Project Footprint and respond to requ ests for information needed to prepare environmental technical studies. M&N oversight will include quality control for adequacy of analysis and findings consistent with CEQA and NEPA.

Scope of work:
• Coordinate with specialists to prepare required environmental technical studies. Studies include the following: Biological Resources, Cultur al Resources, Hazardous Materials, Noise and Paleontology.
• Oversee and Quality Control of environmental technical studies. • Coordinate with City as needed regarding findings of the technical analyses.

Deliverable:
• Draft and Final Environmental Technical Studies for review/approval by City and Caltrans.

TASK 5 – REGULATORY PERMITTING
If needed, M&N will prepare regulatory permitting applications to impacts to wetlands or Waters of the US/Waters of the State from the US Army Corp s of Engineers (USACE), Regional Water Quality Control Board (RWQCB), and/or California Department of Fish and Wildlife (CDFW).

Scope of work:
• Coordinate with applicable regulatory agencies and submit permit applications.

Deliverable:
• Regulatory agency permit applications (assuming USACE Nationwide Permit, RWQCB 401 Certification, and CDFW 1600).

TASK 6 – PROJECT MANAGEMENT
M&N will manage the environmental document, coordin ation with subconsultants, billing, invoicing and contract between the City and M&N’s subconsultants.

Deliverable:
• No specific deliverable for this Task.

FEE
Existing budgetary authority will be used to complete tasks associated with Amendment #4, and no additional fees are being requested. Please note that some individual tasks may be more/less than what was previously identified, due to compliance with the Caltrans oversight process.

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City of Beaumont
Pennsylvania Ave. Grade Separation Project Amendment Request #4 (Sewer Relocation and Caltrans Oversight) 6 Assumptions and Exclusions:

1. The Project will require Caltrans review and approval of the Environmental Document and Technical Studies. Caltrans is the CEQA and NEPA Lead Agency.

2. No additional project description changes will occur as of the 65% plans provided to M&N.

Project description changes may require a revised scope of work.

3. This scope of work is valid for 90 days. Any delays beyond M&N’s control may require a revised scope of work.

4. The scope of work assumes no significant environmental impacts as defined by CEQA and/or NEPA, which would require a higher-level environmental document to be prepared (e.g., CEQA Initial Study/Mitigated Negative Declaration, CEQA Environmental Impact Report, NEPA Environmental Assessment, or NEPA Environmental Impact Statement).

5. It is assumed that no federal and/or state sensitive species (e.g., threatened or endangered species) will be present within the project study area.

6. If regulatory permitting is needed, any permitting application fees will be paid by the City.

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6,380
16,600

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Beaumont City CouncilDecember 5, 2023

Beaumont City Council
December 5, 2023